Agenda, first session — Fairfield City Council, May 17, 2022 (part 1 of 3)

For individuals with hearing or speaking limitations, dial 711 or (800) 7352922 (English). For Spanish, Tagalog or other language, please dial (800) 8553000 and provide the communication assistant with the following City telephone number: (707) 3994010.

Pursuant to AB 361 regarding public meetings held during the COVID19 emergency, councilmembers may attend via teleconference. Members of the public can observe the meeting on Comcast Cable Channel 26, ATT UVerse 99 and webstreamed live at www.youtube.com/user/FFCATV/live .

The public may join the meeting via Zoom at https://fairfieldca.zoom.us/j/87845423536 ? pwd=aVlUeTZTdzBwdlUvVEw1UUlSWkRxdz09, or via phone (408) 6380968, Webinar ID:
878 4542 3536, Passcode: 7074287400
CALL TO ORDER 6:00 PM
ROLL CALL
Councilmember Pam Bertani
Councilmember Cat Moy
Councilmember Doriss Panduro
Councilmember Chuck Timm
Councilmember Scott Tonnesen
ViceMayor Rick Vaccaro
Mayor Harry Price
INVOCATION Worship Pastor Anne Choy, Community United Methodist Church PLEDGE OF ALLEGIANCE
COUNCIL REPORTS
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PRESENTATIONS

1.Proclamation Declaring Asian & Pacific Islander Heritage Month Contact:Karen Rees, (707) 4287767
a

2.Proclamation Declaring National Building Safety Month Contact:Karen Rees, (707) 4287767
a

3.Proclamation Declaring National Public Works Week May 1521, 2022 Contact:Karen Rees, (707) 4287767
a

4.Fairfield's Water Supply Status Update
Contact:Michael Hether, (707) 4287493
a

5.PG&E Local Government Forum Clay Merrill
Contact:Karen Rees, (707) 4287767
a
PUBLIC COMMENTS
PUBLIC COMMENTS
Persons wishing to address the City Council on subjects not on the agenda but within the jurisdiction of the council may do so at this time. The council cannot discuss or take action on matters not on the agenda for this meeting, but councilmembers may briefly respond to statements made or questions raised by the public, ask for clarification from staff, refer the matter to staff, request staff to report back to the council at a subsequent meeting, or place the matter on a future agenda. To speak on an agenda item please use the “raise your hand” feature or press *9 on your phone. Speakers are limited to three minutes per item.

CONVENE MEETING OF THE HOUSING AUTHORITY
The holding of a joint meeting of the City Council and Housing Authority entitles the councilmembers to receive additional compensation of $35 for attending this joint meeting.

ROLL CALL
Commissioner Pam Bertani
Commissioner Cat Moy
Commissioner Doriss Panduro
Commissioner Chuck Timm
Commissioner Scott Tonnesen
ViceChair Rick Vaccaro
Chair Harry Price
HOUSING AUTHORITY CONSENT CALENDAR
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6.Resolution HA202206 of the Fairfield Housing Authority Approving a Lease with Thakur Incorporated for Office Space at 1525 Webster Street, Suites A & B and Approving up to $650,000 in Low Moderate Income Housing Assets Funds to Cover Tenant Improvement Costs for the Office Space
Recommended Action
Adopt resolution.

Funding Source
$1,028,469 ($828,469, Low Moderate Income Housing Assets Fund; $200,000, Housing Authority Fund)
Contact:LaTanna Jones, (707) 4287647
a
RECONVENE MEETING OF THE CITY COUNCIL
CONSENT CALENDAR
All matters listed on the Consent Calendar are to be approved with one motion unless a member of the City Council or the public requests that separate action be taken on a specific item.

7.Resolution 2022105 of the City Council of the City of Fairfield Reconsidering and Authorizing Public Meetings to be Held Via Teleconferencing Pursuant to Government Code Section 54953(e) and Making Findings and Determinations Regarding the Same Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Karen Rees, (707) 4287767
a

8.Resolution 202292 of the City Council of the City of Fairfield Authorizing Execution of the Improvement Agreement for the Red Top Zone II Pump Station Improvements Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Alvin Lei, (707) 4287476
a

9.Resolution 2022106 of the City Council of the City of Fairfield Accepting the Rancho Solano and Paradise Valley Clubhouses Flooring and Painting Project as Complete Recommended Action
Adopt resolution.

Funding Source
N/A
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Funding Source
N/A
Contact:Roger Dunham, (707) 4287478
a

10.Resolution 2022107 of the City Council of the City of Fairfield Authorizing Submission of Grant Applications to the Federal Transit Administration (FTA) 5339(c) Low or No Emission Grant Program and the 5339(b) Grants for Bus and Bus Facilities Competitive Program Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Shaun Vigil, (707) 4343807
a

11.Resolution 2022108 of the City Council of the City of Fairfield Approving the Consultant Services Agreement for Geographic Information System Assessment and Strategy with Geographic Technologies Group
Recommended Action
Adopt resolution.

Funding Source
$150,000; Computer Services Fund
Contact:Savita Chaudhary, (707) 4287582
a

12.Resolution 2022109 of the City Council of the City of Fairfield Approving the Communications Facility Ground Lease Agreement Between the City of Fairfield and DISH Wireless LLC for a New Cellular Site Located off of Hilborn Road, Fairfield, More Commonly Known as APN 0156 130140
Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Dwayne Dalman, (707) 4287649
a

13.Resolution 2022110 of the City Council of the City of Fairfield Approving an Agreement with the North Texas Street Business Association for the Calendar Year 2022 Operation and Administration of the North Texas Street Business Improvement District Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Dwayne Dalman, (707) 4287649
a

14.Resolution 2022111 of the City Council of the City of Fairfield Authorizing Staff to Submit an Application to the California Department of Housing and Community Development (Department) for the Local Housing Trust Fund Program and Authorizing the City Manager to Execute All Agreements Pertaining to the Department Local Housing Trust Fund Program Recommended Action
Adopt resolution.

Funding Source
N/A
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Funding Source
N/A
Contact:La Tanya Terrones, (707) 4287454
a

15.Resolution 2022112 of the City Council of the City of Fairfield Accepting the 710724 Ohio Street Rehabilitation Project as Complete
Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:LaTanna Jones, (707) 4287647
a
NEW BUSINESS

16.Report on Homeless Enforcement
Recommended Action
Receive report, open discussion, and provide direction to staff.

Funding Source
N/A
Contact:David Lim, (415) 4218484
a

17.Discussion Regarding PreQualification for Cityowned Capital Improvement Projects Recommended Action
Receive report, open discussion, and provide direction to staff.

Funding Source
N/A
Contact:Anna Guiles, (707) 4287399
a

18.Resolution 2022113 of the City Council of the City of Fairfield Authorizing the City Manager to Execute a Letter of Intent for an Intergovernmental Support Agreement between the City of Fairfield and Travis Airforce Base
Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Marisa Cumpian, (707) 4287494
a
PUBLIC HEARINGS

19.Public Hearing; and
Resolution 2022114 of the City Council of the City of Fairfield Levying an Assessment for Calendar Year 2022 for the North Texas Street Business Improvement District Recommended Action
Hold public hearing and adopt resolution.

Funding Source
N/A
Contact:Dwayne Dalman, (707) 4287649
a
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CITY OF FAIRFIELDFAIRFIELD CITY COUNCILREGULAR CONCURRENT MEETINGTUESDAY, MAY 17, 2022; 6:00 PMCOUNCIL CHAMBER, 1000 WEBSTER STREET, FAIRFIELD,CA 94533AGENDANotice to PublicThe City of Fairfield is committed to providing meeting facilities that areaccessible to persons with disabilities and/or have language barriers. To requestmeeting materials in alternative formats, or to request a sign languageinterpreter, realtime captioning, or other accommodation, please contact theCity Clerk's Office, at least 72 hours in advance of the meeting at (707) 4287400.For individuals with hearing or speaking limitations, dial 711 or (800) 7352922(English). For Spanish, Tagalog or other language, please dial (800) 8553000and provide the communication assistant with the following City telephonenumber: (707) 3994010.Pursuant to AB 361 regarding public meetings held during the COVID19 emergency,councilmembers may attend via teleconference. Members of the public can observe the meeting onComcast Cable Channel 26, ATT UVerse 99 and webstreamed live at www.youtube.com/user/FFCATV/live.The public may join the meeting via Zoom at https://fairfieldca.zoom.us/j/87845423536?pwd=aVlUeTZTdzBwdlUvVEw1UUlSWkRxdz09 , or via phone (408) 6380968, Webinar ID:878 4542 3536, Passcode: 7074287400CALL TO ORDER 6:00 PMROLL CALLCouncilmember Pam Bertani Councilmember Cat MoyCouncilmember Doriss PanduroCouncilmemberChuck TimmCouncilmember Scott Tonnesen ViceMayor Rick VaccaroMayor Harry PriceINVOCATION Worship Pastor Anne Choy, Community United Methodist ChurchPLEDGE OF ALLEGIANCECOUNCIL REPORTSCITY MANAGER REPORTCITY ATTORNEY REPORTCITY CLERK REPORTPRESENTATIONS1.Proclamation Declaring Asian & Pacific Islander Heritage MonthContact:Karen Rees, (707) 4287767a2.Proclamation Declaring National Building Safety MonthContact:Karen Rees, (707) 4287767a3.Proclamation Declaring National Public Works Week May 1521, 2022Contact:Karen Rees, (707) 4287767a4.Fairfield's Water Supply Status UpdateContact:Michael Hether, (707) 4287493a5.PG&E Local Government Forum Clay MerrillContact:Karen Rees, (707) 4287767aPUBLIC COMMENTS PUBLIC COMMENTSPersons wishing to address the City Council on subjects not on the agenda but within the jurisdictionof the council may do so at this time. The council cannot discuss or take action on matters not on theagenda for this meeting, but councilmembers may briefly respond to statements made or questionsraised by the public, ask for clarification from staff, refer the matter to staff, request staff to report backto the council at a subsequent meeting, or place the matter on a future agenda. To speak on anagenda item please use the “raise your hand” feature or press *9 on your phone. Speakers arelimited to three minutes per item.CONVENE MEETING OF THE HOUSING AUTHORITYThe holding of a joint meeting of the City Council and Housing Authority entitles thecouncilmembers to receive additional compensation of $35 for attending this joint meeting.ROLL CALLCommissioner Pam Bertani Commissioner Cat MoyCommissioner Doriss PanduroCommissionerChuck TimmCommissioner Scott Tonnesen ViceChair Rick VaccaroChair Harry PriceHOUSING AUTHORITY CONSENT CALENDARHOUSING AUTHORITY CONSENT CALENDAR NOTICEAll matters listed on the Consent Calendar are to be approved with one motion unless a member ofthe Authority or the public requests that separate action be taken on a specific item.6.Resolution HA202206 of the Fairfield Housing Authority Approving a Lease with ThakurIncorporated for Office Space at 1525 Webster Street, Suites A & B and Approving up to$650,000 in Low Moderate Income Housing Assets Funds to Cover Tenant Improvement Costsfor the Office SpaceRecommended ActionAdopt resolution.Funding Source$1,028,469 ($828,469, Low Moderate Income Housing Assets Fund; $200,000, HousingAuthority Fund)Contact:LaTanna Jones, (707) 4287647aRECONVENE MEETING OF THE CITY COUNCILCONSENT CALENDARAll matters listed on the Consent Calendar are to be approved with one motion unless a member ofthe City Council or the public requests that separate action be taken on a specific item.7.Resolution 2022105 of the City Council of the City of Fairfield Reconsidering and AuthorizingPublic Meetings to be Held Via Teleconferencing Pursuant to Government Code Section54953(e) and Making Findings and Determinations Regarding the SameRecommended ActionAdopt resolution.Funding SourceN/AContact:Karen Rees, (707) 4287767a8.Resolution 202292 of the City Council of the City of Fairfield Authorizing Execution of theImprovement Agreement for the Red Top Zone II Pump Station ImprovementsRecommended ActionAdopt resolution.Funding SourceN/AContact:Alvin Lei, (707) 4287476a9.Resolution 2022106 of the City Council of the City of Fairfield Accepting the Rancho Solanoand Paradise Valley Clubhouses Flooring and Painting Project as CompleteRecommended ActionAdopt resolution.Funding SourceN/AContact:Roger Dunham, (707) 4287478a10.Resolution 2022107 of the City Council of the City of Fairfield Authorizing Submission of GrantApplications to the Federal Transit Administration (FTA) 5339(c) Low or No Emission GrantProgram and the 5339(b) Grants for Bus and Bus Facilities Competitive ProgramRecommended ActionAdopt resolution.Funding SourceN/AContact:Shaun Vigil, (707) 4343807a11.Resolution 2022108 of the City Council of the City of Fairfield Approving the ConsultantServices Agreement for Geographic Information System Assessment and Strategy withGeographic Technologies GroupRecommended ActionAdopt resolution.Funding Source$150,000; Computer Services FundContact:Savita Chaudhary, (707) 4287582a12.Resolution 2022109 of the City Council of the City of Fairfield Approving the CommunicationsFacility Ground Lease Agreement Between the City of Fairfield and DISH Wireless LLC for aNew Cellular Site Located off of Hilborn Road, Fairfield, More Commonly Known as APN 0156130140Recommended ActionAdopt resolution.Funding SourceN/AContact:Dwayne Dalman, (707) 4287649a13.Resolution 2022110 of the City Council of the City of Fairfield Approving an Agreement with theNorth Texas Street Business Association for the Calendar Year 2022 Operation andAdministration of the North Texas Street Business Improvement DistrictRecommended ActionAdopt resolution.Funding SourceN/AContact:Dwayne Dalman, (707) 4287649a14.Resolution 2022111 of the City Council of the City of Fairfield Authorizing Staff to Submit anApplication to the California Department of Housing and Community Development (Department)for the Local Housing Trust Fund Program and Authorizing the City Manager to Execute AllAgreements Pertaining to the Department Local Housing Trust Fund ProgramRecommended ActionAdopt resolution.Funding SourceN/AContact:La Tanya Terrones, (707) 4287454a15.Resolution 2022112 of the City Council of the City of Fairfield Accepting the 710724 OhioStreet Rehabilitation Project as CompleteRecommended ActionAdopt resolution.Funding SourceN/AContact:LaTanna Jones, (707) 4287647aNEW BUSINESS16.Report on Homeless EnforcementRecommended ActionReceive report, open discussion, and provide direction to staff.Funding SourceN/AContact:David Lim, (415) 4218484a17.Discussion Regarding PreQualification for Cityowned Capital Improvement ProjectsRecommended ActionReceive report, open discussion, and provide direction to staff.Funding SourceN/AContact:Anna Guiles, (707) 4287399a18.Resolution 2022113 of the City Council of the City of Fairfield Authorizing the City Manager toExecute a Letter of Intent for an Intergovernmental Support Agreement between the City ofFairfield and Travis Airforce BaseRecommended ActionAdopt resolution.Funding SourceN/AContact:Marisa Cumpian, (707) 4287494aPUBLIC HEARINGS19.Public Hearing; andResolution 2022114 of the City Council of the City of Fairfield Levying an Assessment forCalendar Year 2022 for the North Texas Street Business Improvement DistrictRecommended ActionHold public hearing and adopt resolution.Funding SourceN/A Contact:Dwayne Dalman, (707) 4287649
a

20.Receive Report and Hold Public Hearing Regarding Triennial Water System Report on Public Health Goals
Recommended Action
Receive report and hold public hearing.

Funding Source
N/A
Contact:Michael Hether, (707) 4287493
a

21.Public Hearing; and
Resolution 2022115 of the City Council of the City of Fairfield Ordering the Vacation of a Portion of Guittard Way and Authorizing the City Manager to Convey Said Vacated Area to the Adjacent Parcel Owner
Recommended Action
Hold public hearing and adopt resolution.

Funding Source
N/A
Contact:Trisha Curran, (707) 4287471
a

22.Public Hearing; and
Resolution 2022116 of the City Council of the City of Fairfield Annexing Territory (Yelton Properties LLC) to Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance) as Annexation No. 57, Authorizing the Levy of a Special Tax Within the Annexed Territory, and Submitting the Levy of a Special Tax to the Qualified Electors Thereof; and
Resolution 2022117 of the City Council of the City of Fairfield Declaring the Results of a Special Annexation Election in Territory Annexed to Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance), Determining the Validity of Prior Proceedings, and Directing Recording of Amended Notice of Special Tax Lien for City of Fairfield Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance) Annexation No. 57 (Yelton Properties LLC) Recommended Action
Hold public hearing and adopt resolutions.

Funding Source
N/A
Contact:Chris Lewis, (707) 4287089
a

23.Public Hearing; and
Resolution 2022118 of the City Council of the City of Fairfield Annexing Territory (Popeyes) to Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance) as Annexation No. 58, Authorizing the Levy of a Special Tax Within the Annexed Territory, and Submitting the Levy of a Special Tax to the Qualified Electors Thereof; and
Resolution 2022119 of the City Council of the City of Fairfield Declaring the Results of a Special Annexation Election in Territory Annexed to Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance), Determining the Packet Page 6 of 345

Funding Source
N/A
Contact:Chris Lewis, (707) 4287089
a
ADJOURN TO TUESDAY, JUNE, 21, 2022, 6:00 P.M., COUNCIL CHAMBER.

Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the City of Fairfield to all or a majority of the Fairfield City Council less than 72 hours prior to that meeting are available for public inspection at City Hall, in the 4th floor lobby, 1000 Webster Street, Fairfield, California during normal business hours.

PUBLIC NOTIFICATION
I, Esther Beavers, Deputy City Clerk, do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to each of the members of the Fairfield City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 1000 Webster Street, Fairfield, California on May 12, 2022.

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Agenda Item No: 6.

AGENDA REPORT
DATE:May 17, 2022
TO:Fairfield Housing Authority Chair and Commissioners
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution HA202206 of the Fairfield Housing Authority Approving a Lease with Thakur Incorporated for Office Space at 1525 Webster Street, Suites A & B and Approving up to $650,000 in Low Moderate Income Housing Assets Funds to Cover Tenant Improvement Costs for the Office Space
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Housing Services Department (HSD) seeks approval to enter a fiveyear lease for office space at 1525 Webster Street (Lease) and funding of up to $650,000 for tenant improvements to accommodate the entire department in one centralized location and be fully compliant with U.S. Department of Housing and Urban Development (HUD) requirements, including confidential meeting spaces and Americans with Disabilities Act (ADA) requirements.

DISCUSSION
Currently, HSD offices are divided in two different locations, 1000 Webster Street (City Hall) and 823 B Jefferson Street (Housing Authority office), making it increasingly challenging to manage. Upon the formation of HSD, no office space was available to house the entire staff in one place. With the arrival of the new director of HSD, actions were initiated to add structure and cohesiveness to the department.

Bringing all staff closer together will ensure heightened consistency, accountability, and structure.

The Fairfield Housing Authority (FHA) is currently under a lease with Dennis Honeychurch at 823B Jefferson Street (Current Lease) set to expire on March 31, 2024. That facility has been sufficient to serve the FHA's basic needs. However, the facility does not meet more recent HUD required ADA or private meeting room space for FHA clientele needs. Due to early termination of the Current Lease, the FHA will pay rent to the existing landlord until June 2023. Staff is negotiating terms to credit the difference back to the FHA if the space is leased by another tenant before that date.

HSD was able to identify office space at 1525 Webster Street. It is sufficient to meet all HUD requirements and house all HSD staff in one centralized location. The office space is 4,169 square feet and is less than a 1minute drive from the City Hall campus. It has space for breakrooms, conference rooms, dedicated ADA public restrooms, filing space consistent with HUD confidentiality requirements, Packet Page 8 of 345

The proposed Lease is for five years at $6,238.50 per month, including rental charges and triplenet fees (property taxes, property insurance, and common area maintenance for the building). The security deposit is $4,159 with rental payments to begin 120 days from the execution of the Lease.

Tenant improvements will need to be completed to ensure the facility fully meets the department's needs. An architect was obtained to assist staff in designing tenant improvement plans, acquiring bids, and work with a contractor to complete all necessary tenant improvement tasks. HSD staff has not yet received bids for rehabilitation work. However, tenant improvement costs are conservatively estimated at $650,000 and completion approximated at 78 months.

FINANCIAL IMPACT
Total financial impact is $1,028,469; $828,469, Low Moderate Income Housing Assets (Low Mod) Fund (Fund 022 Responsibility Code 36001); $200,000, Housing Authority Fund (Fund 021 Responsibility Code 36001).

Rental costs are $6,238.50/monthly, $74,862/yearly for a total $374,312 for the fiveyear lease effective 120 days from the date of execution of the lease.

The cost of the new lease represents an increased rental cost per square foot of 28 cents. However, the overall lease costs to the department will increase by approximately $2,975/month, $35,697/year and $178,487 over the 5year lease term. The increased cost is due to the square footage and the fact that the space occupied by HSD at City Hall is currently provided at no cost.

The lease payments will be divided between the HSD and the FHA as follows:
$40,000/year – Housing Authority Fund
$34,862/year – Low Mod Fund
The security deposit of $4,159 and the tenant improvement costs approximating $650,000 will be paid out of Low Mod Funds.

Due to early termination of the Current Lease at 823 B Jefferson Street, the FHA will pay rent to the existing landlord until June 2023. Staff is negotiating terms to credit the difference back to the FHA if the space is leased by another tenant before that date.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The FHA may choose not to approve the lease and tenant improvement costs. However, HSD would not be able to maximize efficiency and have sufficient space to abide by HUD and ADA requirements. The result of this would be continued inefficiencies for the department and possible findings from HUD.

STAFF CONTACT
LaTanna Jones, Director of Housing Services
(707) 4287647
[email protected]
COORDINATED WITH
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Agenda Item No: 6.AGENDA REPORTDATE:May 17, 2022 TO:Fairfield Housing Authority Chair and CommissionersFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution HA202206 of the Fairfield Housing Authority Approving a Lease withThakur Incorporated for Office Space at 1525 Webster Street, Suites A & B andApproving up to $650,000 in Low Moderate Income Housing Assets Funds to CoverTenant Improvement Costs for the Office SpaceRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe Housing Services Department (HSD) seeks approval to enter a fiveyear lease for office space at1525 Webster Street (Lease) and funding of up to $650,000 for tenant improvements to accommodatethe entire department in one centralized location and be fully compliant with U.S. Department ofHousing and Urban Development (HUD) requirements, including confidential meeting spaces andAmericans with Disabilities Act (ADA) requirements. DISCUSSIONCurrently, HSD offices are divided in two different locations, 1000 Webster Street (City Hall) and 823 BJefferson Street (Housing Authority office), making it increasingly challenging to manage. Upon theformation of HSD, no office space was available to house the entire staff in one place. With the arrivalof the new director of HSD, actions were initiated to add structure and cohesiveness to the department.Bringing all staff closer together will ensure heightened consistency, accountability, and structure. The Fairfield Housing Authority (FHA) is currently under a lease with Dennis Honeychurch at 823BJefferson Street (Current Lease) set to expire on March 31, 2024. That facility has been sufficient toserve the FHA's basic needs. However, the facility does not meet more recent HUD required ADA orprivate meeting room space for FHA clientele needs. Due to early termination of the Current Lease, theFHA will pay rent to the existing landlord until June 2023. Staff is negotiating terms to credit thedifference back to the FHA if the space is leased by another tenant before that date.HSD was able to identify office space at 1525 Webster Street. It is sufficient to meet all HUDrequirements and house all HSD staff in one centralized location. The office space is 4,169 square feetand is less than a 1minute drive from the City Hall campus. It has space for breakrooms, conferencerooms, dedicated ADA public restrooms, filing space consistent with HUD confidentiality requirements,office spaces for each staff member, and lobby space for visiting guests.The proposed Lease is for five years at $6,238.50 per month, including rental charges and triplenetfees (property taxes, property insurance, and common area maintenance for the building). The securitydeposit is $4,159 with rental payments to begin 120 days from the execution of the Lease. Tenant improvements will need to be completed to ensure the facility fully meets the department'sneeds. An architect was obtained to assist staff in designing tenant improvement plans, acquiring bids,and work with a contractor to complete all necessary tenant improvement tasks. HSD staff has not yetreceived bids for rehabilitation work. However, tenant improvement costs are conservatively estimatedat $650,000 and completion approximated at 78 months.FINANCIAL IMPACTTotal financial impact is $1,028,469; $828,469, Low Moderate Income Housing Assets (Low Mod) Fund(Fund 022 Responsibility Code 36001); $200,000, Housing Authority Fund (Fund 021 ResponsibilityCode 36001). Rental costs are $6,238.50/monthly, $74,862/yearly for a total $374,312 for the fiveyear lease effective120 days from the date of execution of the lease. The cost of the new lease represents an increased rental cost per square foot of 28 cents. However,the overall lease costs to the department will increase by approximately $2,975/month, $35,697/yearand $178,487 over the 5year lease term. The increased cost is due to the square footage and the factthat the space occupied by HSD at City Hall is currently provided at no cost. The lease payments will be divided between the HSD and the FHA as follows: $40,000/year – Housing Authority Fund $34,862/year – Low Mod Fund The security deposit of $4,159 and the tenant improvement costs approximating $650,000 will be paidout of Low Mod Funds.Due to early termination of the Current Lease at 823 B Jefferson Street, the FHA will pay rent to theexisting landlord until June 2023. Staff is negotiating terms to credit the difference back to the FHA if thespace is leased by another tenant before that date.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/A ALTERNATIVE ACTIONThe FHA may choose not to approve the lease and tenant improvement costs. However, HSD would notbe able to maximize efficiency and have sufficient space to abide by HUD and ADA requirements. Theresult of this would be continued inefficiencies for the department and possible findings from HUD.STAFF CONTACTLaTanna Jones, Director of Housing Services(707) 428[email protected] COORDINATED WITH
City Attorney's Office, Finance Department
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 5/10/2022 8:34 AM
Packet Page 10 of 345

FAIRFIELD HOUSING AUTHORITY

RESOLUTION NO. HA2022-06

RESOLUTION OF THE FAIRFIELD HOUSING AUTHORITY APPROVING A LEASE WITH THAKUR INCORPORATED FOR OFFICE SPACE AT 1525 WEBSTER STREET, SUITES A & B AND APPROVING UP TO $650,000 IN LOW MODERATE INCOME HOUSING ASSETS FUNDS TO COVER TENANT

IMPROVEMENT COSTS FOR THE OFFICE SPACE

WHEREAS, the City Council approved the formation of the Fairfield Housing Authority (FHA) in November 1968 under Resolution HA68-01 to transact business and exercise its powers in its area of operation; and

WHEREAS, the office of the FHA shall be at such place in the city of Fairfield, California, as the FHA may from time to time designate by resolution; and

WHEREAS, the FHA and Thakur Incorporated (Landlord) desire to enter into the Lease for office space at 1525 Webster Street, Suite A & B (the Premises) for five years through May 17, 2027, as attached hereto, (Lease); and

WHEREAS, the Lease includes a provision that allows the FHA to terminate the Lease at any time with sixty (60) days written notice to the Landlord; and

WHEREAS, the rent for the Premises is proposed at $6,238.50 per month and a $4,159 security deposit beginning 120 days after the commencement of the Lease through May 17, 2027, excluding but not limited to gas and electric services; and

WHEREAS, the FHA has not bid out the tenant improvements for the projects but estimates the costs to be approximately $650,000; and

WHEREAS, the FHA has determined that it is in the interest of the public’s health, safety, and welfare to approve the Lease.

NOW, THEREFORE, THE FAIRFIELD HOUSING AUTHORITY HEREBY RESOLVES:

Section 1. The executive director is hereby authorized to execute on behalf of the FHA the attached Lease between the FHA and Thakur Incorporated for the property located at 1525 Webster Street, Suites A & B, for a monthly amount of $6,238.50 and yearly amount of $74,862 for five years excluding but not limited to gas and electric services.

Section 2. The executive director is hereby authorized to make a security deposit to the Landlord for $4,159 upon the commencement date of the Lease.

Packet Page 11 of 345Attachment 1 Page 1 of 2

RES. NO. HA2022-06

Page 2 ends

Section 3. The executive director is hereby authorized to execute any tenant improvements on behalf of the FHA up to $650,000.

Section 4. The executive director or other authorized FHA official is hereby authorized to execute the agreement and do all other acts and things necessary to implement this resolution.

PASSED AND ADOPTED this 17th day of May, 2022, by the following vote:

AYES: COMMISSIONERS: PRICE / BERTANI / MOY / PANDURO / TIMM / TONNESEN / VACCARO

NOES: COMMISSIONERS:

ABSENT: COMMISSIONERS:

ABSTAIN: COMMISSIONERS:

CHAIR

ATTEST:

____________________________

SECRETARY

Packet Page 12 of 345Attachment 1 Page 2 of 2

Agenda Item No: 7.

AGENDA REPORT
DATE:May 17, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022105 of the City Council of the City of Fairfield Reconsidering and Authorizing Public Meetings to be Held Via Teleconferencing Pursuant to Government Code Section 54953(e) and Making Findings and Determinations Regarding the Same RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
Government Code 54953(e) is new legislation that amends the Brown Act to allow local agencies to meet remotely during declared emergencies under certain conditions. The code requires that the City Council reconsider and reauthorize these provisions every 30 days following initial authorization.

DISCUSSION
On October 5, 2021, the council adopted provisions of Assembly Bill (AB) 361, urgency legislation that amends the Brown Act to allow local agencies to meet remotely during declared emergencies under certain conditions. AB 361 authorizes local agencies to continue meeting remotely without following the Brown Act’s standard teleconferencing provisions, including the requirement that meetings be conducted in physical locations if the meeting is held during a state of emergency proclaimed by the Governor and either of the following applies:

1. State or local officials have imposed or recommended measures to promote social distancing; or

2. The agency has already determined whether, as a result of the emergency, meeting in person would present imminent risks to the health or safety of the attendee.

Council has utilized teleconferencing options throughout the pandemic, including remote appearances by councilmembers and public comments from citizens via Zoom, email, or teleconference.

AB requires the council to reconsider the circumstances of the state of emergency every 30 days following the adoption of the law and make specific findings that either of the following cases exists:

1. The state of emergency continues to directly impact the ability of the members to meet in person Packet Page 13 of 345

Agenda Item No: 7.AGENDA REPORTDATE:May 17, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022105 of the City Council of the City of Fairfield Reconsidering andAuthorizing Public Meetings to be Held Via Teleconferencing Pursuant to GovernmentCode Section 54953(e) and Making Findings and Determinations Regarding the SameRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEGovernment Code 54953(e) is new legislation that amends the Brown Act to allow local agencies tomeet remotely during declared emergencies under certain conditions. The code requires that the CityCouncil reconsider and reauthorize these provisions every 30 days following initial authorization.DISCUSSIONOn October 5, 2021, the council adopted provisions of Assembly Bill (AB) 361, urgency legislation thatamends the Brown Act to allow local agencies to meet remotely during declared emergencies undercertain conditions. AB 361 authorizes local agencies to continue meeting remotely without following theBrown Act’s standard teleconferencing provisions, including the requirement that meetings beconducted in physical locations if the meeting is held during a state of emergency proclaimed by theGovernor and either of the following applies:1. State or local officials have imposed or recommended measures to promote social distancing; or2. The agency has already determined whether, as a result of the emergency, meeting in person wouldpresent imminent risks to the health or safety of the attendee.Council has utilized teleconferencing options throughout the pandemic, including remote appearancesby councilmembers and public comments from citizens via Zoom, email, or teleconference.AB requires the council to reconsider the circumstances of the state of emergency every 30 days following the adoption of the law and make specific findings that either of the following cases exists:

1. The state of emergency continues to directly impact the ability of the members to meet in person safely; or

2. State or local officials continue to impose or recommend measures to promote social distancing.

FINANCIAL IMPACT
There is little to no fiscal impact by this action. City staff is already utilizing many of the procedures for teleconferencing in recent council meetings and other meetings of the legislative bodies.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
None.

ALTERNATIVE ACTION
The council may choose not to reauthorize these procedures, in which case they would no longer be able to teleconference into council meetings without meeting the notice requirements for teleconferencing that existed before the State of Emergency. Public comment via remote access would also be curtailed at council meetings.

STAFF CONTACT
Karen Rees, City Clerk
(707) 4287767
[email protected]
COORDINATED WITH
City Attorney's Office
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Ballard, Kelly Approved 5/2/2022 4:09 PM
Packet Page 14 of 345

CITY OF FAIRFIELD

RESOLUTION NO. 2022-105

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD RECONSIDERING AND

AUTHORIZING PUBLIC MEETINGS TO BE HELD VIA TELECONFERENCING PURSUANT TO GOVERNMENT CODE SECTION 54953(E) AND MAKING FINDINGS AND DETERMINATIONS

REGARDING THE SAME

WHEREAS, the Fairfield City Council (the City Council) is committed to public access and participation in its meetings while balancing the need to conduct public meetings in a manner that reduces the likelihood of exposure to COVID-19; and

WHEREAS, all meetings of the City Council are open and public, as required by the Ralph M.

Brown Act (Cal. Gov. Code 54950 – 54963), so that any member of the public may attend, participate, and watch the City Council conduct its business; and

WHEREAS, pursuant to Assembly Bill 361, signed by Governor Newsom and effective on September 16, 2021, legislative bodies of local agencies may hold public meetings via teleconferencing pursuant to Government Code Section 54953(e), without complying with the requirements of Government Code Section 54953(b)(3), if the legislative body complies with certain enumerated requirements in any of the following circumstances:

1. The legislative body holds a meeting during a proclaimed state of emergency, and state or local officials have imposed or recommended measures to promote social distancing.

2. The legislative body holds a meeting during a proclaimed state of emergency for the purpose of determining, by majority vote, whether as a result of the emergency, meeting in person would present imminent risks to the health or safety of attendees.

3. The legislative body holds a meeting during a proclaimed state of emergency and has determined, by majority vote, that, as a result of the emergency, meeting in person would present imminent risks to the health or safety of attendees ; and

WHEREAS, pursuant to Government Code Section 54953(e)(3), the City Council must reconsider the circumstances of the state of emergency and make specific finding every 30 d ays after enacting the provisions of Government Code Section 54953(e) by making the following findings:

1. The City Council has reconsidered the circumstances of the state of emergency; and

2. Either of the following circumstances exists:

A. The state of emergency continues to directly impact the ability of the members to safely meet in person; or
B. State or local officials continue to impose or recommend measures to promote social distancing; and
Packet Page 15 of 345Attachment 1 Page 1 of 3

RES. NO. 2022-105

Page 2 ends

WHEREAS, on March 4, 2020, Governor Newsom declared a State of Emergency pursuant to Section 8625 of the California Emergency Services Act in response to the COVID-19 pandemic (the Emergency); and

WHEREAS, the Centers for Disease Control and Prevention (CDC) continue to advise that COVID- 19 spreads more easily indoors than outdoors and that people are more likely to be exposed to COVID-19 when they are closer than 6 feet apart from others for longer periods of time; and

WHEREAS, the California Department of Public Health (CDPH) and the CDC caution that the Delta variant of COVID-19, currently the dominant strain of COVID-19 in the country, is more transmissible than prior variants of the virus, may cause more severe illness, and that even fully vaccinated individuals can spread the virus to others resulting in rapid and alarming rates of COVID-19 cases and hospitalizations; and

WHEREAS, the CDC has established a “Community Transmission” metric with 4 tiers designed to reflect a community’s COVID-19 case rate and percent positivity; and

WHEREAS, Solano County currently has a Community Transmission metric of “high” which is the most serious of the tiers; and

WHEREAS, due to the ongoing COVID-19 pandemic and the need to promote social distancing to reduce the likelihood of exposure to COVID-19, the City Council intends to hold public meetings via teleconferencing pursuant to Government Code Section 54953(e); and

WHEREAS, on October 5, 2021, the City Council adopted the provisions of Government Code Section 54953(e) for the first time by resolution and majority vote.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The Recitals provided above are true and correct and are hereby incorporated by reference.

Section 2. The City Council hereby determines that, as a result of the Emergency, meeting in person presents imminent risks to the health or safety of attendees.

Section 3. The City Council shall conduct its meetings pursuant to Government Code section 54953(e) and authorizes its boards and commissions to do likewise.

Section 4. The City Council has reconsidered the circumstances of the state of emergency.

Packet Page 16 of 345Attachment 1 Page 2 of 3

RES. NO. 2022-105

Page 3 ends

Section 5. The state of emergency continues to directly impact the ability of the City Council members to meet safely in person.

Section 6. State or local officials continue to impose or recommend measures to promote social distancing.

Section 7. Staff is hereby authorized and directed to continue to take all actions necessary to carry out the intent and purpose of this resolution including, conducting open and public meetings in accordance with Government Code section 54953(e) and other applicable provisi ons of the Brown Act.

Section 8. This resolution shall take effect immediately upon its adoption and must be reconsidered within 30 days to stay in effect.

PASSED AND ADOPTED this 17th day of May, 2022, by the following vote:

AYES: COUNCILMEMBERS: PRICE / BERTANI / MOY / PANDURO / TIMM / TONNESEN / VACCARO

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK

Packet Page 17 of 345Attachment 1 Page 3 of 3

Agenda Item No: 8.

AGENDA REPORT
DATE:May 17, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 202292 of the City Council of the City of Fairfield Authorizing Execution of the Improvement Agreement for the Red Top Zone II Pump Station Improvements RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
Albert D. Seeno Construction Co. (developer) is required to design and construct a Zone II hydro pneumatic pump station prior to issuance of the 70th building permit, within Zone II, for their development along Red Top Road. The developer is approaching issuance of the 70th building permit and is prepared to begin construction of the Zone II pump station. The recommended action authorizes execution of the Improvement Agreement (Agreement) for construction of the Zone II pump station, located within the Enclave subdivision.

DISCUSSION
Section 3(f) of the Restated and Amended Development Agreement No. 20141 (DA) executed between the City and the developer and recorded January 14, 2015, requires the developer to design and construct a Zone II hydropneumatic pump station. This Zone II water pump station is necessary to provide water service to current and future developments along Red Top Road, including: the Enclave subdivision, the future Fieldcrest subdivision, and the future Villas at Havenhill apartment project. The pump station shall be granted to the City upon improvement acceptance.

According to the DA the pump station shall be operational prior to the earlier of either (a) building permit issuance for the Villas at Havenhill apartment project or (b) issuance of the 70th building permit within Zone II for any combination of singlefamily homes within the Fieldcrest or Enclave subdivisions.

Currently, less than 30 building permits within Zone II have been issued.

Upon completion and activation, the Zone II pump station will serve current residents of the Enclave subdivision and future residents of the Fieldcrest and Villas at Havenhill developments, totaling over 500 residents. The pump station will be constructed on a parcel within the Enclave subdivision, directly abutting Red Top Road. The pump station will be constructed in one phase and will connect to existing water infrastructure constructed as part of the Enclave subdivision and within Red Top Road.

Packet Page 18 of 345

Agenda Item No: 8.AGENDA REPORTDATE:May 17, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 202292 of the City Council of the City of Fairfield Authorizing Execution ofthe Improvement Agreement for the Red Top Zone II Pump Station ImprovementsRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEAlbert D. Seeno Construction Co. (developer) is required to design and construct a Zone II hydropneumatic pump station prior to issuance of the 70th building permit, within Zone II, for theirdevelopment along Red Top Road. The developer is approaching issuance of the 70th building permitand is prepared to begin construction of the Zone II pump station. The recommended action authorizesexecution of the Improvement Agreement (Agreement) for construction of the Zone II pump station,located within the Enclave subdivision.DISCUSSIONSection 3(f) of the Restated and Amended Development Agreement No. 20141 (DA) executedbetween the City and the developer and recorded January 14, 2015, requires the developer to designand construct a Zone II hydropneumatic pump station. This Zone II water pump station is necessary toprovide water service to current and future developments along Red Top Road, including: the Enclavesubdivision, the future Fieldcrest subdivision, and the future Villas at Havenhill apartment project. Thepump station shall be granted to the City upon improvement acceptance. According to the DA the pump station shall be operational prior to the earlier of either (a) buildingpermit issuance for the Villas at Havenhill apartment project or (b) issuance of the 70th building permitwithin Zone II for any combination of singlefamily homes within the Fieldcrest or Enclave subdivisions.Currently, less than 30 building permits within Zone II have been issued.Upon completion and activation, the Zone II pump station will serve current residents of the Enclavesubdivision and future residents of the Fieldcrest and Villas at Havenhill developments, totaling over500 residents. The pump station will be constructed on a parcel within the Enclave subdivision, directly abutting Red Top Road. The pump station will be constructed in one phase and will connect to existing water infrastructure constructed as part of the Enclave subdivision and within Red Top Road.

Furthermore, the pump station will supply adequate fire flow pressure to serve the fire hydrants within both current and future developments along Red Top Road.

The developer has provided all of the necessary bonds and insurance and has paid the fees required to enter into this Agreement.

FINANCIAL IMPACT
There is no cost to the City in constructing the improvements covered in the Agreement. Once completed and accepted by the City Council, the City will be obligated to maintain the Zone II pump station, related appurtenances, and facilities including onsite storm infrastructure, masonry walls, automatic gate, and onsite lighting. Upon council acceptance of the improvements, the City will utilize the Operation and Maintenance Fund (Fund 461, Division and Responsibility 77007) to maintain the facility.

Lastly, pursuant to the prior adoption of Resolution No. 201411 by the City Planning Commission, the City agrees to waive Zone II connection fees for the Enclave subdivision per Public Works Condition #8, in consideration for developer’s design and construction of the Zone II pump station.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The developer has met the necessary conditions and has provided the proper documents for the Agreement. However, if the council has any questions regarding the public improvement construction, approval may be postponed until the questions are addressed.

STAFF CONTACT
Alvin Lei, Senior Civil Engineer
(707) 4287476
[email protected]
COORDINATED WITH
N/A
ATTACHMENTS:

Description
Vicinity Map
Proposed Resolution
Proposed Agreement
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Approved 4/4/2022 5:46 PM
Kaushal, Paul Approved 4/4/2022 7:49 PM
Ballard, Kelly Approved 4/5/2022 6:34 PM
Ballard, Kelly Approved 4/5/2022 6:34 PM
Packet Page 19 of 345

RED TOP ROADINTERSTATE 80RODRIGUEZ HIGH SCHOOLLOPES ROADRED TOPZONE II PUMP STATIONWATT DRIVEFUTUREFIELDCREST SUBDIVISIONFUTUREVILLAS AT HAVENHILLVICINITY MAPPacket Page 20 of 345Attachment 1 Page 1 of 1

CITY OF FAIRFIELD

RESOLUTION NO. 2022-92

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD AUTHORIZING EXECUTION OF

THE IMPROVEMENT AGREEMENT FOR THE RED TOP ZONE II PUMP STATION IMPROVEMENTS

WHEREAS, Albert D. Seeno Construction Co. has requested the City Council approve an improvement agreement to construct the Red Top Zone II Pump Station Improvements; and

WHEREAS, the Restated and Amended Development Agreement No. 2014-1, recorded in the Official Records of Solano County as Doc #201500003205 requires Albert D. Seeno Construction Co. to construct such improvements; and

WHEREAS, the developer has provided all of the necessary bonds and insurance, and paid the fees required to enter into this Agreement.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The city manager is authorized and directed to execute, on behalf of the City of Fairfield, that certain Improvement Agreement between the City and Albert D. Seeno Construction Co.

Section 2. The city manager is hereby authorized to do all things necessary and proper to implement the above-mentioned agreement.

PASSED AND ADOPTED this 17th day of May, 2022, by the following vote:

AYES: COUNCILMEMBERS: PRICE /BERTANI /MOY /PANDURO /TIMM /TONNESEN /VACCARO

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR
ATTEST:

CITY CLERK
Packet Page 21 of 345Attachment 2 Page 1 of 1

CITY OF FAIRFIELD

IMPROVEMENT AGREEMENT
Red Top Zone ll Pump Station
ALBERT D. SEENO CONSTRUCTION COMPANY
THIS IMPROVEMENT AGREEMENT ("Agreement"), for purposes of identification dated 2022 is made and entered into by and between the CITY OF FAIRFIELD, a municipal corporation, hereinafter referred to as "City," and ALBERT D.

SEENO CONSTRUCTION COMPANY, a Galifornia Limited Partnership, hereinafter referred to as "Seeno."
B.

RECITALS:

Seeno has presented to City a development plan of land (the "Development") located within the corporate limits of City, the plan having been prepared in accordance with the requirements of the City Engineer.

This Agreement concerns improvements commonly referred to as the $g! Top Zone ll Pump Station (the "Required lmprovements"), all of which are incorporated into the plans and specifications of the Development. ln accordance with the Restated and Amended Development Agreement No. 2014-1 ("DA") executed between the City and Seeno, recorded January 14, 2015 and including any subsequent DA amendments, the parties agreed Seeno is required to enter into an improvement agreement with the City to construct public improvements as described in the DA.

Seeno has requested approval of the plans prior to the construction and completion of the Required lmprovements, including, but not limited to:
construction of the Zone 2 hydro-pneumatic pump station on Lot A of the recorded Enclave finalmap, on-site storm drainage infrastructure, masonry wall, fencing with vinyl slats, lighting, and other public facilities and appurtenances, as required by the City Engineer and the Ordinances of the City heretofore approved by the City Council of the City of Fairfield A
c
D
1 Packet Page 22 of 345Attachment 3 Page 1 of 15

AGREEMENTS:

The parties hereto agree as follows:
1 The
2 General Contractor:City acknowledges and agrees that Seeno is not a licensed contractor but that Seeno will be contracting with a licensed general contractor (the "General Contractor")who willfurnish, construct and install the Required lmprovements pursuant to this Agreement. The contract between Seeno and General Contractor for completion of the Required lmprovements is referred to herein as the Construction Contract.

Performance of Work: Seeno agrees to furnish, construct, and install at their own expense, or cause to be furnished, constructed, and installed, all Required lmprovements as shown on the plans and specifications of the Development, a copy of which is on file in the Office of the City Engineer and is incorporated herein by reference, along with any changes and modifications as may be required by the City Engineer due to errors of omission on the plans.

Work: Satisfaction of the City Enqineer: All of the work on the Required lmprovements is to be done at the places, with the materials, and in the manner and at the grades, all as shown upon the approved plans and specifications and the City's most current Standard Specifications and Details as authorized via Fairfield City Council Resolution 2014-93, and to the satisfaction of the City Engineer. Except as provided in the DA, no building permits or occupancy will be allowed for any building serviced by improvements required by this Agreement until those improvements are constructed, operational, and approved by the City Engineer and the following conditions are satisfied :
(a) The water system shall be constructed, tested
(bacteriologically and pressure) and any fire hydrants brought to grade.
3 -2-
Packet Page 23 of 345Attachment 3 Page 2 of 15

4 (b) An all-weather access to the building area within the right-of- way shall be constructed consisting of a minimum six inches of aggregate base rock.

Work: Time for Commencement and Performance: City fixes the time for the commencement of the work to be done on the day following approval of this Agreement, and for its completion to be within twelve (12) months thereafter. A pre-construction meeting is required at least fifteen (15) calendar days prior to the start of construction.

Time of Essence: Extension: Time is of the essence of this Agreement, but the dates for commencement and completion of the work of construction may be extended as herein provided. The City Engineer may extend those dates for delays in the work actually caused by inclement weather, riots, strikes, lockouts, fires, earthquakes, floods and conditions resulting there from. ln addition, the City Engineer may extend those dates for delays in materials shown to be outside the control of Seeno. Extension of the dates for any other cause shall be made only by the City Council. The City Engineer and City Council shall be the sole and finaljudge as to whether good cause has been shown to entitle Seeno to an extension under Paragraph 4 and Paragraph 5 of this Agreement.

Request for Extension: Grantinq: Requests for extension of commencement and completion date shall be in writing, and shall be delivered to City in the manner hereinafter specified for services of notices.

Extensions, if granted, shallbe in writing; an oralextension shall not be valid for any purpose whatsoever.

Extension: No Release of Obliqations: ln the event it is deemed necessary by the City to extend the time of commencement or completion of the work to be done under this Agreement beyond the dates specified herein, such extension as shall be granted shall in no way release any guarantee given by Seeno pursuant to this Agreement, or to relieve or release those providing improvement security pursuant to this Agreement. The sureties

5. o
7 -3-
Packet Page 24 of 345Attachment 3 Page 3 of 15

I
in executing the bonds shall be deemed to have expressly agreed to any such extension of time.

Extension: Conditions: The granting of any extension may be conditioned upon Seeno providing City with new or amended surety bonds in amounts increased to reflect increases in the costs of constructing the Required lmprovements that have occurred prior to the granting of the extension or are likely to occur prior to the completion of work.
lmprovement Securitv: Concurrently with the execution hereof, Seeno shall furnish City:
(a) lmprovement security in the sum of $!!!!;Q@, which sum is equal to one hundred ten percent (110o/o) of the estimated cost of constructing the Required lmprovements, rounded up, and the cost of any other obligation to be performed by Seeno hereunder, securing the faithful performance of this
Agreement.
(b) Separate improvement security in the sum of [!19!L@, which sum is equal to fifty-five percent (55%) of the estimated cost of constructing the Required lmprovements, securing payment to the General Contractor, its subcontractors, and to persons furnishing labor, materials, or equipment to them for the construction of the Required lmprovements.

The form of the improvement security shall be subject to the approval of the City Attorney. lmprovement security shall be reduced or released by City only in the manner provided by the Ordinances of the City. No change, alteration, or addition to the terms of this Agreement or the plans and specifications accompanying the same shall in any manner affect the obligation of those providing improvement security pursuant to this Agreement.
9 -4-
Packet Page 25 of 345Attachment 3 Page 4 of 15

10. Enqineerinq and lnspection Fee: Seeno shall:
(a) Pay to the City an engineering plan check fee of 1.35o/o of the total cost of the Required lmprovements, as estimated by the City Engineer, less the initial plan check fee of one percent (1o/o) of the total cost paid upon submittal of improvement plans, rounded to the nearest whole number. The total
amount of this fee still due is:
(1.35o/o x$2,671,660'00) - $0'00 = $!Q,1Q9l.9,9,.
(b) Pay to the City an engineering and inspection fee of five and a half percent (5.5%) of the total cost of the Required lmprovements, rounded to the nearest whole number, as
estimated by the City Engineer, being:

5.5o/o x $2,671,660 00= $146.941.00.

Fee includes only items of work to be inspected by the City. lt is understood that such fee covers only those inspections and engineering work performed by the City during the normal working hours of the City.

11. Hold Harmless Aoreement: Seeno will indemn ify, hold harmless and assume defense of, in any actions of law or in equity, the City of Fairfield, its officers, employees, agents, and elective and appointive boards from all claims, losses, damage, including property damage, personal injury, including death, and liability of every kind, nature and description, directly or indirectly arising from the operations of Seeno, General Contractor or any subcontractor, or of any person directly or indirectly employed by, or acting as agent for Seeno, General Contractor or any subcontractor, but not including the sole or active negligence or willful misconduct of the City of Fairfield. This indemnification shall extend to claims, losses, damages, injury and liability for injuries occurring after completion of the work as well as during the work's progress.

Acceptance of insurance certificates required under this Agreement does not relieve Seeno from liability under this indemnity and hold harmless E
Packet Page 26 of 345Attachment 3 Page 5 of 15

12 clause. This indemnity and hold harmless clause shall apply to alldamages and claims for damages of every kind suffered, or alleged to have been suffered, by reason of any of Seeno's, its General Contractor's or any subcontractor's operations regardless of whether or not such insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

Contractor's lnsurance: Seeno shall not commence work under this Agreement or permit its General Contractor or any subcontractor to commence work thereunder until Seeno shall have obtained or caused to be obtained all insurance required under this paragraph and such insurance shall have been approved by the City Engineer of City as to form, amount, and carrier. The insurance shall be maintained in force and effect until the completion of work under this Agreement and the acceptance thereof by City. All requirements herein provided shall appear either in the body of the insurance policies or as endorsements, and shall specifically bind the insurance carrier.
(a) WORKER'S COMPENSATION INSURANCE: Seeno shall
obtain and maintain (or cause to be obtained and maintained) workers' compensation insurance for all Seeno and General Contractor employees employed at the site of improvement.

Proof of a qualified self-insurance program is acceptable.

Seeno shall require any sub-contractor similarly to provide workers'compensation insurance for all of the subcontractor's employees, unless such employees are covered by the
protection afforded by Seeno or the General Contractor. ln case any class of employees engaged in work under this
Agreement at the site of the project is not protected under any workers' compensation law, Seeno shall provide, and shall cause General Contractor and each subcontractor to provide, adequate insurance for the protection of employees not
othenryise protected. Seeno hereby agrees to indemnify City -6-
Packet Page 27 of 345Attachment 3 Page 6 of 15

for any damage resulting to it from failure of General
Contractor or any subcontractors to take out or maintain such insurance. Seeno shall provide the City Engineer with a certificate of insurance indicating workers' compensation coverage prior to engaging in any activity required by this Agreement.
(b) LIABILITY INSURANCE: Seeno, at its sole expense, shall obtain and maintain (or cause to be obtained and maintained) an insurance policy or policies, issued by an insurer or insurers as defined by the California lnsurance Code with an A.M. Best rating of B+/Xll orA-A/ll or better, providing the City, its officers, employees, and agents, named as additional insureds under the policy, broad form property damage,
personal injury, automobile, employers', and comprehensive form liability insurance in the amount of not less than $3 million per occurrence. By the terms of the insurance policy or policies, such insurance shall be deemed primary
insurance, and no other insurance effected by the City or other named insureds will be called upon to cover a loss covered thereunder.
ln the event that any of the insurance policies provided for in this Section 12 insures any entity, persons, boards, or commissions other than those mentioned in this paragraph, such policy shall contain a standard form of cross-liability endorsement, insuring on such policy City, its elective and appointive boards, commissions, officers, agents, and employees, Seeno, General Contractor and any subcontractor performing work covered by this Agreement. All stated minimum levels of insurance may be met by a combination of primary, excess, and umbrella insurance, including any fronting or captive insurance, provided lndemnitee is endorsed as an additional insured with regard to all such excess coverage. -7-
Packet Page 28 of 345Attachment 3 Page 7 of 15

13 City agrees that the insurance requirements in this Section 12 may be satisfied with insurance furnished by the General Contractor that meets such insurance requirements. ln its contract with the General Contractor, Seeno agrees to require the General Contractor to agree to include in thei(its) subcontracts with all of its subcontractors (a) the same requirements and provisions of this Agreement including the indemnity and lnsurance requirements to the extent they apply to the scope of the subcontractors' work, and (b) the requirement that the subcontractors include such provisions in the subcontracts, if any, that such subcontractors enter into with their subcontractors.

Evidence of lnsurance: Seeno shall furnish the City Engineer prior to commencement of any work hereunder, with satisfactory evidence of the insurance required, and evidence that each carrier is required to give City at least thirty days prior notice of the cancellation or reduction in coverage of any policy during the effective period of this Agreement. 14 Title to lm orovements Title to and ownership of all improvements 15 constructed hereunder shall vest absolutely in City upon completion and acceptance of such improvements by City.

Repair or Reconstruction of Defective Work: lf, within a period of one year after final acceptance of the work performed under this Agreement, any improvement or part of any improvement furnished and/or installed or constructed, or caused to be installed or constructed by Seeno, or any of the work done under this Agreement fails to fulfill any of the requirements of this Agreement or the specifications referred to herein, Seeno shall without delay and without any cost to City, repair or replace or reconstruct, or cause to be repaired or replaced or reconstructed, any defective or othenrise unsatisfactory part or parts of the work or structure. Should Seeno fail to act promptly or in accordance with this requirement, or should the exigencies of the case require repairs or replacements to be made before Seeno can be notified, City may, at its option, make the necessary repairs or replacements or perform the necessary work, and Seeno shall -8-
Packet Page 29 of 345Attachment 3 Page 8 of 15

pay to City the actual cost of such repairs plus fifteen percent (15o/o) within thirty (30) days of the date of billing for such work by City. At the time these improvements are completed to the satisfaction of the City Engineer, a warranty bond shall be submitted to release the original bonds.

16. Neither Seeno nor General Contractor Are Aqent of Citv: Neither Seeno nor General Contractor nor any of Seeno's or General Contractor's agents or subcontractors are or shall be considered to be agents of City in connection with the performance of the obligations under this Agreement.

17. Notice of Breach and Default: lf Seeno refuses or fails to obtain prosecution of the work, or any severable part thereof, with such diligence as will ensure its completion within the time specified, or any extension thereof, or fails to obtain completion of the work within such time, or if Seeno should be adjudged a bankrupt, or Seeno should make a general assignment for the benefit of Seeno's creditors, or if a receiver should be appointed in the event of Seeno's insolvency, or if Seeno or its General Contractor or any of their subcontractors, agents, or employees should violate any of the provisions of this Agreement, City Engineer may serve written notice upon Seeno and Seeno's surety of breach of this Agreement, or of any portion thereof, and of default of Seeno hereunder.

18. Breach of Aqreement: Performance bv Surety or City: ln the event of any such notice, Seeno's surety shall have the duty to take over and complete the work and the improvement herein specified; provided, however, that if the surety within fifteen (15) days after the serving of such notice of breach upon it does not give City written notice of its intention to take over the performance of the contract, and does not commencd performance thereof within fifteen (15) days after notice to City of such election, City may take over the work and prosecute the same to completion by contract, or by any other method City may deem advisable, for the account and at the expense of Seeno, and Seeno's surety shall be liable to City for any excess cost of damages occasioned City thereby; and in such event, City, without liability for so doing, may take possession of and utilize in completing the work, -9-
Packet Page 30 of 345Attachment 3 Page 9 of 15

19. such materials, appliances, plant and other property belonging to Seeno or its General Contractor as may be on the site of the work and necessary therefor. Seeno shall cause the Construction Contract to include a provision implementing the rights of City pursuant to this Section 18.

Notices: All notices herein required shall be in writing, and delivered in person or sent by registered mail, postage prepaid.

Notices required to be given to City shall be addressed as follows:

Fairfield Citv Hall, Attn: Citv Enqineer
1000 Webster Street
Fairfield. CA 94533
Notices required to be given to Seeno shall be addressed as follows:

ALBERT D. SEENO CONSTRUCTION CO.
4021 PORT CHICAGO HIGHWAY
coNcoRD. cA 94520
(To be completed by Seeno)
Notices to be given surety of Subdivider shall be addressed as follows:

LEXON INSURANCE COMPANY
1OO2 SHELBYVILLE sUtTF 1 oo
LOUISVILLE. KY 40223
20 (To be completed by surety of Seeno)
Any party or the surety may change such address by notice in writing to the other party and thereafter notices shall be addressed and transmitted to the new address.

Oversizinq: Public improvement oversizing and/or reimbursement as defined in City Code Chapter 68, Chapter 10, Article lV, Sections 10.56 through 10.65; and Chapter 25, Article lll, Section 25.166.79 through

25.166.81 is not applicable.
-10-
Packet Page 31 of 345Attachment 3 Page 10 of 15

21.Additional Terms and Conditions: This Agreement is subject to the following additionalterms and conditions (except as specifically provided otherwise):
a) Approval of this lmprovement Agreement shall not obligate the City to subsequently accept improvements which strictly conform to the plans referenced by this Agreement. All costs associated with modifications resulting from subsequent improvement plan changes required by the City shallbe borne by Seeno.
b)Restrictions on Buildinq Permit lssuance: Pursuant to the DA, Seeno shall be responsible for the design and
construction of the Required lmprovements, and for it to be operational prior to either (a) issuance of the first multi-family unit Building permit or (b) issuance of the 70th Buibing permit within Zone ll for any cumulative development within the Enclave at Red Top or Fieldcrest subdivisions or the Villas at Havenhill apartment project. Seeno and City acknowledge City Council approval of Resolution 2019-98, approving "The Enclave at Red Top Unit 1" finalmap subdividing the land into 65 single-family parcels and Resolution No. 2021-236,
approving "The Enclave at Red Top Unit 2" final map
subdividing the land into 63 single-family parcels.
c) Prevailinq Wase Requirement: Seeno shall comply with all prevailing wage requirements, with respect to the Required lmprovements, as required by California law, including but shall not be limited to the following:
. Per the Public Contract Code, Seeno shall obtain a
minimum of three (3) bids from qualified contractors.

Qualifications shall be prepared by Seeno as part of
the bid package to be reasonably approved by the City
Engineer. At the City Engineer's sole discretion, Seeno shall select the lowest responsible bidder.
-11-
Packet Page 32 of 345Attachment 3 Page 11 of 15

22 23
As required by California law, prevailing wage rates
shall be paid by Seeno and its contractors for all
construction of the Required lmprovements.

City shall have the opportunity to review and approve
in a timely manner all solicited proposals, bids,
contracts and change orders prior to authorization of
the work to proceed.

Seeno shall provide full documentation including, but not limited to, invoices, certified payroll and all other necessary information satisfying prevailing wage requirements
pertaining to construction of the Required lmprovements.

Documents shall be submitted monthly, at the minimum, to the City's Construction Manager.
d) Prevailinq Waqe lndemnification: Seeno shall pay
prevailing wages to the extent required by the Prevailing Wage Law (California Labor Code Section 1720 et seq.).

Seeno hereby agrees to defend, indemnifit and hold the City, its officers, agents and employees free and harmless from any liability based the failure of Developer or its contractors or subcontractors to pay prevailing wages as required by said provisions of the Labor Code.

Prohibited lnterest: No employee of the City shall have any direct financial interest in this Agreement. This Agreement shall be voidable at the opinion of the City if this provision is violated.

Local Emplovment Policv: The City of Fairfield desires, wherever possible, to hire qualified local residents to work on city projects. Local resident is defined as a person who resides in Solano County.

The City encourages an active affirmative action program on the part of its contractors, consultants, and developers.

When local projects require, subcontractors, contractors, consultants, and developers will solicit proposals from qualified localfirms where possible. -12-
Packet Page 33 of 345Attachment 3 Page 12 of 15

By
24 Qualified Bids: Both the City and Seeno acknowledge and agree that the contractor chosen as the General Contractor will satisfy the City's bidding requirements applicable to reimbursements for the improvements to be constructed under this Agreement.
lN WITNESS WHEREOF, the parties hereto have executed this lmprovement Agreement on the date set forth opposite their respective signatures.

Dated City of Fairfield,
a municipal corporation
ATTEST:

By:

City Clerk City Manager
Albert D. Seeno ction Gompany,
a California Limited rp
Title
-13-
Packet Page 34 of 345Attachment 3 Page 13 of 15

GALI FORNIA ALL-PU RPOSE AGKNOWLEDGMENT
(Givil Gode S{ { 89)
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

STATE OF CALIFORNIA )
)
)
ss.

COUNTY OF CONTRA COSTA
On April 19, 2022, before me, R. Vnleruzuem, ? Notary Public, personally appeared Louls PeRsol,ts, who proved to me on the basis of satisfactory evidence to be the person(d whose name1fl are subscribed to the within instrument and acknowledged to me that he/she#lrerfexecuted the same in his/hcrltheiFauthorized capacityfied), and that by his/hsr#heir signature(f on the instrument the person(gif, or the entity upon behalf of which the personfldcled, executed the instrument. @
R. VALENZUELA
Notary Public . Californta
Contra Costa Countv
Commission * Zli:AbS
Comm, Expires Oct 17, 2024
I certify under PENALTY OF PERJURY
under the laws of the State of California that
the foregoing paragraph is true and correct.
2a WITNESS my hand and official seal
a.lAoo-,,/a

SIGNATURE OF
*****************************************OPTIONAL ******************************************** Title or Type of Docum
Signe(s) are Representing
Document
Packet Page 35 of 345Attachment 3 Page 14 of 15

CITY OF FAIRFIELD

IMPROVEMENT AGREEMENT CHECK LIST
PROJECT NAME:

OWNER:

ADDRESS:

COUNCIL MEETING DESIRED
SUBMISSION DEADLINE:

Red Top Zone ll Pump Station
Albert D. Seeno Construction Co.
4021 Porl Chicaqo Hwv, Concord, CA 94520
Aoril19.2022
March 23.2020
DESCRIPTION QUANTIry UNIT COST AMOUNT RECD BY DATE
Plan Check Fee (less initial PC)1.35%$2,671,660 $36,067 Engineering/l nspection Fee 5.5o/o $2,671,660 $146,941
Final Map Mylar Fee 0 $15 $o
TOTAL:$183.009
Engineer's Estimate $2,671,660
Faithful Performance Bond 11Oo/o $2,939,000
Labor and Materials Bond 55o/o $1,469,500
lnsurance Certificate $3 Million
Signed Agreement
Construction Plans
Distribution:

City Manager
City Engineer
Seeno
Packet Page 36 of 345Attachment 3 Page 15 of 15

Agenda Item No: 9.

AGENDA REPORT
DATE:May 17, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022106 of the City Council of the City of Fairfield Accepting the Rancho Solano and Paradise Valley Clubhouses Flooring and Painting Project as Complete RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The adoption of this resolution accepts the Rancho Solano and Paradise Valley Clubhouses Flooring and Painting Project as complete.

DISCUSSION
On April 20, 2021, the City adopted Resolution 202172 approving a contract with Legion Contractors, Inc. (Legion), for the Rancho Solano and Paradise Valley Clubhouses Flooring and Painting Project (Project). The Project included floor replacement at both facilities and new paint at the Paradise Valley Clubhouse. The Project was complete on March 28, 2022.

The construction authorization for the Project was approved for $208,200. This amount included a total bid of $173,500 and a 20% contingency of $34,700. The final cost for the Project was $190,097.24, which is approximately 9% below the amount authorized for construction. A final walk through with Sports Restaurant of Fairfield, Inc. was conducted on March 28, 2022.

FINANCIAL IMPACT
Acceptance of the Project obligates the City to provide ongoing maintenance and repair of the improvements, which will be paid from the Rancho Solano Golf Course Fund (Fund 471, Division 61, Responsibility Code 005) and the Paradise Valley Golf Course Fund (Fund 472, Division 61, Responsibility Code 005).

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
City staff informed the Golf Advisory Board of the Project.

ALTERNATIVE ACTION
If the City Council has any questions, acceptance may be delayed so that staff may provide the Packet Page 37 of 345

Agenda Item No: 9.AGENDA REPORTDATE:May 17, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022106 of the City Council of the City of Fairfield Accepting the RanchoSolano and Paradise Valley Clubhouses Flooring and Painting Project as CompleteRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe adoption of this resolution accepts the Rancho Solano and Paradise Valley Clubhouses Flooringand Painting Project as complete.DISCUSSIONOn April 20, 2021, the City adopted Resolution 202172 approving a contract with Legion Contractors,Inc. (Legion), for the Rancho Solano and Paradise Valley Clubhouses Flooring and Painting Project(Project). The Project included floor replacement at both facilities and new paint at the Paradise ValleyClubhouse. The Project was complete on March 28, 2022.The construction authorization for the Project was approved for $208,200. This amount included a totalbid of $173,500 and a 20% contingency of $34,700. The final cost for the Project was $190,097.24,which is approximately 9% below the amount authorized for construction. A final walk through withSports Restaurant of Fairfield, Inc. was conducted on March 28, 2022.FINANCIAL IMPACTAcceptance of the Project obligates the City to provide ongoing maintenance and repair of theimprovements, which will be paid from the Rancho Solano Golf Course Fund (Fund 471, Division 61,Responsibility Code 005) and the Paradise Valley Golf Course Fund (Fund 472, Division 61,Responsibility Code 005).PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONCity staff informed the Golf Advisory Board of the Project.

ALTERNATIVE ACTION
If the City Council has any questions, acceptance may be delayed so that staff may provide the necessary additional background information.

STAFF CONTACT
Roger Dunham, Public Works Construction Manager
(707) 4287478
[email protected]
COORDINATED WITH
N/A
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Approved 5/2/2022 5:53 PM
Kaushal, Paul Approved 5/2/2022 7:17 PM
Beavers, Esther Approved 5/5/2022 1:01 PM
Beavers, Esther Approved 5/5/2022 1:05 PM
Packet Page 38 of 345

CITY OF FAIRFIELD

RESOLUTION NO. 2022-106

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD ACCEPTING THE RANCHO

SOLANO AND PARADISE VALLEY CLUBHOUSES FLOORING AND PAINTING PROJECT AS

COMPLETE

WHEREAS, the City Council approved a contract with Legion Contractors, Inc. for the Rancho Solano and Paradise Valley Clubhouses Flooring and Painting Project (Project) on April 20, 2021, by Resolution No. 2021-72; and

WHEREAS, Legion Contractors, Inc. has completed Project in accordance with the contract approved by council.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The City of Fairfield hereby accepts the Project as complete pursuant to the agreement between the City of Fairfield and Legion Contractors, Inc., approved by council on April 20, 2021.

PASSED AND ADOPTED this 17th day of May, 2022, by the following vote:

AYES: COUNCILMEMBERS: PRICE / BERTANI / MOY / PANDURO / TIMM / TONNESEN / VACCARO

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK
Packet Page 39 of 345Attachment 1 Page 1 of 1

Agenda Item No: 10.

AGENDA REPORT
DATE:May 17, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022107 of the City Council of the City of Fairfield Authorizing Submission of Grant Applications to the Federal Transit Administration (FTA) 5339(c) Low or No Emission Grant Program and the 5339(b) Grants for Bus and Bus Facilities Competitive Program
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City of Fairfield is currently developing its zeroemission electrification transition plan for Fairfield and Suisun Transit (FAST). City staff have also begun the procurement process to purchase battery electric zeroemission buses (ZEBs). This resolution authorizes the city manager, or his designees, to execute and submit grant applications to the Federal Transit Administration (FTA) Section 5339(c) Low or No Emission Grant Program and the 5339(b) Bus and Bus Facilities Program to purchase vehicles, install chargers, construct supporting infrastructure, and modernize and expand the Corporation Yard’s vehicle maintenance facility.

DISCUSSION
The FTA recently released a joint Notice of Funding Opportunity (NOFO) for the availability of up to $1.1 billion in competitive grants under the fiscal year (FY) 2022 Low or No Emissions (LowNo) Grant Program and approximately $372 million in FY 2022 funds under the Grants for Buses and Bus Facilities Program. Under the LowNo Grant Program, funds will be awarded for the purchase or lease of low or no emission transit vehicles including related equipment and facilities. The Grants for Bus and Bus Facilities Program will award projects that replace, rehabilitate, purchase or lease buses and related equipment or busrelated facilities. The FTA will accept applications under both programs and decide which one to fund the project with.

On March 15, 2016, the City adopted FAST's Alternative Fuels and Fleet Replacement Policy outlining the City’s intent to meet State emissions goals and eliminate bus emissions by implementing an all electric transit fleet. In April 2020, the City hired a consultant, Willdan Energy Solutions (Willdan), for modeling and financial planning services for the Fairfield Transit Fleet Electrification Project (project).

This project is providing a framework and business plan to transition FAST’s existing diesel and gasoline fleet to an all batteryelectric transit fleet by 2033. This project will also help FAST meet the California Air Resources Board’s (CARB) Innovative Clean Transit (ICT) regulation that requires public transit agencies to transition to a zeroemission fleet by 2040.

With the City nearing completion of FAST’s electrification transition plan, the City is in an excellent position to compete for these funds. The City will purchase up to five ZEBs, and three electric chargers, make necessary infrastructure upgrades, and modernize and expand the current vehicle maintenance facility by adding up to four additional vehicle bays.

Modernization and expansion of the vehicle maintenance facility is necessary for public works staff to maintain FAST’ ZEBs as the current facility configuration does not allow for electric vehicle maintenance. In addition to transit vehicles, this project will benefit the public works fleet that share use of the facility and are also mandated to convert to electric vehicles.

The City is requesting up to $ 12.02 million from the FTA for this project grant application. The City is planning to match this grant with the following state and local sources:
$750,000 from the Low Carbon Transit Operations Program (LCTOP) $420,000 in proceeds from the sale of the Red Top Road split parcel $1,830,000 in Local Transportation Development Act funds FINANCIAL IMPACT
If awarded this grant, the City anticipates that the FTA could provide up to 80% ($12.02 million) of the overall project costs ($15.02 million) to renovate and expand the current vehicle maintenance facility.

The City would fund the 20% match requirement with $3 million in State and Local Transportation Funding. Because these are competitive discretionary grant programs, the application award is subject to FTA approval.

All operating and capital expenses for FAST are supported with state and federal transportation grant funds. No financial resources from the City’s General Fund are used for FAST expenses.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The City Council may choose against approving the submission of these grant applications.

STAFF CONTACT
Shaun Vigil, Transportation Planner II
(707) 4343807
[email protected]
COORDINATED WITH
N/A
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Feinstein, Diane Approved 5/2/2022 5:24 PM
Packet Page 41 of 345

Agenda Item No: 10.AGENDA REPORTDATE:May 17, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022107 of the City Council of the City of Fairfield Authorizing Submissionof Grant Applications to the Federal Transit Administration (FTA) 5339(c) Low or NoEmission Grant Program and the 5339(b) Grants for Bus and Bus FacilitiesCompetitive ProgramRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe City of Fairfield is currently developing its zeroemission electrification transition plan for Fairfieldand Suisun Transit (FAST). City staff have also begun the procurement process to purchase batteryelectric zeroemission buses (ZEBs). This resolution authorizes the city manager, or his designees, toexecute and submit grant applications to the Federal Transit Administration (FTA) Section 5339(c) Lowor No Emission Grant Program and the 5339(b) Bus and Bus Facilities Program to purchase vehicles,install chargers, construct supporting infrastructure, and modernize and expand the Corporation Yard’svehicle maintenance facility.DISCUSSIONThe FTA recently released a joint Notice of Funding Opportunity (NOFO) for the availability of up to $1.1billion in competitive grants under the fiscal year (FY) 2022 Low or No Emissions (LowNo) GrantProgram and approximately $372 million in FY 2022 funds under the Grants for Buses and BusFacilities Program. Under the LowNo Grant Program, funds will be awarded for the purchase or leaseof low or no emission transit vehicles including related equipment and facilities. The Grants for Bus andBus Facilities Program will award projects that replace, rehabilitate, purchase or lease buses andrelated equipment or busrelated facilities. The FTA will accept applications under both programs anddecide which one to fund the project with. On March 15, 2016, the City adopted FAST's Alternative Fuels and Fleet Replacement Policy outliningthe City’s intent to meet State emissions goals and eliminate bus emissions by implementing an allelectric transit fleet. In April 2020, the City hired a consultant, Willdan Energy Solutions (Willdan), formodeling and financial planning services for the Fairfield Transit Fleet Electrification Project (project).This project is providing a framework and business plan to transition FAST’s existing diesel andgasoline fleet to an all batteryelectric transit fleet by 2033. This project will also help FAST meet theCalifornia Air Resources Board’s (CARB) Innovative Clean Transit (ICT) regulation that requires publictransit agencies to transition to a zeroemission fleet by 2040.With the City nearing completion of FAST’s electrification transition plan, the City is in an excellentposition to compete for these funds. The City will purchase up to five ZEBs, and three electric chargers,make necessary infrastructure upgrades, and modernize and expand the current vehicle maintenancefacility by adding up to four additional vehicle bays. Modernization and expansion of the vehicle maintenance facility is necessary for public works staff tomaintain FAST’ ZEBs as the current facility configuration does not allow for electric vehiclemaintenance. In addition to transit vehicles, this project will benefit the public works fleet that share useof the facility and are also mandated to convert to electric vehicles.The City is requesting up to $ 12.02 million from the FTA for this project grant application. The City isplanning to match this grant with the following state and local sources:$750,000 from the Low Carbon Transit Operations Program (LCTOP)$420,000 in proceeds from the sale of the Red Top Road split parcel$1,830,000 in Local Transportation Development Act fundsFINANCIAL IMPACTIf awarded this grant, the City anticipates that the FTA could provide up to 80% ($12.02 million) of theoverall project costs ($15.02 million) to renovate and expand the current vehicle maintenance facility.The City would fund the 20% match requirement with $3 million in State and Local TransportationFunding. Because these are competitive discretionary grant programs, the application award is subjectto FTA approval. All operating and capital expenses for FAST are supported with state and federal transportation grantfunds. No financial resources from the City’s General Fund are used for FAST expenses.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONThe City Council may choose against approving the submission of these grant applications.STAFF CONTACTShaun Vigil, Transportation Planner II(707) 434[email protected] WITHN/AATTACHMENTS:DescriptionProposed ResolutionREVIEWERS:

Reviewer Action Date
Feinstein, Diane Approved 5/2/2022 5:24 PM
Kaushal, Paul Approved 5/2/2022 7:18 PM
Beavers, Esther Approved 5/5/2022 3:28 PM
Beavers, Esther Approved 5/5/2022 3:29 PM
Packet Page 42 of 345

CITY OF FAIRFIELD

RESOLUTION NO. 2022-_____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD AUTHORIZING SUBMISSION OF GRANT APPLICATIONS TO THE FEDERAL TRANSIT ADMINISTRATION (FTA) 5339(C) LOW OR NO EMISSION GRANT PROGRAM AND THE 5339(B) GRANTS FOR BUS AND BUS FACILITIES

COMPETITIVE PROGRAM

WHEREAS, the FTA Section 5339(c) Low or No Emissions Grant Program has made available $1.1 billion and the 5339(b) Bus and Bus Facilities Program has made available $410 million in funding to assist local transit agencies, cities, and counties to replace, rehabilitate, purchase, or lease zero-emission buses, chargers, related infrastructure, and facilities; and

WHEREAS, the FTA Section 5339(c) and 5339 (b) applicants require evidence of availability of local matching funds with a board resolution; and

WHEREAS, the City of Fairfield has funding available and will program a total of $3 million in State and local Transportation Development Act (TDA) funds for zero-emission buses, chargers, related infrastructure, and facilities; and

WHEREAS, under the guidelines developed by the State of California, the City of Fairfield is an eligible applicant for these funds.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The city manager, public works director, or transportation manager is hereby authorized to execute and submit all required documents to the Federal Transit Administration (FTA) for submitting and accepting grant allocations from FTA Section 5339(c) Low or No Emissions and 5339(b) Bus and Bus Facilities Program for purchase of zero-emission buses.

Section 2. The City of Fairfield recognizes it is responsible for compliance with all FTA grant assurances and state and federal laws.

Packet Page 43 of 345Attachment 1 Page 1 of 2

RES. NO. 2022-_____

Page 2 ends

PASSED AND ADOPTED this 17th day of May, 2022, by the following vote:

AYES: COUNCILMEMBERS: PRICE / BERTANI / MOY / PANDURO / TIMM / TONNESEN / VACCARO

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK
Packet Page 44 of 345Attachment 1 Page 2 of 2

Agenda Item No: 11.

AGENDA REPORT
DATE:May 17, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022108 of the City Council of the City of Fairfield Approving the Consultant Services Agreement for Geographic Information System Assessment and Strategy with Geographic Technologies Group
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Information Technology (IT) Department seeks approval to enter into a consultant services agreement with Geographic Technologies Group (GTG) for Geographic Information System (GIS) assessment and Strategy.

DISCUSSION
The City of Fairfield (City) uses GIS across various departments for infrastructure planning, integrating GIS into various business applications for development and capital improvement projects (CIP), water utility projects, police 911 system, fire maps, and emergency and disaster planning. GIS technologies are powerful tools for improving the quality, accuracy, efficiency, and responsiveness of services provided by the City. An enterprise GIS strategy guides and focuses on:

Using mutually accepted standards, policies, and business practices Encouraging collaborative GIS efforts internally among City departments and externally with cities, government, and related organizations
Integrating GIS technologies into City business operations Supporting emergency and disaster planning, response, and recovery Maximizing the costeffectiveness of GIS investments
The last enterprise GIS assessment was completed six years ago, and staff is recommending a re evaluation for enterprise GIS due to changes in GIS architecture, business application technologies, and staff resources to continue to be effective in providing critical services. The new GIS assessment and strategy would specify ways in which recommended solutions will improve the City’s operations and overall service delivery, streamline operations to achieve cost efficiencies, increase productivity, and support open and transparent governance.

Packet Page 45 of 345

A Request for Proposals (RFP) was released in December 2021, and six qualifying responses were received. A review committee comprised of staff from multiple departments evaluated each of the six RFP responses, conducted reference checks, and determined that the proposal from GTG best fits the City’s business, technological, and fiscal requirements. GTG has created and implemented over 200 comprehensive GIS Master Plans for local governmental agencies.

GTG will be conducting surveys, interviews, and workshops with city staff to do an assessment and analysis of the City’s current enterprise GIS. One task is to develop a governance plan that outlines the administration, maintenance, and support for the enterprise GIS. Another task is to develop an implementation plan to provide a fiveyear roadmap for GIS services and recommend a strategy with actions and next steps. The development and planning process will be a citywide effort involving key staff representing all City departments.

The objectives and deliverables of the contract will be:

1. Assess the current enterprise GIS
• GIS data gathering and needs assessment
• Technology (hardware, software, and network) readiness assessment • Organizational (budget and staffing resources) readiness assessment

2. Develop a GIS Master Plan (fiveyear) roadmap
• Difficulties: Risks, Challenges, Barriers, and Pitfalls • Governance and Staffing Model
• Schedule, Budget, and CostBenefit Analysis

3. Conduct a comprehensive GIS data assessment to assess parcels and address data sets to meet GIS business needs and enterprise authoritative source requirements

4. Assess GIS training, education, and knowledge transfer requirements and develop an enterprise curriculum and a GIS training portal

5. Assess the current GIS policies and procedures and provide recommendations and draft solutions

6. Develop Key Performance Indicators (KPI) or measures for GIS

7. Return on Investment (ROI) Analysis
The plan would serve as a crucial tool to measure the City’s current GIS performance and look at what we can and should be doing to continue innovating as we deliver projects and services to the community. The IT Department will update the GIS master plan every five years with annual performance reporting. It will help us identify the organizational priorities in line with our City’s Strategic Goals and the IT Department’s vision, mission, and values.

FINANCIAL IMPACT
The total amount requested is not to exceed $150,000, which includes $139,960 to engage into the consultant services agreement with GTG for GIS Assessment and Strategy plus contingency in the amount of $10,040 from the Computer Services Fund (Fund 522, Division and Responsibility 99000).

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
City Council may choose not to approve the proposed consultant agreement with GTG. This would negatively impact the roles GIS has in emergency and disaster planning, response, and recovery efforts. Staff considered developing a GIS Assessment internally, however, the benefits of obtaining an outside perspective that could provide industry best practices and experience working with other local municipalities was deemed essential to creating a framework that the City can use for the next five years.

Packet Page 46 of 345

Agenda Item No: 11.AGENDA REPORTDATE:May 17, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022108 of the City Council of the City of Fairfield Approving the ConsultantServices Agreement for Geographic Information System Assessment and Strategy withGeographic Technologies GroupRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe Information Technology (IT) Department seeks approval to enter into a consultant servicesagreement with Geographic Technologies Group (GTG) for Geographic Information System (GIS)assessment and Strategy.DISCUSSIONThe City of Fairfield (City) uses GIS across various departments for infrastructure planning, integratingGIS into various business applications for development and capital improvement projects (CIP), waterutility projects, police 911 system, fire maps, and emergency and disaster planning. GIS technologiesare powerful tools for improving the quality, accuracy, efficiency, and responsiveness of servicesprovided by the City. An enterprise GIS strategy guides and focuses on:Using mutually accepted standards, policies, and business practicesEncouraging collaborative GIS efforts internally among City departments and externally with cities,government, and related organizationsIntegrating GIS technologies into City business operationsSupporting emergency and disaster planning, response, and recoveryMaximizing the costeffectiveness of GIS investmentsThe last enterprise GIS assessment was completed six years ago, and staff is recommending a reevaluation for enterprise GIS due to changes in GIS architecture, business application technologies,and staff resources to continue to be effective in providing critical services. The new GIS assessmentand strategy would specify ways in which recommended solutions will improve the City’s operationsand overall service delivery, streamline operations to achieve cost efficiencies, increase productivity,and support open and transparent governance.A Request for Proposals (RFP) was released in December 2021, and six qualifying responses werereceived. A review committee comprised of staff from multiple departments evaluated each of the sixRFP responses, conducted reference checks, and determined that the proposal from GTG best fits theCity’s business, technological, and fiscal requirements. GTG has created and implemented over 200comprehensive GIS Master Plans for local governmental agencies. GTG will be conducting surveys, interviews, and workshops with city staff to do an assessment andanalysis of the City’s current enterprise GIS. One task is to develop a governance plan that outlines theadministration, maintenance, and support for the enterprise GIS. Another task is to develop animplementation plan to provide a fiveyear roadmap for GIS services and recommend a strategy withactions and next steps. The development and planning process will be a citywide effort involving keystaff representing all City departments. The objectives and deliverables of the contract will be:1. Assess the current enterprise GIS• GIS data gathering and needs assessment• Technology (hardware, software, and network) readiness assessment• Organizational (budget and staffing resources) readiness assessment2. Develop a GIS Master Plan (fiveyear) roadmap• Difficulties: Risks, Challenges, Barriers, and Pitfalls• Governance and Staffing Model• Schedule, Budget, and CostBenefit Analysis3. Conduct a comprehensive GIS data assessment to assess parcels and address data sets tomeet GIS business needs and enterprise authoritative source requirements4. Assess GIS training, education, and knowledge transfer requirements and develop an enterprisecurriculum and a GIS training portal5. Assess the current GIS policies and procedures and provide recommendations and draftsolutions6. Develop Key Performance Indicators (KPI) or measures for GIS7. Return on Investment (ROI) AnalysisThe plan would serve as a crucial tool to measure the City’s current GIS performance and look at whatwe can and should be doing to continue innovating as we deliver projects and services to thecommunity. The IT Department will update the GIS master plan every five years with annual performancereporting. It will help us identify the organizational priorities in line with our City’s Strategic Goals and theIT Department’s vision, mission, and values.FINANCIAL IMPACTThe total amount requested is not to exceed $150,000, which includes $139,960 to engage into theconsultant services agreement with GTG for GIS Assessment and Strategy plus contingency in theamount of $10,040 from the Computer Services Fund (Fund 522, Division and Responsibility 99000).PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONCity Council may choose not to approve the proposed consultant agreement with GTG. This wouldnegatively impact the roles GIS has in emergency and disaster planning, response, and recoveryefforts. Staff considered developing a GIS Assessment internally, however, the benefits of obtaining anoutside perspective that could provide industry best practices and experience working with other localmunicipalities was deemed essential to creating a framework that the City can use for the next five years.

STAFF CONTACT
Savita Chaudhary, Director of IT
(707) 4287582
[email protected]
COORDINATED WITH
Community Development Department, Finance Department, Fire Department, Parks and Recreation Department, Police Department, Public Works Department
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement
RFP Response
REVIEWERS:

Reviewer Action Date
Chaudhary, Savita Approved 4/25/2022 9:06 PM
Beavers, Esther Approved 5/5/2022 1:23 PM
Beavers, Esther Approved 5/5/2022 1:23 PM
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CITY OF FAIRFIELD

RESOLUTION NO. 2022-108

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD APPROVING THE CONSULTANT

SERVICES AGREEMENT FOR GEOGRAPHIC INFORMATION SYSTEM ASSESSMENT AND

STRATEGY WITH GEOGRAPHIC TECHNOLOGIES GROUP

WHEREAS, the City of Fairfield (City) utilizes Geographic Information Systems (GIS) across various departments for infrastructure planning, integrating GIS into various business applications for development and capital improvement projects (CIP), water utility projects, police 911 system, fire maps, and emergency and disaster planning; and

WHEREAS, the previous GIS assessment was completed six years ago and GIS architecture, business application technologies, and staff resources have changed; and

WHEREAS, on December 7, 2021, the City issued a Request for Proposals (RFP) for a GIS Assessment and Strategy and received six qualifying vendor responses; and

WHEREAS, the RFP review committee evaluated each proposal and determined that the Geographic Technologies Group (GTG) proposal best met the City’s operational, technological, and fiscal requirements; and

WHEREAS, the City’s Information Technology (IT) Department proposes to enter into a consultant services agreement with GTG for GIS Assessment and Strategy from the Computer Services Fund.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The City Council hereby approves the consultant services agreement with GTG for GIS Assessment and Strategy in the amount of $139,960 plus contingency in the amount of $10,040 for a total not to exceed $150,000 from the Computer Services Fund.

Section 2. The council hereby authorizes the city manager or designee to execute the purchase and do all other things deemed necessary or useful in implementing this resolution.

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RES. NO. 2022-108

Page 2 ends

PASSED AND ADOPTED this 17th day of May, 2022, by the following vote:

AYES: COUNCILMEMBERS: PRICE / BERTANI / MOY / PANDURO / TIMM / TONNESEN / VACCARO_

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK

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CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT FOR
GIS Assessment and Strategy with Geographic Technologies Group
THIS AGREEMENT is made at Fairfield, California, as of ____________, by and between the City of Fairfield, a municipal corporation (the “CITY") and Geographic Technologies Group. ("CONSULTANT"), who agree as follows:
1) SERVICES. Subject to the terms and conditions set forth in this Agreement, CONSULTANT shall provide to the CITY the services described in Exhibit “A,” which consists of the proposal submitted by CONSULTANT. CONSULTANT shall provide said services at the time, place, and in the manner specified in Exhibit “A.” 2) PAYMENT. CITY shall pay CONSULTANT for services rendered pursuant to this Agreement at the times and in the manner set forth in Exhibit “B.” The payments specified in Exhibit “B” shall be the only payments to b e made to CONSULTANT for services rendered EXHIBIT “B” pursuant to this Agreement. CONSULTANT shall submit all billings for said services to the CITY in the manner specified in Exhibit “B.” 3) FACILITIES AND EQUIPMENT. CONSULTANT shall, at its sole cost and expense, furnish all facilities and equipment which may be required for furnishing services pursuant to this Agreement.
4) GENERAL PROVISIONS. The general provisions set forth in Exhibit “C” are part of this Agreement. In the event of any inconsistency between said general provisions and any other terms or conditions of this Agreement, the provisions set forth in Exhibit “C” shall control.
5) INSURANCE REQUIREMENTS. The insurance requirements set forth in Exhibit “D” are part of this Agreement. In the event of any inconsistency between said general provisions and any other terms or conditions of this Agreement, the requirements set forth in Exhibit “D” shall control.
6) EXHIBITS. All exhibits referred to herein are attached hereto and are by this reference incorporated herein.
7) TERM. This agreement shall commence on the date first written above and shall remain in effect for a period of one (1) year following effective date or until the scope of work is completed.

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CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT FOR
GIS Assessment and Strategy with Geographic Technologies Group
EXECUTED as of the day first above stated-.

City of Fairfield, a municipal corporation
By: _________________________________

CONSULTANT
By: _________________________________
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CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT
FOR GIS Assessment and Strategy with Geographic
Technologies Group

EXHIBIT “A”

SCOPE OF WORK
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City of Fairfield| CA
Request for Proposals for GIS Assessment and Strategy

CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT
FOR GIS Assessment and Strategy with Geographic
Technologies Group

Scope of Work
Introduction
City of Fairfield: Five-Year Geographic Information Systems (GIS) Master Plan

Table of Contents
• Task 1: GIS Data Gathering and Needs Assessment
o
o
o
o
o
▪
▪
▪
▪
▪
▪
• Task 2: Develop Geographic Information Systems (GIS) Master Plan o
o
o
o
o
o
• Task 3: Conduct a Comprehensive GIS Data Assessment
• Task 4: Assess GIS Training, Education and Knowledge Transfer Requirements and Develop an Enterprise Curriculum
• Task 5: Assess the Current GIS Policies and Procedures and Provide Recommendation and Draft Solutions
o
o
o
• Task 6: Develop Key Performance Indicators (KPI) or Measures for GIS • Task 7: Return on Investment (ROI) Analysis
o
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City of Fairfield| CA
Request for Proposals for GIS Assessment and Strategy

CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT FOR
GIS Assessment and Strategy with Geographic Technologies Group

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Request for Proposals for GIS Assessment and Strategy

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Understanding

STANDARDS

COLLABORATION

INTEGRATION

SUPPORT
EMERGENCY RESPONSE:

REAL-TIME:

BENEFITS
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Scope of Services
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CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT FOR GIS Assessment and Strategy with Geographic Technologies Group

Milestone 1: Kick-Off Meeting and Technology Seminar

Kick-Off Meeting
and Local Government Technology Seminar
GTG Project Manager, Mr. David Holdstock,
Milestone 2: Online Questionnaire

Online GIS Questionnaire
Six Pillars of GIS Sustainability
GIS governance data
and databases workflows, procedures,
integration and interoperability GIS
software ecosystem IT infrastructure
GIS training, education, and knowledge transfer
City of Fairfield Departments
•
•
•
•
•
•
•
•
•
City of Fairfield
City of Fairfield
Online Questionnaire
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Milestone 3: Public Consultation Strategy (Addition to Scope)

public engagement and civic inclusion
Public consultation, public comment, or simple
requests for ideas from residents, businesses, or other interested parties is a strategy aimed at soliciting feedback from key local stakeholders on matters affecting the community.

The City of Fairfield will be
leveraging GIS and location Intelligence tools and technologies to best serve constituents, strengthen their communities and expand civic participation.

GIS Strategic Plan will include feedback strategies that will broaden public participation
Milestone 4: Remote Departmental Interviews

It is anticipated that each
department will attend a specific online or in-person meeting with GTG staff.

Participants will include, but are not limited to:

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Department Interview Length
City Manager
Finance
Fire
Housing Services
Information Technology
Parks and Recreation
Community Development
Planning
Building Safety
Economic Development)
Police
Public Works
Solano County
Other intergovernmental organizations

Milestone 5: GIS Needs Analysis

GTG will present all
findings and recommendations to the City during an onsite meeting
one-hour presentation and an
opportunity for discussion and feedback.
.

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benchmarking strategy that provides a
diagnosis of the current health of the City’s GIS.

The information used in
this benchmarking analysis will come from the
departmental interviews – paying particular
attention to GIS and IT. GTG will develop a Vision,
Goals, and Objectives for the City’s GIS.

The GIS Heartbeat
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“Beyond Location
Intelligence” Webinar Series
GTGbli10
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create, integrate,
retrieve, deliver, and manage data and databases for internal and external use while maintaining data integrity and
structure.

Each has supported strong data storage, back-up, architecture, data recovery governance, and cloud-based policies.
“a good Enterprise Data Management Plan (EDMP)
will establish effective governance, management, and uses of data, including metadata, within a full spectrum of the City’s business and organizational processes” Does the City of Fairfield have the following?

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Request for Proposals for GIS Assessment and Strategy

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Data Management Strategy:

Data Management Business Case and Funding:

Data Management Program:

GTG’s Six Pillars of GIS Sustainability
Data Governance:

GTG’s Standard
Data Management Operating Procedures (SOP) for Local Government Data Architecture:

GTG Architectural Design
Technology Architecture:

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Data Quality:

Data Operations:

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Task 1 Deliverables

•
•
•
•
•
•
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The city indicated that GTG should develop a plan of work GTG believes will most effectively meet the City’s objectives of assessing current gaps and developing a roadmap for improved business systems
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Milestone 1: GIS Needs Assessment Report

GIS Needs Assessment
Defining Business Needs
GIS Requirements:
▪
▪
▪
▪
▪
▪
▪
▪
•
•
•
▪
▪
▪
•
•
Public Consultation Strategy:

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Data Layer Matrix:

Business Processes and Workflows
GAP Analysis:

Data Sharing (internal):

Data Sharing (External):

Six Pillars of GIS Sustainability

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Milestone 2: Technology Readiness Assessment Report

Technology Readiness Assessment
• Hardware, Software, and Hosting
• Network Communication
• Business Objectives
• Technology Replacement
• Technology Requirements
• Self-Service Solutions
• Industry Best Business Practices
• Digital Data Layer Readiness:
o
o
o
o
o
o
• Conceptual System Design
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Milestone 3: Authoritative Data Source Assessment Report

Authoritative Data Source Assessment
Milestone 4: Organizational Readiness Assessment Report

Organizational Readiness Assessment Report
GIS User Group
IT Workflow
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Organizational Structure and Guidelines
Regional GIS
GIS Team
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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Milestone 5: GIS System Design and Strategic Implementation Plan

GIS System Design and Strategic Implementation Plan
Executive GIS Strategic Plan”
document for the City of
Fairfield can be made
available to the public in the
form of a virtual flipbook.

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Milestone 6: Final Presentation

final presentation
•
•
•
•
•
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Task 2 Deliverables:

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CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT FOR GIS Assessment and Strategy with Geographic Technologies Group

GTG will perform an assessment of all the City’s existing 150+ GIS data layers This will include Statistics on the accuracy,
completeness, and integrity of each data layer, and the level of effort and best method to resolve all accuracy and completeness issues related to each data layer Task 3 Deliverables
accuracy, reliability, and
completeness.

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existing GIS training,
education, and knowledge transfer needs of the city

Task 4 Deliverables
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new
state-of-the-art GIS policies and Standard Operating
Procedures (SOP)
Milestone 1: Develop and Document GIS Policies

1. External Records Transmittal Policy A policy for introducing data from external sources to the enterprise GIS. The policy includes in-depth forms and checklists designed to ensure data packages are complete and will conform to Fairfield GIS requirements.

2. GIS File and Static Map Naming Policy This policy is designed to provide guidance on standardized GIS and map file naming conventions. This should create and/or build upon and expand the City’s existing “Naming Conventions” policy.

3. Internal Filing Policy: A policy that describes the procedures for handling hard copy source documents (as-built, plans, record drawings, etc.) – how they are digitized and how they are stored.

4. Access to Drawings Policy: Develop a policy to push out more detailed drawings other than maps out to the field as some tasks only require mapping accuracy, while other tasks require engineering accuracy ( being able to see as-builts without coming back to the office, similar to how Caltrans has archived records of surveys).

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CITY OF FAIRFIELD CONSULTANT SERVICES AGREEMENT FOR GIS Assessment and Strategy with Geographic Technologies Group

5. Map Layout Policy: A policy for creating standardized procedures and map products and developing standardized map templates in ArcMap.

6. New GIS File Creation Policy A policy that details procedures for creating new GIS files in the enterprise including justifying the new data and providing a notification mechanism so that all GIS users are aware of the new data.

7. Data Collection and Editing Policy A policy that details guidelines and procedures for data collection on existing assets. Include policies and procedures for data collection and editing.

8. Owning and Updating Layers: Document guidelines and procedures for who will own and update certain layers once they are created.

9. Team Charter: Document the purpose, goals, objectives, and critical success factors of the GIS Team at Fairfield. Create new and/or modify existing documents that will be revised and expanded.

Milestone 2: Develop and Document Standard Operating Procedures (SOP)

1. Metadata Standards and Standard Operating Procedures Procedures for the creation and maintenance of metadata including data source, description, lineage, projection, use constraints, field descriptions, etc. Will create new, revise, and expand the City’s existing metadata document.

Geospatial Data Standards and Creation Procedures
Policies and procedures for data creation at the City of Fairfield. Includes spatial (horizontal and vertical) accuracy, coordinate projection, metadata requirements, data quality, importing and creating data, process workflows, etc.

3. ArcGIS Versioning Procedures for administration and use of the ArcGIS versioning environment. Includes administration of the versioned environment with ArcCatalog and how editors will use versioning in the ArcMap environment.

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4. Active Directory Procedures for using Active Directory user accounts and groups with both ArcGIS Server and with Microsoft SQL Server to simplify the provisioning of user credentials.

5. Database Permissions and Security: Describes how to properly configure roles and permissions in SQL Server and how that interacts with setting privileges in ArcCatalog on SDE database objects.

6. ArcGIS Server User Authentication Procedures for configuring ArcGIS Server’s authentication tier using either ArcGIS Server token-based authentication or by using web-tier authentication.

7. Quality Assurance / Quality Control Procedures for using and enforcing QA/QC in the enterprise GIS. Includes checklists for ensuring quality during data editing, data migration, map production, etc.

Milestone 3: Develop GIS Work Plan with Roles and Responsibilities

GIS work plan with Roles and
Responsibilities based on the new KPI’s, policies, and the new vision, mission, goals, and objectives of the City’s GIS.

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Task 5 Deliverables

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measuring and monitoring the progress and success of
the tasks associated with an enterprise GIS is good
management.

GIS benchmarking strategy that includes over 120 GIS performance variables
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•
•
Example: GTG’s 120 KPI Criteria

Task 6 Deliverables
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Return on Investment (ROI) analysis,
Cost-Benefit Analysis, and develop a Value Proposition
Milestone 1: Develop a Value Proposition

GTG’s strategy includes the use of 40
Operational, Organizational, Technical and Tactical, and Community and Environmental Benefits to the City of
Fairfield.

Operational Benefits
Organizational Benefits
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Technical & Tactical Benefits
Community & Environmental Benefits
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Task 7 Deliverables

•
•
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Project Schedule

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CITY OF FAIRFIELD CONSULTANT SERVICES
AGREEMENT FOR GIS Assessment and Strategy with
Geographic Technologies Group

EXHIBIT “B”

PAYMENT

1) Payment for services shall be made to CONSULTANT on a fixed cost. The total cost for the services rendered under the Scope of Services described in Exhibit “A” shall be one hundred thirty-nine thousand and nine hundred sixty dollars ($139,960)

Itemized Cost Breakdown

This project is a not-to-exceed lump sum fee of $139,960. All tasks will be performed remotely with the opportunity for several site visits at no additional cost to the City of Fairfield.

No reimbursable charges will be incurred. Itemized project costs are as follows:

Task Cost COST
TASK 1: DEVELOP A GEOGRAPHICAL INFORMATION SYSTEM (GIS) MASTER PLAN
$68,000
TASK 2: CONDUCT A COMPREHENSIVE GIS DATA ASSESSMENT $27,520 TASK 3: ASSESS GIS TRAINING, EDUCATION, AND KNOWLEDGE TRANSFER

REQUIREMENTS AND DEVELOP AN ENTERPRISE CURRICULUM
$15,000
TASK 4: ASSESS THE CURRENT GIS POLICIES AND PROCEDURES AND PROVIDE

RECOMMENDATIONS AND DRAFT SOLUTIONS
$20,790
TASK 5: DEVELOP KEY PERFORMANCE INDICATORS (KPIs) OR MEASURES FOR GIS
$8,650
TOTAL FEE $139,960

*Task 5 includes the additional Task 6 and 7 GTG proposed in the scope of services section.

Hourly Rates*
GTG Position Hourly Rate
GTG Position Hourly Rate
GTG Principal- Project Manager $210.00
GIS Director – Project Advisor $200.00
Enterprise GIS Consultant $195.00
GIS Strategic Planner $135.00
Senior GIS Analyst $125.00
GIS Development Specialist and Strategic Planner $115.00 Marketing and Business Development Director $90.00
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2) Payment shall be made to CONSULTANT on a time and materials basis, and CONSULTANT shall submit monthly invoices to [email protected] for the same.

3) CITY shall pay CONSULTANT within 45 days after receipt of CONSULTANT’s invoice.

4) Any additional meetings, work, or other services required beyond that set forth in Exhibit “A” shall be mutually agreed to in writing by the CITY and CONSULTANT. Such additional work shall be billed on a time and materials basis, or as otherwise agreed to in writing by CITY and CONSULTANT.

5) NON-REIMBURSABLE EXPENSES. CONSULTANT shall be responsible for all costs and expenses incurred by CONSULTANT, personnel of CONSULTANT and subcontractors of CONSULTANT, in connection with the Services, including, without limitation, payment of salaries, fringe benefit contributions, payroll taxes, withholding taxes, and other taxes or levies, office overhead expenses, travel expenses, telephone, and other telecommunication expenses, and document reproduction expenses.

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EXHIBIT “C”

GENERAL PROVISIONS

1. INDEPENDENT CONSULTANT. At all times during the term of this Agreement, CONSULTANT shall be an independent contractor and shall not be an employee of CITY. CITY shall have the right to control CONSULTANT only insofar as the results of CONSULTANT's services rendered pursuant to this Agreement; however, CITY shall not have the right to control the means by which CONSULTANT accomplishes services rendered pursuant to this Agreement.

2. LICENSES; PERMITS; ETC. CONSULTANT represents and warrants to CITY that CONSULTANT has all licenses, permits, qualifications, and approvals of whatsoever nature which are legally required for CONSULTANT to practice CONSULTANT's profession. CONSULTANT represents and warrants to CITY that CONSULTANT shall, at its sole cost and expense, keep in effect at all times during the term of this Agreement, any licenses, permits, and approvals which are legally required for CONSULTANT to practice his profession.
• TIME. CONSULTANT shall devote such services pursuant to this Agreement as may be reasonably necessary for satisfactory performance of CONSULTANT's obligations pursuant to this Agreement. CONSULTANT shall adhere to the Schedule of Activities as described in their Executive Summary.

5. CONSULTANT NOT AN AGENT. Except as CITY may specify in writing, CONSULTANT shall have no authority, express or implied, to act on behalf of CITY in any capacity whatsoever as an agent. CONSULTANT shall have no authority, express or implied, pursuant to this Agreement, to bind CITY to any obligation whatsoever.

5. ASSIGNMENT PROHIBITED. No party to this Agreement may assign any right or obligation pursuant to this Agreement. Any attempted or purported assignment of any right or obligation pursuant to this Agreement shall be void and of no effect. • PERSONNEL. CONSULTANT shall assign only competent personnel to perform services pursuant to this Agreement. In the event that CITY, in its sole discretion, at anytime during the term of this Agreement, desires the removal of any person or persons assigned by CONSULTANT to perform services pursuant to this Agreement, CONSULTANT shall remove any such person immediately upon receiving notice from CITY of the desire of CITY for the removal of such person or persons.

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to the standards observed by a competent practitioner of the profession in which CONSULTANT is engaged in the geographical area in which CONSULTANT practices his profession. All products which CONSULTANT delivers to CITY pursuant to this Agreement shall be prepared in a workmanlike manner, and conform to the standards of quality normally observed by a person practicing in CONSULTANT's profession.

CITY shall be the sole judge as to whether the product of the CONSULTANT is satisfactory.

8. CANCELLATION OF AGREEMENT. This Agreement may be canceled at any time by the CITY at its discretion upon written notification to CONSULTANT. CONSULTANT is entitled to receive full payment for all services performed and all costs incurred up to and including the date of receipt of written notice to cease work on the project.

CONSULTANT shall be entitled to no further compensation for work performed after the date of receipt of written notice to cease work. All completed and incomplete products up to the date of receipt of written notice to cease work shall become the property of CITY.

10. PRODUCTS OF CONSULTING. All products of the CONSULTANT provided under this Agreement shall be the property of the CITY.

10. INDEMNIFY AND HOLD HARMLESS.
a. If AGREEMENT is an agreement for design professional services subject to California Civil Code § 2782.8(a) and CONSULTANT is a design professional, as defined in California Civil Code § 2782.8(c)(2), to the fullest extent allowed by law, CONSULTANT shall hold harmless, defend and indemnify the CITY, its officers, agents, employees, and volunteers from and against all claims, damages, losses, and expenses including attorneys’ fees arising out of, or pertaining to, or relating to the negligence, recklessness, or willful misconduct of the CONSULTANT, except where caused by the active negligence, sole negligence, or willful misconduct of the CITY. b. If AGREEMENT is not an agreement for design professional services subject to California Civil Code § 2782.8(a) or CONSULTANT is not a design professional as defined in subsection (a) above, to the fullest extent allowed by law, CONSULTANT shall indemnify, defend, and hold harmless the CITY, its officers, agents, employees and volunteers from all claims, suits, or actions of every name, kind and description, brought forth on account of injuries to or death of any person or damage to property arising from or connected with the willful misconduct, negligent acts, errors or omissions, ultrahazardous activities, activities giving rise to strict liability, or defe cts in design by CONSULTANT or any person directly or indirectly employed by or acting as agent for CONSULTANT in the performance of this Agreement, including the concurrent or successive passive negligence of the CITY, its officers, agents, employees or volunteers.

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It is understood that the duty of CONSULTANT to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code.

Acceptance of insurance certificates and endorsements required under this Agreement does not relieve CONSULTANT from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply whether or not such insurance policies are determined to be applicable to any such damages or clai ms for damages.

CONSULTANT’S responsibility for such defense and indemnity shall survive termination or completion of this agreement for the full period of time allowed by law.

PROHIBITED INTERESTS. No employee of the CITY shall have any direct financial interest in this agreement. This agreement shall be voidable at the option of the CITY if this provision is violated.

12. LOCAL EMPLOYMENT POLICY. The CITY desires wherever possible, to hire qualified local residents to work on city projects. Local residen t is defined as a person who resides in Solano County. The CITY encourages an active affirmative action program on the part of its contractors, consultants, and developers. When local projects require, subcontractors, contractors, consultants and developers will solicit proposals from qualified local firms where possible.

As a way of responding to the provisions of the Davis-Bacon Act and this program, contractor, consultants, and developers will be asked to provide, no more frequently than monthly, a report which lists the employee's name, job class, hours worked, salary paid, city of residence, and ethnic origin.

13. CONSULTANT NOT A PUBLIC OFFICIAL. CONSULTANT is not a "public official" for purposes of Government Code §§ 87200 et seq. CONSULTANT conducts research and arrives at his or her conclusions, advice, recommendation, or counsel independent of the control and direction of the CITY or any CITY official, other than normal contract monitoring. In addition, CONSULTANT possesses no authority with respect to any CITY decision beyond these conclusions, advice, recommendation, or counsel.

14. EMPLOYMENT DEVELOPMENT DEPARTMENT REPORTING REQUIREMENTS.

When the CITY executes an agreement for or makes payment to CONSULTANT in the amount of $600 (six hundred dollars) or more in any one calendar year, CONSULTANT shall provide the following information to CITY to comply with Employment Development Department (EDD) reporting requirements:
a. Whether CONSULTANT is doing business as a sole proprietorship, partnership, limited liability partnership, corporation, limited liability corporation, non-profit corporation or other form of organization.

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b. If CONSULTANT is doing business as a sole proprietorship, CONSULTANT shall provide the full name, address and social security number or federal tax identification number of the sole proprietor.

c. If CONSULTANT is doing business as other than a sole proprietorship, CONSULTANT shall provide CONSULTANT’S federal tax identification number.

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EXHIBIT “D”

INSURANCE REQUIREMENTS

CONSULTANT shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the CONSULTANT, its agents, representatives, or employees.

1) MINIMUM SCOPE AND LIMITS OF INSURANCE
a) Commercial General Liability coverage (occurrence Form CG 00 01) with minimum limits of $1,000,000 per occurrence for bodily injury, personal injury, product s and completed operations, and property damage. If Commercial General Liability or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
b) Automobile Liability coverage (Form CA 00 01 with Code 1 – any auto) with minimum limits of $1,000,000 per accident for bodily injury and property damage. c) Workers’ Compensation insurance as required by the State of California and Employers’ Liability insurance, each in the amount of $1,000,000 per accident for bodily injury or disease.
2) INDUSTRY SPECIFIC COVERAGES
If checked below, the following insurance is also required.

__X___ Professional Liability Insurance / Errors and Omissions Liability in the minimum amount of $2,000,000 per occurrence.(Note: based on company size, exceptions may be made for less than $2,000,000 per occurrence -to be determined)

__X___ Cyber Liability Insurance in the minimum amount of $1,000,000 per occurrence

3) INSURANCE PROVISIONS
a) DEDUCTIBLES AND SELF-INSURED RETENTIONS. Any deductibles or self- insured retentions must be declared to and approved by the CITY. At the option of the CITY, either the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the CITY, its officers, officials, employees and volunteers; or the CONSULTANT shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.

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b) The general and automobile liability policies (and if applicable, pollution liability, garage keepers liability and builder’s risk policies) are to contain, or be endorsed to contain, the following provisions:
i.The CITY, its officers, officials, employees and volunteers are to be covered as insureds as respects: liability arising out of work or operations performed by or on behalf of the CONSULTANT; products and completed operations of the CONSULTANT; premises owned, occupied or used by the CONSULTANT; and automobiles owned, leased, hired or borrowed by the CONSULTANT. The coverage shall contain no special limitations on the scope of protection afforded to the CITY, its officers, officials, employees or volunteers.
ii.For any claims related to this project, the CONSULTANT’S insurance coverage shall be primary insurance as respects the CITY, its officers, officials, employees and volunteers. Any insurance or self-insured maintained by the CITY, its officers, officials, employees or volunteers shall be excess of the CONSULTANT’S insurance and shall not contribute with it.
iii.Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the CITY, its officers, officials, employees or volunteers. iv.The CONSULTANT’S insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.
v.Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days’ prior written notice by certified mail, return receipt requested, has been given to the CITY.
vi.The policy limits of coverage shall be made available to the full limits of the policy. The minimum limits stated above shall not serve to reduce the CONSULTANT’S policy limits of coverage. Therefore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this agreement, or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured, whichever is greater.

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c) ACCEPTABILITY OF INSURER. Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the CITY.
d) VERIFICATION OF COVERAGE. CONSULTANT shall furnish the CITY with original endorsements effecting coverage required by this Exhibit D. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. The endorsements are to be on forms equivalent to CG 20 10 11 85 subject to CITY approval. All insurance certificates and endorsements are to be received and approved by the CITY before work commences, these documents must be submitted electronically through the Exigis insurance system, certificates- [email protected]. At the request of the CITY, CONSULTANT shall provide complete copies of all required insurance policies, including endorsements effecting the coverage required by these specifications.

e) SUB-CONTRACTORS. CONSULTANT shall require all subcontractors to procure and maintain insurance policies subject to the requirements of Exhibit D. Failure of CONSULTANT to verify existence of sub-contractor’s insurance shall not relieve CONSULTANT from any claim arising from sub-contractors work on behalf of CONSULTANT.

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EXHIBIT “E”

NON-DISCLOSURE AGREEMENT

Regarding the City of Fairfield’s Sensitive Proprietary Infrastructure Information

This Non-Disclosure Agreement (“Agreement”), is entered into this day of ________, 2021 (“Effective Date”), by and between the City of Fairfield, (“City”), a municipal corporation of the State of California, and the entity responding to City’s above-referenced subject for receiving such information whose name, address, and state of incorporation, are as follows (please print):

_____________________________________________________________________________ _______,
(hereinafter the “Recipient”).

WHEREAS, the City, acting through the Information Technology Department, will disclose certain Confidential Information to potential vendors who wish to work with the City, relating to the City’s network configuration and infrastructure; and

WHEREAS, each potential entity who may work with the City, at the request of the Information Technology Department must have access to such information in order to configure hardware, software, application or network services; and

WHEREAS, in order to release this Confidential Information to potential vendors, the City requires each vendor to enter into this Agreement through its authorized representative and return it to the City as a pre-condition of receiving supplemental documents that contain Confidential Information;

NOW THEREFORE, in consideration of the above recitals and the mutual promises of the parties herein contained, it is agreed by and between the parties as follows:

1. “Confidential Information” as used in this Agreement shall mean any and all technical and non-technical information, data, documents, records, and materials provided by or on behalf of the City to the Recipient, including without limitation patent, trade secret, proprietary, and systems security- related information and information related to the current, future and proposed services of the City, in any form or medium, written or oral. Confidential Information also includes other information that is marked or otherwise identified as confidential or proprietary, or that would otherwise appear to a reasonable person to be confidential or proprietary in the context and circumstances in which the information is known or used. Confidential Information shall not include public records subject to disclosure under the California Public Records Act, Government code section 6250 et seq.

2. The Recipient agrees that it will not make use of, disseminate, or in any way disclose the City’s Confidential Information to any person, firm or business, except as necessary for the Recipient to work with the City Information and Technology Department, and any purpose the City has authorized or hereafter authorizes in writing. The Recipient agrees that it shall Packet Page 97 of 345Attachment 2 Page 48 of 51

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disclose Confidential Information only to those directors, officers, employees, agents, affiliates, advisors, representatives, or consultants who need to know such information and who have previously agreed, either as a condition to employment or service or in order to obtain the Confidential Information, to be bound by terms and conditions substantially similar to those of this Agreement.

3. The Recipient agrees to hold all Confidential Information of the City in the strictest confidence and treat it with the same degree of care as it accords to its own Confidential Information, and
the Recipient represents and warrants that it exercises reasonable care to protect its own Confidential Information.

4. The Recipient’s obligations under Sections 2 and 3 with respect to any portion of the City’s Confidential Information shall terminate if the Recipient can document that: (a) such information was in the public domain at the time it was communicated to the Recipient by the City; (b) such information entered the public domain subsequent to the time it was communicated to the Recipient through no fault of the Recipient; (c) it was in the Recipient’s possession free of any obligation of confidence at the time it was communicated to the Recipient by the City (as shown by the Recipient’s files and records as of the time of disclosure); (d) it was rightfully communicated to the Recipient by a third party free of any obligation of confidence subsequent to the time that it was communicated to the Recipient by the City; (e) it was developed by employees or agents of the Recipient independently of and without reference to any information communicated to the Recipient by the City; or (f) the communication was in response to a valid order by a court or other governmental body, was otherwise required by law, or was necessary to establish the rights of either party under this Agreement (provided that the Recipient has provided the City with a reasonable opportunity to seek protective legal treatment for such Confidential Information).

5. All materials (including, without limitation, documents, drawings, models, apparatus, sketches, designs and lists) furnished to the Recipient by the City shall remain the property of the City and shall be returned promptly upon request, together with any copies thereof, or destroyed with the consent of the City.

6. The Recipient shall not assign or transfer any rights or obligations under this Agreement without the prior written consent of the City.

7. Recipient’s obligations under this Agreement shall survive the termination of any other contractual agreement between the parties.

8. This Agreement shall be governed in all respects by the laws of the United States of America and by the laws of the State of California. The sole jurisdiction and venue for any dispute arising under this Agreement shall be the state and federal courts located in Solano County, CA, and each party to this Agreement hereby submits to such jurisdiction and venue.

9. This Agreement may only be changed by mutual agreement of authorized representatives of the parties in writing.

10. The Recipient acknowledges and agrees that irreparable injury may result to the City if the Recipient breaches the provisions of this Agreement and that damages may be an Packet Page 98 of 345Attachment 2 Page 49 of 51

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inadequate remedy in respect of such breach. The Recipient agrees in advance that, in the event of such breach, the City shall be entitled to the granting of injunctive relief in the City’s favor, in addition to such other remedies, damages and relief as may be available under applicable law.

11. This Agreement shall not be construed in any manner to be an obligation to enter into further contract or to reimburse the cost of any effort expended by Recipient.

12. This agreement constitutes the entire agreement of the parties with respect to the subject matter hereof. In the event of a dispute or a claim by a party to enforce its rights under this Agreement, the non-prevailing party shall pay all of the prevailing party’s reasonable legal fees. This Agreement and all of the provisions hereof shall be binding upon and inure to the benefit of the parties hereto and their respective successors, transferees and assignees.

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IN WITNESS WHEREOF, the parties have executed this Agreement as of the date first written
above.

Geographic Technologies Group, Inc.:

By:

Name: David A. Holdstock
Title: Pre s i dent
Date: 04/21/2022
CITY OF FAIRFIELD:

By:

Name:

Title:

Date:

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COVER HERE

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City of Fairfield| CA
Request for Proposals for GIS Assessment and Strategy

© GTG 2021
This document is and shall remain the property of GTG. The document may only be used for the purpose for which it was commissioned. Unauthorized use of this document in any form whatsoever is prohibited.

City of Fairfield| CA
Request for Proposals for GIS Assessment and Strategy

MAILING ADDRESS:

PO Box 10135
Goldsboro, NC 27532
PHONE: 919.222.1421
FAX: 919-429-4907

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Cover Letter
Company Profile .................................................................................................. 2 Types of Services and Training ............................................................... 3 References ............................................................................................................. 8 Project Personnel ................................................................................................. 9 Scope of Work ..................................................................................................... 14 Project Schedule ................................................................................................. 47 Appendices .......................................................................................................... 48

Additional Testimonials Upon Request
“ GTG offers the entire package of GIS and technical skills. - Asset/GIS Systems Administrator,
City of Bozeman, MT
“
“ “ GTG is the best company I have ever worked with. I am blown away by how good you guys are. So much better than other companies. – GIS Manager, Wake County, NC
“ You put our diverse set of users at ease with your calm demeanor and depth of knowledge. Your approach was a perfect mix of education and fact- finding. Very engaging.
- City of Fremont, CA “
“ I’m relieved that we have a great group like GEOTG
to partner with moving forward.
- IT Manager, Central Lincoln PUD “
“ Your subject matter expertise, organization, clear
vision, sincerity, flexibility and most importantly,
clear and responsive communication at all times has
made this effort so successful.
- IT Project Manager, Wake County Government “
“ The very best GIS company period. I
have used them three times at three
different cities.
- Assistant City Manager, Granbury, TX

“
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January 20, 2022

Savita Chaudhary: Director, Information Technology
City of Fairfield - IT Department
1000 Webster St.

Fairfield, California 94533

Dear Ms. Chaudhary:

Geographic Technologies Group (GTG) would like to thank the City of Fairfield for allowing us to submit a proposal in response to your GIS Assessment and Strategy Request for Proposals (RFP). We would like to present to the city our award-winning GIS strategic planning approach, experience, methodology, and enhanced scope of services.

Over the last twenty-four years, GTG has been planning, designing, and implementing strategic, scalable, sustainable, enduring, and truly enterprise-wide GIS solutions for towns, cities, counties, and other government organizations throughout North America and beyond.

GTG is committed to providing the very best solution for the City of Fairfield. Our team is experienced in all areas of GIS and has implemented award-winning GIS strategic plans for over 400 clients. GTG offers new and innovative ways to conduct GIS strategic plans that include online questionnaires, benchmarking, Key Performance Indicators (KPIs), SWOT Analysis, GAP Analysis, Best Business Practices (BBPs), Building GIS through community engagement consultation, and Local Government and GIS Technology Workshops.

We are experts in establishing GIS governance, policies, and procedures, and have developed successful GIS best business practices for current technology and GIS data management. Our team is experienced in using the full Esri ArcGIS suite of products.

Our clients are award-winning organizations. We have received the following distinctions: 2018 Esri Cornerstone Partner Recognition Award, Esri Business Partner of the Year, 2017 Esri Best Citizen Engagement Award, Multiple Esri Local Government Special Achievement (SAG) Awards, 2017 URISA Best Web GIS, 2017 URISA Best Public-Sector GIS, and 2019 URISA Distinguished Exemplary Systems Award. GTG also holds Esri specialties for ArcGIS Hub and Release Ready.

Our team has read the City’s RFP and understands the City’s existing GIS environment, including the fact that the city is in the third year of a three-year Small Government Enterprise License Agreement (ELA) with ESRI, and the existing GIS governance model and staffing levels. We have structured our response according to the scope of services outlined in the RFP.

The entire GTG team would like to thank you for allowing us to propose on this project. We look forward to working closely with the City of Fairfield staff. Should you have any questions during the review of our proposal, please call me at 919-222-1421. I can be available for a TEAM’s meeting at short notice. As the proposed Project Manager (PM) I look forward to the possibility of working with you to be “receptive to changes that can improve services”.

Respectfully Submitted,

Mr. David Holdstock, BA, MA, GISP
CEO, Geographic Technologies Group (GTG), Inc.
3717 National Drive, Ste 206, Raleigh, NC 27612 | P: 919.759.9214 | E: [email protected] Packet Page 104 of 345Attachment 3 Page 4 of 74

2 | Experience and References
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Experience and References

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*All staff that will perform the work are permanent staff (see project personnel section). They all have experience in data collection and GIS strategic planning.

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Local Government GIS Strategic Planning
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References

1. SEMINOLE TRIBE OF FLORIDA (STOF) – 2020-CURRENT

GIS STRATEGIC PLAN
Population: 4,000
Albert Cruz | Applications Support Manager
P: 954-660-6300x11486 | E: [email protected]

2. CITY OF ENGLEWOOD, COLORADO - 2021 – CURRENT

GIS STRATEGIC PLAN
Population: 34,259
Fletcher Johnson
P: 303.783.6839 | E: [email protected]

3. CITY OF PETERBOROUGH, ONTARIO - 2022 – CURRENT

GIS STRATEGIC PLAN
Population: 84,230
Nicole Schleifer| Geomatics/Mapping Manager
P: 705-742-7777 Ext. 1765 | E: [email protected]

4. CITY OF TULARE, CALIFORNIA - 2019 – CURRENT

GIS STRATEGIC PLAN
Population: 63,855
Jason Bowling
P: 559-684-4266 | E: [email protected]

5. CITY OF BERKELEY, CALIFORNIA (2016-2019)

GIS MASTER PLAN
Population: 121,240
Debra Montgomery | Information Systems Manager
P: 510) 859-6755 | E: [email protected]

6. CITY OF MORGAN HILL, CALIFORNIA (2019)

GIS STRATEGIC PLAN
Population: 45,037
Pam van der Leeden| GIS Manager
P: (669) 253-4330 | E: [email protected]

7. CITY OF IRVINE, CALIFORNIA (2018-2019)

GIS STRATEGIC PLAN
Population: 277,453
Michael Sheeran| GIS Supervisor
P: 949.724.6306 | E: [email protected]

* MORE REFERENCES AVAILABLE UPON REQUEST
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Project Personnel
GTG consists of staff that has the proper education and work experience for this project. This team understands local government, are experts in the entire Esri suite of products and has extensive experience with assisting clients with GIS Assessments and strategy. Our team is also very knowledgeable on best practices for enterprise GIS implementation. GTG has hand- selected a team that is ready to help the City of Fairfield achieve its vision.

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Request for Proposals for GIS Assessment and Strategy

Mr. David Holdstock will be the lead contact for the Town. For the duration of this project, he will serve as the Project Manager. He is one of North America’s leading authorities on GIS Consulting and Implementation in local government and has managed over 300 GIS consulting projects for cities, towns, and counties. Mr. Holdstock’s 2016 book “Strategic GIS Planning and Management in Local Government” and his 2020 “Smart Geospatial Practices and Applications in Local Government: An Altogether Different Language” book establishes him as a leading authority on GIS in local government. For this project, David will be successfully managing and providing oversight for the tasks outlined in the Scope of Services. He will also be the main presenter of all deliverables.

PROJECT EXPERIENCE: City of Tulare, CA - GIS Strategic Master Plan / City of Fort Pierce, FL - GIS Needs Assessment / City of Granbury, TX - GIS Strategic Implementation Plan / City of Pico Rivera, CA – Geospatial Master Plan / City of Hobart, IN – GIS Strategic Plan and Implementation / City of Irvine, CA – 5 Year GIS Strategic Plan / Spotsylvania County, VA – GIS Assessment

DAVID HOLDSTOCK, BA, MS, GISP, CEO
GIS Strategic Planner and Manager | 25 years of experience Packet Page 113 of 345Attachment 3 Page 13 of 74

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JASON MARSHALL, BA, MA, GISP, PMP
GIS Director and Project Manager | 16 years of experience EDUCATION: MASTER OF ARTS – Applied Geography, Concentration in GIS, University of North Carolina, Greensboro / BACHELOR OF ARTS – Geography, University of North Carolina, Greensboro Mr. Jason Marshall has over 16 years of GIS experience and has serves as a Project Manager for many of GTG's GIS technical projects. He utilizes a strong local government and technical background to strategically assess needs and plan enterprise wide cross-departmental GIS and IT systems. He manages technology equipment research and coordinates with clients to implement hardware and software GIS and IT solutions. He also advises on the design and implementation of GIS software solutions applied to business process workflows. He has extensive technical expertise in the design, implementation, and configuration of ArcGIS Enterprise, ArcGIS Online, web GIS server architecture, system migration and operating system upgrades, consistent data collection, data integration, and data governance.

PROJECT EXPERIENCE: City of Berkeley, CA - GIS Needs Assessment, System Design, Strategic Plan, GIS Data Services, Digital Data Assessment, and GIS Data Architecture Design / City of Unalaska, AK -GIS Needs Assessment, System Design, Strategic Plan, GIS Data Services and Data Layer Creation and Enterprise Implementation / Town of Windsor, CA - GIS Needs Assessment and Strategic Plan

ANDREW VALENSKI, BS, BA
Enterprise GIS Consultant | 8 years of experience
EDUCATION: BACHELOR OF ARTS – Geography, University of Richmond / BACHELOR OF SCIENCE – Environmental Studies, University of Richmond
Mr. Andrew Valenski currently serves as an Enterprise GIS Consultant for Geographic Technologies Group. He works with clients to design, implement, and maintain custom GIS applications and processes. He helps clients determine what geo-spatial solutions works best for their organizational needs. These solutions include the following: GIS strategic planning, enterprise implementation, governance models, customized GIS software and applications, GIS architecture, data management strategies, updates and maintenance, training plans, and on-call support. Mr. Valenski previously worked as a Spatial Intelligence Developer for the City of Charlotte, NC. While there, he designed, rebuilt, and deployed an enterprise GIS. He served as a Senior Geospatial Server Analyst for Esri where he worked with the solutions and support teams to deliver server-side and web solutions for strategic customers. During his time with Esri, he implemented organization-wide performance dashboards. He is also skilled with Adobe Coldfusion, FME, Accela Permitting System Integration, IoT, Smart City initiatives, MS Azure, 365, and Geocortex.

PROJECT EXPERIENCE: City of Morgan Hill, CA - Capacity Planning, Database Development, GIS Infrastructure Development, Script Development, Security Implementation / City of Irvine, CA - Infrastructure Development, Database Development, ArcGIS Portal Development, Integration Upgrades, Workflow Automation / City of Mississauga, ON - Database QA/QC, Data Integrity, Integration Upgrades, Script Development, Database Development Packet Page 114 of 345Attachment 3 Page 14 of 74

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RIVES DEUTERMAN, BS
GIS Development Specialist and Strategic Planner | 5 years of experience EDUCATION: BACHELOR OF SCIENCE –Environmental Science (Energy and Sustainability), Minor in Geography (GIS focus), University of North Carolina, Chapel Hill
Mr. Rives Deuterman serves as a GIS Development Specialist and Strategic Planner for Geographic Technologies Group. At GTG, he assists with all of our consulting projects. Rives has experience in all Esri applications, specifically Esri ArcGIS. Rives is involved in the GIS technology assessments, GIS, provides QA/QC procedures and detailed technical documentation. Rives recently worked with the City of Hobart, Indiana to create their online ArcGIS Hub. He is familiar with best GIS practices, staffing requirements, training, as well as on-call technical support. Rives frequently contributes to the documentation required for the scope of services for town, city, and county initiatives. He also facilitates the creation and delivery of project deliverables and overall communication with GIS stakeholders.

PROJECT EXPERIENCE: City of Hobart, IN - GIS Needs Assessment and 3-Year GIS Strategic Plan, plus Implementation / Seminole Tribe of Florida - GIS Needs Assessment and 5-Year GIS Strategic Plan / Town of Caledon, ON – GIS Needs Assessment and 5-Year GIS Strategic Plan / City of Thousand Oaks, CA – GIS Needs Assessment and 5-Year GIS Strategic Plan / Santa Clara Valley Water District, CA - GIS Needs Assessment / City of Fort Pierce, FL – GIS Strategic Roadmap and Implementation / Cumberland County, NC - GIS Needs Assessment and 3-Year GIS Strategic Plan

JESSY BEASLEY, MS, BS
Senior GIS Analyst | 7 years of experience
EDUCATION: MASTER OF SCIENCE – Geography, Certificate: GIS, East Carolina University / BACHELOR OF SCIENCE – Geography, University of Florida
Ms. Jessy Beasley has worked with GIS data and Esri products for over 7 years. As a Senior GIS Analyst for GTG, she has completed GIS Data Assessments, performed data QA/QC, and has analyzed many different GIS software system architectures, integration, and GIS assets. She is skilled at CAD data conversion and integration. She has developed GIS Training Plans and Standard Operating Procedures (SOPs). She served as a Physical Science Technician with the USDA- Agricultural Research Service, creating quality geodatabases that were used to build agricultural conservation plans throughout the Midwest. While at the USDA, she built multiple web applications using Esri’s Story Maps and Web AppBuilder to ease information transfer among government officials and the public. She helps analyze the current use of GIS, identifying gaps in the current system, and will assist in providing recommendations for best practices on GIS usage.

PROJECT EXPERIENCE: Contra Costa Water District, CA - Data Integrity/Corrections, QC Process Automation, Data Migration, Tool Incorporation / City of Lawrenceville, GA - Data Migration, Data Validation, Application Development, Geoprocessing Automation / CAL FIRE, CA - Data Migration, Data QC, Data Integrity/Corrections, QC Process Automation, Workflow Automation, Data

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Request for Proposals for GIS Assessment and Strategy

JESSICA PARKER, BA
Marketing Director and Document Support |6 years of experience EDUCATION: BACHELOR OF SCIENCE – Business Administration with a Concentration in Marketing, Colorado State University
Jessica Parker is Geographic Technologies Group’s Marketing Director, with a BSBA from Colorado State University. She is the leader of several business development initiatives at Geographic Technologies Group. She is responsible for managing GTG’s Marketing Team, oversight of proposals and nurturing of client relationships. She also creates GTG’s presentations, designs graphics, and assists with the creation and implementation of strategic plans and GIS needs assessments. Mrs. Parker has great proficiency in the Microsoft Office Suite, Adobe products, Prezi, and Flipbooks. She is an expert at marketing campaigns and collateral, task management, and collaborating with clients.

PROJECT EXPERIENCE: Mrs. Parker is well versed in all aspects of GIS Business Development and Marketing, and has recently worked on assembling Strategic Plans and Services for the following recent clients: City of Morgan Hill, CA; City of Irvine, CA; Bay County, FL; City of Lauderhill, FL; Gwinnett County, GA; City of Roswell, GA; Lake Forest County Preserves; District, IL; City of Simi Valley, CA; City of Boulder Open Space and Mountain Parks, CO; City of Vancouver, WA; City of Nanaimo, NC; and the City of Mississauga, ON, Canada.

SHARON STEVENSON, BA
Strategic Planner and Software Specialist | 16 years of experience EDUCATION: BACHELOR OF ARTS – Geography, Florida Atlantic University

Ms. Sharon Stevenson is an experienced Geographic Information Systems (GIS) Manager with a demonstrated history of working in the local government administration industry. She has a strong background in geospatial information technology and a Bachelor of Arts focused on Geography from Florida Atlantic University. Her contributions to the GTG team include the development of GIS Strategic Plans for clients across the globe. She delivers expert insight to the functionality and practicality of GIS strategy and implementation. She comes to us with experience in developing GIS from departmental usage to critical, enterprise systems for Public Safety, Tax Assessment, Parks and Recreation, Transportation, and Water Resource Departments. Ms. Stevenson continues to support the implementation of innovative solutions to reduce costs and improve performance with technology such as Esri’s ArcGIS Online.

PROJECT EXPERIENCE: Seminole Tribe of Florida – GIS Strategic Plan / City of Tulare, CA – Affordable Housing Grant Project / City of Lawrenceville, GA – GIS Strategic Plan Update / Town of Caledon, ON, Canada – GIS Needs Assessment and Strategic Plan

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Scope of Work
Introduction
The following section describes a high-level general understanding of the City of Fairfield’s existing GIS conditions and a detailed scope of services that will meet the city’s requirements.

Our team has modified the scope of services to include some additional tasks.

City of Fairfield: Five-Year Geographic Information Systems (GIS) Master Plan Table of Contents
• Task 1: GIS Data Gathering and Needs Assessment
o Milestone 1: Kick-Off Meeting and Technology Seminar
o Milestone 2: Online Questionnaire
o Milestone 3: Public Consultation Strategy
o Milestone 4: Remote Departmental Interviews
o Milestone 5: GIS Needs Analysis
• SWOT Analysis
• Benchmarking Analysis
• GAP Analysis
• Key Performance Indicators (KPI)
• Consensus Building
• Enterprise Data Management (EDM) Analysis
• Task 2: Develop Geographic Information Systems (GIS) Master Plan o Milestone 1: GIS Needs Assessment Report
o Milestone 2: Technology Readiness Assessment Report
o Milestone 3: Authoritative Data Source Assessment Report o Milestone 4: Organizational Readiness Assessment Report o Milestone 5: GIS System Design and Strategic Implementation Plan o Milestone 6: Final Presentation
• Task 3: Conduct a Comprehensive GIS Data Assessment
• Task 4: Assess GIS Training, Education and Knowledge Transfer Requirements and Develop an Enterprise Curriculum
• Task 5: Assess the Current GIS Policies and Procedures and Provide Recommendation and Draft Solutions
o Milestone 1: Develop and Document GIS Policies
o Milestone 2: Develop and Document Standard Operating Procedures (SOP) o Milestone 3: Develop GIS Work Plan with Roles and Responsibilities • Task 6: Develop Key Performance Indicators (KPI) or Measures for GIS • Task 7: Return on Investment (ROI) Analysis
o Milestone 1: Develop a Value Proposition
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Understanding
Our team has read the City of Fairfield’s Request for Proposals (RFP) and understands the purpose, background, and City Council strategic goals.

We understand that technology plays an important role in the effective delivery of services, managing the business needs of the organization, and maintaining an open relationship with residents, businesses, and visitors. We understand that this GIS Strategic initiative is one step towards being “receptive to changes that can improve services”. Our team also understand the following:

The City of Fairfield has 600 employees
Information Technology Department (ITD) has 15 Full Time Equivalent (FTE) staff The city has an enterprise GIS housed in the Information Technology Department (ITD)
There are two full-time GIS employees in ITD that provide support, helpdesk, training, and consulting services to all other departments. There are Subject Matter Experts (SME) in the Police Department, Fire Department, and Public Works. The responsibilities of these staff are documented in the RFP.

The city is in the third year of a three-year Small Government Enterprise License Agreement (ELA) with Esri, Inc.

The city uses Sanborn’s web-based Oblique Analysts application that is available to the city via a cost-sharing agreement with Solano County.

The city’s Enterprise GIS is guided by the following vision:

STANDARDS: Mutually accepted standards, policies, and business practices COLLABORATION: Encouraging GIS Collaboration
INTEGRATION: Integrating GIS technologies into enterprise business operations
SUPPORT: Support Infrastructure and Smart City initiatives EMERGENCY RESPONSE: Support emergency and disaster planning, response, and recover
REAL-TIME: Real-time GIS applications
BENEFITS: Maximizing the Cist-effectiveness of GIS investments

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The City conducted a GIS Needs Assessment 6 years ago and requires a re-evaluation for the enterprise GIS to continue to be effective in the following ways:

Provide Critical Services
Integrate fully with existing Environment
Enhance the City ability to perform the following functions:

Manage Infrastructure
Plan for Growth
Plan for Emergencies
Emergency Response
Respond to Disasters
Enable Smart City Applications
Community Engagement and Civic Inclusion
The next step is to develop an enterprise, sustainable, scalable, and resilient Geographic Information Systems (GIS) Master Plan that identifies the needs, cost, and enterprise system design.

Geographic Technologies Group has assessed the requested scope of services and added a few additional scope items we believe are critical to the success of this project. Our proposed scope is as follows.

Scope of Services
Task 1: GIS Data Gathering and Needs Assessment
Task 1: GIS Data Gathering and Needs Assessment has 5
milestones that will allow GTG to provide a clear
understanding of the City’s GIS business needs. The goal of this task is to outline the City’s business objectives, provide an overview of current business processes and workflows, and identify all the information products. Each of the milestones included in this task is as follows:

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Milestone 1: Kick-Off Meeting and Technology Seminar
GTG will employ its industry knowledge and
experience to conduct a remote Kick-Off Meeting
and Local Government Technology Seminar for
all potential GIS users and stakeholders within the
City of Fairfield. The initial presentation will last 60 minutes and will describe the existing status of GIS
technology within the City, outline goals and
objectives for expanding the use of GIS technology,
and review expectations for what is needed from
each department to meet the GIS goals.

It will also provide an opportunity for early
interaction with the GTG Project Manager, Mr. David Holdstock, and key staff. This presentation will introduce state-of-the-art and award-winning GIS solutions used in local governments across North America.

Milestone 2: Online Questionnaire
GTG will initiate the GIS Strategic Plan by using an
Online GIS Questionnaire to be completed by all
stakeholders in the City. The questionnaire will be
tailored to the specific needs of the City of Fairfield and guided by the Six Pillars of GIS Sustainability.

This online questionnaire will request information
about existing GIS assets, including but not limited
to, existing GIS governance and GIS staffing, data
and databases, workflows, procedures,
integration and interoperability, the GIS
software ecosystem, IT infrastructure, and
existing GIS training, education, and knowledge transfer.

Key stakeholders to be included are as follows:

City of Fairfield Departments
• City Manager
• Finance
• Fire
• Housing Services
• Information Technology
(IT)
• Parks and Recreation
• Community Development
(Planning, Building Safety,
& Economic Development)
• Police
• Public Works
City of Fairfield
City of Fairfield
Online Questionnaire
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Milestone 3: Public Consultation Strategy (Addition to Scope) Our team understands that the modernization of GIS strategic planning must include public engagement and civic inclusion.

During a period of a global pandemic and civic unrest, municipal government has recognized the importance of connecting with constituents and fostering a sense of trust within local communities.

With online participation at an all-time high, many jurisdictions are increasing constituent engagement through digital communication channels. Public consultation, public comment, or simple requests for ideas from residents, businesses, or other interested parties is a strategy aimed at soliciting feedback from key local stakeholders on matters affecting the community. The goal of public consultation is to introduce open and transparent government to improve decision-making on large-scale and important projects. Public involvement is particularly important when it comes to shaping policy and decisions made by government. The City of Fairfield will be leveraging GIS and location Intelligence tools and technologies to best serve constituents, strengthen their communities and expand civic participation.

The City of Fairfield’s GIS Strategic Plan will include feedback strategies that will broaden public participation in accessing, creating, and using geospatial data. It is therefore important to solicit feedback from constituents. Our team looks forward to working with the City of Fairfield to consider all opportunities for internal, external, and public feedback opportunities.

Milestone 4: Remote Departmental Interviews
GTG will conduct departmental interviews with all stakeholders and users, including all current GIS technology users and key non-using GIS departments, via a remote video meeting for some, and in- person interviews for others. GTG will document each stakeholder’s and non-stakeholder’s roles within the organization and identify opportunities for GIS technology. GTG will perform a “Business Process Analysis” for each department. It is anticipated that each department will attend a specific online or in-person meeting with GTG staff. Each interview will last between 30 and 120 minutes. Participants will include, but are not limited to:

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Department Interview Length
City Manager 60 Minutes
Finance 60 Minutes
Fire 90 Minutes
Housing Services 60 Minutes
Information Technology 120 Minutes
Parks and Recreation 90 Minutes
Community Development 60 Minutes
Planning 60 Minutes
Building Safety 60 Minutes
Economic Development) 60 Minutes
Police 90 Minutes
Public Works 90 Minutes
Solano County 60 Minutes
Other intergovernmental organizations 60 Minutes

Milestone 5: GIS Needs Analysis
GTG will evaluate and assess all the information gathered in Milestones 1-4. All questionnaires and interviews will be summarized and documented. GTG will produce a “GIS Needs Analysis Report” that will document and discuss the key implementation issues and departmental needs, SWOT findings, Benchmarking, Gap Analysis, and KPIs. GTG will present all findings and recommendations to the City during an onsite meeting. This briefing will include an executive-level summary to all stakeholders that will include a one-hour presentation and an opportunity for discussion and feedback.

GTG will use the findings from the interviews to perform the following tasks:

SWOT Analysis
GTG will conduct a GIS SWOT Analysis during the departmental interviews. The SWOT analysis will assist in establishing a baseline of GIS capability at the City to develop an understanding of program strengths and weaknesses, as well as gain insight into how GIS is implemented and operated within the organization.

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Benchmarking Analysis
GTG will interview the City’s IT and GIS staff. Based
on this interview, and information gathered during
the departmental interviews GTG will offer an
insightful benchmarking strategy that provides a
diagnosis of the current health of the City’s GIS.

Knowing the strengths and weaknesses of the
existing GIS is a good starting point and allows the
organization to prioritize investments and
resources. GTG will “benchmark” the City to identify
gaps and opportunities. The information used in
this benchmarking analysis will come from the
departmental interviews – paying particular
attention to GIS and IT. GTG will develop a Vision,
Goals, and Objectives for the City’s GIS.

Gap Analysis
As a result of the SWOT Analysis and the Benchmarking
Analysis, needs, gaps, and opportunities will be identified within the organization. A Gap Analysis is an attempt to identify areas of an organization that routinely
underperforms and identify areas of opportunity for
improvement. GTG will conduct a GAP analysis and develop a findings report. The Gap Analysis is based on extensive knowledge of the best Business Practices being used
around North America.

The GIS Heartbeat
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Key Performance Indicators (KPI)
GIS Key Performance Indicators (KPIs) or Key
Performance Measures (KPMs) are tools that will help
measure GIS performance over time. KPIs are task-
driven and allow accurate and reliable monitoring of
organizational performance. GTG will develop GIS KPIs to guide the development of GIS in the City. KPIs are a product of the SWOT, GAP, and Benchmarking analysis. GTG will develop a GIS vision, goals, and objectives for the City of Fairfield which will act as the overarching mission of the City. GTG will produce a Benchmarking Analysis that will include a “dashboard of existing conditions and future opportunities.”

Consensus Building
GTG’s experience in local government GIS Strategic planning allows us to understand the importance of consensus building. GIS consensus building is a key ingredient in the success of any GIS strategic plan. During data gathering and departmental interviews, our team focuses on including the right people, setting expectations, taking the time to assess who will be affected by the tools afforded by GIS, understanding departmental needs, and understanding roles and responsibilities. Our team also takes the time to explain problem- solving GIS-centric solutions, engage in group problem solving, focus on reaching an agreement, as well as maintain effective communication, and build strong relationships with City officials and department stakeholders.

We would like to offer the City full access to our 12-Part “Beyond Location Intelligence” Webinar Series free of charge for all Town stakeholders. Visit https://lp.geotg.com/beyond-location-intelligence and use the following password: GTGbli10.

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Enterprise Data Management (EDM) Analysis
A Critical Part of an Organizations Everyday Operational Fabric GTG understands that Enterprise Data Management Planning (EDMP) should focus on a solid planning methodology and strategy. Enterprise data management is an organization’s ability to effectively enable local government staff to create, integrate, retrieve, deliver, and manage data and databases for internal and external use, while maintaining data integrity and
structure. The City of Guelph, ON, Town of Windsor, CA, San Mateo County, CA, City of Louisville Metro LOJIC, KY, City of Berkeley, CA, City of Roswell, GA, City of Vancouver, WA, and the City of Mississauga, ON with a population of over 1 million people are some of our team’s recent organizations that have planned and designed unique enterprise database management strategies. Each has supported strong data storage, back-up, architecture, data recovery governance, and cloud-based policies.

Our team understands that the main goal of any enterprise, resilient, sustainable, and enduring GIS plan must be to empower staff to MANAGE and SOURCE DATA within the City.

Every local government organization has different goals and objectives of an EDMP Strategy.

Our team clearly understands that “a good Enterprise Data Management Plan (EDMP) will establish effective governance, management, and uses of data, including metadata, within a full spectrum of the City’s business and organizational processes”.

The plan will define the capabilities required to establish, enable, and sustain an effective data management system that will eliminate redundant data collection, consolidate data sources and resources, and increase reliability and interoperability of City data and technology architecture. The EDMP is a foundational element to the City’s stated goal to promote technology innovation to better serve the public. GTG’s approach to an EDM analysis will include answering the following questions:

Does the City of Fairfield have the following?

1. Security of data across the organization?

2. Security of data outside of the organization?

3. Recovery of files from any point in time?

4. Recovery and restoration of lost data from reliable backup devices?

5. Is there a loss prevention plan?

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7. Is technology focused on data management?

8. Are there operational best practices focused on data management?

9. And many more related questions are detailed in the DMCM below

The following eight best Enterprise Data Management practices will be used by the GTG team and included in the GIS Strategic Plan.

Data Management Strategy: Why it is important and how the City of Fairfield needs to be organized to effectively implement the right EDM and GIS solution.

Data Management Business Case and Funding: Creation of the business case and value proposition, its funding model, and the importance of engaging and securing buy-in from senior staff and key stakeholders.

Data Management Program: What is needed from an organizational perspective to stand up a sustainable, enterprise, and enduring Data Management Program? GTG’s Six Pillars of GIS Sustainability Data Governance: What operational model should be used by the City of Fairfield and what detailed policies, procedures, protocols, and standards should be implemented and aligned with stakeholder needs. GTG’s Standard Data Management Operating Procedures (SOP) for Local Government Data Architecture: The definition of data and data meaning. It’s the metadata, the data about data. It is how data and databases are defined, described, and related. GTG Architectural Design
Technology Architecture: It is how the physical IT infrastructure (platform, storage, and tools) relates to the maximum efficiency in support of data and databases. It is about the IT operational deployment needs of the organization. It includes the optimum strategy, design, and implementation of the physical architecture in support of the defined data architecture.

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Data Quality: It is the description of the degree to which the data fit the purpose for a given business process or operation. The accuracy, reliability, completeness, and timeliness (real-time data) are all components of the quality of the City’s data and databases. Data quality is about data sourcing, definition, and transformation. It is also about data delivery and data consumption.

Data Operations: It is about how to coordinate people, processes, and technology of data management. This defines the lifecycle process and how data content management is integrated into the overall City of Fairfield‘s organizational ecosystem. It is about orchestration, stewardship, and interoperability.

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Task 1 Deliverables

Milestone 1: Kick-Off Meeting and Technology Seminar
Milestone 2: Online Questionnaire Results
Milestone 3: Public Consultation Strategy
Milestone 4: Remote Departmental Interviews Findings
Milestone 5: GIS Needs Analysis Report
• SWOT Analysis Findings
• GAP Analysis Findings
• Benchmarking Analysis
• Key Performance Indicators (KPI)
• Consensus Building
• Enterprise Data Management (EDM) Analysis Draft Plan

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Task 2: Develop Geographic Information Systems (GIS) Master Plan The GTG team will conduct a comprehensive GIS
assessment and develop a GIS Strategic Master Plan that will provide a clear, understandable, and step-by-step GIS roadmap for the City of Fairfield. The project scope will include the identification of GIS business needs, objectives, and current business processes and workflows. It will
determine the technology and system infrastructure
readiness to meet GIS business needs. It will include:

A Geographic Information Systems (GIS) Master Plan
Technology Readiness Plan
Authoritative Data Source Plan
Organizational Readiness Plan
GIS Implementation Plan to Meet Business Needs
Comprehensive GIS Data Assessment
GIS Training, Education and Knowledge Transfer Requirements and Enterprise Curriculum
GIS Policies and Procedures and Solutions
GIS Policies
Standard Operating Procedures (SOP), Protocols, Workflows, Integration, and Interoperability
GIS Work Plan with Roles and Responsibilities
Key Performance Indicators (KPI) or Measures for GIS
As specified in the RFP the city anticipates the scope of services to identify ways to fully utilize and leverage the capabilities of the existing enterprise investment and include all activities detailed in Tasks 1 thru 5. The city indicated that GTG should develop a plan of work GTG believes will most effectively meet the City’s objectives of assessing current gaps and developing a roadmap for improved business systems. The list below is a general overview of the expected tasks and deliverables of the project.

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Milestone 1: GIS Needs Assessment Report
The GIS Needs Assessment will provide a clear understanding of the City’s GIS business needs and provide an overview of current business processes, workflows, procedures, and protocols. It will include the following:

1. Defining Business Needs: It will include identification of all existing and potential applications, necessary data, data maintenance, and required resources across the
organization, including requirements for supporting
emergency and disaster planning, response, and recovery and future-oriented technologies such as smart city and artificial intelligence applications and solutions

2. GIS Requirements: It will include gathering specific GIS requirements from the user’s perspective by administrating an online questionnaire, conducting a technology seminar, and conducting departmental interviews, including but not limited to the following internal departmental and external organizations. o City Manager
o Finance
o Fire
o Housing Services
o Information Technology
o Parks and Recreation
o Human Resources (HR)
o Community Development
o Planning
o Building Safety
o Economic Development
o Police
o Public Works
o External Organizations
o Solano County
o Other Regional Organizations

3. Public Consultation Strategy: The GIS Needs Assessment will include a Public Consultation strategy that will include an online questionnaire and feedback from the public. The objective is for the city to embrace Civic inclusion and public engagement through GIS technology.

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4. Data Layer Matrix: Developing a Data Layer Inventory Matrix including information product description, together with details of the input data

5. Business Processes and Workflows: Describing the current business processes, workflows, challenges, and expected outcomes that help solve the problem

6. GAP Analysis: Identifying the gap between current business processes and future needs such that the magnitude of change that needs to be addressed in the new enterprise GIS is clear

7. Data Sharing (internal): Documenting data sharing between departments and identifying programs that utilize common data sets, listing department responsible for updating/editing data

8. Data Sharing (External): Documenting data sharing with external agencies such as Solano County and identifying programs that utilize common data sets, listing department responsible for updating/editing data.

The GIS Needs Assessment Report will use the Six Pillars of GIS Sustainability to address the needs and opportunities of the City of Fairfield:

Six Pillars of GIS Sustainability

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Milestone 2: Technology Readiness Assessment Report
GTG will develop a Technology Readiness Assessment Report that will evaluate the readiness of the system infrastructure (hardware, software, and network) to support the enterprise GIS, and maintain service during disasters. The conceptual system design produced for the City of Fairfield should be scalable and should address the business needs and objectives identified during the needs assessment. The Technology Readiness Assessment Report will determine:
• Hardware, Software, and Hosting: Hardware, software, and hosting services requirements to support GIS applications and procedures including emergency and disaster planning, response, and recovery
• Network Communication: Determining network and communication requirements to support Enterprise GIS
• Business Objectives: Business objectives, the technology is intended to fulfill • Technology Replacement: Existing technologies should be replaced • Technology Requirements: Type of technology needed based on the use case scenarios
• Self-Service Solutions: Self-service capabilities
• Industry Best Business Practices: Sharing and documenting industry best practices and advancements in the GIS field and how the city can leverage benefit from some upcoming technologies such as 3-D modeling, smart city solutions, and artificial intelligence
• Digital Data Layer Readiness: An assessment of the layer dependencies by business function, including:
o Infrastructure GIS Dependency Layers
o Disaster Planning GIS Dependency Layers
o 3D Modeling GIS Dependency Layers
o Smart City GIS Dependency Layers
o Artificial Intelligence GIS Dependency Layers
o Public Participation GIS Dependency Layers

• Conceptual System Design. A conceptual system design and design layout of the future technology platform
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Milestone 3: Authoritative Data Source Assessment Report The Authoritative Data Source Assessment will include an evaluation of the readiness of all digital data layers, paying special attention to the mission-critical parcel and address databases. The parcel and address data will be assessed as to completeness, accuracy, and validity as the authoritative sources of land management data as inherited from Solano County. GTG will produce a detailed assessment of parcel and address data supplied to the city from the county on a frequent basis.

The Authoritative Data Source Assessment will include:

Digital Data Assessment: High-Level Assessment of all Digital GIS Data Layers Parcel Layer Assessment: Detailed Parcel Layer Assessment Address Data: Detailed Address Point layer and Parcel Address Attribution Assessment
Business Needs: Assessing parcels and address data sets to meet GIS business needs and Enterprise authoritative data source requirements Gaps: Identifying the gap between current data sets and future needs Quality Assurance Assessment: An assessment of the completeness, accuracy, and validity of authoritative GIS data layer sources

Milestone 4: Organizational Readiness Assessment Report The Organizational Readiness Assessment Report will focus on GIS governance and a future governance model for the City of Fairfield. This assessment will help the city develop a governance plan that outlines the administration, maintenance, and support for the enterprise GIS. It will address the following key GIS Governance challenges:

GIS User Group: Creation and formation of a City GIS user group that is intended to outlast the GIS master plan
project. Assist with creation and assembly of a GIS user group
IT Workflow: This task will also include separate evaluations of IT readiness and department readiness to change current work processes.

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Organizational Structure and Guidelines: Developing guidelines to ensure all organizational structures are in place to establish data ownership, accuracy, and security
Regional GIS: Identifying various sources of information for collaboration for regional data sharing
GIS Team
• Optimize source data production to production geodatabase workflows • Developing training plan to support enterprise GIS
• Identifying internal support procedures
• Developing data and application release procedures
• Producing development decision criteria
• Defining staffing needs between optimal and varied levels. Identify what those tradeoffs are at varying levels.
• GIS Support Procedures and Service Level Agreements (SLA) • Industry best practices
• Training Plan
• Defining staffing needs between optimal and varied levels. Identify what those tradeoffs are at varying levels.

Departmental Initiatives:
• Developing training plan to support enterprise GIS
• Identifying internal support procedures
• Developing data release procedures
• Defining optimal staffing levels and skillsets required

See Appendix for GIS Strategic Planning Case Studies.

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Milestone 5: GIS System Design and Strategic Implementation Plan The GIS System Design and Strategic Implementation Plan will provide a clear roadmap of how the enterprise GIS will be improved.

It will include a detailed explanation of each phase of the project, including results from each section. It will provide a high-level project timeline, a cost estimate of implementing the enterprise GIS improvements, a cost-benefit analysis of implementing the enterprise GIS improvements, an estimate of resource or staffing needs for implementing the enterprise GIS improvements, and the results of risk analysis that identifies any implementation difficulties. This document will include:

Geographic Technologies Group
(GTG) has developed over 300
GIS Strategic Plans. Our “Digital
Executive GIS Strategic Plan”
document for the City of
Fairfield can be made
available to the public in the
form of a virtual flipbook.

Example link to our “Digital Executive GIS Strategic Plan” – Bay County, Florida

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Milestone 6: Final Presentation
The final presentation will include an overall view
of the entire project, project findings, and enterprise recommendations to the city’s GIS User Group. The
final presentation will recommend an actual detailed
strategy that outlines the specific actions required to implement the GIS Master Plan. It will provide an
opportunity for questions and answers and
discussion with the Senior Leadership Team. GTG
will supply to the city the following documents:
30 Bound GIS Master Plans
1 Unbound GIS Master Plan
Electronic Copy (Word and PDF)
The final Presentation Outline will include but is not limited to the following:

Executive Summary
GIS Data Gathering and Needs Assessment
Comprehensive GIS Data Assessment
GIS Training, Education and Knowledge Transfer Curriculum GIS Policies and Procedures and Provide
Key Performance Indicators (KPI)
Return on Investment (ROI) Analysis
Geographic Information Systems (GIS) Master Plan
• Difficulties: Risks, Challenges, Barriers, and Pitfalls • Governance and Staffing Model
• Schedule
• Budget
• Cost-Benefit Analysis

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Task 2 Deliverables:

Milestone 1: GIS Needs Assessment Report
Milestone 2: Technology Readiness Assessment Report
Milestone 3: Authoritative Data Source Assessment Report Milestone 4: Organizational Readiness Assessment Report Milestone 5: GIS System Design and Strategic Implementation Plan Milestone 6: Final Presentation

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Task 3: Conduct a Comprehensive GIS Data Assessment
The City of Fairfield’s existing digital GIS data layers requires an evaluation of accuracy, reliability, and
completeness. This project will allow the City to have a comprehensive snapshot of the quality and completeness
of all GIS data and establish a benchmark of data accuracy.

It will allow the city to plan and prioritize improvements to its extensive data repository.

GTG will perform an assessment of all the City’s existing 150+ GIS data layers. To ensure the currency and accuracy of all the City’s GIS data, GTG will perform a much more detailed review of each data layer and provide the city with recommendations for improving each of the layers. The Esri Data Reviewer application will be used to help determine spatial accuracy and attribute accuracy and completeness. The following will also be documented for each data layer:

Existence of metadata Y/N
Data update and responsibilities Date and Custodian Data currency Available Date
Data use limitations Limitations
Data ownership Custodian and Dpt
Data maintenance responsibilities Department
Level of effort and estimated cost to improve the data layer LOE (hours and $) Statistica (completeness and connectivity) Statistics GTG will provide the city with a report fully documenting all reviewed data and recommendations for improving the data. This will include Statistics on the accuracy, completeness, and integrity of each data layer, and the level of effort and best method to resolve all accuracy and completeness issues related to each data layer Task 3 Deliverables
GIS Data Assessment Report (Table)
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Task 4: Assess GIS Training, Education and Knowledge Transfer Requirements and Develop an Enterprise Curriculum
GTG will assess and evaluate the existing GIS training, education, and knowledge transfer needs of the city.

GTG will assess and identify all gaps in GIS skills of staff and their competency with Esri and its suite of applications.

GTG will develop a GIS curriculum that is enterprise in nature and innovative. This GIS curriculum needs to be
sustainable, repeatable, and all-encompassing for the City of Fairfield. It may include, but not be limited to the following:

Online workshops
Classroom workshops
Blogs
Brown Bag Lunches
Social Media
YouTube Training Videos
Departmental specific education
Collaborative, communication, and operational knowledge transfer activities Improving performance through knowledge transfer
Building effective strategies to transfer GIS knowledge and skills learned in training to the workplace
GTG will develop an enterprise curriculum, develop a GIS training portal for staff, and provide training for staff on the following:
a. ArcGIS Pro Training
b. Best Practices for data management
Task 4 Deliverables
GIS Training, Education and Knowledge Transfer Requirements, Enterprise Curriculum and Training Portal
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Task 5: Assess the Current GIS Policies and Procedures and Provide Recommendation and Draft Solutions
GTG understands that the City of Fairfield requires that new state-of-the-art GIS policies and Standard Operating
Procedures (SOP) must be developed before it becomes a
true enterprise, sustainable and enduring GIS.

Milestone 1: Develop and Document GIS Policies
The following is a list of GIS policies required by the City. GTG will create the following policies:

1. External Records Transmittal Policy: A policy for introducing data from external sources to the enterprise GIS. The policy includes in-depth forms and checklists designed to ensure data packages are complete and will conform to Fairfield GIS requirements.

2. GIS File and Static Map Naming Policy: This policy is designed to provide guidance on standardized GIS and map file naming conventions. This should create and/or build upon and expand the City’s existing “Naming Conventions” policy.

3. Internal Filing Policy: A policy that describes the procedures for handling hard copy source documents (as-built, plans, record drawings, etc.) – how they are digitized and how they are stored.

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5. Map Layout Policy: A policy for creating standardized procedures and map products and developing standardized map templates in ArcMap.

6. New GIS File Creation Policy: A policy that details procedures for creating new GIS files in the enterprise including justifying the new data and providing a notification mechanism so that all GIS users are aware of the new data.

7. Data Collection and Editing Policy: A policy that details guidelines and procedures for data collection on existing assets. Include policies and procedures for data collection and editing.

8. Owning and Updating Layers: Document guidelines and procedures for who will own and update certain layers once they are created.

9. Team Charter: Document the purpose, goals, objectives, and critical success factors of the GIS Team at Fairfield. Create new and/or modify existing documents that will be revised and expanded.

Milestone 2: Develop and Document Standard Operating Procedures (SOP) GTG will develop Standard Operating Procedures (SOP) including the following:

1. Metadata Standards and Standard Operating
Procedures: Procedures for the creation and maintenance of metadata including data source, description, lineage, projection, use constraints, field descriptions, etc. Will create new, revise, and expand the City’s existing metadata document.

2. Geospatial Data Standards and Creation Procedures:

Policies and procedures for data creation at the City of Fairfield. Includes spatial (horizontal and vertical) accuracy, coordinate projection, metadata requirements, data quality, importing and creating data, process workflows, etc.

3. ArcGIS Versioning: Procedures for administration and use of the ArcGIS versioning environment. Includes administration of the versioned environment with ArcCatalog and how editors will use versioning in the ArcMap environment.

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4. Active Directory: Procedures for using Active Directory user accounts and groups with both ArcGIS Server and with Microsoft SQL Server to simplify the provisioning of user credentials.

5. Database Permissions and Security: Describes how to properly configure roles and permissions in SQL Server and how that interacts with setting privileges in ArcCatalog on SDE database objects.

6. ArcGIS Server User Authentication: Procedures for configuring ArcGIS Server’s authentication tier using either ArcGIS Server token-based authentication or by using web-tier authentication.

7. Quality Assurance / Quality Control: Procedures for using and enforcing QA/QC in the enterprise GIS. Includes checklists for ensuring quality during data editing, data migration, map production, etc.

Milestone 3: Develop GIS Work Plan with Roles and Responsibilities GTG will develop a new GIS work plan with Roles and
Responsibilities based on the new KPI’s, policies, and the new vision, mission, goals, and objectives of the City’s GIS. The GIS Work Plan will include roles and responsibilities related to the following:

1. Governance Duties

2. Digital Data and Database Duties

3. GIS Software Duties

4. IT Infrastructure Duties

5. GIS Users and Power Users Duties

6. GIS Training, Education, and Knowledge Transfer Duties

7. Workflow, Procedures, and Integration Duties

8. Other GIS Management Duties

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Task 5 Deliverables

Milestone 1: GIS Policies Document
Milestone 2: Standard Operating Procedures (SOP) Document Milestone 3: GIS Work Plan with Roles and Responsibilities

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Task 6: Develop Key Performance Indicators (KPI) or Measures for GIS GTG understands that the City of Fairfield believes that measuring and monitoring the progress and success of
the tasks associated with an enterprise GIS is good
management. Developing organizational KPIs based on each GIS task outlined in the GIS Master Plan will allow the City of Fairfield to accurately measure GIS performance, quantify the accomplishments, and detail the benefits of GIS on a yearly basis. GTG will develop detailed and repeatable Key Performance Indicators (KPI) for the City of Fairfield’s GIS initiative. Each GIS task outlined in the GIS Master Plan will be accompanied by a way to measure, frequency of measurement and quantify its completeness.

GTG will use its GIS benchmarking strategy that includes over 120 GIS performance variables to create a comprehensive KPI strategy. This existing strategy will be supplemented by the City’s requires criteria.

GIS Data Review
GIS Public Software Portal
Online workshops
Classroom workshops
Blogs
Brown Bag Lunches
Social Media
YouTube Training Videos
Departmental specific education
Collaborative communication and operational knowledge transfer activities Improving performance through knowledge transfer
Building effective strategies to transfer GIS knowledge and skills GTG understands that each GIS task will be monitored and measured by the following KPI criteria:

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Detailed task description
Performance status
Number of activities
• Date of Completion
• Number of staff affected by task completion
Detailed organizational benefit

Example: GTG’s 120 KPI Criteria

Task 6 Deliverables
Key Performance Indicators (KPI) or Measures for GIS

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Task 7: Return on Investment (ROI) Analysis (Cost-Benefit Analysis) GTG will conduct a Return on Investment (ROI) analysis, Cost-Benefit Analysis, and develop a Value Proposition
for the City of Fairfield. This will be a high-level analysis and will support the entire GIS initiative with tangible examples of how the recommended improvement solutions to the
City’s enterprise GIS will benefit the organizations.

Milestone 1: Develop a Value Proposition
GTG will use a tried and tested ROI and Cost-Benefit Analysis strategy to evaluate the existing and future benefits of GIS to the City of Fairfield. GTG’s strategy includes the use of 40 Operational, Organizational, Technical and Tactical, and Community and Environmental Benefits to the City of
Fairfield.

Operational Benefits
Improve Efficiency
Increase Productivity
Streamlining of Business Operations
Modernization of Spatial Thinking
Making Better Quality and More Effective Decisions
Improving Cross-Departmental Thinking
Improving Communication, Coordination, and Collaboration Responding More Quickly to Tribal Requests
Effective Management of STOF’s Assets and Resources
Organizational Benefits
Saving Lives
Saving Time
Saving Money
Complying with State and Federal Mandates
Informing and Educating STOF Stakeholders
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Providing Data to Regulators, Developers, and Other Parties New and Effective Ways to Present Data and Information
Tracking STOF People, Vehicles, Resources, Events, and Assets Maintaining, Monitoring, and Modeling Organizational Assets Securing Grant and Funding Opportunities
Technical & Tactical Benefits
Improving STOF’s Data Accuracy
Automating Workflows
Improving Information Processing
Enhancing Data Analytics
Visualizing Planning Scenarios
Engineering Technology Strategies
Computerizing Manual Procedures, Processes, and Protocols Identifying, Locating, Detecting, Analyzing,
Predicting, and Quantifying Impacts to the STOF Tribal Community Monitoring Real-Time Critical Events
Community & Environmental Benefits
Prioritizing Environmental Stewardship
Protecting the Tribal Community
Promoting Economic Growth
Promoting Open and Transparent Government
Improving Tribal Access to Government Information
Empowering and Engaging Tribal Residents
Monitoring Climate, Conservation, and Environmental Change Establishing Economic, Societal, and Environmental Sustainability Fostering Social Equity, Justice, Equality, and Livable Tribal Communities Promoting Cultural Enrichment and Education
Preserving and Promoting STOF’s Historic Resources
Helping Build a Resilient Community
The GTG team will use this strategy to present all future GIS and Location Intelligence benefits to the City of Fairfield.

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46 | Scope of Work
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Request for Proposals for GIS Assessment and Strategy
Task 7 Deliverables
Return on Investment (ROI) Analysis
•Milestone 1: Value Proposition
•GTG acknowledges that all
deliverables shall be electronically
transferred to the City as specified in
Appendix A and all related
Documentation in the agreed-upon
file formats during the requirements
gathering phase of each Task.

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Project Schedule | 47
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Project Schedule
Geographic Technologies Group proposes a six-month project timeline that includes tasks, milestones and deliverables.
1 2 3 4 5 6 7
1 2
3 4
5 6
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City of Fairfield| CA
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Appendices
GTG has included the following in the Appendix:

Appendix B- Price Proposal by Task
Appendix C- NON-DISCLOSURE AGREEMENT
David Holdstock’s Full Resume
Challenges, Barriers, and Pitfalls
GIS Strategic Planning Case Studies

Geographic Technologies Group does not have any exceptions or provisions of the Sample Consultant Services Agreement provided in Appendix D.

Geographic Technologies Group has over 700 clients nationwide, with a large footprint in California. We also have an office in Southern CA.

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Appendix B | 49
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Appendix B
Itemized Cost Breakdown
This project is a not-to-exceed lump sum fee of $139,800. All tasks will be performed remotely with the opportunity for several site visits at no additional cost to the City of Fairfield. No reimbursable charges will be incurred. Itemized project costs are as follows:

Task Cost
TASK 1: DEVELOP A GEOGRAPHICAL INFORMATION SYSTEM (GIS) MASTER PLAN $68,000
TASK 2: CONDUCT A COMPREHENSIVE GIS DATA ASSESSMENT $27,520 TASK 3: ASSESS GIS TRAINING, EDUCATION, AND KNOWLEDGE

TRANSFER REQUIREMENTS AND DEVELOP AN ENTERPRISE

CURRICULUM
$15,000
TASK 4: ASSESS THE CURRENT GIS POLICIES AND PROCEDURES AND PROVIDE RECOMMENDATIONS AND DRAFT SOLUTIONS $20,790
TASK 5: DEVELOP KEY PERFORMANCE INDICATORS (KPIS) OR
MEASURES FOR GIS $8,650
TOTAL FEE $139,960
*Task 5 includes the additional Task 6 and 7 GTG proposed in the scope of services section.

Hourly Rates*
GTG Position Hourly Rate
GTG Principal- Project Manager $210.00
GIS Director – Project Advisor $200.00
Enterprise GIS Consultant $195.00
GIS Strategic Planner $135.00
Senior GIS Analyst $125.00
GIS Development Specialist and Strategic Planner $115.00 Marketing and Business Development Director $90.00

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City of Fairfield| CA
Request for Proposals for GIS Assessment and Strategy

Hours by Task

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City of Fairfield, CA

GEOGRAPHICAL INFORMATION SYSTEMS (GIS) ASSESSMENT AND STRATEGY RFP 26 | Page
Appendix C - NON-DISCLOSURE AGREEMENT
Regarding the City of Fairfield’s Request for Proposals for “Geographical Information Systems (GIS) Assessment and Strategy” This Non-Disclosure Agreement (“Agreement”), is entered into this day of , 2022 (“Effective Date”), by and between the City of Fairfield, (“City”), a municipal corporation of the State of California, and the entity responding to City’s above-referenced Request for Proposals whose name, address, and state of incorporation, are as follows (please print):
,
(hereinafter the “Recipient”).

WHEREAS, the City, acting through the Information Technology Department, has issued a Request for Proposals for an Geographical Information Systems (GIS) Assessment and Strategy Project (“the RFP”). To enable proposers to sufficiently consider and make a proposal responsive to the RFP, the City will disclose certain Confidential Information to potential consultants who wish to submit proposals in response to the RFP, relating to the City’s network and infrastructure; and
WHEREAS, each potential entity who wishes to submit a proposal in response to the RFP must have access to such information in order to construct a response to the RFP; and
WHEREAS, in order to release this Confidential Information to potential proposers, the City requires each proposer to enter into this Agreement through its authorized representative and return it to the City as a pre-condition of receiving supplemental documents to the RFP that contain Confidential Information; NOW THEREFORE, in consideration of the above recitals and the mutual promises of the parties herein contained, it is agreed by and between the parties as follows:

1.“Confidential Information” as used in this Agreement shall mean any and all technical and non-technical information, data, documents, records, and materials provided by or on behalf of the City to the Recipient, including without limitation patent, 20th
January
David Holdstock, CEO
PO Box 10135
Goldsboro, NC 27532
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City of Fairfield, CA

GEOGRAPHICAL INFORMATION SYSTEMS (GIS) ASSESSMENT AND STRATEGY RFP 27 | Page
trade secret, proprietary, and systems security- related information and information related to the current, future and proposed services of the City, in any form or medium, written or oral. Confidential Information also includes other information that is marked or otherwise identified as confidential or proprietary, or that would otherwise appear to a reasonable person to be confidential or proprietary in the context and circumstances in which the information is known or used. Confidential Information shall not include public records subject to disclosure under the California Public Records Act, Government code section 6250 et seq.

2.The Recipient agrees that it will not make use of, disseminate, or in any way disclose the City’s Confidential Information to any person, firm or business, except as necessary for the Recipient to respond to the RFP, and any purpose the City has authorized or hereafter authorizes in writing. The Recipient agrees that it shall disclose Confidential Information only to those directors, officers, employees, agents, affiliates, advisors, representatives, or consultants who need to know such information and who have previously agreed, either as a condition to employment or service or in order to obtain the Confidential Information, to be bound by terms and conditions substantially similar to those of this Agreement.

3.The Recipient agrees to hold all Confidential Information of the City in the strictest confidence and treat it with the same degree of care as it accords to its own Confidential Information, and
the Recipient represents and warrants that it exercises reasonable care to protect its own Confidential Information.

4.The Recipient’s obligations under Sections 2 and 3 with respect to any portion of the City’s Confidential Information shall terminate if the Recipient can document that: (a) such information was in the public domain at the time it was communicated to the Recipient by the City; (b) such information entered the public domain subsequent to the time it was communicated to the Recipient through no fault of the Recipient; (c) it was in the Recipient’s possession free of any obligation of confidence at the time it was communicated to the Recipient by the City (as shown by the Recipient’s files and records as of the time of disclosure); (d) it was rightfully communicated to the Recipient by a third party free of any obligation of confidence subsequent to the time that it was communicated to the Recipient by the City; (e) it was developed by employees or agents of the Recipient independently of and without reference to any information communicated to the Recipient by the City; or (f) the communication was in response to a valid order by a court or other governmental body, was otherwise required by law, or was necessary to establish the rights of either party under this Agreement (provided that Packet Page 155 of 345Attachment 3 Page 55 of 74

City of Fairfield, CA

GEOGRAPHICAL INFORMATION SYSTEMS (GIS) ASSESSMENT AND STRATEGY RFP 28 | Page
the Recipient has provided the City with a reasonable opportunity to seek protective legal treatment for such Confidential Information).

5.All materials (including, without limitation, documents, drawings, models, apparatus, sketches, designs and lists) furnished to the Recipient by the City shall remain the property of the City and shall be returned promptly upon request, together with any copies thereof, or destroyed with the consent of the City.

6.The Recipient shall not assign or transfer any rights or obligations under this Agreement without the prior written consent of the City.

7.Recipient’s obligations under this Agreement shall survive the termination of any other contractual agreement between the parties.

8.This Agreement shall be governed in all respects by the laws of the United States of America and by the laws of the State of California. The sole jurisdiction and venue for any dispute arising under this Agreement shall be the state and federal courts located in Solano County, CA, and each party to this Agreement hereby submits to such jurisdiction and venue.

9.This Agreement may only be changed by mutual agreement of authorized representatives of the parties in writing.

10.The Recipient acknowledges and agrees that irreparable injury may result to the City if the Recipient breaches the provisions of this Agreement and that damages may be an inadequate remedy in respect of such breach. The Recipient agrees in advance that, in the event of such breach, the City shall be entitled to the granting of injunctive relief in the City’s favor, in addition to such other remedies, damages and relief as may be available under applicable law.

11.This Agreement shall not be construed in any manner to be an obligation to enter into further contract or to reimburse the cost of any effort expended by Recipient.

12.This agreement constitutes the entire agreement of the parties with respect to the subject matter hereof. In the event of a dispute or a claim by a party to enforce its rights under this Agreement, the non-prevailing party shall pay all of the prevailing party’s reasonable legal fees. This Agreement and all of the provisions hereof shall be binding upon and inure to the benefit of the parties hereto and their respective successors, transferees and assignees.

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City of Fairfield, CA

GEOGRAPHICAL INFORMATION SYSTEMS (GIS) ASSESSMENT AND STRATEGY RFP 29 | Page
IN WITNESS WHEREOF, the parties have executed this Agreement as of the date first written
above.

RECIPIENT:

By:

Name:

Title:

Date:

CITY OF FAIRFIELD:

By:

Name:

Title:

Date:

David Holdstock
CEO
1/20/2022
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52 | Challenges, Barriers, and Pitfalls
City of Fairfield| CA
Request for Proposals for GIS Assessment and Strategy

Challenges, Barriers, and Pitfalls
We believe there are many challenges, barriers, and pitfalls that local government GIS departments need to be mindful of. They are:

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DAVID H OLDSTOCK, GISP

GTG CEO
919.222.1421 [email protected]

EDUCATION
MASTER OF SCIENCE –Natural Resources GIS
Research Program, College of Natural Resources,
North Carolina State University (NCSU), Raleigh, NC.

August 1988 – May 1990. Thesis: “An Evaluation of
Computer Mapping Software for Natural Resource
Management”, Holdstock, 1990.

BACHELOR OF ARTS: HONORS – Geography, School
of Humanities Greenwich University/Thames
Polytechnic, London, United Kingdom. September
1982 - June 1984. Dissertation: “Tracking
Contaminated Water in the London Boroughs”,
Holdstock, 1984

CERTIFICATIONS
• Certified GIS Professional (GISP) Certificate # 23795 • Member of Urban and Regional Information System
Association (URISA)
• ESRI Business Partner
AWARDS
• ESRI’s 2017 Best GIS Citizen Engagement Award
• ESRI’s 2011 International Award for Mobile
Applications
• ESRI’s 2012 & 2016 Special Achievement in GIS Award
• ESRI’s 2018 Cornerstone Partner Recognition Award
• URISA’s Exemplary Systems in Government Award
• URISA’s Excellence in GIS Award
• URISA’s Best Web GIS Solution
• URISA’s 2019 Distinguished Exemplary Systems
Award in Local Government

PROFILE
One of North America’s leading authorities on GIS strategic implementation planning. Developed over 300 GIS strategic plans for towns, cities, counties, multi- regional agencies, and native indigenous people. Written two GIS strategic planning books. Developed innovative GIS management and analytics models. Secured many awards for exemplary use of GIS. A keynote speaker and presenter. Conducted many GIS workshops, webinars, and seminars. Currently collaborating with many organizations to build smarter communities with GIS technology and location intelligence. Research includes studying the maturation and evolution of GIS, promoting the democratization of GIS, encouraging the regionalization of GIS, and embracing the ubiquitous participation.

Projects and practice include building GIS working solutions to address community engagement, open and transparent government, community resilience and sustainability, social equity and social justice with an emphasis on affordable housing, available and accessible parks, open space, and recreational opportunities, climate change, economic development, and smart city 3D visualization. Worked in many parts of the world including USA, Canada, United Arab Emirates, Qatar, Africa, South Africa, St.

Vincent and the Grenadines, and the Bahamas. Committed to location intelligence to create connected, engaged, inclusive, and sustainable communities

KEY EXPERIENCE
• Managed over 300 GIS Needs Assessments and Enterprise Implementations • Has managed the deployment of Esri Solutions for Hundreds of Clients • Former GIS Manager for World’s Leading Transportation Engineering Company – Parson Brinkerhoff, Quade and Douglas (PBQ&D), NY
• Extensive Publications and Presentations on GIS For Local Government • Conducts GIS Technology Workshops and Education Seminars • Develops Project Management Plans and QA/QC Procedures • Provides Oversight for GIS Data Management Projects & Enterprise Implementation
• GIS/GPS Program Director at North Carolina State University – Institute for Transportation Research and Education (ITRE)
• Opening Keynote Speaker for Wyoming and Colorado Elevations Geospatial Summit GIS: Yesterday, Today, and Tomorrow 2020 to 2040: Smart, Resilient and Sustainable Local Government Organizations (May 2018)

SIMILAR PROJECTS
City of Tulare, CA - GIS Strategic Master Plan and Technical Support City of Fort Pierce, FL - GIS Needs Assessment and Technical Support City of Pico Rivera, CA – Geospatial Master Plan and Technical Support City of Lathrop, CA - GIS Needs Assessment and Technical Support City of Morgan Hill, CA – GIS Strategic Plan, Action Plan, and Technical Support City of Hobart, IN – GIS Strategic Plan and Implementation and Technical Support

PUBLICATIONS
• 1990- 2021. Extensive publications in GIS and
GPS in strategic planning, transportation,
environment, telecommunications,
management, applications, value proposition,
best geospatial practices, challenges, barriers
and pitfalls, governance, the democratization of
GIS, and the future of geospatial technology.
• Holdstock, David A. 2017. GIS Strategic Planning
and Management in Local Government. Boca
Raton: Taylor & Francis Group.
• Holdstock, David A. 2020. Smart Geospatial
Practices and Application: An Altogether
Different Language. Boca Raton: Taylor &
Francis Group.
• Pending Book 2023: Building Smarter
Communities with Location Intelligence.:

MOdernization Boca Raton: Taylor & Francis
Group.

BA
MS
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WEBINARS
2021 Webinar Series: 12 Part “Beyond Location
Intelligence” Series – including the following:
• Critical Steps to GIS Success in Local
Government
• The Value Proposition of Location
Intelligence and Geospatial Technology
• The Challenges, Barriers, and Pitfalls of GIS
in Local Government
• How to Apply for a GIS Grant?
• Why Should a Town, City, or County Invest
in a GIS Strategic Plan?
• A Formula for Success: The Six Pillars of GIS
Sustainability
• GIS Governance and Maturity Models in
Local Government
• The Future of Geospatial Practices and
Applications in Local Government
• How to Sell Location Intelligence?
• Characteristics of a Perfect GIS Manager
• How to Build an Enterprise, Sustainable,
Scalable, and Enduring GIS
• Building Smarter Communities with
Location Intelligence
Develops GIS strategic implementation plans for
government organizations. Over the course of 24
years has supported municipal government by
developing new and innovative GIS governance
and management models, GIS maturity models,
innovative strategies, methodologies, and
initiatives including but not limited to the following:
• A GIS Maturity Model – The Six Pillars of GIS
Sustainability
• A Regional GIS Framework Model – A Five
Tier Regional Framework Model
• GIS Governance and Management Models –
Centralized, Decentralized, and Hybrid
Governance Strategy
• High-Performance Organization (HPO) – A
GIS Centric HPO Model
• Award Winning “Green City” GIS Initiative -
GreenCityGIS.com
• A GIS Business Realization Planning
Strategy
• Best GIS Business Practices
• Strategies for 3-Dimensional (3D) Modelling
• Urban and Regional Information Systems
Association (URISA) – Lead Researcher in
the Development of a New 2022 GIS
Maturity Model Workshop

PRACTICE AND RESEARCH

DAVID HOLDSTOCK, GISP
continued

WORKING EXPERIENCE
Experience includes all areas of local government operations including Public Safety, Law Enforcement, Police and Emergency Management, Public Works and Public Utilities, Natural Resources, Parks and Recreation, Public Administration, Public Services, and Telecommunications. Presently combining real-world consulting and research to implement GIS technology and location intelligence for the following communities:
• Affordable Housing and Homelessness – City of Tulare, CA • Economic Development – City of Mississauga, Ontario
• Smart Green City Parks – Parks, Recreation, Open Space, Natural Resources - City of Berkeley, CA
• Telecommunications and Fiber Management – City of Wilson, NC • 3D Modeling – City of Roswell, GA and Green Cove Springs, FL • Geo HUB – City of Fort Pierce, FL
• Enterprise Integrated Utilities – City of Hobart, IN
• Public Works Geospatial Master Plan – Doha, Qatar
• Historic Story Maps – Town of Windsor, CA
• Climate Change Story Maps – City of Thousand Oaks, CA • COVID-19 Applications– City of Roswell, GA
• Rainbow Coalition - Geospatial Community Events – West Hollywood, CA • Next Generation E-911 Public Safety Suite – Westmoreland County, VA • Emergency Operations Center (EOC) – Simi Valley, CA
• GIS and Wine Country – Jackson Family Wines, CA
• Innovative Survey 123 Applications – City of Broken Arrow, OK • Emergency Management and Incident Collaboration – Morgan Hill, CA • Hurricane Damage Assessment – City of Fort Pierce, FL • Water Outage Planning, Assessment, Customer Notification – Howard County, MD
• Hydrant Maintenance Work Order Solutions – City of Broken Arrow, OK • Survey 123 – Sewer Inspections/Grease Interceptor Inspections/Water Quality Testing – Broken Arrow, OK
• Open Data ArcGIS Web Portal – City of Green Cove Springs, FL • GIS Regional GIS Framework Model – Wake County, NC
• 2021- 2026 - Five Year GIS Strategic Implementation Plan – City of Fremont, California
• 2021-2026 - Five Year GIS Strategic Implementation Plan – City of Englewood, Colorado
• 2021-2026 - Five Year GIS Strategic Implementation Plan – Town of Ajax, Ontario, Canada
• 2022-2026 - Five Year GIS Strategic Implementation Plan – City of Pickering, Ontario, Canada

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KEYNOTE SPEAKER /WORKSHOP INSTRUCTOR
Presented and taught at many professional conferences throughout United States and beyond. The following represent a sample of presentations:
• Opening Keynote Speaker: Holdstock, David, A. 2019. GIS Smart, Resilient and Sustainable Local Government. Central Florida GIS Conference. September 2019. • Opening Keynote Speaker: Holdstock, David A. 2018. Yesterday, Today, and Tomorrow - 2020 to 2040. Wyoming and Colorado Elevations Geospatial Summit GIS. May 2018. • GIS Conference Speaker and Presenter. Multiple GIS technical papers, presentations and speaking engagements throughout North America since 1990. The following is a sample:
• Holdstock, David A. (September 1993) Utilizing A Geographical Information System (GIS) for A Roadway Improvement Planning Study on The Southern State Parkway Corridor, Long Island, New York. 4th National Conference on Transportation Planning Methods Applications, Volumes I and II. A Compendium of Papers. • URISA Workshop Instructor, (2000-2004).
• David A. Holdstock eta al (October 5-6, 2009) Project Management Basics for New Project Managers. 2009 Illinois GIS Association Conference.
• David A. Holdstock et al (July 19, 2010) 10 Ways to Improve Your Public Safety Using GIS.

Arizona APCO-NENA State Training Conference.
• DeGroot, Irene and David A. Holdstock. (September 28 - October 1, 2010) GIS Centric ERP Solutions: The Next Generation of Geospatial Integration. URISA GIS-Pro 2010. • Holdstock, David A. (September 30 - October 4, 2012) 311 GIS-Community Crowd Sourcing.

URISA GIS-Pro 2012 in Oregon.
• Holdstock, David A. (2013) Smarter Cities – Deploying ArcGIS for Local Government and ArcGIS Online. 2013 ESRI Southeast User Conference.
• Holdstock, David A. and Cathy Raney. (April 2013) 16th Annual American Association of Airport Executives GIS Conference.
• Holdstock, David A. (April 8-12, 2013) Crowdsourcing and Citizen Engagement. South Central Arc User Group (SCAUG). Texas.
• Holdstock, David A. (April 8-12, 2013) Smarter Cities – Deploying ArcGIS for Local Government and ArcGIS Online. South Central Arc User Group (SCAUG). Texas. • Holdstock, David A. (September 2013) Smarter Cities – Deploying ArcGIS GeCo. West Annual Conference.
• Holdstock, David A. (September 2013) Breaking Down Barriers for GIS Use GeCo. West Annual Conference.
• Holdstock, David A. (September 16-19, 2013) The Formula for GIS Success: Strategic GIS Planning and Management in Local Government. Geospatial Conference of the West. • Holdstock, David A. and Cathy Raney. (October 18-22, 2015) A World Class GIS Solution and a Forerunner of Things to Come. URISA GIS-Pro & NWGIS 2015. • Holdstock, David A. (2016) GIS and Telecommunications • Baber, Patrick and David A. Holdstock. (October 3, 2016) What’s the Return on Investment (ROI): The Business Case for GIS? Georgia Geospatial Conference. • Holdstock, David A. (October 3-5, 2016) Smarter Communities: Data Analytics and Geospatial Technology is Charting a New Course for the City of Roswell’s Parks and Recreation Departments. Georgia URISA and GITA Southeast. • Holdstock, David A. (October 3-5, 2016) Are You Really a Good GIS Manager? Do You Have the Right Management Characteristics? Georgia URISA and GITA Southeast. • Holdstock, David A. (Oct 6, 2016) WyGeo Annual Conference. • Holdstock, David A. (July 10-14, 2017) Booth Presentations. 2017 ESRI User Conference. • Holdstock, David A. (2017) Presentation at CalGIS.
• Holdstock, David A. (May 2018) Wyoming and Colorado Elevations Geospatial Summit GIS. • Holdstock, David A. (September 2019) Central Florida GIS Workshop. • Holdstock, David A. (2020) Geospatial Technology and Location Intelligence: Changing the Entire Parks and Recreation, Open Space, Conservation and Natural Resource Landscape.

National Recreation and Parks Association (NRPA).
• Holdstock, David A. (2021) How to Plan, Design, Build, Maintain and Modernize Your Enterprise GIS.
• Montana Rural Water Systems Conference.
• Holdstock, David A. (2021) The Value Proposition of Location Intelligence. GIS in the Rockies (GISITR).
• Holdstock, David. A. (2021) The Art of Strategically Planning GIS Solutions. North Carolina ArcGIS Users Conference (NCAUG).
• Holdstock, David A. (2021) Smart Parks and Recreation: Outstanding Benefits of Location Intelligence. National Recreation and Parks Association (NRPA). • Holdstock, David A. (September 2021) The Business Realization Planning of Location Intelligence. Urban and Regional Information Systems (URISA)

DAVID HOLDSTOCK, GISP
continued

EMPLOYMENT
1997 – 2021: Chief Executive Officer (CEO) and co-
owner of Geographic Technologies Group
(GTG).GTG is one of the world’s leading local
government GIS strategic planning and services
consulting companies and is headquartered in
Raleigh, North Carolina. Incorporated Geographic
Technologies Group in 1994 and is CEO and a
leading GIS Strategic Planner for local government.

Currently working on multiple GIS strategic projects
in USA and Canada.
1994 – 1997: Director for GIS/GPS at the Institute
for Transportation Research and Education (ITRE).

ITRE is a university-based entity committed to
leadership, analytical thinking, integrating
technology, problem solving, and professionalism.

As GIS/GPS Director for nearly four years
collaborated with NCSU Civil and Environmental
Engineering faculty and students, the Center for
Transportation and the Environment (CTE), and
North Carolina Department of Transportation
(NCDOT).
1990 -1994: GIS Specialist and GIS Cost Center
Manager for Parsons, Brinkerhoff, Quade, and
Douglas (PBQ&D), NY. In the 1990’s PBQD was the
largest transportation engineering company in the
world, headquartered in New York City. One of the
first GIS Managers that applied GIS technology to
Environmental Assessments (EA), Environmental
Impact Statements (EIS), Long Island Railroad (LIRR)
studies, pedestrian modeling, and large
transportation corridor projects.

Packet Page 161 of 345Attachment 3 Page 61 of 74

Project Profile:

WWW.GEOTG.COM
888.757.4222
1202 Parkway Drive
Goldsboro, NC 27534
California

CITY OF BERKELEY
Packet Page 162 of 345Attachment 3 Page 62 of 74

Berkeley, California is a city of over 122,000 people. Located in northern California across the bay from San Francisco, it spans approximately 10 square miles. The City of Berkeley is perhaps most famous for its University of California campus and the public Agricultural, Mining and Mechanical Arts College in Oakland. The City of Berkeley grew up around the site selected for the University.

The City is known for its academic
achievements, scientific exploration, free
speech and the arts. The City is home
to several Nobel Prize winners and is
ranked No. 5 on Niche’s List of Top 10
‘Best Cities to Live in America’ for 2017.

Though the City of Berkeley has much
to be proud of, officials are constantly
working on improving the quality of life
for their community.

Issue
As the City of Berkeley worked to build
its Resilience strategy, which included
a strategic goal to “excel at working
together within city government to
better serve the community,” City staff
soon realized that their Enterprise GIS
Program needed strategic direction; the
GIS architecture, business application
technologies, and staff resources had
changed. The City required a wholistic
re-evaluation of the GIS to ensure the
effectiveness in providing critical services
to all City staff and residents.

In May of 2016, the City decided to
pursue a GIS Master Plan initiative,
with the intent of finding a consultant
knowledgeable in GIS Governance
and technology best practices, who
could conduct a GIS needs assessment
and provide a GIS Master Plan for
the City. The City of Berkeley selected
Geographic Technologies Group (GTG),
pioneers in GIS Strategic Planning, to
help The City create a roadmap for
development of an enterprise and
sustainable GIS.

The GIS Master Planning Project
Ultimately, the City wanted to develop a
comprehensive GIS Needs Assessment
Report, Technology Readiness
Assessment, and an Organization
Readiness Assessment culminating
into a GIS implementation plan. This
implementation plan and associated
industry best practice recommendations
would act as a roadmap for the City’s
future Enterprise GIS. The following are
the six milestones established by the City
to reach this roadmap.

MILESTONE 1: Needs Assessment —
GTG conducted a needs assessment
for the City of Berkeley’s various
departments. This involved using
an online questionnaire, onsite
departmental interview process, and GIS
benchmarking analysis.

MILESTONE 2: Technology Readiness
Assessment — The City of Berkeley’s
hardware, software, and network were
evaluated on its ability to support an
Enterprise GIS. GTG created a scalable
conceptual system design for the City.

MILESTONE 3: Authoritative Data
Source Assessment — For the third
milestone, the City focused on the
quality of its GIS data. GTG created a
data assessment on the parcel and
address datasets, based on their
completeness and accuracy, and
identified the gaps between the data
sets and future needs.

MILESTONE 4: Organizational
Readiness Assessment — Focusing on
industry best practices, training, and
staffing plans, GTG created a report
detailing guidelines for organizational
structures and governance models.

MILESTONE 5: Implementation Plan
— To deliver the implementation plan,
GTG needed to provide a clear roadmap
of how the Enterprise GIS system would
be improved. This plan contains all
information and reports from Milestones
1-4, including a cost-benefit analysis and
a high-level project timeline.

MILESTONE 6: Final Presentation —
The last deliverable for the City was a
presentation of the entire GIS Master

GEOGRAPHIC TECHNOLOGIES GROUP
Ultimately, the City wanted
to develop a comprehensive
GIS Needs Assessment
Report, Technology
Readiness Assessment, and
an Organization Readiness
Assessment culminating into
a GIS implementation plan.

Packet Page 163 of 345Attachment 3 Page 63 of 74

Plan covering everything from the first
interview questions to the delivery of the
implementation plan package.

The Master Plan defined six goals the City
of Berkeley wanted to achieve in order to
implement a robust enterprise GIS that
was scalable, sustainable, and enduring.

These goals included:

1. Implementing a formal GIS
governance model

2. Establishing GIS procedures and
workflows

3. Developing a GIS staffing plan

4. GIS Training, Education and
Knowledge Transfer

5. GIS Data improvement

6. Building an infrastructure to sustain
an enterprise GIS
Solution
The scope of the six goals identified
above translated into a contract for
seven follow up projects with GTG to
place the City’s GIS on the road to an
enduring enterprise GIS. These projects
were directly linked to the results
of a GIS assessment, which led to
recommendations based on Berkeley’s
needs as well as industry best practices.

Utilizing the Esri software platform
and the Enterprise License Agreement
the City of Berkeley has with Esri, GTG
proposed to:

1. Conduct a comprehensive GIS data
quality assessment.

2. Deploy a Public web GIS Solution
utilizing ArcGIS Server, Web
AppBuilder, and ArcGIS Online.

3. Develop enterprise GIS policies and
procedures following industry Best
Management Practices.

4. Develop a Mobile GIS Deployment
Action Plan.

5. Develop Key Performance Indicators
(KPIs) or Measures for GIS for the
City of Berkeley to measure the
performance and progress of every
task identified in the Master Plan.

6. Plan and design a digital newsletter
to maintain a GIS culture of
collaboration among stakeholders.

7. Develop a comprehensive GIS
training program and web platform
for the City utilizing all resources
available such as online and
classroom workshops, videos,
blogs, social media, and brown
bag lunches and provide a plan
for knowledge transfer.

The City of Berkeley has invested in its
enterprise GIS vision by implementing
the recommendations in the strategic
plan roadmap. As a result, it has an
enduring, scalable, and sustainable
enterprise GIS.

Outcome
The City received its final implementation
plan in the summer of 2017. Cristi
Delgado, the GIS Coordinator for the City
of Berkeley, raves about her experience
working with GTG: “The staff at GTG had
the knowledge and expertise in creating
implementation plans that we were
looking for. I could not be happier with
their work!”
Since receiving its plan, the City has
taken several steps towards updating
its Enterprise GIS, including improving
communication amongst departments
via the new GIS Newsletter, The Pin Drop.

The City has also begun pursuing other
projects with GTG, including deploying a
Public web GIS solution, which enables
the City to openly share GIS data for
areas such as property and planning,
recreation, and city services. This public-
facing portal is accessible 24/7 and
serves to increase transparency while
reducing public information requests
and the need for a personal staff
response.

The City has also moved forward with
the creation of a comprehensive Mobile
Action Plan. There was previously no
mobile GIS available, so the GIS Master
Plan recommended a plan to provide a
roadmap for fully implementing mobile
technologies for City staff. This project
helped them to realize the return on
investment in utilizing mobile GIS and
applications for City operations.

Cristi Delgado said she appreciated the
work that Geographic Technologies
Group did to analyze and highlight
how GIS has the potential for greater
use and impact at the City of Berkeley.

The professional analysis of the GIS
provided an independent view that
she could share with decision makers
that helped her make the case for
applying the recommended changes
to the enterprise GIS. She said, “It also
made GIS stakeholders feel they were
being heard.”
The City of Berkeley is working hard
to maintain the best GIS the City has
seen and create a benchmark for
other organizations to follow. The
GIS data assessment identified areas
of opportunity to improve quality of
data for reporting to deliver high-level
analysis. Berkeley City staff are now
enabled with better decision-making
tools and with better data. GIS has
been implemented at all levels of the
organization, and the City is committed
to continuing education for all team
members to ensure the highest return on
its GIS investment.
________________________________
For more information about GIS
Strategic Planning with GTG, please
visit geotg.com or call our team at
888.757.4222.

GEOGRAPHIC TECHNOLOGIES GROUP
Since receiving the plan, city officials have taken
several steps towards updating their Enterprise GIS.

Packet Page 164 of 345Attachment 3 Page 64 of 74

Project Profile:

WWW.GEOTG.COM
888.757.4222
1202 Parkway Drive
Goldsboro, NC 27534
Texas

CITY OF FARMERS
BRANCH
Packet Page 165 of 345Attachment 3 Page 65 of 74

The Most Critical Part of any GIS
Roadmap is the Governence Model
GTG and Esri Partner to Develop a Strategic GIS Work Plan and Governance Model for the City of Farmers Branch, Texas
The City of Farmers Branch has a
growing population of nearly 40,000
people and is in the Dallas–Fort Worth–
Arlington Metropolitan Statistical Area
(MSA). The City boasts their location as
“an oasis of small-town life in the heart
of big-city bustle.” Just minutes from
downtown Dallas, Farmers Branch is
quickly growing with families looking
to put down roots in safer, quieter
neighborhoods, with easy access to
idyllic parks, great schools, and state-
of-the-art recreation facilities.

Existing Conditions
To serve its growing community,
The City of Farmers Branch built the
foundation for an excellent, innovative,
and sustainable hybrid GIS governance
model. GIS governance refers to
all of the processes and actions
required to manage the planning,
design, implementation, and on-going
innovative use and maintenance of
Geographic Information Systems (GIS)
technology.

The conventional wisdom is that GIS
should always be located in the IT
department, as the IT department
serves all departments equally. This
model is typically supported by full-
time GIS Subject Matter Experts (SME)
in key departments throughout the
City. The City of Farmers Branch has
three full-time equivalent GIS staff
throughout the City, including a GIS
Administrator, a GIS Intern housed
in the IT Department, and a GIS
Technician and Senior Engineering
Specialist in the Public Works
Department. The remaining staff with
GIS experience are in the Parks and
Landscape Department and contribute
to GIS management. Overall, the City
has approximately 31 users of GIS
software in 8 departments.

The City’s small GIS team in IT
understandably centralizes GIS activity
by working for each department to
put-out-fires, make maps, and actually
do the GIS work for each department,
as well as maintain digital data layers.

The GIS Administrator and intern tend
not to be enablers, but GIS technicians
for each department. The general
observations about the City’s GIS
Governance Model is that “the city is
built out on a total of 12 square miles
with a population of 40,000 people,
and GIS is a one-man shop with 400
staff to support.” Therefore, the City
of Farmers Branch had some existing
centralized, decentralized, and hybrid
GIS governance characteristics.

Turning to the Experts
To add clarity to their situation and
work towards taking calculated actions
to grow their GIS in a healthy way, the
City contacted Esri and Geographic
Technologies Group (GTG) to assist with
the development of a comprehensive
GIS Strategic Work Plan.

City of
Farmers
Branch,
Texas
The evolution and maturity
of GIS governance in local
government over the past
30 years has seen a natural,
albeit clumsy progression
from a young decentralized
GIS model to a centralized
GIS model, to today’s
modern and mature hybrid
governance model with
regional characteristics.

GEOGRAPHIC TECHNOLOGIES GROUP
Packet Page 166 of 345Attachment 3 Page 66 of 74

Esri specialists and GTG CEO, David
Holdstock, partnered with the City of
Farmers Branch to create a business-
oriented geospatial strategy that
would help the City manage significant
population change and growth. To
effectively assist with the project, GTG
and Esri needed to understand politics,
personalities, lines of communications,
and all management variables.

Holdstock explains, “We knew the
resulting strategy must focus on
implementing solutions to address the
consistently expressed needs of the six
departments utilizing GIS technology,
so we conducted onsite interviews
of key stakeholders to gain a deeper
understanding of current GIS use and
structure.” It was determined that the
solutions presented must enhance
situational awareness and data-
driven decision-making, advance the
monitoring and tracking of resources
and spending, improve communication
to the public, and enable a City-wide
understanding of GIS. All this had to be
achieved in a way that was technically
feasible and sustainable with an
appropriate GIS governance model to
enable appropriate and effective use of
GIS technology.

Recommended Solutions and
Strategy
The City of Farmers Branch was in a
prime position to become smarter with
geospatial technology. A phased and
deliberate approach to meeting the
challenges of using GIS throughout the
organization provided opportunities
for improved efficiency, increased
productivity, time and money saved,
and better decisions made. Other
opportunities included improved
data access, automated workflows,
improved information processing,
compliance with state and federal
mandates, improved communication,
better coordination and collaboration
between all stakeholders, and data
made available for regulators,
developers, and the public. Improved
GIS also means responding quicker
to citizen requests, improving citizen
access to government, increasing
community safety, and effectively
managing City assets and resources.

Each of the City of Farmers Branch
departments emphasized the need
for all of the improvements listed
above but also the need for improved
guidance, deployment of data
standards, clarity of GIS roles and
responsibilities, reduction of manual
processes and associated wasted time,
and opportunities for open data and
data sharing with the public.

Based on these challenges and needs
as well as conventional wisdom
and best business practices in GIS,
GTG recommended the necessary
components required to implement
a sustainable Hybrid GIS Governance
model. Holdstock states, “Some of
these components included the
creation of a GIS Steering Committee,
hiring a new Geographic Information
Officer and full-time GIS Specialist
for the IT department, and the
development of GIS Policy, Standards,
and Organizational Mandates, among
many other recommendations best
suited for their unique situation.”
GIS Governance
The evolution and maturity of GIS
governance in local government
over the past 30 years has seen a
natural, albeit clumsy progression
from a young decentralized GIS
model to a centralized GIS model, to
today’s modern and mature hybrid
governance model with regional
characteristics. Today’s hybrid model
is characterized by a key GIS Manager
or Geographic Information Officer
(GIO) that is ultimately accountable
for all geospatial activity within the
organization, supported by the
right number of key GIS staff to
maintain critical data layers and, most
importantly, enable all departments
with desktop, web and mobile GIS
The ultimate success of an enterprise-wide GIS will
depend on the ability to govern and manage GIS in an
evolving multi-departmental environment. It must
include complex strategic, technical, tactical, logistical, and political issues that accompany GIS technology.

GEOGRAPHIC TECHNOLOGIES GROUP
Packet Page 167 of 345Attachment 3 Page 67 of 74

solutions (Holdstock, David. Strategic
GIS Planning and Management in Local
Government, 2016).

GIS governance is a social and
political process, and the aggregated
experiences of local government
organizations prove that achieving an
operational GIS does not guarantee
its use. Correct implementation
of an appropriate governance
model can give rise to positive
and beneficial characteristics in an
organization. Conversely, selecting
and or implementing a poorly suited
governance model that does not follow
basic implementation principles can
have negative consequences. The
ultimate success of an enterprise-wide
GIS will depend on the ability to govern
and manage GIS in an evolving multi-
departmental environment. It must
include complex strategic, technical,
tactical, logistical, and political issues
that accompany GIS technology.

Many local governments utilize a
Hybrid GIS Governance model: An
approach that incorporates the
benefits of each of the centralized and
decentralized organizational models
is a happy medium — the best of both
worlds — and this was the model
selected for implementation by the City
of Farmers Branch.

Benefits
A Hybrid GIS Governance model for
The City of Farmers Branch uses dual
accountability along functional lines.

When successfully implemented, the
hybrid model benefits the organization
in many ways:
• Shared costs
• Database management and
maintenance
• Network and server resources
• Highly specialized GIS staff
• Improved efficiency
• Integrated multi-departmental
solutions can be implemented
• Central data warehouse
• Team-based processes (critical
functions are no longer one
person deep)
• Improved data quality
• Departmental ownership of
relevant datasets is maintained
• Automated validation routines
• Real-time distribution of data
• Improved end-user support
With the creation of a Hybrid
GIS Governance model for their
organization, and technology
implemented to maintain data and
support their GIS infrastructure, The
City of Farmers Branch was well on its
way to fulfilling a full set of GIS goals
and objectives in alignment with GTG’s
Six Pillars of GIS Sustainability:

1. Governance - Implement an
Optimum GIS Governance Model

2. Data & Databases - Design,
Build, Update, Collect, and Maintain
Reliable and Sustainable GIS Digital
Data Layers

3. Procedures, Workflow, and
Integration - GIS integration,
interoperability and efficient
workflow throughout the
organization

4. GIS Software and Geospatial
Technology - Make GIS Software
and Geospatial technology to all
stakeholders including City staff,
residents, and all interested parties

5. Infrastructure - Build and
Maintain IT Infrastructure to
support an Enterprise, Scalable and
Sustainable GIS

6. GIS Training, Education and
Knowledge Transfer - Train,
Educate, and Promote Knowledge
Transfer for all City Staff
With the creation of a
Hybrid GIS Governance
model for their organization,
and technology implemented
to maintain data and
support their GIS
infrastructure, The City was
well on its way to fulfilling
its GIS goals and objectives.

GEOGRAPHIC TECHNOLOGIES GROUP
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Conclusion
The City of Farmers Branch required a
GIS Strategic Work Plan and retained
Esri specialists and GTG to make
it happen. Onsite collaboration
for department interviews and
presentations were utilized to identify
primary GIS needs and to educate the
team on best practices and practical
solutions. While Esri specialists worked
on implementing technological
solutions, GTG was tasked with
building a plan to best manage GIS/
digital data and databases, as well as
training and education for internal
teams – the governance of the GIS.

With the results from an onsite
needs assessment in hand, GTG
developed recommendations for
what a new, enterprise-level, Hybrid
GIS Governance Model would look
like. With the combined knowledge
and resources of Esri specialists for
technology solutions and GTG for a
governance model, The City of Farmers
Branch created a comprehensive GIS
Strategic Work Plan with a Hybrid
Governance model that will serve
their organization through years of
aggressive growth.

For more information about this
project, contact David Holdstock
by calling 888.757.4222 or emailing
[email protected]. To learn more
about GIS Strategic Planning, visit us
online at GISplan.com or geotg.com.

With the combined knowledge and resources of Esri specialists for technology solutions and GTG for a governance model, The City of Farmers Branch created a comprehensive GIS Strategic Work Plan with a Hybrid Governance model that will serve their organization through years of aggressive growth.

GEOGRAPHIC TECHNOLOGIES GROUP
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Project Profile:

WWW.GISPLAN.COM
888.757.4222
1202 Parkway Drive
Goldsboro, NC 27534
City of Tulare, California

A FOUNDATION FOR

GIS EXPANSION
Packet Page 170 of 345Attachment 3 Page 70 of 74

Building a Foundation for GIS Expansion
with Strategic Planning in Central California
Background
Located in the heart of the San Joaquin
Valley, the City of Tulare, California
is situated nearly equidistant from
four major ports around the state.

With airport, rail, and highway access,
Tulare is a central hub for product
movement. The City hosts the annual
World Agriculture Expo and is home
to several food processing and
distribution centers such as Land
O’Lakes, Nestlé, Häagen-Dazs, and
Kraft. The City government serves
about 65,000 residents within its 21
sq. mile boundary and has ample
opportunities for innovative GIS
applications.

The City of Tulare GIS was primarily
established for the support of Public
Works and Planning by consulting firms
that created several core datasets
for water, sewer, stormwater, zoning,
land use, etc. The existing GIS services
were based on hosted/cloud-based
GIS applications and consulting,
with limited in-house GIS work. The
City’s GIS program was in place for
several years when the IT and GIS
teams realized they needed to build
a foundation for GIS expansion. A
tactical plan would be required to
serve as a roadmap for the successful
incorporation of geospatial technology
throughout City operations.

In 2019, the City partnered with
Geographic Technologies Group (GTG)
to prepare a GIS Strategic Master Plan
to provide direction to the GIS initiative
and ensure that the City’s investment is
managed effectively. The strategic plan
would be based on GTG’s extensive
and award-winning experience in GIS
strategic planning for local government
organizations. GTGs unique concept
of the Six GIS Pillars of Sustainability
is designed to determine the existing
status of an organization’s GIS program
and recommend a step-by-step course
of action to guide the Governance;
Data and Databases; GIS Software;
Procedures, Workflow, and Integration;
Infrastructure; and Knowledge
Transfer, Training, and Education of GIS
and its components over the course of
several years.

Project Overview
Starting in October 2019, GTG set out
to provide the City of Tulare with a
detailed, innovative, and sustainable
three-year GIS plan, with the goal
of developing an enterprise-wide,
scalable, and enduring GIS program
that would meet the stakeholders’
current and evolving needs. GTG’s
methodology for the project included
three phases:

1. Phase I: GIS Needs Assessment

2. Phase II: Conceptual Alternative
System Design

3. Phase III: Enterprise GIS
Master Plan
To kick-off the project, GTG CEO David
Holdstock held a GIS Technology
Seminar with all potential GIS users.

The engaging presentation introduced
how GIS and geospatial technology
is used within local government and
detailed the scope of the project as
well as the methodologies GTG would
use to help the City unlock the full
potential of GIS.

The goal of Phase I was to gather
information about the existing
conditions and future needs of the City
regarding geospatial technology. Using
GTG’s benchmarking technique and
departmental interviews, a plethora
of governance, data, application, and
integration needs were discovered
and documented in a comprehensive
GIS Needs Assessment report. The
most significant items found during
this process were the ‘GIS Governance
Group’ and ‘GIS Working Group’ that
the IT Manager had the foresight
to organize in preparation for this
project. GTG realizes the importance of
oversight and participation, so it was
recommended that the City formalize
these groups as a GIS Steering
Committee and GIS User Group to
guide the GIS program growth.

In Phase II, all the information gathered
was used to develop a GIS architecture
and system design with standards
and processes to meet most, if not
all, of the needs of the organization in
terms of performance, effectiveness,
sustainability, and economics.

Strategies for success were outlined
for each of the Six Pillars of
Sustainability in the Conceptual
Alternative System Design.

Key to the GIS Software Strategy
proposed for the City is deploying
Esri’s ArcGIS Hub to provide access
to the numerous Web Applications,
Dashboards, Story Maps, and Open
Data that were recommended in the
plan. Within an ArcGIS Hub, GIS maps
and applications are accessible from
Tulare
Countryside,
California
GTG set out to provide
the City of Tulare with a
detailed, innovative, and
sustainable three-year
GIS plan.

GEOGRAPHIC TECHNOLOGIES GROUP
Packet Page 171 of 345Attachment 3 Page 71 of 74

an easy-to-use web page along with
any GIS data layers that the City wants
to share. Among the more than 20
web apps recommended were tailored
departmental GIS Viewers for Animal
Control, Business Development, and
Code Enforcement, to name a few.

Several dynamic, location-aware
Dashboards were recommended for
city leaders to visualize Emergency
Operations, Pavement Conditions,
Water Systems, and more. Esri Story
Map opportunities identified include
Homelessness and Affordable Housing,
the World Ag Expo, and a Parks Tour,
which can be used to inform the public
in an intuitive, interactive, map-centric
context. It was further recommended
that the ArcGIS Hub site be broken out
into sub-hubs as well, allowing for each
department, or group of departments,
to have their own ‘Hub’ site while still
being tied to the City’s Hub as a whole.

As a part of Phase II, a detailed Digital
Data Assessment was conducted
examining the completeness, accuracy,
and overall quality of the City’s existing
data layers. The City can use this
information to improve any gaps and
weaknesses found in the existing
GIS data. A Return-on-Investment
(ROI) analysis was also performed
to communicate the value of GIS to
the leadership and constituency.

This analysis showed how completing
the recommendations in the plan
could improve efficiency, increase
productivity, save time, and
save money.

Phase III delivered a clear and
concise multi-year action plan for
implementing an optimum GIS
solution. This step-by-step plan
included detailed tasks with cost
estimates to dramatically improve the
City’s success in the implementation of
geospatial technology.

For the City of Tulare, GTG
recommended a phased approach
of implementation, with each year
building on the foundation toward full
ownership of GIS operations:
• Year 1: Adoption and Data
Creation Phase
• Year 2: Deployment and
Implementation Phase
• Year 3: Full Enterprise GIS
Implementation Phase
Following this GIS Strategic Master
Plan will allow the City’s GIS team to
effectively manage GIS as an asset and
build a true enterprise system within
three years.

Results
The information laid out in this GIS
Strategic Master Plan details how
the City of Tulare, CA can take steps
toward building a foundation to
expand its Geographic Information
Systems to improve City operations.

GIS can improve departmental
efficiency by providing custom web
applications for use by staff at all
levels. These applications allow for
direct interaction with departmental
data that analyze GIS data in
innovative and intuitive ways. They
provide dashboards that monitor
the status of City functions and
engage the public through interactive
websites and informative Story Maps.

Furthermore, with the integration
of GIS with existing software and
datasets, departments can improve
processes that are already in place
without moving to a completely new
system. When the City adheres to the
proposed recommendations set forth
in this plan, follows best business
practices, and ensures the transfer of
GIS knowledge, it will set itself up for
a successful Geographic Information
System for many years to come.

To learn more about strategic planning,
visit GISPlan.com, call 888.757.4222 or
email [email protected].

GEOGRAPHIC TECHNOLOGIES GROUP
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888.757.4222 | [email protected]
WWW.GISPLAN.COM
1202 Parkway Drive
Goldsboro, NC 27534
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54 | Case Studies and Davids resume
City of Fairfield| CA
Request for Proposals for GIS Assessment and Strategy

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Agenda Item No: 12.

AGENDA REPORT
DATE:May 17, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022109 of the City Council of the City of Fairfield Approving the Communications Facility Ground Lease Agreement Between the City of Fairfield and DISH Wireless LLC for a New Cellular Site Located off of Hilborn Road, Fairfield, More Commonly Known as APN 0156130140
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City of Fairfield and DISH Wireless LLC, (DISH) would like to enter into the proposed Communications Facility Ground Lease Agreement (Agreement) allowing DISH to build and maintain a cellular site off of Hilborn Road more commonly known as APN 0156130140 (Property).

DISCUSSION
DISH submitted a request to the City to lease space on the Property for the purpose of building and maintaining a new cellular site.

DISH is requesting a fiveyear lease with three options to extend for an additional five years each. DISH agrees to obtain all governmental and local approvals prior to commencing construction of the cellular site. DISH will be responsible for all costs associated with the building and maintaining of the cellular site including but not limited to any utility costs for the term of the Agreement.

DISH will pay the City a monthly rent in the amount of $2,300 beginning on the Commencement Date as defined in the Agreement (Commencement Date). The monthly rent will increase by 3% each year.

DISH will also make a onetime payment of $5,000 to the City within 30 days of the Commencement Date. The City and DISH both wish to execute the Agreement.

FINANCIAL IMPACT
DISH will pay the City a monthly rent in the amount of $2,300, starting on the Commencement Date, and increasing by 3% each anniversary of the Commencement Date for a period of five years. DISH will also make a onetime payment of $5,000 to the City within 30 days of the Commencement Date. The rent and deposit collected will be deposited into the General Fund (Fund 011, Division and Packet Page 175 of 345

Agenda Item No: 12.AGENDA REPORTDATE:May 17, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022109 of the City Council of the City of Fairfield Approving theCommunications Facility Ground Lease Agreement Between the City of Fairfield andDISH Wireless LLC for a New Cellular Site Located off of Hilborn Road, Fairfield, MoreCommonly Known as APN 0156130140RECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe City of Fairfield and DISH Wireless LLC, (DISH) would like to enter into the proposedCommunications Facility Ground Lease Agreement (Agreement) allowing DISH to build and maintain acellular site off of Hilborn Road more commonly known as APN 0156130140 (Property).DISCUSSIONDISH submitted a request to the City to lease space on the Property for the purpose of building andmaintaining a new cellular site. DISH is requesting a fiveyear lease with three options to extend for an additional five years each. DISHagrees to obtain all governmental and local approvals prior to commencing construction of the cellularsite. DISH will be responsible for all costs associated with the building and maintaining of the cellularsite including but not limited to any utility costs for the term of the Agreement.DISH will pay the City a monthly rent in the amount of $2,300 beginning on the Commencement Date asdefined in the Agreement (Commencement Date). The monthly rent will increase by 3% each year.DISH will also make a onetime payment of $5,000 to the City within 30 days of the CommencementDate. The City and DISH both wish to execute the Agreement.FINANCIAL IMPACTDISH will pay the City a monthly rent in the amount of $2,300, starting on the Commencement Date, andincreasing by 3% each anniversary of the Commencement Date for a period of five years. DISH will also make a onetime payment of $5,000 to the City within 30 days of the Commencement Date. The rent and deposit collected will be deposited into the General Fund (Fund 011, Division and Responsibility Code 77007).

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may choose not to approve the transaction and terminate the Agreement with the parties.

STAFF CONTACT
Dwayne Dalman, Economic Development Division Manager
(707) 4287649
[email protected]
COORDINATED WITH
City Attorney's Office
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 5/9/2022 9:14 AM
Packet Page 176 of 345

CITY OF FAIRFIELD

RESOLUTION NO. 2022-109

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD APPROVING THE

COMMUNICATIONS FACILITY GROUND LEASE AGREEMENT BETWEEN THE CITY OF FAIRFIELD

AND DISH WIRELESS LLC FOR A NEW THE CELLULAR SITE LOCATED OFF OF HILBORN ROAD, FAIRFIELD, MORE COMMONLY KNOWN AS APN 0156-130-140

WHEREAS, the City of Fairfield is the owner of the property located off of Hilborn Road, Fairfield , APN 0156-130-140 (Property); and

WHEREAS, DISH Wireless LLC (DISH) is requesting to lease a portion of the Property for the purpose of building and maintaining a cellular site; and

WHEREAS, DISH agrees to pay the City a monthly rent in the amount of $2,300 with an annual 3% increase; and

WHEREAS, DISH agrees to pay a one-time payment of $5,000 to the City upon the Commencement Date of the Agreement; and

WHEREAS, the City and DISH wish to enter into the Communications Facility Ground Lease Agreement (Agreement), as attached hereto.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The City Council hereby approves the Agreement, as attached hereto, with such non-substantive changes as may be approved by the city manager.

Section 2. The city manager is hereby authorized to execute the Agreement and all documents required or contemplated by the Agreement on behalf of the City, and to give all consents and approvals contemplated thereby on behalf of the City.

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RES. NO. 2022-109

Page 2 ends

Fairfield City CouncilMay 17, 2022

Fairfield City Council
May 17, 2022