Agenda packet, regular meeting — Vallejo City Council, September 23, 2025 (part 7 of 8)

Name of Person or Organization:

Any person or organization that is:

1. An owner of real or personal property on which you are performing operations, but only at the specific written request by that person or organization to you, and only if:
a. That request is made prior to the date your operations for that person or organization commenced; and b. A Certificate of Insurance evidencing that request has been issued by your authorized insurance agent or broker; or

2. A contractor on whose behalf you are performing operations, but only at the specific written request by that person or organization to you, and only if:
a. That request is made prior to the date your operations for that person or organization commenced; and b. A Certificate of Insurance evidencing that request has been issued by your authorized insurance agent or broker.

WAIVER OF SUBROGATION – If required by written contract or agreement, we waive any right of recovery we may have against any entity that is an additional insured shown in the Schedule above per the terms of this endorsement because of payments we make for injury or damage arising out of “your work” performed under a contract with that person or organization.

All other terms and conditions remain unchanged.

POLICY NUMBER: ENV562004850-04

THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

AMENDED WAIVER OF SUBROGATION
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

SCHEDULE

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GO 0216 – 4YP 10-17 Includes Copyrighted Material of Insurance Services Office, Inc. with its permission

Page 1 ends

Any person or organization that is:

1. An owner of real or personal property on which you are performingoperations, but only at the specific written request by that person or organization to you, and only if:
a. That request is made prior to the date youroperations for that person or organization commenced;and b. A Certificate of Insurance evidencing that request has beenissued by your authorized insurance agent or broker; or

2. A contractor on whose behalf you are performingoperations, but only at the specific written request by that person or organization to you, and only if:
a. That request is made prior to the date youroperations for that person or organization commenced;and b. A Certificate of Insurance evidencing that request has beenissued by your authorized insurance agent or broker.

POLICY NUMBER: ENV562004850-04

THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

PRIMARY/NON-CONTRIBUTORY COVERAGE
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART
PRIMARY/NON-CONTRIBUTORY – If required by written contract or agreement, effected prior to the date your operations for that person or organization commenced and named below, such insurance as is afforded by this policy to any additional insureds under this policy shall be primary insurance, and any insurance or self-insurance maintained by such additional insured(s) shall not contribute to the insurance afforded to the named insured.

All other terms and conditions remain unchanged.

SCHEDULE

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WORKERS COMPENSATION AND EMPLOYERS LIABILITY INSURANCE POLICYWC 04 03 06(Ed. 4-84) This endorsement changes the policy to which it is attached and is effective on the date issued unless otherwise stated. (The information below is required only when this endorsement is issued subsequent to preparation of the policy.) This endorsement, effectivePolicy No. Endorsement No.Issued toPremium By:

Carrier Code
(Ed. 4-84)
Authorized RepresentativeCountersigned aton
at 12:01 AM standard time, forms a part ofOf the
WC 04 03 06© 1998 by the Workers' Compensation Insurance Rating Bureau of California. All rights reserved.

Schedule Person or Organization Job Description WAIVER OF OUR RIGHT TO RECOVER FROM OTHERS ENDORSEMENT-CALIFORNIAWe have the right to recover our payments from anyone liable for an injury covered by this policy. We will not enforce our right against the person or organization named in the Schedule. (This agreement applies only to the extent that you perform work under a written contract that requires you to obtain this agreement from us.)You must maintain payroll records accurately segregating the remuneration of your employees while engaged in the work described in the Schedule.The additional premium for this endorsement shall be _____% of the California workers' compensation premium otherwise due on such remuneration.

With respect to all employees subject to the workers' compensation laws of the state of California, any person or organization for whom the Named Insured has agreed by written contract to furnish this waiver. 2 This policy is subject to a minimum charge of $250 for the issuance of waivers of subrogation 05/01/2025EIG 2610892 07ALPHA ANALYTICAL LABORATORIES, $41,113 00919EMPLOYERS ASSURANCE CO.

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CONSENT CALENDAR 8.O.

DATE: September 23, 2025
TO: Mayor and Members of the City Council
FROM: Beth Schoenberger, Water Utility Director
SUBJECT: ADOPT A RESOLUTION APPROVING THE 2025 STATE WATER PROJECT WATER TRANSFER LETTER OF UNDERSTANDING FOR THE SALE OF UNTREATED 2025

SURPLUS STATE WATER PROJECT WATER SUPPLY, AUTHORIZING THE CITY

MANAGER TO EXECUTE SAME AND PROVIDING NOTICE OF INTENT TO AMEND THE WATER ENTERPRISE FUND BUDGET FY 25-26 ACCORDINGLY (STEP 1 of 2)

RECOMMENDATION
Adopt a Resolution Approving the 2025 State Water Project Water Transfer Letter of Understanding for the Sale of Untreated 2025 Surplus State Water Project Water Supply, Authorizing the City Manager to Sign Same and Providing Notice of Intent to amend the water enterprise FY 25-26 fund budget accordingly (Step 1 of 2)

REASONS FOR RECOMMENDATION
The Water Department seeks to pursue non-rate revenues to reduce pressure on rate-payers. Toward that goal, and with City Manager's Office support, Water staff identified an opportunity to monetize a portion of Vallejo's State Water Project (SWP) source water allocation, leaving sufficient amounts available for projected customer use and future drought storage. The initiative is projected to generate $600,000 one-time revenue for the Water Enterprise Fund in FY 2025-26, specifically for the City Water Capital Fund. The 2025 Water Exchange is nearly identical to the Water Exchange approved by the City Council in 2024, with only the estimated price being updated for 2025 from $250/acre-foot to $300/acre-foot.

Per City Charter Section 703, amending the budget requires a public notice of intent prior to any action taken.

A staff report with recommendation to amend the budget (Step 2) will be presented to City Council at the next regularly scheduled City Council meeting.

BACKGROUND AND DISCUSSION
The State Department of Water Resources (DWR) controls water rights to the State Water Project (SWP) water statewide. DWR subcontracts with regional water management agencies to administer SWP water rights. The City of Vallejo’s SWP water right is administered by the Solano County Water Agency (Agency). All water agencies in Solano County are members of the Agency, along with Vallejo. One aspect of the Agency’s role is to facilitate, track, and administer exchanges of SWP water among water agencies.

DWR determines yearly allocations of SWP water volumes to water agencies statewide. In 2025, agencies to the south received only 50% of their total DWR allotment than Solano County water agencies. Consequently, demand for SWP water from southern agencies increased. Agency staff identified a few water agencies south of Solano County seeking available SWP raw water this year. Vallejo’s diversified water portfolio puts the City in a strong position for a one-time transfer of SWP water south, while still retaining ample volume to reliably meet customer demands and sustain and build storage for any potential drought. This transfer would put water to beneficial use, and using the projected revenues from the transfer to support additional capital infrastructure projects otherwise funded by rate payers.

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Date: September 23, 2025
Subject: ADOPT A RESOLUTION APPROVING THE 2025 STATE WATER PROJECT WATER TRANSFER LETTER OF UNDERSTANDING FOR THE SALE OF UNTREATED 2025

SURPLUS STATE WATER PROJECT WATER SUPPLY, AUTHORIZING THE CITY

MANAGER TO EXECUTE SAME AND PROVIDING NOTICE OF INTENT TO AMEND THE WATER ENTERPRISE FUND BUDGET FY 25-26 ACCORDINGLY (STEP 1 of 2)

Page 2 ends

This transfer is similar to the 2024 water exchange. In addition to Vallejo, other Agency member agencies doing one-time SWP exchanges in 2025 are Benicia, Fairfield, Vacaville and Suisun City. The terms of those exchanges will match Vallejo's.

Water Exchanges and Administrative Fee: Under the Agency’s contract with DWR, the transfer of Vallejo’s SWP water will be administered by the Agency. The Agency is in negotiations with other contractors on the SWP. In the exchange transaction, the City of Vallejo’s SWP water would be transferred to one or more SWP contractors this year.

Under the Agency’s contract with DWR, an administrative fee may be charged for this exchange. For the 2025 exchange, the minimum fee agreed upon between SCWA and the City is $300/acre-foot, resulting in up to $600,000 for Vallejo’s estimated 2,000 acre-feet of SWP water exchanged. Exchanges among the Agency’s member agencies happen routinely.

Solano County Water Agency (Agency) Facilitator Role: The Agency is facilitating all aspects of the water transfer including collecting the administrative fee on Vallejo’s behalf and transferring it promptly to Vallejo.

The Agency receives no compensation for facilitating the exchanges - financial or in the form of water - as these exchanges are within the scope of the Agency’s role on behalf of its member agencies. The Agency's Master Contract with DWR assures timely transfer of the administrative fee revenue.

FISCAL IMPACT
Once the contract is completed, Solano County Water Agency will pay the City of Vallejo a water exchange administrative fee of up to $600,000, which will be recorded as revenue in the City Water Capital Fund. There is no fiscal impact on the General Fund from this proposed action.

ENVIRONMENTAL REVIEW
For the exchange of water, under CEQA requirements, the Solano County Water Agency is the “Lead Agency,” and the City is a “Responsible Agency.” The Solano County Water Agency plans to file a Notice of Exemption based upon the Class 1 (CEQA Guidelines Section 15301) and Class 6 (CEQA Guidelines Section 15306) categorical exemptions.

ATTACHMENTS

1. N-16A.LOU.SCWA-Vallejo.07172025 (ID 355664)

2. Resolution Approving LOU for Water Sale CAO Stamp

CONTACT
Beth Schoenberger, Water Utility Director (707) 648-5439 [email protected]

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SOLANO COUNTY WATER AGENCY
810 Vaca Valley Parkway, Suite 202  Vacaville, CA 95688 Phone (707) 451-6090  Fax (707) 451-6099

July 17, 2025

Beth Schoenberger, Water Director
City of Vallejo | Water Department
202 Fleming Hill Road
Vallejo, CA 94589

Re: City of Vallejo’s 2025 SWP Water Transfer Letter of Understanding

Dear Ms. Schoenberger:

This letter of understanding ("LOU") documents and confirms the mutual agreement that has been reached between Solano County Water Agency ("Agency") and the City of Vallejo ("Vallejo") (collectively the "Parties" and each "Party"). This LOU specifies the terms under which the Agency agrees to transfer approximately 2,000-acre feet (AF) of Vallejo's State Water Project ("SWP") water (“2025 Transfer") to a State Water Contractor ("Contractor") outside of Solano County. The specific Contractor has not yet been identified but will be one of the many SWP contractors that are interested in purchasing the water from Vallejo. In consideration for the 2025 Transfer, Contractor will pay the Agency a minimum fee of $300.00 per AF water transferred ("Transfer Fee"), for a projected total of $600,000, which the Agency will then remit to Vallejo.

Notwithstanding the foregoing, the Parties may negotiate a higher fee with any such Contractors.

BACKGROUND AND PURPOSE

The Agency holds a contract with the Department of Water Resources ("DWR") to receive imported water deliveries from the SWP. Vallejo (along with other agencies in Solano County) is a Member Agency of the Agency and pays the Agency to receive an allocation of SWP water under a separate contract.

As of the date of this LOU, the Agency and City have contacted several SWP contractors outside of Solano County that hold contracts to receive water deliveries from the SWP and require more SWP water than their DWR allocation provides in 2025. Vallejo agrees to forego a portion of up to two-thousand acre feet (2,000 AF) of the delivery of the 2025 SWP water to which it is entitled under the Vallejo Member Unit Contract and make that water available for transfer to Contractor under the terms and conditions set forth herein.

Pursuant to Vallejo's request, the Agency will work with the selected Contractor and DWR to facilitate the 2025 Transfer. The basic parameters of the 2025 Transfer are as follows: Vallejo will receive from the Agency a Transfer Fee of $300.00 per AF, or other reasonably negotiated price, of SWP water transferred to Contractor in the 2025 water year. The amount of 2025 Transfer water is estimated to be up to 2,000 AF, the final price shall be determined by multiplying the total number of acre fee transferred by the agreed-upon price per acre foot.

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The Agency will serve as a "pass through" and facilitator of the 2025 Transfer, and will not receive any financial compensation, water, or other remuneration for these efforts.

TERMS AND CONDITIONS

1. Condition Precedent. DWR's written approval of the 2025 Transfer between the Agency and the Contractor is a condition precedent to the Agency's authorization to proceed under the LOU. DWR's approval shall be provided in the form of an agreement between DWR, the Agency, and the Contractor ("Transfer Agreement").

2. Deliveries to Contractor. The Agency will request that DWR deliver to the Contractor up to 2,000-acre feet of Vallejo's SWP water. Within thirty (30) days following the execution of the Transfer Agreement, the Contractor shall pay the Agency the Transfer Fee for each AF of 2025 SWP water made available by Vallejo, unless a different price is negotiated and agreed upon in writing by Vallejo, the Agency, and the Contractor. Provided all agreements are in place for the 2025 Transfer, the Agency shall pay 100% of the Transfer Fee received from the Contractor to Vallejo within ten (10) days of receipt.

3. Notice of Exemption. Because the 2025 Transfer will be delivered through existing facilities, without the construction of new facilities, Vallejo and the Agency agree that the 2025 Transfer is exempt from the California Environmental Quality Act (CEQA) pursuant to Sections 15061(bX3) and 15301 of the State CEQA Guidelines. The Agency shall file a Notice of Exemption for the 2025 Transfer with the Clerk of the Board of Supervisors of Solano County, as well as the county in which the Contractor is located, and shall provide a copy to Vallejo.

4. Transaction Costs. Vallejo and the Agency shall each be responsible for its own legal and consulting costs incurred in the preparation, review, and implementation of this LOU. Vallejo and the Agency each agree to cooperate with each other in the preparation, review, and execution of any additional agreements that may be necessary to implement the 2025 Transfer. Vallejo shall not be responsible for payment of any charges imposed by any agency, including the Agency, for the preparation and processing of the Transfer Agreement, or for the preparation and processing of such other approvals as may be necessary to implement the 2025 Transfer.

5. Costs of Defense. In the event of any legal action by a third party to challenge this LOU or the 2025 Transfer, Vallejo and the Agency agree to cooperate in the defense thereof and to share equally in the costs of such defense, utilizing counsel mutually acceptable to the Parties.

6. Force Majeure. In the event that an unavoidable event beyond the reasonable control of the Parties, including, but not limited to availability of SWP water, renders the performance of this LOU impossible or infeasible, the Parties hereto shall be excused from the performance thereof; provided, however, that the Agency shall first coordinate with DWR to determine whether alternate performance may be possible pursuant to an alternate schedule for completion of performance.

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7. Authority. The undersigned representatives of Vallejo and the Agency hereby represent that they are authorized to execute the LOU for the Parties on whose behalf this LOU is executed.

8. Notice. Written notice may be provided by either Party to the other by first class mail, postage prepaid to the following addresses:

Attn: Beth Schoenberger
City of Vallejo | Water Department
202 Fleming Hill Road
Vallejo, CA 94589

Attn: Chris Lee, General Manager
Solano County Water Agency
810 Vaca Valley Parkway, Suite 202
Vacaville, CA 95688

City of Vallejo

By:

Andrew Murray, City Manager Date

Solano County Water Agency

By:

Chris Lee, General Manager Date

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RESOLUTION NO. 25-________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVING THE 2025 STATE WATER PROJECT WATER TRANSFER LETTER OF UNDERSTANDING

FOR THE SALE OF EXCESS UNTREATED WATER SUPPLY, AUTHORIZING

THE CITY MANAGER TO EXECUTE SAME AND PROVIDING NOTICE OF INTENT TO AMEND THE WATER ENTERPRISE FY2025-2026 BUDGET ACCORDINGLY

WHEREAS, the City is a member of the Solano County Water Agency (SCWA) and pays SCWA to receive an allocation of State Water Project (SWP) water every year; and

WHEREAS, the allocation for the SWP for water year 2025-2026 was 70%; and

WHEREAS, the City pays for 100% of an allocation of SWP every year regardless of the allocation provided by the State; and

WHEREAS, due to surplus conditions in two consecutive water years in the City’s other water supplies, the City has an excess water supply of untreated SWP available for transfer in 2025; and

WHEREAS, the City is in a unique position of being able to potentially sell excess water to another agency on the SWP who holds a contract to receive water deliveries from the SWP, and require more SWP water than their allocation provided in 2025; and

WHEREAS, the contract for the water sale would be between SCWA and the buyer; and

WHEREAS, SCWA would handle the transfer and collect the charges and convey the collected charges to the City; and

WHEREAS, the City is entering into a Letter of Understanding with SCWA to act as the pass- through entity for transfer of the water and collection of the fees for the water.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Vallejo hereby approves the 2025 State Water Project Transfer Letter of Understanding with SCWA for the sale of excess untreated water supply at a reasonable cost to-be-determined (but not less than $300 per acre foot), authorizes the City Manager to sign same and providing notice of intent to amend the Water Enterprise Fund FY25-26 Budget.

ADOPTED BY THE CITY COUNCIL OF THE CITY OF VALLEJO at a regular meeting held on September 23, 2025, with the following vote:

AYES:

NOES:

ABSENT:

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ABSTAIN:
_________________________________________

ANDREA SORCE, MAYOR

ATTEST: _________________________________________
DAWN G. ABRAHAMSON, CITY CLERK

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CONSENT CALENDAR 9.A.

DATE: September 23, 2025
TO: Mayor and Members of the City Council
FROM: Alicia M. Jones, Housing Director
SUBJECT: ADOPT A RESOLUTION APPROVING THE HUD-REQUIRED CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR FISCAL YEAR 2024-25

ADDRESSING AFFORDABLE HOUSING AND COMMUNITY DEVELOPMENT NEEDS IN

THE CITY OF VALLEJO

RECOMMENDATION
Adopt a resolution approving the required Consolidated Annual Performance and Evaluation Report (CAPER) for Fiscal Year (FY) 2024-25 (July 1, 2024, through June 30, 2025) for submission to the U.S. Department of Housing and Urban Development (HUD) by 90 days after the close of the fiscal year.

REASONS FOR RECOMMENDATION
HUD requires entitlement jurisdictions to prepare and submit a CAPER within 90 days after the close of each program year. The CAPER provides an annual assessment of the City’s progress in meeting the goals and objectives established in the Five-Year Consolidated Plan and is a prerequisite for continued receipt of federal housing and community development funds such as the Community Development Block Grant (CDBG) Program and the HOME Investment Partnerships ("HOME") Program.

BACKGROUND AND DISCUSSION
Staff have prepared the draft CAPER for the fifth and final year of the City of Vallejo's Five-Year Consolidated Plan (FY 2020-21 through FY 2024-25). The Consolidated Plan, approved by City Council on July 21, 2020, is a five-year planning document required by HUD to address affordable housing and community development needs in Vallejo. Since its adoption, two substantial amendments were approved on May 13, 2021, and July 13, 2021. The Consolidated Plan is carried out through Annual Action Plans, which provide a concise summary of the actions, activities, and specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified by the Consolidated Plan. Grantees report on accomplishments and progress toward Consolidated Plan goals in the CAPER.

The FY 2024-25 CAPER reports on the City’s progress in meeting the goals and objectives outlined in the Consolidated Plan and Annual Action Plan during the period of July 1, 2024, through June 30, 2025. Several key objectives were substantially achieved, including the development and construction of a Homeless Navigation Center and the delivery of public services to low- and moderate-income residents of Vallejo.

On August 20, 2025, public notices announcing the availability of the CAPER for review and comment, along with the date of the public hearing, were published in English, Spanish, and Tagalog in the Vallejo Times- Herald. Written comments will be accepted through September 23, 2025, at 5:00 p.m. The Housing and Community Development (HCD) Commission held a public hearing on September 4, 2025, to receive comments on the draft FY 2024-25 CAPER. After discussion, the HCD Commission voted to recommend approval of the CAPER by the City Council.

The CAPER must be submitted to HUD within 90 days of the close of the fiscal year, no later than September

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Date: September 23, 2025
Subject: ADOPT A RESOLUTION APPROVING THE HUD-REQUIRED CONSOLIDATED

ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR FISCAL YEAR 2024-25 ADDRESSING AFFORDABLE HOUSING AND COMMUNITY

DEVELOPMENT NEEDS IN THE CITY OF VALLEJO

Page 2 ends

28, 2025.

FISCAL IMPACT
There is no fiscal impact on the General Fund associated with the preparation and submittal of the CAPER.

Costs related to the preparation of the report are eligible administrative expenses covered by federal CDBG Program and HOME Program funds. Preparation and submittal of the CAPER fulfill a HUD requirement and ensure the City’s continued eligibility to receive federal housing and community development funding.

ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS

1. Resolution Approving Draft FY 2024-25 CAPER CAO Stamp

2. Pubic Hearing Notices of Draft FY 2024-25 CAPER

3. Draft FY 2024-25 CAPER

CONTACT
Alicia M. Jones, Housing Director (707) 648-4408
[email protected]

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Approved as to form:

By: for
Veronica Nebb, City Attorney

RESOLUTION NO. ________ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVING THE CITY OF VALLEJO’S CONSOLIDATED ANNUAL PERFORMANCE AND
EVALUATION REPORT FOR FISCAL YEAR 2024-25 (JULY 1, 2024 – JUNE 30, 2025) FOR SUBMITTAL TO THE U.S. DEPARTMENT OF HOUSING AND
URBAN DEVELOPMENT (“HUD”)

WHEREAS, the Consolidated Annual Performance and Evaluation Report (CAPER) is an evaluation and performance report required by the U.S. Department of Housing and Urban Development (HUD) as a condition of receiving the Community Development Block Grant (CDBG) Program, Home Investment Partnerships (“HOME”) Program and certain other HUD grant funding and details the grantee's accomplishments toward meeting the goals outlined in its Annual Action Plan; and

WHEREAS, the City is required to prepare a CAPER and submit it to HUD within 90 days after the close of the City’s fiscal year, by September 28, 2025; and

WHEREAS, the FY 2024-25 CAPER describes the City’s progress in achieving the objectives in the City’s Five-Year (beginning July 1, 2020, and ending June 30, 2025) Consolidated Plan, a five-year planning document required by HUD for jurisdictions that receive HUD entitlement grants and is intended to help address affordable housing and community development needs in the community; and
WHEREAS, the Consolidated Plan was approved by City Council on July 21, 2020 with two substantial amendments approved on May 13, 2021 and July 13, 2021; and

WHEREAS, the City’s CAPER for Fiscal Year (FY) 2024-25 reports on activities from July 1, 2024, through June 30, 2025, funded by HUD grants received by the City of Vallejo particularly, the CDBG Program and the HOME Program; and

WHEREAS, during FY 2024-25, several key objectives were substantially achieved, including the successful development and construction of a Homeless Navigation Center and delivery of public services to low- and moderate-income residents of Vallejo; and

WHEREAS, on August 20, 2025, public notices on the CAPER’s availability for review and comment by 4:00 p.m. on September 23, 2025, and the date of the public hearing were published in English, Spanish, and Tagalog in Vallejo's local newspaper, the Vallejo Times- Herald, a HUD requirement; and
WHEREAS, on September 4, 2025, during a regular meeting, Vallejo’s Housing and Community Development Commission held a public hearing to receive comments on the Draft FY 2024-25 CAPER; and

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WHEREAS, on September 4, 2025 at a regular meeting, Vallejo’s Housing and Community Development Commission recommended approval by the City Council of the City of Vallejo’s Draft FY 2024-25 CAPER; and
WHEREAS, the Council has reviewed the Draft FY 2024-25 CAPER on September 23, 2025.

NOW THEREFORE BE IT RESOLVED that the Council of the City of Vallejo approves the Draft FY 2024-25 Consolidated Annual Performance and Evaluation Report for submittal to the U.S.

Department of Housing and Urban Development; and

BE IT FURTHER RESOLVED that the Council of the City of Vallejo authorizes the City Manager or his designees, the Assistant City Manager, Housing Director, or Housing Administrative Manager to prepare and submit to HUD the City’s FY 2024-25 CAPER, and any related applications or documents, and any amendments or corrections to such applications and documents.

Adopted by the Council of the City of Vallejo at a meeting held on September 23, 2025, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

___________________________________

ANDREA SORCE, MAYOR

ATTEST: __________________________________ DAWN G. ABRAHAMSON, CITY CLERK

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3559929

VALLEJO CITY HOUSING
200 GEORGIA STREET
VALLEJO, CA 94590
c/o Legals 57 Commerce Place, Suite A
Vacaville, CA 95687
530-406-6223
[email protected]
Account Number:

Ad Order Number:

Customer's Reference
/ PO Number:

FY 2024-25 CAPER PUBLIC NOTICE-ENGLISH
3559929
0006913824
Publication Dates:

Publication: Vallejo Times-Herald
08/20/2025
Amount: $408.14
Payment Amount: $0.00
r.BP16-07/03/17 1

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Invoice Text: NOTICE OF DOCUMENT AVAILABILITY,

PUBLIC COMMENT PERIOD, AND PUBLIC HEARING CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR FISCAL YEAR (FY) 2024-25 DATE OF NOTICE: August 20, 2025
FOR MORE INFORMATION: Chari Francisco, Administrative Manager (707) 553-7204, [email protected]
The City of Vallejo has prepared the draft CAPER for FY 2024-25, the fifth year of its FY 2020-21 through FY 2024-25 Consolidated Plan. The Consolidated Plan is a five-year planning document required by the U. S. Department of Housing and Urban Development (HUD) that is intended to address the City's housing and community development needs. The FY 2024-25 CAPER describes the City's performance in achieving the objectives in the Consolidated Plan for the period beginning July 1, 2024 and ending June 30, 2025.

DOCUMENT AVAILABILITY
The draft CAPER is available to the public for review at the following locations:

1. Housing and Community Development Department, at 200 Georgia Street, Vallejo, CA 94590

2. The City's website at: www.cityofvallejo.net under Our City, Departments & Divisions, Housing and Community Development, Document Library, Consolidated Plan. (For Internet access, you may go to the John F. Kennedy Library, at 505 Santa Clara Street)

PUBLIC COMMENT PERIOD
The public comment period begins September 5, 2025, and goes on through September 23, 2025. All comments must be received by Tuesday, September 23, 2025, at 5:00 p.m.

Written comments may be submitted via:

1. Email: [email protected], or

2. Mail: Attention: Chari Francisco, 200 Georgia St., Vallejo, CA 94590, or

3. Office Dropbox or Counter: Attention: Chari Francisco, 200 Georgia St., Vallejo, CA 94590, or

4. Fax: (707) 648-5249

PUBLIC HEARING
The Housing and Community Development Commission of the City of Vallejo is scheduled to hold a public hearing to receive comments on the draft CAPER at a regular meeting after 7:00 p.m. on Thursday, September 4, 2025 in the Council Chambers located at 555 Santa Clara St., Vallejo CA 94590, or via Zoom (https://zoomregular.cityofvallejo.net/), or phone, by dialing (669) 900-6833. Anyone interested in commenting on this report is invited to participate in this hearing.

The draft CAPER is scheduled for consideration and action by the Vallejo City Council at a regular meeting in September 2025.

If you have any questions concerning this public notice, please call the Housing and Community Development Department at (707) 648-4507.

The City of Vallejo provides its programs and services in a non-discriminatory manner, and is an Equal Opportunity Employer. The City of Vallejo also encourages women and minority-owned businesses to submit bids and proposals for Community Development Block Grant (CDBG) Program and HOME Investment Partnerships Program contracts For further information, contact the City of Vallejo Housing and Community Development Department at (707) 648-4507.

The Council Chambers is ADA compliant. Devices for the hearing impaired are available by contacting by email the Housing and Community Development Department at [email protected] or by phone at (707) 648-4507. Requests for disability related modifications or accommodations, aids or services may be made by a person with a disability email the Housing and Community Development Department no less than 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act of 1990 and the federal rules and regulations adopted in implementation thereof r.BP16-07/03/17 2

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3559929

VALLEJO CITY HOUSING
200 GEORGIA STREET
VALLEJO, CA 94590
0006913824
(Signature) Melanie Irmer
Legal No.

Vallejo Times-Heraldc/o Legals 57 Commerce Place, Suite A Vacaville, CA 95687
530-406-6223
[email protected]
I am a citizen of the United States. I am over the age of eighteen years and not a party to or interested in the above-entitled matter. I am the Legal Advertising Clerk of the printer and publisher of the Vallejo Times-Herald, a newspaper published in the English language in the City of Vallejo, County of Solano, State of California.

I declare that the Vallejo Times-Herald is a newspaper of general circulation as defined by the laws of the State of California as determined by this court 's order dated June 12, 1952 in the action entitled In the Matter of the Ascertainment and Establishment of the Standing of Vallejo Times-Herald as a Newspaper of General Circulation, Case Number 25864. Said order states "Vallejo Times-Herald" has been established, printed and published in the City of Vallejo, County of Solano, State of California; That it is a newspaper published daily for the dissemination of local and telegraphic news and intelligence of general character and has a bona fide subscription list of paying subscribers; and...THEREFORE, IT IS ORDERED,
ADJUDGED AND DECREED:...That "Vallejo Times-Herald" is a newspaper of general circulation for the City of Vallejo, County of Solano, California. Said order has not been revoked.

I declare that this notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to wit:
08/20/2025
I certify (or declare) under penalty of perjury that the foregoing is true and correct.

Dated at Vallejo, California, this
20th day of August 2025

PROOF OF PUBLICATION
(2015.5 C.C.P.)

STATE OF CALIFORNIA
COUNTY OF SOLANO, S.S.

FILE NO. FY 2024-25 CAPER PUBLIC NOTICE-ENGLISH
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3559929

VALLEJO CITY HOUSING
200 GEORGIA STREET
VALLEJO, CA 94590
c/o Legals 57 Commerce Place, Suite A
Vacaville, CA 95687
530-406-6223
[email protected]
Account Number:

Ad Order Number:

Customer's Reference
/ PO Number:

FY 2024-25 CAPER PUBLIC NOTICE-SPANISH
3559929
0006913815
Publication Dates:

Publication: Vallejo Times-Herald
08/20/2025
Amount: $454.06
Payment Amount: $0.00
r.BP16-07/03/17 1

Page 685 of 936 ends

Invoice Text: INFORME ANUAL CONSOLIDADO DE RENDIMIENTO Y EVALUACIÓN (CAPER) PARA AÑO FISCAL (AF) 2024-25
FECHA DE AVISO: 20 de agosto de 2025
PARA MÁS INFORMACIÓN: Chari Francisco, Gerente Administrativa (707) 553-7204, [email protected]
La Ciudad de Vallejo ha preparado el borrador de CAPER para el año fiscal 2024-25, el quinto año de su Plan Consolidado del AF 2020-21 al AF 2024-25. El Plan Consolidado es un documento de planificación de cinco años requerido por el Departamento de Vivienda Y Desarrollo Urbano de los EE.UU. (HUD) que está destinado a abordar las necesidades de desarrollo comunitario de la vivienda de la Ciudad. El CAPER para el año fiscal 2024-25 describe el desempeño de la Ciudad en el logro de los objetivos del Plan Consolidado para el período que comienza el 1 de julio de 2024 y termina el 30 de junio de 2025.

DISPONIBILIDAD DEL DOCUMENTO
El borrador del CAPER está disponible para revisión del público en las siguientes ubicaciones:

1. Departamento de Vivienda y Desarrollo Comunitario, en 200 Georgia Street, Vallejo, CA 94590

2. El sitio web de la Ciudad: www.cityofvallejo.net, en la sección "Nuestra Ciudad", "Departamentos y Divisiones", "Vivienda y Desarrollo Comunitario", "Biblioteca", "Plan Consolidado". (Para acceder a internet, puede visitar la Biblioteca John F.

Kennedy, ubicada en la calle Santa Clara 505).

PERÍODO DE COMENTARIOS PÚBLICOS
El período de comentarios públicos comienza el 5 de septiembre de 2025 y continúa hasta el 23 de septiembre de 2025.

Todos los comentarios deben recibirse antes del martes 20 de septiembre de 2025 a las 5:00 p.m.

Los comentarios escritos pueden enviarse a través de:

1. Correo electrónico: [email protected], o

2. Correo: Atención: Chari Francisco, 200 Georgia St., Vallejo, CA 94590, o

3. Buzón o mostrador de la oficina: Atención: Chari Francisco, 200 Georgia St., Vallejo, CA 94590, o

4. Fax: (707) 648-5249
AUDIENCIA PÚBLICA
La Comisión de Vivienda y Desarrollo Comunitario de la Ciudad de Vallejo tiene previsto celebrar una audiencia pública para recibir comentarios sobre el borrador del CAPER en una reunión ordinaria después de las 19:00 h del jueves 4 de septiembre de 2025 en la Sala del Consejo, ubicada en 555 Santa Clara St., Vallejo, CA 94590, o por Zoom (https://zoomregular.cityofvallejo.net/) o por teléfono al (669) 900-6833. Se invita a participar en la audiencia a cualquier persona interesada en comentar sobre este informe.

Está previsto que el borrador del CAPER sea considerado y tomado en acción por el Concejo Municipal de Vallejo en una reunión ordinaria en septiembre de 2025.

Si tiene alguna pregunta sobre este aviso público, llame al Departamento de Vivienda y Desarrollo Comunitario al (707) 648-4507.

La Ciudad de Vallejo ofrece sus programas y servicios de manera no discriminatoria y es un empleador de igualdad de oportunidades. La Ciudad de Vallejo también anima a las mujeres y a los propietarios de empresas de minorías presentar ofertas y propuestas para el Programa (CDBG) y el Programa de HOME Contratos de Inversión de Casa. Para más información, póngase en contacto con la División de Autoridad de Vivienda y Desarrollo Comunitario de la Ciudad de Vallejo al (707) 648-4507.

La Sala del Consejo cumple con la Ley de Estadounidenses con Discapacidades (ADA). Hay dispositivos para personas con discapacidad auditiva disponibles contactando por correo electrónico al Departamento de Vivienda y Desarrollo Comunitario a [email protected] o por teléfono al (707) 648-4507. Las solicitudes de modificaciones, adaptaciones, ayudas o servicios relacionados con la discapacidad pueden ser presentadas por una persona con discapacidad enviando un correo electrónico al Departamento de Vivienda y Desarrollo Comunitario al menos 72 horas antes de la reunión, según lo exige la Sección 202 de la Ley de Estadounidenses con Discapacidades de 1990 y las normas y reglamentos federales adoptados para su aplicación.
r.BP16-07/03/17 2

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3559929

VALLEJO CITY HOUSING
200 GEORGIA STREET
VALLEJO, CA 94590
0006913815
(Signature) Melanie Irmer
Legal No.

Dated at Vallejo, California, this
20th day of August 2025

PROOF OF PUBLICATION
(2015.5 C.C.P.)

STATE OF CALIFORNIA
COUNTY OF SOLANO, S.S.

FILE NO. FY 2024-25 CAPER PUBLIC NOTICE-SPANISH
r.BP16-07/03/17 1

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r.BP16-07/03/17 2

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3559929

VALLEJO CITY HOUSING
200 GEORGIA STREET
VALLEJO, CA 94590
c/o Legals 57 Commerce Place, Suite A
Vacaville, CA 95687
530-406-6223
[email protected]
Account Number:

Ad Order Number:

Customer's Reference
/ PO Number:

FY 2024-25 CAPER PUBLIC NOTICE-TAGALOG
3559929
0006913819
Publication Dates:

Publication: Vallejo Times-Herald
08/20/2025
Amount: $478.70
Payment Amount: $0.00
r.BP16-07/03/17 1

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Invoice Text: NOTICE NG DOCUMENT AVAILABILITY, PUBLIC COMMENT PERIOD AT PUBLIC HEARING CONSOLIDATED ANNUAL

PERFORMANCE AND EVALUATION REPORT (CAPER) PARA SA FISCAL YEAR (FY) 2024-25
PETSA NG NOTICE: Agosto 20, 2025
PARA SA KARAGDAGANG IMPORMASYON: Chari Francisco, Administrative Manager (707) 553-7204, [email protected]
Inihanda ng Lungsod ng Vallejo ang draft CAPER para sa FY 2024-25, ang ika-limang taon ng FY2020-21 hanggang FY 2024-25 Consolidated Plan. Ang Consolidated Plan ay isang dokumento na naglalaman ng limang taong plano na itinatakda ng U. S. Department of Housing and Urban Development (HUD) na naglalayong tugunan ang mga pangangailangan sa pabahay at pagpapaunlad ng komunidad ng Lungsod. Inilalarawan ng FY 2024-25 CAPER ang pagganap ng Lungsod sa pagkamit ng mga layunin sa Consolidated Plan para sa panahon simula Hulyo 1, 2024 at magtatapos sa Hunyo 30, 2025.

AVAILABILITY NG DOKUMENTO
Ang draft CAPER ay available sa pagsusuri ng publiko sa mga sumusunod na lokasyon:

1. Housing and Community Development Department, sa 200 Georgia Street, Vallejo, CA 94590

2. Sa City's website: www.cityofvallejo.net sa ilalim ng Our City, Departments & Divisions, Housing and Community Development, Document Library, Consolidated Plan. (Para sa Internet access, maaring pumunta sa John F. Kennedy Library, 505 Santa Clara Street)

PANAHON NG PAMPUBLIKONG KOMENTO
Magsisimula ang panahon ng pampublikong komento sa Setyembre 5 2025, at magpapatuloy hanggang Setyembre 23,2025.. Dapat matanggap ang lahat ng komento sa Martes, Setyembre 23, 2025 ng 5:00 nang hapon Ang mga nakasulat na komento ay maaring isumite sa pamamagitan ng:

1. Email: [email protected], or

2. Mail: Attention: Chari Francisco, 200 Georgia St., Vallejo, CA 94590, o

3. Office Dropbox o Counter: Attention: Chari Francisco, 200 Georgia St., Vallejo, CA 94590, o

4. Fax: (707) 648-5249

PAMPUBLIKONG PAGDINIG
Ang Housing and Community Development Commission ng Lungsod ng Vallejo ay nakatakdang magsagawa ng public hearing para tumanggap ng mga komento sa draft CAPER at sa regular na pagpupulong matapos ang 7:00 nang gabi sa Huwebes, Setyembre 4, 2025 sa Council Chambers na matatagpuan sa 555 Santa Clara St., Vallejo CA 94590 o sa pamamagitan ng Zoom(https://zoomregular.cityofvallejo.net/), o telepono, idial ang (669) 900-6833. Sino man ang interesadong magkomento sa ulat na ito ay iniimbitahan na lumahok sa pagdinig na ito.

Ang draft CAPER ay nakatakda para sa pagsasaalang- alang at pagkilos Vallejo City Council sa isang regular na pagpupulong sa Setyembre 2025.

Kung kayo ay may anumang katanungan tungkol sa pampublikong paunawa na ito, pakiusap na tumawag sa Housing and Community Development Department sa (707) 648-4507.

Ang Lungsod ng Vallejo ay nagbibigay ng mga programa at serbisyo nito sa paraang walang diskriminasyon, at isang Equal Opportunity Employer. Hinihikayat din ng Lungsod ng Vallejo ang mga kababaihan at mga negosyong pag-aari ng minorya na magsumite ng mga bid at panukala para sa Community Development Block Grant (CDBG) Program at mga kontrata ng HOME Investment Partnerships Program Para sa karagdagang impormasyon, makipag-ugnayan sa City of Vallejo Housing and Community Development Department sa (707) 648-4507.

Ang Council Chambers ay sumusunod sa ADA. Ang mga kagamitan para sa may kapansanan sa pandinig ay makukuha sa pamamagitan ng pagkontak sa pamamagitan ng email sa Housing and Community Development Department sa [email protected] o sa pamamagitan ng telepono sa (707) 648-4507. Ang mga kahilingan para sa mga pagbabago na may kaugnayan sa kapansanan o akomodasyon, tulong o serbisyo ay maaaring gawin ng isang taong may kapansanan na mag-email sa Housing and Community Development Department nang hindi bababa sa 72 oras bago ang pagpupulong gaya ng iniaatas ng Seksyon 202 ng Americanswith Disabilities Act of 1990 at ang mga pederal na tuntunin at regulasyon na pinagtibay sa pagpapatupad nito
r.BP16-07/03/17 2

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3559929

VALLEJO CITY HOUSING
200 GEORGIA STREET
VALLEJO, CA 94590
0006913819
(Signature) Melanie Irmer
Legal No.

Dated at Vallejo, California, this
20th day of August 2025

PROOF OF PUBLICATION
(2015.5 C.C.P.)

STATE OF CALIFORNIA
COUNTY OF SOLANO, S.S.

FILE NO. FY 2024-25 CAPER PUBLIC NOTICE-TAGALOG
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CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.

The City of Vallejo's Housing and Community Development Department manages programs funded by the U.S. Department of Housing and Urban Development (HUD). As an entitlement city, Vallejo is eligible to receive Community Development Block Grant (CDBG) and HOME Investment Partnerships (“HOME”) formula funding directly from the U.S. Department of Housing and Urban Development (HUD). Entitlement eligibility is determined by population thresholds and metropolitan area status, with grants awarded based on a statutory formula that considers poverty, population, housing overcrowding, and housing age to meet the primary objective of developing viable communities, particularly for low- and moderate-income individuals.

In the 2024-25 Program/Fiscal Year (FY), spanning from July 1, 2024, to June 30, 2025, Vallejo received $1,007,083 in Community Development Block Grant (CDBG) Program funds. However, the City did not receive any HOME Investment Partnerships (“HOME”) Program funds for FY 2024- 25 due to a voluntary grant reduction following a HUD finding. The report outlines the achievements of the CDBG and HOME Programs during this period, emphasizing progress toward goals in the fifth and final year of the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). This HUD-required strategic plan, approved on July 21, 2020, focuses on improving housing affordability and community development over the five- year period.

The City of Vallejo is required to submit an Annual Action Plan (AAP) each year, outlining how HUD grant funds will be used to meet the needs identified in the Five-Year Consolidated Plan. For the FY 2024-25 AAP, public engagement included two public hearings held on December 7, 2023, and February 1, 2024, to discuss affordable housing and community development needs. Additionally, the Housing and Community Development Commission conducted a public hearing on April 4, 2024, to gather public comments on the draft FY 2024-25 AAP. The Vallejo City Council unanimously approved the FY 2024-25 AAP on June 25, 2024.

In the 2024-25 Program Year (July 1, 2024, to June 30, 2025), the City of Vallejo, in collaboration with its non-profit partners, made significant strides in addressing community needs. They advanced the development of a Homeless Navigation Center, a key initiative to support vulnerable populations. Additionally, the City delivered public services to low- and moderate-income individuals, aligning with the goals of the Five-Year Consolidated Plan to enhance community development and housing affordability.

Page 693 of 936 ends

CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
During the 2024-25 Program Year (July 1, 2024, to June 30, 2025), the City of Vallejo expended approximately $930 million in Community Development Block Grant (CDBG) funds, which included program income and carryover funds from the previous fiscal year (July 1, 2023, to June 30, 2024). The majority of the FY 2024-25 CDBG funds were allocated to the development of the Homeless Navigation Center project.

Additionally, three non-profit partners utilized these funds to provide services to low- and moderate-income Vallejo residents, including life skills courses, housing support, showers for the unhoused, and comprehensive fair housing services, aligning with the goals of the Five-Year Consolidated Plan.

The Housing and Community Development (HCD) Department of the City of Vallejo includes the Housing Authority of the City of Vallejo (HACV), which administers the Housing Choice Voucher (HCV) Program, commonly known as Section 8, along with its subprograms: Project-Based Voucher, Family Self-Sufficiency, and HCV Homeownership. These programs provide rental assistance to qualifying low-income households. The HACV also manages the Veterans Affairs Supportive Housing (VASH) Program, combining HUD housing vouchers with Veterans Affairs supportive services to help veterans secure and maintain housing. The HACV prioritizes safe, sanitary, and high-quality housing to enhance the well-being of Vallejo families. As of June 30, 2025, the HACV has served over 1,500 clients through its HCV and VASH Programs.

Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Homebuyer
Assistance
Affordable
Housing HOME: $
Direct Financial
Assistance to
Homebuyers
Households
Assisted 25 0

0.00% 0 0 0.00%

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CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
Homeless
Navigation
Center
Homeless
CDBG: $ /
Private
Foundations: $
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 125 125
100.00% 125 125
100.00%
Homeless
Navigation
Center
Homeless
CDBG: $ /
Private
Foundations: $
Other Other
Non-
Homeless
Special
Needs
Services
Non-Homeless
Special Needs
CDBG:
$208089 /
HOME: $66195
/ Private
Foundations: $
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 125 375
300.00%
Non-
Homeless
Special
Needs
Services
Non-Homeless
Special Needs
CDBG:
$208089 /
HOME: $66195
/ Private
Foundations: $
Other Other
Permanent
Supportive
Housing
Affordable
Housing
CDBG: $ /
HOME: $
Rental units
constructed
Household
Housing
Unit
119 74

62.18% 45 0

0.00%
Social
Services
Non-Housing
Community
Development
CDBG: $
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 6250 6334
101.34% 1250 773 61.84%

Page 695 of 936 ends

CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sonoma
Estates
Housing
Project
Affordable
Housing
CDBG: $ /
HOME: $84293
Homeowner
Housing Added
Household
Housing
Unit
45 0

0.00% 45 0

0.00%
TBRA Affordable
Housing HOME: $
Tenant-based
rental assistance /
Rapid Rehousing
Households
Assisted 90 11

12.22% 0 0

0.00%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

The City of Vallejo has identified key affordable housing and community development needs for the Five-Year Consolidated Plan period (July 1, 2020, to June 30, 2025). For affordable housing, the city has prioritized the following groups, listed in order of importance:

1. Extremely low- and very low-income renters

2. Homeless individuals

3. First-time homebuyers

4. Non-homeless individuals with special needs
Non-housing community development needs include: (1) extensive health and safety public improvements in neighborhood target areas, (2) city-wide installation of curb ramps, and (3) social services for persons with extremely-low and very-low income to address their fundamental human needs.

Goal: HOMEBUYER ASSISTANCE
From May 2021 to June 2022, the City of Vallejo partnered with the Community Housing Development Corporation to administer first-time homebuyer loan and closing cost grant programs. However, due to the economic impacts of the pandemic, including rising housing prices, high interest rates, and unfavorable market conditions, no loans or grants were distributed to qualified individuals. Since June 2022, no homebuyer

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CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
assistance programs have been implemented due to staffing shortages and limited non-profit capacity.

Goal: HOMELESS NAVIGATION CENTER
The Homeless Navigation Center in Vallejo opened in June 2025, addressing the needs of homeless individuals, who are identified as the second priority group in the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). The duplication of this goal in the table is noted as an error. The Center’s development, primarily funded by the FY 2024-25 Community Development Block Grant (CDBG) funds, aligns with the City’s commitment to tackling homelessness through targeted initiatives and supportive services.

Goal: NON-HOMELESS SPECIAL NEEDS SERVICES
The City of Vallejo partners with non-profit agencies to address the needs of non-homeless persons with special needs, the fourth and lowest priority group in the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). These agencies, which did not receive direct CDBG, HOME, or other City funding, serve groups such as survivors of domestic violence, individuals recovering from substance addiction, and those with severe mental illness. The duplication of this goal in the table is noted as an error, with the second record reflecting administrative costs allocated to CDBG and HOME funds.

Goal: PERMANENT SUPPORTIVE HOUSING
The Blue Oak Landing project, completed in FY 2022-23 (July 1, 2022, to June 30, 2023), provided 74 rental units and served 95 residents, addressing the needs of the first two priority groups in Vallejo’s Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025): homeless individuals and low- and moderate-income households. The project’s grand opening on September 18, 2023, was attended by HUD representatives. In FY 2024-25, the City planned to allocate CDBG and HOME Program funds for a permanent supportive housing project but was unable to do so due to understaffing.

Goal: SOCIAL SERVICES
Each fiscal year, the City of Vallejo may allocate up to 15% of its Community Development Block Grant (CDBG) funds, including program income from the previous fiscal year (e.g., July 1, 2023, to June 30, 2024, for FY 2024-25), to non-profit organizations. These funds support social service programs targeting very low- and low-income residents. In FY 2024-25, three non-profit agencies utilized these funds to provide services such as food assistance, housing counseling, and fair housing services to low- and moderate-income individuals, aligning with the goals of the Five-Year

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CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Consolidated Plan (July 1, 2020, to June 30, 2025).

Goal: SONOMA ESTATES HOUSING PROJECT
The Sonoma Estates Housing Project, an affordable housing initiative in Vallejo, California, has encountered significant delays in its pre- development stage, primarily due to funding challenges. The City of Vallejo and the developer are actively engaging in ongoing discussions to address these issues and advance the project toward construction.

Goal: TENANT-BASED RENTAL ASSISTANCE (TBRA)
The City's TBRA Program offers rental aid, including security deposits, and case management for up to 24 months to individuals facing homelessness or at immediate risk of becoming homeless. In Program Year 2023-24, three eligible individuals received assistance. Insufficient staffing has adversely affected the administration of the Program.

Page 698 of 936 ends

CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)

CDBG HOME
White 367 0
Black or African American 258 0
Asian 37 0
American Indian or American Native 16 0
Native Hawaiian or Other Pacific Islander 11 0
Total 689 0
Hispanic 108 0
Not Hispanic 581 0

Table 2 – Table of assistance to racial and ethnic populations by source of funds

Narrative
Additional data from the CDBG subrecipients not included in the above chart include:

1. Black/African-American and White - 9 (Hispanic: 0 out of 9)

2. Other Multi-racial - 75 (Hispanic: 40 out of 75)
In Fiscal Year 2024-25 (July 1, 2024, to June 30, 2025), the City of Vallejo expended approximately $106,000 of its CDBG Program funds, and served 773 unduplicated individuals through public service agencies, representing approximately 0.61% of the city’s estimated population of 126,090 (based on the 2020 U.S. Census Bureau Decennial Census). Of the 773 individuals served, the racial demographics were as follows:

1. White

2. Black or African American

3. Multi-Racial

4. Asian

5. American Indian or Alaska Native

6. Native Hawaiian or Other Pacific Islander

7. Black/African-American and White

Page 699 of 936 ends

CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
Additionally, 148 individuals, or 19% of those served, identified as Hispanic/Latino. These efforts align with the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025), prioritizing homeless individuals and low- and moderate-income households.

The City of Vallejo, with its diverse population (126,090 per the 2020 U.S. Census Bureau estimates), prioritizes needs and delivers services through its Community Development Block Grant (CDBG) and other programs to all eligible individuals, regardless of race or ethnicity. This approach aligns with the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025), which focuses on addressing critical needs such as homelessness, affordable housing, and community development for low- and moderate-income residents. Despite the diverse racial and ethnic makeup (e.g., 24% White, 20% Black or African American,

23.5% Asian, 28.4% Hispanic or Latino), the City ensures equitable access to programs and services provided by non-profit partners. The City remains committed to inclusive, needs-based support for all eligible residents.

Page 700 of 936 ends

CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 1,007,083 930,977
HOME public - federal 0 0
Table 3 - Resources Made Available

Narrative
In FY 2024-25 (July 1, 2024, to June 30, 2025), the City of Vallejo allocated $1,007,083 in Community Development Block Grant (CDBG) funds, as indicated in the Resources Made Available column of Table 3, which represents the annual grant allocation for that fiscal year. Of the approximately $930,977 expended, the majority was directed toward the development and construction of the Homeless Navigation Center. The remaining CDBG funds expended in FY 2024-25 were directed toward administrative costs and reimbursements to non-profit agencies delivering social and public services to low- and moderate-income residents.

The FAIR HOUSING ADVOCATES OF NORTHERN CALIFORNIA (FHANC) played a significant role in addressing fair housing needs in Vallejo. FHANC has been addressing COVID-related fair housing needs as well as expanded advocacy following the passage of Senate Bill 329 (a California fair housing law preventing source of income discrimination and adding people with housing choice vouchers or other housing subsidies to the list of protected classes). FHANC provided free, comprehensive fair housing services to Vallejo residents, including complaint intake, education, referral, testing, advocacy, and enforcement. FHANC provided education to staff who operate critical housing programs benefiting low- income families (i.e., Housing Choice Voucher (HCV)/Section 8 voucher holders and public housing residents) when requested, educated HCV recipients on state/federal fair housing protections, including California fair housing law in effect in 2020, protecting them from housing discrimination based on their status as HCV recipients. FHANC offered services on an as-needed basis by the Vallejo Housing Authority. The agency reported serving 276 unduplicated clients out of their target of 50.

The HOUSE OF ACTS utilized these funds to support its Expansion of Transitional Housing Services Program. This program is a key priority within the organization’s Strategic Expansion Plan Initiative (SEPI), a three-year strategic plan aimed at enhancing its mission to serve the Vallejo community. The SEPI reflects a strategic investment in providing comprehensive, client-centered, collaborative, and data- driven services to promote housing stability, recovery, and overall well-being for individuals, particularly those who are low- and moderate-income or facing homelessness.

LIGHTHOUSE COVENANT FELLOWSHIP administered a program that provided hot showers to the unhoused. This initiative aligns with the City’s Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025), which prioritizes addressing the needs of homeless individuals (second priority group) and low- and moderate-income households (first priority group). The shower program contributes to the broader

Page 701 of 936 ends

CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
goal of supporting vulnerable populations by addressing fundamental human needs and promoting dignity and well-being.

Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
Central City 0
Country Club Crest 0
Eastern City 0
South Vallejo 0
Vallejo Heights 0
Table 4 – Identify the geographic distribution and location of investments

Narrative
The City did not prioritize any specific CDBG Program target area neighborhood when allocating its CDBG Program or HOME Program funds for Program Year 2024-25. The expenditure of CDBG Program funds was confined to activities that provide direct benefits. Consequently, this section and the preceding table do not apply to the reporting period.

Page 702 of 936 ends

CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

The City of Vallejo leverages a combination of federal, state, local, and private resources to achieve the affordable housing and community development goals outlined in its Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). The City collaborates with Solano County and local entities to coordinate these resources, ensuring efficient delivery of programs and services to address critical needs, such as homelessness, affordable housing, and support for low- and moderate-income residents.

Furthermore, the Housing Authority of the City of Vallejo, by receiving and utilizing an average of up to $20 million in federal funds from HUD, operates the Housing Choice Voucher (HCV) Program. This program successfully draws private investment by encouraging rental housing property owners to participate voluntarily in the HCV Program.

Fiscal Year Summary – HOME Match

1. Excess match from prior Federal fiscal year 727,151

2. Match contributed during current Federal fiscal year 0

3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 727,151

4. Match liability for current Federal fiscal year 0

5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 727,151 Table 5 – Fiscal Year Summary - HOME Match Report

Page 703 of 936 ends

CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing
Total Match

Table 6 – Match Contribution for the Federal Fiscal Year

HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
begin-ning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
688,181 382,570 43,555 0 1,027,196
Table 7 – Program Income

Page 704 of 936 ends

CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Minority Business Enterprises Total
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
White Non-
Hispanic

Contracts
Dollar
Amount 0 0 0 0 0 0
Number 0 0 0 0 0 0
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male

Contracts
Dollar
Amount 0 0 0
Number 0 0 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 8 - Minority Business and Women Business Enterprises

Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Minority Property Owners Total
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
White Non-
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property

Page 705 of 936 ends

CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Minority Property Enterprises Households
Displaced
Total
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
White Non-
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition

Page 706 of 936 ends

CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.

One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 125 125
Number of Non-Homeless households to be
provided affordable housing units 0 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 125 0
Table 11 – Number of Households

One-Year Goal Actual
Number of households supported through
Rental Assistance 1,725 1,510
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 1,725 1,510
Table 12 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

Table 11 sets a one-year goal of providing 125 homeless households with affordable housing units, a target for the Homeless Navigation Center.

Table 12 outlines a one-year goal for the Rental Assistance program to support 1,725 households. As of June 30, 2025, the Housing Authority of the City of Vallejo (HACV) has assisted 1,510 eligible low-income households through the Housing Choice Voucher (HCV) Program, more commonly known as the Section

Page 707 of 936 ends

CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
8 Program, and the Veterans Affairs Supportive Housing Program. The HACV has increased its payment standards to better match local rental costs and to improve voucher utilization rates. To enhance the leasing success rate, the HACV opened the HCV Program waiting list, issued a Request for Proposal for Project-Based Vouchers, and conducted a landlord symposium.

The Department's ability to meet its Affordable Housing goals has been significantly impacted by limited staffing. The Sonoma Estates Housing Project has faced delays due funding gap.

Discuss how these outcomes will impact future annual action plans.

The City's first Homeless Navigation Center has been completed, and the City plans to utilize other types of federal funding for the project.

The Sonoma Estates Housing Project faced significant delays due to funding issues. The project's team secured appropriations from State, Federal, and other partners. The City and the developer are actively engaging in discussions regarding the project.

The City's Tenant-Based Rental Assistance Program will be re-implemented in FY 2025-26.

The outcomes and challenges of FY 2024-25 will drive strategic adjustments in future Annual Action Plans to enhance affordable housing and community development outcomes. • Set Realistic Goals: Adjust targets based on FY 2024-25 outcomes to reflect staffing and funding constraints.
• Prioritize Projects According to Staffing Capacity
• Enhance Equity: Implement strategies that support greater community involvement across diverse groups
• Diversify Funding: Pursue additional federal and state grants • Monitor Progress: Implement quarterly reviews of program outcomes to adjust strategies and ensure goals are met.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 646 0
Low-income 90 0
Moderate-income 6 0
Total 742 0
Table 13 – Number of Households Served

Page 708 of 936 ends

CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative Information
The data in the CDBG Actual column of the preceding table reflects the number of individuals/households who were assisted by CDBG subrecipients offering public services.

The predominance of extremely low-income households (646 out of 742, or 87%) served by Vallejo’s Community Development Block Grant (CDBG) Program in FY 2024-25 demonstrates the strong alignment with the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025) goal of prioritizing low- and moderate-income households, particularly those with the greatest need. This outcome reflects the City’s commitment to addressing the needs of its most vulnerable residents, such as homeless individuals (second priority group) and extremely low-income households (first priority group).

Page 709 of 936 ends

CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The Housing and Community Development Department of the City of Vallejo, through its CDBG Program, funded the development and construction of the City’s first Navigation Center. The Vallejo Homeless Navigation Center is a resource designed to help individuals experiencing homelessness by connecting them to critical services. The center provides a variety of resources to assist with emergency shelter, housing, healthcare, and other services. Individuals are referred to the Navigation Center through the Coordinated Entry System, which for Solano County is Resource Connect Solano (RCS).

Addressing the emergency shelter and transitional housing needs of homeless persons The City’s Navigation Center is a low-barrier, congregate shelter. Through its operator, Five Keys, its purpose is to serve the unhoused population by obtaining income, public benefits, health services, and housing. The Vallejo Navigation Center is a "one-stop-shop" that provides services and shelter critical to helping address homelessness. The center offers 125 shelter beds and provides individual case management, connecting people to social, and medical services to those experiencing homelessness.

Participants will have access to job training and be assisted in becoming prepared to secure and sustain permanent housing. The center will serve approximately 200 people annually.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The Housing Authority of the City of Vallejo (HACV) provides case management and support to participants of the Housing Choice Voucher (HCV) Program. The HACV's HCV Program waiting list opened from February 28, 2024, through March 5, 2024. Additionally, the staff collaborates with Veterans Affairs case managers to offer rental assistance to veterans. To increase the number of affordable housing units in Vallejo, the HACV issued Request for Proposals for Project-Based Vouchers (PBVs), a program that allows a portion of the Housing Authority’s voucher units to be designated to specific housing units within the city, and has awarded PBVs to Eden Housing (Serneo Village), Vallejo Housing Collaborative, and the Broadway Village.

Page 710 of 936 ends

CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City does not receive Emergency Solutions Grants (ESG) for homeless prevention.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The HACV, in collaboration with the U.S. Department of Veterans Affairs, oversees the Veterans Affairs Supportive Housing (VASH) Program. This program empowers homeless veterans and their families by providing access to affordable housing and a variety of supportive services in collaboration with Veterans Affairs case managers.

The City is dedicated to continuing efforts to meet the needs of the homeless through:

1. Tenant-Based Rental Assistance (TBRA) Program - The City's TBRA Program will offers rental assistance for up to twenty-four months to those who are homeless or at imminent risk of homelessness and are referred by the County’s Coordinated Entry System operator to the Housing and Community Development Department. Those who have received TBRA will be prioritized for a Housing Choice Voucher upon successful completion of the TBRA Program.

2. Homeless Navigation Center - A 125-bed Homeless Navigation Center was completed within the current five-year plan (2020-25). The center will provide not only temporary shelter but also medical and social services. The City aims to use other federal funding to fund its supportive services.

3. Permanent Supportive Housing - The construction of 74 rental units at a permanent supportive housing site known as Blue Oak Landing was completed in December 2022. The process of selecting 74 eligible extremely low- and very-low-income households started in early 2023. The HACV has allocated Project-Based Vouchers to all 74 units. The City remains committed to identifying and pursuing opportunities to fund future permanent supportive housing projects.

Page 711 of 936 ends

CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Housing Authority of the City of Vallejo (HACV) manages the Housing Choice Voucher (HCV) Program, offering long-term rental assistance to eligible households with very low income, including seniors and individuals with disabilities. Participants who receive a voucher must locate a suitable private housing unit where the owner is willing to participate in the HCV Program and comply with its rules. The HACV collaborates with property owners and managers to support up to 2,358 low-income families. The HACV pays a housing subsidy directly to the landlord on behalf of the participating family, who then pays the difference between the actual rent and the subsidized amount.

The Veterans Affairs Supportive Housing (VASH) Program issues rental assistance vouchers to homeless veterans. In partnership with the Department of Veterans Affairs (VA), the HACV aids up to 81 veteran participants. VA case managers also offer case management and clinical services to ensure veterans have stable housing. As of June 30, 2025, there were 1,510 utilized vouchers, 130 were project-based, and 48 were allocated for VASH.

The HACV is not involved in owning or managing any public housing units.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
The Family Self-Sufficiency (FSS) Program provides opportunities for HCV Program participants to receive case management services and financial incentives, which help them progress toward economic independence and self-sufficiency. Participation is voluntary and involves a five-year commitment. As participants' earned income increases, leading to a higher rental share, a designated amount is deposited into an interest-bearing savings account for the qualifying participant. Upon successful completion of the FSS Program, participants can access these funds, potentially using them for home purchases. As of June 30, 2025, there are approximately 30 participants in the Vallejo Housing Authority's FSS Program.

In the same reporting period, funds from the CDBG and HOME Programs were designated for mortgage assistance to qualified low-income households.

Actions taken to provide assistance to troubled PHAs
No action was taken as the Housing Authority of the City of Vallejo is not a troubled Public Housing Agency (PHA).

Page 712 of 936 ends

CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The Vallejo City Council adopted the 6th Cycle Housing Element update on December 31, 2024, which was certified by the State of California the following day.

The City recognizes that certain public policies—such as land use controls, zoning ordinances, building codes, fees and charges, and growth limitations—can create barriers to the production and preservation of affordable housing. To reduce or mitigate these effects, the City has taken or will take the following actions:
• Zoning and Land Use Flexibility: The new Zoning Ordinance allows residential uses, in the Neighborhood Mixed Use (NMX), Downtown Mixed Use (DMX), Waterfront Mixed Use (WMX), Neighborhood Commercial (NC), and Central Commercial (CC) zones in addition to in residential zones. Multifamily is also permitted with a minor use permit, in the Regional Commercial (RC), Office (O), and Medical (M) districts. By allowing residential uses in most zones, the City has helped facilitate the construction of affordable units. • Streamlined Review and Permitting: Continue to improve permitting and entitlement processes to reduce time and cost burdens on affordable housing developers. As a part of the 2021 Zoning Ordinance update, the City removed constraints on affordable senior development by permitting senior housing in multiple zone districts, including residential and commercial zones. • Fee Adjustments and Incentives: The City continued to implement the Condominium Conversion Ordinance (Section 16.613 of the Zoning Ordinance). Section 16.214.04 outlines density bonuses and other incentives for condominium conversions to preserve affordable units. • Support for Residential Investment: Implement policies that encourage the rehabilitation of older housing stock, including the use of HOME and CDBG funds for acquisition, rehabilitation, and preservation of affordable units. Explore strategies to maintain affordability covenants and protect long-term affordability.
• Regional Collaboration: Participate in regional housing policy discussions to align land use planning, transportation, and infrastructure investment with affordable housing goals. • Education and Outreach: On April 18, 2022, the City held a joint Planning Commission and City Council study session to provide information on the Housing Element and solicit input from the community. The City notified the community of this meeting with flyers distributed in English, Spanish, and Tagalog. During the meeting, council members and commissioners expressed an interest in community land trusts and inclusionary housing, redevelopment of vacant and

Page 713 of 936 ends

CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
underutilized parcels and buildings, and integration of lower-income housing citywide Through these actions, the City seeks to mitigate barriers created by local public policies and support the expansion of safe, decent, and affordable housing opportunities for all residents.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) During the reporting period, the Housing and Community Development Department staff worked with the City's Public Works Department, the Planning and Development Services Department, and the Finance Department to complete construction and related planning activities to construct a homeless navigation center that will serve up to 125 homeless persons.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City's Housing Authority staff ensured that lead-based paint educational materials, inspections, and referrals are made available to Housing Choice Voucher holders and rental housing property owners participating in housing programs. As needed, the City addressed unsafe and hazardous housing units, a City Council priority, which included a visual inspection for lead-based paint.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City continues to administer the Family Self-Sufficiency (FSS) Program, a sub-program of the Housing Choice Voucher Program. As of June 30, 2025, approximately 30 persons were enrolled in the FSS Program. The FSS Program enables HUD-assisted families to increase their earned income and provide a financial incentive that they can use towards economic independence.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City Council directs and approves the priority needs in the Five-Year Consolidated Plan and Annual Action Plan. The Housing and Community Development Department implemented the activities identified in the Annual Action Plan, provided funding to non-profit service providers, and other City departments for projects that meet the needs documented in the plan. The City is a member of the Community Action Partnership of Solano Joint Powers Authority and the Housing First Solano Continuum of Care.

The City and its Housing Authority coordinate their efforts and activities to ensure adequate and efficient service in the areas of housing assistance and homelessness.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The Housing Authority of the City of Vallejo (HACV) does not own or manage any public housing properties, thus it depends on the private rental sector to provide units for participants of the Housing

Page 714 of 936 ends

CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
Choice Voucher (HCV) Program. Recognizing the essential role of landlords in the success of its program, the HACV commits to prompt payments to landlords and implements outreach and incentive initiatives to maintain and increase landlord participation.

During the FY 2024-25, the City allocated CDBG funds to three social service organizations. Participants in the HCV Program were directed to these agencies to access the services offered.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City has submitted a draft of its updated Analysis of Impediments (AI) to Fair Housing Choice report The current AI was updated in 2015.

Actions to address identified impediments taken during the plan period included deconcentration of poverty in the allocation of Housing Choice Vouchers and in the selection of proposed affordable housing sites.

Page 715 of 936 ends

CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City of Vallejo conducts monitoring of its activities and projects in line with the requirements set forth by 2 CFR 200.332(d), 24 CFR 570.501(b) for CDBG- and NSP-funded programs, and 24 CFR 92.504 for HOME-funded programs. Monitoring serves as the City's primary mechanism to ensure that projects funded by CDBG, NSP, and HOME are executed in accordance with program regulations. The City maintains monitoring plans for its CDBG, NSP, and HOME programs and activities, ensuring adherence to each program's specific rules and confirming that federally funded activities and projects carried out by the City's partners are in compliance with all relevant federal laws, regulations, and Executive Orders.

Monitoring is a continuous process throughout the program year. The City's monitoring plan includes:
• Planning: Preparing and scheduling monitoring visits. • Implementation: Conducting desk reviews, onsite reviews, and inspections of housing units bound by long-term affordability covenants.
• Follow-Up: Maintaining communication with subrecipient agencies and owners of housing projects.

Each Plan incorporates a risk assessment component to assist the City in evaluating which subrecipients or other funding recipients, such as developers and Community Housing Development Organizations (CHDOs), necessitate comprehensive and/or on-site monitoring. This risk assessment is crucial for the City to gauge the potential risk of non-compliance with program requirements by a project, program, or organization, or their susceptibility to fraud or abuse.

City monitoring encompasses four main areas:

1. Program Monitoring - Evaluating the overall performance and operation of the program to ensure that the City's programs and activities are effective and adhere to CDBG and HOME Program regulations.

2. Administrative and Financial Monitoring - Reviewing the fiscal and administrative management of CDBG and HOME Program funds.

3. Project Monitoring - Checking compliance with specific CDBG and HOME Program activity and project requirements, such as homebuyer or rental housing development projects.

4. Long-Term Monitoring - Ensuring ongoing compliance with long-term CDBG and HOME Program stipulations, applicable to HOME-assisted rental and homeownership housing post-completion.

During FY 2024-25, the City started a desk monitoring of three non-profit agencies funded by CDBG that

Page 716 of 936 ends

CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
provided social services. These reviews were essential and beneficial, allowing the City to verify: (1) program alignment with the Consolidated Plan, Annual Action Plan, and HUD and City stipulations; (2) timely delivery of activities; and (3) the accuracy and completeness of data entered into the HUD Integrated Disbursement and Information System (IDIS), including the Consolidated Annual Performance and Evaluation Report (CAPER). The City will continue the rest of the monitoring process in FY 2025-26.

The City has developed a Monitoring Risk Assessment Level Criteria document, which is governed by: (1) quarterly desk reviews. (2) new subrecipient agencies or significant organizational changes, (3) cumulative grant award, (4) administrative history, (5) program performance, and (6) financial strength.

All subrecipient agencies are to be monitored on-site at least every other year, depending on their risk level. City staff prepared for the monitoring and informed the agencies of the monitoring review and on- site visit. Desk reviews were conducted before the onsite reviews and inspections.

City staff is scheduled to monitor subrecipients of FY 2024-25 grants starting January 2026.

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The City follows its established Citizen Participation Plan. The draft FY 2024-25 CAPER was set for a public hearing on September 4, 2025, during a regular meeting of the City's Housing and Community Development Commission (HCDC). Notices about the draft CAPER and the hearing were published in the Vallejo Times-Herald, the local city newspaper, available on August 20, 2025, as well as on the City's official website. The draft CAPER was also posted on the City's Housing and Community Development webpage. The period for public comment on the draft CAPER started on September 5, 2025, and will conclude on September 23, 2025.

The Council plans to review the CAPER at a regular meeting in September 23, 2025.

Page 717 of 936 ends

CAPER 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City's CDBG Program objectives remained unchanged for FY 2024-25.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

Page 718 of 936 ends

CAPER 27
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-50 - HOME 24 CFR 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in 24 CFR §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.

Due to limited staffing, inspection services will be outsourced. Inspections for HOME rental housing units are set to ensure compliance with Housing Quality Standards or the National Standards for the Physical Inspection of Real Estate and will be scheduled in the second quarter of FY 2025-26, which is from October to December 2025.

The following are affordable rental housing units assisted by HOME Program funds:

1. Avian Glen Apartments - 11 floating HOME Program units

2. Temple Art Lofts - four floating HOME Program units

3. Marina Tower - 11 floating HOME Program units
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a)
The City mandates that its housing programs be managed in a way that ensures individuals with similar income levels have equal housing options available to them, irrespective of race, color, national origin, religion, sex, disability, or familial status. Similarly, non-profit organizations and affordable housing developers that receive HOME Program funds must engage in affirmative marketing to attract those least likely to apply and implement affirmative fair housing marketing strategies when seeking applicants, assessing eligibility, and executing rental transactions. They are also required to display the HUD Fair Housing logo and declare their status as an Equal Housing Opportunity provider in all forms of advertising and communication.

Non-profit organizations must diligently endeavor to offer housing to qualified individuals of all racial, ethnic, and gender groups within the city, as stipulated in their Agreements. In accordance with their HOME Program Agreements, these agencies commit to not engaging in discrimination against prospective homeowners or renters on the grounds of race, color, ancestry, national origin, gender, sexual orientation, age, marital status, family status, whether children are present in the home, source of income, physical, sensory, or mental disability, HIV/AIDS status, related conditions, or any other arbitrary factor.

Affirmative marketing efforts encompass a variety of advertising methods and community outreach

Page 719 of 936 ends

CAPER 28
OMB Control No: 2506-0117 (exp. 09/30/2021)
formats aimed at engaging individuals who are least likely to apply for the program.

Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics Income for the HOME Program is derived from the principal and interest payments on HOME-funded loans. In the fiscal year 2024-25, the program received approximately $383,000, in income. The City is allowed to use up to 10 percent of all program income received for eligible HOME administrative costs.

The remaining funds must be expended for projects.

Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 91.320(j)
The City's Five-Year Consolidated Plan identifies the following populations as the most in need of assistance, prioritized as follows: (1) renters with very low to low income; (2) individuals experiencing homelessness; (3) first-time homebuyers; and (4) non-homeless individuals with special needs.

To meet the needs of very low- and low-income residents seeking affordable first-time homebuyer opportunities and rental housing, the City allocated $415,483 in HOME Program funds for a Permanent Supportive Housing activity. This initiative targets the requirements of priority groups one and three outlined in the Consolidated Plan. However, no funds were spent on this project during the reporting period due to severe understaffing.

Page 720 of 936 ends

CAPER 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided

Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 N/A N/A N/A
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0 0
Table 14 – Total Labor Hours

Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers N/A N/A N/A N/A N/A
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. N/A N/A N/A N/A
Direct, on-the job training (including apprenticeships). N/A N/A N/A N/A Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. N/A N/A N/A N/A N/A
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). N/A N/A N/A N/A N/A
Outreach efforts to identify and secure bids from Section 3 business concerns. N/A N/A N/A N/A N/A
Technical assistance to help Section 3 business concerns understand and bid on contracts. N/A N/A N/A N/A N/A
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. N/A N/A N/A N/A N/A
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.

N/A N/A N/A N/A N/A
Held one or more job fairs. N/A N/A N/A N/A N/A
Provided or connected residents with supportive services that can provide direct services or referrals. N/A N/A N/A N/A N/A Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

N/A N/A N/A N/A N/A
Assisted residents with finding child care. N/A N/A N/A N/A N/A Assisted residents to apply for, or attend community college or a four year educational institution. N/A N/A N/A N/A N/A
Assisted residents to apply for, or attend vocational/technical training. N/A N/A N/A N/A N/A Assisted residents to obtain financial literacy training and/or coaching. N/A N/A N/A N/A N/A Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. N/A N/A N/A N/A N/A Provided or connected residents with training on computer use or online technologies. N/A N/A N/A N/A N/A
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. N/A N/A N/A N/A N/A Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.

N/A N/A N/A N/A N/A
Other. N/A N/A N/A N/A N/A

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CAPER 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table 15 – Qualitative Efforts - Number of Activities by Program

Narrative
All records, including contract compliance and inspection documentation, have been archived and submitted to the Public Works Department. Additional research by staff will be conducted to determine the total number of hours necessary to complete the table above.

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ACTION ITEM 9.B.

DATE: September 23, 2025
TO: Mayor and Members of the City Council
FROM: Oscar Alcantar, Interim Public Works Director
SUBJECT: ADOPT A RESOLUTION APPROVING AN AGREEMENT FOR SECURITY SERVICES WITH AX9 SECURITY, INC., FOR 1 YEAR WITH FOUR 1-YEAR OPTIONS TO EXTEND

TERM AND ADD ADDITIONAL SECURITY SERVICES FOR A TOTAL NOT TO EXCEED AMOUNT FOR YEAR 1 OF $1,784,964.00, TERMINATING THE EXISTING CONSULTANT

SERVICES AGREEMENT, AND AUTHORIZING THE CITY MANAGER TO EXECUTE SAME

RECOMMENDATION
Adopt a Resolution Approving an Agreement for Security Services with AX9 Security, Inc., for 1 Year with Four 1-Year Options to Extend Term and add Additional Security Services for a Total Not to Exceed Amount For Year 1 of $1,784,964.00, Terminating the Existing Consultant Services Agreement, and Authorizing the City Manager to Execute Same

REASONS FOR RECOMMENDATION
This amended and replaced Security Services Agreement would allow staff to implement the Security Services Pilot Program (2024) to provide additional security resources in selected areas of the City of Vallejo and would update the scope of work and standards applicable thereto.

BACKGROUND AND DISCUSSION
In June 2024, the City released a Request for Proposals (RFP) requesting responses from qualified firms for the Security Guard Services Pilot Program (2024). This pilot program would provide for security patrols in selected areas of interest within the city, act as a deterrent to dissuade bad or criminal behavior, and provide an "extra set of eyes" to report issues to the Vallejo 911 dispatch/call center and/or to public works staff for attention.

AX9 Security Inc., the City's current security services provider, was selected through the competitive RFP process to provide these services. Since the completion of the RFP in 2024, the city has negotiated the attached agreement with AX9 Security Inc., to provide these services. City staff have also discussed this process and the additional services with both the California Department of Justice, and through meet and confer with the Vallejo Police Officers Association to answer any questions or concerns.

Executing this agreement will allow for the implementation of the Security Guard Services Pilot Program. The four additional 1-year extensions allow the City to continue services if they prove beneficial to the safety of residents, visitors and businesses of Vallejo.

FISCAL IMPACT
The proposed agreement with AX9 Security Services, Inc., has a total cost of $1,784,964.00, for the initial one year term of the Agreement.

The funding for enhanced patrol services was allocated as part of prior Measure P allocations.

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Date: September 23, 2025
Subject: ADOPT A RESOLUTION APPROVING AN AGREEMENT FOR SECURITY SERVICES WITH AX9 SECURITY, INC., FOR 1 YEAR WITH FOUR 1-YEAR OPTIONS TO

EXTEND TERM AND ADD ADDITIONAL SECURITY SERVICES FOR A TOTAL NOT TO EXCEED AMOUNT FOR YEAR 1 OF $1,784,964.00, TERMINATING THE

EXISTING CONSULTANT SERVICES AGREEMENT, AND AUTHORIZING THE

CITY MANAGER TO EXECUTE SAME

Page 2 ends

ATTACHMENTS

1. Reso - AX9 Security - Security Services Agreement CAO Stamp

2. AX9 - Security Services Contract Final 10-2025 - CAO Stamp

3. 23-PW019 ADMIRAL SECURITY SERVICES INC Consultant and Professional Servi...

CONTACT
Oscar Alcantar, Interim Public Works Director, 707-648-4433 [email protected]

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RESOLUTION NO. 25-_____

ADOPT A RESOLUTION APPROVING AN AGREEMENT FOR SECURITY SERVICES WITH AX9 SECURITY, INC., FOR 1 YEAR WITH FOUR 1-YEAR OPTIONS TO EXTEND TERM AND

ADD ADDITIONAL SECURITY SERVICES FOR A TOTAL NOT TO EXCEED AMOUNT FOR YEAR 1 OF $1,784,964.00, TERMINATING THE EXISTING CONSULTANT SERVICES

AGREEMENT, AND AUTHORIZING THE CITY MANAGER TO EXECUTE SAME

WHEREAS, an RFP to provide security services to City-owned facilities at multiple locations was completed in May 2022; and

WHEREAS, on June 14, 2022, the City Council approved a Consultant and Professional Services agreement with Admiral Security Services, Inc. in the amount of $3,750,000 (“Existing Contract”); and

WHEREAS, on September 18, 2023, Admiral Security Services, Inc. formally changed its name to AX9 Security Inc.; and

WHEREAS, security expenses for fiscal year 2024-2025 significantly increased, as facilities and locations such as the Navigation Center, Farragut School, Heartwood Ave. and the Marine Craft Building were added to the scope of work; and

WHEREAS, in 2025, the City released an additional RFP for increased security patrol services within the City to deter crime in various areas of the City as assigned; and

WHEREAS, AX9 Security Inc. was chosen to provide said increased security patrol services within the City; and

WHEREAS, in order to provide needed security services at various City-owned properties and facilities and as needed for events, after hour meetings, City Security patrols as directed and emergency situations for the duration of the contract, a new Security Services Agreement has been prepared; and

WHEREAS, Council has determined that it is in the best interests of the City to enter into the new Security Services Agreement with AX9 Security Inc. for a one year period with the option to extend for 4 additional one-year periods.

NOW, THEREFORE BE IT RESOLVED THAT, the City Council hereby terminates the existing contract and approves an Agreement for Security Services with AX9 Security, Inc., for 1 year with four 1-year options to extend term and add additional security services for a total not to exceed amount for year 1 of $1,784,964.00.

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BE IT FURTHER RESOLVED that the City Council hereby authorizes the City Manager to execute same, with any modifications recommended by the City Attorney and the City Clerk to attest the signing of that Agreement.

Adopted by the City Council of the City of Vallejo at a regular meeting held on September 9, 2025, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______________________________________

ANDREA SORCE, MAYOR

ATTEST:

______________________________________
DAWN G. ABRAHAMSON, CITY CLERK

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Agreement for Private Security Services – Exhibit A – Scope of Work

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AGREEMENT FOR SECURITY SERVICES

This Agreement for Security Services (“Agreement”) is made at Vallejo, California, dated for reference this day of October 2025, by and between the City of Vallejo, a municipal corporation (“City”), and AX9 Security Inc., [BSIS License No. PPO 15200] a California s Corporation hereinafter referred to as “Contractor”, who agree as follows:

1. Services. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide the City private security services as specified in Exhibit A, entitled “Scope of Work.”

2. Payment. City shall pay Contractor for services rendered pursuant to this agreement at the times and in the manner set forth in Exhibit B, entitled “Compensation.” The payments specified in Exhibit B shall be the only payments to be made to Contractor for services rendered pursuant to this Agreement.

3. Facilities and Equipment. Contractor shall, at its sole cost and expense, furnish all facilities and equipment which may be required for furnishing services pursuant to this Agreement.

4. Indemnification. Contractor shall indemnify, hold harmless, and defend City, its officers, officials, directors, employees, agents, volunteers and affiliates and each of them from any and all claims, demands, causes of action, damages, costs, expenses, actual attorney’s fees, consultant’s fees, expert fees, losses or liability, in law or in equity, of every kind and nature whatsoever arising out of or in connection with Contractor’s operations, or any subcontractor’s operations, to be performed under this agreement for Contractor’s or subcontractor’s negligence, including active or passive negligence, acts for which City or Contractor bears strict liability, willful misconduct, assault, battery, use of force under any legal theory, violation of policy, breach of contract, including but not limited to claims for personal injury, death, damage to property of anyone, including loss of use thereof, caused or alleged to be caused by any act or omission of Contractor, or any subcontractor, or anyone directly or indirectly employed by any of them or anyone for the full period of time allowed by the law, regardless of any limitation by insurance, with the exception of the sole negligence or willful misconduct of the City.

The provisions of this section shall survive the expiration or termination of this Agreement.

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5. Insurance Requirements. Contractor agrees to comply with all of the Insurance Requirements set forth in Exhibit C, entitled “Insurance Requirements for Contractor.” Failure to maintain required insurance at all times shall constitute a default and material breach.

6. Incident Reports. Contractor shall immediately report (as soon as feasible, but not more than 24 hours) to the City Risk Manager any incident or other occurrence causing injury to persons or property during the performance of this Agreement. The report shall be made in writing and shall include, at a minimum: (a) the names, addresses, and telephone numbers of the persons involved, (b) the names, addresses, and telephone numbers of any known witnesses, (c) the date, time, and description of the accident or other occurrence.

This reporting requirement is in addition to the requirements set forth in Attachment 1 to Exhibit A.

7. Conflict of Interest. Contractor warrants and represents that to the best of its knowledge, there exists no actual or potential conflict between Contractor’s family, business, real property or financial interests and the services to be provided under this Agreement. Contractor shall comply with the City of Vallejo Conflict of Interest Code and not enter into any contract or agreement during the performance of this Agreement which will create a conflict of interest with its duties to City under this Agreement. If a change in Contractor’s family, business, real property, or financial interests occurs during the term of this Agreement that creates an actual or potential conflict of interest, then Contractor shall disclose such conflict in writing to City. Every individual who performs services on behalf of Contractor pursuant to this Agreement must file a full Statement of Economic Interests (also known as Form 700) with the City Clerk if the work of the individual involves making a governmental decision whether to issue, deny, suspend, or revoke any permit, license, application, certificate, approval, order, or similar authorization or entitlement; authorizes the City to enter into, modify, or renew a contract; grants City approval of specifications for a contract; adopts or approves for the City any policy, standard or guideline; lobbies on behalf of the City, or performs the same or substantially all the same duties for the City that would otherwise be performed by an individual holding a position specified in the City’s Conflict of Interest Code.

8. Independent Contractor. Contractor is an independent contractor.

Neither Contractor nor any of Contractor’s officers, employees, agents, or subcontractors, if any, is an employee of City by virtue of this Agreement or performance of any services pursuant to this Agreement. City shall have the right to control Contractor only insofar as the results of Contractor’s services rendered pursuant to this Agreement; however, City shall not have the right to control the means by which Contractor accomplishes services pursuant to this Agreement.

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9. Licenses, Permits, Etc. Contractor represents and warrants to City that all security services shall be provided by a person or persons duly licensed by the State of California to provide the type of services to be performed under this Agreement and that Contractor has all the permits, qualifications and approvals of whatsoever nature which are legally required for Contractor to provide security services to the City. Contractor represents and warrants to City that it shall, at its sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals which are legally required for Contractor to provide security services to City.

10. Business License. Contractor, and its subcontractors, has obtained or agrees to apply prior to performing any services under this Agreement to City’s Finance Department for a business license, pay the applicable business license tax and maintain said business license during the term of this Agreement. The failure to obtain such license shall be a material breach of this Agreement and grounds for termination by City. No payments shall be made to Contractor until such business license(s) has been obtained.

11. Standard of Performance. Contractor shall perform all security services required pursuant to this Agreement in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised under similar conditions by a member of Contractor’s profession currently operating in California.

Contractor is responsible for making an independent evaluation and judgment of all conditions affecting performance of the work, including without limitation applicable federal, state, and local laws and regulations, and all other contingencies or considerations.

Contractor’s responsibilities under this section shall not be delegated. Contractor shall be responsible to City for acts, errors, or omissions of Contractor’s subcontractors.

Contractor is responsible for making an independent evaluation and judgment of all conditions affecting performance of the work and shall prepare plans, reports, and/or other work products in such a way that additional costs will not be incurred beyond a project budget approved or amended by the City Manager or his or her designee.

Whenever the scope of work requires or permits review, approval, conditional approval or disapproval by City, it is understood that such review, approval, conditional approval or disapproval is solely for the purposes of administering this Agreement and determining whether the Contractor is entitled to payment for such work, and not be construed as a waiver of any breach or acceptance by the City of any responsibility, professional or otherwise, for the work, and shall not

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relieve the Contractor of responsibility for complying with the standard of performance or laws, regulations, industry standards, or from liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of Contractor.

12. Force Majeure. Neither party shall be considered in default of this Agreement to the extent performances are prevented or delayed by causes or circumstances beyond either party’s reasonable control, such as war, riots, strikes, lockouts, work slowdown or stoppage, acts of God, such as floods or earthquakes, and electrical blackouts or brownouts.

In the event that the Contractor is unable to meet the schedule of security services hereunder, Contractor shall immediately inform the City Representative of this in writing.

13. Time is of the Essence. Time is of the essence in this Agreement. Any reference to days means calendar days, unless otherwise specifically stated.

14. Personnel. Contractor agrees to assign only competent, duly licensed personnel according to the reasonable and customary standards of training and experience in the field of security services to perform security services under this Agreement. Failure to assign such competent personnel shall constitute grounds for termination of this Agreement.

The payment made to Contractor pursuant to this Agreement shall be the full and complete compensation to which Contractor and Contractor’s officers, employees, agents, and subcontractors are entitled for performance of any work under this Agreement. Neither Contractor nor Contractor’s officers or employees are entitled to any salary or wages, or retirement, health, leave or other fringe benefits applicable to employees of the City. The City will not make any federal or state tax withholdings on behalf of Contractor. The City shall not be required to pay any workers’ compensation insurance on behalf of Contractor.

Contractor shall pay, when and as due, any and all taxes incurred as a result of Contractor’s compensation hereunder, including estimated taxes, and shall provide City with proof of such payments upon request.

15. Contractor Not Agent. Except as authorized under this Agreement or as City may authorize in a letter of authorization signed by the City Manager or his or her designee, Contractor shall have no authority, express or implied to act on behalf of City in any capacity whatsoever as an agent. Contractor shall have no authority, express or implied, under this Agreement, to bind City to any obligation whatsoever.

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16. Term. The term of this Agreement shall commence on October 1, 2025 and shall continue in full force and effect until September 29, 2026.

City shall, at its discretion, have the right to extend the term of this Agreement, in intervals of one year, by written notice to Contractor. The total duration of this Agreement, including the exercise of any options under this section, shall not exceed five years.

If the term of this Agreement extends into fiscal years subsequent to that in which it is approved, such continuation of the Agreement is contingent on the appropriation of funds for such purpose by the City Council of the City of Vallejo.

If funds to effect such continued payment are not appropriated, Contractor agrees to terminate any services supplied to City of Vallejo under this Agreement, and relieve City of any further obligation therefore.

17. Termination or Abandonment by City. The City has the right, at any time and in its sole discretion, to immediately terminate or abandon any portion or all of the services to be provided under this Agreement by giving notice to Contractor. Upon receipt of a notice of termination, Contractor shall perform no further work except as specified in the notice. Before the date of termination, Contractor shall deliver to City all City records and documents, all work product, whether completed or not, as of the date of termination and not otherwise previously delivered.

The City shall pay Contractor for security services performed in accordance with this Agreement before the date of termination. In addition, the City will reimburse Contractor for authorized expenses incurred and not previously reimbursed. The City shall not be liable for any fees or costs associated with the termination or abandonment except for the fees, and reimbursement of authorized expenses, payable pursuant to this section.

18. Products of Contractor’s Security Services. The work product, including without limitation, all writings, work sheets, reports, recordings, drawings, files, detailed calculations and other work products, whether complete or incomplete, of Contractor resulting from services rendered pursuant to this Agreement, shall become the property of City. Contractor agrees that all copyrights which arise from creation of the work under this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of work and that the Contractor makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of work.

Documents submitted to the City in electronic format shall be formatted

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according to specifications provided by the City, or if not otherwise specified, in Microsoft Word, Excel, PowerPoint or other Microsoft Office Suite format as appropriate for the particular work product or, if directed by the City Representative in Adobe Acrobat PDF format.

19. Cooperation by City. City shall, to the extent reasonable and practicable, assist and cooperate with Contractor in the performance of Contractor’s services hereunder.

20. Assignment and Subcontracting. Contractor shall not subcontract, assign or transfer voluntarily or involuntarily any of its rights, duties or obligation under this Agreement without the express written consent of the City Manager or their designee, which consent may be withheld for any reason or no reason whatsoever in their sole and absolute discretion. Any attempted or purported assignment of any right, duty or obligation under this Agreement without said consent shall be void and of no effect.

If subcontracting of work is permitted, Contractor shall pay its subcontractor within ten (10) days of receipt of payment by City for work performed by a subcontractor and billed by the Contractor. Any such subcontractor shall be only through a written agreement approved in writing by the City Manager and shall be subject to all terms and conditions, including, but not limited to, scope of work, indemnification and insurance set forth in the Agreement. Use of the term subcontractor in any other provision of this contract shall not be construed to imply authorization for Contractor to use subcontractors for performance of any service under this Agreement.

The City is an intended beneficiary of any work performed by Contractor’s subcontractor for purposes of establishing a duty of care between the subcontractor and City.

Any subcontractor or assignee consented to by City shall be bound by all terms and conditions of this agreement and the same shall be incorporated into and made a part of any assignment or subcontractor agreement.

21. Successors and Assigns. All terms, conditions, and provisions of this Agreement shall apply to and bind the respective heirs, executors, administrators, successors, and assigns of the parties. Nothing in this section is intended to affect the limitation on assignment.

22. Non-Discrimination/Fair Employment Practices.

(a) Contractor shall not, because of race, religious creed, color, sex, national original, ancestry, disability, medical condition, age, marital status, veteran status or sexual orientation of any person, refuse to hire or employ, or to bar or

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discharge from employment, or to discriminate in compensation, or in terms, conditions or privileges any person. Every employee will receive equal opportunity for employment and shall be granted equal treatment with respect to compensation, terms, conditions or other privileges of employment, without regard to his race, religious creed, color, sex, national origin, ancestry, or disability, medical condition, age, marital status, veteran status or sexual orientation.

Contractor warrants and represents it is an equal opportunity employer and agrees it shall not discriminate on the basis of race, religious creed, color, sex, national origin, ancestry, disability, medical condition, age, marital status, veteran status or sexual orientation in the selection and retention of employees, subcontractors or procurement of materials or equipment.

In all solicitations either by competitive bidding or negotiations made by Contractor for work to be performed under any subcontract, including procurement of materials or equipment, each potential subcontractor or supplier shall be notified by Contractor of Contractor’s obligation under this Agreement relative to nondiscrimination and fair employment practices.

Contractor shall include the above provisions of this section in every subcontract, including procurement of materials or equipment.

(b) Contractor agrees to comply with Title VII of the Civil Rights Act of 1964, as amended, the California Fair Employment Practices Act, the Americans with Disabilities Act of 1990, any other applicable federal and state laws and regulations and City ordinances and regulations hereinafter enacted.

23. Notices. All notices or instruments required to be given or delivered by law or this Agreement shall be in writing and shall be effective upon receipt thereof and shall be by personal service or delivered by depositing the same in any United States Post Office, registered or certified mail, postage prepaid, addressed to:

If to City:

Oscar Alcantar
Public Works Director
City of Vallejo
555 Santa Clara Street
Vallejo, CA 94590

If to Contractor:

AX9 Security Services, Inc.

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Mohamed S. Ahmed
Chief Executive Officer
2151 Salvio St.- Suite 260
Concord, CA 94520

Any party may change its address for receiving notices by giving written notice of such change to the other party in accordance with this section.

Routine administrative communications shall be made pursuant to section 1 of Exhibit A.

24. Integration Clause. This Agreement, including all Exhibits, contains the entire agreement between the parties and supersedes whatever oral or written understanding they may have had prior to the execution of this Agreement. This Agreement shall not be amended or modified except by a written agreement executed by each of the parties hereto.

25. Severability Clause. Should any provision of this Agreement ever be deemed to be legally void or unenforceable, all remaining provisions shall survive and be enforceable.

26. Law Governing. This Agreement shall in all respects be governed by the law of the State of California without regard to its conflicts of law rules. Litigation arising out of or connected with this Agreement shall be instituted and maintained in the courts of Solano County in the State of California or in the United States District Court, Eastern District of California, Sacramento, California, and the parties consent to jurisdiction over their person and over the subject matter of any such litigation in such courts, and consent to service of process issued by such courts.

27. Waiver. Waiver by either party of any default, breach or condition precedent shall not be construed as a waiver of any other default, breach or condition precedent or any other right hereunder.

28. Ambiguity. The parties acknowledge that this is a negotiated agreement, that they have had the opportunity to have this Agreement reviewed by their respective legal counsel, and that the terms and conditions of this Agreement are not to be construed against any party on the basis of such party’s draftsmanship thereof.

29. Gender. All pronouns and any variations thereof shall be deemed to refer to the masculine, feminine, neuter, singular or plural, as the identifications of the person or persons, firm or firms, corporation or corporations may require.

30. Headings. The section headings contained in this Agreement are inserted

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for convenience only and shall not affect in any way the meaning or interpretation of this Agreement.

31. Compliance with Laws. Contractor will comply with all statutes, regulations and ordinances in the performance of all services under this Agreement.

32. Confidentiality of City Information. During the performance of security services under this Agreement, Contractor may gain access to and use City information regarding, but not limited to, procedures, policies, training, operational practices, and other vital information (hereafter collectively referred to as “City Information”) which are valuable, special and unique assets of the City.

Contractor agrees that it will not use any information obtained as a consequence of the performance of security services under this Agreement for any purpose other than fulfillment of Contractor’s scope of work, to protect all City Information and treat it as strictly confidential and proprietary to City, and that it will not at any time, either directly or indirectly, divulge, disclose or communicate in any manner any City Information to any third party, other than its own employees, agents or subcontractors who have a need for the City Information for the performance of security services under this Agreement, without the prior written consent of City, or as required by law.

Contractor shall treat all records and work product prepared or maintained by Contractor in the performance of this Agreement as confidential.

A violation by Contractor of this section shall be a material violation of this Agreement and will justify legal and/or equitable relief.

Contractor’s obligations under this section shall survive the completion of services, expiration or termination of this Agreement.

33. News and Information Release. Contractor agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or the performance of security services under this Agreement, without first obtaining review and approval of said news releases from City through the City Representative.

34. City Representative. The City Representative specified in Exhibit A, or the representative’s designee, shall administer this Agreement for the City.

35. Counterparts. The parties may execute this Agreement in one or more counterparts, each of which shall be deemed an original, but all of which together shall be deemed one and the same instrument.

36. Facsimile Signature; Electronic Signature. This Agreement shall be

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binding upon the receipt of facsimile signatures or e-mailed by PDF or otherwise.

Any person transmitting his or her signature by facsimile or electronically shall promptly send an original signature to the other party pursuant to the notice provision of this Agreement. The failure to send an original shall not affect the binding nature of this Agreement.

37. Authority. The person signing this Agreement for Contractor hereby represents and warrants that he/she is fully authorized to sign this Agreement on behalf of Contractor.

38. Exhibits. The following exhibits are attached hereto and incorporated herein by reference:

Exhibit A, entitled “Scope of Work,” including any attachments Exhibit B, entitled “Compensation,” including any attachments Exhibit C, entitled “Insurance Requirements,” including attachments IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year shown below the name of each of the parties.

AX9 SECURITY SERVICES, INC.

By: ____________________
Joel Adams
Director of Security Operations

DATE: __________________

(City Seal)

CITY OF VALLEJO,
a municipal corporation

By: ____________________
Andrew Murray
City Manager

DATE: __________________

ATTEST:

By:

Dawn G Abrahamson
City Clerk

APPROVED AS TO FORM:

By: ____________________ for

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Veronica A. F. Nebb
City Attorney

APPROVED AS TO INSURANCE:

By: ____________________
Armond Sarkis
Risk Manager

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Agreement for Private Security Services
Exhibit A – Scope of Work

EXHIBIT A

SCOPE OF WORK

1. Representatives. The City Representative for this Agreement is:

Oscar Alcantar
Public Works Director
Public Works
555 Santa Clara Street
Vallejo, CA 94590
707-648-4433
[email protected]

The Contractor’s Representative for this Agreement is:

Joel Adams
Director of Security Operations
AX9 Security Services, Inc.
2151 Salvio St.- Suite 260
Concord, CA 94520
888-471-1128

All routine administrative communications between the parties will be between the above-named representatives and may be by personal delivery, mail, facsimile transmission, or electronic mail as agreed between the Contractor Representative and City’s Representative.

2. Services to be Provided. The services provided shall be as set forth in Attachment 1 of Exhibit A, attached hereto and incorporated herein by this reference.

3. Time for Performance. Contractor will perform the services according to the schedule provided to Contractor by the City Representative from time to time.

Contractor agrees that the City need for security services may change over the life of this Agreement and agrees to any change in scheduling provided by City.

4. Key Personnel. All of the individuals identified below are necessary for the successful prosecution of the services due to their unique expertise and depth and breadth of experience. There shall be no change in the personnel listed below, without written approval of the City Representative. Contractor recognizes that the composition of this team was instrumental in the City’s decision to award the work to Contractor and that compelling reasons for substituting these individuals must be demonstrated for the City’s consent to be granted. Any substitutes shall be persons of comparable or superior expertise

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Exhibit A – Scope of Work
and experience. Failure to comply with the provisions of this section shall constitute a material breach of Contractor’s obligations under this Agreement and shall be grounds for termination.

Key Personnel are as follows:

Mohamed S. Ahmed, Chief Executive Officer
Joel Adams. Director of Security Operations
Kerry Saona-OBrine, Client Relationship Manager
Ruben Aguilar, Operations Manager

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Exhibit A – Scope of Work
ATTACHMENT 1 TO EXHIBIT A

SCOPE OF WORK

Private Security Services Contractor is a licensed Private Patrol Operator (PPO) and shall comply with the applicable laws, rules, and regulations of the Department of Consumer Affairs (DCA), Bureau of Security and Investigative Services. Contractor is an expert in the field of municipal security with knowledge of industry best practices and applicable laws, rules and regulations. Contractor, in cooperation with the City and the Vallejo Police Department (VPD), will advise City on the optimal and appropriate ways to carry out the Scope of Work under this Agreement.

Contractor Personnel

The Contractor shall at all times be responsible for ascertaining that those of their employees who are subject to registration with DCA are currently registered as provided Business and Professions Code, Article 4, section 7583.19. The Contractor may not have a person whose registration has expired or been revoked, denied, suspended, or canceled perform security guard duties.

Contractor shall provide an adequate number of well trained, experienced, and qualified personnel capable of performing the services set forth herein in accordance with the Agreement and the requirements of Business and Professions Code, Article 4, Private Patrol Operators sections 7583 - 7583.47. At a minimum, the Contractor shall provide a Project Manager, an appropriate number of Security Supervisors, and Security Officers. Managers and Supervisor(s) are expected to be available to respond to any issues as needed.

Specific tasks for each of these personnel are listed below. These tasks are expected to be performed but are not all inclusive. The City reserves the right to augment or modify the tasks set forth herein at any time and for any reasons in its discretion.

Project Manager Duties

1. Act on behalf of the Contractor on all matters related to this Agreement.

2. Report to and coordinate with City Representative(s) on at a minimum of a weekly basis. A City Representative will be assigned by the City Manager, or his designee, to oversee the project and act as a liaison between the City and the Contractor.

3. Maintain an effective quality control and complaint resolution system as set forth herein, approved by the City Manager and Chief of Police and in compliance with the reporting requirements of Business and Professions Code, Article 4, sections 7583.2(f)(1)-(3).

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Exhibit A – Scope of Work

4. Respond to Agreement discrepancies on an as-needed basis.

5. Establish operational procedures, including the establishment of security posts and/or routes, in consultation with the City Representative and as approved by the City Manager or designee.

6. Develop standing orders for each security post and/or route staffed by Contractor.

7. Meet with the City Representative on a regular basis but in no event less often than weekly.

8. Ensure compliance with staffing, training and equipment requirements as set forth in this Agreement, and in compliance with Business and Professions Code Article 4. Private Patrol Operators (PPO), sections 7583 - 7583.47.

9. Be knowledgeable about state and federal safety requirements as well as Contractor’s safety standards and policies and enforce the same with all Contractor employees performing services for the City and ensure compliance of subordinates through regular reviews and inspections.

10. Provide monthly reports for each security post and/or patrol route within the City staffed by the Contractor. Monthly reports shall include, but not necessarily be limited to, statistics concerning the number of incidents, safety issues and other matters deemed important by the City and the Security Supervisor.

Security Supervisor

Security Supervisor Qualifications

Security Supervisors must meet all eligibility criteria applicable to Security Officers as set forth below. In addition, Security Supervisors must have adequate training and experience which demonstrates the ability to provide leadership, direction and guidance to all subordinate personnel.

Security Supervisor Duties

1. Respond to all incidents involving subordinates within one hour from the time the Security Supervisor learns of the incident.

2. Conduct supervision, inspection and guidance to on-duty Security Officers.

3. Respond to all requests from the City Representative within one hour.

4. Assure proper coverage of security posts and/or patrol route and relief coverage.

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Exhibit A – Scope of Work

5. Notify the City Representative of uncovered security posts and/or patrol route immediately and, if necessary, step in to cover the post and/or patrol route.

6. Review, correct and approve all logs and reports prepared by subordinates.

7. Maintain knowledge of City operational areas, facilities and property as well as the adjoining areas.

8. Apply security expertise to issues that arise and propose best- practices and solutions to the Project Manager, City Representative and Security Officers.

9. Support the Project Manager’s efforts to deliver high quality security services.

10. Ensure compliance of all subordinates to all terms of this Agreement, City policies, state and federal law and all standing orders for each security post and/or patrol route.

11. Maintain reports and daily activity logs to document each shift and provide them to the City Representative in intervals and at times as set forth herein and any additional intervals and times as required by the City Representative.

Security Supervisor Equipment

Security Supervisors may use only the equipment approved for use by Security Officers as set forth below.

Security Supervisor Training

Security Supervisors shall participate in the same training as Security Officers. In addition to that training, Security Supervisors must receive training from the Contractor appropriate for the position of Security Supervisor. The Contractor shall provide a record of such training to the City Representative.

Security Officers

Security Officers in this Agreement refer to any person primarily assigned to provide security services as a watchperson, security guard, or patrolperson in any location in the City to report any unlawful activity.

Security Officer Qualifications

1. Must be a graduate of a state certified security officer/guard training program and possess current, valid Department of Consumer Affairs (DCA) guard cards for duration of the time working at city

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Exhibit A – Scope of Work
security posts and/or patrol routes.

2. Must be a citizen of the United States of America, or an alien who has been lawfully admitted for permanent residence as evidenced by an Alien Registration Receipt Card for 1-151, or other evidence from the Immigrations and Naturalization Service that the candidate is able to work legally in the United States.

3. May not be employed under the Agreement if they currently, or in the past, have any of the following on their record:
a. Any felony or any sex conviction whether a felony or misdemeanor; or
b. Military conduct resulting in dishonorable or undesirable discharge;
c. Dismissal from any public agency in a public safety role; d. Any pattern of irresponsible behavior or moral turpitude, including, but not limited to reckless driving, drunk driving, theft, illegal drug use, etc.

4. Must be fully literate in the English language (i.e. be able to read, write, speak, and understand the language clearly). All personnel shall be capable of properly writing reports and maintaining a daily activity log. Oral command of English must be sufficient to permit full and effective communication even in times of stress.

5. Must acquire, keep active, and possess at all times while on duty, all technical licenses and permits required by law for employment as a Security Officer.

6. Must meet the following requirements regarding professional behavior and ability:
a. Ability to meet and deal tactfully with police and fire department personnel, City employees and the general public; ability to understand, explain, interpret, and apply rules, regulations, directives and procedures in a tactful manner;
b. Possess poise, self-confidence and an ability to make sound decisions and react quickly under stressful situations; c. Ability to prepare clear and concise reports;
d. Ability to learn and adapt to changing situations;
e. Ability to accept and respond to instruction and direction; and f. Ability to interact with members of the public as a figure of authority in a confident but respectful way, in order to gain compliance on matters of security.

Security Officer Duties

1. Regularly stand watch and patrol each identified security post and/or patrol route in accordance with the schedule provided by the City Representative through the Security Supervisor.

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Exhibit A – Scope of Work

2. Security Officers assigned to security post inside City buildings (such as City Hall), may be required to interact regularly with members of the public and provide some customer support functions such as directing persons to locations within the building(s), to commonly used forms, drop-boxes, or to City staff that can assist them further. Internal Security Officers may be required to use proper/approved verbal de-escalation tactics to safely keep the peace with members of the public that may be upset, irate, or unruly within City premises and escort them off the premises without the use of any form of force. The Security Officers shall immediately notify VPD if physical force or restraint is anticipated. Nothing in this section shall be interpreted to imply approval of or authorize the use of any force whatsoever. The Interior Security Officers may be required to interact with security alarm technology within City buildings (activating/deactivating alarms), and to provide walk-throughs at the start and/or ends of shifts to ensure sites are clear of unauthorized persons.

3. Security Officers will be assigned to a security post for public meetings, including City Council Meetings as determined by the City Representative. These services will include utilizing technology such as metal detectors (walkthrough/archway and/or handheld), performing personal bag checks of visitors and/or "pat downs" (if appropriate) to ensure the safety of the public, City staff, and City elected officials.

4. Security Officers assigned to any parking lot/area and/or patrol route shall advise the public of the rules and regulations related to their use of the parking lot/area when violations are encountered. Violations and problems shall be reported to the City of Vallejo Police Department or other City departments as instructed by the City Representative. Security Officers shall focus on good customer service and positive interactions with all persons Security Officers may come into contact with. Ultimately, this contracted service is to provide additional support to stakeholders in these areas given the increased compaction of vehicle and pedestrian traffic.

5. Security Officers shall create a sense of safety and acceptance through their mannerisms, observant behaviors, and polite and friendly demeanors.

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Exhibit A – Scope of Work

6. Provide a visual presence of a professional security service to deter crime and threats to residents as well as property, equipment and facilities that the City assigns as a security post and/or patrol route.

7. Assist as security at homeless encampment clean ups when assigned to do so by the City Representative. All requirements of this Agreement also apply to such assistance.

8. Immediately report to the VPD any encounters involving any use of force or imminent threat to anyone’s life, physical safety or property. Nothing in this section shall imply the approval of or authorize the use of force of any kind whatsoever.

9. Immediately report to the VPD all in-progress crimes occurring or suspicious activity observed by the Security Officer. For example, if the Security Officer observes people breaking a window to enter a business, that should be reported to the VPD immediately. Other examples of reportable crimes include, but are not limited to, unlawful possession of weapons, drug dealing, gang activities, public alcohol consumption, theft, property damage, vandalism and sex trafficking. In addition, all incidents, including but not limited to crimes, reported to VPD should be included in written reports for each shift.

10. Represent the City positively focusing on good customer service and positive interactions with all persons the Security Officer encounters.

11. A Security Officer is to provide a security presence and deterrent only. Security Officers shall not ever intervene in any criminal incident other than to observe the incident and report to the proper authority.

12. Report all maintenance problems observed concerning any City- owned facilities, such as inoperative streetlight fixtures, broken water lines and hazardous situations immediately. If not an immediate hazard, maintenance problems may be included in the shift report. If the problem does present an immediate hazard, it shall be reported to the Security Supervisor immediately who shall then notify the City Representative.

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Exhibit A – Scope of Work

13. A Security Officer shall not engage in any physical altercation and shall not physically touch any other person to effectuate an arrest, detention or identification. Security Officers are not authorized to arrest or detain any person.

14. If threatened in any way, a Security Officer shall immediately retreat and report the incident to the VPD and the Security Supervisor.

15. Security Officers shall not carry or use firearms or other weapons of any kind, including, but not limited to, knives, tasers, pepper or other chemical sprays, batons or flashlights that may be used as a baton, or any other weapon or equipment of any kind that could cause death or bodily injury, while engaging in the services set forth in this Agreement or while present at a security post and/or patrol route.

16. Security Officers are not authorized to use physical force of any kind, including, but not limited to deadly force, force likely to result in injury, or other forms of force, against any person while engaging in the services set forth in this Agreement or while on duty or present at a City security post and/or patrol route. Security Officers must retreat if threatened in any way and immediately report the threat to the VPD and the Security Supervisor.

17. Security Officers who use deadly force and/or physical force of any kind against any person shall be immediately and permanently removed from City security posts and/or patrol routes. Any use of force of any kind shall be immediately reported to VPD, the Security Supervisor, Project Manager and City Representative.

18. If possible, and without causing a safety concern for the Security Officer, Security Officers shall provide a business card to any person with whom they interact concerning any security incident.

The business card shall contain the name of the Security Officer, the name of the Contractor, the State of California registration number of the Contractor and a telephone number and e-mail address of the Contractor that may be used to lodge complaints against employees of Contractor through DCA.

19. If possible, and without causing a safety concern for the Security Officer, the Security Officer shall identify by name each person to

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Exhibit A – Scope of Work
whom a business card is provided concerning any security incident.

The Security Officer shall include those names in a written report describing the incident. If the Security Officer cannot obtain names, the report shall identify them with a physical description, vehicle license number or other identifying information.

Security Officer Reports and Incident Reports

Security Officers shall maintain a daily log for each shift at each City security post and/or patrol route and prepare incident reports identifying the date, time and specific location of the incident. Contractor shall submit incident reports to the City Representative on a daily basis. Major incidents, including observation of a crime, incidents involving a physical confrontation or threats thereof, or any other safety concern that puts the public or contract at risk are to be reported to the City Representative immediately. The observation of any in-progress or suspicious criminal activity is to be reported immediately to the Vallejo Police Department.

Contractor shall also submit activity reports of events that happen during patrol shifts recorded via an electronic reporting system (i.e. Electronic Guard Tour, SPSnet, Guard1 Plus) on a weekly basis. All complaints submitted to Contractor in any form whatsoever, shall be copied in full, and delivered within 24 hours of the receipt of the complaint to the to the City Representative. A quarterly report shall be submitted to the City Representative identifying security related trends, plans for Security Guards to address spikes in incidents, all interactions with residents, businesses and visitors, and any other appropriate recommendations.

Security Officer Equipment

Contractor shall provide uniforms, cellular smart phones, and all other equipment necessary to perform the required services, at the Contractor’s expense. Furthermore, Contractor shall provide and use an electronic reporting system/RFID system (i.e. Electronic Guard Tour, SPSnet, Guard1 Plus), that monitors and confirms the presence and location of Security Officers, and Security Officer activity, in real-time. The Contractor is expected to provide and/or ensure that the following equipment and uniform requirements are enforced while personnel are on duty:

1. All personnel assigned to this Agreement who work on City of Vallejo sites, including supervisors, shall be uniformed and required to wear a badge/identification depicting the name of the individual and Contractor.

2. Uniforms shall not appear in color similar to any local law enforcement agencies, including, but not limited to, the Vallejo

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Exhibit A – Scope of Work
Police Department and the Solano County Sherriff’s Office, and shall be subject to approval by the City of Vallejo.

3. Contractor uniform logos shall clearly identify the company’s name, officers name and identification number.

4. Security Officers are expected to maintain a clean and professional appearance at all times. The Contractor is responsible for assuring that the Security Officers uniforms are clean, pressed, and maintained in a serviceable manner. Uniforms shall not have rips, tears, visible repairs, missing buttons, excessive tightness, or bagginess. Uniforms shall be appropriate for the season.

5. Cellular devices shall be issued to each Security Officer and Security Supervisor, at the expense of the Contractor, and shall not be visible or in the hands of Security Officers unless necessary for work-related duties. Contractor shall provide City Representative(s) with up-to-date phone numbers at all times.

6. If a vehicle is deemed required for a post, patrol route, or other duty, Contractor shall provide a vehicle with Contractor’s logo/branding.

7. All other equipment necessary to successfully execute the Agreement shall be provided at the expense of the Contractor.

8. Verifiable time records and GPS tracking must be kept for personnel while on duty. All records must be available for audit purposes at the request of the City, and for three years after the period of the Agreement.

9. Any new technologies that emerge in the field of security (and are approved for use by the City).

10. Contractor shall not provide, or allow Security Officers or Security Supervisors to use, firearms, or other weapons of any kind, including, but not limited to, knives, tasers, pepper or other chemical sprays, batons, flashlights that can be used as a baton or any other weapon or equipment that can cause death or bodily injury. The Contractor agrees that the use of any such weapons or equipment by any of Contractor’s employees is cause to
immediately terminate the Agreement. If the Contractor reasonably questions whether a weapon or equipment is subject to this provision, the Contractor may seek consent from the City Representative. The City Representative may only grant such consent after seeking consent from the City Manager. Such consent, if given, must be in writing and must specifically address the weapon or equipment in question.

Security Officer Training

Each Security Officer must participate in on-the-job training prior to being

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Exhibit A – Scope of Work
assigned a work shift at a City location. This training shall be performed by, and under close supervision of, qualified Contractor personnel, with the approval of the City of Vallejo. This training shall ensure that the Security Officer understands the post and/or patrol route orders for each post and/or patrol route they may be assigned, and shall specifically include, but not be limited to, instruction of the following procedures based on security posts and/or patrol routes:

1. Patrol location overview, key areas within the location, and surrounding area(s).

2. Patrol procedures.

3. Specific incident and routine reporting.

4. Emergency notification procedures, including after hours.

5. Policy on Police and Fire Department, and other required City staff notification.

Security Officer Ongoing Training

The Contractor shall provide ongoing training to Security Officers after their initial security post and/or patrol route training as necessary to ensure top level service. The Contractor shall, at least every six months, provide a detailed plan to the City Representative for ongoing training, including new material updates, and any extension courses offered. The City Representative may require additional training at any time.

Staffing Restrictions

The City Representative may require the removal of a Project Manager, Security Supervisor or Security Officer at any time, with or without reason. The Contractor shall immediately comply and shall not reassign that employee to any City work under any circumstances.

Complaint Procedure

All complaints received by the Contractor concerning any Security Officer’s conduct, or other employee of the Contractor, working under the terms of this Agreement, shall be reported to the City Representative and VPD in writing within 24 hours of receipt. The written report shall include all known details about the complaint and any incident leading to the complaint. All complaints will be reviewed by the City representative and VPD to ensure the proper correction action occurs and/or determine if removal of the Security Officer from participating in this scope of work is appropriate. A failure by the Contractor to provide complaints to the City Representative and VPD within the time frame set forth herein may, in the City’s discretion, result in termination of this Agreement.

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Exhibit A – Scope of Work

Additionally, Business and Professions Code, Article 4, section 7583.4., requires “Any person registered as a security guard or patrolperson, and the employer of the security guard or patrolperson, shall deliver to the director a written report describing fully the circumstances surrounding any incident involving the discharge of any firearm in which he or she was involved while acting within the course and scope of his or her employment, within seven days after the incident.” A copy of the report delivered to the director pursuant to this section shall also be delivered within seven days of the incident to the local police or sheriff’s department which has jurisdiction over the geographic area where the incident occurred. Nothing in this section shall be interpreted to imply or authorize the carrying of any firearm or weapon by Contractor or any employee, agent, representative, subcontractor or other person directed or controlled by Contractor.

In addition to the procedure set forth herein, the City, in its discretion, may place signs at any security post at which Contractor’s employees work, providing City information for filing complaints against Contractor’s employees. The City will make complaint forms available online or at any location it deems advisable.

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Exhibit C – Compensation

EXHIBIT B

COMPENSATION

1. Contractor’s Compensation.

A. Services: City agrees to pay Contractor, at the rate(s) specified below, for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses for a total not to exceed in Year 1 of:

Annual Cost: $1,741.426.00/year
Insurance Differential Reimbursable Not to Exceed: $43,538.00 premium Total Annual Not to Exceed: $1,784,964.00

Further years are detailed in Attachment 1 to Exhibit B.

Contractor shall notify City in writing no later than thirty (30) days prior to the estimated date when Contractor will have billed City the maximum payment amount permitted under this Agreement, and Contractor shall provide City with an estimate of the additional compensation required to complete the project.

B. Additional Services:

1. Additional Services are those services related to the scope of Services of Contractor as set forth in Exhibit A but not anticipated at the time of execution of this Agreement. Additional Services shall be provided only when a Supplemental Agreement authorizing such Additional Services is approved by the City Manager, or his or her designee. City reserves the right to perform any Additional Services with its own staff or to retain other Contractors to perform said Additional Services.

2. Contractor’s compensation for Additional Services shall be based on the total number of hours spent on Additional Services multiplied by the employees’ appropriate billable hourly rate as established below. City, at its option, may negotiate a fixed fee for some or all Additional Services as the need arises. Where a fixed fee for Additional Services is established by mutual Agreement between City and Contractor, compensation to Contractor shall not exceed the fixed fee amount.

2. Appropriate Billable Hourly Rates for Services and Additional Services. Contractor’s billable hourly rates shall be as listed in Attachment 1 of Exhibit B, attached hereto and incorporated herein by this reference.

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Exhibit C – Compensation

3. Contractor’s Reimbursable Expenses. Reimbursable Expenses shall be limited to actual reasonable expenditures of Contractor for expenses that are necessary for the proper completion of the Services and shall only be payable if specifically authorized in advance by City. Reimbursable Insurance Differential shall be limited to the actual cost of the difference between a policy of insurance meeting the requirements set forth in Exhibit C, Paragraph 2. A. and the same coverage with a $6,000,000 per occurrence limit, but in no event shall the Reimbursable Insurance Differential be greater than the amount listed in Exhibit B per year. Proof of the Insurance Differential shall be provided to the City on an annual basis.

4. Payments to Contractor.

A. Payments to Contractor shall be made within a reasonable time after receipt of Contractor’s invoice, said payments to be made in proportion to services performed. Contractor may request payment on a monthly basis.

Contractor shall be responsible for the cost of supplying all documentation necessary to verify the monthly billings to the satisfaction of City.

B. All invoices submitted by Contractor shall contain the following information:

1. Description of services billed under this invoice

2. Date of Invoice Issuance

3. Sequential Invoice Number

4. City’s Purchase Order Number (if issued)

5. Social Security Number or Taxpayer Identification Number

6. Amount of this Invoice (Itemize all Reimbursable Expenses)

7. Total Billed to Date

C. Items shall be separated into Services and Reimbursable Expenses.

Billings that do not conform to the format outlined above shall be returned to Contractor for correction. City shall not be responsible for delays in payment to Contractor resulting from Contractor’s failure to comply with the invoice format described above.

D. Request for payment shall be sent to:

AP Public Works
City of Vallejo - Public Works Department
555 Santa Clara Street
Vallejo, CA 94590

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Exhibit C – Compensation

Email: [email protected]

5. Accounting Records of Contractor. Contractor shall maintain for three (3) years after completion of all services hereunder, all records under this Agreement, including, but not limited to, records of Contractor’s direct salary costs for all Services and Additional Services performed under this Agreement and records of Contractor’s Reimbursable Expenses, in accordance with generally accepted accounting practices. Contractor shall keep such records available for audit, inspection and copying by representatives of the City’s Finance Department or other government agencies during regular business hours upon twenty-four (24) hours’ notice.

The obligations of Contractor under this section shall survive this Agreement.

6. Taxes. Contractor shall pay, when and as due, any and all taxes incurred as a result of Contractor’s compensation hereunder, including estimated taxes, and shall provide City with proof of such payments upon request.

7. Taxpayer Identification Number. Contractor shall provide City with Contractor’s complete Request for Taxpayer Identification Number and Certification, Form W-9, as issued by the Internal Revenue Service, and any other State or local tax identification number requested by City.

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Exhibit C – Compensation
EXHIBIT B – Attachment 1
Annual totals not to exceed per year
Year 1
Annual Cost: $1,741,426.00/year
Insurance Differential Reimbursable Not to Exceed: $ 43,538.00 premium Total Annual Not to Exceed: $1,784,964.00
Year 2
Annual Cost: $1,741,426.00/year
Insurance Differential Reimbursable Not to Exceed: $ 46,150.28 premium Total Annual Not to Exceed: $1,787,576.28
Year 3
Annual Cost: $1,741,426.00/year
Insurance Differential Reimbursable Not to Exceed: $ 48,919.30 premium Total Annual Not to Exceed: $1,790,345.74
Year 4
Annual Cost: $1,741,426.00/year
Insurance Differential Reimbursable Not to Exceed: $ 51,854.45 premium Total Annual Not to Exceed: $1,793,280.89
Year 5
Annual Cost: $1,741,426.00/year
Insurance Reimbursable Not to Exceed: $ 54,965.72 premium Total Annual Not to Exceed: $1,796,392.16

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Exhibit C – Compensation
Rate for Services:

Patrol Routes (vehicle) $35.00/hour
Post (indoor) $29.85/hour
Post (outdoor) $35.00/hour
Post/with security screening $37.31/hour
Checkpoints $20.00/per check

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Exhibit C – Compensation

EXHIBIT C

INSURANCE REQUIREMENTS

Contractor shall procure and maintain for the duration of this Agreement, including any extensions thereto, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of services hereunder by the Contractor, their agents, representatives, or employees or subcontractors. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum Insurance coverage requirements and/or limits shall be available to the Additional Insured. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any Insurance policy or proceeds available to the named Insured; whichever is greater. No representation is made that the minimum Insurance requirements of this agreement are sufficient to cover the obligations of the Contractor under this agreement.

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

A. Insurance Services Office form number GL 0002 covering Comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability; or Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

B. Insurance Services Office form number CA 0001 covering Automobile Liability, code 1 any auto and endorsement CA 0025.

C. Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance.

2. Minimum Limits of Insurance. Contractor shall maintain limits no less than:

A. General Liability: $10,000,000 per occurrence for bodily injury, personal injury, and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

B. Automobile Liability: $3,000,000 per accident for bodily injury and property damage.

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Exhibit C – Compensation
C. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. If Contractor is not subject to California Workers’ Compensation requirements, Contractor shall file a completed Request for Waiver of Workers’ Compensation Insurance Form which may be obtained from the City prior to commencing any activity authorized hereunder.

3. Deductible and Self-Insured Retention (SIR). Any deductibles or self- insured retention must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self- insured retention as respects the City of Vallejo, its officers, officials, employees and volunteers; or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. All SIRs must be disclosed to the City’s Risk Manager for approval and shall not reduce the limits of liability. Policies containing any SIR provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named Insured or the City.

4. Other Insurance Provisions.

A. Additional Insured Endorsements: The City of Vallejo, its officers, officials, employees, agents and volunteers are to be covered as Additional Insureds as respects; liability, including defense costs, arising out of activities performed by or on behalf of the Contractor; products and completed operations of the Contractor; premises owned, occupied or used by the Contractor; or automobiles owned, leased hired or borrowed by the Contractor. Additional Insured endorsements with respect to General Liability, Auto and Umbrella/Excess Insurance shall be attached to the Certificate of Insurance presented to the City.

B. 30 Days’ Notice of Cancellation Endorsements: Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days’ prior written notice by certified mail, return receipt requested, has been given to the City.

C. Waiver of Subrogation Rights Endorsement: The workers’ compensation policy required hereunder shall be endorsed to state that the workers’ compensation carrier waives its right of subrogation against City, its officers, officials, employees, agents and volunteers, which might arise by reason of payment under such policy in connection with Contractor’s performance under this Agreement. The waiver of subrogation rights endorsement in favor of the City of Vallejo shall be attached to the Certificate of Insurance.

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Exhibit C – Compensation
D. The limits of Insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess Insurance. Any umbrella or excess Insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of the City of Vallejo before the City’s own Insurance or self-insurance shall be called upon to protect it as a named insured.

E. The insurance coverage shall contain no special limitations on the scope of protection afforded to the City of Vallejo, its officers, officials, employees, agents or volunteers. For any claims related to this project, the Contractor’s insurance coverage shall be primary insurance as respects the City of Vallejo, its officers, officials, employees, agents, and volunteers. Any insurance or self- insurance maintained by the City of Vallejo, its officers, officials, employees, agents, or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.

F. The Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

G. Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees, agents, or volunteers.

H. The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

5. Acceptability of Insurers. The insurance is to be issued by companies licensed to do business in the State of California. The insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII.

6. Verification of Coverage. Contractor shall furnish the City with certificates of insurance and original endorsements. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City before work commences. The City reserves the right to obtain a full certified copy of any Insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of right to exercise later. All verification of coverage and other insurance documents shall be mailed to the following address:

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Agreement for Private Security Services Page 9 of 9
Exhibit C – Compensation
City of Vallejo
Attn: Risk Manager
555 Santa Clara Street
Vallejo, CA 94590

7. Subcontractors. Contractor shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

8. Payment Withhold. City will withhold payments to Contractor if above required insurance or endorsements are canceled, or Contractor otherwise ceases to be insured as required herein.

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ACTION ITEM 9.C.

DATE: September 23, 2025
TO: Mayor and Members of the City Council
FROM: Oscar Alcantar, Interim Public Works Director
SUBJECT: RECEIVE AN UPDATE ON THE POLICE HEADQUARTERS PROJECT AND PROVIDE

DIRECTION TO STAFF

RECOMMENDATION
Receive an update on the Vallejo Police Headquarters Project and provide direction to staff.

REASONS FOR RECOMMENDATION
Staff needs direction from City Council on how to address a funding gap to complete 100% design and to identify a new location for the Public Works Maintenance Shop and the Water Department warehouse, both of which are currently located at the Corporation Yard at 111 Amador Street.

BACKGROUND AND DISCUSSION
The City has recognized the need for a new Police Department headquarters building for over 20 years. The current headquarters building of approximately 20,000 sf at 111 Amador Street was constructed in 1961 and has reached the end of its useful life.

HISTORY
In December 2018, the City learned that the building at 400 Mare Island Way, formerly used as office space by an insurance company, was available for purchase. On February 12, 2019, the City Council authorized execution of a Real Property Purchase and Sale Agreement (PSA) to acquire the property for approximately $13,500,000. Following this authorization, the City promptly began evaluating the site as a potential new headquarters for the Police Department.

In February 2019, the City engaged Glass Architects to perform a feasibility study on 400 Mare Island Way.

The purpose of the feasibility study was to determine if the building would be suitable for conversion into an Essential Services facility to house the City’s Police Department. The study determined the facility to be feasible and identified the overall expected cost of required renovations. At the time, the cost of construction was estimated at approximately $34 million ($479/sf).

Also in 2019, in response to Council direction to explore the possibility of utilizing 505 Santa Clara for the Police Department Headquarters in lieu of 400 Mare Island Way, the existing John F. Kennedy Library (“JFK Library”) was separately assessed for feasibility by Glass Architects. To avoid significant expenditures associated with structural engineering, electrical engineering, and mechanical engineering technical evaluations, the scope was limited to a high-level analysis to ascertain general feasibility. The site was determined to be capable of accommodating the requirements of a Police Department headquarters; however, retrofit and construction costs were estimated to be equal to or greater than those associated with 400 Mare Island Way.

Based on the determination by Glass Architects that 400 Mare Island Way was a feasible location, the City conducted a competitive process in September 2019 to select an architectural design firm to perform the following tasks for the 400 Mare Island Way location:

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Date: September 23, 2025
Subject: RECEIVE AN UPDATE ON THE POLICE HEADQUARTERS PROJECT AND PROVIDE

DIRECTION TO STAFF

Page 2 ends

• Preliminary Design & Risk Assessment: Assess Police Department space needs, identify potential project risks, and develop mitigation strategies.
• Schematic & Design Development: Prepare functional diagrams and two design alternatives with cost, create phasing plans, preliminary code reviews, surveys, geotechnical investigations, utility verification, permitting support, and provide detailed cost estimates. • Plans, Specifications & Estimates (PS&E): Deliver complete bidding documents, including signed/stamped plans, project manuals, and detailed cost estimates in City format. • Bidding & Construction Support: Assist with bidder inquiries, plan revisions, pre-construction meeting participation, and shop drawing reviews.

As a result of the competitive process, the City selected Indigo | Hammond + Playle Architects, LLP (“Indigo”). City Council approved the agreement for this work in early 2020, for an amount of $2,962,935.

To partially fund the project, $1,000,000 was allocated in the FY 2019-20 mid-year budget adjustment process.

Because full funding was not immediately available, the agreement was structured in three distinct phases:
• Phase 1 – Preliminary Design (through completion of Design Development / 35% Construction Documents) — $899,400
• Phase 2 – Construction Documents (65% Plans, Specifications & Estimates (PS&E); 95% PS&E; Final PS&E; permitting; and bidding assistance) — $1,334,900
• Phase 3 – Construction Support — $728,635

Indigo’s work was overseen by former staff in the City Manager’s Office as well as CSG Consultants (“CSG”), the contracted project manager with whom the City has an on-call project management agreement.

Indigo completed Phase 1 of the 400 Mare Island Way portion of the project in February 2022 at a cost of $899,400.

In April 2022, the City Council decided not to pursue renovating 400 Mare Island Way to serve as a new Police Department headquarters building. City Council directed staff to assess alternate locations and bring back study findings on three items: 1) relocate library operations from JFK Library building at 505 Santa Clara Street to the City-owned property at 400 Mare Island Way; 2) relocate all police operations to 505 Santa Clara Street; and 3) provide a funding plan to implement. A Task Order resulting in the increase of the Phase 1 total from $899,400 to $991,400 was executed and Indigo subsequently completed the assessment including the three items above.

Per City Council direction in 2022, staff also conducted public outreach to gather community feedback about preferred police headquarters locations. A mapping/pin drop tool was created to solicit open-ended feedback from the community. A variety of properties and locations were suggested, including the existing police station at 111 Amador Street, other City buildings, and also other general locations around the City. Reuse of vacant commercial property was a consistent theme, although most proposed sites had existing pending planning applications for redevelopment, or lacked the necessary acreage required.

Following the 2022 community engagement survey, the City analyzed additional alternatives for a new Police Headquarters, focusing on 111 Amador Street and vacant commercial property reuse. The findings were as follows:

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Subject: RECEIVE AN UPDATE ON THE POLICE HEADQUARTERS PROJECT AND PROVIDE

DIRECTION TO STAFF

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• 111 Amador Street: The current police station site was widely supported by the community and can accommodate all Police program needs. However, using this site requires relocating the Corporation Yard and would require providing temporary police facilities during construction. • Other Property: The City owns multiple vacant properties, but none meet the size or environmental requirements for a new Police facility. Repurposing commercial space could avoid relocating the Corporation Yard and allow a faster move, but most available sites were either vulnerable to sea-level rise or unsuited for cost-effective renovation due to structural, mechanical, and plumbing deficiencies.

On April 11, 2023, staff presented an update on the studies to City Council. Following the presentation, Councilmembers unanimously directed staff to pursue relocating the Corporation Yard and expanding the Police Department at the 111 Amador Street site.

On September 12, 2023, the City Council approved a first amendment to the agreement with Indigo to enable the firm to perform work related to the 111 Amador Street site. The amended agreement had a new total not- to-exceed amount of $5,634,700, which included the $991,400 of completed work plus the total added for new work at 111 Amador Street of $4,643,300 as described below.

While some programming work from the Mare Island study could be reused, Amendment 1 otherwise required a completely new design and construction from the ground up, on a new site requiring the cost associated with each phase of the first amendment to the agreement. The preliminary conceptual design and space program for 111 Amador Street was created by Indigo and included the following components:
• A new 2-story building would be constructed at the south end of the site, an area currently used for miscellaneous metal buildings and employee parking. Built to California Essential Services Building standards, it would house most headquarters functions, including investigations, internal affairs, department administration, sallyport, firing range, and some evidence space provided. Once built and occupied, the current headquarters building would be demolished, making room for required parking for patrol, staff, and special service vehicles. A community meeting space that also serves as an emergency operations center when needed was planned.
• The large building in the northwest portion of the site that is currently used for the City’s Fleet Shop, Public Works Maintenance Shop, and the Water Department’s warehouse was planned for demolition to make room for the new building space and the much needed site improvements including parking for patrol, staff, and special service vehicles. The Corporation Yard functions would move offsite. • Some evidence storage would remain at its current location under the JFK Library, and since the project delivers a new firing range, the City would discontinue rental expenditures for use of the City of Benicia’s firing range.

Indigo’s scope of work on the 111 Amador Street site included the following tasks (“phases”):
• Phase 1 – Preliminary Design (through 35% completion): Review investigations, assessments and other information provided by City; prepare CAD plans; commission site topographic, utility exploration services and other site studies; meet with stakeholders; develop two (2) preliminary Site Layout Alternatives; prepare Schematic Design documents to 35%; develop construction sequencing plan. • Phase 2 – Design (95% Plans, Specifications, and Estimates (PS&E), 100% Submittal, and Permit):

Make final assessments of building system capacities; establish confirmed furnishings layout; prepare cost estimates; update preliminary project schedule; create product literature binder; prepare final drawings; attend meetings; coordinate with outside review agencies.

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DIRECTION TO STAFF

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• Phase 3 – Bidding and Construction Support: Attend pre-bid meetings; review and respond to bidder questions; prepare addenda content; assist City with bid evaluations; attend pre-construction and progress meetings; review and respond to contractor submittals and Requests for Information (RFI); conduct periodic site visits and issue field reports; prepare and issue punch lists; oversee progress to 100% completion.

The cost associated with each phase of the first amendment to the agreement was the following:
• Phase 1 - $1,653,300
• Phase 2 - $1,998,200
• Phase 3 - $991,800
$4,643,300 - total added to the amended contract limit

The scope of the contract amendment did not extend to advancing the design documents to a full set of bid- ready construction documents. The professional services required to complete this level of design development and contract documentation are currently estimated at approximately $450,000.

With the approval of the FY 2023-24 budget, City Council authorized the appropriation of $1,300,000 for the project, which would partially fund Phase 1 of the new scope of work. In 2024, American Rescue Plan Act (ARPA) budget in the amount of $865,000 was allocated to the project, along with $1,998,200 of Measure P funding to fund Phase 2 work. This brought the total budget appropriated for the 111 Amador Street portion of the project to $4,163,200. It is important to note that other project expenditures in addition to the design work, such as construction management, ongoing lead and asbestos testing at the current headquarters building, and environmental assessments have been paid from this project budget as well.

In Spring 2024, project management responsibilities for the Police Department building project were transitioned from former staff in the City Manager’s Office to staff in the Public Works Department. Also, on March 26, 2024, the City Council received a project update and, noting the schedule, requested the project team to streamline the process in order to accelerate completion of plans and their subsequent approval.

Based on this, the effort was reorganized around the earliest permit review submission which occurred on November 26, 2024.

At the same time, former staff directed Indigo to perform certain tasks related to the Police Department headquarters building that were outside the scope of work specifically detailed in the amended agreement’s phases 1, 2, and 3. These tasks were the following:
• Alternative facility options study. During the process of creating the 95% plans, Police staff requested a study evaluating alternative facility configurations and related construction costs, including opportunities to make changes that would reduce the projected overall construction cost of the project. This included site visits, design reviews, and meetings. This work resulted in the City team and Indigo confirming that the space program that was identified in phase 1 continues to be the one that provides the best value to the City. The cost of this work was $45,000.
• Revised Building Renovations Scope. During design, a solution was found that would deliver a full program while saving approximately $8 million in construction costs. Instead of demolition, most of the existing Corporation Yard buildings would be renovated for Police use, reducing the size of the new police building accordingly, as well as reducing the carbon footprint of the project since the remodel is less carbon-intensive than building new. Functions such as large evidence processing and storage, a firing range and associated classroom, and motorcycle storage will now occupy renovated buildings instead of being built all new, and more total area will be provided. To make room for required parking

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DIRECTION TO STAFF

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on the site, a reduced footprint 3-story design for the new police building was developed. Although this resulted in an increase of $445,000 to the overall design cost, it will result in a significant savings in the construction cost.
• LEED Gold certification. Phases 1, 2, and 3 of Indigo’s work for the 111 Amador Street site do not include incorporating features into the building design that would qualify the building for Leadership in Energy and Environmental Design (LEED) designation. City staff directed Indigo to incorporate LEED Gold design features into the headquarters building. Such features increase energy and water efficiency, reduce long-term operating costs, and provide a healthier indoor environment for building occupants. The cost of this work, which has already been completed, and a small application fee to the U.S. Green Building Council, which administers the LEED certification process, is $196,200. • Development Application submittal and Design Review. The City’s current position is that this project should go through the City’s normal planning entitlement and design review process. Indigo will require $60,000 to perform the related work required, such as public meeting time, and time spent to address comments and to make minor revisions. Note that the current project budget does not include the cost of the permit fee for the Building Department’s review of the plans and issuance of a building permit.

The cost of the building permit is estimated to be $303,842.

Attachment 1 includes a summary of the current space program and conceptual design.

Staff also directed Indigo to create cost estimates for other tasks that may be needed to complete the Police Department headquarters building project that were outside the scope of work specifically detailed in the amended agreement’s phases 1, 2, and 3. These tasks were the following:
• Corporation Yard relocation study. The scope of work detailed in the amended agreement’s phases 1, 2, and 3 does not include the evaluation of options and recommendation of a new location for the Corporation Yard, which is currently located at 111 Amador Street and will be displaced by the new Police Department headquarters building and other Police Department related uses at the 111 Amador Street site. It would cost Indigo $113,500 to evaluate relocation options for the corporation yard, including schematic and concurrent task work. There would be an additional cost of $17,000 per site evaluated to perform environmental reviews of the sites. • Parcel merger. The 111 Amador Street site comprises 15 individual parcels. These parcels are required to be merged to a single parcel. The cost of this will be $20,000. • Commissioning scope. This item adds a commissioning agent for the project to meet the requirements of the California Building Code, as well as to support LEED Gold requirements through design, construction, and warranty, and includes mechanical, electrical and plumbing, building envelope, and monitoring-based commissioning. Commissioning ensures the proper functioning of all equipment and infrastructure specific to a modern police headquarters. Work on this phase of the project is underway and is expected to total $155,200. Of the $155,200, approximately $80,000 will be expended prior to construction and $75,200 will be expended after construction.

During FY 2024–25, approximately $304,000 was reallocated from Project PWC111 – Public Building Repairs to the Police Department Headquarters project (PW9818) to cover City permit fees. An additional $20,000 was appropriated in the FY 2024–25 mid-year budget to support ongoing environmental testing at 111 Amador Street.

To perform this testing, the City retained Ninyo & Moore Geotechnical and Environmental Services to conduct quarterly air and surface dust sampling for asbestos, lead, and cadmium. A California Department of Occupational Safety and Health (DOSH)-Certified Asbestos Consultant (CAC) carries out the sampling to

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DIRECTION TO STAFF

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evaluate airborne concentrations and lead levels in settled dust across various surfaces. The purpose is to ensure that contaminant levels remain below regulatory thresholds established by the U.S. Environmental Protection Agency (EPA), California Division of Occupational Safety and Health (Cal/OSHA), and the federal Occupational Safety and Health Administration (OSHA).

With these adjustments, the total appropriated budget for work at the 111 Amador site increased to approximately $4.49 million. These funds have been expended, encumbered, or committed for the specific project activities described above.

CURRENT STATUS OF PROJECT

BUDGET GAP
Staff were recently advised that additional funding is needed to complete the design plans to 100% development, due to the expanded scope of work described above. As a result, Indigo was directed to pause work until new budget resources are identified. The current estimate to finalize the design is $746,200, plus $113,500 to complete the Corporation Yard relocation study, for a total of $859,700. Bruce Playle of Indigo Hammond & Playle Architects, LLP, will present a project status update, outline the additional work required to complete the design, and answer any questions during the City Council meeting on September 23, 2025.

In addition, before construction can begin, approximately $550,000 will be required to advance the design from 100% development to bid-ready construction documents, complete the parcel merger, and fund the LEED commissioning agent’s pre-construction work.

Staff are evaluating funding options and have identified three potential sources.

1. Monsanto Settlement Funds – In 2022, Vallejo joined a class-action lawsuit with other Bay Area cities against Monsanto for PCB contamination in stormwater, sediment, and regional waterways. Following Bayer’s 2018 acquisition of Monsanto, Bayer assumed liability and issued settlement payments. Vallejo received $4.153 million through this court-approved settlement, which the City may use at its full discretion.

2. Measure P Funds – The Measure P Oversight Committee previously supported, and City Council approved, the use of Measure P revenues to fund Phase 2 of this project. The project aligns with Measure P priorities adopted by the Council, including maintaining essential City services and supporting crime prevention efforts. The City’s Measure P Fund has an available unassigned balance $19,200,958. This includes revenue received through June 30, 2025, and the Fiscal Year 2025-26 adopted revenue and expenditure budget.

3. General Fund Balance – The City’s General Fund has an available unassigned balance of $23,924,945. This does not include SAFER Grant revenue and expenditures which were not budgeted in Fiscal Year 2025-26. Therefore, any additional revenue from the SAFER grant would be offset by expenditures.

UPDATE ON POLICE DISPATCH MODULAR BUILDING
While design and construction are underway for a new Police Department Headquarters, the City is arranging for temporary space for public safety dispatchers. Public Works staff have completed the foundation for the modular dispatch unit at the 111 Amador Street site, and the unit, which is being built to California Essential Services Building standards, is scheduled to ship in mid-September. Assembly by Legacy Modular is expected to take place in late September through early October, with an estimated duration of two to three weeks.

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DIRECTION TO STAFF

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Following assembly, Public Works will complete the installation of power, water, wastewater, and fiber conduits in October, a process anticipated to take approximately three weeks. Once infrastructure work is complete, the City’s IT Department will conduct the technology setup, which is expected to take about two months. Based on this schedule, the projected move-in date is mid-December.

TEMPORARY RELOCATION OF POLICE STAFF OPTIONS
The City Council recently directed City staff to identify potential locations to temporarily relocate additional Police Department staff, beyond the dispatchers, while design and construction of the new Police Department Headquarters are underway. City staff have coordinated with Legacy Modular to create a conceptual design of a modular trailer building complex to temporarily accommodate staff. Attachment 2 to this staff report provides an example of a similar interim facility used by the City of Emeryville several years ago, demonstrating the type and scale of installation being considered.

Staff have identified the three City-owned properties listed below that could potentially accommodate this temporary facility—or, in certain cases, a scaled-down configuration. Each site would require the installation of high-security perimeter fencing to ensure the safety of Police Department operations, staff, and sensitive equipment during this transitional period. Staff are evaluating these locations for feasibility, accessibility, and cost implications to determine which best meets operational needs while minimizing impacts on ongoing City services. Attachment 3 shows photos of the locations below. • Location 1- Harbor Way
Pros: The site offers existing office and warehouse space that could be readily adapted for immediate use, reducing the need for extensive tenant improvements. In addition, essential utilities—including water, wastewater, and electrical service—are already available at the location, minimizing infrastructure costs and accelerating the timeline for occupancy. The property also provides existing parking for staff vehicles, and a Police Department presence at the marina would significantly improve security and deter unwanted activity after hours.

Con:Repurposing the site would temporarily eliminate its availability for lease, resulting in the loss of a steady revenue stream for the City. Based on prior lease rates and current market conditions, it is estimated the lost annual revenue while the facility is being used as a temporary Police Headquarters would be approximately $60,000.
• Location 2- Northern side of Parking Lot B
Pros: The site has an existing water supply and is located in close proximity to 400 Mare Island, providing convenient access for staff and equipment. Its location could also streamline coordination with ongoing operations and reduce travel time.

Cons:The site would require installation of a wastewater connection and the addition of temporary power infrastructure, which will add cost and extend the setup timeline. • Location 3 - Newly remediated site at Curtola Parkway and Mono Street Pros: The site is already equipped with water and wastewater service, eliminating the need for costly utility extensions and allowing for a faster setup of temporary facilities.

Cons: Temporary power infrastructure would need to be installed to support operations, which will add to project costs and slightly extend the preparation timeline.

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DIRECTION TO STAFF

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Staff intends to continue to assess the feasibility of these sites and to create estimated costs and timeline for implementation.

NEXT STEPS
Once additional funding is secured, the estimated timeline to complete design and a bid-ready set of plans is contingent upon the City Building Department’s review period, excluding any public review process, which would otherwise extend the schedule. The plan allows approximately three to four months to complete plans to 100 percent, address comments, and resubmit to the City Building Department. An additional month is anticipated for the department’s review, with another month allotted to incorporate any final comments and secure plan approval. In total, the project is expected to reach a ready-to-bid stage within six months.

As part of the City of Vallejo’s due diligence, an environmental site assessment was commissioned, resulting in Phase I and Phase II reports provided by BSK Associates, in February and March of 2024, respectively. So far, the Soil Management Plan required for the site has been prepared and is now available for use during construction earthwork. Other implementation measures will be considered once final design work on the project resumes.

Before a construction contract can be awarded, funding for the construction portion of the project needs to be secured. The City has hired a municipal advisor, KNN Public Finance, to assist with a number of City initiatives, including the construction of a new Police Department Headquarters.

One funding option being considered is the issuance of bonds. If the City decided to move forward with financing the Police Department building through the issuance of tax-exempt municipal bonds, the process for doing so would take approximately 5–6 months from start to finish. The key components of preparing for a bond offering include the following:
• Assembling the City's legal and financial advisors;
• Conducting a procurement for other financing professionals (i.e. trustee, underwriters); • Drafting legal and offering documents (including the preparation of a Preliminary Official Statement which is the primary document used to market the City's bonds to investors); • Seeking Council approval of the financing subject to issuance parameters; • Preparing and delivering a credit presentation to the rating agencies and securing rating(s) on the transaction; and
• Marketing, pricing, and closing on the bonds.

Prior to beginning the transaction execution process, staff, working closely with legal and financial advisors, would first develop a financing plan for the borrowing. Assuming the use of a lease revenue bond structure, this would include identifying suitable City assets to serve as the Leased Property if the new Police facility is not used for that purpose.

FISCAL IMPACT
There have been ongoing costs related to site acquisition, feasibility assessments, environmental requirements, architectural design services, and project management for a new Police Department headquarters since 2018.

Budget totaling $4.49 million has been allocated to the Police Headquarters Project (No. PW9818) specifically for the 111 Amador Street site. To date, all budget has been expended or is committed.

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The following provides a summary of cost estimates by project phase and project related activities, the budget appropriated to date, and the additional funding currently projected to complete the work:

Task
Cost
Estimate
Actual
Cost to
Complete
Appropriated
Budget Difference
Estimated
Budget
Shortfall to
complete
Design to
Permit-
Only
Design work 111 Amador Street
• Phase 1 - Preliminary
Design (through 35%
completion) (Indigo)
$1,653,300 $1,555,800 $1,555,800 $0 $0
• Phase 2 - Design (95%
Plans, Specifications, and
Estimates (PS&E), 100%
Submittal, and Permit)
(Indigo)
$1,998,200 $1,998,200 $1,998,200 $0 $0
• Alternative facility options
study (Indigo)
$45,000 $45,000 $0 ($45,000) $45,000
• Revised Building
Renovations Scope
(Indigo)
$445,000 $445,000 $0 ($445,000) $445,000
• LEED Gold certification
(Indigo)
$196,200 $196,200 $0 ($196,200) $196,200
• Development Application
submittal, Design Review,
and Building Permit
(Indigo)
$363,845 $363,845 $303,845 ($60,000) $60,000
S
ubtotal
$4,701,545 $4,604,045 $3,857,845 ($746,200) $746,200

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Additional tasks and expenses
for
111 Amador Street prior to
construction

• Corporation Yard relocation
study (Indigo)
$113,500 $113,500 $0 ($113,500)
• Advance design documents
to bid-ready construction
set
$450,000 $450,000 $0 ($450,000)
• Parcel merger (Indigo)
$20,000 $20,000 $0 ($20,000)
• Pre-construction portion of
commissioning (Indigo)
$80,000 $80,000 $0 ($80,000)
• Project Management
(CSG)
$337,475 $350,000 $350,000 $0
• Phase 3 - Bidding and
Construction Support
(Indigo)
$991,800 $991,800 $0 ($991,800)
• Environmental Sampling,
Testing and other project
related expenses
$461,700 $461,700 $279,200 ($182,500)

Subtotal
$2,454,475 $2,467,000 $629,200 ($1,837,800)
Additional tasks and expenses
for
111 Amador Street during/after
construction

• Post-construction portion of
commissioning (Indigo)
$75,200 $75,200 $0 ($75,200)

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Subtotal $75,200 $75,200 $0 ($75,200)
TOTAL $7,231,220 $7,146,245 $4,487,045 ($2,659,200)

ATTACHMENTS

1. Attachment 1 - PD HQ Conceptual Design & Space Program

2. Attachment 2 – Temporary Police Department Headquarters Building Setup Sample

3. Attachment 3 – Potential Temporary Police HQ Relocation Sites

CONTACT
Oscar Alcantar, Interim Public Works Director (707) 648-4433 [email protected]

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Attachment 1 – Current Conceptual Design and Space Program

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Attachment 2 – Temporary Police Department Headquarters Building Setup Sample

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Attachment 3 – Potential Temporary Police HQ Relocation Sites

Option 1: Harbor Way

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Option 2: Northern side of Parking Lot B

Page 815 of 936 ends

Page 3 of 3 ends

Option 3: Newly remediated site at Curtola Parkway and Mono Street

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ACTION ITEM 9.D.

DATE: September 23, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

RECOMMENDATION
Further discuss options for the City Council 2025 goal setting process and provide direction to staff.

REASONS FOR RECOMMENDATION
City staff desires additional direction from Council on how to organize the 2025 goal setting process.

BACKGROUND AND DISCUSSION
It is a best practice for governing boards to regularly review and update their organizations’ goals. The Vallejo Municipal Code (Section 2.02.160) contains the following direction regarding annual goal setting:

The council shall at a regular meeting, or special meeting called for that purpose, and as soon as feasible after its annual reorganization meeting each year, determine its goals and the relative priority of such goals to which city staff and resources are to be committed for their accomplishment. The council may conduct such additional meetings on its goals throughout the year as deemed necessary or advisable.

A traditional outcome of a governing board’s regular goal setting process is a list of top organizational goals, as well as a list of specific strategies/tasks needed to achieve the goals. The top organizational goals are used to guide the board’s and staff’s work for the planning period, and the specific strategies/tasks are incorporated into the board’s and staff’s work plans.

Many governing boards also identify a mission, vision, and values for their organizations as part of goal setting.

Over the past few years, the Vallejo City Council has had annual goal setting meetings in either February, March, or April. They were one-day processes that were held offsite, at Cal Maritime or the Filipino Community Center, and facilitated by a consultant. (The March 18, 2024 event was focused on Council and senior staff team building rather than goal setting.) They have included Council training and team building, goal setting, and more detailed work planning.

City staff sought direction from Council on the 2025 goal setting process at the Council meeting of February 11, 2025 (staff report attached). Staff specifically sought direction on the following elements of goal setting:
• Location;
• Number of sessions, date(s), and time(s);
• Facilitator;
• Whether or not to address mission, vision, and values (in addition to goals); • Whether to incorporate Council training and team building;

Page 817 of 936 ends

Date: September 23, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

Page 2 ends

• Whether to identify specific strategies/projects related to goals and how to address City Council referrals that are special projects and staff-identified special projects to improve organizational effectiveness;
• Whether to identify specific performance measures related to goals and strategies/projects; • What materials staff should prepare in advance; and
• How to incorporate public input.

The City Council provided specific direction on some of these elements by majority action. However, the City Council did not provide specific direction on other elements. Individual Council Members also contributed their thoughts regarding some of the elements. There was majority Council agreement that the process should include two dedicated, offsite Council meetings, and that an outside, professional facilitator should facilitate the sessions.

The implementation of the goal setting process was delayed due to other priority work. Council expressed in summer 2025 that it wanted goal setting to occur by September 2025. When staff attempted to identify dates for the two dedicated Council goal setting meetings, staff was unable to identify two dates that worked for all Council Members. Council Members also expressed different preferences for having the dedicated meetings take place on a weekend or weekday. City staff ultimately decided to tentatively schedule just one dedicated meeting, on Tuesday September 2, 2025, which would not include team building and would try to address high level goals and a staff work plan in one meeting. City staff solicited proposals from professional facilitators and selected a firm, the Center for Organizational Excellence, that was willing and able to facilitate goal setting in this format.

As the date of the special meeting approached, some Council Members expressed concern about the format, focus, facilitator procurement process, and public engagement. Given these concerns, the fact that the City Council had not provided specific, majority direction on all of these elements in February 2025, and that much time had passed since the City Council originally discussed and provided direction on goal setting in February 2025, staff decided to cancel the Tuesday September 2, 2025 meeting and return to Council to receive specific, formal direction from a majority of the Council on the elements listed above. In addition, staff will seek direction from the Council on the process for selecting the professional facilitator and the timeline for implementing goal setting.

A feasible timeframe for holding the actual goal setting meeting(s) will depend on what Council directs regarding scope (e.g., include training and/or team building); Council’s involvement in selecting the facilitator; community engagement; and what staff should prepare in advance.

FISCAL IMPACT
The fiscal impact of this matter is dependent upon Council direction. The fiscal year (FY) 2025-26 budget contains $35,020 for Council goal setting. The amount of $5,325 has already been expended with a consultant for some background work on goal setting.

ATTACHMENTS

1. Staff report and attachments for 2-11-25 Council goal setting agenda item - final as published

Page 818 of 936 ends

Date: September 23, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

Page 3 ends

CONTACT
Andrew Murray, City Manager (707) 648-4576
[email protected]

Page 819 of 936 ends

ACTION ITEM 9.D.

DATE: February 11, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

RECOMMENDATION
Discuss options for the City Council 2025 goal setting process and provide direction to staff.

REASONS FOR RECOMMENDATION
City staff needs direction from Council on how to organize the 2025 goal setting process.

Many governing boards also identify a mission, vision, and values for their organizations as part of goal setting.

In order for staff to arrange the annual goal setting event for 2025, City staff need direction on the following elements:
• Location;
• Number of sessions, date(s), and time(s);
• Facilitator;
• Whether or not to address mission, vision, and values (in addition to goals); • Whether to incorporate Council training and team building;

Page 820 of 936 ends

Date: February 11, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

Page 2 ends

To support past Council goal setting sessions, City staff prepared varying materials. Attached find the Council meeting agenda packet for the April 11, 2022 goal setting meeting (Attachment 1); Council meeting agenda packet for the April 14, 2023 goal setting meeting (Attachment 2); Council meeting agenda packet for the March 18, 2024 Council and senior staff team building meeting (Attachment 3); and the presentation materials for the March 18, 2024 Council and senior staff team building meeting (Attachment 4). Various documents have also been created as outcomes of goal setting sessions. As examples, attached find the Multi-Year Goal Update and Strategic Work Plan resulting from April 2022 goal setting (Attachment 5) and the 2023-2024 Multi-Year Goals & Strategy - At-a-Glance (Attachment 6).

FISCAL IMPACT
The fiscal impact of this matter is dependent upon Council direction and can be accommodated within the resources already appropriated in the fiscal year (FY) 2024-25 budget.

ATTACHMENTS

1. 04.11.22 Special Council Goal Setting Agenda Packet

2. 04.14.23 Special Council Goal Setting Agenda Packet

3. 03.18.24 Teams Building Workshop Agenda

4. Presentation materials for March 18, 2024 Council.Senior Staff Team Building

5. Multi-year_goal_overview_and_strategic_workplan from April 2022

6. Final 23_24 goals_at_a_glance

CONTACT
Andrew Murray, City Manager (707) 648-4576
[email protected]

Page 821 of 936 ends

Parking: The public is allowed to use any lot, however Cal Maritime suggests Lots “L” and “M” https://www.csum.edu/about/media/campus-map.pdf in front of the PEAC building. There are pay machines directly in the lots. Click here for daily rates and parking rules and regulations.

Hybrid Options are available for members of the public to participate. To participate remotely:
https://ZoomRegular.CityofVallejo.net
Option to join by phone:

Dial (669) 900-6833
Enter Meeting ID: 914 0075 0676#
Press *9 to digitally raise your hand from the phone
For additional instructions on how to speak during public comment, please visit, www.cityofvallejo.net/publiccomment

PUBLIC COMMENT: Members of the Public may provide public comments during the City Council Meeting via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833.

For additional instructions on how to speak during public comment, please visit, www.cityofvallejo.net/publiccomment
VIEW THE MEETING:

There are four different ways you can view this public meeting:
 In-person
 Watch Vallejo local channel 28 and 29
 Stream from the City website: www.cityofvallejo.net/Streaming  Join the Zoom webinar: https://ZoomRegular.Cityofvallejo.net

This AGENDA contains a brief general description of each item to be considered. The posting of the recommended actions does not indicate what action may be taken. If comments come to the City Council without prior notice and are not listed on the AGENDA, no specific answers or response should be expected at this meeting per State law.

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
8:30 A.M. – 4:00 P.M.

CAL MARITIME
MARKETPLACE –
COMPASS ROOM (3rd Floor)
200 Maritime Academy Drive, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON OR

REMOTELY VIA ZOOM

APRIL 11, 2022

MAYOR
Robert H. McConnell

CITY COUNCIL
Vice Mayor, Rozzana Verder-
Aliga, EdD
Tina Arriola
Hakeem Brown
Pippin Dew
Mina Loera-Diaz
Katy Miessner

Page 822 of 936 ends

Notice of Availability of Public Records: All public records relating to an open session item, which are not exempt from dis closure pursuant to the Public Records Act, that are distributed to a majority of the City Council will be a vailable for public inspection at the City Clerk’s Office, 555 Santa Clara Street, Vallejo, CA at the same time that the public records are distributed or made ava ilable to the City Council. Such documents may also be available on the City of Vallejo website s ubject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (707) 648-4527, TDD (707) 649-3562.

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 & WELCOME BY THE MAYOR

2. ROLL CALL

3. PUBLIC COMMENT REGARDING COUNCIL GOAL SETTING
NOTICE: Members of the public wishing to address the Council on Goal Setting may do so in person by submitting a completed speakers card to the City Clerk 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. 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. In person speakers will be recognized first.

4. AGENDA REVIEW

5. COUNCIL GOAL SETTING DISCUSSION

6. SECOND PUBLIC COMMENT REGARDING COUNCIL GOAL SETTING NOTICE: Members of the public wishing to address the Council on Goal Setting may do so in person by submitting a completed speakers card to the City Clerk 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. 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. In person speakers will be recognized first.

6. WRAP UP

7. ADJOURNMENT @ 4:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Like us on Facebook (www.facebook.com/cityofvallejo)
Sign up to receive City Communications via e-mail (www.cityofvallejo.net/living/connect) Sign up to receive City updates and get connected with your neighbors on Nextdoor (www.nextdoor.com)

Dated: Monday, April 4, 2022

Robert H. McConnell, Mayor

Page 823 of 936 ends

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 each of the members of the Vallejo City Council, 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 5:00 p.m., Monday, April 4, 2022.

Dated: Monday, April 4, 2022

Dawn G. Abrahamson, City Clerk

Page 824 of 936 ends

1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191 3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAX 408 453 6191 AGENDA
City of Vallejo
Council Goal Setting
Cal Maritime
April 11, 2022
8:30 am to 4:00 pm
Workshop Objectives:
• Review and discuss governance roles, norms and strengthen teamwork. • Discuss best practices and develop Council meeting management protocols. • Establish Council priorities for 2022 and multiyear goals.

City Council

City Staff
Mayor Robert McConnell
Vice Mayor Rozzana Verder-Aliga
Cristina Arriola
Hakeem Brown
Pippin Dew
Mina Diaz
Katy Miessner
Mike Malone, Interim City Manager
Veronica Nebb, City Attorney
Terrence Davis, Interim Assistant City
Manager
Gillian Hayes, Interim Assistant City Manager

Facilitators: Christine Butterfield, Senior Manager and John Bramble, Special Advisor

1. Welcome
• Welcome and call to order – Mayor

2. Review Workshop Agenda and Ground Rules

3. Review and Discuss Behaviors of High-Performance Teams

4. Review and Discuss Characteristics of Effective Governing Bodies • Review ILG article (see attachment)

Break for Lunch

5. Interim City Manager Comments

6. Celebrate Recent Accomplishments

Page 825 of 936 ends

Page 2 ends

7. Review Key Upcoming/Ongoing City Projects

8. Discuss and Establish Council’s 2022 Priorities

9. Discuss and Establish Council’s Multiyear Priorities

10. Public Comment

11. Wrap Up and Next Steps
• Staff will take the priorities and prepare an action plan and return it to the Council

Adjourn at about 4:00 pm

Page 826 of 936 ends

1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.

1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city

The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.

KEY CHARACTERISTICS

 Successfully transition from candidate
to a member of the council.
 Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
 Develop, communicate and support
policy goals and council decisions.
 Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.

BEST PRACTICE TIPS

Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.

In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.

Attributes of Exceptional Councils

Page 827 of 936 ends

Attributes of Exceptional Councils

2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.

Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.

Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.

The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.

Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.

KEY CHARACTERISTICS

 Understand the role of local
government and their responsibilities.
 Know their role- to set vision and policy,
avoid micromanagement.
 Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.

BEST PRACTICE TIPS

Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.

Page 828 of 936 ends

Attributes of Exceptional Councils

3 3. Exceptional councils honor the
relationship with staff and each other

Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.

KEY CHARACTERISTICS

 Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).

They are able to leave it at the dais;
debates are about policy, not
personality.
 Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
 Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.

BEST PRACTICE TIPS

Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss thei r decorum and their relationship among each other and the relationship between the city manager/staff and the council.

4. Exceptional councils routinely conduct
effective meetings

Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.

They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.

Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,

KEY CHARACTERISTICS

 Councilmembers are respectful of each
other, the public and everyone’s time.
 Councilmembers use engaging body
language as a way to demonstrate
respect.
 Issues are not personalized, thoughtful
dialogue is the objective.
 Agenda packets are read,
councilmembers come prepared and
have an open mind
 Respect is demonstrated for varied
opinions.
 Everyone strives to be civil and act with
decorum.

Page 829 of 936 ends

Attributes of Exceptional Councils

4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.

BEST PRACTICE TIPS

Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results .

5. Exceptional councils hold themselves
and the city accountable

Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide short- and long-term strategic direction and goals, as well as provide budget, program and policy oversight.

Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.

KEY CHARACTERISTICS

 Councilmembers operate ethically and
with integrity.
 Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
 Councils taking responsibility for the
results (good and bad).
 Councils celebrate success.
 Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.

BEST PRACTICE TIPS

Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.

Page 830 of 936 ends

Attributes of Exceptional Councils

5 6. Exceptional councils have members
who practice continuous personal
learning and development

Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.

Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.

KEY CHARACTERISTICS

 Stay informed on key issues
 Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
 Learning to listen is sometimes more
important than learning to give a
speech.

BEST PRACTICE TIPS

Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.

Page 831 of 936 ends

Hybrid Options are available for members of the public to participate. To participate remotely:
https://ZoomRegular.CityofVallejo.net
Option to join by phone:

PUBLIC COMMENT: Members of the Public may provide public comments during the City Council Meeting via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833.

For additional instructions on how to speak during public comment, please visit, www.cityofvallejo.net/publiccomment
VIEW THE MEETING:

There are four different ways you can view this public meeting:
• In-person
• Watch Vallejo local channel 28 and 29
• Stream from the City website: www.cityofvallejo.net/Streaming • Join the Zoom webinar: https://ZoomRegular.Cityofvallejo.net

This AGENDA contains a brief general descr iption of each item to be considered. The posting of the recommended actions does not indicate what action may be taken. If comments come to the City Council without prior notice and are not listed on the AGENDA, no specific answers or response should be expected at this meeting per State law.

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
8:30 A.M. – 4:00 P.M.

CAL MARITIME
DINING CENTER–
COMPASS ROOM (3rd Floor)
200 Maritime Academy Drive, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON OR

REMOTELY VIA ZOOM

APRIL 14, 2023

MAYOR
Robert H. McConnell

CITY COUNCIL
Vice Mayor, Rozzana Verder-
Aliga, EdD
Tina Arriola
Peter Bregenzer
Mina Loera-Diaz
Diosdado “J.R.” Matulac
Charles Palmares

Page 832 of 936 ends

Notice of Availability of Public Records: All public records relating to an open session item, which are not exempt from dis closure pursuant to the Public Records Act, that are distributed to a majority of the Ci ty Council will be available for public inspection at the City Clerk’s Office, 555 Santa Clara Street, Vallejo, CA at the same time that the public records are distributed or made available to the City Council. Such documents may also be available on the City of Vallejo website s ubject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (707) 648-4527, TDD (707) 649-3562.

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.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

4. AGENDA REVIEW

5. COUNCIL GOAL SETTING DISCUSSION

6. WRAP UP

7. ADJOURNMENT @ 4:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Dated: Monday, April 4, 2022

Robert H. McConnell, Mayor

Page 833 of 936 ends

Dated: Thursday, April 6, 2023

Dawn G. Abrahamson, City Clerk

Page 834 of 936 ends

CITY COUNCIL GOALS
2022 | 2023

VALLEJO

Page 835 of 936 ends

MIKE MALONE
City Manager

VERONICA NEBB
City Attorney

GILLIAN HAYES
Assistant City Manager

TERRANCE DAVIS
Assistant City Manager

DAWN ABRAHAMSON
City Clerk

REKHA NAYAR
Finance Director

RACHEL FERGUSON
Human Resources Director

JASON TA
Interim Police Chief

KYLE LONG
Fire Chief

NAVEED ASHRAF
Chief Innovation Officer

MELISSA TIGBAO
Public Works Director

BETH SCHOENBERGER
Water Director

CHRISTINA RATCLIFFE
Planning & Development
Services Director

ROBERT MCCONNELL
Mayor

ROZZANA VERDER-ALIGA
Vice Mayor, Distrcit 1

PIPPIN DEW
Council Member | At-Large District 1

MINA LOERA-DIAZ
Council Member | District 3

KATY MIESSNER
Council Member | At-LargeDistrict 4

HAKEEM BROWN
Council Member | At-Large District 5

CRISTINA ARRIOLA
Council Member | District 6
SEATED JANUARY 2023
DIOSDADO " JR" MATULAC
Council Member | District 2

CHARLES PALMARES
Council Member | District 4

PETER BREGENZER
Council Member | District 5

Page 836 of 936 ends

3 2022 | 2023
Table of
Contents
City Council Priority [Goal] Setting 4
Vallejo By The Numbers 5
Multi-Year Goals 7
Single-Year Goals 15
Accomplishments 22

Page 837 of 936 ends

4 CITY COUNCIL GOALS
City Council Priority [Goal] Setting
The establishment of City Council goals is critical
for the organization and community to determine
priorities, focus and vision for the community’s
future.

Vallejo City Council Goal Setting is a special
meeting held annually, which provides an
opportunity for the City Council to set a vision
for the City, adopt goals to reflect that vision,
and guide decision-making at all levels of City
government.

The goal-setting process builds Council consensus
on policies and projects that impact City residents,
businesses and the community as a whole. The
City Manager uses the City Council’s goals to set
priorities, direct work activities, and allocate
staffing and financial resources.

City Council Goal Setting took place on April 11, 2022 at California State University Maritime Academy (CalMaritime). The event was facilitated by Christine Butterfield & John Bramble of Management Partners, a local government consulting firm (now part of Baker Tilly).

The upcoming 2022-2023 City Council Goal Setting event will be April 14, 2023, once again hosted at CalMaritime.

Page 838 of 936 ends

5 2022 | 2023
The City of Vallejo is located in Northern Califor-
nia, 30 miles northeast of San Francisco, 60 miles
southwest of Sacramento, 70 miles north of Silicon
Valley, and 385 miles north of Los Angeles.

Vallejo is the largest city in Solano County and the
tenth most populous city in the San Francisco Bay
Area, with approximately 122,000 residents.

We are home to the first naval base on the West
Coast, Mare Island, and several well-acclaimed
higher-education campuses, Touro University, a
private non-profit health professions graduate
school; the California State University Maritime
Academy, the only maritime academy on the West
Coast; and the Vallejo Center campus of Solano
County Community College.

Vallejo is also emerging as a commuter hub, as it is
home to the busiest Ferry terminal in the Bay Area,
with more than 1.2 million riders a year.

The direct high-speed ferry connects Vallejo to
downtown San Francisco and SF BART stations
that connect riders to various cities in the greater
Bay Area. As one of the last affordable cities in the
Bay Area to invest in a home or business, Vallejo
is a prime location for families and businesses to
thrive.

Vallejo By the
Numbers

DIVERSITY

TOP BUSINESS SECTORS
• Manufacturing/Trade
• Tourism
• Education
• Healthcare

MAJOR EMPLOYERS
• Kaiser Permanente
• Six Flags theme park
• Sutter Health
• Touro University
• Factory OS
• Alstom

WALKABILITY SCORE
46 - Vallejo is currently a vehicle-dependent city
Data source: US Census Bureau 2020 quick facts

Page 839 of 936 ends

V allejo is home
to one of the last
undeveloped
waterfronts in
California.
6 CITY COUNCIL GOALS
''
''

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7 2022 | 2023
Multi-Y ear
Goals
Economic Development Strategies
Affordable Housing
Police Reform
Youth Programming

Page 841 of 936 ends

8 CITY COUNCIL GOALS
Economic Development

ROADS AND INFRASTRUCTURE
• Ballot Measure Tax initiative (Measure P) passed and will provide funding toward this goal.
• Federal ARPA funding was awarded for infrastructure
improvements.
• Staff to return to Council with a spending strategy.
• Staff to pursue pavement manager through public private partnership (P3), with anticipated construction starting in 2024.

WHAT DOES SUCCESS LOOK LIKE?
Funding for improvements & maintenance secured. Improvements made to maintain and improve the Pavement Condition rating in the City.

ECONOMIC STRATEGIC PLAN
• A consultant was selected to begin the plan and has gathered Council member and staff input.
• The consultant is holding community meetings to solicit input on Economic Development strategies and ideas for how the Vallejo community wants to see it grow (Q1 of 2023).
• The consultant will begin the drafting stage of the plan once all input is gathered. Draft Plan is expected in Q4 of 2023 for public review and input prior to Council consideration.

This 5-year road map will help us build the Vallejo that the Community wants to see over the next 5-10 years.

WHAT DOES SUCCESS LOOK LIKE?
Adoption of a clear, effective and market-tested plan that includes significant community input.

Economic development is a critical
function that drives economic growth,
creating new job opportunities and
fostering an improved quality of life for
a community.

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9 2022 | 2023

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10 CITY COUNCIL GOALS

SPECIFIC PLANS
Staff is working on multiple specific
plans to encourage relevant
development in strategic economic
development centers. Specific plans
will establish a vision and policies
for each of the areas and will work
on various community outreach,
disposition of public land, and
technical elements of each Specific
Plan to ensure the final outcome
is achievable and reflective of the
community vision and market
dynamics.

MARE ISLAND SPECIFIC PLAN
• The Mare Island Specific Plan
outreach and input meetings
began in 2022.
• Three town hall meetings
were completed with more
opportunities for public
comment going forward.
• The Draft Specific Plan to be
submitted Q2 2023.

WATERFRONT AND DOWNTOWN

SPECIFIC PLANS
• Funding identified December
2022.
• Council allocated American
Rescue Plan Act funding.
• RFP for consulting to be issued
Q2 2023.

WHAT DOES SUCCESS LOOK LIKE?
Adoption of specific plans with robust
community engagement for Mare
Island, the Waterfront & Downtown,
that create clear paths forward for
focusing development efforts within
these key opportunity areas.

SOLANO 360
• Coordinating with the County on
opportunities for development in
this area. Solano 360 is currently
on hold for Solano County to
engage in negotiations with the
developer.
• The City expects the County will
have Entitlements submitted to
the City by December 2023.

WHAT DOES SUCCESS LOOK LIKE?
Coordination with Solano County to
bring an acceptable project forward.

Developer timelines for the area. Safe,
vibrant multi-use development that
provides revenue for the City going
forward.

CONNELLY CORRIDOR
• Phase 1 of the North Mare Island
DDA requires Connelly Corridor
to be built within 60 months of
closing.
• The first phase of Connelly
Corridor is expected to be
submitted by the developer in Q3
of 2023.

Overall, the project is a 3-acre major
mixed-use commercial development
to include: 45,000 sq.ft. of retail; 29,000
sq.ft. of office space; 194,000 sq.ft.
of open space; 373 multifamily and
townhome units; an up to 200-room
hotel.

WHAT DOES SUCCESS LOOK LIKE?
Development of the area with a
positive mix of above business
locations and amenities to provide
for an exciting, vibrant location for
residents, businesses and visitors alike.

Page 844 of 936 ends

11 2022 | 2023
Affordable Housing
According to the federal
government, housing is
“affordable” if it costs no more
than 30% of the monthly
household income for housing
costs (HOA dues, rent, utilities,
etc.) Most affordable housing
developments are built for
families and individuals with
incomes of 80% or less than of
the Area Median Income (AMI).

Much like every city in the Bay
Area, Vallejo is lacking affordable
housing inventory.

To address this issue, the City of
Vallejo is actively pursuing the
following projects:

INCLUSIONARY HOUSING

ORDINANCE
Inclusionary Housing (or zoning)
are policies that require a share
of new housing development
to be affordable to low- or
moderate- income households.
• The Request for Proposals
In California, 36% of homeowners and 48% of renters spend more than one third of their household income on housing. For the 32% of working renters who spend over half their income on housing, they’re forced every day to choose between other necessities such as food, clothing, transportation, and medical care.

In order to afford the fair market rent for a two-bedroom apartment (an average of $1,354 per month) – without paying more than 30% of income on housing – a household must earn $4,514 monthly or $54,168 annually. That’s the equivalent of 3.3 minimum wage jobs! Source: California Housing Consortium

Page 845 of 936 ends

12 CITY COUNCIL GOALS
for the Consultant to do the fee analysis will be
completed in Q1 2023.
• Next steps will be drafting the Ordinance with
applicable market information and soliciting
public input on the draft Ordinance.

WHAT DOES SUCCESS LOOK LIKE?
The Request for Proposals for the Consultant to do
the fee analysis will be completed in Q1 2023.

Next steps will be drafting the Ordinance with
applicable market information and soliciting
public input on the draft Ordinance.

HOUSING ELEMENT UPDATE
The Request for Proposals for the Consultant to do
the fee analysis will be completed in Q1 2023.

Next steps will be drafting the Ordinance with
applicable market information and soliciting
public input on the draft Ordinance.
• The Housing Element Administrative Draft Plan
was provided to the City for review in February
2023.
• The public Draft Plan is expected to be
released in March with public workshops, a
hearing at the Planning Commission level, and
City Council consideration expected in May of
2023.

This important plan will guide residential
development in the City through land use zoning.

WHAT DOES SUCCESS LOOK LIKE?
The Housing Element is adopted and certified
by the California Housing and Community
Development Department.

INCREASE HOUSING VOUCHER UTILIZATION RATE
The City of Vallejo’s Housing & Community
Development Division operates the Housing
Choice Voucher program, which provides a rental
subsidy to low-income families, individuals,
the elderly, and the disabled. The Housing
Choice Voucher Program is a federally funded
government program. Families are issued
vouchers to find suitable housing, then vouchers
are provided to local landlords on behalf of
participants. *
• The waitlist of individuals waiting to receive
vouchers was exhausted Q4 2022, with the last
pull in December.
• The waitlist is expected to be open to new
applicants by Q2 2023.
• An RFP is going out Q1 2023 to solicit
responses from developers/developments.

WHAT DOES SUCCESS LOOK LIKE?
Increased utilization rate for vouchers. Backlog
of individuals and families waiting for eligibility is
processed/exhausted and the waitlist is reopened.

Successfully awarding Project Based Vouchers
(PBVs) to developments.
*Source: HUD
Average number of Section-8
Vouchers utilized (2022): 1474

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13 2022 | 2023
Police Reform
Police reform aims to transform
the values, culture, policies and
practices of police organizations so
that police can perform their duties
with respect for democratic values,
human rights and the rule of law.

The City and its police department
are advancing their efforts in
achieving police reform with the
following projects:

OIR GROUP RECOMMENDATIONS
• A four-member team, headed
by a Police Captain, was
created to craft and implement
the the 45 actions to address
compliance measures
outlined in the OIR report and
Department of Justice (DOJ)
recommendations.
• The task force has made
significant strides on this
important work and expects
to complete this task by the
DOJ recommended completion
date.

WHAT DOES SUCCESS LOOK LIKE?
• Completing all 45 compliance
measures from the DOJ.
• Reductions in use of
force incidents; reduced
litigation costs; increased
positive interactions and a
strengthening relationship with
the community.

COMMUNITY POLICE OVERSIGHT

AND ACCOUNTABILITY

COMMISSION
• The Police Oversight and
Accountability Ordinance was
adopted in 2022.
• The City is in “Meet and Confer”
discussions with the Vallejo
Police Officer’s Association
(VPOA) regarding this item.

WHAT DOES SUCCESS LOOK LIKE?
Model Adopted. Commission
seated and operating.

SURVEILLANCE

ADVISORY BOARD
• Councilmembers appointed
representatives from their
districts. The board has been
seated, is meeting, and making
policy recommendations as
appropriate.

WHAT DOES SUCCESS LOOK LIKE?
Advisory Board seated and
operating.

NEW VALLEJO POLICE

DEPARTMENT HEADQUARTERS
• Community outreach meetings
were held; results were
presented to City Council
for review; City Council has
provided feedback to City staff
as to a Council approved site.

WHAT DOES SUCCESS LOOK LIKE?
New PD headquarters is financed.

Building location decided.

Construction set to begin.

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14 CITY COUNCIL GOALS
Y outh Programming
As a response to the lack
of youth opportunities
and connections to
opportunities for youth
in the City of Vallejo,
Council’s long-time
goal of hiring a youth
coordinator came to
fruition at the end of Q4
(November 2022). The City's Youth Coordinator has
actively begun working on youth programming
for the City and is addressing gaps in youth
opportunities and services in the City.

Some of the first stages of youth initiatives are as
follows:

DEVELOPMENT OF A YOUTH INITIATIVES PLAN
• Ongoing meetings with identified stakeholders
such as VCUSD board/staff (2 x 2 Meetings and
more), GVRD ( for Vallejo Weekly postings and
more), local schools/colleges, county resources,
local non-profits, community stakeholders, etc.
• Staff held stakeholder meetings and identified
emerging themes including: Youth Safety;
Mental Health; Literacy and Educational
Achievement; availability of Sports/Sports
Center(s); Mentorships, Internships & Career
Pathways for local youth.
• RFP for city-wide Youth Needs Assessment and
Strategic Planning Services is currently under
review by staff, with an expected release date
in Q1 2023 to solicit a
consultant to provide
support.
• Ongoing
identification of current
programming, and
programming available
outside of Vallejo. Once
staff have data from our
needs assessment, they will create a strategic
plan for youth needs and services and can
align future programming to the plan going
forward.

WHAT DOES SUCCESS LOOK LIKE?
Comprehensive engagement of youth in the
community.

EARLY LEARNING CENTER
• Council approved allocating $160,000 from
General Fund (Youth Funding) and $450,000
from incoming ARPA dollars to First 5 Solano
to help with updating and opening the Early
Learning Center in Vallejo.
• While there have been some delays to the
project due to supply-chain issues, the project
is still moving forward.

WHAT DOES SUCCESS LOOK LIKE?
The Early Learning Center successfully opens and
provides support to Vallejo residents.

Page 848 of 936 ends

15 2022 | 2023
Single-Y ear
Goals
Economic Development Strategies

Page 849 of 936 ends

SEKA HILLS

AGREEMENT

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Develop & negotiate lease
agreements
• Entitlements
• Construction
PROGRESS TOWARD GOAL :
• Lease negotiated
and executed for
redevelopment of the
old dentist office and the
Waterfront History Park.
• Entitlements phase
expected 2024.

NEXT STEPS:
• Discretionary land use
entitlements
• Public Input
• Construction

WHAT DOES SUCCESS LOOK
LIKE?
Project area built out –
including the Waterfront
History Park area.

The Proposed two-story building, will feature
a high-end restaurant, along with wine and
olive oil tastings, on the city’s waterfront.
16 CITY COUNCIL GOALS
Seka Hills

Page 850 of 936 ends

Photo: Tammy Liu
17 2022 | 2023
Blue Rock Springs

BLUE ROCK AGREEMENT

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Identify and partner with purchaser
• Develop & negotiate agreements
• Work with developer on their vision
for the property moving forward
PROGRESS TOWARD GOAL:
• Negotiations with Syar and
a Settlement Agreement was
completed to facilitate transfer
of the Golf Course for future
development.
• Ownership transfer completed
December 2022 - Blue Rock Golf
Course was sold to Lewis Homes
for a redevelopment of residential
and retail components as well as an
updated public golf course and club
house.

NEXT STEPS:
• Develop agreements
• Discretionary land use entitlements
• Public Input
• Construction
WHAT DOES SUCCESS LOOK LIKE?
Project area built out, providing
new housing opportunities and
improvements to the remaining Golf
Course property area.

Page 851 of 936 ends

18 CITY COUNCIL GOALS
Northern Waterfront DDA

WATERFRONT

DEVELOPMENT

AGREEMENTS

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Identify and partner with
purchaser
• Work with developer(s) on their
vision for the property moving
forward
PROGRESS TOWARD GOAL :
• Northern Waterfront DA expired
December 2022.
• Central Waterfront area’s Seka
Hills lease signed December
2023.
• Southern Waterfront area
remediation and restoration by
PG&E expected to be completed
2023-2024.

NEXT STEPS:
• Request for Proposals for the
updated Waterfront Specific
Plan
• Public Input
• Development & Construction
WHAT DOES SUCCESS LOOK LIKE?
Agreements in place for the project
area. Ultimately, the build out of
the zones along the Waterfront to
provide residential, business and
open space improvements.

Page 852 of 936 ends

19 2022 | 2023
Broadband

CITYWIDE BROADBAND PROJECT
Municipal broadband helps generate competition within the market and benefit a range of individuals, businesses, and organizations. The City of Vallejo is expanding broadband infrastructure and access in the community. The overall project goal is to extend fiber to the schools, anchor
businesses, lateral buildouts for businesses, and bring fiber to new developments coming to the City.

Additionally, staff are looking at ways to provide WIFI access in public gathering places like the waterfront, city parks, and the downtown. Building our broadband infrastructure will also allow the City to provide low- or no-cost WIFI access to our underserved communities.

IDENTIFIED IMPLEMENTATION ACTIONS:
• Develop and issue RFP; seek input & select a vendor
• Develop ‘Dig Once’ ordinance
• Advertise program
PROGRESS TOWARD GOAL:
• The Broadband Digital & Equity Strategy was adopted by the City Council in May 2022.
• RFP Process to select a new ISP vendor was completed
in August 2022 with a contract in place with Smart Fiber Network to manage the fiber plant and ISP contract.
• City staff applied and is applying for several grant
opportunities to support this project moving forward.
• ARPA dollars for this project are expected to be spent on improvements by Q1 2023.

NEXT STEPS:
• Continue pursuit of further grant opportunities
• Design and build contracts
• Construction
WHAT DOES SUCCESS LOOK LIKE?
City expansion of municipal broadband network, and an
increase in customers served. Reaching and supplying
service to underserved areas.

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20 CITY COUNCIL GOALS

BUILDING CODE COMPLIANCE

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Relocate Code Enforcement
• Hire & train additional staff
• Inventory code violations
• Outreach/educate the public
PROGRESS TOWARDS GOAL:
• Code Enforcement (CE) Division
has moved into City Hall and
is now consolidated under the
Planning and Development
Services Department.
• Staff recruiting for: CE Manager;
Accounting Clerk; Secretary;
and three CE Officers.
• Training in February/March for:

Assessment of Code; Processes;
Updates, etc.
• City Attorney’s Office;
Police Department; Public
Works; Code Enforcement;
& Unhoused Coordinator
working collaboratively on
a pilot program to separate
the City into 12 Zones, and
blanket/focus cleanups
and enforcement efforts
geographically to maximize
results for staff effort and show
positive improvements.

WHAT DOES SUCCESS LOOK LIKE?
Code Enforcement Division
staffed and up to speed. Increased
revenue generation; fewer
complaints; cleaner streets; civic
pride.

SURPLUS LANDS PROPERTY

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Create list of potential
surplus land development
sites
• Develop & issue RFPs
• Select developers
• Work toward agreements &
construction
PROGRESS TOWARD GOAL:
• Adopted 3 sites no longer
needed for City use onto the
Surplus Land List.
• Notice of Availability for
interested parties will be
released in Quarter 2 of
2023.

WHAT DOES SUCCESS LOOK
LIKE?
Development plans for existing
underutilized and/or surplus
City properties, construction
and use of those spaces.

ECONOMIC DEVELOPMENT

GRANT DEPLOYMENT
• Micro Grants - $440,000 in
ARPA funds were awarded
as small business grants to
81 local businesses.
• Restaurant Resiliency -
$100,000 in grant funding
was awarded to 22
participating restaurants.
• Arts Commission - $90,000
distributed to 11 arts and
culture non-profits.

ADDITIONAL Single-Y ear Goals

Page 854 of 936 ends

Safe. Prosperous.

Vibrant. V allejo.
21 2022 | 2023
'' ''

Page 855 of 936 ends

22 CITY COUNCIL GOALS

BEAUTIFICATION & OUTDOOR SPACE

IMPROVEMENT
• Picked up 560 tons of illegal garbage from July
2022 through January 2023.
• Ran a successful Free Dump Day event,
collecting 76.85 tons of general refuse; 13.08
tons of metal; 4.53 tons of E-Waste; 583 tires; 63
mattresses.
• Oversaw 56 community clean-up events,
worked by local volunteers and sponsored by
local organizations.
• Received a Clean CA Grant award of $4.7M for
Lake Dalwigk Park improvements.
• Completed the design phase of the Bay Trail/
Vine Trail Gap Closure Project, and received
Caltrans approvals and Encroachment permits
to move the Bay/Vine Trail project forward.
• Were awarded $367,000 from ABAG for the
Vallejo Bluff Trail in south Vallejo.
• Began construction of the Hiddenbrooke Entry
Parkway Project.

FIRE / EMERGENCY MEDICAL SERVICES
• Responded to 11,238 calls for Fire Department
service: 560 fire calls; 7,773 Emergency Medical
Service (EMS) calls.
• Successfully completed the Fire Academy for
seven Firefighters, funded by a SAFER Grant
with zero cost-match requirement.
• Onboarded 10 new firefighters to start the Fire
Academy in April 2023 (estimated graduation
August 2023).

GOVERNMENT FINANCE
• Secured over $25M of Federal ARPA dollars
to address/support local City projects, goals,
partners, and residents.
• Processed and issued payment for 3,685
invoices totaling $39,238,212.32 since July
1, 2022, auditing each for accuracy and
adherence to the City’s Purchasing Policy.
• Processed 1,920 new customer applications
since July 1, 2022 and provided excellent and
timely customer service to the City’s 37,000+
Water Customers, fielding close to 1,000 calls
per month.
• Completed another successful annual
independent audit, with unmodified audit
opinion and clean audit report for the 11th
consecutive year.
• Received distinguished GFOA Awards:

Certificate of Achievement for Excellence in
Financial Reporting for the 9th consecutive
year; Distinguished Budget award for FY 2022-
23 for the 7th consecutive year; Outstanding
Achievement in Popular Annual Financial
Reporting (PAFR) for the 6th consecutive year.
• Received the California Society of Municipal
Finance Officers (CSMFO) Operating Budget
Excellence Award for the City’s Fiscal year 2022-
2023 Adopted budget, for our 7th consecutive
year.
2022 Accomplishments

Page 856 of 936 ends

23 2022 | 2023
2022 Accomplishments
INFRASTRUCTURE: STREETS
• Repaired over 1,200 potholes in the last 12
months.
• Paved 8 different street segments.
• Completed the Sacramento Street Bridge Project,
replacing the steel bridge with a new cast-in-
place concrete bridge.
• Made significant progress on the Sacramento
Street Road Diet Project for bike lanes, signage
and striping, pavement rehabilitation, ADA curb
ramps.

WATER INFRASTRUCTURE & SERVICE DELIVERY
• Implemented $500,000 grant award from
Solano County’s ARPA funds for water system
improvement and water supply feasibility
studies.
• Continue to dedicate water revenue bond funds
to upgrade and repair water infrastructure.
• Replaced 2,000 linear feet of the Gordon Valley
watermain.
• Completed approximately 154 main break and
service break repairs.
• Replaced the largest pump in the Vallejo drinking
water system (pumps 10,000 gallons per minute).
• Overhauled the largest high-voltage transformer
in the Vallejo drinking water system.
• Inspected, cleaned and repaired 28,000 water
meter boxes in preparation for citywide meter
replacement anticipated in 2023
• Responded to a dramatic increase in reported
drought-related water waste reports (data
gathering in process).

LEGAL + RISK MANAGEMENT ACTIVITIES
• Settled or resolved 11 litigation cases against
the City.
• Filed 6 new nuisance-related cases, settled 5
cases with costs awarded.
• Participated in 19 clean-ups and abatement of
VMC violations, and recovered delinquent taxes
and penalties owed to the City.
• Closed and/or settled 45 workers’
compensation claims.
• Received, investigated and responded to 94
new liability claims from 3rd parties, achieving
significant savings in negotiation and
settlement process. Settled 33 liability claims
for a total of $101,291.76.  Closed or rejected 67
claims with no payments made.
• Conducted 66 comprehensive field
investigations of incidents for which liability
claims were received.
• Conducted 3 Hazmat inspections at different
Water Department facilities and plants.
• Organized and held 8 Safety Committee and 6
tailgate safety meetings.
2022 Accomplishments

PUBLIC SAFETY
• Attended town hall meetings and public
outreach events to receive feedback from the
community, build public trust, and collaborate
on solutions tailored to Valljoans’ concerns.
• Conducted multiple high visibility activities to
address prostitution activities with additional
plans for the new program.
• Started reworking tow-company contracts
to better address future abandoned vehicle
issues citywide.
• Set aside ARPA funding for: addressing
garbage/illegal dumping; vandalism & graffiti.
• Increased patrols to problem areas and began
increasing foot and vehicle patrols to affected
businesses.
• Set aside $100,000 at mid-year to address
downtown area security concerns in
partnership with local business groups.

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24 CITY COUNCIL GOALS
PARTNERSHIPS WITH NGO’S, NON-PROFITS &

VOLUNTEER NETWORKS
• Distributed a total of $303K of Council
Discretionary Funds to over 30 Vallejo-based
non-profit organizations.
• Launched our first non-profit capacity-building
networking event, attended by representatives
from 63 different organizations, in partnership
with Solano Community Foundation and the
Solano Economic Development Corporation.
• Collected more dedicated volunteer’s names for
the City’s volunteer list, which now includes over
945 registered volunteers (a 25% increase over
prior year).
• Made significant progress toward reinvigorating
our City’s Community Emergency Response
Team (CERT) Program.
• Reestablished of the City of Vallejo and Vallejo
City Unified School District 2x2 Committee.

POLICIES, TRANSPARENCY , & COMPLIANCE
• Processed 1,372 Public Records Act requests
and closed 1,358 of the requests submitted in
2022.
• Administered the election process for the
November 2022 General Municipal Election for
Councilmember seats in Districts 2, 4 and 5 and
Measure P .
• Completed the public outreach, drafting and
adoption of the Police Accountability and
Oversight Ordinance.
• Designed, published and implemented an
Extreme Weather Center policy.

SUPPORTED DEVELOPMENT
• Issued over 2,000 building permits (July 1 to
December 31) for local projects totaling over
$100M in project value.
• Completed over 5,600 building inspections.
• Implemented a disposition and development
agreement for Mare Island.
• Transferred 125 acres of land at North Mare
Island to the Mare Island Company.
• Hired a consultant and managed development
of the ED Strategic Plan Update.
• Sold a portion of the Blue Rock Springs golf
course to a developer to raise funding for
the golf course modernization and add new
housing supply to Vallejo.
• Completed a ground lease with Yocha Dehe
tribe for development of a tourism center and
public park at the Central Waterfront.

COMMUNITY SUPPORT & SPECIAL EVENTS
• Revised and improved the special events
permitting process.
• Collaborated on and supported 3 large scale
community events: the Mad Hatter Holiday
Festival; Waterfront Weekend; July 4th
Celebration; and multiple smaller community-
based events, holidays and festivals/celebrations.
• Established regular presence at the local Farmers
Market - tabled 11 markets in 2023
• Opened 16 Warming Centers during extreme
weather events to provide shelter for individuals
facing hardship.
2022 Accomplishments

Page 858 of 936 ends

25 2022 | 2023

TECHNOLOGY & DATA
• Launched a new Electronic Document
Management Archival System to the public
through an online portal that allows members
of the public to search and access city council
agenda packets, meeting minutes, resolutions,
and ordinances.
• Upgraded the City Council chambers with
new closed-captioning and multi-language
translation equipment, as well as a new public
comment queuing system.
• Replaced the city’s central permitting center
software.
• Launched a new, exciting HR Performance
Management tool.
• Rolled out a new Grant Management System.
• Installed the new Tone Alert system for 7 Fire
Stations.
• Made significant strides in advancing the City’s
broadband fiber network.
• Made significant progress in updating the City’s
Enterprise Resource Planning (ERP) software,
upgrading from an aged software platform/
system. Expected testing and migration to the
new software will begin Q2 2023.

WORKPLACE ENVIRONMENT , SAFETY , & STAFFING
• Successfully onboarded 28 new employees &
hired on 11 temporary employees to support
city-wide departments support since August of
2022.
• Resolved 458 HR/Helpdesk Tickets in the last 3
months with only 6% of those tickets needing
additional follow-up research.
• Improved or developed much needed training
manuals and materials, as well as online training
modules for City employees.
• Rolled out the City’s new Telecommute policy to
employees to allow some staff the opportunity to
work from home/offsite, and to stay competitive
with the evolving labor market.
• Updated the City’s “Return to Work” program
applicable to employees who sustain industrial
injuries and are off work.
• Updated and enhanced the Emergency
Evacuation Plan for City Hall.
2022 Accomplishments

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CITY OF VALLEJO
555 SANTA CLARA STREET
VALLEJO, CA 94590
CITYOFVALLEJO.NET

Page 860 of 936 ends

PUBLIC COMMENT: Members of the Public may provide public comments during the City Council Meeting in person only.

Notice of Availability of Public Records: All public records relating to an open session item, which are not exempt from dis closure pursuant to the Public Records Act, that are distributed to a majority of the City Council will be available for public inspe ction at the City Clerk’s Office, 555 Santa Clara Street, Vallejo, CA at the same time that the public records are distributed or made ava ilable to the City Council. Such documents may also be available on the City of Vallejo website subject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (707) 648-4527, TDD (707) 649-3562.

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 consideration of that item, in person only. No other items may be discussed at this special meeting.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

3. PUBLIC COMMENT REGARDING COUNCIL/SENIOR STAFF TEAM BUILDING

WORKSHOP
NOTICE: Members of the public wishing to address the Council on this workshop may do so in person by submitting a completed speaker’s card to the City Clerk Each speaker is limited to three minutes or as approved by the City Council.

4. AGENDA REVIEW

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
9:00 A.M. – 3:00 P.M.

FILIPINO COMMUNITY CENTER
611 Amador Street, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON
ONLY

MARCH 18, 2024

MAYOR
Robert H. McConnell

CITY COUNCIL
Vice Mayor, Mina Loera-Diaz
Tina Arriola
Peter Bregenzer
Diosdado “J.R.” Matulac
Charles Palmares
Rozzana Verder-Aliga, EdD

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5. TEAM BUILDING WORKSHOP

6. WRAP UP

7. ADJOURNMENT @ 3:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Dated: Wednesday, March 13, 2024

Robert H. McConnell, Mayor

I, Dawn Abrahamson, City Clerk do hereby certify that I have caused a true copy of the above notice and agenda to be delivere d to each of the members of the Vallejo City Council, 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 2:45 p.m., Wednesday, March 13, 2024.

Dated: Wednesday, March 13, 2024

Dawn G. Abrahamson, City Clerk

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445 S. Figueroa St reet, Suite 1925, Los Angeles, CA 90071

www.raftelis.com

CITY OF VALLEJO

COUNCIL-SENIOR STAFF TEAMBUILDING WORKSHOP
March 18, 2024
9 am to 3 pm
Filipino Community Center
611 Amador Street, Vallejo

Workshop Objectives:
• Hear and understand Council’s interests and staff perspectives • Strengthen teamwork with Council and staff to achieve the community’s interests • Share visions for Vallejo’s future

AGENDA

• Welcome and call to order – Mayor Robert McConnell
• Public comments
• Comments from the City Manager
• Review today’s objectives and agenda
• Icebreaker
• Visioning together
• Teambuilding
o Council – senior staff
o Teamwork within Council
• Challenges and fundamental service delivery issues
• Getting to success
• Wrap up

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Vallejo City CouncilSeptember 23, 2025

Vallejo City Council
September 23, 2025