Fairfield City Council
December 6, 2022

No corresponding policy.

1.6.C.9. When Total Tenant
Payment Exceeds Gross Rent
Alternative requirements
under RAD for in-place
residents.

New admissions follow
policies in 17-VII.B.

LEASE, Continuation of
Housing Assistance
Payments.
18-VI.B. LEASE, Continuation
of Housing Assistance Payments

1.6.C.10. Under-Occupied
Unit
Alternative requirements
under RAD for in-place
residents.

New admissions follow
17-VII.C. MOVES,
Overcrowded, Under-
Occupied, and
Accessible Units
18-VI.E. MOVES, Overcrowded,
Under-Occupied, and Accessible
Units

1.6.D.4. Establishment of
Waiting List
Alternative requirements
under RAD for initial
establishment of the
waiting list.

Once waiting list is
established, follow 17-
VI.D. SELECTION

FROM THE WAITING
LIST
18-V.D. ORGANIZATION OF

THE WAITING LIST

1.6.D.10. Initial Certifications
and Tenant Rent Calculations
Alternative requirements
under RAD for in-place
residents. No
corresponding policy in
Chapter 17.
18-VIII.C. TENANT RENT TO
OWNER, Initial Certifications
Note, while Notice PIH 2019-05 states that the PHA must screen families for eligibility for a tenant protection voucher and that families must be below the low-income limit (80 percent of AMI), Notice PIH 2019-23 waives these requirements for residents in projects that include RAD PBV units.

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Administrative Plan-HCV Program 1 Revised August 2, 2022

CHAPTER 18

SPECIAL PURPOSE VOUCHERS

INTRODUCTION
Special purpose vouchers are specifically funded by Congress in separate appropriations from regular HCV program funding in order to target specific populations. Special purpose vouchers include vouchers for the following programs:
 Family Unification Program (FUP)
 Foster Youth to Independence (FYI) program
 Veterans Affairs Supportive Housing (VASH)
 Mainstream
 Non-Elderly Disabled (NED)
PHA Policy
The PHA will administer the following types of special purpose vouchers:

Veterans Affairs Supportive Housing (VASH)

This chapter describes HUD regulations and PHA policies for administering special purpose vouchers. The policies outlined in this chapter are organized into five sections, as follows:

Part I: Family Unification Program (FUP)
Part II: Foster Youth to Independence (FYI) program
Part III: Veterans Affairs Supportive Housing (VASH)
Part IV: Mainstream voucher program
Part V: Non-Elderly Disabled (NED) vouchers
Except as addressed by this chapter and as required under federal statute and HUD requirements, the general requirements of the HCV program apply to special purpose vouchers.

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HCV Administrative Plan

Administrative Plan-HCV Program 2 Revised August 2, 2022 PART I: FAMILY UNIFICATION PROGRAM (FUP)
18-I.A. PROGRAM OVERVIEW [Fact Sheet, Housing Choice Voucher Program Family Unification Program (FUP)]
Overview
The Family Unification Program (FUP) was authorized by Congress in 1990 to help preserve and reunify families. PHAs that administer the program provide vouchers to two different populations— FUP families and FUP youth.

Families eligible for FUP are families for whom the lack of adequate housing is a primary factor in:
 The imminent placement of the family’s child or children in out-of-home care; or  The delay in the discharge of the child or children to the family from out-of-home care.

There is no time limitation on FUP family vouchers, and the family retains their voucher as long as they are HCV-eligible. There is no requirement for the provision of supportive services for FUP family vouchers.

Youth eligible for FUP are those who:
 Are at least 18 years old and not more than 24 years of age;  Have left foster care or will leave foster care within 90 days, in accordance with a transition plan described in section 475(5)(H) of the Social Security Act at age 16 and older; and  Are homeless or at risk of becoming homeless.

FUP youth vouchers are limited by statute to 36 months of housing assistance. Supportive services must also be provided to FUP-eligible youth by the Public Child Welfare Agency (PCWA) or by another agency or organization under contract with the PCWA for at least 18 but up to 36 months.

PHAs that wish to administer FUP vouchers must apply to HUD by submitting an application under an active Notice of Funding Availability (NOFA). While the FUP program is administered in accordance with HCV regulations, the FUP NOFAs issued by HUD provide specific program information and requirements.

In order to administer the program, the PHA must also form a partnership with a local PCWA who is responsible for determining the family or youth meets FUP eligibility requirements and referring them to the PHA. Once the referral is received, the PHA is responsible for placing the FUP family or youth on the PHA’s waiting list and determining whether they are eligible to receive assistance under the PHA’s HCV program.

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HCV Administrative Plan

Administrative Plan-HCV Program 3 Revised August 2, 2022 Assigning Vouchers [FUP FAQs]
The PHA may, but is not required to, assign a specific number or percentage of FUP vouchers for FUP youths and FUP families. Unless the PHA assigns a specific number or percentage of FUP vouchers to a designated FUP population, the PHA must serve any referrals (youths or families) that meet all program eligibility requirements up to the PHA’s designated FUP program size.

PHA Policy
The PHA does not administer any FUP vouchers.
18-I.B. PUBLIC CHILD WELFARE AGENCY (PCWA)
Families and youth do not apply directly to the PHA for FUP vouchers. They are instead referred by a PCWA with whom the PHA has entered into a Memorandum of Understanding (MOU). The partnering PCWA initially determines whether the family or youth meets the FUP program eligibility requirements listed in 19-I.C. and 19-I.D. and then refers those families or youths to the PHA.

HUD strongly encourages PHAs and PCWAs to make decisions collaboratively on the administration of the program and to maintain open and continuous communication. The PCWA must have a system for identifying FUP-eligible youth within the agency’s caseload and for reviewing referrals from a Continuum of Care (COC) if applicable.
18-I.C. FUP FAMILY VOUCHER ELIGIBILITY CRITERIA
FUP family assistance is reserved for eligible families that the PCWA has certified are a family for whom a lack of adequate housing is a primary factor in:
 The imminent placement of the family’s child or children in out-of-home care, or  The delay in the discharge of the child or children to the family from out-of-home care.

Lack of adequate housing means the family meets any one of the following conditions:
 Living in substandard housing, which refers to a unit that meets any one of the following conditions:
- Does not have operable indoor plumbing
- Does not have a usable flush toilet inside the unit for the exclusive use of a family or youth - Does not have a usable bathtub or shower inside the unit for the exclusive use of a family or youth
- Does not have electricity, or has inadequate or unsafe electrical service - Does not have a safe or adequate source of heat
- Should, but does not, have a kitchen
- Has been declared unfit for habitation by an agency or unit of government, or in its present condition otherwise endangers the health, safety, or well-being of the family or youth - Has one or more critical defects, or a combination of intermediate defects in sufficient number or to the extent that it requires considerable repair or rebuilding. The defects may result from original construction, from continued neglect or lack of repair, or from serious damage to the structure
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HCV Administrative Plan

Administrative Plan-HCV Program 4 Revised August 2, 2022  Being homeless as defined in 24 CFR 578.3
 Living in a unit where the presence of a household member with certain characteristics (i.e., conviction for certain criminal activities) would result in the imminent placement of the family’s child or children in out-of-home care, or the delay in the discharge of the child or children to the family from out-of-home care
 Living in housing not accessible to the family’s disabled child or children due to the nature of the disability
 Living in an overcrowded unit, which is defined as living in a unit where one of the following conditions has been met:
- The family is separated from its child or children and the parents are living in an otherwise standard housing unit, but, after the family is reunited, the parents’ housing unit would be overcrowded for the entire family and would be considered substandard; or - The family is living with its child or children in a unit that is overcrowded for the entire family and this overcrowded condition may result, in addition to other factors, in the imminent placement of its child or children in out-of-home care. - For purposes of this definition, the determination as to whether the unit is overcrowded is made in accordance with the PHA subsidy standards in Chapter 5, Part III of this policy.

Since HUD does not define imminent placement, the partnering PCWA may use its discretion to determine whether the potential out of home placement of the family’s child or children is imminent [FUP FAQs].
18-I.D. FUP YOUTH VOUCHER ELIGIBILITY CRITERIA
While FUP family vouchers operate as regular HCVs after the family is referred from the PCWA, there are several aspects of the FUP youth vouchers that make them distinct from the FUP family vouchers and from regular HCVs.

Eligibility Criteria
An FUP-eligible youth is a youth the PCWA has certified:
 Is at least 18 years old and not more than 24 years of age (has not yet reached their 25th birthday); - The FUP youth must be no more than 24 years old at the time the PCWA certifies them as eligible and at the time of HAP contract execution.
 Has left foster care or will leave foster care within 90 days, in accordance with a transition plan described in section 475(5)(H) of the Social Security Act; - Foster care placement can include, but is not limited to, placements in foster family homes, foster homes of relatives, group homes, emergency shelters, residential facilities, child care institutions, and pre-adoptive homes in accordance with 24 CFR 5.576.  Is homeless or at risk of becoming homeless at age 16 or older; - At risk of being homeless is fully defined at 24 CFR 576.2.

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HCV Administrative Plan

Administrative Plan-HCV Program 5 Revised August 2, 2022 o This includes a person that is exiting a publicly funded institution, or system of care (such as a healthcare facility, a mental health facility, foster care or other youth facility, or correction program or institution).
o Therefore, youth being discharged from an institution may be eligible for a FUP voucher [FUP FAQs].
 Has an annual income at or below 30 percent of area median income; and  Does not have sufficient resources or support networks (e.g., family, friends, faith-based or other social networks) immediately available to prevent them from moving to a supervised publicly or privately operated shelter designed to provide temporary living arrangements.

Maximum Assistance Period
Although there is no time limit on FUP family vouchers, FUP youth vouchers are limited by statute to 36 months of housing assistance. At the end of the statutory time period, assistance under the FUP youth voucher must be terminated. However, any period of time for which no subsidy (HAP) is being paid on behalf of the youth does not count toward the 36-month limitation.

For PHAs participating in the FUP Family Self Sufficiency (FSS) Demonstration, an exception to the 36-month limitation was granted. Participating PHAs must adopt a policy enabling an FUP youth voucher holder that agreed to sign an FSS Contract of Participation to remain on the program for the life of their contract [Notice PIH 2016-01].

PHA Policy
The PHA is not participating in the FUP FSS Demonstration.

Supportive Services
The PCWA must provide supportive services for at least 18 months to all FUP-eligible youth regardless of their age. The MOU between the PHA and the PCWA should identify the period of time in which supportive services will be provided—from a minimum of 18 months up to the full 36-month program maximum.

Supportive services may be provided to FUP-eligible youth by the PCWA or by another agency or organization under agreement or contract with the PCWA, including the PHA. The organization providing the services and resources must be identified in the MOU. The following services must be offered:
 Basic life skills information/counseling on money management, use of credit, housekeeping, proper nutrition/meal preparation; and access to health care (e.g., doctors, medication, and mental and behavioral health services);
 Counseling on compliance with rental lease requirements and with HCV program participant requirements, including assistance or referrals for assistance on security deposits, utility hook-up fees, and utility deposits;
 Providing such assurances to owners of rental property as are reasonable and necessary to assist an FUP-eligible youth to rent a unit with an FUP voucher;
 Job preparation and attainment counseling (where to look/how to apply, dress, grooming, relationships with supervisory personnel, etc.); and
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HCV Administrative Plan

Administrative Plan-HCV Program 6 Revised August 2, 2022  Educational and career advancement counseling regarding attainment of general equivalency diploma (GED); or attendance or financing of education at a technical school, trade school, or college, including successful work ethic and attitude models.

An FUP-eligible youth cannot be required to participate in these services as condition of receipt of the FUP voucher.
18-I.E. REFERRALS AND WAITING LIST MANAGEMENT
Referrals
The PCWA must establish and implement a system to identify FUP-eligible families and youths within the agency’s caseload and make referrals to the PHA. The PCWA must certify that the FUP applicants they refer to the PHA meet FUP eligibility requirements. The PHA is not required to maintain full documentation that demonstrates the family’s or youth’s FUP eligibility as determined by the PCWA but should keep the referral or certification from the PCWA.

A PHA must serve any referrals (youths or families) that meet all program eligibility requirements. If a PHA determines that it has received a sufficient number of referrals from the PCWA so that the PHA will be able to lease all FUP vouchers awarded, the PHA may request that the PCWA suspend transmission of referrals. If the PHA determines that additional referrals will be needed after it has made such a request, the PHA may request that the PCWA resume transmission of referrals [Notice PIH 2011- 52].

Waiting List Placement
A family that is already participating in the regular HCV program cannot be transferred to an FUP voucher.

Once a referral is made, the PHA must compare the list of PCWA referrals to its HCV waiting list to determine if any applicants on the PCWA’s referral list are already on the PHA’s HCV waiting list.

Applicants already on the PHA’s HCV waiting list retain the order of their position on the list.

Applicants not already on the PHA’s HCV waiting list must be placed on the HCV waiting list.

If the PHA’s HCV waiting list is closed, the PHA must open its HCV waiting list in order to accept new FUP applicants. If necessary, the PHA may open its waiting list solely for FUP applicants, but this information must be included in the PHA’s notice of opening its waiting list (see section 4-II.C., Opening and Closing the Waiting List of this administrative plan).

Waiting List Selection
The PHA selects FUP-eligible families or youths based on the PHA’s regular HCV waiting list selection policies in Chapter 4, including any preferences that may apply.

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HCV Administrative Plan

Administrative Plan-HCV Program 7 Revised August 2, 2022 18-I.F. PHA HCV ELIGIBILITY DETERMINATION
Once an FUP-eligible family or youth is selected from the HCV waiting list, the PHA must determine whether the family or youth meets HCV program eligibility requirements. Applicants must be eligible under both FUP family or youth eligibility requirements, as applicable, and HCV eligibility requirements as outlined in Chapter 3 of this policy.

The PCWA may, but is not obligated to, provide information to the PHA on the family’s criminal history.

Additional FUP Eligibility Factors [FUP FAQs]
For FUP family vouchers, the family must remain FUP-eligible thorough lease-up.  If, after a family is referred by the PCWA but prior to issuing a family FUP voucher, the PHA discovers that the lack of adequate housing is no longer a primary factor for the family not reunifying, the FUP voucher may not be issued to the family.  Similarly, if the FUP voucher has already been issued before the PHA discovers that the reunification will not happen, but the family has not yet leased up under the voucher, the PHA must not execute the HAP contract, as the family is no longer FUP-eligible.

FUP-eligible youth must be no more than 24 years old both at the time of PCWA certification and at the time of the HAP execution. If a FUP youth is 24 at the time of PCWA certification but will turn 25 before the HAP contract is executed, the youth is no longer eligible for a FUP youth voucher.

18.I.G. LEASE UP
Once the PHA determines that the family or youth meets HCV eligibility requirements, the family or youth will be issued an FUP voucher in accordance with PHA policies.

Once the family or youth locate a unit, the PHA conducts all other processes relating to voucher issuance and administration per HCV program regulations and the PHA’s policies (including, but not limited to: HQS inspection, determination of rent reasonableness, etc.). 18-I.H. TERMINATION OF ASSISTANCE
General Requirements
With the exception of terminations of assistance for FUP youth after 36 months of housing assistance, terminations of FUP assistance are handled in the same way as the regular HCV program. Termination of an FUP voucher must be consistent with regulations for termination in 24 CFR Part 982, Subpart L and be in compliance with PHA policies (Chapter 12).

If the person who qualifies for the FUP voucher passes away, the family retains the FUP voucher. In the case of an FUP-youth voucher, assistance will terminate after 36 months, even if the FUP-eligible youth is no longer included in the household.

If the person who qualifies for the FUP voucher moves, the remaining family members may keep the FUP voucher based on PHA policy (see administrative plan, Section 3-I.C., Family Breakup and Remaining Member of Tenant Family).

FUP Family Vouchers
If parents lose their parental rights or are separated from their children after voucher lease-up (or their children reach adulthood), the family is still eligible to keep their FUP assistance, as the regulations do Packet Page 495 of 1050Attachment 2 Page 467 of 487

HCV Administrative Plan

Administrative Plan-HCV Program 8 Revised August 2, 2022 not permit HCV termination for a family losing parental rights or the children reaching adulthood.

However, the PHA may transfer the assistance of a FUP family voucher holder to regular HCV assistance if there are no longer children in the household.

FUP Youth Vouchers
A PHA cannot terminate a FUP youth’s assistance for noncompliance with PCWA case management, nor may the PHA terminate assistance for an FUP youth for not accepting services from the PCWA.

The PHA may not transfer the assistance of an FUP youth voucher holder to regular HCV assistance upon the expiration of the 36-month limit on assistance. However, the PHA may issue a regular HCV to FUP youth if they were selected from the waiting list in accordance with PHA policies and may also adopt a preference for FUP youth voucher holders who are being terminated for this reason.

Upon the expiration of the 36-month limit on assistance, an FUP youth voucher holder who has children and who lacks adequate housing may qualify for an FUP family voucher provided they are referred by the PCWA as an eligible family and meet the eligibility requirements for the PHA’s HCV program. 18-I.I. FUP PORTABILITY
Portability for a FUP family or youth is handled in the same way as for a regular HCV family. A PHA may not restrict or deny portability for an FUP family or youth for reasons other than those specified in the HCV program regulations, as reflected in Chapter 10 of the administrative plan.

An FUP family or youth does not have to port to a jurisdiction that administers FUP.

If the receiving PHA administers the FUP voucher on behalf of the initial PHA, the voucher is still considered an FUP voucher regardless of whether the receiving PHA has a FUP program.

If the receiving PHA absorbs the voucher, the receiving PHA may absorb the incoming port into its FUP program (if it has one) or into its regular HCV program (if the receiving PHA has vouchers available to do so) and the family or youth become regular HCV participants. In either case, when the receiving PHA absorbs the voucher, an FUP voucher becomes available to the initial PHA.

Considerations for FUP Youth Vouchers
If the voucher is an FUP youth voucher and remains such upon lease-up in the receiving PHA’s jurisdiction, termination of assistance must still take place once the youth has received 36 months of assistance. Any time period during which no subsidy was paid on behalf of the youth does not count under the 36-month limitation. If the receiving PHA is administering the FUP youth voucher on behalf of the initial PHA, the two PHAs must work together to initiate termination upon expiration of the 36- month limit.
18-I.J. PROJECT-BASING FUP VOUCHERS [Notice PIH 2017-21] The PHA may project-base FUP vouchers without HUD approval in accordance with Notice PIH 2017- 21 and all statutory and regulatory requirements for the PBV program. Project-based FUP vouchers are subject to the PBV program percentage limitation discussed in Section 17-I.A.

The PHA may limit PBVs to one category of FUP-eligible participants (families or youth) or a combination of the two.

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HCV Administrative Plan

Administrative Plan-HCV Program 9 Revised August 2, 2022 PART II: FOSTER YOUTH TO INDEPENDENCE INITIATIVE
18-II.A. PROGRAM OVERVIEW [Notice PIH 2020-28]
The Foster Youth to Independence (FYI) initiative was announced in 2019. The FYI initiative allows PHAs who partner with a Public Child Welfare Agency (PCWA) to request targeted HCVs to serve eligible youth with a history of child welfare involvement that are homeless or at risk of being homeless.

Rental assistance and supportive services are provided to qualified youth for a period of up to 36 months.

The program was initially only available to PHAs that did not administer FUP vouchers but has since been expanded to all PHAs with an HCV Annual Contributions Contract (ACC). Funding is available either competitively though an FYI NOFA or noncompetitively on a rolling basis in accordance with the application requirements outlined in Notice PIH 2020-28. Under the noncompetitive process, PHAs are limited to 25 vouchers in a fiscal year with the ability to request an additional 25 vouchers for those PHAs with 90 percent or greater utilization of these vouchers. For competitive awards, the number of vouchers is dependent on PHA program size and need.
18-II.B. PARTNERING AGENCIES [Notice PIH 2020-28; FYI Updates and Partnering Opportunities Webinar]
Public Child Welfare Agency (PCWA)
The PHA must enter into a partnership agreement with a PCWA in the PHA’s jurisdiction in the form of a Memorandum of Understanding (MOU) or letter of intent. The PCWA is responsible for identifying and referring eligible youth to the PHA and providing or securing a commitment for the provision of supportive services once youth are admitted to the program.

The PCWA is responsible for:
 Identifying FYI-eligible youth;
 Developing a system of prioritization based on the level of need of the youth and the appropriateness of intervention;
 Providing a written certification to the PHA that the youth is eligible; and  Providing or securing supportive services for 36 months.

Continuum of Care (CoC) and Other Partners
HUD strongly encourages PHAs to add other partners into the partnership agreement with the PCWA such as state, local, philanthropic, faith-based organizations, and the CoC, or a CoC recipient it designates.

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HCV Administrative Plan

Administrative Plan-HCV Program 10 Revised August 2, 2022 18-II.C. YOUTH ELIGIBILITY CRITERIA [Notice PIH 2020-28; FYI Q&As; FYI FAQs] The PCWA is responsible for certifying that the youth has prior qualifying foster care involvement. As determined by the PCWA, eligible youth:
 Are at least 18 years of age and not more than 24 years of age (have not ye t reached their 25th birthday);
- Youth must be no more than 24 years of age at the time the PCWA certifies them as eligible and at the time of HAP contract execution.
 Have left foster care or will leave foster care within 90 days, in accordance with a transition plan described in section 475(5)(H) of the Social Security Act; - Placements can include, but are not limited to, placements in foster family homes, foster homes of relatives, group homes, emergency shelters, residential facilities, child care institutions, and pre-adoptive homes in accordance with 24 CFR 5.576;
 Are homeless or at risk of becoming homeless at age 16 and older; - At risk of being homeless is fully defined at 24 CFR 576.2. o This includes a person that is exiting a publicly funded institution, or system of care (such as a healthcare facility, a mental health facility, foster care or other youth facility, or correction program or institution). Therefore, youth being discharged from an institution may be eligible for an FUP voucher [FUP FAQs].

Eligibility is not limited to single persons. For example, pregnant and/or parenting youth are eligible to receive assistance assuming they otherwise meet eligibility requirements. 18-II.D. SUPPORTIVE SERVICES [Notice PIH 2020-28; FYI Updates and Partnering Opportunities Webinar; FYI Q&As]
Supportive services may be provided by the PHA, PCWA or a third party. The PCWA must provide or secure a commitment to provide supportive services for participating youth for a period of 36 months.

At a minimum, the following supportive services must be offered:
 Basic life skills information/counseling on money management, use of credit, housekeeping, proper nutrition/meal preparation, and access to health care (e.g., doctors, medication, and mental and behavioral health services);
 Counseling on compliance with rental lease requirements and with HCV program participant requirements, including assistance/referrals for assistance on security deposits, utility hook-up fees, and utility deposits;
 Providing such assurances to owners of rental property as are reasonable and necessary to assist eligible youth to rent a unit with a voucher;
 Job preparation and attainment counseling (where to look/how to apply, dress, grooming, relationships with supervisory personnel, etc.); and
 Educational and career advancement counseling regarding attainment of general equivalency diploma (GED) or attendance/financing of education at a technical school, trade school, or college, including successful work ethic and attitude models.

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HCV Administrative Plan

Administrative Plan-HCV Program 11 Revised August 2, 2022 Since participation in supportive services is optional, but strongly encouraged, an FYI participant may decline supportive service.
18-II.E. REFERRALS AND WAITING LIST MANAGEMENT [Notice PIH 2020-28; FYI Updates and Partnering Opportunities Webinar FYI FAQs]
Referrals
The PCWA is responsible for certifying that the youth has prior qualifying foster care involvement.

Once the PCWA sends the PHA the referral certifying the youth is program-eligible, the PHA determines HCV eligibility.

The PCWA must have a system for identifying eligible youth within the agency’s caseload and reviewing referrals from other partners, as applicable. The PCWA must also have a system for prioritization of referrals to ensure that youth are prioritized for an FYI voucher based upon their level of need and appropriateness of the intervention.

Referrals may come from other organizations in the community who work with the population, but the PCWA must certify that the youth meets eligibility requirements, unless the PCWA has vested another organization with this authority.

The PHA is not required to maintain full documentation that demonstrates the youth’s eligibility as determined by the PCWA but should keep the referral or certification from the PCWA. The PCWA is not required to provide the PHA with HCV eligibility documents.

Waiting List Placement [Notice PIH 2020-28 and FYI FAQs] The PHA must use the HCV waiting list for the FYI program. Youth already on the HCV program may not be transferred to an FYI voucher since they are not homeless or at-risk of homelessness.

Once a referral is made, the PHA must compare the list of PCWA referrals to its HCV waiting list to determine if any applicants on the PCWA’s referral list are already on the PHA’s HCV waiting list.

Applicants already on the PHA’s HCV waiting list retain the order of their position on the list.

Applicants not already on the PHA’s HCV waiting list must be placed on the HCV waiting list.

If the PHA’s HCV waiting list is closed, the PHA must open its HCV waiting list in order to accept new referrals. If necessary, the PHA may open its waiting list solely for referrals, but this information must be included in the PHA’s notice of opening its waiting list (see section 4-II.C., Opening and Closing the Waiting List of this administrative plan).

Waiting List Selection
The PHA selects eligible youths based on the PHA’s regular HCV waiting list selection policies in Chapter 4, including any preferences that may apply.

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HCV Administrative Plan

Administrative Plan-HCV Program 12 Revised August 2, 2022 18-II.F. PHA HCV ELIGIBILITY DETERMINATION [FYI FAQs]
Once an eligible youth is selected from the HCV waiting list, the PHA must determine whether the youth meets HCV program eligibility requirements. Applicants must be eligible under both FYI eligibility requirements and HCV eligibility requirements as outlined in Chapter 3 of this policy.

The PCWA may, but is not obligated to, provide information to the PHA on the youth’s criminal history.

Additional Eligibility Factors
Youth must be no more than 24 years old both at the time of PCWA certification and at the time of the HAP execution. If a youth is 24 at the time of PCWA certification but will turn 25 before the HAP contract is executed, the youth is no longer eligible for a FYI voucher. 18-II.G. LEASE UP
Once the PHA determines that the family or youth meets HCV eligibility requirements, the youth will be issued an FYI voucher in accordance with PHA policies.

Once the youth locates a unit, the PHA conducts all other processes relating to voucher issuance and administration per HCV program regulations and the PHA policy in Chapter 9.

Turnover [FYI FAQs]
For PHAs awarded FYI Tenant Protection Vouchers (TPVs) under Notice PIH 2019-20 where the recipient of the FYI TPV leaves the program, the PHA may request an FYI voucher under the requirements of Notice PIH 2020-28.

For PHAs awarded FYI vouchers under Notice PIH 2020-28 where the recipient of the FYI voucher leaves the program, the PHA must continue to use the FYI voucher for eligible youth upon turnover.

Where there are more eligible youth than available FYI turnover vouchers, the PHA may request an FYI voucher under the requirements of Notice PIH 2020-28.
18-II.H. MAXIMUM ASSISTANCE PERIOD [Notice PIH 2020-28 and FYI FAQs] Vouchers are limited by statute to a total of 36 months of housing assistance. At the end of the statutory time period, assistance must be terminated. However, any period of time for which no subsidy (HAP) is being paid on behalf of the youth does not count toward the 36-month limitation. It is not permissible to reissue another FYI TPV to the same youth upon expiration of their 36 months of FYI assistance.

Participants do not “age out” of the program. A participant may continue with the program until they have received 36 months of assistance. Age limits are only applied for entry into the program. 18-II.I. TERMINATION OF ASSISTANCE [FYI FAQs]
Termination of a FYI voucher is handled in the same way as with any HCV; therefore, termination of a FYI voucher must be consistent with HCV regulations at 24 CFR Part 982, Subpart L and PHA policies in Chapter 12. Given the statutory time limit that requires FYI vouchers sunset after 36 months, a PHA must terminate the youth’s assistance once the 36-month limit on assistance has expired.

A PHA cannot terminate a FYI youth’s assistance for noncompliance with PCWA case management, nor may the PHA terminate assistance for a FYI youth for not accepting services from the PCWA.

The PHA may not transfer the assistance of FYI voucher holders to regular HCV assistance upon the expiration of the 36-month limit on assistance. However, the PHA may issue a regular HCV to FYI voucher holders if they were selected from the waiting list in accordance with PHA policies. The PHA Packet Page 500 of 1050Attachment 2 Page 472 of 487

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Administrative Plan-HCV Program 13 Revised August 2, 2022 may also adopt a waiting list preference for FYI voucher holders who are being terminated for this reason.
18-II.J. PORTABILITY [FYI FAQs]
Portability for an FYI youth is handled in the same way as for a regular HCV family. A PHA may not restrict or deny portability for an FYI youth for reasons other than those specified in the HCV program regulations, as reflected in Chapter 10 of the administrative plan.

An FYI youth does not have to port to a jurisdiction that administers FYI vouchers.

If the receiving PHA absorbs the voucher, the PHA may absorb the youth into its regular HCV program if it has vouchers available to do so. If the receiving PHA absorbs the youth into its regular HCV program, that youth becomes a regular HCV participant with none of the limitations of an FYI voucher.

The initial and receiving PHA must work together to initiate termination of assistance upon expiration of the 36-month limit.
18-II.K. PROJECT-BASING FYI VOUCHERS [FYI FAQs]
The PHA may project-base certain FYI vouchers without HUD approval in accordance with all applicable PBV regulations and PHA policies in Chapter 17. This includes FYI vouchers awarded under Notice PIH 2020-28. Assistance awarded under Notice PIH 2019-20 is prohibited from being project- based.

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Administrative Plan-HCV Program 14 Revised August 2, 2022 PART III: VETERANS AFFAIRS SUPPORTIVE HOUSING (VASH) PROGRAM 18-III.A. OVERVIEW
Since 2008, HCV program funding has provided rental assistance under a supportive housing program for homeless veterans. The Veterans Affairs Supportive Housing (VASH) program combines HCV rental assistance with case management and clinical services provided by the Department of Veterans Affairs (VA) at VA medical centers (VAMCs) and Community-Based Outpatient Clinics (CBOCs).

Eligible families are homeless veterans and their families that agree to participate in VA case management and are referred to the VAMC’s partner PHA for HCV assistance. The VAMC or CBOC’s responsibilities include:
 Screening homeless veterans to determine whether they meet VASH program participation criteria;  Referring homeless veterans to the PHA;
- The term homeless veteran means a veteran who is homeless (as that term is defined in subsection (a) or (b) of Section 103 of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11302)). See 38 U.S.C. 2002.
 Providing appropriate treatment and supportive services to potential VASH participants, if needed, prior to PHA issuance of a voucher;
 Providing housing search assistance to VASH participants;  Identifying the social service and medical needs of VASH participants, and providing or ensuring the provision of regular ongoing case management, outpatient health services, hospitalization, and other supportive services as needed throughout the veterans’ participation period; and  Maintaining records and providing information for evaluation purposes, as required by HUD and the VA.

VASH vouchers are awarded noncompetitively based on geographic need and PHA administrative performance. Eligible PHAs must be located within the jurisdiction of a VAMC and in an area of high need based on data compiled by HUD and the VA. When Congress funds a new allocation of VASH vouchers, HUD invites eligible PHAs to apply for a specified number of vouchers.

Generally, the HUD-VASH program is administered in accordance with regular HCV program requirements. However, HUD is authorized to waive or specify alternative requirements to allow PHAs to effectively deliver and administer VASH assistance. Alternative requirements are established in the HUD-VASH Operating Requirements, which were originally published in the Federal Register on May 6, 2008, and updated March 23, 2012. Unless expressly waived by HUD, all regulatory requirements and HUD directives regarding the HCV program are applicable to VASH vouchers, including the use of all HUD-required contracts and other forms, and all civil rights and fair housing requirements. In addition, the PHA may request additional statutory or regulatory waivers that it determines are necessary for the effective delivery and administration of the program.

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Administrative Plan-HCV Program 15 Revised August 2, 2022 The VASH program is administered in accordance with applicable Fair Housing requirements since civil rights requirements cannot be waived under the program. These include applicable authorities under 24 CFR 5.105(a) and 24 CFR 982.53 including, but not limited to, the Fair Housing Act, Section 504 of the Rehabilitation Act of 1973, Title VI of the Civil Rights Act of 1964, the Americans with Disabilities Act, and the Age Discrimination Act and all PHA policies as outlined in Chapter 2 of this document.

When HUD-VASH recipients include veterans with disabilities or family members with disabilities, reasonable accommodation requirements in Part II of Chapter 2 of this policy apply. 18-III.B. REFERRALS [FR Notice 3/23/12 and HUD-VASH Qs and As] VAMC case managers will screen all families in accordance with VA screening criteria and refer eligible families to the PHA for determination of program eligibility and voucher issuance. The PHA has no role in determining or verifying the veteran’s eligibility under VA screening criteria, including determining the veteran’s homelessness status. The PHA must accept referrals from the partnering VAMC and must maintain written documentation of referrals in VASH tenant files. Upon turnover, VASH vouchers must be issued to eligible veteran families as identified by the VAMC.

PHA Policy
In order to expedite the screening process, the PHA will provide all forms and a list of documents required for the VASH application to the VAMC. Case managers will work with veterans to fill out the forms and compile all documents prior to meeting with the PHA and submitting an application. When feasible, the VAMC case manager should email or fax copies of all documents to the PHA prior to the meeting in order to allow the PHA time to review them and start a file for the veteran.

After the VAMC has given the PHA a complete referral, the PHA will perform an eligibility screening within five business days of receipt of a VAMC referral. 18-III.C. HCV PROGRAM ELIGIBILITY [FR Notice 3/23/12]
Eligible participants are homeless veterans and their families who agree to participate in case management from the VAMC.
 A VASH Veteran or veteran family refers to either a single veteran or a veteran with a household composed of two or more related persons. It also includes one or more eligible persons living with the veteran who are determined to be important to the veteran’s care or well-being.  A veteran for the purpose of VASH is a person whose length of service meets statutory requirements, and who served in the active military, naval, or air service, was discharged or released under conditions other than dishonorable, and is eligible for VA health care.

Under VASH, PHAs do not have authority to determine family eligibility in accordance with HCV program rules and PHA policies. The only reasons for denial of assistance by the PHA are failure to meet the income eligibility requirements and/or that a family member is subject to a lifetime registration requirement under a state sex offender registration program. Under portability, the receiving PHA must also comply with these VASH screening requirements.

Social Security Numbers
When verifying Social Security numbers (SSNs) for homeless veterans and their family members, an original document issued by a federal or state government agency, which contains the name and SSN of Packet Page 503 of 1050Attachment 2 Page 475 of 487

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Administrative Plan-HCV Program 16 Revised August 2, 2022 the individual along with other identifying information of the individual, is acceptable in accordance with Section 7-II.B. of this policy.

In the case of the homeless veteran, the PHA must accept the Certificate of Release or Discharge from Active Duty (DD-214) or the VA-verified Application for Health Benefits (10-10EZ) as verification of SSN and cannot require the veteran to provide a Social Security card. A VA-issued identification card may also be used to verify the SSN of a homeless veteran.

Proof of Age
The DD-214 or 10-10EZ must be accepted as proof of age in lieu of birth certificates or other PHA- required documentation as outlined in Section 7-II.C. of this policy. A VA-issued identification card may also be used to verify the age of a homeless veteran.

Photo Identification
A VA-issued identification card must be accepted in lieu of another type of government-issued photo identification.

Income Eligibility
The PHA must determine income eligibility for VASH families in accordance with 24 CFR 982.201 and policies in Section 3-II.A. If the family is over-income based on the most recently published income limits for the family size, the family will be ineligible for HCV assistance.

While income-targeting does not apply to VASH vouchers, the PHA may include the admission of extremely low-income VASH families in its income targeting numbers for the fiscal year in which these families are admitted.

PHA Policy
While income-targeting requirements will not be considered by the PHA when families are referred by the partnering VAMC, the PHA will include any extremely low-income VASH families that are admitted in its income targeting numbers for the fiscal year in which these families are admitted.

Screening
The PHA may not screen any potentially eligible family members or deny assistance for any grounds permitted under 24 CFR 982.552 and 982.553 with one exception: the PHAs is still required to prohibit admission if any member of the household is subject to a lifetime registration requirement under a state sex offender registration program. Accordingly, with the exception of denial for registration as a lifetime sex offender under state law and PHA policies on how sex offender screenings will be conducted, PHA policy in Sections 3-III.B. through 3-III.E. do not apply to VASH. The prohibition against screening families for anything other than lifetime sex offender status applies to all family members, not just the veteran.

Denial of Assistance [Notice PIH 2008-37]
Once a veteran is referred by the VAMC, the PHA must either issue a voucher or deny assistance. If the PHA denies assistance, it must provide the family with prompt notice of the decision and a brief statement of the reason for denial in accordance with Section 3-III.F. Like in the standard HCV program, the family must be provided with the opportunity for an informal review in accordance with policies in Section 3-III.F. In addition, a copy of the denial notice must be sent to the VAMC case manager.

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Administrative Plan-HCV Program 17 Revised August 2, 2022 18-III.D. CHANGES IN FAMILY COMPOSITION
Adding Family Members [FR Notice 3/23/12]
When adding a family member after the family has been admitted to the program, PHA policies in Section 3-II.B. apply. Other than the birth, adoption, or court-awarded custody of a child, the PHA must approve additional family members and will apply its regular screening criteria in doing so.

Remaining Family Members [HUD-VASH Qs and As]
If the homeless veteran dies while the family is being assisted, the voucher would remain with the remaining members of the tenant family. The PHA may use one of its own regular vouchers, if available, to continue assisting this family and free up a VASH voucher for another VASH-eligible family. If a regular voucher is not available, the family would continue utilizing the VASH voucher.

Once the VASH voucher turns over, however, it must go to a homeless veteran family.

Family Break Up [HUD-VASH Qs and As]
In the case of divorce or separation, since the set-aside of VASH vouchers is for veterans, the voucher must remain with the veteran. This overrides the PHA’s policies in Section 3-I.C. on how to determine who remains in the program if a family breaks up.
18-III.E. LEASING [FR Notice 3/23/12]
Waiting List
The PHA does not have the authority to maintain a waiting list or apply local preferences for HUD– VASH vouchers. Policies in Chapter 4 relating to applicant selection from the waiting list, local preferences, special admissions, cross-listing, and opening and closing the waiting list do not apply to VASH vouchers.

Voucher Issuance
Unlike the standard HCV program which requires an initial voucher term of at least 60 days, VASH vouchers must have an initial search term of at least 120 days. PHA policies on extensions as outlined in Section 5-II.E. will apply.

PHA Policy
All VASH vouchers will have an initial term of 120 calendar days.

The family must submit a Request for Tenancy Approval and proposed lease within the 120-day period unless the VAMC case manager indicates that an extension is necessary.

The PHA must track issuance of HCVs for families referred by the VAMC or CBOC in PIC as required in Notice PIH 2011-53.

Initial Lease Term
Unlike in the standard the HCV program, VASH voucher holders may enter into an initial lease that is for less than 12 months. Accordingly, PHA policy in Section 9-I.E., Term of Assisted Tenancy, does not apply.

Ineligible Housing [FR Notice 6/18/14]
Unlike in the standard HCV program, VASH families are permitted to live on the grounds of a VA facility in units developed to house homeless veterans. Therefore, 24 CFR 982.352(a)(5) and 983.53(a)(2), which prohibit units on the physical grounds of a medical, mental, or similar public or Packet Page 505 of 1050Attachment 2 Page 477 of 487

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Administrative Plan-HCV Program 18 Revised August 2, 2022 private institution, do not apply to VASH for this purpose only. Accordingly, PHA policy in 9-I.D., Ineligible Units, does not apply for this purpose only.

HQS Pre-Inspections
To expedite the leasing process, PHAs may pre-inspect available units that veterans may be interested in leasing in order to maintain a pool of eligible units. If a VASH family selects a unit that passed an HQS inspection (without intervening occupancy) within 45 days of the date of the Request for Tenancy Approval (Form HUD-52517), the unit may be approved if it meets all other conditions under 24 CFR 982.305. However, the veteran must be free to select his or her unit and cannot be steered to these units.

PHA Policy
To expedite the leasing process, the PHA may pre-inspect available units that veterans may be interested in leasing to maintain a pool of eligible units. If a VASH family selects a unit that passed a HQS pre-inspection (without intervening occupancy) within 45 days of the date of the RTA, the unit may be approved provided that it meets all other conditions under 24 CFR 982.305. The veteran will be free to select his or her unit.

When a pre-inspected unit is not selected, the PHA will make every effort to fast-track the inspection process, including adjusting the normal inspection schedule for both initial and any required reinspections.
18-III.F. PORTABILITY [FR Notice 3/23/12 and Notice PIH 2011-53] General Requirements
Portability policies under VASH depend on whether the family wants to move within or outside of the initial VA facility’s catchment area (the area in which the VAMC or CBOC operates). In all cases, the initial VA facility must be consulted prior to the move and provide written confirmation that case management will continue to be provided in the family’s new location. VASH participant families may only reside in jurisdictions that are accessible to case management services, as determined by case managers at the partnering VAMC or CBOC.

Under VASH, applicant families may move under portability even if the family did not have legal residency in the jurisdiction of the initial PHA when they applied. As a result, PHA policies in Section 10-II.B. about nonresident applicants do not apply.

If the family no longer requires case management, there are no portability restrictions. Normal portability rules apply.

Portability within the Initial VAMC’s Catchment Area
A VASH family can move within the VAMC’s catchment area as long as case management can still be provided, as determined by the VA. If the initial PHA’s partnering VAMC will still provide the case management services, the receiving PHA must process the move in accordance with portability procedures:
 If the receiving PHA has been awarded VASH vouchers, it can choose to either bill the initial PHA or absorb the family if it has a VASH voucher available to do so. - If the PHA absorbs the family, the VAMC or CBOC providing the initial case management must agree to the absorption and the transfer of case management.  If the receiving PHA does not administer a VASH program, it must always bill the initial PHA.

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Administrative Plan-HCV Program 19 Revised August 2, 2022 If a family wants to move to another jurisdiction where it will not be possible for the initial PHA’s partnering VAMC or CBOC to provide case management services, the initial VAMC must first confirm that the new VAMC has an available VASH case management slot and the new VAMC’s partner PHA has an available VASH voucher.

After acceptance of the veteran by the new VAMC, the new VAMC will refer the veteran to its partner PHA. In these cases, the family must be absorbed by the receiving PHA either as a new admission or as a portability move-in, as applicable. Upon absorption, the initial PHA’s VASH voucher will be available to lease to a new VASH-eligible family, and the absorbed family will count toward the number of VASH slots awarded to the receiving PHA.
18-III.G. TERMINATION OF ASSISTANCE [FR Notice 3/23/12] With the exception of terminations for failure to receive case management, HUD has not established any alternative requirements for termination of assistance for VASH participants. However, prior to terminating VASH participants, HUD strongly encourages PHAs to exercise their discretion under 24 CFR 982.552(c)(2) as outlined in Section 12-II.D. of this policy and consider all relevant circumstances of the specific case. This includes granting reasonable accommodations for persons with disabilities, as well as considering the role of the case manager and the impact that ongoing case management services can have on mitigating the conditions that led to the potential termination.

VASH participant families may not be terminated after admission for a circumstance or activities that occurred prior to admission and were known to the PHA but could not be considered at the time of admission due to VASH program requirements. The PHA may terminate the family’s assistance only for program violations that occur after the family’s admission to the program.

Cessation of Case Management
As a condition of receiving HCV rental assistance, a HUD-VASH-eligible family must receive case management services from the VAMC or CBOC. A VASH participant family’s assistance must be terminated for failure to participate, without good cause, in case management as verified by the VAMC or CBOC.

However, a VAMC or CBOC determination that the participant family no longer requires case management is not grounds for termination of assistance and the family is still eligible for assistance under the HCV program. In such a case, at its option, the PHA may offer the family continued HCV assistance through one of its regular vouchers. If the PHA has no voucher to offer, the family will retain its VASH voucher until such time as the PHA has an available voucher for the family.

VAWA [HUD VASH Qs and As and Notice PIH 2017-08]
When a veteran’s family member is receiving protection under VAWA because the veteran is the perpetrator of domestic violence, dating violence, sexual assault, or stalking, the victim must continue to be assisted. Upon termination of the perpetrator’s VASH assistance, the victim should be given a regular HCV if one is available, and the perpetrator’s VASH voucher should be used to serve another eligible veteran family. If a regular HCV is not available, the victim will continue to use the VASH voucher even after the perpetrator’s assistance is terminated.
18-III.H. PROJECT-BASING VASH VOUCHERS
General Requirements [Notice PIH 2017-21]
The PHA may administer project-based VASH vouchers under two circumstances. First, PHAs are authorized to project-base their tenant-based VASH vouchers without additional HUD review or Packet Page 507 of 1050Attachment 2 Page 479 of 487

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Administrative Plan-HCV Program 20 Revised August 2, 2022 approval in accordance with Notice PIH 2017-21 and all PBV program requirements provided that the VAMC will continue to make supportive services available. Second, since 2010, HUD has awarded VASH vouchers specifically for project-based assistance in the form of PBV HUD-VASH set-aside vouchers. While these vouchers are excluded from the PBV program cap as long as they remain under PBV HAP contract at the designated project, all other VASH vouchers are subject to the PBV program percentage limitation discussed in Section 17-I.A.

If the PHA project-bases VASH vouchers, the PHA must retain documentation of the partnering VAMC’s support. Policies for VASH PBV units will generally follow PHA policies for the standard PBV program as listed in Chapter 17, with the exception of the moves policy listed below.

Moves [HUD-VASH Qs and As]
When a VASH PBV family is eligible to move from its PBV unit in accordance with Section 17-VIII.C. of this policy, but there is no other comparable tenant-based rental assistance, the following procedures must be implemented:
 If a VASH tenant-based voucher is not available at the time the family wants (and is eligible) to move, the PHA may require the family to wait for a VASH tenant-based voucher for a period not to exceed 180 days;
 If a VASH tenant-based voucher is still not available after that period, the family must be allowed to move with its VASH voucher, and the PHA is required to replace the assistance in the PBV unit with one of its regular vouchers, unless the PHA and owner agree to remove the unit from the HAP contract; and
 If after 180 days, a VASH tenant-based voucher does not become available and the PHA does not have sufficient available funding in its HCV program to attach assistance to the PBV unit, the family may be required to remain in its PBV unit until such funding becomes available. In determining if funding is insufficient, the PHA must take into consideration its available budget authority, which also includes unspent prior year HAP funds in the PHA’s Net Restricted Assets account.

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Administrative Plan-HCV Program 21 Revised August 2, 2022 PART IV: MAINSTREAM VOUCHER PROGRAM
18-IV.A. PROGRAM OVERVIEW [Notice PIH 2020-01]
Mainstream vouchers assist non-elderly persons with disabilities and their families in the form of either project-based or tenant-based voucher assistance.

Aside from separate funding appropriations and serving a specific population, Mainstream vouchers follow the same program requirements as standard vouchers. The PHA does not have special authority to treat families that receive a Mainstream voucher differently from other applicants and participants.

For example, the PHA cannot apply different payment standards, establish conditions for allowing portability, or apply different screening criteria to Mainstream families.

The Mainstream voucher program, (previously referred to as the Mainstream 5-Year program or the Section 811 voucher program) was originally authorized under the National Affordable Housing Act of 1990. Mainstream vouchers operated separately from the regular HCV program until the passage of the Frank Melville Supportive Housing Investment Act of 2010. Funding for Mainstream voucher renewals and administrative fees was first made available in 2012. In 2017 and 2019, incremental vouchers were made available for the first time since the Melville Act (in addition to renewals and administrative fees), and PHAs were invited to apply for a competitive award of Mainstream vouchers under the FY17 and FY19 NOFAs. In 2020, Notice PIH 2020-22 provided an opportunity for any PHA administering an HCV program to apply for Mainstream vouchers noncompetitively, while Notice PIH 2020-09 authorized an increase in Mainstream voucher units and budget authority for those PHAs already awarded Mainstream vouchers under the FY17 and FY19 NOFAs.

Funds for Mainstream vouchers may be recaptured and reallocated if the PHA does not comply with all program requirements or fails to maintain a utilization rate of 80 percent for the PHA’s Mainstream vouchers.

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Administrative Plan-HCV Program 22 Revised August 2, 2022 18-IV.B. ELIGIBLE POPULATION [Notice PIH 2020-01 and Notice PIH 2020-22] All Mainstream vouchers must be used to serve non-elderly persons with disabilities and their families, defined as any family that includes a person with disabilities who is at least 18 years old and not yet 62 years old as of the effective date of the initial HAP contract. The eligible disabled household member does not need to be the head of household.

The definition of person with disabilities for purposes of Mainstream vouchers is the statutory definition under section 3(b)(3)(E) of the 1937 Act, which is the same as is used for allowances and deductions in the HCV program and is provided in Exhibit 3-1 of this policy.

Existing families receiving Mainstream vouchers, where the eligible family member is now age 62 or older, will not “age out” of the program as long as the family was eligible on the day it was first assisted under a HAP contract.

The PHA may not implement eligibility screening criteria for Mainstream vouchers that is different from that of the regular HCV program.
18-IV.C. PARTNERSHIP AND SUPPORTIVE SERVICES [Notice PIH 2020-01] PHAs are encouraged but not required to establish formal and informal partnerships with a variety of organizations that assist persons with disabilities to help ensure eligible participants find and maintain stable housing.
18-IV.D. WAITING LIST ADMINISTRATION
General Waiting List Requirements [Notice PIH 2020-01 and Mainstream Voucher Basics Webinar, 10/15/20]
PHAs must not have a separate waiting list for Mainstream voucher assistance since the PHA is required by the regulations to maintain one waiting list for tenant-based assistance [24 CFR 982.204(f)]. All PHA policies on opening, closing, and updating the waiting list, as well as waiting list preferences in Chapter 4, apply to the Mainstream program.

When the PHA is awarded Mainstream vouchers, these vouchers must be used for new admissions to the PHA’s program from the waiting list. The PHA must lease these vouchers by pulling the first Mainstream-eligible family from its tenant-based waiting list. PHAs are not permitted to reassign existing participants to the program in order to make regular tenant-based vouchers available. Further, the PHA may not skip over Mainstream-eligible families on the waiting list because the PHA is serving the required number of Mainstream families.

Upon turnover, vouchers must be provided to Mainstream-eligible families. If a Mainstream turnover voucher becomes available, the PHA must determine if the families at the top of the waiting list qualify under program requirements.

Admission Preferences [Notice PIH 2020-01; FY17 Mainstream NOFA; FY19 Mainstream NOFA] If the PHA claimed points for a preference in a NOFA application for Mainstream vouchers, the PHA must adopt a preference for at least one of the targeted groups identified in the NOFA.

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Administrative Plan-HCV Program 23 Revised August 2, 2022 18-IV.E. PORTABILITY [Notice PIH 2020-01 and Mainstream Voucher Basics Webinar, 10/15/20]
Mainstream voucher participants are eligible for portability under standard portability rules and all PHA policies regarding portability in Chapter 10, Part II apply to Mainstream families.

The following special considerations for Mainstream vouchers apply under portability:
 If the receiving PHA has a Mainstream voucher available, the participant may remain a Mainstream participant.
- If the receiving PHA chooses to bill the initial PHA, then the voucher will remain a Mainstream voucher.
- If the receiving PHA chooses to absorb the voucher, the voucher will be considered a regular voucher, or a Mainstream voucher if the receiving PHA has a Mainstream voucher available, and the Mainstream voucher at the initial PHA will be freed up to lease to another Mainstream- eligible family.
 If the receiving PHA does not have a Mainstream voucher available, the participant may receive a regular voucher.
18-IV.F. PROJECT-BASING MAINSTREAM VOUCHERS [FY19 Mainstream Voucher NOFA Q&A]
The PHA may project-base Mainstream vouchers in accordance with all applicable PBV regulations and PHA policies in Chapter 17. PHAs are responsible for ensuring that, in addition to complying with project-based voucher program requirements, the project complies with all applicable federal nondiscrimination and civil rights statutes and requirements. This includes, but is not limited to, Section 504 of the Rehabilitation Act (Section 504), Titles II or III of the Americans with Disabilities (ADA), and the Fair Housing Act and their implementing regulations at 24 CFR Part 8; 28 CFR Parts 35 and 36; and 24 CFR Part 100. Mainstream vouchers are subject to the PBV program percentage limitation discussed in Section 17-I.A.

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Administrative Plan-HCV Program 24 Revised August 2, 2022 PART IV: NON-ELDERLY DISABLED (NED) VOUCHERS
18-V.A. PROGRAM OVERVIEW [Notice PIH 2013-19]
NED vouchers help non-elderly disabled families lease suitable, accessible, and affordable housing in the private market. Aside from separate funding appropriations and serving a specific population, NED vouchers follow the same program requirements as standard vouchers. The PHA does not have special authority to treat families that receive a NED voucher differently from other applicants and participants.

Some NED vouchers are awarded to PHAs through competitive NOFAs. The NOFA for FY2009 Rental Assistance for NED made incremental funding available for two categories of NED families:
 Category 1 vouchers enable non-elderly persons or families with disabilities to access affordable housing on the private market.
 Category 2 vouchers enable non-elderly persons with disabilities currently residing in nursing homes or other healthcare institutions to transition into the community. PHAs with NED Category 2 vouchers were required to partner with a state Medicaid or health agency or the state Money Follows the Person (MFP) Demonstration agency.

Since 1997, HCVs for NED families have been also awarded under various special purpose HCV programs: Rental Assistance for Non-Elderly Persons with Disabilities in Support of Designated Housing Plans (Designated Housing), Rental Assistance for Non-Elderly Persons with Disabilities Related to Certain Types of Section 8 Project-Based Developments (Certain Developments), One-Year Mainstream Housing Opportunities for Persons with Disabilities, and the Project Access Pilot Program (formerly Access Housing 2000).
 Designated Housing vouchers enable non-elderly disabled families, who would have been eligible for a public housing unit if occupancy of the unit or entire project had not been restricted to elderly families only through an approved Designated Housing Plan, to receive rental assistance. These vouchers may also assist non-elderly disabled families living in a designated unit/project/building to move from that project if they so choose. The family does not have to be listed on the PHA’s voucher waiting list. Instead, they may be admitted to the program as a special admission. Once the impacted families have been served, the PHA may begin issuing these vouchers to non-elderly disabled families from their HCV waiting list. Upon turnover, these vouchers must be issued to non- elderly disabled families from the PHA’s HCV waiting list.  Certain Developments vouchers enable non-elderly families having a person with disabilities, who do not currently receive housing assistance in certain developments where owners establish preferences for, or restrict occupancy to, elderly families, to obtain affordable housing. These non- elderly families with a disabled person do not need to be listed on the PHA’s HCV waiting list in order to be offered and receive housing choice voucher rental assistance. It is sufficient that these families' names are on the waiting list for a covered development at the time their names are provided to the PHA by the owner. Once the impacted families have been served, the PHA may begin issuing these vouchers to non-elderly disabled families from their HCV waiting list. Upon turnover, these vouchers must be issued to non-elderly disabled families from the PHA’s HCV waiting list.
 One-Year Mainstream Housing Opportunities for Persons with Disabilities (One-Year Mainstream) vouchers enable non-elderly disabled families on the PHA’s waiting list to receive a voucher. After initial leasing, turnover vouchers must be issued to non-elderly disabled families from the PHA’s voucher waiting list.

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Administrative Plan-HCV Program 25 Revised August 2, 2022 18-V.B. ELIGIBLE POPULATION
General Requirements [Notice PIH 2013-19]
Only eligible families whose head of household, spouse, or cohead is non-elderly (under age 62) and disabled may receive a NED voucher. Families with only a minor child with a disability are not eligible.

In cases where the qualifying household member now qualifies as elderly due to the passage of time since the family received the NED voucher, existing NED participant families do not “age out,” as the family was eligible on the day it was first assisted under a housing assistance payments (HAP) contract.

The definition of person with disabilities for purposes of NED vouchers is the statutory definition under Section 3(b)(3)(E) of the 1937 Act, which is the same as is used for allowances and deductions in the HCV program and is provided in Exhibit 3-1 of this policy.

The PHA may not implement eligibility screening criteria for NED vouchers that is different from that of the regular HCV program.

NED Category 2 [Notice PIH 2013-19 and NED Category 2 FAQs] In addition to being eligible for the PHA’s regular HCV program and a non-elderly person with a disability, in order to receive a Category 2 voucher, the family’s head, spouse, cohead, or sole member must be transitioning from a nursing home or other healthcare institution and provided services needed to live independently in the community.

Nursing homes or other healthcare institutions may include intermediate care facilities and specialized institutions that care for those with intellectual disabilities, developmentally disabled, or mentally ill, but do not include board and care facilities (e.g., adult homes, adult day care, adult congregate living).

The PHA cannot limit who can apply to just those persons referred or approved by a Money Follows the Person (MFP) Demonstration agency or state health agency. Other individuals could be placed on the waiting list if they can show, with confirmation by an independent agency or organization that routinely provides such services (this can be the MFP or partnering agency, but need not be), that the transitioning individual will be provided with all necessary services, including care or case management.

For each Category 2 family, there must be documentation (e.g., a copy of a referral letter from the partnering or referring agency) in the tenant file identifying the institution where the family lived at the time of voucher issuance.
18-V.C. WAITING LIST
General Requirements [Notice PIH 2013-19]
Families must be selected for NED vouchers from the PHA’s waiting list in accordance with all applicable regulations and PHA policies in Chapter 4.

Regardless of the number of NED families the PHA is required to serve, the next family on the waiting list must be served. Further, the PHA may not skip over NED-eligible families on the waiting list because the PHA is serving the required number of NED families.

NED Category 2 Referrals [NED Category 2 FAQs]
Packet Page 513 of 1050Attachment 2 Page 485 of 487

HCV Administrative Plan

Administrative Plan-HCV Program 26 Revised August 2, 2022 For NED Category 2 families, the partnering agency may make referrals of eligible families to the PHA for placement on the waiting list. The PHA will then select these families from the waiting list for voucher issuance. Because language in the NOFA established that vouchers awarded under the NOFA must only serve non-elderly disabled families transitioning from institutions, the PHA does not need to establish a preference in order to serve these families ahead of other families on the PHA’s waiting list.

PHAs must accept applications from people living outside their jurisdictions or from people being referred from other Medicaid or MFP service agencies in their state.

If the PHA’s waiting list is closed, the PHA must reopen its waiting list to accept referrals from its partnering agency. When opening the waiting list, PHAs must advertise in accordance with 24 CFR 982.206 and PHA policies in Section 4-II.C. In addition, the PHA must ensure that individuals living in eligible institutions are aware when the PHA opens its waiting list by reaching out to social service agencies, nursing homes, intermediate care facilities and specialized institutions in the local service area.

Reissuance of Turnover Vouchers [Notice PIH 2013-19]
All NED turnover vouchers must be reissued to the next NED family on the PHA’s waiting list with the following exception: A Category 2 voucher must be issued to another Category 2 family upon turnover if a Category 2 family is on the PHA’s waiting list. If there are no Category 2 families on the PHA’s waiting list, the PHA must contact its partnering agency as well as conduct outreach through appropriate social service agencies and qualifying institutions to identify potentially eligible individuals. Only after all means of outreach have been taken to reach Category 2 families can the PHA reissue the voucher to another Category 2 NED family on the PHA’s waiting list. Any subsequent turnover of that voucher must again be used for a Category 2 family on the PHA’s waiting list, and the PHA is under the same obligation to conduct outreach to Category 2 families if no such families are on the PHA’s waiting list.

For PHAs that received both Category 1 and Category 2 vouchers, if at any time the PHA is serving fewer Category 2 families than the number of Category 2 HCVs awarded under the NOFA, when a Category 2 family applies to the waiting list and is found eligible, the PHA must issue the next NED voucher to that family. HUD monitors the initial leasing and reissuance of Category 2 HCVs. These vouchers may be recaptured and reassigned if not leased properly and in a timely manner.

All NED vouchers should be affirmatively marketed to a diverse population of NED-eligible families to attract protected classes least likely to apply. If at any time following the turnover of a NED HCV a PHA believes it is not practicable to assist NED families, the PHA must contact HUD. 18-V.D. LEASE UP [Notice PIH 2013-19]
Briefings
In addition to providing families with a disabled person a list of accessible units known to the PHA, HUD encourages, but does not require, PHAs to provide additional resources to NED families as part of the briefing.

Voucher Term
While the PHA is not required to establish different policies for the initial term of the voucher for NED vouchers, HUD has encouraged PHAs with NED vouchers to be generous in establishing reasonable initial search terms and subsequent extensions for families with a disabled person.

Special Housing Types [Notice PIH 2013-19 and NED Category 2 FAQs] Packet Page 514 of 1050Attachment 2 Page 486 of 487

HCV Administrative Plan

Administrative Plan-HCV Program 27 Revised August 2, 2022 In general, a PHA is not required to permit families to use any of the special housing types and may limit the number of families using such housing. However, the PHA must permit the use of a special housing type if doing so provides a reasonable accommodation so that the program is readily accessible to and usable by a person with disabilities.

Such special housing types include single room occupancy housing, congregate housing, group homes, shared housing, cooperative housing, and manufactured homes when the family owns the home and leases the manufactured home space.

Persons with disabilities transitioning out of institutional settings may choose housing in the community that is in a group or shared environment or where some additional assistance for daily living is provided for them on site. Under HUD regulations, group homes and shared housing are considered special housing types and are not excluded as an eligible housing type in the HCV program. Assisted living facilities are also considered eligible housing under the normal HCV program rules, as long as the costs for meals and other supportive services are not included in the housing assistance payments (HAP) made by the PHA to the owner, and as long as the person does not need continual medical or nursing care. 18-V.E. PORTABILITY [NED Category 2 FAQs]
NED voucher participants are eligible for portability under standard portability rules and all PHA policies regarding portability in Chapter 10, Part II apply to NED families. However, the PHA may, but is not required to, allow applicant NED families to move under portability, even if the family did not have legal residency in the initial PHA’s jurisdiction when they applied.

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Agenda Item No: 4.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Approval of Meeting Minutes from November 2022
RECOMMENDED ACTION
Approve the meeting minutes.

STATEMENT OF ISSUE
Minutes need approval by the City Council.

DISCUSSION
The City Council Closed Session Minutes and City Council Minutes for November 1, 2022, have been approved by the city attorney and need council approval.

FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may choose to modify the minutes which will result in bringing this item back at a future date.

STAFF CONTACT
Esther Beavers, Deputy City Clerk
(707) 428­7402
[email protected]
COORDINATED WITH
City Attorney's Office
ATTACHMENTS:

Packet Page 516 of 1050

Agenda Item No: 4.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Approval of Meeting Minutes from November 2022RECOMMENDED ACTIONApprove the meeting minutes.STATEMENT OF ISSUEMinutes need approval by the City Council.DISCUSSIONThe City Council Closed Session Minutes and City Council Minutes for November 1, 2022, have beenapproved by the city attorney and need council approval.FINANCIAL IMPACTN/APUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONThe council may choose to modify the minutes which will result in bringing this item back at a futuredate.STAFF CONTACTEsther Beavers, Deputy City Clerk(707) 428­[email protected] WITHCity Attorney's Office ATTACHMENTS:

Description
Closed Session Minutes 11­01­2022
City Council Minutes 11­01­2022
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 11/28/2022 ­ 11:41 AM
Packet Page 517 of 1050

City Council Special Meeting November 1, 2022

CITY OF FAIRFIELD

FAIRFIELD CITY COUNCIL

SPECIAL MEETING

CLOSED SESSION
TUESDAY, NOVEMBER 1, 2022; 5:30 PM
CITY HALL, CITY MANAGER'S OFFICE, 1000 WEBSTER STREET, 4TH FLOOR, FAIRFIELD, CA 94533

CLOSED SESSION AGENDA

MINUTES

CALL TO ORDER

Mayor Harry T. Price called the meeting to order at 5:30 p.m.

Present in person were Councilmembers Pam Bertani, Cat Moy, Doriss Panduro, Chuck Timm, Scott Tonnesen, Vice Mayor Rick Vaccaro, and Mayor Price.

PUBLIC COMMENT: No members of the public wished to speak.

The City Council went into closed session with City Attorney David Lim, Interim City Manager David Gassaway, Assistant City Attorney Lori Liu, Police Chief Deanna Cantrell, and Police Captain Dan Marshall.

NEW BUSINESS - CLOSED SESSION

PRESENTATIONS

1. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION
(Paragraph (1) of subdivision (d) of Section 54956.9)
Name of case: Vallejo Sun and Scott Morris v. City of Fairfield Police Department and Deanna Cantrell
Solano County Superior Court, Case No. FCS058912

Contact: David Lim, (415) 421-8484

OPEN SESSION

The City came out of a closed session. The City Attorney announced the City Council agreed to settle the matter in Item #1 with Vallejo Sun and Scott Morris by releasing the requested video footage from an officer-involved shooting incident from June 26, 2022, and payment of attorney’s fees in the amount of $4,000.

The meeting was adjourned at 6:03 p.m.

______________________________
City Attorney
________________________________
Mayor
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CITY OF FAIRFIELD

FAIRFIELD CITY COUNCIL REGULAR MEETING
TUESDAY, NOVEMBER 1, 2022; 6:00 PM
COUNCIL CHAMBER, 1000 WEBSTER STREET, FAIRFIELD,
CA 94533 OR VIA ZOOM

MINUTES

CALL TO ORDER

Mayor Harry T. Price called the meeting to order at 6:08 p.m.

ROLL CALL

On roll call were Councilmembers Pam Bertani, Cat Moy, Doriss Panduro, Chuck Timm, Scott Tonnesen, Vice Mayor Rick Vaccaro, and Mayor Price.

INVOCATION

Worship Pastor Alex Ledoux of Samoan Christian Fellowship Assembly of God gave an invocation.

PLEDGE OF ALLEGIANCE

Councilmember Timm led the Pledge of Allegiance.

COUNCIL REPORTS

Councilmember Panduro spoke about Dia de Los Muertos, which is an important day in Hispanic culture, mourning and remembering loved ones who have passed on. She reported that she and Vice Mayor Vaccaro attended a recent 2 x 2 Regional Homeless Committee meeting and that they approved proposed changes to the bylaws. They received presentations on the Housing Improvement Grant (HIP) program and the Homeless Advocacy Project (HAP). She stated that the meetings are open to the public.

Lastly, she made a statement regarding her candidacy for District 5.

Councilmember Tonnesen reported that 31 businesses distributed candy to 200+ trick-or-treaters on Halloween. He thanked the Matt Garcia Foundation for their participation and for also holding a movie night. Lastly, he thanked Debi Tavey, downtown consultant, and former president of the Fairfield-Suisun Chamber of Commerce. He stated he was looking forward to the Veterans Day Concert and Parade and the Christmas tree lighting.

Councilmember Timm reported he and others visited the Cordelia truck scales for a tour and presentation on the Cordelia Truck Scales project. The new technology would allow for 1,000 trucks per hour to be processed (instead of 800 per day that are currently processed). The project is now shovel- ready but still needs $240M to be completed. He stated that Solano Transportation, the City of Fairfield, and the State of California are seeking those funds through lobbying efforts.

Councilmember Moy reported she and Councilmember Panduro visited the Adult Recreation Center for its Halloween luncheon. She thanked ARC staff for a very entertaining time! She thanked Communications Manager Bill Way for his recent podcast, Words with Way, about the dangers of fentanyl (one pill can kill). She stated that the Fairfield-Suisun Unified School District is going to work with the City of Fairfield to host more town halls to educate the community about fentanyl. Next, she reported that a resident called her to report a disabled homeless woman sleeping in front of NorthBay Packet Page 519 of 1050Attachment 2 Page 1 of 4

Hospital. Councilmember Moy contacted the City’s Homeless Intervention Team (HIT) to assist the woman, and she thanked Shelter Solano for finding a place for her.

Councilmember Bertani reported that Chief of Police Deanna Cantrell is retiring, and a reception will be held for her on November 3 at 10 a.m. in Willow Hall. She thanked the chief for the tremendous job she has done for the City and the positive culture she created during her tenure. She stated that new Chief of Police Dan Marshall would be sworn in on November 7 at 3 p.m. at the Downtown Theatre. She thanked Dan for his continued service to the city. Next, she reported the Clergy Action Network (CAN) met last week and held a panel discussion with members of Travis Air Force Base (TAFB), on how the City and CAN could engage with our servicemembers, especially once they return from deployment. She thanked communications Manager Bill Way for the great video he created of CAN members welcoming TAFB members.

Vice Mayor Vaccaro also thanked Chief Cantrell for her dedicated service. He stated that incoming Police Chief Marshall will do a great job, as he’s been serving the Fairfield community well for 24 years. Next, he reported he would be holding a neighborhood meeting at Paradise Valley Estates on November 16 at 7 p.m. to address crime in the area. He said everyone was welcome, even those who don’t live in Paradise Valley. Lastly, he commented on a letter that was recently sent to the Daily Republic from Marilyn Farley.

Mayor Price reported that he visited Sr. Pastor David Isom, at St. Stephen’s CME Church last Saturday and thanked him, his staff, and the congregation for the great work they are doing in the community such as holding algebra and science tutoring, and esteem building workshops, focusing on young people of color. Lastly, he reported that he visited Vanden High School, where he taught for 35 years, with other candidates running for office. Students held discussions with candidates about the issues that are important to them.

CITY MANAGER REPORT

Interim City Manager David Gassaway stated he wanted to publicly acknowledge and thank Chief Cantrell for her excellent service to the City of Fairfield, and that he would have more comments at her reception. He told the incoming Chief Marshall to “get ready” – there’s a lot of work ahead! Next, he reported he had the distinct honor to attend the Airlift/Tanker Association Conference in Denver on October 27-30, with members from Travis Air Force Base. He learned a lot about how the City of Fairfield can assist Travis with future endeavors. He stated that under the Consent Calendar, Item 4 was missing an attachment that staff provided for Council at the dais and it has been corrected online. Lastly, he said there were no changes to the agenda.

CITY ATTORNEY REPORT

Assistant City Attorney Lori Liu stated there was no reportable action from the closed session.

CITY CLERK REPORT

City Clerk Karen Rees thanked the Solano Recovery Project for adopting Lee Bell Park and Gone for Good for their past participation.

PRESENTATIONS

1. Proclamation declaring Extra Mile Day presented by Councilmember Doriss Panduro to Volunteer Coordinator Karen Rees.

PUBLIC COMMENTS
Packet Page 520 of 1050Attachment 2 Page 2 of 4

Jeff Trager spoke about upcoming events at the Downtown Theatre and he thanked Pete Escovedo for his community service over the years.

Jeriann Guzman voiced her concerns about speeding vehicles on Union Avenue.

John Takeuchi spoke about term limit s for elected officials.

Brandon Wirth spoke about Shelter Solano.

CONSENT CALENDAR

2. Approval of Meeting Minutes from July, September, and October 2022

3. Resolution 2022-288 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

4. Resolution 2022-289 of the City Council of the City of Fairfield to Authorizing the City Manager to Execute Amendment No. 1 to the Agreement Between the City of Fairfield and Willdan Energy Solutions for the Modeling and Financial Planning Services for the Municipa l Fleet Electric Vehicles and Facility Analysis

5. Resolution 2022-290 of the City Council of the City of Fairfield Approving the Plans and Specifications and Awarding a Contract to Bockmon & Woody Electric Co., Inc. for the CDBG Linear Park Trail Lighting Project and Authorizing an Update to the Fiscal Year 2022-2023 Budget

Councilmember Timm made a motion to approve the Consent Calendar as presented. Vice Mayor Vaccaro seconded the motion. The motion carried unanimously.

NEW BUSINESS

6. Vice Mayor Vaccaro read Resolution 2022-291 of the City Council of the City of Fairfield s upporting and p roclaiming November 13-19, 2022, as “United Against Hate Week.” He stated that diversity is Fairfield’s strength and that there is no place for hate in our community.

Councilmember Bertani made a motion to approve Resolution 2022 -291. Councilmember Timm seconded the motion. The motion carried unanimously.

7. Associate Civil Engineer Caroline Vedder gave an update on Lee Bell Neighborhood Park Restrooms and various options for Council to consider.

The four options that were discussed were: 1) do not add restrooms; 2) add porta-potties as needed; 3) add a permanent porta-potty facility, or 4) add a permanent facility

John Takeuchi spoke on Item 7.

After a lengthy discussion, Councilmember Tonnesen gave direction to staff to start with option 2, adding porta-potties as needed for park reservations of large groups; and work towards option 4 in the future, as long as a permanent facility could meet all criteria established by Council. Vice Mayor Vaccaro concurred. All councilmembers were unanimous.

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PUBLIC HEARINGS (text in red should be deleted)

8. Community Development Management Analyst Jonathan Atkinson recommended to Council that it open the Public Hearing; and Resolution 2022-292 of the City Council of the City of Fairfield Adopting a Mitigated Negative Declaration (ER2021-038) and Approving a General Plan Amendment (GPA2021-003) for the 80-12 Industrial Center Project Involving Two Industria l Warehouse Buildings on Approximately 19.44 Acres at 300 Chadbourne Road (APNs: 0028- 750-240, -250, -260, -270, -290, and ­300); and

First Reading and Introduction of an Ordinance 2022-16 of the City Council of the City of Fairfield Amending Chapter 25, Article I of the Fairfield City Code (also Known as the Zoning Ordinance and the Zoning Map) to Rezone Approximately 19.44 Acres at 300 Chadbourne Road (APNs: 0028-750-240, -250, -260, -270, -290, and -300) from Regional Commercial (CR) District to Limited Industrial (IL) District

Mayor Price opened the public hearing.

Will Parker spoke on Item 8.

Mayor Price closed the public hearing.

Councilmember Timm made a motion to approve Resolution 2022-292. Councilmember Moy seconded the motion. The motion carried unanimously.

Councilmember Timm made a motion to waive the full reading of Ordnance 2022-16, read by title only, and introduce the ordinance for the first reading. Councilmember Panduro seconded the motion. The motion carried unanimously.

THE MEETING WAS ADJOURNED AT 7:45 P.M. TO TUESDAY, NOVEMBER 15, 2022, 6:00 P.M., COUNCIL CHAMBER.

____________________________
City Clerk

____________________________
Mayor
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Agenda Item No: 5.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­311 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 safely; or
Packet Page 523 of 1050

Agenda Item No: 5.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­311 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 personwould present 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 daysfollowing 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
Beavers, Esther Approved 11/17/2022 ­ 2:27 PM
Packet Page 524 of 1050

CITY OF FAIRFIELD

RESOLUTION NO. 2022-311

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 525 of 1050Attachment 1 Page 1 of 3

RES. NO. 2022-311

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 526 of 1050Attachment 1 Page 2 of 3

RES. NO. 2022-311

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 6th day of December, 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 527 of 1050Attachment 1 Page 3 of 3

Agenda Item No: 6.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­312 of the City Council of the City of Fairfield Setting a Hearing for January 17, 2023, Re: Appeal of Revocation of Business License #07000966 for Smoke Shop N More LLC Pursuant to Chapter 10 of the Fairfield Municipal Code RECOMMENDED ACTION
The City Council is asked to set a hearing date on an appeal of revocation of business license #07000966 for Smoke Shop N More LLC.

STATEMENT OF ISSUE
The Fairfield Municipal Code allows the holder of a City business license to appeal the revocation of their license to the council. Fairfield Municipal Code section 10B.33 requires the council to set a time and place for the hearing.

DISCUSSION
On September 9, 2022, the City of Fairfield revoked business license #07000966 for Smoke Shop N More LLC located at 1306 W. Texas Street. On September 16, 2022, attorney Brandon Kline sent an email to City staff appealing the revocation of business license #07000966 for Smoke Shop N More LLC.

Staff recommends the council set the appeal of the revocation of business license #07000966 on Tuesday, January 17, 2023, at 6:00 PM during the regularly scheduled City Council meeting.

FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
By operation of the Municipal Code, the council must set a date and time to hear the appeal of the business license holder. The council may choose whatever date and time they like, and are not bound to set the hearing on January 17, 2023.

Packet Page 528 of 1050

Agenda Item No: 6.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­312 of the City Council of the City of Fairfield Setting a Hearing forJanuary 17, 2023, Re: Appeal of Revocation of Business License #07000966 forSmoke Shop N More LLC Pursuant to Chapter 10 of the Fairfield Municipal CodeRECOMMENDED ACTIONThe City Council is asked to set a hearing date on an appeal of revocation of business license#07000966 for Smoke Shop N More LLC.STATEMENT OF ISSUEThe Fairfield Municipal Code allows the holder of a City business license to appeal the revocation oftheir license to the council. Fairfield Municipal Code section 10B.33 requires the council to set a timeand place for the hearing.DISCUSSIONOn September 9, 2022, the City of Fairfield revoked business license #07000966 for Smoke Shop NMore LLC located at 1306 W. Texas Street. On September 16, 2022, attorney Brandon Kline sent anemail to City staff appealing the revocation of business license #07000966 for Smoke Shop N MoreLLC. Staff recommends the council set the appeal of the revocation of business license #07000966 onTuesday, January 17, 2023, at 6:00 PM during the regularly scheduled City Council meeting.FINANCIAL IMPACTN/APUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONBy operation of the Municipal Code, the council must set a date and time to hear the appeal of the business license holder. The council may choose whatever date and time they like, and are not bound to set the hearing on January 17, 2023.

STAFF CONTACT
David Lim, City Attorney
(415) 421­8484
[email protected]
COORDINATED WITH
Finance Department, Police Department
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 11/22/2022 ­ 11:52 AM
Packet Page 529 of 1050

CITY OF FAIRFIELD

RESOLUTION NO. 2022-312

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD SETTING A HEARING FOR JANUARY 17, 2023, RE: APPEAL OF REVOCATION OF BUSINESS LICENSE #07000966 FOR SMOKE SHOP N MORE LLC PURSUANT TO CHAPTER 10 OF THE

FAIRFIELD MUNICIPAL CODE

WHEREAS, on September 9, 2022, the City of Fairfield revoked business license number 07000966 belonging to Smoke Shop N More LLC located at 1306 West Texas Street in the City of Fairfield, State of California; and

WHEREAS, Fairfield Municipal Code section 10B.33 states, “Any person aggrieved by any decision of the collector with respect to the issuance or denial of a license, the revocation of a license, or the amount of a license tax may appeal to the council by filing a notice of appeal with the collector within fifteen days of such decision. The notice of appeal shall describe the reason why the decision of the collector should be reversed or modified ;” and

WHEREAS, Smoke Shop N More LLC has timely exercised their right of appeal to the City Council through delivery to the City requesting an appeal of the revocation of their license on September 16, 2022; and

WHEREAS, Fairfield Municipal Code section 10B.33 requires the council to “fix a time and place for hearing such appeal and the collector shall give notice in writing to such person of the time and place of hearing by serving it personally or by depositing it in the post office in the city, postage prepaid, addressed to such person at the address appearing on his las t license or application;” and

WHEREAS, Fairfield Municipal Code section 10B.33 states “If a timely appeal is filed, the effect of the decision of the collector shall be stayed until the appeal is decided by the council .”

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

Section 1. A hearing on the revocation of business license number 07000966 belonging to Smoke Shop N More LLC located at 1306 West Texas Street in the City of Fairfield, State of California shall be fixed for January 17, 2023, at the regular meeting of the Fairfield City Council which begins at 6:00 PM. The hearing shall be heard at any time during the regular meeting of the City Council and does not need to begin at 6:00 PM.

Section 2. The collector for the City of Fairfield or their authorized representative shall give notice in writing to the authorized representative of Auto Service and Towing of the time and place of the hearing by serving it personally or by depositing it in the post office in the c ity, Packet Page 530 of 1050Attachment 1 Page 1 of 2

RES. NO. 2022-312

postage prepaid, addressed to the person at the address appearing on the last license or application. Notice shall also be given to the attorney of the appellant, if applicable.

Section 3. The revocation of business license number 07000966 is hereby stayed until the appeal is decided by the council.

Section 4. The Collector and City Staff are authorized to do all things proper and necessary to prepare for the appeal hearing on January 17, 2023.

Section 5. In the event the owner or representative of the owner for Smoke Shop N More LLC requests a different date to hold the hearing, the City Attorney for the City of Fairfield is authorized to set a new date without further approval from the City Council so long as the owner or representative of the owner for Smoke Shop N More LLC agrees to the new date in writing.

PASSED AND ADOPTED this 6th day of December, 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 531 of 1050Attachment 1 Page 2 of 2

Agenda Item No: 7.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­313 of the City Council of the City of Fairfield Approving Application(s) for Specified Grant Funds from the Budget Act of 2022, Item 3790­101­0001 as Amended by AB 179, Section 19.56 Item #(9)(b)(1) (H) $1,500,000 to the City of Fairfield for Park Upgrades: Linear Park and Allan Witt Park RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City of Fairfield received $2,700,000 from the State of California through Assembly Bill (AB) 178 and 179, Budget Act of 2022 and accepted these funds on September 6, 2022, by Resolution 2022­ 240. Of the total award, $1,500,000 was for Linear Park and Allan Witt Park upgrades which will be distributed through the California Department of Parks and Recreation (State Parks Dept.). The State Parks Department recently issued their procedural guide for receiving these funds which require a separate and specific resolution to accept the City's portion of park funding.

DISCUSSION
As discussed at the September 6, 2022, City Council meeting, the City of Fairfield was named in the Budget Act of 2022, AB 178 and AB 179, and received $2,700,000 in the fiscal year (FY) 2023­24 state budget as part of the member request process through Assemblymember Lori Wilson’s Office. Of the $2.7 million, $1.5 million is for Linear Park and Allan Witt Park upgrades. The California Department of Parks and Recreation will distribute funds for the park upgrades. At the September 6 City Council meeting, the council approved Resolution 2022­240 to accept the $2.7 million, but since then, the State Parks Dept. has released procedural guidelines for the distribution and use of funds.

As part of the procedural guidelines, the State Parks Dept. requires the council to adopt a resolution specifically accepting the state funds for park improvements and terms of the contract. The attached resolution follows the State Parks Dept. procedural guidelines and is the first step in receiving funds.

Once council passes the resolution, the City will enter into a contract with the State and submit an application requesting the funds for each of the two projects. Funds previously budgeted for the park upgrades will be reallocated to future phases as needed and expand the City’s ability to improve the quality of life and accessibility in the park system.

Packet Page 532 of 1050

Agenda Item No: 7.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­313 of the City Council of the City of Fairfield Approving Application(s)for Specified Grant Funds from the Budget Act of 2022, Item 3790­101­0001 asAmended by AB 179, Section 19.56 Item #(9)(b)(1) (H) $1,500,000 to the City ofFairfield for Park Upgrades: Linear Park and Allan Witt ParkRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe City of Fairfield received $2,700,000 from the State of California through Assembly Bill (AB) 178and 179, Budget Act of 2022 and accepted these funds on September 6, 2022, by Resolution 2022­240. Of the total award, $1,500,000 was for Linear Park and Allan Witt Park upgrades which will bedistributed through the California Department of Parks and Recreation (State Parks Dept.). The StateParks Department recently issued their procedural guide for receiving these funds which require aseparate and specific resolution to accept the City's portion of park funding. DISCUSSIONAs discussed at the September 6, 2022, City Council meeting, the City of Fairfield was named in theBudget Act of 2022, AB 178 and AB 179, and received $2,700,000 in the fiscal year (FY) 2023­24 statebudget as part of the member request process through Assemblymember Lori Wilson’s Office. Of the$2.7 million, $1.5 million is for Linear Park and Allan Witt Park upgrades. The California Department ofParks and Recreation will distribute funds for the park upgrades. At the September 6 City Councilmeeting, the council approved Resolution 2022­240 to accept the $2.7 million, but since then, the StateParks Dept. has released procedural guidelines for the distribution and use of funds. As part of the procedural guidelines, the State Parks Dept. requires the council to adopt a resolutionspecifically accepting the state funds for park improvements and terms of the contract. The attachedresolution follows the State Parks Dept. procedural guidelines and is the first step in receiving funds.Once council passes the resolution, the City will enter into a contract with the State and submit anapplication requesting the funds for each of the two projects. Funds previously budgeted for the parkupgrades will be reallocated to future phases as needed and expand the City’s ability to improve the quality of life and accessibility in the park system.

FINANCIAL IMPACT
There will be no impact to the City’s General Fund as a result of your Council’s approval of this action.

Council’s adoption of Resolution 2022­240 approved the necessary budget adjustments to accept funds.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
N/A
STAFF CONTACT
Anna Guiles, Assistant to the City Manager
(707) 428­7399
[email protected]
COORDINATED WITH
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 11/23/2022 ­ 11:08 AM
Beavers, Esther Approved 11/23/2022 ­ 11:15 AM
Packet Page 533 of 1050

CITY OF FAIRFIELD

RESOLUTION NO. 2022-313

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD APPROVING APPLICATION(S) FOR SPECIFIED GRANT FUNDS FROM THE BUDGET ACT OF 2022, ITEM 3790 -101-0001 AS AMENDED BY AB 179, SECTION 19.56 ITEM #(9)(B)(1) (H) $1,500,000 TO THE CITY OF FAIRFIELD FOR PARK UPGRADES: LINEAR PARK AND ALLAN WITT PARK

WHEREAS, the State Department of Parks and Recreation has been delegated the responsibility by the Legislature of the State of California for the administration of a grant to the City of Fairfield, setting up necessary procedures governing application(s); and

WHEREAS, said procedures established by the State Department of Parks and Recreation require the applicant’s Governing Body to certify by resolution the approval of project application(s) before submission of said applications to the State; and

WHEREAS, the applicant will enter into a contract with the State of California to complete project(s).

NOW, THEREFORE, BE IT RESOLVED THAT THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY:

Section 1. Approves the filing of project application(s) for specified grant project(s).

Section 2. Certifies that said applicant has or will have available, prior to commencement of project work utilizing specified grant funds, sufficient funds, including those provided by this grant, to complete the project.

Section 3. Certifies that the applicant has reviewed, understands, and agrees to the General Provisions contained in the contract shown in this Procedural Guide .

Section 4. Delegates the authority to the city manager, or designee to conduct all negotiations, sign and submit all documents, including, but not limited to applications, agreements, amendments, and payment requests, which may be necessary for the completion of the project scope(s).

Section 5. Agrees to comply with all applicable federal, state, and local laws, ordinances ru les, regulations, and guidelines.

Packet Page 534 of 1050Attachment 1 Page 1 of 2

RES. NO. 2022-313

PASSED AND ADOPTED this 6th day of December, 2022, by the following vote:

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

NOES: MEMBERS:

ABSENT: MEMBERS:

ABSTAIN: MEMBERS:

_________
MAYOR

ATTEST:

____________________________

CITY CLERK

Packet Page 535 of 1050Attachment 1 Page 2 of 2

Agenda Item No: 8.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­314 of the City Council of the City of Fairfield Approving a Consultant Services Agreement by and Between the City of Fairfield and Solano Economic Development Corporation to Provide Staffing and Resource Support to the Travis Community Consortium
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City of Fairfield is the lead agency and authorized to enter contracts on behalf of the Travis Community Consortium (TCC). The City Council is being asked to approve a Consultant Services Agreement (Agreement) by and between the City and Solano Economic Development Corporation (Solano EDC) to provide staffing and resource support to the TCC. Travis Air Force Base (Travis AFB) is the county’s largest employer and has a significant economic impact. To this end, it is vital that the TCC do all that it can to advocate for the base. The agencies/organizations that contribute to the TCC will share in the cost of the agreement.

DISCUSSION
Travis AFB is vital to national security and with the bed ­down of the KC 46, Travis AFB will be the home of the Air Mobility Command's premier weapon systems with the C 5M Super Galaxy, the C 17 Globemaster III, and the KC 46. Within our county, Travis AFB is the largest employer, with approximately 13,100 military members and civilian employees, and has a $2.6 billion economic impact. Given this, the protection and enhancement of Travis AFB has long been a City priority.

The TCC has adopted an ambitious strategy that consists of the following:

Preserve existing missions and enhance the potential to assume additional missions at Travis AFB by advocating for investment in base infrastructure, operating, and maintenance funding; demolition funding for condemned buildings; and continued modernization and technology upgrades to Travis'air mobility and refueling fleet.

Actively engage U.S.Air Force leadership and legislative representatives.

Maintain communication and actively participate in local,state,and national military focused organizations.Support Travis AFB in exploring and pursuing new and additional cooperative areas of benefit through the Air Force Community Partnership program.

Packet Page 536 of 1050

Agenda Item No: 8.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­314 of the City Council of the City of Fairfield Approving a ConsultantServices Agreement by and Between the City of Fairfield and Solano EconomicDevelopment Corporation to Provide Staffing and Resource Support to the TravisCommunity ConsortiumRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe City of Fairfield is the lead agency and authorized to enter contracts on behalf of the TravisCommunity Consortium (TCC). The City Council is being asked to approve a Consultant ServicesAgreement (Agreement) by and between the City and Solano Economic Development Corporation(Solano EDC) to provide staffing and resource support to the TCC. Travis Air Force Base (Travis AFB)is the county’s largest employer and has a significant economic impact. To this end, it is vital that theTCC do all that it can to advocate for the base. The agencies/organizations that contribute to the TCCwill share in the cost of the agreement.DISCUSSIONTravis AFB is vital to national security and with the bed ­down of the KC 46, Travis AFB will be the homeof the Air Mobility Command's premier weapon systems with the C 5M Super Galaxy, the C 17Globemaster III, and the KC 46. Within our county, Travis AFB is the largest employer, with approximately13,100 military members and civilian employees, and has a $2.6 billion economic impact. Given this,the protection and enhancement of Travis AFB has long been a City priority.The TCC has adopted an ambitious strategy that consists of the following:Preserve existing missions and enhance the potential to assume additional missions atTravis AFB by advocating for investment in base infrastructure, operating, andmaintenance funding; demolition funding for condemned buildings; and continuedmodernization and technology upgrades to Travis'air mobility and refueling fleet.Actively engage U.S.Air Force leadership and legislative representatives.Maintain communication and actively participate in local,state,and national military focused organizations.Support Travis AFB in exploring and pursuing new and additional cooperative areas of benefit through the Air Force Community Partnership program.

Support policy that will ensure continued compatible regional development, the preservation of unrestricted air space and other base operations from encroachment, and remediate situations that may detract from Travis’s standing in future Base Realignment and Closure Act (BRAC), or non BRAC, decisions.

Support the Travis AFB Spark Innovation Hub efforts to promote a culture of innovation that enables airmen to enhance Team Travis'mission effectiveness and capability.

Advocate for Quality of Life issues to include the quality of schools, affordable day care, workforce housing, and spousal employment opportunities through licensure and certification transferability issues.

In order to implement this strategy, the TCC desires to hire Solano EDC to augment existing staffing and resources. Solano EDC consists of staff with the requisite expertise, knowledge, and contacts.

FINANCIAL IMPACT
The total cost of the contract is not ­to­ exceed $75,000. Contributions to the TCC by member agencies/organization are the source of funds for the agreement.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
The TCC supports entering into an agreement with Solano EDC.

ALTERNATIVE ACTION
The City administers the funding and this agreement on behalf of the TCC. As noted above, the TCC wishes to enter into agreement with Solano EDC. No alternative action is recommended.

STAFF CONTACT
David Gassaway, Interim City Manager
(707) 428 7398
[email protected]
COORDINATED WITH
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 11/29/2022 ­ 5:02 PM
Packet Page 537 of 1050

CITY OF FAIRFIELD

RESOLUTION NO. 2022-314

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

SERVICES AGREEMENT BY AND BETWEEN THE CITY OF FAIRFIELD AND SOLANO ECONOMIC

DEVELOPMENT CORPORATION TO PROVIDE STAFFING AND RESOURCE SUPPORT TO THE

TRAVIS COMMUNITY CONSORTIUM

WHEREAS, Travis Air Force Base is the largest employer in Solano County and represents a very large and important economic engine generating an economic impact of $2.6 billion; and

WHEREAS, the City of Fairfield is the lead agency and authorized to enter into contracts on behalf of the Travis Community Consortium (TCC), a regional partnership between the City of Benicia, City of Dixon, City of Fairfield, City of Rio Vista, City of Suisun City, City of Vacaville, City of Vallejo, Fairfield-Suisun Sewer District, Kaiser Permanente, Solano County, Solano Economic Development Corporation (Solano EDC), Republic Services, Travis Regional Armed Forces Committee (TRAFC), and Travis Credit Union to collectively advocate for Travis Air Force Base; and

WHEREAS, the TCC supports entering into a contract with Solano EDC to provide staffing and resource support; and

WHEREAS, Solano EDC consists of staff with the requisite expertise, knowledge, and contacts to support the TCC.

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

Section 1. The city manager is hereby authorized and directed to execute on behalf of the City of Fairfield that certain agreement for consulting services with Solano Economic Development Corporation for an amount not to exceed $75,000.

Section 2. The City Council hereby approves the use of funds from the Travis Community Consortium in an amount not-to-exceed $75,000.

Section 3. The city manager is hereby authorized to do all things necessary to implement this resolution.

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RES. NO. 2022-314

PASSED AND ADOPTED this 6th day of December, 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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CONSULTANT SERVICES AGREEMENT
THIS AGREEMENT is made at Fairfield, California, as of January 1, 2023, by and between the City of Fairfield, a municipal corporation (the “CITY") and Solano Economic Development Corporation (Solano EDC) ("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 be made to CONSULTANT for services rendered 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 be in effect through December 31, 2023; or until the scope of work is completed.
8) GOVERNING LAW AND VENUE. Should either Party to this Agreement bring legal action against the other, the validity, interpretation, and performance of this Contract shall be controlled by and construed under the laws of California, excluding California’s choice of law rules.

Venue for any such action relating to this Agreement shall be in the Solano County Superior Court. 9) ENTIRE AGREEMENT. This Agreement, including any other documents incorporated herein by specific reference, represents the entire and integrated agreement between CITY and CONSULTANT. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be modified or amended, nor any provision or breach waived, except in a writing signed by both parties which expressly refers to this Agreement. 10) COUNTERPARTS. This Agreement may be executed in counterpart originals, duplicate originals, or both, each of which is deemed to be an original for all purposes.

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11) NOTICES. This Agreement is managed and administered on the CITY’s behalf by the individual named below. All invoices must be submitted and approved by this individual and all notices shall be given to the CITY using the following contact information:

City Contact: City Manager’s Office
Address: 1000 Webster Street, 4th Floor
Fairfield, CA 94533
Telephone: (707) 428-7400
Notices must be given to CONSULTANT at the following:

Consultant Contact: Sandy Person
E-mail: [email protected]
Address: 5050 Business Center Drive, Suite 200
Fairfield, CA 94534
Telephone: (707) 864-1855

EXECUTED as of the day first above-stated.

City of Fairfield, a municipal corporation

By:__________________________________

City Manager

CONSULTANT

By:___________________________________
Chris Rico, Solano EDC President and CEO
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EXHIBIT “A”

SCOPE OF SERVICE

The City of Fairfield is responsible for the management and oversight of the Travis Community Consortium. The TCC desires to enter into an agreement with Solano EDC to provide staffing and resource support to the TCC to implement its 2023 strategy and to increase advocacy efforts.

The following outlines the work to be performed by Solano EDC under this contract:

 Provide ongoing administrative support for the TCC, including scheduling TCC Working Group and Member meetings on a regular basis, facilitating TCC meetings, developing agendas, developing and reviewing notices, and correspondence. Provide monthly TCC Update and Activity Report.

 Assist TCC in community outreach activities to raise awareness of Travis AFB and its mission. Community outreach activities may include, but are not limited to, attending events at Travis Air Force Base and providing updates to City Councils and County Board meetings.

 Attend conferences and workshops as deemed appropriate and approved by the TCC.

 Provide oversight and coordinate the activities of TCC's federal and state advocacy efforts.

 Ensure ongoing engagement with TCC leaders and key Travis AFB, Air Force and Department of Defense personnel. Coordinate and facilitate meetings to develop and implement new initiatives and strategic partnership opportunities (ie MIRR, DCIP and other grants).

 Facilitate advocacy efforts which may include providing input to legislators, Air Force leadership via letters, direct contact, public forums, use of allied associations (i.e., Air Force Civic Leader Group, AMC Civic Leader Group, ADC, Governor's Military Council, CDCA, TRAFC, etc.), or trips to Washington DC and Scott Air Force Base.

 Actively participate in the Governors Military Council and California Defense Communities Alliance [CDCA] to maintain positive working relationships with military advocacy organizations throughout the state. As appropriate, collaborate to implement initiatives that support Travis AFB.

 Work collaboratively with Solano County, its partner cities, and Travis AFB in developing and implementing initiatives under the Air Force Community Partnership program.

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EXHIBIT “B”

PAYMENT

The total contract price for services rendered by CONSULTANT under this Agreement shall be as specified below:

1. Expenses (i.e., registration, travel, and hotel) incurred to attend conference and workshops shall be billed separately and paid for by the Travis Community Consortium.

2. Payment of $6,250 per month shall be made to CONSULTANT on a monthly basis, and CONSULTANT shall submit monthly invoices to the City of Fairfield, City Manager’s Office for the same. Total contract price under this agreement shall not exceed seventy-five thousand dollars ($75,000; $6,250 for twelve months).

3. Any additional meetings or work required beyond that set forth in Exhibit “A” shall be mutually agreed to in writing by the CITY and CONSULTANT and shall be billed to the City of Fairfield, City Manager’s Office.

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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. 3) 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.
4) 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. 6) PERSONNEL. CONSULTANT shall assign only competent personnel to perform services pursuant to this Agreement. In the event that CITY, in its sole discretion, at any time 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.
7) STANDARD OF PERFORMANCE. CONSULTANT shall perform all services required pursuant to this Agreement. Services shall be performed in the manner and according 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 Packet Page 544 of 1050Attachment 2 Page 5 of 9

work. All completed and incomplete products up to the date of receipt of written notice to cease work shall become the property of CITY.
9) 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 permitted by law, CONSULTANT shall indemnify, defend and hold harmless CITY and its elected officials, officers, agents, employees and designated volunteers (collectively “CITY Indemnitees”) from and against any and all claims, losses, liabilities, damages, costs and expenses, including attorney’s fees and costs, to the extent they arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the CONSULTANT. CONSULTANT’s duty to defend shall consist of reimbursement of defense costs incurred by CITY in direct proportion to the CONSULTANT’s proportionate percentage of fault.

CONSULTANT’s percentage of fault shall be determined, as applicable, by a court of law, jury or arbitrator. In the event any loss, liability or damage is incurred by way of settlement or resolution without a court, jury or arbitrator having made a determination of the CONSULTANT’s percentage of fault, the parties agree to mediation with a third party neutral to determine the CONSULTANT’s proportionate percentage of fault for purposes of determining the amount of indemnity and defense cost reimbursement owed to 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 California Civil Code § 2782.8(c)(2), to the fullest extent allowed by law, CONSULTANT shall indemnify, defend, and hold harmless the CITY Indemnitees 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, ultra-hazardous activities, activities giving rise to strict liability, or defects 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 Indemnitees.

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 claims 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. 11) 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 resident is defined as a person who resides Packet Page 545 of 1050Attachment 2 Page 6 of 9

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.
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, products 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.

Professional Liability Insurance / Errors and Omissions Liability in the minimum amount of $1,000,000 per occurrence.

Pollution Liability Insurance in the minimum amount of $1,000,000 per occurrence Garage Keepers Insurance in the minimum amount of $1,000,000 per occurrence Fidelity / Crime / Dishonesty Bond in the minimum amount of $____________ MCS-90 Endorsement to Business Automobile insurance for transportation of hazardous materials and pollutants
Builder’s Risk / Course of Construction Insurance in the minimum amount of $__________.

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.
b) The general and automobile liability policies (and if applicable, pollution liability, garage Packet Page 547 of 1050Attachment 2 Page 8 of 9

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.
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.

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; on forms equivalent to CG 20 10 11 85, subject to CITY approval; and submitted electronically through the Exigis insurance system to: [email protected]. All insurance certificates and endorsements are to be received and approved by the CITY before work commences. At the request of the CITY, CONSULTANT shall provide complete, certified copies of all required insurance policies, including endorsements effecting the coverage required by these specifications. d) 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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Agenda Item No: 9.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­315 of the City Council of the City of Fairfield Approving a Memorandum of Understanding Between the Community Action Partnership of Solano Joint Powers Authority (CAP Solano JPA) and the City of Fairfield to Provide Dedicated Administrative Staff to CAP Solano JPA
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
In March 2022, the City Council approved Resolution 2022­54 authorizing execution of a Memorandum of Understanding (MOU) with Community Action Partnership of Solano Joint Powers Authority (CAP Solano JPA) to provide dedicated administrative support staffing. At their meeting on November 17, 2022, the CAP Solano JPA Board authorized a one­year extension to the MOU for staffing. The council must authorize the amendment to continue providing CAP Solano JPA with administrative support staff.

DISCUSSION
CAP Solano JPA, under a recently modified board structure comprised of elected representatives from each city in Solano County and two County Supervisors, has need for ongoing administrative support.

Since March 2022, the City of Fairfield has provided an administrative assistant limited­term position to CAP Solano JPA. The position was hosted at Fairfield City Hall and paid for on reimbursement from the JPA.

CAP Solano JPA seeks to continue the contractual relationship for administrative support through December 31, 2023. The position will continue as a limited­term administrative assistant classification with the City. All costs for the position are reimbursed by CAP Solano JPA.

In addition to the administrative support position, Solano County recently provided a senior management analyst position to facilitate CAP Solano JPA Board meetings and assist with workload.

To improve efficiency, the City­provided support staff will work remotely at the County of Solano building in downtown Fairfield under oversight from County of Solano staff.

FINANCIAL IMPACT
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Agenda Item No: 9.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­315 of the City Council of the City of Fairfield Approving aMemorandum of Understanding Between the Community Action Partnership of SolanoJoint Powers Authority (CAP Solano JPA) and the City of Fairfield to ProvideDedicated Administrative Staff to CAP Solano JPARECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEIn March 2022, the City Council approved Resolution 2022­54 authorizing execution of a Memorandumof Understanding (MOU) with Community Action Partnership of Solano Joint Powers Authority (CAPSolano JPA) to provide dedicated administrative support staffing. At their meeting on November 17,2022, the CAP Solano JPA Board authorized a one­year extension to the MOU for staffing. The councilmust authorize the amendment to continue providing CAP Solano JPA with administrative support staff.DISCUSSIONCAP Solano JPA, under a recently modified board structure comprised of elected representatives fromeach city in Solano County and two County Supervisors, has need for ongoing administrative support.Since March 2022, the City of Fairfield has provided an administrative assistant limited­term position toCAP Solano JPA. The position was hosted at Fairfield City Hall and paid for on reimbursement fromthe JPA. CAP Solano JPA seeks to continue the contractual relationship for administrative support throughDecember 31, 2023. The position will continue as a limited­term administrative assistant classificationwith the City. All costs for the position are reimbursed by CAP Solano JPA. In addition to the administrative support position, Solano County recently provided a seniormanagement analyst position to facilitate CAP Solano JPA Board meetings and assist with workload.To improve efficiency, the City­provided support staff will work remotely at the County of Solano buildingin downtown Fairfield under oversight from County of Solano staff.

FINANCIAL IMPACT
The MOU covers up to $160,000 annually, which is sufficient to cover the fully loaded costs of an administrative assistant position. One additional administrative assistant position will be appropriated to the City Manager’s Office for the duration of the MOU.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
CAP Solano JPA approved the MOU at their public meeting on November 17, 2022.

ALTERNATIVE ACTION
The council may choose not to approve the MOU. However, doing so would be detrimental to the progress of CAP Solano JPA in coordinating countywide homeless services.

STAFF CONTACT
David Gassaway, Interim City Manager
(707) 428­7400
[email protected]
COORDINATED WITH
City Attorney's Office, Human Resources Department
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 11/22/2022 ­ 11:16 AM
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CITY OF FAIRFIELD

RESOLUTION NO. 2022-315

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD APPROVING A MEMORANDUM

OF UNDERSTANDING BETWEEN THE COMMUNITY ACTION PARTNERSHIP OF SOLANO JOINT

POWERS AUTHORITY (CAP SOLANO JPA) AND THE CITY OF FAIRFIELD TO PROVIDE DEDICATED

ADMINISTRATIVE STAFF TO CAP SOLANO JPA

WHEREAS, the City of Fairfield fully supports the efforts and objectives of the Community Action Partnership of Solano Joint Powers Authority (CAP Solano JPA) and desires to remain a partner in addressing the needs and issues of homeless individuals; and

WHEREAS, the cities in Solano County recognize a need to coordinate with Solano County on the provision of safety net services to all residents of Solano County; and

WHEREAS, CAP Solano JPA is the State designated Community Action Agency for Solano County responsible for administering the Department of Housing and Urban Development and Community Services Block Grant (CSBG) funding and contracts to reduce poverty and homelessness in Solano County; and

WHEREAS, CAP Solano JPA conducted strategic planning and internal capacity building in 2021 and identified the need for dedicated staff to more strategically build on the efforts of the JPA; and

WHEREAS, in March 2022, the City Council approved Resolution 2022-54 authorizing the execution of a Memorandum of Understanding (MOU) with CAP Solano JPA to hire a staff person to be hosted by the City of Fairfield and funded through CAP Solano JPA CSBG funds; and

WHEREAS, the existing MOU expires on December 31, 2022, and CAP Solano JPA desires to maintain the existing staff person for another year, through December 31, 2023; and

WHEREAS, the CAP Solano JPA board approved a draft MOU (Exhibit A) at their November 17, 2022, board meeting that covers up to $160,000 in staff costs for the year, provides for a remote work arrangement for the staff person to work at the Solano County administrative building, and for administrative oversight of the position by County personnel; and

WHEREAS, the City Council finds it in the best interest of the city to continue coordinating homeless services regionally through CAP Solano JPA to expand response and capabilities to reduce homelessness and the impacts of homelessness.

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RES. NO. 2022-315

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

Section 1. The city manager is hereby authorized to execute the MOU, and any amendments thereto, and to do all things necessary to implement the MOU.

Section 2. The city manager, or his designee, is hereby authorized to appropriate one Administrative Assistant position within the fiscal year (FY) 2022-2023 and FY 2023-2024 budgets to implement the MOU for the duration of the MOU.

PASSED AND ADOPTED this 6th day of December, 2022, by the following vote:

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

NOES: MEMBERS:

ABSENT: MEMBERS:

ABSTAIN: MEMBERS:

______________________________________________________
MAYOR

ATTEST:

____________________________

CITY CLERK

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RES. NO. 2022-315

EXHIBIT A - MOU

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Page1

MEMORANDUM OF

UNDERSTANDING BETWEEN

COMMUNITY ACTION PARTNERSHIP OF

SOLANO, JOINT POWER AGENCY,

THE CITY OF FAIRFIELD,

AND THE COUNTY OF SOLANO

This MEMORANDUM OF UNDERSTANDING (MOU) is made on December 6, 2022 by and between the City of Fairfield, a municipal corporation ("City”), the Community Action Partnership of Solano, a Joint Powers Agency ("CAP Solano JPA"), and the County of Solano (“County”), collectively known as the “parties.”

Whereas, CAP Solano JPA receives funding from various federal, State, and local sources to provide programs and resources for those either homeless or in poverty throughout Solano County; and

Whereas, CAP Solano JPA does not have its own staff to assist in performing administrative, analytical, and technical duties in conducting comprehensive analyses, including financial review, budgetary analysis, and coordination of municipal policies, organizations, procedures, finances, and services; and

Whereas, the City and County desire to coordinate on providing staffing to the CAP Solano JPA.

NOW, THEREFORE, the parties hereby agree as follows:

1. PURPOSE

The purpose of this MOU is to provide the CAP Solano JPA position of Homeless Coordinator with the City of Fairfield as the employer of record and with a remote work location at the County of Solano, 675 Texas St, Fairfield, CA. The non-exclusive list of duties of the Homeless Coordinator are described in Attachment A.

2. SCOPE OF SERVICE - CITY OF FAIRFIELD

The City shall provide the services described below:

A. Employ a 1.0 FTE staff person in the position of Administrative Assitant who will act in the role of CAP Solano JPA Homeless Coordinator.

B. Provide salary and benefits to this position.

C. Allow a remote work location via a telework agreement with the staff person to perform work at a County facility located at 675 Texas St, Fairfield, California. Coordinate with County on necessary training and authorization for staff person to have access to and perform work at a County facility.

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D. Coordinate with County on required personnel reporting, such as approval of leave time, timesheets, etc.

E. Coordinate with County on provision of technology and infrastructure to complete job duties, such as computer, email address, cell phone and technical support.

3. SCOPE OF SERVICE - SOLANO COUNTY

County shall provide the services described below:

A. Provide a remote work location at 675 Texas St, Fairfield, California consisting of office space and access to office equipment as appropriate for the staff person to carry out the duties of CAP Solano JPA Homeless Coordinator. Coordinate with City on necessary training and authorization for staff person to have access to and perform work at a County facility, including but not limited to passing a livescan, signing an oath of confidentiality and code of conduct, and completing county mandated trainings, including ADA, Anti-harassment, Workplace Violence Prevention, Diversity/Equity/Inclusion, Compliance, and Phishing Prevention.

B. Provide day to day task supervision to CAP Solano JPA Homeless Coordinator including work assignments and oversight of duties.

C. Coordinate with City on required personnel reporting, such as approval of leave time, timesheets, etc.

D. Coordinate with City on provision of technology and infrastructure to complete job duties, such as computer, email address, cell phone and technical support.

4. SCOPE OF SERVICE - CAP SOLANO JPA

CAP Solano JPA shall provide the services described below:

A. Reimburse the City for the salary and any benefits associated with the position of a Administrative Assistance for the City of Fairfield/CAP Solano JPA Homeless Coordinator as described in Paragraph 7 of this MOU ("Billing").

B. Provide program reports to the City on an as-needed basis including any forms or other documentation required by local, State, or federal agencies related to the employment of the Homeless Coordinator.

5. TERM

The effective date of this MOU shall be January 1, 2023 and ending December 31, 2023. Upon mutual written agreement of the parties, this Memorandum may be extended for one (1) additional year.

6. CHANGES AND AMENDMENTS
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Any party may request changes in the scope of services, and term, which shall be subject to the agreement of all parties. Any mutually agreed upon changes shall be effective when incorporated into written amendments to this MOU signed by all parties.

7. BILLING

The fee for the services described in Paragraph 2 is up to $160,000 annually, inclusive of the full salary and benefits of the staff person. City will invoice CAP Solano JPA on a monthly basis for costs incurred.

Should the staff person be required to perform duties for the City which are outside of his/her role as the CAP Solano JPA Homeless Coordinate other than those which are routine in nature related to employment requirements, the staff person will document time spent performing the duties for the City and this time will not be billed to the CAP Solano JPA.

8. TERMINATION OF THE MEMORANDUM

A. This MOU may be terminated by any party, at any time, upon 30 days written notice from one to all other parties. CAP Solano JPA shall pay any outstanding balance owed for reimbursement of salary and benefits paid by the City to the Homeless Coordinator.

B. If any party defaults in its performance, the non-defaulting party(ies) shall promptly notify the defaulting party(ies) in writing specifying the nature of the default. If the defaulting party(ies) fails to cure a default within 30 days after notification or if the default requires more than 30 days to cure and the defaulting party(ies) fails to commence to cure the default within 30 days after notification, then that failure shall immediately terminate this MOU upon written notice of termination by the non-defaulting party(ies).

9. JURISDICTION AND VENUE

This agreement shall be construed in accordance with the laws of the State of California and the parties agree that the venue shall be in Solano County, California.

10. CONFORMANCE

If any provision of this agreement violates any statute or law of the State of California, it is considered modified to conform to that statute or law.

11. INDEMNIFICATION

Each party shall indemnify, defend, protect, hold harmless, and release the other, their elected bodies, officers, agents, and employees, from and against any and all claims, losses, proceedings, damages, causes of action, liability, costs, or expense (including attorneys’ fees and witness costs) arising from or in connection with, or caused by any negligent act or omission or willful misconduct of such indemnifying party. This indemnification obligation shall not be limited in any way by any limitation on the amount or type of damages or compensation payable to or for the indemnifying party under workers’ compensation acts, disability benefit acts, or other employee Packet Page 556 of 1050Attachment 2 Page 3 of 5

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benefit acts.

12. ENTIRE AGREEMENT

This MOU constitutes the entire agreement between the parties. There are no terms, conditions, or obligations made or entered into by the parties other than those contained herein.

13. EXECUTION

The undersigned hereby warrants that s/he has the requisite Authority to enter into this MOU on behalf of the parties and thereby bind the parties to the terms and conditions of the same.

Community Action Partnership of Solano, JPA a Joint Powers Agency

By ________________________________
Mitch Mashburn, Chair

City of Fairfield, a municipal corporation

APPROVED AS TO FORM:

By ________________________________ By _______________________________ David Gassaway, Interim City Manager City Attorney

County of Solano
APPROVED AS TO FORM:

By ________________________________ By ______________________________ Bill Emlen, County Administrator County Counsel

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Attachment A
General Duties of CAP Solano JPA Homeless Coordinator

The duties of the CAP Solano JPA Homeless Coordinator include but are not limited to the following:
• Provide support to CAP Solano JPA around homeless grants and housing issues to help achieve the JPA’s organizational mission and vision.
• Staff JPA Board meetings, Housing First Solano Continuum of Care (HFS CoC) Meetings, and other relevant meetings, including agenda preparation, meeting coordination, and preparation of minutes.
• Update policies and procedures specific to the JPA's homeless and housing programs and ensure appropriate procedures are in place and followed. • Coordinate with community partners on the application and distribution of federal, State, and local funds received in order to address and reduce homelessness in the County. • Coordinate with the Fiscal Agent and help administer federal and state homeless and housing programs and report to the JPA on their requirements, overall impacts, and outcomes.
• Participate in the implementation of the regional strategy to end homelessness in coordination and collaboration with the HFS CoC, community stakeholders, and representatives from JPA member jurisdictions.
• Prepare grant applications, requests for proposals and procurement processes in alignment with all State and federal regulatory requirements. • Gather data on a variety of issues and problems, including administrative, fiscal, personnel and operational areas; conduct research and provide administrative assistance to the JPA; assist in the analysis and resolution of management information system problems and needs.
• Represent the JPA in a wide variety of meetings with local community groups, stakeholders and other local entities as required.
• Assist in the preparation of a wide variety of reports, manuals, procedures and publications; conduct policy and legislative analyses; make extensive use of spreadsheet and database programs.
• Oversee a variety of special projects and assignments, including planning, organizing, coordinating and directing a variety of activities, such as communication and public information programs to foster public understanding of JPA goals, policies, programs and services.
• Coordinate assigned work with JPA Leadership, Board members, consulting staff, the HSF CoC Board, governmental organizations and public organizations; identify stakeholder cooperation opportunities.
• Establish positive working relationships with representatives of community organizations, state/local agencies and associations, JPA Leadership and consultant staff and the public.

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Agenda Item No: 10.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­316 of the City Council of the City of Fairfield Approving a Professional Services Agreement and Purchase of a New VoIP System Through Reseller Maverick Networks, Inc.

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City of Fairfield’s current telecommunications system has reached its end of life. The City's Information Technology (IT) Department has identified the need to modernize and replace the existing voice over internet protocol (VoIP) telecommunications system for enhanced functionality and ease of administration.

DISCUSSION
The City's existing telecommunications system is in use since 2013 and has reached its end of life. The existing VoIP system is configured using digital and analog telephone stations and supports Citywide communications. The City now desires to replace the current telecommunications system.

A Request for Proposal (RFP) was released in January 2022, and seven qualifying responses were received. A review committee comprised of staff from multiple departments evaluated the vendor demonstrations of the top three RFP responses, conducted reference checks, and scoring and selection determined that the Maverick Networks, Inc., proposal best fits the City’s business, technological, and fiscal requirements. The proposal received top scores for the overall architecture, price, and value­added support. The new system will have added functionality to improve performance, scalability, and redundancy resulting in efficiencies for system use and maintenance.

Maverick Networks, Inc., has nearly 20 years of telecommunications experience. Maverick Networks has served clients similar in population to the City of Fairfield, including the City of San Ramon, the City of Rocklin, and the County of Yolo. In addition, Maverick Networks, Inc. has been in the top 10% of customer satisfaction surveys for the past 15 years.

Maverick Networks, Inc., is a Northern California leader in converged cloud communications, bringing phone systems, network infrastructure, and cloud applications together in a simple and powerful way.

The agreement with Maverick Networks supports the City Council's goal of organizational excellence.

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Agenda Item No: 10.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­316 of the City Council of the City of Fairfield Approving aProfessional Services Agreement and Purchase of a New VoIP System ThroughReseller Maverick Networks, Inc.RECOMMENDED ACTIONAdopt resolution. STATEMENT OF ISSUEThe City of Fairfield’s current telecommunications system has reached its end of life. The City'sInformation Technology (IT) Department has identified the need to modernize and replace the existingvoice over internet protocol (VoIP) telecommunications system for enhanced functionality and ease ofadministration. DISCUSSIONThe City's existing telecommunications system is in use since 2013 and has reached its end of life. Theexisting VoIP system is configured using digital and analog telephone stations and supports Citywidecommunications. The City now desires to replace the current telecommunications system.A Request for Proposal (RFP) was released in January 2022, and seven qualifying responses werereceived. A review committee comprised of staff from multiple departments evaluated the vendordemonstrations of the top three RFP responses, conducted reference checks, and scoring andselection determined that the Maverick Networks, Inc., proposal best fits the City’s business,technological, and fiscal requirements. The proposal received top scores for the overall architecture,price, and value­added support. The new system will have added functionality to improve performance,scalability, and redundancy resulting in efficiencies for system use and maintenance. Maverick Networks, Inc., has nearly 20 years of telecommunications experience. Maverick Networkshas served clients similar in population to the City of Fairfield, including the City of San Ramon, the Cityof Rocklin, and the County of Yolo. In addition, Maverick Networks, Inc. has been in the top 10% ofcustomer satisfaction surveys for the past 15 years.

Maverick Networks, Inc., is a Northern California leader in converged cloud communications, bringing phone systems, network infrastructure, and cloud applications together in a simple and powerful way.

The agreement with Maverick Networks supports the City Council's goal of organizational excellence.

FINANCIAL IMPACT
The proposed Professional Services agreement with Maverick Networks, Inc., is for a five­year term with a not­to­exceed amount of $800,000. The first­year implementation cost of $529,523 includes replacement of the telecommunications system, equipment, maintenance and support, e­waste removal, project management, training, and a 15% project contingency of $69,068. Years two through five costs are $198,950, which includes annual maintenance and software assurance of $43,250 per year, plus a 15% contingency of $25,950.

Additionally, there may be anticipated costs for additional equipment needs not to exceed $71,527 for the life of the five­year agreement. There are sufficient funds in the IT Telephone Fund (Fund 523, Organization Code 25199, Project 10252) for the Phone System Replacement Project.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may choose not to adopt the resolution. However, the current system is no longer supported and requires replacement as hardware failures will not be covered.  The delay in the replacement may result in unavailability of replacement hardware resulting in reduced response to the community. This will severely impact Citywide telephone communications including the dispatch 911 system. The proposed new system will have added functionality to improve performance, scalability, and redundancy resulting in efficiencies for system use and maintenance.

STAFF CONTACT
Eudora Fleischman, IT Manager
[email protected]
(707) 428­7527
COORDINATED WITH
City Attorney's Office
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement
REVIEWERS:

Reviewer Action Date
Chaudhary, Savita Approved 11/21/2022 ­ 3:40 PM
Beavers, Esther Approved 11/22/2022 ­ 10:56 AM
Beavers, Esther Approved 11/22/2022 ­ 10:57 AM
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CITY OF FAIRFIELD

RESOLUTION NO. 2022-316

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD

APPROVING A PROFESSIONAL SERVICES AGREEMENT AND PURCHASE OF A NEW VOIP TELEPHONY SYSTEM THROUGH RESELLER, MAVERICK NETWORKS, INC.

WHEREAS, the City desires to replace the City’s telephone system; and

WHEREAS, the City’s existing telecommunications system is in use since 2013 and has reached its end of life; and

WHEREAS, the City issued a Request for Proposals (RFP) in January 2022 and received seven qualifying vendor responses; and

WHEREAS, the RFP review committee evaluated each proposal and determined that the Maverick Networks, Inc., 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 professional services agreement and purchase Voice Over Internet Protocol (VoIP) hardware and software from Maverick Networks, Inc.

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

Section 1. The City Council hereby authorizes and directs the city manager to execute a Professional Services Agreement with Maverick Networks, Inc., in an amount not to exceed $800,000 for the five-year term for purchase, implementation, support, and maintenance of the City’s VOIP telephone system, from the Telephone Fund (Fund 523, Org anization Code 25199, Project 10252).

Section 2. The council hereby authorizes the city manager or designee to take all steps necessary to implement this resolution.

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RES. NO. 2022-316

PASSED AND ADOPTED this 6th day of December 2022, by the following vote:

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

NOES: MEMBERS:

ABSENT: MEMBERS:

ABSTAIN: MEMBERS:

______________________________________________________
MAYOR

ATTEST:

____________________________

CITY CLERK

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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made at Fairfield, California, as of ________, 2022, by and between the City of Fairfield, a municipal corporation (the "CITY") and Maverick Networks, INC. ("VENDOR"), who agree as follows:
1) SERVICES. Subject to the terms and conditions set forth in this Agreement, VENDOR shall provide to the CITY the services described in Exhibit "A," which consists of the proposal submitted by VENDOR. VENDOR shall provide said services at the time, place, and in the manner specified in Exhibit "A."
2) PAYMENT. CITY shall pay VENDOR 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 be made to VENDOR for services rendered pursuant to this Agreement. VENDOR shall submit all billings for said services to the CITY in the manner specified in Exhibit "B." 3) FACILITIES AND EQUIPMENT. VENDOR 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 be in effect through December 31, 2027; or until the scope of work is completed.
8) GOVERNING LAW AND VENUE. Should either Party to this Agreement bring legal action against the other, the validity, interpretation, and performance of this Contract shall be controlled by and construed under the laws of California, excluding California's choice of law rules. Venue for any such action relating to this Agreement shall be in the Solano County Superior Court. 9) ENTIRE AGREEMENT. This Agreement, including any other documents incorporated herein by specific reference, represents the entire and integrated agreement between CITY and VENDOR. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be modified or amended, nor any provision or breach waived, except in a writing signed by both parties which expressly refers to this Agreement. 10) COUNTERPARTS. This Agreement may be executed in counterpart originals, duplicate originals, or both, each of which is deemed to be an original for all purposes. 11) NOTICES. This Agreement is managed and administered on the CITY's behalf by the individual named below. All invoices must be submitted and approved by this individual and all notices shall be given to the CITY using the following contact information:

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Agenda Item No: 11.

AGENDA REPORT
DATE:December 6, 2022
TO:The Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­317 of the City Council of the City of Fairfield Accepting $5,315,000 of American Rescue Plan Act (ARPA) Funds from Solano County for the Development of Three Affordable Housing Projects, and Authorizing the City Manager to Execute Agreements with the County and Housing Development Partners for the ARPA Funds RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The staff has prepared a resolution to accept American Rescue Plan Act (ARPA) funds from Solano County for $5,315,000 to support the affordable housing development projects for Habitat for Humanity, Tabor Commons, and Parkside Flats.

DISCUSSION
ARPA was signed into law on March 11, 2021, to provide direct relief funding in the continued response and recovery from the COVID­19 Pandemic. Funding was distributed through the Federal and State budget process. Both direct and indirect allocations of ARPA funds were made available to local cities and counties. Solano County received $86,949,405 in ARPA funds as part of the COVID­19 recovery program.

In December 2021, the Housing Services Department (HSD) submitted a proposal to the County in response to its announcement of ARPA financing to support affordable housing developments. The proposal requested gap financing for three affordable housing projects (Woolner Avenue – Habitat for Humanity, Parkside Flats – Affordable Housing Alliance, and Tabor Commons – EAH), representing an addition of 238 rental and ownership units to Fairfield's housing inventory. At the County's Board of Supervisors meetings on March 2, 2022, and June 28, 2022, the County collectively approved $5,315,000 for the projects plus 20 Project Based Vouchers.

The City desires to move forward with the three projects and receive the County's $5.3 million ARPA fund allocation. Approval of the enclosed resolution is therefore required to permit the city manager to execute agreements with the County and associated development partners to receive and allocate gap financing required for the projects.

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Agenda Item No: 11.AGENDA REPORTDATE:December 6, 2022 TO:The Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­317 of the City Council of the City of Fairfield Accepting $5,315,000 ofAmerican Rescue Plan Act (ARPA) Funds from Solano County for the Development ofThree Affordable Housing Projects, and Authorizing the City Manager to ExecuteAgreements with the County and Housing Development Partners for the ARPA FundsRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe staff has prepared a resolution to accept American Rescue Plan Act (ARPA) funds from SolanoCounty for $5,315,000 to support the affordable housing development projects for Habitat for Humanity,Tabor Commons, and Parkside Flats.DISCUSSIONARPA was signed into law on March 11, 2021, to provide direct relief funding in the continued responseand recovery from the COVID­19 Pandemic. Funding was distributed through the Federal and Statebudget process. Both direct and indirect allocations of ARPA funds were made available to local citiesand counties. Solano County received $86,949,405 in ARPA funds as part of the COVID­19 recoveryprogram. In December 2021, the Housing Services Department (HSD) submitted a proposal to the County inresponse to its announcement of ARPA financing to support affordable housing developments. Theproposal requested gap financing for three affordable housing projects (Woolner Avenue – Habitat forHumanity, Parkside Flats – Affordable Housing Alliance, and Tabor Commons – EAH), representing anaddition of 238 rental and ownership units to Fairfield's housing inventory. At the County's Board ofSupervisors meetings on March 2, 2022, and June 28, 2022, the County collectively approved$5,315,000 for the projects plus 20 Project Based Vouchers. The City desires to move forward with the three projects and receive the County's $5.3 million ARPAfund allocation. Approval of the enclosed resolution is therefore required to permit the city manager to execute agreements with the County and associated development partners to receive and allocate gap financing required for the projects.

A brief overview of each project is included in the table below:

Woolner Ave. South of
Hopkins
Habitat for Humanity
212 East Tabor – Tabor
Commons
EAH Housing
1600 Woolner Ave. – Parkside
Flats
Integrity Housing
3 – 3 bed/2bath ownership
homes w/ 1 car garage
Targeted to HH 80% or
below AMI
City subsidy ­ $106,000 in
land
Gap financing request –
$215,000
TPC ­ $1,159,056
67 – 1,2 & 3 bedroom rental
units
Targeted to HH 60% or below
AMI
City subsidy –$2,593,474 +
20 PBVs
Gap financing request –
$4,500,000
TPC ­ $44,728,300
168 – 1,2& 3 bedroom rental
units
Targeted to HH 80% & 50%
below AMI
City subsidy ­ $400,000 in
sales proceeds
Gap financing request –
$600,000
TPC ­ $66,500,000
FINANCIAL IMPACT
Adopting this resolution will allow the City to accept $5,315,000 in ARPA funds from Solano County as reimbursement for the affordable housing developments.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The City Council may choose not to adopt the proposed resolution. However, doing so would prevent the three projects from accessing the $5.3 million of ARPA funds provided by the County to advance approximately 238 units of affordable housing in Fairfield.

STAFF CONTACT
LaTanya Terrones, Sr. Housing Project Manager
(707) 428­7454
[email protected]
COORDINATED WITH
Finance Department
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Maya­Guerrero, Iris Approved 11/28/2022 ­ 7:55 PM
Maya­Guerrero, Iris Approved 11/28/2022 ­ 7:55 PM
Packet Page 574 of 1050

Agenda Item No: 11.AGENDA REPORTDATE:December 6, 2022 TO:The Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­317 of the City Council of the City of Fairfield Accepting $5,315,000 ofAmerican Rescue Plan Act (ARPA) Funds from Solano County for the Development ofThree Affordable Housing Projects, and Authorizing the City Manager to ExecuteAgreements with the County and Housing Development Partners for the ARPA FundsRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe staff has prepared a resolution to accept American Rescue Plan Act (ARPA) funds from SolanoCounty for $5,315,000 to support the affordable housing development projects for Habitat for Humanity,Tabor Commons, and Parkside Flats.DISCUSSIONARPA was signed into law on March 11, 2021, to provide direct relief funding in the continued responseand recovery from the COVID­19 Pandemic. Funding was distributed through the Federal and Statebudget process. Both direct and indirect allocations of ARPA funds were made available to local citiesand counties. Solano County received $86,949,405 in ARPA funds as part of the COVID­19 recoveryprogram. In December 2021, the Housing Services Department (HSD) submitted a proposal to the County inresponse to its announcement of ARPA financing to support affordable housing developments. Theproposal requested gap financing for three affordable housing projects (Woolner Avenue – Habitat forHumanity, Parkside Flats – Affordable Housing Alliance, and Tabor Commons – EAH), representing anaddition of 238 rental and ownership units to Fairfield's housing inventory. At the County's Board ofSupervisors meetings on March 2, 2022, and June 28, 2022, the County collectively approved$5,315,000 for the projects plus 20 Project Based Vouchers. The City desires to move forward with the three projects and receive the County's $5.3 million ARPAfund allocation. Approval of the enclosed resolution is therefore required to permit the city manager toexecute agreements with the County and associated development partners to receive and allocate gapfinancing required for the projects. A brief overview of each project is included in the table below:Woolner Ave. South ofHopkinsHabitat for Humanity 212 East Tabor – TaborCommonsEAH Housing 1600 Woolner Ave. – ParksideFlatsIntegrity Housing3 – 3 bed/2bath ownershiphomes w/ 1 car garageTargeted to HH 80% orbelow AMICity subsidy ­ $106,000 inlandGap financing request –$215,000TPC ­ $1,159,056 67 – 1,2 & 3 bedroom rentalunitsTargeted to HH 60% or belowAMICitysubsidy–$2,593,474 +20 PBVsGap financing request –$4,500,000TPC ­ $44,728,300 168 – 1,2& 3 bedroom rentalunitsTargeted to HH 80% & 50%below AMICity subsidy ­ $400,000 insales proceedsGap financing request –$600,000TPC ­ $66,500,000FINANCIAL IMPACTAdopting this resolution will allow the City to accept $5,315,000 in ARPA funds from Solano County asreimbursement for the affordable housing developments.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONThe City Council may choose not to adopt the proposed resolution. However, doing so would preventthe three projects from accessing the $5.3 million of ARPA funds provided by the County to advanceapproximately 238 units of affordable housing in Fairfield.STAFF CONTACTLaTanya Terrones, Sr. Housing Project Manager(707) 428­[email protected] COORDINATED WITHFinance DepartmentATTACHMENTS:DescriptionProposed ResolutionREVIEWERS:Reviewer Action Date Maya­Guerrero, Iris Approved 11/28/2022 ­ 7:55 PM
Maya­Guerrero, Iris Approved 11/28/2022 ­ 7:55 PM
Maya­Guerrero, Iris Approved 11/28/2022 ­ 7:55 PM
Beavers, Esther Approved 11/29/2022 ­ 11:02 AM
Beavers, Esther Approved 11/29/2022 ­ 11:03 AM
Packet Page 575 of 1050

CITY OF FAIRFIELD

RESOLUTION NO. 2022-317

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD ACCEPTING $5,315,000 OF

AMERICAN RESCUE PLAN ACT (ARPA) FUNDS FROM SOLANO COUNTY FOR THE

DEVELOPMENT OF THREE AFFORDABLE HOUSING PROJECTS, AND AUTHORIZING THE CITY

MANAGER TO EXECUTE AGREEMENTS WITH THE COUNTY AND HOUSING DEVELOPMENT

PARTNERS FOR THE ARPA FUNDS

WHEREAS, on July 13, 2022, City staff made a presentation to the County requesting ARPA funds to support affordable housing development in the City of Fairfield for Habitat for Humanity, Tabor Commons, and Parkside Flats; and

WHEREAS, Solano County has granted the City of Fairfield $5,315,000 in ARPA funds to support affordable housing development; and

WHEREAS, the grant funds are to be used to support the three identified affordable housing development projects; and

WHEREAS, the City will enter into an agreement with each of the developers to help support housing development activities.

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

Section 1. The City Council accepts the grant award of $5,315,000 from Solano County.

Section 2. The council authorizes the city manager to execute all grant contracts with the County and the housing developers.

PASSED AND ADOPTED this 6th day of December, 2022, by the following vote:

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

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

_________
MAYOR

ATTEST:

____________________________
CLERK
Packet Page 576 of 1050Attachment 1 Page 1 of 1

Agenda Item No: 12.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Resolution 2022­318 of the City of Council of the City of Fairfield Adopting the Fairfield and Suisun Transit Fiscal Year 2023­2028 Short Range Transit Plan RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
To comply with the State of California’s Transportation Development Act (TDA), Fairfield and Suisun Transit (FAST) is required to submit a Short Range Transit Plan (SRTP) to the Metropolitan Transportation Commission (MTC) to remain eligible for federal, state, and regional transportation funding.  Each transit operator is required to seek approval of its SRTP from its governing board prior to the December 31, 2022, submission due date.

DISCUSSION
SRTPs are typically completed every four years and provide financial and capital projections over a ten­ year period.  FAST last completed an SRTP in November 2020, however, since the COVID­19 pandemic has continued to significantly impact transportation operations, ridership, and revenues nationwide, MTC asked Bay Area transportation providers to complete another restructured SRTP focusing on financial and service planning over a five­year period (fiscal year 2023­2028).  MTC also asked operators to consider how service plans might be adapted under the following three revenue scenarios.

1. Robust Recovery:  There is adequate funding to return overall revenue to 100% of pre­ pandemic levels, with escalation.  This would not assume proportionate recovery across all revenue sources.

2. Revenue Recovery, with Fewer Riders:Federal relief funds are eventually exhausted although other funds recover to pre­pandemic levels. However, farebox revenue remains stagnant (20­50% below pre­pandemic levels, depending on current status) for the next five years.

3. Some Progress:Federal relief funds are eventually exhausted and total revenue available to the agency is 15% below pre­pandemic levels for the next five years.

To complete this SRTP, FAST primarily used findings and outreach completed from its September 2022 City Council­approved Comprehensive Operational Analysis (COA) as its roadmap.  After Packet Page 577 of 1050

Agenda Item No: 12.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Resolution 2022­318 of the City of Council of the City of Fairfield Adopting the Fairfieldand Suisun Transit Fiscal Year 2023­2028 Short Range Transit PlanRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUETo comply with the State of California’s Transportation Development Act (TDA), Fairfield and SuisunTransit (FAST) is required to submit a Short Range Transit Plan (SRTP) to the MetropolitanTransportation Commission (MTC) to remain eligible for federal, state, and regional transportationfunding.  Each transit operator is required to seek approval of its SRTP from its governing board priorto the December 31, 2022, submission due date.DISCUSSIONSRTPs are typically completed every four years and provide financial and capital projections over a ten­year period.  FAST last completed an SRTP in November 2020, however, since the COVID­19pandemic has continued to significantly impact transportation operations, ridership, and revenuesnationwide, MTC asked Bay Area transportation providers to complete another restructured SRTPfocusing on financial and service planning over a five­year period (fiscal year 2023­2028).  MTC alsoasked operators to consider how service plans might be adapted under the following three revenuescenarios. 1. Robust Recovery:  There is adequate funding to return overall revenue to 100% of pre­pandemic levels, with escalation.  This would not assume proportionate recovery across allrevenue sources.2. Revenue Recovery, with Fewer Riders:Federal relief funds are eventually exhausted althoughother funds recover to pre­pandemic levels. However, farebox revenue remains stagnant (20­50%below pre­pandemic levels, depending on current status) for the next five years.3. Some Progress:Federal relief funds are eventually exhausted and total revenue available to theagency is 15% below pre­pandemic levels for the next five years.

To complete this SRTP, FAST primarily used findings and outreach completed from its September 2022 City Council­approved Comprehensive Operational Analysis (COA) as its roadmap.  After considering each of the above scenarios, FAST identified Scenario 2 (Revenue Recovery with Fewer Riders) as the most likely outcome FAST will experience during the next five years.  The SRTP identified the following major COA recommendations that FAST will implement to remain a high­ functioning and sustainable transit network post­pandemic:

Continue fixed routes in areas with proven high ridership (current Routes 1, 3, 6) Implement a new service mode called “microtransit” to increase existing citywide transportation coverage
Replace paratransit services (DART) with citywide microtransit MTC will use each agency’s current SRTP findings to identify trends, and understand the status and outlook of operators individually and regionally.  Finally, MTC will use this information to support future regional transit funding advocacy initiatives.

FINANCIAL IMPACT
MTC provided FAST with an additional TDA allocation of $20,000 to complete its SRTP.  Since many aspects of FAST’s recently completed COA were relevant to this initiative, FAST staff worked closely with the COA consultant, Innovate Mobility, to complete its SRTP.

All operating and capital expenses for FAST are supported with state and federal transportation grant funds.  No City General Funds are used to operate FAST.  Council approval of this SRTP ensures FAST will remain eligible for regional, state, and federal transportation funding.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may choose not to approve FAST’s SRTP. However, this action would jeopardize FAST’s ability to receive or competitively seek regional, state, and federal funding.

STAFF CONTACT
Diane Feinstein, Transportation Manager
(707) 434­3800
[email protected]
COORDINATED WITH
Metropolitan Transportation Commission and Solano Transportation Authority ATTACHMENTS:

Description
Proposed Resolution
Proposed Short Range Transit Plan
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Approved 11/21/2022 ­ 1:56 PM
Beavers, Esther Approved 11/21/2022 ­ 2:37 PM
Beavers, Esther Approved 11/21/2022 ­ 2:38 PM
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CITY OF FAIRFIELD

RESOLUTION NO. 2022-318

RESOLUTION OF THE CITY OF COUNCIL OF THE CITY OF FAIRFIELD ADOPTING THE FAIRFIELD AND SUISUN TRANSIT FISCAL YEAR 2023-28 SHORT RANGE TRANSIT PLAN

WHEREAS, Fairfield and Suisun Transit (FAST) provides a safe and efficient transportation service for our community with a high standard of quality; and

WHEREAS, the Metropolitan Transportation Commission (MTC), in cooperation with the Federal Transit Administration Region IX office, requires that public transit operators in the MTC region prepare and regularly update a Short Range Transit Plan (SRTP); and

WHEREAS, MTC has asked Bay Area transportation providers to comp lete another SRTP focused on financial and service planning over a five-year period focused on impacts occurring due to the COVID-19 pandemic; and

WHEREAS, the proposed fiscal year (FY) 2023-28 SRTP meets all required elements for adoption by the City.

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

Section 1. The City Council of the City of Fairfield adopts the FY 2023-28 Fairfield and Suisun Transit Short Range Transit Plan and authorizes its submission to the Metropolitan Transportation Commission by December 31, 2022.

PASSED AND ADOPTED this 6th day of December, 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 579 of 1050Attachment 1 Page 1 of 1

EXECUTIVE SUMMARY PAGE 0

Fairfield and Suisun Transit
FY 2023-2028
Short Range Transit Plan
September 2022 DRAFT
Packet Page 580 of 1050Attachment 2 Page 1 of 85

CONTENTS
EXECUTIVE SUMMARY............................................... 5 Background Information
Microtransit
Looking Ahead
PRE-PANDEMIC STATE OF SERVICE ........................... 9 Service Levels
Service Efficiency and Effectiveness
Ridership
Service Quality
CURRENT STATE OF SERVICE .................................. 19 Current Population Travel Patterns
SCENARIO PLANNING CONCEPTS ........................... 25 Cost Allocation Modeling
Scenario Planning
Assumptions
SCENARIO 1 – ROBUST RECOVERY .......................... 29 SCENARIO 2 – REVENUE RECOVERY/FEWER TRIPS .. 33
Phase I – February 2023
Other Service Recommendations
Phase II – July/August 2023
Recommended Service Hours
RIDER BENEFITS ..................................................... 51 FARE RECOMMENDATIONS ..................................... 53 Ridership and Revenue Modeling
SCENARIO 3 – SOME PROGRESS ............................. 56 APPENDIX 1 POPULATION AND DEMOGRAPHICS ..... 58
Demographics
APPENDIX 2 SERVICE OVERVIEW ............................. 63 Packet Page 581 of 1050Attachment 2 Page 2 of 85

Transit Services Provided
APPENDIX 3 FARE STRUCTURE ............................... 66 FY 2019
FY 2020-2021
FY 2023
APPENDIX 4 PEER REVIEW ...................................... 69 Peer Selection
FIXED ROUTE (LOCAL) SERVICE PEER REVIEW ......... 70
Effectiveness
Efficiency
PARATRANSIT SERVICE PEER REVIEW ..................... 76 Effectiveness
Efficiency
COVID-19 IMPACTS ON MOBILITY ............................ 82

Packet Page 582 of 1050Attachment 2 Page 3 of 85

LIST OF FIGURES AND TABLES
FIGURE 1 - PRE-PANDEMIC FIXED-ROUTE SERVICE HOURS ................................................................................................... 9 FIGURE 2 - PRE-PANDEMIC FIXED-ROUTE SERVICE MILES ..................................................................................................... 9 FIGURE 3 - PRE-PANDEMIC FIXED-ROUTE PRODUCTIVITY ................................................................................................... 10 FIGURE 4 - PRE-PANDEMIC FIXED-ROUTE WEEKDAY PRODUCTIVITY BY ROUTE ................................................................. 10 FIGURE 5 – PRE-PANDEMIC FIXED-ROUTE SATURDAY PRODUCTIVITY ................................................................................ 11 FIGURE 6 – PRE-PANDEMIC FAREBOX RECOVERY RATIO ...................................................................................................... 11 FIGURE 7 – PRE-PANDEMIC REVENUE PER REVENUE HOUR ................................................................................................ 12 FIGURE 8 - PRE-PANDEMIC REVENUE PER REVENUE MILE ................................................................................................... 12 FIGURE 9 - PRE-PANDEMIC COST PER REVENUE HOUR........................................................................................................ 13 FIGURE 10 - PRE-PANDEMIC SUBSIDY PER PASSENGER ....................................................................................................... 13 FIGURE 11 - PRE-PANDEMIC FIXED-ROUTE DAILY RIDERSHIP .............................................................................................. 14 FIGURE 12 -PRE-PANDEMIC FIXED-ROUTE WEEKDAY RIDERSHIP BY ROUTE ...................................................................... 14 FIGURE 13 - PRE-PANDEMIC FIXED-ROUTE SATURDAY RIDERSHIP BY ROUTE .................................................................... 15 FIGURE 14 - ON-TIME PERFORMANCE BY ROUTE ................................................................................................................. 16 FIGURE 15 - AVERAGE TRAVEL TIME PER ROUTE .................................................................................................................. 16 FIGURE 16 - 2019 TRAVEL PATTERNS .................................................................................................................................... 17 FIGURE 17 – 2019 TRIP DISTRIBUTION .................................................................................................................................. 17 FIGURE 18 - PRE-PANDEMIC HOURLY TRIP DISTRIBUTION .................................................................................................. 18 FIGURE 19 - CURRENT REVENUE HOURS BY DAY .................................................................................................................. 19 FIGURE 20 - FIXED-ROUTE RIDERSHIP .................................................................................................................................. 20 FIGURE 21 – RIDERSHIP BY ROUTE ....................................................................................................................................... 20 FIGURE 22 - CURRENT TRAVEL DISTRIBUTION BY HOUR ..................................................................................................... 21 FIGURE 23 – PRE AND POST PANDEMIC TRAVEL DEMAND BY HOUR COMPARED ................................................................ 21 FIGURE 24 - 2022 TRAVEL PATTERNS .................................................................................................................................... 22 FIGURE 25 - SCENARIO PLANNING EXAMPLE ........................................................................................................................ 27 FIGURE 26 - ADDITIONAL SERVICE HOURS BY YEAR ............................................................................................................. 29 FIGURE 27 - CORDELIA/GREEN VALLEY TRAVEL DEMAND .................................................................................................... 30 FIGURE 28 - PARADISE VALLEY TRAVEL DEMAND .................................................................................................................. 30 FIGURE 29 - MOBILITY VULNERABILITY ................................................................................................................................. 31 FIGURE 30 - TRAVEL TIME FOR EQUITY PRIORITY COMMUNITIES ........................................................................................ 31 FIGURE 31 - ROUTE 2 EASTBOUND ....................................................................................................................................... 34 FIGURE 32 - ROUTE 2 WESTBOUND....................................................................................................................................... 34 FIGURE 33 - ROUTE 2 PASSENGER LOAD PER STOP ............................................................................................................. 34 FIGURE 34 - ROUTE 4 WESTBOUND....................................................................................................................................... 35 FIGURE 35 - ROUTE 4 EASTBOUND ....................................................................................................................................... 35 FIGURE 36 - ROUTE 4 LOAD BY STOP .................................................................................................................................... 36 FIGURE 37 - ROUTE 8 NORTHBOUND .................................................................................................................................... 37 FIGURE 38 - ROUTE 8 SOUTHBOUND .................................................................................................................................... 37 FIGURE 39 - ROUTE 8 LOAD BY STOP .................................................................................................................................... 37 FIGURE 40 - PROPOSED MICROTRANSIT ZONE MAP ............................................................................................................ 38 Packet Page 583 of 1050Attachment 2 Page 4 of 85

FIGURE 41 - MICROTRANSIT ZONE 1 MAP ............................................................................................................................. 39 FIGURE 42 - MICROTRANSIT ZONE 2 MAP ............................................................................................................................. 40 FIGURE 43 - SUISUN CITY POSSIBLE MICROTRANSIT DESTINATIONS IN FAIRFIELD ........................................................... 42 FIGURE 44 - PROPOSED ROUTE 1 MAP .................................................................................................................................. 44 FIGURE 45 - PROPOSED ROUTE 3 MAP .................................................................................................................................. 45 FIGURE 46 - PROPOSED ROUTE 6 MAP .................................................................................................................................. 46 FIGURE 47 - PARATRANSIT SUBSIDY PER PASSENGER ......................................................................................................... 47 FIGURE 48 - PARATRANSIT ACTIVITY MAP ............................................................................................................................. 48 FIGURE 49 - FAST FORWARD PHASE I AND II SERVICE MAP .................................................................................................. 49 FIGURE 50 – SERVICE HOUR CHANGES BY YEAR ................................................................................................................... 56 FIGURE 51 - FAIRFIELD PROJECT POPULATION GROWTH .................................................................................................... 58 FIGURE 52 - FAIRFIELD PROJECTED JOB GROWTH .............................................................................................................. 58 FIGURE 53 - REGIONAL POPULATION MAP ............................................................................................................................ 59 FIGURE 54 - REGIONAL EMPLOYMENT MAP .......................................................................................................................... 60 FIGURE 55 - REGIONAL SCHOOL MAP.................................................................................................................................... 61 FIGURE 56 - ROUTE OVERVIEW AND SPAN OF SERVICE ........................................................................................................ 63 FIGURE 57 - FARE STRUCTURE .............................................................................................................................................. 66 FIGURE 58 - UNLINKED PASSENGER TRIPS ........................................................................................................................... 70 FIGURE 59 - UNLINKED PASSENGER TRIPS PER CAPITA ....................................................................................................... 70 FIGURE 60 - PASSENGERS PER REVENUE HOUR ................................................................................................................... 71 FIGURE 61 - PASSENGERS PER REVENUE HOUR PER CAPITA ............................................................................................... 71 FIGURE 62 - VEHICLE HOURS ................................................................................................................................................. 72 FIGURE 63 - SYSTEM SPEED (MPH) ........................................................................................................................................ 72 FIGURE 64 - FAREBOX RECOVERY RATIO ............................................................................................................................... 73 FIGURE 65 - COST PER REVENUE MILE .................................................................................................................................. 73 FIGURE 66 - SUBSIDY PER PASSENGER ................................................................................................................................. 74 FIGURE 67 - COST PER REVENUE HOUR ................................................................................................................................ 74 FIGURE 68 - COST PER PASSENGER ...................................................................................................................................... 74 FIGURE 69 - PASSENGER TRIPS ............................................................................................................................................. 76 FIGURE 70 - PASSENGER TRIPS PER CAPITA ......................................................................................................................... 76 FIGURE 71 – ANNUAL REVENUE HOURS ................................................................................................................................ 77 FIGURE 72 – ANNUAL REVENUE MILES .................................................................................................................................. 77 FIGURE 73 - AVERAGE TRIP LENGTH ..................................................................................................................................... 78 FIGURE 74 - PASSENGER TRIPS PER REVENUE HOUR .......................................................................................................... 78 FIGURE 75 - AVERAGE SYSTEM SPEED ................................................................................................................................... 79 FIGURE 76 - FAREBOX RECOVERY RATIO ............................................................................................................................... 80 FIGURE 77 - COST PER HOUR ................................................................................................................................................ 80 FIGURE 78 - COST PER TRIP ................................................................................................................................................... 81 FIGURE 79 - COST PER MILE .................................................................................................................................................. 81 FIGURE 80 - MOBILITY TRENDS BETWEEN 2021-2022 .......................................................................................................... 82 FIGURE 81 - COVID-19 RIDERSHIP DECREASE ....................................................................................................................... 83

Packet Page 584 of 1050Attachment 2 Page 5 of 85

TABLE 1 - 2019 TRAVEL PATTERNS BY TIME PERIOD ............................................................................................................ 16 TABLE 2 - TRAVEL DEMAND BY TIME PERIOD COMPARED .................................................................................................... 23 TABLE 3 - FIXED EXPENSES .................................................................................................................................................... 25 TABLE 4 - VARIABLE EXPENSES ............................................................................................................................................. 26 TABLE 5 - PROPOSED SERVICE PLAN DAILY HOURS ............................................................................................................. 50 TABLE 6 - FAST FORWARD JOURNEY TIME SAVINGS ............................................................................................................ 51 TABLE 7 - PROPOSED FARE STRUCTURE .............................................................................................................................. 53 TABLE 8 - RIDERSHIP AND REVENUE PROJECTIONS ............................................................................................................ 54 TABLE 9 - POPULATION AND DEMOGRAPHICS ..................................................................................................................... 62 TABLE 10 – CURRENT FIXED-ROUTE FARES .......................................................................................................................... 67 TABLE 11 – CURRENT SOLANOEXPRESS FARES ................................................................................................................... 68 Packet Page 585 of 1050Attachment 2 Page 6 of 85

EXECUTIVE SUMMARY PAGE 5

EXECUTIVE SUMMARY

BACKGROUND INFORMATION
Fairfield and Suisun Transit (FAST) currently operates transit service in Fairfield and Suisun City, California. The agency started in 1975 and operates public fixed route, Americans with Disabilities Act (ADA) paratransit, and a reduced fare local taxi program. Services are offered Monday through Saturday as early as 6 am on weekdays and 9 am on Saturdays and as late as 8 pm on weekdays and 5 pm on Saturdays.

Like most transit agencies across the country and worldwide, the COVID-19 pandemic has been the primary focus of FAST administrative and operations staff since March 2020. Transit ridership nationwide plummeted during the early days of the pandemic and has only recently begun to slowly recover.

MICROTRANSIT
Amid the drastic adjustments and changes due to the COVID-19 pandemic, FAST recognized a need to proactively reimagine and adjust its services post-pandemic. In December 2020, the Fairfield City Council directed staff to initiate its first Comprehensive Operational Analysis (COA) called FAST Forward to provide the City of Fairfield (City) with a ten -year road map identifying changes needed for FAST to be a high functioning and sustainable transit network post-pandemic. The City of Suisun City (Suisun City) initially participated in this initiative, but its City Council has since decided to separately develop and implement other transportation options for its residents beginning January 1, 2023. One of FAST Forward ‘s major recommendations to its post-pandemic recovery was to continue fixed route on major corridors but also phase implementation of a new service model called microtransit that would better serve Fairfield residents. FAST Forward’s recommendations were approved by the Fairfield City Council on September 6, 2022.

Microtransit is a form of Demand Responsive Transit (DRT). These transit services offer flexible routing and/or flexible scheduling of vehicles, typically booked through a smartphone application.

Microtransit providers build routes to match demand (trip) and supply (driven vehicle) and extend the efficiency and accessibility of the transit service. Possible pick up/drop off stops are restricted, usually within a geofenced area. Vehicle type can vary, but microtransit is often operated with a van or minibus. Conceptually, microtransit fits somewhere between private individual transportation (cars or taxicabs) and public mass transit (bus). Trips are typically subsidized by a city government or transit agency. Microtransit improves access to mobility by offering high-quality service where Packet Page 586 of 1050Attachment 2 Page 7 of 85

EXECUTIVE SUMMARY PAGE 6
fixed-route buses can’t operate efficiently, by upgrading dial -a-ride and paratransit services, or by providing critical first-mile/last-mile connections to fixed-route transit.

When customers request a ride using a smartphone application or by calling a dispatcher, a vehicle is dynamically routed to pick up a rider near their location and take them to their destination, while picking up and dropping off other passengers along the way, balancing rider convenience and overall service efficiency.

Microtransit services that are run through partnerships with transit authorities and municipal governments address the equity, accessibility, and environmental needs of the public more comprehensively than private ride pooling services operated by transportation network companies (TNCs) such as Uber or Lyft. Microtransit is purpose-built for seamless sharing at scale and designed to provide the following benefits:
● More efficient sharing reduces congestion and CO2 emissions ● Accessible vehicles are available for people with mobility challenges ● Riders without smartphones can dial into a dispatch number or book online ● People without credit cards can pay with cash
According to FAST Forward’s guiding principles, deploying microtransit would provide increased citywide transportation coverage as microtransit operates on-demand rather than on a fixed schedule. Microtransit would connect residents to more areas within Fairfield and would also increase connectivity with SolanoExpress and Amtrak. By adding a microtransit component, FAST would also address equity, access, real -world travel patterns, and traffic, while improving wait and travel times. Microtransit would also allow increased flexibility for Americans with Disabilities Act (ADA) riders by offering more frequent and direct service at a lower cost as microtransit would utilize existing smaller paratransit vehicles and carry more passengers per hour than a traditional paratransit service.

The Metropolitan Transportation Commission (MTC) has been emphasizing increased county and regional connectivity and coordination post-pandemic. Suisun City choosing to discontinue coordination with FAST limits the intercity connectivity and coordination that existed for more than thirty years between the two cities. This will have the added adverse impact of reducing ease of travel between the two cities for both Fairfield and Suisun City residents. FAST will look for other intracity and intercity partnering opportunities to demonstrate to MTC t hat Solano County services are becoming more and not less integrated.

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EXECUTIVE SUMMARY PAGE 7

LOOKING AHEAD
To better plan for an uncertain future, the Metropolitan Transportation Commission (MTC), asked its transportation agencies to complete a five-year Short Range Transit Plan (SRTP) covering FY 2023- FY 2028. As part of completing the SRTP, MTC asked agencies to considered how the following three potential scenarios would impact their services over the next five years:

1. Robust Recovery – full recovery of revenue and ridership with modest annual increases.

2. Revenue Recovery with Fewer Trips – full recovery of operations assistance revenue, but a sluggish ridership recovery.

3. Some Progress – slightly decreased operations assistance revenue with slow ridership recovery.

FAST believes Scenario 2 is the most likely outcome for this small operator to experience during this Short Range Transit Plan (SRTP) period. Scenario 2 would result in FAST receiving reduced farebox revenue while ridership slowly recovers, but it would precipitate FAST’s return to pre-pandemic operational levels.

The MTC forecasts provided for the purposes of evaluating this scenario would allow FAST to provide reconfigured and focused fixed route and ADA paratransit services, while also dedicating fixed route revenue savings to implementing a microtransit program. Microtransit would initially be piloted in two areas of Fairfield in early 2023. In the second phase, the program would be expanded citywide to areas where there is currently no fixed route transit.

As proposed, this scenario would include significant changes to the existing fixed route system. Plans for Phase I starting in early 2023 would see microtransit rolled out to the two pilot areas located in Cordelia/Green Valley and Southeast Fairfield/Travis Air Force Base. Simultaneously, Routes 2, 4, and 8 would cease operating as local routes to provide the necessary funding for the microtransit pilot.

This change is projected to reduce travel time and improve quality of service for riders.

Phase II would see the realignment of Routes 1 and 3 to offer improved connectivity for riders. Routes 6 and 7 would also be condensed into a realigned and improved Route 6. The microtransit program would be expanded to provide citywide coverage and allow connections to the new local route system at well-used transfer points.

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EXECUTIVE SUMMARY PAGE 8
As currently proposed, the system would add approximately 1,470 revenue hours per year on average. However, ridership is projected to increase 20% over the same period, resulting in a service productivity increase of an average of 3% per year during the five-year SRTP period. These increases are expected due to the improved service quality that riders would experience through reduced wait times and more direct trips.

While the success of these initiatives will need to be evaluated over the next several years, these changes will likely be revolutionary to FAST and local residents. This reimagined service model will provide important data that will hopefully assist other similar size transit agencies nationwide reinvent and right size their services.

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PRE -PANDEMIC STATE OF SERVICE PAGE 9

PRE-PANDEMIC STATE OF SERVICE

SERVICE LEVELS
In FY 2019, Figure 1 shows FAST operated 185 weekday and 77 Saturday local revenue hours. FAST operated 134 SolanoExpress weekday revenue hours and 31 Saturday revenue hours. Service miles were significantly higher on SolanoExpress (see Figure 2).

185
77 134
31 156
76 114
31 LOCAL WEEKDAY LOCAL SATURDAY SOLANOEXPRESS WKDY SOLANOEXPRESS

SATURDAY
FY 2019 FY 2020
2,511
1,058
4,385
925
2,106
1,053
3,730
927

LOCAL WEEKDAY LOCAL SATURDAY SOLANOEXPRESS WKDY SOLANOEXPRESS

SATURDAY
FY 2019 FY 2020
Figure 1 - Pre-Pandemic Fixed-Route Service Hours
Figure 2 - Pre-Pandemic Fixed-Route Service Miles
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PRE -PANDEMIC STATE OF SERVICE PAGE 10

SERVICE EFFICIENCY AND EFFECTIVENESS
The measures in this section reviewed the network’s productivity, cost efficiency, and subsidies (farebox recovery ratio, revenue per revenue hour, cost per unlinked passenger, and subsidy per passenger) required during FY 2019 and FY 2020. Network data was used for productivity while route level data was used for productivity, farebox recovery ratio, cost per unlinked passenger, and subsidy per passenger.

Productivity measures how many passengers on average use the service each revenue hour. The goal is to have higher productivity numbers as it correlates with greater use of the services. As Figure 3 below reflects, local weekday service had the highest fixed route use pre-pandemic.

Figure 3 - Pre-Pandemic Fixed-Route Productivity

At the weekday route level, Figure 4 highlights the Green Express (commuter) and Route 1 (local) were the most productive routes in the FAST network. Route 4 (local) and the Blue Line (commuter) were the least productive.
11 7
10 4
11 7
9 4

LOCAL WEEKDAY LOCAL SATURDAY SOLANOEXPRESS WKDY SOLANOEXPRESS

SATURDAY
FY 2019 FY 2020

17.21012.55.49.48.310.47.46.119.2179.411.55.210.6810.89.65.816.8ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020
Figure 4 - Pre-Pandemic Fixed-Route Weekday Productivity by Route Packet Page 591 of 1050Attachment 2 Page 12 of 85

PRE -PANDEMIC STATE OF SERVICE PAGE 11
On Saturday, Figure 5 reflects Routes 1, 2, and 3 were the most productive routes in the FAST network. Routes 4, 8, and the Blue Line (commuter) were the least productive. Similar to weekdays, Route 8 increased its passenger productivity from FY 2019 to FY 2020. The Green Express did not operate on Saturday.

Figure 5 – Pre-Pandemic Fixed-Route Saturday Productivity

Farebox Recovery Ratio (FBR) measures how much of FAST’s operating costs are paid from passenger fares. A higher ratio means the service is less reliant on subsidies to operate. Figure 6 demonstrated the Green Express had the highest farebox recovery ratio in the fixed-route system, partly due to its higher $5.75 per trip fare. Route 1 had the second highest overall ridership and the highest local FBR.

Figure 6 – Pre-Pandemic Farebox Recovery Ratio

Revenue per revenue hour measures the amount of fare revenue FAST collects for every revenue hour of service. As shown in Figure 7, the Green Express, with a $5.75 fare and higher average productivity had the highest revenue per revenue hour. Route 1 generated the highest revenue for local routes. 16.210.910.635.16.74.22.84014.58.811.12.45.56.54.23.13.90ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020

15.91%10.27%11.48%4.56%8.17%8.33%7.04%6.76%15.44%64.97%12.27%7.92%8.43%3.91%7.95%6.27%5.25%7.05%11.83%48.19%ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020
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PRE -PANDEMIC STATE OF SERVICE PAGE 12
Figure 7 – Pre-Pandemic Revenue Per Revenue Hour

Revenue per revenue mile measures the amount of fare revenue FAST collects for every revenue mile of service (see Figure 8). The Green Express, with its higher average fare and higher ridership, ha d the highest revenue per revenue mile. Route 1 had the second highest revenue per revenue mile overall and the highest for the local routes.

Figure 8 - Pre-Pandemic Revenue Per Revenue Mile

$17.98$11.80$12.92$5.32$9.24$9.41$8.25$7.81$19.55$84.59$16.33 $10.67 $11.19 $5.32 $10.57 $8.35 $7.15 $9.57 $17.23 $71.58 ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020
$1.50 $0.82 $1.15 $0.31 $0.77 $0.80 $0.48 $0.52 $0.64 $2.25 $1.36 $0.74 $0.99 $0.32 $0.90 $0.70 $0.42 $0.63 $0.56 $1.91 ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020
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PRE -PANDEMIC STATE OF SERVICE PAGE 13
Cost per revenue hour measures the cost of operating each revenue hour on FAST’s services. Figure 9 shows SolanoExpress had the highest cost per revenue hour, while Route 7 had the highest local cost per revenue hour.

Figure 9 - Pre-Pandemic Cost Per Revenue Hour

Subsidy per passenger measures how much additional subsidy is required for what is not covered by passenger fares. The goal is to have a lower subsidy as it signifies a self-sustaining route. Figure 10 reflects the Green Express had the lowest subsidy among all routes. Route 1 had the lowest subsidy per passenger for local routes. Route 4 has the highest overall subsidy per passenger.

Figure 10 - Pre-Pandemic Subsidy per Passenger
$112.95$114.84$112.54$116.57$113.00$112.95$117.17$115.60$126.57$130.20$133.12$134.75$132.74$136.27$133.01$133.16$136.18$135.85$145.64$148.55ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020
$5.55 $10.22 $8.06 $21.74 $11.61 $12.62 $10.86 $15.64 $17.92 $2.37 $6.94 $13.31 $10.56 $26.84 $12.24 $15.90 $12.43 $14.15 $22.50 $4.59 ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY2020
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PRE -PANDEMIC STATE OF SERVICE PAGE 14

RIDERSHIP
This section covers ridership, which measures the total number of trips taken by customers on FAST’s network. Figure 11 shows total local ridership exceeded total commuter ridership both on weekdays and on Saturday.

Figure 11 - Pre-Pandemic Fixed-Route Daily Ridership

Before FY 2021, Figure 12 demonstrates the highest weekday ridership by route were the Green Express and Blue Line with Route 1 having the highest local ridership. 1,954
573
1,380
123
1,617
539
1,033
119

LOCAL WEEKDAY LOCAL SATURDAY SOLANOEXPRESS WKDY SOLANOEXPRESS

SATURDAY
FY 2019 FY 2020
460215340751313303099455782436219724971150244219126463570ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020
Figure 12 -Pre-Pandemic Fixed-Route Weekday Ridership by Route Packet Page 595 of 1050Attachment 2 Page 16 of 85

PRE -PAN DEMIC STATE OF SERVICE PAGE 15
On Saturday, Figure 13 shows Route 1 consistently had the highest ridership, followed by the Blue Line and Routes 3 and 6. These four routes totaled over 50% of the network’s Saturday ridership.

Routes 4 and 8 had the lowest system ridership. The Green Express does not operate on Saturday.

Figure 13 - Pre-Pandemic Fixed-Route Saturday Ridership by Route

SERVICE QUALITY
The measures in this section review the service quality from the customer’s perspective. The specific indicators measured are travel time, on-time performance, and load factor. These three indicators measure a customer’s experience and willingness to return to using the service. Customers who have had a better experience would be more likely to trust the FAST brand when new services are developed and implemented.

Because on-time performance per route was being measured during a depressed ridership period , and Fairfield and Suisun City were recovering from a pandemic, the Figure 14 data collected in winter and spring 2021 for FAST Forward did not necessarily reflect real-world performance. Despite this caveat, FAST’s fixed routes in 2021 operated mostly on time with no observed early departures when looking at scheduled route travel time to actual route travel time. For example, Route 1, had a scheduled travel time of 26.5 minutes. The actual travel time observed was 25.9 minutes indicating an on-time performance of 97% (25.9/26.5). 144979527451063722123129789821491033724119ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE FY 2019 FY 2020
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Figure 14 - On-time Performance by Route

Figure 15 outlines the average time riders spent traveling on local routes. C ustomers using FAST’s local services traveled 3.32 miles per trip and spent an average of 12 minutes on the bus.

Table 1 demonstrates 50% of all Fairfield trips in 2019 occurred between the hours of 10 am and 8 pm. The large number of midday trips supported Fairfield’s perception as a hub in addition to being a spoke to the Bay Area and Sacramento. 78% of all trips originated or traveled to central Fairfield.

Table 1 - 2019 Travel Patterns by Time Period
Time Period Trips per Hour Average Trip Distance Average Travel Time Early AM 4,265 3.9 9.0
AM Peak 4,606 4.0 9.1
Midday 6,376 4.2 9.5
PM Peak 10,852 4.1 9.3
Late Night 9,026 3.9 9.2

26.5025.7725.9329.0024.5537.0025.5023.2925.8624.1924.0823.9925.1236.1625.0020.010.00

5.00 10.00

15.00 20.00

25.00 30.00

35.00 40.00
1 2 3 4 5 6 7 8
Scheduled Actual

10.37 8.52 9.70 10.68

17.24 12.50

14.96 10.08
0 2
4 6
8 10
12 14
16 18
20 1 2 3 4 5 6 7 8MinutesFigure 15 - Average Travel Time per Route

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PRE -PANDEMIC STATE OF SERVICE PAGE 17
Figure 16 - 2019 Travel Patterns
Figure 16 shows overall travel
demand in 2019 took place in the
central part of Fairfield. New
developments in Green Valley and
Cordelia) also saw travel demand
growth.

Figure 17 – 2019 Trip Distribution

Figure 17 shows 78% of all travel
in 2019 occurred within central
Fairfield. Trips within this area
were shorter than the remaining
22% travel demand indicating that
transit would continue being
viable post-pandemic.

78%
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PRE -PANDEMIC STATE OF SERVICE PAGE 18

Figure 18 - Pre-Pandemic Hourly Trip Distribution

As Figure 18 shows, pre-pandemic trips started later in the day. Early evening trips peaked at 8 pm and then gradually dropped off at the end of the day. This pre-pandemic information provided insight and a baseline to evaluate how travel patterns have changed as a result of the COVID-19 pandemic. 38162609190113949588621190160025303970400237994017458248084948540257835990531449904398446839400 1,000
2,000
3,000
4,000
5,000
6,000
7,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Packet Page 599 of 1050Attachment 2 Page 20 of 85

CURRENT STATE OF SERVICE PAGE 19

CURRENT STATE OF SERVICE
During FY 2020 service was suspended on several routes throughout the network, resulting in fewer revenue hours operated for both local and SolanoExpress routes. In FY 20 21 (starting July 6, 2020), FAST partially restored service levels on both local and SolanoExpress commuter routes. Other changes in service occurred in August 2021 and in 2022 when FAST transitioned operation of two commuter routes to SolTrans. SolTrans began operating the Green Express in April 2022 and the Blue Line in August 2022.

Figure 19 reflects that during the pandemic FAST reduced its fixed-route service hours by 26%. Local routes in FY 2021 had 19% fewer weekday revenue hours and 21% fewer Saturday revenue hours than FY 2019. SolanoExpress routes in FY 2021 had 43% fewer weekday revenue hours and 33% less Saturday revenue hours than in FY 2019.

Although service hours were partially restored in July 2020, Solano Express ridership has not significantly rebounded due to residents still avoiding non-essential transit interactions and travel.

Many residents have also continued to work at home or chosen to drive if they have returned to work.

As described and visually reflected in Figures 11 and 12, the COVID-19 pandemic has had significant impact on FAST’s local ridership. On local routes, FAST service was temporarily suspended on Routes 2, 4, 5, and 8 between March and June 2020 due to depressed ridership. Since the pandemic’s onset, Route 1 has continued having the highest overall ridership with Routes 4 and 8 consistently having the lowest ridership.

Figure 19 - Current Revenue Hours by Day
185
77 134
31 156
76 114
31 149
61 76
31 LOCAL WEEKDAY LOCAL SATURDAY SOLANOEXPRESS WKDY SOLANOEXPRESS

SATURDAY
FY 2019 FY 2020 FY 2021
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CURRENT STATE OF SERVICE PAGE 20
Figure 20 shows SolanoExpress ridership was even more significantly impacted by the COVID-19 pandemic than local routes. Even though the Blue Line operated more service hours, the Green Express continued having the highest overall ridership during the pandemic FAST provided free fares on local and DART service beginning March 25, 2020. Free fares were initiated on April 1, 2020, for the Reduced Local Taxi Program. Fares were not reinstated until June 1, 2021.

SolanoExpress provided free fares until June 15, 2020, and then resumed regular fare collection.

Figure 20 - Fixed-Route Ridership

As shown in Figure 21, the Green Express, Blue Line, and Route 1 totaled over 50% of the network’s weekday ridership. The APC data collected in Winter 2021 reflected a consistent rebound in ridership as more riders returned to the system.
1,954
573
1,380
123
1,617
539
1,033
119
723
248 322
48 1,157
488 355
107

LOCAL WEEKDAY LOCAL SATURDAY SOLANOEXPRESS WKDY SOLANOEXPRESS

SATURDAY
FY 2019 FY 2020 1H FY 2021 2H FY 2021
Figure 21 – Ridership by Route 17.21012.55.49.48.310.47.46.119.2179.411.55.210.6810.89.65.816.87.74.15.12.14.44.15.22.638.510.46.710.46.05.46.87.34.13.68.1ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4 ROUTE 5 ROUTE 6 ROUTE 7 ROUTE 8 BLUE LINE
GREEN

EXPRESS
FY 2019 FY 2020 1H FY 2021 2H FY 2021
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CURRENT STATE OF SERVICE PAGE 21

CURRENT POPULATION TRAVEL PATTERNS
Current travel patterns reflect changes that started taking hold during the pandemic. With a higher work from home population, it is expected that the peak seen in 2019 will shift. As shown in Figure 22, travel patterns are now more intense all day. FAST’s SRTP observed 31% more regional trips were taken in 2022 versus 2019.

Figure 22 - Current Travel Distribution by Hour

When comparing 2019 to 2022, Figure 22 demonstrates trips start earlier in the day than prior to the pandemic. There are also more late-night trips, however, this could be a result of abnormal data for the period.

Figure 23 – Pre and Post Pandemic Travel Demand by Hour Compared

Figure 23 reflects the number of trips per hour by day (000’s). In 2022, almost double the trips (11,500 total versus 5,200) were taken in the early hours (between 6 am and 10 am). -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23Trips 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2019 3,8 2,6 1,9 1,3 958 862 1,1 1,6 2,5 3,9 4,0 3,7 4,0 4,5 4,8 4,9 5,4 5,7 5,9 5,3 4,9 4,3 4,4 3,9 2022 2,3 2,1 1,9 1,7 1,6 1,4 2,9 4,5 5,6 6,6 3,9 3,7 3,3 3,8 4,4 4,8 6,3 5,9 5,0 3,3 2,9 3,0 2,7 2,5 -
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
TripsPacket Page 602 of 1050Attachment 2 Page 23 of 85

CURRENT STATE OF SERVICE PAGE 22
Figure 24 - 2022 Travel Patterns

As shown above in Figure 24, 62% of trips taken occurred within central Fairfield with an additional 19% of trips taken in the Cordelia/Green Valley area. Most trips from Cordelia/Green Valley went to central Fairfield.

TRAVEL DEMAND BY TIME OF DAY
To understand and identify transit gaps, the City compared transit service trips to travel demand (see results in Table 2 on the next page). Transit trips are considered those that start or end within ¼ mile of an existing transit route. In addition, average distance and travel time was compared betwee n transit and non-transit trips. Currently, FAST does not operate late evening service or owl service, which is overnight service running midnight to 5 am.

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CURRENT STATE OF SERVICE PAGE 23
Table 2 - Travel Demand by Time Period Compared
% Of
Trips
Average
Distance
Average
Time
Transit
Potential
Transit
Share
Transit
Distance
Transit
Duration
AM Peak
6am-10am 27% 4.4 10.03 66,726 23% 3.51 17.55
Midday
10am-4pm 23% 4.4 9.98 98,971 40% 3.58 17.91
PM Peak
4pm-8pm 27% 4.55 10.27 75,970 26% 3.66 18.3
Evening
8pm-12am 12% 4.24 9.85 N/A N/A N/A N/A
Owl
12am-6am 10% 4.17 9.75 N/A N/A N/A N/A
Table 2 shows travel demand was even across the main time periods (AM Peak/Midday/PM Peak), with a slight reduction in midday travel. On average, each trip taken by car within Fairfield was approximately 4.4 miles long and took 10 minutes. Only 30% of all travel dema nd could be met by existing FAST service. Again, this is measured by trips that start and end within ¼ mile of existing transit. The trips that can be taken on transit were approximately 19% shorter and took almost double the time. These indicators highlight that Fairfield residents have geographic and time constraints that need to be better addressed by FAST.

Travel patterns between time periods did not change dramatically. However, travel patterns did intensify in central Fairfield as the day approached the PM peak period.

AM Peak Travel Demand Midday Travel Demand PM Peak Travel Demand Packet Page 604 of 1050Attachment 2 Page 25 of 85

CURRENT STATE OF SERVICE PAGE 24
The figures above show FAST service was concentrated within central Fairfield and was where most trips start or end. Only 23% of all current trips taken in the City could be completed using FAST service. This was not an indication FAST was providing inadequate service, it was more an indication the population and employment centers in the Fairfield have grown and changed, and FAST through its Comprehensive Operational Analysis process needed to make changes to reflect these factors.

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SCE NARIO PLANNING CONCEPTS PAGE 25

SCENARIO PLANNING CONCEPTS
To comply with MTC SRTP guidelines, three scenarios were analyzed to determine how FAST service would be impacted by various reductions in funding. A full cost allocation model was created to comprehensively complete this task.

COST ALLOCATION MODELING
The first evaluation step was to develop a cost allocation model to properly forecast local service costs, revenues, and ridership. FAST’s cost allocation model categorized annual operating expenses as either fixed or variable. Fixed costs represented expenses the City of Fairfield would incur regardless of the level of service operated. Conversely, variable costs ebb and flow based on service levels. Variable costs were categorized as either per hour costs or per mile costs. Evaluating both sets of costs would be an important consideration when evaluating scenarios and developing local service recommendations.

FIXED COSTS
The following expense categories listed in Table 3 are considered fixed costs:

Table 3 - Fixed Expenses
Expense Category

SALARIES/WAGES - ADMINISTRATION

FRINGE BENEFITS

SERVICES/MAINT - OPERATIONS

ACCOUNTING
LEGAL

PRINTING/COPYING
MISC SERVICES - ADMIN - Other

OFFICE SUPPLIES

UTILITIES

DUES/SUBSCRIPTIONS

TRAVEL/MEETINGS

ADVERTISING/PROMOTION

MISC EXPENSE

In FY 2022-23, fixed expenses are estimated to account for approximately $871,767 or approximately 11% of the City’s annual transit operating budget.

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SCENARIO PLANNING CONCEPTS PAGE 26

VARIABLE COSTS
The great majority of FAST’s operating expenses are variable. As stated previously and reflected below in Table 4, variable costs are broken into a per hour cost and a per mile cost. The operating contract represents per hour expenses. Examples of per mile expenses include insurance, fuel, and tires/tubes.

Table 4 - Variable Expenses
Expense Variable Per Hour Variable Per Mile

FUEL/LUBRICANTS X

TIRES/TUBES X
MATERIALS/SUPPLIES OPERATIONS COVID-19 MATERIALS X
MATERIALS/SUPPLIES OPERATIONS - ... X

MATERIALS/SUPPLIES OPERATIONS X

CONTRACT SERVICES X

INSURANCE X

For FY 2022-23, the City is estimating variable per hour expenses totaling $5.1 million dollars and $787,000 in variable per mile expenses.

SCENARIO PLANNING
As part of this five-year SRTP, the City considered the following three financial scenarios for local transit services.
• Scenario 1 – Robust Recovery: There is adequate funding to return overall revenue to 100% of pre-pandemic levels, with escalation. This would not assume proportionate recovery across all revenue sources.
• Scenario 2 – Revenue Recovery with Fewer Riders: Federal relief funds are eventually exhausted, although other funds recover to pre-pandemic levels. However, farebox revenue remains stagnant (20-50% below pre-pandemic levels, depending on current status) for the next five years.
• Scenario 3 – Some Progress: Federal relief funds are eventually exhausted and total revenue available to the agency is 15% below pre-pandemic levels for the next five years.

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SCENARIO PLANNING CONCEPTS PAGE 27
The cost allocation model outlined in Tables 3 and 4 evaluated FAST’s current circumstances and was able to reasonably estimate each scenario’s impact on future ridership. The model also allowed for consideration of important questions such as:
✓ If revenue levels dropped, what would be the resulting hours of service? ✓ How much would ridership drop due to reduced service hours? Besides addressing critical questions, the
model considered the following additional
sub-scenarios based on non-transit market
factors that could influence the City’s
decision making over the next decade.
• Service Increases and Decreases
• Fare Changes
• Population Changes
• Employment Changes
• Gas Price Increase or Decrease
• Work From Home Changes
• Quality of Service Improvements
• Income Changes
Each of the sub-scenarios are also known
variables that impact transit ridership.

ASSUMPTIONS
For each scenario planning assumptions considered in Figure 25, the City built three market level conditions into its projections to consider as major drivers for reduced and/or lost transit ridership:

1. The increased number of employees working from home. As the City will not operate commuter service beyond August 2022, this service driver will not have as significant of an impact as it would to a system that only operated commuter service.

2. Increased gas prices do impact the choice to use transit. Gas prices in 2022 are between 30- 50% higher than at any point in the last 5 years. However, for potential riders to make the switch to transit, a third criteria must be considered.

Revenue 7%
G as Prices -5%
Economy -5%
Work F rom Home -2%
Serv ice Levels 5%
Serv ice Quality 4%
Per H our Per Mile
F ix ed Route 81.04$ 1.18$
D ial-A-Ride 77.11$ 1.08$
Variables Hours Miles Passengers
F ix ed Route 54,901 578,023 553,197
D ial-A-Ride 13,567 148,986 24,170
Total 68,468 727,009 577,367
Serv ice Level +/-3,255 5%
Cost per Hour 106.19$ 1.9%
Productiv ity 8.43 5.1%
Year 1
Ass um ptions
Figure 25 - Scenario Planning Example
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SCENARIO PLANNING CONCEPTS PAGE 28

3. The importance of service quality. Service quality must be aligned with where and when riders want to go. For each scenario, a focus will be made not just on increasing service but improving service quality.

Additionally, the City has had to consider other market factors such as inflation. For example, increases in consumer prices have impacted contractor wage negotiations with its drivers. The City’s operations contractor manages all wage-related collective bargaining so it is not expected that the City will be impacted in Year 1 of the plan. The current four-year contract began in FY 2020-21 and has three one-year extensions. However, it is anticipated the operations contract will need to be amended and renegotiated during FY 2022-23 to account for revenue hour changes due not only to the loss of commuter service but also due to the implementation of a new mode called microtransit.

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SCENARIO 1 – ROBUST RECOVERY PAGE 29
SCENARIO 1 – ROBUST RECOVERY
How would priorities and goals change with revenue constraints? What would inform or trigger service change decisions?
Under Scenario 1, the City is assuming federal revenues would continue at consistent levels. The City is further assuming state revenue would not be significantly impacted by a worldwide recession, and annual increases would at a minimum offset inflation. Finally, farebox revenues would not return to pre-pandemic levels in Year 1, however it is assumed revenues would resume to pre-pandemic levels by the end of the five-year SRTP period.

The additional service afforded by increased funding would result in an estimated 5% increase in ridership per year during the SRTP period.

How much service would be available?
Figure 26 - Additional Service Hours by Year

Under Scenario 1, Figure 26 shows the City would add an average of 960 service hours per year, resulting in 12% more hours compared to current service.

How would the deployment of service change by mode? Geography or route? and Time of Day?
PRIORITY 1 – INCREASE SERVICE TO BETTER MEET DEMAND
In a robust recovery scenario, the City can better meet demand throughout the day. As shown below, demand has spiked in the early morning and mid -evening. While many routes start early, service does not extend to the mid-evening period/late night. 66,44265,874 67,489 69,283 70,128 71,005 CURRENT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Packet Page 610 of 1050Attachment 2 Page 31 of 85

SCENARIO 1 – ROBUST RECOVERY PAGE 30
PRIORITY 2 – BETTER ALIGN SERVICES TO WHERE PEOPLE WANT TO GO New travel patterns in the Paradise Valley and Cordelia/Green Valley neighborhoods demonstrated there is ample demand for transit. Neither area currently has fast, frequent transit even though these regions have grown significantly during the past three years.

How would equity priority communities be considered under each scenario? Transit systems across the United States speak about attracting “choice” riders and understanding the need to serve the “transit dependent”. This latter category, transit dependency, is normally derived from combining multiple socio-economic indicators such as poverty level, housing status, and language proficiency. This allows transit systems to determine a population’s propensity to use transit. However, transit dependency may not be a good indicator of whether someone will actually use transit.

FAST’s SRTP will use a measurement known as the Mobility Vulnerability Index (MVI) to determine where equity priority communities are located and how their needs will be addressed under each scenario. The MVI is derived from 16 indicators collected by the annual American Community Survey and the census block group (CBG). These indicators are placed into three categories: Mob ility, Housing, and Education. The three categories are then weighted, and each census block group was then ranked on a scale of 0-100 on how vulnerable they are to mobility changes.

Figure 28 - Paradise Valley Travel Demand Figure 27 - Cordelia/Green Valley Travel Demand Packet Page 611 of 1050Attachment 2 Page 32 of 85

SCENARIO 1 – ROBUST RECOVERY PAGE 31
For FAST, the MVI examined a number
of socio-economic indicators and
weighted them based upon historical
information to determine what
portions of the service area would
most be impacted by changes to the
public transit system.

This data was also used to determine
impacts of congestion and where the
community has education and food
deserts. Finally, when looking at this
data, it was seen as critically important
these community voices were heard
during the recommendation phase of this project. The MVI illustrated the concentration of communities and individuals who are more vulnerable to changes in transportation so that transit agencies can connect with these communities directly to ensure they provide proper feedback on any service changes.

The average travel time for FAST users to major trip
destinations in the City was over 60 minutes. When
factoring wait time and transfer times, the average
transit user would spend over 2 hours a day traveling less than 10 miles round trip on public transit.

As shown in Figure 30, increased service in Paradise
Valley and Cordelia/Green Valley would directly benefit vulnerable populations in these regions.

Figure 29 - Mobility Vulnerability
Figure 30 - Travel Time for Equity Priority Communities Packet Page 612 of 1050Attachment 2 Page 33 of 85

SCENARIO 1 – ROBUST RECOVERY PAGE 32
How would these revenue constraints impact staffing and budgeting? Under Scenario 1 there would be no anticipated changes to staffing and/or budgeting.

How would different service levels impact fleet requirements or spare ratios? The existing fleet would be able to complete the proposed additional service hours without expansion. The City would adhere to its current fleet replacement ratio.

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SCENARIO 2 – REVENUE RECOVERY/FEWER TRIPS
How would priorities and goals change with revenue constraints? What would inform or trigger service change decisions?
Scenario 2 would allow the City to redesign its transit services to gradually bring back riders. As stated above, the goal for Scenario 2 would be for FAST to focus on service quality, while keeping service hours and budget relatively similar to what has been outlined for FY 2022-23 (accounting for inflation). This would be accomplished through FAST introducing and implementing microtransit as a new and innovative service mode.

The City’s Service Quality Improvement Plan is as follows:

In June 2021, Fairfield City Council held a study session to provide feedback and direction to FAST staff and Innovate Mobility on initial recommendations and community outreach completed from the Comprehensive Operational Strategy initiated in December 2020 . At this meeting, City Council directed staff to look at options to continue utilizing a contract operator (currently MV Transportation) to implement microtransit and continue reducing fixed-route service to areas where ridership and connectivity would be maximized.

A transit network redesign traditionally requires effort from both passengers and the transit agency.

Updating a network to introduce a new mode and a shift in approach to providing fixed-route service will be an adjustment for staff and riders. FAST recognizes people are most comfortable with what they know. However, FAST also recognizes the more important need for network modernization to ensure long-term sustainability.

To ensure a smooth transition, service recommendations would be implemented in two phases.

Adjustments would be considered and implemented as needed to service hours to ensure service was operated within available financial resources. New performance metrics would also be developed to regularly evaluate and adjust services during the ten-year period.

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SCENARIO 2 – REVENUE RECOVERY/FEWER TRIPS PAGE 34
PHASE I – FEBRUARY 2023
Replace Routes 2, 4, and 8 with microtransit services in Southeast Fairfield and Cordelia/Green Valley.

REPLACE ROUTE 2 WITH MICROTRANSIT
Route 2 is a local route primarily running on Travis Boulevard and East Tabor Avenue, serving Solano Town Center, Kaiser Permanente Medical offices, Fairfield-Suisun Adult School, Lee Bell Park, Food4Less (formerly FoodMaxx), Tabor Park, additional various schools, and the Fairfield-Vacaville Hannigan Train Station. Route 2 operates Monday through Saturday.

Figure 33 - Route 2 Passenger Load per Stop
0 0.5
1 1.5
2 2.5
3 3.5
Row Labels002 - WALTERS RDAND WALTERS CT03 - WALTERS RDAND GRANADA DR04 - E TABOR AVEAND SOLANO RD05 - E TABOR AVEAND TOLENAS RD06 - E TABOR AVEAND DAVIS DR07 - E TABOR AVEAND VILLA CT08 - E TABOR AVEAND MANOR PL09 - E TABOR ANDFALCON DR10 - E TABOR AVEAND CARDINAL WAY11 - E TABOR AVEAND DOVER AVE12 - E TABOR AVEAND SAN SALVADOR13 - N TEXAS ST ANDACACIA AVE14 - N TEXAS ST ANDTRAVIS BLVD15 - TRAVIS BLVD &CLAY ST16 - TRAVIS BLVD &FAIRFIELD AVE17 - SOLANO TOWNCENTER NORTH ENTLoadAM Peak Midday PM Peak Figure 31 - Route 2 Eastbound Figure 32 - Route 2 Westbound Packet Page 615 of 1050Attachment 2 Page 36 of 85

SCENARIO 2 – REVENUE RECOVERY/FEWER TRIPS PAGE 35
Route 2’s major boarding locations are along East Tabor Avenue, with riders exiting the bus along Travis Boulevard to the Solano Town Center. Riders on Route 2 spend the least amount of time on the bus, averaging 8.5 minutes per ride. Route 2 ridership remains 30% below pre-pandemic levels.

Replacing Route 2 with an expanded microtransit zone would provide more frequent opportunities for riders to access zone services (e.g., faster trips to the Solano Town Center and to locations along the Texas Street corridor).

REPLACE ROUTE 4 WITH MICROTRANSIT
Route 4 is a local route primarily serving Cement Hill Road, Air Base Parkway, and North Texas Street.

Route 4 serves Fairfield Walmart, Smart & Final, Fairfield High School, Laurel Creek Park, the Solano County Special Education Center, Travis Air Force Base (TAFB), and David Grant United States Air Force Medical Center (David Grant Medical Center). On weekdays, Route 4 operates only during peak periods. Effective August 6, 2022, the Route 4 no longer operates on Saturdays due to a lack of ridership.

Figure 34 - Route 4 Westbound Figure 35 - Route 4 Eastbound Packet Page 616 of 1050Attachment 2 Page 37 of 85

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Figure 36 - Route 4 Load by Stop
Route 4 riders spend approximately 11 minutes on the bus per trip. Except for Route 8, Route 4 is the least productive route FAST operates on weekdays and is the lowest performing route on Saturdays.

Route 4 ridership remains 40% below pre-pandemic levels.

New microtransit service would expand options for riders of this route by:
• Creating the ability to transfer to Routes 1, 3, and 6, • Improving access for residents living along Travis Boulevard, and • Dropping passengers off at the TAFB Main Gate using a smaller, more cost-efficient shuttle vehicle versus current use of a larger, mostly empty bus needing to pass through base security.

There have already been discussions initiated with TAFB personnel to work through any negative impacts from FAST no longer providing service on TAFB. FAST vehicles would still enter a side gate entrance to drop passengers off at David Grant Medical Center.

0 0.5
1 1.5
2 2.5
LoadAM Peak Midday PM Peak
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REPLACE ROUTE 8 WITH MICROTRANSIT

Route 8 is a local route, serving the Cordelia area of Fairfield. Route 8 links to the rest of the FAST network via a transfer to Route 7 at the Cordelia Library. Route 8 serves the Cordelia Library, Green Valley Shopping Center, Pittman Road/Central Way Loop, Rodriguez High School, Green Valley Middle School, and the Cordelia Community Park. Route 8 operates Monday through Saturday.

Figure 39 - Route 8 Load by Stop
Route 8 riders spend an average of 10 minutes on board the bus each trip. Ridership on Route 8 is 60% lower than pre-pandemic levels.

Implementing microtransit in this area would make sense, a s outside of AM and PM hours when students ride to and from school, Route 8 is the least utilized local route in the FAST network on weekdays. Route 8 is the second least productive route on Saturdays. 0 0.2

0.4 0.6

0.8 1

1.2 1.4
LoadAM Peak Midday PM Peak
Figure 38 - Route 8 Southbound Figure 37 - Route 8 Northbound Packet Page 618 of 1050Attachment 2 Page 39 of 85

SCENARIO 2 – REVENUE RECOVERY/FEWER TRIPS PAGE 38

IMPLEMENT MICROTRANSIT SERVICE
FAST would initially deploy microtransit in two zones in Fairfield. Zone 1 would cover Cordelia/Green Valley, and Zone 2 would encompass Southeast Fairfield/Travis Air Force Base. Riders in these areas would receive more consistent, responsive service by trained and screened MV Transportation drivers who would operate city-owned and accessible 12-passenger vehicles. A microtransit technology partner is being identified to assist FAST with determining where boarding and alighting for the on-demand service would be located.

Figure 40 - Proposed Microtransit Zone Map
Routes 2, 4, and 8 would no longer operate as local fixed routes. Instead, for travel outside of these two microtransit zones, customers would transfer to FAST local fixed routes at designated stops, such as the Cordelia Library, Solano Town Center, and Smart & Final/Fairfield Walmart.

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By implementing microtransit, riders would only wait up to 20 minutes for a microtransit vehicle to arrive rather than the average 60-minute wait on most existing fixed routes. Riders would save an average of 30 minutes per day utilizing microtransit over existing fixed -route service. New service north of Air Base Parkway in Zone 2 and north of the Green Valley Shopping Center in Zone 1 would create additional points of access for residents.

As mentioned previously, FAST would continue its ongoing coordination with TAFB personnel to address the impacts of FAST no longer entering TAFB to pickup and drop-off riders.

Zone 1 – Cordelia/Green Valley
Zone 1 is in the southwest portion of FAST’s service area currently served by Route 8 and is the location of the
terminus of Route 7 at the Cordelia Library. Zone 1 would allow for ease of travel within the zone and include
connections to the Fairfield Transportation Center (FTC), Solano County Health and Human Services, Solano Town
Center, Cordelia Library, and other locations. The existing Route 7 does not provide convenient stop locations to
current and future riders. The successful microtransit
technology provider would assist FAST with determining
where boarding and alighting locations for the on-demand service are best located.

Service Span
• 6 am – 8 pm Weekdays
• 8 am – 6 pm Saturdays
• No service on Sundays
Estimated Revenue Hours per Day
• Up to 28.2 on Weekdays
• Up to 20.4 on Saturdays
Rider Experience
• Wait times of less than 20 minutes
• Travel times of less than 30 minutes
Figure 41 - Microtransit Zone 1 Map
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As Rodriguez High School in Cordelia is still a major trip generator, and microtransit service cannot support large, simultaneous loads, FAST would continue operating bus tripper service to Rodriguez High School and other Fairfield schools as needed to ensure student travel needs can be accommodated. These trippers would only operate during the school year.

Zone 2 – Southeast Fairfield/Travis Air Force Base
Zone 2 would replace current
Routes 2 and 4 and provide
service to Southeast and Central
Fairfield, plus on-demand service
to the Travis Air Force Base Main
Gate, David Grant Medical Center,
and the Fairfield-Vacaville
Hannigan Train Station. The
service would also connect riders
to key locations outside the zone
such as the Solano Town Center
and Fairfield Transportation
Center.

In a later implementation phase,
FAST would consider expanding
microtransit service north to
portions of Paradise Valley and to Paradise Valley Estates. If this occurs, an additional vehicle would be added to manage increased demand.

Service Span
• 6 am – 8 pm Weekdays
• 8 am – 6 pm Saturdays
• No service on Sundays
Estimated Revenue Hours per Day
• Up to 28.2 on Weekdays
• Up to 20.4 on Saturdays
Figure 42 - Microtransit Zone 2 Map
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Rider Experience
• Wait times of less than 20 minutes
• Travel times of less than 30 minutes

OTHER SERVICE RECOMMENDATIONS

FIRST/LAST MILE PROGRAM
Solano Transportation Authority (STA) is Solano County’s congestion management agency. Under its umbrella, STA oversees the First/Last Mile Program (First/Last Mile) contracted through Lyft.

First/Last Mile was designed to facilitate a connection with county transit including the ferry building, the two county train stations, and SolanoExpress bus stops. In Fairfield, the program covered transportation to the FTC, Suisun Valley SolanoExpress commuter bus stop, and the Fairfield-Vacaville Hannigan Train Station.

All participants are eligible for 45 rides in one calendar month. Each ride is subsidized 80% of cost per ride up to $25. Participants must reside or work within the Solano County limits and be over the age of 18. Since Lyft drivers operate as independent contractors, STA is not able to control the availability of drivers, which drivers are chosen to complete the rides participants hail, nor is STA able to control the condition of the car or the conditions that the driver puts on passengers in their car.

In March 2020, due to the COVID-19 pandemic, FAST temporarily suspended service on four local routes (Routes 2, 4, 5, and 8) for three months (March-June 2020). At that time, FAST accepted STA’s offer to temporarily expand First/Last Mile to enable those affected by the service reduction to access essential services. The locations covered by the temporary service elimination included David Grant Medical Center, Travis AFB, Food4Less (formerly FoodMaxx), Smart and Final, Fairfield Walmart, and Green Valley Shopping Center. After FAST transit services were restored in July 2020, many of these locations remained geofenced under First/Last Mile. First/Last Mile has also expanded its Fairfield locations to other medical and government facilities (Solano Community College, California Department of Motor Vehicles (DMV), Trav is AFB, Solano County Government Center, Sutter Health, NorthBay Medical Center, Kaiser Clinic, OLE Health, DaVita Dialysis, Solano County Health and Human Services, Solano Business Park, and Solano Town Center). All these locations are also served by FAST.

To avoid the perception this service is duplicating and competing with FAST’s transit, microtransit, and current 24/7 reduced local taxi program, the City Council’s COA approval would authorize the City Manager or his designee to formally notify STA to remove all current First/Last Mile ½ mile Packet Page 622 of 1050Attachment 2 Page 43 of 85

SCENARIO 2 – REVENUE RECOVERY/FEWER TRIPS PAGE 42
geofencing in the City of Fairfield and limit program services in the City of Fairfield to location to location geofencing that would only drop off or pick up riders at SolanoExpress commuter stops at the Fairfield FTC, Suisun Valley bus stop, and at the Fairfield-Vacaville Hannigan Train Station. This would again make the program consistent with how the program was initially presented and how it is operated in other Solano County cities. This formal request would be made and become effective the month following City Council approval of the COA.

SUISUN CITY MICROTRANSIT
Beginning in January 2023, Suisun City has requested its new microtransit program be allowed to enter Fairfield’s transit service area to accommodate healthcare needs of Suisun City residents. The City of Fairfield has conversely requested access to the Suisun-Fairfield Train Station and the former Suisun City Senior Center on Merganser Drive for transit and/or microtransit access. Staff from both cities are working through details on how these requests can be accommodated without duplication and competition between FAST current services and COA recommendations and Suisun City’s future microtransit service. These and other serv ice transition points will be incorporated into an agreement for consideration by the City Council of both cities in late 2022 Figure 43 - Suisun City Possible Microtransit Destinations in Fairfield Packet Page 623 of 1050Attachment 2 Page 44 of 85

SCENARIO 2 – REVENUE RECOVERY/FEWER TRIPS PAGE 43
PHASE II – JULY/AUGUST 2023
During Phase II, FAST would complete its network evolution with the restructuring of the remaining local routes and continued implementation of microtransit.

Current paratransit vehicles have been converted so Americans with Disabilities (ADA) eligible riders would also utilize accessible on-demand microtransit. Nine new twelve-passenger vehicles were approved for purchase by the Fairfield City Council in April 2022 to replace less efficient 2002 Gillig 35’ fixed-route buses.

ROUTE 1
Route 1 would be extended from Dickson Hill Road north to Manuel Campos Parkway. Current service along Dickson Hill Road and Dover Avenue would be served by the new microtransit service. Wait times in the Dickson Hill Road and Dover Avenue sections of the previous Route 1 would be between 15-20 minutes versus 30-60 minutes currently.

Route 1 would operate every 30 minutes from approximately 5:30 am until 8 pm o n weekdays and Saturdays. For sections with overlapping Route 3 service (see page 35), buses would be scheduled to arrive every 15 minutes. These changes are estimated to decrease wait times by up to 50% on weekdays and 75% on Saturdays.

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Figure 44 - Proposed Route 1 Map
ROUTE 3
Texas Street is by far the busiest transit thoroughfare in Fairfield. As shown in Figure 42, more service would be added along Texas Street on Route 1. The proposal for Route 3 is to also run al ong Texas Street in a staggered fashion with Route 1. In essence, riders would board either Route 1 or Route 3 to reach most destinations along the Texas Street corridor. Like Route 1, Route 3 would be restructured to offer more service along Texas Street to the Solano Town Center, North Bay Medical Center, and Pennsylvania Avenue, which are currently major transit travel destinations.

Riders heading to the Solano Town Center, one of the biggest trip generators in the City, would have a one-seat ride by no longer having to transfer buses.

Route 3’s current service between the Solano Town Center and Fairfield Walmart and along Dover Avenue would be replaced with microtransit. These riders would have the ability to request a vehicle at prescribed stops and experience shorter wait and travel times.

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Route 3 would operate every 30 minutes from approximately 5:45 am until 8:15 pm on weekdays and on Saturdays. For sections with overlapping Route 1 service, buses would be available every 15 minutes, decreasing wait times by up to 50% on weekdays and 75% on Saturdays.

ROUTE 6 (FORMERLY ROUTES 6 & 7)
Routes 6 and 7 would be combined to create a new Route 6 - Fairfield-Cordelia crosstown route via Travis Boulevard. The new Route 6 would operate from Travis Boulevard and Sunset Avenue to the Cordelia Library. Route 6 would serve the North Bay Medical Center, Solano Town Ce nter, Fairfield Transportation Center, Suisun Parkway, Business Center Drive, Solano Community College, Green Valley Shopping Center, and the Cordelia Library. Service to the Fairfield Civic Center would be maintained with service provided on Routes 1 and 3.

The new Route 6 would provide service to Solano County Health and Human Services, Courage Drive , and Chadbourne Road where it would allow riders to connect with Cordelia/Green Valley microtransit vehicles.

Figure 45 - Proposed Route 3 Map
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Route 6 would operate every 30 minutes from approximately 6 am until 7:30 pm on weekdays and on Saturdays. Riders on Route 6 would have 30-50% shorter wait times than on today’s Routes 6 and 7.

Figure 46 - Proposed Route 6 Map
It is recommended that new Routes 1, 3, and 6 be renumbered or rebranded altogether as part of the Phase II changes. For example, Route 3 could be renamed “Texas St via Civic Center” to better identify the corridor where the route primarily travels.

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REPLACE PARATRANSIT AND TAXI WITH CITYWIDE MICROTRANSIT The final recommended change in Phase II of FAST Forward is to replace all existing taxi and paratransit service with microtransit, effectively expanding the new on -demand service across the entire City. Currently, paratransit service is the most ex pensive per rider for FAST to operate. The City would financially benefit from lowering costs per paratransit trips.

Paratransit customers would notice almost no difference in how they currently reserve trips and interact with the service. Instead, these riders would gain added convenience by having return trips operate on-demand versus having to wait for a scheduled return trip pickup as occurs now.

Paratransit customers would also receive scheduling priority over regular microtransit customers in booking and travel time to ensure their trips are completed in accordance with ADA guidelines.

Figure 47 - Paratransit Subsidy per Passenger
$9.96 $9.59 $14.83
$5.21 $5.65 $6.85 $12.14
$51.16 $51.16
$78.11
$85.62
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
FY 2018 FY 2019 FY 2020 FY 2021Dollars
ARC Taxi Local Taxi DART
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Based on the adjacent activity map,
paratransit customers would gain
benefits during Phase I of FAST
Forward as most paratransit trips
are made in the Cordelia/Green
Valley and Southeast
Fairfield/TAFB areas. Under Phase
II, with microtransit service
expanding to Central Fairfield,
paratransit customers would
experience reduced wait and travel
times along with greater
convenience booking trips.

PROPOSED PHASE II SERVICE MAP
When the COA is fully implemented, FAST would operate faster, more frequent service along its most widely used corridors and replace underperforming routes and expensive paratransit service with microtransit. These changes would result in FAST serving major trip generators in the City of Fairfield more frequently. For example, residents from Cordelia/Green Valle y could take microtransit directly to locations within the established zone and would also allow riders to easily transfer to fixed -route service being provided more frequently on Routes 1, 3, or 6.

Figure 48 - Paratransit Activity Map
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Figure 49 - FAST Forward Phase I and II Service Map
FAST would also continue coordinating with the City’s Engineering Division to minimize and address any future transit and microtransit impacts to street and traffic corridors. However, it is expected shifting to using smaller, lighter weight shuttle vehic les will help reduce future concerns.

Microtransit Zone 3
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RECOMMENDED SERVICE HOURS
After implementing all recommended changes, FAST would evaluate returning weekday service levels to pre-pandemic levels and whether increased service on Saturdays was needed to better address resident travel needs. These combined changes address the guidelines presented earlier in this document.

FAST would expect to see a savings of $100k-$150k per year in paratransit operating costs from 2019 levels when Phase II of FAST Forward is deployed. This 10-15% savings would occur due to the reduction in paratransit per trip costs and from better, more efficient vehicle utilization.

Overall local service hours would increase over pandemic era FY 2020-21 and 2022 levels. This would be especially evident on Saturdays. Microtransit would also take the place of paratransit and local taxi as part of Phase II, which accounts for the larger increase in hours shown below in Table 5.

Table 5 - Proposed Service Plan Daily Hours
Hours 2019 2021 Phase I Phase II Fixed Route Weekday
Revenue 185.4 152.1 90.2 124.9
Platform 191.5 158.0 93.2 126.6
Saturday
Revenue 77.1 61.6 36.3 90.4
Platform 80.1 65.0 38.1 94.7 Paratransit Weekday
Revenue 43.2 14.1 28.2 0
Platform 45.9 15.3 30.6 0
Saturday
Revenue 13.3 5.9 11.8 0
Platform 14.3 6.6 13.2 0 Microtransit Weekday
Revenue 0 0 56 98
Platform 0 0 61 106.8
Saturday
Revenue 0 0 28 42
Platform 0 0 30 46
Total
Weekday Platform 237.4 173.3 184.8 233.4
Saturday Platform 94.4 71.6 81.3 140.7
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RIDER BENEFITS
When fully implemented, transit riders could expect to see a time travel savings of up to 30 minutes per day. As shown in Table 3 below, riders would also experience shorter wait times and increased single seat rides.

Table 6 - FAST Forward Journey Time Savings
Destination Origin
Current Proposed Changes Savings
Journey
Time* Transfers Journey
Time Transfers Journey
Time Transfers
Solano
Community
College
E Travis Blvd./
Sunset Ave. 82 1 65 1 -17 0
Marigold Dr./ N.

Texas St. 70 1 51 0 -19 -1
Heath Dr. & Brenton
Dr. 59 1 58 1 -1 0
Solano
County
Health &
Human
Services
E Travis Blvd./
Sunset Ave. 69 1 50 0 -19 -1
Marigold Dr./ N.

Texas St. 57 1 45 1 -12 0
Heath Dr. & Brenton
Dr. 57 1 41 1 -16 0
Green
Valley
Shopping
Center
E Travis Blvd./
Sunset Ave. 98 2 75 1 -23 -1
Marigold Dr./ N.

Texas St. 84 1 68 0 -16 -1
Heath Dr. & Brenton
Dr. 73 1 63 1 -10 0
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RIDER BENEFITS PAGE 52
Travis Blvd/
Oliver Rd
E Travis Blvd./
Sunset Ave. 57 1 34 0 -23 -1
Marigold Dr./ N.

Texas St. 61 1 44 1 -17 0
Heath Dr. & Brenton
Dr. 32 0 18 1 -14 1
Solano
Town
Center
E Travis Blvd./
Sunset Ave. 38 0 30 0 -8 0
Marigold Dr./ N.

Texas St. 44 1 23 0 -21 -1
Heath Dr. & Brenton
Dr. 21 0 13 0 -8 0
*Journey time is defined as roundtrip travel time plus waiting, including transfers.

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FARE RECOMMENDATIONS PAGE 53

FARE RECOMMENDATIONS
Under the proposed fare structure, the single ride local and microtransit fare would increase from $1.75 to $2.00. This is in line with similar sized systems with comparable service offerings. Please see the Fare Review section for more details.

Discounts for youth and seniors would adjust in line with the existing fare structure. Microtransit service would not have any discounts for youth or senior riders. The federal half -fare rules require that cash fares on local service be discounted 50% for certai n riders. Microtransit service is not required to observe the federal half-fare rule.

The 31-day pass would increase to $80. This represents a 40 multiplier, which is higher than the existing multiplier. A multiplier is defined as the number of rides a passenger will make on average.

This is derived by dividing the pass price by the single ride fare. For FAST’s 31 -day pass, the proposed multiplier ($80/$2.00) represents a multiplier of 40. Currently, the multiplier is 34. DART fares would increase in line with local service to $4.00 for a single ride and $40 for a 10 -ride pass. Paratransit customers using microtransit would access in-advance scheduling and curb-to-curb service for a $4.00 fare.

Table 7 - Proposed Fare Structure
Fare Type Adult
(19-64)
Youth
(6-18)
Senior
(65+/Disabled/Medicare)
Microtransit Single Ride (Cash) $2.00 $2.00 $2.00
Fixed-Route Single Ride (Cash) $2.00 $1.75 $1.00
Microtransit/Fixed-Route 31-
Day Pass $80.00 $70.00 $40.00
Paratransit Single Ride $4.00 N/A N/A
Paratransit 10-Ride Pass $40.00 N/A N/A

RIDERSHIP AND REVENUE MODELING
The Simpson-Curtin Elasticity Model was used to estimate future ridership and revenue. The model estimates that when fares are increased by 10%, there would be a corresponding 3% ridership drop.

Further information on the modeling undertaken for FAST Forward can be found in the Fare Review section of this report.

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FARE RECOMMENDATIONS PAGE 54
Under the proposed fare structure, fares would increase approximately 14.3%. A 4% ridership drop could occur should rider elasticity peak. However, when comparing ridership across the peer systems in California who have also increased fares, a smaller 0.95% drop occurred. Based on these factors, it is reasonable to conclude the rider elasticity drop would initially be between 0.95% (Low) - 4% (High). As the new service options are marketed and seen as a convenient affordable option, it is expected ridership will again increase.

Using Table 7’s proposed fare structure, Table 8 outlines the projected key financial indicators.

Table 8 - Ridership and Revenue Projections
Mode Average
Fare
Farebox
Recovery Ridership Fare
Revenue
Subsidy
per Passenger
Low High Low High Low High Low High
Local $1.40 13% 14% 503,625 521,164 $705,075 $729,629 $8.84 $9.20 DART $2.80 10% 11% 20,960 21,960 $60,733 $58,689 $22.17 $23.04 Micro $1.80 12% 12% 48,000 50,000 $86,400 $90,000 $12.84 $13.33

Based on the above projections, initial farebox recovery would increase to between 13%-13.5%, which would be an increase of 14%-16% over 2019 levels (including the upcoming loss of Suisun City transit ridership). The ridership drop on the low end would be negligible versus 2019 levels.

Based on the microtransit system peer review completed as part of FAST Forward, this report recommends a $2.00 fare for microtransit with no discounts for youth and Senior/Disabled/Medicare (SDM) eligible riders. The average fare for microtransit is higher than that for local service because there would be no discounts for youth and SDM riders. This fare consist ency would also minimize complications when riders transfer between the fixed-route system and the microtransit system.

How would the deployment of service change by mode? Geography or route? And Time of Day?
As shown above, service would be added to the key areas where demand has increased since the pandemic began. Additionally, service would be added along the major arterials that connect most of the City to provide faster, more frequent travel throughout the city.

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FARE RECOMMENDATIONS PAGE 55
How would equity priority communities be considered under each scenario? As shown above, the changes in Scenario 2 are targeted at improving equity and access in central Fairfield and priority communities that connect to there.

How would these revenue constraints impact staffing and budgeting? As with Scenario 1, no changes in staffing or budgeting are expected under this scenario. Essentially, with service levels staying flat, and ridership increasing due to improved service quality, as long as funding levels can stay in line with inflation, the City should not face any sort of reductions in staffing.

How would different service levels impact fleet requirements or spare ratios? The City is already procuring vehicles for the new microtransit service and will retire vehicles as per their fleet replacement plan. No impacts to fleet requirements or spare ratios are expected.

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SCENARIO 3 – SOME PROGRESS PAGE 56

SCENARIO 3 – SOME PROGRESS
How would priorities and goals change with revenue constraints? What would inform or trigger service change decisions?
Under this scenario, FAST’s operating costs would exceed what is forecasted in the City budget.

Under Scenario 3, the City would need to consider all options to maintain high quality service for its riders. In this scenario, ridership is projected to drop from pandemic level lows. Service levels would need to contract as well, albeit at a less than 1% per year. The key issue with Scenario 3 is that the City would be unable to enact its service quality improvement plan referenced in Scenario 2.

How much service would be available?
Figure 50 – Service Hour Changes by Year

Service is estimated to contract an average of 1% per year due to rising costs related to inflation and the City’s operating contract. While this is a small change, the larger impact is that no additional service would be added to growing areas around the City.

How would the deployment of service change by mode? Geography or route? And by Time of Day?
Deployment of service would not radically change. The general construct of the current routes would stay intact. Headways would remain at current levels.

66,44259,893 56,306 52,937 49,774 46,804 CURRENT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Packet Page 637 of 1050Attachment 2 Page 58 of 85

SCENARIO 3 – SOME PROGRESS PAGE 57

How would equity priority communities be considered under each scenario? Equity priority communities would not receive any additional services. However, as shown in Figure 30, the majority of the communities are currently served, however, no additional service would be added to Cordelia/Green Valley.

How would these revenue constraints impact staffing and budgeting? No changes to staffing or budgeting would be expected under this scenario.

How would different service levels impact fleet requirements or spare ratios? There would be no impact to spare ratios, and the City would adhere to its current fleet replacement plan.

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APPENDIX 1 POPULATION AND DEMOGRAPHICS PAGE 58

APPENDIX 1 POPULATION AND DEMOGRAPHICS
The City of Fairfield is in Solano County California. It is also the county seat for the County. Reaching its highest population of 118,043 in 2021, it is the 55th largest city in California and the 248th largest city in the United States. The City is currently growing at a rate of 0.39% annually, and its population has increased by 12.08% since the most recent census, which recorded a population of 105,321 in 2010. Spanning over 41 square miles, Fairfield has a population density of 2,866 people per square mile and approximately 38,000 housing units as of 2020.

Plan Bay Area 2040 projects 33% of Solano County’s job growth from 2010 to 2040 will be in Fairfield.

It is projected Fairfield will gain nearly 8,000 additional employed residents and 10,000 additional jobs by 2040. The jobs will be concentrated in healthcare, education, recreation, information, government, and construction.
105,321
111,485 114,101
119,980
126,900
100,000
105,000
110,000
115,000
120,000
125,000
130,000
2010 2015 2018 2030 2040
2010, 49,615
2040, 57,160
2010, 40,230
2040, 50,035
2010, 10,945 2040, 16,080
2010, 9,340 2040, 13,000
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
2010 2015 2025 2030 2040
Employed Residents Total Jobs
Health, Education & Recreation Jobs Information, Gov and Construction Jobs Figure 51 - Fairfield Project Population Growth
Figure 52 - Fairfield Projected Job Growth
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APPENDIX 1 POPULATION AND DEMOGRAPHICS PAGE 59

Figure 53 - Regional Population Map

POPULATION
Fairfield and Suisun City’s population is concentrated in the core of the service area, centered on both Texas Street and Pintail Drive. There are concentrations of development towards Vacaville as well as in the Cordelia and Green Valley areas of Fairfield.

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APPENDIX 1 POPULATION AND DEMOGRAPHICS PAGE 60

Figure 54 - Regional Employment Map

EMPLOYMENT
Fairfield and Suisun City’s employment sector is largely concentrated in Fairfield. The area’s largest employers are located on an existing FAST local route except for the main offices of the Fairfield- Suisun Unified School District. Travis Air Force Base is the largest employer in Fairfield and Suisun City.

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APPENDIX 1 POPULATION AND DEMOGRAPHICS PAGE 61

Figure 55 - Regional School Map

DEMOGRAPHICS
73% of Fairfield residents identify as a race other than white alone, which is above Solano County’s 65% who identify as the same. The population in Fairfield also has 2% higher median income than Solano County and 10% higher than California. 8.6% of residents live below the poverty line, and an additional 17% live below the annual median income of just over $86,000.

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APPENDIX 1 POPULATION AND DEMOGRAPHICS PAGE 62

Table 9 - Population and Demographics
Population and Demographics California Solano County Fairfield Total Population 39,237,836 451,716 119,881
Age
Under 18 8,828,513 99,378 29,970
Over 65 5,807,200 73,630 15,704
Commuting
Drive Alone 13,146,038 172,752 44,432
Take Public Transit 843,498 6,471 1,195
No Vehicles Available 2,746,649 7,537 1,946
Disabled Population 6,734,666 52,311 13,682
Ethnicity
White Alone (not Hispanic) 14,321,810 168,038 35,844
Black Alone 2,550,459 66,854 20,020
Asian Alone 6,081,865 73,178 19,421
Hispanic Alone 15,459,707 123,318 35,725
Two or more races 1,569,513 32,072 12,827
Housing
Total Housing Units 14,366,336 160,366 40,539
Housing Units in multi-unit structures 4,527,186 36,079 9,520 Average household size 2.94 2.87 3.12
Owner-occupied housing units 7,420,725 99,587 23,918
Income
Median Household Income $ 78,672 $ 84,638 $ 86,204 Individuals living below the poverty line 4,512,351 42,010 10,310 Less than $20,000 744,552 13,790 3,058
$20,001-$50,000 1,707,621 27,956 7,073
$50,001-$100,000 3,623,861 47,547 11,639
>$100,000 5,201,713 67,204 16,356

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APPENDIX 2 SERVICE OVERVIEW PAGE 63

APPENDIX 2 SERVICE OVERVIEW
Figure 56 - Route Overview and Span of Service
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APPENDIX 2 SERVICE OVERVIEW PAGE 64

TRANSIT SERVICES PROVIDED

LOCAL FIXED ROUTE
Route 1 begins at the Fairfield Transportation Center (FTC) at 2000 Cadenasso Drive near I-80 on the west side of the City of Fairfield. It heads east, serving the Fairfield Civic Center Library, Fairfield City Hall, and Armijo High School. It then heads north to serve various retail, Fairfield Walmart, and Fairfield High School before heading south back to the FTC via a symmetrical route.

Route 2 starts at the Solano Town Center mall which is also near Kaiser Permanente Medical Offices and NorthBay Medical Center. The route then heads east following Travis Boulevard and East Tabor Avenue, servicing the Fairfield-Suisun Adult School, various retail and grocery stores, and a large area of residential homes. The route then proceeds to the Fairfield-Vacaville Hannigan Train Station which offers connections to Amtrak’s Capitol Corridor train service. Route 2 then returns west back to the Solano Town Center mall via a symmetrical route.

Route 3 begins at the FTC. It then heads northeast, servicing the Solano Town Center mall and nearby medical offices. It then proceeds to service the Smart & Final grocery store, Fairfield Walmart, and Fairfield High School. The route then turns back and heads southwest along a similar route to end back at the FTC.

Route 4 starts at the Smart & Final grocery store, adjacent to Fairfield Walmart. The route heads east via Cement Hill Road, providing service to residential areas and Laurel Creek Park. It then turns south onto Clay Bank Road, serving numerous Solano County serv ices including Solano County Special Education. The route serves the residential areas along East Tabor Ave nue, then heads northeast to serve Travis Air Force Base, the Air Force Inn, and David Grant US Air Force Medical Center. Route 4 then heads back west along a symmetrical route back to the Smart & Final grocery store.

Route 5 begins at the FTC. It heads east, servicing Allan Witt Park, industrial warehouses and retail, and a residential area before heading southeast to Suisun City. The route then has s tops at the Suisun-Fairfield Train Station, with connections to Amtrak’s Capitol Corridor trains, before continuing on to Suisun City City Hall. Route 5 continues on to serve Crystal Middle School before turning around at the Suisun Senior Center near Heritage Park, Sunset Center, and the Suisun City Post Office. The route then follows a symmetrical route back to the FTC.

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APPENDIX 2 SERVICE OVERVIEW PAGE 65
Route 6 starts at the Solano Town Center mall near Kaiser Permanente Medical Offices and NorthBay Medical Center. It heads south to the City of Fairfield’s Adult Recreation Center then heads east towards the Fairfield Civic Center Library and Fairfield City Hall. The route then turns north and heads east on Travis Boulevard, serving numerous retail and residential areas. The route then heads south to serve the Suisun Senior Center. The route then returns along a symmetrical route to Solano Town Center.

On weekdays limited service is extended from the Suisun Senior Center on to Suisun City residential areas, the Salvation Army Kroc Community Center, Montebello Vista Park, Suisun City Walmart, and Lawler Ranch Park.

Route 7 provides service to the west from the FTC. The route first heads south to Solano County Health and Social Services, various commercial and industrial businesses along Cour age Drive, and the Sutter Fairfield Medical Campus. It then heads southwest parallel to I-80. Route 7 then stops at the Solano Community College before ending at Cordelia Library near Costco and other retail. The route then heads east back to the FTC via a symmetrical route.

Route 8 begins at the Cordelia Library near Costco and the Green Valley Shopping Center. It then serves the commercial buildings, hotels, and medical offices on Central Way adjacent to I -80 before heading south to Fulton Drive, Watt Drive, and Rodriguez High School. The route then heads further south to serve the neighborhoods around Oakbrook Elementary School and Cordelia Hills Elementary School. At this point it returns back to the Cordelia Library via a slightly different route through the neighborhoods for better coverage.

DART ADA PARATRANSIT
DART is the complementary ADA paratransit service provided by FAST for transit users with disabilities that prevent them from using FAST’s fixed routes. DART operates during the same hours as FAST’s local service.

Riders can call DART to schedule an origin-to-destination shared ride trip anywhere within ¾ mile of a fixed route. Rides can be booked from one to seven days in advance and same day trips may be available if capacity allows.

To become eligible, riders must apply for the paratransit service via the S olano County Paratransit Eligibility Center. The application consists of an in-person eligibility assessment and must be completed before riding.

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APPENDIX 3 FARE STRUCTURE PAGE 66
APPENDIX 3 FARE STRUCTURE
FY 2019
Prior to the COVID-19 pandemic,
FAST’s local fares were $1.75 for an
Adult fare. A more detailed
description of FY 2019 fares is
outlined in Figure 57.

FAST operated the SolanoExpress
Green Express, with a single-ride
fare of $5.75. In April 2022, the
Green Express began being
operated by SolTrans, the route
was renamed the Green Line, and
the fare decreased to $5.

FAST also operated the
SolanoExpress Blue Line. A Blue
Line single ride fare was $5. In
August 2022, the Blue Line began
being operated by SolTrans.

FY 2020-2021
At the beginning of the COVID-19 pandemic, FAST, along with other regional operators and providers across the world, ceased fare collection to limit interaction between drivers and passengers.

FAST’s local fixed route and DART service operated zero-fare from March 25, 2020, to June 1, 2021.

The SolanoExpress Blue and Green Express lines were fare-free from March 25, 2020, to June 15, 2020.

FY 2022

LOCAL FIXED ROUTE
FAST offered three fare categories with three price levels for each category. As shown in Table 10.

Adults paid either $1.75 for a single ride, $17.50 for a 10-ride pass, or $60 for a 31-day pass.

Figure 57 - Fare Structure
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APPENDIX 3 FARE STRUCTURE PAGE 67
Youth aged 6 to 18 paid either $1.50 for a single ride, $15 for a 10-ride pass, or $50 for a 31-day pass.

Up to two children ages 5 and under could ride free with a paying adult.

Seniors (ages 65 and up), disabled, and Medicare passengers paid either $0.85 for a single ride, $8.50 for a 10-ride pass, or $30 for a 31-day pass. To qualify for this reduced fare, a passenger must show the driver a qualifying ID at time of purchase and when boarding.

Table 10 – Current Fixed-Route Fares
Passenger Type Single Pass 10-Ride Pass 31-Day Pass
Adult $1.75 $17.50 $60
Youth (ages 6-18) $1.50 $15 $50
Reduced* $0.85 $8.50 $30
* Seniors (ages 65 and up), Disabled, and Medicare passengers are eligible.

Effective August 6, 2022, FAST no longer offers single -ride or 10-ride paper passes for local fixed route. However, these fare types may still be purchased using FAST’s Token Transit mobile application.

DART PARATRANSIT
FAST’s DART paratransit service offers a fixed fare of $3.50 per ride. DART riders also have the option of purchasing a $35 Stored Value paper pass (10 single ride trips).

SOLANO EXPRESS
In FY 2023, SolanoExpress passengers still have the ability to purchase passes on Clipper at the Fairfield Transportation Center for travel Outside Solano County. These Outside Solano County Clipper passes work on the Blue, Yellow, Red, and Green Lines. The chart below outlines the current fare categories.

Using the one transfer available on Clipper, SolanoExpress passengers may also transfer to FAST local service with no additional fee being charged.

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APPENDIX 3 FARE STRUCTURE PAGE 68
Table 11 – Current SolanoExpress Fares
Passenger
Type
Single
Ride
(In
County)
Single Ride
(Outside
County)
Day Pass
(In
County)
Day Pass
(Outside
County)
31-Day
Pass
(In
County)
31-Day Pass
(Outside
County)
Adult $2.75 $5.00 $5.50 $10.00 $70.00 $114.00
Youth
(ages 6-18) $2.00 $4.00 $4.00 $8.00 N/A N/A
Reduced* $1.35 $2.50 $2.75 $5.00 $35.00 $57.00
* Seniors (ages 65 and up), Disabled, and Medicare passengers are eligible.

CLIPPER CARD
Clipper Card is the electronic fare payment system utilized by the majority of transit agencies in the nine-county San Francisco Bay region. Clipper is either used as a physical card or added to a mobile wallet and used through on a mobile phone.

FAST uses Clipper Cards as a tap and pay option of paying for cash fares. A 31-day pass option is also available through the Clipper Card. The Card also allows for one free transfer to other FAST routes within one hour of initial boarding.

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APPENDIX 4 PEER REVIEW PAGE 69
APPENDIX 4 PEER REVIEW
A Peer Review is a process used to evaluate the
performance of a transit system against
agencies with similar operating environments.

Peer agencies were selected based on a range
of criteria including population, service area
size, ridership, and annual service hours and
miles. All ten peer agencies came from the
state of California and share geographic
similarities to FAST.

Each Key Performance Indicator (KPI) was reviewed and compared to FAST’s fixed route and paratransit service types provided by FAST.

Data was pulled from the 2019 National Transit Database archives. A special COVID -19 impacts section is listed at the end of the report.

PEER SELECTION
FAST’s service and performance was compared to similarly sized transit agencies including:
• Modesto Area Express (MAX) – Modesto, CA
• Yolo County Transportation District (YCTD) – Woodland, CA
• Napa County Transportation and Planning Agency
(NCTPA) – Napa, CA
• Transit Joint Powers Authority for Merced County (The Bus) – Merced, CA
• Livermore/Amador Valley Transit Authority (LAVTA) –
Livermore, CA
• The Eastern Contra Costa Transit Authority (Tri Delta) – Antioch, CA
• Santa Clarita Transit (SCT) – Santa Clarita, CA
• Solano County Transit (SolTrans) – Vallejo, CA
Fairfield and City of Suisun City
While operating fewer miles and
carrying fewer riders, FAST does so just
as effectively and efficiently as the peers
when looking at revenue and cost
figures. The tables below provide the
fixed route system peer review for FAST
All agencies in the peer group operated
some form of fixed route service.

FAST operates 67% fewer hours than
its peers.

The UZA population of the Fairfield
and Suisun City region is 505,849,
which is twice the median of 252,000.

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FIXED ROUTE (LOCAL) SERVICE PEER REVIEW PAGE 70
Figure 59 - Unlinked Passenger Trips per Capita

FIXED ROUTE (LOCAL) SERVICE PEER REVIEW

EFFECTIVENESS
FAST local fixed-route (Local) services carried over 526,000 passenger trips in 2019, a decrease of 8% from 2018 and that continued a downward trend that began in 2015.

The COA has focused its recommendations on the average passenger trips per capita due to the large size of the UZA. With a UZA population of 505,849 – FAST’s services should carry approximately two times more riders when compared to its peers. This surmises there is a large car culture in the service area, but it is also serves as a positive indicator that there is untapped new rider potential.

526,175
2,182,079
1,187,499
864,352 898,784
1,660,443
1,825,574
2,137,959
688,167
150,129 284,322
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT

1.04 8.04

2.25 6.26 6.56 7.03

5.64 8.47

4.60 1.76

0.52 0.00

1.00 2.00

3.00 4.00

5.00 6.00

7.00 8.00

9.00 FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT FAST passengers
per capita is the
2nd lowest of the
peer group at 1.04
per capita

FAST
passengers per
capita is the 2nd
lowest of the
peer group at

1.04 per capita

FAST
FAST ridership has
declined 22% the
past five years.

Figure 58 - Unlinked Passenger Trips
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FIXED ROUTE (LOCAL) SERVICE PEER REVIEW PAGE 71
Figure 60 - Passengers per Revenue Hour

When looking at FAST’s effectiveness, the data highlighted two interesting points. First, FAST is slightly below the average productivity when looking at how many passengers per hour are carried on the local fixed route, and second, the system is appropriately sized to meet the current ridership demands. We glean this by looking at passengers per mile. The fixed route metric of 0.76 is just slightly below the peers.

10.30 13.29

11.74 12.55

7.82 13.20

12.03 16.03

12.06 5.80 6.67

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00

16.00 18.00
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT

0.76 1.17

0.60 0.79

0.52 0.96 0.94

1.08 1.12

0.44 0.36

0.00 0.20

0.40 0.60

0.80 1.00

1.20 1.40
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT

FAST passengers
per revenue hour is
roughly 15% below
the median

FAST
passengers per
revenue hour is
roughly 15%
below the
median

FAST
passengers per
revenue hour is
roughly 15%
below the
median

FAST
passengers per
revenue hour is
roughly 15%
below the
median

FAST
passengers per
revenue hour is
roughly 15%
Figure 61 - Passengers per Revenue Hour per Capita
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FIXED ROUTE (LOCAL) SERVICE PEER REVIEW PAGE 72

When looking at FAST’s fixed-route operations, we look at miles and hours operated and the overall system speed. Overall, FAST does run one of the smallest operations both in terms of miles and hours operated. When looking at this per capita, FAST operates 80% less serv ice than its peers. One additional area to address in the COA recommendations is system speed , which is defined as the speed at which the vehicles travel when in service. System speed is a key factor in overall passenger travel time. FAST’s fixed routes currently operate 4% slower than its peers on average. Since 2014, system speed has been reduced by 33%. This indicates that growing congestion is a factor for FAST.

52,798
168,311
110,575
85,242
122,460
137,234
173,050
141,206
63,014
25,885
42,651
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT

13.55 11.31

19.46 15.79 15.13

13.70 12.77

14.84 10.78

13.32 18.67

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00

16.00 18.00

20.00 FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT Figure 62 - Vehicle Hours
Figure 63 - System Speed (MPH)
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FIXED ROUTE (LOCAL) SERVICE PEER REVIEW PAGE 73

EFFICIENCY
Efficiency is measured by revenue and cost comparisons. When looking at the metrics in Figures 7 and 8, it is clear FAST’s fixed-route services operate as it should when compared to its peers.

11%
16%
18%
10%
13%
15%
9%
12%12%
3%
11%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

18.00%

20.00%
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT $7.69 $8.13
$5.94 $6.26
$5.04
$8.85 $9.24
$7.70
$10.32
$9.11
$4.53
$0.00
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT Figure 64 - Farebox Recovery Ratio
Figure 65 - Cost per Revenue Mile
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FIXED ROUTE (LOCAL) SERVICE PEER REVIEW PAGE 74

$8.97
$5.81
$8.09 $7.09 $8.49 $7.78 $8.88
$6.28
$8.14
$20.32
$11.28
$-
$5.00
$10.00
$15.00
$20.00
$25.00
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT $104.19
$91.98
$115.67
$98.81
$76.20
$121.26 $117.91 $114.23 $111.23
$121.26
$84.50
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT $10.12
$6.92
$9.85
$7.87
$9.74 $9.19 $9.80
$7.13
$9.23
$20.91
$12.68
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
FAST MAX Yolo Napa The Bus LAVTA Tri Delta SCT SolTrans TRACER StaRT Figure 66 - Subsidy per Passenger
Figure 67 - Cost per Revenue Hour
Figure 68 - Cost per Passenger
Packet Page 655 of 1050Attachment 2 Page 76 of 85

FIXED ROUTE (LOCAL) SERVICE PEER REVIEW PAGE 75

FAST’s overall cost per passenger is just above the average of all the peer agencies. Cost per passenger is an average of total operating costs divided by total passengers.

Packet Page 656 of 1050Attachment 2 Page 77 of 85

PARATRANSIT SERVICE PEER REVIEW PAGE 76

PARATRANSIT SERVICE PEER REVIEW
FAST paratransit service carried nearly 22,000 passenger trips in 2019, a decrease of 13.5% from 2018, and eliminating the ridership growth of 2.5% from 2014 – 2018. All agencies in the peer group saw an average decline of 18% during the pandemic. FAST’s paratransit ridership declined 36%, however, many of the riders used the taxi program instead of FAST’s traditional paratransit option.

Figure 69 - Passenger Trips

Figure 70 - Passenger Trips per Capita
Packet Page 657 of 1050Attachment 2 Page 78 of 85

PARATRANSIT SERVICE PEER REVIEW PAGE 77

FAST’s service area per the NTD includes portions of the region that are not currently serviced by either fixed route or paratransit and as a result, the trips per capita are artificially deflated. In terms of population, FAST’s trips per capita are in line with the peer group.

FAST operates approximately 60% fewer revenue hours than the peer group. FAST’s annual average of just over 11,000 annual hours compares to the peer group’s average of approximately 29,000 annual hours. The peer group reduced service hours by an average of 12% due to the pandemic.

FAST reduced service almost 29% during the same time.

Figure 71 – Annual Revenue Hours

FAST operates approximately 53% fewer revenue miles on average compared to the peer group.

Much of this has to do with riders who use local taxi and fixed route. On average systems in the peer group reduced revenue miles by 18% due to the pandemic.

Figure 72 – Annual Revenue Miles

Packet Page 658 of 1050Attachment 2 Page 79 of 85

PARATRANSI T SERVICE PEER REVIEW PAGE 78

EFFECTIVENESS
When looking at FAST’s paratransit effectiveness, we look at average trip length, passenger trips per hour and the overall system speed.

When looking at average trip length, the average trip was approximately 8.6 miles for the peer group.

FAST’s trips are 9% longer at almost 9.3 miles per trip. Average trip length dropped by approxi mately 11% for the peer group during the pandemic.

Figure 73 - Average Trip Length

Another measure of effectiveness is productivity which is measured by passenger trips per revenue hour. The average productivity of the peer group is 2.9 passengers per hour. FAST’s productivity is approximately 38% below that at 1.8 passengers per hour. Most systems did not see a significant reduction in productivity due to the pandemic indicating that service hours reduced in proportion to usage.

Figure 74 - Passenger Trips per Revenue Hour

Packet Page 659 of 1050Attachment 2 Page 80 of 85

PARATRANSIT SERVICE PEER REVIEW PAGE 79

An area of paratransit operations that affects rider experience is system speed. The higher the system speed the shorter wait and travel times are. This is especially critical for in-advance scheduling native to paratransit service. FAST’s average system speed of 16.4 mph is in line with the average of the peer group at 16.8 mph. Overall, the systems in the peer group did see a small decrease in system speed during the pandemic, which was likely due to less travel occurring.

Figure 75 - Average System Speed

EFFICIENCY
Service efficiency is a measurement of cost compared to benefit and results. The key metrics used to measure paratransit service efficiency are farebox recovery ratio, cost per passenger trip, cost per hour and cost per mile. Farebox recovery ratio is measured by comparing fare revenue to operating costs. Farebox recovery for the peer group was approximately 13%, indicating that 13% of all operating costs are covered by passenger fares. FAST’s farebox recovery averaged 8% over the past three years. It should be noted all the peer agencies did not charge fares for a period of 2020. As a result, the average reduction in farebox recovery due to the pandemic was 13%.

Packet Page 660 of 1050Attachment 2 Page 81 of 85

PARATRANSIT SERVICE PEER REVIEW PAGE 80

Figure 76 - Farebox Recovery Ratio

From a cost standpoint the peer group averaged $113 per hour for their paratransit system. On average this amount increased 18% during the pandemic. This indicate s that while the peer group did reduce service, many fixed costs did not decrease, and new costs for items such as PPE or special driver wages drove costs up. For example, FAST’s costs in 2018 and 2019 average $103 per hour, in 2020, this increased to $143 per hour. As a result, FAST’s costs were approximately 3% higher per hour than the peer group.

Figure 77 - Cost per Hour

Similarly, to cost per hour, costs per trip for all peer agencies increased an average of 25% during the pandemic. Prior to 2020, the peer group averaged $48 per trip, this increased to $60 in 2020. FAST’s cost was approximately 24% higher than the peer group at $65 per trip. However, much of that increase is due to costs during the pandemic. FAST’s costs prior to 2020 were only $55 per trip, or 16% higher than the peer group.

Packet Page 661 of 1050Attachment 2 Page 82 of 85

PARATRANSIT SERVICE PEER REVIEW PAGE 81

Figure 78 - Cost Per Trip

When looking at paratransit service efficiency, reviewing costs per mile is critical as this measure can provide input on how effective AND how efficient the service is. A higher cost per mile combined with longer trips makes for a much more expensive service. FAST’s costs are approximately 9% lower than the peer group average at approximately $7 per mile on average. All systems saw a significant increase due to the pandemic with average costs increasing 48% per mile. FAST’s costs increased 50% per mile during this period.

Figure 79 - Cost per Mile

Packet Page 662 of 1050Attachment 2 Page 83 of 85

COVID -19 IMPACTS ON MOBILITY PAGE 82

Figure 80 – Mobility Trends between 2021-2022

Figure 81 – Mobility Trends between 2021-2022

COVID-19 IMPACTS ON MOBILITY
COVID-19 has had wide ranging impacts on travel patterns, leading to significant drops in ridership on all public transit-related services, and increases in other modes of travel, such as driving and walking. FAST saw drops in ridership on commuter routes (81%), paratransit (82%), and local fixed route (77%), that was roughly in line with what many peer agencies experienced.

Every agency across Solano County has been heavily impacted by COVID -19 and the stay-at-home orders that followed. While much of the riding public is now able to telecommute, we are beginning to understand how COVID 19 has shifted demographics and the pan demic’s overall effect on travel patterns.

When looking at overall mobility trends in Solano County for the past five quarters, travel to work remained approximately 30% below pre-pandemic peak. This was countered by residential travel increasing more than 15%. This indicated work from home continues to be a major variable in commuting patterns. Travel to retail and grocery were all slightly below pre-pandemic levels. Transit usage remained 40% lower than pre-pandemic levels.
-80
-60
-40
-20
0 20
40 Retail Grocery Transit Work Residential
Figure 80 - Mobility Trends from 2021-2022

Figure 80 - Mobility Trends from 2021-2022
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COVID -19 IMPACTS ON MOBILITY PAGE 83

Figure 163 – Mobilit COVID-19 Ridership
Decrease 2022

Figure 164 – Mobilit COVID-19 Ridership
Decrease 2022

Figure 162 - COVID-19 Ridership Decrease

The changes in ridership and travel patterns post-COVID further support the benefit of FAST pursuing Scenario 2. Scenario 2 will provide the City of Fairfield with an opportunity to modernize its transit system and best respond to the needs of current and future riders. -81%-56%-75%-76%-100%-82%-58%-55%-53%-66%-77%-51%-73%-79%-100%-100%-77%-57%-74%-82%-67%-80%-66%-60%-71%-100%-100%-100.00% -90.00%
-80.00%
-70.00%
-60.00%
-50.00%
-40.00%
-30.00%
-20.00%
-10.00%

0.00%
FAST MAX YOLO NAPA THE BUS LAVTA TRI DELTA SCT SOLTRANSTRACER STARTCOVID 19 RIDERSHIP DECREASECommuter Paratransit Fixed Route Figure 81 – COVID-19 Ridership Decrease

Figure 81 – COVID-19 Ridership Decrease
Packet Page 664 of 1050Attachment 2 Page 85 of 85

Agenda Item No: 13.

AGENDA REPORT
DATE:December 6, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
Paul V. Kaushal, Director of Public Works
Ryan N. Panganiban, Asst. PW Director/City Engineer
SUBJECT:Resolution 2022­319 of the City Council of the City of Fairfield Authorizing the Director of Public Works to Approve Conveyance of Easements to Various Utility Providers Associated with the Installation of Electric Vehicle Charging Systems on City­Owned Lands
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The construction of electrical and data communication services is required on city­owned land to facilitate the installation of electric vehicle charging systems at City facilities.  The proposed resolution authorizes the director of public works to facilitate the granting of easements which would allow the utility companies to construct and maintain necessary utility infrastructure within the easement area.

DISCUSSION
On February 15, 2022, City Council authorized a site host agreement with EV Charging Solutions, Inc. (EVCS) and an Electric Fast Charge Program contract with PG&E to install electric vehicle charging systems on city­owned lands.  A total of 33 electric vehicle chargers are proposed to be installed at the following locations:

Allan Witt Park Aquatics Center
Civic Center Parking Lots A and B
Cordelia Community Park
Fairfield Transportation Center Garage
Fairfield­Vacaville Hannigan Train Station
Laurel Creek Community Park
Oliver Road Park & Ride
Red Top Road Park & Ride
The parking lots do not currently have a sufficient source of power and data communication services to Packet Page 665 of 1050

Agenda Item No: 13.AGENDA REPORTDATE:December 6, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerPaul V. Kaushal, Director of Public WorksRyan N. Panganiban, Asst. PW Director/City EngineerSUBJECT:Resolution 2022­319 of the City Council of the City of Fairfield Authorizing the Directorof Public Works to Approve Conveyance of Easements to Various Utility ProvidersAssociated with the Installation of Electric Vehicle Charging Systems on City­OwnedLandsRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe construction of electrical and data communication services is required on city­owned land tofacilitate the installation of electric vehicle charging systems at City facilities.  The proposed resolutionauthorizes the director of public works to facilitate the granting of easements which would allow theutility companies to construct and maintain necessary utility infrastructure within the easement area.DISCUSSIONOn February 15, 2022, City Council authorized a site host agreement with EV Charging Solutions, Inc.(EVCS) and an Electric Fast Charge Program contract with PG&E to install electric vehicle chargingsystems on city­owned lands.  A total of 33 electric vehicle chargers are proposed to be installed at thefollowing locations:Allan Witt Park Aquatics CenterCivic Center Parking Lots A and BCordelia Community ParkFairfield Transportation Center GarageFairfield­Vacaville Hannigan Train StationLaurel Creek Community ParkOliver Road Park & Ride Red Top Road Park & Ride
The parking lots do not currently have a sufficient source of power and data communication services to power and operate the chargers.  Easements to Pacific Gas and Electric (PG&E) and other utility providers will be required for the installation and ongoing maintenance of the wiring, conduit, and equipment that will be installed.

The Public Works Engineering Division is currently working with PG&E and communication utility providers to identify viable power and communication sources located within the properties.  Although the easements will be located within city­owned lands, the Easement Deeds will reserve the right of the City to use and improve the easement areas for purposes that do not interfere with the utility provider’s ability to maintain and carry out other necessary activities related to their facilities. The Public Works Engineering Division will take care to ensure the easements will not interfere with the City’s plans for future improvements.

Design and permitting necessary to construct the projects are currently underway.  Installation of the electric vehicle charges is expected to begin March 2023.  Adoption of the attached resolution will authorize the Director of Public Works to facilitate the granting of easements for completion of the projects.

FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may decide not to adopt the resolution. In that case, each of the utility easements would need to be sent through the Council individually.  If the council has any questions, this process may be delayed so staff can provide the necessary background information. This delay, however, may negatively impact grant funding that has been awarded.

STAFF CONTACT
Jason Riley, Assistant City Engineer
(707) 428­7481
[email protected]
COORDINATED WITH
ATTACHMENTS:

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Approved 11/21/2022 ­ 1:56 PM
Beavers, Esther Approved 11/21/2022 ­ 2:20 PM
Beavers, Esther Approved 11/21/2022 ­ 2:33 PM
Packet Page 666 of 1050

CITY OF FAIRFIELD

RESOLUTION NO. 2022-319

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD AUTHORIZING THE DIRECTOR

OF PUBLIC WORKS TO APPROVE CONVEYANCE OF EASEMENTS TO VARIOUS UTILITY

PROVIDERS ASSOCIATED WITH THE INSTALLATION OF ELECTRIC VEHICLE CHARGING SYSTEMS

ON CITY-OWNED LANDS

WHEREAS, the City of Fairfield possesses various rights-of-way and owns the fee interest in various lands within the city; and

WHEREAS, the City Council approved a resolution on February 15, 2022, authorizing the city manager to negotiate and execute a Site Host Agreement for the installation of public-use electric vehicle chargers with Electric Vehicle Charging Solutions (EVCS) and an Electric Fast Charge Program contract with Pacific Gas and Electric (PG&E); and

WHEREAS, the agreement with EVCS and the contract with PG&E have been executed; and

WHEREAS, the City desires to convey easements over city-owned lands to various utility providers, as necessary, in conjunction with the projects.

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

Section 1. That council finds and determines that the recitals contained herein are true and correct.

Section2. That council hereby authorizes the director of public works to execute easement deeds and any other instruments necessary to implement this resolution.

Section 3. That the city clerk is hereby authorized to record said documents.

Packet Page 667 of 1050Attachment 1 Page 1 of 2

RES. NO. 2022-319