Agenda packet — Vallejo City Council, March 3, 2026

HYBRID MEETING
www.Cityofvallejo.net

CALL AND NOTICE OF SPECIAL
MEETING AT 6:00 PM OF THE

VALLEJO CITY COUNCIL

MARCH 3, 2026

Council Chambers
555 Santa Clara Street
Vallejo, CA 94590

COUNCIL MEMBERS
Andrea Sorce (Mayor)
Diosdado "JR" Matulac (Vice-Mayor)
Peter Bregenzer
Helen-Marie Gordon
Tonia Lediju, PhD
Alexander Matias
Charles Palmares

NOTICE: Members of the Public will be able to participate in-person or remotely via Zoom
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members of the public 30 minutes prior to the start of
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Any supplemental writing related to an agenda item for an open session of a regular meeting that is distributed to all or a majority of all members of the City Council less than 72 hours before the meeting will be posted concurrently on the City’s website at www.cityofvallejo.net/agendas Written material distributed during the meeting, will be available at the meeting if prepared by the City or after the meeting if prepared by someone else. Such materials may be obtained from the City Clerk

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AGENDA
TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below. NOTICE: Members of the public shall have the opportunity to address the City Council concerning any item listed on the agenda before or during consideration of that item. No other items may be discussed at this special meeting

1. CALL TO ORDER

2. ROLL CALL

3. PLEDGE OF ALLEGIANCE

4. ACTION CALENDAR
NOTICE: Members of the public wishing to address the Council on Action Calendar Items may do so in person by signing in to the Public Speaker's kiosk located in the back of the Council Chambers or via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833. Enter Meeting ID: 914 0075 0676#. Press *9 to digitally raise your hand from the phone. Press *6 to unmute/mute. For additional instructions on how to speak remotely during public comment, please visit, www.cityofvallejo.net/publiccomment. Each speaker is limited to five minutes pursuant to Vallejo Municipal Code Section 2.02.420 or as approved and announced by the Mayor. In person speakers will be recognized first
A. RECEIVE FEEDBACK AND APPROVAL REGARDING THE SCOPE OF

WORK TO ENGAGE AUDITORS TO PERFORM AN ORGANIZATIONAL

ASSESSMENT/BENCHMARKING, A RISK ASSESSMENT, AND AN

INTERNAL CONTROL REVIEW OF VARIOUS CITY DEPARTMENTS,
AND NOTICE TO AMEND THE FISCAL YEAR 25/26 BUDGET TO
APPROVE $151K IN MONSANTO FUNDS TO FUND SAME (STEP 1 OF 2)
Recommendation:

Provide feedback and approval of the Scope of Work for audit services for a Organizational Assessment/Benchmarking, Risk Assessment and Internal Control Review of various City Departments and provide Notice of Intent to Amend the FY 25/26 Budget to approve $151,000 in Monsanto funds to fund same (Step 1 of 2)
Contact: Nalungo Conley, Assistant City Manager
[email protected]
B. ANNUAL SPECIAL COUNCIL MEETING - PRESENTATIONS FROM CITY

BOARDS, COMMISSIONS AND COMMITTEES (CONSIDER AND TAKE

ACTION ON WORKPLANS AND PROVIDE FEEDBACK ON BUDGET

REQUESTS)
Recommendation: Receive presentations from City boards, commissions, and committees regarding their annual workplans and budget requests for the

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upcoming fiscal year and provide direction or possible approval of the workplans and feedback/direction on the budget requests as appropriate.

Contact: Dawn G. Abrahamson, MMC, City Clerk (707) 648-4527 [email protected]
C. BEAUTIFICATION COMMISSION - CONSIDER AND TAKE ACTION ON PROPOSED APPROVAL OF FY 2026-27 WORKPLAN AND PROVIDE

FEEDBACK ON ANNUAL BUDGET REQUEST
Recommendation: Consider and take action on the Fiscal Year 2026-2027 Beautification Commission Workplan and provide feedback on budget request.

Contact: Shelee Loughmiller, Commission Staff Secretary [email protected]
D. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION - CONSIDER

AND TAKE ACTION ON WORK PLAN AND PROVIDE FEEDBACK ON

BUDGET REQUEST
Recommendation: Consider and take action on the Fiscal Year (FY) 2026-27 work plan. Provide feedback on the budget request of $17,558 for the Housing and Community Development (HCD) Commission.

Contact: Alicia M. Jones, Housing Director (707) 648-4408 [email protected]
Chari Francisco, Administrative Manager (707) 553-7204
[email protected]
E. SISTER CITIES COMMISSION - CONSIDER AND TAKE ACTION ON

PROPOSED WORKPLAN AND PROVIDE FEEDBACK ON THE BUDGET
REQUEST. CONSIDER AND PROVIDE DIRECTION ON THE POSSIBLE

INSTALLATION OF SISTER CITY SIGNS AT EIGHT ENTRY POINTS TO

THE CITY
Recommendation: Conisder and take action on the Fiscal Year 2026-2027 workplan (attached) and provide feedback on the budget request for the Vallejo Sister City Commission. Additionally, provide direction to staff related to the placing of eight signs bearing the names of Vallejo’s Sister Cities at eight entry points to the City.

Contact: Erik Rzomp, Executive Assistant to Mayor Sorce (707) 648-4377 [email protected]
F. COMMISSION ON CULTURE AND THE ARTS - CONSIDER AND TAKE

ACTION ON PROPOSED WORK PLAN AND PROVIDE FEEDBACK ON
BUDGET REQUEST FOR FISCAL YEAR 2026-2027
Recommendation: Consider and approve the Commission on Culture and the Arts (CAC) proposed Work Plan and provide feedback on budget request for Fiscal Year 2026-2027.

Contact: Annette Taylor, Senior Community Development Analyst, (707) 649- 3510
[email protected]

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G. MCCUNE COLLECTION COMMISSION - CONSIDER AND TAKE ACTION

ON PROPOSED WORK PLAN AND PROVIDE FEEDBACK ON BUDGET
REQUEST FOR FISCAL YEAR 2026-27
Recommendation: Consider and take action on the McCune Collection Commission (MCC) Work Plan and provide feedback on the budget request for Fiscal Year 2026-2027.

Contact: Annette Taylor, Senior Community Development Analyst, (707) 649- 3510
[email protected]
H. ECONOMIC DEVELOPMENT COMMISSION - CONSIDER THE MULTI YEAR

WORKPLAN PREVIOUSLY APPROVED BY COUNCIL AND PROVIDE
FEEDBACK ON THE FISCAL YEAR 2026-27 BUDGET REQUEST
Recommendation: Consider the previously approved workplan and provide feedback on the FY2026-27 budget allocation of $27,967 for the Economic Development Commission (EDC)
Contact: Brad Paul, Interim Economic Development Director [email protected]
I. SURVEILLANCE ADVISORY BOARD - CONSIDER AND TAKE ACTION ON THE 2026/27 WORK PLAN AND PROVIDE FEEDBACK ON BUDGET

REQUEST
Recommendation:

Consider and take action on the proposed Surveillance Advisory Board (SAB) 2026 Draft Work Plan (attached).

Provide feedback on budget request for $10,000 to support Community Engagement activities and External Subject Matter Expert services.

Contact: Lance David-Interim I.T. Director/Board Secretary (707) 648-5408 [email protected]

5. ADJOURNMENT

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ADDITIONAL CITY INFORMATION
Members of the public can:
• Like us on Facebook and Instagram (@cityofvallejo)
• Sign up to receive City Communications via e-mail (www.cityofvallejo.net/subscribe) • Sign up for emergency alerts at: alertsolano.com
Dated: Wednesday, February 25, 2026
Andrea Sorce, Mayor
I, Dawn Abrahamson, City Clerk do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to

Andrea Sorce (Mayor)
Diosdado "JR" Matulac (Vice-Mayor)
Peter Bregenzer
Helen-Marie Gordon
Tonia Lediju, PhD
Alexander Matias
Charles Palmares,

at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 555 Santa Clara Street, CA at 4:30 p.m., Wednesday, February 25, 2026.

Dated: Wednesday, February 25, 2026

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ACTION ITEM 4.A.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Nalungo Conley, Assistant City Manager
SUBJECT: RECEIVE FEEDBACK AND APPROVAL REGARDING THE SCOPE OF WORK TO

ENGAGE AUDITORS TO PERFORM AN ORGANIZATIONAL

ASSESSMENT/BENCHMARKING, A RISK ASSESSMENT, AND AN INTERNAL

CONTROL REVIEW OF VARIOUS CITY DEPARTMENTS, AND NOTICE TO AMEND THE FISCAL YEAR 25/26 BUDGET TO APPROVE $151K IN MONSANTO FUNDS TO FUND SAME (STEP 1 OF 2)

RECOMMENDATION
Provide feedback and approval of the Scope of Work for audit services for a Organizational Assessment/Benchmarking, Risk Assessment and Internal Control Review of various City Departments and provide Notice of Intent to Amend the FY 25/26 Budget to approve $151,000 in Monsanto funds to fund same (Step 1 of 2)

REASONS FOR RECOMMENDATION
With the addition of the Organizational/Benchmarking Assessment and Internal Control Review to the requested audit services, we need to amend the budget to account for the increase in cost. We have identified a consultant to engage in this process from our existing bench of performance auditors. The information gathered from this audit will provide valuable baseline information to the City Manager and to City Council to discuss when creating the FY26/27 annual budget, guide the decision-making process in establishing the long-term financial plan, and provide critical data inputs as conversations continue on the short and long-term financial strategies being brought forward for consideration.

BACKGROUND AND DISCUSSION
At the February 10th, 2026, City Council meeting, staff was directed to bring back the Scope of Work for the requested performance audit services for review and feedback before engaging with the consultants.

Staff has created the Scope of Works for each focus area, attached to this staff report and are prepared to receive guidance from Council on the details contained within. Once the overall scope is finalized, staff will reach out to engage the consultants to get started on the assessments. Finance staff made a funding request through the Mid-Year budget process; however, it wasn’t approved. Therefore, staff is providing this notice to amend the FY25/26 budget to finance these audit services.

FISCAL IMPACT
Staff is requesting to use Monsanto Funds to support these audit services. The starting balance of the Monsanto Fund is 2,407,022.00 and the request is to allocate $151,000 of that funding to these efforts.

The balance in the fund, if approved, is $2,256,022.00.

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Date: March 3, 2026
Subject:

RECEIVE FEEDBACK AND APPROVAL REGARDING THE SCOPE OF WORK TO ENGAGE

AUDITORS TO PERFORM AN ORGANIZATIONAL ASSESSMENT/BENCHMARKING, A RISK

ASSESSMENT, AND AN INTERNAL CONTROL REVIEW OF VARIOUS CITY DEPARTMENTS, AND NOTICE TO AMEND THE FISCAL YEAR 25/26 BUDGET TO APPROVE $151K IN MONSANTO FUNDS TO FUND SAME (STEP 1 OF 2)

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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. Scope of Work - Organizational and Benchmaking Assessment

2. Scope of Work - Organizationsal Risk Assessment

3. Scope of Work - Internal Controls_OvertimeManagement

CONTACT
Nalungo Conley, Assistant City Manager
[email protected]

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Scope of Work
FY 2026/27 Budget Development
High-Level Organizational Assessment / Benchmarking

PURPOSE
To support development of the FY 2026/27 Budget, the City will conduct a high-level organizational assessment focused on identifying departments or functions where budgeted staffing (FTE), services and supplies, or overall expenditures materially exceed peer city norms.

The assessment is intended to provide a data-informed framework to assist the City Manager and City Council in identifying potential areas for cost containment or resource reallocation.

This effort is designed to be high-level in scope due to time and budget constraints and will not constitute a comprehensive operational audit.

OBJECTIVES

1. Identify departments or functional areas where:
o Budgeted FTE levels exceed peer benchmarks.
o Services and supplies expenditures are materially higher than comparable cities. o Overall cost per capita or percentage of General Fund allocation exceeds peer averages.

2. Provide an objective, comparative framework to inform policy discussions and potential reduction strategies during the FY 2026/27 budget process.

SCOPE OF WORK

1. Staffing Analysis (FTE by Function)
• Review adopted budgeted FTEs by department and major function. • Calculate key staffing ratios (e.g., FTE per 1,000 residents). • Benchmark against selected California peer cities of similar size and service profile. • Identify variances above established peer ranges.

2. Expenditure Benchmarking

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• Analyze expenditures by function, with emphasis on:
o Personnel costs
o Services and supplies
• Compare:
o Cost per capita
o Cost as a percentage of General Fund
o Year-over-year spending trends
• Identify functions materially above peer averages.

3. High-Level Service Intensity Review
• Utilize readily available service indicators (e.g., calls for service, permits, inspections, work orders, recreation participation).
• Assess whether higher staffing or expenditures correlate with higher service demand. • Note areas where resource levels may not align with observable service volume.

4. Peer City Comparison
• Use publicly available budget and staffing data from selected comparable California cities. • Acknowledge structural or service-level differences that may explain variances. • Focus on high-level comparability rather than program-level detail.

DELIVERABLES
• Written summary report including:
o Staffing comparisons by function
o Expenditure comparisons by function
o Service intensity observations
o Identification of departments materially above benchmark ranges • Summary matrix highlighting:
o Areas aligned with peer norms
o Areas exceeding peer norms
o Potential candidates for further review during the budget process • Executive summary suitable for Council discussion.

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LIMITATIONS
• This assessment is high-level and budget-oriented.
• It does not include detailed operational workflow reviews or performance audits. • Departments identified as above benchmark may require further analysis before final budget decisions are made.

EXPECTED OUTCOME
The assessment will provide City leadership with a structured, transparent, and comparative framework to:
• Support data-driven FY 2026/27 budget discussions
• Identify potential areas for cost reduction
• Prioritize functions for deeper evaluation, if necessary

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Scope of Work
Initial Risk Assessment and Audit Plan Development
City of Vallejo

I. Purpose
The purpose of this engagement is to conduct an initial, Citywide risk assessment of departments and/or programs and to develop a prioritized audit plan for the City of Vallejo.

This initial assessment is intended to establish a baseline understanding of organizational risk, strengthen governance and internal controls, and provide a structured framework for future risk assessment updates.

The scope of services includes developing a repeatable risk assessment rubric and methodology, conducting qualitative interviews with City leadership, coordinating data requests and gathering, completing the analysis, and preparing a recommended audit plan.

II. Scope of Services
A. Development of Repeatable Risk Assessment Methodology The Consultant will develop a standardized and repeatable risk assessment rubric and methodology to evaluate City departments and/or programs. The methodology will:
• Define risk categories and scoring criteria;
• Incorporate weighting factors and evaluation benchmarks; • Align with applicable government auditing standards and industry best practices; and • Be designed for consistent future application by the City.

This methodology will serve as the foundation for subsequent risk assessments and ongoing audit planning.

B. Qualitative Interviews with City Leadership
The Consultant will conduct structured qualitative interviews with City leadership and selected department representatives to identify and assess:
• Operational and financial risks;
• Internal control environments;

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• Compliance considerations;
• Strategic priorities and emerging risks; and
• Areas of operational vulnerability or concern.

Interview results will be documented and incorporated into the overall risk analysis.

C. Data Coordination and Gathering
The Consultant will coordinate with City staff to identify, request, and collect relevant financial, operational, staffing, compliance, and performance data necessary to support the initial risk assessment.

Collected data will be reviewed and organized to ensure consistency and reliability in the evaluation process.

D. Risk Analysis and Recommended Audit Plan
Using the developed methodology and collected qualitative and quantitative information, the Consultant will:
• Score and rank departments and/or programs based on identified risk factors; • Identify areas of elevated or significant risk;
• Develop a prioritized audit plan informed by risk results, organizational priorities, and available resources; and
• Present findings and recommendations to City leadership and/or the City Council, as requested.

The recommended audit plan will outline proposed audit topics, justification for prioritization, and suggested implementation timing.

III. Deliverables
The Consultant will provide the following deliverables:

1. A repeatable Risk Assessment Rubric and Methodology;

2. A summary of leadership interviews;

3. An Initial Risk Assessment Report; and

4. A recommended, prioritized Audit Plan.

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Scope of Work
Citywide Overtime Management, Internal Control, and Safety Audit

Objective
Conduct a comprehensive citywide review of overtime practices to evaluate:
• Governance and management of overtime
• Internal controls and oversight
• Compliance with the Fair Labor Standards Act, MOUs, and City policies • Financial impact and structural reliance on overtime
• Operational effectiveness and safety/fatigue risks

The audit will assess whether overtime usage is justified, properly authorized, effectively monitored, and aligned with operational outcomes and employee well-being.

Scope
The audit will include, but not be limited to, the following components:

1. Overtime Governance and Management
• Review citywide and departmental overtime policies and procedures • Evaluate decision-making processes for assigning overtime • Assess whether overtime limits, thresholds, and approval hierarchies are clearly defined and enforced
• Review monitoring and reporting practices to executive management and Council

2. Department Review

A. Safety Departments
• Analyze overtime usage in Police and Fire operations
• Evaluate deployment decisions, special initiatives, and emergency response staffing
• Review patterns of excessive hours, consecutive shifts, and fatigue risk

B. Non-Safety Departments
• Analyze overtime drivers such as vacancies, seasonal workload, capital projects, special events, and grant-funded programs
• Evaluate scheduling practices and workload planning
• Assess whether overtime reflects structural staffing gaps or temporary operational needs

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3. Internal Controls and Oversight
• Evaluate authorization, approval, and documentation requirements • Assess segregation of duties between request, approval, and payroll processing • Test timekeeping and payroll system controls
• Review enforcement of established overtime limits and policies • Assess supervisory review and management oversight mechanisms

4. Financial and Budgetary Analysis
• Analyze multi-year overtime trends citywide and by department • Compare budgeted versus actual overtime expenditures
• Evaluate concentration of overtime among specific employees or classifications • Assess structural reliance on overtime versus alternative staffing strategies • Review long-term fiscal impacts, including pensionable compensation where applicable

5. Data Analytics and Monitoring Practices
• Perform data analytics to identify outliers, high-risk patterns, and override activity • Evaluate dashboards and reporting tools used to monitor overtime • Benchmark practices against comparable California municipalities

6. Compliance and Risk Assessment
• Evaluate compliance with applicable labor agreements and personnel rules • Review safeguards intended to prevent misuse, abuse, or manipulation of overtime • Assess risk exposure related to excessive hours, employee fatigue, and potential liability

Methodology
The audit will include:
• Interviews with department leadership and operational staff • Document and policy review
• Data analytics and trend analysis covering a multi-year period • Transaction testing and sampling
• Review of timekeeping and payroll systems
• Benchmarking against best practices from comparable jurisdictions

Deliverables
The auditor will provide a written report to the City Council that includes:
• Analysis of overtime trends and drivers (safety and non-safety) • Evaluation of internal controls and oversight effectiveness • Identification of risks, including fiscal and fatigue-related exposure

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• Recommendations to strengthen governance, monitoring, compliance, and operational efficiency

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ACTION ITEM 4.B.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
Dawn G. Abrahamson, City Clerk
SUBJECT: ANNUAL SPECIAL COUNCIL MEETING - PRESENTATIONS FROM CITY BOARDS,

COMMISSIONS AND COMMITTEES (CONSIDER AND TAKE ACTION ON WORKPLANS

AND PROVIDE FEEDBACK ON BUDGET REQUESTS)

RECOMMENDATION
Receive presentations from City boards, commissions, and committees regarding their annual workplans and budget requests for the upcoming fiscal year and provide direction or possible approval of the workplans and feedback/direction on the budget requests as appropriate.

REASONS FOR RECOMMENDATION
The first Tuesday in the month of March has been reserved as a Special Council Meeting dedicated to presentations from the City’s boards, commissions, and committees on their workplans and budget requests.

This annual meeting provides an opportunity for each advisory body to:

1. Present its adopted or proposed annual workplan;

2. Share accomplishments from the prior year;

3. Identify emerging issues within its purview; and

4. Submit any budget requests for consideration in the upcoming fiscal year.

This structure supports transparency, coordination, and alignment between advisory bodies and the City Council, while ensuring that resource requests are considered in advance of the City’s formal budget development process.

BACKGROUND AND DISCUSSION
At the November 18, 2025 regular meeting, Council established its regular meeting schedule for 2026 and 2027. During discussion of the item, Councilmember Matias, with full support from the Council, requested the first Tuesday in the month of March for 2026 and 2027 be designated as a special Council meeting for standing city boards, commissions and committees to have an opportunity to present and have the City Council potentially take action on their proposed work plans and consider and provide direction on budget requests.

The City Council relies on its advisory bodies to provide subject matter expertise, community input, and policy recommendations within specific areas of responsibility. Establishing the first Tuesday in March as a dedicated meeting for work plan and budget presentations ensures:
• Alignment with Budget Timeline: Presentations occur in advance of the fiscal year proposed budget, allowing advisory body priorities to be evaluated within the broader fiscal context of the upcoming fiscal year.

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Date: March 3, 2026
Subject: ANNUAL SPECIAL COUNCIL MEETING - PRESENTATIONS FROM CITY BOARDS,

COMMISSIONS AND COMMITTEES (CONSIDER AND TAKE ACTION ON

WORKPLANS AND PROVIDE FEEDBACK ON BUDGET REQUESTS)

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• Policy Consistency and Coordination: Council has an opportunity to provide direction to ensure that advisory body work plans align with adopted Council goals and priorities. • Transparency and Accountability: Each body reports on accomplishments and planned initiatives in a public forum.
• Efficient Scheduling: Consolidating presentations into a single special meeting minimizes disruption to regular Council business and creates a predictable annual reporting structure.

EXISTING BOARDS, COMMISSIONS, AND COMMITTEES
The City currently maintains the following advisory bodies:

1. Architectural Heritage and Landmarks Commission

2. Beautification Commission

3. Civil Service Commission

4. Code Enforcement Appeals Board

5. Commission on Culture + Arts

6. Design Review Board

7. Economic Development Commission

8. Housing and Community Development Commission

9. Human Relations Commission

10. Marina Advisory Committee

11. McCune Collection Commission

12. Measure P Oversight Committee

13. Planning Commission

14. Participatory Budgeting Steering Committee

15. Planning Commission

16. Police Oversight & Accountability Commission

17. Sister City Commission

18. Surveilliance Advisory Board

Of the 18 existing boards, commissions, and committees, 7 are presenting workplans and/or budget requests this evening. Vallejo Municipal Code Section 2.26.120 allows each board, commission or committee to adopt/propose a work plan that serves to fulfill its purpose; however, a work plan is not required. The proposed work plan shall be aligned with the council's goals and priorities, be feasible in light of staffing and financial resources, and shall be brought to the City Council for approval prior to implementation.

Council will be requested to approve, edit or disapprove each workplan presented.

NEXT STEPS
Following tonight’s presentations and approval of any workplans desired by the Council, staff will:
• Incorporate Council feedback on the budget requests into the budget development process; • Evaluate submitted requests within available resources; and • Return to Council during scheduled budget hearings with recommendations.

FISCAL IMPACT

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Date: March 3, 2026
Subject: ANNUAL SPECIAL COUNCIL MEETING - PRESENTATIONS FROM CITY BOARDS,

COMMISSIONS AND COMMITTEES (CONSIDER AND TAKE ACTION ON

WORKPLANS AND PROVIDE FEEDBACK ON BUDGET REQUESTS)

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There is no direct fiscal impact associated with receiving presentations. Council will provide direction to City staff of whether and how to analyze any budget requests submitted by advisory bodies at the special meeting and incorporate them into the Fiscal Year 2026–2027 budget development 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
None

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

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ACTION ITEM 4.C.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Shelee Loughmiller, Commission Staff Secretary
SUBJECT: BEAUTIFICATION COMMISSION - CONSIDER AND TAKE ACTION ON PROPOSED APPROVAL OF FY 2026-27 WORKPLAN AND PROVIDE FEEDBACK ON ANNUAL

BUDGET REQUEST

RECOMMENDATION
Consider and take action on the Fiscal Year 2026-2027 Beautification Commission Workplan and provide feedback on budget request.

REASONS FOR RECOMMENDATION
Approving the workplan of the Beautification Commission and ultimately the budget request will advance a number of community engagement strategies, including hosting multiple outreach events and recognition awards for our business and residential neighbors.

BACKGROUND AND DISCUSSION
The Beautification Commission Workplan for FY 2026-2027 (attached) details the goals and timeline for each goal to be accomplished based on extensive, thoughtful discussions. The plan was finalized at the January 2026 meeting. To accomplish the goals of the 2026-2027 workplan, the Commission is requesting funding of $3,000.

The VBC is a seven‐member body with a Council liaison and staff support from the Community & Volunteer Coordinator. The Commission voted to meet every month (1st Wednesday) at 6:00 p.m. in Council Chambers in order to achieve its goals and objectives, as well as maintain the momentum of the Ad Hoc committee's work.

Recent Commission initiatives have included increasing volunteer participation in community clean‐ups; exploring beautification of waterfront and business districts; and coordinating with downtown programs and public art efforts. Specific examples of the VBC's active participation:
• Members of the 2025 Beautification Commission staffed the Vallejo Marina check-In for the Coastal Clean Up event in September
• Attended Vallejo Watershed Alliance clean-up days at Blue Rock Springs and Lake Dalwigk in September and October
• Organized a joint clean-up in partnership with the Bay Vine Trail team along the White Slough portion of the trail in November 2025
• The City of Vallejo’s 2024 Economic Development Strategic Plan includes tasks such as RFPs for “Beautification and Strategic Development recommendations for city‐owned sites.” • Vallejo Councilwoman Helen Gordon, serving as Council Liaison to the Beautification Commission highlighted the efforts to beautify Vallejo during a recent City Council meeting. In the downtown core, a proposed service‐plan for the district allocates 55% of funds to “Civil Sidewalks/Safety and Cleanliness/Beautification.” Given this context, the VBC’s work plan is timely and important.

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Date: March 3, 2026
Subject: BEAUTIFICATION COMMISSION - CONSIDER AND TAKE ACTION ON PROPOSED APPROVAL OF FY 2026-27 WORKPLAN AND PROVIDE FEEDBACK ON ANNUAL

BUDGET REQUEST

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FISCAL IMPACT
There is no direct fiscal impact relating to approval of the work plan. If the budget request is ultimately approved, the fiscal impact in FY 2026-2027 is $3,000 of General Fund monies. Unspent funds would be returned to the General Fund.

ATTACHMENTS

1. PowerPoint BC 26-27 Workplan

CONTACT
Shelee Loughmiller, Commission Staff Secretary
[email protected]

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Beautification
Commission
2026 Work Plan
Sara Leahy, BC Chair
Avonelle Hanley-Mills, BC Vice Chair

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Beautification Commission
Purpose (Municipal Code 2.39)
To support the beautiful appearance
of public properties and rights of
way in the City of Vallejo

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Beautification Commission Duties
The Duties and Powers of the Beautification Commission is described in the Municipal Code Chapter 2.39.010
The Beautification Commission shall:

A.Promote and improve the quality of life in Vallejo while instilling a sense of pride and personal responsibility for our residents
B.Support departmental efforts through community involvement while enhancing the physical and natural environments of our coummunity.

C.Engage, work with, and support the community through beautification programs and recognition
D.Advise the City Council on policies and programs to support improvements to the beauty of public properties and public rights of way in the City of Vallejo.

E.Support programs that support the enhancement of the appearance of infrastructure and landscaping of public properties and public rights of way in the City of Vallejo.

F.If requested by other City of Vallejo commissions, provide input on projects that include beautification of public properties and public rights of way in the City of Vallejo.

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Background & History
Purpose: The 7-member advisory Commission,
established in 1981, aimed to enhance the City of
Vallejo's physical environment, often focusing on
public art and community aesthetics.

Origin: Originally, the "Beautification Committee"
consisted of citizens focusing on code
enforcement, such as addressing unmaintained
private property, overgrown vegetation, and
inoperable vehicles.
"Beauty for All" Initiative: Under former Mayor
Bob Sampayan, the city emphasized the
"transformational power of beauty" as a
recovery tool following the 2008 housing crash,
leading to increased commission involvement in
historic preservation and open space
conservation.

Page 24 of 158 ends

Beautification Commission 2026
Work Plan Development
BC Meetings Status
Oct 2024 Researched
Commission Work Plans
Jan - July 2025 Discussions to evaluate work plan
needs
Oct 2025 Review of Work Plan drafts
Jan 2026 Took actions leading to a BC Reso.
recommending to present and
request adoption of the 2026-27
Work Plan by City Council

Page 25 of 158 ends

Key Focus of 2026 Work Plan
Plan/Participate in 4 Annual Beautify Vallejo Days
• with civic partners and community groups
(Budget request $500)
Improve the landscaping and aesthetics of the
waterfront park and walkway
(Budget request $1,500)
• Promote neighborhood and busineses
beautification efforts through a Recognition
Program.
(Budget request $1,000)
• Support the Sister City Commission with the
refresh of the Japanese Garden
Social Media Campaign to encourage residents
to participate in litter pickups and other
community projects that enhance their
surroundings
•

Page 26 of 158 ends

Recommendation
Adopt a resolution by the City
Council to approve the BC 2026
Work Plan and providing Notice of
Intent to request a FY2026-27
Budget in the Amount of $3,000
for the completion of the work
plan .

Page 27 of 158 ends

CONTACT(S)
Shelee Loughmiller
Community & Volunteer Coordinator

Page 28 of 158 ends

ACTION ITEM 4.D.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Chari Francisco, Housing and Community Development Commission Staff Secretary SUBJECT: HOUSING AND COMMUNITY DEVELOPMENT COMMISSION - CONSIDER AND TAKE

ACTION ON WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST

RECOMMENDATION
Consider and take action on the Fiscal Year (FY) 2026-27 work plan. Provide feedback on the budget request of $17,558 for the Housing and Community Development (HCD) Commission.

REASONS FOR RECOMMENDATION
The Housing and Community Development Commission Work Plan is being brought to the City Council for approval prior to implementation. Adoption of the work plan will ensure that Commission activities effectively fulfill the purpose and goals of the Commission and align with Council priorities.

In accordance with Council Policy 2024-01, all budget requests of $1,000 or more must directly tie to a Commission-approved Work Plan. The proposed FY 2026–27 budget request of $17,558 is consistent with this policy and reflects the activities outlined in the HCD Commission's Work Plan.

BACKGROUND AND DISCUSSION
During the Housing and Community Development Commission meeting on November 6, 2025, the Commission discussed the development of its Work Plan and the potential formation of an Ad Hoc Committee.

Staff Secretary Francisco explained the purpose and process for establishing an ad hoc committee.

Commissioner Cassidy initially motioned to create a single Ad Hoc Committee of three members to develop the Commission’s Goals and Work Plan. Vice-Chair Jackson proposed a substitute motion to establish two separate Ad Hoc Committees, one for Goals and one for the Work Plan, which was seconded by Commissioner Cassidy and approved by the Commission.

Commissioners Daniels, Stueland, and Vance volunteered for the Goals Committee, and Commissioners Cassidy, Stueland, and Vance volunteered for the Work Plan Committee. It was also determined that a Budget Committee would be established at a later date.

The Goals Committee met on December 17, 2025, and developed three key goals:

1. Share findings and recommendations with the City Council or Housing Authority Board.

2. Build partnerships and collaborate with other commissions.

3. Develop a comprehensive understanding of the HCD Department’s programs and budgets.

The goals were presented to the HCD Commission at its regular meeting on February 5, 2026. The Work Plan Committee met on February 6, 2026, to identify activities to achieve these goals. The HCD Commission's Work Plan is attached.

The Budget Committee, formally established at the HCD Commission's regular meeting on February 5 with

Page 29 of 158 ends

Date: March 3, 2026
Subject: HOUSING AND COMMUNITY DEVELOPMENT COMMISSION - CONSIDER AND TAKE

ACTION ON WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST

Page 2 ends

Chair Bunde, Vice-Chair Jackson, and Commissioner Cassidy, met on February 12 to develop the proposed FY 2026–27 budget based on the Work Plan. The HCD Commission budget request is shown below:

Table 1: Housing and Community Development Commission FY 2026-27 Budget Request

EXPENSE BUDGET DESCRIPTION
Subscription
Canva Pro $288 Annual fee/person $144, two requested
Supplies
Name Badges $270 $30 each, allocation for nine requested Outreach
Booth Fees $600 Estimated at $150 per event, one per quarter Tablecloth $350
Banner $150
Marketing Materials $300 Flyers, table, chairs, pens, paper, etc Training
Consultant Fees, Training Materials
and Modules
$15,600 $130 per hour, 120 hours requested:
40 hours for orientation
40 hours for group training
40 hours for follow-up training
TOTAL $17,558

FISCAL IMPACT
There are no direct fiscal costs associated with the approval of the work plan. The proposed FY 2026–27 budget request for the HCD Commission is $17,558. If ultimately approved, the requested allocation of $17,558 will be included in the Proposed FY 2026-27 General Fund Budget for the Housing and Community Development Commission.

ATTACHMENTS

1. HCD Commission FY 2026-27 Work Plan

CONTACT
Alicia M. Jones, Housing Director (707) 648-4408
[email protected]
Chari Francisco, Administrative Manager (707) 553-7204
[email protected]

Page 30 of 158 ends

FY 2026-27 HOUSING AND COMMUNITY DEVELOPMENT COMMISSION WORK PLAN

PROJECT DESCRIPTION ACTIVITIES TASKS DATE EXPENSES COST AMOUNT Presentation on FY 2025-26 highlights and FY
2026-27 goals

1. Ask for City PowerPoint
template

2. Decide on content
- list of accomplishments
- future goals

3. Create the presentation

4. Seek Commission buy-in

5. Select the presenter (to
otate)
Presentation in August
2026
N/A 0 $0.00
Presentation on updates 1. Ask for City PowerPoint
template

2. Decide on content
- list of accomplishments
- future goals

3. Create the presentation

4. Seek Commission buy-in

5. Select the presenter (to
rotate)
Presentation in February
or March 2027
N/A 0 $0.00
Partner with at least one Commission within
Vallejo (selected by the Workplan
Committee) and one Housing/Community
Development Commission from another city
in Solano County

1. Compile contact list of each
Commission Chair and
functions for Vallejo and other
Cities within Solano County

2. Select/vote on partner
Commissions
4th Quarter of FY 2025-
26 N/A 0 $0.00
Conduct outreach, network with
Commission members, learn their functions,
and brainstorm opportunities for future
collaboration.

1. Create an Ad Hoc
Committee

2. A member of the Ad Hoc
Committee attends the partner
Commissions' meetings

2. Invite partner Commissions
to an HCD Commission
Meeting
4th Quarter of FY 2025-
26 N/A 0 $0.00
Deliver one presentation by an Ad Hoc
Committee at an HCD Commission meeting

1. Create an Ad Hoc
Committee

2. Create a presentation
regarding functions, projects,
meetings and opportunities for
collaboration to other
Commissions

3. Present to the HCD
Commission
1st Quarter of FY 2026-
27 Canva Pro
Subscriptions - 2
City email addresses
for each Commissioner
Group email address
$144/year for
one person
$288.00
Deliver one presentation at each partnering
Commission’s meeting

1. Create a presentation
regarding functions, projects,
meetings and opportunities for
collaboration

2. Present to the partner
Commissions
1st Quarter of FY 2026-
27 Name badges - 9 $30/badge $270.00
Presentations to City Council and
Housing Authority Board
Build relationships and collaborate with
other Commissions within the City of
Vallejo and Solano County to strengthen
outreach and project development
Presentation to the City
Council and Housing
Authority Board
Partnership and
Collaboration with Other
Commissions
1

Page 31 of 158 ends

FY 2026-27 HOUSING AND COMMUNITY DEVELOPMENT COMMISSION WORK PLAN

PROJECT DESCRIPTION ACTIVITIES TASKS DATE EXPENSES COST AMOUNT Table at community events 1. Research on events in
Vallejo and cost to table

2. Procure suppllies: tent,
table, flyers, banners

3. Partner with City staff at the
Farmers' Market
FY 2026-27: Quarterly Fees, Supplies,
Marketing Materials:
banner, tablecloth,
flyers, pens, paper,
tables, chairs
$350 -
tablecloth
$150 - banner
$300 -
marketing
materials
$150 -
Outreach
fee/quarter
$1,400.00
Participate in structured training sessions,
beginning with CDBG and HOME programs,
followed by other program budgets.

1. Find training resources

2. Ascertain costs and fees

3. Secure funding and include
in budget ask, and during mid-
year if necessary

4. Conduct trainings based on
budget/time constraints
Throughout FY 2026-27 Consultant Cost
($130/hour):

1. 40 hours - for
Orientation

2. 40 hours - group
training

3. 40 hours - Follow-up
training
Shared cost
with Council
and
stakeholders
$15,600.00
Attend presentations by City staff on all
relevant program budgets and items brought
before the Commission

1. Attend meetings Throughout FY 2026-27 N/A 0 $0.00
Complete knowledge surveys before and
after training and presentations to measure
growth in understanding.

1. Complete post-training
surveys/knowledge check

2. Write training reflections to
share with Commissioners
Throughout FY 2026-27 N/A 0 $0.00
$17,558.00
Thorough understanding of program
budgets to support informed
recommendations to the City Council,
Housing Authority Board, and
Department staff
- Housing Choice Voucher Program and
subprograms
- Low- and Moderate-Income Housing
Asset Fund ( LMIHAF)
- Community Development Block Grant
(CDBG) Program
- HOME Investment Partnerships
(“HOME”) Program
- Neighborhood Stabilization Program
(NSP)
- Permanent Local Housing Allocation
(PLHA) Program
Comprehensive
Understanding of HCD
Department Programs and
Budgets
2

Page 32 of 158 ends

ACTION ITEM 4.E.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Erik Rzomp, Executive Assistant to Mayor Sorce
SUBJECT: SISTER CITIES COMMISSION - CONSIDER AND TAKE ACTION ON PROPOSED WORKPLAN AND PROVIDE FEEDBACK ON THE BUDGET REQUEST. CONSIDER

AND PROVIDE DIRECTION ON THE POSSIBLE INSTALLATION OF SISTER CITY

SIGNS AT EIGHT ENTRY POINTS TO THE CITY

RECOMMENDATION
Conisder and take action on the Fiscal Year 2026-2027 workplan (attached) and provide feedback on the budget request for the Vallejo Sister City Commission. Additionally, provide direction to staff related to the placing of eight signs bearing the names of Vallejo’s Sister Cities at eight entry points to the City.

REASONS FOR RECOMMENDATION
The Sister City Commission workplan is designed to assist the Commission in carrying out its purpose to stimulate and sustain participation in and community support for an approved sister city program as stipulated in VMC 2.38.020. The FY 26-27 workplan includes activities for youth and the greater community. The budget request is designed to support the work of the Commission. The posting of the entry signs in visible highly travelled areas at city entrances is expected to increase visibility of and stimulate the community’s interest in the sister city program.

BACKGROUND AND DISCUSSION
For the prior five fiscal years the Sister City Commission has received an annual budget allocation of between $15,302 and $16,000 to carry out activities of the Sister City Program. The budget being presented for FY 2026-2027 is aligned with prior budget requests. The workplan includes various outreach activities and youth activities to engage the public and promote an interest in Vallejo’s Sister Cities. The youth activities include support of an ongoing Sister Schools relationship with Baguio High School and Jesse Bethel High School and the initiation of a Sister Schools relationship between schools in Ensenada and Vallejo.

Public funds are not used for any travel expenses for commission members taking part in travel to sister cities.

Any gifts are provided in accordance with City Council Policy 2024-01 – Boards, Commissions, and Committees Budget and Expenditures Sections 2.2 I. a. and b.

Per Vallejo Municipal Code 2.38.030 Duties: the duties of the commission include the maintenance of a relationship with Sister Cites International and the promotion of relationships and events between cities; Visitor exchange and tour groups and exchange of information, gifts, and articles of cultural and informative value; and formal and friendly relations between such groups as schools, youth organizations, clubs, chambers of commerce and churches.

The request to council for the entry signs project also includes an offer from the Vallejo Sister City Association to share in the cost of the project by purchasing the signs. As of the submission deadline the Sister City Commission proposed eight locations, five of which were proposed on Caltrans rights of way. During the

Page 33 of 158 ends

Date: March 3, 2026
Subject: SISTER CITIES COMMISSION - CONSIDER AND TAKE ACTION ON PROPOSED WORKPLAN AND PROVIDE FEEDBACK ON THE BUDGET REQUEST. CONSIDER

AND PROVIDE DIRECTION ON THE POSSIBLE INSTALLATION OF SISTER CITY

SIGNS AT EIGHT ENTRY POINTS TO THE CITY

Page 2 ends

agenda review timeline Caltrans has denied the five locations because the signs are not for traffic control and would not provide direction or guidance to motorists.

There are three that remain on city right of way.

1. Columbus Parkway at Benicia Road

2. Lake Herman Road at Columbus Parkway

3. Fairgrounds Drive at Corcoran Street

Additional locations on city rights of way have been proposed by Public Works but have not yet been vetted by the Sister City Commission or Vallejo Sister City Association who would be paying for the physical signs. The project would still be limited to eight signs and the cost for installation of eight signs.

1. Curtola Pkwy west of Lemon St.

2. Rollingwood Dr. north of I-780 interchange

3. Glen Cove Pkwy south of I-780 interchange

4. Wilson Ave. north of Lighthouse Dr.

5. Sacramento St. across from access to SF Bay Trail

6. Fairgrounds Dr. north of SR 37 interchange

7. Fairgrounds Dr. south of SR 37 interchange

8. Auto Mall Pkwy west of Admiral Callaghan Ln

If the City Council provides direction for staff to proceed with the signs, staff will prepare an agreement with the Sister City's Association relating to the funding of the Signs themselves, design plans relating to the design and costs of installation to the City Council at a future meeting.

FISCAL IMPACT
Request of $16,010 for the FY 26/27 Sister City Commission budget.

With regard to the signage request, the cost of signs to be borne by the Vallejo Sister City Association. Labor and other materials to be funded by the City in an amount to be determined.

ENVIRONMENTAL REVIEW
The work plan and budget 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. SISTER CITY COMMISSION FY26-27 BUDGET

2. SISTER CITY COMMISSION FY26-27 WORKPLAN

3. SISTER CITY COMMISSION FY26-27 YOUTH BUDGET

4. Estimate cost Sister sign

5. Sister Cities Signs Project from Commissoners

6. sister_cities_color_sign PROOF jan 2026

Page 34 of 158 ends

Date: March 3, 2026
Subject: SISTER CITIES COMMISSION - CONSIDER AND TAKE ACTION ON PROPOSED WORKPLAN AND PROVIDE FEEDBACK ON THE BUDGET REQUEST. CONSIDER

AND PROVIDE DIRECTION ON THE POSSIBLE INSTALLATION OF SISTER CITY

SIGNS AT EIGHT ENTRY POINTS TO THE CITY

Page 3 ends

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

Page 35 of 158 ends

26-27 BUDGET
Sister City Commission Budget - Fiscal Year July 1,
2026 - June 30, 2027
Item Description Budget Expense Items
Dues
2027 Sister City International Membership dues1,030$ Annual Dues Hosting
Bagamoyo, Tanzania delegate hosting 514$ Meals @ $107 per person X 2; gifts @$150 per person X 2 people Ensenada, Mexico delegation hosting 771$ Meals @ $107 per person X 3; gifts @$150 per person X 3 people International Trips
Bagamoyo, Tanzania $ 1,500 Gifts @10 X $150 per person Ensenada, Mexico $ 1,500 Gifts @10 X $150 per person Local Events
Sister City Association Officer Swearing In Ceremony895$ Room rental @$500; Ourtreach materials @$120; Security @$275 City-wide Cultural Awareness Events 1,200$ 4 events @$300 per event International Open House 775$ Security @275; Room rental @$500 Juneteenth celebration 300$ Booth fee @$180; Outreach materials @$120 Pista Sa Nayon 480$ Booth fee @$360; Outreach materials @$120 PowWow 300$ Booth fee @$180; Outreach materials @$120 Black History celebration 300$ Booth fee @$180; Outreach materials @$120 Kwaanza celebration 300$ Booth fee @$180; Outreach materials @$120 Japanese Tea 1,195$ Japanese Tea + materials @350; Outreach materials @$120; Security @$225; Room Rental @$500 Day in the Park 300$ community refreshments Community Garden 300$ community refreshments Tree dedication 300$ community refreshments Conferences
seminar or conference for two commissioners 300$ registration fees at 2x$150 NorCal Sister City Conference Fees 550$ Conference fee @1 X $500; $50 meals Youth Programs
Sister Schools and Youth Activities 3,200$ See attached budget Promotional Materials
Clothing and other items 1,500$ Hats and T-Shirts @10 X $75 per person; pins and patches $750 Total 16,010$

Page 36 of 158 ends

Project Description Activities Tasks When/ due dates Expenses Host delegations/visitors
representing Bagamoyo,
Tanzania and Ensenada,
Mexico
Projected Bagamoyo delegation visit (date TBD) and
visit by an Ensenada group (date TBD)..

Welcome dinner reception, City Hall courtesy call,
presentation of gifts, round table discussion, trip to 6 flags, Arrange tour to 6 flags, tour Cal Maritime, arrange
for hotel stays, meals, and visits
Q2 2026; Q1 2027
1 dinner and ~10 gifts per
delegation (X2)
International Trips:

Bagamoyo, Tanzania and
Ensenada, Mexico
Delegation visit to Bagamoyo (Nov, 2026) and
Ensenada (June 2026) @ ~ 10 member delegation
per visit
Visits with City officials and local tours, formal dinners, exchange of gifts. Ensenada visit will include orphanage stay, flag-football youth team visit, and cultural activities Finalize itinerary,organize delegation meals and
hotel stays, purchase gifts, complete any formal
documents Q4 2026; Q2 2027 10 gifts per delegation (X2) Sister Cities International
Conference NorCal conference
Send commission chair, vice chair or other designated
invidual to conference
Register for conference, present a summary report
to the commission post attendance TBD
Conference fee and one
meal
Conference/seminar
attendance TBD For two commissioners as appointed by the commission Register for conference, present a summary report
to the commission post attendance tBD seminar/conference fee Sister City Association Officer
Swearing In Ceremony Costs for annual SCA event at JFK Library Presentation to community of SCA acritivieis and swearing in of new officers
Arrange for room rental with library, print flyers,
and arrange for security guard Jan-27 room rental, security, flyers City-wide Cultural Awareness
Events and Appearances
Host events at different locations in Vallejo to
celebrate our diverse cultures representing by our
sister cities Provide refreshments and handout literature Identify relevant events/festivals, confirm
pariticpation, prepare refreshements and flyers Quarterly Refreshments International Open House
Annual celebration in Joseph Room inviting culturally
relevant organizations, youth, and presenters to
celebrate with ethnic foods and activities
Full day event at Joseph Room including food and cultural activiites representing sister cities and cultural
organizations locally
Arrange for room, arrange for security, coordinate
with various organizations, presenters, and groups TBD room rental, security, flyers Juneteenth celebration Booth at event Arrange for and staff booth Q1 2027 room rental, security, flyers Pista Sa Nayon Booth at event Arrange for and staff booth Jun-27 Entry fee, flyers PowWow Booth at event Arrange for and staff booth TBD Entry fee, flyers Black History celebration Booth at event Arrange for and staff booth Feb-27 Entry fee, flyers Kwaanza celebration Booth at event Arrange for and staff booth Dec-26 Entry fee, flyers Japanese Tea Tea ceremony
Special presentation of traditional Japanese Tea Ceremony to Vallejo community
Invite Japnese tea ceremony partners, arrange for
room and secruity, setup ceremony items TBD
Tea materials, flyers, room
rental, security
Day in the Park Day in the Park Assist in the beautification of sister city monuments Identify volunteers, conduct community outreach TBD community refreshments Community Garden Community Garden
Assist in the beautification of international community garden Identify volunteers, conduct community outreach TBD community refreshments International Hostings and Visits
Events
Sister City Commission 2026-2027 Workplan

Page 37 of 158 ends

Project Description Activities Tasks When/ due dates Expenses Tree dedication Japanese Tree dedication in park
Tree dedication for trees planted in honor of Akashi, Japan relationship Identify volunteers, conduct community outreach Q2 2027 community refreshments School Outreach
Outreach to promote international activities within
local schools; Promotional T-shirts for Youth
Subcommittee members
3 School visits by Commissioners and youth Liaasons to
educate youth on Commission and Association activities, Vallejo international events, and volunteer opportunities Identify schools and school-based coordinators,
book event dates, purchase T-shirts TBD
outreach materials and T-
shirts
Sister Schools
Continuation of Baguio High School and add one
additional country or school relationship. Ongoing virtual exchanges with Vallejo K-12 schools T-Shirts for Youth Subcommittee Members and
Stickers for Baguio-MIT Sister School exchange. By June 30th, 2027 Stickers, drones,
International shipping costs
Science fair/Drones Project
Concurrent international science fairs whch include a
variety of activities such as anti-drug demonstrations
Coordinated science activities between sister city schools ooordinated by Sister City Commission members
Purchase drone or other scientific equipment
coordinate activities between 6 Vallejo schools and
6 schools in Sister Cities By June 30th, 2027
Outreach materials and
scientific equipment (e.g.,
drones) international
shipping costs
Baguio City, Philippines
Sister school project
Support Baguio High School and MIT High school with
teacher/student exchange activities, create competiions and joint projects
Coordinate with school administration and teachers
and organize student activities Ongoing
Stickers/promotional items,
drones
Baguio City, Philippines Science Fair Send equipment (e.g.,drones) TBD Bagamoyo, Tanzania –Sister school project
Support new exchange between Bagamoyo HS and Elite
Academy students Sign MOU and organize teachers/students TBD promotional items Bagamoyo, Tanzania –Science Fair Send equipment (e.g.,drones) TBD La Spezia, Italy – Science Fair Send equipment (e.g.,drones) TBD Akashi, Japan – Science Fair Send equipment (e.g.,drones) TBD Ensenada, Mexico - Science Fair Send equipment (e.g.,drones) TBD Trondheim Science Fair Send equipment (e.g.,drones) TBD Muju, South Korea – Science Fair Send equipment (e.g.,drones) TBD Ennery, Haiti - Science Fair Send equipment (e.g.,drones) TBD Rota, Northern Mariana
Islands Science Fair Send equipment (e.g.,drones) TBD
Zanzibar, Tanzania - Science Fair Send equipment (e.g.,drones) TBD Seven Generations Inter
Tribal Council Participate in PowWow Q3 2026
Parun, Afghanistan Host NorCal Afghani meeting members
Host a gathering of representatives from Afghanistan or local Afghan community TBD
Youth Activities
City Specific activities

Page 38 of 158 ends

$ 1,925.00
Cost per unit ($USD) Quantity Total ($USD)
1 Promotional Items &
Advertising

1.1 Student T-Shirts $ 25.00 30 $ 750.00

1.2 Youth Recruitment Flyers $ 0.20 500 $ 100.00

1.3 Sister School Stickers $ 1.00 300 $ 300.00

1.4 Vallejo Schools Outreach $ 75.00 3 $ 225.00 Subtotal $ 1,375.00
2 Supplies, Materials,
and Equipment

2.1 Binders $ 10.00 30 $ 300.00

2.2 Paper $ 10.00 1 $ 10.00

2.3 Pens $ 15.00 1 $ 15.00

2.4 Postage (International packages) $ 150.00 3 $ 450.00

2.5 Science Fair materials $ 450.00 1 $ 450.00

2.6 Drones for Sister
Schools
$ 300.00 2 $ 600.00 Subtotal $ 1,825.00
$ 3,200.00
$ 3,200.00
Total Fundraising Goal:
2026-27 Sister City Commission Youth Activities Budget
Countries: Project title:

Baguio, Philiphines & Ensenada, Mexico Commission Youth Programs Project Costs ($USD)
Total Project Cost
Activity/Item Description

Page 39 of 158 ends

Estimate

INVOICE DATE INVOICE

DUE DATE
1/30/26 3/1/26

QTY RATE AMOUNT

8.00 71.400 571.20

8.00 35.510 284.08

8.00 50.630 405.04

8.00 8.950 71.60

0.00 0.00

0.00 1,331.92$

HOURS RATE AMOUNT

8.00 229.16 1,833.28

0.00 0.00

0.00 1,833.28$
REG OT
8 32.62$ 48.93$ 260.96$ 8 $32.62 48.93$ 260.96$
-$
-$
-$
-$
-$
-$
-$
521.92$
3,687.12$
RESPONSIBLE PARTY:

INS CLAIM NO.:

VPD TCR#:

BUDGET CODE:

Attn:

SUPERVISOR:

PREPARED BY:

Sister city signs
2x2x10 signpost
2x1-1/4x30 Anchormate
80 pound bag of dry ready mix concrete

CITY ASSET

MATERIAL / ITEM
REG
RATE
OT

RATE AMOUNT
DEPARTMENT(S):

INCIDENT DATE:
111 Amador Street
Vallejo, CA 94590
INVOICE TO: `

TOTAL EQUIPMENT

TOTAL MATERIALS

EQUIPMENT UNIT
2 x $57.29 Vehicle
City of Vallejo

SERVICE / INCIDENT LOCATION

EMPLOYEE
ID #
Mail
Payment
To:

TOTAL LABOR
Maintance Worker II

INVOICE DETAIL

HOURSLABOR DESCRIPTION
Maintance Worker II
Maintenance Division - Traffic
TOTAL DUEINSURANCE CARRIER; TITAN INSURANCE
COMMENTS;MARY WILLIAMS CONTACT# 855-244-2570

Page 40 of 158 ends

SISTER CITY SIGNS PROJECT- 2025

VALLEJO SISTER CITY COMMISSION

The purpose of this project is to continue to fill a void that was identified and reported by the Economic Development
Department more than ten years ago. Sister City Signs were also included in a very viable Participatory Budgeting Project in 2015. At that time it was determined that Vallejo needed to improve its image and reputation. Unfortunately, those are still needs of our city .We hope to have street signs with the names of our Sister Cities proudly displayed at all major entrances to the City of Vallejo. This improvement project would benefit all of Vallejo’s residents and visitors.

Vallejo has seven Sister Cities (Trondheim, Norway-1960; Akashi, Japan-1968; LaSpezia, Italy-1987; Baguio City,
Phillippines-1993; Bagamoyo, Tanzania-1993; Jincheon, South Korea-2001 and Ensenada, Mexico-2023.) These cities would be acknowledged making it clear that we seek peace and value diversity of residents and visitors. Vallejo has been declared one of the most diverse cities in the United States. As such, it is important to educate local citizens and put our best foot forward to those traveling our streets and highways of the connection to Vallejo with the world.

When organizing Sister City International in 1960, President Dwight Eisenhower envisioned an organization that could be a hub of peace and prosperity by creating bonds between people from different cities around the world, and our goal is to spread the information of our Sister Cities throughout our community. We hope this will provide pride and a feeling of worldly connection for all who view these signs.

Page 41 of 158 ends

A suggested design is attached. We have been advised that a sign in that design, 18x24, in aluminum would cost $100 +/- .

Entrances to Vallejo for Sister City Signs

~Highway 29 at Maritime Academy Drive

~ Highway 29 at Mini Drive

~ Columbus Parkway at Benicia Road

~Lake Herman Road at Columbus Parkway

~ I-780 West at Glen Cove Exit

~ Highway 37 at Mare Island Exit

~ Fairgrounds Drive at Corcoran Street

~ I-80 at Hunter’s Hill

Public works has indicated that, given approval by the City Manager/Mayor, after final approval by the Commission, they would erect the signs with the caution that the cost of the signs is not in their current budget. That might be covered by the current Commission budget, if approved or covered by the Vallejo Sister City Association.

Paul Ligda, Commissioner
Elissa Shanks Stewart, Commission Chair

Page 42 of 158 ends

Page 43 of 158 ends

NORWAY
JAPAN
ITALY

PHILIPPINES

TANZANIA

SOUTH KOREA
MEXICO

TRONDHEIM

LA SPEZIA
AKASHI
BAGUIO

BAGAMOYO

JINCHEON

ENSENADA

Page 44 of 158 ends

ACTION ITEM 4.F.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Annette Taylor, Senior Community Development Analyst SUBJECT: COMMISSION ON CULTURE AND THE ARTS - CONSIDER AND TAKE ACTION ON

PROPOSED WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST FOR FISCAL YEAR 2026-2027

RECOMMENDATION
Consider and approve the Commission on Culture and the Arts (CAC) proposed Work Plan and provide feedback on budget request for Fiscal Year 2026-2027.

REASONS FOR RECOMMENDATION
Approving the work plan and consideration of the budget request will provide guidance and, if approved funds to the CAC for their efforts during the fiscal year.

BACKGROUND AND DISCUSSION
Since the Commission on Culture and the Arts re-establishment in 2017, the Commission has been developing its short- and long-term goals in alignment with Vallejo Municipal Code Chapter 2.32. The purpose of the Commission is to serve the City of Vallejo as the official voices for the arts in the community; stimulate and sustain participation in and community support for the visual and performing arts; serve as an advisory board in making referrals to appropriate groups, and coordinating arts projects for the benefit of the community; identify what common problems in administration, promotion and/or audience development are shared by local arts organizations, and suggest how they might be solved in part through more cooperative effort.

In FY 2018-19, City Council allocated $50,000 of General Funds for a pilot public art program to provide grants to art organizations and individual artists, and in FY 2019-20, City Council allocated $100,000 of General Fund dollars for a public art program to provide grants to art organizations and individual artists. The two programs supported individual projects, artwork, events, festivals, nonprofit organizations, or other art and culture- related activities that stimulate and sustain participation in, and community support for, the visual and performing arts, cultural celebrations, and Vallejo’s diverse stakeholders. The Commission’s pilot public art program of $50,000 awarded eight grants to local artists and organizations in 2019. The Commission’s public art program of $100,000 awarded fifteen grants to local artists and organizations in 2020-21. The Commission worked with the Vallejo Community Arts Foundation to assist with the administration of the two programs. In FY 2021-22, the City Council allocated $100,000 of American Rescue Plan Act (ARPA) Funds for a grant program for non-profit and cultural arts organizations. The goal of the program was to provide funds to local non-profit 501(c)3 arts and cultural organizations located within the City of Vallejo that experienced a loss of revenue as a result of the COVID-19 pandemic. The ARPA grant program awarded eleven grants to local non-profits and cultural arts organizations. The Commission worked with the Solano County Arts Council to assist with the administration of the grant.

Over the years, the Commission submitted grant proposals for a NEA grant and a Bloomberg Philanthropies Public Arts Challenge. Unfortunately, their grant applications were not selected for the competitive grants. To assist with funding opportunities, the Commission prepared a draft Long-Term Funding Policy. The long-term

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Date: March 3, 2026
Subject: COMMISSION ON CULTURE AND THE ARTS - CONSIDER AND TAKE ACTION ON

PROPOSED WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST FOR FISCAL YEAR 2026-2027

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funding policy is designed to find additional ways to have funds available for various arts and culture events.

The Commission also prepared a draft Gift and Loan Policy. The loan and gift policy is intended to ensure that city-owned pieces are properly cataloged and stored. These draft policies were sent to the City Attorney’s Office for review. After consulting with the City Attorney’s Office, it was decided that a one-page memo be drafted on the intent of the policies, have the Commissioners review and make a recommendation to forward the memorandum to the City Council. On January 26, 2026, by motion, the Cultural and Arts Commissioners unanimously approved the recommendation to forward the memos to the City Council.

This evening, the Cultural and Arts Commissioners will make a PowerPoint presentation (attached) on their work plan (attached) and request for funding for Fiscal Year 2026-2027. The funding request includes funding for regranting programs, publication of a brochure, attending an art and culture summit, re-installation of public art, and Measure P funding for an arts and culture asphalt art project.

The budget request of the Commission on Culture and the Arts appears on page 13 of the work plan.

FISCAL IMPACT
There is no direct fiscal impact associated with the Work Plan approval. The budget request will be brought back to the Council, consistent with Council feedback and if approved, the requested budget allocation will be included in the FY 26-27 Proposed Budget.

ATTACHMENTS

1. 2026 Work Plan - Final Draft

2. CCA Power Point 2026 Goals

CONTACT
Annette Taylor, Senior Community Development Analyst, (707) 649-3510 [email protected]

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Table of Contents Introduction 3 About the Commission on Culture and the Arts, CCA 3 CCA Goals 3 State of Culture and Arts in Vallejo 4 Work To Dos 5 Promote Culture & Arts in Vallejo 5 Position Arts and Culture as Economic Drivers 5 Procure Funds for Culture & Arts Projects 6 Support, Promote, and Advocate for Artists 7 Collect, Conserve and Maintain Vallejo’s Art Collections 7 Coordinate and Partner with Other Commissions and Organizations 7 Align with CA State’s Strategic Art Plans 7 Keep Commissioners Informed and Educated 8 Timeline 9 Budget 11 References 12 Commission on Culture and the Arts, CCA, Purpose and Duties 12 The Creative Economy Initiative ( California Arts Council) 15 City of Vallejo CCA Grant Program Guidelines 16 Purpose and Eligibility ............................................................... 16 Application Options and Restrictions ........................................ 16 Central Criteria for awarding the Grants. .................................. 17 Role of Project Management Mechanism-Nonproﬁt Administrator ............................................................................. 17 Commission on Culture and Arts Grant Application (sample) ... 18 CAC Measure P Arts & Culture Activation Proposal: Asphalt Art 22 ProjectVallejo Youth Create Asphalt Art for Safer Streets ......... 22

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2026 Work Plan

Commission on Culture and the Arts – Vallejo, CA I

NTRODUCTION

About the Commission on Culture and the Arts, CCA The Commission on Culture and the Arts was created with the following purposes:
● Serve the city of Vallejo as the ofﬁcial voice for the arts in the community. ● Stimulate and sustain participation in and community support for the visual and performing

arts.

o Serve as an advisory board in making referrals to appropriate groups and coordinating

arts

projects

for

the

beneﬁt

the

community.
● Identify common problems in the administration, promotion and/or audience development

experienced

local

culture

and

art

organizations

and

suggest

how

they

might

solved

part

through

cooperative

efforts.

CCA Goals ● Support, Promote, and Build Upon Vallejo’s Place as a Center for Arts and Creativity : Attract more artists and entrepreneurs to live and work in Vallejo. ● Position Arts and Entertainment as Economic Drivers : Foster a vibrant art community

and

strengthen

Vallejo’s

position

regional

destination

for

arts

and

entertainment.
● Collect, Conserve and Maintain Inventory of City Own Art : Maintain an inventory list of all Public Art owned and maintained by the City of Vallejo. ● Support the Local Arts Scene : Promote arts and culture and integrate public art and performance

spaces

into

public

and

private

development.
● Support Recreational and Cultural Activities : Provide a full range of recreational, cultural and artistic activities that caters to the diverse interests of Vallejoans, including intergenerational opportunities.

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Excerpt from CA Arts Council’s Strategy for Creative Economy 26

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2026 Work Plan

Commission on Culture and the Arts – Vallejo, CA ● Celebrate Vallejo : Promote community events, festivals, and public art installations that

highlight

Vallejo’s

history,

identity,

and

diversity

while

celebrating

the

interests

Vallejo

residents

and

attracting

visitors.

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2026 Work Plan

Commission on Culture and the Arts – Vallejo, CA S
TATE

OF
C
ULTURE

AND
A
RTS

IN
V
ALLEJO

Vallejo, often referred to as V-Town, has evolved into a vibrant center of arts and culture and is increasingly

recognized

regional

and

international

tourist

destination

for

creative

expression,

community

festivals,

and

cultural

celebrations.

The

city’s

diverse

population—reflects

the

strong

African

American,

Filipino,

Latino,

and

other

multicultural

communities—continues

shape

dynamic

cultural

ecosystem

that

celebrates

both

long-standing

traditions

and

contemporary

artistic

innovations.

Vallejo’s cultural landscape encompasses a broad range of arts organizations, creative enterprises, and

community-led

initiatives

that

contribute

vibrant

cultural

arts

ecosystem.

The

city

hosts

variety

multicultural

events

that

highlight

Vallejo’s

rich

heritage,

including African American,
Filipino,

Latino

cultural

celebrations,

festivals

and

observances.

V-Town

home

all

types

music

innovations

from

jazz

hip-hop

and

other

alternative

styles.

The

growing

performance-based

programs

exhibit

Vallejo’s

contemporary

artistic

identity.

Together,

these

activities

play

vital

role

fostering

artistic

and

cultural

expression,

supporting

local

artists,

and

strengthening

community

pride

across

the

city.

The 2026 Annual Commission on Culture and the Arts' Work Plan represents the proposed actions

promote,

strengthen,

and

enrich

arts

and

culture

throughout

the

community

for

the

upcoming

year.

draws

Vallejo's

demographics,

economic

development

plan

and

the

needs

and

priorities

Vallejo's

cultural

and

artistic

community.

The

plan

also

outlines

strategies

secure

continuous

funding

sources

that

will

ensure

ongoing

support

for

individual

artists,

culture

and

arts

organizations,

events

and

activities,

consistent

with

the

General

Plan

2040

Update,

Arts

and

Culture

Element.

This document primarily seeks to articulate the objectives of Vallejo’s Public Art Policy and establish a

clear

process

for

achieving

the

policy

goals.

currently

the

case,

all

policy

decisions

are

made

the

City

Council

and

implemented

City

staff.

This

work

plan

formally

integrates

the

advisory

role

the

Commission

Culture

and

the

Arts
,

ensuring

that

community

voices

are

meaningfully

represented

Vallejo’s

cultural

planning

and

public

art

decision-making

processes

thereby

strengthening

resident

participation,

promoting

cultural

equity,

supporting

inclusive

arts

environment

build

strong

and

vibrant

creative

economy

Vallejo

for

current

and

future

generations.
-Vallejo General Plan 2040 Final Amended Arts and Culture Element

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2026 Work Plan

Commission on Culture and the Arts – Vallejo, CA

W
ORK
T
O
D
OS

Promote Culture & Arts in Vallejo ● Deﬁne a vision for the arts and culture in Vallejo (involve the community). ● Create Asphalt Art to enhance crosswalks and intersections. ● Install a digital billboard for Art and Event Happenings in Vallejo - to be displayed in a

well-trafﬁcked

area.
● Create a brochure to highlight Vallejo culture and arts distributed throughout the city’s

events,

such

Farmers’

Market,

4 th

July

Parade,

Mad

Hatter

Parade,

Dock

Bay,

Art

Walk,

etc.

and

beyond.
● Create a new Vallejo Culture and Arts Commission Website / App / Game Potential Features:
o A virtual tour / map of Vallejo's art installations, places of interest for culture and

the

arts

(important

artists

cultural

icons,

events,

etc.),

both

historical

and

current.

o The app or game could resemble Pokémon Go, offering information about locations

where

visitors

discover

speciﬁc

areas

interest.

o Depending on the device and location the experience may be different:
▪

mobile

devices

visitor

physically

travels

Vallejo

area

interest,

through

GPS

geolocation

technology

entry

the

Vallejo

trigger

would

exhibit

Augmented Reality

images

over

the

speciﬁc

area,

images,

and/

text

would

displayed.

▪

computer

mobile

device

location

outside

Vallejo,

the

visitor

would

able

access

online

mapped

tour.

Position Arts and Culture as Economic Drivers ● Promote new ventures in artistic expression, such as using art to foster good health and healing (an initiative promoted in CA for the Arts Strategic plan that includes the practice of NeuroArts, which could be done in collaboration with health and arts organizations) ▪

Attend

Become

member

for

the

Arts

Advocacy

organization.
● Support the coordination of community festivals and events to promote Vallejo festivals

and

boost

attendance.

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2026 Work Plan

Commission on Culture and the Arts – Vallejo, CA ● Continuing the City’s ﬁlm permitting program to attract ﬁlm and television projects that

boost

Vallejo’s

visibility

and

provide

revenue

for

the

city.
● Enhance commercial and neighborhood corridors to create a vibrant mix of places to

live,

work,

shop

and

play.
● Coordinate communication and collaboration between local businesses and the arts community

create

strategies

that

promote

culture

and

arts

initiatives.
● Make Vallejo an important visitor/tourist destination in the Bay Area. ● Collaborate with Visit Vallejo to promote Vallejo tourism to strengthen the economy by

deﬁning

multi-faceted

strategy

that

includes

art,

culture,

history,

lodging

and

entertainment.
● Promote Vallejo’s rich naval heritage and support development of naval tourist attractions

Mare

Island

and

throughout

the

city.

Procure Funds for Culture & Arts Projects ● Secure Funding o $200,000.00 Funding from the City of Vallejo for the Commission on Culture

and

the

Arts

Grants

for

Arts

and

Culture

program

continue

the

work

getting

grant

money

directly

artists

and

cultural

institutions

Vallejo.

▪

$100,000.00

granted

Individual

Artists

and

Arts

Activities

▪

$100,000.00

granted

Non-Proﬁt

Cultural

Organizations
See CCA Grants Application Guidelines o $134,500 in Measure P Funding for the Asphalt Art Project o CAC funding earmarked to develop the creative economy and support artists.

● Adopt a Long-Term Funding for the Arts and Cultural Beneﬁt, a percentage set aside

for

the

Arts

Policy

provide

continuous

stream

monetary

support

arts

and

cultural

projects.
● Establish a process and a subcommittee to continuously research funding opportunities

and

either

apply

for

them

help

artists

apply.
o Apply for grants. o Make requests to Vallejo City Council, County, etc. ● Help artists, art and cultural organizations, and non-proﬁts to be aware of potential

local,

state,

federal,

and

private

funding

opportunities.
● California Arts Council ● Americans for the Arts ● Establish a process to search and request sponsorship for artists and events for

arts

and

culture

–
CA for the Arts has a sponsorship package for speciﬁc events.

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2026 Work Plan

Commission on Culture and the Arts – Vallejo, CA ● Develop a Grants listing with dates for submissions. ● Develop a list of artists, art and cultural organizations, and non-proﬁts that may

eligible

for

grants.

Support, Promote, and Advocate for Artists ● Host workshops / webinars for artists to get funding, and to share new opportunities and

beneﬁts

available

for

artists,

new

law

628:

Creative

Workforce

Act
● Involve and encourage young people, especially high schoolers, to be a player in Vallejo’s

culture

and

arts

scene,

learn

about

the

business

and

funding

the

arts,

and/or

become

apprentice

the

arts.
● Partner with Vallejo teaching artists to support youth development and provide apprenticeship

programs

the

arts

and

help

them

join

the

Creative

Economy.

● Collaborate with other organizations to deﬁne solutions to meet the basic needs of artists.

Collect, Conserve and Maintain Vallejo’s Art Collections Individual Pieces and Collections ● Identify and inventory art. ● Identify sites to exhibit art. ● Protect and insure the art. ● Grow the art collection.

Coordinate and Partner with Other Commissions and Organizations (Businesses, Non-proﬁts, and Education Institutions) Promote, advise on policies related to, and procure funding for the arts and cultural awareness.

● Partner with the Economic Development Commission to promote a Creative Economy in Vallejo (as outlined in Ca Arts Council Strategic Plan). o Collaborate with EDC to support arts events, like the proposed Arts, Culture, and

Creativity

month

event.

● Partner with colleges, businesses, and non-proﬁts to establish apprenticeship programs

with

local

artists

and

artisans,

muralists,

graphic

artists,

etc.
● Partner with the state, city, banks, and/or real estate development companies to establish

housing

for

artists

and

build

art

communities.

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Commission on Culture and the Arts – Vallejo, CA ● Partner with schools to help place artists since the new CA law to bring back arts into

the

schools

has

been

established.

Align with CA State’s Strategic Art Plans ● California Arts Council’s Strategic Plan, the full plan: CreativeEconomy.arts.ca.gov/strategic-plan) ● California for the Arts Strategy o Promote the new Arts, Culture, & Creativity month, April, spearheaded by CA for the Arts in 2019 and recognizing artists as Second Responders in 2021.

▪

Initiate

proclamation

for

Arts,

Culture,

Creativity

Month

Vallejo
(CA for the Arts has Proclamation Guide) in alignment with the CA for the Arts strategy. ▪

Plan

host

Arts,

Culture,

Creativity

Event
● Plan budget requests for city’s FY2027/28 and additional funding.

● Events could include a visual art, writers, music jam, dance, and/or

theater

camp,

and/or

spoken

word

event.

Perhaps,

the

creative

work

could

done

over

week

month-long

period,

and

then

the

last

weekend,

the

works

are

showcased

variety

venues

Open

Studios.

● This would be done in collaboration with EDC, Vallejo schools, GVRD,

and

other

organizations.

● The ﬁnal works would be preserved for permanent display in Vallejo

published

Vallejo's

collection

creative

works.

Keep Commissioners Informed and Educated ● Attend webinars, conferences, and host subject-matter experts about current trends in

culture

and

arts

advocacy,

promotion,

and

support,

such

the

Arts

Culture

Summit.

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IMELINE
Month Tasks & Activities 2026 January
February ● Advocate to proclaim April as Art, Culture, and Creativity month.

March ● Deﬁne process to acquire funding and sponsorships and related resources. ● Begin budget planning for ﬁscal year budget request for website/app development. ● Finalize ﬁscal year budget request for website/app development. ● Begin planning (funding, sponsors, and budget requests) for 2027 Art, Culture, and Creativity month.

April ● Acknowledge Art, Culture, and Creativity month. ● Present CCA Budget to Council
May ● Begin brochure planning
● Measure P Asphalt Art Project: Build Community Partnerships and Logistical Planning, through Dec 2027 June July ● Begin website / app project planning August
September ● Finalize midyear budget request for event and art reinstallation October November December 2027
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Commission on Culture and the Arts – Vallejo, CA January ● Begin Execution of Granting Cycles ● Request for Proposals for Art Program Administrator February ● Measure P Asphalt Art Project: First Round of Youth Camp signup opens March ● Hold Granting Workshops April ● 1
st
Annual Culture, Arts and Creativity Event
● Commissioners attend CA Arts & Culture Summit May ● Hold Granting Workshops ● Request for Proposals June ● RFP from artists and organizations due ● Granting Committee Chosen x2 ● Receive Grant Proposals ● Granting Committees make recommendations. ● Measure P Asphalt Art Project: First Round of Youth Camps Begin July August ● Grant recommendations agendized for City Council ● Measure P Asphalt Art: First Round Mural Completion and Block Party Celebration September October November December

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Commission on Culture and the Arts – Vallejo, CA B
UDGET

Item Description Quantity Cost CAC Grant for Arts & Cultural Programs Funding for Vallejo artists and cultural institutions 200,000.00
Vallejo Arts & Culture Brochure Printing
Full-color brochures from PS Print
2000 360.00
Vallejo Arts & Culture Brochure Designer
@$50/hr. 10 hrs. 500.00
Customized CAC rubber stamp

15.00 CA Arts and Culture Summit April 2027
$275/ticket + Lunch $23 7 Commission
2100.00
Reinstallation of Public Art
Silent Company 5 @ ~$30k ea.
150,000.00
Measure P Arts & Culture Activation Proposal
Asphalt Art Project 6 134,500

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EFERENCES

Commission on Culture and the Arts, CCA, Purpose and Duties ● .32.030 - Purposes. Culture should be the concern of all people, a common language. Neither articulation

nor

support

should

come

from

the

privileged

elite

alone.

The

purpose

the

commission

culture

and

the

arts

shall

to:

A. Serve the city of Vallejo as the ofﬁcial voice for the arts in the community.

B. Stimulate and sustain participation in and community support for the visual

and

performing

arts.

Serve

advisory

board

making

referrals

appropriate

groups

and

coordinating

arts

projects

for

the

beneﬁt

the

community.

C. Identify what common problems in administration, promotion and/or audience

development

are

shared

local

art

organizations

and

suggest

how

they

might

solved

part

through

cooperative

effort.
(Ord. 65 N.C.(2d) § 4.03, 1971; Ord. No. 1646 N.C.(2d), § 3, 5-24-2011) ● 2.32.040 - Duties. The commission on culture and the arts shall: A. Promote local visual and performing creative art organizations. B. Participate in the publication and distribution of a calendar of cultural events.

C. Organize periodic workshops of visual and performing arts leaders, both

within

the

community

and

cooperation

with

other

communities

throughout

the

area.

D. Support the cooperative promotion of visual and performing arts in Vallejo

and

the

surrounding

area.

E. Assist organized groups working in the ﬁelds of visual and performing arts

with

information,

advice,

and

volunteer

services.

F. Advise the city council regarding public arts projects; and G. Record deliberations and decisions adequately to reveal considerations

signiﬁcant

such

decisions.

● GOALS 1. Support, Promote, and Build Upon Vallejo’s Place as a Center for Arts and Creativity:

Attract

artists

and

entrepreneurs

live

and

work

Vallejo.

S
AND
+ P
OLISH
C

ONTRACTORS
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Commission on Culture and the Arts – Vallejo, CA a. Coordinate with arts, merchant and neighborhood groups to promote Vallejo as

great

place

live

and

work

artist.

b. Work with private interests to seek funding to assist development projects that

would

rehabilitate

existing

buildings

for

arts

and

cultural

uses

where

economically

feasible.

c. Update City regulations to allow and encourage art studios, galleries, community

arts

and

cultural

spaces

and

performing

arts

and

nightlife

venues

appropriate

locations.

d. Study feasibility of offering incentives for development that provides affordable

opportunities

for

housing

and

studio

spaces

for

creative

workers

the

Downtown/Waterfront

District.

2. Position Arts and Entertainment as Economic Drivers: Foster a vibrant art community and strengthen Vallejo’s position as a regional destination for arts and

entertainment.

a. Promote the Downtown/Waterfront District as a music, theater, and entertainment

district

serving

youth,

visitors

and

the

region.

b. Attract new businesses to complement existing music, theater and entertainment

venues.

c. Increase the visibility of local arts and artisans through citywide marketing and branding. d. Support the coordination of community festivals and events, including working

with

local

groups

market

and

publicize

materials

and

volunteer

resources,

promote

Vallejo

festivals

and

boost

attendance.

e. Continue the City’s ﬁlm permitting program to attract ﬁlm and television projects

that

boost

Vallejo’s

visibility

and

provide

revenue

for

the

city.

1. Commercial and Neighborhood Corridors: Enhance corridors to create a vibrant

mix

places

live,

work,

shop

and

play.
a. Coordinate communication between local businesses and the arts community,

including

cooperation

branding,

streetscape

activation

initiatives,

festivals,

and

events.

2. Visitor Destination: Make Vallejo an important visitor destination in the Bay

Area.

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Commission on Culture and the Arts – Vallejo, CA a. Collaborate with Visit Vallejo to enhance the tourism economy, including

multi-faceted

strategy

that

includes

art,

culture,

history,

lodging

and

entertainment.

b. Promote Vallejo’s rich naval heritage and support development of naval

tourist

attractions

Mare

Island.

3. Collect, Conserve and Maintain Inventory of City Own Art: Maintain an inventory list of all Public Art owned and maintained by the City of Vallejo. a. Adopt a Public Art Gift and Loan Policy to insure and catalog Public Art owned

loaned

the

City

Vallejo.

b. The information requested is title, artist name, date of construction/creation, date

gifting,

who

gifted

the

item, type

and

source

materials,

speciﬁcations.
(dimensions, weight, etc.), estimated market value, location, and any other. pertinent information. c. Ensure City owned Public Art is properly maintained and cared for through periodic

review.
d. Ensure proper measures are taken to maintain, insure, assess and display or store

Public

Art.

4. Support the Local Arts Scene: Promote arts and culture and integrate public art

and

performance

spaces

into

public

and

private

development.

a. Adopt a Long-Term Funding for the Arts and Cultural Beneﬁt/Percent for the Arts

Policy

provide

monetary

support

arts

and

cultural

projects.

b. Require new development and redevelopment over a certain threshold to incorporate public art or make an in-lieu contribution to the Public Art and Cultural Beneﬁt Project Fund. c. Support the Downtown Arts & Entertainment District consistent with the Downtown Speciﬁc Plan. d. Create and Maintain an Online City Arts and Culture Events Calendar. e. Develop Artist and Arts and Cultural Organization database for use by developers, organizations, organizers, and community at large to aid in collaboration with local arts and culture organizations.

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5. Support Recreational and Cultural Activities: Provide a full range of recreational,

cultural

and

artistic

activities

that

caters

the

diverse

interests

Vallejoans,

including

intergenerational

opportunities.

a. Collaborate with GVRD to periodically assess community needs, develop. responsive and cultural programming and facilities and identify funding. b. Pursue joint use agreements with VCUSD and other educational institutions that

provide

Vallejo

residents

with

additional

opportunities

for

cultural

and
recreational activities in school and college facilities. c. Support community groups in providing recreational and cultural activities and programs for community members including afterschool and weekend programming for youth. d. Assemble a volunteer task force to assist in developing teen programming and

increasing

participation

rates.

6. Celebrate Vallejo: Promote community events, festivals, and public art installations

that

highlight

Vallejo’s

history,

identity,

and

diversity

while

celebrating

the

interests

Vallejo

residents

and

attracting

visitors.

a. Support community festivals and events that promote diversity and build. connections in the community.

Examples: Mad Hatter Festival, Independence Day Parade and Festival, Juneteenth Festival, National Night Out, farmers markets, tree-planting events, arts and cultural gatherings and clean-up days. b. Work with community groups and local businesses to identify public and private

spaces

that

may

used

for

Cultural

awareness

activities.

Examples: Civic Plazas, Parks, Shopping Malls, Parking Lots.

The Creative Economy Initiative ( California Arts Council) Examples of Creative Economy businesses include advertising and marketing agencies,

design

ﬁrms,

fashion

houses,

ﬁlm

and

video

production

companies,

and

software

and

game

developers
.

Other

examples

are

architecture,

publishing,

performing

arts,

music,

radio

and

television

stations,

and

various

crafts

and

visual

arts.

The

creative

economy

broad

sector

that

also

includes

businesses

interactive

leisure

software,

photography,

and

R&D.

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Commission on Culture and the Arts – Vallejo, CA Get more details about California’s Creative Economy Initiative https://creativeeconomy.arts.ca.gov/

City of Vallejo CCA Grant Program Guidelines
Purpose and Eligibility
The goal of this grant program is to promote individual arts and arts activities and support non-proﬁt

cultural

organizations

within

the

city

Vallejo

two

separate

$100,00.00

granting

cycles.

Any

Vallejo

resident

non-proﬁt

community

organization

may

apply.

Individual

artist

applicants

not

need

501(c)3

nonproﬁt

organization.

Proposals must provide a clear public beneﬁt for Vallejo residents and result in some kind of tangible

creative

cultural

activity

public

art

that

free,

available

all

and

accessible

the

public

large.

Projects

cannot

beneﬁt

exclusively

closed

membership

group.

Proposals may not result in a ‘gift of public funds’ to private individuals or non-proﬁt organizations.

Employees,

ofﬁcers,

volunteers

board

members

associated

with

the

non-proﬁt

applicant

may

not

receive

any

personal

ﬁnancial

beneﬁt,

direct

indirect,

from

grant

funds.

Application Options and Restrictions ● Applicants may seek funding for speciﬁc projects or for general operating costs of an arts

and

culture

organization.

Funding

may

used

for

stafﬁng

administrative

costs,

materials,

supplies,

professional

services,

labor,

advertising,

printing,

other

direct

costs.

● Project must be completed by a to-be determined date. ● Proposals may not require City resources or stafﬁng in order to successfully implement (with

the

exception

any

required

permitting

and

project

monitoring

and

evaluation).

● Proposals may not obligate the City or Commission to ongoing funding beyond the single

grant

application.

● The applicant must designate the speciﬁc area they are applying for the grant ; Performance

Arts,

Visual

Arts,

Cultural

Activities

and

Events.

● Proposals may not require or recommend any change in City policy.

Proposals

may

not

promote

religious

views

beliefs.

Applicants

must

residents

organizations

based

Vallejo.

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Commission on Culture and the Arts – Vallejo, CA ● Grantees will receive 50% of grant upon signing of award contract and 50% of grant upon

completion.
● A ﬁnal project invoice must be provided to receive ﬁnal funding. ● Grantees must inform the Commission of project date and make a ﬁnal presentation to the

Commission

upon

completion.

Central Criteria for awarding the Grants. ● Impact and beneﬁt of the proposed activity or activities for the residents of Vallejo including

number

people

reached

and

quality

that

interaction.
● Ability of applicant to successfully complete project including past experience and expertise.
● Feasibility of budget relative to project including consideration of other resources. ● Proposal must be submitted by Vallejo based artist or organization.

All organizations are encouraged to apply, especially on-going projects and organizations. Attention to details is important in this application and document. When calculating your expenses

for

your

project,

please

consider

all

costs

you

may

possibly

incur,

including

City

Vallejo

business

licenses,

permits,

insurance

other

fees.

You may want to attend one of the free informational workshops on how to ﬁll out the CCA Grant

Application

that

includes

topics:
● one day insurance sources, ● what constitutes free events, ● and other topics and information regarding grant applications. See the sample application below.

Role of Project Management Mechanism-Nonproﬁt Administrator

1. With approval from the Commission on Culture and the Arts City staff will issue a request

for

proposals

(RFPs)

for

Nonproﬁt

Administrator

the

Pilot

Art

Project

and

distribute

broadly.

2. Staff will review applicants and make recommendations to the Commission on Culture

the

Arts

City

who

will

choose

the

Administrator.

3. City staff will execute a contract with the Nonproﬁt Administrator.

4. The Nonproﬁt Administrator will receive funds from City of Vallejo for the Pilot Art

Project

accordance

with

its

contract

and

distribute

those

funds

selected

projects

accordance

with

each

project’s

contract.

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5. The Commission on Culture and the Arts will identify activities to be funded by themes,

type,

location

and

other

criteria

desired.

6. Commission on Culture and the Arts will determine restrictions and preferences for

applicants

the

RFPs.

(I.e.-Vallejo

based

only,

nonproﬁt

only,

existing

organizations

preferred,

etc.)

7. Nonproﬁt Administrator will issue requests for proposals (RFPs) based on these criteria

and

distribute

broadly.

8. Nonproﬁt administrator will review all applications and make recommendations to

the

Commission

Culture

and

the

Arts.

Alternative:

Nonproﬁt

administrator

will

receive

all

applications

and

provide

the

Commission

for

review.

9. The Commission on Culture and the Arts will select projects for funding

10. The Nonproﬁt Administrator will execute contracts with applicants of selected projects

including

budget,

outcomes

and

work

schedule.

The Nonproﬁt Administrator will monitor implementation of all projects and provide regular

reports

the

Commission

and

City

staff.

Commission on Culture and Arts Grant Application (sample) Commission on Culture and Arts Grant Application (sample)

1. Proposal Title 2. Name of Applicant 3. Primary contact information (name, phone, e-mail) 4. Address of Applicant 5. Proposal Category: (Check one only) ○ performing arts ○ visual arts ○ cultural events and activities C

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Commission on Culture and the Arts – Vallejo, CA ○ other (provide description) 6. Purpose of funding: ○ General operating support ○ Project or activity 7. Grant amount being requested (choose one) ○ $2,500 ○ $5,000 ○ $10,000 8. Proposal Summary (Max 500 words) 9. What is the need in the community for this project and how will it provide public beneﬁt? (Max 500 words) 10. If this is an existing cultural or artistic activity, summarize history (Max 200 words) 11. Describe the capacity of applicant to successfully implement activity for which support is sought, including experience and expertise. (Max 500 words) 12. If you have them, you may include addresses for web address, supportive websites or URLs of examples of your work. 13. Describe the timeline for implementation. (Must be no longer than 12 months) 14. Provide one of the following: ○ For applicants seeking general operating support provide most recent budget for organization ○ For applicants seeking support for projects, provide project budget using included form.

The Vallejo Commission on Culture and the Arts conceived and developed this grant program along with the guidelines and criteria. $100,000, minus administrative fee, will be awarded in $2,500, $5,000 and $10,00 amounts to individual artists and arts activities, and $100,000, minus administrative fee, will be awarded in $2,500, $5,000 and $10,00 amounts to non-proﬁt cultural organizations, minus commission to administering non-proﬁt, not to exceed a determined percentage of total and C

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Commission on Culture and the Arts – Vallejo, CA in conjunction with both the Non-Proﬁt Grants. A minimum of one grant will be awarded in each category. The grant program is being administered by a local non-proﬁt vetted via RFP.

PROJECT BUDGET
Organization Name:

Project Name:
*** Please use this form. If you need additional space, please attach it to the link below. Fill in only applicable budget items that apply to your project.

PROJECTED EXPENSES

Amount Notes

Supplies and materials

Staff and contractors

Rent

Marketing and Promotion Costs

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Administrative/overhead
Insurance

Permit or city fees.

Other Costs

Total Expenses

TOTAL INCOME (IF PROJECT EXPENSES EXCEED GRANT AMOUNT)

Individual donations

This grant
Other grants

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Earned Income

In-kind support

Total Income

CAC Measure P Arts & Culture Activation Proposal: Asphalt Art Project Vallejo Youth Create Asphalt Art for Safer Streets

1. Project Urgency and Justiﬁcation
This project addresses two of Vallejo’s compelling needs: 1) safer streets, intersections and crosswalks,

and

educational

and

leadership

opportunities

for

Vallejo

youth.

Reckless driving causes numerous accidents, injuries, and fatalities in Vallejo. According to the 2020

Solano

County

Active

Transportation

Plan
,

Vallejo

has

the

highest

number

pedestrian

collisions

and

the

third

highest

number

bicycle

collisions

among

all

the

incorporated

jurisdictions

Solano

County.

1 Public art is one tactic to increase safety on and near city streets. Asphalt Art including crosswalks

designs,

intersection

murals,

and

painted

curb

extensions

can

encourage

drivers

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Commission on Culture and the Arts – Vallejo, CA slow down, heed trafﬁc signals, and be more aware of pedestrians and other vehicles. Cities such

Miami,

FL,

Atlanta,

GA,

and

Brooklyn,

have

undertaken

Asphalt

Art

projects

to
enhance public safety, build community and celebrate local culture . The Asphalt Art Safety Study published in April 2022 by Bloomberg Philanthropies found a 17 percent decrease in the total crash rates at sites where Asphalt Art was installed. Injury crashes also decreased 37 percent

and

crashes

involving

pedestrians

vulnerable

road

users

decreased

50 percent.
2 Installing

Asphalt

Art

select

locations

citywide

can

beautify

Vallejo

and

make

our

streets

safer

for

everyone.

Asphalt art responds to measure P goals of addressing streets, roads and sidewalks to make public

spaces

safer

and

improve

quality

life

for

residents,

motorists

and

pedestrians.

This

pilot

project

will

produce

six

new

murals

intersections

with

signiﬁcant

pedestrian

trafﬁc

each

Vallejo’s

six

districts.

The project also addresses the need to increase educational and leadership opportunities for Vallejo

youth.

Free arts programming can increase resilience, conﬁdence, and agency for youth, provide

educational

and

recreational

opportunities,

and

enhance

social

emotional

learning

and

community

connections.

Solano County’s Community Health Improvement Plan (CHIP) cites improving

the

safety

and

well-being

youth

their

Number

1 Behavioral

Health

Objective

and

its

recommendations

include

implementing

utilizing

free,

trauma

informed

and

culturally

responsive

arts

programs

and

for

youth

improve

community

health.
3 Thus

the

youth

camp

aspect

responds

Measure

P’s

goals

addressing

“quality

life,

especially

regarding

our

community's

health,

safety,

and

stability.”
4 The “pilot” work will be realized over a three-year timeline involving two summers of youth camps—working with GVRD and local arts educators and volunteers within each district—and the

following:

Phase 1: Identify possible community partners (Possible partners include Vallejo Main Street,

Vallejo

Teaching

Artists,

VUSD,

Club

Stride,
Boys and Girls Empowerment
Group,

First

Chance

Vallejo,

and

Sustainable

Solano.) Work with City Council Members
and

residents

each

district

understand

safety

issues

each

district

via

participatory

mapping

exercises,

select

mural

locations

and

secure

community

support.

Phase 2: Observe trafﬁc ﬂow in each location, choose the intervention for each intersection,

design

camp

curriculum

and

contract

teachers

and

youth

leaders,

secure

camp

locations,

supplies,

equipment,

advertise

camps

and

youth

participants

from

each

district,

collaborate

with

GVRD,

camp

families,

community

partners

and

volunteers.

Phase 3: Liaison with Vallejo Public Works Department to gain approval for ﬁnal designs,

complete

permitting,

and

determine

street

closure

dates

for

street

cleaning,

painting,

installation,

and

block

party

celebration.

Secure

mobile

art

studio.

Design

and

produce

“trafﬁc

calming”

mural

interventions

within

the

scope

2-week

long

half-day

youth

camps.

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Commission on Culture and the Arts – Vallejo, CA Upon successful realization of the pilot project, additional funding may be solicited to continue

this

work.

1. Project Timeline
Build Community Partnerships and Logistical Planning: Jan 2026 - Dec 2027 Ofﬁcial

site

selections:

Jan

2027

First Round of Youth Camp signup opens: Feb 2027 First Round of Youth Camps Begin: June 2027
First Round Mural Completion and Block Party Celebration: Aug 2027 Second Round of Youth Camps Begin: June 2028
Second Round Mural Completion + Block Party Celebration: Aug 2028

2. Financial Overview Budget Measure P
Total Cost: $134,500 (See Attached Budget Breakdown) Procurement Method: This project would include a new RFP for teaching artists and partner organizations.

would

use

existing

contracts

with

vendors

process

third

party

payments.

3. Funding Sources
The project will use Measure P funding and ask for sponsorship from local businesses near the mural

sites

each

district.

Solicitations

will

made

following

site

selection.

4. Budgetary Alignment
Included in Current Annual Budget: No

5. Implementation Details

Location (Where): Intersections with high pedestrian trafﬁc in each district Implemented By: Vallejo Arts and Culture Commission Volunteers, Teaching Artists and Youth

Leaders,

and

Public

Works

Department,

City

Council

Representatives

Vetted by Local Expert: The Commission will contract with local experts (TBD) in addition

following

Bloomberg

Philanthropies’

implementation

guidelines
for asphalt
art

projects

which

emphasize

accessibility,

and

transportation

safety

standards

alongside

aesthetics

and

community

engagement.

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6. Community Impact

Who Beneﬁts:

Ultimately this project will positively impact all Vallejo residents by decreasing trafﬁc accidents,

encouraging

safer

drivers,

and

allowing

opportunity

for

community

involvement

and

youth

engagement.

Estimated Number of People Impacted:

Vallejo’s full approx. 123,000 residents
Demographic Impacted:

All Vallejo residents will be impacted. Some commuters may experience a slight delay during

the

painting,

but

all

will

beneﬁt

the

long

run,

Vallejo’s

youth

particular

will

given

new

educational

and

creative

opportunity.

Related Council Requests: We would ask council representatives to work with us to identify

locations

and

work

with

GVRD

establish

youth

programs.

Relevant Commission Involved: Culture and the Arts and Planning.

1 “Solano Countywide Active Transportation Plan 2020.” Solano Transportation Authority
,

10 June

2024,

sta.ca.gov/documents_and_report/solano-countywide-active-transportation-plan/.

2 Asphalt Art Safety Study - Bloomberg Professional Services , assets.bbhub.io/dotorg/sites/43/2022/04/Asphalt-Art-Safety-Study.pdf.

Accessed

11 July

2025.

3 “Building a Healthier Community: Plans and Progress.” Solano County, California , www.solanocounty.gov/government/health-social-services-department/solano-public-health/about-publi c-health/quality-improvement-solano-public-health/building-healthier-community-plans-progress.

Accessed

10 July

2025.

4 Measure P , www.vallejo.gov/our_city/measure_p. Accessed 12 July 2025.

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Commission on Culture and the Arts – Vallejo, CA Excerpt from California Arts Council’s Strategy for Creative Economy C

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Commission on
Culture and the Arts

WORK PLAN
2026

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The 2026 Annual Commission on Culture and the Arts' Work Plan represents the proposed actions to promote, strengthen, and enrich arts and culture throughout the community for the upcoming year. It draws on Vallejo's demographics, economic development plan and the needs and priorities of Vallejo's cultural and artistic community. The plan also outlines strategies to secure continuous funding sources that will ensure ongoing support for individual artists, culture and arts organizations, events and activities, consistent with the General Plan 2040 Update, Arts and Culture Element.

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COMMISSION ON CULTURE AND THE ARTS GOALS
● Support, Promote, and Build Upon Vallejo’s Place as a Center for Arts and Creativity: Attract more artists and entrepreneurs to live and work in Vallejo. ● Position Arts and Entertainment as Economic Drivers: Foster a vibrant art community and strengthen Vallejo’s position as a regional destination for arts and entertainment. ● Collect, Conserve and Maintain Inventory of City Own Art: Maintain an inventory list of all Public Art owned and maintained by the City of Vallejo. ● Support the Local Arts Scene: Promote arts and culture and integrate public art and performance spaces into public and private development. ● Support Recreational and Cultural Activities: Provide a full range of recreational, Cultural and artistic activities that caters to the diverse interests of Vallejoans, including inter-generational opportunities.
● Celebrate Vallejo: Promote community events, festivals, and public art installations that highlight Vallejo’s history, identity, and diversity while celebrating the interests of Vallejo residents and attracting visitors.

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WORK PLAN OUTLINE
● Promote Culture & Arts in Vallejo
● Position Arts and Culture as Economic Drivers
● Procure Funds for Culture & Arts Projects
● Support, Promote, and Advocate for Artists
● Collect, Conserve and Maintain Vallejo’s
Art Collections
● Coordinate + Partner with Other Commissions
and Organizations
● Align with CA State’s Strategic Art Plans
● Keep Commissioners Informed and Educated
[Replace with Image]

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FUNDING FOR ARTS AND CULTURE
SECURE $200,000 IN FUNDING
For Grants for Arts and Cultural
programs
● $100,000.00 to be granted to Individual
Artists and Arts Activities
● $100,000.00 to be granted to Non-
Profit Cultural Organizations
∙ $134,500 to create Asphalt Art to
enhance crosswalks and
intersections.

SECURE MEASURE P FUNDING
For Asphalt Art Project
Adopt a Long-Term Funding for
the Arts and Cultural Benefit

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Arts and Entertainment are Economic Drivers
A vibrant local arts community strengthens Vallejo’s
position as a regional destination for arts and
entertainment.
● The Downtown/Waterfront District continues to serves youth, visitors and the region with music, theater, and
entertainment.
● The Arts can attract new businesses to complement and enhance existing venues.
● Citywide marketing and branding can increase the visibility of local arts and artisans.
● Collaborative promotion, coordination and marketing of Vallejo festivals and events can boost impact and
attendance.
● The City’s film permitting program to attract film and television projects can continue to boost Vallejo’s visibility and provide revenue for the city.

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THANK YOU
Dalia Vidor, Vice Chair
Chris Thorson, Commissioner
Commission on Culture & the Ars

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ACTION ITEM 4.G.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Annette Taylor, Senior Community Development Analyst SUBJECT: MCCUNE COLLECTION COMMISSION - CONSIDER AND TAKE ACTION ON

PROPOSED WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST FOR FISCAL YEAR 2026-27

RECOMMENDATION
Consider and take action on the McCune Collection Commission (MCC) Work Plan and provide feedback on the budget request for Fiscal Year 2026-2027.

REASONS FOR RECOMMENDATION
Approving the work plan will provide guidance and focus to the Commission's efforts during the fiscal year. Ultimately approval of the budget request will help to fund the efforts of the Coommission.

BACKGROUND AND DISCUSSION
In the late 1960s, Dr. Donovan McCune donated his private collection to the City of Vallejo, at which time the collection was overseen by Vallejo’s Library Advisory Board. When the Vallejo Library ceded to the Solano County Library system, the City of Vallejo retained its ownership of the McCune Collection and the John F.

Kennedy Library building. The Library Advisory Board was disbanded, and because the McCune Collection required hands-on management, the Vallejo City Council established the McCune Collection Commission.

In May 2016, the City Council approved an ordinance to create Chapter 2.51 of the Vallejo Municipal Code regarding the McCune Collection Commission. The Commission's purpose and duties are to advise the City Council and City Manager on matters of policy and public interest related to the management, use and preservation of the McCune Collection facilities and property, investigate and make advisory reports on such matters to the City Council and the City Manager, and render other specific services consistent with its role in managing the McCune Collection.

This evening, the McCune Collection Commissioners will make a PowerPoint presentation on their work plan (attached) and request for $2,500 in funding for Fiscal Year 2026-2027.

FISCAL IMPACT
There is no direct fiscal impact associated with approval of the workplan. If ultimately approved, the requested budget allocation of $2,500 from the General Fund will be included in the FY 26-27 Proposed Budget.

ATTACHMENTS

1. McCune Work Plan FINAL 2.13.26

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Date: March 3, 2026
Subject: MCCUNE COLLECTION COMMISSION - CONSIDER AND TAKE ACTION ON

PROPOSED WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST FOR FISCAL YEAR 2026-27

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2. McCune Workplan Presentation 2026

CONTACT
Annette Taylor, Senior Community Development Analyst, (707) 649-3510 [email protected]

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McCune Commission Work Plan - FINAL Drafted November 14, 2025 Revised January 9, 2026 to incorporate comments from McCune Commissioners Revised again on February 13, 2026 to incorporate final comments from McCune Commissioners About the McCune Commission The McCune Commission serves as the key body managing Vallejo’s McCune Collection of rare books and art. As such, it serves both to advise the City Council and City Manager and to implement approved preservation and public programming activities. The McCune Commission leads the all-volunteer work of keeping the McCune Collection open to the public. History: When the City of Vallejo accepted the private donation of the McCune Collection beginning in the late 1960s from Dr. Donovan McCune, the collection was overseen by Vallejo’s Library Advisory Board. When the Vallejo Library ceded to the Solano County Library, the City of Vallejo intentionally retained its ownership of the McCune Collection as well as the JFK Library building. (Dr. Donovan McCune, who served for many years on the Vallejo Library Advisory Board, is credited with rallying support and funding to build the JFK Library for Vallejo, which today houses his unique historical collection.) Eventually, the Vallejo Library Advisory Board was disbanded and, because the McCune Collection requires hands-on management, the McCune Commission was established in 2015. Commission Purpose and Authority The responsibilities of the McCune Commission, as outlined in Vallejo Municipal Code Chapter 2.51, are: 1. To advise the City Council and the city manager on matters of policy and public interest related to the management, use, and preservation of the McCune Collection facilities and property, investigate and make advisory reports on such matters to the city council and the city manager, and render such other specific services as are consistent with its role in managing the McCune Collection. 2. To advise the city council on matters related to the McCune Collection Endowment Fund as required in Vallejo Municipal Code Chapter 3.30: a. To submit to the City of Vallejo finance director its findings and determination concerning the financial status of the fund and those acquisitions or projects to be undertaken and completed by expenditures from the fund. b. Once approved by City Council, to proceed with implementation of the acquisitions or projects selected.

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McCune Commission Work Plan, DRAFT 1/9/2026 2
About the McCune Rare Books and Art Collection The McCune Collection consists of rare books, printing equipment, and binding tools given as a bequest to the City of Vallejo by Dr. Donovan J. McCune in 1967. The strengths of this collection are fine printing and binding, Californiana, and examples of early printed works. The Californiana collection includes photography and fine art prints relating to California and/or California artists. About the McCune Endowment In 1985, the City of Vallejo established a trust fund, known as the McCune Endowment, with monies received from the sale of books and other items from the McCune Collection that were not central to the focus areas of the collection. Interest earned on the principal amounts deposited in the McCune Endowment shall be expended only to preserve and enhance the remainder of the McCune collection or other purposes consistent with the spirit of Dr. McCune's gift to the city as determined by the McCune Collection Commission. Alignment with City Initiatives • Add to the mix of what makes Vallejo a unique destination by assuring the distinctive assets of the McCune Collection are accessible to the public. • Provide educational and recreational opportunities for residents, especially youth, and visitors. • Support resident artists as a key element of downtown revitalization. • Partner with educators to utilize the McCune Collection’s primary resources and interactive learning opportunities to support literacy, standard’s aligned content knowledge, and instill students’ love of learning. • Activate under-utilized City-owned spaces to bring people together and bring people downtown. • Attract additional financial and other resources from beyond Vallejo to support the regionally unique asset that is the McCune. Commission Focus Areas In October 2024, as it began developing a strategic work plan to guide and focus its efforts, the McCune Commission established three priorities. (See Additional Items for a list of work areas not selected as current top priorities.) 1. Cataloging: Transition the current catalog from a stand-alone, spreadsheet to an onlinesearchable catalog that utilizes current technologies and best practices in the field for cataloging and maximizes public visibility of the McCune catalog.

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McCune Commission Work Plan, DRAFT 1/9/2026 3

2. Preservation: Establish criteria, standards, and practices for curation, storage, display, security, access, and restoration of items in the collection. 3. Public Access: Ensure and enhance public access to the collection for research, education, and enjoyment.

1. CATALOGING Who: Commissioners, professional curator/archivist/librarian to advise, additional volunteers When: Phase 1 Discovery: Q1 – Q2 2026 Phase 2 Implementation: Q3 2026 – Q2 2027 Phase 3 Launch: Q3 2027 Why: Understanding and sharing what is in the collection underpins every other focus area. An accurate, accessible catalog of the collection is essential to support the other activities. In 1984, as part of a City-commissioned analysis of the best uses for the McCune Collection, the collection was fully inventoried. Since then, a classification system that is unique to the McCune was added and the paper catalog was digitized in a stand-alone spreadsheet. While some new acquisitions have been added to the catalog since then, a complete review and update to the catalog have not been completed in some time. Success Metrics and/or Deliverables: • Phase 1 Discovery: Assess needs and establish cataloging criteria. Continue engaging with librarians and archivists of similar collections to survey best practices and recommendations for catalog platform options and establish criteria for the McCune’s needs • Phase 2: Implementation o Select a cataloging platform o Assess resources needed to implement the transfer o Develop and adopt a plan for transferring current catalog to new platform • Phase 3 Test and Launch: Utilize catalog on new platform Key Tasks • Phase 1: Identify new catalog platform (Quarter 1 2026) o Consult with practitioners/experts o Assess the collection’s cataloging needs and establish criteria § What information is relevant to a collection like the McCune § Assess digital reproduction needs (digital images of items) and extent of integration with cataloging project

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McCune Commission Work Plan, DRAFT 1/9/2026 4
o Research available options o Assess strengths and weaknesses of options (cost, features, ease of use) o Forecast costs o Recommend best option and gain approval(Quarter 2 2026) • Phase 2: Transfer current catalog to new platform (Beginning Quarter 3 2026) o Assess completeness and accuracy of existing records o Create a plan for transferring existing records to new platform o Create a plan to identify and enter uncatalogued items into new platform o Assess resources needed to complete the work o Document plans and procedures for volunteers o Establish project manager; recruit volunteers; train volunteers o Monitor data input for quality/accuracy o Document procedure manual • Phase 3: Launch new platform (Quarter 3 2027) o Troubleshoot and beta test o Go live o Implement ongoing management and updates o Review in one year (Quarter 4 2028) Budget Needs: • Potential costs: paid professional to advise or oversee the work • Catalog platform fees, upfront and/or ongoing Dependencies: • Funding • Volunteers 2. PRESERVATION Who: Commissioners, professional curator and/or restoration professional When: Begin Quarter 3 2026 Why: To protect the assets in the collection Success Metrics and/or Deliverables: Annual report on the health of the collection and list of items needing priority restoration work Key Tasks: • Establish the collection’s baseline conditions: Work with a professional curator or preservationist to assess the current state of the collection and recommend a) items needing restoration work, and b) an approach for ongoing monitoring. Q3 2026

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McCune Commission Work Plan, DRAFT 1/9/2026 5
• Recommend a plan for managing preservation and restoration tasks of the current collection. Q1 2027 • Prevent harm by identifying any urgent improvements to current methods for storage and display of the collection, including lighting and climate control. Q1 2027 Budget Needs: • Potential costs: consultation with professional curator/s or preservationist/s • Professional restoration work, as needed • Minor facility improvements (Full facility assessment not included in Preservation scope. See Additional Items: Facilities, below.) • Appropriate exhibition cases, in alignment with Public Programming needs. Dependencies: • Funding availability, identifying appropriate professional advisors 3. PUBLIC ACCESS Who: Commissioners, other volunteers, speakers/presenters, exhibitors When: Ongoing: continue Tuesday and Saturday open hours, continue Friday Art Walk exhibits. Restart public demonstrations of Albion press beginning December 2025. Q1-Q2 2026: Develop and begin testing some limited new programming o Consider resuming Sunday programming o Demonstrations and presentations of phases of printing (paper, typesetting, printing methods, binding, elements of design, etc.) using teaching-artifacts and reference materials in the collection o Showcase highlights of the collection in engaging displays o Launch interactive Alphabet learning module for use with early-grade teachers and students (utilize collection’s alphabet reference books, typefaces, examples through history; each child receives a printed alphabet poster we print together) Q3-Q4 2026: Develop plans, possibilities, and parameters for further enhancing public access Q1 2027: Finalize plan for enhancing public access and continue growing the capabilities of public engagement Why: To facilitate and enhance public access and public understanding and use of the collection Success Metrics and/or Deliverables: Recommend plans for enhancing public access and public understanding and use of the collection Key Tasks:

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McCune Commission Work Plan, DRAFT 1/9/2026 6
• Establish criteria/goals/benchmarks or McCune events (highlight features of the collection, increase visitors to the McCune, and support local arts and downtown activities. • Establish what kinds of events are allowable uses of the McCune Room (community meetings, fundraisers, private events, etc.) and whether room rental fees are permissible • Develop list of ideas for future displays highlighting aspects of the collection. • Seek feedback from various stakeholders on their preferences for engagement activities and their interests. • Update McCune handbook and procedures to support public engagement plan Budget Needs: • Potential costs: honoraria for visiting artists, educators, lecturers • Appropriate exhibition cases for various types of artifacts, in alignment with Preservation needs Dependencies: • Volunteers • Supervision/Event Manager • Librarian/Familiarity with the collection ADDITIONAL ITEMS that were not selected as Commission priorities for the current workplan are to be addressed in future work plans, projected to begin as early as Q4 2027. These items include: • Volunteers & Staffing: Managing the McCune Collection is 100% volunteer based; a robust volunteer management program is required. Future planning needs include defining appropriate roles for volunteers versus paid professionals; volunteer job descriptions to support cataloging, preservation, and public access; and implementing a system for volunteer training, oversight, and management. • Facilities: Assess the existing facilities’ (the McCune Room) strengths and risks regarding physical protection and health of and access to the Collection; recommend areas to be improved or enhanced; oversee approved projects; conduct regular assessments. • Acquisitions: Develop guidelines governing additions to the collection; establish procedures for documenting and cataloging acquisitions. • Partnerships: Identify areas where partnerships with other organizations, institutions, or businesses can support the goals and needs of the McCune Collection and McCune Commission. • Fundraising and Resources: Align fundraising, via the McCune Foundation, with the priorities and project identified and approved in the preceding categories.

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McCune Commission Work Plan, DRAFT 1/9/2026 7
BUDGET JUSTIFICATION The McCune Endowment relies heavily on volunteer support from McCune Commissioners and other volunteers. Because the collection has not utilized paid employees, it has sufficed with a maximum budget of $5,000 per fiscal year. The McCune Collection is currently supported by • proceeds from the McCune Endowment, as needed • a small stipend of $2,500 from the City of Vallejo for security services and preservation needs. Should this workplan and the projects it outlines require additional funding, the expectation would be for the existing McCune Foundation to raise the funds through grants and other philanthropic activities, thereby bringing more resources to the City of Vallejo and its residents. TIMELINE [TBD] ***MC = McCune Commission Q1 2026 Priority Area Tasks Responsible Party Partners Catalog Vet platforms & recommend MC Professional advisors Public Engagement Test new programming MC Q2 2026 Priority Area Tasks Responsible Party Partners Catalog Platform selected MC with Council approval Public Engagement Test new programming MC Q3 2026 Priority Area Tasks Responsible Party Partners Catalog Transfer data, ongoing MC or manager with volunteers Public Engagement Develop ongoing plan MC with public input Q4 2026 Priority Area Tasks Responsible Party Partners Catalog Transfer data, ongoing MC or manager with volunteers Preservation Est. baseline conditions MC Preservation Develop pres. plan MC with advisors Public Engagement Develop ongoing plan MC with public input Q1 2027 Priority Area Tasks Responsible Party Partners Catalog Transfer data, ongoing MC or manager with volunteers

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McCune Commission Work Plan, DRAFT 1/9/2026 8
Preservation Finalize pres. plan MC with Council approval Preservation Identify urgent interventions MC with Council approval Public Engagement Finalize plan MC with Council approval Q2 2027 Priority Area Tasks Responsible Party Partners Catalog Transfer data, conclude MC or manager with volunteers Q3 2027 Priority Area Tasks Responsible Party Partners Catalog Launch MC with tech support Q4 2027 Priority Area Tasks Responsible Party Partners Additional Areas Align with above work MC with McCune Foundation Q4 2028 Priority Area Tasks Responsible Party Partners Catalog Review success, MC --------------------------- Members of the Commission Henry Beecher Joel Benson, Vice Chair Zachary Kent Vince Tajima, Treasurer Rebekah Truemper, Chair Council Liaison Charles Palmares Staff Annette Taylor Laura Zagaroli

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McCune Commission
Workplan
2026 - 2028

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BACKGROUND

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About the McCune Collection
• Dr. McCune’s Legacy
• McCune Room
• Focus Areas of the Collection

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About the McCune Commission
• History: predates current commission
structure
• Responsibilities: a working commission

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Funding the McCune
• City of Vallejo Funding: $2,500/year
• McCune Endowment: $115,600 current
balance
• McCune Foundation: fundraising arm

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Workplan Process
• Began 18 months ago
• Full Commission contributed ideas
• Narrowed in on three priority areas
• Finalized at February 2, 2026, Commission meeting

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Priority 1

CATALOGING

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Priority 1: Cataloging
• Underpinning to all the other goals & operations
• Goal: bring to professional standard with online search abilities • Phase 1 – Discovery: Assess needs and survey platform options (pros/cons) • Phase 2 – Implementation: Select platform, plan data transfer process, transfer data
• Phase 3 – Launch: Beta test and launch catalog on new platform • Budget implications: stipends for professional advisors (potential), platform fees (upfront and/or ongoing)
• Dependencies: funding, volunteers

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Priority 2

PRESERVATION

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Priority 2: Preservation
• Background on preservation status and activities
• Goals:
• Document collection’s baseline conditions
• Identify any urgent preservation and restoration needs • Establish regular ongoing monitoring plan
• Establish ongoing preservation and restoration management plan • Prevent harm by identifying any urgent improvements to current storage and display conditions in the McCune Room
• Budget implications: stipend for professional advisor/s, professional restoration fees (as needed), minor facility improvements (as needed) • Dependencies: funding, identifying professional advisors

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Priority 3

COMMUNITY ENGAGEMENT &

PUBLIC PROGRAMMING

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Priority 3: Community Engagement & Public Programming
• Encouraging public awareness and use of the collection is the whole point • Limited current programming
• Continue developing ideas for new programming (seek community input) • Resume Sunday speaker series
• More printing demonstrations
• Showcase highlights of the collections
• Develop standards-aligned education modules for teachers/classes • Collaborate with artists & regional cultural organizations • Sharing use of space with other groups
• Develop parameters (what are we/aren’t we allowed to do?) • Outline clear goals for programming growth (which activities are most successful and how do we know?)
• Budget implications: honoraria for artists, educators, speakers (potential); appropriate exhibition cases for artifacts

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BENEFITS

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Extra Benefits
Beyond the main goals of searchable catalog, proactive risk mitigation, and increased public use and access, additional benefits include

1. Increased fundraising & revenue for a public asset

2. Enhanced volunteer recruitment & civic engagement

3. Downtown space activation

4. Attracting new arts & culture partnerships

5. Increased regional awareness of Vallejo’s assets

6. Stronger Vallejo pride & confidence the City is maximizing its cultural assets

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THANK YOU
Rebekah Truemper, Chair
Joel Benson, Vice Chair
McCune Rare Book and Art Collection
www.mccunecollection.org

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ACTION ITEM 4.H.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Ivette Iraheta, Economic Development Program Manager/EDC Staff Secretary SUBJECT: ECONOMIC DEVELOPMENT COMMISSION - CONSIDER THE MULTI YEAR

WORKPLAN PREVIOUSLY APPROVED BY COUNCIL AND PROVIDE FEEDBACK ON THE FISCAL YEAR 2026-27 BUDGET REQUEST

RECOMMENDATION
Consider the previously approved workplan and provide feedback on the FY2026-27 budget allocation of $27,967 for the Economic Development Commission (EDC)

REASONS FOR RECOMMENDATION
The EDC has a multi year City Council approved Work Plan. In order to implement the initiatives from the work plan, it requires a budget to effectively implement the initiatives identified through five (5) key priority areas, which are 1) Strategy 2) Business Recruitment 3) Business Retention 4) Public Safety & Economic Viability and 5) Civic Innovation and Technology.

BACKGROUND AND DISCUSSION
During their July 22, 2025 regular meeting, the City Council adopted the Economic Development Commission (EDC) 2025 Work Plan (Attachment 1), including a corresponding budget of $20,000.

During the FY 2025-26 the EDC had an approved budget of $30,392. This amount included a $20,000 request which was made as part of the EDC Workplan 2025 adoption on July 22, 2025 and later a request to reallocate the FY2024-25 unexpected funds from the FY2024-25 approved budget of $10,392. The EDC has expended $2,425 of the $30,392 for EDC trainings and conferences as of February 11, 2026 leaving a balance of $27,967.

During the EDC regular meeting on February 11, 2026, the EDC took action on their FY2025-26 budget as well as action on a proposal to make a request to City Council for a FY2026-27 budget. The action taken is to make further expenditures during the FY2025-26 budget period, but also plan for FY2026-27. During FY2025- 26 the EDC intends to expend $7,967 on a pole banner project in downtown Vallejo, especially on Georgia St. between Santa Clara St. and Sonoma Blvd. There was no action taken on the remaining $20,000 of the FY2025-26 budget and it is anticipated that these funds will not be expended during FY2025-26 to implement the initiatives in the EDC 2025 Workplan, due to planning, time constraints and the learning curves in knowing how to plan and coordinate to expend Commission funds. Some of the challenges have derived from working on the development of a new Workplan in 2025 and deliberating on how to create a structure for the implementation of the Workplan initiatives that is Brown Act compliant, productive and feasible. In addition, there were changes to the seats of the Commission where some Commissioners stepped down and three (3) new Commissioners stepped in during the development of the Workplan and the development of the work structure to implement the Workplan initiatives.

As of the February 11, 2026 EDC regular meeting, the EDC has developed one (1) Ad Hoc Subcommittee through an adopted Resolution to form the Ad Hoc Subcommittee for Business Retention and Expansion focusing on Sonoma Blvd. Business Cluster. This Subcommittee was formed during its October 8, 2025

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Date: March 3, 2026
Subject: ECONOMIC DEVELOPMENT COMMISSION - CONSIDER THE MULTI YEAR

WORKPLAN PREVIOUSLY APPROVED BY COUNCIL AND PROVIDE FEEDBACK ON THE FISCAL YEAR 2026-27 BUDGET REQUEST

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regular meeting. In addition to this Subcommittee, the EDC intends to establish three (3) other Subcommittees for Workplan implementation. The Subcommittees being considered, which align with the Workplan priority areas are: Ad Hoc Subcommittee for Civic Innovation and Technology, Ad Hoc Subcommittee for Public Safety and Economic Viability, and an Ad Hoc Subcommittee for Strategy and Advisement. The goal is that these Subcommittees will be able to meet to coordinate and implement the specific initiatives under the five (5) priority areas. The EDC intends to have all of these Subcommittees established before the end of the current budget FY. Once established these Subcommittees will more efficiently facilitate the coordination to implement Workplan initiatives and the budget be utilized for such.

For FY2026-27, the EDC requests from the City Council approval to allocate $27,967. This would allow the EDC to proceed with the intended expenditures on their proposal in FY2025-26 during FY2026-67 after having established a structure for implementing the various initiatives (Table 1 below) and an additional $7,967 for the pole banner project as a continuation of their FY2025-26 pole banner project.

This funding as approved during FY2025-26 and similarly proposed for FY2026-27 specifically for the following purposes:

Table 1: EDC Budget Request FY 2026-27
Item Amount
Safety and Beautification Pilot $7,500
Professional Photography (Business
Community)
$5,000
Business Roundtables & Recruitment Events $3,500
Design & Communications (Marketing) $2,000
Community Engagement & Sentiment
Analysis
$2,000
Pole Banner Program Phase 2 $7,967
Total $27,967

The EDC will work with City of Vallejo Economic Development Department staff to expend the funds on the proposed initiatives.

FISCAL IMPACT
If approved, the requested allocation of $27,967 will be included in the Proposed FY 2026-27 General Fund Budget for Economic Development Commission.

ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has the potential to result 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. EDC Work plan 2025 FNL CC Adopted July 2025

2. EDC 03032026 FY2026-27 Budget Request FNL

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Date: March 3, 2026
Subject: ECONOMIC DEVELOPMENT COMMISSION - CONSIDER THE MULTI YEAR

WORKPLAN PREVIOUSLY APPROVED BY COUNCIL AND PROVIDE FEEDBACK ON THE FISCAL YEAR 2026-27 BUDGET REQUEST

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CONTACT
Brad Paul, Interim Economic Development Director
[email protected]

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2025
Work plan

VALLEJO ECONOMICDEVELOPMENT COMMISSION

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Introduction
02 01
Business Recruitment
08 Commission Purpose and
Authority
03 Business Retention
09 Strategic Alignment
04 Public Safety and Economic
Viability
11 Strategy and Advisement
05 C O N T E N T S
Civic Innovation + Technology
12 Budget FY 25-26
13 Timeline + Plan
16 Appendix
23 Acknowledgments
26

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Commission Focus Areas

1.Strategy – Develop and refine economic
strategies to drive growth.

2.Business Recruitment – Attract new
businesses, industries, and investments.

3.Business Retention – Support, stabilize, and
expand existing businesses.

4.Public Safety & Economic Viability –
Address business-related safety concerns.

5. Civic Innovation and Technology – Explore
how emerging technologies can support
economic development.
02 IN T R O D U C T IO N
The Economic Development Commission
(EDC) serves as a key body supporting
Vallejo’s economic growth by strategizing,
recruiting, and retaining businesses.

This work plan begins in 2025 and will
continue until amended or completed.

This plan builds on the City’s Economic
Development Strategic Plan, aligning with
Council priorities, regional economic efforts,
and community needs in a period of growth
and increased regional attention.

Vallejo’s Awards and Recognition
Ranked 6th Best City to Live in California
(Forbes, 2023)
Top 150 Best Places to Live in the U.S. (U.S.

News, 2024)
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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The three purposes of the Economic Development
Commission (EDC) are outlined as follows in the
Vallejo Municipal Code – Chapter 2.36:

01. Advise Council on issues that can enhance job
growth and increase private investment in the City;

02. Review and assist with updates and the
implementation of the economic development
element of the general plan and

03. Assist with business retention and attraction activities. 03 COMMISSION PURPOSE &AUTHORITY
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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This work plan supports the implementation of
the Economic Development Strategic Plan,
focusing on foundational development and active
engagement in business support initiatives.

STRATEGIC ALIGNMENT
04 This work plan supports the aims of multiple strategic documents that fuel the activities of the commission.

Vallejo General Plan 2040 Long-term vision for city growth; includes Economic Development goals.
2024 Economic Development Strategic Plan Sets short- and medium-term priorities for job growth, business attraction, and community revitalization.

EDC Meeting Agendas & Minutes track past discussions, actions, and upcoming agenda items.

Vallejo has to
embrace the
process of staying
gritty, resilient, and
regionally unique
in positive ways.
"

ECONOMIC DEVELOPMENT
STRATEGIC PLAN, PG. 5
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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A. Economic Strategy & Policy Recommendations
Who (potential partners): Assigned Commissioners,
Economic Development Staff
When: Quarterly updates to commission and
advisement
Why: To ensure Vallejo remains competitive and
leverages opportunities effectively through research
and expertise grounded in data.

Success Metrics: Recommend the adoption of at least
two new policies that improve Vallejo’s business
climate.

1. STRATEGY & ADVISEMENT
05 Key Tasks:

Develop a Belonging Map, identifying areas that
foster economic vibrancy and build community
connection.

Conduct ongoing briefings of business districts
using data insights and reports.

Scope a world-class art event and demonstration
with key economic development partners.

Create a role to oversee the commission’s budget
and track the City’s strategic economic
investments.

VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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B. Visit Vallejo Engagement
Who (potential partners): Economic Development
Commission, Visit Vallejo, City Economic Development
Staff
When: Quarterly presentations
Why: To maximize Vallejo’s tourism impact and ensure
economic benefits.

Success Metrics: Increased tourism, local investment,
visitor engagement, and business foot traffic.
06 Key Tasks:

Identify opportunities for business and cultural
activations in collaboration with Visit Vallejo.

Develop a visitor-friendly business directory and
event strategy.

Provide recommendation(s) and input on
reporting, city funds, and allocations, as needed.

VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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C. Learning and development
Who (potential partners): Economic Development
Commission, Visit Vallejo, City Economic Development
Staff
When: Annually
Why: Build the bench of economic development
expertise in the City and on the Commission.
07 Key Tasks:

Identify trainers to support this work plan.

Determine invitees and key stakeholders that
could also benefit (i.e. Chamber, City staff, etc).

Execute training
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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A. Business Attraction Campaign
Who (potential partners): Business Recruitment
Committee, Solano EDC, City Economic Development
Staff
When: Ongoing
Why: To attract targeted industries and create
sustainable economic growth.

Success Metrics: Three new businesses in each focus
neighborhood are recruited annually through outreach.

2. BUSINESS RECRUITMENT(NEW BUSINESS)
08 Key Tasks:

Identify key business sectors and high-value
locations (Mare Island, Downtown, Sonoma
Corridor).

Develop marketing collateral and recruitment
materials for prospective businesses and investors.

Attend, assist, and/or support quarterly
networking events with industry professionals (i.e.
real estate, other industries).

VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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A. Business Support & Expansion
Who (potential partners): Business Retention
Subcommittee, Chamber of Commerce, Local Business
Owners
When: Regular engagement meetings
Why: To stabilize and support existing businesses with
resources and advocacy.

Success Metrics: Retention of 90% of engaged
businesses through direct support initiatives.

3. BUSINESS RETENTION(EXISTING BUSINESSES)
09 Key Tasks:

Conduct business site visits and retention
interviews.

Connect businesses with relevant grant and/or
loan opportunities and business incentives.

Collaborate with law enforcement on safety
enhancements impacting businesses.

Launch shop-local campaigns and highlight
success stories.

Create a calendar of visits.

VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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B. Small Business Resources & Support
Who (potential partners): Economic Development Staff,
Solano EDC, Business Owners
When: Ongoing
Why: To ensure businesses thrive in an environment
with proper support and access to capital.

Success Metrics: Improved access to revolving loan
funds and capital investment opportunities, contingent
upon availability or as approved by City Council.
10 Key Tasks:

Receive tracking and reports on the usage of the
Revolving Loan Fund.

Survey, listen, and receive input from small
businesses to help their success.

Develop a recommended framework for vacant
space activation and commercial revitalization.

VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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A. Business & Public Safety Enhancements
Who (potential partners): Business Safety Committee,
Law Enforcement, City Officials
When: Ongoing
Why: To address safety concerns impacting businesses
and improve Vallejo’s economic environment.

Success Metrics: Reduction in reported business-
related crimes and increased business engagement.

4. PUBLIC SAFETY &ECONOMIC VIABILITY
11 Key Tasks:

Conduct business safety forums.

Establish direct communication channels between
business owners and law enforcement.

Advocate for safety measures in business districts,
including enhanced street lighting and security.

Track the impact of crime on business closures
and insurance challenges.

VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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A. Economic Development, Emerging Technology, and
Opportunities for Innovation

5. CIVIC INNOVATION &TECHNOLOGY
12 Key Tasks:

Research and understand National investments
related to data, AI, and technology.

Understand general use and challenges to internet
and technology for small and mid-size businesses
Understand AI-driven sentiment analysis to
understand business and resident needs and
concerns.

Explore ways and recommendations for the City of
Vallejo to best leverage technology and improve
city processes to better serve Vallejo businesses
When: Ongoing
Why: Leverage AI and emerging technologies for city
development, business recruitment, and enhanced
public services.

Success Metrics:

Offer clear recommendations and advisement to the city
council on the opportunities for investment in civic
innovation and technology.

Who (potential partners): Innovation & Data Committee,
City Technology Staff, Economic Development Staff
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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This proposed $20,000 budget directly supports Cycle 1 of Vallejo’sEconomic Development Strategic Plan (2025–2027), which focuses onfoundational visibility, community engagement, and businessgrowth.

This budget turns strategy into action—building visibility, trust, andtraction where it matters most.

Item Amount
Safety and beautification pilot $7,500
Professional Photography
(Business & Community)
Business Roundtables &
Recruitment Events
$5,000
$3,500
13 BUDGET FY 25-26
New Budget Request
Design & Communications
(Marketing)
Community Engagement &
Sentiment Analysis
$2,000
$2,000
TOTAL: $20,000
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Due to procedural delays—including adjustments to meeting agendas, onboarding of new commissioners, and the time required to establish spending protocols—the commission was not able to deploy funds within the fiscal year. This is not due to lack of interest or effort, but rather the time required to align with city processes and clarify expenditure procedures.

The EDC requests that unexpended funds from FY2024-25 be reallocated into FY2025-26
Item Approved
Amount
Honoraria $0.00 $0.00
Social Media Ads
GROW Vallejo: Pole
Banners & Signage
$250.00 $250.00
$1500.00 $1500.00
1 4
BUDGET FY 24-25
Professional Development +
Training
Supplies (Bus. cards,
postcards, publications,
marketing collateral)
$4392.00 $1967.00
$3000.00 $3000.00
TOTAL: $7,967
(unexpended amount as of May 14, 2025)
V A L L E J O E C O N O M I C D E V E L O P M E N T C O M M I S S I O N | 2 0 2 5 W O R K P L A N Request for budget reallocation of previously
allocated funds
Balance

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Safety and beautification pilot ($7,500): Advances placemaking and improves safety and vibrancy in key corridors, core to the plan’s call for activating commercial areas and shifting business perception. As an example, we could implement a program to create an ‘adopt-a-string’ program to expand downtown lighting beyond planned geographic areas.

Professional Photography ($5,000): Supports the plan’s emphasis on enhanced communications and building a compelling visual narrative for Vallejo.

Business Roundtables & Recruitment Events ($3,500): Drives business attraction and local relationship-building, echoing the Strategic Plan’s focus on site selector engagement and
stakeholder connection.

Marketing & Communications Design ($2,000): Aligns with the plan’s communication strategy by creating materials that highlight Vallejo’s assets and initiatives.

Community Engagement & Sentiment Analysis ($2,000):

Supports data-informed decision-making and ongoing
community voice integration, consistent with the plan’s outreach and measurement framework.
15 FY25-26 Budget Justification
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Priority 1
Priority Area Key Tasks Responsible
Party
Potential
Partner
Business
Retention
Conduct business
engagement sessions
Adjust workplan
TBD Relevant
Partners
Business
Retention
Facilitate connections
to funding sources
Develop
recommendations to
the City Council
Adjust work plan
TBD Relevant
Partners
Civic
Innovation &
Technology
Research and
understand national
investments related
to data, AI, and
technology;
Explore AI-driven
sentiment analysis for
business and resident
concerns.

Develop
recommendations to
the City Council
Adjust workplan
TBD
City
Technology
Team,
Economic
Development
Staff
Q4'25 PROJECTED ACTIONS
TIMELINE 2025
until amended or completed
16VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Priority 2
Priority Area Key Tasks Responsible
Party Partners
Business
Retention
Develop a business
incentives outreach
strategy
Develop recommendations
to the City Council
Adjust workplan
TBD Relevant
Partners
Public Safety
& Economic
Viability
Conduct citywide business
safety assessment;
Establish communication
channels between business
owners and law
enforcement;
Track impact of crime on
business closures.

Receive report from Visit
Vallejo
Develop recommendations
to the City Council
Adjust workplan
TBD
Law
Enforcement,
Local
Businesses,
Economic
Development
Staff
Public Safety
& Economic
Viability
Recommend and
implement safety
measures
Develop recommendations
to the City Council
Adjust work plan
TBD Relevant
Partners
Q1 26 PROJECTED ACTIONS
17 TIMELINE 2025
until amended or completed
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Priority 3
Priority Area Key Tasks Responsible
Party Partners
Business
Recruitment
Execute targeted
recruitment campaign;
Develop marketing collateral
and recruitment materials;
Attend, assist and/or support
networking events with
industry professionals.

Adjust work plan.

Receive report from Visit
Vallejo
Develop recommendations
to the City Council
TBD
Solano EDC,
Regional
Partners,
Economic
Development
Staff
Strategy &
Advisement
Develop promotional
campaigns and strategy
Adjust workplan
TBD Relevant
Partners
Strategy &
Advisement
Evaluate Visit Vallejo's
marketing impact;
Formalize reporting
expectations between Visit
Vallejo and the Commission;
Identify opportunities for
business and cultural
activations.

Develop recommendations
to the City Council,
Adjust workplan
TBD
Visit Vallejo,
Solano EDC,
Economic
Development
Staff
Q2 26 PROJECTED ACTIONS
18 TIMELINE 2025
until amended or completed
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Priority 4
Priority Area Key Tasks Responsible
Party Partners
Strategy &
Advisement
Analyze economic trends
Develop
recommendations to the
City Council
Adjust work plan
TBD Relevant
Partners
Strategy &
Advisement
Host initial learning
sessions
Develop
recommendations to the
City Council
Adjust work plan
TBD Relevant
Partners
Business
Retention
Monitor growth impact
Develop
recommendations to the
City Council
Adjust work plan
TBD Relevant
Partners
Q3 26 PROJECTED ACTIONS
19 TIMELINE 2025
until amended or completed
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Priority 5
Priority Area Key Tasks Responsible
Party Partners
Business
Recruitment
Develop a targeted
recruitment list
Develop
recommendations to the
City Council
Adjust work plan
TBD Relevant
Partners
Business
Retention
Facilitate connections to
funding sourcesDevelop
recommendations to the
City Council
Adjust work plan
TBD Relevant
Partners
Strategy &
Advisement
Develop a belonging map
to identify areas fostering
economic vibrancy;
Conduct briefings on
business districts using
data insights.

Develop
recommendations to the
City Council
Adjust work plan
TBD
Economic
Development
Staff, City
Council, Local
Businesses
Q4 26 PROJECTED ACTIONS
20 TIMELINE 2025
until amended or completed
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Priority 6
Priority Area Key Tasks Responsible
Party Partners
Business
Recruitment
Develop targeted
recruitment listDevelop
recommendations to the
City Council
TBD Relevant
Partners
Strategy &
Advisement
Identify trainers to
support economic
strategy;
Execute training
program;
Determine invitees and
key stakeholders.

Develop
recommendations to the
City Council
Adjust workplan
TBD
Economic
Development
Staff, Training
Partners
Business
Retention
Assess impact and iterate
support measures
Develop
recommendations to the
City Council
TBD Relevant
Partners
Q1 27 PROJECTED ACTIONS
21 TIMELINE 2025
until amended or completed
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN

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Priority 7
Priority Area Key Tasks Responsible
Party Partners
Business
Retention
Support existing
businesses with resources
and advocacy;
Launch shop-local
campaigns and highlight
success stories.

Develop
recommendations to the
City Council
Adjust workplan
TBD
Chamber of
Commerce,
Local Business
Owners,
Economic
Development
Staff
Strategy &
Advisement
Host initial learning
sessions
Develop
recommendations to the
City Council
Adjust workplan
TBD Relevant
Partners
Public Safety &
Economic
Viability
Enhance public safety in
business districts,
including improved
lighting and security
measures.

Develop
recommendations to the
City Council
Adjust workplan
TBD
Law
Enforcement,
Local
Businesses,
Economic
Development
Staff
Q2 27 PROJECTED ACTIONS
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN 22 TIMELINE 2025
until amended or completed

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APPENDIX
23VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN Appendix 1: Anchor Store Closure Research

1.The Safeway closure is causing significant disruption. Long-term employees are uncertain about relocation to stores outside Vallejo, with no clear timeline or location provided.

2.Residents are concerned about losing a convenient grocery shopping option, especially those without easy transportation alternatives.

3.The closure of Safeway and two Walgreens stores has created a medication access problem. Some Safeway employees who get their prescriptions through the store's pharmacy are unsure where to transfer their medications.

4.Nearby businesses, like a local cheesesteak shop, are worried about losing foot traffic that Safeway brought to the area.

5.There's a general lack of communication from the city. Neither businesses nor residents reported hearing about closures or potential solutions from city officials.

6.The real reason for Safeway's closure is a lease dispute rather than theft issues. Safeway wanted to add gas stations, which the property owner opposed.

7.Other businesses are concerned about potential impacts but haven't yet contacted property owners or the city about their plans.

8.Small vendors in the area are facing challenges related to safety and licensing, highlighting broader issues affecting local businesses.

9.Increased theft reported at Benicia CVS, concerns of locking up items.

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APPENDIX
24VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN Appendix 2: Next-Door Response to Anchor Business Closure Key Themes & Sentiments:

Summarizes Commissioner Garcia’s reading of several hundred comments on NextDoor. This is not intended to be a reflection of the entire Vallejo community, but does offer some insight into community conversations around this issue.

1. Crime and Safety Concerns (Most Common Theme)
Many comments blame crime and safety issues for the Safeway closure.

Some believe the problem is due to out-of-town perpetrators, while others feel Vallejo’s leadership has not done enough to address crime.

Example comment: "It’s really unfortunate to see any store closing, especially due to safety concerns. I hope Vallejo can address these issues soon."

2. Economic Impact & Business Competition
Some commenters speculate that the closure is due to economic reasons rather than crime, pointing to Costco’s new location as a major factor.

Concerns about job losses and fewer affordable grocery options in the area.

Example comment: "They are closing because now they’ll be losing money cuz of Costco!"

3. Community Impact & Food Accessibility
Many residents worry that the closure will create a "food desert," making it harder for lower-income or carless residents to access groceries.

Some mention past grocery store closures and express
frustration that corporate chains seem to abandon Vallejo.

Example comment: "The sad part is for those who can’t afford a Costco membership. That area begins to look like a food desert."

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APPENDIX
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN Frustration with City Leadership
Some residents express frustration that city leaders have not taken action to prevent store closures or crime-related issues.

Others believe the city favors corporate interests over community needs.

Example comment: "Vallejo needs to get it together—every time a store closes, it’s the same story, and nothing changes." Alternative Solutions & Adjustments
Some commenters discuss switching to Costco or other grocery stores in nearby areas like Benicia or American Canyon.

Others suggest that another grocery chain may take over the location, but remain skeptical.

Example comment: "Why not go to Costco? The gas alone pays for the membership!"
General Takeaways:

The closure has sparked a debate over whether crime or economic competition is the main cause.

There is strong concern about access to groceries, especially for those who cannot afford Costco.

Some residents are frustrated with Vallejo’s leadership, feeling that the city is not doing enough to support local businesses or prevent crime.

Others have resigned to the closure and are seeking alternative shopping options.
25

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Members of the Commission
Thomas Barbeiro
Mai-Ling Garcia*
Calvin Harrell
Roberto Hernandez
Nicole Loufas, Chair
Dwight Monroe, Vice Chair
Council Liaison
Councilmember Alex Matias
Staff
Gillian Haen
Ivette Iraheta
Veronica Nebb
*principal work plan designer

ACKNOWLEDGMENTS
Produced by the Vallejo Economic
Development Commission in
collaboration with partners.

When: 2nd Wednesday of
each month
Time: 6:00 p.m.

Where: City Council
Chambers, City Hall
City of Vallejo
VALLEJO ECONOMIC DEVELOPMENT COMMISSION | 2025 WORK PLAN With appreciation to
Councilmember Tonia Lediju, Marisa
Raya, Chris Rico, and Keira Williams
whose insights helped inform the
development of this plan.

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Economic Development Commission – Consider the
Multi Year Workplan Previously Approved by Council
and Provide Feedback on the Fiscal Year 2026-27
Budget Request
Economic Development Commission
March 3, 2026

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ACTION CALENDAR

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Why this matters to Vallejo and City Council
• Supports Council in responding to urgent economic issues • Provides a structured forum to surface business needs, emerging risks, and opportunities early
• Translate community concerns into policy and economic recommendations • Tests creative, community-generated solutions at a smaller scale

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Our formal role and responsibilities
Vallejo Municipal Code – Chapter 2.36
• Advise Council on issues that can
enhance job growth and increase
private investment in the City;
• Review and assist with updates and
the implementation of the economic
development element of the general
plan, and;
• Assist with business retention and
attraction activities.

Work Plan priority areas
• Strategy and Advisement
• Business Recruitment
• Business Retention
• Public Safety & Economic Viability
• Civic Innovation & Technology

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Why this moment is important
• EDC implementation and engagement role
to expand Council’s capacity
• Increased public awareness and
engagement around critical issues
• Business closures - coordination and
response to address tax base
• Small investments - influence perception,
business confidence, and corridor activity
• Bridge the gap between long-term strategy
and on-the-ground progress
[Replace with Image]

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The Budget Request
Advancing Vallejo’s Economic Momentum
• Community engagement and
sentiment insight to Council
• Corridor beautification & visibility
• Business storytelling
• Business roundtables and recruitment
• Banner and identity activation

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The Budget Request
[Replace with Large Image or Chart]

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THANK YOU
Dwight Monroe – Chair
Economic Development Commission
[email protected]
City of Vallejo
555 Santa Clara Street Vallejo, CA 94590
www.cityofvallejo.net

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ACTION ITEM 4.I.

DATE: March 3, 2026
TO: Mayor and Members of the City Council
FROM: Lance David-Interim I.T. Director/Board Secretary SUBJECT: SURVEILLANCE ADVISORY BOARD - CONSIDER AND TAKE ACTION ON THE 2026/27

WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST

RECOMMENDATION
Consider and take action on the proposed Surveillance Advisory Board (SAB) 2026 Draft Work Plan (attached).

Provide feedback on budget request for $10,000 to support Community Engagement activities and External Subject Matter Expert services.

REASONS FOR RECOMMENDATION
Approval of the proposed Work Plan and associated $10,000 budget allocation will support the Surveillance Advisory Board’s efforts to strengthen transparency, accountability, and community trust regarding the City’s use of surveillance technologies. The requested funding will enable meaningful community engagement, ensure informed public participation, and provide access to independent subject matter expertise necessary to develop a comprehensive compliance review audit framework. These actions align with the City’s commitment to oversight and responsible governance.

BACKGROUND AND DISCUSSION
The Surveillance Advisory Board has prepared a 2026 Draft Work Plan outlining three primary initiatives:
• Development of a Compliance Review Audit Policy (draft framework) • Implementation of a Community Engagement Plan
• Establishment of an External Subject Matter Expert Solicitation Plan

The Compliance Review Audit is presented as a draft framework only. The Board will continue collaborating with the Vallejo Police Department and stakeholders and will return to Council at a later date with a finalized policy for consideration.

The Community Engagement Plan includes public education materials, annual town halls, and outreach to ensure broad community participation. The External Subject Matter Expert Plan establishes a structured process to obtain independent technical and legal expertise on surveillance-related matters to provide presentations and trainings to the Board.

FISCAL IMPACT
There is no direct fiscal impact associated with approval of the work plan. The Board is requesting a $10,000 budget allocation to support Surveillance Advisory Board Work Plan, Community Engagement activities, and

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Date: March 3, 2026
Subject: SURVEILLANCE ADVISORY BOARD - CONSIDER AND TAKE ACTION ON THE 2026/27

WORK PLAN AND PROVIDE FEEDBACK ON BUDGET REQUEST

Page 2 ends

costs associated with External Subject Matter Experts support. If ultimately approved, the requested budget will be included in the FY 26-27 Proposed Budget.

ATTACHMENTS

1. Surveillance Advisory Board Work Plan

CONTACT
Lance David-Interim I.T. Director/Board Secretary (707) 648-5408 [email protected]

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2026
Vallejo
Surveillance
Advisory
Board
Work Plan-Draft

Drafted by

Work Plan Adhoc Committee
Russell Owen, District 1
Tony Stewart, District 2
Peggy Cohen Thompson, District 3
February 2026

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Contents

Compliance Review Audit-DRAFT
Community Engagement Plan
External Subject Matter Expert Solicitation Plan
Budget Requested

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Compliance Review Audit-DRAFT

As part of the Surveillance Advisory Boards Work Plan, the Board intends to develop an audit policy focused on a compliance review process. The current document represents an initial draft and example of the framework under consideration.

At this time, the Board is not prepared to formally present the policy. The intent is to continue working collaboratively with VPD and other key stakeholders to further refine the scope, requirements, and implementation details. Once the draft has been fully developed, the Board will return to Council for consideration at a later date.

SECTION 1. PURPOSE AND INTENT

The purpose of this policy is to promote transparency, accountability, civil liberties protections, and public trust regarding the acquisition and use of surveillance technology by the Vallejo Police Department.

SECTION 2. DEFINITIONS

Surveillance Technology means any electronic device, system, or software capable of collecting, recording, monitoring, or analyzing individuals, vehicles, locations, or communications.

SECTION 3. DATA PROTECTION POLICIES

Policies must include authorized users, legal standards, retention timelines, sharing rules, and misuse procedures.

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SECTION 4. RANDOM COMMAND-LEVEL AUDIT

All surveillance technologies possessed by the Police Department shall be subject to random audits by the Chief of Police or designee at least monthly. The audit reviews compliance with departmental policy regarding surveillance technologies including: authorization, legality, access controls, data sharing, unauthorized retention, misuse patterns, and attempts to circumvent logging requirements.

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SECTION 5. REPORTING TO THE SURVEILLANCE ADVISORY BOARD

After each audit, a written summary shall be provided to the Surveillance Advisory Board including deployments reviewed, compliance findings, violations, corrective action, and policy recommendations.

SECTION 6. ANNUAL PUBLIC REPORT

The Police Department shall publish an annual public report summarizing audit findings, effectiveness, civil liberties impacts, and costs.

SECTION 7. INDEPENDENT REVIEW

The Surveillance Advisory Board may recommend changes to the audit process including suspension, modification, or additional audits.

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Community Engagement Plan
I. Purpose
The purpose of this Community Engagement Plan is to ensure that residents of Vallejo are informed, empowered, and meaningfully involved in decisions related to surveillance technology used by the City, particularly by the Vallejo Police Department. This plan prioritizes the city’s values of transparency, accessibility, equity and accountability. The goal is to help build trust between the city and the residents.

II. Goals

1. Increase public understanding of surveillance technologies used in Vallejo.

2. Provide accessible, plain-language explanations of residents’ rights.

3. Create regular, structured opportunities for public input.

4. Ensure historically marginalized communities are actively included.

5. Integrate public feedback into SAB policy recommendations and annual reports.

III. Strategic Components

1. Plain-Language Public Education Materials
The SAB will develop accessible educational materials explaining surveillance technologies and residents’ rights.

2. Annual Town Hall & Educational Workshop
The SAB will host a structured public forum annually to provide updates, receive public input, and discuss surveillance policies. • Hybrid format (in-person + virtual).
• Rotating geographic locations within Vallejo.
• Structured agenda including presentation, expert input, and public Q&A.

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3. Community Partnerships & Outreach
• Host community forum and leverage community organizations to increase participation and community outreach.

4. Expected Outcomes
• Increased public awareness of surveillance technologies. • Improved transparency and trust in oversight processes. • Policies informed by community input.
• Strengthened balance between public safety and civil liberties.

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External Subject Matter Expert
I. Purpose
The purpose of this plan is to establish a clear, transparent, and structured process for the Surveillance Advisory Board (SAB) to identify, solicit, evaluate, and incorporate expert testimony related to surveillance technologies, municipal law enforcement practices, civil liberties, data governance, and oversight mechanisms.

Expert testimony ensures that Board recommendations to the City Council are informed by independent, technically sound, and legally grounded analysis.

II. Scope
This plan applies when the SAB seeks expert input on topics such as:

Proposed acquisition of new surveillance technology
Renewal or reauthorization of existing technology
Audit findings or compliance concerns
Data retention and sharing policies
Constitutional or civil rights implications
Emerging technologies (e.g., drones, cell site simulators, facial recognition)
Best practices in municipal oversight

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III. Standing Expert Advisory Roster
To reduce delays, SAB may maintain a pre-approved advisory roster including:

Academic institutions
Civil liberties organizations
Technology auditors
Municipal governance experts
Roster reviewed to be reviewed annually.

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Budget Request
The Board is requesting a $10,000 budget allocation to support Community Engagement activities and costs associated with External Subject Matter Experts support.

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Vallejo City CouncilMarch 3, 2026

Vallejo City Council
March 3, 2026