Vallejo City Council
March 24, 2026

Useful Life: 5 years
Project Title: Grind & Paving (PWC117)
Project Description: Annual PW Maintenance efforts performing thin grind and overlay on failing streets. There is an ongoing procurement and pre-construction phase developing a 10-year paving plan for Vallejo. This plan will identify street segments to receive pavement treatments annually and the pavement sections will be repaved.

Project Location: City-wide locations to be determined during the procurement and pre-construction phases.

Estimated Project Amount
FY26-27: $1,000,000 Estimated
Project Schedule: 07/2025 --
6/2027 Estimated Project Useful
Life: 20 years
ADOPTED BY THE CITY COUNCIL OF THE CITY OF VALLEJO at a regular meeting held on March 24, 2026, with the following vote:

AYES:

NOES:

ABSENT:

A
B
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A
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N
A
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ANDREA SORCE, MAYOR

DAWN G. ABRAHAMSON, CITY CLERK

CONSENT CALENDAR 8.E.

DATE: March 24, 2026
TO: Mayor and Members of the City Council
FROM: Oscar Alcantar, Interim Public Works Director
SUBJECT: ADOPT A RESOLUTION APPROVING THE VALLEJO DOWNTOWN / WATERFRONT

PARKING MANAGEMENT PROGRAM EVALUATION AND ACTION PLAN REQUIRED

TO MAINTAIN ELIGIBILITY FOR METROPOLITAN TRANSPORTATION COMMISSION (MTC) REGIONAL FUNDING AND TO SUPPORT THE CITY'S DESIGNATION AS A

TRANSIT-ORIENTED COMMUNITY (TOC)

RECOMMENDATION
Adopt a Resolution approving the Vallejo Downtown / Waterfront Parking Management Program Evaluation and Action Plan prepared for the Metropolitan Transportation Commission required to maintain eligibility for MTC Funding and to support the City's designation as a transit-oriented community (TOC).

REASONS FOR RECOMMENDATION
Adoption of the Evaluation and Action Plan is required to maintain eligibility for Metropolitan Transportation Commission (MTC) regional funding and to support the City’s designation as a Transit-Oriented Community (TOC).

BACKGROUND AND DISCUSSION
The Metropolitan Transportation Commission (MTC) secured a grant from the One Bay Area Grant Program (OBAG 3) in June 2023 for Parking Management Technical Assistance, of which the Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan (“Evaluation and Action Plan”) was one of the selected planning projects. OBAG 3 is the Bay Area’s third cycle of federal transportation funding distributed by MTC, drawing on Surface Transportation Block Grant (STBG) and Congestion Mitigation and Air Quality (CMAQ) program funds to support planning and capital strategies aligned with regional transportation, safety, growth, and climate goals identified in Plan Bay Area 2050, MTC’s adopted regional long-range plan together with the Association of Bay Area Governments (ABAG).

Under the grant award, MTC acts as the lead recipient and has the contractual and fiscal responsibility for the planning grant. MTC executed a contract with AECOM and remitted payment directly for consultant services to prepare the Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan (attached as Exhibit A).

The Evaluation and Action Plan was developed to assess existing parking conditions and management practices in the downtown and waterfront areas of Vallejo and to identify actions necessary to align the City’s parking program with regional policy requirements. Following a series of working sessions, in July 2025, AECOM submitted the Evaluation and Action Plan for review and consideration by City staff.

Adoption of the Evaluation and Action Plan is required to maintain eligibility for MTC regional funding and to support the City’s designation as a Transit-Oriented Community (TOC). Vallejo’s TOC status reflects the City’s unique role as a multimodal transportation hub with two ferry terminals which fall under the TOC Policy’s Tier 4 area, and it recognizes the importance of coordinating land use, transportation, and parking policies to support

Date: March 24, 2026
Subject: ADOPT A RESOLUTION APPROVING THE VALLEJO DOWNTOWN / WATERFRONT

PARKING MANAGEMENT PROGRAM EVALUATION AND ACTION PLAN

REQUIRED TO MAINTAIN ELIGIBILITY FOR METROPOLITAN

TRANSPORTATION COMMISSION (MTC) REGIONAL FUNDING AND TO SUPPORT

THE CITY'S DESIGNATION AS A TRANSIT-ORIENTED COMMUNITY (TOC)

transit use.

TOCs are intended to enable people to access and use public transit more frequently and for a wider range of trips by concentrating housing, employment, services, and retail near transit facilities. TOCs promote equitable, sustainable, and inclusive communities where residents, workers, and visitors of all ages, abilities, income levels, and backgrounds can live, work, and thrive while reducing reliance on single-occupancy vehicles.

The Evaluation and Action Plan documents existing parking conditions and the City’s current parking management program, evaluates consistency with MTC TOC policy requirements, and provides recommendations for program updates and improvements. The plan also outlines recommended implementation strategies to support more effective parking management, enhance access to transit, and advance broader mobility, economic development, and sustainability goals in the downtown and waterfront areas.

CODE COMPLIANCE
The Evaluation and Action Plan includes several short-, medium-, and long-term recommendations. Among them are proposed amendments to the parking standards in the Zoning Ordinance, the Downtown Specific Plan, the Waterfront Planned Development Master Plan, and the Mare Island Specific Plan. These amendments would align parking minimum and maximum requirements with MTC’s TOC Policy for all areas within a ½-mile radius of the Vallejo Ferry Terminal and the Mare Island Ferry Terminal, both of which are classified as Tier 4 (the lowest tier) Transit-Oriented Communities under MTC’s policy.

Additionally, the Evaluation and Action Plan recommends amending the Vallejo Municipal Code (VMC) to allow unbundled parking. As required by MTC TOC Policy, unbundling parking from the overall cost of residential or commercial space ensures that the cost of providing parking can be separated from the overall cost of developing residential or commercial space. Without an allowance for unbundling parking, the overall cost of parking is paid by all residents and tenants regardless of whether they use parking or not.

As the Evaluation and Action Plan proposes future amendments to the City's Zoning Ordinance, staff presented the plan to the Planning Commission at a regular meeting of that body held on March 16, 2026.

After considering the plan, the Planning Commission voted to approve a resolution recommending it be adopted by the City Council.

While this Evaluation and Action Plan will not directly modify any of the City’s existing parking standards, if ultimately adopted by the City Council, City of Vallejo staff will use the plan’s recommendations as guidance in preparing amendments to the Zoning Ordinance and applicable specific plans addressing compliance with both state law and MTC’s TOC Policy.

Staff recommends that the City Council adopt the Vallejo Downtown / Waterfront Parking Management Program Evaluation and Action Plan, prepared by AECOM of San Francisco, California.

FISCAL IMPACT
There is no fiscal impact associated with this item. The project was fully funded and administered by the Metropolitan Transportation Commission (MTC), which served as the grant recipient and managed the

Date: March 24, 2026
Subject: ADOPT A RESOLUTION APPROVING THE VALLEJO DOWNTOWN / WATERFRONT

PARKING MANAGEMENT PROGRAM EVALUATION AND ACTION PLAN

REQUIRED TO MAINTAIN ELIGIBILITY FOR METROPOLITAN

TRANSPORTATION COMMISSION (MTC) REGIONAL FUNDING AND TO SUPPORT

THE CITY'S DESIGNATION AS A TRANSIT-ORIENTED COMMUNITY (TOC)

consultant contract directly. All consultant costs were paid by MTC, and no City funds, appropriations, reimbursements, or matching contributions were required.

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

ATTACHMENTS

1. RESO Adopt Parking Eval Action Plan for MTC_CAO Stamp

2. Exhibit A - Vallejo DowntownWaterfront Parking Management Program Evaluation and Action Plan

CONTACT
Tony Chu, Transportation Superintendent
[email protected]

RESOLUTION NO. 26-______ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO ADOPTING THE

VALLEJO DOWNTOWN / WATERFRONT PARKING MANAGEMENT PROGRAM

EVALUATION AND ACTION PLAN
WHEREAS, the Metropolitan Transportation Commission (MTC) secured a grant from the One Bay Area Grant Program (OBAG 3) in June 2023 for Parking Management Technical Assistance, of which the Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan was one of the selected planning projects; and
WHEREAS, in compliance with the grant award, MTC acted as the lead recipient and executed a contract with AECOM for consulting services to prepare the Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan; and WHEREAS, in July 2025, following a series of working sessions, AECOM prepared the Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan for review and consideration by City staff; and
WHEREAS, adoption of the Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan is required to maintain eligibility for MTC regional funding and to support the City’s designation as a Transit-Oriented Community (TOC); and WHEREAS, the Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan documents existing parking conditions and the City’s current parking management program, evaluates consistency with MTC TOC policy requirements, and provides recommendations for program updates and improvements. These recommendations support more effective parking management, enhance access to transit, and advance broader mobility, economic development, and sustainability goals in the downtown and waterfront areas.

NOW THEREFORE BE IT RESOLVED that the Council of the City of Vallejo hereby adopt the Vallejo Downtown / Waterfront Parking Management Program Evaluation and Action Plan (attached as Exhibit A to this Resolution), prepared by AECOM of San Francisco, California.

Adopted by the City Council of the City of Vallejo at a regular meeting held on March 24, 2026, with the following vote:

AYES:

NOES:

ABSENT:
____________________________________

ANDREA SORCE, MAYOR

ATTEST: _____________________________________
DAWN G. ABRAHAMSON, CITY CLERK

Vallejo Downtown/Waterfront
Parking Management Program
Evaluation and Action Plan
Pending Adoption
City of Vallejo
Metropolitan Transportation Commission
July 2025
Photo by Lilia Scott Page 101 of 2600
Vallejo Downtown/Waterfront Parking Management Program
Evaluation and Action Plan
Pending adoption
City of Vallejo
Prepared for:

Metropolitan Transportation Commission
Prepared by:

AECOM
150 California Street, Ste 200
San Francisco, CA 94111
www.aecom.com
Contributors
Mark Helmbrecht, Transportation Program Superintendent, Public Works, City of Vallejo Oscar Alcantar, Interim Public Works Director, Public Works Department, City of Vallejo Tony Chu, City Traffic Engineer, Public Works Department, City of Vallejo Hector Rojas, Long Range Planning Manager, Planning and Development Services Department, City of Vallejo
Robert Busick, Senior Planner, Planning and Development Services Department, City of Vallejo Joel Mandella, Transportation/Climate Planner, Metropolitan Transportation Commission (MTC) Lilia Scott, Senior Project Manager, AECOM
Mary Nooristani, Planner, AECOM
Anthony Mangonon, Senior Planner / Engineer, AECOM
Victor Xie, Deputy Project Manager, AECOM
Ann Cheng, Ann Cheng Consulting

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 ii

Final Pending Adoption, July 2025 i
Table of Contents
Introduction ........................................................................................................................................................ iii Section 1: Existing Parking Conditions .........................................................................................................1-1

1.1 Baseline Conditions ............................................................................................................................1-1

1.1.1 Past Parking Studies...............................................................................................................1-1

1.1.2 Existing Parking Codes and Policies ......................................................................................1-4

1.2 Issues Identification and Findings Summary.....................................................................................1-12 Section 2: Existing Parking Management Program ......................................................................................2-1

2.1 Introduction .........................................................................................................................................2-1

2.2 Parking Program Documents ..............................................................................................................2-1

2.2.1 Vallejo Parking Management and PARCS Plan (2013) ..........................................................2-1

2.2.2 Vallejo Parking Program (2020)..............................................................................................2-2

2.3 Existing Parking Facilities ...................................................................................................................2-2

2.3.1 Public Parking.........................................................................................................................2-3

2.3.2 Private Parking........................................................................................................................2-7

2.3.3 Parking Demand Markets .....................................................................................................2-10

2.4 Permitting, Payment, and Enforcement Systems..............................................................................2-16

2.4.1 Permitting and Payment........................................................................................................2-16

2.4.2 Enforcement..........................................................................................................................2-16

2.4.3 Program Revenues and Costs..............................................................................................2-17

2.4.4 Adequacy of City’s Parking Management Contract for Support Services.............................2-18

2.5 Findings Summary and Conclusions.................................................................................................2-18 Section 3: Recommendations.........................................................................................................................3-1

3.1 MTC TOC Policy Compliance .............................................................................................................3-1

3.1.1 Parking Minimums and Maximums .........................................................................................3-2

3.1.2 Unbundled Parking .................................................................................................................3-6

3.1.3 Other Requirements................................................................................................................3-7

3.2 Updates to the City’s Parking Program ...............................................................................................3-8

3.2.1 Short- and Medium-Term Recommendations .........................................................................3-9

3.2.2 Long-Term Recommendations..............................................................................................3-12

3.2.3 Other Recommendations ......................................................................................................3-23 Section 4: Implementation ..............................................................................................................................4-1

4.1 Introduction .........................................................................................................................................4-1

4.2 Recommendations ..............................................................................................................................4-3 Section 5: Acronyms........................................................................................................................................5-2 Section 6: References......................................................................................................................................6-1

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 ii
Figures
Figure 1-1: Intergovernmental Policy Flow Chart.............................................................................................1-13 Figure 2-1: Existing Parking Facilities ................................................................................................................2-3 Figure 2-2: Vallejo Ferry Ridership Origins and Destinations........................................................................... 2-11 Figure 2-3: Frequency of Ferry Use by Route..................................................................................................2-12 Figure 3-1: MTC TOC Area ................................................................................................................................3-1 Tables
Table 1-1 TOC Policy Transit Service Level by Tier ...........................................................................................1-6 Table 1-2: List of Documentation Required for MTC TOC Policy by Section .....................................................1-9 Table 2-1: Public Parking Facilities ....................................................................................................................2-4 Table 2-2: Public Parking Fees ..........................................................................................................................2-6 Table 2-3: Major Private Parking Facilities .........................................................................................................2-8 Table 2-4: Distribution of Access Modes to Vallejo Ferry Terminal...................................................................2-13 Table 2-5: Estimated Annual Program Expenses.............................................................................................2-17 Table 3-1: Current Off-Street Parking Requirements – Downtown Specific Plan Districts.................................3-2 Table 3-2: Current Off-Street Parking Requirements – Other Areas ..................................................................3-2 Table 3-3: Public Parking Fees for Downtown Paid Parking ............................................................................3-15 Table 3-4: Public Parking Fees for Park Vallejo Facilities ................................................................................3-16 Table 3-5: Discounted Rate Calculation for Park Vallejo Facilities...................................................................3-16 Table 3-6: Potential Pricing Methodology for Demand-Responsive Pricing .....................................................3-17

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 iii
Introduction
The Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan (Plan) was developed by AECOM, with the support of City of Vallejo (City) staff, through contract with the Metropolitan Transportation Commission (MTC). The purpose of the plan is to support the City in becoming compliant with MTC’s Transit Oriented Communities (TOC) policy as it relates to parking management requirements. Consistency with MTC’s TOC policy, parking management requirements are necessary for the City to remain eligible for MTC funding. The Plan supports TOC parking consistency by documenting existing parking conditions and the City’s current parking management program; identifying gaps between existing City policies/programs and TOC parking requirements; and recommending actions, including program updates, along with an implementation pathway to align City parking policies and practices with the TOC Policy. This Plan document is organized into the following sections:
• Existing Parking Conditions
• Existing Parking Management Program
• Recommendations
• Implementation

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 1-1
Section 1: Existing Parking Conditions
This section addresses existing parking conditions for the Vallejo Citywide Strategic Parking Plan. In this section, the AECOM team reviewed, summarized, and identified issues for the existing parking codes and policies, past parking studies, and related documents, including the 2024 Metropolitan Transportation Commission (MTC) Administrative Guidance: Transit-Oriented Communities (TOC) Policy (TOC Policy).

1.1 Baseline Conditions
The baseline conditions for the City of Vallejo’s (City’s) parking landscape are established through a synthesis of previous parking studies and current parking codes and policies. This section reviews key documents, including the Vallejo Downtown and Waterfront District Parking Study (Kimley-Horn 2019a) and its summary document, the City of Vallejo Development Parking Mitigation Summary Memorandum. It also examines the Vallejo Parking Management and PARCS (Parking and Access Resource Control System) Plan (Nelson Nygaard 2013), which is the existing Parking Management Plan, and the 2020 City of Vallejo Parking Program, which offers updated insights into the City’s parking systems. Additionally, the Vallejo Community-Based Transportation Plan (CBTP) (Solano Transportation Authority 2020) is included, highlighting the needs of transit-dependent and marginalized communities. This synthesis is followed by a review of state, regional, and local policies and a summary of the documentation required for the City of Vallejo to ensure policy compliance.

1.1.1 Past Parking Studies

1.1.1.1 Vallejo Parking Management and PARCS Plan
The Vallejo Parking Management and PARCS Plan (Nelson Nygaard 2013) aimed to optimize parking resources and enhance access within the city, supporting equitable and sustainable urban development. The plan focused on improving parking efficiency, reducing reliance on singleoccupancy vehicles, and promoting alternative transportation modes.

In summary, the report identified three relevant past studies that contextualized parking conditions at the time of the report’s publication:
• 2005 inventory of on- and off-street (surface lot) spaces conducted by Kimley-Horn. The study identified insufficient parking and underutilization due to poor management. Better allocation, improved signage, and integration of technological advancements, including parking management systems, were recommended solutions.
• 2007 parking inventory and analysis of occupancy data conducted by Wilbur Smith and Associates. The report identified inconsistent occupancy data in addition to high occupancy rates, which led to congestion and difficulty parking. Data standardization, dynamic pricing, and promotion of public transportation were recommended.

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 1-2
• 2007 complete inventory of on- and off-street parking spaces, including the number of spaces allocated to specific uses, conducted by Carl Walker, Inc. The report identified poor maintenance and a misallocation of parking spaces, both contributing to inefficiency and poor safety. Reallocation of spaces, facility upgrades, and mixed-use development to reduce the need for parking were recommended.

Key elements of the Vallejo Parking Management and PARCS Plan (2013) included recommendations such as
• Implementing demand-responsive pricing to manage parking supply • Introducing development parking maximums
• Encouraging shared parking arrangements
• Prioritizing the development of secure bicycle parking • Unbundling parking to separate parking costs from housing or commercial leases • Applying integrated curb management strategies to better allocate curb space for loading zones, ride-share, and active transportation
The PARCS system provided a technological backbone for managing parking resources, using realtime data to • Optimize parking availability
• Streamline enforcement
• Improve the user experience
This system was intended to reduce congestion, enhance the efficiency of parking operations, and support its broader goals of sustainable mobility and transit-oriented development.1

1.1.1.2 Vallejo Downtown and Waterfront District Parking Study and City of Vallejo Development Parking Mitigation Summary Memorandum (2019) The Vallejo Downtown and Waterfront District Parking Study (Kimley-Horn 2019b) evaluated existing parking inventory and usage in the Downtown and Waterfront areas, projecting impacts on parking supply and demand over the next 20 years due to new development built on existing parking lots and expanded ferry service. This report had two main parts: 1) existing parking conditions data collection and 2) future scenario projects in the near, mid, and long term. Proposed mitigation strategies were also included to address subsequent supply and demand constraints. The report assessed the impacts of new developments and strategies in the near, mid, and long term. The study found that existing parking supply can be optimized through measures such as:
• Restriping existing parking lots
1 See the City of Vallejo General Plan Section 6: Mobility, Transportation, and Connectivity for high-level mobility and transitoriented development goals (City of Vallejo 2017).

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 1-3
• Converting on-street spaces to long-term parking
• Constructing temporary parking structures
The City of Vallejo Development Parking Mitigation Summary (Kimley-Horn 2019a) is a summary memorandum of the Vallejo Downtown and Waterfront District Parking Study (Kimley-Horn 2019b).

As such, the Summary Memorandum provided high-level details for the City’s on- and off-street parking mitigations for the proposed Waterfront development and expanded Water Emergency Transportation Authority (WETA) ferry service.

1.1.1.3 Vallejo Community-Based Transportation Plan (2019/2020) The 2019/2020 Vallejo Community-Based Transportation Plan (CBTP, Solano Transportation Authority 2020) focused on addressing the transportation needs of Vallejo’s Communities of Concern through a community-driven, participatory approach. Initiated by the Solano Transportation Authority in May 2019, the CBTP built on MTC guidelines for engaging low-income and underrepresented communities. The plan aimed to identify transportation gaps, propose solutions, and prioritize projects for implementation, particularly through a participatory budgeting process. Vallejo is notable as the first United States city to incorporate participatory budgeting into a local sales tax allocation, reflecting its commitment to inclusive decision-making.

The CBTP's development involved extensive community outreach, beginning with a Transportation Forum in July 2019, which gathered input on local transportation issues. Outreach efforts such as stakeholder mailings, surveys, and focus groups ensured meaningful public engagement to reflect community concerns. The CBTP proposed 16 transit and bike/ped projects that addressed key issues such as transportation sustainability, safety, and accessibility for marginalized communities.

Vallejo residents voted on these projects through the participatory budgeting process, ensuring that community members had a direct role in deciding how $400,000 of State Transit Assistance funding would be spent.

The estimated cost of implementing the projects outlined in the CBTP required funding from various sources beyond participatory budgeting allocation. The CBTP also emphasized the need for ongoing monitoring and evaluation to track the progress of the plan and ensure it continues to meet the community's evolving needs (Solano Transportation Authority 2020).

1.1.1.4 City of Vallejo Parking Program (2020)
The City of Vallejo published the City of Vallejo Parking Program report (2020) as a tool for the public to navigate the suite of parking options provided throughout the City. This toolkit provides the most up-to-date information on the City’s parking program. Many parking lots and structures in the City of Vallejo require fees, particularly in Downtown, Waterfront, and Marina. Most on-street parking is free with time limits, with specific zones flagged in the report with a three-hour time limit. The City has several designated residential parking permit zones to meet long-term resident parking needs.

These parking permit zones all allow some sort of time limited public parking option. The Parking Program Report also provides information on parking fees by location, time limitations, enforcement, guidance on payment, and disabled placard exemptions (City of Vallejo 2020).

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 1-4

1.1.2 Existing Parking Codes and Policies
The AECOM team reviewed all relevant parking policies at the state, regional, and local level that will guide future development of the City of Vallejo’s updated Parking Management Plan.

1.1.2.1 State
The following section provides a comprehensive overview of the current state policies, outlining their implications and relevance to the City of Vallejo’s parking program.

1.1.2.1.1 Assembly Bill 2097
Assembly Bill 2097 (AB 2097), enacted in 2022, significantly alters parking requirements for development projects in California, aiming to reduce mandatory parking minimums. The bill emphasizes reducing housing costs, curbing unnecessary parking spaces, and lowering greenhouse gas emissions by supporting more sustainable, transit-adjacent development. Key provisions include:
• Prohibition on Minimum Parking Requirements: AB 2097 prevents public agencies from imposing minimum automobile parking requirements on residential, commercial, or other developments located within ½ mile of public transit. This promotes denser, transit-oriented development, reducing reliance on cars and lowering development costs. • Exceptions for Parking Requirements: Cities or counties may impose parking minimums within 30 days of a completed application if not enforcing them would negatively impact their ability to meet regional housing needs, especially for low-income, elderly or disabled populations, or if existing parking is significantly impacted.
• Special Provisions for Housing Projects: Projects dedicating 20% or more of units to affordable housing, or those with fewer than 20 units, are exempt from the possibility of local parking requirements.
• Preserving Electric Vehicle (EV) and Accessible Parking: The law ensures that developments within ½ mile of public transit must still comply with existing mandates for electric vehicle charging spaces and parking for people with disabilities. • Voluntary Parking and Public Use: When developers opt to provide parking voluntarily, local agencies may require spaces for car share vehicles, require spaces to be shared with the public, or require parking owners to charge for parking but cannot require that parking be offered free of charge to residents.
2 The City has not yet updated its ordinance to incorporate the provisions of AB 2097, which prohibits the imposition of minimum parking requirements for most new developments located within a half mile of public transit. However, AB 2097 applies to all types of projects, including residential, commercial, or other developments.
2 See Assembly Bill 2097 at: https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202120220AB2097

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 1-5

1.1.2.1.2 Assembly Bill 413
AB 413, approved in October 2023, amends Section 22500 of the California Vehicle Code to regulate vehicle stopping, standing, and parking in relation to crosswalks. Key provisions include:
• New Parking Restrictions: Vehicles are prohibited from stopping, standing, or parking within 20 feet of the approach side of any marked or unmarked crosswalk and within 15 feet of any crosswalk with a curb extension.
• Local Authority Flexibility: Local jurisdictions can modify these distances by ordinance if they base the decision on traffic safety standards and mark the modified areas with paint or signage.
• Exceptions for Loading Zones: Local authorities can allow commercial vehicles to load and unload within the restricted zones if authorized by ordinance and properly marked with signs or paint. Parking for bicycles or motorized scooters is allowed within the restricted zones. • Warnings Prior to Enforcement: Until January 1, 2025, only warnings may be issued for violations unless the area is clearly marked with signs or paint. • Reimbursement: If the state determines that this act contains costs mandated by the state due to these regulations, local agencies may be reimbursed according to established procedures.

The City has not yet updated its ordinance to incorporate the provisions of AB 413, which prohibits vehicles from stopping, standing, or parking within 20 feet of the approach side of any marked or unmarked crosswalk, and within 15 feet of any crosswalk that has a curb extension. While the City has programs promoting active transportation, codifying AB 413’s provisions would ensure consistent application of safety standards and demonstrate full compliance with state law.

1.1.2.2 Regional
At the regional level, the TOC Policy (MTC 2024) and the MTC-ABAG Parking Policy Playbook (ABAG-MTC 2021) provide forward-thinking guidance on parking management for local governments. As such, adherence to these policies will ensure that the City of Vallejo’s updated Parking Management Plan effectively supports existing parking demand while supporting regional goals to reduce single-occupancy vehicle travel and encourage alternative transportation.

1.1.2.2.1 MTC Transit-Oriented Communities Policy and MTC-ABAG Parking Policy Playbook The TOC Policy (MTC 2024) outlines detailed instructions for implementing MTC Resolution 4530, promoting equitable and sustainable transit-oriented development in the Bay Area. Adopted in September 2022 and revised in October 2023, the TOC Policy is rooted in Plan Bay Area 2050 (MTC, 2021) and aligns with regional growth and transportation planning objectives. The TOC Policy’s goals include increasing the overall housing supply, particularly affordable housing, in transit-rich areas; boosting density for new commercial office developments near regional transit hubs; promoting bus transit, active transportation, and shared mobility; and fostering partnerships to create equitable transit-oriented communities (MTC 2024).

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 1-6
Essential requirements of the TOC Policy (MTC 2024) cover minimum residential and commercial densities, affordable housing measures, parking management, and transit station access and circulation. Parking management strategies aim to reduce single-occupancy vehicle trips and prioritize land use near transit for shared mobility and active transportation. Parking standards can be met through parking districts providing shared vehicle parking for multiple land uses within an area. In these cases, the total amount of new off-street parking to be built should be equivalent to the TOC Policy’s parking standards.

Jurisdictions must document compliance with off-street parking requirements and relevant policies, including citations from municipal codes or ordinances, and demonstrate compliance before adoption of the One Bay Area Grant (OBAG) 4 in 2026. Specific requirements for new residential and commercial development, which may be met through the establishment of parking districts, are as follows:
• Eliminate minimum parking requirements in most transit tiers • Set parking maximums
• Mandate secure bicycle parking
• Allow unbundled parking
• Allow shared parking between different land uses
The TOC Policy (MTC 2024) applies to areas within 0.5 miles of existing or planned fixed guideway stops and stations served by regional rail, commuter rail, light rail, bus rapid transit, or ferries. These areas are categorized into four transit tiers based on the level of transit service as outlined in Table 1-1.

Table 1-1 TOC Policy Transit Service Level by Tier
Level of Transit Service
Density Standards in Floor Area Ratio (FAR)
Minimum FAR Allowable Maximum FAR
Tier 1: Rail stations serving regional centers (i.e.,
Downtown San Francisco, Downtown Oakland, and
Downtown San José)

3.0 FAR or higher 5.0 FAR or higher
Tier 2: Stop/station served by two or more BART lines or BART and Caltrain

2.0 FAR or higher 3.0 FAR or higher
Tier 3: Stop/station served by one BART line, Caltrain, light rail transit, or bus rapid transit

1.5 FAR or higher 2.0 FAR or higher
Tier 4: Commuter rail (SMART, ACE, Capitol Corridor,
Valley Link) stations, Caltrain stations south of Tamien, or ferry terminals

0.75 FAR or higher 1.0 FAR or higher
Jurisdictions are also required to implement at least one policy or program of the 12 policies from the MTC/ABAG Parking Policy Playbook (ABAG-MTC 2021). The Playbook’s policies are as follows:

1. Reduced parking minimums

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 1-7

2. Parking maximums

3. Reduced parking for affordable housing

4. Reduced parking for transit proximity

5. Shared parking

6. Unbundled parking

7. Parking in-lieu fees

8. Priced parking

9. Demand-responsive parking

10. Parking benefit districts (PBDs)

11. Curb strategy

12. Transportation demand management (TDM) policy for new development Appendix E: Parking Laws Update of the MTC/ABAG Parking Policy Playbook (ABAG-MTC 2021) provides a comprehensive overview of parking-related legislation in California. Key highlights from the parking laws update include:
• Off-Street Parking: Local agencies can acquire property for off-street vehicle parking and charge and collect a reasonable fee for the off-street parking of vehicles. • Congestion Management Programs: Local governments are required to adopt congestion management programs which may include parking cash-out programs, reduced parking requirements, and measures to promote alternative transportation. • Shared Parking: Allows for shared parking agreements between adjacent properties if a certain percentage of spaces are underutilized, potentially reducing the need for more parking spaces.
• Local Authority Over Parking Regulations: Cities and counties can regulate parking through ordinances (e.g., preferential parking for residents, parking meters) and adjust parking standards to encourage transit use.
• Types of Parking Spaces: A local agency may, by ordinance, permit angled parking on any roadway.
• Designation of Streets: A local agency may, by ordinance or resolution, designate certain streets upon which preferential parking privileges are given to residents and merchants. A local agency may also, by ordinance or resolution, designate certain streets or portions of streets for the exclusive or nonexclusive parking privilege of motor vehicles participating in a car share vehicle program or ridesharing program.
• Parking Meter Zones: If the local agency wants to establish parking meter zones or fix the rate of fees for those zones, Vehicle Code Section 22508 requires the legislative body of a city or county to adopt the zones and/or rates through an ordinance.

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These policies are designed to regulate parking supply, promote sustainable transportation modes, and facilitate compact development. By adhering to this comprehensive framework, public agency staff can effectively implement MTC Resolution 4530 and advance sustainable, equitable transitoriented development throughout the Bay Area.

1.1.2.2.1.1 Compliance Requirements with MTC Policy
State, regional, and local policies guide the City of Vallejo parking provision. Local policies reviewed in this memorandum do not require specific deliverables for compliance. Regional policies, specifically MTC’s TOC Policy (2024), require document submission to ensure compliance. • MTC TOC Policy. All documentation must follow MTC’s process, which includes a submission form and a resolution adopted by City Council or the Board of Supervisors verifying compliance with the TOC Policy (MTC 2024) via MTC’s submission portal. The deadline for submission is prior to adoption of OBAG 4 (anticipated 2026). See Table 1-2 for a description of deliverables required for MTC TOC Policy compliance. • MTC/ Association of Bay Area Governments (ABAG) Parking Policy Playbook. No submissions are required in this document, as it serves as a toolkit for local jurisdictions. The City of Vallejo may use this resource to develop or refine its parking policies. Additionally, the toolkit offers guidance on integrating various parking policies to enhance a comprehensive parking program. As such, this toolkit can assist the City in establishing a robust parking management system through coordination of suggested policies. The suite of policy options included in this toolkit is as follows:
─ Reduced parking minimums
─ Parking maximums
─ Reduced parking for affordable housing
─ Reduced parking for transit proximity
─ Shared parking
─ Unbundled parking
─ Parking in-lieu fees
─ Priced parking
─ Demand-responsive pricing
─ Parking benefit district (PBD)
─ Curb strategy (relevant to the City’s parking management program as a suggested complement to reduced parking minimums)
─ TDM policy for new development (relevant to the City’s parking management program as a suggested complement to reduced parking minimums)

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Table 1-2: List of Documentation Required for MTC TOC Policy by Section Section 1: Density for New
Residential and Commercial
Office Development
Section 2: Affordable Housing
Production, Preservation, and
Protection Policies and
Commercial Stabilization Policies Section 3: Parking Management Section 4: Station Access and
Circulation
Four calculations of average
density/intensity within the TOC area
on MTC’s submission portal.

Adoption of at least 2 policies for
each of the “3Ps” (affordable
housing production, preservation,
and protection) and one policy
related to commercial stabilization. A
menu of policy options is provided
by MTC. Documentation submittal
includes provision of a document or
website link with the adopted policy
or relevant municipal code section.

Additionally, the City must provide
compliance with minimum
requirements for each policy.

Off-street parking and bicycle
parking: Provide documentation for
off-street parking requirements for
new residential and commercial
developments, including bicycle
parking requirements where
applicable. The documentation
should reference the relevant
municipal codes or ordinances that
establish these requirements.

Complete Streets Policy: City must
adopt a jurisdiction-wide Complete
Streets Policy. Submit a link to the
Complete Streets Policy.

Parking districts and other area-wide
parking management: Submit the
adopted plan and relevant policies,
detailing how such policies will result
in the creation of the same amount
of (or fewer) new off-street parking
spaces compared to the parking
management requirements of the
TOC Policy (MTC 2024), on
average.

Prioritized implementation of active
transportation projects and/or
relevant Community Based
Transportation Plans: Jurisdictions
must submit at least one of the below
options.
• Capital Improvement Program with
relevant projects identified.
• Projects funded or submitted for
funding (e.g., OBAG, ATP, etc.)
within the past five years.
• Other funding or implementation
plans that include relevant
projects.

Unbundled and shared parking:

Provide documentation and citations
for the adopted plans, policies, or
municipal codes or ordinances that
permit unbundled and shared
parking.

Access gap analysis and
accompanying capital and/or service
improvement program for station
access: Jurisdictions must submit at
least one of the following:
• Adopted Priority Development
Area (PDA), Specific, Precise or
Area plan(s) that include a station
access or circulation element

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Section 1: Density for New
Residential and Commercial
Office Development
Section 2: Affordable Housing
Production, Preservation, and
Protection Policies and
Commercial Stabilization Policies Section 3: Parking Management Section 4: Station Access and
Circulation
(submit access/circulation element
only, or include link to adopted
plan with specific page numbers
that reference access/circulation
element).
• Transit agency station access
plans.
• If the plans are not yet completed
for the TOC area, submit an active
transportation, bicycle, or
pedestrian plan AND applicable
sections of the General Plan
Circulation Element.

MTC/ABAG Parking Policy Playbook
(ABAG-MTC 2021) compliance:

Provide citations for adopted plans,
policies, and/or municipal codes or
ordinances that enact one or more
of the Parking Policy Playbook’s
policies or programs that apply to
the TOC Policy (MTC 2024) area or
throughout the jurisdiction.

Identify opportunities for Mobility Hub
planning and implementation: Submit
current plans/projects that enhance
TOC areas through better shared
mobility access.

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1.1.2.3 Local
City of Vallejo’s Municipal Code and Traffic Impact Analysis (TIA)/ Study Guidelines serve as the primary framework for local parking policy.

1.1.2.3.1 Traffic Impact Analysis / Study Guidelines
The City of Vallejo’s revised Traffic Impact Analysis (TIA)/ Study Guidelines, effective October 2024, identify traffic impacts to traffic operation and safety, along with mitigation strategies for new development projects. This document outlines the requirements for preparing a TIA study, including the types of projects subject to these guidelines. Key requirements include an initial assessment of the proposed project, based on its description and intended land uses. The document provides guidance to produce trip generation estimates pertaining to trip generation rates, trip generation basis, unknown trip generation rates, pass-by and diverted-link trips, and truck trips. The document further advises on the analysis procedure and methodology, such as calculating traffic counts and peak periods. The city published guidance on the assessment of Vehicle Miles Traveled (VMT) for projects under separate cover. Updates in this document from the previous Guidelines include changes to the Traffic Impacts threshold, more emphasis on pedestrian safety and accessibility, the addition of consideration of collision history, and a queuing analysis. As such, and in compliance with the City’s General Plan and other relevant policies, the guidelines require identification of alternative travel modes and pedestrian and road safety measures. Non-exempt projects must submit a detailed TIA report covering existing conditions, data collection, documentation, and analysis; identification of traffic impacts; and proposed mitigation measures for any identified impacts.

These guidelines are pertinent to the City’s parking policies, as they provide direction on internal circulation and access management, which encompasses both on- and off-site parking. More specifically, the report requires studies to discuss vehicle ingress and egress via main access driveways and identification of on- and off-site circulation challenges. Additionally, these guidelines advocate for shared parking in commercial developments and promote multimodal transportation by requiring parking lots to foster safe walking conditions in their vicinity (City of Vallejo 2024).

1.1.2.3.2 City of Vallejo Municipal Code
The City of Vallejo’s Municipal Code includes a number of chapters that address parking management and regulation. The following chapters establish parking-related guidelines. Key provisions from each chapter are highlighted below:
• Chapter 8.12 Enforcement of Traffic Regulations
─ Exemptions to time limit parking, such as disabled persons’ vehicles and vehicles bearing City of Vallejo official parking permits
─ Removal of vehicles from street after 72 or more consecutive hours or when parking violates specific regulations
─ Penalty for late payments

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• Chapter 8.20 Parking Meter and Time Limit Parking
─ Parking meter zone establishment, installation authority, placement and indication of time limit, parking space designation, parking space deposit of payment, hours of operation, collections and maintenance, establishment of parking meter districts, and rules pertaining to unlawful behavior
─ Parking lot space designation and rules pertaining to unlawful vehicles ─ Downtown and Waterfront paid parking program areas
─ Parking lot fees, disabled parking, maximum speed limit, and prohibited activities ─ Regulations for the Marina parking lot and the residential limited parking area at Vallejo High School
• Chapter 8.26 Permit Parking in Parking Lots
─ This chapter codifies permit parking and identifies restrictions and police powers. • Chapter 8.27 Residential Limited Parking Areas
─ This chapter codifies residential limited parking areas and identifies violations. • Chapter 8.58 Parking Lot Traffic Regulation
─ Requires that certain private parking lots must be generally open for public use and establishes guidelines to enforce disabled parking laws.

1.2 Issues Identification and Findings Summary
The City of Vallejo’s most recent parking studies are reinforced by state, regional, and local policies codifying its existing parking program. Figure 1-1 illustrates the interaction between policies at various levels of government.

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Figure 1-1: Intergovernmental Policy Flow Chart
Past studies have highlighted the following key issues: (1) general parking management needs and (2) parking supply and demand constraints as the City of Vallejo develops the Waterfront area and expands ferry service. Outreach efforts have also revealed transportation service gaps affecting marginalized communities.

In addition to addressing the City’s current parking needs, a review of past studies has highlighted the need to update the Parking Management Plan. The latest Parking Management Plan, the Vallejo Parking Management and PARCS Plan, was developed in 2013 and requires reimagination to align with Vallejo’s current and future parking needs and objectives. Evolving parking conditions, particularly in the wake of the COVID-19 pandemic, underscore the importance of updating the Parking Management Plan to better align parking supply with demand.

Development of an updated Parking Management Plan, detailed in Section 2 of this Plan, Existing Parking Management and PARCS Plan, will require compliance with the following codes and policies:
• MTC TOC Policy (MTC 2024)
• At least one MTC/ABAG Parking Policy Playbook policies (ABAG-MTC 2021) listed in Section

1.1.2.2.1)
• City of Vallejo Municipal Code chapters 8.12, 8.20, 8.26, 8.27, and 8.58

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To address the identified key issues, proposed strategies within past studies include adaptive reuse of existing parking facilities, implementation of demand-responsive pricing, parking maximums, and shared parking. Short- and medium-term recommendations involve:
• Instituting new parking policies for special events and oversized vehicles • Installing parking-specific wayfinding
Long-term recommendations suggest:
• Developing a demand-responsive pricing system to manage parking demand • Creating a commercial PBD in downtown Vallejo
• Allowing shared parking among different land uses
• Replacing parking minimums with parking maximums
Additionally, ongoing program monitoring is recommended to ensure that transportation improvements serve marginalized communities.

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Section 2: Existing Parking Management Program
This section addresses the Evaluation of the Existing Parking Management Program. It provides a review of the 2013 Vallejo Parking Management and Parking Access and Control Systems (PARCS) Plan and documents the current state of the parking program implementation, including parking regulations, parking permit options, curb and off-street options, private and public options, parking demand markets and market conditions, program revenues and costs, systems used for permitting and enforcement, and adequacy of the City’s parking management contract for support services.

2.1 Introduction
This section reviews the 2013 Vallejo Parking Management and Parking Access and Control Systems (PARCS) Plan and the 2020 Vallejo Parking Program. The 2013 Parking Management and PARCS Plan remains the current Parking Management Plan for the City of Vallejo, but an update to the Plan is needed to address current issues and planned improvements as well as to bring the city into compliance with the Metropolitan Transportation Commission (MTC)’s transit-oriented communities (TOC) policies. The need for an updated Parking Management Plan is further highlighted by the impact of the COVID-19 pandemic, which adversely affected ferry ridership and the demand for downtown parking for commercial and economic activities. Current trends suggest that parking in the City of Vallejo is both underpriced and underutilized, thus failing to reflect the true costs of providing and managing parking. As such, this section aims to present the framework for options to recalibrate the balance between parking supply and demand and update how parking is priced to better match market conditions and support the long-term viability of the City’s parking program.

2.2 Parking Program Documents

2.2.1 Vallejo Parking Management and PARCS Plan (2013)
The Vallejo Parking Management and PARCS Plan is a 2013 report on existing parking conditions for the Downtown and Waterfront areas of the City of Vallejo. It is aimed at addressing the diverse needs of long-term parkers (including ferry patrons and downtown employees), along with shorterterm parkers. This initiative aligns with broader redevelopment goals for the Downtown and Waterfront areas, which seek to enhance walkability, support higher-density land uses, and create a more pedestrian-friendly environment. The parking management strategy includes redeveloping surface lots, implementing paid parking, and redeveloping key areas to boost economic productivity and accommodate evolving parking demands.

Generally, the Vallejo Parking Management and PARCS Plan (2013) seeks to foster a more walkable downtown, supported by balanced parking demands and a capacity for higher-density land uses. A key component of the plan involves construction of a new parking structure with at least 1,200 paid spaces to replace existing surface lots used for ferry parking. The Plan seeks to transition from free to paid parking aims to manage parking resources more effectively, though concerns persist that

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such changes might deter ferry ridership. Community input highlights the need for affordable parking options for regular ferry users and to address issues such as safety and enforcement.

Recommendations detailed in the 2013 Vallejo Parking Management and PARCS Plan document are designed to ensure that parking is available and convenient for both residents and visitors while supporting the city's broader redevelopment and economic objectives.

2.2.2 Vallejo Parking Program (2020)
The City of Vallejo published a Parking Program report in 2020 as a tool for the public to navigate the suite of managed parking options provided by the City, namely throughout the Downtown and Waterfront areas, along with Vallejo High School. This toolkit provides the most up-to-date information on how the City is operating its parking system, which is branded as “Park Vallejo”. Many parking lots and structures in the City of Vallejo require fees, particularly in the Downtown and Waterfront neighborhoods. Most on-street parking is free but time-limited (typically 3-hour parking, but some spaces are designated with shorter limits for faster turnover). Other areas require residential parking permits.

The Parking Program report also provides information on parking fees by location, time limitations, enforcement, guidance on payment, street sweeping, and disabled placard exemptions (City of Vallejo 2020).

2.3 Existing Parking Facilities
Figure 2-1 depicts the major public and private parking facilities in the Downtown and Waterfront neighborhoods, bounded by Capitol Street on the north, the shoreline on the south and west, and Sonoma Boulevard on the east.

Public parking facilities captured in Figure 2-1 consist of all of the City-owned facilities managed as part of the Park Vallejo program. There are currently no privately developed parking facilities available for general (i.e., unrestricted) public use within the Downtown and Waterfront neighborhoods.

Private parking facilities captured in Figure 2-1 include park-and-ride areas at the Vallejo Transit Center and any other parking that is not for general, unrestricted use. Typically, these private parking facilities provide dedicated parking for specific users, such as building tenants, business customers, employees, etc. In this case, the parking is considered an “accessory” use to a primary use (e.g., residential units, retail establishments, etc.).3 For the purposes of this section, City-owned parking for City employees and City vehicles (e.g., Lots 1 and 2) is treated as “private” parking. 3 For the purposes of this memorandum, private parking facilities consisting of less than 15 spaces are considered “minor” and have been omitted from the analysis. Specialized uses such as gas stations, auto repair, and car dealerships which do not provide “accessory” parking in the typical sense have also been excluded.

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Figure 2-1: Existing Parking Facilities

2.3.1 Public Parking
Table 2-1 below summarizes key characteristics for the full inventory of the City of Vallejo’s (Park Vallejo) parking facilities, including whether the facility is free or paid, the facility type (structure, surface lot, or on-street parking), the facility’s approximate capacity (spaces), and a general description of the facility and any key considerations associated with it.

A site visit was conducted on September 9, 2024, from 11 a.m. to 1:30 p.m. to assess existing parking facilities in the Downtown and Waterfront areas. Relevant commentary and observations from the September 9 site visit are also included in Table 2-1.

Parking fees at these facilities are summarized in Table 2-2.

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Table 2-1: Public Parking Facilities
Parking Facility
Paid or
Free
Type
(structure,
surface lot,
or on-street)
Capacity
(spaces) Description and Site Visit Commentary
Three-hour time-limited parking (free)
Lot A
291 Mare Island Wy.

Free
(3 hrs.)
Surface lot 106 Adjacent to Vallejo Ferry Terminal
No day or time-of-day exceptions
Lot C1
555 Santa Clara St.

Free
(3 hrs.)
Surface lot 30 Adjacent to Vallejo City Hall
Lot C2
555 Santa Clara St.

Free
(1 hr. or 3
hrs.)
Surface lot 34 Mixture of 1-hour parking (20 spaces) and 3- hour parking (14 spaces) adjacent to Vallejo
City Hall and Solano County Library (Vallejo
John F. Kennedy Library)
Includes 2 spaces signed as 3-hour parking
for electric vehicle (EV) charging only (no day
or time-of-day exceptions)
Posted signage directs library patrons to this
lot
Lot E
283 Mare Island Wy.

Free
(3 hrs.)
Surface lot 27 Discussions to convert this lot into a
recreational space
Waterfront Specific Plan includes housing on
waterfront south of Lot E
Waterfront paid parking
Garage
415 Santa Clara St.

Paid Structure 750 Three-floor structure:
• Basement is accessible by a ramp from the
first floor. Basement is lightly used.
• First floor is accessible by a ramp from
Santa Clara St. and directly from Mare
Island Way. The first floor is generally full.
• Second floor “courtyard” entrance is from
Santa Clara St. Second floor is lightly
used.

Lot A1
145 Georgia St.

Paid Surface lot 168 Lot is generally full
Includes 156 auto spaces and 12 motorcycle
spaces
Northeast corner includes 7 bike lockers
Lot A2
121 Maine St.

Paid Surface lot 118 Medium demand on commute days and
higher demand during events like Giants
Games.

Lot A3
485 Santa Clara St.

Paid Surface lot 274 Unhoused people (in vans and recreational vehicles [RVs]) park in lot
Lower western “triangle” portion of lot
includes large area with bicycle racks
Phase B garage planned up to 4 stories, but
will need a variance for height and funding
Lot B
150 Georgia St.

Paid Surface lot 340 Closed since the COVID-19 pandemic Open only for events (either to house the
event itself or for event parking)
Includes 338 auto spaces and 2 motorcycle
spaces
Addition of electric vehicle charging

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Parking Facility
Paid or
Free
Type
(structure,
surface lot,
or on-street)
Capacity
(spaces) Description and Site Visit Commentary
Lot F
201 Capitol St.

Paid Surface lot 137 Confusing signage (“overflow permit parking only”)
Unhoused individuals park vans here
Downtown paid parking
Maine Street
between Santa Clara
St. and Marin St.

Paid* On-street 77 Mix of angled and parallel parking
Lot D
542 Santa Clara St.

Paid* Surface lot 89 Includes 10 spaces marked for 24-minute time limit
Lot H
325 York St.

Paid* Surface lot 75 Almost no usage, perhaps due to its location next to Grocery Outlet, which provides free
parking
Poor delineation between Lot H and Grocery
Outlet parking
Lot I
435 York St.

Paid* Surface lot 63 Almost no usage
Lot J
301 Virginia St.

Paid* Surface lot 86 Well used
Lot K
340 York St.

Paid* Surface lot 48 Well used
Lot L
432 York St.

Paid* Surface lot 105 Often fills up at night
Transit Center Public Unpaid Parking
Lot G1
410 Sacramento St.

Free Surface lot 32 Vallejo Transit Center park-and-ride spaces (paid facility):
• SolTrans parking (30 spaces)
• Rideshare/taxi parking with 15-minute limit
(2 spaces)
Lot G2
410 Sacramento St.

Free Surface lot 19 Adjacent to Lot G1 and Vallejo Transit Center City-owned
Effectively free and unregulated at all times
(no posted signage or pavement markings)
Occupied at time of site visit
Lot 8
311 Sacramento St.

Free Surface lot 34 Vallejo Transit Center park-and-ride spaces (paid facility):
• SolTrans parking (30 spaces)
Visitor parking with 30-minute limit (4 spaces)
Marina parking boat launch
Lot M
3 Curtola Pkwy.

Paid Surface lot 150 Temporarily closed Feb 2022–Jan 2024 for remediation of former Pacific Gas & Electric
(PG&E) Vallejo Manufactured Gas Plant
Planned to be updated for boat parking with
longer parking spaces for pull-through, etc.

Note: Asterisk (*) indicates that parking requires payment Monday through Friday from 9 a.m. to 6 p.m. Parking at these locations is free Monday through Friday from 6 p.m. to 9 a.m. and on weekends.

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Table 2-2: Public Parking Fees
Fee Type Waterfront paid parking Downtown paid parking
Hourly Up to 1 hour — $1.00
Up to 2 hours — $2.00
Up to 3 hours — $3.00
Up to 4 hours — $4.00
5–24 hours — $5.00
Daily $8.00 per 24 hours $5.00 per 24 hours*
Monthly General $50 per calendar month $20 per calendar month Downtown resident — $10 per calendar month
Annual General $600 per year $240 per year
Downtown resident — $120 per year
* Note: Daily fee for Downtown paid parking facilities applies Monday through Friday, all day.

As is detailed in Figure 2-1 and Table 2-1, the majority of Park Vallejo off-street parking, both in terms of number of facilities and number of spaces, consists of paid parking. However, some free, time-limited parking is available at the Ferry Terminal and City Hall.

Parking fees are required in the Downtown facilities Monday through Friday from 9 a.m. to 6 p.m., but are not required outside of these periods. Parking fees are required at all times in the Waterfront paid facilities (Lots A1, A2, A3, B, and F and the Vallejo Ferry Terminal Garage).

High-capacity facilities are concentrated in the Waterfront area, including large surface lots and the Vallejo Ferry Terminal Garage. Facilities in the Downtown area typically have lower individual capacity due to smaller parcel sizes.

Completion of the Vallejo Ferry Terminal Garage (750 spaces) in 2012 and the interim Lot A3 (274 spaces) more recently in 2019 have substantially increased the available supply of parking; these facilities, as well as the future Phase B garage on Lot A3 are intended to replace the future loss of parking on the Waterfront surface lots (Lots A1, A2, B, and F) and Ferry Terminal time-limited free parking (Lots A and E) due to planned development. With development of the Waterfront area stalled, however, the surface lots have continued to remain in use as parking, resulting in a situation where the area is substantially overparked relative to current demand and the newer parking facilities are underutilized. This situation has been exacerbated over the past several years due to the COVID-19 pandemic and ongoing changes in overall transit ridership and commute trends.

During the site visit, City staff noted that development is still possible and that the current master plans for the Waterfront and Downtown areas are being scheduled to be updated. These plan updates will provide an opportunity to re-evaluate land use and transportation in the area (including parking supply vs. demand) in light of expected future trends in a post-pandemic context, including the more permanent changes in commute travel and work patterns.

As indicated in Table 2-1, Lots H and I have very low utilization, even during peak occupancy. Lots J, K, and L are closer to the Downtown commercial core along Georgia Street and show substantially higher utilization, although even Lots K and L typically see very low utilization during off-peak periods. It may be worth considering repurposing one or more of these lots to uses other than

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parking, either on a temporary or permanent basis. Lot H, in particular, may be a good candidate due to its adjacency to Grocery Outlet’s free parking (Lot 11) and the poor delineation between the two lots.

2.3.1.1 On-Street Parking
On-street parking has been omitted from Figure 2-1 for clarity but represents a significant parking resource. On-street parking is distributed across the entire street network and, as a general rule, is permitted wherever it is not expressly prohibited through signage, curb paint, pavement markings, or the presence of curb cuts (i.e., driveways).

Free, time-limited on-street parking is available throughout the Downtown and Waterfront areas in a mix of parallel and angled configurations. Posted signage and curb colors identify specific restrictions on applicable times/days and maximum hours, which vary depending on location.

Spaces are most commonly restricted to a 2-hr time limit, in effect from 7 a.m. to 6 p.m. (except Sundays), although a few select spaces are subject to different restrictions (e.g., shorter limits of 10 minutes or 24 minutes for faster turnover).

In smaller cities and suburbs, on-street parking is frequently viewed as an economic investment in the local community. In these cases, on-street parking is usually provided at little or no cost to the user, with the intent of attracting customers and encouraging visitor activity that will support local businesses. As is the case with Vallejo, some jurisdictions may apply time limits or other restrictions (including free parking with local business validation) to encourage turnover and ensure that spaces are readily available as new users arrive in the area.

In the Downtown and Waterfront areas, on-street parking utilization is generally highest in the Downtown core, along Georgia Street between Santa Clara Street and Sonoma Boulevard and radiating outward along Marin Street and other intersecting side streets. On Saturdays, demand from the Farmers Market and the loss of spaces along Georgia Street due to street closures can push demand to Virginia Street and other nearby parts of the Downtown, but overall, the majority of onstreet parking is substantially underutilized, with peak occupancy at less than 25 percent (KimleyHorn and Associates, Inc. 2019).

Given the glut of on-street parking, conversion of these spaces to a more managed approach like Maine Street between Santa Clara Street and Marin Street could help address short-term deficiencies that may arise from the loss of larger off-street facilities (e.g., due to development) or other factors. Commentary during the September 9 site visit also noted that effective parking management of the City’s parking resources would charge for on-street spaces that are most in demand and coordinate that system with existing regulations for longer-term parking at the lots in the rear of the buildings.

2.3.2 Private Parking
Major private parking facilities in the Downtown and Waterfront neighborhoods are summarized in Table 2-3.

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The majority of the private parking in these areas consists of facilities providing approximately 25 spaces or less. However, there are some notable exceptions, including the City’s employee and official vehicle lots (Lots C3 and C4), the Marina Tower Apartments lot (Lot 1), and several other large lots providing parking for retail (Georgia Street Plaza/Lot 10, Grocery Outlet/Lot 11, and Good Samaritan Missionary Baptist church/Lot 14).

Lots C3 and C4 are the two largest private parking facilities in the Downtown and Waterfront neighborhoods. As City-owned lots adjacent to Lot F and in relatively close proximity to the Ferry Terminal, it may be worth considering repurposing some of these spaces for public parking if additional or replacement parking is desired.

Church parking lots, such as Lot 14, in particular, offer a potential opportunity for more creative parking solutions, as their usage patterns are typically concentrated on certain days and times (e.g., Sundays), with the spaces going largely or wholly unused outside of those periods. The large size of Lot 14 and its configuration (with two interconnected “halves”, each with independent driveway access) could make it a particularly good candidate for shared parking or a similar solution.

In addition to Good Samaritan Missionary Baptist church, the Victory Church of Deliverance (316 Virginia Street) owns and/or leases two adjacent parcels for parking (Lots 12 and 13) with a total combined capacity of approximately 37 spaces. While these two lots are noticeably smaller in size and capacity than the Good Samaritan Missionary Baptist lot, they are closer to the Downtown commercial core and could also be considered as part of a larger parking solution.

Within the larger Waterfront area, additional private parking facilities are available north of Capitol Way, outside the frame of Figure 2-1. These sites include the Vallejo Yacht Club (485 Mare Island Way), the former State Farm (now City-owned) building at 400 Mare Island Way, and several smaller sites.

Table 2-3: Major Private Parking Facilities
Parking Facility
Type
(structure,
surface lot,
or on-street)
Capacity
(spaces) Description and Site Visit Commentary
City employee and fleet parking
Lot C3
555 Santa Clara St.

Surface lot 101 Employee parking for City of Vallejo et al.:
• Employee parking (80 spaces)
• City employee parking (5 spaces)
• Library employee parking (16 spaces)
Lot C4
555 Santa Clara St.

Surface lot 118 Employee and official vehicle parking for City of Vallejo et al.:
• City employee parking (64 spaces); includes EV-only
parking (4 spaces)
• Official City vehicles only (22 spaces)
• Reserved for official vehicles only (32 spaces)
Other private parking
Lot 1
601 Sacramento St.

Surface lot 97 Parking for 601 Sacramento St. (Marina Tower Apartments senior affordable housing complex)

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Parking Facility
Type
(structure,
surface lot,
or on-street)
Capacity
(spaces) Description and Site Visit Commentary
Lot 2
200 Georgia St.

Surface lot 25 Parking for 200 Georgia St. (Vallejo Housing Authority) Lot 3
236 Georgia St.

Surface lot 20 Parking for 236 Georgia St. (Garden Plaza commercial complex)
Lot 4
250 Georgia St.

Surface lot 18 Parking for 250 Georgia St. (Immersive Learning Center) Lot 5
201 Georgia St.

Surface lot 17 Parking for 201 Georgia St. (Cal Maritime Anchor Center) Lot 6
400 Santa Clara St.

Surface lot 27 Parking for 400 Santa Clara St. commercial complex Lot 7
311 Sacramento St.

Surface lot 18 SolTrans employee parking at Vallejo Transit Center Lot 9
303 Sacramento St.

Surface lot 16 Parking for 303 Sacramento St. (Planned Parenthood) Lot 10
310 York St.

Surface lot 78 Parking for 301 Georgia St. (Georgia Street Plaza commercial complex)
Parcel is separate from Georgia Street Plaza
Lot 11
401 Marin St.

Surface lot 66 Parking for 401 Marin St. (Grocery Outlet) Lot 12
(no address)
Surface lot 22 Parking for 316 Virginia Street (Victory Church of Deliverance)
Parcel is adjacent to and separate from church
Lot 13
318 Virginia St.

Surface lot 15 Parking for 316 Virginia Street (Victory Church of Deliverance)
Parcel is adjacent to and separate from church
Lot 14
427–435 Capitol St.

Surface lot 69 Parking for 407 Capitol St. (Good Samaritan Missionary Baptist church)
Lot is composed of 4 contiguous parcels, adjacent to and separate from church; each half of the lot is composed of 2 parcels, and the two halves are connected internally to allow for vehicle circulation within the lot
Lot 15
728 (734) Marin St.

Surface lot 18 Parking for 734 Marin St. (Vallejo Naval & Historical Museum)
Museum and parking are on same parcel
Lot 16
531 Capitol St.

Structure Unknown Garage inside Legacy at Sonoma mixed-use residential (senior apartment) complex
Lot 17
410 Virginia St.

Surface lot 26 Vacant parcel with gated parking; exact usage is unclear May be parking for adjacent parcel (office building) at 420 Virginia St.

Lot 18
(no address)
Surface lot 18 Parking for adjacent restaurant at 1801 Sonoma Blvd. (Gracie’s) and retail on opposite side of street at 435 Virginia St. (Victory Stores Inc. army & navy surplus shop)
Parcel is separate from restaurant and shop
Lot 19
429 Virginia St.

Surface lot 21 Parking for 435 Virginia St. (Victory Stores Inc. army & navy surplus shop)
Parcel is adjacent to and separate from shop

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2.3.3 Parking Demand Markets

2.3.3.1 Ferry Ridership
Parking demand in the Waterfront neighborhood is heavily influenced by ridership on the Vallejo ferry route to/from San Francisco, operated by the Water Emergency Transportation Authority (WETA).

The regional distribution (by zip code) of Vallejo ferry ridership at the Vallejo end of the route is illustrated in Figure 2-2, as referenced from the summary report for WETA’s 2022 On-Board Passenger Survey.

The Vallejo route has the largest service area among WETA’s routes, capturing origins and destinations in major population centers within Solano County (including Vallejo, Benicia, Fairfield, and Vacaville), as well as surrounding Sonoma and Napa counties (WETA, CDM Smith, 2022), as shown in Figure 2-2. As described in the note below the figure, an additional 12.5 percent of reported “origins” are located outside the Bay Area, perhaps indicating an even larger catchment area at the Vallejo end than depicted in Figure 2-2.

Annual ridership on the Vallejo route was 1,078,000 in Fiscal Year (FY) 2019 and 479,196 in FY 2022 (WETA 2023b). Projected ridership for the Vallejo route for FY 2023/24 based on WETA’s latest approved budget is 738,024 (WETA 2023a). Current service levels in 2024 are comparable to prepandemic levels—there is slightly less service on weekdays but slightly more service on weekends.

In addition, the “short hop” segment at the San Francisco end of the route between the Ferry Building and Pier 41 has been spun off as a separate service, requiring a transfer at the Ferry Building.

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Source: WETA, CDM Smith (2022).

Figure 2-2: Vallejo Ferry Ridership Origins and Destinations Note: “Origin” side is mostly the North Bay zip codes and includes departures from and arrivals to these zip codes. “Departure” side is mostly San Francisco zip codes and includes arrivals to and departures from these zip codes. Based on the survey data on this route, 0.0 percent of “Origins” and 17.4 percent of "Destinations” are unknown zip codes. Also, 12.5 percent of “Origins” and 0.7 percent of “Destinations” are extra-regional (zip

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codes outside the San Francisco Bay Area). Weekly trips relating to unknown and extra-regional zip codes are not included in the map above.

The 2022 On-Board Passenger Survey also collected other useful data on ridership trends, including frequency of ferry use (see Figure 2-3) and access mode at terminals (see Table 2-4).

As shown in Figure 2-3, trends in the frequency of ferry use for the Vallejo route are similar to the other routes. All routes except the Richmond route had a drop of 20+ percentage points in 5-daysper-week riders. Across the entire WETA system, the share of weekday patrons riding the ferry 5 days per week has been dropping over the last decade (62 percent in 2011, 58 percent in 2014, 49 percent in 2017, 26 percent in 2022), with the COVID-19 pandemic exacerbating this trend between 2017 and 2022. Meanwhile, between 2017 and 2022, the share of weekday passengers riding 3–4 days per week or 1–2 days per week rose by 8 percentage points and 13 percentage points, respectively (WETA 2022).

As shown in Figure 2-3, “drive alone” riders dropped by 20 percentage points (from 63 percent to 43 percent) between 2017 and 2022. In contrast, “kiss-and-ride/carpool” riders increased by 14 percentage points (from 22 percent to 36 percent) in the same period.

Source: WETA, CDM Smith (2022).

Figure 2-3: Frequency of Ferry Use by Route

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Table 2-4: Distribution of Access Modes to Vallejo Ferry Terminal Access Mode
2022
Survey
2021
Survey
2017
Survey
2014
Survey
2011
Survey
Drive alone 43% 46% 63% 86% 67%
Kiss-and-ride/carpool 36% 26% 22% 7% 16%
Transit/Employer shuttle* 2% 1% 4% 3% 2%
Walk only 4% 7% 4% 4% 4%
Bike 4% 5% 2% 0% 1%
Taxi N/A 0% 1% 0% 0%
Transportation network company (TNC) 4% 7% 3% 0% 0%
Other 8% 8% 1% 0% 10%
Note: In the 2022 Survey, “employer shuttle” is part of the “other” access mode.

Overall, the data appear to indicate very strong and fundamental changes in frequency of ferry use and in access mode over the past decade that underscore the observations of parking supply and demand in the Waterfront area. The transition to less frequent or more casual ferry riders and to access modes that do not require parking (or require less parking) correlates well with the underutilization of the City’s Waterfront parking facilities.

The decline in “drive alone” share over the last decade is also clear evidence of how mode choice responds to changes in the overall transportation context. This points to a likely need to re-adjust the long-term forecast of parking demand vs. supply in the Waterfront area, with the understanding that the demand for parking among ferry riders has dropped substantially since the master plan for the Waterfront area was published. It also points to the need to consider a more balanced and rational approach to accommodating ferry parking needs—one that is perhaps less about accommodating as much parking as possible at no or little cost to the user, and more about ensuring the actual cost of providing that parking is paid by the user, with the expectation that riders will adjust their individual choices accordingly.

Given the notable and consistent increase in kiss-and-ride/carpool share among ferry riders since the 2014 Survey, it may also make sense to consider improvements to pick-up and drop-off areas at the Ferry Terminal as part of overall curb management. Participants in the September 9 site visit noted that the current pick-up arrangement for transportation network company (TNC) vehicles (i.e., Uber, Lyft) is confusing, and that improvements are planned to address this issue. The City of Vallejo is currently executing the Vallejo Ferry Terminal Mobility Hub Improvement Project, which plans to dedicate half of the bus stop to passenger loading. The City has coordinated with Soltrans, the transit provider for the area, to approve this change.

With respect to access mode, the summary report for the 2022 On-Board Passenger Survey also noted that the non-motorized (walking and bicycling) share is much higher at WETA’s other origin terminals (18 percent at Oakland/Alameda, 33 percent at Harbor Bay, and 16 percent at Richmond, compared to only 8 percent at Vallejo). Future residential development in the Waterfront and Downtown areas can be expected to increase ridership on the ferry without the need for additional parking, as most of these riders would be expected to walk or bike to/from the ferry terminal. This can also help counterbalance any potential concerns about drops in ferry ridership from a decrease

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in parking capacity and the transition to a more managed approach to parking (e.g., through pricing) in the Waterfront area.

2.3.3.2 City of Vallejo Employee and Fleet Parking
Another key market for parking demand in the Waterfront area (specifically, the northeast corner) is employee and fleet parking for the City of Vallejo. Proximity to City Hall is an important consideration for this market, particularly with respect to fleet parking, but is not an absolute requirement. Previous parking studies had assumed that parking spaces lost with the planned future development of Lot C3 would be accommodated by a combination of users shifting to the other remaining C lots (Lots C1, C2, and C4) and a new off-site parking lot for City use with 200 spaces.

Given the changes in commute and work patterns over the last few years as a result of the COVID19 pandemic, it may be worthwhile reconsidering the need for the new off-site lot. Lot C3 is currently used exclusively as employee parking, but if future anticipated demand is expected to be lower than previously assumed pre-pandemic (e.g., as a result of work-from-home and remote-work policies for City employees), then the new lot may not be needed.

2.3.3.3 Downtown Vallejo
As a mixed-use neighborhood with office, retail/restaurant, residential, and other uses, the parking demand market in Downtown Vallejo is multi-faceted. For planning purposes, visitor demand is perhaps a more critical segment than employee and resident demand, as visitor demand is more reliant on proximity to destinations and can fluctuate more noticeably depending on time of day, day of week, and other factors. Visitor levels can increase noticeably during events such as the Saturday Farmers Market but may be substantially lower during other times. In contrast, employee and resident demand can be considered somewhat more “stable” and fixed. As a result, there is an opportunity to encourage employees and residents to utilize long-term parking further away from their homes or workplaces and walk a ways to their destination, through incentives or training programs To effectively manage both long- and short- term parking, the City could enforce higher prices or time-limited parking on-street, thereby encouraging short-term parking in front of buildings and long-term parking in lots at the rear of buildings.

As a smaller city outside of the inner core of the Bay Area, Downtown Vallejo is also not a substantial office district and is more similar to other smaller, historic downtowns throughout the Bay Area, oriented towards small businesses and other uses serving the surrounding neighborhood that are typically more dependent on customer parking. As a gateway or stopover for the Napa–Sonoma area and local tourism destinations such as Mare Island and Six Flags Discovery Kingdom, there is also likely some level of intra-regional tourist demand.

As indicated in Figure 2-1 and Table 2-3, there is substantial private parking available throughout Downtown within 1–2 blocks of Georgia Street and Virginia Street, in addition to multiple public parking facilities (several of which are underutilized, such as Lots H and I). Overall, data and analysis conducted in previous parking studies, in combination with observations and commentary during the September 9 site visit, generally indicate that the area is overparked and existing parking facilities are underutilized.

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Development within Downtown Vallejo has stalled in comparison to other similar-sized cities in the region, and many parcels are either vacant or underutilized, serving as parking (or other vehicle storage, such as for car dealerships), gas stations, or other low-intensity uses. The area has significant potential, however, particularly given the historical character and walkability of the neighborhood and the availability of good commute options into the inner Bay Area.

The City is in the process of developing a new specific plan for Downtown to replace the current plan adopted in 2005. As part of this effort, parking supply and demand should be re-evaluated, with consideration given to better managing parking resources through shared parking, parking-related design guidelines and standards, and other mechanisms.

2.3.3.4 Neighborhood Residents
Similar to other cities, the City of Vallejo has implemented residential permit parking (RPP) to better manage localized parking demand in specific areas of the city. In RPP programs, restrictions such as time limits are placed on on-street parking within selected areas to discourage or prohibit extended use. Residents in these areas, however, may apply for special permits with the City to allow them to use this parking without being subject to those restrictions.

Selected RPP zones are typically residential areas where the demand for on-street parking exceeds the available supply due to commuters or other non-residents. Common examples might be areas near commercial areas or high-demand uses such as colleges and universities, medical centers, and major transit stations. RPP programs are intended to ensure that on-street parking in residential areas is available and dedicated for local residents.

While RPP programs are typically intended for the benefit of local residents, they can also generate some secondary benefits for the general public by encouraging commuters, employees, and other visitors to use public transit or other alternative modes.

The City’s Residential Limited Parking Program allows local residents in two designated zones of the city to obtain RPP permits:
• The Vallejo High School Area covers the following area: the 1400 block of Amador Street, the 100 block of Bella Vista Way, the 1400 Block of Glenn Street, the 900 Block of Nebraska Street, and El Camino Real between Amador Street and Loma Vista. Parking permits are required on all school days throughout the year between 8 a.m. and 3:30 p.m.4 • Zone B is located adjacent to Downtown and covers the 600 block of Georgia Street, the 800 block of Sutter Street, the 600 block of York Street, and approximately 60 percent of the 500 block of York Street. A time limit of 2 hours applies for vehicles without RPP permits.

While both on- and off-street parking in the Downtown and Waterfront areas is generally underutilized, RPP can serve as an additional mechanism to manage parking in these areas should 4 Vallejo High Permits are handled through a paper submittal only due to the very low volume of requests. Permits issued are permanent (lifetime) and residents don’t have to do anything once they have them. So the City gets a new homeowner every once in a while and just provides the permit to them directly.

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parking become less available. Expansion or establishment of RPP zones can be evaluated and considered should local residents express concerns about the availability of on-street parking.

Currently, Downtown residents may apply for a discounted monthly permit to park in the City’s Downtown paid parking facilities. This can provide an additional source of parking revenue to the City and improve utilization of the City’s parking facilities, as residential parking demand typically peaks at different times than other demand (e.g., employees, visitors). The Downtown parking facilities should also be considered holistically in the context of new residential uses in the Downtown area, facilitating the relaxation or elimination of parking minimums and the unbundling of parking from housing.

2.4 Permitting, Payment, and Enforcement Systems

2.4.1 Permitting and Payment
The Vallejo Parking Management and PARCS Plan recommended implementing monthly permits for the Waterfront garage and lots as a means of managing revenue. The Plan also proposed employee permit programs for the Downtown area (contingent upon average turnover rates exceeding posted time limits) and residential permit programs (if occupancy levels on residential blocks exceeded 85 percent).

Following the Plan, the City introduced daily, monthly, annual, and residential parking permits. These permits are non-transferable and valid only for the designated vehicle within its assigned parking permit area.

The City offers several means to pay for parking in Park Vallejo facilities:
• Kiosk. Automated kiosks are provided at each facility; as the kiosks are not keyed to specific facilities, users can make their payment using any kiosk, even if it is located in a different facility.
• Smartphone app. Payments can be made using ParkMobile and keying in the appropriate zone code (“6789” for Waterfront facilities, “6791” for Downtown facilities, and “6795” for Marina facilities).

Applications and payments for monthly permits—including permits for Downtown and Waterfront facilities, Downtown resident parking permits, and Zone B resident parking permits—are handled online through the ParkLync platform.

While in-person payment is not advertised by the City, a few users (often unhoused individuals) still visit City Hall to purchase parking permits.

2.4.2 Enforcement
The Vallejo Parking Management and PARCS Plan identified a need for enhanced parking enforcement due to vehicles frequently exceeding posted time limits on certain blocks. Some users can also attempt to avoid fines by reparking (i.e., moving their vehicle to a different parking space).

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To address these issues, the Plan recommended several enforcement best practices, including bolstered deployment of parking officers and the use of license plate recognition (LPR) technology.

Since the Plan, the City of Vallejo has significantly strengthened its parking enforcement system. The majority of parking enforcement now relies on LPR technology to verify parking compliance and is implemented through contracted private operations. Fines and late fees are imposed for parking violations.

2.4.3 Program Revenues and Costs
In the last few years, revenue for the parking program has fluctuated significantly, primarily due to the impacts of the COVID-19 pandemic and the subsequent recovery. In 2021, the City’s Parking Enterprise generated about $650,000 in revenue, which increased to approximately $850,000 in 2022, and further rose to about $948,000 in 2023. Program expenses vary depending on whether or not deferred capital renewal costs and city salaries (1 staff person) are included.

Table 2-5 provides an approximate breakdown of estimated annual program expenses.

Table 2-5: Estimated Annual Program Expenses
Description Expense Amount
Security $325,000
SP+ Enforcement and Management $220,000
Utilities $75,000
Janitorial $40,000
Pay Stations and Permitting Systems $100,000
Total $760,000
As shown in Table 2-5, the largest share of program expenses is associated with security, followed by enforcement/management (through the SP+ contract) and payment equipment/systems. While the program generates net-positive revenue when compared to these particular expenses, ensuring the long-term sustainability of the program also requires factoring in capital renewal costs and other program-related costs. The construction cost of Phase A of the Vallejo Ferry Terminal Garage, completed in 2012, for example, was over $20 million.

The City’s Annual Comprehensive Financial Report (ACFR) for the year ended June 30, 2023, includes a specific line item for the Vallejo Station Parking Fund to account for the operations, maintenance, and management of the Vallejo Station Parking Structure (i.e., the Vallejo Ferry Terminal Garage). Key findings related to this fund from the ACFR for the year ended June 30, 2023, include the following:
• The fund’s net revenue for the year was $119,307 ($855,615 in revenues and $736,308 in expenses.
• Parking revenues in the fund increased by $0.3 million as commuter traffic and ferry ridership returned to the Waterfront.

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• The fund received $0.7 million in American Rescue Plan Act (ARPA) funding aimed at mitigating the pandemic-related effects in the prior year.

2.4.4 Adequacy of City’s Parking Management Contract for Support Services The City currently has a contract with SP+ to provide parking management support services. The contract covers 40 hours per week of parking enforcement, including early morning street sweeping, related to street sweeping regulations in Downtown, which is not specifically part of the City’s Parking Enterprise.

This year, the City added 20 hours per week for an SP+ staff member to serve as parking manager.

The staff member is currently undergoing training on the basics of the parking program and managing day-to-day operations, including keeping kiosks stocked and operable, collecting the cash box monthly, answering customer questions, monitoring the online parking portal to confirm transactions, and other tasks. The eventual goal is for the parking manager to be able to take on more comprehensive management of the parking program, such as preparing City Council reports.

City staff may collaborate with project staff to identify additional opportunities for improvement to the parking management contract.

2.5 Findings Summary and Conclusions
Overall, there are significant costs to build, maintain, and operate the City’s publicly-owned parking facilities. The data and observations of existing parking conditions indicate that the City’s parking facilities are underutilized, and further analysis should be undertaken to recalibrate parking supply vs. demand in line with more realistic expectations in a post-pandemic context, with the aim of avoiding unnecessary capital expenditure. In addition, a more managed approach that ensures that parking program users are paying the true costs of the services they receive is also important to ensure the long-term sustainability of the program relative to demand for parking.

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Section 3: Recommendations
This section provides the Recommendations for the City of Vallejo. It focuses on a series of action items—firstly, to ensure the City’s compliance with MTC’s TOC Policy (MTC 2024), and, secondly, to update the City’s parking program to better align with the overall goals of the TOC Policy and incorporate more comprehensive management of parking resources.

3.1 MTC TOC Policy Compliance
MTC has identified two TOCs within Vallejo (the Vallejo Ferry TOC and the Mare Island Ferry TOC), encompassing a half-mile radius of area around the Vallejo and Mare Island ferry terminals. As ferry terminals, both areas are classified as Tier 4 TOCs (the lowest tier). The geographic extent of Vallejo’s TOCs is illustrated in Figure 3-1, overlaid with parcel lines and the extent of the Downtown Specific Plan (2005).

Figure 3-1: MTC TOC Area
Review and analysis of MTC’s TOC Policy (2024) identified the following critical action items necessary to ensure the City’s compliance with the policy:
• Amend the Vallejo Municipal Code to address MTC TOC Policy (MTC 2024) and Assembly Bill (AB) 2097 requirements regarding parking minimums and maximums • Amend the Vallejo Municipal Code to allow unbundled parking These items are discussed in more detail below.

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3.1.1 Parking Minimums and Maximums
The City of Vallejo’s current requirements for off-street parking are detailed in Vallejo Municipal Code (VMC) 16.508.04 (Minimum Parking Requirements). The basic requirements are outlined in VMC Table 16.508-A (for Downtown Specific Plan districts) and Table 16.508-B (for other districts), which are reproduced below in Table 3-1 and Table 3-2, respectively, for reference. For the Waterfront Mixed-Use Zoning District, VMC Table 16.508-B applies unless other requirements are specified in the Waterfront Planned Development Master Plan (“Waterfront PDMP”).

Table 3-1: Current Off-Street Parking Requirements – Downtown Specific Plan Districts Use type Minimum number of off-street parking spaces
DMX - Downtown Specific Plan Districts 1 and 2
Residential and Live/Work 1 space per unit
Non-Residential
Ground Floor - 7,500 sq. ft. or less Exempt - No parking required Ground Floor - More than 7,500 sq. ft. 1 space per 1000 sq. ft.

Upper Floors 1 space per 1000 sq. ft.

DMX - Downtown Specific Plan Districts 3 and 4
Residential and Live/Work 1 space per unit
Non-Residential
Ground Floor - 7,500 sq. ft. or less Exempt - No parking required Ground Floor - More than 7,500 sq. ft. 1 space per 1000 sq. ft.

Upper Floors 1 space per 1000 sq. ft.

DMX - Downtown Specific Plan District 5
Residential/Marina Vista Existing Parking to be Retained Table 3-2: Current Off-Street Parking Requirements – Other Areas Use type Minimum number of off-street parking spaces
Residential
All Residential Uses (except as noted below) 1 per unit Junior Accessory Dwelling Unit None
Accessory Dwelling Unit 0-1 per unit, which may be tandem Efficiency unit in Mixed-use District None
Guest parking for developments with ten or more
dwelling units
None
Guest house 1 per unit, which may be tandem
Senior Housing (Senior housing means housing that
is restricted to older adults in which at least one
resident of each unit shall be a "senior citizen" as
defined in the Vallejo Municipal Code Section 51.3.)

0.5 per unit plus 1 per employee
Residential Care Facility
General, Senior None
Skilled Nursing None
Single Room Occupancy None

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Use type Minimum number of off-street parking spaces
Supportive Housing None within ½ mile of public transit stop; otherwise 0.25 per bed
Transitional Housing None
Commercial
All Commercial Uses (except as noted below) 2 per 1000 sq. ft.

Adult Businesses
Retail 3 per 1000 sq. ft.

Performance (Theater, Cabaret) 5 per 1000 sq. ft.

Animal Care, Sales and Services
Clinic/Hospital TBD 1
Grooming; Kennel TBD 1
Auto/Vehicle Sales and Services
Rentals 1 rental vehicle to be stored on-site
Sales and Leasing 1 per 1000 sq. ft.

Repair and Service 2 per service bay or 1 per 1000 sq. ft.

Service station None
Cannabis Dispensary 3 per 1000 sq. ft.

Commercial Entertainment and Recreation
Theater 0.2 per seat
Game Center; Large-scale and Small-scale TBD 1
Eating and Drinking Establishments
Bars/Taverns/Lounges 1 per 100 square feet of sitting area; 1 per 500 sq. ft. in Mixed-use Districts
Brewpub 1 per 100 square feet of sitting area; 1 per 500 sq. ft. in Mixed-use Districts
Restaurants, Full Service 2 per 1000 sq. ft. 1 per 1000 sq. ft. in Mixed-use Districts Restaurant, Limited Service & Drive-through 2 for the first 2,500 sq. ft. plus 1 per 1000 sq. ft. above that size.

Tasting Room 1 per 100 sq. ft. of sitting area, including outdoor patios Equipment Rental 1 per 1000 sq. ft.

Mobile Food Truck Off-street 1 per vending vehicle
Funeral/Interment Services
With fixed seats 0.2 per seat
Without fixed seats 10 per 1000 sq. ft. of indoor assembly area Live-Work 1.5 per unit
Live-Work in downtown or within 1/2 mile of transit
station
None required
Retail less than 80,000 square feet 2 per 1000 sq. ft.; 1 per 1000 sq. ft. in Mixed-use Districts
Retail 80,000 square feet or more 3.5 per 1000 sq. ft. plus 0.5 per 1,000 sq. ft. of outdoor sales area
Commercial Lodging
Bed and Breakfast 1 per guest room plus 1 for owner/manager Hotel and Motel 0.5 per guest room (0.25 in Mixed-use Districts) plus 1 per 50 sq. ft. of banquet seating area

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Use type Minimum number of off-street parking spaces
Institutional and Community Facilities
All Institutional and Community Facilities (except as
noted below)
2 per 1000 Sq. Ft.

Colleges and Trade Schools TBD 1
Community Assembly
Under 2,000 sq. ft. none
2,000 sq. ft. or more
With fixed seats 1 per 5 seats
Without fixed seats 1 per 80 sq. ft. of indoor assembly area Community Garden None
Cultural Facility 1 per 1000 sq. ft.

Emergency Shelters TBD 1
Hospitals and Clinics
Clinic 4 per 1000 sq. ft.

Hospital & Extended Care 1 per 1.5 beds
Parks and Recreation TBD 1
Public Safety Facility TBD 1
Schools
Nursery School TBD 1
Elementary School TBD 1
Middle School; Jr. High TBD 1
High School TBD 1
Industrial
All Industrial Uses (except as noted below) 1 per 1000 Sq. Ft.

Artisans/Small-scale Manufacturing None
Artist's Studio None
Industrial
Limited and General Industrial 0.75 per 1000 sq. ft.

Water-related 0.5 per 1000 sq. ft.

Recycling Facilities - All TBD 1
Salvage and Wrecking TBD 1
Warehousing, Storage and Distribution
Chemical, mineral and explosive 0.5 per 1000 sq. ft.

Indoor 0.5 per 1000 sq. ft.

Outdoor TBD 1
Personal Storage TBD 1 plus 1 per 1000 sq. ft. for any office space Transportation, Communication, and Utilities
All Transportation, Communication, and Utilities
(except as noted below)
TBD 1
Light Fleet-Based Services 1 per 500 sq. ft.

Notes:

1. TBD = To be determined by the Director per Section 16.508.03, Calculation of Parking Requirements

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For Tier 4 TOCs, the TOC Policy (MTC 2024) specifies the following requirements for new development:
• Residential: Parking maximum of 1.5 spaces per unit or lower • Commercial: Parking maximum of 4.0 spaces per 1,000 square feet or lower Unlike higher-level TOC Tiers, the TOC Policy (MTC 2024) does not prohibit parking minimum requirements in Tier 4 TOCs. However, AB 2097 prohibits parking minimum requirements within a half-mile radius of a “major transit stop”, the definition of which includes ferry terminals served by bus or rail transit. Currently, direct bus service is available at the Vallejo Ferry Terminal (via SolTrans Route 5 and Route Y on Mare Island Way) but not at the Mare Island Ferry Terminal. As a result, the Vallejo Ferry Terminal would qualify as a “major transit stop” and is subject to the provisions of AB 2097, while the Mare Island Ferry Terminal would not. Analysis of existing transit service in Vallejo shows that the Vallejo Ferry Terminal is the only facility in the city that qualifies as a “major transit stop” under state law, as there are no existing rail or bus rapid transit stations and no bus routes operating at a headway of 15 minutes or less during the morning and afternoon peak (commute) periods.

Given that direct bus service to/from Mare Island has been operated in the recent past and given the City’s long-standing desire to redevelop the island in a way that would likely justify bus service in the future, however, it is recommended that the City apply the provisions of AB 2097 proactively to the Mare Island Ferry TOC. Such an approach also acknowledges the limited roadway capacity on/off the island and supports a more vibrant, mixed-use development pattern for the island. With this approach, parking minimums for new development would be removed entirely for both TOCs.

As the VMC does not currently address parking maximums, compliance with the TOC Policy (MTC 2024) requires the addition of code language instituting parking maximums in the applicable areas.

As shown in Table 3-1 and Table 3-2, the City’s current parking minimums generally fall within the specified parking maximums from the MTC TOC Policy, although spot adjustments (or equivalency calculations to demonstrate compliance on a per-1,000-square-foot basis) may be required for some commercial uses.

The recommended approach for compliance with the TOC Policy (MTC 2024) is to adopt an overlay zone for the TOC areas that applies the new requirements regarding parking minimums and maximums or to directly amend VMC 16.508.04 and the associated parking tables to specify these requirements for new development within the TOC areas.

Other alternative approaches include incorporating the new requirements into a parking district or a specific plan that covers the TOC areas. However, the geographic scope of the City’s current parking program is primarily concentrated in the Downtown Core and the central and southern portions of the Waterfront, and does not cover all of the Vallejo Ferry TOC or any of the Mare Island Ferry TOC.

The City’s major planning initiatives to date (including the Downtown Specific Plan, the Waterfront PDMP, and the Mare Island Specific Plan) also do not fully cover the TOC areas and are quite dated, having originally been conceived at least 20 years ago. Given the lack of progress across these

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initiatives and the substantial changes over the last 2 decades (particularly in a post-pandemic context), these plans would likely require more significant and comprehensive updates beyond just off-street parking requirements. That process would likely be a multi-year effort involving public outreach, visioning, and environmental review.

In contrast, adoption of an overlay zone or amendments to VMC 16.508.04 could be implemented relatively quickly, ensuring that the City is in compliance with MTC TOC Policy (MTC 2024) by the One Bay Area Grant (OBAG) 4 deadline in early 2026.

3.1.2 Unbundled Parking
The TOC Policy’s Administrative Guidance also specifies a requirement to allow unbundled parking (MTC 2024). Parking costs are frequently subsumed under the total listed sale or rental price of residential and commercial spaces, which hides the true cost of the parking and encourages driving.

In particular, residents and tenants may subconsciously feel that bundled parking is a sunk cost and a wasted utility if gone unused, and that driving is the way to recoup that cost. Unbundling parking allows households and tenants to see the actual cost of the parking within the overall cost of housing or commercial space and make an informed decision about whether they need the parking or not, regardless of whether or not they own a vehicle. Unbundling parking also saves money for households and tenants who decide they do not need the parking as part of their lease or contract.

Currently, unbundled parking is not addressed anywhere in VMC Chapter 16.508 (Off-Street Parking and Loading). The recommended approach for compliance with the TOC Policy (MTC 2024) is to amend VMC Chapter 16.508 with new language allowing for unbundled parking. Sample code language from the MTC’s Parking Policy Playbook (ABAG-MTC 2021) is reproduced below for reference.

San Francisco
City Code: SEC. 167. PARKING COSTS SEPARATED FROM HOUSING COSTS IN NEW

RESIDENTIAL BUILDINGS
A. Article 1.5, Section 167. All off-street parking spaces accessory to residential uses in new structures of 10 dwelling units or more, or in new conversions of non-residential buildings to residential use of 10 dwelling units or more, shall be leased or sold separately from the rental or purchase fees for dwelling units for the life of the dwelling units, such that potential renters or buyers have the option of renting or buying a residential unit at a price lower than would be the case if there were a single price for both the residential unit and the parking space. In cases where there are fewer parking spaces than dwelling units, the parking spaces shall be offered first to the potential owners or renters of three-bedroom or more units, second to the owners or renters of two-bedroom units, and then to the owners or renters of other units. Renters or buyers of on-site inclusionary affordable units provided pursuant to Section 415 shall have an equal opportunity to rent or buy a parking space on the same terms and conditions as offered to renters or buyers of other dwelling units, and at a price determined by the Mayor's Office of

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Housing, subject to procedures adopted by the Planning Commission notwithstanding any other provision of Section 415 et seq.

B. Exception. The Planning Commission may grant an exception from this requirement for projects which include financing for affordable housing that requires that costs for parking and housing be bundled together.

San Carlos
City Code 18.20.030 General provisions
A. Unbundling Parking from Residential Uses. For residential projects of ten units or more requesting to unbundle the parking from residential uses, a minor use permit is required and the following rules shall apply to the sale or rental of parking spaces accessory to new multifamily residential uses of ten units or more unless waived by the Director as infeasible:

1. All off-street spaces shall be leased or sold separately from the rental or purchase fees for dwelling units for the life of the dwelling units, such that potential renters or buyers have the option of renting or buying a residential unit at a price lower than would be the case if there were a single price for both the residential unit and the parking space.

2. In cases where there are fewer parking spaces than dwelling units, the parking spaces shall be offered first to the potential owners or renters of three-bedroom or more units, second to owners or renters of two-bedroom units, and then to owners and renters of other units.

Spaces shall be offered to tenants first. Non-tenants may lease with a provision for thirty days to terminate the lease.

3. Renters or buyers of on-site inclusionary affordable units shall have an equal opportunity to rent or buy a parking space on the same terms and conditions as offered to renters or buyers of other dwelling units.

3.1.3 Other Requirements
The TOC Policy’s Administrative Guidance (MTC 2024) also identifies additional requirements related to parking standards:
• Shared parking. The Administrative Guidance specifies that shared parking between different land uses must be allowed in TOCs. Currently, the provisions of VMC 16.508.06 (Shared Parking) already allow for shared parking. Therefore, no additional action is needed, and compliance with the TOC Policy (MTC 2024) can be demonstrated through citation of this code section.
• Bicycle parking. The Administrative Guidance specifies minimum requirements for bicycle parking: 1 secure bicycle parking space per dwelling unit and per 5,000 square feet of commercial office. For a single building with more than 100 dwelling units, the base ratio of 1 space per unit applies to the first 100 units, with the minimum ratio relaxed to 1 space for every four units for all units above 100. Currently, the provisions of VMC 16.508.12 (Bicycle Parking) generally specify 1 space per dwelling unit and 1 per 2,000 square feet of office,

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which are stricter than the minimums required by the TOC Policy (MTC 2024). Therefore, no additional action is needed, and compliance with the TOC Policy (MTC 2024) can be demonstrated through citation of this code section.

In addition to requirements related to parking standards, the TOC Policy (MTC 2024) also requires “complementary policies” for parking management. The Administrative Guidance specifically requires that the jurisdiction adopt at least one of five potential policies from the list below:
• Transportation demand management (TDM) policy for new development • Curb strategy/management
• Parking benefit district (PBD)
• Demand-responsive pricing
• Priced parking
VMC 16.503 (Trip-Reduction Measures) already addresses TDM requirements. Therefore, no additional action is needed, and compliance with the TOC Policy (MTC 2024) can be demonstrated through citation of this code section.

3.2 Updates to the City’s Parking Program
The section for Existing Parking Conditions identified several recommendations to update the City’s parking program. Those measures were also augmented with additional input on specific areas of concern from City staff, resulting in the following list of recommended updates to the parking program:
• Short- and medium-term recommendations
─ Establish periodic fee evaluation and adjustment program ─ Institute new parking policies for special events and oversized vehicles ─ Install parking-specific wayfinding
─ Formalize Lot G2 as paid parking
─ Expand Waterfront permit privileges to on-street parking ─ Adjust Zone B residential permit pricing
─ Convert free on-street parking to paid parking
• Long-term recommendations
─ Develop a demand-responsive pricing system to manage parking demand ─ Create a commercial PBD in Downtown Vallejo
─ Allow shared parking among different land uses
─ Replace parking minimums with parking maximums

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• Other recommendations
─ Implement ongoing program monitoring to ensure that transportation improvements serve marginalized communities
These recommendations are discussed individually in more detail below.

3.2.1 Short- and Medium-Term Recommendations

3.2.1.1 Establish Periodic Fee Evaluation and Adjustment Program The City should institute an initial program to periodically evaluate and adjust its parking fees. This would create a mechanism to allow for periodic corrections and minor adjustments to current fees or rates, recognizing that demand can change in response to a variety of factors and that such changes are frequently unexpected or difficult to predict.

The evaluation process would typically involve a parking study or similar analysis, incorporating data collection and observations and identifying recommended changes. The analysis would be supported by input from City staff regarding specific areas of concern or improvement. The adjustment process would then implement the recommended changes, including approval/adoption by City Council or other elected officials or City staff as needed. The program interval could be set at once every two years, as conditions can change significantly even over shorter timeframes.

This initial program would establish the foundation for a more robust, demand-responsive pricing system, which is discussed in more detail as a long-term recommendation under Section 3.2.2.1.2.

3.2.1.2 Parking Policies for Special Events and Oversized Vehicles The City’s Community Event Guidelines5 already require submittal of a parking and traffic control plan as part of the application process for a community event permit. However, one potential improvement would be to codify policy that states that, during special events, City-owned and managed public parking should be priced at least the same as the typical parking rate (i.e., the rates normally in effect) and should not be offered at a discount. Mechanisms to allow the City to price parking during special events at higher than the typical rate (for the duration of the event) should also be codified into policy in conjunction with the larger demand-responsive pricing scheme discussed later in Section 3.2.2.1.2.

Prohibition of oversized vehicle parking in Park Vallejo lots6 is already codified in VMC 8.20.170 and included in the City’s Parking Program document. The City currently handles requests for some oversized vehicle parking (e.g., school buses, tour buses, etc.) on a limited basis, usually working directly with the party requesting the accommodation. A quick and modest improvement would be to formalize this request and approval process, including fee structures, and identify a set of appropriate parking areas within the City’s portfolio of facilities beforehand. Given the difficulties in maneuvering buses within confined surface lots and structures, priority should be given to on-street 5 Available at https://www.cityofvallejo.net/common/pages/DisplayFile.aspx?itemId=17872337. 6 Applies to vehicles in excess of 6,000 pounds and/or over 21 feet in length; house or truck trailers; and recreational vehicles (RVs). Boat trailers attached to a tow vehicle within marked parking stalls in Marina lots for the purpose of launching or retrieving a boat are exempted from this prohibition.

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parking spaces, which could be reserved with temporary signage and/or coning, as is typically done in most jurisdictions for temporary construction activities or special events. More permanent solutions, such as formally designating curb space or a small portion of a surface lot for tour bus or school bus parking, would also be warranted if there is sufficient demand.

For other types of oversized vehicles, such as recreational vehicles (RVs) and trailers, concerns are generally more focused on issues such as public safety, security, and sanitation, as these types of oversized vehicles are frequently used by unhoused individuals as living accommodations. To the extent that concern over these issues may affect public perception and use of the City’s facilities by potential customers, however, additional measures beyond the existing VMC prohibition may be warranted, such as increased security and enforcement or design treatments (e.g., hedge trimming or removal to improve sightlines, installation of bollards or other features to physically restrict access by oversized vehicles).

3.2.1.3 Parking-Specific Wayfinding
In the short term, simple improvements to wayfinding (e.g., signage and branding) can help raise public awareness of the City’s parking facilities, particularly among visitors or other users coming to Vallejo for the first time, such as tourists. Even visitors who are residents of the larger Bay Area region are likely unaware of the City’s parking facilities. Distinct, high-visibility signage along Curtola Parkway, Mare Island Way, Sonoma Boulevard, and other major local streets to/from regional highways could help direct these users to City parking facilities, improving the overall visitor experience and avoiding increased traffic caused by drivers searching for parking. Signage could also be used to direct users to less-utilized facilities, which may help spread demand more uniformly across the City’s facilities.

In the long term, more robust wayfinding may be needed as the City’s parking facilities are consolidated and the distances between facilities and key destinations increases. In addition, a more ambitious wayfinding program could include a system of changeable message signs (CMSs) along Interstate 880 and other major roads to provide real-time information on parking availability to potential users and direct them to parking facilities. This would, however, require parking sensors or other real-time tracking technology at facilities and would require substantial capital investment compared to simpler solutions such as static signage. Before choosing to invest in this type of solution, the benefits should be carefully weighed against the costs and a compelling business case should be clearly established.

3.2.1.4 Formalization of Lot G2 as Paid Parking
Lot G2 is a small City-owned surface lot at the Vallejo Transit Center adjacent and connected to Lot G1. Lot G1 currently functions as paid parking for the Transit Center and is charged at the same rates as the City’s Waterfront paid parking facilities, but is managed separately by SolTrans under a different payment platform (Passport Parking) than Park Vallejo. Currently, Lot G2 has no signage or pavement markings indicating that it is paid parking or part of the Park Vallejo program, so the spaces in Lot G2 are effectively provided free of charge and without restrictions on use. Given that Lot G2 abuts the rear frontage of the building at 243–255 Georgia Street, it is likely that many

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regular users of Lot G1 inadvertently assume that Lot G2 is for tenants and visitors of the building.

Expanding Lot G1 pricing and associated restrictions to Lot G2 and denoting the two more clearly as a single facility would resolve this ambiguity and generate additional revenue to support the parking program.

3.2.1.5 Expand Waterfront Permit Privileges to On-Street Parking Several of the City’s off-street facilities in the Waterfront area are relatively well utilized, with the highest weekday occupancy levels in the entire Park Vallejo program. This pattern reflects the strong demand associated with ferry riders. Meanwhile, on-street parking in the Waterfront area is generally underutilized, most notably along Mare Island Way, Maine Street, and Santa Clara Street. As transit ridership continues to recover from post-pandemic trends, it may be worthwhile considering relatively simple changes to parking regulations that can provide additional parking options for ferry riders.

Eventual development of the Waterfront surface lots will also push demand currently captured in those lots to other facilities, which could warrant the implementation of mitigating countermeasures.

One potential option for consideration would be an expansion of Waterfront monthly permit privileges to on-street parking in and near the Ferry Terminal. Currently, on-street parking in the area is generally free but time-limited (typically, 2 hours), making it most useful for quick trips by customers and other visitors. Modifying the current on-street regulations in the area to allow for longer-term parking by Waterfront permit holders could improve use of this relatively underutilized resource. This change would allow on-street parking to potentially serve as overflow or replacement parking, particularly if and when the City’s Waterfront lots are closed to accommodate planned construction and development.

3.2.1.6 Adjustments to Zone B Residential Permit Pricing Zone B in the City’s Residential Limited Parking Program covers approximately 8 block faces within a small, 4-block residential area immediately east of Downtown Vallejo. Currently, the annual fee for a Zone B residential permit is $10 per vehicle, and households are limited to a maximum of 4 permits per household. In contrast, a permit allowing Downtown residents to park in the City’s Downtown paid parking facilities is priced at $10 per calendar month or $120 annually. Thus, a Zone B permit, located just one block away from the closest Downtown paid facility (Lot L), is priced at only one-twelfth (8⅓ percent) of the cost of a Downtown residential permit, even though the product being offered (a parking space for neighborhood residents) is essentially identical. For example, onstreet parking within the same four-block area as Zone B but not specifically designated as part of Zone B is regulated the same as Downtown on-street parking—i.e., free to use, but with a 2-hour time limit.

Given the substantial price differential, a more equitable pricing scheme would charge a Zone B permit fee that is more in line with an annual Downtown residential permit. For transparency, a pricing formula should be formally adopted that defines the price of a Zone B permit as a certain percentage of an annual Downtown residential permit. Setting the percentage at 100 percent would be a justifiable approach to ensure that there is sufficient parking capacity available at all times for

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residential guests and for customers patronizing nearby businesses, especially considering that each household is allowed to purchase up to 4 permits.

3.2.1.7 Conversion of Free On-Street Parking to Paid Parking Currently, on-street parking in the Downtown area is effectively free, although there are time limit restrictions in place to encourage turnover. Parking meters were present along Georgia Street in the Downtown area in the past, but were removed at some point, perhaps in conjunction with the expansion of the City’s public off-street parking program. While free parking can attract customers and other visitors to support local businesses, implementing even a modest fee would allow the City to recoup at least some of the costs of providing this parking.

Conversion of free on-street parking may require a somewhat measured approach based on implementation in phases, focusing first on the highest-priority segments and gradually expanding to the remainder of the Downtown area. The highest-priority segments would include Georgia Street between Mare Island Way and Sonoma Boulevard, Virginia Street between Sacramento Street and Sonoma Boulevard, and Sacramento Street and Marin Street between Capitol Street and York Street, as these segments are the main streets within the Downtown area, with most business frontages clustered along these stretches. Given the high demand for these spaces, converting these segments to paid parking would be one of the highest priorities, likely preceding the conversion of some of the City’s free off-street lots to paid parking.

After these street segments, the next phases of the conversion of on-street parking to paid parking could expand to other streets to ensure full coverage of the Downtown area.

Depending on the pace of implementation and demand trends, prioritization of on-street facilities could change and should be regularly reviewed by parking program staff as part of updating pricing for the larger demand-pricing scheme (discussed in more detail later). New residential or commercial development may also affect prioritization; regular coordination between the City’s parking program and Planning Division staff, perhaps as part of the development review and permitting process, can ensure that the parking program is prepared for localized increases in demand for on-street parking as a result of new development.

In conjunction with the conversion of free on-street parking, coordination may be needed with local businesses and property owners on providing adequate curb space to support business operations, such as commercial loading, passenger loading, or short-term parking (e.g., 10-minute, 30-minute, etc.). This can be aided by allowing individuals to apply for temporary and/or permanent curb space designations, as some jurisdictions already allow. The space would be provided at no cost to the end user (e.g., delivery truck, customer, etc.), but the application process would include a fee to be paid by the applicant.

3.2.2 Long-Term Recommendations

3.2.2.1 Demand-Responsive Pricing and Parking Benefit District (PBD) As noted in the section for the Evaluation of the Existing Parking Management Program, the City’s parking facilities are generally underutilized, with only a few facilities currently exhibiting sufficient

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levels that would warrant demand-responsive pricing as a potential means to reduce parking demand and maintain a certain level of available parking capacity for arriving motorists. These facilities are primarily located in the Waterfront area around the Vallejo Ferry Terminal and include both free parking (Lots A and E) and paid parking (Lots A1, A2, B, and the Garage). On a more limited basis, Lots J, K, and L (all paid facilities) in the Downtown area also show higher levels of utilization on weekends than the other Park Vallejo facilities.

Perhaps the more important justification behind the implementation of demand-responsive pricing is to convert the City’s free on- and off-street parking to paid parking to ensure that parking users are paying the actual cost of the services they receive and to support the long-term financial sustainability of the parking program. Revenues generated through expanded pricing can also be directed towards a variety of programs within the area as part of the creation of a PBD. This could include supporting or enhancing day-to-day operations of the parking program and other City services (e.g., increased security, cleaning, and street sweeping), as well as funding capital investments such as streetscape, mobility (transit, active transportation, and other modes), and parking improvements.

Specific action items and considerations are discussed in more detail below.

3.2.2.1.1 Conversion of Free Parking to Paid Parking

3.2.2.1.1.1 Public Off-Street Parking
After conversion of Lot G2 (discussed earlier under the short- and medium-term recommendations), conversion of other free off-street facilities in the Park Vallejo program could be prioritized as the next step of this process, with adjacent or nearby Park Vallejo facilities already requiring fees.

Potential facilities for conversion to paid parking include Lots A and E near the Vallejo Ferry Terminal and Lots C1 and C2 near Vallejo City Hall.

Currently, Lots A, C1, C2, and E are subject to time-limit restrictions (generally 3 hours) and function primarily to accommodate short-term visitor demand, while the surrounding Waterfront paid facilities (Lots A1, A2, A3, B, F, and the Garage) serve longer-term or more regular (daily) demand, such as commuters and employees. Currently, fees for these paid facilities are $8.00 per 24 hours or $50 per calendar month.

As Lots A, C1, C2, and E are intended to serve a different market than the Waterfront paid facilities, an hourly or similar fee structure as implemented in the Downtown area would generally be more appropriate. Pricing could begin at rollout with a relatively modest fee (e.g., $1.00 per hour) like the City’s existing Downtown paid parking. Time-limit restrictions could be retained at 3 hours to ensure adequate turnover and prevent use of these facilities by longer-term demand from employees and ferry commuters. Pricing could then be updated as part of the larger demand-pricing scheme (discussed in more detail later).

Employee parking is also needed in the Park Vallejo facilities to accommodate demand from employees working in and around Downtown Vallejo. This need can be addressed through

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implementation of a permitting system that charges at least as much as the Downtown area monthly permits (currently $20 per calendar month or $240 per year).

3.2.2.1.1.2 Private Parking (City-owned)
As noted in the Program Evaluation, Lots C3 and C4 near Vallejo City Hall are designated as City employee and fleet parking. Together, these facilities have a total of approximately 219 spaces, with 165 spaces designated expressly for “employees” and the remaining 54 spaces designated for “official vehicles”.

Lot C3 (101 spaces, all employee parking) is eventually planned to be replaced by future development, and analysis conducted under pre-pandemic conditions assumed that users of this facility would shift to the other Lot C facilities or to a new 200-space off-site parking lot. One potential concept for off-site parking involved constructing an aboveground structure on Lot D by demolishing the existing buildings at 200 Georgia Street (Vallejo Housing Authority) and 536 Santa Clara Street (Self-Help Federal Credit Union), located across Santa Clara Street from City Hall, but this concept is no longer under consideration. Regardless, if post-pandemic parking demand in Lot C3 (and other surrounding facilities) is lower than previously observed in pre-pandemic conditions, there is now likely less need for a separate off-site parking lot to accommodate the displaced users.

Given that these spaces are currently offered at no cost to the employee, the current demand can be considered to be at its “peak”, and converting the spaces to paid parking would reduce demand below current levels by encouraging employees to shift to other parking facilities or to other modes (e.g., transit). Given the underutilization of on-street parking in the surrounding areas, employees would still have access to alternative parking options at no cost, even after Lots C3 and C4 are converted to paid parking. In addition, employees would have the option of using Park Vallejo facilities at the modest cost of $20 per month for Downtown facilities or $50 per month for Waterfront facilities.

If necessary, implementation of a cash-out program for employees would mitigate some of the impacts of the conversion of Lots C3 and C4 to paid parking and ensure that this transition would initially be cost-neutral to employees. A cash-out program can also further reduce employee parking demand by incentivizing users to switch to other modes or other parking facilities. This can generate overall benefits to the City in terms of eliminating the need for acquisition or preparation of a new offsite parking lot (and the associated costs) or, if the lot is already City-owned, allowing that lot to be repurposed for other uses.

3.2.2.1.1.3 Program Expansion to Vallejo Marina
Currently, Park Vallejo facilities are concentrated south of Capitol Street, in Downtown and in the Central and Southern Waterfront areas. Development of the Northern Waterfront—the roughly triangular area bounded by Mare Island Way, the Mare Island Causeway, and the Napa River—is planned as part of the overall Waterfront PDMP but has stalled together with much of the rest of the development originally envisioned in the Waterfront PDMP. City staff have identified a desire to expand the parking program to the Vallejo Marina, located on the riverfront edge of the Northern Waterfront. An expansion of the program was approved by the City Council but never implemented

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Despite the challenges with implementation of the Waterfront PDMP, future expansion of the City’s parking program to the Marina area should continue to remain as a long-term goal, with the understanding that it may take time for development and activity to reach the point where expansion begins to make sense. Definitive progress on development in the Northern Waterfront (e.g., filing of construction permits) would be one potential trigger to begin determining a more concrete plan for implementing such an expansion.

3.2.2.1.1.4 Weekend Regulations and Pricing
Park Vallejo’s Downtown paid parking facilities do not charge for parking on weekends or between 6 p.m. and 9 a.m. on weekdays. This is in contrast to the Waterfront paid facilities, where fees are always in effect and there are no time-of-day or day-of-week exemptions. The current hourly pricing structure in the Downtown paid facilities is summarized in Table 3-3 below, for reference.

Table 3-3: Public Parking Fees for Downtown Paid Parking Fee Type Downtown paid parking
Hourly Up to 1 hour $1.00
Up to 2 hours $2.00
Up to 3 hours $3.00
Up to 4 hours $4.00
5–24 hours $5.00
Daily $5.00 per 24 hours*
Monthly General $20 per calendar month
Downtown resident $10 per calendar month
Annual General $240 per year
Downtown resident $120 per year
* Note: Daily fee for Downtown paid parking facilities applies Monday through Friday, all day.

Perhaps the simplest implementation of a weekend pricing structure would take the same price points and time limits as in Table 3 and the same time-of-day exemptions (6 p.m. and 9 a.m.) as the weekday pricing structure. If desired, however, a more tailored approach to weekend pricing could also be taken, such as the following examples:
• Extending the paid parking window beyond 6 p.m. (e.g., to 10 p.m.) to capture weekend evening demand.
• Beginning the paid parking window later on Sundays (e.g., 11 a.m. instead of 9 a.m.) to reflect typically lower demand levels.

The above measures are only two examples of potential weekend-specific adjustments and are not intended to be an exhaustive list. Ultimately, determining the ideal pricing structure may be somewhat of a trial-and-error process, but implementation of demand-responsive pricing (discussed later) would provide the mechanism to allow for adjustments to the pricing structure on an ongoing basis as needed.

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3.2.2.1.2 Demand-Responsive Pricing Methodology
Implementing a demand-responsive pricing requires determining the basic parameters of the pricing methodology, such as the frequency of rate adjustments, the permitted adjustment amount, and other considerations. The current pricing structure for Park Vallejo facilities is summarized in Table 3-4 below, for reference.

Table 3-4: Public Parking Fees for Park Vallejo Facilities Fee Type Waterfront paid parking Downtown paid parking
Hourly Up to 1 hour — $1.00
Up to 2 hours — $2.00
Up to 3 hours — $3.00
Up to 4 hours — $4.00
5–24 hours — $5.00
Daily $8.00 per 24 hours $5.00 per 24 hours*
Monthly General $50 per calendar month $20 per calendar month Downtown resident — $10 per calendar month
Annual General — $240 per year
Downtown resident — $120 per year
* Note: Daily fee for Downtown paid parking facilities applies Monday through Friday, all day.

Basic formulas for calculating the discounted (monthly and annual) rates can be derived by comparing against the hourly and daily rates, resulting in the equivalencies shown in Table 3-5 below.

Table 3-5: Discounted Rate Calculation for Park Vallejo Facilities Fee Type Waterfront paid parking Downtown paid parking
Monthly General 6.25 times the daily rate 4 times the daily rate Downtown resident — 2 times the daily rate
Annual General — 12 times the monthly rate
Downtown resident — 12 times the monthly rate
The parameters for a potential pricing methodology are summarized in Table 6 below. The key assumptions under this methodology are as follows:
• The current rates are set as the minimum rate, with the maximum rate set at 2 times the minimum rate. A periodic (e.g., annual) adjustment based on the Consumer Price Index, separate from the demand-responsive adjustments, can be applied to ensure that the minimum and maximum rates change with inflation.
• The adjustment amount for Downtown paid parking is set at $0.25 (at the hourly level) and prorated accordingly to the other fee types. The minimum adjustment for Waterfront paid parking is set at $1.00 (daily) and $2.00 (monthly). Because typical usage patterns and user types are expected to be somewhat different based on location and fee type, the selected

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adjustment amounts are not proportional to the current rate structures across the various facilities.
• The adjustment amount would be applied based on occupancy:
─ If the occupancy of the facility/facilities is/are more than 85 percent, then rates would be increased by the adjustment amount, but the adjusted rate must not exceed the maximum rate.
─ If the occupancy of the facility/facilities is/are more than 70 percent and less than or equal to 85 percent, then rates would remain the same.
─ If the occupancy of the facility/facilities is/are is more than 70 percent and less than or equal to 85 percent, then rates would be decreased by the adjustment amount, but the adjusted rate must not fall below the minimum rate.
• Adjustment frequency is up to 4 times a year (e.g., quarterly/seasonally for November– January, February–April, May–July, and August–October).

Annual permits could be retained but may be subject to some inefficiencies (due to the potential for the undiscounted parking rate to rise or fall as a result of rate adjustments) and have therefore been omitted from Table 3-6. From the City’s perspective, an annual permit may result in less revenue if the undiscounted rate increases over the lifetime of the permit, while users may be hesitant to purchase an annual permit if there is the potential for rates to be adjusted downwards over the lifetime of the permit. In reality, the difference either way may not be especially large and there is just as much likelihood for rate adjustments to work in favor of a given party as against them.

Table 3-6: Potential Pricing Methodology for Demand-Responsive Pricing Parameter Waterfront paid parking Downtown paid parking Minimum rate Hourly Up to 1 hour — $1.00
Up to 2 hours — $2.00
Up to 3 hours — $3.00
Up to 4 hours — $4.00
5–24 hours — $5.00
Daily $8.00 per 24 hours $5.00 per 24 hours
Monthly General $50 per calendar month $20 per calendar month Downtown resident — $10 per calendar month
Maximum rate Hourly Up to 1 hour — $2.00
Up to 2 hours — $4.00
Up to 3 hours — $6.00
Up to 4 hours — $8.00
5–24 hours — $10.00
Daily $16.00 per 24 hours $10.00 per 24 hours
Monthly General $100 per calendar month $40 per calendar month Downtown resident — $20 per calendar month

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Parameter Waterfront paid parking Downtown paid parking Adjustment
amount
Hourly Up to 1 hour — $0.25
Up to 2 hours — $0.50
Up to 3 hours — $0.75
Up to 4 hours — $1.00
5–24 hours — $1.25
Daily $1.00 per 24 hours $1.25 per 24 hours
Monthly General $2 per calendar month $5 per calendar month Downtown resident — $2.50 per calendar month
Adjustment frequency Up to 4 times a year Up to 4 times a year Another important note is that the current fee structures divide Park Vallejo facilities into two fairly large zones. Within each zone, rates are set according to a one-size-fits-all approach, which runs fundamentally opposite to the intent of demand-responsive pricing. As demand is usually reflective of convenience (e.g., proximity to destinations), safety/security, and other location-specific factors, demand-responsive pricing relies heavily on price differentials between facilities to achieve optimum efficiency in user behavior.

Discounted (monthly or annual) permit offerings can potentially complicate a rate structure set at the level of individual facilities, but it should at least be possible to adopt a slightly finer-grained grouping of facilities that allows for greater price differentiation. Within Downtown, for example, the facilities could be split into two groups: core facilities (Lots J, K, and L) and periphery facilities (Lots D, H, I, and Maine Street). It may also be worth considering updates to the minimum rates for monthly and annual permits to better reflect the market price for these permits, as the discounts are quite substantial relative to the undiscounted rates.

Unlike in other more standard implementations of demand-responsive pricing, the variety of fee/permit types across the Park Vallejo program also complicates the rate adjustment process. As the threshold for rate adjustment is based on overall occupancy, it may be necessary to distinguish between the observed fee/permit types during the occupancy count to determine which fee/permit types should be adjusted. Given these complications, the adjustment methodology may need to provide some level of discretion to parking program staff in determining which fee/permit types are adjusted and how, considering the overall occupancy level and other factors such as maximizing program revenue. As mentioned earlier in Section 3.2.1.2, mechanisms should also allow the City to price parking during special events at higher than the typical rate for the duration of the event.

Sample code language for demand-responsive pricing from the MTC’s Parking Policy Playbook (ABAG-MTC 2021) is reproduced below for reference.

Redwood City
Municipal Code Sec. 20.133. - Periodic Adjustment of Downtown Meter Zone Meter Rates Under the authority of California Vehicle Code section 22508, the following process for adjusting Downtown Meter Zone meter rates from time to time to manage the use and occupancy

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of the parking spaces for the public benefit in all parking areas within the Downtown Meter Zones is hereby established.

1. To accomplish the goal of managing the supply of parking, including the use and occupancy of parking spaces for the public benefit, and to make it reasonably available when and where needed, a target occupancy rate of eighty-five percent (85%) is hereby established as the goal sought to be achieved with the rate structure for parking meters within the Downtown Meter Zones. Such target occupancy rate balances the consistent use of the public parking supply with minimizing the time it takes for individual parkers to find a parking space. For purposes of this Section 20.133, the "two (2) representative days" shall fall on a Tuesday, Wednesday, or Thursday, and shall exclude days that fall on a holiday, experience severe weather, or host a special event within the City's downtown area. The two (2) representative days shall be taken from within a single month during one of the busiest four (4) months of the year, based on the past twelve (12) month period of parking data.

2. At least biennially and not more frequently than quarterly, the City Manager shall survey the average occupancy for each parking area in the Downtown Meter Zone that has parking meters and recalculate the parking rates for parking meters in both Downtown Meter Zones A and B using the criteria and calculations established below:
a. In the Downtown Meter Zone A:
i. The hourly parking rate in Downtown Meter Zone A shall at all times be between twentyfive cents ($0.25) per hour and two ($2.00) dollars per hour. ii. If the average occupancy within Downtown Meter Zone A between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are over 85%, the then existing hourly meter rate shall be increased by twenty-five cents ($0.25) provided, however, the hourly parking rate shall in no event exceed the approved maximum rate.
iii. If the average occupancy within Downtown Meter Zone A between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are between seventy percent (70%) and eighty-five percent (85%), the then existing hourly meter rate shall remain the same.
iv. If the average occupancy within Downtown Meter Zone A between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are below seventy percent (70%), the then existing hourly meter rate shall be reduced by twenty-five cents ($0.25), provided, however, the hourly parking rate shall in no event go below the approved minimum rate.
b. In the Downtown Meter Zone B:
v. The hourly parking rate in Downtown Meter Zone B shall at all times be between fifty cents ($0.50) per hour and three ($3.00) dollars per hour.

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vi. If the average occupancy within Downtown Meter Zone B between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are over eighty-five percent (85%), the then existing hourly meter rate shall be increased by fifty cents ($0.50), provided, however, the hourly parking rate shall in no event exceed the approved maximum rate.
vii. If the average occupancy within Downtown Meter Zone B between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days (Tuesday, Wednesday, or Thursday) are between seventy percent (70%) and eighty-five percent (85%), the then existing hourly meter rate shall remain the same. viii. If the average occupancy within Downtown Meter Zone B the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are below seventy percent (70%), the then existing hourly meter rate shall be reduced by fifty cents ($0.50), provided, however, the hourly parking rate shall in no event go below the approved minimum rate.

3. The new rates shall become effective upon the programming of the parking meter for that rate.

The current schedule of meter rates shall be available at the City Clerk's office.

San Francisco
Transportation Code Article 400: Parking Meter Regulations Sec. 401 Parking Meter Rates, Operation Times, and Time Limits.

Within the range of charges authorized in Sections 402-405 of this Article 400, and consistent with applicable law and the policies established by the SFMTA [San Francisco Municipal Transportation Agency] Board of Directors, the Director of Transportation is authorized to determine:
• The rate to be charged at any particular meter at any particular time • The times and days during which deposit of valid payment at a Parking Meter is required • The maximum time period permitted for Parking at any Parking Meter • The Parking Meter technology to be used by the SFMTA
Sec. 402. Citywide Variable Parking Meter Rates.

The rates for parking meters located anywhere within the boundaries of the City and County of San Francisco as described in Appendix A, not under the jurisdiction of the Port of San Francisco, the Recreation and Park Department, the Golden Gate National Recreation Area, the Presidio of San Francisco, or the Treasure Island Development Authority, shall be between $0.50 an hour and $9 an hour effective July 1, 2020, and $10 an hour effective July 1, 2021. Within that range, the rates may be adjusted periodically based on vehicle occupancy on any block or set of blocks during the hours of parking meter operation according to the following criteria: (a) if occupancy is 80% or above, rates will be increased by $0.25 per hour; (b) if occupancy is 60% or above but below 80%, rates will not

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be changed; (c) if occupancy is below 60%, rates will be lowered by $0.25 per hour. Rates shall be adjusted for any particular block or set of blocks not more than once every 28 days.

3.2.2.1.3 Parking Benefit District (PBD)
A PBD would support the implementation of demand-responsive pricing by providing a clear path for parking revenues (including any increase as a result of demand-responsive pricing) to be directed towards public benefits within the communities most affected by the parking facilities and associated traffic. A single, combined district across the Downtown and Waterfront facilities would be ideal in terms of allowing revenues to be pooled together to fund larger, more substantive benefits with meaningful impact.

Some potential priority projects that have been identified within the parking program include the following:
• Parking lot access changes to improve security
• Lot repaving and restriping
• Landscape maintenance, including trash pick-up
Given the lack of progress on the City’s major redevelopment initiatives in the Waterfront and on Mare Island, a PBD also has significant potential to contribute to revitalization of Downtown and the Waterfront area by helping to fund streetscape/landscaping projects, mobility improvements (e.g., active transportation, transit, etc.), and safety/security measures.

Sample code language for PBDs from the MTC’s Parking Policy Playbook (ABAG-MTC 2021) is reproduced below for reference.

Redwood City
Sec. 20.121. Use Of Downtown Meter Zone Parking Meter Revenues:

Revenues generated from on-street and off-street parking within the Downtown Meter Zone boundaries shall be accounted for separately from other City funds and may be used only for the following purposes:

1. All expenses of administration of the parking program

2. All expenses of installation, operation and control of parking equipment and facilities within or designed to serve the Downtown Core Meter Zone

3. All expenses for the control of traffic (including pedestrian and vehicle safety, comfort and convenience) which may affect or be affected by the parking of vehicles in the Downtown Core Meter Zone, including the enforcement of traffic regulations as to such traffic

4. Such other expenditures within or for the benefit of the Downtown Core Meter Zone as the City Council may, by resolution, determine to be legal and appropriate

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Ventura
Sec. 4.400.030. - Use of revenue.

All revenues collected from parking pay stations, meters, leases, and permits in the Downtown Parking District shall be placed in a special fund, which fund shall be used exclusively for activities benefiting the parking district. The specific authorized use of revenues shall be as follows:

1. For purchasing, leasing, installing, repairing, maintaining, operating, removing, regulating and policing of pay stations and/or parking meters in the parking district and for the payment of any and all expenses relating thereto.

2. For purchasing, leasing, acquiring, improving, operating and maintaining on- or off-street parking facilities.

3. For installation and maintenance of alternative mode programs, landscaping, pedestrian linkages, sidewalk cleaning, street furniture, wayfinding systems, and traffic-control devices and signals.

4. For the painting and marking of streets and curbs required for the direction of traffic and parking of motor vehicles.

5. For proper security within the district.

6. For the proper regulation, control, enforcement and inspection of parking and traffic upon the public streets and off-street parking facilities.

7. To be pledged as security for the payment of principal and interest on financing mechanisms used by the city to meet any of the purposes authorized by this section.

8. For transportation and parking planning, marketing and education programs related to the Downtown Parking District.

9. For construction and maintenance of public restrooms that enhance parking facilities.

10. Revenues from residential parking permits may, in addition to the foregoing, be used for sidewalk, landscaping and other transportation, pedestrian or bicycle enhancements on streets where the residential permit parking is provided.

3.2.2.1.4 Shared Parking
The City currently allows shared parking through application and approval of a minor-use permit as provided under VMC 16.508.06 (Shared Parking). For shared parking, the restrictions in VMC

16.508.06(B) limit the maximum allowed reduction in parking to 25 percent of the sum of the number of parking spaces required for each individual use and set a lower bound for the total number of parking spaces in a commercial mixed-use development to 1 space per 500 square feet of floor area.

In the spirit of AB 2097 and the dissolution of parking minimums, the City could take a less stringent approach to shared parking by amending VMC 16.508.06(B) to further relax (or remove) these

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restrictions, allowing for shared parking arrangements with more aggressive reductions in total parking spaces.

From a policy perspective, it may also be appropriate to codify that the City’s public parking facilities should remain as shared parking, open to all users on a first-come, first-served basis, so long as the facilities are owned by the City and used as parking intended for the public (as opposed to use by City employees or for City vehicles).

3.2.2.1.5 Replacement of Parking Minimums with Parking Maximums As described earlier, the recommended approach to City compliance with the MTC TOC Policy (MTC 2024) and AB 2097 regarding parking standards for new development involves application of a new overlay zone or direct amendments to VMC 16.508.04 to eliminate parking minimums and establish the specified parking maximums within the Vallejo Ferry TOC and Mare Island Ferry TOC.

While the recommended approach for compliance is focused specifically on the TOCs, the City could apply a more comprehensive and proactive approach to off-street parking standards for new development by removing parking minimums and/or instituting parking maximums across a larger geography or the entire city. Current parking standards in most jurisdictions result in significant amounts of land and building area devoted to parking that is, in many cases, severely underutilized.

Even in more suburban neighborhoods and communities, local streets have been constructed with generous widths that allow for on-street parking, but these on-street spaces may only be used rarely, if at all. Because most jurisdictions apply parking minimums, parking is inextricably linked to other important considerations such as housing affordability. Therefore, there is a strong equity-based argument for more aggressive rollbacks of parking minimums and implementation of more stringent parking maximums, particularly in regions such as the Bay Area, where housing affordability is a significant concern.

3.2.3 Other Recommendations

3.2.3.1 Program Monitoring
The City’s parking program already offers some features that address equity in some way, such as discounted parking permits for Downtown residents. To ensure that the parking program continues to contribute to improved equity, annual reporting for the parking program should include discussion of relevant benefits to marginalized communities. In the case of the PBD, the determination of fundable improvements should focus on projects that maximize benefit to these communities. Fundable improvements would be located within the PBD and would already directly benefit these communities, as the entirety of the PBD (and much of Vallejo at large) is identified by MTC as an Equity Priority Community (EPC). However, the types of projects prioritized for funding through PBD revenues can also affect the program’s overall contribution to equity.

Examples of projects that would maximize benefit to marginalized communities include pedestrian/bike safety projects, enhanced transit service or improvements to transit facilities, and public safety/security initiatives. These types of projects benefit both the local neighborhood and the public at large, and may also encourage transportation choices (e.g., modal shifts) that reduce the

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impacts of parking and traffic on the local neighborhood (e.g., air quality, noise, traffic safety). In contrast, improvements focused on parking facilities (e.g., funding facility upgrades or acquisition of new properties to support the parking program) would likely generate less benefits to marginalized communities, as a significant share of parking users are ferry riders and commuters from other parts of the North Bay.

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Section 4: Implementation

4.1 Introduction
This Implementation Plan section identifies recommended short-, mid-, and long-term actions for managing parking in Vallejo’s two TOC sites7 in a manner that enhances mobility, financial sustainability, and transit accessibility while ensuring compliance with the MTC TOC Policy (MTC 2024) requirements and alignment with state and regional policies.

The summary table in the following section provides an at-a-glance overview of recommended actions over time, identifying task leads, decision-making bodies, financial impacts, and next steps.

Completing these actions would position Vallejo to meet the minimum eligibility requirements for securing tens of millions of dollars in regional and state competitive grant funding during the upcoming six-year Plan Bay Area cycle.

The recommended actions also consider general capital and operating costs, potential revenue sources, and resources needed to effectively manage Vallejo’s evolving parking program in support of economic development goals near the ferry terminals and downtown.

Key elements of the summary table include:
• Phase – Organized into short-term (immediate to 2 years), mid-term (3-5 years), and longterm (6-10 years) actions • Action – Specific policy or programmatic changes that are recommended • TOC Compliance Step – The City’s current level of compliance with MTC’s TOC Policy (2024), and the degree to which the action advances compliance or other objectives.

Categories include:
─ Not Compliant – Requires Adoption
─ Compliant – No changes needed
─ Recommended, Not Required – Adoption optional but recommended for competitiveness in grant funding
• Decider – The decision-making body responsible for approving and also sometimes implementing the action (e.g., City Council, City Staff) • Input Required From – Required studies, ordinances, community engagement, surveys or analyses to inform decision-making from a diversity of stakeholders to anticipate challenges and facilitate collaboration towards long-term shared goals 7 Vallejo has two Transit-Oriented Communities (TOC) areas: the Vallejo Ferry and Mare Island Ferry stations. Currently, only the Vallejo Ferry station qualifies as a Tier 4 TOC site, due to insufficient bus service to the Mare Island Ferry station.

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• Implementing Parties – City staff across departments, external agencies, or consultants to be responsible for providing services or staffing support • Estimated Cost/Revenue/Financial Implications – Anticipated cost estimates and potential revenue impacts
• Next Step – Immediate tasks required to advance each itemqd This implementation plan is intended solely for internal use by the City and shall not be relied upon by any party other than the City.

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4.2 Recommendations
The summary table below outlines recommended short-, mid-, and long-term actions for managing parking in Vallejo’s two TOC sites.

Action
#8 Action TOC Compliance Step Decider Input Required From Implementing Parties Estimated Costs/Revenues/
Financial Implications Next Step
Near Term 0-2 years
1 Establish an Overlay Zone
Addressing TOC and Assembly Bill
(AB) 2097 Requirements regarding
Parking Minimums and Maximums as
Part of the Downtown and Waterfront
Specific Plan Updates
Not Compliant - Requires
Adoption
City Council
Planning Commission
Stakeholder Input
City Management
Downtown and
Waterfront Specific
Plan Updates
Planning and Development
Services Department
Public Works Department
City Attorney's Office
Updates to specific plans are covered under the City’s
$2.4 M OBAG 3 Grants. Estimated 80-160 staff hours
for the ordinance.

Makes it more financially feasible for higher-density,
transit-oriented development to be financed and built
soon
Lower parking construction costs allow developers to
include more community benefits, deeper and more
affordable units, project and community amenities
Update the Downtown and Waterfront Specific Plans
with the ordinance to amend the City’s Municipal Code
to codify parking requirements.

Engage with developers, community, and stakeholders.

Analyze likely impacts to use of available public parking by end users of private developments.

Section 5 displays a redline of the existing code
language to be adopted for compliance with the MTC
guidelines.
2 Allow Unbundled Parking as part of
the Downtown and Waterfront
Specific Plan Updates
Not Compliant -Requires
Adoption
City Council
Planning Commission
Stakeholder Input
City Management
Downtown and
Waterfront Specific
Plan Updates
Planning and Development
Services Department
Public Works Department
City Attorney's Office
Updates to specific plans are covered under the City’s
$2.4 M OBAG 3 Grants
Could increase housing affordability, reduce car
ownership rates, and generate additional parking
revenue from spaces leased separately.

Update the Downtown and Waterfront Specific Plans.

Engage with developers, community, and stakeholders.

Analyze likely impacts to use of available public parking by end users of private developments.
3 Allow Shared Parking between
Different Land Uses
Compliant - No Changes
Needed
— — — — —
4 Establish a Transportation Demand
Management (TDM) Policy for New
Development Projects
Compliant- No Changes
Needed
— — — — —
5 Establish Parking Program
Performance Standards and
Evaluation Measures
Supportive – Adoption
Optional
City Staff Parking Utilization
Studies
Performance Metrics
Development
Public Works Department
Parking Management
Contractor
Level of effort for initial study and ongoing annual
evaluation can vary widely depending on scale of
study and how it is executed (i.e., what contracted
body does the work). It is recommended to be
included as part of larger efforts for economies of
scale. A smaller study with an independent contractor
may be possible for as little as $20K if negotiations are successful; small-scale annual evaluations could be in
a similar range and should span multiple years to
foster cost efficiencies and knowledge continuity.

Potential for optimized parking revenue and improved
user satisfaction results in higher sales and property
tax revenues and accelerated assessed property
values over time
Implementation will depend on the extent of
development and observed increases in parking
demand that justify more active parking management
Define metrics and establish a reporting structure.

Timing aligned with growth in development and parking
demand.

Review the Parking Benefit District Playbook (Parking
Reform Network n.d.) to ensure equitable use of
potential net revenues and guide development ways to
set up local revenue return and an advisory board to
guide ongoing local neighborhood parking net
revenues.
https://parkingreform.org/playbook/pbd/
6 Establish a Periodic Fee Evaluation
and Adjustment Program
Supportive – Adoption
Optional
City Council Financial Impact
Analysis
Stakeholder Input
Public Works Department
Finance Department
Initial setup costs ($)
Market analysis study evaluating parking lot usage
demand, potential for increased annual revenue
through optimized fee structures, cover increasing
operating and parking renewal costs
Schedule periodic evaluations and stakeholder
consultations. Rollout aligned with projected increases in parking demand related to future development.
8 These have been updated from the numbering in the Task 3.4 memo. They are provided for ease of reference only.

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Action
#8 Action TOC Compliance Step Decider Input Required From Implementing Parties Estimated Costs/Revenues/
Financial Implications Next Step
7 Institute Special Events and
Oversized Vehicle Parking Policies
Supportive – Adoption
Optional
City Council Policy Study
Stakeholder Input
Public Works Department Policy development costs (0.5 FTE, or equivalent consulting support to evaluate demand for oversize
vehicle parking. Actual costs will vary based on staff
availability and scope of work)
Potential revenue generation annually from event
parking fees and permits
Draft and adopt policy amendments.

Initiate public awareness campaigns.
8 Install Parking-Specific Wayfinding Supportive – Adoption Optional
City Staff (following
adoption of Downtown
and Waterfront Specific
Plans)
Wayfinding Plan
Design Proposals
(incorporated into
Downtown and
Waterfront Specific
Plans)
Public Works Department
External Consultants
One-time installation costs will vary based on the
number, design, and placement of signs and
complexity of design and placement. Larger efforts
may benefit from economies of scale. Final costs will
depend on the scope of the wayfinding plan and the
contracting method used.

Potential to improve parking utilization and user
experience
Economic growth in sales and property values
Identify funding sources and prioritize locations.

Commence design and installation.
9 Ensure Bicycle Parking Minimums
meet TOC Policy (MTC 2024)
Standards (1 per unit for residential, 1
per 5,000 sq. ft. for commercial)
Compliant - No Changes
Needed
— — — — —
10 Formalize Lot G2 as Paid Parking Supportive – Adoption Optional
City Council Infrastructure Setup
(signage, pay station)
Public Works Department
Parking Operator
Installation Costs (for pavement markings and
signage)
Potential annual revenue
Conduct financial analysis and public outreach.

Install signage and include enforcement patrols.

Revenue potential should be balanced against
economic impacts to Downtown Waterfront vitality.9
11 Expand Waterfront Permit Privileges
to On-Street Parking (helps ensure
compliance with WETA commitment
of 1,200 parking spaces in proximity
to ferry terminal)
Supportive – Adoption
Optional
City Council Parking Permit
Program Update
Stakeholder Input
Public Works Department
Enforcement Agencies
Program expansion costs
Additional signage costs (up to $10k)
Potential increase in permit revenue annually
Potential to decrease the amount of additional
structured garage parking constructed.10
Assess pricing and enforcement requirements.

Update permit issuance systems
12 Adjust Zone B Residential Permit
Pricing
Supportive – Adoption
Optional
City Council Parking Program
Review
Stakeholder Input
Public Works Department
Finance Department
Review and implementation costs
Potential additional revenue annually
Conduct financial analysis and public outreach.

Adjust pricing structures accordingly.
13 Convert Free On-Street Parking to
Paid Parking12
Supportive – Adoption
Optional
City Council Parking Study
Stakeholder Input
Public Works Department
Parking Operator
Implementation costs for meters/kiosks and signage
Annual revenue
May encourage alternative transportation usage
Conduct financial analysis and public outreach.

Set pricing, implement payment systems, and conduct
public awareness campaigns.11
14 Integrate Public Health and
Transportation Equity Metrics into
Performance Evaluations
Supportive – Adoption
Optional
City Council (as part of
Downtown and
Waterfront Specific Plan
adoption)
Data analysis
Community Health
Assessments
Community-Based
Organizations
(representing equity
priority communities)
Public Works Department
Planning and Development
Services Department
Initial integration costs
Support equitable transportation planning and public
health outcomes with easily accessible equity impact
metrics for competitive and successful regional and
state grant funding in the tens of millions of dollars.

Develop equity-focused key performance indicators
(KPIs)
Collaborate with community organizations to collect
data on transit access, transportation and housing
affordability (e.g., “affordability index”), traffic safety and public health indicators (e.g., asthma rates)
Look into mobility wallets, prepaid tap cards for flexible multimodal mobility dollars for income qualified
groups.12
9 The intent of formalizing Lot G2 as paid parking is to support business retention and attraction by increasing parking turnover and availability for customers. This should help businesses by reducing long-term parking in high-demand areas and improving access for more visitors throughout the day. 10 Structured parking spaces generally cost $100,000 not including land costs. A parking garage of 100 spaces would cost at least $10,000,000 to construct. Competitive regional and state infrastructure funding sources will no longer fund parking garages. Instead these sources prioritize, cost effective, active transportation, shared transportation, buses and mobility hubs, particularly in combination with affordable housing in places with opportunity and access to regional job centers. 11 The intent converting free parking to paid parking is to support business retention and attraction by increasing parking turnover and availability for customers. This should help businesses by reducing long-term parking in high-demand areas and improving access for more visitors throughout the day. 12 VTA is funding a similar pilot project with Palo Alto TMA to provide VTA Ecopasses to retail and restaurant workers who work in Palo Alto and frequently live in east San Jose.

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Action
#8 Action TOC Compliance Step Decider Input Required From Implementing Parties Estimated Costs/Revenues/
Financial Implications Next Step
Mid Term 3-5 years
15 Implement a Demand-Responsive
Pricing System that Adjusts Rates
based on Parking Occupancy
Thresholds
Supportive – Adoption
Optional
City Council Occupancy Data
Analysis
Technology
Procurement
Public Works Department
Parking Operator or Parking
Management Contractor
System development and implementation costs
Potential revenue optimization annually
Improves parking availability
Establish a pilot program in high-demand areas.

Monitor and adjust pricing based on data13
16 Expand Shared Parking Allowances
for Mixed-Use Development
Supportive – Adoption
Optional
City Council Code Amendment
Feasibility Studies
Planning and Development
Services
Economic Development
Department
Study and implementation costs
Explore ways to augment the City’s insurance liability
policy, at a discount, to ease liability costs of small businesses and local developers incurred from sharing
spaces between private entities. The City doesn’t
currently offer this, but the intent is to explore whether it could provide pooled coverage or facilitate
discounted liability insurance (e.g., through a JPA or
local program) to help reduce insurance barriers for
small businesses participating in shared parking. This
would be a new policy mechanism if pursued.

Improves space efficiency and supports mixed-use
development
Potential cost savings for developers
Identify candidate locations.

Draft Guidelines.

Collaborate with developers.
17 Adopt a Comprehensive TDM Policy
as a Complement to TOC Policy
(MTC 2024).

Compliant - No Changes
Needed
City has a TDM program
under VMC 16.503
— — — — Work towards implementing actions in this document and adjusting course when needed.

Long Term 6-10 years
18 Create a Commercial Parking Benefit
District in Downtown Vallejo
Supportive – Adoption
Optional
City Council Economic Impact
Analysis
District Planning
Chamber of
Commerce
Planning and Development
Services Department
Public Works Department
Parking Enterprise
Finance Department
Initial setup costs
Increases support for increased annual revenue
generation
Funds reinvested into improved local infrastructure
and services
Engage with local businesses.

Define district boundaries.

Establish Revenue Sharing Structure
19 Allow Shared Parking Across Zoning
Districts
Supportive – Adoption
Optional
City Council Zoning Code
Amendment
Planning and Development
Services Department
Public Works Department
City Attorney’s Office
Business Owners
Administrative costs for policy development and
outreach
Allows for more efficient use of parking spaces and
land use
Identify locations and engage business owners in
shared parking agreements.
20 Replace Citywide parking Minimums
with TOC Policy-aligned parking
maximums
Supportive – Adoption
Optional
City Council Zoning Code
Amendment
Planning and Development
Services Department
Public Works
Developers
Estimated costs for policy research, drafting, and
implementation
Could lower construction costs and encourage higherdensity development Increases demand and value of available parking.

Conduct environmental and economic analysis to justify
policy change.
21 Develop Mobility Hub Plans to
Reduce Parking Demand through
First/Last-Mile Connections
Supportive – Adoption
Optional
City Council Mobility Study Public Works Department
Transit Agencies
ABAG
Private Mobility Providers
Study costs
Large regional grant funds available
Can support parking demand management by
enabling mode shift away from single occupancy
vehicles
Identify funding sources beyond MTC and pilot locations for Mobility Hubs with integrated parking management
strategies (e.g., shared parking, bike/scooter parking, EV carshare).

Find places with restrooms or create new rest stops.

Pilot and provide innovative new facilities, similar to what is offered to drivers of the interstate, instead
13 Consider Berkeley’s model of identifying “Premium” parking locations with higher rates as a starting point.

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 4-6
Action
#8 Action TOC Compliance Step Decider Input Required From Implementing Parties Estimated Costs/Revenues/
Financial Implications Next Step
created for communities; making it easier to get around to things close by without driving for every trip.

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 4-1

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 5-2
Section 5: Acronyms
AB Assembly Bill
ACE Altamont Corridor Express (Train)
ABAG Association of Bay Area Governments
ACFR Annual Comprehensive Financial Report
BART Bay Area Rapid Transit
CBTP Community-Based Transportation Plan
City City of Vallejo
DMX Downtown Mixed-Use
EPC Equity Priority Community
EV electric vehicle
FAR floor area ratio
FTE Full Time Employee
FY Fiscal Year
LPR license plate recognition
MTC Metropolitan Transportation Commission
OBAG One Bay Area Grant
PARCS Parking Access and Revenue Control Systems
PBD parking benefit district
PDA Priority Development Area
PDMP Planned Development Master Plan
PG&E Pacific Gas & Electric
RPP residential permit parking
RV recreational vehicle
SFMTA San Francisco Municipal Transportation Agency
SMART Sonoma-Marin Area Rail Transit
sq. ft. square foot/feet
TBD to be determined
TDM transportation demand management
TIA traffic impact analysis
TMA Transportation Management Association
TNC transportation network companies
TOC transit-oriented community/communities
VMC Vallejo Municipal Code
VMT vehicle miles traveled
Waterfront PDMP Waterfront Planned Development Master Plan WETA Water Emergency Transportation Authority

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 6-1
Section 6: References
Chapter 1
ABAG-MTC Local Parking Policy Technical Assistance (ABAG-MTC). 2020. Parking Policy Playbook. Final. Available: https://abag.ca.gov/sites/default/files/documents/2021- 10/Parking_Policy_Playbook_compiled_vF20211020.pdf.

City of Vallejo. 2017. Propel Vallejo General Plan. Available:
https://ci.vallejo.ca.us/common/pages/DisplayFile.aspx?itemId=17961496.

City of Vallejo. 2020. City of Vallejo Parking Program. Accessed July 31, 2024. Available:
https://www.cityofvallejo.net/common/pages/DisplayFile.aspx?itemId=17870784.

City of Vallejo, Public Works Department. n.d. Traffic Impact Analysis/Study Guidelines. Available:
https://www.vallejo.gov/common/pages/DisplayFile.aspx?itemId=17941488.

Kimley-Horn. 2019a. City of Vallejo Development Parking Mitigation Summary.

Kimley-Horn. 2019b. Vallejo Downtown and Waterfront District Parking Study.

Metropolitan Transportation Commission. 2024. Transit-Oriented Communities (TOC) Policy.

Available: https://mtc.ca.gov/sites/default/files/documents/2023- 09/MTC_Final_Draft_TOC_Policy_Administrative_Guidance.pdf. Accessed July 30, 2024.

Metropolitan Transportation Commission (MTC), 2021. Plan Bay Area 2050, https://mtc.ca.gov/planning/long-range-planning/plan-bay-area-2050.

Nelson Nygaard. 2013. Vallejo Parking Management and PARCS Plan Final Report.

Solano Transportation Authority. 2020. Vallejo Community-Based Transportation Plan (CBTP) with Participatory Budgeting. Available: https://mtc.ca.gov/sites/default/files/Vallejo_CBTP_2020.pdf.

Accessed July 31, 2024.

Wilbur Smith and Associates. 2007. Parking Inventory and Analysis of Occupancy Data Report.

Chapter 2
City of Vallejo. 2020. Parking Program. Available:
https://www.cityofvallejo.net/common/pages/DisplayFile.aspx?itemId=17870784. Accessed July 31, 2024.

City of Vallejo. 2023. Annual Comprehensive Financial Report for the Fiscal Year Ended June 30, 2023. Available:
https://vallejoca.hosted.civiclive.com/common/pages/GetFile.ashx?key=P2sxAfGV. Accessed September 25, 2024.

Vallejo Downtown/Waterfront Parking Management Program Evaluation and Action Plan AECOM Final Pending Adoption, July 2025 6-2
Nelson Nygaard. 2013. Vallejo Parking Management and PARCS Plan Final Report.

Water Emergency Transportation Authority. 2022. Summary Report: 2022 On-Board Passenger Survey; San Francisco Bay Ferry. Available:
https://weta.sanfranciscobayferry.com/sites/default/files/wetapublic/publications/2022%20WETA%20Passenger%20Survey%20Report%20Final Pending Adoption.pdf. Accessed September 28, 2024.

Water Emergency Transportation Authority. 2023a. Fiscal Year 2023/24 Approved Budget. Available:
https://d262kwcyxl71on.cloudfront.net/wp-content/uploads/20240911095251/WETA-FY24- Budget.pdf. Accessed September 29, 2024.

Water Emergency Transportation Authority. 2023b. WETA FY2024 – 2028 Short Range Transit Plan.

Available: https://mtc.ca.gov/digital-library/5023786-wetasan-francisco-bay-ferry-fy-2024-2028- short-range-transit-plan. Accessed September 28, 2024.

Chapter 3
City of Vallejo. 2005. Downtown Vallejo Specific Plan. Available:
www.vallejo.gov/our_city/departments_divisions/planning_development_services/planning_divisi on/long_range_projects/downtown_vallejo_specific_plan. Accessed 23 June 2025.

Metropolitan Transportation Commission. 2024. Transit-Oriented Communities (TOC) Policy.

Available: https://mtc.ca.gov/sites/default/files/documents/2023- 09/MTC_Final_Draft_TOC_Policy_Administrative_Guidance.pdf. Accessed July 30, 2024.

Chapter 4
Metropolitan Transportation Commission. 2024. Transit-Oriented Communities (TOC) Policy.

Available: https://mtc.ca.gov/sites/default/files/documents/2023- 09/MTC_Final_Draft_TOC_Policy_Administrative_Guidance.pdf. Accessed July 30, 2024.

Parking Reform Network. n.d. Parking Benefit District Playbook. Available:
https://parkingreform.org/playbook/pbd/.

Elephant Butte Historic District Restaurant
Geotechnical Study Report
Bureau of Reclamation AECOM
3

CONSENT CALENDAR 8.F.

DATE: March 24, 2026
TO: Mayor and Members of the City Council
FROM: Sidney Wilson, Administrative Analyst
SUBJECT: ADOPT A RESOLUTION APPROVING A PROPOSITION 47 SUBGRANTEE AGREEMENT

WITH CENTER FOR URBAN EXCELLENCE TO PROVIDE TRAUMA-INFORMED

REENTRY AND DIVERSION SERVICES AND AUTHORIZE THE CITY MANAGER TO

EXECUTE SAME

RECOMMENDATION
Adopt a resolution approving the Proposition 47 Subgrantee Agreement with Center for Urban Excellence to provide services for justice-involved residents and authorize the City Manager to execute same.

REASONS FOR RECOMMENDATION
Approval of this agreement authorizes Center for Urban Excellence to provide services funded by the Proposition 47 grant. The City will oversee program implementation, ensure compliance with grant requirements, and monitor outcomes. This action formalizes the contract so services can begin.

BACKGROUND AND DISCUSSION
The City of Vallejo was awarded a Proposition 47 Safe Neighborhoods and Schools Act Grant from the Board of State and Community Corrections under Cohort 5. The total award is $1,988,563, with a grant period running from October 1, 2025, through June 30, 2029. This grant is intended to fund trauma-informed, community-based programs designed to support justice-involved individuals and reduce recidivism. The City is required to administer the grant in full compliance with BSCC guidelines, including reporting, recordkeeping, and fiscal management. No matching funds are required.

The City proposes a contract with the Center for Urban Excellence to serve as the subgrantee responsible for program delivery. Under this arrangement, CUE will identify and enroll eligible participants, conduct traumainformed assessments, develop individualized service plans, and provide a range of services that may include behavioral health support, substance use treatment, housing assistance, career and employment development, and guidance navigating the justice system. CUE will coordinate with other local providers to ensure services are accessible and meet the specific needs of Vallejo residents. The organization is also responsible for maintaining participant records and submitting documentation required for BSCC reporting.

Center for Urban Excellence (CUE) was selected to provide services because they were co-applicants on the Proposition 47 grant application. The City and CUE jointly developed the program, including trauma-informed assessments, individualized service plans, and coordinated delivery of behavioral health, housing, and employment services. This collaborative process ensured that the proposed program aligns with grant requirements and local needs. City staff have determined that this selection approach is consistent with the City Charter §3.20, as the direct selection was based on co-development of the project and demonstrated expertise in program delivery, rather than arbitrary appointment.

Date: March 24, 2026
Subject: ADOPT A RESOLUTION APPROVING A PROPOSITION 47 SUBGRANTEE AGREEMENT WITH

CENTER FOR URBAN EXCELLENCE TO PROVIDE TRAUMA-INFORMED REENTRY AND

DIVERSION SERVICES AND AUTHORIZE THE CITY MANAGER TO EXECUTE SAME

As the lead agency, the City of Vallejo will oversee all aspects of the program, including fiscal and programmatic oversight of CUE. The City will review and approve reports, invoices, and reimbursement requests, monitor program compliance, and ensure adherence to all applicable federal, state, and local regulations. The City will also work closely with CUE and other community partners to support program evaluation, continuous improvement, and alignment with broader City public safety and community health priorities.

The agreement with CUE allows the City to implement the program efficiently while meeting all requirements of the Proposition 47 grant. This ensures that funds are used effectively to serve justice-involved individuals in Vallejo and supports the City’s ongoing efforts to provide equitable, trauma-informed community services.

FISCAL IMPACT
The total contract with Center for Urban Excellence (CUE) is not to exceed $1,688,563, fully funded by the Proposition 47 grant. The remaining $300,000 of the $1,988,563 grant award is allocated for City administration and oversight, including fiscal monitoring, reporting to the Board of State and Community Corrections, and program evaluation. No General Fund dollars are required. Payments to CUE will be made upon satisfactory completion of services and submission of required reports. This allocation ensures that the program is administered in full compliance with BSCC guidelines while maximizing service delivery to justiceinvolved residents.

ENVIRONMENTAL REVIEW
This contract with Center for Urban Excellence for Proposition 47 services involves administrative and programmatic activities with no physical changes to land or structures. As such, it is exempt from the California Environmental Quality Act (CEQA) under Section 15061(b)(3), which applies to projects that are clearly not a cause of significant environmental impact.

ATTACHMENTS

1. Resolution Approving CUE Contract (SW) CAO Stamp

2. CUE Subgrantee Agreement CAO Stamp

3. Prop 47 Cohort 5 Grant Agreement - City of Vallejo

4. 26-003 - Reso Approving the Prop 47 Grant Award (Step 2)

CONTACT
Sidney Wilson, Administrative Analyst (707) 648-4576
[email protected]

Approved as to form:

By: for
Veronica Nebb, City Attorney
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVING A PROPOSITION 47 SUBGRANTEE AGREEMENT WITH

CENTER FOR URBAN EXCELLENCE TO IMPLEMENT SERVICES

FUNDED BY THE BOARD OF STATE AND COMMUNITY CORRECTIONS
PROPOSITION 47 GRANT PROGRAM AND AUTHORIZING THE CITY

MANAGER TO EXECUTE RELATED DOCUMENTS
WHEREAS, the Board of State and Community Corrections awarded the City of Vallejo Proposition 47 grant funding to support community-based reentry and recidivism reduction services for justice-impacted individuals; and
WHEREAS, the City Council previously accepted the Proposition 47 grant award and authorized execution of the required State Standard Agreement to implement the program; and WHEREAS, the Proposition 47 Grant Program requires the City to contract with qualified community-based organizations to deliver services consistent with the approved scope of work; and
WHEREAS, Center for Urban Excellence is a qualified nonprofit organization with demonstrated experience providing reentry-focused outreach, coordination, and supportive services aligned with Proposition 47 program requirements; and
WHEREAS, the proposed Proposition 47 Subgrantee Agreement is fully funded by Proposition 47 grant funds and does not require the use of City General Fund resources.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Vallejo approves a Proposition 47 Subgrantee Agreement with Center for Urban Excellence to provide services under the Board of State and Community Corrections Proposition 47 Grant Program and authorizes the City Manager, or designee, to execute the agreement and related documents in a form approved by the City Attorney.
[SIGNATURES ON NEXT PAGE]

Adopted by the City Council of the City of Vallejo at a regular meeting held on March 24, 2026, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:

Consultant and Professional Services Agreement (Revised 05-2025) Page 1 of 11 Approved as to form:

By: for
Veronica Nebb, City Attorney
PROPOSITION 47 SUBGRANTEE AGREEMENT
This Proposition 47 Subgrantee Agreement (“Agreement”) is made at Vallejo, California, dated for reference this 1st day of March, 2026, by and between the City of Vallejo, a municipal corporation (“City”), and Center for Urban Excellence, hereinafter referred to as “Subgrantee”, who agree as follows:

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

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

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

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

Subgrantee shall also indemnify, hold harmless, and defend City, its officers, officials, directors, employees, agents, volunteers and affiliates and each of them

Consultant and Professional Services Agreement (Revised 05-2025) Page 2 of 11 from any and all claims, demands, causes of action, damages, costs, expenses, actual attorney’s fees, consultant’s fees, expert fees, losses or liability, in law or in equity, of every kind and nature whatsoever arising out of or in connection with Subgrantee’s operations, or any subcontractor’s operations, related to costs or benefits associated with California Public Employment Retirement System (CalPERS) membership where Subgrantee supplies a CalPERS member who CalPERS determines is subject to enrollment.

The provisions of this section shall survive the expiration or termination of this Agreement.

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

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

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

8. Independent Contractor. Subgrantee is an independent contractor.

Consultant and Professional Services Agreement (Revised 05-2025) Page 3 of 11 Neither Subgrantee nor any of Subgrantee’s officers, employees, agents, or subcontractors, if any, is an employee of City by virtue of this Agreement or performance of any services pursuant to this Agreement. City shall have the right to control Subgrantee only insofar as the results of Subgrantee’s services rendered pursuant to this Agreement; however, City shall not have the right to control the means by which Subgrantee accomplishes services pursuant to this Agreement.

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

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

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

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

Subgrantee’s responsibilities under this section shall not be delegated.

Subgrantee shall be responsible to City for acts, errors, or omissions of Subgrantee’s subcontractors.

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

Consultant and Professional Services Agreement (Revised 05-2025) Page 4 of 11 Whenever the scope of work requires or permits review, approval, conditional approval or disapproval by City, it is understood that such review, approval, conditional approval or disapproval is solely for the purposes of administering this Agreement and determining whether the Subgrantee is entitled to payment for such work, and not be construed as a waiver of any breach or acceptance by the City of any responsibility, professional or otherwise, for the work, and shall not relieve the Subgrantee of responsibility for complying with the standard of performance or laws, regulations, industry standards, or from liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of Subgrantee.

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

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

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

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

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

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

15. General Prohibition on Assignment of CalPERS Members and

Consultant and Professional Services Agreement (Revised 05-2025) Page 5 of 11 Annuitants. Subgrantee shall not hire, employ, or use, as an employee, subcontractor or agent of Subgrantee (Assigned Individual) any California Public Employment Retirement System (CalPERS) member or annuitant in connection with the provision of services under this Agreement. Nor shall Subgrantee allow any of its subcontractors, agents, or other representatives to employ CalPERS members or annuitants for the purpose of performing work under this Agreement.

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

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

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

17. Term. The term of this Agreement shall commence on March 1, 2026, and shall continue in full force and effect until June 30, 2029.

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

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

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

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

Upon receipt of a notice of termination, Subgrantee shall perform no further work

Consultant and Professional Services Agreement (Revised 05-2025) Page 6 of 11 except as specified in the notice. Before the date of termination, Subgrantee shall deliver to City all City records and documents, all work product, whether completed or not, as of the date of termination and not otherwise previously delivered.

The City shall pay Subgrantee for services performed in accordance with this Agreement before the date of termination. If this contract provides for payment of a lump sum for all services or by task and termination occurs before completion of the work or any defined task which according to the performance schedule was commenced before the notice of termination, the fee for services performed shall be based on an amount mutually agreed to by City and Subgrantee for the portion of work completed in conformance with this Agreement before the date of termination. In addition, the City will reimburse Subgrantee for authorized expenses incurred and not previously reimbursed. The City shall not be liable for any fees or costs associated for the termination or abandonment except for the fees, and reimbursement of authorized expenses, payable pursuant to this section.

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

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

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

21. Assignment and Subcontracting. Subgrantee shall not subcontract, assign or transfer voluntarily or involuntarily any of its rights, duties or obligation under this Agreement without the express written consent of the City Manager or his or her designee in each instance. Any attempted or purported assignment of any right, duty or obligation under this Agreement without said consent shall be

Consultant and Professional Services Agreement (Revised 05-2025) Page 7 of 11 void and of no effect.

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

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

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

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

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

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

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

Subgrantee shall include the above provisions of this section in every subcontract,

Consultant and Professional Services Agreement (Revised 05-2025) Page 8 of 11 including procurement of materials or equipment.
(b) Subgrantee agrees to comply with Title VII of the Civil Rights Act of 1964, as amended, the California Fair Employment Practices Act, the Americans with Disabilities Act of 1990, any other applicable federal and state laws and regulations and City ordinances and regulations hereinafter enacted.

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

If to City:

Sidney Wilson
Administrative Analyst II
555 Santa Clara Street
Vallejo, CA 94590
If to Subgrantee:

Dionne Carter
Center for Urban Excellence
1802 Springs Rd,
Vallejo, CA 94591
Any party may change its address for receiving notices by giving written notice of such change to the other party in accordance with this section.

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

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

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

26. Law Governing. This Agreement shall in all respects be governed by the law of the State of California without regard to its conflicts of law rules. Litigation arising out of or connected with this Agreement shall be instituted and maintained in the courts of Solano County in the State of California or in the United States District Court, Eastern District of California, Sacramento, California, and the parties

Consultant and Professional Services Agreement (Revised 05-2025) Page 9 of 11 consent to jurisdiction over their person and over the subject matter of any such litigation in such courts, and consent to service of process issued by such courts.

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

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

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

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

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

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

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

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

Subgrantee’s obligations under this section shall survive the completion of

Consultant and Professional Services Agreement (Revised 05-2025) Page 10 of 11 services, expiration or termination of this Agreement.

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

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

35. Counterparts. The parties may execute this Agreement in one or more counterparts, each of which shall be deemed an original, but all of which together shall be deemed one and the same instrument.

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

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

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

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

Exhibit A, entitled “Scope of Work,” including any attachments Exhibit B, entitled “Compensation,” including any attachments Exhibit C, entitled “Insurance Requirements,” including attachments Exhibit D, entitled “Standard Agreement” Agreement Number BSCC 1421- 25 [SIGNATURES ON FOLLOWING PAGE]

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

Center for Urban Excellence
By: ____________________
Dionne Carter
Chief of Public Health
and Safety
DATE: __________________

(City Seal)

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

ATTEST:

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

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

By: ____________________
Armond Sarkis
Risk Manager

Consultant and Professional Services Agreement (5-2025) Page 1 of 4 Exhibit A – Scope of Work

EXHIBIT A

SCOPE OF WORK

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

Sidney Wilson
555 Santa Clara Street Vallejo, CA 94590
(707) 648-8616
[email protected]
The Subgrantee’s Representative for this Agreement is:

Dione Carter
Center for Urban Excellence
1802 Springs Rd,
Vallejo, CA 94591
(707) 339-7990
[email protected]
All routine administrative communications between the parties will be between the above-named representatives and may be by personal delivery, mail, facsimile transmission, or electronic mail as agreed between the Subgrantee Representative and City’s Representative.

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

3. Time for Performance. Subgrantee will perform the services according to the schedule below. If the schedule calls for the services to be performed in phases or discrete increments, Subgrantee shall not proceed from one phase or increment to the next without written authorization from the City’s Representative.

Subgrantee will complete all services by June 30th, 2029.

OR
Subgrantee will perform the services according to the schedule contained in Attachment [number] of Exhibit A. If the schedule calls for the services to be performed in phases or discrete increments, Subgrantee shall not proceed from one phase or increment to the next without written authorization from the City’s Representative. Subgrantee will complete all services by June 30th, 2029.

Consultant and Professional Services Agreement (5-2025) Page 2 of 4 Exhibit A – Scope of Work

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

Consultant and Professional Services Agreement (5-2025) Page 3 of 4 Exhibit A – Scope of Work
ATTACHMENT 1 TO EXHBIT A

1. Services to Be Provided
CUE, as the subgrantee under the Prop 47 grant, shall provide the following services:

1.1 Participant Identification and Intake
• Identify participants age 16 or older with a history of Prop 47-eligible offenses or related diversion eligibility.
• Accept referrals from:
o Vallejo Police Department VISIONS Program
o Solano County Probation Department
o Public Defender’s Office
o Solano County Mental Health and Drug Courts
o Community-Based Organizations (CBOs) within the Vallejo Community Violence Intervention Network
o Shelters, transitional housing programs, community outreach, public events, and self-referrals
• Conduct trauma-informed intake using standardized assessment tools:
o Depression Anxiety Stress Scale-21 (emotional well-being) o Unite Us platform Social Determinants of Health screening (housing, food, environment)
o Casey Life Skills Assessment (independent living readiness) o Conover Online suite (career development and emotional intelligence)

1.2 Individual Engagement Plan and Service Delivery
• Develop a strengths-based Individual Engagement Plan (IEP) with SMART goals for each participant.
• Provide a trauma-informed continuum of care addressing:
o Behavioral health services
o Substance use treatment
o Housing support
o Employment and career development
o Justice system navigation and diversion support
• Deliver personalized services through CUE’s network of 54 providers across Solano County via the Unite Us platform.
• Prioritize Vallejo residents most impacted by Prop 47, with attention to Black and Latino communities experiencing systemic barriers.

1.3 Outreach, Mentorship, and Support
• Employ Outreach Specialists and Opportunity Coordinators with lived experience (formerly incarcerated or long-term recovery) to engage

Consultant and Professional Services Agreement (5-2025) Page 4 of 4 Exhibit A – Scope of Work
participants and build trust.
• Provide mentorship, support, and ongoing case management. • Ensure warm handoffs between services and monitor participant progress in CUE’s integrated data system.

1.4 Program Participation Goals
• Serve at least 150 justice-involved participants over the grant period (approximately 45–50 participants annually).
• Track and report participant engagement, progress toward goals, and outcomes to the City.

1.5 Coordination with Spoke CBOs
• Act as the hub coordinating services with spoke community-based organizations.
• Facilitate referrals, data sharing, and best practice alignment to ensure equitable, timely access to services.
• Support spoke CBOs in providing consistent trauma-informed care and reporting outcomes.

2. Time for Performance
Subgrantee will perform the services in accordance with the following schedule:
• Program Start: March 1, 2026
• Program End: June 30, 2029
• Subgrantee will complete all services in accordance with the timelines established in the grant agreement. Services delivered in phases require written authorization from the City Representative before proceeding to the next phase.

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

4. Compliance with Grant Agreement
Subgrantee shall comply fully with the terms set forth in Exhibit D including, but not necessarily limited to, any reporting requirements and any accounting requirements related to grant funds received by Subgrantee.

Consultant and Professional Services Agreement (Revised 05-2025) Page 1 of 4 Exhibit B - Compensation

EXHIBIT B

COMPENSATION

1. Subgrantee’s Compensation.

A. Services: City agrees to pay Subgrantee, at the rate(s) specified below, for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses, for a total not to exceed one million, six hundred eightyeight thousand, five hundred sixty-three dollars ($1,688,563).

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

City agrees to pay Subgrantee for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses, in a lump sum of one million, six hundred eighty-eight thousand, five hundred sixty-three dollars ($1,688,563) upon satisfactory completion of the services and delivery of the work product.

B. Additional Services:

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

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

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

2. Appropriate Billable Hourly Rates for Services and Additional Services. Subgrantee’s billable hourly rates shall be:

OR

Consultant and Professional Services Agreement (Revised 05-2025) Page 2 of 4 Exhibit B - Compensation
Subgrantee’s billable hourly rates shall be as listed in Attachment 1 of Exhibit B, attached hereto and incorporated herein by this reference.

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

4. Payments to Subgrantee.

A. Payments to Subgrantee shall be made within a reasonable time after receipt of Subgrantee’s invoice, said payments to be made in proportion to services performed. Subgrantee may request payment on a monthly basis.

Subgrantee shall be responsible for the cost of supplying all documentation necessary to verify the monthly billings to the satisfaction of City.

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

1. Description of services billed under this invoice

2. Date of Invoice Issuance

3. Sequential Invoice Number

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

5. Social Security Number or Taxpayer Identification Number

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

7. Total Billed to Date

8. Supporting documentation, including time cards, activity logs, receipts, or any other records necessary to verify services performed and reimbursable expenses
C. Items shall be separated into Services and Reimbursable Expenses.

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

D. Request for payment shall be sent to:

Ashley Haik
Administrative Analyst II
Finance Department
555 Santa Clara Street
Vallejo, CA 94590
[email protected]

5. Accounting Records of Subgrantee. Subgrantee shall maintain for three

Consultant and Professional Services Agreement (Revised 05-2025) Page 3 of 4 Exhibit B - Compensation
(3) years after completion of all services hereunder, all records under this Agreement, including, but not limited to, records of Subgrantee’s direct salary costs for all Services and Additional Services performed under this Agreement and records of Subgrantee’s Reimbursable Expenses, in accordance with generally accepted accounting practices. Subgrantee shall keep such records available for audit, inspection and copying by representatives of the City’s Finance Department or other government agencies during regular business hours upon twenty-four (24) hours’ notice.

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

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

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

ATTACHMENT

1. Subgrantee’s Compensation
City agrees to pay Subgrantee, Center for Urban Excellence (CUE), for services provided under Exhibit A of this Agreement, including all authorized reimbursable expenses, for a total not to exceed One Million Six Hundred Eighty-Eight Thousand Five Hundred Sixty-Three Dollars ($1,688,563) over the term of the Agreement.

Payment will be made upon satisfactory completion of services and delivery of required reports and work products, in accordance with City-approved deliverables and milestones.

2. Reimbursable Expenses
Reimbursable Expenses are limited to actual, reasonable expenditures necessary for the proper completion of the services and shall only be reimbursed if preauthorized in writing by the City. Examples include:
• Travel and mileage for program outreach
• Supplies and materials directly related to service delivery • Communication costs for client engagement

3. Payments to Subgrantee
Invoices shall conform to the required format. Payments will be made within a reasonable time after receipt of a proper invoice and may be requested on a monthly basis.

Consultant and Professional Services Agreement (Revised 05-2025) Page 4 of 4 Exhibit B - Compensation

4. Accounting Records of Subgrantee
Subgrantee shall maintain all records of direct salary costs, reimbursable expenses, and other financial documentation necessary for auditing and verification for three (3) years after completion of services. Records shall be available for inspection by the City or other government agencies upon twenty-four (24) hours’ notice.

5. Taxes
Subgrantee is responsible for all taxes, including estimated taxes, arising from payments under this Agreement. Proof of tax payments shall be provided to the City upon request.

6. Taxpayer Identification Number
Subgrantee shall provide a completed IRS Form W-9 and any other State or local tax identification numbers requested by the City prior to receiving payment.

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

EXHIBIT C

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

STATE OF CALIFORNIA DEPARTMENT OF GENERAL SERVICES SCO ID: 5227-BSCC142125 STANDARD AGREEMENT AGREEMENT NUMBER PURCHASING AUTHORITY NUMBER (If Applicable) STD 213 (Rev 03/2019) BSCC 1421-25 BSCC-5227

1. This Agreement is entered into between the Contracting Agency and the Contractor named below:

CONTRACTING AGENCY NAME

BOARD OF STATE AND COMMUNITY CORRECTIONS

CONTRACTOR NAME

CITY OF VALLEJO

2. The term of this Agreement is:

START DATE
OCTOBER 1, 2025

THROUGH END DATE
JUNE 30, 2029

3. The maximum amount of this Agreement is:
$1,988,563

4. The parties agree to comply with the terms and conditions of the following exhibits, attachments, and appendices which are by this reference made a part of the Agreement.

EXHIBITS TITLE PAGES
Exhibit A Scope of Work 3
Exhibit B Budget Detail and Payment Provisions 4
Exhibit C General Terms and Conditions (04/2017) 4
Exhibit D Special Terms and Conditions 4
Attachment 1* Proposition 47 Grant Program Cohort 5 Request for Proposals * Attachment 2 Proposition 47 Grant Program Proposal 43
Appendix A Proposition 47 Grant Program Scoring Panel Roster 1 B: Appendix B Criteria for Non-Governmental Organizations Receiving BSCC Program Funds 2 * This item is hereby incorporated by reference and can be viewed at: https://www.bscc.ca.gov/s_bsccprop47/ IN WITNESS WHEREOF, THIS AGREEMENT HAS BEEN EXECUTED BY THE PARTIES HERETO.

CONTRACTOR
CONTRACTOR NAME (if other than an individual, state whether a corporation, partnership, etc.)

CITY OF VALLEJO

CONTRACTOR BUSINESS ADDRESS CITY STATE ZIP
555 Santa Clara Street Vallejo CA 94590

PRINTED NAME OF PERSON SIGNING TITLE
SIDNEY WILSON Administrative Analyst

CONTRACTOR AUTHORIZED SIGNATURE DATE SIGNED


STATE OF CALIFORNIA

CONTRACTING AGENCY NAME

BOARD OF STATE AND COMMUNITY CORRECTIONS

CONTRACTING AGENCY ADDRESS CITY STATE ZIP
2590 Venture Oaks Way, Suite 200 Sacramento CA 95833

PRINTED NAME OF PERSON SIGNING TITLE
COLLEEN CURTIN Deputy Director

CONTRACTING AGENCY AUTHORIZED SIGNATURE DATE SIGNED

CALIFORNIA DEPARTMENT OF GENERAL SERVICES APPROVAL: EXEMPT PER SCM, VOLUME 1, CH. 4.06

EXHIBIT D

City of Vallejo
BSCC 1421-25

EXHIBIT A: SCOPE OF WORK

1. GRANT AGREEMENT – PROPOSITION 47 GRANT PROGRAM
This Grant Agreement is between the State of California, Board of State and Community Corrections (hereafter referred to as BSCC) and City of Vallejo (hereafter referred to as the Grantee or Contractor).

2. PROJECT SUMMARY AND ADMINISTRATION
A. This Prop 47 program will serve up to 150 justice-involved individuals in Vallejo over three years, with a focus on Black and Brown men ages 18-35, LGBTQ+ youth, and young parents.

Participants begin with a 90-day stabilization phase, followed by up to 15 months of tailored support in behavioral health, housing, and employment. Services are delivered in the field, at Center for Urban Excellence (CUE) offices, or virtually, in partnership with Solano County Behavioral Health, Kaiser Permanente, Shelter Inc., and the Solano Workforce Development Board. Each participant co-creates a SMART goal plan and receives trauma-informed care, peer support, and ongoing case management. This initiative aims to reduce recidivism, expand access to recovery services, and improve long-term stability. The City of Vallejo and CUE request $1,988,563 in Prop 47 funding to implement this equity-centered, community- led program.

B. Grantee agrees to administer the project in accordance with Attachment 1: Proposition 47 Grant Program Cohort 5 Request for Proposals (incorporated by reference) and Attachment 2:

Proposition 47 Grant Program Proposal, which are attached and hereto and made part of this agreement.

3. PROJECT OFFICIALS
A. The BSCC's Executive Director or designee shall be the BSCC's representative for administration of the Grant Agreement and shall have authority to make determinations relating to any controversies that may arise under or regarding the interpretation, performance, or payment for work performed under this Grant Agreement.

B. The Grantee’s project officials shall be those identified as follows:

Authorized Officer with legal authority to sign:

Name: Sidney Wilson
Title: Administrative Analyst
Address: 555 Santa Clara St., Vallejo, CA 94590
Phone: (707) 648-4576
Email: [email protected]
Designated Financial Officer authorized to receive warrants:

Name: Ashley Haik
Title: Administrative Analyst
Address: 555 Santa Clara St., Vallejo, CA 94590
Phone: (707) 648-4576
Email: [email protected]
Project Director authorized to administer the project:

Name: Sidney Wilson
Title: Administrative Analyst
Address: 555 Santa Clara St., Vallejo, CA 94590

City of Vallejo
BSCC 1421-25

EXHIBIT A: SCOPE OF WORK
Phone: (707) 648-4576
Email: [email protected]
C. Either party may change its project representatives upon written notice to the other party.

D. By signing this Grant Agreement, the Authorized Officer listed above warrants that he or she has full legal authority to bind the entity for which he or she signs.

4. DATA COLLECTION
Grantees will be required to comply with all data collection and reporting requirements as described in Attachment 1: Proposition 47 Grant Program Cohort 5 Request for Proposals and Attachment 2:

Proposition 47 Grant Program Proposal.

5. REPORTING REQUIREMENTS
A. The Grantee will submit quarterly progress reports in a format prescribed by the BSCC. These reports, which will describe progress made on program objectives and include required data, shall be submitted according to the following schedule:

Quarterly Progress Report Periods Due no later than:

1. October 1, 2025 to December 31, 2025 February 16, 2026

2. January 1, 2026 to March 31, 2026 May 15, 2026

3. April 1, 2026 to June 30, 2026 August 17, 2026

4. July 1, 2026 to September 30, 2026 November 16, 2026

5. October 1, 2026 to December 31, 2026 February 15, 2027

6. January 1, 2027 to March 31, 2027 May 17, 2027

7. April 1, 2027 to June 30, 2027 August 16, 2027

8. July 1, 2027 to September 30, 2027 November 15, 2027

9. October 1, 2027 to December 31, 2027 February 15, 2028

10. January 1, 2028 to March 31, 2028 May 15, 2028

11. April 1, 2028 to June 30, 2028 August 15, 2028

12. July 1, 2028 to September 30, 2028 November 15, 2028

13. October 1, 2028 to December 31, 2028 February 15, 2029 Note: Project activity period ends December 31, 2028. The period of January 1, 2029 to June 30, 2029 is for completion of Final Local Evaluation Report and financial audit only.

B. Evaluation Documents Due no later than:

1. Local Evaluation Plan March 31, 2026

2. Final Local Evaluation Report June 30, 2029
C. Other Due no later than:

Financial Audit Report June 30, 2029

6. PROJECT RECORDS
A. The Grantee shall establish an official file for the project. The file shall contain adequate documentation of all actions taken with respect to the project, including copies of this Grant Agreement, approved program/budget modifications, financial records and required reports.

City of Vallejo
BSCC 1421-25

EXHIBIT A: SCOPE OF WORK
B. The Grantee shall establish separate accounting records and maintain documents and other evidence sufficient to properly reflect the amount, receipt, and disposition of all project funds, including grant funds and any matching funds by the Grantee and the total cost of the project.

Source documentation includes copies of all awards, applications, approved modifications, financial records and narrative reports.

C. Personnel and payroll records shall include the time and attendance reports for all individuals reimbursed under the grant, whether they are employed full-time or part-time. Time and effort reports are also required for all subcontractors and consultants.

D. The grantee shall maintain documentation of donated goods and/or services, including the basis for valuation.

E. Grantee agrees to protect records adequately from fire or other damage. When records are stored away from the Grantee’s principal office, a written index of the location of records stored must be on hand and ready access must be assured.

F. All Grantee records relevant to the project must be preserved a minimum of three (3) years after closeout of the grant project and shall be subject at all reasonable times to inspection, examination, monitoring, copying, excerpting, transcribing, and auditing by the BSCC or designees. If any litigation, claim, negotiation, audit, or other action involving the records has been started before the expiration of the three-year period, the records must be retained until the completion of the action and resolution of all issues which arise from it or until the end of the regular three-year period, whichever is later.

7. CONFLICT OF INTEREST
A. Existing law prohibits any grantee, subgrantee, partner or like party who participated on the Proposition 47 Grant Program Scoring Panel Roster (see Appendix A) from receiving funds from the Proposition 47 Grant Program grants awarded under this RFP, except under authorized conditions, approved by BSCC. Applicants who are awarded grants under this RFP are responsible for reviewing the Proposition 47 Grant Program Scoring Panel Roster (see Appendix A) and ensuring that no grant dollars are passed through to any entity represented by the members of the scoring panel.

B. In cases of an actual conflict of interest with a scoring panelist, the Board may revoke the grant award and legal consequences could exist for the parties involved, including, but not limited to, repayment of the grant award.

8. FINANCIAL AUDIT
Grantees are required to provide the BSCC with a financial audit no later than the end of the contract term, June 30, 2029. The financial audit shall be performed by a Certified Public Accountant or a participating county or city auditor that is organizationally independent from the participating county’s or city’s project financial management functions.

City of Vallejo
BSCC 1421-25

EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS

1. INVOICING AND PAYMENTS
A. The Grantee shall be paid in monthly in arrears by submitting an invoice (Form 201) to the BSCC that outlines actual expenditures claimed for the invoicing period.

Monthly Invoicing Periods: Due no later than:

1. October 1, 2025 to October 31, 2025 December 15, 2025

2. November 1, 2025 to November 30, 2025 January 15, 2026

3. December 1, 2025 to December 31, 2025 February 16, 2026

4. January 1, 2026 to January 31, 2026 March 16, 2026

5. February 1, 2026 to February 28, 2026 April 15, 2026

6. March 1, 2026 to March 31, 2026 May 15, 2026

7. April 1, 2026 to April 30, 2026 June 15, 2026

8. May 1, 2026 to May 31, 2026 July 15, 2026

9. June 1, 2026 to June 30, 2026 August 17, 2026

10. July 1, 2026 to July 31, 2026 September 15, 2026

11. August 1, 2026 to August 31, 2026 October 15, 2026

12. September 1, 2026 to September 30, 2026 November 16, 2026

13. October 1, 2026 to October 31, 2026 December 15, 2026

14. November 1, 2026 to November 30, 2026 January 15, 2027

15. December 1, 2026 to December 31, 2026 February 15, 2027

16. January 1, 2027 to January 31, 2027 March 15, 2027

17. February 1, 2027 to February 28, 2027 April 15, 2027

18. March 1, 2027 to March 31, 2027 May 17, 2027

19. April 1, 2027 to April 30, 2027 June 15, 2027

20. May 1, 2027 to May 31, 2027 July 15, 2027

21. June 1, 2027 to June 30, 2027 August 16, 2027

22. July 1, 2027 to July 31, 2027 September 15, 2027

23. August 1, 2027 to August 31, 2027 October 15, 2027

24. September 1, 2027 to September 30, 2027 November 15, 2027

25. October 1, 2027 to October 31, 2027 December 15, 2027

26. November 1, 2027 to November 30, 2027 January 17, 2028

27. December 1, 2027 through December 31, 2027 February 15, 2028

28. January 1, 2028 to January 31, 2028 March 15, 2028

29. February 1, 2028 to February 29, 2028 April 17, 2028

30. March 1, 2028 to March 31, 2028 May 15, 2028

31. April 1, 2028 to April 30, 2028 June 15, 2028

32. May 1, 2028 to May 31, 2028 July 17, 2028

33. June 1, 2028 to June 30, 2028 August 15, 2028

34. July 1, 2028 to July 31, 2028 September 15, 2028

35. August 1, 2028 to August 31, 2028 October 16, 2028

36. September 1, 2028 to September 30, 2028 November 15, 2028

37. October 1, 2028 to October 31, 2028 December 15, 2028

38. November 1, 2028 to November 30, 2028 January 15, 2029

39. December 1, 2028 to December 31, 2028 February 15, 2029

City of Vallejo
BSCC 1421-25

EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS
Final Invoicing Periods*: Due no later than:

40. January 1, 2029 to January 31, 2029 March 15, 2029

41. February 1, 2029 to February 28, 2029 April 16, 2029

42. March 1, 2029 to March 31, 2029 May 15, 2029

43. April 1, 2029 to April 30, 2029 June 15, 2029

44. May 1, 2029 to May 31, 2029 July 16,, 2029

45. June 1, 2029 to June 30, 2029 August 15, 2029
*Note: Only expenditures associated with completion of the Final Local Evaluation Report and the financial audit may be included on these invoices.

B. All project expenditures (excluding costs associated with the completion of the Final Local Evaluation Report and the financial audit) and all obligated match contributions must be incurred by the end of the grant project period, December 31, 2028, and included on the invoice due February 15, 2029. Project expenditures incurred after December 31, 2028 will not be reimbursed.

C. The Final Local Evaluation Report is due to BSCC by June 30, 2029. Expenditures incurred for the completion of the Final Local Evaluation Report during the period of January 1, 2029 to June 30, 2029 must be submitted during the Final Invoicing Period(s), with the final invoice due on August 15, 2029. Supporting fiscal documentation will be required for all expenditures claimed on during the Final Invoicing Periods and must be submitted with the final invoice.

D. The financial audit is due to BSCC by June 30, 2029. Expenditures incurred for the completion of the financial audit during the period of January 1, 2029 to June 30, 2029 must be submitted during the Final Invoicing Periods, with the final invoice due on August 15, 2029 Supporting fiscal documentation will be required for all expenditures claimed during the Final Invoicing Periods and must be submitted with the final invoice.

E. Grantee shall submit an invoice to the BSCC each invoicing period, even if grant funds are not expended or requested during the invoicing period.

F. Upon the BSCC’s request, supporting documentation must be submitted for project expenditures. Grantees are required to maintain supporting documentation for all expenditures on the project site for the life of the grant and make it readily available for review during BSCC site visits. See Exhibit A. Scope of Work, Item 6. Project Records.

2. GRANT AMOUNT AND LIMITATION
A. In no event shall the BSCC be obligated to pay any amount in excess of the grant award.

Grantee waives any and all claims against the BSCC, and the State of California on account of project costs that may exceed the sum of the grant award.

B. Under no circumstance will a budget item change be authorized that would cause the project to exceed the amount of the grant award identified in this Grant Agreement.

3. BUDGET CONTINGENCY CLAUSE
A. This grant agreement is valid and enforceable only if sufficient funds are made available through the annual transfer of savings generated by Proposition 47 from the General Fund to the Safe Neighborhoods and Schools Fund and subsequent transfer from the Safe Neighborhoods and Schools Fund to the Second Chance Fund. (Gov. Code, § 7599.1 & Pen. Code, § 6046.2.) On or before July 31st of each fiscal year the Department of Finance will calculate the state savings associated with Proposition 47 and certify the calculation to the State Controller who shall transfer those funds to the Safe Neighborhoods and Schools Fund. (Gov. Code, § 7599.1.) The

City of Vallejo
BSCC 1421-25

EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS
grantee agrees that the BSCC’s obligation to pay any sum to the grantee under any provision of this agreement is contingent upon the availability of sufficient funding transferred to the Safe Neighborhoods and Schools Fund and subsequent transfer to the Second Chance Fund.

B. If Proposition 47 funding is reduced or falls below estimates contained within the Proposition 47 Request for Proposals, the BSCC shall have the option to either cancel this Grant Agreement with no liability occurring to the BSCC or offer an amendment to this agreement to the Grantee to reflect a reduced amount.

C. If BSCC cancels the agreement pursuant to Paragraph 3(B) or Grantee does not agree to an amendment in accordance with the option provided by Paragraph 3(B), it is mutually agreed that the Grant Agreement shall have no further force and effect. In this event, the BSCC shall have no liability to pay any funds whatsoever to Grantee or to furnish any other considerations under this Agreement and Grantee shall not be obligated to perform any provisions of this Grant Agreement except that Grantee shall be required to maintain all project records required by Paragraph 6 of Exhibit A for a period of three (3) years following the termination of this agreement.

4. PROJECT COSTS
A. Grantee is responsible for ensuring that actual expenditures are for eligible project costs. “Eligible” and “ineligible” project costs are set forth in the July 2023 BSCC Grant Administration Guide.

B. The provisions of the BSCC Grant Administration Guide are incorporated by reference into this agreement and Grantee shall be responsible for adhering to the requirements set forth therein.

To the extent any of the provisions of the BSCC Grant Administration Guide and this agreement conflict, the language in this agreement shall prevail.

C. Grantee is responsible for ensuring that invoices submitted to the BSCC claim actual expenditures for eligible project costs.

D. Grantee shall, upon demand, remit to the BSCC any grant funds not expended for eligible project costs or an amount equal to any grant funds expended by the Grantee in violation of the terms, provisions, conditions or commitments of this Grant Agreement.

E. Grant funds must be used to support new program activities or to augment existing funds that expand current program activities. Grant funds shall not replace (supplant) any federal, state and/or local funds that have been appropriated for the same purpose. Violations can result in recoupment of monies provided under this grantor suspension of future program funding through BSCC grants.

5. PROMPT PAYMENT CLAUSE
Payment will be made in accordance with, and within the time specified in, Government Code Chapter 4.5, commencing with Section 927.

6. WITHHOLDING OF GRANT DISBURSEMENTS
A. The BSCC may withhold all or any portion of the grant funds provided by this Grant Agreement in the event the Grantee has materially and substantially breached the terms and conditions of this Grant Agreement.

B. At such time as the balance of state funds allocated to the Grantee reaches five percent (5%), the BSCC may withhold that amount as security, to be released to the Grantee upon compliance with all grant provisions, including:
1) submittal and approval of the final invoice;

City of Vallejo
BSCC 1421-25

EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS
2) submittal and approval of the final progress report; and 3) submittal and approval of any additional required reports, including but not limited to the Final Local Evaluation Report and the financial audit.

C. The BSCC will not reimburse Grantee for costs identified as ineligible for grant funding. If grant funds have been provided for costs subsequently deemed ineligible, the BSCC may either withhold an equal amount from future payments to the Grantee or require repayment of an equal amount to the State by the Grantee.

D. In the event that grant funds are withheld from the Grantee, the BSCC’s Executive Director or designee shall notify the Grantee of the reasons for withholding and advise the Grantee of the time within which the Grantee may remedy the failure or violation leading to the withholding.

7. EXECUTIVE ORDER N-6-22 – RUSSIA SANCTIONS
On March 4, 2022, Governor Gavin Newsom issued Executive Order N-6-22 (the EO) regarding Economic Sanctions against Russia and Russian entities and individuals. “Economic Sanctions” refers to sanctions imposed by the U.S. government in response to Russia’s actions in Ukraine, as well as any sanctions imposed under state law. The EO directs state agencies to terminate contracts with, and to refrain from entering any new contracts with, individuals or entities that are determined to be a target of Economic Sanctions. Accordingly, should the State determine Contractor is a target of Economic Sanctions or is conducting prohibited transactions with sanctioned individuals or entities, that shall be grounds for termination of this agreement. The State shall provide Contractor advance written notice of such termination, allowing Contractor at least 30 calendar days to provide a written response. Termination shall be at the sole discretion of the State.

8. PROJECT BUDGET

BUDGET CATEGORIES GRANT FUNDS LEVERAGED

FUNDS TOTAL

1. Salaries and Benefits $300,000 $0 $300,000

2. Services and Supplies $0 $0 $0

3. Professional Services or Public
Agency Contracts $0 $0 $0

4. Non-Governmental Organization
(NGO) $1,586,237 $160,300 $1,746,537

5. Data Collection and Project
Evaluation $102,326 $0 $102,326

6. Equipment/Fixed Assets $0 $0 $0

7. Other (Travel, Training, etc.) $0 $0 $0

8. Indirect Costs $0 $0 $0
TOTAL $1,988,563 $160,300 $2,148,863
.

City of Vallejo
BSCC 1421-25

EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)

1. APPROVAL: This Agreement is of no force or effect until signed by both parties and approved by the Department of General Services, if required. Contractor may not commence performance until such approval has been obtained.

2. AMENDMENT: No amendment or variation of the terms of this Agreement shall be valid unless made in writing, signed by the parties and approved as required. No oral understanding or Agreement not incorporated in the Agreement is binding on any of the parties.

3. ASSIGNMENT: This Agreement is not assignable by the Contractor, either in whole or in part, without the consent of the State in the form of a formal written amendment.

4. AUDIT: Contractor agrees that the awarding department, the Department of General Services, the Bureau of State Audits, or their designated representative shall have the right to review and to copy any records and supporting documentation pertaining to the performance of this Agreement.

Contractor agrees to maintain such records for possible audit for a minimum of three (3) years after final payment, unless a longer period of records retention is stipulated. Contractor agrees to allow the auditor(s) access to such records during normal business hours and to allow interviews of any employees who might reasonably have information related to such records. Further, Contractor agrees to include a similar right of the State to audit records and interview staff in any subcontract related to performance of this Agreement. (Gov. Code §8546.7, Pub. Contract Code §10115 et seq., CCR Title 2, Section 1896).

5. INDEMNIFICATION: Contractor agrees to indemnify, defend and save harmless the State, its officers, agents and employees from any and all claims and losses accruing or resulting to any and all contractors, subcontractors, suppliers, laborers, and any other person, firm or corporation furnishing or supplying work services, materials, or supplies in connection with the performance of this Agreement, and from any and all claims and losses accruing or resulting to any person, firm or corporation who may be injured or damaged by Contractor in the performance of this Agreement.

6. DISPUTES: Contractor shall continue with the responsibilities under this Agreement during any dispute.

7. TERMINATION FOR CAUSE: The State may terminate this Agreement and be relieved of any payments should the Contractor fail to perform the requirements of this Agreement at the time and in the manner herein provided. In the event of such termination the State may proceed with the work in any manner deemed proper by the State. All costs to the State shall be deducted from any sum due the Contractor under this Agreement and the balance, if any, shall be paid to the Contractor upon demand.

8. INDEPENDENT CONTRACTOR: Contractor, and the agents and employees of Contractor, in the performance of this Agreement, shall act in an independent capacity and not as officers or employees or agents of the State.

9. RECYCLING CERTIFICATION: The Contractor shall certify in writing under penalty of perjury, the minimum, if not exact, percentage of post-consumer material as defined in the Public Contract Code Section 12200, in products, materials, goods, or supplies offered or sold to the State regardless of whether the product meets the requirements of Public Contract Code Section 12209. With respect to printer or duplication cartridges that comply with the requirements of Section 12156(e), the certification required by this subdivision shall specify that the cartridges so comply (Pub. Contract Code §12205).

10. NON-DISCRIMINATION CLAUSE: During the performance of this Agreement, Contractor and its subcontractors shall not deny the contract’s benefits to any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic

City of Vallejo
BSCC 1421-25

EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)
information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status, nor shall they discriminate unlawfully against any employee or applicant for employment because of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status.

Contractor shall insure that the evaluation and treatment of employees and applicants for employment are free of such discrimination. Contractor and subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Gov. Code §12900 et seq.), the regulations promulgated thereunder (Cal. Code Regs., tit. 2, §11000 et seq.), the provisions of Article 9.5, Chapter 1, Part 1, Division 3, Title 2 of the Government Code (Gov. Code §§11135-11139.5), and the regulations or standards adopted by the awarding state agency to implement such article.

Contractor shall permit access by representatives of the Department of Fair Employment and Housing and the awarding state agency upon reasonable notice at any time during the normal business hours, but in no case less than 24 hours’ notice, to such of its books, records, accounts, and all other sources of information and its facilities as said Department or Agency shall require to ascertain compliance with this clause. Contractor and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement. (See Cal. Code Regs., tit. 2, §11105.) Contractor shall include the nondiscrimination and compliance provisions of this clause in all subcontracts to perform work under the Agreement.

11. CERTIFICATION CLAUSES: The CONTRACTOR CERTIFICATION CLAUSES contained in the document CCC 04/2017 are hereby incorporated by reference and made a part of this Agreement by this reference as if attached hereto.

12. TIMELINESS: Time is of the essence in this Agreement.

13. COMPENSATION: The consideration to be paid Contractor, as provided herein, shall be in compensation for all of Contractor's expenses incurred in the performance hereof, including travel, per diem, and taxes, unless otherwise expressly so provided.

14. GOVERNING LAW: This contract is governed by and shall be interpreted in accordance with the laws of the State of California.

15. ANTITRUST CLAIMS: The Contractor by signing this agreement hereby certifies that if these services or goods are obtained by means of a competitive bid, the Contractor shall comply with the requirements of the Government Codes Sections set out below.

A. The Government Code Chapter on Antitrust claims contains the following definitions:
1) "Public purchase" means a purchase by means of competitive bids of goods, services, or materials by the State or any of its political subdivisions or public agencies on whose behalf the Attorney General may bring an action pursuant to subdivision (c) of Section 16750 of the Business and Professions Code.
2) "Public purchasing body" means the State or the subdivision or agency making a public purchase. Government Code Section 4550.

B. In submitting a bid to a public purchasing body, the bidder offers and agrees that if the bid is accepted, it will assign to the purchasing body all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2 (commencing with Section 16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, materials, or services by the bidder for sale to the purchasing body pursuant to the bid. Such assignment shall be made and become effective

City of Vallejo
BSCC 1421-25

EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)
at the time the purchasing body tenders final payment to the bidder. Government Code Section 4552.

C. If an awarding body or public purchasing body receives, either through judgment or settlement, a monetary recovery for a cause of action assigned under this chapter, the assignor shall be entitled to receive reimbursement for actual legal costs incurred and may, upon demand, recover from the public body any portion of the recovery, including treble damages, attributable to overcharges that were paid by the assignor but were not paid by the public body as part of the bid price, less the expenses incurred in obtaining that portion of the recovery. Government Code Section 4553.

D. Upon demand in writing by the assignor, the assignee shall, within one year from such demand, reassign the cause of action assigned under this part if the assignor has been or may have been injured by the violation of law for which the cause of action arose and (a) the assignee has not been injured thereby, or (b) the assignee declines to file a court action for the cause of action.

See Government Code Section 4554.

16. CHILD SUPPORT COMPLIANCE ACT: For any Agreement in excess of $100,000, the contractor acknowledges in accordance with Public Contract Code 7110, that:

A. The contractor recognizes the importance of child and family support obligations and shall fully comply with all applicable state and federal laws relating to child and family support enforcement, including, but not limited to, disclosure of information and compliance with earnings assignment orders, as provided in Chapter 8 (commencing with section 5200) of Part 5 of Division 9 of the Family Code; and
B. The contractor, to the best of its knowledge is fully complying with the earnings assignment orders of all employees and is providing the names of all new employees to the New Hire Registry maintained by the California Employment Development Department.

17. UNENFORCEABLE PROVISION: In the event that any provision of this Agreement is unenforceable or held to be unenforceable, then the parties agree that all other provisions of this Agreement have force and effect and shall not be affected thereby.

18. PRIORITY HIRING CONSIDERATIONS: If this Contract includes services in excess of $200,000, the Contractor shall give priority consideration in filling vacancies in positions funded by the Contract to qualified recipients of aid under Welfare and Institutions Code Section 11200 in accordance with Pub. Contract Code §10353.

19. SMALL BUSINESS PARTICIPATION AND DVBE PARTICIPATION REPORTING REQUIREMENTS:

A. If for this Contract Contractor made a commitment to achieve small business participation, then Contractor must within 60 days of receiving final payment under this Contract (or within such other time period as may be specified elsewhere in this Contract) report to the awarding department the actual percentage of small business participation that was achieved. (Govt.

Code § 14841.)
B. If for this Contract Contractor made a commitment to achieve disabled veteran business enterprise (DVBE) participation, then Contractor must within 60 days of receiving final payment under this Contract (or within such other time period as may be specified elsewhere in this Contract) certify in a report to the awarding department: (1) the total amount the prime Contractor received under the Contract; (2) the name and address of the DVBE(s) that participated in the performance of the Contract; (3) the amount each DVBE received from the prime Contractor; (4) that all payments under the Contract have been made to the DVBE; and (5) the actual

City of Vallejo
BSCC 1421-25

EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)
percentage of DVBE participation that was achieved. A person or entity that knowingly provides false information shall be subject to a civil penalty for each violation. (Mil. & Vets. Code § 999.5(d); Govt. Code § 14841.)

20. LOSS LEADER: If this contract involves the furnishing of equipment, materials, or supplies then the following statement is incorporated: It is unlawful for any person engaged in business within this state to sell or use any article or product as a “loss leader” as defined in Section 17030 of the Business and Professions Code. (PCC 10344(e).)

City of Vallejo
BSCC 1421 -25

EXHIBIT D: SPECIAL TERMS AND CONDITIONS

1. GRANTEE’S GENERAL RESPONSIBILITY
A. Grantee agrees to comply with all terms and conditions of this Grant Agreement. Review and approval by the BSCC are solely for the purpose of proper administration of grant funds and shall not be deemed to relieve or restrict the Grantee’s responsibility.

B. Grantee is responsible for the performance of all project activities identified in Attachment 1:

Proposition 47 Grant Program Cohort 5 Request for Proposals and Attachment 2: Proposition 47 Grant Program Proposal.

C. Grantee shall immediately advise the BSCC of any significant problems or changes that arise during the course of the project.

2. GRANTEE ASSURANCES AND COMMITMENTS
A. Compliance with Laws and Regulations
This Grant Agreement is governed by and shall be interpreted in accordance with the laws of the State of California. Grantee shall at all times comply with all applicable State laws, rules and regulations, and all applicable local ordinances.

B. Fulfillment of Assurances and Declarations
Grantee shall fulfill all assurances, declarations, representations, and statements made by the Grantee in Attachment 1: Proposition 47 Grant Program Request for Proposal and Attachment 2: Proposition 47 Grant Program Proposal, documents, amendments, approved modifications, and communications filed in support of its request for grant funds.

C. Permits and Licenses
Grantee agrees to procure all permits and licenses necessary to complete the project, pay all charges and fees, and give all notices necessary or incidental to the due and lawful proceeding of the project work.

3. POTENTIAL SUBCONTRACTORS
A. In accordance with the provisions of this Grant Agreement, the Grantee may subcontract for services needed to implement and/or support program activities. Grantee agrees that in the event of any inconsistency between this Grant Agreement and Grantee’s agreement with a subcontractor, the language of this Grant Agreement will prevail.

B. Nothing contained in this Grant Agreement or otherwise, shall create any contractual relation between the BSCC and any subcontractors, and no subcontract shall relieve the Grantee of his responsibilities and obligations hereunder. The Grantee agrees to be as fully responsible to the BSCC for the acts and omissions of its subcontractors and of persons either directly or indirectly employed by any of them as it is for the acts and omissions of persons directly employed by the Grantee. The Grantee's obligation to pay its subcontractors is an independent obligation from the BSCC's obligation to make payments to the Grantee. As a result, the BSCC shall have no obligation to pay or to enforce the payment of any moneys to any subcontractor.

C. Grantee shall ensure that all subcontractors comply with the eligibility requirements stated in the Proposition 47 Cohort 5 RFP and described in Appendix B.

D. Grantee assures that for any subcontract awarded by the Grantee, such insurance and fidelity bonds, as is customary and appropriate, will be obtained.

E. Grantee agrees to place appropriate language in all subcontracts for work on the project requiring the Grantee’s subcontractors to:

City of Vallejo
BSCC 1421 -25

EXHIBIT D: SPECIAL TERMS AND CONDITIONS
1) Books and Records
Maintain adequate fiscal and project books, records, documents, and other evidence pertinent to the subcontractor’s work on the project in accordance with generally accepted accounting principles. Adequate supporting documentation shall be maintained in such detail so as to permit tracing transactions from the invoices, to the accounting records, to the supporting documentation. These records shall be maintained for a minimum of three (3) years after the acceptance of the final grant project audit under the Grant Agreement and shall be subject to examination and/or audit by the BSCC or designees, state government auditors or designees, or by federal government auditors or designees. 2) Access to Books and Records
Make such books, records, supporting documentations, and other evidence available to the BSCC or designee, the State Controller’s Office, the Department of General Services, the Department of Finance, California State Auditor, and their designated representatives during the course of the project and for a minimum of three (3) years after acceptance of the final grant project audit. The Subcontractor shall provide suitable facilities for access, monitoring, inspection, and copying of books and records related to the grant-funded project.

4. PROJECT ACCESS
Grantee shall ensure that the BSCC, or any authorized representative, will have suitable access to project activities, sites, staff and documents at all reasonable times during the grant period including those maintained by subcontractors. Access to program records will be made available by both the grantee and the subcontractors for a period of three (3) years following the end of the grant period.

5. ACCOUNTING AND AUDIT REQUIREMENTS
A. Grantee agrees that accounting procedures for grant funds received pursuant to this Grant Agreement shall be in accordance with generally accepted government accounting principles and practices, and adequate supporting documentation shall be maintained in such detail as to provide an audit trail. Supporting documentation shall permit the tracing of transactions from such documents to relevant accounting records, financial reports and invoices.

B. The BSCC reserves the right to call for a program or financial audit at any time between the execution of this Grant Agreement and three years following the end of the grant period. At any time, the BSCC may disallow all or part of the cost of the activity or action determined to not be in compliance with the terms and conditions of this Grant Agreement or take other remedies legally available.

6. DEBARMENT, FRAUD, THEFT OR EMBEZZLEMENT
It is the policy of the BSCC to protect grant funds from unreasonable risks of fraudulent, criminal, or other improper use. As such, the Board will not enter into contracts or provide reimbursement to grantees that have been:

1. debarred by any federal, state, or local government entities during the period of debarment; or

2. convicted of fraud, theft, or embezzlement of federal, state, or local government grant funds for a period of three years following conviction.

Furthermore, the BSCC requires grant recipients to provide an assurance that there has been no applicable debarment, disqualification, suspension, or removal from a federal, state or local grant program on the part of the grantee at the time of application and that the grantee will immediately notify the BSCC should such debarment or conviction occur during the term of the Grant contract.