Vallejo City Council
December 9, 2025

[Name]
[Title]
[Department name]
555 Santa Clara Street
Vallejo, CA 94590

5. Accounting Records of Consultant. Consultant shall maintain for three (3) years after completion of all services hereunder, all records under this Agreement, including, but not limited to, records of Consultant’s direct salary costs for all Services and Additional Services performed under this Agreement and records of Consultant’s Reimbursable Expenses, in accordance with generally accepted accounting practices. Consultant shall keep such records available for audit, inspection and copying by representatives of the City’s Finance Department or other government agencies during regular business hours upon twenty-four (24) hours’ notice.

The obligations of Consultant under this section shall survive this Agreement.

6. Taxes. Consultant shall pay, when and as due, any and all taxes incurred as a result of Consultant’s compensation hereunder, including estimated taxes, and shall provide City with proof of such payments upon request.

7. Taxpayer Identification Number. Consultant shall provide City with Consultant’s complete Request for Taxpayer Identification Number and Certification, Form W -9, as issued by the Internal Revenue Service, and any other State or local tax identification number requested by City.

EXHIBIT C

INSURANCE REQUIREMENTS

Consultant shall procure and maintain for the duration of this Agreement, including any extensions thereto, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of services hereunder by the Consultant, their agents, representatives, or employees or subcontractors.

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

A. Insurance Services Office form number GL 0002 covering Comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form

Comprehensive General Liability; or Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

B. Insurance Services Office form number CA 0001 covering Automobile Liability, code 1 any auto and endorsement CA 0025.

C. Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance.

D. Professional Liability insurance appropriate to the Consultant’s profession (Errors and Omission).

2. Minimum Limits of Insurance. Consultant shall maintain limits no less than:

A. General Liability: $2,000,000 per occurrence for bodily injury, personal injury, and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

B. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.

C. Workers’ Compensation and Employer’s Liability: $1,000,000 per accident for bodily injury or disease. If Consultant is not subject to California Workers’ Compensation requirements, Consultant shall file a completed certificate of exemption form which may be obtained from the City prior to commencing any activity authorized hereunder.

D. Professional Liability (Errors and Omission): $1,000,000 combined single limit per occurrence, and annual aggregate.

3. Deductible and Self-Insured Retention. Any deductibles or self -insured retention must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City of Vallejo, its officers, officials, employees and volunteers; or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.

4. Other Insurance Provisions. The general liability and automobile liability policies, as can be provided, are to contain, or be endorsed to contain, the following provisions:

A. The City of Vallejo, its officers, officials, employees, agents and volunteers are to be covered as additional insureds as respects; liability, including defense costs, arising out of

activities performed by or on behalf of the Consultant; products and completed operations of the Consultant; premises owned, occupied or used by the Consultant; or automobiles owned, leased hired or borrowed by the Consultant. The coverage shall contain no special limitations on the scope of protection afforded to the City of Vallejo, its officers, officials, employees, agents or volunteers. The insurance is to be issued by companies licensed to do business in the State of California.

B. For any claims related to this project, the Consultant’s insurance coverage shall be primary insurance as respects the City of Vallejo, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City of Vallejo, its officers, officials, employees, agents, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.

C. Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees, agents, or volunteers.

D. The Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

E. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days’ prior written notice by certified mail, return receipt requested, has been given to the City.

F. The workers’ compensation and employer’s liability policy required hereunder shall be endorsed to state that the workers’ compensation carrier waives its right of subrogation against City, its officers, officials, employees, agents and volunteers, which might arise by reason of payment under such policy in connection with Consultant’s performance under this Agreement.

5. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M.

Best’s rating of no less than A:VII.

6. Verification of Coverage. Consultant shall furnish the City with certificates of insurance and original endorsements effecting general and automobile liability insurance coverage required by this clause. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City before work commences.

7. Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

8. Payment Withhold. City will withhold payments to Consultant if the certificates of insurance and endorsements required in Paragraph F, above, are canceled or Consultant otherwise ceases to be insured as required herein.

SUBMITTED BY

MICHAEL BAKER INTERNATIONAL
3760 Kilroy Airport Way, Suite 270 ⋅ Long Beach, CA 90806

SUBMITTED TO

CITY OF VALLEJO

PROPOSAL

AFFORDABLE HOUSING DEVELOPMENT

POLICY AND PROCEDURE HANDBOOK

AND UNDERWRITING GUIDE
AUGUST 29, 2025

Proposal Cover Sheet –
Michael Baker International

Title: AFFORDABLE HOUSING CONSULTANT – PROPOSAL

Project: AFFORDABLE HOUSING DEVELOPMENT POLICY

AND PROCEDURE HANDBOOK AND UNDERWRITING GUIDE
Due: August 29, 2025 by 4:00 p.m. PDT

Confirmation: The City’s Professional Services Agreement is acceptable.

Project Team, Titles, and Roles
• Lisa A. Baker, Project Manager, Subject Matter Expert (SME). Role: Plan development

• Maya Ziab, Associate Project Manager and Housing
Planner. Role: Data analytics, community engagement
and plan development

• Shannon Martin, Housing Planner. Role: Data collection and analytics, community engagement plan contributor

• Mary Andrews, Housing Planner. Role: Data collection, community engagement, plan contributor

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 3

August 29, 2025
Attn: City of Vallejo
Delivered electronically via PlanetBids
RE: REQUEST FOR PROPOSALS – CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT To Whom It Concerns:

Michael Baker International , Inc. appreciates the opportunity to submit this proposal for the preparation of the Affordable Housing Development Policy and Procedure Handbook and Underwriting Guide. This proposal is being submitted in response to the City’s Request for Proposals (RFP) and is based on the proposal submittal requirements, pertinent requirements of the US Department of Housing and Urban Development (HUD), and Michael Baker’s experience in strategic plans, housing services , and grant administration .

Michael Baker’s Housing and Community Development Department has a high level of expertise and experience with cities in the planning and implementation of California Housing and Community Development programs, affordable housing development, and activities.

We believe that our proposal is fully responsive and relevant to the City’s RFP and that the services being offered by Michael Baker will fulfill the needs (Scope of Work) in a comprehensive, well-integrated, and cost- effective manner. We thank you for the opportunity to submit this proposal and look forward to being able to serve the City of Vallejo. Lisa Baker, Project Manager, is authorized to negotiate contract terms and may be contacted in regard to clarification of this proposal at (562) 753 -2865 or [email protected]. Ms.

Baker will serve as the City’s primary point of contact. Ms. Fareeha Kibriya is our Office Executive and is authorized to bind the firm to proposals and execute agreements.

Sincerely,
Michael Baker International, Inc.

Fareeha Kibriya Lisa Baker
Office Executive Project Manager

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 4

ESSAY A. EXPERIENCE
Michael Baker International, Inc. was founded in 1940 and, over the past 85 years, has evolved into a leading global provider of housing and community development, engineering, planning, and other consulting services. The firm, which is a corporation, has over 5,100 employees working out of more than 90 offices across the United States and elsewhere. Michael Baker has both global reach and a local focus. For a full list of office locations, please visit mbakerintl.com/en/locations.

Expertise in Housing
Michael Baker offers a full complement of housing and community development services to its clients, including preparation of the planning and grants documents the City is seeking, along with affordable housing programming, such as Home Investment Partnerships (HOME), Community Development Block Grant (CDBG) and other grant programs, in addition to its extensive engineering, environmental, labor compliance, and on-site services capabilities.

For the scope of services requested by the City of Vallejo, Michael Baker has extensive experience in state and federal HUD grant administration services including reporting ( e.g., consolidated plans, annual action plans, Consolidated Annual Performance and Evaluation Report s), strategic planning, environmental reviews, monitoring, financials, Integrated Disbursement Information System (IDIS) reconciliation, full service grants management and development support, staff training, and community outreach. Our planning and policy development , housing finance , and program assessment experience along with our technical experience will help you meet your strategic goals.

Michael Baker has direct hands-on experience to meet and manage the range of hurdles that can occur at the local, state, and federal levels from the planning stage to implementation and reporting as well as to best use opportunities that are also presented. Part of this is integrating the rich diversity of planning an d coordination that already exists within the community, including plans, projects, and activities that span the City and the local County Continuum of Care (CoC), among others.

Our multidisciplinary team has experience at each level of government and with the creation of comprehensive housing-focused strategic plans based on data analysis, outreach and stakeholder input, and current and past policy and project review. We understand the importance of aligning strategic planning with both current initiatives and long -term aspirations. Our team is able to synthesize complex, multi -source policies into a unified, actionable framework. We have experience in identifying cross -cutting priorities from diverse city plans and departments, and translating them into a concise, prioritized roadmap. Our goal for the Affordable Housing Development Policy and Procedure Handbook and Underwriting Guide will be to not only reflect the City's existing commitments, but to also elevate goals into a clear, implementable vision.

Record of Delivery On Time and Within Budget
Michael Baker has a record of fulfilling staffing tasks efficiently and completing projects on time and within the allocated budget. A few examples of recent such projects that Michael Baker has completed include the State of California 2025 -2029 Consolidated Plan and labor compliance monitoring services for the City of Long Beach Joe Rodgers Field Improvements project.

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 5

Equipped with Resources
Michael Baker is fully equipped with all electronic devices and software programs necessary to deliver proposed services to the City of Vallejo, including:
• Staff-issued personal laptops
• iPad for on-site surveys and analysis
• Full Microsoft Office Suite
• eFTP for file transfers
• Adobe Suite
• SurveyMonkey
• Access to in-house GIS services
We have in-house staff with experience with Low Moderate Income Summary Data (LMISD) and GIS tools.

We have performed considerable online reporting through HUD’s IDIS, HUD’s Environmental Review Online System (HEROS), and Labor Compliance Online Monitoring Platforms such as LCP tracker and eComply ; have conducted sub-recipient monitoring; and are proficient in working with the data analysis and reporting requirements involved in successfully managing state and federal grants and housing programs. For State of California housing development, we are versed in HCD’s Open Data Tools , including California Environmental Quality Act site check tool, State Excess Sites, TCAC/HCD Opportunity Map and pro forma analysis and subsidy lay ering tools, as well as other tools including HHAP and HDIS. This practical experience also informs our policy and strategic planning initiatives. Our IT services provide secure links for all laptops and computers upon which any documents may be created for the City of Vallejo. Michael Baker also has a secure eFTP site for the purpose of transmitting large -format documents to our clients , and we can also provide shared Teams folders for promoting a seamless work environment.

Current and Recent Project Experience
Michael Baker staff is experienced in California, as well as in other states, in carrying out a wide range of housing and community development projects using a variety of funding sources. These include local, state, and federal sources such as CDBG and CD BG-DR (Disaster Recovery), HOME and HOME -ARP Neighborhood Stabilization Program funds, Community Project Funding (CPF , also known as Congressionally Directed Funding), CalHome grants, Permanent Local Housing Allocation , Low Income Housing Tax Credits , Redevelopment Successor Agency Housing Trust funds, and tax -exempt bond financing.

Michael Baker has assisted jurisdictions with housing development, procuring and administering state and federal grants while developing and managing grant -funded first -time homebuyer and residential rehabilitation assistance, multifamily refinance and/or rehabilitation, commercial façade improvement programs, public facility/infrastructure, and public service activities. Michael Baker also has extensive experience with the creation of strategic plans at the city, county, and state levels, and with developing consolidated plans, strategic plans centering around housing, housing development, homelessness, and ADA 504 compliance.

The Michael Baker staff included in this proposal have extensive experience in administration of federal and state funding sources and affordable housing development finance , experience that allows us to b ring a multidisciplinary approach to strategic planning. Select projects with similar services that our staff have been assigned to are listed below.

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 6

• Housing/Community Development Grant Program and Administrative Services (CDBG, HOME, Emergency Solutions Grant [ESG], State CDBG, State HOME) o City of Allentown
o City of Bethlehem
o City of Calabasas
o City of Livermore
o City of Lodi
o City of Lomita
o City of Palo Alto
o City of San Bernardino
• Consolidated Plans and Related Plans
o City of Allentown
o City of Bethlehem
o City of San Bernardino
o City of Seaside
o State of California
• Strategic Plans
o Lancaster Homeless Strategic Plan Update
o Placer Community Foundation, Housing Strategic Plan (Lisa Baker) o Yolo County Housing, Housing Strategic Plan (Lisa Baker) o Cool Davis, Organization Strategic Plan. Climate and Resilience (Lisa Baker, Climate and adaptation nonprofit)
o Yolo Library Foundation , Organization Strategic Plan. Whole family literacy and philanthropy (Lisa Baker)
o Putah Creek Council, Organization Strategic Plan. Creek restoration/maintenance, return of wild salmon, bioregion health (Lisa Baker)
Key Personnel
Michael Baker has assembled a well-qualified project team that possesses the skills required to successfully provide services as requested by the City. Our core project team has considerable experience in affordable housing, data analysis, research, stakeholder engagement, technical report writing, housing strategy, and compliance with many funding sources, both state and federal. All work will be performed by Michael Baker staff and no subconsultants have been identified as part of our team.

Proposed project team members are included in the list below . Resumes of key personnel can be found in Exhibit 2. Michael Baker is both capable and prepared to provide additional personnel, in relation to the scope of work and relevancy, contingent on the needs of the City. • Lisa Baker, Project Manager
o Maya Ziab, Housing Planner
o Shannon Martin, Housing Planner
o Mary Andrews, Housing Planner
ESSAY B. PROJECT SCOPE
Michael Baker’s approach to the successful implementation of the Affordable Housing Development Policy and Procedure Handbook and Underwriting Guide has been outlined below according to the seven required tasks. All the proposed staff will contribute to the tasks. Any additional services or services beyond the initial scope not covered in this proposal may involve additional charges as agreed to by the City and proposer.

Michael Baker will complete the services in accordance with the final schedule accepted by both parties.

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 7

Task 1: Develop a Best Practice Framework to Manage Complex Federal, State, Regional , and Local Regulations Governing Affordable Housing Development and Operations Our consultant team will have an introductory meeting with key City staff to discuss the desired outcomes for work that will be completed and data points that the City requests as part of the process. The consultant team will work with City staff and review the specific recommendations from a report prepared by MRG to ensure that the outcomes address recommendations that were provided after an assessment of the Broadway Project.

This task will also cover (1) gaining an understanding of the current landscape of City department and regional structure that governs the City’s affordable housing strategy; and (2) developing processes and strategies to provide best practices for future City affordable housing projects involving any form of public funding or ownership. These will be key to the development of a rubric and framework for managing the process, technical aspects, and regulations affecting development and operations.

Because the landscape for funding, opportunities, selection criteria , and operations requirements is in a constant state of change due to shifting funding, legislative governing priorities, and community needs, any framework must focu s on building capacity —which can be provided through internal, external or hybrid models.

The rubric/framework will focus on our current understanding of MRG’s key report recommendations:
• Based on best practices and local needs, create a policies and procedures handbook in a readable and searchable format with links to guide key decision points, provide key deal questions, and provide standardized operating procedures and an underwr iting guide with guidelines to better evaluate and manage projects.
• Create timelines for key triggers such as environmental review and release, funding commitments, gap funding provision s and subsidy layering review , contracting, Notice to Proceed (NTP) processes/procedures, labor compliance, milestones, funding release and funds retention. • Improve project planning to better align development, rehabilitation, and investment with other community plans and priorities, such as those contained in the Housing Element, Economic Development plans, and coordination with the Continuum of Care and related entities. • Develop a formalized process for issuance of Request for Qualifications (RFQ) or Requests for Proposals (RF Ps) and written guidelines and procedures for an effective RFQ/RFP process to determine best ali gnment between goals, objectives, and a development team able to meet deadlines and deliverables.
• Improve capacity throughout the process. This includes having the right team to manage internal and external stakeholders—team members with the ability to handle the development process from RFP through financing closing calls and then through development, as well as with specific expertise in housing and multifamily housing finance to manage both the financial reporting and audit documentation components. The sizing and type of team is dependent on City needs, size and scope of funding and number of projects, as well as specific technical needs, whether ongoing or project specific.

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 8

Task 2: Create Outlines for Timelines, Submittal Requirements, Review Guidelines and Process for Review of Different Types of Proposals and Service Implementation In tandem with the items in Task 1, guidance will include suggested outlines for timelines, submittal requirements, review guidelines, process and other parameters for review of various types of affordable projects, e.g. , developer-initiated projects requesting funding assistance, City -initiated projects seeking developers and other forms or hybrids. In addition, the following will be included:
• A rubric in table format as a “quick guide” for project team members. • A matrix to identify areas of regulatory conflict or duplication as an aid to guide development process and/or to seek waivers where available.
• Outline for when/how to use pre-application consultations with Planning/Building and other units as necessary to clarify timing, expectations, and potential roadblocks to development.

There are a series of supportive services that also may be included in affordable housing projects. The purpose of this task is to establish a process including a suggested timetable for vetting developer-proposed or RFP-sought operators, service providers and/or vendors to ensure the selection and vetting of operators, service providers, or vendors do not delay the opening of the housing project or negatively impact service delivery. Both the timeline and process for evaluating these services and/or servic e providers to ensure a smooth process from construction to operation forms a part of the critical path to successful project delivery.

Task 3: Plan for Coordination with Continuum of Care and Coordinated Entry Systems The team will d evelop a list of parameters , tasks, and policies needed to have aligned and effective communication and housing implementation with the local Continuum of Care and Coordinated Entry entities to assist with tenant selection and coordination of services. Michael Baker has experience in homeless plans, public engagement around this topic, and coordinated services with other communities, all of which it will bring to bear on the following:
• Integrate with the coordinated entry system—set up a process whereby publicly funded or assisted housing is required to accept referrals from the coordinated entry system when certain conditions are met.
o Create a standardized system of assessment tools to determine eligibility and prioritization. o Look at fair referral and placement decision making that makes a difference to the client, the housing provider, and the community.
• Prioritize permanent housing placement with minimum preconditions (e.g., sobriety, employment). • Ensure low barrier access and partner with service providers to address issues as housing creates the stability to address them.
• Find ways to integrate Housing Element programs with Continuum plan permanent housing options and find ways to align programs end to end for better outcomes. • Development of a planning aid to support the development/redevelopment of diverse housing types including scattered site and/or congregate models based on community needs, funding and land availability.

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 9

• Develop memoranda and H ealth Insurance Portability and Accountability Act ( HIPAA)-compliant information sharing to promote partnerships and cross -system coordination. This includes cross platform collaboration with Housing Management Information System ( HMIS) and documented outcomes.
• Create a climate where the leveraging of multiple funding streams (federal, state, local) can be used in a nimble and coordinated manner to meet identified permanent housing outcomes.

Task 4: Affordable Housing Financing
In conformance with the tasks outlined above, Michael Baker will provide a matrix of federal, state, regional, local, and private sources of existing and potential affordable housing funds that can be utilized for either capital projects or direct services.

Recommendations will include red flags for potential mismatches and funding incompatibility. However, funding and funds use is an ever-changing and evolving landscape due to factors such as market conditions, bond markets, interest rates, availability of federal and state funding and rule changes . Michael Baker will provide best-resources for keeping up with statutory and regulatory changes, as well as a Q/A guide for how to think about and navigate financing, as well as how to ask questions that move a project forward or that can be used to develop no/no-go criteria.

Task 5: Process and Criteria for Selection of Affordable Housing Developers In consultation with the City, Michael Baker will provide criteria to develop a competitive RFQ process to identify and establish a non -binding prequalified list of affordable housing developers that can potentially collaborate on high-quality, cost-effective affordable housing projects.

Lists will include types of construction models/populations served to gain a better understanding of depth and breadth of expertise and capacity of each developer. This will give the City greater internal capacity to gauge developer capacity and experience/expertise in the housing/product type being contemplated. Michael Baker will also prepare a suggested RFQ/RFP template to seek developers for any such City-initiated projects.

Task 6: Creation of Affordable Housing Development Policy and Procedure Handbook As part of the final work product, Michael Baker will compile and create a comprehensive report in a readable and searchable format that can serve as a guidebook for City staff in implementing affordable housing development projects, including both those initiated by a developer seeking City funding participation and as City-initiated affordable projects. The guidebook will match policy and action and provide usable templates and an implementation matrix for staff, other departments, developers and nonprofit entities to create a more transparent and understandable process.

Included in this proposal is a cost breakdown for presentation of findings and the report to various bodies, as determined by the City, but including the Housing Commission, Planning Commission, Economic Development Commission, and/or City Council. Meetings can be separate or joint meetings and include a presentation deck.

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 10

Task 7: Stakeholder Engagement
The Michael Baker team will engage with and gather information from a variety of stakeholders, including:
• City of Vallejo staff in housing, planning and homelessness, and building. • Experienced affordable housing developers, both for profit and nonprofit. • Members and representatives of the unhoused and below moderate-income community. • Members of the broader Vallejo community.
• Representatives of other governmental and nongovernmental organizations with a mission to address affordable housing, including projects designed to shelter the unhoused.

Michael Baker anticipates a minimum of two to three meetings, depending on final design, after consultation with the City. Meetings can be virtual or in person. Michael Baker believes at least one general meeting should be in person, while up to two meetings could be virtual.

In devising the types of meetings, Michael Baker suggest s one meeting with internal stakeholders such as planning/homelessness, housing, and building staff; one meeting that focuses on the input of developers and governmental/nongovernmental organizations whose mission is aligned with affordable housing, including for the unhoused ; and one meeting that includes member s of the unhoused and below moderate -income community as well as members of the broader Vallejo community.

The budget provides for development and presentation of materials at three meetings with one meeting in person and two meetings virtually. Final scope, type, and cost will be determined in consultation with the City and its needs.

ESSAY C. BUDGET NARRATIVE
Michael Baker proposes the following not-to-exceed amount to prepare an Affordable Housing Development Policy and Procedure Handbook and Underwriting Guide to the City of Vallejo. The budget below is based on an estimate to provide the services described in Essay B and is based on Michael Baker’s experience in strategic planning, stakeholder engagement processes, and affordable housing.

Task Cost
Task 1 $9,194
Task 2 $4,870
Task 3 $4,450
Task 4 $4,710
Task 5 $3,520
Task 6a $5,104
Task 6b $3,109*
Task 7 $3,827**
TOTAL $38,783
Task 1 includes project kickoff meeting and setup.
*Estimated based on 4 presentations to commissions and City Council **Estimated based on 2-3 hybrid meetings. Cost per meeting charge = $1,037 (rounded).

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 11

ESSAY D. TIMELINE NARRATIVE
The proposed timeline below illustrates how Michael Baker intends to meet deadlines in preparing all the tasks associated with preparing the Affordable Housing Development Policy and Procedure Handbook and Underwriting Guide for the City of Vallejo. The schedule is based on a sample date range, with project kickoff assumed to occur in September 2025. The final schedule will be dependent on project start date, final design of elements (such as community meetings), availability of internal/external stakeholders, and City needs.

Sample Schedule of Services
Month Activities
September 2025 • Kickoff meeting
• Policy research
October 2025 • Organizational assessment
• Initial programmatic analysis
November 2025 • Stakeholder meetings
November/December
2025
• Collation of information from stakeholder meetings
• Complete programmatic analysis
• Opportunity analysis
January 2026 • Drafting components including matrices, rubrics, and policy guidance February 2026
• Drafting Affordable Housing Development Policy and Procedure Handbook and Underwriting Guide and incorporating components • Soliciting internal feedback on components and fine -tuning deliverables
March 2026
• Incorporate staff feedback
• Finalize Affordable Housing Development Policy and Procedure Handbook and Underwriting Guide
• Create searchable elements and updated links
April 2026 • Presentation development and presentation of final product after acceptance by City staff

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 12

EXHIBIT 1: COVER SHEET
See page 2.

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 13

EXHIBIT 2: RESUMES

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 14

PROJECT MANAGER
Lisa Baker
Lisa is an experienced project manager with 14 years of experience in housing development and executive management for a regional housing authority and 16 additional years of experience working with local governments in grants, housing, community
development. She has e xpertise in community and strategic planning, affordable housing development, single/multi-family rehabilitation, TBRA, homeless intervention/prevention, water/sewer infrastructure, public service funding, joint emergency management, monitoring, and grants administration for a variety of populations including rural, suburban/urban communities, those with disabilities, veterans. She is also bilingual in written and spoken English/Spanish.

RELEVANT EXPERIENCE
City of San Bernardino . Project Manager. Provides technical assistance for CDBG, HOME, ESG , housing and homelessness programs. Provides technical assistance to homeless housing projects, owner occupied rehabilitation, and public housing/RAD conversion with Community Project Funding funds. Project Director for the 2025 -2029 Analysis of Impediments Study and Consolidated Plan.

State of California . Project Manager and Technical Advisor. Consolidated Plan development. Creation of HOME First Time Homebuyer Program Guidelines and Resale/Recapture Guidelines and documents. Developer, advisor.

Developed and provided Training in HOME first -time homebuyer Resale/Recapture. Creation of HOME Multifamily Minimum Rehabilitation Standards for the State and its subrecipients . Developer, technical advisor. Implementation Guidelines for post COVID Eviction Moratorium Process. Guideline Development and Implementation. Senior Policy Lead. Emergency Rental Assistance Program (ERAP – COVID assistance). Communications outreach assistance.

Placer Community Foundation. Project Manager, Technical Advisor. Principal Author. Ten Year Strategic Plan for Affordable Housing. Work with the Foundation staff and Housing Advisory Committee to develop Placer Community Foundation’s first ever Strategic Plan for Affordable Housing philanthropic engagement.

Yolo County Housing. CEO, Chief Property Negotiator, Project Manager, Principal Author of BluePrint 2020 – Ten Year Strategic Plan for Housing for the Housing Authority of the County of Yolo. Work in partnership with the Agency’s Board of Commissioners and staff on a blueprint for affordable housing development and programming from a housing authority perspective , including development, project -based vouchers, RAD, and non -federal forms of funding.

Provided development and project management for several pro jects including Cesar Chavez Plaza ( development partner 52 units with 19 special needs units), Eleanor Roosevelt Circle ( development partner senior affordable housing), Rochdale Grange (development partner 40 affordable units for families, tax credit exchange project), Helen Thomson Homes (developer, acquisition/rehab of 2 homes for full service mental health clients) , Crosswood Apartments (developer in acquisition/rehab with new HUD Section 8 subsidy in markup to market) , West Beamer Place (co-developer of 9% tax credit with set-aside for full service mental health clients and formerly homeless), 1801 West Capitol (co-developer of permanent supportive housing for formerly homeless families and individuals) . Acted as f under through use of project -based vouchers and/or technical assistance provider in a variety of affordable developments, including Blue Mountain Terrace, Cesar Chavez Plaza, Eleanor Roosevelt Circle, and New Harmony.

Years with Michael Baker
2 Years of Experience
30 Education
University of California, Davis, M.A.

University of California, Davis, B.A.

Professional Affiliations (select)
American Leadership Forum (ALF) Senior Fellow
National Association of Housing and
Redevelopment Officials (NAHRO)
California Coalition for Rural Housing (CCRH)

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 15

CURRENT BOARDS AND COMMISSIONS (SELECT)
California Coalition for Rural Housing, Board member Jan 2010 – present Winters Planning Commission, Chair Mar 2025 – present
Yolo Transit, Citizen Advisory Committee, Chair 2021 – present NAHRO International Research and Global Exchange, Vice Chair 2023 – present

PRIOR RELEVANT EXPERIENCE
CPS HR Consulting, Consultant Feb 2021 – July 2025
Housing Authority of the County of Yolo, Chief Executive Officer Nov 2006 – Jun 2020 Baker Street Associates, LLC, President Nov 1994 – Nov 2006

CURRENT AWARDS (SELECT)
2023 Outstanding Professional of the Year , National Association of Housing and Redevelopment Officials .

NAHRO’s “most prestigious award honors an exceptionally qualified person who has made outstanding contributions to the quality of life through service in the field of housing or community development.”

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 16

HOUSING PLANNER
Maya Ziab
Maya is a Housing Planner II with experience in creating affordable housing and community development program policies and procedures and guidelines. She is an expert writer and data analyst with additional experience in consolidated plans, analysis of imp ediments to fair housing choice reports, grant applications, and more. Maya also has extensive experience with data collection and analytics, research, report writing, policy, public engagement through survey creation and implementation and 1:1 stakeholder interviews, program monitoring, and housing and community development grant management.

RELEVANT EXPERIENCE
City of Lodi. Currently working on the City’s 504 ADA Transition Plan Update, streamlining the 2016 Plan with progress at the City-level and policy changes at the federal and state levels.

City of Redondo Beach. Assisted the City in its CDBG operations, including leading the Mobility Access and Emergency Repair Program, working with and monitoring subrecipients and writing the AAP and Consolidated Annual Performance and Evaluation Report. She worked on the 2025 -2029 Consolidated Plan ( ConPlan) and AI process through data collection and analysis, report writing, and community engagement.

City of Monterey. Wrote policies and procedures for CDBG programs and was responsible for reporting and subrecipient monitoring. Produced 10 years of Successor Agency Reports for the City.

City of Orange. Created a detailed overview of HOME’s Tenant-Based Rental Assistance program. Her responsibilities included conducting research on TBRA models.

City of Garden Grove. Assisted in the creation of the draft Housing Authority Administrative Plan.

City of San Bernardino. Main contributor to City’s 2025-2029 Analysis of Impediments to Fair Housing Choice (AI), completing data collection and analysis, community engagement, and report writing. She also participated in the creation of the City’s ConPlan.

State of California. Conducted housing market, needs assessment, and community outreach data analytics for the State of California’s 2025-2029 ConPlan. Served as one of the primary writers and helped to identify strategic goals.

City of Seaside. Associate Project Manager. Assists with the City’s CDBG program where she has processed subrecipient applications, conducted subrecipient monitoring, and presented to the Community Development Advisory Committee. She was a main contributor to 2025 -2029 AI, completing data collection and analysis, community engagement, and report writing. She was also team member for the City’s ConPlan and Annual Action Plan (AAP).

City of Allentown. Worked on the 2025-2029 AI and ConPlan, completing data collection, analysis and report writing.

City of Walnut Creek. Worked on the City’s 2025-2029 ConPlan, completing data analysis and report writing.

City of Bethlehem. Worked on the City’s PRO Housing Grant Application and helped prepare the 2025 -2029 AI and ConPlan, completing data collection, analysis and report writing.

City of Anaheim. Monitored several grant subrecipients, including CDBG, HOME, and ESG.

City of Oxnard (Housing Authority). Responsible for gathering documentation and executing the contracts in a timely manner on two housing projects.

County of Riverside. Contributed toward the Assessment of Fair Housing in Riverside County.

Years with Michael Baker

2.5 Years of Experience

4.5 Education
B.S., Environmental Policy, Institutions, and
Behavior, Rutgers University
Minor: Philosophy
Professional Affiliations
American Planning Association

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 17

HOUSING PLANNER
Shannon Martin
Shannon is a Housing Planner who has worked on community outreach, federal grants planning, such as Consolidated Plans, monitoring and support for grants management, direct public engagement activities, residual receipt analysis, annual NEPA determinations, and on-site provision of grant and direct services.

Shannon is well known for her accuracy and attention to detail. Her previous career in human resources allowed her to develop strengths in research and in communicating with various stakeholders. She is familiar with assessing the needs of a target market through data collection, including creating surveys and conducting stakeholder interviews. Shannon also brings relevant experience from auditing counties and municipalities to her work.

RELEVANT EXPERIENCE
City of Citrus Heights. Review low-income applicants for CalHome home rehabilitation loan program for eligibility.

City of Calabasas. Revise guidelines for PLHA rental assistance program, resulting in LACDA approval.

City of South San Francisco. Perform annual homeowner monitoring of affordable housing residents.

State of California. Data collection and assisted with technical writing of the 5-Year Consolidated Plan.

City of San Bernardino. Created a task tracker for process improvement resulting in more time efficient meetings.

Technical writing for Analysis of Impediments and Consolidated Plan.

City of Seaside. Interviewed stakeholders to gain community insights and determine needs. Compiled questions for a Consolidated Plan survey. Research and technical writing for Analysis of Impediments and Consolidated Plan.

City of Livermore. Conduct residual receipts audit on affordable housing loans to developers.

City of Allentown. Data collection and technical writing for Analysis of Impediments.

City of Chowchilla. Close-out CDBG grants at the end of their term to submit to HUD.

City of Long Beach. Review files for Labor Compliance standards.

City of Walnut Creek. Prepare NEPA environmental reviews, CAPER and PR -26 report for submission to HUD .

Ensured Executive Order compliance.

City of San Fernando. Grant administration services for a CDBG-funded small business program.

City of Garden Grove. Proposed a Community Outreach Plan. Created marketing materials, such as a PowerPoint presentation and flyers for the community. Developed a survey to collect data for the Consolidated Plan. Engaged with stakeholders at the public Community Meeting to spre ad awareness of the Consolidated Plan. Written communications with stakeholders to increase involvement.

City of Norwalk. Technical writing for Analysis of Impediments. Created a PowerPoint presentation for members of the community to understand the Consolidated Plan process. Coordinated and conducted one -on-one stakeholder interviews to gather information on needs of the com munity. Constructed an online survey in order to receive anonymous feedback. Participated in Community Meetings to meet with residents and City representatives.

City of Redondo Beach. Survey creation for Consolidated Plan data gathering.

City of Riverside. Coordinated meetings with potential community development partners on behalf of the client.

Years with Michael Baker
1 Years of Experience
4 Education
B.S.B.A., Human Resources Management
and Marketing, Leadership Studies Minor,
University of South Carolina
Professional Affiliations
American Planning Association

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 18

HOUSING PLANNER
Mary Andrews
Mary is a Housing Planner. She has been involved in several key team projects, including rental and mortgage assistance program development and ongoing compliance, including
residual receipt assessment, economic development intake and eligibility, as well as program monitoring alon g with Five-Year Consolidated Plans, Analysis of Impediments to Fair Housing plans, and public engagement activities.

RELEVANT EXPERIENCE
City of South San Francisco. Assisted with annual below market rate monitoring.

City of San Bernardino. Data collection and assisted with technical writing of the 5-Year Consolidated Plan.

County of Plumas. Assisted with reviewing and approving applications for Plumas County’s Economic Development Grant Program.

City of Livermore. Reviewing Financial Audit Statements for Residual Receipts payment analysis.

State of California. Data collection and assisted with technical writing of the 5-Year Consolidated Plan.

County of Riverside. Data collection and assisted with technical writing and drafting Analysis of Impediments and Consolidated Plan.

City of Menifee. Assisted with rental and mortgage assistance program. Reviewed and recommended applications for funding awards.

City of Lodi & City of Palm Desert. Assisted with drafting Analysis of Impediments and Consolidated Plan.

City of Long Beach. Assisted with Mayoral 100-Day Plan.

City of Anaheim. Assisted with FY 2022- 2023 Subrecipient On-Site Monitoring for CDBG grant recipients.

PRIOR RELEVANT EXPERIENCE
City of Calimesa 4th Street Community Park. Volunteer. Assisted Development Services with design charrettes to support a $2.1 million - dollar grant application to the State of California's Parks & Recreation for the proposed Calimesa 4th Street Community Park (successfully funded); Assisted the Mana gement Analyst with a Citywide Household Income Survey funded by a CDBG Planning & Technical Grant, including preparing surveys and stuffing envelopes to residents and data entry of returned surveys.

Years with Michael Baker
2 Years of Experience
2 Education
A.A., English, San Bernardino Valley College
A.A., History, San Bernardino Valley College
A.A., Humanities, San Bernardino Valley
College
A.A., Social Sciences, San Bernardino Valley
College

PROPOSAL FOR CITY OF VALLEJO AFFORDABLE HOUSING CONSULTANT 19

EXHIBIT 3: W-9

Form W-9
(Rev. March 2024)
Request for Taxpayer
Identification Number and Certification
Department of the Treasury
Internal Revenue Service Go to www.irs.gov/FormW9 for instructions and the latest information.

Give form to the
requester. Do not
send to the IRS.

Before you begin. For guidance related to the purpose of Form W-9, see Purpose of Form, below.

Print or type.

See Specific Instructions on page 3.
1 Name of entity/individual. An entry is required. (For a sole proprietor or disregarded entity, enter the owner’s name on line 1, and enter the business/disregarded entity’s name on line 2.)
2 Business name/disregarded entity name, if different from above. 3a Check the appropriate box for federal tax classification of the entity/individual whose name is entered on line 1. Check only one of the following seven boxes.

Individual/sole proprietor C corporation S corporation Partnership Trust/estate LLC. Enter the tax classification (C = C corporation, S = S corporation, P = Partnership) ....

Note: Check the “LLC” box above and, in the entry space, enter the appropriate code (C, S, or P) for the tax classification of the LLC, unless it is a disregarded entity. A disregarded entity should instead check the appropriate box for the tax classification of its owner.

Other (see instructions)
3b If on line 3a you checked “Partnership” or “Trust/estate,” or checked “LLC” and entered “P” as its tax classification, and you are providing this form to a partnership, trust, or estate in which you have an ownership interest, check this box if you have any foreign partners, owners, or beneficiaries. See instructions ......... 4 Exemptions (codes apply only to
certain entities, not individuals;
see instructions on page 3):

Exempt payee code (if any)
Exemption from Foreign Account Tax
Compliance Act (FATCA) reporting
code (if any)
(Applies to accounts maintained
outside the United States.)
5 Address (number, street, and apt. or suite no.). See instructions. 6 City, state, and ZIP code
Requester’s name and address (optional)
7 List account number(s) here (optional)
Part I Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid backup withholding. For individuals, this is generally your social security number (SSN). However, for a resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other entities, it is your employer identification number (EIN). If you do not have a number, see How to get a TIN, later.

Note: If the account is in more than one name, see the instructions for line 1. See also What Name and Number To Give the Requester for guidelines on whose number to enter.

Social security number
––
or
Employer identification number
–
Part II Certification
Under penalties of perjury, I certify that:

1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and

2. I am not subject to backup withholding because (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am no longer subject to backup withholding; and

3. I am a U.S. citizen or other U.S. person (defined below); and

4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct.

Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and, generally, payments other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part II, later.

Sign
Here
Signature of
U.S. person Date
General Instructions
Section references are to the Internal Revenue Code unless otherwise noted.

Future developments. For the latest information about developments related to Form W-9 and its instructions, such as legislation enacted after they were published, go to www.irs.gov/FormW9.

What’s New
Line 3a has been modified to clarify how a disregarded entity completes this line. An LLC that is a disregarded entity should check the appropriate box for the tax classification of its owner. Otherwise, it should check the “LLC” box and enter its appropriate tax classification.

New line 3b has been added to this form. A flow-through entity is required to complete this line to indicate that it has direct or indirect foreign partners, owners, or beneficiaries when it provides the Form W-9 to another flow-through entity in which it has an ownership interest. This change is intended to provide a flow-through entity with information regarding the status of its indirect foreign partners, owners, or beneficiaries, so that it can satisfy any applicable reporting requirements. For example, a partnership that has any indirect foreign partners may be required to complete Schedules K-2 and K-3. See the Partnership Instructions for Schedules K-2 and K-3 (Form 1065).

Purpose of Form
An individual or entity (Form W-9 requester) who is required to file an information return with the IRS is giving you this form because they Cat. No. 10231X Form W-9 (Rev. 3-2024)
are not required to sign the certifi
Michael Baker International Inc.
✔
100 Airside Drive
Moon Township, PA 15108
25 1228638
01/02/2025

CONSENT CALENDAR 8.I.

DATE: December 9, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
Victoria Grace- Barksdale, Youth Coordinator
SUBJECT: ADOPT A RESOLUTION TO AMEND THE FISCAL YEAR 2025-2026 BUDGET AND APPROPRIATE THE PREVIOUSLY APPROVED $160,000 FOR THE FIRST 5 EARLY

LEARNING CENTER FROM GENERAL FUND UNASSIGNED FUND BALANCE BACK INTO THE YOUTH BUDGET MULTI-YEAR OPERATIONAL PROJECT #MY2222 (STEP 2 OF 2)

RECOMMENDATION
Adopt a resolution to amend the Fiscal Year 2025-2026 budget and appropriate the previously approved $160,000 for the First 5 Early Learning Center from General Fund Unassigned Fund Balance back into the Youth Budget Multi-Year Operational Project # MY2222 (Step 2 of 2)

REASONS FOR RECOMMENDATION
Previously approved funding of $160,000 for the First 5 Early Learning Center was disencumbered and returned to fund balance. The Youth Budget Multi-year Operational Account was used to cover the $160,000 expense, which created a shortfall in that fund. Staff is requesting Council approval to re-allocate the previously approved $160,000 from General Fund Balance back into the Youth Budget to ensure continuation of ongoing youth programming and priorities.

Per City Charter Section 703, budget amendments require a two-step process. Step 1 involved providing at least one week’s notice of intent to amend the budget, which was completed at the November 18, 2025, City Council meeting. Step 2 requires the adoption of the resolution to amend the budget and appropriate the funds.

BACKGROUND AND DISCUSSION
Youth development has been identified as a multi-year goal and priority over several City Councils. On June 8, 2021, through Resolution No. 21-067, City Council approved $450,000 in General Funds allocated for the Youth Initiative Strategic Plan through the approval and adoption of the Fiscal Year 2021-2022 budget.

On May 17, 2022, during a Special Council meeting, City Council received a presentation from First 5 Solano on their proposed Vallejo Early Learning Center with a request for $500,000 in funding. Staff confirmed that $160,000 from the Youth Initiative Strategic Plan was allocated towards the project and reallocated the funds to Social Services to support establishing the Early Learning Center in the City of Vallejo. The additional $340,000 for the project would come from future ARPA funding.

On June 28, 2022, the Vallejo City Council amended the Fiscal Year 2021-22 budget and moved the remaining $290,000 in allocated Youth Initiative Strategic Plan funding from the General Fund to a multi-year operational project account for several youth related projects including the needs assessment and strategic plan. This would allow time for staff to hire a Youth Coordinator and for the Youth Budget to be operational for projects over multiple years without returning to fund balance.

Date: December 9, 2025
Subject: ADOPT A RESOLUTION TO AMEND THE FISCAL YEAR 2025-2026 BUDGET AND APPROPRIATE THE PREVIOUSLY APPROVED $160,000 FOR THE FIRST 5 EARLY

LEARNING CENTER FROM GENERAL FUND UNASSIGNED FUND BALANCE

BACK INTO THE YOUTH BUDGET MULTI-YEAR OPERATIONAL PROJECT #MY2222 (STEP 2 OF 2)

On July 28, 2022, the $160,000 allocation within Social Services for First 5 Solano Children was encumbered by the department to be used for the First 5 Early Learning Center. The funds were unspent by the end of the fiscal year and later disencumbered in FY 2023–2024, resulting in the funds being returned to fund balance.

On September 10, 2024, Council authorized a grant agreement with First 5 Solano in the amount of $610,000 towards construction of the First 5 Early Learning Center with $160,000 funding from what was earmarked in May of 2022, along with $450,000 in ARPA funding. However, City staff had not encumbered the $160,000 funds, which had therefore been returned to General Fund balance at the close of a prior fiscal year, and the City paid the $160,000 towards construction out of the Youth Budget multi-year operational project account, rather than General Fund balance, creating a shortfall in Youth Budget for other current projects. City staff would like to correct that situation by backfilling the Youth Budget by appropriating $160,000 of General Fund balance to the Youth Budget.

Funding from the Youth Budget multi-year operation project account has been used to pay for the Youth Needs Assessment and Strategic Plan, Vallejo Family Resource Guides, Vallejo Youth Delegation Trips in partnership with the Vallejo City Unified School District, Vallejo/Benicia Youth Leadership Training, and other youth related expenses.

This item would restore funding back into the Youth Budget to ensure the continuation of ongoing youth programming and priorities.

FISCAL IMPACT
Approval of this item will amend the FY 2025-2026 budget in the amount of $160,000 to move the allocated funds from the General Fund Unassigned Fund Balance to a Multi-Year Operation Project account for youth programs:

General Fund #001
Increase Transfer out $160,000

Multi-year Program Fund#194
Increase Transfer In ( $160,000) Increase MY2222 Expenditure $160,000

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

ATTACHMENTS

1. Resolution for Budget Amendment Youth Funding_CAO Stamp

CONTACT
Andrew Murray, City Manager (707) 648-4085
[email protected]

Date: December 9, 2025
Subject: ADOPT A RESOLUTION TO AMEND THE FISCAL YEAR 2025-2026 BUDGET AND APPROPRIATE THE PREVIOUSLY APPROVED $160,000 FOR THE FIRST 5 EARLY

LEARNING CENTER FROM GENERAL FUND UNASSIGNED FUND BALANCE

BACK INTO THE YOUTH BUDGET MULTI-YEAR OPERATIONAL PROJECT #MY2222 (STEP 2 OF 2)

RESOLUTION NO. 25- ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO AMENDING THE FISCAL YEAR 2025-2026 BUDGET AND APPROPRIATING THE PREVIOUSLY APPROVED $160,000 FOR THE FIRST 5 EARLY LEARNING CENTER FROM THE FUND BALANCE

BACK INTO THE YOUTH BUDGET MULTI-YEAR OPERATIONAL PROJECT ACCOUNT (STEP 2 OF 2)

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

WHEREAS, on June 8, 2021, the City Council adopted the Fiscal Year 2021 -2022 Budget by Resolution No. 21-067, which included an appropriation of $450,000 in General Fund monies for the Youth Initiative Strategic Plan; and

WHEREAS, on May 8, 2022, City Council allocated $160,000 of Youth Strategic Plan funding towards the First 5 Early Learning Center , which funding was later returned to the fund balance in FY 2023-2024; and

WHEREAS, on June 28, 2022, the City Council amended the Fiscal Year 2021-22 Budget and transferred the remaining $290,000 in allocated Youth Initiative Strategic Plan funding from the General Fund to a multi-year operational project account to allow the Youth Budget funding to be operational for youth projects over multiple years without returning it to the fund balance; and

WHEREAS, on September 10, 2024, the City Council approved a grant agreement with First 5 Solano in the amount of $610,000 to be used towards construction of the First 5 Early Learning Center and paid $160,000 directly from the Youth Budget multi-year operational project account, creating a shortfall in that fund for other current projects; and

WHEREAS, notice of intent to amend the budget and appropriate $160,000 from the fund balance back into the Youth Budget Multi-year Operational Project Account was given at the regular City Council meeting held on November 18, 2025.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Vallejo hereby amends the Fiscal Year 2025-2026 Budget and appropriates the previously approved $160,000 for the First 5 Early Learning Center from the fund balance back into the Youth Budget Multi -Year Operational Project account.

ADOPTED BY THE CITY COUCNIL OF VALLEJO at a council meeting held on December 9, 2025 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_________________________________________

ANDREA SORCE, MAYOR

ATTEST: _________________________________________
DAWN G. ABRAHAMSON, CITY CLERK

CONSENT CALENDAR 8.J.

DATE: December 9, 2025
TO: Mayor and Members of the City Council
FROM: Gillian Haen, Assistant City Manager
SUBJECT: ADOPT A RESOLUTION APPROVING A THIRD AMENDMENT TO THE GOLF COURSE

MANAGEMENT AGREEMENT BETWEEN THE CITY OF VALLEJO AND KEMPER

SPORTS MANAGEMENT LLC (SUCCESSOR TO TOUCHSTONE GOLF, LLC) AND

AUTHORIZING THE CITY MANAGER TO EXECUTE SAME

RECOMMENDATION
Adopt a resolution approving a Third Amendment to the golf course professional services agreement between the City of Vallejo (City) and Kemper Sports Management, LLC for City golf course management services and authorizing the City Manager to execute the same.

REASONS FOR RECOMMENDATION
The current agreement which has gone through two amendments will expire on December 31, 2025. Based on good performance and the need for ongoing golf course management, this amendment to extend the management for 5 years is useful and valuable for the City while development design occurs. The proposed amendment is limited in scope. Amendments are limited to a term extension and updates to signatory information, and a $1,000 monthly increase to management fees (with future inflation increases possible).

BACKGROUND AND DISCUSSION
On December 12, 2017, the City Council approved an agreement with Touchstone Golf, LLC to provide management services to operate and maintain the City’s golf course and its related facilities. At the end of the agreement’s one-year term, and pursuant to provisions in the agreement (see Attachment 2, Section 2.07 and Attachment 3), the vendor requested a two-year extension to the agreement. The Golf Course Management Agreement was entered on January 1, 2018 and thereby extended the contract through January 18, 2020.

On December 7, 2021, the City Council approved a First Amendment to the agreement to extend the term through December 31, 2025 and to make other minor modifications, including modifications to Operator signatories and expansion of procedures related to Working Capital. The First Amendment was entered on December 31, 2021.

On August 5, 2024, the City Council approved a Second Amendment to the agreement to reflect the City’s procurement of the newly leased golf carts with PNC Bank, revising Section 4.01.3 “Golf Carts”. The Second Amendment was entered on August 6, 2025.

In March 2018, the City of Vallejo (City) entered into an Exclusive Negotiating Agreement (ENA) with another entity, Blue Rock Golf, LLC to redevelop the City Golf Course site and its immediate environs. The purpose of the agreement was to negotiate the disposition and development of the City’s Blue Rock Springs Golf Course property. The ownership of the land was transferred to Blue Rock Springs, LLC in December 2022. Terms in the Purchase and Sale Agreement included City lease back of the golf Course until which time development was approved. The City is currently leasing back the golf facilities for $1 per year and utilizing

In December 2024, the City Council approved the Disposition and Development Agreement with Blue Rock

Date: December 9, 2025
Subject: ADOPT A RESOLUTION APPROVING A THIRD AMENDMENT TO THE GOLF COURSE

MANAGEMENT AGREEMENT BETWEEN THE CITY OF VALLEJO AND KEMPER

SPORTS MANAGEMENT LLC (SUCCESSOR TO TOUCHSTONE GOLF, LLC) AND

AUTHORIZING THE CITY MANAGER TO EXECUTE SAME

Springs, LLC. This agreement outlines the deliverables and timelines for development of the site, as well as the points of profit sharing by the developer with the City.

On March 26, 2025, Touchstone Golf was acquired by or rebranded as Kemper Sports Management, LLC, which continues to provide professional golf management services to the City under the existing contract terms. Touchstone will operate as a division within Kemper Sports, combining local expertise with national resources.

As of today, the City of Vallejo and Blue Rock Springs, LLC (BRS) are past the initial negotiation and sale phase, having reached a profit-sharing agreement (Performance and Participation Agreement) in December 2024 that guarantees the City a minimum of $10.5 million to the City for the land, as well as a share of future profits from home sales. The current status involves ongoing work on the preliminary plans for the golf course redevelopment, which were approved by the City Council in September 2025. BRS is currently working on entitlement applications for the project based on Council design direction.

Recent progress on the redevelopment plan:
• Council approval – On September 9, 2025, the City Council of Vallejo approved preliminary golf course and clubhouse plans for the golf course redevelopment. • Golf course design – The plan reduces the existing two 18-hole courses to a single east side 18-hole course and a wet side 9 hole, par-3 course.
• Clubhouse relocation – The new clubhouse will be relocated to the area currently occupied by the driving range.
• Youth facility – A “friendly amendment” was approved for the developer to explore including a youth center on city-retained property.

This proposed Third Amendment to the Management Agreement seeks to:

1. Extend the term of the existing Professional Services Agreement for an additional 5 years through December 31, 2030 pursuant to Section 2.01. The term of this agreement will be extended for 5 years unless either party gives written notice of non-renewal to the other party at least 90 days prior to the end of the preceding term. It also allows for an additional 2 year extension by agreement from both parties.

2. Revise the Base Management Fee by replacing Section 2.04 to reflect current market conditions and operational costs. This includes a $1,000 per month cost increase from the prior agreement to cover increases in staff management of the course. This includes a Base Management Fee to the Operator of $11,000 per month payable on the 1st day of each month, for an annual Base Management Fee of $132,000. On January 1 of each calendar year during the term, the Base Management Fee shall be increased by an amount equal to the lesser of CPI if the golf course if making profits to the General fund. If the course does not make a profit, then the management fee does not increase.

The continued partnership with Kemper Sports allows the City to maintain consistent, high-quality golf course operations and preserve the Blue Rock Springs Golf Course as a valuable recreational asset to the community, while long-term development of the site continues. Kemper Sports has successfully managed day-to-day operations, staffing, marketing and maintenance resulting in increased rounds played, improved

Date: December 9, 2025
Subject: ADOPT A RESOLUTION APPROVING A THIRD AMENDMENT TO THE GOLF COURSE

MANAGEMENT AGREEMENT BETWEEN THE CITY OF VALLEJO AND KEMPER

SPORTS MANAGEMENT LLC (SUCCESSOR TO TOUCHSTONE GOLF, LLC) AND

AUTHORIZING THE CITY MANAGER TO EXECUTE SAME

course conditions, positive customer feedback and stable revenues for the City.

FISCAL IMPACT
The amendment will result in an annual management cost of $132,000 adjusted from the previous agreement. Funds are available in the Golf Fund to cover the FY 2025-26 annual cost and have been budgeted accordingly. The annual payments in future fiscal years will be included as part of the City’s proposed budget. There is no impact to the General Fund as the revenues from the golf course pay the management fees.

ENVIRONMENTAL REVIEW
The contract Amendment proposed herein is categorically exempt under California Environmental Quality Act (CEQA) Guidelines Section 15323 (Normal Operations of Facilities for Public Gatherings).

ATTACHMENTS

1. Reso Approving Third Amendment to Blue Rock Springs Management Agreement-CAO STAMP

2. KEMPER Third Amendment to Golf Management Agreement COA Stamp

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

RESOLUTION NO. ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO

APPROVING A THIRD AMENDMENT TO THE GOLF COURSE

PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF

VALLEJO AND KEMPERSPORTS MANAGEMENT, LLC (FORMERLY

TOUCHSTONE GOLF, LLC) FOR CITY GOLF COURSE MANAGEMENT

SERVICES AND AUTHORIZING THE CITY MANAGER TO EXECUTE SAME

WHEREAS, Kemper Sports Management, LLC, as successor to Touchstone Golf, LLC operates and manages the City-owned golf course and clubhouse facilities at Blue Rock Springs East and West Golf Course and Driving Range; and

WHEREAS, on December 31, 2021, the parties entered into a First Amendment to the Agreement to extend the term through December 31, 2025, and to make other minor modifications; and

WHEREAS, on August 6, 2025, the parties entered into a Second Amendment to the Agreement to make revisions to Section 4.01.3 “Golf Carts”; and
WHEREAS, approval of the Third Amendment to the Golf Course Management Agreement will extend the term for an additional five (5) years through December 31, 2030, and modify the Base Management Fee and annual adjustments.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby approves the Third Amendment to the Golf Course Management Agreement between the City of Vallejo and Kemper Sports Management, LLC, attached hereto as Exhibit A and incorporated herein by reference.

BE IT FURTHER RESOLVED that the City Council authorizes the City Manager to execute same, with any modifications recommended by the City Attorney.

Adopted by the City Council of the City of Vallejo at a regular meeting held on November 9, 2025 with the following vote:

AYES:

NOES:

ABSENT:
__________________________

ANDREA SORCE, MAYOR

ATTEST:_________________________________
DAWN G. ABRAHAMSON, CITY CLERK

THIRD AMENDMENT TO THE GOLF COURSE MANAGEMENT AGREEMENT

BETWEEN THE CITY OF VALLEJO

AND KEMPER SPORTS MANAGEMENT, LLC

THIS THIRD AMENDMENT TO THE GOLF COURSE MANAGEMENT AGREEMENT made and entered into on January 1, 2018, hereinafter referred to as “Agreement,” between the City of Vallejo, a municipal corporation, therein referred to as “CITY,” and Touchstone Golf, LLC, a Delaware limited liability company “TOUCHSTONE”, is made and entered into on this as of the date of the last signature below (the “Effective Date”) by and between the CITY and Kemper Sports Management, LLC, a Delaware Limited Liability Company, hereinafter referred to as "OPERATOR," as successor to TOUCHSTONE.

WHEREAS, OPERATOR operates and manages the City-owned golf course and clubhouse facilities at Blue Rock Springs East and West Golf Course and Driving Range; and WHEREAS, on November 1, 2020, the Agreement was extended to December 31, 2021; and WHEREAS, on December 31, 2021, CITY AND TOUCHSTONE entered into a First Amendment to the Agreement to extend the term through December 31, 2025, and to make other minor modifications; and
WHEREAS, on August 6, 2024, the parties entered into a Second Amendment to the Agreement to make revisions to Section 4.01.3 “Golf Carts”; and WHEREAS, on March 14, 2025, the City of Vallejo consented and agreed to the Transaction between Touchstone and Kemper Sports Management, LLC (Kemper) which resulted in Kemper succeeding to the interest of Touchstone under the Agreement.

NOW THEREFORE, in consideration of the premises and the mutual covenants and agreements herein set forth, CITY and OPERATOR agree as follows:

1. Amendment of Section 2.01.

Section 2.03 of the Agreement is hereby amended to read as follows:

“2.01 Term. The term of this Agreement shall commence January 1, 2018 (the “Effective Date”) and shall end on December 31, 2030, unless otherwise terminated or cancelled pursuant to this Agreement.”

2. Amendment of Section 2.03
“2.03 Extension. Upon mutual agreement of the parties, the Term of this Agreement may be extended up to two (2) additional years following expiration of the Term set forth in Section 2.01. Provided however, that OPERATOR is not in material default of any terms

and provisions of this Agreement. Any such extension may be subject to such additional or other terms and provisions as the parties may agree in writing. The preceding sentences shall not obligate either party to extend the Term of this Agreement. The failure of either party to agree to an extension of the Term of this Agreement shall not be deemed a breach by such party of the covenant of good faith and fair dealing. If a party is interested in pursuing negotiations to extend the term of the Agreement, the party shall provide notice to the other party not later than six (6) months prior to the expiration of the Term of the Agreement. If such notice is given and both parties agree to the extension and all terms thereof, then the parties shall enter into an extension of the Agreement. In the event that the parties do not enter into such extension of the Agreement Section 14.0, "Transition Procedures," of the Agreement shall be effective.”

3. Modification of Base Management Fee Pursuant to Section 2.04 Section 2.04 “Base Management Fee” is hereby amended to read as follows:
“2.04 Base Management Fee. OPERATOR shall earn a Base Management Fee of $11,000 per month payable on the 1st day of each month in advance, for an annual Base Management Fee of $132,000.

4. Modification of Incentive Fee Adjustment Pursuant to Section 2.04.01 Section 2.04.01 is hereby amended to read as follows:

“2.04.01 Annual Fee Adjustment. -

The Base Management Fee shall be adjusted based on the following:

a) An amount equal to CPI. For purposes of this Agreement, “CPI” means the Consumer Price Index for All Urban Consumers (CPI-U), US City Average Series, All Items (1982-84=100) as reported by the Bureau of Labor Statistics of the United States Department of Labor; or b) Incentive Fee Adjustment. The Base Management Fee may be adjusted based on increases or decreases in the City’s Golf Enterprise Fund subsidy (excluding debt service) as compared to the previous Calendar Year. If the total subsidy required for the Golf Enterprise Fund is less than the previous Calendar Year - inclusive of the Base Management Fee - the fee shall be increased by fifty percent (50%) of the difference, with a maximum adjustment of not more than the amount set forth in subsection a) above. If the total subsidy required for the Golf Enterprise Fund is more than the previous Calendar Year- inclusive of the Base Management Fee - the fee shall not be increased.

In the event of termination of this Agreement that occurs prior to the end of the Calendar Year of any year this Agreement is in effect the Incentive Fee Adjustment shall be pro-rated.

5. Modification of Incentive Fee Adjustment Pursuant to Section 2.04.02 Section 2.04.02 is hereby deleted in its entirety.

6. No Further Modification. Except as modified by the terms of this Third Amendment, all terms and conditions of the Agreement as amended by the First and Second Amendments shall remain in full force and effect.

7. Counterparts. This and Amendment may be executed in one or more counterparts, each of which shall be deemed an original, but all of which shall constitute one and the same document.

Counterparts executed and exchanged by email or facsimile transmission shall be fully enforceable.

IN WITNESS WHEREOF, the Parties have executed this Third Amendment as of the date set forth above.

THE CITY OF VALLEJO
a municipal corporation

KEMPER SPORTS MANAGEMENT, LLC
a Delaware limited liability company

_______________________________
Andrew Murray City Manager By: _____________________________________ Mark Luthman
Executive Vice President
ATTEST:

By: Dawn Abrahamson
City Clerk

APPROVED AS TO CONTENT:

By: Gillian Haen
Assistant City Manager

APPROVED AS TO FORM:

Veronica A. F. Nebb,
City Attorney

ACTION ITEM 8.K.

DATE: December 9, 2025
TO: Mayor and Members of the City Council
FROM: Nalungo Conley, Assistant City Manager
SUBJECT: ADOPT A RESOLUTION TO: (1) AMEND THE FISCAL YEAR 2025-2026 BUDGET IN THE AMOUNT OF $210,000 TO FUND PROFESSIONAL SERVICES RELATED TO

SECURING FEDERAL FUNDING TO EXPAND MARITIME INDUSTRIAL ACTIVITY AND WORKFORCE DEVELOPMENT IN VALLEJO (STEP 2 OF 2); AND (2) APPROVE A

CONSULTANT SERVICES AGREEMENT WITH THE ROOSEVELT GROUP AND

AUTHORIZE THE CITY MANAGER TO EXECUTE SAME

RECOMMENDATION
Adopt a resolution to: (1) amend the Fiscal Year 2025-2026 budget to execute a Professional Services Agreement in an amount not to exceed $210,000 (Step 2 of 2); and (2) approve a Consultant Services Agreement with the Roosevelt Group and authorize the City Manager to execute same.

REASONS FOR RECOMMENDATION
This appropriation and action will budget and authorize the City Manager to enter into a Professional Services Agreement with The Roosevelt Group (TRG) in an amount not to exceed $210,000, to carry out and manage on behalf of the City of Vallejo related activities around building a strategic plan, determine alignment with public and private funding sources focused on maritime activities, and the mapping of Congressional appropriations to support and sustain these endeavors long-term.

BACKGROUND AND DISCUSSION
The Shipbuilding and Harbor Infrastructure for Prosperity and Security (SHIPS) for America Act created bipartisan support for the revitalization of the commercial and military shipbuilding industry nationwide. As recently reported at the City Council meeting on September 30th, 2025, Congressional representative Garamendi has asked City of Vallejo staff, Solano County representatives and other public and private partners to put forth a prospectus on building up the maritime industry in Vallejo and the region and how additional support and investments could benefit the residents of this community.

As the staff report to City Council dated September 30, 2025, pointed out, there are many unknowns about what the final SHIPS Act of 2024/2025 will contain, and what the State and Federal funding infrastructure will support going forward in response to this call for investments in maritime industries.

However, given the City of Vallejo’s long maritime history as an active U.S. Navy shipyard, there is considerable excitement being a part of this revitalization effort. At its peak, over 40,000 people worked at the Mare Island Naval Shipyard. So, the city is well aware of the economic impact maritime activities can have on the local economy and the fiscal sustainability of the city overall.

Ensuring that the city is responsive to the opportunities created by the current administration’s focus on and commitment to supporting a revitalization of commercial and military shipbuilding and related

Date: December 9, 2025
Subject: ADOPT A RESOLUTION TO: (1) AMEND THE FISCAL YEAR 2025-2026 BUDGET IN THE AMOUNT OF $210,000 TO FUND PROFESSIONAL SERVICES RELATED TO SECURING

FEDERAL FUNDING TO EXPAND MARITIME INDUSTRIAL ACTIVITY AND WORKFORCE DEVELOPMENT IN VALLEJO (STEP 2 OF 2); AND (2) APPROVE A

CONSULTANT SERVICES AGREEMENT WITH THE ROOSEVELT GROUP AND

AUTHORIZE THE CITY MANAGER TO EXECUTE SAME

industries, requires investment in partnering with a knowledgeable consultant since that level of expertise does not exist in-house. Vallejo needs to better understand the value of its various assets to develop a roadmap that aligns with national-level objectives, supports key activities already underway, and determines the feasibility of what we can realistically do in the short-, mid-, and long-term. With this engagement, we will best position ourselves to move forward with establishing a solid economic foundation well into the future and create more equitable outcomes for all stakeholders invested in the success of the City of Vallejo.

In response to the direction provided by Congressional representative Garamendi, the Economic Development Department reached out to several consultants for proposals to assist with this effort. We received two responses from consultants who have worked in a professional capacity in this space directly and have the qualifications to be responsive to this effort. After reviewing the submitted documentation and engaging with both responding consultants, The Roosevelt Group (TRG), has been identified as the most qualified vendor given: 1) the experience of the project team, 2) the relationships that TRG has with Congressional staff, the Pentagon, private shipbuilding companies, and innovation technology companies (drones, autonomous surface crafts, etc.), and 3) their expertise in supporting the creation of defense industries and all the related industrial, manufacturing, green technology, and economic prosperity zones that support those investments.

While the city is cataloging its maritime related assets, formalizing public-private partnerships, supporting workforce development efforts, and working closely with our regional partners like the Solano County EDC, Cal Poly Maritime Academy, the Working Waterfront Coalition, East Bay Economic Development Alliance, our two maritime-oriented private business on Mare Island, and collaborators from other cities in the region, it is critical that we bring a consultant aboard with the specialized experience, the subject matter knowledge, and the relationships to provide leadership and create one unifying picture of what our city and our county can offer.

The staff report from September 30, 2025, highlighted the steps that staff have taken so far in this effort to move things forward, but also noted that “staff would need to embark on a full engagement effort if the City Council wishes to authorize [and] proceed on exploring more maritime uses” to be responsive to Congressional representative Garamendi’s request along with The Presidential Executive Order (EO) that seeks to establish a Maritime Security Trust Fund and a Shipbuilding Financial Incentives Program.

The proposal from TRG is responsive to the full landscape of possibilities created by the resurgence of interest in maritime activities. Approval of this item will also help to position us to be responsive to a visit to Solano County/City of Vallejo by major shipbuilders based in Korea and Sweden in mid-December (2025). Their intent is to visit the area, including Mare Island, other local agencies, and other cities within the region. Making sure we are responsive and anticipatory to the demands of the moment necessitates the need to enter into a Professional Services Agreement to ensure all the necessary information is gathered, and that all stakeholders are aligned and ready to take advantage of this opportunity, a critical factor for a successful outcome.

TRG’s deliverables will be the following:

Date: December 9, 2025
Subject: ADOPT A RESOLUTION TO: (1) AMEND THE FISCAL YEAR 2025-2026 BUDGET IN THE AMOUNT OF $210,000 TO FUND PROFESSIONAL SERVICES RELATED TO SECURING

FEDERAL FUNDING TO EXPAND MARITIME INDUSTRIAL ACTIVITY AND WORKFORCE DEVELOPMENT IN VALLEJO (STEP 2 OF 2); AND (2) APPROVE A

CONSULTANT SERVICES AGREEMENT WITH THE ROOSEVELT GROUP AND

AUTHORIZE THE CITY MANAGER TO EXECUTE SAME

• Provide a comprehensive strategic assessment that includes all Navy roadmaps and plans regarding shipbuilding, ship repair, workforce training, component and subcomponent build plans and repair aspirations
• Analyze a broad range of federal funding opportunities that the Mare Island facility may be eligible to support and that will lead to an acceleration of the city’s redevelopment efforts • Assist the City of Vallejo with building partnerships with those companies and/or advocates who have contacts in the various defense industries to think about the city as a viable economic center for regional investments, similar to California Forever’s approach with Saronic • Provide direct, first-hand advocacy on the city’s behalf with the Maritime Industrial Base, United States Department of Defense, United States Department of the Navy, and other key stakeholders • Analyze the Navy’s shipbuilding and strategic basing process to determine the potential for some form of homebasing or rotational stationing of existing and future Navy ship classes • Describe and map out the development of an annual Congressional campaign to support and sustain this endeavor long-term.
• Ongoing advocacy and lobbying with Department of Defense, Capitol Hill, and other federal and private agencies to maximize our engagement with and achievement of our strategic priorities

FISCAL IMPACT
Approval of the agreement with TRG will increase FY2025-26 General Fund expenditures by $210,000.

The unrestricted General Fund (Reserve) will be amended and reduced by the same amount. This is the second step of the two-step budget amendment process.

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

ATTACHMENTS

1. Resolution Amending FY 2025-2026 Budget, Approving Consultant Services Agreement - Roosevelt Group - CAO STAMP

2. Consultant Services Agreement - Roosevelt Group

3. City of Vallejo Proposal

CONTACT
Nalungo Conley, Assistant City Manager
[email protected]

RESOLUTION NO. 25-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO TO AMEND THE FISCAL YEAR 2025-26 BUDGET TO APPROPRIATE AN AMOUNT NOT TO EXCEED $210,000 TO FUND PROFESIONAL SERVICES RELATED TO SECURING

FEDERAL FUNDING TO EXPAND MARITIME INDUSTRIAL ACTIVITY AND WORKFORCE DEVELOPMENT IN VALLEJO (STEP 2 of 2) APPROVE A

CONSULTANT SERVICES AGREEMENT WITH THE ROOSEVELT GROUP AND

AUTHORIZE THE CITY MANAGER TO EXECUTE SAME
WHEREAS, the Shipbuilding and Harbor Infrastructure for Prosperity and Security (SHIPS) for America Act 2024/2025 created bipartisan support for the revitalization of the commercial and military shipbuilding industry nationwide; and
WHEREAS, Congressional Representative Garamendi has asked City of Vallejo staff, Solano County representatives and other public and private partners to put forth a prospectus on building up the maritime industry in Vallejo and the region; and WHEREAS, the City of Vallejo is responsive to the opportunities created by the current administration’s focus on and commitment to supporting a revitalization of commercial and military shipbuilding and related activities; and
WHEREAS, the city has recognized that we do not have the subject matter expertise in-house to provide these services and have reached out to experts in this area; and WHEREAS, we received proposals that were responsive to our requirements and determined that The Roosevelt Group was the best choice to provide the scope and advocacy necessary to support key activities in the maritime and defense industries environments; and WHEREAS, staff is proposing that the City amend the Fiscal Year 2025-2026 budget to fund an amount not to exceed $210,000, to execute a professional services agreement with The Roosevelt Group; and
WHEREAS, staff is proposing that General Fund expenditures be increased by $210,000 and be drawn down from Fund Balance.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Vallejo, does hereby approve the amendment of the City’s budget for Fiscal Year 2025-2026 by appropriating $210,000.00 from Unrestricted Fund (reserve) Balance to General Fund expenditures, approving the Consultant Services Agreement with the Roosevelt Group and authorizing the City Manager to execute same.

Adopted by the City Council of the City of Vallejo at a regular meeting held on December 9, 2025, with the following vote:

AYES:

NOES:

ABSENT:
____________________________

ANDREA SORCE, MAYOR

ATTEST:
_______________________________
DAWN G. ABRAHAMSON, CITY
CLERK

Consultant and Professional Services Agreement (Revised 05-2025) Page 1 of 11

CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT
This Consultant and Professional Services Agreement (“Agreement”) is made at Vallejo, California, dated for reference this 25 th day of November, 2025, by and between the City of Vallejo, a municipal corporation (“City”), and The Roosevelt Group, hereinafter referred to as “Consultant”, who agree as follows:

1. Services. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide the City professional services as specified in Exhibit A, entitled “Scope of Work.”

2. Payment. City shall pay Consultant for services rendered pursuant to this agreement at the times and in the manner set forth in Exhibit B, entitled “Compensation.” The payments specified in Exhibit B shall be the only payments to be made to Consultant for services rendered pursuant to this Agreement.

3. Facilities and Equipment. Consultant shall, at its sole cost and expense, furnish all facilities and equipment which may be required for furnishing services pursuant to this Agreement.

4. Indemnification. Consultant shall indemnify, hold harmless, and defend City, its officers, officials, directors, employees, agents, volunteers and affiliates and each of them from any and all claims, demands, causes of action, damages, costs, expenses, actual attorney’s fees, consultant’s fees, expert fees, losses or liability, in law or in equity, of every kind and nature whatsoever arising out of or in connection with Consultant’s operations, or any subcontractor’s operations, to be performed under this agreement for Consultant’s or subcontractor’s tort negligence including active or passive, or strict negligence, including but not limited to personal injury including, but not limited to bodily injury, emotional injury, sickness or disease, or death to persons and/or damage to property of anyone, including loss of use thereof, caused or alleged to be caused by any act or omission of Consultant, or any subcontractor, or anyone directly or indirectly employed by any of them or anyone for the full period of time allowed by the law, regardless to any limitation by insurance, with the exception of the sole negligence or willful misconduct of the City.

Consultant shall also indemnify, hold harmless, and defend City, its officers, officials, directors, employees, agents, volunteers and affiliates and each of them from any and all claims, demands, causes of action, damages, costs, expenses, actual attorney’s fees, consultant’s fees, expert fees, losses or liability, in law or in equity, of every kind and nature whatsoever arising out of or in connection with Consultant’s operations, or any subcontractor’s operations, related to costs or benefits associated with California Public Employment Retirement System (CalPERS) membership where Consultant supplies a CalPERS member who CalPERS determines is subject to enrollment.

Consultant and Professional Services Agreement (Revised 05-2025) Page 2 of 11 The provisions of this section shall survive the expiration or termination of this Agreement.

5. Insurance Requirements. Consultant agrees to comply with all of the Insurance Requirements set forth in Exhibit C, entitled “Insurance Requirements for Consultant.” Failure to maintain required insurance at all times shall constitute a default and material breach.

6. Accident Reports. Consultant shall immediately report (as soon as feasible, but not more than 24 hours) to the City Risk Manager any accident or other occurrence causing injury to persons or property during the performance of this Agreement. The report shall be made in writing and shall include, at a minimum: (a) the names, addresses, and telephone numbers of the persons involved, (b) the names, addresses, and telephone numbers of any known witnesses, (c) the date, time, and description of the accident or other occurrence.

7. Conflict of Interest. Consultant warrants and represents that to the best of its knowledge, there exists no actual or potential conflict between Consultant’s family, business, real property or financial interests and the services to be provided under this Agreement. Consultant shall comply with the City of Vallejo Conflict of Interest Code and not enter into any contract or agreement during the performance of this Agreement which will create a conflict of interest with its duties to City under this Agreement. In the event of a change in Consultant’s family, business, real property, or financial interests occurs during the term of this Agreement that creates an actual or potential conflict of interest, then Consultant shall disclose such conflict in writing to City. Every individual who performs services on behalf of Consultant pursuant to this Agreement must file a full Statement of Economic Interests (also known as Form 700) with the City Clerk if the work of the individual involves making a governmental decision whether to issue, deny, suspend, or revoke any permit, license, application, certificate, approval, order, or similar authorization or entitlement; authorizes the City to enter into, modify, or renew a contract; grants City approval of specifications for a contract; adopts or approves for the City any policy, standard or guideline; lobbies on behalf of the City, or performs the same or substantially all the same duties for the City that would otherwise be performed by an individual holding a position specified in the City’s Conflict of Interest Code.

8. Independent Contractor. Consultant is an independent contractor.

Neither Consultant nor any of Consultant’s officers, employees, agents, or subcontractors, if any, is an employee of City by virtue of this Agreement or performance of any services pursuant to this Agreement. City shall have the right to control Consultant only insofar as the results of Consultant’s services rendered pursuant to this Agreement; however, City shall not have the right to control the means by which Consultant accomplishes services pursuant to this Agreement.

Consultant and Professional Services Agreement (Revised 05-2025) Page 3 of 11

9. Licenses, Permits, Etc. Consultant represents and warrants to City that all consultant services shall be provided by a person or persons duly licensed by the State of California to provide the type of services to be performed under this Agreement and that Consultant has all the permits, qualifications and approvals of whatsoever nature which are legally required for Consultant to practice its profession. Consultant represents and warrants to City that it shall, at its sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals which are legally required for Consultant to practice its profession.

10. Business License. Consultant, and its subcontractors, has obtained or agrees to apply prior to performing any services under this Agreement to City’s Finance Department for a business license, pay the applicable business license tax and maintain said business license during the term of this Agreement. The failure to obtain such license shall be a material breach of this Agreement and grounds for termination by City. No payments shall be made to Consultant until such business license(s) has been obtained.

11. Standard of Performance. Consultant shall provide products and perform all services required pursuant to this Agreement in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised under similar conditions by a member of Consultant’s profession currently practicing in California.

Consultant is responsible for making an independent evaluation and judgment of all conditions affecting performance of the work, including without limitation applicable federal, state, and local laws and regulations, and all other contingencies or considerations.

Consultant’s responsibilities under this section shall not be delegated. Consultant shall be responsible to City for acts, errors, or omissions of Consultant’s subcontractors.

Consultant is responsible for making an independent evaluation and judgment of all conditions affecting performance of the work and shall prepare plans, reports, and/or other work products in such a way that additional costs will not be incurred beyond a project budget approved or amended by the City Manager or his or her designee.

Whenever the scope of work requires or permits review, approval, conditional approval or disapproval by City, it is understood that such review, approval, conditional approval or disapproval is solely for the purposes of administering this Agreement and determining whether the Consultant is entitled to payment for such work, and not be construed as a waiver of any breach or acceptance by the City of any responsibility, professional or otherwise, for the work, and shall not relieve the Consultant of responsibility for complying with the standard of performance or

Consultant and Professional Services Agreement (Revised 05-2025) Page 4 of 11 laws, regulations, industry standards, or from liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of Consultant.

12. Force Majeure. Neither party shall be considered in default of this Agreement to the extent performances are prevented or delayed by causes or circumstances beyond either party’s reasonable control, such as war, riots, strikes, lockouts, work slowdown or stoppage, acts of God, such as floods or earthquakes, and electrical blackouts or brownouts.

In the event that the Consultant is unable to meet the completion date or schedule of services, Consultant shall immediately inform the City Representative of this in writing. If additional time is required to perform the work, the City Representative may adjust the schedule.

13. Time is of the Essence. Time is of the essence in this Agreement. Any reference to days means calendar days, unless otherwise specifically stated.

14. Personnel. Consultant agrees to assign only competent personnel according to the reasonable and customary standards of training and experience in the relevant field to perform services under this Agreement. Failure to assign such competent personnel shall constitute grounds for termination of this Agreement.

The payment made to Consultant pursuant to this Agreement shall be the full and complete compensation to which Consultant and Consultant’s officers, employees, agents, and subcontractors are entitled for performance of any work under this Agreement. Neither Consultant nor Consultant’s officers or employees are entitled to any salary or wages, or retirement, health, leave or other fringe benefits applicable to employees of the City. The City will not make any federal or state tax withholdings on behalf of Consultant. The City shall not be required to pay any workers’ compensation insurance on behalf of Consultant.

Consultant shall pay, when and as due, any and all taxes incurred as a result of Consultant’s compensation hereunder, including estimated taxes, and shall provide City with proof of such payments upon request.

15. General Prohibition on Assignment of CalPERS Members and Annuitants. Consultant shall not hire, employ, or use, as an employee, subcontractor or agent of Consultant (Assigned Individual) any California Public Employment Retirement System (CalPERS) member or annuitant in connection with the provision of services under this Agreement. Nor shall Consultant allow any of its subcontractors, agents, or other representatives to employ CalPERS members or annuitants for the purpose of performing work under this Agreement.

Failure to comply with the provisions of this section shall constitute a material breach of Consultant’s obligations under this Agreement and shall be grounds for

Consultant and Professional Services Agreement (Revised 05-2025) Page 5 of 11 termination.

The City Manager and the Human Resources Director may together approve an exception which they determine either: (i) meets the requirements of CalPERS relating to Independent Contractors; or (ii) where such Assigned Individual who is an Annuitant, has not, and will not, exceed 960 total hours in a fiscal year (July 1 to June 30) for all CalPERS employers combined, and satisfies all other CalPERS annuitant requirements. No Assigned Individual, regardless of CalPERS membership at the time the labor is provided, may exceed 1,000 hours in a fiscal year (July 1 to June 30).

16. Consultant Not Agent. Except as authorized under this Agreement or as City may authorize in a letter of authorization signed by the City Manager or his or her designee, Consultant shall have no authority, express or implied to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, under this Agreement, to bind City to any obligation whatsoever.

17. Term. The term of this Agreement shall commence on December 1, 2025 and shall continue in full force and effect until July 30, 2026.

City shall, at its discretion, have the right to extend the term of this Agreement, in intervals of one year, by written notice to Consultant. The total duration of this Agreement, including the exercise of any options under this section, shall not exceed three years.

If the term of this Agreement extends into fiscal years subsequent to that in which it is approved, such continuation of the Agreement is contingent on the appropriation of funds for such purpose by the City Council of the City of Vallejo.

If funds to effect such continued payment are not appropriated, Consultant agrees to terminate any services supplied to City of Vallejo under this Agreement, and relieve City of any further obligation therefore.

18. Termination or Abandonment by City. The City has the right, at any time and in its sole discretion, to immediately terminate or abandon any portion or all of the services to be provided under this Agreement by giving notice to Consultant.

Upon receipt of a notice of termination, Consultant shall perform no further work except as specified in the notice. Before the date of termination, Consultant shall deliver to City all City records and documents, all work product, whether completed or not, as of the date of termination and not otherwise previously delivered.

The City shall pay Consultant for services performed in accordance with this Agreement before the date of termination. If this contract provides for payment of a lump sum for all services or by task and termination occurs before completion of the work or any defined task which according to the performance schedule was

Consultant and Professional Services Agreement (Revised 05-2025) Page 6 of 11 commenced before the notice of termination, the fee for services performed shall be based on an amount mutually agreed to by City and Consultant for the portion of work completed in conformance with this Agreement before the date of termination. In addition, the City will reimburse Consultant for authorized expenses incurred and not previously reimbursed. The City shall not be liable for any fees or costs associated for the termination or abandonment except for the fees, and reimbursement of authorized expenses, payable pursuant to this section.

19. Products of Consulting Services. The work product, including without limitation, all writings, work sheets, reports, recordings, drawings, files, detailed calculations and other work products, whether complete or incomplete, of Consultant resulting from services rendered pursuant to this Agreement, shall become the property of City. Consultant agrees that all copyrights which arise from creation of the work under this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of work and that the Consultant makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of work.

Documents submitted to the City in electronic format shall be formatted according to specifications provided by the City, or if not otherwise specified, in Microsoft Word, Excel, PowerPoint or other Microsoft Office Suite (2002) format as appropriate for the particular work product or, if directed by the City Representative in Adobe Acrobat PDF format.

20. Cooperation by City. City shall, to the extent reasonable and practicable, assist and cooperate with Consultant in the performance of Consultant’s services hereunder.

21. Assignment and Subcontracting. Consultant shall not subcontract, assign or transfer voluntarily or involuntarily any of its rights, duties or obligation under this Agreement without the express written consent of the City Manager or his or her designee in each instance. Any attempted or purported assignment of any right, duty or obligation under this Agreement without said consent shall be void and of no effect.

If subcontracting of work is permitted, Consultant shall pay its subcontractor within ten (10) days of receipt of payment by City for work performed by a subcontractor and billed by the Consultant. Use of the term subcontractor in any other provision of this contract shall not be construed to imply authorization for Consultant to use subcontractors for performance of any service under this Agreement.

The City is an intended beneficiary of any work performed by Consultant’s subcontractor for purposes of establishing a duty of care between the subcontractor and City.

Consultant and Professional Services Agreement (Revised 05-2025) Page 7 of 11

Any subcontractor or assignee consented to by City shall be bound by all terms and conditions of this agreement and the same shall be incorporated into and made a part of any assignment or subcontractor agreement.

22. Successors and Assigns. All terms, conditions, and provisions of this Agreement shall apply to and bind the respective heirs, executors, administrators, successors, and assigns of the parties. Nothing in this section is intended to affect the limitation on assignment.

23. Non-Discrimination/Fair Employment Practices.

(a) Consultant shall not, because of race, religious creed, color, sex, national original, ancestry, disability, medical condition, age, marital status or sexual orientation of any person, refuse to hire or employ, or to bar or discharge from employment, or to discriminate in compensation, or in terms, conditions or privileges any person, and every employee will receive equal opportunity for employment and shall be granted equal treatment with respect to compensation, terms, conditions or other privileges of employment, without regard to his race, religious creed, color, sex, national origin, ancestry, or disability, medical condition, age, marital status or sexual orientation.

Consultant warrants and represents it is an equal opportunity employer and agrees it shall not discriminate on the basis of race, religious creed, color, sex, national origin, ancestry, disability, medical condition, age, marital status or sexual orientation in the selection and retention of employees, subcontractors or procurement of materials or equipment.

In all solicitations either by competitive bidding or negotiations made by Consultant for work to be performed under any subcontract, including procurement of materials or equipment, each potential subcontractor or supplier shall be notified by Consultant of Consultant’s obligation under this Agreement relative to nondiscrimination and fair employment practices.

Consultant shall include the above provisions of this section in every subcontract, including procurement of materials or equipment.

(b) Consultant agrees to comply with Title VII of the Civil Rights Act of 1964, as amended, the California Fair Employment Practices Act, the Americans with Disabilities Act of 1990, any other applicable federal and state laws and regulations and City ordinances and regulations hereinafter enacted.

24. Notices. All notices or instruments required to be given or delivered by law or this Agreement shall be in writing and shall be effective upon receipt thereof and shall be by personal service or delivered by depositing the same in any United States Post Office, registered or certified mail, postage prepaid, addressed to:

Consultant and Professional Services Agreement (Revised 05-2025) Page 8 of 11

If to City:

Nalungo Conley
Assistant City Manager
555 Santa Clara Street
Vallejo, CA 94590

If to Consultant:

Chris Goode
The Roosevelt Group
200 Massachusetts Ave NW, Suite 360
Washington, DC 20001

Any party may change its address for receiving notices by giving written notice of such change to the other party in accordance with this section.

Routine administrative communications shall be made pursuant to section 1 of Exhibit A.

24. Integration Clause. This Agreement, including all Exhibits, contains the entire agreement between the parties and supersedes whatever oral or written understanding they may have had prior to the execution of this Agreement. This Agreement shall not be amended or modified except by a written agreement executed by each of the parties hereto.

25. Severability Clause. Should any provision of this Agreement ever be deemed to be legally void or unenforceable, all remaining provisions shall survive and be enforceable.

26. Law Governing. This Agreement shall in all respects be governed by the law of the State of California without regard to its conflicts of law rules. Litigation arising out of or connected with this Agreement shall be instituted and maintained in the courts of Solano County in the State of California or in the United States District Court, Eastern District of California, Sacramento, California, and the parties consent to jurisdiction over their person and over the subject matter of any such litigation in such courts, and consent to service of process issued by such courts.

27. Waiver. Waiver by either party of any default, breach or condition precedent shall not be construed as a waiver of any other default, breach or condition precedent or any other right hereunder.

28. Ambiguity. The parties acknowledge that this is a negotiated agreement, that they have had the opportunity to have this Agreement reviewed by their respective legal counsel, and that the terms and conditions of this Agreement are not to be construed against any party on the basis of such party’s draftsmanship thereof.

Consultant and Professional Services Agreement (Revised 05-2025) Page 9 of 11

29. Gender. All pronouns and any variations thereof shall be deemed to refer to the masculine, feminine, neuter, singular or plural, as the identifications of the person or persons, firm or firms, corporation or corporations may require.

30. Headings . The section headings contained in this Agreement are inserted for convenience only and shall not affect in any way the meaning or interpretation of this Agreement.

31. Compliance with Laws. Consultant will comply with all statutes, regulations and ordinances in the performance of all services under this Agreement.

32. Confidentiality of City Information. During the performance of services under this Agreement, Consultant may gain access to and use City information regarding, but not limited to, procedures, policies, training, operational practices, and other vital information (hereafter collectively referred to as “City Information”) which are valuable, special and unique assets of the City. Consultant agrees that it will not use any information obtained as a consequence of the performance of services under this Agreement for any purpose other than fulfillment of Consultant’s scope of work , to protect all City Information and treat it as strictly confidential and proprietary to City, and that it will not at any time, either directly or indirectly, divulge, disclose or communicate in any manner any City Information to any third party, other than its own employees, agents or subcontractors who have a need for the City Information for the performance of services under this Agreement, without the prior written consent of City, or as required by law.

Consultant shall treat all records and work product prepared or maintained by Consultant in the performance of this Agreement as confidential.

A violation by Consultant of this section shall be a material violation of this Agreement and will justify legal and/or equitable relief.

Consultant’s obligations under this section shall survive the completion of services, expiration or termination of this Agreement.

33. News and Information Release. Consultant agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or efforts under this Agreement, without first obtaining review and approval of said news releases from City through the City Representative.

34. City Representative. The City Representative specified in Exhibit A, or the representative’s designee, shall administer this Agreement for the City.

35. Counterparts. The parties may execute this Agreement in one or more

Consultant and Professional Services Agreement (Revised 05-2025) Page 10 of 11 counterparts, each of which shall be deemed an original, but all of which together shall be deemed one and the same instrument.

36. Facsimile Signature; Electronic Signature. This Agreement shall be binding upon the receipt of facsimile signatures or e-mailed by PDF or otherwise.

Any person transmitting his or her signature by facsimile or electronically shall promptly send an original signature to the other party pursuant to the notice provision of this Agreement. The failure to send an original shall not affect the binding nature of this Agreement.

37. Authority. The person signing this Agreement for Consultant hereby represents and warrants that he/she is fully authorized to sign this Agreement on behalf of Consultant.

38. Exhibits. The following exhibits are attached hereto and incorporated herein by reference:

Exhibit A, entitled “Scope of Work,” including any attachments Exhibit B, entitled “Compensation,” including any attachments Exhibit C, entitled “Insurance Requirements,” including attachments [SIGNATURES ON FOLLOWING PAGE]

Consultant and Professional Services Agreement (Revised 05-2025) Page 11 of 11 IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year shown below the name of each of the parties.

The Roosevelt Group
By: ____________________
Chris Goode
Managing Partner
DATE: __________________
(City Seal)

CITY OF VALLEJO,
a municipal corporation
By: ____________________
Andrew Murray
City Manager
DATE: __________________
ATTEST:

By: ____________________
Dawn G. Abrahamson
City Clerk
APPROVED AS TO FORM:

By: ____________________ for
Veronica A. F. Nebb
City Attorney
APPROVED AS TO INSURANCE:

By: ____________________
Armond Sarkis
Risk Manager

Consultant and Professional Services Agreement (Revised 05-2025) Page 1 of 3 Exhibit B - Compensation

EXHIBIT A

SCOPE OF WORK

1. Representatives. The City Representative for this Agreement is:

Nalungo Conley
Assistant City Manager
City Manager’s Office
555 Santa Clara Street
Vallejo, CA 94590
707-648-4301
[email protected]
The Consultant’s Representative for this Agreement is:

Chris Goode
Managing Partner
200 Massachusetts Ave. NW, Suite 360
Washington, DC 20001
[email protected]
All routine administrative communications between the parties will be between the above-named representatives and may be by personal delivery, mail, facsimile transmission, or electronic mail as agreed between the Consultant Representative and City’s Representative.

2. Services to be Provided. The services provided shall be as set forth in Attachment 1 of Exhibit A, attached hereto and incorporated herein by this reference.

3. Time for Performance. Consultant will perform the services according to the schedule contained in Attachment 1 of Exhibit A. If the schedule calls for the services to be performed in phases or discrete increments, Consultant shall not proceed from one phase or increment to the next without written authorization from the City’s Representative. Consultant will complete all services by June 30, 2026.

5. No Set Work Hours. Consultant shall be solely responsible for determining the working hours of its individual personnel, employees, agents, and representatives within the limitations otherwise provided in this Agreement.

Attachment 1 to Exhibit A

Consultant and Professional Services Agreement (Revised 05-2025) Page 2 of 3 Exhibit B - Compensation

EXHIBIT B

COMPENSATION

1. Consultant’s Compensation.

A. Services: City agrees to pay Consultant, at the rate(s) specified below, for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses, for a total not to exceed Two-Hundred and Ten Thousand Dollars ($210,000).

Consultant shall notify City in writing no later than thirty (30) days prior to the estimated date when Consultant will have billed City the maximum payment amount permitted under this Agreement, and Consultant shall provide City with an estimate of the additional compensation required to complete the project.

B. Additional Services:

1. Additional Services are those services related to the scope of Services of Consultant as set forth in Exhibit A but not anticipated at the time of execution of this Agreement. Additional Services shall be provided only when a Supplemental Agreement authorizing such Additional Services is approved by the City Manager, or his or her designee. City reserves the right to perform any Additional Services with its own staff or to retain other Consultants to perform said Additional Services.

2. Consultant’s compensation for Additional Services shall be based on the total number of hours spent on Additional Services multiplied by the employees’ appropriate billable hourly rate as established below. City, at its option, may negotiate a fixed fee for some or all Additional Services as the need arises.

Where a fixed fee for Additional Services is established by mutual Agreement between City and Consultant, compensation to Consultant shall not exceed the fixed fee amount.

2. Consultant’s Reimbursable Expenses. Reimbursable Expenses shall be limited to actual reasonable expenditures of Consultant for expenses that are necessary for the proper completion of the Services and shall only be payable if specifically authorized in advance by City.

3. Payments to Consultant.

A. Payments to Consultant shall be made within a reasonable time after receipt of Consultant’s invoice, said payments to be made in proportion to services performed. Consultant may request payment on a monthly basis. Consultant shall be responsible for the cost of supplying all documentation necessary to verify the

Consultant and Professional Services Agreement (Revised 05-2025) Page 3 of 3 Exhibit B - Compensation
monthly billings to the satisfaction of City.

B. All invoices submitted by Consultant shall contain the following information:

1. Description of services billed under this invoice

2. Date of Invoice Issuance

3. Sequential Invoice Number

4. City’s Purchase Order Number (if issued)

5. Social Security Number or Taxpayer Identification Number

6. Amount of this Invoice (Itemize all Reimbursable Expenses”)

7. Total Billed to Date
C. Items shall be separated into Services and Reimbursable Expenses.

Billings that do not conform to the format outlined above shall be returned to Consultant for correction. City shall not be responsible for delays in payment to Consultant resulting from Consultant’s failure to comply with the invoice format described above.

D. Request for payment shall be sent to:

Nalungo Conley
Assistant City Manager
555 Santa Clara Street
Vallejo, CA 94590

4. Accounting Records of Consultant. Consultant shall maintain for three (3) years after completion of all services hereunder, all records under this Agreement, including, but not limited to, records of Consultant’s direct salary costs for all Services and Additional Services performed under this Agreement and records of Consultant’s Reimbursable Expenses, in accordance with generally accepted accounting practices. Consultant shall keep such records available for audit, inspection and copying by representatives of the City’s Finance Department or other government agencies during regular business hours upon twenty-four (24) hours’ notice.

The obligations of Consultant under this section shall survive this Agreement.

5. Taxes. Consultant shall pay, when and as due, any and all taxes incurred as a result of Consultant’s compensation hereunder, including estimated taxes, and shall provide City with proof of such payments upon request.

6. Taxpayer Identification Number. Consultant shall provide City with Consultant’s complete Request for Taxpayer Identification Number and Certification, Form W-9, as issued by the Internal Revenue Service, and any other State or local tax identification number requested by City.

Consultant and Professional Services Agreement (Revised 05-2025) Page 1 of 3 Exhibit C – Insurance Requirements

EXHIBIT C

INSURANCE REQUIREMENTS

Consultant shall procure and maintain for the duration of this Agreement, including any extensions thereto, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of services hereunder by the Consultant, their agents, representatives, or employees or subcontractors.

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

A. Insurance Services Office form number GL 0002 covering Comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability; or Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

B. Insurance Services Office form number CA 0001 covering Automobile Liability, code 1 any auto and endorsement CA 0025.

C. Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance.

D. Professional Liability insurance appropriate to the Consultant’s profession (Errors and Omission).

2. Minimum Limits of Insurance. Consultant shall maintain limits no less than:

A. General Liability: $2,000,000 per occurrence for bodily injury, personal injury, and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

B. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.

C. Workers’ Compensation and Employer’s Liability: $1,000,000 per accident for bodily injury or disease. If Consultant is not subject to California Workers’ Compensation requirements, Consultant shall file a completed certificate of exemption form which may be obtained from the City prior to commencing any activity authorized hereunder.

Consultant and Professional Services Agreement (Revised 05-2025) Page 2 of 3 Exhibit C – Insurance Requirements
D. Professional Liability (Errors and Omission): $1,000,000 combined single limit per occurrence, and annual aggregate.

3. Deductible and Self-Insured Retention. Any deductibles or self-insured retention must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City of Vallejo, its officers, officials, employees and volunteers; or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.

4. Other Insurance Provisions. The general liability and automobile liability policies, as can be provided, are to contain, or be endorsed to contain, the following provisions:

A. The City of Vallejo, its officers, officials, employees, agents and volunteers are to be covered as additional insureds as respects; liability, including defense costs, arising out of activities performed by or on behalf of the Consultant; products and completed operations of the Consultant; premises owned, occupied or used by the Consultant; or automobiles owned, leased hired or borrowed by the Consultant. The coverage shall contain no special limitations on the scope of protection afforded to the City of Vallejo, its officers, officials, employees, agents or volunteers. The insurance is to be issued by companies licensed to do business in the State of California.

B. For any claims related to this project, the Consultant’s insurance coverage shall be primary insurance as respects the City of Vallejo, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City of Vallejo, its officers, officials, employees, agents, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.

C. Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees, agents, or volunteers.

D. The Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

E. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days’ prior written notice by certified mail, return receipt requested, has been given to the City.

F. The workers’ compensation and employer’s liability policy required hereunder shall be endorsed to state that the workers’ compensation carrier

Consultant and Professional Services Agreement (Revised 05-2025) Page 3 of 3 Exhibit C – Insurance Requirements
waives its right of subrogation against City, its officers, officials, employees, agents and volunteers, which might arise by reason of payment under such policy in connection with Consultant’s performance under this Agreement.

5. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII.

6. Verification of Coverage. Consultant shall furnish the City with certificates of insurance and original endorsements effecting general and automobile liability insurance coverage required by this clause. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City before work commences.

7. Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

8. Payment Withhold. City will withhold payments to Consultant if the certificates of insurance and endorsements required in Paragraph F, above, are canceled or Consultant otherwise ceases to be insured as required herein.

November 7, 2025 Ms. Nalungo Conley Assistant City Manager City of Vallejo City Manager’s Officer 555 Santa Clara St Vallejo, CA, 94590

Proposal for Consulting & Advocacy Services
Dear Ms. Conley, The Roosevelt Group (TRG) is pleased to submit our proposal in response to the conversations we have

had

regarding

economic

development

and

investment

opportunities

at

Mare

Island.

This

proposal

will

explain

how

The

Roosevelt

Group

will

provide

advocacy

and

consulting

services

and

a

targeted

strategic

document

to

the

City

of

Vallejo

(“City”).

Our

support

will

ensure

the

City

is

properly

taking

into

account

new

maritime

opportunities

within

the

Federal

Government,

as

the

nation

realigns

its

investments

to

modernize

and

accelerate

its

shipbuilding

and

ship

repair

capabilities.

TRG is a highly qualified federal lobbying firm with a proven track record in securing direct federal funding

and

shaping

policy

outcomes

that

align

with

our

clients’

long-term

objectives.

We

are

the

leading

provider

of

defense

community

consulting

in

the

United

States

and

represent

some

of

the

largest

maritime

and

hi-tech

defense

communities

and

clients

in

the

nation,

including

the

Hampton

Roads

Military

and

Federal

Facilities

Alliance

(HRMFFA),

MassDevelopment,

and

Hanwha

Defense

USA.

We

have

the

right

team

of

defense

industrial

base,

Navy,

and

supply

chain

experts

to

assist

you

in

this

endeavor.

We

are

actively

supporting

private

and

public

sector

clients

to

pursue

a

wide

range

of

funding

opportunities

that

are

associated

with

industrial

base

expansion

and

revitalization.

The

State

of

California

and

the

City

of

Vallejo

deserve

to

have

a

comprehensive

understanding

of

this

landscape,

which

is

evolving

swiftly

and

will

change

even

more

dramatically

in

the

coming

years.

We propose a $35,000 per month retainer to accommodate both the Strategic Plan deliverable and persistent

lobbying

and

advocacy

for

180

days.

At

the

termination

of

180

days

and

upon

the

delivery

of

the

Strategic

Plan,

the

retainer

will

be

reduced

to

$25,000

per

month,

should

the

City

decide

to

continue

with

The

Roosevelt

Group.

The

retainer

includes

all

consultant,

administrative,

and

local

travel

costs.

Travel

by

the

Core

Team

and

1099

consultants

outside

of

Washington,

D.C.,

will

need

approval

by

the

City

of

Vallejo

and

would

be

considered

reimbursable

in

addition

to

the

retainer.

We are confident that The Roosevelt Group represents the best-value partner to support the City of Vallejo

in

advancing

its

federal

priorities.

Should

you

have

any

questions

or

require

additional

information,

please

contact

Mr.

Christopher

Goode

at

(703)

881-2276

or

[email protected].

Sincerely,

Chris

Goode

John

M.

Simmons

Managing

Partner

Managing

Partner

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 1

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 2

Section 1
Firm Overview “Far and away the best prize that life has to offer is the chance

to

work

hard

at

work

worth

doing.”

Theodore

Roosevelt

26th

President

of

the

U.S.

September

7,

1903

This

quote

reflects

TRG’s

business

model

and

appears

at

the

beginning

of

all

client

briefings.

We

seek

to

serve

each

client

with

the

same

enthusiasm,

perseverance,

and

integrity

that

fueled

President

Roosevelt’s

work.

Our

values

set

us

apart

and

lead

to

success

for

our

clients.

We

work

harder

than

our

competitors

and

hold

ourselves

to

the

highest

ethical

standards.

We

embrace

difficult

challenges,

persevere

through

adversity,

and

do

what

it

takes

to

achieve

desired

results.

We

believe

in

integrity,

respect,

and

candor

for

ourselves

and

those

with

whom

we

do

business.

Our knowledge of policy, process, and people makes us uniquely qualified to represent defense

communities.

We

offer

deep

expertise

in

the

Department

of

Defense

(DoD);

innovation

programs

across

the

Services;

congressional

appropriations

and

federal

budget

processes;

the

annual

defense

authorization

legislation;

defense,

energy,

homeland

security,

and

political

experience;

and

have

long-standing

relationships

with

members

of

the

congressional

oversight

and

appropriations

committees

and

federal

officials

at

the

major

departments

and

agencies.

Moreover,

we

understand

the

interdependencies

at

play

and

what

they

mean

for

defense

communities.

TRG is a government relations consulting firm located on the doorstep of the United States Capitol.

With

hundreds

of

years

of

combined

political,

legislative,

military,

and

executive

branch

experience,

we

help

clients

achieve

their

federal

legislative

and

policy

goals

through

a

collaborative,

hands-on

approach

to

government

relations.

We

are

a

bipartisan

firm;

we

work

with

both

Democratic

and

Republican

decision-makers

on

Capitol

Hill,

as

well

as

career

executive

branch

personnel

and

political

appointees

at

every

level

of

seniority.

TRG has unmatched access to DoD leaders and the ability to engage them in support of our clients.

From

the

Secretariat

to

the

action

officer

level,

our

team

maintains

relationships

with

the

leaders

developing

and

implementing

the

new

National

Security,

National

Defense,

and

Military

Strategies.

TRG represents a diverse client base that expects and deserves constant interaction with policymakers

who

are

stakeholders

for

those

clients.

No

matter

the

issue,

we

have

continually

demonstrated

access

to

the

most

senior

congressional

Members

and

staff.

Our

relationships

in

the

House

and

Senate

stem

from

former

service

on

Capitol

Hill,

inside

the

Pentagon,

and

from

representing

some

of

the

most

important

defense

communities

and

companies

in

the

country

for

the

past

20 years.

We

continue

to

grow

the

team

by

adding

fresh,

bipartisan

talent

with

valuable

knowledge,

relationships,

and

access.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 3

Section 2

TRG Advocacy Approach
The Roosevelt Group is at the forefront of identifying and adapting to the rapid and sometimes

significant

changes

in

federal

policies,

programs,

and

personnel

driven

by

the

Trump

administration.

The

“traditional”

way

of

doing

business

is

changing

in

D.C.,

and

we

strive

to

keep

our

clients

up-to-date

with

these

changes

so

they

can

adapt

and

address

these

matters

successfully.

Nontraditional approaches to governing at the federal level call for affected stakeholders to be

agile

and

creative,

and

that

is

what

TRG

will

bring

to

the

City

of

Vallejo.

We

believe

in

an

“all

of

the

above”

approach:

we

can

and

will

pursue

traditional

means

of

engaging

with

the

federal

government

on

behalf

of

our

clients,

including

appropriations/grant

requests

and

engagement

with

policy

makers

in

executive

branch

agencies

and

Congress;

we

also

recognize

that

new

and

opportunistic

strategies

are

needed.

We

will

use

our

high-level

access,

trusted

relationships,

political

savvy,

and

real-time

information

to

determine

how

the

City

of

Vallejo

might

use

shifting

policies

and

priorities

to

its

advantage.

Our Firm has always approached its lobbying efforts comprehensively and from all possible angles

affecting

our

clients'

priorities.

We

work

with

our

clients

to

develop

and

maintain

strong

relationships

with

their

respective

Congressional

delegations.

Further,

we

also

work

with

our

clients

to

directly

engage

with

relevant

Committee

Professional

Staff

Members

to

address

our

clients'

requests

and

priorities.

Additionally,

we

will

utilize

our

vast

depth

of

subject

matter

expertise

to

better

understand

the

Department

of

Defense's

needs

and

requirements.

These

experts

are

also

able

to

help

our

clients

secure

meetings

and

engagements

with

relevant

stakeholders.

This

approach

helps

to

maximize

our

clients'

ability

to

succeed

and

achieve

their

strategic

priorities.

Our in-house expertise extends beyond just the Department of Defense and Capitol Hill, and includes

numerous

other

federal

agencies.

Given

this

awareness,

we

will

be

able

to

work

with

you

to

develop

a

robust

engagement

plan,

identify

opportunities,

and

develop

collateral

materials

that

can

be

used

to

ensure

the

City

of

Vallejo’s

message

is

compelling,

well-received,

and

fully

understood.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 4

Section 3

Proposed Scope of Work
This Statement of Work (SOW) outlines the services to be provided in support of enhancing mission

growth,

operational

resilience,

and

strategic

positioning

of

the

City

of

Vallejo.

Our

efforts

will

focus

on

delivering

actionable

insights,

strategic

recommendations,

and

effective

execution

strategies

across

several

key

areas.

Approach The Roosevelt Group employs a comprehensive, collaborative strategy to support our clients’ federal

advocacy

initiatives.

Each

year,

we

work

closely

with

our

network

of

consultants

to

plan

priorities

for

the

upcoming

fiscal

year

and

monitor

federal

budget

developments

to

ensure

that

requests

are

realistic,

refined,

and

aligned

with

emerging

opportunities.

Our approach is strengthened by real-time, accurate insights into developments within the Department

of

Defense

and

broader

federal

landscape,

which

we

seamlessly

integrate

into

our

advocacy

efforts

to

enhance

the

likelihood

of

success.

In

addition

to

engaging

personal

office

staff,

TRG

is

well-positioned

to

work

directly

with

key

congressional

committee

staff,

leveraging

these

relationships

to

further

advance

our

clients’

objectives.

In the case of the City of Vallejo, this SOW includes two components: 1) a comprehensive Strategy

Document

that

will

provide

a

guide

and

execution

plan

to

fully

exploit

the

strengths

of

Mare

Island,

and

2)

an

ongoing

Federal

and

Congressional

advocacy

campaign

to

support

the

City

immediately

inside

the

White

House,

Department

of

Defense,

U.S.

Commerce

Department,

U.S.

Coast

Guard,

Congress

and

any

Federal

Agency

or

California

state

entity

of

interest

and

significance

to

our

efforts

in

support

of

the

City

and

Mare

Island.

I. Mare Island Strategic Plan A. Provide a comprehensive strategic assessment and action plan in support of the

economic

development

of

Mare

Island.

B. This deliverable will be informed by the following steps: 1. Analyze all available Navy roadmaps and plans in regard to shipbuilding,

ship

repair,

workforce

training,

component

and

subcomponent

build

plans

and

repair

aspirations,

and

map

them

to

potential

opportunities

at

the

Mare

Island

facility.

2. Account for all previous Mare Island shipbuilding and repair activities and

assess

which

capabilities

are

currently

being

utilized

and

which

can

be

revitalized

or

added

to

provide

new

capacity

for

shipbuilding

and

repair

work.

3. Analyze a broad range of USG federal funding opportunities that the Mare

Island

facility

may

be

eligible

to

support

and

that

will

lend

to

and

accelerate

the

City's

redevelopment

efforts.

This

could

mean

a

wide

range

of

funding

opportunities,

from

actual

ship

repair

opportunities

to

funding

and

grant

possibilities

that

improve

upon

the

port’s

technical

capabilities

and

infrastructure.

4. Take into account the foundational tenets of the SHIPS Act, current White

House

Executive

Orders,

and

current

Navy

shipbuilding

and

ship

repair

roadmaps

to

inform

the

strategy

and

align

it

with

future

national-level

objectives

and

funding

possibilities.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 5

5. Account for SHIPS trust fund activity and any tenet that could reward the

City’s

efforts

at

Mare

Island.

6. Analyze the Navy's shipbuilding and strategic basing process to determine

the

potential

for

some

form

of

homebasing

or

rotational

stationing

of

existing

and

future

Navy

ship

classes.

7. Align our strategy with all known activities that are already underway.

This

may

include

the

City’s

efforts

to

pursue

Congressional

funding,

State

intentions

to

invest

in

Mare

Island,

or

your

university

partner’s

effort

to

pursue

new

workforce

development

efforts.

Our

strategy

cannot

and

will

not

be

conducted

in

a

vacuum.

8. Align our strategy with ongoing California Forever and known and future

corporate

investments,

whether

by

Mare

Island

Dry

Dock

or

new

entrants

like

Saronic.

9. Determine the feasibility of not only all eligible DoD grants, but non-DoD

ones

as

well,

including

Department

of

Commerce

port

improvements

and

opportunities.

10. As best as possible, align known and potential Mare Island capabilities with

known

and

potential

commercial

shipyard

repair

and

component

opportunities

in

the

maritime

energy,

Jones

Act,

and

maritime

tourism

fields.

11. Describe and map out the development of an annual Congressional campaign

to

support

and

sustain

this

endeavor

long-term.

This

section

of

the

Plan

will

focus

on

an

appropriations

“how

to”

and

roadmap

that

targets

the

best

possible

Congressional

appropriations

bills,

Community

Project

funding

prospects,

and

influential

Members

and

Senators

who

could

most

influence

a

long-term

City

legislative

campaign.

C. Travel : The TRG Team recommends two onsite visits to tour the Mare Island facility

to

meet

with

current

tenants.

The

first

will

be

an

initial

visit

by

subject

matter

experts

for

initial

research

to

inform

the

development

of

the

Strategic

Plan.

A

second

visit

will

be

reserved

for

follow-up

analysis

to

capture

and

synthesize

stakeholder

views.

This

will

include

leadership

of

the

City

of

Vallejo,

California

Forever,

Collinsville,

the

CA

Office

of

Business

and

Economic

Development,

Cal

Poly

Maritime's

workforce

development

office,

and

selected

private

companies

such

as

Mare

Island

Dry

Dock,

LLC,

and

Lind

Marine.

These

trips

will

be

approved

in

advance,

including

commercial

airline

and

City-approved

hotel

rates.

D. Executability : Some key tenets and metrics for success will be the accuracy and

executability

of

the

Strategic

Plan

deliverable.

Our

method

will

depend

heavily

on

not

only

analysis

but,

to

a

high

degree,

first-person

interaction

with

your

existing

partners

and

with

key

decision

makers

in

the

Office

of

the

Secretary

of

Defense,

the

Navy,

Congress,

and

the

numerous

Federal

Agencies

that

are

shaping

and

funding

USG

investments

in

shipbuilding

and

repair.

We

will

not

provide

deep

thoughts

and

aspirational

pep

talks.

Our

recommendations

will

be

grounded

in

reality,

budgets,

facts,

and

real

opportunities.

Our

recommendations

will

be

executable

and

worth

the

effort

to

pursue.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 6

II. Full Service Advocacy and Consulting Support A. On Day One, be available to provide advocacy and lobbying support alongside the

development

of

the

TRG-delivered

Mare

Island

Strategic

Plan.

B. Assist in preparing for and executing the City's visit to Washington, D.C., including

briefing

materials

and

meeting

preparation

in

support

of

the

Mare

Island

effort.

If

possible,

take

this

December

opportunity

to

introduce

the

City

leadership

to

the

TRG

Team

and

host

an

in-person

Strategy

Session

at

TRG.

C. Begin to develop, as desired, an FY27 Congressional advocacy plan. This will focus

exclusively

on

national

security

and

not

conflict

with

any

ongoing

lobbying

efforts

the

City

may

already

have

underway.

D. Set up and execute a regular cadence of engagements with key leaders in the White

House,

the

Pentagon,

Capitol

Hill,

and

other

Federal

Agencies

to

capture

and

leverage

the

strategic

landscape

around

shipbuilding

and

repair.

For

example,

the

City

should

be

carefully

tracking

not

only

the

SHIPS

Act,

but

the

destiny

of

billions

of

dollars

of

Reconciliation

funding

that

should

be

devoted

to

shipbuilding

and

repair.

That

money

will

eventually

be

identified

by

the

DoD

and

spent—the

City

should

be

part

of

that

process

and

conversation,

alongside

its

State

and

Congressional

Delegation.

E. Include and update the City regularly, and as appropriate, on new developments,

updates,

and

opportunities

in

this

space.

TRG

is

a

major

sponsor

and

participant

in

a

large

number

of

national

security

events,

and

invests

substantially

in

its

team’s

learning.

Next

year's

events

include

participation

in

the

2026

Honolulu

Defense

Forum,

AFCEA

San

Diego

symposium,

Navy

League,

Naval

War

College

Foundation’s

Current

Strategy

Forum,

Surface

Warfare

Association,

and

many

others.

These

symposiums

and

learning

opportunities

involve

a

substantial

investment

but

yield

high

returns

in

terms

of

access

to

decision

makers

and

timely

intelligence

on

the

maritime

marketplace.

We strongly recommend this two-track approach. Relying solely on the development

of

the

Strategic

Plan

will

deprive

the

City

of

immediate

advocacy

and

feedback.

We

want

to

be

able

to

provide

such

services

as

conditions

are

changing

rapidly

in

this

space.

III. Engaging Capitol Hill A. As required, coordinate and participate in engagements with Professional Staff Members

from

relevant

committees

in

the

House

and

Senate,

as

well

as

with

the

Navy,

Coast

Guard,

Department

of

Commerce,

and

any

other

meetings

as

desired.

B. Integrate key TRG subject matter experts as desired to participate in and to help

guide

and

inform

meetings.

C. TRG will develop tailored advocacy strategies, position papers, and issue briefs to

guide

the

engagements

with

Congressional

stakeholders.

D. Leverage TRG’s extensive bipartisan network and full-service Congressional practice

to

monitor

and,

where

appropriate,

shape

discussions

that

may

impact

the

City

of

Vallejo

through

future

legislation.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 7

Execution Plan and Deliverables: I. Kickoff Session: Conduct an initial strategy alignment meeting with all stakeholders to establish

goals,

roles,

and

timelines

for

proposal

support.

Establish

recurring

meetings

to

ensure

goals

are

being

met.

II. Work Plan Development: Co-create a comprehensive, time-bound roadmap with milestones

and

responsibilities.

Importantly,

refine

the

Prospective

Statement

of

Work

provided

in

this

document

and

develop

it

into

an

actionable

and

executable

strategy.

III. Regular Updates: Schedule regular meetings to track progress, refine messaging, and adapt

to

developments.

IV. Ongoing Advocacy Support: Adjust advocacy tactics as opportunities evolve across DoD

and

Congress.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 8

Section 4

Client Services Team

We are proud to introduce The Roosevelt Group’s Core Team —an experienced, mission-driven

group

of

professionals

who

lead

our

firm’s

day-to-day

operations

and

client

service.

Representing

a

diverse

range

of

backgrounds

in

defense,

national

security,

public

policy,

and

strategic

communications,

the

Core

Team

brings

deep

subject-matter

expertise,

strong

bipartisan

relationships,

and

a

results-oriented

approach

to

every

engagement.

Their

leadership

ensures

TRG’s

commitment

to

excellence,

responsiveness,

and

impact

across

all

client

partnerships.

Christopher Goode, Managing Partner, U.S. Navy (Retired) Chris

is

a

founder

and

managing

partner

of

The

Roosevelt

Group.

He

served

for

25 years

as

a

Navy

officer,

retiring

in

2012

as

a

Captain.

While

on

active

duty,

he

did

tours

at

sea,

at

Joint

Staff

Command,

and

in

the

White

House.

During

his

Reserve

career,

he

was

mobilized

to

Fifth

Fleet

during

Operation

Iraqi

Freedom.

Additional

Reserve

assignments

included

the

Navy

Staff,

the

Navy

Command

Center,

Fleet

Forces

Command,

and

NATO.

Chris

led

business

development

efforts

for

Bombardier

Services

Inc.

and

was

the

Navy

Principal

at

SRA,

Inc.

Chris

also

served

as

a

Director

on

the

staff

of

the

1995

BRAC

Commission.

Chris

is

a

Trustee

on

the

Naval

War

College

Foundation

and

a

Board

Member

on

the

Close

Up

Foundation.

Teran

Judd,

Senior

Advisor

Teran

joined

TRG

in

April

of

2022

as

a

Senior

Advisor

after

serving

the

Department

of

Defense

for

19 years,

16 of

which

he

spent

serving

the

Air

Force.

Most

recently,

Teran

served

as

Director

of

the

Air

Force

Community

Partnership

Program,

Office

of

the

Deputy

Assistant

Secretary

of

the

Air

Force

for

Installations.

As

the

Director

of

Community

Partnerships,

Teran

and

his

staff

of

over

50 personnel

supported

all

Air

Force

Installations,

over

1,000

initiatives,

and

the

completion

of

hundreds

of

partnership

agreements

benefitting

both

installations

and

community

partners.

Teran

also

held

the

title

of

Director

of

Air

Force

Encroachment,

a

position

in

which

he

served

as

the

representative

for

the

Assistant

Secretary

for

Installations,

Environment

and

Energy

to

the

DoD

Siting

Clearinghouse,

leading

the

effort

to

approve

Encroachment

projects

while

ensuring

no

impact

to

Air

Force

missions.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 9

Nathan Paukovits, PE, CEM, Senior Advisor

Nathan

joined

TRG

in

January

2025

as

a

Senior

Advisor.

Nathan

has

over

25 years’

experience

working

for

the

United

States

Navy

and

supporting

the

Department

of

Defense

(DoD).

Most

recently,

he

served

as

the

Director

of

Base

Operating

Support,

Real

Property

Management

and

Energy

for

Navy

Installations

Command,

where

he

was

responsible

for

policy,

strategy,

governance,

and

business

management

oversight

at

70 installations

worldwide.

He

and

his

staff

oversaw

an

over

$2

billion

annual

budget

and

led

efforts

in

long-term

planning,

resource

programming

and

execution

for

the

Navy’s

infrastructure,

utility

and

transportation

portfolios

to

sustain

and

improve

mission

readiness.

Prior

to

these

roles,

Nathan

retired

from

the

Navy

after

a

20-year

career

as

a

Civil

Engineer

Corps

officer,

having

served

in

various

facility

management

assignments

around

the

world.

Ben Schultz, Senior Advisor
Ben

joined

The

Roosevelt

Group

after

nearly

20 years

of

federal

service

spanning

the

Pentagon

and

Capitol

Hill.

A

proven

national

security

strategist,

Ben

has

extensive

expertise

in

Department

of

Defense

strategy,

planning,

programming,

budgeting,

and

execution

activities

and

the

Congressional

defense

authorization

and

appropriations

process.

Most

recently,

Ben

served

as

a

Technical

Advisor

at

Headquarters

U.S.

Air

Force

in

the

Office

of

the

Deputy

Chief

of

Staff

for

Strategic

Deterrence

and

Nuclear

Integration,

where

he

focused

on

the

development

of

the

annual

Program

Objective

Memorandum

for

the

Air

Force’s

Nuclear

Deterrence

Operations

portfolio.

From

2013

to

2017,

he

led

Congressional

engagement

efforts

for

the

same

office,

where

he

devised

and

implemented

tailored

strategies

to

advance

Air

Force

nuclear

deterrence

priorities

in

the

annual

National

Defense

Authorization

Act

and

various

appropriations

bills.

Previously

he

served

as

a

staffer

in

the

U.S.

House

of

Representatives

in

a

variety

of

roles.

Additional Subject Matter Experts The Roosevelt Group (TRG) has a network of over 80 expert consultants. Below is a selection of

highly

qualified

professionals

who

can

support

the

City

of

Vallejo’s

initiatives.

With

the

combined

strength

of

our

core

team

and

consultant

network,

TRG

maintains

strong

relationships

across

nearly

every

federal

agency,

providing

unparalleled

access

and

insight

throughout

the

federal

government.

The Honorable Rachel Jacobson
Rachel

served

as

the

Assistant

Secretary

of

the

Army

for

Installations,

Energy,

and

Environment

from

2022

to

2025.

In

this

role,

she

was

the

primary

advisor

to

the

Secretary

of

the

Army

and

Chief

of

Staff

of

the

Army

for

all

matters

related

to

Army

installation

policy

and

oversight,

military

construction

and

housing,

energy

policy,

natural

resource

management,

and

safety

and

occupational

health.

Rachel

also

served

as

the

Department

of

Defense’s

General

Counsel

for

Environment,

Energy,

and

Installations

from

2014

to

2016.

Axel Lopez de Cardenas Axel’s experience spans program management, technology strategy, and business development

at

several

Fortune

500

companies,

where

he

led

multi-disciplinary

teams

engaged

in

working

with

the

Department

of

Defense.

In

particular,

he

has

a

record

of

supporting

the

U.S.

Air

Force

and

advising

senior

leaders

at

the

Pentagon

in

identifying

opportunities

for

innovation

and

forming

public-public

and

public-private

partnerships

across

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 10

62 military installations and communities. Axel currently serves as a cross-functional leader and

trusted

advisor

on

various

deal

teams

at

In-Q-Tel,

the

strategic

investment

and

venture

arm

serving

the

U.S.

Intelligence

Community.

In

this

capacity,

he

manages

a

portfolio

of

early-stage

technology

investments

and

work

programs

aimed

at

strengthening

national

security.

He

holds

an

MBA

from

the

McDonough

School

of

Business

at

Georgetown

University

and

a

BA

from

the

University

of

Texas

at

Austin.

Chad Carlough, U.S. Coast Guard (Retired) Chad is a seasoned professional with extensive experience in government service, political strategy,

and

leadership.

Throughout

his

Coast

Guard

career,

he

served

in

various

capacities

aboard

the

USCGC

MORGENTHAU

and

USCGC

MONOMOY

and

was

the

Commanding

Officer

of

USCGC

YELLOWFIN.

Chad

served

as

a

Fellow

on

the

U.S.

House

Committee

on

Homeland

Security

while

assigned

to

the

U.S.

Coast

Guard's

Office

of

Congressional

and

Governmental

Affairs

(CG-0921).

After

separating

from

the

Coast

Guard,

Chad

served

as

a

Professional

Staff

Member

on

the

Committee

on

Homeland

Security,

Legislative

Director

and

Chief

of

Staff

for

U.S.

Representative

Bradley

Byrne,

and

Chief

of

Staff

for

U.S.

Representative

Jerry

Carl.

In

addition

to

his

legislative

experience,

Chad

served

as

the

Director

of

Policy

and

Strategic

Communications

for

the

Donald

J.

Trump

for

President

2020

campaign.

The Honorable Nick Guertin Nick has over four decades of experience spanning both military and civilian roles in submarine

operations,

ship

construction

and

maintenance,

and

defense

acquisition.

In

his

most

recent

role

as

Assistant

Secretary

of

the

Navy

for

Research,

Development,

and

Acquisition,

Nick

oversaw

the

Maritime

Industrial

Base

and

the

acquisition

of

new

aircraft,

ships,

ground

vehicles,

weapons,

and

related

mission

systems

for

the

Service.

His

other

Senate-confirmed

role

was

as

the

Director

of

Operational

Test

and

Evaluation,

where

he

served

as

the

principal

advisor

to

the

Secretary

of

Defense

for

all

matters

related

to

operational

and

live

fire

test

and

evaluation

of

DoD

systems.

Nick

also

held

positions

as

a

Naval

Engineer

in

several

laboratories,

program

offices,

and

within

the

acquisition

executive

staff.

His

expertise

includes

modular

open

systems

architecture

(MOSA),

business

model

innovation,

intellectual

property

strategies,

software-reliant

systems

engineering,

and

innovating

operational

test

and

evaluation.

He

retired

as

a

Lieutenant

Commander

Engineering

Duty

Officer

from

the

U.S.

Navy

Reserve,

a

career

that

began

as

a

nuclear

power

plant

electrical

operator

aboard

submarines

and

spanned

to

responsibilities

as

an

R&D

Liaison

Officer.

Ricky Williamson, Vice Admiral, U.S. Navy (Retired) Ricky had an illustrious career, most recently serving as Deputy Chief of Naval Operations for Fleet

Readiness

and

Logistics

(N4).

In

this

role,

he

worked

on

the

strategic

direction

of

the

Navy’s

logistical

enterprise

through

the

Naval

Logistics

Strategy

and

Global

Strategy

Ashore.

During

his

career,

Williamson

also

generated

agreements

with

the

navies

of

the

United

Kingdom,

Australia,

and

Japan

leading

to

participation

in

logistics

war

games.

Prior

to

his

service

as

Deputy

Chief

of

Naval

Operations,

Williamson

served

as

Commander,

Navy

Region

Europe,

Africa,

Southwest

Asia/Maritime

Air

Forces.

Chris “Boris” Becker, Rear Admiral, U.S. Navy (Retired) Chris’s last Flag Officer position was as the chief executive of the Naval Information Warfare Systems

Command

(NAVWAR,

formerly

SPAWAR).

NAVWAR

is

responsible

for

the

design,

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 11

delivery, and supporting logistics of the Navy’s enterprise digital, cyber and space systems.

Chris

has

succeeded

at

the

program,

portfolio,

and

corporate

levels,

delivering

space

and

digital

transformation

systems

to

the

intelligence

community,

the

Department

of

Defense,

and

NASA.

Yancy Lindsey, Vice Admiral, U.S. Navy (Retired) Yancy is a retired three-star admiral with 37 years of distinguished service in the U.S. Navy. In his

Navy

career,

Yancy

held

operational,

strategic,

and

leadership

roles,

including

Commander

of

Naval

District

Washington,

D.C.,

Commander

of

Navy

Region

Southwest,

San

Diego,

CA,

and

Commander

of

Navy

Region

Europe,

Africa,

Central,

based

in

Naples,

Italy.

He

also

served

as

Commanding

Officer

of

Naval

Base

Coronado

and

held

senior

positions

at

the

Pentagon

and

U.S.

European

Command.

Yancy

brings

decades

of

experience

in

installation,

infrastructure,

military

readiness,

and

global

operations.

William T. Sposato, Captain, U.S. Navy (Retired) Bill has 30+ years of experience in all areas of acquisition, lifecycle sustainment logistics, reliability,

marine

engineering,

ship

operations,

and

ship

design.

He

currently

provides

subject

matter

expertise

to

the

U.S.

Navy

for

the

construction,

operation,

and

sustainment

of

the

Zumwalt

class

of

destroyers.

He

also

provides

consulting

services

to

commercial

maritime

businesses

for

marketing,

business

development,

and

Request

for

Proposal

bids.

He

manages

the

development

and

implementation

of

technical

documentation,

including

reports,

schedules,

recommendations,

plans,

performance

metrics,

briefs,

drawings,

specifications,

design

reports,

equipment

lists,

procurement

specifications,

databases,

design

histories,

trade-off

analyses,

impact

studies,

deficiency

reports,

and

military

specifications.

His

extensive

U.S.

Navy

Port

Engineer,

Engineering

Duty

Officer,

Chief

Engineer,

and

Shipyard

Management

expertise

are

widely

recognized

and

have

resulted

in

additional

Expert

Witness

assignments

with

the

Department

of

Justice

(DOJ)

concerning

maritime

litigation

matters.

Eric Ruttenberg, Rear Admiral, U.S. Navy (Retired) Eric was a career Naval Aviator and was authorized to wear the Information Warfare Officer pin.

His

assignments

included

serving

as

the

Reserve

Director

for

Maritime

Operations,

United

States

Pacific

Fleet;

Chief

Engineer,

Naval

Information

Warfare

Systems

Command;

and

Deputy

Program

Executive

Officer

(PEO).

Ruttenberg

also

assumed

responsibilities

as

the

Reserve

Deputy

Commander,

United

States

Pacific

Fleet,

in

October

2023.

The entire TRG client service team is available to assist the City of Vallejo. We are a 24/7 firm and

well

accustomed

to

short-notice,

virtual

meetings,

and

have

never

once

failed

to

support

such

requirements

for

our

clients.

We

take

significant

pride

in

answering

all

bells,

all

the

time.

We

have

never

demurred

at

any

level

of

tasking,

from

providing

briefings

to

client

leadership,

to

down-in-the-weeds

engagement

at

the

program

manager

level,

or

high-level

support

inside

the

Pentagon

and

on

Capitol

Hill.

No

task

has

ever

been

too

small

or

too

ambitious

for

us.

We

are

proud

of

our

record

and

look

forward

to

not

only

advising

and

developing

an

engagement

strategy

for

the

City

of

Vallejo,

but

to

working

alongside

the

City

of

Vallejo

to

find

new

opportunities

and

to

deliver

an

executable

Strategic

Plan.

We

believe

this

level

of

commitment

has

resulted

in

our

significant

track

record

of

success.

The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 12

Agreement

Fees & Expenses
Baseline Services We propose a monthly retainer of $35,000 per month to accommodate both the Strategic Plan

deliverable

and

our

lobbying

and

advocacy

support.

At

the

termination

of

180

days

and

upon

the

delivery

of

the

Strategic

Plan,

the

retainer

will

be

reduced

to

$25,000

per

month

should

the

City

of

Vallejo

continue

to

utilize

TRG’s

advocacy

services.

This retainer covers advocacy, consulting, and local travel within the D.C. area, including costs

incurred

by

1099

consultants.

Travel & Consultant Expenses Outside Agreement Any travel outside of the D.C. area or for extended consultant engagements with TRG Core staff

or

1099

consultants,

such

as

multi-day

travel

or

participation

in

defense

conferences,

will

be

negotiated

and

billed

separately

in

addition

to

the

retainer.

Any

travel

must

be

approved

by

the

client

prior

to

billing.

Termination Clause Either party may terminate the agreement with a 30-day written notice.

Acceptance The undersigned accepts this proposal from TRG and the scope of work at the rate listed above.

Per

the

proposal,

our

team

is

ready

to

commence

work

on

December

1,

2025,

or

on

a

mutually

agreeable

alternate

date.

Ms.

Nalungo

Conley

Date
Assistant City Manager City of Vallejo
The Roosevelt Group | Chosen for expertise. Defined by results. 200 Massachusetts Ave, NW, Suite 360, Washington, DC 20001 (202) 469-3490 / rooseveltdc.com 13

ACTION ITEM 8.L.

DATE: December 9, 2025
TO: Mayor and Members of the City Council
FROM: Stephanie Sifuentes, Human Resources Director
SUBJECT: AUTHORIZE STAFF TO ENTER INTO A CONSULTANT SERVICES AGREEMENT WITH

RAFTELIS FOR FACILITATION SERVICES FOR CITY MANAGER AND CITY

ATTORNEY PERFORMANCE EVALUATIONS

RECOMMENDATION
Authorize Staff to enter into a Consultant Services Agreement with Raftelis for facilitation services for City Manager and City Attorney performance evaluations.

REASONS FOR RECOMMENDATION
This will allow staff to move forward with the selected facilitator so Council can move forward with conducting performance evaluations with City Manager and City Attorney.

BACKGROUND AND DISCUSSION
Annual performance evaluations are an important way for the City Council, City Manager, and City Attorney to ensure effective communication about expectations and performance. City Council realizes that for City Manager and City Attorney to respond to Council needs, City Manager and City Attorney need to know how the City Councilmembers evaluate their performance. City Council ensures that City Manager and City Attorney receive feedback by conducting formal performance evaluations annually.

For any formal performance evaluation of the City Manager or City Attorney, the City shall engage the services of a professional outside facilitator, the expense of which will be covered by the City. The facilitator will be selected by mutual agreement between City Council, City Manager, and City Attorney. The requirement for a facilitator can be waived by mutual agreement. City Council, City Manager, and City Attorney will create goals or other outcome measures that will provide the basis for performance evaluations on an annual basis. City Council and each of its direct reports (City Manager and City Attorney) shall define such goals and performance objectives as they mutually determine are necessary for the proper operation of the City and establish a relative priority among those goals and performance objectives.

Human Resources issued a Request for Proposals (RFP) for the City Manager and City Attorney performance evaluation facilitator. Nine responses were received. The City Manager and City Attorney reviewed all 9 proposals and ranked them. Of those nine, there were three who were rated well qualified. Council also reviewed all proposals and provided their comments and scoring to the Human Resources Department. Raftelis was determined to be the best qualified Consultant. Staff is bringing this before Council tonight to receive direction from Council to authorize staff to move forward with Raftelis as the facilitator for City Manager and City Attorney performance evaluations and enter into a cConsultant Services Agreement for same.

FISCAL IMPACT
The total fixed fee to complete the scope of work outlined in the proposal from Raftelis is $24,900. If more than one closed session is desired, each additional one will be conducted for $3,500. These costs will be split and

Date: December 9, 2025
Subject: AUTHORIZE STAFF TO ENTER INTO A CONSULTANT SERVICES AGREEMENT

WITH RAFTELIS FOR FACILITATION SERVICES FOR CITY MANAGER AND CITY

ATTORNEY PERFORMANCE EVALUATIONS

absorbed between the City Manager and City Attorney FY 2025-2026 budgets.

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. Attachment 1 Raftelis-Proposal

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

City of Vallejo
Professional Consulting Services to Assist City
Council and Facilitate Its Executive Evaluation
Process for the City Manager and City Attorney
PROPOSAL / SEPTEMBER 8, 2025

611
www.raftelis.com
Table of
Contents
Cover Letter ............................................. 1 Firm Overview .......................................... 2 Experience/Qualifications ...................... 4
Scope of Work ......................................... 7 Timeline .................................................. 11 Fee Structure ......................................... 12 Appendix: Resumes .............................. 13

Giving back
The Raftelis Charitable Gift Fund seeks to
make a difference on issues that matter to
our clients and employees by helping build
sustainable, inclusive communities locally
and worldwide. We do this by allocating
company profits and employee contributions
of time and money. We support
organizations that:
• Promote efficient, sustainable resource
use
• Advance diversity, equity, and
inclusion within the public sector
• Invest in access to clean water and
sanitation
• Help vulnerable communities by
addressing affordability issues

RAFTELIS 1

611 Wilshire B oulevard, Suite 900, Los Angeles, CA 90017

www.raftelis.com

COVER LETTER
September 8, 2025

Ms. Stephanie Sifuentes
Human Resources Director
City of Vallejo
555 Santa Clara Street
Vallejo, CA 94590

Subject: Proposal for Executive Evaluation Process for the City Manager and City Attorney

Dear Ms. Sifuentes:

Raftelis is pleased to submit this proposal to assist the Vallejo City Council (City) with facilitation services for the executive evaluation processes for the City Manager and City Attorney. Both the City Manager and City Attorney are appointed officers of the City Council. We understand that the City seeks to partner with a consultant who will conduct a thoughtful and productive evaluation process.

We believe Raftelis offers the City distinct advantages for this work:

• A tailored and insightful approach. Our facilitators are skilled in working with City Councils, Managers, and Attorneys. We are a neutral third party that listens carefully and incorporates feedback to ensure a productive evaluation.
• Documented outcomes. The evaluation process' outcomes and resulting shared goals are documented to provide clear direction and performance management for all parties.

We are confident our approach will provide the City with the evaluation process it seeks. I am authorized to bind the firm, but if you have any questions, please do not hesitate to contact our Project Advisor, Jan Perkins, at 949.202.8870 or [email protected].

Sincerely,
Michelle Ferguson
Executive Vice President

RAFTELIS 2

FIRM OVERVIEW
Firm Overview
HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE.

Local government and utility leaders partner with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story. We’ve helped more than 700 organizations in the last year alone.

FIRM INFORMATION
Firm Name: Raftelis Financial Consultants, Inc. (DBA Raftelis) Firm History: Raftelis is a subchapter S-Corporation incorporated in the state of North Carolina on April 23, 2004.

The predecessor to Raftelis, Raftelis Environmental Consulting Group, Inc., was established on May 10, 1993, by George A. Raftelis to provide financial and management consulting services of the highest quality to public-sector clients. In 1999, the firm’s name was changed to Raftelis Financial Consulting, PA. Following the sale of a portion of the firm to a group of employees on April 22, 2004, the firm’s name changed to Raftelis Financial Consultants, Inc., which remains the firm’s legal name. We currently do business as Raftelis.

Contact Person: Jan Perkins, Vice President, E: [email protected], P: 949.202.8870 Firm Headquarters: 227 W. Trade Street, Suite 1400, Charlotte, NC 28202 Local Office: 611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017

We believe that Raftelis is the right fit for this project. We provide several key factors that will benefit the City and help to make this project a success.

RESOURCES AND EXPERTISE: This project will need the resources necessary to effectively staff the project and the skillsets to complete all required components. With nearly 200 consultants, Raftelis has one of the largest local government management and financial consulting practices in the nation. Our depth of resources will allow us to provide the City with the technical expertise necessary to meet your objectives. In addition to having many of the industry’s leading management and financial consultants, we also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed.

DECADES OF COLLECTIVE EXPERIENCE: Our associates and subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations. They’ve served in a wide range of positions, from city manager to public works director to fire chief.

NICHE EXPERTISE: Our expertise lies in strengthening public-sector organizations. We’re consulting specialists rather than generalists, focusing our strengths on doing a highly effective job for a specific group of clients.

RAFTELIS 3

AREAS OF SPECIALIZATION

FINANCE: Promote financial integrity and the
equitable recovery of costs to achieve your objectives
• Rate, charge, and fee studies
• Financial and capital planning
• Cost of service and cost allocation
• Customer assistance programs
• Affordability analysis
• Utility valuation
• Budget development
• Financial condition assessments
• Debt issuance support
• Economic feasibility and analysis
• Regulated utility support

COMMUNICATION: Inform and engage with your
stakeholders to build understanding and support
• Strategic communication planning
• Public involvement and community outreach
• Public meeting facilitation
• Graphic design and marketing materials
• Media and spokesperson training
• Risk and crisis communication
• Social media strategy
• Visual facilitation
• Virtual engagement
• Technical writing and content development

STRATEGIC PLANNING/FACILITATION:

Plan for the future to guide your organization to success • Organization, department, and community-based
strategic planning
• Climate action planning
• Effective Board / Commission / Council governance
• Retreat planning and facilitation

STORMWATER UTILITY SERVICES: Implement
sustainable financial practices to equitably fund your
stormwater program
• Stormwater utility development and implementation
support

EXECUTIVE SERVICES: Identify and develop top
talent to lead local governments and utilities
• Executive recruitment
• Executive coaching
• Executive performance evaluations

ORGANIZATIONAL ASSESSMENT: Identify needs,
plan for the future, and implement positive changes
• Organizational and operational assessments
• Performance measurement
• Staffing analysis
• Sustainability
• Organizational climate and culture
• Asset management and operations
• Regional collaboration and service sharing

TECHNOLOGY: Gain insights from your data and
develop tools to increase effectiveness and
engagement
• Cybersecurity services
• Strategic technology planning services
• Financial management technology services
• Customer management technology services
• Maintenance and asset management technology services
• Data management, analytics, and visualization
• Custom software solutions

SOLID WASTE SERVICES: Deliver effective solid
waste services while ensuring financial sustainability
and customer engagement
• Solid waste plans & sustainable materials management
planning & implementation
• Grant application assistance
• Billing technology planning and implementation
• Collection/routing and disposal/processing planning,
procurement, and implementation
• Rates and financial modeling
• Benchmarking and best practices
• Regulation and compliance
• Communications and public engagement
•
•

RAFTELIS 4

EXPERIENCE /QUALIFICATIONS
Experience/Qualifications
Since our founding in 1993, local government and utility leaders have partnered with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story. We provide trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators—constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change that our clients seek.

Sample California Experience
Raftelis has worked for over 767 agencies in the past year alone on a wide variety of project types for agencies nationwide. Below is a sample list of our California references by project category in the past three years. We are happy to provide additional past client information upon request.

JURISDICTION PROJECT TYPE
City of Santa Rosa Executive Coaching
City of Bakersfield Executive Evaluation
City of Glendale Executive Evaluation
County of Monterey Executive Evaluation
City of Santa Monica Executive Evaluation
City of South San Francisco Executive Evaluation
City of Victorville Executive Evaluation, Executive Coaching, Facilitation (City Council)
City of Chino Facilitation (City Council)
City of Chino Hills Facilitation (City Council)
City of Grover Beach Facilitation (City Council)
City of Laguna Niguel Facilitation (Management Team)
City of Long Beach Facilitation (City Council)
City of Napa Facilitation (City Council)
City of Newark Facilitation (City Council)
City of Rancho Cordova Facilitation
City of Rohnert Park Facilitation (City Council, Staff) City of West Hollywood Facilitation
City of Anaheim Organization Assessment
City of Beverly Hills Organization Assessment
City of Coachella Organization Assessment
Dublin San Ramon Services District Organization Assessment City of Hayward Organization Assessment
City of Hillsborough Organization Assessment
City of Laguna Beach Organization Assessment
City of Moorpark Organization Assessment
Montecito Water and Sanitary Districts Organization Assessment

RAFTELIS 5

JURISDICTION PROJECT TYPE
Napa Sanitation District Organization Assessment
City of Norco Organization Assessment
City of Richmond Organization Assessment
Rincon del Diablo Water District Organization Assessment City of Victorville Organization Assessment
Sacramento Regional Water Authority Raftelis Performance Academy City of El Cerrito Strategic Planning
City of Folsom Strategic Planning
City of Long Beach Strategic Planning, Departmental
Facilitation
City of Roseville Strategic Planning

References
We are trusted advisors to our clients. We point to a strong repeat customer base as part of the evidence, and the many clients who have hired us numerous times to do vital work for their organizations. We encourage you to check with our references about the strength of our work and our relationships.

The following references are for executive performance evaluations. In each case, Raftelis has worked with these agencies on other assignments, such as facilitating governing body workshops, strategic planning, teambuilding, and organizational assessments.

City of Glendale CA
References: Roubik Golanian, City Manager
P: 818.550.4844 / E: [email protected]
Michael Garcia, City Attorney
P: 818.548.2080 / E: [email protected]
Duration: 2023 – 2024

For two years, Raftelis was engaged by the City of Glendale (City) to facilitate the annual executive evaluation of both the City Manager and City Attorney. This involved conducting interviews with each member of the City Council, preparing two confidential reports (one for each appointed official), facilitating closed session discussions with the appointed official and the City Council, and preparing a wrap-up memorandum following each closed session. The process resulted in agreements regarding expectations and goals. Raftelis has been engaged by Glendale on numerous projects, including facilitating governance workshops with the City Council and preparing an Organizational Strategic Plan.

City of Santa Monica CA
Reference: David White, Former City Manager (Now Deputy City Manager, City of Berkeley) P: 510.981.7000 / E: [email protected]
Duration: September 2023 – November 2023

Raftelis was engaged by the City of Santa Monica (City) to facilitate the annual executive evaluation of the City Manager. This involved conducting interviews with each of the seven members of the City Council, interviews with members of the City Manager’s executive team, preparing a confidential report, facilitating a closed session discussion with the City Manager and City Council, and preparing a wrap-up memorandum following the closed

RAFTELIS 6

session. The process resulted in agreements regarding expectations and goals. Raftelis has worked with Santa Monica on a number of engagements over the years, including executive team workshops, preparation of an Organizational Roadmap, and preparation of the City’s Equity Plan.

City of Victorville CA
Reference: Keith Metzler, City Manager
P: 760.955.5029 / E: [email protected]
Duration: March 2025 – June 2025

Raftelis was engaged by the City of Victorville (City) to facilitate the annual executive evaluation of the City Manager. This involved conducting interviews with each of the five members of the City Council, preparing a confidential report, facilitating a closed session discussion with the City Manager and City Council, and preparing a wrap-up memorandum following the closed session. The process resulted in agreements regarding expectations and goals. Raftelis has worked with Victorville in facilitating governance workshops with the City Council and providing strategic planning, executive coaching, and organizational assessment services for several years.

City of Bakersfield CA
Reference: Christian Clegg, City Manager
P: 661.326.3186 / E: [email protected]
Duration: August 2024 – November 2024

Raftelis was engaged by the City of Bakersfield (City) to facilitate the performance evaluation of the City Manager.

The process involved coordinating the process through the Vice Mayor, developing a set of questions, conducting individual interviews with each member of the City Council, advising the City Manager on a self-assessment/goals report, preparing a confidential report from the interviews, facilitating a closed session with the City Council and City Manager, and preparing a wrap-up memorandum documenting the results of the closed session. The evaluation process was an opportunity for the City Manager and City Council to discuss and agree on goals for the coming year. Raftelis has engaged with the City of Bakersfield over the years with City Council priority-setting workshops and other organizational assistance.

County of Monterey CA
References: Sonia De La Rosa, County Administrative Officer P: 831.755.5312 / E: [email protected]
Nick Chiulos, Chief Assistant County Administrative Officer P: 831.755.5312 / E: [email protected]
Duration: August 2024 – Present

Raftelis has a multi-year contract with the County of Monterey (County) to facilitate the performance evaluation process for six officials appointed by the County Board of Supervisors. These appointed officials are the County Administrative Officer, County Counsel, Natividad Medical Center Chief Executive Officer, Water Resources Agency General Manager, Civil Rights Director, and Public Defender. The County’s practice is to conduct twice- yearly evaluations, a full-year evaluation in December and a mid-year evaluation in June. We designed a customized process, one for the full-year evaluations and one for the mid-year. Our process involves advising the appointed officials in preparing self-assessment/accomplishments/goals reports; administering an online questionnaire that we developed, supplemented by interviews; preparing confidential reports for each appointed official; facilitating a closed session discussion with each appointed official and the Board of Supervisors; and then documenting the agreed-upon goals. Raftelis has engaged with the County over the years on many Board of Supervisors workshops and in preparing strategic plans.

RAFTELIS 7

SCOPE OF WORK
Scope of Work
Project Understanding
We understand that the City seeks a process and criteria for conducting its annual performance evaluations for the City Manager and City Attorney, with a goal to incorporate individual Councilmember and Evaluee input.

An effective performance evaluation process provides two-way discussions between City Council members and the appointed official. It is an opportunity for the governing body and its appointed officials to strengthen their partnerships in carrying out their respective roles. The result of the performance evaluation process should be a collective Council view about both appointed officials’ performance, along with goals for their achievement in the coming year.

The facilitator’s role throughout this process is to serve as a neutral third-party in gathering feedback from the Council, summarizing the results of interviews, facilitating a constructive discussion in closed sessions, and documenting agreements resulting from the process. Our approach addresses these elements in a thoughtful and phased manner to build a fruitful discussion. The following details our approach for this engagement.

Project Approach
Our approach, as outlined below, is based on our experience facilitating executive-level performance evaluations.

The closed sessions will be on-site. Other meetings will be held remotely. We apply the following key premises:
• The evaluation process is an essential governing body task and should result in meaningful feedback to the appointed officials. Effective Councils and their City Managers and City Attorneys have strong partnerships, which rely on open communications. This means discussing what is going well, what could be improved, and agreeing on a set of goals for the coming year.
• The appointed officials work for all members of the Council and therefore need the benefit of hearing the discussion about performance. We have the appointed officials in the closed session, except for the discussion of compensation, because for the appointed officials to fully understand the perspectives of their supervisors (the Council), they need to hear the discussions, whether there is agreement or disagreement. • Raftelis does not utilize a rating form that is sent to the Council to complete. Our experience conducting performance evaluations is that the most meaningful feedback is through interviews. Additionally, rating numbers are inexact and can be counterproductive, as the meaning of any given number is typically different depending on who is assigning the number. Our approach is to conduct interviews and prepare a thorough written report.
• At the end of the facilitated evaluation, there will be clarity about what the Council, as a body, agrees to regarding goals. These goals must also be ones that the appointed officials view as feasible. Therefore, we employ a step where, before the interviews, the appointed officials prepare a self-assessment that includes their proposed goals for the coming year.
• At the conclusion of the evaluation process, obtaining feedback on what worked well and what could be improved next time is always important, so that is built into our steps below. Our approach is one of continuous improvement.

RAFTELIS 8

Activity 1: Begin Engagement and Prepare Initial Materials Our facilitator will begin this engagement by creating a schedule, discussing it with appropriate staff, and finalizing the details of the process.

Following this meeting, we will carry out the following tasks:
• Obtain any existing written goals and/or expectations for both the City Manager and City Attorney. This will provide useful context for creating appropriate interview questions. • Provide draft interview questions for the City Manager and City Attorney to review. Based on our experience, we have questions that can be customized to meet the City’s interests. Having the City Manager and City Attorney review these is an important step to ensure they are tailored to the City’s circumstances and interests.
• Prepare a memorandum to be sent to the City Council, including the process, schedule, and interview questions to be asked.
• Provide advice to the City Manager and City Attorney about preparing a self-assessment. This will be a report that each will prepare in advance of the Council interviews. The report will be an opportunity to review accomplishments, proposed goals for the coming year, and other issues that will be helpful to discuss with the Council as part of the performance evaluation process. Having this go to the Council prior to the interviews is a key part of context setting for evaluating performance.

We will meet with the Mayor to review the interview questions if desired.

ACTIVITY 1 DELIVERABLES:
• Document request
• Draft interview questions
• Memorandum to City Council
• Outline of self-assessment guidance

Activity 2: Solicit Council Feedback and Prepare Two Confidential Reports
Our facilitator will conduct one individual
confidential interview with each member of the
City Council. The interviews will be conducted
remotely and cover questions for both the City
Manager and City Attorney.

Specific questions will be asked in the interviews.

Examples of categories of questions are:
• Performance of the critical functions of the
position
• Accomplishments relative to established
goals and other items that were not
necessarily included in goals
• Communications with the Council,
including follow-up on requests and
initiatives

RAFTELIS 9

• Leadership and management pertaining to their roles
• Community and stakeholder relationships
• Opportunities for growth and development
• Goals for the coming year

Prepare Reports. Following these interviews, we will summarize the results in two confidential written reports, one for the City Attorney and one for the City Manager.

ACTIVITY 2 DELIVERABLES:
• Confidential performance evaluation report regarding the City Manager • Confidential performance evaluation report regarding the City Attorney

Activity 3: Facilitate Closed Session Discussions and Prepare Results Memoranda
Once all feedback from the Council is summarized, our facilitator will meet separately with the City Manager and the City Attorney to review the feedback. This will be an opportunity for each appointed official to prepare for the upcoming closed session with the Council.

Facilitate Onsite Closed Sessions. We anticipate one closed session for each appointed official. Our experience is that one closed session is usually sufficient if enough time is allocated for the session. Additional closed sessions can be held for a supplemental fee.

We anticipate conducting both closed sessions, one for each appointed official, on the same day. As noted previously, having the appointed official present during this session is essential to an open dialogue about what is going well now, opportunities for improvement, and goals for the coming year.

During each closed session, our facilitator will present the confidential report and highlight key issues for discussion. The closed session will also be an opportunity for the City Manager and City Attorney to present an overview of their self-assessment reports, including accomplishments, proposed goals, and other issues that will be helpful to discuss with the Council.

The closed session will be facilitated so that there is an open and productive discussion by all members of the Council and the appointed official, so that the result is mutually beneficial.

The outcome of the closed session will be an understanding of expectations and goals for next year.

Prepare Wrap-up Memoranda. Following the closed sessions, we will prepare two memoranda summarizing the results, one for the City Manager and one for the City Attorney.

ACTIVITY 3 DELIVERABLES:
• Agenda for closed sessions
• Confidential wrap-up memorandum regarding the City Manager • Confidential wrap-up memorandum regarding the City Attorney

RAFTELIS 10

Project Team

WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPECIALIZE

IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE
SUCCESS OF THE CITY’S PROJECT.

Our project team consists of senior-level consultants with direct local government experience. What sets our team apart is our ability to explore and relate to local community values while investigating realistic approaches for cost- effective solutions.

An organizational chart of our project team is as follows. In the Appendix, we have also included resumes for each of our team members, which include a description of their roles on the project.

Ability to Meet the City’s Needs
Our Project Advisor/Manager, Jan Perkins, and Facilitator, Jim Armstrong, are highly experienced former local government executives and consultants. We have listed several references and similar expertise on the following pages. Our project manager for this engagement has co-authored articles on performance evaluations; the most recent one is found at this link.

City of Vallejo

FACILITATOR
Jim Armstrong

PROJECT ADVISOR / MANAGER
Jan Perkins, ICMA CM

RAFTELIS 11

TIMELINE
Timeline
Below is a draft timeline. We expect to review and refine this timeline with the City at the start of the engagement.

We aim to provide the City Council and appointed officials with a beneficial process that results in meaningful and useful feedback.

We have reviewed the expected timeline in the RFP. Our experience is that a thorough and meaningful evaluation process requires time for the appointed officials to prepare a self-assessment, along with sufficient time for interviews, preparing the confidential reports, and then conducting the closed session.

The timeline shown in the RFP, which starts on November 15 (to start) and ends on December 31 (to complete), includes two holiday periods: Thanksgiving and the end-of-year/winter holidays. Both of those will eliminate significant days from the schedule.

The following is a timeline we believe is realistic to offer an evaluation process that will result in useful feedback to the appointed officials and a productive conversation with the City Council.

We have used the project start date as shown in the RFP. That assumes that the contracting process has been completed. To the extent that some tasks can be done more quickly, based on both the City’s schedule (Council and appointed officials) and our facilitator's schedule, we will be pleased to move the schedule up. We have accounted for holiday periods in this schedule:

ACTIVITY TENTATIVE SCHEDULE
1: Begin Engagement and Prepare Initial Materials
November 15 – December 19
(includes appointed officials preparing their self-
assessments)
2: Solicit Council Feedback and Prepare Two
Confidential Reports January 5 – 28

3. Facilitate Closed Session Discussions and Prepare
Results Memoranda February 16 – 27

RAFTELIS 12

FEE STRUCTURE
Fee Structure
The total fixed fee to complete the scope of work outlined in this proposal is $24,900, which includes all professional fees and expenses, including travel for Raftelis. If more than one closed session is desired, each additional one will be conducted for $3,500.

A breakdown of costs by project activity is provided in the table below:

ACTIVITY DESCRIPTION COST
1 Begin Engagement and Prepare Initial Materials $5,285 2 Solicit Council Feedback and Prepare Two Confidential Reports $12,665 3 Facilitate Closed Session Discussions and Prepare Results Memoranda $6,950 TOTAL $24,900

RAFTELIS 13

APPENDIX: RESUMES
Appendix: Resumes

RAFTELIS 14

Jan Perkins, ICMA CM

PROJECT ADVISOR/MANAGER
Vice President

PROFILE
Jan has over 30 years of management experience in local government. She served in several California and Michigan jurisdictions, including as City Manager in Fremont and Morgan Hill, California. She also served the cities of Santa Ana, California, as Assistant City Manager; Grand Rapids, Michigan, in various analyst roles and Deputy City Manager; and Adrian, Michigan, as Community Development Director and Assistant City Administrator.

Jan is an expert facilitator and organization development consultant. She provides consulting assistance to government leaders in organizational analysis, leadership development, facilitation, strategic planning, teambuilding, executive performance evaluation, and policy board/staff effectiveness.

Jan has held leadership positions in professional associations, is a frequent speaker at professional conferences, and has received awards from professional and civic associations. In 2016, Jan was honored by ICMA with its Distinguished Service Award, received the Lifetime Achievement Award from Women Leading Government, and a Lifetime Achievement Award from her MPA alumni association, the KUCIMATs. She has authored a number of articles on leadership, executive performance evaluation, ethics and successful hiring strategies.

Jan holds an undergraduate degree in sociology and a Master of Public Administration from the University of Kansas. She completed the Program for Senior Executives in State and Local Government from Harvard University and is an ICMA Credentialed Manager. She is a founding board member of Women Leading Government, assisted in recruiting women in public administration conferences at the University of Kansas, served on and chaired ICMA committees, was President of the Alameda County City Managers Association, is a Past President and current member of the California City Management Foundation, and is a Fellow with the National Academy for Public Administration.

Jan’s personal objective is to help local government leaders be their best, encourage young people to enter local government as a career and thrive in it, and to foster good governance at the local level. Jan believes in valuing all individuals, doing our best in all we do, collaborating with others to solve problems and planning for the future.

Specialties
• Strategic planning and facilitation
• Organization development advisor
• Organization design
• Performance management
• Change management
• Executive coaching
• Elected official/executive
relationships
Professional History
• Raftelis: Vice President (2023-
present)
• Management Partners: Vice
President, Senior Partner, Partner
(2005-2022); Managing Director,
Baker Tilly, through acquisition of
Management Partners (2022-2023).
• City of Fremont, CA: City
Manager/Acting City Manager
(1993-2005)
• City of Morgan Hill, CA: City
Manager (1990-1993)
• City of Santa Ana, CA: Assistant
City Manager (1984-1990)
• City of Grand Rapids, MI: Deputy
City Manager (1981-1984), Analyst
(1975-1979)
• City of Adrian, MI: Community
Development Director/Assistant City
Administrator (1979-1981)
Education
• Master’s Degree in Public
Administration - University of
Kansas (1976)
• Bachelor’s Degree in Sociology -
University of Kansas (1974)
Certifications
• Certificate from Harvard University’s
Program for Senior Executives in
State and Local Government
• ICMA Credentialed Manager
Professional Memberships
• ICMA
• Women Leading Government,
founding board member
• California City Management
Foundation, Past President

RAFTELIS 15

Jim Armstrong

FACILITATOR
Principal Consultant

PROFILE
Prior to joining Raftelis, Jim had a long and successful local government career in four California cities. Most recently, he served as City Administrator of Santa Barbara from 2001 to 2014. During his tenure, he successfully led the City through the 2008-10 recession; completion of a General Plan update; two major wildland fires; and the dissolution of the City’s Redevelopment Agency. He was instrumental in the creation of the City’s Neighborhood Improvement Task Force and the South Coast Task Force on Youth Gangs. Santa Barbara also implemented a comprehensive performance management program under Jim’s direction.

After leaving government service, Jim has provided consulting services for several California cities and special districts. His assignments have included management studies, executive recruitments, and the development of long- term financial plans. He is known for his extensive knowledge of local government finance, budgeting, and financial analyses.

Prior to Raftelis, Jim served as a senior consultant with Ralph Andersen & Associates, conducting city manager and senior-level executive recruitments and management studies for cities and special districts throughout California.

As City Administrator in Santa Barbara, Jim led the organization through a major downsizing during the 2008-10 recession with minimum disruption of services, successfully completed several important capital improvement projects including a new airline terminal and a major new downtown parking structure, implemented major organization efforts including a comprehensive performance management system, a communications strategy, and an award-winning sustainability program; and developed revised budgeting and financial management systems that stabilized city finances, improved accountability, and increased transparency.

Jim’s prior work included serving as City Manager in Fullerton (CA), Assistant City Manager in Anaheim (CA), City Manager in Hanford (CA), and Assistant to the City Manager in Anaheim (CA).

Jim is an instrument rated private pilot with nearly 3,000 hours of flight time in the US, Mexico, Canada, South Africa, Botswana, and Zambia. He has managed three cities with airports ranging in size from a very small airport in Hanford, CA to a medium regional airport with significant commercial operations in Santa Barbara, CA. He has extensive knowledge of airport finances and operations.

Specialties
• Municipal budget development &
financial management
• Organizational analysis
• Long term financial planning
• Establishment of performance
management systems
• Strategic planning
Professional History
• Raftelis: Principal (2019-present)
• Ralph Andersen & Associates: Senior
Consultant (2015-2018)
• Santa Barbara, California: City
Administrator (2001-2014)
• Fullerton, California: City Manager
(1992-2001)
• Anaheim, California: Assistant City
Manager (1990-1992); Assistant to the
City Manager (1979-1983);
Administrative Assistant (1978-1979);
Administrative Aide (1977-1978)
• Hanford, California: City Manager
(1983-1990)
Education
• Master of Public Administration -
California State University, Long Beach
• Bachelor of Arts in Psychology, Political
Science, Cum Laude - University of
California, Los Angeles
Professional Memberships
• Santa Barbara County City Managers
Association: Chair
• Orange County City Managers
Association: President
• South San Joaquin Valley City
Managers Association: President
• International City/County Management
Association: Life Member
• Santa Barbara Neighborhood Clinics:

President of the Board
• Channel Islands YMCA: Chair of the
Board, Treasurer
• Santa Barbara Rotary Foundation:

President
• Santa Barbara County United Way:

Board of Directors
• Aircraft Owners and Pilots Association
• Experimental Aircraft Association
• Liga International (Flying Doctors of
Mercy)

ACTION ITEM 9.A.

DATE: December 9, 2025
TO: Mayor and Members of the City Council
FROM: Beth Schoenberger, Water Director
SUBJECT: HOLD A PUBLIC HEARING AND ADOPT A RESOLUTION FOR THE 2025 VALLEJO

WATER QUALITY PUBLIC HEALTH GOALS REPORT AS REQUIIRED BY THE

CALIFORNIA HEALTH AND SAFETY CODE

RECOMMENDATION
Hold a public hearing and adopt the resolution receiving and acknowledging comments from the public on the “2025 Vallejo Water Quality Public Health Goals Report” dated July 1, 2025, as required by the California Health and Safety Code §116470(b), and referring any comments to the Water Department for consideration.

REASONS FOR RECOMMENDATION
City of Vallejo Water Department staff have prepared a report on Vallejo’s drinking water quality relative to the Public Health Goals as required under California Health and Safety Code §116470(b). A public hearing must be held to accept and respond to public comment on the report which compares Vallejo’s drinking water quality with Public Health Goals (PHGs) adopted by California Environmental Protection Agency’s Office of Environmental Health Hazard Assessment (OEHHA). The hearing also compares Vallejo's drinking water quality with Maximum Contaminant Level Goals (MCLGs) set by the United States Environmental Protection Agency (USEPA). The City of Vallejo’s water complies with all State and Federal drinking water requirements and Maximum Contaminant Levels (MCLs) which are established to protect public health.

BACKGROUND AND DISCUSSION
The California Health and Safety Code §116470(b) requires that public drinking water systems serving more than 10,000 service connections prepare a brief, written report in plain language every three years. This report gives information on the detection of any contaminant concentrations above the levels specified in the Public Health Goals (PHGs) published by the California Environmental Protection Agency’s Office of Environmental Health Hazard Assessment (OEHHA) and Maximum Contaminant Level Goals (MCLGs) published by the United States Environmental Protection Agency (USEPA). A public hearing is required to accept and respond to public comment on the report. This City Council agenda item is the required public hearing.

The water quality data considered for this report includes all data collected in the City of Vallejo water system, for the purpose of determining and maintaining compliance with drinking water standards for calendar years 2022, 2023, and 2024. This data is summarized in the City's Annual Water Quality Reports for 2022, 2023, and 2024, which are made publicly available to Vallejo water customers each year, and are posted on the City of Vallejo website, at www.cityofvallejo.net/waterqualityreport.

A Public Health Goal is the concentration of a contaminant in drinking water that poses no significant health risk if consumed for a lifetime. Public health goals are not enforceable drinking water standards, but rather they are idealistic targets. These goals are set without consideration for specific factors unique to each drinking water agency, such as available treatment technology, cost, benefit and other practical factors that are used by regulatory agencies to set enforceable drinking water standards. These Public Health Goals and maximum contaminant level goals are more stringent, and in some cases, far more stringent, than the

Date: December 9, 2025
Subject: HOLD A PUBLIC HEARING AND ADOPT A RESOLUTION FOR THE 2025 VALLEJO

WATER QUALITY PUBLIC HEALTH GOALS REPORT AS REQUIIRED BY THE

CALIFORNIA HEALTH AND SAFETY CODE

maximum contaminant levels (MCLs), which are regulated and enforceable standards for certain water constituents.

The following constituents were detected in the City’s drinking water supply above their associated public health goals or maximum contaminant level goals, but not at levels that exceeded Maximum Contaminant Levels requirements: Bromate and Chromium-Hexavalent.

Bromate

Public Health Goals, Maximum Contaminant Levels, and Sources in Drinking Water For bromate, the Public Health Goal is 0.1 parts per billion (ppb) and the Maximum Contaminant Level is 10 ppb. Bromate is formed when naturally occurring bromide in source water reacts with ozone. The Fleming Hill Water Treatment Plant uses ozone as a disinfectant, but it additionally helps remove dissolved organic matter that would otherwise contribute to undesired color, taste, and odor in the treated water.

Health Risk Category and Level
The health risk for bromate is that, assuming chronic exposure, it is carcinogenic, or capable of producing cancer. The numerical health risk for the Public Health Goal is one unit per million (1 x 106), and the numerical health risk for the Maximum Contaminant Level is one per ten thousand (1 x 104). The bromate levels detected in the City of Vallejo drinking water between 2022 and 2024 showed a range of not detected to 1.2 parts per billion (ppb), which is well below the Maximum Contaminant Level of 10 ppb.

Best Available Technology (BAT)
As mentioned above, a Public Health Goal (PHG) for a specific contaminant is a theoretical standard, far more stringent than a Maximum Contaminant Level (MCL), which represents a concentration below which the risk of negative health impacts is negligible. Water systems are required to manage to MCLs, not to PHGs. Public Health Goals are often not feasible based on the financial, technological, and infrastructure parameters of a water system. The Best Available Technologies (BAT) identified to lower Vallejo's bromate levels toward reaching Public Health Goals would involve counteracting the impact of Vallejo's essential ozone disinfection process that contributes to the presence of bromate. The estimated annualized costs of these Best Available Technologies would range from $5.6 Million to $21.75 Million per year based on an estimated 5 billion gallons of water treated each year by the Fleming Hill Water Treatment Plant. (The Best Available Technologies per 1,000 gallons of water treated are Coagulation/Filtration Optimization ($1.12/1,000 gallons), Granular Activated Carbon ($1.47/1,000 gallons) and, Reverse Osmosis ($4.35/1,000 gallons).)

Ozone treatment most importantly removes Cryptosporidium and other pathogenic, disease-causing microorganisms as well as improving the water’s taste, odor, and appearance. The potency of ozone as a disinfectant and the resulting improvement to consumer health and safety arguably outweighs the potential for adverse health effects from lifetime consumption. Because ozonation is such a crucial component of our treatment process, it would not be feasible for the City to lower bromate levels to the Public Health Goal.

Bromate levels fully comply with MCL requirements as they are either not detected or at a maximum detection of 1.2 ppb, well below the Minimum Contaminant Level (MCL) of 10 ppb.

Chromium, Hexavalent

Public Health Goal, Maximum Contaminant Level, and Sources in Drinking Water For hexavalent chromium, the Public Health Goal is 0.02 parts per billion (ppb) and Maximum Contaminant Level (MCL) is 10 ppb. The most common source of hexavalent chromium in drinking water is the chemical transformation of naturally-occurring trivalent chromium to hexavalent chromium by natural processes and

Date: December 9, 2025
Subject: HOLD A PUBLIC HEARING AND ADOPT A RESOLUTION FOR THE 2025 VALLEJO

WATER QUALITY PUBLIC HEALTH GOALS REPORT AS REQUIIRED BY THE

CALIFORNIA HEALTH AND SAFETY CODE

human activities, such as discharges from electroplating factories, leather tanneries, wood preservation, chemical synthesis, refractory production, and textile manufacturing facilities.

Health Risk Category and Level
The health risk category for hexavalent chromium is carcinogenic, or capable of producing cancer (assuming chronic exposure). The numerical health risk for the Public Heath Goal (PHG) is 1 × 106 (one per million), and the numerical health risk for the MCL is 5 × 104 (five per ten thousand). The hexavalent chromium level detected in the City of Vallejo drinking water in 2024 was 0.25 ppb, well below the MCL of 10 ppb.

Best Available Technology (BAT)
The Best Available Technologies (BATs) identified to lower hexavalent chromium levels, and their associated costs per 1,000 gallons of water treated, are Ion Exchange (IX)–Weak Base Anion Resin ($9.16/1,000 gallons), and Reduction–Coagulation–Filtration ($13.38/1,000 gallons). The estimated annualized costs of these BATs would therefore range from $45.8 million to $66.9 million per year (based on an estimated 5 billion gallons of water treated each year by the Fleming Hill Water Treatment Plant).

New regulations for hexavalent chromium were adopted on October 1, 2024. The rule established a new health standard that lowers the Detection Limit for Reporting (DLR) for hexavalent chromium in drinking water.

The Public Health Goal is five times lower than the lowest level that our most sophisticated measurements can detect. We are only able to detect hexavalent chromium levels as low as the Detection Limit for Reporting of

0.1 ppb, and thus would be unable to prove that we’ve lowered the levels of hexavalent chromium to or below the Public Health Goal of 0.02 ppb.

The 2025 Vallejo Water Quality Public Health Goals Report remains available for review at the John F.

Kennedy Library's Reference Desk, on the Water Department's Website (www.cityofvallejo.net/waterqualityreport), and upon request from the Water Quality Manager.

FISCAL IMPACT
There are no proposed new actions to be undertaken, therefore there is no fiscal impact.

ENVIRONMENTAL REVIEW
The 2025 Vallejo Water Quality Public Health Goals Report, dated July 1, 2025, is categorically exempt from the California Environmental Quality Act (CEQA) as a Class 8 exemption (Section 15308 of the CEQA Guidelines), actions by regulatory agencies for the protection of the environment.

ATTACHMENTS

1. Resolution Public Health Goals Report 2025 CAO Stamp

2. 2025 Vallejo Water Quality Public Health Goals Report

CONTACT
Beth Schoenberger, 707-648-5439
[email protected]

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 RECEIVING AND

ACKNOWLEDGING COMMENTS FROM THE PUBLIC ON THE CITY OF VALLEJO

DRINKING WATER PUBLIC HEALTH GOALS REPORT AS REQUIRED BY THE

CALIFORNIA HEALTH AND SAFETY CODE AND REFERRING COMMENTS TO THE

WATER DEPARTMENT

WHEREAS, the City has prepared a report on Vallejo’s water quality relative to State Public Health Goals by July 1, 2025, as required under State law in the California Health & Safety Code Section 116470(b); and

WHEREAS, the Public Health Goals Report 2025 was available for public review at one Vallejo location and on the Vallejo Water Department website as required; and

WHEREAS, the public has been provided an opportunity to comment on the report.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Vallejo accepts and acknowledges comments from the public on the “2025 Vallejo Water Quality Public Health Goals Report” dated July 1, 2025.

Adopted by the City Council of the City of Vallejo at a regular meeting held on December 09, 2025, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______________________________________

ANDREA SORCE, MAYOR

ATTEST:
______________________________________
DAWN G. ABRAHAMSON, CITY CLERK

2025 Public Health Goals Report
July 2025

2025 Public Health Goals Report 1City of Vallejo Water System Table of Contents
Definitions of Terms used in this Report 2
Background 3
What are Public Health Goals? 3
Water Quality Data Considered 3
Guidelines Followed 4
Best Available Technology and Cost Estimates 4
Constituents Detected That Exceed a PHG or an MCLG 4
Detailed Information on Exceeding Constituents 5
Recommendations for Further Action 7
Attachments 8

Definitions of Terms used in this Report
Best Available Technology (BAT): The best available treatment techniques or other means available for achieving compliance with the MCL.

Detection Limits for Purposes of Reporting (DLR): The minimum concentration of an analyte that must be reported to the relevant regulatory agency, such as the California State Water Resources Control Board. The DLR is the concentration at which a laboratory can confidently report the presence and quantity of an analyte with a certain level of accuracy.

Health Risks: Health risks with respect to Public Health Goals are based on long term exposures to low levels of contaminants as would occur with drinking water, rather than high doses from a single or short-term exposure. The health risk category describes the type of health risk. Types of health risks include chronic toxicity (shortened life span, thyroid effects, liver effects, or kidney effects), acute toxicity (gastrointestinal effects), carcinogenicity (cancer), and reproductive toxicity.

Maximum Contaminant Level (MCL): The highest level of a contaminant that is allowed in drinking water. MCLs are set as close to PHGs as is economically and technologically feasible. Unless stated otherwise, the term MCL in this report refers to primary MCL.

Maximum Contaminant Level Goal (MCLG): The level of a contaminant in drinking water below which there is no observable adverse effect to human health. MCLGs are like California PHGs, but not equivalent. MCLGs are non-enforceable goals established by the USEPA based solely on health considerations for non-carcinogenic constituents. For all carcinogenic constituents (i.e., those chemicals known or suspected of causing cancer), USEPA's policy is to set the MCLG at zero.

Numeric Health Risk: Describes the cancer risk. At the California MCL, no cancer risk is calculated from chemicals considered "noncarcinogens." For carcinogens, PHGs are set at a concentration that does not pose any significant risk of cancer; this is usually a one- in-one-million (1x10-6) excess cancer risk.

One-in-One-Million Risk Level: At the “one-in-one-million” risk level, not more than one person in a population of one million people drinking the water daily for 70 years would be expected to develop cancer because of exposure to that chemical in the water.

Parts per Billion (ppb): The weight of a chemical dissolved in a volume of water. Equivalent to micrograms per liter (µg/L), or one part in one billion parts, or roughly 3 seconds in 100 years.

Parts per Million (ppm): The weight of a chemical dissolved in a volume of water. Equivalent to milligrams per liter (mg/L), or one part in one million parts, or roughly 32 seconds in one year.

Public Health Goal (PHG): The concentration of a contaminant in drinking water below which no known or anticipated adverse health effects will occur with an adequate margin of safety. This level is based on estimates that would pose a significant risk to individuals, including the most sensitive subpopulations, consuming water every day over an entire lifetime. PHGs are unique to California and are established by the Office of Environmental Health Hazard Assessment (OEHHA), a subdivision of the California Environmental Protection Agency (Cal-EPA).

List of Abbreviations and Acronyms
ACWA Association of California Water Agencies
BAT Best Available Treatment
Cal-EPA California Environmental Protection Agency
DDW Division of Drinking Water
DLR Detection Limits for Purposes of Reporting
MCL Maximum Contaminant Level
MCLG Maximum Contaminant Level Goal
OEHHA Office of Environmental Health Hazard Assessment PHG Public Health Goal
RAA Running Annual Average
SWRCB State Water Resources Control Board
USEPA US Environmental Protection Agency
2025 Public Health Goals Report 2City of Vallejo Water System

City of Vallejo Water System
2025 Public Health Goals Report
Background
Provisions of the California Health and Safety Code, Section 116470(b) Consumer Confidence Report (Attachment No. 1), specify that water systems serving more than 10,000 connections prepare a brief special report by July 1
st every three years, if their water quality measurements have exceeded any Public Health Goals (PHGs). PHGs are non-enforceable goals established by the California EPA’s (Cal-EPA) Office of Environmental Health Hazard Assessment (OEHHA). The law also requires that, where OEHHA has not adopted a PHG for a contaminant/constituent, the water suppliers are to use the Maximum Contaminant Level Goal (MCLG) adopted by the United States Environmental Protection Agency (USEPA). Only constituents which have a California Primary Drinking Water Standard Maximum Contaminant Level (MCL), and for which either a PHG or MCLG has been set, are to be addressed. Attachment No. 2 lists all regulated constituents and their respective MCLs and PHGs (or MCLGs).

If a constituent was detected in the City’s water supply in the calendar years of 2022, 2023, or 2024, and that detection exceeds an applicable PHG or MCLG, this report provides that information, as required by law. Included is the numerical public health risk associated with the MCL, and the PHG or MCLG, the category or type of risk to health that could be associated with the constituent, the best available technology for treatment that could be used to reduce the constituent level, and an estimate of the cost to install treatment, if doing so is appropriate and feasible .

What are Public Health Goals?
PHGs are set by the OEHHA, a part of Cal-EPA, and are based solely on public health considerations, unlike the enforceable MCLs, the highest level of a contaminant that is allowed in drinking water, which are based on several factors. None of the practical risk management factors that are considered by the USEPA or the State Water Resources Control Board (SWRCB) Division of Drinking Water (DDW) in setting drinking water standards (MCLs) are considered when setting the PHGs.

These factors include analytical detection capability, best available technologies for treatment, benefits, and costs. The PHGs are not legally enforceable and are not required to be met by any public water system. MCLGs are the federal equivalent to California’s PHGs .

Water Quality Data Considered
The water quality data considered for this report includes all data collected by the City of Vallejo water system, for the purpose of determining and maintaining compliance with drinking water standards, from the calendar years of 2022, 2023, and 2024. This data is summarized in our 2022, 2023, and 2024 Annual Water Quality Reports, which are made publicly available to our consumers, and posted on our website, at www.cityofvallejo.net/waterqualityreport (Attachment No. 3). 2025 Public Health Goals Report 3City of Vallejo Water System

City of Vallejo Water System
2025 Public Health Goals Report
Guidelines Followed
The Association of California Water Agencies (ACWA) formed a workgroup which prepares guidelines for water utilities to use in preparing these required PHG reports. The 2025 ACWA guidelines were used in preparation of this report. No guidance was available from state regulatory agencies.

Best Available Technology and Cost Estimates
Both the USEPA and DDW adopt what are known as Best Available Technologies (BATs) which are the best-known methods for reducing contaminant levels to or below the MCL. Costs can be estimated for such technologies. However, since many PHGs and all MCLGs are set much lower than the MCL (notably, many are set at zero), it is not always possible nor feasible to determine what treatment is needed to further reduce a constituent level to or below the PHG or MCLG. Estimating the costs to reduce a constituent to zero is difficult, if not impossible, because it is not possible to verify by analytical means that the level has been reduced to zero. In some cases, installing treatment to try and further reduce very low levels of one constituent may have adverse effects on other aspects of water quality.

Constituents Detected That Exceed a PHG or an MCLG
The following constituents were detected in our drinking water at levels above the PHG or MCLG in the calendar years of 2022 , 2023, and 2024.

Notes:
(a) Compliance with drinking water standards is based on a Running Annual Average (RAA), calculated quarterly. Every three months, we average all the sample results taken during the prior twelve-month period to determine our RAA. Results for minimum and maximum values (the Range) are based on individual sample results. Note that the MCL apply to the Average result (as it appears in the table), not necessarily the Range of results, or the results of any one sample.
(b) Compliance with drinking water standards based on the result of a single sample collected in 2024, so there is no Range.
(c) PHG did not apply before October 1, 2024, when new regulations for hexavalent chromium were adopted.
2025 Public Health Goals Report 4City of Vallejo Water System

CONSTITUENT
(units of measurement) MCL PHG
(MCLG)
2022
Range
(Average)
2023
Range
(Average)
2024
Range
(Average)

BROMATE
(ppb) 10 (a) 0.1 ND – 1.2
(0.63)
ND – 1.1
(ND)
ND – 1
(ND)

CHROMIUM, HEXAVALENT
(ppb) 10 (b) 0.02 N/A (c) N/A (c) (0.25)

City of Vallejo Water System
2025 Public Health Goals Report
Detailed Information on Exceeding Constituents
Bromate
PHG, MCL, and Sources in Drinking Water
For bromate, the PHG is 0.1 ppb and the MCL is 10 ppb. Bromate is formed when naturally occurring bromide in source water reacts with ozone. The Fleming Hill Water Treatment Plant uses ozone as a disinfectant, but it additionally helps remove dissolved organic matter that would otherwise contribute to undesired color, taste, and odor in the treated water.

Health Risk Category and Level
The health risk category for bromate is carcinogenic, or capable of producing cancer (assuming chronic exposure). The numerical health risk for the PHG is 1 x 10 -6 (one per million), and the
numerical health risk for the MCL is 1 x 10-4 (one per ten thousand). The bromate levels detected in the City of Vallejo drinking water between 2022 and 2024 were not detected or were well below the MCL of 10 ppb.

Best Available Technology
The BATs identified to lower bromate levels, and their associated costs per 1,000 gallons of water treated, are Coagulation/Filtration Optimization ($1.12/1,000 gallons), Granular Activated Carbon ($1.47/1,000 gallons), and Reverse Osmosis ($4.35/1,000 gallons). The estimated annualized costs of these BATs would therefore range from $5,600,000 to $21,750,000 per year (based on an estimated 5 billion gallons of water treated each year by the Fleming Hill Water Treatment Plant.) Ozone treatment improves the water’s aesthetic quality and importantly, removes Cryptosporidium and other pathogenic, disease-causing microorganisms. The potency of ozone as a disinfectant and the resulting improvement to acute consumer health and safety arguably outweighs the potential for adverse health effects from lifetime consumption. Since ozonation is such a crucial component of our treatment process, it would not be feasible for the City to lower bromate levels to the PHG.

2025 Public Health Goals Report 5City of Vallejo Water System

City of Vallejo Water System
2025 Public Health Goals Report
Detailed Information on Exceeding Constituents
Chromium, Hexavalent
PHG, MCL, and Sources in Drinking Water
For hexavalent chromium, the PHG is 0.02 ppb and MCL is 10 ppb. The most common source of hexavalent chromium in drinking water is the chemical transformation of naturally-occurring trivalent chromium to hexavalent chromium by natural processes and human activities, such as discharges from electroplating factories, leather tanneries, wood preservation, chemical synthesis, refractory production, and textile manufacturing facilities.

Health Risk Category and Level
The health risk category for hexavalent chromium is carcinogenic, or capable of producing cancer (assuming chronic exposure). The numerical health risk for the PHG is 1 × 10 -6 (one per million), and
the numerical health risk for the MCL is 5 × 10-4 (five per ten thousand). The hexavalent chromium level detected in the City of Vallejo drinking water in 2024 was well below the MCL of 10 ppb.

Best Available Technology
The BATs identified to lower hexavalent chromium levels, and their associated costs per 1,000 gallons of water treated, are Ion Exchange (IX) – Weak Base Anion Resin ($9.16/1,000 gallons) and Reduction – Coagulation – Filtration ($13.38/1,000 gallons). The estimated annualized costs of these BATs would therefore range from $45,800,000 to $66,900,000 per year (based on an estimated 5 billion gallons of water treated each year by the Fleming Hill Water Treatment Plant).

New regulations for hexavalent chromium were adopted on October 1, 2024. The rule established a new health standard and lowers the DLR for hexavalent chromium in drinking water. We are only able to detect hexavalent chromium levels as low as the DLR of 0.1 ppb, with a certain level of accuracy and thus would be unable to prove that we’ve lowered the levels of hexavalent chromium to or below the PHG of 0.02 ppb (in other words, the PHG is five times lower than the lowest level that we can detect).
2025 Public Health Goals Report 6City of Vallejo Water System

City of Vallejo Water System
2025 Public Health Goals Report
Recommendations for Further Action
The City of Vallejo system’s drinking water quality meets all SWRCB and USEPA drinking water standards, set to protect public health and provide “safe drinking water” (MCLs). The treatment processes required to further reduce the constituent levels identified in this report, which are already well below those health-based MCLs, would be costly. Additionally, the effectiveness of these costly treatment processes to significantly reduce constituent levels at their already low concentrations is unclear. The public health benefits that might result from these further, hypothetical reductions are not at all clear and may not be quantifiable. Therefore, no actions are proposed.

Attachments
No. 1 Excerpt from California Health & Safety Code: Section 116470 No. 2 Table of Regulated Constituents with MCLs and PHGs or MCLGs No. 3 City of Vallejo Water Quality Reports from 2022, 2023, and 2024

2025 Public Health Goals Report 7City of Vallejo Water System

Attachment No. 1
City of Vallejo Water System 2025 Public Health Goals Report 8

California Health and Safety Code 116470 (b)

116470 (b) On or before July 1, 1998, and every three years thereafter, public water systems serving more than 10,000 service connections that detect one or more contaminants in drinking water that exceed the applicable public health goal, shall prepare a brief written report in plain language that does all of the following:

(1) Identifies each contaminant detected in drinking water that exceeds the applicable public health goal.

(2) Discloses the numerical public health risk, determined by the office, associated with the maximum contaminant level for each contaminant identified in paragraph (1) and the numerical public health risk determined by the office associated with the public health goal for that contaminant.

(3) Identifies the category of risk to public health, including, but not limited to, carcinogenic, mutagenic, teratogenic, and acute toxicity, associated with exposure to the contaminant in drinking water, and includes a brief plainly worded description of these terms.

(4) Describes the best available technology, if any is then available on a commercial basis, to remove the contaminant or reduce the concentration of the contaminant. The public water system may, solely at its own discretion, briefly describe actions that have been taken on its own, or by other entities, to prevent the introduction of the contaminant into drinking water supplies.

(5) Estimates the aggregate cost and the cost per customer of utilizing the technology described in paragraph (4), if any, to reduce the concentration of that contaminant in drinking water to a level at or below the public health goal.

(6) Briefly describes what action, if any, the local water purveyor intends to take to reduce the concentration of the contaminant in public drinking water supplies and the basis for that decision.

Attachment No. 2
City of Vallejo Water System 2025 Public Health Goals Report 10

Association of California Water Agencies
12PHG REPORT GUIDELINES | Attachment 1
Chemicals with MCLs in 22 CCR §64431 — Inorganic Chemicals Regulated Contaminant MCL DLR PHG Date of PHG
Aluminum 1 0 .05 0 .6 2001
Antimony 0 .006 0 .006 0 .001 2016
Arsenic 0 .010 0 .002 0 .000004 2004
Asbestos (MFL = million fibers per liter; for fibers
>10 microns long)
7 MFL 0 .2 MFL 7 MFL 2003
Barium 1 0 .1 2 2003
Beryllium 0 .004 0 .001 0 .001 2003
Cadmium 0 .005 0 .001 0 .00004 2006
Chromium, Total 0 .05 0 .01 withdrawn
Nov . 2001
1999
Chromium, Hexavalent 0 .01 0 .0001 0 .00002 2011
Cyanide 0 .15 0 .1 0 .15 1997
Fluoride 2 0 .1 1 1997
Mercury (inorganic) 0 .002 0 .001 0 .0012 1999 (rev2005)* Nickel 0 .1 0 .01 0 .012 2001
Nitrate (as nitrogen, N) 10 as N 0 .4 45 as NO3
(=10 as N)
2018
Nitrite (as N) 1 as N 0 .4 1 as N 2018
Nitrate + Nitrite (as N) 10 as N -- 10 as N 2018
Perchlorate 0 .006 0 .004 0 .001 2015
Selenium 0 .05 0 .005 0 .03 2010
Thallium 0 .002 0 .001 0 .0001 1999 (rev2004)
*OEHHA’s review of this chemical during the year indicated (rev20XX) resulted in no change in the PHG.

MCLs, DLRs, and PHGs for Regulated Drinking Water Contaminants Last Update: November 2024
This table includes:
• California’s maximum contaminant levels (MCLs)
• Detection limits for purposes of reporting (DLRs)
• Public health goals (PHGs) from the Office of Environmental Health Hazard Assessment (OEHHA) • The PHGs for NDMA, PFOA and PFOS (which are not yet regulated in California) are included at the bottom of this table .
• The Federal MCLs for PFOA and PFOS are also listed at the end of this table .

Units are in milligrams per liter (mg/L), unless otherwise noted.

Association of California Water Agencies
13PHG REPORT GUIDELINES | Attachment 1
Radionuclides with MCLs in 22 CCR §64441 and §64443 — Radioactivity Units are picocuries per liter (pCi/L), unless otherwise stated; n/a = not applicable Regulated Contaminant MCL DLR PHG Date of PHG
Gross alpha particle activity - OEHHA concluded in
2003 that a PHG was not practical
15 3 none n/a
Gross beta particle activity - OEHHA concluded in
2003 that a PHG was not practical
4 mrem/yr 4 none n/a
Radium-226 -- 1 0 .05 2006
Radium-228 -- 1 0.019 2006
Radium-226 + Radium-228 5 -- -- --
Strontium-90 8 2 0 .35 2006
Tritium 20,000 1,000 400 2006
Uranium 20 1 0 .43 2001
Chemicals with MCLs in 22 CCR §64444 — Organic Chemicals (a) Volatile Organic Chemicals (VOCs)
Regulated Contaminant MCL DLR PHG Date of PHG
Benzene 0 .001 0 .0005 0 .00015 2001
Carbon tetrachloride 0 .0005 0 .0005 0 .0001 2000
1,2-Dichlorobenzene 0 .6 0 .0005 0 .6 1997 (rev2009)
1,4-Dichlorobenzene (p-DCB) 0 .005 0 .0005 0 .006 1997
1,1-Dichloroethane (1,1-DCA) 0 .005 0 .0005 0 .003 2003 1,2-Dichloroethane (1,2-DCA) 0 .0005 0 .0005 0 .0004 1999 (rev2005) 1,1-Dichloroethylene (1,1-DCE) 0 .006 0 .0005 0 .01 1999 Cis-1,2-Dichloroethylene 0 .006 0 .0005 0 .013 2018
Trans-1,2-Dichloroethylene 0 .01 0 .0005 0 .05 2018
Dichloromethane (Methylene chloride) 0 .005 0 .0005 0 .004 2000 1,2-Dichloropropane 0 .005 0 .0005 0 .0005 1999
1,3-Dichloropropene 0 .0005 0 .0005 0 .0002 1999 (rev2006) Ethylbenzene 0 .3 0 .0005 0 .3 1997
Methyl tertiary butyl ether (MTBE) 0 .013 0 .003 0 .013 1999 Monochlorobenzene 0 .07 0 .0005 0 .07 2014
Styrene 0 .1 0 .0005 0 .0005 2010
1,1,2,2-Tetrachloroethane 0 .001 0 .0005 0 .0001 2003
Tetrachloroethylene (PCE) 0 .005 0 .0005 0 .00006 2001
Toluene 0 .15 0 .0005 0 .15 1999
1,2,4-Trichlorobenzene 0 .005 0 .0005 0 .005 1999
1,1,1-Trichloroethane (1,1,1-TCA) 0 .2 0 .0005 1 2006
1,1,2-Trichloroethane (1,1,2-TCA) 0 .005 0 .0005 0 .0003 2006 Trichloroethylene (TCE) 0 .005 0 .0005 0 .0017 2009
Trichlorofluoromethane (Freon 11) 0 .15 0 .005 1 .3 2014 1,1,2-Trichloro-1,2,2-Trifluoroethane (Freon 113) 1 .2 0 .01 4 1997 (rev2011) Vinyl chloride 0 .0005 0 .0005 0 .00005 2000
Xylenes 1 .75 0 .0005 1 .8 1997

Association of California Water Agencies
14PHG REPORT GUIDELINES | Attachment 1
(b) Non-Volatile Synthetic Organic Chemicals (SOCs)
Regulated Contaminant MCL DLR PHG Date of PHG
Alachlor 0 .002 0 .001 0 .004 1997
Atrazine 0 .001 0 .0005 0 .00015 1999
Bentazon 0 .018 0 .002 0 .2 1999 (rev2009)
Benzo(a)pyrene 0 .0002 0 .0001 0 .000007 2010
Carbofuran 0 .018 0 .005 0 .0007 2016
Chlordane 0 .0001 0 .0001 0 .00003 1997 (rev2006)
Dalapon 0 .2 0 .01 0.79 1997 (rev2009)
1,2-Dibromo-3-chloropropane (DBCP) 0 .0002 0 .00001 0 .000003 2020 2,4-Dichlorophenoxyacetic acid (2,4-D) 0 .07 0 .01 0 .02 2009 Di(2-ethylhexyl) adipate 0 .4 0 .005 0 .2 2003
Di(2-ethylhexyl) phthalate (DEHP) 0 .004 0 .003 0 .012 1997 Dinoseb 0 .007 0 .002 0 .014 1997 (rev2010)
Diquat 0 .02 0 .004 0 .006 2016
Endothal 0 .1 0 .045 0.094 2014
Endrin 0 .002 0 .0001 0 .0003 2016
Ethylene dibromide (EDB) 0 .00005 0 .00002 0 .00001 2003 Glyphosate 0 .7 0 .025 0.9 2007
Heptachlor 0 .00001 0 .00001 0 .000008 1999
Heptachlor epoxide 0 .00001 0 .00001 0 .000006 1999
Hexachlorobenzene 0 .001 0 .0005 0 .00003 2003
Hexachlorocyclopentadiene 0 .05 0 .001 0 .002 2014
Lindane 0 .0002 0 .0002 0 .000032 1999 (rev2005)
Methoxychlor 0 .03 0 .01 0.00009 2010
Molinate 0 .02 0 .002 0 .001 2008
Oxamyl 0 .05 0 .02 0 .026 2009
Pentachlorophenol 0 .001 0 .0002 0 .0003 2009
Picloram 0 .5 0 .001 0 .166 2016
Polychlorinated biphenyls (PCBs) 0 .0005 0 .0005 0.00009 2007 Simazine 0 .004 0 .001 0 .004 2001
Thiobencarb 0 .07 0 .001 0 .042 2016
Toxaphene 0 .003 0 .001 0 .00003 2003
1,2,3-Trichloropropane 0 .000005 0 .000005 0 .0000007 2009 2,3,7,8-TCDD (dioxin) 3x10–8 5x10–9 5x10–11 2010
2,4,5-TP (Silvex) 0 .05 0 .001 0 .003 2014
Copper and Lead, 22 CCR §64672.3
Values referred to as MCLs for lead and copper are not actually MCLs; instead, they are called “Action Levels” under the lead and copper rule
Regulated Contaminant MCL DLR PHG Date of PHG
Copper 1 .3 0 .05 0 .3 2008
Lead 0 .015 0 .005 0 .0002 2009

Association of California Water Agencies
15PHG REPORT GUIDELINES | Attachment 1
Chemicals with MCLs in 22 CCR §64533 — Disinfection Byproducts Regulated Contaminant MCL DLR PHG Date of PHG
Total Trihalomethanes 0 .080 -- -- --
Bromodichloromethane -- 0 .0010 0 .00006 2020
Bromoform -- 0 .0010 0 .0005 2020
Chloroform -- 0 .0010 0 .0004 2020
Dibromochloromethane -- 0 .0010 0 .0001 2020
Haloacetic Acids (five) (HAA5) 0 .060 -- -- --
Monochloroacetic Acid -- 0 .0020 -- --
Dichloroacetic Adic -- 0 .0010 -- --
Trichloroacetic Acid -- 0 .0010 -- --
Monobromoacetic Acid -- 0 .0010 -- --
Dibromoacetic Acid -- 0 .0010 -- --
Bromate 0 .010 0.0050** 0 .0001 2009
Chlorite 1 .0 0 .020 0 .05 2009
**The DLR for Bromate is 0.0010 mg/L for analysis performed using EPA Method 317.0 Revision 2.0, 321.8, or 326.0.

Chemicals with PHGs established in response to DDW requests. These are not currently regulated drinking water contaminants.***
Regulated Contaminant MCL DLR PHG Date of PHG
N-Nitrosodimethylamine (NDMA) -- -- 0 .000003 2006
Perfluorooctanoic acid (PFOA)*** -- -- 0 .00000007 2024 Perfluorooctane sulfonic acid (PFOS)*** -- -- 0 .000001 2024 ***PFOA and PFOS have US EPA MCLGs and MCLs.

PFOA – MCLG is zero. MCL is 4 ng/L
PFOS – MCLG is zero. MCL is 4 ng/L

Attachment No. 3
City of Vallejo Water System 2025 Public Health Goals Report 15

City of Vallejo
Annual Water
Quality Report
Water Testing Performed in 2022
Este informe contiene información muy importante sobre su agua potable. Tradúzcalo ó hable con alguien que lo entienda bien.

Mahalaga ang impormasyong ito. Mangyaring ipasalin ito. (707) 648-4307
Your Water Sources
The City of Vallejo owns and operates two permitted public water systems for the benefit of our customers in two major service areas.

The City of Vallejo Water System and service area provides drinking water to customers within the city limits, to some customers in the unincorporated areas adjacent to City boundaries and to a limited number of customers in the City of American Canyon.

The City of Vallejo Water System customers are fortunate Lake Berryessa, transported to our facilities by the Putah South Canal. T
he City also receives surface water from the State Water Project. This water, from Lake Oroville, travels through the Sacramento River to the State’s North Bay Aqueduct pumping facilities. Our source water
pumping and distribution
facilities enable us to treat and
deliver water from
either one
of these sources or to blend
these sources before
treatment at the
Fleming Hill Water
Treatment Plant and
distribution to the
Vallejo service area.

The City of Vallejo
Lakes System and
service area is a
public water
system with its
own treatment
plant and distri-
bution system
that delivers
drinking water to
customers residing in the Green Valley, Old Cordelia, Jameson Canyon,
Suisun Valley, Willotta Oaks and Gordon Valley areas.

This system and service area also has water available from two distinct surface water sources. In addition to the Solano Project’s Lake Berryessa water delivered from the Putah South Canal by agreement with the Solano Irrigation District, this system treats water from Lakes Frey and Madigan, which are two interconnect- ed lakes owned
by the City of Vallejo. The Green Valley Water
Treatment Plant can either treat these two sources separately or blend these two sources before treatment and delivery to our customers. In case of emergencies, portions of this system can receive treated water from the City of Fairfield. For a copy of their Annual Water Quality Report, please call (707) 437-5386. • Inorganic Contaminants, such as salts and metals, which can be naturally-occurring
or result from urban stormwater runoff,
industrial or domestic wastewater discharges, oil and gas pro- duction, mining or farming;
• Pesticides and Herbicides, that may come from a variety of sources such as agriculture, urban stormwater runoff and res- idential uses;
• Organic Chemical Contaminants, including synthetic and volatile organic chemicals, which are byproducts of industrial processes and petroleum production, which may also come from gas stations, urban stormwater runoff, agricultural applications and septic systems; and
• Radioactive Contaminants which may be naturally-occurring or the result of oil and gas production and mining activities.

Drinking water, including bottled water, may reasonably beexpect- ed
to contain at least small amounts of some contaminants. The presence of contaminants does not necessarily indicate that water poses a health risk. More information about contaminants and potential h ealth effects can be obtained by calling the USEPA's Safe Drinking Water Hotline at 1-800-426-4791.

Message from Environmental Protection Agency continued from inside Your Water Treatment Process
TheCity of Vallejowater system and service area receives its fin- ished water from the forty-two million gallons per day Fleming Hill Water Treatment Plant. This conventional treatment facility utilizes a multi-barrier process to ensure compliance with all State and Federal drinking water regulations and standards.

Initially, ozone is added to help remove dissolved organic matter and to aid in downstream processes. The water then flows to mixing basinswhere
coagulants are added and the water is gently agitated
so that fine suspended particles come together to form large ‘floc’ particles that settle out of the water. This process, known as coagu- lation, flocculation and sedimentation is followed by the addition of more ozone to disinfect and remove unwanted color, taste and odor.

The next step is filtration, where the water flows through multimedia filtersconsisting
of granular activated carbon and sand in order to
meet strict standards for clarity and to reduce the levels of microbial contaminants that could be in the untreated source water. Following filtration,the water receives additions of caustic soda (for pH and alkalinity control), fluoride (for the prevention of dental caries), and finally chlorine ( to provide microbial protection throughout Vallejo’ s
distribution system). Quality control and assurance is maintained at all times through uniform adherence to standard operating proce- dures and a meticulous schedule of laboratory analyses.

TheCity of Vallejo Lakes System’sGreen Valley Water Treatment Plant, which provides water service to the Lakes service area, can treat up to one million gallons a day.

First, the MIEX™
pretreatment process removes naturally-occurring
dissolved organic matter. This treatment, using ion exchange resin, enables us tomeet the Disinfectants and Disinfection Byproducts Rule by sufficiently lowering the levels of total organic carbon, therefore limiting the formation of disinfection byproducts such as total tri- halomethanes. Total trihalomethanes are chemicals formed over time in the distribution system when dissolved organic matter com- bines with chlorine.Regulations require that we use chlorine to disinfect surfacewater
.

The treatment plant’s conventional treatment process uses polymer to promote coagulation, flocculation and sedimentation which removes a majority of the soil particles from the water. Then, the water gravity flows through multimedia filters consisting of anthracite and sand so that it will meet clarity standards required to decrease microbial con- taminants and to aid the disinfection process. Depending on which City of Vallejo AnnualWater Quality ReportWater Testing Performed in 2021 continued on outside panel
water source or blend of sources we are treating (Lakes Madigan and Frey and/or Putah South Canal), we may add soda ash in order to increase alkalinity and pH. The last step of the treatment process adds chlorine to disinfect the water supply and to provide continual protection in the distribution system. The Green Valley Water Treatment Plant does not add fluoride to your water.

A Message From the United States
Environmental Protection Agency
The sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, reservoirs, springs and wells.

As water travels over the surface of the land or through the ground, it dissolves naturally-occurring minerals and, in some cases, radioac- tive material, and can pick up substances resulting from the pres- ence of animals or from human activity.

Contaminants that may be present in source water include:
• Microbial Contaminants,
such as viruses and bacteria, which may
come from sewage treatment plants, septic systems, agricultural livestock operations and wildlife;
Printed on Recycled Paper
City of Vallejo System, CA4810007
City of Vallejo Lakes System, CA4810021
The City of Vallejo welcomes this yearly opportunity to provide our customers with the Annual Water Quality
Report.We have included information so you know where your drinking water comes from, how it is treated and how its quality com- pares to drinking water standards.

The tables in this report show each constituent found, the level at which they occur, how their level compares with standards and their most likely source. For more information about this report, or for anyquestions
relating to your drinking water,please call Danielle
Public Participation
You are invited to participate in our public forum and voice your opinions and concerns about your drinking water. The Vallejo City Council meets on various Tuesdays, throughout the year, at 7:00 p.m. at 555 Santa Clara Street, Vallejo. You may call the City Clerk at (707) 648-4527 for specific meeting dates.

Bonham, City of Vallejo, Water Quality Manager, at (707) 64 9-3473.

In order to ensure that tap water is safe to drink, the U.S.

Environmental Protection Agency (USEPA) and the State Water Resources Control Board (State Water Board) prescribe regula- tions that limit the amount of certain contaminants in water provided by public water systems. State Water Board regula- tions also establish limits for contaminants in bottled water that provide the same protection for public health.

This report contains information from water quality testing in 2021 and shows how your water compares with primary and secondary standards established by the State Water Resources Control Board and the U.S. Environmental Protection Agency (USEPA). Primary standards are health related standards whereas secondary standards relate to consumer acceptance of the water supply and govern qualities such as taste, odor and color.
because they receive water supplies from two surface water sources. The Solano Project provides source water from
This Consumer Confidence Report (CCR) reflects changes in drinking water regulatory requirements during 2021. These revisions add the requirements of the federal Revised Total Coliform Rule (rTCR), effective April 1, 2016, to the existing state Total Coliform Rule (TCR).

The revised rule maintains the purpose to protect public health by ensuring the integrity of the drinking water distribution system and monitoring for the presence of microbials (i.e., total coliform and E. coli bacteria). The USEPA anticipates greater public health protection as the rule requires water systems that are vulnerable to microbial contamination to identify and fix problems. Water systems that exceed a specified frequency of total coliform occurrences are required to conduct an assessment to determine if any sanitary defects exist. If found, these must be corrected by the water system.

The state Revised Total Coliform Rule became effective July 1, 2021.

Annual
Water Quality
Report
Water Testing Performed in 2021
Este informe contiene información muy importante sobre su agua potable. Tradúzcalo ó hable con alguien que lo entienda bien.

Mahalaga ang impormasyong ito. Mangyaring ipasalin ito. (707) 648-4307
Your Water Sources
The City of Vallejo owns and operates two permitted public water systems for the benefit of our customers in two major service areas.

The City of Vallejo Water System and service area provides drinking water to customers within the city limits, to some customers in the unincorporated areas adjacent to City boundaries and to a limited number of customers in the City of American Canyon.

The City of Vallejo Water System customers are fortunate Lake Berryessa, transported to our facilities by the Putah South Canal. The City also receives surface water from the State Water Project. This water, from LakeOrov
ille, travels through the
Sacramento River to the State’s North Bay Aqueduct pumping facilities. Our source water
pumping and distribution
facilities enable us to treat and
deliver water from either one
of these sources or to blend
thesesources
before
treatment at the
Fleming Hill Water
Treatment Plant and
distribution to the
Vallejo service area.

The City of Vallejo
Lakes System and
service area is a
public water
system with its
own treatment
plant and distri-
bution system
that delivers
drinking water to
customers residing in the Green Valley, Old Cordelia, Jameson Canyon, Suisun Valley, Willotta Oaks and Gordon Valley areas.

This
system and service area also has water available from two distinct surface water sources. In addition to the Solano Project’s Lake Berryessa water delivered from the Putah SouthCanal by agreement with the Solano Irrigation District, this system treats water from Lakes Frey and Madigan, which are two interconnect- ed lakes owned by the City of Vallejo. The GreenV
alley Water
Treatment Plant can either treat these two sources separately or blend these two sources before treatment and delivery to our customers. In case of emergencies, portions of this system can receive treated water from the City of Fairfield. For a copy of their Annual Water Quality Report, please call (707) 437-5386. • Inorganic Contaminants, such as salts and metals, which can be naturally-occurring or result from urban stormwaterrunoff, industrial
or domestic wastewater discharges, oil and gas pro-
duction, mining or farming;
• Pesticides and Herbicides, that may come from a variety of sources such as agriculture,urban stormwater runoff and res- idential uses;
• Organic Chemical Contaminants,i
ncluding synthetic and
volatile organic chemicals, which are byproducts of industrial processes and petroleum production, which may also come from gas stations, urban stormwater runoff, agricultural applications and septic systems; and
• Radioactive Contaminants which may be naturally-occurring or the result of oil and gas production and mining activities.

Drinking water, including bottled water, may reasonably be expect- ed to contain at least small amounts of some contaminants. The presence of contaminants does not necessarily indicate that water poses a health risk. More information about contaminants and potential health effects can be obtained by calling the USEPA's Safe Drinking Water Hotline at 1-800-426-4791.

Message from Environmental Protection Agency continued from inside Your Water Treatment Process
The City of Vallejo Water System and service area receives its finished water from the forty-two million gallons per day Fleming Hill Water Treatment Plant. This conventional treatment facility utilizes a multi-barrier process to ensure compliance with all State and Federal drinking water regulations and standards.

Initially, ozone is added to help remove dissolved organic matter and to aid in downstream processes. The water then flows to mixing basins where coagulants are added and the water is gently agitated so that fine suspended particles come together to form large ‘floc’ particles that settle out of the water.

This process, known as
coagulation, flocculation and sedimentation is followed by the addition of
more ozone to disinfect and remove unwanted color,
taste and odor.

The next step is filtration, where the water flows through multimedia filters consisting of granular activated carbon and sand in order to meet strict standards for clarity and to reduce the levels of microbial cont
aminants that could be in the untreated source water. Following filtration, the water receives additions of caustic soda (f or pH and alkalinity control), fluoride (for the prevention of dental caries), and finally chlorine ( to provide microbial protection throughout Vallejo’s distribution system). Quality control and assurance is maintained at all times through uniform adherence to standard operating procedures and a meticulous schedule of laboratory analyses.

The City of Vallejo Lakes Water System’s Green Valley Water Treatment Plant, which provides water service to the Lakes service area, can treat up to one million gallons per day.

First, the MIEX™ pretreatment process removes naturally- occurring dissolved organic matter. This treatment, using ion exchange resin, enables us to meet
the Disinfectants and Disinfection Byproducts Rule
by sufficiently lowering the levels of total organic carbon, therefore limiting the formation of
disinfection byproducts such as total
trihalomethanes. Total trihalomethanes are chemicals formed over time in the distribution system when dissolved organic matter combines with chlorine. Regulations require that we use chlorine to disinfect surface water.

The treatment plant’s conventional treatment process uses polymer to promote coagulation, flocculation and sedimentation which removes a majority of the soil particles from the water. Then, the water gravity flows through multimedia filters consisting of anthracite and sand so that it will meet clarity standards required to decrease microbial contaminants and to aid the disinfection process. Depending on which
City of Vallejo - Annual Water Quality Report - Water Testing Performed in 2022 continued on outside panel
water source or blend of sources we are treating (Lakes Madigan and Frey and/or Putah South Canal), we may add soda ash in order to increase alkalinity and pH. The last step of the treatment process adds chlorine to disinfect the water supply and to provide continual protection in the distribution system. The Green Valley Water Treatment Plant does not add fluoride to your water.

A Message From the United States
Environmental Protection Agency
The sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, reservoirs, springs and wells.

As water travels over the surface of the land or through the ground, it dissolves naturally-occurring minerals and, in some cases, radioactive material, and can pick up substances resulting from the presence of animals or from human activity.

Contaminants that may be present in source water include:
•Microbial Contaminants, such as viruses and bacteria, which may come from sewage treatment plants, septic systems, agricultural livestock operations and wildlife;
Printed on Recycled Paper
City of Vallejo System, CA481 0007
City of Vallejo Lakes System, CA481 0021
30073-I-0037
The City of Vallejo welcomes this yearly opportunity to provide our customers with the Annual Water Quality
Report. We have included information so you know where your drinking water comes from, how it is treated and how its quality com- pares to drinking water standards.

Public Participation
You are invited to participate in our public forum and voice your opinions and concerns about your drinking water. The Vallejo City Council meets on various Tuesdays, throughout the year, at 7:00 p.m. at 555 Santa Clara Street, Vallejo. You may call the City Clerk at (707) 648-4527 for specific meeting dates.

The tables in this report show each constituent found, the level at which they occur, how their level compares with standards, and their most likely source. For more information about this report, or for any questions relating to your drinking water, please call Vidia Gillula, the City of Vallejo
Water Quality Manager, at (7 07) 649-3472.

In order to ensure that tap water is safe to drink, the U.S.

Environmental Protection Agency (USEPA) and the State Water Resources Control Board (State Water Board) prescribe regula- tions that limit the amount of certain contaminants in water provided by public water systems. State Water Board regula- tions also establish limits for contaminants in bottled water that provide the same protection for public health.

This report contains information from water quality testing in 2022 and shows how your water compares with primary and secondary standards established by the State Water Resources Control Board and the U.S. Environmental Protection Agency (USEPA). Primary standards are health related standards whereas secondary standards relate to consumer acceptance of the water supply and govern qualities such as taste, odor and color.
because they receive water supplies from two surface water sources. The Solano Project provides source water from
This Consumer Confidence Report (CCR) reflects changes in drinking water regulatory requirements during 2021. These revisions add the requirements of the Federal Revised Total Coliform Rule (rTCR), effective April 1, 2016, to the existing State Total Coliform Rule (TCR).

The revised rule maintains the purpose to protect public health by ensuring the integrity of the drinking water distribution system and monitoring for the presence of microbials. The USEPA anticipates greater public health protection as the rule requires water systems that are vulnerable to microbial contamination to identify and fix problems. Water systems that violate the Coliform Treatment Technique or exceed the
E. coli MCL are required to conduct
assessments to determine if any sanitary defects exist. If found, these must be corrected by the water system. The State Revised Total Coliform Rule became effective July 1, 2021.

Annual
Water Quality
Report
Water Testing Performed in 2021
Este informe contiene información muy importante sobre su agua para beber. Favor de comunicarse el Vallejo Water Department al (707) 648-4307 para asistirlo en español.

Ang pag-uulat na ito ay naglalaman ng mahalagang impormasyon tungkol sa inyong inuming tubig. Para makipag-ugnayan sa Vallejo Water Department, tumawag sa (707) 648-4307 para matulungan sa wikang Tagalog.

Your Water Sources
The City of Vallejo owns and operates two permitted public water systems for the benefit of our customers in two major service areas.

The City of Vallejo Water System and service area provides drinking water to customers within the city limits, to some customers in the unincorporated areas adjacent to City boundaries and to a limited number of customers in the City of American Canyon.

The City of Vallejo Water System customers are fortunate because they receive water supplies from two surface water sources. The Solano Project provides source water from
Lake Berryessa, transported to our facilities by the Putah South Canal. The City also receives surface water from the State Water Project. This water, from Lake Oroville, travels through the
Sacramento River to the State’s North Bay Aqueduct pumping facilities. Our source water
pumping and distribution
facilities enable us to treat and
deliver water from either one
of these
sources or to blend
these sources before
treatment at the
Fleming Hill Water
Treatment Plant and
distribution to the
Vallejo service area.

The City of Vallejo
Lakes System and
service area is a
public water
system
with its
own treatment
plant and distri-
bution system
that delivers
drinking water
to
customers residing in the Green Valley, Old Cordelia, Jameson Canyon, Suisun Valley, Willotta Oaks and Gordon
Valley areas.

This system and service area also has water available from two distinct surface water sources. In addition to the Solano Project’s Lake Berryessa water delivered from the Putah South Canal by agreement with the Solano Irrigation District, this system treats water from Lakes Frey and Madigan, which are two
interconnected lakes owned by the City of Vallejo. The Green Valley Water Treatment Plant can either treat these two sources separately or blend these two sources before treatment and delivery to our customers. In case of emergencies, portions of this system can receive treated water from the City of Fairfield.

For a copy of their
Annual Water Quality Report, please call
(707) 437-5386.
•Inorganic Contaminants, such as salts and metals, which can be naturally-occurring or result from urban storm water runoff, industrial or domestic wastewater discharges, oil and gas production, mining or farming;
•Pesticides and Herbicides, that may come from a variety of sources such as agriculture, urban stormwater runoff and residential uses;
•Organic Chemical Contaminants, including synthetic and volatile organic chemicals, which are byproducts of industrial processes and petroleum production, which may also come from gas stations, urban stormwater runoff, agricultural applications and septic systems; and
•Radioactive Contaminants which may be naturally-occurring or the result of oil and gas production and mining activities.

Drinking water, including bottled water, may reasonably be expected to contain at least small amounts of some contaminants.

The presence of contaminants does not necessarily indicate that water poses a health risk. More information about contaminants and potential health effects can be obtained by calling the USEPA's Safe Drinking Water
Hotline at 1-800-426-4791.

Message from Environmental Protection Agency continued from inside Your Water Treatment Process
TheCity of Vallejowater system and service area receives its fin- ished water from the forty-two million gallons per day Fleming Hill Water Treatment Plant. This conventional treatment facility utilizes a multi-barrier process to ensure compliance with all State and Federal drinking water regulations and standards.

Initially, ozone is added to help remove dissolved organic matter and to aid in downstream processes. The water then flows to mixing basins where coagulants are added and the water isgently agitated
so that fine suspended particles come together to form large ‘floc’ particles that settle out of the water. This process, known as coagu- lation, flocculation and sedimentation is followed by the addition of more ozone to disinfect and remove unwanted color, taste and odor.

The next step is filtration, where the water flows through multimedia filters consisting of granular activated carbon and sandin order to
meet strict standards for clarity and to reduce the levels of microbial contaminants that could be in the untreated source water. Following filtration,the water receives additions of caustic soda (for pH and alkalinity control), fluoride (for the prevention of dental caries), and finally chlorine ( to provide microbial protection throughout Vallejo’s distribution system). Quality control and assurance is maint ained at
all times through uniform adherence to standard operating proce- dures and a meticulous schedule of laboratory analyses.

TheCity of Vallejo Lakes System’sGreen Valley Water Treatment Plant, which provides water service to the Lakes service area, can treat up to one million gallons a day.

First, the MIEX™ pretreatment process removes naturally-occurring dissolved organic matter.

This treatment, using ion exchange resin,
enables us tomeet the Disinfectants and Disinfection Byproducts Rule by sufficiently lowering the levels of total organic carbon, therefore limiting the formation of disinfection byproducts such as total tri- halomethanes. Total trihalomethanes are chemicals formed over time in the distribution system when dissolved organic matter com- bines with chlorine.Regulations require that we use chlorine to disinfect surface water.

The treatment plant’s conventional treatment process uses polymer to promote coagulation, flocculation and sedimentation which removes a majority of the soil particles from the water. Then, the water gravity flows through multimedia filters consisting of anthraciteand sand so
that it will meet clarity standards required to decrease microbial con- taminants and to aid the disinfection process. Depending on which City of Vallejo AnnualWater Quality ReportWater Testing Performed in 2021 continued on outside panel
water source or blend of sources we are treating (Lakes Madigan and Frey and/or Putah South Canal), we may add soda ash in order to increase alkalinity and pH. The last step of the treatment process adds chlorine to disinfect the water supply and to provide continual protection in the distribution system. The Green Valley Water Treatment Plant does not add fluoride to your water.

A Message From the United States
Environmental Protection Agency
The sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, reservoirs, springs and wells.

As water travels over the surface of the land or through the ground, it dissolves naturally-occurring minerals and, in some cases, radioac- tive material, and can pick up substances resulting from the pres- ence of animals or from human activity.

Contaminants that may be present in source water include:
• Microbial Contaminants, such as viruses and bacteria, which may comefrom
sewage treatment plants, septic systems, agricultural
livestock operations and wildlife;
Printed on Recycled Paper
City of Vallejo System, CA481 0007
City of Vallejo Lakes System, CA481 0021
30073-I-0037
The City of Vallejo welcomes this yearly opportunity to provide our customers with the Annual Water Quality
Report.We have included information so you know where your drinking water comes from, how it is treated and how its quality com- pares to drinking water standards.

The tables in this report show each constituent found, the level at which they occur, how their level compares with standards and their most likely source. For more information about this report, or for any questions relating to your drinking water,please call Danielle Public Participation
You are invited to participate in our public forum and voice your opinions and concerns about your drinking water. The Vallejo City Council meets on various Tuesdays, throughout the year, at 7:00 p.m. at 555 Santa Clara Street, Vallejo. You may call the City Clerk at (707) 648-4527 for specific meeting dates.

Bonham, City of Vallejo, Water Quality Manager, at (707) 649-3473.

In order to ensure that tap water is safe to drink, the U.S.

Environmental Protection Agency (USEPA) and the State Water Resources Control Board (State Water Board) prescribe
regulations that limit the amount of certain contaminants in water provided by public water systems. State Water Board regula-t ions also establish limits for contaminants in bottled water that provide the same protection for public health.

This report contains information from water quality testing in 2021 and shows how your water compares with primary and secondary standards established by the State Water Resources Control Board and the U.S. Environmental Protection Agency (USEPA). Primary standards are health related standards whereas secondary standards relate to consumer acceptance of the water supply and govern qualities such as taste, odor and color.

This Consumer Confidence Report (CCR) reflects changes in drinking water regulatory requirements during 2021. These revisions add the requirements of the federal Revised Total Coliform Rule (rTCR), effective April 1, 2016, to the existing state Total Coliform Rule (TCR).

The revised rule maintains the purpose to protect public health by ensuring the integrity of the drinking water distribution system and monitoring for the presence of microbials (i.e., total coliform and E. coli bacteria). The USEPA anticipates greater public health protection as the rule requires water systems that are vulnerable to microbial contamination to identify and fix problems. Water systems that exceed a specified frequency of total coliform occurrences are required to conduct an assessment to determine if any sanitary defects exist. If found, these must be corrected by the water system.

The state Revised Total Coliform Rule became effective July 1, 2021.