RECOMMENDATION TO APPROVE
THE ISSUANCE OF QUALIFIED
501(C)(3) BONDS BY CALIFORNIA
MUNICIPAL FINANCE AUTHORITY
FOR THE REHABILITATION,
DEVELOPMENT,AND EQUIPPING
OF SERENO VILLAGE APARTMENTS
Action item: 9.B
Alicia M. Jones
Housing Director
April 28, 2026
Background and Discussion
The public hearing under the Tax and Equity Fiscal Responsibility Act ("TEFRA") in connection with the proposed issuance of revenue bonds by the California Municipal Finance Authority (the "CMFA"), a joint exercise of powers authority and public entity of the State of California.
The purpose of the bonds is to assist local governments, non-profit organizations, and businesses with the issuance of both taxable and tax-exempt debt.
TEFRA public hearings provide the public and interest groups an opportunity to comment on the issuance of bonds by CMFA. The hearings are held in the jurisdiction a project is located, and that the governing body approve the proposed financing.
Background and Discussion
Project: Eden Sereno Village
750 Sereno Drive, Vallejo, Ca
125 - unit affordable housing units
Borrower: Eden Sereno Village L.P.
Purpose:
• Eden Sereno Village, L.P . has asked that the California Municipal Finance Authority (the “CMFA”) be the issuer of tax-exempt financing in an amount not to exceed $20,000,000. The proceeds of the bonds will be used to rehabilitation, improvement and equipping of the 125-unit project located at 750 Sereno Drive, Vallejo, California known as Eden Sereno Village Apartments.
• This action is Council consideration of the approval of an issuance of bonds by another public agency for the Sereno Village Apartments within the City of Vallejo and not an issuance of bonds by the City of Vallejo. The City has no financial obligation for these bonds.
Recommendation
• The Borrower has requested that the CMFA issue one or more series of qualified revenue bonds in an aggregate principal amount not to exceed $20,000,000, including, but not limited to revenue bonds issued aspart of a plan to finance and refinance the acquisition, rehabilitation, development and equipping of a 125-unit qualified residential rental to be owned and operated by the Borrower and located at 750 Sereno Drive within the City of Vallejo, California.
• Staff recommends City Council Adopts a Resolution approving the issuance of the Bonds by the CMFA for the benefit of the Borrower. Such adoption is solely for the purposes of satisfying the requirements of TEFRA, the Code, and the California Government Code Section 6500.
CONTACT(S)
Alicia M. Jones, Housing Director
[email protected]
Economic Development Department Program and Staffing Update April 28, 2026 Brad Paul, Interim Economic Development Director
Subject: Economic Development Update and Staffing RecommendationsRECOMMENDATIONProvide direction on work being done by staff to implement Economic Development Strategic Plan (EDSP) and take action on recommendation to unfreeze two authorized Economic Development staff positions REASONS FOR RECOMMENDATIONUnfreezingauthorized Secretary and Program Manager positions would allow staff to focus more on business outreach/retention, marketing Vallejo, attracting businesses and filling storefronts Economic Development Strategic Plan (EDSP)Cycle 1 (2025-2027)ØImplement five Pilot Projects described in EDSPØRevitalize downtown, waterfront and other corridors with the private sector ØWork with city departments to streamline permitting and increase revenueØDevelop a communication & marketing plan that tells positive, compelling stories about Vallejo and our businessesØCreate a long-term management plan for all city-owned properties Cycle 2 (2028-2030)ØPrioritize business attraction in downtown and citywideØProvide ongoing funding to the city’s Revolving Loan FundØSupport workforce development and outreach to residents Status of Strategic Plan ‘Pilot Projects’ (Cycle 1)Revolving Loan Fund ØCouncil allocated $355,000 for Solano EDC to create a Vallejo-only business loan programVallejo Biz-Grow LoansØPino’s Construction$125,000ØChef Chew’s Kitchen$ 94,500ØAVDA Properties$ 50,000ØKids Club Day Care$ 50,000$319,000Solano Biz-Grow LoanJersey Mike’s (Vallejo)$100,000
Status of Strategic Plan ‘Pilot Projects’Pop-Up Events (Ferry & Downtown)ØSelected Miles, McNeil & Powell (707 Week)ØMeeting with Visit Vallejo, Vallejo Chamber, Vallejo Main Street, the EDC and others to help plan and coordinate eventsØFirst project: Activating 100-200 block of Georgia to better connect Downtown to the waterfrontØOther potential projects: Vallejo Fleet Week, Vallejo 175 Celebration, Pop-Up events in other commercial corridors
Downtown/Waterfront Area
Saturday Farmers Market [ ]
Monthly Friday Art Walks [ ]
The 100-200 Block of Georgia [ ]
Expanded Farmers Market [ ]
Focus of Initial Pop-Up Events
Existing Pole Banners
New EDC Pole Banners
Summer ‘26 Activation Area
Activating 100-200 Block of Georgia Street to connect Downtown and the WaterfrontØFriday nights: encourage people getting off the ferry, leaving work or living nearby to linger and explore the Art Walk, downtown and the waterfrontØSaturdays: connect Farmers Market to activities and businesses along Marin, Virginia, Sonoma, lower Georgia streets, the waterfront and the ferryØOther potential projects include Vallejo Fleet Week event and pop-up events/banners in other corridors
Option: Vallejo Fleet Week Celebration (Oct)
••Guided tour of NPS historic ships and Golden Bear on Mare Island•Family friendly seating, activities, food on Vallejo waterfront (water taxis)•Air show featuring military planes and private vintage aircraft
Next Steps for Other ‘Cycle 1’ Pilot Projects•Shop Local CampaignØRFP drafted, asking $70,000 from Measure P•Long Range Property Management PlanØConsultant will assess/prioritize city propertiesØRequesting $200,000 in Measure P funds•Commercial BrokerØWill help market and advise on city properties ØRequesting $200,000 in Measure P funds
EDD Current StaffingProgram Manager: FilledProgram Manager: FilledSenior Com Devel Analyst: FilledAdministrative Analyst II: FilledDepartment Director:VacantProgram Manager: VacantDepartment Secretary: Vacant Current EDD Priorities•Implementing EDSP‘s five Pilot Programs•Providing ongoing outreach/assistance to businesses •Serving as liaison to city’s business groups •Managing grants (PG&E site, Quarters A, Mare Island)•Supporting city’s Mare Island agreements and negotiations with Navy, State Lands, Mare Island Company, Island Energy, etc.•Economic Development, Culture & Arts and McCune Commissions•Assisting on major housing, mixed-use projects •Supporting efforts to advance Shipbuilding Ongoing EDD Work •Engaging in business outreach and retention work•Focusing on promoting positive, compelling stories about Vallejo and its businesses (EDD staff, PIO, CM office)•Meeting with people interested in opening new businesses in Vallejo and including Planning staff in those meetings•Talking with Planning and other departments about expediting permits and code enforcement against blighted properties•Attending major conferences to learn about bestpractices, network with colleagues, and meet withbusiness owners, brokers and major employers Regional Approach to Business AttractionRegional Shipbuilding StrategyØTRG “Strategic Plan for Maritime Revitalization”ØSHIPS Act and a federal “Maritime Prosperity Zone”ØTaking shipbuilders on a tour of Mare IslandAdvanced Air Mobility (AAM)ØIndustry based in Monterey and Santa CruzØAttended recent conference for manufacturers,suppliers and workforce providersØCompanies looking to scale production in placeswith access to power, water and skilled workforceØSome conference attendees now interested in touring VallejoØSupply chain, infrastructure and workforce needs similar to shipbuilding Regional shipbuilding strategy focused on Mare Island
Impacts of Success as Economy ImprovesOpportunitiesØIncrease in tax revenue for the cityØGreater access to good paying jobs for Vallejo residentsØMore disposable income to support local businesses ChallengesØHigher rentsØHigher home pricesØHigher cost of living Addressing DisplacementCan help protect vulnerable residents with:ØRight to counsel and just cause eviction legislationØLimits on short-term rentals that remove housing stockØConvening employers, developers and workforce partners to provide residents with more accessible pipeline to good jobs Can help protect small businesses by:ØDevelop programs such as SF’s Legacy Business Program that helpssmall businesses negotiate leases including providing smallgrants for renovation/leasing costs and, if unsuccessful,helping them move to less expensive storefronts nearby Impact of Unfreezing Two Staff PositionsØSecretary: would improve staff efficiency. Each person now acts as their own secretary taking time away from their primary job responsibilitiesØProgram Manager: would help with implementing EDSP includingbusiness retention, marketing Downtown/other corridors, helpingDirector with projects (Blue Rock Springs, Costco, surplus lands) and leveraging relationships with economic development partners What we could accomplish with 1 or 2 additional Program Manager positionsGreater focus on retention and expansion of existing businessesØRegular check in visits to top 15 employers to proactively problem solveØWork with Planning/others to shorten time it takes to obtain city permitsØFocus on filling vacant storefronts downtown/elsewhere (Retail Strategies)ØPursue grants/funding for banners, lighting, street furniture, etc. for other business corridors (e.g. Tennessee Street, Sonoma Blvd, Springs Road)Expand efforts to attract targeted industries (shipbuilding, advanced manufacturing, green tech, etc.):ØAttend national and state conferences for targeted industriesØIncrease direct communications/marketing with these industriesØSchedule more tours of Vallejo for prospective employers/companies Staffing Recommendation
1)Unfreeze authorized Secretary and Program Manager positions to support a greater focus on business outreach, retention, marketing and attracting new businesses2)As funding allows, support 1-2 new ProgramManagers to focus on business retention andexpansion, and ramp up our work to attract employers that generate more city revenueand jobs, and will fill vacant storefronts
Questions, Comments and Direction
Brad Paul, Interim ED [email protected]
ACTION ITEM 9.E. SHORT-TERM RENTALSCity Council Regular MeetingApril 28, 2026 Recommendation•Provide direction on whether to proceed with preparation of a short-term rental ordinance.•If directed to proceed, staff would return with a proposed approach for ordinance development.
Why This Item Is Before Council
October 2021Phase II Zoning Code Update2026
City Council expressed interest in exploring STR regulation STR regulations anticipated but not completedItem returns to Council due to renewed policy and fiscal interest Short-Term Rental Overview
A short-term rental (STR) is generally the rental of a dwelling unit, in whole or in part, for 30 consecutive days or fewer. STRs typically fall into two categories:
•Owner or primary resident remains on-site during guest’s stay•One or more rooms rented Hosted•Entire dwelling rented•No owner or primary resident present during guest’s stay Un-Hosted
Key Policy Considerations
Potential Challenges:•Noise, parking, and property maintenance issues•Neighborhood compatibility concerns•Possible conversion of long-term housing to visitor accommodations.
Potential Benefits:•Supplemental income for property owners•Additional visitor accommodation options•Potential increase in transient occupancy tax (TOT) revenue
Existing Conditions in Vallejo•STRs are not explicitly regulated in the Vallejo Municipal Code•There is no formal registration or permitting requirement.•There is no systematic mechanism to ensure TOT collection.•There are no STR-specific operating standards for occupancy, parking, or noise.•Enforcement is primarily complaint-driven•The City does not currently maintain a comprehensive inventory or tracking system for STR activity.
Short-Term Rental Market Snapshot
Based on this data:•Est. Average Annual Revenue (per STR unit): $26,000•Est. Total Annual STR Market Revenue: $5.0 million•Estimated Annual TOT Revenue to City (assuming full compliance): $550,000 194Average Active Listings
$246Average Daily Rate
29%Average Occupancy RateSource: AllTheRooms, March 2025-March 2026 Regulatory ApproachesCommon STR regulatory tools include:•Permit and registration systems•Primary residence requirements•Limits on rental days per year•Operational standards for occupancy, parking, and noise•Local contact requirements•Third-party compliance and monitoring tools
Short-Term Rental Regulations in Solano County
JurisdictionSTR Ordinance?NotesBeniciaYesAllows hosted and limited un-hosted STRs subject to a licensing program, operational standards, and restrictionsSolano CountyYesPermits “vacation house rentals” with approval of a land use permit and imposes operational requirementsVacavilleNoTreats STRs as a form of “lodging”, which is not permitted in residential zonesDixon, Fairfield, Rio Vista, Suisun CityNoSTRs may be interpreted under existing zoning regulations rather than expressly permitted Implementation and Resource Considerations•Ordinance development would require staff time for policy development, stakeholder outreach, and interdepartmental coordination.•Given current workload constraints, outside consultant support may be needed.•Preliminary consultant cost estimates:-Limited scope:$15,000 to $35,000-Expanded scope:higher depending on level of effort•Ongoing compliance/monitoring tools may also be needed.•Estimated annual cost for third-party compliance services: approximately $10,000 to $15,000
Next Steps if Council Directs Staff to Proceed
Return with a Proposed Approach for Ordinance Development Consider Preparation of an RFP for Consultant ServicesConduct Ordinance Development and Community Engagement Return to Planning Commission and City Council with Proposed Ordinance THANK YOUStaff Contact: Hector RojasLong-Range Planning [email protected] of Vallejo555 Santa Clara StreetVallejo, CA 94590www.vallejo.gov 60-Day Public Safety UpdateChief Jason TaApril 28, 2026 Current Staffing
Current03-10-2026Total Sworn Staffing8079Modified Duty Officers22Off on Worker’s Comp.10Sworn Working Full Duty7777Officers Working Patrol3940Supervisors Working Patrol (Sgts)55Officers in FTO32Anticipated Officers Resigning00Officers Starting /Final Offers13Graduating Academy in May Strategies Underway to Increase Staffing•All-Star Recruiting (PD/HR currently evaluating effectiveness of service) •Recruitment, retention and referral program –approved by City Council July 2025•HR has two extra-help recruiters for VPD•Ongoing officer oral panels, physical fitness testing (WSTB) and Pellet-B written exam•Weekly coordination meetings with HR and monthly coordination meetings with Command staff•In 2024 –97officer background investigations •In 2025 -96officer backgrounds investigations •Reviving the VPD Explorer and Cadet Program –long-term solution•Pending $230K community project ask via Congressman Garamendi’s Office for Police Explorer Program
Current Reporting Structures
•City Council presentations –60-day Public Safety Update•Surveillance Advisory Board (SAB) –monthly •Police Oversight and Accountability Commission (POAC) -monthly•Chief’s Advisory Board (CAB) –monthly •Public Safety Council Subcommittee (PSCS) –monthly •Ad-hoc Police Reform Council Subcommittee –monthly •A variety of other community engagement efforts –ongoing •Neighborhood and Business Watch Programs•Neighborhood Impact Team•Community Police Academy•Youth engagement (VCUSD and others)
Operations Bureau Report –March 2026
Year-to-date Offenses By Beat: January –March 2026
Average Response Times (ART)
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%
Abandoned Vehicles
Stats•In 2024, 4,000+ SCF abandoned vehicles•As of April 21st, 998 abandoned vehicles (1,590 last 60-day report out)•Currently addressing December 2025 entriesStaffing•1 FTE Senior Police Assistant •1 Police Cadet•5 Patrol PA’s (address SCF entries as time permits)Strategies•Tow Sweeps •Add dedicated personnel•Top of discussion at Public Safety Subcommittee (May 6)Potential Solutions•Revise and renew rotational tow contract (in progress with CAO) •RFP for new tow companies•Two tow rotations (Standard tows vs. abandoned vehicles)•Add tow companies outside of Vallejo to tow rotation•Revise dismantling for disposal of RV’s process (in progress with CMO &CAO)•City involvement•Legal issues Solano Sheriff’s Office Law Enforcement Services
KEY ACTIVITY INDICATORS
RESPONSE TIMES as of April 19th
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Priority Programs and Initiatives•Vallejo VISION –gun violence reduction initiative (Spring 2026)•Sex Trafficking Reduction Initiative (In-progress)•VPD’s Enhanced Response to Domestic Violence (In-progress)•2026 Vallejo PD Community Academy (Began March 7th)•Revitalized volunteer program•Neighborhood Watch and Business Watch Programs (Ongoing)•Traffic Safety (In-progress)•Public Safety Partnership (PSP) –USDOJ BJA (Last year of programing)•Community Engagement Strategic Plan Workshop –April/May•Police Reform Settlement Agreement (In-progress)•1 Lt, 2 Sgt’s, 1 Cpl, 1 retired annuitant, 1 project consultant, 4 Admin Analyst’s
THANK YOUJason Ta -Chief of [email protected] Police Department111 Amador StreetVallejo, CA 94590www.vallejopd.net
4/28/26 Esteemed Vallejo City Council Members- We are writing to express our strong support for the appointment of Mr. Harry Black as Interim City
Manager.
Mr.
Black
comes
highly
recommended
by
community
leaders
in
the
jurisdictions
in
which
he
has
worked.
As
our
city
council
members
work
toward
ensuring
that
Vallejo
moves
forward
in
a
strong
and
strategic
manner.
We understand that Mr. Black has the kind of skillset that will be required to ensure the city continues
to
make
the
changes
necessary
to
remain
solvent.
We
also
appreciate
having
an
experienced
city
manager
who
can
stay
and
help
stabilize
the
leadership
structure,
hopefully,
until
the
new
council
is
seated.
Understanding that the city manager is a key leadership position in Vallejo, we hope that the decision
to
hire
permanently
occurs
after
the
newly
elected
council
members
are
seated,
so
we
can
maintain
consistency
and
buy-in
for
as
long
as
possible.
We
know
that
at
least
one
council
member
will
change
this
election
cycle,
so
again,
wish
to
stress
the
importance
of
supporting
Mr.
Black
so
that
he
stays
for
the
time
allotted
and
then
completing
a
national
search
to
fill
the
permanent
position.
We look forward to continuing to provide our input at critical times like this, and remain ready, willing
and
able
to
support
you
in
ways
that
ensure
that
our
Solano
Black
Agenda
(attached)
is
actualized.
Dr. Ramona Bishop, President On Behalf of the Community Democratic Club Board of Directors
Solano Black Agenda
As such, we believe that all members of the Black
community have...
The Right to Learn and Play (Youth)
The Right to Live Comfortably (Goal-Ownership)
The Right to Live/Work in a Safe Community/City/County The Right to Prosper
The Right to Benefit from a Thriving Democracy
The Right to Learn and Play
1. Culturally Relevant Curriculum - schools will offer curricula that utilize primary and secondary sources to give students historical understanding of Black, indigenous, and Latinx experiences, allowing them to shape a well-rounded world view and think critically about local, regional, state, and global ideas.
2.All TK-12 schools will have Black Student Leadership Opportunities available with formal training and support.
a. Black Student Unions will be led primarily by Black leaders. b. Black student leaders will be provided opportunities to lead student body, and other student-led organizations.
3. Black students will access equitable education systems that prepare students for the economics of an ever-changing society, helping students be contributors to their communities, and entrepreneurs, if interested.
4. Black students will access internship and mentorship opportunities aligned to their area(s) of interest.
5. Schools and recreation districts will provide accessible youth activities, including arts, sports, photography, music, and vocational training for students.
6. Black students and families will have access to mental health programming in school wellness centers services. Youth-serving staff wellness will be addressed through health care coverage and non-profit offerings.
7.All Black students will graduate from high school, ready for college and/or career.
The Right to Live Comfortably
1. Each city will implement plans to provide affordable housing and temporary support for the basic needs of:
Unhoused individuals, children, seniors, veterans, and youth entering adulthood (following state and federal mandates).
a. Affordable housing plan will be equitable and inclusive, with options for renting, lease options, and home ownership ( this will be aligned to cost of living indexes for the region).
2. Provide assisted living housing for those with mental health challenges.
3. Each city will have a plan to properly use and allow public access to publicly owned land, where applicable.
4. Each city will restore downtowns (county support) - research and implement a vacancy tax, where there is unkempt property.
Solano Black Agenda
The Right to Live/Work in a Safe Community/City/County
1. Each city will implement strategies to address: Excessive crime ie prostitution, theft, murders, small business vandalism, etc…
2. Solano county officials will develop plans for countywide services for unhoused residents.
3. Solano county officials will establish countywide commission on police transparency to monitor police union roadblocks to public safety, and accountability for racially motivated shootings, hate speech and other acts of racial hatred.
4. Solano county officials will address police and sheriff recruitment countywide to ensure that officers and administrators hired reflect the diversity of the community and that they are educated, and trained in the elements of community policing.
5. Each city will implement strategies such as: Employment Fairs, Resource Fairs, Safety Days, Late Night Basketball, Research-based intervention strategies, to address and respond to root causes of crime, reducing arrests, and juvenile justice engagement countywide.
The Right to Prosper
1. Each city will have a plan to address economic development will include: Accessible workforce development and training for living wage jobs, and entrepreneurialism with access to city, county, state government and private contracts.
2. Each city and county will distribute governmental funding to support establishment of small; businesses which provide living wage job opportunities for Solano County residents - Legacy building accelerator programs.
3. City and county agencies will provide black residents access to multi-class neighborhoods, with stay at home work opportunities, as well as transportation and housing stipends provided by county employers.
4. City and county agencies will provide subsidies for community infill housing projects to renovate existing housing projects and address other vacant housing properties.
5. Cities and counties will have Inclusive Economic Development plans which fill gaps created through differential readiness created by social determinants of health.
The Right to Benefit from a Thriving Democracy
1. Strategic Planning - Succession Planning for city, county, state, and federal elected offices, including candidate identification/vetting/mentoring, voter registration, fundraising, and political strategy.
2. Black representation in political spaces (positions of true power countywide).
3. Public Trust - lawmakers use the Coalition as a place to vet proposed policy ideas, and get support for bills to move through the process and become law.
4. All elected officials held accountable (public dashboard) for adhering to the Black Agenda.
5. Civic Engagement -vote , understand organizational structure of city hall, understand bills and legislation, have power to vote collectively to empower Black community, understand how electeds misuse their vote and respond accordingly.
6. Coalition will develop a shared organizational database to establish centralized communication (unified voice/share accessible resources, events, elected accountability dashboard).
7.Lack of vision leads to a dead city - stale mindsets - Coalition will replace leaders without vision in all elected and appointed offices countywide.
8. Diversity of thought is welcome - Coalition will create spaces where we seek to understand each other’s viewpoints and ensure that the Black Agenda stays updated and relevant.
9. Need accountable leaders that reflect the community they serve - those not working toward this end will be removed from participation in the Coalition - there will be no tolerance for leaders who undermine the Black Solano Agenda and/or Coalition leadership (Black leadership).
10.Fundraising to help finance campaigns for leaders that support and commit to actively working on the Black Solano Agenda.
From: Michael Huber <[email protected]> Sent: Tuesday, April 28, 2026 11:54 AM To: City Clerk <[email protected]> Subject: Harry Black for City Manager City of Vallejo City Council Members, I am writing to offer my strong support for Harry Black in his candidacy for the position of City Manager in Vallejo, California. As the Executive Director of the Downtown Stockton Alliance, I have had the ZjQcmQRYFpfptBannerStart This Message Is From an External Sender This message came from outside your organization.
ZjQcmQRYFpfptBannerEnd City of Vallejo City Council Members, I am writing to offer my strong support for Harry Black in his candidacy for the position of City Manager in Vallejo, California. As the Executive Director of the Downtown Stockton Alliance, I have had the opportunity to work closely with Mr. Black and I have always been impressed by his leadership, integrity, and commitment to public service. In my opinion, Mr. Black was the best City Manager Stockton California has ever had. Throughout our professional interactions, Mr. Black has demonstrated a deep understanding of municipal operations, strategic planning, and community engagement. Mr. Black possesses a rare ability to balance fiscal responsibility with forward-thinking innovation, ensuring that city services are both efficient and responsive to the needs of residents. One of Mr. Black’s most notable strengths are his collaborative leadership style. He actively seeks input from diverse stakeholders, including community organizations, local businesses, and government partners. This approach not only builds trust but also resulted in more inclusive and effective decision-making. In my experience, Harry Black has been instrumental in fostering strategic partnerships that have led to meaningful, measurable outcomes for the community. In addition, Mr. Black has shown exceptional skill in navigating complex challenges like the pandemic in 2020. Whether addressing budget constraints, managing growth, or responding to emerging issues, he has always remained composed, analytical, and solutions oriented. Mr. Black's ability to communicate clearly and transparently further strengthens his effectiveness as a leader. I am confident that Harry Black will bring vision, professionalism, and dedication to the role of City Manager of Vallejo. Thank you for considering my perspective. I strongly recommend Harry Black for this position without reservations. Please feel free to contact me if you require any additional information. Michael Huber, Executive Director Downtown Stockton Alliance 110 N. San Joaquin 5th floor Stockton, CA 95202 O: 209.464.5246 D: 209.888.8621 April 28, 2026
To: Vallejo City Council
Re: Public Comment, Agenda Item 9 A
Thank you Mayor and City Council for hearing our public comment on behalf of the Vallejo Chamber of Commerce.
The mission of the Vallejo Chamber of Commerce is to support, promote, and advocate for our members and create a vibrant, sustainable economy in the greater Vallejo area. We value partnerships that are business focused, collaborative, and moving forward.
We strongly believe that the City Manager role plays a large part in the success of our city and our businesses. Given the background and experience of Harry Black we fully support the decision to name him as Interim City Manger for the City of Vallejo and look forward to working with him in the future.
We are committed to excellence and will seek to reflect that in all we do, tirelessly supporting and promoting local businesses and the economic prosperity of our community.
Thank you,
Shawna Gilroy, President & CEO
Vallejo Chamber of Commerce
When visiting City Hall with real estate developers, most are embarrassed to see the results of the high taxes that the successful working class in Vallejo pay. Very few workers are on site to serve the community. Many who contribute to society don’t have the time to come to the City Council meetings to complain. They rely on your wisdom not to be negatively influenced by a tiny fraction of people in Vallejo that don’t contribute to society yet have loud toxic voices. You have chosen to serve our community with fiduciary responsibilities that require intelligent decisions that should in my opinion: • Control expenses • Enhance revenue • Set policies that require high standards • Promotes real estate development, growth & economic vitality • Create an inspirational spirit within the community without hatred and toxic biases. In selecting our next City Manager, please understand these elements for success are desperately needed in Vallejo: • A competent & ethical City Manager that shows up to the office with a terrific work ethic who is already up to speed with the billion dollars-worth of projects currently in the pipeline. • The public deserves to see a resume that the public can view & investigate. How long has the candidate worked at any particular job? • Comprehensive knowledge & intelligence with engineering and real estate development that enhances economic growth. • Courage to make “honest” decisions that benefit economic development that also caters to environmental standards in a streamlined manner. • Appeals to overachievers / investment firms that want to capitalize on the potential of Vallejo, rolling up their sleeves with the ability to make it happen. Yep, we have all heard it, “VALLEJO HAS A LOT OF POTENTIAL!” Many we heard it from have moved to prospering cities & states. The dilemma appears to be that overachieving shakers & movers avoid our incredible city like the plague. It’s too tough trying to do business in Vallejo due to the turnover of City Managers who lack the ability to make it happen. Most have proven to be an expensive ball & chain. More than just POTENTIAL for an upscale tourist wow experience destination point, Vallejo is an ideal emerging market with a foundational canvas providing - great water supply, a central location with ports / SF Ferry Terminal, highly esteemed medical school (Touro University) on Mare Island, stunning waterfront university campus at Cal Maritime / Cal Poly, golf courses, Costco Gateway Plaza w the new City Sports Cub, Six Flags Discovery Kingdom, bicycle / running trails, waterfront restaurants, Mare Island Brewery, incredible views of the Bay / Napa River, Mount Tam & much more. As reflected in Natural Hazard Disclosure reports throughout much of Vallejo, we are not in an earthquake, fire, or flood zone. As a stakeholder in the City of Vallejo both as a homeowner in Vallejo Heights / Bay Terrace, and with my very busy Napa River Realty (sales & real estate development) corporate office, I am compelled to share my strong recommendation for our next City Manager, Ms. Gillian Haen.
The core staff in our City seem great. The policies, however, desperately need to be amended, which requires city manager leadership that is commensurate with the generous income / benefits they receive. I have been encouraging all real estate developers to change their diplomacy strategies. Infill development is a truly an important element of solving problems with the City of Vallejo, which requires the skill set that Ms. Haen possesses. She is a proven commodity that real estate developers and engineers know and trust. Not only have I seen Ms. Haen’s amazing accomplishments these past several years as the Assistant City Manager, but I saw her in action as the Planning Director while the City was transitioning with the new General Plan eight years ago. Her background is perfect for the Job: • As the Operations Manager at Munselle Civil Engineering in Healdsburg, CA, Ms. Haen supervised an engineering team of 23 engineers through the land use planning and entitlement process in Sonoma, Lake, Mendocino, Napa, and Marin counties and city jurisdictions within. Also with major subdivisions, vineyard development, affordable housing and more. • As the Planning and Development Director from 01/2013-10/2017 with the Federated Indians of Graton Rancheria- Rohnert Park, CA, Ms. Haen wrote and managed over $30 million in grants for the Tribe. Wrote $3 million grant for a 2 MW solar project on the casino and hotel rooftops. Coordinated with Sonoma County Parks Department on spending of over $20 million a year from casino proceeds on Parks and open space within the county. • As the City Planner/Environmental Coordinator for seven years for the City of Santa Rosa she performed CEQA/NEPA and surface mining analysis for all City projects. Through her efforts during her 7-year tenure, she was able to coordinate several environmental grants. In review of these leadership roles, and the fact that so many have learned to trust her, let’s promote Ms. Haen to Interim City Manager with the objective of transitioning into the role permanently. With her leadership, the huge uptick in wages, education that has been of very poor quality in Vallejo & tax revenue, will greatly strengthen the quality of life in our incredible City in an organic manner. I strongly recommend that City Council immediately consider promoting Ms. Haen. Also, a transparent policy that requires: • City workers show up to work and are not allowed to work remotely. • Like the private sector, City workers must adhere to a 5-day work week. • An audit to determine who truly works 40 hours a week (not playing on social media) and substantively completes the tasks within his or her job description in a timely manner. Those employees must be retained. For those with a terrible work ethic, who do just enough to get by in life and the workplace, and have proven to be a ball and chain, their position must be eliminated. The substantive workers should receive more responsibilities and higher pay, which will make the City far more efficient. • When any member of the public visits City Hall, a survey with a clipboard and pen must be provided by a security guard on duty that enables the public to rate the performance of City workers, and the City Council who serve the public. The City Attorney must monitor and report to the CC and the Times Herald to ensure the public is informed. Very respectfully, Tim Hiemstra, Owner-Broker Napa River Realty 425 Virginia Street Vallejo, CA 94590 CalDRE #01243256 Direct: 707.980.9267 www.NapaRiverRealty.com