CITY OF FAIRFIELD
SPECIAL MEETING
STUDY SESSION
TUESDAY, MARCH 14, 2023; 6:00 PM
POLICE TRAINING FACILITY, 1717 REX CLIFT DRIVE,
FAIRFIELD, CA 94533
AGENDA
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
PUBLIC COMMENTS
PROCESS FOR PUBLIC COMMENTS
Persons wishing to address the City Council on subjects not on the agenda but within the jurisdiction of the council may do so at this time. The council cannot discuss or take action on matters not on the agenda for this meeting, but councilmembers may briefly respond to statements made or questions raised by the public, ask for clarification from staff, refer the matter to staff, request staff to report back to the council at a subsequent meeting, or place the matter on a future agenda. To speak on an agenda item please submit a speaker card to the city clerk. Speakers are limited to three minutes per item.
NEW BUSINESS
1.City Council Goals Update Fiscal Year 202324
Recommended Action
Receive report, open discussion, and provide direction to staff.
Funding Source
N/A
Contact:David Gassaway, (707) 4287400
a
2.General Fund Reserve Policies
Recommended Action
Receive report, open discussion, and provide direction to staff.
Funding Source
N/A
Contact:John Furtado, (707) 4287629
a
Packet Page 1 of 24
CITY OF FAIRFIELDSPECIAL MEETINGSTUDY SESSIONTUESDAY, MARCH 14, 2023; 6:00 PMPOLICE TRAINING FACILITY, 1717 REX CLIFT DRIVE,FAIRFIELD, CA 94533AGENDACALL TO ORDER 6:00 PMROLL CALLCouncilmember Doug CarrCouncilmember Doriss PanduroCouncilmemberScott TonnesenCouncilmember Rick VaccaroCouncilmember K. Patrice Williams Vice Mayor Pam BertaniMayor Catherine "Cat" MoyPUBLIC COMMENTS PROCESS FOR 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 submit a speaker card to the city clerk. Speakers are limited to three minutes peritem.NEW BUSINESS1.City Council Goals Update Fiscal Year 202324Recommended ActionReceive report, open discussion, and provide direction to staff.Funding SourceN/AContact:David Gassaway, (707) 4287400a2.General Fund Reserve PoliciesRecommended ActionReceive report, open discussion, and provide direction to staff.Funding SourceN/A Contact:John Furtado, (707) 4287629
a
ADJOURN
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.
The City of Fairfield does not discriminate against any individual with a disability. City publications will be made available upon request in the appropriate format to persons with a disability. If you need an accommodation to attend or participate in this meeting due to a disability, please contact the City Clerk's Office, in advance of the meeting at (707) 4287400 or (707) 3995623 (TTY).
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 Friday, March 10, 2023.
Packet Page 2 of 24
Agenda Item No: 1.
AGENDA REPORT
DATE:March 14, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:City Council Goals Update Fiscal Year 202324
RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.
STATEMENT OF ISSUE
Review City Council goals update for fiscal year 202324.
DISCUSSION
The council goals update is attached for review, discussion, and direction.
FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
N/A
STAFF CONTACT
David Gassaway, City Manager
(707) 4287400
[email protected]
COORDINATED WITH
City Attorney's Office, Community Development Department, Finance Department, Fire Department, Human Resources Department, Parks and Recreation Department, Police Department, Public Works Department, Information Technology, Housing Services Department Packet Page 3 of 24
Agenda Item No: 1.AGENDA REPORTDATE:March 14, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:City Council Goals Update Fiscal Year 202324RECOMMENDED ACTIONReceive report, open discussion, and provide direction to staff.STATEMENT OF ISSUEReview City Council goals update for fiscal year 202324.DISCUSSIONThe council goals update is attached for review, discussion, and direction.FINANCIAL IMPACTN/APUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONN/ASTAFF CONTACTDavid Gassaway, City Manager(707) 428[email protected] WITHCity Attorney's Office, Community Development Department, Finance Department, Fire Department, Human Resources Department, Parks and Recreation Department, Police Department, Public Works Department, Information Technology, Housing Services Department ATTACHMENTS:
Description
City Council Priorities Goals and Objectives 202324
REVIEWERS:
Reviewer Action Date
Beavers, Esther Approved 3/7/2023 1:53 PM
Packet Page 4 of 24
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
City Vision:
Fairfield is a vibrant, safe, clean, affordable, and diverse community with robust commerce, thriving businesses, and has transitioned from being a bedroom community to a destination.
City Mission:
To foster a sense of pride in the community, improve the lives of our residents, and deliver dependable essential services through, integrity, professionalism, and fiscal responsibility.
We Value:
Communication
Diversity
Inclusion
Innovation
Transparency
Council Priorities:
Organizational Excellence Goal: Become a leader in local government best practices Community Engagement Goal: Increase diversity of opportunity to engage the Fairfield community
Housing Goal: Provide housing diversity affordable and accessible to all Downtown Development Goal: Create an economically vibrant and safe downtown with equal access to all
Homelessness Goal: Reduce homelessness and the impacts of homelessness Quality of Life Goal: Elevate Fairfield as the place to live, work, and play
Packet Page 5 of 24Attachment 1 Page 1 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Organizational Excellence
Goal: Become a Leader in Local Government Best Practices Objective 1 – Retain, Recruit, and Develop an Empowered, Engaged, and Diverse Workforce Action Item Responsible Workload Timeframe Est. Cost
A Implement strategy for employee
engagement program CMO/HR Mod. FY 23-25 Low to moderate costs
- Finalize and implement the draft engagement strategy
- Conduct follow-up survey with employees in mid-2024 to measure progress B Develop leadership/supervisory
training academy HR Mod. FY 23-25 $98k
- Continue with fall 2023 session of supervisory academy for the City’s remaining supervisors and managers
- Develop leadership academy for developing next generation of City leaders C Create formal succession and
promotion plan HR & SLT Heavy FY 23-24 Staff Time
- Address succession planning needs in anticipation of losing 30% of Fire Department workforce over next five years due to retirements
- Create succession plan that includes standardized training, leadership development, recruitment, and retention
D Implement PERFORM, LEARN HR & IT Mod. FY 23-25 $60k
- Implement PERFORM and LEARN program by June 2023
- Train departments on how to use these tools to help supervisors and managers coach and mentor their employees
E Public Safety Wellness &
Proactive City-Wide Wellness
(PD, FD, HR)
& SLT Heavy FY 23-25 TBD
- Adopt best practices to address growing cancer threats to firefighters - Expand much needed counseling services, training, and other opportunities to reduce stress and increase wellness in the Police Department
- Develop and implement plan to reduce overtime costs and reduce mandatory overtime - Monitor efficacy of enhanced Employee Assistance Program (CONCERN) - Promote and monitor Employee Wellness programs designed to assist employees with health and stress management
- Circulate Parks & Recreation activity guide with staff to identify recreational/social/wellness activities, programs, and event opportunities
Packet Page 6 of 24Attachment 1 Page 2 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Objective 1 – Retain, Recruit, and Develop an Empowered, Engaged, and Diverse Workforce (Cont’d) Action Item Responsible Workload Timeframe Est. Cost
F
Staff Development (Strengthen
Team, create norms, identify gaps,
training opportunities, path to
advancement, customers service
training)
SLT Heavy FY 23-25 TBD
- Develop robust systems and processes
- Complete Citywide virtual and onsite technology trainings for software changes as projects are deployed
- Identify training opportunities for staff to keep skillsets current with changing needs of the organization
- Connect employees to different training resources from LEARN or other training courses provided by SME/consultants
- Find ways to engage employees and help with culture change G Enhance internal communication &
Support Departments CMO & SLT Mod. Quarterly Staff Time - Initiate bi-annual all hands meetings to share organizational priorities/progress - Continue quarterly SLT/Managers meeting to provide updates and trainings - CMO attends department meetings and briefings to share information and gather feedback from employees
- Share mission, vision, and city council goals with city employees through CMO communications and department briefings
- Encourage cross-departmental collaboration
Objective 2 – Develop Strong and Effective Systems and Processes Action Item Responsible Workload Timeframe Est. Cost
A Create disaster recovery and
continuity of services plan SLT Heavy FY 23-25 $160k+
- Create strategy to train and maintain compliances of Federal and State Standards, Grant Management, Disaster Management, Hazard Mitigation, Cost Recovery, Community Emergency Notifications and Public Outreach as well as employee on-boarding - Complete EOC Audio Video upgrade
- Develop technology infrastructure Disaster Recovery and Business Continuity Plan - Identify next steps for the data center replication site - Coordinate a Cyber Incident Response Plan exercise in coordination with Fire Department B
Develop uniform department-
based policies and procedure
manuals (SOP)
SLT Heavy FY 23 Staff Time
- Develop, communicate, and implement industry based standard policies and procedures - Monitor and evaluate the procedures to ensure compliance with all relevant laws, regulations, and city policies
- Each department creates internal standard operating procedures and policies - Update and modernize the City’s administrative policy manual Packet Page 7 of 24Attachment 1 Page 3 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Objective 2 – Develop Strong and Effective Systems and Processes (Cont’d) Action Item Responsible Workload Timeframe Est. Cost
C Document the development
workflow CD Mod. FY 23-24 Staff Time
- Standardize and document the development process from initial application to certificate of occupancy
- Ensure clarity of process for applicants and the public - Improve staff coordination cross-departmentally for managing the development process D
Project Delivery (Improve timeline,
create capacity, manage
expectations)
PW + SLT Mod. FY 23-24 TBD
- Implement process to prioritize capital projects and utilize Easy CIP software to program projects into the CIP
- Implement a Project Portfolio Tracking System to track the visibility of workload and progress of IT projects
E Technology Infrastructure
Modernization IT + SLT Heavy FY 23-27 TBD
- Plan and implement the 42 Technology Infrastructure Modernization projects identified by the Digital Strategic Plan over the next four years
- IT to coordinate with PW to replace the Train Station Uninterrupted Power Supply (UPS) - IT to coordinate with PW and Police Departments to standardize and replace the CCTV cameras due for replacement over the next two years
- Complete Voice Over IP (VoIP) citywide phone system replacement - Complete wireless assessment study for all City buildings F Cyber Resilience Plan (CRP) IT + SLT Heavy FY 23-26 TBD - Plan and implement the cybersecurity projects identified by CRP over the next three years - Develop and implement cybersecurity governance, policies, and procedures - Expand citywide cybersecurity training and education
- Update the website to include cybersecurity resources for the community
Objective 3 – Enhance the Customer Experience
Action Item Responsible Workload Timeframe Est. Cost
A Geographical Information Systems
(GIS) Master Plan IT + SLT Mod. FY 23-28 TBD
- Conduct community GIS survey
- Develop a GIS Master Plan (5-year roadmap)
- Complete Return on Investment (ROI) Analysis for the GIS Program - Train departments to leverage GIS technologies
B Improve data driven decision
making & information sharing IT + SLT Mod. FY 23-25 TBD - Implement an open data portal and rollout open datasets - Implement GIS story maps
- Explore options for performance metrics reporting
- Coordinate launch of the Parks Maps, Trails & Amenities Content Sharing App – OuterSpatial - Leverage new ERP to provide improved transparency and data analytics Packet Page 8 of 24Attachment 1 Page 4 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Objective 3 – Enhance the Customer Experience (Cont’d)
Action Item Responsible Workload Timeframe Est. Cost
C Update City applications IT + SLT Heavy FY 23-27 TBD
- Replace or upgrade 38 applications and/or cloud migration as identified by Digital Strategic Plan D Internal customers satisfaction
survey HR Light FY 23-24 $200k
- Solicit feedback from departments on how HR can improve its services and create metrics to measure success in responding to feedback
Objective 4 – Ensure Fiscal Sustainability
Action Item Responsible Workload Timeframe Est. Cost
A Consolidate citywide purchasing
and service contracts for efficiency SLT Mod. FY 23-24 Staff time - Consolidate all citywide software and technology contracts for GASB 96 reporting - Review and revise technology contract templates and develop workflow for IT procurement - Identify opportunities for cooperative purchasing among internal departments B
Review reserve funds and policies
to address un/underfunded
liabilities
FIN Mod. FY 22-23 Staff Time
- Amend or update General Fund reserve policies in FY 24-26 biennial budget C Leverage outside funding
opportunities SLT Mod. FY 23-25 TBD
- Explore Emergency Medical Service Delivery options to increase revenue - Explore grant opportunities
Packet Page 9 of 24Attachment 1 Page 5 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Community Engagement
Goal: Increase Diversity of Opportunity to Engage Fairfield Community Objective 1 – Increase Outreach
Action Item Responsible Workload Timeframe Est. Cost
A Solicit feedback CMO + SLT Mod. FY 23-24 < $25k
- Conduct Council initiated listening tours throughout city - Develop strategic communications plan to share and receive information regarding Council priorities
- Promote Flash Vote tool to develop quick periodic surveys to solicit feedback - Continue community outreach events such as tabling at the Farmers Market and Coffee with the Cops
B Travis AFB Outreach CMO Light FY 23-24
- Work with Travis AFB to provide service members opportunity to get involved with the community - Continue TAFB participation at the Fairfield CAN
C FF101 Roadshow SLT Light FY 23-24 Staff Time
- Develop outreach to community service groups to offer presentation on department functions D
Build/Develop Relationship w/
Community (participants, partners,
public)
SLT Light FY 23-24 Staff Time
- Grow PD Business Watch and Neighborhood Watch programs - Explore opportunities for collaboration with community partners for Digital Inclusion, Equity, and Broadband
- Expand local, regional, state and national government partnerships - Develop action plan to connect staff with Fairfield organizations, non-profits, businesses, and community groups
E Educate community of traffic safety PD Light FY 23-24 Staff Time - Begin social media campaign on traffic safety, bicycle safety, and pedestrian safety - Educate prevention techniques and enforcement to reduce the amount of injury collisions in our community
Objective 2 – Events
Action Item Responsible Workload Timeframe Est. Cost
A Downtown P&R, CD, PD Light FY 23-24 TBD
- Continue offering signature events in the downtown area including Blues/Brews/BBQ, 4th of July and Veteran’s Day parades, Tomato & Vine Festival
- Continue to coordinate the Farmers Market and Small Business Saturday events - Expand smaller businesses support events either through direct effort or in partnership with partner organizations
B Community SLT Light FY 23-24 Staff Time
- Continue to provide staff presence and support at community events to better connect with the community
Packet Page 10 of 24Attachment 1 Page 6 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Objective 3 – Intentional Campaign
Action Item Responsible Workload Timeframe Est. Cost
A Market our great work CMO + SLT Mod. FY 23-24 < $45k
- Develop strategic communication plan to promote progress made on Council goals - Advance specific departmental communications to show the good work happening in the city - Create communications task force to improve information flowing out of departments B Create Annual Report CMO Mod. Annual $50-60k
- Collaborate with departments at the end of each calendar year to develop an Annual Report highlighting accomplishments and mail to all Fairfield households
Packet Page 11 of 24Attachment 1 Page 7 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Housing
Goal: Provide housing diversity affordable and accessible to all Objective 1 – Increase Revenue
Action Item Responsible Workload Timeframe Est. Cost
A Submit Pro-Housing designation
application Housing + CD Mod. FY 23-24 $60k
- Submit Pro-Housing designation application to allow City to obtain priority status in state funding B Developing Inclusionary Housing
Policy Housing + CD Mod. FY 23-24 $120k
- Conduct policy research to develop inclusionary housing and commercial linkage requirements - Produce nexus study for fees in-lieu of affordable housing development requirements under inclusionary housing
C Property dispositions Housing + CD Mod. FY 23-24 $600k - The Community Development Department will provide support services to the Housing Authority with its disposition activities
Objective 2 – Initiatives to Reduce Housing Barriers
Action Item Responsible Workload Timeframe Est. Cost
A Implement ADU and First time
home buyer programs
Housing +
CD Mod. FY 23-24 < $1M
- Finalize program requirements and roll out ADU and first-time home buyer programs
Objective 3 Develop Mixed Income & Affordable Housing
Action Item Responsible Workload Timeframe Est. Cost
A Issue Notice of Funding Availability
(NOFA) Housing Mod. FY 23-24 $2.1M
- Issue NOFA advertising funding opportunities for developers to build affordable and mixed income housing
C Identify housing needs to support
Travis AFB CMO Light FY 23-24
- Work with TAFB to identify housing needs to support service members
Packet Page 12 of 24Attachment 1 Page 8 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Downtown Development
Goal: Create an economically vibrant and safe downtown with equal access to all Objective 1 – Increase Residential Housing
Action Item Responsible Workload Timeframe Est. Cost
A Develop 1100 block of Texas St. CMO, PW,
CD Mod. FY 23-25 $3M
- Demolish the 1100 Block of Texas Street (late spring/early summer 2023) - Issue request for development proposals to develop mixed use B Sell Sem Yeto Property Housing,
PW, CD Mod. FY 23-24 TBD
Complete sale of Sem Yeto property for the development of new housing downtown
Objective 2 – Improve Infrastructure
Action Item Responsible Workload Timeframe Est. Cost
A Complete streetscapes plan PW + CD Mod. FY 23-24 > $8M - Develop a phased streetscape plan to improve and transform Texas Street B Pursue PBID CD Heavy FY 23-24 $75k
- Study feasibility of creating a Property Based Improvement District (PBID) to assist property owners with desired downtown maintenance and improvements C Utility upgrades PW Mod. FY 23-24 TBD
- Analyze the existing sewer and water infrastructure in and around downtown to determine if any upgrades are necessary to accommodate future development D W. Texas Complete Street Project PW Heavy FY 23-26 $21M - Construct sewer, water, and roadway improvements to transform the W. Texas Street corridor from Beck to Pennsylvania Ave
Objective 3 – Commercial Development
Action Item Responsible Workload Timeframe Est. Cost
A Implement REAP Program CD Mod. FY 23-24 $250k
- Market the newly expanded REAP Program to interested businesses and property owners in the Downtown
- Facilitate and process REAP requests
B Reduce barriers to new commercial
development (ministerial approval) CD, PW, FD Mod. FY 23-24 TBD - Explore changes to City Zoning Ordinance to streamline the entitlement process for specific project types in downtown to reduce the time required for processing, thereby increasing certainty for applicants
Packet Page 13 of 24Attachment 1 Page 9 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Objective 4 – Placemaking and Activation
Action Item Responsible Workload Timeframe Est. Cost
A Increase Enforcement PD Mod. FY 23-24 Staff Time
- Install new parking regulation signage and enforce illegal parking - Work with downtown businesses to post no-sleeping signs in doorways to assist PD with enforcement
- Continue outreach of PD Community Action Team to support businesses to create a feeling of safety and security for businesses and community members B Advance branding campaign to
change perceptions of downtown CD Mod. FY 23-25 $600k
- Continue to work with the City’s marketing consultant JStokes for downtown branding and marketing
C Add more public art and art-based
programming CD Mod. FY 23-24 $150k
- Integrate art, including Glashoff sculptures, into the downtown amenity zones as a part of the Streetscape project
- Explore new mural opportunities, including a mural celebrating the city’s diversity - Work with local art-focused entities to add art programming in the downtown - Work with faculty at Fairfield-Suisun School District and Solano College to create opportunities for students to showcase their art
Packet Page 14 of 24Attachment 1 Page 10 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Homelessness
Goal: Reduce homelessness and the impacts of homelessness Action Items Responsible Workload Timeframe Est. Cost
A Develop Street Outreach PD, CMO,
FD Heavy FY 23-24 $550k
- Develop programming needs and contract services for a Homeless Street Outreach team - Focus on holistic, wrap around services to include medications, case management, housing services, and other identified services
B Convert Shelter Solano to
Navigation Center CMO Heavy FY 23-24 $1.6M
- Develop transition plan for Shelter Solano into a Navigation Center including required maintenance and infrastructure improvements, operating model, and budget requirements - Identify funding sources and confirm regional partners in the use of the Navigation Center C Increase number of shelter beds CMO +
Housing Mod. FY 23-24 $550k
- Develop packaged pallet shelter program for additional beds - Issue RFP for operator
- Once program developed and operator selected, purchase additional pallets (quantity TBD) and create implementation timeline
Packet Page 15 of 24Attachment 1 Page 11 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Quality of Life
Goal: Elevate Fairfield as the place to live, work, and play Objective 1 – General Plan
Action Item Responsible Workload Timeframe Est. Cost
A General Plan CD + SLT Heavy FY 23-24 $1.2M
- Complete a draft General Plan by end of 2023, with final adoption in 2024
Objective 2 – Public Safety
Action Item Responsible Workload Timeframe Est. Cost
A Crime Reduction – NIBRS
implementation PD Heavy FY 23-24 TBD
- Implement National Incident-Based Reporting System (NIBRS) - Increase frequency of crime data reporting and trends to the City Council and public - Conduct a presentation on the new NIBRS system compared to the old UCR system to educate community on changes
- Develop a CompStat report for NIBRS reporting
B Traffic safety PD Mod. FY 23-24
- Begin a social media campaign on traffic safety, bicycle safety, pedestrian safety, and prevention techniques
- Implement increased enforcement to reduce the amount of injury collisions in the community C EMS Study FD + CA Mod. FY 23-25 $150k
- Lead partnership to improve Emergency Medical Service Delivery and increase revenue for city D Weed abatement Program FD, PD, PW Heavy FY 23-24 $330k - Expand Fire Prevention weed abatement program
Objective 3 – Infrastructure and Beautification
Action Item Responsible Workload Timeframe Est. Cost
A Complete Parks, Recreation, & Open
Space Master Plan PR & PW Heavy FY 23-24 $524k
- Complete Parks, Recreation, & Open Space Master Plan
- Complete GIS inventory of all above-ground features within 27 parks, two public golf courses, three open space units, and three trails
B Energy Conservation Design Build
Services PW Mod. FY 23-24 TBD
- Select an Energy Conservation firm and perform a facilities condition and needs assessment C Allan Witt phase 3 PW Mod. FY 23-25 $5.2M
- Finalize the design for Allan Witt Phase 3, which includes an all-inclusive play area, parking lot, restroom, and picnic areas with shade structure
- Bid project for construction starting FY 24-25
D PD building expansion PW, PD, IT Mod. FY 24-26 $18M
- Finalize the design for the Police Department 12,000 SF building expansion - Bid project for construction starting by FY 25-26
Packet Page 16 of 24Attachment 1 Page 12 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Objective 3 – Infrastructure and Beautification (Cont’d) Action Item Responsible Workload Timeframe Est. Cost
E 2030 N. Texas Street PW, PR, IT Mod. FY 23-25 $16M
- Finalize the design for the N. Texas Street park, including neighborhood center (future home of First 5 Solano), parking lot, play area, multi-use sports courts, multi-generational fitness node, perimeter walking path, and multi-use fields
- Bid project for construction starting FY 23-24
- Execute operating MOU with First 5 for programming at newly constructed Community Center F Finish Fire Station 36 & 39 FD, PW, IT Heavy FY 23-25 $27M - Finalize the design for both Fire Station 36 (4525 Business Center Drive) and 39 (Peabody Road at Dobe Lane)
- Bid projects for concurrent construction to realize economies of scale on design and construction costs
- Bid projects for construction starting FY 23-24
G Water Master Plan PW + FIN Heavy FY 23-24 $1.1M
- Develop a water utility master plan and perform a cost-of-service analysis and water rate study - Adopt a new plan and water rates
H Digital Inclusion, Equity and
Broadband Infrastructure
IT, CMO,
PW, PR Heavy FY 23-28 TBD
- Explore opportunities for collaboration with community partners and public private partnerships for Digital Inclusion, Equity, and Broadband expansion
- Complete the above ground assessment and convert results into GIS data layers - Complete the underground assessment of broadband related assets - Hire a consultant to develop a design for connecting the City Hall and 14 remote sites to city owned fiber I
- Identify the CIP projects where broadband infrastructure can be included I Support Travis AFB CMO & PW Heavy FY 23-25 TBD
- Complete Travis Regional Resiliency Review
- Seek funding opportunities to implement infrastructure improvements identified under TRRR
Objective 4 – Programs and Services
Action Item Responsible Workload Timeframe Est. Cost
A First Five Program PR + CMO Light FY 23-24
- Collaborate with First 5 to offer joint recreational activities and special events B Implementation Plan – Parks
Master Plan Results PR + PW Light FY 24-25 TBD
- Create an implementation plan for the projects and initiatives identified through the development of the Parks, Recreation, & Open Space Master Plan
Packet Page 17 of 24Attachment 1 Page 13 of 14
City of Fairfield
City Council Strategic Goals – Fiscal Year 2023-24
Objective 5 – Economic Development
Action Item Responsible Workload Timeframe Est. Cost
A Rebrand the image of Fairfield for
business attraction CD Mod. FY 23-25 $600k
- Continue to work with the City’s marketing consultant JStokes to continue branding and marketing downtown and industrial business attraction
B Complete Retail Study CD Light FY 22-23 $75k
- Finalize retail study and implement recruitment strategy upon completion C Explore Micro Grids CMO, CD,
PW, IT Heavy FY 23-24 TBD
- Explore partnership opportunities with public and private organizations to advance renewable energy solutions (e.g., micro grids) to provide more reliable and redundant electrical infrastructure to support business attraction efforts
- Identify opportunities to leverage local infrastructure investments for state and federal grant funding
D Build partnerships with Suisun
Valley Vintners to grow agritourism CMO, CD Light FY 23-24 TBD - Establish partnerships to create mutual benefit with vintners and the City
Packet Page 18 of 24Attachment 1 Page 14 of 14
Agenda Item No: 2.
AGENDA REPORT
DATE:March 14, 2023
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:General Fund Reserve Policies
RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.
STATEMENT OF ISSUE
Review the General Fund Reserve Policies.
DISCUSSION
The General Fund Reserve Policies is attached for review, discussion, and direction.
FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
N/A
STAFF CONTACT
John Furtado, Director of Finance
(707) 4287629
[email protected]
COORDINATED WITH
City Attorney's Office, City Manager's Office, Community Development Department, Fire Department, Human Resources Department, Parks and Recreation Department, Police Department, Public Works Department, Information Technology, Housing Services Department Packet Page 19 of 24
Agenda Item No: 2.AGENDA REPORTDATE:March 14, 2023 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:General Fund Reserve PoliciesRECOMMENDED ACTIONReceive report, open discussion, and provide direction to staff.STATEMENT OF ISSUEReview the General Fund Reserve Policies.DISCUSSIONThe General Fund Reserve Policies is attached for review, discussion, and direction.FINANCIAL IMPACTN/APUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONN/ASTAFF CONTACTJohn Furtado, Director of Finance(707) 428[email protected] WITHCity Attorney's Office, City Manager's Office, Community Development Department, Fire Department, Human Resources Department, Parks and Recreation Department, Police Department, Public Works Department, Information Technology, Housing Services Department ATTACHMENTS:
Description
Reserve Policy Discussion
REVIEWERS:
Reviewer Action Date
Beavers, Esther Approved 3/7/2023 1:54 PM
Packet Page 20 of 24
Reserve Policy Discussion
The purpose of the Reserve Policy is to ensure the financial stability of the City of Fairfield (“City”) by maintaining an appropriate level of reserves. Adequate reserves position an organization to effectively plan for cash funded needs, as well as unplanned needs caused by significant economic downturns, manage the consequences of outside agency actions that may result in revenue reductions, and address unexpected emergencies, such as natural disasters, catastrophic events caused by human activity, or excessive liabilities or legal judgments against the organization. In concert with the City’s other financial policies, the City’s Reserve Policy serves as an important tool to guide the use of City resources in meeting the City ’s financial commitments and provides a framework for addressing unexpected future events in a fiscally prudent manner.
This policy documents the City’s approach to establishing and maintaining adequate reserves, (target levels) based on consideration of risks to operations, in the budgetary fund balance across a spectrum of City operations in various funds. The budgetary fund balance represents the one-time amount accumulated from prior years, which is different than the fund balance under Generally Accepted Accounting Principles (GAAP), but includes the same constraints on spending.
Governmental Accounting Standards Board (GASB) Statement No. 54 defines five reserve classifications of fund balance based on the level of restrictions placed on the specific purposes for which amounts can be spent: nonspendable fund balance, restricted fu nd balance, committed fund balance, assigned fund balance, and unassigned fund balance. The last three classifications are termed Unrestricted Fund Balance since the constraint on spending is imposed by the government itself, therefore subject to this reserve policy. Additionally, contingencies and reserves can be appropriated and unappropriated, depending if the City would like the reserve to be available for spending in the current budget year or not.
General Fund Reserve Policy
The General Fund is the main operating fund that pays for general services provided by the City, such as Police, Fire, economic development, and parks. The General Fund accounts for all general revenues of the City and for expenditures related to the rendering of the City’s general services. The General Fund is considered to have a high level of risk to operations due to its dependence on revenue streams that are susceptible to economic downturns and revenue reduction impacts from outside agency actions. In addition, the General Fund is the main funding source when responding to unexpected events or emergencies.
Consideration of potential risk and other drivers influence the targeted minimum level of total Unrestricted Fund Balance that should be maintained. The Government Finance Officers Association (GFOA) recommends no less than two months of General Fund Unrestricted Budgetary Fund Balance.
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The City desires to maintain a prudent level of reserves based on the revenue impacts described above and the City’s desire to maintain strong bond ratings to minimize borrowing costs.
Existing Reserves
General Fund Operating - Unassigned: This Contingency will be maintained equal to 20% of General Fund operating expenses, excluding one-time transfers out. Acceptable operating reserve uses are emergency situations, unexpected one-time opportunities, and appropriation transfers to allow spending in other funds. Use of this reserve requires Council approval unless delegated in the Budget Resolution. The 20% General Fund Contingency reserve must be replenished annually. Should the minimum reserve level fall below its target, a plan will be formulated to restore within a three year period.
Pension Trust Reserve – Restricted: In 2018, City Council approved the setting up of a pension trust fund and approved the transfer of $5 million. This reserve is currently valued at $5.7 million.
Pension Stabilization Reserve – Committed: In 2018, City Council approved the setting up of a pension trust fund with proceeds with the pension obligation bonds and used to make discretionary prepayments to PERS. This reserve is currently is valued at $3.6 million.
Proposed New Reserve
The City currently budgets a Contingency in the City Managers annual budget that is currently valued at $315,000. Additionally, the Parks and Recreation Department and Fire Department receive $200K each. These budgets often are not used during the year but are programmed over other uses for the purpose of funding unanticipated expenditure needs. Staff proposes to eliminate these budgets and instead create a City Manager contingency reserve as defined below.
City Manager Contingency Reserve - Unassigned: This Contingency, budgeted annually for use if required, allows the City Manager flexibility to cover unanticipated expenditure needs of the City. Staff proposes an amount of $500,000 and any use of the reserve must be replenished through cost savings, surplus, or the subsequent annual budget adoption process.
Proposed Use of General Fund Surpluses
POLICY STATEMENT AND PURPOSE
The purpose of this Policy is to establish a formal process by which one-time revenues and General Fund budget surpluses are to be allocated and used for funding one-time needs in support of overall City goals and priorities. The City currently has a number of unfunded/underfunded needs that should be addressed over time.
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DEFINITIONS
General Fund Surplus – The City’s budget is a financial plan based on the best information available at the time. Budgeted revenue and expenditure projections are therefore not exact and may change over time. In the normal course of budgeting, the City could realize a General Fund Surplus. A General Fund Surplus, under this Policy, occurs when actual General Fund revenues exceed expenditures, after fulfilling all annual auditing and financial reporting requirements and compliance with the City’s classification of Fund Balances Policy.
Proposed Use of General Fund Surplus
In keeping with the principles outlined in this Policy, at the end of each fiscal year, the Accounting Division staff of the Finance Services Department shall determine if any excess General Fund Surplus exists. Staff proposes that 75% of any year end Surplus be allocated to future identified needs. Following are proposed uses for any future budgetary surpluses. Staff seeks direction on ranking the importance of the respective reserves, in order of priority, and fixed percentage funding allocations to each reserve. In other words, which reserves are the most important to fund and at what percentage should any surplus funds be allocated to the reserves.
Infrastructure / Facilities Reserve - Assigned: The City has a lot of aging and new infrastructure needs that have not been addressed over time. Staff proposes that a new Reserve category be created for this purpose. This category includes deferred maintenance to building facilities, park facilities, information technology infrastructure, and replacement of other assets that provide for service to the community or city operations.
An Infrastructure / Facilities Reserve is desired to be maintained to cover unanticipated emergency repairs to infrastructure and facilities. Additionally, a reserve will allow the City to gradually build a fund balance that can be used as a cash match against grant funding opportunities, or for outright payment, for modernizing infrastructure or facilities.
Pension Payment Stabilization Reserve- Committed/Restricted: The city currently has around $120 million in unfunded pension Liabilities in addition to outstanding Pension obligation bonds of $27 million.
A Pension Payment Stabilization Reserve (Pension Reserve) is desired to be maintained to mitigate service delivery risk due to increases in the annual pension payment to CalPERS, the Actuarially Determined Contribution (ADC). The Pension Reserve may be used to supplement increases in the ADC payment, as calculated in the most recent Actuarial Valuation Report (Report) produced by CalPERS, to make discretionary payments towards the unfunded liability of the City, or to add to our Sections 115 Trust fund .
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Vehicle Replacement Fund Reserve- Assigned: The City’s Vehicle replacement fund is currently underfunded by over $10M. Staff anticipates this amount increasing as the City complies with State mandates to electrify the fleet. It is therefore prudent to plan for the future and set aside monies towards this goal.
Including the Vehicle Replacement Fund Reserve within the Surplus Reserve Policy allows the City to increase funding available for the replacement of the fleet and better respond to unanticipated market price changes for the electrification of the fleet. Funds from this reserve are only eligible for expenditure on vehicles.
Other possible reserves for Council to consider
Technology Replacement
Compensated absences
Pavement and Streets
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