City of
Vallejo
Council Goal Setting Workshop
July 25, 2026
Welcome
Mayor Andrea Sorce Vice Mayor JR Matulac –
District 2
Councilmember Alexander
Matias – District 1
Councilmember Tonia Lediju –
District 3
Councilmember Charles
Palmares – District 4
Councilmember Peter
Bregenzer – District 5
Councilmember Helen-Marie
Gordon – District 6
Opening Comments
Interim City Manager Harry Black
2025 In
Review
ANDREW’S ANNOUNCEMENTS
A MESSAGE FROM THE CITY MANAGER
Hello Vallejo
As we look back on 2025, we’re proud to share
the positive steps the City took over the past
year. Many of these accomplishmen ts may not
have been visible day-to-day, so we want to
highlight some of the progress made across
departments and the impact these efforts have
had on our community.
The Vallejo Police Department made
significant strides toward stability and
community engagement. Increased staffing
and the launch of new programs have
expanded resources and services for both
residents and the team. These improvements
have strengthened public safety and built
trust, ensuring that the department is better
equipped to serve the community.
Road conditions have long been a concern for
Vallejo residents, and 2025 marked an
important year in addressing this issue. Thanks
to Measure P funding, Public Works dedicated
substantial time to planning major road repair
projects.
While early rains in October delayed some work,
crews are now ready to complete those projects
and have already begun preparing for additional
improvements in the second half of 2026. These
efforts represent a long-term commitment to
improving infrastructure and making travel safer
and more efficient for everyone.
Addressing homelessness remains a priority
for the City, and 2025 saw two major projects
come to fruition. The Vallejo Navigation
Center
opened mid-year, providing critical services
and support, while the Broadway Project
launched at year’s end, offering housing
solutions for some of our most vulnerable
residents. These multi-year, multi-agency
efforts, combined with encampment clean-up
initiatives, have had a positive impact on the
entire community by creating pathways to
stability and improving public spaces.
Every department has contributed to these
successes, and our team remains committed
to improving Vallejo and enhancing the quality
of life for all residents. From public safety and
infrastructure to housing and community
services, these achievements reflect the
dedication and hard work of City staff and
partners. We invite you to explore this year-end
review and learn more about the progress
being made to move our city forward. Together,
we’re building a stronger, more vibrant Vallejo.
With Appreciation
Andrew Murray
City Manager
TABLE OF CONTENTS
City Attorney 4
City Clerk 6
Communications 7
Community Events 8
Economic Development Department 9
Finance Department 10
Fire Department 11
Grant Funding 12
Housing and Community Development 13
Homelessness Resources 14
Human Resources 15
Information Technology Department 16
Planning and Development Services 17
Police Department 18
Public Works Department 19
Risk Management 20
Water Department 21
Youth Initiatives 22
Connect with Vallejo 23
VALLEJO’S CITY COUNCIL
Mayor Andrea Sorce
(Term Expires Jan 2029)
[email protected]
707-648-4377
Vice Mayor Diosdado “JR” Matulac
(District 2 - Term Expires Jan 2027)
[email protected]
2City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 3 707-648-4132
Council Member Alexander Matias
(District 1 - Term Expires Jan 2029)
[email protected]
707-648-4134
Council Member Tonia Lediju, Phd
(District 3 - Term Expires Jan 2029)
[email protected]
707-649-7716
Council Member Charles Palmares
(District 4 - Term Expires Jan 2027)
[email protected]
707-648-4133
Council Member Peter Bregenzer
(District 5 -Term Expires Jan 2027)
[email protected]
707-648-4131
Council Member Helen-Marie Gordon
(District 6 - Term Expires Jan 2029)
[email protected]
707-649-7711
City Attorney
4City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 5 The City Attorney’s Office remains committed to
serving the City Council and community of Vallejo
with practical, objective legal guidance that
supports previously identified Council Goals of
public safety, economic development, housing
solutions, youth programs, and effective
governance.
Advisory Team
The Advisory Team worked extensively across
departments this year, providing steady guidance
on public safety matters, ordinances, contracts,
development projects, housing initiatives, and
addressing blight. The team supported activation and
training of the Police Oversight and Accountability
Commission (POAC), advised on ongoing reform
efforts, and assisted with labor negotiations and
personnel matters. They also conducted contract
review, participated in numerous Council, board,
and staff meetings, and provided legal advice where
needed to help inform policy initiatives from an early
stage. By emphasizing proactive counseling and
practical solutions, the team helped identify legal
considerations early and provide clear options aligned
with Council direction.
Litigation Team
The Litigation Team engaged in and managed complex
defense litigation and other sensitive matters with
care and professionalism. Through thoughtful case
evaluation, measured risk assessment, and steady
advocacy, the team worked to resolve disputes
responsibly while safeguarding the City’s long-term
interests. Their efforts allowed the City to remain
focused on priority initiatives while addressing legal
challenges in a balanced and strategic manner.
Working together with our Risk Management
division, we were able to achieve early resolutions to
issues resulting in significant time and cost savings.
Neighborhood Law Program (NLP)
The Neighborhood Law Program team partnered
with Code Enforcement, Police, and community
stakeholders to address blight, nuisance properties,
and other quality-of-life concerns. With an emphasis on compliance and fair enforcement, the team supported
safer neighborhoods while remaining mindful of due
process and long-term community impact.
Together, the Advisory, Litigation, and NLP teams
demonstrated a coordinated and forward-looking
approach in 2025, helping Vallejo move ahead with
integrity, accountability, and a strong legal
foundation.
The Office looks ahead with a continued focus on
early engagement, clear communication, and
partnership with the Council and staff to support
Vallejo’s ongoing progress.
Communications
6City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 7 City Communications Team: Driving Engagement and
Connection in 2025
In 2025, the City’s Communications Team focused on
strengthening community engagement through clear,
accessible messaging and dynamic content. Their
goal was simple: make information easier to
understand and more engaging for residents.
Redesigning Vallejo Weekly
The team revamped the Vallejo Weekly newsletter
to deliver more information in a concise, visually
appealing format. This streamlined approach ensures
residents can quickly absorb important updates
Expanding Social Media Presence
Recognizing the power of social platforms, the team
invested heavily in social media outreach. They
shared updates from City departments, promoted
community events, and amplified messages from
trusted partners. The results were impressive:
• Nearly doubled annual posts compared to 2024
• 850% increase in impressions
• 80% more shares
• Over 100% more reactions and likes on Facebook
alone
Facebook impressions soared to 4,504,184, reflecting a
stronger connection between the City and its
residents. Increased engagement means more people
are not only interacting with City content but staying
informed and involved.
Website Enhancements
Staff also improved the City’s website by updating
content and enhancing readability and visual
appeal, making it easier for residents to find the
information they need.
Emergency Preparedness
Finally, the team invested significant time in
emergency response training to ensure they are ready
to communicate effectively during unexpected events
and emergencies.
City Clerk
The Vallejo City Clerk’s Office reflects on a year of
service, transparency, and commitment to good
governance. In 2025, the Office focused on its core
mission: supporting the City Council, ensuring public
access to information, safeguarding legislative
integrity, and serving Vallejo residents with
professionalism and care.
Supporting Effective Governance
The Office provided consistent legislative support,
preparing and publishing 25 regular and 50 special
City Council agendas and packets, ensuring Brown
Act compliance, and recording official actions. Staff
facilitated orderly, accessible meetings for in-person
and remote participants.
Transparency and Public Access
Agendas, minutes, resolutions, and ordinances were
made available through Revver, the City’s electronic
document system. The Public Records Act (PRA) Team
processed 1,579 new requests, closed 1,501, and
continues work on 65 carried into 2026—balancing
timely service with legal compliance.
Boards, Commissions, and Committees
The Office supported appointments, maintained
rosters, and ensured open meeting law compliance,
fostering civic engagement and resident
participation. Records Management and Clerk
Services
Staff safeguarded official records, administered oaths, processed filings, and served as custodian of the City
Seal. Technology improvements streamlined workflows
and enhanced service delivery.
Commitment to Professionalism
The team prioritized professional development,
collaboration, and continuous improvement, staying
current on municipal law and best practices.
Looking Ahead
As Vallejo moves into 2026, the Clerk’s Office remains
dedicated to transparency, effective governance, and
responsive service to the City Council and
community.
Economic Development
Department
Despite operating at 60% staffing capacity in 2025, the Economic Development Department (EDD) advanced
key initiatives from Vallejo’s Economic Development
Strategic Plan:
8City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 9 • Hardening Grants: Allocated $125,000 mid-year to
reimburse small businesses for security
upgrades.
• Business Retention: Conducted 25 site visits to
provide tailored support and resources.
• Revolving Loan Fund: Solano EDC closed three loans
to date totaling $225,000. Monthly updates will
ensure all $355,000 is spent by ARPA’s deadline of
12/31/26.
• Pop-Up Events: Issued a $34,000 RFP in January
2026; received 10 proposals in February,
interviews in March.Mare Island Progress:
• Began negotiations on a new Development
Agreement and master sublease for 131 acres.
• Reviewed first Navy property transfer in 12 years;
initiated environmental and financial analyses.
• Completed cleanup of 650-acre Eastern Early
Transfer Parcel and managed $100M in Navy
disbursements.
• Finished Mare Island Infrastructure
Assessment funded by U.S. EDA.
• Utilized $600,000 EPA Brownfields grant for 24 site
assessments; secured an additional $500,000 for 10
more.
• Advanced HUD-funded restoration of Chapel and
Quarters A; construction bid expected Fall 2026.
Other Key Efforts:
• Partnered with PG&E on its cleanup of 26-acre
waterfront site, including a new parking lot, public
rest rooms and other amenities.
• Supported local business groups and City
commissions.
In January 2026, an Interim Economic Development
Director was hired to update the EDD workplan,
recruit a permanent director, and strengthen
business retention and attraction strategies.
Community Events
Community Events help event organizers to obtain the
required Special Event Permit needed for use of:
City public streets, sidewalks, rights-of-way; and/or
City public parks or other City public property; and/or Outdoor private property including parking lots, only
when the property is part of a Special Event Venue
that includes City public property and permission has
been received by the property owner/manager (for
example, a parking lot used as part of a street festival venue).
Over the course of 2025 they facilitated the following:• 62 event applications processed (community festivals/events)
• 6 multi-date events produced
• 9 new events successfully implemented
• 16 community event sponsorships awarded
• 26 National Night Out locations
• Event Permit Fee Gross Revenue : $71,280.28
• Event Fees waived: $14,379.93 (20.1%)
• 250,000 + unique visitors
• 42 events tentatively on schedule for 2026 (as of
12/31/25)
• 1272 registered community volunteers
• Expectation that 2026 will activate more through
the new software Get Connected (anticipated
launch date: Feb 18, 2026)
• 53 Community-led clean-ups utilized the
Community Tool Trailer
• 47 Adopt A Block locations activated
The Vallejo Fire Department (VFD) is proud of its key
accomplishments over the past year, reflecting the
department’s continued commitment to public safety,
regional collaboration, and professional development.
In 2025, the Vallejo Fire Department responded to
18,896 calls for service, providing emergency response
and life-saving services to the Vallejo community
around the clock.
To strengthen staffing and ensure continued service
delivery, the department successfully brought two
new-hire recruit academies onboard during the
year. These academies support long-term workforce
development and enhance operational readiness.
The Vallejo Fire Department and IAFF Local 1186 were
jointly recognized for their collaborative efforts and
were awarded the “Partnership for Success” Award
by the California Joint Apprenticeship Committee.
This honor highlights the strong labor-
management partnership that supports training,
mentorship, and career development within the
department.
During the 2025 fire season, approximately 11 Vallejo
Fire Department personnel were deployed to assist
with wild land fires across the State of California,
providing critical mutual aid support to communities
impacted by large-scale incidents.
In addition, the Vallejo Fire Department served as
the host agency for the largest multi-jurisdictional
Hazardous Materials (HazMat) training exercise held
in Solano County in more than a decade. The training,
hosted at Six Flags Discovery Kingdom, brought
together multiple agencies to enhance preparedness,
coordination, and response capabilities for complex
hazardous materials incidents.
“These accomplishments reflect the dedication and
professionalism of our personnel and the strong
partnerships we maintain throughout the region,”
said Chief Rustice. “We are proud to serve the Vallejo
community and support our neighboring agencies.”
10City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 11 Fire DepartmentFinance Department
The Finance Department achieved several milestones
in 2025, reinforcing transparency and community
engagement in Vallejo’s financial operations.
Quarter 1 2025
We successfully completed our annual audit conducted
by LSL. Vallejo has partnered with LSL for three
consecutive years, earning a clean audit each time
Quarter 2 2025
Finance hosted the City’s first-ever Staff Council and
Community Engagement sessions for the budget
process, giving residents a voice in shaping fiscal
priorities . We also presented the Fiscal Year 2026
Proposed Budget to City Council. After incorporating
amendments, the Final Balanced Budget was adopted
in June 2025.
Additional Highlights
• Published the FY 2026 Budget Book, providing a
clear and accessible overview of City finances.
• Conducted audits for Transient Occupancy Tax
(TOT) from hotels and Cannabis Dispensarie s to
ensure compliance and accurate payments. These
audits help recover overdue funds and issue credits
when necessary.
2025 marked a year of progress toward financial
accountability and community involvement. By
strengthening oversight and inviting public input,
the Finance Department continues to uphold its
commitment to transparency and fiscal responsibility
for Vallejo residents.
Housing and Community
Development
In 2025, the City of Vallejo’s Housing and Community
Development Department (HCDD) achieved
signifi cant milestones advancing housing stability,
equity, and opportunit y for low- and very low-income
residents. The department successfully completed
a Project-Based Voucher (PBV) solicitation and
executed a Housing Assistance Payments contract
for Broadway Village, a 47-unit supporti ve housing
development serving individual s experiencin g or at
risk of homelessness. Eligibilit y determinations and
full lease-up were completed within just 30 days of
contract execution.
HCDD also established new waiting lists for
three project-based voucher properties—Avian
Glen, Sereno Village, and the Vallejo Housing
Collaborative—expanding access to a range of
family-sized units, single-family homes, and
duplexes. Program quality and accountability were
strengthened through the implementation of new
quality control metrics for the Housing Choice
Voucher program, ensurin g timely and accurate
income and househol d composition determinations.
The department increased participation in the
Family Self-Sufficiency program by 33 percent and
maintained a monthly lease rate of 95 percent or
higher under the HUD–Veterans Affairs Supportive
Housing (HUD-VASH) program, supportin g housing
stability for homeless Veterans. Additionally, the
Vallejo Housing Authorit y improved its SEMAP
score from 61 percent to 89 percent, retaining its
designation as a HUD “Standard” agency.
Furthe r strengthenin g its commitmen t to equity
and access, HCDD expanded its partne rship with
Fair Housin g of Northern California to continue
providin g fair housin g services, includin g housing
counselin g for familie s pursuin g home ownership.
Overall, 2025 marked a year of measurable progress,
positionin g the departmen t to continu e delivering
efficien t, professional , and impactful services to the Vallej o communit y.
12City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 13 Grant Funding
In 2025, the City of Vallejo made remarkable progress
in public safety, housing, environmental resilience,
and community development. City departments
worked collaboratively to secure and manage grants,
turning funding opportunitie s into tangible benefits
for residents.
Key awards included nearly $2 million through
the Proposition 47 Grant Program, supporting
community-based public safety and reentry efforts,
and $3 million from FEMA’s SAFER program to
strengthen fire and emergency response capabilities.
Vallejo also received funding through the Permanent
Local Housing Allocation (PLHA) program and the SB
1 Sea Level Rise Adaptation Planning Grant,
advancing climate resilience and infrastructure
planning.
Additional grants supported wildfire defense, shoreline and habitat restoration, abandoned vessel removal,
and boating safety initiatives—critical steps toward
protecting Vallejo’s environment and waterfront.
Beyond new funding, Vallejo continued implementing
previously awarded grants. Programs such as Clean
California, Proposition 64, and Urban Forestry
are transforming streets, parks, and public spaces,
creating cleaner, greener, and safer neighborhood s for all residents.
To strengthen coordination and expand community
impact, the City launched a monthly CMO/CBO
meeting to help local nonprofits navigate grant
opportunities.
This initiative has already led to multiple funding
successes across the community. Several
applications remain under review, and the City looks
forward to sharing more good news in the year
ahead.
2025 was a year of progress and partnership, and
Vallejo remains committed to building a safer, more
sustainable, and vibrant future for all.
The City of Vallejo Human Resources Department is the
foundation of the organization and plays an essential
role in the City’s ability to deliver quality public service to the community. We continue to strive towards
building expertise and capacity so we can better support every employee and department across the City. Our
focus is not only on improving our internal processes but on building and maintaining strong partnerships
throughout the organization. Our goals are to support
our departments and hire well-qualified individuals and to also provide responsive, reliable service at every stage of an employee’s career. This commitment is reflected in the work we perform each day.
As we look back at 2025, Human Resources continued
to partner with departments to fill their vacancies
through strategic recruitment and selection
processes; endeavored to retain employees by
supporting
their well-being through our employee benefits
administration, leave management programs, and
support through the retirement process; supported
employee development and accountability, working
with departments on performance evaluations,
and providing tools and resources to employees to
strengthen their performance when needed; conducted
and/or facilitated investigations into workplace
concerns/complaints to ensure that the City maintains
a safe and equitable working environment for all
employees; and continued to work with our labor
partners to build trust and collaborative working
relationships to move initiatives forward.
As we move into 2026, the Human Resources
Department remains committed to fostering a strong,
supported, and engaged workforce because the work
that employees do every day directly shapes the
experience of the Vallejo Community. By investing in
our staff, strengthening our partnerships, and
ensuring fairness and consistency across the City,
Human Resources helps create the conditions for
excellent public service.
14City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 15 Human ResourcesHomelessness Resources
Throughout 2025, the City of Vallejo made significant
strides in addressing homelessness by completing
two major housing projects designed to support
individuals experiencing homelessness and provide
pathways to stability.
In July 2025, the Vallejo Homeless Navigation Center
officially opened its doors. This 125-bed facility serves as a “one-stop shop” for those in need, offering not
only shelter but also critical services aimed at helping individuals transition out of homelessness. Residents
have access to case management, social and medical
services, and job training opportunities—all while
working toward securing permanent housing. The
center represents a comprehensive approach to
tackling homelessness by addressing immediate needs
and long-term goals.
Later in the year, in November 2025, the City celebrated the opening of the Broadway Project, a 47-unit
Permanent Supportive Housing Program for
individuals experiencing chronic homelessness. This
development provides on-site supportive services that
are client- centered, strengths-based, and trauma-
informed.
Residents receive assistance with goal setting, life
skills, financial literacy, budgeting, and connections
to benefits and community resources. The Broadway
Project is designed to create a stable environment
where participants can thrive and rebuild their lives.
In addition to these two highly anticipated projects,
the City also conducted over 50 encampment clean-
ups throughout Vallejo during 2025, reinforcing
its commitment to improving public spaces and
supporting the unhoused community.
Planning and Development
Services
Planning
The Current Planning Division received 316 total new
applications this year and approved 315 applications
during the same time period. Overall housing
production progress was slightly higher in 2025
compared to recent years, with a total of 193 new units added towards our 6th Cycle Regional Housing Needs
Allocation (RHNA). Long-Range Planning projects
continued progressing, including work on three new
Specific Plans and work on various housing element
program implementation.
Building
The total number of building permits issued this year
(3,705) was down from 2024 totals (4,116); however,
job valuations were significantly higher, and as a
result total fees collected exceeded 2024 numbers by
over $1 Million. The division continued to provide a
high level of customer service with an average of 309
permits issued and 952 inspections completed each
month, all while still working through ongoing staffing recruitment challenges.
Code Enforcement
Caseload data for 2025 remained fairly consistent
compared to 2024 reporting (including 3183 new cases
opened, 3032 cases closed & 452 citations issued in
2025 vs. 3260, 3215 & 468, respectively, during 2024).
The overall voluntary compliance rate for closed cases
was 85% for 2025. Although staff retention challenges
continued throughout 2025, staff was able to ramp up
the Vacant Property Registration Program with
double the number of registrants from 2024, begin
significant tobacco enforcement work with assistance
from DOJ grant funding, and the team was able to
participate
in 30 different public meetings in the community
throughout the year.
16City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 17 Information Technology
Department
In 2025, the City’s IT teams delivered significant
improvements in technology, security, and transparency
to strengthen operations and public services.
City Hall IT resolved 6,292 service tickets, upgraded
150 workstations to Windows 11, modernized meeting
technology with Vallejo Room A/V upgrades, expanded
door access control, refreshed PDS offices and lobby,
and launched a Housing Data Portal to improve
reporting and decision-making.
Water Department IT enhanced infrastructure
resilience, deployed updated laptops and workstations,
improved network performance through audits and
upgrades, strengthened physical security with new
cameras and locks, and installed videoconferencing
systems to support hybrid collaboration.
Enterprise Systems & Applications maintained
Citywide ERP and financial systems, implemented
spending controls, improved cash reconciliation,
supported NeoGov implementation, assisted with
budget software RFP, and enhanced ComDev and
TRAKiT systems.
Public Safety IT launched a public-facing RIPA
Dashboard, upgraded CLETS to fiber, expanded
storage capacity, deployed fingerprint scanners and
password tools, and ensured compliance with video
retention requirements.
Fire Department IT created Fire Hazard Zone
webpages, conducted quarterly tech health checks,
improved Wi-Fi coverage, modernized devices, and
migrated time-tracking to an SSO-enabled platform.
GIS Team developed dashboards for transparency,
supported zoning updates and emergency planning,
and provided ongoing GIS training and data support
across departments.
Vallejo’s Public Works Department recently completed
several impactful projects aimed at improving
safety, aesthetics, and functionality throughout
Vallejo. These efforts reflect the City’s commitment
to enhancing public spaces and infrastructure for
residents and visitors alike.
One major achievement was the Clean California
Grant project, which brought significant upgrades to
the waterfront and downtown areas. The waterfront
parking lots now feature solar-powered lighting,
improving visibility and safety after dark. Downtown
Georgia Street also received new benches and
garbage cans, creating a cleaner, more welcoming
environment for pedestrians and local businesses.
In addition, the department successfully implemented
the EECB grant, installing solar lights along Curtola
Parkway from Lemon Street to Monterey Street.
This project enhances roadway illumination while
supporting sustainability goals through renewable
energy solutions.
Downtown Vallejo also saw the installation of solar
string lights along Georgia and Marin Streets, adding
charm and vibrancy to the area. These decorative
lights not only improve nighttime visibility but also
contribute to a festive atmosphere that encourages
community engagement and economic activity.
Finally, Public Works Department completed the
2024 Slurry Seal Project, an essential maintenance
effort that extends the life of city streets and improves driving conditions. This proactive approach helps
preserve infrastructure and reduce long-term costs.
Together, these projects demonstrate Vallejo’s
ongoing investment in safety, sustainability, and
quality of life for all who live, work, and visit the city. 18City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 19 Public Works DepartmentPolice Department
In 2025, the Vallejo Police Department (VPD)
implemented several significant public safety
advancements. The Police Oversight and
Accountability Commission (POAC) was activated
as an independent civilian body to review police
practices, policies, and accountability measures,
strengthening transparency and trust between the
community, Police Department, and City leadership.
VPD continued its reform efforts under the California
Department of Justice oversight, focusing on
compliance, accountability, transparency, and
restoring organizational credibility.
Community engagement expanded through
Neighborhood Watch, Community Watch, youth and
business programs, IHART coordination, and they
helped create and organize the successful Vallejo Late
Night Basketball program as a violence prevention
and youth engagement initiative. Seven mobile Live
View Technologies tower cameras were deployed to
provide surveillance, deterrence, and investigative
support in key areas. Staffing efforts remain ongoing
to rebuild sworn officer levels, currently at 81; in 2025, the CHP provided added traffic enforcement and
sideshow deterrence support, and the Solano County
Sheriff’s Office will assist in 2026, improving response times and police presence.
The Problem Oriented Policing (POP) Team was
activated in 2025, using data to address recurring
crime patterns and hotspot locations. The Public
Safety Subcommittee—composed of VPD personnel
and City Council members—continues to provide
oversight, discuss reform progress, review technology
use, and address community concerns.
A full overview of milestones and statistical data will be available in the Vallejo Police Department’s 2025
Annual Report, scheduled for public release this
March at Vallejopd.net.
In 2025, the City of Vallejo Water Department
continued providing safe, reliable drinking water while advancing modernization, transparency, and system
resilience.
Key Performance Indicators
•5 billion gallons of water treated
•Full compliance with state and federal water quality
standards
• 302 development review applications processed
• Over 14,000 water quality samples collected
• 151 water main breaks repaired
Department Highlights
The citywide water meter modernization effort
reached 97% completion, upgrading nearly 38,000
meters. Digital metering now provides near real-
time usage data through the EyeOnWater portal and
app, giving customers daily tracking, leak alerts, and
improved billing transparency while enhancing the
City’s leak detection and conservation capabilities.
Sign up at cityofvallejo.eyeonwater.com
20City of Vallejo, 2025 In Review City of Vallejo, 2025 In Review 21 Learn more HERE
Emergency preparedness improved through the
installation of quick-connect generator systems at
key pump stations, enabling rapid power restoration
during outages and minimizing service disruptions.
The Department upgraded its digital alarm system,
improving real-time monitoring and operator response
to treatment process issues, further protecting water
quality and reliability.
Infrastructure investment included a complex
hillside main replacement serving Cal Poly Maritime
Academy and nearby neighborhoods. Using slip lining
technology, crews installed a new pipe within the
existing main, providing a durable, long-term solution
with reduced future service risks.
To strengthen transparency and public access to
information, the updated Water Quality website
launched in 2025, offering reports, FAQs, and
troubleshooting resources to help customers better
understand the high quality of Vallejo’s water.
Water Department
Safeguarding Vallejo: A Year of Vigilance and
Stewardship
In 2025, the Risk Management team shifted from
a traditional “reactive” approach to a “proactive”
shield for our community. Our mission is simple:
protect Vallejo’s fiscal health and its most valuable
asset—our people.
Field-First Defense
Our team doesn’t just manage files; we manage
the field. This year, we conducted 114 on-scene
investigations to ensure accurate evidence
preservation. By diligently managing 174 new claims
and resolving 166, we acted as prudent stewards of
public funds.
Innovating for Safety
In a joint effort with the Public Works department,
we have restructured the sidewalk repair initiative
to ensure compliance with the governing ordinance.
This effort not only reduces hazards for pedestrians
but also protects the City from incurrin g significant
sidewalk repair costs while reducing the City’s legal
liability.
Additionally , we completed a 100% audit of all City
vehicles and machinery, ensurin g our fleet is safe
and compliant.
A Culture of Care
Employee safety is paramount. We achieved a
100% success rate in our Return-to-Work program,
providing injured staff with timely, supporti ve
transition s back to service. From specialized Arc
Flash training for Water Facility staff to First Aid/CPR certifications for Housing, we are building a more
resilien t workforce.
• 23 workplace hazards identifie d and abated.
• 18 Joint Safety Committee meetings held.
• 100% timely completion of employee disability
interactive meetings.
Through meticulous oversight and strategic training,
we aren’t just managing risk—we are securing
Vallejo’s future.
Risk Management
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The City of Vallej o’s Prop 64 grant continue s to
create opportunitie s for youth through
partne rships wit h Healthy Vallej o Communit y
Suppor t Ser vices, Clu b Stride , Center for Urban
Excellen ce, and
Advance Peace. Youth interns were hired for
communit y clean-ups with City departmen ts, and
substance-use preventio n workshop s were held on
campuse s and in the communit y.
The Vallej o Youth Delegation Program, in
partne rship with Vallej o City Unified Schoo l District, sponso red 16 studen ts to attend the National
League of Cities Congr essiona l City Conference in
Washing ton, DC, and the City Summi t in Salt
Lake City. Studen ts networked with peers
nationwide, m et elected officials , and gaine d
leadership and civi c education skills.
Measure P grants funde d the 2025 Robbin
Mackbee Fir efigh ter/EMS Youth Academy and
youth
programs through the Greater Vallej o
Recreation Di strict (GVRD). The Academy,
suppor ted by
Vallej o Fire Departmen t, Medi c Ambulan ce, and
Kaise r Permanen te, provided middle and high
schoo l studen ts with hand s-on trainin g in
fire prevention , CPR/Fi rst Aid, and publi c
safety
careers, emphasizin g achievemen t, discipline ,
and communit y service.
GVRD use d Measu re P fund s to award 195 youth
scholar ship s for spor ts, camps , and classes , and
to suppor t programs like Bridgin g Teen s with
Senio rs Art Program, Junior Gian ts Base ball,
FRES H Theater Cam p, Teen Culinar y Cam p, and
Yout h Round table . Family -friendl y events suc h as
Nightma re on Glen n Street, Tedd y Bear Picnic , and
Breakfast wit h San ta offered thousand s of Vallejo
yout h safe, inclusi ve opportunitie s for recreation
and positi ve developmen t.
Youth Initiatives
CONFUNKSHUNST
KOIO'Al!'f
Jacob Green and Associates, Inc.
A California Company
MICHELLE NEWSTEVE MERMELL
SUZANNE MARTIN
JGA Team
Goal Setting Process and Methodology
19 Kickoff meeting with
City Manager
Council and
Executive Team
interviews
Community
Survey
Goal Setting
Workshop
Council
Alignment
Document
February 2026 March – April 2026
22 interviews
July 25, 2026 August 2026June 2026
211 responses
Agenda
• Icebreaker
• Organizational alignment
• Governance best practices
• Roles and responsibilities
• Community survey results
• SWOT analysis
• Vision, Mission, Values
• Goal setting overview/context
• Review, discuss, establish goals
• Develop objectives to further the
goals
Icebreaker Exercise
What lasting legacy would you like to leave at the conclusion of your service on Vallejo’s City Council?
Building Organizational
Alignment
COUNCIL
COMMUNITY
VISION, GOALS, BUDGET
CITY MANAGER
EXEC TEAM
STAFF
Building Organizational Alignment
Why Focus on
Building Alignment
Mission Accomplishment
Confident Stakeholder/Community Investment
Recruitment & Retention of Staff – Morale
Leave Legacy of Lasting Change
Governance Best Practices
26 Discussion of Governance Best Practices
27 Institute for Local Government
What Makes a Council Work Well
28 1. Have a sense of team - a partnership with the city manager to govern and manage the city
2. Clear roles and responsibilities that are
understood and adhered
3. Honor the relationship with staff and each other
4. Routinely conduct effective meetings
5. Hold themselves and the city accountable
6. Have members who practice continuous
improvement
Effective City Councils
Effective Council Meetings
29 • Read materials and ask questions of staff in advance • Be efficient in comments
• No surprises for staff at the Council meeting; we’re all on the same team
• Show respect to every person
• Have clear procedures for recognizing Councilmembers to speak
• Limit debate and discussion to the agenda item and stay focused
• Follow established procedures including the Code of Ethics and Conduct for Elected and Appointed Officials
30 Factors Impacting Governance
• Respecting Council-Manager form of
government
• Once the vote is held, accepting the
outcome
• Able to make unpopular but
necessary decisions
• Disagreeing, but respectfully
• Getting the public engaged in
productive ways
• Being trustworthy; doing what you
say you will do and doing it
transparently
Functional
Governance
• Personal attacks
• Dominating the discussion
• Using media or public to attack
colleagues’ motives or integrity
• Purposely being uncooperative
• Attempting to embarrass each other
• Despite majority vote, continuing to
speak against the people who voted
for it
• Stacking the audience
• Viewing colleagues as enemies or
competitors
Dysfunctional
Governance
Roles and Responsibilities
32 Mayor
presides
over the
meetings
Council sets
goals and
policies
City
Manager
directs staff
City
Attorney
provides
legal advice
“Exceptional Councils have clear roles and responsibilities that are understood and adhered to.” – Attributes of Exceptional Councils by Institute for Local Government Everyone Has a Role to Play
Mayor
• Presiding Officer at all meetings of City Council and chairs Council meetings.
• Serves as official representative of the City of Vallejo • Represents the City at events, or designates others
from Council to represent the City
• Speaks on behalf of the City or designates others
from Council to speak on behalf of the City
• Signs proclamations
• Assists with onboarding/orientation of new
Councilmembers
City Council Charter: “Council Sets Policy”
• Sets policy, approves budget, establishes vision/goals • Respects role of Mayor
• Appoints City Manager and City Attorney
• Represents City through established policies and procedures, and does not speak as an individual or indicate that an individual opinion represents City policy
• Works through the City Manager, and respects the Council/Manager form of government; does not interfere with staff responsibilities • Does not discuss or interfere with City Manager’s authority to deal with personnel matters
• Refers community complaints to staff for follow up; does not get involved in details
• Communicates and keeps in touch with community/constituent concerns • Operates within established norms and protocols and the Council Policy and Procedures Manual
City Manager Charter: “Administers
the Government”
• Provides organizational leadership
• Directs and manages City staff, including all personnel actions; handles day to day operations; delegates to staff • Implements Council policy
• Provides professional recommendations to the Council, along with comprehensive staff reports
• Offers policy advice to the City Council
• Establishes a strong working relationship with members of Council
• Provides information equally to all Councilmembers
• Assists with onboarding/orientation of new Councilmembers
City Attorney
• Provides legal advice to the City Council on City matters • Approves contract forms, resolutions, ordinances and other legal documents
• Handles litigation and manages other attorneys
• Ensures compliance with the Brown Act and Rosenberg Rules and the Council Policy and Procedure Manual
• Advises on requirements for public participation
• Advises on conflicts of interest
• Advises on confidential matters
• Guides, advises, remains neutral
• Assists with onboarding/orientation of new Councilmembers • Provides AB 1234 Training
• Manages contracting process, negotiations
• Ensures compliance with laws that affect the City
City Staff
• City staff are trained professionals with expertise in their fields • They have dedicated their careers to public service and take pride in serving the Vallejo community
• Implement Council’s vision and goals by translating policy direction into programs, services, and day-to-day operations
• Provide objective analysis and recommendations to support informed decision-making by the Council
• Deliver essential city services - public safety, infrastructure, parks, planning, finance, and more - that residents depend on every day
38 Reflections
Are there ways the Council
can work more effectively
together and with staff?
Community Survey Results
Community Survey: Overview
211 community member respondents
Asked respondents about the following topics
• Quality of life and community identity
• Public safety
• Infrastructure, roads, and transportation
• Housing and homelessness
• City services and government
• City vision and values
• City priorities
Community Survey: Respondent Demographics
1%
24%
22%39%
14%
Age
Under 30 30-44 45-59 60-74 75+
10%
20%
14%
56%
Length of Time Living or Working in Vallejo
Less than 5 years 5-10 years 11-20 years More than 20 years
Community Survey: Respondent Demographics
64%
18%
12%
6%
Connection to Vallejo
Resident Work in Vallejo Business owner Other
Community Survey:
Quality of Life and Community Identity
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
My overall quality of life in Vallejo is good
The community feels welcoming and inclusive to me
Strongly Agree Agree Neutral Disagree Strongly Disagree Community Survey:
Quality of Life and Community Identity
What do you value
most about living in
Vallejo?
Community Survey:
Quality of Life and Community Identity
What improvements would most
enhance daily life for you and
your family?
Community Survey:
Public Safety
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
I feel safe in my neighborhood
Traffic, bicycle, and pedestrian safety are significant concerns to me
Strongly Agree Agree Neutral Disagree Strongly Disagree Community Survey:
Public Safety
What are your top
public safety
concerns?
Community Survey:
Infrastructure, Roads, and Transportation
0% 20% 40% 60% 80%
I am satisfied with the condition of city streets and
sidewalks.
Expanding pedestrian and bicycle infrastructure is
important.
Traffic flow and congestion in my part of Vallejo is
acceptable.
Strongly Agree Agree Neutral Disagree Strongly Disagree Community Survey:
Housing and Homelessness
0% 10% 20% 30% 40% 50% 60%
I am not concerned about housing affordability in
Vallejo.
The City's efforts to address homelessness have
been effective.
Strongly Agree Agree Neutral Disagree Strongly Disagree Community Survey:
Housing and Homelessness
What types of housing should the City prioritize?
20%
25%
23%
23%
9%
Permanent supportive housing Senior housing Workforce housing Market-rate housing Other Community Survey:
City Services and Government
0% 10% 20% 30% 40% 50% 60%
The overall quality of services provided by the City of Vallejo meets community needs.
The City’s programs for youth meet community needs.
The City’s programs for seniors meet community needs.
Strongly Agree Agree Neutral Disagree Strongly Disagree Community Survey:
City Services and Government
What are your top
priorities for the City of
Vallejo?
Community Survey:
City Services and Government
Which City service or
program would you like to
see expanded or improved?
SWOT Analysis
*Redundancy Disclaimer*
Strengths
COUNCIL & STAFF
COMMUNITY
1. Dedicated Community Leadership
2. Public Safety Progress
3. Economic Development Momentum
4. Experienced/Knowledgeable Staff
5. Engagement / Community Advocacy
6. Infrastructure Investment Efforts
7. Transparency Improvements
8. Resilient Workforce Commitment
9. Shared Priority Themes
10. Recognition of Organizational Needs
1. Desirable Geographic Location
2. Strong Community Diversity
3. Weather, Nature, Outdoor Amenities
4. Affordable Housing
5. Public Safety Progress
6. Community Investment and
Revitalization Potential
7. Engaged Resident Base
8. Support for Improvement Efforts
Weaknesses
COUNCIL & STAFF
COMMUNITY
1. Council Dysfunction Concerns
2. Leadership Instability Issues
3. Trust Deficit Challenges
4. Unclear Organizational Priorities
5. Micromanagement Behaviors
6. Negative Organizational Culture
7. Recruitment and Retention Problems
8. Lack of Accountability Systems
9. Poor Communication Patterns
10. Siloed Department Operations
11. Meeting Conduct Concerns
12. Operational Inefficiencies
13. Reactive Decision-Making
14. Limited Organizational Capacity
1. Streets, Sidewalks, and Other Public
Infrastructure
2. Homelessness Response Concerns
3. Service Delivery Gaps
4. Public Safety Concerns
5. Housing Affordability
6. Youth Program Limitations
7. Senior Service Needs
8. Lack of Confidence/Trust in Government
9. Blight, Lack of Cleanliness and Neighborhood
Conditions
10. Disparities in Maintenance and Service Levels
Across Areas of the City
Opportunities
COUNCIL & STAFF
COMMUNITY
1. Economic Development Expansion
2. Governance Alignment Improvement
3. Strategic Priority Clarification
4. Trust Rebuilding Efforts
5. Organizational Modernization
Potential
6. Community Confidence Restoration
7. Leadership Development Needs
8. Cross-Department Collaboration
9. Infrastructure Revitalization Projects
10. Shared Vision Development
1. Economic Development Expansion
2. Infrastructure Revitalization Focus
3. Public Safety Enhancement
4. Government Efficiency Improvements
5. Neighborhood Revitalization Efforts
6. Housing Strategy Expansion
7. Pedestrian Safety Investments
8. Community Trust Building
9. Youth and Family Services Growth
10. Waterfront and Commercial
Investment
Threats
COUNCIL & STAFF
COMMUNITY
1. Structural Budget Deficit
2. Continued Leadership Turnover
3. Employee Burnout Risks
4. Recruitment Competitiveness Issues
5. Council-Staff Relationship Erosion
6. Public Trust Decline
7. Loss of Institutional Knowledge
8. Operational Capacity Strain
9. Political Fragmentation Challenges
10. Service Delivery Risks
1. Crime and Safety
2. Deteriorated Infrastructure
3. Fiscal Sustainability
4. Affordable Housing
5. Erosion of Public Trust
6. Homelessness
7. Lack of Economic Development
8. Traffic and Mobility Issues
9. Service Demand Growth
10. Deferred Maintenance Costs
Vision, Mission, Values
A Vision Statement describes in graphic
terms where the community wants to see
itself in the future.
An image of the future we seek to create.
Guiding beacon.
Vision Statement
City of Vallejo’s Current Vision
Statement
Vallejo is a safe,
prosperous, and vibrant
city.
Community Survey:
Vision Statement
What words or phrases best describe
your ideal vision for the future of
Vallejo?
A Mission Statement is a concise
declaration of an organization’s purpose.
Why it exists, and what it does.
Mission Statement
City of Vallejo’s Mission
Statement
We facilitate connections and
collaboration amongst a diverse
community to inspire collective pride
and vision for a better Vallejo.
Proposed Mission Alternatives
Option 1
To deliver excellent public
services that promote
safety, prosperity, and
quality of life in Vallejo.
Option 2
To strengthen Vallejo
through effective
governance, community
partnerships, and
sustainable progress.
Option 3
To improve quality of
life by providing excellent
services and fostering
community success.
City of Vallejo’s Current Values
We aspire to B.E. G.R.E.A.T. These are our guiding principles with respect to the personal and social ends we desire:
Bravery Courageously working together to achieve common goals Efficiency Relentless pursuit of best practices to produce the intended outcomes and desired impact Growth Competence and emphasis on the importance of lifelong learning and improvement Respect Demonstration of regard, concern, and esteem for another Excellence Commitment to seeking innovative solutions and constantly raising the bar on our performance Accountability Being ethically responsible for quality, judgment, customer service, and behavior Trust Confidence in the integrity, ability, good character, and reliability of another
Community Survey:
Values
Value Star Rating
Bravery 2.81
Efficiency 3.70
Growth 3.61
Respect 3.71
Excellence 3.67
Accountability 3.83
Trust 3.79
Star rating on a scale from 1-5
Besides the City's existing values, are there any additional values that you think better describe the core operating principles of the City of Vallejo?
Goal Setting
Purpose and Importance of Goal Setting
71 Successful Local Governments
• Respect the ongoing work of departments as the day-to- day operations must be well managed, and this takes time • Maintain a collaborative, trusting relationship between the City Council and staff
• Set a few focused goals with a staff work plan to achieve them
We can’t do
everything
But we can do some
things very well
Balancing Capacity and Achieving Council Goals
72 Striking the Balance
Staff & Resource
Capacity
Council Goals &
Priorities
Limited staff and other resources must be weighed against the Council's goals and priorities to deliver results.
City of Vallejo Staffing – At a Glance
74 661
460
140
61 • 661 authorized staff positions (not including
Mayor and City Council)
Total Authorized Positions
• Approximately 460 of these positions are filled by
specifically trained operational and technical staff
Operations/Technical Staff
• 140 of these positions are currently vacant (21%
vacancy rate)
Vacancies
• The remaining 61 positions are executives,
managers, and other professional staff
Available Staff
General Fund – Unassigned Fund Balance Trend (excluding Measure P)
General Fund – Rev. & Exp. Historical and Projected
(excluding Measure P & ARPA)
FY 2025-2026 and FY 2026-2027 used surplus to balance budget Goal Setting Terminology
77 Goal
• Broad, overarching
• Desired future outcome or
direction
• General intent
• High-level
• Long-Term focus
• Aspirational; not necessarily
measurable
Objective
• Specific, measurable,
time-bound, support a
goal
• More detailed and
concrete
Existing Goals
78 Economic
Development
Financial and
Organizational
Sustainability
Public Safety Quality of Life
Discussion of Possible Objectives
79 Possible Objectives:
1) Streamline development process through cross-departmental efforts 2) Develop and implement communications and marketing plan 3) Create a vision for city-owned assets
Goal: Economic Development
Discussion of Possible Objectives
80 Possible Objectives:
1) Develop a five-year General Fund forecast model
2) Implement a plan to eliminate structural deficit in the General Fund 3) Reduce staff vacancy rate by 5% within the next twelve months Goal: Financial and Organizational Sustainability
Discussion of Possible Objectives
81 Possible Objectives:
1) Continue partnership with CHP to address street takeovers 2) Monitor and report to Council quarterly on success of violence reduction program
3) Reduce average Police response time
Goal: Public Safety
Discussion of Possible Objectives
82 Possible Objectives:
1) Complete Environmental Justice amendments to General Plan 2) Continue to promote use of SeeClickFix 311 system to address illegal dumping
Goal: Quality of Life
Next Steps
83 • JGA will develop a 2-3 page document
finalizing the Council’s strategic goals
• Serves as a high-level strategic planning
document that is intended to establish
direction and clarify priority focus areas
• Captures Vision, Mission, and Values, as
applicable, as well as Goals and Objectives
for a 3-5 year timeframe
Final Thoughts from Councilmembers
and City Manager
Thank You