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

6 ancillary services needed to connect to, access or otherwise use the Flock Services (e.g., laptops, internet connection, mobile devices, etc.). Customer shall (at its own expense) provide Flock with reasonable access and use of Customer facilities and Customer personnel in order to enable Flock to perform Services (such obligations of Customer are collectively defined as “Customer Obligations”).

3.2 Customer Representations and Warranties. Customer represents, covenants, and warrants that Customer shall use Flock Services only in compliance with this Agreement and all applicable laws and regulations, including but not limited to any laws relating to the recording or sharing of data, video, photo, or audio content.

4. DATA USE AND LICENSING

4.1 Customer Data. As between Flock and Customer, all right, title and interest in the Customer Data, belong to and are retained solely by Customer. Customer hereby grants to Flock a limited, non-exclusive, royalty-free, irrevocable, worldwide license to use the Customer Data and perform all acts as may be necessary for Flock to provide the Flock Services to Customer. Flock does not own and shall not sell Customer Data.

4.2 Customer Generated Data. Flock may provide Customer with the opportunity to post, upload, display, publish, distribute, transmit, broadcast, or otherwise make available, messages, text, illustrations, files, images, graphics, photos, comments, sounds, music, videos, information, content, ratings, reviews, data, questions, suggestions, or other information or materials produced by Customer (“Customer Generated Data”). Customer shall retain whatever legally cognizable right, title, and interest in Customer Generated Data. Customer understands and acknowledges that Flock has no obligation to monitor or enforce Customer’s intellectual property rights of Customer Generated Data. Customer grants Flock a non-exclusive, irrevocable, worldwide, royalty-free, license to use the Customer Generated Data for the purpose of providing Flock Services. Flock does not own and shall not sell Customer Generated Data.

4.3 Anonymized Data. Flock shall have the right to collect, analyze, and anonymize Customer Data and Customer Generated Data to the extent such anonymization renders the data non- identifiable to create Anonymized Data to use and perform the Services and related systems and technologies, including the training of machine learning algorithms. Customer hereby grants Flock a non-exclusive, worldwide, perpetual, royalty-free right to use and distribute such

Page 514 of 681 ends

7 Anonymized Data to improve and enhance the Services and for other development, diagnostic and corrective purposes, and other Flock offerings. Parties understand that the aforementioned license is required for continuity of Services. Flock does not own and shall not sell Anonymized Data.

4.4 Data Distribution. Customer may, upon request, choose to integrate Flock Services with a third party to either distribute Integration Data or Customer Data (such third party, “Recipient”).

Upon such request, Customer hereby grants to Flock a non-exclusive, non-transferable, royalty- free, perpetual license to access, share, view, record, duplicate, store, save, reproduce, modify, display, and distribute Customer Data and/or Integration Data, as required by the requested distribution. Customer acknowledges that such data may be viewed, recorded, duplicated, stored, saved, reproduced, modified, displayed, distributed, and retained by Recipient for a period longer than Flock’s standard retention period and hereby provides consent to such retention period. Unless expressly listed in the Order Form, the provision, access, or use of any Application Programming Interfaces ("APIs") is not included under this Agreement. Any rights, licenses, or obligations related to APIs shall be governed solely by the terms set forth in the Order Form or a separate agreement between the parties.

5. CONFIDENTIALITY; DISCLOSURES

5.1 Confidentiality. To the extent required by any applicable public records requests, each Party (the “Receiving Party”) understands that the other Party (the “Disclosing Party”) has disclosed or may disclose business, technical or financial information relating to the Disclosing Party’s business (hereinafter referred to as “Proprietary Information” of the Disclosing Party).

Proprietary Information of Flock includes non-public information provided by the Disclosing Party to the Receiving Party regarding features, functionality and performance of this Agreement. Proprietary Information of Customer includes non-public data provided by Customer to Flock or collected by Flock via Flock Services, which includes but is not limited to geolocation information and environmental data collected by sensors. The Receiving Party agrees: (i) to take the same security precautions to protect against disclosure or unauthorized use of such Proprietary Information that the Party takes with its own proprietary information, but in no event less than commercially reasonable precautions, and (ii) not to use (except in performance of the Services or as otherwise permitted herein) or divulge to any third person any

Page 515 of 681 ends

8 such Proprietary Information. The Disclosing Party agrees that the foregoing shall not apply with respect to any information that the Receiving Party can document (a) is or becomes generally available to the public; or (b) was in its possession or known by it prior to receipt from the Disclosing Party; or (c) was rightfully disclosed to it without restriction by a third party; or (d) was independently developed without use of any Proprietary Information of the Disclosing Party.

Nothing in this Agreement will prevent the Receiving Party from disclosing the Proprietary Information pursuant to any judicial or governmental order, provided that the Receiving Party gives the Disclosing Party reasonable prior notice of such disclosure to contest such order. At the termination of this Agreement, all Proprietary Information will be returned to the Disclosing Party, destroyed or erased (if recorded on an erasable storage medium), together with any copies thereof, when no longer needed for the purposes above, or upon request from the Disclosing Party, and in any case upon termination of the Agreement. Notwithstanding any termination, all confidentiality obligations of Proprietary Information that is trade secret shall continue in perpetuity or until such information is no longer trade secret.

5.2 Usage Restrictions on Flock IP. Flock and its licensors retain all right, title and interest in and to the Flock IP and its components, and Customer acknowledges that it neither owns nor acquires any additional rights in and to the foregoing not expressly granted by this Agreement.

Customer further acknowledges that Flock retains the right to use the foregoing for any purpose in Flock’s sole discretion. Customer and Authorized End Users shall not: (i) directly or indirectly, reverse engineer, decompile, disassemble, or otherwise attempt to discover, or recreate the source code, object code or underlying structure, ideas or algorithm of the Flock Services or any software provided hereunder; modify, translate, or create derivative works based on the Flock Services or any software provided hereunder, (ii) attempt to modify, alter, tamper with or repair any of the Flock IP, or attempt to create any derivative product from any of the foregoing; (iii) interfere or attempt to interfere in any manner with the functionality or proper working of any of the Flock IP; (iv) remove, obscure, or alter any notice of any intellectual property or proprietary right appearing on or contained within the Flock Services or Flock IP; (v) use the Flock Services for anything other than the Permitted Purpose; or (vi) assign, sublicense, sell, resell, lease, rent, or otherwise transfer, convey, pledge as security, or otherwise encumber, Customer’s rights. There are no implied rights.

Page 516 of 681 ends

9 5.3 Disclosure of Footage. Subject to and during the Retention Period, Flock may access, use, preserve and/or disclose the Footage to law enforcement authorities, government officials, and/or third parties, if legally required to do so or if Flock has a good faith belief that such access, use, preservation or disclosure is reasonably necessary to comply with a legal process, enforce this Agreement, or detect, prevent or otherwise address security, privacy, fraud or technical issues, or emergency situations.

6. PAYMENT OF FEES

6.1 Billing and Payment of Fees. Customer shall pay the fees set forth in the applicable Order Form based on the billing structure and payment terms as indicated in the Order Form. To the extent the Order Form is silent, Customer shall pay all invoices net thirty (30) days from the date of receipt. If Customer believes that Flock has billed Customer incorrectly, Customer must contact Flock no later than thirty (30) days after the closing date on the first invoice in which the error or problem appeared to receive an adjustment or credit. Customer acknowledges and agrees that a failure to contact Flock within this period will serve as a waiver of any claim. If any undisputed fee is more than thirty (30) days overdue, Flock may, without limiting its other rights and remedies, suspend delivery of its service until such undisputed invoice is paid in full. Flock shall provide at least thirty (30) days’ prior written notice to Customer of the payment delinquency before exercising any suspension right.

6.2 Notice of Changes to Fees. In the event of any changes to fees, Flock shall provide Customer with sixty (60) days notice (email sufficient) prior to the end of the Initial Term or Renewal Term (as applicable). Any such changes to fees shall only impact subsequent Renewal Terms.

6.3 Taxes. To the extent Customer is not a tax exempt entity, Customer is responsible for all taxes, levies, or duties, excluding only taxes based on Flock’s net income, imposed by taxing authorities associated with the order. If Flock has the legal obligation to pay or collect taxes, including amount subsequently assessed by a taxing authority, for which Customer is responsible, the appropriate amount shall be invoice to and paid by Customer unless Customer provides Flock a legally sufficient tax exemption certificate and Flock shall not charge Customer any taxes from which it is exempt. If any deduction or withholding is required by law, Customer shall notify Flock and shall pay Flock any additional amounts necessary to ensure that the net

Page 517 of 681 ends

10 amount that Flock receives, after any deduction and withholding, equals the amount Flock would have received if no deduction or withholding had been required.

7. TERM AND TERMINATION

7.1 Term. The initial term of this Agreement shall be for the period of time set forth on the Order Form (the “Term”). Unless otherwise indicated on the Order Form, the Term shall commence upon first installation of Flock Hardware, as applicable. Following the Term, unless otherwise indicated on the Order Form, 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.

7.2 Termination. Upon termination or expiration of this Agreement, Flock will remove any applicable Flock Hardware at a commercially reasonable time period. In the event of any material breach of this Agreement, the non-breaching Party may terminate this Agreement prior to the end of the Term by giving thirty (30) days prior written notice to the breaching Party; provided, however, that this Agreement will not terminate if the breaching Party has cured the breach prior to the expiration of such thirty (30) day period (“Cure Period”). Either Party may terminate this Agreement (i) upon the institution by or against the other Party of insolvency, receivership or bankruptcy proceedings, (ii) upon the other Party's making an assignment for the benefit of creditors, or (iii) upon the other Party's dissolution or ceasing to do business. In the event of a material breach by Flock, and Flock is unable to cure within the Cure Period, Flock will refund Customer a pro-rata portion of the pre-paid fees for Services not received due to such termination.

7.3 Survival. The following Sections will survive termination: 1, 3, 5, 6, 7, 8.3, 8.4, 9, 10.1 and

11.6. 8. REMEDY FOR DEFECT; WARRANTY AND DISCLAIMER

8.1 Manufacturer Defect. Upon a malfunction or failure of Flock Hardware or Embedded Software (a “Defect”), Customer must notify Flock’s technical support team. In the event of a Defect, Flock shall make a commercially reasonable attempt to repair or replace the defective Flock Hardware at no additional cost to the Customer. Flock reserves the right, in its sole

Page 518 of 681 ends

11 discretion, to repair or replace such Defect, provided that Flock shall conduct inspection or testing within a commercially reasonable time, but no longer than seven (7) business days after Customer gives notice to Flock.

8.2 Replacements. In the event that Flock Hardware is lost, stolen, or damaged, Customer may request a replacement of Flock Hardware at a fee according to the reinstall fee schedule (https://www.flocksafety.com/reinstall-fee-schedule). In the event that Customer chooses not to replace lost, damaged, or stolen Flock Hardware, Customer understands and agrees that Flock is not liable for any resulting impact to Flock Service, nor shall Customer receive a refund for the lost, damaged, or stolen Flock Hardware.

8.3 Warranty. Flock shall use reasonable efforts consistent with prevailing industry standards to maintain the Services in a manner which minimizes errors and interruptions in the Services and shall perform the Installation Services in a professional and workmanlike manner. Services may be temporarily unavailable for scheduled maintenance or for unscheduled emergency maintenance, either by Flock or by third-party providers, or because of other causes beyond Flock’s reasonable control, but Flock shall use reasonable efforts to provide advance notice in writing or by e-mail of any scheduled service disruption.

8.4 Disclaimer. THE REMEDY DESCRIBED IN SECTION 8.1 ABOVE IS CUSTOMER’S SOLE REMEDY, AND FLOCK’S SOLE LIABILITY, WITH RESPECT TO DEFECTS.

FLOCK IS NOT LIABLE FOR ANY DAMAGES OR ISSUES ARISING FROM THIRD- PARTY DISTRIBUTIONS REQUESTED BY CUSTOMER. AFOREMENTIONED DISTRIBUTION IS AT CUSTOMER’S OWN RISK. FLOCK DOES NOT WARRANT THAT THE SERVICES WILL BE UNINTERRUPTED OR ERROR FREE; NOR DOES IT MAKE

ANY WARRANTY AS TO THE RESULTS THAT MAY BE OBTAINED FROM USE OF THE SERVICES. EXCEPT AS EXPRESSLY SET FORTH IN THIS SECTION, THE SERVICES ARE PROVIDED “AS IS” AND FLOCK DISCLAIMS ALL WARRANTIES,

EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. THIS

DISCLAIMER ONLY APPLIES TO THE EXTENT ALLOWED BY THE GOVERNING LAW OF THE STATE MENTIONED IN SECTION 11.6.

8.5 Insurance. Flock will maintain commercial general liability policies to be provided as Exhibit B.

Page 519 of 681 ends

12 8.6 Force Majeure. Parties are not responsible or liable for any delays or failures in performance from any cause beyond their control, including, but not limited to acts of God, changes to law or regulations, embargoes, war, terrorist acts, pandemics (including the spread of variants), issues of national security, acts or omissions of third-party technology providers, riots, fires, earthquakes, floods, power blackouts, strikes, supply chain shortages of equipment or supplies, financial institution crisis, weather conditions or acts of hackers, internet service providers or any other third party acts or omissions.

9. LIMITATION OF LIABILITY; INDEMNITY

9.1 Limitation of Liability. NOTWITHSTANDING ANYTHING TO THE CONTRARY,

FLOCK, ITS OFFICERS, AFFILIATES, REPRESENTATIVES, CONTRACTORS AND

EMPLOYEES SHALL NOT BE RESPONSIBLE OR LIABLE WITH RESPECT TO ANY

SUBJECT MATTER OF THIS AGREEMENT OR TERMS AND CONDITIONS RELATED

THERETO UNDER ANY CONTRACT, NEGLIGENCE, STRICT LIABILITY, PRODUCT LIABILITY, OR OTHER THEORY: (A) FOR LOSS OF REVENUE, BUSINESS OR BUSINESS INTERRUPTION; (B) INCOMPLETE, CORRUPT, OR INACCURATE DATA; (C) COST OF PROCUREMENT OF SUBSTITUTE GOODS, SERVICES OR TECHNOLOGY; (D) FOR ANY INDIRECT, EXEMPLARY, INCIDENTAL, SPECIAL OR CONSEQUENTIAL DAMAGES; (E) FOR ANY MATTER BEYOND FLOCK’S ACTUAL

KNOWLEDGE OR REASONABLE CONTROL INCLUDING REPEAT CRIMINAL ACTIVITY OR INABILITY TO CAPTURE FOOTAGE; OR (F) FOR ANY AMOUNTS

THAT, TOGETHER WITH AMOUNTS ASSOCIATED WITH ALL OTHER CLAIMS,

EXCEED THE FEES PAID AND/OR PAYABLE BY CUSTOMER TO FLOCK FOR THE SERVICES UNDER THIS AGREEMENT IN THE TWELVE (12) MONTHS PRIOR TO THE

ACT OR OMISSION THAT GAVE RISE TO THE LIABILITY, IN EACH CASE, WHETHER OR NOT FLOCK HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES.

THIS LIMITATION OF LIABILITY OF SECTION ONLY APPLIES TO THE EXTENT

ALLOWED BY THE GOVERNING LAW OF THE STATE REFERENCED IN SECTION

11.6. NOTWITHSTANDING ANYTHING TO THE CONTRARY, THE FOREGOING

LIMITATIONS OF LIABILITY SHALL NOT APPLY (I) IN THE EVENT OF GROSS

Page 520 of 681 ends

13 NEGLIGENCE OR WILLFUL MISCONDUCT, OR (II) INDEMNIFICATION OBLIGATIONS.

9.2 Responsibility. Each Party to this Agreement shall assume the responsibility and liability for the acts and omissions of its own employees, officers, or agents, in connection with the performance of their official duties under this Agreement. Each Party to this Agreement shall be liable for the torts of its own officers, agents, or employees.

9.3 Flock Indemnity. Flock shall indemnify and hold harmless Customer, its agents and employees, from liability of any kind, including claims, costs (including defense) and expenses, on account of: (i) any copyrighted material, patented or unpatented invention, articles, device or appliance manufactured or used in the performance of this Agreement; or (ii) any damage or injury to property or person directly caused by Flock’s installation of Flock Hardware, except for where such damage or injury was caused solely by the negligence of the Customer or its agents, officers or employees. Flock’s performance of this indemnity obligation shall not exceed the fees paid and/or payable for the services rendered under this Agreement in the preceding twelve (12) months.

10. INSTALLATION SERVICES AND OBLIGATIONS

10.1 Ownership of Hardware. Flock Hardware is owned and shall remain the exclusive property of Flock. Title to any Flock Hardware shall not pass to Customer upon execution of this Agreement, except as otherwise specifically set forth in this Agreement. Except as otherwise expressly stated in this Agreement, Customer is not permitted to remove, reposition, re-install, tamper with, alter, adjust or otherwise take possession or control of Flock Hardware. Customer agrees and understands that in the event Customer is found to engage in any of the foregoing restricted actions, all warranties herein shall be null and void, and this Agreement shall be subject to immediate termination for material breach by Customer. Customer shall not perform any acts which would interfere with the retention of title of the Flock Hardware by Flock. Should Customer default on any payment of the Flock Services, Flock may remove Flock Hardware at Flock’s discretion. Such removal, if made by Flock, shall not be deemed a waiver of Flock’s rights to any damages Flock may sustain as a result of Customer’s default and Flock shall have the right to enforce any other legal remedy or right.

Page 521 of 681 ends

14 10.2 Deployment Plan. Flock shall advise Customer on the location and positioning of the Flock Hardware for optimal product functionality, as conditions and locations allow. Flock will collaborate with Customer to design the strategic geographic mapping of the location(s) and implementation of Flock Hardware to create a deployment plan (“Deployment Plan”). In the event that Flock determines that Flock Hardware will not achieve optimal functionality at a designated location, Flock shall have final discretion to veto a specific location, and will provide alternative options to Customer.

10.3 Changes to Deployment Plan. After installation of Flock Hardware, any subsequent requested changes to the Deployment Plan, including, but not limited to, relocating, re- positioning, adjusting of the mounting, removing foliage, replacement, changes to heights of poles will incur a fee according to the reinstall fee schedule located at (https://www.flocksafety.com/reinstall-fee-schedule). Customer will receive prior notice and confirm approval of any such fees.

10.4 Customer Installation Obligations. Customer is responsible for any applicable supplementary cost as described in the Customer Implementation Guide, attached hereto as Exhibit C. Customer represents and warrants that it has, or shall lawfully obtain, all necessary right title and authority and hereby authorizes Flock to install the Flock Hardware at the designated locations and to make any necessary inspections or maintenance in connection with such installation.

10.5 Flock’s Obligations. Installation of any Flock Hardware shall be installed in a professional manner within a commercially reasonable time from the Effective Date of this Agreement. Upon removal of Flock Hardware, Flock shall restore the location to its original condition, ordinary wear and tear excepted. Flock will continue to monitor the performance of Flock Hardware for the length of the Term. Flock may use a subcontractor or third party to perform certain obligations under this Agreement, provided that Flock’s use of such subcontractor or third party shall not release Flock from any duty or liability to fulfill Flock’s obligations under this Agreement.

11. MISCELLANEOUS

Page 522 of 681 ends

15 11.1 Compliance with Laws. Parties shall comply with all applicable local, state and federal laws, regulations, policies and ordinances and their associated record retention schedules, including responding to any subpoena request(s).

11.2 Severability. If any provision of this Agreement is found to be unenforceable or invalid, that provision will be limited or eliminated to the minimum extent necessary so that this Agreement will otherwise remain in full force and effect.

11.3 Assignment. This Agreement is not assignable, transferable or sublicensable by either Party, without prior consent. Notwithstanding the foregoing, either Party may assign this Agreement, without the other Party's consent, (i) to any parent, subsidiary, or affiliate entity, or (ii) to any purchaser of all or substantially all of such Party's assets or to any successor by way of merger, consolidation or similar transaction.

11.4 Entire Agreement. This Agreement, together with the Order Form(s), the reinstall fee schedule (https://www.flocksafety.com/reinstall-fee-schedule), and any attached exhibits are the complete and exclusive statement of the mutual understanding of the Parties and supersedes and cancels all previous or contemporaneous negotiations, discussions or agreements, whether written and oral, communications and other understandings relating to the subject matter of this Agreement. All waivers and modifications must be in a writing signed by both Parties, except as otherwise provided herein. None of Customer’s purchase orders, authorizations or similar documents will alter the terms of this Agreement, and any such conflicting terms are expressly rejected. Any mutually agreed upon future purchase order is subject to these legal terms and does not alter the rights and obligations under this Agreement, except that future purchase orders may outline additional products, services, quantities and billing terms to be mutually accepted by Parties. In the event of any conflict of terms found in this Agreement or any other terms and conditions, the terms of this Agreement shall prevail. Customer agrees that Customer’s purchase is neither contingent upon the delivery of any future functionality or features nor dependent upon any oral or written comments made by Flock with respect to future functionality or feature.

11.5 Relationship. No agency, partnership, joint venture, or employment is created as a result of this Agreement and Parties do not have any authority of any kind to bind each other in any respect whatsoever. Flock shall at all times be and act as an independent contractor to Customer.

11.6 Governing Law; Venue. This Agreement shall be governed by the laws of the state in which the Customer is located. The Parties hereto agree that venue would be proper in the

Page 523 of 681 ends

16 chosen courts of the State of which the Customer is located. The Parties agree that the United Nations Convention for the International Sale of Goods is excluded in its entirety from this Agreement.

11.7 Special Terms. Flock may offer certain special terms which are indicated in the Order Form and will become part of this Agreement, upon Customer’s prior written consent and the mutual execution by authorized representatives (“Special Terms”). To the extent that any terms of this Agreement are inconsistent or conflict with the Special Terms, the Special Terms shall control.

11.8 Publicity. Upon prior written consent, Flock has the right to reference and use Customer’s name and disclose the nature of the Services in business and development and marketing efforts.

Nothing contained in this Agreement shall be construed as conferring on any Party, any right to use the other Party’s name as an endorsement of product/service.

11.9 Feedback. If Customer or Authorized End User provides any suggestions, ideas, enhancement requests, feedback, recommendations or other information relating to the subject matter hereunder, Customer or Authorized End User hereby assigns to Flock all right, title and interest (including intellectual property rights) with respect to or resulting from any of the foregoing.

11.10 Export. Customer may not remove or export from the United States or allow the export or re-export of the Flock IP or anything related thereto, or any direct product thereof in violation of any restrictions, laws or regulations of the United States Department of Commerce, the United States Department of Treasury Office of Foreign Assets Control, or any other United States or foreign Customer or authority. As defined in Federal Acquisition Regulation (“FAR”), section

2.101, the Services, the Flock Hardware and Documentation are “commercial items” and according to the Department of Defense Federal Acquisition Regulation (“DFAR”) section 252.2277014(a)(1) and are deemed to be “commercial computer software” and “commercial computer software documentation.” Flock is compliant with FAR Section 889 and does not contract or do business with, use any equipment, system, or service that uses the enumerated banned Chinese telecommunication companies, equipment or services as a substantial or essential component of any system, or as critical technology as part of any Flock system.

Consistent with DFAR section 227.7202 and FAR section 12.212, any use, modification, reproduction, release, performance, display, or disclosure of such commercial software or

Page 524 of 681 ends

17 commercial software documentation by the U.S. Government will be governed solely by the terms of this Agreement and will be prohibited except to the extent expressly permitted by the terms of this Agreement.

11.11 Headings. The headings are merely for organization and should not be construed as adding meaning to the Agreement or interpreting the associated sections.

11.12 Authority. Each of the below signers of this Agreement represent that they understand this Agreement and have the authority to sign on behalf of and bind the Parties they are representing upon the Effective Date.

11.13 Conflict. In the event there is a conflict between this Agreement and any applicable statement of work, or Customer purchase order, this Agreement controls unless explicitly stated otherwise.

11.14 Notices. All notices under this Agreement will be in writing and will be deemed to have been duly given when received, if personally delivered; when receipt is electronically confirmed, if transmitted by email; the day after it is sent, if sent for next day delivery by recognized overnight delivery service; and upon receipt to the address listed on the Order Form (or, if different, below), if sent by certified or registered mail, return receipt requested. All notices will be provided to the email or mailing address listed in the Order Form.

11.15 Non-Appropriation. Notwithstanding any other provision of this Agreement, all obligations of the Customer under this Agreement which require the expenditure of public funds are conditioned on the availability of said funds appropriated for that purpose. To the extent applicable, Customer shall have the right to terminate this Agreement for non-appropriation with thirty (30) days written notice without penalty or other cost.

Page 525 of 681 ends

18 FLOCK NOTICES ADDRESS:
1170 HOWELL MILL ROAD, NW SUITE 210
ATLANTA, GA 30318
ATTN: LEGAL DEPARTMENT
EMAIL: [email protected]

Customer NOTICES ADDRESS:

ADDRESS:

ATTN:

EMAIL:

Page 526 of 681 ends

19 EXHIBIT B

INSURANCE

Required Coverage. Flock shall procure and maintain for the duration of this Agreement insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the services under this Agreement and the results of that work by Flock or its agents, representatives, employees or subcontractors. Insurance shall be placed with insurers with a current A. M. Best rating of no less than “A” and “VII”. Flock shall obtain and, during the term of this Agreement, shall maintain policies of professional liability (errors and omissions), automobile liability, and general liability insurance for insurable amounts of not less than the limits listed herein. The insurance policies shall provide that the policies shall remain in full force during the life of the Agreement. Flock shall procure and shall maintain during the life of this Agreement Worker's Compensation insurance as required by applicable State law for all Flock employees. For the avoidance of doubt, (i) all required insurance limits by Customer can be met through a combination of primary and excess/umbrella coverage, and (ii) Flock’s Cyber and Professional Liability/Errors and Omissions insurance has a shared limit of Five Million Dollars (5,000,000) per incident and in the aggregate.

Types and Amounts Required. Flock shall maintain, at minimum, the following insurance coverage for the duration of this Agreement:
(i) Commercial General Liability insurance written on an occurrence basis with minimum limits of One Million Dollars ($1,000,000) per occurrence and Two Million Dollars ($2,000,000) in the aggregate for bodily injury, death, and property damage, including personal injury, contractual liability, independent contractors, broad-form property damage, and product and completed operations coverage;
(ii) Workers Compensation insurance in accordance with statutory limits; (iii) Professional Liability/Errors and Omissions insurance with minimum limits of Five Million Dollars ($5,000,000) per occurrence and Five Million Dollars ($5,000,000) in the aggregate;

Page 527 of 681 ends

20 (iv) Commercial Automobile Liability insurance with a minimum combined single limit of One Million Dollars ($1,000,000) per occurrence for bodily injury, death, and property coverage, including owned and non-owned and hired automobile coverage; and (v) Cyber Liability insurance written on an occurrence basis with minimum limits of Five Million Dollars ($5,000,000).

Page 528 of 681 ends

Flock RAVEN Gunshot
Detection
Capt. Jerome Bautista
Vallejo Police Department
August 21, 2025

Page 529 of 681 ends

What is Flock RAVEN?
RAVEN is Gunshot Audio Detection Technology
PROS:
• When dispatch receives multiple shots fired calls, they are unable to pinpoint the exact location for officers, but Raven is able to provide an approximate location
• Immediacy of locating victims to provide life saving measures • Uncooperative victims not providing location or call 911, will help officers locate a victim and/or scene
• Anonymity for citizens afraid or unwilling to call police about shots heard

CONS
• Need more coverage
• Only clusters of coverage in areas of Vallejo based on statistical data

Page 530 of 681 ends

Background/ Timeline:
06/25/24 and 09/03/24: TRAINING
- Raven training provided via zoom
09/06/24: BEGAN BETA TESTING
- Department informed that Raven was live for beta testing - Links to previous training also provided
09/11/24: IMPLEMENTED WITH DISPATCH
- Raven implemented with dispatch
- Notifications coded as 1075R (shots fired in designated area), Priority 2
09/27/24: All users completed training
- ALL users now trained with access to Raven

Page 531 of 681 ends

What criteria is used by Dispatch to determine
if a Raven alert is confirmed to be a gunshot
or not?

CONFIRMED
• GSW Victim on scene
• Shots were physically observed or heard by a witness
• Surveillance cameras showing evidence of a shooting
• Heard or seen by an officer/ neighboring LE agency

UNCONFIRMED
• Unable to locate (UTL)
• Outside jurisdiction/ Referred to another agency
• Vehicle backfire
• Fireworks

Page 532 of 681 ends

Factors to be taken into consideration:
• There may be discrepancies between Raven gunshot Alerts and Shots Fired Incidents due to the following:
• Data from Flock is NOT integrated with our CAD (Computer Aided Dispatch) system and ALL Raven gunshot alerts received by Dispatch is manually entered into CAD by our dispatchers
• Dispatch workload can get too busy and inputting 1075R incidents into CAD is not prioritized, therefore a record of a Raven alert may not exist in our CAD data • If a Raven gunshot alert was not received this does not mean a shooting did not occur due to the following:
– A revolver may have been used
– Shooting suspects could have picked up casings prior to police arrival – Shooting scene could have been in a vehicle, therefore casings were not located on scene
– Not all areas in Vallejo have Raven

Page 533 of 681 ends

EXTRA PATROL:

As a result of Raven gunshot analysis, we have determined that extra patrol should be conducted in these following locations:

North Vallejo: West of Hwy 80, North of Hwy 37

Page 534 of 681 ends

Central Vallejo: West of Hwy 80

Page 535 of 681 ends

South Vallejo: West of Hwy 80, South of 780

Page 536 of 681 ends

Raven Alert & Shots Fired Incidents:

Sept.6, 2024 – July 31,2025

Page 537 of 681 ends

Raven Alert and Shots Fired Cases Percentages
(Based on numbers from table graphs)

Page 538 of 681 ends

Total shooting Incidents (Raven and Shots Fired Incidents) *37 Incidents had BOTH a Raven gunshot alert and a Shots Fired Incident

Page 539 of 681 ends

Total Shooting Incidents and Cases
*Case include 26 from Raven gunshot alerts and 157 from Shots Fired Incidents

Page 540 of 681 ends

Success stories:

Incident #1
Raven Alert:

Multiple Gunshot Alert on 05/12/25 at 06:16PM at 2500 blk Sonoma Blvd.

Dispatch CFS:
25-4619: 05/12/25 at 06:17PM Raven alerted to multiple gunshots heard in the area of 2500 blk Sonoma Blvd. A victim called and stated that a subject had shot at his vehicle, and he had been struck once in the stomach. One adult victim was located with non-life-threatening injuries.

– Original CFS was in the area of Broadway/ Tennessee St. – Actual scene and RAVEN gunshot alert was in the 2500 blk of Sonoma Blvd.

Incident #2
Raven Alert:

Multiple gunshots alert on 10/06/24 at 1:35AM close to 500blk Capitol St.

Dispatch CFS:
24-10161: 10/06/24 – 1:36AM/ Corner of Capitol St. & Marin St. – Victim was shot and unable to call 911 prior to being found by officers – Suspect contacted and arrested with firearm recovered

Page 541 of 681 ends

Real Life applications:

Despite the low number of cases generated from Raven Gunshot Alerts, officers were:
• Able to locate crime scenes that officers were unaware of • Able to locate a victim who could not call 911
• Able to find the true location of a shooting after being provided the wrong location by a caller into 911
• Able to track multiple shooting events tied to one incident • Able to locate a scene that a shooting victim was not forthcoming with

Page 542 of 681 ends

CONTACT(S)
Jerome Bautista
Police Captain of Operations

Page 543 of 681 ends

About Flock Safety Raven®
Audio Detection T echnology
Flock Safety has the same approach to

privacy with every product.
1 How does Flock Safety’s Raven® Technology work?
Flock Safety Raven® devices help local law enforcement respond more quickly to potential instances of gun violence, and lead more effective investigations in firearm-related crimes. When a gunshot occurs, Flock Safety Raven® notifies the local police department in under one minute about the firearm discharge. These notifications include an audio recording, location coordinates within 90 feet of the alert, and the ability to search nearby License Plate Reader (LPR) cameras for potential suspect vehicles.

Flock Safety Raven® technology pairs with the Flock Safety Falcon®

license plate reader system and/or other tools to help your police

department develop investigative leads and deliver a more

situationally-aware response to gunfire.
2 How do gunshot detection sensors help the community?
Nearly 80% of gunshots go unreported, meaning victims are left untreated and offenders remain at-large. When gunshots are reported, it often takes 5-10 minutes for a witness to call 911. Automated, near real-time alerts enable first responders to locate and treat victims, saving lives, and preserving critical evidence, like shell casings, that become more difficult to recover as more time passes after a shooting.
flocksafety.com
(866) 901-1781 | [email protected]

Page 544 of 681 ends

flocksafety.com
(866) 901-1781 | [email protected]
3 What data does Flock Safety’s Raven® collect?
Flock Safety Raven® devices are triggered by gunshots and record a 5-second audio clips.

They are not triggered by voices. Flock Safety Raven® also gathers location data through triangulation by default.

Your police department can download the 5 second gunshot audio clip for their investigations.

All Flock Safety Raven® audio detection data is deleted from Flock Safety after 30 days. 4 How does Flock Safety keep devices and data secure?
Flock Safety holds itself to the highest level of security with the following policies All data and footage is encrypted throughout its entire lifecycle and securely stored with our cloud provider, Amazon Web Services Cloud
On-device, data is only stored temporarily for a short time until it is uploaded to the cloud, at which point it is removed automatically from the local device. All data (both footage and metadata) is fully encrypted in a unique encryption key when stored on the cloud servers Flock Safety defaults to permanently deleting all data after 30 days on a rolling basis, setting a new standard in the industry.
5 Who has access to data collected by Flock Safety Raven® devices? Flock Safety’s customers own 100% of their data and determine who has access.

Flock Safety will never share or sell the data, per our Terms of Service. 6 What features do Flock Safety devices have that enable audits and oversight? To perform a search on the Flock Safety platform, all law enforcement users must enter reason codes to verify the legitimacy of the search and create an audit trail.

Authorized users go through training to properly use the system and communicate with their dispatch teams.

Flock Safety customers commit not to use the data to work with third-party repossession companies, revenue collection, unpaid fines, or towing companies. The system does not contain facial recognition, voice recognition, or capture any personally identifiable information such as name, phone number, or address. The system does not contain facial recognition, voice recognition, or capture names, phone numbers, or addresses .

Page 545 of 681 ends

ACTION ITEM 9.E.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Rekha Nayar, Finance Director
SUBJECT: ADOPT A RESOLUTION FOR THE CREATION OF A COUNCIL BUDGET & FINANCE

AD-HOC SUB-COMMITTEE AND APPOINTING MEMBERS THERETO

RECOMMENDATION
Adopt the Resolution for the Creation a Council Budget and Finance Ad-Hoc Sub-Committee and appointing three members of the City Council.

REASONS FOR RECOMMENDATION
At the June 24, 2025 City Council meeting, the Council expressed interest in forming an Ad Hoc Committee to strengthen oversight and support focused deliberation on the City’s financial matters. On August 5, 2025 the Council provided specific direction on the duties, duration and number of members of the Sub- Committee. The item before Council formally creates the Sub-Committee and appoints 3 Councilmembers thereto.

BACKGROUND AND DISCUSSION
The primary role of the Ad Hoc Sub- Committee would be to assist in the review of financial reports, investment policies, audit findings, and processes, including timing and public engagement related to the review and presentation of next years budget matters. Its main objective is to conduct thorough analysis and provide well-informed recommendations to the full Council, helping to streamline decision making.

Ad-Hoc Committees must have specific limited duties/responsibilities in the creation document, a set term and number of members, which must be less than a quorum of the full council.

The Sub-Committee’s tasks as directed at Council's August 5th meeting will be to:

• Review the procedures and timeline of the City’s budget process, proposing any adjustments, including developing a plan for creating a committee (such as a citizens committee) to be brought back to Council, including timing and public engagement for next year’s budget process. • Work with the Measure P Committee and consider their recommendations to establish procedures for Measure P funding relating to the Budget.
• Discuss and Explore financial forecasts and strategies relating to how the long-range financial plan will be presented to Council and make a recommendation to the Council.

The Ad Hoc Sub-Committee would aim to hold its first meeting in October 2025 and conclude its work by fall 2026. It is proposed that the term of the Ad-Hoc Sub-Committee will be one year.

The Council has discussed appointing three Councilmembers to serve on the Committee. Formation of the Committee and appointments must be approved by formal Council action. Appointments are made by the Mayor and require Council consent, in accordance with VMC 2.02.350.E.

Page 546 of 681 ends

Date: October 14, 2025
Subject: ADOPT A RESOLUTION FOR THE CREATION OF A COUNCIL BUDGET & FINANCE

AD-HOC SUB-COMMITTEE AND APPOINTING MEMBERS THERETO

Page 2 ends

FISCAL IMPACT
There is no fiscal impact associated with the formation of this Ad Hoc Committee.

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

ATTACHMENTS

1. Resolution to Create a Council Budget Finance Committee and Appointing Members- CAO Stamp

CONTACT
Rekha Nayar, Finance Director, (707) 648-5433
[email protected]

Page 547 of 681 ends

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 FOR THE

CREATION OF A COUNCIL BUDGET & FINANCE AD-HOC COMMITTEE AND

APPOINTING THREE MEMBERS OF THE CITY COUNCIL TO THE AD-HOC

COMMITTEE

WHEREAS, at its regular meeting on June 24, 2025, the City Council discussed the importance of enhancing oversight and focused deliberation on the City’s financial matters, including budget development, fiscal policies, and long-range financial planning; and

WHEREAS, following discussion, the City Council on August 5th, directed staff to prepare a report and action for the formation of a Council Budget and Finance Ad Hoc Sub-Committee, including tasks, duration timelines and the appointment of Councilmembers; and

WHEREAS, the formation of such an ad hoc committee reflects best practice employed by many municipalities, to provide a dedicated forum for in-depth review of financial documents, promote transparency, and allow for detailed evaluation of fiscal strategies prior to making recommendations to the full Council; and

WHEREAS, Ad-Hoc Committees must have specific limited duties/responsibilities in the creation document, a set term and number of members, which must be less than a quorum of the full council.

NOW THEREFORE, the City Council of the City of Vallejo resolves as follows:

1. A Council Budget and Finance Ad-Hoc Sub-Committee (“Sub-Committee”) is hereby established as an advisory body to the City Council. The primary role of the Ad Hoc Sub- Committee would be to assist in the review of financial reports, investment policies, audit findings, and processes, including timing and public engagement related to the review and presentation of next years budget matters. Its main objective is to conduct thorough analysis and provide well-informed recommendations to the full Council, helping to streamline decision making.

2. The Sub-Committee’s defined tasks shall be to:
a) Review the procedures and timeline of the City’s budget process, propose any adjustments, including developing a plan for creating a committee (such as a citizens committee) to be brought back to Council, including timing and public engagement for next year’s budget process.
b) Work with the Measure P Committee and consider their recommendations to establish procedures for Measure P funding relating to the Budget.

Page 548 of 681 ends

c) Discuss and explore financial forecasts and strategies relating to how the long-range financial plan will be presented to Council and make a recommendation regarding same.

3. The membership of the ad-hoc Committee shall consist of three members of the City Council appointed by the Mayor with the consent of the majority of the City Council

4. The term of the Sub-Committee shall be one year.

5. It is intended that the Sub-Committee would begin work in October 2025 and conclude its work by Fall 2026.

6. _________________________, _________________________, ______________________ are hereby appointed to such Sub-Committee.

ADOPTED by the City Council of the City of Vallejo at a regular meeting held on July 8, 2025, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ANDREA SORCE, MAYOR
ATTEST:

DAWN G. ABRAHAMSON, CITY CLERK

Page 549 of 681 ends

ACTION ITEM 9.F.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

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

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

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

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

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

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

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

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

Page 550 of 681 ends

Date: October 14, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

Page 2 ends

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

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

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

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

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

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

ATTACHMENTS

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

Page 551 of 681 ends

Date: October 14, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

Page 3 ends

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

Page 552 of 681 ends

ACTION ITEM 9.D.

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

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

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

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

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

Page 553 of 681 ends

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

Page 2 ends

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

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

ATTACHMENTS

1. 04.11.22 Special Council Goal Setting Agenda Packet

2. 04.14.23 Special Council Goal Setting Agenda Packet

3. 03.18.24 Teams Building Workshop Agenda

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

5. Multi-year_goal_overview_and_strategic_workplan from April 2022

6. Final 23_24 goals_at_a_glance

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

Page 554 of 681 ends

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

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

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

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

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

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

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

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
8:30 A.M. – 4:00 P.M.

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

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON OR

REMOTELY VIA ZOOM

APRIL 11, 2022

MAYOR
Robert H. McConnell

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

Page 555 of 681 ends

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

TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below.

NOTICE: Members of the public shall have the opportunity to address the City Council concerning any item listed on the agenda before or during consideration of that item. No other items may be discussed at this special meeting.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

3. PUBLIC COMMENT REGARDING COUNCIL GOAL SETTING
NOTICE: Members of the public wishing to address the Council on Goal Setting may do so in person by submitting a completed speakers card to the City Clerk or via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833. Enter Meeting ID: 914 0075 0676#. Press *9 to digitally raise your hand from the phone. For additional instructions on how to speak remotely during public comment, please visit, www.cityofvallejo.net/publiccomment. Each speaker is limited to five minutes pursuant to Vallejo Municipal Code Section 2.02.420. In person speakers will be recognized first.

4. AGENDA REVIEW

5. COUNCIL GOAL SETTING DISCUSSION

6. SECOND PUBLIC COMMENT REGARDING COUNCIL GOAL SETTING NOTICE: Members of the public wishing to address the Council on Goal Setting may do so in person by submitting a completed speakers card to the City Clerk or via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833. Enter Meeting ID: 914 0075 0676#. Press *9 to digitally raise your hand from the phone. For additional instructions on how to speak remotely during public comment, please visit, www.cityofvallejo.net/publiccomment. Each speaker is limited to five minutes pursuant to Vallejo Municipal Code Section 2.02.420. In person speakers will be recognized first.

6. WRAP UP

7. ADJOURNMENT @ 4:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

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

Dated: Monday, April 4, 2022

Robert H. McConnell, Mayor

Page 556 of 681 ends

I, Dawn Abrahamson, City Clerk do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to each of the members of the Vallejo City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 555 Santa Clara Street, CA at 5:00 p.m., Monday, April 4, 2022.

Dated: Monday, April 4, 2022

Dawn G. Abrahamson, City Clerk

Page 557 of 681 ends

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

City Council

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

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

1. Welcome
• Welcome and call to order – Mayor

2. Review Workshop Agenda and Ground Rules

3. Review and Discuss Behaviors of High-Performance Teams

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

Break for Lunch

5. Interim City Manager Comments

6. Celebrate Recent Accomplishments

Page 558 of 681 ends

Page 2 ends

7. Review Key Upcoming/Ongoing City Projects

8. Discuss and Establish Council’s 2022 Priorities

9. Discuss and Establish Council’s Multiyear Priorities

10. Public Comment

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

Adjourn at about 4:00 pm

Page 559 of 681 ends

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

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

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

KEY CHARACTERISTICS

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

BEST PRACTICE TIPS

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

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

Attributes of Exceptional Councils

Page 560 of 681 ends

Attributes of Exceptional Councils

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

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

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

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

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

KEY CHARACTERISTICS

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

BEST PRACTICE TIPS

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

Page 561 of 681 ends

Attributes of Exceptional Councils

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

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

KEY CHARACTERISTICS

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

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

BEST PRACTICE TIPS

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

4. Exceptional councils routinely conduct
effective meetings

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

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

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

KEY CHARACTERISTICS

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

Page 562 of 681 ends

Attributes of Exceptional Councils

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

BEST PRACTICE TIPS

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

5. Exceptional councils hold themselves
and the city accountable

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

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

KEY CHARACTERISTICS

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

BEST PRACTICE TIPS

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

Page 563 of 681 ends

Attributes of Exceptional Councils

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

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

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

KEY CHARACTERISTICS

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

BEST PRACTICE TIPS

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

Page 564 of 681 ends

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

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

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

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

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

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
8:30 A.M. – 4:00 P.M.

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

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON OR

REMOTELY VIA ZOOM

APRIL 14, 2023

MAYOR
Robert H. McConnell

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

Page 565 of 681 ends

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

TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

4. AGENDA REVIEW

5. COUNCIL GOAL SETTING DISCUSSION

6. WRAP UP

7. ADJOURNMENT @ 4:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Dated: Monday, April 4, 2022

Robert H. McConnell, Mayor

Page 566 of 681 ends

Dated: Thursday, April 6, 2023

Dawn G. Abrahamson, City Clerk

Page 567 of 681 ends

CITY COUNCIL GOALS
2022 | 2023

VALLEJO

Page 568 of 681 ends

MIKE MALONE
City Manager

VERONICA NEBB
City Attorney

GILLIAN HAYES
Assistant City Manager

TERRANCE DAVIS
Assistant City Manager

DAWN ABRAHAMSON
City Clerk

REKHA NAYAR
Finance Director

RACHEL FERGUSON
Human Resources Director

JASON TA
Interim Police Chief

KYLE LONG
Fire Chief

NAVEED ASHRAF
Chief Innovation Officer

MELISSA TIGBAO
Public Works Director

BETH SCHOENBERGER
Water Director

CHRISTINA RATCLIFFE
Planning & Development
Services Director

ROBERT MCCONNELL
Mayor

ROZZANA VERDER-ALIGA
Vice Mayor, Distrcit 1

PIPPIN DEW
Council Member | At-Large District 1

MINA LOERA-DIAZ
Council Member | District 3

KATY MIESSNER
Council Member | At-LargeDistrict 4

HAKEEM BROWN
Council Member | At-Large District 5

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

CHARLES PALMARES
Council Member | District 4

PETER BREGENZER
Council Member | District 5

Page 569 of 681 ends

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

Page 570 of 681 ends

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

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

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

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

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

Page 571 of 681 ends

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

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

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

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

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

Vallejo By the
Numbers

DIVERSITY

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

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

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

Page 572 of 681 ends

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

Page 573 of 681 ends

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

Page 574 of 681 ends

8 CITY COUNCIL GOALS
Economic Development

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

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

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

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

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

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

Page 575 of 681 ends

9 2022 | 2023

Page 576 of 681 ends

10 CITY COUNCIL GOALS

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

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

WATERFRONT AND DOWNTOWN

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

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

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

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

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

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

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

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

Page 577 of 681 ends

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

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

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

INCLUSIONARY HOUSING

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

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

Page 578 of 681 ends

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

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

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

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

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

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

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

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

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

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

Page 579 of 681 ends

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

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

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

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

COMMUNITY POLICE OVERSIGHT

AND ACCOUNTABILITY

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

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

SURVEILLANCE

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

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

NEW VALLEJO POLICE

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

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

Building location decided.

Construction set to begin.

Page 580 of 681 ends

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

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

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

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

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

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

Page 581 of 681 ends

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

Page 582 of 681 ends

SEKA HILLS

AGREEMENT

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

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

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

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

Page 583 of 681 ends

Photo: Tammy Liu
17 2022 | 2023
Blue Rock Springs

BLUE ROCK AGREEMENT

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

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

Page 584 of 681 ends

18 CITY COUNCIL GOALS
Northern Waterfront DDA

WATERFRONT

DEVELOPMENT

AGREEMENTS

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

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

Page 585 of 681 ends

19 2022 | 2023
Broadband

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

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

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

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

Page 586 of 681 ends

20 CITY COUNCIL GOALS

BUILDING CODE COMPLIANCE

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

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

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

SURPLUS LANDS PROPERTY

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

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

ECONOMIC DEVELOPMENT

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

ADDITIONAL Single-Y ear Goals

Page 587 of 681 ends

Safe. Prosperous.

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

Page 588 of 681 ends

22 CITY COUNCIL GOALS

BEAUTIFICATION & OUTDOOR SPACE

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

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

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

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

Page 589 of 681 ends

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

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

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

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

Page 590 of 681 ends

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

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

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

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

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

Page 591 of 681 ends

25 2022 | 2023

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

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

Page 592 of 681 ends

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

Page 593 of 681 ends

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

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

TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below.

NOTICE: Members of the public shall have the opportunity to address the City Council concerning any item listed on the agenda before consideration of that item, in person only. No other items may be discussed at this special meeting.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

3. PUBLIC COMMENT REGARDING COUNCIL/SENIOR STAFF TEAM BUILDING

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

4. AGENDA REVIEW

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
9:00 A.M. – 3:00 P.M.

FILIPINO COMMUNITY CENTER
611 Amador Street, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON
ONLY

MARCH 18, 2024

MAYOR
Robert H. McConnell

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

Page 594 of 681 ends

5. TEAM BUILDING WORKSHOP

6. WRAP UP

7. ADJOURNMENT @ 3:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Dated: Wednesday, March 13, 2024

Robert H. McConnell, Mayor

I, Dawn Abrahamson, City Clerk do hereby certify that I have caused a true copy of the above notice and agenda to be delivere d to each of the members of the Vallejo City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 555 Santa Clara Street, CA at 2:45 p.m., Wednesday, March 13, 2024.

Dated: Wednesday, March 13, 2024

Dawn G. Abrahamson, City Clerk

Page 595 of 681 ends

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

www.raftelis.com

CITY OF VALLEJO

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

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

AGENDA

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

Page 596 of 681 ends

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

Page 597 of 681 ends

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

Page 598 of 681 ends

3/3/24
Workshop Objectives•Hear and understand Council’s interests and staff perspectives•Strengthen teamwork with Council and staff to achieve the community’s interests•Share visions for Vallejo’s future5 5 Agenda
6 •Icebreaker•Visioning together•Teambuilding oCouncil and senior staffoTeamwork within Council•Challenges and fundamental service delivery issues•Getting to success•Wrap up 6

Page 599 of 681 ends

3/3/24
Guidelines for Our Time Together
Listen to understand each other’s points of view
1Seek consensus on a limited number of priorities
2Assume good intent of all participants
3Learn something new today
4Engage in constructive dialogue
5 7
Bike RackThings to discuss at another time will be tracked separatelyTime management tool 8

Page 600 of 681 ends

3/3/24
Icebreaker
9 Get to Know You BINGO
10

Page 601 of 681 ends

3/3/24
Talk to as many people as you can to fill in the squaresWhen you have any of these 5 across
5 down5 diagonal
Call Out BINGO*but keep filling in the squares11
Desire open dialogue with staff and other Councilmembers Want to understand impediments
Hopes for the workshopDesire for alignment between Council and staff and staying on track Convey critical needs and resource limitations
Convey staffs’ professionalism and desire to do well
Keep focused on what we’ve already started
Build trust between Council and senior staff
Want staff to speak up and not just say yes
From CouncilmembersFrom Senior Staff
12

Page 602 of 681 ends

3/3/24
Visioning Together
13 10 Years From Now
14 1.What is true today about Vallejo that you hope will still be true in 10 years? 2.What is not true today about Vallejo that you hope will be true in 10 years? 1 or 2 sticky notes per question
14

Page 603 of 681 ends

3/3/24
Share our hopes for Vallejo
Themes
15 To make progress for Vallejo, solid teamwork between Council and staff is needed 16 16

Page 604 of 681 ends

3/3/24
Teamwork

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

Page 605 of 681 ends

3/3/24
Key Attributes of an Effective Council – Senior Staff Team Institute for Local Government
Trust•High level of trust and flexibility. •Assume radical good intent.•Authentic dialogue.•Positive governance culture.

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

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

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

Page 606 of 681 ends

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

Page 607 of 681 ends

3/3/24
What do the Council and senior staff need from each other to best succeed? What does the Council need from the senior staff?
What do senior staff need from the Council?
What do both the Council and senior staff need for success? What strategies promote open communication and constructive dialogue? 23 Large Group Discussion
What themes emerged?•What Council can do?•What senior staff can do?•Steps for open communications?How to move forward?•Agreement on new or enhanced practices for success of the team 24

Page 608 of 681 ends

3/3/24
Teamwork Within the Council
At our Council meetings – what works particularly well? What feedback would Councilmembers like to offer the Mayor? What feedback or questions does the Mayor have for members of Council? 25 A person who feels appreciated will always do more than what is expected.Amy Rees AndersonEntrepreneur, Speaker, AuthorManaging Partner, Rees Capital26 26

Page 609 of 681 ends

3/3/24
Lunch27
Change Seats
28

Page 610 of 681 ends

3/3/24
Challenges and Fundamental Service Delivery Issues
29 Much of What the City Does is Unseen
30

Page 611 of 681 ends

3/3/24
Core Services – Focus on the Fundamentals
31 Bottom layers must be met first – they are the foundation31 City staff must also implement multiple plans
32

Page 612 of 681 ends

3/3/24
Increasing costs, insufficient revenues
Aging infrastructure
Vacancies, recruitment, retention
Public trust and incivility
Meeting basic City service needs
Partnership of Council and staff
33 Some Key Challenges
33 Small Group Discussion
What core service and organizational challenges are we facing? 1What are some potential consequences of not addressing them? 2What action steps will be needed?
3 34

Page 613 of 681 ends

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

Page 614 of 681 ends

3/3/24
“Big Rocks” Approach to Accomplishing Priorities
Don’t fill up the bucket with so many small rocks that there isn’t room for the big ones 1Put the big rocks in first
2Save room for emergencies and unexpected requirements – only add “small rocks” when clear capacity is there - be realistic 3 Stephen Covey, 7 Habits of Highly Effective People37
Success Takes Focus and Support38
Focus•Do not take staff time away from essential work by adding new requests Full Council Support•Once decisions are made, support them and the implementation involved 38

Page 615 of 681 ends

3/3/24
Best Practice Criteria for Adding Initiatives and Projects Mid-Year39 Emergency (natural disaster, pandemic, civil unrest)New outside funding opportunity that is time sensitive New multi-agency opportunity that cannot be delayedCommunity safety issue that must be addressed in near term Changes in laws or mandates
39 The Discipline is to Ask This
40 What drops off or is delayed if something new is added?40

Page 616 of 681 ends

3/3/24
Council Inquiries•Inquiries are new work.•Inquiries take staff time away from fundamental, core service delivery and existing Council priorities.•Time has to come from somewhere – what gets deferred?•About 700 inquiries since June 2022 What can Council do to refrain from these to allow staff to focus on priorities and core service work? 41 Commitments from Staff and Council
Act in ways to build the team and foster respectConvey positive intent about each other 42

Page 617 of 681 ends

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

Page 618 of 681 ends

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

Page 619 of 681 ends

CITY COUNCIL AND

SENIOR STAFF

TEAMBUILDING

WORKSHOP
City of Vallejo
DRAFT 3-3-24
March 18, 2024
9 am to 3 pm
Filipino Community Center
611 Amador Street, Vallejo

Page 620 of 681 ends

Page 621 of 681 ends

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

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

Page 622 of 681 ends

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

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

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

Page 623 of 681 ends

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

Visioning Together

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

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

DISCUSSION
• What themes emerged?

__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

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

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

Page 624 of 681 ends

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

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

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

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

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

Share insights with the full group

WHAT COUNCIL AND SENIOR STAFF NEED FROM EACH OTHER TO

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

• Each group should provide some responses to each question.

• We will then share them as a whole group.

Page 625 of 681 ends

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

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

2. What do senior staff need
from the Council?

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

4. What strategies promote open
communication and
constructive dialogue?

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

Page 626 of 681 ends

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

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

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

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

Much of
What the
City Does
is Unseen

Page 627 of 681 ends

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

SMALL GROUP DISCUSSION

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

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

3. What action steps will be needed?

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

LARGE GROUP DISCUSSION

Page 628 of 681 ends

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

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

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

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

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

Page 629 of 681 ends

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

NOTES

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

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

W rap Up

CLOSING COMMENTS

Page 630 of 681 ends

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

Contact

JAN PERKINS
[email protected] 949.202.8870
\

Page 631 of 681 ends

Trusted Advisors Transforming Communities
City of Vallejo

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

Rides horses

Who: _________________

Has taken a cruise

Who: _________________

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

Who: _________________

Been backstage at a rock
concert

Who: _________________

Completed a half or full
marathon

Who: _________________

Plays a musical instrument

Who: _________________

Appeared in a movie

Who: _________________

Met spouse at college

Who: _________________

Speaks French

Who: _________________

Has gone skydiving

Who: _________________

Loves karaoke

Who: _________________

Does yoga

Who: _________________

Never had a cavity

Who: _________________

Travelled to Asia

Who: _________________

Been on television
(non work-related!)

Who: _________________

Knows ASL

Who: _________________

Is a twin

Who: _________________

Met a celebrity

Who: _________________

Grew up in this city

Who: _________________

Loves roller coasters

Who: _________________

Can drive a stick shift

Who: _________________

Greets the dog before the
kids when you get home

Who: _________________

Rides a motorcycle

Who: _________________

Has a birthday on a major
holiday

Who: _________________

Has been to Hawaii

Who: _________________

Page 632 of 681 ends

City of Vallejo

MULTI-YEAR GOAL UPDATE & STRATEGIC WORK PLAN

Page 633 of 681 ends

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

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

Page 634 of 681 ends

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

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

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

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

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

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

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

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

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

Critical Focus: Addressing homelessness

Youth Development Vallejo is a City where young people thrive

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

Vision: Vallejo is a safe, prosperous and vibrant city

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

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

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

Page 635 of 681 ends

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

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

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

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

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

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

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

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

What’s next to advance the strategy?

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

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

Page 636 of 681 ends

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

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

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

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

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

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

Page 637 of 681 ends

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

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

Page 638 of 681 ends

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

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

Page 639 of 681 ends

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

Page 640 of 681 ends

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

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

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

Page 641 of 681 ends

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

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

Page 642 of 681 ends

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

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

Downtown,
Waterfront & Mare
Island experience
Asset mgmt.

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

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

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

Page 643 of 681 ends

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

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

Page 644 of 681 ends

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

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

Page 645 of 681 ends

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

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

Page 646 of 681 ends

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

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

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

City of Vallejo
n
14

Page 647 of 681 ends

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

Page 648 of 681 ends

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

Page 649 of 681 ends

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

Critical focus:

Rebuilding the police
department and public
trust in the police

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

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

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

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

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

Page 650 of 681 ends

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

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

Critical focus:

Increased efforts
in communication,
outreach, and
strengthening
organizational
principles

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Page 651 of 681 ends

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

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

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

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

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

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

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

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

7. Focus on rapidly developing priority
development areas

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

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

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

 Ordinance development to
support ED

 Economic development
strategic plan

 Free public WIFI waterfront
& downtown project

 Execute broadband &
digital equity strategy from
2022

 PD and Fire strategic plans

 Waterfront & Downtown
specific plans

Page 652 of 681 ends

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

Goal: Vallejo has
adequate housing and
resources for all

Critical focus:

Addressing
homelessness

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

2. Streamline data collection for coordination of
homelessness response efforts

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

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

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

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

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

 Continued JPA
collaborative group

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

 125 bed Navigation Center
construction begins Fall
2023

 Adopt housing element

 Recruit housing director

Page 653 of 681 ends

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

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

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

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

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

5. Increase representation of all youth
in our community

 Partner with regional
success programs (5)

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

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

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

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

Page 654 of 681 ends

ACTION ITEM 9.G.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

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

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

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

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

Four referral items are currently "Approved" by Council, and "Awaiting Implementation" fully by staff:
• Consider supplementing VPD with Security Services

Page 655 of 681 ends

Date: October 14, 2025
Subject: RECEIVE SCOPES FOR CITY COUNCIL REFERRALS AND PROVIDE DIRECTION TO STAFF

Page 2 ends

• Review of Boards/Commissions/Committees
• Closed session review of the City Manager's recent performance evaluation • Closed session review of the City Attorney's recent performance evaluation

Fourteen items are currently underway, and are in various stages of implementation. Fifteen items have been marked as Completed. Please refer to Attachment 1 for the status of Council Referrals in their entirety.

Atttachment 2 hereto are the remaining 20 referral items that staff have scoped. City Council have the opportunity to review the various items and their estimated scopes, and provide staff with guidance if any specific items on the list should be acted upon. These include the special projects for which scopes were presented on November 19, 2024 as well as the special projects requested in September 2024, December 2024, and January 2025 (consolidating those that are duplicative).

New items were introduced at the September 9th and September 23rd, 2025 meetings of City Council. Staff have not yet had adequate time to complete scoping on these items:
• Review/Discuss Council Travel Policy & Include in the policy a process to decide whom goes to what conferences (Sept. 9th)
• Provide Quarterly reports on Measure P, B/V funds (Sept. 9th) • Strategic Plan/Comprehensive Plan & process for Safe Streets in our City to include schools, and refer to Council Public Safety Subcommittee (Sept. 9th)
• SAB: make meetings monthly & agendize ordinance change (Sept. 23rd) • Discussion on abandoned vehicle program (Sept. 23rd)
• Report on Franchise Agreement w/ Recology to gain better understanding of potential city-wide cleaning program (Sept. 23rd)

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

ATTACHMENTS

1. Referrals: Complete listing

2. Referral Scope Estimates 9.23.25

3. Referrals Staff Report 7.22.2025

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

Page 656 of 681 ends

Economic Development; Planning
& Development Services
Item returned to Council on 3/26/24. Staff was
directed to restructure the CFDs at the time of
the new MISP approval and implementation
when the land densities will be known and can
be accounted for within future development.

Approved for
implementation, awaiting
completion
(to return at Specific Plan)
2 Options for Locating Safer
RV/Vehicle Locations and Potential
Services in Partnership with Local
Nonprofits
McConnell & Loera-Diaz Late 2022 2/14/2023 - Approved to move to Step 2.
4/11/2023 - Approved for
implementation. Date for Step 2
TBD by City Manager but not later
than June 30, 2023.

City Manager/Planning and
Development Services
Discussed as part of a broader workshop on
homelessness on June 20, 2023. This issue will
also again be considered when staff presents a
proposed updated homeless strategy on
October 8, 2024. Returned to Council 4/1/2025
in Special Meeting on Homelessness
Completed NA
3 Tobacco Retail Licensing (TRL)
Ordinance
Bregenzer Early 2023 4/11/2023 - Approved to move to
Step 2.
4/25/2023 - Approved for
implementation. Directed staff to
return to Council with a
comprehensive ordinance for its
consideration
Planning and Development
Services, City Attorney
Introduction of Ordinance on June 25, 2024.

Council directed CAO to hold retailer/coalition
workshops held in August. Item is scheduled to
return to Council for direction on Sept. 24,
2024.

Completed NA
4 Create council ad-hoc committee: 1)
for purposes of reviewing City
Charter
McConnell January 2023 3/14/2023 - Approved to move to
Step 2. Scope to be presented to
Council in October 2024.
10/22/2024 - Approved for
implementation.

City Manager/City Attorney/City
Clerk
Approved for
implementation, awaiting
completion
City Staff Time - (CMO: 20 hours; City Clerk:
20 hours; CAO: 40 hours) + additional work
if Council requests Community Outreach
and/or Charter Amendment to voters (+100-
200hrs)
5 Create council ad-hoc committee: 2)
Revise VMC Chapter 2.02 related to
Council Meetings/Rules/Meeting
Procedures.

McConnell January 2023 3/14/2023 - Approved to move to
Step 2. Scope to be presented to
Council in October 2024.
10/22/2024 - Approved for
implementation.

City Manager/City Attorney/City
Clerk
Councilmember Bregenzer requested rule to
adjourn meetings at 10 pm and items not
covered move to next meeting agenda
(requested at 10/10/23 mtg)
Approved for
implementation, awaiting
completion
City Staff Time - (CMO 5 hours; City Clerk: 5
hours; CAO: 25 hours) + additional hours if
Community Outreach required.
6 Short-term Rentals (Air BnB, VRBO)
Ordinance
Verder-Aliga April 11, 2023
Requested again at May 28, 2024
Council meeting
9/10/2024 - Approved to move to
Step 2. Scope to be presented to
Council in November 2024.

Finance, City Attorney, Planning
and Development Services
Discuss policy implications with Council first Scoped, awaiting Council Direction
City Staff Time - (CAO: 50 hours; Finance:
10hrs; PDS: 100hrs)
7 Sale of Herbert House Bregenzer May 9, 2023 10/10/2023 - Approved to move to Step 2. Return to Council
sometime in December 2023 to
include sale of house and
underlying property
12/12/2023 - Approved for
implementation. Staff was directed
to return to Council with lot
diagrams and obtain further
direction on the sale.

Economic Development/Public
Works
Appraisal contract approved August 2024, staff
will agendize closed session discussion with
City Council by end of year 2024
RFP Launched & closes: Sept 3, 2025.

Approved for
implementation, awaiting
completion
Staff finding a broker to market the
property.
8 Pursue creation of Vallejo Vocational
Arts School
Mayor McConnell and ArriolaMay 12, 2023 September 10, 2024 City Manager Referral withdrawn by requester at September 10, 2024 Council meeting
Eliminated
9 Establish 2-person council ad-hoc
subcommittee on collaborative
reform efforts related to VPD
Bregenzer May 23, 2023 6/13/2023 - Approved to move to
Step 2. Scope to be presented to
Council in October 2024.
10/22/2024 - Approved for
implementation.

City Manager/City Attorney/City
Clerk/Police Department
Completed NA
10 Request CDOJ continue partnership
in ongoing collaborative reform
efforts relating to VPD beyond
expiration date of current agreement
Loera-Diaz May 23, 2023 6/13/2023 - Approved to move to Step 2. Scope to be presented to
Council in October 2024.

NA Police Department Step 2 not taken. Completed with the execution of the Settlement Agreement
between the City and DOJ.

Completed NA
11 Additional Red Light Enforcement
Cameras to assist PD
Bregenzer May 23, 2023 9/26/2023 - Approved to move to
Step 2. Staff directed to bring Step
2 back to Council for further
discussion
12/12/2023 - Approved for
implementation.

Police, Public Works Staff was directed to return to Council following review/discussion with
recommendations from SAB. See minutes from
12/12/2023.

Approved for
implementation, awaiting
completion
CAO: 10 hours
VPD: 1 additional Police Assistant & 1
Additional Traffic Officer dedicated to the
program.
12 Agendize Marina condition issues
and invite Congressional Reps and
staff to be a part of the discussion
Loera-Diaz June 13, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

NA Public Works Step 2 not taken. Staff brought this item forward and presented it on 8/5/2025.

Completed NA
13 Creation of an Unhoused
Commission
Bregenzer June 20, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

Not approved City Manager/City Attorney/City
Clerk
Not Approved for
Implementation (join
Housing Round Table
instead)
NA
1

Page 657 of 681 ends

Public Works On Agenda for September 23, 2025. Completed NA 15 Analysis and subsequent
presentation or report of the
following ordinances:
· Condo/Apartment Conversion
ordinance that would include rights
to refusal or the right to buy or
receive relocation compensation
Palmares July 11, 2023 9/10/2024 - Approved to move to
Step 2. Scope to be presented to
Council in November 2024.

Planning and Development
Services, City Attorney
Council to prioritize requested items
*requested by Councilmember Verder-Aliga at
5/28/24 council meeting.

The topic was narrowed at the City Council
meeting on September 10, 2024.

Some of the original topics are covered in the
Housing Element.

Scoped, awaiting Council
Direction
PDS: 100 hours; CAO: 200+ hours) +
additional time for community meetings.
16 Discuss review of live aboard fees at
the Vallejo Marina
Palmares July 25, 2023 September 10, 2024 Public Works Referral withdrawn by requester at September 10, 2024 Council meeting
Eliminated NA
17 Building Permit Fee Waivers to
protect businesses from theft and
process for business retention grant
applications/awarding grants
Loera-Diaz September 2023 11/28/2023 - Approved to move to Step 2.
7/23/24 - Small Business
Hardening Grant Program
approved
Economic Development Council approved a program at its 7/23 meeting with additional funding to return to
Council as part of the next ARPA scrub.

Completed
(via Business Hardening
Grant Program)
NA
18 Request on behalf of SAB to amend
ordinance to change frequency of
regular meetings beyond bi-monthly
CM Verder-Aliga supported this at
the 7/23/24 cc mtg.

Arriola September 26, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

Police Department, City Attorney,
Public Works
Scoped, awaiting Council
Direction
City Staff Time - (CAO to draft ordinance: 5
hours)
Per meeting -> VPD: 5 hours; CAO 5 hours;
IT: 5 hours
19 Discussion on building permit fees
for low-income housing
Bregenzer October 24, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

Planning and Development
Services
Scoped, awaiting Council
Direction
City Staff Time (PDS: 20 hours; CAO: 10
hours; Finance 5 hours)
20 Schedule Study Session on funding
“how to help” for non-profits and CM
to provide report mentioned at 10/24
council mtg.

Loera-Diaz October 24, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

City Manager Scoped, awaiting Council
Direction
City Staff Time -
CMO: 15 hours, CAO: 15 hours
21 Consider supplementing VPD with
Security Services
Bregenzer December 19, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

Police Department The City issued an RFP for private security services. Vendor selected. Negotiations &
contract drafting.

Approved, awaiting
implementation
City Staff Time - (CAO 10 hours to draft and
review contract; PW: 5 hours per month to
administer contract); + budget for contract
with private security firm
22 Consider placing moratorium on
Mills Act requests until consistent
program is in place
Bregenzer December 19, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

Planning and Development
Services
Scoped, awaiting Council
Direction
City Staff Time - (PDS: 20 hours; CAO: 20
hours)
23 Discuss rebranding of the VPD and
change name to Vallejo Police
Services Department
Loera-Diaz December 19, 2023 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

City Manager/Police Department Scoped, awaiting Council Direction
City Staff Time - (VPD: 20 hours; CMO 20
hours); + budget for contract with firm for
branding & new collateral
24 Review of Boards/Commissions/
Committees
Mayor McConnell Early 2024 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

City Manager/City Attorney/City
Clerk
Report to Council October 14, 2025. Approved, awaiting
implementation
NA
25 Consideration of increasing fines,
penalties, impoundment rules and
other deterrents related to Sideshow
activities
McConnell & Loera-Diaz February 27, 2024 3/12/2024 - Approved to move to Step 2. Scope to be presented to
Council in October 2024.
10/22/2024 - Approved for
implementation.

Police Department and City
Attorney
Direction at 3/12/24 meeting, return to Council
to include research on ideas expressed as
rapidly as possible. An ordinance has been
drafted and will be brought to Council.

Approved for
implementation, awaiting
completion
City Staff Time - (VPD: 20 hours; CAO: 10
hours; CMO: 5 hours)
This would require a charge at the State
level.
2

Page 658 of 681 ends

Finance Council authorized initiation of a process for
audit with MRG for Broadway Project. Auditor
to report to Council and CM. Audit to include
financials, review dates, timelines, deadlines
with outcomes provided to Council and CM.

Completed NA
27 · Policy to support Vallejo
Community Land Trust
· Tenant right protection to Council
· Just cause eviction protection*
· Rent Stabilization*
Verder-Aliga May 28, 2024 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

Planning and Development
Services
*requested by Councilmember Palmares at
July 11, 2023 meeting.

Topic modified during Council meeting on
September 10, 2024.

Refer to item #15 above.

Scoped, awaiting Council
Direction
Refer to item #15, above.

For 'Community Land Trust': CAO: 25hrs;
PDS: 25hrs
28 Ordinance for COV will not take a
position (ex. Ceasefire/Gaza) in
international conflicts. Similar to
City of San Jose
Verder-Aliga May 28, 2024 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

City Manager/City Attorney/City
Clerk
Scoped, awaiting Council
Direction
City Staff Time - (CAO: 5 hours; CMO: 5
hours)
29 Consider & Direct the City Manager
to provide quarterly reports to
Council on all Housing & Public
Works Projects
Loera-Diaz July 9, 2024 9/10/2024 - Approved to move to Step 2. Scope to be presented to
Council in November 2024.

City Manager/Planning and
Development Services/Public
Works
Scoped, awaiting Council
Direction
City Staff Time (per quarter) - PW: 15 hours;
CMO: 5 hours)
30 Creation of a Public Safety
Committee
Palmares, Verder-Aliga &
McConnell
July 23, 2024 9/10/2024 - Approved to move to
Step 2. Scope to be presented to
Council in November 2024.

City Manager/City Attorney/City
Clerk/Police Department
At Council meeting on September 10, 2024,
Council directed that the original referral
regarding a committee and task force to be
split into two different referrals. This is one half
of the original referral.

Completed NA
31 Address homelessness
encampments at Vallejo Heights.

Look at City of New Orleans as they
have been successful. Meet with
Association and City staff to come
up with solutions as expeditiously as
possible
Palmares July 23, 2024 September 10, 2024 City Manager/Planning and Development Services
Referral withdrawn by requester at September
10, 2024 Council meeting
Eliminated
32 Creation of a Public Safety Task
Force
Palmares, Verder-Aliga &
McConnell
July 23, 2024 9/10/2024 - Approved to move to
Step 2. Scope to be presented to
Council in November 2024.

Not approved for implementation. City Manager/City Attorney/City Clerk/Police Department
There had previously been one referral, 30,
related to a committee and task force. At
Council meeting on September 10, 2024,
Council directed that referral to be split into
two different referrals. This is one half of the
original referral.

Not Approved for
Implementation
NA
33 Create short-term economic
development strategy for downtown
Palmares September 10, 2024 NA NA Economic Development
Department
Combined w/ item #61, below. Scoped, awaiting Council
Direction
Combined w/ item #61, below.
34 Ordinance addressing prostitution Palmares December 10, 2024 7/22/2025 - Approved to move to Step 2.

September 9, 2025 Police, City Attorney's Office Council voted to not pursue this item.

CAO presented scope on September 9,
2025.

CAO: 30 hours
PW: 30 hours
35 Update on current state of
permitting process with PDS and
ways for improvement for the
process to be more accessible
Palmares December 10, 2024 February 18.2025 Planning & Development Services Went to Council on August 5th, 2025. Completed NA 36 City-wide performance audit Palmares & Lediju December 30, 2024 NA NA Finance, City Manager Step 1 and Step 2 not taken as staff has initiated this effort.

Staff already implementing Staff seeking consultant for this item. Will have cost/scoping once selected.
37 Whistleblowing Policy/Program Lediju January 14, 2025 February 18, 2025 Human Resources On May 13, 2025 Council agenda. Return to Council July 2025 with revised policy.

Staff already implementing:
plan to present revised
policy
NA
3

Page 659 of 681 ends

City of Vallejo - City Council Referrals (as of 9/10/2025) # Topic Requester Date Requested Step 1 -
Council direction of whether or
not to have staff scope the
request/project
Step 2 -
Council direction of whether or
not to have staff implement the
request/project
Responsible Departments Notes Current Status Scope (as of 9/9/25) *scopes are high level estimates and may
change as staff begin work and/or if
outside consultants are required.
38 Update on the status of the
negotiations with the Sheriff's Office
regarding law enforcement
assistance
Lediju January 14, 2025 February 18.2025 City Manager, City Attorney, Police Department
Special Council mtg held March 6, 2025
Item returned to Council April 8, 2025
Contract approved by Council June 17
Item awaiting County Board of Supervisors
Completed NA
39 Update on the Scotts Valley Band of
Pomo Indians Casino Project
Lediju January 14, 2025 February 18.2025 City Managers Office Update/letter to US Department of Interior to Rescind its 1/10/2025 Gaming Eligibility
Determination on May 27, 2025 agenda
MOU for interim services: Sept 23rd Council
meeting. Update provided at 9/30/2025
Council meeting.

Completed NA
40 Update on the City's Disaster
Preparedness
Gordon January 14, 2025 February 18.2025 Fire Department City staff provided a presentation to Council on this matter on May 13, 2025.

Completed NA
41 Public Safety Workshop Matias January 14, 2025 NA NA Police Department and City Managers Office
Workshop held February 4, 2025. Completed NA
42 Evaluation of Existing City Boards,
Commissions and Committees
Matias January 14, 2025 Duplicate of item #24 above. Duplicate of item #24 above. Duplicate of item #24 above. Duplicate of item #24 above. Duplicate of item #24 above. NA 43 Overview of City litigation Sorce January 28, 2025 NA NA City Attorneys Office Done quarterly by CAO. Ongoing (quarterly) NA 44 Closed session to review City
Manager's recent performance
evaluation
Sorce January 28, 2025 February 18.2025 March 25, 2025 closed session Approved, awaiting implementation
CMO:5 hours
45 Closed session to review City
Attorney's recent performance
evaluation
Sorce January 28, 2025 February 18.2025 March 25, 2025 closed session Approved, awaiting implementation
CAO: 5 hours
46 Discussion & consideration of Vision
Zero Policy for COV
Matias February 25, 2025 August 5, 2025 City Managers Office, City Attorneys Office, Planning &
Development Services, Police
Department, Public Works
https://visionzeronetwork.org/wp-
content/uploads/2015/12/VZ-Components-
Fact-Sheet.pdf
https://visionzeronetwork.org/wp-
content/uploads/2017/12/VZN_ActionPlan_FIN
AL.pdf
Scoped, awaiting Council
Direction
20 hours of internal staff meetings for
stakeholder initial planning.

Estimated Consultant costs, $100,000
47 Mare Island Company update on
Connolly Corridor
Bregenzer March 11, 2025 August 5, 2025 Economic Development Scoped, awaiting Council Direction
Info/report only: <5 hours staff prep time
48 Council consider Mare Island
Preserve added to Congressman
Garamendi's bill to transfer to
federal government
Palmares March 25, 2025 NA NA City Managers Office Step 2 not approved. City staff brought this item to Council on May 27, 2025
Completed NA
49 Creation of Sonoma Blvd. Ad-hoc
Committee
Matias April 22, 2025 August 5, 2025 City Managers Office, City Attorneys Office, Police
Department
Scoped, awaiting Council
Direction
City Staff Time (per meeting) - VPD: 5
hours; CMO: 5 hours; CAO: 5 hours)
50 Sperry Mills Site Sorce April 22, 2025 August 5, 2025 Economic Development Scoped, awaiting Council Direction
CAO: 25 hours; PDS: 25 hours
51 California Forever on Mare Island
Navy Shipyard/Ship Act
Gordon April 22, 2025 August 5, 2025 Economic Development Scoped, awaiting Council Direction
Staff time -
(Ships Act) ED: 30 hours.
(CA Forever) ED: 30 hours.
54 Red Light Abatement Act Ordinance Palmares June 24, 2025 July 22, 2025 September 9, 2025 City Attorney's Office Scoped, awaiting Council Direction
CAO presented scope on September 9,
2025.

CAO: 50 hours
55 Long-Term Financial Plan Palmares June 24, 2025 NA NA Finance; City Managers Office Step 1 and Step 2 not taken as staff has initiated this effort.

Staff already implementing NA
56 Reduction of speeds in school sites
from 25mph to 15mph //
Use of AB-22 to reduce speeds in
designated business districts
Matias July 8,2025 July 22, 2025 September 9, 2025 City Managers Office, Police Department, Public Works, City
Attorneys Office
Approved for implemtation.
(To be completed by
December '25)
CAO presented scope on September 9,
2025.

CAO: 30 hours
PW: $166,265 of consultant support
57 Gun Violence Restraining Order
(IGVRO)
Matias July 8,2025 July 22, 2025 September 9, 2025 City Managers Office, Police Department, City Attorneys Office
Approved for
implementation, awaiting
completion
(staff to return in late
November)
CAO presented scope on September 9,
2025.

CAO: 12 hours
4

Page 660 of 681 ends

City of Vallejo - City Council Referrals (as of 9/10/2025) # Topic Requester Date Requested Step 1 -
Council direction of whether or
not to have staff scope the
request/project
Step 2 -
Council direction of whether or
not to have staff implement the
request/project
Responsible Departments Notes Current Status Scope (as of 9/9/25) *scopes are high level estimates and may
change as staff begin work and/or if
outside consultants are required.
58 Update to Social Nuisance
Ordinance
Matias July 8,2025 July 22, 2025 City Managers Office, City Attorneys Office, Police
Department
Scoped, awaiting Council
Direction
CMO: 15 hours, CAO: 15 hours /per month.
+ Ongoing VPD response to identified
issues.
59 Once a month, recognize &
acknowledge every department with
staff highlighting work they are proud
of. 15 minutes maximum
Gordon July 22, 2025 August 5, 2025 Communications Scoped, awaiting Council Direction
CMO: 10 hours, Other Department: 15
hours / per month
60 Branded Campaign to Bring Back &
Celebrate Businesses in Vallejo.

Goal is to uplift local businesses,
honor Vallejo's unique culture, and
drive community engagement at
every level, revitalizing and
celebrating.

Gordon Aug 5, 2025 August 5, 2025 NA Economic Development /Communications
Economic Development Strategic Plan already
contains very similar. Coming in Phase 2 (for
2025/26)
Staff already implementing Already included in ED Strategic Plan. 61 Activiation Plan for downtown,
waterfront and marina. Not a
duplication of specific plan. An
elaboration of the economic
development strategy with fully
developed tasks in specific relation
to the aforementioned places.

Gordon Aug 5, 2025 August 5, 2025 Economic Development Staff already working on Phase 1 of strategic plan - will include "pop up events" in the areas.

Cost of events $60-90,000 depending on
number of events.

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

CAO: 10 hours
ED: 10 hours per event
62 Council action to provide Public
Safety Staffing Emergency with
Response Times, including iHart
Update within 30 days
Lediju May 13, 2025 August 5, 2025 Police Scoped, awaiting Council Direction
Info/report only: <5 hours staff prep time
Can incorporate into recurring Council item
from Police Chief.
63 Council action to present Alarm
Ordinance as soon as possible
May 13, 2025 August 5, 2025 Police Department & City Attorenys Office Staff already implementing:
to return to Council in
October
VPD: 5 hours; CAO: 5 hours
64 Review/Discuss Council Travel
Policy & Include in the policy a
process to decide whom goes to
what conferences
Bregenzer September 9, 2025 September 9, 2025 Finance; City Managers Office Finance 10 hours; CMO & CAO review: 5 hours
65 Provide Quarterly reports on
Measure P, B funds
Matias Septemeber 9, 2025 September 9, 2025 Finance
66 Strategic Plan/Comprehensive Plan
& process for Safe Streets in our City
to include schools and refer to
Council Public Safety Subcommittee
Lediju Septemeber 9, 2025 September 9, 2025 Public Works 5

Page 661 of 681 ends

City of Vallejo - City Council Referrals (as of 9/10/2025) # Topic Requester Responsible
Departments
Current Status Scope (as of 9/9/25)
*scopes are high level
estimates and may change as
staff begin work and/or if
outside consultants are
required.
6 Short-term Rentals (Air BnB, VRBO)
Ordinance
Verder-Aliga Finance, City Attorney,
Planning and
Development Services
Scoped, awaiting
Council Direction
City Staff Time - (CAO: 50 hours;
Finance: 10hrs; PDS: 100hrs)
15 Analysis and subsequent presentation or
report of the following ordinances:
· Condo/Apartment Conversion ordinance
that would include rights to refusal or the
right to buy or receive relocation
compensation
Palmares Planning and
Development Services,
City Attorney
Scoped, awaiting
Council Direction
PDS: 100 hours; CAO: 200+
hours) + additional time for
community meetings.
19 Discussion on building permit fees for low-
income housing
Bregenzer Planning and
Development Services
Scoped, awaiting
Council Direction
City Staff Time (PDS: 20 hours;
CAO: 10 hours; Finance 5 hours)
20 Schedule Study Session on funding “how
to help” for non-profits and CM to provide
report mentioned at 10/24 council mtg.

Loera-Diaz City Manager Scoped, awaiting
Council Direction
City Staff Time -
CMO: 15 hours, CAO: 15 hours
22 Consider placing moratorium on Mills Act
requests until consistent program is in
place
Bregenzer Planning and
Development Services
Scoped, awaiting
Council Direction
City Staff Time - (PDS: 20 hours;
CAO: 20 hours)
23 Discuss rebranding of the VPD and
change name to Vallejo Police Services
Department
Loera-Diaz City Manager/Police
Department
Scoped, awaiting
Council Direction
City Staff Time - (VPD: 20 hours;
CMO 20 hours); + budget for
contract with firm for branding &
new collateral
27 · Policy to support Vallejo Community
Land Trust
· Tenant right protection to Council
· Just cause eviction protection*
· Rent Stabilization*
Verder-Aliga Planning and
Development Services
Scoped, awaiting
Council Direction
Refer to item #15, above.

For 'Community Land Trust':

CAO: 25hrs; PDS: 25hrs
28 Ordinance for COV will not take a position
(ex. Ceasefire/Gaza) in international
conflicts. Similar to City of San Jose
Verder-Aliga City Manager/City
Attorney/City Clerk
Scoped, awaiting
Council Direction
City Staff Time - (CAO: 5 hours;
CMO: 5 hours)
29 Consider & Direct the City Manager to
provide quarterly reports to Council on all
Housing & Public Works Projects
Loera-Diaz City Manager/Planning
and Development
Services/Public Works
Scoped, awaiting
Council Direction
City Staff Time (per quarter) -
PW: 15 hours; CMO: 5 hours)
33 Create short-term economic
development strategy for downtown
Palmares Economic
Development
Department
Scoped, awaiting
Council Direction
Combined w/ item #61, below.

Page 662 of 681 ends

# Topic Requester Responsible
Departments
Current Status Scope (as of 9/9/25)
*scopes are high level
estimates and may change as
staff begin work and/or if
outside consultants are
required.
46 Discussion & consideration of Vision Zero
Policy for COV
Matias City Managers Office,
City Attorneys Office,
Planning &
Development Services,
Police Department,
Public Works
Scoped, awaiting
Council Direction
20 hours of internal staff
meetings for stakeholder initial
planning.

Estimated Consultant costs,
$100,000
47 Mare Island Company update on
Connolly Corridor
Bregenzer Economic
Development
Scoped, awaiting
Council Direction
Info/report only: <5 hours staff
prep time
49 Creation of Sonoma Blvd. Ad-hoc
Committee
Matias City Managers Office,
City Attorneys Office,
Police Department
Scoped, awaiting
Council Direction
City Staff Time (per meeting) -
VPD: 5 hours; CMO: 5 hours;
CAO: 5 hours)
50 Sperry Mills Site Sorce Economic
Development
Scoped, awaiting
Council Direction
CAO: 25 hours; PDS: 25 hours
51 California Forever on Mare Island Navy
Shipyard/Ship Act
Gordon Economic
Development
Scoped, awaiting
Council Direction
Staff time -
(Ships Act) ED: 30 hours.
(CA Forever) ED: 30 hours.
54 Red Light Abatement Act Ordinance Palmares City Attorney's Office Scoped, awaiting Council Direction
CAO presented scope on
September 9, 2025.

CAO: 50 hours
58 Update to Social Nuisance Ordinance Matias City Managers Office, City Attorneys Office,
Police Department
Scoped, awaiting
Council Direction
CMO: 15 hours, CAO: 15 hours
/per month.
+ Ongoing VPD response to
identified issues.
59 Once a month, recognize & acknowledge
every department with staff highlighting
work they are proud of. 15 minutes
maximum
Gordon Communications Scoped, awaiting
Council Direction
CMO: 10 hours, Other
Department: 15 hours / per
month
61 Activiation Plan for downtown, waterfront
and marina. Not a duplication of specific
plan. An elaboration of the economic
development strategy with fully
developed tasks in specific relation to the
aforementioned places.

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

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

Page 663 of 681 ends

ACTION ITEM 9.F.

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

STEP PROCESS FOR AGENDIZING

RECOMMENDATION
Discuss and provide direction to staff on the following:

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

2. Current Two-Step Process for agendizing

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

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

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

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

Page 664 of 681 ends

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

TWO-STEP PROCESS FOR AGENDIZING

Page 2 ends

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

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

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

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

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

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

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

Page 665 of 681 ends

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

TWO-STEP PROCESS FOR AGENDIZING

Page 3 ends

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

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

Page 666 of 681 ends

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

TWO-STEP PROCESS FOR AGENDIZING

Page 4 ends

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

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

Page 667 of 681 ends

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

TWO-STEP PROCESS FOR AGENDIZING

Page 5 ends

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

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

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

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

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

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

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

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

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

FISCAL IMPACT

Page 668 of 681 ends

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

TWO-STEP PROCESS FOR AGENDIZING

Page 6 ends

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

ATTACHMENTS

1. 2025 Council Referral Requests 061825

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

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

Page 669 of 681 ends

INFORMATIONAL ITEM 10.A.

DATE: October 14, 2025
TO: Mayor and Members of the City Council
FROM: Stephanie Sifuentes, Human Resources Director
SUBJECT: WHISTLEBLOWER COMPLAINT PROCESS

RECOMMENDATION
This item is for informational purposes only. There is no action associated with this item.

REASONS FOR RECOMMENDATION
City staff has been planning to update the City’s Whistleblower policy for some time. The City Council has also expressed an interest in having the policy updated. City staff collaborated with an outside attorney to create an updated policy, which it presented to City Council on May 13, 2025.

During that presentation, Council Members provided direction to staff to expand certain elements of the City’s Whistleblower program. This included providing more clarity to employees on the process, providing status tracking information to complainants, including options for anonymous complaints, tracking metrics for reporting, and incorporating an automated way to ensure that complaints involving senior staff and executive leadership are handled with integrity.

BACKGROUND AND DISCUSSION
The State of California provides protections for employees who have reasonable cause to believe that they have witnessed a violation of a state or federal law, or a violation of, or noncompliance with, a local, state, or federal rule or regulation under their Whistleblower Protection Law (Lab. Code Section 1102.5). State law makes these Whistleblower protections applicable to employees of general law and charter cities or counties (Lab. Code Section 1106, 53296(a)). While the state already provides these protections for employees, having a City of Vallejo personnel policy and processes that speak to these protections provides more direct accessibility and clarity to our employees. Note that under State law, a Whistleblower is an organization’s current employee, former employee, or job applicant. Members of the public are not legally considered Whistleblowers. That said, the City invites compliments and complaints from employees and members of the public.

The Human Resources Department is working to update and modernize personnel policies ("administrative rules"). To that end, Human Resources utilized its membership in the Liebert Cassidy Whitmore NorCal Employee Relations Consortium to obtain model personnel policies which have been pre-vetted by their experienced team of employment law attorneys. The City of Vallejo Municipal Code delegates the authority to create, implement, and revise administrative rules to the City Manager. However, staff were asked to bring a Whistleblower policy before Council for general awareness of the components of the policy, including procedures for reporting and for retaliation complaints, as well as any feedback.

Staff brought the Whistleblower policy that was developed by Liebert Cassidy Whitmore employment attorneys before Council on May 13, 2025. Council provided feedback and asked for it to come back. Council's feedback was more about the processes currently in place, and the lack of robustness. Staff looked at Whistleblower programs and processes in a variety of other surrounding agencies and found that there are some very robust programs in larger agencies. Staff also found that most agencies similar in size to Vallejo do not have policies

Page 670 of 681 ends

Date: October 14, 2025
Subject: WHISTLEBLOWER COMPLAINT PROCESS

Page 2 ends

or processes that are specific to Whistleblower complaints, and that Whistleblower complaints are typically handled the same way as all other complaints. However, Council's feedback regarding the process was valuable and staff want to be able to solve for those gaps in the existing process, so staff looked at ways to address that using technology.

After looking at a few different options, staff found that a platform called FaceUp can serve as an effective way for the City to intake, track, and report on all types of complaints the City receives, including Whistleblower complaints. The platform is very robust, addressing the concerns brought forward by Councilmembers. In addition, it's very affordable. The functionality of this platform will allow the City to do the following:
• Automate the employee complaint and tracking process. • Make the complaint process more accessible to employees and offers a variety of methods for filing a complaint (online, by phone via a hotline, with a live person who transcribes it, and includes options for anonymity).
• Assigns a unique identifying number to the complaint. • Allows employees to log in and find out where their complaint is in the process (status update). • Built-in safeguards to maintain the integrity of the complaint and processing. When an employee completes the complaint form, the information they provide in the fields of the electronic complaint form determines who it should go to, and more importantly, who it should not go to. Any staff member listed in the complaint would be eliminated from the routing and would not have access to the complaint case.
• By default, this platform does not allow complaints to be deleted from the system. We can only define retention periods (between 3 months and 60 months) based on our records retention rules. • Customizable analytics and reporting capabilities.

The above functionality will allow the City to address the concerns raised by City Council, and bring a more objective, systematic, and structured approach to the overall complaint process, inclusive of Whistleblower complaints specifically.

FISCAL IMPACT
There is no fiscal impact for the item before you tonight. Any fiscal impact would be absorbed through the current budget and budgeted accordingly in future fiscal years.

ATTACHMENTS

1. Whistleblower Flow

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

Page 671 of 681 ends

Complaint Process Update
Presented by:
Stephanie Sifuentes, Human Resources Director
Nalungo Conley, Assistant City Manager

Page 672 of 681 ends

Current General Complaint Process
- Very Manual
Complaint received via complaint
form, phone, email, in-person,
Stop-It app; logged into a
spreadsheet, and assigned to
staff
Assigned staff conducts intake
meeting with complainant
HR determines if an investigation
is necessary and, if so, whether it
should be assigned internally or
externally. If an external
investigation is warranted, HR
works with CAO to secure an
external investigator.

Investigation is conducted,
resulting in a report of the
findings.

At the conclusion of the
investigation and review of the
report, closure notices are sent to
the complainant(s) and subject(s)
to notify them of the outcome.

Page 673 of 681 ends

Current Process for
Routing Complaints
Involving the
HR Director,
City Manager,
City Attorney,
or City Council
If a complaint involves the HR Director, then
it goes directly to the City Manager and City
Attorney.

If a complaint involves the City Manager, it
goes to the HR Director and the City
Attorney.

If a complaint involves the City Attorney, it
goes to the HR Director and the City
Manager.

If a complaint involves the City Council, it
goes to the HR Director.

Page 674 of 681 ends

Proposed New Complaint Process
- Very Automated, Plus Added Anonymity Options
Complaint initiated through on-
line portal (other methods could
still be available as well and then
inputted into the portal by staff)
Complainant completes a
questionnaire regarding the
details of their complaint. The
information provided by the
complainant determines which
staff the complaint is assigned to,
and which staff are removed.

Complainants have the option of
checking a box to remain
anonymous and there is an
option to alter a complainant’s
voice to preserve anonymity for
complaints submitted by phone.

Complaint number is assigned
when the complaint is submitted;
complainant is able to track the
status of the complaint through
the process to resolution.

Page 675 of 681 ends

Overview
of FaceUp
Functionality
• Electronic intake form
• Automated employee complaint and tracking
process.
• Variety of methods for filing a complaint (online,
hotline message, live person, includes options for
anonymity).
• Assigns a unique identifying number to the
complaint.
• Allows employees to log in and find out where their
complaint is in the process (status update).
• Built-in safeguards to maintain the integrity of the
complaint and processing; system can determine
who the complaint should go to, and more
importantly, who it should not go to.
• Platform does not allow complaints to be deleted
from the system.
• Customizable analytics and reporting capabilities.

Page 676 of 681 ends

Digitized intake form
Allows for voice messages in multiple
languages
Anonymous reporting

Page 677 of 681 ends

Unique ID’s
Customizable Categories for
reporting
Status trackers

Page 678 of 681 ends

Increased accountability, with more specific and reliable data Customizable Analytics
Dashboard that can be shared internally/externally for case management and tracking of status

Page 679 of 681 ends

Proposed Next
Steps • Engage FaceUp © and IT
department to get full quote for
system
• Work with FaceUp team to
customize for our needs
• Determine if current cases will be
manually imported into new system,
or if this is a “go forward” process
• Engage staff/unions on policy
implementation and process update
• Conduct info/training on new
system
• Post FAQ’s

Page 680 of 681 ends

Thank you
Questions:
Stephanie Sifuentes, Human Resources Director
[email protected]
Nalungo Conley, Assistant City Manager
[email protected]

Page 681 of 681 ends

Vallejo City CouncilOctober 14, 2025

Vallejo City Council
October 14, 2025