Vallejo City Council
January 27, 2026

Why is this project needed?
Youth who reside in urban communities are often more at risk of academic, social and/or economic failure. The Robbin Mackbee Firefighter/EMS Youth Academy provides alternative resources, opportunities and support that will redirect and guide youth to successfully complete high school and continue their education. Many will become gainfully employed in public safety or health professional. Empowering youth as a resource to enhance public safety and promote fire prevention is a very unique approach and efficient method of meeting several social challenges.

With the assistance of dedicated first responders, educators, and funders, youth who were once at risk will become civic assets, taking responsibility for their lives, their families and their communities
Too often the youth are not provided the proper guidance, resources and opportunities to explore careers in public safety. Nor are they provided with opportunities to serve their community as an advocate for public safety. The Robbin Mackbee Firefighter EMS/Youth Academy allows youth to become a meaningful part of Vallejo’s fire prevention and public safety equation. Fire and emergency medical service professionals provide information and life-saving skills that will enhance the level of safety awareness and emergency preparedness in their home, at their school, and in their neighborhood, making Vallejo a safer and more resilient community.

How will the project address or solve this need and/or problem? This project is all about collaboration and teamwork. SFARY provides program administration, staffing, curriculum, youth development, oversight, and program evaluation. The Vallejo Fire Department and Medic Ambulance Company provides facilities and personnel as subject matter experts who will provide public safety instruction, training and career exploration to the youth of the program. Firefighters will demonstrate firefighting skills and share their profession with youth who are considering a career in the fire and emergency medical services. Medic Ambulance Co. provides mentors each week and provide emergency medical services training. The public safety curriculum includes fire science/behavior and extinguishment; CPR and first-aid; earthquake and disaster preparedness.

The Robbin Mackbee Firefighter EMS/Youth Academy not only helps develop Vallejo’s youth to become a meaningful part of Vallejo’s fire prevention and public safety equation but contributes also to the development of an individual’s empowerment. Providing opportunities for youth to learn, develop, and grow while assisting in the efforts of public safety, is an exceptional approach and efficient method of meeting several social challenges. A public safety career pathway has been established with the support of the Vallejo City Unified School District and Solano Community College. Through efforts such as the Robbin Mackbee Firefighter EMS/Youth Academy Vallejo youth who were once at risk, can now become valuable public safety ambassadors for their community

Main Activities:
- The Firefighter Youth Academy operates from March to November, every Saturday, from 9am - 2pm. Leadership arrives at 8:30am.
- Daily activities include:
- Review of previous sessions
- Practicing drills
- Cleaning the facility based on squad assignment
- Making and eating breakfast
- Meeting Medic Ambulance and Vallejo Fire Department Employees and communicating with them about their journey into their careers - Participating in 2 activity sessions led by a subject matter expert. These activities either focus on Fire Safety, Prevention, and Science, Emergency Medical Services (CPR and First Aid), or Community Emergency Response Teams
- The day ends with physical exercise and final cleaning - During the off season (December - February), leadership prepares for the next academy year.
- Off Season Activities Include
- Prospective Lieutenants test and interview to become a part of leadership - Inventory of the facility, kitchen, office, and uniform supplies - Review of Curriculum and activities of upcoming year
- Outreach to local Middle and High Schools for upcoming years academy class - Testing, interviewing, and accepting next class of cadets - Providing cadets with a full uniform free of charge to cadets - The academy also has a multitude of year-round projects:
- Elementary School visits with Sparky and Fire Safety and Prevention Trailer - The cadets set up and provide lessons in fire safety to VCUSD youth. The trailer is modeled after a home which includes a kitchen, living room, and bedroom. FYA Cadets lead students throughout the trailer teaching them fire safety for each area, it also includes an immersive experience of fake smoke in which students must stay low and go. Students then escape out of a window and do Stop, Drop, and Roll. All students are given a goodie bag upon completion of the trailer.
- Participation in Community and Civic Events
- The cadets additionally operate the safety trailer at community events such as Juneteenth, July 4th, and the Waterfront Festival. Cadets also have marched in the Juneteenth, July 4th, and Mad Hatter parades in past years.

- 1,2,3 Stop the Bleed Vallejo
- Currently Grantee are in the works, with partnership of VCUSD, to certify all high schoolers in Stop the Bleed. The event 1,2,3 Stop the Bleed would go to the high schools, teach them the lifesaving skills, certify them in Stop the Bleed, and provide the school with “Stop the Bleed Kits.” Too often high schoolers and Vallejo citizens come in contact with a situation where knowing how to stop a critical injury would come in handy. Grantee wants to offer this along with other workshops based on disaster preparedness to all high school students.
- Youth on Safety, Health, Health and Wellness
- The Vallejo firefighter youth academy had shut down along with many other programs during the pandemic, but that did not stop the ambition to help the community by providing digital awareness for local resources, important public safety information, and exposure of the amazing community events Vallejo has. Youth on Safety, Health, and Wellness was originally a digital publication through VCAT, but now has become a social media and YouTube focused publication. Over the last year Grantee have not had as much activity in the Media Arts Program. Grantee would like to change that and continue to shine a light on all Vallejo and Solano County has to offer its citizens.
- Public Safety Classes
- Grantee have provided education to high schoolers, middle schoolers, and elementary schoolers, now Grantee are going to focus on another age group, adults! Grantee recently certified multiple of the staff to be instructors in CPR, First Aid, Stop the Bleed, and CERT. With this new found capacity Grantee realized a large percentage of the population could benefit from instruction, and that is the 18+ population. Grantee are beginning to offer classes in the aforementioned subjects. The prices for most CPR classes are astronomical and not everyone has the resources for taking a class. Grantee do not want to leave anyone in the community without this important, empowering, and lifesaving knowledge.

Attachment 2- Program Budget

Project Management

Program management and supervision

$20,000

Youth Stipends

Community service and public safety activities

$25,500

Uniforms

Uniform supplies for 30 youth

$13,000

Breakfast
Each Saturday morning the youth meet to learn life-
saving skills. A healthy and nutritious breakfast is
provided:
30 cadets + 5 mentors=35 meals @ $10 ea. =
$350/day x 30 days = $10,500

$10,500

Printing
Used to create cadet handbooks; postcards for
youth academy program recruitment and marketing
materials for public safety class offerings.

$4,000
Community Service
Public Safety
Information and
marketing Supplies
Items are provided for tabling to promote the
RMFYA program at civic and community events.

Information is provided to children and their
families, including community resource guides,
safety activity booklets, and other items to promote
fire prevention and home safety.

$8,600

Enrichment Activities
CalJAC Fire Expo Transportation $1300

Outdoor Youth Connection Camping 35 pplx$50=
$1750 Transportation = $1,500

Sacramento State ASU Peak Adventure Ropes Course
30x $85= $2,550
Transportation = $1,300

$8,400
Public Safety Training
Supplies
Supplies needed to conduct CERT, CPR and Stop the
Bleed classes to Vallejo residents

$10,000
TOTAL $100,000

Exhibit B- Grant Agreement Report
This grant agreement report is due within thirty (30) days of each Fiscal Year (F/Y) quarter to the City grant representative(s).

Organization: Date:__________________
___________________________________________
Contract Agreement Number
__________________________
Contact Person
___________________________________________
Phone Number
___________________________________________
Email
___________________________________________
Reporting Period
___________________________________________
Report Type
☐ annual ☐ quarterly

Grantee Information

Grant Amount:
$___________________________

Funding expended during the reporting period

Funding expended to date

Remaining award amount
_____________________________________

Award Details
Receipts and thorough documentation of grant fund expenditures have been maintained and can be produced upon request

☐ yes ☐ no

Example of Grant Funds Expenditure Log:

Date Expenditure Detail Expenditure Budget remaining
Project Management Expenses $20,000
Pay period November 2026 $1,000 $19,000

Youth Stipends $25,500
Youth stipends x 10 cadets @ $100 each $1,000 $24,500

Performance Measures & Outcomes
Please provide outcomes that were accomplished through the grant funds.

Quantitative Outcomes
Number of Individuals Served

Population
Served

Other Quantitative Measures, if applicable

Narrative – Description of how the funds were used and what outcomes were accomplished.

Please attach any additional information on a separate sheet.

Grantee Representative Signature
I hereby declare under the penalty of perjury that the services and expenditures covered by this report have been performed in compliance the Grant requirements, are complete and accurate, and are eligible under the Agreement.

Printed
Name

Title

Signature Date ______________

Fiscal Year and
Quarter Quarter Dates Grant Agreement Report
Due Date
FY 25/26 Quarter 3 January 1, 2026 – March 31, 2026 April 30, 2026 FY 25/26 Quarter 4 April 1, 2026 – June 30, 2026 July 30, 2026

FY 26/27 Quarter 1 July 1, 2026 – September 30, 2026 October 30, 2026 FY 26/27 Quarter 2 October 1, 2026 – December 31, 2026 January 30, 2027 FY 26/27 Quarter 3 January 1, 2027 – March 31, 2027 April 30, 2027

Exhibit C: INSURANCE REQUIREMENTS FOR GRANTEE

Grantee 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 Grantee, their agents, representatives, or employees or subcontractors.

It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum Insurance coverage requirements and/or limits shall be available to the Additional Insured. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any Insurance policy or proceeds available to the named Insured; whichever is greater. No representation is made that the minimum Insurance requirements of this agreement are sufficient to cover the obligations of the Grantee under this agreement.

1. Minimum Limits of Insurance. Grantee 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. If the grantee is not going to use any vehicles during the performance of the Agreement, then grantee can sign a statement attesting the same and requesting to be excluded from Auto Liability insurance requirement.

C. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. If Grantee is not subject to California Workers’ Compensation requirements, Grantee, and its volunteers, shall each file a completed Request for Waiver of Workers’ Compensation Insurance Form which may be obtained from the City prior to commencing any activity authorized hereunder.

D. Sexual Abuse or Molestation (SAM) Liability with a limit no less than $1,000,000 per occurrence or claim.

2. Deductible and Self-Insured Retention (SIR). Any deductibles or self-insured retention must be declared to and approved by the City. All SIRs must be disclosed to the City’s Risk Manager for approval and shall not reduce the limits of liability.

3. Other Insurance Provisions.

A. Additional Insured Endorsements: The City of Vallejo, its officers, officials, employees, agents and volunteers are to be covered as Additional Insureds as respects; liability, including defense costs, arising out of activities performed by or on behalf of the Grantee; products and completed operations of the Grantee; premises owned, occupied or used by the Grantee; or automobiles owned, leased hired or borrowed by the Grantee.

Additional Insured endorsements with respect to General Liability, Auto and Umbrella/Excess Insurance shall be attached to the Certificate of Insurance presented to the City.

B. Waiver of Subrogation Rights Endorsement: The workers’ compensation policy required hereunder shall be endorsed to state that the workers' compensation carrier waives its right of subrogation against City, its officers, officials, employees, agents and volunteers, which might arise by reason of payment under such policy in connection with Grantee’s performance under this Agreement. The waiver of subrogation rights endorsement in favor of the City of Vallejo shall be attached to the Certificate of Insurance.

C. The limits of Insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess Insurance.

D. The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

5. Acceptability of Insurers. The insurance is to be issued by companies licensed to do business in the State of California. The insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII.

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

City reserves the right to obtain a full certified copy of any Insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of right to exercise later.

7. Subcontractors. Grantee 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 Grantee if the certificates of insurance and endorsements required in this exhibit are canceled or Grantee otherwise ceases to be insured as required herein.

CONSENT CALENDAR 8.E.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Oscar Alcantar, Interim Public Works Director
SUBJECT: ACCEPT THE TUOLUMNE, GEORGIA, & CATALINA FOG SEAL PROJECT PERFORMED BY PAVEMENT COATINGS CO. AS COMPLETE AND AUTHORIZE THE

CITY CLERK TO FILE A NOTICE OF COMPLETION WITH THE SOLANO COUNTY

RECORDER'S OFFICE

RECOMMENDATION
Accept the Tuolumne, Georgia & Catalina fog seal project performed by Pavement Coatings Co. as complete and authorize the City Clerk to file a Notice of Completion with the Solano County Recorder’s Office.

REASONS FOR RECOMMENDATION
The Interim Public Works Director has determined that the work was completed in compliance with the city- approved plans and specifications.

BACKGROUND AND DISCUSSION
On December 17, 2024, via Resolution No. 24-198, City Council approved the award of a construction contract to Pavement Coatings Co., of Sacramento, California, in the amount of $140,584, with provisions for change orders if needed, to apply Tire Rubber Modified Surface Sealer (TRMSS) on Tuolumne Street, Georgia Street, and Catalina Circle. Shortly after the contract was executed, the manufacturer of TRMSS discontinued production of the product. In coordination with the contractor, staff evaluated suitable alternatives and mutually agreed that Fog Seal would provide an equivalent level of treatment and performance. With this approved material substitution, the project proceeded as planned.

The final scope of work included mobilization, traffic and pedestrian control, crack sealing, and the application of fog seal at the following locations:
• Tuolumne Street – Tennessee Street to Florida Street
• Georgia Street – Rollingwood Drive to Columbus Parkway • Catalina Circle – Avalon Circle to Avalon Way

Construction commenced on October 27, 2025, and work was substantially completed on November 11, 2025.

One change order was executed for the substitution of material, and the project was completed for less than the original contract amount.

Staff recommends that the City Council accept the Tuolumne, Georgia & Catalina Project as complete and authorize the City Clerk to file a Notice of Completion with the Solano County Recorder’s Office.

Date: January 27, 2026
Subject: ACCEPT THE TUOLUMNE, GEORGIA, & CATALINA FOG SEAL PROJECT PERFORMED BY PAVEMENT COATINGS CO. AS COMPLETE AND AUTHORIZE

THE CITY CLERK TO FILE A NOTICE OF COMPLETION WITH THE SOLANO

COUNTY RECORDER'S OFFICE

FISCAL IMPACT
This Project was funded by the Capital Improvement Program budget from Project PWC109: Street Overlay/Preservation as follows:

SOURCES BUDGET EXPENDITURES
PWC109: Street
Overlay/Preservation
Fund 201 Capital Outlay
$140,584
Construction Contract ($131,786)
TOTAL $140,584 ($131,786)

Unspent budget will return to PWC109 project fund balance for completion of future projects.

ENVIRONMENTAL REVIEW
This project is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(c), because the project consists of the repair and maintenance of existing streets with no addition of vehicle lanes.

ATTACHMENTS
None

CONTACT
Oscar Alcantar, Interim Public Works Director, (707) 648-4433 [email protected]

CONSENT CALENDAR 8.F.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Oscar Alcantar, Interim Public Works Director
SUBJECT: ADOPT A RESOLUTION AMENDING THE FISCAL YEAR 2025-26 BUDGET TO RECOGNIZE AND APPROPRIATE $1,277,604.06 OF INSURANCE SETTLEMENT FUNDS TO MY2303: REAL PROPERTY MANAGEMENT FOR THE FARRAGUT SCHOOL PROPERTY (STEP 2 OF 2)

RECOMMENDATION
Adopt a Resolution amending the Fiscal Year 2025-26 budget to recognize and appropriate $1,277,604.06 of insurance settlement funds to MY2303: Real Property Management for the Farragut School property (Step 2 of 2).

REASONS FOR RECOMMENDATION
An amendment to the Fiscal Year 2025–26 budget is necessary to recognize and appropriate $1,277,604.06 in insurance settlement proceeds to the Real Property Management project (MY2303) for security services and the repair of property damage at Farragut School. The required Notice of Intent to amend the budget (Step 1) was provided at the regular meeting of the City Council held on January 13, 2026.

BACKGROUND AND DISCUSSION
In June 2024, the City of Vallejo executed a lease-to-own agreement with the Vallejo City Unified School District (VCUSD) for the Farragut School property located at 301 Farragut Avenue. Shortly after taking possession, Public Works Maintenance staff identified significant damage and theft at the site.

In August 2024, staff discovered that the main commercial electrical panel and associated wiring had been removed from the school buildings. Multiple roof-mounted HVAC units were also damaged, with drains, copper, and other metal components stripped. These systems were newly installed prior to the City’s acquisition, and the losses appeared to have occurred during a period when the facility was unoccupied. To prevent further deterioration of the property, security patrols were initiated that same month.

A more comprehensive assessment completed in September 2024 revealed the full extent of the damage. The property had been extensively stripped of electrical wiring and components, and numerous electrical boxes and cabinets had been vandalized. Several heating, ventilation and air conditioning (HVAC) units were further damaged, and copper and brass plumbing elements were removed from restroom facilities. Additional vandalism was documented throughout the campus, including broken windows, damaged ceiling panels, and destruction of interior walls.

The City subsequently filed an insurance claim for the losses. In November 2025, the City received an advance payment towards the insurance claim in the amount of $1,227,604.06. Staff are currently working on a solicitation for bids for the repair of damages to the electrical components and wiring. Staff will return to Council to award the resulting contract for said repairs.

Because the City is contractually obligated to complete the necessary repairs and restore the property to its condition at the time of possession, staff recommend approval of a resolution amending the Fiscal Year 2025-

Date: January 27, 2026
Subject: ADOPT A RESOLUTION AMENDING THE FISCAL YEAR 2025-26 BUDGET TO RECOGNIZE AND APPROPRIATE $1,277,604.06 OF INSURANCE SETTLEMENT FUNDS TO MY2303: REAL PROPERTY MANAGEMENT FOR THE FARRAGUT SCHOOL PROPERTY (STEP 2 OF 2)

26 budget to recognize the insurance proceeds received to date, totaling $1,277,604.06, and to allocate these funds to Project MY2303 (Real Property Management) to reimburse the cost of security services at the location and to support the required repairs and restoration of the Farragut School property.

This is the second step of the two-step budget amendment process. The Notice of Intent to amend the budget was presented by City Council at the regular City Council meeting held on January 13, 2026.

FISCAL IMPACT
This action represents step 2 of the two-step process to amend the fiscal year budget. Staff recommend amending the Fiscal Year 2025-26 budget to allocate the $1,227,604.06 of insurance settlement funds for the Farragut School property as follows:

SOURCES REVENUE EXPENDITURE
MY2303 Real Property Management
Fund 201 - Insurance Settlement funds
$1,277,604.06
MY2303 Real Property Management
Fund 201 - Site Improvements
$1,093,998.41
MY2303 Real Property Management
Fund 201 - Security
$ 183,605.65
TOTAL $1,277,604.06 $1,277,604.06

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 Guidelines section 15378.

ATTACHMENTS

1. RESO Appropriating Insurance Funds to MY2303 for Farragut_CAO Stamp

CONTACT
Oscar Alcantar, Interim Public Work Director, 707-648-4433 [email protected]

RESOLUTION NO. 26-______ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO AMENDING THE FISCAL YEAR 2025-2026 BUDGET TO RECOGNIZE AND APPROPRIATE $1,277,604.06 OF INSURANCE SETTLEMENT FUNDS TO MY2303: REAL PROPERTY MANAGEMENT FOR THE FARRAGUT SCHOOL PROPERTY (STEP 2 OF 2)

WHEREAS, in June 2024, the City of Vallejo entered into a lease-to-own agreement with the Vallejo City Unified School District for the Farragut School property located at 301 Farragut Avenue; and

WHEREAS, following the City’s possession of the property, Public Works Maintenance staff identified extensive damage, vandalism, and theft at the site; and

WHEREAS, in August and September 2024, assessments confirmed the removal and destruction of major electrical systems, HVAC components, and plumbing materials, as well as widespread vandalism throughout the campus; and

WHEREAS, in November 2025, the City received an advance insurance settlement payment totaling $1,277,604.06 to reimburse the cost of security services rendered through the date the insurance claim was submitted as well as to support the repair and restoration of the Farragut School property; and

WHEREAS, the City is contractually obligated to restore the property to its condition at the time possession and staff are preparing a solicitation for bids for the necessary repairs; and

WHEREAS, an amendment to the Fiscal Year 2025–26 Budget is required to recognize and appropriate the insurance proceeds to Project MY2303 (Real Property Management); and

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

WHEREAS, the Notice of Intent to amend the budget, constituting Step 1 of the two-step budget amendment process, was approved by City Council at its regular meeting held on January 13, 2026.

NOW THEREFORE BE IT RESOLVED that the Council of the City of Vallejo hereby amends the Fiscal Year 2025-26 budget by recognizing and appropriating the insurance settlement revenue in the amount of $1,277,604.06 to MY2303: Real Property Management for the Farragut property as follows:

SOURCES REVENUE EXPENDITURES
MY2303 Real Property Management
Fund 201 - Insurance Settlement funds
REVENUE EXPENDITURE $1,277,604.06
MY2303 Real Property Management
Fund 201 - Site Improvements
$1,093,998.41
MY2303 Real Property Management
Fund 201 - Security
$ 183,605.65
$1,277,604.06 $1,277,604.06

Adopted by the City Council of the City of Vallejo at a regular meeting held on January 27, 2026, with the following vote:

AYES:

NOES:

ABSENT:

____________________________________

ANDREA SORCE, MAYOR

ATTEST: _____________________________________
DAWN G. ABRAHAMSON, CITY CLERK

CONSENT CALENDAR 8.G.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: PROVIDE NOTICE OF INTENT TO AMEND FISCAL YEAR (FY) 2025-26 GENERAL FUND BUDGET TO APPROPRIATE $65,000 OF UNASSIGNED GENERAL FUND

BALANCE TO FUND A VALLEJO GOSPEL ON THE CARQUINEZ STRAIT CONCERT IN JUNE 2026 (STEP 1 of 2)

RECOMMENDATION
Provide notice of intent to amend the Fiscal Year (FY) 2025-26 General Fund budget to appropriate $65,000 of unassigned General Fund balance to fund a Vallejo Gospel on the Carquinez Strait concert in June 2026 (Step 1 of 2).

REASONS FOR RECOMMENDATION
City staff recommends that the City Council consider this funding request to create a meaningful community event and bring high profile entertainers to Vallejo.

BACKGROUND AND DISCUSSION
Some community members have expressed the opinion that it would benefit residents as well as create positive marketing for the City if the City could attract higher profile performers to large-scale musical entertainment events. Residents would be able to enjoy the entertainment and Vallejo would attract more visitors and create a positive impression. There are several large-scale musical entertainment events in the City each year, including those organized by private producers on Mare Island and the entertainment incorporated into the annual Fair at the fairgrounds. There are also performances by local artists, and a number of smaller musical entertainment events.

A number of community members have also expressed that the City should try to create greater economic development through the support and cultivation of the entertainment economy.

Local event producer, Ms. Askari Sowonde, has had a vision of bringing higher profile national level entertainment to Vallejo as a pilot to demonstrate the positive community and economic development impacts it would create. After considering a few different models, including a series of musical events over the course of the year, she is advocating for producing Vallejo's Gospel on the Carquinez Strait. She is specifically advocating for bringing as-yet-unnamed prominent Gospel acts, which could be a regional draw.

The event is tentatively scheduled to take place on Saturday, June 27, 2026. Ms. Askari envisions marketing the event as a City production in association with Askari Sowonde Productions. Ms. Askari is requesting that the City fund 100% of the production costs, waive all permit fees, and supply porta-potties, generator, security, printing of marketing materials, and rent the Hwy 80 sign at Solano County Fairgrounds.

This request for City funding is time-sensitive, as Ms. Askari cannot book entertainment for the event until she knows she has the funding. Because the event is scheduled for June 2026, this funding request could not wait to be handled through the normal budget development process.

Date: January 27, 2026
Subject: PROVIDE NOTICE OF INTENT TO AMEND FISCAL YEAR (FY) 2025-26 GENERAL FUND BUDGET TO APPROPRIATE $65,000 OF UNASSIGNED GENERAL FUND

BALANCE TO FUND A VALLEJO GOSPEL ON THE CARQUINEZ STRAIT CONCERT IN JUNE 2026 (STEP 1 of 2)

The City Council did approve in April 2025 step one of the two-step appropriation process for $52,000 of funding for Ms. Askari to bring national level entertainers to the Solano County Fair in June 2025. Due to the Fair’s scheduling of other performers, these national level entertainers did not perform at the Fair and Council did not consider step two.

FISCAL IMPACT
This item provides a Notice of Intent only and does not have any fiscal impact. The second step of the two- step budget amendment process will come at the next regular City Council meeting.

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 Guidelines section 15378.

ATTACHMENTS
None

CONTACT
Andrew Murray, City Manager (707) 648-4565
[email protected]

CONSENT CALENDAR 8.H.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DIRECT STAFF TO SELECT JACOB GREEN & ASSOCIATES AS THE CONSULTANT TO PERFORM THE CITY OF VALLEJO 2026 COUNCIL GOAL SETTING AND TEAM

BUILDING

RECOMMENDATION
Direct Staff to select Jacob Green & Associates to perform the 2026 City Council Goal Setting and Team Building at a total cost of $43,300.

REASONS FOR RECOMMENDATION
Following a thorough review, Jacob Green & Associates was identified as the highest-ranked firm in response to the City's request for proposals (RFP) for firms to provide City Council team building and goal setting services. Jacob Green & Associates' proposal demonstrated expertise and relevant experience delivering similar projects. They provided a clear and practical approach to performing services with an emphasis on achieving measurable outcomes. Jacob Green & Associates' proposal has a strong focus on Council and staff alignment, clearly defined strategic priorities and capacity-aligned planning that is realistic and implementable for the City of Vallejo.

BACKGROUND AND DISCUSSION
Historically, City Council goal setting and team building have played a critical role in strengthening local governance and improving organizational effectiveness. An upcoming goal-setting session provides an opportunity to reaffirm the Council’s mission, values, vision and clarify priorities. The team building component will enforce effective collaboration among Council Members and strengthen working relationships with executive leadership and staff.

At the October 28, 2025 City Council meeting, Council instructed the City Manager to produce a request for proposals (RFP) for firms with expertise in team building and goal settings for city councils. The RFP (attached) was issued to procure services on October 31, 2025. The RFP was publicly advertised and closed on November 14, 2025. A total of 14 proposals were received by the submission deadline.

City staff and Council Members reviewed the proposals and evaluated them on the following key areas:

• Experience and Expertise
• Proposed Approach to Delivering Services
• Project Timeline
• Cost

Jacob Green & Associates' proposal (attached) was rated highest among the 14 by the City Council.

Date: January 27, 2026
Subject: DIRECT STAFF TO SELECT JACOB GREEN & ASSOCIATES AS THE CONSULTANT TO PERFORM THE CITY OF VALLEJO 2026 COUNCIL GOAL SETTING AND TEAM

BUILDING

FISCAL IMPACT
The total cost of the services provided by Jacob Green & Associates is $43,000. Funding for this work is available within the FY 25-26 approved budget.

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 Guidelines section 15378.

ATTACHMENTS

1. RFP for Vallejo City Council Team Building and Goal Setting

2. Jacob Green & Associates Team Building and Goal Setting Proposal

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

REQUEST FOR PROPOSALS

FOR PROFESSIONAL SERVICES TO ASSIST

V ALLEJO CITY COUNCIL WITH TEAM BUILDING AND GOAL SETTING

I. Introduction

The City of Vallejo is soliciting proposals from consultants with expertise in team building and goal setting for city councils. The City will accept proposals until 5:00 p.m. on November 24, 2025.

II. Background

The City of Vallejo has a current population of approximately 126,000 and is the largest city in Solano County. It is also one of the most diverse cities in the State and nation. The City has seven Council Members, including six that are elected by district and a directly elected Mayor, and operates under a council - manager structure. The City Council appoints the City Manager and City Attorney.

III. Scope of Services

The consultant will plan and conduct team building and plan and facilitate goal setting for the City Council. The City Council recently discussed the structure for team building and goal setting and provided the following direction:

• Conduct team building and goal setting over two dates/sessions. • Hold team building and goal setting at an “offsite” (other than council chambers) location. • In addition to covering team building and goal setting, facilitate Council discussion and decision making to prioritize special projects that Council would like staff to implement (“Council referrals”) and staff -suggested special projects to improve efficiency and effectiveness into a staff “workplan.”
• Also address mission, vision, and values and norms and expectations for Council meetings to some degree, as well as how to track progress on goals and workplan. • Complete team building and goal setting as soon as feasible. • Gather community input regarding goals in advance of the Council sessions, through a survey and possibly in person community engagement.

To inform Council discussion and decision making on a workplan, the consultant will need to work with City staff to assess and document staff’s current workload, including routine activities as well as existing plans and strategies that staff is implementing (e.g., Economic Development Strategic Plan, Housing Element, Unhoused Strategic Plan, etc.) , to determine staff’s capacity to undertake new projects.

City staff might be able to support the consultant in gathering community input through a survey and in person community engagement.

IV. Schedule

The project schedule will be as follows:

RFP Released October 31, 2025
Proposals Due November 24, 2025
Start of Work (Tentative) December 8, 2025

The City will accept proposals until 5:00 p.m. on November 24, 2025.

V. Submittal

Proposals should include the following information:

• Name of firm, key point of contact, address, phone number, and email address. • Overview of the firm and areas of expertise.
• Statement of experience in providing similar services. • An overview of how the consultant would perform the services, including the role the consultant envisions for City staff in the process.
• Project timeline and estimated time to complete services. • Estimated project cost.
• Fee structure, including billing rates of all personnel to be involved in the project and any other pricing/cost data necessary to carry out the project. • Reference list, with contact information and description of work performed, of at least three public agency clients for whom the firm has provided services similar to those being sought by the City.

Please submit complete proposals to Andrew Murray, City Manager, by email at [email protected].

Proposals submitted late will not be considered or accepted. The City reserves the right to waive any of the requirements set forth in this RFP, whether material or not, if it is in the best interest of the City. The City reserves the right to reject any proposal for any reason.

VI. Selection Process

The City will evaluate all of the proposals that are submitted using criteria such as the following:

• Proper and complete submittal of all information as required by this RFP. • The greatest benefit to the City as it pertains to:
o Experience and expertise.
o How the firm would perform the services.
o The timeline.
o The cost.
o Other information that may be required or secured.

The City Council will select the firm to perform the services. The City will conduct reference checks of one or more of the firms to confirm the quality of past work.

If selected, the firm will be required to sign a Consultant and Professional Services Agreement substantially in the form shown in Attachment A attached hereto and to provide evidence of insurance coverage satisfactory to the City.

All firms are expected to be familiar with and abide by the California Brown Act, the California Public Records Act, and the City of Vallejo Sunshine Ordinance.

The City of Vallejo encourages disadvantaged, minority, and women‐owned firms to respond.

VII. City Contact

Questions regarding this RFP may be directed to Andrew Murray, City Manager, at [email protected] or 707-648-4576.

VIII. Attachments

Attachment A – Standard City of Vallejo Consultant and Professional Services Agreement

Consultant and Professional Services Agreement (Revised 05-2025) Page 1 of 10

ATTACHMENT A

TO REQUEST FOR PROPOSALS

CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT

This Consultant and Professional Services Agreement (“Agreement”) is made at Vallejo, California, dated for reference this _____ day of __________, 20___, by and between the City of Vallejo, a municipal corporation (“City”), and [Company name], 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

Consultant and Professional Services Agreement (Revised 05-2025) Page 2 of 10 CalPERS member who CalPERS determines is subject to enrollment.

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.

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 and Professional Services Agreement (Revised 05-2025) Page 3 of 10 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 de termining 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 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.

Consultant and Professional Services Agreement (Revised 05-2025) Page 4 of 10 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 Agre ement. 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 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 and Professional Services Agreement (Revised 05-2025) Page 5 of 10 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 [start date] and shall continue in full force and effect until [end date].

City shall, at its discretion, have the right to extend the term of this Agreement, in intervals of [time period, e.g., one month, one year, 90 days], by written notice to Consultant. The total duration of this Agreement, including the exercise of any opt ions under this section, shall not exceed [time period, e.g., one year, 90 days].

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 a ny defined task which according to the performance schedule was 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 conformanc e 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 aban donment 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

Consultant and Professional Services Agreement (Revised 05-2025) Page 6 of 10 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 t his 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.

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 em ployment, without regard to his race, religious creed, color, sex, national origin, ancestry, or disability, medical condition, age, marital status or sexual orientation.

Consultant and Professional Services Agreement (Revised 05-2025) Page 7 of 10 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:

If to City:
[Name]
[Title]
555 Santa Clara Street
Vallejo, CA 94590

If to Consultant:
[Name]
[Company name]
[Street name and suite #, if any]
[City, state and zip code]

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.

Consultant and Professional Services Agreement (Revised 05-2025) Page 8 of 10

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

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

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

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

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

30. Headings. The section headings contained in this Agreement are inserted 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 Agreem ent 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.

Consultant and Professional Services Agreement (Revised 05-2025) Page 9 of 10

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 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 10 of 10 IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year shown below the name of each of the parties.

[COMPANY NAME]

By: ____________________
[Name]
[Title]

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 (5-2025) Page 1 of 2 Exhibit A – Scope of Work

EXHIBIT A

SCOPE OF WORK

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

[Name]
[Title]
[Department name]
555 Santa Clara Street
Vallejo, CA 94590
[Telephone number]
[Facsimile number /Email address]

The Consultant’s Representative for this Agreement is:

[Name]
[Title]
[Company name]
[Street name and suite #, if any]
[City, state and zip code]
[Telephone number]
[Facsimile number/Email address]

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 below. 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 [date].

OR

Consultant will perform the services according to the schedule contained in Attachment [number] 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 [date].

Consultant and Professional Services Agreement (5-2025) Page 2 of 2 Exhibit A – Scope of Work

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.

Consultant and Professional Services Agreement (Revised 05-2025) Page 1 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 [dollar amount in words - e.g. Two Thousand Five Hundred Fifty Dollars and 13 Cents] ([dollar amount in numbers - e.g., $2,550.13]).

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.

City agrees to pay Consultant for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses, in a lump sum of [dollar amount in words - e.g. Two Thousand Five Hundred Fifty Dollars and 13 Cents] ([dollar amount in numbers - e.g., $2,550.13]) upon satisfactory completion of the services and delivery of the work product.

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. Appropriate Billable Hourly Rates for Services and Additional Services.

Consultant’s billable hourly rates shall be:

OR

Consultant’s billable hourly rates shall be as listed in Attachment 1 of Exhibit B, attached hereto and incorporated herein by this reference.

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

3. 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.

4. 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 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:

[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.

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

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.

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.

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

Consultant and Professional Services Agreement (Revised 05-2025) Page 2 of 3 Exhibit C – Insurance Requirements
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 com pleted 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 V allejo, 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.

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

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.

PROPOSAL FOR

RFP - PROFESSIONAL SERVICES TO

ASSIST VALLEJO CITY COUNCIL WITH

TEAM BUILDING AND GOAL SETTING
13217 Jamboree Rd., #248
Tustin, CA 92782
888.4.JGA.1ST
JacobGreenAndAssociates.com

NOVEMBER
2025

LETTER FROM CEO JACOB GREEN

TABLE OF

CONTENTS

OVERVIEW OF THE FIRM & EXPERIENCE

COST PROPOSAL

SCOPE OF SERVICES

VALLEJO

Section
C
Section
B
Section
A
Cover
Letter
Pages 2 - 7
Pages 8 - 13
Pages 14 - 15

CITY OF

REFERENCES
Section
D
Pages 16 - 17

1.888.4.JGA.1ST | [email protected]
November 24, 2025
Andrew Murray, City Manager
City of Vallejo
555 Santa Clara St.

Vallejo, CA 94590
Dear City Manager Murray,
PAGE 1
Jacob Green
Founder & CEO
Jacob Green & Associates (JGA) appreciates the opportunity to submit this proposal to support the City of Vallejo’s Team Building and Goal Setting Workshops.

JGA specializes in providing Goal Setting and Team Building services to public sector organizations and has extensive experience in creating alignment between the community, council, and staff. The team at JGA has over 600 combined years of experience serving as leaders in local government and overseeing the vision for organizational success. JGA has successfully guided numerous California cities through Team Building and the Goal Setting processes that balance creativity with practicality. Our framework is built around inclusive engagement, clear goal setting, and implementation planning, ensuring that the priorities established by Council and leadership translate into actionable strategies that are measurable and achievable.

Our services will deliver the following outcomes:
• Council and Staff Alignment – A unified understanding of roles, responsibilities, and strategic priorities achieved through stakeholder interviews, governance training, and a structured two-day team building and goal-setting workshop.
• Clear Strategic Priorities – High-level, consensus-driven goals shaped by Council input and facilitated discussions, summarized in a concise two-page document that supports clear decision- making.
• Capacity-Aligned Planning – A foundation for moving forward that connects Council’s goals with organizational realities, ensuring priorities are achievable and supported by available resources.

We look forward to partnering with the City of Vallejo on this important effort.

Contact Information
Legal name:

Contact name:

Address:

Telephone/Fax:

Email:

Sincerely,
Jacob Green & Associates, Inc.

Jacob Green
13217 Jamboree Rd., #248, Tustin, CA 92782

909.238.8536
[email protected]

OVERVIEW OF THE

FIRM & EXPERIENCE

SECTION A
P AGE 2

OVERVIEW OF THE FIRM & EXPERIENCE
JGA is a California-based consulting firm specializing in Goal Setting, Team Building, Strategic Planning, Organizational Assessments, Leadership Development, and Stakeholder Engagement for municipal agencies. We bring together a team of former local government experts with over 600 combined years of public sector experience.

Our goal is to forge a clear and actionable path for public-sector clients, from cities to private organizations, special districts, law enforcement, fire services, community utilities, and more. Our hallmark is a collaborative, retreat-based facilitation model. Through inclusive engagement, we build ownership, consensus, and measurable outcomes. We're not just consultants, we're Your First Call for strategic clarity and community impact.

What makes JGA unique?
• California Focus – We specialize in serving California’s organizations, cities, counties, and special districts. We understand your regulatory environment, operational challenges, and community expectations, because we’ve lived them.
• Expert Project Management – Every engagement includes structured timelines, defined roles, and proactive coordination. Our team ensures clear plans, tight execution, and zero loose ends. • Depth of Experience
– Our team brings over 600 years of combined local government leadership and operational knowledge across a wide range of public agencies. • Tailored and Practice-Based – We don’t deliver templates. Every strategy is built from the ground up to fit your organizational realities, goals, and culture. • Proven Results – We’ve helped clients adopt, implement, and track Goals and Objectives that create measurable impact.
• Central County Fire – Strategic Planning/Goal Setting (2025) • City of Colton Water/Wastewater Department – Mission/Vision & Goal Setting (2025) • City of Eastvale – Council Goal Setting (2024–2025)
• City of Fontana – Council Goal Setting Facilitation (2021–2022) • City of La Palma – Council Goal Setting and Strategic Planning (2023-2025) • City of Laguna Hills – Council Goal Setting (2025)
• City of Los Alamitos – Economic Development Strategic Planning (2024–2025) • City of Modesto – Council Goal Setting and Teambuilding (2024–2025) • City of Placentia – Council Goal Setting (2024)
• City of San Luis Obispo Police Department – Strategic Planning (2023–2024) • City of San Rafael – Council Goal Setting (2024–2025) • City of Santa Rosa – Goal Setting and Strategic Work Plan (2024–2025) • City of Santa Rosa Police Department – Strategic Planning (2024–2025) • City of South Gate – Council Goal Setting (2024)
• City of Tustin – Council Goal Setting (2024)
• Imperial County District Attorney – Goal Setting and Strategic Planning (2025) • Monte Vista Water District – Board Goal Setting and Strategic Planning (2025) • Southern Marin Fire District – Strategic Planning (2025) Related Experience:

PAGE 3

JGA’s Team Video Link: Jacob Green and Associates - JGA - Your First Call

JACOB GREEN, MPA
Founder & CEO
Jacob is a nationally recognized local government expert in organization and leadership development. As an Assistant City Manager for the City of San Juan Capistrano and the City of Ontario, he has managed hundreds of employees and numerous government departments. As a trainer, keynote speaker, facilitator and coach, Jacob has worked with municipal clients, as well as commercial clients such as Mattel, FedEx, Hyundai Capital, ADP, and many others. In 2019, Jacob distilled his personal and professional experiences into an Amazon best- selling book: See Change Clearly: Leveraging Adversity to Sharpen Your Vision and Build Resilient Teams. Jacob has received numerous awards for his leadership, including the National Caring Award, the Orange County Human Relations Award, the Most Inspiring Student at UC Irvine, and is the youngest recipient of the Gene Lentzner Humanitarian Award. Jacob has his Bachelor of Arts in Social Sciences with a Minor in Management from the University of California, Irvine, his Master of Public Administration (MPA) degree from California State University, Long Beach, and was recently awarded an honorary doctorate from Western University School of Health Sciences.

GREGORY C. DEVEREAUX, JD
Lead Facilitator
Greg Devereaux served in state and local government for 40 years, holding a variety of leadership positions including City Manager of both Fontana and Ontario, and Chief Executive Officer of San Bernardino County. In each of these roles, he partnered with elected officials to implement fiscal discipline, improve operational outcomes, and align organizational direction with community goals.

While serving as CEO, he supported the Board of Supervisors in launching a countywide transformation built on teamwork and long-term planning. He also led the County’s development of the Countywide Vision in collaboration with the San Bernardino Associated Governments. Greg is a Past President of the California Redevelopment Association and has served on numerous committees with the League of California Cities and the California State Association of Counties. In 2015 he became a Fellow of the Congressionally chartered National Academy of Public Administration. At Jacob Green and Associates, Greg applies his high-level public sector leadership experience to support local governments with executive strategy, governance training, and long-range visioning. He brings valuable insight to agencies navigating complex organizational challenges and seeking clear, actionable frameworks for policy implementation and fiscal responsibility.

P AGE 4

MICHELLE NEW
Director of Client Services
Michelle New leads the successful delivery of client projects and ensures exceptional outcomes for California’s local government agencies. With 20 years of experience in municipal leadership and consulting, she specializes in operational leadership, strategic project management, team development, and organizational improvement. Michelle is highly regarded for her operational leadership, overseeing internal operations, resource allocation, and productivity targets to ensure efficient project delivery and organizational effectiveness. Her strategic project management experience includes managing multiple complex initiatives, monitoring scope and schedules, tracking performance, and guiding the development of actionable implementation plans.

She excels in team development and collaboration, building and mentoring high-performing teams, fostering accountability, and driving cross- departmental cooperation. Michelle also brings a strong background in organizational development and continuous improvement, including designing and facilitating workshops, leading succession planning efforts, and implementing process improvements that support organizational transformation. Michelle brings deep expertise in public sector human resources management, succession planning, and talent development, and is a certified Project Management Professional. She holds a Master’s in Public Administration.

NICOLE BEACH, CCMP
Director of Strategic Initiatives
Nicole Beach is a project management and strategy delivery leader who specializes in assisting organizations in realizing value by aligning strategy with execution. Nicole collaborates closely with our clients to develop work plans that ensure their success in executing strategic goals and provides project management oversight across all projects. Before joining JGA, Nicole amassed a wealth of experience leading complex technology, organizational, and strategic projects, including M&A integrations, ERP implementations, and process

improvement initiatives. Most recently, she oversaw Project Management Offices and Strategic Portfolio Management for SAFEbuilt, Citrix, and Sport Clips. Nicole holds certifications as a Certified Change Management Professional

(CCMP), Project Management Professional (PMP), and Lean Six Sigma Green Belt. She also earned an MBA with a concentration in Process Improvement from Nova Southeastern University.

PAGE 5

KATIE DISTELRATH
Training and Development Manager
Katie Distelrath is a seasoned Community Services and Leadership Development professional who helps public sector teams and emerging leaders grow with clarity, confidence, and purpose. Her greatest strengths lie in fostering
inclusive, people-centered environments that build resilience, emotional intelligence, and authentic leadership. Over the past 15+ years, Katie has led community engagement initiatives, overseen large-scale programs, and developed high-performing teams across three California municipalities. Her

work has included Strategic Planning, staff development, and innovative service delivery that meets the evolving needs of diverse communities. Katie holds a BA in Psychology from the University of Southern California and a Master’s in Marriage and Family Therapy from the University of La Verne.

TIM HAGEMAN
Senior Advisor
Captain Tim Hageman (Ret.) brings over 33 years of distinguished law enforcement experience to the JGA Team. Throughout his career, he has served in a variety of critical roles, including patrol officer, detective, Field Training Officer, School Resource Officer, S.W.A.T. operator, crisis negotiator, D.U.I. Team member, Internal Affairs investigator, Personnel
and Training, and certified
Drug Recognition Expert. As a captain with the Manhattan Beach Police Department, Tim managed both the Field Operations Bureau—which encompasses the Patrol Division, Traffic Division, K9 Section, and Parking &

Animal Control Section—and the Administration & Investigations Bureau, overseeing the Investigations & Support Division and Budget & Technology

Section. His leadership was instrumental in enhancing operational efficiency and fostering community engagement. Beyond his professional accomplishments, Tim has been an active member of the Rotary Club of Manhattan Beach since 2015, serving in various board positions, including Club President from 2020 to 2021. He is deeply committed to supporting military veterans and first responders, having
chaired VetFest—an annual Veterans Day
event—on three separate occasions. Tim also hosts a podcast called Behind The Line, which features stories and insights from military veterans and first responders. Tim holds both Bachelor’s and Master’s degrees in Criminal Justice Administration, underscoring his dedication to
continuous learning and
professional development
PAGE 6

ALBERT RIVAS, MA
Project Manager
Albert Rivas is a government consultant and public service leader with over 20 years of experience advancing local, state, and community-based initiatives through strategic planning, organizational development, and operational leadership. He has served as a trusted advisor to the Governor's Office, state departments, counties, and municipal executives, including City Managers and Deputy City Managers. In these roles, he has provided high-level strategic coordination, organizational planning, and support for priority-setting efforts across diverse public agencies. Albert also leads the design and execution of enterprise resource planning and change management strategies, improving operational transparency, performance, and accountability across government systems. Appointed by the Governor of California, Albert served as Chief of External Affairs for the California Department of Corrections and Rehabilitation.

He has also held roles as a Commissioner for First 5 Sacramento, Commissioner for the Human Rights and Fair Housing Commission, and Senior District Representative in the California State Senate. He is ProSci and DEI Certified.

Albert holds a Master of Arts in Education and a Bachelor of Arts in Political Science from the University of California, Davis, as well as a Certificate in Local Governance from Stanford University.

PAGE 7

SCOPE OF SERVICES

SECTION C
PAGE 8

SCOPE OF SERVICES
JGA’s facilitation team will craft a customized two-day team building/goal setting experience designed specifically for the City of Vallejo. Recognizing that top-performing teams benefit from stepping away from the daily grind, our program focuses on enhancing team cohesion, increasing engagement, and aligning your team for future success. JGA’s team building/goal setting services are tailored to meet your unique needs, providing opportunities to reflect on current operations and ensure your team is prepared for future changes and challenges. Our facilitation approach allows all team members to actively participate in discussions, avoiding the need for any one member to take on the facilitator role and miss out on contributing to the dialogue.

PHASE 1 - PROJECT KICK-OFF & STAKEHOLDER ENGAGEMENT
• Kick-off Meeting: JGA will hold a virtual meeting with the City Manager, Mayor, and key staff to discuss retreat intentions, outline logistics, and review relevant materials. • One-on-One Interviews: Our team will conduct one-on-one interviews with each City Council Member in advance of the workshop. The purpose of these one-hour conversations will be to build rapport and ensure that by working with the City Team, we create a customized experience to meet the City's individual and collective interests. These sessions will focus on gathering the individual Council Members' Vision and Strategic Priorities.
• Key Staff Interviews: To inform Council discussion and decision making in Phase 2, JGA will interview up to 15 City staff members (to be determined by the City) to assess and document staff’s current workload to determine staff’s capacity to undertake new projects. • Community Input: With the support of the City, JGA will design and administer a custom, anonymous survey to gather input from community members and key stakeholders identified by the City. JGA will also assist the City with any in-person community engagement activities the City elects to conduct to supplement survey results.

PHASE 2 - TEAM BUILDING & GOAL SETTING FACILITATION
JGA will facilitate a customized offsite two-day team building/goal setting workshop designed to bring clarity, alignment, and shared purpose to the Council’s work.

Day One: 1) Team building, and 2) Governance Training
While the final agenda is subject to client direction, we propose focusing on team cohesion and strategic alignment activities, integrating the AEM-Cube Assessment tool (see page 9 for additional details) as a foundation for building cognitive diversity and team optimization. This session will strengthen

connections between team members and the functions they are responsible for while exploring innovations for future growth and success. We will then build upon these tools and focus on helping

your team communicate and interact successfully.

PAGE 9

The facilitation team will provide a tailored governance training session for the City Council, designed to strengthen board effectiveness, clarify roles and responsibilities, and reinforce best practices in special district governance. This session will focus on key topics such as the distinction between governance and management, the importance of speaking with one voice, how to build productive relationships with staff and fellow council members, and strategies for maintaining public trust and transparency, especially during public meetings. The training will create a shared understanding of Council norms and expectations, setting the foundation for aligned goal setting and more effective strategic decision-making.

Day Two: Goal Setting Workshop
Next, JGA will guide Council Members through a structured, high-impact process to reaffirm who the City is, why it exists, and how it can best serve those it is entrusted to support, especially within the climate of regulatory change and increasing external demands. By grounding the conversation in the City’s core mission and values, participants will reconnect with their shared purpose and set the stage for focused, strategic action.

The workshop will provide a collaborative forum for the Council to refine its vision for the future, confirm its highest-priority strategic issues, and prioritize both Council referrals and staff-suggested projects for inclusion in a unified workplan. Through structured facilitation, all Council Members will have the opportunity to contribute, ensuring balanced participation and consensus around the most significant opportunities and challenges. This session will not focus on wordsmithing; rather, it will allow the Council to evaluate and respond to the themes, priorities, and materials developed during Phase 1 to establish clear, high-level goals that will guide decision-making and resource allocation.

JGA will also introduce leading Work Planning best practices to support the Council in understanding how goals transition into actionabl e steps, how progress can be monitored over time, and how staff can align resources with Council direction. This provides the foundation for a clear and realistic workplan following the workshop.

Council Strategic Priorities Document
JGA will develop a two- to three-page document finalizing the Council’s Strategic Priorities. The document serves as a high-level Strategic Planning Document that is intended to establish direction and clarify priority focus areas. The document captures Vision, Mission, and Values, as applicable, as well as Goals and Objectives for a three- to five-year timeframe.

PAGE 10

SCHEDULE
The actual start date will be based on a contract award date. The success of this process and adherence to timelines are highly dependent on the City’s engagement and timely feedback at each stage. Active participation and prompt responses from the City are crucial for meeting project milestones and ensuring a successful outcome.

Tasks Time For
Completion
Phase 1 – Project Kick-off & Stakeholder Engagement
Milestone - Kick-off Meeting 1 Week
Milestone - One-on-One Interviews 2 Weeks
Milestone - Key Staff Interviews 2 Weeks
Milestone - Community Input 3 Weeks
Phase 2 – Team Building & Goal Setting Facilitation
Milestone - Day One: 1) Team building, and 2) Governance Training 1 Day Milestone - Day Two: Goal Setting Workshop 1 Day
Final Deliverable - Council Strategic Goals Document 2 Weeks Total Time: 10 Weeks
PAGE 11

AEM-CUBE - TEAM DYNAMICS ASSESSMENT TOOL
JGA’s certified professional facilitators can administer the AEM-Cube team dynamics assessment to all participants. The assessment was created as the result of decades of research focused on understanding how high-performing teams tackle complex challenges and enhance performance.

The AEM-Cube is a cutting-edge management tool that identifies and aligns the strategic diversity within an organization so that performance is optimized. Findings help management identify how teams interact and how to get the greatest contribution from each individual, team, and department, which in turn maximizes both productivity and collaboration. This exclusive suite of 3D tools visualize where individuals contribute optimally to overall team and organization growth. The AEM-Cube is delivered as an online questionnaire that provides each team member with a comprehensive report describing where they add value and what this means in a team and organizational setting. Individual results are also compiled to provide a deeper understanding of the team’s limitations and opportunities.

PAGE 12

• Strict Confidentiality: Maintain strict confidentiality throughout the process and only discuss the content of the performance evaluation with the appointee and/or the consultant team. • Clear Objectives: Define and communicate project goals, expectations, and deliverables clearly at the project's outset.
• Active Participation: Engage in regular meetings and provide necessary feedback to ensure the project stays on track and aligns with expectations.
• Resource Allocation: Ensure the availability of internal resources, including key personnel, data, and tools, required for the project.
• Open Communication: Maintain open and honest communication with the Consultant, addressing any concerns or changes in scope as soon as they arise. • Decision-Making: Facilitate timely decision-making processes to avoid delays and ensure project progress.
• Access Provision: Provide the Consultant with necessary access to relevant systems, documentation, and facilities.
• Respect Timelines: Adhere to agreed-upon timelines for reviews, approvals, and information requests to maintain project momentum.
• Change Management: Collaborate on managing any changes in project scope, requirements, or timelines, ensuring mutual agreement on modifications.
• Partnership Approach: Foster a collaborative and respectful working relationship, recognizing that successful outcomes depend on both parties' commitment and cooperation. • Timely Payment: Pay invoices pursuant to contract terms and communicate any payment issues promptly with the Consultant.

CITY OF VALLEJO'S PROJECT

COMMITMENT
Successful project outcomes rely on a strong partnership between our team and yours. To ensure the best results, we've outlined key client responsibilities that foster effective collaboration and project efficiency. By fulfilling these roles, you actively contribute to the project's success, helping us deliver high-quality work on time and within scope. This mutual commitment not only improves project outcomes but also maximizes the value and impact of our combined efforts.

PAGE 13

P AGE 14

COST PROPOSAL

SECTION D

PAGE 15
• Food and beverages for the retreat
• Venue rental fees
Invoicing Schedule:
20% - Upon Execution of Contract
40% - Upon Completion of Phase 1
40% - Upon Completion of Phase 2
Late Payment Fee
All invoices are due and payable within 30 days of the invoice date. Any invoice not paid within 30 days will be subject to a late payment fee. A fee of 1.5% per month will be added to the outstanding balance until the invoice is paid in full.

Exclusions:

The following program expenses are not included in consultant fees and are the responsibility of the City of Vallejo, if necessary.

Description Cost
Team Building and Goal Setting Facilitation
Phase 1 - Project Kick-off & Stakeholder Engagement $18,500 Phase 2 - Team Building & Goal Setting Facilitation $24,800 All-Inclusive Total: $43,300
Optional: Team Dynamics Assessment Tool - AEM-Cube $80 / participant Travel Invoiced at cost for two team
members from Southern
California.

Printed Materials Invoiced at cost

COST PROPOSAL
This proposal outlines the total all-inclusive total of $43,300, which encompasses the necessary tasks, deliverables, and expenses associated with successfully completing the scope of work. JGA provides clients with an all-inclusive, fixed-fee approach to project delivery. This approach ensures that our clients understand the costs upfront, avoid change orders, and budget appropriately. No surprises. JGA focuses on the results desired by the City. The number of hours involved in production are secondary to ensuring an on-time, on-budget experience in a fixed-fee structure.

The costs outlined in this proposal are considered valid and binding for a period of 90 days, commencing from the date of the proposal's issuance. During this timeframe, the provided pricing and estimates for products, services, and associated expenses will remain unchanged, subject to the terms and conditions specified in the proposal document. Any modifications or alterations to the proposal, as well as adjustments to the costs, will require mutual agreement between the involved parties.

REFERENCES

SECTION D
PAGE 16

PAGE 17

REFERENCES
Below, we provide a sample of municipalities across the region we have worked with. We encourage the City of Vallejo to contact our references to provide testimony of our capability to perform your requested services, adhere to schedules and budgets, and exceed expectations.

City of Santa Rosa
Agency Contact Information:
• Provided Goal Setting, Strategic Plan fundamentals, Work Plan Implementation, and Leadership Development Training.

Project Description:
• Maraskeshia Smith, City Manager
• [email protected]
• 707.543.3010
City of San Rafael
Agency Contact Information:
• Provided Goal Setting, Strategic Plan fundamentals, Work Plan Implementation.

Project Description:
• Cristine Alilovich, City Manager
• [email protected]
• 415.485.3070
Southern Marin Fire District
Agency Contact Information:
• Provided Goal Setting, Strategic Plan fundamentals, and Team Building.

Project Description:
• Christian Tubbs, Fire Chief
• [email protected]
• 415.942.3474

ACTION ITEM 8.I.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Jason Ta, Chief of Police
SUBJECT: ADOPT A RESOLUTION APPROVING THE FIRST AMENDMENT TO THE CONSULTANT

SERVICES AGREEMENT WITH DANNY MURPHY CONSULTING, LLC

RECOMMENDATION
It is recommended that the Council adopt a Resolution approving a First Amendment to the Consultant Sercies Agreement with Danny Murphy Consulting, LLC to increase the not to exceed amount of the Agreement to $225,000 and authorize the City Manager to execute same.

REASONS FOR RECOMMENDATION
Approving the new not to exceed amount for the Consultant Services Agreement with Danny Murphy Consulting, LLC, for a new not to exceed amount of $225,000 over a one-year period, will permit the Consultant to continue to assist the department with accelerating reform efforts.

BACKGROUND AND DISCUSSION
In the summer of 2020, the City of Vallejo and the Vallejo Police Department entered into a three-year collaboration agreement with the California Department of Justice (CalDOJ). The purpose of this partnership was to complete 45 police reform recommendations identified by the OIR Group. Throughout the COVID-19 pandemic, the department worked diligently toward these goals while continuing to meet the community’s day- to-day public safety needs.

Since entering the collaborative agreement and adopting recommended policy improvements, the department has demonstrated measurable progress. Over the past several years, Vallejo has experienced significant reductions in use of force incidents, personnel complaints, critical events resulting in great bodily injury, and officer-involved shootings.

As the collaboration period neared its conclusion, it became clear that not all reform obligations could be completed within the original three-year timeframe. To increase the department’s reform capacity, the CalDOJ Collaborative Compliance (Triple C) Task Force was created. Within a short period, Triple C made significant progress, achieving substantial compliance in major policy areas including Use of Force, Officer-Involved Shooting processes, and Critical Incident Review protocols. However full completion was not achieved, resulting in a more formal agreement with CalDOJ.

In 2024, the City of Vallejo and the Police Department entered into a five-year Settlement Agreement with CalDOJ. Under this agreement, the City committed to completing the remaining OIR recommendations and undertaking additional reform measures. To adequately support the reform workload and maintain effective partnership with CalDOJ and the Monitoring/Evaluator team, Triple C was expanded into a new division: the Compliance, Integrity & Accountability Division (CIAD). CIAD is staffed with sworn officers and additional analytical personnel who greatly enhance the department’s capacity to meet its reform obligations.

Despite the valuable experience gained during Collaborative Reform, the department encountered challenges managing the increased volume and complexity of reforms required under the Settlement Agreement. During

Date: January 27, 2026
Subject: ADOPT A RESOLUTION APPROVING THE FIRST AMENDMENT TO THE

CONSULTANT SERVICES AGREEMENT WITH DANNY MURPHY CONSULTING, LLC

the first year’s work plan, it became evident that progress did not meet expectations set by CalDOJ or the City.

As a result, the City determined that support from a consultant with deep experience in large-scale reform initiatives was necessary.

In August 2024, the City retained Danny Murphy to assist in developing a more robust reform management system and implementing strategies to improve compliance with the Settlement Agreement. Mr. Murphy previously served as a civilian Deputy Chief with both the New Orleans and Baltimore Police Departments, where he oversaw historic, wide-ranging consent decrees. He now provides consultation services to agencies nationwide, including Minneapolis and Louisville. His extensive experience, spanning reform management, policy development, training, technology, audits, and analytics, aligns closely with the needs of Vallejo’s agreement and enables him to provide comprehensive technical assistance in support of the City’s reform success.

The consultant’s scope of work is outlined below:

Police Reform Implementation & Compliance Guidance
• Provide guidance on implementing reform management systems and strategies toward achieving compliance with the CalDOJ Settlement Agreement
• Provide technical assistance (TA) on collaboratively developing reform implementation plans to direct the path forward and provide a foundation for reform implementation accountability • Provide TA on reform capacity building and, if appropriate, organizational restructuring toward maximizing the impact of available resources
• Provide guidance on effectively collaborating with CalDOJ and Jensen Hughes to support timely implementation of reforms
• Provide technical assistance, where requested, to support the Client’s development of policies, training programs, accountability systems, and other required initiatives

Change Management & Strategic Planning Support
• Help the Client establish a ReformStat program to increase internal coordination, ownership, and accountability on reform implementation through recurring executive oversight meetings with units responsible for reform implementation
• Support the Client in developing and using reform tracking systems to monitor progress implementing action plans and achieving compliance
• Provide TA on effective project management and coordination to support timely reform implementation • Provide strategic guidance to executive leadership on navigating reform challenges

Auditing, Analytics & Performance Management Technical Assistance • Provide TA on the development and execution of internal audits and reviews to help the Client assess compliance, identify issues, and support timely problem solving to improve compliance • Provide TA with statistical analyses and reporting for reform assessments • Provide TA with technology modernization to support compliance with data collection requirements • Provide TA on data-driven management and incorporating reform performance audits and analytics into management meetings to support accountability and compliance improvements • Provide TA on critically assessing use of force incidents for the Critical Incident Review Board

Date: January 27, 2026
Subject: ADOPT A RESOLUTION APPROVING THE FIRST AMENDMENT TO THE

CONSULTANT SERVICES AGREEMENT WITH DANNY MURPHY CONSULTING, LLC

• Provide guidance on producing reports or dashboards summarizing reform progress to facilitate management and communications regarding progress

Stakeholder Engagement Support
• Provide guidance on internal messaging and external communications to community stakeholders, the CalDOJ Ad-hoc committee, and city council regarding reform initiatives, progress, and opportunities for engagement in the reform process
• Provide TA in creating and implementing community engagement initiatives to support ongoing engagement with the Vallejo community to support reform success and the long-term sustainability of reforms
• Provide TA on collaboratively implementing procedural justice and community policing programs to support community relationships and the effectiveness of policing operations

To date, the support that the consultant has provided within a very short period of time includes:
• Assessing operations and developing strategies to improve reform implementation, based on national experience
• Created a more detailed reform tracking system to help improve status tracking of implementation and support more detailed management
• Implemented the ReformStat management program to support reform implementation coordination and accountability. He created this system in New Orleans, and it has been critical to accelerating compliance in multiple cities.
• Developed ReformStat dashboards summarizing reform progress and statuses to support management and accountability
• Developing a training plan with CIAD to meet the wide-ranging training requirements of the settlement agreement
• Providing technical assistance on a wide range of projects and challenges • Supporting enhanced city coordination meetings
• Responding to a variety of city requests for support

The initial contract and service agreement were executed under the City Manager’s signing authority ($99,900). Based on that authority, the contract was budgeted for an average of approximately 20 hours per month over the course of one year.

Due to the urgency of the reform efforts and the need to acclimate the consultant as quickly as possible, the Chief of Police authorized the consultant to exceed the monthly average temporarily, with the intention of reducing hours in later months to remain within the overall budget and contract term. However, to reach organizational stabilization, there is an immediate need for the consultant to continue providing more than 20 hours per month. Once that stabilization point is reached, the reliance on the consultant is expected to decrease significantly.

At the current utilization rate, the authorized budget will be exhausted by the end of January 2026. The consultant is presently averaging 32 hours per month, totaling $17,600 per month.

The proposed first amendment will permit the Consultant to continue to assist the Department in accelerating

Date: January 27, 2026
Subject: ADOPT A RESOLUTION APPROVING THE FIRST AMENDMENT TO THE

CONSULTANT SERVICES AGREEMENT WITH DANNY MURPHY CONSULTING, LLC

the reform efforts.

FISCAL IMPACT
The total cost of these services is estimated not to exceed $225,000 over a one-year contract period. The current contract has a not to exceed amount of $99,900. Pricing for the contracts is fixed for the term of the contract. Funding for the base period of this contract is included in the Fiscal Year 2025-26 FUND 151 Supplemental Law Enforcement Services Fund (SLESF). For the subsequent years, appropriate amounts will be included as part of the annual budget process.

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. Danny Murphy Consulting LLC - First Amendement CAO Stamp

2. 26PD106 DANNY MURPHY CONSULTING LLC Consultant and Professional Services Agreement

3. FY2026 Resolution for Amending Danny Murphy Consulting LLC NTE Amount CAO STAMP

CONTACT
Jason Ta, Chief of Police
[email protected]

1 Approved as to form:

By: for
Veronica Nebb, City Attorney

FIRST AMENDMENT TO

CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT

BETWEEN

CITY OF VALLEJO
AND

DANNY MURPHY CONSULTING LLC

This First Amendment (the “First Amendment”) to the Consultant and Professional Services Agreement (the “Agreement”) made and entered into on August 1, 2025, between Danny Murphy Consulting LLC, therein referred to as Consultant, and the City of Vallejo, a municipal corporation, therein referred to as City, is made and entered into on January 1, 2026.

Consultant and City do mutually agree as follows:

1. Amendment to Exhibit A Section 1. Exhibit A Section 1 of the Agreement shall be modified to read:

The City Representative for this Agreement is:

Jason Ta
Chief of Police
Vallejo Police Department
555 Santa Clara Street
Vallejo, CA 94590
[email protected]

The Consultant’s Representative for this Agreement is:

Danny Murphy
Member
Danny Murphy Consulting LLC
2928 Dumaine Street
New Orleans, LA 70119
[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 2. Amendment to Exhibit B Section 1. Exhibit B Section 1.A is hereby deleted and replaced with the following:

Services: City agrees to pay Consultant for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses, in a not-to-exceed amount of Two Hundred Twenty Five Thousand Dollars ($225,000) for the term of this agreement.

3. Integration. This First Amendment contains the entire agreement between the parties with respect to its subject matter and supersedes whatever oral or written understanding they may have had prior to the execution of this First Amendment. This First Amendment shall not be amended or modified except by a written agreement executed by each of the parties. Except as specifically revised herein, all terms and conditions of the Agreement shall remain in full force and effect, and Consultant shall perform all duties, obligations and conditions required under the Agreement.

4. Inconsistencies. In the event of any conflict or inconsistency between the provisions of this First Amendment and the Agreement, the provisions of this First Amendment shall control in all respects.

5. Ambiguities. The parties have each carefully reviewed this First Amendment and have agreed to each term of this First Amendment. No ambiguity shall be presumed to be construed against either party.

6. Counterparts. This First Amendment may be executed by the parties in one or more counterparts all of which collectively shall constitute one document and agreement.

7. Authority. The person signing this First Amendment for Consultant hereby represents and warrants that he or she is fully authorized to sign this First Amendment on behalf of Consultant.

(SIGNATURES ARE ON THE FOLLOWING PAGE)

3 IN WITNESS WHEREOF, the parties have entered into this First Amendment on the day and year first hereinabove appearing.

DANNY MUPRPHY CONSULTING LLC

BY:

DANNY MURPHY
Member

DATE:

(City Seal)

CITY OF VALLEJO,
a municipal corporation

BY:

ANDREW MURRAY
City Manager

DATE:

ATTEST:

DAWN G. ABRAHAMSON
City Clerk

APPROVED AS TO CONTENT:

JASON TA
Chief of Police

APPROVED AS TO FORM:

VERONICA A. F. NEBB
City Attorney

APPROVED AS TO INSURANCE:

ARMOND SARKIS
Risk Manager

Aug 14, 2025 11:42 AM, 1371306297
Contract and Routing Form
Date Originated:

Finance Department 555 Santa Clara Street Vallejo CA 707.648.4592 Department: Police Department,
Staff Contact: Awab Manzoor, [email protected] Contract Type: Professional Services Agreement
Vendor: Dan Murphy Consulting LLC Vendor Number:104862
Business License Number: 11722724
Contract Not to Exceed Amount: 99900.00
Contract Start Date: Aug 01, 2025 End Date: Jul 31, 2026 Option to Extend: 5 years
Authority to Contract: City Manager
Attachments are uploaded for review here: https://bit.ly/vContracts Approved Pre-Requisition Form
Insurance
26PD106

Contract and Routing Form
Signature Page
Department Initial Date Comment
Originating Department/Division
Risk Manager
City Attorney's Office
Department Head
Finance Department
City Manager
City Clerk
Return executed contract to: Awab Manzoor

Docusign Envelope ID: 84631C51-FC7C-4307-9E06-FD7A091F6A50 IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year shown below the name of each of the parties.

Danny Murphy Consulting LLC
A Louisiana limited liability company
By: (!:71 � Danny01t1urphy
Member
DATE: 113012025---------
(City Seal)

CITY OF VALLEJO,
a municipal corporation
By:
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signed by:
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Andrew Murray
City Manager
DA TE: a11 s12025
---------
:

TTEST: [p::7a�,.iw.
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Dawn G Abrahamson
City Clerk
APPROVED AS TO FORM:

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By: }<������/,
Veronica A. F. Nebb
City Attorney
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APPROVED AS TO INSURANCE:
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Armond Sarkis
Risk Manager
Consultant and Professional Services Agreement (Revised 01.2019) Page 11 of 11

From: Armond Sarkis
To: [email protected]
Cc: Bobby Knight; Jason Ta
Subject: RE: DRAFT contract
Date: Tuesday, July 8, 2025 9:10:00 AM
Attachments: image019.png
image020.png
image021.png
image024.png
Consultant Professional Services Agreement DRAFT Danny Murphy 2025-04 DM 7.8.25 RM edits.docx Request for Waiver of Workers Comp Insurance.pdf
image006.png
image007.png
image008.png
image013.png
image015.png
Hello Mr. Murphy,
Thank you for your time on the phone earlier today to finalize the insurance requirements for your contract with the City. This email summarizes our agreement and outlines the necessary next steps.

As per our conversation, we have agreed to the following:

General Liability: The required limit will be reduced to $1 million per occurrence. Please have your insurance broker provide an updated certificate of insurance that includes an Additional Insured endorsement naming the City, as stipulated in the contract.

Auto Liability: This requirement is waived based on your confirmation that you will use ride- sharing services for any visits to City offices and will not use any other vehicles in the performance of your work. For our records, please reply to this email to certify this arrangement.

Workers’ Compensation: This requirement is waived. Please complete, sign, and return the attached waiver request form at your earliest convenience.

I have attached the revised contract, which has been updated to reflect these modifications. All changes are highlighted in yellow for ease of review.

Please let me know if you have any questions.

Sincerely,
Armond Sarkis, CPCU, ARM
Risk Manager & Safety Officer
City of Vallejo | City Manager’s Office
555 Santa Clara Street Vallejo, CA 94590
Office: (707) 648-4143| [email protected] Cell: (310) 663-3410
From: Danny Murphy <[email protected]>
Sent: Thursday, May 8, 2025 11:32 AM
To: Jason Ta <[email protected]>
Subject: Re: DRAFT contract
Auto Liability: waivedThis requirement is based on your confirmation that you will use ride- sharing services for any visits to City offices and will not use any other vehicles in the performance of your work. For our records, please reply to this email to certify this arrangement.

Approved as to form:

By: for
Veronica Nebb, City Attorney
RESOLUTION NO. 26-______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVINGTHE FIRST

AMENDMENT TO THE CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT WITH

DANNY MURPHY CONSULTING LLCTO INCREASE THE NOT-TO-EXCEED AMOUNT TO $225,000

WHEREAS, on August 1, 2025, the City entered into a Consultant and Professional Services Agreement with Danny Murphy Consulting LLC in the amount of $99,900; and

WHEREAS; Danny Murphy Consulting LLC provides consulting services to help the City implement reform management systems and strategies to improve compliance with the Settlement Agreement between the City and the California Department of Justice (CalDOJ), and establish durable performance management systems, such as Police Reform Implementation & Compliance Guidance, Change Management & Strategic Planning Support, Auditing, Analytics & Performance Management Technical Assistance, and Stakeholder Engagement Support; and

WHEREAS, City staff requests to increase the not-to-exceed amount with Danny Murphy Consulting LLC to $225,000.

NOW, THEREFORE BE IT RESOLVED that the City Council hereby approves that the First Amendment to the Consultant and Professional Services Agreement with Danny Murphy Consulting LLC, with a total contract not-to-exceed amount of $225,000; and authorizes the City Manager to execute the same.

ADOPTED BY THE CITY COUNCIL OF THE CITY OF VALLEJO at a regular meeting held on January 27, 2026, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN

ATTEST

ANDREA SORCE, MAYOR

DAWN G. ABRAHAMSON, CITY CLERK

CONSENT CALENDAR 8.J.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Nalungo Conley, Assistant City Manager/Acting Finance Director SUBJECT: ADOPTION OF A RESOLUTION RECEIVING AND FILING THE SB 165 ANNUAL REPORT FOR FY 2024-25 FOR THE NORTHEAST QUADRANT IMPROVEMENT DISTRICT NO. 2003-1, THE HIDDENBROOKE IMPROVEMENT DISTRICT NO. 1998-1, AND MARE ISLAND COMMUNITY FACILITIES DISTRICT NOS. 2002-1, 2005-1A and 2005-1B

RECOMMENDATION
Adopt a Resolution to receive and file the annual reports relating to special taxes levied in the City's Northeast Quadrant Improvement District No. 2003-01, Hiddenbrooke Improvement District No. 1998-1, and Mare Island Community Facilities District Nos. 2002-1, 2005-1A, and 2005-1B for fiscal year ended June 30, 2025, to comply with the Local Agency Special Tax and Bond Accountability Act (SB165).

REASONS FOR RECOMMENDATION
To maintain compliance with Section 50075.3 and Section 53411 of the California Government Code.

BACKGROUND AND DISCUSSION
Senate Bill 165, filed with the Secretary of State on September 19, 2000, enacted the Local Agency Special Tax and Bond Accountability Act (the "Act"). The Act requires that any local special tax or local bond measure subject to voter approval contain a statement indicating the specific purposes of the special tax, require that the proceeds of the special tax be applied to those purposes, require the creation of an account into which the proceeds shall be deposited, and require an annual report containing specified information concerning the use of the proceeds. The Act only applies to a local special tax measure or local bond measure adopted on or after January 1, 2001 in accordance with Section 50075.1 or Section 53410 of the California Government Code.

Some of the requirements of the Act are handled at the formation of the special tax district and others are handled through annual reports. This section of this report intends to comply with Section 50075.3 or Section 53411 of the California Government Code that states: "The chief fiscal officer of the issuing local agency shall file a report with its governing body no later than January 1, 2002, and at least once a year thereafter.

The annual report shall contain the following information for each special tax or bond measure:

1. The amount of funds collected and expended.

2. The status of any project required or authorized to be funded as identified in subdivision (a) of Section 50075.1 or Section 53410.

The City's Northeast Quadrant Improvement District No. 2003-01, Hiddenbrooke Improvement District No. 1998-1 and Mare Island Community Facilities District Nos. 2002-1, 2005-1A, and 2005 1-B fall within

Date: January 27, 2026
Subject: ADOPTION OF A RESOLUTION RECEIVING AND FILING THE SB 165 ANNUAL REPORT FOR FY 2024-25 FOR THE NORTHEAST QUADRANT IMPROVEMENT DISTRICT NO. 2003-1, THE HIDDENBROOKE IMPROVEMENT DISTRICT NO. 1998- 1, AND MARE ISLAND COMMUNITY FACILITIES DISTRICT NOS. 2002-1, 2005-1A and 2005-1B

these reporting requirements and the attached annual reports are intended to comply with the requirements of Senate Bill 165.

CFD No. 2005 1-B has not levied special taxes since FY 2019-20 as a temporary measure to provide financial relief to taxpayers. This action suspended annual special tax levies under that district while maintaining the district’s legal structure. In addition, the City Council has directed staff to return at a future meeting with an agenda item to comprehensively review the Mare Island Community Facilities Districts (CFDs). That review may include consideration of whether to reduce, continue, or further freeze special tax collections for one or more CFDs based on current financial conditions and policy objectives.

Below is the summary of Fiscal Year 2024-25 Expenditures:

The Northeast Quadrant Improvement District No. 2003-01 and Hiddenbrooke Improvement District No. 1998-1 funds were expended primarily for bond-related obligations and district administration, including:
a. Annual debt service payments (principal and interest) on outstanding improvement district bonds; b. Fiscal agent and trustee fees, such as bond administration, accounting and reporting services; c. Administrative and compliance costs, such as consultant services, financial reporting, and annual disclosure requirements.

The Mare Island Community Facilities Districts (CFDs) funds were expended for authorized public services and facilities consistent with each district's formation documents, including:
a. Public safety services, such as fire protection and police services; b. Maintenance and operations, including streets, landscaping, and infrastructure maintenance; c. Administrative and management costs, including district administration, and required accounting and financial reporting.

The public safety costs for Mare Island were allocated using standard service demand measures based on 2016 data and assumptions. Police costs considered the number of residents, employees, and students on Mare Island, with employees and students weighted at 50 percent to reflect partial-day presence and lower demand compared to full-time residents. Mare Island accounted for approximately

1.67 percent of the City’s total persons served, resulting in an allocation of $822,000 in police protection costs for FY 2024–25. Fire protection and suppression costs were allocated based on total building square footage, reflecting that service demand is proportional to the amount of developed space. Mare Island represented about 8.26 percent of the City’s total building area, resulting in an allocation of $2,632,124 in fire protection and suppression costs for FY 2024–25.

FISCAL IMPACT
None. This item is for informational purposes only.

ENVIRONMENTAL REVIEW
This item relates to receiving and filing the annual report required by Senate Bill 165 and is exempt from the California Environmental Quality Act (CEQA) as 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.

Date: January 27, 2026
Subject: ADOPTION OF A RESOLUTION RECEIVING AND FILING THE SB 165 ANNUAL REPORT FOR FY 2024-25 FOR THE NORTHEAST QUADRANT IMPROVEMENT DISTRICT NO. 2003-1, THE HIDDENBROOKE IMPROVEMENT DISTRICT NO. 1998- 1, AND MARE ISLAND COMMUNITY FACILITIES DISTRICT NOS. 2002-1, 2005-1A and 2005-1B

ATTACHMENTS

1. Resolution SB 165 2025 CAO Stamp

2. Hiddenbrooke Improvement District SB 165 Report 2025

3. Northeast Quadrant Improvement District 2003-1 SB 165 report 2025

4. Mare Island CFDs 2002-1, 2005-1 SB 165 Report 2025

CONTACT
Florita Cruz, Assistant Finance Director
[email protected]

Approved as to form:

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

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO TO RECEIVE AND FILE SB 165 ANNUAL REPORT FOR FISCAL YEAR 2024-2025 WHEREAS, the Local Agency Special Tax Bond and Accountability Act (“Act”) requires that an annual report be submitted by a local agency levying a special tax or issuing a bond measure adopted on or after January 1, 2001; and

WHEREAS, the Act requires that the annual report specify the amount of funds collected and expended as well as the status of any project required or authorized to be funded as identified in Section 50075.1 or Section 53410 of the California Government Code; and

WHEREAS, the City’s Northeast Quadrant Improvement District No. 2003-01, Hiddenbrooke Improvement District No. 1998-1, and Mare Island Community Facilities District Nos. 2002-1, 2005-1A, and 2005-1B are subject to the Act’s annual reporting requirements; and

WHEREAS, in accordance with the Act, the City has prepared and provided to the City Council an annual report for the fiscal year ended June 30, 2025 containing the required information.

NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Vallejo, State of California, as follows:

The City Council hereby receives, and files the SB 165 Report relating to special taxes levied in the City's Northeast Quadrant Improvement District No. 2003-01, Hiddenbrooke Improvement District No. 1998-1, and Mare Island Community Facilities District Nos. 2002-1, 2005-1A, and 2005-1B for the Fiscal Year Ended June 30, 2025, attached hereto.

Adopted by the City Council of the City of Vallejo at a regular meeting held on January 13, 2026 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______________________________________

ANDREA SORCE, MAYOR

ATTEST:

______________________________________
DAWN G. ABRAHAMSON, CITY CLERK

655)University)Ave,)Suite)200)•)Sacramento,)CA)95825
Phone:)l916p)561-0890)•)Fax:)l916p)561-0891
www.goodwinconsultinggroup.net

CITY OF VALLEJO
HIDDENBROOKE IMPROVEMENT DISTRICT NO. 1998-1

SPECIAL TAX AND BOND ACCOUNTABILITY REPORT
(SENATE BILL 165)
FISCAL YEAR 2024-25
January 14, 2026

City of Vallejo
Hiddenbrooke Improvement District No. 1998-1
Special Tax and Bond Accountability Report

TABLE OF CONTENTS

Section Page

I. Introduction ..........................................................................................................................1 II. Senate Bill 165 Reporting Requirements .............................................................................2 III. Authorized Facilities ............................................................................................................3

Appendix A – Special Taxes Levied and Expended

City of Vallejo 1 Fiscal Year 2024-25
HID No. 1998-1 Special Tax and Bond Accountability Report I. INTRODUCTION

On September 18, 2000, former Governor Gray Davis signed Senate Bill 165 which enacted the Local Agency Special Tax and Bond Accountability Act. In approving the bill, the Legislature declared that local agencies need to demonstrate to the voters that special taxes and bond proceeds are being spent on the facilities and services for which they were intended. To further this objective, the Legislature added Sections 50075.3 and 53411 to the California Government Code setting forth annual reporting requirements relative to special taxes collected and bonds issued by a local public agency.

The City of Vallejo (the “City”) has levied special taxes (the “Improvement Levy”) in the Hiddenbrooke Improvement District No. 1998-1 (the “HID”) in fiscal year 2024-25. Furthermore, the City of Vallejo issued bonds in 1998 (the “District Bonds”) that were secured by the revenues from the HID Improvement Levy. In 2004, the Vallejo Public Financing Authority (the “Authority”) issued additional bonds (the “Bonds”) in order to purchase the District Bonds in lieu of redemption. This report serves to satisfy the annual reporting requirements described above for the HID Improvement Levy revenues, the District Bonds, and the Bonds.

City of Vallejo 2 Fiscal Year 2024-25
HID No. 1998-1 Special Tax and Bond Accountability Report II. SENATE BILL 165 REPORTING REQUIREMENTS
Pursuant to Sections 50075.3 and 53411, the chief fiscal officer of the public agency will, by January 1, 2002, and at least once a year thereafter, file a report with the governing body setting forth the following information.

Section 50075.3
Item (a): Identify the amount of special taxes that have been collected and expended.

Improvement Levy revenues are initially held at the City in Fund 343. When debt service payments are made on the District Bonds, the revenues are transferred to Fund 348. Fund 348 holds moneys associated with the Bonds, as well as surplus revenues that can be used to pay for authorized facilities. The tables in Appendix A provide fund balances, revenues, and expenditures for Funds 343 and 348 for fiscal year 2024-25.

Item (b): Identify the status of any project required or authorized to be funded by the special taxes.

Construction and acquisition of the authorized facilities is ongoing. See Section III for a summary of authorized facilities.

Section 53411
Item (a): Identify the amount of bonds that have been collected and expended.

The District Bonds were originally issued in the aggregate amount of $28,085,000. All Proceeds of the District Bonds were expended by 2004, when they were acquired with proceeds of the Bonds. See Appendix B for the original sources and uses of the Bonds .

All proceeds of the Bonds were expended in prior years, except for a portion of the Reserve Fund for the Bonds that is still required to be held.

Item (b): Identify the status of any project required or authorized to be funded from bond proceeds.

Construction and acquisition of the authorized facilities is ongoing. See Section III for a summary of authorized facilities.

City of Vallejo 3 Fiscal Year 2024-25
HID No. 1998-1 Special Tax and Bond Accountability Report III. AUTHORIZED FACILITIES
Authorized Facilities
The resolution that established CFD No. 1988 -1 identified the following public facilities authorized to be financed by CFD No. 1988-1:
• Grading and street improvements
• Storm drainage and sewer system
• Water system
• Underground gas, electric, and transmission
• Landscaping
• Public golf course
• Fire protection facilities and equipment
• Freeway and public access improvements
• Regional park acquisition

APPENDIX A
Special Taxes Levied and Expended

Fund Summary
As of June 30, 2025
Hiddenbrooke
Improvement
District
Beginning Fund balance 3,904,165$
Amount Collected:

Special Tax 1,493,109
Investment Earnings 251,945
Other taxes
Other income
Total amount collected 1,745,054
Amount Expended:

Debt service - Interest 308,753
Debt service - Principal 920,000
Administrative services 34,065
Total amount expended 1,262,818
Ending Fund balance 4,386,401$
Less: Outstanding bond debt
(Principal) 5,170,000
Ending fund balance net of debt (783,599)$

APPENDIX B

Original Sources and Uses of Bond Proceeds

City of Vallejo
Hiddenbrooke Improvement District No. 1998-1

Original Sources and Uses of Bond Proceeds

Issuer:

Vallejo Public
Financing
Authority
Bonds: 2004 Series A
Date of Issuance: 8/30/2004

Sources
Principal Amount of the Bonds $22,400,000
Original Issue Premium/(Discount) ($120,183.25)
Underwriter’s Discount ($448,000.00)
Total $21,831,816.75

Uses
Program Fund (1) $20,705,188.43
Reserve Fund (2) $896,000.00
Cost of Issuance Fund $230,628.32
Total $21,831,816.75
(1) Used to acquire the Series 1998A Bonds.
(2) As of the date of this report, the Reserve Requirement is $377,000

Fiscal Year 2024/25 Special Tax and Bond
Accountability Report For:

Northeast Quadrant
Improvement District No. 2003-1
January 2026

City of Vallejo
Northeast Quadrant Improvement District No. 2003-1
Special Tax and Bond Accountability Report

TABLE OF CONTENTS

1. Introduction ................................................................................................................... 1

2. Local Agency Special Tax and Bond Accountability Act Reporting Requirements .............. 2

3. Authorized Facilities ....................................................................................................... 3

4. Special Taxes Levied and Expended ................................................................................. 4

5. Original Sources and Uses of Bond Proceeds ................................................................... 5

City of Vallejo
Fiscal Year 2024/25 Special Tax and Bond Accountability Report Northeast Quadrant Improvement District No. 2003-1 1

1. INTRODUCTION
The City of Vallejo (the “City”) formed the Northeast Quadrant Improvement District No. 2003-1 (the “District”) on August 19, 2003. The City issued the $8,170,000 Northeast Quadrant Improvement District No. 2003-1 of the City of Vallejo Improvement Bonds, 2003 Series A (the “Bonds”) on December 17, 2003. The Bonds were issued to provide funds to prepay special assessments on certain parcels within Assessment District No. 58 and Assessment District No. 64 that are also within the boundaries of the District, to finance the construction of certain public improvements, to establish a Reserve Fund for the Bonds, and to pay the expenses of the City in connection with the issuance of the Bonds.

The Bonds are scheduled to mature with the final debt service payment on September 1, 2034.

City of Vallejo
Fiscal Year 2024/25 Special Tax and Bond Accountability Report Northeast Quadrant Improvement District No. 2003-1 2

2. LOCAL AGENCY SPECIAL TAX AND BOND

ACCOUNTABILITY ACT REPORTING REQUIREMENTS
Senate Bill 165, filed with the Secretary of State on September 19, 2000, enacted the Local Agency Special Tax and Bond Accountability Act (the “Act”). This Act requires that any local special tax or local bond measure subject to voter approval contain a statement indicating the specific purposes of the special tax, require that the proceeds of the special tax be applied to those purposes, require the creation of an account into which the proceeds shall be deposited, and require an annual report containing specified information concerning the use of the proceeds. The Act only applies to any local special tax measure or local bond measure adopted on or after January 1, 2001, in accordance with Section 50075.1 or Section 53410 of the California Government Code.

Some of the requirements of the Act are handled at the formation of the Special Tax District and others are handled through annual reports. This Section of this report intends to comply with Sections 50075.3 and 53411 of the California Government Code that states:
“The chief fiscal officer of the issuing local agency shall file a report with its governing body no later than January 1, 2002, and at least once a year thereafter. The annual report shall contain both of the following:

1. The amount of funds collected and expended.

2. The status of any project required or authorized to be funded as identified in subdivision (a) of Sections 50075.1 [and] 53410.”
The requirements of the Act apply to the Funds for the following:

Northeast Quadrant Improvement District No. 2003-1 of the City of Vallejo Improvement Bonds, 2003 Series A
December 17, 2003

City of Vallejo
Fiscal Year 2024/25 Special Tax and Bond Accountability Report Northeast Quadrant Improvement District No. 2003-1 3

3. AUTHORIZED FACILITIES
The special tax provides funding to finance the construction of certain public improvements which are described below. The project funded by the Bonds is complete.

City of Vallejo
Fiscal Year 2024/25 Special Tax and Bond Accountability Report Northeast Quadrant Improvement District No. 2003-1 4

4. SPECIAL TAXES LEVIED AND EXPENDED

City of Vallejo
Fiscal Year 2024/25 Special Tax and Bond Accountability Report Northeast Quadrant Improvement District No. 2003-1 5

5. ORIGINAL SOURCES AND USES OF BOND PROCEEDS
Sources of Funds
Fund Name
Initial
Deposit
Principal Amount of Bonds $8,170,000.00
Original Issue Discount (90,351.40)
Underwriter’s Discount (163,400.00)
Total Available Funds $7,916,248.60

Uses of Funds
Fund Name Initial Deposit
6/30/2025
Balance
Amount
Expended (2) Project Status
Improvement Fund 6,201,378.13 0.00 6,201,378.13 Complete Reserve Fund 594,850.00 517,977.00 76,873.00 Ongoing
Costs of Issuance Fund 225,000.00 0.00 225,000.00 Complete AD 58 & AD 64 Prepayment 560,887.00 0.00 560,887.00 Complete Capitalized Interest Account 334,133.47 0.00 334,133.47 Complete Total Use of Funds $7,916,248.60

655)University)Ave,)Suite)200)•)Sacramento,)CA)95825
Phone:)l916p)561-0890)•)Fax:)l916p)561-0891
www.goodwinconsultinggroup.net

CITY OF VALLEJO
COMMUNITY FACILITIES DISTRICT NO. 2002-1 (MARE ISLAND

SERVICES),
COMMUNITY FACILITIES DISTRICT NO. 2005-1A (MARE ISLAND), AND
COMMUNITY FACILITIES DISTRICT NO. 2005-1B (MARE ISLAND)

SPECIAL TAX AND BOND ACCOUNTABILITY REPORT
(SENATE BILL 165)
FISCAL YEAR 2024-25
January 14, 2026

City of Vallejo
Mare Island CFDs
Special Tax and Bond Accountability Report

TABLE OF CONTENTS

Section Page

I. Introduction ..........................................................................................................................1 II. Senate Bill 165 Reporting Requirements .............................................................................2 III. Authorized Services and Facilities.......................................................................................3

Appendix A – Special Taxes Levied and Expended

City of Vallejo 1 Fiscal Year 2024-25
Mare Island CFDs Special Tax and Bond Accountability Report I. INTRODUCTION

On September 18, 2000, former Governor Gray Davis signed Senate Bill 165 which enacted the Local Agency Special Tax and Bond Accountability Act. In approving the bill, the Legislature declared that local agencies need to demonstrate to the voters that special taxes and bond proceeds are being spent on the facilities and services for which they were intended. To further this objective, the Legislature added Sections 50075.3 and 53411 to the California Government Code setting forth annual reporting requirements relative to special taxes collected and bonds issued by a local public agency.

The City of Vallejo (the “City”) has levied special taxes (the “Special Taxes”) in CFD No. 2002- 1 (Mare Island Services ) and CFD No. 200 5-1A (Mare Island) in fiscal year 2024-25.

Additionally, the City has levied Special Taxes in prior years for CFD No. 2005-1B (Mare Island).

Together, these CFDs are referred to as the “Mare Island CFDs”. No bonds have been issued for any of the Mare I sland CFDs. This report serves to satisfy the annual reporting requirements described above for the Mare Island CFD Special Taxes.

City of Vallejo 2 Fiscal Year 2024-25
Mare Island CFDs Special Tax and Bond Accountability Report II. SENATE BILL 165 REPORTING REQUIREMENTS

Pursuant to Sections 50075.3 and 53411, the chief fiscal officer of the public agency will, by January 1, 2002, and at least once a year thereafter, file a report with the governing body setting forth the following information.

Section 50075.3

Item (a): Identify the amount of special taxes that have been collected and expended.

Special tax revenues for CFD No. 2002-1 are held at the City in Fund 112.

CFD No. 2005-1A has two separate special tax levies: one is levied to pay for services and is held by the City in Fund 113 , while the other is for facilities and is held by the City in Fund 213.

CFD No. 2005 -1B did not levy special taxes in fiscal year 20 24-25. However, the City holds the revenues from special taxes levied in prior fiscal years in Fund 114.

The tables in Appendix A provide fund balances, revenues, and expenditures for Funds 112, 113, 114, and 213 for fiscal year 2024-25. Within the tables, the special tax revenues received are shown under “Charges for Services ” in the Statement of Revenues , Expenditures and Changes in Fund Balance for each fund.

Item (b): Identify the status of any project required or authorized to be funded by the special taxes.

The provision of the authorized services is ong oing. Construction and acquisition of the authorized facilities is ongoing. See Section III for a summary of authorized services and facilities.

Section 53411

Item (a): Identify the amount of bonds that have been collected and expended.

No bonds have been issued for any of the Mare Island CFDs.

Item (b): Identify the status of any project required or authorized to be funded from bond proceeds.

No bonds have been issued for any of the Mare Island CFDs.

City of Vallejo 3 Fiscal Year 2024-25
Mare Island CFDs Special Tax and Bond Accountability Report III. AUTHORIZED SERVICES AND FACILITIES

CFD No. 2002-1 (Mare Island Services)

Authorized Services

The Resolution of Formation for CFD No. 2002-1 (Resolution No. 02-189) identified the following public services authorized to be financed by CFD No. 2002-1:

The authorized services shall include the attributable costs of engineering, design, planning, and coordination, together with the expenses related to the creation and administration of the CFD and all other expenses incidental thereto. The services shall be provided under applicable rules and regulations of the City and/or any other public agency with jurisdiction over the applicable services. The services shall include the performance by employees (of the City or otherwise) of functions, operations, maintenance, and repair activities, on public and private lands. The services shall consist of any or all of the services defined by Section 14.45.110 (C) of the City of Vallejo – Mare Island Services Financing Code. Generally, this section includes any services described in Section 53313 of the Mello-Roos Community Facilities Act of 1982 (California Government Code Sections 53311 et seq) which itself includes any activities for the care and preservation of any public facilities as well as police protection, fire protection, maintenance of parks, parkways, a nd open space, floo d and storm protection, and other services. For a complete list of authorized services, please see the municipal code section cited above.

CFD No. 2005-1A (Mare Island)

Authorized Services

The Resolution of Formation for CFD No. 200 5-1A (Resolution No. 0 5-131) identified the following public services authorized to be financed by CFD No. 2005-1A:

The authorized services for CFD No. 2005-1A include police protection services, fire protection and suppression services, ambulance and paramedic services, maintenance of parks, parkways, and open space, flood and storm protection services, and remediation of hazardous substances.

For a complete list of authorized services, please see the Resolution of Formation of the CFD.

Authorized Facilities

The authorized facilities for CFD No. 2005-1A include: construction and rehabilitation of sanitary sewers, storm drains, water facilities, street improvements, bridge improvements, and landscaping improvements. Special taxes may also be used to pay any fees related to facilities. For a complete list of authorized facilities, please see the Resolution of Formation of the CFD

City of Vallejo 4 Fiscal Year 2024-25
Mare Island CFDs Special Tax and Bond Accountability Report

CFD No. 2005-1B (Mare Island)

Authorized Services

The Resolution of Formation for CFD No. 200 5-1B (Resolution No. 0 5-135) identified the following public services authorized to be financed by CFD No. 2005-1B:

The authorized services for CFD No. 2005 -1B includes any services described in Section 53313 of the Mello -Roos Community Facilities Act of 1982 (Califor nia Government Code Sections 53311 et seq). Generally, this includes any activities for the care and preservation of any public facilities as well as police protection, fire protection, maintenance of parks, parkways, a nd open space, flood and storm protection, and other services. For a complete list of authorized services, please see the Resolution of Formation for CFD No. 2005-1B.

APPENDIX A

Special Taxes Levied and Expended

Fund Summary
As of June 30, 2025
2002-1 2005-1A Service 2005-1A Facilities 2005-1B
Fund#112 Fund#113 Fund#213 Fund#114
Beginning Fund balance 5,407,365$ 517,628$ 2,014,962$ 1,009,711$ Amount Collected:

Special Tax 2,363,615 281,573 100,003 - Investment Earnings 200,923 28,109 107,748 49,836 Other taxes 1,829,776 - - - Other income 3,424 - - - Total amount collected 4,397,738 309,682 207,751 49,836 Amount Expended:

Fire Services 2,632,124 - - - Police Services 822,000 - - - Public Works Maintenance 1,277,201 195,299 - 128,631 Administrative services 174,313 5,421 8,007 6,579 Total amount expended 4,905,638 200,720 8,007 135,210 Ending Fund balance 4,899,465$ 626,590$ 2,214,706$ 924,337$ Less: Major Maintenance Projects
(Remaining budget) 2,809,394 - - - Ending fund balance net of projects 2,090,071$ 626,590$ 2,214,706$ 924,337$ Mare Island Community Facilities District

CONSENT CALENDAR 8.K.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Stephanie Sifuentes, Human Resources Director
SUBJECT: ADOPT A RESOLUTION APPROVING A SIDE LETTER AGREEMENT BETWEEN THE

CITY OF VALLEJO AND THE INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS (IAFF), LOCAL 1186, FOR THE MEDICAL EXPENSE REIMBURSEMENT PLAN (MERP)

RECOMMENDATION
Adopt Resolutuon approving the side letter agreement between the City and IAFF for the Medical Expense Reimbursement Plan (MERP).

REASONS FOR RECOMMENDATION
Staff recommends adoption of the resolution to approve the side letter agreement between the City and IAFF for the MERP. It is an added benefit to our Fire Fighters, at no cost to the City. In addition, this could be a recruitment and retention tool.

BACKGROUND AND DISCUSSION
IAFF MERP is a Retiree Medical Trust that takes advantage of the power of pooled financing to help defray the costs of medical expenses after retirement by providing a regular monthly benefit payment to eligible members. It is especially attuned to the circumstances of firefighters of public employers, who regularly experience a longer period for high-cost health coverage between termination of employment and commencement of coverage under Medicare.

This type of Trust program enjoys significant tax benefits: it is structured to enable financing with pre-tax monthly contributions during active employment, which are in turn used to reimburse eligible claims for medical expenditures after retirement. No taxes are due on these reimbursements. Also, investment earnings of the Trust are tax-exempt. The Trust assets are protected in perpetuity by federal law, to be spent only on permissible medical expense reimbursement benefits.

IAFF, Local 1186, expressed a desire to add MERP for City of Vallejo Fire Fighters. The City and IAFF met and conferred in good faith. IAFF is requesting to implement an employee-paid contribution as part of this side letter agreement, meaning there would not be any contributions by the City. Any employer-paid contributions would be subject to future negotiations.

FISCAL IMPACT
There is no cost to the City associated with this item. This will be employee-paid by IAFF members.

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

Date: January 27, 2026
Subject: ADOPT A RESOLUTION APPROVING A SIDE LETTER AGREEMENT BETWEEN THE

CITY OF VALLEJO AND THE INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS (IAFF), LOCAL 1186, FOR THE MEDICAL EXPENSE REIMBURSEMENT

PLAN (MERP)

1. Reso_IAFF MERP_25.12.16 CAO Stamp

2. IAFF_Side Letter Agreement_MERP_26.01.27

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

RESOLUTION NO. 25 - ___N.C.

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

LETTER AGREEMENT BETWEEN THE CITY AND THE INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS (IAFF), LOCAL 1186 FOR THE MEDICAL EXPENSE

REIMBURSEMENT PLAN (MERP)

WHEREAS, the International Association of Fire Fighters Medical Expense Reimbursement Plan is a Retiree Medical Trust; and

WHEREAS, the City and IAFF, Local 1186 have met and conferred in good faith regarding the implementation of MERP; and

WHEREAS, IAFF, Local 1186 is requesting the ability to implement MERP as an employee-only contribution plan (no contributions from the City).

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Vallejo hereby approves the Side Letter Agreement between the City and IAFF, Local 1186, attached hereto as Exhibit A, and further authorizes the City Manager or his/her designee(s) to take any and all actions reasonably necessary to implement the plan.

Adopted by the City Council of the City of Vallejo at a special meeting held on December 16, 2025, with the following vote:

AYES:

ABSENT:

ABSTAIN:

NOES:

__________________________________

ANDREA SORCE, MAYOR

ATTEST:

_______________________________________

DAWN ABRAHAMSOM, CITY CLERK

1 SIDE LETTER AGREEMENT

BETWEEN

CITY OF VALLEJO
AND

INTERNATIONAL ASSOCIATION OF FIREFIGHTERS (IAFF)

This will confirm an understanding reached between the City of Vallejo (“City”) and the International Association of Firefighters (IAFF), both hereinafter referred to as the “parties”.

IAFF members have a desire to begin contributing to a retiree medical trust through the International Association of Fire Fighters Medical Expense Reimbursement Plan. The City’s role would be to facilitate employee contributions into the Trust each pay period, and to facilitate the cashout of certain accruals at specified times and in a specified manner, into the Trust. There is no City contribution to this Trust.

The parties have met and conferred in good faith regarding the below tracked changes to the existing MOU provisions in Section 14 (new subsection J), and revisions to Sections 16 , 25, and 36, to include an employee-only paid contribution into the retiree medical trust through the International Association of Fire Fighters Medical Expense Reimbursement Plan (MERP).

SECTION 14: HEALTH AND WELFARE BENEFITS

Health Plan - The City will provide to all employees and eligible dependents and to all eligible retiree-annuitants the PERS Health Benefits Program.

A. Current Employees

1. Effective January 1, 2010, the City PEMHCA
contribution was reduced to an amount equivalent
to 75% of the Kaiser Bay Area/Sacramento Area
rate for each level of participation - single, single
plus one dependent, and single plus two or more
dependents.

2. Effective as soon as practicable, the City shall
contribute $300 monthly as the City's direct PEMHCA
contribution toward medical premiums for employees
and eligible dependents. The City shall supplement
the direct PEMHCA contribution in an amount that,
together with the direct PEMHCA contribution shall
not exceed 75% of the Kaiser Bay Area/Sacramento
Area rate for each level of participation - single,
single plus one dependent, and single plus two or
more dependents. This supplemental amount shall
be provided to employees in a Section 125
Cafeteria/Flexible Benefits Health and Welfare Plan.

2 For example, if the Kaiser family rate is
$1000/month and an employee with family coverage
chooses a non-Kaiser plan costing
$1500/month, the City will pay $300 directly to
PERS. The City will also pay $450 into a Section
125 Cafeteria Plan, which the employee may use
towards the payment of medical premiums. In this
scenario, the total amount the employee may apply
towards medical premiums is $750 (equal to 75%
of the Kaiser premium). The employee shall be
responsible for paying $750 (the difference between
the selected plan and the maximum City
contribution) each month.

B. Retiree-Annuitants

1. For retiree-annuitants who retire under the PERS
3%@50 formula and eligible spouses, the City
shall contribute the same amount towards eligible
retiree annuitants' PEMHCA medical premiums as
it contributes towards the direct PEMHCA
premiums for bargaining unit employees -
currently $300/month.

2. For retiree-annuitants hired after February 1, 2009, any benefit in excess of the statutory amount
prescribed by PEMHCA (Cal.Gov.Code §22892) will
require ten (10) years of City of Vallejo service. Any
employee hired before such date shall not be subject
to this vesting requirement. The benefit, once
vested, shall be the same as for retiree annuitants
hired before February 1, 2009. In addition, this
vesting requirement shall not apply to any employee
who is granted a disability retirement.

C. Waiver

An employee may waive City health care coverage upon
verification of coverage from another source. An employee who waives coverage shall receive $250 per month in a
cash payment.

D. Dental Plan - The City shall maintain the existing dental plan through Delta Dental Plan of California with the yearly maximum of $2,000 and seventy percent (70%) coverage for bridgework. The City shall pay the premium costs of such

3 plan for all employees and their dependents.

E. Orthodontic Plan - The City shall maintain the existing Orthodontic Plan through Delta Dental Plan of California with coverage to allow for employee and dependent
coverage which shall provide 50% coverage to a lifetime maximum of $2,000 per covered individual. The City shall pay the premium costs of such plan for all employees and their dependents.

F. Optical Eyeglass Plan - The City shall maintain an optical and eyeglass plan for all employees and dependents and
shall pay the full cost of the plan. Effective December 1, 1992, the Plan shall be Vision Service Plan, Vision Care Plan C.

G. Life Insurance - The City shall provide life insurance to each employee covered by this agreement in the
amount of $40,000. Accidental death and
dismemberment shall be maintained at the same level
as basic coverage. During the term of this agreement
the City shall pay the full costs of premiums for this
coverage.

H. Pre-retirement Death Benefit - On or before July 1,
2010, the City shall amend its contract with PERS to
include the Pre-Retirement Optional Settlement 2-W
Death Benefit set forth in Government Code Section
21548, for bargaining unit employees.

I. Long Term Disability Insurance - The City shall pay to the Union an amount equal to $12.00 per month per
enrolled employee for the purpose of providing Long
Term Disability Insurance currently under contract
between the Union and the California Association of
Professional Firefighters. The City agrees to pay any
future increases in the cost of such plan during the term of this Agreement.

J. IAFF Medical Expense Reimbursement Plan

1. ACKNOWLEDGEMENT. The City acknowledges that the Union has entered into an agreement with the IAFF Medical Expense Reimbursement Plan (hereafter, the “IAFF MERP”) of the Washington State Council of Fire Fighters Employee Benefit Trust (hereafter, the “Trust”). The purpose of the Trust shall be to provide for retiree health expense reimbursement benefits. The Trust is Voluntary Employees’ Beneficiary Association (“VEBA”) established under IRC Commented [SS1]: **NEW SUBSECTION**

4 501(c)(9) and shall be, and remain separate and apart from any City health insurance funding program.

2. DEFINED CLASS OF EMPLOYEES RECEIVING CONTRIBUTIONS. The “Defined Class” of employees receiving contributions to the Trust consists of all employees of the City of Vallejo represented by the Union.

The City’s obligations under this Section are limited solely to payroll withholding, remittance, and reporting based on official City payroll records. The City shall not be responsible for determining eligibility, benefit calculations, investment performance, or any disputes arising from Trust operations.

3. EMPLOYEE MONTHLY CONTRIBUTION AMOUNT. The City and the Union agree that effective the first full pay period after City Council approval, the City shall withhold from the pay of every employee on a pre-tax basis a mandatory contribution of $75 per month for all active employees hired by the City of Vallejo. The City shall transmit such contributions to the Trust pursuant to the requirements in Part (7) below. No employee in the Defined Class shall be permitted to opt-out of the mandatory employee contributions or receive any portion of the contribution in cash.

4. EMPLOYER CONTRIBUTION AMOUNT. The City shall not make any employer contributions to the Trust at any time unless expressly negotiated and agreed to in writing.

5. SICK AND VACATION LEAVE TRANSFER. The City and the Union agree that the City will make the following mandatory transfers, on a pre-tax basis, to the IAFF MERP on behalf of every employee in the Defined Class:
a. Mandatory Accrued Sick Leave Contribution at Separation. For every employee in the Defined Class, the City shall, upon the employee’s separation from the City, irrevocably contribute to the employee’s Trust account on a pre-tax basis, an amount equal in value to 100% of the payments that would otherwise be paid to the employee for unused sick leave as set forth in SECTION 16, Part (A), Subsection (1) of this Agreement. Notwithstanding the above, the employee, by written election received by the City no later than 30 days prior to separation, may elect to direct any portion of the above contribution value of accrued sick leave to retirement service credit with CalPERS or a City sponsored 457 plan up to allowable IRS plan limits. The employee shall not have the option to receive a cash payout for the value of any portion of accrued sick leave. Accordingly, SECTION 16, Part (A), Subsection (1) and SECTION 36, Part (G) are amended as set forth below. b. Mandatory Annual Vacation Leave Contribution at Separation. For every employee in the Defined Class, the City shall, upon the employee’s separation from the City, irrevocably contribute to the employee’s Trust account on a pre-tax basis, an amount equal in value to 100% of the payments that would otherwise be paid to the employee for unused vacation leave. Notwithstanding the above, the employee, by written election received by the City no later than 30 days prior to separation,

5 may elect to direct any portion of the value of the accrued Vacation Leave to a City sponsored 457 plan up to allowable IRS plan limits. The employee shall not have the option to receive a cash payout for the value of the accrued vacation leave. Accordingly, SECTION 25, Part (G) and SECTION 36, Part (G) are amended as set forth below.

6. REMITTANCE OF CONTRIBUTIONS. The City shall remit all IAFF MERP contributions directly to the custodian of the Trust within 30 days of the date the payment would have been payable to the employee. The City hereby acknowledges receipt of the Trust Agreement governing the Trust and will comply with rules set by the Trust in regard to reporting and depositing the required contributions set forth herein.

7. REPORTING TO TRUST OFFICE. The City shall electronically submit to the Trust Office a monthly or per pay period report of contributing employees for each contribution sent to the Trust, in the format requested by the Trust, and received by the Trust Office within five (5) days of receipt of the contribution funds. The report will include at a minimum: employee first and last name, with suffix as applicable; employee number; Social Security Number; employee status (e.g., active, on leave); date of birth; gender; date of hire; bargaining unit; date of change in bargaining unit, as applicable; home mailing address; employer contribution amount; employee contribution amount; leave transfer amount, as applicable; separation date, as applicable; and separation reason.

The City shall also provide an initial report of contact information for all contributing employees to the Trust Office, in a format reasonably requested by the Trust, and shall send updates to this information to the Trust Office whenever the City has notice of changes to the information.

The Trust will provide a secure data transfer platform or process for transmission of this employee information to the Trust Office. The Trust shall provide the City with no less than 60 days’ written notice prior to implementing any changes to reporting formats, required data fields, or transmission platforms. The City shall not be held liable for delays or errors caused by Trust system modifications, data rejections, or platform outages.

8. MODIFICATION OF EMPLOYEE CONTRIBUTION AND LEAVE AMOUNTS.

The City and the Union agree that the Union has the right, subject to approval of its members according to the Union’s internal rules, to prospectively modify the amount of the mandatory employee monthly contribution, or the percent of the mandatory employee leave contribution, set forth herein during the course of this Agreement, as long as the modification is mandatory for all employees in the Defined Class.

9. INDEMNIFICATION. The Union agrees to fully indemnify, defend, and hold the City harmless against any and all liabilities, penalties, claims, investigations, attorney fees, Trust disputes, or damages arising from MERP operations, eligibility issues, data reporting requirements, or benefit determinations. The City’s sole responsibility is to transmit employee deductions and required reports as outlined herein.

6 SECTION 16: PAY FOR UNUSED SICK LEAVE
When an employee resigns, retires or dies while an employee of the City, the employee or designated beneficiary (whichever is applicable), shall be entitled to be credited for any accumulation of unused sick leave under any one or combination of choices of the following plans.

1. At the employee’s discretion, the employee shall contribute, on a pre-tax basis, to their Trust account as set forth in SECTION 14, Part J, Subsection 5 of this Agreement up to one-quarter (25%) of any accumulation of unused sick leave pay at their straight-time, base rate of pay.At the employee's discretion, the employee shall be paid for up to one- quarter (25%) of any accumulation of unused sick leave pay at their regular straight time rate of pay.
a.2. Pursuant to Government Code 20862.8 and the City’s contract with PERS, employees may choose to convert accumulated sick leave to retirement service credit.

Prior to calculating retirement service credit, the contribution to the Trust set forth in Subsection 1 above shall be deducted from accumulated sick leave hours. The balance of sick leave hours shall be used in the calculation of retirement service credit in accordance with CalPERS regulations.

SECTION 25: VACATION LEAVE

A. Time spent on vacation, sick or injury leave, which is paid by the City, shall count in accruing vacation benefits. Each employee shall be eligible for vacation leave after six (6) months of satisfactory full- time employment.

B. Vacation leave, if properly scheduled, shall be approved by the Fire Chief.

All Fire Department personnel who work on a shift (platoon) basis shall accrue vacation leave and shall have vacation leave deducted on a twenty-four (24) hour shift basis.

1. The number of twenty-four (24) hour shifts allowed for vacation leave shall be as follows:

(a) Less than five years’ service – six (6) shifts

(b) Five (5) to twelve (12) years’ service – nine (9) shifts

(c) Thirteen (13) to twenty-three (23) years’ service
– twelve (12) shifts.
(d) (d) Twenty-four (24) or more – thirteen (13)

C. Forty (40) hour week personnel shall be based on the equivalent value of vacation accrual for Fire Department shift personnel to be computed as follows:

1. 40 hours/56.3 hours = .71 factor of difference in
accrual when transferring from Suppression to

7 Training.

2. 56.3 hours/40 hours = 1.4075 factor of difference in accrual when transferring from Training to
Suppression.

D. Vacation leave for forty (40) hour personnel shall be as follows:

1. Less than five years:

(a) 6 shifts x 24 hours = 144 hours x .71 = 102.24 hours

(b) 10 hour working day = 10.224 days

(c) 8 hour working day = 12.78 days

2. Five (5) to twelve (12) years:

(a) 9 shifts x 24 hours = 216 hours x .71 = 153.36 hours

(b) 10 hour working day = 15.336 days

(c) 8 hour working day = 19.17 days

3. Thirteen (13) to Twenty-three (23) years:

(a) 12 shifts x 24 hours = 288 hours x .71 = 204.48 hours

(b) 10 hour working day = 20.448 days

(c) 8 hour working day = 25.56 days

4. Twenty-four (24) or more years:

(a) 13 shifts x 24 hours = 312 hours x .71 = 221.52 hours

(b) 10 hour working day = 22.152 days

(c) 8 hour working day = 27.69 days

E. Employees are entitled to accrue up to three (3) years of vacation leave at their rate of accrual. If on January 1 of each year, an employee's balance is over the three (3) year entitlement, any amount over the three (3) year maximum shall be canceled irrevocably, unless the leave request of the employee has been postponed by the Fire Chief.

8 1. Maximum entitlement for three (3) years of vacation accrual is:

(a) 56.3 Hour Work Schedule

i. Less than five years’ service - 432 hours
ii. 5 to 12 years - 648 hours
iii. 13 to 23 years - 864 hours
iv. 24 or more years - 936 hours

(b) 40 Hour Schedule

i. Less than five years’ service - 306.72 hours
ii. 5 to 12 years - 460.08 hours
iii. 13 to 23 years - 613.44 hours
iv. 24 or more years - 664.56 hours

F. Vacations will be selected by Department seniority.

G. Upon termination or retirement from service, the City shall convert the value of all accrued vacation leave, at the employee’s hourly straight- time, base rate of pay at the time of termination or retirement, and irrevocably contribute this amount to the employee’s Trust account and/or 457 plan in accordance with the terms set forth in SECTION 14, Part J, Subsection 5 of this agreement.all Fire Department personnel shall be paid for accumulated vacation at the salary level held by the employees at the time of termination or retirement.

H. Whenever any employee is granted, and takes, any vacation leave, the number of work hours which occur during the leave shall be subtracted from the employee's record of accrued vacation leave. In calculating such reductions, holidays shall not be counted as work hours except for those employees who are required to work on holidays by the nature of their duties.

I. Whenever any probationary employee is separated within the first six (6) months of employment, any leave credit on their record accrued during their probationary service shall be subtracted and canceled without payment to the probationer.

J. Employees who have more than three (3) years’ accumulation of vacation leave as of the ratification of this agreement shall have until January 1, 2012 to reduce their accumulations to the levels set forth in this Section. Employees who have had leave denied due to discretionary leave levels shall have an additional six (6) months, from January 1, 2012, to reduce their accumulations.

9 SECTION 36: RETIREMENT PLAN

A. All employees shall be entitled to a retirement pension plan as provided in Section 21252.01 of the Government Code of the State of California and other applicable laws of the State of California, and the City shall maintain the existing retirement plan and shall supplement such retirement plan as hereinafter provided in this Section.

B. Effective July 1, 2000, the City of Vallejo amended its contract with PERS in order to provide Section 21362.2 - 3% @ 50 retirement formula for all existing employees in all applicable classifications within the Vallejo Fire Department.

C. Effective as soon as practicable, the City of Vallejo shall amend its contract with PERS in order to provide Section 21362 - 2% @ 50 retirement formula for all employees hired thereafter in all applicable classifications within the Vallejo Fire Department

D. Effective July 1, 2000, the City of Vallejo amended its contract with PERS in order to provide Section 21382.5 - Fourth Level of 1959 Survivors Benefit to all applicable classifications within the Vallejo Fire Department. The City will pay the $2.00 per month per member cost of this option.

E. Employees of the Fire Department who have retired prior to the effective date of the one-year highest compensation benefit, as provided in the contract between the City and PERS, are not entitled to this benefit by reason of PERS regulations.

F. The City of Vallejo shall contact PERS and request a cost estimate for the optional 3% annual cost of living allowance Increase for retirees. If at any time during the term of this agreement, this benefit can be provided at no cost to the City of Vallejo, the City shall contract with PERS to provide this benefit. At any time during the term of this agreement, the Union can elect to purchase the benefit with the cost to be deducted from a scheduled annual salary increase.

Example - Cost of benefit to the City of Vallejo is 1% of payroll. Union scheduled to receive a 4% raise July 1, 2001. The Union can elect to receive a 3% raise and the additional 1% shall be used to cover the cost of providing the benefit.

G. Employees shall have the option of receiving final retirement payout for unused sick leave, annual leave, holiday leave and compensatory leave in a lump sum payment or they may elect to receive it in

10 deferred payments of any amount for up to three (3) years after separation from employment with the City of Vallejo. The first payment shall be made upon the date of retirement (or shortly thereafter). All subsequent payment(s) shall be made in the month of January.

H. As soon as possible, the City shall make available an ISOP or 401A plan for all employees to utilize at their option, provided that such plan can be implemented within the deferred compensation and/or Internal Revenue Laws.

1. The City shall spend no more than $1,500 to set up such program for IAFF.

2. The City shall spend no more than $1,000 annually for members of IAFF.

ACTION ITEM 8.L.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Dawn G. Abrahamson, City Clerk
SUBJECT: ADOPT RESOLUTION CONFIRMING AND CONSENTING TO COUNCIL

APPOINTMENTS TO VARIOUS COMMISSIONS, BOARDS AND COMMITTEES FOR THE YEAR 2026

RECOMMENDATION
Adopt a resolution consenting to and confirming various appointments to Commissions, Boards and Committees for 2026.

REASONS FOR RECOMMENDATION
Pursuant to Vallejo Municipal Code Section 2.02.350D, appointments to boards, commissions and committees shall be considered and acted upon by the City Council in open public meetings of the council, unless otherwise permitted by law. Pursuant to 2.02.350E, the Mayor is authorized to make appointments, with the consent of the City Council, to committees composed solely of councilmembers and to special ad hoc committees of limited duration and purpose. Additional sources of authority, as cited in the attachment to the resolution, may provide for the mayoral appointments to other boards and bodies. The Mayor undertakes a review of mayoral appointments at the beginning of each calendar year.

BACKGROUND AND DISCUSSION
Annually, the Mayor reviews the appointment of councilmembers to various boards, commissions, committees and liaison positions. Based on the Mayor's review, the attached list (Attachment 2) of appointments for calendar year 2026 is submitted for the City Council's consideration and consent. Appointments shall continue until a successor is duly appointed.

Council liaisons are assigned to each of the various City commissions, boards and committees and other bodies, including designating a representative to County, Regional and State Boards and Commissions and other agencies to serve as board members and delegates as a means of furthering the City's interests.

FISCAL IMPACT
There is no fiscal impact in the filling of vacancies on standing committees.

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 Guidelines section 15378.

ATTACHMENTS

1. 2026 Resolution Making Commission Committee Appointments CAO STAMP

2. 2026 Council Appointments List 012726 (002)

Date: January 27, 2026
Subject: ADOPT RESOLUTION CONFIRMING AND CONSENTING TO COUNCIL

APPOINTMENTS TO VARIOUS COMMISSIONS, BOARDS AND COMMITTEES FOR THE YEAR 2026

CONTACT
Dawn G. Abrahamson, City Clerk, (707) 648-4528
[email protected]

Approved as to form:

By: for
Veronica Nebb, City Attorney
RESOLUTION NO. 26-_____ N.C.

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

COUNCIL APPOINTMENTS TO VARIOUS COMMISSIONS,
BOARDS AND COMMITTEES FOR 2026

WHEREAS, pursuant to Vallejo Municipal Code Section 2.02.350 D, appointments to boards, commissions and committees shall be considered and acted upon by the Council in open public meetings of the Council, unless otherwise permitted by law; and

WHEREAS, pursuant to Vallejo Municipal Code section 2.02.350 E, the Mayor is authorized to make appointments to committees and sub-committees composed solely of Council members and to special ad hoc committees of limited duration of purpose with the consent of the City Council; and

WHEREAS, a Council liaison is assigned to each of the various City commissions, boards and committees and other bodies; and

WHEREAS, it is necessary to designate the City of Vallejo representative to various County, regional and statewide boards and commissions and other agencies to serve as board members, members and delegates as a means of furthering the City's interests; and

WHEREAS, it is necessary to nominate a City of Vallejo representative on advisory committees of other public entities for the appointment by the Board of such public entities.

NOW, THEREFORE, BE IT RESOLVED that the attached list of appointments, incorporated herein by reference, for calendar year 2026 are hereby made, consented to and confirmed as applicable.

BE IT FURTHER RESOLVED that said appointments shall continue until a successor is duly appointed.

Adopted by the City Council of the City of Vallejo at a regular meeting held on January 27, 2026, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ANDREA SORCE, MAYOR
ATTEST:

DAWN G. ABRAHAMSON, CITY CLERK

COUNCIL APPOINTMENTS-2026
January 27, 2025
1 COUNCIL LIAISON APPOINTMENTS TO CITY COMMISSIONS/BOARDS/COMMITTEES

NAME OF COMMISSION,

BOARD OR COMMITTEE COUNCIL LIAISON NUMBER OF

APPOINTMENTS MEETING INFORMATION

ARCHITECTURAL

HERITAGE & LANDMARK

COMMISSION

BREGENZER
ONE
3RD THURSDAY MONTHLY
6:30 P.M.

CITY COUNCIL CHAMBERS

BEAUTIFICATION

COMMISSION GORDON ONE
1st WEDNESDAY 6:00 P.M.

BI-MONTHLY

CITY COUNCIL CHAMBERS

CIVIL SERVICE

COMMISSION LEDIJU ONE
2ND MONDAY MONTHLY
5:15 P.M.

CITY COUNCIL CHAMBERS

CODE ENFORCEMENT

APPEALS BOARD MATIAS ONE
4TH THURSDAY 6:00 P.M.

MONTHLY

CITY COUNCIL CHAMBERS

COMMISSION ON CULTURE

AND THE ARTS MATIAS ONE
4th MONDAY 6:00 P.M.

MONTHLY

CITY COUNCIL CHAMBERS

DESIGN REVIEW BOARD PALMARES ONE
2ND THURSDAY MONTHLY
7:00 P.M.

CITY COUNCIL CHAMBERS

ECONOMIC DEVELOPMENT

COMMISSION MATIAS ONE
2ND WEDNESDAY BI-MONTHLY- AS
NEEDED 6:00 P.M.

CITY COUNCIL CHAMBERS

HOUSING & COMMUNITY

DEVELOPMENT

COMMISSION

LEDIJU ONE
1ST THURSDAY 7:00 P.M.

MONTHLY

CITY COUNCIL CHAMBERS

HUMAN RELATIONS

COMMISSION MATULAC ONE
4TH WEDNESDAY IN THE MONTHS

OF JANUARY, APRIL, JULY &
OCTOBER AS NEEDED 6:00 P.M.

CITY COUNCIL CHAMBERS

MARINA ADVISORY

COMMITTEE PALMARES ONE
1ST THURSDAY QUARTERLY
5:00 P.M.

CITY COUNCIL CHAMBERS

MCCUNE COLLECTION
COMMISSION PALMARES ONE 1st MONDAY BI-MONTHLY 5:00 P.M.

CITY COUNCIL CHAMBERS

PLANNING COMMISSION MATULAC ONE
1ST & 3RD MONDAY MONTHLY
7:00 P.M.

CITY COUNCIL CHAMBERS

SISTER CITY COMMISSION GORDON ONE
3RD MONDAY 5:30 P.M.

BI-MONTHLY

VALLEJO ROOM

PARTICIPATORY

BUDGETING STEERING

COMMITTEE

BREGENZER

GORDON TWO
3RD WEDNESDAY 6:30 P.M.

MONTHLY

COUNCIL CHAMBERS

POLICE OVERSIGHT AND

ACCOUNTABILITY

COMMISSION

LEDIJU ONE VALLEJO ROOM

SURVEILLANCE ADVISORY
BOARD

BREGENZER

MATULAC
(ALTERNATE)
ONE
3rd THURSDAY 6:00 P.M.

MONTHLY

VALLEJO ROOM UNLESS COUNCIL

CHAMBERS IS AVAILABLE

MEASURE P OVERSIGHT

COMMITTEE

MATIAS ONE

AT LEAST TWICE PER CALENDAR
YEAR; MORE FREQUENTLY IF
NECESSARY. VALLEJO ROOM UNLESS

COUNCIL CHAMBERS IS AVAILABLE

COUNCIL APPOINTMENTS-2026
January 27, 2025
2 COUNCIL LIAISON APPOINTMENTS TO COMMUNITY BASE ORGANIZATIONS,

COUNTY/REGIONAL/INTER-AGENCY/STATE COMMITTEES/BOARDS

NAME OF AGENCY COUNCIL LIAISON NUMBER OF

APPOINTMENTS MEETING INFORMATION

CENTRAL CORE
RESTORATION CORP.
(CCRC)
NA ONE
2ND THURSDAY 4:30 P.M.
301 GEORGIA STREET, SUITE 290

VALLEJO CA

VALLEJO CENTER FOR THE
ARTS (formerly Community
Arts Foundation, Empress
Theatre)
TBD ONE 4TH WEDNESDAY 7:00 P.M.

FIGHTING BACK
PARTNERSHIP TBD ONE 1ST THURSDAY 6:00 P.M.
3RD FLOOR, JFK LIBRARY

HUMANE SOCIETY OF

NORTH BAY TBD TWO MEETINGS AS NEEDED

SENIOR CITIZENS COUNCIL TBD ONE
2ND MONDAY OF JANUARY & JUNE
12:30 – 2:00 P.M.

DOUGLAS SENIOR CENTER

SOLANO COUNTY FAIR

ASSOCIATION BREGENZER ONE
2ND WEDNESDAY 6:15 P.M.

SOLANO COUNTY FAIRGROUNDS
900 FAIRGROUNDS DRIVE

TRAVIS REGIONAL ARMED
FORCES COMMITTEE GORDON ONE 3rd MONDAY 8:00 A.M. BREAKFAST

DELTA BREEZE CLUB TRAVIS AFB

VALLEJO CONVENTION AND
VISITORS BUREAU TBD ONE 3rd WEDNESDAY 3:30 P.M.

CHAMBER OF COMMERCE OFFICE

VALLEJO GOLF CLUB
TBD ONE 2ND THURSDAY 7:00 P.M.

BLUE ROCK SPINGS BOARD ROOM

VALLEJO FIRST CORP
(formerly Vallejo Main Street
Board of Directors)

TBD ONE
2nd THURSDAY 5:45 P.M.
(frequency of meetings TBD)
235-237 GEORGIA STREET
(Beeman Building)
1st Floor Conference Room

CITY/SCHOOLS TASK
FORCE 2X2

MAYOR SORCE
MATULAC TWO 3rd THURSDAY 4:00 P.M.

VALLEJO ROOM

COUNCIL APPOINTMENTS-2026
January 27, 2025
3 APPOINTMENTS TO CITY COUNCIL STANDING COMMITTEES

NAME OF COUNCIL

COMMITTEE MEMBERS NUMBER OF

APPOINTMENTS MEETING INFORMATION

INTER-AGENCY

COMMITTEE

MAYOR SORCE
LEDIJU

MATULAC
MAYOR + TWO
4TH MONDAY 6:00 P.M.

CITY MANAGER’s CONFERENCE
ROOM, 3rd Floor

CITY HALL

ISLAND ENERGY ADVISORY

COMMITTEE PALMARES MAYOR MEETINGS AS NEEDED

MARE ISLAND COMMITTEE
(RAB)

MAYOR SORCE
LEDIJU

PALMARES

THREE MEETINGS AS NEEDED

MARINA COMMITTEE
SORCE
PALMARES.

MATIAS

THREE MEETINGS AS NEEDED

PUBLIC SAFETY

COMMITTEE
LEDIJU
MATIAS

PALMARES

THREE MEETINGS AS NEEDED

LAKES WATER SYSTEM

SUB-COMMITTEE

MAYOR SORCE

LEDIJU TWO MEETINGS AS NEEDED

PUBLIC SAFETY & QUALITY

OF LIFE AD-HOC TBD THREE SUGGEST THIS IS MERGED WITH

PUBLIC SAFETY

POLICE REFORM AD-HOC

SUBCOMMITTEE
SORCE

BREGENZER
GORDON
THREE
MEET AS NEEDED. SHALL NOT BE

OPERATIVE AFTER ALL OF THE

REQUIREMENTS OF CALDOJ

SETTLEMENT AGREEMENT ARE
MET

COUNCIL APPOINTMENTS-2026
January 27, 2025
4 APPOINTMENTS TO COUNTY/REGIONAL/INTER-AGENCY/STATE COMMITTEES/BOARDS

AND OTHER BODIES

NAME OF AGENCY COUNCIL

REPRESENTATIVE

NUMBER OF

APPOINTMENTS NOTES MEETING

INFORMATION

ASSOCIATION OF

BAY AREA
GOVERNMENTS –

GENERAL

ASSEMBLY

MAYOR SORCE
(ALTERNATE)

MATULAC
ONE +

ALTERNATE

COUNCIL APPOINTS

DELEGATE AND

ALTERNATE

MEETS TWICE A

YEAR SPRING/FALL

LEAGUE OF

CALIFORNIA CITIES
– GENERAL

ASSEMBLY

MATULAC

BREGENZER
(1st Alt)
LEDIJU (2nd Alt)
ONE + TWO

ALTERNATES

BYLAWS REQUIRE

COUNCIL APPOINTS

DELEGATE AND TWO

ALTERNATES

AS SET BY LEAGUE

LEAGUE OF

CALIFORNIA CITIES
– NORTH BAY

DIVISION

BREGENZER
LEDIJU
(ALTERNATE)
ONE +

ALTERNATE

COUNCIL APPOINTS

REPRESENTATIVE

AND ALTERNATE

QUARTERLY

MEETINGS

PLACE AND TIME
TBA

SOLANO COUNTY
MAYOR’S

COMMITTEE

MAYOR SORCE MAYOR

COMPRISED OF ALL
MAYORS – HAS BEEN

ON LIST IN PAST,

BUT PROBABLY

SHOULD BE

REMOVED
3RD WEDNESDAY
6:00 P.M.

SUISUN

SOLANO STATE

PARKS COMMITTEE PALMARES ONE

COUNCIL

APPOINTED ONE
MEMBER ON 9/10/13

TO REPRESENT CITY

OF VALLEJO

MEETINGS AS
NEEDED
SOLANO 360

IMPLEMENTATION

COMMITTEE

TBD TWO MEETINGS AS
NEEDED

MCE CLEAN

ENERGY BOARD

PALMARES
MATULAC (ALT) ONE + ALT.

COUNCIL APPOINTS

TO REPRESENT CITY

OF VALLEJO
3rd THURSDAY OF

THE MONTH ON A

QUARTERLY BASIS

OR AS NEEDED

TRIPARTITE

ADVISORY BOARD GORDON ONE

ADVISORY TO

SOLANO COUNTY

JPA FOR

HOMELESSNESS
QUARTERLY - 4TH

MONDAY IN JAN,
APR, JULY,& OCT. 2-
4 P.M., FAIRFIELD

COMMUNITY
CENTER

COUNCIL APPOINTMENTS-2026
January 27, 2025
5 APPOINTMENTS TO COUNTY/REGIONAL/INTER-AGENCY/STATE COMMITTEES/BOARDS

NAME OF AGENCY COUNCIL

REPRESENTATIVE

NUMBER OF

APPOINTMENTS NOTES MEETING

INFORMATION

SOLANO COUNTY

TRANSPORTATION

AUTHORITY

MAYOR SORCE

MATULAC
(ALTERNATE)
ONE +

ALTERNATE

BYLAWS REQUIRE

BOARD TO BE

COMPRISED OF THE

MAYOR OF THE

SEVEN CITIES, OR A

COUNCIL MEMBER

APPOINTED BY THE

MAYOR OR THE CITY

COUNCIL AS AN

ALTERNATE
2ND WEDNESDAY
6:00 P.M.

TRANSPORATATION
OFFICE
1 HARBOR CENTER,
SUITE 130, SUISUN

SOLANO COUNTY

TRANSIT
(SOLTRANS)
BOARD

MAYOR SORCE &
GORDON
LEDIJU

MATULAC
(ALTERNATE)

TWO MEMBERS
+ ONE

ALTERNATE

TWO COUNCIL
MEMBERS + ONE

ALTERNATE FROM

BENICIA AND
VALLEJO + SOLANO
COUNTY MTC REP +

ONE NON-VOTING

STA REP
3RD THURSDAY
4:00 P.M.

VALLEJO CITY

COUNCIL

CHAMBERS OR

BENICIA CITY

COUNCIL

CHAMBERS

SOLANO COUNTY

WATER AGENCY
BOARD

MAYOR SORCE

MATULAC
LEDIJU
(ALTERNATE)
MAYOR +

ALTERNATE

MAYOR IS BOARD

MEMBER BY

STATUTE AND

COUNCIL APPOINTS

ALTERNATE
2ND THURSDAY
6:30 P.M.

SOLANO COUNTY

WATER AGENCY
Berryessa Room
810 Vaca Valley
Parkway, Suite 202
Vacaville
SOLANO

ECONOMIC

DEVELOPMENT

CORPORATION
MATIAS

ONE COUNCIL APPOINTS

BOARD MEMBERS
4TH THURSDAY
9:00 A.M.

BI-MONTHLY

JELLY BELLY

FACTORY
1 JELLY BELLY

LANE, FAIRFIELD

SOLANO WATER

AUTHORITY BOARD

MAYOR SORCE

MATULAC
(ALTERNATE)
MAYOR +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE

MEETS AS NEEDED

SOLANO IRRIGATION

DISTRICT OFFICE
508 ELMIRA RD,

VACAVILLE

SOLANO OPEN
SPACE (SOS) TBD ONE +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE
2ND MONDAY
7:00 P.M.

QUARTERLY
PLACE: TBA

VALLEJO-NAPA

SOLID WASTE

MANAGEMENT

MAYOR SORCE

BREGENZER
(ALTERNATE)
ONE +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE
1ST THURSDAY
9:00 A.M.

AMERICAN CANYON

CITY HALL
4381 BROADWAY ST,
SUITE 201

COUNCIL APPOINTMENTS-2026
January 27, 2025
6 NAME OF AGENCY COUNCIL

REPRESENTATIVE

NUMBER OF

APPOINTMENTS

NOTES MEETING

INFORMATION

VALLEJO BUSINESS

EDUCATION

ALLIANCE
TBD ONE +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE

NAME OF AGENCY COUNCIL

REPRESENTATIVE

NUMBER OF

APPOINTMENTS NOTES MEETING

INFORMATION
MULTI-

JURISDICTIONAL

HOMELESS TWO
BY TWO

SUBCOMMITTEE &

REGIONAL

HOMELESS

WORKGROUP
LEDIJU

PALMARES TWO MEMBERS COUNCIL APPOINTS

TWO MEMBERS

SUBCOMMITTEE
(2x2)

MONTHLY, SUBJECT

TO CHANGE

WORKGROUP

BI-WEEKLY,
THURSDAYS, 3-4
P.M., SUBJECT TO
CHANGE

NAPA-SOLANO

AREA AGENCY ON

AGING OVERSIGHT
BOARD
GORDON

MATULAC
(ALTERNATE)

ONE MEMBER

COUNCIL

APPOINTMENTS

BOARD MEMBER

AND ALTERNATE
4TH MONDAY
10 A.M. – 12 P.M.

HELD

ALTERNATIVELY IN

NAPA COUNTY &

SOLANO COUNTY

BOARD OF

SUPERVISORS

CHAMBERS
GREEN

EMPOWERMENT

ZONE (GEZ)

PALMARES

MATULAC
(ALTERNATES)

ONE MEMBER

COUNCIL APPOINTS

BOARDMEMBER

AND ALTERNATE
BI-MONTHLY, 3rd
FRIDAY @ 9:30 A.M.
1025 ESCOBAR ST.

ROOM 110A/B/C

MARTINEZ

ACTION ITEM 9.A.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Dawn G. Abrahamson, City Clerk
SUBJECT: ADOPT A RESOLUTION MAKING AN APPOINTMENT TO THE GREATER VALLEJO

RECREATION DISTRICT (GVRD) BOARD TO FILL A VACANCY WITH A TERM TO EXPIRE DECEMBER 2, 2027

RECOMMENDATION
Adopt a resolution making an appointment to fill a vacancy on the GVRD Board with a term to expire December 2, 2027

REASONS FOR RECOMMENDATION
Due to a resignation, a vacancy exists on the Greater Vallejo Recreation District (GVRD) Board of Directors.

The Vallejo City Council is the governing body authorized to make an appointment to fill this vacancy and complete the unexpired term. The term of office will begin on the date of appointment and expire on December 2, 2027.

BACKGROUND AND DISCUSSION
Greater Vallejo Recreation District (GVRD) Board of Directors Public Resources Code Section 5783.5 authorizes a recreation district that includes both incorporated and unincorporated territory to be governed by either an elected or an appointed board of directors. The Greater Vallejo Recreation District (GVRD) is governed by an appointed Board of Directors comprised of members appointed by the Solano County Board of Supervisors and the Vallejo City Council, based on each jurisdiction’s proportionate share within the district. The Vallejo City Council is currently responsible for appointing three (3) members to the GVRD Board.

One City-appointed GVRD Boardmember has resigned, resulting in a vacancy on the Board. To fill this vacancy, the City Council will consider eligible applicants who previously submitted an application and supplemental questionnaire and participated in interviews with the City Council on October 27, 2025, and who have expressed interest in being considered for appointment.

The City Council will conduct a nomination process to select one eligible applicant to fill the unexpired term.

The appointment will be for the remainder of the term, which expires on December 2, 2027.

FISCAL IMPACT
There is no fiscal impact associated with filing vacancies to the GVRD Board of Directors.

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

Date: January 27, 2026
Subject: ADOPT A RESOLUTION MAKING AN APPOINTMENT TO THE GREATER VALLEJO

RECREATION DISTRICT (GVRD) BOARD TO FILL A VACANCY WITH A TERM TO EXPIRE DECEMBER 2, 2027

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

ATTACHMENTS

1. Resolution of Appointment GVRD Boardmember CAO STAMP

2. List of Eligible GVRD Applicants Established 10.27.25

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

Approved as to form:

By: for
Veronica Nebb, City Attorney
RESOLUTION NO. 26-______ N.C.

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

APPOINTMENTS TO THE GREATER VALLEJO RECREATION DISTRICT

BOARD OF DIRECTORS

WHEREAS, Public Resources Code Section 5783.5 provides for the process of either an elected or appointed board of directors for a district that contains unincorporated territory and the territory of one or more cities; and

WHEREAS, Greater Vallejo Recreation District Board members are appointed by the Solano County Board of Supervisors and the Vallejo City Council according to the proportionate share of population of the County and the City within the district, with the Vallejo City Council appointing three members to the Board; and

WHEREAS, Greater Vallejo Recreation District Policy No. 400 states that the term of office of each member appointed by the City Council and the Solano County Board of Supervisors shall be for four years, and that terms of members shall be staggered so that the number of terms expiring annually shall be approximately equal; and

WHEREAS, said policy also states that appointments become effective at the first Board meeting in January following the uneven selection years and that there is no restriction to the number of succeeding terms a member may serve; and

WHEREAS, there currently exists one vacancy on the Greater Vallejo Recreation District Board of Directors; and

WHEREAS, the City Council reviewed applications and conducted interviews.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby appoints _____________________________ to the Greater Vallejo Recreation District Board of Directors for terms to expire on December 2, 2027.

Adopted by the City Council of the City of Vallejo at a regular meeting held on January 27, 2026 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______________________________________

ANDREA SORCE, MAYOR

ATTEST:

_________________________________________
DAWN G. ABRAHAMSON, CITY CLERK

*Current Commissioner
List of Eligible Applicants for Appointment
(Established 10/27/25)

Greater Vallejo Recreation District (GVRD) – 1 vacancy (term to commence 1/27/26 and expire 12/2/27)

Ryan Barto
Rita Fryar
Felicia King
David Marsteller Jr.

Jose Padilla
D’Angelo Paillet
Shannon Ramirez
Jon Riley

ACTION ITEM 9.B.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Nalungo Conley, Assistant City Manager/Acting Finance Director SUBJECT: PRESENTATION OF AN OVERVIEW OF THE CITY'S GENERAL FUND DEBT AND

CONSIDERATIONS FOR DEVELOPING A FUNDING AND FINANCING PLAN BY KNN,

THE CITY'S MUNICIPAL ADVISOR, AND POSSIBLE DIRECTION TO STAFF

RECOMMENDATION
Receive a presentation from KNN, the City's municipal advisor, of an overview of General Fund debt and considerations for developing a funding and financing plan for significant future capital projects, and possibly provide direction to staff.

REASONS FOR RECOMMENDATION
Recent City capital projects, other than at the Water Department, have been funded on a pay-as-you-go basis or with limited funding, like Measure P revenue. In anticipation of having to finance large-scale projects like a Police Headquarters Building, as well as other capital priority projects, the City will need to develop a financing and funding plan for long-term viability. This plan will also provide insight into the potential partnerships that could be leveraged, as well as funding opportunities at the State and Federal level that the City needs to pursue to make these projects a reality.

BACKGROUND AND DISCUSSION
The City of Vallejo has various forms of outstanding debt. Vallejo’s debt primarily falls into two main categories:
• Governmental activities: debt related to infrastructure projects, general administration facilities, park and recreation, street, and public safety (police and fire). • Business-type activities: debt in this category is self-supporting and generally tied to enterprise funds or departments. For example, the City of Vallejo’s Water Fund, which is paid for by fees and charges collected by users of the service.

For consideration and as it pertains to this discussion, we are focusing on the “Governmental Activities” debt type.

The General Fund serves as the repayment source for debt service for the City’s outstanding lease obligation debt. As outlined in the attachment Vallejo General Fund Debt/Background & Considerations (KNN, 2025 p.1), Vallejo’s lease debt totaled approximately $29.4 million with an annual lease debt service payment of $4.1million.

The property used as collateral for the debt is also listed and shows the dates of maturity for both Tranche A and Tranche B that are held by Union Bank of California (UBOC) (now U.S. Bank National Association). As of January 2026, the obligation under Tranche A has been fully paid. The remaining debt under Tranche B has a

Date: January 27, 2026
Subject: PRESENTATION OF AN OVERVIEW OF THE CITY'S GENERAL FUND DEBT AND

CONSIDERATIONS FOR DEVELOPING A FUNDING AND FINANCING PLAN BY

KNN, THE CITY'S MUNICIPAL ADVISOR, AND POSSIBLE DIRECTION TO STAFF

fixed rate of 1.625% which is very favorable and lower than the current interest rates in the tax-exempt bond market.

The loan agreement with UBOC specifies that the City of Vallejo may not “create, issue, incur, assume, or otherwise become obligated in respect of, or permit to be outstanding, or suffer to exist, any debt in addition to the Debt of the City outstanding, existing or under which it is obligated that would cause the Maximum Annual Debt Service to exceed 10% of the general fund revenues of the City in the most recent Fiscal Year for which audited Financial Statements are available”. So, for fiscal year 2024-2025, that ended on June 30, 2025, this would translate to a cap of $11 million dollars, for a total of $15.2 million, once our existing debt payments are considered ($4.2 million).

Assumptions have been made that this debt would have a 30-year borrowing term with a 5% interest rate, and under these conditions would provide an additional bonding capacity of $169 million under the UBOC loan.

The chart provided on Vallejo General Fund Debt/Background & Considerations (KNN, 2025 p.4), outlines the other lease debt that we hold including, including Certificates of Participation (COP) that covers the Police Headquarters and Fire Stations #1, #3, #4, and #6.

Currently, the City is still gathering information regarding the final cost of a Police Headquarters Building, which we anticipate being able to bring forward in mid-2026. The City Council has also expressed interest in discussing other large-scale capital projects to boost economic development in the City of Vallejo. If KNN is directed to reach out to UBOC to discuss a reassessment of our current portfolio of assets under Tranche B, which includes many City properties, a more comprehensive financial picture could be developed of our overall capabilities regarding our Capital Project budgeting and financing for the future.

FISCAL IMPACT
This item does not have any fiscal impact.

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. KNN Memo to City of Vallejo_General Fund Debt_12.10.25

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

2001 Addison Street , Ste. 100| Berkeley, CA 94704 | Main 510 -839- 8200

A LIMITED LIABILITY COMPANY

DATE: December 10, 2025

TO: City of Vallejo
Office of the City Manager
Finance Department

FROM: KNN Public Finance

RE: VALLEJO GENERAL FUND DEBT | BACKGROUND & CONSIDERATIONS

The City of Vallejo (the City or Vallejo) has various forms of outstanding debt in place. L ike debt of most local governments, Vallejo’s outstanding debt is reported within two main categories of the City’s financial operations: governmental activities and business-type activities.  Debt related to governmental activities is typically paid from available general fund revenues.

Such debt tends to finance infrastructure associated with public safety (police and fire), general administration facilities, parks and recreation, and streets. Vallejo has previously utilized lease debt to finance capital, facilities, and equipment associated with its governmental activities.

 Debt related to business-type activities is typically self-supporting, meaning it is paid for by the fees and charges collected from the users of the services provided. These activities often operate like enterprises. For the City of Vallejo, the primary debt in this category is associated with the Water Fund, as the city manages its own water utility. (Note that wastewater services are managed by the Vallejo Flood and Wastewater District, which has its own distinct debt, though such debt is reported in Vallejo’s Annual Comprehensive Financial Report (ACFR)).

As the City considers funding and financing strategies related to its general (non-enterprise) capital improvement program, this memo provides a background of the City’s general fund supported debt and specifically discusses considerations with respect to its outstanding loans with U.S. Bank National Association formerly held by Union Bank of California.

VALLEJO GENERAL FUND DEBT
The general fund serves as the repayment source for debt service on the City’s outstanding lease obligation debt. As detailed in the table below, as of the Fiscal Year ending June 30, 2025, outstanding Vallejo lease debt totaled approximately $29.4 million and annual lease debt service payments made in Fiscal Year 2024-25 totaled approximately $4.1 million.

OUTSTANDING ANNUAL

BALANCE DEBT SERVICE FINAL INTEREST TYPE OF
as of 6-30-25 as of 6-30-25 MATURITY RATE BORROWING
1999 COPS $1,466,517 $313,357 1/15/2030 5.250% Public Offering UBOC Loan1 - Tranche A 262,804 786,102 1/1/2026 2.500% Bank Loan UBOC Loan1 - Tranche B 23,228,541 912,564 1/1/2042 1.625% Bank Loan Motorola Equipment Lease - Police 898,367 462,500 6/1/2027 -- Vendor Loan Bank of America Loan - Fleet 3,535,000 832,607 6/1/2032 -- Bank Loan SUBTOTAL LEASE DEBT $29,391,229 $3,307,130
Other Lease Payments (includding SBITAs) 815,000
TOTAL LEASE DEBT $4,122,130

1. UBOC Loan amounts include General Fund, Golf Course, and Marina portions reported in both governmental and business type actvities in the City's ACFR. The repayment of the UBOC Loan is an obligation of the general fund.

VALLEJO GENERAL FUND DEBT | BACKGROUND & CONSIDERATIONS | PG 2

Each lease obligation detailed in the summary table above has different outstanding amounts with varying interest rates and borrowing terms. The most meaningful portion of Vallejo ’s outstanding general fund debt portfolio is its bank loan with U.S. Bank National Association (formerly Union Bank of California) – representing approximately $23.5 million (or approximately 80%) of the City’s total outstanding lease obligation debt of $29.4 million. In its ACFR, the City refers to this loan as “the UBOC Loan.” Because the UBOC Loan serves as the City’s primary debt obligation supported by the general fund and given the UBOC Loan agreement has various covenants and limitations that can be binding to the City, the balance of this memo focuses on details of the UBOC Loan.

THE UBOC LOA N
The UBOC Loan was put into place in 2011 as part of the bankruptcy plan and the associated restructuring of Vallejo’s outstanding public lease obligations, the Series 2000, 2001, 2002 and 2003 Certificates of Participation (the COPs). Specifically, on August 2, 2011, Union Bank of California (now U.S. Bank National Association) and the City entered into a restructuring agreement to replace the COPs under two bank loan tranches: the “Tranche A” obligation and the “Tranche B” obligation.  The “Tranche A” obligation original principal amount was $18.1 million (plus accrued interest from 2011 through 2015) . Tranche A has a fixed annual interest rate of 2.5%. The City began making annual principal payments commencing with the 2012 calendar year. The City’s payments under Tranche A mature on January 1, 2026.

 The Tranche “B” obligation original principal amount was $21.4 million (plus accrued interest from 2011 through 2015) . Tranche B has a fixed annual interest rate of 1.625%.

Interest and principal is payable annually on the first business day of each calendar year.

The City began making annual principal payments commencing with the 2025 calendar year.

The City’s payments under Tranche B mature on January 1, 2042.

Starting in calendar year 2026, Vallejo’s obligations under the UBOC Loan will be solely attributable to Tranche B as Tranche A will be fully repaid and matured. The borrowing cost (1.625% fixed interest rate) under the UBOC Loan Tranche B is favorable and lower than current interest rates in the tax-exempt bond market.

UBOC LOAN PROVISIONS & BORROWING COVENANTS
Important to the overall review of Vallejo’s outstanding lease obligation debt is the borrowing security and borrowing restrictions associated with the UBOC Loan . Particularly as Vallejo considers the issuance of new lease obligation debt or other forms of general fund supported debt and/or considers strategies related to its land and facility assets, the UBOC Loan presents the following constraints:
>>Additional Debt Restrictions: The UBOC Loan agreement specifies that the City may not create, issue, incur, assume, or otherwise become obligated in respect of, or permit to be outstanding, or suffer to exist, any Debt in addition to the Debt of the City outstanding, existing, or under which it is obligated that would cause the Maximum Annual Debt Service to exceed 10% of the general fund revenues of the City in the most recent Fiscal Year for which audited Financial Statements are available. For the Fiscal Year ending June 30, 2025, this would translate to available annual additional debt service capacity of approximately $11 million.

UBOC LOAN ADDITIONAL DEBT CONSTRAINT (FY 2024-25)
FY 2024-25 General Fund Revenues (including Measure P) $152,000,000 UBOC Debt Constraint (10% of GF Revenues) 15, 200,000
Less: Existing Maximum Annual Debt Service 4,200,000
Annual Debt Service Additional Capacity $11,000,000

VALLEJO GENERAL FUND DEBT | BACKGROUND & CONSIDERATIONS | PG 3

>>Leased Property Security: The UBOC Loan is secured by properties named under the Master Lease agreement – the Leased Property. Such Leased Property includes all of the City fac ilities, buildings, and vacant land that were subject to the leases securing the Series 2000, 2001, 2002 and 2003 COPs. Thus, the bulk of the City’s assets are otherwise demised under the UBOC Loan and not available to secure new issuances of lease debt. Furthermore, as the City evaluates strategies to maximize the value of its assets (land and facilities), the Leased Property under the UBOC Loan, including the Mare Island Way property , are otherwise encumbered and could not be leveraged to support other financial or operational objectives of the City.

UBOC LOAN & ADDITIONAL LEASE DEBT CONSIDERATIONS
As Vallejo considers the issuance of additional lease debt as one strategy to address its general CIP funding needs, there are certain capacity constraints to consider that are directly related to the outstanding UBOC Loan.
>>UBOC Loan Capacity: Considering the UBOC Loan’s additional debt restrictions, we previously noted that based on the Fiscal Year 2024-25 General Fund Revenues ( which include Measure P Fund revenues), maximum annual debt service on lease obligation debt cannot exceed $15.2 million.

Given the maximum annual debt service on existing debt of approximately $4.2 million, the additional annual debt service capacity is $11 million. Assuming the existing General Fund debt service budgetary commitment of $4.2 million and all of the Measure P Fund revenues of $18 million, then together these sources could theoretically absorb a maximum annual debt service amount of $22.2 million, which exceeds the UBOC Loan constraint of $15.2 million.

OUTSTANDING UBOC LOAN LEASED PROPERTY
2000 COP Assets: 2001 COP Assets2:

Office Building (400 Mare Island Way)
2002 & 2003 COP Assets:

Notes:

1. As of Fiscal Year ending June 30, 2025.

2. Asset substitution executed in 2023.

City Hall (555 Santa Clara St.)
John F. Kennedy Library (505 Santa Clara St.)
Corp. Yard (excluding Police) (111 Amador St.)
Florence Douglas Senior Center (333 Amador St.)
Naval Museum (734 Marin St.)
Community Center (401 Amador St.)
So. Vallejo Community Center (545 Magazine St.)
Transit Yard (VCTC Facility) (1850 Broadway St.)
Ball Field (APN: 0056-156-010 and 0056-156-030)
Vacant land at various APNs:

APN: 0079-220-070; APN: 0182-060-030; APN: 0182-060-
040; APN: 0182-060-430; APN: 0182-280-420 and 0182-280- 430; APN: 0182-280-120; APN: 0079-340-020; APN: 0079-
330-290

VALLEJO GENERAL FUND DEBT | BACKGROUND & CONSIDERATIONS | PG 4

On a preliminary basis we illustrate bonding capacity under two scenarios to quantify the “lost capacity” under the UBOC Loan additional debt restrictions:
i) the constrained UBOC Loan scenario where additional annual lease debt service is capped at $11 million; and
ii) the maximized Measure P scenario where annual resources of $18 million are used to repay lease debt service.

Assuming a 30-year borrowing term and a conservative 5% interest rate, we approximate additional bonding capacity of $170 million under the UBOC Loan and approximate additional bonding capacity of $275 million under the maximum Measure P scenario. Thus, with the UBOC Loan in place, the City could not capture the full potential borrowing capacity afforded by Measure P if desired – approximately $105 million of borrowing capacity against Measure P resources could not be leveraged.

Note: the UBOC Loan borrowing constraint is only a true limitation to the extent Vallejo has the budgetary capacity to finance a project that exceeds $11 million in annual debt service.

>>Leased Asset Capacity: There are two manners in which public agencies secure lease obligation debt: i) the lease of existing, unencumbered facilities (“asset transfer lease”) and ii) the lease of the project being financed (“project lease”).

Asset Transfer Lease. The asset transfer lease structure can be optimal as the leased facility has use and occupancy and thus the City can make base rental payments (or debt service payments) during the construction period for the project being financed with bond proceeds . The table below details the entirety of the City’s assets currently leased under its COP and UBOC Loan documents.

The City has numerous assets that are already encumbered and serve as the leased property on its public market COPs and UBOC Loan. This list includes many of the City’s primary essential assets; thus, available, unencumbered City assets to support a lease borrowing may be limited.

ILLUSTRATIVE ADDITIONAL LEASE DEBT BONDING CAPACITY

CONSTRAINT UBOC LOAN

PROVISIONS

MAXIMIZE MEASURE P

RESOURCES

DIFFERENCE FROM

UBOC LOAN
Constraint Amount $15,200,000 $22,200,000 $7,000,000
Existing General Fund Maximum Debt Service 4,200,000 4,200,000 - Available Additional Debt Service Capacity 11,000,000 18,000,000 7,000,000 Available Additional Bonding Capacity1 $169,100,000 $276,700,000 $107,600,000

1. Assumes additional annual debt service capacity for a 30-year term at a 5% interest rate. Borrowing proceeds under the bonding capacity amount available for project construction would be net of issuance costs and any capitalized interest or debt service reserve funds financed through the borrowing.

OUTSTANDING GENERAL FUND LEASE OBLIGATION DEBT & LEASED PROPERTIES 1999

CERTIFICATES OF PARTICIPATION

UBOC LOAN

TRANCHE A

UBOC LOAN

TRANCHE B
Outstanding Par Amount1 $1,466,517 $262,804 $23,228,541 Final Maturity 7/15/2029 1/1/2026 1/1/2042

LEASED ASSETS
Police Headquarters (111 Amador) 2000 COP Assets: 2001 COP Assets2:

Fire Station #1 (1200 Marin Street) Office Building (400 Mare Island Way) Fire Station #3 (900 Redwood Street) 2002 & 2003 COP Assets:

Fire Station #4 (1005 Oakwood Avenue)
Fire Station #6 (1335 Fulton Avenue)
Notes:

1. As of Fiscal Year ending June 30, 2025.

2. Asset substitution executed in 2023.

City Hall (555 Santa Clara St.)
John F. Kennedy Library (505 Santa Clara St.)
Corp. Yard (excluding Police) (111 Amador St.)
Florence Douglas Senior Center (333 Amador St.)
Naval Museum (734 Marin St.)
Community Center (401 Amador St.)
So. Vallejo Community Center (545 Magazine St.)
Transit Yard (VCTC Facility) (1850 Broadway St.)
Ball Field (APN: 0056-156-010 and 0056-156-030)
Vacant land at various APNs:

APN: 0079-220-070; APN: 0182-060-030;
APN: 0182-060-040; APN: 0182-060-430;
APN: 0182-280-420 and 0182-280-430; APN:
0182-280-120; APN: 0079-340-020; APN:
0079-330-290

VALLEJO GENERAL FUND DEBT | BACKGROUND & CONSIDERATIONS | PG 5

As debt is retired or refinanced, the leased assets can be released and leased under future projects.  When the 1999 COPs mature in 2029, the assets that secure the COPs will be released. Prior to 2029 there may be other strategies the City could pursue to release the assets sooner, which we discuss in a separate memo to the City.

 The release of assets under the UBOC Loan agreement is likely to involve direct negotiations with the bank, which should be pursued as Tranche A is retired in January of 2026. It is not clear in the loan agreement that the full repayment of Tranche A would allow for the release of certain of the leased properties under the agreement. However, this should be a point of negotiation with the bank.

Project Lease. With insufficient available asset value to secure a lease borrowing, often a public agency enters into a project lease whereby the financed project secures the borrowing. This approach is more costly as the City can only make base rental payments (or debt service payments) when the new project is operational; therefore, during the construction period, interest on the lease debt must be capitalized and paid out of bond proceeds. Thus, more bonds are issued to finance up to 3 years of interest, which increases total debt service costs and annual debt service costs after the capitalized interest period. Despite the additional cost of capitalizing interest, utilizing the financed project as the leased property is a viable approach for the issuance of lease debt and commonly utilized by local governments that have asset constraints.

PAYOFF ANALYSIS FOR UBOC LOAN
The UBOC Loan presents certain challenges and constraints, which could be eliminated if the City refinanced the loan into another form of borrowing – away from the current bank arrangement.

However, w hile the UBOC Loan presents challenges and constraints regarding additional borrowings and asset flexibility to support the City’s operational and financing needs, the City’s cost of borrowing under the UBOC Loan is favorable relative to current market conditions. The below chart graphs the fixed UBOC Loan borrowing rate over the Tranche B term against estimated tax - exempt borrowing yields.

We recognize that under certain financial scenarios and operational strategies, it may be prudent or desirable to refinance the UBOC Loan – even it at a cost. On the following page, we provide a summary of the cost to refinance the UBOC Loan through the i ssuance of tax-exempt lease bonds issued in the public municipal bond market. We have calculated the estimated refinancing costs under current market conditions for a California A -rated lease credit (assuming the use of bond insurance) as well as estimated costs under various interest rate environments.

VALLEJO GENERAL FUND DEBT | BACKGROUND & CONSIDERATIONS | PG 6

In the current market, the present value (PV) cost of refinancing the UBOC Loan with tax -exempt lease bonds is estimated at $2.85 million . Depending on the direction of future interest rate movements, we estimate that the current PV cost would increase or decrease by $300,000 for every

0.25% (25 basis points) movement in rates up or down.

CONCLUDING COMMENTS
In considering the issuance of additional Vallejo general fund supported lease debt, the City will need to manage around the constraints presented by the UBOC Loan while it remains outstanding.

Over the near-term, the more meaningful constraint is likely to be related to the encumbered assets under the loan agreement versus the additional debt constraint. It is likely that the City’s budgetary constraints are more limited than the additional debt constraints posed by the UBOC Loan covenants. The Leased Property, however, if released, may provide meaningful value to the City in the form of a land/facility sale or in the form of securing other lease debt of the City.

The final payment on Tranche A under the UBOC Loan occur s on January 1, 2026. With this milestone (the aggregate initial loan amount nearly 50% repaid), the City is positioned to approach US Bank to discuss the terms of the current agreement. At a minimum, it seems reasonable to pursue the partial release of Leased Property currently subject to the UBOC Master Lease.

TRUE INTERST
COST1

AVERAGE ANNUAL
DEBT SERVICE2
TOTAL
DEBT SERVICE 2

PRESENT VALUE COST
VS. STATUS QUO2
UBOC LOAN vs. CURRENT MARKET
UBOC Loan "Status Quo": 1. 625% $1,572,723 $25,163,569 - Current Market Results: 3.235% $1,788,422 $28,614,744 $2,850,882 SENSITIVITY SCENARIOS:

Current Market less 0.50% (or 50bps) 2.783% $1,737,338 $27,797,408 $2,247,912 Current Market less 0.25% (or 25bps) 3.009% $1,763,028 $28,208,451 $2,553,065 Current Market plus 0.25% (or 25bps) 3.462% $1,814,494 $29,031,911 $3,142,869 Current Market plus 0.50% (or 50bps) 3.688% $1, 840,638 $29,450,201 $3,427,370

1. TIC based on December 2025 market conditions and pricing yields assuming an A-rated lease credit and the use of AA bond insurance.

2. Total debt service and PV costs for each scenario assume interest costs, cost of issuance of $400k, estimated bond insurance and reserve fund s
urety premiums, and underwriter's fees at $4/bond.

ACTION ITEM 9.C.

DATE: January 27, 2026
TO: Mayor and Members of the City Council
FROM: Nalungo Conley, Assistant City Manager
SUBJECT: DIRECT CITY STAFF TO SELECT THREE FIRMS, AS FOLLOWS: (A) GOVERNMENT PERFORMANCE & POLICY ANALYTICS, INC. (B) SJOBERG EVASHENK CONSULTING (C) MACIS GINI & O'CONNELL, LLP., TO PERFORM VARIOUS AUDIT AND

ASSESSMENT SERVICES ON AN ON-CALL BASIS AND PROVIDE DIRECTION TO

STAFF ON INITIAL SPECIFIC SERVICES

RECOMMENDATION
Direct City staff to select three firms to perform various audit and assessment services on an on-call basis and provide direction on initial specific services.

REASONS FOR RECOMMENDATION
City Council has requested performance audit services to review and assess city processes, systems, and organizational structure. City staff has taken the steps to set up an on-call list of pre-qualified firms that would provide flexibility and responsiveness for the City's needs. In addition to setting up the on-call list, staff would like to contract with Government Performance & Policy Analytics, Inc. (GPP) to perform a risk assessment to inform the City's future audit program and an organizational assessment/benchmarking study to inform the development of the FY 26/27 budget. Staff welcomes direction from the Council regarding the proposed contracted services.

BACKGROUND AND DISCUSSION
As the City of Vallejo continues to streamline its operations and seeks to bring additional efficiencies to its service delivery model, City Council directed staff to issue a Request for Proposals (RFP) to identify qualified performance auditing firms. The City issued the RFP (attached) on July 30, 2025 seeking firms that could provide a variety of services, including but not limited to the following:

1. Audit and risk assessment services including financial, compliance, operational, investigative, or other performance audits.

2. Objective and systematic examination of budget documents, financial reports, policies and procedures, and the municipal code of a program or function to determine alignment to stated outcomes and goals.

3. Applying a variety of methodologies, analysis, research, and evaluation to determine findings, conclusions, and recommendations to improve, streamline, and increase efficacy and outcomes.

Proposals were due on September 23, 2025. Eight proposals were received, and staff formed a review panel comprised of both City staff and an external expert to review the proposals. All proposals were ranked according to their qualifications, relationships within the proposed team, ability to provide services and meet the requirements of the RFP, cost of services, and recent work with similar agencies to the City of Vallejo, as well as their commitment to corporate social responsibility.

Date: January 27, 2026
Subject: DIRECT CITY STAFF TO SELECT THREE FIRMS, AS FOLLOWS: (A) GOVERNMENT PERFORMANCE & POLICY ANALYTICS, INC. (B) SJOBERG EVASHENK CONSULTING (C) MACIS GINI & O'CONNELL, LLP., TO PERFORM VARIOUS

AUDIT AND ASSESSMENT SERVICES ON AN ON-CALL BASIS AND PROVIDE

DIRECTION TO STAFF ON INITIAL SPECIFIC SERVICES

Following the initial ranking, the three highest ranked firms were invited to interview and present an overview on their company, services, and project team. City staff established another review panel that was composed of an external expert and internal staff from City Manager’s Office, Finance Department and Water Department. All three firms were deemed highly qualified. Staff recommends contracting with all three firms (proposals attached) for on-call services as they offer slightly different subject matter focus areas.

City staff recommends that the City contract with GPP to perform a risk assessment to inform the City's future audit program and an organizational assessment/benchmarking study to inform the development of the FY 26/27 budget.

FISCAL IMPACT
There is no immediate fiscal impact associated with this item. The City has allocated $75,000 for performance audit services. If the required scope of work exceeds $75,000, staff will have the opportunity to modify the mid-year budget to allocate additional funds.

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. GPP - City of Vallejo RFP Audit Services Response (23SEP2025)

2. Sjoberg - City of Vallejo On-Call Audit Services Proposal

3. MGO - City of Vallejo proposal for professional services from MGO

4. 1. RFP - Audit Services

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

1 GPP Analytics Proposal Response for: City of Vallejo, California Professional Services for Internal Audit Services September 23, 2025 ─ GPP Analytics Inc. [email protected] (805) 242-2071 2478 Tierra Dr. Los Osos, CA 93402

2 Transmittal Letter
September 23rd 2025

Dear City of Vallejo Council Members and Stakeholders,

Thank you for the opportunity to submit our proposal for internal audit services in response to the City of Vallejo Request for Proposals. GPP Analytics Inc. is a seasoned team of auditors, analysts and local government experts exclusively supporting state and local governments. Together, we bring decades of collective experience applying the Generally Accepted Government Auditing Standards (GAGAS) and the Institute of Internal Auditors (IIA) standards to performance audits. These frameworks guide our evidence-based approach and ensure a thorough, objective assessment.

CEO and Project Manager Julian Metcalf will be the single point of contact for this engagement. If selected, our approach will include:

• Develop a Risk-Based Plan – Collaborate with the Audit Committee and Council Members to create and recommend a prioritized, flexible multiyear audit schedule. • Perform Quality Audits – Produce specific audit plans and proceed to perform the audits in accordance with our professional standards.
• Engagement Management – On a semi-annual basis (or more as agreed), follow up on corrective action plans based on audit activity and maintain ongoing list of findings and recommendations.

If selected, GPP Analytics Inc. is willing and committed to negotiate a contract with the City of Vallejo for an initial term of three years. We welcome the opportunity to discuss any aspect of our qualifications or approach and look forward to the possibility of contributing.

Thank you for your consideration. If you have any questions, please feel free to contact me directly at (415) 290-1032 or by email at [email protected]

Sincerely,

Julian Metcalf, Chief Executive Officer
GPP Analytics Inc.
(415) 290-1032 mobile
[email protected]

3 Table of Contents Transmittal Letter ............................................................................................................................................... 2 Table of Contents ................................................................................................................................................ 3 Personnel, Qualifications, & References ......................................................................................................... 4 About GPP Analytics ....................................................................................................................................... 4 Our Services ..................................................................................................................................................... 4 Our Team ......................................................................................................................................................... 6 Hybrid Firm Approach .................................................................................................................................... 6 Staff Background ............................................................................................................................................ 7 Example Audits ............................................................................................................................................... 9 Approach, Scope, & Timeline .......................................................................................................................... 13 Annual Risk Assessment .............................................................................................................................. 13 Example Audit Plan ....................................................................................................................................... 14 Project Management Approach .................................................................................................................. 17 Reporting & Value Delivery .......................................................................................................................... 18 Professional Development & Ethics ........................................................................................................... 18 Continuous Improvement Culture ............................................................................................................. 18 Fee Proposal ...................................................................................................................................................... 19 Appendix: Personnel Resumes ....................................................................................................................... 21

4 Personnel, Qualifications, & References Firm Information Name: GPP Analytics Inc. Type: S Corporation registered in California Headquarter Address: 2478 Tierra Drive, Los Osos, CA 93402 Year Founded: 2022 Phone: (415) 290-1032 Email: [email protected] State of California Small Business (SB) certification: 2030275 About GPP Analytics GPP Analytics Inc. was founded in California in 2022 to help local governments solve complex problems, improve operations, reduce risks, and deliver effective services to their communities. We are a focused and nimble team of experienced and dedicated auditors, analysts, and local government experts. Our team is dedicated solely to helping governments and combined we have over six decades of experience to draw from in providing management audit services similar in size and scope to that requested by the City of Vallejo. Our recent audits are a mix of outsourced and co-sourced audits for cities, counties, special districts, and states including the City of Richmond, the Utah Division of Emergency Management, San Francisco Bay Area Rapid Transit’s (BART) Office of Inspector General, the Monterey County Auditor-Controller, the City of Sacramento, the Regional Transportation District, the City of Denver, CO, and a study for the Los Angeles County Metropolitan Transportation Authority (LA Metro) to name a few. Our approach is grounded in GAGAS (Yellow Book) standards, which emphasize independence, objectivity, and evidence-based findings. We will also incorporate, and follow as appropriate, the standards from the IIA International Professional Practices Framework (IPPF) and the guidance of Association of Certified Fraud Examiners (ACFE) to ensure a risk-based approach. Our quality focused framework ensures our work meets the highest compliance and standards. Our Services We work exclusively with government agencies to help them understand and analyze operational effectiveness, providing a broad range of analytical services in that pursuit. Our core services include:

5 • Risk Assessment: Our risk assessments leverage quantitative data from various systems to analyze both large-scale and small-scale patterns, along with qualitative inputs from our evaluation of inherent risks. By combining these quantitative and qualitative methods, we identify and evaluate potential risks within government programs and operations. This comprehensive approach helps agencies prioritize and mitigate risks, strengthen internal controls, and enhance overall risk management strategies. • Performance Audits. We combine data analytics with structured interviews and focused site observations, giving us a first-hand view of how work is actually performed and risks. This mixed-method approach lets us connect resources to outcomes, quantify efficiency gaps, and trace root causes that undermine service quality or cost-effectiveness. • Operational Audits. End-to-end process mapping, control testing, and workflow analytics reveal bottlenecks, control gaps, and resource-utilization issues. We provide streamlined process redesigns and segregation-of-duties fixes that strengthen day-to-day operations. • Investigations of Fraud, Waste, and Abuse. Certified Fraud Examiners lead discreet inquiries that preserve evidence, quantify losses, and identify control breakdowns. Reports support disciplinary, civil, or criminal follow-up and include remediation steps to prevent recurrence. • Special Projects. For emerging risks or high-priority questions, we deliver rapid, risk-focused reviews—such as validating grant spending, testing data integrity before system rollouts, or analyzing compliance with new regulations—while still meeting IPPF documentation requirements. • Compliance Audits. We verify adherence to statutes, grant conditions, and internal policies by blending document review, data analytics, and targeted sampling. Findings highlight non-conformities and outline pragmatic corrective actions, helping management demonstrate full regulatory compliance. • Advisory or Consulting Engagements. When management needs forward-looking guidance, we facilitate risk-assessment workshops, draft policies, redesign processes, and coach control owners. Engagements are clearly scoped as advisory to preserve independence while strengthening governance, risk management, and internal controls. We integrate both traditional audit techniques - such as site visits, staff interviews, and document reviews - and advanced analytics, including data analytics and machine learning for continuous

6 monitoring. This balanced approach allows us to uncover key information in real time, identify broader trends, and address risk more effectively. Our Team We are nimble, senior-level team and can create capacity and flexibility as needed. Below we have provided an organizational chart of the team that will provide services to the City of Vallejo. Our team consists of Project Manager Julian Metcalf, Senior Managers Ofu Iyok-Nfonsam and Eric Spivak, and IT and Security Specialist Mark Decker. Project Manager Julian Metcalf will be the primary contact for this engagement. Please find complete resumes in the appendix. Hybrid Firm Approach Our decentralized model leverages senior-level expertise while minimizing overhead. Though we are located in multiple states (California, Oregon, and Texas), we emphasize in-person engagement where it adds the most value. At the same time, we maintain efficiency by conducting background analysis and data review remotely. This flexibility is cost-effective and responsive to the needs of each client engagement.

Julian Metcalf, MPA, CIA, CFEProject Manager
Eric Spivak, MPA, CIA, CGAP, CRMASenior Manager
Ofu Nfonsam, CPASenior Manager
Mark Decker, CISPIT and Secuirty Specialist

7 Staff Background Julian Metcalf, MPA, CIA, CFE, Project Manager Mr. Metcalf has served the San Francisco Budget and Legislative Analyst Office, the San Francisco Municipal Transportation Authority, the Santa Clara County Management Audit Division, he was a lead analyst at Moody's Investors Service and has led numerous audits and studies for local governments. He brings a keen focus on enhancing transparency, effectiveness, and financial clarity in the public sector. Ofu D. Iyok-Nfonsam, CPA, MBA, Senior Manager Ms. Iyok-Nfonsam is a licensed CPA with over 19 years of experience in compliance, performance, and management audits across diverse sectors. She is recognized for her expertise in Sarbanes-Oxley (SOX) and Financial Instruments and Exchange Act (J-SOX) compliance. Ms. Iyok-Nfonsam has led significant projects for large companies, enhancing internal controls and risk management. At GPP Analytics, she continues to deliver audit services for government entities, including counties, cities, and other governmental agencies. Eric Spivak, CIA, CGAP, CRMA, MPA, Senior Manager Mr. Spivak has 30 years serving state and local governments in comprehensive expertise in compliance audits, performance audits, program audits, management audits, and special studies for government entities. With vast experience in the public sector, local government management, consulting, training, and analytical roles, he has led significant projects for counties, cities, and other governmental agencies. Mark Decker, CISSP, IT and Security Specialist Mr. Decker is a proven government IT leader familiar with broad range of information and communication technologies. With 17 years’ experience as a County CIO managing an IT department with 30+ staff and a $7 million budget, as well as 6 years as Chief Information Security Officer, he brings well-honed insight, 30+ years of technology experience, and a focus on security and cost control to help public agencies improve efficiency and mitigate risk.

8 References Please see our reference list below detailing the organizations name, descriptions, location, and contact information. Organization's Name Description of Service Project Location Contact Information

1. Monterey County Auditor-Controller Audit of Wastewater Agreement, County of Monterey: Evaluated expenditure practice, leading to recommendations on budget management and financial oversight.

Monterey, CA James Lam, Chief Deputy Auditor-Controller 1441 Schilling Pl., North Building Salinas, CA 93901 (831) 755-4990 2. City of Richmond Performance Management Audit of Port of Richmond. Reviewed operations and organizational structure, providing recommendations for optimizing capital improvement processes.

Richmond, CA Eduardo Martinez, Mayor City of Richmond 450 Civic Center Plaza Richmond, CA 94804 510-620-6503 3. Los Angeles County Metropolitan Transportation Authority, Office of the Inspector General Audit Streamlining Study Los Angeles, CA Karen Gorman, Inspector General Los Angeles County Metropolitan Transportation Authority, Office of the Inspector General 818 West 7th Street, Suite 500 Los Angeles, CA 90017 (213) 922-2975

4. Sacramento City Auditor’s Office Performance Audit of Animal Care Services Division Sacramento, CA Kevin Christensen, Deputy City Auditor City Hall, 915 I Street, 2nd Floor, Sacramento, CA 95814 (916) 808-4743 5. San Francisco Bay Area Rapid Transit, Office of Inspector General Performance Audit of Construct Change Order processes at BART. Assessed almost $100 million worth of construction change orders over a four-year period. Made recommendations related to improved segregation of duties, roles, information systems, reporting, and planning practices.

Oakland, CA Claudette Biemeret, Inspector General San Francisco Bay Area Rapid Transit 2150 Webster Street 4th Floor Oakland, CA 94612 510-464-6141

9 Example Audits Example 1: Water Recycling Agreement Expenses for the Monterey County Water Resources Agency We conducted an audit of the Water Recycling Agreement Expenses for the Monterey County Water Resources Agency (MCWRA) and Monterey One Water (M1W). Our comprehensive audit, covering fiscal years 2018–2022, identified key areas for improvement, including the need for a compliant indirect cost methodology, consistent time recording practices, and enhanced transparency in financial reporting. Our findings and recommendations aimed to ensure accurate expense reporting, strengthen internal controls, and improve compliance with the Water Recycling Agreement.

Audit identified discrepancies in the supporting documentation of the direct labor charged by the auditee and evidence of overpayment in the agreement’s indirect cost charges.

10 Example 2: Port of Richmond for the City of Richmond (CA) We conducted a comprehensive management and performance audit of the Port of Richmond for the City of Richmond, CA. Our audit, conducted in compliance with IIA and GAGAS standards, assessed the overall management, efficiency, and effectiveness of all port operations and services. Key areas identified for improvement include the need for a strategic plan, enhanced procedures, better maintenance practices, dedicated finance staff, and improved lease management. The audit identified discrepancies in strategic planning, financial oversight, and lease management, highlighting the need for systematic improvements, and found a link between mismanagement of the Port and deterioration of assets.

Example of physically deteriorating infrastructure at the Port.

11 Example 3: Municipal Incorporation Study Los Osos Community Services District We performed a municipal incorporation study for the Los Osos Community Services District. In addition to the study, we developed a financial analysis dashboard for ongoing reporting and analysis of financial operations by their oversight committee. Allows for high-level and detailed analysis to monitor financial trends over time by staff, elected officials and the public.

Los Osos Community Services District, Finance and Budget Dashboard. Example 4: Make Meaning Out of Mess for Santa Clara County Sometimes key insights are hidden in paper logs and notes. From staff's prior management audit of the Santa Clara County Sheriff’s Custody Operations, problems with scheduling were uncovered in numerous binders and analyzed digitally when paired with other records.

Management Audit of the County of Santa Clara Sheriff’s Custody Operations, February 2022, 2021. Report.

12 Example 5: Countywide Risk Assessment for Santa Clara County Staff previously developed an annual Countywide Risk Assessment for Santa Clara County, CA using an 11-point quantitative and qualitative assessment methodology. Santa Clara County Management Audit Risk Assessment, https://board.sccgov.org/management-audit-division/management-audit-risk-assessment

13 Approach, Scope, & Timeline Annual Risk Assessment The initial focus of our engagement will be to work with the Audit Committee and other key staff to establish a risk assessment of the city operations to prioritize areas of internal audit work. During this phase, we gather a broad range of operational, financial, and regulatory information to gain a full understanding of the city’s activities. We then conduct surveys and interviews with key staff, department heads, and relevant stakeholders to identify known vulnerabilities, emerging risks, and areas of concern. Using both quantitative and qualitative data, we evaluate inherent, control, and residual risks by employing best practices such as the Government Accountability Office’s Yellow Book standards and the Committee of Sponsoring Organizations of the Treadway Commission (COSO) internal control framework. Findings from this analysis are prioritized based on their potential impact and likelihood, helping the Audit Committee to allocate resources effectively and shape a multi-year audit schedule. Finally, we document and communicate the results in a clear, concise format, ensuring the City of Vallejo’s leadership has the necessary insights to proactively address the most critical risks and evaluate its risk tolerance in various areas. Throughout the process, we will have regular check ins with stakeholders and incorporate feedback from management. Please find a proposed timeline of the initial risk assessment below: Milestone Timeframe Project Award & Contract Execution October 2025 Risk Assessment - Kickoff November 2025 • Entrance Conference • Interviews / Preliminary Document Review • Draft Planning Memo Risk Assessment - Fieldwork & Testing November - December 2025 • Targeted On-Site Visits (as needed) • Data Analysis & Transaction Testing • Status Updates to stakeholders (Bi-weekly) Risk Assessment - Reporting January 2026 • Draft Report

14 • Management Review & Feedback • Final Report & Presentation Once the Risk Assessment is complete, GPP will be ready and available to work on audit projects, as determined by the City and accompanied by a task order and a Notice to Proceed document. The following is an example of a common audit plan. The depth and specifics of any audit plan can vary greatly depending on the complexity of the issue and the magnitude of the risk being evaluated. We would modify this frame plan appropriately depending on engagement. Per our audit standards, we propose annually updating the risk assessment with the latest information and then updating the audit plan if priorities or risk rankings change as a result. These annual updates are expected to take significantly less time compared to the initial development of the assessment since the rubric and methodology of the assessment will already be established. Example Audit Plan Our proposed methodology for each audit is generally organized into three phases (Phase I: Project Initiation & Planning, Phase II: Fieldwork & Testing, and Phase III: Reporting & Close-Out) supported by ongoing Project Management and Quality Control processes. This approach is grounded in GAGAS (Yellow Book) standards, which emphasize independence, objectivity, and evidence-based findings. We will also incorporate, and follow as appropriate, the standards from the IIA International Professional Practices Framework (IPPF) and the guidance of Association of Certified Fraud Examiners (ACFE) to ensure a risk-based approach. Audit Phase I: Project Initiation & Planning 1. Entrance Conference and Workplan Finalization • Kickoff Meeting: We will begin with a formal entrance conference to establish communication protocols, introduce the project team, and clarify the project scope. This meeting allows us to confirm expectations, timelines, and reporting structures. • Document Request: Following the kickoff, we will submit a targeted document request list covering organizational charts, policy manuals, strategic plans, financial records, and any prior audit reports. This ensures our team has the materials necessary to perform a preliminary risk assessment.

15 2. Stakeholder Interviews and Observations • Interviews: Our team will conduct on-site interviews and observations as appropriate and any necessary follow up interviews remotely with relevant staff and stakeholders. These interviews will help us understand existing management practices, strategic priorities, and operational challenges. • Site Observations: We may visit selected facilities to observe physical processes, evaluate workflow, and note any apparent control gaps. These first-hand observations are critical for validating documentation and gaining an operational understanding of how resources are deployed. 3. Engagement Risk Assessment and Planning Memo • Engagement Risk Identification: Based on document reviews and interviews, we will analyze the governance structure, revenue management, and compliance environment to identify areas with higher risks (e.g., revenue collection, procurement, or capital projects) specific to the engagement. • Planning Memo: We will summarize our initial observations and the engagement risk assessment in a Planning Memo, highlighting: Key risk areas and recommended focus for testing in Phase II; scope refinements and tentative timeline adjustments; proposed methods for data collection and analysis; and preliminary discussion of potential performance indicators or benchmarks. For less complex engagements, this step may be consolidated to focus time and resources on Audit Phase II: Fieldwork & Testing. Audit Phase II: Fieldwork & Testing 1. Detailed Audit Testing Using the Planning Memo as our guide, we will perform targeted procedures designed to assess compliance with best practices, validate data accuracy, and confirm efficient use of resources. Typical tests and reviews might include: • Controls Mapping and Testing. Walk-Throughs: Tracing selected transactions or processes step-by-step to verify that written procedures match actual practices. Re-Performance: Independently replicating key tasks (e.g., reconciling an account) to confirm that controls operate as intended. • Documentation Review. Comparing policies and procedures against the COSO framework or other recognized standards to assess completeness and consistency.

16 • Financial Analysis. Variance Analysis: Comparing budgeted versus actual expenditures to detect overspending or underspending trends. Trend Analysis: Reviewing multi-year data to identify unusual fluctuations or patterns that may signal control weaknesses. • Data Analytics and Statistical Sampling. Data Reliability Checks: Evaluating datasets for accuracy and completeness (e.g., ensuring no gaps in transaction logs). Predictive/Comparative Analytics: Using ratios or benchmarking metrics to compare the County’s performance against internal targets or peer jurisdictions. Targeted Sampling: Drawing statistically valid samples for deeper review of documents, transactions, or operational records. • Compliance Testing. Regulatory Conformance: Verifying adherence to federal, state, and local mandates (e.g., procurement regulations, grant requirements, or workforce policies). Policy Adherence: Testing transactions for alignment with County policies—such as required approvals, thresholds, or documentation standards. • Operational Efficiency Reviews. Process Mapping: Visualizing workflows to identify potential redundancies, inefficiencies, or bottlenecks. Resource Allocation Checks: Verifying that staffing levels, equipment, and materials are being managed appropriately. 2. Field Visits and In-Person Observations Based on initial Phase I results, we may conduct additional in-person observations of select activities. This may include verifying inventory controls, confirming workforce deployment, and ensuring compliance with documented procedures. 3. Preliminary Results & Ongoing Communication Throughout Phase II, we will hold regular status meetings with project liaisons to discuss emerging issues, request any additional supporting documentation, and provide updates on timeline or scope revisions. These brief check-ins will help maintain transparency and alignment. Audit Phase III: Reporting & Close-Out 1. Draft Audit Report and Review • We will develop a draft management audit report that synthesizes testing results, analysis, and recommendations. • We will share the draft with the designated management team for a factual accuracy review during the Exit Conference. This collaborative approach ensures our findings are clear, evidence-based, and actionable. 2. Final Report and Presentations ● Upon receiving feedback, we will incorporate necessary clarifications and finalize the report.

17 ● If requested, we will present the final findings and recommendations in a formal meeting or workshop with leadership and/or other stakeholders. This session will highlight key strengths, areas for improvement, and a proposed action plan. 3. Follow-Up and Next Steps ● We will provide follow-up reports as requested. Project Management Approach We have designed our project management system using a phased-based method. Each phase is designed to in-take information to improve and refine the audit and has regular feedback points such as recurring auditee and client meetings, the planning memo, and the draft report. These feedback points are critical as they help identify any potential issues, break the work into smaller measurable tasks, and creates a more transparent audit process for clients. Simply put, we believe that regular communication within our audit team, with the auditee, and with our client point of contacts is the cornerstone of our project management philosophy. We address problems early, if they arise, and we bolster our work with our quality management system, reporting philosophy, professional development and ethics, and our culture of continuous improvement as discussed below. Quality Management System and Peer Review GPP Analytics runs a risk-based quality framework that conforms to GAGAS (Yellow Book) standards, which emphasize independence, objectivity, and evidence-based findings. We will also incorporate, and follow as appropriate, the standards from the IIA International Professional Practices Framework (IPPF) and the guidance of Association of Certified Fraud Examiners (ACFE) to ensure a risk-based approach. The CEO/CAE completes an internal annual quality management evaluation report, and each engagement is subject to an engagement quality review. We maintain rigorous quality control at each phase to assure accuracy, completeness, and compliance with professional standards: • Internal Reviews: Senior team members (e.g., Senior Manager, Project Manager) oversee workpapers, testing documentation, and draft reports to verify consistency and clarity of findings. • Technical Accuracy: All analyses, calculations, and interpretations undergo cross-checking by both our lead auditors and specialists where needed (e.g., CPA for financial testing). • Ongoing Communication: Frequent check-ins ensure alignment, allow for immediate issue resolution, and facilitate a no-surprises environment.

18 In compliance with our dual standards, our first triennial external peer review was completed in August 2025 where we were awarded a ‘Certificate of Compliance and Conformance’. The external peer review confirms that GPP’s internal quality control system is suitably designed and operating effectively to provide reasonable assurance of compliance with Government Auditing Standards and conformance with Global Internal Audit Standards. Reporting & Value Delivery We produce risk-based reports with actionable recommendations supported by data and aligned with internal controls and organizational objectives. When requested, we will provide work papers, interviews and all other relevant documentation. In addition, we present results to the audit committee, executive leadership, or regulators. Professional Development & Ethics All audit personnel complete 80 hours of CPE every two years, 24 in government auditing, and sign an annual Independence and Ethics Declaration. Engagement-specific checklists identify and mitigate any threats before work starts, satisfying both IPPF and Yellow Book competency and independence requirements. Continuous Improvement Culture Mid-engagement checkpoints, exit conferences, and structured debriefs with staff, auditees, and clients capture lessons learned and emerging issues. These insights feed into future work and risk assessments, policy updates, and training plans, supporting requirements for a quality improvement program that meets—and, through our dual-standard alignment, exceeds, the IPPF / Global

19 Fee Proposal We propose the following all-inclusive rates below by role. This covers: 1. All Labor: Audit staff (project manager, senior manager, analysts) performing interviews, testing, analysis, report drafting, and quality control. 2. Travel Expenses: Travel expenses for in-person site visits throughout the engagement for complex and large-sized engagements.

Role Hourly Rate
Project Manager (CEO/CEA) $210 IT/Security Specialist $205 Senior Manager $190 At the onset of each audit project, we would discuss the scope and expected hours with the City of Vallejo to determine the expected budget. Once confirmed, we will track hours and expenditures closely, providing routine billing statements to demonstrate alignment with the budget.

20 The following is an estimate of hours and total cost per engagement type. With more information on a specific engagement, we can provide a more precise estimate and proposed project plan. Engagement Type Estimated Hours (simple to complex) Cost Range* Notes
Risk Assessment (Initial) 200 $39k Initial Risk Assessment.

Risk Assessment (Annual Update) 100 $19.5k Follow up Risk Assessment.

Compliance Audit 100 – 350 $19.5k – $68.2k Grant or policy conformance.

Performance Audit 350 – 800 $68.2k – $156k Multi-department efficiency/effectiveness reviews.

Operational Audit 300 – 500 $58.5k – $96.5k Process optimization for one function or site. Fraud/Waste/Abuse Investigation 80 – 300 $15.6k – $58.5k Discrete fact-finding with loss quantification. Special Project (ad-hoc) 80 – 200 $15.6k – $39k Rapid turnaround research or validation requests.

Advisory / Consulting 60 – 150 $11.7k – $29.2k Workshops, policy drafting, risk-assessment input. *Cost estimates are based on a blended rate of $195/hour (PM 25 % × $210 + SM 75 % × 190).

21 Appendix: Personnel Resumes

22 Julian Metcalf, MPA, CIA, CFE, Chief Executive Officer Experience Finance and Government Operations • Independent Audit of City of Berkeley Payroll Audit Division, City of Berkeley City Auditor’s Office • Construction Contract Change Order Audit, San Francisco Bay Area Rapid Transit Agency Office of Inspector General • Animal Care Services Division, Performance Audit, City of Sacramento City Auditor’s Office • Expenditure Audit of Agreement, Monterey County Auditor-Controller’s Office • Performance Audit Port of Richmond, City of Richmond CA • Los Angeles Metro Audit Streamlining Study, Office of the Inspector General • FEMA Public Assistance Closeout, State of Utah Department of Emergency Management • Federal Funds Spending Audit, State of Utah Board of Education • Incorporation Study for the Los Osos Community Services District • Fee Study, City of Oxnard CA • Hiring Compliance Study, Regional Transportation District, Denver, CO • Audit of Tax and Fee Collection Processes and Information Sharing, City of Los Angeles • Management Audit of Claims Unit, City of Los Angeles • Management audit of Procurement Process, County of Santa Clara • Special Study of Analysis of Small Business Displacement, City and County of San Francisco • Management audit of Information Services Department, County of Santa Clara • Annual Review of Mayor’s Proposed $13 billion budget for the City and County of San Francisco • Annual Review of County Executive’s Proposed $11.5 billion budget for the County of Santa Clara • Monitoring and analysis of a $43 billion portfolio of local government bond ratings at Moody’s Investors Service • Assessed the financial and economic condition, governance, and debt portfolio of hundreds of cities, counties, school districts, and enterprise districts across the western states for Moody’s Investors Service Public Safety and Justice • Management Audit of Sheriff’s Custody Bureau, County of Santa Clara • Management Audit Los Altos Hills County Fire District, County of Santa Clara • Audit of the Implementation of Recommendations for Custody Improvement, County of Santa Clara • Management Audit of the Juvenile Probation William F. James Ranch Facility, County of Santa Clara Building, Planning, Public Works, and Transportation • Special Study of Santa Clara County Property Owned and Leased by the General Fund and Roads and Airports Departments, County of Santa Clara • Performance Audit Evaluating the Assessment and Collection of Wastewater Fees, Sacramento Regional County Sanitation District • Policy Analysis of Vehicle Telematics for City Vehicles, City and County of San Francisco

23 • Policy Analysis of Vehicle Telematics for City Vehicles Update, City and County of San Francisco • Policy Analysis of Public Art Programs, City and County of San Francisco • Policy Analysis of Construction Noticing, City and County of San Francisco Health and Social Services • Management Audit of In-Home Supportive Services program, County of Santa Clara • Management audit of Valley Health Plan, County of Santa Clara • Special Study of In-Home Care for Seniors, City and County of San Francisco Litigation Support/Expert Witness • Analysis of City of San Luis Obispo’s financial condition, financial and economic resiliency, and capital planning and budgeting practices • Analysis of City of Phoenix’s financial condition and budgeting practices • Analysis of County of San Luis Obispo’s financial condition and budgeting practices Professional History GPP Analytics Inc., Chief Executive Officer, 2022 - Harvey M. Rose Associates, LLC, Principal Analyst, 2017 - 2022 San Francisco Municipal Transportation Agency, IT Business Operations Manager, 2016-2017 Harvey M. Rose Associates, LLC, Principal Analyst, 2014 - 2016 Moody’s Investors Service, San Francisco, CA, Analyst, 2010-2014 Empire State Development Corporation, New York, NY, Graduate Intern, 2009-2010 GCA Strategies, San Francisco, CA, Analyst, 2007-2008 UC Berkeley, Berkeley CA, Staff Research Associate, 2006-2007 Education Master of Public Administration (MPA) Public and Nonprofit Management and Policy, New York University, Wagner Graduate School of Public Service, 2010 Bachelor of Arts in Geography, San Francisco State University, 2006 Professional Certifications Certified Internal Auditor (CIA), Institute of Internal Auditors Certified Fraud Examiner (CFE), Association of Certified Fraud Examiners Tableau Desktop Specialist, Tableau Software Information Technology Infrastructure Library (ITIL) Foundation, AXELOS Global Best Practice Professional Affiliations Institute of Internal Auditors, Chapter President; Association of Local Government Auditors, Strategy Committee; Association of Certified Fraud Examiners, Chapter Board Member. Recent Presentations & Publications • Aligning Auditees' and Auditors' Goals: Collaboration balanced with objectivity and independence can produce better audit results faster and with more buy-in, Western District Conference, Institute of Internal Auditors, May 22, 2025 • Training Session, City of Sacramento’s City Auditor’s Office, January 21, 2025

24 Eric Spivak, CIA, CGAP, CRMA, Senior Manager Experience Finance and Government Operations • Independent Audit of City of Berkeley Payroll Audit Division, City of Berkeley City Auditor’s Office • Construction Contract Change Order Audit, San Francisco Bay Area Rapid Transit Agency Office of Inspector General • Animal Care Services Division, Performance Audit, City of Sacramento City Auditor’s Office • FEMA Public Assistance Closeout, State of Utah Department of Emergency Management • Federal Funds Spending Audit, State of Utah Board of Education • Los Angeles Metro Audit Streamlining Study, Office of the Inspector General • Expenditure Audit of Agreement, Monterey County Auditor-Controller’s Office • Managed Jackson County’s Application for FEMA Assistance • Expenditure Audit of Agreement, Monterey County Auditor-Controller’s Office • Audit of Finance and Treasury Functions, Jackson County, OR • Audit of Collection of Funds for and from Other Jurisdictions, County of Jackson, OR • Audit of Compliance with Federal Awards (Single Audit), Jackson County, OR • Audit of Performance Measurement Program, Jackson County, OR • Special Study of Marijuana Grow Sites Impact on County Operations, Jackson County, OR • Management Audit of HR Recruitment Processes, Jackson County, OR • Managed Jackson County’s Use of COVID-19 CARES Act Funding • Financial Compliance Audits of several Ohio municipalities • Risk Assessment and Cash Control Audit of Vendor Operations, Metro Gov, Oregon • Citywide Benchmarking Study, Spokane, WA Public Safety and Justice • Jail Demographic Study, Jackson County, OR • Management Audit of Search and Rescue Program, Jackson County, OR • Audit of Civil Records Division, Jackson County, OR • Management Audit of Juvenile Justice Program, Jackson County, OR • Audit of Alaska Department of Corrections Prison Construction Project, Anchorage, AK • Management Audits of Multiple Arizona County Juvenile Probation Offices • Training Program Evaluation, Adult Probation Department, Maricopa County, AZ • Special Study of Patrol Staffing, Sheriff’s Office, Jackson County, OR • Audit of Property Room Internal Controls, Sheriff’s Office, Jackson County, OR • Service Providers Compliance Audit, Juvenile Justice Program, Jackson County, OR Building, Planning, Public Works, and Transportation • Management Audit, Planning Department, Jackson County, OR • Management Audit, Code Enforcement Program, Jackson County, OR • Internal Controls Audit of Building Department Permit Fee Collections, City of Atherton • Audit of Passenger Facilities Charge Collection and Use, Rogue Valley International Airport • Internal Controls Audit of Parking Revenue, Rogue Valley International Airport

25 Health and Social Services • Management Audit of Community Partners Grant Program, Jackson County, OR • Contract Compliance Audit of Jail Healthcare Provider, Jackson County, OR • Management Audit of Developmental Disabilities Program, Jackson County, OR • Special Study of Restaurant Inspection Fees System • Process Improvement Study, Riverview Medical Center, Red Bank, NJ • Performance Audit of Arizona Foster Care Review Program, Phoenix, AZ Miscellaneous Government Operations • Management Audit of Assessor’s Office, Jackson County, OR • Risk Assessment and Internal Control Audit, Washington State Dept. of Financial Institutions • Management Audit of Municipal Golf Operations, Tempe, AZ Utility Audits • Affiliate Transactions Audit, San Diego Gas and Electric • Affiliate Transactions Audit, Southern California Gas • Original Cost of Plant Audit, Commonwealth Edison, Chicago, IL • Sarbanes-Oxley Audit, Chugach Electric Association, Anchorage, AK Professional History GPP Analytics Inc., Senior Manager, 2023 - Present Jackson County, Medford, OR, County Auditor, 2013 - 2023 Self-employed, Cincinnati, Freelance Auditor, OH 2010-2013 Office of the National Public Auditor, Federated States of Micronesia, Audit Mgr., 2009-2010 Self-employed, Salem, OR, Freelance Auditor, 2005-2010 City of Scottsdale, Scottsdale, AZ, 2001-2005, Internal Auditor Administrative Office of the Courts, Phoenix, AZ, 1998-2005, Compliance and Program Auditor Self-employed, Tempe, AZ, freelance auditor, 1995-1998 Office of the Auditor General, Phoenix, AZ, Performance Auditor, 1994-1995 Education Master of Public Administration (MPA) Program Evaluation and Policy Analysis, Arizona State University, School of Public Affairs, 1994 Bachelor of Arts in Political Science, Arizona State University, 1990 Professional Certifications Certified Internal Auditor (CIA), Institute of Internal Auditors Certified Government Auditing Professional, Institute of Internal Auditors Certification in Risk Management Assurance, Institute of Internal Auditors Recent Publications and Presentations • Aligning Auditees' and Auditors' Goals: Collaboration balanced with objectivity and independence can produce better audit results faster and with more buy-in, Western District Conference, Institute of Internal Auditors, May 22, 2025 • Cognitive Bias and Its Impact on Decision Making, Association of Local Government Auditors Annual Conference, May 2, 2022

26 Ofu D. Iyok-Nfonsam, CPA, MBA, Senior Manager Experience Audit Experience • Independent Audit of City of Berkeley Payroll Audit Division, City of Berkeley City Auditor’s Office • Construction Contract Change Order Audit, San Francisco Bay Area Rapid Transit Agency Office of Inspector General • Animal Care Services Division, Performance Audit, City of Sacramento City Auditor’s Office • Los Angeles Metro Audit Streamlining Study, Office of the Inspector General • Expenditure Audit of Agreement, Monterey County Auditor-Controller’s Office • FEMA Public Assistance Closeout, State of Utah Department of Emergency Management • Federal Funds Spending Audit, State of Utah Board of Education • Construction Contract Change Order Audit, San Francisco Bay Area Rapid Transit Agency • Fee Study, City of Oxnard CA • Managed SOX projects and coordinated with external auditors to ensure compliance. • Provided comprehensive recommendations to mitigate risks and enhance governance. • Led Ernst & Young audit engagements, including planning, risk assessment, control analysis, and testing. • Enhanced SOX compliance for publicly traded companies, identifying control weaknesses and areas for improvement. • Managed financial statement and internal control audits for companies with assets ranging from $3.2 billion to $20 billion. • Directed and mentored audit teams, ensuring the successful execution and profitability of projects. • Conducted financial statement audits for publicly traded asset management companies, including mutual funds and private equities. • Coordinated day-to-day work for staff auditors and supervised training for over 20 associates. Professional History GPP Analytics Inc, Auditor, 2024 - Present Freelance, Independent Internal Audit Consultant, 2014 – 2024 Ernst & Young LLP, Audit Manager Houston TX, 2011 – 2014 Ernst & Young LLP, Audit Senior Associate, New York, NY, 2008 – 2011 Ernst & Young LLP, Consulting Senior Associate, 2008 Ernst & Young LLP, Audit Associate 2006 – 2008 Education Master of Business Administration (M.B.A.) in Information Technology Management, State University of New York, Albany NY, 2006 Bachelor of Science (B.Sc.) in Accounting, Minnesota State University, Mankato MN, 2003 (Minor in Business Administration and Computer Technology)

27 Mark L. Decker, CISSP, IT & Security Audit Specialist A proven leader in government information technology with more than 30 years of public- and private-sector experience, including 17 years as Chief Information Officer (CIO) and 6 years as Chief Information Security Officer (CISO) for Jackson County, Oregon. Mark excels at aligning technology investments with organizational goals, reducing cyber-risk, and delivering cost-effective, secure, and resilient enterprise systems. Experience Government IT Leadership & Operations ● Directed a 30-person county IT department supporting 1,000+ end-users and a $7 million annual technology budget, setting strategy, structure, and performance metrics. ● Negotiated and managed dozens of multi-year vendor contracts and service-level agreements (SLAs) to maximize value and ensure compliance with state procurement rules. ● Established county-wide technology governance processes that improved project prioritization, reduced unplanned expenditures, and increased stakeholder satisfaction. Cybersecurity & Risk Management ● As CISO, developed and executed a defense-in-depth program covering policy, training, incident response, vulnerability management, monitoring, and regulatory compliance. ● Led county readiness efforts for CJIS, HIPAA, and PCI-DSS requirements; reduced audit findings and insurance premiums by implementing risk-based controls. ● Served on Oregon’s State & Local Cybersecurity Grant Program Planning Committee, reviewing agency grant proposals for efficacy and regulatory compliance. Network, Communications & Infrastructure ● Designed and maintained redundant voice/data networks, data-center virtualization, and high-availability storage platforms to support 24×7 public-safety operations. ● Implemented disaster recovery and business-continuity plans that achieved sub-four-hour recovery time objectives (RTO) for critical county services. ● Guided county migration to cloud-hosted productivity and collaboration suites, improving remote-work capabilities while maintaining security controls. Data Integration & Enterprise Systems ● Led enterprise data-integration initiatives that modernized legacy applications, improved data quality, and increased inter-departmental information sharing. ● Prior consulting roles included designing large-scale data-quality solutions for Fortune-500 and public-sector clients, enhancing analytical insight and decision-making. Professional History Jackson County, Oregon – Technology Director / CIO / CISO, 2007–2024 Mark Decker Design, Ashland, OR – Owner, 2005–2007

28 Dun & Bradstreet, San Francisco, CA – Senior Technology Consultant, 2002–2005 Rainfinity (acquired by EMC), San Jose, CA – Product Manager, 2001–2002 Rainfinity, San Jose, CA – Inside Sales Manager, 2000–2001 Pacific Bell Network Integration (now AT&T), Dublin, CA – Network Engineering Manager … 1999–2000 Pacific Bell Network Integration, Dublin, CA – Senior Network Engineer, 1997–1998 WorldCom, San Mateo, CA – Senior WAN Technical Consultant, 1995–1997 Bank of America, San Francisco, CA – LAN Systems Engineer, 1993–1995 Dae Myung Institute, Pusan, South Korea – Instructor, 1992–1993 Comstock Johnson Architects, Sacramento, CA – LAN Administrator, 1990–1992 Network Systems Group, Orangevale, CA – Support Technician, 1988–1990 Formal Education & Certifications ● Certified Information Systems Security Professional (CISSP), ISC² – active since 2022 (ID #1011154) ● Bachelor of Science, Design, University of California, Davis – 1992 ● Graduate coursework, Information & Technology Strategies, Notre Dame de Namur University (2004) ● Graduate coursework, Business Law & Accounting, Southern Oregon University MBA program (2016) Professional Training Has completed dozens of conferences, seminars, and technical courses covering cybersecurity, IT service management, cloud architecture, and leadership development. Community Engagement Member, Oregon State & Local Cybersecurity Grant Program Planning Committee – advising on statewide cybersecurity strategy and evaluating local-agency grant applications.