AX9 Security, Inc. –Security Services AgreementOSCAR ALCANTARINTERIM PUBLIC WORKS DIRECTOR RFP/ Contract for Security Services•Request for Proposals advertised in May 2022 for patrol and post security guard services•Contract awarded to Admiral Security, now AX9, for an amount not to exceed $3,750,000•Effective date was July 1, 2022, with a current expiration date of June 30, 2026
Original Scope of Services•Patrol and Stationary Post Guards-Patrol: mobile or by foot, across designated areas covering a specific route-Post: assigned to a fixed location, monitoring entry/exits etc.•Locations: City Hall, Vallejo Room, Parking Lots, Marina, Fleming Hill Water Treatment Plant, 400 Mare Island Way, Vallejo Housing Authority•Special Events: Mad Hatter Festival, Vallejo Art Walk, after hour meetings, warming/cooling centers and other emergencies
Services Beyond Original Scope•Additional Properties Requiring Security:
oFarragut School (Leased Property):Current loss estimated at $1.5 milliono341 Heartwood Avenue (City-Owned):3-bedroom, 3-bath homeo1 Harbor Way (City-Owned):Commercial property, formerly Marine Craft; vacant since July 1oNavigation Center:Temporary security; services no longer covered by CityoJFK Library:Fire watch Security Guard Services Pilot Program•On March 27, 2024, Measure P Oversight Committee supported$500,000 in Measure P funding for security services in high impact areas•City Council approved allocation as part FY 24-25 budget•Current side letter with VPOA limits the patrols to 40 hours per week with a one-year cap Security Guard Services Pilot Program•Program will provide:–Security patrols in targeted areas–Enhanced deterrenceagainst disruptive / criminal behavior–Additional layer of observance by reporting concerns directly to Vallejo 911 and/or Public Works staff for follow up.
RFP for Pilot Program•City issued RFP in June 2024 for Security Guard Services Pilot Program•AX9, the City’s current security services contractor, was selected through the RFP process Patrol Routes for Pilot Program•Staff collaborated with AX9 to develop patrol route options•Used VPD “Burglary and Larceny Hot Spot” data to identify crime concentration areas and create four route options
Patrol Route –Option 1: Burglary Focused•40 hours per week•Schedule: 1:00 am to 9:30 am (8-hour shifts), Mon-Fri•Focus: Designed to maximize presence during late-night and early-morning hours, when burglary activity is historically highest
Patrol Route –Option 2: Larceny Focused•40 hours per week•Schedule: 9:30 am to 6:00 pm (8-hour shifts), Tues-Sat•Focus: Designed to target daytime hours when larceny incidents are most common
Patrol Route –Option 3: Combined Coverage•40 hours per week•Schedule: §Burglary Route (24 hours per week) 1:00am to 9:30am(8-hour shifts), Mon, Fri, and Sat§Larceny Route (16 hours per week) 9:30am to 6:00pm(8-hour shifts) Tues and Weds•Focus: A balanced approach that providesconsistentcoverage for both burglary and larceny hotspots throughout theweek
Patrol Route –Option4: Combined Coverage•36 hours per week•Schedule: §Burglary Route (18 hours per week) 1:00am to 7:30am(6-hour shifts), Mon, Fri, and Sat§Larceny Route (18 hours per week) 10:00am to 4:30pm(6-hour shifts) Tues, Weds, and Sun•Focus: A variation offering slightly reduced total hours but covering a broader range of days
Selection of Patrol Route Option•Option 3: Combined Coverage (40 hours per week) was selected•It blends proactive patrols in high burglary areas during peak late-night hours with patrols in high-larceny areas during daytime hours•Patrol routes/schedules will be periodically adjusted to maintain effectiveness and reduce predictability Evaluation of Pilot Program•Effectiveness will be evaluated through quantitative data and qualitative feedback•Crime data provided by VPD will be reviewed to assess if reported incidents show a downward trend over time •Feedback from local businesses and community members through surveys or targeted outreach•Service hours and area coverage may be expanded following evaluation, provided sufficient Measure P funding and agreement with VPOA PROPOSED NEW CONTRACT•Not-to-Exceed Limit:$1.9 million(one-year term)•Amount includes:–Cost for all hours and service areas (existing and new)–$43,538 pass-through insurance coverage cost–10% allowance ensuring flexibility for unplanned orextendedcoverage needs•One-year termwith four one-year extension options Estimated Annual Costs
Fund Estimated Annual Amt (including 10% contingency)General Fund$1,155,296Housing Fund$29,026Marina Fund$112,112Measure P Fund$123,618Parking Fund$336,336Water Fund$143,424Total $1,899,812 •Farragut School Repairs: City’s insurer has formally approved $183,605.65 in reimbursements for security costs, with a $25,000 policy deductible •Costs below are charged to theappropriate City fundbylocation/assignment•Funded by existing Council-approvedappropriations SERVICE LOCATIONS COVERED BY EACH FUND•General Fund:City Hall interior & exterior; City Council, Commision and Board meetings; Vallejo Room; 400 MareIsland Way;Special Events; JFK Library fire watch; Farragut School; 341 Heartwood Ave; 1 Harbor Way•Housing Fund:Vallejo Housing Authority•Marina Fund:Marina Harbor•Measure P Fund:Security Guard Services Pilot Program; pass-through insurance cost •Parking Fund:Vallejo Downtown Lots•Water Fund:Fleming Hill Water Treatment Plant Next Steps•Current AX9 contract will be terminated•New agreement executed allowingfor continued services and implementation of Security GuardServices Pilot Program•Staff will evaluate service needs at eachsite and effectiveness of the pilot program to determine if adjustments are needed.•Mid-year budget adjustment (FY 2025-26) may be required due to expansion ofservice levels at City Hall and/or as a result of evaluation.
CONTACT(S)
Oscar Alcantar, Interim PW Director
Jason AckleyAssistant to the City Manager
10.14.2025
Boards, Commissions, & Committees Assessment
Project History:•Project started under prior City Manager & City Council•“Review of Boards Commissions & Committees” = Council Referral from 2023-24•Staff contracted with Municipal Resource Group (“MRG”) in Q1 2024 to do the assessment•MRG performed all major work in Q1 & Q2 of 2024 and supplied staff with a draft report•Draft report review in 2024 & finalized in 2025; revisions made and report completed City Council presentationOctober 14, 2025Ashwini Kantak, MRG
CITY OF VALLEJO
BOARDS,
COMMISSIONS, &
COMMITTEES
ASSESSMENT
AGENDA•Background and Overview•Project Scope and Methodology•Key Themes and Findings•Recommendations•Implementation Capitol Street StairsC. Lee
Background and Overview
CarquinezBridgeSam Quinn
BACKGROUND
•Vallejo City Charter enables City Council to create Boards, Commissions, and Committees (BCCs)•Nineteen active BCCs; five are quasi-judicial and fourteen are advisory•City Clerk advertises BCC vacancies, screens applications and sends to the City Council; City Council interviews and makes appointments to these bodies. •Each BCC is supported by a staff secretary and City Attorney’s office•Meeting frequencies vary across the BCCs -monthly, bi-monthly, quarterly, annual Project Scope and
Assessment Methodology
Sunol Regional Wilderness
SCOPE AND DESIRED OUTCOME
•In January 2024, City of Vallejo retained MRG to conduct a thorough assessment of all active BCCs (community representatives only)•A draft report was completed in March 2024; additional input was provided from May-August 2025, and the report has been updated•Project Scope:•Review associated practices, policies, and procedures•Develop findings and recommendations based on a combination of interviews and surveys (internal stakeholders only), document review, and benchmarking•Identify opportunities for consolidation and/or elimination•Recommend best practices to maximize effective community service while ensuring efficient use of City Council and staff time.
ASSESSMENT METHODOLOGY
•Research existing Policies and Procedures•Interviews –combination of individual and group interviews oMayor and Council, City Manager, City Clerk, City Attorney, Senior Leadership Team •Survey –Staff Secretaries (66% response rate)•Benchmarking –6 cities (El Cerrito, Fairfield, Milpitas, Palo Alto, Richmond, Sunnyvale) Key Themes
Council and Staff
Lake Dalwigk
KEY THEMES
•Recruitment Process•Membership and Terms•Potential Changes to BCCs•Workplans and Budget•Staff Functions and Time Commitment•Training and Resources•Miscellaneous (other regional commitments, stipends, inadequate meeting space, BCC attendance prior to application, Commissioner versus staff roles) Best Practices
Key Findings
Glen Cove MarinaC. Lee
BENCHMARKING
CityPopulationNo. Of BCCsRecruitment and AppointmentGoverning Documents/ ResourcesWorkplans and Reports El Cerrito26,00013Annual appointments, Council interviews in a public meetingMunicipal Code, Handbook, Code of ConductAnnual workplans for some Commissions Fairfield120,0007Ongoing recruitments, Council appointmentsOrdinance, Resolutions, Youth Commission HandbookNo workplans Milpitas84,00013Ongoing recruitments, Council appointment but no interviewsBy-laws, HandbookAnnual workplans and reports approved by CouncilPalo Alto67,0008Annual appointments, Council interviews in a public meetingHandbookAnnual workplans, BCC Chairs presents workplan to CouncilRichmond116,00024Ongoing recruitments, Council appointmentsResolution, Boards, Commissions, and Committees HandbookOptional work programs and goals Sunnyvale152,00010Annual recruitment, Council appointment but no interviewsCity Charter, Council Policy, ResolutionsAnnual workplans, advise Council on study issues and budget
KEY TAKEAWAYS
•Findings from Benchmarking •Number of Commissions range from 7-24•Annual recruitment process with limited recruitments for vacancies (three of six cities)•Meeting frequency varies across cities and for different BCCs•Annual workplan and reports/performance measures (three cities require annual workplans, two require them for some BCCs, one city makes workplans optional)•Handbook or Council Policy as a single reference document for all BCCs (five of six cities)•Centralized information and resources on website•Mandatory training and acknowledgment of relevant documents Recommendations
Sunol Regional Wilderness
RECRUITMENT PROCESS
•Conduct recruitments twice a year•Keep lists of candidates acceptable by Council active for a period of 6 months or until next recruitment period, whichever is sooner; do not require candidates to re-apply•Consider use of alternates to allow a longer period to fill vacancies •Provide annual attendance records to Council to help inform the selection process•Leverage City and Council social media channels; provide promotional materials to members of the Council in user friendly formats•Leverage City events to promote BCC accomplishments and service opportunities•Require Commissioners to complete their terms on a BCC before considering them for a vacant position on another BCC
MEMBERSHIP AND TERMS
•Consider changing membership to five members and 2 alternates for all advisory BCCs, alternates will allow longer period before vacancies need to be filled•Solicit input from the community about whether shortening terms to 3 years will encourage more applicants
POTENTIAL CHANGES TO BCC
s
•Reduce number of BCCs to from 19 to 14 over 12-18 months•Provide existing Commissioners of any BCC to be eliminated the opportunity to fill vacancies on other BCCs, if eligible to serve on that BCC•Implementation will need to be phased to allow for Commissioners to finish their term or transition to another Commission, if they wish to do so
POTENTIAL CHANGES TO BCC
s
•Rename Economic Vitality Commission to Economic Development Commission (this has been done), incorporate the functions of Marina Advisory Commission into the EDC•Explore consolidation Surveillance Advisory Board with Police Oversight and Accountability Commission in the future•Incorporate Design Review Board into Planning Commission•Eliminate Sister City Commission, appoint a Council liaison to the Vallejo Sister City Association•Eliminate McCune Collection Commission, explore partnership with Library and Naval Historical Museum•Clarify purpose and role of Beautification Commission and Human Relations Commission; evaluate purpose and scope of Vallejo Tourism Business Improvement Board•Consider resurrecting Youth Commission or allowing non-voting youth Commissioners on all advisory BCCs
WORKPLANS AND BUDGET
•Require workplans and annual reports for every BCC; may require a Municipal code change•Provide opportunity for BCC Chairs to present to Council; consider adding two special sessions per year, focused on BCC workplans/reports•Provide templates for workplans and reports, require consistency in format and content across BCCs•Workplans should have a maximum of 3-5 goals with specific deliverables and lead Commissioners for each goal identified•Goals should be aligned with adopted Council and community priorities•Consider a modest annual budget of $1,000 for each BCC, exceptions could be made for any BCCs with significant workplan items’ may require a policy change•Eligible and ineligible uses of the budget should be in accordance with Council Policy 2024-01
STAFF FUNCTIONS AND TIME
COMMITMENT
•Staff should continue to prepare agenda and minutes, in coordination with the BCC Chair, City Attorney, and other staff; Commissioners should not be taking on this role•City should evaluate appropriate level of staff to effectively support BCCs•Use of standard templates, centralized resources, ongoing training, and potentially fewer BCCs will allow staff to be more efficient in supporting BCCs•Staff should have access to resources related to supporting BCCs, including document templates and training videos, on the City’s intranet
TRAINING AND RESOURCES
•Develop a BCC Handbook and Commissioner Onboarding packet•Onboarding to include requirements related to ethics, sexual harassment, code of conduct, Rosenberg’s Rules of Order trainings, review of Handbook•Link to Handbook and other BCC resources to be available on a dedicated BCC webpage•City Clerk and City Attorney to develop training for Commissioners, live training once a year with the recording available for viewing anytime•CMO/City Clerk to develop templates for agendas, minutes, workplans, and annual reports (this has partially been accomplished through the new agenda management system) Implementation
I80 Toll BoothWaler Gutierrez
IMPLEMENTATION
•Phase 1 (approx. 3 months)•Develop templates for meeting agendas, minutes, workplans, annual reports, and powerpoint presentations (this has partially been accomplished through new agenda management system)•Develop a BCC Handbook and Commissioner Onboarding packet•Develop a training program for Commissioners and staff secretaries•Appoint an Ad Hoc Council Committee or hold a Council Study Session to discuss the role and purpose of each BCC; solicit community input
IMPLEMENTATION
(contd.)
•Phase 2 (approx. 12-15 months)•Develop a phased implementation plan for changes to BCCs based on Council discussion and direction•Allow Commissioners on BCCs slated for consolidation or elimination to serve up to a 12-month period of their current BCC term or proactively offer opportunities to transition to another BCC, if eligible THANK
YOU
Any questions?You can find me at:[email protected](510) 898 6226
ACTIVE BCC BODIES
BCC NameNo. of MembersGoverning DocumentType of BCCArchitectural Heritage and Landmarks Commission7Chapter 2.48 of Municipal CodeQuasi-Judicial Building Standards Code Appeal Board5Chapter 2.75 of Municipal CodeQuasi-JudicialBeautification Commission7Chapter 2.39 of Municipal CodeAdvisoryCivil Service Commission5Chapter 2.43 of Municipal CodeQuasi-JudicialCode Enforcement Appeals Board7Chapter 2.49 of Municipal CodeQuasi-Judicial Commission on Culture and Arts7Chapter 2.32 of Municipal CodeAdvisory ACTIVE BCC BODIES (CONTD.)
BCC NameNo. of MembersGoverning DocumentType of BCCDesign Review Board5Chapter 2.59 of Municipal CodeAdvisoryEconomic Vitality Commission(since renamed Economic Development Commission)7Chapter 2.36 of Municipal CodeAdvisoryHousing and Community Development Commission7Chapter 2.46 of Municipal CodeAdvisoryHuman Relations Commission7Chapter 2.40 of Municipal CodeAdvisoryMarina Advisory Committee7Resolution No. 02-362 N.C.AdvisoryMcCune Collection Commission7Ordinance No. 1729 N.C.AdvisoryMeasure P Oversight Committee7Chapter 3.09.150 of Municipal CodeAdvisory ACTIVE BCC BODIES (CONTD.)
BCC NameNo. of MembersGoverning DocumentType of BCCParticipatory Budgeting Steering Committee11 and 3 alternatesAdvisory Planning Commission7Chapter 2.44 of Municipal CodeQuasi-JudicialPolice Oversight and Accountability Commission7 and 2 alternatesAdvisorySister City Commission7Chapter 2.38 of Municipal CodeAdvisorySurveillance Advisory Board7Ordinance No. 1859 N.C.AdvisoryVallejo Tourism Business Improvement District Board5Chapter 2.41 of Municipal CodeAdvisory APPROVAL OF RESOLUTION DECLARING THE CITY COUNCIL’S INTENTION TO INCREASE THE ASSESSMENT IN THE VALLEJO TOURISM BUSINESS IMPROVEMENT DISTRICT AND TO LEVY AND COLLECT ASSESSMENTS WITHIN THE DISTRICT FOR FISCAL YEAR 2025/2026 AND DECLARING ITS INTENTION TO AMEND SECTION 14.50.090 OF THE VALLEJO MUNICIPAL CODEGillian Haen, Assistant City Manager/Interim Economic Development DirectorAnnette Taylor, Senior Community Development Analyst , Economic Development Department CONSIDERATION•The Vallejo Tourism Business Improvement District assessment has not increased since 2007. •The Vallejo Convention & Vistors’ Bureau (VCVB) is requesting a phased increase of $0.50 per room night increase to the existing VTBID assessment effective January 1, 2026, and an additional $0.50 per room night effective January 1, 2027.
BACKGROUND•In 2003, the City of Vallejo reduced its allocation to many organizations that were funded through the General Fund, including the Vallejo Convention & Visitors’ Bureau (VCVB).•Because of the reduction, the VCVB approached the City to establish a Vallejo Tourism Business Improvement District (VTBID) which would allow hotels to assess themselves to pay for improvements and activities with the defined improvement district.•On January 6, 2004, the City Council adopted Ordinance No. 1522 N.C. (2) establishing Chapter 14.50 of the VMC, Vallejo Tourism Business Improvement District (VTBID) to levy and collect assessments within the district.•There is no sunset date for this VTBID.•On February 1, 2004, the assessment was levied on all hotels within the City of Vallejo based on a flat fee of $1.00 per occupied room per night for hotels with more than 40 rooms and $0.50 per occupied room per night for hotels with 40 or less rooms.
BACKGROUND (CONTINUED)•A Service Agreement was negotiated with VCVB to implement the marketing programs, projects, and activities that benefit the hotels within the City of Vallejo.•Due to the City’s budget deficit in FY 2007-2008, the city reduced the amount of Transient Occupancy Tax (TOT) allocation given to the VCVB.•Because of the reduced TOT allocation, the VCVB requested that the assessments in the VTBID be increased to augment their budget.•On June 27, 2007, the VTBID Advisory Board voted to recommend an increase in the VTBID assessments to a flat fee of $2.00 per occupied room night for hotels with more than 40 rooms and $1.00 per occupied room per night for hotels with 40 or less room.•On October 9, 2007, the City Council adopted a resolution approving the increase in assessments.
BACKGROUND (CONTINUED)•The current tax assessment of $2.00 per occupied room per night for hotels with more than 40 rooms and $1.00 per occupied room per night for hotels with 40 or less rooms per night produced $293,223 revenues in 2024-2025.•On March 11, 2025, the President & CEO of VCVB presented the concept of a VTBID modification to Vallejo hotel stakeholders, initiating a dialogue regarding the future of tourism funding and the long-term sustainability of VCVB’s marketing and development initiatives.•On July 9, 2025, the Vallejo hotel stakeholders reconvened with the majority of the Vallejo hotel stakeholders present voting in favor for a phased increase of $0.50 per room night increase to the existing VTBID assessment effective January 1, 2026, and an additional $0.50 per room night increase effective January 1, 2027.•On July 16, 2025, the VCVB Board of Directors approved and endorsed the proposed phased increase.
BACKGROUND (CONTINUED)•The goal of the phased approached is to responsibly scale VCVB’s funding capacity to meet the rising costs of doing business, while supporting expanded efforts in destination marketing, visitor services, public safety collaborations, and economic development for Vallejo’s tourism sector.•It is estimated the proposed increased assessment in year one following the implementation of the increased assessment would total approximately $57,031 for FY 2025-2026, assuming January 1, 2026, effective date, revenue generation is six months of incremental revenue stemming from any assessment modification, and for FY 2026-2027 approximately $114,063.•The Board prepared an Assessment Report regarding the proposed increased assessment for the City Council’s approval.•On October 8, 2025, the Economic Development Commission recommended to City Council the proposed VTBID assessment increase of $0.50 effective January 1, 2026, and an additional assessment increase of $0.50 effective January 1, 2027, and for the City Council to consider an automatic CIP inflation factor.
BACKGROUND (CONTINUED)•If the City Council approves the Resolution of Intention to increase the assessments, the next steps are to advertise the joint notice requirement and to mail the notice to interested parties and affected business owners of the increase assessments.•A public meeting to receive testimony would be scheduled for October 28, 2025, and a public hearing to receive written protests from the affected lodging facility owners would be scheduled for November 18, 2025.•If a majority protest is not received at that hearing, the City Council will be asked to adopt a resolution holding on first reading an Ordinance amending Vallejo Municipal Code section 14.50.090, which codifies the assessments.•The second reading and adoption of the Ordinance will occur at the next regularly scheduled City Council meeting, and the new assessments will become effective 30 days after adoption of the Ordinance.
CONTACT(S)
Gillian Haen, Assistant City Manager/Interim Economic Development [email protected] Taylor, Senior Community Development Analyst, Economic Development [email protected] Flock RAVEN Gunshot
Detection
Capt. Jerome Bautista
Vallejo Police Department
August 21, 2025
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 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
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
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
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
Central Vallejo: West of Hwy 80
South Vallejo: West of Hwy 80, South of 780
Raven Alert & Shots Fired Incidents:
Sept.6, 2024 – July 31,2025
Raven Alert and Shots Fired Cases Percentages
(Based on numbers from table graphs)
Total shooting Incidents (Raven and Shots Fired Incidents) *37 Incidents had BOTH a Raven gunshot alert and a Shots Fired Incident
Total Shooting Incidents and Cases
*Case include 26 from Raven gunshot alerts and 157 from Shots Fired Incidents
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 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
CONTACT(S)
Jerome Bautista
Police Captain of Operations
Andrew Murray City Manager
Discussion and Direction on City Council 2025 Goal Setting ProcessOctober 14, 2025 Background•As best practice, governing boards routinely review and update organizations goals.•The Vallejo Municipal Code (Section 2.02.160) provides direction regarding 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.
Background (Cont’d)•During goal setting, Council can also discuss the mission, vision, and values for the organization.•Over the past few years, Council has met for goal setting early in the year (February, March, April) for a one-day goal setting held offsite, which was facilitated by a consultant.–The 2024 goal setting meeting was instead used as a team building for Council and senior staff.•Goal setting has also included Council training and team building and detailed work planning. •In some past years, goal setting and work planning were two-day processes.
Background (Cont’d)•City staff sought Council’s direction at a Council meeting on February 11, 2025 regarding the 2025 goal setting process.•The City tentatively scheduled a one-day goal setting meeting for September 2, 2025.•The September 2, 2025 meeting was cancelled so that staff could receive additional specific, formal direction from a majority of the Council on the elements of the 2025 goal setting process.
Next Steps•Staff is requesting direction on the following to arrange the 2025 goal setting meeting(s):1.Location;2.Number of sessions, date(s), and time(s);3.Facilitator;4.Whether or not to address mission, vision, and values (in addition to goals);5.Whether to incorporate Council training and team building;6.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;7.Whether to identify specific performance measures related to goals and strategies/projects;8.What materials staff should prepare in advance;9.How to incorporate public input;10.Process for selecting facilitator; and11.Timeline for implementing goal setting
CONTACT(S)
Andrew MurrayCity Manager
Jason AckleyAssistant to the City Manager
9.23.2025
Discussion on Council Referrals & Scoping
Status of ReferralsThere are currently …•6 new referrals not yet scoped (from Sept 9th& 23rd)•4 referrals awaiting implementation•14 referrals currently being implemented by staff•20 referrals scoped and awaiting Council direction•15 referrals marked as “completed” Not Yet Scoped Items = the 6 new items from September 9th & 23rd *We’re waiting to hear back from Departments on these items. •Review/Discuss Council Travel & Attendance Policy•Provide Quarterly reports on Measure P , B/V Funds•Strategic Plan/Comprehensive Plan and process for Safe Streets (to refer to Public Safety Committee)•SAB: monthly meetings + agendize ordinance change•Discussion of abandoned vehicle program•Report on Franchise Agreement w/Recology to better understand potential city-wide cleanup program Staff are Implementing:•These are items that Council requested, staff scoped, and we are working toward completing(example: Explore Sale of the Herbert House)•And items that staff were going to do anyway(such as a Long-Term Financial Plan) Staff are Implementing:•Mare Island CFD/MISTEA (to return w/ Specific Plan FY26/27)•Create council ad-hoc committee to review City Charter•Create council ad-hoc committee to revise VMC Chapter 2.02 related to Council meetings/rules/procedures•Sale of Herbert House•Additional Red-light enforcement cameras•Consideration of increasing fines, penalties, impoundment rules & other deterrents to Sideshow activities•City-wide Performance Audit•Whistleblowing Policy/Program•Long-Term Financial Plan•Reduction of speeds in school sites & business districts (w/ AB-22)•Gun Violence Restraining Order (GVRO)•Branded Campaign to bring back & celebrate Vallejo businesses•Council action to present Alarm Ordinance (returning in October)•SAB: make meetings monthly + agendize ordinance change Awaiting Implementation:•Security Services Pilot Program–Contract was first item on Agenda for 10/14–Can now move forward with pilot program •Boards/Commissions/Committees Review & Report–Report to Council was 2nditem on 10/14•Closed Session reviews of:–City Manager’s Performance Evaluation–City Attorney’s Performance Evaluation CompletedItems:•Tobacco Retail Licensing Ordinance•Options for Safe RV/Vehicle Locations & NGO Partnerships•Establish 2-person Council ad-hoc subcommittee on collaborative reforms•Request CalDOJcontinue partnership in collaborative reform efforts•Agendize Marina condition issues•Building Permit Fee Waivers (those experiencing thefts) grant program•Audit of Broadway Project•Creation of a Public Safety Committee•Update on permitting process with PDS & ways to improve•Update on status of Sheriff’s Office negotiations•Update on City’s Disaster Preparedness•Public Safety Workshop•Dispatch move update•Council consider adding Mare Island Preserve to federal gov’t (Garamendi’s Bill)•Update on Scotts Valley Band of Pomo Indians casino project Scoped and Awaiting Council Direction:•These are items requested by Council that were scoped by senior staff.•Scopes are often high-level estimates based on current information, and subject to change as staff learn more.•Consulting hours (and fees) can at times be swapped out for some of the staff time requirements on items.
Scoped & Awaiting Council Direction:•Short-term Rental Ordinance (Air BnB, VRBO)•Analysis/presentation: Condo/Apartment conversion ordinance•Discussion on building permit fees for low-income housing•Study Session on “how to help” non-profits•Consider placing moratorium on Mills Act requests until program in place•Discuss rebranding of VPD•Policy to support Vallejo Community Land Trust; tenant protections; just cause eviction protection; rent stabilization•Ordinance for COV not taking a position on international conflicts•Provide quarterly reports on Housing & Public Works Projects•Create short-term economic development strategy for downtown1 of 2 Scoped & Awaiting Council Direction:•Discussion/consideration of Vision Zero Policy•Connolly Corridor/Mare Island Company update•Creation of a Sonoma Blvd. Ad-hoc Committee•Sperry Mills Site update•California Forever/Mare Island Navy Shipyard / SHIPS Act discussion•Red Light Abatement Act Ordinance •Update for Social Nuisance Ordinance•Recognize, monthly, acknowledgement of staff & their work•Economic activity activation Plan for downtown, waterfront & marina areas•Include response times, including IHART in Public Safety Staffing Emergency 2 of 2
Next Steps:•City staff seek Council direction on whether to move forward with any of the scoped referrals.•Staff recommends Council Goal Setting as an opportunity to continue the discussion amongst Council regarding referrals.
CONTACT(S)
Jason AckleyAssistant to the City [email protected]