In addition, deferring this work may increase the risk of facility disruptions or temporary shutdowns, as ongoing building maintenance needs such as plumbing, air conditioning and heating, and other essential systems continue to deteriorate and exceed staff’s ability to address them through minor repairs. This alternative is not recommended, as it would further delay critical upgrades and extend the timeline for delivering a modernized and safe youth center for the community.
COORDINATED WITH
Police Department, Finance Department, and Parks & Recreation Department
STAFF CONTACT
Ryan Panganiban, Assistant Public Works Director and City Engineer (707) 428-7017
[email protected]
ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Proposed Task Order
Attachment 4: Indigo Proposal
CITY OF FAIRFIELD
RESOLUTION NO. 2025-253
AUTHORIZING THE CITY MANAGER TO EXECUTE A TASK ORDER WITH INDIGO | HAMMOND +
PLAYLE ARCHITECTS, LLP TO PROVIDE FEASIBILITY AND SCHEMATIC DESIGN FOR THE
FAIRFIELD POLICE ACTIVITIES LEAGUE YOUTH CENTER RENOVATIONS PROJECT AND APPROVING AN UPDATE TO THE FISCAL YEAR 2025–2026 BUDGET
WHEREAS, the City Council approved a purchase and sale agreement to acquire 2250 and 2256 North Texas Street for use as the Fairfield Police Activities League (PAL) Youth Center on January 21, 2025, by Resolution No. 2025-1; and
WHEREAS, the Fairfield PAL Youth Center facilities require significant renovation to address aging building systems, improve safety and accessibility, and modernize the spaces to support expanded youth programming; and
WHEREAS, the City has established on-call professional services agreements with a pre-qualified list of architectural firms by Resolution No. 2021-202 through 2021-204 on August 17, 2021; and
WHEREAS, staff released a Request for Proposals to the three pre -qualified firms and an evaluation committee determined that Indigo | Hammond + Playle Architects, LLP (Indigo) is the most qualified consultant; and
WHEREAS, funding was not allocated in the City’s approved fiscal year (FY) 2025 -2026 Budget, thus requiring a budget adjustment of $150,000 to the Public Building Fund (Fund 254) to cover the design costs; and
WHEREAS, the revised appropriation constitutes an update to the FY 202 5-2026 Budget approved pursuant to Resolution No. 2025-103.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The city manager is hereby authorized to execute a task order with Indigo for feasibility and schematic design services for the Fairfield Police Activities League Youth Center Renovations Project in an amount not to exceed $131,000.
Section 2. The city manager is authorized to execute amendments to this task order in an amount not to exceed $19,000 management reserve fee.
Section 3. The council hereby approves a budget adjustment of $150,000 to increase appropriations in the Public Buildings Fund (Fund 254) for the Fairfield Police Activities League Youth Center Renovations Project (CPW010110).
RES. NO. 2025-253
Section 4. The council hereby approves a budget transfer of $150,000 from AB 1600 Park and Recreation Facilities (Fund 263) to the Fairfield Police Activities League Youth Center Renovations Project in the Public Building Capital Project Fund (Fund 254, Project No. CPW010110).
Section 5. The director of public works is authorized to take all actions necessary to implement this resolution, including administering the task order and approving scope modifications consistent with the intent of this authorization.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
H a m m o n d + P l a y l e A r c h i t e c t s, L L P
FAIRFIELD POLICE ACTIVITIES LEAGUE YOUTH CENTER RENOVATIONS (CPW010110)
CITY OF FAIRFIELD| 12TH NOVEMBER, 2025
PROPOSAL FOR:
TABLE OF CONTENT
COVER LETTER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 KEY PERSONNEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 CONSULTANT STAFF COMMITMENT . . . . . . . . . . . . . . . . . . . . . . . 7 EXPERIENCE AND REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . 8 RESUME . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 SCOPE OF WORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 PROJECT SCHEDULE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 PROFESSIONAL SERVICES AGREEMENT . . . . . . . . . . . . . . . . . . . . 29 NON-DISCLOSURE AGREEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . 29 COST PROPOSAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
HAMMOND + PLAYLE ARCHITECTS, LLP
2 November 12, 2025
Ryan Panganiban, P .E .
Assistant Public Works Director and City Engineer
City of Fairfield – Public Works Department
2000 Cadenasso Drive
Fairfield, CA 94533
Re: FAIRFIELD POLICE ACTIVITIES LEAGUE YOUTH CENTER RENOVATIONS (CPW010110) –
PROPOSAL FOR ARCHITECTURAL & ENGINEERING SERVICES
Dear Selection Committee,
Indigo | Hammond + Playle Architects, LLP is pleased to submit the proposal for the City of Fairfield’s Police Activity League (PAL) Youth Center Renovations project. We are excited to partner with you to assess, repair, and transform the facility at 2250 & 2256 North Texas Street into a safe, modern and inspiring youth center for the Fairfield community.
Our team is highly qualified to deliver Task 1: Feasibility and Schematic Design phase that will set the project up for long-term success, future funding and community trust. We understand that the City’s immediate priority after Task 1 will be to address critical life safety and code compliant issues in a phased, cost-effective manner that minimizes risk, hence Indigo will treat this feasibility phase not as a routine study but as the City’s first step in rigorous risk remediation to ensure that in future the project phases are built on solid foundation of accurate scope and budget.
Three key differentiators that set Indigo apart and will directly benefit the project are as follow:
1. YOUTH ENGAGEMENT: We specialize in hands-on design charrettes and interactive workshops with youth and community stakeholders. For this project we will bring together local youth, PAL staff and City representatives to co-create the vision for this building. By centering youth voices in the design process, we empower the very people this center will serve in the future, generating buy-in and creative ideas . Indigo has successfully conducted many such design workshops on similar projects – for example, we facilitated interactive charrettes for community teen centers and numerous skate parks. This approach ensures the final product reflects community needs.
2. TRACK RECORD COST-EFFECTIVE, PHASED REMODELS: Indigo has a proven history of delivering successful phased renovations on time and on budget. We pride ourselves on creative problem solving in constrained conditions, whether that is upgrading an occupied community center or working with tight budget. Indigo worked on Fairfield’s PAL ’s facility in 2007, as well as the Riverbank Teen Center – a youth facility that we designed using innovative straw-bale construction to maximize sustainability and durability. We have also designed numerous recreational projects such as McInnis and Concord Skate Parks shown here. These experiences have honed our ability to efficiently modernize aging buildings for
COVER LETTER
HAMMOND + PLAYLE ARCHITECTS, LLP
3 youth use, plan logical construction phases, and control costs. Outside of youth centers one of our key expertise like in renovating outdated facilities to meet the current codes and standards. Over 90% of our public projects have bid within the owner’s budget – a testament to our careful scope definition and cost management from Day 1. We will bring this same rigor to developing a reliable Rough Order of Magnitude (ROM) cost and phasing plan for the PAL Center.
3. ESTABLISHED RELATIONSHIP & LOCAL KNOWLEDGE: Indigo brings an unparalleled trusted working relationship with the City of Fairfield. We have partnered on renovating Fairfield Police Department, Council Chambers, and working on programming for Fairfield City Hall, giving us familiarity with the City processes, staff, and facilities standards relevant to the PAL project. Additionally, all our consultants have worked on projects with the city and we have worked on many project together which ensures continuity and are able to hit the ground running without a learning curve. We know the local regulatory environment and stakeholders .
Indigo is skilled at creating a safe, sustainable and community driven PAL Youth Center that will serve Fairfield’s youth for decades to come. Our design philosophy of integrating architecture, art and ecology will ensure that the renovated center is not only cost-effective to build, but also economical to operate and aligned with Fairfield’s climate and community character. Our approach to our design process is to be interactive that educates and inspires local youth, turning this project into a learning opportunity and a source of civic pride. We appreciate the City’s consideration and look forward to the potential of continuing our service to Fairfield on this important project.
Indigo's Federal Tax Identification Number: 68-0427226
Sincerely,
Bruce Playle, AIA
Principal & Partner
California Architect C15459
909 5th Street, Davis, CA 95616
(530) 750-0756, 2#
[email protected]
HAMMOND + PLAYLE ARCHITECTS, LLP
4 Indigo | Hammond + Playle Architects will serve as the Prime Consultant providing overall project management, architecture, and sustainability leadership. An Organization Chart illustrating team roles and relationships is provided below:
KEY PERSONNEL
CITY OF FAIRFIELD
ARCHITECT
INDIGO | HAMMOND & PLAYLE ARCHITECTS
BRUCE PLAYLE, Principal
JONATHAN HAMMOND, Principal
PRESCOTT NICHOLS, LEED AP, Project Architect
ELECTRICAL ENGINEERING
M.NEILS ENGINEERING
STUART LINDSAY
JULIA BRODOVSKY
ARCHITECT’S SUBCONSULTANTS
CIVIL ENGINEERING
CUNNINGHAM ENGINEERING
STEVE GREENFIELD
MATT MORROW
STRUCTURAL ENGINEERING
POINT2 ENGINEERING
WILLIAM LARSON MECHANICAL & PLUMBING
ENGINEERING
PETERS ENGINEERING
SEAN TICHENOR
HAZARDOUS MATERIALS
FACS
CHRIS CHIPPONERI
HAMMOND + PLAYLE ARCHITECTS, LLP
5 KEY PERSONNEL
Full resumes are attached in resume section
INDIGO | HAMMOND + PLAYLE ARCHITECTS, LLP (PRIME ARCHITECT)
BRUCE PLAYLE, AIA
PRINCIPAL-IN-CHARGE
As Principal-in-Charge, Mr. Playle provides overall executive oversight of the architectural design process, ensuring the project meets the client’s objectives for scope, budget, and schedule. He will guide user-group coordination and lead the multi-disciplinary design team.
Bio: Mr. Playle has 31+ years of experience in civic and public-safety projects. His notable projects include the Riverbank Teen center, Dublin Public Safety Complex (LEED Platinum) and major renovations of Stockton City Hall, Fairfield Council Chambers and many more. He has been at the forefront of alternative project delivery methods and user-facilitation techniques, ensuring projects reach consensus and are delivered on schedule.
JONATHAN HAMMOND, AIA, LEED AP
PRINCIPAL-IN-CHARGE
Mr. Hammond leads the sustainable and climate-responsive design effort. He will provide high- level quality assurance and strategic design guidance, reviewing design solutions for energy efficiency and compliance with climate-oriented goals.
Bio: Mr. Hammond brings over 40 years of experience in bioclimatic and green design. He is credited with developing the City of Davis’s first solar energy and conservation building code and has taught architecture and ecology at UC Davis and abroad, reflecting his expertise in low-energy and site-adapted design.
PRESCOTT NICHOLS, AIA, LEED AP
PROJECT MANAGER
Mr. Nichols will handle day-to-day project management and technical design. He oversees design documentation, BIM coordination, and construction administration, ensuring the drawings meet Indigo’s quality and the client’s requirements. He will manage the architectural team and coordinate with subconsultants, through design and permitting phases.
Bio: Mr. Nichols has 24+ years of architectural experience and has worked at Indigo for over 15 years. He has overseen $15 million in civic construction recently and is proficient in advanced design software (ArchiCAD) and sustainable construction methods. He is a registered architect (CA C29107) with a Master of Architecture from the University of Oregon.
HAMMOND + PLAYLE ARCHITECTS, LLP
6 POINT 2 (STRUCTURAL ENGINEERING)
BILL LARSON, S.E.
PRINCIPAL STRUCTURAL ENGINEER
Mr. Larson leads the structural design team and serves as Engineer of Record. He will perform structural analysis and design review of building framing, foundations, and lateral systems, coordinating closely with Indigo’s architects.
Bio: Mr. Larson has been a leader at Point 2 since the 1980s and is a licensed structural and civil engineer. He has served as Engineer of Record on over 1,200 projects, from wood-framed structures to high-rise concrete buildings. He brings a systematic, cost-effective approach to structural engineering, ensuring innovative and contractor-friendly solutions .
PETERS ENGINEERING (MECHANICAL & PLUMBING ENGINEERING)
SEAN TICHENOR, P.E., LEED AP
PRINCIPAL MECHANICAL & ELECTRICAL ENGINEER
Mr. Tichenor will serve as the mechanical engineer of record, overseeing HVAC, plumbing, and energy-system design. He will coordinate mechanical design with plumbing and electrical systems and prepare calculations and specifications.
Bio: Mr. Tichenor has over 40 years of mechanical engineering experience and has been a principal at Peters Engineering for 22 years. He has led MEP design for K–12 schools, healthcare, laboratories, fire stations, and police facilities. Notable projects include the Yuba County Sheriff’s Facility renovation and school gymnasium projects, reflecting his expertise in efficient systems design .
M.NEILS ENGINEERS (ELECTRICAL ENGINEERING)
STUART LINDSAY
PRINCIPAL ELECTRICAL ENGINEER
Mr. Lindsey will be the Principal-in-Charge for electrical engineering. He will oversee all electrical design aspects, including lighting, power distribution, communications, and low-voltage systems.
He will coordinate closely with Indigo on lighting plans and power needs.
Bio: Mr. Lindsey has extensive experience in tenant improvement and facility modernization projects. He has led electrical engineering for civic renovations, including a youth center and university campus upgrades, where he handled lighting design and power system upgrades.
HAMMOND + PLAYLE ARCHITECTS, LLP
7 FORENSIC ANALYTICAL CONSULTING SERVICES (FACS) (HAZARDOUS MATERIALS)
CHRIS CHIPPONERI
DIRECTOR - CENTRAL VALLEY
Mr. Chipponeri will oversee all hazardous materials consulting. He will conduct site assessments and identify regulated materials (e.g. asbestos, lead-based paint, etc.) in the existing building, collect samples for laboratory analysis, and prepare evaluation reports. He will ensure that findings and abatement recommendations comply with applicable health and safety regulations (e.g. EPA and Cal/OSHA rules)
Bio: Mr. Chipponeri brings over a decade of environmental consulting experience (10+ years as of 2025, specializing in asbestos and lead-based paint assessment and abatement. He has worked with a range of municipal clients (including police and fire agencies) on hazardous material surveys, risk management, and cost-effective abatement strategies. In previous projects he conducted lead and asbestos surveys, and developed remediation and operations/maintenance plans for clients, often under tight budgets. Mr. Chipponeri communicates findings clearly to help clients meet regulatory obligations and manage liability
CONSULTANT STAFF
COMMITMENT
KEY PERSONNEL PROPOSED (INDIGO)
GENERAL OFFICE OTHER PROJECTS FAIRFIELD PAL TOTAL
BRUCE PLAYLE 25% 55% 20% 100%
JONATHAN HAMMOND 25% 65% 10% 100%
PRESCOTT NICHOLS 15% 60% 25% 100%
APEKSHA PATEL 20% 45% 35% 100%
The table below outlines current commitments and anticipated availability of Indigo's key team member for the PAL Youth Center project:
HAMMOND + PLAYLE ARCHITECTS, LLP
8 EXPERIENCE AND
REFERENCES
INDIGO and our team members have extensive experience with projects similar in scope and complexity to the Fairfield PAL Youth Center Renovation. Below, we highlight projects where we have hands-on experience of engaging youth for design workshops and three relevant projects completed in the past 10 years, demonstrating our qualifications.
HANDS-ON WORKSHOP EXPERIENCE
MCINNIS SKATE PARK (SAN
RAFAEL)
In the early feasibility phase for the
McInnis Skate Park, Indigo led interactive
design charrettes engaging skaters,
families and community members . Using
hands-on tools (clay and sand models,
drawings, etc.), participants literally built
and sketched their ideas, which Indigo
then refined into schematic concepts.
These public workshops elicited direct
input from younger users and neighbors,
ensuring the final design reflected
community priorities and wide appeal.
COMPLETED MCKINNIS SKATE PARK AND PICTURES FROM
WORKSHOP
HAMMOND + PLAYLE ARCHITECTS, LLP
9 CONCORD SKATE PARK (CONCORD)
For the Concord Skate Park, Indigo
facilitated youth engagement sessions
during schematic design . In these creative
charrettes, local skaters and residents
sketched and modeled features, guiding the
design direction . This “kids-and-community
build-a-park” approach ensured that the
final skate plaza incorporated the range
of skill levels and feature-types desired by
Concord’s youth and stakeholders.
CONCORD SKATE PARK WORKSHOP IMAGES AND FINISHED SKATE PARK
HAMMOND + PLAYLE ARCHITECTS, LLP
10 RIVERBANK TEEN CENTER
Indigo | Hammond + Playle Architects served
as Architect for a new 2,800 SF Teen Center in
Riverbank, a small Central Valley community .
The Riverbank Teen Center is an excellent
analog for the Fairfield PAL project as it was
specifically designed to serve after-school youth
programs and teen drop-in recreation. The
layout and features (e.g. tech lounge, game
areas) were chosen based on workshops with
local teens, similar to the charrette process
we propose for Fairfield. Riverbank had a
limited budget, so INDIGO’s use of straw-bale
construction provided high insulation at low
cost, and we integrated donated materials and
community labor. For Fairfield, we likewise will
seek cost-effective sustainable solutions . The
Teen Center created a welcoming yet secure
environment (supervisable open plan, durable
finishes). We achieved longevity – after a
decade, the facility remains well-loved and
has low maintenance issues, attesting to the
durability of our design .
This free-standing youth facility was designed
as a pavilion-style community center featuring
a large multipurpose great room, an “internet
café” lounge, a tutoring room, restrooms, and
support spaces. Uniquely, the building was
constructed using straw bale walls with natural
daylighting and passive cooling strategies. Large
roll-up glass garage doors allow the main room
to open directly onto outdoor gathering areas,
creating an indoor-outdoor space for events and
providing natural ventilation in good weather.
The project included outdoor site improvements
such as a shaded patio, basketball hoops, and
landscaping.
Client/Owner: City of Riverbank
Contact: Sue Fitzpatrick, Director of Parks and Recreation; 209-863-7150; [email protected]
Timing: 2007-2010
Budget: $1.5 million
Agency Project Manager: same as above
HAMMOND + PLAYLE ARCHITECTS, LLP
11 RIVERBANK TEEN CENTER WORKSHOP IMAGES AND SKETCHES FROM YOUTH
RIVERBANK TEEN CENTER INTERIOR
HAMMOND + PLAYLE ARCHITECTS, LLP
12 FAIRFIELD EXPERIENCE
This remodel project includes a new 1,600 SF
state-of-the-art Dispatch/ Communications
Center and complete upsize and replacement
of emergency power and UPS systems, all the
while keeping police operations up-and-running
on a 24/7/365 basis. Daylighting provided by
tubular skylights an looped pendant fluorescent
fixtures has significantly improved call-taker’s
efficiency and morale. A twinned 180 KVA diesel
generator and a 100KVA UPS system provide
redundancy and backup for emergency use.
A carefully developed remodel phasing plan was
developed including pricing for each stage of
the work. Sequential phasing was then assigned
based on priority and available budget. Dispatch
Communication needs were deemed most
urgent, followed by EOC, etc.
One of the biggest challenge on this project was
that the department had to remain in operation
during the construction of the various projects,
including EOC remodel, front counter and path
of travel accessibility upgrades, investigation
relocation to a remodeled city building off-site
and the creation of a state of the art Dispatch/
Communications Center .
CITY OF FAIRFIELD, POLICE DEPARTMENT DISPATCH CENTER RENOVATION
HAMMOND + PLAYLE ARCHITECTS, LLP
13 Client/Owner: City of Fairfield
Contact: Caroline Vedder, Senior Civil Engineer, 707-428-7484; [email protected]
Timing: 2019-2022
Budget: $2 million
Agency Project Manager: same as above
Roles of individuals used in the project: Bruce Playle led the A&E team for this project Indigo led the comprehensive upgrade of the
City Council Chambers in multiple phases to
match the City’s budget and bid results. We first
addressed urgent life-safety and security needs
(ballistic-rated clerestory panels, electronic
access control, etx) and then completed interior
finishes. Upgrades included full ADA compliance
(assisted-listening systems, accessible
pathways), new public restrooms, and an
integrated LED lighting/control system. Notably,
all work was staged so Council operations could
continue .
FAIRFIELD COUNCIL CHAMBERS RENOVATION
RELEVANT EXPERIENCE
HAMMOND + PLAYLE ARCHITECTS, LLP
14 Client/Owner: City of Davis
Contact: Mellisa Marshall, Principal Civil Engineer, 530-747-5846; [email protected] Timing: Phased 2017-2025
Budget: Phased total $2.6 million
Agency Project Manager: same as above
Roles of individuals used in the project: Bruce Playle led the A&E team for this project The Davis Veterans Memorial Center (City
community center) was renovated in a phased
manner. An initial 2018 phase modernized
the interior: outdated carpet and lighting were
replaced with durable, energy-efficient systems,
kitchen fixtures were upgraded, and new storage
was added – all within the ~$1.6M budget. In
a later 2023 phase, Indigo oversaw exterior
envelope upgrades. This included completely
replacing the aging redwood siding with new
wood siding, repairing and replacing structural
glulam beams, installing updated flashing/
drainage, and adding a new sound-control
exterior door.
Each scope was carefully sized to fit the funding
available at the time, with construction bids
taken on the defined package for that phase.
Our team coordinated with Parks staff to keep
public programs running – holding classes in
alternate locations while work was underway
– so that the phased remodel minimized
disruption.
DAVIS VETERANS MEMORIAL CENTER RENOVATION
HAMMOND + PLAYLE ARCHITECTS, LLP
15 Client/Owner: City of Davis
Contact: Mellisa Marshall, Principal Civil Engineer, 530-747-5846; [email protected] Timing: Phased 2020-2022
Budget: Phased total $250,000
Agency Project Manager: same as above
Roles of individuals used in the project: Jon Hammond led the A&E team for this project The historic Varsity Theater renovation was
likewise staged to match funding and bids. In
Phase 1, Indigo helped plan the digital conversion
of the original auditorium (adding a 3D screen
and new projection booth) and building a second
screening room, all financed by Redevelopment
Agency funds. In Phase 2, we supported the
update of the lobby and auditorium finishes,
acoustics and safety systems. At each stage we
provided accurate cost estimates and value-
engineered options to stay within budget.
Community stakeholders (theater owners and
patrons) were engaged through public review of
preliminary designs and cost plans, ensuring the
phased upgrades delivered modern amenities
while respecting the theater’s legacy.
DAVIS VARSITY THEATER RENOVATION
HAMMOND + PLAYLE ARCHITECTS, LLP
16 BRUCE PLAYLE
PRINCIPAL & PARTNER, INDIGO | HAMMOND + PLAYLE ARCHITECTS, LLP
PROJECT ROLE: PRINCIPAL
With a professional design and planning background and over thirty one years of experience in public safety, municipal, educational, and commercial facilities, Mr. Playle is well prepared for serving your project needs. He has been at the forefront of development of alternate project delivery methods such as design-build, in both the public and private sectors. His special abilities in facilitation of large user groups and committees is an especially useful tool in reaching project design consensus.
EDUCATION
+ Bachelor of Architecture, cum laude, Auburn University, Alabama, 1979
REGISTRATION
+ Architect, California C15459
+ Disaster Service Worker #91796, California Office of Emergency Services OES.
PROFESSIONAL ASSOCIATIONS
+ American Institute of Architects
SPEAKING ENGAGEMENTS
+ Resilient Design: Building Stronger, Smarter Buildings” at the 2023 American Institute of Architects National Convention in Chicago with Miyamoto + Invited Speaker, Extending the Survivability of Buildings, CALBO Annual Business Meeting, Monterey 2015
+ Invited Speaker, Resiliency: Extending the Survivability of Buildings, AIA National Convention, Chicago 2014
+ Session Speaker, Straw Bale Buildings: An American Original Low-Tech Solution for High- Performance Buildings, AIA National Convention, San Francisco 2009 + Session Speaker, Bioregional Design: Creating Region-specific Vernacular by Designing for Climate, Ecosystem, and Culture, AIA National Convention, San Francisco 2009
RELEVANT PROJECTS
+ Riverbank Teen Center
+ Fairfield Council Chambers
+ Davis Veteran's Memorial Renovation
+ Vallejo Community Services Center
+ Stockton Police Department
+ San Leandro Space Planning for Police
Department Expansion
+ Dublin Public Safety Complex Police Services
Improvements
+ Union City Police Department Renovation
+ East Bay Regional Park District Public Safety
Facility
+ San Ramon Police Department
+ Yuba County Sheriff’s Facility
+ Fairfield Police Department
+ Live Oak Mini Public Facilities Master Plan
+ Tracy Public Facilities and Public Safety Master
Plans
+ Vacaville Police Headquarters
+ Davis Police Headquarters and more
+ Visalia Police Substations
RESUME
HAMMOND + PLAYLE ARCHITECTS, LLP
17 JONATHAN HAMMOND
PRINCIPAL & PARTNER, INDIGO | HAMMOND + PLAYLE ARCHITECTS, LLP
PROJECT ROLE: PRINCIPAL-IN-CHARGE
Mr. Hammond’s planning work is devoted to the creation of beautiful ecologically adapted environments. His environmental art honors the spirit of place. Hammond developed the nation’s first solar energy and energy conservation building code for the City of Davis and is credited with sparking the modern re-interest in use of local and low-energy materials with the construction of the first modern straw bale structure.
Prior to starting Indigo, Mr. Hammond taught architecture and landscape architecture at the Kyushu Institute of Design in Japan and landscape architecture at the University of Illinois .
EDUCATION
+ Bachelor of Landscape Architecture, University of California, Berkeley + Master of Science, Ecology, University of California, Davis
REGISTRATION
+ Architect, California C27227
PROFESSIONAL ASSOCIATIONS
+ USGBC LEED AP
+ American Institute of Architects
SPEAKING ENGAGEMENTS
+ Invited Speaker, Resiliency: Extending the Survivability of Buildings, AIA National Convention, Chicago 2014
+ Session Speaker, Straw Bale Buildings: An American Original Low-Tech Solution for High- Performance Buildings, AIA National Convention, San Francisco 2009 + Session Speaker, Bioregional Design: Creating Region-specific Vernacular by Designing for Climate, Ecosystem, and Culture, AIA National Convention, San Francisco 2009 + Session Speaker: "Resilient Design: Building Stronger, Smarter Buildings" AIA National Convention 2023
RELEVANT PROJECTS
+ Riverbank Teen Center
+ Davis Varsity Theater Renovations
+ Mcinnis Skate Park
+ West Sacramento FS #43 & #41
+ Vacaville Brown Street Park and Community Center
+ Dublin Public Safety Complex
+ Hayfork Public Safety Facility
+ Vacaville Police Headquarters
HAMMOND + PLAYLE ARCHITECTS, LLP
18 PRESCOTT NICHOLS
PROJECT ARCHITECT, INDIGO | HAMMOND + PLAYLE ARCHITECTS, LLP
PROJECT ROLE: PROJECT ARCHITECT
Mr. Nichols has a master’s degree in architecture from the University of Oregon, and a bachelor’s degree in linguistics from the University of California at Santa Cruz. The U.S. Green Building Council has certified him as a Leadership in Energy and Environmental Design (LEED) Accredited Professional. He drafted the LEED performance requirements for a design-build police headquarters, resulting in an award-winning LEED certified facility for the client. He also collaborated in the programming and design of two recently completed projects:
a fire station and two police department precinct buildings. For the precinct projects, Mr. Nichols developed a three part technical specification for a straw bale insulation and finish system (SIFS) - the first of its kind.
REGISTRATION
+ Architect, California C29107
EDUCATION
+ B.A. Linguistics, University of California, Santa Cruz + Master of Architecture, University of Oregon, Eugene
PROFESSIONAL ASSOCIATIONS
+ American Institute of Architects
+ USGBC LEED-AP
RELEVANT PROJECTS
+ Riverbank Teen Center
+ Dublin Public Safety Complex
+ Vacaville Brown Street Park and Community Center
+ West Sacramento Fire Station No. 41 & 43
+ Tracy Public Safety Master Plan
+ Santa Clara Fire Stations
+ Hayfork Public Safety Facility
+ Orland Police Headquarters
+ Visalia Police Substations
+ Vacaville Police Department
+ Woodland Police Department
+ Paradise Fire Station No. 3 Feasibility Study and Schematic Design
REGISTRATION
Structural Engineer
S3148 California
Registered 11/18/1988
Civil Engineer
California C39695
Registered 8/23/1985
EDUCATION
Bachelor of Science in
Structural Engineering
California Polytechnic State
University, San Luis Obispo
PROFESSIONAL
ASSOCIATIONS
Structural Engineers Association
of Central California
Earthquake Engineering
Research Institute
American Concrete Institute
William Larson, SE
Structural Engineer, Principal
An experienced leader within the industry and the community, Bill brings a rare understanding of interdisciplinary dynamics and structural engineering to Point 2 Structural Engineers, Inc. Overseeing the day- to-day operations, marketing coordination, and project supervision, his systematic approach to problem solving ensures the consistent flow of all projects in -house. His experience in computers and various building codes, along with balanced judgment and hands -on attitude, allows Point 2 Structural Engineers, Inc.’s projects to be innovative, cost efficient, contractor friendly and delivered on schedule.
Since 1982 Bill has used his experience in structural engineering to provide services for a variety of projects and has served as Engineer of Record for over 1200 projects. These projects range from one-story wood framed structures to high rise office buildings of both concrete and steel. Some of Bill’s projects include:
Projects with Indigo – Hammond + Playle Architects, LLP
Point 2 Structural Engineers have worked on the following projects together starting back in 2003.
Solano County Agriculture B Tenant Improvement
Stockton Police Department Vault Expansion
Stockton Police Department Women’s Locker Room Improvement Hamilton City Park Shade Structure
City of Antioch Gateway Sign
Yuba Courthouse
Washington Square Balcony repair
Fairfield City Council Chamber Remodel
Silicon Valley Cat Park Structures
Hooby Brewery Tenant Improvement
Hillsborough Police Station Evaluation
Gibson House Ramp Woodland Ca
Stockton Police Department Remodel
Davis COOP Seismic Upgrade
Santa Clara Fire Station Investigation
City of Santa Clara Police Tenant Improvement
Peregrin School Trellis Replacement Davis CA
Indigo Hammond Office
Orland Memorial Hall Investigation
Hayward Gurdwara Improvements
Willows Tower Theater
Fairfield Transit Center Office Tenant Improvement
Fort Bragg Rec Center Investigation
McInnis Skate Park
EDUCATION
Bachelor of Science in Mechanical Engineering
California State University, Sacramento 1994
REGISTRATION
California M31176 1999
Nevada 016552 2004
Oregon 90924PE 2016
PROFESSIONAL AFFILIATIONS
- American Society of Heating, Refrigerating and Air
Conditioning Engineers (ASHRAE)
- California Society for Healthcare Engineering, Inc.
- LEED AP
EXPERIENCE
Mr. Tichenor joined Peters Engineering in 2000 and has
been a Principal & Owner with the firm for 22 years. With over 40 years of experience, Sean has been involved in
projects ranging from K-12, Higher Education, Master
Planning, Healthcare, Controls, Laboratories, Kitchens, Fire Stations, Police Facilities and Site Infrastructure. His experience also includes studies of projects prior to design to determine the feasibility and cost to remodel or create new projects to meet the Owner’s needs. His experience includes knowledge of new and existing facilities and how to make them the most efficient and cost effective choice for the owner.
• Yuba County Sherrif Facility Renovation, Marysville, CA • Dublin Police Department, Dublin, CA
• Sacramento Metro FD Station 110
• Norwood ES Gymnasium Sacramento, CA
• Nicholas ES Gymnasium, Sacramento, CA
• Woodcreek HS Gym & Locker Rooms, Roseville, CA
• Contra Costa College Physical ED Gym, San Pablo, CA
EDUCATION
Bachelor of Science in Mechanical Engineering
California State University, Sacramento 1994
REGISTRATION
California M31176 1999
Nevada 016552 2004
Oregon 90924PE 2016
PROFESSIONAL AFFILIATIONS
- American Society of Heating, Refrigerating and Air
Conditioning Engineers (ASHRAE)
- California Society for Healthcare Engineering, Inc.
- LEED AP
EXPERIENCE
Mr. Tichenor joined Peters Engineering in 2000 and has
been a Principal & Owner with the firm for 22 years. With over 40 years of experience, Sean has been involved in
projects ranging from K-12, Higher Education, Master
Planning, Healthcare, Controls, Laboratories, Kitchens, Fire Stations, Police Facilities and Site Infrastructure. His experience also includes studies of projects prior to design to determine the feasibility and cost to remodel or create new projects to meet the Owner’s needs. His experience includes knowledge of new and existing facilities and how to make them the most efficient and cost effective choice for the owner.
• Yuba County Sherrif Facility Renovation, Marysville, CA • Dublin Police Department, Dublin, CA
• Sacramento Metro FD Station 110
• Norwood ES Gymnasium Sacramento, CA
• Nicholas ES Gymnasium, Sacramento, CA
• Woodcreek HS Gym & Locker Rooms, Roseville, CA
• Contra Costa College Physical ED Gym, San Pablo, CA
Stuart Lindsay
PRINCIP AL IN CHAR GE | M. Neils Engineering, Inc.
Stuart Lindsay has over 35 years of experience, with 25 years as both a Project Manager and Senior Electrical Designer . He has been responsible for complete design and construction documents for a wide range of tenant improvement projects, including community centers, health clinics, skilled nursing facilities, and administrative offices. His role encompasses scoping and due diligence investigation, project budgeting, electrical studies, preliminary planning, client consultation, construction administration and field inspection, all with an eye toward dependability and sustainability.
EDUCATION
Certificate, Architecture/Drafting
North American School of Drafting
Certificate, Intermediate Lighting
Education Course ED-150
Illuminating Engineering Society
CERTIFICATIONS
Construction Document Technician
Construction Specification Institute
LEED Accredited Professional
U.S. Green Building Council
EXPERTISE THAT WILL
BENEFIT THIS PROJECT:
• Substantial experience in contract
and project management,
including site and building
electrical infrastructure for tenant
improvement projects
• Skilled in project scoping,
assessment of existing conditions,
utility coordination, and design of
complex electrical and low-
voltage systems
• Demonstrated experience
in delivering cost-effective,
technically sound, and
constructible project designs
PROJECT EXPERIENCE
RANCHO CORDOVA YOUTH CENTER
Principal in Charge for renovation of renovate an existing 9,536 square foot building on a 1.75 acre property for use as a new Youth Center with multipurpose room, classrooms, and outdoor play spaces. The project is a partnership with Center of Praise Ministries and the Rancho Cordova Police Activities League. M. Neils designed new lighting, convenience power, and connections to HVAC equipment.
US FOREST SERVICE SEQUOIA NATIONAL FOREST ADMIN
BUILDING RENOVATION
Principal in Charge for remodel of the current 13,512 square foot Visitor Center building located on USFS land near the town of Fawnskin, California, to provide secure office space for 44 personnel and adequate space for public visitor services within the existing building footprint. The electrical scope included a new electrical service and distribution system, communications networking, selection of general fixture types and lighting levels, and interior/ exterior lighting systems.
SIERRA VISTA CSU HOSPITAL OUTPATIENT BEHAVIORAL
HEALTH
Senior Project Manager for the remodel of the existing 2,300 square foot Outpatient Behavioral Health Space at Sierra Vista Hospital in Sacramento, California. The project scope included electrical demolition, new standby emergency generator and automatic transfer switch, new standby emergency power distribution system, new branch panelboards, convenience outlets, electrical connections to equipment, telecommunications racks and cabling pathways, interior lighting, security/card access, and panic button system.
ASIAN COMMUNITY CENTER SKILLED NURSING FACILITY
Senior Project Manager for electrical engineering services in this existing skilled nursing facility in Sacramento, California. The project included tenant improvements in nine patient rooms. The scope of electrical design included new wall mounted lighting, new convenience receptacles, and electrical demolition in the area of work. M. Neils prepared construction documents through AHJ approval.
MM.. NEILSNEILS ENGINEERINGENGINEERING, , INCINC..
CITY OF FAIRFIELD POLICE
ACTIVITIES LEAGUE YOUTH CENTERPage 171 of 356
c e c w e s t . c o m
RESUME
Steve Greenfield, P.E., G.E.
Civil Engineering Project Manager
Steve Greenfield’s civil engineering experience includes a strong background in site design work for a variety of project types including public safety, commercial, and transportation. Additional experience has focused on grading and utility alignment projects, subdivision master-planning efforts, capital improvement plans and roadway improvement projects.
Steve brings over 30 years of engineering design and field observation experience as well as a solid knowledge of engineering principles and construction practices.
Steve is able to achieve client goals by providing cost effective, practical designs and by communicating effectively with a wide variety of design professionals, contractors and regulatory agents. His proactive project management style keeps the client’s goals at the forefront. The following projects highlight Steve’s ability to deliver robust and sustainable civil engineering solutions for law enforcement and public safety infrastructure.
Selected Experience
Vallejo Police Headquarters
The new Vallejo Police Headquarters replaces the city’s outdated facility with 92,900 SF of new police facilities, including a 2-story 78,700 SF main building and 14,200 SF of site service facilities including Sally Port, Firing Range, Evidence Building and community-focused elements like a public plaza and meeting rooms. Steve is leading the design team responsible for construction documents encompassing both on-site and off-site frontage improvements. Additional civil engineering services include the design of a dispatch modular building to serve as the temporary home for the Dispatch Communication Center during construction.
Art Koch Firing Range and Police Training Facility, Fairfield Steve led the design team in the development of this 4.63-acre, city-owned property.
The 39,000 SF constructed facility houses office space, classrooms, simulator room, mat room and a ready room. The facility required a number of site improvements include parking, landscaping, a water quality linear detention swale, lighting, fencing, and screening walls. Design and project challenges addressed implementing construction cost controls due to escalating materials costs, water quality and detention design within the 100-year flood plain, and working with multiple funding sources.
Additional Relevant Experience
• Fairfield Transportation Center, Phase 2 Park-and-Ride, Fairfield • North Texas Transportation Center Planning, Fairfield • Red Top Road Transportation Center Park-And-Ride/Bus Transfer Facility, Fairfield Education
• M.E. Civil Engineering
University of California, Davis
• B.S. Geophysics
University of California, Santa
Barbara
Licenses
• Civil Engineer California, C-50880
• Geotechnical Engineer California,
GE-2463
Professional Affiliations
• American Council of Engineering
Companies, Sierra Chapter, Past
President
• American Council of Engineering
Companies, CA State Board,
Director
• American Society of Civil
Engineers, Former Geotechnical
Sacramento Committee Chairman
• California Geotechnical Engineers
Association, Past Board of Directors
Member
• Davis Chamber of Commerce, Past
Board of Directors Chairman
• Davis Chamber of Commerce
- Political Action Committee,
Inaugural Committee Chair
Publications
• Foundations in Problem Soils,
Prentice Hall (1992) Coauthor
Forensic Analytical Consulting Services
www.forensicanalytical.com
Chris Chipponeri
Director – Central Valley
EDUCATION
B.S. Business Administration, California State University Stanislaus Turlock, California
A.A. General Education, Modesto Junior College
Modesto, California
CERTIFICATIONS & REGISTRATIONS
DOSH Certified Asbestos Consultant, Certification #10-4633 CDPH Certified Lead Inspector and Assessor, Certification #LRC-00000782 Nevada DIR Asbestos Abatement Consultant, License IJPM-1410 US EPA Certified Lead Inspector and Assessor, Certification #LBP-R-128230-2
PROFESSIONAL EXPERIENCE
Mr. Chipponeri has over 17 years of environmental consulting experience, primarily in the asbestos and lead paint industry. In this period, Mr. Chipponeri has worked for two environmental consulting firms and has provided services to clients throughout California and Northern Nevada. By working for a wide range of different clients addressing hazardous building materials for a number of reasons, Mr. Chipponeri has developed the knowledge to share with clients on their situation, perspective on how to address any issues in a clear and concise manner, and help the client assure they are complying with the number of regulatory requirements that must be met while working within project budgets. From this experience, Mr. Chipponeri has learned to view services from the client’s perspective and works with the client team to meet their needs in communication to site staff and project team, scheduling work to fit a client’s site operations and working with other team members to help control costs related to hazardous building materials while meeting the project goals.
Services provided to clients included performing regular site assessments of municipal facilities including police departments and fire stations, schools and universities, hospitals, commercial and private properties for hazardous building materials that could contain as asbestos, lead, PCBs, and mercury. These services are done with respect to the client’s property, ensuring no hazard is left behind and in as efficient manner as possible to limit disruptions to a site. Mr. Chipponeri has been qualified as a technical oversight expert for FACS robust quality assurance program and provides this level of expertise to all client projects.
Modesto Office
313 Banner Court, Suite B
Modesto, CA 95356
M: (209) 484-4648
D: (209) 551-2000
E: [email protected]
Forensic Analytical Consulting Services
www.forensicanalytical.com
Based on the results of site assessments for clients, Mr. Chipponeri will generate project designs for the remediation of hazardous building materials, development of operations and maintenance programs, and oversight of remediation of hazardous building materials would be performed. Project designs would range from the remediation of simple items, such as asbestos-containing flooring materials through the full remediation of client facilities for asbestos, lead, mercury, and PCBs. In some instances, Mr. Chipponeri would use site assessments to develop an operations and maintenance program to assure hazardous materials are clearly identified and the requirements for managing these hazardous materials in place and for handling in the proper fashion.
Mr. Chipponeri has provided hazardous materials training to hundreds of clients. These training included the training of custodial personnel working around, but not impacting, hazardous materials through full Asbestos Hazard Emergency Response Act (AHERA) accredited training for asbestos abatement contractor-supervisor, building inspectors, management planners, and project designers. These trainings are tailored to meet the audience / students level of knowledge, tasks to be performed, and perspective to hold when addressing hazardous materials. Mr. Chipponeri is accredited by Cal/OSHA and the California Department of Public Health to provide training throughout California for a number of accredited trainings.
SHORT COURSES
AHERA-accredited training for AHERA Contractor-Supervisor, Building Inspector, Management Planner, and Project Design
CDPH-accredited training for Lead Sampling Technician and Lead Inspector and Assessor OSHA / EPA Operations and Maintenance 16-hour Training OSHA / EPA Asbestos Awareness Training
HAMMOND + PLAYLE ARCHITECTS, LLP
25 PROJECT OVERVIEW
The Fairfield PAL Youth Center Renovation is
a critical project to rehabilitate two adjoining
buildings (approx. 20,000 SF total) that
formerly housed a roller skating rink and a
small boxing gym/snack bar, transforming
them into a safe, modern Police Activities
League youth center . The City acquired these
properties in 2024 for $1.8 million, recognizing
both the opportunity to expand youth services
and the urgent need to address significant
code and maintenance deficiencies. The
ultimate goal is to create a vibrant hub for
after-school programs, mentoring, recreation,
and community events that will serve Fairfield’s
youth .
PROJECT APPROACH
Indigo will apply specific strategies to meet the
Task 1 objectives:
1 . FOCUS ON LONG-TERM VALUE: Our
approach will prioritize durability and low
maintenance to maximize City’s investment.
For instance, the design will focus on robust
finishes (anti-scratch, easy clean flooring,
tamper-resistant LED lighting, etc) for heavy
traffic use without compromising on the
aesthetics. Safety and supervision will guide
the spatial layout of the center such as
open line of sight for staff overseeing youth,
and controlled entry points etc. The focus of
the spaces will be to integrate flexibility so it
can serve multiple functions to get the most
utility out of each square foot . The aesthetic
of the space will focus on colorful design
and youth artwork displays.
2 . INTERACTIVE & EDUCATIONAL PROCESS:
We plan to conduct charrettes with the
stakeholders. There will be two hands-on
workshops to generate ideas and review
schematic options. In workshop #1, for
example we will facilitate brainstorming
of desired activities and features: the
youth might break into group to draw or
build their “dream youth center”. This will
not only yield great ideas, but also teach
participants about design thinking and
collaboration. Workshop #2 will allow the
team to give feedback on our schematic
design concepts, selecting a preferred plan
or combination of ideas. We will document
these sessions with photos and process
book. By establishing this feedback loop,
the youth gain a sense of ownership and
will be able to see their ideas in the final
design .
3. SUSTAINABLE DESIGN: We will seek
solutions that are in harmony with
Fairfield’s climate, this means maximizing
daylight and natural ventilations in the
buildings, improving insulation and
envelop performance, and choosing low
energy systems. These strategies will be
incorporated right from the beginning.
SCOPE OF WORK
HAMMOND + PLAYLE ARCHITECTS, LLP
26 SCOPE OF WORK
The following action-oriented 5-step work
plan explaining our interactive approach to
the design of the project. This Scope of Work
incorporates all the 5 bullet scope items in
the RFP and provides several enhancements
for youth workshops and a trip to council at
the end.. It posits the creation of a TEAM
PAL working group inclusive of youth who
will actively participate in a hands-on design
process. This is a great learning experience
for youth; one lesson being working with
others to create a future they have a hand in .
Two workshops are proposed, establishing a
feedback loop with participants. By certain
efficiencies such as combining the interrelated
cost, phasing, and implementation into Step
#4, it allows our approach to complete itself
with a trip to Council for approval as a Step #5.
1 . CONDUCT AN IN-DEPTH ASSESSMENT OF
THE EXISTING BUILDING, SYSTEMS, AND
SITE.
a . Obtain and review any background plans
or other info from City .
b . Conduct site inspection with engineers
and City staff to assess systems .
c . Condition assessment of existing systems:
structure, HVAC, electrical, and hazmat.
d . Condition assessment of existing systems:
structure, HVAC, and electrical .
e . Prepare preliminary code analysis of
existing building for life safety and egress.
f . Determine system improvements required
to serve new PAL use.
g . Prepare CAD site and floor plans in
sufficient detail to prepare schematic
design
h . Prepare memorandum summarizing
above .
2 . WORK WITH CITY TO CONFIRM AND
REFINE THE PROJECT PROGRAM
REQUIREMENTS.
a . Kick-off meeting with City, establish TEAM
PAL (City staff, PAL Board, youth, other)
b . Conduct youth interaction Workshop #1 –
Create Ideas with TEAM PAL, explore the
desired program activities.
“AGENDA: Review the current after school
and evening activities such as Alive and
Free, boxing, Girls Circle, Kajukenbo, skate,
basketball, pool, ping pong, table hockey,
cooking classes, computers, games, etc.
Hands-on “brainstorming” session for new
ideas for activities. Consensus wrap-up
summary by participants.”
c . Prepare Program Summary of these
needs, compare opportunities present at
site .
d . Prepare photo documentation of TEAM
PAL working together, summary memo.
3. DEVELOP SCHEMATIC DESIGN CONCEPTS
AND SPACE PLANS FOR REVIEW AND
APPROVAL
a . Conduct hands-on youth interaction
Workshop #2 – Design Feedback with
TEAM PAL, explore create design ideas.
“AGENDA: Review Indigo sketches showing
how program ideas from Workshop #1 can be
incorporated into the existing facilities. Hands-
on “creative design” session, establish any
alternative or hybrid ideas. Consensus wrap-up
summary by participants.”
HAMMOND + PLAYLE ARCHITECTS, LLP
27 b . Prepare schematic design concept with
space plans steps above and findings of
Workshop #2.
c . Prepare photo documentation of TEAM
PAL working together, summary memo.
4 . CREATE A PRELIMINARY ESTIMATE,
PHASING, AND IMPLEMENTATION PLAN.
a . Based on Steps 1-3, prepare preliminary
cost estimate .
b . Include estimates from structural,
mechanical, plumbing, and electrical
engineers .
c . Compare estimate with available City
funds, identify fiscal criteria for phasing.
d . Prepare Phasing Plan based on cost,
budget, technical building issues, other .
e . Identify a first phase which can be
completed within currently available
funds .
f . Meet with key City staff to review cost,
phasing, and implementation plan.
g . Obtain approval at staff, PAL Board,
and City administration level before
proceeding with Step #5.
5 . PRESENTATION TO CITY COUNCIL.
a . Prepare presentation including pics of
TEAM PAL and youth interactive workshop
design process, leading to the finished
phased design.
b . Include outline of cost, phasing, and
implementation plan.
c . Assist City staff in its presentation to City
Council for approval.
RENDERING OF CITY OF ANTIOCH PUBLIC SAFETY AND COMMUNITY RESOURCE DEPARTMENT
HAMMOND + PLAYLE ARCHITECTS, LLP
28 PROJECT SCHEDULE
The following is our proposed schedule for Task 1 (Feasibility & Schematic Design), reflecting an efficient timeline to meet the City’s needs. We assume a Notice to Proceed by mid-December 2025 (per RFP schedule adjustments). The schedule may be refined in collaboration with the City at kickoff. The process will take 12 weeks
Scope Item
WEEK 1
WEEK 2
WEEK 3
WEEK 4
WEEK 5
WEEK 6
WEEK 7
WEEK 8
WEEK 9
WEEK 10
WEEK 11
WEEK 12
WEEK 13
ASSUMES NTP DECEMBER 1, 2025
Step 1: Conduct an in-depth assessment of the existing building, systems, and site Step 2: Work with City to confirm and refine the project program requirements Step 3: Develop schematic design concepts and space plans for review and approval Step 4: Create a preliminary estimate, phasing, and implementation plan.
Step 5: Presentation to City Council.
*
Workshop with the stakeholders
*
City Council presentation
DEC
2025
JAN FEB
2026
HAMMOND + PLAYLE ARCHITECTS, LLP
29 PROFESSIONAL
SERVICES AGREEMENT
NON-DISCLOSURE
AGREEMENT
COST PROPOSAL
We have reviewed the City’s Sample Professional Services Agreement included in the RFP. INDIGO takes no exceptions to the terms and conditions of the Agreement. We are prepared to execute the contract as provided. We carry the required insurance coverages and endorsements as specified and can furnish certificates upon award.
We agree to the terms of the Non-Disclosure Agreement included in the RFP and will sign it as requested. Our team will handle any sensitive information with confidentiality and in accordance with the NDA.
As requested, the detailed Cost Proposal (fee breakdown) for Task 1 is provided under separate cover in a sealed envelope. The cost proposal includes a task-by-task fee schedule corresponding to the scope of work outlined, with hourly rates and hours for each team member, and an itemized list of reimbursable expenses.
CITY OF FAIRFIELD
TASK ORDER
Task Order No. 4
Contract: Agreement f or Engineering and Project Management On-Call Services D
ated February 15, 2022
C
onsultant: I ndigo | Hammond + Playle, LLP
P
roject: Fairfield Police Activities League Youth Center Renovations – Feasibility and schematic Design
S
cope of Work: CONSULTANT shall provide to the CITY the services described in Exhibit “A,” which consists of the proposal submitted by CONSULTANT.
CONSULTANT shall provide said services at the time, place, and in the manner specified in Exhibit “A.”
Exhibits:
A. Scope of Services and Fee Estimate dated November 11, 2025 F
ee - Dollar Amount of Task Order: Not to exceed $131,000 C
ity Project Number: CPW010110-PE-20
S
ervices Completion Date: June 30,2026
Agenda Item No: K.12
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025-254 PW Canon Station Planning Area 5 – Neighborhood R, L, K1 Improvements Acceptance
Accepting the Canon Station Planning Area 5 – Neighborhood R, L, K1 Subdivision Improvements as Complete
Funding Source: N/A
Contact: Thomas Martian, (707) 428-7478
RECOMMENDED ACTION
Adopt resolution.
STATEMENT OF ISSUE
Adoption of the resolution will formally accept the subdivision improvements for the Canon Station Planning Area – Neighborhood R, L, K1 Subdivision (Subdivision) as complete.
DISCUSSION
One Lake Holding, LLC (Developer) has completed all the require d improvements for the Subdivision in accordance with the subdivision improvement agreement adopted by the City Council on December 6, 2022, by Resolution No. 2022 -325. The subdivision consists of 82 low- density and 40 medium -density single family residential lots and represents the first development within Planning Area 5.
Staff have inspected the subdivision improvements and found them to be complete in accordance with City standards and the requirements of the subdivision improvement agreement. The final p unch list was completed on December 1, 2025. The proposed resolution accepts the subdivision improvements as being complete, except for the obligation of the Developer to repair or reconstruct defective work for a period of one year after the final acceptance.
FINANCIAL IMPACT
Acceptance of the public improvements by the council will obligate the City to maintain the public improvements, including Breakaway Drive, Action way, Pathway Drive, Atascadero Drive, Noelani drive, Kashaya Drive, Horseshoe Circle, Waller Drive, and public water, sewer, and storm utilities.
Ongoing Maintenance for the public improvements will be funded by the City’s General Fund.
The Homeowner’s Association (HOA) will be responsible for the maintenance of the improvements within the pedestrian realm including landscape, irrigation, streetlights, sidewalks, and storm quality basin, with a portion of these costs to be funded th rough Community facilities District (CFD) No. 2023-2.
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
If the council has any questions, acceptance may be delayed so that staff may provide the necessary additional information.
COORDINATED WITH
N/A
STAFF CONTACT
Tom Martian, Public Works Interim Construction Manager
(707) 428-7478
[email protected]
ATTACHMENTS
Attachment 2: Proposed Resolution
CITY OF FAIRFIELD
RESOLUTION NO. 2025-254
ACCEPTING THE CANON STATION PLANNING AREA 5 – NEIGHBORHHOD R, L, K1 SUBDIVISION
IMPROVEMENTS AS COMPLETE
WHEREAS, the City Council executed an improvement agreement with One Lake Holding, LLC (Developer) for the Canon Station Planning Area 5 – Neighborhood R, L, K1 Subdivision on December 6, 2022, by Resolution No. 2022-325; and
WHEREAS, the Developer has completed all the required improvements in accordance with the improvement agreement approved by the council.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The City hereby accepts the improvements as complete pursuant to the improvement agreement between the City and the Developer approved by the council on December 6, 2022.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
Agenda Item No: K.13
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025 -255 PW Canon Station Planning Area 4 – Neighborhood 5 Landscape Improvements Acceptance
Accepting the Canon Station Planning Area 4 – Neighborhood 5 Landscape Improvements as Complete
Funding Source: N/A
Contact: Thomas Martian, (707) 428-7478
RECOMMENDED ACTION
Adopt resolution.
STATEMENT OF ISSUE
Adoption of the resolution will formally accept the landscape improvements for the Canon Station Planning Area 4 – Neighborhood 5 Subdivision (Subdivision) Landscape as complete.
DISCUSSION
One Lake Holding, LLC (Developer) has completed all the required landscape improvements for the Subdivision in ac cordance with the landscape subdivision agreement adopted by the City Council on September 7, 2021, by Resolution No. 2021-217.
Staff have inspected the landscape improvements and found them to be complete in accordance with City standards and the requir ements of the landscape improvement agreement. The final punch list was completed on October 21, 2025. The proposed resolution accepts the landscape improvements as being complete, except for the obligation of the Developer to repair or reconstruct defective work for a period of one year after final acceptance.
FINANCIAL IMPACT
Ongoing maintenance of the landscape improvements will be maintained by the Homeowner’s Association (HOA), with a portion of these costs funded through Community Facilities District (CFD) No. 2018-1.
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
If the council has any questions, acceptance may be delayed so that staff may provide the necessary additional information.
COORDINATED WITH
N/A
STAFF CONTACT
Tom Martian, Public Works Interim Construction Manager
(707) 428-7478
[email protected]
ATTACHMENTS
Attachment 2: Proposed Resolution
CITY OF FAIRFIELD
RESOLUTION NO. 2025-255
ACCEPTING THE CANON STATION PLANNING AREA 4 – NEIGHBORHHOD 5 LANDSCAPE
IMPROVEMENTS AS COMPLETE
WHEREAS, the City Council executed an improvement agreement with One Lake Holding, LLC (Developer) for the Canon Station Planning Area 4 – Neighborhood 5 Subdivision on September 7, 2021, by Resolution No. 2021-217; and
WHEREAS, the Developer has completed all the required improvements in accordance with the improvement agreement approved by the council.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The City hereby accepts the improvements as complete pursuant to the improvement agreement between the City and the Developer approved by the council on September 7, 2021.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
Agenda Item No: K.14
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025 -256 PW Canon Station Planning Area 5 – Neighborhood O Improvements Acceptance
Accepting the Canon Station Planning Area 5 – Neighborhood O Subdivision Improvements as Complete
Funding Source: N/A
Contact: Thomas Martian, (707) 428-7478
RECOMMENDED ACTION
Adopt resolution.
STATEMENT OF ISSUE
Adoption of the resolution will formally accept the subdivision improvements for the Canon Station Planning Area 5 – Neighborhood O Subdivision (Subdivision) as complete.
DISCUSSION
One Lake Holding, LLC (Developer) has completed all the required improve ments for the Subdivision in accordance with the subdivision improvement agreement adopted by the City Council on June 20, 2023, by Resolution No. 2023 -163. The subdivision consists of 63 -lot single- family residential lots.
Staff have inspected the improvements in the subdivision and found them to be complete in accordance with City Standards and the requirements of the subdivision improvement agreement. The final punch list was completed on November 4, 2025. The proposed resolution accepts the subdivision improvements as being complete, except for the obligation of the Developer to repair or reconstruct defective work for a period of one year after the final acceptance.
FINANCIAL IMPACT
Acceptance of the public improvements by the council will obligate the City to maintain the public improvements, including Yarbrough Way, Enliven Drive, Waller Drive, Kashaya Drive, and public water, sewer, and storm utilities. Ongoing Maintenance for the public improvements will be funded by the City’s General Fund.
The Homeowner’s Association (HOA) will be responsible for the maintenance of the improvements within the pedestrian realm including landscape, irrigation, streetlights, sidewalks, and storm qu ality basin, with a portion of these costs to be funded through Community facilities District (CFD) No. 2018-1 and No. 2023-2.
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
If the council has any questions, acceptance may be delayed so that staff may provide the necessary additional information.
COORDINATED WITH
N/A
STAFF CONTACT
Thomas Martian, Public Works Interim Construction Manager (707) 428-7478
[email protected]
ATTACHMENTS
Attachment 2: Proposed Resolution
CITY OF FAIRFIELD
RESOLUTION NO. 2025-256
ACCEPTING THE CANON STATION PLANNING AREA 5 – NEIGHBORHOOD O SUBDIVISION
IMPROVEMENTS AS COMPLETE
WHEREAS, the City Council executed an improvement agreement with One Lake Holding, LLC (Developer) for the Canon Station Planning Area 5 – Neighborhood O Subdivision on June 20, 2023, by Resolution No. 2023-163; and
WHEREAS, the Developer has completed all the required improvements in accordance with the improvement agreement approved by the council.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The City hereby accepts the improvements as complete pursuant to the improvement agreement between the City and the Developer approved by the council on June 20, 2023.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
Agenda Item No: K.15
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolutions 202 5-257 Through 2025-259 PW Corp Yard Phase 1A and Solano Transportation Authority Funding Agreement
Resolution 2025 -257 Approving the Plans and Specifications and Awarding a Contract to Bockmon & Woody Electric Company Inc. for the Phase 1A – Corporation Yard Fleet Electrification Project CPW080104 and Authorizing an Update to the Fiscal Year 2025-2026 Budget; and
Resolution 2025-258 Authorizing the City Manager to Negotiate and Agree to the Terms of the Loan Agreement with the Solano Transportation Authority for Phase 1A – Corporation Yard Fleet Electrification Project; and
Resolution 2025-259 Authorizing the City Manager to Negotiate and Agree to the Terms of the Funding Agreement for Regional Transportation Impact Fee Funds for Phase 1A – Corporation Yard Fleet Electrification Project
Funding Source: $3,482,380; Various Funds
Contact: Phil Layoso, (707) 428-7505
RECOMMENDED ACTION
Adopt resolutions.
STATEMENT OF ISSUE
On December 14, 2018, the California Air Resource Board (CARB) adopted the Innovative Clean Transit Act (ICT) that requires all public transit agencies in California to gradually transition their bus fleets to zero -emission with a goal of achieving 100% of zero emission fleets by 2040.
Additionally, on April 28, 2023, the Advance Clean Fleet Act (ACF) rule was adopted by CARB requiring medium and heavy -duty vehicles, such as vehicles greater than 8,500 pounds to transition to zero-emission vehicles. Under the ACF, beginning January 1, 2024, all new vehicles are required to be at least 50% zero -emission, with this requirement progressing to 100% by
2027. Starting in 2026, in accordance with ICT regulations, 50% of all new vehicles must be zero- emission, increasing to 100% by 2029.
City staff have designed the initial infrastructure to ensure compliance with CARB regulations and to support the first electric vehicle procurements. This resolution approves the plans and specifications for the Phase 1A – Corporation Yard Fleet Electrification Project (Project; CPW080104) and awards a contract to Bockmon & Woody Electric Company Inc., of Stockton, California, in the amount of $3,165,800.
DISCUSSION
The Project will install ten level 3 charges and four level 2 chargers, each with two ports, supported by electrical infrastructure to operate all simultaneously. Level 3 chargers provide fast charging for standard vehicles (up to 90 % an hour) and can fully charge buses overnight, while Level 2 chargers charge standard vehicles overnight but cannot charge buses. Nine Level 3 chargers will primarily serve transit buses, though those Level 3 chargers may be used to charge standard vehicles when buses are in transit services if necessary.
City staff have contracted with Pacific Gas & Electric (PG&E) for PG&E to upgrade their electrical infrastructure to support the Project. To prevent delays, PG&E reviewed and approved a portion of the electrical design that had long lead times. This includes the transformer, switchboard, and bus duct which the City purchased through authorization by Resolution No. 2025-163.
Bids for the P roject were received from three contractors and opened on September 16, 2025.
Bids ranged in price from $3,165,800 and $5,582,267. The engineer’s estimate for the bid was $4,100,000. The apparent low bid was submitted by Bockmon & Woody Electrical Company Inc., CA (Bockmon & Woody). Staff reviewed the bid submitted by Bockmon & Woody and have deemed the bid to be responsive.
The City will fund Phase 1A using a combination of state, federal, regional, and local sources.
Funding includes a $750,000 EnergIIZE grant awarded by the California Energy Commission in February 2025 to support zero-emission infrastructure, along with the City’s annual Low Carbon Transit Operations Program (LCTOP) allocations of $609,000 in fiscal year (FY) 2025 and $300,000 in FY 2026 totaling $909,000. A $500,000 federal earmark awarded in March 2024 for electric - infrastructure upgrades will also contribute to the project. Remaining costs will be covered by $200,000 in Regional Transportation Impact Fee (RTIF) funds and a $1.2 million Regional Measure 3 (RM3) loan from the Solano Transportation Authority (STA). STA approved the loan at its December 10, 2025, board meeting. The loan will be repaid over seven years at $171,430 per year, using a combination of local transportation revenues and increased fuel-payment revenue to the Fleet Division.
The Project was originally to be fully funded by a $12.016 million Federal Transit Administration (FTA) grant (Project D2022 -BUSC-104) under the FY 2022 Bus and Bus Facilities Program, but a federal policy shift directing agencies to prioritize low emission rather than zero emission projects affected both new and previously awarded but unobligated grants, including Fairfield’s. To retain
the funding, the City revised the scope by replacing five battery-electric buses with diesel-electric hybrids, removing EV chargers, eliminating electrical infrastructure upgrades, acquiring adjacent industrial property for maintenance and overflow parking during construct ion, and reducing workforce development activities. Although the City began the required National Environmental Policy Act (N EPA) process in 2023 .The progress was delayed by the Federal Transportation Authority (FTA) staffing reductions, leaving the grant stalled at the final concurrence stage despite all documentation being submitted ahead of the September 30, 2025, obligation.
FINANCIAL IMPACT
The construction authorization for this Project will be $3,482,380, whic h is the total bid amount plus 10% contingency ($3,165,800 + $316,580 contingency).
The STA loan will be repaid over seven years at $171,430 per year using increased fuel -payment revenue collected by the Fleet Division. The increased fuel -payment revenues are expected to come from the following funds:
The funding for this project has been updated due to the increased costs and changes to available funding. The project is now being funded with the following funding sources:
Total Amount Funding Source
$909,000 LCTOP
$750,000 EnergIIZE Grant
$500,000 Federal Earmark
$1,065,081 Regional Grant
$200,000 RTIF
$712,000 PG&E Reimbursements
$200,428 Construction License (Fund 164)
$1,200,000 RM3 from STA
$5,536,509 Total Funding
The additional construction costs were not included in the FY 2025 -2026 Capital Improvement Budget for the Corporation Yard Electrification project . A budget adjustment of $853,397 to include the above updates to funding and increase appropriations to the construction e xpenses is required.
Monthly A nnual
G eneral F und 3,189 38,262
T ransit 8,077 96,922
E nterprise 3,026 36,316
14,292 171,500
*Includes Diesel, G as and kW h
E xpected F uel Cost Increases for L oan
Repayment
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
A notice inviting bids for this Project was advertised twice in the Daily Republic newspaper on July 23 and July 30, 2025. In addition, distributed a notice of the Project, o r a complete bid package or both to a total of twelve builder’s exchanges in the State of California covering the area from Redding to San Jose, and Stockton to Santa Rosa. One contractor purchased bid documents for this project.
ALTERNATIVE ACTION
The City Council may choose not to award the contract, reject all bids and restart the bid process, thus resulting in a significant delay in the construction Project schedule. The City has already requested Bockmon & Woody to honor the contract price past the 60 days of the bid opening, which they have agreed to. Not awarding the contract would delay the Project schedule and the City may incur additional costs due to unknown future bid and potential loss of grant funding.
COORDINATED WITH
Solano Transportation Authority
STAFF CONTACT
Phil Layoso, Assistant Engineer
(707) 428-7505
[email protected]
ATTACHMENTS
Attachment 2: Proposed Resolution – Agreement with Bockman & Woody Attachment 3: Proposed Resolution – Loan Agreement with STA Attachment 4: Proposed Resolution – RTIF Agreement with STA Attachment 5: Phase 1A Corporation Yard Fleet Electrification Project CPW 080104 Bid Results Attachment 6: STA Agenda Report December 10, 2025 Board Meeting (RM3 and RTIF)
CITY OF FAIRFIELD
RESOLUTION NO. 2025-257
APPROVING THE PLANS AND SPECIFICATIONS AND AWARDING A CONTRACT TO BOCKMON & WOODY ELECTRICAL COMPANY INC. FOR THE PHASE 1A – CORPORATION YARD FLEET ELECTRIFICATION PROJECT CPW080104 AND AUTHORIZING AN UPDATE TO THE FISCAL YEAR 2025-2026 BUDGET
WHEREAS, the California Air Resource Board (CARB) adopted the Innovative Clean Transit Act (ICT) and the Advance Clean Fleet Act (ACF); and
WHEREAS, the ICT and ACF require all public agencie s to fully transition their vehicular fleets to zero emission; and
WHEREAS, the City of Fairfield has completed the design of the Phase 1A – Corporation Yard Fleet Electrification Project (Project) to comply with CARB’s regulations; and
WHEREAS, the Project was advertised, and bids were opened on September 16, 2025, and the apparent low bid was submitted by Bockmon & Woody Electrical Company Inc. (Bockmon & Woody) in the amount of $3,165,800; and
WHEREAS, staff have reviewed the bid documents from Bockmon & Woody and found them to be in order; and
WHEREAS, staff is recommending that the City Council award the contract to Bockmon & Woody, as the lowest responsive and responsible bidder, in the amount of $3,165,800; and
WHEREAS, funding has been amended to be as follows: $500,000 Federal Earmark, $1,659,000 State Grant; $1,065,081 Regional Grants; $200,000 RTIF; $712,000 PG&E Reimbursements; $200,428 Construction License Tax; and $1,200,000 RM3 from STA Loan; and
WHEREAS, funding in the amount of $835,397 was not allocated in the City’s approved fiscal year (FY) 2025-2026 budget, thus requiring an adjustment of $835,397 to cover construction costs of the project; and
WHEREAS, the revised appropriation constitute s an update to the FY 2025 -2026 bud get approved pursuant to Resolution No. 2025-103.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The plans and specifications for the Project are hereby approved.
RES. NO. 2025-257
Section 2. The city manager or designee is authorized to negotiate and agree to the terms of the contract with Bockmon & Woody for the Project in the amount of $3,165,800.
Section 3. The public works director is hereby authorized to execute and administer change order for an amount not-to-exceed 10% ($316,580) of the above contract amount.
Section 4. The council hereby approves the funding being amended for the Corporation Yard Electrification Project (CPW080104) as follows: $500,000 Federal Earmark, $1,659,000 State Grant; $1,065,081 Regional Grants ; $200,000 RTIF; $712,000 PG&E Reimbursements; $200,428 Construction License Tax; and $1,200,000 RM3 from STA Loan.
Section 5. The council hereby approves a budget amendment of $835,397 from the updated funding to the Transit Fixed Route Fund (Fund 451, C PW080104) for the Corporation Yard Electrification Project.
Section 6. The council hereby approves an increase in appropriations of $835,397 in the Transit Fixed Route Fund (Fund 451) for the project CPW080104.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
CITY OF FAIRFIELD
RESOLUTION NO. 2025-258
AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND AGREE TO THE TERMS OF THE LOAN AGREEMENT WITH THE SOLANO TRANSPORTATION AUTHORITY FOR PHASE 1A –
CORPORATION YARD FLEET ELECTRIFICATION PROJECT
WHEREAS, the City proposes to purchase electric vehicle chargers and related equipment and install electrical infrastructure to support its transition to a zero -emission all-electric transit and public works fleet; and
WHEREAS, the City has received a bid of $3,165,800 to purchase, install, and construct all required electrical equipment and infrastructure for Phase 1A - Corporation Yard Fleet Electrification (Project); and
WHEREAS, the City was left with a funding gap with the necessary rescoping of its discretionary Fiscal Year 2022 Federal Transit Administration Bus and Bus Facilities grant; and
WHEREAS, the City is seeking a $1.2 million loan secured from the revenue of transit and other fleet fuel charges; and
WHEREAS, the Solano Transportation Authority (STA) will provide such financing using Regional Measure 3 (RM3) funds to fill the funding gap.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The city manager or designee is hereby authorized on behalf of the City of Fairfield to negotiate and agree to the terms of the Loan Agreement between the City of Fairfield and STA.
Section 2. The city manager, director of public works, or designee are hereby authorized and directed to take all steps necessary to implement the Loan Agreement.
RES. NO. 2025-258
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
CITY OF FAIRFIELD
RESOLUTION NO. 2025-259
AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND AGREE TO THE TERMS OF THE
FUNDING AGREEMENT FOR REGIONAL TRANSPORTATION IMPACT FEE PROGRAM FUNDS FOR PHASE 1A – CORPORATION YARD FLEET ELECTRIFICATION PROJECT
WHEREAS, the City proposes to purchase electric vehicle chargers and related equipment and install electrical infrastructure to support its transition to a zero -emission all-electric transit and public works fleet; and
WHEREAS, the City has received a bid of $3,165,800 to purchase, install, and construct all of the required electrical equipment and infrastructure for Phase 1A - Corporation Yard Fleet Electrification (Project); and
WHEREAS, the City was left with a funding gap with the necessary rescoping of its discretionary Fiscal Year 2022 Federal Transit Administration Bus and Bus Facilities grant; and
WHEREAS, the City is seeking $200,000 in Regional Transportation Impact Fee (RTIF) funding; and
WHEREAS, the Solano Transportation Authority has agreed to provide such funding.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The city manager is hereby authorized on behalf of the City of Fairfield to negotiate and agree to the terms of the Regional Transportation Impact Fee (RTIF) Program Funding Agreement between the City of Fairfield and Solano Transportation Authority.
Section 2. The city manager, director of public works, or designee are hereby authorized and directed to take all steps necessary to implement the funding agreement.
RES. NO. 2025-259
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
Phase 1A – Corporation Yard Fleet Electrification Project CPW 080104
NAME OF PROJECT
Tuesday, September 16,2025, at 2:00 p.m.
DATE OF BID
NO. BIDDER Total Bid
1 Bockmon & Woody Electric Co Inc. – Stockton, CA $3,165,800.00 2 R & D Electric – Sacramento, CA $3,717,683.66
3 Lords Electric, Inc. – Sacramento, CA $4,281,285.00
4 Azul Works, Inc. – San Francisco, CA $4,560,780.00
5 Vanden Bos Electric, Inc. – Roseville, CA $4,782,407.93 6 Saint Francis Electric – San Leandro, CA $5,582,267.00 7 REM Construction, Inc. – Chico, CA $5,972,277.00
Engineer’s Estimate $4,100,000.00
Agenda Item 7.M
December 10, 2025
DATE: November 14, 2025
TO: STA Board
FROM: Jasper Alve, Senior Project Manager
RE: Regional Measure 3 and Regional Transportation Impact Fee District 6 Funding Allocation Requests
Background:
Assembly Bill (AB) 1600, the Mitigation Fee Act, allows local agencies in California to set and collect a one-time impact fee on new developments for the purpose of helping fund capital projects that offset the impacts generated by the new developments. Agencies adopting an impact fee program are required per AB 1600 to be supported by a nexus analysis. The analysis must establish that there is a reasonable relationship (or nexus) between the anticipated future development, the need for new infrastructure to support that development, and the fees that will be charged to help fund that new infrastructure.
The Solano Transportation Authority (STA) and County of Solano coordinate with all seven (7) cities in the County on the collection and management of the Regional Transportation Impact Fee (RTIF) Program. This program, which the County Board of Supervisors approved as part of the County’s Public Facilities Fee Program in December 2013, began formally collecting impact fees on new developments in February 2014. The fees are collected from five (5) geographic RTIF districts across the County.
The fees collected from the RTIF Program are distributed proportionally to seven (7) RTIF districts, which include the five (5) geographic districts plus two (2) other districts for roadway projects in the unincorporated areas of County (District 7) and for transit-related improvements (District 6). The transit RTIF district receives five (5) percent of the total RTIF fees collected.
This district, along with the remaining districts that receive RTIF funding, is managed by a working group. However, unlike other RTIF working groups, the transit working group is composed of staff from the County’s local transit operators.
Discussion:
The RTIF transit working group, which is required to meet annually, held a meeting on Tuesday, October 28, 2025. During this meeting, STA staff invited working group members to propose projects to program the district’s RTIF funding. The City of Fairfield proposed programming $200,000 of RTIF District 6 funds to its Transit Facility Expansion Project. No other working group members requested for this funding.
The proposed RTIF amount will contribute to fully funding the Project. Other funding sources that are being proposed include the City’s Low Carbon Transit Operations Program (LCTOP) population share. The City’s previous LCTOP share for fiscal year (FY) 2024-25 total $303,219 as shown in Attachment A, which the STA Board approved the allocation in March 2025. The Metropolitan Transportation Commission has not released to date the LCTOP population share fund estimate for FY 2025-26. However, STA staff are estimating that the City will receive approximately similar share. The City will also be utilizing EnergIIZE grant funds totaling $750,000, Federal earmark totaling $500,000, as well as local funds totaling $1.359 million.
Lastly, part of the funding plan includes Regional Measure 3 (RM3).
The STA, with approval from the Metropolitan Transportation Commission (MTC), will be loaning RM3 funds to the City of Fairfield for the Project. These RM3 funds will come from the North Bay Transit Access Improvements identified in the RM3 Expenditure Plan. The STA will need to submit an allocation request to MTC for these funds, which includes an Initial Project Report. The loan will be repaid over a period of seven (7) years. The total amount of the RM3 loan is $1.2 million. This means that over the term of the loan, the City will be repaying the STA approximately $171,430 annually. This loan is essential to delivering construction of the Project.
The Transit Facility Expansion Project will ensure that the City’s transit system will be able to meet future service growth and regulatory demands. The Project will install, for instance, infrastructures that will support compliance with the California Air Resource Board’s Innovative Clean Transit (ICT) regulation. The ICT requires local transit operators to gradually transition to zero-emission buses and facilities starting in 2026. City staff have already contracted with Pacific Gas & Electric to upgrade the electrical infrastructure needed to support the Project.
The STA TAC, at its meeting on November 19, 2025, approved forwarding the recommendations to the STA Board for approval.
Fiscal Impact:
None to the STA. Funding is from the Regional Transportation Impact Fee Program and Regional Measure 3.
Recommendation:
Approve the following:
1. Program $200,000 of RTIF District 6 and $1.2 million of Regional Measure 3 funds to the City of Fairfield for its Transit Facility Expansion Project;
2. Authorize the STA Executive Director to enter into a Funding Agreement with the City of Fairfield in the amount not-to-exceed $200,000 of RTIF funding for the City’s Transit Facility Expansion Project;
3. Approve Attachment B, STA Resolution No. 2025-12, and authorize the STA to submit a Regional Measure 3 allocation request to the MTC; and
4. Authorize the STA Executive Director to enter into a Funding Agreement with the City of Fairfield for the loan of the $1.2 million Regional Measure 3 funds.
Attachment:
A. Fiscal Year 2024-25 Final LCTOP Funding
B. STA Resolution 2025-12 Regional Measure 3 Allocation Request C. Regional Measure 3 Allocation Initial Project Report and Funding Plan D. RM3 Allocation Request
E. RM3 Allocation Cash Flow
Agenda Item No: L.1
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: CM Minute Action Approving the Mayor’s Appointment
Minute Action Approving Mayor’s Appointment to the Golf Advisory Board, Solano Commission for Women and Girls, Solano County Mosquito Abatement District Board of Trustees, and Youth Commission
Funding Source: N/A
Contact: Karen Rees, (707) 428-7767
RECOMMENDED ACTION
Approve appointments. Perform oaths of office.
STATEMENT OF ISSUE
The City Council is being asked to approve the appointment as follows:
Golf Advisory Board
Term January 1, 2026, to December 31, 2029
Tom Hanson
Solano Commission for Women and Girls
Term January 1, 2026, to December 31, 2027
Rebecca Baldridge
Solano County Mosquito Abatement District Board of Trustees Term January 1, 2026, to December 31, 2029
June Johnsen
Youth Commission
Term January 1, 2026, to December 31, 2027
Jordyn Jones
Madison McCrea
DISCUSSION
Councilmembers Doriss Panduro and Scott Tonnesen interviewed four applicants on December 1, 2025, and December 3, 2025. The applicants listed above are recommended for appointment, and the recommendation was submitted to Mayor Catherine "Cat" Moy for consideration. Mayor Moy agreed with the recommendations provided.
FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may choose not to approve the mayor’s appointments, thereby leaving vacancies.
COORDINATED WITH
N/A
STAFF CONTACT
Esther Beavers, Deputy City Clerk
(707) 428-7402
[email protected]
ATTACHMENTS
N/A
Agenda Item No: L.2
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: CD Final Report on the Investigation and Feasibility of Forming a Potential New Downtown PBID
Final Report from New City America, Inc. on the Investigation and Feasibility of Forming a Potential New Downtown Fairfield Property -Based Improvement District (PBID) or Community Benefit Improvement District (CBID)
Funding Source: N/A
Contact: Dave Zellers, (707) 428-7436
RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.
STATEMENT OF ISSUE
On June 3, 2025, the City Council approved a Consultant Services Agreement with New City America, Inc. to investigate the feasibility of forming a new Property-Based Improvement District (PBID) or Community Benefit Improvement District (CBID) in Downtown Fairfield. The council action initiated a six -month study that included stakeholder outreach, survey distri bution, data collection, and an analysis of district formation interest.
NCA has completed their investigation and feasibility study. The purpose of today’s agenda item is to present the feasibility study findings and provide council with an overview of property owner and staff feedback.
BACKGROUND
The Downtown Parking and Business Improvement Area (PBIA) were established in 1971 by the City as a Benefit Improvement District (BID) funded by assessments on businesses in the downtown area with a volunteer committee of assessed businesses serving as an advisory board and administrator of district services under council oversight. In 2010, the City changed the oversight model of the PBIA and entered into a contractual agreement for the newly formed
nonprofit Fairfield Mainstreet Association (FMA) to manage and administer the PBIA funds to provide business support and Main Street beautification and promotional services to the Downtown. In 2021, the City terminated contracts with the FMA and brought Downtown business support services in-house. Using PBIA annual assessment revenues supplemented by City funding, the City currently provides services that include event coordination for large and small downtown community events such as 4th of July Parade, Tomato and Vine Festival, and Taste of Downtown as well as funding a part -time contracted position for coordination with downtown businesses.
DISCUSSION
Following Council’s June 3 authorization, NCA began engagement with downtown property owners, business operators, and City staff to evaluate whether a PBID/CBID could serve as a long- term, sustainable funding mechanism for downtown services such as maintenance, beautification, safety, and promotions.
The scope of work approved by council included:
One-on-one meetings with property owners and stakeholders Creation of a Downtown Steering Committee
Distribution and tabulation of a mailed and online survey of Downtown property owners Analysis of survey results and mapping of potential district boundaries Preparation of a written report summarizing feasibility findings
Over the summer and fall of 2025, NCA and City staff conducted email, phone and in -person outreach to Downtown stakeholders, and held three district-wide steering committee meetings, in addition to a Downtown Town Hall Meeting . Surveys were distributed by postal mail two separate times and emailed to Downtown commercial property owners. NCA tabulated the survey responses and compiled feedback to assess both interest and readiness for a PBID. Based upon the survey results, NCA is not recommending the City take further steps at this time to form a PBID.
No PBID formation decision is being requested at this time. This item is informational only ; staff may bring this matter back to City Council at a future date as part of a broader discussion of economic development strategy and resource allocation.
FINANCIAL IMPACT
There is no financial impact associated with today’s report and presentation. Any future contracts to pursue the PBID or CBID would be brought to council for approval and a source of funding would be identified at that time.
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
Downtown commercial property owners, downtown business owners, and the community.
ALTERNATIVE ACTION
Council may provide further direction as part of a future discussion about economic development in the City.
COORDINATED WITH
N/A
STAFF CONTACT
Dave Zellers, Director of Community and Economic Development (707) 428-7436
[email protected]
ATTACHMENTS
Attachment 2: New City America Feasibility Study
America, Inc.
December 3, 2025
Mr. DavidZellers
Director ofCommunity and Economic Development
City of Fairfield
Final report for the Investigation Phase of the ProposedSUBJECT:
Downtown Fairfield Downtown Improvement District (DID)
Dear David:
Attached is the final report on the investigation of a prospective Downtown Improvement District to subsidize special-benefit services for Downtown Fairfield. Although the current survey results indicate that sufficient property-owner support does not yet exist, we anticipate thatas Downtown continues to evolve the demand for these enhanced services will grow, as will the need for a stable fundingmechanism to managethem.
It is clear to us that Downtown will require such a special-benefit financing tool in the near future. We look forward to the City Council's direction on whether we should continue working to build support for this effort.
We hope this report is responsive to the needs of both the City and Downtown property owners, particularly as the business districtstrengthens its role as a destination forvisitors and customers from across Solano County and the greater North/East Bay region.
Sincerely,
Marco Li Mandri
President
New CityAmerica, Inc.
Corporate Office 710 W. Ivy Street San Diego, CA 92101 619-233-5009 Fax 619-239-7105 New England Office: 794 PurchaseStreet New Bedford, MA • 02740 [email protected]
"l
www.newcityamerica.com Facebook: New City America, Inc. 1
REPORTTOTHECITYOFFAIRFIELDONTHE RESULTSOFTHE
INVESTIGATION OFANEW DOWNTOWN IMPROVEMENT DISTRICTTOBE
FORMEDUNDERTHE "BID LAW,SECTION 36600 OFTHESTATESTREETS
AND HIGHWAYCODE
DECEMBER 2025
Overview:
The discussion on a new potential Downtown DID and a new district management corporation for Downtown Fairfield began in the earlysummer of 2025 after a presentation made to thefull City Council. There has been tremendous interest, statewide, from cities wanting their Downtowns to rebound quickly following the forced government shutdowns due to the pandemic. Special benefit services are services which are over and abovewhat the City of Fairfield is currently providing toDowntown businesses and propertyowners.
These propertyassessment districts are allowable due to the adoption ofProposition 218 and the amendment of Article XIII (d) of the state constitution. Such districts have been formed since theybecame legislatively allowable in the mid-1990s.
New City America calls such districts "Downtown Improvement Districts" instead of Property Business ImprovementDistricts, since the Downtown Improvement District more appropriately addresses all landuses, as well as public and private propertyin a Downtown environment. For example, resident owners of properties, ecumenical buildings, public sector properties, and other non-profit entities do not necessarily classify themselvesas "businesses" however, theyall mayalso want the special benefit services that a property assessment district mightprovide.
In other states, they are referred to as Property Improvement District, Special Services Areas, Special Improvement District, Community Benefit Improvement Districts, and Business Improvement Districts. While terminology varies, the concept is the same:
a supplemental property assessment that funds special benefit services not currently provided by the City or County.
In this process, we learned that while the history of collaborationdowntown between stakeholders has had its up and downs, there is a contingent of property and business owners that are increasingly engaged inthinkingabouthow downtown's momentum can be both sustained and accelerated. Conversely,there arestill stakeholdersthat will need more convincing andtime to engage.
2 2
Tools and strategy used for the investigation:
New City America has formed 101 similar districts nationwide since the late 1990s. It also currently manages 8 Business ImprovementDistricts and Downtown Improvement Districts in the state ofCalifornia.
The first thingwe do in investigating a propertyassessment district is to determine, with a group of business and property owners, and City reps, the district's boundaries for the investigation.This is the widest area to capture all future growthwithin the district and gives us the opportunity to scale back the district should there be opposition to the concept on the peripheral areas.Thiswas done with ourfirstmailout in July whichinclude allparcels at the four corners of Pennsylvania and Texas Streets, heading eastward to the County complex around Clay Street.
Property assessment districts in the state constitution have specific guidelines for formation. As such, one must look at the larger property owners due to their dollar contributions to represent the key foundation for consideration ofsuch a district. Though the state constitution does not require an initiating petition, nor time period for such districts, the constitution states clearlythatsuch districts must "confer aspecial benefit to real property owners" to be established. Furthermore, the state constitution requires the following:
1. 2.
3. 4.
Thatspecial benefit services fundedby a Downtown Improvement District (DID) or Property Business Improvement District (PBID) can only be established by a "weighted vote" of the benefitting property owners. The weight is determined by the dollaramount that each property owner will have relative to the overall gross budget of the DID or PBID.
No properties, includingecumenical, non-profit,tax-exempt orpublic, areexempted from the assessments levied unless federal and stateproperties canprovide "clear and convincing evidence" that theywill not benefit fromsuch services.
The planmust bebacked byacertified engineersreportsubmitted to the City.
Unless a city is a Charter City, they must use the legislative tools outlined in the Street and Highway Code, particularly Section 36600, to implement their special benefits districts.Other propertyassessment districts couldinclude the Landscaping and Lighting Districts of 1972 or the Community Facilities Districts (Mello Roos), also to be found in the State codes. Charter cities are allowed to create their own form of assessment districts as long as they follow the State Constitution.
3 3
Timeline for the Investigation/Survey:
The contract for the investigation of the Downtown Fairfield DID commencedin late July 2025 under a four-month contract. The extension was put in place to allow for more stakeholder engagement and responses to the survey prior to presenting the report to Council. As part ofthis contract, fourmeetings were held with propertyowners on site with DavidZellers, Shifra de Benedictis-Kessner, JenniferRice and KeishaMamaril inpreparation for the mailout of the survey The survey, after review and approval by Citystaff,was sent out in mid-August and again in mid-September 2025, once the study boundaries were determined by the City and the DIDSteering Committee.
The survey'spurposewas toascertain the following information:
Ifpropertyownerswere conceptuallysupportive of aspecial benefits district that will fundspecial benefitswithin a designated area ofDowntown Fairfield; If yes, which special benefits (tangible) would they be willing to support (See attachments)
If therewere other issues theythoughtneeded addressing
If they would like to be included in Downtown Fairfield DID Steering Committee meetings to guide the possible formation of a newDowntown DID Collection of data from the property owner or authorized representative of the property including contact name, e-mail address, phone and updated mailing address
DataofDowntown Survey Area:
Weused data for mailing the surveyfrom the City, County of Solano, and Parcelquest. City staffwas critical in allowing us to use the bestproperty contact with authorization tofill out the survey on behalf of the property owner (whether local, publicly traded or another corporate entity)
The final data at this pointincluded:
, 92parcels
55 property owners
Based upon the survey data collected, the property data related to the study area had the following grossproperty variables, whichforms the foundation of anypropertyassessment district plan:
1,403,138 building square footage ingross building square footage; 1,941,792 ingross lot orparcel size square footage
18,468 inlinear frontage
4 4
New City America has done dozens of similar surveys in the past,sowe know the density of anyDowntown area is based on the relationship between thetotal lot size andtotal building squarefootage.Forexample, if thetotallotsize, orbuildable area,is "x," the Downtown area of any city should be a minimum of lx, or an amount of building square footage when compared to lot size. Some districts, such has the Financial District in San Francisco have a 9 to 1 ratio of building to lot size.What this means is that the buildingoccupies 9x more space than the size of the actual parcelit's built on.
Downtown Fairfield does not reach the 1 to 1 ratio of building to lot size,coming in at a ratio of.7 to 1. In instances like this, single-story buildings and excess parking lotsaffect the final ratio. This shows us that Downtown Fairfield still has a lot of room to grow in the future, simply tomeet the 1 to 1 ratio to whichwe areaccustomed to seeingin similarDowntowns.
Based upon the data listed above, it is easy to calculate budget scenarios that could possibly spread the overallassessments to a very large area. In example, if you were to use an emphasis on building square footage, de-emphasize lot assessments and have a reasonable linearfrontage costs, the assessment methodology could look like this:
Conceptually, DowntownFairfieldBuilding Square Footage could result in:
1 38 square feet x $0.12 cents =
$168,376 year
Conceptually,the Lot Size annual costs couldresult in:
1 ,941 ,792square feet x $0.03 cents =
$58,254
Conceptuallythe annualLinear frontage assessments could result in; 1 8,468 in linearfrontage x $5.00 a linear foot =
$92,340 per year.
So, if you add upthisconceptualfirst year budget, which includes acombination of building square footage assessments, plus lot size assessments and linearfrontage assessments per parcel, per year the annual budget could amount to $ 318,970 for the first year assessment total. This first year budget would be enough to cover services including cleaning, marketing and promotion, events, public space development, and management.
Remember, witheach buildingsquare footadded to thedistrict due tonew development on Downtown parcels, this would result in an extra .12 cents per buildingsquare footadded to the overallbudget per year. Linearfrontage and lot size will remain thesamethroughout the life of the district, unlessexpansion is considered at a later point. 5 5
Surveyof Property owners/results:
After the e-mail and postage mail survey mailings, we received responses, or onlyabout 42 —
44 out atotal of92parcels responding oraround 45% of thetotalnumber ofparcel owners in the study area. New City America has done similar surveys ofDowntown propertyowners over the past22 yearsand thiswasfairly lowcompared toother similar districts. The range ofresponses varies a bit due to the fact that not the exactnumber ofpeople responded to all questions. The two largest propertyowners are the City, but more so the Solano County complex. Please review the following results:
a.
b.
c.
d.
Survey area
(pleasesee attached map, as attachment A, responses in color) Date and number sentout:
55 surveyswere mailed outon September 1 5th, 2025 with personal and e-mail follow up by City staff and Marco Li Mandri of New CityAmerica. (Initially we shrunk the district a bit by a vote of the SteeringCommittee, so probably 60 —
65total surveys
were mailed out topropertyowners within the initial boundary studyarea.) A follow up survey was sent to those who did not respond by the deadline of the September 1 5th surveyin October.
District totals:
New City America "weighs" the responses basedon three variables common toeach parcel: linear frontage, lot or parcel size, and building square footage. We use this process as these are the building blocks of any assessment methodology to be applied in thecreation of a budget for the newDowntown Fairfield DID.
Goal ofSurvey:
Consistent with our experience investigating and forming similar property assessment districts, the survey mailed to property owners informs New City America of what the special benefit priorities of the property owners are. Each question, excluding thefirst two, askpropertyowners whichspecial benefitservices no," or "no opinion" tothey arewilling to payfor. It givesthem the choice of "yes, each question. The survey would constitute the foundation of any property assessment district plan presented if the investigation evolved into a formation agreement withNew CityAmerica.
Priority services:
The five toppriorities from the respondents to the surveywere as follows:
Propertyownerbelieved that investments made in Downtown by the City had a positive impact on their property values since the improvements were completed. 34respondents thought the workwas positive toDowntown and only 1 thought itwas negative. supported parking mitigation strategies for the Downtown
6 6
2. 3.
4. 5.
Propertyowners supported regular sidewalk sweeping and gutter sweeping and more frequent pressure washing of the Downtown sidewalks. 34 respondents supported those services and 8 opposed.
Propertyownersupported marketing, promotions, social media and branding programs to bring new business and new development to Downtown. 33 respondents supported this and 8 opposed;
Property owners, by a wide margin DID NOT want to work with the city to respond to homeless, panhandling and loitering issues. 29 opposed such efforts and 13supported those efforts.
Property owners, by a wide margin, DID NOT want to fund parking and wayfinding strategies toimprove the parking experience for customers;. h.
Note: The third question on the survey, which is not a funding question, asked property owners "in terms of security and public safety do you feel that Downtown Fairfield is?"
a. Safe and orderly; (2)
b. Relatively safe, but with image issues (21)
c. Unsafe at certain times (21)
This is clearly not agood response. Even if crime and petty issues have declined over the past few years, propertyowners by and large believethatDowntown is relatively safe but has an image as an unsafe district OR is unsafe at various times. The combined response of42 respondents tothis question stating that Downtown has an image problem, or is unsafe at certain times, is highly problematic and could discourage newinvestment, new retail and restaurants and residents from coming Downtown.
Threshold goal:
In every survey thatNew City America conducts, the goalis to have an average of 30% of the propertyowners (averaged bylot sizelinearfrontage and buildingsquare footage) demonstrate support for the keyspecial benefit funding questions on the survey. To reach that goalfrom ouroriginal database, wewill have had to have the following property variables meet theaverage30%threshold:
After the e-mail and mailed surveysas well as meetings withvarious propertyowners, our surveyrespondents tallied thislevel of support from the following propertycategories:
5% of buildingsquare footage
5% oflotsquarefootage
8% oflinear frontage
The level ofopposition on allfourcategories resulted in the following percentages:
9% oppositionin buildingsquare footage (too small to calculate) 9% oppositionin lot size and
10% oppositionin linearfrontage
7 7
Interms of "noopinion"thelevel ofresponses to the survey from the fourcategories, the results were: (primary from the Countyproperties)
68%from buildingowners
52%from lot size and
40%from linearfrontage
The City's data in thesurvey ofDowntown included the following: (The City did not respond to the survey)
Building squarefootage in Downtown:
Lot sizesquare footage in Downtown:
Linearfrontage in Downtown
2% or22,675square feet
8%, 146,865square feet
10%, 1,781 square feet
Itis clear that if the "no opinion"responses would have been the "supportive" response, we would have met the New City America threshold to proceed to formation. The average responses for "No opinion" would have averaged 53.33% average support. County owned properties represented the totality of "no opinion"on the survey.
Types of SpecialAssessment Districts:
There are three types ofassessment districts or fee-based,mandatory legislative tools that are relevant toproviding additional funding for Downtown services; a.
b.
c.
Business Improvement District
—
formed under the 1989 Act in the Streets and
Highway code. This legislation does notrequire a plan, a petition or vote, but rather can be established by a majority vote of the CityCouncil. These districts are highly not very popular and can create a situation whereby it violates the intent of Proposition 26, passed byvotersaround 10 years ago.
PBID
—
legislation approved by the State Legislature in 1994 that allows forspecial benefit propertyassessment districts, in Section 36600 of the California Streets and Highway code.Thisis, by far, the onlychoice of general law cities andtheirrespective Downtown propertyowners to fundspecial benefitservices in Downtowns.
Community Benefit ImprovementDistricts
-
Charter city formed assessment
district ordinances that allow for a longer term and a more reasonable petition threshold. Sometimes they can represent a combination of a Landscaping and Lighting district (1972 Act in the Streets and Highway Code) along with revenuesgenerated from a localDowntown Parking District that will allow for payment ofservices that are notcovered by the limited Landscaping and Lighting Act(security,marketing and promotion and parking management). 8 8
Future Options:
This investigation determined that propertyowners in Downtown Fairfield are not opposed to assessing themselves for additional services in Downtown. In mymeetings with property and business owners who attended the Steering Committee meetings, there was a lot of enthusiasm expressed at our Steering Committee meetings that Downtown needed a financing mechanism such as the PBID orDID.Weclearlysaw that therewas interestby key propertyowners and business owners in Downtown, but it appears that the timingwas not right.
Competitive Downtowns:
As Downtowns in the North/East Bay build and grow, Downtown Fairfield propertyowners may experience not beingable tomeetgrowingdemand.As such, the desire for Downtown retail, services, restaurants, and bars may decline in other cities due to more dynamic concentrations of businesses there. Fairfield is a city known for being overall safe and orderly, with many of itsneighboring cities dealing with a wide array ofvacant commercial properties.
Based upon our knowledge of Downtowns throughout the state, it is clear that mixed use developments withnew restaurants/bars/caffes will redefine Downtown Fairfield and it will evolve into a "City neighborhood," attracting empty nesters, young people and more of a cultural and eclectic mix of residents.
Best Examples of Functioning DIDs:
New City America understands this industry better than most since we form, manage, and consult with Downtown organizations, property owner groups, and cities throughout the country. The management of 8 different districts in the state gives New City America proprietaryinsight into understanding not only the formation process of such districts, but more importantly, the successful management of these districts and the resulting benefits conferred to Downtown property owners, businesses, and residents in their respective areas.
We recommend that city officials and Downtown Fairfield business and property owners refer to current,good-working models of BIDS, DIDs, and theirmanagement corporationsin the region. Based on our experience, some of the better models ofsuccessful Downtown organizations include: (in southern California) Downtown San Diego/Little Italy, Downtown Chula Vista, Downtown Glendale, Downtown El Cajon and (in northern California), Downtown Hayward, Downtown Redwood City and Downtown Berkeley. 9 9
Conclusion:
Downtown Fairfield will continue to grow in the coming decade with new mixed-use developments and the building of new market-ratehousing, including condominiumsand apartments.
In preparation ofthis evolution, the City should encouragepropertyowners to be involved in the discussion regardingwhere theywant Downtown Fairfield to be in 5, 10, and 15 years.
The creation of a new, property-based special benefits assessment district is key to expediting this revitalization process. This, in turn, will create a solid, well-financed relationship in Downtown with its local propertyowners, the local residents and business owners and the Citygovernment.
December 2025
Marco Li Mandri
New City America staff
ATTACHMENTS:
DISTRICTTOTALS
MAP
SURVEY MAP RESPONSES
SURVEY RESPONSES
10 10
Downtown Fairfield I SurveyResponse
92 Total Parcels
55 Property Owners
12/1/2025
District Totals
Bldg SF Total
LotSz Total
Frontage Total
Supportive
Bldg SF Total
Lot Sz Total
FrontageTotal
Opposed
Bldg SF Total
Lot Sz Total
Frontage Total
No Opinion
Bldg SF Total
LotSz Total
Frontage Total
City
Bldg SF Total
Lot sz Total
Frontage Total
18,468
63,845
101 ,587
1 ,549
122,790
179,758
1 ,869
955,559
7,329
22,675
146,865
I ,781
100%
100%
100%
5%
5%
8%
9%
2%
New CityAmerica, Inc.1710 W Ivy Street ISan Diego, California 92101 11
Downtown Fairfield I SurveyResponse
92 Total Parcels
55 Property Owners
12/1/2025
Bldg SF Total
Lot sz Total
Frontage Total
238,269
503,663
5,940
New City America, Inc.1 710 W Ivy Street I San Diego, California 92101 12
Fairfield District sept 2025
America
0030
0030
50 50
040
TEXAS
160
231
0030
120
10 040
233
EMPIRE
176
020
010 4C
KENTUCKY
182
10 080
OIC 20
0030
246
DELAWARE
LOUISIANA
193
030
TEXAS
030
257
LEGEND
•
District Parcel
Parcel
080 070
186
140 110
040
40 20
291
292
020
020
251
140
100 ON 130 Z
160
150
260
13 MISSOURI
BROADWAY
13
Fairfield District Dec |2025 America
0030
EMPIRE
KENTUCKY
0030
246
DELAWARE
291
BROADWAY
292
193
TEXAS
030
TEXAS
160
231
0030
LEGEND
Supportive
pposed
County- No Opinion
City -Supportive
[No Opinion
020
10 233
MISSOURI
00 130
160
150
14
SURVEYOF DOWNTOWN FAIRFIELD PROPERTYOWNEß
PIJSUANT TOTHE INVESTIGATIONAND FORMATION OFA
DowtffOWN FAIRFIELD COMMUNITY BENEFIT DISTRICT
Responses asof December 1st, 2025
GENERAL Qu—nons
How long have you owned your property in Downtown Fairfield? a. Less than 2 years (3)
b. 3 - 9 years (3)
c. 10
-
24 years(23)
d. 25
-
49years(3)
e. 50 or more years (12)
2. 3.
Do you believe that the image of Downtown Fairfield as portrayed in the media over t he past few years has had any impact on your property values? d. No opinion(12)a. Yes, positive (6) b. Yes, negative (18) c. Not at all (7) Do you believe the investments by the City of Fairfield in events and infrastructure in the Downtown have had a positive impact in the past few years? d. No opinion(0)b. Yes, negative (1) c. Not at all (6)a. Yes, positive(34)
PUBLICSAFETY
4. 5.
In terms of security and public safety, do you feel that Downtown Fairfield is........? c. Unsafe(21)b. Relatively safe, may suffer
a. Safe & orderly(2)
from unsafe image (21)
Wouldyou support propertyownerfunded special benefit services to work with the City of Fairfield to respond to homeless, panhandling, and loitering issues within Downtown Fairfield?
a. Yes(13)
BE41J77F/C.A770M AND
b. No(29) c. No Opinion(2)
6. 7.
Wouldyou support propertyownerfunded regular sidewalk and gutter sweeping services and more frequent pressure washing of Downtown Fairfield sidewalks? a. Yes(34) c. No Opinion(2)b. No(8)
Would you support propertyownerfunded planting, trimming and maintenance of trees, flowers, hanging plants and shrubs throughout the Downtown Fairfield District?
a. Yes(20) b. No(23) c. No Opinion(l)
15
ECONOMICDEVELOPMENTANDMARE77NG
8. 9.
IO.
11. 12.
13. Would you support propertyownerfundedevents, marketing, promotions, social media and branding programs or campaigns to bring new business, new development and attract new tenants to Downtown Fairfield? Yes(33) b. No Opinion(3)No(8) c.
Would you support propertyownerfunded projects to create additional public spaces, public art, and other placemaking elements in Downtown Fairfield? b. No(25)yes(18) No Opinion(l)c.a.
Would you support propertyownerfundedmanagement and maintenance of those public spaces to ensure that they remain an asset to everyone in Downtown Fairfield?
Yes (19)a. b. No(24) c. No opinion(l)
Wouldyou support propertyownerfunded parking and wayfinding strategies and programs to improve the parking experience ofcustomers, such as upgrading the City parking lots and alleyways to create additional parking? Yes (14) b. No Opinion(l)No(28) c.a.
Would you support propertyownerfunded projects to enhance transit-oriented development (TOD), connectivity to the Fairfield Suisun Train Station, and higher density, mixed-used residential projects in Downtown Fairfield? Yes (12) b. No Opinion(4)No(24) c.a.
Would you be interested in serving on the Downtown Fairfield CBD Steering Committee to assist with the potential development of a CBD plan over the next few months?
Yes(14)a. b. No(24) c. No Opinion(3)
16
Agenda Item No: L.3
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025-260 HR Terms and Conditions of the Benefits Summary for Series 100 Employees
Amending and Adopting the Terms and Conditions of the Benefits Summary for Series 100 Executive Management-Represented Classifications
Funding Source: $82,904; General Fund
Contact: Farbod Pirouzmand (707) 428-7397
RECOMMENDED ACTION
Adopt resolution.
STATEMENT OF ISSUE
The city manager proposes to amend the existing terms and conditions and adopt a new Benefits Summary applicable to Series 100 Executive Management-represented classifications. This action is necessary to maintain internal equity, consis tent with the City’s established compensation philosophy and guidelines. The need for these amendments arises from the new terms established during successful labor negotiations with the unions for staff reporting to Series 100- represented classifications.
DISCUSSION
Recent s uccessful negotiations with various bargaining units ha ve inadvertently skewed the internal compensation alignment between supervisory and division head levels. To ensure adherence to the City's compensation philosophy, which provides essential guidelines for updating compensation and mitigating compaction, remedial adjustments are required to restore intended structural relationships and enhance the City’s ability to attract and retain highly qualified personnel.
Approval of the new agreement represents a fiscally responsible action, with a one-time cost of $129,386 upon implementation, and annual savings of $46,482 in the first year, for a net total cost of $82,904 in the first year. By the tenth year, the annual savings will be $37,101 per year.
The costs for such adjustments are made possible through significant concessions by executive management staff, specifically the forfeiture of a portion of the prior fi scal year’s salary adjustment, supplemented by a cost -neutral adjustme nt achieved through a reduction in personal leave hours. This approach maintains structural alignment and upholds the City’s compensation philosophy without a significant impact on the General Fund.
Amendments to the successor Benefits Summary are described in the table below:
Benefit
Summary of Change
Compensation –
Equity Adjustment
Provided a 3% equity adjustment to the maximum salary range, achievable due to the forfeited portion of the fiscal year 2024-2025 salary adjustment – this is not an automatic cost-of-living adjustment (COLA) for executives
Constructive Receipt Committed to adhere to the outcomes of the upcoming meet and confer process with bargaining units regarding leave cash -out practices and compliance with federal Internal Revenue Service (IRS) rules Deferred
Compensation
401(a)
Reduced employer contribution to 10% for employees promoted or hired into Series 100 represented classifications on/after January 1, 2026 Off-Salary
Schedule Pay
Issued a 3% one -time non -PERSable cash payment in alignment with FGMA
Personal Leave Reduced annual accrual by 22.42 hours, adding the equivalent value of
1.08% to salary as a base wage adjustment; e stablished a maximum accrual limit where none existed previously
Sick Leave Established a maximum accrual limit where none existed previously and process to address excess balances upon implementation ; eliminated payoff upon resignation or termination
The redlined Benefits Summary is attached to this report.
FINANCIAL IMPACT
The total projected net cost to the General Fund (Fund 101) is $ 82,904 in the first year, and savings of $37,101 by the tenth year.
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The c ouncil may choose not to approve the new Benefits Summary for Series 100 Executive Management-represented classifications and direct staff to amend different terms than stated above.
COORDINATED WITH
City Manager’s Office and 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: Exhibit A: Red-lined Series 100 Benefits Summary
CITY OF FAIRFIELD
RESOLUTION NO. 2025-260
AMENDING AND ADOPTING THE TERMS AND CONDITIONS OF THE BENEFITS SUMMARY FOR SERIES 100 EXECUTIVE MANAGEMENT-REPRESENTED CLASSIFICATIONS
WHEREAS, the City Council enacted the Employee Compensation Policy Resolution No. 2000 - 156, establishing the City’s compensation philosophy and guidelines regarding internal relationships between levels within the organization.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. The council hereby approves the Benefits Summary as outlined in Exhibit A for Series 100 executive management-represented classifications.
Section 2. The city manager is hereby authorized and directed to do all things necessary to implement this resolution.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
Rev.
11/16/202507/01/2023
BENEFIT SUMMARY SHEET
FAIRFIELD EXECUTIVE MANAGEMENT
(Series 100)
Effective July 1, 20235December 12, 2025 - June 30, 20274
GENERAL INFORMATION
DEFINITION: Directors of Community & Economic Development, Parks and Recreation, Finance, Housing Services, Human Resources, Public Works; Fire and Police Chief; Information Technology; Assistant City Manager are considered at-will and City Manager (as defined by City Manager’s Contract).
BASIS OF EMPLOYMENT: Executive Management employees are "at will" employees serving solely at the pleasure of the City Manager, except the City Manager, who serves at the will of the City Council.
COMP TIME/OVERTIME: Executive Managers do not accrue overtime but are expected to work additional hours as part of normal job responsibilities.
PERSONAL LEAVE: 10022.42 hours annually (3.85 4.70 hours per pay period). Shall be capped at an amount not to exceed three (3) times the annual accrual rate. 100% of personal leave accrued annually is available for cash out. Upon separation from the City, the employee is paid for any unused balance.
CAR ALLOWANCE: Eligible date of hire; determined by City Manager for specified managers up to $350 per month.
ANNUAL UNIFORM ALLOWANCE: Police Chief = $1,250, Fire Chief = $1,250. Payment for the uniform allowance will be made over 26 pay periods.
VACATION: Eligible to use after twelve months of employment, except as authorized by the City Manager.
Years of Service Accrual Rate
Date of hire through 3 years 21.6 days/yr. (6.65 hrs./pay period) Beginning of 4 through 10 years 26.6 days/yr. (8.18 hrs./pay period) Beginning of 11 through 24 years 31.6 days/yr. (9.72 hrs./pay period) Beginning 25 years and over 41.6 days/yr. (12.8 hrs./pay period)
The City Manager may authorize newly appointed Series 100 employees with a one -time credit not to exceed 80 hours upon hire date, eligible to use at time of hire. The City Manager may grant employees the accrual rate for vacation commensurate with the employee’s total combined years of service with any public agency.
Vacation leave may be accrued to a maximum of 2.0 times the employee's current annual accrual rate . The accrual rate is reported on biweekly payroll. Vacation accrual may be converted to cash at the employee’s request. Upon separation from the City, employees are paid for any unused vacation.
HOLIDAYS: The City observes the following holidays:
New Year’s Day
Martin Luther King Day
President’s Day
Memorial Day
Juneteenth
Independence Day
Labor Day
Indigenous People’s/Columbus Day
Veteran’s Day
Thanksgiving
Thanksgiving – Day after
Christmas Eve
Christmas Day
New Year’s Eve
SICK LEAVE: The annual accrual is 12 days (3.70 hrs. per pay period). Employees are eligible to use sick leave as it is accrued. For 25+ years, one additional sick leave day per month is accrued.
The City Manager may grant newly hired employees the accrual rate for sick leave commensurate with the employee’s total combined years of service with any public agency.
BENEFIT SUMMARY SHEET (CONTINUED)
EXECUTIVE MANAGEMENT: Effective July 1, 20235December 12, 2025, through June 30, 20274 For further information on any of the above-mentioned benefits, please contact the Human Resources office.
New employees may receive a one-time credit not to exceed 80 hours upon hire date. The sick leave accrual rate will not exceed the rate applicable to a 25-year employee.
Sick leave shall be capped at 500 hours.
SICK LEAVE CASHOUT: City pays cash at employee's option for 25% of unused sick leave accrued the twelve months from end of each November.
SICK LEAVE COMPENSATION UPON SEPARATION OR RETIREMENT: After 5 years of continuous employment with the city, compensation equals 4.5% for each year worked up to 100%. If upon PERS service retirement an employee has accrued at least 8.1 days of sick leave for each year of service, the City will pay an additional 10% of unused sick leave over and above already provided, up to 100%.
Employees hired prior to January 1, 2026:
Upon retirement, the employee’s final sick leave balance will be apportioned into a qualified balance and a remaining balance. The qualified balance will be equal to 7% of the employee’s final sick leave balance for each full year of service with the City, up to a maximum of 75%. The remaining sick leave balance will be converted to PERS service credit.
The employee must elect one of the following options for their qualified sick leave balance:
a) 50% of qualified sick leave balance deposited into Retiree Health Savings or 457 account. The other 50% will be converted to PERS service credit.
b) 75% of qualified sick leave balance deposited into Retiree Health Savings or 457 account. The other 25% will be converted to PERS service credit.
c) 100% of qualified sick leave balance deposited into Retiree Health Savings or 457 account. d) 100% of qualified sick leave balance converted to PERS service credit.
Employees hired on or after January 1, 2026
Upon retirement, the employee must elect one of the following options for their entire sick leave balance:
a) 50% of sick leave balance deposited into Retiree Health Savings or 457 account. The other 50% will be forfeited. b) 100% of sick leave balance converted to PERS service credit.
SICK LEAVE PAYOFF UPON DEATH: If an employee dies after completing five (5) full years of employment, his/hertheir beneficiary shall be entitled to reimbursement of 50% of accumulated unused sick leave. If an employee dies due to duty related causes, his/hertheir beneficiary shall be entitled to reimbursement for 100% of accumulated unused sick leave.
HEALTH CARE, LIFE INSURANCE AND OTHER BENEFITS
HEALTH/DENTAL PROGRAMS: Eligible first day of first month after date of hire. The City provides a contribution to medical and dental.
Please see the current rate sheets contained in the annual Benefits Guide for more information. Employees providing proof of other coverage may drop health/dental coverage and receive up to $518/month as taxable income. Employees electing dental on ly receive $518/month less the cost of the premium for the dental plan in which they have enrolled. Employees electing vision only rece ive $518/month less the cost of the p remium for the vision plan in which they have enrolled. Employees electing dental a nd vision receive $518/month less the cost of the premium for the dental and vision plans in which they have enrolled. Employees electing medical only do not receive any payments.
VISION CARE: Eligible first day of first month after assuming position. The City will pay premiums for vision care coverage for VSP Basic Plan. The City also offers an employee paid buy-up option.
EXECUTIVE MANAGEMENT SALARY CONTINUATION: Eligible the first day of the first month after date of hire. Managers eligible for total disability from illness or injury are covered for ninety days under a salary continuation plan which guarantees 100% of salary from the first day of disability due to injury and the 11th day due to illness. This 90-day salary continuation is applied prior to usage of sick leave hours.
SHORT TERM DISABILITY: Eligible first of the month after 3 months of employment. The employee currently pays $6.00 per month premium on an after-tax basis. The STD benefit schedule shall match the State Disability Insurance (SDI) benefit schedule.
BENEFIT SUMMARY SHEET (CONTINUED)
EXECUTIVE MANAGEMENT: Effective July 1, 20235December 12, 2025, through June 30, 20274 For further information on any of the above-mentioned benefits, please contact the Human Resources office.
LONG TERM DISABILITY INSURANCE: Takes effect 180 days after date of the injury or illness causing disability. The maximum compensation is equals to 60% of salary.
BASIC/ADDITIONAL LIFE INSURANCE: Eligible first day of month of hire. City pays in full an amount equal to 1.5 times the annual salary rounded to the next $1,000 for a Life and Accidental Death/Dismemberment insurance policy to a maximum of $150,000. Additional life
insurance may be purchased by the employee. Within 30 days of hire, employees may purchase up to $100,000 without underwriting or health questionnaires. After 30 days or purchases over $100,000 are subject to medical underwriting. Note: Basic and Additional life insurance combined are not to exceed $500,000 or 6 times annual salary, whichever is less.
FLEXIBLE SPENDING ACCOUNT: Provides health/dental premiums, medical and dependent care expenses to be paid on a non-taxable basis.
Allocation amounts must be determined at Open enrollment or at time of hire. Services must be received during the plan period and any unused allocations will be lost. Covers IRS approved medical and/or approved dependent care expenses.
EMPLOYEE ASSISTANCE PROGRAM: Eligible at time of hire. Employees may receive counseling and/or referrals for assistance through the confidential EAP program.
FINANCIAL CONSULTING SERVICE: Optional enrollment; enrollment irrevocable while employed with the City; current services provided through Benefits Communication Network (BCN); employee pays $24/yr.
RETIREMENT BENEFITS
CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT SYSTEM (CALPERS): Employee retirement contributions will be on a pre-tax basis pursuant to IRS Section 414(h)(2). Employee pays survivor's benefit (currently $24 per year).
The City does not participate in Social Security; 1.45% of gross salary is a mandatory payroll deduction for Medicare coverage.
RETIREMENT PLANS:
A) CLASSIC CALPERS MEMBER CONTRIBUTION:
Total employee contribution as contracted with CalPERS is 11.25% for Safety and 10.5% for Miscellaneous.
Classic employee retirement formulas:
Police Chief 3% @ 50
Fire Chief 3% @ 50
All other Miscellaneous employees are 2.5% @ 55 unless they have previously worked for the City of Fairfield, in which case, they are 2.7% @ 55.
B) PEPRA FORMULA:
These are the applicable formulas for employees hired after January 1, 2013, who do not qualify as CalPERS Classic members:
Public safety is 2.7% @ 57.
Miscellaneous is 2% @ 62
Both PEPRA groups are required to pay 50% of the normal rate as required by CalPERS which applies to an annual cap in salary.
Currently 7.75%; subject to change.
EMPLOYEE DEFERRED COMPENSATION ACCOUNTS:
401(a):
Employees hired or promoted prior to January 1, 2026:
Eligible date of hire and enrollment must occur within 30 days from eligibility date. If an employee elects to enroll in the 401(a) plan, the City contribution is 10.4% and the employee mandatory contribution is 7.0% - 20% (may not exceed IRS contribution limits). Total contributions are limited to the annual amount specified by Federal law.
For eEmployees hired or promoted into executive management on or after January 1, 2026 ,:
BENEFIT SUMMARY SHEET (CONTINUED)
EXECUTIVE MANAGEMENT: Effective July 1, 20235December 12, 2025, through June 30, 20274 For further information on any of the above-mentioned benefits, please contact the Human Resources office.
Eligible date of hire and enrollment must occur within 30 days from eligibility date. If an employee elects to enroll in the 401(a) plan, the City contribution is 10% and the employee mandatory contribution is 7.0% - 20% (may not exceed IRS contribution limits).
Total contributions are limited to the annual amount specified by Federal law. who elect to enroll into the 401(a) plan, the City contribution is 10% and the employee mandatory contribution is 7% - 20% (may not exceed IRS contribution limits), Total contributions are limited to the annual amount specified by Federal law.
NOTE: Enrollment in the 401(a) plan is optional and irrevocable.
457: Eligible date of hire. There is no City contribution. Total contributions are limited to the annual cap amount specified by Federal law. There are three plan options currently available: MissionSquare, Nationwide and CalPERS.
Agenda Item No: L.4
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025 -261 HR Amending Terms and Conditions for Fairfield Fire Managers’ Association Memorandum of Understanding
Amending the Terms and Conditions of the Memorandum of Understanding for the Fairfield Fire Managers’ Association
Funding Source: $48,000; 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 Fire Managers’ Association (FFMA) to refl ect the amendments made to the agreement as a result of successful bargaining between the parties.
DISCUSSION
In March of 2025 , city management and FFMA representatives began negotiating a successor MOU. The parties came to a negotiated settlement for the successor MOU and the members of FFMA have voted to ratify this new agreement. Management’s approach to negotiation was focused on generating significant savings for the city without compromising essential se rvices.
The immediate impact of approving this MOU is a projected cost of $48,000 over the next two years. While this figure is a cost to the city's general fund budget, the impact is substantially lower than if a cost-of-living was negotiated. This MOU, and the collaborative, good-faith negotiations with which both parties participated, is a proactive step towards securing the city’s financial future. Therefore, staff recommend the City Council adopt the resolution for the successor MOU with FFMA.
The term of the successor MOU begins July 1, 2025, and expires June 30, 2027. The amendments will take effect on the first full pay period following the council adoption of the successor MOU.
Additional amendments to the successor MOU are summarized in the table below:
Proposal # Topic
MGMT 1a Term 2 years
CPMGMT 3b Bereavement within 45 days, but allow extension with city manager approval MGMT 7a New employee’s hired into the city who are promoted to the FFMA bargaining unit have a 240 hours compensatory time off maximum; granted at the discretion of fire chief
3% cash value on base wages for all employees in bargaining unit MGMT 11a New employee’s hired into the city who are promoted to the FFMA bargaining unit with lower holiday pay at 5.38%; new employees’ in the deputy chief and fire marshal ranks have lower personal leave cap of 100 hours, all other battalion chief’s keep current personal leave cap
MGMT 8 Elimination of Sick Leave cash out upon separation but keep sick leave cash out upon death
MGMT 4 Uniform Allowance and leave without pay
MGMT 2 Vacation Clean Up Language
The redlined successor MOU is attached to this report.
FINANCIAL IMPACT
The total cost to the General Fund (Fund 101) over the two years for the amendments made to the successor MOU between the City and FFMA is $48,000.
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may choose not to approve the new successor MOU between the City and FFMA and direct staff to negotiate different terms than stated above.
COORDINATED WITH:
City Attorney’s Office, City Manager’s Office, and 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 FFMA MOU
CITY OF FAIRFIELD
RESOLUTION NO. 2025-261
AMENDING THE TERMS AND CONDITIONS OF THE MEMORANDUM OF UNDERSTANDING FOR THE FAIRFIELD FIRE MANAGERS’ 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 (MMB A), California Government code Section 3500, et. Seq, and representatives of the city manager ha ve met and conferred in good faith with the representatives of the Fairfield Fire Managers’ Association, the recognized organization for certain employees; and
WHEREAS, the Fairfield Fire Managers’ 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 Fire Managers’ Association.
Section 2. The city manager is hereby authorized and directed to do all things necessary to implement this resolution.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
CITY OF FAIRFIELD
&
FAIRFIELD
FIRE MANAGERS’
ASSOCIATION
AASSOCIATIO
July 01, 20252
-
June 30, 20275
MEMORANDUM
OF UNDERSTANDING
Table of Contents
Title Page Number
Article 1 Recognition 1
Article 2 Term 1
Article 3 Non Discrimination 1
Article 4 Dues Checkoff 2
Article 5 Probationary Period and Merit Review 2
Probationary Period 2
Merit/Review 2
Promotion/Demotion/Merit Dates 2
Article 6 Compensation/Wages 2
Wage Increases 2
Total Compensation 3
Internal Alignments 3
Article 7 Additional Compensation 4
Education Incentive 4
EMT Compensation 4
Extra Shifts 4
Meetings beyond normal week schedule 4
Call-Outs 4
Strike Team 4
HazMat Team Leader 5
Plans Examiner 5
Article 8 Hours of Work/Shift Trades 5
Article 9 Leave 5
Holidays 5
Personal Leave 6
Vacation 7
Sick Leave 7
Bereavement Leave 8
Article 10 Health /Life Insurance, Other Benefits 9 Medical/Dental Program 9
Unused Contribution Distribution 9
Unreimbursed Medical Expenses and Childcare Expenses 10 Vision Care 10
Retiree Medical 10
Medicare 10
Life Insurance 11
Short Term Disability 11
Long Term Disability 11
Employees’ Deferred Savings Accounts 11
Car Allowance 12
Direct Deposit 12
Financial Consulting Service 12
Retiree Medical Expense Program 12
Article 11 Uniforms and Safety Equipment 12
Uniform/Boot/Bedding Allowance/Meals 12
Article 12 Tuition Reimbursement 13
Article 13 Retirement/PERS 13
Article 14 Light Duty 14
Article 15 Grievance Procedure 15
Definition of Grievance 15
Purpose 15
Process 15
General Provisions 16
Article 16 Discipline Procedure 17
Definitions 17
Notice Procedures 17
Appeal of a Punitive Action 18
Response to a Proposed Disciplinary Action 20
Appeal of a Disciplinary Decision 21
Article 17 Drug and Alcohol Testing 22
Article 18 Employee Assistance Program (EAP) 22
Article 19 Layoff Procedure 22
Statement of Intent 22
Notification 22
Vacancy and Demotion 22
Seniority 23
Employment Status 23
Re-employment List 23
Duration of Re-employment List 23
Article 20 No Strike 24
Article 21 Management Rights 24
Article 22 Employee and Association Rights 25
Article 23 Separability and Integration 27
Article 24 Re-Opener 27
Article 25 Me Too Clause 27
Signature Page 28
1 MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF FAIRFIELD AND THE
FAIRFIELD FIRE MANAGERS ASSOCIATION
WHEREAS, the Fairfield Fire Managers Association (“FFMA” or the “Association”) represents all fire managers and supervisors, excluding the Fire Chief; 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 the following classifications in matters pertaining to wages, hours, and other conditions of employment:
Deputy Fire Chief
Battalion Chief
Fire Marshal
sworn managers and supervisors at or above the rank of Battalion Chief, excluding the Fire Chief, in the Fairfield Fire Department. 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.
The City’s Employee Relations Resolution shall govern City employment, unless the MOU conflicts, in which case the MOU shall control.
ARTICLE 2. TERM
The terms of this agreement shall commence from, July 1, 20252 and end on June 30, 20275.
ARTICLE 3. NON 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.
2 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
3 ARTICLE 4. DUES CHECKOFF
The City and the Association acknowledge that a dues checkoff procedure will be adopted pursuant to City Resolution No. 2001-185.
ARTICLE 5. PROBATIONARY PERIOD AND MERIT REVIEW
A. Probationary Period
Fire Managers and Supervisors shall serve a probationary period of twelve months.
B. 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 effective date.
C. Promotion/Demotion/Merit Dates
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
Upon demotion, employees 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. Merit Date
the annual review date will change to correspond to the effective date of the promotion or demotion.
ARTICLE 6. COMPENSATION/WAGES
A. Effective the first full pay period after the adoption of the successor MOU, employees in this bargaining unit will receive a lump sum cash payment equivalent to 3% of base wages, excluding any premiums or incentives. Wage Increases for the term of this MOU are effective as follows:
A 4% wage increase to be paid on the first full pay period in July of 2022 A 3% wage increase to be paid on the first full pay period in July of 2023 A 6.5% wage increase to be paid on the first full pay period in July of 2024 Formatted: Normal, Line spacing: single, Tab stops:
0.25", Left + 0.31", Left + 0.5", Left + 0.56", Left +
0.75", Left + 0.88", Left + 1", Left
4 B. Total Compensation
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.
The City will gather compensation data for a top step Fairfield firefighter from each of the survey agencies listed in the policy adopted by Resolution No. 2000-156. The internal salary relationships specified in Resolution No. 2000-156 will be used in analyzing compensation for the FFMA classifications. If Fairfield firefighters’ total compensation is below the mean of the survey agencies, an adjustment will be made to bring total compensation to the mean of the survey agencies. The intent is for any adjustment to total compensation to go first toward salary and to maintain the internal salary relationships for Fire Managers.
If, as of March 31st of the year in which Total Compensation is analyzed, Fairfield Firefighters’ Total Compensation is 5.5% or more above the mean of the survey agencies, no adjustment will be made to Fairfield fie managers’ total compensation. If, as of March 31st of the year in which total compensation is analyzed and is less than
5.5% above the mean of the survey agencies, total compensation will be adjusted to
5.5% above the mean of the survey agencies.
The City will inform the FFMA on or between March 1st and May 31st whether or not an adjustment for that year is required under the MOU and the reason therefore. This total compensation adjustment will be effective the first full pay period of July of the year in which the adjustment is made. The parties agree that their intent is for the adjustment to go toward salary and to maintain internal salary relationships.
The FFMA and FPFA shall receive equivalent percentage adjustments to their total compensation during the effective dates of this MOU.
C. Internal Alignments
The City agrees to maintain the following internal alignments:
Minimum of 15% between Fire Captain and Battalion Chief with comparable education.
5 Minimum of 15% between Battalion Chief and Deputy Fire Chief.
ARTICLE 7. ADDITIONAL COMPENSATION
Additional compensation to be paid to members represented by FFMA as follows:
A. Education Incentive
1. Battalion Chiefs, Deputy Fire Chiefs, and Fire Marshal who successfully complete all the required courses for the Fire Officer Certificate or Fire Inspector 1 certification shall receive an educational incentive of 5% of base pay.
2. Battalion Chiefs, Deputy Fire Chiefs, and Fire Marshal who successfully complete all the required courses for the Chief Fire Officer Certificate or Fire Inspector 2 certification shall receive an educational incentive of 5% of base pay.
Maximum educational incentive shall be 10%.
B. EMT compensation
Employees who maintain their EMT certification will receive 2.5% EMT pay which is paid on their base compensation including education incentives.
C. Extra Shifts
Hour-per-hour pay, or CTO at the straight time rate. Incumbents in the Battalion Chief position shall receive one and a half times the hourly rate of pay for working extra shifts or CTO at the premium rate.
New employees hired into the City after the adoption of the successor MOU who are promoted to the FFMA Bargaining Unit have a 240 hours CTO maximum cap. CTO will be granted at discretion of Fire Chief.
D. Meetings beyond normal work schedule
Hour-per-hour pay, or CTO at the straight time rate.
E. Call-outs
Hour-per-hour pay, or CTO with a four hour minimum at the straight time rate.
Incumbents in the Battalion Chief position shall receive one and one half times the hourly rate of pay or CTO at the premium rate for responding to call-outs.
F. Strike Team
Employees who are called out for strike team duty that is reimbursable by the State will receive their pay at time and a half while working on the strike team provided that the City is reimbursed at the time and a half rate of pay. Should the State not reimburse the City at the time and a half rate, then the employee will be paid in accordance with the MOU at the straight time rate. Incumbents in the Battalion Chief position shall receive their pay at one and one-half times their hourly rate of pay, regardless of State reimbursement for strike team duty.
Employee can choose whether they want CTO or pay at the straight time rate.
6 Employee may cash-out CTO upon request.
G. HazMat Team Leader
If a FFMA member fills the Solano County HazMat Team Leader position, that member will be paid a non-PERS reportable stipend of $100 per month. The stipend will be paid in $50 increments in the first two pay periods of each month.
The stipend will be received indefinitely until the assignment ends. This compensation is conditioned on the City receiving reimbursement from Solano County.
The Solano County HazMat Board will evaluate the Solano County HazMat Team Leader appointment annually and will notify the City if there is a change in this assignment for any reason.
H. Plans Examiner
Employees who successfully complete all the required courses for a Fire Plans Examiner Certification will receive 2.5% pay which is paid on their base compensation including education incentives. This pay is in lieu of the EMT compensation.
ARTICLE 8. HOURS OF WORK/SHIFT TRADES
Shift Trades
Battalion Chiefs will be allowed to have unlimited shift trades with the approval of their supervisor.
ARTICLE 9. LEAVE
A. Holidays
The following is a list of holidays that all employees of the bargaining unit are eligible to take from the date of hire: Those scheduled for a forty (40) hour work week may receive the following paid holidays:
New Year’s Day ● Veterans Day (observed November 11) Martin Luther King Day ● Thanksgiving
President’s Day ● Day after Thanksgiving
Memorial Day ● Christmas Eve
Juneteenth (Observed June 19) ● Christmas Day
Independence Day ● New Year’s Eve
Labor Day
Holidays that fall on Saturday shall be observed on the previous Friday and holidays that
7 fall on Sunday shall be observed on a succeeding Monday. Sequential holidays falling on Friday/Saturday or a Sunday/Monday shall be celebrated on a Friday and Monday.
1. Paid Holidays
To be eligible for holiday compensation (in-lieu holiday credit), a new hire must be in a paid status on the regularly scheduled workday immediately preceding the observed holiday.
Classifications of employees who are required to work on holidays accrue holidays as cash payment, which shall be paid annually in the first regular paycheck in November. The accrual rate is 48 hours per year. (1.846 hours/pay period.) Fire Marshall will receive the paid holiday accrual pro-rated at 50%.
Effective the first full pay period following City Council adoption of the successor MOU, Battalion Chiefs required to work on holidays will be compensated with an additional 6.4% of actual salary plus educational incentive.
Effective the first full pay period following City Council adoption of the successor salary, plus educational incentive in lieu of receiving paid holidays or a vacation in lieu bank.
New employees hired into the City after the adoption of the successor MOU who are then subsequently promoted to the FFMA Bargaining Unit will receive holiday pay at
5.38%.
Compensation will be paid on a bi-weekly basis. Employees who do not work the holiday will be required to use vacation or personal leave to cover the holiday.
Employees in this unit who are subject to a 2080-hour schedule will receive 16 hours of time off to be used in lieu of the Indigenous People’s Day/Columbus Day and Juneteenth holidays. Up to 16 hours will be placed in this bank, the maximum accrual in this bank will be 16 hours per calendar year and these hours will not be subject to payout on an annual basis or at the time of an employee’s separation.
Employees in this unit that are subject to a 2912-hour schedule shall receive a maximum bank of 24 hours for the above two holidays and these hours will not be subject to pay out on an annual basis or at the time of separation.
B. Personal Leave
Employees are eligible to use personal leave as it is accrued, subject to the discretion of the Fire Chief. Annual amount available is 144.86 hours for Deputy Chiefs and Fire Marshal in lieu of premium overtime (accrues at 5.57 hours/pay period). Incumbents in the Battalion Chief position on suppression shift will have a maximum of 55.9 hours of personal leave. Incumbents in the Battalion Chief position on administrative shift will have an annual maximum of 40 hours of personal leave. All personal leave accrued shall
8 be 100% cashable. Upon separation from the City, employee is paid for any unused personal leave. The Fire Department will calculate and adjust hours to reflect shift differences.
Employees in the bargaining unit who are promoted up to Deputy Chief positions will keep their current personal leave maximum of 144.86 hours. Any new employees promoted into this bargaining group will be limited to 100 hours of personal leave.
C. Vacation
Vacation leave with pay shall accrue on the following basis.
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)
Beginning 4th through 10th 4.62 hours per pay period (fifteen (15) days per year)
Beginning the 11th through 15th 6.15 hours per pay period (twenty (20) days per year)
Beginning the 16th through 20th 7.07 hours per pay period (twenty three (23) days per year)
Beginning the 21st and over 7.69 hours per pay period (twenty five (25) days per year)
The maximum vacation hours that may be accrued are 2.0 times the employee’s current annual rate.
During the first twelve (12) months of employment, no vacation may be taken. Upon each anniversary year at the rate indicated above.
Upon separation from the City, employees shall be paid for any unused vacation credit.
D. 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 eligible to use sick leave as it is accrued. 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
9 reasons and may be used by the employee for attendance upon a member of his/her immediate family seriously ill and requiring the care and attention by the employee.
Immediate family is defined as mother, mother-in-law, father, father-in-law, spouse, domestic partner, son, daughter, step child, brother, sister, grandparent, grandchild, foster parent, foster child, or a child for whom the employee is legal guardian. An employee intending to use sick leave for medical/dental appointments shall notify his/ her immediate supervisor in advance of the appointment.
2. 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 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 75% 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. Employees may elect to receive 100% of their sick leave balance in CalPERS service credit.
D. 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
5. Sick Leave Cash Out with Death
If an employee dies after completing one (1) full year of employment, his/her beneficiary shall be entitled to 50% of accumulated unused sick leave in cash.
6. Sick Leave Cash Out with Duties Related to Death
If an employee dies due to a duty-related death, his/her beneficiary shall be entitled to 100% of accumulated unused sick leave in cash.
10 E. Bereavement Leave
For employees that are assigned to a suppression shift, the Fire Chief may grant up to six (6) scheduled 24 hour shifts (144 hours total) of bereavement leave in the event of death or serious traumatic injury in an employee’s immediate family. For purposes of this section immediate family is defined as mother, father, step-mother, step-father, mother- in-law, father-in-law, spouse, domestic partner, son, daughter, brother, sister, foster, parent, foster child, stepchild, and child for whom the employee is the legal guardian, grandchild, or grandparents. Bereavement leave shall not be deducted from sick leave and shall not accrue to any employee as vested leave. The number of authorizations that may be made to an employee are not limited.
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 within 4530 days of the death or serious traumatic injury or illness. The 45 day requirement maybe extend by City Manager approval.
ARTICLE 10. HEALTH/LIFE INSURANCE, OTHER BENEFITS
A. Medical/Dental Program
Full-time employees are eligible for health and dental coverage beginning the first day, of the first month, after date of hire.
For the medical plan contribution: For the plan years of 2023, 2024 and 2025 the City will base its increase of monthly contribution to the employees medical plan on 50% of the increase or decrease of premium for the Kaiser $35 copay plan.
For the dental plan contribution: For the plan years of 2023, 2024 and 2025 the City will base its increase of monthly contribution to the employees dental plan on 50% of the increase of premium for the base Dental HMO 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.
B. Unused Contribution Distributions
Any unused monthly health/dental premium contributions will be paid out with regular salary, or may be used for unreimbursed medical expenses or dependent care.
Employees providing proof of other coverage may drop health/dental coverage and receive taxable income, at the January 2008 amount of $518.00 per month. Employees
11 electing dental only receive $518.00 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.
C. Unreimbursed Medical Expenses and Childcare Expenses The City’s Cafeteria Plan provides for reimbursement of medical and dependent care expenses are to be paid on a non-taxable basis. Allocation amounts must be determined at the beginning of the plan period. Services must be received during the plan period and any unused allocation will be lost. Coverage is extended to IRS approved medical and/or dependent care expenses.
D. Vision Care
The City will pay the premium for vision care coverage under the VSP basic plan.
E. Retiree Medical
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 plans, or both. 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/her own cost under COBRA regulations only, subject to plan restrictions and conditions.
For all retirees, once health and dental coverage is terminated, it cannot be later reinstated.
F. Medicare
All employees hired on or after April 1, 1986 shall contribute a portion of their gross
12 salary (1 45%) for Medicare coverage as determined by federal regulations.
G. Life Insurance
For Basic life insurance, employees covered by this MOU will be eligible the first day of the first month after date of hire. The City will pay in full an amount equal to 1.5 times the annual salary rounded to the next $1,000 for a Life and Accidental Death/Dismemberment insurance policy to a maximum of $150,000.
Employees covered by this MOU will be able to purchase coverage equal to six times their annual salary of basic life insurance and supplemental life insurance combined.
Health questionnaires are required for the purchase of the Supplemental Life Insurance.
H. Short Term Disability
The City administers the self-funded Short-Term Disability (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. The current premium is $6.00/month paid on an after-tax basis by the employee. An employee is eligible the first of the month after three (3) months continuous employment. STD payments received are non- taxable, as permitted by law. The premium may be adjusted annually based upon an actuarial study.
I. Long Term Disability
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 injury or illness causing the disability before employees are eligible for benefits. The maximum benefit will be equal to 60% of salary, subject to the benefit maximum. Coverage will be continuous to age 65+.
J. Employees’ Deferred Savings Accounts
401(a)
Employees will be eligible effective on their date of hire. Total contributions are limited to the amount specified by Federal law. If an employee elects to enroll in the 401(a) plan, the City contribution is 4.00% and the employee mandatory contribution is 4.10%.
Members hired or promoted into FFMA on or after July 1, 2022, are required to enroll in the 401(a) plan. The mandatory employee contribution is 4.1% with a City contribution of 4.0%. Enrollment in the 401(a) is irrevocable.
457
Employees will be eligible effective on their date of hire. Total contributions are limited to the amount specified by Federal law. The City’s contribution to the 457 will be 3.20%; the employee contribution will be optional.
13 If hired or promoted into FFMA prior to July 1, 2022: For employees who declined the one-time irrevocable option to enroll in the 401(a), the City’s contribution to the 457 will be 7.2%, but only if the employee contributes at least 4.1% to the 457.
K. Car Allowance
Chief Officers shall receive a $200 per month automobile allowance, or at the Chief’s discretion a take home vehicle provided by the City. The purpose of the take home vehicle is to provide emergency coverage chief officer coverage as necessary. This designation will not impact the auto allowance.
L. Direct Deposit
Upon written request from an employee, their paycheck shall be directly deposited in an approved bank, savings and loan or credit union.
M. Financial Consulting Service
Optional enrollment; enrollment irrevocable while employed with the City; current services provided through the Association with Benefits Communication Network (BCN); employee pays $24 per year.
N. Retiree Medical Expense Program
The City provides a Retiree Medical Expense Program via ICMA VantageCare. The Retiree Medical Expense Program shall have the following attributes: tax-free treatment of health benefits, tax-deferred treatment of earnings and payments, ability to charge any health premiums and unreimbursed health costs (not just City health plans), assets remaining after employee’s death go to spouse/dependents. During the term of this agreement, the City shall contribute $50.00 per month per employee toward this program. During the term of this agreement, the City will work with ICMA for FFMA employees to contribute 2.3% of their base salary toward this program.
ARTICLE 11. UNIFORMS AND SAFETY EQUIPMENT
Uniforms damaged in the line of duty shall be replaced or repaired in accordance with existing policy. Equipment which is damaged or lost will be replaced or repaired in accordance with existing policy.
Uniform/Boot/Bedding Allowance/Meals
A. The annual uniform allowance is will be paid in the amount of $48.08 $1,250 and is paid on a prorated basis each per pay period. The
uniform allowance shall be reported to PERS for Classic members as special compensation pursuant to PERS regulations. Employees who are on a leave without pay (LWOP) status in a full pay period will not receive uniform allowance for said pay period.
B. The City will provide the Battalion Chiefs and Deputy Chiefs with an initial issue of two (2) sets of fitted sheets and pillow covers, two (2) blankets, and one (1) pillow. The City will pay each Battalion Chief assigned to 24-hour shifts $5.80150 per pay periodyear, on
14 C. Employees who work two consecutive 24 hour shifts understand that their meals are not provided by the City. Employees are required to contribute to their Station’s “meal mess fund” to provide themselves with meals during their shifts.
ARTICLE 12. 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 Fire Chief, subject to reimbursement guidelines established by the City’s Director of Human Resources.
Employees shall be entitled to tuition reimbursement for undergraduate courses in pursuit of a BA or BS degree and graduate courses in pursuit of a Master’s Degree. The amount for reimbursement shall be a maximum of $4,000 annually.
ARTICLE 13. RETIREMENT/PERS
A. For employees hired by the City before August 26, 2012, the City’s contract with the Public Employees’ Retirement System (PERS) provides for the following benefits to the extent provided by the Public Employee Retirement Law (“PERL”):
3.0% @ 50 retirement formula (GC 21362.2)
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)
Single highest year coverage (GC 20042)
Military service credit as public service (GC 21024)
Employee Sharing Cost of Additional Benefits (GC 20516) Subject to the agreement in advance by all bargaining agents representing employees classified by PERS as Fire Safety, the City will amend its contract with CalPERS to provide new hires (as described below) with the following PERS retirement features:
3.0% @ 55 retirement formula (GC 21363.1)
Death benefits — Basic Level (GC 21532)
1959 Survivor’s benefit (Level IV) (GC 21574)
Continuation of Pre-Death Retirement Death Benefits After Remarriage of Survivor (GC 21551)
PERS unused sick leave credit option (GC 20965)
Three Year Average (GC 20037)
Military service credit as public service (GC 21024)
The foregoing benefits apply to employees hired on or after the effective date (August 26, 2012) on which the City PERS contract amendment providing such benefit takes effect and will apply to the extent provided by PERS and the PERL.
15 A. The employee contribution rate shall be 11.25%. Effective in the first full pay period upon Council adoption, the employee will pay an additional 2.5% of pensionable wages to fund the Classic employee contribution for a total of 9.25%, and an additional 1% beginning the first full pay period in July 2019 and July 2020.
At the end of the contract the total employee contribution will be 11.25%.
B. Employer paid member contribution (EPMC) is reported to PERS as salary for PERS retirement purposes only
C. Employee contributions will be paid pre-tax under IRS section 414 (h) (2).
ARTICLE 14. 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:
The employee is temporarily not able to resume full duty, but is capable of performing some work duties.
The employer may develop a light duty work assignment commensurate with the employee’s temporary work restriction.
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. If the employee declines suitable light duty work, the employee is no longer entitled to temporary disability benefits.
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 to 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
16 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, Risk Management 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.
ARTICLE 15. GRIEVANCE PROCEDURE
A. Definition of Grievance
A grievance is defined as an allegation by the Association or an individual covered by the Memorandum of Understanding (MOU) that the City has violated: (a) an express term of the MOU; (b) a written personnel rule or regulation in the City; or, (c) an established City policy governing personnel practices or working conditions.
B. Purpose
It is the intent of the parties to deal with and settle grievances informally, promptly and fairly, and at the nearest practical organizational level.
C. Process
In any instance of a grievance, the employee or employees concerned shall first make efforts to resolve such grievance informally with their immediate supervisor within twenty (20) calendar days following the occurrence of the events on which the grievance is based.
1. First Step
If a mutually satisfactory solution of a grievance is not reached after informal discussion with the immediate supervisor then the aggrieved party shall submit a formal written grievance to the immediate supervisor within five (5) working days.
The immediate supervisor must submit a written response within five (5) working days.
2. Second Step
If the grievant is not satisfied with the supervisor’s response, the grievant(s) may
17 advance the grievance to the second level supervisor within five (5) working days.
The second level supervisor shall consider the matter and submit a written response within five (5) working days after receiving the grievance.
3. Third Step
If the grievant is not satisfied with the second level supervisor’s response, the grievant may advance the grievance to the Fire Chief within five (5) working days after receiving the second level supervisor’s response. The Fire Chief shall consider the matter and submit a written response within five (5) working days after receiving the grievance.
4. Fourth Step
If the grievant is not satisfied with the Fire Chief’s response, the grievant may advance the grievance to the City Manager within five (5) working days after receiving the Fire Chiefs response. The City Manager (or designate) shall consider the matter, and may hold a hearing at his/her discretion and submit a written response within ten (10) days after receiving the grievance. The decision of the City Manager shall be final.
D. General Provisions
1. Consolidation of Grievances
In order to avoid the necessity of processing numerous similar grievances, a single “class grievance” may be filed by employees who are within a single department. The City also reserves the right to consolidate responses to such grievances.
2. Requirements for Written Grievances
Grievances must contain the following information in order to be considered: (a) the grievant’s name, signature and classification; (b) a list of those specific policies or MOU provisions alleged to have been violated; (c) a statement of the facts and circumstances supporting the grievances; (d) a description of all relief requested; and (e) the address where the grievant wishes the grievance to be postmarked.
3. Receipt of Grievance
A grievance shall be considered “received” within five (5) days of being postmarked to the address specified by the grievant.
4. Time Limitations
Any time limit or stage of procedure specified in this section may be waived or modified upon the written consent of all parties involved. If a grievant fails to advance the grievance to the next step, as specified in this procedure, the grievance shall be considered withdrawn. If the City fails to respond within the time specified in this procedure, the grievance shall be considered advanced to the next step.
5. Scheduling
During the determination of a grievance herein, there shall be no
18 interruption of scheduled work relating to the grievance. Whenever reasonably feasible, grievances shall be handled during the regularly scheduled working day hours of the parties involved, and at a mutually convenient time for all affected parties.
6. Advances
With the written consent of the City, grievances may be submitted directly at Step 3 or 4 of the grievance procedure.
ARTICLE 16. DISCIPLINE PROCEDURE
The following discipline and administrative appeal procedure is adopted pursuant to Government Code § 3254.5 of the Firefighters Procedural Bill of Rights Act (“Act”). It is intended to be interpreted and applied consistent with the Act. This procedure does not apply to any employee who has not completed the established probationary period.
A. Definitions
1. For purposes of this procedure, the term “firefighter” means an employee who is considered a “firefighter” under Government Code § 3251(a) except for the Fire Chief. The classifications of employees who are firefighters include: Battalion Chief, Fire Marshall and Deputy Fire Chief.
2. The term “punitive action” means any action defined as such by Government Code § 3251(c). At the time this procedure was adopted, “punitive action” was defined to mean any action that may lead to dismissal, demotion, suspension, reduction in salary, written reprimand, or transfer for purposes of punishment. Punitive Action does not include counseling, instruction, or informal verbal admonishment by, or other routine or unplanned contact with, a supervisor or any other firefighter.
3. “Day” for purposes of this procedure shall refer to Monday through Friday working days, excluding City Holidays, of the party whose response or action is pending, except as otherwise indicated.
B. Notice Procedures
1. The immediate supervisor shall meet with an employee to discuss a proposed punitive or discipline action after notifying the employee in writing that such a meeting is being held for the purposes of ascertaining whether action is appropriate.
2. After any meeting held under paragraph B.1, the supervisor shall notify the employee of the proposed punitive or disciplinary action in writing containing at least the following:
a. A description of the action proposed to be taken;
19 b. A 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 proposed discipline; and
d. A statement that a copy of the materials upon which the action is based is attached or available for inspection upon request.
e. If the employee disagrees with the proposed disciplinary action, the employee may, within five (5) days of receiving the written notice, respond and/or appeal, as provided below.
C. Appeal of a Punitive Action Not Involving Discharge, Demotion or Suspension of a Firefighter for More than One (1) Shift.
Pursuant to Government Code § 11445.20, the following informal hearing procedure will be utilized for an appeal by a firefighter of a punitive action not involving a discharge, demotion or a suspension greater than one (1) shift.
1. Notice of Appeal
Within five (5) days of receipt by a firefighter of notification of punitive action as set forth above, the firefighter shall notify the Fire Chief or his/her designee in writing of the firefighter's intent to appeal the punitive action. The notice of appeal shall specify the action being appealed and the substantive and procedural grounds for the appeal. The firefighter may waive the informal hearing provided under this Section C of Article 40 and request the Presiding Officer to issue a decision based on the written record.
2. Presiding Officer
In an informal hearing, the Fire Chief or his/her designee shall be the Presiding Officer. The Fire Chief or his/her designee shall conduct the informal hearing in accordance with these procedures. The determination of the Fire Chief shall be final and binding. If the Fire Chief cannot serve as the Presiding Officer because of actual bias, prejudice or interest as defined by Government Code §11425.40, then the City Manager or his/her designee shall serve as the Presiding Officer. In such cases, the determination of the City Manager or designee shall be final and binding.
3. Burden of Proof
The Department shall bear the burden of proof at the hearing. a. If the action being appealed does not involve allegations of misconduct by the employee, the limited purpose of the hearing shall be to provide the firefighter the opportunity to establish a record of the circumstances
20 surrounding the action. The Department's burden of proof shall be satisfied if the Department establishes by a preponderance of the evidence that the action was reasonable. The Department's burden of proof may be satisfied even though reasonable persons may disagree about the appropriateness of the action.
b. However, if the punitive action involves charges of misconduct, the Department shall have the burden of proving, by a preponderance of the evidence, the facts which form the basis for the charge and that the punitive action was reasonable under the circumstances.
4. Conduct of Hearing
a. The formal rules of evidence do not apply, although the Presiding Officer shall have discretion to exclude evidence which is incompetent, irrelevant or cumulative, or the presentation of which will otherwise consume undue time.
b. The parties may present opening statements.
c. The parties may present evidence through documents and testimony. 1) Witnesses, if any, shall testify under oath.
2) Subpoenas may be issued pursuant to Government Code §§ 11450.05 — 11450.50.
3) The parties shall not be entitled to confront and cross-examine witnesses. The Presiding Officer may question or request clarification from any witness.
4) Following the presentation of evidence, if any, the parties may submit oral and/or written closing arguments for consideration by the Presiding Officer.
d. Recording of the Hearing
The hearing may be recorded electronically, including recording by tape recorder. Upon mutual agreement the hearing will be stenographically recorded by a certified court reporter. The per diem cost of the court reporter shall be borne equally by the parties. The cost to receive a transcript of the hearing shall be borne by the party requesting the transcript.
e. Representation
The firefighter, at his or her request, may be represented by an association representative or attorney at all stages of the proceedings. All costs associated with such representation shall be borne by the firefighter. The firefighter’s choice of representative will only be limited as permitted by law.
21 f. Decision
The decision shall be in writing pursuant to Government Code §11425.50. The decision shall be served by first class mail, postage pre-paid, upon the firefighter as well as his/her attorney or representative, shall be accompanied by an affidavit or certificate of mailing, and shall advise the firefighter that the time within which judicial review of the decision may be sought is governed by Code of Civil Procedure § 1094.6.
D. Response to a Proposed Disciplinary Action Involving Discharge, Demotion or Suspension for More than One (1) Shift.
1. Pre-Disciplinary Response
In those instances where the procedures in Government Code §§ 11400, et seq., are inapplicable, a firefighter may respond to a proposed disciplinary action to the Fire Chief or designee orally, in writing or both. If the firefighter requests a meeting to orally respond to the proposed discipline, the Fire Chief or his/her designee shall meet with the employee within ten (10) days of receiving the request.
2. Decision
The Fire Chief or his/her designee shall issue his/her decision in writing within ten (10) days of the later occurrence of (a) receipt of the employee’s written response or (b) meeting with the employee to hear the employee’s oral response to the proposed discipline. If the employee fails to timely respond either orally or in writing to the notice of proposed discipline, the employee will be deemed to have waived his/her right to respond to the proposed discipline. The Fire Chief or his/her designee shall issue a written decision regarding the proposed discipline, even if the employee fails to timely respond to the proposed discipline.
3. Post Disciplinary Appeal
If the decision of the Fire Chief or his/her designee is to proceed with disciplinary action involving discharge, demotion or suspension of a firefighter for more than one (1) shift, the discipline may be imposed not sooner than 48 hours after notifying the firefighter, subject to the right of appeal under Section E of this Article 40.
E. Appeal of a Disciplinary Decision Involving Discharge, Demotion or Suspension of Firefighter for More than One (1) Shift.
In those instances where the procedures in Government Code §§ 11400, et seq., are inapplicable to an administrative appeal, the administrative appeal shall be conducted in accordance with Chapter 5 (commencing with Section 11500) of Part 1 of Division 3 of Title 2 of the California Government Code.
1. Notice of Discipline as Accusation
22 The final notice of discipline which may be issue at the conclusion of any pre- disciplinary procedures shall serve as the Accusation as described in Government Code §§ 11500, et seq. The notice shall be prepared and served in conformity with the requirements of Government Code §§11500, et seq.
2. Administrative Law Judge
Except as otherwise mutually agreed, an administrative law judge will preside over and will hear the appeal case sitting alone, pursuant to Government Code § 11512 (a). The administrative law judge shall rule on the admission and exclusion of evidence and shall exercise all other powers relating to the conduct of the hearing.
3. Waiver of Administrative Law Judge
Pursuant to Government Code § 11445.40, the firefighter may waive use of an administrative law judge and elect to have the hearing conducted by a neutral hearing officer. The parties may mutually agree to a hearing office or may select a hearing officer from a list of seven (7) potential hearing officers provided by the California State Mediation and Conciliation Service. If a list is secured, a coin flip will determine which party will strike the first name from the list and then the parties will alternate strike until only one name remains. That person shall be designated as the hearing officer. Except as otherwise mutually agreed, the hearing officer will preside over and hear the appeal case sitting alone.
4. Time and Place of Hearing
Pursuant to Government Code § 11508, unless otherwise mutually agreed, a hearing shall be conducted in the City of Fairfield, at an appropriate City facility.
5. Notice of the Hearing
Notice of the hearing shall be provided to the parties pursuant to Government Code § 11509.
6. Expenses
Except as otherwise required by law, the fees and expenses of the hearing officer/administrative law judge and court reporter shall be borne equally by the parties. 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. A party requesting a transcript to the hearing shall bear the cost thereof.
7. City Manager’s Decision
The hearing officer/administrative law judge shall make a recommendation to the City Manager or designee to sustain, modify, or reverse the disciplinary action, pursuant to Government Code § 11517(c). A copy of the recommendation will be given to the employee. The City Manager or designee may accept, reject or modify the recommendation of the hearing officer/administrative law judge. Such acceptance, rejection, or modification taken shall be final. Judicial review of the City Manager's decision may be had pursuant to Government Code § 11523.
23 ARTICLE 17. DRUG AND ALCOHOL TESTING
The parties will follow the City of Fairfield Reasonable Suspicion Drug and Alcohol Testing Policy and Procedure as specified for City of Fairfie1d employees.
ARTICLE 18. EMPLOYEE ASSISTANCE PROGRAM (EAP)
The Fire Chief and department managers may require employees covered by the Association to attend an EAP counseling session(s) during working hours. The purpose of the session(s) is to assist the employee in receiving advice about workplace issues.
ARTICLE 19. LAYOFF PROCEDURE
A. Statement of Intent
If it becomes necessary for the City to abolish any position, the employee holding such position or employment may be laid off or demoted. Such layoffs shall not be considered disciplinary actions for appeal purposes.
B. Notification
Employee to be laid off or demoted shall be given, whenever possible, at least thirty (30) calendar days prior written notice. In lieu of the thirty days written notice, the City may choose to give the laid off employee up to 30 days severance pay.
C. Vacancy and Demotion
Except as otherwise provided, whenever there is a reduction in the work force, the appointing authority shall first demote to a vacancy, if any, in a lower class for which the employee is qualified. All persons so demoted shall have their names placed on the re- employment list.
When the Director of Human Resources believes that the best interest of the City requires the retention of employees with special qualifications, characteristics, skills and fitness for the work, the Director of Human Resources may prepare a written request to the City Manager to grant an exception to the order of layoff after consultation with representative of the recognized employee association.
An employee affected by the layoff shall have retreat rights to displace an employee in the same department who has less seniority in a lower class in the same class series or in a lower classification in which the affected employee once had permanent status. For the purpose of this section, seniority includes all periods of full-time service at or above the classification level where the layoff is to occur.
D. Seniority
In order to retreat to a lower class an employee must request displacement action in
24 writing to the Human Resources Department within five (5) business days of receipt of the notice of layoff.
Employees retreating to a lower or similar class shall be placed at the salary step representing the least loss of pay. In no case shall the salary be increased above that received in the class from which the employee was laid off. Employees retreating to a lower or similar class shall serve a probationary period in the new class unless they have previously successfully completed a probationary period in the class.
E. Employment Status
In each of the positions, employees shall be laid off according to employment status in the following order: temporary, provisional, probationary, and permanent.
Temporary, provisional, and probationary employees shall be laid off according to the needs of the service as determined by the appointing authority.
Employees shall be laid off in inverse order of seniority in City service.
F. Re-employment List
The names of persons laid off or demoted in accordance with these rules shall be entered upon a re-employment list. Such list shall be used by the appointing authority when a vacancy arises in the same or lower class position before certification is made from the eligible list.
G. Duration of Re-employment List
Names of persons laid off shall be carried on a re-employment list for two (2) years, except that persons appointed to permanent position of the same level as that which laid off, shall, upon such appointments, be dropped from the list. Persons who refuse re-employment shall be dropped from the list. Persons re- employed in a lower class shall be continued on the list for a higher position for two (2) years. All persons re- employed after one (1) year shall be required to serve a new probation period.
ARTICLE 20. NO STRIKE
The Association, on its own behalf and on behalf of the unit employees it represents, agrees that during the term of this MOU, and throughout all periods when there is any effort or procedure underway to arrive at a successor Agreement, and during any period when the law prohibits strike activity, there will be no strike, work stoppage, concerted unauthorized absences, slow-down, or refusal to cross picket lines of any sort, and that the Association will not directly or indirectly encourage or condone such actions by unit employees.
Any bargaining unit member violating this provision shall be subject to disciplinary action, up to and including termination of employment.
25 This provision may be specifically enforced in any court of competent jurisdiction.
ARTICLE 21. MANAGEMENT RIGHTS
A. 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 fire protection activities are conducted, managed, and administered, and the Association recognizes the exclusive rights of the City to establish and maintain Departmental rules and procedures for the administration of the Fire Department during the term of this Agreement, provided that such rules and procedures do not violate any of the specified express provisions herein.
B. The City retains the exclusive right and authority to schedule work and/or overtime work as required in the manner most advantageous to the City.
C. 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.
D. 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.
E. The City shall determine work assignments, and establish methods and processes by which assignments are performed.
F. The City shall have the right to transfer or reassign employees within the Fire Department in a manner most advantageous to the City.
G. Except as otherwise specifically provided in this Agreement, the City retains unqualifiedly all rights and authority to which by law the City is entitled.
H. The City shall have the authority to affect reorganization of the Fire Department.
I. 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.
J. The Association pledges cooperation to increasing Departmental efficiency and effectiveness. Any and all rights concerning the management, organization, and direction of the Fire Department shall be exclusively the right of the City unless otherwise provided by the express terms of this Agreement as permitted by law.
ARTICLE 22. EMPLOYEE AND ASSOCIATION RIGHTS
26 A. The Association and covered employees shall have those rights conferred by the Meyers- Milias-Brown Act, Government Code section 3500, et seq.
B. 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.
C. 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; and,
3. 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 out of the normal working hours.
D. 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 duty hours without the consent of the Department Head or the Municipal Employee 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
27 conducted during normal business hours.
E. Recognized employee organizations may, with prior approval of the Municipal Employee Relations Officer or Fire Chief, 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.
F. 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.
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.
G. 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 party will make a good faith effort to respect the rights of the other party at all times during the life of the Agreement.
ARTICLE 23 SEPARABILITY AND INTEGRATION
Except as specifically provided herein, if any article or provision of this Agreement, or any portion thereof is in conflict or inconsistent with applicable laws, or otherwise held to be invalid or unenforceable by any tribunal of competent jurisdiction, such article or provisions, or portion thereof shall be suspended and superseded by such applicable law and the remainder
28 of such article, provision, or portion thereof of the Agreement shall not be affected thereby.
ARTICLE 24 RE-OPENER
The City will meet and confer with FFMA representatives, upon request, in the event that the City makes any changes in the FPFA agreement during the term of the FFMA agreement in any of the following MOU provisions: Wages; Health and Dental; PERS; Uniform Allowance; Life Insurance; Sick Leave; Vacation. Such requests to meet and confer must be made within the earlier of 30 calendar days following (1) the effective date of a covered change or (2) knowledge of a covered change by any officer, steward or representative of FFMA. An FPFA MOU change will not have an impact on the FFMA MOU, and will not be subject to the duty to meet and confer, if it does not reduce internal wage alignments below the agreed minimum as defined in Section 8. Wages, or result in less favorable benefits to FFMA members, as compared to FPFA, in the listed areas.
ARTICLE 25 ME TOO CLAUSE
The City will increase FFMA salary and/or benefits by the same amount as it negotiates any increases in wages and/or benefits for FPFA after the conclusion of the negotiations between the City and FFMA for this MOU. This “Me Too” provision therefore applies to increases to wages and/or benefits that the City negotiates with FPFA between the date that the City Council adopts this MOU and the date that the FFMA and the City begin negotiations for a successor MOU. The definition of salary and benefit are those items traditionally thought of at the bargaining table such as medical contributions, PERS contributions, time off, incentive pays, and salary increases. This Article does not apply to the changes in Retiree Health Contributions and the $750.00 per employee lump sum payment in the 2017-2021 FPFA MOU.
29 SIGNATURE PAGE FOR MEMORANDUM OF UNDERSTANDING
REACHED BETWEEN
THE REPRESENTATIVES OF THE CITY AND
THE FAIRFIELD FIRE MANAGERS’ ASSOCIATION
City of Fairfield Fairfield Fire Managers’ Association
___________________________ ______________________________ David J. Gassaway Steven Conti John Sturdee
Interim City Manager President
___________________________ ______________________________ Date Date
Agenda Item No: L.5
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Resolution 2025-262 HR Amending the Departmental Position Control List for the Information Technology Department
Amending the Departmental Position Control List for the Information Technology Department
Funding Source: N/A
Contact: Farbod Pirouzmand; (707) 428-7397
RECOMMENDED ACTION
Adopt resolution.
STATEMENT OF ISSUE
The Human Resources (HR) Department recommends that the City Council approve the amendment of one senior IT analyst position to an information technology manager position within the Information Technology (IT) Department. Additionally, staff recommends amending one vacant senior IT analyst position to an IT analyst II, with the resulting salary savings applied to offset the cost of the proposed upgrade.
DISCUSSION
The IT Department is responsible for delivering critical technology services to all City departments. Among these services, Geographic Information Systems (GIS) play a vital role in supporting planning, public safety, utilities, and community engagement.
Currently, GIS operations are managed under a senior IT analyst classification. However, due to the increasing complexity, strategic importance, and cross -departmental coordination required for GIS initiatives, staff have determined that a higher level of leader ship is necessary to effectively manage these responsibilities.
The proposed IT manager position will lead a small but highly specialized team of GIS professionals. This role will be responsible for:
Developing and implementing the City’s GIS strategy
Overseeing GIS data governance and integration across departments Managing GIS-related projects and vendor relationships Ensuring alignment with citywide technology goals and initiatives This reorganization will provide the necessary leadership to elevate the City’s GIS capabilities and ensure long-term sustainability and innovation in this area. To help offset the cost of this upgrade, the department proposes downgrading the currently vacant Senior IT Analyst position to an Analyst II. This adjustment aligns with the department’s current staffing needs and allows for a more cost -effective allocation of resources.
The proposed upgrade of the senior IT analyst position to an IT manager will result in an increased annual cost of $31,656. To offset this cost, the department proposes downgrading the currently vacant Senior IT Analyst position. The financial breakdown is discussed below:
Downgrade to IT Analyst II
Annual savings: $27,323
Net savings after applying the cost of the upgrade: $4,333
The department recommends proceeding with the downgrade to IT Analyst II, which provides cost savings while still meeting operational needs. The resulting net savings of $ 4,333 will be retained within the department’s existing budget for fiscal year 2025-2026.
Upgrading the Senior Analyst position to an IT manager is a strategic investment in the City’s GIS capabilities. This change will enhance service delivery, improve data-driven decision-making, and ensure the City remains responsive to evolving techno logy needs. Therefore, staff recommend approval of the proposed amendment and associated budget adjustments.
FINANCIAL IMPACT
The proposed upgrade of the senior IT analyst position to an IT manager will not increase staffing costs in the department’s budget.
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The City Council may choose not to approve this resolution and direct staff to maintain the current senior analyst classification. This option does not provide the level of leadership required to manage the City’s growing GIS needs.
The council may also choose to direct staff to contract out GIS leadership: This approach will have to be negotiated with the Fairfield General Management Association and may result in higher long-term costs and reduced institutional knowledge.
COORDINATED WITH:
Finance Department and Information Technology Department
STAFF CONTACT
Farbod Pirouzmand, Assistant City Manager/Director of Human Resources (707) 428-7397
[email protected]
ATTACHMENTS
Attachment 2: Proposed Resolution
CITY OF FAIRFIELD
RESOLUTION NO. 2025-262
AMENDING THE DEPARTMENTAL POSITION CONTROL LIST FOR THE INFORMATION
TECHNOLOGY DEPARTMENT
WHEREAS, the City C ouncil approved the Departmental Position Control List , the listing of classifications and salaries; and
WHEREAS, changes to the Departmental Position Control List may only be made by Resolution of the council; and
WHEREAS, changes to the Departmental Position Control list is necessary to ensure the effective operations of services to the community; and
WHEREAS, changes to the Departmental Position Control list will amend position classifications for the Information Technology Department.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:
Section 1. That i t approves the following changes to the Departmental Control List for the following departments:
Information Technology
Addition of 1.0 Information Technology Manager
Addition of 1.0 Information Technology Analyst II
Deletion of 1.0 Senior IT Analyst
Section 2. The city manager or their designee is hereby authorized and directed to do all things necessary to implement this resolution.
PASSED AND ADOPTED this 16th day of December 2025, by the following vote:
AYES: COUNCILMEMBERS: MOY / BERTANI / CARR / PANDURO / TONNESEN / SANDHU / WILLIAMS
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
MAYOR
ATTEST:
____________________________
CITY CLERK
Agenda Item No: L.6
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: CM Survey Results on General Purpose Sales Tax
Survey Results Regarding a Potential Fairfield General Purpose Transaction and Use Tax (Sales Tax) Increase
Funding Source: N/A
Contact: Farbod Pirouzmand, (707) 428-7397
RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.
STATEMENT OF ISSUE
At the September 16, 2025, City Council meeting, staff were directed to enter into a contract with Probolsky Research to conduct a survey of Fairfield voters regarding a ballot measure to raise the General Purpose Transactions and Use Tax (Sales Tax) by one cent. Staff request that the council receive a report from the consultant on the results of the voter survey and provide direction on whether to place such a tax measure on the November 2026 general election ballot.
DISCUSSION
The council directed staff to enter into a contract with Probolsky Research to conduct a survey of eligible Fairfield voters to gather feedback from residents on their views of City services and their support for a one-cent increase in the General Purpose Transaction s and Use Tax, more colloquially known as the “sales tax.”
The consultants received 400 complete responses to their survey, which is statistically representative of eligible voters’ view of local government and their support or lack thereof for a one-cent increase to the city’s sales tax. Fairfield currently has the second lowest sales tax in the county at 8.375%.
Probolsky Research has created a summary presentation for the Council to review the results of their findings.
Here are some of the highlights of the presentation. Fairfield voters shared their top three concerns in the survey, which are as follows:
1. Homelessness and the City’s response
2. Public Safety/Crime in the City
3. Controlling Growth and Development within the City
Voters also shared their general level of sati sfaction with Fire, Police, Parks & Recreation, and Public Works services provided to the community. They are supportive of a tax measure that will be used for local services and that includes a citizen oversight committee to review the spending on such programs. The current Measure P committee will continue as th e oversight committee to ensure tax revenue is spent as intended by Fairfield voters.
As part of their survey, the consultants also asked Fairfield voters if they would support changing the City Clerk’s and the Treasurer’s Offices from being elected by the public to being appointed by City Council. The city has grown significantly in recent decades, and the complexity and volume of the council’s agenda demand a professional city clerk to help the council with its agenda management. Similarly, the complexity of city finances requires a finance professional to be appointed as the City’s Treasurer and perform this office’s duties and carry out its responsibilities.
Probolsky Research will also present information on voters’ views regarding the council appointing professionals to the above functions or continuing with elections to decide who will be Fairfield’s city clerk and treasurer.
FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A
ALTERNATIVE ACTION
The council may direct staff not to move forward with placing a measure for a one-cent sales tax increase on the November 2026 general election ballot and may direct staff to perform further analysis or solicit additional voter sentiment.
COORDINATED WITH
City Attorney’s Office
STAFF CONTACT
Farbod Pirouzmand, Assistant City Manager
(707) 428-7397
[email protected]
ATTACHMENTS
Attachment 2: Probolsky Research Executive Summary of Voter Survey Results
City of Fairfield
Sales Tax Measure Survey
Results Presentation
November 2025
Opinion Research on
Elections and Public Policy
PROBOLSKY RESEARCH
100 Pine Street Suite 1250 San Francisco CA 94111
Newport Beach
(949) 855-6400
San Francisco
(415) 870-8150
Washington DC
(202) 559-0270Page 276 of 356
1 City of Fairfield – Sales Tax Measure Survey
Survey Methodology*
Survey Details
Mode Phone (landline and mobile)
Online (email and text to web)
Language English and Spanish
Length 20 minutes
Target
Respondents
City of Fairfield likely 2026 General Election voters
Survey Fielding October 31 – November 6, 2024
Margin of Error +/-5%
Survey
Participants
400
Sample
The sample was developed from the voter files originally compiled by the Solano County Registrar of Voters. We
matched the demographics of City of Fairfield likely 2026 General Election voters.
Data Collection Explained
Interviews were conducted with live interviewers by phone (40%) and online survey methods (60%). Phone
participants were interviewed through landline (36%) and mobile (64%) calls. Online participants were invited by email (40%) and text message (60%) to access the survey by computer, tablet, or smart phone.
Respondents in all modes chose their preferred language, English (92%) and Spanish (8%).
Security measures precluded individuals from completing the survey more than once.
Probolsky Research is a Latina- and woman-owned market and opinion research firm with corporate, election, government, and non-profit clients. *Due to rounding, totals shown on charts may not add up to 100%
2 Homelessness stands out as the top-of-mind issue
mentioned in Fairfield
Question 1: In your own words, what do you feel is the most important issue facing Fairfield today? [OPEN ENDED QUESTION]*
34.5%
16.0%
8.3%
6.5%
6.0%
6.0%
5.0%
4.8%
3.0%
2.3%
1.5%
1.0%
1.0%
1.0%
2.5%
0.3%
0.5%
Homelessness
Public safety/Drugs/Crime
Over population/Controlling growth/Development
Housing affordability
Infrastructure/Transportation/Traffic/Roads
Quality of life/Community wellbeing
Government
Jobs/Economy
Inflation/High cost of living
Environmental issues
Moral issues
Education/Schools/Higher education
Poverty
Taxes
Other
Nothing/No issues
Unsure
*Open-ended responses reflect what is top of mind for voters without prompts. Results may appear lower in percentage, but still highlight the most urgent and spontaneous concerns. Page 278 of 356
3 90% rate the overall quality of life in Fairfield as
good or fair
Question 2: How would you rate the overall quality of life in Fairfield?
48.0%
41.5%
10.3%
0.3%
Good Fair Poor Unsure
89.5%
4 57% are satisfied with the job the City is doing
providing services to residents
Question 5: In general, are you satisfied or unsatisfied with the job the City of Fairfield is doing providing services to residents?
56.5%
39.0%
4.5%
Satisfied Unsatisfied Unsure
83.3%
8.0% 8.8%
Satisfied Unsatisfied Unsure
68.5%
25.0%
6.5%
Satisfied Unsatisfied Unsure
Satisfaction with services: Fire, Police, Parks, Public Works Question 6: Are you satisfied or unsatisfied with the firefighting, medical aid, emergency preparedness, and rescue services provided by the Fairfield Fire Department?
Question 7: Are you satisfied or unsatisfied with the public safety services provided by the Fairfield Police Department?
Question 8: Are you satisfied or unsatisfied with the services provided by the City of Fairfield Public Works Department, including street maintenance, street sweeping, traffic signals and streetlights, sidewalks/trees, and stormwater/drainage?
60.0%
39.0%
1.0%
Satisfied Unsatisfied Unsure
Question 9: Are you satisfied or unsatisfied with how the city maintains parks and recreation facilities?
62.0%
28.3%
9.8%
Satisfied Unsatisfied Unsure
5Page 281 of 356
6 The largest gap between importance and satisfaction
is in responding to homelessness at 65%
Question 13: Now we have a list of issues that may be relevant to residents of Fairfield. Please select all the ones thatare very important to you personally. Select all that apply.
Question 14: Thinking of the same list of issues, please select all the ones that you are personally satisfied with. Select all that apply.
75.3%
66.5%
51.8%
47.8%
48.8%
41.3%
45.0%
40.5%
68.5%
43.8%
19.5%
20.0%
10.0%
22.0%
12.8%
9.3%
11.5%
12.3%
18.3%
18.5%
47.0%
29.0%
9.5%
13.8%
Responding to homelessness
Maintaining streets, sidewalks, and crosswalks
Managing growth and development
Keeping local taxes low
Managing city finances
Improving traffic flow
Maintaining facilities and services for youth and seniors Preparing for disasters like earthquakes, flooding, and wildfires Providing effective public safety, including 911 emergency medical/Police/Fire response
Maintaining parks and recreation facilities
Supporting local non-profits
Creating new open spaces and parks
Importance Satisfaction
65.3%
44.5%
39.0%
38.5%
37.3%
29.0%
26.7%
22.0%
21.5%
14.8%
10.0%
6.2%
Delta
7 Initial vote: The measure mentioning a one cent
increase has majority support
Now please consider a ballot measure that could come before Fairfield voters next year. Please indicate if you would vote yes, or vote no.
Question 15: To prevent cuts to Fairfield’s Fire and Police Departments, maintain rapid responses to 911 emergencies, strengthen public safety by preserving neighborhood patrols, fix potholes and repair neighborhood streets, and for general government use, shall an ordinance be adopted to extend the City’s sales tax and increase the rate by one cent per dollar until ended by voters, adding approximately $22,570,000 annually, with strict accountability, annual audits, citizen oversight, and all funds staying in Fairfield?
55.3%
36.5%
8.3%
Vote yes Vote no Unsure
8 61% are more likely to vote yes knowing that every dollar from the sales tax would stay in Fairfield and couldn’t be taken by the state or federal government
Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 19: Every dollar generated by this sales tax measure would stay and be used in Fairfield and cannot be taken by the state or federal government. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax increase? More likely to vote yes
60.8%
Makes no difference to me
16.8%
More likely to vote no
17.5%
Unsure
5.0%
9 53% are more likely to vote yes knowing that the measure requires citizen oversight and financial audits
Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 20: This sales tax measure will require independent citizens oversight, mandatory financial audits, and yearly reports to the community to ensure the funds are spent as promised. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax increase? More likely to vote yes
53.3%
Makes no difference to me
20.5%
More likely to vote no
20.3%
Unsure
6.0%
10 48% are more likely to vote yes knowing that the City’s deficit may force it to use reserves and reduce staff if the measure doesn’t pass
Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 21: The City is operating under a budget deficit, and if the sales tax measure does not pass, the City would likely need to deplete reserves and eventually lay off employees to maintain fiscal stability. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax increase? More likely to vote yes
47.5%
Makes no difference to me
21.3%
More likely to vote no
21.8%
Unsure
9.5%
42% are more likely to vote yes knowing that the City has tightened spending, lowering department budgets by an
average of 5%
11 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 22: Over the past few years, the City has taken many steps to be even more fiscally responsible. The City has reduced departmental budgets by an average of 5%. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax increase? More likely to vote yes
41.8%
Makes no difference to me
29.0%
More likely to vote no
20.5%
Unsure
8.8%
12 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 23: Sales tax is not charged on groceries, prescriptions or services. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax measure?
More likely to vote yes
43.5%
Makes no difference to me
32.8%
More likely to vote no
18.5%
Unsure
5.3%
44% are more likely to vote yes knowing that sales tax is not charged on groceries, prescriptions or services
13 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 24: The City has already frozen 25 positions and reduced the General Fund budget by 3.77%, updated user fees to better capture actual costs of providing services, modernized the business license tax, and raised the transient occupancy tax paid by tourists and visitors when staying at hotels, yet deficits continue. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax measure? More likely to vote yes
39.5%
Makes no difference to me
24.3%
More likely to vote no
25.3%
Unsure
11.0%
40% are more likely to vote yes knowing that the City has made major cuts, updated fees, and increased taxes, but budget deficits persist
14 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 25: Without new revenue, the City’s cost-cutting options include park closures, fewer police patrols, fire station brownouts, reduced community events, and cuts to street and facilities maintenance. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax measure? More likely to vote yes
54.5%
Makes no difference to me
14.5%
More likely to vote no
20.5%
Unsure
10.5%
55% are more likely to vote yes knowing without added
revenue, the City may have to reduce patrols, close parks, brown out fire stations, and cut maintenance and events
15 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 26: Even with an increase, Fairfield’s total sales tax rate would remain below the Solano County maximum of 9.75%. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax measure? More likely to vote yes
41.0%
Makes no difference to me
26.3%
More likely to vote no
24.3%
Unsure
8.5%
41% are more likely to vote yes knowing that even with an increase, Fairfield’s total sales tax rate would remain below the Solano County maximum
16 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 27: In the November 2024 election, 4 of 7 Solano County cities increased sales tax, and Fairfield’s current 8.375% is lower than 5 of 7 nearby cities. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax measure? More likely to vote yes
40.3%
Makes no difference to me
28.0%
More likely to vote no
26.8%
Unsure
5.0%
40% are more likely to vote yes knowing that Fairfield’s sales tax is lower than 5 of 7 nearby cities
17 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 28: Some say we should act now because other agencies could use the county’s sales-tax capacity for regional projects like BART, leaving Fairfield less room to fund local needs. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax measure? More likely to vote yes
37.5%
Makes no difference to me
25.3%
More likely to vote no
24.8%
Unsure
12.5%
38% are more likely to vote yes knowing that Fairfield should act now before other agencies use the County’s sales-tax capacity for regional projects
18 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 29: With rising prices for just about everything, including gas, groceries and housing this is simply the wrong time to increase taxes on residents making their cost of living go up. Does knowing this make you more likely to vote yes or more likely to vote no on the proposed sales tax increase? More likely to vote yes
20.5%
Makes no difference to me
22.0%
More likely to vote no
50.5%
Unsure
7.0%
51% are more likely to vote no knowing that with inflation driving up everyday expenses, this isn’t the right time to add more taxes
19 For 40% of voters reading that sales tax are
regressive makes no difference
Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 30: Here is a statement you might hear from a neighbor: “Sales taxes are regressive, hurting low-income residents the most.” Does hearing this this make you more likely to vote yes or more likely to vote no on the proposed sales tax increase? More likely to vote yes
14.3%
Makes no difference to me
39.8%
More likely to vote no
37.3%
Unsure
8.8%
20 Now we have some additional information about the potential ballot measures. Please consider each message and indicate whether it makes you more likely to vote yes or more likely to vote no on the proposed sales tax increase. If it makes no difference to you, just say so.
Question 31: Here is a statement you might hear from a neighbor: “Fairfield wouldn't need the sales tax increase if it managed its finances better and cut spending.” Does hearing this make you more likely to vote yes or more likely to vote no on the proposed sales tax increase? More likely to vote yes
20.0%
Makes no difference to me
37.8%
More likely to vote no
34.5%
Unsure
7.8%
For 38% of voters reading that the City wouldn't
need the sales tax increase if it managed its
finances better makes no difference
21 Message Effectiveness
Positive messages Percent More Likely
to Vote Yes
Every dollar generated by this sales tax measure would stay and be used in Fairfield and cannot be taken by the state or federal government. 60.8% Without new revenue, the City’s cost-cutting options include park closures, fewer police patrols, fire station brownouts, reduced community events, and cuts to street and facilities maintenance. 54.5%
This sales tax measure will require independent citizens oversight, mandatory financial audits, and yearly reports to the community to ensure the funds are spent as promised. 53.3%
The City is operating under a budget deficit, and if the sales tax measure does not pass, the City would likely need to deplete reserves and eventually lay off employees to maintain fiscal stability 47.5%
Sales tax is not charged on groceries, prescriptions or services. 43.5% Over the past few years, the City has taken many steps to be even more fiscally responsible. The City has reduced departmental budgets by an average of 5%. 41.8% Even with an increase, Fairfield’s total sales tax rate would remain below the Solano County maximum of 9.75%. 41.0% In the November 2024 election, 4 of 7 Solano County cities increased sales tax, and Fairfield’s current 8.375% is lower than 5 of 7 nearby cities. 40.3% The City has already frozen 25 positions and reduced the General Fund budget by 3.77%, updated user fees to better capture actual costs of providing services, modernized the business license tax, and raised the transient occupancy tax paid by tourists and visitors when staying at hotels, yet deficits continue. 39.5% Some say we should act now because other agencies could use the county’s sales-tax capacity for regional projects like BART, leaving Fairfield less room to fund local needs. 37.5%
Negative messages Percent More Likely
to Vote No
With rising prices for just about everything, including gas, groceries and housing this is simply the wrong time to increase taxes on residents making their cost of living go up. 50.5%
Here is a statement you might hear from a neighbor: “Sales taxes are regressive, hurting low-income residents the most.” 37.3% Here is a statement you might hear from a neighbor: “Fairfield wouldn't need the sales tax increase if it managed its finances better and cut spending.” 34.5%
22 Informed vote: The measure mentioning a one
cent increase has majority support
Knowing what you know now, if the election were held today, how would you vote on this ballot measure? Question 32: To prevent cuts to Fairfield’s Fire and Police Departments, maintain rapid responses to 911 emergencies, strengthen public safety by preserving neighborhood patrols, fix potholes and repair neighborhood streets, and for general government use, shall an ordinance be adopted to extend the City’s sales tax and increase the rate by one cent per dollar until ended by voters, adding approximately $22,570,000 annually, with strict accountability, annual audits, citizen oversight, and all funds staying in Fairfield?
55.3%
36.5%
8.3%
53.5%
37.0%
9.5%
Vote yes Vote no Unsure
initial Informed initial initialInformed Informed
23 49% agree with Gomez in that it's ok to pay more
taxes to keep the community safe and improve
quality of life
Question 36: Here are statements made by two Fairfield residents. Please indicate which statement you agree with more.
Gomez says, “I want Fairfield to invest in our community’s future and I am OK with paying a little bit more in sales tax to keep our community safe and improve our quality of life.”.
Duran says, “I already pay enough taxes and don’t receive much out of it—the city should spend the money it already gets more responsibly. Fix whatever needs fixing without trying to impose new taxes on residents.”.
48.8%
39.5%
11.8%
Agree with Gomez Agree with Duran Unsure
24 41% are unsure about their vote for making the
City Clerk office appointive
If there was an election in Fairfield today, would you vote yes or no on the following ballot measures? Question 38: Shall the office of the City Clerk for the City of Fairfield be appointive?
23.5%
35.3%
41.3%
Vote yes Vote no Unsure
25 44% would vote no on making the office of the City
Treasurer appointive
If there was an election in Fairfield today, would you vote yes or no on the following ballot measures? Question 39: Shall the office of the City Treasurer for the City of Fairfield be appointive?
25.0%
44.3%
30.8%
Vote yes Vote no Unsure
26 Demographics
27 Respondent demographics by gender, age, ethnicity, years of residency, education, party and zip code
45.5%
52.5%
2.0%
Male
Female
Unknown
16.5%
10.0%
12.3%
24.5%
36.8%
18-29
30-39
40-49
50-64
65+
22.0%
44.5%
10.5%
6.8%
16.3%
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific Islander
Other
Gender Age Ethnicity Years of residency Education Party Zip code
2.8%
8.3%
8.5%
13.8%
66.8%
4.5%
0-2 years
3-5 years
6-10 years
11-19 years
20+ years
Prefer not to answer
50.8%
25.8%
17.3%
6.3%
Democratic
Republican
No Party Preference
Other
62.0%
38.0%
No college
College
55.8%
43.3%
1.0%
94533
94534
94535
Questions?
Adam Probolsky, President
O: 949-855-6400 | M: 949-697-6726
E: [email protected]
Sergio Martinez, Research Analyst
E: [email protected]
Opinion Research on
Elections and Public Policy
PROBOLSKY RESEARCH
100 Pine Street Suite 1250 San Francisco CA 94111
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Agenda Item No: M.1
AGENDA REPORT
DATE: December 16, 2025
TO: Mayor and Council
FROM: David Gassaway, City Manager
SUBJECT: Ordinance 2025-13 PW Repeal and Replace Chapter 22 of the Fairfield Municipal Code
Repeal and Replace Chapter 22 of the Fairfield Municipal Code in its Entirety
Funding Source: N/A
Contact: Michael J. Hether, (707) 428-7485
RECOMMENDED ACTION
Hold public hearing, waive full reading, read by title only, and introduce ordinance for first reading.
STATEMENT OF ISSUE
The proposed ordinance repeals and replaces Chapter 22 of the Fairfield Municipal Code (Municipal Code) in its entirety to update and modernize Chapter 22 of the Municipal Code.
DISCUSSION
The Municipal Code was first published in 1960. Specifically, chapter 22 of the Municipal Code has been updated and revised over the years through various ordinances to reflect changes in laws, regulations, and operational practices required for the effective management of water utility in a changing environment.
The proposed update to the Municipal Code seeks to modernize the c hapter in a cohesive and comprehensive manner. While much of the code remains intact, there are a number of changes which not only update the language of the chapter but also modify the org anization of the chapter itself. Given the scope of these changes, the City Attorney’s Office has recommended repealing and replacing the entire chapter 22. This creates a clean and updated version of the chapter and aligns with standard practices that other cities have enacted when significant modifications occur to a municipal code chapter.
FINANCIAL IMPACT
N/A
PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
Staff published a notice of public hearing in the Daily Republic newspaper on November 5, 2025, and an additional public hearing notice was published for the date of December 2, 2025. A subsequent public hearing notice will be published in the Daily Republic to indicate that the new public hearing date has been rescheduled to December 16, 2025.
ALTERNATIVE ACTION
The City Council may choose to do any of the following: either approve the proposed and updated ordinance, as recommended; or deny the proposed a nd updated ordinance. Rejecting the proposed ordinance would maintain the current chapter 22 of the Municipal Code.
COORDINATED WITH
City Attorney’s Office
STAFF CONTACT
Michael J. Hether, Assistant Public Works Director - Utilities (707) 428-7485
[email protected]
ATTACHMENTS
Attachment 2: Proposed Ordinance
Attachment 3: Exhibit A – Updated City of Fairfield Municipal Code Chapter 22 Attachment 4: Exhibit B – Current City of Fairfield Municipal Code Chapter 22
CITY OF FAIRFIELD
ORDINANCE NO. 2025-13
REPEAL AND REPLACE CHAPTER 22 OF THE FAIRFIELD MUNICIPAL CODE IN ITS
ENTIRETY
THE CITY COUNCIL OF THE CITY OF FAIRFIELD DOES ORDAIN AS FOLLOWS:
SECTION 1. Chapter 22 of the Fairfield Municipal Code is hereby repealed and replaced in its entirety to read as designated in “Exhibit A” of this Ordinance.
SECTION 2. This Ordinance shall be effective 30 days following its adoption by the City Council. A summary of this Ordinance shall, within 15 days after passage, be published in accordance with Section 36933 of the Government Code of the State of California with the names of the City Councilmembers voting for and against it.
INTRODUCED at a regular meeting of the City Council of the City of Fairfield on the 16th day of December 2025, and
PASSED AND ADOPTED this ____ day of ______________ 2026, by the following vote:
AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________
_________________________________________________
MAYOR
ATTEST:
___________________________
CITY CLERK
EXHIBIT A
CHAPTER 22.
WATER
Article I. In General.
22.1 Definitions.
For the purposes of this chapter, the following words and phrases shall have the meanings respectively ascribed to them by this chapter.
Applicant. The property owner or his, her, or its authorized agent applying for water service, water service connection, or water main extension.
Chief of police. The chief officer of the police department.
City. The City of Fairfield, a municipal corporation, and its duly authorized representatives.
Code enforcement officer. A non-peace-officer of the police department to enforce local ordinances as authorized by the Chief of Police.
Commercial office. The business office of the department of finance, located in the city hall.
Construction water permit. Permit required of anyone using water for construction purposes prior to installation of permanent meter.
Consumer. A person or entity receiving water service or other services from the Fairfield municipal utilities.
Costs. Actual cost of materials and labor, plus a percentage factor for equipment rental and overhead.
Cross-Connection Control Policy Handbook. The City of Fairfield Cross-Connection Control Policy Handbook, which provides regulations, policies, and procedures, that is prepared, maintained, and updated from time to time by the FMU director and adopted by the city council to prevent contamination of the public water supply from cross-connections and backflow events, prepared in conformance with the State Water Resources Control Board Cross- Connection Control Policy Handbook.
Customer. A person or entity of record receiving water service or other services from the Fairfield municipal utilities.
Demand. The rate of draft of water for specified time; the total quantity of water delivered or received for a specified time.
Delinquent Account. A customer water service account which has an unpaid balance after the due date of bill payment.
EXHIBIT A
Director of Finance. The chief officer of the finance department.
Fairfield municipal utilities. The water division of the public works department of the City. Also known as FMU.
Fire chief. The chief officer of the fire department.
FMU director. The Public Works Director or their designee is city assistant public works director charged with the responsibility of administering, directing, and representing FMU, or his/her designee acting within the scope of assigned duties, as described in more detail in Section 22.3.
FMU regulations. The Fairfield Municipal Utility Regulations, which provides regulations, policies, and procedures, that is prepared, maintained, and updated from time to time by the FMU director and adopted by the city council to implement the rules and regulations in this code and to govern the operation of the FMU.
Main extension. Extension of distribution pipe lines, exclusive of service connections, beyond existing facilities.
Mains. The transmission or distribution pipelines of the water system.
Peace Officer. An sworn law-enforcement officer of the police department.
Premises. That separate identifiable and transferable lot or parcel of real property, including the improvements thereon except that portion thereof having well defined boundaries such as walls, fences or hedges, which prevent the common use of the property by all occupants, for the purpose of this chapter shall be considered separate premises.
Public works director: The chief officer of the department of public works charged with the responsibility of planning, organizing, directing, and reviewing the activities and operations of the public works department including engineering, building, transportation, operations, and FMU, or his/her designee acting within the scope of assigned duties.
Services. The delivering or receiving of water; a water service connection including but not limited to domestic, fire, or irrigation; and act of duty performed by .
Water service. The delivery or receipt of water; a water service connection.
Water service connection. The connection between the water meter and the main, including service pipes, meters and appurtenances through which water delivery is made.
Water system. The entire physical plant thereof, and the distribution system of FMU.
22.2 Purpose of chapter; rates and charges adopted as condition to obtaining water.
This chapter governs the use of all water furnished by the City and shall apply to all users thereof.
Rules as set forth herein are adopted to govern the general operation of the FMU to provide an
EXHIBIT A
efficient and economical water supply while protecting public health and safety. The objectives of this chapter are as follows:
(a) Prevent a public hazard, public nuisance, or other condition detrimental to the public health, welfare and safety, or detrimental to the environment, from developing from or in connection with the distribution and use of water.
(b) Prevent the introduction of contaminants into the City’s water system. (c) Maintain conformance to regulatory requirements regarding water use. (d) Provide for fees and charges that equitably distribute the cost of operation, maintenance, and improvement of the FMU water system to those who benefit.
The city council has the authority to adopt by resolution those FMU regulations which will further the purpose of this chapter, and which do not conflict with the provisions herein.
Rates, fees and charges as set forth herein or in the FMU regulations are adopted as conditions to obtaining water and other services from FMU.
22.3 FMU director responsibility.
The FMU director is responsible for enforcing the provisions of this chapter. Enforcement and penalties of section 22.13 may be used to secure compliance with this chapter. The FMU director shall prepare, maintain, and update the FMU regulations from time to time to implement the provisions of this Chapter.
In addition, the FMU director shall prepare, maintain, and update a cross-connection control plan in conformance with the State Water Resources Control Board Cross-Connection Control Policy Handbook, as may be updated from time to time. The FMU director shall implement and enforce a cross-connection control program in accordance with the FMU cross-connection control plan.
22.4 Conditions of service.
Every person taking water shall be considered as having expressed their consent to be bound by this chapter and the FMU regulations adopted pursuant to section 22.2 of this chapter.
By accepting water service from FMU, customers are deemed to have accepted all conditions of water quality, pressure, and flow. FMU will exercise reasonable diligence and care to deliver to customers a continuous and sufficient supply of water at the meter. FMU shall not be liable for interruptions in supply or variations in water quality or pressure, or any loss or damage occasioned thereby. To the extent practical, FMU shall undertake to give advance notice of such interruptions or variations. FMU reserves the right at any time to shut off delivery for the purpose of protecting public health and the environment, and maintaining, repairing, altering, or changing the size of its facilities. FMU shall not be liable for any loss or damage occasioned by such suspension of service.
During times of threatened or actual water shortage, FMU will apportion its available supply among its customers in the manner that appears most equitable under the circumstances then prevailing with regard to public health and safety.
EXHIBIT A
22.5 Ownership and operation of mains, water meters, and service lines.
FMU retains the ownership of the water system, including water mains, connecting service lines, up to and including the discharge side of the water meters or point of connection for private water systems. The customer owns, operates, and maintains all water piping and appurtenances starting on the discharge side of the water meter, including backflow prevention assembly, pressure-regulating valve, and shut-off valve. For services to fire sprinkler systems, FMU owns water piping from the point of connection of the fire service at the water main, downstream of the isolation valve, to the first fitting immediately upstream of the double check detector assembly.
Operation and inspection of all water system facilities, up to and including the water meter shall be under the management and control of FMU. No persons except authorized employees, agents, or contractors of FMU shall have the right to enter upon, inspect, operate, adjust, change, alter, move, or relocate any portion of the water system facilities.
22.6 Tampering or obstruction of water system prohibited.
No person shall tamper, or place upon or about, any water system valve box, manhole, blowoff, air relief valve, water meter, meter box or vault, or any distribution or delivery facilities or appurtenances, any object, materials, debris, landscaping, planting, or structure of any kind so as to prevent the FMU free access to said items, facilities, or appurtenances at all times.
22.7 Right of entry to customer’s premises.
The City is the sole owner of the water facilities, and of equipment, supplies, warranties, rights-of- way, encroachment permits, and licenses that are acquired therefor. FMU or its duly authorized agents shall have unrestricted access to all city-owned water facilities owned and operated by the city on customer’s premises.
Customer facilities are as described in Article VIII of this chapter. FMU or its duly authorized agents shall at all reasonable times have the right to enter or leave customer’s premises to observe customer facilities to which water service is supplied to see that the rules and regulations of this Chapter and the FMU regulations are followed in the taking and use of water. FMU may enter premises to observe waste of water, conduct hazard assessments, or conduct backflow assembly or cross-connection testing.
22.8 Notice required for removal or displacement of water facilities for construction or street work.
All persons engaged in construction or street work shall give at least ten days’ written notice to FMU for operation, removal, or displacement of water system facilities that may interfere or conflict with street work. Any damage resulting to such facilities from such failure to give notice shall be charged against the person engaged in such work. All costs involved in the removal or displacing of water facilities shall be paid by the person engaged in such work, except where provisions of city encroachment permits or contracts state otherwise.
EXHIBIT A
22.9 Point of delivery-responsibility for handling and loss.
FMU is responsible for handling and transmission of water up to the discharge side of the water meter or point of connection of a fire service line to the water main. Each customer shall bear the risk of loss, and shall be responsible for the carriage, control, handling, storage, distribution and use of all water furnished by FMU from and beyond the point of delivery.
Customer shall be responsible for the following:
(a) Any interruption of service or damage caused by customer-owned spigots, valves or other equipment or fixtures that are open when water is turned on, pressure relief valves, whether when water is turned on originally or when turned on after a temporary shutoff. (b) Connection of the customer's service line to the meter. The customer shall furnish, install and maintain at their own risk and expense that portion of the water system which begins at the outlet side of the meter. Such water receiving equipment shall remain the property of the customer and they shall be responsible for its maintenance and repair. FMU shall have the right to require the customer to adjust, replace or discontinue using any water receiving or regulating equipment on his side of the meter which disturbs or inconveniences other customers. (c) Where reduced or increased pressure is desired by the customer, the customer shall be responsible for installing and maintaining the necessary regulators, backflow devices and relief valves per cross connection control policy handbook. In such cases, the equipment shall be installed on the customer's side of the meter at the customer’s expense. (d) Any loss or damage caused by the negligence, want of proper care, or wrongful act of the customer or any of their tenants, agents, employees, contractors, licensees or permittees in installing, maintaining, using, operating or interfering with any water receiving equipment.
Furthermore, the customer shall be responsible for damage caused by faucets, valves and other equipment which may be open at any time that water is turned on at the meter.
22.10 Permission for selling water.
It shall be unlawful for any person or entity other than FMU to deliver and/or sell water within the corporate limits of the city, or the city’s sphere of influence, without having first obtained a permit from FMU, or received permission to do so from the city council.
Persons or entities issued hydrant water meters in accordance with section 22.25 below are authorized to deliver and/or sell water from FMU.
22.11 Water theft.
The taking of water from an unmetered connection to the city water system except as authorized by this chapter shall be unlawful.
22.12 Disclosure of water customer records.
It is recognized that information concerning the conduct of the people’s business is a fundamental and necessary right, but that access may be withheld where the public interest served by not making
EXHIBIT A
the record public clearly outweighs the public interest served by disclosure of the record. It is hereby found that no public interest is served by the release of names and addresses of and other information relating to water customers where the purpose of such release is to further the private or pecuniary interests of the person or organization requesting release and that the true names and addresses of, and other information relating to water customers does not concern the conduct of the people’s business. Based upon these findings, the names and addresses of and other information relating to water customers which is received by the FMU in the regular course of furnishing water shall not be released to non-governmental persons or entities, except in the event that the person requesting release is able to demonstrate in writing and to the satisfaction of the FMU director that such release relates to studies or investigations concerning the proper conduct of the business of FMU. In such event, the requested information will be furnished upon payment of an amount equal to the actual cost of providing the copy.
22.13 Enforcement and penalties.
The FMU director is authorized to take reasonable and appropriate action to fully implement the provisions of this Chapter. A customer who violates any provisions of this Chapter, any City ordinances associated with water service, any FMU regulations, any provisions of the City’s current Water Shortage Contingency Plan, and/or any City standards, shall be subject to the penalties and enforcement provisions, either:
(a) Any penalties and enforcement provisions of the most current Water Shortage Contingency Plan; (b) Code Section 1.7; or
(c) the administrative citation process provided in Code Chapter 1, Article II.
Application of the enforcement and penalties provisions in this code shall be at the discretion of the FMU director or the City Attorney.
Any peace officer or City code enforcement officer shall have the authority to enforce the provisions of this article. City FMU representatives designated by the FMU director shall also have the authority to write and deliver notices of violations pursuant to this article. (a) When there is evidence that a customer is violating a provision of this Chapter, whether intentionally or unintentionally, the customer may be issued a written warning. Notwithstanding the foregoing, a warning is not a prerequisite to the issuance of a notice of violation. (b) FMU shall issue a written notice of violation to the customer documenting the water use violation and assessment of penalty.
(c) Each violation of a provision of this Chapter shall constitute a separate violation and shall be subject to separate and independent enforcement in accordance with the provisions of this section. Each day a violation of a provision of this code continues constitutes a separate offense. (d) The City may charge a fee for violation of the Code, which may be in the amount of costs incurred by the City to investigate and correct the violation of the Code, or which may be in an amount established under a separate ordinance or resolution adopted by City Council prior to the offense.
EXHIBIT A
(e) FMU shall discontinue water service if the customer fails to comply within five (5) calendar days after the date of written notice of violation. The customer whose water is thus discontinued shall forfeit all deposits made, and the water shall not be turned on again until all unpaid fees and charges are paid, and other requirements of this chapter or the FMU regulations are fulfilled. (f) If such noncompliance affects matters of health or safety, or affects the operation, maintenance, or other costs of FMU, water service may be discontinued immediately and without notice. Water service shall not be restored until the FMU director determines that adequate measures have been taken by the customer to comply with this code, to prevent recurrence of such violation, and that all unpaid fees and charges are paid.
(g) In addition to the foregoing, the FMU director shall have the authority to issue penalties of increasing severity for repeated violations of this Chapter, including monetary charges to reimburse the City for costs that it has incurred which relate to the violation, including but not limited to labor, equipment, materials, and administrative costs to make corrections, and, ultimately, may suspend or terminate service.
(h) Any damage occurring to a water meter or other appliances, including without limitation flow restricting device, service valve, hydrant, or any other water system facility, equipment or device, pipes or any other property of the FMU, caused directly or indirectly by lack of due care by the customer is the sole responsibility of the customer, who must pay for the damage on presentation of a bill.
FMU may use a variety of methods to collect for damages, including but not limited to use of property tax roll, internal billing system, or third-party billing system. All violations occurring on a water customer’s premises or using water delivered through a customer’s water service connection shall be the responsibility of the customer. In the event that customer is a tenant, both tenant and property owner shall be jointly and separately responsible.
(i) Delinquent charges for water service shall be exempt from the enforcement procedures of this section and shall be remedied in accordance with Article IX of this chapter and the FMU regulations.
Further, FMU may file suit in civil court to enjoin those who divert utility services, make an unauthorized reconnection, obstruct or tamper with District FMU property, or receive water service through one of the preceding activities, and/or to recover three times the amount of actual damages, plus the cost of the suit and reasonable attorney’s fees, in accordance with sections 1882 through 1882.6 of the Civil Code.
22.14 Waiver request and appeal.
A customer may submit a written application for waiver of violation related to water use violations to the FMU director. The FMU director may grant a waiver of a particular violation if the customer’s justification is deemed to be reasonable and if the customer has mitigated the cause of the violation.
A customer may appeal a denial of an application for a waiver of violation within ten (10) calendar days by submitting a written appeal to the City Council, in accordance with chapter 1, section 1.15 of this code.
EXHIBIT A
Article II. Water Services.
22.15 Account activation required for service.
FMU shall furnish water only to a customer who has a current account, including a current address and the name of the person responsible for making payments on the account. Water service will be provided only through a water meter assigned to a particular account.
Each property or parcel shall have a separate water service connection and meter to the water system. Irrigation water meters serving multiple parcels under common ownership, including landscape parcels along roadways, shall be exempt from this requirement.
Multi-family residential, commercial, industrial, and institutional users shall have a separate water meter for landscape irrigation use.
Fire services shall have active and billable accounts at all times.
Nothing in this section shall be construed to authorize the City to require the installation of a new connection directly between the City’s water facilities and an accessory dwelling unit (ADU) or junior accessory dwelling (JADU) that is contained within the existing space of a single-family residence or accessory structure and meets the requirements of Government Code Section 66314.
22.16 Request for service.
Application for service is required to initiate service for the first time to a particular parcel.
Request for service to parcels that have previously received water service shall be made to FMU during normal business hours. A person taking possession of premises and using water without having made application for water service shall be held liable for all water used from the date of the last recorded meter reading. If application for service is not made within seven calendar days after notification to do so or if accumulated water bills are not paid upon presentation, the water service shall be discontinued without further notice.
22.17 Liability for service charges.
Upon commencement of water service, the applicant or customer shall be liable for all water delivered through that particular service and all other charges applicable to such service. When two or more persons jointly make application for service, they shall receive a single periodic bill, but shall be jointly and individually liable for payment of all charges incurred.
In the event that customer is a tenant, both tenant and property owner shall be jointly and separately responsible for payment of all service charges incurred on customer property.
EXHIBIT A
22.18 Former customer owing bills.
When the applicant for water service is a former customer who has failed to pay all bills for previous water service or charges for any other service received from the water system, FMU shall refuse water service to the applicant until all outstanding bills or charges are paid and shall also require a cash deposit as a guarantee for the payment of future bills.
22.19 Changes in customer’s facilities.
Customers making any change in the size, character or extent of their facilities utilizing the water service which will require increasing the size of the existing service or result in a large or unusual increase in water usage shall apply for a plumbing permit with the City and undergo applicable planning, review, and inspections.
Commercial, institutional, or industrial customers shall notify the FMU director in writing for and any changes in use categories.
Any increase in service demand and/or size of the existing service may be subject to section 22.33, Charge for alteration or change in meter size, and section 22.42, Changes in size of meter, pipe, etc., at expense of customers, as determined by the FMU director. All costs associated with the changes in customer’s facilities that impact the water system shall be the responsibility of the customer.
Article III. Water Connections - Generally.
22.20 Title to connections; transfer of service; refunds.
Title to a water service connection including all meters, service pipes and appurtenances used in providing a water service connection shall remain with FMU and the charges set forth in this chapter are for connections and do not convey any right of title.
The water service connection is for a water supply to the premises stipulated on the application and is not transferable to any other properties or premises.
If the water service is discontinued or abandoned, no right or refund of connection charges or credit in any manner accrues to the applicant, customer or successor.
22.21 Service connections requiring main extension.
In no event shall a water service connection be installed unless a water main of adequate capacity and delivery pressure extends in a public street or right-of-way across the entire frontage of property to be served.
Wherever, as a condition of service, a water main must be extended, the water main shall be installed by the applicant in compliance with the provisions set forth in this chapter and in the FMU
EXHIBIT A
regulations. All costs associated with the extension of the water main shall be the responsibility of the applicant requesting connection to the water system facilities.
22.22 Non-residential fire service connections.
When an application is made for fire service connections, such sprinkler and fire service installation must be approved by the fire chief, by an approved fire rating bureau and by the FMU director.
Water furnished through fire services shall be used only for extinguishing fires or for authorized testing of the fire system. Whenever a consumer wishes to test, he shall notify the FMU director at least three working days in advance.
If it is found that an unauthorized use or connection to a fire service has been made, the consumer shall remove the unauthorized connection and discontinue use. Refusal or failure to disconnect and discontinue use shall result in shut off of water service until the customer makes corrections.
Customers shall be responsible for ensuring all water accounts are active with the city.
22.23 Temporary connections.
Temporary service is one which, although installed in a fixed location, is not intended for use for longer than one year. Temporary service connections shall be metered. Temporary connections shall be allowed for an initial sixty-day period and extended by the FMU director up to a maximum of one year from the original connection date on presentation of good and sufficient evidence that such extension is warranted.
While connection fees in accordance with Article IV may not be required for temporary connections, water rates and charges apply under Article IX and, as established by separate resolution duly adopted from time to time by city council.
22.24 Temporary connection - construction water meter jumpers.
Temporary service may be provided through water meter jumpers for lots in single-family residential developments during construction. The developer shall be responsible for the account, until such time that the City’s water meter is installed, and an account has been established by the customer.
Water use through the water meter jumper is limited to:
(a) Testing the structure’s interior plumbing prior to the construction of walls. (b) Incidental earthwork on the property including presoak of foundation forms prior to concrete pour and finish grade work within the property.
(c) House construction needs, such as painting, plaster work, and plumbing work.
Service through the water meter jumper shall be discontinued and shut off should any FMU personnel observe unauthorized use of water. While connection fees in accordance with Article IV may not be required, water rates and charges apply under Article IX and as established by separate resolution duly adopted from time to time by city council.
EXHIBIT A
22.25 Temporary connection - hydrant water meter.
Contractors or developers engaged in construction or site development shall obtain a construction water permit and shall take water at a location specified by the FMU director. All water shall be metered through a hydrant water meter, unless exempted by the FMU director for good and sufficient reason. Hydrant meters will be supplied to the contractor by the FMU. Customer shall not alter or move hydrant meter. The hydrant meter may only be moved by authorized personnel of the FMU.
The contractor or developer shall provide a deposit for the hydrant meter, and shall be responsible for daily service charges and volumetric charges, as established by separate resolution duly adopted from time to time by city council.
Article IV. Connection Charges (Capacity).
22.26 Purpose.
The public interest, health and general welfare of the city and its inhabitants require the acquisition and construction of water facilities and systems, necessary to serve new and altered structures within the city. Public interest and economy require that, in order to provide funds for such purposes, certain connection charges shall be established to be paid by the owner or owners of land upon which such structures are constructed or altered. Connection charges shall apply for all connections to the water system facilities.
22.27 Authority of city to impose.
The connection charges provided for herein are established pursuant to the power granted by the legislature to the city by section 5471 of the health and safety code and section 54344 of the government code; the power granted to the city by article XI, section 7 of the constitution to provide for the health and general welfare of the city and its inhabitants; and the power granted to the city by article XI, section 9 of the constitution to establish, purchase and operate public works to furnish its inhabitants with water.
22.28 Capacity associated with connection charge.
Connection charges are required for water service capacity for the parcel of land upon which service is requested. Capacity shall attach to and run with the land. Capacity may be reallocated within the lot or parcel after the filing for subdivision of that lot or parcel. The property owner may, prior to the recordation of the subdivision (or parcel) map, submit a letter of reallocation of capacity right to the city which identifies the new lot(s) or parcel(s) formed and indicates the capacity being allocated to each newly created lot or parcel. If such letter is not received by the city prior to recordation, the FMU director may determine and effectuate the reallocation of capacity as is appropriate in the exercise of his or her discretion.
EXHIBIT A
22.29 Establishment; time payable.
In addition to all other charges established by the ordinance, rules and regulations of the city, there is hereby established a connection charge, in an amount determined pursuant to sections 22.30, 22.31, and 22.33 and subject to the provisions set forth in sections 22.32, 22.34, and
22.35. Payment of such charge shall be a condition precedent, except as provided in sections 22.32 and 22.33, to connection of any water and/or sewer system of the city, and shall be payable prior to the issuance of a building permit (or prior to meter set, if building permit is not required) pursuant to this code, provided, however, that such charge shall be payable only with respect to connection of a structure to one of such systems, not both. No connection to the FMU water system shall be made, nor any water meter installed, until connection charges are paid.
Where, in the opinion of the city, special conditions require the payment of connection charges at a time other than that specified above, it may provide for such charge to be paid at a time agreed to by written agreement with the owner of the property to which such charge applies. City may provide exemption by special agreement or conditions of approval of a project.
22.30 Amount.
The connection charge shall be in the amount as established by separate resolution duly adopted from time to time by city council, and shall be based on the size of the meter.
On April 1st of each year, the connection charge per family unit or equivalent meter capacity shall automatically increase or decrease from the amount then applicable by the same percentage as the percentage of increase or decrease in construction costs between December 1st of each of the two immediately preceding years, for which purpose construction costs and the increase or decrease therein shall be based on the Engineering News-Record Construction Cost Index for the San Francisco area. On or before March 1st of each year, the FMU director shall:
(a) certify to the city council and the city building official the applicable percentage of increase or decrease for the following April 1st, pursuant to the foregoing provision, and the resulting change in the amount of the connection charge per family unit or equivalent meter capacity; (b) submit to the city council a report, based on revenues and expenditures pursuant to this article, to the date of the report and revised estimates of future revenues and expenditures pursuant to this article for the purpose of review of and determination of whether any change should be made in the amount of the charge established by this section.
22.31 Meter capacity sizing.
(a) "Family" defined. As used in this section, "family" means one or more persons occupying a premises and living as a single nonprofit housekeeping unit. A family shall be deemed to include necessary household domestic employees.
(b) Residential structures. The following family units shall apply to residential structures:
(1) For each detached structure designed for occupation exclusively by one family, which structures shall include all single-family dwellings, there shall be assigned one family unit with a minimum meter size of 1-inch; and