FY 2025-2026 Mid-Year
& Budget Balancing
Presentation
Finance Department
March 10, 2026
Agenda
• General Fund Overview
• FY 2026-2027 Balancing Plan
• Midyear Recap
• Next Step
GENERAL FUND OVERVIEW
General Fund at a Glance
FY 2026-2027 BALANCING PLAN
FY 2026-2027 Balancing Options
MID-YEAR RECAP
General Fund FY 2025-2026 Revised and Mid-Year
General Fund FY 2025-2026 Revised and Mid-Year
Property Tax $ 26.54 $ 27.31 $ 0.77 2.9%
Property Tax in-lieu (MVLF) 14.37 14.63 0.26 1.8%
40.91 41.94 1.03 2.5%
Sales Tax 18.93 18.00 (0.93) (4.9%)
Transaction & Use Tax - Measure B 20.28 20.23 (0.05) (0.3%) Transaction & Use Tax - Measure P 18.75 18.70 (0.05) (0.2%)
57.95 56.93 (1.02) (1.8%)
Utility User Tax 17.29 16.96 (0.33) (1.9%) Cannabis Tax (Measure C) 2.00 1.42 (0.58) (28.9%) Business License Tax 2.02 1.96 (0.06) (2.9%) Other * 20.26 19.95 (0.31) (1.5%)
Subtotal, General
Unrestricted Revenues 140.42 139.17 (1.25) (0.9%) Program Revenues 11.11 12.66 1.55 13.9%
Total (Excluding Measure P) 132.79 133.12 0.33 0.2%
Total (Including Measure P) $ 151.54 $ 151.82 $ 0.28 0.2% General Fund Revenues
(In Millions) FY 2025-2026
Revised
FY 2025-2026
Amended
Difference
AMT %
*Transient Occupancy Tax, Property Transfer Tax, Franchise Tax, Real Property Excise Tax, Rentals, Discovery Kingdom, & Water Rights
FY 2025-2026 Mid-Year Proposed Allocation
FY 2025-2026 Mid-Year Proposed Allocation
FY 2025-2026 Mid-Year Staffing & Adjustments
General Fund
• Public Works Director salary change
$1,709
• Part-time PRA Coordinator extra help
$101,595
Planning & Development
Services
NEXT STEPS
Next Steps
Step 2 of Midyear will occur on March 24, 2026
FY 2026-2027 Proposed Budget Development Process for Council Direction Special Council Meeting - Council 1st Study session ~ around April 7, 2026 ❖Presentation of FY 2026-2027 General Fund baseline budget ❖Key assumptions
❖Council requests
❖Costing of proposals from previous council meeting in March ❖Community survey results
❖Direction from council for programs to be incorporated into proposed 2026-2027 budget ❖5-year General Fund forecast
Proposed budget published on May 15, 2026
Special Council Meeting on June 2, 2026
❖Study Session & Review of Preliminary Proposed Budget
Presentation to Council of revised proposed budget on June 9, 2026
THANK YOU
Nalungo Conley – Acting Finance Director
Finance Department
[email protected]
City of Vallejo
555 Santa Clara Street Vallejo, CA 94590
www.cityofvallejo.net
Update on the:
Unhoused Strategic
Plan & White Slough
City Manager’s Office – Unhoused Team
March 10, 2026
Presentation Overview
• Unhoused Strategic Plan Update
• Lived Experience Stipends
• White Slough Update
Unhoused Strategic Plan
Unhoused Strategic Plan Background
• 2024 – Staff began drafting Unhoused Strategic Plan
• Council provided feedback that a consultant should be considered to work on the plan
• December 2024 – Unhoused Strategic Plan Consultant RFP released • Consultant selected through RFP panel & agreement negotiated • December 2025 – consultant agreement brought before Council; Council did not approve agreement
• Quarter 1 2026 – staff began reviewing the previous draft and making edits / adding updated information
• Draft plan is not yet fully complete
In Process Unhoused Strategic Plan Update
Plan contains five sections
1. Plan Development
2. Vallejo’s Unhoused Statistics
3. Overview of current programs and projects
4. Strategies for Reducing and Addressing Homelessness
• Strategy 1: Improving Responses to Encampments Citywide • Strategy 2: Increase Local & Regional partnerships
• Strategy 3: Monitor and Measure Outcomes / Adjust Strategies
5. Resources
Lived Experience Stipends
Lived Experience Stipends
Lived Experience Stipends Program
• Program to compensate individuals
with lived experience for their input &
expertise on potential future programs
& policies
• Establishes types of meetings / events
for reimbursement (must be pre-
approved):
• RFP/RFQ panels
• Policy review / development
meetings
• Focus Groups
• Listening sessions
• Other meetings deemed
appropriate
Compensation Procedure
• $25 per hour for approved meetings
(calculated to the closest half hour)
• Compensation forms will be
submitted, reviewed, and verified for
attendance → processed through
Finance Dept. for payment
• Compensation will be via check to
meet City’s current payment
procedures
• Staff will work with individuals
on best way to receive checks
• Staff are reviewing alternative
payment forms to expand payment
options
White Slough
White Slough Parcel Map
White Slough Background
• Location: wetland area between Redwood Street & Highway 37 and Sonoma Blvd. & Sacramento St.
• Made up of Public Parcels (VFWD & Caltrans) & Several Private Parcels (with multiple owners)
• Area of most concern – referred to as “the spit” – peninsula portion made up of 2 privately owned parcels (Property #1 & Property #2 on previous slide) • Council requested that staff come back with estimated cost to conduct clean- up of the private parcels
• Previous actions taken to address the area:
• Private Property Clean-up – City supported clean-up with Caltrans & VFWD
• City Attorney’s Office has filed nuisance abatement cases on the four privately owned properties with encampment activities
Clean-up Estimated Costs
• Cost estimate: $208K
• PW equipment, PW staff,
subcontractor, estimate for tows,
dump fees, 20% contingency
• Estimate does not include: staff time
from CMO, CAO, Code or VPD to
support these efforts
• Estimate does not include: costs for
outside agencies to support
[Replace with Image]
Next Steps & Potential Challenges
• Towing
• Approx. 140 items need to be removed & will likely create capacity challenges for tow companies
• City looking into alternative options (additional tow companies and/or temporary additional storage location for towed items) * would be an additional cost outside of previous estimate
• Seeking outside funding sources to help cover costs
• Working with local, state & federal partners to identify short- & long-term strategies
• Access to property & order of abatement being sought by CAO • Even with court order City will not have right to inhibit access to the properties – may be challenging to prevent reoccupation of the properties • Approximate Timeline:
• 2 months to receive court order to abate properties
• 3 weeks to conducts clean-up
Council Direction
Requested Council Direction
• Input and direction on next steps on developing the Unhoused Strategic Plan
• Approve allocating up to $1,000 towards Lived Experience Stipends • Direction on next steps for addressing White Slough
THANK YOU
Nalungo Conley – Assistant City Manager
City Manager’s Office
[email protected]
Natalie Peterson, Assistant to the City Manager
[email protected]
City of Vallejo
555 Santa Clara Street Vallejo, CA 94590
www.cityofvallejo.net
City of Vallejo2025 Financial AuditPresented by:Steven Warnick, CPA, Senior ManagerMarch 10, 2026 Your LSL Team
Steven WarnickSenior ManagerKeili GonzalezSupervisorChristian Townes, CPAPartner Brandon Young, CPAPartner
Scope of Engagement•LSL has been engaged by the City of Vallejo to perform the following procedures:•Independentfinancial statement audit for the year ended June 30, 2025, in accordance with generally accepted auditing standards and Government Auditing Standards•Single audit over the federal award programs for the year ended June 30, 2025, in accordance with the federal Uniform Guidance.•Compliance audits on Measure P & Measure B/V•Audit of Housing Authority •Interim Fieldwork •July 2025•Examined internal controls•Provided feedback to management•Performed our audit risk assessment•Planned year-end audit procedures to respond to risk •Year-End Fieldwork•November/December 2025•Detailed testing of account balances and transactions•Compliance testing with laws, regulations, grant agreements, contracts & Measure P , B/V•Single Audit planning•Other procedures necessary to obtain sufficient, appropriate audit evidence Scope of Engagement
Results of Audit -ACFR•Includes an unmodified auditor’s opinion on the financial statements. •Financial statements are accurate and reliable as of June 30, 2025.•Includes the Report on Internal Control and Compliance•No material weaknesses or significant deficiencies in internal control noted.•No material noncompliance with laws, regulations, grants, etc. noted.
Compilation of ACFR•Introductory Section•Transmittal Letter (pg. 8)•Org Charts & GFOA Award (pg. 20)•Financial Section•MD&A (pg. 28)•Basic Statements (pg. 48)•Footnotes (pg. 71)•RSI (pg. 141) & Supplementary Information (pg. 166)•Statistical Section (pg. 224) Financial Highlights –General Fund Balance
See Balance Sheet –Governmental Funds –pg. 56 and footnote 12 on page’s 132-133 !"#A%C#'()* C +,-./,0N/222222222
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Financial Highlights –Net PositionGovernment-wide net position increased $27.1 million during the year to $466.3 million (pg. 53).•Governmental Activities•$334.3 million, increase of $6.5 million•Business-Type Activities•$131.9 million, increase of $20.6 million Financial Highlights –Capital AssetsCapital assets increased $1.5 million from the prior year (pg. 50 and 103).•Governmental Activities•$353.3 million, decrease of $7.6 million•Business-Type Activities•$124.7 million, increase of $9.1 million Financial Highlights –Net Pension LiabilityNet pension liability decreased $9.0 million from the prior year (pg. 51 and 118).•Governmental Activities•$300.6 million, decrease of $4.9 million•Business-Type Activities•$38.1 million, decrease of $4.1 million Financial Highlights –OPEB LiabilityOPEB liability decreased $2.6 million from the prior year (pg. 51 and 129).•Governmental Activities•$3.5 million, decrease of $2.0 million•Business-Type Activities•$0.8 million, decrease of $.6 million Results of Audit –Measure B/V•We issued an unmodified compliance opinion on the financial statements.•In all material respects City complied with compliance requirements referred to in specific Ordinances and expenditure direction approved by Council•We issued the Report on Internal Control over Compliance•No significant deficiencies in internal control noted•No material weaknesses in internal control noted.
Status and Upcoming 2025 Audit•Housing Authority Audit and Single Audit •Expected issuance by 3/31/2026 to meet regulatory deadline for compliance with Uniform Guidance and REAC filing.•2026 Audit Dates•Interim Fieldwork –June 2026•Yearend Fieldwork –October 2026 Questions
[email protected]
CALIFORNIA: Irvine | SacramentoTEXAS: The Woodlands
City of Vallejo, CABudgeting & Performance Solution
City of VallejoBudgeting &PerformanceSolutionCity Council PresentationMarch 10, 2026 Presented byRachel BeanFinance Manager, City of VallejoOpenGov Account ExecutivePhil [email protected] Confidential —For Council Review
Today's Agenda01Why Change Is NeededVallejo's current challenges and cost of the status quo 02About OpenGovCompany overview and California public sector experience 03What OpenGov DeliversReporting, forecasting, transparency, and controls 04Employee & Resident ExperienceHow Finance, departments, council, and the public use it 0505Training & SupportHow OpenGov trains and supports Vallejo staff 06Implementation Plan6-month phased rollout built for Vallejo's calendar 07Cost of ServicesContract investment and 43-month total cost of ownership 2 / 13
Why change is needed
Fragmented spreadsheet budgets
Version control issues, email chains, and no single source of truth —Finance rebuilds the answer for every request.
Slow, manual reporting cyclesStaff spend weeks compiling data for council and department heads. Ad hoc requests mean more one-off spreadsheets.
Limited forecasting capability
No structured way to model revenue scenarios, labor cost changes, or mid-year adjustments by bargaining unit.
Resident transparency gapBudget data lives in static documents. Residents and council lack a current, navigable view of how money is allocated. 3 / 13
About OpenGov1,900+Governmentcustomers
17+Years servingpublic sector
#1Rated budgetingplatform
95%+Customerretention rate
OpenGov builds software exclusively for government —every product decision is made with one customer in mind: public agencies and the communities they serve.
Nearby California partnersNapaBeniciaAmerican CanyonYountvilleLivermoreFolsomRancho CordovaSolano County 4 / 13
Headquartered in California(SF)Featured Budgeting CustomersCity of NapaCity of MilpitasCity of CupertinoTown of AthertonCity of Menlo ParkCity of FolsomCity of Redwood CityCity of HaywardCity of Larkspur**City of Rancho Cordova**City of MontereySolano CountyTuolumne County**Santa Cruz County**Tehama County** City of American CanyonCity of YountvilleCity of San PabloCity of ClearlakeCity of LivermoreCity of OaklandTown of Portola ValleyTown of Corte MaderaCity of PleasantonCity of DublinCity of HerculesCity of CloverdaleContra Costa Transportation AuthoritySan Francisco Transportation AuthorityCalifornia Office of Emergency Services 6**Finance Enterprise Customers
What OpenGov Delivers for VallejoA single system for reporting, forecasting, transparency, and controls —built to replace fragmented spreadsheets and siloed processes.REPORTINGAnswers policy questions fasterLive CentralSquare data from fund summary to transaction detail. Saved views for leadership and quarterly briefings. Finance and departments sort, filter, and export in the same workspace —KPI and budget-to-actuals side by side.
FORECASTINGMoves Finance from reactive to proactiveRevenue and expenditure scenarios before midyear adjustments become urgent. Labor planning by bargaining unit —COLAs, steps, benefits, vacancies. CIP tracked separately or rolled up. Five-year outlooks built from structured models, not rushed spreadsheets.
TRANSPARENCYBudget data residents can actually navigateInteractive online budget explorer with fund, department, and year filters. Narratives and visuals mirror the book structure. ADA-compliant web and PDF. Mobile-friendly on any device.
CONTROLSGovernance and auditability built inNightly CentralSquare sync —chart of accounts, transactions, and budget history. Approval routing, locks, redlines, and role-based access. SAML/OIDC SSO with encryption in transit and at rest. User timestamps and version history maintain a clear audit trail. 5 / 13
Built for Every User at VallejoRole-based access and guided workflows so every user sees what they need and nothing they don't.Finance Controls the full workflow
Locks and unlocks versionsReviews redlines and approvalsBuilds reports and budget publicationsMaintains the audit trail Department UsersSubmit budget requests directly in platformUpdate narratives in real timeReview their own numbers Meet deadlines with automated reminders
Leadership & CouncilSee current, council-ready budget booksTrack performance and variancesAsk follow-up questions with live evidenceNo Finance staff intermediary needed ResidentsInteractive online budget explorerFund, department, and year filtersMobile-friendly on any deviceADA-compliant PDF and web formats The goal is fewer handoffs, clearer ownership, and faster answers —for staff and for the public. 6 / 13
Training & Ongoing SupportOne of Vallejo's key concerns from prior ERP implementation was that staff did not receive adequate training. OpenGov addresses this directly and structurally.
OpenGov Training UniversityUnlimited, on-demand access —included in every subscription.Recorded training libraryRole-specific courses for Finance, department users, and leadership. Available 24/7 —no scheduling required.Completion certificatesEvery user is tracked by name. Completions are logged and a certificate is issued —giving Finance and management a verifiable record of who has been trained.New staff onboardingWhen staff turns over, new employees can be trained immediately through the same recorded curriculum. No need to re-engage implementation support.
Live Training + Dedicated Success ManagerAssigned at contract execution —not handed off after go-live.Role-based live sessionsSeparate training sessions for Finance, departments, and leadership during implementation —calibrated to each group's workflow, not a one-size-fits-all approach.Office hours during rolloutScheduled check-ins throughout the 6-month implementation to address questions, reinforce learning, and course-correct before bad habits form.Post-go-live supportYour Success Manager stays active after launch. 24/7 support portal plus a customer community of 1,900+ agencies for peer best practices. 8 / 13
Implementation Plan —Built for Vallejo's CalendarA 6-month phased rollout. Recommended start: July 1, 2026, aligned with the new fiscal year and away from mid-year budget activity.Phase 1InitiationMonth 1 Kickoff, governance, environment setup, security review Phase 2Core Budget +IntegrationMonths 1-2
CentralSquare sync, approvals, locks, pilot departments, reporting Phase 3WorkforceMonths 2-3
Roster ingestion, union rules, benefits, vacancy savings, multi-year outlook Phase 4CapitalPlanningMonths 3-4
Project intake, scoring, funding mix, schedule and portfolio views Phase 5Budget Book+ ExplorerMonths 4-5
Branded publications, narratives, charts, auto-refreshing tables, public explorer Phase 6Go-Live +TrainingMonths 5-6
Role-based live training, Training University access activated, completion certificates issued, hypercare begins6-month implementation from kickoff. Recommended start: April 1, 2026. 9 / 13
Cost of Services43-month total cost of ownership —software subscription plus one-time implementation services.Payment DateSoftware SubscriptionServicesTotalDecember 1, 2025$60,968$64,411$125,379July 1, 2026$109,743— $109,743July 1, 2027$115,230— $115,230July 1, 2028$120,992— $120,99243-Month Total Cost of Ownership $471,344What Vallejo Gets for This InvestmentFull suite: Budgeting & Performance, Reporting, Workforce Planning, Capital Planning, Budget Book & Public Explorer, OpenGov University, and dedicated Success Manager —for the life of the contract. 10 / 13
Anticipated Council QuestionsWhy now?Vallejo's current process carries real risk: errors, ad hoc requests pulling Finance off core work, and limited visibility for council. Each year we delay is another budget cycle with the same constraints.
Is this in the budget?Yes. Funding was appropriated during the FY 2025-2026 annual budget.
How long does it take to implement?6 months from kickoff, using a phased approach. OpenGov recommends starting July 1, 2026 to align with the new fiscal year and avoid disrupting mid-year budget work. A dedicated Success Manager manages the full rollout.What happens if we need help after launch?OpenGov provides ongoing success management, a 24/7 support portal, and a customer community of 1,900+ agencies. Your Success Manager stays engaged post go-live.
Does this work with CentralSquare?Yes. OpenGov integrates directly with CentralSquare via nightly sync —chart of accounts, transactions, and budget history flow in automatically.
City of Vallejo | OpenGov Budgeting & Performance | March 10, 2025 11 / 13
What Success Looks Like for VallejoA platform that helps the City see earlier, publish faster, and explain the budget more clearly.
Better Decisions
Current reporting, clearer variances, and more confidence in the numbers used for policy conversations. Council gets answers in session —not a week later.
Less Manual Risk
Fewer spreadsheet handoffs, stronger version control, and a cleaner path from assumptions to publication. Finance spends less time compiling and more time advising.
Stronger Public Trust
A resident-facing budget experience that is easier to navigate, easier to understand, and easier to keep current —without additional staff effort after setup.
City of Vallejo | OpenGov Budgeting & Performance | March 10, 2025 12 / 13
2025 General Plan Annual Progress Report (APR)Planning and Development Services DepartmentMarch 10, 2026 “Propel Vallejo” General Plan 2040
•Defines a vision for future change andguides the location and character ofdevelopment•Includes goals, policies, and programsto enhanceVallejo’s economy, conserveresources, improve public services andsafety, and foster community well-being Adopted August 2017
Annual Progress Report (APR)
•Required for every municipality and county in California•Must be submitted annually to Governor’s Office of Land Use and Climate Innovation (LCI) and California Department of Housing and Community Development (HCD) by April 1•Provides the Planning Commission, City Council, LCI, and HCD with a progress report on implementation of the General Plan as well as the jurisdiction’s share of the Regional Housing Needs Allocation (RHNA) Planning Commission Acceptance•City of Vallejo Planning Commission reviewed and accepted2025 APR on March 2, 2026•Commissioners expressed interest in promoting mixed-use development(commercial uses together with residential units), particularly infill development along Vallejo’s commercial corridors.•Public expressed concern regarding slow progress in development of affordable housing units required under RHNA, the importance of economic development alongside residential units, and supported continued progress toward Housing Element programs aimed at establishing renter protections(F 1.1.3) and an inclusionary housing ordinance(B 2.1.1).
General Plan Implementation Highlights
Housing Element Adoption and Zoning Implementation•City Council adopted 6th Cycle (2023-2031) Housing Element in December 2024•Included General Plan Land Use Map, Zoning Map, and Zoning Ordinance amendments to ensure the City can accommodate its RHNA, consistent with Housing Element Programs A 1.1.6 and A 1.1.7•Advances General Plan Goal CP-2 –Diverse Housing Opportunities
Solar Streetlight Retrofit in Disadvantaged Neighborhoods•In February 2025, the City Council approved purchase of solar streetlight equipment used to retrofit damaged streetlights along CurtolaParkway between Lemon and Napa Streets.•Funding provided through federal Energy Efficiency and Conservation Block Grant•Advances General Plan Goals:•CP-1 –Healthy Community•NBE-4 –High-Quality Infrastructure and Services•NBE-2 –A Place Where People Want to Be.
Newly installed streetlights
Regional Transportation Coordination•In March 2025, the City Council authorized membership and legislative advocacy contributions to the Solano Transportation Authority (STA)for FY 2025-26 through 2027-28.•STA is Solano County’s regional transportation agency, coordinating planning, funding, and advocacy for roadway safety, transit connectivity, and mobility; •Participation ensures access to state/federal funding and countywide transportation coordination•Advances General Plan Goals:•MTC-1 –Multimodal Transportation System•NBE-4 –High-Quality Infrastructure and Services
KB Home Residential Subdivision
•In November 2025, the Planning Commission approved development of 130 single-family residences on approximately 17 acres located at 201 Rollingwood Drive•Advances General Plan Goals:•CP-2 –Diverse Housing Opportunities•NBE-3 –Complete Neighborhoods•NBE-4 –High-Quality Infrastructure and Services Approved subdivision map
Housing Production
2025 Vallejo Housing Unit Production
Income Level:RHNA UnitAllocation:ProjectionPeriod:2023:2024:2025:Total Units toDate:Remaining Units:Very Low6904610727663Low369012103355314Moderate4950971026469Above Moderate1,3461449441143422924Total Units:2,900148121681935302,370 Housing ElementProgram Implementation Highlights
Program F 1.1.3 –Renter Protection & Housing Stability
•$1.4M One Bay Area Grant (OBAG) 3 funds for Downtown Specific Plan Update,reprogramed to support program implementation•Funding supports citywide engagement + feasibility analysis for anti-displacement policies•Work will inform potential ordinances: rent stabilization, just cause for eviction, anti-harassment, tenants right to counsel•RFP issued (Oct 2025); 7 proposals received (Dec 2025); consultant contract executionanticipated April 2026; completion anticipated by Q4, 2026 Program B 2.1 –Inclusionary Housing & Commercial Linkage•City contracted with EPS to prepare Inclusionary Housing & In-Lieu Fee Feasibility Analysis•Prelim Feasibility/Nexusstudies completed June 2025; presented at joint PC/CC study sessions (July & November 2025)•Analysis found bothresidential & commercialprototypes not financially feasible, even before affordability requirements or new fees•November 2025 direction: proceed with ordinance drafting and incorporate flexibility to address feasibility concerns•Draft ordinance anticipated mid-2026 THANK YOUStaff Contact: Kristin Pollot, AICP , Planning & Development Services [email protected] of Vallejo555 Santa Clara StreetVallejo, CA 94590www.vallejo.gov 60-Day Public Safety UpdateDeputy Chief Bob KnightMarch 10, 2026 Current Staffing
Current09-12-2023Total Sworn Staffing7780Modified Duty Officers42Off on Worker’s Comp.91Sworn Working Full Duty6477Officers Working Patrol3539Supervisors Working Patrol (Sgts)55Officers in FTO23Anticipated Officers Resigning70Officers Starting /Final OffersUnk.1 Strategies Underway to Increase Staffing•All-Star Recruiting (PD/HR currently evaluating effectiveness of service) •Recruitment, retention and referral program –approved by City Council July 2025•HR has two extra-help recruiters for VPD•Ongoing officer oral panels, physical fitness testing (WSTB) and Pellet-B written exam•Weekly coordination meetings with HR and monthly coordination meetings with Command staff•In 2024 –97officer background investigations •In 2025 -96officer backgrounds investigations •Reviving the VPD Explorer and Cadet Program –long-term solution
Current Reporting Structures
•City Council presentations –60-day Public Safety Update•Surveillance Advisory Board (SAB) –monthly •Police Oversight and Accountability Commission (POAC) -monthly•Chief’s Advisory Board (CAB) –monthly •Public Safety Council Subcommittee (PSCS) –monthly •Ad-hoc Police Reform Council Subcommittee –monthly •A variety of other community engagement efforts –ongoing •Neighborhood and Business Watch Programs•Neighborhood Impact Team•Community Police Academy•Youth engagement (VCUSD and others)
End-of-Year Crime Report 2025
VPD Enhanced Response to Domestic Violence Initiative Retail Theft Operations and Holiday Patrol ProgramFLOCK/ALPR Technology High case closure rate in 2024/2025
End-of-Year Operations 2025
PSCS Traffic Safety topic, CalTransCoordination, and Future OTS Grant 42% increase
11% decrease
38% increase
94% increase
23% increase
Average Response Times (ART) –Vallejo PD
FEB 2024-JAN 2025ART in minutes# of incidentsPriority 114.21 119Priority 2325.41 1680Priority 3497.20 2438FEB 2025-JAN 2026ART in minutes# of incidentsPriority 19.05 36% Improvement from last year109Priority 2162.47 50% Improvement from last year1724Priority 3292.57 41% Improvement from last year2361 *Solano SO’s ART will be presented later in presentation Abandoned Vehicles
Stats•In 2024, 4,000+ SCF abandoned vehicles•As of March 1st, 1,590 SCF abandoned vehicles•Currently addressing September 2025 entriesStaffing•1 FTE Senior Police Assistant •1 Police Cadet•5 Patrol PA’s (address SCF entries as time permits)Strategies•Tow Sweeps •Add dedicated personnelPotential Solutions•Revise and renew rotational tow contract •RFP for new tow companies•Two tow rotations (Standard tows vs. abandoned vehicles)•Add tow companies outside of Vallejo to tow rotation•Revise dismantling for disposal of RV’s process•City involvement•Legal issues Priority Programs and Initiatives•Vallejo VISION –gun violence reduction initiative (Spring 2026)•Sex Trafficking Reduction Initiative (In-progress)•VPD’s Enhanced Response to Domestic Violence (In-progress)•2026 Vallejo PD Community Academy (Began March 7th)•Revitalized volunteer program•Neighborhood Watch and Business Watch Programs (Ongoing)•Traffic Safety (In-progress)•Public Safety Partnership (PSP) –USDOJ BJA (Last year of programing)•Community Engagement Strategic Plan Workshop –April/May•Police Reform Settlement Agreement (In-progress)•1 Lt, 2 Sgt’s, 1 Cpl, 1 retired annuitant, 1 project consultant, 4 Admin Analyst’s
Key Measures Entering 2026Achievements•Significant drops in several key crime areas, especially gun violence as well as burglary and thefts•Increased VPD enforcement (traffic stops and arrests) in 2025, while UOF stays consistent and police pursuits dropped.•Key relationships with LE partners (CHP , Solano SO, federal LE partners via PSP appointment)Focus Areas•Sworn police officer staffing*•Retention of current employees•City budget realities / Overtime reduction strategies
Solano Sheriff’s Office Law Enforcement Services
Type of CallAverage Response TimeNumber of Calls for ServiceOverall19:56358Priority 19:2733Priority 218:57176Priority 323:36149 REPORTS TAKEN102TRAFFIC STOPS149VEHICLE/ PEDESTRIAN CHECKS38AREA CHECKS30ARRESTS34CITATIONS10
KEY ACTIVITY INDICATORS
RESPONSE TIMES Jan 21sttoMARCH 1ST
THANK YOUBob Knight –Deputy Chief of [email protected] Police Department111 Amador StreetVallejo, CA 94590www.vallejopd.net