Community
State Secures Settlement Agreement with City of Vallejo, Police on Reforms and Accountability
California Attorney General Rob Bonta announced on April 11 that the California Department of Justice (DOJ) has secured a settlement agreement with the City of Vallejo and the Vallejo Police Department (VPD) requiring reforms to VPD’s policies and practices. The agreement announced addresses DOJ’s allegations that the VPD engaged in a pattern or practice of unconstitutional conduct and ensures that the reform process agreed to by the parties in the stipulated judgment will begin immediately, overseen and enforced by DOJ.
Special to The Post
California Attorney General Rob Bonta announced on April 11 that the California Department of Justice (DOJ) has secured a settlement agreement with the City of Vallejo and the Vallejo Police Department (VPD) requiring reforms to VPD’s policies and practices.
The agreement announced addresses DOJ’s allegations that the VPD engaged in a pattern or practice of unconstitutional conduct and ensures that the reform process agreed to by the parties in the stipulated judgment will begin immediately, overseen and enforced by DOJ.
As part of the settlement agreement, the city of Vallejo and VPD will undertake a comprehensive set of actions — to be led by an established independent evaluator, Jensen Hughes, and overseen directly by DOJ — to promote public safety, reduce unlawful uses of force, eliminate racial and identity disparities, strengthen accountability systems, continue to increase support for officers, and protect the statutory and constitutional rights of the people of Vallejo.
“It’s past time the people of Vallejo have a police department that listens and guarantees that their civil rights are protected,” Bonta said. “My office is committed to protecting the rights of the people of Vallejo by overseeing and enforcing the agreement and working collaboratively with VPD and the city and ensuring a fair, thorough, and transparent process.”
On June 5, 2020, DOJ, the city of Vallejo, and VPD entered into a MOU for VPD to institute a comprehensive modernized policing plan that included implementing 45 reform recommendations.
DOJ’s decision to enter into an MOU with VPD to reform its policing came in light of several high-profile uses of force, including a number of officer-involved shootings.
When the MOU expired on June 5, 2023, VPD had achieved substantial compliance with 20 out of the 45 agreed-upon recommendations, but the DOJ concluded that VPD failed to uniformly and adequately enforce the law, based in part, because of defective or inadequate policies, practices, and procedures.
Under the terms of the settlement, VPD and the City of Vallejo are required to implement the remaining reforms, and to implement additional reforms addressing civilian complaints, bias-free policing, stops, searches, seizures and arrest, and ongoing oversight of these reforms.
In October 2023, the parties agreed on a comprehensive five-year plan to address the numerous areas that need improvement and modernization to bring VPD into alignment with contemporary best practices and ensure constitutional policing.
Under the settlement, VPD will implement the remaining recommendations that have not been completed from the 45 recommendations contained in the May 2020 report, including to:
- Address unreasonable force by holding officers and supervisors accountable for not identifying, adequately investigating, or addressing force that is unreasonable or otherwise contrary to VPD policy; and refer uses of force that may violate law or VPD’s use of force policy to their Professional Standards Division (internal affairs) for further investigation or review.
- Enhance, promote, and strengthen partnerships within the community, to continue engaging constructively with the community to ensure collaborative problem-solving and bias-free policing, and to increase transparency and community confidence in VPD.
- Utilize its Chief’s Advisory Board (CAB) and the Police Oversight and Accountability Commission (POAC), to continue to develop and amend significant policies that impact the community, including to its use of force policies, community-policing strategy and policies, bias-free policing policies, and civilian complaint policies.
- Develop a policy that defines and limits the use of pretextual stops.
- Enhance and revise training with respect to investigatory stops, reiterating that race, color, ethnicity, national origin, religion, gender, gender identity, disability, or sexual orientation are not to be used as a factor in establishing reasonable suspicion or probable cause, except as part of actual and credible descriptions of a specific suspect.
- Prohibit officers from conducting consent searches during consensual encounters. Officers may not conduct a consent search after detaining a subject unless an officer reasonably suspects that the subject has contraband or evidence related to that detention, and the consent must be documented on body camera footage or a signed consent form.
- Ensure stops, searches, and seizures comply with the law, as part of an effective overall crime prevention strategy that does not contribute to counterproductive tension with the community.
- Commit to providing bias-free services and enforcing laws in a way that is professional, nondiscriminatory, fair, and equitable.
- Work with the independent Evaluator Jensen Hughes and DOJ to develop a policy and protocol for responding to calls involving a person in mental health crisis or suffering from a mental health disability. The policy and protocol will include utilizing professional civilian staff, who are trained professionals in responding to mental health crises, to respond when appropriate and available.
- Develop and implement policies, guidelines, and training to ensure all supervisors and managers:
- Exercise appropriate supervisory oversight.
- Conduct objective and impartial investigations.
- Are held accountable for meeting agency standards and expectations.
- Engage with and listen to community feedback.
- Incorporate community feedback when able and appropriate.
- Develop and evaluate policing strategies and tactics reflective of contemporary best community policing practices.
- Conduct an ongoing audit of incidents where an officer points a firearm at a member of the public or brandishes a firearm in the presence of a member of the public to ensure that its officers are not drawing a firearm solely based on the mere existence of a potential risk (e.g., public contact, pedestrian/traffic stop).
Advice
Support Your Child’s Mental Health: Medi-Cal Covers Therapy, Medication, and More
Advertorial
When children struggle emotionally, it can affect every part of their lives — at home, in school, with friends, and even their physical health. In many Black families, we’re taught to be strong and push through. But our kids don’t have to struggle alone. Medi-Cal provides mental health care for children and youth, with no referral or diagnosis required.
Through California Advancing and Innovating Medi-Cal (CalAIM), the state is transforming how care is delivered. Services are now easier to access and better connected across mental health, physical health, and family support systems. CalAIM brings care into schools, homes, and communities, removing barriers and helping children get support early, before challenges escalate.
Help is Available, and it’s Covered
Under Medi-Cal, every child and teen under age 19 has the right to mental health care. This includes screenings, therapy, medication support, crisis stabilization, and help coordinating services. Parents, caregivers, and children age 12 or older can request a screening at any time, with no diagnosis or referral required.
Medi-Cal’s Mental Health and Substance Use Disorder Program
For children and youth with more serious mental health needs, including those in foster care or involved in the justice system, Medi-Cal offers expanded support, including:
- Family-centered and community-based therapy to address trauma, behavior challenges, or system involvement.
- Wraparound care teams that help keep children safely at home or with relatives.
- Activity funds that support healing through sports, art, music, and therapeutic camps.
- Initial joint behavioral health visits, where a mental health provider and child welfare worker meet with the family early in a case.
- Child welfare liaisons in Medi-Cal health plans who help caregivers and social workers get services for children faster
Keeping Kids Safe from Opioids and Harmful Drugs
DHCS is also working to keep young people safe as California faces rising risks from opioids and counterfeit pills. Programs like Elevate Youth California and Friday Night Live give teens mentorship, leadership opportunities, and positive outlets that strengthen mental well-being.
Through the California Youth Opioid Response, families can learn how to avoid dangerous substances and get treatment when needed. Song for Charlie provides parents and teens with facts and tools to talk honestly about mental health and counterfeit pills.
DHCS also supports groups like Young People in Recovery, which helps youth build skills for long-term healing, and the Youth Peer Mentor Program, which trains teens with lived experience to support others. These efforts are part of California’s strategy to protect young people, prevent overdoses, and help them make healthier choices.
Support for Parents and Caregivers
Children thrive when their caregivers are supported. Through CalAIM’s vision of whole-person care, Medi-Cal now covers dyadic services, visits where a child and caregiver meet together with a provider to strengthen bonding, manage stress, and address behavior challenges.
These visits may include screening the caregiver for depression or anxiety and connecting them to food, housing, or other health-related social needs, aligning with CalAIM’s Community Supports framework. Notably, only the child must be enrolled in Medi-Cal to receive dyadic care.
Family therapy is also covered and can take place in clinics, schools, homes, or via telehealth, reflecting CalAIM’s commitment to flexible, community-based care delivery.
Additionally, BrightLife Kids offers free tools, resources, and virtual coaching for caregivers and children ages 0–12. Families can sign up online or through the BrightLife Kids app. No insurance, diagnosis, or referral is required.
For teens and young adults ages 13–25, California offers Soluna, a free mental health app where young people can chat with coaches, learn coping skills, journal, or join supportive community circles. Soluna is free, confidential, available in app stores, and does not require insurance.
CalHOPE also provides free emotional support to all Californians through a 24/7 support line at (833) 317-HOPE (4673), online chat, and culturally responsive resources.
Support at School — Where Kids Already Are
Schools are often the first place where emotional stress is noticed. Through the Children and Youth Behavioral Health Initiative (CYBHI), public schools, community colleges, and universities can offer therapy, counseling, crisis support, and referrals at no cost to families.
Services are available during school breaks and delivered on campus, by phone or video, or at community sites. There are no copayments, deductibles, or bills.
Medi-Cal Still Covers Everyday Care
Medi-Cal continues to cover everyday mental health care, including therapy for stress, anxiety, depression, or trauma; medication support; crisis stabilization; hospital care when needed; and referrals to community programs through county mental health plans and Medi-Cal health plans.
How to Get Help
- Talk to your child’s teacher, school counselor, or doctor.
- In Alameda County call 510-272-3663 or the toll-free number 1-800-698-1118 and in San Francisco call 855-355-5757 to contact your county mental health plan to request an assessment or services.
- If your child is not enrolled in Medi-Cal, you can apply at com or my.medi-cal.ca.gov.
- In a mental health emergency, call or text 988, the Suicide and Crisis Lifeline.
Every child deserves to grow up healthy and supported. Medi-Cal is working to transform care so it’s accessible, equitable, and responsive to the needs of every family.
Activism
Ann Lowe: The Quiet Genius of American Couture
Lowe was born in Clayton, Alabama, into a family of gifted seamstresses. Her mother and grandmother were well-known dressmakers who created exquisite gowns for women in the area. By the time Lowe was a young girl, she was already showing extraordinary talent — cutting, sewing, and decorating fabric with a skill that far exceeded her age. When her mother died unexpectedly, Lowe – only 16 years old then – took over her mother’s sewing business, completing all the orders herself.
By Tamara Shiloh
Ann Cole Lowe, born Dec.14, 1898, was a pioneering American fashion designer whose extraordinary talent shaped some of the most widely recognized and celebrated gowns in U.S. history.
Although she designed dresses for society’s wealthiest families and created masterpieces worn at historic events, Lowe spent much of her life in the shadows — uncredited, underpaid, yet unmatched in skill. Today, she is celebrated as one of the first nationally recognized African American fashion designers and a true visionary in American couture.
Lowe was born in Clayton, Alabama, into a family of gifted seamstresses. Her mother and grandmother were well-known dressmakers who created exquisite gowns for women in the area. By the time Lowe was a young girl, she was already showing extraordinary talent — cutting, sewing, and decorating fabric with a skill that far exceeded her age. When her mother died unexpectedly, Lowe – only 16 years old then – took over her mother’s sewing business, completing all the orders herself. This early responsibility would prepare her for a lifetime of professional excellence.
In 1917, Lowe moved to New York City to study at the S.T. Taylor Design School. Although she was segregated from White students and forced to work separately, she, of course, excelled, graduating earlier than expected. Her instructors quickly recognized that her abilities were far above the typical student, especially her skill in hand-sewing, applique, and intricate floral embellishment – techniques that would become her signature.
Throughout the 1920s and 1930s, she designed gowns for high-society women in Florida and New York, operating boutiques and working for prestigious department stores. Her reputation for craftsmanship, originality, and elegance grew increasingly. She was known for creating gowns that moved beautifully, featured delicate hand-made flowers, and looked sculpted rather than sewn. Many wealthy clients specifically requested “an Ann Lowe gown” for weddings, balls, and galas.
Her most famous creation came in 1953: the wedding gown worn by Jacqueline Bouvier when she married Massachusetts Sen. John F. Kennedy. The dress – crafted from ivory silk taffeta with dozens of tiny, pleated rosettes – became one of the most photographed bridal gowns in American history. Despite this achievement, Lowe received no public credit at the time. When a flood destroyed her completed gowns 10 days before the wedding, she and her seamstresses worked day and night to remake everything – at her own expense. Her dedication and perfectionism never wavered.
She eventually opened “Ann Lowe Originals,” her own salon on New York’s Madison Avenue. She served clients such as the Rockefellers, DuPonts, Vanderbilts, and actresses like Olivia de Havilland. Yet even with her wealthy clientele, she struggled financially, often undercharging because she wanted every dress to be perfect, even if it meant losing money.
Lowe’s contributions were finally recognized later in life. Today, her exquisite gowns are preserved in museums, including the Smithsonian National Museum of African American History and Culture and the Metropolitan Museum of Art.
In the last five years of her life, Lowe lived with her daughter Ruth in Queens, N.Y. She died at her daughter’s home on Feb. 25, 1981, at the age of 82, after an extended illness.
Activism
2025 in Review: Seven Questions for Black Women’s Think Tank Founder Kellie Todd Griffin
As the president and CEO of the California Black Women’s Collective Empowerment Institute, Griffin is on a mission to shift the narrative and outcomes for Black women and girls. She founded the nation’s first Black Women’s Think Tank, securing $5 million in state funding to fuel policy change.
By Edward Henderson
California Black Media
With more than 25 years of experience spanning public affairs, community engagement, strategy, marketing, and communications, Kellie Todd Griffin is recognized across California as a leader who mobilizes people and policy around issues that matter.
As the president and CEO of the California Black Women’s Collective Empowerment Institute, Griffin is on a mission to shift the narrative and outcomes for Black women and girls. She founded the nation’s first Black Women’s Think Tank, securing $5 million in state funding to fuel policy change.
Griffin spoke with California Black Media (CBM) about her successes and setbacks in 2025 and her hopes for 2026.
Looking back at 2025, what stands out to you as your most important achievement and why?
Our greatest achievement in this year is we got an opportunity to honor the work of 35 Black women throughout California who are trailblazing the way for the next generation of leaders.
How did your leadership, efforts and investments as president and CEO California Black Women’s Collective Empowerment Institute contribute to improving the lives of Black Californians?
We’re training the next leaders. We have been able to train 35 women over a two-year period, and we’re about to start a new cohort of another 30 women. We also have trained over 500 middle and high school girls in leadership, advocacy, and financial literacy.
What frustrated you the most over the last year?
Getting the question, “why.” Why advocate for Black women? Why invest in Black people, Black communities? It’s always constantly having to explain that, although we are aware that there are other populations that are in great need, the quality-of-life indices for Black Californians continue to decrease. Our life expectancies are decreasing. Our unhoused population is increasing. Our health outcomes remain the worst.
We’re not asking anyone to choose one group to prioritize. We are saying, though, in addition to your investments into our immigrant brothers and sisters – or our religious brothers and sisters – we are also asking you to uplift the needs of Black Californians. That way, all of us can move forward together.
What inspired you the most over the last year?
I’ve always been amazed by the joy of Black women in the midst of crisis.
That is really our secret sauce. We don’t let the current state of any issue take our joy from us. It may break us a little bit. We may get tired a little bit. But we find ways to express that – through the arts, through music, through poetry.
What is one lesson you learned in 2025 that will inform your decision-making next year?
Reset. It’s so important not to be sitting still. We have a new administration. We’re seeing data showing that Black women have the largest unemployment rate. We’ve lost so many jobs. We can have rest – we can be restful – but we have to continue the resistance.
In one word, what is the biggest challenge Black Californians faced in 2025?
Motivation.
I choose motivation because of the tiredness. What is going to motivate us to be involved in 2026?
What is the goal you want to achieve most in 2026?
I want to get Black Californians in spaces and places of power and influence – as well as opportunities to thrive economically, socially, and physically.
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