5 • Running targeted ads and sponsored content campaigns • Sharing engaging video and photo content from events and rehearsals • Creating shareable content for renters and local artists to promote their shows Strategic Partnerships Our visibility is amplified through the following partnerships: • Missouri Street Theatre, which has the largest and most loyal arts patron base in Solano County, has agreed to include Downtown Theatre events in all of its own advertisements—both digital and print—ensuring cross-promotion to over 50,000 active arts supporters. • KUIC Radio: DTFA has signed a media partnership agreement with KUIC, providing: o Daily promotion of Downtown Theatre events on KUIC’s radio platforms o A monthly live morning segment featuring DTFA’s General Manager in conversation with John Young o Coverage during peak commute times, dramatically increasing local awareness • Billboard Promotion: DTFA has partnered with four local landowners who have agreed to host promotional billboards on their properties. These billboard placements will be available to all Downtown Theatre renters and clients, providing a valuable visual advertising opportunity throughout the region. Marquee Advertising One of our most effective and community-loved marketing tools remains our state-of-the-art digital marquee, installed in 2017 through 100% community donations. The marquee is located in a high-visibility area and acts as a daily, dynamic reminder of current and upcoming events, as well as a tribute to the local sponsors and donors who support the theatre. This tool has consistently proven to be a top driver of local ticket awareness and remains a key part of our advertising strategy. Advertising Strategy Shifts Based on performance data and cost-effectiveness studies, DTFA has discontinued advertising in "Your Town Monthly" and the "Daily Republic." These channels were found to generate low engagement and conversion, and we have strategically reallocated those funds toward: • Digital advertising and social media reach • Promotional video content creation • Paid digital partnerships with local influencers and media platforms
6 Looking Ahead DTFA’s marketing and promotion efforts are rooted in community connection and audience engagement. We understand Fairfield's demographics, cultural interests, and buying behavior—and we are continually evolving our strategies to reflect those insights. With a strong base, powerful partnerships, and a forward-thinking digital strategy, DTFA is uniquely positioned to continue growing its audience and supporting every user of the Downtown Theatre in promoting their events successfully. Licenses and Permits The Downtown Theatre Foundation of the Arts (DTFA) has maintained all necessary licenses, permits, and operating agreements required to operate the Downtown Theatre for the past 13 years. These documents are on file with the City of Fairfield, and we have consistently responded in a timely manner to any City requests for updates or renewals. Current Status Most of DTFA’s active licenses and permits are set to expire on December 31, 2025. Once a decision regarding future operations is finalized, we will take one of the following actions: • Renew for a short-term period (e.g., two months) if the transition to a new operator is planned. • Renew for an additional full year if DTFA is selected to continue operations under a new contract. This flexibility ensures uninterrupted compliance and operations regardless of the outcome of the RFQ process. Ongoing Compliance and Coordination We receive email notifications directly from the City whenever updated documentation or renewals are required. DTFA has always responded promptly and maintained strong communication with City departments to ensure all compliance requirements are met. Given the time that has passed since our initial agreement, and the possibility of procedural updates or changes in permitting standards, we will formally request an updated list of required licenses, permits, and agreements from the City to ensure our continued compliance under any new operating terms.
7 Performance Measures, Accountability, and Incentives The Downtown Theatre Foundation of the Arts (DTFA) is fully committed to accountability, transparency, and measurable outcomes in all aspects of theatre operations, programming, and community engagement. These measures will include: • Benchmarks for attendance and ticket revenue • Community use and access metrics • Facility upkeep and maintenance standards • Outreach and educational programming goals • Marketing and visibility performance indicators DTFA understands that clear, trackable metrics are vital for evaluating operational success and public value. We welcome continued collaboration with the City of Fairfield to ensure our performance aligns with the goals of the City and the needs of the community. Section Summary: Operational, Promotional, and Compliance Overview The Downtown Theatre Foundation of the Arts (DTFA) has presented a comprehensive and community-centered plan for the continued operation of the Downtown Theatre. Building on 13 years of trusted management, we are committed to maintaining our high standards while expanding opportunities for local performing and visual artists, enhancing audience experience, and strengthening community engagement. Key highlights include: • Operational Plan: DTFA will maintain its experienced staff structure adding two new support roles and a strategic shift to allow more focus on outreach. Concessions will continue to be managed by a third-party, with proceeds supporting scholarships and youth programs. Equipment and facilities have been expertly maintained, with only the Marley stage flooring identified as a major upcoming capital need. • Capital Improvements: In addition to the Marley replacement, DTFA has requested the City’s support in managing ongoing roof leak maintenance, and proposed the installation of a lockable fence on the east-side passthrough to improve safety and sanitation. • Marketing and Promotion: DTFA is expanding its reach through digital marketing, growing a 25,000-subscriber email list, leveraging high-visibility partnerships with Missouri Street Theatre, KUIC radio, and local billboard sponsors. The digital marquee, installed in 2017 with 100% community donations, remains our most effective promotional tool.
8 • Licenses and Permits: All required licenses and permits are current and on file with the City of Fairfield. Most expire December 31, 2025, and will be renewed appropriately depending on the outcome of the RFQ process. DTFA will request an updated list of current City requirements to ensure continued compliance. • Performance Measures and Accountability: DTFA’s performance metrics and incentive structures will be detailed in the Financial Section of this packet. These will cover attendance, community impact, facility standards, marketing performance, and more—ensuring transparency and alignment with city and community goals.
1 OPERATIONAL PLAN Submitted by: Downtown Theatre Foundation RFQ: Operation of the Downtown Theatre I. Executive Summary The Downtown Theatre Foundation for the Arts (DTFA) proudly submits this operational plan in response to the RFQ for management and programming of the Fairfield Center for Creative Arts. With over 13 years of proven leadership in operating the venue, our foundation remains committed to excellence in performance, community engagement, and cultural programming. As we move forward, our strategic focus is to enhance our already-strong programming with new, inclusive, and community-driven initiatives—particularly emphasizing local performing and visual arts. This plan outlines our continued stewardship of the theatre and our vision to further elevate the Downtown Theatre as a cultural anchor in the region. II. Organizational Background Since 2012, the Downtown Theatre Foundation has served as a trusted steward of the Fairfield Center for Creative Arts, transforming the building into a respected and vibrant cultural hub. We have consistently delivered diverse programming that includes: • Regional, High School and Local theatre productions • Orchestra, Symphony and local bands • Film screenings and educational events • Local dance, choral, and youth theatre performances • Vocal, Music and Dance Recitals • Concerts & Comedy Shows • Community rentals and fundraisers Our leadership team combines expertise in theatre management, production, community engagement, and nonprofit administration. III. Operational Philosophy Our operational approach is guided by the following principles: • Artistic Excellence: Continue to maintain and raise the standard of high-quality productions and exhibitions. • Community Focus: Continue to prioritize access for local artists, organizations, and underserved audiences. • Sustainability: Continue to operate with financial and environmental responsibility. • Equity and Inclusion: Continue to create a space where diverse voices are heard and celebrated.
2 IV. Core Programming (Ongoing) We will continue to offer a robust annual calendar that includes: • Community Theatre Series (4–6 local productions per year) • Youth & Family Programming, including summer camps and workshops • Local Dance & Music Events, featuring regional talent • Film & Speaker Series (quarterly) • Nonprofit Rentals & Partnerships for local organizations and schools V. New Programming Initiatives To grow our impact in the community and expand our audience, we are introducing the following programs: 1. Broadway on the Vine Suisun Valley Series A series featuring high-quality Broadway performers in concert partnering with a Winery from the Suisun Valley. These shows will attract broader regional audiences and raise the profile of the theatre while bringing attention to the Winery sponsoring the evening. Series subscriptions will be available. 2. Free Storybook Theatre (Bi-Monthly) Every other month, we will host free interactive performances for children and families, bringing classic and new storybooks to life on stage (in the Gallery or Courtyard). This initiative fosters early engagement in the arts and supports literacy in the community. 3. Rotating Visual Arts Display (Bi-Monthly) In alternating months with Storybook Theatre, our Lobby, Courtyard and Gallery spaces will host exhibitions and installations by local visual artists. This rotating series will be in partnership with the VPVA (Vallejo Performing and Visual Arts) headed by Maria Stats. 4. Annual Oktoberfest event in partnership with Rustwater Kitchen & Tap Room held in Courtyard. 5. Missouri Street Theatre (MST) has committed to an additional two-weekend run of a new summer production in August, specifically designed to showcase a high-level teen performance ensemble. This production will feature a family-friendly, well-known musical intended to appeal to audiences of all ages. In keeping with DTFA and MST's shared mission to make the arts accessible, ticket prices will be intentionally kept affordable, allowing entire families the opportunity to experience high-quality live theatre together—regardless of income. This new annual production will not only provide valuable performance experience to emerging young artists but also help bridge the gap between youth engagement and broader community attendance during a time of year when programming is typically limited.
3 VI. Strategic Partnerships We are proud to collaborate with key partners to support our mission: • Black Chamber of Commerce: Has committed to hosting two events annually in the venue. These events will be co-promoted and aim to celebrate and support Black entrepreneurs, creatives, and community leaders. Helping create and promote Donation Tier for their members. • Local Schools & Colleges: We will continue our partnerships with educational institutions for internships, student performances, and outreach programming. • Community Arts Organizations: We maintain open-door policies for shared use, resource exchange, and collaborative planning. • New Concert & Event Promoters VII. Staffing & Operations Our team includes experienced professionals in theatre operations, programming, marketing, and community engagement. Key roles include: • Executive/Artistic Director – Oversees strategic vision and stakeholder engagement. Curates and leads programming decisions • Operations Manager – Manages day-to-day facility and staff coordination • Technical Director – Oversees production equipment and tech staffing • Marketing & Outreach Coordinators – Promotes events and develops community ties • We will be making two additions to our staff at a minimal increase to budget. We will maintain a staff structure that is scalable to meet programming needs while being mindful of budget and sustainability, with a focus on always having our staff be professionals in their field. Core staffing will not change under new agreement. VIII. Budget & Financial Stewardship We operate with transparency and fiscal responsibility, regularly audited by independent financial firms. Funding sources include: • City support of the Arts • Private donations and sponsorships • Grants from public and private sources • Event rental income • Implement Annual Sponsorship program • Facility Fee ranging $4-$6 per ticket
4 IX. Facility Use & Maintenance The Downtown Theatre Foundation will continue to: • Maintain the facility to professional standards of cleanliness, accessibility, and safety • Ensure equipment and technical systems are maintained as needed • Provide clear scheduling, rental, and access procedures for all users X. Community Impact Metrics To assess our success, we will track and report on: • Attendance and ticket sales • Number of local artists and organizations served • Community engagement and educational reach • Audience demographics and satisfaction • Economic impact on surrounding businesses Conclusion With a proven track record, deep community roots, and an ambitious yet grounded vision, the Downtown Theatre Foundation is uniquely positioned to continue the operation of the Fairfield Center of Creative Arts. Our plan builds upon our history while embracing innovation, inclusivity, and artistic growth. We respectfully request the opportunity to continue serving this treasured community space.
1 FINANCIAL PLAN Foundational Philosophy and Fiscal Approach The Downtown Theatre Foundation of the Arts (DTFA) proposes to continue managing the Downtown Theatre under its current 501(c)(3) nonprofit structure, with transparent and responsible financial practices that prioritize community value, sustainability, and access. DTFA will maintain its existing: • No-fee nonprofit checking account at West America Bank • Community fund account at Valley Strong Credit Union These accounts serve as the foundation for DTFA's operational finances and community-based funding strategies. We will continue to manage all financial transactions related to the theatre, including: • Ticket sales and box office accounting • Client invoicing and rental fees • Processing of donations and sponsorships • Disbursement of net ticket and merchandise revenue back to clients, after deducting rental and service fees Annual Reporting and Accountability To ensure transparency and continued collaboration, DTFA proposes to: • Provide the City of Fairfield with an Annual Financial Report detailing income, expenses, and fund allocations • Hold an Annual “State of the Theatre” Meeting between DTFA leadership and relevant City staff to review operations, finances, and shared goals This will formalize ongoing communication and demonstrate DTFA’s commitment to financial integrity and public accountability. Sustainable, Mission-Aligned Financial Operations DTFA has operated the Downtown Theatre responsibly for over 13 years, consistently breaking even or finishing each fiscal year with a balanced budget. As a local nonprofit dedicated to the
2 arts, we do not seek to generate profit from the theatre. Instead, we aim to reinvest every dollar back into: • The facility itself • The artists and groups who bring it to life • The community that benefits from cultural access and participation We believe there is little to improve or change about our current financial model, as it is already mission-driven, community-supported, and operationally sound. The Importance of City Investment in the Arts It is a reality—acknowledged across the arts world—that the arts are not inherently revenue-generating enterprises. Most nonprofit arts organizations would consider breaking even annually, as DTFA has done, a major success. What makes growth possible is public and private investment working hand in hand. DTFA strongly believes that continued City of Fairfield investment in the Downtown Theatre is not a subsidy—it is a civic and cultural commitment. Our goal is to reframe the public narrative: Rather than saying "The City pays DTFA to run the theatre," we should say: "The City of Fairfield has chosen to invest in its local arts and culture, allocating $120,000 annually to the community’s leading arts venue and the nonprofit that stewards it." That framing not only honors the City's role—it also empowers the DTFA to seek matching private support from corporations, family foundations, and individual donors who want to see their city investing in the same causes they care about. In contrast, when the theatre is viewed solely as an enterprise fund, it becomes difficult—if not impossible—to attract sponsorships, grants or major gifts. Donors are far more likely to give when they see the City stepping up first. A Vision for Growth Looking ahead, DTFA believes that with continued City partnership, we can reach a point in the next five years where: • Artists are paid for participation in specialty and DTFA curated programming • Donors, sponsors, and endowments help expand access and scale up local arts programming
3 • The Downtown Theatre becomes an even stronger anchor for downtown economic revitalization and cultural identity But our core will remain unchanged: we are here to support and elevate local arts groups and to keep the Downtown Theatre a thriving, community-powered space. Summary This financial plan reflects a mutual, fair, and forward-thinking agreement between DTFA and the City of Fairfield—one that balances: • Fiscal responsibility • Local arts support • Community access • A shared belief in the value of culture to civic life It is a modest investment for the City, but a transformative one for the community. Return of the Annual DTFA Red Carpet Gala As part of our financial sustainability and community engagement strategy, the Downtown Theatre Foundation of the Arts (DTFA) is proud to announce the return of our Annual Red Carpet Gala beginning in 2026. This event, which last took place on March 12, 2020, is our most successful fundraiser of the year—bringing in between $25,000 and $30,000 in a single evening through ticket sales, sponsorships, silent auctions, and individual giving. The gala served as both a critical fundraiser and a signature community event, drawing attention to the importance of the arts in Fairfield and surrounding areas. While the COVID-19 pandemic necessitated a pause in large-scale social fundraising events, we feel enough time has passed, and the community is now ready—and eager—to return to this highly anticipated tradition. Why the Gala Matters: • Revenue Generation: The funds raised during the gala directly support our scholarship programs, community engagement initiatives, and production costs for local artists. • Sponsorship Opportunities: The event offers tiered sponsorship packages for businesses, helping us build long-term partnerships with local and regional companies.
4 • Visibility & Impact: The Red Carpet Gala is a high-profile event that elevates awareness of DTFA’s mission, celebrates our local talent, and generates widespread media and social coverage. • Community Reconnection: It’s a joyful, unifying occasion where patrons, supporters, artists, and civic leaders come together to celebrate the arts in Downtown Fairfield. With careful planning, renewed enthusiasm, and strong community support, we are confident the 2026 Red Carpet Gala will return as a cornerstone fundraising and awareness event for DTFA. Our goal is to once again generate $25,000–$30,000 annually through this event, adding a reliable source of funding that allows us to keep rental rates low for arts groups, maintain our venue at a high standard, and invest in future programming. Community-Based Funding & Matching City Support As part of our commitment to financial sustainability and shared responsibility for arts funding, the Downtown Theatre Foundation of the Arts (DTFA) is launching a Subscription Support Program designed to increase community investment in the theatre’s mission and programming. Individual Subscription Program – Launching January 2026 Over the next three months, DTFA will design and prepare to implement a Downtown Theatre Foundation Subscription Program, with an official launch date of January 1, 2026. Our initial goal is to secure 250 individual or family subscribers, each committing to a $500 annual donation. These contributions will go directly toward: • Supporting local arts programming • Offsetting production and operational costs • Expanding access to educational and outreach initiatives This effort is specifically designed to match the City’s support for the arts and cultural programming at the Downtown Theatre—showing the public’s shared investment in keeping the venue active, accessible, and impactful. As a certified 501(c)(3) nonprofit, all donations to DTFA are fully tax-deductible. While subscribers will receive recognition and exclusive perks, these benefits will have no assignable monetary value, preserving the full deductibility of the donation. Business Tier Sponsorship – In Partnership with the Black Chamber of Commerce DTFA has partnered with the Black Chamber of Commerce to develop a tiered business sponsorship program, which will launch alongside the individual subscription initiative.
5 This structure will allow businesses of all sizes to: • Select a giving tier that aligns with their capacity • Receive public recognition for their support • Gain access to exclusive networking opportunities, behind-the-scenes events, and promotional partnerships The goal is to deepen business engagement in the arts while helping diversify funding sources for the theatre’s community programming. DTFA will manage fulfillment of perks, while the Chamber supports outreach, sponsorship recruitment, and tier structuring. This approach not only helps generate sustainable, local funding, but also aligns with DTFA’s mission to make the Downtown Theatre a true community-owned and community-powered cultural institution. Why the Downtown Theatre is Unique – and Why It Matters The Downtown Theatre is unlike any other venue in Solano County or the surrounding region. In nearby cities—Vacaville alone has two theatres with over 500 seats—large-capacity venues tend to serve touring bands, commercial acts, or large-scale performances that require sizable audiences to be financially viable. These venues serve an important function, but they are not designed with the local artist in mind. The Downtown Theatre’s 380-seat capacity is part of what makes it exceptional. It is intentionally sized to meet the needs of: • Local performing arts groups • Community-based productions • Youth theatre programs • High school performances • Emerging artists and grassroots organizations The Downtown Theatre’s mission is not to chase mass-market revenue, but to provide an accessible, professional space for local people to create, perform, and share their work with their neighbors. This is precisely why the venue has earned: • A strong base of returning clients • A diverse, community-driven programming slate
6 • The ongoing partnership and loyalty of organizations like Missouri Street Theatre, The Solano Winds, local youth arts programs, and area high schools, many of whom consistently sell out the space • Voted BEST LIVE VENUE in Solano County 12 years in a row A Rarity in the Region We conducted a regional scan of comparable cities and theatres and found: • Very few venues with a similar seat count and community-first mission • A trend among comparable-sized venues to emphasize local, live performing arts • A lack of successful enterprise fund models for theatres of this size and mission without significant public or philanthropic backing Many of the regional performing arts centers that operate under enterprise fund models do so only because they were initially capitalized with $1 million or more, either from: • The host city itself • A major benefactor or foundation, whose name often becomes attached to the venue These startup funds allow them to cover operational shortfalls, invest in programming, and buffer financial risk. The Downtown Theatre has not had that kind of financial backing. Yet, it has continued to thrive under the stewardship of a nonprofit—without a large endowment and without City-owned capital reserves. Why a Nonprofit Model Works Best The Downtown Theatre’s success has come not from commercial profit margins, but from: • A community-first philosophy • Lean, responsible financial operations • Strategic programming that prioritizes local participation over large-scale touring revenue Operating under a nonprofit structure allows flexibility, reinvestment, and mission alignment that are fundamentally different from enterprise models, which require profit generation and often lack the adaptability needed for community arts programming.
7 Summary The Downtown Theatre is a rare cultural gem—not because of its size alone, but because of how it functions within and for the community. Its design, its scale, and its leadership model make it uniquely suited for nonprofit operation. Attempting to apply an enterprise fund framework to a venue of this size, without the foundational capital investment typically required, has proven unsustainable elsewhere—and risks compromising the very mission that has made the Downtown Theatre a beloved local institution. For Fairfield and the surrounding region, continuing to support this venue through City investment matched by community engagement is not only the most financially sound model—it’s also the model that aligns most authentically with the theatre’s purpose. Achievement of the City’s Goal for the Theatre as an Anchor in the Downtown District The Downtown Theatre Foundation of the Arts (DTFA) has spent the last 13 years intentionally transforming the Downtown Theatre into a true cultural anchor and economic driver for Downtown Fairfield. Beautification and Visibility as a Community Landmark Since taking over operations, DTFA has made major strides in increasing the theatre’s physical presence and public visibility, including: • Installing a state-of-the-art digital marquee (100% community-funded in 2017), which draws constant attention to upcoming events and keeps the public connected to the space. • Enhancing the exterior lighting and signage, transforming the building into a nighttime landmark and symbol of civic pride. These improvements marked the beginning of a longer-term vision: to help beautify and reenergize the block, bringing new life to Fairfield’s downtown core. While revitalization doesn't happen overnight, the theatre is already the jewel of downtown, and it stands ready to lead the next phase of public-private collaboration to further enhance the surrounding district. Direct Economic Impact on Local Businesses When the Downtown Theatre is active, the economic activity in the surrounding area spikes noticeably. Local restaurants, coffee shops, bars, and retail stores report significant increases in
8 customer volume, especially on nights when events are running. This is not anecdotal—it is consistent and measurable. As detailed in the following letter from local food and beverage establishments, the presence and programming of the theatre directly contributes to the vibrancy, foot traffic, and revenue of nearby businesses. The venue has become not only a center for the arts—but a catalyst for community connection and local commerce. In particular, Missouri Street Theatre’s multi-week productions have a unique and outsized impact: • MST typically produces 20 performances over three weeks, including matinee shows at 2:00 PM, which draw an average of 300 patrons per performance. • In addition to the audience, Missouri Street Theatre often employs over 60 cast and crew members per show, all of whom eat, shop, and socialize in Downtown Fairfield during rehearsal and production runs. • Box office data shows a patron base from Oakland to Sacramento. This sustained and concentrated activity creates a ripple effect of economic benefits—bringing new customers to downtown businesses during both daytime and evening hours. More Than a Venue – A True Community Anchor The Downtown Theatre doesn’t just bring crowds; it brings connection, culture, and continuity. It serves as: • A home base for community organizations • A gathering place for Fairfield families and visitors • A visual and cultural anchor for the identity of Downtown Fairfield It is the only venue in the region of its size and style that is devoted to local arts, youth programs, and community-centered performance. Its success has helped pave the way for other revitalization efforts, and its continued operation under DTFA is critical to the ongoing development and economic health of the district. Conclusion The Downtown Theatre has already achieved the City’s vision of the theatre as an anchor in the downtown district—and it is positioned to do even more in the years ahead. Continued City investment in the theatre is not simply support for the arts—it is a strategic economic and community development decision that benefits the entire downtown area.
9 Utilization of the Venue to Perform the Scope of Services to the Highest Level of Service The Downtown Theatre Foundation of the Arts (DTFA) is uniquely positioned to continue utilizing the Downtown Theatre to perform the full scope of services outlined in this RFQ at the highest level of service and community impact. With 13 years of proven operational excellence, an expert staff intimately familiar with the venue’s infrastructure and technology, and deep-rooted relationships with local arts organizations, schools, businesses, and patrons, DTFA has consistently maintained the Downtown Theatre as a clean, safe, accessible, and fully functional performance space. We bring: • A fully integrated box office system • A state-of-the-art technical setup maintained and operated by trained staff • A consistent calendar of high-quality, mission-aligned programming • A commitment to community-centered scheduling, ensuring equitable access for local groups and youth organizations • Ongoing maintenance and upkeep practices that have kept the building running efficiently and looking professional without the need for extensive City oversight DTFA’s approach to venue utilization is guided by both professional standards and public service values. Every decision we make is intended to ensure the theatre remains: • Artist-ready • Patron-friendly • Technologically current • Financially transparent • Always serving the broader goals of arts, culture, and economic vitality for Downtown Fairfield Our staffing model, programming strategy, and venue management practices are already aligned with the scope of services, and our enhancements—such as increased community outreach, new programs, and donor initiatives—will elevate that service even further. We are confident that no other applicant can offer the same level of operational knowledge, community trust, and artistic vision as DTFA, and we are committed to using every square foot, every performance slot, and every available resource within the Downtown Theatre to deliver exceptional service to the City, its residents, and its cultural future.
10 Request for Contract Revisions and Continued City Partnership The Downtown Theatre Foundation of the Arts (DTFA) respectfully requests that the operating contract between DTFA and the City of Fairfield be reviewed and revised in collaboration with City staff, with the goal of creating a mutually beneficial, sustainable, and mission-aligned agreement. Requested Contract Revisions and Financial Terms We propose the following contract updates: 1. Annual Arts Contribution from the City o DTFA requests an annual contribution of $150,000, to be disbursed in four equal quarterly installments. o This amount reflects a necessary cost-of-living adjustment, as the Foundation has not requested a funding increase since 2017, despite consistent inflation and rising operational costs. o These funds allow DTFA to continue offering the theatre at affordable rates to local arts groups, prioritizing community access over commercial revenue. o The performance per year requirement will increase from 39 to 80 events per year 2. PG&E Utility Cost Sharing o DTFA requests the City continue to cover 75% of the theatre's PG&E bill, until the City-wide energy efficiency lighting upgrades, as approved by Council, are fully implemented in the building. o Once completed, DTFA is open to renegotiating this portion of the contract to reflect reduced utility expenses. 3. City Maintenance & Technical Stewardship o As the building owner, the City will continue to be responsible for all structural and major facility issues (roofing, HVAC, plumbing, etc.). o DTFA will continue maintaining the theatre’s specialized technical equipment (sound, lighting, projection, etc.), ensuring it remains cutting-edge and show-ready. o The Foundation will seek City assistance only when issues fall outside DTFA’s scope or pertain to building integrity. Supporting the Arts, Supporting the City For 13 consecutive years, the Downtown Theatre has been named "Best Live Venue in Solano County"—a testament to the quality of programming, the professionalism of operations, and the community’s deep connection to the space. The requested funding does not just support DTFA—it supports:
11 • Dozens of local arts groups • Thousands of performers, students, and artists • Countless patrons and families who rely on the theatre for cultural access Additionally, this support allows DTFA to continue hosting City-sponsored events at no cost to the City, unless event-related costs exceed $1,200, at which point the Foundation may submit an invoice only for the overage. This ensures the City retains a no-cost venue partnership for nearly all internal community events, ceremonies, and gatherings. A Practical, Proven Model for Cultural Success DTFA has never requested a funding increase in over eight years of partnership. Yet, year after year, we continue to: • Keep the doors open to the entire community • Operate efficiently and transparently • Put every dollar received back into the local arts economy We understand that the arts rarely generate revenue in the way commercial ventures do—but the return on investment in community engagement, economic impact, and civic pride is immeasurable. The Downtown Theatre was built for Broadway-quality shows created by local artists—and that is what we continue to deliver. The City's annual contribution functions as a community arts grant, enabling groups to perform at professional levels without being priced out of the space created for them. Conclusion: A Fair, Equitable, and Vision-Aligned Proposal This request is not only financially reasonable—it’s strategically aligned with the City of Fairfield’s goals for: • Downtown revitalization • Community access to the arts • Economic development through cultural programming DTFA will continue to: • Actively fundraise • Pursue sponsorships and subscriptions • Manage the venue responsibly
12 • Ensure that the Downtown Theatre remains a cultural hub that serves both Fairfield and Suisun, while drawing in patrons from across the region. We respectfully request that the City of Fairfield renew and increase its commitment to the Downtown Theatre Foundation of the Arts so that together, we can continue this essential work—not for profit, but for the people.
AVERAGE ANNUAL COST FOR DTFA PROJECTED
2024 2026
BOX OFFICE COST /FEES 3,900 4,400
PAYROLL SERVICE FEE 3,000 4,000
PAYROLL TAX46,000 52,000
ANNUAL PAYROLL (AVG)131,000 150,000
PG&E95,000 115,000
INSURANCE10,000 13,000
SECURITY ALARM 1,000 1,500
OFFICE NEEDS.XEROX 2,000 2,400
WEBSITE MAINT. UPKEEP 4,500 5,000
JANITORIAL 8,500 10,000
JANITORIAL SUPPLIES 3,000 3200
ADVERTISING12,000 12,000
VERIZON 4,200 4,200
COMCAST 4,100 4,100
WATER 4,800 5,200
GENERAL REIMBUSMENT 2,000 2,500
DONATION / COMMUNITY SUPPORT 2,000 3,000
MISC COST 6000 8000
343,000 399,500
ANNUAL FUNDING FOR DTFA
CITY OF FF ANNUAL ARTS FUNDING 120,000 150,000
TICKET SALE FACILITY FEE 47,000 50,000
COMMUNITY DONATIONS 7,000 50,000
CORPORATE SPONSORSHIPS 30,000 30,000
ENDOWMENT CONTRIBUTION 120,000 75,000
RENTAL FEES 57,000 65,000
381,000 420,000
RENT FEE SCHEDULE 501C3 FOR PROFIT
BASE RENT 800-10001200-1500
PROJECTOR 300 300
GRAND PIANO 300 300
ADDITIONAL TECHICIAN (PER) 350 350
MERCH FEE 120 120
BODY MICS OVER 8 100 PER MIC100 PER MIC
To Whom It May Concern, As the restaurant, bar and business owners and employees along Texas Street in Downtown Fairfield, we are writing to express our strong and united support for the Downtown Theatre Foundation of the Arts (DTFA) to continue operating the Downtown Theatre. Over the past 13 years, DTFA has become an essential part of our downtown ecosystem. Their consistent programming—especially productions by Missouri Street Theatre, including their 3-week runs with up to 20 performances—brings a direct and visible boost to our businesses. During these periods, we regularly see hundreds of people moving through downtown: dining before shows, grabbing drinks after, or filling the streets between matinees and evening performances. Their organization knows the community, works with local artists and schools, and has built relationships that drive meaningful and reliable traffic to our part of town. The energy is unmistakable, and the economic benefit is real. While it's possible that another group might step in and eventually build their own programming, the reality is: it will not bring the same impact—at least not for a long time. DTFA has already done the hard work of building trust, drawing audiences, and creating consistent engagement. Losing that momentum would be a major setback, not just for the arts, but for all of us who depend on the economic and cultural activity the theatre generates. We urge the City of Fairfield and any decision-makers involved in the RFQ process to recognize the value DTFA brings—not just as a theatre operator, but as a long-term community partner whose success directly supports the success of small businesses downtown. Sincerely, David Costanzo Rustwater Casa Agave Pizza Twist Fairfield Bicycles Stonefield Properties John Costanzo JCL LP Jamee Wellner Jonathan Fields Celina Babbel Nicole Mumford Famous Creations Alpha Avenue
Agenda Item No: M.1
AGENDA REPORT
DATE: December 2, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Continued CD General Plan Housing Implementation
General Plan Amendments (GPA 2025 -0003) and Zoning Ordinance Amendments and Map Changes (ZC2025-0006) to Implement the 2023-2031 Housing Element
Funding Source: N/A
Contact: Vicrim Chima, (707) 428-7446
RECOMMENDED ACTION
N/A
STATEMENT OF ISSUE
This Public Hearing has been continued to January 20, 2026. The Planning Commission held the duly noticed item on November 12, 2025, and continued the item to their next meeting on December 10, 2025.
DISCUSSION
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
The Planning Division published a public hearing notice in the Daily Republic newspaper on November 12, 2025, and mailed to all property owners within 500 feet of the project sites. This notice was issued in accordance with standard practice requiring a 20-day notice.
The Planning Commission serves as the advisory board in cases of general plan , zoning text, and map amendments and has continued the item pending the legal interpretation of new legislation related to the project scope to the December 10, 2025, meeting.
ALTERNATIVE ACTION
N/A
STAFF CONTACT
Vicrim Chima, Senior Planner
(707) 428-4226
[email protected]