Agenda, first session — Fairfield City Council, February 21, 2023 (part 1 of 5)

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

Pursuant to AB 361 regarding public meetings held during the COVID19 emergency, councilmembers may attend via teleconference. Members of the public can observe the meeting on Comcast Cable Channel 26, ATT UVerse 99, and webstreamed live at www.youtube.com/user/FFCATV/live . The public may join the meeting via Zoom at https://fairfieldca.zoom.us/j/89060213840?pwd=UUd0WlpEMStLemcxbld4dzVMK3Z5dz09 or via phone (408) 6380968, Webinar ID: 890 6021 3840, Passcode: 7074287400 CALL TO ORDER 6:00 PM
ROLL CALL
Councilmember Doug Carr
Councilmember Doriss Panduro
Councilmember Scott Tonnesen
Councilmember Rick Vaccaro
Councilmember K. Patrice Williams
Vice Mayor Pam Bertani
Mayor Catherine "Cat" Moy
INVOCATION Imam Faridbeg Mirza, Islamic Center of Fairfield PLEDGE OF ALLEGIANCE
COUNCIL REPORTS
CITY MANAGER REPORT
Packet Page 1 of 765

CONSENT CALENDAR
All matters listed on the Consent Calendar are to be approved with one motion unless a member of the City Council or the public requests that separate action be taken on a specific item.

1.Resolution 202321 of the City Council of the City of Fairfield Reconsidering and Authorizing Public Meetings to be Held Via Teleconferencing Pursuant to Government Code Section 54953(e) and Making Findings and Determinations Regarding the Same Recommended Action
Adopt resolution.

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

2.Resolution 202322 of the City Council of the City of Fairfield Authorizing the City Manager to Execute an Agreement for Overtime Compensation Owed to Employees Represented by Fairfield Police Management Association
Recommended Action
Adopt resolution.

Funding Source
$120,592.13; General Fund
Contact:Farbod Pirouzmand, (707) 4287397
a

3.Resolution 202323 of the City Council of the City of Fairfield Approving a Contract with Alliant Insurance Services as the Broker for Employee Health and Welfare Benefit Programs Recommended Action
Adopt resolution.

Funding Source
$276,000; General Fund
Contact:Farbod Pirouzmand, (707) 4287397
a

4.Resolution 202324 of the City Council of the City of Fairfield Authorizing the City Manager to Execute a Funding Agreement Between the City of Fairfield and the City of Vacaville for the Exchange of $1,500,000 in Regional Transportation Impact Fee Funding for Jepson Parkway Improvements
Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Jason Riley, (707) 4287481
a

5.Resolution 202325 of the City Council of the City of Fairfield Suspending Competitive Bidding and Authorizing the City Manager to Purchase an Emergency Generator System from Bay City Electric Works
Recommended Action
Adopt resolution.

Funding Source
$1,055,000; Capital Water Fund
Contact:David Vong, (707) 4287784
a

6.Resolution 202326 of the City Council of the City of Fairfield Establishing the Fairfield Landscape Oversight Committee and Setting Forth Guidelines and Duties of the Committee Recommended Action
Adopt resolution.

Funding Source
N/A
Contact:Ryan Panganiban, (707) 4287017
a

7.Resolution 202327 of the City Council of the City of Fairfield Approving the Community Development Block Grant Program 5th Substantial Amendment to the Fiscal Year 20192020 Annual Action Plan; and
Resolution 202328 of the City Council of the City of Fairfield Approving the Community Development Block Grant Program 1st Substantial Amendment to the Fiscal Year 20222027 Consolidated Plan and Annual Action Plan
Recommended Action
Adopt resolutions.

Funding Source
$154,000; Community Development Block Grant (CDBG) Program Contact:LaTanya Terrones, (707) 4287454
a

8.Second Reading of Ordinance 202301 of the City Council of the City of Fairfield Amending Section 2.7 to Chapter 2, Article II of the Fairfield Municipal Code Regarding Appointment, Removal, and Term of Office of the City Manager to Reflect the Current Number of Council Members Required for a Majority Vote, Remove the Requirement for an Indefinite Term, and Remove the Gender Classification of the City Manager
Recommended Action
Provide second reading and adopt Ordinance 202301.

Funding Source
N/A
Contact:David Lim, (415) 4218484
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9.Second Reading of Ordinance 202303 of the City Council of the City of Fairfield Amending Various Sections of Chapter 25, Article I of the Municipal Code, Also Known as the Zoning Ordinance, to Adjust Land Use Regulations and Development Standards in Alignment with the Goals and Objectives of the Heart of Fairfield Plan; Correcting the Description of the West Texas Street (HWT) District; Adjusting Permit Requirement Thresholds for Heart of Fairfield Plan Zoning Districts; Creating Definitions for Amenity Zone, Activity Zone, and Transparency; and Amending Chapter 25, Article I of the Municipal Code, Also Known as the Zoning Map, Rezoning a Parcel at 1100 Texas Street (APN: 0030174080) from Public Facilities (PF) District – Downtown Area Parking (P1) Overlay District To Downtown (HD) District – Downtown Area Parking (P1) Overlay District, and Parcels at 601 Beck Avenue (APN: 0028920300), 649 Beck Avenue (APN: 0028920290), and 699 Beck Avenue (APN: 0028920280) from Community Commercial (CC) District To HWT District; and Second Reading of Ordinance 202304 of the City Council of The City of Fairfield Amending Various Sections of Chapter 25, Article I of the Fairfield Municipal Code, Also Known as the Zoning Ordinance, to Address New Issues, Correct Typographical Errors, Make Minor Organizational Revisions, Clarify Language, Bring the Zoning Ordinance into Closer Alignment with General Plan Goals, Objectives, and Policies; and Bring the Zoning Ordinance into Full Compliance with State Law
Recommended Action
Provide second reading and adopt ordinances.

Funding Source
N/A
Contact:Jonathan Atkinson, (707) 4287387
a
NEW BUSINESS

10.Minute Action Approving Mayor’s Appointments to the Youth Commission, Rockville Hills Regional Park Citizen Advisory Committee, and the Golf Advisory Board Recommended Action
Approve appointments. Perform oath of office.

Funding Source
N/A
Contact:Esther Beavers, (707) 4287402
a

11.City Council Discussion and Direction on way to Honor the Late Mayor Harry T. Price for his Decades of Service to the Fairfield Community
Recommended Action
Receive report, open discussion, and provide direction to staff.

Funding Source
N/A
Contact:David Gassaway, (707) 4287400
a

12.Resolution 202329 of the City Council of the City of Fairfield Authorizing Modifications and a Recapitalization of the Heart of Fairfield Revitalization & Enhancement Assistance Program as well as the Establishment of a Downtown Equipment Loan Program Recommended Action
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CITY OF FAIRFIELDFAIRFIELD CITY COUNCILREGULAR MEETINGTUESDAY, FEBRUARY 21, 2023; 6:00 PMCOUNCIL CHAMBER, 1000 WEBSTER STREET, FAIRFIELD,CA 94533 OR VIA ZOOMAGENDANotice to PublicThe City of Fairfield is committed to providing meeting facilities that areaccessible to persons with disabilities and/or have language barriers. To requestmeeting materials in alternative formats, or to request a sign languageinterpreter, realtime captioning, or other accommodation, please contact theCity Clerk's Office, at least 72 hours in advance of the meeting at (707) 4287400.For individuals with hearing or speaking limitations, dial 711 or (800) 7352922(English). For Spanish, Tagalog or other language, please dial (800) 8553000and provide the communication assistant with the following City telephonenumber: (707) 3994010.Pursuant to AB 361 regarding public meetings held during the COVID19 emergency,councilmembers may attend via teleconference. Members of the public can observe the meeting onComcast Cable Channel 26, ATT UVerse 99, and webstreamed live at www.youtube.com/user/FFCATV/live . The public may join the meeting via Zoom at https://fairfieldca.zoom.us/j/89060213840?pwd=UUd0WlpEMStLemcxbld4dzVMK3Z5dz09 or viaphone (408) 6380968, Webinar ID: 890 6021 3840, Passcode: 7074287400CALL TO ORDER 6:00 PMROLL CALLCouncilmember Doug CarrCouncilmember Doriss PanduroCouncilmemberScott TonnesenCouncilmember Rick VaccaroCouncilmember K. Patrice Williams Vice Mayor Pam BertaniMayor Catherine "Cat" MoyINVOCATION Imam Faridbeg Mirza, Islamic Center of FairfieldPLEDGE OF ALLEGIANCECOUNCIL REPORTSCITY MANAGER REPORTCITY ATTORNEY REPORTCITY CLERK REPORTPUBLIC COMMENTS PUBLIC COMMENTSPersons wishing to address the City Council on subjects not on the agenda but within the jurisdictionof the council may do so at this time. The council cannot discuss or take action on matters not on theagenda for this meeting, but councilmembers may briefly respond to statements made or questionsraised by the public, ask for clarification from staff, refer the matter to staff, request staff to report backto the council at a subsequent meeting, or place the matter on a future agenda. To speak on anagenda item please use the “raise your hand” feature or press *9 on your phone. Speakers arelimited to three minutes per item.CONSENT CALENDARAll matters listed on the Consent Calendar are to be approved with one motion unless a member ofthe City Council or the public requests that separate action be taken on a specific item.1.Resolution 202321 of the City Council of the City of Fairfield Reconsidering and AuthorizingPublic Meetings to be Held Via Teleconferencing Pursuant to Government Code Section54953(e) and Making Findings and Determinations Regarding the SameRecommended ActionAdopt resolution.Funding SourceN/AContact:Karen Rees, (707) 4287767a2.Resolution 202322 of the City Council of the City of Fairfield Authorizing the City Manager toExecute an Agreement for Overtime Compensation Owed to Employees Represented byFairfield Police Management AssociationRecommended ActionAdopt resolution.Funding Source$120,592.13; General FundContact:Farbod Pirouzmand, (707) 4287397a3.Resolution 202323 of the City Council of the City of Fairfield Approving a Contract with AlliantInsurance Services as the Broker for Employee Health and Welfare Benefit ProgramsRecommended ActionAdopt resolution.Funding Source$276,000; General FundContact:Farbod Pirouzmand, (707) 4287397a4.Resolution 202324 of the City Council of the City of Fairfield Authorizing the City Manager toExecute a Funding Agreement Between the City of Fairfield and the City of Vacaville for theExchange of $1,500,000 in Regional Transportation Impact Fee Funding for Jepson ParkwayImprovementsRecommended ActionAdopt resolution.Funding SourceN/AContact:Jason Riley, (707) 4287481a5.Resolution 202325 of the City Council of the City of Fairfield Suspending Competitive Biddingand Authorizing the City Manager to Purchase an Emergency Generator System from Bay CityElectric WorksRecommended ActionAdopt resolution.Funding Source$1,055,000; Capital Water FundContact:David Vong, (707) 4287784a6.Resolution 202326 of the City Council of the City of Fairfield Establishing the FairfieldLandscape Oversight Committee and Setting Forth Guidelines and Duties of the CommitteeRecommended ActionAdopt resolution.Funding SourceN/AContact:Ryan Panganiban, (707) 4287017a7.Resolution 202327 of the City Council of the City of Fairfield Approving the CommunityDevelopment Block Grant Program 5th Substantial Amendment to the Fiscal Year 20192020Annual Action Plan; and Resolution 202328 of the City Council of the City of Fairfield Approving the CommunityDevelopment Block Grant Program 1st Substantial Amendment to the Fiscal Year 20222027Consolidated Plan and Annual Action PlanRecommended ActionAdopt resolutions.Funding Source$154,000; Community Development Block Grant (CDBG) ProgramContact:LaTanya Terrones, (707) 4287454a8.Second Reading of Ordinance 202301 of the City Council of the City of Fairfield AmendingSection 2.7 to Chapter 2, Article II of the Fairfield Municipal Code Regarding Appointment,Removal, and Term of Office of the City Manager to Reflect the Current Number of CouncilMembers Required for a Majority Vote, Remove the Requirement for an Indefinite Term, andRemove the Gender Classification of the City ManagerRecommended ActionProvide second reading and adopt Ordinance 202301.Funding SourceN/AContact:David Lim, (415) 4218484a9.Second Reading of Ordinance 202303 of the City Council of the City of Fairfield AmendingVarious Sections of Chapter 25, Article I of the Municipal Code, Also Known as the ZoningOrdinance, to Adjust Land Use Regulations and Development Standards in Alignment with theGoals and Objectives of the Heart of Fairfield Plan; Correcting the Description of the WestTexas Street (HWT) District; Adjusting Permit Requirement Thresholds for Heart of Fairfield PlanZoning Districts; Creating Definitions for Amenity Zone, Activity Zone, and Transparency; andAmending Chapter 25, Article I of the Municipal Code, Also Known as the Zoning Map,Rezoning a Parcel at 1100 Texas Street (APN: 0030174080) from Public Facilities (PF)District – Downtown Area Parking (P1) Overlay District To Downtown (HD) District – DowntownArea Parking (P1) Overlay District, and Parcels at 601 Beck Avenue (APN: 0028920300), 649Beck Avenue (APN: 0028920290), and 699 Beck Avenue (APN: 0028920280) fromCommunity Commercial (CC) District To HWT District; andSecond Reading of Ordinance 202304 of the City Council of The City of Fairfield AmendingVarious Sections of Chapter 25, Article I of the Fairfield Municipal Code, Also Known as theZoning Ordinance, to Address New Issues, Correct Typographical Errors, Make MinorOrganizational Revisions, Clarify Language, Bring the Zoning Ordinance into Closer Alignmentwith General Plan Goals, Objectives, and Policies; and Bring the Zoning Ordinance into FullCompliance with State LawRecommended ActionProvide second reading and adopt ordinances.Funding SourceN/AContact:Jonathan Atkinson, (707) 4287387aNEW BUSINESS10.Minute Action Approving Mayor’s Appointments to the Youth Commission, Rockville HillsRegional Park Citizen Advisory Committee, and the Golf Advisory BoardRecommended ActionApprove appointments. Perform oath of office.Funding SourceN/AContact:Esther Beavers, (707) 4287402a11.City Council Discussion and Direction on way to Honor the Late Mayor Harry T. Price for hisDecades of Service to the Fairfield CommunityRecommended ActionReceive report, open discussion, and provide direction to staff.Funding SourceN/AContact:David Gassaway, (707) 4287400a12.Resolution 202329 of the City Council of the City of Fairfield Authorizing Modifications and aRecapitalization of the Heart of Fairfield Revitalization & Enhancement Assistance Program as well as the Establishment of a Downtown Equipment Loan Program Recommended Action
Adopt resolution.

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

13.Resolution 202330 of the City Council of the City of Fairfield Approving an Agreement with the North Texas Street Business Association for the Year 2023 Operation and Administration of the North Texas Street Business Improvement District
Recommended Action
Adopt resolution.

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

14.Public Hearing; and Resolutions 202331 Through 202335 and Ordinance 202305 for Proceedings (Including a Landowner Election) to Establish a Community Facilities District, One or More Improvement Areas and a Future Annexation Area for the One Lake Project Recommended Action
Hold public hearing, conduct landowner election, adopt resolutions and introduce ordinance.

Funding Source
N/A
Contact:John Furtado, (707) 4287629
a

15.Public Hearing; and
Resolution 202336 of the City Council of the City of Fairfield Upholding the Planning Commission’s Decision and Approving a Minor Development Review (MD2021011) and Use Permit (UP2021002) for the Development of a Recreational Vehicle Storage Facility, with the Capacity for 138 Vehicles and Solar Carports on a ±4.21Acre Parcel at 490 Edison Court (APN: 0180130110)
Recommended Action
Hold public hearing and adopt resolution.

Funding Source
N/A
Contact:Meily M. Sheehan, (707) 4287474
a
ADJOURN TO TUESDAY, MARCH 7, 2023, 6:00 P.M., COUNCIL CHAMBER.

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

PUBLIC NOTIFICATION
I, Esther Beavers, Deputy City Clerk, do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to each of the members of the Fairfield City Council, at the time Packet Page 5 of 765

CITY OF FAIRFIELDFAIRFIELD CITY COUNCILREGULAR MEETINGTUESDAY, FEBRUARY 21, 2023; 6:00 PMCOUNCIL CHAMBER, 1000 WEBSTER STREET, FAIRFIELD,CA 94533 OR VIA ZOOMAGENDANotice to PublicThe City of Fairfield is committed to providing meeting facilities that areaccessible to persons with disabilities and/or have language barriers. To requestmeeting materials in alternative formats, or to request a sign languageinterpreter, realtime captioning, or other accommodation, please contact theCity Clerk's Office, at least 72 hours in advance of the meeting at (707) 4287400.For individuals with hearing or speaking limitations, dial 711 or (800) 7352922(English). For Spanish, Tagalog or other language, please dial (800) 8553000and provide the communication assistant with the following City telephonenumber: (707) 3994010.Pursuant to AB 361 regarding public meetings held during the COVID19 emergency,councilmembers may attend via teleconference. Members of the public can observe the meeting onComcast Cable Channel 26, ATT UVerse 99, and webstreamed live at www.youtube.com/user/FFCATV/live . The public may join the meeting via Zoom at https://fairfieldca.zoom.us/j/89060213840?pwd=UUd0WlpEMStLemcxbld4dzVMK3Z5dz09 or viaphone (408) 6380968, Webinar ID: 890 6021 3840, Passcode: 7074287400CALL TO ORDER 6:00 PMROLL CALLCouncilmember Doug CarrCouncilmember Doriss PanduroCouncilmemberScott TonnesenCouncilmember Rick VaccaroCouncilmember K. Patrice Williams Vice Mayor Pam BertaniMayor Catherine "Cat" MoyINVOCATION Imam Faridbeg Mirza, Islamic Center of FairfieldPLEDGE OF ALLEGIANCECOUNCIL REPORTSCITY MANAGER REPORTCITY ATTORNEY REPORTCITY CLERK REPORTPUBLIC COMMENTS PUBLIC COMMENTSPersons wishing to address the City Council on subjects not on the agenda but within the jurisdictionof the council may do so at this time. The council cannot discuss or take action on matters not on theagenda for this meeting, but councilmembers may briefly respond to statements made or questionsraised by the public, ask for clarification from staff, refer the matter to staff, request staff to report backto the council at a subsequent meeting, or place the matter on a future agenda. To speak on anagenda item please use the “raise your hand” feature or press *9 on your phone. Speakers arelimited to three minutes per item.CONSENT CALENDARAll matters listed on the Consent Calendar are to be approved with one motion unless a member ofthe City Council or the public requests that separate action be taken on a specific item.1.Resolution 202321 of the City Council of the City of Fairfield Reconsidering and AuthorizingPublic Meetings to be Held Via Teleconferencing Pursuant to Government Code Section54953(e) and Making Findings and Determinations Regarding the SameRecommended ActionAdopt resolution.Funding SourceN/AContact:Karen Rees, (707) 4287767a2.Resolution 202322 of the City Council of the City of Fairfield Authorizing the City Manager toExecute an Agreement for Overtime Compensation Owed to Employees Represented byFairfield Police Management AssociationRecommended ActionAdopt resolution.Funding Source$120,592.13; General FundContact:Farbod Pirouzmand, (707) 4287397a3.Resolution 202323 of the City Council of the City of Fairfield Approving a Contract with AlliantInsurance Services as the Broker for Employee Health and Welfare Benefit ProgramsRecommended ActionAdopt resolution.Funding Source$276,000; General FundContact:Farbod Pirouzmand, (707) 4287397a4.Resolution 202324 of the City Council of the City of Fairfield Authorizing the City Manager toExecute a Funding Agreement Between the City of Fairfield and the City of Vacaville for theExchange of $1,500,000 in Regional Transportation Impact Fee Funding for Jepson ParkwayImprovementsRecommended ActionAdopt resolution.Funding SourceN/AContact:Jason Riley, (707) 4287481a5.Resolution 202325 of the City Council of the City of Fairfield Suspending Competitive Biddingand Authorizing the City Manager to Purchase an Emergency Generator System from Bay CityElectric WorksRecommended ActionAdopt resolution.Funding Source$1,055,000; Capital Water FundContact:David Vong, (707) 4287784a6.Resolution 202326 of the City Council of the City of Fairfield Establishing the FairfieldLandscape Oversight Committee and Setting Forth Guidelines and Duties of the CommitteeRecommended ActionAdopt resolution.Funding SourceN/AContact:Ryan Panganiban, (707) 4287017a7.Resolution 202327 of the City Council of the City of Fairfield Approving the CommunityDevelopment Block Grant Program 5th Substantial Amendment to the Fiscal Year 20192020Annual Action Plan; and Resolution 202328 of the City Council of the City of Fairfield Approving the CommunityDevelopment Block Grant Program 1st Substantial Amendment to the Fiscal Year 20222027Consolidated Plan and Annual Action PlanRecommended ActionAdopt resolutions.Funding Source$154,000; Community Development Block Grant (CDBG) ProgramContact:LaTanya Terrones, (707) 4287454a8.Second Reading of Ordinance 202301 of the City Council of the City of Fairfield AmendingSection 2.7 to Chapter 2, Article II of the Fairfield Municipal Code Regarding Appointment,Removal, and Term of Office of the City Manager to Reflect the Current Number of CouncilMembers Required for a Majority Vote, Remove the Requirement for an Indefinite Term, andRemove the Gender Classification of the City ManagerRecommended ActionProvide second reading and adopt Ordinance 202301.Funding SourceN/AContact:David Lim, (415) 4218484a9.Second Reading of Ordinance 202303 of the City Council of the City of Fairfield AmendingVarious Sections of Chapter 25, Article I of the Municipal Code, Also Known as the ZoningOrdinance, to Adjust Land Use Regulations and Development Standards in Alignment with theGoals and Objectives of the Heart of Fairfield Plan; Correcting the Description of the WestTexas Street (HWT) District; Adjusting Permit Requirement Thresholds for Heart of Fairfield PlanZoning Districts; Creating Definitions for Amenity Zone, Activity Zone, and Transparency; andAmending Chapter 25, Article I of the Municipal Code, Also Known as the Zoning Map,Rezoning a Parcel at 1100 Texas Street (APN: 0030174080) from Public Facilities (PF)District – Downtown Area Parking (P1) Overlay District To Downtown (HD) District – DowntownArea Parking (P1) Overlay District, and Parcels at 601 Beck Avenue (APN: 0028920300), 649Beck Avenue (APN: 0028920290), and 699 Beck Avenue (APN: 0028920280) fromCommunity Commercial (CC) District To HWT District; andSecond Reading of Ordinance 202304 of the City Council of The City of Fairfield AmendingVarious Sections of Chapter 25, Article I of the Fairfield Municipal Code, Also Known as theZoning Ordinance, to Address New Issues, Correct Typographical Errors, Make MinorOrganizational Revisions, Clarify Language, Bring the Zoning Ordinance into Closer Alignmentwith General Plan Goals, Objectives, and Policies; and Bring the Zoning Ordinance into FullCompliance with State LawRecommended ActionProvide second reading and adopt ordinances.Funding SourceN/AContact:Jonathan Atkinson, (707) 4287387aNEW BUSINESS10.Minute Action Approving Mayor’s Appointments to the Youth Commission, Rockville HillsRegional Park Citizen Advisory Committee, and the Golf Advisory BoardRecommended ActionApprove appointments. Perform oath of office.Funding SourceN/AContact:Esther Beavers, (707) 4287402a11.City Council Discussion and Direction on way to Honor the Late Mayor Harry T. Price for hisDecades of Service to the Fairfield CommunityRecommended ActionReceive report, open discussion, and provide direction to staff.Funding SourceN/AContact:David Gassaway, (707) 4287400a12.Resolution 202329 of the City Council of the City of Fairfield Authorizing Modifications and aRecapitalization of the Heart of Fairfield Revitalization & Enhancement Assistance Program aswell as the Establishment of a Downtown Equipment Loan ProgramRecommended ActionAdopt resolution.Funding SourceN/AContact:Dwayne Dalman, (707) 4287649a13.Resolution 202330 of the City Council of the City of Fairfield Approving an Agreement with theNorth Texas Street Business Association for the Year 2023 Operation and Administration of theNorth Texas Street Business Improvement DistrictRecommended ActionAdopt resolution.Funding SourceN/AContact:Dwayne Dalman, (707) 4287649aPUBLIC HEARINGS14.Public Hearing; and Resolutions 202331 Through 202335 and Ordinance 202305for Proceedings (Including a Landowner Election) to Establish a Community Facilities District, One orMore Improvement Areas and a Future Annexation Area for the One Lake ProjectRecommended ActionHold public hearing, conduct landowner election, adopt resolutions and introduce ordinance.Funding SourceN/AContact:John Furtado, (707) 4287629a15.Public Hearing; and Resolution 202336 of the City Council of the City of Fairfield Upholding the PlanningCommission’s Decision and Approving a Minor Development Review (MD2021011) and UsePermit (UP2021002) for the Development of a Recreational Vehicle Storage Facility, with theCapacity for 138 Vehicles and Solar Carports on a ±4.21Acre Parcel at 490 Edison Court(APN: 0180130110)Recommended ActionHold public hearing and adopt resolution.Funding SourceN/AContact:Meily M. Sheehan, (707) 4287474aADJOURN TO TUESDAY, MARCH 7, 2023, 6:00 P.M., COUNCIL CHAMBER.Any disclosable public records related to an open session item on a regular meeting agenda anddistributed by the City of Fairfield to all or a majority of the Fairfield City Council less than 72 hoursprior to that meeting are available for public inspection at City Hall, in the 4th floor lobby, 1000Webster Street, Fairfield, California during normal business hours.PUBLIC NOTIFICATION I, Esther Beavers, Deputy City Clerk, do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to each of the members of the Fairfield City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 1000 Webster Street, Fairfield, California on Wednesday, February 15, 2023.

Packet Page 6 of 765

Agenda Item No: 1.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202321 of the City Council of the City of Fairfield Reconsidering and Authorizing Public Meetings to be Held Via Teleconferencing Pursuant to Government Code Section 54953(e) and Making Findings and Determinations Regarding the Same RECOMMENDED ACTION
Adopt resolution.

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

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

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

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

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

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

1. The state of emergency continues to directly impact the ability of the members to meet in person Packet Page 7 of 765

Agenda Item No: 1.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202321 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 days following the adoption of the law and make specific findings that either of the following cases exists:

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

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

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

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
None.

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

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

Description
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 2/8/2023 5:21 PM
Packet Page 8 of 765

CITY OF FAIRFIELD

RESOLUTION NO. 2023-21

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
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RES. NO. 2023-21

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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.

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RES. NO. 2023-21

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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 21st day of February, 2023, by the following vote:

AYES: COUNCILMEMBERS: MOY / BERTANI / CARR /PANDURO / TONNESEN/ VACCARO / WILLIAMS

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK

Packet Page 11 of 765Attachment 1 Page 3 of 3

Agenda Item No: 2.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202322 of the City Council of the City of Fairfield Authorizing the City Manager to Execute an Agreement for Overtime Compensation Owed to Employees Represented by Fairfield Police Management Association
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
Pursuant to Article 8 of the Fairfield Police Management Association’s (FPMA) MOU with the City, Police Sergeants receive a premium for briefing time. This premium shall be calculated as part of regular rate of pay when calculating overtime pay for Police Sergeants. City staff became aware of a payroll error, and it was corrected. However, Police Sergeants are owed overtime compensation they did not receive as a result of this error. An agreement was reached with FPMA to make employees whole, and staff needs City Council authorization through resolution to execute the agreement.

DISCUSSION
In November 2022, City staff became aware of a payroll error in calculating the overtime rate for the employees listed in Exhibit A. Pursuant to Article 8, Section E.3.f (Preparatory/Briefing Time Premium Pay) of the FPMA MOU, Police Sergeants receive a premium for briefing time. This premium shall be calculated as part of regular rate of pay when calculating overtime pay for Police Sergeants; however, it was not. Therefore, overtime pay is owed to the employees listed on the signature page of this agreement, which is attached as Exhibit A. The calculation error began in January 2017, but the error was corrected in pay period 22 of 2022.

FINANCIAL IMPACT
The total amount owed to employees is $120,592.13, which will be paid from the City’s General Fund.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
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Agenda Item No: 2.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202322 of the City Council of the City of Fairfield Authorizing the CityManager to Execute an Agreement for Overtime Compensation Owed to EmployeesRepresented by Fairfield Police Management AssociationRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEPursuant to Article 8 of the Fairfield Police Management Association’s (FPMA) MOU with the City,Police Sergeants receive a premium for briefing time. This premium shall be calculated as part ofregular rate of pay when calculating overtime pay for Police Sergeants. City staff became aware of apayroll error, and it was corrected. However, Police Sergeants are owed overtime compensation theydid not receive as a result of this error. An agreement was reached with FPMA to make employeeswhole, and staff needs City Council authorization through resolution to execute the agreement.DISCUSSIONIn November 2022, City staff became aware of a payroll error in calculating the overtime rate for theemployees listed in Exhibit A. Pursuant to Article 8, Section E.3.f (Preparatory/Briefing Time PremiumPay) of the FPMA MOU, Police Sergeants receive a premium for briefing time. This premium shall becalculated as part of regular rate of pay when calculating overtime pay for Police Sergeants; however, itwas not. Therefore, overtime pay is owed to the employees listed on the signature page of thisagreement, which is attached as Exhibit A. The calculation error began in January 2017, but the errorwas corrected in pay period 22 of 2022.FINANCIAL IMPACTThe total amount owed to employees is $120,592.13, which will be paid from the City’s General Fund.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/A ALTERNATIVE ACTION
City Council may choose not to approve the agreement.

STAFF CONTACT
Farbod Pirouzmand, Human Resources Director
(707) 4287400
[email protected]
COORDINATED WITH
City Manager's Office, Finance Department
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement Exhibit A
REVIEWERS:

Reviewer Action Date
Pirouzmand, Farbod Approved 2/6/2023 2:18 PM
Beavers, Esther Approved 2/9/2023 2:55 PM
Packet Page 13 of 765

CITY OF FAIRFIELD

RESOLUTION NO. 2023-22

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

MANAGER TO EXECUTE AN AGREEMENT FOR OVERTIME COMPENSATION OWED TO

EMPLOYEES REPRESENTED BY FAIRFIELD POLICE MANAGEMENT ASSOCIATION

WHEREAS, there is a Memorandum of Understanding between the City of Fairfield and the Fairfield Police Management Association; and

WHEREAS, City staff found a payroll error that resulted in Police Sergeants not receiving the appropriate overtime compensation for hours worked; and

WHEREAS, the City is legally obligated to correctly administer the terms of the Memorandum of Understanding between the City and the Fairfield Police Management Association .

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

Section 1. The City Council authorizes the city manager to execute an agreement between the City of Fairfield and the Fairfield Police Management Association to pay the overtime compensation owed to employees, as referenced in the attachment to this resolution.

PASSED AND ADOPTED this 21st day of February, 2023, by the following vote:

AYES: MEMBERS: MOY / BERTANI / CARR / PANDURO / TONNESEN / VACCARO / WILLIAMS

NOES: MEMBERS:

ABSENT: MEMBERS:

ABSTAIN: MEMBERS:

_________
MAYOR

ATTEST:

____________________________

CITY CLERK
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Agenda Item No: 3.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202323 of the City Council of the City of Fairfield Approving a Contract with Alliant Insurance Services as the Broker for Employee Health and Welfare Benefit Programs
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City utilizes the expertise of an insurance broker, Alliant Insurance Services, to negotiate annual premiums for employee health and welfare programs. The current contract expired November 30, 2022.

It is recommended that the City extend the contract with Alliant Insurance Services (Alliant) as the broker of record through November 30, 2025.

DISCUSSION
Using an insurance broker ensures the City of contracting for the best possible health care premiums based on our utilization and selected program structure. For some services, the broker can secure preferential pricing based on large volume; we benefit from this as the savings are passed directly on to us. Without utilizing a broker, our premiums would be higher. In addition to negotiating health and welfare benefits with vendors on behalf of the City, Alliant will partner with us in strategic planning, perform analyses and make recommendations, procure and present alternative cost saving options, support open enrollment activities, and provide legislative compliance support. Alliant also serves as a liaison with our vendors and ensures we receive appropriate service.

In accordance with the purchasing guidelines, all professional services contracts over $100,000 must go to City Council for approval. Staff recommends approval of a threeyear contract with Alliant effective December 1, 2022, through November 30, 2025.

FINANCIAL IMPACT
The total cost for engaging in a contract through November 30, 2025, is $184,000 ($92,000 annual maximum flat fee). Funds for this work are accounted for in the General Fund (Fund 101, Organization Code 15100).

Packet Page 18 of 765

Agenda Item No: 3.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202323 of the City Council of the City of Fairfield Approving a Contract withAlliant Insurance Services as the Broker for Employee Health and Welfare BenefitProgramsRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe City utilizes the expertise of an insurance broker, Alliant Insurance Services, to negotiate annualpremiums for employee health and welfare programs. The current contract expired November 30, 2022.It is recommended that the City extend the contract with Alliant Insurance Services (Alliant) as the brokerof record through November 30, 2025.DISCUSSIONUsing an insurance broker ensures the City of contracting for the best possible health care premiumsbased on our utilization and selected program structure. For some services, the broker can securepreferential pricing based on large volume; we benefit from this as the savings are passed directly on tous. Without utilizing a broker, our premiums would be higher. In addition to negotiating health andwelfare benefits with vendors on behalf of the City, Alliant will partner with us in strategic planning,perform analyses and make recommendations, procure and present alternative cost saving options,support open enrollment activities, and provide legislative compliance support. Alliant also serves as aliaison with our vendors and ensures we receive appropriate service.In accordance with the purchasing guidelines, all professional services contracts over $100,000 mustgo to City Council for approval. Staff recommends approval of a threeyear contract with Alliant effectiveDecember 1, 2022, through November 30, 2025.FINANCIAL IMPACTThe total cost for engaging in a contract through November 30, 2025, is $184,000 ($92,000 annual maximum flat fee). Funds for this work are accounted for in the General Fund (Fund 101, Organization Code 15100).

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may decide not to approve the health and welfare broker contract. This would leave the City potentially vulnerable to high health and welfare rate increases and potentially out of legal compliance regarding the benefit programs as there is insufficient internal staff to perform these highly technical functions.

STAFF CONTACT
Farbod Pirouzmand, Human Resources Director
(707) 4287397
[email protected]
COORDINATED WITH
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 2/9/2023 5:11 PM
Packet Page 19 of 765

CITY OF FAIRFIELD

RESOLUTION NO. 2023-23

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD

APPROVING A CONTRACT WITH ALLIANT INSURANCE SERVICES AS THE BROKER FOR

EMPLOYEE HEALTH AND WELFARE BENEFIT PROGRAMS

WHEREAS, the City has traditionally utilized professional consultant services for employee benefits; and

WHEREAS, City staff recommend Alliant Insurance Services, which specializes in providing these services to government agencies; and

WHEREAS, contracting with Alliant Insurance Services will ensure continuity of services; and

WHEREAS, the City and Alliant Insurance Services wish to enter a three-year contract.

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

Section 1. The City Council hereby approves the agreement between the City and Alliant Insurance Services for three years, December 1, 2022, through November 30, 2025, in an amount not to exceed $92,000 annually.

Section 2. The city manager is authorized to execute all necessary agreements with Alliant Insurance Services to serve as the City’s broker for employee health and welfare programs and take other actions as necessary and proper to implement this resolution.

PASSED AND ADOPTED this 21st day of February, 2023, by the following vote:

AYES: COUNCILMEMBERS: MOY / BERTANI / CARR / PANDURO / TONNESEN/ VACCARO / WILLIAMS

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK
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Agenda Item No: 4.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202324 of the City Council of the City of Fairfield Authorizing the City Manager to Execute a Funding Agreement Between the City of Fairfield and the City of Vacaville for the Exchange of $1,500,000 in Regional Transportation Impact Fee Funding for Jepson Parkway Improvements
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Jepson Parkway Concept Plan, adopted by the Solano Transportation Authority (STA), provides a comprehensive and coordinated strategy to improve and expand a connected series of roads between Interstate 80 in Vacaville to State Route 12 in Suisun City through Solano County and Fairfield. The complete Jepson Parkway is divided into ten segments, for design and construction purposes, with implementation by the jurisdictional agency for each segment. To date, the City of Fairfield (Fairfield) has constructed one segment and the City of Vacaville (Vacaville) has constructed three segments. The next segment ready to be bid for construction lies within Vacaville along Leisure Town Road. Based on the current construction estimate of $26.5 million, Vacaville has a funding shortfall of approximately $1.5 million for the project. The proposed resolution authorizes a funding exchange agreement between Fairfield and Vacaville to ensure adequate funding for the additional phases of Jepson Parkway.

DISCUSSION
In December 2013, the Solano County Board of Supervisors established the Regional Transportation Impact Fee (RTIF) as part of the Solano County Public Facility Fee (PFF) program. RTIFs mitigate the transportation impacts on regional roads associated with development. RTIF collection began in February 2014. The STA, County of Solano, and all seven cities within the county participate in the collection and management of RTIF funding through geographic working groups. Working Group 1, which consists of Fairfield and Vacaville, covers the northern segments of Jepson Parkway.

Approximately $1.5 million is collected annually and evenly split between the two cities. Currently, Fairfield and Vacaville each have an existing balance of $3.5 million in RTIF funding. Vacaville’s share is programmed for their next phase of Jepson Parkway, anticipated to bid for construction in the spring of 2023, and Fairfield’s share is programmed for unimproved segments of Vanden Road (Jepson Packet Page 31 of 765

Since the overall project is regional in nature, exchanging the requested funds with Vacaville provides transportation benefits to Fairfield residents by allowing use of Jepson Parkway to occur sooner than waiting for both Fairfield and Vacaville projects to become independently funded.

The proposed $1.5 million RTIF funding exchange would shift $1.5 million of Fairfield’s RTIF funding to Vacaville to fully fund their next phase of Jepson Parkway. In exchange, Vacaville would shift its anticipated $750,000 annual RTIF allocation to Fairfield for the next two years, totaling $1.5 million.

Receipt of Vacaville’s funding repayment will align with bidding for the construction of Fairfield’s next segment of Jepson Parkway, anticipated in 2025. If Vacaville’s annual RTIF allocation is less than $750,000 in either of the next two years, Vacaville commits to augment the RTIF funding exchange shortfall to Fairfield via local Traffic Impact Fee (TIF) funds to which sufficient funding is available. The attached funding agreement memorializes the agreement between the two cities (Attachment 2).

Staff recommends City Council to approve the proposed RTIF funding exchange agreement between Fairfield and Vacaville.

FINANCIAL IMPACT
There is no financial impact associated with the execution of the proposed funding exchange agreement.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
If the council has any questions, the recommended action may be delayed so that staff can provide the necessary background information. Staff does not recommend this as it will delay the delivery of Vacaville’s Jepson Parkway project.

STAFF CONTACT
Jason Riley, Assistant City Engineer
(707) 4287481
[email protected]
COORDINATED WITH
City Attorney's Office
ATTACHMENTS:

Description
Proposed Resolution
Proposed Agreement
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Approved 2/6/2023 7:53 PM
Kaushal, Paul Approved 2/6/2023 7:59 PM
Beavers, Esther Approved 2/7/2023 10:49 AM
Packet Page 32 of 765

Agenda Item No: 4.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202324 of the City Council of the City of Fairfield Authorizing the CityManager to Execute a Funding Agreement Between the City of Fairfield and the City ofVacaville for the Exchange of $1,500,000 in Regional Transportation Impact FeeFunding for Jepson Parkway ImprovementsRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEThe Jepson Parkway Concept Plan, adopted by the Solano Transportation Authority (STA), provides acomprehensive and coordinated strategy to improve and expand a connected series of roads betweenInterstate 80 in Vacaville to State Route 12 in Suisun City through Solano County and Fairfield. Thecomplete Jepson Parkway is divided into ten segments, for design and construction purposes, withimplementation by the jurisdictional agency for each segment. To date, the City of Fairfield (Fairfield)has constructed one segment and the City of Vacaville (Vacaville) has constructed three segments. Thenext segment ready to be bid for construction lies within Vacaville along Leisure Town Road. Based onthe current construction estimate of $26.5 million, Vacaville has a funding shortfall of approximately $1.5million for the project. The proposed resolution authorizes a funding exchange agreement betweenFairfield and Vacaville to ensure adequate funding for the additional phases of Jepson Parkway.DISCUSSIONIn December 2013, the Solano County Board of Supervisors established the Regional TransportationImpact Fee (RTIF) as part of the Solano County Public Facility Fee (PFF) program. RTIFs mitigate thetransportation impacts on regional roads associated with development. RTIF collection began inFebruary 2014. The STA, County of Solano, and all seven cities within the county participate in thecollection and management of RTIF funding through geographic working groups. Working Group 1,which consists of Fairfield and Vacaville, covers the northern segments of Jepson Parkway. Approximately $1.5 million is collected annually and evenly split between the two cities. Currently,Fairfield and Vacaville each have an existing balance of $3.5 million in RTIF funding. Vacaville’s shareis programmed for their next phase of Jepson Parkway, anticipated to bid for construction in the springof 2023, and Fairfield’s share is programmed for unimproved segments of Vanden Road (JepsonParkway), which are approximately from the intersection of Canon Road to the city limits. SinceFairfield’s funding is programmed for a project to be completed two years in the future, Vacavillerequested a funding exchange in the amount of $1.5 million from Fairfield’s RTIF funds to close afunding shortfall for the nearterm segment within Vacaville and advance the project to construction. Since the overall project is regional in nature, exchanging the requested funds with Vacaville providestransportation benefits to Fairfield residents by allowing use of Jepson Parkway to occur sooner thanwaiting for both Fairfield and Vacaville projects to become independently funded.The proposed $1.5 million RTIF funding exchange would shift $1.5 million of Fairfield’s RTIF funding toVacaville to fully fund their next phase of Jepson Parkway. In exchange, Vacaville would shift itsanticipated $750,000 annual RTIF allocation to Fairfield for the next two years, totaling $1.5 million. Receipt of Vacaville’s funding repayment will align with bidding for the construction of Fairfield’s nextsegment of Jepson Parkway, anticipated in 2025. If Vacaville’s annual RTIF allocation is less than$750,000 in either of the next two years, Vacaville commits to augment the RTIF funding exchangeshortfall to Fairfield via local Traffic Impact Fee (TIF) funds to which sufficient funding is available. Theattached funding agreement memorializes the agreement between the two cities (Attachment 2).Staff recommends City Council to approve the proposed RTIF funding exchange agreement betweenFairfield and Vacaville.FINANCIAL IMPACTThere is no financial impact associated with the execution of the proposed funding exchangeagreement.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONIf the council has any questions, the recommended action may be delayed so that staff can provide thenecessary background information. Staff does not recommend this as it will delay the delivery ofVacaville’s Jepson Parkway project.STAFF CONTACTJason Riley, Assistant City Engineer(707) 428[email protected] WITHCity Attorney's OfficeATTACHMENTS:DescriptionProposed ResolutionProposed AgreementREVIEWERS:Reviewer Action DatePanganiban, Ryan Approved 2/6/2023 7:53 PM Kaushal, Paul Approved 2/6/2023 7:59 PM
Beavers, Esther Approved 2/7/2023 10:49 AM
Beavers, Esther Approved 2/7/2023 10:50 AM
Packet Page 33 of 765

CITY OF FAIRFIELD

RESOLUTION NO. 2023-24

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

MANAGER TO EXECUTE A FUNDING AGREEMENT BETWEEN THE CITY OF FAIRFIELD AND THE CITY OF VACAVILLE FOR THE EXCHANGE OF $1,500,000 IN REGIONAL TRANSPORTATION

IMPACT FEE FUNDING FOR JEPSON PARKWAY IMPROVEMENTS

WHEREAS, on December 3, 2013, the Solano County Board of Supervisors established the Regional Transportation Impact Fee (RTIF) as part of the Solano County Public Facility Fee (PFF); and

WHEREAS, RTIFs mitigate the impacts created by future growth within Solano County, RTIF collection formally began in February 2014; and

WHEREAS, the Solano Transportation Authority (STA) and County of Solano coordinate with all seven cities of Solano County, including the cities of Fairfield and Vacaville, on the collection and management of RTIF funding through RTIF Working Groups; and

WHEREAS, the City of Fairfield (Fairfield) and the City of Vacaville (Vacaville) are member agencies within RTIF Working Group 1; and

WHEREAS, Vacaville desires to construct Phase II of Jepson Parkway (Project) beginning in the summer of 2023, extending Jepson Parkway from its current southern limit of Elmira Road north to the bridge crossing at Ulatis Creek, approximately 5,200 feet ; and

WHEREAS, Vacaville requires an additional $1,500,000 to fully fund the Project; and

WHEREAS, Fairfield’s existing allocation of RTIF Working Group 1 funds is sufficient to provide $1,500,000 to Vacaville in exchange for future RTIF Working Group 1 fund allocati ons, or other local funds; and

WHEREAS, policy guidelines for the RTIF program regarding the administration of RTIF revenues specifically allow for the exchange of funding allocations between member agencies for up to 75% of the projected 5-year RTIF revenue estimate for the relevant district; and

WHEREAS, cooperation is the underlying purpose of the Working Group 1 and the exchange of RTIF funding allocations between Vacaville and Fairfield provide a specific public benefit to Fairfield as it allows work on the Project to continue without delay, allowing Fairfield to complete Packet Page 34 of 765Attachment 1 Page 1 of 2

RES. NO. 2023-24

Page 2 ends

its segment of Jepson Parkway at a later date, and increasing transportation options for the residents of Fairfield.

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

Section 1. The city manager is hereby authorized to execute the RTIF Funding Exchange Agreement between Fairfield and Vacaville, which is in a form approved by the city attorney.

Section 2. The public works director is hereby authorized to do all things necessary to implement the above-mentioned agreement.

PASSED AND ADOPTED this 21st day of February, 2023, by the following vote:

AYES: COUNCILMEMBERS: MOY / BERTANI / CARR / PANDURO /TONNESEN / VACCARO / WILLIAMS

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR
ATTEST:

CITY CLERK
Packet Page 35 of 765Attachment 1 Page 2 of 2

1 FUNDING AGREEMENT BETWEEN

THE CITY OF FAIRFIELD AND

THE CITY OF VACAVILLE FOR

REGIONAL TRANSPORTATION IMPACT FEE FUNDING

EXCHANGE

This Agreement is made and entered into on the date last written below, by and between the City of Fairfield (Fairfield), a municipal corporation, and the City of Vacaville (Vacaville), a municipal corporation, each individually referred to as a “Party” and collectively as the “Parties”.

RECITALS

1. WHEREAS, on December 3, 2013, the Solano County Board of Supervisors established the Regional Transportation Impact Fee (RTIF) as part of the Solano County Public Facility Fee (PFF); and

2. WHEREAS, RTIF is a transportation impact fee to mitigate the impacts created by future growth within Solano County, RTIF collection formally began in February 2014; and

3. WHEREAS, the Solano Transportation Authority (STA) and County of Solano coordinate with all seven cities of Solano County, including the cities of Fairfield and Vacaville, on the collection and management of RTIF funding through RTIF Working Groups; and

4. WHEREAS, Fairfield and Vacaville are member agencies within RTIF Working Group 1; and

5. WHEREAS, Vacaville desires to construct Phase II of Jepson Parkway (“Project”) beginning in the summer of 2023, extending Jepson Parkway from its current southern limit of Elmira Road north to the bridge crossing at Ulatis Creek, approximately 5,200 feet; and

6. WHEREAS, Vacaville requires an additional $1,500,000 to fully fund the Project; and

7. WHEREAS, Fairfield’s existing allocation of RTIF Working Group 1 funds is sufficient to provide $1,500,000 to Vacaville in exchange for future RTIF Working Group 1 fund allocations, or other local funds.

8. Whereas, Policy Guidelines for the RTIF Program for Administration of RTIF Revenues specifically allow for the exchange of funding allocations between member agencies for up to 75% of the projected 5-year RTIF revenue estimate for the relevant district; and

9. Whereas, the exchange of RTIF Working Group 1 funding allocation between Vacaville and Fairfield provides a specific public benefit to Fairfield as it allows work on the Project to continue without delay, allowing Fairfield to complete its segment of the extending Jepson Parkway at a later date and increasing transit options for the residents of Fairfield, which cooperation is the underlying purpose of the Working Group 1 funding allocation.

Packet Page 36 of 765Attachment 2 Page 1 of 5

2 AGREEMENT

NOW THEREFORE, in consideration of the mutual promises set forth in this Agreement, Fairfield and Vacaville agree as follows:

1. Fairfield agrees to:
a. Contribute $1,500,000 from Fairfield’s existing RTIF Working Group 1 funding allocation to Vacaville.

2. Vacaville agrees to:
a. Accept Fairfield’s $1,500,000 in existing RTIF Working Group 1 funding allocation to be combined with Vacaville’s existing RTIF Working Group 1 funding allocation of $3,500,000 resulting in a new RTIF Working Group 1 funding allocation of $5,000,000 for Vacaville.

b. Contribute Vacaville’s anticipated Fiscal Year 2022-2023 RTIF Working Group 1 allocation of $750,000 to Fairfield prior to December 31, 2023.

c. In the event Vacaville’s Fiscal Year 2022-2023 RTIF Working Group 1 allocation is less than the anticipated $750,000, Vacaville will make Fairfield whole in the obligated amount of $750,000 through contribution to Fairfield from Vacaville’s local Traffic Impact Fee (TIF) fund, or other local funds, prior to June 30, 2024.

d. Contribute Vacaville’s anticipated Fiscal Year 2023-2024 RTIF Working Group 1 allocation of $750,000 to Fairfield prior to December 31, 2024.

e. In the event Vacaville’s Fiscal Year 2023-2024 RTIF Working Group 1 allocation is less than the anticipated $750,000, Vacaville will make Fairfield whole in the obligated amount of $750,000 through contribution to Fairfield from Vacaville’s local Traffic Impact Fee (TIF) fund, or other local funds, prior to June 30, 2025.

3. Term and Termination

This Agreement may be terminated due to Project funding shortfalls or other unforeseen event(s), as mutually agreed to by the Parties.

4. Mutual Indemnification:

a. Fairfield to indemnify Vacaville
Fairfield agrees to indemnify, defend, protect, hold harmless, and release Vacaville, their elected bodies and officials, agents, officers and employees (collectively referred to in this paragraph as “Vacaville”), 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 solely by any negligent act or omission or willful misconduct of Fairfield. 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 benefit acts.

Packet Page 37 of 765Attachment 2 Page 2 of 5

3 At its sole discretion, Vacaville may participate at its own expense in the defense of any claim, action or proceeding, but such participation shall not relieve Fairfield of any obligation imposed by this section. Vacaville shall notify Fairfield within thirty (30) days of any claim, action or proceeding and cooperate fully in the defense. Notwithstanding the foregoing, Vacaville’s failure to notify Fairfield within said thirty (30) day time limit shall not relieve Fairfield of any obligation imposed by this section unless Fairfield has been actually prejudiced by such delay.

b. Vacaville to indemnify Fairfield
Vacaville agrees to indemnify, defend, protect, hold harmless, and release the Fairfield, their elected bodies and officials, agents, officers and employees (collectively referred to in this paragraph as “Fairfield”) 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 solely by any negligent act or omission or willful misconduct of Vacaville. 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 benefit acts.

At its sole discretion, Fairfield may participate at its own expense in the defense of any such claim, action or proceeding, but such participation shall not relieve Vacaville of any obligation imposed by this section. Fairfield shall notify Vacaville within thirty (30) days of any claim, action or proceeding and cooperate fully in the defense. Notwithstanding the foregoing, Fairfield’s failure to notify Vacaville within said thirty (30) day time limit shall not relieve Vacaville of any obligation imposed by this section unless Vacaville has been actually prejudiced by such delay.

c. Joint Responsibility

If both Parties are jointly responsible for any claims, losses, proceedings, damages, causes of action, liability, costs, or expense (including attorneys’ fees and witness costs), each Party shall be responsible for its own portion of defense and/or liability without any contribution by the other Party. Nothing in this Agreement shall prohibit the Parties from pursuing a joint defense, if applicable and desired.

5. Dispute Resolution

The Parties agree that any disputes should be resolved at the lowest possible level.

Accordingly, should a dispute arise between the Fairfield and Vacaville regarding the performance of this Agreement, the Parties agree that the Fairfield City Manager and Vacaville City Manager shall initially meet and confer. Should these two managers fail to reach consensus, a party must comply with the California Tort Claims Act as adopted by each Party before litigation may be commenced in the Solano County Superior Court.

6. Notice

All notices required or authorized by this Agreement shall be in writing and shall be delivered in person or by deposit in the United States mail, by certified mail, postage prepaid, return receipt requested. Any mailed notice, demand, request, consent, approval or communication that a Party desires to give to the other Party shall be addressed to the

Packet Page 38 of 765Attachment 2 Page 3 of 5

4 other Party at the addresses set forth below. A Party may change its address by notifying the other Parties of the change of address. Any notice sent by mail in the manner prescribed by this Paragraph shall be deemed to have been received on the date noted on the return receipt or five days following the date of deposit, whichever is earlier.

7. This Agreement does not create a partnership or joint venture between the Parties, nor does it create a possessory or ownership interest outside of a Party’s jurisdiction.

8. No modification of this Agreement shall be valid unless it is in writing and signed by both Parties.

9. Both Parties agree that the law governing this Agreement shall be that of the State of California without regard to any conflict of law principles.

10. In the event that suit shall be brought by either Party to this Agreement, the Parties agree that venue shall be exclusively vested in the state courts of the County of Solano or, where otherwise appropriate, exclusively in the United States District Court, Eastern District of California, Sacramento, California.

11. Each Party has reviewed this Agreement and any question of doubtful interpretation shall not be resolved by any rule or interpretation providing for interpretation against the drafting party. This Agreement shall be construed as if both Parties drafted it. The captions and headings contained herein are for convenience only and shall not affect the meaning or interpretation of this Agreement.

12. Each Party warrants to each other Party that he or she is fully authorized and competent to enter into this Agreement in the capacity indicated by his or her signature and agrees to be bound by this Agreement.

13. As permitted under the U.S. Electronic Signatures in Global and National Commerce (EISGN) Act of 2000, and the Uniform Electronic Transactions Act (UETA), the Parties hereby agree to conduct this transaction by electronic means. This Agreement may be executed through an electronic signature and may be executed in two or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. The Parties agree that the electronic signatures appearing on this Agreement are intended by each Party using it to have the same force and effect as the use of a manual signature for the purposes of validity, enforceability, and admissibility.

__________________________________________

[SIGNATURE PAGE FOLLOWS]

Packet Page 39 of 765Attachment 2 Page 4 of 5

5 IN WITNESS WHEREOF, the Parties have executed this Agreement on the day and year last written below.

CITY OF FAIRFIELD CITY OF VACAVILLE

_______________________________ ______________________________ David Gassaway Aaron Busch
City Manager, City of Fairfield City Manager, City of Vacaville

Dated: _________________________ Dated: _________________________

Approved as to form: Approved as to form:

Melinda C. H. Stewart, City Attorney

_______________________________ ______________________________ David Lim David Nam, Deputy City Attorney II
City of Fairfield Counsel City of Vacaville Counsel

Packet Page 40 of 765Attachment 2 Page 5 of 5

Agenda Item No: 5.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202325 of the City Council of the City of Fairfield Suspending Competitive Bidding and Authorizing the City Manager to Purchase an Emergency Generator System from Bay City Electric Works
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
Waterman Water Treatment Plant (Waterman) currently does not have a backup generator with sufficient capacity to power critical equipment for conveying water throughout the city in the event of a power outage. The Waterman High Lift Pump and Power Upgrade Project (Project) incorporates an emergency backup generator system capable to power the essential functions at Waterman. During the design phase of the Project, procurement lead time for this generator was identified to be 45 to 47 weeks with a price increase of approximately 11% by early 2023. Staff recommends approving the resolution to authorize the purchase of the emergency backup generator system in advance of the Project’s construction phase to reduce standby time and to secure the current pricing in advance of the manufacture’s planned price increase.

DISCUSSION
To ensure the operational reliability of Waterman during a power outage, an emergency backup generator system is incorporated as part of the upgrades in the Project. The Project’s consultant contacted various vendors and identified only two generators large enough to supply sufficient power required to maintain the minimum essential operations of Waterman that also meet air quality emissions standards. The identified generators are summarized in the following table:

Manufacture Model TierLevel EPA Certification Lead Time Price Kohler KD1250 4 Final Certified 4247 Weeks $916,685
Caterpillar C32 4 Compliant Uncertified 75 Weeks $1,067,000 In order to operate diesel generators over 50 brake horsepower (BHP), a permit is required from the Bay Area Air Quality Management District (BAAQMD). Both generators are rated over 1,000 BHP with Packet Page 41 of 765

Tier 4 is the current emissions standard for diesel generators manufactured after 2008. The difference between Tier 4 Final and Tier 4 Compliant generators is Environmental Protection Agency (EPA) certification. Tier 4 Final generators are certified to meet EPA emissions standards out of the factory, whereas Tier 4 Compliant generators are generators that have been modified with additional emissions abatement equipment to meet the emission standards, however, they require emission source testing every three years, estimated to cost $15,000 each time, to renew its permit with the BAAQMD.

Considering the generator price, EPA certification, and lead time, the ideal generator that meets the Project specifications and permitting requirements is the Tier 4 Final Kohler model KD1250 generator from Bay City Electric Works, the exclusively authorized Kohler distributor for California, Nevada, and Hawaii.

Bay City Electric Works’ quote of $916,685 for the Kohler emergency generator system is the best price available due to being the exclusive distributor. Publicly bidding the procurement would not result in cheaper pricing. Installation of the generator will occur during the Project construction phase by the awarded qualified contractor once the Project is competitively advertised for bid. The City’s Administrative Policy for purchasing generally requires procurement of this value to be competitively bid with formal bid advertisement, however, the Fairfield Municipal Code (FMC) provides several exceptions to the formal bidding procedures, one of which allows the City Council to suspend competitive bidding, purchase directly from a vendor, and sole sourcing when it is in the best interests of the City (FMC section 28.60 and 28.63).

Staff recommends the council adopt the attached resolution to suspend competitive bidding and authorize the purchase of Kohler emergency generator system from Bay Area Electric Works.

FINANCIAL IMPACT
The total cost for the Kohler emergency generator system is $1,055,000, which is the contract amount plus 15% for tax and freight ($916,685 generator + $138,315 tax and freight). Staff requests a 10% management reserve ($105,500) to account for cost increases due to unexpected supply chain restraints, increased costs for raw materials, and labor shortages. Funds are budgeted in the Capital Improvement Program through the Capital Water Fund (Fund 462, Project 10401).

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council could choose to deny this purchase, however that is not recommended as it will increase project costs, and potentially delay construction.

STAFF CONTACT
David Vong, Senior Civil Engineer
(707) 4287784
[email protected]
COORDINATED WITH
Packet Page 42 of 765

Agenda Item No: 5.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202325 of the City Council of the City of Fairfield Suspending CompetitiveBidding and Authorizing the City Manager to Purchase an Emergency GeneratorSystem from Bay City Electric WorksRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUEWaterman Water Treatment Plant (Waterman) currently does not have a backup generator with sufficientcapacity to power critical equipment for conveying water throughout the city in the event of a poweroutage. The Waterman High Lift Pump and Power Upgrade Project (Project) incorporates anemergency backup generator system capable to power the essential functions at Waterman. Duringthe design phase of the Project, procurement lead time for this generator was identified to be 45 to 47weeks with a price increase of approximately 11% by early 2023. Staff recommends approving theresolution to authorize the purchase of the emergency backup generator system in advance of theProject’s construction phase to reduce standby time and to secure the current pricing in advance of themanufacture’s planned price increase. DISCUSSIONTo ensure the operational reliability of Waterman during a power outage, an emergency backupgenerator system is incorporated as part of the upgrades in the Project. The Project’s consultantcontacted various vendors and identified only two generators large enough to supply sufficient powerrequired to maintain the minimum essential operations of Waterman that also meet air qualityemissions standards. The identified generators are summarized in the following table: Manufacture Model TierLevel EPA Certification Lead Time PriceKohlerKD12504 Final Certified 4247 Weeks $916,685CaterpillarC324 Compliant Uncertified 75 Weeks $1,067,000In order to operate diesel generators over 50 brake horsepower (BHP), a permit is required from theBay Area Air Quality Management District (BAAQMD). Both generators are rated over 1,000 BHP withtierlevel rating being the main difference between the two. There are four tiers in place to reduceharmful gases in the atmosphere. Each tier is built off prior tiers to make compliance moremanageable. Each tier level also has a certain standard, with regard to harmful emissions, andprovides a cap at which point emissions must be limited. The intended and primary emissions to bereduced include nitrogen oxides (NOx), hydrocarbons (HC), carbon monoxide (CO), particulate matter(PM), and nonmethane hydrocarbons (NMHC). Tier 4 is the current emissions standard for diesel generators manufactured after 2008. The differencebetween Tier 4 Final and Tier 4 Compliant generators is Environmental Protection Agency (EPA)certification. Tier 4 Final generators are certified to meet EPA emissions standards out of the factory,whereas Tier 4 Compliant generators are generators that have been modified with additional emissionsabatement equipment to meet the emission standards, however, they require emission source testingevery three years, estimated to cost $15,000 each time, to renew its permit with the BAAQMD.Considering the generator price, EPA certification, and lead time, the ideal generator that meets theProject specifications and permitting requirements is the Tier 4 Final Kohler model KD1250 generatorfrom Bay City Electric Works, the exclusively authorized Kohler distributor for California, Nevada, andHawaii. Bay City Electric Works’ quote of $916,685 for the Kohler emergency generator system is the bestprice available due to being the exclusive distributor. Publicly bidding the procurement would not resultin cheaper pricing. Installation of the generator will occur during the Project construction phase by theawarded qualified contractor once the Project is competitively advertised for bid. The City’sAdministrative Policy for purchasing generally requires procurement of this value to be competitively bidwith formal bid advertisement, however, the Fairfield Municipal Code (FMC) provides severalexceptions to the formal bidding procedures, one of which allows the City Council to suspendcompetitive bidding, purchase directly from a vendor, and sole sourcing when it is in the best interestsof the City (FMC section 28.60 and 28.63). Staff recommends the council adopt the attached resolution to suspend competitive bidding andauthorize the purchase of Kohler emergency generator system from Bay Area Electric Works.FINANCIAL IMPACTThe total cost for the Kohler emergency generator system is $1,055,000, which is the contract amountplus 15% for tax and freight ($916,685 generator + $138,315 tax and freight). Staff requests a 10%management reserve ($105,500) to account for cost increases due to unexpected supply chainrestraints, increased costs for raw materials, and labor shortages. Funds are budgeted in the CapitalImprovement Program through the Capital Water Fund (Fund 462, Project 10401). PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONThe council could choose to deny this purchase, however that is not recommended as it will increaseproject costs, and potentially delay construction. STAFF CONTACTDavid Vong, Senior Civil Engineer(707) 428[email protected] COORDINATED WITH
ATTACHMENTS:

Description
Quotes
Proposed Resolution
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Approved 2/6/2023 8:44 PM
Kaushal, Paul Approved 2/6/2023 8:47 PM
Beavers, Esther Approved 2/7/2023 10:52 AM
Beavers, Esther Approved 2/7/2023 10:52 AM
Packet Page 43 of 765

13625 Danielson Street, Poway, CA 92064 (HQ)
8647 Helms Ave, Unit #100, Rancho Cucamonga, CA 91730
322 Lindbergh Avenue, Livermore, CA 94551
Phone – 866.938.8200 Fax – 619.938.8202
www.BCEW.com

December 16, 2022

KOHLER GENERATOR SALES - SERVICE - PARTS - RENTALS
To learn more, visit our website at www.BCEW.com

REFERENCE: Waterman WTP High Lift Pump and Power Upgrade Project

EMERGENCY GENERATOR SYSTEM
BCEW # 164532R1

Bay City Electric Works is pleased to offer the following Kohler generator system for your use on the referenced project. This proposal is in accordance with your verbal request. No written details, plans, or specifications were provided. The following clarifications, technical exceptions and/or exclusions are noted:

• All fuel and urea are excluded
• Quoting a Tier 4 Final KD1250
• Tier 4 equipment is shipped loose for others to install on top of generator enclosure.

BCEW technician will be available to supervise install
• Some Tier 4 equipment wiring and hoses will be left coiled up in various locations for others to reconnect
• All tier 4 components, panels and urea tank are pre-installed within enclosure

Major system components include:

One (1) UL2200 Listed Tier 4 Final, Kohler model KD1250-4 diesel powered generator set, rated for standby duty at 1250 KW, .8 PF, 1562 KVA, 480 volt, 3 phase, 4 wire, 60 Hertz, 1800 RPM, outdoor in weatherproof sound attenuated enclosure, with 2,118 gallon subbase diesel fuel tank rated for 24 hours at full load.

625 kW radiator mounted load bank

Lead time 45 – 47 weeks

Generator price is …................................................$ 916,685.00 (Tax Not Included)

Packet Page 44 of 765Attachment 1 Page 1 of 13

REFERENCE:

BCEW # 164532R1
2 of 7

13625 Danielson Street, Poway, CA 92064 (HQ)
8647 Helms Ave, Unit #100, Rancho Cucamonga, CA 91730
322 Lindbergh Avenue, Livermore, CA 94551
Phone – 866.938.8200 Fax – 619.938.8202
www.BCEW.com

GMKD1250-4 KD1250-4 Generator System
10001000901-GA27 KD1250, 60Hz , Tier 4
GM105965-AA47 Software, Base, KD1250-4
279989 Nameplate Rating, Standby 130C
GM19874-KA1 UL2200 Listing
333708 Voltage,60Hz,277/480V,3Ph,4W,0.8PF
10201023301-MA1 Alt & Mtg, KH04590TO4D, STD, 0/18"
10301003402-MA1 Cooling, Unit Mounted Radiator
11803001645-KA1 Radiator Duct Flange
11301004301-MA11 Skid & Mtg, High Isolation
10801000300-MA1 Air Intake, Standard Duty
11601006701-MA3 Controller&Harness, APM603, Tier 4
11601007701-KA1 Voltage Regulator, APM603 KD800-1750 LV 11608001301-KA1 Kit, I/O Module
10305003501-KA6 Block Heater, 208V, 1PH, 9000W
10702000602-KA1 Battery Charger, 24V
10702002501-KA2 Battery, 4/12V, 1050CCA, Dry
10701000401-MA1 Battery Rack&Cables, Single Starter
10210000101-KA2 Heaters, Generator, 65-116W
11602013000-CA1 Breaker 1 Right Components
11602000147-KA3 Cover, Power Box (R-Frame)
11602000247-KA11 Panel, LCB Recess R
11602000700-KA1 Mtg, LCB R-Frame
11602001100-KA1 Neutral
11602001600-KA1 Ground
11602001900-KA1 Relay, GF
GM52339-KA1 LCB, 2000A, RJF, EL/MICRO, LSI, 100%
11602013000-CA5 Breaker 1 Left Components
11602000147-KA2 Cover, Power Box (Small LCBS)
11602000247-KA6 Panel, LCB Recess MP-MP
11602000600-KA1 Mtg, LCB M/P-Frame
11602000900-KA1 Bracket, Breaker Mounting
11602001100-KA2 Neutral
11602001600-KA1 Ground
GM52335-KA1 LCB, 1200A, PGP, MICRO LSI, 100%
11602013000-CA75 Breaker 1 Left Transition/Leads
11602001700-KA21 Leads, Neutral 2000A
11602002047-KA2 DUCT, TRANSITION
11602002147-KA5 COVER, TRANSITION DUCT
11602002200-KA120 Leads, P-Frame 1200A Left
11602002547-KA13 PANEL, J-BOX SIDE
Packet Page 45 of 765Attachment 1 Page 2 of 13

REFERENCE:

BCEW # 164532R1
3 of 7

13625 Danielson Street, Poway, CA 92064 (HQ)
8647 Helms Ave, Unit #100, Rancho Cucamonga, CA 91730
322 Lindbergh Avenue, Livermore, CA 94551
Phone – 866.938.8200 Fax – 619.938.8202
www.BCEW.com

11602002901-KA1 Lead Support
11602004447-KA1 Power Box&Mtg
11811000200-KA2 Decals, Power Box (Lh)
11602013000-CA71 Breaker 1 Right Transition/Leads
11602001700-KA21 Leads, Neutral 2000A
11602002047-KA2 DUCT, TRANSITION
11602002147-KA5 COVER, TRANSITION DUCT
11602002200-KA132 Leads, R-Frame 2000A Right
11602002547-KA12 PANEL, J-BOX SIDE
11602002901-KA1 Lead Support
11602004447-KA1 Power Box&Mtg
11811000200-KA1 Decals, Power Box (Rh)
10501001101-KA1 Flexible Fuel Lines
10501000145-MA1 Fuel/Water Separator
10801002401-KA1 AIR RESTRICTION INDICATOR
10401000704-KA1 Oil in Genset, KD36V16
10301004401-KA1 Coolant in Genset, KD36V16
GM115367-KA2 Exhaust Cap Plug Kit, KD1250-KD1350
GM111008 Standard
GM111012 5 Year Comprehensive, 600V & Below
299891 Power Factor Test,0.8,3Ph Only
Miscellaneous
Part Number Description
10901024901-MP1 Aftertreatment, Piping, 90Deg Outlet
10901024801-MP1 Aftertreatment, Flange, Inlet & Outlet
10901024701-MP1 Aftertreatment, Piping
10901023901-MP1 Aftertreatment, Components
10901025101-MP1 Aftertreatment, DEF Lines, Tank&Supply
10901025201-MP1 Aftertreatment, DEF Lines, Injector
10901025301-MP1 Aftertreatment, DEF Tank Electrical
10901025401-MP1 Aftertreatment, SCR Electrical
10901026201-MP1 Aftertreatment, Electrical Components
10901025701-KP1 Weld-On Flange, DIN300
10901026301-KP1 Weld on Flange, Tank
11101000201-KP1 Remote Emergency Stop Switch
10901025801-MP1 Immersion Heater Kit
10901025501-MP1 DEF Tank, Primary
GM91356-KP1 RSA III, Annunciator only
Packet Page 46 of 765Attachment 1 Page 3 of 13

REFERENCE:

BCEW # 164532R1
4 of 7

13625 Danielson Street, Poway, CA 92064 (HQ)
8647 Helms Ave, Unit #100, Rancho Cucamonga, CA 91730
322 Lindbergh Avenue, Livermore, CA 94551
Phone – 866.938.8200 Fax – 619.938.8202
www.BCEW.com

Packet Page 47 of 765Attachment 1 Page 4 of 13

REFERENCE:

BCEW # 164532R1
5 of 7

13625 Danielson Street, Poway, CA 92064 (HQ)
8647 Helms Ave, Unit #100, Rancho Cucamonga, CA 91730
322 Lindbergh Avenue, Livermore, CA 94551
Phone – 866.938.8200 Fax – 619.938.8202
www.BCEW.com

Jobsite inspection, initial startup, and initiation of warranty, by a Bay City Electric Works field technician during normal working hours Monday through Friday 7:00 a.m. to 4:00 p.m. Testing will utilize building load unless the specification states otherwise.

Fuel for testing is excluded. Any jobsite orientation and training of operating personnel to be done at the time of startup.

Kohler limited generator warranty, effective from date of startup, for:
5 years or 3000 hours (whichever occurs first) as published in Kohler Brochure.

System Price: FOB Factory with freight allowed to your jobsite (or office) if accessible by a semi. All deliveries are drop-shipped. Offloading and placement of equipment is excluded. All deliveries are Monday through Friday 7:00 a.m. to 4:00 p.m.

Deliveries outside the normal business hours will be invoiced as necessary.

AQMD/APCD Permit is not included. To be provided by others. Contact ProActive Consulting Group at 714-893-7900 for Permit application processing information and pricing.

Quotation Notes:

1. Applicable taxes have not been included.

2. 3% fee will be added to any payments made by credit card.

3. Air quality permit fees and compliance are excluded. Local air quality authorities may require a health risk study or environmental quality assessment. The cost for a health risk study is excluded.

4. Any additional equipment required as a result of the local Air Quality permit application will be quoted separately. Air quality requirements are ever changing and vary based on a number of factors like jobsite location and proximity to adjacent structures. BCEW is quoting the latest Tier compliant generators to meet State and Federal regulations unless otherwise noted. It is the customer or end users responsibility to obtain all permits related to the installation and operation of the equipment quoted herein. All permits must be obtained prior to installation of the equipment.

Many air jurisdictions are discussing changing the rules regarding emissions, tier levels, aftertreatment, etc. We are quoting based on the specifications and our current understanding of the application of the air jurisdiction’s rules at the time of quote.

5. Some local AHJ’s will require field inspections, additional testing, interconnection with a Fire Alarm system or BMS, or verifying functionality on certain components/alarms/monitoring. We are bidding to the plans and specifications provided and cannot cover any and all potential testing that may be requested by AHJ’s. We do our best to be an expert on all local requirements but we have a huge territory and requirements are ever changing. We are bidding to a design spec for a project awarded based on pricing. It is the responsibility of the Packet Page 48 of 765Attachment 1 Page 5 of 13

REFERENCE:

BCEW # 164532R1
6 of 7

13625 Danielson Street, Poway, CA 92064 (HQ)
8647 Helms Ave, Unit #100, Rancho Cucamonga, CA 91730
322 Lindbergh Avenue, Livermore, CA 94551
Phone – 866.938.8200 Fax – 619.938.8202
www.BCEW.com

Consulting/Specifying Engineer to provide the required information to bid the project properly. Typically the testing/inspection does not require attendance by a BCEW technician but in certain instances it does. Please contact us with the specific requirements in writing that apply to your project (from your approved fire permit, County HazMat permit or your inspection corrections) once you have them and our Service Department can quote it accordingly. Tank pressure tests are required in very few areas. These are not included and will be quoted on an as required basis unless they are listed in the specification and specifically listed on our quote.

6. All supplied fuel tanks will be certified UL142 unless specifically called out as UL2085. UL142 tanks are NOT fire rated or ballistic rated.

7. All power system studies, including short circuit analysis, protective device coordination and arc flash analysis and mitigation, are the responsibility of others-not included with this proposal.

8. Protective device calibration, testing (NETA) and setting of protective relays and CB trip units is the responsibility of others and not included with this proposal.

9. Fuel, initial fuel fill and fuel for testing is excluded.

10. No special lugs included in our quotes unless specifically identified on our proposal. You will receive the standard lugs for the provided breakers.

11. Prices quoted are not applicable for work subject to any state or federal prevailing wage requirements. We are an equipment supplier, not a subcontractor. Please contact your sales executive if prevailing wage still applies.

12. Quotation will be held firm for 30 days. This quote may be modified and/or rescinded by BCEW at its sole discretion unless the quote is accepted before the expiration date

13. If new tariffs or fees are imposed on certain materials after the submittal of this proposal, we reserve the right to adjust pricing if this quote is affected.

Terms and Conditions:

1. Terms of payment are net 30 days from factory shipment, upon approval of credit department.

2. Materials will be invoiced date of shipment from factory.

3. Acceptance of purchase order is based on materials quoted.

4. 1.5% per month on unpaid balance will be assessed if not paid within terms.

5. Terms for retention and liquidated damages will not be accepted.

6. The following charges may be assessed for cancellation of any order:
a. 10% of total order price if cancelled after we have provided submittals but prior to release for manufacture.
b. 25% of total order price if cancelled after release for manufacture, or if the equipment is already on order with the factory (Kohler paralleling switchgear is on order as soon as Submittals are requested).

Packet Page 49 of 765Attachment 1 Page 6 of 13

REFERENCE:

BCEW # 164532R1
7 of 7

13625 Danielson Street, Poway, CA 92064 (HQ)
8647 Helms Ave, Unit #100, Rancho Cucamonga, CA 91730
322 Lindbergh Avenue, Livermore, CA 94551
Phone – 866.938.8200 Fax – 619.938.8202
www.BCEW.com

c. 50% of total order price if cancelled less than 60 days prior to the scheduled shipment date.
d. 100% of total order price if cancelled after the equipment has shipped from the manufacturing plant.

Submittal Lead Times:

1. Most submittals can typically be provided within 10 business days from receipt of your written hold for Submittal approval (HFSA) Purchase Order. Custom drawings take 15-20 business days minimum. Paralleling Switchgear Submittals are a minimum of 6-8 weeks.

We appreciate this opportunity to offer our equipment for your consideration. Please call if you have any questions or if I can help in any way. Bay City Electric Works wants to be your Generator System Supplier.

Best Regards,

Rob Matthew
Industrial Sales Executive
925 290 9422 cell
[email protected]

The authorized purchaser identified below accepts this proposal and agrees, upon acceptance of this contract by Bay City Electric Works, to purchase and pay for the equipment, accessories, and service in accordance with the terms and conditions set forth above.

Company name: ____________________________________________________

Purchaser name and title (please print): __________________________________

Purchaser signature: _________________________________________________

Date: _______________ Purchase Order # ______________________________

Delivery Date Requested by Purchaser: __________________________________

If a delivery date is not provided, BCEW will postpone the release of product orders with its respective vendors until the date is provided in writing. It is the sole responsibility of the Purchaser to provide a delivery date within the current factory lead times.

PLEASE INCLUDE PRELIM INFORMATION WHEN ISSUING A PURCHASE ORDER.

KOHLER GENERATOR SALES - SERVICE - PARTS - RENTALS
To learn more, visit our website at www.BCEW.com

Packet Page 50 of 765Attachment 1 Page 7 of 13

3850 Channel Drive
West Sacramento, CA 95691
(916) 275-4580
[email protected]

January 20, 2023

Ken Swenson, PE
Coastland
(707) 702-1963
[email protected]
Cc:

Sharon Kimizuka
[email protected]

Re: Waterman 1250kW T4 Genset Package

Dear Ken,

Per your request, this package will include all of the T4 equipment including a urea tank within the gen footprint. The DPF and SCR will be roof mounted.

This is a Tier 4 Compliant System, not a Certified System.

Holt of California is pleased to present the following quotation:

C32 12500kW Generator Set $1,067.000.00

Estimated Lead time is 75 weeks, but is subject to change.

Pricing is valid based on the CAT factory content (Open Genset) being released to production by March 20, 2023.

Generator Description:

Standard Factory Components:

AIR INLET SYSTEM
Air Cleaner; single element canister type with
service indicator.

CONTROL SYSTEM
Quotation
Packet Page 51 of 765Attachment 1 Page 8 of 13

EMCP 4 controls including:
- Run / Auto / Stop Control
- Speed Adjust
- Voltage Adjust
- Engine Cycle Crank
- Emergency stop pushbutton
EMCP 4.2B controller features:
- 24-volt DC operation
- Environmental sealed front face
- Text alarm/event descriptions
- True RMS AC metering, 3-phase, Å1% accuracy.

Digital indication for:
- RPM
- DC volts
- Operating hours
- Oil pressure (psi, kPa or bar)
- Coolant temperature
- Volts (L-L & L-N), frequency (Hz)
- Amps (per phase & average)
- Power Factor (per phase & average)
- kW (per phase, average & percent)
- kVA (per phase, average & percent)
- kVAr (per phase, average & percent)
- kW-hr (total)
- kVAr-hr (total)
Warning/shutdown with common LED indication of shutdowns for:
- Low oil pressure
- High/Low coolant temperature
- Overspeed
- Emergency stop
- Failure to start (overcrank)
- Low coolant level
Programmable protective relaying functions:
- Generator phase sequence
- Over/Under voltage (27/59)
- Over/Under Frequency (81 O/U)
- Reverse Power (kW) (32)
- Reverse Reactive Power (kVAr) (32RV)
- Overcurrent (50/51)
Communications
- Cat Connect
- Customer data link (Modbus RTU)
- Accessory module data link
- Serial annunciator module data link
- 6 programmable digital inputs
- 4 programmable relay outputs (Form A)
- 2 programmable relay outputs (Form C)
- 2 programmable digital outputs
Compatible with the following optional modules:
- Digital I/O module
- Local Annunciator
- Remote CAN annunciator
- Remote serial annunciator
Packet Page 52 of 765Attachment 1 Page 9 of 13

- RTD module
- Thermocouple module

COOLING SYSTEM
See TMI for heat rejection, air flow, and ambient capability information ATAAC.

Radiator fan and fan drive.

Fan and belt guards.

Coolant drain line with valve.

Low coolant level sensor.

Caterpillar Extended Life Coolant.

EXHAUST SYSTEM
EXHAUST MANIFOLD - DRY - SINGLE - 8 in.
203mm (8in) ID round flanged outlet.

FUEL SYSTEM
Primary fuel filter with water separator.

Secondary fuel filters.

Fuel cooler.

Fuel priming pump.

GENERATORS AND GENERATOR ATTACHMENTS
3 phase brushless, salient pole.

Integrated Voltage Regulator (IVR) - IVR includes reactive droop capability, 3 phase voltage sensing, PF control, maximum excitation limiter and line-loss compensation.
6 lead
LV:

Random wound
Internal Excitation
NEMA Class H insulation, Class H temperature rise at 40C ambient (125C prime/150C standby).

Reactive droop.

Bus bar connections, top center mounted, top cable entry. 60 Hz models: NEMA standard hole pattern.

GOVERNING SYSTEM
ADEM(tm) A4

LITERATURE
English

LUBE SYSTEM
Lubricating oil.

Gear type lube oil pump.

Integral lube oil cooler.

Oil filter, filler and dipstick.

Oil drain lines and valve.

Fumes disposal.

MOUNTING SYSTEM
Packet Page 53 of 765Attachment 1 Page 10 of 13

Rails - engine/generator/radiator mounting.

STARTING/CHARGING SYSTEM
24-volt electric starting motor.
45 amp charging alternator.

Battery, rack and cables.

Battery disconnect switch.

GENERAL
Paint: Caterpillar Yellow with high gloss black rails & radiator.

RH Service.

Flywheel and flywheel housing-SAE No. 0.

SAE Standard Rotation.

Selected Factory Options:

UL2200 Listing
IBC Seismic Certification
480V
Permanent Magnet Alternator
Right Facing 4.3 Control Panel
Local NFPA110 Annunciator
Remote NFPA110 Annunciator
Remote E-Stop
2000A LSI-P Circuit Breaker – Right Side
Bottom Cable Entry With Shroud
Fuel Filter and Water Separator
Alternator Space Heater
Jacket Water Heater (240V)
Batteries, Racks, and Charger
Factory 0.8 P.F. Test

3rd Part Items:

Custom Sound Attenuated Enclosure with 2480 Gallon UL-142 Base Tank Approximately 120” Wide x 368” Long x 135” Tall
Lights and receptacles
Stairs and platforms (Outside package dimensions above.) Radiator Mounted Load Bank 625kW
Tier 4 After-Treatment including DPF, SCR, Air Compressor, Dosing Control Cabinet, and Urea tank.

Services:

Standard Factory Testing (0.8 P.F.)
Start-Up
Site Testing
Resistive Load Bank and Cable - connection < 100’ from LB.

Training
Holt and JM assistance during Site Emissions Testing

• 3rd Party Source Testing is not included in this proposal – It will probably be close to $15,000.00.

Packet Page 54 of 765Attachment 1 Page 11 of 13

Thank you for your consideration,

Scot Moore
Sales
Power Systems Group

This quote is valid for 30 days, and does not include installation, or permitting fees. FOB Job Site, unloading by others. Holt of California, Inc is a material supplier, and is exempt from any contractor requirements.

TERMS OF PAYMENT ARE NET (30) DAYS FROM INVOICE DATE. CUSTOMER SHALL PAY A LATE CHARGE OF 1.5% PER MONTH OF ALL AMOUNTS PAST DUE. THE PLACE OF PAYMENT IS P.O. BOX X, SACRAMENTO, CALIFORNIA 95813. CUSTOMER REPRESENTS

AND WARRANTS THAT THE GOODS PURCHASED ARE NOT PRIMARILY FOR PERSONAL, FAMILY OR HOUSEHOLD PURPOSES.

THE ATTATCHED TERMS AND CONDITIONS ARE PART OF AND INCORPORATED IN THIS AGREEMENT. THIS AGREEMENT SHALL NOT BE CONSIDERED ENFORCEABLE UNTIL ACCEPTED BY HOLT AND EXECUTED BY ITS OFFICER. ANY INDIVIDUAL SIGNING THIS AGREEMENT REPRESENTS AND WARRANTS THAT HE/SHE IS AT LEAST 18 YEARS OLD AND HAS THE AUTHORITY TO BIND CUSTOMER TO THE TERMS OF THIS AGREEMENT.

By Customer:

Company: ____________________________________

Signature: ____________________________________

Print Name: ___________________________________

Title: _________________________________________

Date: _________________________________________

By Holt of California:

Signature: ____________________________________

Print Name: ___________________________________

Title: _________________________________________

Date: _________________________________________
Packet Page 55 of 765Attachment 1 Page 12 of 13

1. PARTIES. This Sale Order/Quotation (“Agreement”) is made by and between Holt of California or Holt Rental Services dba The CAT Rental Store as seller (“Holt”) and Customer described on the front of this Agreement as buyer and is effective when signed by Holt and Customer. This Agreement may be executed and delivered by facsimile.

2. SALE OF GOODS. Seller shall transfer and deliver to Customer, and Customer shall pay for and accept, the material and equipment described on the front of this Agreement (“Goods”). The time of delivery of the Goods shall be on or about the Estimated Delivery Date, provided that Holt may change the Estimated Delivery Date without Customer’s consent, and Holt shall not be liable for delays in delivery of the Goods. The place of delivery shall be Holt’s place of business.

Risk of loss shall pass to Customer upon delivery of the Goods to Customer or to Customer’s shipper.

3. INSPECTION. Customer shall have the right to inspect the Goods at the time and place of delivery before paying for or accepting them.

Upon Customer’s acceptance of the Goods, Customer shall be conclusively presumed to be satisfied with the condition and conformance of the Goods.

4. WAIVER/AMENDMENTS. The failure by Holt to enforce any provision hereof shall not constitute a waiver by Holt of such provisions, nor of any subsequent breach of the same, nor of any other provision hereof. This Agreement constitutes the entire agreement between the parties, and supersedes all prior and contemporaneous agreements or understandings of the parties. No amendment shall be binding unless in writing and signed by the parties. No party has been induced to enter into this Agreement by, nor is any party relying on, any representation or warranty outside those expressly set forth in this Agreement. Any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in interpreting this Agreement. No agent, employee or representative of Holt has the authority to bind Holt to any representation or warranty regarding the Goods that is not contained in this Agreement.

5. LIMITATION OF ACTIONS. Any action for breach of this Agreement must be commenced within one year after the facts giving rise to the cause of action. Customer waives the right to a trial by jury.

6. ASSIGNMENT. This Agreement may be assigned by Holt to a third party without the prior consent of Customer.

7. ATTORNEY’S FEES. In any litigation, arbitration or other proceeding by which one party seeks to enforce its rights under this Agreement (whether in contract, tort, or both), the prevailing party shall be awarded reasonable attorney’s fees, costs, and expert witness fees.

8. VENUE. Any dispute that arises between the parties shall be resolved in the Superior Court of California, County of Sacramento or County of San Joaquin, California.

9. CALIFORNIA LAW. This Agreement, and any dispute between the parties, shall be governed by California law. If any provision of this Agreement is held to be invalid in whole or in part, the validity of the remaining provisions shall not be affected.

10. INDEMNITY. Customer shall take all necessary precautions regarding the Goods and protect all persons and property from injury or damage. CUSTOMER SHALL INDEMNIFY AND HOLD HOLT

FREE AND HARMLESS AGAINST ANY AND ALL CLAIMS, LOSS,
DAMAGE, LIABILITY, EXPENSE (INCLUDING ATTORNEY’S FEES)

AND PENALTY OF ANY KIND OR NATURE WHATSOEVER,

INCLUDING WITHOUT LIMITATION INJURIES OR DEATH TO

PERSONS AND DAMAGE TO PROPERTY

ARISING OUT OF THE USE, MAINTENANCE, OPERATION,

STORAGE, INSTRUCTION, DELAY (INCLUDING ANY DELAY IN OR

FAILURE OF DELIVERY), SELECTION, PURCHASE, ACCEPTANCE

OR REJECTION, OWNERSHIP, CONDITION, REPAIR OR

POSSESSION OF THE GOODS OR ITS HANDLING OR

TRANSPORTATION EXCEPT CLAIMS ARISING THROUGH THE

SOLE NEGLIGENCE OR WILLFUL MISCONDUCT OF HOLT,

WHETHER ATTRIBUTABLE TO A DEFECT IN THE GOODS, THE

MATERIAL USED THEREIN OR THE DESIGN, MANUFACTURE OR

TESTING OF THE GOODS, REGARDLESS OF WHETHER ANY

SUCH DEFECT IS DISCOVERED, OR WHETHER THE GOODS ARE

IN POSSESSION OF CUSTOMER OR THE LOCATION OF THE
GOODS. CUSTOMER IS FULLY AWARE AND ACKNOWLEDGES

THERE IS A RISK OF INJURY OR DAMAGE ARISING OUT OF THE

USE OR OPERATION OF THE GOODS AND HEREBY ELECTS TO

VOLUNTARILY ASSUME ALL OF THE ABOVE RISKS OF INJURY
OR DAMAGE. CUSTOMER AGREES TO RELEASE AND

DISCHARGE HOLT FROM ANY AND ALL RESPONSIBILITY OR

LIABILITY FROM SUCH INJURY OR DAMAGE ARISING OUT OF
THE USE OR OPERATION OF THE GOODS; AND CUSTOMER

FURTHER AGREES TO WAIVE, RELEASE AND DISCHARGE ANY

AND ALL CLAIMS FOR INJURY OR DAMAGE AGAINST HOLT
WHICH CUSTOMER OTHERWISE MAY BE ENTITLED TO ASSERT.

11. DISCLAIMER OF WARRANTIES/WAIVER OF DAMAGES.

EXCEPT AS OTHERWISE PROVIDED IN WRITING, NO

WARRANTIES OF ANY KIND, WHETHER EXPRESS OR IMPLIED,

INCLUDING ANY WARRANTY OF MERCHANTABILITY OR

FITNESS FOR A PARTICULAR PURPOSE, ARE OR HAVE BEEN

MADE OR AUTHORIZED BY HOLT WITH RESPECT TO THE

GOODS AND ALL SUCH WARRANTIES ARE EXPRESSLY
DISCLAIMED BY HOLT. CUSTOMER ACKNOWLEDGES THAT IF

THERE IS A WARRANTY FOR THE GOODS, IT IS PROVIDED BY
THE MANUFACTURER AND NOT BY HOLT. Customer
acknowledges that it has selected the Goods on the basis of its own judgment and expressly disclaims any reliance upon any statements or representation made by Holt. Holt shall not be responsible to Customer for loss of use of Goods, loss of profits, or any other consequential damages. Holt shall not be liable for failure to deliver the Goods, or for any damages resulting from the selection, installation, operation or use of the Goods. Holt’s liability regarding the Goods and/or this Agreement for any damages, whether arriving in contract, tort, or otherwise, shall be limited to the aggregate price of the Goods paid as of the date of the claim giving rise to the alleged damages.

12. SECURITY INTEREST. Customer hereby grants Holt a security interest in the Goods, including any attachments, accessions, and proceeds, to secure payment of the sales price and performance of Customer’s obligations under this Agreement. Customer authorizes Holt to file such forms and documents as reasonably required by Holt to perfect its security interest, including but not limited to a UCC-1 financing statement with the California Secretary of State’s Office. Holt shall have all of the rights of a secured party pursuant to the California Commercial Code until the Goods are paid in full.

13. SUCCESSORS AND ASSIGNS. This Agreement shall be binding on Customer and its successors and assigns without regard to changes in the form of Customer’s business entity or name or membership.

14. PURCHASE ORDER. Holt shall not be bound by the terms of any purchase order issued by Customer unless signed by Holt. In the event of a conflict between any such purchase order and this Agreement, this Agreement shall control.

Packet Page 56 of 765Attachment 1 Page 13 of 13

CITY OF FAIRFIELD

RESOLUTION NO. 2023-25

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD SUSPENDING COMPETITIVE

BIDDING AND AUTHORIZING THE CITY MANAGER TO PURCHASE AN EMERGENCY GENERATOR

SYSTEM FROM BAY CITY ELECTRIC WORKS

WHEREAS, the City of Fairfield (City) desires to install a permanent emergency generator system at the Waterman Water Treatment Plant; and

WHEREAS, an emergency generator system is needed to provide essential operational power during power outages; and

WHEREAS, the Kohler model KD1250 diesel power generator set is the only available Tier 4 Final generator capable of producing 1250 kilowatts (kW); and

WHEREAS, Tier 4 Final generators are Environmental Protection Agency (EPA) certified to meet emission standards and the Bay Area Air Quality Management District (BAAQMD) permitting requirements to operate; and

WHEREAS, Bay City Electric Works is an authorized Kohler distributor exclusive to California, Nevada, and Hawaii, and has agreed to sell an emergency generator system to the City at the quoted price for the Waterman High Lift Pump and Power Upgrade Project (Project); and

WHEREAS, following a formal bid procedure for this generator would cause a significant delay in its procurement and installation for the Project; and

WHEREAS, section 28.60 of the Fairfield Municipal Code (FMC) provides that the City Council may suspend competitive bidding for any purchase and may enter into a contract to procure general contractual services through the use of an alternative selection process after making a finding that doing so would be in the best interests of the City; and

WHEREAS, section 28.63 of the FMC provides that purchase of materials, supplies, and equipment may be made without adhering to the required procurement methods if they can only be obtained from one vendor either because the desired materials, supplies, or equipment is proprietary in nature, or because a sole-sourced purchase of such items is in the best interest of the City; and

WHEREAS, funding for the Project was allocated in the City’s approved Capital Improvement Program.

Packet Page 57 of 765Attachment 2 Page 1 of 2

RES. NO. 2023-25

Page 2 ends

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

Section 1. The council hereby suspends competitive bidding and authorizes the city manager to purchase an emergency generator system from Bay City Electric Works for a total amount not- to-exceed $1,055,000.

Section 2. The public works director is hereby authorized to execute and administer change orders for an amount not-to-exceed 10% ($105,500) of the above contract amount.

Section 3. The council further authorizes the city manager to take all steps necessary to implement this resolution.

PASSED AND ADOPTED this 21st day of February, 2023, by the following vote:

AYES: COUNCILMEMBERS: MOY / BERTANI / CARR / PANDURO /TONNESEN / VACCARO / WILLIAMS

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK
Packet Page 58 of 765Attachment 2 Page 2 of 2

Agenda Item No: 6.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202326 of the City Council of the City of Fairfield Establishing the Fairfield Landscape Oversight Committee and Setting Forth Guidelines and Duties of the Committee
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
City Council has requested that the city form a Landscape Oversight Committee (Committee).

Adopting the attached resolution will establish the committee and set forth the terms, guidelines, and duties of the committee.

DISCUSSION
On August 16, 2022, the council directed staff to form a committee to provide fiscal oversight and review of the management of the landscaping throughout the city. A primary focus of the Committee will be to improve transparency and financial oversight of the 16 Landscaping and Lighting Maintenance Districts. Staff proposes this will be achieved through review of the annual budgets, projected expenditures, and assessment levels.

On December 6, 2022, the council heard public comments on the formation of the Committee. After public comment was received, council directed staff to update the duties of the Committee to include management oversight of the services provided by the landscape contractor. Council recommended that the Committee provide feedback on the landscape contractor’s performance of services that meet their contractual obligations.

The Committee will have a representative from each of the six districts (e.g., the applicant must live within the district boundary), and one representative will be at large. The committee will be appointed by its corresponding councilmember and the atlarge selection will be chosen by the mayor. The Committee will meet quarterly and provide council a report on a quarterly basis.

FINANCIAL IMPACT
Packet Page 59 of 765

Agenda Item No: 6.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202326 of the City Council of the City of Fairfield Establishing the FairfieldLandscape Oversight Committee and Setting Forth Guidelines and Duties of theCommitteeRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUECity Council has requested that the city form a Landscape Oversight Committee (Committee). Adopting the attached resolution will establish the committee and set forth the terms, guidelines, andduties of the committee. DISCUSSIONOn August 16, 2022, the council directed staff to form a committee to provide fiscal oversight andreview of the management of the landscaping throughout the city. A primary focus of the Committee willbe to improve transparency and financial oversight of the 16 Landscaping and Lighting MaintenanceDistricts. Staff proposes this will be achieved through review of the annual budgets, projectedexpenditures, and assessment levels.On December 6, 2022, the council heard public comments on the formation of the Committee. Afterpublic comment was received, council directed staff to update the duties of the Committee to includemanagement oversight of the services provided by the landscape contractor. Council recommendedthat the Committee provide feedback on the landscape contractor’s performance of services that meettheir contractual obligations. The Committee will have a representative from each of the six districts (e.g., the applicant must livewithin the district boundary), and one representative will be at large. The committee will be appointedby its corresponding councilmember and the atlarge selection will be chosen by the mayor. TheCommittee will meet quarterly and provide council a report on a quarterly basis.

FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
The seven vacancies for seats on the Committee shall be advertised in the Daily Republic newspaper, posted on the City’s website, and posted on the City’s notice board within the Civic Center complex.

Staff anticipates advertising and accepting applications after July 2023, with the intent to provide feedback on the fiscal year 20232024 assessment.

ALTERNATIVE ACTION
The council may choose to establish different terms or specific duties for the committee or choose not to adopt the resolution.

STAFF CONTACT
Ryan Panganiban, Assistant Public Works Director/City Engineer (707) 4287017
[email protected]
COORDINATED WITH
ATTACHMENTS:

Description
Proposed Resolution
Exhibit A Committee Guidelines and Duties
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Rejected 2/8/2023 1:57 PM
Panganiban, Ryan Approved 2/8/2023 5:05 PM
Kaushal, Paul Approved 2/8/2023 5:20 PM
Beavers, Esther Approved 2/8/2023 6:31 PM
Beavers, Esther Approved 2/8/2023 6:31 PM
Packet Page 60 of 765

CITY OF FAIRFIELD

RESOLUTION NO. 2023-26

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD ESTABLISHING THE FAIRFIELD

LANDSCAPE OVERSIGHT COMMITTEE AND SETTING FORTH GUIDELINES AND DUTIES OF THE

COMMITTEE

WHEREAS, the City Council desires to form the Landscape Oversight Committee and establish terms, guidelines, and duties of the Landscape Oversight Committee.

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

Section 1. The council hereby establishes a seven-member oversight committee, which will have a representative from each of the six districts and one at-large representative.

Section 2. The council hereby approves the Landscape Committee Guidelines and Duties, set forth in Exhibit “A” attached hereto.

PASSED AND ADOPTED this 21st day of February, 2023, by the following vote:

AYES: COUNCILMEMBERS: MOY / BERTANI / CARR / PANDURO / TONNESEN / VACCARO / WILLIAMS_

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK

Packet Page 61 of 765Attachment 1 Page 1 of 1

Exhibit “A”

LANDSCAPE OVERSIGHT COMMITTEE GUIDELINES AND DUTIES

The City Council of the City of Fairfield hereby establishes a Landscape Oversight Committee (Committee) to provide fiscal oversight and review of the Public Works Department ’s management of landscaping throughout the city. A primary focus of the Committee will be to improve effectiveness, transparency, and financial oversight of the 16 Landscaping and Lighting Maintenance Districts (LLMD or Districts). The Committee will review the annual budgets, projected expenditures, assessment levels and provide management oversight.

Application/ Recruitment Process:

The standard recruitment process that is used for all other existing City boards, commissions and committees will be utilized to conduct the recruitment of applications for the Committee.

Notice of these vacancies will be advertised in the Fairfield Daily Republic newspaper, posted on the City’s website, and posted on the Civic Center complex meeting notice boards.

Powers and Duties:

The Committee will provide independent oversight of the operation and financial aspects of the LLDMs, and for landscape maintenance in non-LLMD areas, throughout the city and will report directly to the council. The Committee will ensure effectiveness, transparency, review of the managerial processes over the Landscape Districts and non -LLMD landscaped areas throughout the City, and provide oversight of the revenue generated by the LLMDs, as well as general fund revenues specifically budgeted for landscape maintenance in non-LLMD areas throughout the city Enterprise fund and other funds generated by the city are outside the purview of the Committee.

The Committee, together with staff, will educate district residents as to the operation and function of LLMDs and the associated costs to maintain and improve such districts. Duties may consist of reviewing the annual budget and any other City financial reports necessary to advise the council. The Committee will work with city staff to provide management oversight of the landscape maintenance for the various Districts and non-LLMD landscaped areas throughout the City.

The duties of the Committee do not include decision -making responsibilities regarding spending priorities, funding source decisions, or financing plans. The Committee serves in an advisory-only role to the council, limited to the review of the managerial processes over the Landscape Districts and non-LLMD landscaped areas throughout the City and the use of LLMD revenues, as well as general fund revenues specifically budgeted for landscape maintenance in non -LLMD areas.

Packet Page 62 of 765Attachment 2 Page 1 of 2

Exhibit “A”

Page 2 ends

Qualifications for Appointment:

The committee will consist of seven members.
• Six of the seven committee members shall be comprised of one person that has residency within the respective council district area.
• One committee member will be at-large.
• Residency may be verified annually by the city clerk's office through (1) voter registration or (2) utility bills (phone, water, cable).

Selection of Members:

The Committee will be composed of seven members. Candidates for the Committee shall complete and submit applications to the City per instructions on the vacancy advertisement. The mayor and city council will appoint their respective Committee members.

Term of Service:

Each term shall be for a period of five years.

Meetings:

The Committee will meet quarterly and provide reports to council on a quarterly basis. The Committee will be subject to the provisions of the Ralph M. Brown Act. Meetings must be noticed and open to the public. Committee minutes and reports are a matter of public record and may be posted on the City's website. Additional meetings may be scheduled as necessary. All Committee members shall attend training and orientation prior to the first regular Committee meeting, including Brown Act training and AB1234 Ethics Training. Committee members are expected to attend all regular Committee meetings.

Failure of the committee members to attend the meetings may result in removal from the Committee at the discretion of the council. Committee decisions and actions require a simple majority vote of those members in attendance. The quorum requirement for any meeting shall be a minimum of four members.

Staff Liaison Appointment:

The Assistant Director of Public Works and/or his designee will serve as staff liaison(s) to the Committee. The liaison(s) will be responsible for providing relevant information to the Committee. The liaison(s) will prepare, post, and distribute agendas and take minutes at each meeting. The liaison (s) will provide the minutes of the Committee's proceedings to the council and the public.

Packet Page 63 of 765Attachment 2 Page 2 of 2

Agenda Item No: 7.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202327 of the City Council of the City of Fairfield Approving the Community Development Block Grant Program 5th Substantial Amendment to the Fiscal Year 20192020 Annual Action Plan; and
Resolution 202328 of the City Council of the City of Fairfield Approving the Community Development Block Grant Program 1st Substantial Amendment to the Fiscal Year 20222027 Consolidated Plan and Annual Action Plan
RECOMMENDED ACTION
Adopt resolutions.

STATEMENT OF ISSUE
Staff is asking City Council to adopt resolutions for the following two actions: 1) Approve the 5th substantial amendment to the fiscal year (FY) 20192020 CDBG Annual Action Plan, and 2) Approve the substantial amendment to the FY 20222027 CDBG Consolidated Plan.

DISCUSSION
The City of Fairfield is seeking to amend its FY 20192020 and FY 20202021 Annual Action Plans to take advantage of some of the CARES Act (CV) waivers and flexibilities offered by the U.S.

Department of Housing and Urban Development (HUD). As part of the Pandemic Relief, HUD awarded the City of Fairfield $1,198,683 to help prevent, prepare for, and respond to the COVID19 Pandemic.

In addition to the CDBGCV funds, HUD allowed the City a waiver to use the remaining 2019 and 2020 CDBG Entitlement funds on projects related to COVID19.

Currently, the City has $498,354.15 in CDBGCV funds remaining. Due to COVID19 restrictions, some of the subrecipients that were previously awarded CDBGCV funds have not been able to expend the funds as quickly as expected.

To aid in the expenditure of the CDBGCV funds, the City has elected to reprogram $51,462 in CDBG CV funds for Title 1 K12 schools in the City of Fairfield. This effort supports learning intervention programs targeted to assist students that the COVID19 Pandemic negatively impacted. The total award will also include $29,538 in FY 20192020 Entitlement funds. The total award for this project is Packet Page 64 of 765

Agenda Item No: 7.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202327 of the City Council of the City of Fairfield Approving the CommunityDevelopment Block Grant Program 5th Substantial Amendment to the Fiscal Year20192020 Annual Action Plan; and Resolution 202328 of the City Council of the City of Fairfield Approving the CommunityDevelopment Block Grant Program 1st Substantial Amendment to the Fiscal Year20222027 Consolidated Plan and Annual Action PlanRECOMMENDED ACTIONAdopt resolutions.STATEMENT OF ISSUEStaff is asking City Council to adopt resolutions for the following two actions: 1) Approve the 5thsubstantial amendment to the fiscal year (FY) 20192020 CDBG Annual Action Plan, and 2) Approvethe substantial amendment to the FY 20222027 CDBG Consolidated Plan.DISCUSSIONThe City of Fairfield is seeking to amend its FY 20192020 and FY 20202021 Annual Action Plans totake advantage of some of the CARES Act (CV) waivers and flexibilities offered by the U.S.Department of Housing and Urban Development (HUD). As part of the Pandemic Relief, HUD awardedthe City of Fairfield $1,198,683 to help prevent, prepare for, and respond to the COVID19 Pandemic.In addition to the CDBGCV funds, HUD allowed the City a waiver to use the remaining 2019 and 2020CDBG Entitlement funds on projects related to COVID19.Currently, the City has $498,354.15 in CDBGCV funds remaining. Due to COVID19 restrictions, someof the subrecipients that were previously awarded CDBGCV funds have not been able to expend thefunds as quickly as expected. To aid in the expenditure of the CDBGCV funds, the City has elected to reprogram $51,462 in CDBGCV funds for Title 1 K12 schools in the City of Fairfield. This effort supports learning intervention programs targeted to assist students that the COVID19 Pandemic negatively impacted. The total award will also include $29,538 in FY 20192020 Entitlement funds. The total award for this project is $81,000.

Per the Citizen Participation Plan (CPP), these changes will trigger a substantial amendment to the 20192020 Annual Action Plan.

In October 2022, the City allocated $228,000 in CDBGCV and CDBG Entitlement funds to support the development of the Temporary Emergency Pallet Shelter to help prevent the spread of COVID19.

Additional funding is needed to complete the construction of the Pallet Shelter. The City will reprogram $154,000 from the dismantled Economic Development Revolving Loan Fund to complete this project.

The total allocation of CDBG funds for this project will be $380,000 for the construction and installation of the Pallet Shelter project to assist highrisk homeless individuals.

FINANCIAL IMPACT
Approving the amendment to the FY 20192020 Action Plan will allow $81,000 of CDBGCV and CDBG prior year funds to be reprogrammed from current projects. Approving the amendment to the FY 20222027 Consolidated Plan will result in the expenditure of $154,000 in unspent CDBG Entitlement Funds from prior years. Both of these substantial amendments help the City meet its timeliness requirements.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
Published in the Daily Republic for a 5Day Public Comment period for CDBGCV funds Met with CDBG Advisory Committee on January 18, 2023, and received approval of the funding recommendations
ALTERNATIVE ACTION
The City Council may choose not to approve the two amendments, but the City will not be allowed to take advantage of some of the waivers and flexibilities permitted by the CARES Act funding provided by HUD. Additionally, not expending the funds timely as required by HUD could result in the CDBGCV funds being recaptured.

STAFF CONTACT
LaTanya Terrones
(707) 4287454
[email protected]
COORDINATED WITH
Finance Department
ATTACHMENTS:

Description
Attachment 1: Proposed Resolution
Attachment 2: Proposed Resolution
Attachment 3: FY 20192021 Substantial Amendment
Attachment 4: FY 20222027 Substantial Amendment
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 2/13/2023 1:23 PM
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CITY OF FAIRFIELD

RESOLUTION NO. 2023-27

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD APPROVING THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM 5th SUBSTANTIAL AMENDMENT TO THE FISCAL YEAR 2019-2020 ANNUAL ACTION PLAN

WHEREAS, the City of Fairfield is an entitlement community and eligible to receive federal funds through the Community Development Block Grant (CDBG) Program from the U.S. Department of Housing and Urban Development (HUD); and

WHEREAS, on June 2, 2020, the Fairfield City Council approved Resolution 2020-91 adopting the FY 2020-2021 Annual Action Plan; and

WHEREAS, the City is submitting a 5th substantial amendment to the fiscal year (FY) 2019-2020 plan to take advantage of CARES Act waivers and flexibilities offered by HUD that were not previously considered; and

WHEREAS, this amendment does not remove or add any additional funding to new or previously approved projects; and

WHEREAS, a notice was published in the Fairfield Daily Republic, announcing a 5-day public comment period.

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

Section 1. The City Council approved the 5th substantial amendment to the FY 2019-2020 CDBG Annual Action Plan.

Section 2. The council hereby directs the city manager to submit the 5th Substantial Amendment to the FY 2019-2020 CDBG Annual Action Plan and any other related documents deemed necessary by HUD.

Section 3. The council hereby authorizes the city manager to expend funds and execute any and all sub-recipient agreements and other related documents connected with this amendment.

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RES. NO. 2023-27

Page 2 ends

PASSED AND ADOPTED this 21st day of February, 2023, by the following vote:

AYES: COUNCILMEMBERS: MOY / BERTANI / CARR /PANDURO / TONNESEN/ VACCARO / WILLIAMS

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK

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CITY OF FAIRFIELD

RESOLUTION NO. 2023-28

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD APPROVING THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM 1st SUBSTANTIAL AMENDMENT TO THE FISCAL YEAR 2022-2027 CONSOLIDATED PLAN AND ANNUAL ACTION PLAN

WHEREAS, on July 5, 2022, the Fairfield City Council approved Resolution 2022-172, adopting the fiscal year (FY) 2022-2027 Consolidated Plan; and

WHEREAS, the City is submitting the 1st substantial amendment to the FY 2022-2027 in accordance with the CDBG Citizen Participation Plan (CPP); and

WHEREAS, this amendment reprograms funds from one project to another; and

WHEREAS, a notice was published in the Fairfield Daily Republic announcing a 30-day public comment period.

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

Section 1. The City Council approved the 1st substantial amendment to the FY 2022-2027 CDBG Annual Action Plan.

Section 2. The council hereby directs the city manager to submit the 1st Substantial Amendment to the FY 2022-2027 CDBG Annual Action Plan and any other related documents deemed necessary by HUD.

Section 3. The council hereby authorizes the city manager to expend funds and execute any and all sub-recipient agreements and related documents connected with this amendment.

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RES. NO. 2023-28

Page 2 ends

PASSED AND ADOPTED this 21st day of February, 2023, by the following vote:

AYES: COUNCILMEMBERS: MOY / BERTANI / CARR /PANDURO / TONNESEN/ VACCARO / WILLIAMS

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK

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Annual Action Plan
2019
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2nd Amendment to include CDBG CV3 Funds Amended on June 18, 2020 to add CDBG CARES Act funds and Substantial Amendment to the FY 2019-2020 Annual Action Plan.3rd Amendment to reprogram CARES Act funds .4th Amendment to reprogram CARES Act Funds to Pallet Shelter. 5th Amendment to reprogram CARES Act funds to the FSUSD Anna Kyle Elementary Student Enrichment Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Fairfield (City) is an entitlement jurisdiction that receives federal funding from the U.S.

Department of Housing and Urban Development (HUD) through the Community Development Block Grant (CDBG) Program. The CDBG Entitlement Program provides annual grants on a formula basis to entitled cities and counties to develop viable urban communities by providing decent housing and a suitable living environment, and by expanding economic opportunities, principally for low- and moderate-income persons.

As a CDBG entitlement jurisdiction, the City is required to prepare an Annual Action Plan (AAP) that specifies how CDBG funds will be spent and describes the activities that the City will undertake to meet the goals and priorities of the Consolidated Plan (Con Plan). This document is the Third Year Annual Action Plan for the 2017-2022 Con Plan period, which covers the 2019-2020 program year.

For FY 2019-2020, the City of Fairfield was granted $830,469 in CDBG funding to address the priority needs in the community. Specific funding resources will be utilized based on the opportunities and constraints of each particular program or project.

The City of Fairfield adopted a Neighborhood Revitalization Initiative (NRI) consisting of the formally identified Neighborhood Revitalization Strategy Area (NRSA) as a way to target CDBG resources in support of community revitalization efforts. The sub-areas of Fairfield that make up the City’s NRSA are:
the West Texas/Downtown area and the North Texas area. This AAP will identify the use of CDBG funding as well as additional resources for activities that will address the priorities and goals of the 5- Year Con Plan and the Neighborhood Revitalization Initiative. The AAP will also describe the barriers identified by the City and the planned actions to be taken to address them.

In FY 2019-2020, the City will continue to implement steps to protect individuals from housing discrimination by taking steps to affirmatively further fair housing through the creation of a new Analysis of Impediments to Fair Housing Choice. This report identifies factors in a community that contribute to housing discrimination and creates an action plan to mitigate these impacts. The City is Packet Page 70 of 765Attachment 3 Page 1 of 56

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also expanding outreach to people in Fairfield with limited English proficiency, and ensuring that all funded agencies have capacity to serve persons with disabilities and those who are not proficient in the English language.

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

The Annual Action Plan provides information related to the proposed geographic distribution of investment. It includes a general description of the homeless and other community development needs activities to be undertaken and other actions to address obstacles to meet underserved needs and reduce poverty.

Fairfield has a number of public service needs, affordable housing, homeless, and non-homeless community development needs, as identified in this Annual Action Plan, the Neighborhood Revitalization Initiative as well as through the consultation and citizen participation processes.

The Consolidated Plan anticipates using CDBG funds to assist in achieving Fairfield City Council and community goals to address the various needs of the community. The City has identified the following goals that provide the framework for the Annual Action Plan:

Public Service
 Affordable Housing
 Drug or Violence Prevention
 Homeless Services
 Senior Services
 Youth Services
Non-Public Service
 Economic Development
 Fair Housing
 Infrastructure Development
 Public Facilities

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

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The City of Fairfield is nearing the completion of the second (2018-2019) year of the 2017-2022 Consolidated Plan period. Most projects are on target to meet and exceed goals. The City used CDBG funds to support a wide range of activities.

During the second year of the City’s Con Plan, the City was able to provide for housing rehabilitation, provide public services, and improve public facilities and infrastructure. The City will continue to assess all funded activities to ensure that its Consolidated Plan goals and objectives for each priority are met.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

Citizen participation is at the forefront of Housing and Community Development strategies, planning, and implementation. To best serve the community, citizen involvement is vital to assure that activities are well suited to local needs. Individual communities possess unique qualities that are more fully understood at the community level among those who live, work, and own within the area.

The City uses several methods to encourage and broaden citizen participation and consultation with other public and private agencies. Opportunities for public participation and consultation with other agencies included four meetings held by City staff, three of which were neighborhood meetings in the community. Community meetings were noticed via Social Media, City Website, and local newspaper.

Several notices were published in English, Spanish and Tagalog, the three most prevalent languages spoken in Fairfield by limited English proficiency (LEP) residents. One meeting was held at a neighborhood church located in the Neighborhood Revitalization Strategy Area, another was held at a centrally located park also located in the Neighborhood Revitalization Strategy Area, and another was held at the local Farmers Market which is also located in the Neighborhood Revitalization Area.

All opportunities were broadly noticed to the general public, housing providers and service agencies.

Our three community meetings were very well attended by residents and involved citizen participation through an interactive discussion and activity about their view of the community needs. Over 200 community residents, local agencies and youth participated in the meetings and all lived and/or worked in Fairfield.

The City put a call out for proposals and staff reviewed applications for eligibility. The CDBG Advisory Committee, composed of five Public Interest members from the community, one member of the Youth Commission and one member from the Planning Commission participated in community meetings and public hearings during the development of the City’s Annual Action Plan update. They also reviewed applications for CDBG funding, received testimony from applicants, conducted a rating and ranking process, made annual CDBG allocation recommendations for City Council and reviewed the Consolidated Annual Performance Evaluation Report detailing the City's progress toward accomplishing the goals set forth in the Plan.

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The Public Notice was published in the local newspaper in English, Spanish and Tagalog on June 1, 2019 for a 30-day Public Review and Comment period. The draft Annual Action Plan was made available to the public in all 3 languages, and was followed by a City Council meeting on July 2, 2019 at which time the Fairfield City Council approved the FY 2019-2020 Annual Action Plan.

In 2020, HUD notified the City that it would receive $507,084 in CDBG-CV CARES Act funds. Under the CARES Act, the City amended its Citizen Participation Plan (CPP) to add language to address the CARES Act and emergency circumstances, and to establish and implement expedited procedures, with a comment period of no less than 5-days. A Public Notice was issued on May 28, 2020, for a 5-day Public Review and Comment period of the Substantial Amendments to the FY 19-20 AAP and Revised CPP, and to notify the public of the Public Hearing on June 2, 2020. The notice included information about where the draft Plans would be available for review and was published in English, Spanish and Tagalog in the local paper. Citizens were also noticed through the City’s website. The June 2 Public Hearing was adjourned to June 9 due to a County-wide curfew that was announced on the day of the meeting. At the June 9 meeting the Fairfield City Council approved the Substantial Amendments to the FY 19-20 AAP and revised CPP.

5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

Public comments received consists of feedback from various community meetings and primarily from three community meetings held on December 15, 2018, May 18, 2019 and May 30, 2019 within the Neighborhood Revitalization Strategy Area (NRSA) to survey area residents about potential use(s) for CDBG funds. Staff surveyed a total of approximately 200 attendees at all meetings by providing CDBG eligible categories to choose from and asking residents to rank in order of priority. The top five priorities chosen by the public include:
 Drug and Violence Prevention
 Economic Development
 Fair Housing
 Homeless Services
 Housing
The CDBG project recommendations were evaluated using the City’s Quality of Life Task Force annual review procedures outlined in the Neighborhood Revitalization Initiative; CDBG National Objectives; community input; and the Five-Year Consolidated Plan adopted for FY 2017-2022, as a guideline for prioritizing project funding recommendations.

No comments, written or oral, were received during the comment period for the Substantial Amendments to the FY 19-20 Annual Action Plan or the revised Citizen Participation Plan.

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6. Summary of comments or views not accepted and the reasons for not accepting them Any and all comments are welcome and accepted. Only one written comment was submitted. No public comments were submitted for the FY 19-20 Substantial Amendments or Citizen Participation Plan.

7. Summary
The Consolidated Plan is a strategic plan that utilized data and public input to determine priority housing and community needs. The Annual Action Plan is the expenditure plan for the use of CDBG funds to address identified priority needs. The City’s overall objective for the CDBG program is to create a viable community by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low- and moderate-income. To accomplish this objective and to stay on target for its Five Year Consolidated Plan goals for 2017-2022, the City will fund a variety of medium and high priority level programs and projects with CDBG funds during FY 2019-2020.

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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency

CDBG Administrator FAIRFIELD Housing Services Department Table 1 – Responsible Agencies

Narrative (optional)
The City of Fairfield is the lead agency responsible for coordinating the development of the Consolidated Plan. The City Manager’s Office, Quality of Life Division recently took over as the primary agency within the City responsible for administering programs covered by the Consolidated Plan. It is responsible for the administration and implementation of the CDBG program and staffs the CDBG Advisory Committee.

Consolidated Plan Public Contact Information
Dawn M. La Bar, City of Fairfield, City Manager’s Office [email protected] 707 428-7749 Sullina D. Sanchez, City of Fairfield, City Manager’s Office [email protected] 707 428-7729 Packet Page 75 of 765Attachment 3 Page 6 of 56

Annual Action Plan
2019
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
This Action Plan was developed through an extensive public process including three community meetings, a call for proposals, and several public meetings. Consultation with specific types of community partners follows below.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City of Fairfield regularly works closely with local and regional housing and service providers to network and share resources and best practices for success. These organizations were consulted during the planning process, including local and regional housing service providers, mental health agencies, fair housing service providers, social services outreach, organizations that provide outreach and services to Spanish-speaking residents and homebound residents, and others. These organizations, along with the CDBG Administrator, regularly attend the County’s Continuum of Care meetings and were encouraged to attend all meetings related to the preparation of the Annual Action Plan to provide input and insight. Staff from these agencies, and sometimes their colleagues, if directed, were interviewed directly to gain additional insight on community needs and priorities.

Staff regularly participates in regional and local collaboratives, including the Fairfield Homeless Collaborative, comprised of faith-based service providers in low-income areas, the Fairfield Homeless Roundtable, comprised of regional homeless and low-income service providers, and attended a series of Community Needs Assessment meetings to interview attendees in need of housing and services within the Neighborhood Revitalization Strategy Area.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City of Fairfield is a leader among the entities that contribute towards the Housing First Solano Continuum of Care’s (CoC) efforts to address the needs of people at risk of or currently experiencing homelessness. The City holds seats on the Continuum of Care Board of Directors as well as the CoC’s Collaborative Applicant and Community Action Agency, the Community Action Partnership of Solano, Joint Powers Authority (JPA). City representatives have participated in the review and rank panels for Housing First Solano’s CoC Program local competitions, Community Service Block Grant competitions, and Emergency Solutions Grant Program competitions. The City of Fairfield participated in the biennial 2019 Solano Homeless Point In Time Count, and is now utilizing the HUD recognized Homeless Management Information System to better provide resources to homeless, those at risk of Packet Page 76 of 765Attachment 3 Page 7 of 56

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homelessness, and low-income individuals and families. The City of Fairfield participated in the creation and implementation of Neighbors Helping Neighbors: Forward Together, a Five-Year Strategic Plan to Reduce Homeless in Solano County starting in 2017. The City of Fairfield adopted a formal Homeless Strategy that supports the implementation of Neighbors Helping Neighbors: Forward Together.

Fairfield’s City Manager was the lead proponent for raising jurisdictional investment in the expansion of Resource Connect Solano, Housing First Solano’s Coordinated Entry System. Fairfield’s Homeless Intervention Team’s street outreach efforts assist people experiencing homelessness by connecting them to the area emergency shelters and Coordinated Entry System.

In these efforts, the City is a leading partner in the CoC’s initiatives to understand and address the needs of subpopulations of people at risk of or experiencing homelessness, particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth. With financial and marketing support from the City, CoC and JPA staff provide annual CoC trainings on the needs of these subpopulations. Fairfield representatives are part of CoC leadership conversations on developing strategies to address specific subpopulations needs, including culturally sensitive housing and supportive services programs.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The Community Action Partnership of Solano, Joint Powers Authority (JPA), of which the City of Fairfield is a founding member, is the entity responsible for facilitating the Housing First Solano Continuum of Care’s receipt and implementation of Emergency Solutions Grant (ESG) funding. A representative for the City of Fairfield was part of the rank and review panel to select recipients for 2017 and 2018 ESG funding.

In 2016 and 2017, the JPA was a party to a Memorandum of Agreement with the Sacramento Housing and Redevelopment Agency (SHRA) for the latter to serve as the administrator for ESG Continuum of Care Allocation funding. Under that arrangement, the City of Fairfield participated in conversations reviewing SHRA’s management and monitoring intentions for the 2016 and 2017 ESG recipients. In 2018, the JPA developed performance standards for and evaluating the outcomes of projects and activities assisted by ESG funds.

The JPA also serves as the Homeless Management Information System (HMIS) Lead for the Housing First Solano Continuum of Care. As the HMIS Lead, the JPA is responsible for the drafting of the CoC’s current set of Policies and Procedures for the administration and operation of this HMIS, as well as the continuing evolution of those Policies and Procedures. JPA staff hold quarterly HMIS User Group Meetings open to any provider in the CoC using HMIS. The JPA subsidizes HMIS licensing for qualifying Packet Page 77 of 765Attachment 3 Page 8 of 56

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housing and service providers. JPA staff also provides all annual certifications and daily technical support of HMIS users throughout the Continuum of Care.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service age ncies and other entities
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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Community Action Partnership of Solano, JPA Agency/Group/Organization Type Services-homeless
Regional organization
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The Community Action Partnership of Solano, Joint Powers Authority (CAP Solano JPA) consists of local governments collaborating to provide oversight and resources to organizations that creatively deliver successful services to low- income people. As a seat holder on the JPA, the City meets monthly with the Board to identify opportunities for the coordination of public services for homeless and persons at-risk of being homeless in Fairfield. 2 Agency/Group/Organization SHELTER, INC. OF CONTRA COSTA COUNTY Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
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Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
SHELTER Inc. is a critical provider of housing and homeless services. The mission of SHELTER, Inc. is to prevent and end homelessness for low-income, homeless, and disadvantaged families and individuals by providing housing, services, support, and resources that lead to self-sufficiency. The City has worked with their Executive Director, Director of Programs and the Director of Shelter Services to best understand how to address the needs of Fairfield residents. The City also works closely with their Executive Director on the Housing First Solano (CoC Board), developing policy and procedures for Coordinated Entry and other efforts.
3 Agency/Group/Organization Fair Housing Advocates of Northern California Agency/Group/Organization Type Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Fair Housing
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The City of Fairfield and Fairfield Housing Authority works closely with Fair Housing Advocates of Northern California to offer comprehensive fair housing services in the city of Fairfield. The City receives quarterly reports outlining the specific types of cases that the agency is working on. Fair Housing Advocates of Northern California helps produce a detailed picture of the issues which need to be addressed to help end housing discrimination. This helps the City to accurately react to emerging trends and provide training or outreach to end discrimination, and to inform our reporting on the Analysis of Impediments to Fair Housing Choice (to be updated this year).
4 Agency/Group/Organization Fairfield Housing Authority Agency/Group/Organization Type PHA
Other government - Local
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Market Analysis
Lead-based Paint Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The Fairfield Housing Authority was consulted through the development of the Draft Annual Action Plan. The anticipated outcome included production and verification of data on recipients of Section 8 vouchers and people on the waiting list, as well as data and/or input in the Affordable Housing and Public Housing Annual Action Plan sections.
5 Agency/Group/Organization City of Fairfield - Community Development Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Public Housing Needs
Market Analysis
Economic Development
Lead-based Paint Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The City of Fairfield - Community Development division was consulted through the development of the Draft Annual Action Plan. The anticipated outcome included data and/or input in the Barriers to Affordable Housing, Other Actions and the Lead Based Paint Annual Action Plan sections.

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6 Agency/Group/Organization Special Care Supported Living Services Agency/Group/Organization Type Services-Persons with Disabilities Services-Employment
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Special Care Supported Living Services is a local nonprofit and was consulted regarding their services to people with developmental disabilities and medical needs.

Identify any Agency Types not consulted and provide rationale for not consulting All groups were either consulted or invited to participate. There was no decision to exclude any groups.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Housing First
Solano
The Continuum of Care works to end homelessness by: Facilitating multi-agency cooperation and coordination, Connecting persons experiencing homelessness with housing, job, family, and medical resources, and Securing funds from the State of California, Department of Housing and Urban Development, and private organizations to end homelessness.

City Housing
Element City of Fairfield
The Fairfield Housing Element addresses housing development, rehabilitation, and conservation. It sets forth actions the City will undertake to assist residents to maintain their homes and to help ensure that there is an adequate supply of safe, affordable housing for existing and future residents.

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Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan? Opening Doors Federal
Government
Opening Doors is the first comprehensive federal strategic plan to prevent and end homelessness and was presented to Congress on June 22, 2010. The Plan was updated and amended 2012 and again in 2015 to reflect what was learned from the work taking place across government and in communities.

Neighbors Helping
Neighbors: Forward
Together
CAP Solano JPA
The CAP Solano JPA Neighbors Helping Neighbors: Forward Together is the 5-Year Regional Strategic Plan to Respond to Homelessness in Solano County. The Guiding Principles, Goals, and Core Strategies of Neighbors Helping Neighbors demonstrate the community's commitment to developing and supporting a Housing First Coordinated Entry System in an intentional, organized way.

Table 3 – Other local / regional / federal planning efforts

Narrative (optional)
The City Manager's Office, Quality of Life Division is the lead department responsible for the administration of the CDBG program. In the implementation of the 2017-2022 Consolidated Plan and each of the five Annual Action Plans, the City Manager's Office is responsible for all grant planning, management and monitoring duties necessary to comply with HUD regulations and City policy.

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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal -setting

City staff developed a detailed participation plan as part of the 2017-2022 Consolidated Plan. As required by HUD, non-profits and community residents were provided adequate opportunities to review and comment on the original Citizen Participation Plan and on substantial amendments to the plan, if necessary.

Citizens were engaged through community meetings, surveys, public hearings, and individual meetings. Citizens who participated in the process received extensive information about the Con Plan, the citizen participation process, and the HUD requirements for an Entitlement City, the amount of funding that the City anticipates receiving and how the City can use those funds. Residents were given the opportunity to provide City staff with input on the prioritization of community needs. Each of these efforts, including the review of HUD Data and relevant policy documents, assisted the City in its goal setting efforts.

At each step in the process, the City was careful to ensure that low- and moderate-income residents, members of minority groups, agencies involved in the provision of services to these populations, and others who are directly impacted by the programs and activities supported by the Con Plan programs had the opportunity to be actively involved.

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Citizen Participation Outreach
Sort Orde
r
Mode of Outrea
ch
Target of Outrea
ch
Summary of
response/attendan
ce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
1 Social Media
Non-
targeted/broad
community
Notice of Public
Meeting on
December 15.

Approximately 60
people were
present.

Top responses
from survey
included pot-hole
repair, increased
lighting, and
landscape.

Any and all
comments are
welcome and
accepted.
https://bit.ly/2KWFY
FN
2 Public Meeting
Minorities

Non-English
Speaking -
Specify other
language:

Spanish and
Tagalog

Persons with
disabilities

Non-
targeted/broad
community
Notice of Public
Meeting for May 18
and 30. In total,
approximately 120
people attended.

Top responses
from survey
included Fair
Housing, Housing,
Homeless and
Drug/Violence
Prevention.

Any and all
comments are
welcome and
accepted.
https://bit.ly/2WNA4
Jc
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Annual Action Plan
2019
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Sort Orde
r
Mode of Outrea
ch
Target of Outrea
ch
Summary of
response/attendan
ce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
3 Newspaper Ad
Minorities

Non-English
Speaking -
Specify other
language:

Spanish and
Tagalog

Persons with
disabilities

Non-
targeted/broad
community
Notice of Public
Comment and
Public Hearing at
July 2 Council
meeting.

No comments
received.

Any and all
comments are
welcome and
accepted.

NA
4 Public Hearing
Non-
targeted/broad
community
About 30 people
attended the July 2,
2019 City Council
meeting.

No comments
received.

Any and all
comments are
welcome and
accepted.

NA
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Fairfield anticipates receiving approximately $2.4 million in CDBG funds for the remaining duration of the 2017-2022 Consolidated Plan and as shown in the table below. In addition to CDBG funds, other potential funding sources available to address housing and community development needs in Fairfield include HOME funds through the State Department of Housing and Community Development’s HOME Program, state and federal Low- Income Housing Tax Credits, CalHome, Federal Home Loan Bank Affordable Housing Program, federal and state Continuum of Care funds, and Housing Choice Vouchers. Fairfield also contributes staff time and City General Fund revenue to support housing and community Packet Page 87 of 765Attachment 3 Page 18 of 56

Annual Action Plan
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development activities.

Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 830,469 0 806,902 1,637,371 2,491,407
Prior Year Resources consist of the
following: $224,824 Economic
Development Revolving Loan Fund,
$131,665 Housing Revolving Loan Fund,
and $139,330 prior years returned or
unallocated resources.

Other public -
federal
Other
1,198,683 0 0 1,198,683 0
CDBG-CV funds to be used to prevent,
prepare for and respond to the
Coronavirus.

Other public -
local
Housing
Other 42,000 0 0 42,000 108,000
Former Redevelopment funds will pay
for Fair Housing Services ($42,000)
Table 5 - Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Although CDBG regulations do not require matching funding, many of the activities that the City intends to fund through CDBG will require additional public and private resources, and CDBG funds will be used to leverage these other funding sources. The $495,819 Prior Year Resources Packet Page 88 of 765Attachment 3 Page 19 of 56

Annual Action Plan
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breakdown consists of the following: Prior Year CDBG $139,330, CDBG Housing RLF $131, 665, and Economic Development RLF $224,824, The City has a history of using CDBG funds to leverage General Fund revenue and other resources to complete sidewalk improvements and fund fair housing services and emergency shelter operations, and anticipates continuing to fund these activities similarly during the five-year planning period.

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Annual Action Plan
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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Not applicable.

Discussion
The City effectively utilizes and allocates all resources at its disposal to address the pressing needs of lower income individuals and neighborhoods in Fairfield.

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Annual Action Plan
2019
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Annual Goals and Objectives

AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Affordable
Housing
2017 2021 Affordable
Housing
Neighborhood
Revitalization
Initiative
City of Fairfield
Affordable
Housing
CDBG:
$737,370
Homeowner Housing
Rehabilitated: 3 Household
Housing Unit
Direct Financial Assistance to
Homebuyers: 10 Households
Assisted
2 Homeless 2017 2021 Homeless Neighborhood
Revitalization
Initiative
City of Fairfield
Homelessness CDBG:
$40,000
Homeless Person Overnight
Shelter: 50 Persons Assisted
4 Youth Services 2017 2021 Non-Housing
Community
Development
Neighborhood
Revitalization
Initiative
Youth Services CDBG:
$65,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 1070 Persons
Assisted
5 Senior Services 2017 2021 Non-Housing
Community
Development
Neighborhood
Revitalization
Initiative
City of Fairfield
Senior Services CDBG:
$20,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 50 Persons
Assisted
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 6 Fair Housing 2018 2021 Non-Housing
Community
Development
Neighborhood
Revitalization
Initiative
City of Fairfield
Fair Housing Housing
Successor
Fund:
$42,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 50 Persons
Assisted
7 Economic
Development
2017 2021 Non-Housing
Community
Development
Neighborhood
Revitalization
Initiative
Economic
Development
CDBG:
$224,824
Businesses assisted: 4
Businesses Assisted
8 Infrastructure
Development
2017 2021 Non-Housing
Community
Development
Neighborhood
Revitalization
Initiative
City of Fairfield
Infrastructure
Development
CDBG:
$73,000
Public Facility or Infrastructure
Activities other than
Low/Moderate Income
Housing Benefit: 1 Persons
Assisted
Public Facility or Infrastructure
Activities for Low/Moderate
Income Housing Benefit: 230
Households Assisted
9 Administration 2017 2021 Neighborhood
Revitalization
Initiative
City of Fairfield
Administration CDBG:
$166,094
Other: 1 Other
Table 6 – Goals Summary

Goal Descriptions

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Annual Action Plan
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1 Goal Name Affordable Housing
Goal
Description
Increase and improve existing lower income and aging housing stock by:
 increasing the amount of affordable rental housing, particularly for persons with incomes from 0-50% of the Area Median Income (AMI),
 preserving existing affordable homeowner housing and increasing access for persons with disabilities by providing housing rehabilitation loans and emergency grants to lower income and disabled homeowners,  preserving existing affordable renter housing by providing housing rehabilitation loans and grants, and  increasing reasonable accommodation for persons with disabilities living in rental housing by providing emergency grants for ADA improvements.
2 Goal Name Homeless
Goal
Description
Assist unsheltered residents to find shelter and become housed, including:
 conducting outreach and providing information and referral,  supporting emergency shelter and hotel vouchers,
 connecting individuals and families to services and housing,  assisting in the provision of supportive housing and services for persons who are homeless,  providing those who flee family violence and are homeless with services and shelter,  increasing the use of HMIS and conducting the Point in Time count to gather data,  expanding and strengthening partnerships and coordination among stakeholder including faith-based groups, nonprofit agencies, the Veterans Administration, the Public Housing Authorities, and CAP Solano JPA which is the Homeless Continuum of Care entity for this area, and
 supporting other efforts to address and reduce homelessness in the City.

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4 Goal Name Youth Services
Goal
Description
Provide at-risk youth and youth from lower income families in the NRSA and throughout the city with opportunities for tutoring, mentoring, recreation, and job skill development. 5 Goal Name Senior Services
Goal
Description
Provide services to assist elderly persons (age 62 and older) and frail elderly (who require assistance with three or more activities of daily living) to improve their quality of life and help them age in place and avoid institutionalization. 6 Goal Name Fair Housing
Goal
Description
Provide Fair Housing services to ensure that Fairfield residents have access to housing of their choice free of discrimination and that disabled residents can access reasonable accommodations for their disabilities. 7 Goal Name Economic Development
Goal
Description
Provide economic development loans and microenterprise assistance within the NRSA to ensure continuing employment opportunities to economically disadvantaged and unemployed residents. 8 Goal Name Infrastructure Development
Goal
Description
Improve the quality of life of residents in the NRSA with infrastructure development including:
 repairing deteriorated and aging streets, sewers and sidewalks;  improving lighting
 providing security enhancements to reduce crime rate;  acquiring park infrastructure to provide recreational and social opportunities;  and addressing other infrastructure needs.
9 Goal Name Administration
Goal
Description
Provide general management, administration and oversight of the CDBG program to ensure compliance with federal rules and regulations, including conducting environmental reviews, monitoring subrecipients, accounting, and coordination and reporting.

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Annual Action Plan
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Annual Action Plan
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Projects
AP-35 Projects – 91.220(d)
Introduction
The following projects comprise the FY 2019-20 Action Plan:

Not included in projects because of limitations of IDIS are the following Housing Successor projects:

Fair Housing Services:
 Target Area: Neighborhood Revitalization Initiative and the City of Fairfield  Goals Supported: Fair Housing.
 Needs Addressed: Fair Housing.
 Description: Fair Housing Services are provided by Fair Housing Advocates of Solano, a division of Fair Housing of Northern California. These services are funded through the Fairfield Housing Authority.
 Target Date: 6/30/2020.
 Estimate the number and type of families that will benefit from the proposed activities: 40 families.
 Location Description: throughout the City of Fairfield.

Planned Activities: intake, counseling and investigation of housing discrimination complaints, mediations with housing providers on fair housing matters, referral and support when filing a complaint or lawsuit, assistance with reasonable accommodation/modification requests for people with disabilities, education programs for tenants and housing providers, and foreclosure prevention counseling.

Projects
# Project Name
1 SHELTER, Inc. - SHELTER Solano Homeless Shelter & Services 2 The Leaven - After School Tutoring Centers
3 Fairfield Community Services Foundation - Fun on the Run 4 City, Parks & Recreation - Youth Activities Fee Assistance Program 5 City, Parks & Recreation - YES! Program (Youth Empowerment Strategy) 6 Meals on Wheels of Solano County - Senior Meal Delivery 7 City, Community Development - Economic Development RLF 8 Casa Nova Mobile Home Park - MHP Improvements
9 Child Start Inc. - Woolner Head Start Center
10 CA Human Development - Prkwy Plaza Elderly Housing Emergency Alert System Packet Page 96 of 765Attachment 3 Page 27 of 56

Annual Action Plan
2019
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# Project Name
11 City - Homeowner Housing Rehabilitation Loans
12 City - First Time Home Buyer Program
13 City - 19-20 CDBG Program Administration
17 CV1-Youth Activity Scholarships
21 EAH Housing - East Tabor Family Rental Project
22 CV3 Shelter inc. - Eviction Prevention Rent Subsidy
23 CV3 Project Sentinel-Eviction Prevention-TNT/LL Services 24 CV3 Legal Services of Northern California-Eviction Support 25 CV3 Ohio Street transitional Housing Operating Expenses 26 CV Pallet Shelter
27 CV3- CDBG Admin
28 CV-FSUSD- Anna Kyle Student Enrichment
Table 7 - Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The Action Plan targets resources to residents in the City’s Neighborhood Revitalization Strategy Area, and represents all of the highest priorities identified in the Consolidated Plan. This includes the City's most vulnerable residents who are homeless, elderly, frail elderly, seniors as well as youth from lower income households. The Action Plan also addresses the housing needs of lower income households, especially those in identified lower income census tracts and block groups.

Given that the homeless and special needs populations have a variety of obstacles to accessing housing and community services, the City of Fairfield continues to provide both CDBG and Housing Successor funds for these purposes. This includes homeless activities, housing rehabilitation activities, infrastructure improvements, and public service activities that improve the quality of life for special needs groups.

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Annual Action Plan
2019
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AP-38 Project Summary
Project Summary Information
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Annual Action Plan
2019
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1 Project Name SHELTER, Inc. - SHELTER Solano Homeless Shelter & Services Target Area Neighborhood Revitalization Initiative
Goals Supported Homeless
Needs Addressed Homelessness
Funding CDBG: $40,000
Description To support case management and employment services assistance to help homeless clients at SHELTER Solano, Inc. stabilize their lives and build income for obtaining and maintaining permanent housing.

Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
120 homeless individuals both male and female, many of whom will be chronically homeless
Location Description 310 Beck Ave, Fairfield
Planned Activities The Case Manager works directly with clients to identify their strengths and challenges and sets goals for moving forward to housing self- sufficiency. SHELTER Solano, Inc.'s Employment Specialist will provide individualized services that may include vocational assessment and counseling, training opportunities, resume and cover letter development, employment search assistance, and post-placement support.
2 Project Name The Leaven - After School Tutoring Centers Target Area Neighborhood Revitalization Initiative
Goals Supported Youth Services
Needs Addressed Youth Services
Funding CDBG: $15,000
Description The Leaven tutoring program will provide after school tutoring and program activities at four - after school centers in apartments in low- income areas.

Target Date 6/30/2020
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Annual Action Plan
2019
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Estimate the number
and type of families
that will benefit from
the proposed
activities
120 children in low income areas
Location Description Four continuing after-school centers in apartments in low income areas Planned Activities Tutoring and after school activities 3 Project Name Fairfield Community Services Foundation - Fun on the Run Target Area Neighborhood Revitalization Initiative
Goals Supported Youth Services
Needs Addressed Youth Services
Funding CDBG: $20,000
Description Will provide funding for staffing and supplies for the operation of one Fun on the Run vehicle, which provides activities for children ages five to fifteen to Fairfield's low income neighborhoods.

Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
700 youth in low income areas
Location Description Lower income areas of the City
Planned Activities A wide variety of recreational activities for children ages five to fifteen 4 Project Name City, Parks & Recreation - Youth Activities Fee Assistance Program Target Area Neighborhood Revitalization Initiative
City of Fairfield
Goals Supported Youth Services
Needs Addressed Youth Services
Funding CDBG: $20,000
Description The Youth Fee Assistance scholarship will offset registration costs by 50-90% to enable youth of low income families to participate in fee based programs and events. Each eligible family can receive up to $500 in assistance annually.

Target Date 6/30/2020
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Annual Action Plan
2019
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Estimate the number
and type of families
that will benefit from
the proposed
activities
150 youth from lower income families
Location Description Various locations
Planned Activities Variety of classes and activities
5 Project Name City, Parks & Recreation - YES! Program (Youth Empowerment Strategy) Target Area Neighborhood Revitalization Initiative
Goals Supported Youth Services
Needs Addressed Youth Services
Funding CDBG: $10,000
Description Will offer a variety of mentor-led long-term and short-term programs for older youth ages 14-17 to foster social and emotional learning.

Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
100 youth ranging from ages 14-17 from lower income households Location Description Tabor Park, 1082 East Tabor Avenue, Fairfield Planned Activities A variety of recreation-based activities such as athletics, creative arts, and educational programs that each last several months. 6 Project Name Meals on Wheels of Solano County - Senior Meal Delivery Target Area Neighborhood Revitalization Initiative
City of Fairfield
Goals Supported Senior Services
Needs Addressed Senior Services
Funding CDBG: $20,000
Description Meals on Wheels (MOW) - provides nutritious hot meals to home- bound seniors as well as active seniors at adult recreation centers 5-7 days a week through MOW of Solano County.

Target Date 6/30/2020
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Annual Action Plan
2019
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Estimate the number
and type of families
that will benefit from
the proposed
activities
400 elderly and disabled persons
Location Description Throughout the city of Fairfield
Planned Activities Hot meal delivery to elderly and disabled persons. 7 Project Name City, Community Development - Economic Development RLF Target Area Neighborhood Revitalization Initiative
Goals Supported Economic Development
Needs Addressed Economic Development
Funding CDBG: $224,824
Description Economic development revolving loan fund for loans for businesses in the Neighborhood Revitalization Strategy Area to provide employment opportunities to lower income Fairfield resident.

Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
4 businesses located in the NRSA
Location Description Various, unknown at this time
Planned Activities Economic development loans
8 Project Name Casa Nova Mobile Home Park - MHP Improvements Target Area City of Fairfield
Goals Supported Infrastructure Development
Needs Addressed Infrastructure Development
Funding CDBG: $24,000
Description Park improvements for Casa Nova Mobile Home Park to benefit the low-income senior residents of the park.

Target Date 6/30/2020
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Annual Action Plan
2019
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Estimate the number
and type of families
that will benefit from
the proposed
activities
131 senior households
Location Description 2701 Martin Road, Fairfield
Planned Activities Planned activities include: remove and prune trees, repair and paint outside community space, repair/replace community gathering space roof and gutters, and repair and maintain retaining walls. 9 Project Name Child Start Inc. - Woolner Head Start Center Target Area Neighborhood Revitalization Initiative
Goals Supported Infrastructure Development
Needs Addressed Infrastructure Development
Funding CDBG: $25,000
Description Funds will be used for maintenance and repair of water main line at the Woolner Head Start Center
Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
1 public facility located in a lower income area
Location Description 1406 Woolner Avenue, Fairfield
Planned Activities Repair/replace broken water main pipe underground in the front of the facility, pest control exclusion, repair broken gutters and additional plumbing.
10 Project Name CA Human Development - Prkwy Plaza Elderly Housing Emergency Alert System
Target Area Neighborhood Revitalization Initiative
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $24,000
Description Replacement and upgrades to Senior emergency services Target Date 6/30/2020
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Annual Action Plan
2019
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Estimate the number
and type of families
that will benefit from
the proposed
activities
99 elderly households in low mod-income area
Location Description Parkway Plaza Senior Apartments, 188 East Alaska Avenue, Fairfield CA Planned Activities Replacement/upgrade for Senior emergency pull-cord system for emergency notification to frail/elderly tenants in low/very low-income housing.
11 Project Name City - Homeowner Housing Rehabilitation Loans Target Area Neighborhood Revitalization Initiative
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $250,000
Description Use of CDBG and Housing Revolving Loan Funds to rehabilitate three (3) homes.

Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
Three lower income households in the NRSA.

Location Description To be determined. Will be located in the Neighborhood Revitalization Strategy Area.

Planned Activities Housing Rehabilitation
12 Project Name City - First Time Home Buyer Program
Target Area Neighborhood Revitalization Initiative
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $487,370
Description First Time Home Buyer Program
Target Date 6/30/2020
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Annual Action Plan
2019
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Estimate the number
and type of families
that will benefit from
the proposed
activities
Ten lower income households in the NRSA.

Location Description To be determined. Will be located in the Neighborhood Revitalization Strategy Area (NRSA).

Planned Activities First Time Home Buyer Program
13 Project Name City - 19-20 CDBG Program Administration Target Area Neighborhood Revitalization Initiative
City of Fairfield
Goals Supported Administration
Needs Addressed Administration
Funding CDBG: $166,094
Description Administration of the CDBG program.

Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
N/A - estimate 1
Location Description 1000 Webster Street, Fairfield
Planned Activities Administration of the CDBG program
14 Project Name CV1-Youth Activity Scholarships
Target Area Neighborhood Revitalization Initiative
City of Fairfield
Goals Supported Youth Services
Needs Addressed Youth Services
Funding CDBG-CV: $1,143
Description CDBG-CV Funds will be used to support the City's Parks & Recreation Department to provide Youth Activity Fee Assistance Scholarships to low income families who have been affected by COVID.

Target Date 6/30/2021
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Annual Action Plan
2019
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Estimate the number
and type of families
that will benefit from
the proposed
activities
40 low income families
Location Description Various locations
Planned Activities Provide activity scholarships for youth enrichment 15 Project Name EAH Housing - East Tabor Family Rental Project Target Area Neighborhood Revitalization Initiative
City of Fairfield
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG-CV: $525,000
Description Acquire land to develop approximately 67 units of affordable housing.

The land acquisition will respond to residential over-crowding associated with coronavirus spread and with more severe coronavirus disease and poorer post-COVID health outcomes by acquiring property for new construction of affordable housing funded from another source.

Target Date 12/31/2024
Estimate the number
and type of families
that will benefit from
the proposed
activities
67 low-income individuals and families
Location Description 212 East Tabor, Fairfield, CA 94533 Planned Activities To respond to the post-COVID-19 health crisis by acquiring land to develop 67 units of affordable housing.
16 Project Name CV3 Shelter inc. - Eviction Prevention Rent Subsidy Target Area City of Fairfield
Goals Supported Homeless
Needs Addressed Homelessness
Funding CDBG-CV: $156,566
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Annual Action Plan
2019
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Description This program will provide tenant support to prevent evictions, displacement and possible homelessness for extremely low- and very low-income renters who have been affected by hardships due to the COVID-19 pandemic. The program would provide rental assistance for a period not to exceed six consecutive months.The Rental Assistance program would be administered by SHELTER Inc., which is operating a similar program for Solano County with HEAP funding, and in Contra Costa County with CDBG-CV funding. The program would utilize protections afforded by AB 3088, the Statewide moratorium on evictions. Program would assess need of households and pay directly to landlords up to 25% of the rent owed for up to 6 consecutive months between March 16 and January, when the moratorium is presently scheduled to sunset. This would prevent eviction of the client for nonpayment of rent. The remainder of the rent owed would convert to consumer debt and the landlord can pursue repayment through the courts, but would not result in eviction. This would allow renters to retain their existing housing.

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
30 low income renters.

Location Description City of Fairfield
Planned Activities Support to prevent eviction through rental assistance. 17 Project Name CV3 Project Sentinel-Eviction Prevention-TNT/LL Services Target Area City of Fairfield
Goals Supported Homeless
Needs Addressed Homelessness
Funding CDBG-CV: $24,712
Description Tenant and landlord support and services to prevent eviction.

Additionally, will assist tenant's with access to legal services.

Target Date 6/30/2023
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Annual Action Plan
2019
39 OMB Control No: 2506-0117 (exp. 09/30/2021)
Estimate the number
and type of families
that will benefit from
the proposed
activities
30 low income renters
Location Description Access to provider will be done virtually Planned Activities Tenant and landlord rental support and eviction prevention. 18 Project Name CV3 Legal Services of Northern California-Eviction Support Target Area City of Fairfield
Goals Supported Homeless
Needs Addressed Homelessness
Funding CDBG-CV: $495
Description
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
30 low income families
Location Description Clients will be able to access services virtually Planned Activities Legal advice and assistance with unlawful detainers. 19 Project Name CV3 Ohio Street transitional Housing Operating Expenses Target Area Neighborhood Revitalization Initiative
Goals Supported Homeless
Needs Addressed Homelessness
Funding CDBG-CV: $301,332
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Annual Action Plan
2019
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Description implement new Ohio Street Covid-19 Housing ($150,000 from CV3 and $151,332.27 from CV1). This project proposes to utilize funding for operations from CV3 funds. The project provides homeless housing for individuals with higher risk of COVID-19 infection/complications including those who are above 65 years of age and those with severe chronic conditions. Housing and services would be delivered from four buildings located at 710 and 724 Ohio Street, and 311 and 315 Jefferson Street. Emergency Housing will be provided at 710 Ohio (which has two bedrooms, two baths and a den) and 315 Jefferson (which has six bedrooms and three baths.) Transitional Housing, using the Tenant-Based Rental Assistance (TBRA) program will be provided at 311 Jefferson St (which has three units, each with two-bedrooms and two bathrooms). Services and office space will be provided from 724 Ohio Street (one bedroom, one bath, plus den). Targeted services for the project will include case management, job training, mental health and substance abuse services, meals, financial management and health care services. The City will work with the County of Solano to operate the property and ensure that homeless services are provided to help occupants on their path from emergency housing to transitional housing to permanent housing.

Target Date 6/30/2024
Estimate the number
and type of families
that will benefit from
the proposed
activities
50 Homeless and at risk individuals.

Location Description 710 and 724 Ohio Street, and 311 and 315 Jefferson Street Planned Activities Operating expenses for transitional housing for the homeless. 20 Project Name CV Pallet Shelter
Target Area City of Fairfield
Goals Supported Homeless
Needs Addressed Homelessness
Funding CDBG: $79,000
CDBG-CV: $120,000
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Annual Action Plan
2019
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Description To help prevent, prepare for, protect, and/or respond to the Coronavirus pandemic, CDBG-Coronavirus CARES funds will be used to support the City of Fairfield's Temporary Emergency Pallet Shelter Project Homeless Emergency Living Program (Project HELP). Project HELP will provide a safe and economic bridge for up to 18 people at one time seeking to regain the basic necessities of life in order to restore hope in themselves and their future while achieving stability.

Participants will have access to wrap-around services tailored to meet their needs, including but not limited to case management, housing navigation, meals, life skills training, and other related services.

Target Date 12/31/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
18 homeless individuals
Location Description City of Fairfield 1200 Western St. D, Fairfield, CA 94533 Planned Activities Project HELP will provide a temporary, safe, and economic bridge for up to 18 people at one time seeking to regain the basic necessities of life, restoring hope in themselves and their future, and achieving stability. The shelter will be low barrier — partners and possessions are welcome. Participants will have access to wrap-around services tailored to meet their needs.
21 Project Name CV3- CDBG Admin
Target Area City of Fairfield
Goals Supported Administration
Needs Addressed Administration
Funding CDBG-CV: $69,100
Description General Administration of the CDBG-CV Program Target Date 12/31/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
These funds will support the administration of the CDBG-CV projects Location Description City of Fairfield
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Planned Activities Program Administration
22 Project Name CV-FSUSD- Anna Kyle Elementary Student Enrichment Target Area Neighborhood Revitalization Service Area
Goals Supported Youth
Needs Addressed Youth
Funding CDBG-CV $51,462; CDBG $29, 538
Description The Reading Tutoring Project addresses the reading fluency and comprehension needs in the Fairfield community by providing tutoring services to 4th and 5th grade students that are struggling with reading skills to help them become fluent readers and understand what they are reading. These reading skills will help them thrive in all content areas such as reading, writing, science, social studies and math.

Reading is a skill that is needed across all academic content areas.

Unfortunately, our Title 1 students were hit hard by the pandemic for a variety of reasons such as their social economic status, and access to resources. The Anna Kyle community suffered academically throughout the Pandemic and are in a dire need for tutoring supports to help them access reading at their grade level.

Target Date 6/30/2024
Estimate the number
and type of families
that will benefit from
the proposed
activities
120 Youth
Location Description City of Fairfield
Planned Activities Tutoring Services for students that have been impacted by the COVID- 19 Pandemic
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low -income and minority concentration) where assistance will be directed The Neighborhood Revitalization Strategy Area (NRSA) is the focus for directing assistance in Fairfield.

Most of the Economic Development, Public Facilities, Senior Services, Youth Services and investments will occur in the NRSA, as will most of the Housing Rehabilitation activities.

Geographic Distribution
Target Area Percentage of Funds
Neighborhood Revitalization Initiative 96
City of Fairfield 100
Table 8 - Geographic Distribution

Rationale for the priorities for allocating investments geographically The Neighborhood Revitalization Initiative was approved by HUD in 2018 and the City continues to support the initiatives outlined in the Plan.

Discussion
Based on the Consolidated Plan, this Annual Action Plan invests CDBG funds in projects that benefit low- and moderate-income people.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
This section specifies goals for the number of households to be provided with affordable housing due to City of Fairfield CDBG expenditures within the 2019-20 program year by household type and type of activity. Per HUD guidelines, this section does not include the provision of emergency shelter, transitional shelter or social services.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 0
Special-Needs 0
Total 0
Table 9 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 10
Acquisition of Existing Units 3
Total 13
Table 10 - One Year Goals for Affordable Housing by Support Type

Discussion
The City is supporting affordable housing goals by providing $250,000 to 3 existing lower-income homeowners for housing rehabilitation, and $487,370 to 10 first-time homeowners who are lower income households.

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AP-60 Public Housing – 91.220(h)
Introduction
The Fairfield Housing Authority administers the Section 8 Housing Choice Voucher Program (HCV), Project Based Vouchers, and Tenant Based Rental Assistance. In May of 2019 HUD allocated $8,465,626 to the Fairfield Housing Authority for Housing Assistance Payments (HAP). The funding from HUD supports monthly rental assistance to 881 households for housing that is affordable, safe, decent and sanitary. This includes the allocation for VASH vouchers which are designated for homeless veteran assistance. In calendar year 2019 the wait list will open for the Housing Choice Voucher, and Project Based Voucher as needed.

Actions planned during the next year to address the needs to public housing This section is not applicable; the Fairfield Housing Authority does not own or operate any public housing units.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
This section is not applicable; the Fairfield Housing Authority does not own or operate any public housing units.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The Fairfield Housing Authority is not designated as troubled.

Discussion
The City of Fairfield, City Manager's Office works closely with the Fairfield Housing Authority to ensure quality housing for all low-income City residents. Due to the City's proximity to the Housing Authority, communication is typically direct and immediate, which results in excellent intergovernmental cooperation.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The Fairfield City Council adopted a comprehensive four-part Homeless Strategy to address homelessness in 2015, and revised it in 2017 to include additional nationally recognized programs and policies proven to permanently reduce homelessness. A major component of the strategy is to conduct collaborative outreach to homeless individuals and families and connect them to resources. The City of Fairfield partners with local service organizations and the County in responding to issues of homelessness and poverty, including through the provision of funding and site assistance, public outreach and education, policy development and strategic planning, and coordination and collaboration. The City is also actively involved in the local Continuum of Care, Housing First Solano and encourages the use of the HMIS as a data collection tool for service delivery and funding prioritization.

The City is attempting to expand outreach by encouraging partnerships with other service agencies and faith-based organizations not currently involved with the local Continuum of Care.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The 2019 Solano Point In Time Count was conducted on January 23, 2019, and through the help of volunteers, counted unsheltered and sheltered homeless people in Solano County. This snapshot allows the local Continuum of Care to continue to receive HUD funding, track trends concerning subpopulations, identify potential gaps in services and inform future planning, which is important for the implementation of the current regional strategic plan in Solano County. The Community Action Partnership of Solano, Joint Powers Authority (CAP Solano JPA) released the Initial 2019 Solano PIT Count data, and the final report is soon to be issued. The preliminary report shows a slight reduction in Solano County homeless count compared to 2017. Significant strategic regional efforts and the leadership of the CAP Solano JPA have been devoted to this issue in the past several years. CAP Solano JPA is a governmental agency composed of the cities of Benicia, Fairfield, Rio Vista, Suisun City, Vallejo, and Vacaville, and the County of Solano, and is charged with coordinating efforts to reduce poverty and homelessness in Solano County.

Fairfield’s Police Department established a full-time Homeless Intervention Team (HIT Team) comprised of two full-time police officers and a social worker who conduct outreach and case management with homeless every day to assess needs and connect homeless to resources. Additionally, the HIT Team now works with the county-wide Coordinated Entry System to better collaborate on available resources and triage based on immediate need. The HIT Team conducts regular regional outreach efforts in partnership with area law enforcement, social services, mental health, healthcare, shelter services, animal care, and crisis intervention teams to contact homeless where they are and connect them to Packet Page 115 of 765Attachment 3 Page 46 of 56

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resources. In 2018, the HIT Team connected hundreds of people who were homeless to housing and resources including mental health and health care services.

The Fairfield Police Department will continue to host the quarterly Homeless Roundtable meeting, which brings together government agencies and service providers, facilitating a conversation on homelessness. On average, over 40 representatives from a multitude of city, county, state and federal agencies, along with local non-profits and service providers are present at the meetings. The Fairfield Police Department understands that no single agency can cure homelessness, but collaboration with all agencies involved in helping can make a huge difference. The meetings are a part of the ongoing effort of the HIT Team to assist individuals experiencing chronic homelessness to get out of their current situation and into long-term housing.

Addressing the emergency shelter and transitional housing needs of homeless persons In the last FY, the Fairfield Police Department’s Homeless Intervention Team (HIT) worked collaboratively with the local homeless shelter to immediately house homeless individuals and families.

Additionally, the HIT Team has established regional relationships with alcohol and drug dependency clinics and other service providers for transitional housing needs. Since January 2019, the HIT Team has created the linkages that resulted in housing - 56 individuals and families at the local emergency shelter.

In FY 2019-20 the City will continue to support a Memorandum of Understanding with other cities in Solano County to continue the expansion of the Coordinated Entry System and the implementation of the strategy. Funding will be through the Fairfield Housing Authority for $67,000. In addition, the City will work with local service providers to create a homeless work program initiative to help prevent homelessness and promote job skills. The homeless work and housing program will be funded through the Low-Mod Income Housing Asset Fund for $80,000.

Fairfield’s HIT Team and the City Manager’s Office have created long-lasting relationships with policy makers on a local, county, state and federal level in order to best access resources and affect policy. City staff from the Police Department and City Manager’s Office regularly convene meetings with state and local elected officials to share concerns regarding the effects of chronic homelessness, including seniors and veterans, and seek assistance in accessing funding and resources to better serve the homeless population.

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recently homeless from becoming homeless again
Along with the City of Fairfield, there are many agencies in and near Fairfield that provide assistance to help homeless persons make the transition to permanent housing and independent living. The City assists low-income individuals and families avoid homelessness through several city-supported programs, including HOME and CalHOME programs, CDBG housing rehabilitation, Housing Authority VASH Vouchers, Permanent Supportive Housing Vouchers, Tenant Based Rental Assistance, and in working in partnership with the county-wide Coordinated Entry System, Resource Connect Solano.

The City assists low-income individuals and families avoid homelessness through several city-supported programs, including HOME and CalHOME programs, CDBG housing rehabilitation, Housing Authority VASH Vouchers, Permanent Supportive Housing Vouchers, Tenant Based Rental Assistance, and in working in partnership with the county-wide Coordinated Entry System, Resource Connect Solano.

Discussion
The City of Fairfield is diligently collaborating with a wide array of community agencies to address the needs of residents who are unsheltered.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The City of Fairfield continuously reviews on an ongoing basis its policies, Zoning Ordinance and development regulations to reduce barriers to affordable housing. During the past five years, the City adopted a new California-certified Housing Element, a major Specific Plan for development in northeastern Fairfield (Train Station Specific Plan), and a Specific Plan to encourage new development and redevelopment in downtown Fairfield and the West Texas Street corridor (Heart of Fairfield Plan) – both downtown Fairfield and the West Texas Street corridor are within the NRSA. The City also amended its Zoning Ordinance to facilitate construction of accessory dwelling units assisted living (senior) housing, encourage development in downtown Fairfield, and comply with State building code and energy code mandates.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax po licies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
In Fiscal Year 2019-2020, key actions planned will include:
 Ongoing review and, as needed, amendments to the adopted Heart of Zoning Ordinance to further facilitate housing development in downtown Fairfield through flexible zoning requirements related to building design, parking, building height, and mixed use development.  Active marketing of the multiple Agency-controlled properties in downtown and on North Texas Street to development teams interested in providing both market rate and affordable housing.  Implement Zoning Ordinance amendments to comply with the California Housing Accountability Act pertaining to project completeness and conformance with General Plan and Zoning Ordinance requirements.
 Implementation of the revised Zoning Ordinance provisions related to accessory dwelling units.  Continued outreach and coordination with the Fairfield-Suisun School District, Travis Unified School District, and the Fairfield-Suisun Sewer District to address development impact fees associated with accessory dwelling units.
 Completion of the development fee study for the Heart of Fairfield Plan Area to clarify needed infrastructure investments and identify opportunities for fee reductions  Initiation of the comprehensive City of Fairfield General Plan Update, the first comprehensive update to the General Plan since 2002. Facilitating housing in Fairfield will be a key part of this General Plan Update.
 Submittal of a grant application for the State of California SB2 Planning Grant Program, which will focus on policies and actions to facilitate the development of housing in the City. This may include further incentives for accessory dwelling units, improvements to the City’s development review procedures that reduce uncertainty, identification of Zoning Ordinance amendments, Packet Page 118 of 765Attachment 3 Page 49 of 56

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and the development of understandable objective design standards.  Participation in countywide planning efforts to encourage the development of new housing, including efforts spearheaded by Solano Transportation Authority.  Participation in the Census 2020 Complete Count program to ensure that Fairfield responds to the Census, improving our access to federal and state funds. Completion of development review for project areas in northeastern Fairfield, opening up opportunities for new development in the Train Station Specific Plan Area.

Discussion:

The City of Fairfield is committed to reducing barriers to the creation of housing that is affordable for its residents.

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AP-85 Other Actions – 91.220(k)
Introduction:

The City of Fairfield uses many strategies to address the affordable housing, enforcement of building codes, homeless, and community development needs identified in the Consolidated Plan. This section provides an overview of the City's ongoing activities and planned future actions to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, reduce the number of poverty-level families, develop institutional structure and enhance coordination between housing providers and social service agencies.

Actions planned to address obstacles to meeting underserved needs A shortage of funding for affordable housing, homeless services, and community development activities is the primary obstacle to meeting underserved needs in Fairfield. The City of Fairfield actively pursues federal, state, local, and private funding sources to address underserved needs, and will continue to explore new and existing funding sources during the planning period and in subsequent years.

Actions planned to foster and maintain affordable housing The City of Fairfield has several policies already in place and additional planned actions to foster and maintain affordable housing during the 2019-20 program year as well as in subsequent years. Ongoing and planned future actions to support the development and preservation of affordable housing are detailed in the City's Housing Element and through the 2017-2022 Consolidated Plan. These actions include, but are not limited to:
 Reduce the impact of development fees on affordable housing  Provide fee deferrals
 Providing Section 8 Housing Choice vouchers to low-income households through the Fairfield Housing Authority
 Efforts to ensure that City zoning regulations and other policies support the development of affordable and special needs housing
 Monitoring properties with affordability restrictions to determine when restrictions are set to expire and working with property owners to maintain affordability  Encourage development of second dwelling units as another source of affordable housing, especially for senior citizens and individuals
 Provide fee credits for affordable housing developers  Provide first-time homebuyer down payment assistance
Actions planned to reduce lead-based paint hazards
The City has developed a Lead Based Paint Implementation Plan (LBP Plan) that describes the actions to Packet Page 120 of 765Attachment 3 Page 51 of 56

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be taken, and the responsibility, for compliance with lead-based paint abatement regulations (24 CFR 35 and Title X of the Housing and Community Development Act of 1992) under each of its existing affordable housing programs. In particular, any homes constructed prior to 1978 that are assisted through the City’s Homeowner Housing Rehabilitation Program will be in compliance with lead-based paint abatement requirements.

Actions planned to reduce the number of poverty-level families Fairfield's ongoing economic development efforts help to stimulate economic expansion and job growth, potentially providing employment opportunities that will serve as a means for local lower income households to earn incomes sufficient to overcome poverty.

The Annual Action Plan allocates funding for SHELTER Solano, Inc., which provides shelter and services to families in crisis. Services provided beyond emergency sheltering are affordable permanent housing with supportive services such as intensive case management, supplemental food, transportation, life skills, employment access, job training and shared housing. The City of Fairfield also has other agencies that provide services such as counseling, assistance with finding employment and other services to help families to exit from homelessness.

On an ongoing basis, the City of Fairfield addresses poverty more broadly through City programs and in cooperation with other governmental agencies and local service organizations. The City's affordable housing policies discussed in the Consolidated Plan and in the City's Housing Element assist in providing affordable housing to lower-income households. For many households with poverty-level incomes, affordable housing is a necessary first step in overcoming poverty because households experiencing high housing cost burden, overcrowding or other unstable living environments are often unable to take steps to overcome poverty without first securing suitable affordable housing.

Actions planned to develop institutional structure
The City of Fairfield, City Manager's Office works in conjunction with the Fairfield Housing Authority to ensure quality housing for all low-income City residents. The working relationship between these organizations is strong and facilitative. Due to the City's proximity to the Housing Authority, communication is typically direct and immediate. As a result, gaps in program or service delivery are typically not the result of poor institutional structure or lack of intergovernmental cooperation, but rather due to shortcomings in available resources.

The City of Fairfield engages in ongoing internal coordination and coordination with other agencies to address affordable housing, homelessness, and community development needs in the City, and will continue this coordination during the 2019-2020 program year and in subsequent years. Key agencies in the institutional structure include the City of Fairfield, the Fairfield Housing Authority, Solano County Health and Social Services Department, Solano Transportation Authority, affordable housing providers, homeless service providers, agencies that offer housing and supportive services to formerly homeless Packet Page 121 of 765Attachment 3 Page 52 of 56

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individuals and families and those at risk of homelessness, and other health, special needs, and social service agencies.

Actions planned to enhance coordination between public and private housing and social service agencies
The City of Fairfield continues to participate in the Solano County Continuum of Care, which serves a critical role in coordinating services between public agencies, affordable housing providers, and social service agencies. Representatives from the City of Fairfield City Manager’s Office and Fairfield Police Department plan to continue to serve on the Continuum of Care Governing Board to further these efforts.

The City Manager's Office works closely with other City departments and the community to develop programs and activities that improve low- and moderate-income neighborhoods throughout Fairfield.

The administration of program activities includes housing, public facility and infrastructure improvements, public and social service activities, and economic development activities. Moreover, the City collaborates with public agencies, for-profit agencies, faith-based organizations, and non-profit organizations to leverage resources and the aforementioned programming and services.

In addition, on an ongoing basis the City of Fairfield works with affordable housing developers to construct and manage affordable housing in the City and with County agencies and non-profit service providers to provide social services to residents. The City will continue to support these entities to achieve affordable housing, homeless services, and community development goals during the program year and in subsequent years.

Discussion:

As part of the City of Fairfield's ongoing efforts to address the housing and neighborhood revitalization needs of the community, the City has been and will continue to explore additional/alternative funding sources.

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

The following identifies program income that is available for use that is included in projects to be carried out.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0

Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income.Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 80.00%

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Compliance and Monitoring
Monitoring of Subrecipients: The City of Fairfield works diligently to oversee all CDBG-funded activities to ensure their compliance with federal regulations and timeliness in accomplishing goals and drawing down funds. All activities are on schedule and grant disbursements are made in a timely manner, with all expenditures matching the letter of credit disbursements.

The City follows its Subrecipient Monitoring Plan, which includes:
 Risk Management
 Risk Level Criteria
 Levels of Monitoring
 Administrative Process for Monitoring
 Monitoring Checklist
The City conducts a desk monitoring of all subrecipients on a quarterly basis. Quarterly reports are thoroughly reviewed to compare contract goals to achievements, racial and ethnic distribution of persons served, income level of persons served, and issues reported with program delivery. Requests for Reimbursements and backup are carefully reviewed to ensure compliance with OMB circulars and other HUD regulations prior to payment being released. All projects and programs are required to submit an independent financial audit annually.

Additionally, staff conduct on-site visits to inspect, interview staff, and review project files using the City’s monitoring form. Monitoring contact letters, the completed joint monitoring forms, final monitoring results, and any follow-up communication about the monitoring is kept in the Administrative and Project files. Monitoring visits are reported in the Consolidated Annual Performance Evaluation Report (CAPER).

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CITY OF FAIRFIELD

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)

1st Amendment
FY 2022-2027 FIVE-YEAR CONSOLIDATED PLAN
AND
FY 2022-2023 ANNUAL ACTION PLAN

Adopted by City Council by Resolution February 21, 2023

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2 Table of Contents
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ......................................................................... 4 The Process........................................................................................................................................9 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ............................................................................. 9 R-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) .............................. 10 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ................................................. 20 Needs Assessment ........................................................................................................................... 25 NA-05 Overview ...................................................................................................................................... 25 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) .................................................................... 26 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) ............................ 36 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) .................................. 39 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ..................................................... 40 NA-35 Public Housing – 91.205(b) .......................................................................................................... 42 NA-40 Homeless Needs Assessment – 91.205(c).................................................................................... 47 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) ............................................................ 55 NA-50 Non-Housing Community Development Needs – 91.215 (f) ....................................................... 59 Housing Market Analysis .................................................................................................................. 61 MA-05 Overview ..................................................................................................................................... 61 MA-10 Number of Housing Units – 91.210(a)&(b)(2) ............................................................................. 62 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ............................................................... 77 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)...................................................... 81 MA-25 Public and Assisted Housing – 91.210(b) .................................................................................... 84 MA-30 Homeless Facilities and Services – 91.210(c) .............................................................................. 86 MA-35 Special Needs Facilities and Services – 91.210(d) ....................................................................... 88 MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................................ 90 MA-45 Non-Housing Community Development Assets – 91.215 (f) ...................................................... 91 MA-50 Needs and Market Analysis Discussion ....................................................................................... 97 Packet Page 127 of 765Attachment 4 Page 2 of 158

3 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -

91.210(a)(4), 91.310(a)(2) ....................................................................................................................... 99 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ......................................................................... 100 Strategic Plan ................................................................................................................................. 102 SP-05 Overview ..................................................................................................................................... 102 SP-10 Geographic Priorities – 91.215 (a)(1) .......................................................................................... 103 SP-25 Priority Needs - 91.215(a)(2)....................................................................................................... 104 SP-30 Influence of Market Conditions – 91.215 (b) .............................................................................. 108 SP-50 Public Housing Accessibility and Involvement – 91.215(c) ......................................................... 119 SP-55 Barriers to affordable housing – 91.215(h) ................................................................................. 120 SP-60 Homelessness Strategy – 91.215(d) ............................................................................................ 121 SP-65 Lead-based paint Hazards – 91.215(i) ......................................................................................... 125 SP-70 Anti-Poverty Strategy – 91.215(j) ............................................................................................... 126 SP-80 Monitoring – 91.230 ................................................................................................................... 127 Expected Resources ....................................................................................................................... 128 AP-15 Expected Resources – 91.220(c)(1,2) ......................................................................................... 128 Annual Goals and Objectives .......................................................................................................... 132 Projects ................................................................................................................................................. 135 AP-35 Projects – 91.220(d) ................................................................................................................... 135 AP-38 Project Summary ........................................................................................................................ 136 AP-50 Geographic Distribution – 91.220(f) ........................................................................................... 147 Affordable Housing ........................................................................................................................ 148 AP-55 Affordable Housing – 91.220(g) ................................................................................................. 148 AP-60 Public Housing – 91.220(h) ......................................................................................................... 149 AP-65 Homeless and Other Special Needs Activities – 91.220(i) .......................................................... 150 AP-75 Barriers to affordable housing – 91.220(j) ................................................................................. 153 AP-85 Other Actions – 91.220(k) .......................................................................................................... 155 Program Specific Requirements ...................................................................................................... 158

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4 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The Consolidated Plan is a five-year planning document that identifies housing and community development needs and stipulates how certain federal funding sources will be spent to address these needs during the planning period. All jurisdictions that receive Community Development Block Grant (CDBG), HOME, Emergency Solutions Grant (ESG), or Housing Opportunities for Peo- ple with AIDS (HOPWA) entitlement funds from the U.S. Department of Housing and Urban De- velopment (HUD) are required to prepare a Consolidated Plan. As an entitlement jurisdiction for CDBG funds, the City of Fairfield updates its Consolidated Plan every five years. The City of Fair- field is not an entitlement jurisdiction for other HUD programs, such as HOME, ESG, or HOPWA, and therefore must apply for funds that are awarded on a competitive basis in order to receive funding. This Consolidated Plan is for the period of July 1, 2022, through June 30, 2027.

The CDBG program is focused on three primary goals, which guide the development of Fairfield's Consolidated Plan:
 Provide decent, affordable housing,
 Provide a safe and suitable living environment, and
 Expand economic opportunities, principally for low-and moderate-income persons.

As a CDBG entitlement jurisdiction, the City of Fairfield is also required to prepare an Annual Action Plan (AAP) each year that specifies how CDBG funds will be spent to accomplish housing and community development goals during the upcoming program year. The actions outlined in the Annual Action Plan must coincide with goals and priorities identified in the City's Consolidated Plan. The first-year Annual Action Plan for the 2022-2027 Consolidated Plan period, which covers the 2022/23 program year, is included as the final chapter in this Consolidated Plan document.

Starting with this Consolidated Plan cycle, the City of Fairfield is creating and submitting the Con- solidated Plan using HUD's online Integrated Disbursement and Information System (IDIS) eCon Planning Suite, as required by HUD. As a result, this document is structured according to the chapters, subsections, and discussion prompts provided in the eCon template. In addi tion, the template provides most of the data used in the analysis in the following chapters .

The Consolidated Plan includes a Needs Assessment and Market Analysis. It serves as the strate- gic plan that identifies the priority needs of the City to help guide the distribution of CDBG fund- ing. HUD provides the majority of the data utilized for the purpose of preparing the Consolidated Plan. HUD periodically receives custom tabulations of data from the U.S. Census Bureau that are primarily unavailable through standard Census products. The Comprehensive Housing Afforda- Packet Page 129 of 765Attachment 4 Page 4 of 158

5 bility Strategy (CHAS) data demonstrates the extent of housing problems and housing needs, par- ticularly for low-income households. The CHAS data is used by local governments to plan how to spend HUD funds and may also be used by HUD to distribute grant funds.

When CHAS data is not available or appropriate, HUD uses other data, including the 2000 and 2010 U.S. Census data and the American Community Survey (ACS) 2013-2017 five-year estimates.

While ACS one-year estimates provide the most current data, this report utilizes five-year esti- mates to reflect a larger sample size and are considered more reliable and precise.

Federal funds provided under the CDBG entitlement program are primarily concerned with ac- tivities that benefit low-and moderate-income (LMI) households whose incomes do not exceed 80 percent of the area median family (AMI), as established by HUD with adjustments for smaller or larger families.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Over- view
Fairfield has a number of public service needs, affordable housing, homeless, and non-homeless community development needs, as identified in the following Plan and through the consultation and citizen participation processes.

Below is a summary of the overall objectives identified within the Consolidated Plan. See the Strategic Plan section for a more detailed discussion of the priority needs, objectives, and strat- egies.

NA-10 Housing Needs
 Twenty-Six percent of households in the City are paying more than 30 percent of their income toward housing costs.
 Fourteen percent of households in the City are severely cost-burdened and are paying more than 50 percent of their income toward housing costs.

NA-15 Disproportionately Greater Needs: Housing problems  Among households with incomes equal to or less than 30% AMI, American Indians (100%) and Pacific Islanders (100%) have one or more housing problems , demonstrating a disproportionately greater need. The Jurisdiction as a whole within this income group shows that 84.9% of households have at least one housing problem.

 Among households with incomes between 30% and 50% of AMI, 94.3% of Hispanic/Latino and 100% of Pacific Islander households have one or more housing problems, compared to 84% in the jurisdiction as a whole, therefore demonstrating a disproportionately greater need.

 Among households with incomes between 50% and 80% of AMI, there aren’t any race categories that demonstrate a disproportionately greater need than the jurisdiction as a Packet Page 130 of 765Attachment 4 Page 5 of 158

6 whole. The Jurisdiction as a whole demonstrates 63.5% of families within this income cat- egory experience one or more housing problems.

 Among households with incomes between 80% and 100%of AMI, there aren’t any race categories that demonstrate a disproportionately greater need than the jurisdiction as a whole. The jurisdiction as a whole demonstrates 47.6% of families in this income category have one or more housing problems.

NA-20 Disproportionately Greater Need: Severe Housing Problems

 Among households listed in the income group less than 30% AMI, American Indians (100%), Pacific Islander (100%), and Hispanic (86%) have one or more severe housing problems, which demonstrates a disproportionately greater need. The Jurisdiction as a whole within this income group shows that 74.8% of households have at least one housing problem.

 There aren't any race groups that demonstrate a disproportionately greater need among households listed in the income group 30-50% AMI. The jurisdiction as a whole within this group shows that at least 52.6% of households have at least one severe housing problem.

 Among Households in the 50-80% AMI group, there aren’t any race groups that demon- strate a disproportionately greater need. The jurisdiction as a whole within this group shows that at least 22.9% of households have at least one severe housing problem.

 Among households in the 80%-100% AMI, Black/African Americans (23.3%) have one or more severe housing problems, which demonstrates a disproportionately greater need.

The jurisdiction as a whole within this group shows that 13.8% of households have at least one housing problem. Hispanics in this group do not meet the definition for dispropor- tionate; however, this group is very close to Black/African Americans at 22.1%.

NA-25 Disproportionately Greater Need: Housing Cost Burdens

 In the severely cost-burdened category, 29% of black/African American families have a cost burden greater than 50%, demonstrating a disproportionately greater need.

This is compared to 17.7% for the whole jurisdiction.

NA-35 Public Housing
 The Fairfield Housing Authority (FHA) assists approximately 882 households through the federal Section 8 Housing Choice Voucher Program (Section 8)  The Section 8 waiting list contains 1500 households-this is estimated to be a 5-year wait.

NA-50 Non-Community Development Needs
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7  Residents and stakeholders who participated in the community outreach for the Consolidated Plan identified the following community development needs as high priorities:
o Public Services: Services for the elderly and frail elderly population, youth services, including enrichment and recreation, services for homeless per- sons, and homeless prevention services
o Public Facilities: increased homeless emergency shelters, youth centers, senior centers, and other areas for recreational uses
o Public improvements: Street repair and additional lighting in areas.

3. Evaluation of past performance
The City of Fairfield has made significant progress in meeting the goals and objectives contained in its 2017-2021 Five-Year Consolidated Plan. Through the first four years of the current Consoli- dated Plan, Through June 30, 2021, the following goals were met:
 Provided Homeless services to 500 homeless individuals through case management and employment services
 Assisted 67 individuals for drug and violence prevention  Assisted 1,119 youth in enrichment and supportive services  Served 2,290 seniors with meals
 Land acquisition in the NRSA to rehabilitate and develop recreational facilities  Land acquisition to develop 67- units of affordable housing  Improvements to homeless shelter’s security and ADA access.

The City recognizes that evaluating past performance is critical to ensure that the City and its sub- recipients are implementing activities effectively and that those activities align with the City’s overall strategies and goals. The performance of programs and systems is evaluated to ensure the goals and projects address critical needs in the community. Fairfield has historically allocated CDBG funds to activities that benefit LMI persons, with a top priority to increase affordable hous- ing opportunities in the City.

Planning staff will work closely with subrecipients to leverage resources and create opportunities for partnership and collaboration. The City’s sub -recipients are challenged to think creatively about working together to address the needs in our community.

4. Summary of citizen participation process and consultation process The City did comprehensive outreach to obtain a broad perspective of housing and community development needs in the City. Staff consulted with residents and organizations involved in af- fordable housing, fair housing, homeless programs, and other community development activi- ties. The process ensured outreach and opportunities for affected persons of many types of pro- grams, lower-income persons and families and persons living in lower -income areas, minorities and non-English speaking persons, and persons with disabilities.

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8 The City also sought input from other public and private agencies that provide emergency hous- ing for those that are homeless, those in assisted housing for special needs populations, those needing social services, those in need of infrastructure improvements and agencies that provide fair housing and tenant/landlord services. (to ensure compliance with Civil Rights laws and reg- ulations.)

5. Summary of public comments

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9 The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those re- sponsible for the administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administering each grant program and funding source.

Agency Role Name Department/Agency

CDBG Administrator FAIRFIELD Housing Services Department Table 1 – Responsible Agencies

Narrative
Preparation of the City of Fairfield Consolidated Plan is conducted by the Housing Services De- partment. The Housing Services Department includes the CDBG Program staff and the Housing Authority. The Housing Services Department also oversees the City’s affordable housing projects.

The Community Development Department's Planning Division is responsible for developing and implementing the City's land use goals and policies (as contained in the City's state-required Gen- eral Plan). The Planning Division is also responsible for the development of the Housing Element of the General Plan, the state-required element which outlines goals, policies, and programs to meet the City's needs for both affordable and market-rate housing.

Consolidated Plan Public Contact Information
LaTanya Terrones, MBA
Sr. Management Analyst
City of Fairfield
1000 Webster St.

Fairfield, Ca 94533
Telephone: 707-428-7454
Email: [email protected]
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10 R-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I)

1. Introduction
The City of Fairfield conducted comprehensive outreach to obtain a broad perspective of the community's housing and community development needs. Community members, homeless pro- viders, fair housing providers, and other organizations that provide services throughout the City were consulted during the development of this plan. The process ensured outreach opportunities to include lower-income individuals, families, and persons living in lower-income areas, minori- ties, non-English speaking people, and persons with disabilities.

Input was sought from public agencies that provide emergency housing services to special needs populations, fair housing services, and tenant/landlord services (to ensure compliance with Civil Rights Laws and regulations.)
Public Participation Outreach efforts included:
 Community Survey – Fairfield received over 200 responses to the community survey that was translated into both English and Spanish. The survey sought to assess the needs for a wider variety of services for lower-income people, needs of homeless and disabled in- dividuals, housing and economic development needs, and infrastructure needs.  Website posing Links to the Community Survey was posted on the City’s website  Social Media Outreach-Blasts about the survey and community needs assessment was sent out through the NextDoor app throughout the City. Message s were also sent out on the City’s Instagram, Twitter, and Facebook pages.
 over 150 agencies and interested parties were contacted to let them know about the Consolidated Plan process and community survey
 Press Release-Press Releases were issued to the public, notifying them of the Community needs survey, the Availability of the CDBG funds and the Consolidated Plan public hearing  Public Notice – A Public Notice was issued in English, Spanish, and Tagalog to notify resi- dents of the Consolidated Plan process and community needs survey.  Presentation before City Council to discuss the CDBG program and priority needs and goals
 Focus group meetings - Met with Executive Director’s and Managers to discuss the needs of Seniors and the disabled, youth, families, homeless, and Affordable Housing Develop- ers.

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11 Key Consultations Included:

Homelessness: the City of Fairfield staff hosted a focus group with multiple homeless service providers throughout the City. The City also has a Homeless Services Division that works closely with the homeless service providers and can gather data through regular collaboration. The Homeless Services Division Manager is also the Chair of the Solano Continuum of Care (CoC) and was, therefore, able to receive direct feedback from the CoC in the development of this plan.

Families and Children: City staff held a focus group with major providers that provide services to families and children, including representatives from The County’s Health and Human Services Department. This focus group highlighted many of the challenges and essential service needs of youth in Fairfield.

Elderly and disabled: City staff held a focus group with service providers that assist elderly and disabled individuals. The discussion included the need for a more collaborative approach amongst the providers to deliver a full range of support.

Youth: Many organizations that provide youth services, including representatives from the Fair- field-Suisun Unified School District, participated in a focus group to discuss youth's challenges and needs.

Public Housing Authority: The CDBG Program is a Division of the Housing Services Department, which is led by the same Director as the Housing Authority. Being housed under the same De- partment allows the CDBG and the Housing Authority Programs to coordinate efforts where nec- essary, including developing the Consolidated Plan, Annual Action Plan, and CAPER.

Affordable Housing Providers: The Housing Services Department is responsible for managing new affordable housing projects in the City. The City works closely with all affordable and sup- portive housing providers to develop new affordable housing in Fairfield. Currently, the City has multiple affordable housing development projects underway. The City is working on an initiative to begin the production of Accessory Dwelling Units, which will help increase affordable housing units in Fairfield.

Service Agencies: the CDBG staff partners with many service agencies throughout the community to provide services to low-income individuals and families. The coordination of services includes coordination with case managers, youth advocates, senior services, and homeless service provid- ers. The Coordination allows the City and the service providers to understand the challenges and needs of specific individuals. The coordination between City staff and service providers promotes open dialogue and connection of services between various agencies and th individuals they serve.

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12 Mental Health/ Health Care: Although the City of Fairfield does not provide mental health ser- vices and health care directly, the City partners with agencies such as Solano County Behavioral Health to coordinate the Homeless Outreach Partnership and Engagement (HOPE) Team. This new unit coordinates the housing and homeless initiatives focused on behavioral health needs in coordination with the County and other community partners. The HOPE team, Homeless Inter- vention Team (HIT), and Homeless Services Division go to homeless encampments to engage and offer mental health support. The City’s law enforcement department partners with a street med- icine outreach team to provide psychiatric intervention and engagement with homeless individ- uals monthly.

Describe coordination with the Continuum of Care and efforts to address the needs of home- less persons (particularly chronically homeless individuals and f amilies, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The Solano County Continuum of Care (CoC) is a county-wide collaborative of nonprofit service providers and government representatives committed to preventing and ending homeless- ness. Its geographic scope includes the City of Fairfield. The CoC Governing Board consists of representatives from government, healthcare, businesses, formerly homeless individuals, and nonprofit social service agencies in Solano County. HomeBase staffs the CoC, , a nonprofit organ- ization that coordinates the efforts of homeless service providers and prepares the annual con- solidated funding application to HUD. The Lead Agency is the Community Action Partnership of Solano, Joint Powers Authority (CAP Solano).

The CoC includes committees and workgroups that focus on specific areas such as implementing a coordinated entry system, supporting efforts to strengthen economic self -sufficiency, ensuring compliance with federal requirements, and overseeing the Homeless Management and Infor- mation System (HMIS) provided through CAP Solano.

As the Lead Agency, CAP Solano is responsible for implementing the county -wide coordinating system known as Resource Connect Solano (RCS).

CAP Solano has contracted with Caminar, a California-based non-profit behavioral health services provider, to operate the Coordinated Entry System (CES). RCS streamlines access to life-changing housing and supportive resources for people in Solano County who are experiencing or at risk of homelessness. Individuals and families receive assessment and referral services to identify hous- ing needs and create linkages to available services. Using the Coordinated Entry System’s Vi- SPDAT, RCS identifies, prioritizes, and facilitates the most appropriate response to each individ- ual’s immediate and long-term housing needs. Based on the Vi-SPDAT, participants with the high- est need based on vulnerability receive priority access to scarce permanent housing services and resources. Individuals and families who sleep in a place not meant for human habitation (includ- ing on the street, in a vehicle, or a motel) or an emergency shelter or transitional housing pro- gram, or who are fleeing domestic/dating violence or human trafficking are eligible to be referred to RCS including chronically homeless individuals and families, families with children, veterans, and unaccompanied youth and persons at risk of homelessness.

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13 The City of Fairfield is also a partner and provides funding through a multi -jurisdictional memo- randum of understanding with six other Solano cities and the County to supplement funding to RCS, allowing for additional staff and funding for a landlord incentive program.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in de- termining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies, and procedures for the administration of HMIS The federal Emergency Solutions Grant program (ESG) provides funds for various activities to address homelessness as authorized under the federal Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009 and State program requirements. The Califor- nia Department of Housing and Community Development (HCD) administers the ESG program with funding from the U.S. Department of Housing and Urban Development (HUD). The ESG pro- gram provides grant funding to (1) engage homeless individuals and families living on the street, (2) rapidly re-house homeless individuals and families, (3) help operate and provide essential services in emergency shelters for homeless individuals and families, and (4) prevent individuals and families from becoming homeless.

For over ten years, the City of Fairfield has remained in an executive leadership compacity with the Community Action Partnership Solano, Joint Powers Authority (CAP Solano). CAP Solano sets ESG funding priorities based on board approval and a biennial countywide needs assessment. For the last three years, the City of Fairfield has applied for the ESG funding and conducted the public Request for Proposal Recommendation process on behalf of CAP Solano to run a fair and open procurement process to obtain highly qualified applicants for noncompetitive and competitive funding.

CAP Solano serves as the Lead Agency for the local Continuum of Care (CoC) and is the Lead Agency to administer the county-wide HMIS system. The CoC, known as Housing First Solano, sets written policies and procedures for HMIS and conducts annual surveys on the program's administration. CAP Solano provides technical assistance and funding for service providers to ob- tain licenses to ensure all service providers in Solano County are using the system. The CoC also has an HMIS subcommittee, which the City of Fairfield is part of, to ensure all service providers' best use of the system.

2. Describe Agencies, groups, organizations, and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies , and other entities
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14 Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization City of Fairfield – Homeless Services Division Agency/Group/Organization Type Services-homeless
Other government - Local
What section of the Plan was ad-
dressed by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
City staff consulted with The City of Fairfield's Homeless Services Division for this plan to understand the needs of the homeless community. The consultation included
information on how the City and other groups support-
ing the homeless community can better serve the
homeless population.
2 Agency/Group/Organization Mission Samoa
Agency/Group/Organization Type Services-homeless
What section of the Plan was ad-
dressed by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
City staff consulted with Mission Samoa for this plan to understand the needs of the homeless community. The
consultation included information on how the City and
other groups supporting the homeless community can
better serve the homeless population.
3 Agency/Group/Organization Community Action Northbay
Agency/Group/Organization Type Services-homeless
What section of the Plan was ad-
dressed by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
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15 How was the Agency/Group/Organiza-
tion consulted and what are the antici-
pated outcomes of the consultation or
areas for improved coordination?
City staff consulted with Community Action Northbay
for this plan to understand the needs of the homeless
community. The consultation included information on
how the City and other groups supporting the homeless
community can better serve the homeless population.
4 Agency/Group/Organization Caminar Solano County
Agency/Group/Organization Type Services-homeless
What section of the Plan was ad-
dressed by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
City staff consulted with Caminar for this plan to under- stand the needs of the homeless community. The con-
sultation included information on how the City and
other groups supporting the homeless community can
better serve the homeless population.
5 Agency/Group/Organization Meals on Wheels of Solano
Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
What section of the Plan was ad-
dressed by Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The City of Fairfield consulted with this group to under- stand the needs of the Senior Community. Multiple
partners came together to discuss the available re-
sources, where resources are lacking, and how to in-
crease collaboration for the available resources.
6 Agency/Group/Organization Lions Center for the Visually Impaired Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
What section of the Plan was ad-
dressed by Consultation?
Non-Homeless Special Needs
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16 How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
City staff consulted with Lions Center of the Visually Im- paired homeless service providers to understand the
needs of the Senior Community. Multiple partners
came together to discuss the available resources,
where resources are lacking, and how to increase col-
laboration for the available resources.
7 Agency/Group/Organization Ombudsman Services Of Contra Costa Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
What section of the Plan was ad-
dressed by Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The City of Fairfield consulted with this group to under- stand the needs of the Senior Community. Multiple
partners came together to discuss the available re-
sources, where resources are lacking, and how to in-
crease collaboration for the available resources.
8 Agency/Group/Organization Fairfield Suisun Unified School District Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was ad-
dressed by Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The City consulted with the School District and the Stu- dent Services Director to understand the challenges the students have in the community. Through this consul-
tation, the City was able to better understand the chal- lenges and resources needed to address the needs of
children.
9 Agency/Group/Organization Voices Youth Center
Agency/Group/Organization Type Services-Children
What section of the Plan was ad-
dressed by Consultation?
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The City consulted with this organization to understand the challenges that unaccompanied youth are experi-
encing and the resources needed to address the needs.

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17 10 Agency/Group/Organization First 5 for Youth
Agency/Group/Organization Type Services-Children
What section of the Plan was ad-
dressed by Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The City consulted with this organization to understand the challenges and resource needs of youth under the
age of 5.
11 Agency/Group/Organization Fairfield Police Activity League Agency/Group/Organization Type Services-Children
What section of the Plan was ad-
dressed by Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The City consulted with this organization to understand the challenges that youth ages 13 to 18 are experienc-
ing and the resources needed to address the needs.
12 Agency/Group/Organization City of Fairfield Planning Department Agency/Group/Organization Type Other-Government-Local
What section of the Plan was ad-
dressed by Consultation?
Market Analysis
Needs Assessment
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The City worked with the Planning Department of the
City of Fairfield to receive information concerning the housing needs and policies that impact housing
13 Agency/Group/Organization City of Fairfield Housing Authority Agency/Group/Organization Type Other-Local Government
PHA
What section of the Plan was ad-
dressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/Organiza-
tion consulted, and what are the antic-
ipated outcomes of the consultation or
areas for improved coordination?
The Housing Authority staff was consulted about this
plan and how to better coordinate housing activities
with the Housing Authority and the clients.
14 Agency/Group/Organization City of Fairfield Public Works Department Packet Page 142 of 765Attachment 4 Page 17 of 158

18 Agency/Group/Organization Type Other-Government-Local What section of the Plan was ad-
dressed by Consultation?
Non-Housing Community Development
How was the Agency/Group/Organiza-
tion consulted and what are the antici-
pated outcomes of the consultation or
areas for improved coordination?
Public Works provided information related to the pub-
lic infrastructure and facilities needs throughout the
City. Public Works feedback allows for the City to iden- tify the needs within the community.
15 Agency/Group/Organization Fair Housing Advocates of Northern California Agency/Group/Organization Type Service- Fair Housing
What section of the Plan was ad-
dressed by Consultation?
Housing Need Assessment
Homeless needs
Anti-Poverty Strategy
How was the Agency/Group/Organiza-
tion consulted and what are the antici-
pated outcomes of the consultation or
areas for improved coordination?
City staff consulted with Fair Housing Advocates of
Northern California to understand the fair housing chal- lenges that residents are facing.

Identify any Agency Types not consulted and provide the rationale for not consulting No agencies or types of agencies were omitted in the consultations. CDBG staff consulted with all relevant organizations and individuals. CDBG staff also held public meetings to ensure no agencies were left out.

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19 Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care CAP Solano JPA The Continuum of Care facilitates multi-agency cooperation and coordination within the homeless community. The
Homeless Strategic Plan was consulted in the development of this consolidated Plan to align and understand the needs within the homeless community. This allows us to set forth our homeless strategy and ensure that it aligns with the re- gionally approved strategic plan.

City of Fairfield 2022-2027
Analysis of Impediments
City of Fairfield The Housing Services Department developed a new AI per- formed in the Analysis of Fair Housing format to best inform and coordinate fair housing activities throughout the City in the coming five years. The AI data and analysis are thoroughly integrated into the 2022-27 Consolidated Plan.

General Plan City of Fairfield The City of Fairfield considered its General Plan and accom- panying Housing Elements when developing this Consoli-
dated Plan. The City is currently working on the 2022 Housing Element. Data from the Housing Analysis portion of the Hous- ing Element is incorporated into this plan.

Sustainability & Climate
Change Plan
City of Fairfield The Sustainability & Climate Change Plan allows the City to assess the hazard risk and the impacts on Climate change within the City, specifically in lower-income communities.

Local Multi-Hazard Mitiga-
tion Plan
Solano County The local multi-hazard Mitigation Plan allows the City to re- view and address hazard mitigation in lower-income commu- nities.

Table 3 – Other local / regional / federal planning efforts

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City of Fairfield coordinated with multiple agencies throughout the region to discuss imple- menting the five-year consolidated plan. This coordination included one-on-one meetings and reviewing relative plans and documents concerning long-term strategies for delivering services throughout the community.

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20 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

The City utilized several methods to encourage and broaden citizen participation in developing the Consolidated Plan. Before devel- oping the draft plan, the City conducted an online survey to solicit input on Fairfield's housing and community development needs.

The survey results are available. The CDBG Advisory Committee played a significant role in expanding participation by holding four public meetings to receive input on the Consolidated Plan. A list of CDBG Citizen’s Advisory Committee members is shown at the end of this plan. The City held four focus group meetings to talk with housing providers, homeless service providers, youth service provid- ers, and senior service providers.

Prior to adoption by City Council, the Consolidated Plan was made available for a 30-day public review and comment period. A draft plan was published on the City’s website and physical copies were available in the offices of the Housing Services Department, Housing Authority, City Manager’s office, Transportation Center, public library and first floor of City Hall. The City Council adopted the Consol- idated Plan at a public meeting which provided an additional opportunity for publi c participation.

All opportunities for citizen participation were broadly noticed. Notifications were provided by email to housing providers, service agencies, and other organizations and individuals that expressed an interest in receiving information abo ut the Consolidated Plan process. The meetings were advertised in the Fairfield Daily Republic newspaper and posted in six locations throughout the Ci ty.

Additional efforts to outreach to the Hispanic and Latino community included streaming a commercial on the local Spanish stations.

Information regarding the meeting was also placed on the City’s website, which provides translation for all content. The information gained from the citizen participation process helped identify Fairfield housing and community development needs and priorities and appropriate strategies to address these needs.

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21 Citizen Participation Outreach
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22 Sort
Order
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments
received
Summary of com-
ments not
accepted and
reasons
URL (I
f ap-
plica-
ble)
1 Public No-
tice
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
Public notice to announce comprehensive
Community survey regarding CDBG Pro-
gram and Priorities
221 re-
sponses to
survey
None
2 Press Re-
lease
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
Press Release to announce Comprehen-
sive survey regarding CDBG program and
priorities
221 survey
responses
None
3 Public
Meeting
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
Twelve members of the public attended
the City Council meeting on 10/5/2021.

CDBG staff held discussions with the pub-
lic and City Council regarding the CDBG
Program FY 22-27 Consolidated Plan Pro-
cess, Public participation Process, and the
proposed priorities and goals.

None No comments
were received.

4. Public
Meeting
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
Fifteen members of the public attended
the City Council meeting on 10/19/2021.

The City Council reviewed the Consoli-
dated Plan priority needs and adopted a
resolution accepting the proposed priority
needs for FY 22-27.

None No Comments
were received.

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23 Sort
Order
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments
received
Summary of com-
ments not
accepted and
reasons
URL (I
f ap-
plica-
ble)

5. Press Re-
lease
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
Press release to announce FY 22-23 NOFA
grant kickoff meeting and applications
None No Comments
were received

6. Public No-
tice
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
Legal Public Notice published to announce
FY 22-23 NOFA grant kickoff meeting and
applications
None No Comments
were received

7. Commer-
cial
Non-English Speaking: Spanish A commercial to announce the availability of the community needs survey was
streamed on the local Spanish station
None none

8. Public
Meeting
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
56 individuals attended this meeting as we
discussed the CDBG NOFA application pro-
cess
There were
18 com-
ments and
questions re-
ceived re-
garding the
CDBG Pro-
gram and ap-
plication pro-
cess
All comments
were received,
none were re-
jected.

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24 Sort
Order
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments
received
Summary of com-
ments not
accepted and
reasons
URL (I
f ap-
plica-
ble)

9. Public
Meeting
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
January 5, 2022. There were no members
of the public who attended this meeting.

There were
no public
comments.

No comments
were received.

10 Public
Meeting
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
January 26, 2022. There were 14 members
of the public that attended this meeting
There were
no public
comments.

No comments
were received

11 Public
Meeting
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
February 8, 2022. There were 3 members
of the public that attended this meeting
There were
no public
comments
No comments
were received.

12 Public
Meeting
Minorities
Non-English Speaking:

Spanish
Tagalog
Persons with Disabilities
Non-Targeted/broad community
May 19, 2022 There were 3 members of
the public that attending this meeting
One CDBG
applicant on
the call
asked their
application
to not be
considered
due insuffi-
cient funding
The comment was
accepted and con-
sidered during the
funding discussion

Table 4 – Citizen Participation Outreach

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25 Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment portion of the ConPlan includes information gained from the comprehen- sive public survey and knowledge gathered from focus groups, consultations with many service providers, and discussions with the City Senior Leadership staff. Together these activities form a clear picture of the needs of the City of Fairfield in the areas of affordable housing, special needs populations, homelessness, and community development. By analyzing the needs, City staff iden- tified those needs with the highest priority, which will form the basis for the Strategic Plan and the programs and projects to be administered.

This section of the Consolidated Plan identifies Fairfield's housing and community development needs, including affordable housing, housing for residents with special needs, homelessness, and community services. In part, housing need is assessed based on the prevalence of various "hous- ing problems." Per HUD guidance, a household experiences housing problems if it has a high housing cost burden (defined as housing costs that exceed 30% of household income), is over- crowded (defined as having more than one person per room in a housing unit) or lacks complete kitchen or plumbing facilities.

Much of the following needs assessment information cites Comprehensive Housing Affordability Strategy (CHAS) data based on American Community Survey (ACS) data collected between 2013 and 2017, as provided in the IDIS online Consolidated Plan template. Some data not available in IDIS was pulled from the 2019 ACS data. This data source provides detailed cross-tabulations of housing conditions, income, and race and ethnicity data.

For planning purposes, HUD categorizes households as extremely low-income, very low-income, or low-income based on percentages of the City's median family income (referred to as the HUD Area Median Family Income, or HAMFI). The HAMFI is calculated annually by HUD for different household sizes.

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26 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) Summary of Housing Needs
Fairfield has experienced a recent increase in population and households between 2009 and 2017. According to ACS data collected during this timeframe, 112,790 residents and 35,770 households existed in Fairfield in 2017, representing a 9% increase in population (9,000 residents) and an 8% increase in households (1,500 households) since 2009.

Fairfield is home to a diverse range of households with various housing needs. According to the data shown in Table 6, 48.9% of households in Fairfield (17,490 households) are small family households (families with two to four people), and 14.5% (5,190 households) are large family households (families with five or more people). According to the 2015 Housing Element, reflect- ing a relatively affordable housing stock, homeowners are a majority of the households, with

60.4% of the population occupying ownership housing in 2010. Despite the recent re cession and problems with the housing market, this is a slight increase in ownership rates from 2000, when

59.7% of the population were reported as homeowners.

Housing affordability presents a considerable challenge for the City of Fairfield, echoing high housing costs and extreme housing cost burdens across the region. Many households in Fairfield have housing costs that exceed the affordability threshold, while others experience overcrowd- ing and substandard housing conditions due to high housing costs. Housing costs are mentioned throughout this section.

Demographics Base Year: 2009 Most Recent Year: 2017 % Change Population 103,305 112,790 9%
Households 33,084 35,770 8%
Median Income $69,001.00 $75,292.00 9%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2013-2017 ACS (Most Recent Year)

Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 3,650 3,840 5,425 3,575 19,280
Small Family Households ( 2-4 people) 1,625 1,480 2,240 1,630 10,515 Large Family Households (5 or more people) 320 725 885 630 2,630 Household contains at least one person 62-74
years of age 655 765 1,290 670 4,520
Household contains at least one-person age
75 or older 500 530 700 415 1,440
Households with one or more children six
years old or younger 960 1,245 1,340 730 3,230
Table 6 - Total Households Table
Data Source: 2013-2017 CHAS
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27 Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete plumb-
ing or kitchen facil-
ities 55 50 70 45 220 20 10 15 10 55
Severely Over-
crowded - With
>1.51 people per
room (and com-
plete kitchen and
plumbing) 110 125 35 120 390 0 0 4 30 34
Overcrowded -
With 1.01-1.5 peo-
ple per room (and
none of the above
problems) 275 390 215 95 975 10 70 170 30 280
Housing cost bur-
den greater than
50% of income
(and none of the
above problems) 1,640 965 430 4 3,039 545 610 465 150 1,770 Housing cost bur-
den greater than
30% of income
(and none of the
above problems) 160 900 1,170 695 2,925 160 205 865 450 1,680 Zero/negative In-
come (and none of
the above prob-
lems) 225 0 0 0 225 80 0 0 0 80
Table 7 – Housing Problems Table
Data
Source:
2013-2017 CHAS

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28 2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 2,080 1,530 745 270 4,625 570 685 655 215 2,125 Having none of
four housing
problems 430 995 2,000 1,510 4,935 265 630 2,025 1,580 4,500 Household has
negative income,
but none of the
other housing
problems 225 0 0 0 225 80 0 0 0 80
Table 8 – Housing Problems 2
Data
Source:
2013-2017 CHAS

3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 1,140 1,090 945 3,175 330 290 495 1,115
Large Related 225 515 205 945 10 140 310 460
Elderly 505 430 210 1,145 270 355 465 1,090
Other 325 335 390 1,050 120 80 135 335
Total need by
income
2,195 2,370 1,750 6,315 730 865 1,405 3,000
Table 9 – Cost Burden > 30%
Data
Source:
2013-2017 CHAS

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29 4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 1,055 350 340 1,745 250 215 165 630
Large Related 180 140 20 340 10 50 40 100
Elderly 420 310 105 835 195 285 225 705
Other 325 215 60 600 105 65 50 220
Total need by
income
1,980 1,015 525 3,520 560 615 480 1,655
Table 10 – Cost Burden > 50%
Data
Source:
2013-2017 CHAS

5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 355 495 165 195 1,210 10 25 65 40 140
Multiple, unre-
lated family
households 30 50 60 15 155 0 45 109 20 174
Other, non-fam-
ily households 0 0 20 15 35 0 0 0 0 0
Total need by in-
come
385 545 245 225 1,400 10 70 174 60 314
Table 11 – Crowding Information – 1/2
Data
Source:
2013-2017 CHAS

Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present

Table 12 – Crowding Information – 2/2
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30 Describe the number and type of single-person households in need of housing assistance.

Although detailed information on the type of single -person households in need of housing assis- tance is not available, data indicates a need for housing assistance among single-person house- holds in Fairfield. ACS 2019 Data demonstrates that the city of Fairfield has 3,142 single -person households. The Housing Authority of the City of Fairfield reports that there are 432 single -per- son households on the waiting list for Housing Choice vouchers, representing 47.5% of all house- holds on the waiting list. Among single-person households in need of housing assistance, individ- uals with disabilities are likely to experience specific challenges fin ding suitable housing. High housing needs among single-person households with disabilities can be attributed primarily to two factors:
1) many individuals with disabilities have low incomes, and 2) market-rate housing in Fairfield is often unaffordable to single-income households, particularly for individuals with lower incomes.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault, and stalking.

The number of households in need of housing assistance who are disabled exceeds the available supply of units suitable for these households. Often, households with disabilities has special housing needs related to accessibility features, affordability, or both. Individuals requiring acces- sibility modifications may encounter trouble finding units that meet their needs. Local service providers report that some individuals with disabilities experience discrimination that makes the challenges even more extreme. The FHA waiting list for Housing Choice vouchers includes 338 households with persons who are elderly or disabled, representing 37.2% of all households on the waiting list. However, this figure understates the need for housing among persons with disa- bilities. Not all people with disabilities who need housing assistance are on the waiting list for Housing Choice Vouchers.

In the City of Fairfield, there are housing needs among families who are victims of domestic vio- lence, sexual assault, dating violence, and stalking. In the past year, there were 801 police calls for domestic violence, 141 cases for sexual assault , and 21 cases of stalking. It is difficult to ana- lyze and determine the number of victimized persons who need housing. Fairfield’s high housing costs and low vacancy rate create a significant additional barrier for individuals who might oth- erwise leave a violent home, particularly those with special housing needs due to disability or other factors.

What are the most common housing problems?
The high housing cost burden represents Fairfield's most prevalent housing problem for owners and renters. As shown in Table 9, 6,315 renter households with incomes below 80% of AMI and 3,000 owner households with incomes below 80% of AMI had housing costs that exceed 30% of Packet Page 155 of 765Attachment 4 Page 30 of 158

31 household income. In total, these figures indicate that 64% of all households with incomes below 80% of AMI had high housing cost burden.

Severe cost burden was reported among 35.7 percent of all households with incomes below 80% of AMI, affecting 3,520 renter households with incomes below 80 % of AMI and 1,655 owner households with incomes below 80% AMI.

Overcrowding is also a significant problem for Fairfield households, particularly for renter house- holds. Among households with income below 80%of AMI, 1,175 renter households and 254 owner households were either overcrowded or severely overcrowded.

Substandard housing conditions represent a relatively small share of housing problems in Fair- field, affecting 275 households citywide, according to the other data in Table 7. However, it is likely that additional households live in substandard housing but are omitted by definitions used for this data collection.

Are any populations/household types more affected than others by these problems? Housing problems affect renter households to a slightly greater degree than owner households.

The data in Table 8 demonstrates that, among households with incomes equal to 100% of AM I or less, 47% of renter households experience more severe housing problems than 57% of owner households. Among renter households with income below 100% of AMI that have one or more severe housing problems, almost 78% had incomes below 50% of AMI.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also , discuss the needs of formerly homeless families and individuals who are receiving rapid re -housing assistance and are nearing the termination of that assistance
California State Housing Law requires local governments to address the needs of “Extremely Low Income” populations, households with incomes below 30% of the median income for the com- munity. The federal government defines poverty as a minimum income level (adjusted for house- hold size and composition) necessary to meet basic food, shelter, and clothing needs. Factors affecting income include age, family status, number and age of children, and the absence of one parent.

According to the American Community Survey(ACS) Data for 2019, poverty rates in Fairfield for the past 12 months decreased from 11.7% in 2011 to 9.3% of households in 2019. Ten thousand eight hundred twenty (10,820) individuals in the City of Fairfield are listed below the poverty level. Of those, 3,556 (12.7%) are families with minor children. Extremely low-income persons risk becoming homeless by residing in shelters or perhaps becoming unsheltered.

There are four households in Fairfield that receive rapid re-housing assistance through Commu- nity Action NorthBay, which all have various expiration dates.

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32 High housing cost burdens and rapidly rising market rents place many of Fairfield’s low -income individuals and families with children at risk of becoming homeless, even if currently housed.

Households with high housing cost burden often have difficulty affording housing and other nec- essary goods and services and could become homeless due to unexpected expenses or a decrease in income. Individuals or families living in overcrowded households may be compelled to leave their current housing due to conflicts with other home occupants or other issues that arise from overcrowding.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a descrip- tion of the operational definition of the at-risk group and the methodology used to generate the estimates:

According to the U.S. Department of Health & Human Services, at-risk individuals are people with access and functional needs that may interfere with their ability to access or receive medical care before, during, or after a disaster or emergency.

The 2019 Pandemic and All-Hazards Preparedness and Advancing Innovation Act requires taking into account at-risk individuals' public health and medical needs. It defines at-risk individuals as children, pregnant women, older adults, individuals with disabilities, or others who may have access or functional needs in the event of a public health emergency, as determined by the Sec- retary of Health and Human Services. Examples of other populations may include but are not limited to:
 individuals from diverse cultures,
 individuals who have limited English proficiency or are non -English speaking,  individuals who are transportation disadvantaged,
 individuals experiencing homelessness,
 individuals who have chronic health conditions, and
 individuals who have a pharmacological dependency

Specify particular housing characteristics that have been linked with instability and an in- creased risk of homelessness
Housing characteristics that often lead to instability and an increased risk of homelessness in- clude high housing cost burden, overcrowding, and substandard housing conditions.

Discussion
Owners and renters alike are experiencing a high-cost burden compared to their respective in- come levels, creating a higher level of instability, therefore, putting them at an increased risk for homelessness. Although the number of families and owners experiencing substandard housing is relatively low, living in substandard conditions poses health and safety risks, which places indi- viduals at a higher risk for homelessness.

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33 Approximately 6% of the population in the City of Fairfield that meet the less than 100% AMI are facing at least one of the severe hosing problems (Lacks kitchen or complete plumbing, severe overcrowding, or severe cost burden).

NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in c om- parison to the needs of that category of need as a whole.

Introduction
A disproportionately greater need exists when the members of a racial or ethnic group, at a given income level, experience housing problems at a greater rate (10 percentage points or more) than the income level as a whole.
0%-30% of Area Median Income
Housing Problems Has one or more of
four housing prob-
lems
Has none of the
four housing prob-
lems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 3,430 290 320
White 945 195 130
Black / African American 910 40 75
Asian 370 15 54
American Indian, Alaska Native 25 0 0
Pacific Islander 125 0 0
Hispanic 960 45 40
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2013-2017 CHAS

*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%

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34 30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing prob-
lems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 3,035 570 0
White 790 340 0
Black / African American 625 45 0
Asian 285 75 0
American Indian, Alaska Native 19 30 0
Pacific Islander 10 0 0
Hispanic 1,230 75 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2013-2017 CHAS

*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%

50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing prob-
lems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 3,600 2,070 0
White 1,315 810 0
Black / African American 590 320 0
Asian 365 180 0
American Indian, Alaska Native 25 40 0
Pacific Islander 0 20 0
Hispanic 1,060 590 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2013-2017 CHAS

*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%

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35 80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing prob-
lems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 1,715 1,890 0
White 755 845 0
Black / African American 330 250 0
Asian 145 275 0
American Indian, Alaska Native 0 0 0
Pacific Islander 45 50 0
Hispanic 300 405 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2013-2017 CHAS

*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30% Discussion
Tables 13, 14, 15, and 16 above compare race within the income categories between 0% and 100% AMI. The comparisons within each table exhibit the number of families within the catego- ries experiencing one of the four housing problems.
 Among households with incomes equal to or less than 30% AMI, American Indians (100%) and Pacific Islanders (100%) have one or more housing problems, demonstrating a disproportionately greater need. The Jurisdiction as a whole within this income group shows that 84.9% of households have at least one housing problem.

 Among households with incomes between 30% and 50% of AMI, 94.3% of Hispanic/Latino and 100% of Asian households have one or more housing problems, compared to 84% in the jurisdiction as a whole, therefore demonstrating a disproportionately greater need.

 Among households with incomes between 50% and 80% of AMI, there aren’t any race categories that demonstrate a disproportionately greater need than the jurisdiction as a whole. The Jurisdiction as a whole demonstrates 63.5% of families within this income cat- egory experience one or more housing problems.

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36 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in com- parison to the needs of that category of need as a whole.

Introduction
The following tables provide information on the prevalence of severe housing problems across income levels and between racial and ethnic groups to identify groups that have disproportion- ately greater housing needs. Per HUD’s definition, a disproportionately greater need exists when members of a particular racial/ethnic group have at least a 10% greater prevalence of housing need than average in a particular income group.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more of
four housing problems
Has none of the
four housing prob-
lems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 3,025 700 320
White 805 330 130
Black / African American 810 139 75
Asian 305 80 54
American Indian, Alaska Native 25 0 0
Pacific Islander 125 0 0
Hispanic 870 140 40
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2013-2017 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%

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37 30%-50% of Area Median Income
Severe Housing Problems* Has one or more of
four housing prob-
lems
Has none of the
four housing
problems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 1,900 1,710 0
White 565 570 0
Black / African American 390 280 0
Asian 205 150 0
American Indian, Alaska Native 19 35 0
Pacific Islander 4 4 0
Hispanic 675 630 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2013-2017 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%

50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing prob-
lems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 1,300 4,365 0
White 470 1,660 0
Black / African American 285 630 0
Asian 125 430 0
American Indian, Alaska Native 0 65 0
Pacific Islander 0 20 0
Hispanic 390 1,260 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2013-2017 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%

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38 80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing prob-
lems
Household has
no/negative in-
come, but none of
the other housing
problems
Jurisdiction as a whole 615 2,990 0
White 220 1,375 0
Black / African American 135 445 0
Asian 45 380 0
American Indian, Alaska Native 0 0 0
Pacific Islander 20 75 0
Hispanic 155 545 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2013-2017 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%

Discussion
Similar to the tables listed in NA-15 above, Tables 17-20 compare race within the income catego- ries between 0% and 100% AMI. The comparisons within each table exhibit the number of fami- lies within the categories that may be experiencing one of the four housing problems. This section includes severe housing problems. This review is based on the number of households that demonstrate a disproportionately greater need based on severe housing problems.  Among households listed in the income group less than 30% AMI, American Indians (100%), Pacific Islander (100%), and Hispanic (86%) have one or more severe housing problems, which demonstrates a disproportionately greater need. The Jurisdiction as a whole within this income group shows that 74.8% of households have at least one housing problem.

 There aren't any race groups that demonstrate a disproportionately greater need amo ng households listed in the income group 30-50% AMI. The jurisdiction as a whole within this group shows that at least 52.6% of households have at least one severe housing problem.

 Among households in the 8-100% AMI, Black/African Americans (23.3%) have one or more severe housing problems, which demonstrates a disproportionately greater need.

The jurisdiction as a whole within this group shows that 13.8% of households have at least one housing problem. Hispanics in this group do no t meet the definition for dispropor- tionate; however, the groups are very close at 22.1%.

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39 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in com- parison to the needs of that category of need as a whole.

Introduction:

This section provides information on the prevalence of housing cost burden and severe housing cost burden across racial and ethnic groups to identify groups that have disproportionately greater housing needs. Per HUD’s definition, a disproportionately greater need exists when mem- bers of a particular racial/ethnic group have at least a 10-percent greater prevalence of housing need than average in a particular income group.

Housing Cost Burden
Housing Cost Burden 50% No / negative in-
come (not com-
puted)
Jurisdiction as a whole 20,340 7,885 6,080 315
White 9,350 3,010 2,105 130
Black / African American 2,760 1,225 1,630 75
Asian 3,080 915 665 54
American Indian, Alaska
Native 105 30 39 0
Pacific Islander 320 50 125 0
Hispanic 3,850 2,205 1,340 40
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2013-2017 CHAS
Discussion:

After analyzing table 21, there does not appear to be a disproportionately greater need within any racial group for cost burden, except for the Black/ African American race category for greater than 50%, which is considered severely cost-burdened. In the severely cost-burdened category, 29% of black/African American families have a cost burden greater than 50%, demonstrating a disproportionately greater need. This is compared to 17.7% for the whole jurisdiction. The less than 30% and 30-50% categories do not demonstrate any race as having a disproportionately greater need. Data in table 21 are for households in all income groups and do not allow for eval- uation of disproportionately greater need within individual income groups.

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40 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has a disproportionately greater need than the needs of that income category as a whole? The U.S. Department of Housing and Urban Development (HUD) wants jurisdictions to address the needs of “Extremely Low-Income” populations, which refers to households with incomes be- low 30 percent of the Area Median Income (AMI) for the community. In addition to those families making less than 30 percent of AMI, the Federal Poverty Level (FPL) is a threshold established by the federal government that remains constant throughout the country (and thus does not corre- spond to AMI). Federal statistics can also help the City quantify the extent of the extremely low - income population. The federal government defines poverty as a minimum level of income (ad- justed for household size and composition) necessary to meet basic food, shelter, and clothing needs. For 2021, the FPL for a family of four is $26,500, which is less than the $29 ,150 threshold for 30 percent of AMI. This means that some households that qualify as extremely low-income in Fairfield are not considered as living below the FPL. This is indicative of the higher cost of living in Solano County as compared to other areas of the country.

As seen in the table below, 10.2 percent of Fairfield residents fall below 30 percent of AMI. This data, from the ABAG-MTC Housing Needs Data Workbook (2021), is based on the HUD Compre- hensive Housing Affordability Strategy ACS tabulation 2013-2017 release. American Indian or Alaska Natives (non-Hispanic) have the highest rate of extremely low-income households (26.1 percent) followed by Black or African American (non-Hispanic) households (16.9 percent), fol- lowed by Hispanic or Latinx households (11.8 percent). Among White (non-Hispanic) households,

7.9 percent are extremely low-income, and among Asian or Asian Pacific Islander households, 7.6 percent are extremely low-income. Those who identify as some other race or multiple races (non- Hispanic) have the lowest rate of extremely low-income households at 6.6 percent).

Household Income Distribution by Race (City of Fairfield) Racial/Ethnic Group 0%-30%
of AMI
31%-50%
of AMI
51%-
80% of
AMI
81%-
100% of
AMI
>100%
of
AMI
American Indian or Alaska
Native, Non-Hispanic

26.1% 26.1% 21.7% 0.0% 26.1%
Asian/API, Non-Hispanic 7.6% 9.9% 12.2% 7.8% 62.5%
Black or African American, Non-
Hispanic

16.9% 12.6% 14.1% 8.6% 47.9%
White, Non-Hispanic 7.9% 7.4% 14.1% 10.6% 59.9%
Other Race or Multiple Race,
Non-Hispanic

6.6% 5.0% 15.9% 11.3% 61.3%
Hispanic or Latinx 11.8% 17.0% 19.6% 11.2% 40.4%
All Households 10.2% 10.8% 15.2% 10.0% 53.9%
Table 22- Household Income Distribution by Race Source: ABAG-MTC Housing Needs Data Workbook, 2021 Packet Page 165 of 765Attachment 4 Page 40 of 158

41 According to ACS 2019 five-year estimates, Fairfield has a poverty rate of 8.6 percent. This is slightly lower than the poverty rate of 9.5 percent in Solano County overall. Poverty rates have dropped in Fairfield and Solano County overall since 2012, from 12.9 percent and 11.9 percent, respectively. Poverty is highest among those who identify as American Indian or Alaska Native (30.5 percent) and lowest among those who identify as Asian or Asian Pacific Islander (5.6 per- cent).

If they have needs not identified above, what are those needs? All needs of racial and ethnic groups have been identified in the needs assessment section Are any of those racial or ethnic groups located in specific areas or neighborhoods in your com- munity?
According to HUD's Affirmatively Furthering Fair Housing Maps, the map below shows various racial/Hispanic origin groups in Fairfield and the poverty index for various areas. (Please note that the Low Poverty Index captures the depth and intensity of poverty in a given neighborhood. The index uses both family poverty rates and public assistance receipt in cash welfare, such as Tem- porary Assistance for Needy Families (TANF). Values are inverted, and percentile ranked nation- ally. The resulting values range from 0 to 100. The higher the score, the less exposure to poverty there is in a neighborhood.)

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42 NA-35 Public Housing – 91.205(b)
Introduction
Although the City of Fairfield does not own or operate any public housing units, the City of Fairfield Housing Authority (FHA ) adminis- ters the Housing Choice Voucher Program for the City of Fairfield. The FHA currently has 767 tenant-based vouchers, 38 Project- Based Vouchers, and 1 VASH Project-Based Voucher in Fairfield, as of September 2021.

The highest concentrations of Housing Choice Voucher hol ders tend to reside in the city's central areas. This includes some areas of low-income and minority household concentrations but also includes areas of the city that do not have those concentrations.

According to the data presented in Table 25 below, 59% of all voucher holders in Fairfield are Black/African American, 35% of all voucher holders in Fairfield are White. Householders that report other racial backgrounds constitute relatively small proport ions of voucher holders in Fairfield. 11% of voucher holders in FAIRFIELD are Hispanic or Latino of any race.

According to the FHA, 59% of households with Housing Choice Vouchers in the City of FAIRFIELD include members who are classif ied as elderly and/or disabled. This reflects the higher need for Fairfield affordable housing among households that include seniors’ per- sons with disabilities.

Totals in Use
Program Type
Certifi-
cate
Mod-Re-
hab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unifica-
tion Pro-
gram
Disabled
*
# of units vouchers in use 0 0 0 806 38 767 1 0 0
Table 223 - Public Housing by Program Type Data Source: PIC (PIH Information Center) *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

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43 Characteristics of Residents

Program Type
Certifi-
cate
Mod-Re-
hab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans Af-
fairs Support-
ive Housing
Family Unifica-
tion Program
Average Annual Income 0 0 0 15,196 15,161 15,019 17,871 0 Average length of stay (yrs.) 0 0 0 8 3 8 0 0
Average Household size 0 0 0 2 1 2 2 0
# Homeless at admission 0 0 0 0 0 0 0 0
# of Elderly Program Participants
(>62) 0 0 0 218 2 216 0 0
# of Disabled Families 0 0 0 257 11 242 2 0
# of Families requesting accessibility
features 0 0 0 0 0 0 0 0
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 234 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)

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44 Race of Residents
Program Type
Race Certifi-
cate
Mod-Re-
hab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Support-
ive Hous-
ing
Family
Unifica-
tion Pro-
gram
Disabled
*
White 0 0 0 285 6 275 1 0 0
Black/African American 0 0 0 477 13 460 2 0 0
Asian 0 0 0 28 1 26 0 0 0
American Indian/Alaska Na-
tive 0 0 0 6 0 6 0 0 0
Pacific Islander 0 0 0 10 0 9 1 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certifi-
cate
Mod-Re-
hab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unifica-
tion Pro-
gram
Disabled
*
Hispanic 0 0 0 90 0 87 0 0 0
Not Hispanic 0 0 0 716 20 689 4 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 26 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)

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45 Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

Although FHA does not own or operate any public housing units, the Housing Authority does track the number of households on the waiting list for Housing Choice Vouchers that include seniors with disabilities. There are a total of 354 households on the waiting list that contain sen- iors with disabilities as of September 2021. The most prevalent housing needs among households with disabilities on the waiting list for Housing Choice vouchers are Fairfield affordability and accessibility.

FHA’s Administrative Plan includes policies to further fair housing for Housing Choice participants and applicants. The policy provides that FHA will work with property owners to encourage rea- sonable accommodation and/or structural alterations or modifications and other accessibility features that are needed for disabled tenants. The City provides funds to landlords through CDBG funding for Housing Rehabilitation to assist with adding accessibility features for low-income families in need.

The City of Fairfield contracts with Fair Housing Advocates of Northern California to assist persons with disabilities in filing fair housing complaints, provide education and technical assistance to housing providers, and provide conciliation services.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders According to data provided by the FHA, in September 2021, the waiting list for Housing Choice vouchers in Fairfield includes 909 households. The FHA also administers the HOME Tenant-Based Rental Assistance (TBRA) Program for homeless Fairfield residence. There are currently 202 ap- plicants on the TBRA waiting list.

Based on this information and other data presented throughout the Consolidated Plan, housing affordability is among the most immediate needs for Housing Choice Voucher holders and house- holds on the waiting list for Housing Choice Vouchers. There is also a significant need for acces- sible units, units for large families, and housing with supportive services. Housing Choice Voucher holders have very low or extremely low-incomes and may have difficulty affording essential goods and services such as food, healthcare, transportation, or childcare. Local service providers report that a lack of affordable childcare is often a barrier to employment for extremely low - income households. Very low-and extremely low-income households in Fairfield are more likely than higher-income households to include individuals with disabilities, suggesting that there is a particular need for accessible units for voucher holders How do these needs compare to the housing needs of the population at large Although the population at large has higher incomes than Housing Choice Voucher holders and therefore does not typically have the same needs as voucher holders, the needs of voucher hold- ers are likely to be more acute among very low-income and extremely low-income households that do not receive vouchers. The number of very low-income and extremely low-income renter households in Fairfield substantially exceeds the number of Housing Choice Vouchers available, Packet Page 170 of 765Attachment 4 Page 45 of 158

46 which indicates that there are a number of very low and extremely low-income renter house- holds that do not receive Housing Choice Vouchers and therefore pay market -rate rents that ex- ceed the household Fairfield affordability threshold.

For these households, high market-rate monthly rents may often leave less money available for other needs, and other housing problems such as overcrowding or substandard conditions are likely to be more common.

In Fairfield, undocumented immigrants constitute a portion of lower-income households that are not eligible for Housing Choice Voucher units. Although the FHA is not able to provide Housing Choice Vouchers to undocumented immigrants, the City does allow households that are partially comprised of undocumented immigrants to use Housing Choice Vouchers. The rental subsidy for these households is prorated based on the number of documented household members.

As mentioned above, voucher holders are more likely to need accessible units than the popula- tion at large because a large share of lower-income households includes individuals with disabil- ities. This is reflected in the large number of households with Housing Choice Vouchers that re- port including members with disabilities.

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47 NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:

The City of Fairfield addresses homelessness in coordination with the Community Action Partnership of Solano, Joint Powers Authority (CAP Solano). A governmental community action authority that provides oversight and coordination of homeless and safety net ser- vices in Solano County and serves as the conduit for State Community Services Block Grant funding for safety net support. The City also works with the Solano County Continuum of Care (CoC), a countywide collaborative of nonprofit service providers and govern- ment representatives committed to preventing and ending homelessness in Solano County. The CoC assembles data on the County’s homeless population primarily through a biennial Point-in-Time (PIT) homeless count and the Homeless Management and Information System (HMIS).

In addition, the City conducted a comprehensive Homeless Gaps Analysis in 2020 to identify gaps in services. Gaps were ident ified in seven different program components within the system of care. Evaluation of gaps within each component considered what else i s needed, including new services and expansion of existing services, changes that would make these services more effective and acces- sible, and identification of underserved and high-priority sub-populations. The identified services are listed below.

Shelter and Housing

1. Increase affordable housing options and improve access to available units

2. Increase crisis response options, including the reduction of barriers to access and improvement in utilization of existing re- sources
Access to the System and Its Services

1. Increase the availability, effectiveness, and alignment of services and other community and county resources at Coordin ated Entry access points

2. Strengthen knowledge, understanding, and participation in Coordinated Entry System among clients and within the system of care

3. Improve accessibility of the Coordinated Entry System for consumers Outreach, Case Management, and Referrals

1. Provide more robust outreach that engages clients where they are with key information and resources

2. Ensure clients are linked to mainstream benefits and employment services

3. Streamline referrals process to improve linkage to additional support to foster ongoing stability

4. Support more comprehensive utilization of HMIS
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48 Basic Needs Services

1. Establish a navigation center or drop-in site to serve as a one-stop-shop

2. Expand availability of transportation assistance for clients in encampments and shelters for access to basic services, including for medical appointments and access to basic necessities Children, Youth, and Aging Adults

1. Ensure children and families, youth, and aging adults have access to housing and specific service needs that help them attain and retain housing

2. Ensure children and families, youth, and aging adults have access to health and behavioral health services Health and Behavioral Health Services

1. Establish and promote partnerships and collaboration with health care providers, on -site shelters and intersecting health and behavioral health systems, including Solano County Behavioral Health, to support people experiencing homelessness and those at risk of entering homelessness

2. Increase mental health and residential substance abuse tr eatment options

3. Expand efforts to educate consumers about COVID-19 and provide resources like masks and sanitation options Education, Skill Building and Employment Services

1. Strengthen collaboration between homeless service providers, the Workforce Development Board of Solano County, and em- ployers willing to provide living-wage job opportunities for people experiencing homelessness, including employer incentives and low-threshold programs for employed clients
Community Engagement and Support

1. Improve public understanding of homelessness and the local response, including local success stories that tie into goals and current strategic planning areas

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49 If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically hom e- less individuals and families, families with children, veterans and their families, and unaccompan ied youth):

Persons Entering the Homeless System by Sub-Population
Sub-Population February – July 2019 February – July 2020 Aging Adults (62 or older) 36 10% 26 11%
Chronically Homeless 127 32% 107 43%
Persons with HIV/AIDS 0 — 0 —
Survivors of Domestic Violence 50 13% 38 16%
Unaccompanied Youth 28 8% 13 5%
Veterans 14 4% 6 2%
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50 Nature and Extent of Homelessness: (Optional)
Race of Persons Entering the Homeless System and Clients Enrolled in Shelter and Housing Race Entering Homeless
System (February–
July 2019)
Shelter/Housing
(February–July
2019)
Entering Homeless
System (February–
July 2020)
Shelter/Housing
(February–July
2020)
# % # % # % # %
American Indian or Alaska Native 7 2% 24 5% 2 1% 7 2%
Asian 9 2% 5 1% 12 5% 14 3%
Black or African American 221 53% 175 37% 111 42% 165 38% Multiple Races 28 7% 55 12% 18 7% 27 6%
Native Hawaiian or Other Pacific
Islander
10 2% 5 1% 2 1% 13 3%
White 145 35% 207 44% 118 45% 207 48%
Hispanic or Latino 55 13% 90 19% 27 10% 61 14%
Non-Hispanic or Latino 365 87% 381 81% 236 90% 372 86%
Table 28- Race of Persons Entering Homeless System

Estimate the number and type of families in need of housing assistance for families with chil- dren and the families of veterans.

Households with Children
Thirty-eight percent of Fairfield residents who entered the local homeless system of care be- tween February 1, 2019, and July 31, 2020, identified as living in a household with children and adults (397 persons). Thirty-four percent of Fairfield’s sheltered population during the same pe- riod also identified as living in a household with children and adults (298 persons). Households with children were also overrepresented (50%) compared to households with children in Solano County outside Fairfield. Seventeen percent of Fairfield shelter and housing beds were dedicated to households with children.

In addition, 19% of Fairfield residents who entered the homeless system between February 1 and July 31, 2020, identified as living in a household with children and adults (49 persons), a decrease from 43% during the same period in 2019 (181 persons). Twenty-eight percent of Fairfield’s shel- tered population also identified as living in a household with adults and children (120 persons), a decrease from 41% during the same period in 2019 (193 persons).

Households without Children
Fifty-nine percent of Fairfield residents who entered the local homeless system of care between February 1, 2019, and July 31, 2020, identified as living in a household without children (614 persons). During the same period, sixty-five percent of Fairfield’s sheltered population was also identified as living in a household without children (575 persons). Households without children were also overrepresented (50%) compared to households without children in Solano County outside Fairfield. Eighty-three percent of shelter and housing beds in Fairfield were also dedi- cated for households without children.

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51 In addition, 76% of Fairfield residents who entered the homeless system between Februar y 1 and July 31, 2020, identified as living in a household without children (201 persons), an increase from 57% during the same period in 2019. Seventy-two percent of Fairfield’s sheltered population be- tween February 1 and July 31, 2020, identified as living in a household without children (311 persons), an increase from 59% during the same period in 2019 (278 persons). In addition, 83% of Fairfield shelter and housing beds were dedicated to households without children.

Households with Only Children
Two percent of Fairfield residents who entered the local homeless system of care between Feb- ruary 1, 2019, and July 31, 2020, identified as living in a household with only children (25 per- sons). One percent of Fairfield’s sheltered population during the same period also identified as living in a household with only children (six persons). Households with only children were also underrepresented (15%) compared to households with only children in Solano County outside Fairfield. No shelter or housing beds in Fairfield were dedicated to households with only children.

In addition, 5% of Fairfield residents who entered the homeless system between February 1 and July 31, 2020, identified as living in a household with only children (13 persons), an increase from no clients during the same period in 2019. Less than 1% of Fairfield’s sheltered population be- tween February 1 and July 31, 2020, was identified as living in a household with only children (2 persons), a slight increase from no clients during the same period in 2019. In addition, no shelter or housing beds in Fairfield were dedicated for households with only children.

Veterans
Four percent of Fairfield residents who entered the local homeless system of care between Feb- ruary 1, 2019, and July 31, 2020, identified as veterans (45 persons). Veterans also comprised 12% of Fairfield’s sheltered population during the same period (104 persons). In addition, 2% of Fairfield residents who entered the homeless system between February 1 and July 31, 2020, iden- tified as veterans, a slight decrease from 4% during the same period in 2019. Veterans also com- prised 12% of Fairfield’s sheltered population between February 1 and July 31, 2020, an increase from 6% during the same period in 2019. Robust efforts to connect homeless veterans to housing and services, as well as the substantial number of resources dedicated to veterans relative to other subpopulations, may have contributed to a low percentage of veterans in Fairfield entering the homeless system in recent years.

In addition, veterans were overrepresented (+19%) compared to veterans in Solano County out- side Fairfield, which may be related to several countywide programs in Fairfield. 33% of Fairfield shelter and housing beds are dedicated to households with veterans, and those beds serve Vet- erans throughout the entire county.

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52 Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

An analysis of data entered into HMIS by the Coordinated Entry System and shelter and housing providers revealed clear divisions in how different racial groups in Fairfield are represented among the City’s homeless population. In addition, the analysis identified important distinctions in how members of different racial groups experiencing homelessness in Fairfield a ccess local shelter and housing programs.

Perhaps the most striking finding in this analysis concerns the difference between Black or African Americans and white residents experiencing homelessness and the degree to which members of both populations are able to access shelter or housing opportunities for formerly homeless per- sons. While Black or African Americans are vastly overrepresented among the City’s homeless population relative to the group’s portion of the City’s general population, Black or African Amer- icans are simultaneously underrepresented among residents experiencing homelessness who are able to access shelter or permanent housing interventions. In contrast, white residents are sig- nificantly underrepresented among the City’s homeless population relative to the group’s por- tion of the general population. At the same time, white residents experiencing homelessness are overrepresented among the City’s homeless population who receive shelter or permanent hous- ing placements. In other words, the disparities that can contribute to an individual’s homeless- ness situation should not be understood as limited to broader social, economic, legal, or political factors existing outside the local homeless system of care; as these findings suggest, these dis- parities are also present within the homeless system of care itself.

American Indian or Alaska Native
American Indians or Alaska Natives comprised 1% of Fairfield’s general population and 2% of residents who entered the local homeless system of care between February 1, 2019, and July 31, 2020 (22 persons). American Indians or Alaska Natives also comprised 4% of Fairfield’s sheltered population between February 1, 2019, and July 31, 2020 (32 persons). In addition, American In- dians or Alaska Natives comprised less than 1% of Fairfield residents who entered the homeless system between February 1 and July 31, 2020 (two persons), a slight decrease from 2% during the same period in 2019 (seven persons). American Indians or Alaska Natives also comprised 1% of Fairfield’s sheltered population between February 1 and July 31, 2020 (seven persons), a de- crease from 5% during the same period in 2019 (24 persons).

Asian
Asians comprised 17% of Fairfield’s general population and 2% of residents who entered the local homeless system of care between February 1, 2019, and July 31, 2020 (23 persons). Asians also comprised 2% of Fairfield’s sheltered population between February 1, 2019, and July 31, 2020 (21 persons). In addition, Asians comprised 5% of Fairfield residents who entered the homeless system between February 1 and July 31, 2020 (12 persons), an increase from 2% during the same period in 2019 (9 persons). Asians also comprised 3% of Fairfield’s sheltered population between February 1 and July 31, 2020 (14 persons), an increase from 1% during the same period in 2019 (5 persons).

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53 Black or African-American
Black or African Americans comprised 15% of Fairfield’s general population and 49% of residents who entered the local homeless system of care between February 1, 2019, and July 31, 2020 (503 persons). Black or African-Americans also comprised 38% of Fairfield’s sheltered population be- tween February 1, 2019, and July 31, 2020 (335 persons). In addition, Black or African Americans comprised 42% of residents who entered the homeless system between February 1 and July 31, 2020 (111 persons), a decrease from 53% during the same period in 2019 (221 persons). Black or African-Americans also comprised 38% of Fairfield’s sheltered population between February 1 and July 31, 2020 (165 persons), a slight increase from 37% during the same period in 2019 (175 persons).

Multiple Races
Persons of multiple races comprised 8% of Fairfield’s general population and 7% of residents who entered the local homeless system of care between February 1 , 2019, and July 31, 2020 (69 per- sons). Persons of multiple races also comprised 9% of Fairfield’s sheltered population between February 1, 2019, and July 31, 2020 (82 persons). In addition, persons of multiple races comprised 7% of residents who entered the homeless system between February 1 and July 31, 2020 (18 persons). The same was true for the same six-month period in 2019 (when 24 persons of multiple races entered the homeless system), even as the overall number of persons of multiple races entering the homeless system declined. Persons of multiple races also comprised 6% of Fairfield’s sheltered population between February 1 and July 31, 2020 (27 persons), a decrease from 12% during the same period in 2019 (55 persons).

Native Hawaiian or Other Pacific Islander
Native Hawaiians or other Pacific Islanders comprised 1% of Fairfield’s general population and 2% of residents who entered the local homeless system of care between February 1, 2019, and July 31, 2020 (16 persons). Native Hawaiians or other Pacific Islanders also comprised 2% of Fair- field’s sheltered population between February 1, 2019, and July 31, 2020 (17 persons). In addi- tion, Native Hawaiians or other Pacific Islanders comprised less than 1% of residents who entered the homeless system between February 1 and July 31, 2020 (two persons), a slight decrease from 2% during the same period in 2019 (10 persons). Native Hawaiians or other Pacific Islanders also comprised 3% of Fairfield’s sheltered population between February 1 and July 31, 2020 (13 per- sons), an increase from 1% during the same period in 2019 (five persons).

White
White residents comprised 49% of Fairfield’s general population and 39% of residents who en- tered the local homeless system of care between February 1, 2019, and July 31, 2020 (403 per- sons). Whites also comprised 45% of Fairfield’s sheltered population between February 1, 2019, and July 31, 2020 (392 persons). In addition, whites comprised 45% of residents who entered the homeless system between February 1 and July 31, 2020 (118 persons), an increase from 35% during the same period in 2019 (145 persons). Whites also comprised 48% of Fairfield’s sheltered population between February 1 and July 31, 2020 (207 persons), an increase from 44% during Packet Page 178 of 765Attachment 4 Page 53 of 158

54 the same period in 2019 (207 persons), even as the overall number of whites in shelter or housing remained stable.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

The Fairfield GAPS Analysis
 An estimated 879 unduplicated persons experiencing homelessness in the City of Fairfield were enrolled in a shelter or housing program between February 1, 2019, and July 31, 2020.

In addition, an estimated 433 unduplicated persons experiencing homelessness in the City were enrolled in a shelter or housing program between February 1 and July 31, 2020, a slight decrease from an estimated 471 persons who were enrolled at a shelter or housing program in the City during the same period in 2019.

 Relative to their share of the general population, Black or African American individuals were overrepresented among the homeless population. In addition, Black or African American in- dividuals experiencing homelessness were less likely to enroll in a shelter or housing program relative to other homeless populations.

According to a Fairfield community survey conducted in September 2020, 99% of community members described homelessness in Fairfield as a serious and urgent concern, with 86% of re- spondents adding that homelessness in Fairfield has directly impacted their lives. In addition, 90% of surveyed stakeholders cited homelessness as one of the top challenges facing community members in the City of Fairfield, followed by lack of affordable housing (75%); lack of mental health services (55%); unemployment, and lack of living-wage jobs (35%); and substance abuse (30%).

Key Findings:

1. The number of homeless persons in Fairfield identified during the Point -in-Time Count de- creased significantly between 2017 and 2019.

2. The number of persons in Fairfield entering the homeless system has decreased since 2019.

3. The number of persons in Fairfield enrolled in a shelter or housing program has slightly de- creased since 2019.

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55 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:

The following section addresses the needs of individuals who are not homeless but require sup- portive housing and highlights the needs among these groups. These individuals include, but are not limited to:
 Elderly (defined as 62 and older)
 Frail elderly (defined as an elderly person who requires assistance with three or more activities of daily living, such as bathing, walking, and performing light housework)  Persons with mental, physical, and/or developmental disabilities  Large Households
 Female-headed households
 Farmworkers
 Military Employees at Travis Air Force Base

Describe the characteristics of special needs populations in your community:

The following summarizes some of the special housing needs identified in the City of Fairfield’s Housing Needs Assessment. Households with special needs include elderly households, persons with physical and mental disabilities, large households, single-parent households (female-headed households with children under the age of 18), and homeless persons.

Disabled households. According to the ACS 2015-2019 survey, 11.6% (13,038 persons) of Fair- field's civilian, the non-institutionalized population, had a disability.

Elderly
Elderly residents have many different housing needs, depending on their age, level of income, current tenure status, cultural background, and health status. Elderly households may need as- sistance with personal and financial affairs, networks of care to provide services and daily assis- tance, and even possible architectural design features that would accommodate disabilities that would help ensure continued independent living.

Mental Physical, and/or developmental disabilities
According to the ACS Date for 2015-2019, 4,945 (4.7%) of disabled individuals in the City have a cognitive disability. The majority of the individuals are in the age range of 18 to 64. 6,431(6.2%) individuals reported having an ambulatory disability that prevented them from getting around. 8% of the disabled population in the City of Fairfield have difficult y with self-care and independ- ent living.

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56 Large Families
Large families are those households of five or more related individuals. The special need of this group is for housing of sufficient size and number of bedrooms that would prevent overcrowding.

Cost is an important consideration, as many large families do not have sufficient income to afford larger homes or apartments. The 2019 American Community Survey reported 5,870 large house- holds with five or more members, including 3,503 owner-occupied households and 2,367 renter- occupied households. About 16.1 percent of owner-occupied households and 15.8 percent of renter-occupied households were considered large households.

Compared to surrounding jurisdictions, Fairfield had a higher proportion of large -family house- holds. ACS Data shows that while about 16.0 percent of households in Fairfield are considered large households, only 13.1 percent in Solano County and 10.8 percent in the Bay Area are. Of the large families within Fairfield, approximately 37.3 percent are considered lower-income households (i.e., households below 80 percent AMI). This is only slightly higher than the propor- tion for all other household types at 35.3 percent
Female-Headed Households
Female-headed families, including those with children, are identified as a special needs group because they are more likely to be low-income and face difficulty in finding affordable housing.

As shown in There were about 5,353 female-headed households and 2,720 male-headed house- holds in Fairfield. These households were 14.6 percent and 7.4 percent, respectively, of Fairfield’s total number of households. Female-headed households represented about 10.7 percent of owner-occupied households and 20.2 percent of renter-occupied households. Of the 5,353 fe- male-headed households in Fairfield, about 64.6 percent of them had minor children under 18 years old. About 27.5 percent of female-headed households with children were under the pov- erty line, while only 6.9 percent of households without children were. This de monstrates that female-headed households with children are more likely to have more significant housing needs and face difficulties in finding affordable housing.

Farmworkers
Farmworkers are traditionally defined as people whose primary incomes are earned through per- manent or seasonal agricultural labor. Farmworkers are generally considered to have special housing needs due to their limited income and the often-unstable nature of their employment.

In addition, farmworker households tend to have high poverty rates, live disproportionately in housing that is in the poorest condition, have very high rates of overcrowding, and have low homeownership rates. Given the high rate of urb anization in Fairfield over the past 30 years, along with changes in local agriculture industries, farmworker residents are likely to be perma- nent rather than migrant farmworkers. The special housing needs among the permanent farm- worker population are for the same type of financial assistance that other low-income residents would require.

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57 Although farmworkers still represent a special housing need in many communities, the advent of mechanization in harvesting crops, new planting techniques, and changes in the types of crops grown have substantially reduced the overall number of farmworkers and the proportion of mi- grant farmworkers. Urbanization has further decreased agricultural employment in Solano County.

Military Employees Of Travis Air Force Base
Travis Air Force Base (AFB) is located in the northeastern part of the city. The base has a long history of supporting humanitarian airlift operations at home and worldwide. As of 2019, the base had over 12,000 military members and civilian employees.

By nature of their employment, enlisted military personnel are mobile and have relatively low- income levels. Housing needs for this group include rental housing that is affordable to low - and moderate-income households and available on a monthly basis (in contrast to a long-term lease).

Military personnel with dependents also need affordable family housing with recreational amen- ities for children. Currently, several dormitories, visiting quarters, and temporary lodging facilities are available at the base. Balfour Beatty Communities owns the family housing and is responsible for maintaining, repairing, constructing, and managing the community. As of FY 2019, Balfour Beatty operated 1,278 privatized on-base housing units with a capacity for 5,112 persons. These units include a mixture of two-, three-, and four-bedroom units similar in appearance and amen- ities to private housing in the local market.

To ensure that housing needs are met for personnel, housing must be flexible and affordable.

In the past, strict owner-occupancy requirements for affordable housing have been an issue for base personnel, especially when personnel is rotated or leave the service. However, in recent years there has been more flexibility, including allowing personnel who own homes to rent them out for a period of time.

What are the housing and supportive service needs of these populations and how are these needs determined?
The City will continue to focus on preserving and improving existing housing and neighborhoods by directing resources to physical rehabilitation, neighborhood revitalization, and upgrading property management to improve living conditions for residents. The City’s Housing Services De- partment continues to seek developers to build afforda ble housing units and has multiple pro- jects underway.

The City also offers a Housing Rehabilitation Program through the CDBG funding that supports low-income owner-occupied units with rehabilitation loans and grants. The City will continue to Packet Page 182 of 765Attachment 4 Page 57 of 158

58 seek out other grant opportunities to support the maintenance, development, and preservation of affordable housing to meet the needs of the special needs populations.

Crime Free Multifamily Housing Program
This program works with property owners and management companies citywide, focusing on improving the safety of apartment complexes and neighborhoods. This program does not create new housing units but helps ensure the livability of existing communities and neighborhoods Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

According to the California Department of Public Health, California HIV Surveillance Report 2017, 1,317 people in Solano County have been diagnosed as having HIV. T he Solano County Health and Social Services Department reports a growing need for immediate emergency housing, rental assistance, housing with supportive services such as nursing homes, and increased home health services for people with AIDS.

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59 NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:

There is an ongoing need for public facilities, particularly parks, recreation centers, and facilities for special needs populations. The City is in the design development process for a new multi- purpose facility located on North Texas Street near the Linear Park Trail. Once constructed, this multi-purpose facility is intended to have space for community use, youth facilities, an outdoor recreational component, and city offices. Construction is anticipated to commence in late 2023/early 2024.

Throughout the City, aging facilities need improvement or repair and are identified in the Capital Improvement Program (CIP). Many of the facilities that serve neighborhoods in CDBG Target Ar- eas and the low-income communities would greatly benefit from enhancement and investment in new public facilities.

How were these needs determined?
The city updated its ADA/504 Self-Evaluation and Transition Plan in 2019-2020. The work in- cluded a comprehensive survey of all city programs, services, activities, policies, buildings, parks, parking lots, and public rights-of-way. The scope of work included 4,512 curb ramps, 668 linear miles of sidewalk, 135 intersections, and 223 bus stops. In addition, 47 facilities and parks were surveyed for accessibility.

As part of the process, the city conducted public outreach with the community and stakeholders.

Surveys were made available for city staff, community members, and organizations representing persons with disabilities. The surveys were made available in multiple languages and advertised via different forms of media.

Describe the jurisdiction’s need for Public Improvements:

There is an ongoing need for public improvements, particularly for streets and sidewalks. Many older neighborhoods were built without adequate sidewalks, curbs, gutters, and proper drainage , or they suffer from old age, heavy use, and deferred maintenance, making existing improvements inefficient and unreliable. City staff has identified major corridors in need of public improve- ments, which, if completed, would lead to job growth and economic advancement. The City will focus on improvements identified in the CIP list that the City has devel oped to determine the City's priority public improvement needs.

How were these needs determined?
Public improvement needs were determined through the 2019 -2020 ADA/504 Self-Evaluation and Transition Plan Survey, Capital Improvement Program (CIP), the City of Fairfield General Plan, and staff consultation.

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60 Describe the jurisdiction’s need for Public Services:

Public service needs in Fairfield include supportive services for homeless or at risk of homeless- ness, fair housing activities, services for youth, and supportive services to help elderly and frail elderly residents with developmental disabilities live independently. These needs are docu- mented in detail in other sections throughout the Needs Assessment section of the Consolidated Plan.

How were these needs determined?
The need for various public services was determined by:
1) analyzing the data presented in the Needs Assessment of the Consolidated Plan, 2) comments received during the consultation,
3) the citizen participation process, and
4) a community survey.

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61 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:

This section of the Consolidated Plan provides information on Fairfield's housing inventory, in- cluding housing costs affordable housing supply, and the condition of housing units. It also pro- vides information on different housing types such as housing for the homeless, and housing for those who have special needs that create barriers to access affordable housing. Finally, this section includes an overview of Fairfield's economic characteristics, such as the industries lo- cated in the city, the types of jobs held by residents, and the skills and education levels of the city's workforce. Along with the Needs Assessment, the Market Analysis is used to inform the Strategic Plan section of the Consolidated Plan by identifying the City's needs.

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62 MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
In 2017 the City of Fairfield had 37,464 housing units, of which 67% were single-family detached structures, and 6% were single-family attached structures. Twenty-four percent (24%) of the units were multi-family units ranging from 2- to 20 or more units on the site. Two percent (2%) of the units are non-permanent living structures such as mobile homes, boats, vans, etc.

All residential properties by number of units
Property Type Number %
1-unit detached structure 25,225 67%
1-unit, attached structure 2,425 6%
2-4 units 2,320 6%
5-19 units 4,410 12%
20 or more units 2,225 6%
Mobile Home, boat, RV, van, etc. 859 2%
Total 37,464 100%
Table 29 – Residential Properties by Unit Number
Data Source: 2013-2017 ACS

Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 80 0% 385 2%
1 bedroom 175 1% 2,440 16%
2 bedrooms 1,360 7% 5,820 37%
3 or more bedrooms 18,410 92% 7,090 45%
Total 20,025 100% 15,735 100%
Table 30 – Unit Size by Tenure
Data Source: 2013-2017 ACS

Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

There are 1,454 units of “assisted” (subsidized) affordable housing in the City of Fairfield for low- income households and seniors, as detailed in the City’s 2022 Housing Element and 2022 Analysis of Impediments to Fair Housing Choice. These units include 21 subsidized developments with 1,261 units for low-and very low-income households of all ages. In addition, three senior housing developments contain 410 assisted units for seniors and disabled individuals. One of the most significant barriers to producing additional affordable housing units is a lack of funding coupled with high construction costs. Funding has become more limited in recent years due to the disso- lution of California Redevelopment Agencies in California. The loss of the Fairfield Redevelop- ment Agency has considerably reduced the funding sources available for affordable housing, Packet Page 187 of 765Attachment 4 Page 62 of 158

63 causing affordable housing developers to become increasingly dependent on the limited remain- ing sources.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

Several projects have Housing Choice Voucher-based subsidies tied to their original construction loans. These properties, which received government assistance to help fund development, are one of Fairfield's larger sources of affordable housing. The original federal programs included provisions allowing property owners to convert their projects to market rents. Under State law, units “at-risk” are those in projects with project-based subsidies that are eligible to convert to market-rate within five years. “Low risk” indicates the property may convert within a five-to ten- year period, and “low risk” indicates that a property cannot convert for at least ten years.

The California Housing Partnership estimates that there are 1,454 assisted low-income units in Fairfield, about 29.1 percent of all such units within Solano County. Table 1-44 shows that while most units in Fairfield are at low risk of conversion, there are 110 units (7.6 percent) at moderate risk and 60 units (4.1 percent) at high risk. California Housing Partnership’s Preservation Database is the state’s most comprehensive source of information on subsidized affordable housing at risk of losing its affordable status and converting to market-rate housing. This database does not in- clude all deed-restricted affordable units in the state. Consequently, at-risk assisted units in a jurisdiction may not be captured in this data table.

Assisted Units at Risk of Conversion
Fairfield Solano County Bay Area
Risk Level1 Number Percent Number Percent Number Percent Low Risk 1,284 88.3% 4,785 95.8% 110,177 94.6%
Moderate Risk 110 7.6% 152 3.0% 3,375 2.9%
High Risk 60 4.1% 60 1.2% 1,854 1.6%
Very High Risk 0 0.0% 0 0.0% 1,053 0.9%
Total Assisted Units 1,454 100.0% 4,997 100.0% 116,459 100.0% Table 31-Assisted Units at Risk of Conversion
There are no specific projects in Fairfield’s Assisted Housing Inventory at risk of conversion to market-rate during the Planning Period.

The assisted housing inventory is available is below. There is a significant number of assisted rental housing units, which includes units assisted under federal, state, and local programs.

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64 Fairfield Assisted Housing Inventory
Project Name Tenant Type Low-Income
Units
Total
Units
Construction
Completion
Expiration
Date
Sunset Creek Large Family 75 76 09/07/95 08/24/50
Kennedy Court Large Family 32 32 02/01/96 01/18/51
Fairfield Vista
Apartments
Large Family 59 60 12/28/98 12/14/53
Woodsong Village
Apartments
Non-Targeted 110 112 01/31/98 01/17/53
Sunset Manor
Apartments
Large Family 146 148 07/31/99 07/17/54
Woodside Court
Apartments
Non-Targeted 127 129 07/27/00 07/14/55
Hampton Place /
Gateway Village
Large Family 55 56 08/24/01 08/10/56
Dover Woods
Senior Apartments
Senior 198 200 07/02/04 06/19/59
Laurel Gardens
Apartments
Special Needs 29 30 05/26/06 05/12/61
Union Square II Large Family 24 24 07/28/05 07/14/60
Fairfield Heights
Apartments
Large Family 51 52 12/31/05 12/17/60
Senior Manor Senior 83 84 09/01/09 08/18/64
Signature at
Fairfield
Large Family 92 93 01/19/12 01/05/67
Monument Arms
Apartments
At-Risk 88 92 06/09/15 05/26/70
Sunset Creek
Apartments1
Non-Targeted 75 76 - -
Total 1,244 1,264

1. This project is in the preliminary reservation application stage.

Table 32- Fairfield Assisted Housing Inventory
Source: City of Fairfield

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65 Does the availability of housing units meet the needs of the population? The availability of housing does not meet the needs of the Fairfield population Describe the need for specific types of housing:

Certain groups have greater difficulty finding suitable affordable housing due to their special needs and circumstances. It may result from employment and income, family characteristics, dis- ability, or household characteristics. Consequently, certain residents in the City of Fairfield may experience more housing cost burdens, overcrowding, or other housing problems. The categories of special needs categories include:
 Extremely low-income households
 Elderly households
 Persons with disabilities, including developmental disabilities  Large households
 Female-headed households
 Persons experiencing homelessness
 Farmworkers
 Military employees of Travis Air Force Base
Elderly
Elderly residents have many different housing needs, depending on their age, level of income, current tenure status, cultural background, and health status. Elderly households may need as- sistance with personal and financial affairs, networks of care to provide services and daily assis- tance, and even possible architectural design features that would accommodate disabilities that would help ensure continued independent living. Table 1 -10 shows the distribution of Fairfield seniors by racial group compared to the population of other age groups. The majority of seniors in Fairfield identify as White (56.8 percent), followed by Asian or Asian Pacific Islander (22.2 per- cent) and Black or African American (15.2 percent). Fairfield’s seniors are slightly less diverse than its other age groups.

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66 Senior and Youth Population by Race (City of Fairfield) Age 0-17 Age 18-64 Age 65+
Race Number Percent Number Percent Number Percent
American Indian or
Alaska Native (Hispanic
and Non-Hispanic)
73 0.2% 372 0.5% 116 0.8%
Asian/API (Hispanic
and Non-Hispanic)
4399 15.0% 13,502 18.8% 3,126 22.2%
Black or African
American (Hispanic
and Non-Hispanic)
3,769 12.6% 11,706 16.3% 2,146 15.2%
White (Hispanic and
Non-Hispanic)
13,392 45.8% 35,510 49.4% 8,004 56.8%
Other Race of Multiple
Race (Hispanic and
Non-Hispanic)
7,701 26.3% 10,861 15.1% 695 4.9%
Total 29,244 100% 71,951 100% 14,087 100%
Table 32- Senior and Youth Population by race
Source: ABAG-MTC

Table 33- Senior Income by Tenure
Source: ABAG-MTC

One potential elderly housing needs that may require a specific governmental response is low incomes among older adults. As seen in Table 32, according to the ABAG-MTC Housing Data Needs Workbook, 12.2 percent of older adults aged 62 and over in Fairfield have an income be- low 30 percent of AMI, which is higher than among the overall population. As they age, older adults may face additional housing costs to ensure their homes remain accessible and eliminate health and safety threats. Like all lower-income residents, many older adult residents may face overpayment problems or cannot find affordable rental units at all. As seen in Table 33, senior Senior Households1 by Income and Tenure (City of Fairfield) Owner Occupied Renter Occupied All Senior Households
Income Group Number Percent Number Percent Number Percent 0%-30% of AMI 345 6.0% 635 27.3% 980 12.2%
31%-50% of AMI 650 11.3% 459 19.8% 1,109 13.8%
51%-80% of AMI 1,200 20.9% 365 15.7% 1,565 19.4%
81%-100% of
AMI
544 9.5% 225 9.7% 769 9.5%
>100% of AMI 3,000 52.3% 640 27.5% 3,640 45.1%
Total 5,739 100% 2,324 100% 8,063 100%
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67 renters are more likely to fall into the extremely low-income or low-income categories than sen- iors who own their homes.

The table below shows the percentage of those senior households at each income level that spend less than 30 percent of their income on housing costs, between 30 and 50 percent of their income on housing costs, and more than 50 percent of their incom e on housing costs. Those senior households considered extremely low-income (making less than 30 percent of AMI) are the group most likely to be spending more than 50 percent of their overall household income on housing costs at 62.8 percent.

Table 34- Cost Burdened Senior Households
Other potential elderly housing needs that may require a specific governmental response include:

Assisted living facilities. Assisted living facilities provide elderly residents with the oppor- tunity to maintain an independent housing unit while receiving needed medical services and social support. Congregate care facilities include housing with medical and health services.

Relocation assistance. Some elderly residents need help in relocating to a dwelling that bet- ter suits their space and income needs.

Mobility impairment. Mobility-impaired elderly residents require special accessibility fea- tures in their dwelling units. Mobility impairment may require that special accessibility features be included in the design and construction of a home. Mobility impairment can also create a need for a living arrangement that includes health, meals, cleaning, and/or other services as part of the housing package. A number of living arrangements are pos- sible, from senior citizen developments with individual dwelling units to assisted living facilities to 24-hour support services.

Senior Housing Currently, the City of Fairfield has 854 units specifically reserved for senior housing. Of that total, 383 units are restricted to be affordable. Thus, there is one desig- nated senior housing unit for approximately every ten senior households in Fairfield.

However, many senior households may prefer to stay in their existing residences well into retirement. Senior housing may be most attractive to the oldest cohort (85 years and older), and the 854 existing units may be adequate for current populations in that cohort.

However, the City will continue to support senior housing construction, particularly near Cost-Burdened Senior Households1 by Income Level (City of Fairfield) % of Income Used for Housing Costs 0%-30%
of AMI
31%-50%
of AMI
51%-
80% of
AMI
81%-
100% of
AMI
>100%
of AMI
50% of Income 62.8% 53.7% 21.1% 9.6% 2.5%
Total 100% 100% 100% 100% 100%
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68 services such as shopping, medical care, and recreation, to prepare for the aging popula- tion.

Senior Housing
Facility Name Address Units Affordable Project Type
Rockville Terrace Business Center
Drive
160 No Assisted Living
Paradise Valley Estates Paradise Valley
Drive
70 No Cottages (20);
Apartments
(50)
Senior Manor 1101 Union Ave 84 Yes
Woodcreek Senior
Commons
Woodcreek Drive at
Oliver Road
96 No
Dover Woods 2801 Dover Avenue 200 Yes
The Village at Rancho
Solano
Rancho Solano
Parkway
1451 No Assisted Living
Parkway Plaza 188 East Alaska
Ave.
99 Yes All one-
bedroom units
Table 35-Senior Housing
Notes: Includes an additional 52 memory care units.

Source: City of Fairfield, 2021

Persons With Disabilities
Persons with disabilities have physical or mental impairments that require special housing de- signed for self-sufficiency. According to 2019, American Community Survey estimates compiled by ABAG, 13,038 persons (11.6 percent of the non-institutionalized population) in Fairfield had a disability. This proportion is about equivalent to Solano County and slightly higher than that of the Bay Area, see Figure 1-1
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69 Population by Disability Status, 2019
Source: ABAG-MTC Housing Needs Data Workbook (U.S. Census Bureau, American Community Survey 5-Year Data (2015- 2019), Table B18101)
Disability can further be broken down into six categories. The Census Bureau provides the fol- lowing definitions for these disability types:
 Hearing difficulty: deaf or has serious difficulty hearing.  Vision difficulty: blind or has serious difficulty seeing even with glasses.  Cognitive difficulty: has serious difficulty concentrating, remembering, or making deci- sions.
 Ambulatory difficulty: has serious difficulty walking or climbing stairs.  Self-care difficulty: has difficulty dressing or bathing.  Independent living difficulty has difficulty doing errands alone, such as visiting a doctor’s office or shopping.

These disability types are counted separately and are not mutually exclusive, as an individual may report more than one disability; thus, these counts should not be summed. Figure 1 -2 provides a breakdown of Fairfield’s adult population by disability type. The most prevalent disability was ambulatory difficulty at 5.6 percent.

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70 Figure 1-2: Fairfield Disability by Type, 2019
Source: ABAG-MTC Housing Needs Data Workbook (U.S. Census Bureau, American Community Survey 5-Year Data (2015- 2019), Table B18102, Table B18103, Table B18104, Table B18105, Table B18106, Table B18107)

Further, residents with disabilities may have more difficulty in finding employment. In Fairfield, according to 2019 ACS estimates compiled by ABAG, approximately 14.6 percent of the civilian noninstitutionalized population 18 years to 64 years in the labor force with a disability were unemployed, while only 5.2 percent of those with no disability were unemployed. The census considers individuals to not be in the labor force if they are not employed and ar e either not available to take a job or are not looking for one. This category typically includes discouraged workers, students, retired workers, stay-at-home parents, and seasonal workers who are not looking for work in an off-season.

Given the barriers faced by persons with disabilities, the provision of affordable and barrier-free housing is essential to meet their housing needs. There are two approaches to housing design for residents with disabilities: adaptability and accessibility. Adaptable housing is a design concept in which a dwelling unit contains design features that allow for accessibility and use by mobility - impaired individuals with only minor modifications. An accessible unit has the actual special fea- tures installed in the house (grab bars, special cabinetry). The State requires design or accessibil- ity modifications to address these needs, such as access ramps, wider doorways, assist bars in bathrooms, lower cabinets, elevators, and the acceptance of service animals.

Developmental Disabilities
According to Section 4512 of the Welfare and Institutions Code, a “developmental disability” originates before an individual attains age 18 years, continues, or can be expected to continue, indefinitely, and constitutes a substantial disability for that individual. Developmental disabilities Packet Page 195 of 765Attachment 4 Page 70 of 158

71 include intellectual disabilities, cerebral palsy, epilepsy, and autism. This term shall also include disabling conditions closely related to intellectual disability or to require treatment similar to that required for individuals with an intellectual disability but shall not include other disabling condi- tions that are solely physical.

Many developmentally disabled persons can live and work independently within a conventional housing environment. More severely disabled individuals require a group living environment where supervision is provided. The most severely affected individuals may require an institu- tional environment where medical attention and physical therapy are provided. Because devel- opmental disabilities exist before adulthood, the first issue in supportive housing for the devel- opmentally disabled is the transition from the person’s living situation as a child to an appropriate level of independence as an adult.

The California Department of Developmental Services (DDS) is responsible for overseeing the co- ordination and delivery of services to more than 330,000 Californians with developmental disa- bilities, including cerebral palsy, intellectual disability, Down Syndrome, autism, epilepsy, and re- lated conditions through a network of 21 regional centers and state -operated facilities.

DDS consumer data compiled by ABAG estimates the number of Fairfield residents with a devel- opmental disability. The table below shows that the vast majority of residents with a develop- mental disability live in the home of a parent/family/guardian. Further, approximately 59.9 per- cent (701 persons) of the population with a developmental disability is over 18, while 40.1 per- cent (470 persons) are under 18 years old.

Fairfield Population with Developmental Disabilities by Residence Residence Type Number Percent
Home of
Parent/Family/Guardian
834 71.1%
Community Care Facility 177 15.1%
Independent/Supported Living 110 9.4%
Intermediate Care Facility 28 2.4%
Foster/Family Home 15 1.3%
Other 9 0.8%
Total 1,173 100.0%
Table 36- Fairfield Population with Disabilities
Source: ABAG-MTC Housing Needs Data Workbook (California Department of Developmental Services, Consumer Count by California ZIP Code and Residence Type, 2020)
There are several housing types appropriate for people living with a developmental disability:
rent-subsidized homes, licensed and unlicensed single-family homes, inclusionary housing, Sec- tion 8 vouchers, special programs for home purchase, HUD housing, and SB 962 homes. The de- sign of housing-accessibility modifications, the proximity to services and transit, and the availa- bility of group living opportunities represent some of the important considerations in serving this Packet Page 196 of 765Attachment 4 Page 71 of 158

72 need group. Incorporating ‘barrier-free’ design in all new multifamily housing (as required by California and Federal Fair Housing laws) is especially important to provide the widest range of choices for disabled residents. Special consideration should also be given to the affordability of housing, as people with disabilities may be living on a fixed income.

Large Families
Large families are those households of five or more related individuals. The special need of this group is for housing of sufficient size and number of bedrooms that would prevent overcrowding.

Cost is an important consideration, as many large families do not have sufficient income to afford larger homes or apartments. The table below shows that the 2019 American Community Survey reported 5,870 large households with five or more members, including 3,503 owner-occupied households and 2,367 renter-occupied households. About 16.1 percent of owner-occupied households and 15.8 percent of renter-occupied households were considered large households.

Fairfield Household Size by Tenure
Owner-Occupied Renter-Occupied
Housing Type Number Percent Number Percent
1 Person Household 3,414 15.7% 3,338 22.3%
2 Person Household 6,739 30.9% 4,188 28.0%
3 Person Household 4,356 20.0% 2,663 17.8%
4 Person Household 3,777 17.3% 2,406 16.1%
5 Or More Person Household 3,503 16.1% 2,367 15.8%
Table 36-Fairfield Household Size by Tenure
Source: ABAG-MTC Housing Needs Data Workbook (U.S. Census Bureau, American Community Survey 5-Year Data (2015-2019), Table B25009)
Female-Headed Households
Female-headed families, including those with children, are identified as a special needs group because they are more likely to be low-income and face difficulty finding affordable housing. As shown in the table below, there were about 5,353 female-headed households and 2,720 male- headed households in Fairfield. These households were 14.6 percent and 7.4 percent, respec- tively, of Fairfield’s total number of households. Female -headed households represented about

10.7 percent of owner-occupied households and 20.2 percent of renter-occupied households.

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73 Fairfield Household Type by Tenure
Owner-Occupied Renter-Occupied
Household Type1 Number Percent Number Percent
Married-Couple Family Households 13,866 63.6% 6,083 40.7% Female-Headed Family Households 2,336 10.7% 3,017 20.2% Male-Headed Family Households 1,295 5.9% 1,425 9.5%
Householders Living Alone 3,414 15.7% 3,338 22.3%
Other Non-Family Household 878 4.0% 1,099 7.3%
Table 37- Fairfield Household by Tenure
Source: ABAG-MTC Housing Needs Data Workbook (U.S. Census Bureau, American Community Survey 5-Year Data (2015-2019), Table B25011)
Of the 5,353 female-headed households in Fairfield, about 64.6 percent of them had minor chil- dren under 18 years old. The table below shows the number of these households below the pov- erty line. About 27.5 percent of female-headed households with children were under the poverty line, while only 6.9 percent of households without children were. This demonstrates that female - headed households with children are more likely to have greater housing needs and face difficul- ties in finding affordable housing.

Fairfield Female-Headed Households by Poverty Status
Households With Children Households Without Children
Poverty Level Number Percent Number Percent
Above Poverty Level 2,508 72.5% 1,763 93.1%
Below Poverty Level 952 27.5% 130 6.9%
Table 38-Fairfield Female-Headed Households by Poverty
Source: ABAG-MTC Housing Needs Data Workbook (U.S. Census Bureau, American Community Survey 5-Year Data (2015-2019), Table B17012)
Farmworkers
Farmworkers are traditionally defined as people whose primary incomes are earned through per- manent or seasonal agricultural labor. Farmworkers are generally considered to have special housing needs due to their limited income and the often-unstable nature of their employment.

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74 Although farmworkers still represent a special housing need in many communities, the advent of mechanization in harvesting crops, new planting techniques, and changes in the types of crops grown have substantially reduced the overall number of farmworkers and the proportion of mi- grant farmworkers. Urbanization has further decreased agricultural employment in Solano County. There are no working farms within the city limits, except for limited cattle grazing oper- ations, including leased operations on City-owned open space properties.

Travis Air Force Base Personnel
Personnel Type Number Percent
Active-Duty Military 7,276 39.5%
Air Force Reserve 2,664 14.4%
Dependents 5,575 30.2%
Civil Service 1,759 9.5%
Other Civilians 1,165 6.3%
Total 18,439 100.0%
Table 39- Travis Air Force Base Personnel
Source: Travis Air Force Base, Economic Impact Analysis, FY 2019

Known as the “Gateway to the Pacific,” Travis Air Force Base handles more cargo and passenger traffic through its airport than any other military air terminal in the United States. Travis AFB has a major impact on the community as many military families and retirees have chosen to make Fairfield their permanent home. In 2020, Travis AFB was the single largest employer in the City of Fairfield and Solano County, and the total economic impact of the Base was over $2.1 billion during fiscal year (FY) 2019. The Base also contributes many highly skilled people to the local labor pool, including through the David Grant USAF Medical Center. The Medical Center provides postgraduate training programs in a variety of medical fields and serves about 130,000 TRICARE eligible patients in the immediate San Francisco-Sacramento vicinity and more than 377,000 De- partment of Veteran Affairs Northern California Health Care System eligible annually.

Military personnel with dependents also need affordable family housing with recreational amen- ities for children. Currently, a number of dormitories, visiting quarters , and temporary lodging facilities are available at the base. Balfour Beatty Communities owns the family housing and is Packet Page 199 of 765Attachment 4 Page 74 of 158

75 responsible for maintaining, repairing, constructing, and managing the community. As of FY 2019, Balfour Beatty operated 1,278 privatized on-base housing units with a capacity for 5,112 persons.

These units include a mixture of two-, three-, and four-bedroom units that are similar in appear- ance and amenities to private housing in the local market.

To ensure that housing needs are met for personnel, housing must be flexible and affordable.

Military pay and basic allowance for housing (BAH) constitute the major sources of income for personnel. Monthly pay rates depend on years of service and can be topped out for each enlisted rank, while BAH is adjusted if the enlistee has any dependents. The table below describes the income category of enlisted personnel based on 2019 Solano County median incomes. As is shown, many enlistees would be considered lower-income, especially those in a larger household with dependents. No enlistee is considered extremely low-income or above moderate-income.

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76 Travis Air Force Base Housing Affordability1
Enlisted Rank Monthly Pay + BAH2 Annual Income Income Category3,4 Low Top Out Low Top Out Low Top Out
Household of Four (with dependents)
E3 – Airman First
Class
$4,432 $4,685 $53,186 $56,214 Very Low Very Low
E4 – Senior Airman $4,646 $5,115 $55,746 $61,380 Very Low Very Low E5 – Staff Sgt. $4,973 $5,977 $59,681 $71,719 Very Low Low E6 – Technical Sgt. $5,214 $6,648 $62,564 $79,772 Very Low Low E7 – Master Sgt. $5,667 $8,075 $68,000 $96,901 Very Low Median E8 – Senior Master
Sgt.
$7,049 $8,901 $84,582 $106,808 Low Moderate
E9 – Chief Master Sgt. $8,074 $10,241 $96,890 $122,890 Median Moderate 2Lt, Prior Enlisted $6,667 $7,636 $80,003 $91,634 Low Median 1Lt, Prior Enlisted $7,711 $8,617 $92,534 $103,406 Median Moderate Captain, Prior
Enlisted
$8,453 $10,163 $101,430 $121,954 Median Moderate
2Lt $5,774 $6,598 $69,293 $79,175 Low Low Income
1Lt $6,272 $7,682 $75,258 $92,182 Low Median
Captain $6,991 $9,656 $83,887 $115,870 Low Moderate
Single Household (without dependents)
E3 – Airman First
Class
$3,922 $4,175 $47,066 $50,094 Very Low Low
E4 – Senior Airman $4,136 $4,605 $49,626 $55,260 Low Low E5 – Staff Sgt. $4,580 $5,584 $54,965 $67,003 Low Median E6 – Technical Sgt. $4,944 $6,378 $59,324 $76,532 Low Moderate E7 – Master Sgt. $5,475 $7,883 $65,696 $94,597 Median Moderate E8 – Senior Master
Sgt.
$6,932 $8,784 $83,178 $105,404 Moderate Moderate
E9 – Chief Master Sgt. $7,900 $10,067 $94,802 $120,802 Moderate Moderate 2Lt, Prior Enlisted $6,592 $7,561 $79,103 $90,734 Moderate Moderate 1Lt, Prior Enlisted $7,570 $8,476 $90,842 $101,714 Moderate Moderate Captain, Prior Enlisted $8,273 $9,983 $99,270 $119,794 Moderate Moderate 2Lt $5,507 $6,331 $66,089 $75,971 Median Moderate
1Lt $6,212 $7,622 $74,538 $91,462 Moderate Moderate
Captain $6,850 $9,515 $82,195 $114,178 Moderate Moderate Table 40- Travis Air Force Base Affordability
Source: City of Fairfield, City Manager’s Office, 2020
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77 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
Cost of Housing
Base Year: 2009 Most Recent Year: 2017 % Change
Median Home Value 432,400 341,500 (21%)
Median Contract Rent 1,032 1,282 24%
Table 24 – Cost of Housing
Data Source: 2000 Census (Base Year), 2013-2017 ACS (Most Recent Year)

Rent Paid Number %
Less than $500 482 3.3%
$500-999 1,356 9.3%
$1,000-1,499 4,576 31.4%
$1,500-1,999 3,835 26.3%
$2,000 or more 4,333 29.7%
Table 42 - Rent Paid
Data Source: 2013-2017 ACS

Housing Affordability
% Units affordable to Households
earning
Renter Owner
30% HAMFI 530 190
50% HAMFI 150 445
80% HAMFI 995 1,915
100% HAMFI 6,230 12,895
Total 7,905 14,810
Table 43 – Housing Affordability
Data Source: 2013-2017 CHAS

Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $1,232 $1,408 $1,677 $2,382 $2,870
High HOME Rent $850 $910 $1092 $1262 $1408
Low HOME Rent $1,085 $1,164 $1,398 $1,607 $1,773
Table 44 – Monthly Rent
Data Source: HUD FMR and HOME Rents

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78 Is there sufficient housing for households at all income levels? There is an affordability gap for lower-income households in the City, as lower-income house- holds generally cannot afford housing that corresponds to the size of their household. A range of available housing types would help increase affordability. Still, the analysis shows that housing in a market like the Bay Area is only affordable to the following:
a) moderate- or high-income households,
b) buyers that carry equity over from a previously owned home, c) buyers that have a large amount of cash for a down-payment, or d) buyers who receive subsidies to make homeownership affordable.

In 2019, the median contract rent in Fairfield was $1,427.

U.S. Census microdata compiled by IPUMS USA can be used to better understand rental costs in Fairfield. IPUMS data corresponds to the Public Use Microdata Area (PUMA) for Fairfield and Suisun City, which does not necessarily have the same boundaries as other Census-derived esti- mates. Additionally, estimates are weighted by the representativeness of the sampled household given IPUMS-derived weights. Table 45 provides estimated median monthly gross rents in the PUMA by the number of bedrooms using this data. Unlike contract rent, gross rent includes ad- ditional costs for utilities and fuels.

Fairfield and Suisun City Monthly Gross Rental Rates, 2019 Number of
Bedrooms
Estimated Number of House-
holds1
2019 Median
Monthly Gross
Rent2
0 1,186 -
1 853 $1,300
2 3,378 $1,110
3 9,167 $1,340
4 18,615 $1,840
5 13,308 $2,062
6 2,371 $1,361.5
7 61 $410
8 182 $2,860
Table 45- Fairfield Suisun City Monthly Gross Rental Rates Source: IPUMS USA, 2015-2019 ACS

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79 According to the gross rental estimates (i.e., including utilities and other costs) from the table above, a three-bedroom rental unit would be affordable to a low-income four-person household with an affordable monthly payment of $1,940. Gross rental costs would also be affordable for all sizes low-income households and moderate-income households. However, no very-low- and extremely-low-income households would be able to afford rental units of the appropriate size.

Like the description of homeownership costs above, this demonstrates a rental affordability gap for very-low- and extremely-low-income households in the City. For these types of households, subsidies may be required to ensure affordability.

How is affordability of housing likely to change considering changes to home values and/or rents?
In the City of Fairfield, home values have steadily increased over the last decades, besides the period of decline during the Great Recession. According to the American Community Survey Data from 2019, home values in the City of Fairfield show a cluster of values between $500,000 and $750,000. 44.9% of the homes are less than $750,000. This would make homeownership largely unaffordable for lower-income families.

The rental housing market has continued to increase over the last decade. The median contract rent from 2009 to 2017 increased by 24%, while rents increased by 11% from 2017 to 2019. It is anticipated that both home values and rental prices will continue to trend upwards, making af- fordability increasingly difficult for lower-income individuals and families.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordab le housing? CHAS data provided by HUD provides estimates of cost burden by tenure and income category.

Estimates use the HUD Area Median Family Income (HAMFI) to determine overpayment. HAMFI is the median family income calculated by HUD for each jurisdiction to determine Fair Market Rents (FMRs) and income limits for HUD programs. HAMFI will not necessarily be the same as other median income calculations due to a series of adjustments.

According to 2013-2017 CHAS data, 7,475 households in Fairfield pay between 30 and 50 percent of their incomes for housing (20.9 percent), and an additional 5,590 (15.6%) are severely cost- burdened. This means that about 36.5 percent of Fairfield households are paying above the rec- ommended HUD standard for housing costs. Of the 13,065 cost-burdened households in Fairfield, about 3,745 households (28.7 percent) can be classified as moderate - or above-moderate-in- come. This means that about 9,320 (71.3 percent) of the households overpaying for housing are lower-income households, demonstrating an affordability problem for many households in Fair- field.

Renters are particularly impacted by overpayment, as they are limited to the rental market while owners have the option of selling their homes. Renters, especially lower-income renters, tend to have higher cost burden rates than owners in the same income category. For example, 79.1 per- cent of lower-income renter-occupied households experience some level of cost burden, while Packet Page 204 of 765Attachment 4 Page 79 of 158

80 61.0 percent of owner-occupied households do. The table below illustrates the extent of over- payment by income group and tenure for the City.

Cost-Burdened Households in Fairfield by Income and Tenure1 Income Category Renters Owners Total Households2
Number Percent Number Percent Number Percent
Extremely-Low-Income (Under 30% HAMFI3)
No Cost Burden/Not Computed 530 19.4% 190 20.8% 720 19.8% Cost Burden 215 7.9% 170 18.6% 385 10.6%
Severe Cost Burden 1,985 72.7% 555 60.7% 2,540 69.7%
Very-Low-Income (30% - 50% HAMFI)
No Cost Burden/Not Computed 150 5.9% 445 33.8% 595 15.5% Cost Burden 1,355 53.7% 255 19.4% 1,610 41.9%
Severe Cost Burden 1,020 40.4% 615 46.8% 1,635 42.6%
Low-Income (50% - 80% HAMFI)
No Cost Burden/Not Computed 995 36.2% 1,280 47.8% 2,275 41.9% Cost Burden 1,225 44.6% 920 34.3% 2,145 39.5%
Severe Cost Burden 525 19.1% 480 17.9% 1,005 18.5%
All Lower-Income (Under 80% HAMFI)
No Cost Burden/Not Computed 1,675 20.9% 1,915 39.0% 3,590 27.8% Cost Burden 2,795 34.9% 1,345 27.4% 4,140 32.1%
Severe Cost Burden 3,530 44.1% 1,650 33.6% 5,180 40.1%
Moderate- and Above-Moderate-Income (Over 80% HAMFI)
No Cost Burden/Not Computed 6,230 80.4% 12,895 85.3% 19,120 83.6% Cost Burden 1,420 18.3% 1,910 12.6% 3,330 14.6%
Severe Cost Burden 95 1.2% 315 2.1% 415 1.8%
All Income Groups
No Cost Burden/Not Computed 7,905 50.2% 14,810 73.9% 22,705 63.5% Cost Burden 4,215 26.8% 3,255 16.3% 7,475 20.9%
Severe Cost Burden 3,625 23.0% 1,965 9.8% 5,590 15.6%
Table 46-Cost Burdened Households
Source: U.S. Department of Housing and Urban Development (HUD), Comprehensive Housing Affordability Strategy (CHAS) ACS tabulation, 2013- 2017 release

Discussion
The fair market rents do not reflect current market rates or recent housing trends. Solano County, particularly the city of Fairfield, does not reflect the incredibly tight housing market. In the past two years, rents have increased 26% countywide, occupancy rates are at 97%, and within the city of Fairfield, they are 99%, with rising costs across the Bay Area. Families from those locations commute to our area, further straining an already tight market. As the home values continue to increase and the rental rates continue to climb, the City of Fairfield recognizes the importance of increasing the affordable housing supply and is currently working with multiple developers to produce more affordable housing throughout the City.

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81 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
Households living in substandard conditions are considered to need housing assistance even if they are not actively seeking alternative housing arrangements. In addition to structural defi- ciency and standards, the lack of certain infrastructure and utilities often indicates substandard conditions.

Definitions
Housing is substandard when physical conditions are below the minimum living standards, as defined by Government Code Section 17920.3. A building is deemed to be substandard if any of the following conditions exist:
 Inadequate sanitation
 Structural hazards
 Nuisances
 Faulty weather protection
 Fire, safety, or health hazards
 Inadequate building materials
 Inadequate maintenance
 Inadequate exit facilities
 Hazardous wiring, plumbing, or mechanical equipment
 Improper occupation for living, sleeping, cooking, or dining purposes  Inadequate structural resistance to horizontal forces  Any building not in compliance with Government Code Section 13143.2

Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 5,520 28% 7,585 48%
With two selected Conditions 185 1% 1,105 7%
With three selected Conditions 0 0% 50 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 14,325 72% 7,005 44%
Total 20,030 101% 15,745 99%
Table 47 - Condition of Units
Data Source: 2013-2017 ACS

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82 Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 4,950 25% 2,765 18%
1980-1999 7,535 38% 5,845 37%
1950-1979 7,170 36% 6,720 43%
Before 1950 375 2% 415 3%
Total 20,030 101% 15,745 101%
Table 48 – Year Unit Built
Data Source: 2013-2017 CHAS

Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 7,545 38% 7,135 45% Housing Units build before 1980 with children present 4,785 24% 2,435 15% Table 49 – Risk of Lead-Based Paint
Data Source: 2013-2017 ACS (Total Units) 2013-2017 CHAS (Units with Children present)

Vacant Units
Vacancy Status
For Rent 392
For Sale 155
For Seasonal, Recreational, or Occasional Use 119
Other Vacant 792
Rented, Not Occupied 35
Sold, Not Occupied 128
Total Vacant Housing Units 1,621 (4.4%)
Table 50- Vacant Units
Source: ABAG-MTC Housing Needs Data Workbook (American Community Survey 5-Year Data (2015-2019), Table B25004)

Need for Owner and Rental Rehabilitation
According to 2019 American Community Survey estimates compiled in the ABAG-MTC data work- sheet, about 1.3 percent of renters and 0.1 percent of owners lack complete kitchen facilities, while 0.8 percent of renters and 0.0 percent of owners lack complete plumbing facilities, seen in the table below. There are 121 occupied housing units with incomplete plumbing and 207 with incomplete kitchen facilities.

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83 Fairfield Substandard Housing Issues
Building Amenity Owner Renter
Kitchen 0.1% 1.3%
Plumbing 0.0% 0.8%
Table 51- Fairfield Substandard Housing Units
Source: ABAG-MTC Housing Needs Data Workbook (U.S. Census Bureau, American Community Survey 5-Year Data (2015-2019), Table B25053, Table B25043, Table B25049)

Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards
There are a total of 7,220 households that were built before 1980 with minor children present in the household. Homes built before 1980 have a high risk of lead -based paint. Families with chil- dren under six have a higher risk of lead poisoning.

Lead is a leading environmental threat to children’s health in the U.S., and children under six years old and fetuses are at the greatest risk of harmful health effects from lead poisoning. When children are exposed to lead—usually through contaminated dust, paint, or soil—it can have life- long adverse effects. No safe blood lead level in children has been identified. Even low levels of lead in blood have been shown to disrupt postnatal growth, hearing and learning disabilities, lowered IQ scores, behavioral problems, difficulty paying attention, and hyperactivity. And ef- fects of lead exposure cannot be corrected. The key is stopping children from coming into contact with lead and treating children who have been poisoned by lead.

The State maintains a list updated annually of the California zip codes with blood lead levels (BLLs) at and above 4.5 micrograms per deciliter of whole blood, for children under age 6, with at least 500 children tested. The most recent data is for fiscal years 2013 -2014 through 2017-2018. No zip code in Fairfield or Solano County was among the top 50 census tracts that had the most children with elevated lead levels. (Childhood Lead Levels, January 2020, Auditor of the State of California.) https://www.auditor.ca.gov/pdfs/reports/2019-105.pdf According to the most recent data from 2015, 5,248 children under the age of 6 from all of Solano County were assessed for blood lead levels (BLL). Of these, 76 (1.42%) measured from 4.5 to under 9.5 micrograms per deciliter, and 26 were measured as having blood lead levels over 9.5.

The data provided doesn’t demonstrate the number of low- or moderate-income households.

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84 MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The City of Fairfield operates the Fairfield Housing Authority (FHA). The FHA does not own or operate any public housing unit s. How- ever, the FHA has the authority to administer 886 Housing Choice vouchers.

Totals Number of Units
Program Type
Certifi-
cate
Mod-Re-
hab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based

Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unifica-
tion Pro-
gram
Disa-
bled
*
# of units vouchers availa-
ble 0 0 0 886 15 836 5 0 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 52 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)

Describe the supply of public housing developments:

The City of Fairfield does not have any public housing developments Describe the number and physical condition of public housing units in the jurisdiction, including those that are participatin g in an approved Public Housing Agency Plan:

The City of Fairfield does not have any public housing developments Packet Page 209 of 765Attachment 4 Page 84 of 158

85 Public Housing Condition
Public Housing Development Average Inspection Score

Table 25 - Public Housing Condition

Describe the restoration and revitalization needs of public housing units in the jurisdiction:

The City of Fairfield does not have any public housing units Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:

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86 MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The City of Fairfield partners with o
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year-Round Beds
(Current & New)
Voucher / Sea-
sonal / Overflow
Beds
Current & New Current & New Under Develop-
ment
Households with Adult(s) and
Child(ren)
59 0 37 161 0
Households with Only Adults 181 0 62 221 0
Chronically Homeless Households 0 0 0 376 0
Veterans 0 0 12 229 0
Unaccompanied Youth 0 0 35 0 0
Table 5326 - Facilities and Housing Targeted to Homeless Households City of Fairfield City Manager’s Office

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87 Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons Many social service agencies in Fairfield provide benefits to LMI individuals and families to pre- vent homelessness. These services are essential in the Continuum of Care process and serve the needs of those who have already become homeless. These organizat ions provide many services to their clientele, including but not limited to counseling, case management, life skills training, financial literacy classes, and victim advocacy. These services help residents develop the skills and knowledge to transition into permanent supportive housing or independent living and main- tain steady employment. The ultimate goal of providing supportive services is self -sufficiency.

Some agencies include Solano County Health and Social Services, Child Haven, Community Action North Bay (CAN-B), SHELTER Solano, Mission Samoa, Fairfield-Suisun Unified School District, and Legal Services.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their fami- lies, and unaccompanied youth. If the services and facilities are listed on screen SP -40 Institu- tional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

Physical Health – Health clinics that serve low-income populations such as homeless individuals include the Family Health Services of Fairfield, Fairfield Pediatric Primary Care, and Dental Health Clinic.

Mental Health – Solano County Mental Health Services, National Alliance on Mental Illness – Fairfield (NAMI), New Horizons, and CAMINAR serve homeless individuals struggling with mental health issues in the Fairfield region.

Substance Abuse – Organizations and facilities that provide counseling and treatment for home- less individuals struggling with addiction include Alcoholics Anonymous, Narcotics Anonymous, Healthy Partnerships, AK BEAN Foundation, and Archway Recovery Programs.

Employment Services – Area Agency on Agency Workforce Investment Board of Solano County (WIB), Solano Employment Connection, provide employment services to homeless individuals.

HIV/AIDS – Planned Parenthood offers HIV testing and family planning series.

Unaccompanied youth – services such as meals, food, motel vouchers, clothing, rental assis- tance, school supplies, shelter and housing assistance are provided through the Fairfield Suisun Unified School District and the Family Resource Center.

Veteran services - are provided through SHELTER Solano, where they have intense case man- agement for homeless veterans. Additionally, Habitat for Humanity has two homes in Fairfield specifically to house formerly homeless Veterans exiting from a homeless institution. Berkeley Food and Housing provides outreach services to unsheltered homeless throughout Solano County.

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88 MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
When considering the supportive housing needs of homeless individuals across the Consortium, there is a significant gap between the supply of supportive housing and the population that ex- periences homelessness who need it. Individuals and families across a range of special needs categories have a strong need for supportive housing, and the rise in the elderly homeless popu- lation is highly concerning.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their familie s, public housing residents and any other categories the jurisdiction may specify, and describe their sup- portive housing needs
The California Department of Developmental Services (DDS) is responsible for overseeing the co- ordination and delivery of services to more than 330,000 Californians with developmental disa- bilities, including cerebral palsy, intellectual disability, Down Syndrome, autism, epilepsy, and re- lated conditions through a network of 21 regional centers and state -operated facilities.

DDS consumer data compiled by ABAG provides an estimate of the number of Fairfield residents with a developmental disability. The table below shows that the vast majority of residents with a developmental disability live in the home of a parent/family/guardian. Fur ther, approximately

59.9 percent (701 persons) of the population that has a developmental disability is over the age of 18, while 40.1 percent (470 persons) is under 18 years old.

There are several housing types appropriate for people living with a developmental disability:
rent-subsidized homes, licensed and unlicensed single-family homes, inclusionary housing, Sec- Packet Page 213 of 765Attachment 4 Page 88 of 158

89 tion 8 vouchers, special programs for home purchase, HUD housing, and SB 962 homes. T he de- sign of housing-accessibility modifications, the proximity to services and transit, and the availa- bility of group living opportunities represent some of the important considerations in serving this need group. Incorporating ‘barrier-free’ design in all new multifamily housing (as required by California and Federal Fair Housing laws) is especially important to provide the widest range of choices for disabled residents. Special consideration should also be given to housing affordability, as people with disabilities may be living on a fixed income.

Describe programs for ensuring that persons returning from mental and physical health insti- tutions receive appropriate supportive housing
The City of Fairfield was unable to locate any data to support this.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link t o one-year goals.

91.315(e)
As part of its strategic plan, the City incorporates special needs populations as a high priority . It will work with service providers throughout the community to ensure services are available to serve the special needs populations. Some special needs populations will be served through the Project-Based Voucher program, specifically elderly and disabled individuals. As the City works with new developers on affordable housing projects, the City considers HUD’s exceptions for the Project-Based Voucher program when supportive services are provided for low-income individu- als and families. Supportive services may include but are not limited to:
 Self-sufficiency services
 Recreational activities
 Educational programs
 Life skills
 Financial management
 Job training
 Medical services

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90 MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment Site improvement standards establish infrastructure or require services to support new residen- tial development such as streets, sidewalks, water and sewer, drainage, curbs and gutters, street signs, park dedications, utility easements, and landscaping. Whi le these improvements are nec- essary to ensure that new housing meets the local jurisdiction’s development goals, the cost of these requirements can represent a significant share of the cost of producing new housing.

As stated in HUD’s study of Subdivision Requirements as a Regulatory Barrier, such requirements can reasonably be considered regulatory barriers to affordable housing if the jurisdiction deter- mined requirements are greater (and hence, more costly) than those necessary to achieve health and safety requirements in the community. Subdivision requirements address streets, water, sewer, drainage facilities; park, school, and other development fees; and tree planting. While related to legitimate health, safety, and public service needs, these standard s and fees increase development costs. According to the Housing Element, City fees add another $30,000 in costs, and streets, sewers, sidewalks, water lines, and off-site improvement costs can be substantial for many new subdivisions.

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91 MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
Following is a brief statement of various factors that comprise the Market Analysis for Non -Housing Community Development assets:

Demographics-According to the 2019 American Community Survey 1-year Estimates, the City of Fairfield has a population of 117,133 people. The racial demographics are White alone –49.4%; Black or African American alone –15.2%; American Indian and Alaska Native alone –0.5%; Asian alone –16.9%; Native Hawaiian and Other Pacific Islander alone –1.3%; two or more races –8.1%. Regardless of race, the percentage of those who identify as Hispanic or Latino is 29.3%. See chart below:

The median age in Fairfield is 35.3 years of age, which is slightly younger than the median age in the USA of 37.9 years. Of Fairfield’s population, 7.1% are under five years of age, 62.8% are between 18 and 64, and 13% are 65 and older.

Disabilities-Amongst the City’s population, 2.7% have a Hearing difficulty, 1.4% have a Vision difficulty, 4.0% have Cognitive difficulty,

5.8% have ambulatory difficulty, 2.2% have Self-Care difficulty, and 3.3% have Independent Living difficulty.

Education and Poverty-The poverty rate in Fairfield is 7.3%. The median household income is $89,693. The Survey shows that 90.7% have graduated from high school or have a higher education, which is slightly lower than the United States average of 87.7%. Of these,

23.3% have a High School or equivalent degree; 24.8% have some college and no degree; 10.8% have an associate degree; 22.9% have a bachelor’s degree, and 9% have a Graduate or professional degree.

Business and Owner Characteristics-There are 6,430 total business firms in Fairfield according to the 2012 Survey for Business Owners, the most recent data available. Of these, 3,005 are owned by men, women own 2,378, minorities own 2,934, non-minorities own 3,030, veterans own 616, and 5,226 owned by nonveterans.

Selected Sales and Revenue Totals–Sales from accommodation and food services sales were $105,576; total health care and social assistance receipts/revenue were $1,062,431; total merchant wholesaler sales were $276,104; total retail sales were $939,262 (2012 Economic Census).

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92 Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction 781 3 2 0 -2
Arts, Entertainment, Accommodations 5,335 3,831 13 12 -1 Construction 3,779 2,814 9 9 0
Education and Health Care Services 8,541 7,410 20 23 2
Finance, Insurance, and Real Estate 2,278 2,219 5 7 1
Information 825 621 2 2 0
Manufacturing 3,993 3,018 9 9 0
Other Services 1,446 1,067 3 3 0
Professional, Scientific, Management Services 3,189 1,692 8 5 -2 Public Administration 0 0 0 0 0
Retail Trade 5,347 5,193 13 16 3
Transportation and Warehousing 1,744 901 4 3 -1
Wholesale Trade 1,656 1,776 4 5 2
Total 38,914 30,545 -- -- --
Table 55 - Business Activity
Data Source: 2013-2017 ACS (Workers), 2017 Longitudinal Employer-Household Dynamics (Jobs)

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93 Labor Force
Total Population in the Civilian Labor Force 55,030
Civilian Employed Population 16 years and
over 50,080
Unemployment Rate 9.01
Unemployment Rate for Ages 16-24 31.14
Unemployment Rate for Ages 25-65 4.90
Table 56 - Labor Force
Data Source: 2013-2017 ACS

Occupations by Sector Number of People
Management, business and financial 10,070
Farming, fisheries, and forestry occupations 2,215
Service 6,775
Sales and office 12,360
Construction, extraction, maintenance, and re-
pair 4,730
Production, transportation, and material mov-
ing 2,825
Table 57 – Occupations by Sector
Data Source: 2013-2017 ACS

Travel Time
Travel Time Number Percentage
< 30 Minutes 27,737 49.2%
30-59 Minutes 17,084 30.3%
60 or More Minutes 11,603 20.6%
Total 56,424 100%
Table 58 - Travel Time
Data Source: 2019 ACS

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94 Education:

Educational Attainment by Employment Status (Population 25 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 5,163 299 2,522
High school graduate (includes
equivalency)
9,087 653 3,520
Some college or associate degree 16,985 818 4,633
Bachelor’s degree or higher 13,790 448 2,648
Table 59 - Educational Attainment by Employment Status
Data Source: 2019 ACS

Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–64 yrs 65+ yrs
Less than 9th grade 0 172 595 995 291
9th to 12th grade, no di-
ploma
582 492 651 729 199
High school graduate,
GED, or alternative
1,737 1,735 1,813 3,982 1,663
Some college, no degree 2,712 2,758 2,087 1,735 2,065
Associate degree 154 2,016 787 1,255 483
Bachelor’s degree 252 2330 1,882 2,803 1,636
Graduate or professional
degree
0 332 513 1,485 815
Table 60 - Educational Attainment by Age
Data Source: 2019 ACS

Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $33,839
High school graduate (includes equivalency) $37,692
Some college or associate degree $48,199
Bachelor’s degree $70,639
Graduate or professional degree $66,184
Table 61 – Median Earnings in the Past 12 Months
Data Source: 2019 ACS

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95 Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
There are three major employment sectors in the City of Fairfield.  Education and Healthcare Services (8,541 workers, 7,410 jobs)  Retail Trade (5,347 workers, 5,193 jobs)
 Arts, Entertainment, Accommodations (5335 workers, 3,841 jobs) These three categories employ almost 50% of the Cities workers and provide 53.8% of all jobs in the City. Education and healthcare Services jobs are mostly attributed to the Fairfield-Suisun Uni- fied School District, Northbay Medical Center, and Kaiser Permanente. The top employers in the retail industry would include Wal-Mart, Target, Costco, Safeway, and the Solano Westfield Mall.

Describe the workforce and infrastructure needs of the business community:

Workforce participation rates have fallen nationwide. As the City recovers from the COVID-19 Pandemic, retail businesses have had a difficult time finding willing applicants to fulfil open posi- tions, therefore causing a strain on the business. Also due to learning loss because of the Pan- demic, there has been a slow-down in labor-market readiness and college preparation which im- pact the business community as they seek to find eligible and qualified candidates to fulfill open roles within the business.

Describe any major changes that may have an economic impact, such as planned local or re- gional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for work- force development, business support or infrastructure these changes may create.

The COVID-19 Pandemic has impacted the City of Fairfield’s business. As restrictions are being lifted, the business community will begin to cover. As of quarter 3, 2021, There received 212 new business licenses, which was 51% greater than quarter 3 of 2020. The unemployment rate con- tinues to decline as restrictions are lifted and people are back to work. The Pandemic has had the greatest impact on the business community in the City of Fairfield and the surrounding jurisdic- tions.

The Workforce Development Board supports job seekers, workers, and businesses during the pandemic. They continue to strengthen the workforce development system through their HIRRE Initiative, which allows them to focus on:
 Standardizing and aligning assessments,
 Adopting an employer-driven set of essential skills, and  Coordinating services and resources more effectively
How do the skills and education of the current workforce correspond to employment opportu- nities in the jurisdiction?
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96 37% of Fairfield's residents have completed some college, with 28% completing a bachelor’s de- gree or higher. Fairfield offers many industries for its residents to work in. As the educational attainment of Fairfield residents increases, so does the earning potential. Fairfield and the sur- rounding jurisdictions offer many employment opportunities, allowing accessibility of many in- dustries for community members of all educational attainment levels.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The Workforce Development partners with multiple organizations to deliver job training and em- ployment opportunities to community members. To adjust to the Pandemic restrictions, the Workforce Development Board also offers virtual workshops and training, making opportunities more accessible.

Solano Community College (SCC) is the only Community College in Solano County with the main campus in the City of Fairfield. SCC provides multiple job training programs such as Automotive technology, Cosmetology, Water and Wastewater Technology, and many more.

The Workforce Development Board and SCC are located in Fairfield, making it accessible. As pro- grams and funding are available, the programs and initiatives will strengthen the Fairfield com- munity and create greater economic opportunities for Fairfield’s workforce. In addition, there are at least nine educational institutions within 50 miles of Fairfield, allowing the residents expo- sure to more opportunities to increase their education and income.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? No, The City of Fairfield does not have a Comprehensive Economic Development Strategy.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

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97 MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
The 2022-2027 City of Fairfield Analysis of Impediments to Fair Housing Choice, which utilized the data provided by HUD for the Analysis of Fair Housing, presented jurisdiction-specific data relevant to this section which will be included here. Concentration is defined as areas of extreme or high poverty defined by the US census as areas with 40% of the tract population living below the federal poverty threshold.

Households with incomes at 30% and 50% AMI experience a greater degree of housing problems than other income groups. 67% of households with income below 100% AMI experience a hous- ing problem. In addition, extremely-low income American Indian/Alaska Native, low-income Black/African American and Pacific Islanders households have disproportionate housing needs. (See the discussion in Section NA-15.)
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") Racially or ethnically concentrated areas of poverty(R/ECAPs) are geographic areas with signifi- cant concentrations of poverty and racial or ethnic minorities. HUD has developed a census- tract-based definition of R/ECAPs areas with a non-White population of 50 percent or more. Cen- sus tracts in which 40 percent or more of the individuals live at or below the poverty limit or have a poverty rate three times the average poverty rate for the metropolitan area, whichever thresh- old is lower. Under this definition, there is only one R/ECAP in the City of Fairfield, in census tract 2526.07, and is listed as on the Federal Opportunity Zones. However, t he criteria used to define a R/ECAP rely on the federal poverty level. They do not fully capture poverty levels in areas with a high cost of living, such as the San Francisco Bay Area. A more inclusive definition of concentra- tion includes census tracts that have poverty rates of 25 percent or more.

What are the characteristics of the market in these areas/neighborhoods? The R/ECAP area has homes and apartments that are priced below the median market rates for sales and rents.

Are there any community assets in these areas/neighborhoods? Community assets are typically facilities such as schools, libraries, community centers, parks, and access/proximity to commercial centers or establishments, including grocery stores, general mer- chandise stores, and pharmacy retailers. In this R/ECAP neighborhood, there are several retailers, small non-brand hotels, service commercial and multi-family residential units.

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98 Are there other strategic opportunities in any of these areas? The City of Fairfield has been engaged in an ongoing process to revitalize Downtown Fairfield, spurring investment and development in the area. This presents a key opportunity to leverage the private investment in the Downtown area and continue to pursue public/private partnerships to complete a range of projects.

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99 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)

Describe the need for broadband wiring and connections for households, including lo w- and moderate-income households and neighborhoods.

Broadband is essential to modern life. It is an engine of economic possibility, educational op- portunity, civic engagement, and access to health care. People and communities that lack broadband and its means are falling behind. Lack of broadband is not just a matter of geogra- phy or density; income, education, disability status, age, race, and ethnicity correlate with lower broadband adoption. In other words, the poor, the less educated, the differently-abled, seniors, and people of color also feel the costs of the digital divide. The Covid-19 pandemic has reinforced our reliance on broadband and the importance of closing the divide. With school, work, and health care wholly or increasingly available online as a public health imperative, an individual’s ability to access and use broadband became the difference between fully engaging in life and being cut off.

Describe the need for increased competition by having more than one broadband Internet ser- vice provider serve the jurisdiction.

Historically, the federal government has used 10/Mbps/1Mbps and 25 Mbps/3 Mbps as standard defini- tions of broadband service, despite most broadband experts agreeing that those speeds are much too low for our current bandwidth consumption. These definitions are antiquated and reflect the speed re- quirements of decades past. Community needs, and economic recovery from the Coronavirus Pan- demic, highlight the necessity for 100/100 Mbps capacity. Most households with parents working from home and children learning at home require this capacity daily. Additionally, there are many situations where two neighboring households may not get the same internet speeds and won’t have reliable broadband speeds when the network is serving all subscribers. A common-sense approach to bringing usable and affordable broadband service to more households and businesses within a reasonable time frame will leverage the diversity of technologies and services provided, allowing for increased competi- tion.

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100

MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)

Describe the jurisdiction’s increased natural hazard risks associated with climate change.

Solano County has assessed hazard risk and the impact of hazards on lower-income communities and individuals. The last hazard mitigation report was completed in 2012, but a new plan collab- orating with FEMA is currently underway.

The City of Fairfield implemented its Sustainability & Climate Change Initiative in 2009. These documents have suggested actions that jurisdictions can take to limit greenhouse gas emissions.

Fairfield has a strong planning and regulatory foundation for a sustainable development pro- gram.

Below is a basic assessment of hazard risks facing Solano County and the City of Fairfield, followed by a general outline of how climate change may alter these hazards and their effects.

Per the Solano County Multi-Hazard Mitigation Plan, the following hazards are considered:

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101

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

The period preceding a disaster is the key phase for reducing vulnerabilities and proactively pre- venting harm. Studies show that the most vulnerable are typically the least likely to adapt to preventive measures. About 38% of those vulnerable to a 100-year flood with a 55-inch sea-level rise in Solano County earn less than $30,000. These household s are less likely than their counter- parts to afford emergency preparedness materials, buy insurance policies, and complete needed building reinforcements.

Renters are also less likely to reinforce buildings and buy insurance because making significant improvements typically lies with the property owner. In Solano Co unty, 33% of households are renters.

Following a flood event or other disaster, a range of conditions determines a victim's ability to recover and reconstruct. Important factors include mobility to relocate where opportunities arise, the ability to obtain insurance compensation for losses, and the ability to receive medical care and public services. Household income, insurance coverage, legal residency status, and race all affect individuals' vulnerability in potential flood areas.

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102

Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan discusses the City of Fairfield's priority housing and community development needs and establishes objectives intended to meet those needs and strategies to implement the objectives. Priority needs have been determined as the result of the needs assessment process.

The assessment analyzed the community setting, including housing and population characteris- tics, consultations, and an online survey. Priority needs have been grouped into four categories of objectives to meet those needs, with high priority objectives: Public Services, Non-Public Ser- vices, Fair Housing, and Administration.

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103

SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area

1 Area Name: City of Fairfield
Area Type: City of Fairfield Other
Other Target Area Description: Other
% of Low/Mod:

Revitalization Type
Other Revitalization Description
Identify the neighborhood boundaries for this target area Include specific housing and commercial characteristics of this target area How did your consultation and citizen participation process help you to identify this target area?

Identify the needs in this target area
What are the opportunities for improvement in this target area Are these barriers to improvement in this target area?

2 Area Name: Low/Mod Area
Area Type: Low income Census Tracts Local Target
Area Other Target Area Description: Other
% of Low/Mod:

Revitalization Type
Other Revitalization Description Comprehensive
Identify the neighborhood boundaries for this target area Include specific housing and commercial characteristics of this target area How did your consultation and citizen participation process help you to identify this target area?

Identify the needs in this target area
Table 27 - Geographic Priority Areas

General Allocation Priorities
The City of Fairfield will be providing support for services and projects throughout the entire City.

Infrastructure and Public Facilities projects will be concentrated and limited to the Low-income Census tracts.

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104

SP-25 Priority Needs - 91.215(a)(2)
Priority Needs

1 Priority Need Name Public Services
Priority Level High
Population Extremely Low, Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly, Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic Areas Affected Citywide
Associated Goals PS-1: Homelessness
Ps-2: Homeless Prevention
PS-3: Youth
PS-4: Special Needs Populations
Description The public Services Priority addresses the need to provide various public services to low-to-moderate-income persons, including homeless and non-homeless special needs populations in the City.

Basis for Relative Priority The priority needs for public service activities are based on special needs populations, such as the homeless, persons with disabilities, elderly/frail elderly, and persons with disabilities within the City.

This information is found within the Needs Assessment and Market Analysis of this Plan. Special needs populations and the general low-income population of the City typically have limited access to various public services.

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Priority Need Name Non-Public Services

2 Priority Level High
Population Extremely Low, Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly, Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic Areas Affected City Wide
Associated Goals NPS 1: Affordable Housing
NPS2: Public Facilities and Infrastructure
NPS3: Economic Development
Description The Non-Public Service Need addresses the high priority needs in the City that do not meet the Public Service category. The priority is further divided into various objectives to address this priority which are found in the Goals section of the Strategic Plan.

Basis for Relative Priority This priority is a high priority in the City and is based upon the Market Assessment of this plan and the community needs
survey that was distributed via our website and various other public events.

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3 Priority Need
Name
Fair Housing
Priority Level High
Population Extremely Low, Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly, Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic Ar-
eas Affected
City Wide
Associated Goals FH-1: Fair Housing
Description The Fair Housing Goal is to address the needs of Fair Housing to Affirmatively Further Fair Housing throughout the community.

Basis for Relative
Priority
This priority is set to ensure that the City and the residents have adequate knowledge of their Fair Housing Rights. This priority was set based upon Con- sultation with the Fair Housing Advocates within the community and the Com- munity Needs survey.

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107

Table 28 – Priority Needs Summary

4 Priority Need
Name
Administration
Priority Level HIGH
Population Other
Geographic Ar-
eas Affected
City Wide
Associated Goals AD-1:

Description General Administration of the Community Development Block Grant Program.

Basis for Relative
Priority
Required by HUD
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108

SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant-Based
Rental Assis-
tance (TBRA)
The City of Fairfield has a lack of affordable housing for lower-income households.

There is a significant need for new affordable housing units and rehabilitation and preservation of existing housing. Therefore, the City uses CDBG and Low- and Mod- erate-income Asset Funds (LMIAHF) for acquisition and rehabilitation. The City of Fairfield Housing Authority administers the TBRA through State HOME funds. The TBRA program addresses the needs of homeless or near homeless individuals in the City.

TBRA for
Non-Home-
less Special
Needs
As stated above, TBRA is provided through the Fairfield Housing Authority. In re- sponse to the COVID-19 crisis, the need for TBRA has increased. The City will use the available TBRA funds to assist near-homeless individuals in regaining stability.

New Unit Pro-
duction
The City uses LMIAHF funds to aid in new unit production. CDBG funds cannot be used for new construction but may support new construction through site acquisi- tion or infrastructure improvements.

Rehabilitation The City of Fairfield has a Housing Revolving Loan fund that is used for housing ac- tivities. These funds are used to used support owner-occupied and rental single- family home rehabilitation.

Acquisition,
including
preservation
As developers seek funding for the acquisition of land or property, CDBG funds are often used to assist with the development and rehabilitation of affordable housing units.

Table 62 – Influence of Market Conditions

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109

SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
The funding allocation below reflects all funds reasonably expected for Fiscal Year 2022 -2023. During the Five-Year Consolidated Plan Period, Fairfield anticipates receiving approximately $4million in CDBG funds. As shown in the table below. In addition to CDBG funds other potential funding sources available to address housing and community development needs in Fairfield include HOME funds through the State Department of Housing and Community Development’s HOME Program, state and federal Low-Income Housing Tax Credit, CalHome, and Housing Choice Vouchers. However despite these potential resources, funding is not expected to be sufficient to address all needs identified in the Consolidated Plan. Funding shortages are consistely the most significant barrier to fu lly addressing Packet Page 234 of 765Attachment 4 Page 109 of 158

110

Fairfield’s housing and community development needs.

Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount Availa-
ble Remainder
of ConPlan
$
Narrative Descrip-
tion Annual Al-
location: $
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG Public-federal Acquisition
Admin and Plan-
ning
Economic Devel-
opment
Housing
Public Improve-
ments
Public Services
$794,520 $0 $ 826,045.26 $1,620,565.26 $3,182,435 Prior Year Resources includes
$163,718.57 in Prior
year entitle-ment
funds $520,712 in
Housing Revolving
Loan Funds and
$141,614.78 In
Econ-comic Devel-
opment Revolving
Loan Funds
Other
Housing
Successor
Funds
Public-local Fair Housing Ser-
vices
$44,000 $0 $0 $220,000 $220,000 The City anticipates
utilizing LMIHAF to
fund Fair Housing
Services during the
Consolidated Plan
period.

Table 63 - Anticipated Resources

Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied
Many of the activities that the City intends to fund through CDBG will require additional public and private resources, and C DBG funds will be used to leverage these other funding sources. The City of Fairfield plans to use CDBG funds for a range of activities during the five-year planning period, including sidewalk improvements, housing rehabilitation, fair housing services, and emergency shelter op- erations, consistent with activities that the City has funded in recent years.

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Housing rehabilitation grants are not typically used to leverage other resources to fund individual projects but instead prov ide a means for the residents to maintain existing housing resources . Therefore, the Housing rehab grant reduces the cost that would otherwise be associated with providing housing for the households that receive assistance through this activity.

Housing Rehab funding will serve households at or below LMI, in addition to households with income slightly above the LMI level. How- ever, at least 51 percent of the total number of units must be occupied by LMI households .

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City owns an Emergency Shelter on Ohio St. The City donated the property to an organization to operate the shelter. In addition to the shelter, the City also donated three units for transitional housing for the homeless. The TBRA program supplements the transi- tional units.

Discussion
The City strives to effectively allocate and utilize all resources at its disposal to address the most pressing needs of lower-income residents and neighborhoods in Fairfield. The breadth of projects funded show s a thoughtful approach to bringing needed services and infrastructure to Fairfield residents while successfully leveraging federal dollars. The City is committed to providing affordable housing and homeless services to the lowest income Fairfield residents, as is witnessed in the donation of the property to build a much-needed emergency shelter and transitional housing units.

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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan, including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity Type Role Geographic Area Served City of Fairfield Government Economic Development
Homelessness
Non-homeless special needs
Ownership
Planning
Rental neighborhood improve-
ments
Public facilities
Public services
Jurisdiction
Fairfield Housing
Authority
PHA Ownership, Planning, Rental Jurisdiction
Solano County
Continuum of Care
Government Homelessness Jurisdiction
Table 64 - Institutional Delivery Structure

Assess of Strengths and Gaps in the Institutional Delivery System The strengths in the institutional delivery system are the result of years of ongoing collaboration between public institutions, nonprofit organizations, and the private sector. Some of these strengths include:
 A strong, well-managed municipal government;
 A mutually beneficial exchange of services between jurisdictions and community organi- zations; and
 Close collaboration and coordination among the County of Solano, the City of Fairfield, the Fairfield Housing Authority, and a variety of nonprofits in the “Continuum of Care.

The creation of the Homeless Service Division and the Housing Services Department strengthens the delivery of services to the residents. It allows for proper coordination throughout the juris- diction and strengthens the relationship with community partners. The Housing Services Depart- ment works closely with the Homeless Services Division to gather information regarding activi- ties, funding, and homelessness planning. The Homeless Services Division Manager is the Chair of the Community Action Partnership of Solano Joint Powers Authority, serving as the HMIS Ad- ministrator and Collaborative Applicant for the local Continuum of Care, known as Housing First Solano. The COC includes representation from non-profit, governmental, fair housing service pro- viders, advocacy groups, faith-based, and other relevant community groups to implement critical strategies identified in the 5- year Plan to end Homelessness.

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The City has also established a 2-year funding cycle for the first two years of the five-year Con- solidated Plan period and a 3-year funding cycle to complete the last three years. The multiple- year funding cycle will greatly reduce the time spent completing and reviewing CDBG subrecipi- ents and staff applications.

The majority of the jurisdiction's goals and objectives within the Consolidated Plan and Annual Action Plan are met through activities that are carried out by Subrecipients that are primarily public and private agencies within the City, including non-profit organizations.

There is ongoing concern about the long-term capacity of the non-profit community during these tough budgetary times and their ability to comply with often complex federal regulations and requirements in implementing federally funded programs. Contributing factors inclu de the rela- tively low pay scale associated with non-profits leading to high staff turnover and a severe lack of ongoing training and professional development resources.

Availability of services targeted to homeless persons and persons with HIV and mainstr eam services
Homelessness Prevention Services Available in the
Community
Targeted too
Homeless
Targeted to People with
HIV
Homelessness Prevention Services
Counseling/Advocacy X X Unknown
Legal Assistance X X Unknown
Mortgage Assistance X X Unknown
Rental Assistance X X Unknown
Utilities Assistance X X Unknown
Street Outreach Services
Law Enforcement x x Unknown
Mobile Clinics x x Unknown
Other Street Outreach Services x x Unknown
Supportive Services
Alcohol & Drug Abuse x x Unknown
Child Care x x Unknown
Education x x Unknown
Employment and Employment Train-
ing
x x Unknown
Healthcare x x Unknown
HIV/AIDS Unknown Unknown Unknown
Life Skills x x Unknown
Mental Health Counseling x x Unknown
Transportation x x Unknown
Other
Other
Table 65 - Homeless Prevention Services Summary

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Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and fami- lies, families with children, veterans and their families, and unaccompanied youth) Homeless in Fairfield are coordinated through the county-wide coordinated system, Resource Connect Solano (RCS). RCS conducts a needs assessment based on vulnerability to determine an individual's needs. This needs assessment determines the type of services that an individual needs, including mental health, employment, substance abuse, shelter, and housing. The City of Fairfield does not provide mental health services. Solano County Mental Health provides mental health services for individuals throughout the county. However, these services are not open to the City for referral; therefore, it is unknown what mental health and substance abuse treatment facilities are available for those in Fairfield needing these services. The Fairfield-Suisun Unified School District provides services for unaccompanied youth, such as meals, food, motel vouchers, clothing, rental assistance, school supplies, shelter, and housing assistance.

Veteran services are provided through SHELTER Solano, where they have intense case manage- ment for homeless veterans. Additionally, Habitat for Humanity has two homes in Fairfield spe- cifically to house formerly homeless Veterans exiting from a homeless. Berkeley Food and Hous- ing provides outreach services to unsheltered homeless throughout Solano County.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above The 2020 Fairfield GAPS Analysis found the priority gaps as:
1) Housing and Shelter
a. Lack of affordable housing options
b. Lack of access to emergency shelter beds and other stabilizing residential pro- grams
2) Access to the System of Services
a. Lack of centralized services
b. Lack of education about Coordinated Entry and other services and resources in the homeless system of care
c. Accessibility of Coordinated Entry Access Points
d. Lack of comprehensive HMIS participation
3) Outreach, Case Management, and Referrals
a. Lack of robust outreach program
b. Lack of partnerships between agencies for site-based outreach 4) Basic Needs Services
a. Lack of transportation options both within Fairfield and to neighboring cities b. Lack of 24-hour services in a centralized location
5) Children, Youth, and Aging Adults
a. Lack of housing and supportive services opportunities specific to families with chil- dren and aging adults
b. Lack of health and behavioral health services for youth 6) Health and Behavioral Health Services
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a. Lack of health care options for clients in non-emergency settings b. Lack of behavioral health and substance abuse treatment options c. Lack of ability of clients to adhere to COVID-19 public health guidelines 7) Education, Skill Building, and Employment Services
a. High barriers to employment and lack of employment opportunities for clients 8) Community Engagement and Support
a. Incomplete understanding of homelessness exists among some community mem- bers
b. Some community members are unaware of non-emergency responses to home- lessness

Provide a summary of the strategy for overcoming gaps in the institutional structure and ser- vice delivery system for carrying out a strategy to address priority needs The City adopted a Comprehensive Homeless Strategy beginning in 2017 based on nationwide proven models, such as Housing First. The Fairfield GAPS Analysis provided recommendations based on the identified gaps. The Homeless Services Division will be presenting these to the Fair- field City Council for consideration during the 2022 Strategic Planning Sessions. These include such recommendations as creating a Tiny Home Village and motel conversions, to name a few.

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SP-45 Goals Summary – 91.215(a)(4) Goals Summary Information Sort
Order
Goal Name Start
Year
End Year Category Geographic
Area
Needs Ad-
dressed
Funding Goal Outcome Indicator
1 Homeless Services 2022 2027 Homeless Citywide Homeless CDBG: $158,000 Homeless Person Overnight Shelter:
600 persons Assisted

2 Homeless Preven-
tion
2022 2027 Homeless Citywide Homeless CDBG: $158,000 Tenant Based Rental Assistance/rapid rehousing: 20 Households assisted
Homelessness Prevention: 150 per-
sons Assisted
3 Youth 2022 2027 Non-Housing Com-
munity Develop-
ment
Citywide Non-Housing
Community
Development
CDBG: $160,000 Public Service activities other than
Low/Moderate Income Housing Bene-
fit: 300 Persons assisted
4 Non-Homeless Spe-
cial Needs Popula-
tion
2022 2027 Non-Homeless Spe-
cial Needs Non-
Housing Commu-
nity Development
Citywide Non-Housing
Community
Development
CDBG: $160,000 Public Service activities other than
Low/Moderate Income Housing Bene-
fit 350 Households Assisted
5 Affordable Housing 2022 2027 Affordable Housing Citywide Affordable Housing
CDBG:$500,000 Rental Units rehabilitated: 50 House-
hold Housing unit
Homeowner Housing Rehabilitated:
10 Household housing unit
6 Public Facilities and
Infrastructure
2022 2027 Non-Housing Com-
munity Develop-
ment
Citywide Non-Housing
Community
Development
CDBG:$2,751,112 Public Facility or Infrastructure Activi- ties other than Low/Moderate In-
come Housing Benefit: 5,000 Persons
Assisted
7 Economic Develop-
ment
2022 2027 Non-Housing Com-
munity Develop-
ment
Citywide Non-Housing
Community
Development
CDBG:$300,000 Jobs created/retained: 10 jobs
Businesses Assisted: 5 businesses as-
sisted
8 Fair Housing 2022 2027 Non-Housing Com-
munity Develop-
ment
Citywide Non-Housing
Community
Development
LMIHAF: $220,000 Public service activities other than
Low/Moderate Income Housing Bene-
fit:
200 Persons Assisted
9 Administration 2022 2027 Administration Citywide Administra- tion
CDBG: $846,496 Other: 5 others
Table 6629 – Goals Summary
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Goal Descriptions
1 Goal Name Homeless Services
Description Support and expand services to unhoused residents, including street outreach, case management, housing search assistance, emergency s helter, and other services.
2 Goal Name Homeless Prevention
Description Expand existing homeless prevention services for at-risk residents, including emergency rental assistance, legal assistance, tenant/landlord media- tion, and financial management training for lower-income residents. 3 Goal Name Youth
Description Increase enrichment, life skills, and recreational opportunities for low to moderate-income youth, foster youth, and abused children. 4 Goal Name Special Needs Populations Services
Description Increase opportunities for persons with special needs, eld erly, frail elderly, and persons with physical, mental, and developmental disabilities to be housed, become more independent and be protected from discriminatory practices. 5 Goal Name Affordable Housing
Description Maintain and preserve the existing affordable housing stock, including rental units and single -family properties owned and occupied by lower- income households.
6 Goal Name Public Facilities and Infrastructure
Description Create, preserve, and improve facilities and infrastructures that serve low-income neighborhoods, homeless, and special needs populations. 7 Goal Name Economic Development
Description The Economic Development Revolving Loan fund reduces the number of persons with incomes below the poverty level and expands economic opportunities for very low- and low-income residents.
8 Goal Name Fair Housing
Description Promote the Affirmatively Furthering Fair Housing policy by eliminating discrimination in housing choice by providing fair housing counseling, investigation, mediation, enforcement, and education.
9 Goal Name Administration
Description The administration will support the development of a thriving Fairfield community, especially for low- and moderate-income persons, by providing general management, oversight, coordination, public information and engagement, and administration of the CDBG grant in a fis cally responsible manner.

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Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City of Fairfield does not currently have a HOME grant.

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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Com- pliance Agreement)
The City of Fairfield does not have a voluntary compliance agreement.

Activities to Increase Resident Involvements
The FHA does not have public housing; however, the Resident Advisory Board (RAB) participates in the planning of the 5year and annual plan for the Housing Authority.

Is the public housing agency designated as troubled under 24 CFR part 902? The FHA is not designated as troubled.

Plan to remove the ‘troubled’ designation
This does not apply.

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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Site improvement standards establish infrastructure or require services to support new residen- tial development such as streets, sidewalks, water and sewer, drainage, curbs and gutters, street signs, park dedications, utility easements, and landscaping. While these improvements are nec- essary to ensure that new housing meets the local jurisdiction’s development goals, the cost of these requirements can represent a significant share of the cost of producing new housing. As stated in HUD’s study of Subdivision Requirements as a Regulatory Barrier, such requirements can reasonably be considered regulatory barriers to aff ordable housing if the jurisdiction deter- mined requirements are greater (and hence, more costly) than those necessary to achieve health and safety requirements in the community. Subdivision requirements address streets, water, sewer, and drainage facilities; park, school, and other development fees; and tree planting. These standards and fees, while related to legitimate health, safety, and public service needs, nonethe- less increase development costs. According to the Housing Element, City fees add another $30,000 in costs, and streets, sewers, sidewalks, water lines, and off-site improvement costs can be substantial for many new subdivisions.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City is currently in review of the Housing Element and General Plan and reviewing the re- quired stragies needed to remove the barriers to affordable housing.

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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individ- ual needs
The Fairfield City Council recently revised its comprehensive Homeless Strategy and formally cre- ated a Homeless Services Division in the City Manager’s Office to manage the City’s response to homelessness. The Homeless Services Division coordinates with other City departments using a hands-on approach to develop best practices for public policies for the City. The Homeless Ser- vices Division also allows the City to guide its participation in ongoing regional planning activities.

This strategy allows coordination of activities with service providers, stakeholders, and affected citizens to ensure an efficient and effective system offering everyone access to shelter, food, employment, housing, and other basic needs and opportunities. Through the many col labora- tions and partnerships, the City is able to address the needs of the homeless population.

Several agencies in Solano County provide a variety of homeless outreach and supportive ser- vices, including short-term or one-time rental and move-in financial assistance to help families obtain and keep permanent housing. Services include housing search assistance, employment training, and placement, financial literacy, mental and behavioral health services.

At the end of June 2021, the Homeless Services Division was approved to add four new Homeless Housing Navigator positions to its staff. The City has also developed and will implement a new Homeless Case Management System, Apricot. This system will provide real-time, participant- driven detail on the state of homelessness in Fairfield by tracking interactions with those seeking services, field contacts, homeless fires, and encampment cleanups to tailor the City’s homeless strategy and resources toward actual need. The system will also integrate with the local HMIS and collaborate with local service provider efforts.

Fairfield’s Police Department increased staffing on the HIT Team. This will allow for more out- reach and case management for the homeless community. Additionally, the HIT Team now works with the Apricot 360 case management system and the county-wide Coordinated Entry System to better collaborate on available resources and triage based on immediate need. The HIT Team conducts regular regional outreach efforts in partnership with area law enforcement, social ser- vices, mental health, healthcare, shelter services, animal care, and crisis intervention teams to contact the homeless where they are and connect them to resources. Due to the Covid -19 pan- demic, Solano County Behavioral Health is partnering with local jurisdictions and service provid- ers to perform coordinated regional outreach throughout the county.

The Homeless Services Division facilitated its first monthly Homeless Services Collaborative meet- ing via Zoom and now meets regularly. The collaborative’s goals are to be action-based and im- plement goals and objectives to better serve Fairfield homeless. The Homeless Services Collabo- rative consists of executives of local entities ready to work together on a policy level to achieve positive change in our community. The group understands that it is important to advocate and promote each other’s programs to provide the most cohesive approach to serving our Fairfield homeless and building on our networks.

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The City also contracts with Homebase, Center for Common Concerns, to conduct a Gaps Analysis about the needs and impacts of homelessness specific to Fairfield. The gaps analysis was con- ducted as part of the ongoing efforts by the City of Fairfield to lead a strategic, community-based response to homelessness. Through an analysis of the local housing and services system, this report integrates the perspectives of homeless service providers, stakeholders, individuals expe- riencing homelessness, and other community members to create a comprehensive portrait of the homelessness system of care, emphasizing existing gaps opportunities for growth. This anal- ysis further provides several recommendations to enhance the efficacy and efficiency of the local homeless system.

Addressing the emergency and transitional housing needs of homeless persons Emergency Shelter. The City of Fairfield supports SHELTER Solano with CDBG funds. SHELTER Inc. has operated this shelter since February 2019. This 130-bed homeless shelter for unsheltered individuals and families is located at 310 Beck Ave. in Fairfield and is now just one of several of the City’s homeless shelters.

Through an MHSA and Homeless Mentally Ill Outreach and Treatment Program (HMIOT) funding, Solano County Behavior Health contracts with Shelter Solano to provide emergency shelter hous- ing services for eligible seriously mentally ill adults for a maximum of 9 months, targeting a typical length of stay of under six months. The program provides case management support to build the skills necessary to secure permanent housing upon discharge.

In 2019, Solano obtained an additional $3,000,000 in HEAP one-time funding to construct a com- mercial kitchen on-site. $397,974 in CDBG funds are being leveraged with HEAP funds to meet the budget gap in order to complete this critically needed kitchen and thus, increase capacity.

SHELTER Solano utilizes a Housing First model. The individual enters the program, getting their basic needs met first (shelter, food, and safety), then gaining an initial sense of stability, focusing on sobriety, health and wellness, employment, and housing. In 2020, SHELTER Inc. provided ser- vices to 235 unduplicated Fairfield homeless residents by leveraging CDBG funds with other pro- gram funds. 27% of the participants exited to permanent or temporary destinations.

After initial reports of COVID, SHELTER, Inc. immediately began creating an evidence-based Tele- Case Management program to include new policies and procedures to be added to their Case Management model. The telehealth component to care allowed the case manager to meet with their clients and work toward goal planning and completion via phone, email, text, and video chat. If an interruption in onsite services occurred, SHELTER, Inc. implemented offering services virtually. As a congregate shelter, they created and continue social distancing on campus, which continues to be a struggle.

SHELTER Solano also operated Project Roomkey from May 2020 until May 2021 in Fairfield, providing shelter, support, and services to 156 unduplicated participants utilizing funds leveraged through Fairfield’s one-time COVID-19 CARE allocation and CAP Solano. This program has been completed after extensive efforts to transition participants to permanent supportive housing us- ing VASH Vouchers and rental assistance for deposits.

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SHELTER Solano is now being converted to a regional homeless navigation center in partnership with most Solano County cities and will serve as one of three satellite facilities serving the county to reduce barriers to exiting homelessness.

The City of Fairfield secured the Ohio Street Transitional Shelter operator through a procurement process. The shelter will serve the Fairfield community offering 24-hour emergency shelter beds, meals, and case management services to the homeless community.

Transitional Housing (TH)
According to the 2019 HIC, Solano County curre ntly has 99 Transitional Housing beds adminis- tered by Caminar, Community Action NorthBay (CAN-B), First Place for Youth, Solano Dream Cen- ter, Mission Samoa, and Vacaville Social Services Corporation. Twenty-two of these beds are CoC- funded Transitional Housing with Rapid Rehousing program available annually through the CoC competition. Twelve are funded by the VA Grants Per Diem (GPD) grant. Sixteen of these beds are dedicated to homeless youth, 37 for families with children, and 12 to homeless veterans.

Additionally, Solano has ten beds of medical respite, a temporary housing facility for homeless individuals discharged from a hospital.

Resource Connect Solano (RCS) operates the Housing First Solano Continuum of Care (CoC) Co- ordinated Entry System (CES). CES focuses on housing and service coordination designed to link homeless people to the most appropriate housing solution based on their needs. The COVID pan- demic has significantly impacted RCS and the homeless to provide in -person services. However, RCS continued its efforts to fill vacant positions and increase community collaboration to assist the homeless as RCS understands that the system’s optimal operation is contingent upon com- munity partnerships.

Prevention and Diversion
Prevention and Diversion programs help individuals and families who are recently homeless or at imminent risk of homelessness identify alternative housing solutions and connect to services and financial support to return to permanent housing as quickly as possible. Prevention and Di- version programs are aligned with Community Action Partnership Solano (CAP Solano) Joint Power’s Authority’s Strategic Plan to reduce the number of people entering homelessness by 50% within five years of March 2017.

The City adopted a Comprehensive Homeless Strategy in 2017 and revised it in 2020 to further strengthen Fairfield's homeless population's overall continuum of services. The five key compo- nents of the Homeless Strategy are:
1) Protect the Health and Safety of Fairfield Residents a. Enforce existing City ordinances/laws with respect to criminal activities in and about homeless locations
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a. Seek and secure grant funding for all types of shelter & housing within the contin- uum of services
b. Explore and implement innovative housing solutions based on proven outcomes c. Develop public/private partnerships to build a full continuum of housing opportu- nities that includes wrap-around services
3) Strengthen System of Care Services & Programs
a. Seek and secure grant funding for homeless housing, prevention, and diversion b. Support public/private partnerships to provide direct outreach to hom eless c. Quickly and efficiently connect persons in need to appropriate resources 4) Improve Public Policies and Community Engagement
a. Update and support local and state policies that protect residents & reduce home- less related criminal activity
b. Enhance access to housing & homeless services through public awareness educa- tion strategy
c. Increase awareness of housing, homeless issues, and City efforts in Fairfield 5) Strengthen Regional Capacity to Address Homelessness a. Support CAP Solano JPA regional efforts to respond to homelessness b. Support efforts to streamline Coordinated Entry approach to expedite referrals for housing & supportive services
c. Partner with County on housing and shelter sustainability & supportive services In July 2020, the City formalized a Homeless Services Division in the City Manager’s Office specif- ically to implement and oversee the Homeless Strategy by working with the City Departments and outside stakeholders, secure state and federal funding, and effect policy that permanently reduces homelessness. The Homeless Services Division created a Five-Year Plan to reduce home- lessness in Fairfield by 50%, primarily by creating various sheltering and housing services in line with the full continuum of homeless services.

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SP-65 Lead-based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The Housing Division of the City of Fairfield uses CDBG funds to operate a Lead-Based Paint Abatement Program that is typically implemented as part of the City’s Rehabilitation Loan Pro- gram for low-income residents and plans to continue this program during the five-year planning period. All low-income residents of Fairfield are eligible for the program and lead-based paint testing. Most housing units assisted with CDBG funds were built before 1978 and are therefore impacted by lead-based paint regulations. Units built before 1978 that are assisted with CDBG funds are inspected and tested for lead hazards, and all construction activities are monitored for compliance with HUD's Safe Work Practices. Clearance testing is conducted at the completion of the projects to ensure that the site is free of hazards and safe for occupancy. In additio n to the Lead-Based Paint Program, the City of Fairfield also performs lead-based paint testing on any properties affected by CDBG funds and built before 1978.

How are the actions listed above related to the extent of lead poisoning and hazards? As discussed above, units constructed before 1978 are tested for lead-based paint hazards, which is consistent with the factors associated with the risk of lead-based paint hazards. The Housing Division will continue to implement the Lead-Based Paint Abatement Program and reduce lead- based paint hazards per HUD regulations and guidelines.

How are the actions listed above integrated into housing policies and procedures? Actions to address lead-based paint programs are thoroughly integrated into housing policies and procedures due to testing and remediation of lead hazards through the City’s Housing Rehabili- tation Program and Housing Choice Voucher Program. The Specialist in charge of the Rehabilita- tion Loan Program is certified as a lead-based paint inspector and risk assessor with the California Department of Public Health. The City also distributes information on lead-based paint to partic- ipants in the Housing Choice Voucher Program and Housing Rehabilitation Loan Program. In ad- dition, the City specifically prohibits contractors that participate in City housing programs from using lead-based paint in their work.

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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The objectives and strategies of this Consolidated Plan are focused on reducing the number of families living in poverty, improving the quality of life for the poorest of families living in Fairfield, and lessening the impacts of poverty. Strategies include those addressing the preservation of affordable housing, emergency housing, and services for Fairfield persons experiencing home- lessness, public investment in infrastructure to improve the quality of life in lower-income areas, and economic development activities.

The movement of people above the poverty line involves a variety of policies and programs that extend beyond providing opportunities for employment at a living wage. Access to education, transportation, childcare, and housing are key components that can assist persons in securing and retaining economically self-sustaining employment.

The City of Fairfield employs various strategies to help alleviate poverty, including stimulating economic growth and job opportunities and providing Fairfield residents with the skills and abil- ities required to take advantage of those opportunities. CDBG funds are utilized to provide grants to non-profit agencies to operate public services programs and funding to address fair housing issues in the community, which directly impacts poverty-level individuals and families.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City of Fairfield Strategic Plan allocates funding through the Revolving Loan Program to help seniors and very low-income residents to fix up their deteriorating homes and age in place.

The plan provides a comprehensive array of services for unhoused residents or those at risk , in- cluding outreach from the Homeless Intervention Team (HIT), connectivity to 2-1-1 resources, emergency shelter, transitional housing, and many other resources for the unhoused population.

It also helps keep low-income residents from becoming homeless by providing eviction preven- tion assistance through tenant/landlord counseling, eviction legal advice, fair housing services, rental, and utility assistance. Finally, it provides hot meals five days per week for those in need.

An array of services assists vulnerable special needs populations such as the elderly and those with disabilities, providing advocacy in care facilities, hot meals to those who are homebound, independent living skills to those with vision impairments, and legal and care management ser- vices for older adults. The Plan provides advocacy for foster youth, emergency child shelter, and respite services for struggling families and children . The Fairfield Strategic Plan of the Consoli- dated Plan for 2022-27 strives to provide a thoughtful and extensive array of services to lower- income Fairfield residents.

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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities car- ried out in furtherance of the plan and will use to ensure long -term compliance with require- ments of the programs involved, including minority business outreach and the comprehensive planning requirements
The City of Fairfield works diligently to oversee all CDBG-funded activities to ensure compliance with federal regulations and timeliness in accomplishing goals and drawing down funds. Al l ac- tivities are on schedule, and grant disbursements are made in a timely manner, with all expend- itures matching the letter of credit disbursements.

The City of Fairfield conducts an initial Pre-Award Risk Analysis with an application's initial review and annually conducts a Post Award Risk Analysis on all subrecipients. The risk analysis is main- tained in a spreadsheet for the entire Consolidated Plan period, so agency risk scores and moni- toring can be easily reviewed.

The City conducts a rigorous desk monitoring of all subrecipients every quarter. Quarterly reports are thoroughly reviewed to compare contract goals to achievements, racial and ethnic distribu- tion of persons served with the Fairfield population, in general, to look for racial disparities in service delivery, income level of persons served, and issues reported with program delivery.

Board minutes are required for the quarter and are reviewed for a big -picture perspective of agency challenges and successes.

The quarterly financial monitoring includes a review of the required sources and uses of the budget to gauge progress in obtaining program financial support from non -CDBG sources. Re- quired Expense Summary reports and backup are carefully reviewed to ensure compliance with 2 CFR 200 Uniform Administrative Requirements and other HUD regulations before payment is released. Most projects and programs submit an independent financial audit annually.

To ensure FHEO compliance, CDBG staff collects data in the application about the accessibility of facilities, language outreach, and translation of materials. Additionally, in the final report, sub- recipients provide detailed information about services to clients with limited English proficiency, numbers of staff who speak Spanish and other languages, materials translated into other lan- guages, and more.

In addition to the quarterly desk monitoring of the programs, staff perform s risk analysis on all sub-recipients. Those scoring in range for high risk and medium risk receive a physical site moni- toring. During site monitoring, there is an inspection of the site for ADA access to verify the in- formation presented in the application and other documents staff are interviewed, and there is a review of quarterly report and project files. City staff also documents internal controls for fi- nancials.

All monitoring contact letters, the completed joint monitoring forms, final monitoring results, and any follow-up communication about the monitoring are electronically submitted and stored in the City Data Services online reporting system and the physical file for the sub-recipient.

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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction The funding allocation below reflects all funds reasonably expected for Fiscal Year 2022-2023. During the Five-Year Consolidated Plan Period, Fairfield anticipates receiving approximately $4million in CDBG funds. As shown in the table below. In addi- tion to CDBG funds other potential funding sources available to address housing and community development needs in Fairfield in- clude HOME funds through the State Department of Housing and Community Development’s HOME Program, state and federal Low - Income Housing Tax Credis, CalHome, and Housing Choice Vouchers. However despite these potential resources, funding is not ex- pected to be sufficient to address all needs identified in the Consolidated Plan. Funding shortages are consistely the most s ignificant Packet Page 253 of 765Attachment 4 Page 128 of 158

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barrier to fully addressing Fairfield’s housing and community development needs.

Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual Allo-
cation: $
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG Public-
Federal
Acquisition
Admin and
Plannin
Economic De-
velopment
Housing
Public Im-
porvements
Public Ser-
vices
$794,520 $0 $826,045.26 $1,620,565.26 $3,182,435 Prior Year Resources includes $163,718.57
in Prior year entitle-
ment funds $520,712
in Housing Revolving
Loan Funds and
$141,614.78 In Econ-
comic Development
Revolving Loan Funds
1st Amendment: Re-
programming
$154,000 in ED RLF
Funds to the Pallet
Shelter Project
Table 30 - Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied
Although CDBG regulations do not require matching funding, many of the activities t hat the City intends to fund through CDBG will require additional public and private resources, and CDBG funds will be used to leverage th ose other funding sources. The Prior Year Resources consist of the following: $141,614 Economic Development Revolving Loan Fund, $520,712 Housing Revolving Loan Fund, and $163,718.57 of prior year Entitlement funds. The City has a history of using CDBG funds to leverage General Fund revenue and Packet Page 254 of 765Attachment 4 Page 129 of 158

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other resources to complete sidewalk improvements and fund fair housing services and emergency shelter operations and anticipates continuing to fund these activities similarly during the five -year planning period.

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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City owns buildings that have been donated to an operator to operate the Ohio Street Emer- gency Shelter. Included with the Emergency Shelter are three units for transitional housing and supplemented by the TBRA Program.

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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Order Goal Name Start
Year
End Year Category Geographic
Area
Needs Ad-
dressed
Funding Goal Outcome Indicator
1 Special Popula-
tions
2022 2023 Non-Hous-
ing and
Community
Develop-
ment
City of Fair-
field
Elder and
Disabled
CDBG: $55,750 Public Service Activities other than
Low/Moderate Income Housing Benefit
220 Persons
2 Youth Services 2022 2023 Non-Hous-
ing Com-
munity De-
velopment
City of Fair-
field
Youth Ser-
vices
CDBG: $43,428 Public Service Activities other than
Low/Moderate Income Housing Benefit 50
Persons
3 Homelessness 2022 2023 Non-Hous-
ing Com-
munity De-
velopment
City of Fair-
field
Homeless CDBG: $20,000 Public service activities other than Low/Moderate Income Housing Benefit:
20 Persons Assisted
4 Public Facilities &
Infrastructure
2022 2023 Non-Hous-
ing Com-
munity De-
velopment
City of Fair-
field
Infrastruc-
ture Devel-
opment
CDBG:$ 516,438 Public Facility or Infrastructure Activities other than Low/Moderate Income Housing
Benefit: 5,000 Persons Assisted
5 Affordable Hous-
ing
2022 2023 Affordable
Housing
City of Fair-
field
Affordable
Housing
CDBG: $350,000 Homeowner Housing Rehabilitated: 10
Household Housing Unit
6 Fair Housing 2022 2023 Non-Hous-
ing and
Community
Develop-
ment
City of Fair-
field
Fair Hous-
ing
Housing Succes-
sor Funds:
$46,550
Public Facility or Infrastructure Activities
other than Low/Moderate Income Housing
Benefit: 50 Persons Assisted
7 Administration 2022 2023 City of Fair-
field
Admin-
istration
CDBG: $158,904 Other: 1 Other
Table 68 – Goals Summary
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Goal Descriptions
1 Goal Name Special Needs Population
Goal Description Increase opportunities for persons with special needs, elderly, frail elderly, and persons with physical, mental, and developmental disabilities to be housed, become more independent and be protected from discriminatory practices.
2 Goal Name Youth Services
Goal Description Increase enrichment, life skills, and recreational opportunities for low to moderate-income youth, foster youth, and abused children.
3 Goal Name Homeless Services
Goal Description Support and expand services to unhoused residents, including street outreach, case management, housing search assistance, emergency shelter, and other services. 4 Goal Name Homeless Prevention
Goal Description Expand existing homeless prevention services for at -risk residents, including emergency rental assistance, legal assistance, tenant/landlord mediation, and money management for lower -income residents. 5 Goal Name Economic Development
Goal Description Will be funded through the City’s Revolving Loan Fund to reduce the number of persons with incomes below the poverty level and expand economic opportunities for very low- and low-income residents. 6 Goal Name Affordable Housing
Goal Description Maintain and preserve the existing affordable housing stock, including rental units and single -family prop- erties owned and occupied by lower-income households.
7 Goal Name Fair Housing
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Goal Description Promote the Affirmatively Furthering Fair Housing policy by eliminating discrimination in housing choice by providing fair housing counseling, investigation, mediation, enforcement, and education. 8 Goal Name Administration
Goal Description The City will maximize the 20% funding cap towards program administration. The administration will sup- port the development of a thriving Fairfield community, especially for low- and moderate-income persons, by providing general management, oversight, coordination, public information and engagement, and ad- ministration of the CDBG grant in a fiscally responsible manner.

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Projects
AP-35 Projects – 91.220(d)
Introduction
The Projects listed below will be funded during the first year of the Consolidated Plan.

Projects
# Project Name
1 Financial Literacy
2 Motel Nights
3 Elder Nutrition Program (2022)
4 Ombudsman Services (2022)
5 Independent Living (2022)
6 Tutoring Program (2022)
7 Youth Scholarship (2022)
8 Youth Stipend (2022)
9 The Courage Center
10 CDBG Administration
11 Linear Trail Light Repair
12 Housing Rehabilitation Program (2022)
13 Pallet Shelter Project
Table 69 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The Action Plan targets resources to residents in the City of Fairfield, and represents all of the highest priorities identified in the Consolidated Plan. This includes the City's most vulnerable residents who are homeless, the special needs populations, as well as youth from lower income households. The Action Plan also addresses the housing needs of lower income households, especially those in identified lower income census tracts and block groups.

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AP-38 Project Summary
Project Summary Information
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1 Project Name Financial Literacy
Target Area City of Fairfield
Goals Supported Homeless Prevention
Needs Addressed Public Services
Funding CDBG: $10,000
Description HERA's Financial Stability Legal Services Project addresses the need of low-income Fairfield residents for legal services to address fair housing and other housing related concerns, low-income homeowner home preservation concerns, and the broad range of debt and credit problems that threaten the ability of low-income tenants and homeowners to keep their home.

Target Date 6/30/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
15 Low-to Moderate Income families
Location Description City of Fairfield
Planned Activities Provide Financial Literacy Support to individuals who are experiencing difficulties with paying rent a nd other bills 2 Project Name Motel Nights
Target Area City of Fairfield
Goals Supported Homeless
Needs Addressed Public Services
Funding CDBG: $10,000
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Description This project serves the unsheltered population primarily along the linear park by providing food and short-term motel nights and other basic needs such as masks, and bagged food Target Date 6/30/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
25 Homeless individuals
Location Description City of Fairfield
Planned Activities Provide motel nights to homeless individuals 3 Project Name Elder Nutrition Program
Target Area City of Fairfield
Goals Supported Special Needs Populations
Needs Addressed Public Services
Funding CDBG: $30,000
Description CDBG Funds will be used to support the Meals on Wheels Elder Nutrition Program. The program provides nutritious meals on a daily basis to aid in the reduction of senior malnutrition, food insecurity and to promote senior indepen d- ence and socialization through human connection. As an eyes-on program, food delivery also provides an opportunity for wellness checks and through a phone app, provide immediate feedback to the administrative office on changes or concerns that need attention. Additionally, this program helps identify other needs such case management, fall pre- vention, and other services provided by Meals on Wheels and other community partners.

Target Date 6/30/2023
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Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
50 seniors
Location Description Throughout the City of Fairfield
Planned Activities Provide hot meals to seniors who may be home bound and at congregate locations. 4 Project Name Ombudsman Services
Target Area City of Fairfield
Goals Supported Special Needs Populations
Needs Addressed Public Services
Funding $12,750
Description Empowered Aging (EA, formerly Ombudsman Services of Contra Costa, Inc.) serves older and disabled adults and their families living in Contra Costa, Solano, and Alameda County. EA protects the needs and rights of those living in long - term care, most over 65, ~30% low-income, ~3,550 across Solano County, and 1,700 in FairfeldÃ¢Â¿Â¿s 46 facilities.

Most clients served have disabilities and impairments requiring care and assistance with at least three activities of daily living, more than half experience the effects of dementia and two additional co -occurring conditions such as diabetes, heart disease, mental illness, etc.

Target Date 06/30/2022
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
135 Senior and Disabled Individuals
Location Description City of Fairfield
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Planned Activities Work with Seniors and disabled individuals who may need additional protections. 5 Project Name Independent Living
Target Area City of Fairfield
Goals Supported Special Needs Populations
Needs Addressed Public Service
Funding $13,000
Description Provide virtual and in-home independent living skills instruction and training to blind and visually impaired adults so they will maintain their independence and avoid institutionalization.

Target Date 06/30/2022
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
35 Senior and disabled low income individuals
Location Description City of Fairfield
Planned Activities Provide independant living skills and trainings. 6 Project Name Tutoring Program
Target Area City of Fairfield
Goals Supported Youth
Needs Addressed Public Services
Funding $14,428
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Description Provide tutoring services to youth in the designated low-income communities.

Target Date 06/30/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
30 low- and moderate-income individuals
Location Description Dana Drive - 1180 Dana Drive Fairfield, CA 94533; Grande Circle - 1970 Grande Circle Fairfield, CA 94533 Planned Activities Provide tutoring services to youth in the designated low-income communities. 7 Project Name Youth Scholarship
Target Area City of Fairfield
Goals Supported Youth
Needs Addressed Public Services
Funding $11,000
Description The Youth Scholarship program addresses the need for youth recreational activities for low -income families in the Fair- field community by enabling youth of low-income families to participate in Fairfield Parks and Recreation department 's fee based recreation programs and events. The funds are distributed on a sliding scale, based on family income, and subsidize 25-100% of the registration fees.

Target Date 06/30/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
15 low to moderate income individuals
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Location Description City of Fairfield
Planned Activities Provide scholarships for recreational activities for low-income individuals. 8 Project Name Youth Stipend
Target Area City of Fairfield; Low/Moderate Income Census Tracts Goals Supported Youth
Needs Addressed Public Services
Funding $10,000
Description MOVE INTO address the needs of underserved youth in the Fairfield community by providing capacity building services to racially and ethnically diverse young people from low income households who are placed at disproportionate risk of becoming disconnected from school and community to help them prepare to move into positions of leadership, deci- sion-making, and power at organizational, community, and governmental levels through base-building, leadership de- velopment, personal growth, and transformation.

Target Date 06/30/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
5 low-income disconnected youth
Location Description 2195 Union Ave Fairfield, CA 94533 Planned Activities Provide stipends to low-and moderate-income disconnected youth who participate in jobs training program. 9 Project Name The Courage Center
Target Area City of Fairfield; Low/Moderate Income Census Tracts Goals Supported Youth
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Needs Addressed Public Services
Funding $8,000
Description Solano County's Child Advocacy Center, The Courage Center, provides evidence gathering forensic interviews for child victims as well as critical services for child victims of human trafficking, sexual assault/sexual abuse, domestic violence, physical abuse, child endangerment, neglect, child pornography and children who have witnessed violence. Each child and family are referred for mental health services, case management, housing support and advocacy within the organ- ization.

Target Date 06/30/2022
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
10 Abused Youth
Location Description 1261 Travis Blvd suite 270, Fairfield, CA 94533 Planned Activities Interview and connect abused youth to proper services. 10 Project Name CDBG Administration
Target Area City of Fairfield
Goals Supported Administration
Needs Addressed Administration
Funding CDBG: $158,904
Description Administration of the CDBG program.

Target Date 6/30/2023
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Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
None
Location Description 1000 Webster St. Fairfield, CA 94533 Planned Activities Administration of the CDBG Program
11 Project Name Linear Trail Light Repair
Target Area Low/Moderate Income Census Tracts
Goals Supported Public Facilities and Infrastructure
Needs Addressed Non-Public Services
Funding $516,438
Description Pathway lighting along the Linear Park Trail from I-80 to Travis Boulevard was constructed in the late 1980s. The light poles installed do not meet current City standard and have been prone to vandalism. Therefore, the Linear Park Trail Lighting Project will install new light poles and housing pads to meet current City standards and be more resilient to vandalism ensuring continuous lighting along the Linear Park Trail. The continuous lighting encourages safe pedestrian and bicycle travel along the trail, allowing residents to traverse through the City. The project scope is flexible and may be scaled up or down depending on available grant funding and City needs.

Target Date 06/30/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
5000 individuals in the low-income community
Location Description City of Fairfield Linear Trail
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Planned Activities Replace lights along the pathway of linear park. 12 Project Name Housing Rehabilitation
Target Area City of Fairfield
Goals Supported Affordable Housing
Needs Addressed Non-Public Service
Funding CDBG Revolving Loan Fund: $350,000
Description Provide grants and loans for low-income homeowners to assist with housing rehabilitation.

Target Date 06/30/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
10 Low-income households
Location Description City of Fairfield
Planned Activities Provide loans and grants for low-income homeowners. 13 Project Name Pallet Shelter
Target Area City of Fairfield
Goals Supported Homeless
Needs Addressed Homelessness
Funding CDBG: $154,000
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Description CDBG funds will be used to support the City of Fairfield's Temporary Emergency Pallet Shelter Project Homeless Emer- gency Living Program (Project HELP). Project HELP will provide a safe and economic bridge for up to 18 people at one time seeking to regain the basic necessities of life in order to restore hope in themselves and their future while achiev- ing stability. Participants will have access to wrap-around services tailored to meet their needs, including but not limited to case management, housing navigation, meal s, life skills training, and other related services.

Target Date 12/31/2023
Estimate the number and
type of families that will ben-
efit from the proposed activi-
ties
18 Homeless Individuals
Location Description City of Fairfield 1200 Western St. D, Fairfield, CA 94533 Planned Activities Project HELP will provide a temporary, safe, and economic bridge for up to 18 people at one time seeking to regain the basic necessities of life, restoring hope in themselves and their future, and achieving stability. The shelter will be low barrier — partners and possessions are welcome. Participants will have access to wrap- around services tailored to meet their needs.

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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and mi- nority concentration) where assistance will be directed The City of Fairfield has over 20 low-income census tracts. CDBG resources will be allocated to serve the neighborhoods with the greatest need. All Public Facilities and Infrastructure projects will take place in the low-income census tracts. All other resources will be targeted for individuals and families at or below the moderate-income levels.

Geographic Distribution
Target Area Percentage of Funds
City of Fairfield 15%
Low/Moderate Income Census Tracts 85%
Table 70 - Geographic Distribution

Rationale for the priorities for allocating investments geographically Most the public services in the City of Fairfield take place virtually or from a remote location however it is ensured that all low-income residents regardless of location have access to the pub- lic services that are being offered. All public services are available for low to moderate income individuals. All public facilities projects will be allocated in the low/moderate income census tracts. This ensures that low/moderate income neighborhoods are being revitalized and there- fore the residents of those neighborhoods have access to the facilities there.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
This section specifies goals for the number of households to be provided with affordable housing due to the City of Fairfield CDBG expenditures within the 2022-23 program year by household type and type of activity. Per HUD guidelines, this section does not include the provision of emer- gency shelter, transitional shelter, or social services.

One Year Goals for the Number of Households to be Supported Homeless 20
Non-Homeless
Special-Needs
Total 20
Table 71 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 10
Acquisition of Existing Units 0
Total 10
Table 72 - One Year Goals for Affordable Housing by Support Type

Discussion
The City supports affordable housing goals by providing approximately $350,000 to the Housing Rehabilitation program to provide low-interest loans and grants to low-income families for hous- ing alterations and repairs that correct code deficiencies to improve the health and safety of their homes. The City is also utilizing other State and Local funds to support the development of af- fordable housing through development throughout the City. The City will also use its State funded Tenant Based Rental Assistance (TBRA) Program Vouchers as well as the Housing Choice Voucher Program to provide subsidized and affordable housing to Fairfield residents.

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AP-60 Public Housing – 91.220(h)
Introduction
The Fairfield Housing Authority administers the Section 8 Housing Choice Voucher Program (HCV), Project-Based Vouchers, and Tenant-Based Rental Assistance. In January 2022, HUD allo- cated $10,000,000 to the Fairfield Housing Authority for Housing Assistance Payments (HAP). The funding from HUD supports monthly rental assistance of up to 882 households for affordable, safe, decent, and sanitary housing. This includes the allocation for VASH vouchers which are des- ignated for homeless veteran assistance
Actions planned during the next year to address the needs to public housing This section is not applicable as the City of Fairfield does not have public housing .

Actions to encourage public housing residen ts to become more involved in management and participate in homeownership
This section is not applicable; the Fairfield Housing Authority does not own or operate any public housing units.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The Fairfield Housing Authority is not designated as troubled

Discussion
The City of Fairfield Housing Authority is a division of the Housing Services Department, adminis- tering the CDBG Program. Both programs report to the same Department Director. Due to the City's proximity to the Housing Authority, communication is typically direct and immediate, which results in excellent intergovernmental cooperation.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City of Fairfield has seen rapid and troubling growth in chronic and newly homeless individ- uals over the past several years. This is a difficult condition to address given the high cost of housing and property in the area and the shortage of emergency, transitional, and affordable housing available in the county to serve the population.

The Fairfield City Council adopted a comprehensive Homeless Strategy to address homelessness.

The plan includes nationally recognized programs and policies proven to reduce homelessness.

A major component of the strategy is to conduct collaborative outreach to homeless individuals and families and connect them to appropriate resources. The City of Fairfield partners with local service organizations and the County in responding to issues of homelessness and poverty; in- cluding the provision of funding and site assistance, public outreach and education, policy devel- opment and strategic planning, and coordination and colla boration. The City is also actively in- volved in the local Continuum of Care, Housing First Solano, and encourages using the HMIS sys- tem as a data collection tool for service delivery and funding prioritization. The City is attempting to expand outreach by encouraging partnerships with other service agencies and faith-based or- ganizations not currently involved with the local Continuum of Care.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individ- ual needs
The City of Fairfield has created a Homeless Services Division, which allows the City to closely coordinate efforts with various City departments and develops best pr actices and public policy.

It also allows guiding participation in ongoing regional planning activities, coordinating activities, and planning for service providers, stakeholders, and affected citizens. Working closely with stakeholders allows the Homeless Services Division to ensure an efficient and effective system offering everyone access to shelter, food, housing, and other basic needs.

The Fairfield Police Department increased the Homeless Intervention Team (HIT) staffing from two to four full-time police officers and a social worker. The HIT Team works with the HIMIS and county-wide coordinated entry system to better collaborate on available resources and triage based on immediate need. The HIT Team conducts regular regional outreach efforts in partne r- ship with area law enforcement, social services, mental health, healthcare, shelter services, ani- mal care, and crisis intervention teams to contact the homeless where they are and connect them to resources.

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to house homeless individuals and families. This collaboration allows establishing regional rela- tionships with alcohol and drug dependency clinics and other service providers for transitional housing needs.

The City will continue to work with other cities in the county to expand the countywide Coordi- nated Entry System and implement the homeless strategy. The City will continue to work with local service providers to create opportunities for emergency shelter, the conversion of emer- gency shelter to a navigation center, and programs and services that help prevent and perma- nently reduce homelessness.

The Homeless Services Division and HIT Team have created relationships with policymakers on a local, county, state, and federal level to best access resources and affect policy. City departments regularly convene meetings with state and local elected officials to share concerns regarding the effects of chronic homelessness, including seniors and veterans, and seek assistance in accessing funding and resources to serve the homeless population better.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that indi- viduals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Along with the City of Fairfield, many agencies in and near Fairfield provide assistance to help homeless persons transition to permanent housing and independent living. The City assists low - income individuals, and families avoid homelessness through several city-supported programs, including HOME and CalHOME programs, CDBG housing rehabilitation, VASH Vouchers, and the Housing Choice Voucher program.

The Tenant-Based Rental Assistance (TBRA) Program, funded through HOME funds, allows home- less families to secure temporary housing for up to 24 months. After 24 months on the program and completing identified program milestones, individuals may qualify to receive a preference on the City’s Housing Choice Voucher Program. This final step helps them secure permanent housing.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assis- tance from public or private agencies that address housing, health, so cial services, employ- ment, education, or youth needs
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VASH Voucher, and The Housing Choice Voucher Program.

Discussion
The City of Fairfield collaborates with a wide array of local partners, community agencies, and stakeholders to address the needs of unsheltered residents. Homeless Services understands that the way home for every homeless individual is unique to their background and continues to iden- tify opportunities to build on the full continuum of services needed to reduce homelessness per- manently.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The City of Fairfield continuously reviews its policies, Zoning Ordinance and development regu- lations to reduce barriers to affordable housing. During the past five years, the City adopted a California-certified Housing Element, a major Specific Plan for development in northeastern Fair- field (Train Station Specific Plan), and a Specific Plan to encourage new development and rede- velopment in downtown Fairfield and the West Texas Street corridor (Heart of Fairfield Plan) – both downtown Fairfield and the West Texas Street corridor are within the NRSA. The City also amended its Zoning Ordinance to permit boarding houses, allow for temporary emergency shel- ters at local churches, facilitate construction of accessory dwelling units assisted living (senior) housing, encourage development in downtown Fairfield, and comply with State building code and energy code mandates.

The City is currently reviewing its Housing Element and General Plan and anticipates that a new plan will be completed Late 2022/ early 2023.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning or- dinances, building codes, fees and charges, growth limitations, and polici es affecting the return on residential investment
 In Fiscal Year 2022-2023, key actions completed or planned (will) include(d):
 Using State LEAP and SB2 funds, identify public infrastructure needs that might serve as barriers to new housing in Downtown Fairfield.  Using State LEAP and SB2 funds, develop design prototypes for infill housing in Downtown Fairfield.
 Work with PG&E to develop a plan for the relocation of the existing substation, freeing the site for new housing development and removing a potentia l aesthetic and functional barrier to housing on adjoining blocks.
 Working with property owners, complete an analysis of rezoning on properties ad- jacent to the Fairfield Transportation Center that would permit the construction of new mixed-use development, including housing.
 Ongoing review and, as needed, amendments to the adopted Heart of Fairfield Zoning Ordinance to further facilitate housing development in downtown Fairfield through flexible zoning requirements related to building design, parking, building height, and mixed-use development.
 Active marketing of the multiple Agency-controlled properties in downtown and on North Texas Street to development teams interested in providing both market rate and affordable housing.
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Accountability Act pertaining to project completeness and conformance with Gen- eral Plan and Zoning Ordinance requirements.
 Implement the adopted Zoning Ordinance Amendment that brought the City into full conformance with the 2019 State of California legislation targeting Accessory Dwelling Units.
 Adopt and implement an amendment to the City’s Density Bonus Ordinance to bring the City into conformance with State law and provide additional incentives and flexibility for affordable and special needs housing in the City.  Continued outreach and coordination with the Fairfield-Suisun School District, Travis Unified School District, and the Fairfield-Suisun Sewer District to address de- velopment impact fees associated with accessory dwelling units.  Completion of the development fee study for the Heart of Fairfield Plan Area to clarify needed infrastructure investments and identify opportunities for fee reduc- tions.
 Complete the comprehensive City of Fairfield General P lan Update, the first com- prehensive update to the General Plan since 2002. Facilitating housing in Fairfield will be a key part of this General Plan Update.
 Completion of development review for projects in northeastern Fairfield, including new development in the Train Station Specific Plan Area.  Undertake and complete a Housing Element Update in conjunction with the Gen- eral Plan Update, for the 2022-2030 Housing Element Cycle.  Participation in Regional planning efforts (Plan Bay Area 2050).  Implement the City’s new SB743 VMT (Vehicle Miles Traveled) standards for envi- ronmental review of transportation impacts. This will potentially facilitate the de- velopment and redevelopment of infill housing in central Fairfield.  Implement the City’s new Zoning Ordinance regulations for boarding housings and transitional housing.
 Implement the City’s adopted Temporary Emergency Shelter program permitting rotating, temporary shelters to be provided by local churches.

Discussion:

The City of Fairfield is committed to reducing barriers to the creation of housing that is affordable for its residents.

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AP-85 Other Actions – 91.220(k)
Introduction:

The City of Fairfield uses many strategies to address the affordable housing, enforcement of building codes, homeless, and community development needs identified in the Consolidated Plan. This section provides an overview of the City's ongoing activities and planned future actions to address:
 obstacles to meeting underserved needs
 foster and maintain affordable housing
 reduce lead-based paint hazards
 reduce the number of poverty-level families
 develop institutional structure
 enhance coordination between housing providers and social service agencies.

Actions planned to address obstacles to meeting underserved needs A shortage of funding for affordable housing, homeless services, and community development activities is the primary obstacle to meeting underserved needs in Fairfield. The City of Fairfield actively pursues federal, state, local, and private funding sources to address underserved needs. It will continue exploring new and existing funding sources during the planning period and subsequent years.

Actions planned to foster and maintain affordable housing  Continue to partner with local and regional housing developers to entitle and complete new affordable housing options for the Citizens of Fairfield  Provide fee deferrals.
 Provide Section 8 Housing Choice Vouchers to low-income households through the Fair- field Housing Authority
 Efforts to ensure that City zoning regulations and other policies support the development of affordable and special needs housing, including Accessory Dwelling Units  Monitor properties with affordability restrictions to determine when restrictions are set to expire and work with property owners to maintain affordability  Encourage the development of second dwelling units as another source of affordable hous- ing, especially for senior citizens and individuals
 Provide fee credits for affordable housing developers  Provide first-time homebuyer down payment assistance
Actions planned to reduce lead-based paint hazards
The City has developed a Lead-Based Paint Implementation Plan (LBP Plan) that describes the actions to be taken and the responsibility for compliance with lead-based paint abatement regu- lations (24 CFR 35 and Title X of the Housing and Community Development Act of 1992) under each of its existing affordable housing programs. The City will continue to ensure that any homes Packet Page 280 of 765Attachment 4 Page 155 of 158

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constructed prior to 1978 which are assisted through the City’s Homeowner Hou sing Rehabilita- tion Program will follow lead-based paint abatement requirements.

Actions planned to reduce the number of poverty-level families Fairfield's ongoing economic development efforts help to stimulate economic expansion and job growth, potentially providing employment opportunities that will serve as a means for local lower-income households to earn incomes sufficient to overcome poverty.

In addition, to reduce poverty, the City of Fairfield utilized CARES ACT funding (CDBG -CV3) to fund an eviction prevention program that consists of assistance with payment of past due rents, housing counseling, and Legal Services. The City plans to cont inue to include some level of evic- tion prevention annually as part of the COVID-19 recovery activities.

On an ongoing basis, the City of Fairfield addresses poverty more broadly through City programs and cooperation with other governmental agencies and local service organizations. The City's af- fordable housing policies discussed in the Consolidated Plan assist in providing affordable hous- ing to lower-income households. Affordable housing is a necessary first step in overcoming pov- erty for many households with poverty-level incomes. Most households experiencing high hous- ing cost burden, overcrowding, or other unstable living environments are often unable to take steps to overcome poverty without first securing suitable affordable housing.

Actions planned to develop institutional structure
Work in conjunction with the Fairfield Housing Authority. The City of Fairfield Housing Services Department will continue to work closely with the Fairfield Housing Authority to ensure quality housing for all low-income City residents. The working relationship between these organizations is strong and facilitative. The Housing Authority is a division of the Housing Services Department; therefore, communication is typically direct and immediate. As a result, gaps in progra m or ser- vice delivery are typically not the result of poor institutional structure or lack of intergovernmen- tal cooperation but rather due to shortcomings in available resources.

Participate on the Board of the Homeless Continuum of Care. The City shall continue its active participation in the Solano County Continuum of Care, which serves a critical role in coordinating services between public agencies, affordable housing providers, and social service agencies. Rep- resentatives from the City of Fairfield City Manager’s Office and Fairfield Police Department plan to continue to serve on the Continuum of Care Governing Board to further these efforts.

Participate in Regional Steering Committee on Homelessness and Housing. The Homeless Ser- vices Division will continue to attend the Homeless Continuums of Care (CoCs) regional meeting for the Bay Area, working with the other CoCs to end homelessness and increase the affordable housing stock to people with incomes from 0-30% AMI.

Coordinate with Nonprofits and Service Providers. The City of Fairfield will continue to engage in ongoing internal coordination with other agencies to address affordable housing, homelessness, Packet Page 281 of 765Attachment 4 Page 156 of 158

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and community development needs in the City. It will continue this coordination during the 2022-23 program year.

Actions planned to enhance coordination between public and private housing and social ser- vice agencies
The Housing Services Department will work closely with other City departments and the community to develop programs and activities that improve Fairfield's low- and moderate-income neighborhoods. The administration of program activities includes housing, public facility and infrastructure improvements, public and social service activities, and economic development activities. Moreover, the City collaborates with public agencies, for-profit agencies, faith-based organizations, and non-profit organizations to lever- age the identified programs and services.

In addition, on an ongoing basis, the City of Fairfield works with affordable housing developers to con- struct and manage affordable housing in the City and with County agencies and non-profit service provid- ers to provide social services to residents. The City will continue to support these entities to achieve af- fordable housing, homeless services, and community development goals during the program year and subsequent years.

Discussion:

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
0 3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0 5. The amount of income from float-funded activities 0 Total Program Income 0

Other CDBG Requirements

1. The amount of urgent need activities 0

Appendix - Alternate/Local Data Sources

Packet Page 283 of 765Attachment 4 Page 158 of 158

Agenda Item No: 8.

AGENDA REPORT
DATE:February 21, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Second Reading of Ordinance 202301 of the City Council of the City of Fairfield Amending Section 2.7 to Chapter 2, Article II of the Fairfield Municipal Code Regarding Appointment, Removal, and Term of Office of the City Manager to Reflect the Current Number of Council Members Required for a Majority Vote, Remove the Requirement for an Indefinite Term, and Remove the Gender Classification of the City Manager RECOMMENDED ACTION
Provide second reading and adopt Ordinance 202301.

STATEMENT OF ISSUE
On January 17, 2023, the City Council held the first reading of Ordinance 202301 that will amend Section 2.7 of the Fairfield Municipal Code, which provides for the process of appointment, term, and removal of the city manager.

DISCUSSION
Section 2.7 of Chapter 2, Article II of the Fairfield Municipal Code (“Term of office; removal by city council generally; salary after removal”) governs the appointment, term, and removal of the city manager. This section is updated to reflect the following:
• A change from a fivemember City Council to a sevenmember City Council; • An update in the law which makes indefinite terms for city employees illegal; and • Removing gender pronouns to reflect societal changes.

Under the current Section 2.7, the city manager position has an indefinite term and may be removed by a threemember vote of the City Council. This allowed a fivemember City Council to remove the City Manager with a majority vote. Staff proposes to amend Section 2.7 to require a fourmember vote of the City Council to reflect the change to a sevenmember City Council.

Section 2.7 also currently requires that the term of the city manager position shall be indefinite.

Agenda Item No: 8.AGENDA REPORTDATE:February 21, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City Manager SUBJECT:Second Reading of Ordinance 202301 of the City Council of the City of FairfieldAmending Section 2.7 to Chapter 2, Article II of the Fairfield Municipal Code RegardingAppointment, Removal, and Term of Office of the City Manager to Reflect the CurrentNumber of Council Members Required for a Majority Vote, Remove the Requirement foran Indefinite Term, and Remove the Gender Classification of the City ManagerRECOMMENDED ACTIONProvide second reading and adopt Ordinance 202301.STATEMENT OF ISSUEOn January 17, 2023, the City Council held the first reading of Ordinance 202301 that will amendSection 2.7 of the Fairfield Municipal Code, which provides for the process of appointment, term, andremoval of the city manager.DISCUSSIONSection 2.7 of Chapter 2, Article II of the Fairfield Municipal Code (“Term of office; removal by citycouncil generally; salary after removal”) governs the appointment, term, and removal of the citymanager. This section is updated to reflect the following: • A change from a fivemember City Council to a sevenmember City Council;• An update in the law which makes indefinite terms for city employees illegal; and • Removing gender pronouns to reflect societal changes. Under the current Section 2.7, the city manager position has an indefinite term and may be removed bya threemember vote of the City Council. This allowed a fivemember City Council to remove the CityManager with a majority vote. Staff proposes to amend Section 2.7 to require a fourmember vote of theCity Council to reflect the change to a sevenmember City Council. Section 2.7 also currently requires that the term of the city manager position shall be indefinite.

However, in 2015 the State Legislature passed Government Code section 53260, which governs the maximum settlement amount that may be paid to a city employee upon termination. This law requires that all public employee contracts be set for a fixed term. Therefore, staff proposes that the term “indefinite” be stricken from Section 2.7.

Finally, Section 2.7 is currently written using male gender pronouns. To reflect the changes in our society in which women or individuals with different gender identities may serve as city manager, staff proposes to amend Section 2.7 to be gender neutral.

FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may elect not to adopt this ordinance, but the result would allow a minority of the council to remove the city manager, and Section 2.7 would be out of compliance with State Law.

STAFF CONTACT
Marian Slocum, Associate City Attorney
(213) 6268484
[email protected]
COORDINATED WITH
City Attorney's Office
ATTACHMENTS:

Description
Proposed Ordinance
REVIEWERS:

Reviewer Action Date
Beavers, Esther Approved 2/13/2023 3:02 PM
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CITY OF FAIRFIELD

ORDINANCE NO. 2023-01

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD TO AMENDING SECTION 2.7 TO CHAPTER 2, ARTICLE II OF THE FAIRFIELD MUNICIPAL CODE REGARDING APPOINTMENT,

REMOVAL, AND TERM OF OFFICE OF THE CITY MANAGER TO REFLECT THE CURRENT NUMBER

OF COUNCIL MEMBERS REQUIRED FOR A MAJORITY VOTE, REMOVE THE REQUIREMENT OF

AN INDEFINITE TERM, AND REMOVE GENDER CLASSIFICATION OF THE CITY MANAGER

THE CITY COUNCIL OF THE CITY OF FAIRFIELD DOES ORDAIN AS FOLLOWS:

SECTION 1. Section 2.7 of Chapter 2 (Administration), Article II (City Manager) of the Fairfield Municipal Code is hereby amended as follows:

“2.7 Term of office; removal by city council generally; salary after removal.

The city council shall appoint the city manager and may remove the city manager by a four - member vote. At least thirty days before such removal shall become effective, the city council shall by a four-member vote of its members adopt a preliminary resolution stating the reason for removal. By the preliminary resolution the council may suspend the city manager from duty, but shall in any case cause the city manager to be paid forthwith any unpaid salary balance and the monthly salary of the city manager shall continue to be paid for the next calendar month following the month of the adoption of the preliminary resolution. The city council, in removing the city manager, shall use its uncontrolled discretion and its action shall be final.”

SECTION 2. This Ordinance shall be effective 30 days following its adoption by the City Council.

A summary of this Ordinance shall, within 15 days after passage, be published in accordance with Section 36933 of the Government Code of the State of California with the nam es of the City Councilmembers voting for and against it.

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ORD. NO. 2023-01

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Fairfield City CouncilFebruary 21, 2023

Fairfield City Council
February 21, 2023