Fairfield City Council
February 18, 2025

CITY OF FAIRFIELD

SPECIAL MEETING

CITY COUNCIL RETREAT

FRIDAY, JANUARY 24, 2025; 5:00 PM

POLICE TRAINING FACILITY
1717 REX CLIFT LANE, FAIRFIELD, CA 94533

MINUTES

CALL TO ORDER

Mayor Cat Moy called the meeting to order at 5:00 p.m. City Attorney and Acting City Clerk David Lim called roll.

Present in person were Councilmembers Doug Carr, Doriss Panduro, Manveer Sandhu, S cott Tonnesen, K. Patrice Williams, Vice-Mayor Pam Bertani, and Mayor Cat Moy.

PUBLIC COMMENTS

No persons wished to speak in person at public comment.

CONSENT CALENDAR

D.1 Resolution 2025-16 CM Mayor’s Appointments and Recommendations 2025

Motion to approve consent calendar made by Councilmember Carr, second by Mayor Moy. Motion approved 7-0.

PRESENTATIONS

E.1 Group Exercise I with Consultant Janette Williams

Icebreaker by Ms. Janette Williams.

E.2 City Council Goals Update Presented by City Manager David Gassaway

Presentation and discussion with City Council, City staff, and members of the public facilitated by Mr.

Gassaway. Direction for future work provided to City staff.

E.3 Transparency Update Presented by Assistant City Manager & Director of IT Savita Chaudhary

Presentation and discussion with City Council, City staff, and members of the public facilitated by Ms.

Chaudhary. Direction for future work provided to City staff.

E.4 Financial Update Presented by Director of Finance John Furtado

Presentation and discussion with City Council, City staff, and members of the public facilitated by Mr.

Furtado. Direction for future work provided to City staff.

E.5 Homelessness Update Presented by Homeless Services Manager Samantha Burrows & Police Chief Dan Marshall

Presentation and discussion with City Council, City staff, and members of the public facilitated by Ms.

Burrows and Chief Marshall. Small group sessions with City Council, City staff, and members of the public facilitated by Ms. Janette Williams. Matter continued to Saturday, January 25, 2025.

ADJOURN

Meeting adjourned at 8:00 p.m.

______________________________
City Attorney
________________________________
Mayor

City Council
Goals Update
David Gassaway
2025 City Council Retreat
January 24, 2025
1 Continuous Improvement Cycle
2 City Council Retreat - January 2025
Council Goals & Priority Setting
3 City Council Retreat - January 2025
Mission, Vision, Values
Mission: To foster a sense of pride in the community, improve the lives of our residents and deliver dependable essential services through integrity, professionalism, and fiscal responsibility
Vision: Fairfield is a vibrant, safe, clean, affordable, and diverse community with robust commerce and thriving businesses.

Values:
4 Communication Diversity
Inclusion Innovation
Transparency
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Current Council Goals
5 City Council Retreat - January 2025
Progress on Current Goals
6 Complete
50%
On Target
35%
Near Target
2%
Below Target
1%
Future Data
7%
No Data…
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Questions?
7City Council Retreat - January 2025
Financial Update
John Furtado, Director of Finance
8City Council Retreat - January 2025
Overview
9 Where we ended
Forecast
Direction on budget development
Timeline
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10 Budget Quote
FY 2023-24 Review & FY 25 Projection
11 City Council Retreat - January 2025
Key Assumptions
12 COLA’s
• 2026: 0%
• 2027+: 2%
UAL
• CalPERS
forecast
model
• 6.8% Return
• 2.75%
Personnel
Growth
Property Tax
• 4.5%-5.0%
Growth
Sales Tax
• 3% Growth
Mid Year
Adjustments
• Personnel
Changes
• Animal
Services
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(75)
(25)
25 75
125
175
FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
Revenue One-Time Expenses Original Projected Fund Balance Projected Fund Balance Forecast
13City Council Retreat - January 2025
Not Alone
14 What has already been done
15 Up to 5% Department Cuts
• Frozen Positions (24.5 currently
frozen)
• 13 Police Department – 4
officers
• 11.5 Other Depts
• Streets
• Other
Fee Study
• $800k Citywide
Business License
• Modernization
• $800k - $1.2M
TOT
• 2% Increase
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Forecast Risks
16 WORKERS COMP GENERAL

LIABILITY

CALPERS

PERFORMANCE

ELECTRIFICATION MOU

AGREEMENTS
Budget Strategy Options for Consideration
17 • Use one-time balancing strategies
Focus on future revenue increases
Focus on future expense reductions
Hybrid
• Balanced Budget
• Significant cuts to services
Austerity
Only
Increase other fees
• Focus on sales tax measure
• Explore User Utility Tax Increase
Revenue
Only
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Timeline / Next Steps
Council/SLT Retreats
Department Proposals Due – 3/20/2025
March SLT Budget Workshop – 3/25/2025
April Study Session
Incorporate Council Feedback
May Study Session – If Needed
June Public Hearing –Budget Adoption 18City Council Retreat - January 2025 Questions?
19City Council Retreat - January 2025
Homelessness Update
Samantha Burrows, Homeless Services Manager
25City Council Retreat - January 2025
Update on Council Goals FY24-25

1. Develop Street Outreach
• CANB-ACCESS Program
• Contract started 1/1/2025
• Staff hired and training
• ETA early February to launch
• Roundtable 1/29/2025
26 City Council Retreat - January 2025
Update on Council Goals FY24-25

2. Convert Shelter Solano into Navigation Center
• Rebranded Beck Ave Navigation Center (BANC)
• Capital Improvement projects
• Kitchen remodel completed
• Wellness Center & Training Kitchen completed
• Welcome Center
•What is still needed to get to full
capacity?
• Additional ongoing Operational funds
27City Council Retreat - January 2025
Update on Council Goals FY24-25
28 Training
Kitchen
City Council Retreat - January 2025
Update on Council Goals FY24-25
29 Wellness
Center
City Council Retreat - January 2025
Update on Council Goals FY24-25

3. Increase Shelter beds
• Currently funding operations for:
• Mission Samoa (5 beds)
• BANC (10 beds)
• CANB (18-23 beds)
• New: BayNorth Winter Shelter (10 beds)
• Pallet 2.0 cancelled
30City Council Retreat - January 2025
Update on Council Goals FY24-25

4. CAPSolano Staffing
• MOU-7/1/24
• Positions approved by BOS-12/10/24
• Hiring status:
• Executive Director recruitment- 1/2/25
• Project/Grants Manager started- 1/7/25
• Homeless Coordinator/Administrative Support
31 City Council Retreat - January 2025
Other Initiatives…
• Homeless Emergency Shelter Bridge Assistance
Program (HESBA)
• United Way’s Emergency Food and Shelter Program (EFSP) • 35 individuals (15 households) with a 100% success rate • Upcoming Grants for additional
funding
• Community Correction Partnership
• Emergency Solutions Grant
• EFSP
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Other Initiatives…
• CAP Solano
• Staffing Support
• Administrative Support
• Oversight & Administration of grants to providers
• JPA- Technical Advisory Committee
• Housing First Solano (COC) Board Officer
• Governance
• Solano Racial Equity Action Lab (REAL) Core Team
33City Council Retreat - January 2025
Other Initiatives…
•Homeless Roundtables
•H.O.P .E. Events
•Unhoused Persons Memorial
•Data Mapping
34City Council Retreat - January 2025
Data Mapping…
Solano County’s Homeless Management Information
Systems (HMIS) migrated to Clarity:

Launched 2/16/24
35 City Council Retreat - January 2025
Data Mapping…
Prevention, Diversion, and Resolving:
• # of residents who moved into stable housing
• # of residents who gained employment and
obtained housing
• # of residents who moved into affordable
housing units
• # of residents who reunited with family
Responding to Homelessness:
• # of residents sheltered
• Average length of stay in Emergency Shelter
• Bed availability
• Calls taken/resource information provided by
HSD
Responding to the Community:
• # of Fire department calls, including fire, public
safety and medical assistance
• # of service requests reported through the
MyFairfieldCA app
• # of clean ups and amounts of debris removed
from encampments
Notable City Initiatives:
• Homeless Roundtable Quarterly Events
• HOPE Event
• Unhoused Memorial
• Safe Parking Ordinance
• United Way Grant
36City Council Retreat - January 2025
Data Mapping…
37 City Council Retreat - January 2025
Data Mapping…Results from Investments: Year-Round Emergency Shelters
Total Sheltered, Length of Stays and income outcomes

BANC CANB
Mission
Samoa
Pallet
Overall
(programs
combined)
FY Served (Total # of those sheltered in program) 197 58 12 267 FY Served from City of Fairfield (total # of those sheltered from Fairfield) 84 58 11 153 Average Length of Stay/Average # of Days for all those sheltered 121 135 67 108 Average Length of Stay/Average # of Days for all those sheltered with a positive housing outcome 133 230 10 124
Occupancy Rate (%) 100% 100% 100% 100%
Average # people served per day 75 25 5 105
Average # people served per day from City of Fairfield 28 25 5 58 % of those who increased Income (between entry and exit) 9% 100% 0% 36% % of those who increased Income (between entry and exit) and exited into permanent housing 33% 100% 0% 44%
% of those who increased Income (between entry and exit) from City of Fairfield 7% 100% 0% 36% % of those who increased Income (between entry and exit) who were enrolled in site-based employment services 0% N/A 0% 0%
% of those who enrolled in non-cash benefits (between entry and exit) 2% 100% 0% 34%38City Council Retreat - January 2025 Data Mapping…Results from Investments: Year-Round Emergency Shelters
Exit Destination- % of those who exited to the following destinations:

BANC CANB
Mission
Samoa
Pallet
Overall
(programs
combined)
Permanent Housing 17% 80% 29% 42%
Temporary Housing (transitional housing, placement with friends/family for a temporary basis) 19% 20% 0% 13%
Institution Setting (hospitalization, incarceration, substance treatment facility) 12% 0% 0% 4% Homeless Situation (another shelter, place not meant to habitation) 27% 0% 14% 14% Deceased 1% 0% 0% 0%
Unknown 24% 0% 57% 27%
Positive Housing Outcome 36% 100% 29% 55%
Other Outcome 64% 0% 71% 45%
39City Council Retreat - January 2025
Data Mapping…Results from Investments: Year-Round Emergency Shelters
City of Fairfield Residents Exit Destinations - % of those who exited to the following destinations:

BANC CANB
Mission
Samoa
Pallet
Overall
(programs
combined)
Permanent Housing 17% 80% 29% 42%
Temporary Housing (transitional housing, placement with friends/family for a temporary
basis) 19% 20% 0% 13%
Institution Setting (hospitalization, incarceration, substance treatment facility) 10% 0% 0% 3% Homeless Situation (another shelter, place not meant to habitation) 28% 0% 14% 14% Deceased 0% 0% 0% 0%
Unknown 26% 0% 57% 28%
Positive Housing Outcome 36% 100% 29% 55%
Other Outcome 64% 0% 71% 45%
40City Council Retreat - January 2025
Data Mapping…Results from Investments: Year-Round
Emergency Shelters
Costs per outcome

BANC CANB
Mission
Samoa
Pallet
Overall (total
programs
combined)
Avg Across
Programs
Est cost per bed $95.00 $31.61 $54.79 $181.40 $60.47
Est cost per person for successful outcomes (avg successful length of stay x cost per night) $12,635.00 $7,270.30 $547.90 $20,453.20 $6,817.73 Avg cost per stay all outcomes (avg length of time x cost per night) $11,495.00 $4,267.35 $3,670.93 $19,433.28 $6,477.76 41City Council Retreat - January 2025
Data Mapping…Results from Investments: Winter Emergency Shelter
Total Sheltered and Outcomes
Nov Dec Total
# of unduplicated participants sheltered this month 27 17 N/A Unduplicated participants served to Date (Unduplicated total # of those sheltered in entire length of program 27 44 71
Total Number of Beds Used this Month 178 262 440
Occupancy Rate (%) for month 59% 85% 72%
Average # people served per day 6 8 7
# of successful placements into longer term placement (emergency shelter, housing, etc.) 1 0 1 # of those linked to resources to increase income (job placement, cash benefits) 0 0 0 If successfully placed in longer term solutions- # of those who moved into the following destinations:

Nov Dec Total
Permanent Housing 1 0 1
Temporary Housing (transitional housing, placement with friends/family for a temporary basis) 0 0 0
Institution Setting (hospitalization, incarceration, substance treatment facility) 0 0 0 Total (should be the same as # successful placements above) 1 0 142City Council Retreat - January 2025 Data Mapping…Results from Investments:

Winter Emergency Shelter
Costs per outcome
BayNorth
Est cost per bed night (occupied or not) $100.00
Est actual cost per bed night-occupied (monthly cost divided by occupied beds) $136.36 43City Council Retreat - January 2025
Data Mapping…Results from Investments: Street Outreach
Numbers assisted
Feb
# of unduplicated (new to the contract period) participants engaged with this month (all) # of (duplicated) participants engagements this month (all) # of unduplicated (new to the contract period) participants engaged with this month (light touch) # of (duplicated) participants engagements this month (light touch) # of unduplicated (new to the contract period) participants assisted with intensive case management services this month
# of (duplicated) intensive case management contacts/services this month # of those provided with transportation assistance this month # of coordinated entry assessments completed
# of those exited from the streets (to any situation- break down further down in report) 44City Council Retreat - January 2025
Data Mapping…Results from Investments: Street Outreach
Income, benefits, and housing readiness outcomes
Feb
# assisted with housing document readiness
# of those who increased income
# of those who enrolled in non-cash benefits
# of those who enrolled in Medical/Medicaid/other health insurance # of those connected to health services
# of those connected to behavioral health services
# of those connected to substance use treatment or use reduction services 45City Council Retreat - January 2025
Data Mapping…Results from Investments: Street Outreach
Exits from unsheltered:

Feb
Emergency Shelter
Permanent Housing
Temporary Housing (transitional housing, placement with friends/family for a temporary basis) Institution Setting (hospitalization, incarceration, substance treatment facility) Deceased
Total: 0
46City Council Retreat - January 2025
Data Mapping…Results from Investments:

Street Outreach
Monthly narrative:
• Success stories
• Gaps in community?
End of year narrative:
• Impact of City of Fairfield funding?
• Challenges in providing funded services & how were they overcome?
47City Council Retreat - January 2025
Data Mapping…
48 City Council Retreat - January 2025
Data Mapping…
49 City Council Retreat - January 2025
Gaps and Recommendations…
• Emergency Shelter Capacities
• One-time funding ends June 2026
• Funding sources decreasing for temporary services
• Shelters not operating at full capacity
• Gaps- families, couples, seniors
• Options
• Look at ways to eliminate other city programs fund more capacity? • Beck Avenue Shelter
• Transition to centralized oversight (CAPSolano)/change funding structure/centralized placements
• City’s lease with property owner
• Deadline to be at full occupancy/status of operational funds • City Sponsored Safe Parking Location
• Cars only? RVS?
50City Council Retreat - January 2025
Unhoused in Fairfield
Pre and Post Grants Pass
Dan Marshall, Police Chief
51City Council Retreat - January 2025
Citations and Arrests
52City Council Retreat - January 2025
Activity Involving Unhoused
53City Council Retreat - January 2025
Camps and Connections
54City Council Retreat - January 2025
Recommendations for Success
• 12.804 Violations.
• The first violation of this Article shall be an infraction punishable by a fine not exceeding $100. The second and each subsequent violation of this Article within a one-year period, may be prosecuted as a misdemeanor, punishable by a fine not exceeding $1000 or by imprisonment in the county jail not to exceed six months, or by both such fine and imprisonment. (Ord. 2001-05, § 6.)
• Recommended change:
• Any violation of this Article may be an infraction punishable by a fine, or as a misdemeanor, punishable by a fine not exceeding $1000 or by imprisonment in the county jail not to exceed six months, or by both such fine and imprisonment.
55City Council Retreat - January 2025
Proposition 36
• Proposition 36 allows people who possess illegal drugs to be charged with a “treatment-mandated felony,” instead of a misdemeanor, in some cases
• Specifically, this applies to people who (1) possess certain drugs (such as fentanyl, heroin, cocaine, or methamphetamine) and (2) have two or more past convictions for some drug crimes (such as possessing or selling drugs).
56City Council Retreat - January 2025
Private Property Clean-ups
• 9.040 Authorization of Collection Agreement by City Council • Currently only allows for Republic Services without a specific contract with the City Council
• Amend this ordinance to allow for private businesses or organizations to use hauling companies to assist with blight caused by unhoused citizens. • Create a start up fund to assist some organizations with this such as N. Texas Street Business Association or the Fairfield Suisun Chamber of Commerce, Etc 57City Council Retreat - January 2025
Options for Consideration…
• Add additional officers and a sergeant to the Homeless Intervention Team as budget allows
• Current team went from 8 officers to 2 officers due to budget deficit $$$$ • Regular clean-up of city owned properties and trash collection $$$$ • Adjust the two above ordinances (12.804 and 9.040) to better assist services and blight • Work with business associations on regular clean-up and security patrols of properties
• Emphasis on street-level drug enforcement through ordinance change utilizing Proposition 36 charging
• Create an ordinance with language stating persons provided with a camp clean-up notice are not required to be re-noticed for a period of 12 months • Directed Patrol on Wednesdays targeting urban blight and homeless encampments 58City Council Retreat - January 2025
Options for Consideration…
• Emergency shelters capacities/utilizations
• Increasing/ongoing funds for operations
• Beck Avenue Shelter
• Centralization/change funding structure/lease
• Capacity deadline/status of operational funds
• City Sponsored Safe Parking Location
• Cars only? RVS?
59City Council Retreat - January 2025
Questions?
60City Council Retreat - January 2025
DAY 2
61City Council Retreat - January 2025
North Texas Street Options
Dave Zellers, Director of Community & Economic Development City Council Retreat - January 2025 62
Agenda
• Status and History
• Options for Consideration
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Status and History
• Previous Work and Discussions
• Stakeholder Feedback
• Staff Feedback
• Ongoing Work/General Plan Implementation
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North Texas St Options for Consideration (1/2)
Option Actions
Clean-Up Efforts • Large Junk & Debris Removal
• Portering Service Proof of Concept
General Repairs and ImprovementsGrants • Grants to property owners and businesses for labor, materials, design expenses
• Match requirement could be scaled based on size of grant request and/or project type
• Reimbursement grant program – expenses must be incurred and/or project completed before funds are released
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North Texas St Options for Consideration (2/2)
Option Actions
Enhanced Enforcement • Fund a limited-term code enforcement position to focus on North Texas Street, addressing issues already provided for in existing regulations but currently unenforced.
• Conduct site analysis studies to identify issues affecting North Texas Street and assess whether changes are needed in the Zoning and Sign Ordinances or if enforcement of existing regulations is sufficient.

Land Use Regulations • Revise the definition of “Market, Convenience” to allow limited tobacco sales as an ancillary use, while eliminating the "Tobacco Sales and Smoke Shops" land use category. This change would prevent new smoke shops and restrict tobacco sales to
convenience markets under specific conditions.

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Questions?
67City Council Retreat - January 2025
Code Enforcement for
Rental Housing
Dan Marshall, Police Chief
68City Council Retreat - January 2025
What is the Goal of the Program?
Support Our Fairfield Community
and
Community Safety
69 City Council Retreat - January 2025
Neighboring
Cities of Similar
Size with a
Similar Program
• Rancho Cordova
• Citrus Heights
• Concord
• Pittsburg
• Richmond
• Berkeley
• Hayward
• San Rafael
• Novato
• Modesto
• Stockton
70City Council Retreat - January 2025
How Many Rental Units are in Fairfield?
Owner-Occupied Dwellings 23,488 56.5%
Renter-Occupied Dwellings 16,192 39%
Unoccupied Dwellings 1,876 4.5%
Total Dwellings 41,556
Source: City of Fairfield Economic Development Webpage - Applied Geographic Solutions, 2024 71 Housing Units Occupied
Owner-Occupied Dwellings
Renter-Occupied Dwellings
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How Old are Our Rental Units?
72 Total Units 16,192
Built prior to 1980 5,343 33%
Built 1980 to 1999 5,991 37%
Built 2000 to 2024 4,858 30%
Source: Solano County, Office of the Assessor
5343,
33%
5991,
37%
4858,
30%

HOUSING UNIT AGE
Built prior to 1980
1980 to 1999
2000 to 2024
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The Core of Fairfield is Over 45 Years Old
73 City Council Retreat - January 2025
• Fewer units get built each year leading us to rely on our aged rental housing.
• This program keeps our community protected and cared
for by ensuring the rental units are maintained and
updated.
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The Most Common Violations are:
75 • Un-permitted construction or installations
• Missing or non-functional smoke detection devices
• Faulty mechanical appliances
• Faulty weather protection
• Faulty plumbing
• Junk and debris
• Mold and mildew damage
• General deferred maintenance
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Only Half of the Rental Properties are Locally Owned
76 City Council Retreat - January 2025
Business Licensing
Rental properties with
4+ units are required
to have a Business
License.
77 What does this mean?

• Rental property businesses are out of
compliance
• The City of Fairfield is losing revenue
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Rental Housing Safety Program Cost and Fee Analysis
78 *Start-Up Costs: Vehicles & Equipment (Not Incl In Total): $311,936 City Council Retreat - January 2025
Fee Schedule Survey
79 City Council Retreat - January 2025
How are Properties Selected for the Program?
The City of Fairfield will obtain ownership information from the County Assessor's Office that identifies properties in two categories:
• Records list with a mailing address different from the property address
• Records that list the property as not claiming the Homeowner’s Exemption

Updating the list of properties will be an on-going process.

All qualifying properties will be sent an annual invoice. It is up to the property owner to respond with a qualified exemption to opt-out. 80City Council Retreat - January 2025
How Can Properties Opt-Out?
Single-family homes and condos may qualify for an annual exemption, if:
• A child or others live in the home.
• They do not pay rent for the use of the home.
• Expenses related to the home (insurance, maintenance repairs, utilities, etc.) are not being claimed on your personal income taxes.

Properties with two (2) or more units are not eligible for an exemption unless each unit is occupied by an owner as listed on the property title with the Solano County Assessor's Office.

Exemptions are on an annual basis and will need to be submitted each year that the exemption applies. 81City Council Retreat - January 2025
Requesting an Inspection is Easy
If you are a tenant living in substandard conditions or a property owner is wishing to conduct an inspection, please contact us:
• Use My FairfieldCA, or
• Call (707) 428-7587, or
• Email [email protected]
82 City Council Retreat - January 2025
For Property Owners, Participating is Easy
Landlords may pay their fees in the following ways:
• ONLINE: Please visit www.CitationProcessingCenter.com, click on the ‘Pay Invoice’ box and type in the complete INVOICE NUMBER from your bill (including letters and dashes).
• BY PHONE: 800-969-6158
• BY MAIL: You can pay with a check or money order by mail to City of Fairfield, C/O Citation Processing Center, PO Box 7275, Newport Beach, CA 92658-7275. Please be sure to write the invoice number on your check and include the remittance tag from your invoice.
• PLEASE NOTE: Payments will not be accepted in-person at our Revenue department, kiosks, or City Hall drop box.
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Benefits of the Program
• Community safety
• Creates a cleaner Fairfield
• Reduced Code Enforcement calls for service
• Expanding the program (Hotels, Motels, Short-term Rentals) 84 City Council Retreat - January 2025
Options for Consideration
• Direction to start the program
• Ordinance and resolution
• Fee study
• Recruit staff
• Hold off for a time in the future
• Decide against starting the program
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Questions?
86City Council Retreat - January 2025
Landscaping and Lighting
Maintenance Districts
(LLMDs)
Sanjay Mishra, Director of Public Works
87City Council Retreat - January 2025
Future Proposition 218 Balloting
LLMDs Not Balloted in 2023
• No. 16 - Creekside at Cordelia (anticipated deficit FY 27-28) • No. 17 - Chadbourne-Beck-Cordelia (anticipated deficit FY 29-30) LLMDs Balloted in 2023
• No. 3 - Waterman Highlands
• No. 5 - Smith Ranch
• No. 6 - Peppertree
• No. 7 - Rolling Hills
• No. 8 - Kolob Estates
• No. 12 - Downtown Business District
• No. 13 - North Cordelia
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Proposition 218 Costs
89City Council Retreat - January 2025
*Does Not Include Staff Cost: To complete the Prop 218 process for all 8 LLMDs will require a full-time 1 FTE+.

Estimated costs
$50,000 per district x 8 = $400,000* Note: LLMD No. 17 does not require a loan or subsidy
Options for Consideration
Staff requests Council’s direction regarding the seven LLMDs that were not approved during the 2023 balloting process.

Please identify:
a. Which LLMDs Council desires to conduct a second Proposition 218 balloting process?
b. What funding source to be used for Proposition 218 efforts? c. Which fiscal year Council desires the new assessment rates to commence?
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Questions?
91City Council Retreat - January 2025
Parks, Recreation, Open
Space Master Plan Update
Kristina Kaunzinger, Director of Parks & Recreation
92City Council Retreat - January 2025
PROSMP
93 City Council Adopted
December 17, 2024
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PROSMP - PURPOSE
94 IMPROVE
EXPAND

REPURPOSE

PRIORITIZE

MAINTAIN
STAFF
FUND
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PROSMP – The Steps Taken
95City Council Retreat - January 2025
15-Year Implementation Plan Starts Now
96City Council Retreat - January 2025
PROSMP – NEXT STEPS
97 IMPLEMENTATION PLAN: 2025 THRU 2026
• Identify Opportunities: Improvement/Expansion/Repurposing • Review/Update Allan Witt Park Master Plan
• Review/Update Current 5-year CIP (reprioritize?)
• Respond to Findings Relating to Octo Inn
• Conduct Program Cost Analysis/Set Recovery Cost Standards • Initiate Fee Study - AB1600 Impact Fee
• Identify New Funding Source(s)
• Develop P&R Dept. Strategic Plan (Recreation Programming) City Council Retreat - January 2025
PROSMP – Establish/Adopt Cost Recovery Plan
98 City Council Retreat - January 2025
PROSMP – Create/Adopt Policy (New Development)
99City Council Retreat - January 2025
New Funding Sources
100
New Partnerships
Sponsorships
Grants
Revenue Enhancement
Capital Campaign
Redirect Current Allocation
(new priorities)
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PROSMP – OCTO INN (Soccer Field Relocation)
101
OPTIONS:

Develop Complex at Sewer District Property
Reprioritize Improvements for Matt Garcia
Explore Alternate Locations
Solano Community College
Private Property
Partner with Other Local Communities

Restore Octo Inn –
Neighborhood Park/Open SpaceCity Council Retreat - January 2025 Questions?
102City Council Retreat - January 2025
Go4Fairfield
Economic Development Workplan
Dave Zellers, Director of Community & Economic Development Agenda
• Go4Fairfield Economic Development Workplan Overview
• Options for Consideration
Go4Fairfield
• The Why and What of it All...
• Why a workplan and why now?
• What are the fundamentals of this workplan?
• What are the resources behind implementing this workplan? • What are the opportunities and challenges of implementing, living with, and going beyond the workplan?
• What does this workplan mean in 5 years? In 10 years? Go4Fairfield
• Primary Workplan Elements – Building the "bedrock"
• Business Engagement, Retention, and Attraction Activities • Messaging and Marketing – Telling Our Story
• Measurement and Reporting
Go4Fairfield
• Proposed Activities
• Partners and Sector-Specific Meetings
• Business Engagement and Communications
• Retention
• Growth
• FAM Tours & Bring the World to Fairfield
• Business Park Days
Options for Consideration
• Which proposed activities resonate most with Council? • Are there proposed activities that Council would deemphasize? • Are there activities not proposed that Council would like staff to develop and/or integrate into the workplan?
Questions?
109City Council Retreat - January 2025
2023-2025OCT - DEC 2024 Update
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An overview of the City Council goals and priorities designed to guide City government operations within the two-year fiscal cycle.

Housing
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Provide housing diversity affordable
and accessible to all.

Community Engagement
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Increase diversity of opportunity to
engage Fairfield community.

Organizational Excellence
Organizational
Excellence
Become a leader in local
government best practices.

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Homelessness
Reduce homelessness and the
impacts of homelessness.

Downtown Development
Downtown Development
Create an economically vibrant and safe
downtown with equal access to all.

Quality of Life
Quality of Life
Elevate Fairfield as the place
to live, work, and play.

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UNDERSTANDING THE CITY OF FAIRFIELD CITY COUNCIL

GOALS AND PRIORITIES DOCUMENT
The City of Fairfield’s Council Goal s and Priorities Plan is a formal document adopted by the City Council that translates vision and goals into an actionable strategy that gu ides the organization’s focus, work, and resource alignment. It is a collabora tive effort that is led by the City Council’s vision and leadership, in fluenced by resident feedback obtained from the Community Survey, reflective of staf f contributions, and appropriately aligned with other significant initiatives.

Tactics
Strategies
Objectives
Goals
Mission
Vision
What is the future
for Fairfield we
seek to create?
Why do we exist?
Critical Issues to Deliver on
Vision & Mission
Focused priorities to tackle
within the plan timeline
Short- or Long-term Initiatives
to Deliver on Objectives
Action Steps to be Taken; by whom, by when,
resources needed, and success measures
Staff Driven
Council Driven

MISSION VISION VALUES
Mission
To foster a sense of pride in the community, improve the lives of our residents and deliver dependable esse ntial services through integrity, professionalism, and fiscal responsibility.

Vision
Fairfield is a vibrant, safe, clean, affordable, and diverse community with robust commerce and thriving businesses.

Values
Mission
VisionValues
Communication
Diversity
Inclusion
Innovation
Transparency

CITY COUNCIL GOALS AND PRIORITIES
The council goals and priorities are distributed across 22 objectives, facilitating the translation of strate gic priorities into operational and performance-based goals that are clear, focused, and measurable.

This is not a linear map in which each strategic pr iority is performed in sequence. Rather, each area is equally important and conducted simultaneously.

Homelessness
Goal Statement: Reduce homelessness and the impacts of
homelessness.

Objectives:

HM 1 - Develop Street Outreach
HM 2 - Convert Shelter Solano to Navigation Center
HM 3 - Increase number of shelter beds
Quality of Life
Goal Statement: Elevate Fairfield as the place to live, work, and play.

Objectives:

QL 1 - General Plan
QL 2 - Public Safety
QL 3 - Infrastructure and Beautification
QL 4 - Programs and Services
QL 5 - Economic Development
Downtown Development
Goal Statement: Create an economically vibrant and safe downtown with equal access to all.

Objectives:

DD 1 - Increase Residential Housing
DD 2 - Improve Infrastructure
DD 3 - Commercial Development
DD 4 - Placemaking and Activation
Housing
Goal Statement: Provide housing diversity affordable and accessible to all.

Objectives:

HS 1 - Increase Revenue
HS 2 - Initiatives to Reduce Housing Barriers
HS 3 - Develop Mixed Income & Affordable Housing
Organizational Excellence
Goal Statement: Become a Leader in Local Government Best Practices Objectives:

OE 1 - Retain, Recruit, and Develop an Empowered, Engaged, and Diverse Workforce
OE 2 - Develop Strong and Effective Systems and Processes OE 3 - Enhance the Customer Experience
OE 4 - Ensure Fiscal Sustainability
Community Engagement
Goal Statement: Increase Diversity of Opportunity to Engage Fairfield Community
Objectives:

CE 1 - Increase Outreach
CE 2 - Events
CE 3 - Intentional Campaign

IMPLEMENTATION
The timeline for implementation wi ll vary based on many factors, including the complexity of the objective, partner and community input, workforce capacity, budget av ailability, and coordination with City partners. Regular reviews of the implementation plans will ascertain their effectiveness in achiev ing the milestones outlines in the objectives and strategies.

The City's Council Goals Performance Dashboard is designed to:
x Share the progress toward realizing the City Council’s goals with the Community.
x Assist City management and Council in making data-driven decisions on key priority areas.
x Enhance government accountability and transparency.

City Council Goals and Priorities Development Process

CONTINUOUS IMPROVEMENT CYCLE
02 01
03 04
05 06
07 Initial Budget Preparation
December – March
Departments Prepare initial baseline budget
Priority Goal Setting
January / February
City Council Sets goals and priorities and
Senior Leadership Team aligns them to
the Strate
gies and Objectives.

Recommend
April / May
Staff prepares budget. Senior Leadership
Team reviews multiple rounds of Budget for
alignment.

Review
May
City Council Study Session on
proposed bud
get
Adopt
June
City Council
Budget is adopted, including funding,
strategies, and objectives in alignment
for Council Goals and Priorities
Implementation / Monitor
July 1 – June 30
Track Capital Improvement Projects
Council Goals and Priorities
Performance Reporting
Adjust
July 1 – June 30
Finance Department / City Manager
Departments bring updates and items to
the City Council at regular meetings.

Progress Update by Council Goals Key Activities and Priorities City of Fairfield, CA Home Indicators Strategies
Council Goals and Priorities
Action Status Count
Complete: 50.2%​Complete: 50.2%
On Target: 35.2%​On Target: 35.2%
Near Target: 1.9%​Near Target: 1.9%
Below Target: 0.9%​Below Target: 0.9%
Future Data: 7.0%​Future Data: 7.0%
No Data: 4.7%​No Data: 4.7%
Action Status Count - Homelessness
Action Status Count - Homelessness Values
4​4
6​6
0​0 0​0 0​0 0​0
Complete On Target Near Target Below Target
Future Data No Data
FY25 Q3
0 2
4 6

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 9 of 87 Action Status Count - Quality of Life
Action Status Count - Quality of Life Values
25​25
13​13
0​0 0​0
3​3 5​5
Complete On Target Near Target Below Target
Future Data No Data
FY25 Q3
0 10
20 30
Action Status Count - Downtown Development
Action Status Count - Downtown Development
Values
9​9
6​6
1​1
2​2 2​2 2​2
Complete On Target Near Target Below Target
Future Data No Data
FY25 Q3
0 5
10 Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 10 of 87 Progress Update by Council Goals Key Activities and Priorities City of Fairfield, CA Home Indicators Strategies
Action Status Count - Housing
Action Status Count - Housing Values
7​7
6​6
3​3
0​0 0​0 0​0
Complete On Target Near Target Below Target
Future Data No Data
FY25 Q3
0 2
4 6
8 Action Status Count - Organizational Excellence
Action Status Count - Organizational Excellence
Values
32​32 30​30
0​0 0​0
3​3 1​1
Complete On Target Near Target Below Target
Future Data No Data
FY25 Q3
0 10
20 30
40 Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 11 of 87

Action Status Count - Community Engagement
Action Status Count - Community Engagement Values
14​14
4​4
0​0 0​0
1​1
2​2
Complete On Target Near Target Below Target
Future Data No Data
FY25 Q3
0 5
10 15

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 12 of 87 Quarterly Update Report
City of Fairfield, CA Home Indicators Strategies
Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update
Homelessness

OBJECTIVES
HM 1 - Develop Street Outreach
HM 1.1 -
Develop
Street
Outreach
City
Manager's
Office
Public Works
Fire
Police
IT

1. Develop
programming
needs and
contract
services for a
Homeless Street
Outreach team.

FY23-FY25 $550K Council approved 3-year MOU with Change and New Beginnings for Unhoused Street Outreach.

Contract to begin Jan 1, 2024.

2. Focus on
holistic, wrap
around services
to include
medications,
case
management,
housing
services, and
other identified
services.

FY23-FY25 included in
HM 1.1 Item
1 Council approved 3-year MOU with Change and
New Beginnings for Unhoused Street Outreach.

Contract to begin Jan 1, 2024.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 13 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

3. Research
other city
ordinances that
address the
issue and draft/
adopt ordinance
for FF
Use of GIS to
map fires
Track arson
suspects
FIRE - Complete
Critical
Infrastructure
Ordinance and
its
implementation"
FY23-FY24 Staff Time DEC 2023: Critical Infrastructure Ordinance completed.

4. Safe Parking
Ordinance
FY23-FY24 Staff Time Safe Parking Ordinance was implemented

OBJECTIVES
HM 2 - Convert Shelter Solano to Navigation Center
HM 2.1 -
Convert
Shelter
Solano to
Navigation
Center
City
Manager's
Office

1. Develop
transition plan
for Shelter
Solano into a
Navigation
Center including
required
maintenance
and
infrastructure
improvements,
operating model,
and budget
requirements.

FY23-FY25 $1.6M Construction funded by County of Solano's ARPA funds (overseen by City of Fairfield) is completed
for the training kitchen and wellness center. Due to
costs the welcome center was scrapped.

Staff continue to work other funding sources for
operational costs.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 14 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

2. Identify
funding sources
and confirm
regional
partners in the
use of the
Navigation
Center.

FY23-FY25 Homeless Services Division staff continue to
research potential funding sources for the
operations of the navigation center. All possible
leads are shared with SHELTER Solano.

Construction on training kitchen and wellness
center funded by Solano County APRA was
completed by December 31, 2025. SHELTER Solano
not awarded funds from NOFA released at the end
of the last fiscal year. City of Fairfield currently
funds 10 beds with PLHA funds.

OBJECTIVES
HM 3 - Increase number of Shelter beds
HM 3.1 -
Increase
number of
Shelter beds
City
Manager's
Office
Housing

1. Develop
packaged pallet
shelter program
for additional
beds.

FY23-FY24 $550K Opened 9/20/23. Construction of Pallet Shelter project completed in June 2023 and MOU for
operation entered. Working with Mission Samoa on
final needs to begin operations. Operations will
start no later than September 30, 2023. Housing is
working with vendors and contractors to develop
pilot Pallet Shelter project by tentative date of 12/
23 2. Issue RFP for
operator.

FY23-FY25 4/9/24: Project canceled at council's direction at budget study session.

3. Once program
developed and
operator
selected,
purchase
additional
pallets (quantity
TBD) and create
implementation
timeline.

FY23-FY25 4/9/24: Project canceled at council's direction at budget study session.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 15 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

OBJECTIVES
HM 4 - Support CAP Solano
HM 4.1 -
Support CAP
Solano
City
Manager's
Office

1. Support CAP
Solano’s staffing
implementation
plan
FY24-FY25 MOU to support CAPSolano staffing was approved by City Council on May 21, 2024 and approved by
the whole CAPSolano JPA Board on June 27, 2024,
with all parties agreeing to support the MOU except
Dixion,
The positions were approved by County of Solano
on December 10, 2024. Recruitment for Executive
Director position started January 2, 2025.

2. Develop a
Fact Sheet –
Talking Points
for
Homelessness
Efforts
FY24-FY25 There is no update this quarter.

Quality of Life

OBJECTIVES
QL 1 - General Plan
QL 1.1 -
General Plan
Community
Development
All
Departments

1. Complete a
draft General
Plan by end of
2023, with final
adoption in
2024.

FY23-FY25 $1.9M On December 3rd, 2024 the City Council adopted the Fairfield Forward 2050 General Plan update and
the corresponding state mandated documents
related to climate and the environment.

OBJECTIVES
QL 2 - Public Safety
QL 2.1 -
Crime
Reduction –
NIBRS
implementati
on
Police Information
Technology

1. Implement
National
Incident-Based
Reporting
System (NIBRS).

FY23-FY24 Staff Time The transition from UCR to NIBRS was completed by FPD Records department this year.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 16 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

2. Increase
frequency of
crime data
reporting and
trends to the
City Council and
public.

FY23-FY24 Staff Time The department began reporting quarterly statistics during the third quarter of this year. It
was decided to wait for the third quarter to have
comparable statistics. The system change from
UCR to NIBRS, has changed the look of the
statistics as more statistics are added for
comparison. Reporting to the public and council
will continue to occur quarterly going forward.

3. Conduct a
presentation on
the new NIBRS
system
compared to the
old UCR system
to educate
community on
changes.

FY23-FY24 Staff Time Creating reports that compare statistics across date ranges and illustrate activities via heatmaps
of the City boundaries and Police Service Areas
(PSA). Making Changes to reflect recent changes
in the PSA's and switch from CIBRS to NIBRS

4. Develop a
CompStat report
for NIBRS
reporting.

FY23-FY24 Staff Time CompStat report for NIBRS reporting completed.

QL 2.2 -
Traffic
Safety
Police

1. Begin a social
media campaign
on traffic safety,
bicycle safety,
pedestrian
safety, and
prevention
techniques.

FY23-FY24 Staff Time There have been several social media posts throughout the year about various traffic safety
concerns and issues. This campaign will continue
through the rest of the year.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 17 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

2. Implement
increased
enforcement to
reduce the
amount of injury
collisions in the
community.

FY23-FY24 Staff Time End of Calendar Year 2023 Stats:

Type of
Crash
2022 2023 %
Difference
DUI
Crashes
155 115 25.8%
decrease
Injury
Crashes
549 519 5.5%
decrease
# of
people
injured
from
crashes
775 700 9.7%
decrease
Fatalities 9 5 44.4%
decrease

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 18 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update
QL 2.3 - EMS
County Wide
Ambulance
Transportati
on Contract
Fire City Attorney
Risk
Management
Finance City
Manager
Office

1. Lead
partnership to
improve
Emergency
Medical Service
Delivery and
increase
revenue for city.

FY23-FY25 $150K Completed items.
• MOU completed for cost-sharing consulting
Services of AP Triton and WLE for Ambulance
Subcontracting with Partner Cities (September
2023)
• Initial version of JEPA (Joint Exercise of
Powers of Agreement for the Provision and
Management of Emergency Ambulance
Services) Completed and approved by 10/12
Member Agencies (November 2023 – January
2024)
• Completed Ambulance Subcontract RFP
• Actively in negotiations with Medic Ambulance
• Received confirmation that there is no conflict
of interest with the Benicia Fire Chief and
Suisun City Manager serving on the SCEMSC
Board as it relates to this process
• Completed negotiations with Medic
Ambulance as the Ambulance Subcontractor
• Signed TA with Medic Ambulance as Fairfield's
Ambulance Subcontractor
Next Steps
• Update / Revise JEPA if needed
• Prepare to submit proposal for SCEMSC's
Ambulance Contract RFP
• Work on contract with AP Triton to support
RFP effort

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 19 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update
QL 2.4 -
Weed
Abatement
Program
Fire Police/Code
Enforcement
Public Works

1. Expand Fire
Prevention weed
abatement
program.

FY23-FY25 $330K Currently developing our community wildfire protection plan (CWPP) and restructuring the
program.

Filled vacant Fire Inspector position and applied for
CA Fire Foundation grant for $25,000 to aid in
specialty vegetation management.

Q1 - received notification of award for $15,000 CA
Fire Foundation grant. The work was completed in
early October and enabled us to do specialty
abatement in the Rolling Hills area that we would
not have otherwise been able to fund.

Fire is working collaboratively with Public Works on
updated abatement agreement with vendor and
reviewing abatement responsibility areas for each
department.

QL 2.5 - Real
Time Crime
Center
Police

1. Establish the
Real Time Crime
Center
FY23-FY25 $200k The Real Time Crime Center is in the process of being shifted to the main police department
building. We have a volunteer and an intern
assisting our Crime Analyst in establishing the
program. Our most recent addition is IT Analyst
who is integrating the camera system at Ford of
Fairfield to dispatch as a test to see how we will
merge other systems throughout the city. We are
exploring systems to install and waiting on funds
from the United States District Attorney's Office to
finish up the project.

OBJECTIVES
QL 3 - Infrastructure and Beautification

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 20 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update
QL 3.1 -
Complete
Parks,
Recreation, &
Open Space
Master Plan
Parks and
Rec
Public Works
Information
Technology

1. Complete
Parks,
Recreation, &
Open Space
Master Plan.

FY23-FY24 $524K DEC 2024 - Parks and Rec Open Space Master Plan was adopted at the Council meeting on DEC 17,
2024
Q4 2024 - Final PROSMP Adoption
Q4 2024 - Public Review Draft PROSMP

2. Complete GIS
inventory of all
above-ground
features within
27 parks, 2
public golf
courses, 3 open
space units, and
3 trails.

FY23-FY24 $75K All assets have been imported in production GIS.

Project completed.

QL 3.2 -
Energy
Conservation
Design Build
Services
Public Works

1. Select an
Energy
Conservation
firm and
perform an
Investment
Grade Audit of
Facilities,
capturing high
level condition
and needs
assessments.

FY23-FY24 TBD RFQ performed, ENCO selected, Investment Grade Audit completed.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 21 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

2. Perform IGA,
finalize
proposed
project list, and
award a design-
build energy
services
contract to
complete
selected energy
upgrades
FY23-FY25 TBD Investment Grade Audit was completed. Developed and finalized proposed project list, and the design-
build energy services contract was awarded to
Wildan Group Inc. to complete selected energy
upgrades at the NOV 19, 2024 council meeting.

QL 3.3 -
Allan Witt
Phase 3
Public Works Parks and
Rec

1. Finalize the
design for Allan
Witt Phase 3,
which includes
an all-inclusive
play area,
parking lot,
restroom, and
picnic areas with
shade structure.

FY23-FY25 $6.56M
(Design and
Build Costs)
Phase 3 includes an all-inclusive play area, parking
lot, restroom, and shade structure within the picnic
area.

May 2024 - Council award a construction contract.

Summer 2024 - Start construction.

Summer 2025 - Construction completion.

2. Bid project for
construction
starting
FY24-25.

FY23-FY25 $6.56M
(Design and
Build Costs)
Phase 3 includes an all-inclusive play area, parking
lot, restroom, and shade structure within the picnic
area. Contract documents for bidding are ready
and the project is anticipated to be awarded at
council in Q1 2024. In June, the council authorized
the purchase of play equipment and a pre-fab
restroom. This allows the city to procure these
'long lead time' items and complete facility
construction by Q2 2025.

On May 21, 2024, city council authorized a contract
with R + R Pacific Construction for the project.

Construction started on July 29, 2024 and is
anticipated to be completed summer 2025,
weather permitting and no delays in manufacturing
of longer lead time items.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 22 of 87 Strategies Department
Lead
Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update
QL 3.4 - PD
Building
Expansion
Public Works Police
Information
Technology

1. Finalize the
design for the
Police
Department
13,000 sqft.
building
expansion.

FY24-FY26 $21.97M
(Design and
Build Costs)
December 2023 - Design architect completed the
95% plans, specifications, and estimates.

March 2024 - Staff determined to not implement
the new addition.

2. Bid project for
construction
starting by
FY25-26.

FY24-FY26 $21.97M
(Design and
Build Costs)
December 2023 - Conflux Construction completed
the removal of the existing underground fuel
storage tank.

December 2023 - Council awarded a contract to
Griffin Structures to conduct a constructability
analysis and assist with the contract bidding/
prequalification process.

March 2024 - Staff determined to not implement
the new addition.

QL 3.5 -
2030 N.

Texas Street
Public Works Parks and
Rec

1. Finalize the
design for N.

Texas Street
park, including
neighborhood
center (future
home of First 5
Solano), parking
lot, play area,
multi-use sports
courts, multi-
generational
fitness node,
perimeter
walking path,
and multi-use
fields.

FY23-FY25 $17.95M The design was completed in September 2024.

The proposed project includes the development of

4.43 acres of land located directly adjacent to the
Linear Park Trail. This site will include a 6,700
square foot recreation center, multi-use fields with
two soccer fields, perimeter walking/jogging trail
with lighting, multi-use court area for basketball,
futsal, volleyball, pickleball, and a running track
with lighting, children’s playground (2-5 and 5-12
years old) with lighting, an additional play area,
multi-use/open space turf area, multi-generational
fitness node, plaza with picnic area, parking lot, and
a perimeter wall and fencing for safety throughout
the park.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 23 of 87 Strategies Department
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2. Bid project for
construction
starting
FY23-24.

FY23-FY25 $13.39M A notice inviting bids was advertised twice in the Daily Republic on September 22, 2024, and
September 29, 2024.

Bids for the project were opened on November 6,
2024. Four bids were received and ranged in price
from $194,326 to $15,400,000. The Engineer’s
Estimate for the project is $13,517,000.00. The as-
read low bid, at $194,326, was deemed to be non-
responsive and thus not the true low bid. The
second low bidder, CWS of Novato, California with
a bid of $13,385,000, was deemed responsive and
responsible.

City council awarded a construction contract on
December 17, 2024.

3. Execute
operating MOU
with First 5 for
programming at
newly
constructed
Community
Center.

FY23-FY25 Not Started
QL 3.6 -
Finish Fire
Station 36 &
39 Public Works Fire
Information
Technology

1. Finalize the
design for both
Fire Station 36
(4525 Business
Center Drive)
and 39 (Peabody
Road at Dobe
Lane).

FY23-FY25 $25.8M
(Design and
Build)
The plans and specifications for the two new fire
stations were completed April 2024.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 24 of 87 Strategies Department
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2. Bid projects
for concurrent
construction to
realize
economies of
scale on design
and construction
costs.

FY23-FY25 $25.8M
(Design and
Build)
April - December 2024: The alignment of the
sanitary sewer pipe for the fire station located on
Business Center Drive requires a public sewer
easement from the adjacent landowner. During this
period staff has completed:
• Plat map and legal description for the sewer
easement (June 2024)
• Appraisal report (August 2024)
• Sent property owner offer letter (October
2024)
• Draft agreement for acquisition of permanent
easement (December 2024)
Upcoming schedule anticipates:
• January - March 2025: Conduct
prequalification process to procure a
contractor
• April - June 2025: Bid and award a
construction contract
• July 2025: Start construction
QL 3.7 -
Water
Master Plan
Public Works Finance
Information
Technology

1. Develop a
water utility
master plan and
perform a cost-
of-service
analysis and
water rate study.

Adopt a new
Plan and Water
Rates
FY23-FY28 $1.25M Public outreach campaign resumes through calendar year 2025. Water system demands were
updated to conform to projected land uses and
staff identified short and long term capital
improvements. Findings from the capital
improvements will be used to inform the financial
analysis and advance the cost of service and rate
study. Staff is preparing for the proposition 218
process, which is estimated Q3 FY2025. A Public
Relations firm has been engaged for assistance
with public outreach

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 25 of 87 Strategies Department
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2. Adopt a new
plan and water
rates
FY24-FY25 Findings from the capital improvements will be used to inform the financial analysis and advance
the cost of service and rate study. Staff is
preparing for the proposition 218 process, which is
estimated Q3 FY2025. A Public Relations firm has
been engaged for assistance with public outreach.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 26 of 87 Strategies Department
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QL 3.8 -
Improve/
upgrade
transit
service
Public Works Finance
Information
Technology

1. Complete
COA and present
recommendatio
ns to City
Council for
consideration/
approval in
September
2022. Begin
restructuring
and
implementation
activities
including new
micro transit
dispatch
operations
system in Q2
2023.

FY23-FY24 $1.6M-$2M • July 2023 - FAST fares increased
• July 2023 - FAST paper passes eliminated to
move all fixed route riders to MTC's Clipper
payment system
• July 2023 - Successfully implemented new
dispatching system and phone application for
scheduling paratransit (ADA) on-demand rides
• September 2023 - City Council approved
reducing microtransit fares to match local
fares to allow for a transfer using Clipper
• September 2023 - Routes 2, 4, and 8
eliminated, and smaller vehicles used to
initiate a new micro transit service called FAST
Connect. FAST Connect will initially be initiated
in two zones (Cordelia/Green Valley and
Northeast Fairfield); FAST Connect will also be
comingled with FAST's ADA paratransit service
to allow for greater service efficiencies
• September 2023 - Five new vans added to
micro transit/paratransit fleet
• December 2023 - FAST's first three electric
vehicles delivered and will be charged using a
portable generator until Corporation Yard
electrification improvement upgrades
completed in 2026
• April 2024 - Added new microtransit stops at
FTC and Fairfield Civic Center to make
connections to regional bus service and
downtown Fairfield
• May 2024 - Adding seven new cutaway
vehicles to enhance microtransit and ADA
services

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 27 of 87 Strategies Department
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2. Implement
new fare
structure in July
2023
FY24-FY25 • July 2023 - FAST fares increased
• July 2023 - FAST paper passes eliminated to
move all fixed route riders to MTC's Clipper
payment system
• July 2023 - Successfully implemented new
dispatching system and phone application for
scheduling paratransit (ADA) on-demand rides
• September 2023 - City Council approved
reducing microtransit fares to match local
fares to allow for a transfer using Clipper

3. Implement
microtransit in
two pilot areas
(Cordelia/Green
Valley and NE
Fairfield/TAFB)
FY24-FY25 • September 2023 - Routes 2, 4, and 8
eliminated, and smaller vehicles used to
initiate a new micro transit service called FAST
Connect. FAST Connect will initially be initiated
in two zones (Cordelia/Green Valley and
Northeast Fairfield); FAST Connect will also be
comingled with FAST's ADA paratransit service
to allow for greater service efficiencies

4. Expand
microtransit to
City Hall and
FTC to provide
connections to
Downtown and
regional transit
options
FY24-FY25 No update this Quarter

5. Participate in
new Solano
County Transit
2030 initiative
administered by
the Solano
Transportation
Authority
FY24-FY25 No update this quarter

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 28 of 87 Strategies Department
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QL 3.9 -
Digital
Inclusion,
Equity and
Broadband
Infrastructur
e
Information
Technology
Public Works

1. Explore
opportunities for
collaboration
with community
partners and
public private
partnerships for
Digital Inclusion,
Equity, and
Broadband
expansion.

FY23-FY28 Comcast established Lift Zone in the Adult
Recreation Center computer lab to support
additional Wi-Fi capabilities.

Established Professional Services Contract with
SmartFiber to develop MicroTrenching Standards
and Broadband standards
In discussion with AT&T for micro trenching pilot
opportunity and establishing standard with Smart
Fiber to explore network design.

2. Complete the
above ground
assessment and
convert results
into GIS data
layers.

FY23-FY24 $250K Completed: Above ground assets inventory completed, internal staff training completed
September 2023.

3. Complete the
underground
assessment of
broadband
related assets.

FY23-FY24 $150K Underground inventory has been assessed and updated with GIS team.

4. Hire a
consultant to
develop a design
for connecting
the City Hall and
14 remote sites
to city owned
fiber.

FY23-FY28 TBD Working with a vendor to explore network design and define standard specifications.

OCT 2024 - Council approved contract with Smart
Fibers to develop Specification for Broadband and
MicroTrenching

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 29 of 87 Strategies Department
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5. Identify the
CIP projects
where
broadband
infrastructure
can be included.

FY23-FY25 Staff Time Completed - New fiber installed along Red Top Road (near Havenhill Road) as part of the widening
improvement completed by the developer.

Near term - The upcoming complete streets project
on West Texas Street will install conduit and fiber
from Pennsylvania to Beck to Cadenasso. Project
is in design and scheduled for start of construction
summer 2025.

Future - Analyzing best practices and developing
standards for fiber deployment in conjunction with
adopted CIP. Defining project goals and scope
based on recent funding adjustments. Once
determined convening appropriate staff to form
working group.

6. Continue
efforts for
training,
computer
donation
program to
support Digital
Inclusion and
Equity
FY24-FY28 Staff Time Ongoing effort.

Conducted English and Spanish Digital Literacy
classes and donated laptops for those completing
the classes.

Signed a contract with TechExchange to donate
and dispose City Computers while maintaining
confidentiality and data destruction requirements.

This equipment is repurposed within the Solano
County cities

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 30 of 87 Strategies Department
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QL 3.10 -
Support
Travis AFB
City
Manager's
Office
Public Works

1. Complete
Travis Regional
Resiliency
Review (TRRR).

FY23-FY25 Staff Time
and
approximatel
y $25,000 in
funds for
matching.

Overall
project is
$1.44M
The Travis Regional Resilience Study and Report
was completed in April 2024. The project and final
report represented a watershed moment in the
relationship between Travis AFB and the
communities of the Solano County region. The final
report presented key infrastructure projects and an
implementation plan that should be prioritized to
ensure a resilient region to support Travis AFB.

Projects included:
• Security/ Resilience Profile of Vaca-Dixon
Substation;
• New Canon Road Railroad Overcrossing;
• Solano-Napa Water Resilience Phase 1;
• Improve Creed, Branscombe, and Denverton
Roads; and
• FSSD Suisun Force Main.

In addition to a successful and actionable final
report, the regional approach and accompanying
tabletop exercises utilized to develop the report's
recommendations became the national standard
for future OLDCC MIRR grants.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 31 of 87 Strategies Department
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2. Seek funding
opportunities to
implement
infrastructure
improvements
identified under
TRRR.

FY23-FY25 The City of Fairfield received a second MIRR Grant from the Department of Defense Office of Local
Defense Community Cooperation in October 2024
for $1,041,631. The second grant will study and
help implement the Travis Regional Macro Energy
Resilience Project and provide the basis for
subsequent grants to partially fund the design and
construction of critical infrastructure repairs and
improvements to the regional electrical grid.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 32 of 87 Strategies Department
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QL 3.11 -
Vanden/
Canon Road
Overcrossing
Public Works

1. Coordinate
with One Lake
developer to
complete the
design and
construction of
Vanden Road
widening and
grade separation
FY25-FY26 Due to the complexity of the project and available funding construction is planned to be completed
over multiple construction seasons. Below is an
update on the various components of the project.
• Right-of-way – COMPLETE. The project has
acquired all the required land to construct the
widening improvements
• Environmental Clearance – IN PROGRESS The
team is actively working on obtaining permits
from California Department of Fish and
Wildlife for construction impacts to
endangered species within the project area.

The project has received all other permit
approvals for impacts to environmentally
sensitive habitat/wildlife.
• Design - The 50% design plans and
specifications have been completed. Staff is
currently reviewing.
• Utility Relocation – IN PROGRESS, there are
existing utilities (e.g., fuel lines, irrigation,
water, overhead joint powers, joint trench, etc.)
in the proximity of the project and staff is has
had preliminary discussions with the
responsible parties to start the relocation
process.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 33 of 87 Strategies Department
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2. Coordinate
with One Lake
developer to
complete design
for Canon Road
Overcrossing
and secure
outside agency
approval
FY25-28 Design drawings are approved by Union Pacific
Railroad (UPRR) for the new bridge structure over
the railroad tracks. The remaining UPRR tasks
include real estate approval, cost estimating,
execution of a construction management
agreement, plans for the closure of the at-grade
crossing and permitting with the California Public
Utilities Commission.

3. Seek and
pursue funding
opportunities for
the Canon Road
Overcrossing
FY25-FY28 No work completed in the past quarter.

QL 3.12 -
Markeley
Lane
Public Works

1. Planning,
design, right-of-
way acquisition,
and
environmental
permitting to
develop shovel-
ready
construction
documents
FY25-FY27 $1.8M In December, staff conducted a scoping meeting with the design consultant team. Staff covered the
Markeley Lane general alignment and inclusion of a
roundabout. Additional discussion items included
underground utilities, drainage, street lighting, fiber, environmental clearance, right-of-way acquisition,
and nearby subdivision development coordination.

Anticipate receiving the proposal to complete
plans, specifications, and engineer's estimate in
January 2025.

Preliminary construction costs indicate this
segment of Markeley Lane to be approximately
$4.3 million.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 34 of 87 Strategies Department
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QL 3.13 -
Soccer
Complex
Public Works

1. Complete a
site analysis,
feasibility study,
environmental
clearances, and
roughly 30%
design
FY25-FY26 $350K In December, completed FlashVote survey on a potential soccer complex located near the Fairfield-
Suisun Sewer District Wastewater Treatment
Plant.

In October, completed conceptual layout for the
soccer complex.

QL 3.14 -
North Texas
Improvement
s
Public Works

1. Develop
lighting program
to improve
private parking
lot lighting
FY25-FY26 Near-term, Scope definition: Complete an
assessment of existing private parking lot lighting
to determine inadequate. Feedback from business
owners and community member to prioritize high-
need areas.

Future, design and implementation - To be decided

2. Develop
building
investments
program to
incentivize
property owner
investments
along the
corridor
FY25-FY26 Scope to be defined

3. Develop
ordinance to
create a
moratorium to
limit smoke
shops/liquor
stores
FY25-FY26 Following the adoption of the update to the General Plan in December 2024, Planning staff have begun
to look into the mechanism(s) for addressing the
issue of over concentration along North Texas
Street and elsewhere in the City.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 35 of 87 Strategies Department
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4. Install
Grasstik
screening
product along
vacant property
as a pilot project
FY25-FY26 Sites to be identified. Once we have locations Public works Operations can procure material and
install.

5. Install ADA
curb ramps
along streets
connecting to
the corridor
FY25-FY26 Community Development Block Grant funding has been identified to complete the design and
construction of curb ramps along Acacia Street,
Oak Street, Wisconsin Street, and Clay Street. A
request for qualifications to complete the design
will advertise in January 2025 with a contract
award at a council meeting in April 2025.

OBJECTIVES
QL 4 - Programs and Services
QL 4.1 - First
Five Program
Parks and
Rec
City
Manager's
Office

1. Collaborate
with First 5 to
offer joint
recreational
activities and
special events.

FY25-FY26 Not Started
QL 4.2 -
Implementati
on Plan –
Parks Master
Plan Results
Parks and
Rec
Public Works

1. Create an
implementation
plan for the
projects and
initiatives
identified
through the
development of
the Parks,
Recreation, &
Open Space
Master Plan.

FY24-FY25 TBD Currently identifying the projects and initiatives identified through the development of the Parks,
Recreation, & Open Space Master Plan

OBJECTIVES
QL 5 - Economic Development

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 36 of 87 Strategies Department
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QL 5.1 -
Rebrand the
image of
Fairfield for
business
attraction
Community
Development

1. Continue to
work with the
City’s marketing
consultant
(Jstokes) to
continue
branding and
marketing
downtown and
industrial
business
attraction.

FY23-FY25 $800K The decision was made to terminate the
agreement with J Stokes & Associates. The task of
rebranding strategy and business attraction efforts,
previously assigned to J Stokes, will now be taken
over by the Economic Development (ED) staff and
the Marketing and Outreach Division (MOD). The
recruitment initiatives will continue through Q2
FY25. The focus will remain on downtown business
park attraction strategies, which will be
strengthened by the marketing initiatives led by
MOD in line with the ED Strategic Plan.

2. Refine City’s
economic
development
communications
and messaging
in conjunction
with MOD
FY24-FY25 CDD and MOD are intensifying their marketing
efforts, and in the calendar year 2025, they will be
rolling out new content as well as amplifying
existing content.

3. Finalize multi-
year economic
development
workplan and
align activities
with local,
regional, and
statewide
partners when
applicable
FY24-FY25 The "Go4Fairfield" economic development
workplace is complete and implementation began
in the Fall of 2024.

QL 5.2 -
Complete
Retail Study
Community
Development

1. Finalize retail
study and
implement
recruitment
strategy upon
completion.

FY23-FY24 $75K The staff has finalized and is currently approving a recruitment strategy based on the completed Retail
Study/Report.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 37 of 87 Strategies Department
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QL 5.3 -
Explore
Micro Grids
City
Manager's
Office
Community
Development
Public Works
Information
Technology

1. Explore
partnership
opportunities
with public and
private
organizations to
advance
renewable
energy solutions
(e.g., micro
grids) to provide
more reliable
and redundant
electrical
infrastructure to
support
business
attraction
efforts.

FY23-FY25 TBD Exploring the feasibility of a Microgrid in collaboration with Fairfield Suisun Sewer District

2. Identify
opportunities to
leverage local
infrastructure
investments for
state and federal
grant funding.

FY23-FY25 Not Started
QL 5.4 -
Build
partnerships
with Suisun
Valley
Vintners to
grow
agritourism
Community
Development
City
Manager's
Office

1. Establish
partnerships to
create mutual
benefit with
vintners and the
City.

FY24-FY26 TBD With the adoption of the new General Plan update in December 2024 and the inclusion of policies to
better facilitate the City supporting the efforts of
the County and others in the Suisun Valley,
engagement can now grow as opportunities
present themselves according to the vision
approved by the City Council.

Downtown Development

OBJECTIVES
DD 1 - Increase Residential Housing

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 38 of 87 Strategies Department
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DD 1.1 -
Develop
1100 block
of Texas St.

City
Manager's
Office
Public Works
Community
Development

1. Demolish the
1100 Block of
Texas Street
(late spring/
early summer
2023).

FY23-FY25 $511,750 In April, Public Works executed a contract with Unlimited Environmental, Inc., to remove and
dispose of the three vacant downtown buildings.

Demolition work started on August 28th and was
completed in November 2023.

2. Issue request
for development
proposals to
develop mixed
use.

FY23-FY25 The staff from Economic Development and
Marketing and Outreach are almost done with the
draft template for a flyer. This flyer will be used as
a template for future projects and communities. Its
main purpose is to market the city-owned vacant
properties to developers. The final version of the
flyer will be included in the forthcoming Request
for Qualifications/Proposals for the 1100 block of
Texas St.

3. Expand
outreach to
development
community and
promote the site
as catalyst
project
opportunity in
downtown
Fairfield
FY23-FY24 The Community Development Department created
a new brochure to market the downtown catalyst
site and engaged with over half of the potential
developers in the third and fourth quarters of the
calendar year 2024.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 39 of 87 Strategies Department
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DD 1.2 - Sell
Sem Yeto
Property
Housing Public Works
Community
Development

1. Complete sale
of Sem Yeto
property for the
development of
new housing
downtown.

FY24-FY25 TBD 1. Site was listed by Berkshire Realtors and four entities, CHOC, Partner Built, Villa Homes
submitted offers on site. Tabernacle Community
Development Corp and R&R Financial expressed
interest on the site. 2. Site listed for $1.4 million.

3.Housing Met with Council for consideration of
offers from CHOC and Partner Built. 4. Issued
Notice of Action for Surplus Land Act as prescribed
by the State of California. Received one proposal
that will go before Council in a closed session to
receive direction.

OBJECTIVES
DD 2 - Improve Infrastructure
DD 2.1 -
Texas
streetscapes
plan Phase 1
and 1A
Public Works Community
Development

1. Develop a
phased
streetscape plan
to improve and
transform Texas
Street.

FY23-FY24 $2.06M In September 2023, the council approved a design contract with Gates + Associates Landscape
Architects for improvments in Downtown Fairfield
along Texas Street. Planned improvements were
scoped to match available budget and consist of
the removal and replacement of street furnishings
(e.g., pergolas, planter pots, benches, bike racks,
seating areas, and trash receptacles) and existing
trees, the installation of art sculptures, and
purposeful urban tree planting scheme with high
canopies to increase storefront visibility

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2. Construction
of Streetscape
Plan Phase 1
Demolition
staring Spring
2024
FY24-FY25 In February 2024, a construction contract was awarded to RX Lodge, Inc., of Martinez, CA,
(contractor) for $129,601.04. The contractor
completed the demolition work in April 2024.

The project consisted of demolition of existing
street furniture, including pergolas, planter pots,
and concrete benches. To mitigate safety
concerns, decomposed granite (DG) will be
temporarily placed in all disturbed areas until
replacement pavers or concrete is installed.

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3. Construction
of Phase 1A
Improvements
anticipated Fall
2024
FY24-FY25 In December 2024, council awarded a construction contract for $1,474,224.05 to Ghilotti Bros.

Incorporated (Ghilotti Bros.). Construction is slated
to commence in February 2025 and continue
through April 2025.

Phase 1B will build on the improvements made in
Phase 1A. The following components are included
in the base bid contract:
• Replacement of existing street trees, and
corresponding irrigation - A new tree species,
the Chinese Pistache, will be planted based on
the recommendations from an arborist, as it is
better suited to thrive in the downtown
environment. A purposeful urban tree planting
scheme with high canopies will provide a
uniform tree layout along the downtown
corridor while also increasing storefront
visibility.
• New concrete - Proposed improvements in
Phase 1B will include the installation of
integral color concrete and various brick paver
repair to restore areas previously impacted by
Phase 1A.
• Public art – Phase 1B will install five art
sculptures that were donated to the City by
renowned local artist, Phillip Glashoff.

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DD 2.2 -
Pursue
Property
Based
Improvement
District
(PBID)
Community
Development

1. Study
feasibility of
creating a PBID
to assist
property owners
with desired
downtown
maintenance
and
improvements.

FY24-FY25 $75K Public Works and Community Development staff have had exploratory discussions about the
potential for different funding mechanisms,
including a PBID, to support all or part of the "Heart
of Fairfield" district.

DD 2.3 -
Utility
upgrades
Public Works Community
Development

1. Analyze the
existing sewer
infrastructure in
and around
downtown to
determine if
upgrades are
necessary to
accommodate
future
development.

FY24-FY25 TBD In August 2023, the City completed an analysis on the existing sewer collection system with the
downtown/Heart of Fairfield specific plan area and
along the Texas Street 'curve' near State Street. The
results are documented in an Technical
Memorandum titled "Heart of Fairfield Sewer
Capacity Study" prepared by Woodard and Curran
dated August 25, 2023.

Sewer - Complete
Water - In Progress (5%)

2. Analyze the
existing water
infrastructure in
and around
downtown to
determine if any
upgrades are
necessary to
accommodate
future
development
FY25-FY26 Identify funding and scope to upgrade and/or
relocate water mains located within the area
bounded by Empire Street, Pennsylvania Avenue,
Missouri Street, and Jefferson Street. Technical
work that is anticipated to commence in the
upcoming months will include field
reconnaissance, review existing record drawings,
and development forecast.

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DD 2.4 - W.

Texas
Complete
Street
Project
Public Works Community
Development

1. Construct
water and
roadway
improvements
to transform W.

Texas Street
corridor from
Beck to
Pennsylvania
Ave.

FY23-FY26 $22.3M This multi-phased project proposes transforming West Texas Street from an auto-centric roadway to
a pedestrian and bicycle friendly corridor. The first
phase of construction consists of relocating a
waterline from Curtis Drive to Pennsylvania (Phase
1). On July 16, 2024, city council awarded a
contract to Cratus, Inc. Construction is anticipated
started in September and is progressing on time to
be completed in February 2025.

The second phase is the complete street roadway
improvements. In December, the design team
completed the 100% plans, specifications, and cost
estimates. Staff anticipates awarding a
construction contract in April 2025 and starting
construction in June 2025.

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DD 2.5 -
Streetscape
Plan Phase 2
Corners &
Pavement
Overlay
Public Works

1. Prepare
streetscape plan
phase 2 shovel-
ready
construction
documents
FY25-FY26 In December 2024, council authorized the
execution of a design contract to Gates +
Associates Landscape Architects (Gates) to
prepare the detailed plans, specifications, and
estimates for the project. Gates will also prepare
documents and conduct studies necessary for the
City to pursue grant funds for construction. This
includes documentation required for environmental
clearance in accordance with the National
Environmental Policy Act (NEPA) as well as
California Environmental Quality Act (CEQA). Gates'
schedule anticipates 90% design will be completed
this year.

Construction of the improvements are contingent
on the project securing grant funding.

Phase 2 focuses on removing existing raised
planters to install new accent planting buffers and
site furnishings. Improvements will also include
new paving, the installation of new crosswalks, and
bulb-out curb extensions to enhance pedestrian
safety Downtown. Preliminary estimates indicate
construction costs range between $3.5 - $4.0
million.

OBJECTIVES
DD 3 - Commercial Development
DD 3.1 -
Implement
REAP
Program
Community
Development

1. Market the
newly expanded
REAP Program
to interested
businesses and
property owners
in the
Downtown.

FY23-FY24 $580K Continued funding of REAP grants will be contingent upon availability of program resources.

The program has awarded funds and facades
continued to be improved by grant recipients in
calendar year 2024.

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2. Facilitate and
process REAP
requests.

FY23-FY24 $311K City Council approval and additional funding will determine if the REAP program extends beyond Q2
FY25.

DD 3.2 -
Reduce
barriers to
new
commercial
development
(ministerial
approval)
Community
Development
Public Works
Fire

1. Explore
changes to City
Zoning
Ordinance to
streamline the
entitlement
process for
specific project
types in
downtown to
reduce the time
required for
processing,
thereby
increasing
certainty for
applicants.

FY23-FY26 TBD At the start of FY 25, planning staff will begin this action. Following the General Plan Update, staff will
work to create procedures that streamline the
development process in priority areas, including
downtown Fairfield.

OBJECTIVES
DD 4 - Placemaking and Activation
DD 4.1 -
Increase
Enforcement
Police

1. Install new
parking
regulation
signage and
enforce illegal
parking.

FY23-FY25 Staff Time This was suspended until we are able to have more people downtown. The businesses were against
too much enforcement right now. Police
department is assessing various options
downtown to begin enforcement while allowing
areas for long term parking.

2. Work with
downtown
businesses to
post no-sleeping
signs in
doorways to
assist PD with
enforcement.

FY23-FY25 All businesses have been contacted and most have posted signage according to the ordinance. The
Community Action Team continues to connect with
the businesses to ensure this problem does not
persist.

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3. Continue
outreach of PD
Community
Action Team to
support
businesses to
create a feeling
of safety and
security for
businesses and
community
members.

FY23-FY24 All businesses have been contacted and currently working with members of the Community Action
Team.

DD 4.2 -
Advance
branding
campaign to
change
perceptions
of downtown
Community
Development

1. Continue to
work with the
City’s marketing
consultant
(Jstokes) for
downtown
branding and
marketing.

FY23-FY25 $600K The decision was made to terminate the
agreement with J Stokes & Associates. The task of
rebranding strategy and business attraction efforts,
previously assigned to J Stokes, will now be taken
over by the Economic Development (ED) staff and
the Marketing and Outreach Division (MOD). The
recruitment initiatives will continue through Q2
FY25. The focus will remain on downtown business
park attraction strategies, which will be
strengthened by the marketing initiatives led by
MOD in line with the ED Strategic Plan.

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DD 4.3 - Add
more public
art and art-
based
programmin
g
Community
Development
Public Works

1. Integrate art,
including
Glashoff
sculptures, into
the downtown
amenity zones
as a part of the
Streetscape
project.

FY24-FY25 $81K The team has finished Phase 1A of the
Streetscapes Project, which involved removing
existing amenities. They are now moving into
Phase 1B, focusing on planting new trees in tree
wells and installing the Glashoff Sculpture
Projects. Upcoming tasks include completing the
site design that integrates the sculpture's
specifications and drawings, preparing for the
fabrication and installation of anchorage through
welding, arranging transportation, and coordinating
the final installation steps. Phase 1B
preconstruction is expected to begin in late
January 2025.

2. Explore new
mural
opportunities,
including a
mural
celebrating the
city’s diversity.

FY23-FY25 TBD Sites for a diversity mural are still being investigated both for availability and viability.

Staffing changes in Community Development will
push the expected completion date of this project
back in late 2025 or 2026.

3. Work with
local art-
focused entities
to add art
programming in
the downtown.

FY23-FY25 $80K Staff is in the process of finalizing a Master Services Agreement with Local Edition Creative, an
art agency based in the Bay Area. The agreement
will enlist their services for various public art
projects which may include designing and
installing murals, organizing and facilitating
Community Engagement Events to showcase art
activities, and implementing storytelling marketing
strategies.

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4. Work with
faculty at
Fairfield-Suisun
School District
and Solano
College to
create
opportunities for
students to
showcase their
art.

FY23-FY25 $2.5K Project is on hold as staff working on this project left the city at the end of 2024.

5. To create GIS
data layer for
public art
FY23-FY24 Staff Time Staff plans to create a public art GIS Story Map to promote Fairfield's art-forward community through
our marketing efforts and website.

6. Add art and
safety
reflectivity to
bollards
FY23-FY24 Reflective bollard project complete. Installation of art on bollards on hold. Evaluating art installation
options on sidewalks and utility cabinets.

DD 4.4 -
Downtown
Theater
Community
Development

1. Prepare and
release RFP for
city-owned
theater with an
emphasis on
ensuring further
utilization of the
theater as a
critical asset in
downtown
revitalization
FY24-FY25 Efforts on this project will be revisited in 2025 to determine what the possible approaches are for a
RFP.

Housing

OBJECTIVES
Housing 1 - Increase Revenue

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HS 1.1 -
Submit Pro-
Housing
designation
application
Housing Community
Development

1. Submit Pro-
Housing
designation
application to
allow City to
obtain priority
status in state
funding
FY23-FY24 $60K Completed and submitted Prohousing Application.

Working with Planning to resubmit for additional
points to obtain designation.

HS 1.2 -
Developing
Inclusionary
Housing
Policy
Housing

1. Issue Nexus
Study RFP and
Initiate Nexus
Study toward
development of
Inclusionary
Housing Policy
to create
dedicated
source of
funding for
mixed income
housing
FY23-FY24 $120K Issued Nexus Study. Vendor under contract.

2. Complete
Grants and
fundraising
activities to
secure atleast
$2M for Housing
programs
FY23-FY24 Obtained HOME Grant for $700k.Applied for MORE grant in amount of $800k. Closing of 1600 Woolner
generated $1,121,000 in Low Mod Funds.

3. Develop
Inclusionary
Housing Policy
FY24-FY25 $100K Nexus Study is currently in process with consultant. Held study session with City Council in
October to get policy decisions. Next items would
be a meeting with the developers.

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HS 1.3 -
Property
dispositions
Housing

1. Dispose of
Successor
Agency
properties to
replenish low
mod funds and
create more
housing. 1) Sem
Yeto 2) Hwy12
FY23-FY24 $600K 1) Closed Surplus Land process for Sem Yeto, Straussbuger and T affordable housing proposal for Sem Yeto, 2 proposals for Str Tabor. Began 90 day negotiations period.
2) HWY 12 working with broker to find an eligible buy
buyer pending

2. NEW Grants
and fundraising
FY24-FY25 Obtained HOME Grant for $700k.Applied for MORE grant in amount of $800k. Closing of 1600 Woolner
generated $1,121,000 in Low Mod Funds.

OBJECTIVES
Housing 2 - Initiatives to reduce housing barriers
HS 2.1 -
Implement
Programs to
promote
community
development
and increase
access to
housing
Housing

1. Roll out ADU
Program & Issue
2 Loans
FY23-FY24 <$1M Guidelines approved, working with HCD for funding appr activity reprogramming. Working with MOD team on pr

2. Roll out First
Time
HomeBuyer
Program
FY23-FY24 Completed PLHA Downpayment Assistance Application and Loan Docs, W with lender with first homebuyer application and escr
a household of three to purchase their first home. Housing Ser Housing Advocates hosted a first time home buyer education workshop in Fairfield June 29 and there were 27 in attendance. W
program documents to kickoff downpayment assistance pr

3. Provide
Housing
Rehabilitation
Loans to help 10
households with
emergency
grants and loans
to complete
deferred
maintenance
FY23-FY25 Completed two grant/loan Housing Rehab projects and eight ar process. Worked with CIty attorneys team and completed needed changes t guidelines and loan/grant agreement and contractor agr
completed and approved by CMO. Working with MOD team t
the marketing information on website and contacting folks on the wait list.

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4. Community
Development
Block Grant
Program (CDBG)
FY23-FY24 4. CDBG - Steps a, b, c, e Completed CAPER
Submitted to HUD on September 20,2023 - 3905
people Served
a) Annual Plan
b) Achieve timeliness by having a CDBG Balance of
no more than 1.5 times the grant amount
c) CAPER
d) NOFA
e) Provide Public Services to at least 300
Households

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HS 2.2 -
Section 8
Housing
Choice
Vouchers
Program
Housing

1. Section 8
Housing Choice
Voucher
Program
FY23-FY24 <$1M
1) Annual Plan: Completed

2) Payment Standard Increase- The PS will not be
increased in 2024 in order to remain consistent
with the rental market within the City. A rent
analysis was pulled and the 2024 PS is on par with
the rental market.
3) SEMAP-This will be completed by the end of
August 2024 for FY July2023-June2024

4) Open Waiting List -Still have applicants on the
HCV WL. We are accepting referrals for the PBV
vacancies. The plan is to open the WL in the first
quarter of 2025.
5)As of December 2024's VMS, 725 total vouchers
were leased up. By Years end, over 90% of HAP
dollars allocated to the program for the FY have
been spent.

OBJECTIVES
Housing 3 - Develop Mixed Income & Affordable housing

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HS 3.1 -
Provide
Subsidy
Financing
and City
sponsorship
s for
development
and
presentation
of housing
for extremely
low and
moderate
income
households
Housing

1. Issue NOFA to
provide seed
funding for
developers to
leverage
additional
resources to
build affordable
and mixed
income housing.

FY23-FY24 $2.1M Received four proposals for funding to support Housing Pr

2. Complete
special projects
that will assist
the City in
prioritizing
housing options
for the
homeless and at
risk of homeless
population.

FY23-FY24 Assessed the Domestic violence property issued RFP. Panel recommends reissuance. Scope of work
completed. Bid invitation sent out, site walkthrough
completed 8/21/2023 and city received two bids:

Royal Home Builder" $38,700 and Mobile Homes
Plus: $55,000.

No new update for Q4 2024

3. Complete
closing and start
construction of
Parkside Flats
FY23-FY24 Closed on September 13, 2023. Site mitigation and grading in progress.

4. Initiate
construction of
3 Habitat for
Humanity
homes on
Woolner
FY23-FY24 Site mitigation, grading, utility lines, and pads have been completed.

5. Complete
Construction of
Pallet Shelter
Project
FY23-FY24 All site work, bath units and pallet shelters have been completed.

6. Work with
EAH to secure
funding for
Tabor Commons
Project
FY23-FY24 Working with developer to secure funding needed for project. Conduct bi-weekly meetings to discuss
available options and funding opportunities.

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7. Support
preservation of
small to large
multifamily
development
FY24-FY25
HS 3.2 -
Identify
housing
needs to
support
Travis AFB
City
Manager's
Office

1. Work with
TAFB to identify
housing needs
to support
service
members.

FY23-FY24 TBD VASH (5 total) – 4 of the 5 VASH units are leased- up, housing chronically homeless, disabled
Veterans. 2 1 additional referral from the VA office
is being processed.

Organizational Excellence

OBJECTIVES
OE 1 - Retain, recruit, and develop an empowered, engaged, and diverse workforce OE 1.1 -
Implement
strategy for
employee
engagement
program
Human
Resources
City
Manager's
Office

1. Finalize and
implement the
draft
engagement
strategy.

FY23-FY25 Low to
Moderate
Costs
HR team will finalize the engagement strategy in
the next fiscal year.

2. Conduct
follow-up survey
with employees
in mid-2024 to
measure
progress.

FY24-FY25 Low to
Moderate
Costs
No updates for Q4. First ee satisfaction survey was
done; the follow up will be in summer of '24
OE 1.2 -
Develop
leadership/
supervisory
training
academy
Human
Resources

1. Continue with
fall 2023
session of
supervisory
academy for the
City’s remaining
supervisors and
managers.

FY23-FY25 $98K The HR department plan to have an supervisory academy at least once in a fiscal year

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2. Develop
leadership
academy for
developing next
generation of
City leaders.

FY24-FY25 Unknown/
Staff Time
LiFT Leadership cohort substituted for formal
supervisory academy.

OE 1.3 -
Create
formal
succession
and
promotion
plan
Human
Resources
All
departments

1. Address
succession
planning needs
in anticipation of
losing 30% of
Fire Department
workforce over
next five years
due to
retirements.

FY23-FY25 Unknown/
Staff Time
On hold as the volume of retirements occuring in
early 2025 did not occur as anticipated. The Fire
Dept has asked HR to delay the next entry-level
recruitment from Winter/Spring 2025 to Summer
2025. HR staff is planning workloads accordingly
to be available when Fire is ready to begin the
recruitment process.

2. Create
succession plan
that includes
standardized
training,
leadership
development,
recruitment, and
retention.

FY24-FY25 Staff Time No updates for Q2 2025. HR has not started this project yet.

OE 1.4 -
Implement

PERFORM,
LEARN
Human
Resources
All
departments

1. Implement
PERFORM and
LEARN program
by June 2023.

FY23-FY25 $60K PERFORM module is in live testing for employees in several depts and we are working with unions to
address questions and concerns raised; LEARN
module is in active use for required trainings
(sexual harassment, violence prevention) and
management trainings.

LEARN implementation completion: 80%
PERFORM implementation completion: 50%

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2. Train
departments on
how to use

PERFORM AND
LEARN tools to
help supervisors
and managers
coach and
mentor their
employees.

FY23-FY25 Staff Time PERFORM and LEARN are separate
implementations. The % complete is an average of
both projects' individual completion rates:

PERFORM: 50%
LEARN: 70%

HR is prepared to begin training on PERFORM once
live testing is complete and system is approved for
deployment; employees and managers Citywide
have received instructions on accessing trainings
in LEARN
OE 1.5 -
Public Safety
Wellness &
Proactive
City-Wide
Wellness
Parks and
Rec
All
departments

1. Adopt best
practices to
address growing
cancer threats
to firefighters.

FY23-FY25 TBD Working with Workers Compensation ThirdParty Administrator to identify a strategy to tackle this
issue

2. Expand much
needed
counseling
services,
training, and
other
opportunities to
reduce stress
and increase
wellness in the
Police
Department.

FY23-FY25 $37K We have contracted with a speciality EAP provider (CONCERN) which specializes in helping first
responders to work related stress. We will be
analyzing data in December to see how our ees
used these services and what we can do to
enhance them

3. Develop and
implement plan
to reduce
overtime costs
and reduce
mandatory
overtime.

FY24-FY25 Savings-TBD Reduced Long term Injury On Duty (IOD's) by 6 FTE's & continuing to work on health and wellness.

Developing long-term strategies to reduce
Overtime (OT).

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4. Monitor
efficacy of
enhanced
Employee
Assistance
Program
(CONCERN.)
FY23-FY25 Staff Time We have contracted with a speciality EAP provider (CONCERN) which specializes in helping first
responders to work related stress. We will be
analyzing data in December to see how our ees
used these services and what we can do to
enhance them

5. Promote and
monitor
Employee
Wellness
programs
designed to
assist
employees with
health and
stress
management.

FY23-FY25 Staff Time Need to gather the data collected over the last 3 years to create a strategy to help employees
manage their health and stress.

The police department has expanded our fitness
program, food services vendor, and mental health
utilization to assist police department staff with
issues of stress they face on the job. The police
department is continuing to work on this effort but
is complete in services provided.

6. Circulate
Parks &
Recreation
activity guide
with staff to
identify
recreational/
social/wellness
activities,
programs, and
event
opportunities.

FY23-FY25 Part of Core
Operations
Part of Core Operations - Exploring revenue
enhancement through ad sales.

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OE 1.6 - Staff
Development
(Strengthen
Team, create
norms,
identify
gaps,
training
opportunitie
s, path to
advancemen
t, customers
service
training)
All
departments
All
departments

1. Develop
robust systems
and processes.

FY23-FY25 TBD All departments are currently reviewing their systems and processes to evaluate the need for
change management.

2. Complete
Citywide virtual
and onsite
technology
trainings for
software
changes as
projects are
deployed.

FY23-FY25 $60K Provided Microsoft trainings on various topics.

Developing GIS Training Curriculum. Provided
Employee Self Service and Timecard entry and
Payroll training to staff as needed during Time
Entry implementation.

Additional trainings will be part of the ongoing staff
development.

3. Identify
training
opportunities for
staff to keep
skillsets current
with changing
needs of the
organization.

FY23-FY25 Staff Time Each department is reviewing and identifying their specific training needs.

HR Department provided supervisory training to
staff as part of the supervisory academy.

IT department provided Microsoft trainings on
various topics. Developing GIS Training
Curriculum.

Finance department in collaboration with IT
department provided Employee Self Service,
Timecard entry and Payroll training to staff as
needed during Time Entry implementation.

4. Connect
employees to
different training
resources from
LEARN or other
training courses
provided by
SME/
consultants.

FY23-FY24 Staff Time HR is leading the effort for the implementation of the LEARN module (Learning management system)

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5. Find ways to
engage
employees and
help with culture
change.

FY23-FY25 Staff Time Project Not Started
OE 1.7 -
Enhance
internal
communicati
on & Support
Departments
City
Manager's
Office
All
departments

1. Initiate bi-
annual all hands
meetings to
share
organizational
priorities/
progress.

FY23-FY25 Staff Time First round of all hands meetings were held in July 2023

2. Continue
quarterly Senior
Leadership
Team
(SLT)/Managers
meeting to
provide updates
and trainings.

FY23-FY24 Staff Time The quarterly SLT/Managers meetings are continuing to provide updates, trainings and
improve ongoing communication. Now part of
Ongoing Operations

3. City
Manager's Office
attends
department
meetings and
briefings to
share
information and
gather feedback
from employees.

FY23-FY24 Staff Time City Manager completed attending all department meetings. An Ideas office was also implemented
where employees can come and share ideas with
City Manager on 1:1 basis

4. Share
mission, vision,
and city council
goals with city
employees
through City
Manager's Office
communications
and department
briefings.

FY23-FY25 $1.5K The City Manager held a listening tour in early 2024 and visited each City department to share budget
updates with employees. At the quarterly SLT-
Managers Meeting the City Manager regularly
provides organization updates.

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5. Encourage
cross-
departmental
collaboration.

FY23-FY24 Staff Time Various engagement methods have been implemented and Senior Leadership Team
encourages staff and managers for continual
improvement.

This is now an ongoing activity

OBJECTIVES
OE 2 - Develop strong and effective systems and processes OE 2.1 -
Create
disaster
recovery and
continuity of
services plan
All
departments
All
departments

1.Create
strategy to train
and maintain
compliances of
Federal and
State Standards,
Grant
Management,
Disaster
Management,
Hazard
Mitigation, Cost
Recovery,
Community
Emergency
Notifications
and Public
Outreach as well
as employee on-
boarding.

FY23-FY25 $160K+ • Following a recent Cal OES Audit, Fire worked with Public Works, Finance (Purchasing & Risk)
as well as City Attorney's Office to create a
template for contracts (disaster recovery) that
includes all FEMA provisions (March 2024)
• Following the City's last audit, Finance is
encouraging departments to seek quarterly
reimbursements instead of semi-annual or
annual (Fall 2023)
• HR has included NIMS classes (baseline EOC
courses) as part of new employee on-boarding
• Fire is implementing 2023 audit findings as
part of enhanced processes for 2024 to avoid
future findings that may jeopardize funding
(June 2024)
• Fire was re-audited on SAFER and was found
to be in compliance/remedied 2023 findings

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 61 of 87 Strategies Department
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Supporting
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Actions Timeline Estimated
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Progress Update
OE 2.2 -
Develop
uniform
department-
based
policies and
procedure
manuals
(SOP)
All
departments
All
departments

1. Develop,
communicate,
and implement
industry based
standard
policies and
procedures.

FY23-FY24 Staff Time Citywide - Review and update Administrative Policy Manual, Review and revise existing policies and
procedures, Implement new policies as required by
changing industry standards

2. Monitor and
evaluate the
procedures to
ensure
compliance with
all relevant laws,
regulations, and
city policies.

FY23-FY24 Staff Time All departments monitor and evaluate the procedures to ensure compliance with all relevant
laws, regulations, and city policies as an ongoing
practice

3. Each
department
creates internal
standard
operating
procedures and
policies.

FY23-FY24 Staff Time Working with each department admin to identify city-wide internal standard operating procedures
and departmental.

4. Update and
modernize the
City’s
administrative
policy manual.

FY23-FY24 Staff Time A new system DocTract was implemented which converted City's Administrative manual to an online
platform. Staff training complete.

OE 2.3 -
Document
the
development
workflow
Community
Development

1. Standardize
and document
the development
process from
initial
application to
certificate of
occupancy.

FY23-FY24 TBD Not Started

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 62 of 87 Strategies Department
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Cost
Progress Update

2. Ensure clarity
of development
process for
applicants and
the public.

FY23-FY25 Staff Time Internal work on mapping the City's development processes is nearly complete. The next steps in
2025 will be to engage with stakeholders in the
evaluation of our processes and to gather more
information on best practices leading to the
creation of a refined development services
process.

3. Improve staff
coordination
cross-
departmentally
for managing
the development
process .

FY23-FY25 Staff Time City staff have reconstituted regular meetings to coordinate across departments on the
development process as well as started regular
meetings with the stakeholders for key
development projects. In 2025 the completion of
the development process refinement, the
implementation of Energov, and research into
additional new tools for managing development
and cross-department work is planned to take
place.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 63 of 87 Strategies Department
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Cost
Progress Update
OE 2.4 -
Project
Delivery
(Improve
timeline,
create
capacity,
manage
expectations
)
Finance Public Works
Information
Technology

1. Implement
process to
prioritize capital
projects and
utilize Easy CIP
software to
program
projects into the
CIP.

FY23-FY24 TBD Staff implemented a new planning software, EasyCIP, and process to develop the city's Capital
Improvement Plan. In October, a call for projects
from internal and external stakeholders, was
completed and 350 projects estimated over $550
million were received. Through a prioritization
process and assessment of available revenue only
142, projects, valued at over $189.4 million were
recommend for adoption in the two year budget
cycle.

On April 11, 2023, staff provided council with an
update on the development of the City of Fairfield's
5-year Capital Improvement Plan and the work
completed to date. Council adopted the 5-year
Capital Improvement Plan budget on June 20,
2023. Integration with ArcGIS Hub is in progress to
provide a more publicly accessible visual interface
on the City's CIP project statuses (Go live January
2024).

2. Implement a
Project Portfolio
Tracking System
to track the
visibility of
workload and
progress of
Information
Technology
projects.

FY23-FY24 $25K Information Technology department implemented the EasyCIP system to track the progress of the IT
department projects and share data with interna;
departments on the project status completion and
progress details.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 64 of 87 Strategies Department
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Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update
OE 2.5 -
Technology
Infrastructur
e
Modernizatio
n
Information
Technology

1. Plan and
implement 42
Technology
Infrastructure
Modernization
projects
identified by the
Digital Strategic
Plan over the
next four years.

FY23-FY27 TBD Projects Update DEC 2024
Examples of projects completed for Technology
Infrastructure Modernization.

CCTV Camera Replacement and
Standardization
Adult Recreation Center Door Badging for
security
Police Mobile Command Center
Communications Infrastructure Upgrade -
Replace current connectivity infrastructure
to support drone, video and stable
connectivity
Video Equipment in Police Interviews
Rooms Upgraded
Axon Cradle Point and In-Car Video
Solution - Proof of concept Completed
Ongoing Hardware Equipment Projects in
progress - Computers, Servers, Storage,
Wireless, UPS, Cameras, and Network
Equipment
Water Treatment Plant SCADA IT
Infrastructure upgrade completed
Laserfiche Document portal to access
Council Agenda, Boards and Commission
Documents and Contracts are available at:
https://eservices.fairfield.ca.gov/
WebLink/?dbid=0&repo=SharedDocs
Updates completed to the following
website pages for
• Broadband
https://www.fairfield.ca.gov/
broadband

1. 2.

3. 4.

5. 6.

7. 8.

9. Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 65 of 87 Strategies Department
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Progress Update
• Centralized Mobile Apps
https://www.fairfield.ca.gov/mobile
• Cybersecurity Awareness
https://www.fairfield.ca.gov/
government/city-departments/
information-technology/cybersecurity-
awareness#!/
• Peafowl https://www.fairfield.ca.gov/
peafowl

2. Information
Technology to
coordinate with
PW to replace
the Train Station
Uninterrupted
Power Supply
(UPS).

FY23-FY25 $470K Next Step - Vendor site walk for UPS replacement recommendation

3. Information
Technology to
coordinate with
PW and Police
Departments to
standardize and
replace the
CCTV cameras
due for
replacement
over the next
two years.

FY23-FY25 $350K DEC 2024
Licensing purchase for CCTV licenses completed.

Switched to lower cost software and consolidated
licensing.

Replace Cameras at City Buildings which are end
of life - Cameras replaced at Fire Station 37, Adult
Recreation Center, Community Services, and
Corpyard

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 66 of 87 Strategies Department
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Actions Timeline Estimated
Cost
Progress Update

4. Complete
Voice Over IP
(VoIP) citywide
phone system
replacement.

FY22-FY24 $900K DEC 2024 :

The city replaced it's 20+ year old Phone System.

This was a multi departmental effort and the new
system went live in September 2023. The Phone
Circuit Audit was completed and City disconnected
old and retired circuits saving over $100K in the
ongoing costs.

PROJECT COMPLETED AND CLOSED.

5. Complete
wireless
assessment
study for all City
buildings.

FY23-FY24 TBD Contract in Place - Planned to be completed in FY25

6. Complete
EOC Audio
Video upgrade.

FY22-FY23 $190K+ EOC Audio Video upgrade was completed and new improved technology and training was provided to
the EOC group

7. Develop
technology
infrastructure
Disaster
Recovery and
Business
Continuity Plan.

FY23-FY25 $50K DEC 2024 - Disaster Recovery (DR) Plan is on hold until the DR Colocation site setup and test is
complete. DR Colocation configuration and testing
completion is required prior to finalizing Business
Continuity Planning (BCP).

June 2024 - Business impact analysis department
interviews conducted to inform Disaster Recovery
and Business Continuity design efforts. ONGOING

ANNUAL REPORTING WILL BE COMPLETED AS

PART OF CIP PROJECT DASHBOARD

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 67 of 87 Strategies Department
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Cost
Progress Update

8. Identify next
steps for the
data center
replication site.

FY23-FY25 $185K
annually
DEC 2024 - Data Center Colocation Setup in
Progress
$250K - First Year Setup, Configuration and Testing
/ $185K annual ongoing
Business impact analysis interviews have
completed and associated requirements for design
architecture are complete. Identified the scope and
funding requirements. Council staff report
requesting funding was approved in Jun 2024
OE 2.6 -
Cyber
Resilience
Plan (CRP)
Information
Technology
Fire

1. Plan and
implement the
cybersecurity
projects
identified by
CRP over the
next three years.

FY23-FY26 $1M annually A Cyber Resilience Plan (CRP) was presented to Council in Close session on Feb 2023.

DEC 2024 - 33 out of 58 projects are
completed. The second year project deployments
are in progress.

JUN 2024 - Completed 19 out of 58 projects
identified related to Governance, Policies,
Procedures, system implementations and
upgrades as identified in the Cyber Resilience
Plan.

The details on CRP Projects are not disclosed as
the contract contains an information security
record that would reveal vulnerabilities to, or
otherwise increase the potential for an attack on,
an information technology system of the City of
Fairfield (Government Code 7929.10)

2. Develop and
implement
cybersecurity
governance,
policies, and
procedures.

FY23-FY25 $70K Governance documentation and Risk Management Program creation in progress. Documents in Final
Review

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 68 of 87 Strategies Department
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Actions Timeline Estimated
Cost
Progress Update

3. Expand
citywide
cybersecurity
training and
education.

FY23-FY25 $30K Implemented a Phishing Campaign Annual
employee Cybersecurity training Implemented a
Cyber webpage for employees and community with
wide range of informational videos, cyber crime
reporting. This will be an ongoing program.

4. Update the
website to
include
cybersecurity
resources for
the community.

FY23-FY25 Staff Time A new cybersecurity webpage with educational and informational resources was added to the City
website
www.fairfield.ca.gov/cyber

5. Coordinate a
Cyber Incident
Response Plan
exercise in
coordination
with Fire
Department.

FY23-FY25 Staff Time Conducted a Cyber Incident Response Plan exercise. Staff will be conducting an Annual
Exercise ongoing.

OBJECTIVES
OE 3 - Enhance the customer experiences
OE 3.1 -
Geographical
Information
Systems
(GIS) Master
Plan
Information
Technology
All
departments

1. Conduct
community GIS
survey.

FY23-FY23 Included as
part of GIS
Master Plan
development
The survey was provisioned to the community in
April 2023. The survey identified the most
commonly used GIS maps and tools and what kind
of performance data would the community be
interested in. The results included highest interest
in Crime Data, Council Goals and Priorities
progress report, Capital Improvement Program
Projects progress report, My Fairfield CA App,
Police Activity Map, Garbage Day and Street
Sweeping schedule.

The survey results were incorporated in the 5 year
GIS Master Plan and will be tracked as part of
Transparency efforts..

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 69 of 87 Strategies Department
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Cost
Progress Update

2. Develop a GIS
Master Plan
(5-year
roadmap).

FY23-FY24 Professional
Services One-
Time - $150K
DEC 2024: Master Plan Completed and Published
on the Website: https://www.fairfield.ca.gov/
government/city-departments/information-
technology/geographical-information-system-gis
GIS Master Plan Document can be accessed here:
https://online.flippingbook.com/view/94556602/
The GIS Master Plan will include GIS Assessment
and Strategy Planning, identify the projects for the
next 5 years with resource and budget
requirements. The List of projects and prioritization
to be completed with GIS Master Plan.

3. Complete
Return on
Investment
(ROI) Analysis
for the GIS
Program.

FY23-FY24 TBD DEC 2024: ROI Analysis was completed as part of the GIS Master Plan development and will be now
part of ongoing annual analysis. Staff identified key
areas of performance tracking.

Master Plan Completed and Published on the
Website: https://www.fairfield.ca.gov/government/
city-departments/information-technology/
geographical-information-system-gis
GIS Master Plan Document can be accessed here:
https://online.flippingbook.com/view/94556602/

4. Train
departments to
leverage GIS
technologies.

FY23-FY25 Included with
GIS Master
Plan
DEC 2024 GIS training curriculum in development

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 70 of 87 Strategies Department
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Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

5. Implement
Projects
identified in the
GIS Master Plan
(5-year
roadmap).

FY23-FY28 $1.5 M (5
year costs)
Many datasets are published on the Fairfield
Transparency Portal
https://transparency.fairfield.ca.gov/
Completed Projects:
• Capital Improvement Projects (CIP) Dashboard
• Development Projects (Villages) Dashboard -
Additional Projects to be added in the phase 2
• Police Transparency Portal and Open Data
Portal
• Cordelia Fire Protection District Layer added to
production GIS and posted to RIMS and Tablet
Command.

The final 5-year roadmap developed. The roadmap
identified more than 200 action items to be
implemented including Governance, User group,
technology projects, policies, procedures, and
training requirements. Staff is currently developing
a final prioritized list of projects.

Master Plan Completed and Published on the
Website: https://www.fairfield.ca.gov/government/
city-departments/information-technology/
geographical-information-system-gis
GIS Master Plan Document can be accessed here:
https://online.flippingbook.com/view/94556602/

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 71 of 87 Strategies Department
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Cost
Progress Update
OE 3.2 -
Improve data
driven
decision
making &
information
sharing
Information
Technology
Finance
Human
Resources

1. Implement an
open data portal
and rollout open
datasets.

FY23-FY25 $5000
annually (S/
w) plus Staff
Time
DEC 2024
Open Data Portal will be launched in JAN 2025.

Added 80+ datasets to the Fairfield Transparency
Portal (Open
Data) https://transparency.fairfield.ca.gov/
Staff is defining a strategy and review process to
identify initial datasets to be rolled out with the
launch of Open Data Portal.

Additional Datasets will be added on a rolling
basis.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 72 of 87 Strategies Department
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Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

2. Implement
GIS story maps.

FY23-FY25 Staff Time Multiple story maps were published. New story maps will be included in the 5-year GIS Master Plan
and reported as part of GIS Master Plan.

Storymaps provide with valuable information and
integrates maps, legends, text, photos, video and
provides functionality that helps users explore this
content.

Get to Know your City Council: https://arcg.is/
1jWe0e2
Digital Inclusion, Equity, and Broadband
Project: https://arcg.is/0qmvOq
Police Public Service Area Beat Map:
https://arcg.is/0L1yPH
Fairfield Summer Music Series: https://arcg.is/
1zT5Dy
Fairfield REAP Program: Hub https://arcg.is/
0TzuPD
Lopes Road Landslide: https://arcg.is/1WOjnL
Fairfield Battery Recycling Drop-Off Locations:
https://arcg.is/10CWSf0
Fairfield Water Infrastructure: https://arcg.is/
0e9SGT

1. 2.

3. 4.

5. 6.

7. 8.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 73 of 87 Strategies Department
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Cost
Progress Update

3. Explore
options for
performance
metrics
reporting.

FY23-FY25 $45K Staff has implemented a transparency
webpage https://transparency.fairfield.ca.gov and
a dashboard to provide status update for the
Council Goals and priorities and Capital
Improvement Program Projects Progress Reports.

Added Police Transparency, Open Data Portal and
Development Projects Dashboard.

Staff is reviewing the Performance Metrics to be
tracked and reported, and Open Budget
Dashboards.

4. Coordinate
launch of the
Parks Maps,
Trails &
Amenities
Content Sharing
App
(OuterSpatial).

FY23-FY25 $1700 App https://www.outerspatial.com/communities/ california deployed and In use. Updates will be
ongoing.

Download App here: https://fairfield.ca.gov/mobile

5. Leverage new
ERP to provide
improved
transparency
and data
analytics.

FY23-FY25 Staff Time Staff is working with departments to develop the reports needed for efficiencies and improved data
analytics. This will be an ongoing task.

6. Implement
Public Self-
Service
Document
Portal
FY24-FY25 DEC 2024
City Manager's Office and Information Technology
department completed the document portal for
accessing public contracts, City Council agenda
and documents, documents related to various
boards and commissions.
https://eservices.fairfield.ca.gov/
WebLink/?dbid=0&repo=SharedDocs

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 74 of 87 Strategies Department
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Departments
Actions Timeline Estimated
Cost
Progress Update

7. Implement
Police
Transparency
Portal (Crime
logs, Hate
Crime, Stop
Data)
FY24-FY25 Staff Time DEC 2024 - Implemented Police Transparency Portal https://transparency.fairfield.ca.gov/
SEP 2024 - Conducted kick-off w/GTG and Police
on Aug 12th. Defined data requirements

8. Budget
Transparency
Portal
FY26-FY27 TBD Not yet started – will be incorporated in Open Data.

9. Implement
Dashboards –
Homelessness,
Parks and Rec
Amenities
FY25-FY27 Staff Time Not yet started – Homelessness
Park Amenities in application review process

10. Emergency
Response Map
and Dashboard
of Fire/Medical
Incident Calls
for Service
FY26-FY27 Staff Time Not yet started.

11. Implement
Community
Development
Story Maps
FY25-FY26 Staff Time DEC 2024 - Implemented Development Projects Dashboard - Phase I - Villages Development
https://transparency.fairfield.ca.gov/
SEP 2024- Kickoff meeting w/ our GIS vendor, GTG
on 10/10.

PW & CD to provide GTG starting data by 10/25.

Next project meeting scheduled w/GTG, PW & CD
on 10/25.

GIS Team working w/GTG on initial build.

Requested feedback from SME's - Planning & PW
on prototype

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 75 of 87 Strategies Department
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Actions Timeline Estimated
Cost
Progress Update
OE 3.3 -
Modernize
City
applications
Information
Technology
All
departments

1. Replace or
upgrade 38
applications
and/or cloud
migration as
identified by
Digital Strategic
Plan.

FY23-FY27 Varies by
Project
DEC 2024 - Few Examples Below:
23 out of 38 projects completed. (Based on Digital
Strategic Plan adopted in 2022 - 5 year roadmap)
Tyler MUNIS - Employee Timekeeping system
completed. Developed future change
management plan
Completed Police Department replacement of
Workforce Scheduling System
Utility Billing System Upgrade Completed and
Mobile App Deployed.

New Water Meter Service (Permits)
Application Process completed
Implemented Digital Asset Management Tool
for City Manager's Office to track digital photo
assets.

Implemented New agenda Management
Software
Implemented New Generative AI Webpage
https://www.fairfield.ca.gov/government/city-
departments/information-technology/artificial-
intelligence-ai
Portal to access Public Documents upgraded -
https://eservices.fairfield.ca.gov/
WebLink/?dbid=0&repo=SharedDocs
Expanding to larger EV infrastructure charging
throughout the City. The new project to be a
multi-year w/ 20 locations throughout the City
for charging infrastructure
Docusign Pilot with HR completed

1. 2.

3. 4.

5. 6.

7. 8.

9. 10.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 76 of 87 Strategies Department
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Actions Timeline Estimated
Cost
Progress Update

2. Implement
new Enterprise
Resource
Planning
Software

1. Financials
Module

2. Human
Capital
Management
(HCM) Module

3. Executime
(Timesheets and
Scheduling)
Module
FY23-FY25 $524K -
Ongoing
maintenance
ERP system
FINANCE WENT LIVE IN JULY 2022
HR/PAYROLL WENT LIVE IN JAN 2023

TIMEKEEPING SYSTEM WAS COMPLETED AND
IMPLEMENTED IN 2024.

PROJECT COMPLETED AND CLOSED

3. Implement
New Land Asset
Management
Module (include
Land Use,
Planning,
Permitting)
FY23-FY27 $557,400 DEC 2024 Update:
• PROD & TEST environments updated to latest
Version
• Civic Access (Public Portal) - Begin design of
webpages for “branding”
• Data Conversion Planning - Testing in Training
Environment
• Next Step - working with Subject Matter
Experts (SME's) validate data migration
• 2 rounds of testing before final approval
• System Testing – All teams now testing and
continues till March
• Report/Forms Development In Progress
• Planning for Staff Trainings

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 77 of 87 Strategies Department
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Actions Timeline Estimated
Cost
Progress Update
OE 3.4 -
Internal
customers
satisfaction
survey
Human
Resources

1. Solicit
feedback from
departments on
how HR can
improve its
services and
create metrics
to measure
success in
responding to
feedback.

FY23-FY24 $200 HR will finalize HR metrics in the next fiscal year.

2. RFP Worker’s
Comp Third
Party
Administrator
FY24-FY25 An RFP was published on 1/30/2024. Athens
Administrators was selected as the successor TPA
following Council approval on 8/20/2024. Athens
began services on 10/1/2024

OBJECTIVES
OE 4 - Ensure fiscal sustainability
OE 4.1 -
Consolidate
citywide
purchasing
and service
contracts for
efficiency
Finance All
departments

1. Consolidate
all citywide
software and
technology
contracts for
GASB 96
reporting.

FY23-FY24 Staff Time Created initial list in Mar 2023 and completed frst compliance reporting in July 2023

2. Review and
revise
technology
contract
templates and
develop
workflow for
Information
Technology
procurement.

FY23-FY24 Staff Time All Citywide Contract Templates were revised and updated and added new templates for Technology
Software As a Service, Payment Card Industry
(PCI), and added additional language for new
regulatory requirements.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 78 of 87 Strategies Department
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Supporting
Departments
Actions Timeline Estimated
Cost
Progress Update

3. Identify
opportunities for
cooperative
purchasing
among internal
departments.

FY23-FY25 Staff Time Some contracts have been identified and consolidated. Continue to evaluate Multi-
department contracts for cooperative purchasing
opportunities.

Most recently individual Amazon accounts have
been consolidated into one Amazon Business
account.

OE 4.2 -
Review
reserve
funds and
policies to
address un/
underfunded
liabilities
Finance

1. Amend or
update General
Fund reserve
policies in FY
24-25 biennial
budget.

FY22-FY23 Staff Time New general fund reserve policy went to council with budget adoption. Programmed additional
funding to address underfunded liabilities in FY24
Budget.

OE 4.3 -
Leverage
outside
funding
opportunitie
s
All
departments
All
departments

1. Explore grant
opportunities
FY23-FY25 TBD All departments are evaluating grant options where applicable
Duplicate and mentioned in multiple places
OE 4.4 -
Revenue
Increases
Finance

1. Credit Card
Fee Charges
FY24-FY24 Staff Time Customers are now absorbing credit card processing fees.

2. Complete Fee
Study –
Planning, Public
Works, Police
and Code
Enforcement
Fees, Animal
Services
FY 23-FY25 Fees were updated and adopted by Council in May 2024 and became effective July 08, 2024.

3. Review Parks
Facility Rentals
and Aquatics
Fees
FY24-FY24 Fees were updated and adopted by Council in May 2024 and became effective July 08, 2024.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 79 of 87 Strategies Department
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Actions Timeline Estimated
Cost
Progress Update

4. Complete
Development
Impact Fees
Study
FY25-FY26 $75K Project # 2 - In Progress - Studies are now underway for a series of AB1600 fees and there
will be a study in the year ahead on building fees as
well as other AB1600 and Northeast program fees.

Project # 1 - Completed - Citywide Comprehensive
User Fee Schedule - A new free schedule was
adopted for many City fees in July 2024.

5. Review
Business
License Tax
FY24-FY25 Staff Time
plus
consulting
costs $90K
Business License information can be found here:
https://www.fairfield.ca.gov/government/city-
departments/community-development/building-
safety/business-license
Municipal Code -
https://www.codepublishing.com/CA/
Fairfield/#!/html/Fairfield10B.html
NOV 2024 ELECTION
MEASURE L - Business License Tax
- https://www.fairfield.ca.gov/government/city-
departments/city-manager-s-office/
measures-2024
MEASURE L - Information can be found at the
Registrar of Voters website
- https://www.solanocounty.com/depts/rov/
Election Results can be found here:
https://www.solanocounty.com/civicax/filebank/
blobdload.aspx?BlobID=43779

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 80 of 87 Strategies Department
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Actions Timeline Estimated
Cost
Progress Update

6. Review
Transient
Occupancy Tax
FY24-FY25 Municipal Code: Transient Occupancy Tax
- https://www.codepublishing.com/CA/
Fairfield/#!/html/Fairfield18.html (Article III)
NOV 2024 ELECTION
Measure M: Hotel and Motel Tax Paid by Visitors -
Information can be found at the Registrar of
Voters website - https://www.solanocounty.com/
depts/rov/
Election Results can be found here:
https://www.solanocounty.com/civicax/filebank/
blobdload.aspx?BlobID=43779

Community Engagement

OBJECTIVES
CE 1 - Increase Outreach
CE 1.1 -
Solicit
feedback
City
Manager's
Office
All
departments

1. Conduct
Council initiated
listening tours
throughout city.

FY23-FY24 <$25K Council initiated listening tours were completed throughout the City.

2. Develop
strategic
communications
plan to share
and receive
information
regarding
Council
priorities.

FY23-FY24 Communications Assessment was completed and
a report was presented to Council in Jan 2024.

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3. Promote
Flash Vote tool
to develop quick
periodic surveys
to solicit
feedback.

FY23-FY24 Currently renewing service agreement. Intent of Flash Vote is to take a pulse survey of current
issues up to once a month to provide real-time
feedback on City initiatives/projects.

4. Continue
community
outreach events
such as tabling
at the Farmers
Market and
Coffee with the
Cops.

FY23-FY24 Staff Time Continue community outreach events such as tabling at the Farmers Market and Coffee with the
Cops.

Ongoing Activity
CE 1.2 -
Travis AFB
Outreach
City
Manager's
Office

1. Work with
Travis AFB to
provide service
members
opportunity to
get involved
with the
community.

FY23-FY24 Staff Time No update as of DEC 2023

2. Continue
TAFB
participation at
the Fairfield
CAN.

FY23-FY25 Staff Time Ongoing effort. Travis AFB continues to participate in the CAN meetings and in the summer, CAN
members participated at the TAFB Open House to
welcome newly stationed service members and
invite them to participate in the local faith-based
organizations and churches.

CE 1.3 -
FF101
Roadshow
All
departments
All
departments

1. Develop
outreach to
community
service groups
to offer
presentation on
department
functions.

FY23-FY25 Staff Time Not Started

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CE 1.4 -
Build/
Develop
Relationship
w/
Community
(participants,
partners,
public)
All
departments
All
departments
1a. Establish
robust Business
Watch Programs
for the
Downtown Heart
of Fairfield area,
West Texas
Corridor, and
North Texas
Corridor. Grow
the Crime-Free
Multi Housing
Program to 60%
participation
city-wide.

FY23-FY24 Staff Time Business Watch has been re-established downtown and with the North Texas Street
Business Association. Both held NNO events this
year. Crime Free continues to grow as well.
1b. Grow PD
Business Watch
and
Neighborhood
Watch
programs.

FY23-FY24 Staff Time The Crime Prevention Unit has worked to continue growing these Watch programs with the newest
Neighborhood Watch program starting on Lincoln
Street. In October, a block watch captains dinner
was held in appreciation for the hard work and
dedication to the program. Final numbers will
come out at the end of the year.

This is complete but we will continue to grow
programs indefinitely.

3. Expand local,
regional, state
and national
government
partnerships.

FY24-FY25 Developed Inter Governmental Support Agreement (IGSA) with Travis AFB. Exploring initial scope of
work for - Task Order 1

4. Develop
action plan to
connect staff
with Fairfield
organizations,
non-profits,
businesses, and
community
groups.

FY23-FY25 Staff Time The new economic development workplan developed by the Community Development
Department incorporates a robust plan for
connecting with and maintaining relationships with
key partners.

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CE 1.5 -
Educate
community
on traffic
safety
Police

1. Begin social
media campaign
on traffic safety,
bicycle safety,
and pedestrian
safety.

FY23-FY24 Staff Time There have been several social media posts throughout the year about various traffic safety
concerns and issues. This campaign will continue
through the rest of the year.

2. Educate
prevention
techniques and
enforcement to
reduce the
amount of injury
collisions in our
community.

FY23-FY24 Staff Time End of Calendar Year 2023 Stats:

Type of
Crash
2022 2023 %
Difference
DUI
Crashes
155 115 25.8%
decrease
Injury
Crashes
549 519 5.5%
decrease
# of
people
injured
from
crashes
775 700 9.7%
decrease
Fatalities 9 5 44.4%
decrease

OBJECTIVES
CE 2 - Events

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 84 of 87 Strategies Department
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CE 2.1 -
Downtown
Community
Development
Police

1. Continue
offering
signature events
in the downtown
area including
Blues/Brews/
BBQ, 4th of July
& Veteran’s Day
parades, Tomato
& Vine Festival.

FY23-FY23 Part of Core
Operations
Downtown events are part of Core Operations and
ongoing activity

2. Continue to
coordinate the
Farmers Market
and Small
Business
Saturday events.

FY23-FY25 Staff Time Farmer's Market was held in 2024 with new contracted partner and several downtown events
saw record attendance in 2024.

3. Expand
smaller
businesses
support events
either through
direct effort or
in partnership
with partner
organizations.

FY24-FY25 With the implementation of the new economic
development workplan, partner organizations have
been approached about the potential for greater
collaboration on events to engage large portions of
the city's business community.

CE 2.2 -
Community
All
departments
All
departments

1. Continue to
provide staff
presence and
support at
community
events to better
connect with the
community.

FY23-FY24 Staff Time

OBJECTIVES
CE 3 - Intentional Campaign

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 85 of 87 Strategies Department
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CE 3.1 -
Market our
great work
City
Manager's
Office
All
departments

1. Develop
strategic
communication
plan to promote
progress made
on Council
goals.

FY23-FY24 $49K The Council Goals and Priorities Progress Dashboard Launch in January 2024
https://transparency.fairfield.ca.gov
The transparency portal will have new added
features annually. New features launched in Jan
2025 are:

Open Data Portal
Police Transparency Portal
Development Projects (Villages By Clay Bank/
Manuel Campos)

2. Advance
specific
departmental
communications
to show the
good work
happening in the
city.

FY23-FY24 State of the City and the annual newsletter with accomplishments is published on annual basis.

The communications assessment is being
completed and recommendations will be
implemented in 2024

3. Create
communications
task force to
improve
information
flowing out of
departments.

FY23-FY24 Reconvening of the Editorial Board (City Content Creators) - Action Item from the Communications
Assessment
• Content Creators from each department
assigned to submit content for the weekly
council report (Fairfield Weekly Newsletter)
• Some content will be pulled from the weekly
submissions for social media and website
stories
• First meeting was held in May, 2024 and will
meet quarterly

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 86 of 87 Strategies Department
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CE 3.2 -
Create
Annual
Report
City
Manager's
Office
All
departments

1. Collaborate
with
departments at
the end of each
calendar year to
develop an
Annual Report
highlighting
accomplishment
s and mail to all
Fairfield
households.

FY23-FY24 $50K-$60K Annual Report published in Feb 2024.

Council Goals FY 2023-25 (Dec-24) Report City of Fairfield, CA Generated 01/16/2025 1:36:25 pm Page 87 of 87