Cities Index.
Agenda, first session

Fairfield City Council
November 18, 2025

Document
Agenda, first session
Meeting
November 18, 2025
Body
Fairfield City Council
Pages
809
Original file
126.4 MB
Text extracted from the city's file for reading and search. Open the original on pub-fairfield.escribemeetings.com. That file is the official record.

Villages at Fairfield Parkside Traffic Impact Analysis 15 of 17 Table 5. VAF Villages I and II EIR vs Currently Proposed Trip Generation Comparison Location Description Daily
Trips
AM Peak Hour Trips PM Peak Hour Trips
In Out Total In Out Total

VAF EIR
Conditions1
Village I 204 Low-Med Density Units,
628 High Density Units 6,115 89 384 473 393 203 596
Village II 270 Low-Med Density Units,

24.3 Acres Mixed-Use 6,978 115 193 308 359 297 656
Total 13,093 204 577 781 752 500 1,252
Currently
Proposed
Conditions2
Village I 432 Single-Family Detached
DU3
3,878 71 211 282 248 145 393
Village II 374 Single-Family Detached
DU 3,396 62 185 247 216 127 343
Lago Vista
151 Single-Family Detached
DU, 224 Single-Family
Attached (Duplex) DU
3,130 55 164 219 169 107 276
Parkside 76 Single-Family Detached
DU 784 15 43 58 49 28 77
Total 11,188 203 603 806 682 407 1,089
Difference (EIR – Final Buildout) 1,905 1 -26 -25 70 93 163 Notes:
1 Source: Villages at Fairfield Environmental Impact Report, Table 4-6 and VAF EIR Appendix 3: Traffic Analysis for The Villages at Fairfield (TJKM, February 4, 2005), Tables IX and X.. The VAF EIR trip generation is based on rates found in the ITE Trip Generation Manual, 6th Edition.
2 Trip rates based on fitted curve equations for the proposed land use consistent with information contained in the ITE Trip Generation Manual, 11th Edition
3DU = Dwelling Units
As shown in Table 5, the Currently Proposed Conditions of Village I and Village II, with the addition of the proposed Lago Vista development and Parkside Project trips would generate 1,905 fewer daily trips, 25 more AM peak hour trips, and 163 fewer PM peak hour trips than the VAF EIR Conditions trip generation for Villages I and II.

The Currently Proposed Conditions of VAF Village I, Village II, Lago Vista development, and Parkside Project have similar access points to the surrounding local roadway network as the VAF EIR Conditions project layouts did, including direct access to Clay Bank Road and Manual Campos Parkway. The similar access points means that traffic generated by the combined current VAF Village I, Village II, Lago Vista development, and Parkside Project would generally distribute to study intersections similar to the project distribution assumed in the VAF EIR.

Currently Proposed Conditions are estimated to generate 25 more AM peak hour trips than VAF EIR conditions. The slight difference in AM peak hour trips would not be large enough to affect traffic operations at nearby intersections or result in new traffic impacts or mitigations beyond those studied in the VAF EIR.

Currently Proposed Conditions are estimated to generate 163 less PM peak hour trips than VAF EIR conditions. The slight difference in PM peak hour trips means that PM traffic operations at nearby intersections would be the same or better than operations studied in the VAF EIR. Currently Proposed Conditions are estimated to generate 1,905 less daily trips than VAF EIR conditions. The slight difference in daily trips means that VMT generated by the Currently Proposed Conditions overall VAF development would be the same or less than studied in the VAF EIR.

Since the background land use and transportation context in the Project area has not changed substantially such that new environmental impacts are anticipated from development of the Project site, reliance on the approved EIR is generally acceptable as established in Concerned Dublin Citizens (2013) 214 Cal.App.4th 1301, 1318–1320 and Olen Properties Corp. v. City of Newport Beach (2023) Cal.App.5th. These court decisions found that a change in the CEQA Guidelines is not new information triggering new CEQA analysis so long as the impacts of the project were considered in the initial EIR. Since VMT was included in the air quality analysis section of the approved VAF EIR, it can be argued that VMT was considered for development of the Project

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Villages at Fairfield Parkside Traffic Impact Analysis 16 of 17 site. Since the proposed Project site has a previously approved EIR that considered VMT, reliance on the approved EIR is acceptable and the Project would not be required to reevaluate transportation CEQA impacts.

VAF EIR Mitigation Measures at Offsite Intersections
The approved VAF EIR included implementation of several transportation mitigation measures at nearby intersections, including improvements at the intersection of Clay Bank Road and Air Base Parkway. Since the improvements identified by the VAF EIR have already been installed at the intersection of Clay Bank Road and Air Base Parkway, the intersection is projected to have sufficient capacity to serve VAF development trips, including trips from Lago Vista and Parkside.

4. SAFE ROUTES TO SCHOOL
The closest elementary school to the Project is Laurel Creek Elementary School, located approximately one (1) mile from the Project site. Students would walk or bike to this school primarily along Gulf Drive.

Sidewalks are present along the entire walking route to this school. There are no marked bike lanes on the route; however, travel to/from the school would take place on residential fronted streets where bikes could share the road.

The closest middle school to the Project is Grange Middle School, located approximately two (2) miles from the Project site. Students would walk or bike to this school primarily along Passion Lane, Horizon Circle, Clay Bank Road, Tabor Avenue, and Blossom Avenue. Sidewalks are present along the entire walking route to this school. Class II striped bike lanes are present on Tabor Avenue and on Clay Bank Road between Horizon Circle and Air Base Parkway, and a Class III marked bike route is present on Clay Bank Road between Quail Drive and Tabor Avenue. Travel on Horizon Circle and Passion Lane between Clay Bank Road and the Project site would take place on residential fronted streets where bikes could share the road.

The closest high school to the Project site is Fairfield High School, located approximately two (2) miles from the Project site. Students would walk or bike to this school primarily along Gulf Drive and Cement Hill Road.

Sidewalks are present along the entire walking route to this school. There are no marked bike lanes on Gulf Drive; however, travel to/from the school would take place on residential fronted streets where bikes could share the road. Class II striped bike lanes are present on Cement Hill Road between Gulf Road and the school.

As described above, no major gaps were identified for existing walking and biking facilities on routes between the Project site and local schools.

5. CONCLUSION
Project Description
The Project would develop up to 76 single-family detached dwelling units. The Project would gain access to the existing roadway network via new local roadway connections to Passion Lane across from Hideaway Lane and Clementine Lane.

LOCAL TRAFFIC OPERATIONS ANALYSIS
Project Trip Generation
The proposed Project is anticipated to generate a total of 784 daily trips, 58 AM peak hour trips (15 inbound and 43 outbound), and 77 PM peak hour trips (49 inbound and 28 outbound) under typical weekday traffic demand conditions.

Intersection LOS and Queueing Analysis
The following four (4) existing intersections were evaluated for LOS and queueing:

1. Clay Bank Road & Manuel Campos Parkway/Cement Hill Road

2. Clay Bank Road & Gulf Drive

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Villages at Fairfield Parkside Traffic Impact Analysis 17 of 17

3. Clay Bank Road & Horizon Road/Horizon Circle (South)

4. Portland Drive & Cement Hill Road/Manual Campos Parkway All study intersections are projected to operate at acceptable LOS under Existing Plus Background and Existing Plus Background Plus Project conditions. All queues are projected to fit within storage except for the westbound left-turn queue at Clay Bank Road & Horizon Road/Horizon Circle, which would exceed storage during the AM peak hour under Existing Plus Background and Existing Plus Background Plus Project conditions. A potential improvement at the Clay Bank Road & Horizon Road/Horizon Circle intersection could be to re-stripe the westbound approach to include a left-turn lane and shared left-through-right-turn lane and implement split phasing for the westbound and eastbound approaches.

Site Access and Internal Circulation
The Project would gain access to the existing roadway network via new local road extensions of Hideaway Lane and Clementine Lane. Internal circulation of the site would be provided by new local residential streets.

The new residential streets would typically be 46 feet wide including one travel lane in each direction, onstreet parking, curb, gutter, and sidewalks. There would be one (1) cul-de-sac on the south side of the project to be designed consistent with City standards.

CEQA TRANSPORTATION ANALYSIS
Multimodal Facilities
The Project residential streets would include new sidewalks on both sides of the road which would serve Project residents. The increase in pedestrian, bicycle, and transit demand from the Project is not projected to put existing facilities over capacity or adversely affect existing or proposed pedestrian, bicycle, or transit facilities in a way that would discourage their use. The Project would not result in unsafe conditions for bicyclists or pedestrians or result in unsafe bicycle/pedestrian/motor vehicle conflicts. The Project would remain generally consistent with multimodal facilities studied in the VAF EIR for Village I.

VMT Policy Analysis
The Currently Proposed Conditions of Village I, Village II, and Lago Vista development with the addition of the proposed Parkside Project trips would generate 1,905 fewer daily trips, 25 more AM peak hour trips, and 163 fewer PM peak hour trips than the VAF EIR Conditions trip generation for Villages I and II. The slight difference in AM peak hour trips would not be large enough to affect traffic operations at nearby intersections or result in new traffic impacts or mitigations beyond those studied in the VAF EIR. Therefore the Parkside Project would not be projected to result in any new transportation impacts beyond those studied in the VAF EIR. Since the proposed Project site has a previously approved EIR that considered VMT, and the background land use and transportation context in the Project area has not changed substantially such that new environmental impacts are anticipated from development of the Project site, reliance on the approved EIR is acceptable and the Project would not be required to reevaluate transportation CEQA impacts.

The approved VAF EIR included implementation of several transportation mitigation measures at nearby intersections, including improvements at the intersection of Clay Bank Road and Air Base Parkway. Since the improvements identified by the VAF EIR have already been installed at the intersection of Clay Bank Road and Air Base Parkway, the intersection is projected to have sufficient capacity to serve VAF development trips, including trips from Lago Vista and Parkside.

SAFE ROUTES TO SCHOOL
The Project is located such that no major gaps were identified for existing walking and biking facilities on routes between the Project site and local schools.

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Villages at Fairfield Parkside Traffic Impact Analysis

ATTACHMENT A

PROJECT SITE PLAN

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LARA APN: 0170-331-011 TAGULAO APN: 0170-331-012
CHAN
APN:
0170-332-007
CRUZ
APN:
0170-332-008

AFICIAL
APN:
0170-333-006
GRAHAM
APN:
0170-333-006
TAGUINOD APN: 0170-334-007 GUNDRAN APN: 0170-334-008
RAMOS APN: 0170-351-013 AUGUSTIN APN: 0170-351-014
CABRERA APN: 0170-352-013 ESLAVA APN: 0170-351-014

FAIRFIELD SUISUN

SCHOOL DISTRICT
APN: 0170-010-051
CITY OF FAIRFIELD APN: 0170-010-019
KUMLER 0170-332-040 APN:

VILLAGES AT FAIRFIELD
29 30
28 21
25 23
24 27
19 31
18 47
44 49
20 22
46 26
48 35
36 65
63 33
1 2
3 74
75 71
72 73
70 69
16 14
13 12
11 10
7 8
9 53
62 54
76 55
57 58
50 59
51 60
52 61
34 56
67 68
66 43
45 42
64 15
32 17
38 37
6 40
41 4
5 39

COURT A

STREET B

STREET C STREET B

STREET B

STREET A

STREET C

LOT A WATER QUALITY

0.35± AC.

PROJECT
SITE
NORTH

LOCATION MAP
JUNE 2025

VILLAGES AT FAIRFIELD - PARKSIDE

CITY OF FAIRFIELD, CALIFORNIA
BUILDING RELATIONSHIPS ONE PROJECT AT A TIME 3875 HOPYARD ROAD STE 345 TEL 925.847.1556 PLEASANTON, CA 94588 FAX 925.847.1557
200
100
50 0
NORTH
REVISED JULY 3, 2025

SITE PLAN

HOUSING SUMMARY
PLAN 1
PLAN 2
PLAN 3
UNIT COUNT HOUSE SIZE (SQ. FT.)
19 19
19 1,654
2,062
2,129
TOTAL 76 -

PARKING SPACE TYPE
STREET
DRIVEWAY*
GARAGE
UNIT
NO. OF SPACE/
SPACES
83 1.1
114 1.5
152 2.0
TOTAL 349 4.6 SPACES/UNIT

PARKING SUMMARY

50.0'x54.5' PERCENT MIX*
25%
25%
25%
100%
PLAN 4 19 2,195 25%
*HOUSE PLANS 1 AND 4 CONTAIN A ONE-CAR DRIVEWAY SPACE. PLANS 2 AND 3 CONTAIN TWO-CAR DRIVEWAY SPACES.
*HOUSE PLAN MIX IS APPROXIMATE AND IS SUBJECT TO CHANGE. 3 OF 9

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Villages at Fairfield Parkside Traffic Impact Analysis

ATTACHMENT B

VAF ILLUSTRATIVE MAP

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Project Site Lago Vista
Village I Lot
2 Remainder
Village II Lot
4 Remainder
Village II Lot
3 Remainder

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Villages at Fairfield Parkside Traffic Impact Analysis

ATTACHMENT C

TRAFFIC COUNTS

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National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Manuel Campos Pkwy
City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:

0.5 0.5 1 0 1 1 0 0 0.3 0.3 0.3 0 0.5 1 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 23 2 22 0 2 5 0 0 0 42 30 0 30 81 0 0 237
7:15 AM 30 0 25 0 2 4 5 0 2 38 40 0 69 77 2 0 294
7:30 AM 45 0 33 0 4 3 2 0 3 46 26 2 58 91 2 0 315
7:45 AM 45 4 30 0 4 5 0 0 1 48 33 1 46 81 3 0 301
8:00 AM 53 2 31 0 4 4 3 0 1 57 34 1 47 87 2 0 326
8:15 AM 23 1 32 0 5 5 1 0 1 55 29 0 42 63 3 0 260
8:30 AM 31 0 27 0 2 2 0 0 2 38 30 0 45 68 1 0 246
8:45 AM 25 4 30 0 1 4 3 0 2 50 24 1 44 63 2 0 253

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 275 13 230 0 24 32 14 0 12 374 246 5 381 611 15 0 2232 APPROACH %'s : 53.09% 2.51% 44.40% 0.00% 34.29% 45.71% 20.00% 0.00% 1.88% 58.71% 38.62% 0.78% 37.84% 60.68% 1.49% 0.00% PEAK HR : 7:15 AM 38 0 0 TOTAL
PEAK HR VOL : 173 6 119 0 14 16 10 0 7 189 133 4 220 336 9 0 1236 PEAK HR FACTOR : 0.816 0.375 0.902 0.000 0.875 0.800 0.500 0.000 0.583 0.829 0.831 0.500 0.797 0.923 0.750 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU

0.5 0.5 1 0 1 1 0 0 0.3 0.3 0.3 0 0.5 1 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 44 3 68 0 5 5 1 0 0 60 46 0 36 73 4 0 345
4:15 PM 44 8 82 0 2 1 0 0 1 54 46 0 57 56 2 0 353
4:30 PM 30 7 74 0 1 1 0 0 0 70 35 0 44 50 4 0 316
4:45 PM 39 3 63 0 4 4 0 0 2 72 37 0 44 52 0 0 320
5:00 PM 29 6 71 0 1 5 0 0 0 82 41 0 43 70 3 0 351
5:15 PM 42 2 64 0 1 1 1 0 0 74 47 0 38 44 7 0 321
5:30 PM 26 3 81 0 0 1 0 0 0 73 39 0 43 38 3 0 307
5:45 PM 24 5 59 0 3 4 0 0 1 64 36 0 39 55 1 0 291

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 278 37 562 0 17 22 2 0 4 549 327 0 344 438 24 0 2604 APPROACH %'s : 31.70% 4.22% 64.08% 0.00% 41.46% 53.66% 4.88% 0.00% 0.45% 62.39% 37.16% 0.00% 42.68% 54.34% 2.98% 0.00% PEAK HR : 4:15 PM 290 0 0 TOTAL
PEAK HR VOL : 142 24 290 0 8 11 0 0 3 278 159 0 188 228 9 0 1340 PEAK HR FACTOR : 0.807 0.750 0.884 0.000 0.500 0.550 0.000 0.000 0.375 0.848 0.864 0.000 0.825 0.814 0.563 0.000 Data - Totals
Clay Bank Rd Clay Bank Rd Manuel Campos Pkwy Manuel Campos Pkwy

0.866 0.909 0.895 0.935
AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
24-080057-001
3/14/2024
04:15 PM - 05:15 PM

0.949 0.851 0.594 0.894 0.916
07:15 AM - 08:15 AM

0.948

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National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Manuel Campos Pkwy
City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:

0.5 0.5 1 0 1 1 0 0 0.3 0.3 0.3 0 0.5 1 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:15 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:30 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:00 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:15 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:30 AM 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1
8:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1
APPROACH %'s : 100.00% 0.00% 0.00% 0.00%
PEAK HR : 7:15 AM 38 0 0 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
PEAK HR FACTOR : 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU

0.5 0.5 1 0 1 1 0 0 0.3 0.3 0.3 0 0.5 1 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:15 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:30 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:00 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:15 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:30 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
APPROACH %'s :

PEAK HR : 4:15 PM 290 0 0 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
PEAK HR FACTOR : 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Data - Bikes
Clay Bank Rd Clay Bank Rd Manuel Campos Pkwy Manuel Campos Pkwy AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
24-080057-001
3/14/2024
04:15 PM - 05:15 PM
07:15 AM - 08:15 AM

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National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Manuel Campos Pkwy Project ID:

City: Fairfield Date:

NS/EW Streets:

EB WB EB WB NB SB NB SB TOTAL
7:00 AM 0 0 0 0 0 0 0 0 0
7:15 AM 0 0 0 0 0 0 0 0 0
7:30 AM 0 0 0 0 0 0 0 0 0
7:45 AM 0 0 0 0 0 0 0 0 0
8:00 AM 0 1 0 0 0 0 0 0 1
8:15 AM 0 0 0 0 0 0 0 0 0
8:30 AM 0 0 0 0 0 0 0 0 0
8:45 AM 0 0 0 0 0 0 0 0 0

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 1 0 0 0 0 0 0 1
APPROACH %'s : 0.00% 100.00%
PEAK HR : 7:15 AM 37 -1 -1 TOTAL
PEAK HR VOL : 0 1 0 0 0 0 0 0 1
PEAK HR FACTOR : 0.250
Headers NEB NWB SEB SWB ENS ESB WNB WSB

EB WB EB WB NB SB NB SB TOTAL
4:00 PM 0 0 0 0 0 0 1 0 1
4:15 PM 0 0 0 0 0 0 0 0 0
4:30 PM 0 0 0 0 1 0 0 0 1
4:45 PM 0 0 0 0 0 0 0 0 0
5:00 PM 0 0 0 0 0 1 1 0 2
5:15 PM 0 0 0 0 0 0 0 0 0
5:30 PM 0 0 0 0 0 0 0 0 0
5:45 PM 0 0 0 0 0 0 0 0 0

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 0 0 0 1 1 2 0 4
APPROACH %'s : 50.00% 50.00% 100.00% 0.00%
PEAK HR : 4:15 PM 287 -3 -3 TOTAL
PEAK HR VOL : 0 0 0 0 1 1 1 0 3
PEAK HR FACTOR : 0.250 0.250 0.250
Data - Pedestrians (Crosswalks)
Clay Bank Rd Clay Bank Rd Manuel Campos Pkwy Manuel Campos Pkwy 07:15 AM - 08:15 AM

AM NORTH LEG SOUTH LEG EAST LEG WEST LEG

PM NORTH LEG SOUTH LEG EAST LEG WEST LEG
24-080057-001
3/14/2024

0.375 0.500 0.250
04:15 PM - 05:15 PM

0.250 0.250

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Prepared by National Data & Surveying Services
ID: 24-080057-001 Day:

City: Fairfield Date:

AM 10 16 14 0 AM
NOON 0 0 0 0 NOON
PM 0 11 8 0 PM

AM NOON PM PM NOON AM
0 1 1 0 0.5 9 0 9
1 228 0 336
4 0 0 0 0.5 188 0 220
7 0 3 0.3 TEV 1236 0 1340 0 0 0 0
189 0 278 0.3 PHF 0.95 0.95
133 0 159 0.3 0 0.5 0.5 1

AM NOON PM PM NOON AM
PM 0 142 24 290 PM
NOON 0 0 0 0 NOON
AM 0 173 6 119 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 369

NORTHBOUND
Clay Bank Rd
Totals (NOON) Total Bikes (NOON)
NONE
576 0 322
Totals (AM) 358 Total Bikes (AM) Manuel Campos Pkwy EASTBOUNDWESTBOUND Manuel Campos Pkwy 523 0 370

CONTROL
Signalized
0 NONE
04:15 PM - 05:15 PM 36
Clay Bank Rd & Manuel Campos Pkwy
Peak Hour Turning Movement Count
Clay Bank Rd Thursday
SOUTHBOUND 3/14/2024 PEAK HOURS 4:00 PM - 06:00 PM
07:15 AM - 08:15 AM 22 7:00 AM - 09:00 AM COUNT PERIODS

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM

NOON PMNOON AMAMNOON PM PMNOON AMAMNOON PM
0 0
0 1
0 0
00 000 0
1 0
0 1
0 0
00 010 0
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
9 228
159 188
278
3 0118 142 24290
0 0
0 0
0 0
000
000
9 336
133 220
189
7 101614 173
6119

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National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Gulf Dr
City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:
1 2 0 0 1 2 0 0 1 1 0 0 1 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 5 44 7 0 5 48 2 0 4 0 3 0 7 0 9 0 134
7:15 AM 3 43 6 0 3 63 11 0 7 2 12 0 15 3 9 0 177
7:30 AM 5 48 2 0 2 80 8 0 9 1 7 0 14 8 13 0 197
7:45 AM 15 80 6 1 6 68 10 0 7 9 8 0 18 17 6 0 251
8:00 AM 7 61 10 2 8 73 4 0 8 18 6 0 10 3 7 0 217
8:15 AM 7 59 8 0 3 58 5 0 9 2 10 0 14 3 6 0 184
8:30 AM 8 50 9 2 7 69 6 0 9 3 8 0 9 1 7 0 188
8:45 AM 5 54 3 0 4 55 4 1 7 6 6 0 3 1 8 0 157

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 55 439 51 5 38 514 50 1 60 41 60 0 90 36 65 0 1505 APPROACH %'s : 10.00% 79.82% 9.27% 0.91% 6.30% 85.24% 8.29% 0.17% 37.27% 25.47% 37.27% 0.00% 47.12% 18.85% 34.03% 0.00% PEAK HR : 7:30 AM 39 0 0 TOTAL
PEAK HR VOL : 34 248 26 3 19 279 27 0 33 30 31 0 56 31 32 0 849 PEAK HR FACTOR : 0.567 0.775 0.650 0.375 0.594 0.872 0.675 0.000 0.917 0.417 0.775 0.000 0.778 0.456 0.615 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU 1 2 0 0 1 2 0 0 1 1 0 0 1 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 13 74 10 3 7 70 17 0 9 3 5 0 6 3 4 0 224
4:15 PM 10 73 13 5 15 62 11 0 8 3 7 0 8 2 3 0 220
4:30 PM 11 72 10 2 6 59 8 1 7 4 7 0 2 3 1 0 193
4:45 PM 16 78 3 0 12 68 11 0 4 2 6 0 10 4 4 0 218
5:00 PM 11 89 11 2 10 72 5 1 6 3 4 0 7 3 8 0 232
5:15 PM 16 76 11 2 6 70 10 0 7 0 8 0 7 4 4 0 221
5:30 PM 11 72 13 0 7 50 9 1 8 2 2 0 6 1 8 0 190
5:45 PM 10 82 8 2 7 56 5 0 5 3 5 0 14 1 3 0 201

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 98 616 79 16 70 507 76 3 54 20 44 0 60 21 35 0 1699 APPROACH %'s : 12.11% 76.14% 9.77% 1.98% 10.67% 77.29% 11.59% 0.46% 45.76% 16.95% 37.29% 0.00% 51.72% 18.10% 30.17% 0.00% PEAK HR : 4:30 PM 291 0 0 TOTAL
PEAK HR VOL : 54 315 35 6 34 269 34 2 24 9 25 0 26 14 17 0 864 PEAK HR FACTOR : 0.844 0.885 0.795 0.750 0.708 0.934 0.773 0.500 0.857 0.563 0.781 0.000 0.650 0.875 0.531 0.000 Data - Totals
Clay Bank Rd Clay Bank Rd Gulf Dr Gulf Dr

0.762 0.903 0.734 0.726
AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
25-080051-001
2/11/2025
04:30 PM - 05:30 PM

0.931 0.907 0.931 0.806 0.792
07:30 AM - 08:30 AM

0.846

Page 445 of 809 ends

National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Gulf Dr
City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:
1 2 0 0 1 2 0 0 1 1 0 0 1 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:15 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:30 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:00 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:15 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:30 AM 0 0 1 0 0 0 0 0 0 0 0 0 0 1 0 0 2
8:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 0 0 1 0 0 0 0 0 0 0 0 0 0 1 0 0 2
APPROACH %'s : 0.00% 0.00% 100.00% 0.00% 0.00% 100.00% 0.00% 0.00% PEAK HR : 7:30 AM 39 0 0 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
PEAK HR FACTOR : 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU 1 2 0 0 1 2 0 0 1 1 0 0 1 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:15 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:30 PM 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1
4:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:00 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:15 PM 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1
5:30 PM 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 2
5:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 0 0 0 0 0 3 0 0 1 0 0 0 0 0 0 0 4
APPROACH %'s : 0.00% 100.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% PEAK HR : 4:30 PM 291 0 0 TOTAL
PEAK HR VOL : 0 0 0 0 0 1 0 0 1 0 0 0 0 0 0 0 2
PEAK HR FACTOR : 0.000 0.000 0.000 0.000 0.000 0.250 0.000 0.000 0.250 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Data - Bikes
Clay Bank Rd Clay Bank Rd Gulf Dr Gulf Dr
AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
25-080051-001
2/11/2025
04:30 PM - 05:30 PM

0.500 0.250 0.250
07:30 AM - 08:30 AM

Page 446 of 809 ends

National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Gulf Dr Project ID:

City: Fairfield Date:

NS/EW Streets:

EB WB EB WB NB SB NB SB TOTAL
7:00 AM 0 0 0 0 0 0 0 0 0
7:15 AM 0 0 0 0 0 0 0 0 0
7:30 AM 0 0 0 0 0 0 2 0 2
7:45 AM 0 0 1 0 0 0 0 0 1
8:00 AM 0 0 0 0 0 0 1 0 1
8:15 AM 0 0 0 0 0 0 0 1 1
8:30 AM 0 0 0 0 1 0 1 0 2
8:45 AM 0 0 0 0 0 0 0 0 0

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 0 1 0 1 0 4 1 7
APPROACH %'s : 100.00% 0.00% 100.00% 0.00% 80.00% 20.00% PEAK HR : 7:30 AM 38 -1 -1 TOTAL
PEAK HR VOL : 0 0 1 0 0 0 3 1 5
PEAK HR FACTOR : 0.250 0.375 0.250
Headers NEB NWB SEB SWB ENS ESB WNB WSB

EB WB EB WB NB SB NB SB TOTAL
4:00 PM 0 0 1 0 0 0 0 0 1
4:15 PM 0 0 1 0 0 0 0 0 1
4:30 PM 0 0 0 0 0 0 2 0 2
4:45 PM 0 0 0 0 0 0 0 0 0
5:00 PM 0 0 0 0 0 0 0 0 0
5:15 PM 0 0 0 0 0 0 0 0 0
5:30 PM 0 0 0 0 0 0 1 0 1
5:45 PM 0 0 0 0 0 0 1 0 1

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 0 2 0 0 0 4 0 6
APPROACH %'s : 100.00% 0.00% 100.00% 0.00%
PEAK HR : 4:30 PM 288 -3 -3 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 2 0 2
PEAK HR FACTOR : 0.250
Data - Pedestrians (Crosswalks)
Clay Bank Rd Clay Bank Rd Gulf Dr Gulf Dr

0.250 0.500
07:30 AM - 08:30 AM

AM NORTH LEG SOUTH LEG EAST LEG WEST LEG

PM NORTH LEG SOUTH LEG EAST LEG WEST LEG
25-080051-001
2/11/2025

0.250 0.250
04:30 PM - 05:30 PM

0.625

Page 447 of 809 ends

Prepared by National Data & Surveying Services
ID: 25-080051-001 Day:

City: Fairfield Date:

AM 27 279 19 0 AM
NOON 0 0 0 0 NOON
PM 34 269 34 2 PM

AM NOON PM PM NOON AM
0 2 1 0 0 17 0 32
1 14 0 31
0 0 0 0 1 26 0 56
33 0 24 1 TEV 849 0 864 0 0 0 0
30 0 9 1 PHF 0.85 0.93
31 0 25 0
0 1 2 0

AM NOON PM PM NOON AM
PM 6 54 315 35 PM
NOON 0 0 0 0 NOON
AM 3 34 248 26 AM
0 NONE
04:30 PM - 05:30 PM 358
Clay Bank Rd & Gulf Dr
Peak Hour Turning Movement Count
Clay Bank Rd Tuesday
SOUTHBOUND 2/11/2025 PEAK HOURS 4:00 PM - 06:00 PM
07:30 AM - 08:30 AM 313 7:00 AM - 09:00 AM COUNT PERIODS NONE 78 0 75
Totals (AM) 326 Total Bikes (AM) Gulf Dr EASTBOUNDWESTBOUND Gulf Dr 92 0 102

CONTROL
Signalized
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 369

NORTHBOUND
Clay Bank Rd
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM

NOON PMNOON AMAMNOON PM PMNOON AMAMNOON PM
0 0
1 2
0 3
00 100 0
0 0
0 0
0 0
00 000 0
0 0
0 0
0 1
010
000
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
17 14
25 26
9 24 34269 34 54315 35
0 0
0 0
0 0
000
000
32 31
31 56
30 33 27279 19 34248 26

Page 448 of 809 ends

National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Horizon Cir/Horizon Dr
City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:
1 2 0 0 1 2 0 0 1 0.5 0.5 0 1 0.5 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 6 57 9 2 2 71 10 0 1 0 0 0 10 0 4 0 172
7:15 AM 10 58 6 2 3 120 8 0 2 0 0 0 32 0 4 0 245
7:30 AM 11 66 1 5 6 148 12 2 4 0 2 0 50 1 7 0 315
7:45 AM 22 99 11 5 8 134 8 0 6 0 0 0 27 2 22 0 344
8:00 AM 15 93 12 7 16 132 14 2 8 0 5 0 23 0 4 0 331
8:15 AM 13 70 14 2 13 122 7 0 6 1 4 0 18 1 9 0 280
8:30 AM 10 88 17 4 2 129 10 1 3 1 4 0 24 0 1 0 294
8:45 AM 18 77 10 2 4 108 9 4 8 0 3 0 19 1 3 0 266

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 105 608 80 29 54 964 78 9 38 2 18 0 203 5 54 0 2247 APPROACH %'s : 12.77% 73.97% 9.73% 3.53% 4.89% 87.24% 7.06% 0.81% 65.52% 3.45% 31.03% 0.00% 77.48% 1.91% 20.61% 0.00% PEAK HR : 7:30 AM 39 0 0 TOTAL
PEAK HR VOL : 61 328 38 19 43 536 41 4 24 1 11 0 118 4 42 0 1270 PEAK HR FACTOR : 0.693 0.828 0.679 0.679 0.672 0.905 0.732 0.500 0.750 0.250 0.550 0.000 0.590 0.500 0.477 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU 1 2 0 0 1 2 0 0 1 0.5 0.5 0 1 0.5 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 10 111 8 1 5 94 8 1 17 0 6 0 19 0 3 0 283
4:15 PM 8 119 24 3 6 79 4 0 10 1 1 0 7 0 5 0 267
4:30 PM 12 111 21 3 5 87 9 1 12 2 2 0 17 1 1 0 284
4:45 PM 23 104 22 3 4 95 9 3 17 4 6 0 13 1 3 0 307
5:00 PM 20 109 24 4 10 85 15 1 21 2 6 0 10 0 4 0 311
5:15 PM 8 114 23 3 11 98 8 1 11 2 8 0 18 0 3 0 308
5:30 PM 17 113 15 6 8 92 5 0 8 0 3 0 20 0 2 0 289
5:45 PM 15 96 34 4 3 83 11 1 8 2 3 0 11 1 1 0 273

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 113 877 171 27 52 713 69 8 104 13 35 0 115 3 22 0 2322 APPROACH %'s : 9.51% 73.82% 14.39% 2.27% 6.18% 84.68% 8.19% 0.95% 68.42% 8.55% 23.03% 0.00% 82.14% 2.14% 15.71% 0.00% PEAK HR : 4:45 PM 292 0 0 TOTAL
PEAK HR VOL : 68 440 84 16 33 370 37 5 57 8 23 0 61 1 12 0 1215 PEAK HR FACTOR : 0.739 0.965 0.875 0.667 0.750 0.944 0.617 0.417 0.679 0.500 0.719 0.000 0.763 0.250 0.750 0.000 Data - Totals
Clay Bank Rd Clay Bank Rd Horizon Cir/Horizon Dr Horizon Cir/Horizon Dr

0.814 0.929 0.692 0.707
AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
25-080051-002
2/11/2025
04:45 PM - 05:45 PM

0.977 0.968 0.943 0.759 0.841
07:30 AM - 08:30 AM

0.923

Page 449 of 809 ends

National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Horizon Cir/Horizon Dr
City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:
1 2 0 0 1 2 0 0 1 0.5 0.5 0 1 0.5 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
7:15 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:30 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:00 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:15 AM 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1
8:30 AM 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1
8:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 0 1 0 0 0 2 0 0 0 0 0 0 0 0 0 0 3
APPROACH %'s : 0.00% 100.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% PEAK HR : 7:30 AM 39 0 0 TOTAL
PEAK HR VOL : 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1
PEAK HR FACTOR : 0.000 0.000 0.000 0.000 0.000 0.250 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU 1 2 0 0 1 2 0 0 1 0.5 0.5 0 1 0.5 0.5 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0 2
4:15 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:30 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:00 PM 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 2
5:15 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:30 PM 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 2
5:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 2 0 1 0 0 1 0 0 0 0 1 0 1 0 0 0 6
APPROACH %'s : 66.67% 0.00% 33.33% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 100.00% 0.00% 0.00% 0.00% PEAK HR : 4:45 PM 292 0 0 TOTAL
PEAK HR VOL : 2 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 4
PEAK HR FACTOR : 0.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.250 0.000 0.250 0.000 0.000 0.000 Data - Bikes
Clay Bank Rd Clay Bank Rd Horizon Cir/Horizon Dr Horizon Cir/Horizon Dr

0.250
AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
25-080051-002
2/11/2025
04:45 PM - 05:45 PM

0.500 0.500 0.250 0.250
07:30 AM - 08:30 AM

0.250

Page 450 of 809 ends

National Data & Surveying Services
Intersection Turning Movement Count
Location: Clay Bank Rd & Horizon Cir/Horizon Dr Project ID:

City: Fairfield Date:

NS/EW Streets:

EB WB EB WB NB SB NB SB TOTAL
7:00 AM 0 0 0 0 0 0 0 0 0
7:15 AM 0 2 0 0 0 0 0 2 4
7:30 AM 0 0 2 0 0 0 0 0 2
7:45 AM 0 0 0 0 0 0 0 0 0
8:00 AM 0 0 0 0 0 0 0 0 0
8:15 AM 0 0 0 0 0 0 0 0 0
8:30 AM 0 0 0 0 0 0 0 0 0
8:45 AM 0 0 0 0 0 0 0 0 0

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 2 2 0 0 0 0 2 6
APPROACH %'s : 0.00% 100.00% 100.00% 0.00% 0.00% 100.00% PEAK HR : 7:30 AM 38 -1 -1 TOTAL
PEAK HR VOL : 0 0 2 0 0 0 0 0 2
PEAK HR FACTOR : 0.250
Headers NEB NWB SEB SWB ENS ESB WNB WSB

EB WB EB WB NB SB NB SB TOTAL
4:00 PM 0 0 0 0 0 0 0 0 0
4:15 PM 0 0 0 0 0 1 1 0 2
4:30 PM 0 0 0 0 0 0 0 0 0
4:45 PM 0 0 0 0 0 0 1 0 1
5:00 PM 0 0 0 0 0 0 0 0 0
5:15 PM 0 0 0 0 0 0 0 0 0
5:30 PM 0 0 0 0 0 0 1 0 1
5:45 PM 0 0 0 0 0 0 0 0 0

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 0 0 0 0 1 3 0 4
APPROACH %'s : 0.00% 100.00% 100.00% 0.00%
PEAK HR : 4:45 PM 289 -3 -3 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 2 0 2
PEAK HR FACTOR : 0.500
Data - Pedestrians (Crosswalks)
Clay Bank Rd Clay Bank Rd Horizon Cir/Horizon Dr Horizon Cir/Horizon Dr

0.250
07:30 AM - 08:30 AM

AM NORTH LEG SOUTH LEG EAST LEG WEST LEG

PM NORTH LEG SOUTH LEG EAST LEG WEST LEG
25-080051-002
2/11/2025

0.500 0.500
04:45 PM - 05:45 PM

0.250

Page 451 of 809 ends

Prepared by National Data & Surveying Services
ID: 25-080051-002 Day:

City: Fairfield Date:

AM 41 536 43 4 AM
NOON 0 0 0 0 NOON
PM 37 370 33 5 PM

AM NOON PM PM NOON AM
0 2 1 0 0.5 12 0 42

0.5 1 0 4
0 0 0 0 1 61 0 118
24 0 57 1 TEV 1270 0 1215 0 0 0 0
1 0 8 0.5 PHF 0.92 0.98
11 0 23 0.5 0 1 2 0

AM NOON PM PM NOON AM
PM 16 68 440 84 PM
NOON 0 0 0 0 NOON
AM 19 61 328 38 AM
0 NONE
04:45 PM - 05:45 PM 514
Clay Bank Rd & Horizon Cir/Horizon Dr
Peak Hour Turning Movement Count
Clay Bank Rd Tuesday
SOUTHBOUND 2/11/2025 PEAK HOURS 4:00 PM - 06:00 PM
07:30 AM - 08:30 AM 398 7:00 AM - 09:00 AM COUNT PERIODS NONE 125 0 82
Totals (AM) 470 Total Bikes (AM) Horizon Cir/Horizon Dr EASTBOUND 106 0 106 WESTBOUND Horizon Cir/Horizon Dr CONTROL
Signalized
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 684

NORTHBOUND
Clay Bank Rd
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM

NOON PMNOON AMAMNOON PM PMNOON AMAMNOON PM
0 0
0 2
0 0
00 200 0
0 0
0 0
0 0
00 000 0
0 0
1 1
0 0
000
200
0 0
0 0
0 0
000
000
0 0
0 0
0 0
010
000
12 1
23 61
8 57 37370 33 68440 84
0 0
0 0
0 0
000
000
42 4
11 118
1 24 41536 43 61328 38

Page 452 of 809 ends

National Data & Surveying Services
Intersection Turning Movement Count
Location: Portland Dr & Cement Hill Rd/Manuel Campos Pkwy City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:

0.5 0 0.5 0 0 0 0 0 0 0.5 0.5 0 0 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 6 0 7 0 0 0 0 0 0 56 5 0 4 115 0 0 193
7:15 AM 5 0 7 0 0 0 0 0 0 65 4 0 2 162 0 0 245
7:30 AM 4 0 12 0 0 0 0 0 0 57 3 0 10 154 0 0 240
7:45 AM 9 0 7 0 0 0 0 0 0 78 3 0 4 136 0 0 237
8:00 AM 2 0 8 0 0 0 0 0 0 74 3 0 8 141 0 0 236
8:15 AM 4 0 9 0 0 0 0 0 0 105 5 0 5 130 0 0 258
8:30 AM 4 0 8 0 0 0 0 0 0 72 4 0 5 120 0 0 213
8:45 AM 6 0 7 0 0 0 0 0 0 76 2 0 6 117 0 0 214

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 40 0 65 0 0 0 0 0 0 583 29 0 44 1075 0 0 1836 APPROACH %'s : 38.10% 0.00% 61.90% 0.00% 0.00% 95.26% 4.74% 0.00% 3.93% 96.07% 0.00% 0.00% PEAK HR : 7:30 AM 39 0 0 TOTAL
PEAK HR VOL : 19 0 36 0 0 0 0 0 0 314 14 0 27 561 0 0 971 PEAK HR FACTOR : 0.528 0.000 0.750 0.000 0.000 0.000 0.000 0.000 0.000 0.748 0.700 0.000 0.675 0.911 0.000 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU

0.5 0 0.5 0 0 0 0 0 0 0.5 0.5 0 0 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 2 0 9 0 0 0 0 0 0 129 4 0 4 107 0 0 255
4:15 PM 4 0 7 0 0 0 0 0 0 131 3 0 4 99 0 0 248
4:30 PM 4 0 8 0 0 0 0 0 0 125 4 0 5 96 0 1 243
4:45 PM 1 0 7 0 0 0 0 0 0 133 5 0 10 74 0 0 230
5:00 PM 3 0 9 0 0 0 0 0 0 141 4 0 11 118 0 0 286
5:15 PM 3 0 2 0 0 0 0 0 0 140 7 0 5 90 0 0 247
5:30 PM 0 0 7 0 0 0 0 0 0 175 5 0 4 74 0 0 265
5:45 PM 2 0 4 0 0 0 0 0 0 134 4 0 11 83 0 0 238

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 19 0 53 0 0 0 0 0 0 1108 36 0 54 741 0 1 2012 APPROACH %'s : 26.39% 0.00% 73.61% 0.00% 0.00% 96.85% 3.15% 0.00% 6.78% 93.09% 0.00% 0.13% PEAK HR : 5:00 PM 293 0 0 TOTAL
PEAK HR VOL : 8 0 22 0 0 0 0 0 0 590 20 0 31 365 0 0 1036 PEAK HR FACTOR : 0.667 0.000 0.611 0.000 0.000 0.000 0.000 0.000 0.000 0.843 0.714 0.000 0.705 0.773 0.000 0.000 Data - Totals
Portland Dr Portland Dr Cement Hill Rd/Manuel Campos Pkwy Cement Hill Rd/Manuel Campos Pkwy

0.859 0.745 0.896
AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
25-080051-003
2/11/2025
05:00 PM - 06:00 PM

0.906 0.625 0.847 0.767
07:30 AM - 08:30 AM

0.941

Page 453 of 809 ends

National Data & Surveying Services
Intersection Turning Movement Count
Location: Portland Dr & Cement Hill Rd/Manuel Campos Pkwy City: Fairfield Project ID:

Control: Signalized Date:

NS/EW Streets:

0.5 0 0.5 0 0 0 0 0 0 0.5 0.5 0 0 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
7:00 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:15 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:30 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:00 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:15 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:30 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8:45 AM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
APPROACH %'s :

PEAK HR : 7:30 AM 39 0 0 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
PEAK HR FACTOR : 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Headers NBL NBT NBR NBU SBL SBT SBR SBU EBL EBT EBR EBU WBL WBT WBR WBU

0.5 0 0.5 0 0 0 0 0 0 0.5 0.5 0 0 1 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
4:00 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:15 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:30 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:00 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:15 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:30 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5:45 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NL NT NR NU SL ST SR SU EL ET ER EU WL WT WR WU TOTAL
TOTAL VOLUMES : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
APPROACH %'s :

PEAK HR : 5:00 PM 293 0 0 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
PEAK HR FACTOR : 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Data - Bikes
Portland Dr Portland Dr Cement Hill Rd/Manuel Campos Pkwy Cement Hill Rd/Manuel Campos Pkwy AM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
PM

NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
25-080051-003
2/11/2025
05:00 PM - 06:00 PM
07:30 AM - 08:30 AM

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National Data & Surveying Services
Intersection Turning Movement Count
Location: Portland Dr & Cement Hill Rd/Manuel Campos Pkwy Project ID:

City: Fairfield Date:

NS/EW Streets:

EB WB EB WB NB SB NB SB TOTAL
7:00 AM 0 0 0 0 0 0 0 0 0
7:15 AM 0 0 0 0 0 0 0 0 0
7:30 AM 0 0 0 0 0 0 0 0 0
7:45 AM 0 0 0 0 0 0 0 0 0
8:00 AM 0 0 0 0 0 0 0 0 0
8:15 AM 0 0 0 0 0 0 0 0 0
8:30 AM 0 0 0 0 0 0 0 0 0
8:45 AM 0 0 0 0 0 0 0 0 0

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 0 0 0 0 0 0 0 0
APPROACH %'s :

PEAK HR : 7:30 AM 38 -1 -1 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 0 0 0
PEAK HR FACTOR :

Headers NEB NWB SEB SWB ENS ESB WNB WSB

EB WB EB WB NB SB NB SB TOTAL
4:00 PM 0 0 0 0 0 0 0 0 0
4:15 PM 0 0 0 0 0 0 0 0 0
4:30 PM 0 0 0 0 0 0 0 0 0
4:45 PM 0 0 0 0 0 0 0 0 0
5:00 PM 0 0 0 0 0 0 0 0 0
5:15 PM 0 0 0 0 0 0 0 0 0
5:30 PM 0 0 0 0 0 0 0 0 0
5:45 PM 0 0 0 0 0 0 0 0 0

EB WB EB WB NB SB NB SB TOTAL
TOTAL VOLUMES : 0 0 0 0 0 0 0 0 0
APPROACH %'s :

PEAK HR : 5:00 PM 290 -3 -3 TOTAL
PEAK HR VOL : 0 0 0 0 0 0 0 0 0
PEAK HR FACTOR :

Data - Pedestrians (Crosswalks)
Portland Dr Portland Dr Cement Hill Rd/Manuel
Campos Pkwy
Cement Hill Rd/Manuel
Campos Pkwy
07:30 AM - 08:30 AM

AM NORTH LEG SOUTH LEG EAST LEG WEST LEG

PM NORTH LEG SOUTH LEG EAST LEG WEST LEG
25-080051-003
2/11/2025
05:00 PM - 06:00 PM

Page 455 of 809 ends

Prepared by National Data & Surveying Services
ID: 25-080051-003 Day:

City: Fairfield Date:

AM 0 0 0 0 AM
NOON 0 0 0 0 NOON
PM 0 0 0 0 PM

AM NOON PM PM NOON AM
0 0 0 0 0 0 0 0
1 365 0 561
0 0 0 0 0 31 0 27
0 0 0 0 TEV 971 0 1036 0 0 0 0
314 0 590 0.5 PHF 0.94 0.91
14 0 20 0.5 0 0.5 0 0.5

AM NOON PM PM NOON AM
PM 0 8 0 22 PM
NOON 0 0 0 0 NOON
AM 0 19 0 36 AM
0 NONE
05:00 PM - 06:00 PM 0
Portland Dr & Cement Hill Rd/Manuel Campos Pkwy
Peak Hour Turning Movement Count
Portland Dr Tuesday
SOUTHBOUND 2/11/2025 PEAK HOURS 4:00 PM - 06:00 PM
07:30 AM - 08:30 AM 0 7:00 AM - 09:00 AM COUNT PERIODS NONE 612 0 350
Totals (AM) 51 Total Bikes (AM) Cement Hill Rd/Manuel Campos Pkwy EASTBOUNDWESTBOUND Cement Hill Rd/Manuel Campos Pkwy 580 0 373

CONTROL
Signalized
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 41

NORTHBOUND
Portland Dr
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM

NOON PMNOON AMAMNOON PM PMNOON AMAMNOON PM
0 0
0 0
0 0
00 000 0
0 0
0 0
0 0
00 000 0
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
0 365
20 31
590
0 000
8022
0 0
0 0
0 0
000
000
0 561
14 27
314
0 000 19
036

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Villages at Fairfield Parkside Traffic Impact Analysis

ATTACHMENT D

BACKGROUND TRIP GENERATION

Page 457 of 809 ends

Background Project Trip Generations
In Out Total In Out Total
Single-Family Detached Housing 210 9 DU2 110 2 6 8 6 4 10 In Out Total In Out Total
Single-Family Detached Housing 210 52 DU2 553 10 31 41 34 20 54 In Out Total In Out Total
Single-Family Detached Housing 210 33 DU2 364 7 20 27 22 13 35 In Out Total In Out Total
Single-Family Detached Housing 210 49 DU2 523 10 29 39 32 19 51 In Out Total In Out Total
Single-Family Detached Housing 210 77 DU2 793 15 44 59 49 29 78 In Out Total In Out Total
Single-Family Detached Housing 210 58 DU2 611 11 34 45 38 22 60 In Out Total In Out Total
Single-Family Detached Housing 210 150 DU 1,465 27 81 108 91 54 145 Single-Family Attached Housing (Duplex) 215 226 DU 1,672 28 84 112 78 54 132 3,137 55 165 220 169 108 277
Notes:
1Trip rates are calculated based on ITE Trip Generation (11th Edition) fitted curve equations. 2DU = Dwelling Units
AM Peak Hour1 PM Peak Hour1
Notes:
1Trip rates are calculated based on ITE Trip Generation (11th Edition) fitted curve equations. 2DU = Dwelling Units
Village II Lot 4 Remainder - as of 05/15/2024
Land Use ITE Code Quantity Units Daily1 AM Peak Hour1 PM Peak Hour1 Village I Lot 2 Remainder - as of 05/15/2024
Land Use ITE Code Quantity Units Daily1 AM Peak Hour1 PM Peak Hour1 Village I Lot 2 Remainder - as of 02/24/2025
Land Use ITE Code Quantity Units Daily1 AM Peak Hour1 PM Peak Hour1 Notes:
1Trip rates are calculated based on ITE Trip Generation (11th Edition) fitted curve equations. 2DU = Dwelling Units
Village II Lot 3 Remainder - as of 02/24/2025
Land Use ITE Code Quantity Units Daily1 AM Peak Hour1 PM Peak Hour1 Notes:
1Trip rates are calculated based on ITE Trip Generation (11th Edition) fitted curve equations. 2DU = Dwelling Units
Village II Lot 4 Remainder - as of 02/24/2025
Land Use ITE Code Quantity Units Daily1 AM Peak Hour1 PM Peak Hour1 Notes:
1Trip rates are calculated based on ITE Trip Generation (11th Edition) fitted curve equations. 2DU = Dwelling Units
Land Use Quantity Units
Lago Vista
AM Peak Hour1 PM Peak Hour1
ITE Code Daily1
Notes:
1Trip rates are calculated based on ITE Trip Generation (11th Edition) fitted curve equations. 2DU = Dwelling Units
Village II Lot 3 Remainder - as of 05/15/2024
Land Use ITE Code Quantity Units Daily1
Notes:
1Trip rates are calculated based on ITE Trip Generation (11th Edition) fitted curve equations or average rates. 2DU = Dwelling Units
Total
\\woodrodgers.loc\ProductionData\Jobs\1000-s\1135-Villages_at_Faifield\VAF-OA\Traffic\Parkside\Analysis\VAF_Parkside_Trip_Gen_20250327.xlsx Page 458 of 809 Villages at Fairfield Parkside Traffic Impact Analysis

ATTACHMENT E
SYNCHRO HCM 7

TH EDITION LOS REPORTS

Page 459 of 809 ends

VAF Parkside TIA
1: Clay Bank Rd & Manuel Campos Pkwy AM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 11 190 146 229 345 9 215 6 133 14 16 10 Future Volume (veh/h) 11 190 146 229 345 9 215 6 133 14 16 10 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 12 200 154 241 363 9 226 6 140 15 17 11 Peak Hour Factor 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 236 281 206 293 621 15 297 317 269 309 178 115 Arrive On Green 0.13 0.14 0.14 0.16 0.18 0.18 0.17 0.17 0.17 0.17 0.17 0.17 Sat Flow, veh/h 1781 1958 1431 1781 3543 88 1781 1870 1585 1781 1061 686 Grp Volume(v), veh/h 12 181 173 241 182 190 226 6 140 15 0 28 Grp Sat Flow(s),veh/h/ln 1781 1777 1613 1781 1777 1854 1781 1870 1585 1781 0 1747 Q Serve(g_s), s 0.4 5.9 6.3 8.0 5.7 5.8 7.4 0.2 4.9 0.4 0.0 0.8 Cycle Q Clear(g_c), s 0.4 5.9 6.3 8.0 5.7 5.8 7.4 0.2 4.9 0.4 0.0 0.8 Prop In Lane 1.00 0.89 1.00 0.05 1.00 1.00 1.00 0.39
Lane Grp Cap(c), veh/h 236 255 232 293 312 325 297 317 269 309 0 294 V/C Ratio(X) 0.05 0.71 0.75 0.82 0.58 0.59 0.76 0.02 0.52 0.05 0.00 0.10 Avail Cap(c_a), veh/h 875 1164 1056 875 1164 1215 875 1133 960 875 0 1087 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 Uniform Delay (d), s/veh 23.1 24.9 25.1 24.7 23.1 23.1 24.3 21.1 23.1 21.0 0.0 21.5 Incr Delay (d2), s/veh 0.0 1.3 1.8 2.2 0.6 0.6 1.5 0.0 0.6 0.0 0.0 0.1 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.1 2.3 2.2 3.1 2.2 2.3 3.0 0.1 1.7 0.2 0.0 0.3 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 23.2 26.3 26.9 26.9 23.8 23.8 25.8 21.1 23.7 21.1 0.0 21.5 LnGrp LOS C C C C C C C C C C C
Approach Vol, veh/h 366 613 372 43
Approach Delay, s/veh 26.5 25.0 24.9 21.4
Approach LOS C C C C
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 15.8 14.6 15.3 15.4 13.9 16.5 15.2 15.5 Change Period (Y+Rc), s 5.8 5.8 5.1 * 5.1 5.8 5.8 4.6 5.1 Max Green Setting (Gmax), s 30.0 40.0 30.0 * 38 30.0 40.0 30.0 37.0 Max Q Clear Time (g_c+I1), s 10.0 8.3 9.4 2.8 2.4 7.8 2.4 6.9 Green Ext Time (p_c), s 0.1 0.3 0.0 0.0 0.0 0.2 0.0 0.0 Intersection Summary
HCM 7th Control Delay, s/veh 25.2
HCM 7th LOS C
Notes
* HCM 7th computational engine requires equal clearance times for the phases crossing the barrier.

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VAF Parkside TIA
2: Clay Bank Rd & Gulf Dr AM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 33 30 31 61 31 32 37 289 28 22 338 31 Future Volume (veh/h) 33 30 31 61 31 32 37 289 28 22 338 31 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.99 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 39 35 36 72 36 38 44 340 33 26 398 36 Peak Hour Factor 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 169 80 82 184 86 91 87 941 91 56 890 80
Arrive On Green 0.09 0.09 0.09 0.10 0.10 0.10 0.05 0.29 0.29 0.03 0.27 0.27 Sat Flow, veh/h 1781 844 868 1781 833 879 1781 3275 316 1781 3295 297 Grp Volume(v), veh/h 39 0 71 72 0 74 44 184 189 26 214 220 Grp Sat Flow(s),veh/h/ln 1781 0 1712 1781 0 1712 1781 1777 1814 1781 1777 1814 Q Serve(g_s), s 0.8 0.0 1.5 1.4 0.0 1.5 0.9 3.1 3.2 0.5 3.8 3.8 Cycle Q Clear(g_c), s 0.8 0.0 1.5 1.4 0.0 1.5 0.9 3.1 3.2 0.5 3.8 3.8 Prop In Lane 1.00 0.51 1.00 0.51 1.00 0.17 1.00 0.16
Lane Grp Cap(c), veh/h 169 0 162 184 0 177 87 511 521 56 480 490 V/C Ratio(X) 0.23 0.00 0.44 0.39 0.00 0.42 0.51 0.36 0.36 0.46 0.45 0.45 Avail Cap(c_a), veh/h 1683 0 1617 1683 0 1617 935 1632 1666 935 1632 1666 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 16.0 0.0 16.3 16.0 0.0 16.0 17.7 10.8 10.8 18.1 11.5 11.5 Incr Delay (d2), s/veh 0.7 0.0 1.8 1.4 0.0 1.6 4.5 0.4 0.4 5.8 0.6 0.6 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.3 0.0 0.6 0.6 0.0 0.6 0.4 1.0 1.0 0.3 1.3 1.4 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 16.6 0.0 18.1 17.3 0.0 17.6 22.2 11.2 11.2 23.9 12.2 12.2 LnGrp LOS B B B B C B B C B B
Approach Vol, veh/h 110 146 417 460
Approach Delay, s/veh 17.6 17.5 12.4 12.9
Approach LOS B B B B
Timer - Assigned Phs 2 3 4 6 7 8
Phs Duration (G+Y+Rc), s 8.2 6.5 14.9 8.5 5.8 15.6
Change Period (Y+Rc), s 4.6 4.6 4.6 4.6 4.6 4.6
Max Green Setting (Gmax), s 36.0 20.0 35.0 36.0 20.0 35.0 Max Q Clear Time (g_c+I1), s 3.5 2.9 5.8 3.5 2.5 5.2
Green Ext Time (p_c), s 0.5 0.1 2.9 0.6 0.0 2.2
Intersection Summary
HCM 7th Control Delay, s/veh 13.7
HCM 7th LOS B

Page 461 of 809 ends

VAF Parkside TIA
3: Clay Bank Rd & Horizon Dr/Horizon Circle AM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 24 1 11 277 4 89 80 329 90 63 540 41 Future Volume (veh/h) 24 1 11 277 4 89 80 329 90 63 540 41 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 0.99 1.00 1.00 1.00 1.00 1.00 0.98 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 26 1 12 301 4 97 87 358 98 68 587 45 Peak Hour Factor 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 54 11 138 375 17 419 125 767 207 109 896 69
Arrive On Green 0.03 0.09 0.09 0.21 0.27 0.27 0.07 0.28 0.28 0.06 0.27 0.27 Sat Flow, veh/h 1781 123 1472 1781 63 1532 1781 2766 747 1781 3339 256 Grp Volume(v), veh/h 26 0 13 301 0 101 87 228 228 68 312 320 Grp Sat Flow(s),veh/h/ln 1781 0 1595 1781 0 1595 1781 1777 1736 1781 1777 1818 Q Serve(g_s), s 0.7 0.0 0.4 8.1 0.0 2.5 2.4 5.4 5.5 1.9 7.8 7.9 Cycle Q Clear(g_c), s 0.7 0.0 0.4 8.1 0.0 2.5 2.4 5.4 5.5 1.9 7.8 7.9 Prop In Lane 1.00 0.92 1.00 0.96 1.00 0.43 1.00 0.14
Lane Grp Cap(c), veh/h 54 0 149 375 0 436 125 493 481 109 477 488 V/C Ratio(X) 0.48 0.00 0.09 0.80 0.00 0.23 0.70 0.46 0.47 0.63 0.65 0.66 Avail Cap(c_a), veh/h 708 0 1047 708 0 983 708 1166 1139 248 883 904 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 24.0 0.0 20.8 18.9 0.0 14.2 22.9 15.1 15.1 23.0 16.3 16.3 Incr Delay (d2), s/veh 6.5 0.0 0.2 4.0 0.0 0.3 6.9 0.7 0.7 5.8 1.5 1.5 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.4 0.0 0.1 3.5 0.0 0.8 1.1 1.9 1.9 0.9 3.1 3.1 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 30.5 0.0 21.1 22.9 0.0 14.4 29.7 15.8 15.8 28.8 17.9 17.8 LnGrp LOS C C C B C B B C B B
Approach Vol, veh/h 39 402 543 700
Approach Delay, s/veh 27.4 20.8 18.0 18.9
Approach LOS C C B B
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 14.8 9.3 8.1 18.1 5.7 18.4 7.7 18.5 Change Period (Y+Rc), s 4.2 4.6 4.6 4.6 4.2 4.6 4.6 4.6 Max Green Setting (Gmax), s 20.0 33.0 20.0 25.0 20.0 31.0 7.0 33.0 Max Q Clear Time (g_c+I1), s 10.1 2.4 4.4 9.9 2.7 4.5 3.9 7.5 Green Ext Time (p_c), s 0.7 0.0 0.2 3.6 0.0 0.6 0.0 2.7 Intersection Summary
HCM 7th Control Delay, s/veh 19.3
HCM 7th LOS B

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VAF Parkside TIA
4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd AM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 323 14 28 564 19 39
Future Volume (veh/h) 323 14 28 564 19 39
Initial Q (Qb), veh 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Work Zone On Approach No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870
Adj Flow Rate, veh/h 344 15 30 600 20 41
Peak Hour Factor 0.94 0.94 0.94 0.94 0.94 0.94
Percent Heavy Veh, % 2 2 2 2 2 2
Cap, veh/h 827 36 67 1788 37 76
Arrive On Green 0.24 0.24 0.04 0.50 0.07 0.07
Sat Flow, veh/h 3563 151 1781 3647 532 1090
Grp Volume(v), veh/h 176 183 30 600 62 0
Grp Sat Flow(s),veh/h/ln 1777 1843 1781 1777 1648 0
Q Serve(g_s), s 2.1 2.1 0.4 2.6 0.9 0.0
Cycle Q Clear(g_c), s 2.1 2.1 0.4 2.6 0.9 0.0
Prop In Lane 0.08 1.00 0.32 0.66
Lane Grp Cap(c), veh/h 424 440 67 1788 115 0
V/C Ratio(X) 0.41 0.42 0.45 0.34 0.54 0.00
Avail Cap(c_a), veh/h 2785 2889 3280 5569 1937 0
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 0.00
Uniform Delay (d), s/veh 8.2 8.2 12.0 3.8 11.5 0.0
Incr Delay (d2), s/veh 0.6 0.6 4.6 0.1 3.9 0.0
Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.4 0.4 0.2 0.0 0.3 0.0
Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 8.9 8.8 16.7 3.9 15.4 0.0
LnGrp LOS A A B A B
Approach Vol, veh/h 359 630 62
Approach Delay, s/veh 8.9 4.5 15.4
Approach LOS A A B
Timer - Assigned Phs 1 2 6 8
Phs Duration (G+Y+Rc), s 6.8 11.9 18.6 6.9
Change Period (Y+Rc), s 5.8 5.8 5.8 5.1
Max Green Setting (Gmax), s 47.0 40.0 40.0 30.0
Max Q Clear Time (g_c+I1), s 2.4 4.1 4.6 2.9
Green Ext Time (p_c), s 0.1 1.9 4.0 0.1
Intersection Summary
HCM 7th Control Delay, s/veh 6.6
HCM 7th LOS A

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VAF Parkside TIA
1: Clay Bank Rd & Manuel Campos Pkwy PM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 3 294 198 200 229 9 166 24 312 9 11 0 Future Volume (veh/h) 3 294 198 200 229 9 166 24 312 9 11 0 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 3 309 208 211 241 9 175 25 328 9 12 0 Peak Hour Factor 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 199 374 246 255 747 28 250 443 375 257 438 0 Arrive On Green 0.11 0.18 0.18 0.14 0.21 0.21 0.14 0.24 0.24 0.14 0.23 0.00 Sat Flow, veh/h 1781 2055 1349 1781 3494 130 1781 1870 1581 1781 1870 0 Grp Volume(v), veh/h 3 266 251 211 122 128 175 25 328 9 12 0 Grp Sat Flow(s),veh/h/ln 1781 1777 1627 1781 1777 1847 1781 1870 1581 1781 1870 0 Q Serve(g_s), s 0.1 10.5 10.8 8.4 4.2 4.2 6.8 0.8 14.5 0.3 0.4 0.0 Cycle Q Clear(g_c), s 0.1 10.5 10.8 8.4 4.2 4.2 6.8 0.8 14.5 0.3 0.4 0.0 Prop In Lane 1.00 0.83 1.00 0.07 1.00 1.00 1.00 0.00
Lane Grp Cap(c), veh/h 199 324 296 255 380 395 250 443 375 257 438 0 V/C Ratio(X) 0.02 0.82 0.85 0.83 0.32 0.32 0.70 0.06 0.88 0.03 0.03 0.00 Avail Cap(c_a), veh/h 736 978 896 736 978 1017 736 953 805 736 978 0 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Uniform Delay (d), s/veh 28.7 28.6 28.7 30.2 24.1 24.1 29.8 21.4 26.7 26.7 21.4 0.0 Incr Delay (d2), s/veh 0.0 2.0 2.6 2.6 0.2 0.2 1.3 0.0 2.6 0.0 0.0 0.0 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.0 4.2 4.1 3.5 1.6 1.7 2.9 0.3 5.3 0.1 0.2 0.0 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 28.7 30.6 31.3 32.8 24.3 24.3 31.1 21.5 29.3 26.7 21.5 0.0 LnGrp LOS C C C C C C C C C C C
Approach Vol, veh/h 520 461 528 21
Approach Delay, s/veh 30.9 28.2 29.5 23.7
Approach LOS C C C C
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 16.2 19.0 15.3 22.1 13.9 21.3 15.1 22.3 Change Period (Y+Rc), s 5.8 5.8 5.1 * 5.1 5.8 5.8 4.6 5.1 Max Green Setting (Gmax), s 30.0 40.0 30.0 * 38 30.0 40.0 30.0 37.0 Max Q Clear Time (g_c+I1), s 10.4 12.8 8.8 2.4 2.1 6.2 2.3 16.5 Green Ext Time (p_c), s 0.0 0.4 0.0 0.0 0.0 0.2 0.0 0.1 Intersection Summary
HCM 7th Control Delay, s/veh 29.5
HCM 7th LOS C
Notes
* HCM 7th computational engine requires equal clearance times for the phases crossing the barrier.

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VAF Parkside TIA
2: Clay Bank Rd & Gulf Dr PM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 31 9 25 29 14 23 60 448 40 39 337 33 Future Volume (veh/h) 31 9 25 29 14 23 60 448 40 39 337 33 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.98 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 33 10 27 31 15 25 65 482 43 42 362 35 Peak Hour Factor 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 125 31 84 126 45 74 118 992 88 85 921 88
Arrive On Green 0.07 0.07 0.07 0.07 0.07 0.07 0.07 0.30 0.30 0.05 0.28 0.28 Sat Flow, veh/h 1781 447 1206 1781 630 1051 1781 3301 294 1781 3268 314 Grp Volume(v), veh/h 33 0 37 31 0 40 65 259 266 42 196 201 Grp Sat Flow(s),veh/h/ln 1781 0 1653 1781 0 1681 1781 1777 1818 1781 1777 1804 Q Serve(g_s), s 0.6 0.0 0.8 0.6 0.0 0.8 1.3 4.3 4.3 0.8 3.2 3.2 Cycle Q Clear(g_c), s 0.6 0.0 0.8 0.6 0.0 0.8 1.3 4.3 4.3 0.8 3.2 3.2 Prop In Lane 1.00 0.73 1.00 0.63 1.00 0.16 1.00 0.17
Lane Grp Cap(c), veh/h 125 0 116 126 0 119 118 534 546 85 501 508 V/C Ratio(X) 0.26 0.00 0.32 0.25 0.00 0.34 0.55 0.48 0.49 0.49 0.39 0.40 Avail Cap(c_a), veh/h 1782 0 1654 1782 0 1682 990 1728 1768 990 1728 1755 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 15.9 0.0 15.9 15.8 0.0 15.9 16.3 10.3 10.3 16.7 10.4 10.4 Incr Delay (d2), s/veh 1.1 0.0 1.6 1.0 0.0 1.7 3.9 0.7 0.7 4.4 0.5 0.5 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.3 0.0 0.3 0.2 0.0 0.3 0.5 1.3 1.3 0.4 1.1 1.1 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 17.0 0.0 17.5 16.8 0.0 17.6 20.2 11.0 11.0 21.1 10.9 10.9 LnGrp LOS B B B B C B B C B B
Approach Vol, veh/h 70 71 590 439
Approach Delay, s/veh 17.3 17.2 12.0 11.9
Approach LOS B B B B
Timer - Assigned Phs 2 3 4 6 7 8
Phs Duration (G+Y+Rc), s 7.1 7.0 14.7 7.1 6.3 15.4
Change Period (Y+Rc), s 4.6 4.6 4.6 4.6 4.6 4.6
Max Green Setting (Gmax), s 36.0 20.0 35.0 36.0 20.0 35.0 Max Q Clear Time (g_c+I1), s 2.8 3.3 5.2 2.8 2.8 6.3
Green Ext Time (p_c), s 0.3 0.1 2.6 0.3 0.1 3.2
Intersection Summary
HCM 7th Control Delay, s/veh 12.6
HCM 7th LOS B

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VAF Parkside TIA
3: Clay Bank Rd & Horizon Dr/Horizon Circle PM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 57 8 23 164 1 42 84 444 248 86 373 37 Future Volume (veh/h) 57 8 23 164 1 42 84 444 248 86 373 37 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 58 8 23 167 1 43 86 453 253 88 381 38 Peak Hour Factor 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 101 38 109 223 6 244 129 712 395 131 1057 105 Arrive On Green 0.06 0.09 0.09 0.13 0.16 0.16 0.07 0.32 0.32 0.07 0.32 0.32 Sat Flow, veh/h 1781 426 1224 1781 36 1554 1781 2205 1223 1781 3264 324 Grp Volume(v), veh/h 58 0 31 167 0 44 86 364 342 88 206 213 Grp Sat Flow(s),veh/h/ln 1781 0 1650 1781 0 1591 1781 1777 1650 1781 1777 1811 Q Serve(g_s), s 1.5 0.0 0.8 4.2 0.0 1.1 2.2 8.1 8.2 2.2 4.1 4.2 Cycle Q Clear(g_c), s 1.5 0.0 0.8 4.2 0.0 1.1 2.2 8.1 8.2 2.2 4.1 4.2 Prop In Lane 1.00 0.74 1.00 0.98 1.00 0.74 1.00 0.18
Lane Grp Cap(c), veh/h 101 0 146 223 0 250 129 574 533 131 576 587 V/C Ratio(X) 0.57 0.00 0.21 0.75 0.00 0.18 0.67 0.64 0.64 0.67 0.36 0.36 Avail Cap(c_a), veh/h 772 0 1180 772 0 1068 772 1270 1180 270 962 981 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 21.2 0.0 19.5 19.5 0.0 16.9 20.9 13.3 13.3 20.9 11.9 12.0 Incr Delay (d2), s/veh 5.0 0.0 0.7 5.0 0.0 0.3 5.8 1.2 1.3 5.9 0.4 0.4 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.7 0.0 0.3 1.9 0.0 0.4 1.0 2.7 2.6 1.1 1.5 1.5 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 26.2 0.0 20.2 24.5 0.0 17.2 26.7 14.5 14.6 26.8 12.3 12.3 LnGrp LOS C C C B C B B C B B
Approach Vol, veh/h 89 211 792 507
Approach Delay, s/veh 24.2 23.0 15.9 14.8
Approach LOS C C B B
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 10.0 8.7 7.9 19.6 6.8 11.8 8.0 19.5 Change Period (Y+Rc), s 4.2 4.6 4.6 4.6 4.2 4.6 4.6 4.6 Max Green Setting (Gmax), s 20.0 33.0 20.0 25.0 20.0 31.0 7.0 33.0 Max Q Clear Time (g_c+I1), s 6.2 2.8 4.2 6.2 3.5 3.1 4.2 10.2 Green Ext Time (p_c), s 0.4 0.1 0.2 2.5 0.1 0.2 0.0 4.5 Intersection Summary
HCM 7th Control Delay, s/veh 16.9
HCM 7th LOS B

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VAF Parkside TIA
4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd PM Existing Plus Background Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 595 20 34 429 9 24
Future Volume (veh/h) 595 20 34 429 9 24
Initial Q (Qb), veh 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Work Zone On Approach No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870
Adj Flow Rate, veh/h 654 22 37 471 10 26
Peak Hour Factor 0.91 0.91 0.91 0.91 0.91 0.91
Percent Heavy Veh, % 2 2 2 2 2 2
Cap, veh/h 1230 41 79 2096 20 51
Arrive On Green 0.35 0.35 0.04 0.59 0.04 0.04
Sat Flow, veh/h 3602 118 1781 3647 443 1153
Grp Volume(v), veh/h 331 345 37 471 37 0
Grp Sat Flow(s),veh/h/ln 1777 1849 1781 1777 1641 0
Q Serve(g_s), s 4.4 4.4 0.6 1.9 0.7 0.0
Cycle Q Clear(g_c), s 4.4 4.4 0.6 1.9 0.7 0.0
Prop In Lane 0.06 1.00 0.27 0.70
Lane Grp Cap(c), veh/h 623 648 79 2096 73 0
V/C Ratio(X) 0.53 0.53 0.47 0.22 0.51 0.00
Avail Cap(c_a), veh/h 2387 2484 2812 4774 1653 0
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 0.00
Uniform Delay (d), s/veh 7.7 7.7 13.9 2.9 13.9 0.0
Incr Delay (d2), s/veh 0.7 0.7 4.3 0.1 5.4 0.0
Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.9 0.9 0.3 0.0 0.3 0.0
Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 8.4 8.4 18.2 2.9 19.3 0.0
LnGrp LOS A A B A B
Approach Vol, veh/h 676 508 37
Approach Delay, s/veh 8.4 4.1 19.3
Approach LOS A A B
Timer - Assigned Phs 1 2 6 8
Phs Duration (G+Y+Rc), s 7.1 16.2 23.4 6.4
Change Period (Y+Rc), s 5.8 5.8 5.8 5.1
Max Green Setting (Gmax), s 47.0 40.0 40.0 30.0
Max Q Clear Time (g_c+I1), s 2.6 6.4 3.9 2.7
Green Ext Time (p_c), s 0.1 4.0 3.0 0.1
Intersection Summary
HCM 7th Control Delay, s/veh 6.9
HCM 7th LOS A

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VAF Parkside TIA
1: Clay Bank Rd & Manuel Campos Pkwy AM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 11 190 148 229 345 9 222 6 133 14 16 10 Future Volume (veh/h) 11 190 148 229 345 9 222 6 133 14 16 10 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 12 200 156 241 363 9 234 6 140 15 17 11 Peak Hour Factor 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 236 281 208 293 624 15 297 317 268 309 178 115 Arrive On Green 0.13 0.14 0.14 0.16 0.18 0.18 0.17 0.17 0.17 0.17 0.17 0.17 Sat Flow, veh/h 1781 1947 1441 1781 3543 88 1781 1870 1585 1781 1061 686 Grp Volume(v), veh/h 12 182 174 241 182 190 234 6 140 15 0 28 Grp Sat Flow(s),veh/h/ln 1781 1777 1611 1781 1777 1854 1781 1870 1585 1781 0 1747 Q Serve(g_s), s 0.4 6.0 6.3 8.0 5.7 5.8 7.7 0.2 4.9 0.4 0.0 0.8 Cycle Q Clear(g_c), s 0.4 6.0 6.3 8.0 5.7 5.8 7.7 0.2 4.9 0.4 0.0 0.8 Prop In Lane 1.00 0.89 1.00 0.05 1.00 1.00 1.00 0.39
Lane Grp Cap(c), veh/h 236 256 232 293 313 327 297 317 268 309 0 293 V/C Ratio(X) 0.05 0.71 0.75 0.82 0.58 0.58 0.79 0.02 0.52 0.05 0.00 0.10 Avail Cap(c_a), veh/h 874 1163 1054 874 1163 1214 874 1132 960 874 0 1086 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 Uniform Delay (d), s/veh 23.2 24.9 25.1 24.7 23.1 23.1 24.4 21.2 23.1 21.1 0.0 21.5 Incr Delay (d2), s/veh 0.0 1.4 1.8 2.2 0.6 0.6 1.8 0.0 0.6 0.0 0.0 0.1 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.1 2.3 2.3 3.1 2.2 2.3 3.1 0.1 1.7 0.2 0.0 0.3 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 23.2 26.3 26.9 26.9 23.7 23.7 26.2 21.2 23.7 21.1 0.0 21.6 LnGrp LOS C C C C C C C C C C C
Approach Vol, veh/h 368 613 380 43
Approach Delay, s/veh 26.5 25.0 25.2 21.4
Approach LOS C C C C
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 15.8 14.6 15.3 15.4 13.9 16.6 15.2 15.5 Change Period (Y+Rc), s 5.8 5.8 5.1 * 5.1 5.8 5.8 4.6 5.1 Max Green Setting (Gmax), s 30.0 40.0 30.0 * 38 30.0 40.0 30.0 37.0 Max Q Clear Time (g_c+I1), s 10.0 8.3 9.7 2.8 2.4 7.8 2.4 6.9 Green Ext Time (p_c), s 0.1 0.3 0.1 0.0 0.0 0.2 0.0 0.0 Intersection Summary
HCM 7th Control Delay, s/veh 25.3
HCM 7th LOS C
Notes
* HCM 7th computational engine requires equal clearance times for the phases crossing the barrier.

Page 468 of 809 ends

VAF Parkside TIA
2: Clay Bank Rd & Gulf Dr AM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 33 30 31 70 31 39 37 289 31 24 338 31 Future Volume (veh/h) 33 30 31 70 31 39 37 289 31 24 338 31 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.99 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 39 35 36 82 36 46 44 340 36 28 398 36 Peak Hour Factor 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 0.85 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 169 80 82 192 80 103 87 921 97 60 885 80
Arrive On Green 0.09 0.09 0.09 0.11 0.11 0.11 0.05 0.28 0.28 0.03 0.27 0.27 Sat Flow, veh/h 1781 844 868 1781 746 953 1781 3245 341 1781 3295 297 Grp Volume(v), veh/h 39 0 71 82 0 82 44 185 191 28 214 220 Grp Sat Flow(s),veh/h/ln 1781 0 1712 1781 0 1699 1781 1777 1809 1781 1777 1814 Q Serve(g_s), s 0.8 0.0 1.5 1.7 0.0 1.7 0.9 3.2 3.2 0.6 3.8 3.9 Cycle Q Clear(g_c), s 0.8 0.0 1.5 1.7 0.0 1.7 0.9 3.2 3.2 0.6 3.8 3.9 Prop In Lane 1.00 0.51 1.00 0.56 1.00 0.19 1.00 0.16
Lane Grp Cap(c), veh/h 169 0 162 192 0 183 87 504 514 60 478 488 V/C Ratio(X) 0.23 0.00 0.44 0.43 0.00 0.45 0.51 0.37 0.37 0.47 0.45 0.45 Avail Cap(c_a), veh/h 1673 0 1608 1673 0 1596 930 1623 1652 930 1623 1657 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 16.1 0.0 16.4 16.0 0.0 16.0 17.8 11.0 11.0 18.2 11.6 11.7 Incr Delay (d2), s/veh 0.7 0.0 1.9 1.5 0.0 1.7 4.5 0.4 0.4 5.6 0.7 0.7 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.3 0.0 0.6 0.7 0.0 0.7 0.4 1.0 1.0 0.3 1.3 1.4 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 16.8 0.0 18.2 17.5 0.0 17.7 22.3 11.4 11.4 23.7 12.3 12.3 LnGrp LOS B B B B C B B C B B
Approach Vol, veh/h 110 164 420 462
Approach Delay, s/veh 17.7 17.6 12.6 13.0
Approach LOS B B B B
Timer - Assigned Phs 2 3 4 6 7 8
Phs Duration (G+Y+Rc), s 8.2 6.5 14.9 8.7 5.9 15.5
Change Period (Y+Rc), s 4.6 4.6 4.6 4.6 4.6 4.6
Max Green Setting (Gmax), s 36.0 20.0 35.0 36.0 20.0 35.0 Max Q Clear Time (g_c+I1), s 3.5 2.9 5.9 3.7 2.6 5.2
Green Ext Time (p_c), s 0.5 0.1 2.9 0.7 0.0 2.2
Intersection Summary
HCM 7th Control Delay, s/veh 13.9
HCM 7th LOS B

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VAF Parkside TIA
3: Clay Bank Rd & Horizon Dr/Horizon Circle AM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 24 1 11 290 4 89 80 335 95 63 559 41 Future Volume (veh/h) 24 1 11 290 4 89 80 335 95 63 559 41 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 0.99 1.00 1.00 1.00 1.00 1.00 0.98 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 26 1 12 315 4 97 87 364 103 68 608 45 Peak Hour Factor 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 54 11 135 388 18 428 123 771 215 107 912 67
Arrive On Green 0.03 0.09 0.09 0.22 0.28 0.28 0.07 0.28 0.28 0.06 0.27 0.27 Sat Flow, veh/h 1781 123 1472 1781 63 1532 1781 2743 766 1781 3349 247 Grp Volume(v), veh/h 26 0 13 315 0 101 87 234 233 68 322 331 Grp Sat Flow(s),veh/h/ln 1781 0 1595 1781 0 1595 1781 1777 1732 1781 1777 1819 Q Serve(g_s), s 0.7 0.0 0.4 8.7 0.0 2.5 2.5 5.6 5.8 1.9 8.3 8.3 Cycle Q Clear(g_c), s 0.7 0.0 0.4 8.7 0.0 2.5 2.5 5.6 5.8 1.9 8.3 8.3 Prop In Lane 1.00 0.92 1.00 0.96 1.00 0.44 1.00 0.14
Lane Grp Cap(c), veh/h 54 0 147 388 0 446 123 499 487 107 484 496 V/C Ratio(X) 0.48 0.00 0.09 0.81 0.00 0.23 0.71 0.47 0.48 0.63 0.67 0.67 Avail Cap(c_a), veh/h 691 0 1020 691 0 958 691 1137 1108 242 861 882 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 24.6 0.0 21.4 19.2 0.0 14.3 23.5 15.4 15.4 23.7 16.7 16.7 Incr Delay (d2), s/veh 6.6 0.0 0.3 4.1 0.0 0.3 7.2 0.7 0.7 6.0 1.6 1.6 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.4 0.0 0.1 3.7 0.0 0.9 1.2 2.0 2.0 0.9 3.3 3.4 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 31.2 0.0 21.7 23.3 0.0 14.6 30.7 16.0 16.1 29.7 18.3 18.3 LnGrp LOS C C C B C B B C B B
Approach Vol, veh/h 39 416 554 721
Approach Delay, s/veh 28.1 21.2 18.4 19.3
Approach LOS C C B B
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 15.4 9.3 8.2 18.6 5.8 19.0 7.7 19.1 Change Period (Y+Rc), s 4.2 4.6 4.6 4.6 4.2 4.6 4.6 4.6 Max Green Setting (Gmax), s 20.0 33.0 20.0 25.0 20.0 31.0 7.0 33.0 Max Q Clear Time (g_c+I1), s 10.7 2.4 4.5 10.3 2.7 4.5 3.9 7.8 Green Ext Time (p_c), s 0.7 0.0 0.2 3.7 0.0 0.6 0.0 2.8 Intersection Summary
HCM 7th Control Delay, s/veh 19.7
HCM 7th LOS B

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VAF Parkside TIA
4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd AM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 323 14 29 564 19 41
Future Volume (veh/h) 323 14 29 564 19 41
Initial Q (Qb), veh 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Work Zone On Approach No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870
Adj Flow Rate, veh/h 344 15 31 600 20 44
Peak Hour Factor 0.94 0.94 0.94 0.94 0.94 0.94
Percent Heavy Veh, % 2 2 2 2 2 2
Cap, veh/h 825 36 69 1786 37 80
Arrive On Green 0.24 0.24 0.04 0.50 0.07 0.07
Sat Flow, veh/h 3563 151 1781 3647 506 1113
Grp Volume(v), veh/h 176 183 31 600 65 0
Grp Sat Flow(s),veh/h/ln 1777 1843 1781 1777 1645 0
Q Serve(g_s), s 2.1 2.2 0.4 2.6 1.0 0.0
Cycle Q Clear(g_c), s 2.1 2.2 0.4 2.6 1.0 0.0
Prop In Lane 0.08 1.00 0.31 0.68
Lane Grp Cap(c), veh/h 423 438 69 1786 119 0
V/C Ratio(X) 0.42 0.42 0.45 0.34 0.55 0.00
Avail Cap(c_a), veh/h 2772 2875 3265 5544 1924 0
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 0.00
Uniform Delay (d), s/veh 8.3 8.3 12.1 3.8 11.5 0.0
Incr Delay (d2), s/veh 0.7 0.6 4.5 0.1 3.9 0.0
Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.4 0.5 0.2 0.0 0.4 0.0
Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 8.9 8.9 16.6 3.9 15.4 0.0
LnGrp LOS A A B A B
Approach Vol, veh/h 359 631 65
Approach Delay, s/veh 8.9 4.5 15.4
Approach LOS A A B
Timer - Assigned Phs 1 2 6 8
Phs Duration (G+Y+Rc), s 6.8 11.9 18.7 7.0
Change Period (Y+Rc), s 5.8 5.8 5.8 5.1
Max Green Setting (Gmax), s 47.0 40.0 40.0 30.0
Max Q Clear Time (g_c+I1), s 2.4 4.2 4.6 3.0
Green Ext Time (p_c), s 0.1 1.9 4.0 0.2
Intersection Summary
HCM 7th Control Delay, s/veh 6.7
HCM 7th LOS A

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VAF Parkside TIA
1: Clay Bank Rd & Manuel Campos Pkwy PM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 3 294 205 200 229 9 170 24 312 9 11 0 Future Volume (veh/h) 3 294 205 200 229 9 170 24 312 9 11 0 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 3 309 216 211 241 9 179 25 328 9 12 0 Peak Hour Factor 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 198 373 254 255 758 28 249 443 374 256 438 0 Arrive On Green 0.11 0.18 0.18 0.14 0.22 0.22 0.14 0.24 0.24 0.14 0.23 0.00 Sat Flow, veh/h 1781 2021 1378 1781 3494 130 1781 1870 1581 1781 1870 0 Grp Volume(v), veh/h 3 271 254 211 122 128 179 25 328 9 12 0 Grp Sat Flow(s),veh/h/ln 1781 1777 1622 1781 1777 1847 1781 1870 1581 1781 1870 0 Q Serve(g_s), s 0.1 10.7 11.1 8.4 4.2 4.3 7.0 0.8 14.6 0.3 0.4 0.0 Cycle Q Clear(g_c), s 0.1 10.7 11.1 8.4 4.2 4.3 7.0 0.8 14.6 0.3 0.4 0.0 Prop In Lane 1.00 0.85 1.00 0.07 1.00 1.00 1.00 0.00
Lane Grp Cap(c), veh/h 198 328 299 255 385 401 249 443 374 256 438 0 V/C Ratio(X) 0.02 0.83 0.85 0.83 0.32 0.32 0.72 0.06 0.88 0.04 0.03 0.00 Avail Cap(c_a), veh/h 732 973 888 732 973 1011 732 947 801 732 973 0 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Uniform Delay (d), s/veh 28.9 28.6 28.8 30.4 24.1 24.1 30.1 21.6 26.8 26.9 21.6 0.0 Incr Delay (d2), s/veh 0.0 2.0 2.6 2.6 0.2 0.2 1.5 0.0 2.6 0.0 0.0 0.0 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.0 4.3 4.1 3.5 1.6 1.7 3.0 0.3 5.4 0.1 0.2 0.0 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 28.9 30.7 31.4 33.0 24.2 24.2 31.5 21.6 29.5 26.9 21.6 0.0 LnGrp LOS C C C C C C C C C C C
Approach Vol, veh/h 528 461 532 21
Approach Delay, s/veh 31.0 28.3 29.8 23.9
Approach LOS C C C C
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 16.3 19.3 15.3 22.2 13.9 21.6 15.1 22.4 Change Period (Y+Rc), s 5.8 5.8 5.1 * 5.1 5.8 5.8 4.6 5.1 Max Green Setting (Gmax), s 30.0 40.0 30.0 * 38 30.0 40.0 30.0 37.0 Max Q Clear Time (g_c+I1), s 10.4 13.1 9.0 2.4 2.1 6.3 2.3 16.6 Green Ext Time (p_c), s 0.0 0.4 0.0 0.0 0.0 0.2 0.0 0.1 Intersection Summary
HCM 7th Control Delay, s/veh 29.7
HCM 7th LOS C
Notes
* HCM 7th computational engine requires equal clearance times for the phases crossing the barrier.

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VAF Parkside TIA
2: Clay Bank Rd & Gulf Dr PM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 31 9 25 35 14 27 60 448 50 46 337 33 Future Volume (veh/h) 31 9 25 35 14 27 60 448 50 46 337 33 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.98 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 33 10 27 38 15 29 65 482 54 49 362 35 Peak Hour Factor 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 124 31 84 138 44 85 118 941 105 96 913 88
Arrive On Green 0.07 0.07 0.07 0.08 0.08 0.08 0.07 0.29 0.29 0.05 0.28 0.28 Sat Flow, veh/h 1781 447 1206 1781 570 1102 1781 3223 360 1781 3267 314 Grp Volume(v), veh/h 33 0 37 38 0 44 65 265 271 49 196 201 Grp Sat Flow(s),veh/h/ln 1781 0 1653 1781 0 1672 1781 1777 1806 1781 1777 1804 Q Serve(g_s), s 0.6 0.0 0.8 0.7 0.0 0.9 1.3 4.5 4.5 1.0 3.2 3.3 Cycle Q Clear(g_c), s 0.6 0.0 0.8 0.7 0.0 0.9 1.3 4.5 4.5 1.0 3.2 3.3 Prop In Lane 1.00 0.73 1.00 0.66 1.00 0.20 1.00 0.17
Lane Grp Cap(c), veh/h 124 0 115 138 0 130 118 519 527 96 497 504 V/C Ratio(X) 0.27 0.00 0.32 0.28 0.00 0.34 0.55 0.51 0.51 0.51 0.39 0.40 Avail Cap(c_a), veh/h 1767 0 1640 1767 0 1659 982 1714 1741 982 1714 1740 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 16.0 0.0 16.1 15.8 0.0 15.9 16.4 10.7 10.7 16.7 10.6 10.6 Incr Delay (d2), s/veh 1.1 0.0 1.6 1.1 0.0 1.5 4.0 0.8 0.8 4.2 0.5 0.5 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.3 0.0 0.3 0.3 0.0 0.4 0.6 1.4 1.4 0.5 1.1 1.1 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 17.1 0.0 17.6 16.8 0.0 17.4 20.4 11.5 11.5 20.9 11.1 11.1 LnGrp LOS B B B B C B B C B B
Approach Vol, veh/h 70 82 601 446
Approach Delay, s/veh 17.4 17.1 12.4 12.2
Approach LOS B B B B
Timer - Assigned Phs 2 3 4 6 7 8
Phs Duration (G+Y+Rc), s 7.1 7.0 14.7 7.4 6.5 15.2
Change Period (Y+Rc), s 4.6 4.6 4.6 4.6 4.6 4.6
Max Green Setting (Gmax), s 36.0 20.0 35.0 36.0 20.0 35.0 Max Q Clear Time (g_c+I1), s 2.8 3.3 5.3 2.9 3.0 6.5
Green Ext Time (p_c), s 0.3 0.1 2.6 0.3 0.1 3.3
Intersection Summary
HCM 7th Control Delay, s/veh 13.0
HCM 7th LOS B

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VAF Parkside TIA
3: Clay Bank Rd & Horizon Dr/Horizon Circle PM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations
Traffic Volume (veh/h) 57 8 23 173 1 42 84 465 263 86 385 37 Future Volume (veh/h) 57 8 23 173 1 42 84 465 263 86 385 37 Initial Q (Qb), veh 0 0 0 0 0 0 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate, veh/h 58 8 23 177 1 43 86 474 268 88 393 38 Peak Hour Factor 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2
Cap, veh/h 100 37 106 235 6 253 127 728 409 129 1090 105 Arrive On Green 0.06 0.09 0.09 0.13 0.16 0.16 0.07 0.33 0.33 0.07 0.33 0.33 Sat Flow, veh/h 1781 426 1224 1781 36 1554 1781 2192 1233 1781 3274 315 Grp Volume(v), veh/h 58 0 31 177 0 44 86 384 358 88 212 219 Grp Sat Flow(s),veh/h/ln 1781 0 1650 1781 0 1591 1781 1777 1648 1781 1777 1813 Q Serve(g_s), s 1.5 0.0 0.8 4.6 0.0 1.1 2.2 8.8 8.9 2.3 4.3 4.4 Cycle Q Clear(g_c), s 1.5 0.0 0.8 4.6 0.0 1.1 2.2 8.8 8.9 2.3 4.3 4.4 Prop In Lane 1.00 0.74 1.00 0.98 1.00 0.75 1.00 0.17
Lane Grp Cap(c), veh/h 100 0 143 235 0 258 127 590 547 129 591 603 V/C Ratio(X) 0.58 0.00 0.22 0.75 0.00 0.17 0.68 0.65 0.65 0.68 0.36 0.36 Avail Cap(c_a), veh/h 747 0 1141 747 0 1033 747 1229 1140 261 931 950 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Uniform Delay (d), s/veh 22.0 0.0 20.3 20.0 0.0 17.2 21.6 13.6 13.6 21.6 12.1 12.1 Incr Delay (d2), s/veh 5.2 0.0 0.7 4.8 0.0 0.3 6.2 1.2 1.3 6.3 0.4 0.4 Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/ln 0.7 0.0 0.3 2.1 0.0 0.4 1.0 3.0 2.8 1.1 1.6 1.6 Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 27.2 0.0 21.0 24.8 0.0 17.5 27.8 14.8 14.9 27.9 12.4 12.4 LnGrp LOS C C C B C B B C B B
Approach Vol, veh/h 89 221 828 519
Approach Delay, s/veh 25.0 23.4 16.2 15.1
Approach LOS C C B B
Timer - Assigned Phs 1 2 3 4 5 6 7 8
Phs Duration (G+Y+Rc), s 10.5 8.7 8.0 20.5 6.9 12.4 8.0 20.4 Change Period (Y+Rc), s 4.2 4.6 4.6 4.6 4.2 4.6 4.6 4.6 Max Green Setting (Gmax), s 20.0 33.0 20.0 25.0 20.0 31.0 7.0 33.0 Max Q Clear Time (g_c+I1), s 6.6 2.8 4.2 6.4 3.5 3.1 4.3 10.9 Green Ext Time (p_c), s 0.4 0.1 0.2 2.5 0.1 0.2 0.0 4.8 Intersection Summary
HCM 7th Control Delay, s/veh 17.3
HCM 7th LOS B

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VAF Parkside TIA
4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd PM Existing Plus Background Plus Project Peak Hour HCM 7th Signalized Intersection Summary Synchro 12 Report Wood Rodgers, Inc
Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 595 20 36 429 9 25
Future Volume (veh/h) 595 20 36 429 9 25
Initial Q (Qb), veh 0 0 0 0 0 0
Lane Width Adj. 1.00 1.00 1.00 1.00 1.00 1.00
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Work Zone On Approach No No No
Adj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870
Adj Flow Rate, veh/h 654 22 40 471 10 27
Peak Hour Factor 0.91 0.91 0.91 0.91 0.91 0.91
Percent Heavy Veh, % 2 2 2 2 2 2
Cap, veh/h 1227 41 84 2099 20 53
Arrive On Green 0.35 0.35 0.05 0.59 0.05 0.05
Sat Flow, veh/h 3602 118 1781 3647 431 1165
Grp Volume(v), veh/h 331 345 40 471 38 0
Grp Sat Flow(s),veh/h/ln 1777 1849 1781 1777 1639 0
Q Serve(g_s), s 4.5 4.5 0.7 1.9 0.7 0.0
Cycle Q Clear(g_c), s 4.5 4.5 0.7 1.9 0.7 0.0
Prop In Lane 0.06 1.00 0.26 0.71
Lane Grp Cap(c), veh/h 621 647 84 2099 74 0
V/C Ratio(X) 0.53 0.53 0.48 0.22 0.51 0.00
Avail Cap(c_a), veh/h 2374 2470 2796 4748 1642 0
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 0.00
Uniform Delay (d), s/veh 7.8 7.8 13.9 2.9 14.0 0.0
Incr Delay (d2), s/veh 0.7 0.7 4.1 0.1 5.4 0.0
Initial Q Delay(d3), s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.9 0.9 0.3 0.0 0.3 0.0
Unsig. Movement Delay, s/veh
LnGrp Delay(d), s/veh 8.5 8.5 18.0 2.9 19.3 0.0
LnGrp LOS A A B A B
Approach Vol, veh/h 676 511 38
Approach Delay, s/veh 8.5 4.1 19.3
Approach LOS A A B
Timer - Assigned Phs 1 2 6 8
Phs Duration (G+Y+Rc), s 7.2 16.3 23.5 6.5
Change Period (Y+Rc), s 5.8 5.8 5.8 5.1
Max Green Setting (Gmax), s 47.0 40.0 40.0 30.0
Max Q Clear Time (g_c+I1), s 2.7 6.5 3.9 2.7
Green Ext Time (p_c), s 0.1 4.0 3.0 0.1
Intersection Summary
HCM 7th Control Delay, s/veh 7.0
HCM 7th LOS A

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Villages at Fairfield Parkside Traffic Impact Analysis

ATTACHMENT F

SIMTRAFFIC QUEUING REPORTS

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Queuing and Blocking Report
AM Existing Plus Background Peak Hour 04/30/2025
01_E+B_AM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 1
Intersection: 1: Clay Bank Rd & Manuel Campos Pkwy
Movement EB EB EB WB WB WB NB NB NB SB SB
Directions Served L T TR L T TR L T R L TR
Maximum Queue (ft) 32 113 111 177 92 96 214 33 82 50 56 Average Queue (ft) 7 57 48 91 32 39 91 4 40 15 20
95th Queue (ft) 26 98 86 151 70 77 161 22 70 43 49
Link Distance (ft) 935 935 1755 1755 782 782 788
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 340 215 205 160
Storage Blk Time (%) 0 0
Queuing Penalty (veh) 0 0
Intersection: 2: Clay Bank Rd & Gulf Dr
Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 60 78 75 82 63 129 105 51 98 114
Average Queue (ft) 23 34 33 30 24 47 36 17 41 54
95th Queue (ft) 54 66 64 64 53 103 80 44 80 100
Link Distance (ft) 738 753 3203 3203 782 782
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 70 75 215 200
Storage Blk Time (%) 0 1 1 1
Queuing Penalty (veh) 0 0 0 0
Intersection: 3: Clay Bank Rd & Horizon Dr/Horizon Circle Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 60 36 192 127 111 170 142 88 166 175 Average Queue (ft) 20 11 102 33 44 71 47 38 79 93
95th Queue (ft) 50 34 165 75 83 129 102 74 136 150
Link Distance (ft) 978 735 974 974 3203 3203
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 155 130 155 200
Storage Blk Time (%) 4 0 0 0 0
Queuing Penalty (veh) 3 0 0 0 0

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Queuing and Blocking Report
AM Existing Plus Background Peak Hour 04/30/2025
01_E+B_AM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 2
Intersection: 4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd Movement EB EB WB WB WB NB
Directions Served T TR L T T LR
Maximum Queue (ft) 64 72 52 78 60 67
Average Queue (ft) 17 23 19 25 11 28
95th Queue (ft) 50 59 47 67 41 54
Link Distance (ft) 1755 1755 205 205 2457
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 100
Storage Blk Time (%) 0
Queuing Penalty (veh) 0
Network Summary
Network wide Queuing Penalty: 5

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Queuing and Blocking Report
PM Existing Plus Background Peak Hour 04/30/2025
02_E+B_PM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 1
Intersection: 1: Clay Bank Rd & Manuel Campos Pkwy
Movement EB EB EB WB WB WB NB NB NB SB SB
Directions Served L T TR L T TR L T R L TR
Maximum Queue (ft) 28 153 151 163 100 82 153 62 131 41 50 Average Queue (ft) 2 79 65 83 23 28 74 15 68 8 12
95th Queue (ft) 13 133 117 144 59 62 125 46 112 31 39
Link Distance (ft) 935 935 1755 1755 782 782 788
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 340 215 205 160
Storage Blk Time (%) 0 0
Queuing Penalty (veh) 0 0
Intersection: 2: Clay Bank Rd & Gulf Dr
Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 66 52 56 56 77 97 139 67 94 118
Average Queue (ft) 22 21 20 23 34 37 57 27 35 49
95th Queue (ft) 52 49 48 50 64 84 119 57 74 92
Link Distance (ft) 738 753 3203 3203 782 782
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 70 75 215 200
Storage Blk Time (%) 0 0 0 0
Queuing Penalty (veh) 0 0 0 0
Intersection: 3: Clay Bank Rd & Horizon Dr/Horizon Circle Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 78 50 136 72 102 143 162 119 121 137 Average Queue (ft) 36 21 69 23 44 75 69 47 51 68
95th Queue (ft) 67 46 114 53 80 124 124 89 99 114
Link Distance (ft) 978 735 974 974 3203 3203
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 155 130 155 200
Storage Blk Time (%) 0 0 0 0
Queuing Penalty (veh) 0 0 0 0

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Queuing and Blocking Report
PM Existing Plus Background Peak Hour 04/30/2025
02_E+B_PM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 2
Intersection: 4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd Movement EB EB WB WB WB NB
Directions Served T TR L T T LR
Maximum Queue (ft) 84 98 58 59 40 50
Average Queue (ft) 22 32 22 13 5 20
95th Queue (ft) 63 78 48 42 24 45
Link Distance (ft) 1755 1755 205 205 2457
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 100
Storage Blk Time (%)
Queuing Penalty (veh)
Network Summary
Network wide Queuing Penalty: 0

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Queuing and Blocking Report
AM Existing Plus Background Plus Project Peak Hour 04/30/2025 03_E+B+P_AM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 1
Intersection: 1: Clay Bank Rd & Manuel Campos Pkwy
Movement EB EB EB WB WB WB NB NB NB SB SB
Directions Served L T TR L T TR L T R L TR
Maximum Queue (ft) 42 116 115 177 91 100 178 33 82 44 69 Average Queue (ft) 8 56 48 93 33 40 95 3 39 13 23
95th Queue (ft) 28 98 87 158 70 81 156 20 70 40 56
Link Distance (ft) 935 935 1755 1755 782 782 788
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 340 215 205 160
Storage Blk Time (%) 0 0
Queuing Penalty (veh) 0 0
Intersection: 2: Clay Bank Rd & Gulf Dr
Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 52 76 87 86 63 131 92 63 98 120
Average Queue (ft) 19 33 36 33 25 46 37 19 40 54
95th Queue (ft) 48 64 68 68 55 101 79 49 78 100
Link Distance (ft) 738 753 3203 3203 782 782
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 70 75 215 200
Storage Blk Time (%) 0 1 1 1 0
Queuing Penalty (veh) 0 0 1 1 0
Intersection: 3: Clay Bank Rd & Horizon Dr/Horizon Circle Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 54 40 200 196 102 159 138 103 201 223 Average Queue (ft) 21 10 109 42 48 71 52 38 87 99
95th Queue (ft) 50 34 177 119 86 126 105 76 158 168
Link Distance (ft) 978 735 974 974 3203 3203
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 155 130 155 200
Storage Blk Time (%) 5 0 0 0 0
Queuing Penalty (veh) 5 0 0 0 0

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Queuing and Blocking Report
AM Existing Plus Background Plus Project Peak Hour 04/30/2025 03_E+B+P_AM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 2
Intersection: 4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd Movement EB EB WB WB WB NB
Directions Served T TR L T T LR
Maximum Queue (ft) 67 74 53 84 54 70
Average Queue (ft) 17 22 20 27 11 29
95th Queue (ft) 50 58 46 69 39 55
Link Distance (ft) 1755 1755 205 205 2457
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 100
Storage Blk Time (%) 0
Queuing Penalty (veh) 0
Network Summary
Network wide Queuing Penalty: 7

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Queuing and Blocking Report
PM Existing Plus Background Plus Project Peak Hour 04/30/2025 04_E+B+P_PM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 1
Intersection: 1: Clay Bank Rd & Manuel Campos Pkwy
Movement EB EB EB WB WB WB NB NB NB SB SB
Directions Served L T TR L T TR L T R L TR
Maximum Queue (ft) 23 166 168 172 68 78 175 54 138 33 41 Average Queue (ft) 2 82 70 81 21 28 77 14 67 7 10
95th Queue (ft) 13 141 129 137 52 62 138 43 110 29 35
Link Distance (ft) 935 935 1755 1755 782 782 788
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 340 215 205 160
Storage Blk Time (%) 0 0
Queuing Penalty (veh) 0 0
Intersection: 2: Clay Bank Rd & Gulf Dr
Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 67 58 66 62 81 153 180 70 94 106
Average Queue (ft) 23 21 25 24 34 43 62 29 36 50
95th Queue (ft) 54 50 56 52 69 103 123 59 75 92
Link Distance (ft) 738 753 3203 3203 782 782
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 70 75 215 200
Storage Blk Time (%) 0 0 0 0
Queuing Penalty (veh) 0 0 0 0
Intersection: 3: Clay Bank Rd & Horizon Dr/Horizon Circle Movement EB EB WB WB NB NB NB SB SB SB
Directions Served L TR L TR L T TR L T TR
Maximum Queue (ft) 82 55 148 104 103 155 185 111 124 138 Average Queue (ft) 36 21 74 23 47 83 77 50 54 71
95th Queue (ft) 69 49 125 61 85 140 140 93 101 118
Link Distance (ft) 978 735 974 974 3203 3203
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 155 130 155 200
Storage Blk Time (%) 1 0 0 0
Queuing Penalty (veh) 0 0 0 0

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Queuing and Blocking Report
PM Existing Plus Background Plus Project Peak Hour 04/30/2025 04_E+B+P_PM VAF Parkside TIA SimTraffic Report
Wood Rodgers, Inc Page 2
Intersection: 4: Portland Dr & Manuel Campos Pkwy/Cement Hill Rd Movement EB EB WB WB WB NB
Directions Served T TR L T T LR
Maximum Queue (ft) 82 106 54 71 45 60
Average Queue (ft) 25 37 23 16 6 23
95th Queue (ft) 67 84 49 51 27 50
Link Distance (ft) 1755 1755 205 205 2457
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 100
Storage Blk Time (%) 0
Queuing Penalty (veh) 0
Network Summary
Network wide Queuing Penalty: 1

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WRA, Inc. | 2169 G East Francisco Blvd., San Rafael, CA 94901 www.wra-ca.com · ph: 415.454.8868
February 4, 2025
Rob White
Vice President Planned Communities
Lewis Management Corp.
9216 Kiefer Blvd.

Sacramento, CA 95826
Re: EIR Addendum Biological Summary for the Parkside Development Project This letter was prepared to support the preparation of an Environmental Impact Report (EIR) addendum for Parkside Development Project (Project) located within in Fairfield, California (Project Area). The purpose of this letter is to summarize additional biological considerations and regulatory changes that have occurred since the preparation of the Villages at Fairfield Environmental Impact Report (EIR; City of Fairfield 2005) and the subsequent EIR Amendment (2010 Amendment; City of Fairfield, 2010), under which the Project Area was initially evaluated.

The report herein also includes a summary of site activities, existing site conditions, and applicable mitigation measures that will need to be completed prior to the initiation of Project construction.

1.0 PROJECT SUMMARY
The following sections address activities that have been completed on-site to date as well as outstanding items that will need to be completed prior to the initiation of any further ground disturbance. The Parkside Project is located within the larger Village 1 boundaries.

1.1 EIR Findings Summary, Previous Reports, and Current Conditions Overall, Village I impacted a total of 0.48 acres of jurisdictional aquatic resources, some of which were located with the Project boundaries. Necessary permits were acquired from the Regional Water Quality Control Board (RWQCB; WDID 2 48C377696) and the Army Corps of Engineers (Corps; File No. 256570N). Compensation for these impacts occurred through purchase of mitigation credits.

In 2009, a Pre-Construction Survey was conducted for the larger Keswick Village Project, which includes the Project Area. This survey had negative findings for the following species within the Project Site: burrowing owl (Athene cunicularia), Swainson’s hawk (Buteo swainsoni), red-tailed hawk (Buteo jamaicensis), northern harrier (Circus cyaneus), white-tailed kite (Elanus leucurus), American kestrel (Falco sparverius), and loggerhead shrike (Lanius ludovicianus). During the 2009 field surveys, two raptor species (white-tailed kite and American kestrel) were found nesting immediately adjacent to and one loggerhead shrike nest was confirmed on the larger Keswick Village Project Site.

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WRA, Inc. | 2169 G East Francisco Blvd., San Rafael, CA 94901 www.wra-ca.com · ph: 415.454.8868
2 The Village 1 site, including the Project site, has been periodically graded and disturbed since 2009 and was mass graded in 2017. Since that time, the site has been consistently and continuously used for staging, stockpiling, and general construction-related activities, thus maintaining a disturbed condition. Per the 2010 Amendment, the following mitigation measures outline preconstruction surveys which may be required ahead of Project activities.

Table 1: Applicable Mitigation Measures per the 2010 Amendment.

Mitigation Measure Trigger Timing Requirement
BIO-17 (BIO-1, 15a) Impacts to special status species
raptors. A qualified biologist shall
survey the Project Site for special status
raptors and raptor habitats and identify
any such species occurrence on the site.

The applicant shall conduct preconstruction surveys 30 days prior to construction. Permits may be required.
preconstructionRaptor habitat and
raptor species surveys
required. An additional
survey 30 days prior to
construction for all
raptor species with the
potential to occur on
site.

BIO-19 Impacts to Swainson’s hawk foraging
habitat. Preserve 0.5-acre of suitable
habitat land for each acre of urban
development on land identified as
suitable foraging habitat. Consult with
CDFW.
preconstruction
planning
phase
Swainson’s hawk
habitat surveys and
land mapping prior to
permitting
BIO-20(A-4B, BIO17-A)Impacts to Burrowing Owls. Preconstruction surveys 30 days prior to construction aligned with the CDFW
burrowing owl guidelines.
preconstruction
BUOW survey 30 days
prior to construction
BIO-23 (BIO-1, 15a) Impacts to loggerhead shrike. Qualified biologist shall survey the Project site for
loggerhead shrike nests and habitat.
preconstructionNesting and habitat
survey 30 days prior to
construction
*Original EIR Mitigation Measure naming is included in parentheses after the 2010 Amendment Mitigation Measure naming.

1.2 Additional Regulatory Considerations
The following section addresses any relevant regulatory changes that have occurred since the 2010 Amendment was published and evaluates implications that should be considered in the EIR addendum for the current Project.

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WRA, Inc. | 2169 G East Francisco Blvd., San Rafael, CA 94901 www.wra-ca.com · ph: 415.454.8868
3 BALD EAGLE
Bald Eagle (BAEA; Haliaeetus leucocephalus) are known to occur in the vicinity of the Project Area (CNDDB 2024). Based on a 2018 CNDDB documented occurrence, BAEA have been reported to roost in a large walnut tree that occurs along the west bank of McCoy Pond, approximately

0.6 mile southeast of the Project (CDFW 2022); no nest structures or indications of nesting has been observed to date. The Project Area itself does not provide suitable nesting or roosting habitat for this species and the disturbed nature of the site makes it unlikely to support foraging.

Although BAEA may utilize large trees in the vicinity of McCoy Pond, the distance and existing development between these areas makes it extremely unlikely that Project activities, including noise, vibration, odors, and movement of workers or equipment would result in impacts to potential nest sites. As such, no impacts to this species are anticipated as a result of the Project.

As previously noted, BIO-17 requires that a pre-construction survey for nesting raptors be conducted within the Project Area no more than 30 days prior to the onset of Project activities during the raptor nesting season (January 1 and August 31). This measure will inherently apply to BAEA, out of an extreme abundance of caution. Given that the Project Area does not provide nesting habitat for BAEA and potential nest trees do not occur in the immediate vicinity, it is WRA's opinion that this measure is sufficient to minimize any potential impacts to this species.

NORTHWESTERN POND TURTLE
At the time the 2010 Amendment was completed, northwestern pond turtle (NPT; Actinemys marmorata), formally western pond turtle, was listed as a CDFW Species of Special Concern and could be relocated without the need for additional permits or consultation. However, this species was proposed as Threatened under the federal Endangered Species Act (ESA) by the U.S. Fish and Wildlife Service (USFWS) on October 3, 2023 (88 FR 68370). Federal proposed species are entitled to procedural protections under the ESA but are not protected from “take” until they are listed. Take as defined under the ESA means "to harass, harm, pursue, hunt, shoot, wound, kill, trap, capture, or collect, or to attempt to engage in any such conduct." It is anticipated that the final rule for NPT will be issued by the end of 2024. If NPT are listed at that time, any subsequent take would be in violation of the ESA without take authorization from the USFWS.

No suitable habitat for NPT occurs within or immediately adjacent to the Project location. As such, no impacts to NPT are anticipated as a result of the proposed Project and the inclusion of avoidance measures is not deemed necessary.

CROTCH BUMBLE BEE
Crotch bumble bee (CBB; Bombus crotchii) was reinstated as a state candidate species on September 30, 2022, and is thus afforded protections under the California Endangered Species Act (CESA). As such, impacts to this species will need to be evaluated under CEQA. Impacts to CBB were not evaluated at the time the PDEIR was published in 2014.

Crotch bumble bee occurs in grassland and scrub habitats, and has also been documented in agricultural areas. Like other bumble bee species, CBB is a social species with an annual life cycle. Queens emerge from hibernation in the late winter/early spring to establish a new colony.

The colony produces workers throughout the spring and summer, and reproductives (i.e. drones and queens) in the early fall. Nests are built in pre-existing cavities. They are commonly found underground, in abandoned rodent burrows, or aboveground in grass tufts, rock piles,

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WRA, Inc. | 2169 G East Francisco Blvd., San Rafael, CA 94901 www.wra-ca.com · ph: 415.454.8868
4 abandoned bird nests, or tree cavities. CBB feeds on pollen and nectar during all life stages; preferred host species include (but are not limited to) milkweeds (Asclepias spp.), chaenactis (Chaenactis spp.), clarkias (Clarkia spp.), larkspurs (Delphinium spp.), buckwheats (Eriogonum spp.), lupines (Lupinus spp.), medicks (Medicago spp.), bladderpod (Peritoma arborea), phacelias (Phacelia spp.), poppies (Eschscholzia spp.), and sages (Salvia spp.). Queens overwinter in hibernacula; little is known about habitat requirements for hibernacula; bare ground, leaf litter and/or duff, and pre-existing cavities may provide overwintering habitat.

The Project Area is within the current known range of CBB and the nearest documented CNDDB occurrence is approximately 4 miles north of the Project Area. However, small mammal burrows are extremely limited within the Project Area. Additionally, existing grassland habitat is regularly disturbed by construction and other activity and therefore lacks host plants that are known to provide pollen and nectar sources for CBB. As such, it in unlikely that the Project Area supports this species. No additional avoidance measures for CBB are recommended.

MOUNTAIN LION
Mountain Lion (Puma concolor) was listed as a state candidate species in April 2020, which granted protection under CESA to populations within a proposed evolutionarily significant unit (ESU) located in Southern California and the central coast of California. While impacts to mountain lions were not evaluated in the 2014 PDEIR, the Project Area is outside of the current designated ESU range. As such, no additional considerations for mountain lions are required at this time.

BURROWING OWL
On October 15, 2024, burrowing owl (BUOW; Athene cunicularia) was listed as a state candidate species by the California Fish and Game Commission. During the listing review process, burrowing owl will be temporarily afforded the same protections as state-listed species throughout the entirety of California. As such, any projects with potential to result in “take” will need to obtain an Incidental Take Permit (ITP) from CDFW. Under CESA, the term “take” is defined as any effort or attempt to hunt, pursue, catch, capture, or kill an individual. It is assumed that passive relocation (i.e. burrow exclusion) efforts will no longer be allowed without an ITP and CDFW-approval.

Impacts to BUOW were evaluated at the time the 2010 Amendment. The mitigation measure for BUOW (BIO-20) requires that a pre-construction burrowing owl survey will be performed 30 days ahead of ground-disturbance within the Project Area.

While the Project Area supports limited gopher activity, no burrows of California ground squirrel (Otospermophilus beecheyi) have been observed onsite to date. As such, the Project Area does not currently support burrows of suitable size for BUOW. Given the ongoing disturbance and lack of suitable burrows, BUOW are unlikely to occupy the site for overwintering or nesting purposes.

However, given that materials are often stored onsite and may provide limited refugia, implementation of the pre-construction survey outlined in BIO-20 should be implemented out of an abundance of caution.

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WRA, Inc. | 2169 G East Francisco Blvd., San Rafael, CA 94901 www.wra-ca.com · ph: 415.454.8868
5 1.2.1 Aquatic Resources
On August 29, 2023, the EPA and the Corps issued a final rule amending the 2023 definition of “Waters of the US” to conform with the recent Supreme Court decision in Sackett v. EPA. The Conforming Rule limits Federal jurisdiction of wetlands to only those that are adjacent to (touching) relatively permanent, standing or continuously flowing bodies of water. Wetlands isolated from these bodies of water do not meet the Federal definition of wetlands and do not require a Federal Corps permit to fill.

Previously identified Corps-jurisdictional wetlands and non-wetland waters within or immediately adjacent to the Project location were impacted during the grading of the site. These features have been appropriately mitigated for through purchase of wetland credits. No further avoidance measures are required.

1.3 Summary and Recommendations
In summary, additional surveys for BUOW, SWHA, general raptors, and nesting birds will be required prior to the initiation of the Project, as prescribed in the PDEIR. In addition, the Project will need to permanently preserve suitable habitat for impacts to SWHA foraging habitat, pursuant to mitigation measure BIO-19.

Since the PDEIR was published, the regulatory status has changed for the following species:
northwestern pond turtle, Crotch bumblebee, burrowing owl, and mountain lion. No potentially significant impacts to CBB, NPT, BUOW or mountain lion are anticipated as a result of the Project. Therefore, no additional measures are deemed necessary for these species. However, it is recommended that the Project adhere to the pre-construction survey requirements for BUOW, out of an abundance of caution.

Please contact me with any questions.

Sincerely,
Leslie Lazarotti
WRA, Inc.

[email protected]
Cc: Tommy Dryer
WRA, Inc.

[email protected]

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From: Prabhjyot Singh
To: [email protected]; [email protected]; Sheehan, Meily Subject: Concern Regarding Parkside Project & Request for Information Date: Monday, April 7, 2025 4:19:08 PM
[Some people who received this message don't often get email from [email protected]. Learn why this is important at https://aka.ms/LearnAboutSenderIdentification ] CAUTION: This email originated from outside the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

Dear Council Members,
I am a resident of the Villages community in Fairfield and recently became aware of the Parkside project that has been submitted for planning review. After discussion with many members of our community, we respectfully request that you do not approve this project in its current form.

We strongly support the original plan for the area, which included a park and/or an elementary school—amenities that would greatly benefit our growing community with many young children and align with the long-term vision for the neighborhood. We were all promised a park or school that was a factor for many of us when we purchased our homes.

Could you please provide the date of the public hearing for this project? We would like to ensure that community representatives can attend and share our concerns.

Additionally, I would appreciate it if you could connect me with Councilmember Manveer Sandhu, as we would like to discuss this matter with him directly.

Thank you for your time, consideration, and continued support of our community.

Sincerely,
Prabhjyot Singh
Villages at Fairfield
Sent from my iPhone

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From: Sheehan, Meily
To: "prabhjyot singh"
Cc: Daria Young; Moy, Catherine
Subject: RE: Fairfield planning for park
Date: Wednesday, September 24, 2025 10:27:00 AM
Attachments: image001.png
image003.png
Hello Mr. Singh,
It is unfortunate to hear that the homes in your neighborhood may have been marketed with promises that gave the impression that a school was guaranteed. However, I want to assure you that the park is not being removed. It is still planned as part of the neighborhood development. Additionally, the City is actively coordinating with the Fairfield-Suisun Unified School District (FSUSD) to explore the possibility of acquiring an additional 2-acres to expand the park site. A project update with visuals is also available through the City’s weekly newsletter, which can be found on the City’s website: HERE.

Regarding the school site, while the property was zoned to allow for a future school, the decision to move forward rests with the school district. The district has consistently confirmed that they are not interested in purchasing or developing the site, even though that option was made available to them.

It is also important to note that the developer owns this parcel, and as the property owner, they have the right to submit a development application for consideration. The City does not control the property and cannot prevent the developer from applying. However, the City is responsible for reviewing their proposal through a public process.

The consultant team involved is contracted to supplement City staffing resources. They do not work for the developer, and they are not decision-makers. The project will be considered by the Planning Commission and the City Council for final action. Again, I encourage you and your neighbors to share your perspectives during the upcoming public hearings. You should have received Public Hearing Notices in the mail within the past few days.

Best,
Meily M. Sheehan | Planning Division Manager
Community Development Department | City of Fairfield
O | 707-428 -7474
1000 Webster Street 2nd Floor, Fairfield, CA 94533
www.fairfield.ca.gov
**City Hall is closed every other Friday**
Click HERE to see the calendar schedule

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CAUTION: This email originated from outside the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

Planning Division Service Update:

Fairfield BUILD is now live! The City’s new online permitting system has launched, and TRAKiT is no longer in use. While we transition, response times may still take up to three weeks as we work through initial troubleshooting.

For system issues or questions, contact us at [email protected] More info: Fairfield.ca.gov/BUILD
From: prabhjyot singh <[email protected]>
Sent: Monday, September 22, 2025 11:07 PM
To: Sheehan, Meily <[email protected]>
Cc: Daria Young <[email protected]>; Moy, Catherine <[email protected]> Subject: Re: Fairfield planning for park
Hi Meily,
Thanks a lot for your email. Apologies for late response as i’ve been busy with family functions.

Our neighbourhood is not happy with the new project. Majority of us if not all bought houses here due to a park and school advertised in the city plans.

We waited for 6 years while paying our area B improvement taxes and other high taxes and in the end our park and school is at the brink of being taken away. It feels like fake advertising to lure the residents.

Secondly, why this lot? We are ok if you guys want to build more houses across the cement hill road where there is acres ans acres of empty space. I also saw some advertising near Firestation on North Texas and on Paradise valley road where it says residential opportunities, please utilize those not the space that is dedicated for the future and wellbeing if the residents of the villages.

Also, we feel like public hearing is only a formality as the consulting group is already involved to take away our park and school.

We request and sincerely hope that fairfield city council keep their original plan and vote no for new houses on this lot.

Regards,

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Prabhjyot Singh
Sent from my iPhone
On Sep 16, 2025, at 7:40 PM, Sheehan, Meily <[email protected]> wrote:

Hello Mr. Singh,
Thank you for reaching out and sharing your concerns regarding the project.

My colleague shared your email with me, and I wanted to introduce myself. I am the Planning Division Manager, currently coordinating with the consultant team processing this application.

Please note that the project was initially anticipated to go before the Planning Commission on September 24, 2025. The schedule has since shifted, and we are now targeting the October 8, 2025 Planning Commission meeting instead. For this reason, surrounding property owners have not yet received the required Public Hearing Notice. Our team is preparing to send those notices by the end of this week.

We understand and respect that community members may have differing perspectives on projects, and public input is an important part of the review process. Once the notice is mailed, it will include details on how to participate in the public hearing, should you wish to share your comments directly with the Planning Commission.

Please don’t hesitate to reach out if you have additional questions before then.

Best,
<image003.png>
Meily M. Sheehan | Planning Division Manager
Community Development Department | City of Fairfield
O | 707-428 -7474
1000 Webster Street 2nd Floor, Fairfield, CA 94533
www.fairfield.ca.gov
**City Hall is closed every other Friday**
Click HERE to see the calendar schedule

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You don't often get email from [email protected]. Learn why this is important Planning Division Service Update:

Fairfield BUILD is now live! The City’s new online permitting system has launched, and TRAKiT is no longer in use. While we transition, response times may still take up to three weeks as we work through initial troubleshooting.

For system issues or questions, contact us at [email protected] More info: Fairfield.ca.gov/BUILD
From: prabhjyot singh <[email protected]>
Sent: Tuesday, September 16, 2025 11:37 AM
To: Chima, Vicrim <[email protected]>
Subject: Re: Fairfield planning for park
CAUTION: This email originated from outside the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

Hi Vicrim,
Thank you for these details.

Our neighborhood is not happy with this project and we have started an online petition to share with our councilman and Mayor. Here is the link:- https://c.org/4MBRvHBQqY
The neighbors haven’t received any notice from city about the public hearing yet. Can you please confirm if the public hearing for this project is still scheduled for Sept 24th at 6PM?
Appreciate if you can confirm.

Regards,
Prabhjyot Singh
Sent from my iPhone
On Sep 4, 2025, at 11:39 AM, Chima, Vicrim

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<[email protected]> wrote:

Mr. Singh,
Thank you for sending the message. The Villages webpage has been updated recently; however, the details of recent
modifications to plan and the new units planned are not available on this webpage. However, here is the webpage as a resource: https://www.fairfield.ca.gov/government/citydepartments/community-development/planningdivision/development-activity/villages-at-fairfield If you would be able to collect a short list of
questions/concerns/information you'd like to review, I can act as a liaison between your interested property owners and the consultant who will have the most current manifestation of the project. I know you're interested in the size of the modified open space, are there any other specific questions or concerns I can rely for you?
The Planning Commission Public Hearing that will address this application will be held on September 24, 2025 at 6 pm here at City Hall, an agenda, staff report and other items will be published 72 hours in advance of the hearing. However, I can work with you and the consultant to get you some definitive answers in advance of the meeting so you can organize your comments and statements during the hearing.

Respectfully,
Vicrim Singh Chima | Senior Planner
Community Development Department | City of Fairfield
O | 707-428 -7446
1000 Webster Street 2nd Floor, Fairfield, CA 94533
www.fairfield.ca.gov
**City Hall is closed every other Friday**
Click HERE to see the schedule
Planning Division Service Update:

Fairfield BUILD is now live! The City's new online permitting system has launched, and TRAKiT is no longer in use. While we

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transition, response times may still take up to three weeks as we work through initial troubleshooting.

For system issues or questions, contact us
[email protected]
More info: Fairfield.ca.gov/BUILD
-----Original Message-----
From: prabhjyot singh <[email protected]>
Sent: Thursday, September 4, 2025 11:07 AM
To: Chima, Vicrim <[email protected]>
Subject: Fairfield planning for park
[You don't often get email from [email protected]. Learn why this is important at
https://aka.ms/LearnAboutSenderIdentification ]
CAUTION: This email originated from outside the organization.

Do not click links or open attachments unless you recognize the sender and know the content is safe.

Regards,
Prabhjyot Singh
Sent from my iPhone

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Agenda Item No: K.15

AGENDA REPORT
DATE: November 18, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025-229 FN Adding a Rule to Allow an Annual and Quarterly Billing Option for Utility User Tax Payments
Implementing a New Payment Rule Pursuant to Chapter 18.42 of the Fairfield Municipal Code to Allow an Annual and Quarterly Billing Option for Utility User Tax Payments Funding Source: N/A
Contact: Ashley Doyle, (707) 428-7596

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
Fairfield Municipal Code Section 18.42 of Chapter 18 (Taxation) currently allows any domestic or foreign corporation, firm, association, syndicate, joint stock company, partnership of any kind, joint venture, club, Massachusetts business or common law trust, society to submit their utility user tax (UUT) on a monthly basis to the Director of Finance, acting in their delegated capacity as the Tax Administrator of the City of Fairfield. This payment system creates an administrative burden on both service providers and City’s staff to process payments for less than $50 a month.

Over 1,000 UUT payments were received in Fiscal Year 2025 that were between one cent and $50.

DISCUSSION
The Finance Department would like to provide an annual and quarterly payment option to Section 18.42 for the payment of UUT’s, if the total amount to be paid to the City is less than $50 a month. This resolution would authorize the Tax Administrator to adopt a new payment rule to allow for annual or quarterly billing of UUT payments for any amount less than $50 a month for the purpose of carrying out and enforcing the payment, collection, and remittance of taxes imposed by Chapter 18 of the Fairfield Municipal Code.

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FINANCIAL IMPACT
N/A

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
Council may choose not to approve the resolution, which will add administrative coststo the City of the Fairfield.

COORDINATED WITH
City Attorney’s Office

STAFF CONTACT
Ashley Doyle, Budget Officer
(707) 428-7596
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution

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CITY OF FAIRFIELD
RESOLUTION NO. 2025-229
IMPLEMENTING A NEW PAYMENT RULE PURSUANT TO CHAPTER 18.42 OF THE FAIRFIELD

MUNICIPAL CODE TO ALLOW AN ANNUAL OR QUARTERLY BILLING OPTION FOR UTILITY USER

TAX PAYMENTS
WHEREAS, Fairfield Municipal Code Section 18.42 currently requires any domestic or foreign corporation, firm, association, syndicate, joint stock company, partnership of any kind, joint venture, club, Massachusetts business or common law trust, society to submit their utility user tax to the Tax Administrator of the City of Fairfield on a monthly basis; and WHEREAS, processing utility user tax payments in an amount less than $50 a month creates an administrative burden due to its associated processing costs on service providers and the City of Fairfield; and
WHEREAS, the Finance Department would like to provide an annual and quarterly payment option to Section 18.42 for the payment of utility user tax if the total amount to be paid to the City is less than $50 a month; and
WHEREAS, the Tax Administrator pursuant to Section 18.45(b), “shall have the power to adopt rules and regulations consistent with the provisions of this chapter for the purpose of carrying out and enforcing the payment, collection and remittance of the taxes herein impose;” and WHEREAS, the Tax Administrator pursuant to Section 18.45(c), may “make administrative agreements to vary the strict requirements of this chapter so that collection of any tax imposed herein may be made in conformance with the billing procedures of a particular service supplier so long as said agreements result in collection of the tax in conformance with the general purpose and scope of this chapter;” and
WHEREAS, the Tax Administrator has the power to adjust the payment frequency for a specific threshold amount as needed to ensure administrative efficiency and cost effectiveness for the purpose of carrying out and enforcing the payment, collection, and remittance of the taxes imposed by Chapter 18 of the Fairfield Municipal Code.

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

Section 1. The Tax Administrator shall have the power to adopt a new payment rule to allow for annual or quarterly billing for utility user tax payments for any amount less than $50 a month for the purpose of carrying out and enforcing the payment, collection, and remittance of taxes imposed by Chapter 18 of the Fairfield Municipal Code.

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RES. NO. 2025-229

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Section 2. A copy of this rule shall be on file in the office of the Tax Administrator.

Section 3. In order to effectuate this rule, the Tax Administrator, or his or her designee, is authorized to make all the administrative agreements necessary to implement this resolution so the collection of any tax imposed herein results in the collection of the tax in conformance with the general purpose and scope of Chapter 18 of the Fairfield Municipal Code.

PASSED AND ADOPTED this 18th day of November 2025, by the following vote:

AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________ _________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

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Agenda Item No: L.1

AGENDA REPORT
DATE: November 18, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025-230 HR Amending Terms and Conditions for Fairfield Police Officers’ Association Memorandum of Understanding
Amending the Terms and Conditions of the Memorandum of Understanding for the Fairfield Police Officers’ Association
Funding Source: $1,175,470; General Fund
Contact: Farbod Pirouzmand, (707) 428-7397

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Human Resources Department (HR) seeks to amend the current terms and conditions and adopt the resolution for the new successor memorandum of understanding (MOU) between the City and Fairfield Police Officers’ Association (FPOA) to reflect the amendments made to the agreement as a result of successful bargaining between the parties.

DISCUSSION
In February 2025, City management and the Fairfield Police Officers Association (FPOA) initiated negotiations for a successor MOU. Through cooperative discussions focused on balancing essential service delivery with fiscal sustainability, both sides reached an agreement, which has been ratified by FPOA members. Approval of the new agreement represents a fiscally responsible action, with projected net costs of $854,787 in the first year, $320,683 in the second year, and reducing to $178,533 by the tenth year.

This agreement reinforces a shared commitment to fiscal discipline and organizational stability.

Staff recommend City Council approval of the resolution adopting the successor MOU with the FPOA.

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The term of the successor MOU begins July 1, 2025, and expires June 30, 2027. The amendments will take effect within two full pay periods following the council adoption of the successor MOU.

There are no cost-of-living adjustments during this term of this MOU.

Additional amendments to the successor MOU are summarized in the table below:

Provision Summary of Change
Bereavement Leave Updated to ensure compliance with state law Compensation/Wages: Incentives Incorporated side letter addressing night shift incentive for Field Training Officers
Compensation/Wages: Off-Duty K-9 work Aligned K-9 food reimbursement with departmental policy
Compensation/Wages: Salary Schedule Decoupled premiums and incentives from base wage, bringing salary schedule into compliance
with CalPERS reporting requirements
Health, Life Insurance, and Other Benefits Streamlined existing language Holidays Converted existing holiday leave banks to a
premium, reducing long-term liability for unused
paid time off
Off-Salary Schedule Pay Issued a one-time cash payment to compensate for the period between expired and successor MOUs
Personal Leave Removed personal leave benefit and established pathways for employees to offload existing leave
balances, reducing compensated absence liability
Recognition Eliminated unused Corporal classification
Seniority Revised seniority list determination for employees with identical hire dates, granting priority ranking
to lateral hires
Sick Leave Enhanced benefit offering for yearly distribution if contributed to a deferred savings account
Uniform Allowance Aligned with CalPERS reporting requirements Vacation Accrual Rates Reduced accrual rates for employees hired into the unit after the adoption of successor MOU
The redlined successor MOU is attached to this report.

FINANCIAL IMPACT
The total projected net cost to the General Fund (Fund 101) is $854,787 in the first year, $320,683 in the second year, dropping to $178,533 by the tenth year.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

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ALTERNATIVE ACTION
The council may choose not to approve the new successor MOU between the City and FPOA and direct staff to negotiate different terms than stated above.

COORDINATED WITH:

City Attorney’s Office, City Manager’s Office, and the Finance Department.

STAFF CONTACT
Farbod Pirouzmand, Assistant City Manager/Director of Human Resources (707) 428-7397
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Redlined FPOA MOU

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CITY OF FAIRFIELD
RESOLUTION NO. 2025-230

AMENDING THE TERMS AND CONDITIONS OF THE MEMORANDUM OF UNDERSTANDING FOR THE FAIRFIELD POLICE OFFICERS’ ASSOCIATION
WHEREAS, the City Council and the City of Fairfield enacted the Employer-Employee Relations Resolution No. 2001-185, pursuant to the Meyers-Millias-Brown Act (MMBA), California Government code Section 3500, et. Seq, and representatives of the city manager have met and conferred in good faith with the representatives of the Fairfield Police Officers’ Association, the recognized organization for certain employees; and
WHEREAS, the Fairfield Police Officers’ Association has held a successful ratification vote.

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

Section 1. The council hereby approves the Memorandum of Understanding (MOU) as outlined in Exhibit A for the Fairfield Police Officers’ Association.

Section 2. The city manager is hereby authorized and directed to do all things necessary to implement this resolution.

PASSED AND ADOPTED this 18th day of November 2025, by the following vote:

AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________ _________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

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CITY OF FAIRFIELD
&

FAIRFIELD POLICE
OFFICERS’

ASSOCIATION
July 01, 2022 2025 - June 30, 20252027

MEMORANDUM OF UNDERSTANDING

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TABLE OF CONTENTS
ARTICLE 1. RECOGNITION ........................................................................................................ 4 ARTICLE 2. MOU CONTROLLING .............................................................................................. 4 ARTICLE 3. NO DISCRIMINATION ............................................................................................. 4 ARTICLE 4. DUES CHECKOFF..................................................................................................... 4 ARTICLE 5. EMPLOYEE AND ASSOCIATION RIGHTS.................................................................. 4 A. Employee Rights.....................................................................................................4 B. Association Rights...................................................................................................5 ARTICLE 6. MANAGEMENT RIGHTS.......................................................................................... 7 ARTICLE 7. COMPENSATION/WAGES....................................................................................... 8 A. Wage Increase.........................................................................................................8 B. Proficient Officers Incentive Pay ..........................................................................8 C. Education Incentive Pays.......................................................................................8 D. Off-Duty Canine Work............................................................................................9 E. Bilingual Pay ..........................................................................................................10 F. Overtime................................................................................................................10 G. Longevity Pay ........................................................................................................13 H. Field Training Officer Incentive...........................................................................13 I. Field Training Officer Night Shift Incentive.......................................................13 J. Salary Range and Incentives Restructuring.......................................................14 ARTICLE 8. PROBATIONARY PERIOD AND MERIT INCREASES ................................................ 15 A. Beginning Step and Merit Increases..................................................................15 B. Promotion, Rejection During Secondary Probation, and Flexible Staffing...15 C. Hiring and Promotions.........................................................................................16 ARTICLE 9. WORK HOURS....................................................................................................... 16 A. Fixed Schedule ......................................................................................................16 B. Changes in Fixed Schedule ..................................................................................17 C. Seniority List..........................................................................................................17 D. Flexible Schedule ..................................................................................................18 E. Rest Periods...........................................................................................................19 F. Breaks.....................................................................................................................19 ARTICLE 10. LIGHT DUTY .......................................................................................................... 20

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ARTICLE 11. LEAVE/TIME OFF .................................................................................................. 20 A. Holiday Conversion Premium .............................................................................20 B. Floating Holiday ....................................................................................................22 C. Vacation.................................................................................................................22 D. Sick Leave...............................................................................................................23 E. Bereavement Leave..............................................................................................25 F. Personal Leave......................................................................................................25 ARTICLE 12. HEALTH, LIFE INSURANCE, AND OTHER BENEFITS................................................ 26 A. Medical and Dental Insurance............................................................................26 B. Unreimbursed Medical Expenses and Childcare Expenses ............................29 C. Retiree Medical Program.....................................................................................29 D. Vision Care.............................................................................................................29 E. Life Insurance........................................................................................................30 F. Funeral Benefit .....................................................................................................30 G. Short Term Disability (STD) .................................................................................30 H. Long Term Disability (LTD) ..................................................................................30 I. Retirement Savings ..............................................................................................31 ARTICLE 13. UNIFORM ALLOWANCE, UNIFORM AND SAFETY EQUIPMENT ISSUANCE ........... 32 A. Uniform Allowance...............................................................................................32 B. Uniform Issuance..................................................................................................32 C. Safety Equipment Issuance .................................................................................33 D. Ballistic Vest ..........................................................................................................33 E. Safety Equipment Vesting ...................................................................................33 ARTICLE 14. TUITION REIMBURSEMENT.................................................................................. 34 ARTICLE 15. POST TRAININGS MEAL REIMBURSEMENTS ........................................................ 34 ARTICLE 16. RETIREMENT/PERS............................................................................................... 34 A. Retirement Benefits.............................................................................................34 B. Employee PERS Contribution..............................................................................35 ARTICLE 17. EMPLOYEE ASSISTANCE PROGRAM (EAP) ........................................................... 35 ARTICLE 18. INTERNAL AFFAIRS PANEL.................................................................................... 35 ARTICLE 19. GRIEVANCE PROCEDURE....................................................................................... 36 ARTICLE 20. DISCIPLINE PROCEDURE........................................................................................ 37 A. Written Reprimand ..............................................................................................37

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B. Suspensions, Demotions, and Terminations ....................................................39 C. Documented Oral Counseling.............................................................................39 D. Internal Affairs Retention....................................................................................40 E. Removal of Eligible Documents from Personnel Files.....................................40 ARTICLE 21. NO STRIKE ............................................................................................................ 40 ARTICLE 22. LAYOFF ................................................................................................................. 41 A. Policy ......................................................................................................................41 B. Definition ...............................................................................................................41 C. Notice of Layoff.....................................................................................................41 D. Order of Layoff......................................................................................................41 E. Layoff Procedure ..................................................................................................41 F. Rehire List..............................................................................................................42 G. Miscellaneous.......................................................................................................43 ARTICLE 23. RESIDENCY REQUIREMENT .................................................................................. 43 ARTICLE 24. DRUG AND ALCOHOL TESTING ............................................................................ 43 ARTICLE 25. CALL OUT LISTS.................................................................................................... 43 ARTICLE 26. SEPARABILITY ....................................................................................................... 43 ARTICLE 27. MAINTENANCE OF MEMBERSHIP ........................................................................ 43 ARTICLE 28. ISSUES OF MUTUAL CONCERN............................................................................ 44 ARTICLE 29. CONTINUANCE OF LABOR AND MANAGEMENT MEETINGS................................ 44 ARTICLE 30. CONCLUSIONS OF AGREEMENT........................................................................... 44 SIGNATURE PAGE FOR MEMORANDUM OF UNDERSTANDING ................................................... 45 APPENDIX 1 ............................................................................................................................... 46

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MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF FAIRFIELD AND THE

FAIRFIELD POLICE OFFICERS' ASSOCIATION
THIS MEMORANDUM OF UNDERSTANDING (hereinafter MOU) made and entered into at Fairfield, California, by and between the CITY OF FAIRFIELD, a municipal corporation, hereinafter referred to as the "City", and the FAIRFIELD POLICE OFFICERS' ASSOCIATION, a California corporation, hereinafter referred to as the "Association," is intended to define the wages, hours and working conditions of that group of employees hereinafter identified during the term hereof and upon ratification and approval the City Council of the City of Fairfield.

RATIFICATION. This Memorandum of Understanding (MOU) is entered into pursuant to the Meyers-Milias-Brown Act (Government Code sections 3500-3510), and has been jointly prepared by the parties. The term of this agreement shall be from July 1, 2022 2025 through June 30, 20252027, and it shall become of full force effect upon adoption of the City Council.

Nothing herein shall be applied on a retroactive basis unless specifically indicated in writing within the agreement. This MOU cancels all previous MOUs and side letters.

ARTICLE 1. RECOGNITION
The City recognizes the Fairfield Police Officers' Association (Association) as the exclusive representative for the classifications of Police Officer and Corporal in matters pertaining to wages, hours, and other conditions of employment.

ARTICLE 2. MOU CONTROLLING
The City and the Association agree and understand that if any section of this MOU in any way conflicts with terms and conditions of employment stated in other authorities, such as personnel rules, City resolutions or City ordinances, the MOU shall be controlling.

ARTICLE 3. NO DISCRIMINATION
There shall be no discrimination by the City or by the Association in employment conditions or treatment of employees on the basis of membership or non-membership in the Association, or participation in the activities of the Association.

ARTICLE 4. DUES CHECKOFF
The City and the Association acknowledge that a dues checkoff procedure has been adopted pursuant to Section 16 of Resolution 2001-185, which shall continue during the term of this MOU.

ARTICLE 5. EMPLOYEE AND ASSOCIATION RIGHTS
A. Employee Rights

1. Employees shall have the right to fair and equal treatment in all aspects of employment conditions.

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2. Employees shall not have any formal punitive personnel action taken which will result in any loss of pay or benefits, unless the employee is notified in writing as to the reason or reasons thereof and is given reasonable opportunity to respond.

Nothing in this clause shall prevent the City from rejecting without cause an employee during probationary status.

3. The City shall abide by the Public Safety Officers Procedural Bill of Rights (Government Code Section 3300 et seq.), and such is hereby incorporated into this MOU.

4. At the option of the employee, payroll deductions may be made for payments of Association dues and for approved programs.

B. Association Rights

1. Attendance at Meetings
Formally recognized employee organizations may select not more than two (2) employee members of such organizations to attend scheduled meetings with the Director of Human Resources or management officials on subjects within the scope of representation during regular work hours without loss of compensation. Where circumstances warrant, the Director of Human Resources may approve the attendance at such meetings of additional employee representatives with or without loss of compensation. The employee organization shall, whenever practicable, submit the names of all such employee representatives to the Director of Human Resources at least three (3) calendar days in advance of such meetings. Provided, further:
a. No organization representative, who is a City employee, shall leave his or her duty or work station or assignment without specific approval of the Department Head or designee;
b. Any such meeting is subject to scheduling by City management in a manner consistent with operating needs and work schedule.

Nothing provided herein, however, shall limit or restrict City management from scheduling such meetings before or after regular duty or work hours under appropriate circumstances. No compensation shall be paid City employees for any meetings or related work conducted outside of the employees’ normal working hours.

2. Access to Work Location
Reasonable access to employee work locations shall be granted officers of recognized employee organizations and their officially designated representatives, for the purpose of processing grievances or contacting members of the organization concerning business within the scope of representation. Such officers or

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representatives shall not enter any work location during normal duty hours without the consent of the Department Head or designee. Such consent shall not be unreasonably withheld. Access shall be restricted so as not to interfere with the normal operations of the department or with established safety or security requirements. Solicitation of membership and activities concerned with the internal management of an employee organization, such as collecting dues, holding membership meetings, campaigning for office, conducting elections and distributing literature, shall not be conducted during normal duty hours.

Recognized employee organizations may, with the prior approval of the Director of Human Resources, be granted the use of City facilities during off-duty hours for meetings of City employees provided space is available. All such requests shall be in writing and shall state the purpose or purposes of the meeting. The City reserves the right to assess reasonable charges for the use of such facilities.

The use of City equipment other than items normally used in the conduct of business meetings, such as desks, chairs, and blackboards, is strictly prohibited, the presence of such other equipment in approved City facilities notwithstanding.

3. Use of City Bulletin Boards
Recognized employee organizations may use portions of City bulletin boards under the following conditions:
a. All materials posted shall not constitute harassment, discrimination, or retaliation based on a legally protected status.
b. Prior to posting, all materials must receive the approval of the Department or Division Head in charge of the departmental bulletin board. Should the department head not approve any item for posting, and if after discussing the matter with the employee organization representative a disagreement still remains, then the matter shall be referred to Director of Human Resources for determination.
c. All materials must be dated and must identify the organization that published same.
d. Unless special arrangements are made, materials posted must be removed 31 days after publication date.
e. The City reserves the right to determine where bulletin boards shall be placed and what portion o ['them are to be allocated to employee organizations' materials.
f. An employee organization that does not abide by these rules shall forfeit its right to have materials posted on City bulletin boards.

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ARTICLE 6. MANAGEMENT RIGHTS
The City shall retain the sole right and authority at its discretion to maintain the order and efficiency of the public service entrusted to it, and to operate and manage the affairs of the Fairfield Police Department in all aspects, including, but not limited to all rights and authority held by the City prior to the signing of this MOU, except where abridged by a provision of this MOU.

Except where limited by other provisions contained in this MOU, the Association agrees that the City may act unilaterally in the following areas of activities without any further need to meet and confer on these actions:

1. To direct employees of the City.

2. To make contracts and subcontracts for matters relating to municipal operations. If the City contracts or subcontracts enforcement powers provided by sworn officers under Penal Code Section 830.1, the City agrees to meet and confer at the request of the Association over the impact of such contract or subcontract on employees represented by the Association.

3. To determine the mission, budget, organization, number of employees, number, type, and grade of employees assigned, the work project, tour of duty, methods and processes by which work is performed, technology needed, internal security practices and relocation of facilities.

4. To relieve employees for lack of work or other legitimate reasons and to establish job classifications and reclassifications commensurate with duties to be performed or being performed.

5. To hire, promote, transfer, assign and retain employees in positions within the department.

6. To suspend, demote, discharge, grant or deny step increases, and take such other disciplinary actions with respect to permanent employees as appropriate for just cause.

7. To take any action necessary to carry out the mission of the department, schedule operations, determine the type and scope of work performed by City employees unless prohibited by law, and to alter, rearrange, change, extend, limit or curtail its operations, or any part thereof.

8. To determine the qualifications of employees for appointment, promotion, step increases, etc., and to set standards of performance, appearance and conduct.

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9. To formulate, change or modify Department rules, regulations and procedures except that no rule, regulation, or procedure shall be formulated, changed or modified in a manner contrary to the provisions of this MOU.

ARTICLE 7. COMPENSATION/WAGES
A. Wage Increase
There will be no cost-of-living adjustments during the term of this Agreement.

In lieu of a negotiated salary, each employee in the POA bargaining unit at the time of adoption of this agreement will receive an off-salary-schedule pay equal to 3% of their base wage, excluding premiums and incentives. This will be paid in a single lump-sum payment the second full pay period following adoption of this Agreement and reportable as special compensation to CalPERS for Classic members.Following City Council adoption of the successor MOU, the City will increase base wages for all represented classifications in the bargaining unit as follows:
 Effective the first full pay period of July 2022, employees will receive a 5.0% base wage increase.
 Effective the first full pay period of July 2023, employees will receive a 2.0% base wage increase.
 Effective the first full pay of July 2024, employees will receive a 6.5% base wage increase.

B. Proficient Officers Incentive Pay
Once the 9 step wage range has collapsed to 5 steps wage range, eEmployees who are at step 5 plus of the pay range, have completed one year of service with the City of Fairfield, and pass the Proficient Officers examination will be eligible to test for and receive a 5% Proficient Officer pay incentiveat 5% of base wage.

The City will pay the 5% proficiency incentive at one and one half times an employee’s base wage worked over 28-day FLSA work period.

Eligibility certifications/examinations will be conducted twice a year. Employees who have met the eligibility requirements, if otherwise qualified to compete in the Police Sergeant promotional examination, will not be required to take the written examination portion of the promotional process. Police Officers shall be required to test only once during their career in order to receive proficiency pay; provided, however, that the Chief of Police may require additional recertification in the event an officer's overall performance is not rated at least standard or better.

C. Education Incentive Pays

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Employees in this unit will be eligible for the following education incentive pays, with appropriate verification of certificates and education. Degrees must be from an accredited institution approved by the Director of Human Resources or designee. Incentive pay is PERS reportable as Special Compensation.

1. POST Intermediate certificate 2.0%
--OR--
POST Advanced certificate 3.5%

2. Associate’s Degree 2.5%
--OR--
Bachelor’s Degree 5.0%
Amounts are not cumulative. Maximum incentive is 8.5% of base rate of wage.

D. Off-Duty Canine Work
The following provisions apply to the department’s Patrol Canine and Wellness Support Canine programs.

1. Agreement on Hours Worked
The amount of off-duty compensable working time attributable to all ordinary aspects of canine care (including without limitation handling, caring, feeding, exercising, grooming, kennel cleaning, cleaning of City vehicles and ordinary transport to the veterinarian) by employees assigned to canine duty amounts to thirty (30) minutes per day, 3.5 hours per week. This amount is a good faith estimate, intended to be comprehensive, accurate and inclusive of all pertinent facts.

2. Compensation
For all off-duty canine work performed by employees assigned to canine duty, employees shall earn three and a half (3.5) hours of compensable working time attributed to canine care at their regular hourly rate of pay per week or seven (7) hours per pay period.

3. Dog Food Reimbursement
Dog food is coordinated through, and directly paid for, by the department’s Patrol Canine and Wellness Support Canine programs.The Police Department will reimburse canine officers for dog food up to a maximum of $100.00 per month.

Receipts are to be submitted for reimbursement per the City’s process.

Reimbursement will be paid by a separate check and are not subject to payroll taxes.

4. Miscellaneous
Compensation paid for off-duty canine related work under this MOU fully satisfies the City's obligations to pay premium overtime under the FLSA. In the event that

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any person makes a future claim, contrary to the intent of the parties, that this MOU provides canine compensation less than the minimum required under the FLSA, the City may in its discretion rescind Article 7.D.2.; however, prior to rescinding Article 7.D.2., the City will meet and confer with the Association to attempt resolve any dispute. In the event that an officer performs any unusual or extraordinary work related to the canine assignment, which work should be accounted for outside of this MOU, the officer shall immediately report such occurrence in writing to his or her supervisor.

D.E. Bilingual Pay
Each employee who meets the City's certification and eligibility requirements shall be compensated an additional $62.50 per pay period, beginning the pay period following testing and certification. The City will choose the languages qualifying for bilingual pay.

E.F.Overtime
The following overtime policy shall be applicable to employees represented by this Agreement.

1. Hours worked
Police Officers will be paid at base wage for regularly scheduled hours actually worked during each work period.

2. Shift Extension
Hours worked as an extension of a scheduled tour of duty or as an additional shift will be paid at the rate of one and one-half times the employee’s regular rate to the closest quarter of an hour to the extent required by the FLSA.

3. Scheduled Appearance and Callout
Duty required scheduled appearances (i.e. trials, hearings, meetings and special assignments) and callouts for unplanned events that occur during a time when an employee is not scheduled for duty will be compensated at the rate of one and one-half times the employee’s regular rate to the closest quarter of an hour to the extent required by the FLSA, utilizing the guidelines outlined below.

Scheduled appearance overtime will start at the time the employee is required to appear. (Exception: When such appearance is outside the City of Fairfield, round trip travel time to and from the appearance location, or the actual time traveled, whichever is less, shall be considered compensable time.) Callouts begin at the time of notice to the employee, however, personal functions not essential for response shall not be considered compensable time. a. When a scheduled appearance or callout begins less than four (4) hours before the start of the employee's next scheduled shift, overtime compensation will begin as specified in Article 7.F.3. and continue until

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the start of the employee's next scheduled shift, including any lunch recess that may be involved.
b. When a scheduled appearance or callout begins four (4) hours or more before the start of an employee's next scheduled shift and continues up to or beyond the start of the employee's next scheduled shift, overtime compensation will begin as specified in Section Article 7.F.3. and continue until the start of the employee's next scheduled shift, including any lunch recess that may be involved.
c. When a scheduled appearance or callout begins four (4) hours or more before the start of an employee's next scheduled shift and ends prior to the start of the employee's next scheduled shift, overtime compensation will begin as specified in Article 7.F.3. and continue until the employee is released from duty, including any lunch recess that may be involved. If the time between the start of the scheduled appearance or callout and the employee being released from duty amounts to less than four (4) hours the employee will receive four (4) hours of overtime compensation.
d. Multiple scheduled court appearances on the same day shall be paid straight through from the start of the initial appearance through the last appearance when the employee is released. In such instances there shall not be multiple four (4) hour minimums. For the purposes of this section, this does not include special assignments that are voluntary such as DUI detail, mall detail, crime suppression details, sporting events, dances, etc. e. In a situation where there is one or more scheduled appearances in a day, where the employee is finally released or the four (4) hour minimum has expired, (whichever is greater), and the employee is subsequently called out, an additional four (4) hour minimum shall apply for such callout.
f. In the case of a DMV Hearing, if an employee has the option of conducting the hearing by phone, he/she may do so from a location other than the Police Department and receive a two-hour (2) minimum.

Both parties recognize that the City has no intention of altering any past practice with respect to use of an employee's time between his/her release from any scheduled appearance and the end of the four (4) hour minimum period.

The City shall continue to work with the POA and the District Attorney's Office on subpoenas and the impact those subpoenas have on scheduled days off.

4. Cancellation of a Subpoena

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Employees who have been subpoenaed to appear in Court on a regularly scheduled day off and are subsequently cancelled less than 48 hours prior to the Court appearance will be eligible to receive two (2) hours of pay at time and one-half of the employee’s base wage. This shall include employees on “Night Shift 2”, for whom the first day of the workweek falls midweek.

If an employee is subpoenaed for a Court appearance on a Monday, or following a Court-observed holiday, and this is the employee's regularly scheduled day off, the employee will be eligible to receive two (2) hours of pay at time and one-half of the employee’s base wage unless the subpoena is cancelled at least 48 hours prior to the beginning of the employee's regularly scheduled weekend.

If the employee has multiple subpoenas on the same day, the employee may be eligible for an additional two (2) hours of pay if the second subpoena is scheduled more than two (2) hours after the first. Example: If the first subpoena is for 8:00 am and the appearance is cancelled after the 48 hour limit, and the second subpoena is for 10:30 am and the appearance is cancelled for that appearance, the Officer will be eligible to receive four (4) hours of pay at time and one-half of the employee’s base wage.

For purposes of this section, no Officer will be eligible for more than four (4) hours of additional pay in any one day. Officers may be noticed by the City or District Attorney's Office of Court cancellation.

Should the employee receive two subpoenas and one is cancelled while the other still requires the employee to attend, the employee will only be compensated for the scheduled appearance pursuant to Article 7.F.3, Schedule Appearance and Callout. In this instance the employee will not be entitled to the two (2) hours of time and one-half pay.

5. Overtime Pay Rate
The overtime pay rate will be time and one-half the employee's regular rate.

Employees have the option to be compensated in cash or by compensatory time off.

6. Compensatory Time Off (CTO)
Total CTO may not exceed 240 hours. Employees may cash-out CTO upon reasonable advance written notice to the City.

Employees may, with approval of their supervisors, take CTO. Requests for taking compensatory time off shall not be unreasonably denied. Supervisory approval for CTO requests may not be withheld except under those circumstances permitted under the Fair Labor Standards Act (FLSA). In the event of an

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employee grievance from denial of CTO, this section shall be interpreted in a manner consistent with the requirements of FLSA Section 7(o)(5).

7. Overtime for Motor Officers
Motor Officers shall only spend off-duty time cleaning and maintaining motor equipment with the advance written approval of their supervisor.

8. Overtime/Telephone Callback
Employees required to conduct departmental business by telephone while off duty shall be eligible to receive two (2) hours of pay at time and one -half of the employee’s base salary.

F.G. Longevity Pay
Officers will be eligible for additional increases of 2.5% based on their consecutive years of service as a Fairfield Police Officer. Officers may include up to three (3) years of service credit as a sworn law enforcement officer from another law enforcement agency. The longevity increase shall be as follows:
 9 years- 2.5%
 12 years – 5%
 15 years – 7.5%
G.H. Field Training Officer PayIncentive
Employees in this unit who are designated as Field Training Officers or certified Motor Training Officers, shall receive a 5.0% increase incentive when assigned to an officer-intraining, CSO-in-training, motorcycle pre-training, motorcycle FTO and any time the FTO is asked by Administration to monitor the performance of an officer in order to provide evaluation or feedback. A Field Training Officer shall receive the FTO Compensation incentive for the duration of their assignment to an officer or for the pay period for which they may be temporarily assigned an officer.

I. Field Training Officer Night Shift Incentive
A set number of FTOs who sign up for night shifts voluntarily will receive an incentive pay of 5% of their base salary for the duration of the time that they work night shift, even when not assigned a trainee.

The basics of the incentive program are as follows:
 At the time of shift bidding, and every six months as per the department’s current practice, FTOs will bid for shifts by their department seniority, as they do now.

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 The first two (2) FTOs to sign up for each night shift (two on Night Team 1 and two on Night Team 2) will receive the 5% incentive pay.  If any other FTOs select a night shift after there are already two on the shift, the third FTO will not receive the incentive pay, but will continue to receive FTO pay if they are assigned a trainee.
 FTOs receiving the FTO incentive pay will be preferentially assigned trainees on their shifts, and additional FTOs on that shift would only be utilized due to an absence, such as vacation or sick leave of an FTO that is receiving the incentive or if the number of trainees required the assignment of an additional FTO.

Additional FTOs will be paid pursuant to Article 7, Section H (Field Training Officer Incentive) of the MOU.
 When an FTO receiving the incentive pay voluntarily decides to leave night shift, their incentive pay will cease, regardless of how long they have been receiving it. There is no perpetual, ongoing right to incentive pay after leaving the night shift.
 In the event that an FTO who is currently receiving the incentive is assigned to light duty or takes a leave of absence, whether paid or unpaid, for a duration exceeding 60 days, their eligibility for the incentive will be suspended until their return.
 If an FTO has been separated from the Department or has retired, the next FTO assignment shall go to the next FTO with the highest seniority.

It is recognized that, should no FTOs voluntarily sign up for night shift, no incentive pay will be paid out, and current FTOs will be assigned to train new officers on night shift under a temporary duty assignment schedule change, following the guidelines of the MOU between the City of Fairfield and the Fairfield Police Officers’ Association. This same guideline will be applied to swing shift, if no FTOs sign up for swing shift during shift bidding.

J. Salary Range and Incentives Restructuring
Effective the first full pay period after the adoption of this Agreement, the City and Association agree to restructure the existing 12-step salary range and Officer A-H classifications to a single Police Officer classification with a 5-step salary range. This restructuring will decouple the following incentives from base hourly wages:
 POST Intermediate certificate
 POST Advanced certificate
 Associates Degree
 Bachelor’s Degree
 Proficient Officer
 Longevity

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Once decoupled from the base hourly wages, employees shall receive the applicable incentives for which they qualify as separate premiums, to be listed as separate line items on earnings statements. Incentives will not be compounded.

The City will apply a 1.393% equity adjustment to the base Police Officer salary range, effective the first full pay period after the adoption of this Agreement.

ARTICLE 8. PROBATIONARY PERIOD AND MERIT INCREASES
A. Beginning Step and Merit Increases
All Police Officer trainees will be hired at the lowest step of the wage scale. Upon successful completion of the Police Academy these officers will be moved to the next adjacent step. An employee who moves from a Police Officer Trainee to a Police Officer position, will receive the step of the new classification’s wage scale closest to 5% without going under 5% and may not exceed the top step base wage of pay.

Police Officers other than trainees, depending on their experience and education background will be hired at a level higher than Step 1; the decision as to which level is to be made by the Chief of Police.

Employees at Step 2 or above shall be eligible for merit increases after completing 12- months of continuous satisfactory service.

B. Promotion, Rejection During Secondary Probation, and Flexible Staffing

1. Promotion
Upon promotion the employee will receive the step of the new classification’s wage scale closest to 5% without going under 5% and may not exceed the top step base rate of wage.

A promotion is defined as moving from one classification to another classification where the top step base rate of wage of the new classification exceeds the top step base rate of wage of the previous classification. Employees who are promoted will serve a 12-month probationary period.

2. Rejection During Secondary Probation
An employee who has been promoted and who fails to satisfactorily complete his or her probation period will be returned to their prior job classification. Upon return to the previously held classification, the employee will have the same base rate of wage that they had prior to the promotion.

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3. Merit Date
An employee’s annual review date will change to correspond to the effective date of a promotion or demotion.

C. Hiring and Promotions

1. Vacancies
Appointments to vacant positions shall be based on merit and fitness as determined by a competitive selection process established by the Police Department and the Human Resources Department. Vacancies in positions above the entry level may be filled by promotion whenever one or more qualified candidates are available.

2. Promotions
Promotions shall be based on merit and fitness as determined by a competitive process established by the Police Department and the Human Resources Department. The minimum qualifications and the specific promotional process shall be published at least ten (10) days prior to the sign-up for the process.

3. Selection
Examinations for appointments and promotions shall be in such form as will fairly test the abilities and aptitudes of candidates for the duties to be performed.

Selection shall include an oral interview by a panel of persons selected for their objectivity and familiarity with municipal and public safety operations.

4. Eligibility Lists
Candidates who qualify for employment or promotion shall be placed on an eligibility list for the appropriate job class.

5. The City and the Association agree to meet upon the request of either party to discuss changes in the testing process, but nothing in this requirement shall be construed as requiring a formal meet and confer process as defined by State Law or by the Employee Relations Resolution.

ARTICLE 9. WORK HOURS
The FLSA work period is one hundred sixty (160) hours every 28-days.

A. Fixed Schedule
Employees assigned to a fixed work schedule shall have specified starting times and ending times to their work shifts. These employees shall have a fixed number of hours per shift, though they may not have the same starting and ending times every day. Hours worked in excess of the scheduled shift shall be paid in accordance with the over-time policy.

1. 4 days work/3 days off
10 hours per work day

2. 3 days work/4 days off // 4 days work/3 days off one additional day off to be

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assigned per 28-day FLSA work

12.31 hours per work day
NOTE: On schedule 2 listed above, work days indicated are not exact and would be adjusted to total 160 hours per 28 day FLSA work period.

B. Changes in Fixed Schedule
Employees on a fixed work schedule shall be given as much notice as possible, and in no case less than 7 days, before any change in their regularly assigned shift duty days or days off. Starting and ending times of their regularly assigned shift may be adjusted upon mutual agreement between the employee and the Department.

This clause shall not apply to officers who are injured on or off duty and need to be assigned to the personnel manager for the purpose of arranging medical treatment or a light duty assignment.

This clause shall also not apply in the case of emergency needs of the department caused by natural disaster or a large scale crime incident.

If less than 7 days notice is provided and the employee's regularly scheduled shift is changed, the employee shall receive compensation at the overtime rate for the first rescheduled duty day.

C. Seniority List
The department shall maintain a seniority listing for all Police Officer personnel below the rank of Sergeant hired, rehired or reinstated.

For employees hired on or after the date of ratification of this agreement, Wwhen multiple employees are appointed to the classification of Police Officer with the City of Fairfield on the same date, the order of seniority shall be awarded as follows:

1. Lateral Police Officers;

2. Existing Fairfield Police Department employees, including employees originally hired as Police Officer Trainee.

3. Lateral Police Officers;

4. Academy Graduates who do not have prior service with the Fairfield Police Department
Employees hired before the date of ratification of this agreement will maintain their existing placement on the seniority list.

Employees appointed to the classification of Police Officer who have been employed previously as a full-time peace officer shall have their seniority adjusted for the length of prior full-time peace officer status.

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Academy Graduates who do not have prior service with the Fairfield Police Department, shall have their seniority determined by Academy ranking, with seniority given to the employee with the higher Academy ranking. In the event that the two or more Academy Graduates tie in ranking, the employee with the lowest last four (4) digits of their Social Security Number shall have the higher seniority.

Following adoption of the seniority roster when a rotation of patrol and/ or traffic shifts occur a roster of available days off will be posted for each shift, officers assigned to a shift will then be allowed to select days off based on seniority. Rotation of shifts shall occur on an approximately six (6) month cycle.

D. Flexible Schedule
Employees assigned to a flexible work schedule shall have the responsibility for working a minimum of 160 hours per 28-day FLSA work period. Employees assigned to a flexible work schedule shall be notified by personnel action form.

Employees on a flexible schedule shall have a general understanding or agreement regarding when the employee will routinely report to work (e.g. Monday-Friday 2:00-10:00 p.m.). That normally scheduled work day may be flexed at any time to accommodate Department operations.

If an employee has already worked the normally scheduled work day and is subsequently called back to duty before the next normally scheduled work day, the employee shall receive compensation at the overtime rate to the closest quarter of an hour in accordance with Article 7.F. Overtime.

Should the Department direct an employee to flex their schedule in the next work week, the Department will provide the employee 48 hours notice prior to the last worked day of the week. If the Department directs an employee at the end of the work period to flex hours to avoid exceeding 160 hours worked, it must provide at least 48 hours written or verbal notice. Employees working in excess of 160 hours per 28-day FLSA work period shall be compensated in accordance with the overtime policy.

If flexible schedule employees are assigned to schedules with other than weekends off, to the extent possible, consistent with department needs, days off shall be selected by seniority.

When employees assigned to flexible schedule are required to work more than two hours past the end of their normally scheduled work day, they shall be compensated in accordance with the overtime policy and the compensated time shall be excluded from counting towards the minimum work required of 160 hours minimum within the 28-day FLSA work period.

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E. Rest Periods
Whenever an employee is assigned to a fixed schedule shift of more than 10 hours, there shall be a mandatory minimum rest period of seven (7) consecutive hours between the end of one scheduled work shift and the start of the next scheduled work shift.

Example:

1. If an employee completes a regular work shift at 6 a.m. and has a scheduled court appearance at 1 p.m. the same day, the 7 consecutive hours occurs between 6 a.m. and 1 p.m. and there is no mandatory rest period after the court appearance is completed.

2. If an employee completes a regular work shift at 6 a.m. and has a scheduled court appearance at 10 a.m. the same day, and the court appearance is over by 10:42 a.m., the 7 consecutive hours occurs between 10:42 a.m. and 5:42 p.m., the beginning of the next work shift. Therefore, there is no mandatory rest period after the court appearance is completed.

3. If an employee completes a regular work shift at 6 a.m. and has a court appearance at 8:30 a.m., and the court appearance is completed at 12 noon, and the employee is scheduled to come back to work for a regular work shift that day, the employee may not come to work for the next regular work shift that day until at least 7 p.m. An employee requiring a mandatory rest period shall immediately coordinate that absence with the on duty supervisor.

4. If an employee is assigned a flex schedule and is called in prior to the beginning of his/her shift, he/she shall have up to seven hours rest prior to the start of his/her next shift. The City shall pay up to seven hours for the rest period so employees do not have to use their leave banks to cover the hours. However, if an employee wants to request more time-off than seven hours, he/she will need to follow the current time off request protocol of the department F. Breaks
Employees working fixed schedules on eight (8) or nine (9) hour shifts shall be entitled to one 30- minute lunch break and two 15-minute breaks per shift.

Employees working a fixed schedule on a ten (10) hour shift shall be entitled to one 30- minute lunch break and three 15-minute breaks.

Employees working a fixed schedule on a 12-hour shift shall be entitled to one 45- minute lunch break and three 15-minute breaks. Employees working a fixed schedule on a 12-hour shift may combine any two (2) break periods once during each shift.

Employees are subject to callout at any time during breaks.

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ARTICLE 10. LIGHT DUTY
Light duty may be provided for employees who are unable to work due to injury or illness from either industrial or non-industrial causation. Further, workers' compensation law and disability plans provide that an employee is not entitled to temporary disability benefits if suitable light duty work is available. The basic principles are as follows:
a. The employee is temporarily not able to resume full duty, but is capable of performing some work duties.
b. The employer may develop a light duty work assignment commensurate with the employee's temporary work restriction.
c. If the employer is unable to offer light duty work, the employee is entitled to continued temporary disability benefits until the employee is able to resume normal duties, or is permanent and stationary, whichever is earlier.
d. If the employee declines suitable light duty work, the employee is no longer entitled to temporary disability benefits.

The City's policy and procedure for light duty is available in Appendix 1.

ARTICLE 11. LEAVE/TIME OFF
A. Holidays Conversion Premium
The City recognizes the following 14 holidays for the Association:

New Year’s Day Indigenous Peoples’ Day/Columbus Day
Martin Luther King, Jr. Day Veterans Day
Presidents Day Thanksgiving Day
Memorial Day Day after Thanksgiving
Juneteenth Christmas Eve
Independence Day Christmas Day
Labor Day New Year’s Eve
Employees who are normally required to work on an approved holiday because they work in positions that require scheduled staffing without regard to holidays shall receive additional compensation, over and above the employee’s rate of pay. The additional compensation is calculated as a percentage of base wage, excluding any other premiums or incentives.

Beginning with the first full pay period after adoption of this Agreement, employees will receive a holiday conversion premium of 5.38%, based on the below calculation:
14 holidays @ 8 hours per holiday = 112 hours
112 hours / 2080 hours annually = 5.38%
Beginning with the first full pay period following City Council adoption of this Agreement, employees will no longer receive Holiday-in-Lieu or Vacation-in-Lieu

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(“HIL/VIL”) accruals as described in the predecessor MOU. HIL/VIL hours will be converted to a cash value that includes the Holiday Conversion Premium and set aside based on the following calculation:

Combined total # of hours in HIL/VIL banks x employee’s base wage increased by

5.38% Holiday Conversion Premium
Example:
 An officer has 25 hours HIL and 75 hours VIL for a combined total of 100 hours HIL/VIL
 Their base wage at step 4 is $57.2724
 The Holiday Conversion Premium is 5.38%
 100 x $57.2724 = $5,727.24
 $5,727.24 x 5.38% = $308.13
 $5,727.24 + $308.13 = $6,035.37
 This employee’s HIL/VIL bank will be frozen at a cash value of $6,035.37 Employees will have five (5) years from the date of adoption of this Agreement to exhaust the calculated cash value using one of the following options:

1. Employees may elect one of the following options for receiving the cash value of these hours:
a. Receive a cash payout either in a single payment or up to five (5) annual installments.
b. Transfer the balance into the employee’s deferred compensation account (457 plan), subject to IRS limits and plan Administrator approval, either in a single payment or up to five (5) annual installments.
c. Transfer the balance into the employee’s Retirement Health Savings account, subject to IRS limits and plan Administrator approval. d. Any combination of the above.

Note: cash payouts will not be reportable to CalPERS as compensation.

2. Employees may use the converted cash value of their HIL/VIL bank to cover approved time off. When used as time off, the dollar amount equivalent to the employee’s scheduled hours not worked (calculated at the hourly rate the employee would have received for those hours) will be deducted from the converted cash value of the bank. The HIL/VIL bank will be exhausted when the remaining cash balance reaches zero, regardless of the number of hours initially credited or used.

3. Any combination of the above.

Any remaining balance at the end of this time will be immediately paid out in a single lump-sum payment. The employee must elect one of the following options for disbursement:

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1. Paid out in cash

2. Transferred to the employee’s deferred compensation account (457 plan), subject to IRS limits and plan Administrator approval.

3. Transferred to the employee’s Retirement Health Savings account, subject to IRS limits and plan Administrator’s approval.

If the employee fails to elect one of the above options, the remaining balance will be paid out to them in cash.

Holiday credit shall be accrued on the following basis:

In Lieu Holidays 9 days/year 2.770 hours/pay period
Paid Holidays 5 days/year 1.54 hours/pay period
In-Lieu holidays earned shall show on the check stub as "vacation in-lieu".

B. Floating Holiday
Employees shall receive eight (8) hours of floating holiday time per year. This time will be credited in pay period 01 of each year. This bank has no cash value, may not be cashed at separation, and must be used in the year that it is provided.

Newly hired employees hired after pay period 01 but before pay period 13, shall be entitled to four (4) hours of floating holiday time in their first year of employment. This time will be credited in pay period 13 of the new employee’s first year. The maximum accrual of floating holiday hours is eight (8) hours per calendar year.

C. Vacation

1. Vacation Accrual
Vacation leave with pay shall be accrued on the following basis:

Employees hired or promoted into FPOA prior to the adoption of this Agreement Years of Service Accrual Rate
Date of hire through year 3 3.08 hours per pay period
Beginning of year 4 through 10 4.62 hours per pay period Beginning of year 11 through 15 6.16 hours per pay period Beginning of year 16 through 20 7.07 hours per pay period Beginning of year 21 and over 7.69 hours per pay period Employees hired or promoted into FPOA on or after the adoption of this Agreement Years of Service Accrual Rate
Date of hire through year 3 2.7680 hours per pay period Beginning of year 4 through 10 4.3040 hours per pay period Beginning of year 11 through 15 5.8480 hours per pay period Beginning of year 16 through 20 6.7680 hours per pay period Beginning of year 21 and over 7.3840 hours per pay period

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Years of Service Accrual Rate
From date of hire through year 3 3.08 hours per pay period (10 days per year) Beginning of year 4 through 10 4.62 hours per pay period (15 days per year) Beginning of year 11 through 15 6.16 hours per pay period (20 days per year) Beginning of year 16 through 20 7.07 hours per pay period (23 days per year) Beginning of year 21 and over 7.69 hours per pay period (25 days per year) The maximum vacation hours that may be accrued is two (2) times the employee's annual accrual rate.

Vacation credit is earned on a biweekly basis and expressed in terms of hours available on the biweekly check stub.

During the first 12 months of employment no vacation may be taken. Upon completion of 12 months of continuous full-time service, vacation accrued during the previous 12-month period may be taken. Vacation credits earned during each anniversary year at the rate indicated above.

Upon separation from the City, employees shall be paid for any unused vacation credit, providing they have been employed full-time for at least one full year.

2. Vacation Cash Out
POA represented employees may cash out up to 80 hours of their vacation balance each calendar year provided that employees exercising this option to cash out vacation must maintain a minimum balance of 160 hours of vacation after the cash out.

D. Sick Leave

1. Sick Leave Accrual and Use
Employees shall receive 12 working days of sick leave with pay for each full year, accrued biweekly at a rate of 3.70 hours per pay period. At the time of hire, employees are eligible for sick leave. There shall be no limit on the amount of accumulated sick leave.

Sick leave shall be allowed and used solely for cases of actual personal sickness or disability, medical or dental treatment or as authorized for other necessary health reasons and may be used by the employee for attendance upon a member of his/her immediate family who is seriously ill and requiring the care and attention by the employee. An employee intending to use sick leave for medical/dental appointments shall notify his/her supervisor in advance of the appointment.

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For purposes of this section immediate family is defined as mother, mother-in-law, step-mother, father, father-in-law, step-father, spouse, domestic partner, son, daughter, step child, brother, sister, grandparent, grandchild, foster parent, or a child for whom the employee is legal guardian.

2. Yearly Distribution
On an annual basis, for hours accrued above 500, employees must elect to receive a distribution of sick leave hours in cash or make a contribution to a qualifying deferred compensation account or a Retiree Health Savings account (RHS), determined by employee.

If employees elect to receive cash for their excess hours, they will receive 50% of the value of those hours at their corresponding hourly base rate of pay.

If employees elect to contribute excess hours to a qualifying deferred compensation or RHS account, they will receive 75100% of the value of those hours at their corresponding hourly base rate of pay.

3. Sick Leave Cash Out upon Retirement
Employees who retire from City service have the following options for their sick leave balance upon retirement:
a. Employees may elect to receive cash for 50% of their current sick leave balance. The remaining 50% of their bank will be credited to their CalPERS pension account for service credit.
b. Employees may elect to receive 75% of their sick leave balance in CalPERS service credit and receive the remaining 25% in cash.
c. Retiring employees who have reached maximum service credit will be eligible to receive 75% of their sick leave balance in cash.

4. Sick Leave Cash Out upon Separation
Employees who separate from City service for any reason other than retirement shall receive 50% of their sick leave balance upon separation in cash.

5. Sick Leave Cash Out with Death
If any employee dies after completing one (1) full year of employment, his beneficiary shall be entitled to reimbursement for 50% of accumulated unused sick leave.

6. Sick Leave Cash Out with Duties Related to Death

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If an employee dies due to a duty-related death, his beneficiary shall be entitled to reimbursement for 100% of accumulated unused sick leave.

E. Bereavement Leave
The Police Chief may grant employees up to a maximum of five (5) Leave of absence with pay up to ten (10) days may be authorized for an employee solely by the Police Chiefof bereavement leave in the event of death or serious traumatic injury in the employee's immediate family. For the purposes of this section, immediate family is defined as:
 motherParent, /motherparent-in-law, /step-motherparent/foster parent, father, father-in-law, step-father,
 sSpouse, /domestic partner,
 Childson, daughter, /step child, /child for whom the employee is legal guardian  brother, sister, Sibling
 Ggrandparent
 , Ggrandchild, foster parent, or a child for whom the employee is legal guardian.

Per Administrative Policy 200.23 “Bereavement” the City Manager may grant City employees an additional five (5) days of bereavement leave for a total of ten (10) days.

All bereavement leave requests in excess of five (5) days must be approved by the City Manager.

Bereavement leave shall not accrue to any employee as vested leave. The number of authorizations that may be made to an employee are not limited.

City employees eligible for bereavement leave include those who have been employed for at least 30 days prior to taking leave.

For the purpose of this section, a "serious traumatic injury or illness" is defined as a sudden and unexpected event which requires prompt and immediate attention from the employee without delay. It may also include attending to the need of an immediate family member who is expected to die in the immediate future. Bereavement leave shall be taken immediately in conjunction with the event of death or serious traumatic injury or illness.

Bereavement leave shall be completed within three (3) months of the event of death or serious traumatic injury or illness and need not be taken consecutively.

F. Personal Leave
Beginning with the first full pay period after adoption of this Agreement, employees will no longer accrue personal leave hours.

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Personal leave hours will be converted to a cash value at 100% of the employee’s hourly rate. For the purpose of this calculation, the “hourly rate” will be the corresponding rate from the salary schedule in effect as of June 30, 2025, based on the employee’s classification and salary step at the time of adoption of this Agreement. Employees may then elect one of the following options:

1. Employees may elect one of the following options for receiving the cash value of these hours:
a. Receive a cash payout either in a single payment or over multiple years. b. Transfer the balance into the employee’s deferred compensation account (457 plan), subject to IRS limits and plan Administrator approval, either in a single payment or over multiple years.
c. Transfer the balance into the employee’s Retirement Health Savings account, subject to IRS limits and plan Administrator approval. d. Any combination of the above.

Note: cash payouts received will not be reportable to CalPERS as compensation.

2. Employees may use the converted cash value of their personal leave bank to cover approved time off. When used as time off, the dollar amount equivalent to the employee’s scheduled hours not worked (calculated at the hourly rate the employee would have received for those hours) will be deducted from the converted cash value of the bank. The personal leave bank will be exhausted when the remaining cash balance reaches zero, regardless of the number of hours initially credited or used.

3. Any combination of the above.

Employees will be eligible to accrue hours of personal leave as follows:

Year 1 (fiscal year 2022-2023): 8 hours (accrued 0.308 hours per pay period) Year 2 (fiscal year 2023-2024): 12 hours (accrued 0.462 hours per pay period) Year 3 (fiscal year 2024-2025) and forward: 16 hours (accrued 0.616 hours per pay period) Employees may cash out up to 100% of their personal leave bank with advance notice to payroll. Upon separation from the City, employees will be paid for any unused personal leave.

ARTICLE 12. HEALTH, LIFE INSURANCE, AND OTHER BENEFITS
A. Medical and Dental Insurance
Full-time eEmployees are eligible for health and dental coverage beginning the first day, of the first month, after date of hire.

Effective the first full pay period in July 1, 2020, the City contribution to the medical insurance premium for the 2020 benefit plan year will increase, if any, by 50% of the difference between the 2019 and 2020 Kaiser $35 copay plan.

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Effective the first full pay period of January 2023, tThe City’s contribution to the medical insurance premium for the 2023 benefit plan year will increase, if any,will be adjusted annually based on by 50% of the difference in premium between the 2021- 2022 plan years and the 2023 rate for Kaiser $35 copay plan.

The City will base the increase to its contribution to dental insurance by 50% of the any increase of in the premium, calculated as half of the difference between the previous plan year’s rate and the new rate for the Delta Ddental HMO plan.

If, during the term of the Agreement, Kaiser no longer offers the medical plan described and/or the dental HMO is no longer offered, the City will adjust its medical/dental plan contribution for employees to the Kaiser plan with the lowest premium, and the Dental Health Maintenance Organization (DHMO) plan with the lowest premium. The City’s contribution will be the amount the City was contributing toward the discontinued plan at the time it was removed, not to exceed the total premium cost of the lowest-cost available plan.

The City shall not automatically assume responsibility for the increase in employee medical and dental premiums after the expiration of this Agreement.

The City will advise the bargaining unit of healthcare premium renewals and will schedule a meeting with the City’s Broker of Record to allow the unit to ask questions about the rates and plans.

Health Insurance Opt-Out
Employees may qualify to receive up to $518 in taxable income by choosing to opt-out of the City-provided medical and/or dental coverage, providing provided proof of other coverage may drop health/dental coverage and receive taxable income, of $518 per month subject to that they meet the following requirements. Employees electing dental only receive $518 per month less the cost of the premium for the dental plan in which they have enrolled. Employees electing medical only do not receive any payments.

1. The eEmployees opting-out of City health coverage for themselves must certify that the employee, and all individuals in the employee’s tax family for whom coverage is waived, must certify that they have alternative Minimum Essential Coverage (MEC) as defined by the Patient Protection and Affordable Care Act (ACA) through a provider other than a Federal marketplace, a State exchange, or an individual policyby signing an attestation form.

2. Every year, Dduring the City’s annual open enrollment period, the employees must recertify that they and all applicable tax family members complete an annual written attestation confirming that the employee and the other members of the employee’s tax family are enrolled in alternative Minimum Essential Coverage by completing a written attestation form.

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3. The eEmployees understand that the City is legally required to immediately stop conditional opt-out payments and enroll them into the City’s most cost efficient health plan if it is determined that they or any covered tax family members do not have the alternative MEC, or if they fail to recertify annually by providing a complete written attestation form during open enrollment.

4. Employees agrees to notify the City no later thanwithin 30 days if they or any employee or other member(s) of their employee’s tax family lose coverage under the alternative Minimum Essential Coverage Plan. Additionally, the employee understands that they will be responsible for repaying any opt-out payments received while they or their family members were not covered under an alternative MEC plan.

For the purpose of medical cash back, “other coverage” is defined as active health and/or dental insurance that is not funded or provided by the City of Fairfield and must be obtained through a provider other than a Federal marketplace, a State exchange, or an individual policy. Coverage under any City-funded health or dental plan does not qualify as “other coverage,” including cases where a City employee is enrolled in a health or dental plan through a parent, spouse, or domestic partner who is also a City employee. Employees in such situations are not eligible for medical cash back.

Employees electing dental only receive $518 per month less the cost of the premium for the dental plan in which they have enrolled. Employees electing medical only do not receive any payments.

The City is legally required to immediately stop conditional opt-out payments if medical insurance premiums increase from one year to the next by an amount greater than allowed by applicable law.

2. The employee understands that the City is legally required to immediately stop conditional opt-out payments if the City learns that the employee and/or members of the employee’s family do not have the alternative Minimal Essential Coverage.

If, during the term of the Agreement, Kaiser no longer offers the medical plan described and/or the Cigna Dental HMO is no longer offered, the City will adjust its medical/dental plan contribution for employees to the Kaiser plan with the lowest premium at the applicable rate, and the Cigna Dental plan with the lowest premium at the applicable rate.

The City shall not automatically assume responsibility for the increase in employee medical and dental premiums after the expiration of this Agreement.

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The City will advise the bargaining unit of healthcare premium renewals and will schedule a meeting with the City's Broker of Record to allow the unit to ask questions about the rates and plans.

B. Unreimbursed Medical Expenses and Childcare Expenses Employees have the option to set aside pre-tax dollars for reimbursement of eligible medical and dependent care expenses. Allocation amounts must be determined within 30 days of date of hire and at every open enrollment for the following plan period.

These funds can only be used for IRS-approved medical and/or dependent care expenses incurred during the plan period and any unused allocation will be lost.

B.C. Retiree Medical Program
Employees may continue enrollment in City retiree health plans at their option, and at their cost, upon retirement. Employees will be allowed a one-time irrevocable election at the time of retirement to elect retiree coverage. Retirees may be enrolled in either the health, or dental, or vision plans, or bothany combination thereof.

Retirement shall mean employees who retired from the City of Fairfield with a PERS retirement at the time of separation and who remain continuously retired under PERS.

Retirees are responsible for paying the full cost of the premium by the due date set by the City. If payment is not timely received, the retiree and any spouse or dependent, shall be terminated from the program without right to re-enroll at a later date.

Retirees must enroll in a Medicare-supplement plan when they become eligible for Medicare, presently at age 65. Failure to enroll in a Medicare-supplement plan will result in termination from the program. The Medicare premium is the responsibility of the retiree.

In the event of a death of a retired employee, the surviving spouse and dependents who are participating in the city plan at the time of death of the retired employee, may continue on the City health insurance plan at his/hertheir own cost under COBRA regulations only, subject to plan restrictions and conditions.

For all retirees, once health, and dental, and/or vision coverage is terminated, it cannot be later reinstated.

C.D. Vision Care
The City will pay the premium for vision care coverage only under the Kaiser Plan, unless negotiated otherwise by the City's insurance broker. For employees not covered by Kaiser, the City will reimburse up to a maximum of $300 total per calendar year for the employee and his/her immediate family for eye exam and prescription glasses/contacts. Amounts not used in any year cannot be carried forward to future years. Receipts must be submitted for reimbursement.Employees

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are eligible for vision coverage, beginning the first day of the month after the date of hire.

The City will pay the premium for basic vision coverage, unless negotiated otherwise by the City’s insurance broker.

The City will not contribute toward the cost of any plan other than those specifically sponsored by the City.

D.E. Life Insurance
For basic life insurance, employees covered by this MOU will be eligible the first day of the month after date of hire. The City shall provide life and accidental death/dismemberment insurance. The City shall pay in full an amount equal tolimitations shall be 1.5 times the annual salary of the officer rounded up to the next $1,000 for a Life and Accidental Death/Dismemberment insurance policy up to $150,000.

For additional life insurance, employees covered by this MOU may be able to purchase supplemental life insurance coverage equal to six (6) times their annual salary up to $500,000, subject to carrier approval. Health questionnaires may be required for the purchase of Supplemental Life Insurance.

E.F.Funeral Benefit
In the event an officer is killed by a violent act or accident in the line of duty, the City will pay the funeral expense up to $12,000. The City will issue a check for up to that amount to the funeral home chosen by the officer's next of kin. This benefit shall be considered an advance of any like kind benefits due in Worker's Compensation Benefits.

For the purposes of this MOU, "killed by a violent act or accident in the line of duty" shall mean that death from a violent act or accident occurred as a result of activities within the scope and course of the officer's employment.

F.G. Short Term Disability (STD)
The City administers the self-funded STD plan. The STD benefit schedule shall match the State Disability Insurance (SDI) benefit schedule. The benefit commences after a 7-day waiting period, or immediately, if hospitalized. Coverage is for non-industrial injuries for a maximum of 180 days. An employee is eligible the first of the month after three (3) months continuous employment. The employee will pay the monthly premium, which may be adjusted annually based on an actuarial study.

G.H. Long Term Disability (LTD)
Employees will be eligible the first day of the first month after date of hire. There will be a 180-day waiting period after the date of the non-industrial injury or illness causing the disability before employees are eligible for benefits. The maximum benefit will be equal

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to 60% of salary, subject to the benefit maximum. The City reserves the right to change insurers at its sole discretion.

H.I.Retirement Savings

1. 457 Plan
During the term of this agreement, the City shall contribute $150.00 per month per employee toward a retirement savings program adjusted annually (between deferred compensation and a retiree health insurance funding program). The Association may change this amount in future years to be between -0- and $150.00 per month by notifying the Human Resources Department by December 1st of each year. Upon approval of the City Attorney, the value of 100% of compensatory time off hours to be paid off at separation shall be deposited by the City to the Retiree Medical Expense Program Article 12.H.2.

2. Retire Health Savings Account
The City shall contribute $100.00 per month per employee towards each employees’ ICMA VantageCare health savings account.

The retiree health insurance funding program established under this agreement shall remain separate and apart from any other City retiree health insurance funding program unless changed by mutual agreement of the parties to the agreement. The distribution between the two programs shall be determined annually based on consultation between the City and the Association. Subsequent contributions to this program shall be made from the City's contributions to retirement savings set forth above. At its option, the Association may choose an administrator other than the City for its retiree health insurance fund. After the transfer of assets of the retiree health insurance fund from the City to the Trustee (selected by the Association), the City will to remit the retiree health insurance pay deductions to the Trustee. The City will send a check no later than five (5) working days following the second pay period of the month to the Trustee for the retiree health insurance pay deductions (Trust document reference Article IX section 2).

The Association agrees to give the City thirty (30) days notice for any changes to the benefit deductions for current employees and benefit levels to retirees. The Association also agrees to give the City thirty (30) days notice for any additions or deletions to the current list of employees (including dependents) receiving benefits from the retiree health insurance fund. Effective with the establishment of the program in paragraph "C" the designated amount of City contributions will go to the program and not the Trustee.

3. 401(a) Plan
Employees will be eligible to contribute to a 401(a) deferred compensation plan upon reaching first longevity pay (9 years) based on years of consecutive service with the City of Fairfield. Lateral employees qualify for this benefit when they

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qualify for longevity pay under Section 7.G. Total contributions are limited to the amount specified by the IRS.

The City’s and employees’ contribution shall each be as follows:

Effective the first full pay period of July, 2022: 1.25% Effective the first full pay period of July, 2023: 2.25% Effective the first full pay period of July, 2024 forward: 4.75% of the total of base wage, education incentive pay, longevity pay, and proficiency pay.

Enrollment in the 401(a) plan is irrevocable.

ARTICLE 13. UNIFORM ALLOWANCE, UNIFORM AND SAFETY EQUIPMENT

ISSUANCE
A. Uniform Allowance
The uniform allowance is paid in the amount of $1,250 per year $48.08 per pay period.

The City shall pay an additional $14.23 per pay period uniform allowance to each motorcycle officer.

The uniform allowance shall be reported to CalPERS in accordance with CalPERS regulations.

Employees who are in a leave without pay (LWOP) status for a full pay period will not receive uniform allowance for that pay period.The City shall pay an additional $370 annual uniform allowance to each motorcycle officer. The uniform allowance will be paid on a prorated basis each pay period. The uniform allowance shall be reported to PERS as part of salary for Classic members.

B. Uniform Issuance
The City will provide each new officer two (2) initial standard uniforms.

The City shall provide motorcycle officers:
 1 leather jacket
 2 pairs of motor pants
 1 pair of motor boots
 1 pair of winter gloves
 1 set of thermal underwear

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Uniforms damaged in the line of duty shall be replaced or repaired in accordance with existing Police Department policy.

C. Safety Equipment Issuance
City shall furnish each new employee with the following safety equipment:

1. Flashlight

2. Foul weather garments

3. Firearm (duty weapon)

4. Nightstick (baton)

5. Handcuffs

6. Leather equipment
a. Belt
b. Holster
c. Key strap
d. Cuff case
e. O.C. spray holder
f. Ammo holder
g. Baton ring

7. Ballistic vest

8. O.C. spray

9. Ammunition
Equipment that is damaged or lost will be replaced or repaired in accordance with existing Police Department policy.

D. Ballistic Vest
The City will replace each ballistic vest issued to employees at the expiration of the current certification of the vest and each time thereafter. It shall be the responsibility of each employee to notify the City at the expiration of his/her certification.

The City will replace the old vest with a new threat level III(A) ballistic vest.

It shall be the responsibility of each officer to replace the fabric carrier if it wears out prior to the vest.

E. Safety Equipment Vesting
After seven (7) years of continuous service with the department as a sworn officer, and separation in good standing, an officer may keep all safety equipment issued in accordance with Article 13 subsection C as long as the member, after separating from the City, is able to lawfully possess the item(s) (e.g., nightstick/baton). Additionally, if more than one firearm as described in Article 13 subsection C(3) should be issued to an officer, only the primary duty weapon (i.e., uniform sidearm) will vest to the employee.

Should an employee wish to retain a secondary weapon instead (e.g., Glock 43), s/he may do so with the approval of the Chief of Police or their designee. Separation in good

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standing is defined as a voluntary resignation or retirement, and not in lieu of termination or possible
ARTICLE 14. TUITION REIMBURSEMENT
The City will provide a tuition and books reimbursement program for educational activities which are directly job related and approved in advance by the Chief of Police subject to reimbursement guidelines established by the City's Human Resources Department. The maximum annual calendar year tuition reimbursement is $6,000.

ARTICLE 15. POST TRAININGS MEAL REIMBURSEMENTS
Employees attending POST training(s) will receive meal reimbursement according to the City’s Administrative Policy manual (100.22 “Travel and Business Expense Policy”). Pursuant to this policy, the reimbursement rate is equal to the General Service Administration’s rate for Meals and Incidentals Expenses. The department will submit claims to POST to obtain partial reimbursement for the City’s cost.

ARTICLE 16. RETIREMENT/PERS
A. Retirement Benefits
The City’s contract with the California Public Employee’s Retirement System (PERS) provides for the following retirement benefits:

1. Retirement benefits for Classic members shall receive the following PERS benefits.
 3.0% @ age 50 retirement formula (GC 21362.2)
 Single highest year compensation (GC 20042)
 Death Benefits — Basic Level (GC 21532)
 1959 Survivor's Benefits (Level IV) (GC 21574)
 Continuation of Pre-Retirement Death Benefits After Remarriage of Survivor (GC 21551)
 PERS unused sick leave credit option (GC 20965)
 Military service credit as public service (GC 21024)
 Employee Sharing Cost of Additional Benefits (GC 20516)

2. New members, as defined by PERS, as members who joined CalPERS for the first time on or after January 1, 2013 having no prior membership and/or not subject to reciprocity, shall receive the following PERS benefits:
 2.7% @ age 57 retirement formula (GC 21362.2)
 Three year average of final compensation (GC Section 20042)  Other benefits as defined by PEPRA 2013

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B. Employee PERS Contribution
The classic employee contribution rate shall be 11.25%. At the beginning of the term of the MOU, the City paid 4.5% and each Classic employee paid 6.75%.

Effective the first full pay period following City Council adoption of this MOU, each Classic employee shall pay an additional 1.25% of pensionable wage to fund the Classic employee contribution for a total of 8.0%.

Effective the pay period including July 1, 2018, each Classic employee shall pay an additional 1.25% of pensionable wage to fund the Classic employee contribution for a total of 9.25%.

Effective the pay period including July 1, 2019, each Classic employee shall pay an additional 1.0% of pensionable wage to fund the Classic employee contribution for a total of 10.25%.

Effective the pay period including July 1, 2020, each Classic employee shall pay an additional 1.0% of pensionable wage to fund the Classic employee contribution for a total of 11.25%.

Employees determined to be “new” members by CalPERS pursuant to PEPRA shall contribute one half of the normal cost of the benefits, as determined by CalPERS.

Employer paid member contribution (EPMC) is reported to PERS as salary for PERS retirement purposes only.

ARTICLE 17. EMPLOYEE ASSISTANCE PROGRAM (EAP)
The City will provide an EAP that employees may utilize at any time.

The Chief of Police and department managers may require employees covered by the Association to attend an EAP counseling session(s) during working hours for work related matters. The purpose of the session(s) is to assist the employee in receiving advice about workplace issues.

ARTICLE 18. INTERNAL AFFAIRS PANEL
The Internal Affairs Panel is a group of three (3) members representing the Police Department and the bargaining unit whose responsibility is to objectively examine the facts of administrative internal investigations. The Internal Affairs panel shall consist of two sworn police department managers who are not a party to the investigation and shall be designated by the Chief of Police. The third member shall be a representative of the bargaining unit.

Whenever a complaint is filed either externally or internally against any member of the bargaining unit, and, after the investigation is completed, the manager of the internal affairs

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process will review the investigation. If it appears the complaint disposition may be either sustained or partially sustained, then at the request of the accused officer, the Internal Affairs Panel shall be convened. The panel makes appropriate, unbiased recommendations on any punitive action that may be taken against a member of the bargaining unit.

The Internal Affairs Panel shall:

1. Review the facts of the investigation.

2. Attempt to reach consensus on the disposition (not sustained, sustained, partially sustained, exonerated, unfounded).

3. Recommend further action to be taken, if any, to the Chief of Police.

The findings of the panel shall be advisory in nature and written in a memorandum to the Chief of Police. If consensus cannot be reached, a minority and majority opinion may be forwarded to the Chief of Police. The findings of the panel shall be reviewed by the manager of the internal affairs process who may concur or write a separate recommendation to the Chief of Police.

In any investigation where the Internal Affairs Panel has reviewed the investigation and made a recommendation of disciplinary action, the appeal of the disciplinary action will be directed to the Chief of Police who shall meet with the affected parties and render a decision within ten (10) working days. For written reprimands, there shall be no appeal of the Chiefs decision. For suspensions of one (1) or more days, the employee may choose to use the discipline procedure.

ARTICLE 19. GRIEVANCE PROCEDURE
Definition of Grievance and Grievant - A dispute over the interpretation, application or enforcement of Department policies and procedures, or this MOU, but, specifically, not involving disciplinary actions for employees. A grievant may be an employee, group of employees or the Association.

1. The grievant shall discuss the grievance with the immediate supervisor involved in the grievance within 14 calendar days of its occurrence.

2. If a satisfactory solution has not been reached within 14 calendar days, the matter shall be referred to the Division Commander involved in the grievance. The grievant and the supervisor shall submit separate memoranda setting forth their respective views.

3. The Division Commander shall respond in writing within 14 calendar days.

4. If, after the receipt of the decision from the Division Commander, the grievance has not been satisfactorily resolved, the grievant and/or the Association may, within 14 calendar days, request a meeting with the Chief of Police.

5. The Chief of Police shall meet with the grievant within 14 calendar days after receipt of the request.

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6. The Chief of Police shall render a written decision not later than 14 calendar days.

7. If after receipt of the decision from the Chief of Police, the grievance has not been satisfactorily resolved, the grievant may request a hearing. The request must be made within 14 calendar days of receiving the decision from the Chief of Police, and must be in writing to the City Manager.

The City Manager shall appoint a hearing officer who shall conduct an administrative hearing. The City Manager, or designee, shall consult with the recognized representative prior to making the appointment. The hearing officer shall be a neutral party from outside the organization.

The fees and expenses of the hearing officer shall be borne equally by the parties. A court reporter may be included in the proceedings upon mutual agreement of the parties, the cost of which shall be split between the parties. All other expenses shall be borne by the party incurring them, and neither party shall be responsible for the expenses of witnesses called by the other.

8. The time limits may be shortened or lengthened, upon mutual agreement, and any of the steps may be waived upon mutual agreement.

ARTICLE 20. DISCIPLINE PROCEDURE
As used in this section, working day shall refer to the employee's working day or to the working day of the other party involved (supervisor, division commander, Chief of Police, City Manager and/or their designees), depending upon whose response or action is pending.

A. Written Reprimand
For written reprimands steps 1-6 shall be followed.

1. The immediate supervisor may meet with an employee to discuss proposed discipline action after notifying the employee in writing that such a meeting is being held for the purpose of ascertaining whether disciplinary action is appropriate.

2. After any meeting or meetings held under paragraph A.1, the supervisor shall notify the employee of the proposed discipline action by written notice containing the following information:
a. A description of the action taken and its effective dates.

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b. A clear and concise statement of the reasons for such action, including the acts or omissions on which the disciplinary action is based. c. A statement advising the employee of the right to respond, either verbally or in writing, to the authority proposing the action prior to its effective date.
d. A statement that a copy of the materials upon which the action is based is attached or available for inspection upon request.
e. A statement advising the employee of the method and right to appeal and the time within which the appeal must be made.

3. If the employee disagrees with the proposed disciplinary action, he or she shall within 14 calendar days of the written notice request a meeting with the supervisor recommending discipline to attempt to resolve the issue.

4. The supervisor shall confirm the results of the meeting in a memorandum to the employee.

5. If a satisfactory solution has not been reached under Article 20.A.3. within 14 calendar days, the employee may submit the matter to the employee's division commander for discussion.

6. If, after thorough discussion, the division commander has not been able to satisfactorily resolve the issue within 14 calendar days, it shall be referred to the Chief of Police. The division commander shall prepare a written memorandum setting forth the recommended disciplinary action, The Chief of Police shall meet with the affected parties and render his/her final decision within 14 calendar days.

7. Written Reprimands shall remain in the employee's personnel file not longer than three consecutive years from the date the discipline is issued. Upon the expiration of the three-year time lapse the Written Reprimand shall be removed from the employee's personnel file and transferred to a “Senate Bill 16” compliant file for the sole purpose of retention of personnel records in accordance with applicable law.

Written Reprimands transferred to the separate file shall not be considered or referenced in any future review, evaluation, or action against the employee. This section is intended to include Written Reprimands dated prior to the start date of this agreement.

8. Storage of “Senate Bill 16” Files Once Removed from Employee Personnel Files:

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Once transferred from the employee’s personnel file, the documents shall be retained in accordance with applicable law. Access to the “Senate Bill 16” file is only allowed to comply with lawful Public Records Act requests (“PRA”) or other legally required review. A reasonable effort shall be made to notify an employee of a pending PRA release prior to the information being released.

B. Suspensions, Demotions, and Terminations
For suspensions of one (1) or more days, demotions, or terminations, Steps 1-6 under paragraph A. shall be followed. However, an employee may be placed on administrative leave with pay when exigent circumstances exist that requires immediate removal from duty. In addition to steps 1-6 under paragraph A., the additional steps below shall be followed for suspensions of one (1) or more days, demotions, or terminations:

1. An employee who has been suspended for one (1) or more days, demoted, or terminated, may appeal the decision of the Chief of Police concerning the action, within 14 calendar days of receiving the Chief's decision. The City Manager shall appoint a hearing officer who shall conduct an administrative hearing. The City Manager or designee shall consult with the employee's representative prior to making the appointment. The hearing officer shall be a neutral party from outside the organization.

2. The fees and expenses of the hearing officer and court reporter shall be shared equally among the parties. All other expenses shall be borne by the party incurring them and neither party shall be responsible for the expenses of witnesses called by the other.

3. A party requesting a transcript to the hearing shall bear the cost thereof. The hearing officer shall make a recommendation to the City Manager to sustain, modify, or reverse the disciplinary decision. A copy of the recommendation will be given to the employee. The City Manager will issue a final decision within 14 calendar days of receiving the recommendation, and may but is not required, to accept the hearing officer's recommendation.

4. This procedure does not constitute a waiver of the employee's right to request a review of the City's decision in a court of law pursuant to Code of Civil Procedures Section 1094.5.

C. Documented Oral Counseling
Employees who receive a documented oral counseling may appeal such counseling memo through their chain of command to the Chief of Police, If, after appealing to the Chief of Police, the employee is still dissatisfied the employee may appeal to the Director of Human Resources or designee who may sustain, modify, or retract the memo. Such decision shall be final.

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The timelines for the employee to appeal the memo shall coincide with the appeal process for discipline 14 working days at each level. Should the 14 days elapse, the appeal will be considered withdrawn and the employee shall have no further appeal rights.

Documented oral counseling memos shall not be retained more than twelve months in supervisors’ files.

D. Internal Affairs Retention
Internal Affairs Sustained findings: For the purposes of this section “Sustained findings” shall include partially sustained findings (Article 18). Any complaint exonerated or unfounded shall not be retained in the officer’s personnel file:

Any form of discipline which rises to a level higher than a written reprimand is ordinarily held within the officers personnel file not longer than five consecutive years from the date of its disposition. Upon the expiration of the five-year time lapse the investigative documents and disposition shall be removed from the employee’s personnel files. The documents shall be transferred to a “Senate Bill 16” compliant file for the sole purpose of retention of personnel records in accordance with applicable law. No negative document shall be held within the officers personnel file for longer than five consecutive years.

Any file transferred to the “Senate Bill 16” file shall not be considered or referenced in any future review, evaluation, or action against the employee.

E. Removal of Eligible Documents from Personnel Files
The removal of any eligible documents from a personnel file shall occur on a quarterly basis.

ARTICLE 21. NO STRIKE
The Association agrees that participation in a strike, work slowdown, or work stoppage shall subject the employee to disciplinary action, up to and including discharge.

The Association, its representative, or members, shall not engage or cause, instigate, encourage, sanction or condone a strike or work stoppage, or work slowdown of any kind. No employee shall refuse to cross any picket line in the conduct of police department business, nor shall the Association, its representative or members discriminate in any way toward anyone who refuses to participate in a strike, work slowdown, or work stoppage.

Strike, work slowdown, or work stoppage means the concerted failure to perform or report for duty, the willful absence from one's position, the stoppage of work, or abstinence in whole or in part from the full, faithful performance of the duties of employment for the purpose of

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inducing, influencing, or coercing a change in the conditions of compensation, or the rights, privileges or obligations of employment.

ARTICLE 22. LAYOFF
A. Policy
The City retains the right to abolish any position, reduce the work force and layoff employees when it becomes necessary due to economic conditions, organizational changes, lack of work, or because the necessity for a position no longer exists. The City's layoff policy provides the following criteria to be followed during a reduction in force.

B. Definition
Layoff shall be defined as the involuntary and non-disciplinary separation of a Police Officer from city service by the City Manager or City Council.

C. Notice of Layoff
The City shall notify the Association as soon as it realizes that layoffs may be necessary.

Police Officer(s) who will be laid off shall receive at least thirty (30) days written notice in advance of the layoff date. The City may choose to give the employee who shall be laid off up to 30 days severance pay in lieu of the thirty days written notice.

D. Order of Layoff
The order of layoff shall be in inverse order of seniority with seniority being determined by date of hire into the class of Police Officer with the City of Fairfield. Additionally, time spent on military leave if such military leave was approved or authorized by law will not affect the Officer's seniority if the Officer was a full-time Fairfield Police Officer when he/she performed such military duty.

The order of layoff shall be as follows:

1. Probationary employees

2. Regular full-time employees
E. Layoff Procedure

1. Prior to the establishment of the final order of layoff, the City Manager or his designee shall furnish affected employees a copy of the "Proposed Order of Layoff." Notice will be hand delivered to employees whenever possible.

2. If the employee wishes to contest the application of the "Order of Layoff' criteria set forth in this policy to his/her position on the list, he/she may appeal with any supporting materials to the City Manager or designee. This request should be directed to the City Manager or designee within seven (7) calendar days following the establishment and distribution of a "Proposed Order of Layoff' list.

The employee will be allowed representation during the appeal process.

3. After meeting with all employees wishing to be heard with respect to their position on the layoff list, the City Manager or designee shall establish the "Final

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Order of Layoff' list. The decision of the City Manager or designee shall be final and not subject to the grievance process or further appeal.

F. Rehire List

1. Police Officers laid off shall have their names placed on a rehire list for the position of Police Officer. A rehire list shall be maintained by Human Resources for a period of two (2) years from the date of layoff. Names shall be placed on the list in inverse order of seniority (last released, first rehired). Police Officers who are laid off shall be rehired before any new Police Officers are hired.

Individuals who qualify for rehire but do not respond to written notification to the last known address on file within 14 calendar days or who refuse in writing a rehire offer from the City shall have their names removed from the rehire list. It is the employee's responsibility to provide Human Resources with a current mailing address.

2. Medical Benefits
A Police Officer who is laid off shall have the option of maintaining his/her medical benefits through the City's group medical plans pursuant to COBRA. Such benefits will be at the expense of the Officer.

3. Rights Upon Re-hire
When an Officer is re-hired he/she shall:
a. Retain his/her seniority date;
b. Accrue vacation leave at the same rate at which it was accrued at time of layoff;
c. Have any unused sick leave, that was not paid out to the employee at the time of layoff, reinstated;
d. Be reinstated at the same salary range and step he/she held at the time of the layoff; and
e. Have his/her retirement benefits reinstated in accordance with PERS Rules and Regulations.

4. Probationary Employees
Employees who are laid off while on probation shall remain in probationary status upon rehire according to the following schedule:

Time Completed in Probation Prior to Layoff Probation Term  Officers Hired at Entry 0-6 months 18 months

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 Officers Hired at Entry 6-12 months 12 months
 Officers Hired as Laterals 0-6 months 12 months
 Officer Hired as Laterals 6-12 months 6 months
G. Miscellaneous
A Police Officer who is laid off shall receive payment for all earned salary, all CTO due and all accrued vacation at time of separation.

ARTICLE 23. RESIDENCY REQUIREMENT
Every sworn police officer shall maintain a residence within 60 minutes from the City of Fairfield Civic Center.

ARTICLE 24. DRUG AND ALCOHOL TESTING
The parties will follow the City of Fairfield Reasonable Suspicion Drug and Alcohol Testing Policy and Procedure as specified for the FPOA and City of Fairfield Administrative Policy, Chapter 200. Section 41 Drug and Alcohol Testing for City Employees. As a part of the City's commitment to the health and safety of employees, the City provides a drug free work place in accord with the Drug Free Work Place Act of 1988. It is understood that the unlawful manufacture, distribution, dispensing, possession or use of drugs and/or alcohol is prohibited in the work place and that violation of this provisions would subject the employee to disciplinary action. The City has a zero tolerance standard for employees being under the influence of or in possession of alcohol and/or drugs while at work.

ARTICLE 25. CALL OUT LISTS
Any off-duty Officer is subject to call-out due to an emergency or at the Chief's request; however, the Police Department will not maintain a list in order of preference for calling out officers.

ARTICLE 26. SEPARABILITY
Except as specifically provided herein, if any article or provision of this MOU or any portion thereof is in conflict or inconsistent with applicable laws, or is otherwise held to be invalid or unenforceable by any tribunal of competent jurisdiction, such article or provision, or portion thereof shall be suspended and superseded by such applicable law and the remainder of such article, provision, or portion thereof of the Agreement shall not be affected thereby.

ARTICLE 27. MAINTENANCE OF MEMBERSHIP
Unit employees covered by this MOU who are members of the Association, upon final ratification of this contract shall remain members in good standing with the Association for the full term of this MOU and all successive agreement, provided, however, that any member of the Association may resign membership in writing to the City and by certified mail to the Association, during the seven (7) calendar pay period commencing in July 1st of each year of the MOU.

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ARTICLE 28. ISSUES OF MUTUAL CONCERN
The parties to this MOU have discussed staffing, minimum qualifications, and training, and both acknowledge the complexity of addressing these issues contractually. The Association acknowledges its responsibilities to discuss these issues with management when there is a concern. The City acknowledges it has an obligation to be receptive to discussing such concerns and to be responsive to the Association's concerns.

ARTICLE 29. CONTINUANCE OF LABOR AND MANAGEMENT MEETINGS During the term of the Agreement, the Association and City agree that the parties will continue to meet to negotiate language revisions for the successor MOU that were not resolved during the Parties’ negotiation that led to this Agreement.

ARTICLE 30. CONCLUSIONS OF AGREEMENT
This MOU contains all of the covenants, stipulations and provisions agreed upon by the parties.

Therefore, for the life of this MOU, except as provided specifically herein, neither party shall be compelled to meet and confer on items affecting salaries or working conditions, except by mutual agreement of the parties.

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SIGNATURE PAGE FOR MEMORANDUM OF UNDERSTANDING

REACHED BETWEEN

THE REPRESENTATIVES OF THE CITY AND
THE FAIRFIELD POLICE OFFICERS’ ASSOCIATION
City of Fairfield Fairfield Police Officers’ Association David J. Gassaway Andrew Livermore
City Manager FPOA President
Date Date

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APPENDIX 1

LIGHT DUTY POLICY AND PROCEDURE
It is the City's policy to temporarily provide light or modified duty work assignments, when possible to all injured employees until they can return to full work status. However, the City is under no obligation to provide light or modified duty if there is none available.

A physician may return an injured employee to duty with work restrictions prior to releasing the employee to his/her regular full work duties. It is important that the treating physician understand the physical job demands of the injured worker in order to prescribe the proper work restrictions, The City must communicate with the treating physician the essential functions of the job classification is that necessary work restrictions may be determined. Risk Management consults with the physicians to provide this information on an as needed basis.

A "light duty" assignment is made when an employee's work restriction (s) can be temporarily accommodated within his/her normal duties. A "modified duty" assignment is made when an employee's work restrictions(s) is considered to be permanent and, their position duties are accommodated to allow for the work restriction.

Under this policy, Supervisors have the added responsibility to ensure that any and all work restrictions specified by the treating physician are rigidly adhered to and enforced during the period of light or modified duty assignment, and employees are required to adhere to the work restrictions.

Light and/or modified duty assignments shall be considered flexible and adaptable to meeting the particular needs of both the disabled employee and the department. This may include assignments of less than eight (8) hours a day, frequent breaks, the use of modified work stations, and so forth. Each situation will be evaluated on an as-needed basis. The assignment of a light or modified duty position shall not be considered a permanent job placement.

If an employee is released by his or her treating physician to light or modified duty, Human Resources follows up with the department to determine whether the employee can be returned to work in a light duty mode. If the department does not have a light or modified duty assignment for the employee, the employee receives temporary disability payments for industrial injury or illness, and may be eligible for short term disability benefits for non-industrial injury. The City may assign employees to light duty work in other departments or divisions provided that the work duties are appropriate for the skills of the employee and the work restrictions.

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Agenda Item No: L.2

AGENDA REPORT
DATE: November 18, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025-231 HR Amending Terms and Conditions for Fairfield General Management Association Memorandum of Understanding
Amending the Terms and Conditions of the Memorandum of Understanding for the Fairfield General Management Association
Funding Source: $489,513; General Fund
Contact: Farbod Pirouzmand (707) 428-7397

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Human Resources Department (HR) seeks to amend the current terms and conditions and adopt the resolution for the new successor memorandum of understanding (MOU) between the City and Fairfield General Management Association (FGMA) to reflect the amendments made to the agreement as a result of successful bargaining between the parties.

DISCUSSION
City management and representatives from the Fairfield General Management Association (FGMA) began negotiations in February 2025 and have successfully negotiated a new Memorandum of Understanding (MOU), which FGMA members have ratified. The city's primary goal was to achieve significant savings while maintaining essential services.

Approving this new agreement is a strategic financial move for the city. The immediate impact is a projected net cost of $489,513 over two years, however, the agreement provides significant long-term net savings of $922,013 anticipated over the subsequent ten-year period. The General Fund will bear 51% of the financial impacts while the remaining 49% will be absorbed by the various funds supported by FGMA-represented positions.

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This MOU is considered a proactive step toward securing the city's financial future, made possible by the collaborative and good-faith negotiations between both parties. Staff therefore recommend that the City Council adopt the resolution for the successor MOU with FGMA.

The term of the successor MOU begins July 1, 2025, and expires June 30, 2027. The amendments will take effect within two full pay periods following the council adoption of the successor MOU.

There are no cost-of-living adjustments during this term of this MOU.

Additional amendments to the successor MOU are summarized in the table below:

Provision Summary of Change
Bereavement Leave Updated to ensure compliance with state law Deferred Compensation: 401(a) Enhanced benefit offerings to existing members; reduced benefit offering and introduced vesting
schedule for employees hired into the unit after the
adoption of successor MOU
Off-Salary Schedule Pay with Paid Time
Off alternative
Issued a one-time cash payment to compensate for
the period between expired and successor MOUs.

Personal Leave Established a maximum accrual limit where none existed previously and reduced benefit offering for all members
Pro-Rata Status Clarified benefit and premium calculations for employees working in less than full-time positions
Retirement (EPMC/Contribution Rates) Decreased employer obligations through a reduced benefit offering
Sick Leave Restricted value of unused sick leave upon separation and reduced benefit offering for employees hired into
the unit after adoption of successor MOU
Vacation Accrual Rates Reduced accrual rates for employees hired into the unit after the adoption of successor MOU
The redlined successor MOU is attached to this report.

FINANCIAL IMPACT
The total cost over the two years for the amendments made to the successor MOU between the City and FGMA is $489,513. The General Fund will absorb 51% of the costs and savings and the remaining impacts will be applied to various funds across the City that fund FGMA-represented positions.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

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ALTERNATIVE ACTION
The council may choose not to approve the new successor MOU between the City and FGMA and direct staff to negotiate different terms than stated above.

COORDINATED WITH:

City Attorney’s Office, City Manager’s Office, and the Finance Department.

STAFF CONTACT
Farbod Pirouzmand, Assistant City Manager/Director of Human Resources (707) 428-7397
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Redlined FGMA MOU

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CITY OF FAIRFIELD
RESOLUTION NO. 2025-231

AMENDING THE TERMS AND CONDITIONS OF THE MEMORANDUM OF UNDRSTANDING

FOR THE FAIRFIELD GENERAL MANAGEMENT ASSOCIATION
WHEREAS, the City Council and the City of Fairfield enacted the Employer-Employee Relations Resolution No. 2001-185, pursuant to the Meyers-Millias-Brown Act (MMBA), California Government code Section 3500, et. Seq, and representatives of the city manager have met and conferred in good faith with the representatives of the Fairfield General Management Association, the recognized organization for certain employees; and WHEREAS, the Fairfield General Management Association has held a successful ratification vote.

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

Section 1. The council hereby approves the Memorandum of Understanding (MOU) as outlined in Exhibit A for the Fairfield General Management Association.

Section 2. The city manager is hereby authorized and directed to do all things necessary to implement this resolution.

PASSED AND ADOPTED this 18th day of November 2025, by the following vote:

AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________ _________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

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CITY OF FAIRFIELD
&

FAIRFIELD GENERAL

MANAGEMENT

ASSOCIATION
July 01, 2022 2025 - June 30,
20252027

MEMORANDUM OF UNDERSTANDING

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TABLE OF CONTENTS

ARTICLE 1. RECOGNITION ................................................................................................................ 1 NO DISCRIMINATION ..................................................................................................... 1 ARTICLE 2. MOU CONTROLLING ...................................................................................................... 1 ARTICLE 3. TERM .............................................................................................................................. 2 DUES CHECKOFF ............................................................................................................. 2 ARTICLE 4. MANAGEMENT & EMPLOYEE RIGHTS: ........................................................................... 2 ARTICLE 5. COMPENSATION/WAGES ............................................................................................... 5 A. Wage Increases ................................................................................................................................ 5 B. Compensation Adjustments ............................................................................................................ 6 C. Process for Market Compensation Adjustments ............................................................................. 6 D. Bilingual Pay ..................................................................................................................................... 7 E. Pro-rata/Part-time Employment ...................................................................................................... 7 ARTICLE 6. PROBATIONARY PERIOD AND MERIT REVIEW ............................................................... 7 A. Probationary Period ......................................................................................................................... 7 B. Promotion/Demotion/Flexible Staffing ........................................................................................... 7 ARTICLE 7. LEAVE ............................................................................................................................. 8 A. Holidays ............................................................................................................................................ 8 B. Flexible Scheduling ........................................................................................................................... 9 C. Personal Leave ............................................................................................................................... 10 D. Vacation ......................................................................................................................................... 12 E. Sick Leave: ...................................................................................................................................... 13 F. Sick Leave Accrual Cap/Annual Distribution .................................................................................. 15 G. Bereavement Leave ....................................................................................................................... 16 ARTICLE 8. HEALTH / LIFE INSURANCE / FRINGE BENEFITS ........................................................... 17 A. Medical/Dental Program ............................................................................................................... 17

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B. Cafeteria Plan ................................................................................................................................. 17 C. Vision Care ..................................................................................................................................... 17 D. Life Insurance ................................................................................................................................. 18 E. Employees’ Deferred Savings Accounts ......................................................................................... 18 F. Retiree Medical .............................................................................................................................. 19 G. Short Term Disability Insurance ..................................................................................................... 19 H. Long Term Disability ....................................................................................................................... 20 I. Medicare ........................................................................................................................................ 20 J. Direct Deposit ................................................................................................................................ 20 K. Financial Consulting Service ........................................................................................................... 20 L. Retiree Medical Expense Program ................................................................................................. 20 ARTICLE 9. UNIFORM ALLOWANCE/BOOT REIMBURSEMENT/TOOL ALLOWANCE ....................... 20 A. Uniforms ........................................................................................................................................ 20 B. Boots .............................................................................................................................................. 21 C. Car Allowance ................................................................................................................................ 21 D. Tool Allowance ............................................................................................................................... 21 ARTICLE 10. TUITION REIMBURSEMENT .......................................................................................... 21 ARTICLE 11. CERTIFICATION/LICENSE FEE ........................................................................................ 22 ARTICLE 12. RETIREMENT/PERS ....................................................................................................... 22 ARTICLE 13. LIGHT DUTY .................................................................................................................. 24 ARTICLE 14. GRIEVANCE PROCEDURE .............................................................................................. 25 A. Definition of Grievance .................................................................................................................. 25 B. Purpose .......................................................................................................................................... 25 C. Process ........................................................................................................................................... 25 D. General Provisions ......................................................................................................................... 26 ARTICLE 15. DISCIPLINE PROCEDURES ............................................................................................. 27 ARTICLE 16. LAYOFF ......................................................................................................................... 30 A. Statement of Intent ....................................................................................................................... 30 B. Notification .................................................................................................................................... 30 C. Vacancy and Demotion .................................................................................................................. 30 D. Seniority ......................................................................................................................................... 30 E. Employment Status ........................................................................................................................ 31 F. Re-employment List ....................................................................................................................... 31

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G. Duration of Re-employment List .................................................................................................... 31 ARTICLE 17. NO STRIKE .................................................................................................................... 31 ARTICLE 18. REASONABLE SUSPICION DRUG TESTING .................................................................... 32 ARTICLE 19. SEPARABILITY AND INTEGRATION ............................................................................... 32 ARTICLE 20. OUT OF CLASS PAY ....................................................................................................... 32 ARTICLE 21. EMERGENCY DUTY PAY ................................................................................................ 33 ARTICLE 22. DISPATCH SHIFT COVERAGE PAY ................................................................................. 34 SIGNATURE PAGE ..................................................................................................................................... 35

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MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF FAIRFIELD AND

THE FAIRFIELD GENERAL MANAGEMENT ASSOCIATION
WHEREAS, the Fairfield General Management Association ("FGMA" or the “Association") represents all general management positions excluding executive management; and WHEREAS, the authorized representatives of the City and the authorized representatives of the Association have met and conferred pursuant to California Government Code Section 3500 et seq., and the City's Resolution No. 2001-185, in order to reach an agreement concerning wages, hours, and working conditions within the scope of representation; and WHEREAS, the Association and the City hereby acknowledge that the provisions of this agreement are not intended to abrogate the authority and responsibility of the City Government provided for under the laws of the State of California or the ordinances and resolutions of the City Council; and
NOW THEREFORE, the City and the Association agree to this MOU as follows:

ARTICLE 1. RECOGNITION
The Association is recognized by the City as the exclusive representative of General Management Employees. As such, the Association has the exclusive right to serve as the negotiating representative for all such employees, on matters within the scope of representation as defined by California Government Code section 3504.

This MOU covers full-time and pro-rata general management unit employees who work more than 1,000 hours in a fiscal year. Pro-rata employees who work a minimum of 1,000 hours per year and an average of twenty hours or more per week over twelve months, will receive benefits on a pro-rated basis that corresponds to the number of hours they are regularly scheduled to work.

NO DISCRIMINATION
In the administration of this agreement, no person covered by this MOU shall be discriminated against because of race, national origin, religion, sex, sexual orientation, disability, age, marital status or on the basis of membership or non-membership in the Association, or participation of the activities of the Association.

ARTICLE 2. MOU CONTROLLING
The City's Employee Relations Resolution shall govern City employment, unless the MOU conflicts, in which case the MOU shall control.

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ARTICLE 3. TERM
The terms of this agreement shall commence from July 1, 2022 2025 and end on June 30, 20252027.

This MOU shall be administered and applied in a manner that complies with provisions of the federal, state and local disability and anti-discrimination statutes. The City reserves the right to administer and interpret the agreement to ensure compliance with such laws. This MOU provision shall not be interpreted to grant rights in addition to those conferred by federal, state and local laws.

DUES CHECKOFF
The City and the Association acknowledge that a dues checkoff procedure may be adopted pursuant to City Resolution No. 2001-185.

ARTICLE 4. MANAGEMENT & EMPLOYEE RIGHTS:

A. Management Rights
The Association recognizes that the City retains, whether exercised or not, solely and exclusively, all express and inherent rights and authority pursuant to law with respect to determining the level of and the manner in which the City's activities are conducted, managed, and administered, and the Association recognizes the exclusive rights of the City to establish and maintain City and Departmental rules and procedures for the administration of its Departments during the term of this Agreement provided that such rules and procedures do not violate any of the specified express provisions herein.

The City retains the exclusive right and authority to schedule work as required in the manner most advantageous to the City.

It is understood by the parties that every incidental duty connected with operations enumerated in job descriptions is not always specifically described, nevertheless, it is intended that all such duties shall be performed by the employee.

The City reserves the right to discipline or discharge employees for cause, subject to the City's discipline procedures. The City reserves the right to lay off personnel in accordance with the City's procedures, and as established in this MOU.

The City shall determine work assignments, and establish methods and processes by which assignments are performed.

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The City shall have the right to transfer or reassign in a manner most advantageous to the City.

Except as otherwise specifically provided in this Agreement, the City retains unqualifiedly all rights and authority to which by law the City is entitled. The City shall have the authority to affect reorganization of its Departments. The Association recognizes that the City has rights and obligations in contracting for matters related to municipal operations. The right of contracting or subcontracting is vested exclusively in the City.

The Association pledges cooperation to increasing City efficiency and effectiveness. Any and all rights concerning the management, organization, and direction of the City shall be exclusively the right of the City unless otherwise provided by the express terms of this Agreement as permitted by law.

B. Employee and Association Rights
The Association and covered employees shall have those rights conferred by the Meyers-Milias-Brown Act, Government Code section 3500, et seq. Employees shall not have any formal punitive personnel action taken which will result in any loss of pay or benefits, unless the employee is notified in writing as to the reason or reasons thereof and given reasonable opportunity to respond. Nothing in this clause shall prevent the City from rejecting without cause an employee during probationary status.

Formally recognized employee organizations may select not more than two (2) employee members of such organizations to attend scheduled meetings with the Municipal Employee Relations Officer or other management officials on subjects within the scope or representation during regular work hours without loss of compensation.

Where circumstances warrant, the Municipal Employee Relations Officer may approve the attendance of additional employee representatives with or without the loss of compensation. The employee organization shall, whenever practicable, submit the names of all such employee’s representatives to the Municipal Employee Relations Officer at least three (3) calendar days in advance of such meetings. Provided further:

1. That no organization representative, who is a City employee, shall leave his or her duty or work station without specific approval of the Department Head or other authorized City Management official;

2. That any such meeting is subject to scheduling by City management in a manner consistent with operations and work schedules.

3. Nothing provided herein, however, shall limit or restrict City management

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from scheduling such meetings before or after regular duty or work hours under appropriate circumstances. No compensation shall be paid City employees for any meetings or related work conducted out of the normal working hours.

Reasonable access to employee work locations shall be granted officers of recognized employee organizations and their officially designated representatives, for the purpose of processing grievances or contacting members of the organization concerning business within the scope of representation. Such officers or representatives shall not enter any work location during normal work hours without the consent of the Department Head or the Municipal Employees Relations Officer. Such consent shall not be unreasonably withheld. Access shall be restricted so as not to interfere with the normal operations of the department or with established safety or security requirements.

Solicitation of membership and activities concerned with the internal management of an employee organization, such as collecting dues, holding membership meetings, campaigning for office, conducting elections and distributing literature, shall not be conducted during normal work hours.

Recognized employee organizations may, with prior approval of the Municipal Employee Relations Officer, be granted use of the City facilities during off-duty hours for meetings of City employees provided such space is available. All such requests shall be in writing and shall state the purpose or purposes of the meeting. The City reserves the right to assess reasonable charges for the use of such facilities.

The use of City equipment other than items normally used in the conduct of business meetings, such as desks, chairs and blackboards, is strictly prohibited, the presence of such other equipment in approved City facilities notwithstanding.

Recognized employee organizations may use portions of City bulletin boards under the following conditions:

1. Prior to posting, all materials must receive the approval of the Department or Division head in charge of the departmental bulletin board. Should the department head not approve any item for posting, and if after discussing the matter with the employee organization representative a disagreement still remains, then the matter shall be referred to the Municipal Employee Relations Officer for determination.

2. All materials must be dated and must identify the organization that published same.

3. Unless special arrangements are made, materials posted must be removed thirty- one (31) days after publication date.

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4. The City reserves the right to determine where bulletin boards shall be placed and what portion of them are to be allocated to employee organizations’ material.

5. An employee organization that does not abide by these rules shall forfeit its right to have materials posted on city bulletin boards.

The parties recognize that a substantial body of statutory and case law has developed relative to the rights and obligations of an employer and the employees pursuant to the Meyers-Milias Brown Act. It is agreed by both parties that each will be bound by applicable statutory and case law. It is also agreed in the interest of maintaining improved employer/employee relations, that each part will make a good faith effort to respect the rights of the other party at all times during the life of the Agreement.

ARTICLE 5. COMPENSATION/WAGES
A. Wage Increases
There will be no wage increases during the term of this agreement.

Each employee in the FGMA bargaining unit at the time of adoption of this Agreement will receive a benefit equal to 1.5% of their annual base wage in each year of the contract. An election period will be announced, during which each employee must elect one of the following options:

A single lump-sum cash payment each year equal to 1.5% of the employee’s annual base wage, exclusive of any premiums or incentives. The lump-sum payment is not reportable to CalPERS as compensation.

OR

31.2 hours (1.5% of 2080 hours) of paid time off each year in a separate bank. These hours will have no cash value, will not be available for cash-out at any time, and any remaining unused hours at the end of the contract term or upon separation will be forfeited.

For the first year of this Agreement, the selected benefit (cash payment or paid time off hours) will be provided to the employees within two (2) pay periods following the close of the election period. For the second year of this Agreement, the selected benefit will be issued during the first full pay period in July 2026.

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If an employee fails to complete and return the election form before the end of the election period, they will be deemed to have elected Option 2 (paid time off hours).Upon City Council approval of this MOU, FGMA represented employees shall receive the
following cost of living adjustments:
 5% increase in base wages in the first full pay period in July 2022  3% increase in base wages in the first full pay period in July 2023  5.5% increase in base wages in the first full pay period in July 2024 B. Compensation Adjustments
The process for market comparison compensation adjustments ended with the final negotiated adjustment in 2007. The parties agree that the process for market comparison compensation adjustments, as described below, expired June 30, 2008, and will not be implemented during the term of this MOU. The parties agree to leave in language from the expired MOU to describe the process for market comparison compensation adjustments, in the event the parties negotiate such compensation adjustments in a subsequent MOU. Retaining a reference to language for market comparison compensation adjustments is not grievable and does not obligate the City to implement such adjustments absent an explicit future agreement.

C. Process for Market Compensation Adjustments
The City will gather compensation data (base salary less any employee PERS contribution not picked up by the employer) for the benchmark positions represented by FGMA, from each of the thirteen survey cities, as identified in the policy adopted by the Fairfield City Council in Resolution No. 2000-156. The internal salary relationships specified in Resolution No. 2000- 156 will be used in analyzing compensation for the FGMA represented classifications. In March 2014, the City will initiate a compensation study with FGMA. The results of the study will be shared with the FGMA Board, but no adjustments will be made during the term of this contract.

If, as of March 31st of the year in which compensation is analyzed, the base salary compensation is below the mean of the survey cities, an adjustment will be made to the FGMA represented benchmark positions and the related positions based on the internal salary relationship guidelines as established in Resolution No. 2000-156. The City will inform the FGMA on or between March 1st and May 31st which positions will be affected and the reason therefore. This base salary compensation adjustment will be effective the first full pay period of July of the year in which the adjustment is made.

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D. Bilingual Pay
Each employee who meets the City’s certification and eligibility requirement will be compensated an additional $100 per month beginning the pay period following testing and certification. The city will meet with FGMA to choose the qualifying languages for bilingual pay.

E. Pro-rata/Part-time Employment
Pro-rata (also referred to as part-time) employees’ benefits and fixed dollar premiums, such as bilingual pay, uniform allowance, etc. will be adjusted proportionally to their percentage of full-time employment and shall be entitled to dues check-off and union representation.

Pro-rata status will not impact salary anniversary dates, merit increase eligibility, or dates used for purposes of calculating seniority or longevity.

ARTICLE 6. PROBATIONARY PERIOD AND MERIT REVIEW
A. Probationary Period
General Management shall serve a probationary period of twelve months.

1. Merit/Review: If appointed at (or promoted to) Step 1, employees are eligible for a merit review six months after the date the action becomes effective. If appointed above Step 1, the merit review will be twelve months from the effective date.

B. Promotion/Demotion/Flexible Staffing
When changing an employee’s status, the following guidelines and definitions will apply:

1. Promotion
Upon promotion the employee will receive the salary step of the new classification closest to 5% without going under 5%.

A promotion is defined as moving from one classification to another classification where the top step salary of the new classification exceeds the top step salary of the previous classification. Employees who are promoted will serve a 6-month probationary period.

2. Demotion

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Upon demotion, the employee will go to the same step as they had in their previous classification prior to the promotion. Employees who are being demoted and have not held a previous classification with the City will be placed at the same step in the new classification as that held in the previous classification.

A demotion is defined as moving from one classification to another where the top step salary of the new classification is less than the top step salary of the previous classification.

3. Flexible Staffing
An employee who moves from a level I to a level II position, will receive the salary step of the new classification closest to 5% without going under 5%.

A flexibly staffed position is defused by a classification series that contains a I and II; for example, Management Analyst I and Management Analyst II.

Employees move from a I to a II designation upon completing the minimum qualifications of the II classification and upon recommendation of management.

4. Merit Date
The annual review date will change to correspond to the effective date of the promotion, demotion or flexing of the position.

ARTICLE 7. LEAVE
A. Holidays
Those scheduled for a forty (40) hour work week receive the following paid holidays:
 New Year’s Day ● Columbus Day
 Martin Luther King Day ● Veteran’s Day
 President’s Day ● Thanksgiving Day
 Memorial Day ● Day After Thanksgiving
 Juneteenth (observed June 19) ● Christmas Eve
 Independence Day ● Christmas Day
 Labor Day ● New Year’s Eve

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Holidays that fall on Saturday shall be observed on the previous Friday and holidays that fall on Sunday shall be observed on a succeeding Monday. Sequential holidays falling on a Friday/Saturday or a Sunday/Monday shall be celebrated on a Friday and Monday.

1. Paid Holidays
To be eligible for holiday compensation (including in-lieu holiday credit), a new hire must be in a paid status on the regularly scheduled workday immediately preceding the observed holiday. Employees who are required to work on holidays accrue holidays as cash payment. The accrual rate is 48 hours per year. (1.847 hrs/pay period.)

2. Vacation In-Lieu or Holiday
Employees are eligible to take vacation in lieu of holidays as they are accrued. Classifications of Water Treatment Manager, Water Treatment Supervisor I & II, who are required to report to work on holidays, accrue vacation in- lieu of holiday at an accrual rate of 64 hours per year (2.46 hrs/pay period). The maximum accrual rate is 64 hours per year.

B. Flexible Scheduling
Flexible scheduling will be employed to mitigate the impact of excessive work required to be performed on weekends or during evenings that cannot be undertaken during weekdays, and required attendance at evening commission or neighborhood meetings.

With department head approval, a manager may start a workday later, or end it earlier, or take one or more workdays off, in recognition of such extraordinary work demands.

For payroll purposes, such hours not worked due to approved flexible scheduling shall be counted as “regular hours.”
Flexible scheduling is not intended to give compensating time off to managers who work beyond normal office hours, or who take work home, in the completion of their normal job duties, because managers are expected to work additional hours from time-to-time as necessary to complete projects on a timely basis, and to meet the level of quality sought by his/her department head and which the manager asks of him/herself.

However, flexible scheduling may be employed at the discretion of the department head in recognition of a prolonged and sustained period of excessive work hours involving nights and weekends which was required to complete a major project, or in the case of a significant commitment of additional work hours in response to a City emergency or disaster situation.

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Flexible scheduling is intended as a reasonable accommodation to extraordinary work demands, and not as an hour leave per extra hour worked. The timing and amount of any time off is at the discretion of the manager’s department head. If a manager feels that flexible scheduling has not been used to adequately address extraordinary work hours required of that manager, he/she may request that the Human Resources Director review the situation with the manager and/or manager’s department head to achieve a satisfactory resolution.

In the event a manager is assigned to work on a City holiday, the manager may earn additional compensation in the form of time off for the number of hours worked, in lieu of flexible scheduling.

C. Personal Leave
Employees hired or promoted into FGMA prior to the adoption of this Agreement:

1. Accrual Rate: Effective the first pay period after adoption of this Agreement, the annual personal leave accrual rate will be 100 hours (accrued at 3.85 hours per pay period).

2. Accrual Cap: The maximum personal leave hours that may be accrued are 300 hours (3.0 times the annual accrual rate). Any hours accrued in excess of this limit will be forfeited.

3. Excess Leave Bank: For any employee with personal leave balances in excess of 300 hours at the time of adoption of this Agreement, the personal leave hours in excess of the 300 hours maximum will be placed in an excess leave bank. Employees must elect one of the following options for excess leave hours:
a. Excess personal leave hours will be converted to cash at 100% of the current value at the time of adoption of this agreement. Employees may then elect one of the following options for receiving the cash value of these hours:
(i) Receive a cash payout either in a single payment or over multiple years.
(ii) Transfer the balance into the employee’s deferred
compensation account (457 plan), subject to IRS limits and plan Administrator approval, either in a single payment or over multiple years.
(iii) Transfer the balance into the employee’s Retirement Health Savings account, subject to IRS limits and plan Administrator approval.

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(iv) Any combination of the above.
b. Excess personal leave hours will remain available to use as time off for six (6) months following the adoption of this Agreement. Any excess personal leave hours remaining unused after this deadline will be converted to cash at 100% of the value of those hours at the time of adoption of this Agreement and be subjected to the payout options above.

4. Differential Pay: For employees hired or promoted into FGMA before the adoption of this agreement, the difference of 44.86 hours between the previous annual accrual amount (144.86 hours) and the new annual accrual amount (100 hours) will be converted to a differential pay in the amount of

2.16%. An election period will be established during which the employee may elect to apply the 2.16% differential pay to the City’s portion of the 401(a) plan contribution, per IRS guidelines. This differential pay will not be reportable to CalPERS as compensation. If the employee does not complete their election, they will receive the differential pay instead of the 401(a) contribution.

5. Use and Cash-Out: All employees are eligible to use personal leave as it is accrued, subject to Department Head discretion. The amount of personal leave available for cash out upon request is 100% of the accrued hours. Upon separation from the City, employees shall be paid for any unused personal leave. All accruals and limits as set forth above apply on a calendar year basis.

Employees hired or promoted into FGMA on or after adoption of this Agreement:

1. Accrual Rate: Effective the first pay period after adoption of this Agreement, the annual personal leave accrual rate will be 100 hours (accrued at 3.85 hours per pay period).

2. Accrual Cap: The maximum personal leave hours that may be accrued are 200 hours (2.0 times the annual accrual rate). Any hours accrued in excess of this limit will be forfeited.

1.3. Use and Cash-Out: All employees are eligible to use personal leave as it is accrued, subject to Department Head discretion. The amount of personal leave available for cash out upon request is 100% of the accrued hours. Upon separation from the City, employees shall be paid for any unused personal leave. All accruals and limits as set forth above apply on a calendar year basis.Employees are eligible to use as it is accrued, subject to Department Head discretion. The annual amount available is 144.86 hours (accrues at 5.57 hours per pay period).

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The amount of personal leave available for cash out upon request is 100% of the accrued hours. Upon separation from the City, employee is paid for any unused personal leave. All accruals and limits apply on a calendar year basis.

D. Vacation

1. For employees hired or promoted into FGMA prior to the adoption of this Agreement, Vvacation leave with pay shall accrue on the following basis:

Years of Service Vacation Accrual per Year
From date of hire through 3rd 3.08 hours per pay period (10 days per year)
Beginning 4th through 10th 4.62 hours per pay period (15 days per year)
Beginning 11th through 15th 6.15 hours per pay period (20 days per year)
Beginning 16th and over 7.69 hours per pay period (25 days per year)
DepartmentsEmployees are responsible for ensuring that maximum vacation hours that may be accrued are 2.0 times the employee’s current annual rate. Any hours accrued in excess of this limit will be forfeited.

2. For employees hired or promoted into FGMA on or after the adoption of this Agreement, vacation leave with pay shall accrue on the following basis:

Years of Service Vacation Accrual per Year
From date of hire through 5th 3.08 hours per pay period (10 days per year)
Beginning 6th through 14th 4.62 hours per pay period (15 days per year)
Beginning 15th and over 6.15 hours per pay period (20 days per year)
Employees are responsible for ensuring that maximum vacation hours that may be accrued are 2.0 times the employee’s current annual rate. Any hours accrued in excess of this limit will be forfeited.

1. Years of Service Number of Vacation Days Per Year
From date of hire through 3rd 3.08 hours per pay period (ten (10) days per year)

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Beginning 4th through 10th 4.62 hours per pay period
(fifteen (15) days per year)
Beginning 11th through 15th 6.15 hours per pay period
(twenty (20) days per year)
Beginning the 16th and over 7.69 hours per pay period
(twenty-five (25) days per year)

3. 2. Vacation Cash-Out
FGMA represented employees may cash out up to 100 hours of their vacation balance each calendar year; provided, however, that employees exercising their option to cash out must maintain a combined minimum balance of 80 hours between vacation, comp time and vacation in lieu after the cash out. If deferring into 457 plan, the 100-hour maximum is not applicable, but FGMA members must keep 80 hours of combined accruals. FGMA members can elect to cash out any allowable accruals and transfer to their deferred compensation plan if they do not violate IRS law.

During the first six (6) months of employment, no vacation may be taken. Upon completion of six (6) months of continuous full-time service, vacation accrued during the previous six (6) month period may be taken. Vacation credits are earned during each anniversary year at the rate indicated above.

Upon separation from the City, employees shall be paid for any unused vacation credit.

Departments are responsible for ensuring that maximum vacation hours that may be accrued are 2.0 times the employee’s current annual rate.

3.4.Reciprocity
With the City Manager’s approval, any new employees hired after July 1st 2022, shallmay have reciprocity for years served at other public agencies for vacation accrual.

E. Sick Leave:

1. Accrual and Use
Employees shall receive twelve (12) working days of sick leave with pay for each full year, accrued biweekly at a rate of 3.70 hours per pay period. Employees are

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