Agenda — Fairfield City Council, February 20, 2024 (part 3 of 3)

City of Fairfield
2024 Federal and State Legislative Platform

Reaffirmed by City Council Resolution on February 20, 2024, Resolution 2024-39

PURPOSE
The Legislative Platform establishes the priorities, principles, and policy statement of the City of Fairfield City Council and creates the basis for its advocacy efforts, alerting our legislative partners of the greatest needs of our residents and where we need additional help. The Platform provides general direction to City departments, legislative advocates, delegation members, and the public on our positions on critical policy matters that may impact how the City does business. Adoption of a legislative platform by the City Council streamlines the City’s advocacy efforts by enabling City staff to take immediate action on pressing legislative items efficiently and without delay under City Council direction.

Throughout the legislative session, the City will review and take positions on various policy and budget items at the State and Federal levels. When a recommended position is consistent with existing City policy, as adopted in the Platform, the City Manager’s Office will prepare a position letter for the mayor’s signature.

PRIORITY POLICY AREAS
Throughout the year, the City will respond to various legislative items, but three policy areas will remain a priority.

o Affordable Housing and Homeless Resources – The City supports policies and funding mechanisms for affordable housing and homeless resources. The City strives to permanently reduce homelessness in Fairfield by protecting the health and safety of all residents, increasing housing opportunities, enhancing the system of care, improving public policy and engagement, and strengthening regional coordination and capacity to address homelessness.

Since Fiscal Year 2019, the City of Fairfield has spent approximately $11.57 million in overall services for those experiencing homelessness. The City will continue to seek funding support and legislation that provides resources and programming to address California's homeless crisis. Funding for affordable and permanent supportive housing is vital in addressing homelessness, and the City strives to make housing accessible to all income and service levels. The City will monitor and support sustainable funding for various housing types while also balancing the importance of local control over planning and land use.

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o Maintaining Local Control – The City of Fairfield is committed to preserving local control and decision-making authority, along with state and local funding sources, and opposes unfunded or inadequately funded mandates . The City supports ongoing engagement between state and local governments to ensure local control is maintained and responsible housing development is promoted in a collaborative effort.

o Criminal Justice Reform – The City of Fairfield is dedicated to advocating for meaningful reforms to California Propositions 47 and 58 to address concerns related to public safety and the criminal justice system. Recognizing the importance of criminal justice reform, the City seeks modifications to Proposition 47 to ensure that its intended goals of reducing certain non-violent offenses to misdemeanors do not inadvertently compromise public safety. The City also advocates for a review and potential adjustment of Proposition 58, which addresses non-violent juvenile offenders. While supporting the underlying principles of these propositions, the City emphasizes the necessity of refining the legislative framework to strike an appropriate balance. The aim is to prevent unintended consequences that may hinder the police department's ability to hold offenders accountable and ensure community safety. The City urges collaborative efforts to revisit and reform Propositions 47 and 58 to better align with the needs and concerns of our community while upholding the principles of fairness, justice, and public welfare.

POLICY STATEMENTS

COMMUNITY DEVELOPMENT: Monitor and support efforts that encourage economic development; strengthen local government’s capability to implement plans for growth, development, and conservation; seek additional funding through grants and other possible revenue streams for housing and neighborhood revitalization programs.

State
 Support legislation that provides cities with tools and resources to promote and stimulate economic development.
 Support local, county, and state efforts to attract, retain and provide incentives for current and future commercial and industrial businesses; to jointly leverage resources and assets to develop economic centers in Fairfield.  Support incentives for private investment, technological innovation, and job creation throughout the City.

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 Support programs that enable local government to finance economic revitalization; pursue tax-increment financing through Enhanced Infrastructure Financing District (EIFD), or similar redevelopment strategies.  Support efforts to protect local control over planning and land use while strengthening local agencies’ legal and fiscal capability to prepare, adopt, and implement financial plans for orderly growth, development, beautification , and conservation of local planning areas.
 Support legislation that provides additional resources, including adequate funding, to local agencies to address regional growth issues such as air quality, water quality, air pollution, transportation corridors, and homelessness.  Oppose efforts to penalize RHNA non-performance without specific entitlement funding from the state to support local affordable housing development.  Monitor local, state, and federal actions related to medical and recreational marijuana regulatory changes; support legislation strengthening the legal cannabis industry, to push out the illicit market, while maintaining local governments’ regulatory authority and control over siting of marijuana.  Seek modification to the current state guidelines on the disposition of City surplus property, allowing more flexibility on how disposed property may be developed.  Seek additional funding sources, including grants, for affordable housing such as single residence occupancy housing, transit-oriented development, after- school/preschool programs, health and fitness programs, and downtown economic development.
 Support efforts to create efficiencies within CEQA and support efforts to limit delays in the local planning and development process.
 Support legislation that prevents CEQA lawsuits from being filed for any reason other than a genuine environmental impact.

Federal
 Monitor federal mandates affecting economic development, land-use planning, neighborhood rehabilitation, revitalization, and oppose any redundant or cumbersome mandates/restrictions.

EMPLOYEE RELATIONS: Monitor impacts of legislation or reform affecting public employees’ benefits, rights, and labor relations.

State
 Monitor legislation and regulations affecting labor relations, employee rights, benefits, and working conditions.
 Oppose legislation and regulations that further erode the management rights of public employers.

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 Preserve a balance between the needs of the employees and the resources of public employers that have a legal fiduciary responsibility to taxpayers.  Monitor legislation or reform impacting local public agencies and existing labor agreements.
 Monitor legislation or reform impacting the California Public Employees’ Retirement System (CalPERS).
 Work in partnership with other groups and stakeholders to promote sustainable and secure public pension systems to help ensure responsive and affordable public services.
 Support legislation that would control medical and legal costs related to workers’ compensation, especially for safety employees.

FIRE/EMS/DISASTER PREPAREDNESS: Seek and support funding for various fire, EMS, and disaster preparedness projects, including specific federal funding for enhancements to the Emergency Operations Center and Fire Training Facility.

State
 Support efforts to address disaster preparedness and operational needs at the city and county levels, particularly communication equipment, PG&E Public Safety Power Shutoff (PSPS) events, training, or ongoing operations and maintenance costs.
 Support efforts to improve disaster preparedness, including evacuation preparedness and emergency fire responsiveness; healthy vegetation management; climate adaptation and resilience; and homeowner’s insurance reform.
 Seek funding and support for Critical Incident Stress Management (CISM) training and programs to address Post Traumatic Stress Disorder (PTSD) effects on public safety and administration.
 Monitor legislation and potential reform surrounding the state EMS Act and Local EMS Agency (LEMSAs) authority regarding EMS delivery in the City.  Seek funding and possible legislation to recover costs associated with preparing for and recovering from PG&E PSPS events.

Federal
 Support, and if necessary, apply for Urban Search & Rescue (US&R), Hazardous Materials (HAZMAT), Community Emergency Response Team (CERT), Staffing for Adequate Fire and Emergency Response (SAFER), Emergency Medical Technicians (EMT), Emergency Medical Services (EMS), Assistance to Firefighters Grants (AFG), and Physical Fitness funding in order to strengthen existing programs, replace outdated equipment, provide training, safety gear and continuing education, and to increase public awareness about Emergency Awareness and Fire Safety.

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 Support and apply for funding to enhance the City’s Emergency Operations Center and disaster preparedness capabilities.

GOVERNMENT ADMINISTRATION & BUDGET/FINANCE: Protect and secure local authority and revenue sources to preserve existing infrastructure and community programs. Support legislation and funding that helps the City of Fairfield provide residents equitable access to City programs and services.

State
 Support initiatives to protect and enhance local government’s ability to raise revenue at the ballot box.
 Oppose efforts to restrict voters' rights to revenue measures to increase taxes, assessments, and other funding mechanisms to fund critical infrastructure and services.
 Oppose efforts to eliminate or cap the tax-exempt status of municipal bonds - one of the few remaining tools for local governments to finance large capital projects.  Seek, promote, and implement any new or alternative approaches that may replace redevelopment funding mechanisms that deliver positive benefits to Fairfield.
 Oppose attempts to restrict local authority concerning issues that affect local communities.
 Oppose attempts to decrease, restrict, or eliminate city revenue sources. Oppose efforts at the state level to retain additional revenues currently dedicated to local government for state purposes.
 Oppose measures that would impose state-mandated costs for which there is no guarantee of local reimbursement or offsetting benefits (i.e., unfunded mandates). Monitor legislation affecting accounting rules and financi al reporting for both changes and conflicts between federal and state regulations.  Seek modification to state and local sales tax use and allocation, specifically online sales tax from the County pool to the city where the purchase is made, and the voter threshold for local infrastructure funding, to provide the City more opportunity to pursue particular local tax revenue.
 Monitor potential legislation that makes mandatory changes to district election policy and procedures.
 Seek modification to the California Public Utilities Commission (PUC) Digital Infrastructure and Video Competition Act of 2006 to allow Public, Educational, and Government (PEG) channels to be included in High-Definition tiers of service provided by any multichannel video service provider at no cost to local government.
 Support state action and funding to assist cities in maintaining local services and pandemic relief programs for residents and businesses.

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Federal
 Monitor the progress of the federal budget committee and the budget’s effects on local government.
 Support federal action and funding to assist cities in maintaining local services and pandemic relief programs for residents and businesses.

INFORMATION TECHNOLOGY AND CYBER SECURITY: Support legislative initiatives and pursue funding to promote data and technology to create efficiencies, promote economic development, enhance public safety, improve transportation and mobility, improve sustainability, enhance the municipal quality of life factors, and help solve civic challenges. The City supports harnessing the power of AI for strategic planning to promote fair housing and workforce opportunities through data analytics, while supporting and aligning with legislative protections against Generative AI bias, inaccuracy, ensuri ng adherence to responsible AI practices for the good of their citizens.

State
 Advocate for legislation and funding to prevent and reduce cybercrime that would impact municipal services and support efforts to protect, prevent, and resolve cyber security attacks and breaches.
 Support and advocate for legislation and funding and resources for an emergency response to develop technology infrastructure.
 Support and advocate for funding for technological advances for the proper digitization and archival of vital City records to ensure transparency, accessibility, and posterity of records.
 Support legislation and regulations that ensure emergency communication capabilities and interoperability for information technology and public safety department and agencies.
 Support legislation for cost-effective environmental technology initiatives.  Support policies that enhance digital inclusion and equity and seek to overcome the digital divide.
 Support legislative initiatives and funding to increase access to technology to increase digital literacy and technology access.

Federal
 Advocate for legislation and funding to prevent and reduce cybercrime that would impact municipal services and support efforts to protect, prevent, and resolve cyber security attacks and breaches.
 Support legislation focused on expanding upon the Executive Order, E.O. 14110 Safe Secure and Trustworthy Development and Use of Artificial Intelligence, guiding principles of transparency, equity, inclusion, accountability, accuracy and Packet Page 296 of 423Attachment 2 Page 6 of 14

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security, while responsibly leveraging data, AI, and community engagement for the advancement of local governance.

HOUSING/HOMELESSNESS: Monitor and support sustainable funding for various levels of housing to address California’s housing and homeless crisis; neighborhood revitalization programs; improve cumbersome state funding allocation process and requirements; increase local funding and opportunities for substance abuse and/or mental health related homelessness, seek additional funding through grant s and other types of revenue sources that improve and sustain the quality of life for all Fairfield residents, including those who are homeless or at risk of homelessness.

State
 Develop, seek, and support legislation to provide the City with tools and resources that promote and stimulate housing development in areas of most need.  Support state budget policies and related legislation that provide sustainable and reliable funding for homeless response, workforce development, and affordable housing for very low- to moderate-income person.
 Monitor state mandates such as CEQA and Bay Area Quality Management District legislation, that can potentially delay housing development, housing rehabilitation, and neighborhood revitalization efforts.  Support owner-occupancy through homeowner housing and homebuyer assistance programs that foster long-term neighborhood investment and stabilization.
 Propose modifications to any programs that fund affordable housing programs and projects that do not provide funds to administer and deliver them.  Pursue additional funding sources, including grants, to produce workforce and affordable housing for lower-income households. Housing types include single- residence occupancy units, transit-oriented development, and accessory dwelling units.
 Support and pursue changes to the Surplus Land Act that currently limits local authority to dispose of property where proceeds can be used for affordable housing development.
 Continue opposition to state efforts to mandate co nstruction of new unfunded affordable housing and penalties that would penalize cities that fail to meet under - funded Regional Housing Needs Allocation requirements for new housing construction.
 Support legislation that increases mental health funding, services, and resources for homeless individuals, including crisis intervention, mobile outreach, diagnosis, streamlined access to medication, and dual diagnosis.
 Support legislation exempting motel and hotel conversions to transitional housing from CEQA.

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 Support efforts to prevent and end youth and transition al-aged youth homelessness.
 Support legislation and resources that support mental health resources, such as access to psychiatric facilities, behavioral health care treatment, and street -based services.
 Support ongoing state investment for homeless services, homelessness prevention, and rapid rehousing/supportive housing to meet the needs of those experiencing homelessness and the chronically homeless.  Improve state funding allocation process and requirements for emergency shelters, homeless prevention, and supportive services for homeless and those at risk of homelessness.
 Increase local funding and opportunities for substance abuse and/or mental health related homelessness.
 Seek and support legislation and/or initiatives that create alternatives to incarceration for homeless with mental health and/or substance abuse conditions committing low-level crimes.
 Seek and support initiatives that identify, address, and eliminate racial disparity among homeless and those at risk of homelessness.
 Support legislation and policy that provides opportunity for regional collaboration of services and funding that most effectively and efficiently serves homeless and those at risk of homelessness.

Federal
 Monitor federal mandates that affect housing rehabilitation, neighborhood revitalization, and homeowner/homebuyer assistance programs, and continue opposition to additional mandates/restrictions that delay development.  Urge Congressional action to adopt federal spending plans that provide sustainable, reliable funding for priority local programs such as Home Investment Partnerships Program (HOME), Community Development Block Grant (CDBG), Veteran’s Affairs Supportive Housing (VASH) vouchers and U.S. Department of Housing and Urban Development (HUD) Section 8 funds. Monitor budget bills to ensure that administrative and program funding is not provided at levels below what is required to manage these programs.

PARKS AND RECREATION: Support investment in policy and funding that creates equitable access to City programs, parks, open space and recreation and that fosters active and healthy lifestyles.

State
 Support youth funding and policies that promote healthy lifestyl es, proper nutrition, life skills, college preparation, job experience training, antibullying Packet Page 298 of 423Attachment 2 Page 8 of 14

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awareness, decrease obesity and diabetes, and funding incentives for inter- generational programming.
 Seek funding and support legislation for trail improvements, park development, enhancement, and expansion. Offer Prop 68 funding or similar opportunities annually.
 Support senior funding and policies that promote healthy lifestyles, financial protection and security, safety measures, proper nutrition, and funding incentives for intergenerational programming.
 Seek funding and resources to provide more opportunities for at -risk youth to access youth programming.
 Support diverse ethnic public health outreach efforts and policies that educate and promote physical activity, healthy lifestyle options, and maximizing use of open space for personal enjoyment.
 Seek and support funding and policies that promote equity of access to recreational programming for people with disabilities, and funding incentives for adaptive recreation programming.
 Support funding and legislation in line with community need that improve community engagement through technology at all City Community Centers, Americans with Disabilities Act (ADA) upgrades and improvements, community outreach efforts, virtual programming, and enhanced quality of the City’s local access station, Channel 26.
 Seek funding for ADA upgrades on existing facilities, park and open space improvement and preservation, water safety, and increased equitable access to outdoor recreation in low-income neighborhoods.
 Seek funding and resources such as solar and habitat restoration that foster environmental stewardship and sustain the future of Fairfield’s natural habitat.  Seek funding for additional facilities and upgrades on existing facilities including youth soccer fields, baseball and softball fields, and basketball courts that will result in additional programming opportunities for at -risk youth and in locations in high unemployment and low-income neighborhoods.
 Seek ongoing funding for ongoing disease prevention (such as COVID-19) for public protection and prevention, such as sanitization, staffing, supplies, and one -time equipment upgrades in parks and public facilities.
 Support strategies and legislation to foster independence, well-being, and access to resources for older adults.
 Advocate for state and federal funding for opportunities to increase access to childcare for the community.
 Support legislation and bond measures that provide per capita grants to local governments to fund parks and capital improvements to community facilities and recreation programs that enhance the quality of life for Fairfield residents.

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 Seek and support funding and policies that promote art in public places, including parks and on public property.
 Seek and support funding and policies for irrigation infrastructure, including the removal and replacement of water smart technologies for municipal golf courses.  Seek and support funding for open space maintenance, educational programming, and increased public safety.

POLICE DEPARTMENT/CRIMINAL JUSTICE REFORM: Monitor ongoing effects of Criminal Justice Reform including potential for available funding sources; 2016’s passage of Proposition 64; and seek funding for supported local law enforcement projects including the Fairfield Police Activities League. Support legislation that assists in preventing and reducing crime, such as drug prevention programs, mental health initiatives, enhanced protective equipment, and solutions for homelessness.

State
 Support legislative and/or ballot measure efforts that provide dedicated funding to address the impacts associated with California’s Criminal Justice Reform.  Continue to participate with local partners and the California Police Chiefs Association in addressing the adverse effects of California’s Criminal Justice Reform.
 Support efforts to address emergency preparedness and operational needs, particularly those that include regional efforts to improve interoperability, training, and/or ongoing operations and maintenance costs.  Monitor legislation that would implement changes to police officers’ duty requirements, including use of police cameras, K9 dogs, license plate readers, city cameras, data storage requirements, and any changes to officer training requirements.
 Seek support and funding resources for mental health, supportive housing, and shelters to assist the police Homeless Intervention Team in reducing homelessness.
 Seek support and funding resources to create a mobile mental health system that addresses acute mental health needs in line with current trends in response to the homeless mental health crisis.
 Oppose restrictions on the use of K9s for the purpose of apprehension and arrest which reduce the use of lethal force encounters.
 Oppose restrictions on the type of firearms police officers are allowed to purchase and use in an off-duty capacity.

PUBLIC WORKS/NATURAL RESOURCES/TRANSPORTATION: Secure funding and favorable administration to ensure infrastructure is built in a timely manner and projects are delivered.

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State
 Monitor climate change, alternative fuels, innovative clean transit regulations, and their potential impacts.
 Support the state's goals for increased use of zero emission vehicles and support funding that goes towards converting gas-powered fleet to electric vehicles and the charging and electrical infrastructure necessary for plug-in electric vehicles.

Allow flexible standards for certain emergency and fleet vehicles that require traditional fuel due to technology, range, and terrain issues.  Support legislation that provides funding opportunities for energy-efficiency projects and programs for public buildings, facilities, and infrastructure.  Oppose further restrictions and changes in state law on local water conservation.  Oppose legislation that encroach, diminish or restrict the city’s water rights.  Oppose legislation that strengthens the State’s ability to issue curtailments in any water year type.
 Monitor and oppose efforts to impose state water taxes on local water utilities.  Support legislation that provides additional time to meet municipal and transit fleet electrification mandates.
 Support legislation that removes restricted requirements, such as farebox recovery ratio, in the Transportation Development Act.
 Support legislation providing land use incentives in connection with rail and multimodal transit stations (Transit Oriented Development).  Support legislation that generates funding to support all modes of transportation, including transit, bicycles, and pedestrians.
 Support legislation that generates funding for storm drain capacity and maintenance projects.
 Oppose legislation that would reduce access to, or otherwise condition the receipt of, local streets and roads funding.
 Support legislation and regional policy that provide qualified commuter carpools and vanpools with reduced tolls on toll facilities as an incentive to encourage and promote ridesharing that reduces greenhouse gases. Support legislative and regulatory efforts to ensure that projects are eligible for state and regional funding of Transportation Oriented Development (TOD) projects. Ensure that development and transit standards for TOD projects can be reasonably met by developing suburban communities.
 Monitor and support efforts to streamline application, reporting and monitoring requirements to meet State local road mandates, and decrease additional requirements for ADA standards for on-street public parking and ramps for persons with disabilities.

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 As Performance Standards continue to become more restrictive, actively support dialogue and possible legislation that would relax the Metropolitan Transportation Commission (MTC) standards to qualify for funding.
 Seek and support legislation and transportation funding reform to permanently increase funding for local streets and road maintenance. Continue to work with the local, regional, state, and federal partners to secure perma nent funds for transportation infrastructure including maintenance and electrification mandates.  Support efforts to preserve and enhance local road maintenance funding, as well as transit, “safe route to school” initiatives, road safety, and enhanced accessibility and mobility initiatives.
 Monitor state efforts to lower the voter threshold on local tax measures for local road maintenance, storm drainage, and capital improvements.  Support legislation preserving the City’s interest in telecommunication, broadband, and infrastructure operations. Support efforts to fund and provide high-speed internet including infrastructure development and training, competition and redundancy, and local franchise authority and public right-of-way management. Monitor implementation of the State “Broadband for All" Action Plan.
 Support legislation, regulation, and compliance regarding cyber and physical security to protect utility assets and operations.
 Oppose legislation, regulatory proposals, or administrative actions that limit or eliminate local discretionary review of the installation of small cell wireless equipment or any wireless technology facilities on public infrastructure or in the public right of way.
 Seek funding support to help comply with solid waste mandates for recycling and organics recovery/processing.

Federal
 Seek and secure funding to meet storm water/water quality regulation mandates.  Continue to support and seek funding for transportation infrastructure, Fairfield/Vacaville Hannigan Intermodal Train Station buildout (including a station structure located on-site), Fairfield Transportation Center improvements, and public transportation equipment, maintenance, replacement, and electrification initiatives.
 Seek funding for the New Canon Road rail crossing grade separation.  Support federal legislation in both houses for MAP-21 and related transportation legislation and assist Fairfield and Suisun Transit (FAST) and the Solano Transportation Authority (STA) in their efforts to secure federal funding for local and regional initiatives.

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 Support legislation and regional policy that provide qualified Commuter Carpools and Vanpools with reduced tolls on toll facilities as an incentive to encourage and promote ridesharing.
 Monitor and support efforts to streamline application, reporting and monitoring requirements to meet federal mandates, and decrease additional requirements for ADA standards for on-street public parking and handicap ramps associated with local road maintenance.
 Seek remedy to U.S. Attorney opinion requiring costly ADA upgrades to cape seal pavement surfacing projects.

TRAVIS AIR FORCE BASE/TRAVIS COMMUNITY CONSORTIUM: As the contracting agency for the Travis Community Consortium, support Travis Air Force Base (AFB) in maintaining funding and sustainability for key missions, while protecting the base from issues such as encroachment which would lessen the military value to the Department of Defense.

Travis AFB relies on a complex network of roads, buildings, facilities, utilities, and land– both on and off base – to support critical training, power-projection platforms and the everyday needs of its airman and its families. Priority efforts will focus on investment in infrastructure and programs that support Travis missions, Airman and Family:

 Oppose any local development that encroaches on the base or that negatively impacts the mission set of Travis AFB.
 Preserve existing missions and enhance the potential to assume additional missions at TAFB by advocating for investment in base infrastructure, operating and maintenance funding, modernization and technology upgrades for Travis air mobility & refueling fleets.
 Support policy that will ensure continued and compatible regional development, the preservation of unrestricted air space and other base operations from encroachment and remediate situations that may detract from Travis’s standing in future BRAC or non-BRAC decisions.
 Support TAFB in pursuing and developing cooperative projects and areas of benefit through the Air Force Community Partnership programs and Office of Local Defense Community Cooperation (OLDCC) grants that enhance the installation value and maximizes a full range of tools that leverage resources to improve the efficiency and resilience of defense infrastructure.  Support additional federal funding for military construction at Travis AFB as part of the President’s Budget Request (PBR) or altern ative methods to provide facilities and infrastructure.
 Support policy to improve Military Family Quality of Life for service members and their families by continued support for legislation that enhances military spouse licensure portability and promoting joint military-community efforts to Packet Page 303 of 423Attachment 2 Page 13 of 14

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ensure military families have access to high-quality schools, childcare, healthcare, affordable housing, and special needs programs.  Oppose budget cuts to the Department of the Air Force caused by federal budget sequestration or other congressional budget actions.
 Remain engaged on military family housing issues and watch the privatized Travis AFB housing. This includes monitoring any changes to the plan and looking for opportunities to further enhance affordable housing opportunities and transportation connectivity for Travis personnel on -base and within the regional community.

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Agenda Item No: 12.

AGENDA REPORT
DATE:February 20, 2024
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202440 of the City Council of the City of Fairfield Amending the Departmental Position Control List
RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
To implement and realize the full potential of the Real Time Crime Center (RTCC), staff is requesting a change in the Position Control List in the Police Department.

DISCUSSION
The Police Department will be fully operationalizing the RTCC as soon as practicable. To realize the full potential of the RTCC, staff is requesting a change in the City's Position Control List. The Police Department has two FTE Dispatcher Supervisor positions. Staff is requesting to change one of them to an IT Analyst II position.

The IT Analyst will be responsible for set up and maintenance of the information technology required for the RTCC. The IT Analyst will work with the Crime Analyst and the Investigations Division Commander to assess the best and most applicable programming for the technology needed for the RTCC.

Once the center is fully functional, the IT Analyst will work with staff to ensure the technology is functional and will troubleshoot any issues that may arise. The IT Analyst will work with Dispatch on updating Sunridge RIMS and other IT programs used in the center. The IT Analyst will also regularly update RIMS to ensure the correct information is in the computer system and it is functioning properly.

FINANCIAL IMPACT
The impact on the General Fund is $10,298 in Fiscal Year 2024 and $10,835 in Fiscal Year 2025.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
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Agenda Item No: 12.AGENDA REPORTDATE:February 20, 2024 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202440 of the City Council of the City of Fairfield Amending theDepartmental Position Control ListRECOMMENDED ACTIONAdopt resolution.STATEMENT OF ISSUETo implement and realize the full potential of the Real Time Crime Center (RTCC), staff is requesting achange in the Position Control List in the Police Department.DISCUSSIONThe Police Department will be fully operationalizing the RTCC as soon as practicable. To realize the fullpotential of the RTCC, staff is requesting a change in the City's Position Control List. The PoliceDepartment has two FTE Dispatcher Supervisor positions. Staff is requesting to change one of them toan IT Analyst II position.The IT Analyst will be responsible for set up and maintenance of the information technology required forthe RTCC. The IT Analyst will work with the Crime Analyst and the Investigations Division Commanderto assess the best and most applicable programming for the technology needed for the RTCC.Once the center is fully functional, the IT Analyst will work with staff to ensure the technology is functionaland will troubleshoot any issues that may arise. The IT Analyst will work with Dispatch on updatingSunridge RIMS and other IT programs used in the center. The IT Analyst will also regularly update RIMSto ensure the correct information is in the computer system and it is functioning properly.FINANCIAL IMPACTThe impact on the General Fund is $10,298 in Fiscal Year 2024 and $10,835 in Fiscal Year 2025.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION N/A
ALTERNATIVE ACTION
The City Council may choose not approve the requested change in the Police Department's Position Control List.

STAFF CONTACT
Farbod Pirouzmand, Director of Human Resources
(707) 4287397
[email protected]
COORDINATED WITH
City Manager's Office, Finance Department, Police Department ATTACHMENTS:

Description
Attachment 1: Proposed Resolution
REVIEWERS:

Reviewer Action Date
Pirouzmand, Farbod Approved 2/6/2024 12:31 AM
Henry, Alicia Approved 2/6/2024 12:02 PM
Pirouzmand, Farbod Approved 2/6/2024 4:07 PM
Dombrowski, Delaney Approved 2/6/2024 6:07 PM
Dombrowski, Delaney Approved 2/6/2024 6:08 PM
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CITY OF FAIRFIELD

RESOLUTION NO. 2024-40

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD AMENDING THE

DEPARTMENTAL POSITION CONTROL LIST

WHEREAS, the City Council approved the Departmental Position Control List, the listing of classifications, and salaries; and

WHEREAS, changes to the Departmental Position Control List may only be made by resolution of the council.

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

Section 1. That it approves the following changes:

 Addition of 1.0 FTE IT Analyst I/II
 Deletion of 1.0 FTE Dispatch Supervisor

Section 2. The city manager is authorized to make all the administrative changes necessary to implement this resolution.

PASSED AND ADOPTED this 20th day of February 2024, 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: 13.

AGENDA REPORT
DATE:February 20, 2024
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Resolution 202441 of the City Council of the City of Fairfield Adopting the Updated Peafowl Management Plan (2024), Authorizing the City Manager to Enter Into an Agreement with Raptor Events, LLC to Humanely Reduce Peafowl Pride Size, and Authorizing an Update to the Fiscal Year 20232024 Budget RECOMMENDED ACTION
Receive report, open discussion, provide any additional direction, and adopt resolution.

STATEMENT OF ISSUE
When planning the construction of the Dunnell Nature Park and Education Center, the City of Fairfield intended to build an aviary to contain a population of peafowl. The City never developed the aviary due to financial constraints, and the pride of peafowl has freely roamed the Rolling Hills neighborhood. The peafowl population has steadily increased without any controls in place, with residents becoming increasingly frustrated by the impacts of the birds. In 2023, the residents of Rolling Hills neighborhood and the City worked to identify community preferences and created a plan for managing the peafowl population.

DISCUSSION
Beginning in June 2023, residents of both the Rolling Hills and the Flower Streets neighborhoods raised concerns about the growing population of peafowl impacting their quality of life. City Council asked staff to return with information about managing the peafowl population for discussion. Staff provided background on peafowl management efforts and additional mitigation options at the July 18, 2023, council meeting. Public Works staff was directed to humanely trap and rehome peafowl in the Flower Streets neighborhood and reduce the peafowl population in Rolling Hills to around 2025 birds.

At the September 5, 2023, council meeting, a large number of residents spoke under public comment regarding the peafowl. Some residents supported the decision to reduce the population of peafowl, while others sought to see the birds left alone. In response, the council determined that the best path forward was to engage the community in a facilitated discussion on how to deal with the peafowl.

On October 14 and December 9, 2023, councilmembers, staff, and residents met at Rolling Hills Packet Page 308 of 423

On October 14 and December 9, 2023, councilmembers, staff, and residents met at Rolling Hills Elementary School to discuss options for peafowl management. Through conversation and research, residents determined their preferences as follows:

Create a new Peafowl Management Plan to deal with peafowl openly roaming the Rolling Hills neighborhood.

Reduce the size of the peafowl pride to approximately 50 birds in Rolling Hills, taking into account expert recommendations on the ratio of males to females.

Create a webpage with all historical information of City actions related to peafowl (Fairfield.ca.gov/peafowl).

Install signage at the Dunnell Nature Park and Education Center to guide guests to information on peafowl.

Consult with UC Davis or other experts to ensure that information contained in the peafowl management plan meets best practices for care of the birds.

Create an updated peafowl education flyer for residents to share in the neighborhood.

Create a process for contacting residents who feed the peafowl against recommended best practices to reduce instances of improper feeding.

Contract with a private company to conduct a pointintime census count of birds to guide how many birds require rehoming.

In addition to the above, residents requested that the City provide funding to purchase feed stock for the peafowl. Volunteer residents in Rolling Hills desired to provide feed for the birds at the Dunnell Nature Park and Education Center. Staff does not recommend that the council provide funding for feed for two reasons:

1. Some experts discourage feeding wild peafowl populations, as they are wild animals who are natural foragers. Supplementing their natural diet may lead to overpopulation.

2. The City does not have the financial resources to fund ongoing feed purchases. While the feed is not overly expensive, the City is currently facing a substantial structural deficit. Staff estimates premium feed (recommended) to cost approximately $7,000 per year, plus staff time to order, stock, and handle feed bags.

Staff seeks the council’s direction on whether to provide feed to resident volunteers to feed peafowl at Dunnell Nature Park and Education Center.

Updated Peafowl Management Plan
The Peafowl Management Plan (2024) considers no anticipated aviaries, other enclosures, and no identified budget. To prepare the revised plan, staff consulted with two industry experts in early 2024.

Both experts indicated that there is no “optimum pride size” as peafowl are a nonnative, often invasive, species. However, general guidance is to maintain a pride ratio of approximately 1/3 peacocks to 2/3 peahens.

Management of the overall pride size should start with a pointintime census count of the birds. Staff contracted with Raptor Events, LLC to conduct the census, which is anticipated to be completed by February 20, 2024. Once the number of birds is known, any number of birds over the targeted 50 population will be relocated/rehomed. The trapper will place traps either on City property or on private property in partnership with property owners interested in placing traps on their property. The updated Peafowl Management Plan includes additional information and a draft access license agreement to be executed between the City and participating property owners.

Flower Streets
Residents of the flower streets neighborhood did not have robust participation at the two town hall meetings. Council previously directed staff to proceed with trapping and humanely rehoming peafowl from this neighborhood. Staff intends to proceed with this direction from the council unless directed otherwise.

Packet Page 309 of 423

Agenda Item No: 13.AGENDA REPORTDATE:February 20, 2024 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202441 of the City Council of the City of Fairfield Adopting the UpdatedPeafowl Management Plan (2024), Authorizing the City Manager to Enter Into anAgreement with Raptor Events, LLC to Humanely Reduce Peafowl Pride Size, andAuthorizing an Update to the Fiscal Year 20232024 BudgetRECOMMENDED ACTIONReceive report, open discussion, provide any additional direction, and adopt resolution.STATEMENT OF ISSUEWhen planning the construction of the Dunnell Nature Park and Education Center, the City of Fairfieldintended to build an aviary to contain a population of peafowl. The City never developed the aviary dueto financial constraints, and the pride of peafowl has freely roamed the Rolling Hills neighborhood. Thepeafowl population has steadily increased without any controls in place, with residents becomingincreasingly frustrated by the impacts of the birds. In 2023, the residents of Rolling Hills neighborhoodand the City worked to identify community preferences and created a plan for managing the peafowlpopulation.DISCUSSIONBeginning in June 2023, residents of both the Rolling Hills and the Flower Streets neighborhoodsraised concerns about the growing population of peafowl impacting their quality of life. City Councilasked staff to return with information about managing the peafowl population for discussion. Staffprovided background on peafowl management efforts and additional mitigation options at the July 18,2023, council meeting. Public Works staff was directed to humanely trap and rehome peafowl in theFlower Streets neighborhood and reduce the peafowl population in Rolling Hills to around 2025 birds.At the September 5, 2023, council meeting, a large number of residents spoke under public commentregarding the peafowl. Some residents supported the decision to reduce the population of peafowl,while others sought to see the birds left alone. In response, the council determined that the best pathforward was to engage the community in a facilitated discussion on how to deal with the peafowl.On October 14 and December 9, 2023, councilmembers, staff, and residents met at Rolling HillsElementary School to discuss options for peafowl management. Through conversation and research,residents determined their preferences as follows:Create a new Peafowl Management Plan to deal with peafowl openly roaming the Rolling Hillsneighborhood.Reduce the size of the peafowl pride to approximately 50 birds in Rolling Hills, taking into accountexpert recommendations on the ratio of males to females.Create a webpage with all historical information of City actions related to peafowl(Fairfield.ca.gov/peafowl).Install signage at the Dunnell Nature Park and Education Center to guide guests to information onpeafowl.Consult with UC Davis or other experts to ensure that information contained in the peafowlmanagement plan meets best practices for care of the birds.Create an updated peafowl education flyer for residents to share in the neighborhood.Create a process for contacting residents who feed the peafowl against recommended bestpractices to reduce instances of improper feeding.Contract with a private company to conduct a pointintime census count of birds to guide howmany birds require rehoming.In addition to the above, residents requested that the City provide funding to purchase feed stock for thepeafowl. Volunteer residents in Rolling Hills desired to provide feed for the birds at the Dunnell NaturePark and Education Center. Staff does not recommend that the council provide funding for feed for tworeasons:1. Some experts discourage feeding wild peafowl populations, as they are wild animals who arenatural foragers. Supplementing their natural diet may lead to overpopulation.2. The City does not have the financial resources to fund ongoing feed purchases. While the feed isnot overly expensive, the City is currently facing a substantial structural deficit. Staff estimatespremium feed (recommended) to cost approximately $7,000 per year, plus staff time to order,stock, and handle feed bags.Staff seeks the council’s direction on whether to provide feed to resident volunteers to feed peafowl atDunnell Nature Park and Education Center.Updated Peafowl Management PlanThe Peafowl Management Plan (2024) considers no anticipated aviaries, other enclosures, and noidentified budget. To prepare the revised plan, staff consulted with two industry experts in early 2024.Both experts indicated that there is no “optimum pride size” as peafowl are a nonnative, often invasive,species. However, general guidance is to maintain a pride ratio of approximately 1/3 peacocks to 2/3peahens.Management of the overall pride size should start with a pointintime census count of the birds. Staffcontracted with Raptor Events, LLC to conduct the census, which is anticipated to be completed byFebruary 20, 2024. Once the number of birds is known, any number of birds over the targeted 50population will be relocated/rehomed. The trapper will place traps either on City property or on privateproperty in partnership with property owners interested in placing traps on their property. The updatedPeafowl Management Plan includes additional information and a draft access license agreement to beexecuted between the City and participating property owners.Flower StreetsResidents of the flower streets neighborhood did not have robust participation at the two town hallmeetings. Council previously directed staff to proceed with trapping and humanely rehoming peafowl from this neighborhood. Staff intends to proceed with this direction from the council unless directed otherwise.

RECOMMENDATION
Staff recommends that the council proceed as follows:

Adopt the resolution; and
Provide direction to proceed with trapping and rehoming the required number of peafowl from Rolling Hills to reduce the population to 50; and
Provide direction to proceed with trapping and rehoming all peafowl from the flower streets neighborhood; and
Deny the request to fund the purchase of feed; and
Direct staff to create and install informational signage about peafowl at the Dunnell Nature Park and Education Center.

FINANCIAL IMPACT
The cost for performing the census is $2,000. The cost to humanely trap and rehome each peafowl is approximately $400 per bird. If the City needs to rehome 100 peafowl, then the estimated total cost is $46,200, which includes a 10% continency ($2,000 census, $40,000 for humanely trapping and rehoming, and $4,200 contingency). Additionally, staff has estimated the cost of creating and installing signage with QR Codes at the Dunnell Nature Park and Education Center at approximately $2,000 for four signs.

These expenses were not budgeted in the fiscal year (FY) 20232024 budget. This requires a budget adjustment to transfer $48,200 from Community Facilities District 20122 (Fund 332) to the General Fund (Fund 101), as well as a supplemental appropriation of $48,200 to the General Fund (Org Code 10160103). Staff has confirmed that adequate funding exists in Fund 332; however, this will reduce the amount available in future years for transfers to the General Fund.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
The council was briefed at public meetings on July 18 and September 5, 2023. Residents were invited to participate in town hall meetings on October 14 and December 9, 2023.

ALTERNATIVE ACTION
The council may choose not to adopt the resolution. Staff is seeking council direction.

STAFF CONTACT
Marisa Cumpian, Sr. Management Analyst
(707) 4287494
[email protected]
COORDINATED WITH
City Manager's Office, Finance Department
ATTACHMENTS:

Description
Attachment 1: Proposed Resolution
Attachment 2: Draft Peafowl Management Plan (2024)
REVIEWERS:

Reviewer Action Date
Kaushal, Paul Approved 2/13/2024 11:52 AM
Dombrowski, Delaney Approved 2/13/2024 11:58 AM
Packet Page 310 of 423

Agenda Item No: 13.AGENDA REPORTDATE:February 20, 2024 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Resolution 202441 of the City Council of the City of Fairfield Adopting the UpdatedPeafowl Management Plan (2024), Authorizing the City Manager to Enter Into anAgreement with Raptor Events, LLC to Humanely Reduce Peafowl Pride Size, andAuthorizing an Update to the Fiscal Year 20232024 BudgetRECOMMENDED ACTIONReceive report, open discussion, provide any additional direction, and adopt resolution.STATEMENT OF ISSUEWhen planning the construction of the Dunnell Nature Park and Education Center, the City of Fairfieldintended to build an aviary to contain a population of peafowl. The City never developed the aviary dueto financial constraints, and the pride of peafowl has freely roamed the Rolling Hills neighborhood. Thepeafowl population has steadily increased without any controls in place, with residents becomingincreasingly frustrated by the impacts of the birds. In 2023, the residents of Rolling Hills neighborhoodand the City worked to identify community preferences and created a plan for managing the peafowlpopulation.DISCUSSIONBeginning in June 2023, residents of both the Rolling Hills and the Flower Streets neighborhoodsraised concerns about the growing population of peafowl impacting their quality of life. City Councilasked staff to return with information about managing the peafowl population for discussion. Staffprovided background on peafowl management efforts and additional mitigation options at the July 18,2023, council meeting. Public Works staff was directed to humanely trap and rehome peafowl in theFlower Streets neighborhood and reduce the peafowl population in Rolling Hills to around 2025 birds.At the September 5, 2023, council meeting, a large number of residents spoke under public commentregarding the peafowl. Some residents supported the decision to reduce the population of peafowl,while others sought to see the birds left alone. In response, the council determined that the best pathforward was to engage the community in a facilitated discussion on how to deal with the peafowl.On October 14 and December 9, 2023, councilmembers, staff, and residents met at Rolling HillsElementary School to discuss options for peafowl management. Through conversation and research,residents determined their preferences as follows:Create a new Peafowl Management Plan to deal with peafowl openly roaming the Rolling Hillsneighborhood.Reduce the size of the peafowl pride to approximately 50 birds in Rolling Hills, taking into accountexpert recommendations on the ratio of males to females.Create a webpage with all historical information of City actions related to peafowl(Fairfield.ca.gov/peafowl).Install signage at the Dunnell Nature Park and Education Center to guide guests to information onpeafowl.Consult with UC Davis or other experts to ensure that information contained in the peafowlmanagement plan meets best practices for care of the birds.Create an updated peafowl education flyer for residents to share in the neighborhood.Create a process for contacting residents who feed the peafowl against recommended bestpractices to reduce instances of improper feeding.Contract with a private company to conduct a pointintime census count of birds to guide howmany birds require rehoming.In addition to the above, residents requested that the City provide funding to purchase feed stock for thepeafowl. Volunteer residents in Rolling Hills desired to provide feed for the birds at the Dunnell NaturePark and Education Center. Staff does not recommend that the council provide funding for feed for tworeasons:1. Some experts discourage feeding wild peafowl populations, as they are wild animals who arenatural foragers. Supplementing their natural diet may lead to overpopulation.2. The City does not have the financial resources to fund ongoing feed purchases. While the feed isnot overly expensive, the City is currently facing a substantial structural deficit. Staff estimatespremium feed (recommended) to cost approximately $7,000 per year, plus staff time to order,stock, and handle feed bags.Staff seeks the council’s direction on whether to provide feed to resident volunteers to feed peafowl atDunnell Nature Park and Education Center.Updated Peafowl Management PlanThe Peafowl Management Plan (2024) considers no anticipated aviaries, other enclosures, and noidentified budget. To prepare the revised plan, staff consulted with two industry experts in early 2024.Both experts indicated that there is no “optimum pride size” as peafowl are a nonnative, often invasive,species. However, general guidance is to maintain a pride ratio of approximately 1/3 peacocks to 2/3peahens.Management of the overall pride size should start with a pointintime census count of the birds. Staffcontracted with Raptor Events, LLC to conduct the census, which is anticipated to be completed byFebruary 20, 2024. Once the number of birds is known, any number of birds over the targeted 50population will be relocated/rehomed. The trapper will place traps either on City property or on privateproperty in partnership with property owners interested in placing traps on their property. The updatedPeafowl Management Plan includes additional information and a draft access license agreement to beexecuted between the City and participating property owners.Flower StreetsResidents of the flower streets neighborhood did not have robust participation at the two town hallmeetings. Council previously directed staff to proceed with trapping and humanely rehoming peafowlfrom this neighborhood. Staff intends to proceed with this direction from the council unless directedotherwise.RECOMMENDATIONStaff recommends that the council proceed as follows: Adopt the resolution; andProvide direction to proceed with trapping and rehoming the required number of peafowl fromRolling Hills to reduce the population to 50; andProvide direction to proceed with trapping and rehoming all peafowl from the flower streetsneighborhood; andDeny the request to fund the purchase of feed; andDirect staff to create and install informational signage about peafowl at the Dunnell Nature Parkand Education Center.FINANCIAL IMPACTThe cost for performing the census is $2,000. The cost to humanely trap and rehome each peafowl isapproximately $400 per bird. If the City needs to rehome 100 peafowl, then the estimated total cost is$46,200, which includes a 10% continency ($2,000 census, $40,000 for humanely trapping andrehoming, and $4,200 contingency). Additionally, staff has estimated the cost of creating and installingsignage with QR Codes at the Dunnell Nature Park and Education Center at approximately $2,000 forfour signs.These expenses were not budgeted in the fiscal year (FY) 20232024 budget. This requires a budgetadjustment to transfer $48,200 from Community Facilities District 20122 (Fund 332) to the GeneralFund (Fund 101), as well as a supplemental appropriation of $48,200 to the General Fund (Org Code10160103). Staff has confirmed that adequate funding exists in Fund 332; however, this will reduce theamount available in future years for transfers to the General Fund.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONThe council was briefed at public meetings on July 18 and September 5, 2023. Residents were invitedto participate in town hall meetings on October 14 and December 9, 2023.ALTERNATIVE ACTIONThe council may choose not to adopt the resolution. Staff is seeking council direction.STAFF CONTACTMarisa Cumpian, Sr. Management Analyst(707) 428[email protected] WITHCity Manager's Office, Finance DepartmentATTACHMENTS:DescriptionAttachment 1: Proposed ResolutionAttachment 2: Draft Peafowl Management Plan (2024)REVIEWERS:Reviewer Action Date Kaushal, Paul Approved 2/13/2024 11:52 AM
Dombrowski, Delaney Approved 2/13/2024 11:58 AM
Dombrowski, Delaney Approved 2/13/2024 11:58 AM
Packet Page 311 of 423

CITY OF FAIRFIELD

RESOLUTION NO. 2024-41

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD ADOPTING THE UPDATED PEAFOWL MANAGEMENT PLAN (2024), AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT

WITH RAPTOR EVENTS, LLC TO HUMANELY REDUCE PEAFOWL PRIDE SIZE, AND AUTHORIZING AN UPDATE TO THE FISCAL YEAR 2023-2024 BUDGET

WHEREAS, the City of Fairfield intended to build an aviary to contain a population of peafowl when planning the construction of the Dunnell Nature Park and Education Center ; and

WHEREAS, the City never developed the aviary due to financial constraints and the pride of peafowl has freely roamed the Rolling Hills Neighborhood; and

WHEREAS, the peafowl population has steadily increased without any controls, with residents becoming increasingly frustrated by the impacts of the birds; and

WHEREAS, in 2023, residents of Rolling Hills and the City worked to identify community preferences and created a plan for managing the peafowl population; and

WHEREAS, through conversation at the town hall meetings, residents determined their preferences, which included: a point-in-time census, reducing the pride size to 50 birds in Rolling Hills, education such as signage at Dunnell Nature Park and Education Center, consultation with UC Davis, a new Peafowl Management Plan, creating a process for contacting residents who feed the peafowl against recommended best practices; and

WHEREAS, residents indicated the desire to reduce the size of the peafowl pride to 50 birds in Rolling Hills, taking into account expert recommendations on the ratio of males to females; and

WHEREAS, staff has contracted with a professional trapper to perform a point-in-time census count of peafowl; and

WHEREAS, once the number of birds is known, any number of birds over the targeted 50 population will be relocated/rehomed; and

WHEREAS, staff drafted an updated Peafowl Management Plan in consultation with two industry experts; and

WHEREAS, the cost for performing the point-in-time census is $2,000, and the cost to humanely trap and rehome each peafowl is approximately $400 per bird. If the City needs to rehome 100 peafowl, then the estimated total cost is $46,200 which includes a 10% contingency ($2,000 census, $40,000 humanely trapping and rehoming, $4,200 contingency); and

WHEREAS, staff has estimated the cost of creating and installing signage with QR codes at the Dunnell Nature Park and Education Center at approximately $2,000 for four signs; and Packet Page 312 of 423Attachment 1 Page 1 of 2

RES. NO. 2024-41

Page 2 ends

WHEREAS, a transfer from Community Facilities District 2012-2 Fund (Fund 332) to the General Fund (Fund 101) and an increase of $48,200 to the appropriations in the General Fund (Org Code 10160103) is required; and

WHEREAS, the revised appropriation constitutes a budget adjustment to the Fiscal Year (FY) 2023-2024 Budget approved pursuant to Resolution No. 2023-149.

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

Section 1. The updated Peafowl Management Plan (2024) is adopted.

Section 2. The city manager is hereby authorized to negotiate and execute an agreement with Raptor Events, LLC for trapping services required.

Section 3. The council hereby approves a transfer of $48,200 from Fund 332 to Fund 101 and a budget adjustment of $48,200 to Fund 101.

PASSED AND ADOPTED this 20th day of February 2024, by the following vote:

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

Packet Page 313 of 423Attachment 1 Page 2 of 2

DRAFT

CITY OF FAIRFIELD

PEAFOWL MANAGEMENT PLAN
FEBRUARY 2024

Packet Page 314 of 423Attachment 2 Page 1 of 12

TABLE OF CONTENTS

Execu�ve Summary 1

Sec�on 1 - Introduc�ons

1.1 Se�ng 2

1.2 Background 3

1.3 Peafowl Commitee 3

Sec�on 2 – Peafowl Informa�on

2.1 Peafowl Facts 4

Sec�on 3 – Plan Elements: Guidance and Recommenda�ons

3.1 Op�mum Pride Size 5

3.2 Trapping: Popula�on Control 5

3.3 Adop�on 5

3.4 Management of New Popula�on (Breeding) 6

3.5 Feeding 6

3.6 Veterinarian Care 6

Sec�on 4 – Appendices
A Peafowl Fact Sheet 7
B Access License Agreement 9

Packet Page 315 of 423Attachment 2 Page 2 of 12

1 EXECUTIVE SUMMARY

The Rolling Hills neighborhood of Fairfield surrounds the Dunnell Nature Park and Educa�on Center property. The property was bequeathed to the City of Fairfield by the Dunnell family in 1998. The original park plans included development of an aviary to care for a pride of peafowl owned by the Dunnell family. In 2009, due to financial constraints, the City opted to not build the aviary to contain the peafowl. The birds have freely roamed the Rolling Hills neighborhood and increased in popula�on since.

An increasing number of peafowl has increasingly created nuisance in the neighborhood. In 2023, residents engaged with City staff to create a strategy to balance the enjoyment of the beauty of the birds against the nuisances they create. This plan provides guidance to maintain the pride at a number determined by residents.

This updated Peafowl Management Plan supersedes the previous plan.

This Peafowl Management Plan (2024) considers no an�cipated aviaries, other enclosures, and no iden�fied budget. To prepare this revised management plan, staff consulted with the following two industry experts in early 2024:

1. Dr. Francie A. Bradley, Extension Poultry Specialist Emerita, University of California, Davis.

Dr. Bradley contributed to the previous Dunell Peafowl Management Plan (January 2001.)

2. Dennis Fet, AKA Mr. Peacock. Since 1980, Fet has run a farm in Iowa with his wife.

Together they nurture peafowl, write books, hatch eggs, and assist the public with peafowl problems.
htp:// www.peafowl.com
htp:// www.youtube.com/@MisterPeacock

Packet Page 316 of 423Attachment 2 Page 3 of 12

2 SECTION 1 – INTRODUCITON

Sec�on 1.1 – Se�ng
The 6.2-acre site known as the Dunnell Property (Dunnell Nature Park and Educa�on Center) is located in northwestern Fairfield. The site is located within the Rolling Hills Neighborhood and is bordered by Hilborn Road and Hillridge Drive. Rolling Hills Neighborhood Park was dedicated in 1997 and sits on five acres across from the Dunnell property along Hilborn Road.

Packet Page 317 of 423Attachment 2 Page 4 of 12

3 Sec�on 1.2 – Background
In the late 1990s, the status of the birds became a passionate issue for the Rolling Hills Neighborhood community. A survey was conducted within the community, a Peafowl Research Commitee formed, and in April 2004, the City Council adopted Resolu�on 2004-87 approving the Dunnell Property Peafowl Management Plan. The Plan iden�fied an op�mum pride size of 25-30 peafowl contained within aviaries intended to be constructed as an element of the Dunnell Conceptual Development Master Plan.

The City hired Noll and Tam Architects in 2005 (Resolu�on 2005-03) to convert the Development Master Plan into a constructable project. In June 2009, a�er numerous failed atempts to reconcile funding with the project es�mates, the City Council adopted Resolu�on 2009-273 amending Noll and Tam’s contract to pare down the project. The peafowl aviary component was deemed a long-term maintenance burden and the City elected to not build aviaries to contain the birds. Addi�onally, most of the birds were to be adopted out to qualified homes, leaving approximately 5-10 free range peafowl to be retained.

Subsequently, the Great Recession severely impacted the City and led to the Community Services Department (that oversaw peafowl management) being dissolved. Most of the flock was not adopted out as intended, resul�ng in a feral popula�on increase. Due to the increasing number of peafowl, some in the Rolling Hills community consider the birds a nuisance, while others enjoy the presence of the birds throughout the neighborhood.

In mid-2023, the birds once again became a passionate issue resul�ng in the explora�on of op�ons to balance compe�ng resident interests. City staff researched and to documented all historic decisions by City Council related to peafowl management, created a dedicated peafowl webpage ( www.fairfield.ca.gov/peafowl) , facilitated two town hall mee�ngs to gather input, and dra�ed this updated Peafowl Management Plan.

Sec�on 1.3 – Peafowl Commitee
In 2018, a Rolling Hills Resident Peafowl Commitee formed to address issues with the birds (the City was not involved in the selec�on or forma�on process). The resident commitee performed extensive research to educate themselves on all aspects of peafowl. City staff supported the commitee’s efforts by atending commitee mee�ngs. Ul�mately, the commitee’s work culminated with a volunteer group dedicated to feeding the peafowl at the Dunnell Nature Park and Educa�on Center to atract the birds back to the Dunnell property. An educa�onal flyer was created and distributed throughout the neighborhood. In 2023, City staff revamped the flyer, and it is included as Appendix A to this plan.

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4 SECTION 2 – PEAFOWL INFORMATION

Sec�on 2.1 – Peafowl Facts
The male is a peacock, the female is a peahen, babies are peachicks, collec�vely they are called “peafowl.” A group of peafowl is called an ostenta�on, a muster, or a pride (for the purposes of this document, we will use the term “pride.”) The average lifespan for peafowl is 15-20 years.

Peafowl are omnivorous, ground-feeders that eat insects, grain, plants, and small creatures.

Peafowl o�en roost in trees and gather in groups called par�es. Peacocks have a loud call, o�en described as a piercing scream, which they use to establish their territory and atract peahens.

In addi�on to their courtship displays, peacocks also establish dominance among other males through physical displays such as charging, wing flapping, and have metatarsal spurs, or “thorns,” on their legs used during territorial fights.

Peacocks reach sexual maturity at around three years old, while peahens reach maturity at around two years old. Peacocks are polygamous, meaning they mate with mul�ple partners.

Ma�ng season is typically April through August.

Peahens do not typically lay eggs their first year of ma�ng. Therea�er, expect one egg every 2-3 days to create a clutch of eggs. Clutch size varies with an average of 6 eggs. The peahen raises the chicks on her own. She makes a scrape in the ground and lines it with s�cks, where she lays.

The incuba�on period is 28 days, and she will sit on the eggs almost constantly during this period, only leaving for food and water. If the eggs are removed while the peahen incubates them, she will con�nue to lay through the whole breeding season.

Peachicks can walk and forage on their own immediately a�er they hatch. Peachicks are very vulnerable and have a high mortality rate, with generally only 1 out of 3 chicks surviving to adulthood. A�er two weeks, peachicks can flap up into a tree for safety. Males do not have their mature coloring un�l their second year.

Schmidt, Amanda. “Peacock Fact Sheet.” PBS, Public Broadcasting Service, 11 Aug. 2011, www.pbs.org/wnet/nature/blog/peacock-fact-sheet/ .

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5 SECTION 3 – PLAN ELEMENTS: GUIDENCE & RECOMMENDATIONS

Sec�on 3.1 – Op�mum Pride Size
Peafowl are a non-na�ve species, and there is not an expert recommended “op�mal pride size” outside of containment. However, experts recommend a ra�o of 1/3 peacocks to 2/3 peahens.

Although an op�mal pride size is not professionally iden�fied, the City will seek to maintain a total pride size of approximately 50 birds. The total popula�on will seek to maintain 16-17 peacocks, and 33-34 peahens.

Sec�on 3.2 – Trapping: Popula�on Control
The City has iden�fied a professional trapper who will provide an ini�al point-in-�me peafowl census in February 2024 (with a recommended census every 3 years). A�er the ini�al count, the trapper will assist with rehoming of excess birds beyond the preferred pride size, and future efforts to maintain a more manageable pride size. Trapping will be conducted outside of the Dunnell Nature Park and Educa�on Center. A�er ini�al pride rehoming, City staff may also perform trapping as needed.

Humane Trapping best prac�ces will be followed as:
• Traps occupied by peafowl will be serviced within 24 hours. • Tra ps placed on City property, or on private property with an executed trapping agreement between the property owner and City.

Sec�on 3.3 – Adop�on
The ini�al rehoming will be addressed by the professional trapper and the birds will be placed throughout their specialized network of proper�es within California.

On-going peafowl adop�on will be required as future breeding occurs.

The City of Fairfield is commited to finding appropriate homes for any trapped peafowl. The screening of adop�ve homes will con�nue to be conducted by a qualified agency/individual. Key criteria to be considered when evalua�ng a poten�al peafowl adopter are as follows:
• Size of the property
• Type of housing/containment
• Previous experience with peafowl
• Previous experience with other avian species
• Quan�ty/ra�o of peafowl the adopter accepts
Packet Page 320 of 423Attachment 2 Page 7 of 12

6 Sec�on 3.4 – Management of New Popula�on (Breeding)
Loca�ng nests and rendering eggs unhatchable (addling) may help control popula�on. Eggs should not be completely removed from nests as the hen will likely lay another clutch. Rather, the embryo should be prevented from developing. Op�ons include addling the egg by poking a hole to remove the contents or replacing the eggs with unfer�lized chicken eggs.

Sec�on 3.5 – Feeding
General Feeding Recommendations
Some experts suggest that feeding wild peafowl is not advisable. While originally kept as pets, Fairfield’s peafowl popula�on is considered wildlife and wildlife popula�ons are a representa�on of available natural resources. Introducing unnatural foods may contribute to overpopula�on as the habitat is not required to naturally sustain the popula�on. In other words, the healthiest thing for the peafowl is to naturally forage for seeds, insects, and plants instead of receiving human-provided food.

The City does not have an ordinance against feeding wild peafowl due to difficulty of enforcement. Communi�es that have enacted illegal feeding ordinances have found them difficult to enforce and ineffec�ve. However, feeding wild peafowl is discouraged. Residents who are found to feed wild peafowl will be contacted with guidance on peafowl management best prac�ces. Residents who wish to report peafowl feeding should contact the City Public Works Department. Be prepared to provide informa�on such as name of feeder, address of feeding, and/or any other iden�fying informa�on that will assist the City in making contact. The City will educate residents on proper feeding protocol pursuant to this Plan. Any resident who consistently ignores City guidance may be subject to enforcement ac�on pursuant to Chapter

3.60 of the Fairfield Municipal Code.

Sec�on 3.6 – Veterinarian Care
The City contracts with Human Animal Services (H.A.S.) as a resource for animal control services. H.A.S. can be contacted at (707) 449-1700. The City also contracts with Solano Animal Care for shelter and veterinary services at the Solano County Animal Shelter located at 2510 Clay Bank Road in Fairfield (707) 784-1356. This information may be updated by the City without notice should contact information change.

The previous Veterinarian of Record (reflected in the 2001 Dunell Peafowl Management Plan) indicated they are no longer available to provide services. Dr. Brian Speer (Medical Center for Birds), based in Oakley, CA has indicated he is available for consul�ng at a rate of $250 per hour.

Medical and surgical services are dependent on what is needed and can be quoted at the �me of inquiry. There is currently no City designated budget for veterinarian services. Resident “Good Samaritans” are free to u�lize private veterinary services to care for an injured animal if they prefer to not use City funded public services as listed above. The City will not reimburse residents who choose to take an injured animal to a private fee-for-service veterinary clinic.

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7 Appendix A: Peafowl Fact Sheet

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8 Packet Page 323 of 423Attachment 2 Page 10 of 12

9 Appendix B: Access License Agreement

ACCESS LICENSE AGREEMENT
RE: PEAFOWL TRAPPING SERVICES

THIS ACCESS LICENSE AGREEMENT (the “Agreement”) dated ________________________ is entered into by and between the CITY OF FAIRFIELD, CA, a municipal corpora�on (“City”) and _____________________________ the owner or lawful tenant (“Owner”) of the property at ______________________________________________________, Fairfield, CA (“Property”).

Owner and City hereby agree as follows:

1. Access. Owner grants City and the employees of its contracted peafowl vendor, Raptor Events, LLC (“Raptor”), the right to enter upon the Property for the purpose of performing peafowl trapping services from the date of this agreement un�l such right is terminated.

All traps may be monitored and serviced (i.e. any birds removed) by City or Raptor at least once a week. If Owner no�fies City or Raptor that peafowl are present in the trap, the City or Raptor shall service the trap by removing the peafowl within 24 hours of no�fica�on.

Traps shall be maintained and monitored by City or Raptor in accordance with any applicable legal requirements of the State of California Department of Fish and Wildlife, and the United States Department of Fish and Wildlife. City or Raptor shall only enter onto Property between the hours of 8:00 AM and 6:00 PM Monday through Friday or as coordinated with Owner Saturday and Sunday.

2. Termina�on. Either party may terminate this Agreement in wri�ng to the other party.

Owner shall send writen no�ce to the City at: City Hall - Public Works Atn: Peafowl Traps - 1000 Webster Street, Fairfield, CA 94533. City or Raptor shall send no�ce to property address of Owner. Upon termina�on, City or Raptor shall promptly remove all traps from Property.

3. Indemnity. Owner shall indemnify, defend, and hold harmless, City its officials, officers, employees, volunteers and agents serving as independent contractors (collec�vely “Indemnitees”) from and against any and all claims, liens, liabili�es, damages, losses, costs, and expenses of any kind or nature whatsoever (including, without limita�on atorney’s fees and expenses and court costs) by any third party (collec�vely, “Claims”) suffered, incurred, or sustained by Owner as a result of, by reason or, or in connec�on with such Claims arising from the sole negligence or willful misconduct of City or Raptors:
(i) entering the Property; or (ii) performing the Peafowl Trapping Services on the Property.

This Sec�on shall survive the termina�on of the Agreement.

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10 4. Waiver. Owner does release City and Raptor, and their officials, officers, employees, volunteers, and agents, serving as independent contractors from any and all claims, liens, liabili�es, damages, losses, costs, and expenses of any kind or nature whatsoever (Including, without limita�on, atorney’s fees and expenses and court costs) suffered, incurred, or sustained by Owner, its officials, officers, tenants, subtenants, employees, volunteers, and agents serving as independent contractors as a result of, by reason or, or in connect with damage by City, Raptor, and their officials, officers, employees, volunteers, and agents, serving as independent contractors, and any peafowl or other animal.

5. No�ces. Whenever any no�ce, demand, or request is delivered under or in connec�on with this Agreement, such no�ce, demand, or request, shall be in wri�ng and shall be delivered by U.S. Mail. All no�ces given by mailing shall be deemed given on the date of delivery.

6. Governing Law. This agreement shall be constructed, enforced, and interpreted in accordance with the laws of the State of California. Venue shall be the Solano County Superior Court or the United States District Court, Eastern District of California.

7. Counterparts. This Agreement may be executed in several counterparts, each of which shall be deemed an original, and all of such counterparts together shall cons�tute one and the same instrument.

8. No Third-Party Rights. No third party shall be deemed to have any rights hereunder against either party as a result of this Agreement.

CITY: OWNER:

By: _______________________ By:_______________________________ Name: ____________________________ Print Name:________________________ Title: _____________________________ Address:__________________________ _________________________________

Property Owner / Tenant (Circle One)

Packet Page 325 of 423Attachment 2 Page 12 of 12

Agenda Item No: 14.

AGENDA REPORT
DATE:February 20, 2024
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Public Hearing; and
Resolution 202442 of the City Council of the City of Fairfield Authorizing the City Manager and the Fire Department to Apply through the Solano Local Agency Formation Commission (LAFCO) for a LongTerm Service Agreement with the Cordelia Fire Protection District
RECOMMENDED ACTION
Hold public hearing and adopt resolution.

STATEMENT OF ISSUE
Due to staffing and retention struggles because of the highly competitive market for qualified fire personnel, the Cordelia Fire Protection District (CFPD) is no longer able to provide 24/7 emergency response to its jurisdiction. The Fire Department and CFPD have been working collaboratively for over 18 months to meet the Solano LAFCO application requirements and reach a longterm agreement that meets the needs of both agencies.

DISCUSSION
Under Government Code 56134, the City of Fairfield wishes to extend fire protection and emergency service to the entirety of the CFPD through a longterm agreement. Since January 2023, the CFPD does not have any remaining firefighters (either paid or unpaid) on staff. As outlined in the attached agreement, the City is not taking over any of CFPD’s property or equipment. CFPD intends to divest its assets and remain intact only as a board and fiscal body.

The City of Fairfield has been providing limited emergency response services under Government Code section 56133 for over a year, which has amounted to a workload impact of less than two calls for service per day. The longterm arrangement, however, would include the full range of services offered by the Fairfield Fire Department (including Administration & Prevention) for a fixed annual rate determined as a percentage of CFPD’s tax revenue (Property Tax and Measure I).

Pursuant to Resolution 2022268, the City of Fairfield and CFPD have an active shortterm MOU for Packet Page 326 of 423

Pursuant to Resolution 2022268, the City of Fairfield and CFPD have an active shortterm MOU for emergency services for over a year.

On October 21st, 2023, the Cordelia Fire Protection District held a Special Meeting of their Board of Directors approving (Resolution No. 202310) the attached longterm contract presented by the City of Fairfield. City Manager David Gassaway executed the agreement on November 1st, 2023.

FINANCIAL IMPACT
The City of Fairfield is not adding staffing, apparatus, or equipment to take on the service described in the agreement. As such, the nominal cost for the City to take on the additional service level for CFPD is deminimis (i.e. fuel, wear on apparatus/equipment, medical supplies) when considering the additional call volume translates to roughly 1.5 calls per day in relation to the 44 calls per day for the City.

The agreement is for an eightyear term with revenue to the City of Fairfield following a percentage of tax revenue model (Property Tax & Measure I). Years 1 through 4 impose guaranteed minimum payments in the following amounts:

Year 1: $698,206
Year 2: $712,170
Year 3: $738,387
Year 4: $753,155
Years 5 through 8 do not impose a minimum payment, but jump up to a contract rate of 95% of CFPD’s Property and Measure I tax revenue. The City conservatively forecasts revenue in excess of $760,000 in Years 5 through 8 (Fund 101, Organization Code 55303). The payments anticipated from CFPD to the City represent a significant augmentation to the City’s Fire Department budget.

The attached fiscal analysis was used to evaluate the existing and projected ‘costpercall’ for the City of Fairfield before and after extending service to Cordelia. The analysis represents a snapshot in time and was prepared using estimates, calculations, and management plans that were available during July 2022 through January 2023 for use in addressing the fiscal requirements of this LAFCO application.

This costpercall data was then used to assign an estimated annual cost to the CFPD contract, which formed the basis of the guaranteed minimum payments. It is important to recognize that the assigned costs represent an allocation of the existing City Fire Department budget for the services to be provided to CFPD rather than an additional cost to the City.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
Pursuant to Government Code Section 56134(d)(1), on January 19th, 2024, the City provided the requisite 30 days’ notice of the proposed application to the CFPD, Solano Napa County Professional Firefighters IAFF Local 1186, and Solano County.

ALTERNATIVE ACTION
Council may choose not approve the resolution, however, this is not recommended as the City would be foregoing an agreement with a neighboring jurisdiction that would be mutually beneficial in the long term.

STAFF CONTACT
John Sturdee, Fire Chief
(707) 4367228
[email protected]
COORDINATED WITH
Packet Page 327 of 423

Agenda Item No: 14.AGENDA REPORTDATE:February 20, 2024 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Public Hearing; andResolution 202442 of the City Council of the City of Fairfield Authorizing the CityManager and the Fire Department to Apply through the Solano Local Agency FormationCommission (LAFCO) for a LongTerm Service Agreement with the Cordelia FireProtection DistrictRECOMMENDED ACTIONHold public hearing and adopt resolution.STATEMENT OF ISSUEDue to staffing and retention struggles because of the highly competitive market for qualified firepersonnel, the Cordelia Fire Protection District (CFPD) is no longer able to provide 24/7 emergencyresponse to its jurisdiction. The Fire Department and CFPD have been working collaboratively for over18 months to meet the Solano LAFCO application requirements and reach a longterm agreement thatmeets the needs of both agencies.DISCUSSIONUnder Government Code 56134, the City of Fairfield wishes to extend fire protection and emergencyservice to the entirety of the CFPD through a longterm agreement. Since January 2023, the CFPDdoes not have any remaining firefighters (either paid or unpaid) on staff. As outlined in the attachedagreement, the City is not taking over any of CFPD’s property or equipment. CFPD intends to divest itsassets and remain intact only as a board and fiscal body.The City of Fairfield has been providing limited emergency response services under Government Codesection 56133 for over a year, which has amounted to a workload impact of less than two calls forservice per day. The longterm arrangement, however, would include the full range of services offered bythe Fairfield Fire Department (including Administration & Prevention) for a fixed annual rate determinedas a percentage of CFPD’s tax revenue (Property Tax and Measure I).Pursuant to Resolution 2022268, the City of Fairfield and CFPD have an active shortterm MOU foremergency services for over a year.On October 21st, 2023, the Cordelia Fire Protection District held a Special Meeting of their Board ofDirectors approving (Resolution No. 202310) the attached longterm contract presented by the City ofFairfield. City Manager David Gassaway executed the agreement on November 1st, 2023.FINANCIAL IMPACTThe City of Fairfield is not adding staffing, apparatus, or equipment to take on the service described inthe agreement. As such, the nominal cost for the City to take on the additional service level for CFPD isdeminimis (i.e. fuel, wear on apparatus/equipment, medical supplies) when considering the additionalcall volume translates to roughly 1.5 calls per day in relation to the 44 calls per day for the City.The agreement is for an eightyear term with revenue to the City of Fairfield following a percentage oftax revenue model (Property Tax & Measure I). Years 1 through 4 impose guaranteed minimumpayments in the following amounts:Year 1: $698,206Year 2: $712,170Year 3: $738,387Year 4: $753,155Years 5 through 8 do not impose a minimum payment, but jump up to a contract rate of 95% of CFPD’sProperty and Measure I tax revenue. The City conservatively forecasts revenue in excess of $760,000 inYears 5 through 8 (Fund 101, Organization Code 55303). The payments anticipated from CFPD to theCity represent a significant augmentation to the City’s Fire Department budget.The attached fiscal analysis was used to evaluate the existing and projected ‘costpercall’ for the Cityof Fairfield before and after extending service to Cordelia. The analysis represents a snapshot in timeand was prepared using estimates, calculations, and management plans that were available during July2022 through January 2023 for use in addressing the fiscal requirements of this LAFCO application.This costpercall data was then used to assign an estimated annual cost to the CFPD contract, whichformed the basis of the guaranteed minimum payments. It is important to recognize that the assignedcosts represent an allocation of the existing City Fire Department budget for the services to beprovided to CFPD rather than an additional cost to the City.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONPursuant to Government Code Section 56134(d)(1), on January 19th, 2024, the City provided therequisite 30 days’ notice of the proposed application to the CFPD, Solano Napa County ProfessionalFirefighters IAFF Local 1186, and Solano County.ALTERNATIVE ACTIONCouncil may choose not approve the resolution, however, this is not recommended as the City would beforegoing an agreement with a neighboring jurisdiction that would be mutually beneficial in the longterm.STAFF CONTACTJohn Sturdee, Fire Chief(707) 436[email protected] COORDINATED WITH
City Attorney's Office
ATTACHMENTS:

Description
Attachment 1: Proposed Resolution
Attachment 2: Solano LAFCO Application
Attachment 3: Executed Joint Exercise of Powers Agreement Attachment 4: Independent Fiscal Analysis
Attachment 5: Supplemental Forecast
Attachment 6: Plan for Service
Attachment 7: Jurisdiction Boundary Map
Attachment 8: 30Day Notice to Affected Agency – Solano County Attachment 9: 30Day Notice to Affected Agency – Local 1186 Attachment 10: 30Day Notice to Affected Agency – Cordelia Fire Protection District Attachment 11: Cordelia Fire Protection District Resolution REVIEWERS:

Reviewer Action Date
Armour, Taylor Approved 2/5/2024 4:10 PM
Armour, Taylor Approved 2/5/2024 4:10 PM
Sturdee, John Approved 2/5/2024 7:28 PM
Dombrowski, Delaney Approved 2/5/2024 7:31 PM
Dombrowski, Delaney Approved 2/5/2024 7:31 PM
Packet Page 328 of 423

CITY OF FAIRFIELD

RESOLUTION NO. 2024-42

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

MANAGER AND THE FIRE DEPARTMENT TO APPLY THROUGH THE SOLANO LOCAL AGENCY

FORMATION COMMISSION (LAFCO) FOR A LONG-TERM SERVICE AGREEMENT WITH THE

CORDELIA FIRE PROTECTION DISTRICT

WHEREAS, the Cordelia Fire Protection District (CFPD) is no longer able to provide 24/7 emergency response coverage to its jurisdiction; and

WHEREAS, since January 2023, the CFPD has had no remaining firefighters (either paid or unpaid) on staff; and

WHEREAS, pursuant to Resolution No. 2022-268, the City of Fairfield and CFPD have an active short-term MOU, by which the City of Fairfield has been providing limited emergency response services to the CFPD for over a year pursuant to Government Code Section 56133; and

WHEREAS, the Fairfield Fire Department and CFPD have been working collaboratively for over 18 months to meet the Solano LAFCO application requirements and reach a long-term agreement that meets the needs of both agencies pursuant to Government Code Section 56134; and

WHEREAS, on October 21, 2023, the CFPD held a Special Meeting of their Board of Directors approving the long-term contract presented by the City of Fairfield (Resolution No. 202 3-10); and

WHEREAS, on November 1st, 2023, City Manager David Gassaway executed the long-term contract with CFPD; and

WHEREAS, pursuant to Government Code Section 56134(d)(1), on January 19th, 2024, the City provided the requisite 30 days’ notice of the proposed application to the CFPD, Solano Napa County Professional Firefighters IAFF Local 1186, and Solano County; and

WHEREAS, pursuant to Government Code Section 56134(d)(2), the City Council held a duly noticed public hearing on February 20, 2024. The staff presented substantial factual information regarding the proposed application to Solano LAFCO and through oral presentations before the council.

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

Section 1. The City Council hereby directs the Fire Department to apply through Solano LAFCO to enter into a long-term contract for service with the CFPD pursuant to Government Code Section 56134.

Packet Page 329 of 423Attachment 1 Page 1 of 2

RES. NO. 2024-42

Page 2 ends

Section 2. The city manager and fire chief are hereby authorized to do all things necessary and proper to implement this resolution to implement a long-term agreement if granted approval by Solano LAFCO.

PASSED AND ADOPTED this 20th day of February 2024, by the following vote:

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

Packet Page 330 of 423Attachment 1 Page 2 of 2

Page 1 of 6 ends

SOLANO LAFCO APPLICATION

FIRE PROTECTION SERVICE CONTRACT
A certified copy of the resolution of application from the public agency requesting approval of the fire protection contract must be submitted with this application form.

AFFECTED PUBLIC AGENCY (APPLICANT):

PUBLIC AGENCY NAME:

CONTACT PERSON:

ADDRESS:

PHONE:

EMAIL:

AGENCY FUNCTION: AGENCY PROVIDING SERVICE; AGENCY (IES) RECEIVING SERVICE;

OTHERS (SPECIFY)
AFFECTED PUBLIC AGENCY:

PUBLIC AGENCY NAME:

CONTACT PERSON:

ADDRESS:

PHONE:

EMAIL:

AGENCY FUNCTION: AGENCY PROVIDING SERVICE; AGENCY(IES) RECEIVING SERVICE;

OTHERS (SPECIFY)
OTHER AFFECTED PUBLIC AGENCY(IES), IF APPLICABLE:

PUBLIC AGENCY NAME:

CONTACT PERSON:

ADDRESS:

PHONE:

EMAIL:

AGENCY FUNCTION: AGENCY(IES) RECEIVING SERVICE;
OTHERS (SPECIFY) _______________
AGENCY PROVIDING SERVICE;
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Fire Protection Contract Application Form

Page 2 of 6 ends

The following questions relate to the fire protection contract to allow LAFCO Commissioners and staff to adequately assess the contract. You may include additional information which you believe is pertinent. Please use additional sheets as necessary.

1. Please provide a copy or description of the fire protection contract and the general terms and conditions of the agreement.

2. A) Please provide a description of the services to be provided including an assessment of the level of service, whether it is anticipated to increase, remain the same, or reduce the service level.

B) Are any of the services identified above “new” service(s) to be provided by the public agency proposed to provide the service? If yes, please provide a description of the new service(s) to be provided and explain how the affected public agency will provide and fund the service(s).

3. Please provide a description of any special arrangements related to the fire protection contract such as start-up costs, automatic or mutual aid, joint powers agreements, shared facilities and staffing, etc. if applicable.

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Fire Protection Contract
Application Form

Page 3 of 6 ends

4. Please provide a description of the assumption of assets and liabilities, if applicable.

5. Please provide a description of the use (assumption/leasing) of facilities and equipment associated with the fire protection contract, including any upgrades and/or new facilities and equipment.

6. Please provide a description of the assumption of personnel and identify current and proposed staffing:

Service Provider Affected Agency
Current Proposed Current Proposed
Safety
Number of paid personnel
Number of paid reserves
Number of non-paid
reserves
Non-Safety
Number of Admin/Support

7.Please provide a description of retirement obligation.

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Fire Protection Contract
Application Form

Page 4 of 6 ends

8. Please identify current data for the following:

Service Provider Affected Agency
District Population
Registered Voters
Acres/Square Miles
Most recent ISO rating

9. Please describe prevalent land uses in each affected agency; list predominate General Plan designations.

10. Plan for Service:

Please provide a detailed description of the Plan for Service pursuant to Government Code (GC) §56134(e). The Plan for Service should include, but not be limited to, all of the following information:
a) The total estimated cost to provide the new or extended fire protection services in the affected territory.

b) The estimated cost of the new or extended fire protection services to customers in the affected territory.

c) An identification of existing service providers, if any, of the new or extended services proposed to be provided and the potential fiscal impact to the customers of those existing providers.

d) A plan for financing the exercise of the new or extended fire protection services in the affected territory.

e) Alternatives for the exercises of the new or extended fire protection services in the affected territory.

f) An enumeration and description of the new or extended fire protection services proposed to be extended to the affected territory.

g) The level and range of new or extended fire protection services.

h) An indication of when the new or extended fire protection services can feasibly be extended to the affected territory.

i) An indication of any improvements or upgrades to structures, roads, sewer or water facilities, or other conditions the public agency would impose or require within the affected territory if the fire protection contract is approved.

j) Determination supported by documentation that the proposed fire protection contract meets either of the 25% thresholds.

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Fire Protection Contract
Application Form

Page 6 of 6 ends

REQUIRED EXHIBITS TO THIS APPLICATION:

1.Copy of the agreement/contract.

2.Resolution of Application including the following:
a.Required documentation contract transfers service responsibility of more than 25% of an affected public agency’s service area or affects more than 25% of the employees of an affected public agency pursuant to GC§ 56134(a)(1)(A) and (B) b. Required written agreement from affected agency (adopted resolution) and from the employee organization (letter signed by the President of the employee organization) or proof that notice was provided or delivered to each affected agency and employee organization and all documents related to the applicants hearing on the resolution of application pursuant to GC §56134(d) c.Plan for service pursuant to GC §56134(e)
d. Independent fiscal impact analysis pursuant to GC §56134(f)

3.Map(s) showing the jurisdictional boundaries of all affected public agencies.

Please submit the completed form and related information to:

Solano Local Agency Formation Commission
675 Texas Street, Fairfield, CA 94533
Attn: Rich Seithel, LAFCO Executive Officer
[email protected]
(707)439-3897
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1 Attachment A

SOLANO LAFCO APPLICATION

FIRE PROTECTION SERVICE CONTRACT
Question #2A
Cordelia Fire Protection District (CFPD) has no remaining employees as of January 2023 and the service agreement with the City of Fairfield represents response coverage for the entirety of its jurisdiction.

Effective at time of contract, service levels to constituents of the district will be drastically enhanced. The Fairfield Fire Department (FFD) is a full-service fire department including six functioning divisions with 79 paid full-time positions: Emergency Response, Administration, Prevention, Training, Emergency Management, and EMS (ALS). FFD deploys seven companies (6 engines plus 1 truck, all 3-0 staffed and a battalion chief) and has minimum staffing of 22 full-time professional personnel 24/7. Every firefighter employed by FFD from Fire Chief down is a licensed paramedic.

The table below draws a comparison between the level of service to be provided by the City of Fairfield and the level of response coverage offered by the Cordelia Fire Protection when they were fully staffed, dating back to spring of 2022. The Cordelia Fire Protection District currently has no employees and receives emergency response coverage via the City of Fairfield under a short-term contract.

Key Service Level
Comparisons
Fairfield Fire
Department
Cordelia Fire
Protection District
2022 Call Volume 16,051 625***
Average Response Time 5:40 7:31
Staffed ALS Units 7 0
Paid Full-Time Paramedics 79 0
Crew Composition*
(1) Fire Captain
(1) Fire Engineer
(1)
Firefighter/Paramedic
(1) Captain/Paramedic
OR
(1) Lieutenant/EMT
(2) Resident Volunteers
% of Crew with Paramedic License 100% 0 – 33%
Deployment Model 5 Stations
7 Crews
22** – Minimum
Staffing
1 Station
1 Crew
3 – Minimum Staffing
*CFPD was limited to Basic Life Support (BLS) services
**Includes shift Battalion Chief
***Of CFPD’s 625 calls, it is estimated that Fairfield responded via mutual aid to 183 of those calls Packet Page 337 of 423Attachment 2 Page 7 of 13

2 Question #2B
FFD currently provides a range of services in its own jurisdiction as a full-service ALS fire department.

Services to be provided to the district represent significant enhancements to what the district previously offered residents. The district has agreed to pay a percentage of its received Property Tax and Special Tax (Measure I) revenue to the City of Fairfield in exchange for these services. There is no cost increase tied to the enhanced service that the residents are to receive through this contract for service.

Question #6
CFPD currently employs (2) part-time ‘extra help’ personnel who are assisting with minor administrative duties associated with existing grant awards and the future sale of District assets, should this agreement be approved. The part-time employees are not funded via the District’s operating budget and as such have no impact on the financing of this agreement or the services offered as part of the attached agreement.

CFPD pays their ‘extra help’ employees with one-time Cal Fire grant funds.

Question #7
CFPD will retain the pension liability for former District employees. As of 06/30/2022 Cal-PERS Actuarial Valuation, the unfunded actuarial liability (UAL) was $1,054,688. This liability, and the related annual payments, will remain the responsibility of the District.

CFPD is expected to use the proceeds from disposal of its equipment, apparatus, and real property to pay down the UAL with Cal-PERS. A 2023 property appraisal placed the value of CFPD land and buildings at $840,000; while a conservative value estimate for CFPD apparatus and equipment is in the range of $100,000. Disposal of assets is expected to begin once the fire service contract process is complete. These proceeds, combined with the scheduled annual UAL payments for the next several years, is more than sufficient to paydown the Cal-PERS UAL amount. (See Supplemental Forecast.)

Question #9
City of Fairfield: Mix of residential, commercial, and industrial uses Cordelia Fire Protection District:

CFPD is a mix of mostly residential and agricultural lands. There is very limited commercial development. The primary residential housing areas are as follows - Rockville, lower Suisun Valley, Green Valley, “Old Cordelia”, and Jameson Canyon, along with scattered farms and ranches throughout the district. There is minimal commercial development found in Rockville Corners, a few wineries in Suisun Valley and Green Valley, as well as the Green Valley Country Club. Three major highways transect the District, 680, 80 and SR 12. There are large areas of undeveloped land found in Green Valley, the hills of Jameson Canyon, Red Top, and the hills West of 680 and North of Lake Herman Road. A portion of the large Suisun Marsh is in the District east of 680 and south of I-80. There are scattered residences and duck clubs in the marsh area.

The District consists of both Local Responsibility Area (LRA) and State Responsibility areas. An interactive layer map can be found here via Cal Fire: https://calfire- forestry.maps.arcgis.com/apps/webappviewer/index.html?id=468717e399fa4238ad86861638765ce1 Packet Page 338 of 423Attachment 2 Page 8 of 13

3 A sample of the map is found below, the yellowed area represents SRA.

The District has moderate, high and very high fire hazard severity zones. Cal Fire has a separate interactive mapping tool that can be found here: https://calfire- forestry.maps.arcgis.com/apps/webappviewer/index.html?id=988d431a42b242b29d89597ab693d008 Packet Page 339 of 423Attachment 2 Page 9 of 13

4 A sample of the mapping tool is below. Yellow represents moderate, orange represents high, and red represents very high fire severity.

Solano County Zoning can be found
here: https://www.solanocounty.com/depts/rm/planning/zoning_maps.asp

Question #10
Please see attached City of Fairfield Fire Department Plan for Service. Below are responses to each required element of the Plan for Service:

a) The total estimated cost to provide the new or extended fire protection services in the affected territory.

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5 The anticipated payments from CFPD to the City represent a significant augmentation to the City’s Fire Department budget. The City of Fairfield is not adding staffing, apparatus, or equipment in order to take on the service described in the agreement. As such, the direct cost for the City to take on the additional service level for CFPD is de-minimis (estimated at < $25,000) when considering the additional call volume translates to roughly 1.5 calls per day in relation to the 44 calls per day for the City. As noted in the attached Independent Fiscal Analysis (Application Item 11B: Costs of providing services, pg. 10), there would be some added cost for fuel, equipment wear and tear, and fire service supplies used to execute the fire services contract; but the City believes these nominal costs would be offset by extending its First Responder Fee to the CFPD, which is projected to bring the City an additional $13,000 per year in added revenue.

The Independent Fiscal Analysis represents a snapshot in time and was prepared using estimates, calculations, and management plans that were available during July 2022-January 2023 for use in addressing the fiscal requirements of this LAFCO Application. In addition, the fiscal analysis was also used to evaluate the existing and projected ‘cost-per-call’ for the City of Fairfield before and after extending service to Cordelia. This cost-per-call data was then used to assign an estimated annual cost to the CFPD contract, which formed the basis of the guaranteed minimum payments for Years 1-4 of the contract (See Plan for Service Page 13 and Independent Fiscal Analysis Page 12). While the estimated annual costs for Years 1-4 range from $686,000 to $761,000, it is important to recognize that the assigned costs represent an allocation of the existing City Fire Department budget for the services to be provided to CFPD rather than any additional cost to the City. In fact, the payments from CFPD to the City represent a significant augmentation to the City’s Fire Department budget.

b) The estimated cost of the new or extended fire protection services to customers in the affected territory.

The cost to the CFPD for services provided by the City Fire Department is based on the contract terms.

During each fiscal year through the term of the contract, the CFPD will pay the City a percentage of its total gross recurring revenue that it receives through Property Tax and Measure I Special Tax revenues as provided in the table below:

Joint Exercise of Powers Agreement Terms – City of Fairfield & Cordelia Fire Protection District A Fiscal Year Term Year 1 Year2 Year3 Year4 Year 5-8 B Annual Payment Equal to Percentage of
District Recurring Property Tax and Measure I
91% 91% 92.5% 92.5% 95.0%
C Minimum Annual Payment Amount $698,206 $712,170 $738,387 $753,155

n/a

As noted in the table, after Year 4 there are no longer guaranteed minimum payments. The annual service cost going forward will be based solely on a percentage of recurring property tax and Measure I revenue collected by CFPD; therefore, there will be no additional costs to the CFPD residents. (See Plan For Service page 13 and Supplemental Forecast)

c) An identification of existing service providers, if any, of the new or extended services proposed to be provided and the potential fiscal impact to the customers of those existing providers.

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6 The City of Fairfield is the current service provider in the Cordelia Fire Protection District. The City received LAFCO approval to enter into a short-term contract for service with CFPD on the grounds that the district was facing a public health and safety emergency (Government Code 56133 – page 4 of Plan for Service).

Taxpayers in the Cordelia Fire Protection District have no fiscal impact associated with the short- or long- term agreements (Page 13 of Plan for Service).

d) A plan for financing the exercise of the new or extended fire protection services in the affected territory.

The district receives most of its recurring revenue from property taxes and a per parcel special tax on properties in the district. The district will be shifting its resources to a contract for service rather than paying the payroll and operating costs associated with running a functioning fire department. The cost to customers in the affected territory is unchanged and the value of service received will be greatly enhanced (Plan for Service Page 13).

e) Alternatives for the exercises of the new or extended fire protection services in the affected territory.

Without a contract for service with the City of Fairfield, the Cordelia Fire Protection District would either have to contract with another local emergency response provider (none are more geographically more appropriate than Fairfield) or start from the ground up hiring new personnel, which is cost prohibitive due to the competitive market for full-time paid firefighters. Suisun Fire Protection District is the next best option geographically, however, the level of service that the City of Fairfield can provide is far superior to what Suisun Fire Protection District could offer (Plan for Service Page 14).

f) An enumeration and description of the new or extended fire protection services proposed to be extended to the affected territory.

The City of Fairfield will provide fire, rescue, and first responder emergency medical services, including special operations capabilities, to the Cordelia Fire Protection District in a manner consistent with services provided in the City of Fairfield. Full-time and full-service fire prevention services, along with internal apparatus, equipment, and fleet maintenance programs, administrative and support services will be provided. The district will also benefit from training and emergency management support provided by the Fairfield Fire Department. Service level enhancement to the district residents will be realized immediately upon execution and LAFCO approval of the proposed agreement. (Plan for Service Pages 17 – 20)

g) The level and range of new or extended fire protection services.

The City of Fairfield has the capacity to contract for service with the Cordelia Fire Protection District without compromising service to the City residents. Call volume in CFPD is projected to add less than 2 calls per day to Fairfield’s workload. The ability to serve the district is largely made possible with the addition of Fairfield’s 7th company in 2022 which deploys from the Cordelia area adjacent to CFPD. The Cordelia Fire Protection District will enjoy the full force of the Fairfield Fire Department through the proposed contract for service (Plan for Service Pages 20 -21).

h) An indication of when the new or extended fire protection services can feasibly be extended to the affected territory.

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7 The City of Fairfield has had the necessary resources and capacity to absorb CFPD response coverage since June of 2022 when it deployed its 7th company. The Fairfield Fire Department has been serving the Cordelia Fire Protection District under a short-term agreement for over a year (Government Code 56133) and is prepared to serve the district in accordance with an approved long-term agreement effective immediately (Plan for Service Page 21).

The City of Fairfield does not require any improvements or upgrades to existing Cordelia Fire Protection District infrastructure in order to meet the fire protection contract terms. Furthermore, the Cordelia Fire Protection District is not transferring ownership of any assets or personnel to the City of Fairfield (Plan for Service Page 20 & 21).

j) Determination supported by documentation that the proposed fire protection contract meets either of the 25% thresholds.

The proposed contract for service is for 100% of Cordelia Fire Protection District’s jurisdiction. A map illustrating the agency boundaries can be found on page 9 of the Plan for Service.

Question #11
Please see attached Independent Fiscal Analysis by Stone Municipal Group.

Question #12
Project is exempt from the California Environmental Quality Act, pursuant to CEQA Guidelines section 15320, Class 20 – Changes in Organization of Local Agencies.

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November 7,2023
To:LAFCO
Re:Cordelia Fire Protection District Fiscal Analysis
Please accept this transmittal letter along with the Cordelia Fire Fiscal Analysis report.

The Cordelia Fire Protection District faithfully served the district's residents beginning in 1918.

On January 4,2023,after 105 years of service,Cordelia Fire became non-operational as all three paid employees moved on to full-time career positions with neighboring departments.

Currently,the Fire District operates under an interim,fee-per-call contract with the Fairfield Fire Department while details of a long-term contract are being completed.This contractual arrangement is similar to two other fire districts in the County that receive services in this fashion from neighboring cities.

The district,its apparatus,assets,and the five-member elected Board of Directors remain intact during this transitional phase.

Even though the district is non-operational,there are tasks necessitating two extra help hourly employees,working on an as-needed basis.A CalFire Grant is paying these employees and not out of the district’s operating budget.

The Fire Chief is the district authority for code enforcement,plan inspections,burn permits,etc.The Fire Chief also maintains the station and all apparatus in top working condition until divestiture.Once the long-term contract is executed,the prevention responsibilities will transfer to the Fairfield Fire Department.

The Administrative Assistant supports the Fire Chief and Board of Directors,addressing monthly administrative tasks such as bill reconciliation and payment,interaction with the County Auditor,the Shaded Fuel Break Grant Project,and the Independent Auditor.Once the long-term contract is approved by LAFCO,administrative and fire prevention responsibilities will also transfer to the Fairfield Fire Department.

Once LAFCO approves the long-term contract,the district will begin divesting all assets.The district and its Board of Directors will remain intact,hold quarterly board meetings,collect the annual tax revenues required to pay down PERS liabilities and honor its yearly obligation to Fairfield Fire.

As of June 30,2023,the district had a fund balance of $665,638.00.

Best regards,
Adam D.Stone
Adam Stone |Stone Municipal Group
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INDEPENDENT

FISCAL ANALYSIS
Analysis of the proposed cooperative fire service agreement between the Cordelia Fire Protection District and City of Fairfield Fire Department.

May 2023
Cordelia Fire
Protection District
Fairfield Fire
Department
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May 31, 2023
This Independent Comprehensive Fiscal Analysis (“analysis”) was prepared for the Cordelia Fire Protection District located within Solano County California (the “District”). The District Officials are exploring whether to enter a cooperative shared services fire protection agreement with the City of Fairfield Fire Department (the “City”). Per the Solano County Local Agency Formation Commission (“LAFCO”), the initiation process includes a variety of required steps and due diligence items the District must complete prior to applying for collaborative fire protection. Specifically, the State of California Government Code Section 56134 requires a submission of an independent fiscal analysis to ascertain whether the financial terms of the service contract are feasible and sustainable. The specific scope of this independent fiscal analysis must review and document all the following:

1. A thorough review of the plan for services submitted by the public agency; and

2. Independent Fiscal Analysis
a. Analysis of how the costs of the existing service provider compare to the costs of services provided in service areas with similar populations and of similar geographic size that provide a similar level and range of services; and
b. Make a reasonable determination of the costs expected to be borne by the public agency providing new or extended fire protection services; and

3. Any other information and analysis needed to support the proposal

Our analysis was completed using budgetary, census, and operational statistics that were publicly available on the individual units’ websites or data portals. We completed a thorough review of the City’s plan for service and supporting documents during the fall and winter months of 2022. During that time we communicated with city and fire leadership on clarifying questions over multiple work sessions.

Assumptions were used in the estimation of certain direct and indirect costs and are noted within the contents of the report. It is our goal to be conservative in forward looking estimates while also illustrating what the most likely fiscal impact may likely be from the proposed cooperative fire service plan. I can be reached at [email protected] or at (317) 476-2826 for questions or additional information as needed.

Sincerely,
Adam D. Stone

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Table of Contents
Executive Summary 3
Purpose of Report 4
Plans and Document Review 4
Joint Review Team 4
Requirement 1: Review of Service Plan 6
Requirement 2a: Comparison of Existing Service Provided to Similar Entities 7 Requirement 2b: Reasonable Determination of Costs & Revenue Sufficiency 8 Requirement 3: Provide Additional Information & Analysis 14

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Executive Summary
Conversations regarding the Fairfield Fire Department taking over fire protection and emergency medical services to the Cordelia Fire Protection District service area began in 2019. Through the transition of fire chiefs for both departments, conversations with District board members, and communication with the City of Fairfield council members, a plan for transitioning service came to fruition.

In the summer of 2022, our firm was selected to complete an independent fiscal analysis as required by the LAFCO process. That analysis took place throughout the fall and winter months of 2022 with involvement from Cordelia FPD, Fairfield FD, and LAFCO.

As the chart and table below indicate, the District’s net recurring revenue over the five-year period covers the projected future cost of serving the District. In the years that the revenues fall slightly below the allocated cost, the District has sufficient funds on hand to maintain operations.

After conducting our review, we feel that the District has sufficient recurring revenues to support a revenue share in the range to cover the incremental cost to the City to serve the new area. Additionally, we feel that the agreement will provide an enhanced level of public safety for both the District and City residents. The District residents benefit from significantly higher level of emergency services for the same amount of funding. The City residents benefit from enhanced level of fire suppression in the wildland-urban interface. This is largely financially possible as the City will be providing fire protection and emergency medical services to the District utilizing existing personnel and resources. The added call volume for the City amounts to an average of 1.21 calls per day. Lastly, the additional calls reduces the City cost per call from $1,711 to $1,665. The additional revenue from the District to the City, supplements the City Fire Budget by apx. $700,000 per year.

Note(s):

1.) Incremental cost of net new responses anticipated for City calculations available on page 12.

2.) District Net Recurring Revenue calculations available on page 9.

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Purpose of Report
This report is prepared for external technical financial review purposes and is not intended to argue one method over another. This report does not make a recommendation or advice regarding negotiation terms, plan for service proposals, or details into day-to-day fire operations. This report is intended to provide stakeholders with information to make an informed decision. As such, readers of this report are encouraged to review the table of contents to select areas of interest. The report is organized into broad sections to comply with California Government Code Section 56134.

Plans and Document Review
This report was prepared using estimates, calculations, and management plans that were made available during July 2022 – January 2023. Specifically, we completed a detailed review of the City’s current adopted and projected General Fund Fire Department budgets available on the City’s website.

Additionally, we reviewed the Fairfield Fire Plan for Servicing the new area.

In addition to the plans for service and previously published reports, we reviewed the District’s line-item budgetary and financial documents for fiscal years 2018-2023. We also reviewed the most recent CalPERS Annual Valuation Report for the District. (i.e. Safety & PEPRA Fire Safety) The FY22 report was not yet published at the time of this report. Therefore, all CalPERS related estimates are dated as of June 30, 2021. Comparative entity data was sourced through publicly available data on comparable entities which included annual adopted budgets, annual reports, and Census data. For the comparison entities, major assumptions include Fire runs (incidents), staffing levels, and budgetary estimates.

Joint Review Team
Certain assumptions were made to project future cost of operations under different scenarios. To assist in making the estimates reasonable, we enlisted the help of the report review team to help create growth plans into our forecast. The core report review team consisted of the following individuals representing both units of local government:
●Cordelia Fire Protection District
○Chief Dave Carpenter
○Aaron McAlister
○Jim Frische
●City of Fairfield Fire Department
○Chief Matt Luckenbach ○Administration Division
Manager Taylor Armour
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Requirement 1: Review of Service Plan
Our firm assisted the City of Fairfield Fire Department with the initial outline and creation of the plan for service. During that process, we met with the City Fire leadership and inquired about the plans to provide fire protection within the new area (the “District”). Below are a few significant conditions within the plan for service that impact the financial projections contained in this report:
●Upon and after the effective date of the contract and LAFCO approval, the City of Fairfield Fire Department will be the provider of all fire, rescue, and emergency medical responses, while also providing prevention and administration functions for the Cordelia Fire Protection District. ●None of the existing staff of the District will be absorbed to become City of Fairfield Fire Department employees.
●The City will not re-open or continue operating the District’s stations. ●Fairfield has been dispatching for Cordelia FPD under the emergency short-term agreement and will continue to do so under the long-term agreement.
●The City is building a new station on the edge of the District’s border, not tied to this proposal that would be able to serve the District.
●The City has existing staff and apparatus budgeted and in place, ready for the new station to be opened.
●The City budget is not expected to materially increase or change as a result of the expanded service area.
●No additional positions are required in order to begin servicing the District. ●No building lease is expected between the two parties.

Below is an image of the current District protection area relevant to the City of Fairfield current protection boundary. While geographically larger, the area is less dense than the City’s current service area. Specifically, Cordelia FPD has apx. 7,000 residents spanning 56 square miles whereas the Fairfield Fire Department serves 118,498 residents in only 40 square miles.

Source: Solano County Local Agency Formation Commission.

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Requirement 2a: Comparison of Existing Service Provided to Similar Entities
Part of the LAFCO process is to conduct comparative cost analysis. For this report, we selected three (3) comparison fire protection entities that were located within a nearby proximity. East Vallejo, Dixon Fire Protection, and Springlake Fire Protection Districts were compared against the District, of which results are below.

Source: Responses provided directly by service provider staff.

Below is a breakdown of each entity's fiscal year adopted budget.

Category
Cordelia
FPD (1)
City
of Fairfield
East Vallejo
FPD (2)
Dixon
FPD (3)
Springlake
FPD
Salaries & Benefits $476,464 $21,940,645 $0 $0 $0
Services & Supplies 411,901 1,203,624 723,304 719,700 555,335 Capital Outlay 30,000 4,676 0 250,000 0
Interest Expense 0 0 0 -1,900 0
Other Financing Uses 2,250 4,319,918 1,750 0 0
Special Items 0 0 0 0 0
Total Adopted Budgets $920,615 $27,468,863 $725,054 $967,800 $555,335 Sources:

1.) Cordelia Fire Protection District FY22-23 Adopted Budget.

2.) Solano County FY 2022-23 Adopted Budget. (i.e. page 235)

3.) City of Dixon Finance Department - Auditors Report FY-22. (final budget)

4.) Springlake Fire Protection District Adopted Budget FY 2021-22.

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Requirement 2b: Reasonable Determination of Costs & Revenue Sufficiency
The LAFCO application includes four questions that must be answered as part of the five year forecast.

In effort, to make it easier for the reader, we have formatted this section in question and answer format.

Specifically, these questions relate to question 11 on page 5 of the LAFCO application.

Application Item 11A: A discussion of the sufficiency of existing revenues to provide the new extended fire protection service.

Response 11A:

The District currently receives revenues from taxes, special Measure I taxes, as well as other sources. On average, $138,000 per year of the District’s revenues have come from non-recurring sources such as grants, impact fees, etc. According to the service plan, fire related fees such as impact fees will be collected by the City to help offset cost. The revenues that will continue to be collected by the District and its past trends are as follows:

Source: Cordelia Fire Protection District Independent Auditors Annual Financial Report.

Note: Actual revenues collected by the District have increased at an average rate of 2.73% per year between FY19-FY22.

Recurring Revenue Projections
Over the next five years, these revenues are expected to grow at a modest rate of 2.00% per year before any new developments. (e.g. Middle Green Valley)
Source: Cordelia Fire Protection District Five-Year Revenue Forecast.

Note: Future projects based on historical trends and assume future growth from Middle Green Valley development. In FY 2028, year five of the forecast, new tax revenue is expected to be generated from a new housing development planned at Middle Green Valley. The incremental taxes from this development are anticipated to be $55,125 in new property taxes and $50,000 in special Measure I assessment revenue. This development, if built, is expected to add a total of $336,400 to the recurring revenue of the District by FY 2030-31.

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District Net Recurring Revenues Available
To assess sufficiency of District revenues we compared the expected costs outlined in section “1B” to various “percent of recurring revenue” distribution rates. A portion of the recurring revenue must be retained by the District to cover existing UAL contributions covered in section “11c” as well as perform basic administrative functions. Below is a projection of the net recurring revenue available from the District to pay for contract fire services.

Source: Cordelia Fire Protection District Board future budget expectations.

Note: Recurring revenue projection outlined in previous table. Actual administrative expenditures and UAL contributions subject to change and based on prior year actuals. See “Estimated Remaining Expenditures” on page 145 for additional information.

Fund Balance Intention
The District has cash reserves on hand that can be used to implement the transition and cover any immediate shortfall between cost of service and recurring revenues received. While the intention of the District is to set contract price to a fixed percentage of recurring revenues, the fund balance provides a secondary resource. The projected June 30, 2023 ending operating and reserve balance is $442,469.

District Net Recurring Revenue Available Considerations and Constraints The service plan proposed by the City assumes existing stations, staffing, and equipment are in place to provide fire protection to the District. The District will look to sell those assets and be able to generate additional non-recurring revenue over time. Those monies may be used to offset or lower UAL contributions. We have ignored those non-recurring sources of revenue and made our assessment based on recurring revenues and cash on hand.

Note(s):

Incremental cost of incremental responses to City calculations available on page 12.

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Application Item 11B: Costs of providing services.

Response 11B:

The expansion of fire service into the Cordelia Fire Protection District will not result in immediate staffing, equipment, or station improvements or additions. The reason for this is that the Fire Department is already well underway in the construction of a new station (Station 36) that will be able to serve the entire district. The new station is expected to be open and operational by 2024. The Fire Department personnel that will be housed at the new station are already employed and currently housed at Station 35 (i.e. double house). Therefore the incremental cost associated with providing fire services to the Cordelia Fire Protection District will be nominal. There will be an increased amount of fuel, equipment wear and tear, and fire service supplies used to execute the fire services contract. In effort to avoid subsidizing the District in any way from City of Fairfield taxpayers, a budget allocation based on the incremental responses expected to be absorbed by the City was used to anticipate future expenditures to service the contract.

Source: Solano County Local Agency Formation Commission.

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The City of Fairfield Fire Department ran just over 16,000 calls in 2022. The District’s Fire response volume noted in exhibit 2 below is expected to generate an additional two (2) calls for service per day, or a 4% increase in annual responses.

Year CFPD Responses Fairfield Fire Responses
2019 803 14,019
2020 (1) 678 13,791
2021 686 15,068
2022 (2) 625 16,051
Source: Solano County Dispatch
Note:

1. ) The drop in call volume between 2019 and 2020 was driven by the termination of the automatic aid agreement between the City of Fairfield and Cordelia Fire Protection District.

2.) Portion of CFPD responses already included in City of Fairfield Fire responses due to mutual aid agreement. Fairfield estimates that of the 625 responses, 442 were responses that City of Fairfield Fire did not also respond.

Fairfield Future Expected Budget
The City of Fairfield Fire Department published a multi-year budget forecast. The current FY 2023 City of Fairfield Fire Department budget for the entire department is $27,468,862. The chart below shows the City of Fairfield Fire Department budget forecast over the next five fiscal years. The current Fairfield Fire Department budget is funded through a combination of tax revenues and other fire service related fees and charges.

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Current and Future Expect Cost Per Response (Run)
As shown below, at the current 16,051 runs per year, the average budgetary cost per run for the City is currently $1,711. As noted earlier, the incremental budget impact associated with providing fire services to the Cordelia Fire Protection District is expected to be minimal. There will be an increased amount of fuel, equipment wear and tear, and fire service supplies used to execute the fire services contract.

Source: City of Fairfield 2023 Adopted Fire Department Budget and 2022 Responses data.

Note: The incremental run volume is based on the number of runs that are expected to be net new runs. The City of Fairfield already responds to calls in the area due to mutual aid agreement. To eliminate duplicative runs those existing runs have been ignored as they are already contained within the City’s existing run volume.

Comparison of Incremental Cost to Net Recurring Revenue Available Projecting out the cost per run as a means to assess cost of absorbing the District’s incremental 442 runs shows a future range of allocated non-administrative cost between $686,702 and $761,007. Compared to the District’s net recurring revenue available, the City should expect to recoup apx. 99.54%-113.97% of its allocated budget from the District’s recurring revenue. The proposed contract for service revenue, along with the ability to capture non-recurring revenues and capture the future growth in taxes from Middle Green Valley, estimated at $336,400 per year by FY 30-31, provides a path for the City to more than fully recover its allocated costs. Note, allocated costs do not mean new budget to the City, but rather a new budgetary offset to the department as a whole.

Comparison of Incremental Cost to Net Recurring Revenue Available (cont.)

1.Assumes growth in annual run volume of 4%.

2.The District’s current cash fund balance is sufficient to cover the projected cumulative shortfall of $6,684 incurred between fiscal year 2025 and 2027.

3.The District plans to sell assets which will generate additional fund balance. (i.e. station and equipment)

4.As of July 1, 2022 the available operating and reserve funds on hand within the District was $423,575. The current projected June 30, 2023 combined operating and reserve balance is $442,469.

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Application Item 11C: A comprehensive review of all retirement plans impacting the affected agencies and employees including any unfunded retirement obligations and the identification of retirement debt, if any, and the responsible agency or agencies to assume such debt.

Response 11C: The District will maintain financial responsibility for CalPERS pension liabilities accrued up to and after the contract effective date. Since there is no transfer of District employees and the City is not assuming any portion of the accrued liabilities it will remain a future expense item.

Using the most recent June 30, 2021 valuation report the cumulative unfunded accrued liability (UAAL) is $835,023 across the PERS-PEPRA Safety Fire and PERS-Safety plan. Below is a summary of the outstanding District unfunded accrued actuarial pension liability along with the anticipated “UAL Contributions” payable from future recurring revenues.

Application Item 11D: If financing is to occur, please provide any special financial arrangement between the agencies.

Response 11D: No financing is expected to occur as a result of this proposal.

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Requirement 3: Provide Additional Information & Analysis Fairfield City Fire Budget Allocation
The City is not planning to absorb or take on any additional staff to provide service to the District, we felt the most logical approach would be to allocate the budget based on projected share of runs.

Fairfield City Fire Budget Detail
The City of Fairfield Fire Department budget as
of FY2023 is $27,468,862. Below is a breakdown
of the current budget.

Source: FY23 Budget available here (i.e. page 14)
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District Budget Impacts - Remaining Items
Below is the current budget for the District itemized by expenditure account. Were the District to enter a contract for service with the City, certain expenditure amounts would remain the responsibility of the District and be incurred above and beyond the contractual services agreement cost. These costs impact the amount of “net recurring revenues” available to fund a new contract for service.

Estimated Remaining Expenditures:
●UAL Contributions
●Administrative Expenses
○Independent Auditor - $6,000/year budgeted
○Solano County Auditor's Office (accounting services) - $5,000/year budgeted ○County Counsel - $5,000/year budgeted
○Misc. Expenses - $1,500/year budgeted

END OF REPORT
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Updated Fiscal AnalysisFire Service ContractCordelia Fire ProtectionCity of FairfieldPrepared by:Ken CampoFinancial Consultant1/18/2024Fiscal Year End June 30 2023 2024 2025 2026 2027 2028 2029 2030 2031Available (Unassigned) Fund Balance‐Beginning 480,521 394,819 333,709 266,895 196,187 258,622 254,847 251,157 Property Tax369,836 377,233 384,777 392,473 400,322 408,329 416,495 424,825 433,322 Measure I 438,536 447,307 456,253 465,378 474,685 484,179 493,863 503,740 513,815 Recurring Revenue 808,372 824,539 841,030 857,851 875,008 892,508 910,358 928,565 947,137 Available Funding 1,305,060 1,235,850 1,191,559 1,141,903 1,088,695 1,168,980 1,183,412 1,198,294 CalPERS Net UAL Payment 108,978 114,564 120,137 125,332 132,815 Administrative expenses 59,866 42,216 42,949 43,690 39,438 35,118 35,730 36,347 Insurance 43,191 33,191 23,191 23,539 18,892 14,175 14,388 14,604 Sub‐Total Recurring Expenses212,035 189,971 186,277 192,561 191,145 49,293 50,118 50,951 Fire Service Contract Payments to City of Fairfield 698,206 712,170 738,387 753,155 847,883 864,840 882,137 899,780 Sub‐Total Expenses910,241 902,141 924,664 945,716 1,039,027 914,134 932,255 950,731 Sub‐Total Available Funding Less Expenses 394,819 333,709 266,895 196,187 49,668 254,847 251,157 247,563 Sale of Apparatus 50,000 50,000 Sale of Property 420,000 420,000 Less Additional UAL Payment 50,000 50,000 420,000 211,046 Available (Unassigned) Fund Balance‐Ending 394,819 333,709 266,895 196,187 258,622 254,847 251,157 247,563 Recurring Revenue Less Fire Service Payments 126,333 128,860 119,464 121,853 44,625 45,518 46,428 47,357 Notes:1.2.3. FY23/24 expenditures based on the CFPD FY23/24 adopted budget.4. CalPERS Net UAL payments based on the 6/30/2022 actuarial valuation, net of 3.4% prepayment discount. FY23/24 Beginning Fund Balance of $480,521 represents the FY 6/30/2023 audited ending balance amount and does not include Development Impact Fees, which are accounted for separately. Annual Property Tax and Measure I revenue projections for fiscal years 2024‐2031 based on actual FY22/23 collections escalated at 2% per year. Packet Page 381 of 423Attachment 5 Page 1 of 2

CalPERS UAL Payoff AnalysisPrepared by:Ken CampoFinancial Consultant1/17/2024Bal Pymt Bal Pymt Bal Pymt6/30/2024894,705 104,161 37,034 1,099 55,339 7,554 112,814 987,078987,0786/30/2025847,900 109,242 38,417 1,800 51,295 7,554 118,596 937,61249,466 50,000 887,6126/30/2026792,663 114,310 39,169 2,501 46,976 7,554 124,365 878,80858,804 50,000 778,8086/30/2027728,433 118,988 39,248 3,202 42,364 7,553 129,743 810,04568,763 420,000 290,0456/30/2028655,000 126,033 38,607 3,903 37,439 7,554 137,490 731,04678,999 211,046 06/30/2029569,292 129,101 37,198 3,903 32,178 7,553 140,557 638,66892,3786/30/2030474,586 132,255 35,693 3,902 26,561 7,554 143,711 536,840101,8286/30/2031370,179 135,502 34,088 3,903 20,561 7,554 146,959 424,828112,0126/30/2032255,318 138,834 32,373 3,902 14,153 7,554 150,290 301,844122,9846/30/2033129,204 16,431 30,542 3,902 7,309 7,553 27,886 167,055134,7896/30/2034121,011 16,428 28,586 3,90120329149,59717,4586/30/2035112,262 16,427 26,499 3,90320330138,76110,8366/30/2036102,918 16,428 24,267 3,90220330127,18511,5766/30/203792,941 16,429 21,885 3,90220331114,82612,3596/30/203882,283 16,427 19,340 3,90120328101,62313,2036/30/203970,901 16,429 16,624 3,9032033287,52514,0986/30/204058,744 16,426 13,721 3,9022032872,46515,0606/30/204145,764 15,238 10,622 3,9021914056,38616,0796/30/204233,129 12,363 7,312 3,9031626640,44115,9456/30/204322,606 23,362 3,775 3,9012726326,38114,060Notes:1. Balance and payment information taken from the June 30, 2022 CalPERS actuarial valuation for the respective retirement plans.PRINCIPAL REDUCTIONADDITIONAL UAL PYMTREVISED BALANCEFYECOMBINED PAYMENTCOMBINED BALANCEMISCSAFETY PEPRA‐SAFETYPacket Page 382 of 423Attachment 5 Page 2 of 2

Plan For Service
Contractual Fire Services Agreement with
Cordelia Fire Protection District

Prepared October 2023

TABLE OF CONTENTS
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Table of Contents

Executive Summary ……………………………………………………………………………………………………4 Background and Setting ……………………………………………………………………………………………..5 Legal Context ………………………………………………………………………………………………..5
History of the Affected Agencies ……………………………………………………………………6 Proposed Contract Territory Description ………………………………………………………8 Justification ………………………………………………………………………………………………………………10 Enhanced Service Levels ……………………………………………………………………………10 Plan and Description of Services ………………………………………………………………………………..13 Extended Service ……………………………………………………………………13
Current Service Delivery Levels ……………………………………………………………………14 Level of Demand ………………………………………………………………………………………….15
Proposed Service Delivery Plan ……………………………………………………………………17 Level and Range of Proposed Services ………………………………………………………….20 Infrastructure Needs/Planned Improvements ………………………………………………20 Transition Plan …………………………………………………………………………………………….21

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4 Executive Summary
Conversations regarding the Fairfield Fire Department (FFD) taking over fire protection and emergency medical services to the Cordelia Fire Protection District (CFPD) service area began in 2019. Through the transition of fire chiefs for both departments, conversations with District board members, and communication with the City of Fairfield council members, a plan for transitioning service came to fruition.

In the summer of 2022, consulting firm Stone Municipal Group was contracted to conduct a fiscal analysis and review of the service plan in accordance with Local Agency Formation Commission (LAFCO) requirements for a long-term contract for service (CA Government Code 56134). While the study was underway, the City of Fairfield received LAFCO approval to enter into a short-term contract for service with CFPD on the grounds that the district was facing a public health and safety emergency (CA Government Code 56133).

Background information related to the contract for service:

▪ Over the last several years, it has become increasingly challenging for CFPD to adequately service its response area with its limited budget (personnel, command staff, apparatus, equipment, training, facilities, etc)
▪ FFD already responded automatic or mutual aid to a portion of calls in the CFPD ▪ FFD added a 7th company (June 2022) in the district bordering CFPD and is in the design phase of a 6th fire station which will be built in that area (projected opening in 2025) and further improve response times in CFPD’s jurisdiction
▪ The contract will elevate service levels to the citizens of the CFPD, providing for the full range of service offered by FFD

The proposal for a long-term out-of-area fire protection contract with services to be provided by FFD will limit CFPD operations, remaining intact only as a board and fiscal body. The CFPD faces a dire health emergency and the contract, as described throughout this service plan, will vastly improve fire, rescue, and emergency medical services in the CFPD. Additionally, fire prevention, public education, and administrative support functions will be improved and delivered in a consistent manner throughout the proposed service area.

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5 Background and Setting
Legal Context

Applicable Law
This application is being submitted pursuant to the Cortese-Knox-Hertzberg Act, Government Code section 56000 et seq. This application is submitted by the Fairfield Fire Chief on behalf of the Fairfield City Council under Government Code section 56134.

Environmental Documentation
The proposed contract is Categorically Exempt from CEQA pursuant to 14 CCR 15320. Class 20 consists of changes in the organization or reorganization of local governmental agencies where the changes do not change the geographical area in which previously existing powers are exercised.

Summary of Proposed Contract
As agreed by the two agencies and indicated in the Resolution of Application, the City of Fairfield Fire Department proposes to provide fire protection services to the Cordelia Fire Protection District, in the entirety of its jurisdiction, through a contract for services. The Cordelia Fire Protection District will remain as the governing board.

Proposed Contract Conditions

1. Provider Agency. Upon and after the effective date of the contract and LAFCO’s approval, the City of Fairfield Fire Department will be the provider of all fire, rescue, emergency medical responses, as well as all fire prevention and fire administration for the Cordelia Fire Protection District.

2. Employees. From and after the Contract Effective Date, no employees of Cordelia Fire Protection District shall become employees of the City of Fairfield Fire Department as a result of this agreement.

3. Duties. FFD, under contract with the Cordelia Fire Protection District, shall function under and carry out all authorized duties and responsibilities assigned to a city fire department and other applicable laws within the CFPD response area (unincorporated Solano County).

4. Service Demand. As of January 2023, the CFPD has lost all employees to neighboring agencies and has contracted with FFD for service, limited to emergency response. Station 31 (Cordelia) has already closed and operations for CFPD have ceased. With a long-term contract for service, CFPD will have access to all City of Fairfield Fire Department resources, the CFPD will primarily be served by Station 35 (Cordelia) and upon opening in 2025, Station 36 (Green Valley).

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6 History of the Affected Agencies

Fairfield Fire Department
The Fairfield Fire Department serves the City of Fairfield, California and other areas within Solano County via mutual and automatic aid agreements. The population of Fairfield was last reported to be 118,498 with the county having a population of 453,397. The land area of Fairfield is 40 square miles and Solano County is 909 square miles. Fairfield Fire’s jurisdiction is 4% agricultural, 30% commercial, and 66% residential. The assessed property value of the City of Fairfield is $16.45 billion. The General Fund operating budget for Fairfield Fire was $27,468,862 in FY 2022/2023 1.

Governance
The seven-member elected Fairfield City Council serves as Fairfield’s governing body. The Council oversees the City Manager, who in turn oversees the Fire Chief. The City Council adopts the Fire Department budget biennially and the Fire Chief is responsible for oversight of day-to-day operations spanning all six divisions.

Department Services
Fairfield Fire is a full-service fire department offering medical aid (including advanced life support), building/vehicle fire suppression, wildfire suppression, fire alarm response, hazardous materials response, fire prevention services, and more. Fairfield Fire operates five fire stations and seven companies (35, 37, 39, 40, and 41), with a sixth station (Station 36) set to open in 2025. The staff for Station 36 has already been hired and deployed. The 7th company currently operates out of Station 35 as a dual house while Station 36 is completed.

In 2022, FFD responded to more than 16,000 calls with an average of nearly 44 calls per day. In 2021, following an out of cycle review requested by the Fairfield fire chief, FFD’s ISO rating improved an entire class level from a 3 up to a 2. The rating improvement largely stemmed from score increases under the categories of prevention, training, and fleet- all of which had recent enhancements driven by budget prioritization.

Ambulance Transport
Ambulance service is provided to Fairfield and the CFPD by Medic Ambulance Inc and as such, there will be no change as a result of this agreement. With that said, all FFD firefighters are licensed paramedics and ride along on hospital transfers when necessary for continuity of patient care. This service will be extended to Cordelia when the transition takes effect.

Communications
The Fairfield dispatch center is run by the police department. There are not expected to be significant changes to communications operations with the contract for service, which represents net new call volume of less than two per day. Due to immediate need and state of emergency,

1 Fiscal Year 2022/2023 is referenced as a more direct comparison for operational statistics reflected in 2022 and is what was used at the time that the Independent Fiscal Analysis was conducted Packet Page 388 of 423Attachment 6 Page 6 of 21

7 Fairfield began dispatching for CFPD on September 1st, 2022, following frequent requests for assistance. For ease of operations and as a result of the circumstances, Fairfield agreed to take on this function in advance of a contract for service.

Fairfield Fire Department Organizational Structure
Fairfield Fire currently maintains 79 funded positions across all divisions. The figure below illustrates current position control for the Fairfield Fire Department, last updated on July 1st, 2023.

Additionally, the chart below further shows the breakdown of divisions and areas of responsibility. The Fire Chief and division heads oversee Emergency Response, Training, Prevention, Administration, Emergency Management, and EMS.

Source: City of Fairfield Fire Department 2021 Annual Report (Note: Current FY2024 Full-time Equivalent count remains at 79)

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8 Cordelia Fire Protection District
The Cordelia Fire Protection District (CFPD) was most recently led by a volunteer Fire Chief.

Services that the district provided diminished over the last few years as financial, staffing, and volunteer challenges negatively impacted the district. With the departure of their last paid employee, as of January 2023, CFPD lost the ability to even provide basic life support (BLS) medical response and light fire response. Since September 2022 CFPD was only able to provide four days of limited coverage per week (with Fairfield providing coverage on Fridays, Saturdays and Sundays) from Station 31 (Cordelia). Despite operations coming to an end, Cordelia still owns a dozen firefighting vehicles/apparatus as well as a cache of equipment, which will be appraised and sold as a result of this service change.

CFPD provides limited fire prevention plan review services via third party contracts and does not have any prevention personnel on staff.

CFPD’s Organizational Structure
The Cordelia Fire Protection District has been providing fire and emergency medical services to Green Valley, Rockville, Cordelia, and lower Suisun Valley since 1918. The district is governed by a five- member board of directors elected by residents. Board members serve 4-year terms. While a paid position in the past, due to financial restraints, the most recent fire chief was an unpaid volunteer for many years. At the time of this report, CFPD has no remaining paid or volunteer firefighters on staff and the department does not perform emergency response in any capacity.

The organizational chart displayed below reflects how Cordelia Fire Protection District was operating in early 2022, prior to steadily losing their paid personnel and seeking a contract for service.

Proposed Contract Territory Description

Population
The population of CFPD is approximately 7,000 residents and spans roughly 56 square miles.

Topography
The contract area contains marshland, suburban, and rural service areas. The topography spectrum Packet Page 390 of 423Attachment 6 Page 8 of 21

9 includes flat suburban/rural environments as well as steep and wooded wildland-urban interface (WUI) areas in the Green Valley highlands bordering Napa County. The topography is mostly typical of that found throughout unincorporated areas of Solano County.

Boundaries
The following image shows the proposed contract area which consists of the boundaries of the Cordelia Fire Protection District and its location compared to the City’s boundaries. The contract for service would be for 100% of the area within CFPD’s jurisdictional boundaries as viewed below.

Upon the effective date of the contract for services, Fairfield Fire Department’s coverage area will more than double, however, the CFPD response area is sparsely populated.

Contract Area

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10 Justification

Enhanced Service Levels

As of January 2023, the Cordelia Fire Protection District has lost all paid employees to neighboring jurisdictions and has ceased to offer emergency response services. Rather, the CFPD has contracted with the City of Fairfield Fire Department in the interim to provide service limited to emergency response and continues to outsource fire prevention services.

While CFPD was operating, it offered only BLS response with fewer and less experienced personnel using aging equipment, apparatus, and facilities. Due to financial constraints, CFPD offered little to no training for its paid personnel and had minimal auxiliary function or programming typical of a professional fire department in the bay area or Solano County.

Effective at time of contract with FFD, service levels to constituents of the district will be drastically enhanced. The Fairfield Fire Department has six functioning divisions with 79 paid full- time positions: Emergency Response, Administration, Prevention, Training, Emergency Management, and EMS (ALS). FFD deploys seven companies (6 engines plus 1 truck, all 3-0 staffed and a battalion chief) and has minimum staffing of 22 professional personnel 24/7. From the Fire Chief down, every firefighter is a licensed paramedic.

Key Service Level
Comparisons Fairfield Fire
Department
Cordelia Fire
Protection District
Call Volume 16,051 625***
Average Response Time 5:40 7:31
Staffed ALS Units 7 0
Paid Full-Time Paramedics 79 0

Crew Composition*
(1) Fire Captain
(1) Fire Engineer
(1)
Firefighter/Paramedic
(1) Captain/Paramedic
OR
(1) Lieutenant/EMT
(2) Resident Volunteers
% of Crew with Paramedic License 100% 0 – 33%
Deployment Model 5 Stations
7 Crews
22** – Minimum
Staffing
1 Station
1 Crew
3 – Minimum Staffing
*CFPD was limited to Basic Life Support (BLS) services
**Includes shift Battalion Chief
***Of CFPD’s 625 calls, it is estimated that Fairfield responded via mutual aid to 183 of those calls Packet Page 392 of 423Attachment 6 Page 10 of 21

11 Station 35 (Cordelia) currently houses two companies which are best positioned for response in CFPD. By the end of 2025, FFD’s Station 36 (Green Valley) is slated to open and one of the two companies at Station 35 will shift to Station 36, allowing for further improved response times to CFPD. For a portion of CFPD, Station 36 will generate a faster response than CFPD’s current location at Station 31 (Cordelia). FFD’s current average response time is under 6 minutes, while CFPD’s average response time is 7.5 minutes.

Additional enhancements will include access to specialized rescue and firefighting resources not currently provided directly to the CFPD. These include teams of trained personnel in USAR, investigations, and hazardous materials specialties. FFD has a robust and well-funded training program run by a dedicated battalion chief, which includes access to a variety of fire props as well as a multi-story training tower. FFD also has a funded vehicle replacement schedule to ensure apparatus are maintained and transitioned to second life when appropriate. CFPD residents will not only gain quality service through highly trained professional firefighter/paramedics, but will also benefit from FFD’s modern technology and equipment complement.

Fire prevention service will be enhanced beyond the current level of service being provided by the CFPD. FFD has a fire marshal, assistant fire marshal, an in-house plans examiner and two full- time fire inspector positions. Comprehensive community risk reduction, code enforcement, plan review and new construction inspections, and development planning will be provided by full- time personnel. Public education and outreach efforts will be provided by a blend of suppression and prevention staff to perform this important service.

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13 Plan and Description of Services
Extended Service
The City of Fairfield Fire Department is prepared to serve the Cordelia Fire Protection District. The level of service provided in the Cordelia Fire Protection District will be consistent with all current City practices, policies, and standards for fire, rescue, and emergency medical services, as well as fire prevention, fire administration, fire investigation, emergency management, and training. The contract for service is to be all-encompassing. The CFPD residents will enjoy the full force of the Fairfield Fire Department.

Cost to Provide Fire Protection Services
The anticipated payments from CFPD to the City represent a significant augmentation to the City’s Fire Department budget. The City of Fairfield is not adding staffing, apparatus, or equipment in order to take on the service described in the agreement. As such, the direct cost for the City to take on the additional service level for CFPD is de-minimis (estimated at < $25,000) when considering the additional call volume translates to roughly 1.5 calls per day in relation to the 44 calls per day for the City. As noted in the attached Independent Fiscal Analysis (Application Item 11B: Costs of providing services, pg. 10), there would be some added cost for fuel, equipment wear and tear, and fire service supplies used to execute the fire services contract; but the City believes these nominal costs would be offset by extending its First Responder Fee to the CFPD, which is projected to bring the City an additional $13,000 per year in added revenue.

The Independent Fiscal Analysis represents a snapshot in time and was prepared using estimates, calculations, and management plans that were available during July 2022-January 2023 for use in addressing the fiscal requirements of this LAFCO Application. In addition, the fiscal analysis was also used to evaluate the existing and projected ‘cost-per-call’ for the City of Fairfield before and after extending service to Cordelia. This cost-per-call data was then used to assign an estimated annual cost to the CFPD contract, which formed the basis of the guaranteed minimum payments for Years 1-4 of the contract (see Independent Fiscal Analysis Page 12). While the estimated annual costs for Years 1-4 range from $686,000 to $761,000, it is important to recognize that the assigned costs represent an allocation of the existing City Fire Department budget for the services to be provided to CFPD rather than any additional cost to the City. In fact, the payments from CFPD to the City represent a significant augmentation to the City’s Fire Department budget.

Contract Cost & Financing
The cost to the CFPD for services provided by the City Fire Department is based on the contract terms. With similarities to two other long-standing contracts for service in Solano County (Dixon FPD & East Vallejo FPD), the City of Fairfield and Cordelia Fire Protection District have agreed on a graduated “percentage of gross recurring revenue” financing model. The gross recurring revenue refers to the revenue that CFPD receives through Property Tax and Measure I Special Tax as provided in the table below:

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14 Joint Exercise of Powers Agreement Terms – City of Fairfield & Cordelia Fire Protection District A Fiscal Year Term Year 1 Year2 Year3 Year4 Year 5-8 B Annual Payment Equal to Percentage of
District Recurring Property Tax and Measure I
91% 91% 92.5% 92.5% 95.0%
C Minimum Annual Payment Amount $698,206 $712,170 $738,387 $753,155

n/a

The cost to customers in the affected territory is unchanged, as the contract is being financed using existing CFPD revenue streams and is further supported by their existing and unrestricted Fund Balance (see Updated Fiscal Analysis) as well as the future sale of property and assets.

Contract Alternatives for CFPD
The district receives most of its recurring revenue from property taxes and a per parcel special tax on properties in the district. The district will be shifting its resources to a contract for service rather than paying for payroll and other costs associated with day-to-day operations. Without an agreement with the City of Fairfield, the CFPD would either have to contract with another local emergency response provider (none are more geographically appropriate than Fairfield) or the CFPD would have to start from the ground up, hiring new personnel. Both alternatives result in lesser services to district customers (Suisun Fire Protection District would be the alternative geographically but Fairfield’s service delivery is far superior), while the costs to reestablish operations and address deferred maintenance would likely far exceed CFPD’s available budget.

The contract value to the City of Fairfield will increase over time as costs to the district reduce and revenue increases via planned development in the district (Middle Green Valley). Finally, the contract will not alter or negatively affect other municipal services provided by the City of Fairfield.

Current Service Delivery Levels

Service and Staffing Overview
As of January 2023, the CFPD has lost its ability to provide emergency response coverage in- house. With LAFCO approval and to ensure no lapse of coverage, CFPD had the foresight to enter into a short-term agreement with the City of Fairfield Fire Department to provide emergency response to its constituents. Medic Ambulance Inc is currently the emergency transport provided for Fairfield and CFPD, so there is no change to transport services as a result the contract. An Packet Page 396 of 423Attachment 6 Page 14 of 21

15 overview of services provided and description of staffing levels for each of the subject departments was detailed in the History of Affected Agencies section.

Dispatch/Communications
Due to immediate need and dire state of emergency, Fairfield began dispatching for Cordelia on September 1st, 2022, following frequent requests for assistance. For ease of operations and as a result of the circumstances, Fairfield agreed to take on this function in advance of any contract for service. The Fairfield dispatch center runs out of the Fairfield Police Department, last year they dispatched over 15,000 calls for FFD. The net impact on dispatch for CFPD is expected to be less than roughly two calls per day.

Level of Demand

Total 911 Call Volume – Cordelia Fire Protection District The CFPD responded to 591 incidents within its district in 2022, and had a total of 625 responses in 2022. Responses outside the jurisdiction for automatic or mutual aid accounts for the difference in totals.

Cordelia Fire Protection District Responses

Year CFPD Responses
within City limits
Total CFPD
Responses
2019 46 803
2020 42 678
2021 38 686
2022 34 625

Of the 625 calls that CFPD responded to in 2022, the Fairfield Fire Department responded to an estimated 183 via mutual aid agreements. The incremental impact of CFPD demand on Fairfield is expected to average less than two calls per day.

Response Times
The CFPD had an average response time, as calculated from the time of notification at the fire station to arrival at scene, of 7 minutes and 31 seconds in 2022 for all calls within the district limits.

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16 CFPD Response Times
Year Average 90%
2019 7:41 9:13
2020 7:23 8:52
2021 7:16 8:37
2022 7:31 8:41

At the time of this report, CFPD has lost its last remaining paid firefighter and volunteer fire chief.

The City of Fairfield is dispatching 100% of their incoming 911 calls and is providing emergency response coverage under a short-term agreement. Prior to summer 2022, FFD responded auto or mutual aid to roughly 1/3 of incidents occurring in CFPD.

A long-term contract for service with FFD will greatly enhance service quality and provide for an effective firefighting force. The future Station 36 (Green Valley) will shave minutes off response time to the Green Valley area when compared to existing CFPD Station 31 (Cordelia).

Cordelia Fire Protection District Facilities & Apparatus The CFPD currently owns one fire station with deferred maintenance and has a modest fleet. The CFPD has no replacement schedules for its property, nor the funds to support increasingly costly maintenance. Operations from Station 31 (Cordelia) ceased in January 2023, while operations from Station 29 (Green Valley) ceased many years ago. Fairfield assumed full responsibility for emergency response in the district on January 4th, 2023.

The Fairfield Fire Department currently deploys two companies in the district adjacent to CFPD. By 2025, Station 36 (Green Valley) will be open and FFD will be even better positioned to serve the district.

Fairfield Fire Department Facilities & Apparatus
The Fairfield Fire Department has a substantial fleet of frontline engines (Type Is, IIIs, and Vs), an aerial apparatus, command and support vehicles. Additionally, FFD has a fleet of reserve, or spare, apparatus and additional engines available should frontline units be placed out of service for maintenance or participation on out-of-county assignments.

The FFD fleet is maintained on site by the City’s Fleet Division (Public Works Department) which includes mechanics who are trained and certified to work on fire apparatus. The Fleet Manager, along with FFD’s Deputy Chief of Operations and Administration Division Manager, manage the vehicle replacement schedule and make purchasing recommendations to the Fire Chief.

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17 Apparatus EnginesA Aerials Ambulances Tenders WildlandB Other Fairfield Fire 6 1 0 1 6 13
AIncludes Type I only. BIncludes Type III & V.

Automatic and Mutual Aid
The CFPD previously had auto and mutual aid agreements with FFD, however, under the agreement, CFPD’s jurisdiction will become part of FFD’s response area. Additionally, local and statewide mutual aid is provided under local agreement or under the California Master Mutual Aid Agreement and will continue to be provided by FFD under this contract.

Proposed Service Delivery Plan

Service Overview
The City of Fairfield Fire Department will provide fire, rescue, and first responder emergency medical services, including special operations capabilities, to Cordelia Fire Protection District in a manner consistent with services provided in the City of Fairfield. Full-time and full-service fire prevention services, along with internal apparatus, equipment, and fleet maintenance programs, administrative and support services will be provided. The district will also benefit from training and emergency management support provided by FFD. Service level enhancement to the district residents will be realized immediately upon execution and LAFCO approval of the proposed agreement.

Staffing
Additional firefighters are not necessary to carry out the requirements under the proposed agreement. The City of Fairfield’s addition of a 7th engine company in June 2022 has expanded FFD’s capacity to serve CFPD under this agreement. Similarly, FFD’s existing fire prevention, administration, training, emergency management, and EMS resources will also benefit the CFPD under the terms outlined in the contract. The International Association of Firefighters (IAFF) Local 1186 has been noticed and provided with an executed copy of the long-term agreement per Government Code 51634.

Dispatch/Communications
Dispatch for CFPD was previously run through Solano County Communications Center, however, effective September 2022, the City of Fairfield took over 100% of dispatch for CFPD. No additional changes would result from the proposed contract.

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18 Level of Demand
It is anticipated that immediately following the effective date of the contract, demand for services, as defined by calls for service, would total the sum of the existing demand in the two service areas (City and District). In subsequent years, based on planned development in the district (Middle Green Valley), it is expected that there will be a slight increase in demand within the district.

Response Times
Average response times in CFPD are likely to improve with the opening of Station 36, which is more centrally located to the most densely populated portion of the expansive district. Response times aside, the CFPD was only able to respond four out of every seven days in the last few months of 2022 without relying on Fairfield to respond on their behalf. Additionally, Fairfield offers ALS response and is staffed entirely with licensed paramedics, while CFPD was limited to BLS response.

Automatic and Mutual Aid
The Fairfield Fire Department will continue to support automatic and mutual aid commitments at the local level. The ability to respond to regional and statewide mutual aid is not impacted by the proposed agreement.

Public Outreach/Education
Public education and public information services to the district would be provided by a blend of prevention and administrative staff already employed by the Fairfield Fire Department.

Fire Prevention
FFD has a staffed prevention bureau which was re-established in 2017. The bureau provides annual inspections in compliance with state mandated inspection programs, high hazard occupancy inspections, fire code operational permit inspections, new construction plan review and inspections, fire sprinkler and fire alarm plan review and inspections, and specialized code enforcement inspections.

New construction plan submittals and plan review services are provided at FFD’s administrative office at the City of Fairfield Civic Center (downtown Fairfield). As with all other agencies, the fire prevention staff coordinate with the City’s Building Division (Community Development) staff for plan reviews and field inspections related to new construction. Since the district is in the unincorporated part of the county, coordination with relevant divisions of Solano County will be necessary.

Annual occupancy inspections for compliance with state mandated programs will be performed by FFD prevention staff. Non-mandated occupancy inspections will be performed in accordance with current FFD practices. Additional inspections, such as those that may be required for issuance of city business license permits, will be coordinated with various City and County Packet Page 400 of 423Attachment 6 Page 18 of 21

19 departments as needed.

The district is in need of a community risk reduction assessment and plan, particularly as it relates to vegetation management. Based on the assessment and plan, FFD will implement and manage abatement processes, inspections and recommendations for hazard reduction/abatement and wildfire mitigation over time. The City will coordinate with the district on potential wildland fire mitigation grants that may be available to the district. FFD will not interfere with mitigation grants previously awarded to the district.

Fire Code Adoption
The City of Fairfield adopts a fire code with amendments every three years (most recently for January 2023). FFD’s Fire Marshal will ensure appropriate codes are enforced in the district in accordance with fire code adopted by the district.

Administration
Support function for all divisions of FFD fall under Administration. This division manages FFD’s budget, accounts payable/receivable, payroll, staffing, grants, other funding opportunities, inter- and intra-departmental relationships, and the majority of day-to-day IT, Finance, legal and Human Resources interaction. The district would receive all benefits associated with FFD obtaining new equipment and apparatus. The division will provide administrative support to CFPD as it makes its transition under the long-term agreement, for example, serving as a physical mailing address to accept mail and processing bills.

EMS
100% of Fairfield firefighters are licensed paramedics, from the Fire Chief down. FFD provides ALS coverage and will have a firefighter ride along for transport with Medic Ambulance Inc when deemed necessary for continuity of patient care. FFD has modern EMS equipment such as automated CPR devices and heart monitors on every frontline apparatus to offer the best chance of survival for patients.

Maintenance
FFD is fortunate to have the dedication and oversight of the City’s Fleet Manager and Supervisor (Public Works). Equipment and apparatus are carefully monitored for replacement and appropriate maintenance to ensure the highest functioning equipment complement and fleet for our personnel. The department dedicates funding annually to both functions.

Emergency Management
FFD headquarters at 1200 Kentucky Street are home to the City of Fairfield’s Emergency Operations Center. FFD conducts training and drills for City employees that benefit all residents and which will extend to the district.

Training
In 2018 the FFD opened its own training tower and on-site classroom. The year following, the Packet Page 401 of 423Attachment 6 Page 19 of 21

20 department added a full-time battalion chief dedicated to training. The training chief is not only responsible for training new recruits, but also ensuring uniform training across the department shifts. Each year the department invests in its personnel so that they meet minimum NFPA/OSHA standards and are using the most current techniques through the course of operations.

Fire-Cause Determination & Investigation
FFD has its own fire investigations team for determining cause and origin. Fires that involve an injury or fatality, or those that are intentionally set will be investigated by appropriate law enforcement. FFD also has a professional fire investigator on contract to reach out to as needed for any fatalities.

Level and Range of Proposed Services

Capacity Availability
Based on current call volume in CFPD adjacent district 35 and 36, the Fairfield Fire Department has the capacity to contract for service with CFPD without compromising service to city residents. Call volume in CFPD is projected to add less than two calls per day to Fairfield’s total daily call volume. Based on its prior mutual aid agreement with CFPD, Fairfield already responded to roughly 1/3 of total calls in CFPD’s response area.

Willingness to Serve
The City of Fairfield Fire Department is prepared to serve the areas under the proposed contract.

The ability to serve the new areas is largely made possible by the addition of Fairfield’s 7th company, Engine 36, which was deployed for the first time in June 2022. Additionally and completely unrelated to the current proposed contract, Fairfield is in the design phase of Station 36 (Green Valley, Business Center Drive) which is slated to open in 2025. The 7th company and fire station are already funded and their future existence is not tied to the proposed agreement in any way.

Service Adequacy
The level of service provided in the CFPD will be consistent with current Fairfield Fire Department practices, policies, and standards for fire, rescue, and emergency medical services, as well as fire prevention, administration, fire investigation, emergency management, and training.

Infrastructure Needs/Planned Improvements
The Fairfield Fire Department will not be taking over any of the CFPD facilities. CFPD assets will be liquidated in accordance with the proposed agreement.

Apparatus
CFPD will not be transferring ownership of apparatus as part of this agreement.

Packet Page 402 of 423Attachment 6 Page 20 of 21

21 Equipment
CFPD will not be transferring ownership of equipment as part of this agreement. CFPD will allow the City of Fairfield to utilize grant-funded equipment through the course of the proposed agreement. Due to the nature of the grant funding, ownership will not be transferred.

Infrastructure – Water
Water infrastructure is lacking, however the hydrant maintenance and water system in the Cordelia Fire Protection District is largely owned and operated by the City of Vallejo. The City of Fairfield recently purchased a water tender that will no doubt benefit the district.

Fire Access Roads
Fire access roads will be surveyed and maintained by Solano County or Cal Fire if the road in question is part of the state responsibility area, as well as private landowners.

Transition Plan

Apparatus, Equipment, and Facilities Transfer
No equipment, apparatus, or facilities owned by the CFPD will be transferred to the City of Fairfield Fire Department as part of this agreement.

Staffing & Station Coverage
The City of Fairfield Fire Department has had the necessary resources and capacity to absorb CFPD response coverage since June 2022 when it deployed the 7th company, Engine 36. No additional firefighters need to be hired by Fairfield as a result of the proposed agreement. The two companies that will primarily serve CFPD (Engine 35 and 36) currently deploy from Fairfield’s Station 35 on Lopes Road. In 2025, Engine 36 will transition to its permanent home at Station 36 located off of Business Center Drive in Green Valley. The City of Fairfield Fire Department is prepared to serve the district in accordance with this agreement effective immediately.

Personnel & Debt Obligations
No employees of the Cordelia Fire Protection District will be absorbed or hired by the Fairfield Fire Department as a result of this agreement. IAFF Local 1186 is supportive of the City of Fairfield’s Solano LAFCO application and long-term contract for service between the City of Fairfield and CFPD. While the IAFF Local 1186 serves both the City of Fairfield Fire Department and CFPD, the CFPD’s remaining members were hired on with other local agencies over the last several months. CFPD has no remaining employees as of January 2023. The CFPD does, however, have an unfunded liability owed to Cal PERS as a result of past paid employees. The unfunded liability obligation will remain a debt of the CFPD. The unfunded liability was factored into the independent fiscal analysis to provide an accurate picture of CFPD’s available budget.

Packet Page 403 of 423Attachment 6 Page 21 of 21

±
Station 35
Station 36
Station 31
Cordelia Fire Protection District
Fairfield Fire Department
CFPD Stations
FFD Stations
Cordelia Fire Protection District
and Fairfield Fire Department
Disclaimer: the information shown is intended
to be used for general display purposes only,
and is not to be used as an official map.
0 1.5 3 Miles
Packet Page 404 of 423Attachment 7 Page 1 of 1

FIRE DEPARTMENT

January 19, 2024

Bill Emlen
County Administrator
Solano County Administrator’s Office
675 Texas Street, Suite 6500
Fairfield, California 94533

Re: Solano LAFCO Application for Fire Protection Service Contract between the City of Fairfield and the Cordelia Fire Protection District

Dear Mr. Emlen:

Pursuant to Government Code Section 56134, the City of Fairfield and the Cordelia Fire Protection District have entered into a Fire Protection Contract whereby the City of Fairfield Fire Department will provide fire protection and medical response services to the residents within the Cordelia Fire Protection District. The Contract transfers the responsibility to provide services within the Cordelia Fire Protection District to the City of Fairfield. Services would be provided at the standard level of service of the City of Fairfield Fire Department.

For the contract to be fully effective, the Solano Local Agency Formation Commission (LAFCO) must review and approve an application from the City of Fairfield. The application will include the executed Contract, a Plan for Service, and an Independent Fiscal Analysis. The complete LAFCO application will be presented to the City Council of the City of Fairfield for a public hearing on February 20th, 2024.

This notice is being sent pursuant to GC §56134(d)(2)(B) where, at least 30 days prior to the public hearing held by the City Council of the City of Fairfield, written notice must be provided to each affected public agency and recognized employee organization that represents firefighters of the Packet Page 405 of 423Attachment 8 Page 1 of 2

Letter to Bill Emlen
Re: Solano LAFCO Application for Fire Protection Service Contract between the City of Fairfield and the Cordelia Fire Protection District
January 19, 2024

Page 2 ends

existing and proposed service providers of the proposed fire protection contract. Consistent with the government code, this notice also includes a full copy of the proposed contract.

Sincerely,

JOHN STURDEE
Fire Chief

Attachments:
• Joint Exercise of Powers Agreement Between the City of Fairfield and Cordelia Fire Protection District for Extension of Fire Protection and Prevention Services, and Medical Emergency Services

cc: Rich Seithel, Solano LAFCO Executive Officer

Packet Page 406 of 423Attachment 8 Page 2 of 2

FIRE DEPARTMENT

January 19, 2024

Jon Miller
President
Solano Napa County Professional Firefighters IAFF Local 1186 445 Nebraska Street
Vallejo, CA 94590

Re: Solano LAFCO Application for Fire Protection Service Contract between the City of Fairfield and the Cordelia Fire Protection District

Dear Mr. Miller:

Letter to Jon Miller
Re: Solano LAFCO Application for Fire Protection Service Contract between the City of Fairfield and the Cordelia Fire Protection District
January 19, 2024

Page 2 ends

existing and proposed service providers of the proposed fire protection contract. Consistent with the government code, this notice also includes a full copy of the proposed contract.

Sincerely,

JOHN STURDEE
Fire Chief

cc: Rich Seithel, Solano LAFCO Executive Officer

Packet Page 408 of 423Attachment 9 Page 2 of 2

FIRE DEPARTMENT

January 19, 2024

Jim Frische
Board Chairman
Cordelia Fire Protection District
2155 Cordelia Road
Fairfield, CA 94534

Re: Solano LAFCO Application for Fire Protection Service Contract between the City of Fairfield and the Cordelia Fire Protection District

Dear Mr. Frische:

Letter to Jim Frische
Re: Solano LAFCO Application for Fire Protection Service Contract between the City of Fairfield and the Cordelia Fire Protection District
January 19, 2024

Page 2 ends

existing and proposed service providers of the proposed fire protection contract. Consistent with the government code, this notice also includes a full copy of the proposed contract.

Sincerely,

JOHN STURDEE
Fire Chief

cc: Rich Seithel, Solano LAFCO Executive Officer

Packet Page 410 of 423Attachment 10 Page 2 of 2

Packet Page 411 of 423Attachment 11 Page 1 of 1

Agenda Item No: 15.

AGENDA REPORT
DATE:February 20, 2024
TO:Mayor and City Council
FROM:David Gassaway, City Manager
SUBJECT:Public Hearing; and
Resolution 202443 of the City Council of the City of Fairfield Annexing Territory (Midway Meadows) to Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance) as Annexation No. 66, Authorizing the Levy of a Special Tax Within the Annexed Territory, and Submitting the Levy of a Special Tax to the Qualified Electors Thereof; and Resolution 202444 of the City Council of the City of Fairfield Declaring the Results of a Special Annexation Election in Territory Annexed to Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance), Determining the Validity of Prior Proceedings, and Directing Recording of Amended Notice of Special Tax Lien for City of Fairfield Community Facilities District No. 20122 (Public Safety Services, Open Space Operation, and Park Maintenance) Annexation No. 66 (Midway Meadows)
RECOMMENDED ACTION
Hold public hearing and adopt resolutions.

STATEMENT OF ISSUE
The conditions of approval for the Midway Meadows development require that the property be annexed to Community Facilities District No. 20122 (CFD 20122 or District). CFD 20122 was formed by the City to provide funding for public safety services, open space operation, and park maintenance. A public hearing must be held on the question of whether to annex the property to CFD 20122. In the absence of a majority protest, the attached resolutions annex the territory to CFD 20122, authorize the levy of a special tax within the annexed territory subject to voter approval, call an election to allow the property owner to cast a ballot on the levy of the special tax, and declare the result of such election.

DISCUSSION
By Resolution No. 2012233, the City Council established CFD 20122, a MelloRoos CFD with the intention that future development within the city would annex to this District. The special taxes collected Packet Page 412 of 423

The property proposed for annexation is owned by Discovery Homes Holdings, LLC (Developer) and is located east of Hamilton Drive and south of Auto Mall Parkway within the boundary of assessor’s parcel numbers (APNs) 0028 172480 and 0028 172 490, as depicted on Exhibit A. The development on the property will be 14 duet style residential units. Development of this property will change the property’s characteristics and manner in which the property will be used, thereby creating a need for more services funded by CFD 20122.

The City contracts with Willdan Financial Services for the preparation of resolutions and the completion of balloting procedures for annexations to existing CFDs. This process is a specialty service that the City has contracted out since 1995, on an individual consultant services basis for each development requiring annexation to a MelloRoos CFD.

The council adopted Resolution No. 202404 on January 16, 2024, to declare its intention to annex the territory to CFD 20122 and set a public hearing for February 20, 2024. Following the public hearing, and in the absence of a majority protest and approval by the property owner, the adoption of the attached resolutions will annex the territory to CFD 20122, call and hold an election of the property owner within the annexed territory, declare the results of the special election, and authorize the levy of the special taxes within the annexed territory, thereby concluding the annexation process.

Once the annexation is complete, the annexed territory will be designated as Annexation No. 66. The property owner of Annexation No. 66 will be required to pay annual special taxes for CFD 20122, beginning in fiscal year (FY) 20242025, as itemized on their property tax bill in accordance with the Rate and Method of Apportionment of Special Tax for CFD 20122.

FINANCIAL IMPACT
The anticipated annual revenue to be received by the City (CFD 20122 Fund 332) for this annexation is estimated to be $9,907.94, which is based on the FY 20232024 maximum special tax rate for multi family residential property. The CFD 20122 maximum special tax rates include an automatic annual consumer price index (CPI) adjustment. The process for the annexation is funded by the Developer and no general fund monies are used for this effort.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
If the council has any questions concerning the required annexation of this development, this item may be rescheduled until the next council meeting to allow staff to provide the necessary background information. However, if the annexation is not approved, the conditions of approval for this development would not be fulfilled and the development process would cease.

STAFF CONTACT
Chris Lewis, Sr. Management Analyst
(707) 4287089
[email protected]
COORDINATED WITH
N/A
Packet Page 413 of 423

Agenda Item No: 15.AGENDA REPORTDATE:February 20, 2024 TO:Mayor and City CouncilFROM:David Gassaway, City ManagerSUBJECT:Public Hearing; and Resolution 202443 of the City Council of the City of Fairfield Annexing Territory(Midway Meadows) to Community Facilities District No. 20122 (Public SafetyServices, Open Space Operation, and Park Maintenance) as Annexation No. 66,Authorizing the Levy of a Special Tax Within the Annexed Territory, and Submitting theLevy of a Special Tax to the Qualified Electors Thereof; and Resolution 202444 of the City Council of the City of Fairfield Declaring the Results of aSpecial Annexation Election in Territory Annexed to Community Facilities District No.20122 (Public Safety Services, Open Space Operation, and Park Maintenance),Determining the Validity of Prior Proceedings, and Directing Recording of AmendedNotice of Special Tax Lien for City of Fairfield Community Facilities District No. 20122(Public Safety Services, Open Space Operation, and Park Maintenance) AnnexationNo. 66 (Midway Meadows)RECOMMENDED ACTIONHold public hearing and adopt resolutions.STATEMENT OF ISSUEThe conditions of approval for the Midway Meadows development require that the property be annexedto Community Facilities District No. 20122 (CFD 20122 or District). CFD 20122 was formed by theCity to provide funding for public safety services, open space operation, and park maintenance. Apublic hearing must be held on the question of whether to annex the property to CFD 20122. In theabsence of a majority protest, the attached resolutions annex the territory to CFD 20122, authorize thelevy of a special tax within the annexed territory subject to voter approval, call an election to allow theproperty owner to cast a ballot on the levy of the special tax, and declare the result of such election.DISCUSSIONBy Resolution No. 2012233, the City Council established CFD 20122, a MelloRoos CFD with theintention that future development within the city would annex to this District. The special taxes collectedfrom the property owners within the District are used to fund public safety services, open spaceoperation, and park maintenance in the Fairfield area.The property proposed for annexation is owned by Discovery Homes Holdings, LLC (Developer) and islocated east of Hamilton Drive and south of Auto Mall Parkway within the boundary of assessor’s parcelnumbers (APNs) 0028 172480 and 0028 172 490, as depicted on Exhibit A. The development on theproperty will be 14 duet style residential units. Development of this property will change the property’scharacteristics and manner in which the property will be used, thereby creating a need for moreservices funded by CFD 20122.The City contracts with Willdan Financial Services for the preparation of resolutions and the completionof balloting procedures for annexations to existing CFDs. This process is a specialty service that theCity has contracted out since 1995, on an individual consultant services basis for each developmentrequiring annexation to a MelloRoos CFD.The council adopted Resolution No. 202404 on January 16, 2024, to declare its intention to annex theterritory to CFD 20122 and set a public hearing for February 20, 2024. Following the public hearing,and in the absence of a majority protest and approval by the property owner, the adoption of theattached resolutions will annex the territory to CFD 20122, call and hold an election of the propertyowner within the annexed territory, declare the results of the special election, and authorize the levy ofthe special taxes within the annexed territory, thereby concluding the annexation process.Once the annexation is complete, the annexed territory will be designated as Annexation No. 66. Theproperty owner of Annexation No. 66 will be required to pay annual special taxes for CFD 20122,beginning in fiscal year (FY) 20242025, as itemized on their property tax bill in accordance with theRate and Method of Apportionment of Special Tax for CFD 20122.FINANCIAL IMPACTThe anticipated annual revenue to be received by the City (CFD 20122 Fund 332) for this annexationis estimated to be $9,907.94, which is based on the FY 20232024 maximum special tax rate for multifamily residential property. The CFD 20122 maximum special tax rates include an automatic annualconsumer price index (CPI) adjustment. The process for the annexation is funded by the Developer andno general fund monies are used for this effort.PUBLIC CONTACT/ADVISORY BODY RECOMMENDATIONN/AALTERNATIVE ACTIONIf the council has any questions concerning the required annexation of this development, this item maybe rescheduled until the next council meeting to allow staff to provide the necessary backgroundinformation. However, if the annexation is not approved, the conditions of approval for this developmentwould not be fulfilled and the development process would cease.STAFF CONTACTChris Lewis, Sr. Management Analyst(707) 428[email protected] WITH N/A
ATTACHMENTS:

Description
Attachment 1: Proposed Resolution Annexing Territory
Attachment 2: Exhibit A Boundary Map
Attachment 2a: Exhibit A Ballot
Attachment 3: Proposed Resolution Declaring Results
Attachment 3a: Exhibit A Declaring Results
REVIEWERS:

Reviewer Action Date
Panganiban, Ryan Approved 2/5/2024 8:58 PM
Kaushal, Paul Approved 2/5/2024 9:13 PM
Dombrowski, Delaney Approved 2/6/2024 11:20 AM
Dombrowski, Delaney Approved 2/6/2024 11:20 AM
Packet Page 414 of 423

CITY OF FAIRFIELD

RESOLUTION NO. 2024-43

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD ANNEXING TERRITORY (MIDWAY MEADOWS) TO COMMUNITY FACILITIES DISTRICT NO. 2012-2 (PUBLIC SAFETY SERVICES, OPEN SPACE OPERATION, AND PARK MAINTENANCE) AS ANNEXATION NO. 6 6,

AUTHORIZING THE LEVY OF A SPECIAL TAX WITHIN THE ANNEXED TERRITORY, AND

SUBMITTING THE LEVY OF A SPECIAL TAX TO THE QUALIFIED ELECTORS THEREOF

WHEREAS, this City Council, on January 16, 2024, adopted Resolution No. 2024-04 (Resolution of Intention) stating its intention to annex certain territory to the City’s existing Community Facilities District No. 2012-2 (Public Safety Services, Open Space Operation, and Park Maintenance) (CFD 2012-2), pursuant to the Mello-Roos Community Facilities Act of 1982, as amended (Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code) (Act); and

WHEREAS, a copy of the Resolution of Intention, incorporating a description and map of the proposed boundaries of the territory to be annexed to CFD 2012-2 (Territory) and stating the facilities and services (Services) to be provided and the rate and method of apportionment of the special tax to be levied within the CFD to pay for the Services (Rate and Method), is on file with the city clerk and the provisions thereof are fully incorporated herein by this reference as if fully set forth herein; and

WHEREAS, the Resolution of Intention set February 20, 2024, as the date of the public hearing on the proposed annexation of the Territory to CFD 2012 -2; and

WHEREAS, notice of the public hearing was published in accordance with the Act; and

WHEREAS, on February 20, 2024, this council held a public hearing as required by the Act and the Resolution of Intention relative to the proposed annexation of territory to CFD 2012-2; and

WHEREAS, at said hearing, interested persons desiring to be heard on all matters pertaining to the annexation of the Territory to CFD 2012-2 and the levy of said special taxes within the Territory were heard and a full and fair hearing was held, evidence was presented to this council regarding the annexation and special taxes, and this council is fully advised as to all matters relating to the annexation of the Territory to CFD 2012-2 and the special taxes; and

WHEREAS, prior to the time fixed for said hearing, written protests had not been filed with the city clerk against the proposed annexation of the Territory to CFD 2012-2 by (i) 50% or more of the registered voters, or six registered voters, whichever is more, residing in CFD 2012 -2, or (ii) or more of the registered voters, or six registered, whichever is more, residing in the Territory, or (iii) owners of one-half or more of the area of land in CFD 2012-2 and not exempt from the Packet Page 415 of 423Attachment 1 Page 1 of 4

RES. NO. 2024-43

Page 2 ends

levy of the special tax, or (iv) owners of one-half or more of the area of land in the Territory and not exempt from the levy of the special tax; and

WHEREAS, the special tax proposed to be levied in the Territory to pay for the cost of the Services, including incidental expenses, has not been precluded by a majority protest pursuant to Section 53324 of the Act; and

WHEREAS, Annexation Map No. 66 to CFD 2012-2 has been filed with the county recorder of the County of Solano, which map shows the Territory to be annexed to the CFD in these proceedings, and a copy thereof is on file with the city clerk.

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

Section 1. The above recitals are true and correct and made a part hereof.

Section 2. All prior proceedings taken by this council, with respect to CFD 2012-2 and the proposed annexation of the Territory thereto, have been duly considered and are hereby determined to be valid and in conformity with the Act.

Section 3. This council determines that the project proposed for th e Territory will intensify the use of the property, creating a need for more Services under CFD 2012-2. The Services, which CFD 2012-2 is authorized to finance, are in addition to those provided in or required for the territory within CFD 2012-2 and will not be replacing services already available.

Section 4. The description and map of the boundaries of the Territory, as described in said Annexation No. 66 to the CFD, on file with the city clerk, are hereby finally approved, are incorporated herein by reference, and shall be included within the boundaries of CFD 2012-2, and said Territory is hereby ordered annexed to CFD 2012-2, subject to voter approval of the levy of the special taxes therein as hereinafter provided.

Section 5. The provisions of the Resolution of Intention, which has heretofore been adopted by this council, are by this reference incorporated herein, as if fully set forth herein.

Section 6. It is the intention of this council that, except where funds are otherwise available to pay for the Services, a special tax, secured by recordation of a continuing lien against all non-exempt real property in the Territory, will be levied annually within the boundaries of the Territory from and after the annexation of the Territory to CFD 2012-2. The special taxes shall be those as originally authorized through the formation of CFD 2012-2 and adopted by ordinance of the legislative body of CFD 2012-2. For particulars, reference is hereby made to the Rate and Method. The special tax is hereby authorized, subject to approval by two-thirds of the votes cast within the Territory, Packet Page 416 of 423Attachment 1 Page 2 of 4

RES. NO. 2024-43

Page 3 ends

commencing with fiscal year (FY) 2024-2025, in accordance with the Rate and Method and procedures of the Act within the boundaries of the Territory to pay for the costs of the Services, including incidental expenses.

Section 7. Pursuant to the provisions of the Act, the proposition of the levy of the special tax within the Territory shall be submitted to the voters within the Territory at an election called therefore as hereinafter provided.

Section 8. This council hereby finds that fewer than 12 persons have been registered to vote within the Territory for each of the 90 days preceding the close of the public hearing heretofore conducted and concluded by this council for the purposes of these annexation proceedings. Accordingly, and pursuant to Section 53326 of the Act, this council finds that for purposes of these proceedings the qualified electors are the landowners within the Territory and that the vote shall be by said landowners, each having one vote for each acre or each portion thereof such landowner owns in the Territory.

Section 9. Pursuant to Section 53326 of the Act, the election shall be conducted by mail ballot, in accordance with the applicable provisions of the California Elections Code governing mail ballot elections of cities, and in particular the provisions of Division 4 (commencing with Section 4000), of that code, insofar as they have not been waived by the unanimous consent of all landowners of the Territory.

Section 10. This council calls a special election to consider the measure described in the ballot referred to in Section 11 below, which election will be held on February 20, 2024, (Election Day) in the office of the city clerk, at City Hall, located at 1000 Webster Street, Fairfield, California.

Section 11. The city clerk will be the election official to conduct the election and has caused to be provided to each landowner in the Territory, a ballot in the form of Exhibit A hereto, which is hereby approved.

Section 12. The city clerk has accepted the ballots of the qualified electors received prior to 6:00 p.m. on Election Day, whether received by mail or by personal delivery.

Section 13. This council hereby finds that the provisions of Section 53326 of the Act requiring a minimum of 90 days to elapse before said election is for the protection of voters, that the voters have waived such requirement and the date for the election hereinabove specified is established accordingly.

Packet Page 417 of 423Attachment 1 Page 3 of 4

RES. NO. 2024-43

Page 4 ends

PASSED AND ADOPTED this 20th day of February 2024, by the following vote:

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

Packet Page 418 of 423Attachment 1 Page 4 of 4

Midway RdHamilton DrANNEXATION MAP NO. 66 (MIDWAY MEADOWS)COMMUNITY FACILITIES DISTRICT NO. 2012-2(PUBLIC SAFETY SERVICES, OPEN SPACE OPERATION, AND PARK MAINTENANCE)CITY OF FAIRFIELDCOUNTY OF SOLANOSTATE OF CALIFORNIA.SiteVicinity MapSiteFILED IN THE OFFICE OF THE CITY CLERK THIS ___________ DAYOF__________, 20____.I HEREBY CERTIFY THAT THE WITHIN MAP SHOWING PROPOSEDBOUNDARIES OF ANNEXATION MAP NO. 66 (MIDWAY MEADOWS) OFCOMMUNITY FACILITIES DISTRICT NO. 2012-2 (PUBLIC SAFETYSERVICES, OPEN SPACE OPERATION, AND PARK MAINTENANCE),CITY OF FAIRFIELD, COUNTY OF SOLANO, STATE OF CALIFORNIA,WAS APPROVED BY THE CITY COUNCIL OF THE CITY OF FAIRFIELDAT A REGULAR MEETING, THEREOF, HELD ON THE ____________ DAYOF ____________, 20___, BY ITS RESOLUTION NO.___________________._______________________________________CITY CLERKCITY OF FAIRFIELDFILED THIS _________________ DAY OF _________________, 20___,AT THE HOUR OF ____________ 0’CLOCK _________,M. IN BOOK__________ PAGE(S) ___________ OF MAPS OF ASSESSMENT ANDCOMMUNITY FACILITIES DISTRICT AND INSTRUMENT NO._________________ IN THE OFFICE OF THE COUNTY RECORDER INTHE COUNTY OF SOLANO, STATE OF CALIFORNIA.GLENN ZOOK, ASSESSOR/RECORDER_______________________________________BY DEPUTYCOUNTY RECORDERCOUNTY OF SOLANOSTATE OF CALIFORNIAREFERENCE IS MADE TO THAT BOUNDARY OF COMMUNITYFACILITIES DISTRICT NO. 2012-2 (PUBLIC SAFETY SERVICES, OPENSPACE OPERATION, AND PARK MAINTENANCE) OF THE CITY OFFAIRFIELD RECORDED WITH THE SOLANO COUNTY RECORDER’SOFFICE ON DECEMBER 28, 2012, IN BOOK 24 OF MAPS OFASSESSMENT AND COMMUNITY FACILITIES DISTRICT ON PAGES 87-100.THE LINES AND DIMENSIONS OF EACH LOT OR PARCEL SHOWN ONTHIS DIAGRAM SHALL BE THOSE LINES AND DIMENSIONS ASSHOWN ON THE SOLANO COUNTY ASSESSOR’S MAPS FOR THOSEPARCELS LISTED.THE SOLANO COUNTY ASSESSOR’S MAP SHALL GOVERN FOR ALLDETAIL CONCERNING THE LINES AND DIMENSIONS OF SUCH LOTSOR PARCELS.SHEET 1 OF 1LegendMap Reference NumberAnnexation 66112Rockville RdAuto Mall PkwyW Texas StBeck AveInterstate 80MAP REFERENCE NUMBERASSESSOR'S PARCEL NUMBER1 0028-172-4802 0028-172-490Cadenasso DrPacket Page 419 of 423Attachment 2 Page 1 of 1

EXHIBIT A

City of Fairfield
Community Facilities District No. 2012-2
(Public Safety Services, Open Space Operation, and Park Maintenance) Annexation No. 66

OFFICIAL BALLOT

SPECIAL TAX ANNEXATION ELECTION

This ballot is for the special landowner election. You must return this ballot in the enclosed envelope to the office of the City Clerk of the City of Fairfield no later than 6:00 p.m. on February 20, 2024, either by mail or in person. The City Clerk’s office is located at City Hall, 1000 Webster Street, 4th Floor, Fairfield, California, 94533.

To vote, mark in the voting square after the word “YES” or after the word “NO”. For a list of acceptable marks, please refer to the back of this ballot.

If you wrongly mark, tear, or deface this ballot, return to the City Clerk of the City of Fairfield and obtain another.

BALLOT MEASURE: Shall the City of Fairfield, by and for its Community Facilities District No. 2012-2 (Public Safety Services, Open Space Operation, and Park Maintenance) (the “CFD”), be authorized to levy special taxes within the territory annexed to the CFD pursuant to and as described in the Resolution of Intention of the City of Fairfield adopted by its Council on January 16, 2024?

YES:

NO:

By executing in the space provided below, you also confirm your waiver of the time limit pertaining to the conduct of the election and any requirement for notice of election and analysis and arguments with respect to the ballot measure, as such waivers are described and permitted by Section 53326 (a) and 53327 (b) of the California Government Code.

Acres Owned Within Territory Annexed:

Number of Votes:

Property Owner:

Property Owner/Authorized Representative Signature: ________________________

Packet Page 420 of 423Attachment 3 Page 1 of 1

CITY OF FAIRFIELD

RESOLUTION NO. 2024-44

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD DECLARING THE RESULTS OF A

SPECIAL ANNEXATION ELECTION IN TERRITORY ANNEXED TO COMMUNITY FACILITIES DISTRICT NO. 2012-2 (PUBLIC SAFETY SERVICES, OPEN SPACE OPERATION, AND PARK

MAINTENANCE), DETERMINING THE VALIDITY OF PRIOR PROCEEDINGS, AND DIRECTING

RECORDING OF AMENDED NOTICE OF SPECIAL TAX LIEN FOR CITY OF FAIRFIELD COMMUNITY FACILITIES DISTRICT NO. 2012-2 (PUBLIC SAFETY SERVICES, OPEN SPACE OPERATION, AND PARK MAINTENANCE) ANNEXATION NO. 66 (MIDWAY MEADOWS)

WHEREAS, in proceedings heretofore conducted by this City Council pursuant to the Mello-Roos Community Facilities Act of 1982, as amended (Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code) (Act), this council has heretofore adopted a resolution calling a special election of the qualified landowner electors in the territory of land annexed to Community Facilities District No. 2012-2 (Public Safety Services, Open Space Operation, and Park Maintenance) (CFD 2012-2); and

WHEREAS, pursuant to the terms of the resolution, which is hereby incorporated herein by this reference, the special election has been held and the city clerk has filed a Canvass and Statement of Results of Election (Canvass), a copy of which is attached hereto as Exhibit A; and

WHEREAS, this council has reviewed the Canvass and hereby approves it.

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

Section 1. The above recitals are true and correct and made a part hereof.

Section 2. The issue presented at the special election was the levy of a special tax within the territory annexed to CFD 2012-2, to be levied in accordance with the Rate and Method of Apportionment heretofore approved by this council as described in Resolution No. 2024-43, a “Resolution of the City Council of the City of Fairfield Annexing Territory (Midway Meadows) to Community Facilities District No. 2012-2 (Public Safety Services, Open Space Operation, and Park Maintenance) as Annexation No. 66, Authorizing the Levy of a Special Tax Within the Annexed Territory, and Submitting the Levy of a Special Tax to the Qualified Electors Thereof,” adopted February 20, 2024.

Section 3. Pursuant to the Canvass on file with the city clerk, the issue presented at the special election was approved by the landowners of the territory annexed to CFD 2012-2 by more than two- thirds of the landowners voting at the special election.

Section 4. Pursuant to the voter approval, this council may levy special taxes within the territory annexed to CFD 2012-2 pursuant to Resolution No. 2024-43, adopted February 20, 2024, as heretofore provided in these proceedings.

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RES. NO. 2024-44

Page 2 ends

Section 5. All prior proceedings taken by this council with respect to CFD 2012-2 and the annexation of the territory thereto, have been duly considered and are hereby determined to be valid and in conformity with the Act.

Section 6. Within 15 days of the date hereof, the city clerk shall execute and cause to be recorded in the office of the county recorder of the County of Solano, an amendment to the Notice of Special Tax Lien as required by Section 3117.5 of the California Streets and Highway Code.

PASSED AND ADOPTED this 20th day of February 2024, by the following vote:

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

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Exhibit A
City of Fairfield
Community Facilities District No. 2012-2
(Public Safety Services, Open Space Operation, and Park Maintenance) Annexation No. 66

CANVASS AND STATEMENT OF RESULTS OF ELECTION

I hereby certify that on this date, I canvassed the returns of the election held on February 20, 2024, in the territory annexed to Community Facilities District No. 2012-2 (Public Safety Services, Open Space Operation, and Park Maintenance) of the City of Fairfield which election is designed as the Special Tax Annexation Election, and the cast for and against the measure are as follows and the total as shown for and against the measure are full, true and correct:

City of Fairfield Community Facilities District
No. 2012-2 (Public Safety Services, Open
Space Operation, and Park Maintenance)
Qualified
Landowner
Votes Votes Cast YES NO
Annexation No. 66 Special Tax Annexation
Election, February 20, 2024 2

BALLOT MEASURE: Shall the City of Fairfield, by and for its Community Facilities District No. 2012-2 (Public Safety Services, Open Space Operation, and Park Maintenance) (the “CFD”) be authorized to levy special taxes within the territory annexed to the CFD pursuant to and as described in the Resolution of Intention of the City of Fairfield adopted by its Council on January 16, 2024?

IN WITNESS WHEREOF, I HAVE HEREUNTO SET MY HAND THIS 20TH DAY OF FEBRUARY, 2024.

CITY OF FAIRFIELD

By:________________________
City Clerk

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Fairfield City CouncilFebruary 20, 2024

Fairfield City Council
February 20, 2024