Vallejo City Council
September 23, 2025

3/3/24
City of VallejoCity Council – Senior Staff WorkshopMarch 18, 2024Filipino Community Center611 Amador Street, Vallejo Updated 3-3-24
1 Welcome by Mayor Robert McConnell
2 2

3/3/24
Public Comments
3 3
Opening Comments from City Manager Mike Malone
We appreciate the Council consensus to maintain the course with existing goals and priorities – it will keep momentum going Council/staff teamwork is how results are achieved
Opportunity for dialogue between the Council and senior staff about vision and challenges 4 “When everything is a priority, nothing is.”Karen Martin, The Outstanding Organization 4

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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 future5 5 Agenda
6 •Icebreaker•Visioning together•Teambuilding oCouncil and senior staffoTeamwork within Council•Challenges and fundamental service delivery issues•Getting to success•Wrap up 6

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Guidelines for Our Time Together
Listen to understand each other’s points of view
1Seek consensus on a limited number of priorities
2Assume good intent of all participants
3Learn something new today
4Engage in constructive dialogue
5 7
Bike RackThings to discuss at another time will be tracked separatelyTime management tool 8

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Icebreaker
9 Get to Know You BINGO
10

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Talk to as many people as you can to fill in the squaresWhen you have any of these 5 across
5 down5 diagonal
Call Out BINGO*but keep filling in the squares11
Desire open dialogue with staff and other Councilmembers Want to understand impediments
Hopes for the workshopDesire for alignment between Council and staff and staying on track Convey critical needs and resource limitations
Convey staffs’ professionalism and desire to do well
Keep focused on what we’ve already started
Build trust between Council and senior staff
Want staff to speak up and not just say yes
From CouncilmembersFrom Senior Staff
12

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Visioning Together
13 10 Years From Now
14 1.What is true today about Vallejo that you hope will still be true in 10 years? 2.What is not true today about Vallejo that you hope will be true in 10 years? 1 or 2 sticky notes per question
14

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Share our hopes for Vallejo
Themes
15 To make progress for Vallejo, solid teamwork between Council and staff is needed 16 16

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Teamwork

1. What are the key attributes of a healthy and effective Council - senior staff team?2. Why is it important to have this type of team?Small Groups Discuss17 Share Our Insights
18

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Key Attributes of an Effective Council – Senior Staff Team Institute for Local Government
Trust•High level of trust and flexibility. •Assume radical good intent.•Authentic dialogue.•Positive governance culture.

Respect•Maintain respectful relationships in and out of Council meetings. •Treat others as you would wish them to treat you.•Respect roles and responsibilities.•Follow norms, protocols and policies.

Collaboration•Find common ground.•Work together for the benefit and well being of the community.•Engage in mutual problem solving.•Being prepared for meetings.•Unity of purpose.

Understanding•Value the differences that each person brings. •Be mindful of how our words will be received and the respectfulness of how we speak to each other.•Know the foundations of good government systems and services. 19 Workforce Stability is Supported by a Healthy Council – Senior Staff Team Positive organization culture (council, management, all) Clear set of achievable priorities and a work plan that is followed Clear roles that are adhered toA sense of confidence in the future 20

3/3/24
People want to stay, but will leave…
More compensation (for the same or less work)
Promotion in another organization
Feeling undervalued or disrespected
Burnout, stress
Poor work environment
Worry about the future of the organization
Personal or family reasons
21 182 Unfilled Positions*
Human Resources: 5Fire: 11Police: 73Water: 41Planning and Development: 17Economic Development: 1Housing and Community Development: 5Public Works: 17Finance: 9Risk Management: 1City Attorney: 2 *As of January 22, 2024
22

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What do the Council and senior staff need from each other to best succeed? What does the Council need from the senior staff?
What do senior staff need from the Council?
What do both the Council and senior staff need for success? What strategies promote open communication and constructive dialogue? 23 Large Group Discussion
What themes emerged?•What Council can do?•What senior staff can do?•Steps for open communications?How to move forward?•Agreement on new or enhanced practices for success of the team 24

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Teamwork Within the Council
At our Council meetings – what works particularly well? What feedback would Councilmembers like to offer the Mayor? What feedback or questions does the Mayor have for members of Council? 25 A person who feels appreciated will always do more than what is expected.Amy Rees AndersonEntrepreneur, Speaker, AuthorManaging Partner, Rees Capital26 26

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Lunch27
Change Seats
28

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Challenges and Fundamental Service Delivery Issues
29 Much of What the City Does is Unseen
30

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Core Services – Focus on the Fundamentals
31 Bottom layers must be met first – they are the foundation31 City staff must also implement multiple plans
32

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Increasing costs, insufficient revenues
Aging infrastructure
Vacancies, recruitment, retention
Public trust and incivility
Meeting basic City service needs
Partnership of Council and staff
33 Some Key Challenges
33 Small Group Discussion
What core service and organizational challenges are we facing? 1What are some potential consequences of not addressing them? 2What action steps will be needed?
3 34

3/3/24
Report Outs
35 Getting to Success•Respect the ongoing work of City departments as the day-to-day operations must be well managed – and that takes time•Have a collaborative, trusting relationship between the City Council and staff – it’s a two-way street•Focus on agreed priorities36 We can't do everythingBut we can do some things very well (if we focus) 36

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“Big Rocks” Approach to Accomplishing Priorities
Don’t fill up the bucket with so many small rocks that there isn’t room for the big ones 1Put the big rocks in first
2Save room for emergencies and unexpected requirements – only add “small rocks” when clear capacity is there - be realistic 3 Stephen Covey, 7 Habits of Highly Effective People37
Success Takes Focus and Support38
Focus•Do not take staff time away from essential work by adding new requests Full Council Support•Once decisions are made, support them and the implementation involved 38

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Best Practice Criteria for Adding Initiatives and Projects Mid-Year39 Emergency (natural disaster, pandemic, civil unrest)New outside funding opportunity that is time sensitive New multi-agency opportunity that cannot be delayedCommunity safety issue that must be addressed in near term Changes in laws or mandates
39 The Discipline is to Ask This
40 What drops off or is delayed if something new is added?40

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Council Inquiries•Inquiries are new work.•Inquiries take staff time away from fundamental, core service delivery and existing Council priorities.•Time has to come from somewhere – what gets deferred?•About 700 inquiries since June 2022 What can Council do to refrain from these to allow staff to focus on priorities and core service work? 41 Commitments from Staff and Council
Act in ways to build the team and foster respectConvey positive intent about each other 42

3/3/24
When you make a commitment you create hope. When you keep a commitment, you create trust.John C. MaxwellThe 21 Irrefutable Laws of Leadership 43 43
Next Steps
Workshop report to be prepared by RaftelisCouncil and senior staff to continue to build teamwork44

3/3/24
Closing Remarks
45 46
Thank YouJan Perkins and Julie Gieseke
46

CITY COUNCIL AND

SENIOR STAFF

TEAMBUILDING

WORKSHOP
City of Vallejo
DRAFT 3-3-24
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 senior staff to achieve the community’s interests
• Share visions for Vallejo’s future

Agenda
• Welcome and Introductions
• Icebreaker
• Visioning together
• Teambuilding
o Council – senior staff
o Teamwork within Council
• Challenges and fundamental service delivery issues
• Getting to success
• Wrap up

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 2

To Assist Our Conversations Today
Hopes for Today’s Workshop
During the pre-retreat interviews with members of the Council, and in the meetings with senior staff, a number of hopes for the day were surfaced. The following graphic captures the key themes. The items in the middle were shared by Councilmembers and senior staff.

Guidelines for Our Time Together
Listen to
understand
each other’s
points of view
1 Seek consensus
on a limited
number of
priorities
2 Assume good
intent of all
3 Learn
something new
today
4 Engage in
constructive
dialogue
5 Desire open dialogue
with staff and other
Councilmembers
Want to understand
impediments
Hopes for the
workshop
Desire for alignment
between Council and staff
and staying on track
Convey critical needs and
resource limitations
Convey staffs’
professionalism and
desire to do well
Keep focused on
what we’ve
already started
Build trust
between
Council and
senior staff
Want staff to speak up
and not just say yes
From Councilmembers From Senior Staff

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 3

Visioning Together

In this discussion, Council and senior staff will share their hopes for Vallejo 10 years from now.

Please write your response on one sticky note for each of the following questions.

NOTES
__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

DISCUSSION
• What themes emerged?

__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

What is true today about Vallejo that you hope will still be true in 10 years?

What is not true today about Vallejo that you hope will be true in 10 years?

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 4

Council and Senior Staff
Teamwork
The objective of this discussion is to identify ways in which senior staff and the City Council can strengthen their teamwork to be more effective on behalf of the Vallejo community.

ATTRIBUTES OF A HEALTHY AND EFFECTIVE COUNCIL-STAFF TEAM Small Groups Identify:

1. What are the key attributes of a healthy and effective Council – senior staff team?

2. Why is it important to have this type of team?

__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

Share insights with the full group

WHAT COUNCIL AND SENIOR STAFF NEED FROM EACH OTHER TO

SUCCEED
• Discuss the following four questions to understand what the Council and senior staff need from each other to best to succeed.

• Each group should provide some responses to each question.

• We will then share them as a whole group.

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 5

1. What does the Council need
from the senior staff?

2. What do senior staff need
from the Council?

3. What do both the Council and
senior staff need for
success?

4. What strategies promote open
communication and
constructive dialogue?

NOTES
__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

TEAMWORK WITHIN THE COUNCIL
This discussion will be about strengthening teamwork among members of the Council. Discussion questions:
• At our Council meetings, what works particularly well? • What feedback would Councilmembers like to offer the Mayor? • What feedback or questions does the Mayor have for the Council?

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 6

NOTES
__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

Challenges and Fundamental
Service Delivery Issues
This discussion will highlight some key
challenges that require strong teamwork
between the Council and senior staff.

Several challenges were noted in the pre-retreat interviews with members of Council and in the meetings with senior staff held as part of retreat planning. The challenges highlighted were:
• Increasing costs, insufficient revenues
• Aging infrastructure
• Vacancies, recruitment, retention
• Public trust and incivility
• Meeting basic City service needs
• Partnership of Council and staff

Working in small groups first, then the full group, we will learn more about core service and organizational challenges, potential consequences, and what steps the Council – senior staff can take.

Much of
What the
City Does
is Unseen

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 7

SMALL GROUP DISCUSSION

1. What core service and organizational challenges are we facing?

2. What are some potential consequences of not addressing them?

3. What action steps will be needed?

NOTES
__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ ____________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

LARGE GROUP DISCUSSION

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 8

Getting to Success
The Council has agreed to retain the existing goals and priorities from last year to continue making progress. In this discussion, we will reflect on what it takes to get to success, not only with those priorities but with basic services delivered by the City.

BEST PRACTICE CRITERIA FOR ADDING INITIATIVES AND PROJECTS MID -YEAR • Emergency (natural disaster, pandemic, civil unrest)
• New outside funding opportunity that is time sensitive • New multi-agency opportunity that cannot be delayed
• Community safety issue that must be addressed in near term • Changes in laws or mandates

THE DISCIPLINE IS TO ASK : “WHAT DROPS OFF OR IS DELAYED IF SOMETHING NEW IS ADDED?”

COUNCIL INQUIRIES
• What can Council do to refrain from these to allow staff to focus on priorities and core services work?
“Big Rocks” Approach to
Accomplishing Priorities
Don’t fill up the bucket
with so many small rocks
that there isn’t room for
the big ones
1 Put the big
rocks in first
2 Save room for
emergencies and
unexpected requirements
– only add “small rocks”
when clear capacity is
there - be realistic
3 Stephen Covey, 7 Habits of Highly Effective People

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 9

NOTES

__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

Commitments from Staff and
Council
• Act in ways to build the team and foster respect
• Convey positive intent about each other

NOTES
__________________________________________________________________________________________________ __________________________________________________________________________________________________

Next Steps
• Raftelis to prepare workshop report
• Council and senior staff to continue to build teamwork

W rap Up

CLOSING COMMENTS

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 10

Contact

JAN PERKINS
[email protected] 949.202.8870
\

Trusted Advisors Transforming Communities
City of Vallejo

GET TO KNOW YOU BINGO
Find colleagues who have done the things indicated below. You can only use a name once! As soon as you get 5 across, 5 down, or 5 diagonal, call out “Bingo.” (But then keep on filling in squares until the exercise stops.)

Rides horses

Who: _________________

Has taken a cruise

Who: _________________

Been in the same room with
a U.S. President

Who: _________________

Been backstage at a rock
concert

Who: _________________

Completed a half or full
marathon

Who: _________________

Plays a musical instrument

Who: _________________

Appeared in a movie

Who: _________________

Met spouse at college

Who: _________________

Speaks French

Who: _________________

Has gone skydiving

Who: _________________

Loves karaoke

Who: _________________

Does yoga

Who: _________________

Never had a cavity

Who: _________________

Travelled to Asia

Who: _________________

Been on television
(non work-related!)

Who: _________________

Knows ASL

Who: _________________

Is a twin

Who: _________________

Met a celebrity

Who: _________________

Grew up in this city

Who: _________________

Loves roller coasters

Who: _________________

Can drive a stick shift

Who: _________________

Greets the dog before the
kids when you get home

Who: _________________

Rides a motorcycle

Who: _________________

Has a birthday on a major
holiday

Who: _________________

Has been to Hawaii

Who: _________________

City of Vallejo

MULTI-YEAR GOAL UPDATE & STRATEGIC WORK PLAN

Table of Contents
Executive Summary ................................................................................................................................................. 2 How to use this document ....................................................................................................................................... 3 Priority Area 1: Public Safety ................................................................................................................................... 4 Multi-year strategy – What we want to achieve: ................................................................................................... 4 Metrics: ................................................................................................................................................................ 4 Progress on projects/outputs: .............................................................................................................................. 4 What’s next to advance the multi-year strategy for Public Safety in 2023-2024? .................................................. 5 Priority Area 2: Efficient, Effective & Responsive Government ................................................................................ 6 Multi-year strategy – What we want to achieve: ................................................................................................... 6 Metrics: ................................................................................................................................................................ 6 Progress on projects/outputs: .............................................................................................................................. 7 What’s next to advance the multi-year strategy for creating a more efficient, effective and responsive government in 2023-2024? ................................................................................................................................... 8 Priority Area 3: Economic Development Strategy .................................................................................................... 9 Multi-year strategy – What we want to achieve: ................................................................................................... 9 Metrics: ................................................................................................................................................................ 9 Progress on projects/outputs: .............................................................................................................................. 9 What’s next to advance the multi-year strategy for Economic Development Strategy in 2023-2024? .................. 10 Priority Area 4: Housing / Unhoused Response ..................................................................................................... 11 Multi-year strategy – What we want to achieve: ................................................................................................. 11 Metrics: .............................................................................................................................................................. 11 Progress on projects/outputs: ............................................................................................................................ 11 What’s next to advance the multi-year strategy for Housing/Unhoused response in 2023-2024? ....................... 12 Priority Area 5: Youth Development ...................................................................................................................... 13 Multi-year strategy – What we want to achieve: ................................................................................................. 13 Metrics: .............................................................................................................................................................. 13 Progress on projects/outputs: ............................................................................................................................ 13 What’s next to advance the multi-year strategy for Youth Development in 2023-2024? ..................................... 14 Additional No
teworthy Accomplishments ............................................................................................................. 15

City of Vallejo
Multi-year goal overview & Strategic Workplan
1

Executive Summary
City Council goals are the City organization’s guide to help shape the future direction of the City, and provide a framework from which plans and projects are created. Specifically, these goals provide direction to anyone working in the City on projects. Further, the Goals help shape the work of City staff as they seek to collaborate and streamline internal operations, and represent and respond to the Community’s needs.

In April of 2022, at the annual goal setting meeting, Council directed staff to focus on a multi-year strategy to ensure efforts and resources are concentrated on making advancements toward achieving positive outcomes in the identified priority areas.

The following priority areas and an associated goal that represents direction from our Council:

PRIORITY (area of focus) GOAL/OUTCOME (what will people see as a result of work done in this area?) Public safety
Create a safe environment for living, working, and playing

Critical focus: Rebuilding the police department and public trust in the police

Efficient, effective and
responsive government
Ensure the City organization has the capacity and resources to effectively implement community and Council goals in a way that is sustainable over the long term

Critical focus: Increasing efforts in communication, outreach, and strengthening organizational principles

Economic development strategy
Vallejo has a supportive infrastructure for retaining and attracting businesses, and a stable local economy to the benefit of all

Housing / unhoused response
Protect the health and safety of all Vallejo residents through housing and resources

Critical Focus: Addressing homelessness

Youth Development Vallejo is a City where young people thrive

*Note: The priority areas listed above are at random and not an indicator of Council or Staff ranking/importance. We believe all of these priorities are important and critical for achieving continuous improvement and advancing the vision and mission of the City of Vallejo.

Vision: Vallejo is a safe, prosperous and vibrant city

Mission: We facilitate connections and collaboration amongst a diverse community to inspire collective pride and vision for a better Vallejo.

Values we honor: These are our guiding principles with respect to the personal and social ends we desire. We aspire to B.E. G.R.E.A.T. – Bravery, Efficiency, Growth, Respect, Excellence, Accountability, Trust

City of Vallejo
Multi-year goal overview & Strategic Workplan
2

How to use this document
This document is meant to provide an update on progress toward advancing this multi-year strategy. It is not intended to be comprehensive of all of the work underway by the City, yet captures the larger projects above and beyond delivering day-to-day quality services, such as patrolling for safety, responding to 911 calls, providing water services, issuing building permits, filling potholes, hiring new staff, etc.

Additionally, the planned programs and outputs are not intended to be static. We will continue to adapt to changes in our community’s needs. We hope, however, that by following a multi-year strategy and accomplishing the work described on the following pages of this document, our City Council and City Staff will make a meaningful impact, and that as a result - Vallejo will be a safer, prosperous and vibrant city for all residents.

Priority Area The headings were previously identified
by council as goal areas during 2022 and
2023 goal setting sessions

Goal/Outcome Answers the question, “If we are
successful in advancing this priority area,
how will Vallejo be different?”

Multi-Year Strategy The stepping stones that lead toward the outcomes we’re after. Having a
multi-year strategy will serve as a
reminder to current and future
members of Council of where we intend
to go, and will allow Staff to plan and
work towards achieving long term goals.

Metrics Provide the data needed to determine
whether we are moving closer or further
from our goal or desired outcome, and
help us see if our efforts are solving the
right problem. Updates will be provided
annually to assist council in providing
future direction in how to advance the
multi-year strategy
After initial data is collected, our goal is
to present our results to Council and the
community. The metrics will be divided
into two categories:

Measures of effectiveness: measures
current system state. “Are we on track
to achieve the intended outcome?”
Measures of performance: Determines
the accomplishment of actions. “Are the
actions being executed as planned.”

City Response The specific plans, actions,
programs and tasks the City is
planning to advance the multi-
year strategy in pursuit of our
shared desired outcome.

What’s next to advance the strategy?

We have listed the outputs (or projects and actions) staff will take in the current fiscal year to advance the multi- year strategy. The legend below provides insight to the estimated resources needed to accomplish the output.

City of Vallejo
Multi-year goal overview & Strategic Workplan
3

Priority Area 1: Public Safety
Goal/Desired Outcome: Vallejo is a safe environment for living, working, and playing Critical Focus: Rebuilding the police department and public trust in the police Multi-year strategy – What we want to achieve:

Note: Public safety also includes addressing areas related to Public Works, Planning & Development Services, and Water.

Metrics:
Crime rates by type and location
Staffing levels & retention rates (current, hired, lost, laterals, vacancies etc.) Blight cases, code enforcement cases
Response times
Progress on projects/outputs:

2022 2023
 Negotiated 4-year contract with IAFF
 Completed the public outreach, drafting, and adoption of the Police Accountability and Oversight Ordinance
 Completion of Fire Academy for 7 Firefighter Paramedics  Fire responded to 17,881 calls for service
 Expanded ALPR coverage throughout Vallejo and added
CCTV cameras
 Improvement in relational policing by updating Service Area Lieutenants
 Utilized grant writers and staff to receive funding for projects including IHART, Project HOME, and Project
HOPE.
 Organized National Night Out
 Police Town Halls and Community Events: IHART Town
Hall, Police Oversight Town Hall, Use-of-Force, Coffee with a Cop
 Implementation of Firefighter and spouse peer support groups
 Completion of Firefighter Youth Academy
 Completion of Company Fire Officer Academy
 Exceeded fire hydrant maintenance mandated standards

 Completed Fire Academy for 9 Firefighter Paramedics
 Implemented Tone Alert System at 7 Fire Stations
 Provided CPR-certified training for City staff
 Implemented the auditory detection pilot program
 Fully transitioned to National Incident-Based Reporting System
 Creation of the Triple C Task Force to craft and
implement reform policies to address compliance
measures and recommendations, revamp of the
departments Use-of-Force review process, and
progressive updates to VPD Bias-Free Policing policy
 Drafted ordinances as a result of community concerns
including ghost gun ordinance, catalytic converter
ordinances, and sideshow ordinances.
 Organized National Night Out
 Town Halls and Community Events: Response to Alarm
Calls
 Completion of Firefighter Youth Academy

Law Enforcement, Emergency Response & Code Enforcement – ensure prompt response to calls for service across the city by measuring response times, to enhance department operations, promote adherence to policies and strategic plans, and detect patterns of policing
Public
Safety
City of Vallejo
Multi-year goal overview & Strategic Workplan
4

What’s next to advance the multi-year strategy for Public Safety in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year
Strategy
Component(s)
Addressed
Resources Required
Priority
Area City Outputs
Law Enforcement
& Fire emergency
response
Staffing
Finances
Status
% Complete for
In-Progress
Activities
Estimated
Completion By
Public
Safety
PD union contracts X $$$ In progress N/A ASAP
Retention plan X $$$ Commencing soon ___ Jan 2024
Incentive plan for recruitment X Commencing soon ___ Jan 2024 Fire strategic plan X $$$ In progress 40% Feb 2024
Dispatch relocation X $$$$$ In progress 10% Dec 2024
Secure resource(s) for
temporary law enforcement
support
X ____ $$$$$ In progress ___ Continuous
effort
Police HQ financing plan &
plan for moving the corp yard X $$$$$ Commencing soon ___ ___ PD strategic plan X $$$$ Commencing soon ___ ___
City of Vallejo
n
5

Priority Area 2: Efficient, Effective & Responsive Government Goal/Desired Outcome: Vallejo is a City where young people thrive Critical Focus: Increase efforts in communication, outreach, and strengthening organizational principles Multi-year strategy – What we want to achieve:

Metrics:
Annual report of hiring and retention
Annual report of projects, policies and goals reached Annual budget
Annual report of timely publication of agendas before meetings
Annual report of timely responses to public records
requests
# of outreach events attended
Average time to receive a permit
Average time to resolve a See-Click-Fix inquiry
Communication & Outreach – facilitate timely and effective communication throughout the organization and with the public (press releases, communications, open data, emergencies etc.) Organizational Principles – operates responsibly and embodies transparency, accountability and innovation in all operations
Organizational Resources – Invests in, protects, and optimizes City resources (human, financial, physical, technological etc.)
Data & Record Management – Maintains, preserves and manages City records and data intentionally so that they may serve as resources that contribute to community goals Talent & Culture – Attract, develop motivate and retain a high-quality, engaged and productive workforce, focused on service excellence
Water Management & Delivery - Provide reliable infrastructure to deliver safe and compliant water for fire suppression, residential and commercial use
Safe Building, Housing & Transportation - Enforcement of regulations to ensure that homes and public spaces are structurally secure, clean, and visually appealing. - Maintain the transportation network to ensure community members can travel between spaces safely and efficiently in any mode of transportation Efficient,
Effective &
Responsive
Government
City of Vallejo
Multi-year goal overview & Strategic Workplan
6

Progress on projects/outputs:
2022 2023
 Launched new Electronic Document Management
Archival System (Revver)
 Processed 1,372 California Public Records Act requests  Held City’s first pre-nomination information City Council candidate forum
 Completed the public outreach, drafting, and adoption of the Police Accountability and Oversight Ordinance
 Settled all claims by Syar, with no payment required from the City
 Settled or resolved 11 litigation cases against the City  Re-established Neighborhood Law Program
 Management and implementation of American Rescue
Plan Act Funding
 Conducted and attended public events, town halls and
community meetings
 Presented a balanced budget for FY 2022-23
 GFOA’s Distinguished Budget award for Fiscal Year 2022- 23  Received an upgraded S&P rating from BBB to A- and changed outlook to positive from stable
 Implementation of grant management software
 Enhancements to City Council Chamber
 In compliance with the State Drought Mandate
maintained a 15% reduction in water use system wide
 Obtained favorable published appellate ruling in the
Ninth Circuit Court of Appeals
 Resolved seventeen defense litigation cases, seven with no payment to Plaintiff
 Exceeded or met all water quality regulations to ensure safe, affordable, and good-tasting drinking water through 24/7/365 operations, distribution, facilities maintenance, engineering, water quality, and system support.
 Continued to complete construction of bond-funded
water infrastructure projects to address deferred
maintenance, antiquated equipment, and capital asset
replacement to ensure reliability of the water systems
managed by Vallejo
 Provided prompt and team-based responses to the
multiple storms, atmospheric rivers, and flooding,
impacting reservoirs, water’s facilities, treatment,
engineering, distribution, water quality, and community outreach efforts.
 Completed Water’s high voltage transformer restoration and replacement increasing energy efficiency, equipment reliability, and safety of the water system.
 Continued design, construction, and completion of water bond infrastructure projects to ensure resiliency of water system.
 Successfully defended the suit against and completed the negotiations relating to the new Costco project
 Conducted and attended public events, town halls and
community meetings
 Expanded functionality within NeoGov system for better hiring and onboarding workflow
 Ongoing completion of classification and compensation studies to better align Vallejo with market competitiveness  Back-up power system for Cordelia Water Complex
 Presented a balanced budget for FY 2023-24
 New Central Permitting System
 Broadband expansion and digital equity strategy was
adopted, completed an RFP process and selected a
contractor.
 Implemented pumping system improvements at Fleming Hill  Resolved twelve defense litigation cases to date, five with no payment to Plaintiff
 Council work sessions and approval of Advanced Metering Infrastructure project to roll out in 2024
 As a mission-critical partner for Travis Air Force Base, dedicated Water staff resources for 2023 interagency
initiative in support of Travis Air Force Base resiliency.  Launched formal Water Resources Management section of the Director’s Office to both respond to new mandates and to strategically manage Vallejo’s water resources.
 In support of economic development, Water provided
comprehensive project review, coordination with Planning and Development Services and applicants, and prompt and integrated Water-related construction management for new construction projects.
 Continued design, construction, and completion of water bond infrastructure projects to ensure resiliency of water system.
 Treated over 5 billion gallons of drinking water for
commercial and residential customers and fire suppression City of Vallejo
Multi-year goal overview & Strategic Workplan
7

What’s next to advance the multi-year strategy for creating a more Efficient, Effective & Responsive Government in 2023- 2024?
Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy Component(s) Addressed Resources Required Priority Area City Outputs
Communication &
outreach
Org. principles
Org. resources
Data /record mgmt..

Talent & culture
Water mgmt. &
delivery
Safe building &
housing
Safe transportation
Staffing
Finances
Status
% Complete for
In-Progress
Activities
Estimated
Completion By
Efficient,
effective &
responsive
government
Community
outreach
events
X X X X X X $$ Ongoing ___ Continuous
effort
Roll out a
new ERP
system
X $$$$$ In progress 60% June 2024
Salary
survey
X X X X X $ Commencing
soon ___ June 2024
Timely
contract
negotiations
X X X X X X $$$ Commencing
soon ___ June 2024
Training for
Civic Clerk
Use
X X X X $ Commencing
soon ___ June 2024
ARPA
funding
retention
strategy
X X X X X X $$$$$ In progress 85% Dec 2024
City of Vallejo
8

Priority Area 3: Economic Development Strategy
Goal/Desired Outcome: Vallejo has a supportive infrastructure for retaining and attracting businesses, and a stable local economy to the benefit of all
Multi-year strategy – What we want to achieve:

Metrics:
New businesses created
Jobs
Reduction in vacant buildings
Increased revenue by category
Progress on projects/outputs:
2022 2023
 Completed Sacramento Street Road Diet Phase I
 H osted a free dump day for Vallejo residents
 R epaired 1,000+ potholes through JetPatcher
 H ired a consultant and managed development
of the Economic Development Strategic Plan
 D eployed over $700, 000 in ARPA funding
through small business grants
 I nitiated design on 15 critical CIP projects
 O ver 6,000 linear feet of watermain projects
 O ver 45 capital projects in design or
construction
 Im plemented water bond measur es
 T reated over 5 billion gallo ns of drinking water
 Completed integration of SCADA controls system
 Completed the negotiation and transfer of a portion of the Blue Rock Springs Golf Course to raise funding for the golf course modernization and add new housing supply to Vallejo
 Completed the negotiation and transfer of 125 acres of land on North Mare Island to the Mare Island Company
 Completed the lease to the Yoche DeHe Tribe for the development of a tourism center and public park at the Central Waterfront  Caltrans I-80 Six Bridge Project
 Hosted a free dump day for Vallejo residents
 Completed Local Road Safety Plan in partnership with Solano Transportation Authority
 Bay Trail / Vine Trail groundbreaking
 Began Recology Illegal Dumping Pick-Ups
 Design of Gordon Vallejo Waterline with Construction of Phase 1  Implemented water bond measures
Business & Talent recruitment – Rapidly support talent attraction efforts to recruit and retain a diverse workforce, promote and retain local businesses, bring better paying jobs to the City Property management – Rapidly promote the revitalization and redevelopment of existing properties to encourage sustainable economic growth
Downtown, Waterfront & Mare Island experience – Rapidly support the development of a downtown district and vibrant waterfront to meet the needs of our community Asset management – Rapidly develop and sustain public infrastructure that serves the needs of the community including roads, utilities, water supply and wifi Business Opportunities – Rapidly evelop and support a diverse mix of businesses and industries by and with residents that meet the needs of the neighborhood and attract the local workforce to encourage economic growth and stability
Focus on improving public safety to retain, support and attract businesses Focus on rapidly developing prioirty development areas
Economic
Development
Strategy
City of Vallejo
Multi-year goal overview & Strategic Workplan
9

What’s next to advance the multi-year strategy for Economic Development Strategy in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy Component(s) Addressed Resources Required Priority Area City Outputs
Business & talent
recruitment/retention
Property mgmt.

Downtown,
Waterfront & Mare
Island experience
Asset mgmt.

Business opportunities
Improve public safety
Priority Development
Areas
Staffing
Finances
Status
% Complete for
In-Progress
Estimated
Completion By
Economic
Development
Strategy
Economic
development
strategic plan
X X X X X X $$$$$ In progress 85% Q1 2024
Free public Wi-Fi
waterfront &
downtown project
X X $$ In progress 10% June 2024
Ordinances to
support ED for
Council consideration X X X X $$$ Ongoing ___ Continuous effort
PD and Fire strategic
plans
X X X $$$$ Commencing
soon ___
Fire - Feb
2024

PD - TBD
Waterfront,
Downtown & Mare
Island specific plans
X X X X X X $$$$$ Commencing
Q1 2024 ___ ___
Connelly Corridor –
commercial
development on S.

Mare Island
X X X X X $$$ Commencing
soon ___ Submittal
Q1 2024
Execute broadband &
digital equity strategy
X $$$ In progress 30% June 2025
City of Vallejo
al
overview
&
Strategic
Workplan
10

Priority Area 4: Housing / Unhoused Response
Goal/Desired Outcome: Vallejo has adequate housing and resources for all Critical Focus: Addressing homelessness
Multi-year strategy – What we want to achieve:

Metrics:
# of key stakeholder groups consistently and intentionally engaged
# of people inhabiting encampments and experiencing
homelessness at risk and unhoused individuals/families, and concerned community members are clear about
service capacity and where to obtain services to prevent and address homelessness
Shared data resources
# of City/County & other regional partnership
collaboration efforts on funding opportunities and
receiving funding for regional efforts
Progress on projects/outputs:
2022 2023
 Elected Officials appointed to CAP Solano
JPA – a one of a kind consortium in
California comprised of elected officials
from Solano County and its six Cities that
focuses on addressing homelessness and
housing issues and allows for collaboration
and regional use of resources and funding.
 Implemented Extreme Weather Centers
 Hired Homelessness Coordinator and
Homelessness Administrative Analyst
 Applied for and awarded funding through
the Homekey grant for the development of
the Broadway Project
 A Family Self-Sufficiency (FSS) Program
participant of the Vallejo Housing Authority
received $20,589.13. The participant
qualified to receive the FSS Program
escrow savings after successfully achieve
the program goals.
 Blue Oak Landing Opened adding 74 Permanent Supportive Housing Units for those experiencing homelessness. The project became 100% leased in August 223 and is occupied by 95 residents.
 Successfully award Solano County ARPA funding for the development and construction of the Broadway Project and Navigation Center  Broadway Project (Homekey) project construction began on 47 Permanent Supportive Housing Units for the chronically homeless
 Released an inclusionary housing ordinance RFP
 RFP released for Navigation Center Operator
 Collaborated with City Grant Write to facilitate funding for homeless projects including: Broadway Project and Navigation Center
 Oakwood Apartments under construction
 Housing, Environmental Justice and Safety Element Public Draft documents  Waterstone – the final phase of Bordoni Ranch 185 new single family dwellings under construction
 961 Porter Street – Entitled an additional 122 units to an existing apartment complex. 24 of those units are offered for rents that are below market rate at lower income (50% to 80% AMI)
 Awarded $2.5M through HCD’s Infill Infrastructure Grant Program for the development of Broadway Project
Collaborate with regional stakeholders in collaborative efforts to improve the effective use of resources and promote proven best practices
Streamline data collection for coordination of homelessness response efforts Collaborate with regional stakeholders to develop programs to connect those experiencing homelessness to a variety of shelter and housing options
Proactively seek funding opportunities to meet localized needs aligned with regional goals to prevent and address homelessness and affordable housing
Support streamlined development practices to support housing production citywide Housing /
Unhoused
Response
City of Vallejo
Multi-year goal overview & Strategic Workplan
11

What’s next to advance the multi-year strategy for the Housing/Unhoused Response in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy Component(s)
Addressed Resources Required
Priority Area City Outputs
Collaborate on
best practices
Streamline
data collection
Collaborate on
programs
Seek Funding
Streamlined
development
Staffing
Finances
Status
% Complete
for In-
Process
Activities
Estimated
Completion
By
Housing /
Unhoused
Response
Finalizing Broadway project to
bring 47 permanent supportive
housing units to Vallejo
X X X $$$$ In progress 75% Dec 2023
Adopt housing element X X X $$$$ In progress 70% Dec 2023 Updated P.I.T. count # X X X $ In progress 15% March 2024 125 bed Navigation Center
construction X X $$$$ In progress 30% Summer 2024
Continued JPA collaborative
group X X X X $$ Ongoing N/A Continuous
effort
City of Vallejo
n
12

Priority Area 5: Youth Development
Goal/Desired Outcome: Vallejo is a City where young people thrive Multi-year strategy – What we want to achieve:

Metrics:
Youth participation in accessing community services/resources Pre- and post-program participant evaluations
Grant funds obtained and utilized or distributed in the community to support Youth focused initiatives Progress on projects/outputs:
2022 2023
 Hired Youth Coordinator (August 2022)
 M et with Mayor, City Council, VCUSD and community
stakeholders to establish relationships, and identify goals and priorities
 A llocated $160k from the General Fund to assist with the update and opening of the Early Learning Center in Vallejo  P artnered with Community groups to develop a nd
distribute Vallejo Family Resource Guides including
resources to support mental health & wellness, emergency services & crisis hotlines, social emotional learning,
academic achievement, education & youth development,
art & music, sports & recreation and civic information
 I ncreased Youth participation in local government by creating and sponsoring the City of Vallejo Youth
Delegation
 Issued an RFP to identify a qualified contractor to conduct a Citywide Youth Needs Assessment and develop a Youth
Strategic Plan. Selected MIG consulting to begin work in September 2023
 Provided input to General Plan input to ensure youth
interest is represented
 Collaborated with City grant writing team to obtain
grants, write letters of support, referred grants to
community partners and assisted with grant management
 Facilitated opportunities for Youth representation at City council meetings, panels, internship opportunities,
participatory budgeting and City of Vallejo / VCUSD 2x2 Increase capacity for coordination between the City of Vallejo and the community by identifying and building relationships with key youth stakeholders (2x2, gbrd, VCUSD, etc.) Increase awareness of youth services, resources, programs and activities in Vallejo Increase youth voices, youth engagement and youth opportunities for residents aged 0-25 within the City of Vallejo
Increase funding opportunities for youth programs, resources and activities Increase representation of all youth in our community
Youth
Development
City of Vallejo
Multi-year goal overview & Strategic Workplan
13

What’s next to advance the multi-year strategy for Youth Development in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy
Component(s) Addressed Resources Required
Priority Area City Outputs
Build
Relationships
Awareness of
Services
Increase Youth
Voices
Funding
Opportunities
Staffing
Finances
Status
% Complete
for In-
Progress
Activities
Estimated
Completion
By
Youth
Development
Citywide Youth Needs Assessment &
Strategic Plan X X X X $ $ $ In Progress 30%
College alternatives added to
resource guide
X $ Commencing soon J une 2024
Convene youth workforce
development cohort X X $ Commencing soon
Create internships at City Hall X X $ Commencing soon
Create a Youth Council X X X X $ Commencing soon
Note: The progress on outputs related to Youth Development is dependent on information collected in the Citywide Youth Needs Assessment.

Prioritization of resources, activities and outputs will be completed after receiving community input and once the City has a more complete picture of the existing programs and resources in Vallejo that support Youth Development.

City of Vallejo
n
14

Additional Noteworthy Accomplishments
2022
• Launched “City University,” an in-house training program that provides City Staff with the knowledge, skills and resources needed to ensure the City of Vallejo has a local government workforce that is prepared to provide quality services to its residents now and into the future. The program provides employee development courses, supervisor and management academies, and advanced skills practice courses. 2023
• The City of Vallejo received an Award of Distinction from CAPIO in the “Dollar Stretcher” category for in- house development and implementation of The Vallejo Weekly • The City of Vallejo, Bay Trail/Vine Trail has been nominated for Transportation for Sustainable Communities for recognition at the Solano Transportation Authority’s 26th Annual Awards Ceremony • T he City of Vallejo, Sacramento Street Road Diet Phase 1 has been nominated for Safety Project of the Year
• The City of Vallejo, Sacramento Street Bridge Replacement Project has been nominated for Project of the Year
• The City of Vallejo has been nominated for Project Delivery • The City of Vallejo has been nominated for Agency of the Year • The Vallejo City Unified School District’s, Lincoln Elementary School has been nominated for Safe Routes to School
City of Vallejo
Multi-year goal overview & Strategic Workplan
15

Multi‐Year Goals & Strategy – At‐a‐Glance
How to use this document:  This document was drafted to help create alignment and shared understanding in the language Council and Staff are using as we discuss goals and a multi‐year strategy for achieving positive outcomes for the City of Vallejo.  Below you will find a description of the information in each column

2 City of Vallejo   Multi‐Year Goals & Strategy At‐A‐Glance Priority
Area
Goal / Outcome  Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Public Safety
Goal: Vallejo is a safe
environment for living,
working, and playing

Critical focus:

Rebuilding the police
department and public
trust in the police

1. Law Enforcement, Fire Emergency Response &
Code Enforcement– ensure prompt response to
calls for service across the city by measuring
response times, to enhance department
operations,
promote adherence to policies and strategic plans,
and detect patterns of policing

Note:  Public Safety also includes addressing areas
that are related to Public Works, Planning &
Development Services
 Street calming safety
(4)

 Fully staff police, fire
& city staff (3)
 Cross streetlights /
Valley &
Red program
enforcement – light
(license plate
renewals) (2)

 Crime rates by type and location
 Blight cases, code enforcement
cases
 Response time
 Staffing levels & retention
(current, hired, lost, laterals,
vacancies etc.)

 PD & Fire strategic plans
 Timely union contracts
 Police
HQ financing plan &
plan for moving the corp
yard
 Retention plan
 Incentive plan for
recruitment
 Dispatch relocation
 Secure resource(s) for
temporary law
enforcement support

3 City of Vallejo   Multi‐Year Goals & Strategy At‐A‐Glance

Priority
Area
Goal /
Outcome
Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for
determining if we
are successful
City Response
2023‐2024
Outputs
Efficient,
effective and
responsive
government
Goal:  Vallejo has
the capacity and
resources to
effectively
implement
Community and
Council goals in a
way that is
sustainable over
the long term

Critical focus:

Increased efforts
in communication,
outreach, and
strengthening
organizational
principles

2. Communication & Outreach – facilitate timely and effective communication throughout
the organization and with the
public (press releases, communications, open data,
emergencies etc.)

3. Organizational Principles – operates responsibly and embodies transparency, accountability and innovation in all operations

4. Organizational Resources – Invests in, protects, and optimizes City resources (human, financial, physical, technological etc.)

5. Data & Record Management – Maintains, preserves and
manages City records and data so that they may serve as resources that contribute to community goals

6. Talent & Culture – Attract, develop motivate and retain a high‐ quality, engaged and productive workforce, focused on service excellence

7. Water Management & Delivery – Provide reliable infrastructure to deliver safe and compliant water for fire suppression, residential and commercial use

8. Safe Building & Housing – Enforcement of regulations to ensure that homes and public spaces are structurally secure, clean, visually appealing, and promote community members’ well‐ being

9. Safe Transportation – Maintain the transportation network to ensure community members can travel between spaces safely and efficiently in any mode of transportation

 Quarterly city strategic
planning for large issues too
big to discuss at Council
meetings with a set date
each quarter (5)

 Improve communication of
the status of properties,
development and businesses
(3)

 Provide training workshops
to Council & the Community
on how to use an indexing
system to view staff reports
(2)

 Community input, increase
community
attendance/participation (2)

 Annual report of hiring
and retention
 Annual report of
projects, policies and
goals reached
 Annual budget
 Annual report of timely
publication of agendas
before meetings
 Annual report of timely
responses to public
records requests
 # of outreach events
attended
 Average time to receive
a permit
 Average time to resolve
a see‐click‐fix inquiry

 Salary survey
 Timely contract
negotiations
 ARPA funding
retention strategy
 Roll out a new
ERP system
 Community
outreach events

4 City of Vallejo   Multi‐Year Goals & Strategy At‐A‐Glance

Priority
Area
Goal / Outcome  Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Economic
Development
Strategy
Goal:  Vallejo has a
supportive
infrastructure for
retaining and attracting
businesses and a stable
local economy to the
benefit of all

1. Business & Talent recruitment/retention –
Rapidly support talent attraction efforts to recruit
and retain a diverse workforce, promote and retain
local businesses, bring better paying jobs to the City

2. Property management – Rapidly promote the
revitalization and redevelopment of existing
properties to encourage sustainable economic
growth

3. Downtown, Waterfront & Mare Island
Experience –  Rapidly support the development of a
downtown district and vibrant waterfront to meet
the needs of our community

4. Asset management – Rapidly develop and
sustain public infrastructure that serves the needs
of the community including roads, utilities, water
supply and broadband

5. Business Opportunities – Rapidly develop and
support a diverse mix of businesses and industries
by and with residents that meet the needs of the
neighborhood and attract the local workforce to
encourage economic growth and stability

6. Focus on improving public safety to retain,
support and attract businesses

7. Focus on rapidly developing priority
development areas

 Adopt ordinance
restricting
commercial vacancies
with increasing
financing costs for
failure to comply
over time (5)

 Ordinance for short‐
term rentals / Air
B&B (3)

 New businesses created – by
district and location
 Jobs created
 Quarterly report on increased
revenue by category (sales,
property, retail sales etc.)

 Ordinance development to
support ED

 Economic development
strategic plan

 Free public WIFI waterfront
& downtown project

 Execute broadband &
digital equity strategy from
2022

 PD and Fire strategic plans

 Waterfront & Downtown
specific plans

5 City of Vallejo   Multi‐Year Goals & Strategy At‐A‐Glance Priority
Area
Goal / Outcome  Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Housing /
Unhoused
Response

Goal:  Vallejo has
adequate housing and
resources for all

Critical focus:

Addressing
homelessness

1. Collaborate with regional stakeholders in
collaborative efforts to improve the effective use of
resources and promote proven best practices

2. Streamline data collection for coordination of
homelessness response efforts

3. Collaborate with
regional stakeholders to
develop programs to connect those experiencing
homelessness to a variety of shelter and housing
options

4. Proactively seek funding opportunities to
meet localized needs aligned with regional goals to
prevent and address homelessness and affordable
housing

5. Support streamlined development practices to
support housing production citywide

Develop safe
camping area for
unhoused people,
cars, RVs & tents (3)

 Access grant funding:
explore shared
housing models and
tiny homes concept
(3)

 Cooperation with
County programs (3)
 # of key stakeholder groups
consistently and intentionally
engaged
 # of people inhabiting
encampments and experiencing
homelessness on City streets is
reduced
 At risk and unhoused
individuals/families, and
concerned community members
are clear about service capacity
and where to obtain services to
prevent and address homelessness
 Shared data resources make it
easier for outreach professionals,
city staff and regional partners to
routinely make successful
referrals connecting unhoused
individuals with services to
improve outcomes
 # of City/County & other regional
partnership collaboration efforts
on funding opportunities and
receiving funding for regional
efforts (i.e. collaborative projects,
grant efforts pursued and/or
provided etc.
 Updated P.I.T. count # Jan
2024

 Continued JPA
collaborative group

 Finalizing Broadway project
to bring 47 permanent
supportive housing units to
Vallejo

 125 bed Navigation Center
construction begins Fall
2023

 Adopt housing element

 Recruit housing director

6 City of Vallejo   Multi‐Year Goals & Strategy At‐A‐Glance Priority Area  Goal / Outcome  Strategy / What we want to achieve (Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Youth
Development
Goal:  Vallejo is a City
where young people
thrive

1. Increase capacity for coordination
between the City of Vallejo and the
community by identifying and
building relationships with key
youth stakeholders (2x2, GVRD,
VCUSD, etc.)

2. Increase awareness of youth
services, resources, programs and
activities in Vallejo

3. Increase youth voices, youth
engagement and youth
opportunities for residents aged 0‐
25 within the City of Vallejo

4. Increase funding opportunities for
youth programs, resources and
activities

5. Increase representation of all youth
in our community

 Partner with regional
success programs (5)

 City will assist with
identifying and
partnering to create
accessible and
sustainable resources
and programs for mental
health, social emotional
learning, and academic
achievement (5)

 Collaborate and support
efforts to provide arts,
trade & vocational
schools in Vallejo

 Youth participation in
accessing community
services/resources
 Pre‐ and post‐program
participant evaluations
 Grant funds obtained and
utilized or distributed in the
community to support Youth
focused initiatives

 Citywide Youth Needs
Assessment and
Strategic Plan
 Convene Youth
Workforce
Development cohort
 Create Internships at
City of Vallejo
organization
 Create a Youth
Council
 Create a Tech
Academy
 Partnership on
developing a youth
center
 Support NLC Youth
delegation
 Add list of available
college alternative
programs to the
Youth Resource
Guide
(apprenticeships,
trade and vocational
schools, art
programs, etc.)

ACTION ITEM 9.E.

DATE: September 23, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

RECOMMENDATION
Receive the scopes of work that City staff developed for City Council referrals and provide direction to staff.

REASONS FOR RECOMMENDATION
City staff were requested to return to Council with the remaining City Council referral items scoped. Council now has an opportunity to review the list and make suggestions as to any items they'd prefer staff to focus on.

BACKGROUND AND DISCUSSION
City Council referrals are requests for future Council agenda items or special projects that the City Council directs City staff to research and possibly implement, in addition to staff’s routine work and projects required by other City work planning processes, such as the strategic plan and the budget processes.

On July 22, 2025, City Council implemented a new referral process consisting of:
• A Referral Submission Form for Councilmembers to complete at the time the referral is made, or shortly thereafter.
• A new subheading titled "Requests & Actions for Future Agenda Items" was added to the City Council meeting agenda, giving Councilmembers a consistent time to make referral requests. • A Two-Step Approval Process:
o Step 1: Council Initiation & Prioritization — When a referral is made, Council votes on:
▪ Whether the referral should move forward.
▪ The item's priority.
▪ A timeline for staff to return with a project scope.
▪ This requires a majority vote of Council.
o Step 2: Review of Scope & Final Approval
▪ At the Council-directed timeline, staff will return with the detailed scope of work, including estimated timeframes, staffing requirements and fiscal impacts. ▪ Council will then vote to either approve or reject moving forward with the implementation of the item.
▪ This requires a majority vote.

At the July 22, 2025 City Council meeting, staff were directed to work on scoping the remaining items on the referral list. The July 22, 2025 staff report is attached for reference.

Three referral items are currently "Approved" by Council, and "Awaiting Implementation" fully by staff:

Date: September 23, 2025
Subject: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

Thirteen items are currently underway, and are in various stages of implementation:

Date: September 23, 2025
Subject: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

Sixteen items have been marked as Completed:

Date: September 23, 2025
Subject: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

Date: September 23, 2025
Subject: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

As an attachment hereto are the remaining 24 referral items. City Council have the opportunity to review the various items and their estimated scopes, and provide staff with guidance if any specific items on the list should be acted upon. These include the special projects for which scopes were presented on November 19, 2024 as well as the special projects requested in September 2024, December 2024, and January 2025 (consolidating those that are duplicative). The City Attorney's Office presented four scopes to Council at the September 9th meeting.

Three new items were introduced at the September 9th, 2025 meeting of City Council. Staff have not yet had adequate time to complete scoping on these items:

FISCAL IMPACT
Some of the required resources to implement the referrals, such as staff time, are already part of the FY 2025- 2026 adopted budget. For some referrals, if approved for implementation, additional resources may be needed to be allocated by the City Council.

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. Referral Scopes Estimates 9.23.25

2. Referrals Staff Report 7.22.2025

CONTACT

Date: September 23, 2025
Subject: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

Jason Ackley, Assistant to the City Manager
[email protected]; 707-648-4577

Table: Potential Scopes for Referrals
# Topic Requester Current Status Responsible
Departments
SCOPE INFO (9/9/25)
*scopes are high level
estimates and may change as
staff begin work and/or if
outside consultants are
required.
6 Short-term Rentals (Air
BnB, VRBO) Ordinance
Verder-
Aliga
Scoped, awaiting
Council Direction
Finance, City
Attorney, Planning
and Development
Services
City Staff Time - (CAO: 50
hours; Finance: 10hrs; PDS:
100hrs)
15 Analysis and subsequent
presentation or report
of the following
ordinances
· Tenant anti-harassment
· Rent Control*
· Just Cause Evictions*
· Condo/Apartment
Conversion ordinance
that would include
rights to refusal or the
right to buy or receive
relocation compensation
Palmares Scoped, awaiting
Council Direction
(much of this is
addressed in
Housing Element)
Planning and
Development
Services, City
Attorney
City Staff Time - PDS: 100
hours; CAO: 200+ hours) +
additional time for
community meetings.

Much of this item is
addressed in the Housing
Element.
18 Request on behalf of SAB
to amend ordinance to
change frequency of
regular meetings beyond
bi-monthly
CM Verder-Aliga
supported this at the
7/23/24 cc mtg.

Arriola Scoped, awaiting
Council Direction
Police Department,
City Attorney,
Public Works
City Staff Time - (CAO to
draft ordinance: 5 hours)
Per meeting -> VPD: 5
hours; CAO 5 hours; IT: 5
hours
19 Discussion on building
permit fees for low-
income housing
Bregenzer Scoped, awaiting
Council Direction
Planning and
Development Services
City Staff Time (PDS: 20
hours; CAO: 10 hours;
Finance 5 hours)
20 Schedule Study Session
on funding “how to help”
for non-profits and CM
to provide report
mentioned at 10/24
council mtg.

Loera-Diaz Scoped, awaiting
Council Direction
City Manager City Staff Time -
CMO: 15 hours, CAO: 15
hours
22 Consider placing
moratorium on Mills Act
requests until
consistent program is in
place
Bregenzer Scoped, awaiting
Council Direction
Planning and
Development Services
City Staff Time - (PDS: 20
hours; CAO: 20 hours)
23 Discuss rebranding of
the VPD and change name
to Vallejo Police
Services Department
Loera-Diaz Scoped, awaiting
Council Direction
City Manager/Police
Department
City Staff Time - (VPD: 20
hours; CMO 20 hours); +
budget for contract with
firm for branding & new
collateral
Attachment to 9.23.2025 Staff Report

27 · Policy to support
Vallejo Community Land
Trust
· Tenant right
protection to Council
· Just cause eviction
protection*
· Rent Stabilization*
Verder-
Aliga
Scoped, awaiting
Council Direction
Planning and
Development Services
Refer to item #15, above.

For 'Community Land Trust':

CAO: 25hrs; PDS: 25hrs
28 Ordinance for COV will
not take a position (ex.

Ceasefire/Gaza) in
international conflicts.

Similar to City of San
Jose
Verder-
Aliga
Scoped, awaiting
Council Direction
City Manager/City
Attorney/City Clerk
City Staff Time - (CAO: 5
hours; CMO: 5 hours)
29 Consider & Direct the
City Manager to provide
quarterly reports to
Council on all Housing &
Public Works Projects
Loera-Diaz Scoped, awaiting
Council Direction
City
Manager/Planning and
Development
Services/Public
Works
City Staff Time (per
quarter) - PW: 15 hours;
CMO: 5 hours)
33 Create short-term
economic development
strategy for downtown
Palmares Scoped, awaiting
Council Direction
Economic Development
Department
Combined w/ item 61, below.
34 Ordinance addressing
prostitution
Palmares Scoped, awaiting
Council Direction
Police, City
Attorney's Office
See separate scope from
CAO.
46 Discussion &
consideration of Vision
Zero Policy for COV
Matias Scoped, awaiting
Council Direction

CMO, CAO, PDS, VPD,
PW
20 hours of internal
meetings staff for
stakeholder initial
planning.

Estimated Consultant costs,
$100,000
47 Mare Island Company
update on Connolly
Corridor
Bregenzer Scoped, awaiting
Council Direction
Economic DevelopmentInfo/report only: <5 hours
staff prep time
49 Creation of Sonoma Blvd.

Ad-hoc Committee
Matias Scoped, awaiting
Council Direction
CMO, CAO, VPD City Staff Time (per
meeting) - VPD: 5 hours;
CMO: 5 hours; CAO: 5 hours)
50 Sperry Mills Site Sorce Scoped, awaiting
Council Direction
Economic DevelopmentCAO: 25 hours; PDS: 25
hours
51 California Forever on
Mare Island Navy
Shipyard/Ship Act
Gordon Scoped, awaiting
Council Direction
Economic DevelopmentStaff time -
(Ships Act) ED: 30 hours.
(CA Forever) ED: 30 hours.
54 Red Light Abatement Act
Ordinance
Palmares Scoped, awaiting
Council Direction
City Attorney's
Office
See separate scope from
CAO.
56 Reduction of speeds in
school sites from 25mph
to 15mph //
Use of AB-22 to reduce
speeds in designated
business districts
Matias Scoped, awaiting
Council Direction
CMO, PD, PW, CAOSee separate scope from
CAO.
57 Gun Violence Restraining
Order (IGVRO)
Matias Scoped, awaiting
Council Direction
CMO, PD, CAO See separate scope from
CAO.

58 Update to Social
Nuisance Ordinance
Matias Scoped, awaiting
Council Direction
CMO, CAO, VPD CMO: 15 hours, CAO: 15
hours /per month.
+ Ongoing VPD response to
identified issues.
59 Once a month, recognize
& acknowledge every
department with staff
highlighting work they
are proud of. 15 minutes
maximum
Gordon Scoped, awaiting
Council Direction
Communications CMO: 10 hours, Other
Department: 15 hours / per
month
61 Activiation Plan for
downtown, waterfront and
marina. Not a
duplication of specific
plan. An elaboration of
the economic development
strategy with fully
developed tasks in
specific relation to the
aforementioned places.

Gordon Scoped, awaiting
Council Direction
Economic DevelopmentConsultant @ $95,000 + City
Staff Time to manage
project.

CAO: 10 hours
ED: 10 hours per event
62 C+C3:C26ouncil action to
provide Public Safety
Staffing Emergency with
Response Times,
including iHart Update
within 30 days
Lediju Scoped, awaiting
Council Direction
Police Info/report only: <5 hours
staff prep time
Can incorporate into
recurring Council item from
Police Chief.

ACTION ITEM 9.F.

DATE: July 22, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS AND CURRENT TWO-

STEP PROCESS FOR AGENDIZING

RECOMMENDATION
Discuss and provide direction to staff on the following:

1. Current List of City Council referrals from January 1 to June 30, 2025

2. Current Two-Step Process for agendizing

REASONS FOR RECOMMENDATION
City staff needs direction from Council on whether to scope and implement Council referrals including any changes to the current “two-step process” for agendizing.

BACKGROUND AND DISCUSSION
City Council referrals are requests for future Council agenda items or special projects that the City Council directs City staff to research and possibly implement in addition to staff’s routine work and projects required by other City work planning processes, such as the strategic plan and the budget processes. In Vallejo, the City Council requests and provides direction to staff on referrals through the following process:
• A Council Member requests, during the Report of the Presiding Officer and Members of the City Council portion of a Council Meeting, that the City Council consider at a future meeting whether to direct staff to develop a scope (tasks, schedule, and budget) to implement a project regarding a particular issue.
• At a future meeting, City staff agendizes Council discussion and action (majority, via minute order) on whether to direct staff to scope a project regarding the issue. The Council Member that originally requested the referral describes the issue and objective (Step 1). • If approved in Step 1, City staff prepares a scope and agendizes Council discussion and action on whether City staff shall implement the scope.
• Council considers the information at a future meeting (Step 2) and if approved in Step 2, City staff implements the project and completes the work.

This process is similar to that used by many other jurisdictions.

Staff presented a number of referrals that predate the current Council to the newly seated City Council on February 11, 2025. The item was continued to a special meeting held on February 18, 2025. At that meeting, staff presented the staff developed scopes for 16 referrals requested by the City Council on September 10, 2024 and the list of 13 referrals added between December 10, 2024 and January 28, 2025. City Council directed staff as follows:

Date: July 22, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS AND CURRENT

TWO-STEP PROCESS FOR AGENDIZING

Agendize within one month (1)
• Update on the status of negotiations with the Sheriff's Office regarding law enforcement assistance

Agendize within the next two months (6)
• Update on current state of permitting process with PDS and ways for improvement for the process to be more accessible
• Update on City whistleblower policy and procedure
• Update on the Scotts Valley Band of Pomo Indians casino project • Update on the City's disaster preparedness
• Closed session to review City Manager’s recent performance evaluation • Closed session to review City Attorney’s recent performance evaluation

Agendize beyond the next two months (1)
• Presentation of marina condition issues

No need to agendize as Council referral because it is already a standing agenda item (quarterly, the next one will take place on 3/11/25) (1)
• Update on City litigation

Since the February 18 meeting, an additional 16 items were added. Staff intends to get Council direction on all the outstanding referral requests prior to January 1, 2025 at the upcoming goal setting workshop, tentatively scheduled for September 2, 2025.

The breakdown of the 26 referral requests from January 1, 2025 to current are as shown in the table below are as follows:
• 7 are complete
• 12 are pending Council decision on whether to direct staff to scope and are highlighted in yellow in the table below.
• 5 are in various stages of work by staff towards completion • 2 are awaiting to be agendized by direction from Council on February 18, 2025. One is highlighted in green in the chart below. The other is an update on the status of permitting process with PDS and ways for improvement for the process to be more accessible. This referral request was made by Councilmember Palmares on December 10, 2024.
• 1 is considered ongoing in the case of overview of litigation which is updated on a quarterly basis by the City Attorney’s Office

Table 1: Referrals from January 1, 2025 to current:

Date: July 22, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS AND CURRENT

TWO-STEP PROCESS FOR AGENDIZING

Number Requester Date
Requested
(Step 0)
Topic Current Status
1 Lediju 14-Jan-25 Whistleblowing
Policy/Program
Various Stages of work by staff to
completion. May 13, 2025 Council
agenda. Item to return to Council in
July 2025 with a revised policy
2 Lediju 14-Jan-25 Update on the status of the
negotiations with the Sheriff's
Office regarding law
enforcement assistance
Completed. Special Council meeting
held March 6, 2025. Item returned to
Council April 8, 2025. Contract
approved by Council on June 17.
3 Lediju 14-Jan-25 Update on the Scotts Valley
Band of Pomo Indians Casino
Project
Completed. Update/Letter to US
Department of Interior to Rescind its
1/10/25 Gaming Egibility
Determination on May 27 agenda.
4 Gordon 14-Jan-25 Update on the City's Disaster
Preparedness
Completed. Presentation on May 13,
2025
5 Matias 14-Jan-25 Public Safety Workshop Completed. Workshop held on February 4, 2025
6 Matias 14-Jan-25 Evaluation of Existing City
Boards, Commissions and
Committees
Various stages of work by staff
towards being agendized: Staff is
working with Consultant to Finalize
and bring to Council.
7 Sorce 28-Jan-25 Overview of City litigation Ongoing. Updates by CAO on a quarterly basis in Closed Session.

March 11 closed session was the last
update.
8 Sorce 28-Jan-25 Closed session to review City
Manager's recent
performance evaluation
Completed. March 25, 2025 Closed
Session
9 Sorce 28-Jan-25 Closed session to review City
Attorney's recent
performance evaluation
Completed. March 25, 2025 Closed
Session
10 Matias February 11-
2025
Presentation on Marina
Condition Issues
Awaiting to be Agendized. Direction
from Council at 2/18/25 special
meeting to agendize within next 2
months
11 Matias 25-Feb-25 Discussion & consideration of
Vision Zero Policy for COV
Awaiting Scoping: Awaiting council
direction whether or not to scope
12 Bregenzer 11-Mar-25 Mare Island Company update
on Connolly Corridor
Awaiting Scoping: Awaiting council
direction whether or not to scope

Date: July 22, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS AND CURRENT

TWO-STEP PROCESS FOR AGENDIZING

13 Palmares 25-Mar-25 Council consider Mare Island
Preserve added to
Congressman Garamendi's
bill to transfer to federal
government
Completed. May 27, 2025 agenda.

No action was taken to move forward.
14 Matias 22-Apr-25 Creation of Sonoma Blvd. Ad-
hoc Committee
Awaiting Scoping. Awaiting council
direction whether or not to scope
15 Sorce 22-Apr-25 Sperry Mills Site Awaiting Scoping. Awaiting council direction whether or not to scope
16 Gordon 22-Apr-25 California Forever on Mare
Island Navy Shipyard/Ship
Act
Awaiting Scoping. Awaiting council
direction whether or not to scope
17 Council 13-May-25 Council action to provide
Public Safety Staffing
Emergency with Response
Times, including iHart Update
within 30 days
Various Stages of work by staff to
completion. On June 24, 2025
Council Agenda. Continued to July 8,
2025
18 Council 13-May-25 Council action to present
Alarm Ordinance as soon as
possible
Various Stages of work by staff to
completion. Tentatively scheduled
for July 22, 2025 regular council
meeting.
19 Council 13-May-25 Council action to present
Security Guard Contract as
soon as possible
Various Stages of work by staff
towards agendizing.
20 Palmares
& Gordon
24-Jun-25 Prostitution Ordinance Awaiting Scoping. Awaiting council direction whether or not to scope
21 Palmares 24-Jun-25 Red Light Abatement Act
Ordinance
Awaiting Scoping. Awaiting council
direction whether or not to scope
22 Palmares 24-Jun-25 Long-Term Financial Plan Awaiting Scoping. Awaiting council direction whether or not to scope
23 Matias 8-July-25 Reduction of speeds in
school sites from 25 mph to
15 mph
Awaiting Scoping. Awaiting council
direction whether or not to scope
24 Matias 8-July 25 Gun Violence Restraining
Order (IGVRO)
Awaiting Scoping. Awaiting Council
direction whether or not to scope
25 Matias 8-July-25 Use of AB 22 to Reduce
Speeds in Designated
Business Districts
Awaiting Scoping. Awaiting Council
direction whether or not to scope
26 Matias 8-July-25 Update to the Social
Nuisance Ordinance
Awaiting Scoping. Awaiting Counci
direction whether or not to scope

Date: July 22, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS AND CURRENT

TWO-STEP PROCESS FOR AGENDIZING

City staff seek the Council’s direction on whether to proceed to agendize the 12 that are awaiting scoping and the 2 that are awaiting to be agendized per direction from the City Council at its February 18 special meeting whether on a date certain, and whether to eliminate any of these items. One of the referrals added in January 14, 2025 is a duplicate of a previous referral (review of City’s existing boards, commissions, and committees).

The updated spreadsheet of all referrals from January 1 to July 8, 2025 is provided as Attachment 1 to this staff report.

Current Referral Process
Staff is also seeking Council’s direction on the current referral process. Vallejo Municipal Code Section

2.02.230 in part, allows for items of business to be included on the agenda at the request of the mayor, by individual councilmember, by the city manager, or by the city attorney.

In Vallejo, the City Council requests and provides direction to staff on referrals through the process outlined on Page One of this staff report. Included as Attachment 2 is the Council staff report from a former City Manager outlining the process followed to date which a former Council agreed to. This was done to formalize Councilmember requests to provide a structured way for all councilmembers to request items to ensure all requests are treated equitably, address and allow staff time to prioritize and allocate resources efficiently and help to align agenda items with broader policy goals, strategic plans, and council priorities.

If the Council wishes to deviate from the current procedure, a suggestion that a neighboring city utilizes is provided for your consideration below.

Report of the Presiding Officer and Members of the City Council In addition to the report on meetings and events attended, under this agenda item, any Council Member may make a motion that an item be scheduled for discussion at a future City Council meeting or that staff conduct a special follow-up task. The request must be approved by a majority vote of the Council in order to be carried out. The Council Member raising the request shall specify the type of follow-up they seek, among the following:
• Staff provide information on a topic to Council in a memorandum • Staff schedule a presentation to Council by an outside party at a future Council meeting • Staff schedule a report to Council by staff at a future Council meeting • Staff schedule an agenda item at a future Council meeting for staff to receive direction from Council on an issue
• Staff present proposed City legislation/policy (resolution or ordinance) to City Council at a future meeting

Council requests that staff conduct a special project that would require substantial staff time and/or substantial other City resources will be brought to Council as a future Council agenda item for staff to receive direction from Council on how to resource and prioritize the special project within the City workplan.

Until Chapter 2.02 of the Vallejo Municipal Code is revised, staff recommends that the City Council continue utilizing the “Report of the Presiding Officer and Members of the City Council” section of the agenda to request items for future meetings.

FISCAL IMPACT

Date: July 22, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS AND CURRENT

TWO-STEP PROCESS FOR AGENDIZING

The fiscal impact of providing a staff update on a Council topic of interest is negligible.

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. 2025 Council Referral Requests 061825

2. February 8, 2011 Staff Report Formalizing the Procedure for Requesting Staff Reports

CONTACT
Andrew Murray, City Manager (707) 648-4576
[email protected]
Dawn G. Abrahamson, MMC, City Clerk (707) 648-4527
[email protected]