Fairfield City Council
May 5, 2026

CITY OF FAIRFIELD

RESOLUTION NO. 2026-69

ACCEPTING THE CANON STATION PLANNING AREA 5 – NEIGHBORHOOD J & K-2 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 J & K -2 Subdivision on December 3, 2024, by Resolution No. 2024-276; 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 3, 2024.

PASSED AND ADOPTED this 5th day of May 2026, 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.4

AGENDA REPORT
DATE: May 5, 2026

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2026-70 PW Construction Contract for the East Tabor Avenue/Tolenas Road Safe Routes to School and Sidewalk Gap Closure Project

Approving the Plans and Specifications and Awarding a Contract to Quimu Contracting , Inc. for the East Tabor Avenue/Tolenas Road Safe Routes to School and Sidewalk Gap Closure Project and Authorizing an Update to the Fiscal Year 2025-2026 Budget Funding Source: $3,052,562 ($2,731,000, Federal Grants; $2,559,738, Senate Bill 1; $16,972, State Gas Tax)

Contact: Ryan Panganiban, (707) 428-7017

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City of Fairfield secured a $2,731,000 One Bay Area Grant 2 (OBAG) federal grant funding for East Tabor Avenue/Tolenas Road Safe Routes to School and Sidewalk Gap Closure Project (Project; CPW070008). This resolution approves the plans and specifications for the Project and awards a contract to Quimu Contracting Inc., of Dixon, California in the amount of $2,775,056, and updates the Fiscal Year (FY) 2025-2026 budget.

DISCUSSION
Students commuting by walking or biking to Tolenas Elementary School and Grange Middle School primarily use East Tabor Avenue and Tolenas Road. While these routes provide important connections, there are opportunities to enhance safety and accessibility, particularly in areas with sidewalk gaps between Railroad Avenue and Olive Avenu e, the at-grade railroad crossing, and along portions of Tolenas Avenue where the existing sidewalk is relatively narrow. At the railroad crossing, pedestrians and bicyclists currently traverse within the traveled way, which can reduce comfort and limit use of the corridor. In 2015, the Fairfield-Suisun Unified School District

estimated that more than 380 students reside on either side of the crossing and rely on this route to access school.

The Project is intended to improve these conditions by closing the existing sidewalk gap, installing a dedicated pedestrian and bicycle crossing at the railroad tracks, and widening the sidewalk along Tolenas Avenue from four feet to six feet. These improvements will enhance connectivity for students and support access to nearby transit stops and Tabor Park. Collectively, the Project is expected to improve safety, accessibility, and overall comfort for students and the surrounding community, while encouraging more walking and biking along this corridor.

The railroad crossing will be constructed within the Union Pacific Railroad (UPRR) right -of-way.

The City has obtained all necessary approvals from UPRR and the California Public Utilities Commission (CPUC). To facilitate the crossing, the existing driveway and parking lot at 1390 East Tabor Avenue will be reconfigured and integrated into an improved parking area. Additionally, a portion of this property has been donated to the City to support the Project.

The Project improvements will be delivered by two separate contractors:

UPRR Delivered Improvements
UPRR is responsible for installation of all crossing-related components, including:
 CPUC Standard No. 9 warning devices for pedestrian and vehicle crossings  Concrete crossing panels
 Automatic swing gates

On June 17, 2026, the City Council adopted Resolution No. 2025 -112, which executed a public highway at-grade crossing agreement for the Project. These improvements will cost $2,250,149.

The total authorized amount is $2,475,163.90 which includes a 10% contingency of $277,505.60 to account for unanticipated expenses.

City Contracted Improvements
The City’s contractor will construct the remaining improvements, including:
 Sidewalk connections to the UPRR crossing
 Closure of the existing sidewalk gap
 Pavement slurry seal and striping to support the new crossing and Safe Routes to School improvements
 Widening of the Tolenas Avenue sidewalk from four feet to six feet  Driveway and parking lot improvements at 1390 East Tabor Avenue

Bids for the City’s p ortion of the Project were received from two contractors and opened on March 24, 2026. The bids ranged from $2,775,056 to $2,819,208, The engineer’s estimate for the Project was $2,160,000. The apparent low bid was submitted by Quimu Contracting Inc. of Dixon, CA (Quimu).

The higher bid amounts reflect recent market changes, including increased fuel costs associated with the current political climate. Quimu’s bid was initially read as $2,782,556; however, a minor calculation error was identified and corrected, resulting in a revised total of $2,775,056.

Quimu’s bid is considered fair and reasonable, as both contractors independently submitted similar pricing. Staff reviewed Quimu’s bid and determined it to be both responsive and responsible.

FINANCIAL IMPACT
The construction authorization for the City contracted portion of the Project will be $3,052,561.60, which is the total bid amount plus 10% contingency ( $2,775,056 + $277,505.60 contingency). The total construction cost for the Project is $5, 527,725.50 ($3,052,561.60 City contracted work + $2,475,163.90 UPRR delivered work). The total cost for the Project will be funded with $ 2,796,725.50 from the State Gas Tax Fund (Fund 162 ) and $2,731,000 from the OBAG grant.

To fully fund construction, a n additional $1,129,725.50 is required. In 2025, t he Project , in collaboration with the Solano Transportation Authority and City of Benicia secured a $2,731,000 OBAG grant . The $2,731,000 amount represents a $631,000 increase in federal funding compared to the previously awarded $2,100,000 Active Transportation Program (ATP) grant. The City was ultimately unable to utilize the ATP grant within the required timeframe due to schedule constraints that did not allow sufficient time to obtain approvals from UPRR and CPUC or complete right -of-way certification. The OBAG funding provides a more flexible delivery schedule, allowing the Project to proceed. Staff will return to the council at a future meeting to seek approval to amend and finalize the OBAG funding agreement with the City of Benicia.

Staff is requesting an update of the grant funding from the $2 ,100,000 ATP grant that was previously programmed to fund this project to $2,710,000 OBAG grant. After accounting for the OBAG award, a funding gap remaining of $ 498,725.50 persists which requires a budget adjustment of $498,725.50 from Senate Bill 1 (Fund 163) to address the funding gap. Finance has confirmed will not impact currently programmed or future budgeted projects.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
A notice inviting bids for this Project was advertised twice in the Daily Republic newspaper on February 25 and March 4, 2026. In addition, distributed a notice of the project and a complete bid package to a total of 12 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 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. Not awarding the contract would delay the Project schedule as required by the grant and potentially lose grant funding.

COORDINATED WITH
N/A

STAFF CONTACT
Phil Layoso, Assistant Engineer
(707) 428-7505
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Bid Results

CITY OF FAIRFIELD
RESOLUTION NO. 2026-70

APPROVING THE PLANS AND SPECIFICATIONS AND AWARDING A CONTRACT TO QUIMU CONTRACTING, INC. FOR THE EAST TABOR AVENUE/TOLENAS ROAD SAFE ROUTES TO

SCHOOL AND SIDEWALK GAP CLOSURE PROJECT AND AUTHORIZING AN UPDATE TO THE FISCAL YEAR 2025-2026 BUDGET
WHEREAS, students commute by walking or biking to school utilize East Tabor Avenue and Tolenas Road; and

WHEREAS, there is an existing sidewalk gap on East Tabor Avenue and no at -grade railroad crossing on East Tabor Avenue; and

WHEREAS, the City has forfeited $2,100,000 in federal Active Transportation Program (ATP) grant due to right-of-way certification deadlines; and

WHEREAS, the City has secured $2,731,000 in alternate federal One Bay Area 2 (OBAG) grant to close the sidewalk gap and install an at-grade railroad crossing; and

WHEREAS, the East Tabor Avenue/Tolenas Road Safe Routes to School and Sidewalk Gap Closure Project (Project) was advertised, and bids were opened on March 24, 2026, and the apparent low bid was submitted by Quimu Contracting, Inc. (Quimu), in the amount of $2,775,056; and

WHEREAS, staff have reviewed the bid documents from Quimu and found them to be in order; and

WHEREAS, staff is recommending that the City Council award the contract to Quimu as the lowest responsive and responsible bidder, in the amount of $2,775,056, and

WHEREAS, a budget adjustment to transfer $ 498,725.50 from Senate Bill 1 ( SB1) to the Capital Streets Fund (Fund 252) accommodates for the remaining project cost and contingency; and

WHEREAS, the revised appropriation constitutes an update to the Fiscal Year 2025-2026 Budget approved pursuant to Resolution No. 2025-103.

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

Section 1. The plans and specifications for the Project are hereby approved.

Section 2. The city manager or designee is authorized to enter into a contract with Quimu Construction, Inc. for the Project in the amount of $2,775,056.

RES. NO. 2026-70

Section 3. The public works director is hereby authorized to execute and administer change orders for an amount not -to-exceed 10% $277,505.60 for total construction authorization of $3,052,561.60.

Section 4. The city manager or designee is authorized to enter into an escrow agreement for security deposits in lieu of retention for said contract, if necessary.

Section 5. The council hereby approves an update to the funding for this project by removing the $2,100,000 ATP grant and adding the $2,731,000 OBAG grant to the project funding.

Section 6. The council hereby approves a total budget adjustment of $498,725.50 from the SB1 Fund (Fund 163) to the Capital Streets Fund (Fund 252).

Section 7. The council hereby approves an increase in appropriations of $1,129,725.50 to the Capital Streets Fund (Fund 252) for the East Tabor Avenue/Tolenas Road Safe Routes to School and Sidewalk Gap Closure Project (CPW070008).

Section 8. The city manager is authorized to enter into an escrow agreement for security deposits in lieu of retention for said contract, if necessary.

Section 9. The city manager or designee is hereby authorized to implement the above- mentioned contract.

PASSED AND ADOPTED this 5th day of May 2026, 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
Public Works Department

East Tabor Tolenas Safe Routes to School and Sidewalk
Gap Closure Project – Federal Aid Project No: CML-
5132(059)

NAME OF PROJECT
March 24, 2026, 2:00 p.m.

DATE OF BID

NO. BIDDER AMOUNT
1 Quimu Contracting Inc Dixon, CA $2,782,556
2 Swierstok Enterprise Inc dba Pro
Builders Orangevale, CA $2,819208
3 4
5 6

Engineer’s Estimate $2,160,000
Note: This bid summary shows the bids in order as opened but is not a determination of award, responsiveness, or responsibility of bids received. The values computed are values based on staff’s interpretation of the bids, correction of mathematical errors and assumptions made where ambiguous and/or illegible entries are encountered during the review process.

Agenda Item No: K.5

AGENDA REPORT
DATE: May 5, 2026

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2026-71 PW Markeley Lane Reconnection Project PSA Amendment No. 2 for NEPA Clearance

Authorizing the City Manager to Execute Amendment No. 2 to the Professional Services Agreement Between the City of Fairfield and Bennett Engineering Services, Inc. National Environmental Policy Act Clearance for the Markeley Lane Reconnection Project Funding Source: $277,071; Intragovernmental Services Fund

Contact: Ryan Panganiban, (707) 428-7017

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The proposed amendment will expand the scope of environmental services for the Markeley Lane Reconnection Project (Project) Professional Services Agreement (PSA). These additional services are required to comply with the National Environmental Policy Act (NEPA) for federal grant funded projects.

The original PSA allocated $579,438 for engineering design services for the Project. Adoption of this resolution authorizes the city manager to execute Amendment No. 2 with Bennett Engineering Services, Inc. (Bennett) to increase the PSA by $277,071 to cover the additional environmental services required for NEPA clearance due to receiving federal grant funding.

DISCUSSION
In January 2026, the City secured $850,000 in congressional federal funding earmarks from Congressman John Garamendi for the Project. This Project aims to extend a vital arterial roadway, providing additional essential access to Travis Air Force Base and nearby public schools within the Travis Unified School District. Approval under (NEPA is required for projects involving federal funding, permits, or land, including state or local projects that receive federal assistance. NEPA

mandates that agencies evaluate environmental impacts prior to making final decisions or allocating federal funds.

On July 1, 2025, the City Council adopted Resolution No. 2025-121 which authorized a design PSA with Bennett Engineer Services, Inc. (Bennet). The original scope of work and fees outlined in the PSA did not include support for NEPA clearance, as the Project did not initially involve federal funding.

On Sept ember 11, 2025, staff approved a no-fee Amendment No. 1 to advance the aquatic resources delineation report in compliance with the California Environmental Quality Act (CEQA).

Amendment No. 2 proposes to include environmental support activities required f or federal compliance, including preparation of a Preliminary Environmental Survey (PES), NEPA documentation, and the following technical studies: natural environment assessment, biological assessment, historic property and archaeological study, air qualit y assessment, air quality conformity analysis, noise report, and visual impact assessment.

Approval of Amendment No. 2 is necessary to ensure compliance with federal grant requirements and to enable the expenditure of the allocated funds. Following counci l approval, Bennett will initiate the environmental tasks required to obtain NEPA clearance.

FINANCIAL IMPACT
Authorization of Amendment No. 2 to the PSA will increase the contract maximum fee by $277,071 for a new not-to-exceed total amount of $856,509, up from $579,438. Funding for the amendment is captured in the Capital Streets Fund (Fund 252).

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
The council may delay approval of the amendment so that staff can address any council concerns.

COORDINATED WITH
N/A

STAFF CONTACT
David Vong, Senior Civil Engineer
(707) 428-7784
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Proposed Amendment

CITY OF FAIRFIELD

RESOLUTION NO. 2026-71

AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NO. 2 TO THE PROFESSIONAL

SERVICES AGREEMENT BETWEEN THE CITY OF FAIRFIELD AND BENNETT ENGINEERING SERVICES, INC. NATIONAL ENVIRONMENTAL POLICY CLEARANCE FOR THE MARKELEY LANE

RECONNECTION PROJECT

WHEREAS, on July 1, 2025, the City Council adopted Resolution No. 2024-32 authorizing the city manager to execute a Professional Services Agreement (PSA) with Bennett Engineering Services, Inc. (Bennett) for a total amount not-to-exceed $579,438; and

WHEREAS, on September 11, 2025, staff approved a no fee Amendment No. 1 to advance the aquatic resources delineation report for California Environmental Quality Act (CEQA); and

WHEREAS, in January 2026, the City secured $850,000 in congressional federal funding and approval under the National Environmental Policy Act (NEPA) is required for projects involving federal funding, permits or land including state or local projects that receive federal assistance; and

WHEREAS, Bennett is willing and qualified to expand the scope of environmental services for capital improvement project; and

WHEREAS, Amendment No. 2 will increase total PSA authorization by $ 277,071 to provide additional environmental support for NEPA clearance.

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

Section 1. The city manager is hereby authorized and directed to execute on behalf of City of Fairfield Amendment No. 2 to the PSA between the City of Fairfield and Bennett, increasing the authorization by $277,071 for an amount not-to-exceed $856,509.

Section 2. The city manager or designee is hereby authorized to do all things necessary to implement the above-mentioned contract and amendments.

RES. NO. 2026-71

PASSED AND ADOPTED this 5th day of May 2026, by the following vote:

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

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

AMENDMENT NO. 2 TO THE PROFESSIONAL SERVICES AGREEMENT WITH BENNETT ENGINEERING SERVICES INC., FOR THE MARKELEY LANE RECONNECTION PROJECT On July 7, 2025, the City of Fairfield, a municipal corporation, hereinafter referred to as “CITY,” and Bennett Engineering Services, Inc. hereinafter referred to as “CONSULTANT,” entered into a Professional Services Agreement for engineering design consulting services for the Markeley Lane Reconnection Project.

Based upon the revised scope of work and need for continued work outside the term of the agreement, the CITY and CONSULTANT do hereby agree to amend the existing Professional Services Agreement (Agreement) as follows:

WITNESSETH:

WHEREAS, CITY desires to contract to provide additional environmental assistance for the National Environmental Policy Act (NEPA) Environmental Clearance on the Markeley Lane Reconnection Project, and for the purposes of the Agreement, shall be referred to as “PROJECT”; and
WHEREAS, on September 11 , 2025, staff approved a no fee Amendment No. 1 to advance the aquatic resources delineation report for California Environmental Quality Act (CEQA); and WHEREAS, CONSULTANT is providing engineering design services for the Project; and WHEREAS, Amendment No. 2 will increase total Agreement authorization by $277,071 to provide additional environmental assistance; and
WHEREAS, CONSULTANT is willing and qualified to provide the additional services for the PROJECT; and
NOW, THEREFORE, in consideration of the mutual promises, covenants and agreements herein set forth, the parties do hereby agree as follows:

1. Section 1, SERVICES, of the Agreement, shall be amended to included Exhibit “A2” to this Amendment.

2. Exhibit “B”, PAYMENT, Section 1 of the Agreement, shall be amended to the following:

For and in consideration of the CONSULTANT’s Services , CITY agrees to pay CONSULTANT for actual fees, cost and expenses for all time and materials expended and in no event shall total compensation under this AGREEMENT exceed $856,509 without CITY authorization.

WHEREOF, the parties hereto have executed this Amendment on the ___ day of __________________20___.

CITY OF FAIRFIELD
A municipal corporation (CITY)
City Manager

CONSULTANT
By: _______________________________

EXHIBIT "A 2"
Scope of Services - Amendment 2
Client: City of Fairfield
Consultant: Bennett Engineering Services Inc
Project: Markeley Lane Reconnection Project
Date: February 20, 2026

BEN I EN
Bennett Engineering Services+
Y &C Transportation Consultants
1082 Sunrise Avenue, Suite 100
Roseville, CA 95661
(916) 783-4100
Sacramento I Fremont I Milpitas
www.ben-en.com
Consultant's services shall be limited to those expressly set forth below, and Consultant shall have no other obligations or responsibilities for the Project or to the Client except as agreed to in writing or as provided in this Agreement. All of Consultant's services in any way related to the Project or Client shall be subject to the terms of this Agreement.

Based on the project receiving federal funding and the need to include NEPA Environmental Clearance, this amendment is to change the following tasks from OPTIONAL to INCLUDED: Task 4.2 Preliminary Environmental Survey Form, Task 4.3 Environmental Technical Studies, and Task 4.4 NEPA Documentation.

TASK 4. Environmental
Subtask 4.2. Preliminary Environmental Survey Form (QPTIQNAb} Once federal funding is awarded, ESA will begin preparation of analyses and documentation to satisfy the requirements of NEPA.

To initiate the NEPA review process with Caltrans District 4 Division of Local Assistance, ESA will prepare a Preliminary Environmental Study (PES) form for the project in accordance with the requirements of the Local Assistance Procedures Manual (LAPM), Chapter 6. An approved PES form is required by Caltrans in order to identify and scope any environmental technical studies that Caltrans may require to support their review and approval of the project under NEPA.

DELIVERABLES:
• Preliminary Environmental Study Form
Subtask 4.3. Environmental Technical Studies (QPTIQNAb} The analysis completed in the NEPA document will be supported by technical investigations and studies as follows:

Botanical Survey
ESA will conduct a botanical survey of the project study area (including the proposed work areas, access routes, and staging areas) where special-status plants may occur in support of regulatory permitting. These surveys will follow the CDFW 2018 Protocol for Surveying and Evaluating Impacts to Special Status Native Plant Populations and Sensitive Natural Communities. A one-day survey in the spring (April) will coincide with the flowering period of Contra Costa goldfields (Lasthenia conjugens) and ESA will also visit a reference population for this species. The results of the survey and any recommendations will be included in the Natural Environment Study report prepared for the project.

Biological Resources
ESA will prepare a Natural Environment Study (NES) to identify biological resources in the project area and analyze potential project effects. ESA will complete a background review and biological resources reconnaissance survey of the project area to assess and document protected biological resources INITIALS:
present or those with potential to occur, evaluate potential impacts on biological resources that may result from project construction and operation, and identify applicable mitigation measures.

Markeley Scope BENEN Amend 2.docx Page 1 of 4 Page 146 of 234

Agenda Item No: L.1

AGENDA REPORT
DATE: May 5, 2026

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2026-72 HD Fiscal Year 2026-2027 Annual Action Plan

Approving the Fiscal Year 2026-2027 Community Development Block Grant Annual Action Plan

Funding Source: N/A

Contact: Miesha Garnett, (707) 428-7426

RECOMMENDED ACTION
Hold a public hearing and adopt resolution.

STATEMENT OF ISSUE
Request for the City Council to hold a public hearing and adopt a resolution for the following action:

Approve and authorize staff to submit the Community Development Block Grant (CDBG) fiscal year (FY) 2026-2027 Annual Action Plan and authorize the City Manager or designee to execute CDBG funding agreements associated with the FY 2026-2027 Annual Action Plan.

DISCUSSION
For each year of the five-year Consolidated Plan, the City of Fairfield (City) must develop specific strategies during the program year to address the priorities, needs, and goals outlined in the Consolidated Plan. This is known as the Action Plan. The FY 2026-2027 Action Plan identifies the use of grant funds, the use of program income, and the proposed accomplishments of each activity recommended for funding.

Funding Recommendations

U.S. Department of Housing and Urban Development (HUD) annually awards the City of Fairfield with CDBG funding using a standardized formula for entitlemen t jurisdictions. The entitlement

amount for FY 2026 -2027 is $866,668 . Per this award, city staff recommends CDBG Funding expenditures in three different areas:

1). Administrative costs for the City to operate the program and comply with HUD regulations. Program administration is capped at 20% of the entitlement award. The amount available for program administration for FY 2026-2027 is $173,334.

2). Public service grants to assist Low - and Moderate-income (LMI) Fairfield residents with supportive services . Local nonprofit organizations typically implement public service activities that provide social support services to LMI persons. Per HUD regulations, the City must limit the allocations in the public services category to no more than 15% of the total ent itlement award.

The amount available for public services for FY 2026-2027 is $130,000.

The City requested proposals from qualified public service agencies between October and December 2023 and received several qualified proposals in youth services and se rvices to the special-needs population. The FY 2022 -2027 Consolidated Plan allows the City to accept applications for the CDBG Program during years 1 and 3 of the Consolidated Plan cycle.

Therefore, the City plans to approve applicants for two years of fu nding, and three years of funding, to cover the five -year period. The City received multiple applications during the application period. Applicants approved for funding during the FY 2025 -2026 application period will have the opportunity to continue receiv ing funding for FY 2026 -2027 without reapplying .

While renewal will be considered annually, the CDBG Advisory Committee (CAC) will receive feedback from City staff regarding subrecipients' performance to determine which contracts would be renewed and how much funding each would receive. Consideration will be given based on the timeliness of the expenditures, responsiveness, and CDBG compliance. During FY 2023- 2024, the CAC conducted a lengthy application review and scored all the eligible applications.

The review and discussion resulted in CAC recommendations to fund the following agencies in FY 2026-2027:

PUBLIC SERVICE GOALS AND STRATEGIES

AGENCY PROGRAM AMOUNT
Meals on Wheels Elder Nutrition Program $63,464
Empowered Aging Ombudsman Services $12,750
Lions Center for the
Visually Impaired
Independent Living $15,000
The Leaven Tutoring $17,000
City of Fairfield Parks &
Rec
Youth Scholarship $20,000
Total: $128,214

3). Nonpublic Service projects. The remaining available funding will be used for public facilities and infrastructure projects. There is no cap on the amount of funding used in the

Nonpublic service category. The amount available for nonpublic services in FY 2026-2027 is $565,120.

The City prioritizes funding for nonpublic services in areas where at least 51% of the residents are LMI. The City of Fairfield has 20 census tracts that meet this threshold.

NONPUBLIC SERVICE GOALS AND STRATEGIES

AGENCY PROGRAM AMOUNT
Affordable Housing Multifamily Housing
Rehabilitation
$115,120
Economic Development Workforce Development $300,000
Housing Revolving Loan
Fund
$150,000
Total: $565,120

In addition to the Fiscal Year 2026-27 Entitlement Grant, the City has prior year entitlement funds to be allocated in Fiscal Year 2026 -27. The City will allocate $350,000 to the Housing Revolving Loan Fund and $350,000 to Multifamily Housing Rehabilitation.

FINANCIAL IMPACT
The projects approved under the FY 2026-2027 Annual Plan will be processed as reimbursements.

HUD will fund all projects through the CDBG Program.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
January 14, 2026, Public Meeting with CDBG Advisory Committee.

ALTERNATIVE ACTION
The City Council may decide not to approve the FY 2026-2027 Annual Action; however, doing so will cause the City to lose CDBG funding for FY 2026-2027.

COORDINATED WITH
N/A

STAFF CONTACT
LaTanya Terrones, Sr. Project Manager
(707) 428-7454
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: FY 2026-2027 Annual Action Plan

CITY OF FAIRFIELD

RESOLUTION NO. 2026-72

APPROVING THE FISCAL YEAR 2026-2027 COMMUNITY DEVELOPMENT BLOCK GRANT

ANNUAL ACTION PLAN

WHEREAS, the City is required by the U.S. Department of Housing and Urban Development (HUD) to submit an Annual Action Plan (AAP) for fiscal year (FY) 2026-2027 to receive annual Community Development Block Grant (CDBG) entitlement funds; and

WHEREAS, through an extensive process , the City solicited proposals for public service and nonpublic service applications during FY 2023-2024; and

WHEREAS, the FY 2022 -2027 CDBG Consolidated Plan allows the city to accept applications during year one and year three of the Consolidated Plan cycle. FY 2026-2027 is year three of the three year cycle; and

WHEREAS, the City conducted monitoring of all of the FY 202 5-2026 subrecipients to ensure program compliance. And found that all the public service subrecipients are in compliance with the CDBG Program; and

WHEREAS, the CDBG Advisory Committee reviewed and discussed the CDBG funding and made recommendations for FY 2026-2027; and

WHEREAS, a public notice was published on April 12, 2026, to accept public comment on the FY 2026-2027 Annual Action Plan.

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

Section 1. The city manager or designee is authorized to submit the FY 2026-2027 CDBG Annual Action Plan to the U.S. Department of Housing and Urban Development ( HUD) and execute any and all documents and contracts associated with the FY 2026-2027 CDBG Annual Action Plan.

Section 2. The city manager or designee is authorized to execute contracts and MOU’s for CDBG funding for FY 202 6-2027 for the following subrecipients in accordance with the CDBG Annual Action Plan: Economic Development , P arks & Recreation Department, Lions Center for the Visually Impaired, Meals on Wheels, The Leaven, and Empowered Aging.

RES. NO. 2026-72

PASSED AND ADOPTED this 5th day of May 2026, by the following vote:

AYES: MEMBERS: MOY / BERTANI / CARR /PANDURO / TONNESEN/ SANDHU / WILLIAMS

NOES: MEMBERS:

ABSENT: MEMBERS:

ABSTAIN: MEMBERS:

______________________________________________________
MAYOR

ATTEST:

____________________________

CITY CLERK

Annual Action Plan 2026 1
OMB Control No: 2506-0117 (exp. 09/30/2021)

CITY OF FAIRFIELD

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
FY 2026-2027 ANNUAL ACTION PLAN
DRAFT

Annual Action Plan 2026

2 OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Fairfield (City) is an entitlement jurisdiction that receives federal funding from the U.S. Department of Housing and Urban Development (HUD) through the Community Development Block Grant (CDBG) Program. The CDBG Program provides annual grants on a formula basis to entitlement cities and counties to develop viable urban communities. HUD expects them to achieve this goal by providing decent housing, a suitable living environment, and expanding economic opportunities, principally for low- and moderate- income people.

As a CDBG entitlement jurisdiction, the City must prepare an Annual Action Plan (AAP) that describes the activities that the City will implement to spend its CDBG funds and meet the Consolidated Plan (Con Plan) goals and priorities. This 2026-2027 Annual Action Plan describes the information concerning the goals outlined in the 2022-2026 Con Plan.

For FY 2026-2027, the City of Fairfield was granted $866,668 (this is an approximate number based on historical data. The actual amount will be updated once the City receives the Funding Agreement from HUD.) in CDBG funding to address the priority needs in the community. All funding will be utilized based on the opportunities and constraints of each program or project.

In FY 2026-2027, the City will implement steps to protect individuals from housing discrimination by affirmatively furthering fair housing through the Analysis of Impediments to Fair Housing Choice. The City will also expand outreach to people in Fairfield with limited English proficiency and ensure that all funded agencies can serve persons with disabilities and those who are not proficient in English.

2. Summarize the objectives and outcomes identified in the Plan The Annual Action Plan provides information related to the proposed geographic distribution of investment. It includes general descriptions of the homeless and other community development needs and activities. It also provides for actions to reduce poverty and barriers to meet the needs of the underserved.

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Fairfield has several public service needs, including affordable housing, homelessness, and other community development needs identified in this Annual Action Plan, as well as through the consultation and citizen participation processes. The Consolidated Plan anticipates using CDBG funds to assist in achieving Fairfield City Council and community goals to address the community's various needs. The City has identified the following goals that provide the framework for the Annual Action Plan:
• Affordable Housing
• Homeless Services
• Senior Services
• Youth Services
• Economic Development
• Fair Housing
• Public Facilities and Infrastructure

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

In FY 25-26, the City of Fairfield CDBG Program supported multiple non-profit organizations, providing services to low-income individuals within the community. During FY 25-26, CDBG funds supported more than 600 residents. Additionally, during FY 25-26, the city of Fairfield met its timeliness requirements.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

The City of Fairfield follows its Citizen Participation Plan (CPP) when preparing the Annual Plan. The City prioritizes a transparent and collaborative approach with the community. In preparation for this plan, the city held multiple public meetings with the CDBG Advisory Committee (CAC). Since FY 2026-27 will be the third year of the three-year cycle for funding for the subrecipients, the City did not accept new applications for the Annual Action Plan period.

However, the City worked with its CAC to review the Annual Action Plan and allowed opportunities for the public to attend and make comments. Additionally, the City published public notices to receive public comments, as well as an opportunity for a public hearing.

5. Summary of public comments

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The City will receive and accept all comments.

7. Summary
The CDBG Program has been a critical component of the Fairfield Community, allowing low- to moderate-income residents’ access to services that they may not otherwise be able to access.

Fairfield’s Annual Action Plan outlines how funds will be allocated to address various community needs such as affordable housing, homelessness, senior services, youth services, economic development, fair housing, and public facilities. The Plan reflects input gathered through citizen participation processes, including public meetings with the CDBG Advisory Committee and community workshops. In the past year, CDBG funds supported non-profits serving low-to-moderate income individuals. Fairfield is committed to transparency and collaboration, ensuring residents have opportunities to provide feedback on the Plan's priorities and allocations.

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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency

CDBG Administrator FAIRFIELD Housing Services Department Table 1 – Responsible Agencies

Consolidated Plan Public Contact Information
LaTanya Terrones
Sr. Project Manager
[email protected]
707-428-7454

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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City of Fairfield takes the coordination and consultation of the CDBG Program as a high priority. The City ensures that there are opportunities for all vested parties to participate throughout the year with the CDBG program including contributions towards the plans, upcoming activities, and planning for the year ahead.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City of Fairfield partners with local service providers and the County of Solano in responding to the needs of the unhoused and those at risk of being displaced into homelessness. Additionally, the City of Fairfield provides funding and site assistance, public outreach and education, policy development and strategic planning, and coordination and collaboration. The City of Fairfield is actively involved in the local Continuum of Care, Housing First Solano, holding an officer seat on the Board of the Continuum. Additionally, two Council members sit upon the CAP Solano Joint Powers Authority (JPA), working in partnership with all the regional cities and the County of Solano, which provides oversight and coordination of homeless and safety net services in Solano County. This regional approach is unique in the State of California, creating a collective response to the growing crisis addressing the impacts of homelessness. Lastly, the Homeless Services Manager serves on the Technical Advisory Committee, providing expertise and assistance to the JPA.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The JPA board includes governmental regional representatives from all the cities and the County of Solano in the decision-making process on addressing the growing impact of homelessness. The Technical Advisory Committee has a representative with local expertise in the unhoused community from each city and county to guide the electives on the JPA Board.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS DRAFT

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Housing First Solano, the COC, brings together local city staff, county staff, health care agencies, behavioral health, veterans, intimate partner violence agencies, local homeless service providers, faith-based organizations, criminal justice organizations, department of education, housing providers, local business, and those with lived experience. Additionally, including committees to improve systems, which include coordinated entry, governance, HMIS users, and Lived Experience to provide additional oversight and expertise.

The City of Fairfield partners with local service providers and the County of Solano in responding to the needs of the unhoused and those at risk of being displaced into homelessness. Additionally, the City of Fairfield provides provision of funding and site assistance, public outreach and education, policy development and strategic planning, and coordination and collaboration. The City of Fairfield is actively involved in the local Continuum of Care, Housing First Solano, holding an officer seat on the Board of the Continuum.

Additionally, two Council members sit upon the CAP Solano Joint Powers Authority (JPA) working in partnership with all the regional cities and the County of Solano, which provides overnight and coordination of homeless and safety net services in Solano County. This regional approach is unique in the State of California, creating a collective response to the growing crisis addressing the impacts of homelessness. Lastly, the Homeless Services Manager serves on the Technical Advisory Committee providing expertise and assistance to the JPA.

The Continuum of care is working on expanding and improving the countywide Coordinate Entry System including looking at racial equality. With the creation of the Solano Racial Equity Action Lab (REAL) Core Team, the COC is looking at systems improvements in coordination entry systems and outreach services in Solano County.

Regional coordination has led to the creation of more robust diversion and prevention programs launching in the next year. The efforts of CAPSolano have increased support services to specialized populations including TAY, Veterans, and those displaced into houselessness due to intimate partner violence. CAPSolano partners with health care providers, mental health agencies, drug assistance programs, local non-profits and faith-based organizations, and has expanded capacities in partnerships with TAY groups, those with lived experience, intimate partner violence agencies, and housing providers.

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2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities

The JPA board includes governmental regional representatives from all the cities and the County of Solano in the decision-making process on how to address the growing impact of homelessness. The Technical Advisory Committee has a representative with local expertise on the unhoused community from each city and the county to provide guidance for the electives on the JPA Board.

Housing First Solano, the COC, brings together local city staff, county staff, health care agencies, behavioral health, veterans, intimate partner violence agencies, local homeless service providers, faith-based organizations, criminal justice organizations, department of education, housing providers, local business, and those with lived experience. Additionally, there are committees to improve systems including coordinated entry, governance, HMIS users, and Lived Experience to provide additional oversight and expertise.

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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Fairfield Housing Authority Agency/Group/Organization Type PHA
What section of the Plan was addressed by Consultation? Public Housing Needs Homelessness Needs - Veterans
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City of Fairfield partners with multiple other entities to forward the homeless strategic plan of the JPA. The overall goal of multiple partnerships is to secure housing and other requisite programming for unhoused families.
2 Agency/Group/Organization EDEN HOUSING
Agency/Group/Organization Type Housing
Services - Housing
Services-Elderly Persons
Services-homeless
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
As an affordable housing developer that supplies Permanent and Supportive Housing in the County, Eden Housing has been a collaborative partner contributing to the advancement of the homeless strategic plan.
3 Agency/Group/Organization Caminar Solano County
Agency/Group/Organization Type Housing
Services - Housing
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
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What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Chronically homeless
Homelessness Needs - Veterans
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Caminar (Resource Connect Solano) is the County's Coordinated Entry Operator. They also are represented as the Chair of the COC. 4 Agency/Group/Organization Solano Black Chamber of Commerce Agency/Group/Organization Type Business Leaders
What section of the Plan was addressed by Consultation? Economic Development Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
As a member of the Solano COC Board, the Solano Black Chamber actively participated in the discussion of homelessness. 5 Agency/Group/Organization BENICIA
Agency/Group/Organization Type Housing
PHA
Services - Housing
Other government - Local
What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City of Benicia is a partner of the COC as a City in the County, we can collaborate on common problems and find solutions.
6 Agency/Group/Organization CITY OF VALLEJO
Agency/Group/Organization Type Housing
PHA
Services - Housing
Services-homeless
Other government - Local
What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City of Vallejo is a partner of the COC as a City in the County, we can collaborate on common problems and find solutions.
7 Agency/Group/Organization City of Vacaville Community Development Department Agency/Group/Organization Type Housing
PHA
Services - Housing
Services-homeless
Service-Fair Housing
Services - Victims
Other government - Local
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What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City of Vacaville is a partner of the COC as a City in the County, we can collaborate on common problems and find solutions.
8 Agency/Group/Organization Solano County
Agency/Group/Organization Type Housing
PHA
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Other government - County
What section of the Plan was addressed by Consultation? Homelessness Strategy Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Solano County is a partner of the COC as a City in the County, we can collaborate on common problems and find solutions.

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Identify any Agency Types not consulted and provide rationale for not consulting There were no agency types that were excluded.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Housing First
Solano
The Continuum of Care works to end homelessness by: Facilitating multi-agency cooperation and coordination, connecting people experiencing homelessness with housing, job employment, family, and medical resources, and securing funds from the State of California, Department of Housing and Urban Development, and private organizations to end homelessness.

City of Fairfield
Housing Element City of Fairfield
The Fairfield Housing Element addresses housing development, rehabilitation, and housing conservation. It sets forth actions the City will undertake to assist residents to maintain their homes and to help ensure that there is an adequate supply of safe, affordable housing for existing and future residents.

City of Fairfield
Analysis of
Impediments
City of Fairfield The Action Plan incorporates and funds both Fair Housing and Tenant/Landlord Counseling. Other elements of the AI are funded through the Low- and Moderate-Income Housing Fund.

Table 3 – Other local / regional / federal planning efforts

Narrative (optional)
The JPA board includes governmental regional representatives from all the cities and the County of Solano in the decision-making process on how to address the growing impact of homelessness. The Technical Advisory Committee has a representative with local expertise on the unhoused community from each city and the county to provide guidance for the electives on the JPA Board.

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Housing First Solano, the COC, brings together local city staff, county staff, health care agencies, behavioral health, veterans, intimate partner violence agencies, local homeless service providers, faith-based organizations, criminal justice organizations, department of education, housing providers, local business, and those with lived experience. Additionally, there are committees to improve systems including coordinated entry, governance, HMIS users, and Lived Experience to provide additional oversight and expertise.

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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

City staff developed a detailed Citizen Participation Plan (CPP) as part of the 2022-2026 Consolidated Plan. As required by HUD, non- profits, and community residents were provided adequate opportunities to review and comment on the original Citizen Participation Plan and Substantial Amendments to the Plan, if necessary.

City staff engaged citizens through community meetings, public hearings, and workshops. Citizens who participated in the process received extensive information about the Con Plan, the citizen participation process, the HUD requirements for an Entitlement City, the amount of funding the City anticipates receiving, and how the City can use those funds. Residents were given the opportunity to provide City staff with input on the use of CDBG funds. These efforts, including the review of HUD Data and relevant policy documents, assisted the City in its goal-setting efforts.

At each step in the process, the City was careful to ensure that low- and moderate-income residents, members of minority groups, agencies involved in the provision of services to these populations, and others who are directly impacted by the programs and activities supported by the Con Plan programs had the opportunity to be actively involved.

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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Public Meeting
Minorities

Non-English
Speaking - Specify
other language:

Spanish and
Tagalog

Non-
targeted/broad
community
We held a CDBG
Advisory Committee
meeting that was
open to and
publicized to the
public. No public
comments were
received.

No comments were
received.

We did not receive any
public comments and
no comments were
declined.

2 Newspaper Ad
Minorities

Non-English
Speaking - Specify
other language:

Spanish and
Tagalog

Non-
targeted/broad
community
We published public
notices in English,
Spanish, and Tagalog
and no comments
were received.

No comments were
received.

We did not receive any
public comments and
no comments were
declined.

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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
3 Public Meeting
Minorities

Non-English
Speaking - Specify
other language:

Spanish and
Tagalog

Persons with
disabilities

Non-
targeted/broad
community

Residents of Public
and Assisted
Housing
We held a public
hearing and received
no responses or
comments from the
public.

We did not receive
any public
comments.

We did not receive any
public comments and
no comments were
declined.

Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 866,668.00 94,389.35
346,758.04
(approximate) 0
The City received $94,389.35 in
Housing revolving Loan pay offs,
which are documented as Program
Income, however, have been
receipted back into the RLF for
Program expenditure.

Table 5 - Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Although CDBG regulations do not require matching funding, many of the activities that the City intends to fund through CDBG will require additional public and private resources. CDBG funds will be used to leverage these other funding sources. The Prior Year Resources consist of the following: $183,603.15 (approximate to be updated once quarter 3 draws are complete) Housing Revolving DRAFT

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Loan Fund, and $11,477.91 (approximate to be updated) Prior Year Funds. The City may use the 15% calculation of program income to fund public Service Activities. The City has a history of using CDBG funds to leverage General Fund revenue and other resources to complete sidewalk improvements and fund fair housing services and emergency shelter operations and anticipate continuing to fund these activities similarly during the five-year planning period.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Fairfield Housing Department manages various properties to address community housing needs. Among these are three vacant parcels designated for future affordable housing development. However, the City recognizes that development on these sites is unlikely to commence within the current planning period.

One key property under the Housing Authority’s oversight is located at 315 Jefferson St., which is currently leased to a homeless shelter operator providing essential emergency services to individuals in need. This partnership reflects the City’s commitment to addressing immediate housing challenges for its residents.

Additionally, another City-owned property, in an undisclosed location is leased to a domestic violence service provider. This facility serves as a refuge for women and children affected by domestic violence, helping to prevent homelessness and create a safe, supportive environment.

The City also owns properties at 421 Madison St., 460 Tabor Ave., Strassberger Subdivision, and a site along Highway 12, all of which have been designated as Surplus Land. Developers have been invited to submit proposals for affordable housing projects on these sites. Currently, the City is reviewing proposals for the Strassberger Subdivision and anticipates prioritizing all City- owned properties for affordable housing development.

The City remains committed to expanding housing opportunities and ensuring that publicly owned land is utilized to support affordable housing initiatives.

Discussion
The City of Fairfield is dedicated to maximizing the use of its Housing Authority properties to address the critical need for affordable housing. Every parcel under the Housing Authority’s jurisdiction is carefully assessed and strategically allocated to support the City’s ongoing housing initiatives. Through thoughtful planning and resource allocation, the City aims to optimize the impact of its properties in meeting the community’s housing needs.

Beyond utilizing its land assets, the City employs a multifaceted approach to funding affordable housing initiatives. A key funding source is Fairfield’s Local Housing Trust Fund, which plays a vital role in financing affordable housing projects. This fund supports both the development of new housing units and the implementation of innovative programs that enhance housing accessibility and affordability for residents.

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The City’s efforts have been further strengthened by its recent Prohousing Designation from the State of California. This recognition reaffirms Fairfield’s commitment to housing affordability and expands opportunities for additional funding. The designation enhances the City’s and developers’ eligibility for state and federal affordable housing funds, streamlining application processes and expediting project approvals.

This milestone marks a significant step forward in the City’s mission to foster vibrant, inclusive communities by expanding access to safe and affordable housing.

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Annual Goals and Objectives

AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs
Addressed
Funding Goal Outcome Indicator
1 Youth 2022 2027 Non-Housing
Community
Development
City of Fairfield Public Services CDBG:
$45,000.00
Public service activities
other than Low/Moderate
Income Housing Benefit:
70 Persons Assisted
2 Fair Housing 2022 2027 Non-Housing
Community
Development
City of Fairfield Fair Housing CDBG: $.00 Public service activities for Low/Moderate Income
Housing Benefit: 50
Households Assisted
3 Administration 2022 2027 Administration City of Fairfield Administration CDBG:
$173,333.60
Other: 1 Other
4 Special Needs
Populations
2022 2027 Non-Homeless
Special Needs
Non-Housing
Community
Development

LOW/MODERATE

INCOME CENSUS TRACTS
City of Fairfield
Public Services CDBG:
$82,193.85
Public service activities
other than Low/Moderate
Income Housing Benefit:
2300 Persons Assisted
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs
Addressed
Funding Goal Outcome Indicator
5 Affordable
Housing
2022 2027 Affordable
Housing

LOW/MODERATE

INCOME CENSUS TRACTS
City of Fairfield
Non-Public
Services
CDBG:
$683,603.15
Rental units rehabilitated:
100 Household Housing
Unit
Homeowner Housing
Rehabilitated: 10
Household Housing Unit
6 Workforce
Development
2022 2027 Non-Housing
Community
Development
City of Fairfield Non-Public
Services
CDBG:
$300,000

Table 6 – Goals Summary

Goal Descriptions
1 Goal Name Youth
Goal
Description
Increase enrichment, life skills, and recreational opportunities for low to moderate-income youth, foster youth, and abused children.
2 Goal Name Fair Housing
Goal
Description
Promote the Affirmatively Furthering Fair Housing policy by eliminating discrimination in housing choice by providing fair housing counseling, investigation, mediation, enforcement, and education. 3 Goal Name Administration
Goal
Description
The City will allocate the maximum cap of 20% of CDBG funds towards program administration. The administration will support the development of a thriving Fairfield community, especially for low- and moderate-income persons, by providing general management, oversight, coordination, public information and engagement, and administration of the CDBG grant in a fiscally responsible manner.

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4 Goal Name Special Needs Populations
Goal
Description
Increase opportunities for people with special needs, elderly, frail elderly, and people with physical, mental, and developmental disabilities to be housed, become more independent and be protected from discriminatory practices.
5 Goal Name Affordable Housing
Goal
Description
Expand, Maintain, and Preserve Affordable Housing: Maintain and preserve the existing affordable housing stock, including rental units and single-family properties owned and occupied by lower-income households. 6 Goal Name Workforce Development
Goal
Description
Create economic opportunities for low- and moderate-income (LMI) persons through job training, job placement, and business assistance and improve the employment status of residents.

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Projects
AP-35 Projects – 91.220(d)
Introduction
The City of Fairfield prioritizes all its funding resources to meet the goals and priorities set in its Consolidated Plan. The City uses a multi- step application and review process when choosing projects to support during the annual plan process. This process ensures that all applications meet the needs of the community as well as meets HUD's requirements of the Citizen Participation process.

Projects
# Project Name
1 Senior Meals Program (2025)
2 Ombudsman Services (2025)
3 Senior & Disabled Independent Living Services (2025)
4 Youth Tutoring (2025)
5 Youth Services Scholarship Program (2025)
6 CDBG Administration 2025
7 Housing Rehabilitation Program
8 Workforce Development
Table 7 - Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
All the City of Fairfield Public Service Projects are scattered throughout the City and provide services to Fairfield residents. At least half of the public service subrecipients support residents that are presumed beneficiaries.

All the City's Public Facility/Infrastructure projects are in the City's Low/Mod Census Tracts. The City ensures to prioritize all funding to areas where the most vulnerable population can be served.

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AP-38 Project Summary
Project Summary Information
1 Project Name Senior Meals Program (2026)
Target Area City of Fairfield
Goals Supported Special Needs Populations
Needs Addressed Public Services
Funding CDBG: $63,464
Description The program provides nutritious meals daily to aid in the reduction of senior malnutrition, food insecurity, and to promote senior independence and socialization through human connection. As an eyes-on program, food delivery also provides an opportunity for wellness checks and, through a phone app, provide immediate feedback to the administrative office on changes or concerns that need attention. Additionally, this program helps identify other needs such as case management, fall prevention, and other services provided by Meals on Wheels and other community partners.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
This project anticipates supporting 500 seniors
Location Description The project will take place throughout the City of Fairfield, as meals are delivered directly to the homes of seniors
Planned Activities The goal of MOWSC's nutrition services is to ensure seniors have access to at least one healthy meal per day, and this is accomplished by home delivery and congregate cafes at local senior centers.

Additionally, routine interaction with volunteers who deliver the meals, program staff, and cafe participants, addresses isolation and loneliness and provides a safety net. When clients aren't home to receive their meals, staff call to check on them and follow up with emergency contacts if unable to reach the client, request a welfare check from local law enforcement, or call 911 if an emergency. Our approach is holistic to ensure address health, safety, isolation, and connection to community.

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2 Project Name Ombudsman Services (2026)
Target Area LOW/MODERATE INCOME CENSUS TRACTS
City of Fairfield
Goals Supported Special Needs Populations
Needs Addressed Public Services
Funding CDBG: $12,750.00
Description Empowered Aging (EA, formerly Ombudsman Services of Contra Costa, Inc.) serves older and disabled adults and their families living in Contra Costa, Solano, and Alameda County. EA protects the needs and rights of those living in long-term care, most over 65, ~30% low-income, ~3,550 across Solano County, and 1,700 in Fairfield 46 facilities. Most clients served have disabilities and impairments requiring care and assistance with at least three activities of daily living, more than half experience the effects of dementia and two additional co-occurring conditions such as diabetes, heart disease, mental illness, etc.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
Approximately 1700 Fairfield residents will have access to the Ombudsman Service. These services are provided at the local Live-in Facilities in the City
Location Description 1251 Travis Blvd. Ste. 120
Fairfield, CA
Planned Activities Empowered Aging overall goal has proven to be successful. They have provided services to the Fairfield community for over 4 years. We believe that all residents living in long-term care facilities deserve quality of life, dignity and respect. Fairfield’s long-term care residents continue to receive high-quality, person-centered care that meets their needs - eliminating abuse, neglect, and violation of residents’ rights.

Facilities will be equipped with knowledge, staffing and protocols to meet resident requirements using a person-centered approach to care, and family members and loved ones will be equipped to advocate for their residents of concern as needed. As a result, there will be fewer complaints and necessary investigations. At a higher level, the senior and social service system in Fairfield and Solano Counties more broadly will operate collaboratively and effectively, partnering as needed to meet residents’ diverse needs.

Project Name Senior & Disabled Independent Living Services (2026) DRAFT

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3 Target Area City of Fairfield
Goals Supported Special Needs Populations
Needs Addressed Public Services
Funding CDBG: $15,000.00
Description Lions Center for the Visually Impaired/LCVI is the only agency in Solano County providing independent living skills training for the visually impaired adult community. LCVI has played a key role and is certified by the California Department of Rehabilitation. Regarding outcomes for the blind, each client is assessed at intake and staff works with them to set individual health adjustment and skill-building goals.

Progress toward these goals is noted in individual files. From our agency records we know that clients meet the goals set in their plan.

We also know that clients are satisfied with the quality of our program and services because they tell us in our follow-up phone call surveys conducted after the close of each case file. Finally, most of our clients can continue living independently, this avoiding costly nursing homes.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
37 Senior and disabled individuals that are visually impaired.

Location Description Throughout the City as services are taken directly to the residents to meet their needs.

Planned Activities Lions Center for the Visually Impaired/LCVI is the only agency in Solano County providing independent living skills training for the visually impaired adult community. Preform intake of clients and help them to set individual health adjustments and skill building goals. We will also help most clients live independently and avoid costly nursing homes.

Regarding outcomes for the blind, each client is assessed at intake and staff works with them to set individual health adjustment and skill- building goals. Progress toward these goals is noted in individual files.

From our agency records we know that clients meet the goals set in their plan. We also know that clients are satisfied with the quality of our program and services because they tell us in our follow-up phone call surveys conducted after the close of each case file. Finally, many of our clients can continue living independently, this avoiding costly nursing homes.

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4 Project Name Youth Tutoring (2026)
Target Area City of Fairfield
Goals Supported Youth
Needs Addressed Public Services
Funding CDBG: $17,000.00
Description The Leaven Kids After School Tutoring will benefit children ages 5-12 living in the Phoenix Drive, Dana Drive, Groves, and Grande Circle apartment complexes in Fairfield. These areas are made up of highly diverse, primarily low-income individuals and families. We will serve children at centers located in each complex by providing educational support, tutoring, and mentoring that empowers and lifts them up.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
100 Youth that reside in the lower-income neighborhood
Location Description Grande Circle - 1970 Grande Circle Fairfield, CA 94533 Dana Drive - 1180 Dana Drive Fairfield, CA 94533
Planned Activities
5 Project Name Youth Services Scholarship Program (2026) Target Area City of Fairfield
Goals Supported Youth
Needs Addressed Public Services
Funding CDBG: $20,000.00
Description The Youth Activities Scholarship Program addresses the need for youth recreational activities for low-income families in the Fairfield community by enabling youth of low-income families to participate in the City of Fairfield Parks and Recreation Department's fee-based recreation programs and events. The funds are distributed on a sliding scale, based on family income, and subsidize 25-100% of the registration fees.

Target Date 6/30/2027
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Estimate the number
and type of families
that will benefit from
the proposed activities
30 Low-to-moderate income youth.

Location Description Throughout the City of Fairfield
Planned Activities The Youth scholarship program allows low/mod families to receive scholarships for recreational services for their children. 6 Project Name CDBG Administration 2026
Target Area City of Fairfield
Goals Supported Administration
Needs Addressed Administration
Funding CDBG: $173,333.60
Description Administration of the CDBG Program
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
There will be zero families directly impacted by this.

Location Description City of Fairfield
Planned Activities CDBG Administration
7 Project Name Housing Rehabilitation Program
Target Area LOW/MODERATE INCOME CENSUS TRACTS
City of Fairfield
Goals Supported Affordable Housing
Needs Addressed Non-Public Services
Funding CDBG: $333,603.15
Description The City of Fairfield will provide loans and grants for Low-Moderate income homeowners for rehabilitation.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
This project will support at least 10 low-income homeowners and renters.

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Location Description Throughout the City
Planned Activities Provide grants and low interest loans to low-mod homeowners to support rehabilitation efforts.
8 Project Name Workforce Development
Target Area LOW/MODERATE INCOME PERSONS
Goals Supported Affordable Housing
Needs Addressed Non-Public Services
Funding CDBG: $300,000
Description This project will create economic opportunities for low- and moderate- income (LMI) persons through job training, job placement, and business assistance and improve the employment status of residents.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities

Location Description Throughout the City
Planned Activities
9 Project Name Multifamily Housing Rehabilitation
Target Area LOW/MODERATE INCOME CENSUS TRACTS
Goals Supported
Needs Addressed Non-Public Services
Funding CDBG: $350,000
Description
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities

Location Description Throughout the City
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Planned Activities

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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City of Fairfield has over 20 low-income census tracts. CDBG resources will be allocated to serve the neighborhoods with the greatest need. All Public Facilities and Infrastructure projects will take place in the low-income census tracts. All other resources will be targeted for individuals and families at or below the moderate-income levels.

In the 2022-2027 Consolidated Plan, the City continues to focus a minimum of 65% of the entire grant amount annually on infrastructure and public facility improvements in the low income and minority concentration areas. Efforts related to the Housing Rehabilitation program have also been focused in the low-mod areas. The Housing Rehabilitation program allows low and moderately low-income property owners to receive loans and/or grants to rehabilitate or repair their homes.

Geographic Distribution
Target Area Percentage of Funds
LOW/MODERATE INCOME CENSUS TRACTS 65
City of Fairfield 35
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The City of Fairfield ensures that all the CDBG subrecipients meet the program requirements and serve low-to-moderate income clients. While the Public Service funding allocations may not specifically take place in low-to-moderate income neighborhoods, more than 70% of the individuals served are low-to- moderate income. The city works closely with the sub-recipients that are providing public services to ensure they target the proper demographic with the CDBG funds. All funds that the City allows for Public Facilities/Infrastructure are directed to projects located in low/Mod census tracts. The city allocates 65% of its annual allocation towards public facility/infrastructure projects. The city therefore ensures that all CDBG program requirements are met and that the most vulnerable populations and neighborhoods are being served and revitalized.

However, it’s imperative that all low-income residents have access to the public services offered. All public services are available for low to moderate-income individuals throughout the city regardless of the census tracts that they reside. All public facility projects will be allocated in the low/moderate income census tracts. This ensures that low/moderate income neighborhoods are being revitalized and, DRAFT

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neighborhood residents have access to the facilities.

Discussion
The City is committed to spending CDBG funds throughout the City and targeting vulnerable low-to- moderate income individuals. It’s important that they have equal access to the services identified in the Consolidated Plan.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City of Fairfield makes it a priority to support the most vulnerable populations with CDBG funding.

While the City didn't receive any applications for homeless services during the annual application process, the City will support low-income homeowners and low-income renters with opportunities that preserve their current housing. This therefore prevents homelessness.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 10
Special-Needs 0
Total 10
Table 9 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 10
Acquisition of Existing Units 0
Total 10
Table 10 - One Year Goals for Affordable Housing by Support Type

Discussion

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AP-60 Public Housing – 91.220(h)
Introduction
While the City does not own any public housing units, the Housing Authority is housed under the Housing Services Department as well as the CDBG efforts, therefore allowing all affordable housing efforts to be consistently monitored and shared. Residents served under the Housing Authority, receive access to all the information and services that are covered under the CDBG Program.

Actions planned during the next year to address the needs to public housing The City of Fairfield does not own any public housing units. However, the City has a Housing Choice Voucher Program (HCV) with over 914 vouchers to support low-income families within the community. Each year, the City serves more than 700 families in the program. Of the more than 700 families served, five households receive assistance through the Project Based VASH Vouchers.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
All families that are participants in the HCV program receive information related to opportunities for homeownership. The Housing Authority posts fliers and information as it becomes available. One of the HCV participants was recently selected to purchase a home under the Habitat for Humanity Program, which allows low to moderate-income homeowners to purchase with invested labor.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The City's PHA is not designated as troubled.

Discussion
The City of Fairfield does not own any public housing units that it supports. Although the City has a Housing Choice Voucher Program, The CDBG program and the Housing Choice Voucher Program work in tandem to provide supportive services to the low-income residents that are in need. Because the Public Service support agencies are supporting the same demographic as the Housing Choice Voucher Program, the Housing Services Department ensure that information is shared with the HCV participants for the services that are available to them.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City of Fairfield continues to see an increase in chronic and new homeless individuals over the past several years as it aligns with the national trends. The high cost of housing and property in the area and the shortage of affordable housing and prevention services available in the county create significant barriers in addressing the growing rates of those falling into homelessness.

The Fairfield City Council adopted a comprehensive Homeless Strategy to address homelessness, including a dedicated Homeless Services Division now located in the Housing Services Department to address the needs of the unhoused residents in the community. The Homeless Strategy includes nationally recognized programs and policies proven to reduce homelessness. A major part of the strategy is providing linkages for unhoused individuals and families to appropriate services through collaborative outreach efforts. The City of Fairfield partners with local service providers and the County of Solano in responding to the needs of the unhoused and those at risk of being displaced into homelessness. Additionally, the City of Fairfield provides funding and site assistance, public outreach and education, policy development and strategic planning, and coordination and collaboration to address homeless prevention efforts. The City of Fairfield is actively involved in the local Continuum of Care, Housing First Solano, with the Homeless Services Manager holding an officer seat on the Board of the Continuum. Additionally, two Council members sit upon the CAP Solano Joint Powers Authority (JPA) working in partnership with all the regional cities and the County of Solano, which provides overnight and coordination of homeless and safety net services in Solano County. This regional approach is unique in the State of California, creating a collective response to the growing crisis addressing the impacts of homelessness. Lastly, the Homeless Services Manager serves on the Technical Advisory Committee providing expertise and assistance to the JPA.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The current goals and actions for reducing and ending homelessness include (1) maintaining current levels of unhoused emergency assistance including emergency shelter beds and outreach services, (2) improving systems coordination across the county and, (3) assisting with the implementation of a staffing plan to support CAP Solano Joint Powers Authority (JPA).

This past year the City of Fairfield rehoused their Homeless Services Division into the Housing Services Department in alignment with the state goals to incorporate housing solutions into the homeless response systems. The Homeless Services Division includes dedicated staff to support DRAFT

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the community and coordinate efforts with various city divisions and develop best practices and public policy. Having this dedicated team allows for ongoing regional planning activities, coordinating activities, and planning for service providers, stakeholders, and affected citizens.

Working closely with stakeholders allows the Homeless Services Division to ensure an efficient and effective system offering everyone access to shelter, food, housing, and other basic needs.

Addressing the emergency shelter and transitional housing needs of homeless persons The Homeless Services Division, Law Enforcement based Homeless Intervention Team (HIT), and partner agencies work collaboratively with local interim housing programs to provide shelter for the unhoused residents. The City of Fairfield partners and provides funding for three local providers to provide interim shelter. Two of those programs provide year-round services and one is a winter shelter which is open for five months from November to end of March. The Homeless Services Division continues to work on seeking out new grants and revenue sources to expand and continue existing interim and transitional housing services.

The Fairfield Police Division increased the Homeless Intervention Team (HIT) staffing to one full time sergeant, three full-time police officers and one part time Community Service Officer. The HIT Team works to provide enforcement across the city on encampment removals and addressing blight. HIT also coordinates with Homeless Services Division to link unhoused residents open to services and triage based on immediate need.

The Homeless Services Division and Homeless Intervention Team partner to conduct regional outreach efforts in partnership with area law enforcement, social services, mental health, healthcare, libraries, faith-based organizations, shelter services, animal care, housing providers, and crisis intervention teams to meet those who are unsheltered where they are and connect them to resources.

In January 2025, the City of Fairfield went into a three-year contract with a local service provider to provide unhoused street outreach services. By partnering with a nonprofit agency, the city has been able to expand their outreach efforts to provide more intensive street outreach and housing navigation services for those who are unsheltered in the community.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Along with the City of Fairfield, many agencies in and near Fairfield assist those who are unhoused in transitioning to permanent housing and independent living. The City assists low- DRAFT

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income individuals and families with avoiding homelessness through several city-supported programs, including HOME and CalHOME programs, CDBG housing rehabilitation, VASH Vouchers, and the Housing Choice Voucher program. Additionally, the City of Fairfield was awarded HomeKey+ funding this past year for a motel conversion into permeant supportive housing (PSH). This project will expand PSH units within the community targeting those who are unhoused within the behavioral health systems.

The Tenant-Based Rental Assistance (TBRA) Program, funded through HOME funds, allows homeless families to secure temporary housing for up to 24 months. After 24 months on the program and completing identified program milestones, individuals may qualify to receive a preference on the City’s Housing Choice Voucher Program. This final step helps them secure permanent housing.

The City of Fairfield collaborates with a wide array of local partners, community agencies, and stakeholders to address the needs of unsheltered residents. Homeless Services understands that the way home for every homeless individual is unique to their background and continues to identify opportunities to build on the full continuum of services needed to reduce homelessness permanently.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The City will continue to work with other cities in the county to expand and improve the countywide Coordinate Entry System including looking at racial equality. The Homeless Services Manager is part of systems improvements work being done in the coordination entry system and outreach services in Solano County.

City of Fairfield has taken the lead regionally in expanding the staffing needs of CAP Solano JPA.

Through these efforts, local Cities (excluding Dixion) and the County of Solano have entered an MOU to assist with funding the increase in staffing support needs. Phase one of the staffing plans has been completed with the hiring of an executive director, project manager, and homeless coordinator (administrative support). Currently the next phase of the staffing plan is recruiting and hiring to move the finical oversight from a local city to fully under CapSolano JPA.

This staffing increases support for the regional efforts to address the needs of the unhoused community including increasing funding to support existing and new programs to help those who are unhoused, at risk of displacement into houselessness and those who are living in DRAFT

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poverty. Regional coordination has led to the creation of more robust diversion and prevention programs launching in the next year. The efforts of CAPSolano have increased support services to specialized populations including TAY, Veterans, and those displaced into houselessness due to intimate partner violence. As the staffing expands for CAPSolano, the regional efforts will expand by providing more funding to support existing programs and launch new innovative approaches to decreasing the impacts of homelessness on the community.

The Homeless Services Division and HIT have created relationships with policymakers on a local, county, state, and federal level to best access resources and effect policy. City Divisions regularly convene meetings with state and local elected officials to share concerns regarding the effects of chronic homelessness, including seniors and veterans, and seek assistance in accessing funding and resources to serve the homeless population better.

Discussion
The City of Fairfield emphasizes supporting homeless efforts and makes its best effort to come up with an innovative approach to addressing the needs of the homeless community. The Fairfield City Council has made homeless one of its top goals, and there is a clear understanding of the need to collaborate to create innovative initiatives to support the efforts Citywide and regionally.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Discussion:

The City maintains an ongoing, programmatic approach to reducing regulatory and policy barriers that may constrain housing development. Through continued evaluation of land use regulations, zoning standards, development fees, and processing procedures, the City works to improve predictability, streamline approvals, and support housing production across income levels.

During the 2025 calendar year, the City adopted and implemented several zoning and policy amendments to facilitate residential development and provide clearer, more objective standards. These actions build upon Housing Element commitments and reflect the C ity’s continued effort to align local regulations with state housing law while improving project feasibility.

Because these efforts are embedded in the City’s regular planning and development processes, they represent both recently completed actions and continuing measures that will support future affordable and mixed-income housing development. Key 2025 actions include:

City Council Approvals:
• Modifications to multifamily residential standards to eliminate outdated and nonessential development requirements, including the car wash area and 100 -cubic-foot exterior storage space.
• Modifications to the development regulations in the Heart of Fairfield plan area allowing properties to meet 50% of their required parking through on-street spaces within 300 feet of the parcel line, and the remaining 50% to be accommodated on any private parcel or public parking facility within 750 feet of the parcel line.

• Reducing the private open space requirement in the Heart of Fairfield plan area to provide more flexibility in site design and encourage efficient land use.

• Updating the Zoning Ordinance density regulations to align with the Heart of Fairfield plan, allowing maximum densities of 48 units per gross acre for the Mixed-Use West Texas Street (MU-WTS) designation and 35 units per gross acre for the Mixed-Use Office (MU- O) and Medium Density Residential – Downtown (RM-D) designations.

• Reducing entitlement process thresholds for single-family residential developments with a minimum density of 12 units per gross acre within the Heart of Fairfield plan area to streamline approvals and encourage higher-density housing.

• Updating parking standards to comply with state laws, including removing additional DRAFT

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parking requirements for Accessory Dwelling Units (ADUs) and Junior ADUs (JADUs). Off- street parking requirements have also been revised to exempt development projects located within ½ mile of a major public transit stop, in accordance with Assembly Bill (AB) 2097.

Planning Commission Actions:

The Planning Commission approved a resolution recommending City Council adopt a comprehensive set of zoning text amendments to implement the 2023 –2031 Housing Element Housing Action Plan. These amendments:
• Align zoning densities with General Plan land use designations. • Reduce minimum lot sizes and establish objective standards to support small-lot and infill development.
• Provide ministerial and by -right approval pathways for qualifying housing projects in accordance with State law.
• Expand opportunities for affordable, efficiency, farmworker, supportive, emergency, and special-needs housing.
• Remove parking and other regulatory constraints for residential care and similar facilities.

The tables below identify the sites for rezoning (Table 1) and the associated zoning ordinance text amendments (Table 2).

Table 1: Candidate Sites for Rezoning (Table B, 2023-2031 Fairfield Housing Element Sites Inventory)
APN Address Current
Zoning
Proposed
Zoning
Current GP
Designation
Proposed GP
Designation
0152280140 Travis Blvd and
Oliver Rd CC CM Commercial
Community -
0027370280
Westamerica Dr
and Suisun Valley
Rd
CO CM Residential
High
Commercial
Community
0027370300 Mangels Rd and
Suisun Valley Rd CO CM Residential
High
Commercial
Community
0027360070 Campus Ln and
Suisun Valley Rd IBP RVH Residential
Very High -
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0038221010 E Tabor Rd and
Railroad Ave RH RVH Residential
High
Residential
Very High
0034050320 Heath Dr and
Peach Tree Dr RH RVH Residential
High
Residential
Very High
0037010120 1351 E Tabor Ave RH RVH Residential
High
Residential
Very High

Table 2: Zoning Amendments to Implement Fairfield’s 2023-2031 Housing Element Housing Action Plan
Housing Element
Action
Zoning Amendment Summary Purpose / Key Effect
Land Use
Density
Consistency
Updated Section 25.20.1 and Table 25-4
to align zoning density ranges with new
General Plan land use designations.

Maintain consistency
between GP and zoning
densities.

Action 2.3 –
Small Lot
Consolidation
Incentives
Added new 'Lot Merger Incentives'
section to FMC Article 3 for qualifying
housing projects; provides expedited
review, reduced parking, and fee
waivers for small unit projects.

Encourage infill and
affordable housing on
small/underutilized
parcels.

Action 2.4 –
Streamlining of
Housing Permits
Added Section 25.40.5(E) 'Ministerial
Review' for SB 35, SB 330, AB 803
projects using objective design
standards; limited PC review to verify
compliance.

Ensure ministerial
approval per state law
and clarify entitlement
findings.

Action 2.5 –
Citywide
Densities, Zoning
& Circulation
Reduced minimum lot sizes in RLM/RM
districts; established consistency with
small-lot provisions; tied to AB 803
eligibility.

Added Section 25.20.3.5 'Small Home
Lot Developments'; updated Tables 25-
1 & 25-9; established objective design
standards and clarified single-family use
in multifamily zones.

Facilitate small-lot and
infill development;
remove lot size
barriers.

Actions 6.1 & 6.2
– Rezoning & By-
Right Housing
Rezoned seven Housing Element sites;
added CM minimum density of 20
du/ac; added by-right provision for 20
percent lower-income projects.

Meet RHNA rezoning
requirement, enable
by-right approvals for
qualifying sites.

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Table 2: Zoning Amendments to Implement Fairfield’s 2023-2031 Housing Element Housing Action Plan
Action 6.3 –
Efficiency Units
Defined 'efficiency unit' in § 25.51.2;
allowed by-right in medium-to-very-
high density zones and mixed-use
zones; CUP in CT zone.

Support smaller, lower-
cost units and flexible
housing types.

Action 7.2 –
Housing for
Persons with
Disabilities
Added note to Table 25-17 clarifying
residential care facilities (≤ 6 residents)
cannot have special parking
requirements.

Align with state law for
small residential care
facilities.

Action 7.6 –
Farmworker
Housing
Added 'Farm Employee Housing,
Small/Large' to Tables 25-1 & 25-13;
added standards (§ 25.32.20) and
definitions (§ 25.51.2).

Implement HSC §§
17021.5–17021.6;
allow small facilities by
right.

Action 8.2 –
Homeless &
Special Needs
Housing
Added standards and definitions for:

Low Barrier Navigation Centers (AB
101), Emergency/Transitional Housing
(AB 139), Supportive Housing (by right),
and Residential Care Facilities in
sections 25.32.20-25.32.55
Facilitate housing
options for homeless
and special-needs
populations.

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AP-85 Other Actions – 91.220(k)
Introduction:

A shortage of funding for affordable housing, homeless services, and community development activities is the primary obstacle to meeting underserved needs in Fairfield. The City of Fairfield actively pursues federal, state, local, and private funding sources to address underserved needs. It will continue exploring new and existing funding sources during the planning period and subsequent years.

Actions planned to address obstacles to meeting underserved needs The City continues to find creative resources to address the needs of the underserved populations.

Coordination with other entities has been a critical resource to gaining traction on the highest level of needs in the community.
• Continue to partner with local and regional housing developers to entitle and complete new affordable housing options for the Citizens of Fairfield • Provide fee deferrals.
• Provide Section 8 Housing Choice Vouchers to low-income households through the Fairfield Housing Authority
• Efforts to ensure that City zoning regulations and other policies support the development of affordable and special needs housing, including Accessory Dwelling Units • Monitor properties with affordability restrictions to determine when restrictions are set to expire and work with property owners to maintain affordability • Encourage the development of second-dwelling units as another source of affordable housing, especially for senior citizens and individuals
• Provide fee credits for affordable housing developers • Provide first-time homebuyer down payment assistance
Actions planned to foster and maintain affordable housing • Continue to partner with local and regional housing developers to entitle and complete new affordable housing options for the Citizens of Fairfield • Provide fee deferrals.
• Provide Section 8 Housing Choice Vouchers to low-income households through the Fairfield Housing Authority
• Efforts to ensure that City zoning regulations and other policies support the development of affordable and special needs housing, including Accessory Dwelling Units • Monitor properties with affordability restrictions to determine when restrictions are set to expire and work with property owners to maintain affordability • Encourage the development of second-dwelling units as another source of affordable housing, DRAFT

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especially for senior citizens and individuals
• Provide fee credits for affordable housing developers • Provide first-time homebuyer down payment assistance
• The City has started a Housing Trust Fund to assist with maintaining and adding new affordable housing units
Actions planned to reduce lead-based paint hazards
The City has developed a Lead-Based Paint Implementation Plan (LBP Plan) that describes the actions to be taken and the responsibility for compliance with lead-based paint abatement regulations (24 CFR 35 and Title X of the Housing and Community Development Act of 1992) under each of its existing affordable housing programs. The City will continue to ensure that any homes constructed before 1978, which are assisted through the 'City's Homeowner Housing Rehabilitation Program, will follow lead- based paint abatement requirements.

Actions planned to reduce the number of poverty-level families On an ongoing basis, the City of Fairfield addresses poverty more broadly through City programs and cooperation with other governmental agencies and local service organizations. The City’s affordable housing policies discussed in the Consolidated Plan assist in providing affordable housing to lower- income households. Affordable housing is a necessary first step in overcoming poverty for many low- income households. Most households experiencing high housing cost burdens, overcrowding, or other unstable living environments often cannot overcome poverty without first securing suitable affordable housing.

Actions planned to develop institutional structure
Work in conjunction with the Fairfield Housing Authority. The City of Fairfield Housing Services Department will continue to work closely with the Fairfield Housing Authority to ensure quality housing for all low-income City residents. The working relationship between these organizations is strong and facilitative. The Housing Authority is a division of the Housing Services Department; therefore, communication is typically direct and immediate. As a result, gaps in program or service delivery are typically not the result of poor institutional structure or lack of intergovernmental cooperation but rather due to shortcomings in available resources.

Participate on the Board of the Homeless Continuum of Care. The City shall continue its active participation in the Solano County Continuum of Care, which is critical in coordinating services between public agencies, affordable housing providers, and social service agencies. Representatives from the City of Fairfield City Manager’s Office and Fairfield Police Department plan to continue to serve on the DRAFT

Annual Action Plan

47 OMB Control No: 2506-0117 (exp. 09/30/2021)
Continuum of Care Governing Board to further these efforts.

Participate in the Regional Steering Committee on Homelessness and Housing. The Homeless Services Division will continue to attend the Homeless Continuums of Care (CoCs) regional meeting for the Bay Area, working with the other CoCs to end homelessness and increase the affordable housing stock for people with incomes from 0-30% AMI.

Coordinate with Non-profits and Service Providers. The City of Fairfield will continue to engage in ongoing internal coordination with other agencies to address the needs of affordable housing, homelessness, and community development in the city. This coordination will continue during the 2026-27 program year.

Actions planned to enhance coordination between public and private housing and social service agencies
The Housing Services Department will work closely with other City departments and the community to develop programs and activities that improve Fairfield’s low- and moderate-income neighborhoods. The administration of program activities includes housing, public facility and infrastructure improvements, public and social service activities, and economic development activities. Moreover, the City collaborates with public agencies, for-profit agencies, faith-based organizations, and non-profit organizations to leverage the identified programs and services.

In addition, on an ongoing basis, the City of Fairfield works with affordable housing developers to construct and manage affordable housing in the city and with Solano County agencies and non-profit service providers to provide social services to residents. The City will continue to support these entities in achieving affordable housing, homeless services, and community development goals during the program year and subsequent years.

Discussion:

As part of the City of Fairfield’s ongoing efforts to address the housing and neighborhood revitalization needs of the community, the City will continue to explore additional/alternative funding sources.

DRAFT

Annual Action Plan

48 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan

3. The amount of surplus funds from urban renewal settlements

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan.

5. The amount of income from float-funded activities
Total Program Income

Other CDBG Requirements

1. The amount of urgent need activities

Discussion
The City of Fairfield plans to utilize 100% of its annual allocation to support low- and moderate-income individuals.

DRAFT

Agenda Item No: M.1

AGENDA REPORT
DATE: May 5, 2026

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: CD Contract Negotiations with the Downtown Theatre Foundation for the Arts

Discussion and Direction Regarding Contract Negotiations with the Downtown Theatre Foundation for the Arts

Funding Source: $190,000; General Fund

Contact: Dave Zellers, (707) 428-7436

RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.

STATEMENT OF ISSUE
City staff have been working with the Downtown Theatre Foundation for the Arts (DTFA) to prepare a new contract following City Council direction to do so in December 2025. To complete the negotiations, additional direction is required based on DTFA’s responses and requests during negotiations.

DISCUSSION
In December 2025, following the completion of a Request for Proposal (RFP) process, council directed staff to negotiate a new contract for the operation of the city’s theatre facility with DTFA.

During the council discussion on this matter direction was given for a two year contract and for the council to be able to appoint members to the DTFA Board of Directors.

City staff met with DTFA’s negotiating team three times since the start of 2026 to work on a new contract. While many issues have been mutually agreed upon by the negotiators, there are two counterproposals from DTFA that do not align with council’s prior direction. The first is the length of term of the new contract. DTFA has requested a term longer than two years based on the rhythm and timing of arranging performances, marketing the facility, and ramping up to meet other conditions & terms proposed for the new contract. City staff are open to DTFA’s

counterproposal of a longer contact period . Staff propose for council discussion a three year initial contract term with the possibility for two additional extensions of eighteen months each.

The second matter for council direction is the appointment of individuals with the DTFA Board of Directors. DTFA is an independent 501c3 that has operated with a self -selected Board of Directors. According to the by-laws, the Board can have up to 12 members. While the DTFA has indicated in negotiations they are willing to make by -law changes that would align to non-profit best practices for term lengths and officer terms, concern has been raised over the council appointing individuals to the Board of Directors of an independent entity. DTFA’s concern is two- fold. First, their contention is that those appointees from the council may act more in the best interest of the city rather than have fidelity to the mission of the independent entity. Second, concern has been expressed that having the council take a vote on making appointments to an independent entity would then subject the DTFA to the Brown Act in the same way the council is.

The City Attorney’s Office has reviewed the latter concern; if council chose to appoint one of its own members and/or the member of another city board or commission (ex. the planning commission), then the Brown Act would apply to the DTFA Board of Directors. However, if the council appointed a member of the public or city staff to the DTFA Board of Directors then the DTFA Board of Directors would not be subject to the Brown Act.

As to the former concern, during negotiation city staff presented a compromise concept whereby DTFA could recommend individuals for appointment to the council’s nomination committee for consideration. Council would not be committed to appointing a DTFA recommended individual, but this is a collegial approach to achieve the shared goal of DTFA and the City to see the theatre facility thrive through increasing its utilization and achieving financial maturation. City staff propose for council discussion the compromise as described with the understanding that ultimately as the theatre is a city facility and DTFA’s mission is the support of the theatre there should not be an inherent conflict confronting a city appointed member of the DTFA Board of Directors.

FINANCIAL IMPACT
The contract will cost the city at least $120,000 annually from the General Fund to support the DTFA in addition to approximately $70,000 in utility costs for the theatre facility.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
Council may decide to provide other direction at its discretion beyond staff’s recommendation.

COORDINATED WITH
City Manager’s Office, City Attorney’s Office, and the Parks & Recreation Department

STAFF CONTACT
Dave Zellers, Director of Community & Economic Development (707) 428-7436
[email protected]

ATTACHMENTS
Attachment 2: Correspondence between City of Fairfield and DTFA dated March 25, 2026 , Summarizing Negotiations to Date

Agenda Item No: M.2

AGENDA REPORT
DATE: May 5, 2026

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: PW Proposition 218 Balloting Process in L andscape and Lighting Maintenance District No. 13 – North Cordelia and Recognize the Green Valley Community Landscape Group as a Primary Community Liaison

PW Discussion and Direction Regarding a Request to Begin a Proposition 218 Balloting Process in Landscape and Lighting Maintenance District No. 13 – North Cordelia and Recognize the Green Valley Community Landscape Group as a Primary Community Liaison

Funding Source: N/A

Contact: Chris Lewis, (707) 428-7089

RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.

STATEMENT OF ISSUE
In May 2025, property owners in Landscaping and Lighting Maintenance District (LLMD) No. 13 – North Cordelia voluntarily deferred a Proposition 218 balloting process to increase assessments and address declining landscaping in their area pending further coordination with their community stakeholders. Over the last year, the property owners have formed the Green Valley Community Landscape Group (GVCLG), collaborated with City staff to understand the Proposition 218 process and requirements , and develop ed a general community engagement plan. The GVCLG requests the City Council approval to begin a Proposition 218 process in LLMD No. 13 and to be recognized as a primary community liaison for the Proposition 218 process in the Green Valley area.

DISCUSSION

Background
In 2023, the City conducted a community engagement and balloting process in accordance with Article XIII D of the California Constitution (also known as Proposition 218) to increase assessment rates in nine LLMDs that were projected to have a structural budget deficit.

The ballot was passed by property owners in the Gateway and Paradise Valley communities , resulting in the formation of LLMDs No. 2023 -1 (Gateway) and No. 2023 -11 (Paradise Valley).

However, the ballot was not passed by property owners in t he remaining seven LLMDs: No. 3 – Waterman Highlands, No. 5 – Smith Ranch (Rancho Solano), No. 6 – Peppertree Drive, No. 7 – Rolling Hills, No. 8 – Kolob Estates, No. 12 – Downtown Business District, and No. 13 – North Cordelia. As a result, services were reduced in these communities.

Property owners within these districts expressed concerns to the Landscape Oversight Committee ( LOC) and the council Subcommittee to the LOC (Subcommittee) regarding the declining landscape in their neighborhoods and their desire to increase their assessment rates through another Proposition 218 balloting process.

At the April 1, 2025, council meeting, the council directed the LOC to provide a recommendation of three LLMDs that should be considered for another Proposition 218 balloting process. Due to limited staffing and City resources, the remaining four districts would be considered for a second balloting process in future years. During the April 17, 2025, LOC meeting, the LOC moved to recommend to the council that LLMD No. 5 – Smith Ranch, LLMD No. 7 – Rolling Hills, and any third LLMD with at least 10% of property owners providing a written request for inclusion be considered for a balloting process.

Councilmember K. Patrice Williams hosted an LLMD No. 13 – North Cordelia community meeting at the Cordelia Library on May 1, 2025, to determine if North Cordelia property owners were interested in participating in a Proposition 218 balloting process. The majority of North Cordelia property owners in attendance agreed to d efer a balloting process until they confirm ed community support through their homeowner’s association networks, district -specific subcommittees (separate from the LOC), community surveys, and other relevant means of engagement.

On May 20,2025, the council directed staff to move forward with a balloting process in LLMD No. 5 – Smith Ranch and LLMD No. 7 – Rolling Hills only.

Green Valley Community Landscape Group
City staff facilitated the creation of the GVCLG , which is comprised of LLMD No. 13 – North Cordelia property owners who attended the May 1, 2025, community meeting and expressed their interest in forming a steering committee responsible for guiding the Proposition 218 process in their LLMD.

At the May 1, 2025, community meeting many long-time and newer North Cordelia residents explained that most property owners identify their district as “Green Valley.” The residents requested that the City begin referring to the area with the more recognizable name to attract the appropriate audience and help avoid confusion.

The GVCLG is open to all Green Valley property owners but currently consists of eleven property owners, including LOC Member Reginald Nelson, and is guided by Councilmember K. Patrice Williams. City staff provides information, guidance, and related support as necessary.

Since the first meeting in May 2025, the GVCLG has:
 Held at least six meetings with City staff and three independent meetings  Attended a bus tour of LLMD No. 13 landsc ape maintenance areas with City staff to gain a first-hand account of the district’s needs
 Collaborated with City staff to reduce certain landscape maintenance costs  Independently developed a website to provide LLMD education, share community news, and encourage neighborhood participation
 Hosted two community ‘Trash Mob’ events to clean up several high -visibility areas and collector roads, and posted GVCLG branded signs to advertise the group’s impact  Began researching preferred landscape standard s and sustainable landscape maintenance service providers
 Initiated conversations with local homeowners’ associations to raise awareness about the district’s declining landscaping and how the community can work together on Proposition 218 efforts
 Developed a plan to engage local businesses and commercial property owners, like North Bay Health

Over the last year, the GVCLG has committed their efforts to understanding their district’s current financial position and landscaping needs, gaining a gener al knowledge of a Proposition 218 balloting process and requirements, collaborating amongst themselves to form a fully independent group of volunteer ne ighbors who are dedicated to Green Valley landscaping, building relationships with City staff, and learn ing some of the City’s administrative and landscape maintenance processes.

GVCLG Request to Proceed with Proposition 218 Process
The GVCLG believes th eir work to date, including the experience they gained during the 2023 Proposition 218 process, has positioned them to lead their district in a future Proposition 218 community engagement and balloting process.

The GVCLG requests the council’s approval to proceed with Proposition 218 community engagement and balloting process with a target effective date for new assessment s of July 1, 2027. The GVCLG understands that the target effective date may be modified based on engagement outcomes and the community’s readiness to proceed.

GVCLG Request to be Recognized as a Primary Community Liaison The GVCLG also requests that the council recognize the group as a primary community liaison for the Proposition 218 process in the Green Valley area.

The GVCLG intends to operate independent of, but in collaboration with, the City with the goal of educating their community on LLMDs, the Proposition 218 process, and how neighbors can work together to improve landscaping.

Council Direction
City staff requests the council’s direction regarding GVCLG’s requests:

Should the council approve the request to proceed with Proposition 218 process, staff will engage Willdan Financial Services, an assessment engineering consultant, to assist the City. In 2025, the City released a Request for Proposals for assessment engineering consulting services and Willdan was selected as the most qualified consultant. The estimated cost of service is $40,000. Staff will follow standard City procedures to execute a contract and obtain budget approval.

If the request to recognize the GVCLG as a primary community liaison is approved, City staff will work with the GVCLG as the district’s primary community engagement partner and continue to provide all other Green Valley property owners and community groups with information and guidance upon request.

FINANCIAL IMPACT
N/A

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
The Green Valley Community Landscape Group coordinated with City staff to submit this request to proceed with a Proposition 218 balloting process.

ALTERNATIVE ACTION
The council may deny the request to proceed with a Proposition 218 balloting process , the request to recognize the GVCLG as a primary community liaison, or direct staff to return with additional information.

COORDINATED WITH
N/A

STAFF CONTACT
Chris Lewis, Sr. Management Analyst
(707) 428-7089
[email protected]

ATTACHMENTS
N/A

Agenda Item No: M.3

AGENDA REPORT
DATE: May 5, 2026

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Continuation from April 21, 2026: Discussion and Direction Regarding the Future State of Landscaping and Lighting Maintenance Districts and Assessment Refunds

Funding Source: N/A

Contact: David Lim, (415) 421-8484

RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.

LEGAL DISCLAIMER
On March 17, 2026, the content of this staff report was presented to the City Council in a Closed Session meeting to present confidential attorney -client communications to the council as the duly elected representatives of the City of Fairfield, a Municipal Corporation. The council has waived the attorney-client privilege on this matter and asked that this information be presented in an open meeting in the interest of public transparency.

To the degree this staff report provides legal analysis and legal opinion, this staff report does not purport to give legal advice to any person or entity other than the City of Fairfield, a municipal corporation. Members of the public should not rely on this report as legal advice. Any member of the public who has questions or concerns about the legal opinions expressed in this report should consult their own attorney. The city attorney of Fairfield represents the City of Fairfield, a Municipal Corporation, solely.

STATEMENT OF ISSUE
In the matter of Thacker v. City of Fairfield, the California Court of Appeal overturned a ruling in favor of the City of Fairfield (City) by the Solano County Superior Court, ruling that the assessments levied in Landscaping and Lighting Maintenance District (LLMD) No. 7 – Rolling Hills (LLMD No. 7) violated Article XIII D the California Constitution, also known as Proposition 218, because the rates were increased beyond the 1996 rates in effect upon the Propositio n 218 effective date. The City has other LLMDs that are in a similar posture to LLMD No. 7 and therefore

may be affected by the Thacker ruling. Staff requests for the council’s direction regarding the future state of these LLMD and assessment refunds.

DISCUSSION

Background

In August 2023, Mr. David Thacker filed a lawsuit (Thacker v. City of Fairfield) against the City in the Solano County Superior Court alleging that the assessments levied in LLMD No. 7 – Rolling Hills (LLMD No. 7) violated Proposition 218.

On July 5, 2024, a trial court in Solano County ruled in favor of the City, finding that the assessments did not violate Proposition 218.

On September 24, 2024, Mr. Thacker filed an appeal with the 1st District Court of Appeal against the ruling of the trial court. The court of appeal overturned the trial court ruling on August 28, 2025, and found that the assessments levied in LLMD No. 7 did violate Proposition 218 because the rates were increased beyond the 1996 rates in effect upon the Proposition 218 effective date.

The case was remanded back to the trial court for further proceedings.

On February 6, 2026, a Final Stipulated Judgment was issued by the Court in which the City was ordered to:

1. Refund the full fiscal year (FY) 2025 -2026 assessment levied pursuant to Resolution No. 2025-131 to each LLMD No. 7 – Rolling Hills property owner within 180 days of Judgment

2. Refund $1,800 to Mr. Thacker within 60 days of Judgment

3. Refund $1,800 to ten named property owners within 90 days of Judgment

4. Refrain fr om levying an assessment in LLMD No. 7 – Rolling Hills that exceeds the assessment amounts in effect prior to the Proposition 218 effective date, unless said assessment complies with the California Constitution, Article XIII D, Section 4 (“Section 4”).

The City coordinated with the Solano County Auditor -Controller’s Office to issue refunds for FY 2025-2026 assessments to Rolling Hills property owners, as described in Item No. 1 above.

Property owners have either received a cash refund or an amended FY 2025-2026 property tax bill.

Refunds to Mr. Thacker and the ten named property owners described in Item Nos. 2 and 3 above have been issued, and any future assessments levied will comply with Item No. 4 above.

Potential Impacts on Other LLMDs

The Court of Appeal ruling in Thacker has led to questions from residents regarding the impact of the ruling on other LLMDs in the City of Fairfield. On March 17, 2026, the council met in Closed Session to discuss this matter, then directed the city attorney to schedule this meeting to discuss this matter before the public. The council has specifically waived the attorney-client privilege to allow the city attorney to present information that he would otherwise be ethically compelled to keep confidential to the council.

Legal Posture of Other LLMDs Based on Thacker Ruling

The Court of Appeal decision in Thacker made no rulings or comments on other LLMDs in the City. Therefore, there is no legal basis that requires the City to take any action on any other LLMD in the City based on the Thacker ruling.

However, a common sense analysis of the Thacker ruling shows that there are other LLMDs that are in a similar posture to LLMD No. 7, and therefore may be affected by the Thacker ruling.

Five LLMDs Potentially Affected by Thacker Ruling

The five LLMDs listed below are in a similar posture to LLMD No. 7 because their current rates were increased beyond the 1996 rates in effect when Proposition 218 was enacted. It is therefore likely that any legal challenge to t hose rates would be deemed similar to LLMD No. 7 and therefore bound by the Thacker decision. The five LLMDs and their formation date (Pre - Proposition 218) are:

 LLMD No. 3 (Waterman Heights) - Formed 08/05/1986
 LLMD No. 6 (Peppertree Drive) - Formed 07/07/1987
 LLMD No. 8 (Kolob) - Formed 06/20/1989
 LLMD No. 12 (Downtown Business District) - Formed 7/16/1991  LLMD No. 13 (North Cordelia) - Formed 6/19/1990

In 2023, the City went back to voters to attempt to increase the LLMD rates for all of the above LLMDs. On June 7, 2023, the voters for each LLMD rejected a rate increase that would bring these LLMDs into compliance with Proposition 218.

Two LLMDs Potentially Partially Affected by Thacker Ruling

The two LLMDs listed below are partially affected by the T hacker ruling because while homeowners approved formation of a new LLMD in 2023, the assessments from 2022 -2023 might still be subject to the Thacker decision. These two LLMDs are:

• LLMD No. 1 (Gateway) - Created new LLMD 2023-1 on 6/7/2023 • LLMD No. 11 (Paradise Valley North) - Created new LLMD 2023-11 on 6/7/2023

As of 2023, services in the Gateway and Paradise Valley areas are now provided by LLMD No. 2023-1 and LLMD No. 2023 -11, respectively. LLMD No. 1 and LLMD No. 11 exist only to repay General Fund loans that were issued in 2022. Since the new LLMDs were passed under Prop. 218, Thacker no longer applies to these LLMDs, except for assessments collected in 2022-2023.

LLMDs Not Affected by Thacker Ruling

The following LLMDs are not subject to the Thacker decision because they were either formed after Proposition 218 went into effect, or their voters approved rate increases through a lawful Proposition 218 vote:

• LLMD No. 5 (Smith Ranch; aka Rancho Solano) - Approved rate increase 5/18/1999 • LLMD No. 10 (Southbrook) - Approved rate increase 5/18/1999 • LLMD No. 14 (Woodlake) - Formed 7/3/2001
• LLMD No. 15 (Gold Ridge) - Formed 7/3/2001
• LLMD No. 16 (Creekside) - Formed 7/15/2003
• LLMD No. 17 (Chadbourne-Beck-Cordelia) - Formed 7/1/2003 • LLMD No. 18 (Gold Ridge Park) - Formed 2/5/2008
• LLMD No. 19 (Corporate Commons) - Formed 11/16/2010
• LLMD No. 2023-1 (Gateway) – Formed 6/7/2023
• LLMD No. 2023-11 (Paradise Valley) – Formed 6/7/2023

For the ten LLMDs listed above, the Thacker decision does not affect them, and no action is recommended on these LLMDs.

Options for Future State of LLMDs No. 1, 3, 6, 7, 8, 11, 12 and 13 Based on Thacker Ruling

The Court of Appeal Ruling found that increases to assessmen t rates after November 1996 in LLMD No. 7 – Rolling Hills were in violation of Proposition 218 because the City did not comply with the procedures set forth in California Constitution, Article XIII D, Section 4.

While the Court of Appeal ruling and the Fi nal Stipulated Judgment applies only to LLMD No. 7, LLMDs No. 1, No. 3, No. 6, No. 8, No. 11, No. 12, and No. 13 are in a similar posture to LLMD No. 7, so that the Thacker decision would likely apply to them in any Court challenge. It is recommended that the City take action to limit legal exposure in all eight LLMDs. To accomplish this, council must determine the objective for the future state of these eight LLMDs.

Staff have prepared two options for consideration. The council may select either option, o r a completely different option of their choosing. Because of the threat of continued litigation, the safest legal approach would be Option No. 2.

Option No. 1 – Preserve and Maintain LLMDs No. 1, No. 3, No. 6, No. 7, No. 8, No. 11, No. 12, and No. 13

To preserve and maintain LLMDs, the Council must make four key decisions:

1. The amount the City will refund to LLMD property owners.

a. Full assessments collected for the four prior years to all property owners b. Full assessments collected for the four prior years when requested by property owners
c. Full assessments collected for FY 2025-2026 only
d. Difference between 1996 rates and current rates for the four prior years e. Difference between 1996 rates and current rates for FY 2025-2026 only f. No refunds

2. The source funds that will be used to issue refunds. It should be noted that because the LLMDs are not standalone Districts under law, the General Fund must be used to pay for any shortfalls in funding to issue refunds.

a. LLMD funds only (some LLMDs may not have enough reserves to support this) b. LLMD funds plus General Fund loan (requires reduction of services) c. LLMD funds plus General Fund contribution
d. General Fund only

3. The amount the City will levy in future fiscal years. a. The 1996 assessment rate in effect prior to the Proposition 218 effective date b. $0; No levy

4. The level of services to be provided in future fiscal years and source funding. a. Services reduced and funded only with available assessment revenue and regular general benefit contributions
b. Services reduced and funded with General Fund only
c. Services maintained at current levels and funded with available assessment revenue, regular general benefit contributions, and supplemental General Fund contributions
d. Services maintained at current levels and fun ded only with regular and supplemental General Fund contributions

Option No. 2 – Dissolve LLMDs No. 1, No. 3, No. 6, No. 7, No. 8, No. 11, No. 12, and No. 13 to Prevent Future Claims

To dissolve the LLMDs to prevent future claims, Council must make three key decisions:

1. The amount the City will refund to LLMD property owners.

a. Full assessments collected for the four prior years when requested by property owners
b. Full assessments collected for FY 2025-2026 only
c. Difference between 1996 rates and current rates for the four prior years d. Difference between 1996 rates and current rates for FY 2025-2026 only e. No refunds

2. The source funds that will be used to issue refunds.

a. LLMD funds only (some LLMDs may not have enough reserves to support this) b. LLMD funds plus General Fund contribution
c. General Fund only

3. The level of services to be provided by the General Fund in future fiscal years.

a. Services reduced to a level determined by council
b. Services maintained at current

FINANCIAL IMPACT
The financial impact to the City in this matter cannot be understated. If full refunds for all four years for all districts are the option selected by council, the City will pay more than $5 million from the General Fund. This is a significant impact given the FY 2025-2026 budgeted structural deficit of $11.1 million.

As the council knows, even prior to the Thacker decision, the existing LLMDs No. 7, 11, and 13 were underfunded for the level of service expected by residents. The attempt to increase rates in 2023 was to try and bring funding up to the necessary levels to provide expected service levels for residents. The 2023 rejection of these rate increa ses for LLMD No. 7 and No. 13 left these LLMDs severely underfunded.

To fill that gap, on May 3, 2022, the council (anticipating a Proposition 218 rate increase in 2023), approved loans using General Fund money for LLMDs No. 1, 3, 6, 7, 11, 12, and 13 in the amount of $997,000. The loan was to be repaid starting in 2023 upon passage of a new LLMD. Residents did not approve the new LLMDs for No. 7 and 13, leaving insufficient assessments to pay back the loan to the General Fund.

It is critical to note that assessment revenues collected for all prior years have been spent on services received by rate payors. Repayment by the General Fund means that all taxpayers are refunding LLMD rate payors for special benefits they paid for and received.

Therefore, if residents in LLMDs No. 1, No. 3, No. 6, No. 7, No. 8, No. 11, No. 12, and No. 13 seek refunds, those refunds will be paid through General Fund money. While the City could attempt

to shield the General Fund for repayment of LLMD assessments, legal analysis shows that attempt would be dubious at best.

The anticipated amount of General Fund money necessary to cover a full refund to residents in LLMDs No. 1, No. 3, No. 6, No. 7, No. 8, No. 11, No. 12, and No. 13 for the past four years would be slightly more than $5 million dollars.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
The council make take any action it deems appropriate, and is not bound by the recommendation of City staff.

COORDINATED WITH
Public Works Department

STAFF CONTACT
David Lim, City Attorney
(415) 421-8484
[email protected]

Chris Lewis, Sr. Management Analyst
(707) 428-7089
[email protected]

ATTACHMENTS
N/A

Agenda Item No: M.4

AGENDA REPORT
DATE: May 5, 2026

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Receive and File Presentation on Vista Ridge Appraisal

Presentation on the Appraisal for the Vista Ridge Permanent Supportive Housing Project

Funding Source: N/A

Contact: LaTanna Jones, (707) 428-7647

RECOMMENDED ACTION
Receive and file.

STATEMENT OF ISSUE
Staff was requested to provide an explanation of the values determined in the two appraisals conducted for the property located at 3331 N. Texas St., Fairfield CA. One appraisal evaluated the property for $12,000,000 as a 100-room hotel and the other appraisal evaluated the property for $7,270,000 as a 51-unit Permanent Supportive Housing project.

DISCUSSION
The City of Fairfield was awarded $21,535,540 of HomeKey+ funds to convert a motel into Permanent Supportive Housing for homeless and at risk of homeless individuals and veterans with a behavior al health issue. The property at 3331 North Texas Street was purchased by the Danco Group (Danco) to facilitate the conversion project.

Danco negotiated and entered a Purchase and Sale Agreement with the property owners for $12,000,000 in October 2024. In January 2025, Danco commissioned Burger Valuation Consultants to perform an As-Is assessment of the property as a 100-room hotel constructed in 1988 and renovated in 2019. Burger value d the property, along with the furniture, fixtures and equipment at $12,000,000. The determination was based on Sales Comparison and Income Capitalization methodologies.

In February 2026, during the closing process of the property, Banc of California, a C onstruction and Permanent Hard lender in the project, commissioned an appraisal to determine the value of the property after conversion . That appraisal of the property was conducted by Newmark Valuation and Advisory as a 50-unit Permanent Supportive Housin g project , including one additional unit as a manager’s unit . Newmark also used Sales Comparison and Income Capitalization methods to determine the value of the property as $7,270,000 upon stabilization and rent restricted affordable housing property.

The two appraisals were obtained for the property to evaluate its two different uses. The change in use changed the valuation of the property.

The property closed escrow on March 27, 2026, and is under the new ownership of Fairfield North Texas Street LP.

FINANCIAL IMPACT
N/A

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
N/A

COORDINATED WITH
N/A

STAFF CONTACT
LaTanna Jones, Director of Housing Services
(707) 428-7647
[email protected]

ATTACHMENTS
Attachment 2: Vista Ridge Appraisal Presentation

SureStay Motel Conversion to
Vista Ridge Permanent Supportive
Housing
Item M.4
LaTanna Jones, Director of Housing ServicesPage 228 of 234 2 Methodology
The appraisals used the Sales Comparison and Income Capitalization approaches to arrive at the value of the site.
 Sales Comparison – Estimates value based on what other purchasers and sellers in the market have agreed to as a price for comparableproperties.  Income Capitalization – Simulates the reasoning of an investor who views the cash flow that results from the anticipated revenue andexpenses on a property throughout its lifetime. Key steps involve:
(1)estimating the net income applicable to the subject property and (2)choosing appropriate capitalization rates and discounts. 2Page 229 of 234
3 Use of Property Affects Value
 Motel Appraisal Value (2025):
100-unit Motel = $12,000,000
(120,000/unit)
 Permanent Supportive Housing(2026)
51-unit value: $7,270,000
($142,549/unit)
3Page 230 of 234
4 Valuation Differences
100-unit motel 51-unit Permanent
Supportive Housing 51-unit Market rate rental
Annual rent/gross revenue $ 1,763,993.00 $ 1,065,360.00 $ 1,080,000.00 Net Other Income $43,467.00
Vacancy rate/collection loss-
4% $ [53,268.00] $ [54,000.00]
Effective Gross Income $ 1,763,993.00 $1,055,559.00
Operating Expenses $ [1,015,296.00] $ [661,690.00] $ [256,500.00] Annual Net Operating Income $ 748,697.00 $ 393,869.00 $ 769,500.00 Cap Rate 6.5% 5.75% 6.15%
Value (NOI/Cap Rate) $ 11,518,410.00 $ 6,849,904.00 $ 12,512,195.12 Appraiser used value $ 11,831,640.00
Fixture Furniture & Equipment $ 168,360.00
Notes
Note: The appraiser used
additional info. from investors and
an extraordinary assumption
exclusive to the appraiser to add
to calculations and arrive at a value
of $12,000,000.

The appraiser used an escalation
rate of 3% with an effective date of
7/1/27 to arrive at a value
of $7,270,931
4Page 231 of 234
5 Key Valuation Differences
100- Unit Commercial Motel: 51-Unit Restricted PSH:
5Page 232 of 234
6 Factors Impacting the Valuation Change:

Unit Count
Reduction
55-year
Affordability
Covenants
Supportive
Services
Expenses

7 Thank you!