Agenda packet, regular meeting — Vallejo City Council, October 28, 2025 (part 2 of 2)

RESOLUTION NO. 25-_____ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO MAKING FINDINGS

PURSUANT TO THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) AND AMENDING THE FISCAL YEAR 2025-2026 BUDGET TO APPROPRIATE $1,000.000 OF MONSANTO SETTLEMENT FUNDS FOR THE 50 SOLANO AVENUE CLEANUP AND MONITORING COMPLIANCE PROJECT (PW9429)
WHEREAS, the 50 Solano Avenue Clean Up and Monitoring Compliance Project is located at 50 Solano Avenue in Vallejo, California; and
WHEREAS, the Remedial Action Work Plan (RAWP), prepared by Environmental Risk Services Corporation in October 2023 and approved by the San Francisco Bay Regional Water Quality Control Board in January 2025, requires soil excavation, confirmatory sampling, disposal, site restoration, and groundwater monitoring to address Total Petroleum Hydrocarbon (TPH) contamination; and
WHEREAS, the San Francisco Bay Conservation and Development Commission issued a permit in November 2024 authorizing the work, with commencement required by November 30, 2025, and completion by November 30, 2027; and
WHEREAS, the City of Vallejo received just over $4 million from the Monsanto PCB contamination settlement, of which $1 million is needed to fund this project; and WHEREAS, the settlement places no restriction on the use of funds, and the City seeks to allocate a portion toward the remediation of contaminated property at 50 Solano Avenue; and WHEREAS, this action constitutes the second step of a two-step process to amend the Fiscal Year 2025–2026 budget, appropriating $1,000,000 of settlement funds from the General Fund Reserve to the Capital Outlay Fund PW9429. The City Council provided notice of intent to amend the Budget on October 14, 2025.

NOW, THEREFORE BE IT RESOLVED that the City Council hereby finds that this action is exempt from environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15330: "Minor actions to prevent, minimize, stabilize, mitigate or eliminate the release or threat of release of hazardous waste or hazardous substances." Class 30 consists of any minor cleanup actions taken to prevent, minimize, stabilize, mitigate, or eliminate the release or threat of release of a hazardous waste or substance which are small or medium removal actions costing $1 million or less, including, specifically, "excavation and/or offsite disposal of contaminated soils or sludges in regulated units." The soil remediation project at 50 Solano Ave has a total cost under $1 million dollars and consists of removing contaminated soil and depositing it properly off-site.

BE IT FURTHER RESOLVED the City Council of the City of Vallejo hereby amends the Fiscal Year 2025-2026 budget to appropriate $1,000,000 of Monsanto Settlement funds for the 50 Solano Avenue Cleanup and Monitoring Compliance Project (PW9429) as follows:

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Capital Outlay – Fund 201 Revenue Expenditure
Transfer In from General Fund $1,000,000
PW9429: Hazardous Materials Remediation $1,000,000
General Fund – Fund 001
Transfer Out from Reserve Balance $1,000,000

Adopted by the City Council of the City of Vallejo at a regular meeting held on October 28, 2025, with the following vote:

AYES:

NOES:

ABSENT:

____________________________________

ANDREA SORCE, MAYOR

ATTEST: _____________________________________
DAWN G. ABRAHAMSON, CITY CLERK

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San Francisco Bay Regional Water Quality Control Board
June 3, 2022
File No. SL 163211119 (MS)

City of Vallejo
Attn. Mr. Terrance Davis
(Terrance.Davis @cityofvallejo.net)
555 Santa Clara Street
Vallejo, CA 94590

Subject: Concurrence and Comments on Additional Site Investigations Report, Vallejo’s 17.12-Acre Parcel (Report), 50 Solano Avenue, Vallejo, California
Dear Mr. Davis:

Thank you for submitting the subject Report dated February 17, 2022, prepared by Environmental Risk Services, Inc. (ERS) on behalf of the City of Vallejo in response to the March 6, 2020, California Water Code Section 13267 Technical Report Requirements Order (Order) for an Investigation Work Plan and an Investigation Results Report for the Vallejo 17.12-Acre Parcel (Site).

Background
The Report describes the investigation activities conducted, including permitting, surveying, underground utility clearance, drilling and laboratory subcontractor solicitation and contracting, and sampling of soil and groundwater on January 18 and 19, 2022, laboratory analysis, data processing and compilation, and report preparation.

The objective of the soil and groundwater investigation was to determine the nature and extent of organic contaminants in the areas of borings V-4, V-18, and V-24 and to determine whether additional investigation or remedial action is warranted.

Investigation Results
Soil Contamination
The Report states that only trace semi-volatile organic compounds (SVOCs) were detected and no values exceeding Tier 1/Residential Environmental Screening Levels (Tier 1 ESLs) were reported. However, total petroleum hydrocarbons (TPH) as diesel (TPH-d) and TPH as motor oil (TPH-mo) concentrations in subsurface soils and groundwater in Areas 2 and 3 are elevated and likely associated with the historical use of the property to store vehicles, including large construction equipment and vehicles that used diesel fuel.

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Mr. Terrance Davis - 2 - June 3, 2022

Groundwater Contamination
The Report states that grab groundwater samples were collected from all 12 borings at the Site for analysis of SVOCs in Areas 1 and 2, for TPH in Areas 2 and 3, and volatile organic compounds (VOCs) in Areas 1, 2, and 3. Analysis of the groundwater samples indicates the following:

• SVOCs were not reported exceeding the Tier 1 ESLs, maximum contaminant levels (MCLs), or the Tap Water Cancer Risk in any of the borings sampled in Areas 1 and 2. No VOCs exceeding the Tier 1 ESLs, MCLs, or the Tap Water Cancer Risk were detected in the three borings sampled.

• TPH as gasoline (TPH-g) was not detected in any samples from Areas 2 and 3 above laboratory reporting limits.

• TPH-d was detected in all four borings in Area 3 above the Tier 1 ESL, MCL or the Tap Water Non-Cancer Risk. The highest concentration was detected in boring B12 by the Mare Island Strait/Napa River (MIS/NR), confirming the presence of elevated TPH-d concentrations ten years after the previous targeted site investigation. Based on these results, the potential source of TPH-d could be within the soil vadose zone or groundwater saturated zones in this area.

• Elevated concentrations of TPH-mo were widely detected in both areas, especially in Area 3. However, there are no existing Tier 1 ESL, MCL, or Tap Water Non-Cancer Hazard standards.

Report Conclusions and Recommendations
The Report states that based on previous and current investigation results, TPH-d in groundwater appears to be limited to Area 3. Risks to human health or the environment posed by elevated TPH-d in groundwater are low considering the limited extent, and current and planned uses of the Site. Consequently, ERS does not recommend additional investigation of this area. However, persistently elevated TPH-d detected in groundwater suggests that potential TPH-d sources are likely present within local soils near and in the vicinity of Area 3 at the shoreline. For this reason, targeted, local removal of impacted soil, followed by confirmation soil sampling, would be the most rapid and cost-effective mitigation measure to prevent continued leaching and ongoing migration of TPH-d from soil to groundwater. Therefore, targeted soil removal would eliminate potential human health or ecological risks associated with TPH-d in local groundwater. For these reasons, ERS recommends development of a Work Plan for local soil and groundwater removal at Area 3, assisted by sampling to confirm the extent and adequacy of TPH-d-contaminated groundwater and TPH-d impacted soil removal.

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Mr. Terrance Davis - 3 - June 3, 2022

Regional Water Board Response and Request
The City of Vallejo has met the requirements of the Order. I concur with the Report conclusions and recommendations and offer the following additional recommendations:

The elevated TPH-d and TPH-mo concentrations detected in grab groundwater samples collected from borings B9, B12, and V24, which are in proximity of MIS/NR, show that it is likely that TPH-impacted groundwater is discharging into the MIS/NR. Future investigations and remedial actions will need to cease this ongoing discharge.

Therefore, please submit the following technical reports for voluntarily cleanup of soil and groundwater contamination at the site and to prevent the discharge of contaminated groundwater into MIS/NR:

1. A Remedial Action Plan (RAP) to conduct the remedial measures recommended in the Report. The RAP should also recommend the following:
a. Installation of groundwater monitoring well(s) near borings V-24, B9, B10, and B12, to better monitor the discharge of TPH-d and TPH-mo-impacted groundwater into MIS/NR; and
b. If needed after the excavation, remedial action alternatives for removal and/or treatment of any residual TPH-d and TPH-mo-impacted soil and groundwater.

2. A Remedial Action Plan Implementation Report documenting and presenting the results of the implemented remedial action(s).

The City of Vallejo is required to submit all documents in electronic format to the State Water Resources Control Board’s GeoTracker database, pursuant to the California Code of Regulations (Title 23, Section 3890, et.seq.). See Electronic Submittal of Information for guidance on submitting documents to GeoTracker. Please note that this requirement includes all analytical data, monitoring well information (latitudes, longitudes, elevations, and water depth), site maps, and boring logs.

Basis for Request
The information requested in these reports are needed to reduce or eliminate future impacts to human health or water quality from site contamination.

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Mr. Terrance Davis - 4 - June 3, 2022
If you have any questions, please contact me at (510) 622-4824 or [email protected].

Sincerely,

Max Shahbazian, P.G.

Mr. Peter Weiler, Environmental Risk Services, Inc. ([email protected])

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CONSENT CALENDAR 8.I.

DATE: October 28, 2025
TO: Mayor and Members of the City Council
FROM: Erik Rzomp, Executive Assistant to Mayor Sorce
SUBJECT: AUTHORIZE THE COUNCIL BY MOTION TO APPROVE A PROCLAMATION

COMMEMORATING FILIPINO-AMERICAN HISTORY MONTH

RECOMMENDATION
Vallejo City Council to approve a proclamation by motion to recognize October 2025 as Filipino History month

REASONS FOR RECOMMENDATION
Vallejo is home to a large and vibrant Filipino community. This proclamation is recognition of the Filipino community’s history and contributions to Vallejo’s story.

BACKGROUND AND DISCUSSION
Filipino presence in Vallejo dates back over 100 years and is closely tied to the US Navy’s presence at Mare Island. The history includes the arrival of war brides as well as the nannies and servants of US Naval Officers stationed at Mare Island after the Spanish-American and Philippine American Wars, and the arrival of Vallejo’s first Filipino family in 1912.

The proclamation also notes the 2025 theme: From Quotas to Communities: Filipino American Migration and Movement, Commemorating the 90th Anniversary of the 1935 Filipino Repatriation Act and the 60th Anniversary of the 1965 Immigration & Naturalization Act.

The Filipino American National Historical Society shared a brief history of both legislations and their impacts.

In 1935, the U.S. Congress passed the Filipino Repatriation Act, offering free one-way transportation for Filipinos in the U.S. to return to the Philippines, but only if they agreed to never return. While the law was presented as an opportunity for Filipino nationals to return to the Philippines, the intentions behind the Act were rooted in anti-Asian sentiment and Asian exclusion, in that it aimed to decrease the population of Filipino nationals living in the United States.

Thirty years later, U.S. Congress passed the 1965 Immigration & Naturalization Act, which became the first federal immigration law to eliminate national origin quotas that had favored Europeans, while barring or limiting Asians from entering the country. Also known as the Hart–Celler Act, this landmark legislation opened the doors for thousands of Filipino immigrants to migrate, while allowing for families to reunite and to establish multigenerational communities across the country.

Currently, as debates over immigration continue to influence the national landscape it is more important than ever to celebrate the history, humanity, contributions, and power of immigrants. Like other immigrant groups, Filipino American immigrants have transformed the U.S. by contributing significantly to building communities, strengthening the U.S. economy, enriching the nation’s cultural fabric, and advancing movements for labor rights, racial justice, and immigrant equity.

A presentation of the proclamation is scheduled for October 16, 2025, at 4:30 at the Cal-Poly Maritime

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Date: October 28, 2025
Subject:

AUTHORIZE THE COUNCIL BY MOTION TO APPROVE A PROCLAMATION

COMMEMORATING FILIPINO-AMERICAN HISTORY MONTH

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Academy.

FISCAL IMPACT
None.

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. 10142025 Proclamation Filipino History Month

CONTACT
Erik Rzomp, Executive Assistant to Mayor Sorce (707) 648-4377 [email protected]

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PROCLAMATION
RECOGNIZING OCTOBER 2025 AS FILIPINO - AMERICAN HISTORY MONTH WHEREAS, October 18, 1587, is the earliest documented proof of Filipinos in the continental United States as the first “Luzones Indios” set foot in Morro Bay, California, and in the early 1800’s the first permanent settlement of Filipinos in the United States at St. Malo, Louisiana. Between 1906 and 1935, the first large wave of Filipino immigration began to work in agriculture, in the Alaskan salmon industry, as domestic servants, and in Vallejo, as workers at Mare Island. Later as members of the US Armed Forces and professionals who chose to immigrate to the United States. Their presence set in motion the economic, cultural, social, and other contributions that Filipino Americans have made to Vallejo; and WHEREAS, the Filipino presence in Vallejo dates back over one hundred years starting with the arrival of war brides as well as the nannies and servants of US Naval Officers stationed at Mare Island after the Spanish-American and Philippine American Wars, and the arrival of Vallejo’s first Filipino family, a marriage between African American Buffalo soldier George Washington Carter and Maria Martinez in 1912, setting the stage for Filipinos today being the largest Asian American Pacific Islander group in Vallejo & Solano County; and WHEREAS, the City of Vallejo and the communities in Solano County have long recognized the contributions of Filipino Americans, several of whom have dedicated many years of service as leaders with various government and private entities, as well as having served as educators, health and social workers, civil servants, military members, elected officials and policymakers and entertainment and sports stars; and WHEREAS, the Filipino American National Historical Society has designated this year’s theme as “From Quotas to Communities: Filipino American Migration and Movement Commemorating the 90th Anniversary of the 1935 Filipino Repatriation Act and the 60th Anniversary of the 1965 Immigration & Naturalization Act.” NOW, THEREFORE, BE IT PROCLAIMED, that I, Andrea Sorce, Mayor of the City of Vallejo, and the Vallejo City Council, do hereby designate October 2025 as “Filipino American History Month,” and encourage our residents to celebrate the significance of Filipino Americans, their contributions, values, culture and the positive role models that they have proudly displayed in transforming the diversity and rich history of our historic and beautiful city and our great Nation.

Dated: October 14, 2025

Vice Mayor Peter Bregenzer, District 5
Council Member Helen-Marie Gordon, District 6
Council Member Tonia Lediju, District 3
Council Member Alexander Matias, District 1
Council Member Diosdado ‘JR’ Matulac, District 2
Council Member Charles Palmares, District 4

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CONSENT CALENDAR 8.J.

DATE: October 28, 2025
TO: Mayor and Members of the City Council
FROM: Erik Rzomp, Executive Assistant to Mayor Sorce
SUBJECT: AUTHORIZE THE COUNCIL TO APPROVE A PROCLAMATION COMMEMORATING DIA DE LOS MUERTOS – DAY OF THE DEAD

RECOMMENDATION
Vallejo City Council to approve a proclamation by motion to commemorate Dia de los Muertos – Day of the Dead

REASONS FOR RECOMMENDATION
Vallejo is home to a large Latino community who make up approximately 30% of the city’s population. This proclamation is recognition of a significant Mexican cultural heritage celebration.

BACKGROUND AND DISCUSSION
El Día de los Muertos (Day of the Dead) is a day of celebration, particularly for the people in Mexico and Central America, and for many Mexican Americans in the United States. It is a day to honor and commemorate the lives of the dearly departed and to welcome the return of their spirits. This Pre-Columbian celebration has been observed in Mexico since before the arrival of the Spanish. The tradition of the Day of the Dead is rooted in Indigenous and Spanish Catholic ritual customs. Today, this celebration has been increasingly popular among Latinos in the United States. Although many cultures see death as a cause for sadness rather than celebration, the cultures that observe el Día de los Muertos view death as a part of life.

The unity of life and death continues to be the dominant theme of the art, tradition, and rituals of the annual celebration of the Day of the Dead-on Nov. 2, both in Mexico and the United States.

The holiday is celebrated though ritual observations like constructing altars, ofrendas, filled with offerings to the dead and decorating family gravesites to commune with the dead. Day of the Dead is also commemorated through fiestas in which communities gather in town plazas and community centers to celebrate.

The Día de los Muertos proclamation is to be presented at the Dia de los Muertos event on Saturday November 1, 2025 in downtown Vallejo. The event will be held on the 700-900 blocks of Marin St.

FISCAL IMPACT
None.

ATTACHMENTS

1. 10282025 Proclamation Day of the Dead --

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Date: October 28, 2025
Subject: AUTHORIZE THE COUNCIL TO APPROVE A PROCLAMATION COMMEMORATING DIA DE LOS MUERTOS – DAY OF THE DEAD

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CONTACT
Erik Rzomp, Executive Assistant to Mayor Sorce (707) 648-4377 [email protected]

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PROCLAMATION

DIA DE LOS MUERTOS - DAY OF THE DEAD
WHEREAS, Día de los Muertos (Day of the Dead) is a holiday that originated in pre -Columbian Mexico, where it is still celebrated today and has since expanded to countries all over the world ; and

WHEREAS, Día de los Muertos serves as a memorial celebration to recognize and honor loved ones who have passed away, and to see that they are never forgotten . The holiday is celebrated though ritual observations like constructing altars, ofrendas, filled with offerings to the dead and decorating family gravesites to commune with the dead ; and

WHEREAS, although Day of the Dead is a long -standing tradition in Mexico, the holiday wasn’t celebrated widely or publicly among Latinos in the U.S. until the 1970s and 1980s when artists and activists introduced Day of the Dead to their communities as part of the Chicano movement, the social and cultural movement for Mexican American empowerment. ; and

WHEREAS, since 2013 the Solano AIDS Coalition and Executive Director Mario Saucedo have been tirelessly dedicated to creating and organizing the cultural and spiritual event, Dia de Los Muertos, in Vallejo , this year on Saturday Nov em ber 1, 2025, in downto wn Vallejo on the 700 block of Marin St. ; and

WHEREAS, this event not only serves as a reflection of our rich cultural heritage but also as a reminder of the impac t that AIDS has had on our community . The Solano AIDS Coalition has played a pivotal role in addressing the stigma surrounding HIV/AIDS and providing support to those affected by the disease ; and

WHEREAS, as we look towards Dia de Los Muertos 2025, we acknowledge th is important annual tradition and celebration of the lives of those we have lost. Through music, dance, art, and storytelling, we pay homage to our ancestors and honor their legacy .

NOW, THEREFORE, BE IT PROCLAIMED , that I, Andrea Sorce, Mayor of the City of Vallejo, and the Vallejo City Council, do hereby recognize the significance of Dia de los Muertos in the City of Vallejo and appreciate the commitment of the Solano AIDS Coalition and Mario Saucedo for organizing this annual event on the first Saturday in November. May th is event continue to thrive and serve as a beacon of unity and remembrance for generations to come.

Dated: October 28, 2025

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ACTION ITEM 9.A.

DATE: October 28, 2025
TO: Mayor and Members of the City Council
FROM: Randy Risner, Chief Assistant City Attorney
SUBJECT: HOLD A PUBLIC HEARING TO HEAR PUBLIC TESTIMONY RELATED TO THE ISSUANCE OF $80,000,000 OF QUALIFIED 501(C)(3) BONDS FOR THE PURPOSE OF

FINANCING OR REFINANCING THE ACQUISITION, REHABILITATION, IMPROVEMENT

AND EQUIPPING OF BAY VILLAGE APARTMENTS AS REQUIRED BY THE TAX EQUITY AND FISCAL RESPONSIBILITY ACT OF 1982 AND CONTINUE THE DECISION ON A RESOLUTION TO APPROVE THE FINANCING TO NOVEMBER 4, 2025

RECOMMENDATION
Open the public hearing and take testimony from the public concerning issuance of the bonds. Close the hearing. Then, at the November 4, 2025 City Council meeting, consider adoption of a resolution approving issuance of the bonds.

REASONS FOR RECOMMENDATION
Holding the public hearing will allow Step Up Housing to continue to move forward with its financing plan to benefit Bay Village Apartments.

BACKGROUND AND DISCUSSION
Step Up Housing, a California, 501(c)(3), non-profit corporation, seeks to issue $80,000,000 in qualified 501(c)(3) bonds as set forth in Internal Revenue Code section 145. Proceeds from the bonds will be used by Step Up Housing to finance or refinance the acquisition, rehabilitation, improvement and equipping of a multifamily rental housing project known as Bay Village Apartments and located at 1107 Porter Street, Vallejo, California. Even though the bonds are not being issued by the City of Vallejo and even though the City has no financial responsibility whatsoever for the bonds, Section 147 of the Internal Revenue Code requires that the jurisdiction in which the project is located hold a public hearing and approve the issuance of the bonds. That is the purpose of the public hearing tonight. At the public hearing, City Council should open the hearing, take testimony from the public on the matter and close the hearing. Staff has scheduled a decision on adopting a resolution approving the bonds for the City Counci meeting to be held on November 4, 2025. This is allowable under the Internal Revenue Code. The reason for the delay is that staff would like for the City Council to hear more details on the bonds and their use at Bay Village Apartments as well as to be able to ask questions. Since the issuer already published notice of the public hearing, it is appropriate for the City Council to hold the hearing and hear testimony and delay the decision until November 4.

FISCAL IMPACT
There will be no fiscal impact to the City either by holding the public hearing or approving the bonds. City Council approval is required by Section 147 of the Internal Revenue Code when a non-profit corporation desires to issue bonds within the City for a housing project. The City has no further involvement in the financing is is not responsible for repayment of the bonds in any way.

ENVIRONMENTAL REVIEW

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Date: October 28, 2025
Subject: HOLD A PUBLIC HEARING TO HEAR PUBLIC TESTIMONY RELATED TO THE ISSUANCE OF $80,000,000 OF QUALIFIED 501(C)(3) BONDS FOR THE PURPOSE OF

FINANCING OR REFINANCING THE ACQUISITION, REHABILITATION,

IMPROVEMENT AND EQUIPPING OF BAY VILLAGE APARTMENTS AS
REQUIRED BY THE TAX EQUITY AND FISCAL RESPONSIBILITY ACT OF 1982

AND CONTINUE THE DECISION ON A RESOLUTION TO APPROVE THE FINANCING TO NOVEMBER 4, 2025

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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
None

CONTACT
Randy Risner, Chief Assistant City Attorney
[email protected]

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ACTION ITEM 9.B.

DATE: October 28, 2025
TO: Mayor and Members of the City Council
FROM: Gillian Haen, Assistant City Manager
Annette Taylor, Senior Community Development Analyst
SUBJECT: PUBLIC MEETING REGARDING INCREASED ASSESSMENTS IN THE VALLEJO

TOURISM BUSINESS IMPROVEMENT DISTRICT AND THE LEVYING AND

COLLECTION OF ASSESSMENTS WITHIN THE DISTRICT AND CONSIDERATION OF A

RESOLUTION CHANGING THE DATE OF THE PUBLIC HEARING

RECOMMENDATION
To be able to increase the Vallejo Tourism Business Improvement District assessments, a public meeting must be held to receive public testimony and a date set to hold a public hearing.

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

BACKGROUND AND DISCUSSION
Because of reduced funding from the City Council, in 20023 the Vallejo Convention and Visitors Bureau (VCVB) approached the City to establish a Vallejo Tourism Business Improvement District which would allow hotels to assess themselves to pay for improvements and activities within the defined improvement district.

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

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

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

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Date: October 28, 2025
Subject: PUBLIC MEETING REGARDING INCREASED ASSESSMENTS IN THE VALLEJO

TOURISM BUSINESS IMPROVEMENT DISTRICT AND THE LEVYING AND

COLLECTION OF ASSESSMENTS WITHIN THE DISTRICT AND CONSIDERATION

OF A RESOLUTION CHANGING THE DATE OF THE PUBLIC HEARING

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

On March 11, 2025, the President & CEO of VCVB introduced the concept of a VTBID assessment modification to Vallejo’s hotel stakeholders, initiating a collaborative dialogue regarding the future of tourism funding and the long-term sustainability of VCVB’s marketing and development initiatives. The Vallejo lodging community reconvened on July 9, 2025, resulting in a majority vote of 6 to 3 in favor by those present for a phased increase of $0.50 per room night increase to the existing VTBID assessment effective January 1, 2026, and an additional $0.50 per room night increase effective January 1, 2027.

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

On October 14, 2025, the City Council adopted Resolution No. 25-173 N.C. declaring its intention to increase the existing VTBID assessments based on a phased increase of $0.50 per room night to the existing VTBID assessment effective January 1, 2026, and an additional $0.50 per room night increase effective January 1, 2027 and to levy and collect assessments with the VTBID boundaries pursuant to Parking and Business Improvement Law of 1989 and Vallejo Municipal Code Chapter 14.50; and its intention to amend Section

14.50.090 of the Vallejo Municipal Code 15.50.090 of the Vallejo Municipal Code and direct the City Manager or his designee to prepare and submit said Ordinance for first reading.

A notice was mailed to interested parties and affected business owners of the increased assessments. This evening the public meeting is being held to receive testimony. A public hearing to receive written protests from the affected lodging facility owners is scheduled for December 9, 2025. During the public hearing written testimony will also be received and if there is any written testimony, the testimony will be opened and tallied. The date of the public hearing is changed from November 18, 2025, that was previously approved by the City Council due to a timing requirement. A resolution setting the public hearing date is attached for City Council approval.

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

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

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Date: October 28, 2025
Subject: PUBLIC MEETING REGARDING INCREASED ASSESSMENTS IN THE VALLEJO

TOURISM BUSINESS IMPROVEMENT DISTRICT AND THE LEVYING AND

COLLECTION OF ASSESSMENTS WITHIN THE DISTRICT AND CONSIDERATION

OF A RESOLUTION CHANGING THE DATE OF THE PUBLIC HEARING

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indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS

1. CVB Tourism BID Public Meeting - Increase Assessment - reso - CAO Stamp.doc - 102025

CONTACT
Gillian Haen, Assistant City Manager, (707) 648-4163
[email protected]

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Approved as to form:

By: for
Veronica Nebb, City Attorney
RESOLUTION NO. ___ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO CHANGING

THE DATE OF A PUBLIC HEARING CONCERNING AN INCREASE IN VTBID

ASSESSMENTS

WHEREAS, on October 14, 2025, the City Council adopted Resolution No. 25-173 N.C. setting the time and place for the public hearing on the proposed increased VTBID assessments and levy of assessments as November 18, 2025, to be held at the Chambers of the Vallejo City Council, 555 Santa Clara Street, Vallejo, California; and

WHEREAS, it was later determined that the date for the public hearing needs to be changed to 45-days from the date of notice of the hearing; and

WHEREAS, notice has been provided to the business owners within the VTBID that a public hearing will be held on December 9, 2025.

NOW THEREFORE BE IT RESOLVED that the City Council of the City of Vallejo ratifies the time and place for the public hearing on the proposed increased VTBID assessments and levy of assessments sent to the business owners within the VTBID providing 45-days notice with the new date being December 9, 2025, with the hearing to be held at the Chambers of the Vallejo City Council, 555 Santa Clara Street, Vallejo, California.

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ACTION ITEM 9.C.

DATE: October 28, 2025
TO: Mayor and Members of the City Council
FROM: Nalungo Conley, Assistant City Manager/Acting 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.

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Date: October 28, 2025
Subject: ADOPT A RESOLUTION FOR THE CREATION OF A COUNCIL BUDGET & FINANCE

AD-HOC SUB-COMMITTEE AND APPOINTING MEMBERS THERETO

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

ATTACHMENTS

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

CONTACT
Nalungo Conley, Assistant City Manager/Acting Finance Director [email protected]

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Approved as to form:

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

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO 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.

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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

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ACTION ITEM 9.D.

DATE: October 28, 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;

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Date: October 28, 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

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Date: October 28, 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]

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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;

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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]

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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

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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

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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

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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

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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

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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

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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 139 of 249 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.

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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.

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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 142 of 249 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

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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

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Dated: Thursday, April 6, 2023

Dawn G. Abrahamson, City Clerk

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CITY COUNCIL GOALS
2022 | 2023

VALLEJO

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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

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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

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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.

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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

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

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

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8 CITY COUNCIL GOALS
Economic Development

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

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

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

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

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

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

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9 2022 | 2023

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10 CITY COUNCIL GOALS

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

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

WATERFRONT AND DOWNTOWN

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

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

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

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

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

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

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

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

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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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

COMMUNITY POLICE OVERSIGHT

AND ACCOUNTABILITY

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

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

SURVEILLANCE

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

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

NEW VALLEJO POLICE

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

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

Building location decided.

Construction set to begin.

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

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

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

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

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

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

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

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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

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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.

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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.

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19 2022 | 2023
Broadband

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

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

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

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

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20 CITY COUNCIL GOALS

BUILDING CODE COMPLIANCE

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

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

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

SURPLUS LANDS PROPERTY

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

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

ECONOMIC DEVELOPMENT

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

ADDITIONAL Single-Y ear Goals

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Safe. Prosperous.

Vibrant. V allejo.
21 2022 | 2023
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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

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

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

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

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

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

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

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

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

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

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25 2022 | 2023

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

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

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

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

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

TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

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

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

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

3. PUBLIC COMMENT REGARDING COUNCIL/SENIOR STAFF TEAM BUILDING

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

4. AGENDA REVIEW

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
9:00 A.M. – 3:00 P.M.

FILIPINO COMMUNITY CENTER
611 Amador Street, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON
ONLY

MARCH 18, 2024

MAYOR
Robert H. McConnell

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

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5. TEAM BUILDING WORKSHOP

6. WRAP UP

7. ADJOURNMENT @ 3:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Dated: Wednesday, March 13, 2024

Robert H. McConnell, Mayor

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

Dated: Wednesday, March 13, 2024

Dawn G. Abrahamson, City Clerk

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

www.raftelis.com

CITY OF VALLEJO

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

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

AGENDA

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

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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

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

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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

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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

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

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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

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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

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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

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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

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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

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

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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

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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

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3/3/24
Lunch27
Change Seats
28

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

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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

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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

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

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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

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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

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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

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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

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

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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

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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

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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

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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?

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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.

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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?

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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

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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

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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

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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

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

Contact

JAN PERKINS
[email protected] 949.202.8870
\

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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: _________________

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City of Vallejo

MULTI-YEAR GOAL UPDATE & STRATEGIC WORK PLAN

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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

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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

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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

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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
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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
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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
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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
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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
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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
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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
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Strategic
Workplan
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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
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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
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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
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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.

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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
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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

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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

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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

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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 230 of 249 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 231 of 249 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 232 of 249 ends

ACTION ITEM 9.E.

DATE: October 28, 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 233 of 249 ends

Date: October 28, 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 234 of 249 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 235 of 249 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 236 of 249 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 237 of 249 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 238 of 249 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 239 of 249 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 240 of 249 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 241 of 249 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 242 of 249 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 243 of 249 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 244 of 249 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 245 of 249 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 246 of 249 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 247 of 249 ends

CITY ATTORNEY’S REPORT
October 28, 2025 – City Council Agenda

TO: Mayor and Members of the City Council

FROM: Veronica A. F. Nebb / VN

SUBJECT: Quarterly Report for FY 2025/2026, First Quarter (July – September 2025)

The following list of projects, work, and statistics represents an overview of the work performed at the City Attorney’s Office during the first quarter of Fiscal Year 2025/2026. Some projects and items have been omitted due to their sensitive nature. If Councilmembers or officials have any questions, please feel free to contact the City Attorney privately, as many of the below items are attorney-client privileged and, therefore, not appropriate for public discussion.

I. Litigation:
a. Number of Pitchess Motions served on the City this FY Quarter: 4 b. Number of Pitchess Motions served on the City this FY: 4 c. Summons & Complaints (New cases this FY Quarter): 4 (see below)

File Name Case # Served Date

City’s Counsel

Lewis v. City of Vallejo, et al. CU25-02229 07/22/2025

Katelyn Knight, ACA
McCormick, et al. v. City of Vallejo, et al.

2:25-cv-01468-JDP 08/05/2025

Katelyn Knight, ACA

Schlageter v. Vallejo Architectural Heritage &
Landmarks Commission CU25-05895 07/15/2025

Kristoffer Jacob, ACA

State Farm Insurance Company v. City of
Vallejo CU25-07646 08/27/2025

Katelyn Knight, ACA

Case Resolutions this FY Quarter:

2 (see below)

File Name Case # Resolved

City’s Counsel

City of Vallejo v. Gilliam, et al. CU23-05492

09/30/2025

Angad Gangapuram, DCA

Page 248 of 249 ends

Mayor and Members of the City Council
Re: City Attorney’s First Quarterly Report for FY 2025/2026 October 28, 2025 - City Council Agenda

Page 2 ends

Hipp, et al. v. City of Vallejo
2:25-cv-01806-
DJC-SCR 08/20/2025

Hampton Jackson, ACA

Summons & Complaints (New) Q1 – FY 25/26:

4 Summons & Complaints FY 25/26 to date 4

f. Total Active Litigation Cases as of FY end: 62 (Lit – 49 and NLP – 13)

II. Funds Recovered from Third Parties Q1 – FY 25/26: $67,807.50 (see details below)

Funds Recovered from Third Parties FY 25/26
to date:

$67,807.50

Page 249 of 249 ends

Vallejo City CouncilOctober 28, 2025

Vallejo City Council
October 28, 2025