Agenda packet, regular meeting — Vallejo City Council, October 14, 2025 (part 4 of 5)

REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 15
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including any limitations on hours and days of truck access, will be finalized based on consultation with the City during the design and permitting phase of the project.

55..11..11 WWoorrkk ZZoonneess aanndd SSttaaggiinngg AArreeaass During site preparation, excavation, and restoration activities, procedures will be implemented to ensure site safety, security, and control to protect workers from exposure. The potential fugitive dust emissions will be minimized by using d ust suppression techniques such as water spaying and soil pile covering. Best management practices will be employed to p revent soil erosions caused by wind or rain events.

Work zones, including the exclusion, decontamination, and support zones, will be ide ntified and clearly delineated. The exclusion zone will include all areas of excavation, impacted soil staging, and truck loading. The decontamination zone will be positioned immediately adjacent to the exclusion zone for the purposes of decontaminating pe rsonnel, equipment, and vehicles as they exit the exclusion zone. The support zone will be located within the designated work area, but beyond the limits of the exclusion and decontamination zones. The support zone will be used to temporarily store equipment, vehicles, and clean import materials.

The impacted soil staging areas will be identified and clearly marked. Soil staging areas will be located so that the greatest access for trucks and loading equipment will be available. Soil staging for impacted soil will consist of an area where either a roll -off bin or truck will be placed and loaded with impacted soil. Once impacted soil has been removed, clean fill material will be brought in and placed in the excavation.

55..11..22 EEqquuiippmmeenntt aanndd MMaatteerriiaallss The main equipment to be used for the excavation and backfilling activities may include one or more of the following (or equivalents):

Excavation/Backfilling/Pumping Equipment
 Backhoe. This equipment will primarily be used to remove small quantities of soil and to support the excavator.
 Excavator. This equipment will primarily be used to remove larger quantities of soil.  Loader/forklift/crane. This equipment may be used to load soil/water tanks onto haul trucks.
 Compaction Roller. This equipment will be used for compaction of fill materials to meet appropriate specifications.
 Submersible or equivalent pumps. This equipment may be needed for extracting groundwater seepage in the excavation pit.

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 16
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 Poly tanks or drums for water storage. The storage tanks will be used for temporary holding of pumped water for profiling to determine disposal options, if applicable.

Transportation Equipment
An excavator, backhoe or loader will be used to load excavated soil into trucks or roll -off bins. A crane may also be needed to lift and load p oly tanks or drums containing water. Two types of transportation vehicles considered for transporting wastes to an appropriate facility include roll - off bins or end dump trucks. Haul trucks will be hired to transport backfill materials onsite.

Other Miscellaneous Equipment and Materials
Other support equipment and materials may be needed during remedial activities. E quipment and materials will vary in type, size, and the duration of use should be short and intermittent.

This may include a portable toilet, excavation pit shoring if needed, tarps for soil pile lining and covering, straw/fiber rolls for erosion control, portable water sprayer for dust suppression, tire scrubbers for cleaning trucks before leaving site, a handheld compactor for areas where equipment access is limited , a tape measure /a measuring wheel for measurements, e tc. This equipment/material may be selected and used on an as- needed basis. A photo ionization meter (PID) may also be used in the field to assist soil screening for TPH contaminated areas.

55..22 SSOOIILL AANNDD GGRROOUUNNDDWWAATTEERR RREEMMEEDDIIAALL GGOOAALLSS The Water Board’s Environmental Screening Levels ( ESLs) are summarized in the following table along with TPH concentrations detected in soil and groundwater in Area 3 and vicinity by Mare Island Strait. All soil and groundwater TPH results readily available from ERS’ and URS’ previous investigations have been compiled and listed in Table 3. Boring locations of Area 3 are displayed in Figure 3.

ERS proposes to use the most stringent ESLs as target soil action levels (255 mg/kg for TPH-d and 1,600 mg/kg for TPH -mo) to identify and remove potential TPH sources in this area. Based on field observations, onsite screening results, and laboratory analytical results from confirmation sampling, ERS may excavate an additional amount of soil below these action levels to maximize the removal of potential TPH sources within the vadose and saturated zone and prevent potential groundwater contamination from residual source leaching and dissolution in the future.

Similarly, the most stringent groundwater ESLs for TPH -d (100 μg/L) will be used as the action level to extract and remove any standing groundwater in the excavation pit.

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 17
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Table 3. Summary of TPH in Soil and Groundwater in Area 3 and Vicinity Red values denote ESL exceeding detections; Numbers under boring names/in third row indicate soil sampling depth (feet bgs) * URS indicated groundwater was encountered at depths ranging from 12.5 to 15 feet bgs in the borings throughout the Site NA: URS designation of unclear. It possibly means Not Analyzed or Not Available ND: Not Detected above laboratory reporting limit
NS: Not Sampled

55..33 CCOONNCCEEPPTTUUAALL EEXXCCAAVVAATTIIOONN PPRROOCCEEDDUURREESS The excavation will be carried o ut in steps in order to fully delineate the boundary of the pit both horizontally and vertically and to minimize the volume of soil to be excavated . Confirmation sampling of soil on the excavation pit walls and bottom and potential grou ndwater encountered in the pit will be conducted as follows:

Soil
(mg/kg)
ESLs:

Tier 1/
Res./
Ind.

URS 2010 Boring Results ERS 2022 Boring Results
V20 V23 V24 V25 B9 B10 B11 B12
2' 2' 2' 2' 2' 11' 16' 2' 7' 12' 2' 5' 8' 2' 7' 12'
TPH-d
255/
255/
1,219

2.1 44 NA 1.8 ND 17 150 13 51 340 ND 35 9.3 ND 210 150
TPH-g
100/
429/
2,004
ND NA ND ND ND ND ND 1.5 ND 4.2 ND ND ND ND 3.9 20
TPH-mo
1,600/
12,033/
179,692
ND 140 ND ND ND 440 330 64 650 360 14 250 96 19 2,000 760 Ground-
Water
(μg/L)
Tier 1 ESL/
MCL
Priority/
Tap Water
V20 V23 V24 V25 B9 B10 B11 B12 B12/
Dup3
TPH-d
100/
199/
199
NS NS 4,900 NS 6,400 790 210 44,000 8,900
TPH-g
100/
759/
759

NS NS ND NS ND ND ND ND ND
TPH-mo None NS NS 4,100 NS 18,000 3,800 2,200 270,000 55,000 Depth to Water
(feet bgs) NS NS 17.5* NS 6.5 7 4 8

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 18
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Table 4. Tentative Confirmation Soil and Groundwater Sampling Plan Excavation
Pit
Depth
feet bgs
Pit Wall Soil
Sampling
# of samples
Pit Bottom Soil
Sampling
# of samples
Pit Water
Sampling
# of samples
Soil Pile
Profiling
Water in
Containers
Round 1 5
North: 1 @3’ bgs
1 @~25’ S. of B12
1 @~25’ N. of B10
1 to 2
if standing
water
encountered
1 sample
per 250 CY
for the first
1,000 CY.

1 additional
sample per
each
additional
500 CY
1 sample
per
container
South: 1 @3’ bgs
East: 2 @3’ bgs
West: 2 @3’ bgs
Round 2 10
North: 1 @8’ bgs 1 @~25’ S. of B12
1 @~25’ N. of B10
(saturated soil
okay)
1 to 2
if standing
water
encountered
South: 1 @8’ bgs
East: 2 @8’ bgs
West: 2 @8’ bgs
Round 3
(Tentative) 15~20
North: 1 @15’ bgs 1 @~25’ S. of B12
1 @~25’ N. of B10
(if not totally
submerged)
1 to 2
if standing
water
encountered
South: 1 @15’ bgs
East: 2 @15’ bgs
West: 2 @15’ bgs
Samples to be
Collected 12 to 18 (soil) 4 to 6 (soil) 3 to 6 (water) 12 to 22 (soil)
up to 10
(water)
In order to better define the horizontal and vertical extent of the contaminated area, ERS propose s to conduct the initial excavation first as shown in Figure 3 based on both ERS’ and URS’ boring results. Following the initial excavation, confirmation soil samples will be collected from the sidewalls and bottom of the excavation pit in a systematic grid pattern. Sidewall samples may be collected at i ntervals and at depths approximately halfway between the existing ground surface and the bottom of the excavation. The actual sampling frequency may be modified in the field based on visual observations, variations in soil types, irregular geometries of th e excavations, and access limitations.

If TPH-d is detected in any of the pit walls and exceed ing approximately 100 mg/kg, excavation may be expanded in that di rection by 3 feet horizontally to remove additional TPH impacted soil until TPH detections below approximately 100 mg/kg are obtained. Exact locations and number of samples will be determined in the field based on site conditions, groundwater levels, and actual volume of soil and groundwater extracted. By using this progressive methodology with multi ple rounds of excavation and delineation, ERS believes this could be the most economic and practical way to locate and remove/reduce the TPH contamination sources in Area 3.

Soil excavation will be conducted by City of Vallejo Public Works Department staff using City owned equipment and materials if available . Either a 1H:1V slope or benching in six -inch increments may be adopted to maintain the integrity of the soil pit walls when maximum depth of excavation is required . Excavated soil will be placed on pl astic tarp by the pit temporarily and covered with plastic sheeting for wind/rain erosion control after each excavation event. Fiber rolls may also be placed along the soil pile to prevent potential rain -induced erosion. Groundwater

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 19
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seepage in the excavati on may b e encountered . If significant, it may be pumped and stored in drums or tanks for profiling before disposal options are determined.

55..44 CCOONNFFIIRRMMAATTIIOONN SSAAMMPPLLIINNGG AANNDD AANNAALLYYSSIISS Soil samples will be collected from the excavator bucket from pit walls, bottom, and soil pile s.

Samples will be collected in laboratory -provided 4-ounce jars and placed on ice in a cooler , then released under chain -of-custody protocol to the contracted laboratory. Samples will be inspected by the Field Geologist/Engineer and site conditions/potential stratigraphy may be logged. Samples will be analyzed for TPH -d and TPH-mo by EPA Method 8015/802 in a certified laboratory . The confirmation s ample analysis may be rushed to obtain quick results to expedite t he remediation process. A handheld PID may also be adopted to assist in detection and screening of potential hot spots.

Similarly, g rab groundwater samples may also be collected from the excavation pit as encountered. Samples may be collected using a peristaltic pump or a bailer if fea sible. If groundwater is extracted, it may be stored in 55- gallon drums or poly tanks onsite. Samples from the pit and/or the drums will also be analyzed for TPH -d and TPH-mo by EPA Method 8015/8021 both with and without silica gel cleanup in accordance with ESL User's Guide Section 4.5 (Water Board, 2019). Chromatograms for the samples, standar ds, and blanks with the same x -axis scale will be evaluated and included in the final report if applicable . Field duplicate s may also be collected. All groundwater s amples will be collected in laboratory- provided containers with appropriate preservatives, chilled, and transported to the contracted laboratory under chain- of- custody protocol.

Laboratory results of TPH will be assessed by ERS after each sampling event to determine if and where additional excavation is required laterally and /or vertically to maximize removal of the potential TPH sources within the vadose zone as well as the saturated zone in this area.

55..55 SSUURRVVEEYYIINNGG
If necessary, the final excavation boundaries will be surveyed to record the extent of excavation and sampling locations. A measuring wheel and hand -held device equipped with GPS may be used to record sample GPS coordinates which will be presented in the remediation implementation report. In additi on, the final depth of the excavation pit will be measured and recorded.

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 20
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55..66 WWAASSTTEE PPRROOFFIILLIINNGG
Excavated soil will require sampling for waste characterization and profiling prior to disposal.

Waste soil profile samples will be collected during excavation as described above and/or after excavation. Soil samples collected during and after excavation may be composited into a suitable container, homogenized, and then processed for waste profile analyses at a contracted certified laboratory. Sample collection and analyses will be conducted in accordance with QA/QC procedures described in Section 3 of this RAWP. To ensure a sufficient quantity of sample material is available, a minimum of eight ounces of soil will be collected from each waste profile sample location. E ach soil sample will have a unique identification code to indicate where a sample is collected. Nomenclature will be generally consistent with the sample locations, i.e., pit- wall or bottom-depth or pile-location-depth as well as sampling date, time, and sampler initials.

An appropriate disposal facility will be selected prior to soil offsite transport, and the waste profiling will include laboratory analys is that is consistent with the identified disposal facility’s acceptance requirements. Based on the facility -specific requirements, analysis of select total metals (Title 22/CAM17) , total recoverable petroleum hydrocarbons (TPHs), VOCs, SVOCs, PCBs, Toxicity Characteristic Leaching Procedure (TCLP), and/or Total Threshold Limit Concentration (TTLC)/Soluble Threshold Limit Concentration (STLC), etc. may also be conducted. The Water Board will be notified by ERS before the excavated soil is transported to the disposal facility in accordance with a transportation plan and jurisdiction specific traffic manageme nt plan , if applicable.

It is not anticipated that a significant amount of groundwater seepage/wastewater will be generated during excavation or equipment decontamination activities. However, i f standing groundwater is encountered during excavation, sample s will be collected and analyzed similarly to the soil samples described above to determine disposal options.

55..77 SSOOIILL AANNDD//OORR GGRROOUUNNDDWWAATTEERR TTRRAANNSSPPOORRTT AANNDD DDIISSPPOOSSAALL Once pre -disposal waste characterization sampling and profiling of TPH -impacted soil and groundwater is completed, waste profile results will be used to identify an appropriate offsite disposal facility. A pproval will be obtained in advance before the soil and groundwater are transported to an approved off-site disposal facility by a licensed hauling c ontractor. Pre-profiling the soil during excavation may minimize the duration stockpiled soil will have to remain on -site, though post-excavation sampling may be performed prior to transportation to a disposal facility.

If it is determined that soil and groundwater require treatment, it would be transported to a fully permitted off-site facility in accordance with that facility’s permits.

Investigation derived waste soil profiling from the previous investigation conducted in January 2022 indicates it was classified as non-hazardous waste. The soil was transported and disposed in

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 21
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Yolo County Central Landfill, Woodland, California. Supplemental confirmation sampling data generated during excavation will be used to profile and confirm the waste characteristics. ERS anticipates the soil to be excavated will be similar to the soil generated during the boring process and would be non-hazardous. All non-hazardous waste will be transported under a Bill of Lading or Nonhazardous Waste Manifest. A ny non-Resource Conse rvation and Recovery Act (RCRA) and RCRA hazardous waste, if identified, will be transported under a Uniform Hazardous Waste Manifest.

All wastes generated during cleanup activities will be transported to facilities that are operating under appropriate per mits and in accordance with applicable regulations. ERS will select an appropriate facility based on permitting requirements, waste characterization results, distance to transport, cost, and environmental considerations. The treatment, storage, and disposal facility (TSDF) for the soil could be one or more of the following:
 Waste Management, Inc. – Tri Cities Landfill and Disposal, 7010 Auto Mall Parkway, Fremont, CA 94538
 Waste Management, Inc. - Guadalupe Landfill, Guadalupe MRF, 15999 Guadalupe Mines Road, San Jose, CA 95120
 Vasco Road Landfill (Republic Services, Inc.), 4001 North Vasco Road, Livermore, CA 94550
 Recology Ostrom Road Landfill, 5900 Ostrom Road, Wheatland, CA 95692  Potrero Hills Landfill, Inc. – Accepts liquids and solids, 3675 Potrero Hills Ln, Suisun City, CA 94585
 Dumbarton Quarry, 9600 Quarry Road, Fremont, CA 94555 In addition, ERS has identified a few non -hazardous wet spoils/liquid disposal facilities for potential groundwater/wastewater disposal:
 Aqua Clear Farms, 6762 Flannery Road, Rio Vista, CA 94571  Bay Area Concrete, 24701 Clawiter Road, Hayward, CA 94545  Community Fuels – FR3 Recycling, Port of Stockton, 809-C Snedeker Avenue, Stockton, CA 95203
If possible, excavated soil will be directly loaded into haul trucks. The soil wil l then be transported off-site for disposal in accordance with th e transportation plan to be drafted . If direct loading is not p ermitted, an alternative method of transferring the soil into loading b ins may be predetermined in consultation with the Water B oard prior to mobilizing for cleanup activities in the field.

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VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 22
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Prior to leaving the S ite, the origin of the soil will be documented. A manifest or bill of lading will be prepared. The truck will be inspected to ensure that the load is properly secured and c overed and that the truck has been properly decontaminated.

55..88 SSIITTEE BBAACCKKFFIILLLLIINNGG AANNDD RREESSTTOORRAATTIIOONN Area 3 is expected to be excavated to a maximum depth of approximately 1 5 to 20 feet bgs to remove the potential TPH sources. Once excavation is completed with con firmatory sampling, the pit will be backfilled with clean fill materials and restored to original site conditions.

55..88..11 BBaacckkffiillll SSoouurrccee EEvvaalluuaattiioonn aanndd SSeelleeccttiioonn Samples of backfill materials will be collected prior to use and will be submitted for laboratory analysis. The sampling procedures will follow DTSC’s Information Advisory for Clean Imported Fill Material, dated October 2001. Backfill materials will be free from roots and other large organic matter, as well as trash, debris, and stones larger than ¾-inch in any dimension.

To prevent the potential of introducing contaminated fill material onto the site, it is necessary to verify through documentation that the fill source is appropriate and/or to have the fill material analyzed for potential contaminants b ased on the location and history of the source area. Fill documentation should include detailed information on the previous use of the land from where the fill is taken, whether an environmental site assessment was performed and its findings, and the resul ts of any testing performed. The documentation must be signed by an appropriately licensed (CA -registered) individual. Analysis of the fill material must be based on the source of the fill and knowledge of the prior land use.

Fill material will be sample d and analyzed in compliance with Borrow Area sampling frequency recommendations in Table 5, below:

Table 5. Recommended Fill Material Sampling Frequency (DTSC, 2001) Extent of Individual Borrow Area Number of Samples
2 acres or less Minimum of 4 samples
2 to 4 acres Minimum of 1 sample for every 0.5 acres
4 to 10 acres Minimum of 8 samples
Greater than 10 acres Minimum of 8 locations with 4 subsamples per Volume of Borrow Area Stockpile Number of Samples
Up to 1,000 cubic yards 1 sample for 250 cubic yards
1,000 to 5,000 cubic yards 4 samples for first 1,000 cubic yards; 1 sample per each additional 500 cubic yards
Greater than 5,000 cubic yards 12 samples for first 5,000 cubic yards; 1 sample per each additional 1,000 cubic yards

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 23
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The imported backfill material will be tested in accordance with DTSC Information Advisory for Clean Imported Fill Material (DTSC, 2001). Analysis of the fill material will be based on the source of the fill and knowledge of the prior land us e (i.e., quarry, commercial property, etc.) . When possible, representative samples are collected at the borrow area while the potential fill material is still in place and analyzed prior to removal from the borrow area. A minimum of one initial representative sample will be collected at the source and analyzed for one or more of the following, in accordance with the DTSC Advisory:
 PAHs (USEPA 8270C with selective ion monitoring [SIM])  TPH (USEPA Modified 8015 gasoline, diesel, and motor oil)  CAM 17 Metals (USEPA Method 6010/7471)
 VOCs (USEPA Method 5035/8260)
 PCBs (USEPA Method 8082)
 Asbestos (600/R-93/116)
 Organochlorine Pesticides (8081A)
 Organophosphorous Pesticides (8141A), and
 Chlorinated Herbicides (8151A)

Thereafter, additional samples will be collected upon delivery at the following frequency:
 One sample for every 250 CY (15 truckloads) for the first 1,000 CY of backfill delivered.  One sample for every 500 CY (30 truckloads) for the remainder of the backfill delivered.

Based on current site conditi ons, coarse sand/sandy gravel is recommended for filling the excavation pit. The volume of fill materials will be estimated based on the total excavated soil volume. Based upon ERS’ project experience, gravels generated from nearby Vulcan Materials Company located at 885 Lake Herman Road, Vallejo, California, which is approximately five miles away from the Site, may be considered and evaluated as potential fill material.

55..88..22 BBaacckkffiilllliinngg aanndd SSiittee RReessttoorraattiioonn Once the clean fill material is identified, it will b e transported onsite by a subcontractor for excavation backfill. Backfilling operations will begin after excavation activities are completed. All areas requiring backfilling will be backfilled and graded to the pre -excavation grade and compacted sufficiently to avoid future settling. A minimum of 90% of the maximum dry density as determined by ASTM D- 1557 is recommended. Compaction reports, if prepared, will be included in the implementation report.

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VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 24
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During backfilling and site restor ation, ERS will document and photograph the conditions of the site before excavation starts as well as after restoration . Photographs will be attached to the RAWP implementation report.

55..99 DDUUSSTT AANNDD NNOOIISSEE CCOONNTTRROOLL
Dust control measures will be implemented during soil excavation, loading, and site backfilling in accordance with pertinent federal and state rules (Rule 403 or Rule 1466 and backfill placement activities in accordance with Rule 403) and the HASP. A rule of “no visible dust” will be applied to all aspects of the work. To c ontrol the possible generation and migration of dust, the following procedures may be implemented:
 Apply water directly to the planned area of excavation to be sufficiently mixed or penetrated prior to soil disturbance and during excavation activities.  Apply water during the truck loading and unloading operations, as appropriate.  Promptly apply water to excavation, loading, or unloading operations upon any observance of dust.
 Place plastic sheeting on soil stockpiles before loading to haul trucks for offsite disposal .  Cease soil excavation activities if the wind speed is greater than 15 miles per hour .  Cover excavated areas to prevent generation of fugitive dust.

By controlling the dust with the procedures summarized above, the potenti al emission of any airborne materials are anticipated to be reduced below levels which would pose a risk to public health and remediation personnel. Previous investigation indicate d the Site contamination is mainly associated with diesel and motor oil products. Gasoline product s and VOCs were only scarcely detected in soil. As a result, airborne volatiles are not anticipated.

ERS does not anticipate noise concerns given the limited access and remoteness of the work area from residential districts. In addition, remedial and equi pment operations will be conducted only between the hours of 8:00 am and 5:00 pm, Monday through Friday.

55..1100 DDEECCOONNTTAAMMIINNAATTIIOONN
To prevent residual contamination from leaving the site by trucks and field personnel, the following decontamination procedures may be implemented:
 All equipment wheels/tires may be cleaned by means of shovels and stiff -bristled brooms or brushes until they are fully cleaned. Upon completion of cleaning, any debris will be placed in an appropriate transportation vessel.

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VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 25
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 Truck wheels/tir es may also be washed with a handheld pressure washer to remove residual dirt if needed . Wash water will be collected and combined with groundwater generated during excavation and transported offsite for disposal/treatment as needed .  Personal protective eq uipment (PPE), such as disposable coveralls and gloves, will be removed and discarded in the contamination reduction zone and transported off -site with impacted soil. To decontaminate reusable items such as work boots, a two -stage decontamination process w ill be used. This process will include washing in a detergent solution with a stiff-bristled brush and rinsing in clean water.

55..1111 EERROOSSIIOONN AANNDD RRUUNNOOFFFF CCOONNTTRROOLL Runoff control measures will be implemented to control incidental runoff from the excavation areas. If a rain shower occurs during exc avation activities, California Storm Water Best Management Practices (BMPs) (e.g., sand bags, gravel bags, fiber rolls, filter fabric, etc.) will be implemented around the excavation area to prevent run -off from the soil pile and run-on into the excavation pit. The erosion control activities implemented during remediation are to prevent surface runoff from entering or exiting the work area.

ERS anticipates e xcavation will be performed outside of the rainy season. Thus , surface water runoff would be minimal if any entering the excavation. If excavation activities are impacted by rainstorms, the following storm water pollution prevention procedures may also be used:
 Monitor the weather forecast very closely. When rain is forecast, halt cleanup activities.  If rain begins to fall, the exposed excavation and/or soil pile will be covered immediately to minimize erosion and run-off.
 Use proper procedures to ensure that wet soil (mud) is not tracked offsite on the tires of trucks used for soil transportation. The procedure may include placing plastic sheeting at the loading area. Truck tire washing with manual pressure washing may be performed if needed.
 Use plastic sheeting extensively to ensure that the area of excavation is protecte d from rain during off hours and during sudden heavy rain.
 Manage wastewater in accordance with the procedures for groundwater described in this RAWP.

In general, except for dust and noise control measures, the excavation will be kept dry to ensure that no wastewater is generated, no environmental concerns arise, and to ensure that the excavation can be backfilled promptly.

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VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 26
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55..1122 FFIIEELLDD WWOORRKK OOVVEERRSSIIGGHHTT AANNDD DDOOCCUUMMEENNTTAATTIIOONN Field oversight of the excavation, disposal, and restoration work and associated activities wi ll be organized by ERS and the City and closely monitored by ERS Field Geologist/Engineer.

The proposed remedial activities described in this RAWP will be photo -documented prior to, during, and after implementing remedial activities. During all field acti vities, project personnel will document pertinent Site information and activities, including but not limited to observations, personnel on -site, equipment arrival and departure times, and other important project information. Field documentation will be com plete and accurate enough to permit accurate reporting of field activities. Documentation may consist of, but may not be limited to:
 Daily, weekly, or monthly field activities/meetings.
 Soil/groundwater excavation, confirmation sampling, and laboratory reports.  Waste soil sampling and profiling results.
 Clean import material sampling and profiling results.  Manifests or bill of lading for each shipment of soil/groundwater for disposal.  Manifests or bill of lading for each shipment of clean import materials.  Documentation of any deviations from the RAWP that are not anticipated.

Although not anticipated, if any portion of the excavated soil is profiled as hazardous waste, the Uniform Hazardous Waste Manifest form will be used to track the movement of soil from the point of generation to t he point of disposition. S oil that is profiled as non -hazardous will be documented using a Non-Hazardous Waste Manifest or bill-of-lading form.

Prior to transporting excavated soil off-site, an authorized representative of the City will sign each hazardous and/or non -hazardous waste manifest. The Responsible Manager will maintain one copy of the manifests on-site.

66.. MMOONNIITTOORRIINNGG WWEELLLL IINNSSTTAALLLLAATTIIOONN In order to monitor potential TPH impacted groundwater, three monitoring wells will be installed around the excavated area as shown in Figure 3. A fourth monitoring well (MW-4), located at the center of the proposed excavation area may be installed per Water Board’s suggestion as a regular well or a piezometer . However, ERS believes that MW- 4 is optional considering the presence of the three other wells in the immediate vicinity. It may not be installed if it is practically difficult or infeasible in this sand/gravel backfilled area. T hese wells, when monitored simultaneously, will not only demonstrate TPH concentration and variations in groundwater over time, but also confirm groundwater flow direction and potential discharge into MIS/NR in the future.

Table 6. Proposed Monitoring Well Locations

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 27
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Well ID General Location Latitude* Longitude*
MW-1 Approximately 50 feet northeast of B12 6488222.979 1795936.796 MW-2 Approximately 50 feet east of B9 6488347.955 1795905.587 MW-3 Approximately 50 feet southeast of B10 and B11 6488345.631 1795785.259 MW-4 Approximately 26 feet west of B9 6488285.318 1795861.517 *Coordinates are listed in the United States State Plane Coordinate System for California Zone 402

66..11 WWEELLLL DDEESSIIGGNN AANNDD SSPPEECCIIFFIICCAATTIIOONNSS Pursuant to California Department of Water Resources (DWR) Water Well Standards Bul letin 74- 81 and Bulletin 74- 90 as well as industry standards, ERS has designed the mon itoring wells and specified construction parameters as shown in Figure 4.

DWR’s online publications set the minimum standards for monitoring wells. They are an informal compilation of Bulletin 74 -90. Although Bulletin 74- 90 was not finalized by DWR, nor officially adopted into the Model Well Ordinance by the State Water Resources Control Board, it has been adopted into local ordinances around the state.

A well construction and permit application will be obtained through Solano County’s Department of Resources Management before drilling starts.

66..22 BBOORRIINNGG AANNDD WWEELLLL IINNSSTTAALLLLAATTIIOONN The well boreholes will be advanced by a licensed third-party contractor using a direct-push drill rig equipped with 6- inch (or larger) diameter hollow steel pipes to approximately 16-17 feet bgs.

Soil retrieved will be inspected and /or logged by the Field Geologist/Engineer according to the Unified Soil Classification System (USCS). Once boring is comple ted, a pre-assembled PVC well will be inserted into the borehole immediately followed by filling the annular space with medium to coarse sand to the specified depths. Bentonite pellets or granules will be used for the transition seal between the filter pac k and annular seal of bentonite grout or cement above. A grade-level vault will then be installed to protect the well head.

66..33 WWEELLLL DDEEVVEELLOOPPMMEENNTT,, SSUURRVVEEYY,, AANNDD CCOOMMPPLLEETTIIOONN RREEPPOORRTTIINNGG Following well construction, the groundwater monitoring wells will be developed to remove the fines remaining inside the filter pack from well installation. ERS may also hire a licensed surveyor to survey the locations of wells as well as the top of casing for future groundwater elevation determinations. ERS, or the well drill er, will f ile an as-built report of completion with the DWR within 60 days of the completion of the work via DWR’s Online System of Well Completion Reports. Investigation -derived waste will be combined with the soil excavated and disposed of similarly.

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REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 28
O

66..44 PPOOSSTT--RREEMMEEDDIIAATTIIOONN GGRROOUUNNDDWWAATTEERR SSAAMMPPLLIINNGG Groundwater sampling will be conducted in the new monitoring wells quarterly during the first year following remediation. It is anticipated that groundwater samples from each well will be analyzed for TPH -d and TPH-mo using EPA Method 8015B (M) with and without silica gel clean up to monitor the effectiveness of the remedial actions.

After four quarters of groundwater sampling , a comprehensive groundwater evaluation report will be prepared and submitted to the Water Board. Concentration trends as well as the potential discharge of TPH impacted groundwater to MIS/NR will be evaluated, and the report will include recommendations for continued monitoring, modifications to sampling frequency, or removal.

77.. RREEMMEEDDIIAALL AACCTTIIOONN IIMMPPLLEEMMEENNTTAATTIIOONN RREEPPOORRTT Following the completion of soil remediation activities, a RAWP Implementation Report will be prepared and submitted to the Water Board. The report will provide detailed documentation of remediation activities and the post- remediation conditions, t ogether with appropriate recommendations for potential post -remediation actions. The report will include the following sections and results:

1. Description of area and location of final excavation, depth reached, total volume of soil (and groundwater) extracted, and temporary storage on-site.

2. Summaries of l aboratory results of soil and groundwater confirmation sampling and analytical results of TPH-d and TPH-mo along with laboratory reports and QA/QC results.

3. Excavated soil profiling results, off -site transport manifests, and disposal and/or treatment records.

4. Backfill material source , volume, and profiling results as well as backfilling, grading, and compaction activities conducted.

5. Copy of as -built monitoring well construction report, well logs, final locatio n and top of casing survey results.

6. Conclusions and recommendations, if any.

7. Other pertinent field records, such as field notes, permits, photos, and any deviations from this RAWP.

Page 383 of 681 ends

REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023 29
O

88.. RREEFFEERREENNCCEESS
California Department of Water Resources. Not Dated. Online Well Standards Bulletin 74- 81 and Bulletin 74-90. https://water.ca.gov/Programs/Groundwater-Management/Wells/Well- Standards/Combined-Well-Standards
Department of Toxic Substances Control (DTSC). 2001. Information Advisory for Clean Imported Fill Material, October.

ERS. 2022. Report for Additional Site Investigations at Vallejo 17.12-Acre Parcel, 50 Solano Avenue, Avenue, Vallejo, California
Harding Lawson Associates (HLA). 1992. Phase II Hazardous Materials Site Assessment, Former Kaiser/Pacific Gas & Electric Company Properties, Vallejo, California.

HLA. 1995. Remediation Studies, 40 Acre Property, 1121 Sonoma Boulevard, Vallejo, California (Draft).

HLA. 1996. Site Investigation Report, 40 Acre Property, 1121 Sonoma Boulevard, Vallejo, California.

Kleinfelder West, Inc. 2009. Soil and Groundwater Sampling Work Plan 17-Acre Southern Portion of Parcel S/T. May.

San Francisco Bay Regional Water Quality Control Board. 2019. User’s Guide: Derivation and Application of Environmental Screening Levels (ESLs) (Interim Final Revision 1).

San Francisco Bay Regional Water Quality Control Board. 2021. Concurrence on October 2020 Work Plan for Additional Site Investigations, Vallejo 17.12-Acre Parcel, Sonoma Boulevard, Vallejo, California File No. SL 163211119 (MS). 26 July.

San Francisco Bay Regional Water Quality Control Board. 2022. Concurrence and Comments on Additional Site Investigations Report, Vallejo’s 17.12-Acre Parcel (Report), 50 Solano Avenue, Vallejo, California. File No. SL 163211119 (MS). 3 June.

State Water Resources Control Board. 2020. California Water Code Section 13267 Technical report Requirement for a Work Plan and Technical Results Report for Additional Site Investigations, Vallejo 17.12-Acre Parcel (Site), Sonoma Boulevard, Vallejo, California. 6 March.

URS Corp. 2010. Targeted Site Investigation, the Vallejo 17.12-Acre Site, Sonoma Boulevard, Vallejo, California. 25 March.

Page 384 of 681 ends

REMEDIAL ACTION WORK PLAN (RAWP)
VALLEJO 17.12-ACRE PARCEL, 50 SOLANO AVE., VALLEJO, CALIFORNIA October 2023

Figures

Page 385 of 681 ends

012
Miles
¹ 1:55,000
Site Boundary
Lඍඏඍඖඌ
Figure
1S඗ඝගඐඍකඖ Wඉගඍකඎක඗ඖග 17.12-Aඋකඍ Pඉකඋඍඔ
Vallejo, California
S. Penacho, August 2023
Environmental Risk Services Corporation

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0 100 200
Feet
1:2,000
Site Boundary
2010 Borings (URS)
2022 Borings (ERS)
Figure
2SITE LAYOUT, PARCELS, AND BORING LOCATIONS
Southern Waterfront 17.12-Acre Parcel, Vallejo, CaliforniaParcel Boundary BCDC Shoreline Band Jurisdiction
Shoreline (NOAA)
Solano Ave
V-1
V-12
V-11
V-2
V-5
V-3
V-6
V-7
V-8
V-9
V-10
V-14
V-16
V-19
V-22
V-23
V-20
V-25
V-21
V-13
V-17
V-15
V-4
V-24
V-18
B1
B2B3
B4
B5
B6B7
B8
B9
B10B11
B12
S. Penacho, August 2023
Environmental Risk Services Corporation
Parcel 0058090350
Parcel 0058090340
Parcel 0058090330
Parcel 0058090200

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@A
@A
@A
@A
B9
B10
B11
B12
B5
B6B7
B8
V-24
V-18
MW-2
MW-1
MW-3
V-25
V-20MW-4
V-23
Parcel 0058090350 Parcel 0058090340
25 50
Feet
0 2022 Boring Locations (ERS)
Figure
3 PROPOSED EXCAVATION ZONE

AND MONITORING WELL LOCATIONS
Southern Waterfront 17.12-Acre Parcel, Vallejo, California Estimated Excavation Zone (8,500 ft2)
2010 Boring Locations (URS)
Proposed Monitoring Well
Parcel Boundary
BCDC Shoreline Band Jurisdiction
S. Penacho, August 2023
Environmental Risk Services Corporation
Shoreline (NOAA)

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TYPICAL

FLUSH MOUNT GROUNDWATER MONITORING WELL

CONSTRUCTION DIAGRAM

BOLTED MANHOLE COVER

CONCRETE PAD

MANHOLE SLEEVE

LOCKING WELL CAP
2” SCHEDULE 40 PVC PIPE

BENTONITE GROUT

BENTONITE SEAL
TYPE _________

SAND PACK
GRAIN SIZE _________
2” SLOTTED SCHEDULE
40 PVC SCREEN

BOTTOM CAP

BOTTOM OF BORING

ANNULUS
(SPACING DEPENDS

ON WELL DEPTH)
2 FEET
2 FEET
10 FEET
6”
6”
1” 2”
2” 3”
2” 3”
(TOP OF MANHOLE)
(TOP OF CASING)

SCHEMATIC OF

GROUNDWATER MONITORING WELL
2’
2’
5’
6”
6”
(TOP OF MANHOLE)
1”
2” (TOP OF CASING)
2”
5’ 10”
6”
2’ 2’

BOLTED MANHOLE COVER

CONCRETE PAD

MANHOLE SLEEVE

LOCKING WELL CAP
2” SCHEDULE 40 PVC PIPE

BENTONITE GROUT

BENTONITE SEAL

BENTONITE PELLETS OR

GRANULES

SAND PACK

MEDIUM TO COARSE SAND
2” SLOTTED SCHEDULE
40 PVC SCREEN
(SLOT NO. 10
(0.010” OR 0.25MM))

BOTTOM CAP

BOTTOM OF BOREHOLE

ANNULUS
Not to Scale
Figure
4 S. Penacho, August 2023
Environmental Risk Services Corporation

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CONSENT CALENDAR 8.M.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Beth Schoenberger, Water Utilities Director
SUBJECT: ADOPT A RESOLUTION TO AMEND THE WATER ENTERPRISE FUND FY 2025-26 BUDGET TO INCREASE REVENUES BY UP TO $600,000 GENERATED BY THE 2025 STATE WATER PROJECT WATER TRANSFER OF 2025 SURPLUS UNTREATED

WATER FOR THE PURPOSE OF FUNDING WATER CAPITAL INFRASTRUCTURE IMPROVEMENTS (STEP 2 OF 2)

RECOMMENDATION
Adopt a resolution to amend the Water Enterprise Fund FY 2025-26 Budget to increase revenues by up to $600,000 generated by the 2025 State Water Project water transfer of 2025 surplus untreated water for the purpose of funding water capital infrastructure improvements (step 2 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 2-step public notice of intent prior to any action taken. Notice of intent to amend the Water Enterprise Budget was approved by the City Council at its regular meeting on September 23, 2025, along with approval of the 2025 Water Transfer itself.This staff report provides staff recommendation for approval of Step 2 of the budget amendment process.

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.

Page 390 of 681 ends

Date: October 14, 2025
Subject: ADOPT A RESOLUTION TO AMEND THE WATER ENTERPRISE FUND FY 2025-26 BUDGET TO INCREASE REVENUES BY UP TO $600,000 GENERATED BY THE 2025 STATE WATER PROJECT WATER TRANSFER OF 2025 SURPLUS UNTREATED

WATER FOR THE PURPOSE OF FUNDING WATER CAPITAL INFRASTRUCTURE IMPROVEMENTS (STEP 2 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.

Step 2 of 2 Budget Amendment
At the City Council Meeting of September 23, 2025, Council approved the Notice of Intent to Amend the Water Enterprise FY 2025-26 Budget to reflect up to $600,000 in revenue from the administrative fee from the 2025 Water Transfer. The recommendation tonight is to approve Step 2 of 2.

FISCAL IMPACT
Once the Water Transfer Agreement 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. Reso Water Transfer Amending Budget_2_of_2 CAO Stamp

CONTACT
[email protected]
(707) 649-5439

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Approved as to form:

By: for
Veronica Nebb, City Attorney

RESOLUTION NO. 25-________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVING THE AMENDMENT TO THE WATER ENTERPRISE FY 2025-2026 BUDGET (STEP TWO) TO REFLECT UP TO $600,000 IN DEPARTMENT OF WATER RESOURCES ADMINISTRATIVE FEE REVENUE FROM THE 2025 TRANSFER OF VALLEJO’S 2025 SURPLUS UNTREATED

STATE WATER PROJECT WATER

WHEREAS, in July 2025, the City Council adopted a budget for the Fiscal Year 2025-2026; and

WHEREAS, City Charter Section 703 requires that all available funds not included in the budget may be appropriated by the City Council after giving one week’s notice of intention to do so; and

WHEREAS, the notice of intent to amend the budget was brought to Council on September 23, 2025; and

WHEREAS, on September 23, 2025, the City Council received and filed a request to amend the FY 2025-2026 Enterprise Fund budget.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Vallejo hereby amends the Water Enterprise Fund FY25-26 Budget.

ADOPTED BY THE CITY COUNCIL OF THE CITY OF VALLEJO at a regular meeting held on October 14, 2025, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_________________________________________

ANDREA SORCE, MAYOR

ATTEST: _________________________________________
DAWN G. ABRAHAMSON, CITY CLERK

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CONSENT CALENDAR 8.N.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Stephanie Sifuentes, Human Resources Director
SUBJECT: ADOPT A RESOLUTION APPROVING A SIDE LETTER AGREEMENT BETWEEN THE

CITY OF VALLEJO AND THE VALLEJO POLICE OFFICERS' ASSOCIATION (VPOA)

AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE SAME

RECOMMENDATION
Adopt a Resolution Approving a Side Letter Agreement between the City of Vallejo and the Vallejo Police Officers' Association (VPOA) and Authorize the City Manager to Execute the Same.

REASONS FOR RECOMMENDATION
This Side Letter Agreement between the City and VPOA represents a collaborative effort between both parties to reduce crime in the community as we continue to work on getting VPD staffed up. The intent of increasing security guard presence throughout the City is to serve as a crime deterrent.

BACKGROUND AND DISCUSSION
On July 25, 2023, the City Council adopted a proclamation declaring a state of local emergency related to public safety staffing. Staff committed to addressing the public safety staffing emergency with a multipronged approach, which includes (1) identifying and contracting out for enhanced marketing campaigns for Police Officer recruitment, (2) a recruitment, retention, and referral incentive to (a) incentivize current staff to stay, (b) incentivize current staff to assist the City in recruiting good candidates, and (c) incentivize applicants to choose Vallejo, (3) contract with Solano County Sheriff for supplemental law enforcement assistance, (4) broaden existing contract for private security guard services, (5) work with VPOA to find a path forward for broadening our use of retired annuitants to address the short-term staffing needs, (6) looking for interim housing options for the Vallejo Police Department, and (7) looking at other ways in which we can improve morale and working conditions.

Staff have implemented an enhanced marketing campaign and the recruitment, retention, and referral incentive; the Sheriff's contract was approved. Tonight, the staff is bringing forward both the security guard agreement itself and the side letter with the VPOA for broadening our existing contract for private security guard services. Further, Staff are continuing to work on the last three items as part of the above-described multipronged approach. The City's current security services provider, AX9, was selected through the competitive RFP process to continue providing current security services as well as to implement additional patrol route services throughout the City as a crime deterrent.

The City has worked with AX9 to determine the best patrol routes using data contained in the "burglary and larceny hot spot" report provided by the Vallejo Police Department. Crime concentration areas were identified, and four potential route options were created, which you'll hear more about in Action Item 9A this evening.

Staff met and conferred with the VPOA relating to the potential impacts of the expanded security guard services. The parties have mutually agreed to temporarily expand the security guard services in which they will conduct neighborhood patrols for 40 hours per week to supplement VPOA bargaining unit members. This tentative agreement will be in effect for one year following execution of the contract with AX9 as the City

Page 393 of 681 ends

Date: October 14, 2025
Subject: ADOPT A RESOLUTION APPROVING A SIDE LETTER AGREEMENT BETWEEN THE

CITY OF VALLEJO AND THE VALLEJO POLICE OFFICERS' ASSOCIATION (VPOA) AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE SAME

Page 2 ends

continues to increase public safety staffing. The parties will meet again before this one-year agreement expires to discuss the efficacy and whether to continue the expanded use of security guard services.

The attached Side Letter Agreement between the City and VPOA represents a collaborative effort between both parties to reduce crime in the community as we continue to work on getting VPD staffed up. The intent of increasing security guard presence throughout the City is to serve as a crime deterrent.

FISCAL IMPACT
There is no fiscal impact to this item.

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. 25.10.14_Reso_Side Letter Agreement_VPOA_Security Guard Contract

2. 25.10.14_Side Letter Agreement_VPOA_Security Guard Contract_Clean

CONTACT
Stephanie Sifuentes, Human Resources Director, (707) 649-4852 [email protected]

Page 394 of 681 ends

RESOLUTION NO. 25 - ___N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVING A SIDE

LETTER AGREEMENT BETWEEN THE CITY OF VALLEJO AND THE VALLEJO POLICE OFFICERS’ ASSOCIATION (VPOA), AND AUTHORIZING THE CITY MANAGER TO

EXECUTE THE SAME

WHEREAS, the Vallejo Police Officers’ Association (“VPOA”) is the recognized representative for City of Vallejo Police Officers; and

WHEREAS, the City desires to temporarily expand the existing security guard services to include patrol routes throughout the City as a crime deterrent for one year with the possibility of 4 additional one year terms with approval; and

WHEREAS, the City and VPOA met and conferred in good faith and reached a mutual agreement to temporarily expand the existing agreement for security guard services to include patrol routes throughout the City as a crime deterrent, for one year and then meet and confer again relating to any extensions of the Agreement; and

WHEREAS, the City and VPOA negotiated a Side Letter Agreement that will confirm an understanding reached between the City VPOA.

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Vallejo hereby approves the Side Letter Agreement and authorizes the City Manager to execute the Side Letter Agreement, which is attached to the Staff Report, and further authorizes the City Manager or his/her designee(s) to take any and all actions reasonably necessary to implement the Side Letter Agreement.

Adopted by the City Council of the City of Vallejo at a regular meeting held on October 14, 2025, with the following vote:

AYES:

ABSENT:

ABSTAIN:

NOES:

__________________________________

ANDREA SORCE, MAYOR

Page 395 of 681 ends

ATTEST:

_______________________________________

DAWN ABRAHAMSOM, CITY CLERK

Page 396 of 681 ends

SIDE LETTER AGREEMENT

BETWEEN

CITY OF VALLEJO
AND
VALLEJO POLICE OFFICERS’ ASSOCIATION (VPOA)

This will confirm an understanding reached between the City of Vallejo (“City”) and the Vallejo Police Officers’ Association (“VPOA”), both hereinafter referred to as the “parties”.

Currently, private security guard services are utilized at City parking garages and parking lots, the Farragut School (leased by the City), the Vallejo Housing Authority building, City Hall, and other City-owned facilities, and are sometimes used for security guard services at special events.

In or around August of 2025, the City of Vallejo proposed expanding the use of private security to include patrolling certain areas in the downtown corridor and certain abatement services.

Pursuant to the Meyers-Milias-Brown Act, the VPOA requested to meet and confer over the expanded use, as it includes VPOA bargaining unit work, specifically patrolling the City and abatement.

On September 3, 2025, the parties met and conferred in good faith and mutually agreed to temporarily expand the existing contract for private security guard services to include patrol routes throughout the City, as a crime deterrent, and homeless encampment/garbage abatement under the following circumstances:

1. AX9 will provide the City 40 hours of patrol services each week;

2. AX9 will assist in homeless encampment and garbage abatement activities after Vallejo Police Department law enforcement officers initiate the abatement and determine the site is secure;

3. Police Department staff will continue vehicle abatement work;

This temporary agreement will be in effect for one year following execution of the contract with AX9 as the City continues to increase public safety staffing. The parties will meet again before this one-year agreement expires to discuss the efficacy and whether to continue the expanded use of security guard services.

Nothing in this agreement is intended to transfer VPOA bargaining unit work to private security contractors. This agreement is temporary, intended to supplement, not supplant VPOA bargaining unit employees while the City works to hire additional sworn law enforcement officers.

________________________________ __________________________________ Stephanie Sifuentes Lenard Alamon
Human Resources Director President, VPOA

Date: ___________________________ Date: _____________________________

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ACTION ITEM 9.A.

DATE: October 14, 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 ONE YEAR WITH FOUR ONE-YEAR OPTIONS TO EXTEND FOR A TOTAL AMOUNT NOT TO EXCEED $1,900,000.00 FOR YEAR ONE OF

SAID AGREEMENT, AUTHORIZING THE ADDITION OF SUPPLEMENTAL SECURITY

SERVICES AS NEEDED, AUTHORIZING THE CITY MANAGER TO EXECUTE SAME,

AND TERMINATING THE EXISTING SECURITY SERVICES AGREEMENT

RECOMMENDATION
Adopt a Resolution approving a one-year Agreement for Security Services with AX9 Security, Inc., with four optional one-year extensions, in an amount not to exceed $1,900,000.00 for the first year; authorizing the addition of supplemental security services as needed; authorizing the City Manager to execute the new Agreement; and terminating the existing Agreement.

REASONS FOR RECOMMENDATION
The new Security Services Agreement will enable staff to implement the Security Services Pilot Program that will enhance security resources in targeted areas of Vallejo and ensure continuity of existing services.

BACKGROUND AND DISCUSSION
On September 23, 2025, staff presented this item to City Council and responded to questions from Councilmembers. By Council consensus, the item was continued for staff to return with further information.

The not-to-exceed amount presented at that meeting differs from the total identified in this report, as staff subsequently determined that the prior estimate did not include costs for certain as-needed services identified by the contractor—such as coverage for Council and Commission meetings, the Vallejo Room, and special events. Estimated costs for these services, along with a contingency amount, have been incorporated into the revised not-to-exceed limit recommended in this report. Additional information regarding the services currently provided, as well as proposed new services, is provided below.

Existing Security Services
In May 2022, the City issued a Request for Proposals (RFP) requesting responses from qualified firms for security services at various City facilities, including City Hall, JFK Library, parking facilities, the Marina/Harbor, Fleming Hill Water Treatment Plant, 400 Mare Island Way, the Housing Authority Building, as well as for events such as the Mad Hatter Festival, First Friday Art Walk, after-hours meetings, warming/cooling centers, and other emergencies.

The RFP requested proposals for the provision of both patrol and stationary post security guard services to ensure comprehensive site coverage and protection. Patrol security guards conduct mobile or foot patrols across designated areas to monitor activity, identify potential security concerns, and respond to incidents as needed. They typically cover multiple locations within a specified route or zone, offering a visible security presence that helps deter disruptive or criminal behavior.

Post security guards are assigned to a fixed location (or “post”) where they maintain security at that specific

Page 399 of 681 ends

Date: October 14, 2025
Subject: ADOPT A RESOLUTION APPROVING AN AGREEMENT FOR SECURITY SERVICES WITH AX9 SECURITY, INC., FOR ONE YEAR WITH FOUR ONE-YEAR OPTIONS TO EXTEND FOR A TOTAL AMOUNT NOT TO EXCEED $1,900,000.00 FOR YEAR ONE

OF SAID AGREEMENT, AUTHORIZING THE ADDITION OF SUPPLEMENTAL

SECURITY SERVICES AS NEEDED, AUTHORIZING THE CITY MANAGER TO

EXECUTE SAME, AND TERMINATING THE EXISTING SECURITY SERVICES

AGREEMENT

Page 2 ends

site. Their responsibilities may include monitoring entry and exit points, controlling access, observing activity, and responding to incidents within the immediate area, thereby serving as a constant and reliable security presence.

As a result of the RFP, a contract was awarded to Admiral Security for an amount not-to-exceed $3,750,000 with an effective date of July 1, 2022. Admiral Security was later purchased by AX9 Security Inc. (AX9), who took over providing services for the City. This contract has a current expiration date of June 30, 2026, with one more one-year option to extend.

The services provided and service locations covered by AX9 in the scope of the current agreement are detailed below. See the Fiscal Impact section of this report for the number of service hours provided and associated costs.
• City Hall/City Council Meetings/Vallejo Room: Security personnel assigned to City Hall and the surrounding areas provide layered coverage to ensure a safe and secure environment. Guards are stationed at the main entrance to operate and monitor the X-ray machine, conduct patrols throughout the building, and monitor the City Hall parking lot. Together, these assignments help protect the public, staff, and their property while on-site, while also serving as a visible deterrent to disruptive, unsafe, or criminal activity. As of October 2025, security services at the front entrance of City Hall have been expanded to align with the facility’s extended public hours. In recent years, security coverage was limited to six hours per day, four days per week, totaling approximately 72 hours per week. Beginning in October 2025, coverage increased to 8.5 hours per day, Monday through Thursday, and every other Friday, resulting in an average of approximately 115 hours of service per week. This expansion was not included in the approved Fiscal Year 2025–26 budget; therefore, additional budget appropriations may be required to continue the new level of service, and if needed, will be requested during the mid- year budget review to fund the increased service level. • Parking Lots: Security personnel actively patrol the premises and respond promptly to incidents as they arise. Their presence fosters a safe environment, protects both the public and property, and serves as a deterrent to disruptive, unsafe, or criminal behavior. • 400 Mare Island Way: Security personnel monitor the building lobby to prevent loitering and patrol the perimeter, including the parking lot where employee and City vehicles are located and stored. • Fleming Hill Water Treatment Plant: Fleming Hill requires a security guard after hours due to a history of theft and unauthorized activity on the premises. Guards at this location work 12-hour shifts from 6:00 p.m. to 6:00 a.m., 7 days a week. Over the years, the site has been repeatedly targeted, resulting in the loss of valuable equipment and materials. Having a dedicated security presence not only deters criminal behavior but also ensures a quick response to any suspicious activity, helping to protect the property and maintain a safe environment.
• Vallejo Housing Authority: Security personnel monitor the premises, manage access control, and respond promptly to incidents as needed. These services are essential given the sensitive nature of Housing Authority operations, which involve frequent public interactions and the handling of confidential client matters. The presence of security staff promotes a safe, professional environment, safeguards employees, and helps deter disruptive behavior. • Marina: Security personnel provide overnight coverage from 9:30 p.m. to 6:00 a.m., patrolling approximately 20 to 25 checkpoints each hour throughout the entire Marina. These checkpoints include

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key areas of concern such as office buildings, parking lots, and dock entrances.. The presence of security staff helps maintain a safe environment, safeguard visitors, berth holders, staff, and property, and deter disruptive or criminal behavior. Over the years, security personnel have responded to a range of incidents at the Marina, including trespassing, disturbances, vandalism, theft, prostitution, homelessness-related issues, and maintenance emergencies. • Special Events: The City often provides security services for community special events, such as the Vallejo Art Walk and Mad Hatter Holiday Festival. Security personnel patrol the event areas to respond promptly to incidents as they arise, foster a safe environment, and serve as a deterrent to disruptive, unsafe, or criminal behavior.

Over the next several weeks, staff will assess the current service needs at each location to determine if adjustments to service levels are warranted or if existing levels should be maintained.

Services Beyond Original Scope
The City is responsible for several vacant properties that require enhanced security to prevent vandalism, theft, and costly repairs. Since the original agreement was executed, additional services have become necessary at sites such as the leased property that was formerly the Farragut School, the Navigation Center, and the City-owned properties at 341 Heartwood Avenue and 1 Harbor Way. While these services were not part of the original scope of work, the contractor has been performing these activities under the current agreement.

Security coverage at the Farragut School site was established in early August 2024 following the discovery of damage to the facility. Several critical tasks remain before the site is fully secured and operational, including finalizing and posting the RFP for electrical work, securing a contractor, and developing cost estimates for additional improvements. Until these steps are complete, continuous security coverage is essential, particularly to protect rooftop HVAC systems that have previously been targeted. Security staff have already deterred unauthorized access, underscoring the need to maintain coverage through all project phases, including the tenant RFP process and final occupancy.

The City has filed an insurance claim for the Farragut School facility and continues to pursue reimbursement for repair and security-related costs. To date, approximately $375,000 has been expended on security services at this location. A claim covering expenses from August 5, 2024, through May 18, 2025, totaling $186,090.65, has been approved by the City’s insurer, PRISM. Staff are in the process of preparing an additional claim submission to request reimbursement of costs incurred since May 2025. It is anticipated that the insurer will reimburse security costs incurred for up to one year from the reported date of loss, August 6, 2024; therefore, expenses through approximately August 6, 2025, are expected to be eligible for reimbursement unless advised otherwise.

Security services were provided at the Navigation Center during the period between the completion of construction and the selection of an operating firm. The City funded these services on a temporary basis to ensure the safety and security of the site, protect City assets, and deter unauthorized access or vandalism while the facility remained unoccupied. As of July 1, 2025, the City is no longer responsible for funding security at this location, as operational responsibility has transitioned to the selected operator. The City’s funding

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covered only the interim period prior to the operator assuming full management and security oversight of the facility.

In addition to the above sites, random security checks of other vacant properties, such as 341 Heartwood Avenue and 1 Harbor Way, are necessary to safeguard public assets. Unoccupied buildings are highly vulnerable to theft, vandalism, and trespassing, and unannounced inspections help deter such activity, identify issues early, and preserve property value. These proactive measures reduce liability, avoid costly repairs, and reflect the City’s commitment to protecting community resources. Continuous security coverage is recommended until the properties are no longer vacant.

Security Guard Services Pilot Program
On March 27, 2024, the Measure P Oversight Committee unanimously supported staff’s recommendation to allocate $500,000 in Measure P funding for a security services contract to enhance safety in high-impact areas. The Committee was advised that service locations, patrol frequency, and staffing methods would be determined with the selected vendor in coordination with the Vallejo Police Department to best support crime prevention and deterrence. City Council subsequently approved the allocation as part of the Fiscal Year 2024– 2025 budget.

In June 2024, the City issued a Request for Proposals (RFP) for the Security Guard Services Pilot Program.

The program is designed to provide security patrols in targeted areas of the City, enhance deterrence against disruptive or criminal behavior, and serve as an additional layer of observation by reporting concerns directly to the Vallejo 911 dispatch center and/or Public Works staff for follow-up.

AX9, 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 worked with AX9 to determine the best patrol routes for the pilot program. Using data contained in the "burglary and larceny hot spot" report provided by the Vallejo Police Department, crime concentration areas were identified, and the following four potential route options were created:
• Option 1 - Burglary Focused Coverage (40 hours per week):
o Schedule: 1:00 a.m. to 9:30 a.m. (8-hour shifts), Monday through Friday o Focus: Designed to maximize presence during late-night and early-morning hours, when burglary activity is historically highest.

• Option 2 - Larceny Focused Coverage (40 hours per week):
o Schedule: 9:30 a.m. to 6 p.m. (8-hour shifts), Tuesday through Saturday o Focus: Designed to target daytime hours when larceny incidents are most common.

• Option 3 - Combined Coverage (40 hours per week):

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o Schedule:
▪ Burglary Route (24 hours per week): 1:00 a.m. to 9:30 a.m. (8-hour shifts), Monday, Friday, and Saturday.
▪ Larceny Route (16 hours per week): 9:30 a.m. to 6 p.m. (8-hour shifts), Tuesday and Wednesday.
o Focus: A balanced approach that provides consistent coverage for both burglary and larceny hot spots throughout the week.

• Option 4 - Combined Coverage (36 hours per week):
o Schedule:
▪ Burglary Route (18 hours per week): 1 a.m. to 7:30 a.m. (6-hour shifts), Monday, Friday, and Saturday.
▪ Larceny Route (18 hours per week): 10:00 a.m. to 4:30 p.m. (6-hour shifts), Tuesday, Wednesday, and Sunday.
o Focus: A variation offering slightly reduced total hours but covering a broader range of days.

After review, Option 3: Combined Coverage (40 hours per week) was selected as the initial deployment strategy. This option was chosen because it blends proactive patrols in high-burglary areas during peak late- night hours with patrols in high-larceny areas during daytime hours.

The effectiveness of the pilot program will be evaluated through a combination of quantitative data and qualitative feedback. Crime data provided by the Vallejo Police Department will be reviewed on a regular basis to assess whether reported incidents in the pilot areas show a downward trend over time. It is important to note, however, that incident reports may initially increase when the program is launched, as security personnel are likely to document and report issues that might previously have gone unreported. This initial uptick will be considered part of establishing a more accurate baseline of activity.

In addition to crime data, feedback from local businesses and community members will be gathered potentially through surveys or targeted outreach, to measure whether the program contributes to an increased sense of safety and security in the designated areas. By combining objective crime statistics with community perceptions, the City will be better able to evaluate both the measurable and experiential impacts of the program, providing a more comprehensive understanding of its effectiveness.

To maintain effectiveness and reduce predictability, patrol routes and schedules will be periodically adjusted based on the latest crime data and community feedback. Additional service hours or expanded coverage areas may be implemented following an evaluation of the initial service outcomes. City staff intend to evaluate the effectiveness of the program within one or two months of implementation and make a recommendation of whether or not to increase the hours of the program. Note that the side letter with VPOA that authorizes these patrols limits the weekly number of hours to 40. So, if the City would like to increase the weekly hours beyond 40, the City will need to get VPOA's approval of that change.

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City staff have discussed the proposed process and additional services with the California Department of Justice and through meet-and-confer sessions with the Vallejo Police Officers’ Association (VPOA) to address any questions or concerns. In accordance with the agreement with the VPOA, the City will implement the pilot program for one year, after which the effectiveness of the program will be evaluated to determine whether continuation beyond the initial term is mutually agreeable.

Upon approval of this item, the current agreement with AX9 will be terminated, and a new agreement executed, allowing for continued security services and the implementation of the Security Guard Services Pilot Program. The four additional one-year extensions to the new agreement will allow the City to continue services if they prove beneficial to the safety of residents, visitors and businesses of Vallejo. AX9 has agreed to maintain the same base service rates for the entire potential term of the contract, including any extensions.

However, total annual costs in future years may increase modestly to account for anticipated adjustments in insurance expenses. The projected annual costs are detailed in Exhibit B, Attachment 1, of the proposed agreement.

FISCAL IMPACT
There is no fiscal impact associated with this item, as no additional funding is being requested at this time.

Funding for the majority of services provided under this agreement during the current fiscal year will be drawn from appropriations previously approved by City Council for this purpose. Staff may return during the Fiscal Year 2025–26 mid-year budget review to request additional funding, if warranted, based on the evaluation of service levels at each location. Any extension of the agreement into future fiscal years will be subject to the availability of funds and contingent upon budget appropriations approved by City Council.

The proposed agreement with AX9 Security Services, Inc., has a total cost of $1,900,000.00, for the initial one-year term of the Agreement. The table below outlines the service locations, total hours of coverage, anticipated costs, and funding sources for each site, along with other costs included under the overall contract limit.

As part of the contract requirements, the City is requiring AX9 to obtain an additional excess liability insurance policy to increase their total coverage to $10 million per occurrence. This enhanced coverage exceeds AX9’s standard insurance limits and is being required solely to meet the City’s contractual standards. As a result, the cost of securing the additional coverage represents an incremental expense to AX9 that would not otherwise be incurred. Accordingly, the City will be responsible for reimbursing AX9 for the cost difference between their standard policy limits and the required $10 million limit, which for the first year of the contract amounts to $43,538.

A ten percent (10%) contingency is included in the security services contract limit to account for unanticipated needs that may arise during the term of the agreement. This contingency would be used to cover costs for extended security services required for unplanned meetings, meetings that exceed their scheduled times, coverage on holidays, special events, or other circumstances where coverage is needed beyond the originally anticipated amount of time. Including this contingency ensures the City has the flexibility to address such situations promptly and without interruptions in service.

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Location Est.

Hours
per
Week
Est.

Hours
per
Month
Bill
Rate
per
Hour
Annual
Cost
Service
Type
Budget Source
Services Under Current
Scope

City Hall - Interior 60 $29.85 $93,132 Patrol General Fund City Hall - Exterior / Mobile
Patrol
60 $35.00 $109,200 Patrol General Fund
City Hall - Interior Entrance and
Xray Screening
115 $37.31 $223,114 Post General Fund
Vallejo Downtown Lots 168 $35.00 $305,760 Patrol Parking Fund 400 Mare Island Way 40 $35.00 $72,800 Post General Fund City Council, Commission,
Board Meetings
30 $29.85 $10,746 Post General Fund
The Vallejo Room - 505 Santa
Clara
8 $29.85 $2,866 Post General Fund
Special Events (Art Walk, Mad
Hatter, etc.)
5 $29.85 $1,791 Patrol General Fund
Fleming Hill Water Treatment
Plant
84 $29.85 $130,385 Patrol Water Fund
Marina Harbor 56 $35.00 $101,920 Patrol Marina Fund
Vallejo Housing Authority 17 $29.85 $26,388 Post Housing Fund Services Beyond Original
Scope

JFK Library (fire watch) 136 $35.00 *$95,200 Patrol General Fund JFK Library (fire watch meal
penalties)
17 $35.00 *$11,900 Patrol General Fund
Farragut School 168 $35.00 $305,760 Post General Fund 341 Heartwood Avenue 21 **$20.00

$21,840 Patrol General Fund
1 Harbor Way 56 $35.00 $101,920 Post General Fund

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Security Guard Services Pilot
Program

City Wide Neighborhood Patrol 40 $35.00 $72,800 Patrol Measure P Fund

SUBTOTAL
$1,687,522
***Contingency (10%) $168,752
Pass-through Insurance Cost
required by City
$43,538 Measure P
Fund

TOTAL
$1,899,812

*The fire watch service currently in place at the JFK Library is a temporary measure and is not anticipated to extend throughout the full year. As such, the associated cost reflects a 20-week duration, unlike other services listed which are calculated on an annual basis.

**Security services at the Heartwood Avenue location are provided through periodic “patrol hits,” in which a guard conducts three site visits per day to inspect doors, windows, and overall property conditions. These patrols are performed as part of the contractor’s regular route rather than at scheduled times, allowing greater flexibility in deployment. As a result, this service is billed at a lower rate than dedicated, site-specific coverage.

***To maintain flexibility and ensure the City can respond effectively to evolving security needs, a 10% contingency has been included in the contract limit. This contingency allows for extended fire watch coverage at the JFK Library if required, adjustments to the total service hours or service areas under the security services pilot program as initial impacts are evaluated, and the provision of security services at additional City facilities should new needs arise.

As reflected in the table above, the cost of security services is charged to the appropriate City fund based on the facility or location where the services are rendered. Below are the estimated amounts (including 10% contingency) each fund will support for the one-year term of the agreement.

Fund Estimated Annual Cost
General Fund $1,155,296
Housing Fund $29,026
Marina Fund $112,112
Measure P Fund $123,618

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Parking Fund $336,336
Water Fund $143,424
Total $1,899,812

ATTACHMENTS

1. Reso - AX9 Security - Security Services Agreement $1.9M CAO Stamp 10.14.25

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

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 ONE YEAR WITH FOUR ONE-YEAR OPTIONS TO EXTEND FOR A TOTAL NOT TO EXCEED AMOUNT OF $1,900,000.00 FOR YEAR ONE OF SAID

AGREEMENT, AUTHORIZING THE ADDITION OF SUPPLEMENTAL SECURITY SERVICES

AS NEEDED, AUTHORIZING THE CITY MANAGER TO EXECUTE SAME, AND

TERMINATING THE EXISTING SECURITY SERVICES AGREEMENT

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 Farragut School, Heartwood Ave. and 1 Harbor Way 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, City directed locations or areas, and as needed for events, after hour meetings, or 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 four 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 one year with four one-year options to extend term and add additional security services for a total not to exceed amount for year one of $1,900,000.00.

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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 October 14, 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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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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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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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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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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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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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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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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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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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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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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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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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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Agreement for Private Security Services
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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Agreement for Private Security Services Page 1 of 9
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: $1,856.462.00/year
Insurance Differential Reimbursable Not to Exceed: $43,538.00 premium Total Annual Not to Exceed: $1,900,000.00

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.

3. Contractor’s Reimbursable Expenses. Reimbursable Expenses shall be

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Agreement for Private Security Services Page 2 of 9
Exhibit C – Compensation
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

Email: [email protected]

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Agreement for Private Security Services Page 3 of 9
Exhibit C – Compensation

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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Agreement for Private Security Services Page 4 of 9
Exhibit C – Compensation
EXHIBIT B – Attachment 1
Annual totals not to exceed per year
Year 1
Annual Cost: $1,856,462.00/year
Insurance Differential Reimbursable Not to Exceed: $ 43,538.00 premium Total Annual Not to Exceed: $1,900,000.00
Year 2
Annual Cost: $1,856,462.00/year
Insurance Differential Reimbursable Not to Exceed: $ 46,150.00 premium* Total Annual Not to Exceed: $1,902,612.00
Year 3
Annual Cost: $1,856,462.00/year
Insurance Differential Reimbursable Not to Exceed: $ 48,919.00 premium* Total Annual Not to Exceed: $1,905,381.00
Year 4
Annual Cost: $1,856,462.00/year
Insurance Differential Reimbursable Not to Exceed: $ 51,854.00 premium* Total Annual Not to Exceed: $1,908,316.00
Year 5
Annual Cost: $1,856,462.00/year
Insurance Reimbursable Not to Exceed: $ 54,965.00 premium* Total Annual Not to Exceed: $1,911,427.00
*assumes an estimated annual insurance premium increase

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Agreement for Private Security Services Page 5 of 9
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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Agreement for Private Security Services Page 6 of 9
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.

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

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Agreement for Private Security Services Page 7 of 9
Exhibit C – Compensation
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.

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

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Agreement for Private Security Services Page 8 of 9
Exhibit C – Compensation
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:

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

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Exhibit C – Compensation
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.B.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
Jason Ackley, Assistant to the City Manager
SUBJECT: REPORT ON BOARDS AND COMMISSIONS REVIEW PROJECT

RECOMMENDATION
Accept the report on the Boards and Commissions review project as complete. Provide direction to staff.

REASONS FOR RECOMMENDATION
MRG and staff have finished the review of boards & commissions, and have findings and recommendations to report back on. Many of the changes will require some time to implement due to requiring: design of training and handbook materials for boards and commissions; review and design of workplans; research and suggested edits to Ordinances or Vallejo Municipal Code (when changing or consolidating the duties of boards and commissions). Staff are seeking Council feedback and commitment to see this process forward.

BACKGROUND AND DISCUSSION
The City retained Municipal Resources Group (MRG) to conduct a thorough assessment of City Boards and Commissions. The desired outcome for the assessment was to recommend best practices to maximize effective community service while ensuring efficient use of City Council and staff time, and to identify opportunities for consolidation of boards and commissions.

MRG solicited input through interviews with the Mayor and City Council as well as City leadership staff, and sent an online survey to current board and commission staff secretaries. MRG also reviewed existing policies and procedures for boards and commissions in Vallejo, as well as six other cities: El Cerrito, Fairfield, Milpitas, Palo Alto, Richmond, and Sunnyvale.

Based on the surveys, interviews and policy/procedure reviews, MRG has developed recommendations in six key areas. Those key areas, and a summary of each recommendation are as follows:

Recruitment Process
• Conduct Commissioner recruitments twice a year.
• Keep the list of candidates interviewed and found to be acceptable by City Council for a specific BCC, active for a period of six months or until next recruitment period, whichever is sooner; do not require candidates to apply and interview again if a vacancy opens up on that BCC. • Consider the use of alternate Commissioner seats to allow a longer period of time to fill vacancies. • Provide annual attendance records to Council to help inform the selection process. • Leverage City, Mayor, and Councilmembers’ social media channels; provide promotional material to member of the Council in user friendly formats.
• Leverage City events to promote BCC accomplishments and service opportunities. • Require Commissioners to complete their terms on a BCC before considering them for a vacant position on another BCC.

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Date: October 14, 2025
Subject: REPORT ON BOARDS AND COMMISSIONS REVIEW PROJECT

Page 2 ends

Membership & Terms
• Reduce number of Commissioners on all advisory BCCs from seven members to five members and 2 alternates.
• Solicit input from the community about whether shortening terms to 3 years will encourage more applicants.

Workplans & Budgets
• Require workplans and annual reports for every BCC.
• Provide Commission Chairs with the opportunity to present workplans to the Council on an annual basis. The City may want to consider adding two special sessions a year, specifically focused on discussing BCC work plans and reports.
• Provide templates for workplans and reports, require consistency in format and content across BCCs. • Workplans should have a maximum of 3-5 goals with specific deliverables and lead Commissioners for each goal identified.
• Goals should be aligned with adopted Council and community priorities. • Consider a modest annual budget of $1,000 for each BCC, exceptions could be made for any BCCs with significant workplan items.
• Eligible uses of the budget should be clearly defined such as Council approved workplan tasks and projects, and administrative costs related to the BCC.

Staff Functions & Time Commitment
• Staff should continue to prepare agenda and minutes, in coordination with the BCC Chair, City Attorney, and other staff; Commissioners should not be taking on this role. • The City should evaluate the appropriate level of staff supporting the BCCs. The role of the staff secretary is not administrative, staff secretaries should be well versed in the programmatic areas under the BCC’s purview. They should also be able to appropriately guide Commissioners on meeting protocols and Commissioner roles, ensure agenda topics align with the BCC’s purpose and scope, and communicate Council and community priorities.
• Use of standard document templates, centralized resources, ongoing training, and potentially fewer BCCs will allow staff to be more efficient in supporting BCCs; all BCC resources should be easily accessible through the City’s website and intranet.

Training & Resources
• Develop a BCC Handbook and Commissioner Onboarding packet. • Commissioner Onboarding packet should include requirements related to ethics, sexual harassment, code of conduct, Rosenberg’s Rules of Order trainings, and a BCC Handbook. • Link to Handbook and other BCC resources to be available on a dedicated BCC webpage. • City Clerk and City Attorney to develop training for Commissioners, provide live training once a year, with the recording available for viewing anytime.
• CMO/City Clerk to develop templates for agendas, minutes, workplans, and annual reports.

Potential changes to the number & roles of Boards and Commissions

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Subject: REPORT ON BOARDS AND COMMISSIONS REVIEW PROJECT

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• Rename Economic Vitality Commission to Economic Development Commission (EDC), incorporate the functions of Marina Advisory Committee into the EDC.
• Explore consolidating Surveillance Advisory Board with Police Oversight and Accountability Commission.
• Incorporate Design Review Board into Planning Commission. • Eliminate Sister City Commission, appoint a Council liaison to the Vallejo Sister City Association. • Eliminate McCune Collection Commission (MCC), explore partnership with Library and Naval Historical Museum.
• Clarify purpose and role of Beautification Commission and Human Relations Commission, evaluate purpose and scope of Vallejo Tourism Business Improvement Board. • Recommendation regarding Youth Involvement.

Specifics and background information about each recommendation can be found in the report, attached as Exhibit A to this item.

As a potential Next Step, City Council could choose to hold a study session to discuss the purpose and role of each board and commission. This study session could serve as a public forum to solicit input from the community.

MRG recommends implementing changes in two phases with the first phase focused on developing resources and training to enable staff and Commissioners to be more effective and making process improvements. The second phase should be focused on implementing changes to the BCCs that could include refining the purpose and roles of BCCs or potential consolidation and/or elimination of BCCs over the next 12 to 18 months.

FISCAL IMPACT
This item is informational and there is no direct fiscal impact.

ATTACHMENTS

1. Boards, Commissions, and Committees Assessment Report

CONTACT
Jason Ackley, Assistant to the City Manager
[email protected]

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Elk Grove, CA 95624 866-774-3222 www.Solutions-MRG.com

Prepared by
Ashwini Kantak

MRG, LLC
March 25, 2024
Revised August 25, 2025
City of Vallejo

Boards, Commissions, and
Committees
Assessment Report
March 25, 2024
Revised August 25, 2025

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Vallejo BCCs Assessment Report March 2024, Revised June 2025 Page i

TABLE OF CONTENTS
Page
I. EXECUTIVE SUMMARY ................................................................................ 1 II. BACKGROUND AND OVERVIEW .................................................................. 3 III. ASSESSMENT METHODOLOGY .................................................................... 5 IV. KEY TAKEAWAYS FROM INTERVIEWS AND SURVEY ................................... 5 V. POLICIES AND PROCEDURES REVIEW ......................................................... 8 VI. BENCHMARKING ......................................................................................... 9 VII. RECOMMENDATIONS .................................................................................. 9 VIII. IMPLEMENTATION .................................................................................... 16 IX. APPENDICES .............................................................................................. 17

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I. EXECUTIVE SUMMARY

The City of Vallejo (City) is located in Northern California and is one of the most diverse cities in California, with a population of over 123,500 residents. Vallejo is a charter city with a Council-Manager form of government in which the City Manager makes program, policy, and budget priorities recommendations and the City Council develops legislation and adopts policies. The City charter provides that the City Council may create Boards, Commissions, and Committees (BCCs) which could serve as advisory, policy, appellate and/or rule making bodies.

BCCs serve a valuable role as conduit between the City and the community providing expertise, oversight, and opportunities for community engagement and participation. They can also prepare members to take on additional leadership roles in the community. The City currently has nineteen (19) active Council appointed Boards, Commissions, and Committees (BCCs). The City Clerk administers the appointment process for BCC s and the City Council interviews and makes appointments to the BCCs. Each BCC is supported by an assigned staff secretary from the relevant department and a staff person from the City Attorney's office.

Recruiting for and supporting the BCCs requires a significant amount of time commitment from the Council and staff. Additionally, the City has been having challenges retaining and attracting Commissioners. The City has hired MRG, LLC consultants, to conduct a thorough assessment of current BCCs along with associated practices, policies, and procedures, and to develop recommendations based on a combination of interviews, surveys, document review, and benchmarking. The desired outcome is to identify opportunities for consolidation and recommend best practices to maximize effective community service while ensurin g efficient use of City Council and staff time.

MRG solicited input on several aspects of BCCs through Mayor, Councilmember, and executive staff interviews, and a staff survey. MRG also reviewed existing policies and procedures for BCCs in Vallejo and six other cities across three counties: El Cerrito, Fairfield, Milpitas, Palo Alto, Richmond, and Sunnyvale.

Based on the interviews, surveys, document review, and practices from other cities, MRG has developed recommendations ac ross six key areas: recruitment process, membership and terms, potential changes to the number and roles of BCCs, workplans and budgets, staff functions and time commitment, training and resources, as well a s a miscellaneous category covering various items.

In order to ensure a smooth implementation, MRG recommends conducting a Council Study Session to discuss the purpose and role of each BCC as an immediate next step . This study session could also serve as a public forum to solicit input from the community . MRG recommends implementing changes in two phases with the first phase focused on developing resources and training to enable staff and C ommissioners to be more effective and making process improvements. The second phase should be focused on implementing changes to the

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BCCs that could include refining the purpose and roles of BCCs or potential consolidation and/or elimination of BCCs over the next 12 to 18 months.

Based on the findings thus far, MRG is recommending reducing the number of BCCs from 19 to 14. These recommendations could be further informed by community input and Council discussion at the Study Session. Any material changes to the BCC s should ideally be implemented in a manner that allows time for Commissioners on BCCs slated to be either consolidated or eliminated, to transition to another BCC where possible or to serve for up to a 12-month period of their current BCC term.

Annual Commissioner Recognition Event

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II. BACKGROUND AND OVERVIEW

The City of Vallejo is located in Northern California and is one of the most diverse cities in California, with a population of over 123,500 residents. The City’s charter provides for a Council-Manager form of government in which the City Manager makes program, policy, and budget priorities recommendations and the City Council develops legislation and adopts policies.

The City of Vallejo’s charter also provides that the City Council may create, by ordinance, boards and c ommissions. These boards and commissions may serve as advisory, policy, appellate and/or rule making. The enabling ordinance for each board and commission is codified in the Vallejo Municipal Code, Title 2 . The City Council may also, by resolution, establish advisory committees to advise the Council on various issues. Advisory bodies serve a valuable role as conduit between the City and the community. They can also prepare members to take on additional le adership roles in the community. For the purpose of this report, Boards, Commissions, and Committees will collectively be referenced as BCCs.

Active Boards, Commissions, and Committees
The City currently has nineteen Council appointed BCCs. Of the nineteen BCCs, fourteen BCCs have 7 members, four have 5 members, and one has 11 members . Two BCCs have two and three alternates, adding up to a total of 134 Commissioner seats. The City Clerk administers the appointment process for all BCCs, including advertis ing vacancies and receiv ing applications, which are forwarded to the City Council for their consideration. The City Council interviews and makes appointments to the BCCs.

The nineteen active BCCs are listed below. See Appendix A for detailed information on each of the BCCs.

• Architectural Heritage and Landmarks
Commission
• Marina Advisory Committee
• Building Standards Code Appeal Board • McCune Collection Commission • Beautification Commission • Measure P Oversight Committee • Civil Service Commission • Participatory Budgeting Steering Committee • Code Enforcement Appeals Board • Police Oversight and Accountability Commission
• Commission on Culture and Arts • Planning Commission
• Design Review Board • Sister City Commission
• Economic Vitality Commission • Surveillance Advisory Board • Housing and Community Development
Commission
• Vallejo Tourism Business Improvement
Advisory Board
• Human Relations Commission

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Of the nineteen BCCs, five BCCs are quasi- judicial: Architectural Heritage and Landmarks Commission, Building Standards Code Appeal Board, Civil Service Commission, Code Enforcement Appeals Board, and the Planning Commission; all other B CCs act as advisory bodies on specific topic areas. Quasi-judicial bodies render decisions that are binding whereas the role of advisory bodies is to advise and make recommendations that the City Council may consider. Each BCC is supported by an assigned staff secretary from the relevant department and a staff person from the City Attorney's office.

Prior Work Related to Boards, Commissions, and Committees In March 2015, the City Council created an Ad -Hoc Committee on Commissions (AHCC), comprised of then Councilmembers McConnell, Miessner, and Sampayan and was supported by the Assistant City Manager and City Clerk. The AHCC met from June – December 2015.

On January 12 and April 26 , 2016, the City Council discussed the AHCC report and recommendations. Based on the AHCC recommendations, t he City Council eliminated three advisory bodies, re-established two advisory bodies, changed the name of one advisory body, and broadened membership of another advisory body. The Council did not take action on other recommendations including the elimination or consolidat ion of four advisory bodies.

See Appendix B for a summary of AHCC’s recommendations and a link to the full report. Since 2016, six (6) additional BCCs have been established.

Project Background and Scope
Based on our benchmark analysis , the number of active BCCs appears to be relatively high compared to other cities. R ecruiting Commissioners and supporting the BCCs requires a significant amount of Council and staff time including posting vacancies, reviewing applications, and conducting Commissioner interviews as well as developing agendas, minutes, and following up on Commissioner requests . The recruiting efforts are further exacerbated by an ongoing high number of resignations , and it has been challenging for the City to attract qualified applicants. Additionally, over time, the original purpose of some of the advisory BCCs has evolved and led to inadvertent scope overlap between the BCCs. Although BCCs play a very important role in community engagement and provide future community leadership opportunities, the City wants to ensure that BCCs are being used in an effective and efficient manner.

The City has hired MRG, LLC consultants (MRG) to conduct a thorough assessment of current BCCs along with associated practices, policies, and procedures, and the development of recommendations based on a combination of interviews, surveys, document review, and benchmarking. For the purposes of this assessment, only BCCs comprised of community members were included, Council subcommittees or committees comprised of staff were not part of the assessment scope.

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The desired outcome is to identify opportunities for consolidation and recommend best practices to maximize effective community service while ensuring efficient use of City Council and staff time.

III. ASSESSMENT METHODOLOGY
Ashwini Kantak of MRG, LLC, solicited input on several aspects of B CCs through two (2) individual interviews, five (5) group interviews, and a staff survey. See Appendix C for interview and survey questions.

The Mayor, Vice Mayor, five (5) Councilmembers, the City Manager, Assistant City Manager, Assistant to the City Manager, City Clerk, City Attorney, and the Senior Leadership Team members were interviewed in January and February 2024. A survey was sent to the secretaries of the BCCs on February 9, 2024 , and with additional subsequent reminders sent to all survey recipients. The survey was closed on February 16, 2024, and had a 66% response.

Interviews were conducted with the Mayor and members of the Council in groups of 2 or 3 between February 19 -23, 2024. No Commissioners nor members of the community were interviewed or surveyed.

The existing City policies and procedures for BCCs were reviewed . A similar effort was undertaken for six other cities across three counties – El Cerrito, Fairfield, Milpitas, Palo Alto, Richmond, and Sunnyvale.

IV. KEY TAKEAWAYS FROM INTERVIEWS AND SURVEY

The takeaways below were compiled based on input provided to MRG during the interviews and through the BCC staff secretary survey. The Mayor and Councilmembers provided robust feedback during the interviews about current challenges and potential opportunities for improvement. Almost all the current members of the City Council have previously served on an advisory body and provided insight both as former Commissioners and current members of the Council. They recognize the important role of the advisory bodies and would like to see improvements that maximize th e effectiveness of the BCCs , honor the roles of the Commissioners, and use Council and staff time efficiently.

The interviews and survey responses from staff provided valuable insight into the functioning of the BCCs, the level of staff support needed, and suggestions for improvements in several areas.

Recruitment Process

Mayor and Council: The City Council spends a considerable amount of time interviewing candidates for the BCCs. With the current high rate of turnover on the BCCs, ongoing recruitments and interviews are not an efficient use of Council and staff time. The Mayor and

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City Council offered suggestions to improve the recruitment process including keeping lists active for a period of time , ensuring that applicants understand the role and commitment required from a Commissioner, and leveraging the City Council’s social media channels to advertise vacancies by providing them with materials in jpeg and pdf formats.

Staff: As noted earlier in the report, the City Clerk’s office posts vacancies, accepts and reviews applications, and provides information to the City Council for interviews and appointments of Commissioners. Currently, recruitments occur throughout the year and require a significant amount of staff resources to ensure positions are filled in a timely manner. Staff suggestions included conducting recruitments twice a year to make the process more efficient and reducing the number of Commissioners in each BCC to address the issue of a lack of interested candidates.

Membership and Terms

Mayor and Council: Some members of the Council suggested including alternate Commissioner seats for some advisory BCCs to ensure the BCC is able to meet quorum despite vacancies and absences. Another area of suggested change was to disallow Commissioners from applying for another BCC until they have completed their term on the BCC they were currently serving on.

Staff: Given current challenges in recruiting , some staff commented that adding alternate Commissioner seats on BCCs will not add much value . Some staff suggested shortening the terms of service to encourage more applicants.

Potential Changes to Number and Roles of BCCs
Mayor and Council: The Mayor and Councilmembers were generally supportive of some BCC consolidation or elimination and acknowledged that any changes would need to be planned and implemented in a thoughtful manner. Members of the Council suggested various criteria for evaluating the BCCs for changes, including role of the BCC (advisory versus quasi-judicial), purpose of the BCC and scope overlap with other BCCs, and number of meeting cancellations due to a lack of quorum. BCCs suggested for evaluation and potential changes included:

Beautification Commission, Design Review Board, Human Relations Commission, McCune Collection Commission, Marina Advisory Committee , Participatory Budgeting Steering Committee, and Sister City Commission.

Staff: Feedback received through the interviews and survey indicates overlap between some of the BCCs as well as a lack of clarity of purpose for some BCCs. This offers opportunities for both, further refinement of the purpose and duties of BCCs as well as potential consolidation of BCCs with overlapping scope.

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There was strong staff support for decreasing number of BCC's, and only one suggestion to add a BC C related to homelessness. Staff suggested the following for potential changes to BCCs
• Incorporate Design Review Board into Planning Commission • Explore c onsolidating Surveillance Advisory Board with Police Oversight and Accountability Commission; (subsequent staff feedback indicates that this may not be advisable, given the differences between the two bodies). • Incorporate Commission on Culture and Arts and Marina Advisory Commission into the Economic Vitality Commission (subsequently renamed to Economic Development Commission)
• Eliminate McCune Collection Commission; eliminate Sister City Commission, appoint a Council liaison to the Sister City Association
• Evaluate scope and meeting frequency of the Human Relations Commission; evaluate scope of B eautification Commission ; evaluate the purpose of the Vallejo Tourism Business Improvement Board

Workplans and Budget
Mayor and Council: The Mayor and Council expressed unanimous support for requiring a workplan for each BCC. It was suggested that either the Council liaison or the Commission Chair take the lead on developing the workplan for each BCC. They also expressed a desire to have the Commissioners present the workplan to the City Council on an annual basis and were open to the idea of establishing a budget for each BCC, based on their workplans.

Staff: There was mixed support from staff regarding mandatory workplans for each BCC, this was related to concerns that mandatory workplans could potentially increase staff workload.

However, staff acknowledged that if budgets were to be provided to the BCCs , w orkplans would have to be mandated.

Staff Functions and Time Commitment
Staff: The primary functions performed by the BCC secretaries are preparing agendas and reviewing them with the City Attorney and BCC Chair, publishing agendas, attending BCC meetings, preparing meeting minutes and bookmarking the agenda video, and following up on Commissioner inquiries, including doing research and preparing responses. The staff secretary role is filled by a wide variety of job classifications.

Survey respondents typically spend between 8 to 10 hours performing a variety of functions to support BCCs, however, depending on the type of BCC, the time spent can be upwards of 20 hours. Some staff support multiple BCCs, thus the cumulative time spent on supporting BCCs could be as high as 30-40 hours a month.

Training and Resources

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Commissioners are provided with the code of ethics and code of conduct and have to acknowledge receipt of both documents. The BCCs use Rosenberg’s Rules of Order, the City Clerk and City Attorney are currently developing related training for Commissioners. Training is provided to the staff secretaries, however, there are no standard templates for agendas and minutes available for use

1. There is also no comprehensive reference guide for BCC members and staff such as a BCC Handbook.

Staff: The majority of staff acknowledged that the training currently provided is inadequate; this was especially a key challenge for staff who are new in their role supporting a BCC . Staff expressed the need for a centralized repository of information and resources related to BCCs, potentially with the dedicated web page. Staff also requested standard templates for agendas and minutes.

Miscellaneous
Mayor and Council: In addition to the areas noted above, it was noted that Councilmembers need to serve on various regional boards and committees and time commitment related to these regional bodies should be taken into account while evaluating the number of City BCCs, which also require their time as Council liaisons . There was a suggestion that stipends be considered for Commissioners that serve on BCCs that require a significant time commitment.

Currently, stipends are only provided for Commissioners serving on three quasi-judicial BCCs.

Staff: Several staff provided input that the purpose of certain BCCs was not clear. One of the challenges encountered was the inability to schedule meetings because of inadequate meeting space. Some staff supported C ommissioners taking on administrative tasks to decrease the workload for staff while others did not. Some st aff also suggested that any applicants for BC Cs should be required to attend BCC meetings before applying so that expectations and roles were clearly understood.

V. POLICIES AND PROCEDURES REVIEW
The City’s Municipal Code is the governing document for all except one of the BCCs . See Appendix A for a complete listing of all BCCs with links to their governing documents. Although the purpose and duties are described for each BCC in the Vallejo Municipal Code and in some instances, in Council resolutions, these documents are broad and only provide general direction on the scope of work for each BCC. As stated earlier, there is no H andbook that provides comprehensive information on the purpose of the B CCs, roles of Commissioners, relevant City policies and procedures, and meeting frequencies and protocols.

1 Subsequent to the completion of the original report in March 2024, the City implemented a new agenda management system which provides templates for meeting materials

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Each staff secretary is responsible for coordinating the BCC agenda with the City Attorney's office, Commission chair and other relevant st aff. There are no standard templates for agendas and minutes , which results in a lack of consistency across BCCs. A lso, on occasion, agenda coordination with the City Attorney is not done in a timely manner, which results in the removal or deferral of agenda items after the agenda has been posted. Additionally, since BCCs are not required to do workplan s, managing roles and purview of advisory BCCs can be challenging for the staff secretaries, especially those that are relatively new to supporting BCCs.

VI. BENCHMARKING
The policies and practices for Boards, Commissions, and Committees in six cities across three counties were reviewed: El Cerrito, Fairfield, Milpitas, Palo Alto, Richmond, and Sunnyvale.

See Appendix D for a detailed summary.

The six cities varied in size in terms of population and the number of BCCs. The city of Fairfield, with a population of about 120,000, has the fewest number of B CCS at seven (7). The city of Richmond, with a population of about 116,000, has the highest number of BCCs at 24. The other four cities have standing BCCs ranging from eight (8) to thirteen (13). Five of the six cities either have a H andbook or a C ouncil policy that provides comprehensive information on all the BCCs. Three of the six cities require annual workplans for all BCCs, two cities require annual workplans for some BCCs, and one city makes workplans optional. Commissioner appointments are made by the City C ouncil, however in only two of the six cities are the applicants interviewed by the City Council.

VII. RECOMMENDATIONS

Based on the review of the City’s policies and procedures and those of the six benchmarked cities, Mayor, Councilmember, and executive staff interviews, and the staff survey, MRG is recommending improvements in seven categories, including a miscellaneous category which captures various improvements.

Recruitment Process

1. Conduct Commissioner recruitments twice a year.

2. Keep the list of candidates interviewed and found to be acceptable by City Council for a specific BCC, active for a period of six months or until next recruitment period, whichever is sooner ; do not require candidates to apply and interview again if a vacancy opens up on that BCC.

3. Consider the use of alternate Commissioner seats to allow a longer period of time to fill vacancies.

4. Provide annual attendance records to Council to help inform the selection process.

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5. Leverage City, Mayor, and C ouncilmembers’ social media channels ; provide promotional material to member of the Council in user friendly formats.

6. Leverage City events to promote BCC accomplishments and service opportunities.

7. Require Commissioners to complete their terms on a BCC before considering them for a vacant position on another BCC.

Membership and Terms

1. Reduce number of Commissioners on all advisory BCCs from seven members to five members and 2 alternates.

2. Solicit input from the community about whether shortening terms to 3 years will encourage more applicants.

Potential Changes to BCCs

Consider reducing number of BCCs from 19 to 14 over a period of 12 to 18 months as outlined in this section. However, before finalizing any changes to existing BCCs, the City Council could conduct a S tudy Session to review the purpose of each of the B oards, C ommissions, and Committees in order to validate the proposed recommend ed changes. If the City wished to conduct this review in phases , the first phase could include the BCCs recommended for elimination or consolidation with another BCC including the Marina Advisory Committee, Design Review Board, Sister City Commission, and the McCune Collection Commission .

Clarifying the purpose of the Beautification Commission, Human Relations Commission, and the Vallejo Tourism Business Improvement District Board would also be beneficial to include in the fi rst phase of review. It is important to note that this report did not incorporate feedback from the community. Soliciting community input at the Council Study Session could provide useful insight and help further refine the proposed plan.

Recommended Changes

1. Rename Economic Vitality Commission to Economic Development Commission (EDC)
2, incorporate the functions of Marina Advisory Committee into the EDC The purpose of the Economic Vitality Commission (EVC) is to advise the City Council on issues that can enhance job growth, increase private investment, assist with business retention and attraction activities, and assist with the implementation of the economic development element of the General Plan. This Commission recommends policies that can incentivize job growth and investment by businesses and maintains relationships

2 This change has been implemented since the draft report was submitted

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with the Chamber of Commerce and regional and state economic development organizations. Since the main focus of this Commission is economic development, changing its name to Economic Development Commission better aligns with the purpose of the Commission.

The purpose of the Marina Advisory Committee (MAC) is to advise the City Council on all matters related to the Marina and to help enhance occupancy and stimulate growth at the Marina. Since the overall purpose of this Committee is to also support a thriving economy in a vital part of the City , including it under the umbrella of the Economic Development Commission is recommended.

The EVC has 7 members that are either residents or employees/owners of businesses.

MAC also has 7 members, 4 of which are berthers at the Marina, and 3 are residents.

If the MAC were to be incorporated into the proposed EDC, the City could consider having a berther be one of the 7 members, to ensure direct representation from the Marina.

2. Explore consolidation of the Surveillance Advisory Board with Police Oversight and Accountability Commission in the future
The Surveillance Advisory Board (SAB) advises the City Council and staff about the acquisition, deployment, and use of surveillance technology within the C ity.

Commissioners must demonstrate interest and experience in civil and privacy rights.

The purpose of the P olice Oversight and Accountability Commission (POAC) is to improve relations between law enforcement and the community and to foster good relations between the police and the diverse community they serve. Since both BCCs are focused on ensuring the public interest related to law enforcement, there may be some merit in combining these two BCCs in the future

3. 3. Incorporate Design Review Board into Planning Commission The Design Review Board (DRB) acts as an advisory body to the Planning Commission (PC) on topics related to architectural design, landscape design, and urban design. The

3 Subsequent to the initial staff engagement, concerns have been raised about this consolidation due to the significant differences between the two advisory bodies.

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DRB also conducts design review and approves or den ies plans for projects in downtown and other districts related to the waterfront design guidelines.

The PC is responsible for adopting a comprehensive long-term General Plan and for approving or making recommendations to the Council on development projects , zoning code, and other policies related to long term planning. Since the DRB advises the P C on elements of projects that the P C ultimately has to act upon , it is recommended that the role of the DRB be incorporated into the duties of the PC.

The DRB has 5 members that must have demonstrated competence and interest in architecture, landscape architecture, or urban design. While incorporating the DRB into the PC, the City could consider changing the criteria for Planning Commissioners and requiring one or two seats to be filled by Commissions with competence and interest in architecture, landscape architecture, or urban design.

4. Eliminate Sister City Commission, appoint a Council liaison to the Vallejo Sister City Association
The City has long -standing relationships with six Sister Cities. The Sister City Commission (SCC) plans and recommends to the City Council a Sister City program and helps stimulate and sustain participation and community support for the program. The SCC acts as a liaison with S ister Cities International and promote s events to foster friendly relationships between Vallejo and its sister cities.

Vallejo Sister City Association is a volunteer community group that has been involved with Sister Cities International since 1971. This group works closely with the Mayor, Council, and staff, through the SSC, to support relationships with six Sister Cities and three Friendship Cities. Since the purpose and mission of this group is very closely aligned with the SSC, it is recommended that the SSC be eliminated, and a C ouncil Liaison be appointed to the Board of the Vallejo Sister City Association. This will ensure continued collaboration and support from the City while minimizing duplication of efforts on two bodies with a similar purpose and mission.

5. Eliminate McCune Collection Commission (MCC), explore partnership with Library and Naval Historical Museum
The McCune Collection Commission advises the Council and City Manager on matters related to the McCune Collection facilities, properties, and the endowment fund. The MCC also investigates and makes advisory reports related to the McCune Collection.

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The City Attorney’s Office is currently researching archived documents to determine if there are any legal obligations related to the endowment that requires the City to keep this Commission active. Based on the review of available documents , and contingent upon the findings from the legal review, it is recommended that this Commission be eliminated. If the MCC were to be eliminated, the City could explore partnerships with the Library and/or the Naval Historical Museum to act as a steward for the McCune Collection, as suggested by some members of the Council.

6. Clarify purpose and role of Beautification Commission and Human Relations Commission; evaluate purpose and scope of Vallejo Tourism Business Improvement Board
The purpose of the B eautification Commission (BC) is to support the beautiful appearance of public properties and public right of way. The BC is supposed to advise the Council on policies and programs and engage the community in supporting departmental efforts to enhance the appearance of infrastructure and landscaping .

The scope of the BC is broad and general and does not provide adequate guidance to the Commissioners or staff. It is recommended that a workplan with actionable goals be developed so that the BC can focus on one or more specific project s or programs that will enhance the appearance of public properties and the public right of way.

The purpose of the Human Relations Commission (HRC) is to promote equal treatment of all individuals, eliminate discrimination, make recommendations to alleviate tension and conflict in the community, and advise on issues involving relationships between law enforcement, the justice system, and the community. The HRC is also supposed to make recommendations to staff, labor groups, C ivil Service Commission, and the City Council, to promote equal employment opportunities and fair contracting practices .

The sco pe of this Commission is extremely broad and does not provide specific guidance in terms of areas of focus for this Commission. It is recommended that the purpose and scope of this Commission be re -evaluated and more narrowly defined .

Using an example from the City of Sunnyvale, the role of the HRC could be modified as follows:
• Should focus on policy issues and not interfere with City operations • Study, evaluate, and advise the Council on policies and programs related to diversity, equity, access, and inclusion
• Celebrate and encourage Vallejo’s rich cultural diversity • Promote regular, civil, and authentic engagement with diverse groups of residents

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• Advise on increasing accessibility and transparency of local government policies, programs and services
In addition to re-defining the scope, an annual workplan should include specific events or programs that this Commission would be leading or supporting.

The purpose of the Vallejo Tourism Business Improvement District Advisory Board is to make recommendations to the City Council on the expenditure of revenues derived from the levy of assessments within the Vallejo T ourism Business Improvement District. Since this BCC does not meet on a regular basis, the City may want to evaluate its purpose and scope to ensure its effectiveness. Since this BCC was created by a statute, any desired changes will need to be closely coordinated with the City Attorney’s Office.

7. Youth Involvement
Some members of the City Council expressed a strong interest in resurrecting the Youth Commission , which is currently suspended. If the C ity d oes not wish to add another Commission that would require additional staff support, the C ity could consider a model for youth involvement that is being used in the city of Milpitas. A non-voting youth commissioner seat for students in grades 9-12 could be added to all advisory BCCs. This would not only allow several opportunities for high school students to get involved in BCCs and become familiar with a variety of topic areas that support local government but would also facilitate youth representation on all advisory BCCs.

Workplans and Budgets

1. Require workplans and annual reports for every BCC. This may require a change to the City’s municipal code.

2. Provide Commission Chairs with the opportunity to present workplans to the Council on an annual basis. The City may want to consider adding two special sessions a year, specifically focused on discussing BCC work plans and reports.

3. Provide templates for workplans and reports, require consistency in format and content across BCCs.

4. Workplans should have a maximum of 3 -5 goals with specific deliverables and lead Commissioners for each goal identified.

5. Goals should be aligned with adopted Council and community priorities.

6. Consider a modest annual budget of $1,000 for each BCC, exceptions could be made for any BCCs with significant workplan items . This may require a change to existing Council Policy 2024-01

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7. Eligible and ineligible uses of the budget should be in accordance with Council Policy 2024-01.

Staff Functions and Time Commitment

1. Staff should continue to prepare agenda and minutes, in coordination with the BCC Chair, City Attorney, and other staff; Commissioners should not be taking on this role.

The City’s Municipal Code may need to be revised to codify this change.

2. The City should evaluate the appropriate level of staff supporting the BCCs. The role of the staff secretary is not administrative; staff secretaries should be well versed in the programmatic areas under the BCC’s purview. They should also be able to appropriately guide C ommissioners on meeting protocols and Commissioner roles , ensure agenda topics align with the BCC’s purpose and scope, and communicate Council and community priorities.

3. Use of standard document templates, centralized resources, ongoing training, and potentially fewer BCCs will allow staff to be more efficient in supporting BCCs; all BCC resources should be easily accessible through the City’s website and intranet.

Training and Resources

1. Develop a BCC Handbook and Commissioner Onboarding packet , links to examples from other cities are included in Appendix C.

2. Commissioner O nboarding packet should include requirements related to ethics, sexual harassment, code of conduct, Rosenberg’s Rules of Order trainings, and a BCC Handbook.

3. Link to Handbook and other BCC resources to be available on a dedicated BCC webpage.

4. City Clerk and City Attorney to develop training for Commissioners, provide live training once a year, with the recording available for viewing anytime.

5. CMO/City Clerk to develop templates for agendas, minutes, workplans, and annual reports4.

4 The City has subsequently implemented an agenda management system that has addressed this recommendation.

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VIII. IMPLEMENTATION

Implementation should be phased in to allow for adequate time to develop training resources and to allow consolidation through attrition and transition of commissioners from BC Cs that may be slated for consolidation or elimination, to other BCCs.

Phase I (approximately 3 months)

1. Develop templates for meeting agendas, minutes 5, workplans, annual reports, and powerpoint templates.

2. Develop a BCC Handbook and Commissioner Onboarding packet.

3. Develop a training program for Commissioners and staff secretaries , including an annual live training that can be recorded for viewing by new Commissioners and staff as well as any Commissioners or staff needing a refresher.

4. Hold a Council Study Session to discuss the role and purpose of each Commission, solicit input from the community at the same Study Session.

Phase II (approximately 12-15 months)

1. Develop a phased implementation plan for changes to existing BCCs based on Council discussion and direction.

2. Provide existing Commissioners of a BCC slated for consolidation or elimination, the opportunity to fill vacancies on another BCC, if eligible to serve on that BCC.

3. Commissioners on BCCs that may be incorporated into another BCC or eliminated, should be allowed to serve for up to a 12-month period of their current BCC term.

Alternatively, they could choose to transition to another BCC , provided they meet eligibility requirements of that BCC.



5 The City has since implemented an Agenda Management system that addresses templates for meeting agendas and minutes.

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IX. APPENDICES
Appendix A Vallejo Boards, Commissions, and Committees Summary Report Appendix B 2015-2016 Ad-Hoc Committee on Commissions (AHCC) Appendix C Interview and Survey Questions
Appendix D Summary Report of Benchmarked Cities

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Appendix A

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Appendix A - Vallejo Boards, Commissions, and Committees Summary Name Membership Purpose Duties and Powers Reference Documents Meeting Frequency &
Location Council Liaison Secretary
Architectural Heritage and Landmarks
Commission
7 members appointed by Council,
related background required
Preserve, protect, support economic
value, foster civic pride, continued
private ownership of historic structures
Conduct design review and hold public
hearings, survey older buildings to
identify historic structures, make
policy recommendations to CouncilChapter 2.48 of Municipal Code Monthly, 3rd Thursday at 6:30
pm in Council Chambers Peter Bregenzer
Margaret Kavanaugh-
Lynch (Planning)
Beautification Commission 7 members appointed by Council Support the beautiful appearance of
public properties and right of way
To promote and improve the quality of
life, support departmental efforts
through community involvement,
advise the Council on policies and
program , support programs that
enhance the appearance of
infrastructure and landscapingChapter 2.39 of Municipal Code Every other month, 1st
Wednesday of even months at
6:00 pm in Council Chambers Verder-Aliga
Shelee Loughmiller
(Community and
Volunteer Coordinator)
Building Standards Code Appeal Board
5 members nominated by staff
and appointed by Council
Hear and decide appeals of orders,
decisions, or determinations made by
the chief building official or fire code
official relative to the application and
interpretation of the California Building
Standards Codes
Hear appeals as described in Chapter

2.75 and Chapter 12 Chapter 2.75 of Municipal CodeMeet as needed Civil Service Commission
5 members and appointed by the
Council
Provide for the standardization and
classification of all positions and
employment in the classified service;
competitive tests, rules and
regulations - purpose is a little unclear
No specific duties and powers called
out, rule making and appellate body
Chapter 2.43 of the Municipal
Code
2nd Monday of the month as
needed, 5:15 pm in Council
Chambers; at least one
regular meeting to be held
every two months. Diosdado "JR" Matulac
Pleshetta Dauzart
(Executive Secretary)
Code Enforcement Appeals Board7 members appointed by Council Act as and exercise duties, functions,
powers of the "code enforcement
appeals board" and as "hearing officer"
and "abandoned vehicle hearing
board"
Act as hearing officer, hear appeals
and hearings about special
assessments for administrative
citations - property maintenance,
vacant buildings, abandoned vehicles,
abandoned shopping carts, weed and
rubbish abatement; render report to
the Council Chapter 2.49 of Municipal Code
4th Thursday of each month, 6-
8 pm in Council Chambers Diosdado "JR" Matulac
Dong Yoo, Sr. Code Enf.

Officer, Sgt. Richard
Wanzie
Commission on Culture and the Arts
7 members appointed by
Council, shall represent cross-
section of community interests
and organizations
Serve as the official voice for the arts,
serve as an advisory board in making
referrals to appropriate groups and
coordinating arts projects, identify
problems experienced by local arts
organizations and suggest solutions
Promote visual and performing arts
groups, participate in publication and
distribution of an events calendar,
assist related groups, advise the City
Council on public art projects, record
decisions
Chapter 2.32 of the Municipal
Code
4th Monday of each month at
6:00 pm in Council Chambers Tina Arriola
Annette Taylor, Sr.

Community
Development Analyst

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Appendix A - Vallejo Boards, Commissions, and Committees Summary Name Membership Purpose Duties and Powers Reference Documents Meeting Frequency &
Location Council Liaison Secretary
Design Review Board
5 members appointed by
Council, all members have to
have their primary residence
(min. 4) or employment in the
city; demonstrated competence
and interest in architecture,
landscape arch., or urban design
Acts as an advisory body to the
Planning Commission and others
related to matters of architectural
design, landscape design, and urban
design
Advises the Planning Commission
when requested or when required by an
ordinance, conduct design review and
approve/deny plans for project in
Downtown and other districts related
to the Waterfront Design Guidelines;
review and comment on other projects
including site development plan
applications, that may be referred to
them; advise on the Design Guidelines
themselves
Chapter 2.59 of the Municipal
Code
2nd Thursday of each month
at 7:00 pm in Council
Chambers Charles Palmares
Margaret Kavanaugh-
Lynch, Planning Manager
Economic Vitality Commission
(renamed to Economic Development
Commission since initial report was
prepared)
7 members appointed by
Council, shall be a resident of the
city or an employee/owner of a
business with a city business
license
Advise the Council on issues that can
enhance job growth and increase
private investment, assist with
implementation of econ. Dev. Element
of the General Plan, assist with
business retention and attraction
activities
Recommend to Council policies that
can incentivize job growth and
business investment, plan and
conduct business retention and
attraction programs, maintain
relationships with Chamber, regional
and state ED orgs., make
recommendations about website and
Chapter 2.36 of the Municipal
Code
2nd Wednesday of even
months at 6:00 pm in Council
Chambers Mina Loera-Diaz
Ivette Iraheta, Econ. Dev.

Program Manager
Housing and Community Development
Commission 7 members
Serves various functions in both,
housing and community development
Review and make recommendations
on all matters to come before the
Housing Authority (except emergency
matters) and on all agreements related
to affordable housing that go to the
Authority or Council. May perform
advisory and appellate functions as
may be delegated by the Council. Hold
hearings related to mobile home parks
rent control. Hold hearings related to
CDBG and HOME program
applications, recommend to the
Council adoption of a 3 or 5 year
comm. dev. plan, annual housing and
community development program,
hold hearings to assess progress and
performance, and serve in an advisory
capacity on implementation of various
projects.

Chapter 2.46 of the Municipal
Code
1st Thursday of each month at
7:00 pm in Council Chambers Peter Bregenzer
Chari Barrera,
Administrative Manager

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Appendix A - Vallejo Boards, Commissions, and Committees Summary Name Membership Purpose Duties and Powers Reference Documents Meeting Frequency &
Location Council Liaison Secretary
Human Relations Commission
7 members appointed by the
Council, individuals with strong
commitment to good human
relations, fairness, ethnic
diversity and group will reflect
ethnic and other diversity of the
community
Promote equal treatment of all
individuals, prohibit discrimination
based on race, color, national origin,
religion, sex, disability, age, genetic
info, marital status, sexual or gender
orientation an identity, medial
condition, political activities, military
or veteran status, domestic violence
victim, etc.

Inform and consult with Council to
alleviate tension and conflict, consider
issues involving relationships between
police, justice system, community;
make recommendations to staff, labor
groups, civil service commission and
City Council to promote equal
employment opportunity and fair
contracting practices
Chapter 2.40 of the Municipal
Code
4th Wednesday of Jan, Apr,
July, Oct (if agenda items) at
6:00 pm in Council Chambers Diosdado "JR" Matulac
Shawn Hadnot,
Employee and Labor
Relations Officer
Marina Advisory Committee
7 members, 4 (berthers from the
Marina), 3 at-large; appointed by
the Mayor; at-large members
have to be residents
Make recommendations to the City
Council on all policy matters related to
the Marina, support communication
between staff and berthers, stimulate
growth and occupancy rates at the
Marina
Make recommendations to Council
and staff, assist staff in prioritizing
projects in CIP, work with staff and
community to enhance occupancy ,
improve communications, and develop
solutions to address issues Resolution No. 02-362 N.C.
1st Thursday of the month,
quarterly at 5:00 pm in City
Hall, PW Conf. Room Tina Arriola Marina Walker
McCune Collection Commission
7 members appointed by the
Council
Advise Council and City Manager
on policy and other matters
related to McCune Collection
facilities and property,
investigate and make advisory
reports; advise on the
Endowment Fund
Advise Council and City Manager on
matters related to McCune, investigate
and make reports Ordinance No. 1729 N.C.
1st Monday, bi-monthly at
4:30 pm at City Hall Charles Palmares
Annette Taylor, Sr.

Community
Development Analyst
Measure P Oversight Committee
7 members to be appointed by
each member of the Council (1
each), members shall be
residents and appointed by
Councilmembers to represent
their respective districts.

Member appointed by the Mayor
may reside anywhere in the city
Act as a citizen oversight committee for
Measure P (transaction and use tax
measure)
Review and report on the City's
proposed and actual expenditures
from the Measure P tax and also on the
required independent annual audit;
report shall be discussed publicly
Chapter 3.09.150 of the
Municipal Code
At least twice each calendar
year at a TBD time, in City Hall TBD
Debbie Martir, Public
Works Administrative
Manager
Participatory Budgeting Steering
Committee
11 members and 3 alternates, 1
from African American Alliance, 1
from NAACP, 1 from NCBW, 8 at-
large;
Ensure that budget process is
transparent, fair, and inclusive
Facilitate the budget (PB) process
including recommending program
rules, planning public meetings, and
conducting outreach with diverse
communities Tina Arriola, Peter Bregenzer
Planning Commission
7 members appointed by the
Council, no member can serve
more than 8 years
Responsible for adopting a
comprehensive long-term general plan
Such powers and duties as prescribed
by law and governed by the procedures
provided by law
Chapter 2.44 of the Municipal
Code
1st and 3rd Monday of each
month at 7:00 pm in Council
Chambers Charles Palmares
Margaret Kavanaugh-
Lynch, Planning Manager

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Appendix A - Vallejo Boards, Commissions, and Committees Summary Name Membership Purpose Duties and Powers Reference Documents Meeting Frequency &
Location Council Liaison Secretary
Police Oversight and Accountability
Commission
7 members and 2 alternates
(youth and community member)
appointed by the Council, each
Councilmember appoints 1 from
their District, Mayor appoints 1
from any District, various
eligibility criteria
Promote the health, safety and well
being of all residents by utilizing the
best possible practices and policies
while ensuring effective, efficient,
trustworthy, and just law enforcement.

Improve relations between law
enforcement and the community and
foster good relations.

Review Independent Investigative
reports and Internal Affairs reports and
supporting evidence and opine on
findings and conclusions and
recommend further investigation if
needed. Advise Mayor, Council, City
Manager, and Chief of Police on police
community relations issues. Conduct
public outreach. See ordinance for
additional duties and powers.

Chapter 18.03 of the Municipal
Code,

TBD TBD TBD
Sister City Commission
7 members appointed by the
Council
Plan and recommend to the Council a
sister city program and stimulate and
sustain participation and community
support for the program
Conduct research, act as liaison with
Sister Cities international, promote
events, tour groups, formal and friendly
relationships between groups in both
cities, maintain a translation
committee, make recommendations
on existing sister cities
Chapter 2.38 of the Municipal
Code
3rd Monday - bi-monthly at
5:30 pm in the Library Rozzana Verder-Aliga
Erik Rzomp, Executive
Assistant to the Mayor
Surveillance Advisory Board
7 members, 1 resident appointed
by each member of the Council
and Mayor - District specific
when appointed by
Councilmembers, members
must demonstrate interest and
experience in civil and privacy
rights
Provide advice to the Council,
City Manager, and departments
about the acquisition,
deployment and use of
surveillance technology within
the city
Advise the Council and staff on best
practices to protect the safety, privacy,
and civil rights of residents related to
surveillance technology, conduct
public meetings, and submit reports
with findings and recommendations to
the Council; review and respond to
requests from staff on equipment or
policies related to surveillance
technology; may work with City
Attorney to recommend model
legislation related to surveillance
technology Ordinance No. 1859 N.C.
3rd Thursday, bi-monthly,
time TBD, in Council
Chambers Tina Arriola
Naveed Ashraf, IT
Directore/Chief
Information Officer
Vallejo Tourism Business
Improvement District Advisory Board
5 members appointed by the
Council - chair and vice chair of
the Vallejo convention and
visitors' bureau board, 3
members who are owners or
business managers of
businesses being assessed
Make recommendations to the Council
on expenditure of revenues derived
from the levy of assessments with the
tourism BID
Advisory body related to the tourism
BID assessment expenditures
Chapter 2.41 of the Municipal
Code
Annually, Time TBA, in the
Ferry Building N/A
Annette Taylor, Sr.

Community
Development Analyst

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Appendix B

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APPENDIX B

CITY OF VALLEJO
2016 Boards, Commissions, and Committees Assessment Summary (Excerpts from 1/12/16 and 4/26/16 City Council agenda reports) Consultant – Ashwini Kantak
March 2024

In March 2015, the City Council created an Ad- Hoc Committee on Commissions (AHCC), comprised of then Councilmembers McConnell, Miessner, and Sampayan and was supported by the Assistant City Manager and City Clerk. The AHCC met from June – December 2015.

The AHCC provided recommendations on the following topics related to Commissions:
• Number of Commissions/Changes to Commission roles
• Work plans of Commissions
• Procedure for Selecting Commissioners
• Recognition/Commissioner Appreciation
• Term Limits
• Education and Training
• Attendance Policy for Commissioners
• Commissioner Orientation
• Role of City Councilmember Liaisons to Commissions
• Role of City Councilmember to non-Commission Agencies • Fund-raising by Commissions
• Broadcast and Access to Commission Meeting
• City Council Review of Commission Structure
On January 12 and April 26, 2016, the City Council discussed the AHCC report and recommendations. Based on the AHCC recommendations, the City Council eliminated three advisory bodies, re-established two advisory bodies, changed the name of one advisory body, and broadened membership of another advisory body, as listed below.

1. No changes to three (3) BCC bodies - Architectural and Landmarks Commission, Code Enforcement Appeals Board, Human Relations Commission, and Planning Commission.

2. Eliminated three (3) BCC bodies - the Commission on Aging, the Library Board, Mobile Home Rent Review Board.

3. Re-created a stand-alone Design review Board as advisory to the Planning Commission and re- established a Beautification Commission.

4. Changed the name of the Housing and Redevelopment Commission to Housing and Community Development Commission.

5. Broadened membership of the Vallejo Tourism Business Improvement District Board.

The City Council did not act on the following AHCC recommendations:

1. Continue suspension of the Commission on Culture and the Arts

2. Various changes related to the Economic Vitality Commission

3. Eliminate Marina Advisory Committee and instead establish an ad-hoc citizens committee when needed.

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APPENDIX B

4. Consolidate Sister City Commission with Sister City Association and appoint a City Council liaison.

5. Eliminate Youth Commission

The AHCC also made recommendations on the various topics mentioned earlier, however, the City Council chose to only accept a subset of the recommendations.

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Appendix C

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APPENDIX C
CITY OF VALLEJO INTERVIEWS (Mayor and Council)
Boards, Commissions, and Committees Assessment
Consultant – Ashwini Kantak
February 2024

Project Scope: perform a comprehensive assessment of current Boards and Commissions along with associated practices, policies, and procedures, and develop recommendations based on a combination of interviews, surveys, document review, and benchmarking.

1. Before we begin with the interview do you have any questions or thoughts about the scope of the project?

2. Have you served on any Commissions prior to being elected to the Council? If so, which Commissions and how long did you serve as Commissioner?

3. Follow up if response to Q2 is yes. What drew you to serve as a Commissioner and did that experience help you decide to run for Council?

4. Are you familiar with the Ad Hoc Committee’s work on Boards and Commissions and the recommendations made to Council in 2016? If so, are there any lessons learned from that effort that we should be taking into consideration?

5. The current recruiting process for Boards and Commissions can be time consuming and at times challenging due to a lack of applicants. Do you have any input on potential improvements to the current process?

6. Boards and Commissions are currently not required to prepare annual workplans or reports. What are your thoughts on requiring annual workplans and reports?

7. Based on your observations, do you see any opportunities for consolidation of any of the Boards and Commissions? Follow up question – do you have any insight of how consolidations could be successfully implemented?

8. Are you aware of any best practices for Boards and Commissions that the City might want to evaluate as part of this assessment process?

9. What else do we need to know to complete an effective assessment of the Boards and Commissions and make actionable recommendations?

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APPENDIX C
CITY OF VALLEJO INTERVIEWS (Executive Staff)
Boards, Commissions, and Committees Assessment
Consultant – Ashwini Kantak
February 2024

1. What is your role with respect to Boards and Commissions?

2. What challenges do you typically encounter in your current role as it pertains to Boards and Commissions?

3. Are you aware of any best practices for Boards and Commissions that the City might want to evaluate as part of this assessment process?

4. Are you familiar with the selection process for Boards and Commissions and if so, do you have any input on potential improvements to the current process?

5. Are you aware of any issues related to Boards and Commissions not meeting quorum? If so, do you have input on how this issue could be addressed, including potential changes to the attendance policy and inclusion of alternates?

6. Based on your observations and your role as it relates to Boards and Commissions, do you see any opportunities for consolidation of any of the Boards and Commissions?

7. Boards and Commissions are currently not required to prepare annual workplans or reports. What pros and cons do you foresee if annual workplans and reports were to be mandated?

8. Are you familiar with the training provided to the Board and Commission members and if so, do you have any suggestions for improvements?

9. Are you familiar with the Ad Hoc Committee’s work on Boards and Commissions and the recommendations made to Council in 2016? If so, are there any lessons learned from that effort that we should be taking into consideration?

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APPENDIX C

10. Based on your experience as it relates to the Boards and Commissions, do you think the current structure and process for Boards and Commissions serves the City Council and the Vallejo community effectively?

11. What else do we need to know to complete an effective assessment of the Boards and Commissions and make actionable recommendations?

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APPENDIX C

CITY OF VALLEJO STAFF SECRETARIES SURVEY
Boards, Commissions, and Committees Assessment
Consultant – Ashwini Kantak
February 2024

You have been selected to participate in this survey because of your role as staff secretary for one or more of the Boards and Commissions in the City of Vallejo.

MRG has been retained to conduct a thorough assessment of current Boards and Commissions and to develop recommendations based on a combination of interviews, surveys, document review, and benchmarking. The desired outcome is to identify opportunities for consolidation and recommend best practices to maximize effective community service while ensuring efficient use of City Council and staff time.

Your input and observations are extremely valuable given your direct involvement with a Board and/or Commission.

Individual survey responses will not be shared with anyone , the results be presented in summary form. The survey will take 15-20 minutes to complete. We kindly request that you complete the survey no later than February 16, 2024.

If you have any questions regarding the survey, please contact Ashwini Kantak, MRG Consultant, at [email protected]
.

Thank you for your feedback.

1. Do you serve as staff secretary for a City of Vallejo Board or Commission? a. Yes
b. No
For a Yes response, please provide name(s) of Boards and/or Commissions you support. This information is optional and may be provided at your discretion.

If the response is No, do not proceed with the rest of the survey

2. Please provide the name of your department and job title (This information is optional and may be provided at your discretion).

3. How long have you been in the role of staff secretary for a Board and/or Commission?
a. Less than one year
b. Between one and five years
c. More than five years
d. Not sure

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APPENDIX C

4. We are interested in learning about the key functions you perform as a staff secretary. For each Board or Commission you support , please provide a description of up to five key functions (a major task or regularly performed activity) that take up the most amount of your time, number of hours worked on each function in a month, and departments or divisions you work with for each function, if applicable).

5. Are there any challenges you typically face in your role as staff secretary? a. Yes
b. No
c. Not sure

6. If response to question 5 above was yes, please select all that apply.

a. I find it challenging to be familiar with all the rules and procedures associated with the Board/Commission I support
b. I do not have standard templates to prepare agendas and minutes c. I am not able to meet the required timelines for Board/Commission agenda preparation and staff review due to workload issues
d. The Board or Commission I support does not have a clear understanding of its scope
e. Due to high turnover on the Board or Commission I support it is challenging to onboard and train new members on an ongoing basis
f. Other

If Other, please provide additional details

7. Have you had to cancel a Board or Commission meeting due to a lack of quorum in the past two years?
a. Yes
b. No
c. Not sure
If yes, please provide number of cancellations

8. Annual workplans and reports are not currently required for any Board or Commission. Do you think requiring these will make the Board/Commission more effective?
a. Yes

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APPENDIX C
b. No
c. Not sure

For a Yes or No response, please include an explanation

9. Based on your observations and your role as it relates to Boards and Commissions, do you see any opportunities for consolidation of any of the Boards and Commissions?

a. Yes
b. No
c. Not sure

For a Yes response, please describe potential opportunities

10. Are you familiar with the Ad Hoc Committee’s work on Boards and Commissions and the recommendations made to Council in 2016?

a. Yes
b. No
c. Not sure

For a Yes response, please include any lessons learned that we should take into consideration.

11. Based on your experience as it relates to the Boards and Commissions, do you think the current structure and process for Boards and Commissions serves the City Council and the Vallejo community effectively?

a. Yes
b. No
c. Not sure

For a Yes or No response, please include an explanation

12. Are you aware of any best practices for Boards and Commissions that the City might want to evaluate as part of this assessment process?

a. Yes
b. No
c. Not sure

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APPENDIX C

For a Yes response, please list best practices

13. What else do we need to know to complete an effective assessment of the Boards and Commissions and make actionable recommendations?

Thank you for taking the survey. We appreciate your time!

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Appendix D

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Appendix D - Summary Report of Benchmarked Cities
City Population
No. of Standing
Boards/Commissions Board/Commission/Committee Names Membership Term Meeting Frequency Recruitment Process Workplans El Cerrito 26,000 13
Arts and Culture, Citizens Street Oversight
Committee, Civil Service Commission,
Committee on Aging, Crime Prevention
Committee, Design Review Board, Economic
Development Committee, Environmental
Quality Committee, Financial Advisory
Board, Human Relations Commission, Park
and Recreation Commission, Planning
Commission, Urban Forest Committee.

ACC, HRC, PRC, PC (7),
CSOC, CSC, DRB, FAB, (5),

COA, CPC, EDC, EQC, UFC
(15)
Four year terms, Board,
Commission, and CSOC
limited to two consecutive
full terms on each body.

Committees - 3
consecutive terms on
each Committee. Term of
individual seat is fixed.

Staggered terms.
11 BCCs meet monthly,
one BCC meets three
times a year, one BCC
meets as needed
Terms commence on
March 1. City Clerk
manages the
application process.

Council interviews in
a public meeting.

Workplan templates
provided but workplans
not required for every
BCC
Fairfield 120,000 7
CDBG Advisory Committee, Golf Advisory
Board, Landscape Oversight Committee,
Measure P Oversight Committee, Planning
Commission, Rockville Citizen Advisory
Committee, Youth Commission
CDBG (5 + 1 PC and 1 YC rep),
GAB (7), LOC (7), PC (7),
Measure P OC (5), RHRPCAC
(7)
YC - 3 years, GAB, PC,
RJRPCAC - 4 years, LOC,
Measure P - 5 years
One BCC meets twice a
month, one BCC meets
monthly, 3 BCCs meet
quarterly, frequency for
two BCCs varies and is as
needed
Quarterly
recruitments for YC,
No workplans required
except for YC
Milpitas 84,000 13
Arts, Community Advisory, Economic
Development and Trade, Energy and
Environmental Sustainability, Library and
Education Advisory, Measure F Oversight,
Parks, Recreation & Cultural Resources,
Planning, Public Safety and Emergency
Preparedness, Science, Technology and
Innovation, Senior Advisory, Veterans, Youth
Advisory
Planning (7), and PRCC (9 and
2 alternates), Youth (7 and 2
alternates), Arts (7, 2
alternates, 2 non voting youth
members) all other
Commissions (7 members, 2
alternates, 1 non-voting youth
member)
3 year terms, no term
limits
One BCC meets twice a
month, six BCCs meet
monthly, one BCC meets
4 times a year, four BCCs
meet 5 times a year, one
BCC meets quarterly
Applications are
accepted throughout
the year,
appointments are
made by Council in
public meeting but no
interviews.

Annual workplans and
reports required to be
presented to the City
Council
Palo Alto 67,000 8
Architectural Review Board (5 members
SMEs), Historic Resources Board, Human
Relations Commission (5 members), Parks
and Recreation Commission, Planning and
Transportation Commission, Public Art
Commission, Storm Water Management
Oversight Committee, Utility Advisory
Commission
ARB, HRC, PAC (5 members);

HRB, PRC, PTC, SWMOC,
UAC (7 members)
Max. 2 or 3 successive
terms on the same
board/commission; 2 year
break before being
appointed to same body
Three BCCs meet twice a
month, five BCCs meet
monthly
New appointments
only once a year in
spring; other
appointments due to
vacancies, as needed
Annual workplans due in
June, up to 3 priorities.

Chair presents workplan
to Council - could be 1
year or 2 year workplans,
status update to be
presented on prior work;
template for workplan
provided

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Appendix D - Summary Report of Benchmarked Cities
City Population
No. of Standing
Boards/Commissions Board/Commission/Committee Names Membership Term Meeting Frequency Recruitment Process Workplans Richmond 116,000 24
Arts and Culture Commission, Community
Police Review Commission, Commission on
Aging, Design Review Board, Environmental
Community Investment Agreement
Transportation Oversight, Economic
Development Commission, General Pension
Board, Historic Preservation Commission,
Housing Advisory Commission, Human
Rights and Human Relations Commission,
Library Commission, Personnel Board,
Planning Commission, Police & Firemen's
Pension Board, Recreation and Parks
Commission, Reimagining Public Safety
Community Task Force, Richmond Fund for
Children and Youth Oversight Board,
Richmond Rent Board, Shimida Friendship
Commission, Urban forest Advisory
Committee, Workforce Development Board,
Youth Council, Zhoushan Friendship
Commission
ACC, SFC, ZFC (11), CPRC,
HRHRC, RPC (9), COA (13),
DRB, HPC, HAC, PC (7),
ECIATO, GPB, LC, PB, RRB (5),
EDC (15), PFPB (4), PAAC
(507), RPSCTF (21), RFCYOB
(15), UFAC (7-11), WDB (35),
YC (5-11) Terms vary widely
Seventeen BCCs meet
monthly, three meet once
in two months, one BCC
meets twice a month,
three BCCs meet as
needed Ongoing recruitment
Optional yearly work
program or goals
statement, may be done
in conjunction with the
development of the
relevant departmental
work plan.

Sunnyvale 152,000 10
Arts Commission, Bicycle and Pedestrian
Advisory Commission, Board of Library
Trustees, Heritage Preservation
Commission, Housing and Human Services
Commission, Human relations Commission,
Parks and Recreation Commission,
Personnel Board, Planning Commission,
Sustainability Commission
AC, BLT, HRC, PRC,PB (5);
BPAC, HPC, HHSC, PC, SC (7)
Max, 2 consecutive 4 year
terms
One BCC meets twice a
month, eight BCCs meets
monthly, one BCC meets
every other month
Annual recruitment,
appointments by
Council but no
interviews
Each BCC creates an
annual workplan, advises
Council on study issues
and budget

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ACTION ITEM 9.C.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Gillian Haen. Assistant City Manager
Annette Taylor, Senior Community Development Analyst
SUBJECT: APPROVAL OF RESOLUTION DECLARING THE CITY COUNCIL'S INTENTION TO

INCREASE THE ASSESSMENTS IN THE VALLEJO TOURISM BUSINESS

IMPROVEMENT DISTRICT AND TO LEVY AND COLLECT ASSESSMENTS WITHIN THE DISTRICT FOR FISCAL YEAR 2025/2026 AND DECLARING ITS INTENTION TO AMEND SECTION 14.50.090 OF THE VALLEJO MUNICIPAL CODE

RECOMMENDATION
Adopt a resolution declaring the City Council’s intent to increase the existing Vallejo Tourism Business Improvement District (VTBID) assessment by $0.50 per room night effective January 1, 2026, and an additional $0.50 per room night effective January 1, 2027.

REASONS FOR RECOMMENDATION
The VTBID assessment has not increased since 2007. The phased increase of $0.50 over each of the next two years for a total increase of $1.00 by 2027 will allow the Vallejo Convention and Visitors Bureau (VCVB) to meet the increasing cost of doing business, while supporting expanded efforts in destination marketing, visitor services, public safety collaborations, and economic development for Vallejo’s tourism sector.

BACKGROUND AND DISCUSSION
Due to the State’s budget crisis in 2003, the City of Vallejo reduced its allocation of funding to many organizations that were funded through the General Fund. One of these organizations was the Vallejo Convention and Visitors Bureau (VCVB). Because of the reduced allocation, the VCVB approached the City to establish a Vallejo Tourism Business Improvement District which would allow hotels to assess themselves to pay for improvements and activities with the defined improvement district.

On January 6, 2004, the City Council adopted Ordinance No. 1522 N.C. (2) establishing Chapter 14.50 of the Vallejo Municipal Code, Vallejo Tourism Business Improvement District (VTBID) to levy and collect assessments with the VTBID. There is not a sunset date for this VTBID. As of February 1, 2004, the assessment was levied on all hotels (lodging facilities) within the City of Vallejo based upon a flat fee of $1.00 per occupied room per night for hotels with more than 40 rooms and $0.50 per occupied room per night for hotels with 40 or less rooms. On April 6, 2004, the City Council adopted Resolution No. N.C. 04-123 appointing members to the VTBID Advisory Board to make a recommendation to the City Council on the expenditures of revenues derived from the levy assessment. To implement the marketing programs, projects, and activities that benefit the hotels within the City of Vallejo, a Service Agreement was negotiated with the Vallejo Convention and Visitors Bureau (VCVB).

Due to the City’s budget deficit in FY 2007-2008, the city reduced the amount of the Transient Occupancy Tax (TOT) allocation given to the VCVB. Because of the reduced TOT allocation, the VCVB requested that the assessments in the VTBID be increased to augment their budget for the development of programs and promotions that encouraged an extended length of stay in Vallejo and promoted the city as an overnight destination choice.

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Date: October 14, 2025
Subject: APPROVAL OF RESOLUTION DECLARING THE CITY COUNCIL'S INTENTION TO

INCREASE THE ASSESSMENTS IN THE VALLEJO TOURISM BUSINESS

IMPROVEMENT DISTRICT AND TO LEVY AND COLLECT ASSESSMENTS WITHIN THE DISTRICT FOR FISCAL YEAR 2025/2026 AND DECLARING ITS INTENTION TO AMEND SECTION 14.50.090 OF THE VALLEJO MUNICIPAL CODE

Page 2 ends

On June 27, 2007, the VTBID Advisory Board (Board) voted to recommend an increase in the VTBID assessments to a flat fee of $2.00 per occupied room per night for hotels with more than 40 rooms and $1.00 per occupied room per night for hotels with 40 or less rooms. On October 9, 2007, the City Council adopted Resolution N.C. 07-271 approving the increase in assessments.

The current tax assessment is $2.00 per occupied room per night for hotels with more than 40 rooms and $1.00 per occupied room per night for hotels with 40 or less rooms per room per night. The current assessment produced $293,223 revenues in 2024-2025.

On March 11, 2025, the President & CEO of VCVB introduced the concept of a VTBID assessment modification to Vallejo’s hotel stakeholders, initiating a collaborative dialogue regarding the future of tourism funding and the long-term sustainability of VCVB’s marketing and development initiatives.

Following months of discussion and analysis, the Vallejo lodging community reconvened on July 9, 2025, resulting in a majority vote of 6 to 3 in favor, by those present, for a phased increase of $0.50 per room night increase to the existing VTBID assessment effective January 1, 2026, and an additional $0.50 per room night increase effective January 1, 2027.

On July 16, 2025, the VCVB Board of Directors approved and endorsed the proposed phased increase. These proposed increases represent the first modifications to the VTBID assessment since 2007. The goal of this phased approach is to responsibly scale VCVB’s funding capacity to meet the rising costs of doing business, while supporting expanded efforts in destination marketing, visitor services, public safety collaborations, and economic development for Vallejo’s tourism sector. It is estimated that the proposed increased assessment in year one following the implementation of the increased assessment would total approximately $57,031 for FY 2025-2026, assuming January 1, 2026, effective date. Note that the year one revenue generation is actually six months of incremental revenue stemming from any assessment modification. For FY 2026-2027 approximately $114,063 would be anticipated to be generated from the increase, for a two-year total of $228,126. The Board has prepared an Assessment Report regarding the proposed increased assessment pursuant to Streets and Highway Code section 36533 for the City Council’s approval.

If the City Council approves the Resolution of Intention to increase the assessments, the next steps are to advertise the joint notice requirement and to mail the notice to interested parties and affected business owners of the increased assessments. A public meeting to receive testimony would be scheduled for October 28, 2025, and a public hearing to receive written protests from the affected lodging facility owners would be scheduled for November 18, 2025. If a majority protest is not received at that hearing, then the City Council will be asked to adopt a resolution holding the first reading of an Ordinance amending Vallejo Municipal Code section 14.50.090, which would codify the increased assessments. The second reading and adoption of the Ordinance would occur at the next regularly scheduled City Council meeting, and the new assessments would become effective 30 days after adoption of the Ordinance.

FISCAL IMPACT
There is no impact to the General Fund. It is estimated that approximately $57,031 will be collected by the City for FY 2025-2026, and approximately $114,063 for FY 2026-2027 through this increased assessment. These amounts will be allocated to VCVB.

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Date: October 14, 2025
Subject: APPROVAL OF RESOLUTION DECLARING THE CITY COUNCIL'S INTENTION TO

INCREASE THE ASSESSMENTS IN THE VALLEJO TOURISM BUSINESS

IMPROVEMENT DISTRICT AND TO LEVY AND COLLECT ASSESSMENTS WITHIN THE DISTRICT FOR FISCAL YEAR 2025/2026 AND DECLARING ITS INTENTION TO AMEND SECTION 14.50.090 OF THE VALLEJO MUNICIPAL CODE

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ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has 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 of Intention to Increase Assessments Vallejo Tourism - CAO STAMP

2. Assessment - City of Vallejo 7.17.25 Revised

CONTACT
Gillian Haen, Assistant City Manager, (707) 648-4163
[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 STATING ITS INTENTION

TO MODIFY THE EXISTING VTBID ASSESSMENT TO INCREASE THE ASSESSMENT ON HOTELS

WHEREAS, the Vallejo Convention and Visitors Bureau is interested in modifying the existing Vallejo Tourism Business Improvement District (VTBID), adopted by the City Council on December 16, 2003, and established as City of Vallejo Ordinance 1522 N.C. (2d), by increasing the assessment on hotels within the district boundaries; and

WHEREAS, on June 27, 2007, the VTBID Advisory Board voted to recommend an increase in the VTBID assessments to a flat fee of $2.00 per occupied room per night for hotels with more than 40 rooms and $1.00 per occupied room per night for hotels with 40 or less rooms: and

WHEREAS, on October 9, 2007, the City Council adopted Resolution N.C. 07-271 approving the increase in assessments; and

WHEREAS the Parking and Business Improvement Area Law of 1989 Section 3650 et seq. of the Streets and Highways Code authorizes that Business Improvement Districts may be modified at any time; and

WHEREAS, the affected businesses have met and desire to increase the assessments within the VTBID; and

WHEREAS, affected businesses within the VTBID support and request the City Council to approve the modification in assessments;

NOW THEREFORE BE IT RESOLVED the City Council of the City of Vallejo does hereby resolve, determine and find as follows:

Section 1. The recitals set forth herein are true and correct.

Section 2. The City Council declares its intention to modify the existing VTBID and to levy and collect assessments within the VTBID boundaries pursuant to the Parking and Business Improvement Area Law of 1989 (Government Code Section 36500 et seq). The boundaries of the VTBID shall continue to be the city limits of the City of Vallejo.

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Section 3. The name of the district shall continue to be the Vallejo Tourism Business Improvement District.

Section 4. The VTBID will continue to administer marketing programs through the Vallejo Convention and Vistors Bureau to promote the City of Vallejo as a tourism destination and to fund projects, programs, and activities that benefit hotels within the City of Vallejo.

Section 5. The VTBID will continue to include all hotels within the City of Vallejo. The assessment is proposed to be levied on all hotels, existing and future, within the City of Vallejo and modified to be based on a phased increase of $0.50 per room night increase to the existing VTBID assessment effective January 1, 2026, and an additional $0.50 per room night increase effective January 1, 2027. Except where funds are otherwise available, an assessment will be levied annually to pay for the improvements and activities within the area. New hotels within the boundaries will not be exempt from the levy of assessment pursuant to Government Code Section 36531. Pursuant to the City of Vallejo’s transient occupancy tax ordinance, assessments pursuant to the VTBID shall not be included in gross room rental revenue for the purpose of determining the amount of the transient occupancy tax.

Section 6. The VTBID proposed annual assessment in FY 2025-26 is estimated to be approximately $57,031, and approximately $114,063 for FY 2026-27. The funds raised shall be administered by the Vallejo Convention and Visitors Bureau and spent on a Marketing Program, Administration and Personnel, and other approved promotional activities to benefit the district.

Section 7. The City of Vallejo will continue to collect the assessments monthly from hotels within the city.

Section 8. The Vallejo City Council shall continue to appoint the Advisory Board at the recommendation of the Vallejo Convention and Visitors Bureau as described in Government Code Section 36530.

Section 9. The VTBID Advisory Board shall continue to submit an annual report to the Vallejo City Council pursuant to Government Code Section 36533.

Section 10. The time and place of the public meeting for comments on the proposed VTBID modification is October 28, 2025, and will be held at the Chambers of the Vallejo City Council, 555 Santa Clara Street, Vallejo, California.

Section 11. The time and place for the public hearing on the VTBID modification and levy of assessments is November 18, 2025, and will be held at the Chambers of the Vallejo City Council, 555 Santa Clara Street, Vallejo. California.

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Section 12. At the public hearing the testimony of all interested persons for or against the modification of the assessments will be heard.

Section 13. A protest against the proposed assessment modification may be made in writing. Though protests may be made orally, they will not count in the majority protest. To count in the majority against VTBID modification, a protest must be made in writing. A written protest may be withdrawn from writing at any time before the conclusion of the public hearing. Each written protest shall contain a written description of the business in which the person signing the protest is interested, sufficient to identify the business and its address. If the person signing the protest is not shown on the official records of the City of Vallejo as the owner of the business, then the protest shall contain or be accompanied by written evidence that the person is the owner of the business. Any written protest as to the regularity or evidence that the proceeding shall be in writing and clearly state the irregularity or defect to which the objection is made. Written protests should be mailed to the City Clerk of the City of Vallejo at 555 Santa Clara Street, Vallejo, California 94590.

Section 14. If at the conclusion of the public hearing there are of record, written protests by the owners of the businesses within the VTBID that will pay 50% or more of the total assessments of the entire VTBID, no further proceedings to modify the VTBID shall occur.

New proceedings to modify the VTBID shall not be undertaken again for a period of at least one (1) year from the date of the finding of the majority written protest by the City Council.

Section 15. Further information regarding the proposed modification to the VTBID may be obtained from the City Clerk of the City of Vallejo, 555 Santa Clara Street, Vallejo, California 94590.

Section 16. The City Clerk is instructed to provide notice of the public meeting and the public hearing pursuant to Section 54954.6 of the Government Code as follows:

a. Publish a minimum one-eighth page joint notice of the public meeting and public hearing in a newspaper of general circulation in the City of Vallejo for three weeks beginning immediately after the adoption of this Resolution of Intention by the City Council.

b. By first class mail, provide a joint notice of the public meeting and public hearing to those interested parties who have filed a written request with the City of Vallejo for mailed notice of public meetings or hearings on new or increased general taxes or assessments.

c. By first class mail, provide a joint notice of the public meeting and public hearing to each and every business owner proposed to be assessed in the VTBID within seven (7) days of the adoption of this Resolution by the City Council.

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Section 17. This Resolution is effective upon its adoption.

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Vallejo Tourism Business Improvement District (VTBID)
Assessment Report, Request for Resolution of Intent, &
VTBID Modification Request

Presented by:

Kirk Smith
President & CEO
Visit Vallejo-Convention and Visitors Bureau
July 17, 2025

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1. Legal Authority (SHC 36533)
"Section 36533 (a)–(c) requires the Advisory Board to prepare a report… (The report shall… contain all of the following pertinent this request for Resolution of Intent :

1. Proposed changes to boundaries or benefit zones

2. Improvements and activities to be provided

3. Estimated cost of improvements/activities

4. Method and basis of levying the assessment

5. Amount of any surplus/deficit carried over

6. Amount of any contributions from non -assessments"

VTBID Assessment Report
(Fiscal Years 2025–2026 & 2026–2027)
A. District Name & Fiscal Year
• District: Vallejo Tourism Business Improvement District (VTBID) • Fiscal Year: July1 2025 to June 30–2026 (Year 1) and July 1, 2026– June30 2027 (Year 2) B. Proposed Changes :
• Add an incremental $0.50 per occupied room night assessment in FY 2025–2026 • Add an additional incremental $0.50 (total $1.00) in FY 2026–2027 • $1.00 increase over phased two-year schedule
• No boundary or benefit-zone changes proposed
C. Improvements & Activities:

Funds will support:
• Out-of-market marketing and advertising (digital, print, video) • Event and group travel promotions
• Enhanced Communication tools (website, App)
• Data analytics/tools (PLACER.AI etc.)
• Joint Security/Safety Initiatives for hotel properties • Staffing/Enhanced Partner Experience
D. Estimated Fiscal Year Assessment growth:
(assuming 1,250 rooms × 365 days × 50% = 228,125 room nights) Fiscal Year Rate per Room Incremental Revenue 2025–2026* $0.50 $57,031
2026–2027 $0.50 $114,063 Two Year Total: $228,126
(*assuming January 1, 2026, effective date , 2025/2026 revenue generation is 6 months of incremental revenue stemming from any assessment modification )

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E. Basis & Method of Levy
• Hotels pay per occupied room night /passed on to hotel guests • Billing via hotel remittance monthly with existing reporting system with new assessment fee schedule o Fiscal 2025/2026 $2.50 per room night (hotels with +40 rooms) $1.50 per room night (hotels with -39 rooms)
o Fiscal 2026/2027 $3.00 per room night (hotels with 40+ rooms), $2.00 per room night (hotels with -39 rooms)
F. Surplus/Deficit Carryover:
(Assuming flat occupancy rates as 2024/2025)
• Year 1 $293,000 +$57,031=$350,693
• Year 2 $407,725 +$114,063=$464,756
G. Other Income Contributions
• Partnerships
• Sponsorships
• Advertising programs
• Visitor Center Revenue
• Event Coordination
• Third Party ticket Sales

3. Next Steps:

1. Advisory Board of Hotels votes to recommend an increase in the VTBID assessments, July 9, 2025

2. Visit Vallejo Board of Directors approved the recommendation, July 16, 2025

3. VTBID Committee /Visit Vallejo prepares a communication to the City for approval of Resolution of Intent to City of Vallejo, July 16, 2025

4. Submit to Vallejo Economic Development on July 16 -17. 2025

5. City Council reviews and approves Resolution on Intent, October 14, 2025

6. VTBID/Visit Vallejo advertises joint notice for public Meeting at the following City Council Meeting, October 15, 2025

7. Mail copy of Resolution of Intention to hotel properties , October 15, 2025

8. Schedule a public Meeting to receive testimony, October 28, 2025

9. Prepare Notice of Public Hearing Public hearing (≥14 days later), November 11, 2025

10. Public Hearing & Frist Reading of Ordinance November 11

11. Public Hearing & second Reading of Ordinance December 2 or16

12. City Council approve report , December 2 or 16

13. If no majority protest, Council levies revised assessment *Red=Completed

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4. Appendix-Materials
Appendix A – Historical VTBID Income
Appendix B – Marketing Plan
Appendix C – Hotel list
Appendix D-2024/2025 Visit Vallejo Financials
Appendix E – Connected Cities BID/TOT Rates

Appendix A: Historical VTBID Income

Since the last VTBID assessment modification in 2007, the average cost of doing business in California, especially for hospitality -based enterprises such as Tourism Marketing and associated expenses, has increased substantially. Rising labor costs, inflation, insurance, marketing demands, and regulatory requirements all contribute to significantly higher operating expenses. This economic reality underscores the importance of revisiting and modernizing the assessment structure to ensure continued tourism gro wth and community impact

Cost of Doing Business: Key Increases Since 2007

Printing & Promotional Materials: Ink & paper costs have increased significantly due to supply chain issues and raw material shortages. Full -color printing, signage, and brochures are 30 –50% more expensive today than in 2007.

Travel & Transportation: Fuel prices and vehicle rental rates have surged. Airfare and hotel rates are up by 40–70% compared to pre -2010 levels.

Office Supplies: Everyday basics like paper, toner, pens, folders, and shipping materials have seen annual cost increases of 3 –5%, compounding over time.

Inflation: The Consumer Price Index (CPI) has risen by over 50% from 2007 to 2025, meaning what cost $1.00 in 2007 now costs around $1.50+.

Marketing & Technology: Digital advertising and software tools have become essential —and costly. What used to be local ads now require robust online platforms, social media, CRM, analytics, etc.

Labor Costs: Minimum wage in California in 2007: ~$7.50/hour vs. 2025: $16.00/hour (more than double)

Utilities & Insurance: Utility rates (water, electricity, gas) have risen steadily due to infrastructure, regulatory, and supply costs.

Property and liability insurance: premiums, especially in hospitality, have increased dramatically due to risk factors like wildfires, theft, and labor laws.

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$479,520
$542,344 $539,718
$418,579
$387,210
$332,999
$357,541
$372,033
$297,026 $293,896

66.9%

48.7%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2015-2016 2016-2017 2017-20182018-2019 2019-20202020-20212021-2022 2022-2023 2023-20242024-2025 10 Y ears Historical VTBID & Occupancy Rate
VTBID $ Occupancy %

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Appendix B – Marketing Plan

Upgraded Event Driven Website
Targeted Marketing Programs-Feeder Markets
Mobile App
Public Safety Initiatives (Flock Safety)
Group Travel Resurgence & Trade Shows
Increased Staffing social media Czar/FT data Analytics Marketing Manager Enhances Partnership Services
Visit Vallejo Shuttle
Public Image Campaigns
City PIO Support/Public Relations
City Image content/stories
Always on Digital Advertising
Re-ignite Film Commission Office

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Appendix C – Hotel list

Bays Inn Tina Patel 446 Lincoln Road East 94591 644-8864 Budget Inn Vallejo Krupa Naran 816 Magazine St 94590 643-4248 California Motel Indrasin Mahida 700 Lincoln Road East 94590 642-2190 Carquinez Inn Jatinder Kang 160 Lincoln Road East 94591 552-7220 Country Inn & Suites by Rad Dhruvin Panchal 1000 Admiral Callaghan Lane 94591 608-504-8458 Courtyard Marriott Vallejo Greg Magee 1000 Fairgrounds Dr 94589 707-655-9164 Discovery Inn Charlie Patel 197 Lincoln Road West 94590 707-644-4116 Economy Inn Prakash Patel 201 Lincoln Road West 94590 644-1521 El Rancho Motel Jack Patel/Jagubhai Patel 900 Magazine St 94590 643-5096 Express Inn Jatinder Kang 2301 Florida St 94591 649-9000 Hampton Inn Vallejo Napa V Damon Mastrianni 1596 Fairgrounds Dr 94589 554-9655 Motel 6 - Six Flags West Luis Vidal 1455 Enterprise St. 94590 643-7611 Motel - Studio 6 Vallejo Horace Neufville 44 Admiral Callaghan Lane 94590 643-1061 Motel 7 Krupa S. 211 Lincoln Road West 94590 552-8184
Quality Inn Six Flags DK Sunny Khatri 1185 Admiral Callaghan Lane 94591 648-1400 Econo Lodge Hari 458 Fairgrounds Dr 94589 562-2800
Traverlodge Vijay Patel 4326 Sonoma Blvd 94589 643-4150 Solano Inn Kevin Solanki/Jay Solanki 4 Mariposa St 94590 554-1840 Solano Inn Jay Solanki 4 Mariposa St 94590 554-1840
Scottish Inn T. Patel 1308 Lincoln Road East 94590 642-1510 Prime Suites Owner/General Manager 2070 Solano Ave. 94590 556-5000 SureStay by Best Western Amdy Patel 300 Fairgrounds Dr 94589 554-8000 Vallejo Inn Vallejo Napa Kiran Rajbut 444 Tennessee St. 94590 653-4207 Bays Inn Tina Patel 446 Lincoln Road East 94591 644-8864 Budget Inn Vallejo Krupa Naran 816 Magazine St 94590 643-4248 California Motel Indrasin Mahida 700 Lincoln Road East 94590 642-2190 Carquinez Inn Jatinder Kang 160 Lincoln Road East 94591 552-7220 Country Inn & Suites by Rad Dhruvin Panchal 1000 Admiral Callaghan Lane 94591 608-504-8458 Courtyard Marriott Vallejo Greg Magee 1000 Fairgrounds Dr 94589 707-655-9164 Discovery Inn Charlie Patel 197 Lincoln Road West 94590 707-644-4116 Economy Inn Prakash Patel 201 Lincoln Road West 94590 644-1521 El Rancho Motel Jack Patel/Jagubhai Patel 900 Magazine St 94590 643-5096 Express Inn Jatinder Kang 2301 Florida St 94591 649-9000 Hampton Inn Vallejo Napa V Damon Mastrianni 1596 Fairgrounds Dr 94589 554-9655 Motel 6 - Six Flags West Luis Vidal 1455 Enterprise St. 94590 643-7611 Motel - Studio 6 Vallejo Horace Neufville 44 Admiral Callaghan Lane 94590 643-1061 Motel 7 Krupa S. 211 Lincoln Road West 94590 552-8184
Quality Inn Six Flags DK Sunny Khatri 1185 Admiral Callaghan Lane 94591 648-1400 Econo Lodge Hari 458 Fairgrounds Dr 94589 562-2800
Traverlodge Vijay Patel 4326 Sonoma Blvd 94589 643-4150 Solano Inn Kevin Solanki/Jay Solanki 4 Mariposa St 94590 554-1840 Solano Inn Jay Solanki 4 Mariposa St 94590 554-1840
Scottish Inn T. Patel 1308 Lincoln Road East 94590 642-1510 Prime Suites Owner/General Manager 2070 Solano Ave. 94590 556-5000 SureStay by Best Western Amdy Patel 300 Fairgrounds Dr 94589 554-8000 Vallejo Inn Vallejo Napa Kiran Rajbut 444 Tennessee St. 94590 653-4207

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Appendix D-2025/2026 Budget & 2024/2025 Year End Visit Vallejo Financials

2025 - 2026 Budget 25/26 Totals
Income/Revenue 25/26 Budget 24/25 YE Totals Var to PY Index to PY BID Revenue $310,820 293,226$ 17,594$ 106%
Member Renewals $16,500 10,485$ 6,015$ 274%
New Members $9,600 6,454$ 3,146$ 305%
Annual Sponsorship $35,000 21,750$ 13,250$ 161% Partnership Events $15,500 11,829$ 3,671$ 131% Grants/Government Support $12,500 41,062$ (28,562)$ 30% Misc Income $3,000 354$ 2,646$ 847%
Visitor Guide Income $3,000 5,000$
Carry Over Income from 24/25 $13,021 -$ 13,021$ Total Income/Revenue $418,941 390,160$ 28,781$ 107% Expenses
Salaries - Full Time $223,000 214,000$ 9,000$ 104% Salaries-Part Time $6,000 8,381$ (2,381)$ 72% Employee Ins. $20,856 19,147$ 1,709$ 109%
Workers Comp $1,620 1,136$ 484$ 143%
Quickbooks Payroll $1,740 1,740$ -$ 100% FICA/SDI/SUI (7.9%) $20,070 16,806$ 3,264$ 119% Supplies $3,000 3,073$ (73)$ 98%
Telephone $3,600 3,397$ 203$ 106%
Postage/Shipping $1,980 1,837$ 143$ 108% Insurance-Building $2,040 1,362$ 678$ 150% Insurance/D&O $1,950 1,938$ 12$ 101%
Prop Sales Taxes $350 356$ (6)$ 98% Building Maint - Int $300 280$ 20$ 107% Building Rent/Exp. $10,200 13,725$ (3,525)$ 74% Equipment Repair $0 -$
Rent/Lease-Equip. $4,800 4,803$ (3)$ 100% Sales/Promo/Ent. $0 -$ -$
Auto Exp.-Mileage $600 260$ 340$ 231% Mgmnt Exp/Parking $0 329$ (329)$ 0%
Ind. Contractors $41,000 25,288$ 15,712$ 162%
Conferences $0 50$ (50)$ 0%
Sales/Mrk./TS $0 5,131$ (5,131)$ 0%
Membership Dues $1,375 1,674$ (299)$ 82%
Board Expense $0 182$ (182)$ 0%
Pub./Subscrip. $5,160 3,852$ 1,308$ 134%
Memb. Div. Exp. $0 -$
Membership Conn. $2,500 8,593$ (6,093)$ 29%
Adv./Printing $46,586 22,774$ 23,812$ 205%
Educ. Seminars $0 -$
Recog./Receipt. $0 -$
Bank Fees $2,100 4,609$ (2,509)$ 46%
CEO's Disc. Fund $0 395$ (395)$ 0%
New Equipment $0 47$ (47)$ 0%
Professional Fees (CPA+CRM) $1,995 432$ 1,563$ 462% Web Site $10,640 8,981$ 1,659$ 118%
Other/Contingency $0 2,561$ (2,561)$ 0%
Total $413,462 377,139$ 36,322$ 110%
Net Operating Profit $5,479 $13,021 -$7,541 42%

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Appendix E – Connected Cities BID/TOT Rates

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ACTION ITEM 9.D.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Jason Ta, Chief of Police
SUBJECT: ADOPT A RESOLUTION APPROVING AN AGREEMENT WITH FLOCK GROUP, INC.

FOR GUNSHOT DETECTION TECHNOLOGY (FLOCK RAVEN) IN AN AMOUNT NOT TO EXCEED $210,000 FOR 18 MONTHS AND AUTHORIZING THE CITY MANAGER TO

EXECUTE SAME

RECOMMENDATION
Adopt a resolution approving an Agreement with Flock Group, Inc. for gunshot detection technology (Flock Raven) in an amount not to exceed $210,000 for 18 months and authorizing the City Manager to execute same.

REASONS FOR RECOMMENDATION
During the past several years, sworn staffing has continued to decrease. Consequently, implementing and retaining technology that has been successful in reducing crime is urgently needed. Flock Raven Gunshot Detection Technology optimizes the department’s limited resources by utilizing advanced technology and efficient investigative techniques. For the aforementioned reasons, the implementation of this new technology justifies the renewal of this contract.

BACKGROUND AND DISCUSSION
In the past several years, Vallejo Police Department has deployed various technologies from Flock. Flock is a nationally reputable vendor that provides automated license plate reader cameras (ALPR). The City of Vallejo PD has successfully deployed these cameras throughout the city. In the summer of 2022, Flock approached the police department and introduced a new gunshot detection technology, RAVEN. As Flock was developing the RAVEN technology, the technology was offered to the Vallejo Police Department for one year no charge as a beta test.

The technology was brought to the Surveillance Advisory Board for their review and input. After several public meetings and presentations from Flock, the board strongly felt that this technology was not ready and recommended against the use of technology. The Surveillance Advisory Board passed Resolution SAB-003- 2022 recommending against the use of technology. The Police Chief asked the Vallejo City Council to make a ruling and allow the beta test for the RAVEN technology to continue. On December 20, 2022, Vallejo City Council did not accept the board's recommendation and allowed Vallejo Police Department to continue with the beta test for the RAVEN technology. Vallejo City Council resolution 22-216 N.C. was passed.

The Vallejo Police Department continued to engage with the Surveillance Advisory Board (SAB) as the RAVEN technology was installed and fully deployed. The SAB created an ad-hoc committee that worked with the Vallejo Police Department in developing the policy for the RAVEN technology. Throughout the beta test process, Vallejo Police Department provided routine reports on the usage of RAVEN technology and its ability to solve crimes to SAB. On August 21, 2025, SAB approved resolution 002-2025 recommending use of the technology.

The Vallejo Police Department has successfully completed the RAVEN beta test with Flock and at this point is

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Date: October 14, 2025
Subject: ADOPT A RESOLUTION APPROVING AN AGREEMENT WITH FLOCK GROUP, INC.

FOR GUNSHOT DETECTION TECHNOLOGY (FLOCK RAVEN) IN AN AMOUNT NOT TO EXCEED $210,000 FOR 18 MONTHS AND AUTHORIZING THE CITY

MANAGER TO EXECUTE SAME

Page 2 ends

making a recommendation to enter into an agreement to procure the Flock Raven technology. The City of Vallejo Police Department intends to deploy this technology as a new tool in their effort to reduce crime in Vallejo and increase public safety.

FISCAL IMPACT
The Flock Raven program will cost $210,000 for 18 months and be funded by the FY23 COPS Technology and Equipment Grant (“Grant,” which is City project number GPD016). (City Council accepted the Grant via Resolution 24-059.) That funds were congressionally earmarked for this specific purpose underscores VPD’s need for this critical technology.

ATTACHMENTS

1. Resolution - FLOCK RAVEN - CAO Stamp

2. Flock -Raven - Order Form and Master Services Agreement Vallejo PD - CAO Stamp

3. RAVEN PP

4. Raven FAQ_2024

CONTACT
Jason Ta, Chief of Police (707) 648-4540
[email protected]

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Approved as to form:

By: for
Veronica Nebb, City Attorney
RESOLUTION NO. 25-____ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVING AN AGREEMENT WITH FLOCK GROUP, INC. FOR GUNSHOT

DETECTION TECHNOLOGY (FLOCK RAVEN) IN AN AMOUNT
NOT TO EXCEED $210,000 FOR 18 MONTHS AND

AUTHORIZING THE CITY MANAGER TO EXECUTE SAME

WHEREAS, during the past several years, City of Vallejo Police Department’s (“VPD”) sworn staff has been at record lows and, currently, the Department is at an approximately 40% vacancy rate; and

WHEREAS, VPD’s staffing shortage compounds the urgent need for implementation and retention of technology, such as the suite of technology offered by Flock Group, Inc. (“FLOCK”), that helps deter and reduce crime; and

WHEREAS, VPD participated in a successful beta test of FLOCK’s automated gun shot detection technology known as FLOCK RAVEN; and

WHEREAS, VPD desires to continue using FLOCK RAVEN technology to deter and reduce crime; and

WHEREAS, VPD’s FY 2023 COPS Technology and Equipment Grant (GPD016) includes $210,000 for FLOCK technologies, including FLOCK RAVEN; and

WHEREAS, VPD has met with the Surveillance Advisory Board concerning the Flock Raven technology and on August 21, 2025, the Board adopted a resolution recommending use of the technology.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Vallejo hereby approves the Agreement with Flock Group, Inc. in an amount not to exceed $210,000 for 18 months.

BE IT FURTHER RESOLVED that the City Council of the City of Vallejo hereby authorizes the City Manager’s execution of said Agreement with Flock Group, Inc.

Adopted by the City Council of the City of Vallejo at a regular meeting held on October 14, 2025, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ANDREA SORCE, MAYOR

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ATTEST:

DAWN G. ABRAHAMSON, CITY CLERK

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Flock Safety + CA - Vallejo PD
______________
Flock Group Inc.
1170 Howell Mill Rd, Suite 210
Atlanta, GA 30318
______________
MAIN CONTACT:

Jeff Lents
[email protected]
480 621 2406

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ORDER FORM

This order form (“Order Form”) hereby incorporates and includes the terms of the previously executed agreement (the “Terms”) which describe and set forth the general legal terms governing the relationship (collectively, the "Agreement" ). The Terms contain, among other things, warranty disclaimers, liability limitations and use limitations.

This additional services Agreement will be effective when this Order Form is executed by both Parties (the “Effective Date”)

Customer: CA - Vallejo PD Initial Term: 18 Months
Legal Entity Name: CA - Vallejo PD Renewal Term: 24 Months Accounts Payable Email: [email protected] Payment Terms: Net 30 Address: 111 Amador Street Vallejo, California
94590
Billing Frequency: Annual Plan - First Year Invoiced at Signing.

Retention Period: 30 Days

Hardware and Software Products
Annual recurring amounts over subscription term

Item Cost Quantity Total
Flock Safety Platform $140,000.00
Flock Safety Audio Products
Flock Safety Gunshot Detection - 1mi, fka Raven Included 4 Included

Professional Services and One Time Purchases

Item Cost Quantity Total
One Time Fees

Subtotal Invoice 1: $140,000.00
Subtotal Invoice 2: $70,000.00
Annual Recurring Subtotal: $140,000.00
Estimated Tax: $0.00
Contract Total: $210,000.00

Taxes shown above are provided as an estimate. Actual taxes are the responsibility of the Customer. This Agreement will automatically renew for successive renewal terms of the greater of one year or the length set forth on the Order Form (each, a “Renewal Term”) unless either Party gives the other Party notice of non-renewal at least thirty (30) days prior to the end of the then-current term.

The Term for Flock Hardware shall commence upon first installation and validation, except that the Term for any Flock Hardware that requires self- installation shall commence upon execution of the Agreement. In the event a Customer purchases more than one type of Flock Hardware, the earliest Term start date shall control. In the event a Customer purchases software only, the Term shall commence upon execution of the Agreement.

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Billing Schedule

Billing Schedule Amount (USD)
Invoice 1
At Contract Signing $140,000.00
Invoice 2 (at Anniversary of First Hardware Validation) $70,000.00 Annual Recurring after Year 1 $140,000.00
Contract Total $210,000.00
*Tax not included

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Product and Services Description
Flock Safety Platform Items Product Description
Flock Safety Gunshot Detection -
1mi, fka Raven
Gunshot detection - 1 square mile of coverage. Number of units deployed depends on geography and density of area. Gunshot detection is license by coverage area, not number of units.

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By executing this Order Form, Customer represents and warrants that it has read and agrees to all of the terms and conditions contained in the previously executed agreement.

The Parties have executed this Agreement as of the dates set forth below.

FLOCK GROUP, INC. Customer: CA - Vallejo PD

By:
\FSSignature2\
By:
\FSSignature1\
Name:
\FSFullname2\
Name:
\FSFullname1\
Title:
\FSTitle2\
Title:
\FSTitle1\
Date:
\FSDateSigned2\
Date:
\FSDateSigned1\

PO Number:

Page 508 of 681 ends

1 Master Services Agreement

This Master Services Agreement (this “Agreement”) is entered into by and between Flock Group Inc. with a place of business at 1170 Howell Mill Road NW Suite 210, Atlanta, GA 30318 (“Flock”) and the entity identified in the signature block (“Customer”) (each a “Party,” and together, the “Parties”). This Agreement is effective on the date of mutual execution (“Effective Date”). Parties will sign an Order Form (“Order Form”) which will describe the Flock Services to be performed and the period for performance, attached hereto as Exhibit A.

RECITALS

WHEREAS, Flock offers a software and hardware situational awareness solution through Flock’s technology platform that upon detection is capable of capturing audio, video, image, and recording data and provide notifications to Customer (“Notifications”);

WHEREAS, Customer desires access to the Flock Services (defined below) on existing devices, provided by Customer, or Flock provided Flock Hardware (as defined below) in order to create, view, search and archive Footage and receive Notifications, via the Flock Services; and

NOW THEREFORE, in consideration of the mutual promises and covenants set forth herein, the Parties agree as follows:

WHEREAS, Flock desires to provide Customer the Flock Services and any access thereto, subject to the terms and conditions of this Agreement, solely for the awareness, prevention, and prosecution of crime, bona fide investigations and evidence gathering for law enforcement purposes, (“Permitted Purpose”).

1. DEFINITIONS
Certain capitalized terms, not otherwise defined herein, have the meanings set forth or cross- referenced in this Section 1.

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2 1.1 “Agreement” means the order form (to be provided as Exhibit A, “Order Form”), these terms and conditions, and any document therein incorporated by reference in section 11.4.

1.2 “Anonymized Data” means Customer Data permanently stripped of identifying details and any potential personally identifiable information, by commercially available standards which irreversibly alters data in such a way that a data subject (i.e., individual person or entity) can no longer be identified directly or indirectly.

1.3 “Authorized End User(s)” means any individual employees, agents, or contractors of Customer accessing or using the Services, under the rights granted to Customer pursuant to this Agreement.

1.4 “Customer Data” means the data, media, and content provided by Customer through the Services. For the avoidance of doubt, the Customer Data will include the Footage.

1.5. “Customer Hardware” means the third-party camera owned or provided by Customer and any other physical elements that interact with the Embedded Software and the Web Interface to provide the Services.

1.6 “Effective Date” means the date this Agreement is mutually executed (valid and enforceable) by both Parties.

1.7 “Embedded Software” means the Flock proprietary software and/or firmware integrated with or installed on the Flock Hardware or Customer Hardware.

1.8 “Flock Hardware” means the Flock device(s), which may include the pole, clamps, solar panel, installation components, and any other physical elements that interact with the Embedded Software and the Web Interface, to provide the Flock Services as specifically set forth in the applicable Order Form.

1.9 “Flock IP” means the Services, the Embedded Software, and any intellectual property or proprietary information therein or otherwise provided to Customer and/or its Authorized End Users. Flock IP does not include Footage (as defined below).

1.10 “Flock Services” means the provision of Flock’s software and hardware situational awareness solution, via the Web Interface, for automatic license plate detection, alerts, audio detection, searching image records, video and sharing Footage.

1.11 “Footage” means still images, video, audio, and other data captured by the Flock Hardware or Customer Hardware in the course of and provided via the Flock Services.

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3 1.12 “Integration Data” means any distribution of data from a Customer requested third party integration.

1.13“Installation Services” means the services provided by Flock for installation of Flock Services.

1.14 “Permitted Purpose” means for legitimate public safety and/or business purpose, including but not limited to the awareness, prevention, and prosecution of crime; investigations; and prevention of commercial harm, to the extent permitted by law.

1.15 “Retention Period” means the time period that the Customer Data is stored within the cloud storage, as specified in the applicable Order Form. Flock deletes all Footage on a rolling thirty (30) day basis, except as otherwise stated on the Order Form. Customer shall be responsible for extracting, downloading and archiving Footage from the Flock Services on its own storage devices.

1.16 “Term” means the date, unless otherwise stated in the Order Form, upon which the cameras are validated by both Parties as operational.

1.17 “Web Interface” means the website(s) or application(s) through which Customer and its Authorized End Users can access the Services.

2. SERVICES AND SUPPORT

2.1 Provision of Access. Flock hereby grants to Customer a non-exclusive, non-transferable right to access the features and functions of the Flock Services via the Web Interface during the Term, solely for the Authorized End Users. The Footage will be available for Authorized End Users to access and download via the Web Interface for the Retention Period. Authorized End Users will be required to sign up for an account and select a password and username (“User ID”). Customer shall be responsible for all acts and omissions of Authorized End Users.

Customer shall undertake reasonable efforts to make all Authorized End Users aware of all applicable provisions of this Agreement and shall cause Authorized End Users to comply with such provisions. Flock may use the services of one or more third parties to deliver any part of the Flock Services, (such as using a third party to host the Web Interface for cloud storage or a cell phone provider for wireless cellular coverage).

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4 2.2 Embedded Software License. Flock grants Customer a limited, non-exclusive, non- transferable, non-sublicensable (except to the Authorized End Users), revocable right to use the Embedded Software as it pertains to Flock Services, solely as necessary for Customer to use the Flock Services.

2.3 Support Services. Flock shall monitor the Flock Services, and any applicable device health, in order to improve performance and functionality. Flock will use commercially reasonable efforts to respond to requests for support within seventy-two (72) hours. Flock will provide Customer with reasonable technical and on-site support and maintenance services in-person, via phone or by email at [email protected] (such services collectively referred to as “Support Services”).

2.4 Updates to Platform. Flock may make any updates to system or platform that it deems necessary or useful to (i) maintain or enhance the quality or delivery of Flock’s products or services to its agencies, the competitive strength of, or market for, Flock’s products or services, such platform or system’s cost efficiency or performance, or (ii) to comply with applicable law.

Parties understand that such updates are necessary from time to time and will not diminish the quality of the services or materially change any terms or conditions within this Agreement.

2.5 Service Interruption. Services may be interrupted in the event that: (a) Flock’s provision of the Services to Customer or any Authorized End User is prohibited by applicable law; (b) any third-party services required for Services are interrupted; (c) if Services are being used for malicious, unlawful, or otherwise unauthorized use; (d) there is a threat or attack on any of the Flock IP by a third party; or (e) scheduled or emergency maintenance (“Service Interruption”).

Flock will make commercially reasonable efforts to provide written notice of any Service Interruption to Customer, to provide updates, and to resume providing access to Flock Services as soon as reasonably possible after the event giving rise to the Service Interruption is cured.

Flock will have no liability for any damage, liabilities, losses (including any loss of data or profits), or any other consequences that Customer or any Authorized End User may incur as a result of a Service Interruption. To the extent that the Service Interruption is not caused by Customer’s direct actions or by the actions of parties associated with the Customer, the time will be tolled by the duration of the Service Interruption (for any continuous suspension lasting at least one full day). For example, in the event of a Service Interruption lasting five (5) continuous days, Customer will receive a credit for five (5) free days at the end of the Term.

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5 2.6 Service Suspension. Flock may temporarily suspend Customer’s and any Authorized End User’s access to any portion or all of the Flock IP or Flock Service if (a) there is a threat or attack on any of the Flock IP by Customer; (b) Customer’s or any Authorized End User’s use of the Flock IP disrupts or poses a security risk to the Flock IP or any other customer or vendor of Flock; (c) Customer or any Authorized End User is/are using the Flock IP for fraudulent or illegal activities; (d) Customer has violated any term of this provision, including, but not limited to, utilizing Flock Services for anything other than the Permitted Purpose; or (e) any unauthorized access to Flock Services through Customer’s account (“Service Suspension”).

Customer shall not be entitled to any remedy for the Service Suspension period, including any reimbursement, tolling, or credit. If the Service Suspension was not caused by Customer, the Term will be tolled by the duration of the Service Suspension.

2.7 Hazardous Conditions. Flock Services do not contemplate hazardous materials, or other hazardous conditions, including, without limit, asbestos, lead, or toxic or flammable substances.

In the event any such hazardous materials are discovered in the designated locations in which Flock is to perform services under this Agreement, Flock shall have the right to cease work immediately.

3. CUSTOMER OBLIGATIONS

3.1 Customer Obligations. Flock will assist Customer Authorized End Users in the creation of a User ID. Authorized End Users agree to provide Flock with accurate, complete, and updated registration information. Authorized End Users may not select as their User ID, a name that they do not have the right to use, or any other name with the intent of impersonation. Customer and Authorized End Users may not transfer their account to anyone else without prior written permission of Flock. Authorized End Users shall not share their account username or password information and must protect the security of the username and password. Unless otherwise stated and defined in this Agreement, Customer shall not designate Authorized End Users for persons who are not officers, employees, or agents of Customer. Authorized End Users shall only use Customer-issued email addresses for the creation of their User ID. Customer is responsible for any Authorized End User activity associated with its account. Customer shall ensure that Customer provides Flock with up-to-date contact information at all times during the Term of this Agreement. Customer shall be responsible for obtaining and maintaining any equipment and

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Vallejo City CouncilOctober 14, 2025

Vallejo City Council
October 14, 2025