Agenda packet, regular meeting, second session — Suisun City City Council, June 23, 2026

CITY COUNCIL
Alma Hernandez, Mayor
Jenalee Dawson, Mayor Pro Tem
Amit Pal, Councilmember
Parise Shepherd, Councilmember
Princess Washington, Councilmember

CITY COUNCIL MEETING

A G E N D A

REGULAR MEETING OF THE SUISUN CITY COUNCIL,

SUISUN CITY COUNCIL ACTING AS SUCCESSOR AGENCY TO THE

REDEVELOPMENT AGENCY OF THE CITY OF SUISUN CITY,

AND SUISUN CITY HOUSING AUTHORITY
TUESDAY, JUNE 23, 2026
5:00 PM

Suisun City Council Chambers - 701 Civic Center Boulevard - Suisun City, California

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5:00 P.M. CLOSED SESSION
6:00 P.M. REGULAR MEETING

MEETINGS ARE HELD IN-PERSON, PUBLIC PARTICIPATION IS ALSO AVAILABLE VIA ZOOM

ZOOM MEETING INFORMATION:

WEBSITE: https://zoom.us/join
MEETING ID:
840 9901 1469
CALL IN PHONE NUMBER: (707) 438-1720

REMOTE PUBLIC COMMENT IS AVAILABLE FOR THE CITY COUNCIL MEETING BY EMAILING [email protected] (PRIOR TO 4 PM), VIA WEBSITE, OR ZOOM CALL IN PHONE NUMBER (707) 438-1720
(If attending the meeting via phone press *9 to raise your hand and *6 to unmute/mute for public comment.) (Next Ord. No. – 826)
(Next City Council Res. No. 2026 – 80)
Next Suisun City Council Acting as Successor Agency Res. No. SA2026 - 05) (Next Housing Authority Res. No. HA2026 – 05)

5:00 P.M CLOSED SESSION

CALL TO ORDER
Mayor Hernandez

ROLL CALL
Council / Board Members

1 1.

PERSONNEL MATTERS
Pursuant to Government Code Section 54957(b)(1) et seq. the Suisun City Council will hold a Closed Session for the purpose of :

PUBLIC EMPLOYEE PERFORMANCE

EVALUATION
Title: City Manager

2. City Manager Update - (Prebula: [email protected]).

3. City Attorney Report - (Enright).

4. Appointment of Voting Delegate and Alternate(s) for the League of California Cities 2026 Annual Conference - (Hernandez: [email protected]).

CONFLICT OF INTEREST NOTIFICATION
(Any items on the closed session agenda that might be a conflict of interest to any Councilmembers / Boardmembers should be identified at this time.)

PUBLIC COMMENT CLOSED SESSION
(In accordance with Section 54956(a), public comments are limited to items on this closed session agenda, and to no more than 3 minutes unless allowable by the Mayor/Chair. Speaker cards are available on the table near the entry of the meeting room and should be given to the City Clerk. By law, no prolonged discussion or action may be taken on any item raised during the comment period.)

CLOSED SESSION
Pursuant to California Government Code Section 54950 the Suisun City Council will hold a Closed Session for the Purpose of:

RECESS TO CLOSED SESSION (City Manager Conference Room, City Hall)

6:00 RECONVENE OPEN SESSION

CALL TO ORDER
Mayor Hernandez

ROLL CALL
Council / Board Members

PLEDGE OF ALLEGIANCE

INVOCATION

CLOSED SESSION REPORT
Announcement of Actions Taken, if any in Closed Session.

APPROVAL OF REORDERING OF AGENDA

CONFLICT OF INTEREST NOTIFICATION
(Any items on the regular meeting agenda that might be a conflict of interest to any Councilmembers / Boardmembers should be identified at this time.)

REPORTS (Informational items only.)

PRESENTATIONS/APPOINTMENTS
(Presentations, Awards, Proclamations, Appointments).
2 5.

Proclamation proclaiming July 2026 as "Parks and Recreation Month" - (Hull:
[email protected]).

6. Council Adoption of Resolution No. 2026-___: Authorizing the City Manager to Execute a One-Year Contract Extension with Fairfield-Suisun Unified School District for After School Program Services - (Hull: [email protected]).

7. Council Adoption of Resolution No. 2026-___: Approving a Professional Services Agreement with Tripepi Smith and Associates for Fiscal Year 2026-27 Communication Support Services in an Amount Not-to-Exceed $85,000 and Authorizing the City Manager to Execute the Agreement on Behalf of the City. (Prebula: [email protected]).

8. Council Adoption of Resolution No. 2026-__ Amending the Citywide Salary Schedule to Implement the Previously Approved 2.5% Cost of Living Adjustment (COLA) Effective July 3, 2026 - (Penland: [email protected]).

9. Council Adoption of Resolution No. 2026-___: Amending Resolution No. 2026-70 (Resolution of Intention to Annex Territory to Community Facilities District and to Authorize the Levy of Special Taxes Therein) to Correct the Date of the Public Hearing (Suisun City Dental -- Annexation No. 19) - (Vue: [email protected]).

10. Resolutions Calling for a General Municipal, Requesting the Solano County Board of Supervisors to Consolidate the General Municipal Election with the Statewide Election, and Adopting Regulations Pertaining to Candidate Statements for the November 3, 2026 General Municipal Election - (Prebula: [email protected]).
a
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Council Adoption of Resolution No. 2026-___: Giving Notice and Calling for the Holding of a General Municipal Election to be Held on Tuesday, November 3, 2026, for the Election of Certain Officers as Required by the Provisions of the Laws of the State of California Relating to General Law Cities; and b
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Council Adoption of Resolution No. 2026-___: Requesting the Board of Supervisors of the County of Solano to Consolidate a General Municipal Election to be Held on Tuesday, November 3, 2026 with the Statewide General Election to be Held on the Date Pursuant to Section 10403 of the Elections Code; and c
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Council Adoption of Resolution No. 2026-___: Adopting Regulations for Candidates for Elective Office Pertaining to Candidates’ Statements Submitted To The Voters At An Election To Be Held On Tuesday, November 3, 2026.

Proclamations Presented

PUBLIC COMMENT
(Request by citizens to discuss any matter under our jurisdiction other than an item posted on this agenda per California Government Code §54954.3. Comments are limited to no more than 3 minutes unless allowable by the Mayor/Chair. Speaker cards are available on the table near the entry of the meeting room and should be given to the City Clerk. By law, no prolonged discussion or action may be taken on any item raised during the public comment period, although informational answers to questions may be given and matters may be referred for placement on a future agenda.)

COUNCIL COMMENTS
(Comments are limited to no more than 3 minutes)

CONSENT CALENDAR
Consent calendar items requiring little or no discussion may be acted upon with one motion.

3 11.

Public Hearing Regarding Vacancies, Recruitment, and Retention Efforts Pursuant to Government Code Section 3502.3 (AB 2561) - (Penland: [email protected]).

12. Council Adoption of Resolution 2026-___: Accepting the Evaluation Committee’s Recommendation of Recology Vacaville Solano for the City's Exclusive Solid Waste Franchise Hauler; Directing Staff to Conduct Community Informational Meetings Prior to Formal Award; and Continuing the Item to August 4, 2026, for City Council Consideration of the Franchise Award - (Vue: [email protected]).

13. Adoption of Fiscal Year 2026-27 Annual Budget - (Prebula: [email protected]). a
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Council Adoption of Resolution No: 2026-___: Adopting the Appropriations Limit for Fy 2026-27
b
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Council Adoption of Resolution No: 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27
c
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Housing Adoption of Resolution No. HA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27
d
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Successor Agency Adoption of Resolution No. SA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27

PUBLIC HEARING

GENERAL BUSINESS

COUNCIL UPDATES

INFORMATIONAL REPORTS: (Non-Discussion Items)

ADJOURNMENT

Public Access To Agenda Documents
A complete packet of information containing staff reports and exhibits related to each item for the open session of this meeting, and provided to the City Council, are available for public review at least 72 hours prior to a Council/Agency/Authority Meeting at Suisun City Hall 701 Civic Center Blvd., Suisun City. Agenda related writings or documents provided to a majority of the Council/Board/Commissioners less than 72 hours prior to a Council/Agency/Authority meeting related to an agenda item for the open session of this meeting will be made available for public inspection during normal business hours. An agenda packet is also located at the entrance to the Council Chambers during the meeting for public review. The city may charge photocopying charges for requested copies of such documents. To the extent feasible, the agenda packet is available for online public viewing on the City’s website: https://www.suisun.com/Government/City-

Council/Agendas The City Council/Agency/Authority hopes to conclude its public business by 10:00 p.m. No new items will be taken up after 10:00 p.m., unless so moved by a majority of the City Council, and any items remaining will be agendized for the next meeting. The agendas have been prepared with the hope that all items scheduled will be discussed within the time allowed.

Accommodations
If you require an accommodation to participate in this meeting, please contact the City Clerk at (707) 421-7302 or [email protected]. The City’s reasonable accommodation policy is available for review on the City’s website at www.suisun.com/government/city-council/, you may request an electronic copy or have a copy mailed to you. Please note that for accommodations that are not readily available, you must make your request as soon as you can prior to the time of the meeting. 4 Decorum
All participants are expected to conduct themselves with mutual respect. Conduct that disrupts meetings will be addressed in accordance with Section 54957.95 of the Government Code.

Ordinances
Ordinances are city laws contained in the Suisun City Municipal Code. Enacting a new city law or changing an existing one is a two-step process. Government Code 36934 provides, except when, after reading the title, further reading is waived by regular motion adopted by majority vote all ordinances shall be read in full either at the time of introduction or passage; provided, however, that a reading of the title or ordinance shall not be required if the title is included on the published agenda and a copy of the full ordinance is made available to the public online and in print at the meeting prior to the introduction or passage.

Certification Of Posting
Agendas for regular and special meetings are posted in accordance with the Brown Act at Suisun City Hall, 701 Civic Center Boulevard, Suisun City, CA. Agendas may be posted at other Suisun City locations including:

Suisun City Fire Station, 621 Pintail Drive, Suisun City, CA; Joe Nelson Center, 611 Village Drive, Suisun City, CA;
Harbor Master Office, 800 Kellogg Street, Suisun City, CA.

I, Ashley Nash, Management Analyst II for the City of Suisun City, declare under penalty of perjury that the above agenda was posted and available for review, in compliance with the Brown Act. 5 THIS PAGE INTENTIONALLY LEFT BLANK
6 AGENDA ITEM NO. 6.

AGENDA TRANSMITTAL

MEETING DATE:

June 23, 2026

AGENDA ITEM:

Council Adoption of Resolution No. 2026-___: Authorizing the City Manager to Execute a One-Year Contract Extension with Fairfield-Suisun Unified School District for After School Program Services.

FISCAL IMPACT:

Approval of the proposed action will generate revenue to the City in an amount not to exceed $3,046,008 during the one-year extension term.

STRATEGIC PLAN:

Community Vibrancy.

BACKGROUND:

In February 2025, Fairfield-Suisun Unified School District (FSUSD) released a request for proposal to identify qualified providers with the background, strength, management capacity, and expertise necessary to deliver after school programming for transitional kindergarten through eighth grade students during the 2025-2026 school year. The Recreation, Parks, and Marina (RPM) Department submitted a proposal in March 2025 to operate after school programs and, in April 2025, was selected by FSUSD to provide services at Crescent Elementary and Dan O. Root Elementary.

On April 29, 2025, the City Council adopted a resolution authorizing the City Manager to enter into an agreement with FSUSD for after school program services. The original agreement term extended from August 13, 2025 through July 3, 2026 and, pursuant to Education Code section 17596, allows for annual renewals not to exceed five years.

Since implementation of the agreement, the RPM Department has provided after school programming designed to offer students a safe and structured environment after the school day, including enrichment activities, homework assistance, social-emotional learning opportunities, and physical activity. The original council item also reflected RPM’s commitment to high-quality programming through trained staff, ongoing coordination with teachers and families, and services intended to support both student enrichment and student well-being.

Based on the District’s experience with the current term, FSUSD has indicated its desire to continue the partnership and renew the agreement for an additional year. In a letter dated May 29, 2026, FSUSD formally notified the City that it wishes to extend the contract for an additional term beginning August 12, 2026 and ending June 30, 2027, and stated that all other contract terms and conditions shall remain the same.

STAFF REPORT:

The RPM Department recommends approval of a one-year contract extension to continue after school program services for FSUSD students at Crescent Elementary and Dan O. Root Elementary. Continuation of the agreement will allow the City to maintain a safe and structured after school program that includes enrichment activities, homework assistance, social-emotional learning opportunities, and physical activity for participating students.

Under the proposed extension, the agreement term would commence on August 12, 2026 and conclude on June 30, 2027. The renewal includes regular school year programming and additional days outside 7 of the regular school year for a total contract amount not to exceed $3,046,008.

The compensation for the extension term is as follows:

Component
Amount
Regular school year
$2,100,000
30 Additional days outside of the regular school
year
$946,008
Total contract amount not to exceed
$3,046,008
The renewal packet also includes a Mandated Reporter Training Certification applicable to contractors whose personnel will have contact with or supervision of district students. The RPM Department will ensure that all employees assigned under the agreement complete the mandated reporter training certification program in accordance with contract requirements.

STAFF RECOMMENDATION:

It is recommended that the City Council adopt Resolution No. 2026- ___: Authorizing the City Manager to Execute a One-Year Contract Extension with Fairfield-Suisun Unified School District for After School Program Services.

PREPARED BY:

Marvin
Mora, Management Analyst II
REVIEWED BY:

Janet Hull, Recreation, Parks and Marina
Department Director
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. Resolution No. 2026 - Authorizing the City Manager to Execute a One-Year Contract Extension with FSUSD

2. Fairfield-Suisun Unified School District Renewal Notice .
8 RESOLUTION NO. 2026 -

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY,

CALIFORNIA, AUTHORIZING THE CITY MANAGER TO EXECUTE A ONE-YEAR

CONTRACT EXTENSION WITH FAIRFIELD-SUISUN UNIFIED SCHOOL DISTRICT

FOR AFTER SCHOOL PROGRAM SERVICES

WHEREAS, in February 2025, Fairfield-Suisun Unified School District released a request for proposal to select after school program providers for grades TK-8; WHEREAS, Suisun City Recreation, Parks, and Marina Department submitted a proposal to Fairfield-Suisun Unified School District in March 2025 and was selected to provide after school program services for the 2025 -2026 school year at Crescent Elementary and Dan O. Root Elementary Schools;
WHEREAS, on April 29, 2025, the City Council authorized the City Manager to enter into a contract with Fairfield-Suisun Unified School District to provide after school programming; WHEREAS, pursuant to Education Code section 17596, the contract may be renewed on an annual basis, not to exceed five years;
WHEREAS, on May 29, 2026, Fairfield-Suisun Unified School District issued a renewal notice requesting that the City of Suisun City extend the contract for an additional term commencing August 12, 2026 and ending June 30, 2027;
WHEREAS, the renewal provides for a total contract amo unt not to exceed $3,046,008, and all other contract terms and conditions shall remain the same; WHEREAS, through the continuation of after school program services, Suisun City Recreation, Parks, and Marina Department will continue to provide Fairfield -Suisun Unified School District youth with opportunities for enrichment, homework assistance, social -emotional learning, physical activity, and a safe after school environment; NOW, THEREFORE, BE IT RESOLVED , that the City Council of the City of Suisun City hereby authorizes the City Manager to execute a one -year contract extension with Fairfield- Suisun Unified School District for after school program services for the term of August 12, 2026 through June 30, 2027.

PASSED AND ADOPTED at a Regular Meeting of the City Council of the City of Suisun City duly held on Tuesday, the 23rd day of June 2026, by the following vote:

AYES: Council Members:

NOES: Council Members:

ABSENT: Council Members:

ABSTAIN: Council Members:

WITNESS my hand and the seal of said City this 23rd day of June 2026.

Anita Skinner
City Clerk

9 10
11 THIS CERTIFICATION MUST BE COMPLETED BY ALL CONTRACTORS THAT WILL HAVE CONTACT WITH OR SUPERVISION OF DISTRICT STUDENTS.

MANDATED REPORTER TRAINING CERTIFICATION

In connection with Contractor’s services provided to the District, Contractor, and/or its employees, subcontractors, officers, or volunteers:

☐ WILL or ☐ WILL NOT have contact with or supervision of District students.

If “WILL” is checked, Contractor MUST complete the form below.

This Certification is executed pursuant to Penal Code section 11165.7, and Education Code section 44691, and is provided in connection with services performed by the Contractor identified below for the District.

Contractor Name: ______________________________________________________ Contract Number (if applicable): __________________________________________ Description of Services: _________________________________________________ The undersigned authorized representative of the Contractor hereby certifies, declares, and affirms as follows:

1. Contractor acknowledges that Contractor personnel , including employees, volunteers , subcontractors, and board members, whose duties require contact with or supervision of pupils (“Contractor Personnel”) are deemed mandated reporters under California law (Penal Code, § 11165.7).

2. Contractor certifies that all Contractor P ersonnel who are or will be assigned to perform services for the District have completed or will complete mandated reporter and prevention of abuse trainings that complies with California law (“Required Training”).

3. Contractor understands and agrees that:

3.1. Required Training of Contractor Personnel shall be completed on an annual basis within six (6) weeks of those personnel commencing services for the District, or prior to performing services for the District if the term of services is less than six (6) weeks.

3.2. For all Contractor Personnel performing services for the District on or before July 1, 2026 and that have not completed the Required Training in the last year of performing services for the District, the Required Training shall be completed within six (6) weeks of July 1, 2026 and on an annual basis thereafter.

4. Contractor shall utilize the California Department of Social Services (CDSS) online Mandated Reporting of Child Abuse & Neglect in California (General) , as well as the CA Child Abuse Prevention for School Personnel modules (https://mandatedreporterca.com/), to complete the 12 Required Training unless an equivalent training program has been expressly approved in writing by the District.

5. Contractor shall maintain documentation of training completion for all Contractor Personnel within the time frame(s) set forth herein and shall provide proof of compliance with the mandated reporter training requirements set forth herein to the District upon request.

6. Contractor understands that failure to comply with mandated reporter obligations may subject individuals to criminal penalties under Penal Code section 11166, which provides that failure to report an incident of known or reasonably suspected child abuse or neglect is a is a misdemeanor punishable by up to six months confinement in a county jail, or by a fine of one thousand dollars ($1,000), or by both that imprisonment and fine.

I certify under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that I am authorized to execute this Certification on behalf of the Contractor.

Authorized Representative Name: ______________________________________ Title: _____________________________________________________________ Signature: _________________________________________________________ Date: _____________________________________________________________ 13 THIS PAGE INTENTIONALLY LEFT BLANK
14 AGENDA ITEM NO. 7.

AGENDA TRANSMITTAL

MEETING DATE:

June 23, 2026

AGENDA ITEM:

Council Adoption of Resolution No. 2026-___: Approving a Professional Services Agreement with Tripepi Smith and Associates for Fiscal Year 2026-27 Communication Support Services in an Amount Not-to-Exceed $85,000 and Authorizing the City Manager to Execute the Agreement on Behalf of the City.

FISCAL IMPACT:

The proposed agreement has a total not-to-exceed amount of $85,000 for Fiscal Year 2026-27. This represents a significant reduction from the previously approved contract maximum of $300,000 and removes the prior $50,000 discretionary communications fund. Funding for the agreement will be included in the Fiscal Year 2026-27 budget, subject to Council appropriation.

STRATEGIC PLAN:

Provide Good Governance; support proactive public information, transparency, economic development, and strategic communications.

BACKGROUND:

The City has utilized Tripepi Smith and Associates to provide communication and public outreach services, including support for public information, press releases, social media management, media response, and specialized communications assistance. Tripepi Smith has supported the City since 2024 and has become familiar with the City's workflow, communication needs, and priorities.

On January 28, 2025, the City entered into a Professional Services Agreement with Tripepi Smith and Associates for a one-year term from January 26, 2025, to January 26, 2026, with an initial not-to- exceed amount of $100,000. The City Council subsequently approved an amendment extending the agreement through June 30, 2026, and increasing the total not-to-exceed compensation to $300,000.

The amended budget included $100,000 for general communications, $50,000 for expansion communications, and a $50,000 discretionary communications fund for urgent or unforeseen communications needs.

The FY 2025-26 amendment was designed to address a period of heightened communication need, including expansion efforts, urgent media response, and additional communications capacity. The proposed FY 2026-27 agreement significantly reduces the scope and total budget while maintaining as- needed access to Tripepi Smith for core communication support and expansion-specific work.

STAFF REPORT:

Tripepi Smith submitted a proposal dated June 5, 2026, to continue providing communication support services to the City for Fiscal Year 2026-27. The proposal recommends an annual not-to-exceed budget of $85,000 allocated as follows:

$35,000 for General Communications, including but not limited to public outreach, press releases, and social media management.
$50,000 for Expansion-Specific Work directly related to the City's expansion projects.

The proposed agreement removes the prior $50,000 discretionary communications fund that was previously available for urgent or unforeseen needs. As a result, any work outside the proposed scope or 15 budget would require written authorization consistent with the agreement and, if necessary, future Council action.

The proposed renewal is structured as an as-needed, time-and-materials agreement. Services must be clearly authorized in writing before proceeding. The agreement incorporates the hourly rates and related fee terms included in Tripepi Smith's FY 2026-27 proposal.

Staff recommends approval of the agreement because it preserves the City's ability to access professional communications support while reducing the overall contract amount from the prior $300,000 authorization to $85,000 for FY 2026-27.

STAFF RECOMMENDATION:

It is recommended that the City Council adopt Resolution No. 2026- ___: Approving a Professional Services Agreement with Tripepi Smith and Associates for Fiscal Year 2026-27 Communication Support Services in an Amount Not-to-Exceed $85,000 and Authorizing the City Manager to Execute the Agreement on Behalf of the City.

PREPARED BY:

Michael Elm, Special Assistant to the City Manager
- Economic Development and Strategic Initiatives
REVIEWED BY:

Bret Prebula, City Manager
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. Resolution 2026 - Approving a Professional Services Agreement with Tripepi Smith and Associates for Fiscal Year 2026-27 Communication Support Services in an Amount Not-to-Exceed $85,000.docx

2. Suisun City General Comms_Tripepi Smith.pdf
.
16 RESOLUTION NO. 2026-___

A RESOLUTION APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH TRIPEPI SMITH AND ASSOCIATES FOR FISCAL YEAR 2026-27 COMMUNICATION SUPPORT SERVICES IN AN AMOUNT NOT-TO-EXCEED $85,000 AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE AGREEMENT ON BEHALF OF THE CITY.

WHEREAS, the City of Suisun City ("City") previously entered into a Professional Services Agreement with Tripepi Smith and Associates ("Consultant") to provide communications and public outreach services; and WHEREAS, on A ugust 5, 2025, the City Council approved an amendment extending the agreement through June 30, 2026, and increasing the total not-to-exceed compensation amount to $300,000; and WHEREAS, the prior amendment included funding for general communications, expan sion communications, and a discretionary communications fund for urgent or unforeseen communications needs; and WHEREAS, the City desires to continue receiving professional communication support services during Fiscal Year 2026-27 while reducing the overall scope and budget from the prior authorization; and WHEREAS, Tripepi Smith and Associates submitted a proposal dated June 5, 2026, for as -needed communication support services in an amount not to exceed $85,000, consisting of $35,000 for general communications and $50,000 for expansion-specific work; and WHEREAS, the proposed Fiscal Year 2026 -27 agreement removes the prior $50,000 discretionary communications fund and requires services to be authorized in writing before proceeding.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Suisun City as follows:

1. Approval. The Professional Services Agreement with Tripepi Smith and Associates for Fiscal Year 2026- 27 communication support services is hereby approved in an amount not to exceed $85,000.

2. Authorization. The City Manager is hereby authorized to execute the agreement and any necessary documents and exhibits in a form approved by the City Attorney.

3. Effective Date. This Resolution shall take effect immediately upon its adoption.

PASSED AND ADOPTED at a Regular Meeting of said City Council of the City of Suisun City duly held on Tuesday, the 23rd day of June 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 23rd day of June 2026. ________________________________________
Anita Skinner
City Clerk
17 COMMUNICATION SUPPORT

SERVICES
Suisun City

June 5, 2026

By: Ryder Todd Smith
Co-founder & Principal
Tripepi Smith & Associates
18 Single Source Communications
Tripepi Smith & Associates

2 COVER LETTER

Thank you for the opportunity to continue our partnership with Suisun City. Our team of professional, highly trained public affairs, marketing and creative experts are ready to continue helping the City execute and deliver on its strategic communication goals and objectives.

Tripepi Smith has a deep understanding of Suisun City. Having supported its communication efforts since 2024. Our comprehensive partnership maximizes staff capacity through an array of general communication support services providing a dedicated resource for enhanced communications.

Because we are intimately familiar with your team’s preferred workflow, we are able to hit the ground running and continue delivering seamless, high-quality service.

No other communications firm in California can match Tripepi Smith’s public agency client depth and diversity. We gain insights from the breadth of our work and share that knowledge with over 250+ public agency clients, which yields key advantages:

1. Certifications in Industry-Standard Platforms: Our team possesses a deep understanding of social media and digital platforms, evidenced by our certifications from industry leaders like Meta, YouTube, Twitter and Meltwater. This expertise sets us apart from many public affairs firms.

2. Breadth of Expertise: The breadth of Tripepi Smith’s team — from policy to videography to graphic design — is rare. The result: we have an ability to tell a complete story across all mediums, all within our one team.

3. A Deep Understanding of Local Issues: Tripepi Smith’s work with over 250 public agencies and municipal partners benefits each client as we translate practical field experience into outreach strategies tailored to their unique circumstances. Moreover, we are known for our mastery of the art of local government communications. We make civic matters relatable and engaging for stakeholders, from constituents to elected officials to legislators and more.

4. Robust Quality Assurance Practices: With thousands of successful projects delivered, Tripepi Smith has integrated a robust system of tools and workflows. Whether managing deliverables within our own team or subcontractors, our iterative review procedures ensure clients receive high-quality, high- impact work products.

5. 24/7 Access: Though we have a set number of hours proposed in our contract, Tripepi Smith is available to our clients 24 hours per day. There is no “bad time” to call or email us, and our response will be immediate and engaged on the issue at hand.

We are excited about the opportunity to continue our partnership and build upon the success we have already achieved together. Thank you for considering us in this next phase; we look forward to discussing our proposal in more detail.
19 Single Source Communications
Tripepi Smith & Associates

3 Authorization
I affirm that I have the legal authorization to bind Tripepi Smith into agreements with Suisun City and to make the statements below on behalf of the firm. This proposal is valid for 90 days from the date of submission.

Regards,

Ryder Todd Smith
Co-Founder & President, Tripepi Smith & Associates, Inc.

[email protected] • (626) 536-2173 • 27702 Crown Valley PJWY, D4-139, Ladera Ranch, CA 92694

20 Single Source Communications
Tripepi Smith & Associates

4 COST PROPOSAL
As-Needed Services
Tripepi Smith will provide authorized as-needed services on a Time & Materials (T&M) basis, based on the standard hourly rates and related fees detailed on the following page. Such work must be clearly authorized in writing before proceeding. Tripepi Smith recommends an annual budget for these services not to exceed eight five thousand dollars ($85,000.00), allocated as follows:
• General Communications: $35,000 for services including but not limited to public outreach, press releases, and social media management.
• Expansion-Specific Work: $50,000.00 for services directly related to the City’s expansion projects.

2026-27 Hourly Rates
Standard Reduced Retainer
Principal $380 $310
Director $265 $226
Art/Creative Director $265 $226
Senior Business Analyst $205 $173
Business Analyst $147 $121
Junior Business Analyst $115 $100
Senior Videographer/Animator $205 $173
Senior Photographer $175 $150
Videographer/Photographer $137 $116
Junior Videographer/Photographer $115 $100
Senior Graphic Designer $194 $163
Graphic Designer $137 $116
Junior Graphic Designer $116 $100
Web Developer $205 $173
Junior Web Developer $115 $100
Drone Operator $205 $173
Council Chamber A/V Operator $115 $100

Invoicing & Payment Terms
At Tripepi Smith, we bill on either a Retainer, Fixed Fee or Time & Materials basis, with each billing type following its own payment schedule. Regardless, terms are Net 30 days. 21 Single Source Communications
Tripepi Smith & Associates

5 • Fixed Fee work is billed upon defined milestones.
• Time & Materials work is billed in 15-minute increments (i.e. 4.0, 1.25, 6.5 or 0.75 hours) at the end of the month in which work is done.
• Retainer work is billed on the 15th of each month.

Other Cost Information
Tripepi Smith has related service fees that may come up during our engagement that we want to tell you about.

Annual Increase
Tripepi Smith will increase the hourly rates and retainer fees for all resources by 5% or the national CPI index–whichever is higher–each year on the anniversary of the contract, starting on the first anniversary of any contract when the contract duration is longer than one year. Otherwise, new rates will be negotiated with each new contract.

Retainer Discount
When a client’s retainer exceeds $7,500 per month, they gain access to our reduced retainer rates.

Travel Costs
Travel costs must be pre-authorized and then will be reimbursed by the client for any requested travel to complete a requested scope of work. Travel costs may include airfare, lodging, car rentals and gas.

Additionally, when client work requires that we be onsite, we will invoice for a resource’s travel time at 50% of the resource’s hourly rate.

Equipment Costs
Tripepi Smith offers some services that require equipment, such as drone operations and video production. As such, in those cases, the following rates apply:

Half Day (Under 4 Hours) Full Day (4+ Hours)

Video $450 $650

Drone $550 – Flat Fee

22 Single Source Communications
Tripepi Smith & Associates

6 Music and Video Licensing
Sometimes, the client will want Tripepi Smith to apply music or use stock imagery/video while producing video. In these cases, we will need to apply licensing fees of approximately $100 per song and $200 if we use stock video imagery. This will provide a license for the use of the music and video footage to Tripepi Smith and its clients.

Meltwater Fee
Tripepi Smith offers a standard Meltwater package at a flat rate of $545 per month. This package includes a newsletter digest (of any frequency), up to three queries, and a monthly dashboard. Custom Meltwater solutions are also available upon request.

Website Hosting Fees
If website hosting services are required, Tripepi Smith will charge a $630 website hosting fee and a $30 Domain Registration and DNS service fee, unless otherwise specified in this proposal. Fees will be billed upon commencement of hosting services, and annually thereafter. Please note the website hosting package is limited to 10 Gigabytes of total storage. Additional storage for the site is available for a fee of $1.70 per gig per month of 10 Gigabytes of storage.

Service Fees
Tripepi Smith prefers that clients pay service providers directly to avoid unnecessary administrative costs. You should also know, however, that we have no economic interest in service providers, unless otherwise specified in this proposal.

If a client asks Tripepi Smith to pay for a service provider bill, we will apply a 10% agency fee to the reimbursement expense. Typical service fees include, but are not limited to: print, mailing, digital advertising, media placements, voiceovers, translations and closed captions.

Exclusive Access
Tripepi Smith has access to entities that may be relevant to our engagement. These partnerships allow Tripepi Smith to offer clients extra media reach or additional services at partner pricing.

PublicCEO: www.PublicCEO.com – Digital news about public affairs, reaching over 17,500 California government executives through a daily podcast, job board, video podcast and more.

Civic Business Journal: www.CivicBusinessJournal.com – Digital interest stories on the people, companies and solutions that make local government in California more effective.

FlashVote: www.FlashVote.com – Statistically valid surveying that helps leaders make decisions. • Disclaimer: Tripepi Smith President Ryder Todd Smith is an investor in FlashVote.

Tripepi Smith Talent Solutions: www.TSTalentSolutions.com – A multifaceted recruitment consultancy service, combining local government access with communications to advance talent quests and build culture warriors.

Meltwater: www.TripepiSmith.com/Media -Intelligence – An enterprise-class, comprehensive media monitoring solution that is best combined with Tripepi Smith’s analytics team.

23 THIS PAGE INTENTIONALLY LEFT BLANK
24 AGENDA ITEM NO. 8.

AGENDA TRANSMITTAL

MEETING DATE:

June 23, 2026

AGENDA ITEM:

Council Adoption of Resolution No. 2026-__ Amending the Citywide Salary Schedule to Implement the Previously Approved 2.5% Cost of Living Adjustment (COLA) Effective July 3, 2026.

FISCAL IMPACT:

There is no additional fiscal impact associated with the proposed resolution. The cost to implement the 2.5% Cost of Living Adjustment (COLA) was previously authorized by the City Council through the approval of the applicable Memoranda of Understanding and the Unrepresented Employees Resolution. The associated costs have been incorporated into the Fiscal Year 2026-27 budget.

STRATEGIC PLAN:

Sustainability and Stewardship.

BACKGROUND:

The City Council previously approved compensation adjustments for represented and unrepresented employees through the adoption of the following resolutions:

Unrepresented Executive Management Employees-Resolution No. 2025-110, adopted September 16, 2025
Suisun City Professional Firefighters’ Association (SCPFA)-Resolution No. 2025-123, adopted October 21, 2025
Suisun City Management and Professional Employees’ Association (SCMPEA)-Resolution No. 2025-131, adopted November 18, 2025
Suisun City Police Officers’ Association (SCPOA)-Resolution No. 2025-132, adopted November 18, 2025
Suisun City Employees’ Association (SCEA)-Resolution No. 2026-14, adopted January 20, 2026

Each of the approval agreements and resolutions provides for a 2.5% Cost of Living Adjustment (COLA) effective July 3, 2026.

STAFF REPORT:

The purpose of this item is to amend the Citywide Salary Schedule to reflect the

2.5% Cost of Living Adjustment previously approved by the City Council for all represented and unrepresented employee groups.

California Government Code section 20636(d) and California Code of Regulations section 570.5 require employers participating in CalPERS to maintain and publicly adopt salary schedules that accurately reflect compensation paid to employees. The adoption of an updated Citywide Salary Schedule ensures compliance with these requirements and accurately reflects the compensation authorized by the City Council through the approved labor agreements and compensation resolutions.

The attached salary schedule incorporates the 2.5% COLA effective July 3,2026, for all represented and unrepresented classifications governed by the previously approved resolutions.

STAFF RECOMMENDATION:

It is recommended that the City Council adopt Resolution No. 2026- 25 ___ Amending the Citywide Salary Schedule to Implement the Previously Approved 2.5% Cost of Living Adjustment (COLA) effective July 3, 2026.

PREPARED BY:

Abel Oseguera, Human Resources Intern
REVIEWED BY:

Christina Penland, Human Resources Director
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. Resolution - 2.5% COLA
1a.Citywide Salary Schedule
26 Resolution No. 2026-___
Adopted June 23, 2026

Page 1 of 3 ends

RESOLUTION NO. 20 26-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY

AMENDING THE CITYWIDE SALARY SCHEDULE TO IMPLEMENT THE
PREVIOUSLY APPROVED 2.5% COST OF LIVING ADJUSTMENT (COLA) EFFECTIVE JULY 3, 2026

WHEREAS, the City Council previously approved compensation adjustments for represented and unrepresented employees through the adoption of the following resolutions:
 Unrepresented Executive Management Employees-Resolution No. 2025 -110, adopted September 16, 2025;
 Suisun City Professional Firefighters’ Association (SCPFA)-Resolution No. 2025- 123, adopted October 21, 2025;
 Suisun City Management and Professional Employees’ Association (SCMPEA) - Resolution No. 2025-131, adopted November 18, 2025;
 Suisun City Police Officers’ Association (S CPOA)-Resolution No. 2025 -132, adopted November 18, 2025; and
 Suisun City Employees’ Association (SCEA) -Resolution No. 2026 -14, adopted January 20, 2026; and
WHEREAS, the approved Memoranda of Understanding and Unrepresented Executive Management Employees Resolution provide for a 2.5% Cost of Living Adjustment (COLA) effective July 3, 2026; and
WHEREAS, all employers must comply with the compensation earnable and publicly available pay schedule provisions contained within California Government Code section 20636(d) and California Code of Regulations section 570.5; and
WHEREAS, it is necessary for the City Council to review, approve, and adopt a publicly available pay schedule in accordance with applicable public meeting laws; and WHEREAS, the compensation adjustments reflected in the attached salary schedule, including the 2.5% Cost of Living Adjustment applicable to Executive Management employees, 27 Resolution No. 2026-___
Adopted June 23, 2026

Page 2 of 3 ends

were previously approved by the City Council through Resolution No. 2025-110 and the applicable Memoranda of Understanding; and
WHEREAS, the salary adjustments reflected in the attached Citywide Salary Schedule were previously approved by the City Council through the adoption of the above -referenced resolutions and labor agreements; and
WHEREAS, attached to this resolution and incorporated herein by reference is the Citywide Salary Schedule reflecting the 2.5% Cost of Living Adjustment effective July 3, 2026, which shall be publicly posted on the City’s website and made available upon request.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SUISUN CITY AS FOLLOWS:

1. The Citywide Salary Schedule attached hereto is hereby approved and adopted, effective July 3, 2026.

2. The Salary Schedule reflects the 2.5% Cost of Living Adjustment previously approved by the City Council for represented employees and unrepresented executive management employee groups.

3. The adopted salary schedule shall constitute the City’s publicly available pay schedule for purposes of compliance with California Government Code section 20636(d) and California Code of Regulations section 570.5.

4. The City Manager or designee is authorized and directed to implement these wage adjustments and to post the upd ated Salary Schedule on the City’s website and make it available upon request to any member of the public.

PASSED AND ADOPTED at a Regular Meeting of the City Council of the City of Suisun City duly held on the Tuesday, the 23rd day of June 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 23rd day of June, 2026. 28 Resolution No. 2026-___
Adopted June 23, 2026

Page 3 of 3 ends

Anita Skinner
City Clerk
Attachment:

1. Citywide Salary Schedule
29 Resolution Date: 7/3/2026
Job CodeJob Class Column2 Range A B C D E Starting Ending Effective Date B.U. B.G. FLSA OT 1610 Account Clerk I (F) 268 $25.57 $26.85 $28.19 $29.60 $31.08 $4,432 $5,387 07/03/26 SCEA SCEA 1612 Account Clerk II (F) 291 $28.13 $29.53 $31.01 $32.56 $34.19 $4,875 $5,926 07/03/26 SCEA SCEA 1614 Account Clerk III 313 $30.94 $32.49 $34.11 $35.82 $37.61 $5,363 $6,519 07/03/26 SCEA SCEA 1822 Accountant 362 $38.42 $40.34 $42.36 $44.48 $46.70 $6,660 $8,095 07/03/26 SCMPEA SCMPEA Exempt 1620 Accounting Technician I (F) 311 $30.68 $32.22 $33.83 $35.52 $37.30 $5,319 $6,465 07/03/26 SCEA SCEA 1622 Accounting Technician II (F) 332 $33.75 $35.44 $37.21 $39.07 $41.03 $5,851 $7,111 07/03/26 SCEA SCEA 1120 Administrative Assistant I (F) 285 $27.28 $28.64 $30.08 $31.58 $33.16 $4,729 $5,748 07/03/26 SCEA SCEA 1122 Administrative Assistant II (F) 307 $30.01 $31.51 $33.08 $34.74 $36.47 $5,201 $6,322 07/03/26 SCEA SCEA 1130 Administrative Technician 327 $33.01 $34.66 $36.39 $38.21 $40.12 $5,721 $6,955 07/03/26 SCEA SCEA 3220 Assistant Engineer (F) 389 $43.89 $46.09 $48.39 $50.81 $53.35 $7,608 $9,248 07/03/26 SCMPEA SCMPEA Exempt 4220 Assistant Planner (F) 361 $38.27 $40.18 $42.19 $44.30 $46.51 $6,633 $8,062 07/03/26 SCMPEA SCMPEA Exempt 3222 Associate Engineer/Associate Civil Engineer (F) 409 $48.28 $50.70 $53.23 $55.90 $58.69 $8,369 $10,173 07/03/26 SCMPEA SCMPEA Exempt 4222 Associate Planner (F) 380 $42.09 $44.20 $46.41 $48.73 $51.16 $7,296 $8,868 07/03/26 SCMPEA SCMPEA Exempt 7390 Background Investigator 391 - - - - $49.92 - - 12/24/21 Temp/PT Temp/PT 8130 Battalion Chief (2912 annual hours) 375 $40.89 $42.94 $45.09 $47.34 $49.71 $9,924 $12,062 07/03/26 Unrep SCPFA 4350 Building Inspection Services Manager 421 $52.24 $54.85 $57.59 $60.47 $63.49 $9,054 $11,006 07/03/26 SCMPEA SCMPEA Exempt 4320 Building Inspector I (F) 320 $34.68 $36.41 $38.23 $40.15 $42.15 $6,011 $7,307 07/03/26 SCEA SCEA 4322 Building Inspector II (F) 341 $38.15 $40.05 $42.06 $44.16 $46.37 $6,612 $8,037 07/03/26 SCEA SCEA 3430 Building Maintenance Worker I (F) 272 $26.07 $27.37 $28.74 $30.18 $31.69 $4,519 $5,492 07/03/26 SCEA SCEA 3432 Building Maintenance Worker II (F) 296 $28.68 $30.11 $31.62 $33.20 $34.86 $4,971 $6,042 07/03/26 SCEA SCEA 4380 Chief Building Official 469 $66.04 $69.34 $72.81 $76.45 $80.28 $11,447 $13,914 07/03/26 Unrep SCMPEA Exempt 3250 City Engineer 480 $70.82 $74.37 $78.08 $81.99 $86.09 $12,276 $14,922 07/03/26 Unrep SCMPEA Exempt 9130 City Manager 595 $135.85 - - - $144.97 $23,548 $25,127 07/03/26 EM Plan EM Exempt 4420 Code Enforcement Officer I (F) 310 $30.45 $31.97 $33.57 $35.25 $37.01 $5,278 $6,416 07/03/26 SCEA SCEA 4422 Code Enforcement Officer II (F) 330 $33.50 $35.17 $36.93 $38.78 $40.71 $5,806 $7,057 07/03/26 SCEA SCEA 7320 Community Services Officer I (F) 284 $27.15 $28.51 $29.93 $31.43 $33.00 $4,706 $5,720 07/03/26 SCEA SCEA 7322 Community Services Officer II (F) 305 $29.86 $31.36 $32.92 $34.57 $36.30 $5,176 $6,292 07/03/26 SCEA SCEA 1910 Computer Systems Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 1922 Computer Technician 358 $37.78 $39.67 $41.66 $43.74 $45.93 $6,549 $7,961 07/03/26 SCEA SCEA 1750 Deputy City Clerk (C) 376 $41.20 $43.26 $45.42 $47.70 $50.08 $7,142 $8,681 07/03/26 ConfidentialSCMPEA Exempt 9126 Deputy City Manager 543 $93.71 $98.39$103.31$108.48$113.90 $16,243 $19,743 07/03/26 EM Plan EM Exempt 8250 Deputy Fire Chief 471 $67.21 $70.57 $74.10 $77.81 $81.70 $11,650 $14,161 07/03/26 SCMPEA SCMPEA Exempt 9116 Development Services Director 505 $81.04 $85.09 $89.34 $93.81 $98.50 $14,046 $17,073 07/03/26 EM Plan EM Exempt 4190 Economic Development Consultant 441 - - - - $65.00 - - 12/24/21 Temp/PT Temp/PT 9114 Finance Director 505 $81.04 $85.09 $89.34 $93.81 $98.50 $14,046 $17,073 07/03/26 EM Plan EM Exempt 1850 Finance Manager 448 $58.47 $61.40 $64.47 $67.69 $71.07 $10,135 $12,320 07/03/26 SCMPEA SCMPEA Exempt 1810 Financial Services Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 8124 Fire Captain (2,912 annual hours) 350 $37.18 $39.03 $40.99 $43.04 $45.19 $9,021 $10,966 07/03/26 SCPFA SCPFA 9120 Fire Chief 527 $90.15 $94.66 $99.39$104.36$109.58 $15,626 $18,994 07/03/26 EM Plan EM Exempt 8122 Fire Engineer (2912 annual hours) 333 $33.80 $35.49 $37.26 $39.12 $41.08 $8,201 $9,969 07/03/26 SCPFA SCPFA 8350 Fire Marshal 454 $61.08 $64.13 $67.34 $70.70 $74.24 $10,587 $12,868 07/03/26 SCMPEA SCMPEA Exempt City of Suisun City
Salary Schedule
Hourly Monthly Average
(C) Denotes Confidential Class
(F) Denotes a Flexibly Staffed Classification
** City Manager's Salary is set by Contract
B.U. Bargaining Unit
B.G. Benefits Group Page 1 of 330
Resolution Date: 7/3/2026
Job CodeJob Class Column2 Range A B C D E Starting Ending Effective Date B.U. B.G. FLSA OT City of Suisun City
Salary Schedule
Hourly Monthly Average
8120 Firefighter (2912 annual hours) 292 $28.16 $29.57 $31.05 $32.60 $34.23 $6,834 $8,307 07/03/26 SCPFA SCPFA 8110 Firefighter Trainee/Firefighter Paramedic Trainee (F)276 - - - $28.63 $30.06 - - 05/05/26 Temp/PT Temp/PT 5150 Housing Programs Manager 420 $52.03 $54.63 $57.36 $60.23 $63.24 $9,018 $10,961 07/03/26 SCMPEA SCMPEA Exempt 5120 Housing Specialist I (F) 306 $29.92 $31.41 $32.98 $34.63 $36.36 $5,185 $6,303 07/03/26 SCEA SCEA 5122 Housing Specialist II (F) 326 $32.91 $34.55 $36.28 $38.09 $40.00 $5,704 $6,933 07/03/26 SCEA SCEA 9110 Human Resources Administrator 505 $81.04 $85.09 $89.34 $93.81 $98.50 $14,046 $17,073 07/03/26 EM Plan EM Exempt 9111 Human Resources Director 505 $81.04 $85.09 $89.34 $93.81 $98.50 $14,046 $17,073 07/03/26 EM Plan EM Exempt 1210 Human Resources Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 1234 Human Resources/Payroll Technician I (F/C) 311 $30.68 $32.22 $33.83 $35.52 $37.30 $5,319 $6,465 07/03/26 ConfidentialSCEA 1236 Human Resources/Payroll Technician II (F/C) 332 $33.75 $35.44 $37.21 $39.07 $41.03 $5,851 $7,111 07/03/26 ConfidentialSCEA 9113 IT Director 505 $81.04 $85.09 $89.34 $93.81 $98.50 $14,046 $17,073 07/03/26 EM Plan EM Exempt 1950 IT Services Manager 460 $62.88 $66.02 $69.32 $72.79 $76.43 $10,899 $13,247 07/03/26 SCMPEA SCMPEA Exempt 3420 Maintenance Worker I (F) 300 $29.25 $30.72 $32.25 $33.86 $35.56 $5,070 $6,163 07/03/26 SCEA SCEA 3422 Maintenance Worker II (F) 322 $32.18 $33.79 $35.48 $37.25 $39.11 $5,578 $6,780 07/03/26 SCEA SCEA 1710 Management Analyst I (F) 361 $38.27 $40.18 $42.19 $44.30 $46.51 $6,633 $8,062 07/03/26 SCMPEA SCMPEA Exempt 1712 Management Analyst II (F) 380 $42.09 $44.20 $46.41 $48.73 $51.16 $7,296 $8,868 07/03/26 SCMPEA SCMPEA Exempt 1340 Marketing Manager 390 $44.18 $46.39 $48.71 $51.15 $53.71 $7,659 $9,309 07/03/26 SCMPEA SCMPEA Exempt 1110 Office Assistant 263 $25.01 $26.26 $27.57 $28.95 $30.40 $4,334 $5,269 07/03/26 SCEA SCEA 4120 Permit Technician I (F) 303 $29.60 $31.08 $32.63 $34.26 $35.98 $5,130 $6,236 07/03/26 SCEA SCEA 4122 Permit Technician II (F) 324 $32.56 $34.19 $35.89 $37.69 $39.57 $5,643 $6,859 07/03/26 SCEA SCEA 4210 Planning Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 7160 Police Captain 516 $85.37 $89.64 $94.12 $98.83$103.77 $14,798 $17,987 07/03/26 Unrep SCMPEA Exempt 9122 Police Chief 547 $98.13$103.04$108.19$113.60$119.28 $17,010 $20,676 07/03/26 EM Plan EM Exempt 7150 Police Commander 498 $77.62 $81.50 $85.58 $89.86 $94.35 $13,454 $16,354 07/03/26 SCMPEA SCMPEA Exempt 7330 Police Evidence and Property Technician I (F) 284 $27.15 $28.51 $29.93 $31.43 $33.00 $4,706 $5,720 07/03/26 SCEA SCEA 7332 Police Evidence and Property Technician II (F) 305 $29.86 $31.36 $32.92 $34.57 $36.30 $5,176 $6,292 07/03/26 SCEA SCEA 7140 Police Lieutenant 484 $72.31 $75.92 $79.72 $83.71 $87.89 $12,534 $15,235 07/03/26 SCMPEA SCMPEA Exempt 7140 Police Lieutenant Y-Rate 498 $77.62 $81.50 $85.58 $89.86 $94.35 $13,454 $16,354 07/03/26 SCMPEA SCMPEA Exempt 7122 Police Officer (F) 413 $49.90 $52.40 $55.02 $57.77 $60.66 $8,650 $10,514 07/03/26 SCPOA SCPOA 7110 Police Officer Trainee (F) 276 - - - $28.63 $30.06 - - 12/24/21 Temp/PT Temp/PT 1410 Police Records Clerk I (F) 268 $25.57 $26.85 $28.19 $29.60 $31.08 $4,432 $5,387 07/03/26 SCEA SCEA 1412 Police Records Clerk II (F) 291 $28.13 $29.53 $31.01 $32.56 $34.19 $4,875 $5,926 07/03/26 SCEA SCEA 7130 Police Sergeant 460 $62.88 $66.02 $69.32 $72.79 $76.43 $10,899 $13,247 07/03/26 SCPOA SCPOA 7250 Police Support Services Manager 450 $59.57 $62.55 $65.67 $68.96 $72.40 $10,325 $12,550 07/03/26 SCMPEA SCMPEA Exempt 4226 Principal Planner 433 $55.56 $58.34 $61.26 $64.32 $67.53 $9,631 $11,706 07/03/26 SCMPEA SCMPEA Exempt 3340 Project Manager 416 $50.96 $53.50 $56.18 $58.99 $61.94 $8,832 $10,736 07/03/26 SCMPEA SCMPEA Exempt 7230 Public Safety Dispatch/Police Records Supervisor410 $49.15 $51.61 $54.19 $56.90 $59.75 $8,520 $10,356 07/03/26 SCPOA SCPOA 7220 Public Safety Dispatcher I (F) 349 $36.93 $38.78 $40.71 $42.75 $44.89 $6,401 $7,781 07/03/26 SCPOA SCPOA 7222 Public Safety Dispatcher II (F) 373 $40.62 $42.65 $44.79 $47.03 $49.38 $7,041 $8,559 07/03/26 SCPOA SCPOA 9118 Public Works Director/City Engineer 527 $90.15 $94.66 $99.39$104.36$109.58 $15,626 $18,994 07/03/26 EM Plan EM Exempt 3120 Public Works Inspector 351 $38.58 $40.51 $42.54 $44.66 $46.90 $6,687 $8,129 07/03/26 SCEA SCEA (C) Denotes Confidential Class
(F) Denotes a Flexibly Staffed Classification
** City Manager's Salary is set by Contract
B.U. Bargaining Unit
B.G. Benefits Group Page 2 of 331
Resolution Date: 7/3/2026
Job CodeJob Class Column2 Range A B C D E Starting Ending Effective Date B.U. B.G. FLSA OT City of Suisun City
Salary Schedule
Hourly Monthly Average
3110 Public Works Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 3550 Public Works Superintendent 447 $58.08 $60.99 $64.04 $67.24 $70.60 $10,068 $12,238 07/03/26 SCMPEA SCMPEA Exempt 3520 Public Works Supervisor 380 $42.09 $44.20 $46.41 $48.73 $51.16 $7,296 $8,868 07/03/26 SCMPEA SCMPEA Exempt 2220 Recreation Coordinator 302 $31.71 $33.29 $34.96 $36.70 $38.54 $5,496 $6,680 07/03/26 SCEA SCEA 2550 Recreation Manager 412 $49.61 $52.09 $54.69 $57.43 $60.30 $8,598 $10,451 07/03/26 SCMPEA SCMPEA Exempt 2210 Recreation Specialist I (F) 200 $18.00 $18.54 $19.10 $19.67 $20.26 - - 07/21/23 Temp/PT Temp/PT 2212 Recreation Specialist II (F) 220 $19.80 $20.39 $21.01 $21.64 $22.29 - - 07/21/23 Temp/PT Temp/PT 2214 Recreation Specialist III (F) 250 $21.78 $22.43 $23.11 $23.80 $24.51 - - 07/21/23 Temp/PT Temp/PT 2510 Recreation Supervisor 348 $37.12 $38.98 $40.92 $42.97 $45.12 $6,434 $7,821 07/03/26 SCMPEA SCMPEA Exempt 9112 Recreation, Parks & Marina Director 505 $81.04 $85.09 $89.34 $93.81 $98.50 $14,046 $17,073 07/03/26 EM Plan EM Exempt 1824 Senior Accountant 390 $44.18 $46.39 $48.71 $51.15 $53.71 $7,659 $9,309 07/03/26 SCMPEA SCMPEA Exempt 3224 Senior Associate Engineer/Senior Assoc Civil Engineer (F)425 $53.11 $55.77 $58.56 $61.48 $64.56 $9,206 $11,190 07/03/26 SCMPEA SCMPEA Exempt 4324 Senior Building Inspector 397 $45.78 $48.07 $50.47 $53.00 $55.65 $7,935 $9,646 07/03/26 SCMPEA SCMPEA Exempt 3226 Senior Civil Engineer 448 $58.47 $61.40 $64.47 $67.69 $71.07 $10,135 $12,320 07/03/26 SCMPEA SCMPEA Exempt 1238 Senior Human Resources/Payroll Technician (F/C)350 $37.18 $39.03 $40.99 $43.04 $45.19 $6,444 $7,833 07/03/26 ConfidentialSCEA 3424 Senior Maintenance Worker 344 $35.40 $37.17 $39.02 $40.98 $43.02 $6,135 $7,457 07/03/26 SCEA SCEA 1714 Senior Management Analyst 400 $46.30 $48.62 $51.05 $53.60 $56.28 $8,025 $9,755 07/03/26 SCMPEA SCMPEA Exempt 4224 Senior Planner 400 $46.30 $48.62 $51.05 $53.60 $56.28 $8,025 $9,755 07/03/26 SCMPEA SCMPEA Exempt 7224 Senior Public Safety Dispatcher 395 $44.68 $46.92 $49.26 $51.73 $54.31 $7,745 $9,414 07/03/26 SCPOA SCPOA 7310 Youth Services Specialist 356 $37.33 $39.20 $41.16 $43.21 $45.37 $6,470 $7,865 07/03/26 SCEA SCEA (C) Denotes Confidential Class
(F) Denotes a Flexibly Staffed Classification
** City Manager's Salary is set by Contract
B.U. Bargaining Unit
B.G. Benefits Group Page 3 of 332
AGENDA ITEM NO. 9.

AGENDA TRANSMITTAL

MEETING DATE:

June 23, 2026

AGENDA ITEM:

Council Adoption of Resolution No. 2026-___: Amending Resolution No. 2026-70 (Resolution of Intention to Annex Territory to Community Facilities District and to Authorize the Levy of Special Taxes Therein) to Correct the Date of the Public Hearing (Suisun City Dental -- Annexation No. 19).

FISCAL IMPACT:

There would be no impact to the General Fund from this Item.

STRATEGIC PLAN:

Sustainability and Stewardship.

BACKGROUND:

The Resolution of Intention to annex new business, Suisun City Dental, into Community Facilities District (CFD) No. 2 was brought before Council at the June 16, 2026 meeting.

Between the date of drafting the Resolution and June 16th, it was determined that there would be no Council Meeting held on July 21st the date stated for the Public Hearing for this annexation.

STAFF REPORT:

Due to no Council Meeting being held on July 21st, it is now necessary to amend Resolution 2026-70, the Resolution of Intention for annexing Suisun City Dental into Community Facilities District (CFD) No. 2. The new Public Hearing date is scheduled for August 4, 2026.

STAFF RECOMMENDATION:

It is recommended that Council adopt Resolution No. 2026-___:

Amending Resolution No. 2026-70 (Resolution of Intention to Annex Territory to Community Facilities District and to Authorize the Levy of Special Taxes Therein) to Correct the Date of the Public Hearing (Suisun City Dental -- Annexation No. 19)

PREPARED BY:

Amanda Dum, Management Analyst II
REVIEWED BY:

Nouae Vue, Public Works Direction & City
Engineer
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

Amended Resolution No. 2026-__: (Resolution of Intention to Annex Territory to Community Facilities District to Authorize the Levy of Special Taxes Therein) to Correct the Date of the Public Hearing (Suisun City Dental -- Annexation No. 19
.
33 RESOLUTION NO. 2026-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY AMENDING RESOLUTION NO. 2026-70 (RESOLUTION OF INTENTION TO ANNEX

TERRITORY TO COMMUNITY FACILITIES DISTRICT AND TO AUTHORIZE THE

LEVY OF SPECIAL TAXES THEREIN) TO CORRECT THE DATE OF THE PUBLIC HEARING (SUISUN CITY DENTAL — ANNEXATION NO. 19)

RESOLVED by the City Council (the “Council”) of the City of Suisun City (the “City”), County of Solano, State of California, that:

WHEREAS, on June 16, 2026, the Council adopted Resolution No. 2026 -70 (the “Resolution of Intention”), a Resolution of Intention to Annex Territory to Community Facilities District No. 2 (Municipal Services) and to Authorize the Levy o f Special Taxes Therein, in connection with Annexation No. 19 (Suisun City Dental), pursuant to the Mello-Roos Community Facilities Act of 1982, as amended (Gov. Code § 53311 et seq.) (the “Act”); and WHEREAS, Section 5 of the Resolution of Intention set T uesday, July 21, 2026, as the date for the public hearing required under the Act; and WHEREAS, the City Council will not hold a regular meeting on July 21, 2026, and the first regular Council meeting thereafter at which the public hearing may be conducted is Tuesday, August 4, 2026; and
WHEREAS, no notice of the public hearing has been published or mailed pursuant to Section 6 of the Resolution of Intention or Government Code Section 53339.4, and no party has been prejudiced by the correction of the hearing date; and WHEREAS, the Council desires to amend Section 5 of the Resolution of Intention to correct the public hearing date to August 4, 2026, so that proper notice may be given in accordance with the Act.

NOW, THEREFORE, IT IS HEREBY ORDERED as follows:

1. Amendment to Section 5 of Resolution of Intention. Section 5 of Resolution No. 2026- 70 is hereby amended in its entirety to read as follows:
“5. Hearing. Tuesday, August 4, 2026, at 6:00 p.m. or as soon as possible thereafter, in the City Hall, Council Chambers, 701 Civic Center Boulevard, Suisun City, California, be, and the same are hereby appointed and fixed as the time and place when and where this Council, as legislative body for the CFD, will conduct a public hearing on the matters described in this Resolution.”

2. Notice Obligations. The City Clerk is directed to cause notice of the public hearing on August 4, 2026, to be given as required by Government Code Section 53339.4 and Section 6 of the Resolution of Intention, with all required notice deadlines calculated from the corrected hearing date of August 4, 2026. Publication of notice shall be completed at least seven (7) days before 34 August 4, 2026 (deadline: July 28, 2026). Mailing of notice to each landowner within the territory proposed to be annexed shall be completed at least fifteen (15) days before August 4, 2026 (deadline: July 20, 2026).

3. Ratification. Except as expressly amended herein, all other findings, determinations, and directions in Resolution No. 2026-70 remain in full force and effect. In particular, the City Clerk’s obligation to record the Annexation Map within fifteen (15) days of the date of adoption of the Resolution of Intention (i.e., by July 1, 2026) is not affected by this amendment and shall proceed as directed.

4. Effective Date. This Resolution shall take effect upon its adoption.

PASSED AND ADOPTED at a Regular Meeting of the City Council of the City of Suisun City duly held on Monday, the 23rd day of June 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 23rd day of June 2026.

Anita Skinner
City Clerk

35 THIS PAGE INTENTIONALLY LEFT BLANK
36 AGENDA ITEM NO. 10.

AGENDA TRANSMITTAL

MEETING DATE:

June 23, 2026

AGENDA ITEM:

Resolutions Calling for a General Municipal, Requesting the Solano County Board of Supervisors to Consolidate the General Municipal Election with the Statewide Election, and Adopting Regulations Pertaining to Candidate Statements for the November 3, 2026 General Municipal Election:
a
.

FISCAL IMPACT:

With approximately 18,000 registered voters, the estimated cost of the November 3, 2026, election is $90,000. This estimate depends upon the size of the ballot and the degree of consolidation with other regularly scheduled statewide general elections. Funding for this expenditure is included in the FY 2026-27 Annual Budget

STRATEGIC PLAN:

Sustainability and Stewardship

BACKGROUND:

The Suisun City Municipal Code establishes the date for holding it's general municipal election as the same date as the California statewide general election and shall be consolidated with the stateside general election. This year the election date is November 3, 2026.

STAFF REPORT:

The attached resolutions are required to conduct the November 3, 2026, General Municipal Election and to consolidate the election with t he Statewide General Election. Approval of the
resolution requesting consolidation authorizes the Solano County Registrar of Voters to conduct the election, provide election services, and canvass the election returns on behalf of the City. As part of the consolidation agreement, the City will reimburse Solano County for its proportional share of election- related costs.

The candidate nomination period for the November 3, 2026 General Municipal Election will open on July 13, 2026, and close on August 7, 2026. If an incumbent eligible for reelection does not file nomination papers by the close of the nomination period, the filing deadline will be extended for five calendar days to allow other qualified candidates, excluding the incumbent, to file nomination documents. Individuals seeking office must be registered voters at the time nomination papers are issued.

37 State law provides candidates the option to submit a Candidate Statement of Qualifications for inclusion in the County Voter Information Guide. Candidate statements are voluntary, and all associated costs are the responsibility of the candidate. Costs include translation, typesetting, printing, and distribution services, and payment is required at the time the statement is filed.

The Solano County Registrar of Voters has published estimated costs for a 200-word Candidate Statement of Qualifications. The estimated cost for an English-language statement is $300.00.

Candidates may also elect to have their statements translated and printed in Spanish, Tagalog, Chinese and/or Vietnamese. The estimated additional cost for each translated language is $600.00. These costs are estimates only and may increase or decrease based on actual expenses incurred by the County.

STAFF RECOMMENDATION:

It is recommended that Council approve the Resolutions Calling for a General Municipal, Requesting the Solano County Board of Supervisors to Consolidate the General Municipal Election with the Statewide Election, and Adopting Regulations Pertaining to Candidate Statements for the November 3, 2026 General Municipal Election:
a
.

Council Adoption of Resolution No. 2026-___: Adopting Regulations for Candidates for Elective Office Pertaining to Candidates’ Statements Submitted to the Voters at an Election to be Held on Tuesday, November 3, 2026.

PREPARED BY:

Donna Pock, Deputy City Clerk
REVIEWED BY:

Bret Prebula, City Manager
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. Resolution Giving Notice and Calling for the Holding of a General Municipal Election to be Held on Tuesday, November 3, 2026, for the Election of Certain Officers

2. Requesting the Board of Supervisors of the County of Solano to Consolidate a General Municipal Election to be Held on Tuesday, November 3, 2026 with the Statewide General Election

3. Resolution Adopting Regulations for Candidates for Elective Office Pertaining to Candidatesâ€™ Statements Submitted to the Voters at an Election to be Held on November 3, 2026 .
38 RESOLUTION NO. 20 26-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY,

CALIFORNIA, GIVING NOTICE AND CALLING FOR THE HOLDING OF A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, NOVEMBER 3, 2026,

FOR THE ELECTION OF CERTAIN OFFICERS AS REQUIRED BY THE PROVISIONS

OF THE LAWS OF THE STATE OF CALIFORNIA RELATING TO GENERAL LAW CITIES

WHEREAS, under the provisions of the laws relating to general law cities in the State of California a General Municipal Election shall be held on Tuesday, November 3, 2026, for the election of Municipal Officers; and

NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF SUISUN CITY, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. That pursuant to the requirements of the laws of the State of California relating to General Law Cities there is called and ordered to be held in the City of Suisun City, California, on Tuesday, November 3, 2026, a General Municipal Election for the purpose of electing:
a Mayor for the full term of four years; and two Members of the City Council for the full term of four- years.

SECTION 2. That the ballots to be used at the election shall be in form and content as required by law.

SECTION 3. That the City Clerk is authorized, instructed, and directed to coordinate with the County of Solano Registrar of Voters to procure and furnish any and all official ballots, notices, printed matter and all supplies, equipment and paraphernalia that may be n ecessary in order to properly and lawfully conduct the election.

SECTION 4. That the polls (vote centers) for the election shall be open at seven o’clock a.m. of the day of the election and shall remain open continuously from that time until eight o’clock p.m. of the same day when the polls (vote centers) shall be closed, pursuant to Election Code Section 10242, except as provided in Sections 14212, 14401 of the Elections Code of the State of California.

SECTION 5. That in all particulars not recited in this resolution, the election shall be held and conducted as provided by law for holding municipal elections.

SECTION 6. That notice of the time and place of holding the election is given and the City Clerk is authorized, instructed, and directed to give further or additional notice of the election, in time, form, and manner as required by law.

SECTION 7. That in the event of a tie vote (if any two or more persons receive an equal and the highest number of votes for an office) as certified by the Solano County Registrar, the City Council, in accordance with Section 15651(a) of the Elections Code, shall set a date and time and 39 Resolution No. 2026-
Adopted June 23, 2026

Page 2 of 2 ends

place and summon the candidates who have received the tie votes to appear and will determine the tie by lot.

SECTION 8. That the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.

SECTION 9. The City Council authorizes the City Clerk to administer said election and all reasonable and actual election expenses shall be paid the City upon presentation of a properly submitted bill.

PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council of the City of Suisun City, California, on June 23, 2026.

Alma Hernandez, Mayor
ATTEST:

Anita Skinner
City Clerk

CERTIFICATION
I, Anita Skinner, City Clerk of the City of Suisun City, do hereby certify that the above and foregoing Resolution No. 2026- __ was duly passed, approved and adopted, by the City Council of the City of Suisun City at a regular meeting held on June 23, 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 23rd day of June 2026.

Anita Skinner
City Clerk

40 RESOLUTION NO. 20 26-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY,

CALIFORNIA, ADOPTING REGULATIONS FOR CANDIDATES FOR ELECTIVE OFFICE PERTAINING TO CANDIDATES’ STATEMENTS SUBMITTED TO THE VOTERS AT AN ELECTION TO BE HELD ON TUESDAY, NOVEMBER 3, 2026

WHEREAS, Section 13307 of the Elections Code of the State of California provides that the governing body of any local agency adopt regulations pertaining to materia ls prepared by any candidate for a municipal election, including costs of the candidates statements.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SUISUN CITY,

CALIFORNIA, DOES HEREBY RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:

SECTION 1. GENERAL PROVISIONS.

That pursuant to Section 13307 of the California Elections Code of the State of California, each candidate for elective office to be voted for at an Election to be held in the City of Suisun City on November 3, 2026, may prepare a candidate’s statement on an appropriate form provided by the City Clerk. The statement may include the name, age and occupation of the candidate and a brief description of no more than 200 (two hundred) words of the candidate’s education and qualifications expressed by the candidate himself or herself. The statement shall not include party affiliation of the candidate, nor membership or activity in partisan political organizations. The statement shall be filed in the office of the City Clerk at the time the candidate’s nomination papers are filed. The statement may be withdrawn, but not changed, during the period for filing nomination papers and until 5:00 p.m. of the next working day after the close of the nomination period.

SECTION 2. FOREIGN LANGUAGE POLICY
A. Pursuant to the Federal Voting Rights Act, candidates statements will be translated into all languages required by the County of Solano. T he County is required to translate candidate’s statements into the following languages: Spanish, Tagalog, Chinese and/or Vietnamese.

B. The County will print and mail voter information guides and candidate’s statements to all voters in Spanish, Tagalog, Chinese and/or Vietnamese.

SECTION 3. PAYMENT
A. Translations

1. The candidates shall be required to pay for the cost of translating the candidates statement into any required foreign language as specified in A of Section 2 above pursuant to Federal and\or State Law
B. Printing
41 Resolution No. 2026-
Adopted June 23, 2026

Page 2 of 3 ends

1. The City Clerk shall estimate the total cost of printing, handling, translating, and mailing the candidates statements filed pursuant to this section, including costs incurred as a result of complying with the Voting Rights Act of 1965, as amended, and require each candidate filing a statement to pay in advance to the local agency their estimated pro rata share of printing costs as a condition of having their statement included in the voters pamphlet. In the event the estimated payment is required, the estimate is just an approximation of the actual cost that varies from one election to another election and may be significantly more or less than the estimate, depending on the actual number of candidates filing statements. Accordingly, the clerk is not bound by the estimate and may, on a pro rata basis, bill the candidate s for additional actual expense or refund any excess paid depending on the final actual cost. In the event of underpayment, the clerk may require the candidates to pay the balance of the cost incurred. In the event of overpayment, the clerk shall prorate the excess amount among the candidates and refund the excess amount paid within 30 days of the election. a. The candidate at the time of filing their candidate statement shall be required to pay for the estimated cost of printing , handling, and mailing their candidate statement of qualifications in English in the main voter pamphlet in the amount of $300.00. b. The candidate at the time of filing their candidate statement shall be required to pay for the estimated cost of printing, handling, and mailing their candidate statement of qualifications in Spanish, Tagalog, Chinese and/or Vietnamese in the main voter pamphlet in the amount of $600.00 for each translation.

SECTION 4. ADDITIONAL MATERIALS PROHIBITED
No candidate will be permitted to include additional materials in the voter information guide.

SECTION 5 : That the City Clerk shall provide each candidate or the candidate ’s representative a copy of this Resolution at the time nominating petitions are issued.

SECTION 6: That all previous resolutions establishing Council policy on payment for candidates’ statements are repealed.

SECTION 7: That this Resolution shall apply only to the election to be held on November 3, 2026 and shall then be repealed.

SECTION 8: That the City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.
[SIGNATURES ON FOLLOWING PAGE]

42 Resolution No. 2026-
Adopted June 23, 2026

Page 3 of 3 ends

PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council of the City of Suisun City, California, on June 23, 2026.

Alma Hernandez, Mayor
ATTEST:

Anita Skinner
City Clerk

CERTIFICATION
I, Anita Skinner, City Clerk of the City of Suisun City, do hereby certify that the above and foregoing Resolution No. 2026-___ was duly passed, approved and adopted, by the City Council of the City of Suisun City at a regular meeting held on June 23, 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 23rd day of June 2026.

Anita Skinner
City Clerk

43 RESOLUTION NO. 20 26-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY

REQUESTING THE BOARD OF SUPERVISORS OF THE COUNTY OF SOLANO TO

CONSOLIDATE A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, NOVEMBER 3, 2026 WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON THE DATE PURSUANT TO SECTION 10403 OF THE ELECTIONS CODE

WHEREAS, the City Council of the City of Suisun City has called a General Municipal Election to be held on November 3, 2026, for the purpose of the election of one Mayor, for the full term of four years; and two Members of the City Council, for the full term of four years.

WHEREAS, it is desirable that the General Municipal Election be consolidated with the Statewide General Election to be held on the same date; and that within the City the precincts, polling places (vote centers), and election officers of the two elections be the s ame, and that the County election department of the County of Solano canvass the returns of the General Municipal Election and that the election be held in all respects as if there were only one election.

NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF SUISUN CITY DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. That pursuant to the requirements of Section 10403 of the Elections Code, the Board of Supervisors of the County of Solano is hereby requested to consent and agree to the consolidation of a General Municipal Election with the Statewide General Election on Tuesday, November 3, 2026, for the purpose of the election of;
(a) One Mayor for the full term of four years
(b) two Members of the City Council for the full term of four years.

SECTION 2. That the Solano County Election Department is authorized to canvass the returns of the General Municipal Election. The election shall be held in all respects as if there were only one election, and only one form of ballot shall be used. The election will be held and conducted in accordance with the provisions of law regulating the statewide or special election.

SECTION 3. That the Board of Supervisors is requested to issue instructions to the County Election Department to take any and all steps necessary for the holding of the consolidated election.

SECTION 4. That the City of Suisun City recognizes that additional costs will be incurred by the County by reason of this consolidation and agrees to reimburse the County for any costs.

SECTION 6. That the City Clerk is hereby directed to file a certified copy of this resolution with the Board of Supervisors and the County Election Department of the County of Solano.

SECTION 7. That the City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.
[SIGNATURES ON FOLLOWING PAGE]
44 Resolution No. 2026-
Adopted June, 23, 2026

Page 2 of 2 ends

PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council of the City of Suisun City, California, on June 23, 2026.

Alma Hernandez, Mayor
ATTEST:

Anita Skinner
City Clerk

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 23rd day of June 2026.

Anita Skinner
City Clerk
45 THIS PAGE INTENTIONALLY LEFT BLANK
46 AGENDA ITEM NO. 11.

AGENDA TRANSMITTAL

MEETING DATE:

June 23, 2026

AGENDA ITEM:

Public Hearing Regarding Vacancies, Recruitment, and Retention Efforts Pursuant to Government Code Section 3502.3 (AB 2561).

FISCAL IMPACT:

There is no financial impact associated with conducting the public hearing required under Government Code section 3502.3.

STRATEGIC PLAN:

Sustainability and Stewardship.

BACKGROUND:

Assembly Bill 2561 (AB 2561), codified as Government Code Section 3502.3, requires local public agencies to conduct an annual public hearing regarding vacancies, recruitment efforts, and retention initiatives prior to adoption of the agency's annual budget.

The purpose of the legislation is to increase transparency regarding workforce challenges affecting public agencies and to encourage discussion regarding opportunities to improve recruitment and retention practices.

Government Code Section 3502.3 requires agencies to:

Conduct a public hearing regarding vacancies, recruitment, and retention efforts; Provide recognized employee organizations an opportunity to participate in the hearing; Report vacancy information by bargaining unit; and
Provide additional information upon request when a bargaining unit exceeds a 20% vacancy rate.

STAFF REPORT:

In accordance with Government Code Section 3502.3, the City is providing an overview of current staffing levels, vacancy rates, recruitment activity, and retention efforts. The information below provides a snapshot of the City's workforce as of June 15, 2026, and highlights staffing trends experienced during Fiscal Year 2025-26.

Current Staffing Levels

As of June 15, 2026, the City has 123 budgeted positions, of which 12 are vacant, resulting in an overall vacancy rate of approximately 10%. Additionally, eight positions, or approximately seven percent of the City's workforce, are currently designated as limited-term positions.

The City's current vacancies reflect a combination of employee separations, newly authorized positions, and positions that are currently in various stages of the recruitment and hiring process.

During Fiscal Year 2025-26, the City experienced:
10 employee separations;
6 newly authorized positions added during the fiscal year; 16 positions requiring recruitment activity;
18 hires and accepted offers; and
47 Approximately 8% employee turnover.

Vacancy Data by Bargaining Unit

Bargaining Unit
Vacancies
Budgeted Positions
Vacancy Rate
SCMPEA
3 24
13%

SCEA (SEIU)
2 34
6%
SCPOA
5 36
14%
SCPFA
1 15
7%
Executive Management
1 10
10%
Unrepresented
0 4
0%
Overall
12 123
10%

Of the City's 13 current vacancies, six positions, or approximately 50%, were newly authorized within the past several months and are actively being recruited. As a result, half of the City's reported vacancies are associated with organizational growth and service expansion rather than employee turnover.

Vacancy rate and turnover rate measure different workforce conditions. Vacancy rate reflects positions that are currently unfilled at a specific point in time, while turnover measures employee separations occurring throughout the fiscal year. During Fiscal Year 2025-26, the City experienced 10 employee separations, representing approximately 8% turnover. The City's current vacancy rate reflects both employee turnover and the addition of newly authorized positions that are currently being recruited.

Employee Organization Participation

Pursuant to Government Code Section 3502.3(b), all recognized employee organizations were notified of the hearing on May 29, 2026, and invited to provide comments or presentations regarding vacancies, recruitment efforts, retention initiatives, and workforce challenges.

Additional Reporting Threshold

Government Code Section 3502.3(c) requires additional reporting when a bargaining unit reaches or exceeds a vacancy rate of 20%.

As of June 15, 2026, no bargaining unit exceeds the statutory threshold.

Recruitment Process

The City's recruitment process generally includes the following steps:

1 .

Vacancy occurs through separation or authorization of a new position. 2 .

Department submits a requisition to fill the position.
3 .

Human Resources collaborates with the department to develop a recruitment strategy and open the recruitment.
4 .

Applications are screened and examinations are administered. 5 .

Eligibility lists are established and candidates are referred to departments. 6 .

Police and Fire candidates complete background investigations when required. 48 7
.

Other City positions undergo reference checks.
8 .

Departments conduct hiring interviews.
9 .

Conditional offers are issued.
10 .

Candidates complete Livescan, medical examinations, and other pre-employment requirements. 11 .

Formal offers are issued and onboarding begins.

Recruitment Metrics

Fiscal Year 2025-26 marks the City's first full year utilizing the NeoGov recruitment platform.

The City is now able to track and evaluate recruitment metrics that previously required extensive manual effort to compile. These metrics provide valuable insight into recruitment performance, support data-driven decision making, and help identify opportunities to improve efficiency throughout the hiring process.

One of the most significant benefits of NeoGov has been the City's ability to expand applicant reach while maintaining recruitment volume. As shown below, the City is processing approximately three times as many applicants annually while administering a similar number of recruitments.

Year
# Recruitments Processed
# Candidates Processed
2025-26
50 1431
2024-25
55 680
2023-24
30 541
2022-23
45 597

The increase in applicant volume provides departments with larger and more competitive candidate pools and enhances the City's ability to identify qualified applicants for vacant positions.

During Fiscal Year 2025-26, City job postings generated approximately 44,000 views across recruitment platforms, demonstrating expanded visibility and outreach to prospective applicants.

Recruitment Obstacles and Opportunities

Like many public agencies throughout California, the City continues to face recruitment challenges, including:

Lengthy public safety background investigations;
Competition from neighboring agencies;
Scheduling challenges associated with oral boards and examination panels; Candidate availability;
Job announcements that may be overly technical or difficult for applicants to navigate; and Personnel rules that contain outdated recruitment requirements and processes.

Recruitment and Retention Strategies

The City has implemented several initiatives to address recruitment and retention challenges, including:

Utilizing established background investigators for public safety recruitments; Increasing communication with applicants throughout the hiring process to improve engagement 49 and reduce candidate attrition;
Providing flexibility in examination scheduling and interview opportunities; Expanding participation in local and regional job fairs; Participating in collaborative government recruitment events and providing resume review and mock interview opportunities;
Establishing standardized recruitment work plans with departments, including a formalized Firefighter recruitment process;
Establishing the Firefighter Trainee and Firefighter Paramedic Trainee programs to create workforce development pathways;
Integrating artificial intelligence tools into recruitment advertising and outreach efforts; Completing implementation of the NeoGov recruitment and onboarding platform, which has now been in operation for one full year;
Since 2023, the City has maintained a competitive compensation program, with salaries generally targeted at approximately 90% of the market median and evaluated during each labor negotiations cycle to ensure the City remains competitive in attracting and retaining qualified employees; Introduced longevity incentive pay in 2023 to recognize employee service and reward long-term commitment to the organization;
Introduced career-wide longevity pay for public safety law enforcement personnel, recognizing total years of law enforcement service and strengthening the City's ability to attract and retain experienced officers;
Recently approved a CalPERS Employer Paid Member Contribution (EPMC) Cost Sharing exchange for Classic CalPERS members through the collective bargaining process. This enhancement increases compensation reportable to CalPERS for retirement benefit calculations and represents an investment in long-term employee retention and retirement security; Providing a comprehensive benefits package, including an employer-paid medical program that covers 100% of the cost of medical insurance premiums for eligible employees and their dependents. This benefit represents a significant component of the City's total compensation package and supports employee recruitment, retention, and workforce stability.

Sustaining Workforce Investments

Over the past few years, the City has made significant investments in recruitment, retention, workforce development, technology, compensation, and employee benefits. These efforts have strengthened the City's ability to attract and retain qualified employees, modernized recruitment practices, expanded workforce development opportunities, and improved organizational capacity.

As the City continues to navigate a constrained fiscal environment, the focus for Fiscal Year 2026-27 will be maintaining the workforce, systems, and foundational improvements that have already been implemented. While certain new initiatives, program expansions, and discretionary enhancements may be deferred or paused, the City remains committed to preserving core recruitment and retention strategies, supporting employee development where feasible, and sustaining the organizational capacity necessary to continue providing high-quality public services.

The City's objective is to protect the progress that has been achieved while positioning the organization to take advantage of future opportunities as fiscal conditions improve.

Conclusion

The City continues to actively recruit, hire, and retain employees in a competitive labor market. During Fiscal Year 2025-26, the City experienced 10 employee separations and added six new positions, 50 resulting in recruitment activity for 16 positions. During the same period, the City processed 18 hires and accepted offers, demonstrating the City's continued ability to recruit and fill positions while supporting organizational growth. At the time of reporting, the City's vacancy rate was approximately 10%; however, half of the vacant positions were newly authorized positions that are currently being recruited.

Through the implementation of NeoGov, expanded outreach efforts, enhanced candidate engagement, workforce development initiatives, and data-driven recruitment practices, the City is better positioned to attract qualified applicants and support departments in maintaining high-quality public services. Staff will continue evaluating recruitment metrics, workforce trends, and retention strategies to identify opportunities for ongoing improvement.

STAFF RECOMMENDATION:

Receive and file the informational report regarding vacancies, recruitment efforts, and retention initiatives pursuant to Government Code Section 3502.3.

PREPARED BY:

Christina Penland, Human Resources Director
REVIEWED BY:

Bret Prebula, City Manager
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. City Presentation

2. PFA Presentation

3. SCEA Presentation

4. POA Presentation
.
51 6/18/2026
1 AB 2561 Annual Vacancy, Recruitment & Retention HearingCity Council MeetingJune 23, 2026Presented By: Christina PenlandHuman Resources Director Current Staffing LevelsAs of June 15, 2026
• 123 Budgeted Positions • 12 Vacancies • 10% Vacancy RateFY 2025-26 Activity • 10 Employee Separations • 6 Newly Authorized Positions• 16 Positions Requiring Recruitment• 18 Hires/Offers Accepted• 8% Employee Turnover Rate 1 2
52 6/18/2026
2 Understanding the Vacancy Rate
Half of the City's current vacancies are newly authorized positions that have been added within the past few months and are actively being recruited. As a result, the City's vacancy rate reflects both employee turnover and organizational growth. 12 Current Vacancies
6 Existing Vacancies (50%)
6 Newly Authorized Positions (50%)
Vacancy Rate vs TurnoverRecruitment activity exceeded employee turnover and supported organizational growth.FY25/26Workforce Measure10%Current Vacancy Rate8%Employee Turnover 16Positions Requiring Recruitment18Hires / Offers 3 4
53 6/18/2026
3 Vacancy Breakdown by Bargaining UnitVacancy RateBudgeted PositionsVacanciesBargaining Unit13%243SCMPEA6%342SCEA14%365SCPOA7%151SCPFA10%101Executive Management0%40Unrepresented10%12312Overall How the Recruitment Process WorksVacancy Occurs → • Employee Separation• Newly Authorized PositionSubmit Requisition → Approvals:• Department Head, Finance, & Human ResourcesRecruitment Opened → • w/Final Filing Date• Open and Continuous• Open Until FilledExamination Process → • Training & Experience• Oral Board• Written Exam• Practical / SkillsEligibility List Established → Department Referral →Background Investigation (Police/Fire) →• Background Investigator• Polygraph Testing (Police)Reference Checks (Other City Positions) →Department Hiring Interviews → Conditional OƯer → Pre-Employment Requirements → • Livescan• Drug Screen• Medical/PsychFormal Offer & Onboarding 5 6
54 6/18/2026
4 The NeoGov PlatformRecruitment Analytics Candidate Tracking Automated Communications Online Onboarding Digital Documents and WorkflowsPerformance Management Recruitment Metrics44,000 Job Posting Views68 Average Days to Fill a Vacancy (Requisition to Offer) • Police: 103 days• Fire: 6 months *• City: 47 days50 Recruitments Processed • 2022-23: 45• 2023-24: 30• 2024-25: 551431 Candidates Processed • 2022-23: 597• 2023-24: 541• 2024-25: 680220 Exams Administered (Typing, Written, Oral Board, Practical/Skills) • 199 Online Exams• 16 Oral Board Exams• 3 Training and Experience Evaluations• 2 Practical/Skills Exams7 8 55
6/18/2026
5 NeoGov Results After One YearApplicant volume has nearly tripled while recruitment volume has remained relatively consistent.CandidatesRecruitmentsYear1,431502025-26680552024-25541302023-24597452022-23 Recruitment ChallengesLengthy Background Investigations Competition from Neighboring AgenciesCandidate AvailabilityOral Board SchedulingMedical Appointment AvailabilityOutdated Personnel Rules 9 10
56 6/18/2026
6 Recruitment Improvements
NeoGov Recruitment & Onboarding
AI-Assisted Recruitment Marketing
Expanded Job Fair Participation
Resume Reviews & Mock InterviewsIncreased Candidate Communications Flexible Examination Scheduling
Standardized Fire Recruitment Work Plan
Partnership with Kaiser on the Job
Increased Communication with Northbay Providers
Workforce Development and Succession Planning InitiativesPOLICE TRAINEE PROGRAMFIREFIGHTER TRAINEE PROGRAMFIREFIGHTER PARAMEDIC TRAINEEINTERNSHIP OPPORTUNITIESSUCCESSION PLANNING INITIATIVES• LEADERSHIP TRAINING 11 12
57 6/18/2026
7 Retention Strategies
Competitive Compensation• Salaries targeted at approximately 90% of market median• Evaluated during each labor negotiations cycle Longevity Incentives• Longevity Incentive Pay introduced in 2023• Career-Wide Longevity Pay for Law Enforcement Personnel Retirement Benefits• EPMC Cost Sharing Exchange approved for Classic CalPERS members• Enhances retirement benefit calculations Medical Benefits• 100% Employer-Paid Medical Premiums• Employee and Department Coverage Culture & Employee Engagement• Leadership development and succession planning• Wellness and employee support programs• Employee recognition and appreciation activities Sustaining Workforce Investments
Over the Past Few Years• Competitive compensation strategy• Enhanced retirement benefits• 100% employer-paid medical benefits• Longevity incentive programs• Workforce development initiatives• AI-assisted recruitment tools FY 2026-27 Focus• Preserve core workforce investments• Maintain organizational capacity• Sustain recruitment and retention efforts• Focus on existing programs and systems• Protect service delivery and workforce stability 13 14
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8 Looking AheadContinuing to Improve Recruitment & Retention•Data-Driven Recruitment Improvements•Evaluate opportunities to modernize Personnel Rules •Continue expanding outreach and recruitment partnerships •Continue to refine recruitment processes with departments •Develop workforce pipelines through trainee and entry-level programs •Establish a formal internship program•Monitor workforce trends and staffing needs•Implementation of Tyler HRIS•Rollout NeoGov Digital Performance Management SystemThe City will continue focusing on sustaining the workforce, systems, and recruitment and retention strategies that have been implemented while preserving organizational capacity and supporting high-quality public services.

Sustain and preserve organizational capacity to support quality public service.15 59 6/18/2026
1 Strengthening Fire Service Staffing in Suisun CityPRESENTED BY: AARON LEMING, PRESIDENT, SUISUN CITY PROFESSIONAL FIREFIGHTERS, IAFF LOCAL 1186DATE: JUNE 23, 2026LOCATION: SUISUN CITY, CA Partnership & ProgressAppreciate collaboration between Fire Administration, Human Resources, the City Manager, and City CouncilRecognize ongoing workgroups and discussions focused on hiring, staffing, and workforce challengesProgress has been made, but significant staffing concerns remainGoal: continue working together toward sustainable, long-term solutionsWe are here to continue the conversation and work toward solutions.We are here to continue the conversation and work toward solutions. 1 2
60 6/18/2026
2 Shared Recognition of the ProblemRecent discussions with Fire Department personnel included recognition of recruitment and retention challengesLow compensation was identified as a major factor affecting candidate interest and retentionRetirement benefits are less competitive than surrounding agencies (2% @ 57 vs 2.7% @ 57 - 21% difference after a 30-yr career)The overall benefit package matters when candidates compare departmentsRegional competition continues to affect staffing stabilityThe challenge has been identified. The next step is addressing it.The challenge has been identified. The next step is addressing it.

Benicia Fire Department Job Flyer
3 4
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3 Recruitment, Retention & CompetitivenessCompensation and benefits directly affect recruitment and retentionSuisun competes with nearby agencies for the same qualified firefighter candidatesLateral and top tier/experienced candidates are harder to attractRetention is tied to working conditions, morale, and long-term career securityRecruitment IncentiveHourlyAgency / Position—$27.48Suisun FF/PM$10,000 hiring bonus$37.13Benicia FF/PMCompensation, retirement, and benefits determine whether Suisun can attract top tier applicants and keep qualified firefighters.Compensation, retirement, and benefits determine whether Suisun can attract top tier applicants and keep qualified firefighters.

Workforce CompetitivenessThe City of Suisun has previously recognized compensation as a workforce competitiveness toolFirefighter differential is 20% below the rank of EngineerAnother example is an additional 5% base wage increase (Sergeants) and longevity for “sworn time served“ outside of negotiations (December 2023)Fire staffing deserves the same competitiveness analysisCompetitive compensation is a proven workforce strategy for public safety agencies.Competitive compensation is a proven workforce strategy for public safety agencies. 5 6
62 6/18/2026
4 Current Staffing RealityOne engine is staffed with 3 FirefightersOne engine operates with only 2 FirefightersVacancies remain difficult to fillReduced staffing increases operational strain3-Person EngineMore operational capacity2-Person EngineIncreased strain and reduced flexibilityBudgeted positions do not equal operational staffing.Budgeted positions do not equal operational staffing.

Staffing Has Reached the Command LevelA Deputy Fire Chief recently rode an engine for 36 hours and a mutual aid response to Fairfield.This was filling an operational staffing need.Staffing shortages have reached the command level.Staffing shortages have reached the command level.Extraordinary staffing measureDemonstrates operational impact of vacanciesShows recruitment and retention challenges have reached daily operations 7 8
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5 Minimum Staffing & Two-Person OperationsTwo-person engine company operations increase workload on each FirefighterIncident tasks take longer when fewer personnel are availableReduced staffing can affect fire attack, rescue, patient movement, and scene safetyMaintaining emergency response capability becomes harder when staffing is already thinMinimum staffing is not just a number; it affects what can safely be done on scene.Minimum staffing is not just a number; it affects what can safely be done on scene.

The Cost of VacanciesVacancies create a cycle that affects both employees and the CityOvertime helps cover immediate gaps, but it also increases fatigueFatigue can contribute to injuries, burnout, and turnoverThe cycle can make recruitment and retention even harderVacanciesVacanciesOvertimeOvertimeFatigueFatigueInjuriesInjuriesBurnoutBurnoutMore VacanciesMore VacanciesVacancies have operational, financial, and human costs.Vacancies have operational, financial, and human costs. 9 10
64 6/18/2026
6 Injury Prevention Requires StaffingCity ergonomics training identified sprain/strain injuries as a major Firefighter injury concern83.3% of Fire Department injury claims were sprain/strain related70.7% of calls are EMS and rescue relatedSafe lifting, patient movement, and recovery time depend on adequate staffingTraining is important, but staffing levels matter as wellWe cannot train our way out of a staffing shortage.We cannot train our way out of a staffing shortage.

Impact on Firefighters & FamiliesIncreased injury rates and extended recovery periods affect Firefighters at work and at homeMandatory overtime reduces recovery time and family timeBurnout and fatigue affect morale and long-term retentionStaffing shortages place strain on personnel and their familiesStaffing shortages affect more than the firefighter; they affect entire families.Staffing shortages affect more than the firefighter; they affect entire families. 11 12
65 6/18/2026
7 Public Safety ImpactEmergency response capability depends on adequate staffingMutual aid reliability depends on agencies being able to staff their own apparatusFirefighter safety and patient care are directly connected to staffing levelsLong-term department stability depends on recruitment and retentionEmployee morale affects the City's ability to maintain experienced personnelThis is not solely a workforce issue. It is a public safety issue.This is not solely a workforce issue. It is a public safety issue.

Request for SupportAdd three additional full-time firefighter positionsAchieve consistent 3-0 staffing on both enginesImprove compensation competitivenessAddress retirement and overall benefit package disparitiesStrengthen recruitment and retention efforts through sustainable workforce planningSustainable staffing requires competitive compensation, retirement, and benefits.Sustainable staffing requires competitive compensation, retirement, and benefits. 13 14
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8 Closing & CommitmentThe City has recognized recruitment and retention challengesFirefighters are asking the City to address operational consequences before they become normalizedCompetitive compensation, sustainable staffing, and a strong benefit package are investments in firefighter safetyThese investments support operational readiness and public safetyThank you for your partnership and considerationInvesting in firefighters is investing in Suisun City public safety.Investing in firefighters is investing in Suisun City public safety.15 67 6/18/2026
1 Suisun City Employees Association
Who We Represent•Public Works •Finance •Police Dept•Building •Recreation •Housing •Planning •Information Tech•Fire Department2 443163More than 20 yearsBetween 20 & 10 yearsBetween 10 & 5 yearsBetween 5 & 2 yearsLess than 1 yearYears of Service1 2 68
6/18/2026
2 VacanciesStaffing & Career Development•34 budgeted positions, currently 2 vacancies.•3 Senior Maintenance Worker positions remain frozen following the organizational realignment.•These positions provide important promotional opportunities and support employee development and succession planning.

RetentionSCEA Members Survey ResultsBased on a 1-star through 5-star rating 3 4
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3 Why Do you Stay with the City of Suisun City?Question: I feel valued and appreciated in my Role.2026 Average: 3.00 520.0%10.0%30.0%30.0%10.0%0.0%10.0%20.0%30.0%40.0%50.0%60.0%1 2 3 4 520252026Question: I feel my work contributes meaningfully to the Community.2026 Average: 3.7020.0%0.0%10.0%30.0%40.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%1 2 3 4 520252026Question: I have strong relationships with my coworkers.2026 Average: 4.6060.0%0.0%10.0%20.0%70.0%0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%1 2 3 4 520252026Question: I have a strong relationship with my supervisor.Average: 4.3010.0%0.0%10.0%10.0%70.0%0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%1 2 3 4 520252026 Why Do you Stay with the City of Suisun City?5
6 70
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4 Question: I feel supported in my professional development and growth.2026 Average: 3.40710.0%20.0%20.0%20.0%30.0%0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%1 2 3 4 520252026Question: My compensation and benefits are competitive.2026 Average: 3.20 (increased from 2.46)10.0%0.0%60.0%20.0%10.0%0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%1 2 3 4 520252026 Why Do you Stay with the City of Suisun City?
What are the Top Reasons you Stay?

80.0%40.0%30.0%30.0%40.0%50.0%70.0%50.0%80.0%0.0%20.0% 40.0% 60.0% 80.0% 100.0%Opprotunity for AdvancementPositive Work CulturePension or Longevity PaySupervisor SupportSense of Purpose/Public…Commute/LocationJob StabilityFlexibilityMedical Benefits &…20262025Motivation to Stay (in their own words) •Good Team/Crew•Helping the Community•Good Working EnvironmentOverall, the workplace culture in various department is what helps people stay. Summarized and similar answers condensed7 8 71
6/18/2026
5 What Could be Improved?Question: I have the resources and support needed to do my job well.2026 Average: 3.30910.0%0.0%60.0%10.0%20.0%1 2 3 4 5Question: I receive clear communication from leadership.2026 Average: 3.8010.0%10.0%20.0%10.0%50.0%1 2 3 4 5 What Could be Improved?Question: I believe that employee feedback is taken seriously.2026 Average: 3.101 020.0%0.0%50.0%10.0%20.0%1 2 3 4 5Question: I see a path for career growth for the work I do.2026 Average: 3.3020.0%0.0%40.0%10.0%30.0%1 2 3 4 5 9 10
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6 What Could be Improved? In their own words(Summarized and similar answers condensed) 1 1Question: What could the City do to improve your work experience?•Pay Increases•More personnel / New equipment•Training•Hold management accountable•Better communication between DeptsQuestion: What would make you feel more supported in your role?•Ensure employees feel valued•Better communication •Hire more people in areas lacking•Better work/life/balance•Support from management•More TrainingQuestion: What types of recognition or incentives would be meaningful to you? •More Communication •A simple “Thank you” or “Good Job”•Career Development Opportunities•More autonomy and trust•Clear expectations If you were to leave your job in the next year, what would be the primary reason? 1 240.0%20.0%50.0%60.0%30.0%30.0%40.0%80.0%0.0% 20.0% 40.0% 60.0% 80.0% 100.0%Workplace CulturePersonal ReasonPoor Management or SupervisionLack of Advancement OpprotunitiesBetter Offer ElsewhereRetirementCompensationBunout or Stress2026202511 12 73
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7 Challenges & Potential Solutions•Staffing: Members are feeling overworked and overwhelmed•Solution: Increase Staffing levels•Lack of Career Development & Promotional Opportunities•Solution: Support continuous employee development through education and training.•Solution: Succession Planning Agency Wide•Organizational Effectiveness: Survey responses identified opportunities to improve employee confidence that concerns are heard, addressed in a timely and consistent manner•Solution: Enhance communication and feedback processes throughout the organization.•Solution: Continue efforts to strengthen employee engagement and organizational trust. What Makes SCEA SpecialStrengths & What We’re Proud Of•Strengths Identified by Members•Strong coworker relationships•Pride in serving the community•Commitment to long-term service with the City•Appreciation for benefits, stability, and retirement programs•Overall SCEA Members are committed to the City's mission, value their coworkers and take pride in serving the community. The survey results suggest a strong foundation upon which to address opportunities related to staffing, career development and organizational effectiveness. 13 14
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8 ThankyouMichelle ZuninoSCEA President [email protected] 75 6/18/2026
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80 AGENDA ITEM NO. 12.

AGENDA TRANSMITTAL

MEETING DATE:

June 23, 2026

AGENDA ITEM:

Council Adoption of Resolution 2026-___: Accepting the Evaluation Committee’s Recommendation of Recology Vacaville Solano for the City's Exclusive Solid Waste Franchise Hauler; Directing Staff to Conduct Community Informational Meetings Prior to Formal Award; and Continuing the Item to August 4, 2026, for City Council Consideration of the Franchise Award.

FISCAL IMPACT:

Adoption of this Resolution does not itself result in expenditure of City funds.

Fiscal impact to the City will arise upon execution of a Franchise Agreement with Recology Vacaville Solano following City Council approval.

The proposed Franchise Agreement will be for a term of ten (10) years. The total estimated contract value over the term is $47,666,480. The contract value does not include ten (10) annual Consumer Price Index (CPI) adjustments, which will occur each July 1 during the term of the Agreement, beginning July 1, 2028.

As part of the Franchise Agreement, Recology Vacaville Solano will contribute franchise fees to the City equal to thirteen percent (13%) of gross revenues, which will be deposited into the General Fund.

This franchise fee revenue partially offsets the City’s costs of administering and overseeing solid waste collection services.

The proposed Year 1 residential rate for 95-gallon single-family bundled service is $46.21 per month
,
effective July 1, 2027. This rate is $2.90 per month below the current Republic Services rate of $49.11 per month, and $8.83 per month below the $55.04 per month that Republic Services proposed in its rejected 2025 Proposition 218 rate notice. Whether Proposition 218 proceedings are required before the new rate takes effect will depend on the negotiated Year 1 rate relative to the current rate as CPI- adjusted through July 1, 2027. The City Attorney will advise the Council on this question at the August 4, 2026, meeting.

STRATEGIC PLAN:

Sustainability and Stewardship.

BACKGROUND:

A. Existing Franchise Agreement
The City of Suisun City has been served by Republic Services (operating as Solano Garbage Company) as its exclusive solid waste franchise hauler since 1968. The Franchise Agreement was most recently restated and formally adopted in 1998 and has been amended on several occasions since that time, including through a 2022 Interim Memorandum of Understanding (MOU) that extended services through June 30, 2027. The MOU included a clause requiring the full Franchise Agreement to be renegotiated prior to its expiration.

Staff completed negotiations for an updated Franchise Agreement with Republic Services in 2025. The negotiated Agreement included a proposed 12.07 percent rate increase under Proposition 218, which would have raised the 95-gallon single-family residential rate from $49.11 per month to $55.04 per month and created a new 65-gallon service category at $49.54 per month. Following a duly noticed 81 Proposition 218 public hearing on September 16, 2025, the City Council voted 3-2 to reject the negotiated Franchise Agreement and directed staff to initiate a competitive procurement process for exclusive Citywide solid waste collection services.

B. Request for Proposals
Public Works staff, with assistance from the City Attorney (Richards Watson Gershon), prepared and issued a Request for Proposals (“RFP”) on February 19, 2026, for Residential (Single-Family), Multi- Family Dwelling, Commercial, Industrial, and City Solid Waste Collection Services, including Garbage, Source Separated Recyclable Materials, and Source Separated Organic Waste. The RFP was issued publicly through the City’s OpenGov.com procurement platform. Staff received 67 written questions through the portal, and Addendum No. 1 was issued on April 14, 2026, in response to those questions and to provide an updated Exhibit 1 Cost Proposal Worksheet.

The RFP established seven (7) Evaluation Criteria: (a) lowest SFR 95-gallon monthly service rate; (b) technical qualifications; (c) experience and references; (d) SB 1383 compliance capacity; (e) transition plan; (f) financial qualifications; and (g) location of a local operational hub within five miles of the Suisun City Library (601 Pintail Drive). Criteria (b) through (g) were evaluated on a pass/fail basis.

Proposals receiving a passing score on all six criteria were then ranked by the lowest SFR 95-gallon residential service rate under Criterion (a).

The City received four (4) Proposals by the April 28, 2026, deadline from the following firms:

GreenWaste Recovery, LLC — San José, California
Recology Vacaville Solano — Vacaville, California
Republic Services (Solano Garbage Company) — Fairfield, California (incumbent Franchise Hauler)
Waste Connections / Redwood Waste Solutions — San José, California C. Draft Franchise Agreement
Concurrent with the proposal evaluation process, the City Attorney prepared a draft Franchise Agreement to govern the new 10-year solid waste collection services contract. The draft Agreement is substantially complete as of the date of this report and is based on the RFP requirements. It incorporates updated provisions reflecting the City’s service priorities for the new term, including:

Enhanced performance standards, accountability measures, and Administrative Charges for service failures
Strengthened provisions addressing labor disruptions and service continuity, including a requirement for a pre-approved Labor Disruption Contingency Plan A 65-gallon garbage cart option for households with lower waste generation needs, including overflow monitoring provisions and a wind and weather spillage response obligation specific to Suisun City conditions
SB 1383 compliance obligations, CalRecycle diversion requirements, and source-separated organics collection provisions
Transition provisions to ensure seamless service changeover from the incumbent contractor, including a mandatory 180-day transition performance period at existing rates Updated indemnification, insurance, performance bond, and default/remedy provisions The draft Franchise Agreement will be the basis for negotiations with Recology Vacaville Solano 82 following tonight’s Council action, and will be presented to the City Council for approval at the August 4, 2026, meeting if negotiations are sufficiently complete.

STAFF REPORT:

A. Procurement Timeline

Date
Milestone
Status
September 2025
City Council votes 3-2 to initiate
competitive procurement
Complete
February 19, 2026
RFP Released
Complete
April 14, 2026
Addendum #1 issued
Complete
April 28, 2026
Four (4) Proposals received
Complete
May 7, 2026
City issues clarification letters to
three (3) Proposers re: hub
location (Criterion g)
Complete
May 14, 2026
Clarification responses received
from three (3) Proposers
Complete
May-June 2026
Evaluation Committee review;
draft Franchise Agreement
preparation
Complete
June 1, 2026
Notice of Intent to Award issued
to Recology Vacaville Solano
Complete
June 8, 2026
Protest period expired; no protest
filed
Complete
June 23, 2026
City Council: Accept
recommendation; direct
community Zoom meetings;
continue to August 4
Today
July 2026
Community informational Zoom
meetings (minimum 2)
Upcoming
August 4, 2026
City Council: Consider formal
franchise award and Franchise
Agreement; Public Works report
on Zoom meetings
Upcoming
August-December 2026
Franchise Agreement
negotiations
Upcoming
August-December 2026
Proposition 218 proceedings (if
required)
Upcoming
December 2026-March 2027
City Council: Franchise
Agreement approval; Proposition
218 public hearing (if required)
Upcoming
June 30, 2027
Termination of existing Republic
Services Franchise Agreement
Upcoming
July 1, 2027
New Franchise Agreement
commences; new service rates and
programs take effect
Upcoming

83 B. Evaluation Committee
The Evaluation Committee consisted of three (3) City staff members: Nouae Vue (Public Works Director and City Engineer); Amanda Dum (Senior Management Analyst, Public Works); and Eli Adams (Code Enforcement Officer). The Committee independently evaluated all four (4) Proposals against the seven (7) Evaluation Criteria established in the RFP. Pursuant to the RFP, the evaluation of Proposals is within the sole judgment and discretion of the Evaluation Committee.

C. Clarification Process
On May 7, 2026, the City issued written clarification letters to three (3) of the four (4) Proposers requesting confirmation of proposed hub facility locations, lease status, permitting timelines, and service response information in connection with Evaluation Criterion (g) — Location of Local Hub Within Five Miles of the Suisun City Library. The fourth Proposer, Republic Services, was not sent a clarification letter, as it is the incumbent contractor with existing operational facilities within the City and its compliance with the five-mile requirement is not in question.

All three (3) Proposers submitted written clarification responses by May 14, 2026. City Attorney and staff reviewed the responses and incorporated the findings into the evaluation process. All four (4) Proposals were actively evaluated.

D. Rate Context
The proposed Year 1 rates for the benchmark 95-gallon single-family residential bundled service (garbage, recycling, and organics) range from $46.21 to $51.21 per month across the four proposals. All four (4) proposed rates are below the $55.04 per month that Republic Services proposed in its 2025 Proposition 218 rate notice, which the Council rejected. Detailed rate information by service category and proposer is included in Attachment No. 2.

Two (2) of the proposed rates are below the current Republic Services rate of $49.11 per month:

Recology Vacaville Solano at $46.21 and GreenWaste Recovery at $47.84. The remaining two rates ($49.49 and $51.21) are above the current rate. These rates reflect the substantially expanded scope of services required under the new Agreement — including SB 1383 organics compliance programs, an abandoned waste removal program ($302,000 annually), household hazardous waste and BOPA drop- off facilities, a compost delivery program, and other community programs not included in the current Agreement.

All four (4) proposals also offer a 65-gallon garbage cart option at a lower rate, intended for smaller households, seniors, or residents who generate less waste. This service level was required by the RFP.

The 65-gallon bundled service rates range from approximately $43.06 to $48.49 per month, compared to the $49.54 per month Republic Services proposed for this service level in its 2025 Proposition 218 notice.

The actual rates to be charged to Suisun City customers under the new Agreement will not take effect until July 1, 2027, and will be confirmed following City Council award, completion of Franchise Agreement negotiations, and any required Proposition 218 proceedings.

E. Evaluation Result and Recommendation
The Evaluation Committee has completed its independent scoring and evaluation of all four (4) 84 Proposals. Three (3) Proposals received a passing score on each of the six (6) pass/fail Evaluation Criteria (b) through (g). The three (3) passing Proposals were ranked by their SFR 95-gallon bundled service rate under Criterion (a).

Recology Vacaville Solano received a passing score on all six (6) pass/fail criteria and submitted the lowest SFR 95-gallon bundled service rate of $46.21 per month, effective July 1, 2027. Accordingly, the Evaluation Committee recommends that the City Council accept the recommendation to proceed with Recology Vacaville Solano for award of the exclusive solid waste Franchise Agreement.

The recommendation is summarized in the following table and is included in Attachment No. 2:

Proposer
SFR 95-Gallon
vs. Current Rate
Result
Recology Vacaville
Solano
$46.21
−$2.90
Recommended -
Lowest Rate
GreenWaste Recovery,
LLC
$47.84
−
$1.27
Passed all Criteria
Waste
Connections/Redwood
Waste Solutions
$49.49
+$0.38
Did not satisfy pass/fail
Criteria
Republic Services
(incumbent)
$51.21
+$2.10
Passed all Criteria

Current rate: $49.11/month (2025) | Republic Services proposed $55.04/month in its rejected 2025 Proposition 218 notice | Year 1 rates effective July 1, 2027.

On June 1, 2026, the City issued a Notice of Intent to Award to Recology Vacaville Solano. Pursuant to RFP Section K (Dispute of Award), the seven (7) calendar day protest period expired on June 8, 2026, with no protest filed by any Proposer.

Next Steps and Schedule

June 23, 2026

−
City Council accepts Evaluation Committee recommendation; directs City Manager to negotiate Franchise Agreement with Recology Vacaville Solano; directs staff to conduct community informational Zoom meetings in July 2026 July 2026

−
Public Works staff conducts minimum two (2) community informational Zoom meetings; City Manager and City Attorney conduct Franchise Agreement negotiations with Recology Vacaville Solano
August 4, 2026

−
City Council considers formal award of exclusive solid waste franchise to Recology Vacaville Solano; considers approval of Franchise Agreement if negotiations are complete; receives Public Works report on community Zoom meetings August–December 2026

−
Proposition 218 proceedings initiated if required; rate notices mailed to all affected property owners (45-day notice period required) December 2026–March 2027

−
City Council: Franchise Agreement approval and Proposition 218 public hearing (if required)
March–June 30, 2027
−
Transition to Recology Vacaville Solano; customer notification, container exchange, and data transfer
85 June 30, 2027

−
Termination of existing Republic Services Franchise Agreement July 1, 2027

−
New Franchise Agreement commences; new service rates and programs take effect

Time is critical
given the July 1, 2027 commencement requirement. If Proposition 218 proceedings are required, the process requires a minimum 45-day notice period following mailing of rate notices to all affected property owners. Any delays in the Franchise Agreement negotiation or approval phases will compress the available time for Proposition 218 proceedings, and staff will alert the Council promptly if schedule adjustments become necessary.

STAFF RECOMMENDATION:

Staff recommends that the City Council adopt Resolution 2026- ___: Accepting the Evaluation Committee’s Recommendation of Recology Vacaville Solano for the City's Exclusive Solid Waste Franchise Hauler; Directing Staff to Conduct Community Informational Meetings Prior to Formal Award; and Continuing the Item to August 4, 2026, for City Council Consideration of the Franchise Award.

PREPARED BY:

Patrick Enright, City Attorney
REVIEWED BY:

Nouae Vue, Public Works Director
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. Resolution 2026-__: Accepting the Evaluation Committeeâ€™s Recommendation of Recology Vacaville Solano for the City's Exclusive Solid Waste Franchise Hauler.

2. Solid Waste PPT Presentation.pdf
86 RESOLUTION NO. 2026-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY ACCEPTING THE EVALUATION COMMITTEE’S RECOMMENDATION OF
RECOLOGY VACAVILLE SOLANO FOR THE CITY’S EXCLUSIVE SOLID WASTE FRANCHISE HAULER; DIRECTING STAFF TO CONDUCT COMMUNITY
INFORMATIONAL MEETINGS PRIOR TO FORMAL AWARD; AND CONTINUING THE ITEM TO AUGUST 4, 2026 FOR CITY COUNCIL CONSIDERATION OF THE

FRANCHISE AWARD

WHEREAS, the City of Suisun City (“C ity”) has been served by Republic Services (operating as Solano Garbage Company) as its exclusive solid waste franchise hauler since 1968; and
WHEREAS, the Franchise Agreement was most recently restated and adopted in 1998, and subsequently amended, includ ing through a 2022 Interim Memorandum of Understanding (MOU) that extended services through June 30, 2027, and that required the full Franchise Agreement to be renegotiated prior to its expiration; and WHEREAS, City staff negotiated an updated Franchise Ag reement with Republic Services that included a proposed 12.07 percent rate increase under Proposition 218, which would have raised the 95 -gallon single -family residential rate from $49.11 per month to $55.04 per month; and
WHEREAS, on September 16, 2025, f ollowing a duly noticed Proposition 218 public hearing, the City Council voted 3 -2 to reject the negotiated Franchise Agreement with Republic Services and directed staff to initiate a competitive procurement process for exclusive citywide solid waste collection services; and
WHEREAS, City staff, with assistance from the City Attorney (Richards Watson Gershon), prepared and issued a Request for Proposals (“RFP”) on February 19, 2026, for residential (single-family), multi -family dwelling, commercial, industr ial, and City solid waste collection services, including garbage, source -separated recyclable materials, and source - separated organic waste, and the RFP was issued publicly through the City’s OpenGov.com procurement portal; and
WHEREAS, the RFP established seven (7) Evaluation Criteria: (a) lowest SFR 95-gallon monthly service rate; (b) technical qualifications; (c) experience and references; (d) SB 1383 compliance capacity; (e) transition plan; (f) financial qualifications; and (g) location of a local operational hub within five miles of the Suisun City Library (601 Pintail Drive), with Criteria (b) through (g) evaluated on a pass/fail basis, and the award to be made to the qualifying proposer with the lowest SFR 95-gallon rate under Criterion (a); and

87 WHEREAS, by the April 28, 2026 , deadline, the City received four (4) responsive Proposals from the following firms: GreenWaste Recovery, LLC (San José, California); Recology Vacaville Solano (Vacaville, California); Republic Services / Solano Garbage Company (Fairfield, California), the incumbent franchise hauler; and Waste Connections / Redwood Waste Solutions (San José, California); and
WHEREAS, an Evaluation Committee consisting of City staff members — including Nouae Vue (Public Works Director and City En gineer), Amanda Dum (Senior Management Analyst, Public Works), and Eli Adams (Code Enforcement Officer) — independently evaluated all four (4) Proposals against the seven (7) Evaluation Criteria; and on May 7, 2026, the City issued written clarification letters to three (3) of the four (4) Proposers regarding their proposed local hub facility locations in connection with Criterion (g), and all three (3) submitted written responses by May 14, 2026; and
WHEREAS, the Evaluation Committee determined that three (3) Proposals passed the six (6) pass/fail Evaluation Criteria (b) through (g), and the Proposals were therefore ranked by the lowest SFR 95-gallon bundled monthly service rate under Criterion (a), with the Year 1 proposed rates ranging from $46.21 to $51.21 per month — all materially below the $55.04 per month that Republic Services proposed in its rejected 2025 Proposition 218 rate notice; and WHEREAS, Recology Vacaville Solano submitted the lowest SFR 95 -gallon bundled monthly service rate of $46.21 per month effective July 1, 2027, which is $2.90 per month below the current Republic Services rate of $49.11 per month and $8.83 per month below Republic Services’ rejected 2025 proposed rate of $55.04 per month, and the Evaluation Committee has recommended Recology Vacaville Solano for award of the exclusive solid waste franchise; and WHEREAS, on June 1, 2026, the City issued a Notice of Intent to Award to Recology Vacaville Solano, which constituted the announcement of the recommendation for purposes of the protest procedures set forth in RFP Section K (Dispute of Award), and the seven (7) calendar day protest period expired on June 8, 2026, with no protest filed by any Proposer; and WHEREAS, the City Council has considered the staff report, the Evaluation Committee’s recommendation, the rate comparison information, and all other information presented at the June 23, 2026, City Council meeting, and finds that the Evaluation Committee’s recommendation is well-founded, that the competitive procurement proces s was conducted in accordance with the RFP and applicable law, and that proceeding with Recology Vacaville Solano as the recommended franchise hauler is in the best interest of the City and its residents and businesses; and WHEREAS, prior to formally awarding the Franchise Agreement, the City Council wishes to provide residents and businesses an opportunity to receive information about the procurement results, the qualifications and proposed services of Recology Vacaville Solano, and the proposed transition from the existing franchise hauler, and to have their questions addressed by City staff; and
WHEREAS, the City Council finds that the acceptance of the Evaluation Committee’s recommendation and the direction to negotiate an exclusive solid waste Franchise is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301 (Class 1 — Existing Facilities), as the action involves the continuation of an existing solid waste collection service with no expansion of use or physical changes to the environment, 88 and alternatively pursuant to Section 15061(b)(3) (Common Sense Exemption), as it can be seen with certainty that there is no possibility that this action may have a significant effect on the environment.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Suisun City as follows:

Section 1. Findings. The City Council hereby finds and determines that the foregoing recitals are true and correct and are incorporated herein by this reference.

Section 2. Acceptance of Evaluation Committee Recommendation. The City Council hereby accepts the Evaluation Committee’s recommendation and finds that Recology Vacaville Solano is the recommended Franchise hauler for exclusive Citywide solid waste collection serv ices, based on its satisfaction of all pass/fail Evaluation Criteria and its submission of the lowest SFR 95 - gallon bundled monthly service rate of $46.21 per month.

Section 3. Community Informational Meetings. Prior to formal award of the Franchise, staff is directed to conduct no fewer than two (2) community informational meetings via video conference (Zoom) during the month of July 2026. The meetings shall be publicly noticed with no less than seven (7) days advance notice and shall be open to all City r esidents, businesses, and interested members of the public. The meetings shall be conducted by City Public Works staff and shall cover, at a minimum, the following topics:
(a) An overview of the competitive procurement process, including the RFP, evaluation criteria, and Evaluation Committee recommendation;
(b) The qualifications and experience of Recology Vacaville Solano, including its history of service in Solano County and the greater region;
(c) The proposed Year 1 service rates and how they compare to current rat es and to Republic Services’ rejected 2025 proposed rate;
(d) New and enhanced services to be provided under the proposed Franchise Agreement, including SB 1383 organics compliance programs, expanded household hazardous waste access, bulky item collection, and other program improvements; (e) Recology Vacaville Solano’s proposed transition plan, including the timeline for transitioning from the existing franchise hauler, the customer notification and container exchange process, the approach to data transfer and rout e development, and Recology’s commitment to retaining qualified displaced employees at or above existing pay and benefit levels; and
(f) An opportunity for public questions and comments.

Section 4. Continuation to August 4, 2026. This item is hereby continued to the regular City Council meeting of August 4, 2026, at which time the City Council will consider formally awarding the exclusive solid waste franchise to Recology Vacaville Solano and, if negotiations have been completed and a proposed Franchise Agreem ent is ready for consideration, approving the Exclusive Franchise Agreement. At the August 4, 2026 meeting, Public Works staff shall present a report to the City Council summarizing the community informational meetings conducted pursuant to Section 4, including the topics covered, public attendance, and a summary of questions and comments received from the public.
89 Section 5. CEQA Finding. The City Council finds that the actions taken pursuant to Sections 2 and 3 of this Resolution are categorically exempt f rom CEQA pursuant to CEQA Guidelines Section 15301 (Class 1 — Existing Facilities) and, alternatively, pursuant to Section 15061(b)(3) (Common Sense Exemption), as set forth in the recitals above. The City Manager is directed to cause a Notice of Exemption to be filed with the Solano County Clerk and the State Office of Planning and Research within five (5) working days of adoption of this Resolution.

Section 6. Effective Date. This Resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Suisun City, duly held on the 23rd day of June 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS, my hand and seal of said City this 23rd day of June 2026.

Anita Skinner
City Clerk

90 6/18/2026
1 RFP ResultsCitywide Solid Waste ServicesCity Council Meeting · June 23, 2026Public Works EngineeringBackgroundSeptember 16, 2025✗Council Rejects Proposed Rate IncreaseCouncil voted 3–2 against the renegotiated Franchise Agreement with Republic Services, which proposed a 12.07% rate increase ($49.11 → $55.04/month). Council directed staff to release a competitive RFP for all citywide solid waste services.February 19, 2026✓Competitive RFP IssuedCity issued a competitive RFP for full citywide solid waste collection services — including residential (single-family and multi-family), commercial, industrial, and City facilities, incorporating SB 1383 organics compliance requirements.1 2 91
6/18/2026
2 RFP Timeline
Feb 19, 2026RFP Released
Apr 14, 2026Addendum No. 1 Issued
Apr 28, 20264 Proposals Received
May 7–14, 2026Hub Location Clarifications
Jun 1, 2026Notice of Intent to Award Issued
Jun 8, 2026Protest Deadline — No Bid Protest Filed ★
Jun 23, 2026City Council Action — Tonight○Jul–Sep 2026Franchise Agreement Negotiations○Jul 1, 2027New Agreement CommencesProposals & Evaluation ProcessFour (4) Proposals ReceivedGreenWaste Recovery, LLCPASSSan José, CARecology Vacaville SolanoPASS★RECOMMENDEDRepublic ServicesPASSFairfield, CA (incumbent)Waste Connections / Redwood Waste SolutionsDID NOT PASSSan José, CAEvaluation Committee: Nouae Vue (PW Director & City Engineer) · Eli Adams (Code Enforcement) · Amanda Dum (Sr. Mgmt. Analyst)Two-Step Evaluation CriteriaStep 1 — Pass / Fail (6 Criteria)(b) Technical qualifications(c) Experience & references(d) SB 1383 compliance capacity(e) Transition plan(f) Financial qualifications(g) Local hub within 5 miles of City LibraryStep 2 — Lowest SFR 95-Gallon RateCriterion (a): Proposals passing all six criteria ranked by lowest residential rate for 95-gallon bundled service. 3 4
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3 Rate Comparison — 95-Gallon Residential ServiceYear 1 Monthly Rate (July 1, 2027) — Single-Family Residential, Bundled Service$46.21$47.84$49.11$49.49$51.21$55.0440 42 44 46 48 50 52 54 56 58Recology(Recommended)GreenWasteCurrent Rate(Republic 2025)Waste Connections(Did Not Pass)Republic RFP(2026 Proposal)Republic Prop 218(Rejected 2025)Recology $46.21 — $2.90 below current rate · $5.00 below Republic's own RFP proposal · $8.83 below Republic's rejected 2025 Prop 218 rateEvaluation Committee RecommendationRECOLOGY VACAVILLE SOLANO1889 Walters Court, Fairfield, CA · Employee-Owned Company$46.21 / month−$2.90vs. current rate ($49.11)−$8.83vs. Republic's rejected proposal ($55.04)0Bid protests filed Passed all six pass/fail evaluation criteria ·
Submitted lowest qualifying rate
5 6
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4 Next StepsTonight — Jun 23, 2026Council authorizes staff to negotiate Franchise Agreement with Recology Vacaville SolanoJuly 2026Community informational Zoom meetings — public opportunity to learn about the procurement results and new servicesAug 4, 2026Council return date — consider formal award of Exclusive Franchise AgreementJun – Sep 2026Franchise Agreement negotiations (City Attorney leads); target completion well ahead of October 25, 2026 proposal validity deadlineSep – Dec 2026Proposition 218 proceedings (if rate increase over current; not required if rate is at or below current rate)Dec 2026 – Mar 2027City Council: final Franchise Agreement approval and Proposition 218 public hearing (if required)July 1, 2027New 10-year Franchise Agreement commences; new service rates and programs take effectStaff RecommendationResolution No. 2026-___: The City Council hereby accepts staff's exclusive Franchise hauler recommendation, Recology Vacaville Solano, directs staff to conduct community informational meetings prior to formal award, and continues item to August 4, 2026 for consideration of the Franchise award.Tonight: Council accepts Evaluation Committee recommendation; City Manager authorized to negotiateJuly 2026: Two community informational Zoom meetings — public engagement before awardAug 4, 2026: Council return date — consider formal award of Exclusive Franchise AgreementNo protests filed: June 8 protest deadline passed without challenge — procurement record is cleanQuestions?Nouae Vue, Public Works Director & City Engineer · Amanda Dum, Senior Management Analyst · Pat Enright, City Attorney 7 8
94 ITEM 13

CITY OF SUISUN CITY

CITY COUNCIL AGENDA ITEM
FY 2026/27 BUDGET

FISCAL IMPACT

The proposed FY 2026/27 General Fund Budget reflects total revenues of approximately $30.2 million and total expenditures of approximately $32. 6 million, resulting in a planned use of fund balance reserves in the amount of $ 2,400,000. This planned drawdown is consistent with the multi -year Resilience Plan adopted by City Council. Projected fund balance at fiscal year 2026/27 end is approximately $6.4 million, which is slightly above the City's $6.0 million minimum reserve policy floor.

The budget reflects $2.85 million in departmental reductions across personnel, services and supplies, and contracted services, achieved without elimination of core services or sworn public safety positions.

STRATEGIC PLAN ALIGNMENT

This budget and the multi-year fiscal strategy it advances align directly with the following City Council strategic priorities:
• Ensure Fiscal Sustainability: The proposed budget is the product of a deliberate, multi-year plan to achieve long -term fiscal independence through a managed bridge period. It reflects every measure of responsible stewardship, including maximum feasible expenditure reductions, while preserving the organizational and service capacity required for recovery. • Foster Economic Growth and Diversification: The budget maintains the institutional capacity necessary to advance the Suisun City Expansion Exploration, the 17-project infill pipeline, and active economic development conversations with industrial and commercial prospects. Cutting organizational capacity at this moment would directly jeopardize these revenue generating investments.
• Provide Good Governance: The budget is accompanied by strengthened internal financial controls, including formal pay period salary and overtime review, engagement of Beauchaine Consulting Group for an independent financial assessment, and City Manager's Office assumption of direct budget leadership during the Finance Department transition.

EXECUTIVE SUMMARY

Suisun City is at a defining inflection point. After more than 50 years of structural revenue stagnation, the City is executing a deliberate, Council adopted strategy to reach long -term fiscal independence.

This is not a budget crisis. This is a budget plan, and the plan is working.

The proposed FY 2026/27 General Fund Budget represents the third year of a five-year resilience bridge strategy started by City Council in June 2024. The use of $2.4 million in fund balance reserves this fiscal year is not a departure from that plan. It is the plan, executing as designed. 95 ITEM 13
Three pillars of the resilience plan are all active simultaneously: Measure S passed at a 72 percent supermajority; 1 7 infill development projects are at various stages of active advancement; and Development Agreement negotiations with California Forever for the Suisun City Expansion Exploration are proceed ing, with an Environmental Impact Report anticipated for release in late summer/fall 2026. The decision on the next multi -year framework is now projected for FY 2027/28, informed by the expansion decision, the 34-acre site sale, and infill project completi on milestones.

Staff believes accelerating that decision check in by one year, to the FY 2027/28 mid cycle rather than the end of FY 2028/29 as originally outlined in 2024, makes the most sense given the magnitude of the decisions planned for the next 6 to 12 months.

The alternative to this plan, cutting services to avoid using planned reserves, is not fiscal responsibility.

It is managed decline. It is a choice that forecloses recovery by dismantling the organizational, service, and economic development ca pacity that recovery requires. Suisun City has already learned this lesson once. This Council adopted the resilience strategy in 2024 precisely to avoid repeating it.

The Core Argument in Plain Terms
This is a revenue problem, not an expense problem. Suisun City operates on approximately $30 to $33 million in General Fund revenue. Benicia, a city of comparable size and service obligations, operates on $50 to $60 million. We are running on roughly 60 percent of a peer city's budget. No amount of cutting changes that math. Only growth changes it.

PART I: REGIONAL CONTEXT | A SOLANO COUNTY FISCAL EMERGENCY

Before presenting the City's own budget numbers, it is essential to place Suisun City's fiscal position within its accurate regional context. What Suisun City is experiencing is not the result of poor management or excessive spending. It is the local manifestation of a structural fiscal crisis that is affecting every city in Solano County and the County government itself.

A. The Scale of the Regional Problem
A rigorous analysis of recent budget histories across Solano County jurisdictions reveals a pattern of recurring structural deficits, compressed service levels, deferred capital investment, and revenue bases that are insufficient for the cost of d elivering even reduced public services. The aggregate picture is stark:

Jurisdiction Estimated Structural Deficit
Vallejo Approximately $30 million
Fairfield Over $10 million
Vacaville Over $10 million
Benicia To be determined (Valero cliff)
Dixon To be determined
Rio Vista To be determined
Solano County $20 to $30 million or more
Suisun City Approximately $1.8M bridge (FY 2026/27)
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The combined regional operating deficit approaches $80 million to $100 million annually across Solano County jurisdictions. When deferred capital needs for roads, parks, and public facilities are added, the regional need approaches $200 million per year, every year, simply to bring services to a functional and dignified standard.

B. The Structural Drivers Are Not Unique to Suisun City The fiscal pressures facing Suisun City reflect state and national trends in municipal finance. Revenue compression at the local level is structural, not cyclical. State and federal funding has chronically failed to keep pace with th e actual cost of services delivered at the local level. Personnel costs, including public safety compensation, retirement obligations under CalPERS, and health benefit costs, continue to outpace general revenue growth across all California municipalities. Compounding these pressures in FY 2026/27 are the federal budget reductions included in H.R. 1 and the Governor's May Revision, which create further headwinds for county and city budgets throughout California. Although we do not receive significant federal funding directly, the impact on the revenue sharing agreements tied to the various expansion discussions will influence those conversations with the County.

The Critical Distinction
Every city in Solano County is managing a structural fiscal gap. The question is not whether to manage it. The question is whether to manage it with a plan that creates the conditions for recovery, or to manage it with cuts that foreclose recovery. Suisun City made its choice in June 2024. The FY 2026/27 budget is that choice executing.

PART II: SUISUN CITY CONTEXT | 50 YEARS OF STAGNATION AND A PATH

FORWARD
A. The Baseline: What Stagnation Looks Like
Suisun City has not achieved meaningful employment center growth in more than 50 years. The Highway 80 corridor, which has driven commercial and industrial development for virtually every comparable city in the region, has remained underdeveloped relative to Suisun City's access and potential. The dissolution of redevelopment in 2012 stripped the City of its primary tool for c atalyzing economic development, eliminating the mechanism by which distressed or underdeveloped properties were transformed into revenue generating assets. Residents leave Suisun City daily to work, shop, and access services in neighboring communities, generating sales tax and economic activity that does not return to the City's General Fund.

The result is a General Fund revenue base of approximately $30 to $33 million annually. Benicia, a city of comparable population and comparable service obligations, operates on $50 to $60 million.

Suisun City delivers public safety, parks and recreation, p ublic works, community development, and administrative services on approximately 60 percent of what a peer city spends. This is not a testament to efficiency. It is a testament to structural underfunding that has accumulated over decades.

B. The 2024 Resilience Plan: A Deliberate Bridge
In June 2024, City Council and staff reached a shared and explicit understanding: reaching long-term fiscal health requires a managed bridge, not reactive cuts. Council adopted a multi -year resilience strategy built on three pillars and a defined timeline:
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• Pillar 1: A voter approved sales tax measure to provide an immediate and sustained revenue increment for public safety and General Fund operations. • Pillar 2: A 17-project infill development pipeline to accelerate property t ax, sales tax, TOT, and fee revenue within current city limits and generate one-time capital from land sales. • Pillar 3: A city expansion decision, specifically the Suisun City Expansion Exploration and the two Buzz Oates expansion projects, as the path to multigenerational fiscal independence.

The bridge period was explicitly anticipated to run through approximately FY 2028/29, with planned and bounded use of reserves during the period. Using reserves was never the endpoint. It was the bridge. The plan specified that reserve deployment would be conditioned on a clear strategy, defined off ramps, and specific financial events that would trigger the next multi-year framework.

C. The Plan Is Executing on All Fronts
As of this budget cycle, every pillar of the J une 2024 resilience plan is active and advancing on schedule:

Status Milestone Significance
ACHIEVED Measure S: 72% voter
approval
Supermajority approval demonstrates extraordinary
community confidence and provides sustained revenue for public safety operations.

ACTIVE 17 infill projects advancing
Lotz Way and Almond Gardens under active construction;
Lionext through the Good Neighbor process; 34-acre site marketing in late summer 2026; remaining projects in
various planning stages.

ACTIVE DA negotiations with
California Forever
Development Agreement negotiations underway,
alongside one of the most important documents in the
entire process, the EIR.

ACTIVE Buzz Oates annexations
(~1,000 acres)
West and east side annexations; one approved with a
revenue sharing agreement pending; provide near-term
fiscal runway.

UNDERWAY Finance Department
transition
Beauchaine Consulting Group engaged; Finance Director
recruitment initiated.

PART III: THE MANAGED DECLINE TRAP | WHY CUTS DO NOT SOLVE A

REVENUE PROBLEM

There is a persistent and politically tempting argument that responsible fiscal management requires cutting services whenever revenues fall short of expenditures. This argument confuses the symptom with the disease. Suisun City's fiscal gap is a revenue problem, not an expense problem. The two are not equivalent, and they do not respond to the same solutions.

A. The Mathematics of Managed Decline
When a city responds to a structural revenue deficit by cu tting services, it initiates a self-reinforcing cycle with a predictable trajectory. Staff retention collapses because high performers, who have the most options, leave first. They leave because there is no organizational vision, no resources to do the work well, and no credible story about a positive future. Recruitment becomes impossible for the same 98 ITEM 13
reasons. The positions that are vacated either remain open, further degrading services, or are filled by candidates who could not secure employment elsewhere . Service quality falls. Residents and businesses with options leave. The tax base contracts. The deficit deepens. The next round of cuts is larger.

This is not speculation. It is the documented trajectory of municipal fiscal failure across California. The specific details differ; the structural logic is identical. A patient with a serious systemic illness who takes half the prescribed course of treatment may feel temporarily better, well enough to believe the crisis has passed. But the underlying condition has not been resolved. It has been given time to adapt, entrench, and return, often more resistant, often more severe.

B. The Organizational Capacity Argument
Recovery from structural revenue deficiency requires active organizational capacity. The Suisun City Expansion Exploration requires sustained staff engagement with a complex Development Agreement negotiation. The 17-project infill pipeline requires active project management, permit processing, and developer engagement. Economic development conversati ons with industrial and commercial prospects require a credible city that presents well and responds promptly. These are not passive activities. They require people, resources, and organizational credibility.

A city that has cut to the bone cannot manage the very projects it needs to survive. The false economy of cutting staff and services to avoid using planned reserves ultimately costs more than the reserves saved, because it forecloses the revenue generating activities on which recovery depends.

C. What Suisun City Has Already Cut
It is important for Council to understand that staff is not presenting this budget as a baseline that has not been tested. Significant reductions have already been made. The FY 2026/27 budget reflects the following reductions, absorbed without increasing the reserve drawdown beyond $2.4 million:

Absorbed
 $500,000 in COLA increases absorbed within existing budget authority  $600,000 to $700,000 in contracted merit increases absorbed without augmentation  $200,000 in one-time FLSA compliance payments absorbed  $225,000 in reduced beautification and citywide maintenance programs  $200,000 in suspension of employee training and culture programs not legally mandated  $300,000 in deferred facility improvements
 $450,000 in reduced contracted services across departments  $175,000 in services and supplies reductions citywide  $1,500,000 in managed vacancy factor savings
There is nothing left to cut in the General Fund without producing drastic, visible, and reputation damaging service level reduct ions. The reductions already made are already producing service impacts.

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D. The Absolute Cost Floor: We Are Already There
Staff wants to be direct with Council about something that budget documents rarely state plainly:

Suisun City has reached the structural floor of its cost structure. This is not rhetoric. It is an operational assessment based on an exhaustive review of every spending category, every position, every contract, and every program in the General Fund. There is no meaningful additional reduction available that does not directly and immediately degrade core service delivery.

To be precise: the City is not approaching the floor. It is at it. And depending on how one accounts for the service capacity that has already been quietly eroded th rough deferred maintenance, unfilled vacancies, and suspended programs, an honest assessment would place us below it. We are operating at negative organizational slack. Every unplanned demand, every staff vacancy, every equipment failure, and every external policy change now requires displacing something else. There is no buffer. There is no contingency. There is no reserve of organizational capacity to absorb disruption.

The Cost Floor in Plain Terms
Suisun City operates at approximately 60 percent of the General Fund budget of a comparable peer city. We have reduced that 60 percent as far as it will go. The gap between what we spend and what peer cities spend is not waste, redundancy, or inefficiency to be optimized away. I t is the structural revenue deficit made visible in the form of absent services, deferred capital, and constrained organizational capacity. You cannot cut your way to the revenue base of a city that spends 40 percent more than you do.

E. Every Available Optimization Has Been Deployed
Council should have a clear accounting of what has already been done. The FY 2026/27 budget is not the starting point of a cost reduction effort. It is the endpoint of one. The following is an honest inventory of the optimization levers that have been fully pulled:

Optimization Lever Status
Artificial Intelligence and
Technology
Fully deployed. The City has maximized deployment of AI enabled tools and automation across every function where it can add service capacity without additional cost. This is not a pilot or a plan. It is operational. There is no further AI or technology lever available within current budget authority that has not already been activated.

Organizational Restructuring
Fully deployed. Development Services, the City Manager's Office, and Human Resources have been restructured. Functions have been consolidated, reporting lines rationalized, and spans of control adjusted to eliminate redundancy. There is no remaining restructuring that would produce material savings without eliminating a required function.

Program and Service Pauses
Fully deployed. Every non-essential program, initiative, and activity that could be paused has been paused. What remains in the budget cannot legally, safely, or operationally be suspended.

Employee Training and
Culture Investment
Fully eliminated. All employee training and organizational culture programming that is not legally mandated or essential to basic operational function has been suspended. The City is investing nothing beyond the legal minimum in its workforce development, a cost with compounding consequences that staff flags explicitly.

Contracted Services
Maximally reduced. All contracted services have been reviewed and reduced to the minimum necessary for legal compliance and basic operational function.
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Optimization Lever Status
Bells, Whistles, and
Amenities
None exist. There are no discretionary expenditures, no premium service levels, and no organizational amenities that have not already been eliminated.

Vacancy Management
Maximum feasible utilization. The vacancy factor is being managed to produce $1.5 million in savings. The City is operating with fewer people than its workload requires, and staff and residents absorb that impact daily.

Capital and Facility
Investment
Deferred to the health and safety threshold. No facility improvement or capital investment is being made unless it is a health or safety necessity.

Deferred maintenance is accumulating.

A Direct Statement on Fiscal Reality
If Council directs staff to identify further cuts beyond those already made, staff will comply. But Council should understand what that direction produces: the elimination of core services, the loss of the organizational capacity required to execute the resilience plan, and an accelerat ion of the managed decline trajectory that this Council explicitly rejected in June 2024. Staff is not aware of a responsible path to fiscal health that runs through further reducing a cost structure already operating at 60 percent of peer city levels. The path runs through revenue.

PART IV: FY 2026/27 GENERAL FUND BUDGET | REVENUES, EXPENDITURES,

AND FUND BALANCE
A. Budget Summary
Budget Category FY 2025/26 Budget FY 2026/27 Proposed
Total General Fund Revenue $32.8M (incl. $2.8M
transfers/asset sales) $30.4M
Total General Fund Expenditures $32.8M $32.8M
Planned Use of Fund Balance $0 (offset by asset sales) $(2,400,000) Estimated Ending Fund Balance Approximately $8.9M (rounded) Approximately $6.4M (slightly above policy floor)
A. Revenue Overview
FY 2026/27 revenues are projected at $30.2 million. Key revenue trends are as follows:

Revenue Category Trend Notes
Property Tax +3% Consistent with countywide assessment increases; reflects statewide property value trends.

Bradley Burns Sales Tax Flat Reflects the current commercial environment within city limits; limited commercial base.

Measure S Sales Tax Down ~3% Slight decline driven by slower vehicle sales; remains a material contribution to public safety operations.

Transient Occupancy Tax Flat Stable; growth dependent on expanded hospitality development.
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Revenue Category Trend Notes
Excise Tax Flat Consistent with prior year performance.

Fees and Licenses Flat Fee Study underway; results expected fall 2026; potential revenue uplift pending outcomes.

The flat revenue picture further underscores the diagnosis: this is a structural revenue capacity problem. The City is not experiencing a cyclical revenue dip that will self correct. Absent the transformational growth events anticipated in the resilience p lan, the revenue line will remain structurally insufficient for the cost of government.

C. Expenditure Overview
Total General Fund expenditures are projected at $32.6 million, reflecting a zero increase from the FY 2025/26 budget. This reduction was achieved through departmental discipline, vacancy management, and the reductions described in detail in Part III above. No new full -time equivalent positions are proposed. Capital expenditures are limited to maintaining current service delivery infrastructure.

Personnel costs represent the largest expenditure category and have been managed through formal pay period monitoring, vacancy management, and adherence to adopted personnel cost budgets. The FY 2026/27 budget absorbed $500,000 in COLA increases and $600,00 0 to $700,000 in merit increases within existing appropriations. To ensure rigorous ongoing oversight, the City Manager's Office is implementing a formal bi -weekly pay period salary and overtime review with departmental sign off, replacing the informal monitoring previously in place.

D. Planned Use of Fund Balance
The $2,400,000 planned use of fund balance in FY 2026/27 is the product of a deliberate, multi -year planning process, not a response to an unanticipated shortfall. It is important for Council to understand the distinction between these two circumstances:

NOT This (Reactive Reserve Use) THIS (Planned Bridge Reserve Use) Using reserves with no plan or exit strategy Planned, bounded drawdown within a defined bridge window
Indefinite reliance with no defined end point Defined off ramps tied to specific financial events Avoiding difficult decisions that need to be made Maintaining service levels required for recovery to succeed
No mid-cycle review or accountability
mechanism
Formal mid-cycle FY 2027/28 review built into the
framework
E. Fund Balance Is One Measure of Fiscal Health, Not the Only One Fund balance is an important indicator, but it is one element of fiscal health and not the whole picture.

Council should be cautious about reading the reserve balance in isolation, because the same number can carry very different meanings depending on what produced it.

A fund balance that sits above the policy level can be a sign of strength, but it is not a guarantee of health. A reserve can also te st high for the wrong reasons. Chronic vacancy savings from positions the City cannot fill, work programs that were funded but never delivered, and capital projects that were budgeted but never completed all leave money unspent at year end. That unspent mo ney lands in 102
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fund balance and makes the reserve look healthy, when in fact it reflects services the community paid for but did not receive and operational value the organization failed to convert into results. A high balance built that way is a negative signal, not a positive one.

The reverse is also true. Drawing the balance below the policy level is not automatically a sign of distress. When a drawdown is deliberate, bounded, tied to defined off ramps, and undertaken as part of a larger plan for long -term stability, it can be exactly the responsible choice. The 2024 Resilience Plan is precisely such a plan, and the planned reserve use in FY 2026/27 is its disciplined execution.

For FY 2026/27, the City projects an ending fund balance slightly above the policy level. That position reflects real service delivery rather than unspent appropriations, and it is paired with the operational controls described in Part VIII. The healthy reading of this budget is not the reserve number alone. It is the combination of a reserve held slightly above policy, services actually delivered, and a credible plan to close the structural revenue gap.

Reading the Reserve Correctly
Above policy is good only when it reflects delivered services and completed work; it is a warning sign when it reflects unfilled positions and unfinished projects. Below policy is a concern only when it is unplanned and open ended; it is sound management when it is a bounded, plan driven bridge. For FY 2026/27, the City is slightly above policy with services intact and a plan in motion.

PART V: WHAT IT COSTS TO RUN THIS CITY | OPTIMUM SERVICE LEVELS AND

THE REVENUE GAP

To understand why growth is existential rather than optional, Council needs a clear picture of what it actually costs to run Suisun City at a high performing, fully resourced service level. The FY 2026/27 budget funds a constrained baseline. The optimum budget funds the city residents deserve. The distance between the two is the structural revenue gap that 50 years of no growth created.

A. The Optimum Annual Budget
Building up from the current General Fund expenditure base, the full cost of optimum service delivery includes optimum staffing and salary escalation, an adequate annual road funding program, a dredging sinking fund for the marina, and fleet and building reserves that are currently unfunded:
$30M-$33M
Current GF expenditure base
+$10M
Optimum staffing and salary escalation
+$7M to $10M
Annual road funding need
+$2M
Dredging sinking fund (annual)
+$750K
Fleet and building reserve needs
$53M to $56M
Total optimum annual budget

Optimum Budget Component Annual Amount What It Funds
Current GF Expenditure Base $33,000,000 FY 2026/27 base operations as proposed.

Optimum Staffing and Salary
Escalation +$10,000,000
New positions to reach optimal
department staffing plus annual COLA
across all departments.
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Optimum Budget Component Annual Amount What It Funds
Road Maintenance and
Improvement +$7M to $10M
Full network maintenance cycle that
eliminates the deferred backlog over time
and delivers measurable pavement
condition improvement.

Dredging Sinking Fund +$2,000,000
A roughly $10M dredge event recurs
every 5 to 6 years; $2M per year fully
funds it on a proactive basis.

Fleet Maintenance Reserve +$500,000
Replacement cycle for 35 to 50 vehicles
plus heavy equipment, including police
patrol and fire apparatus.

Building and Facility Reserve +$250,000 Major remodels, roof, HVAC, ADA, and electrical systems across City facilities.

Total Optimum Annual Budget $52.75M to $55.75M What it costs to run the City at full service capacity.

B. The Revenue Gap
Current General Fund revenue of approximately $30. 2 million covers only 54 to 57 percent of the optimum service cost. The annual gap between what Suisun City currently earns and what optimum service delivery costs is approximately $22.6 million to $25.6 million. This is not a management failure.

It is the direct result of years without meaningful growth, and it is the exact gap that the Suisun City Expansion Exploration, the infill pipeline, Measure S, and the Buzz Oates annexations are designed to close.

C. Roads and Dredging: The Two Largest Unfunded Obligations Roads are the City's most visible public infrastructure. Current road funding sits at roughly $1.5 million to $2.5 million per year from gas tax, and occasional grants. Minimum adequate funding to hold current condition without improvement is $4 mi llion to $5 million per year. The optimum target that actually reduces the deferred backlog and funds arterial reconstruction is $7 million to $10 million per year.

The annual gap between current and optimum road funding alone is $5 million to $7.5 million.

The marina is a defining community asset, and dredging is not optional. A full dredge event costs approximately $10 million and recurs every 5 to 6 years, which annualizes to roughly $1.67 million to $2 million per year. The recommended annual set aside is $2 million. The current annual set aside is limited to LLD marina payments that can go towards dredging but also other related marina costs , which leaves the City without a clear funding source. Proactive sinking fund investment is dramatically cheaper than reactive borrowing.

Why Growth Is Existential
The gap between what Suisun City earns today and what optimum service delivery costs is $22.6 million to $25.6 million per year. There is no realistic way to fund roads, dredging, optimum staffing, and reserves through infill alone. Infill and Measure S stabilize the bridge. Closing the full gap requires the expansion decision and the broader growth strategy. This is the structural case for the resilience plan, stated in dollars.

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PART VI: SERVICE LEVEL IMPACTS | THE COST OF THE BRIDGE

Transparency requires Council to understand precisely what service level changes are built into this budget. These are not hypothetical impacts. They are operational realities that staff, department heads, and service recipients will experience beginning July 1, 2026. They are also reversible as revenue conditions improve. They are not reversible if they produce the organizational degradation associated with managed decline.

Department / Program Service Level Change and Operational Impact Public Works
Non-emergency requests delayed from days to weeks. Deferred maintenance compounds annually, creating future cost escalation. Health and safety emergencies remain prioritized.

Parks and Recreation
Current scheduled programming sustained; no bandwidth for new programming, ad hoc events, or pilot initiatives. Community requests for new activities cannot be accommodated this fiscal year.

City Manager's Office
Zero contingency capacity for mid-year programmatic needs. Any unplanned service requirement displaces an existing priority. No flexible funding for emerging operational needs.

Unhoused Services
Programs maintained at current levels only. Any enhancement or expansion is contingent on grant identification and award. Response to changing conditions will lag behind need.

Visit Suisun City
VisitSuisunCity.com will be established and operational; active marketing requires grant funding before full activation. Promotional value cannot be fully realized this fiscal year.

Information Technology
Baseline operations maintained only. No capacity for strategic improvements to internal service delivery. Unforeseen technical issues risk citywide operational disruption.

Human Resources
Mandated safety programming covered. No wellness program this fiscal year.

Major policy updates improving workforce retention and compliance are deferred.

Fire and Police
Foundational service levels maintained. No supplemental budget for major investigations or complex cases. Material incidents requiring additional resources will require Council return for supplemental appropriation.

Community Development
Plan review moved largely in house to reduce cost. Tradeoff is longer permit and project review timelines. Developer funded expedited review remains available as an optional pathway.

Finance / City Manager
Budget Officer position deferred pending Beauchaine Consulting analysis. City Manager assumes this function, which will pause or slow concurrent strategic initiatives. Finance Director recruitment underway.

Technology / AI
Existing AI enabled tools and programs maintained. No capacity to add new applications, expand current usage, or pilot additional automation during FY 2026/27.

These Are the Costs of the Bridge, Not the Costs of Failure Every item in the table above represents a service impact that is the result of a responsible, bounded fiscal bridge. These same impacts, left unaddressed by successful execution of the resilience plan, 105
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would become permanent and compounding features of a managed decline trajectory. The difference between these two trajectories is not the service impact today. It is whether the revenue conditions to reverse them are created.

PART VII: MULTI-YEAR OUTLOOK | THE PATH TO THE DECISION POINT A. Revised Timeline: Moving the Decision Point Forward
Based on the timing of key financial events anticipated since the adoption of the June 2024 resilience plan, staff recommends advancing the formal multi-year plan reset from the end of FY 2028/29 to the mid-cycle point of FY 2027/28. This adjustment reflects the accelerated timeline of the expansion decision and the 34 acre site marketing, both of which will produce material information substantially earlier than originally projected.

Fiscal Year Reserve Use
Projection Strategic Context
FY 2026/27 (Now) $(2,400,000) Within the bridge window. All three resilience pillars active. Finance management strengthened.

FY 2027/28 $(1.5M to $2.0M)
Continued bridge. Mid-cycle review triggered by
known financial event outcomes. Next multi-year
framework established from an evidence base.

Mid-Cycle FY 2027/28 Decision Point
Council reviews actual outcomes from the expansion
decision, 34 acre sale process, and infill project
revenues. Next multi-year plan built from real data.

FY 2028/29 and
Beyond To be determined
Determined by mid-cycle decision point outcomes. If
expansion proceeds, the fiscal trajectory transforms
materially.

B. The Three Decision Triggers
Three financial events, each with material fiscal impact, will be substantially clearer by the FY 2027/28 mid-cycle review. These are not aspirational milestones. They are active, scheduled activities with defined timelines.
• Trigger 1: Expansion Decisions. The City Council's direction on the Suisun City Expansion Exploration and the two Buzz Oates annexations will be known or substantially advanced. This decision, whether the expansion proceeds, is modified, or is declined, creates a defined financial scenario that drives the next multi -year fiscal model. A positi ve expansion decision could transform Suisun City's fiscal trajectory from incremental improvement to multigenerational fiscal independence.
• Trigger 2: 34 Acre Site Sale. The marketing of the 34 acre site, launching late summer 2026, will produce a one-time capital event with long-term tax base implications. Sale terms and proceeds will be a material factor in the FY 2027/28 decision point analysis. • Trigger 3: Infill Project Milestones. Completion of construction phase infill projects through FY 2027/28 will generate property tax increment, permit fee revenue, and in some cases direct sale proceeds..

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PART VIII: STRENGTHENING FINANCIAL MANAGEMENT

This budget is accompanied by a comprehensive set of financial management improvements that address structural weaknesses identified over the past year. These improvements are not cosmetic.

They represent a fundamental upgrade in the rigor, transparency, a nd oversight with which the City manages its fiscal operations.

A. Beauchaine Consulting Group Engagement
The City Manager's Office has engaged Beauchaine Consulting Group to conduct an initial review of the City's finances and financial approach. This rev iew examines not only the General Fund but all funds, the fund structure, the chart of accounts, and internal procedures. While the annual audit addresses certain aspects of financial operations, a comprehensive fund by fund analysis of this nature is not a standard component of the audit process. The timing is right for a dedicated, independent assessment. Initial findings will identify where additional analytical focus, if any, is warranted and will inform the Finance Director recruitment process.

B. City Manager Direct Budget Leadership
To ensure the highest level of analytical rigor and organizational alignment, the City Manager's Office is assuming direct leadership of the budget development process and financial structure analysis. This does not replac e Finance Department core functions. It adds an analytical layer above them and ensures that the budget and multi-year fiscal strategy remain directly connected to the City's strategic priorities and the Council's direction. This approach produced the FY 2 026/27 budget presented tonight and will govern the mid-cycle review process until a new Finance Director is selected.

C. September Return: Work Plan and Line Item Review
As part of the Finance Department transition, staff will return to Council on September 1 to outline the specific work plan accomplished through this budget and to walk Council through non -staff areas available for line item review. The purpose of that return is to give Council a precise, category by category understanding of where the Cit y's non-staff appropriations actually go, so that any future direction on reductions is grounded in operational reality rather than the assumption that meaningful discretionary room remains.

The structure of the budget makes this clear. The FY 2026/27 budg et is comprised of approximately $25 million in direct and indirect staff costs. This includes salaries and employee benefits, along with indirect staff related costs such as General Liability insurance and mandated training. That figure represents roughly 80 percent of total General Fund appropriations. Of the remaining roughly 20 percent, a vast majority pays for fleet costs, including vehicle leases and the maintenance, repair, and fuel for those vehicles, along with general building system mandates and required safety service checks. These are obligations the City cannot simply elect not to fund.

That leaves a comparatively small band of remaining General Fund expenditures, on the order of $3 million to $4 million, that will be the primary focus of the S eptember line item review. These dollars fund operating equipment and field supplies that keep front line staff functional: for the Police Department, items such as duty ammunition, service firearms, and related law enforcement equipment; for the Fire Depa rtment, the equivalent field, medical, and apparatus supplies; and for Public Works, the parallel set of mandated operational supplies. Although these dollars are classified 107
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as services and supplies, and therefore appear discretionary on paper, they have been reduced to a level much closer to mandated field need than to true discretionary spending. The intent of flagging this now is to prepare Council for that reality in advance. Staff will provide department by department detail on September 1.

D. Formal Pay Period Salary and Overtime Review
Beginning in FY 2026/27, the City Manager's Office will institute a formal pay period review of salary and overtime across all departments. Department heads and the City Manager will provide formal sign off each pay per iod. This protocol replaces an informal monitoring practice and provides an early warning system for budget variances before they become year end surprises. Earlier detection of overtime trends, vacancy savings, and unanticipated staffing changes allows ma nagement to take corrective action within the fiscal year.

E. Measure S Allocation Strategy Development
Council has identified the goal of developing a long-term pathway for allocating a portion of Measure S revenue to infrastructure needs, including road s, as fiscal conditions allow. The City Manager's Office is developing this strategy. The transition will not occur in FY 2026/27 or FY 2027/28, as the bridge period requires continued operational support. Any reallocation must be modeled carefully to ensure it does not create service impacts at critical infrastructure. A strategy proposal will be presented to Council toward the end of calendar year 2026.

PART IX: BACKGROUND AND PRIOR COUNCIL ACTIONS

The following prior Council actions are directly relevant to and form the foundation of the FY 2026/27 budget as presented:
• June 2024: City Council and staff reached a shared understanding that a deliberate multi -year resilience bridge strategy was necessary to achieve long-term fiscal independence. • November 2024: Measure S approved by Suisun City voters at a 72 percent supermajority, exceeding the two -thirds threshold required for a special tax. The measure provides ongoing revenue dedicated primarily to public safety operations. • June 2025: FY 2025/26 General Fund Budget adopted, reflecting the second year of the bridge strategy, with reserves fully offset by planned asset sales and transfers. • Ongoing 2025 through 2026: Development Agreement negotiation framework established with California Forever; EIR release and a decision on expansion anticipated in late 2026 and early 2027. Infill project pipeline advanced. Buzz Oates annexations progressed.

GANN APPROPRIATIONS LIMIT

In November 1979, California voters approved Proposition 111, “The Gann Initiative” which is incorporated in Article XIIIB of the California State Constitution. Proposition 111 limits the amount of tax revenue that State and local government agencies can a ppropriate. A jurisdiction’s annual appropriations limit is calculated based upon the level of appropriations in fiscal year 1978 -79 and subsequent changes in the local population and cost of living. 108
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A jurisdiction may choose between two population growth factors and two cost of living factors when calculating its appropriations limit. The choice offered regarding population growth is between the growth in city or county population. The California State Department of Finance (DOF) provided the 2026 population growth rates for the City of Suisun City and Solano County as 1.07% and -0.37%, respectively. The City used the City population growth factor, which was 1.07%. The choice offered for the annual cost of living factor is between the growth in California per capita income and the growth in non-residential assessed valuation due to new construction within the City. The City used the growth in California per capita income, which was 4.95%.

The City is required, by the State Constitution, to annually establish and adhere to a limit on the amount of its appropriations. The limit is prescribed by a State formula. For the fiscal year (FY) 2026/2027, staff has calculated that the appropriations limit is $25,022,938. Per the adopted budget, the City expects to collect, and has budgeted to appropriate, $17,733,825 of Proposition 111 covered revenue, $7,289,113 below the appropriations limit.

FY 2026-27 Allowed Appropriations Limit $ 25,022,938
FY 2026-27 Appropriations Subject to Limit $ 17,733,825 Balance Over (Under) Available Limit $ (7,289,113)

CONCLUSION | WHY THIS IS THE RIGHT BUDGET

Approving this budget means continuing the plan. A plan that is working, that was developed collaboratively with Council, and that positions Suisun City to make the transformational decisions ahead from a position of organizational strength and service credibility rather than institutional exhaustion.
1 The plan was made for exactly this moment. The 2024 resilience plan explicitly anticipated a bridge period including planned reserve use. FY 2026/27 is squarely within that window. This is not a deviation from the plan. This is the plan.
2 Every pillar of the plan is executing. Measure S passed at 72 percent. Construction is underway.

Expansion negotiations are advancing. The infill pipeline is moving. No pillar has failed or stalled.
3 Every alternative is worse. Cutting services to avoid planned reserve use does not solve a revenue problem. It makes recovery harder, then impossible. The cities that optimized cautiously within existing constraints are the ones now managing decline. Suisun City made a different choice in 2024.
4 The next decision point is defined and approaching. The mid-cycle FY 2027/28 review, informed by the expansion decision, the 34 acre sale, and infill project milestones, will allow the next multi-year plan to be built on real outcomes rather than projections. 5 Financial management is being fundamentally strengthened. The Beauchaine review, the September work plan and line item review, pay period oversight, and direct City Manager budget leadership represent a meaningful upgrade in fiscal governance that will serve the City well through the bridge period until a new Finance Director is hired and onboarded.

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STAFF RECOMMENDATION
It is recommended that the City Council adopt the FY 2026/27 General Fund Budget as presented, consistent with the multi-year Resilience Bridge Strategy adopted by City Council in June 2024, authorizing a use of $2,400,000 in fund balance reserves during the bridge period; and that the City Council, Housing Authority Board, and Successor Agency each adopt the following resolutions:
a. Council Adoption of Resolution No: 2026-___: Adopting the Appropriations Limit for Fy 2026-27.
b. Council Adoption of Resolution No: 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.
c. Housing Adoption of Resolution No. HA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.
d. Successor Agency Adoption of Resolution No. SA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

ATTACHMENTS:

1. Council Adoption of Resolution No: 2026-___: Adopting the Appropriations Limit for Fy 2026-27.

2. Council Adoption of Resolution No: 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

3. Housing Adoption of Resolution No. HA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

4. Successor Agency Adoption of Resolution No. SA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

110

RESOLUTION NO. 2026-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY ADOPTING THE APPROPRIATIONS LIMIT FOR FY 2026-27

WHEREAS, on November 6, 1979, the voters of California added Article XIIIB to the State Constitution, placing limitations on the appropriations of the proceeds of taxes generated by state and local governments; and

WHEREAS, Article XIIIB and Proposition 111 provide that the appropriations limit for the Fiscal Year 2026-27 be calculated by adjusting the base year appropriations of Fiscal Year 1978-79 for changes in the California per capita income, as well as the population percentage change for Suisun City; and

WHEREAS, the City of Suisun City has complied with all of the provisions of Article XIIIB in determining the appropriations limit for Fiscal Year 2026-27.

NOW, THEREFORE, BE IT RESOLVED that the appropriations subject to limitation for the City of Suisun City shall be as follows:

Appropriation Limit Fiscal Year 2026-27 $25,022,938
Appropriations Subject to Limit 17,733,825

Balance Over (Under) Available Limit ($7,289,113)

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Suisun City, duly held on the 23rd day of June 2026 by the following vote:

AYES: Councilmembers: ____________________________________ NOES: Councilmembers:

ABSENT: Councilmembers: ____________________________________ ABSTAIN: Councilmembers: ____________________________________

WITNESS my hand and the seal of said City this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk

111
010 & 012 010 & 012
Budget Activity Proceeds of Taxes Non-Proceeds Total
Beginning Balance - $ 2,461,800$ 2,461,800 $ Property Taxes/VLF 6,645,864 $ - $ 6,645,864 $ Transient Occup Tax 750,000 $ 750,000 $
Sales & Use Taxes 9,922,961 $ - $ 9,922,961 $ Property Transfer Taxes 100,000 $ - $ 100,000 $ Business License Taxes 315,000 $ - $ 315,000 $ Off-Highway Motor Vehicle - $ - $ - $ Franchise Fees - $ 1,395,500$ 1,395,500 $ In Lieu Sales Tax - $ - $ - $ Licenses & Permits - $ 844,000$ 844,000 $ Fines & Forfeitures - $ 226,700$ 226,700 $ Use of Money and Property - $ 255,000$ 255,000 $ Intergovernmental Revenues - $ 250,000$ 250,000 $ Charges for Services - $ 6,782,041$ 6,782,041 $ Other Misc Revenues 1,355,120 $ 1,355,120 $ Transfer-In - $ 1,223,518$ 1,223,518 $ Total Resources 17,733,825 $ 14,793,679 $ 32,527,504 $ Total Use of Resources
Operating Costs 17,733,825 $ 13,502,156 $ 31,235,981 $ Capital Costs - $ - $ - $ Transfer to Other Funds - $ 1,291,523$ 1,291,523 $ Debt Service Costs - $ - $ - $ Contingencies & Reserves - $ - $ - $ Total Use of Resources 17,733,825$ 14,793,679 $ 32,527,504 $ CITY OF SUISUN FY 2026-27 ANNUAL BUDGET
EXHIBIT A: Allocation of Revenue for Gann Limit Calculation J - ____
112
Fiscal Allowed Proceeds
Year CPI/PCI Population Limit of Taxes
1985-86 1.0374 1.0222 2,444,778 1,642,502
1986-87 1.0230 1.1081 2,771,366 1,455,056
1987-88 1.0347 1.0688 3,064,819 1,548,634
1988-89 1.0466 1.0642 3,413,570 1,856,964
1989-90 1.0519 1.0949 3,931,495 2,095,784
1990-91 1.0421 1.0993 4,503,844 2,436,169
1991-92 1.0414 1.0589 4,966,562 2,413,941
1992-93 1.0162 1.0333 5,215,086 2,280,000
1993-94 1.0272 1.0245 5,488,181 2,290,000
1994-95 1.0071 1.0329 5,708,991 2,292,331
1995-96 1.0472 1.0354 6,190,092 2,385,800
1996-97 1.0467 1.0160 6,582,836 2,304,000
1997-98 1.0467 1.0163 7,002,566 2,435,010
1998-99 1.0415 1.0175 7,420,803 2,644,030
1999-00 1.0453 1.0222 7,929,170 2,782,240
2000-01 1.0491 1.0196 8,481,535 3,152,650
2001-02 1.0782 1.0099 9,235,324 3,483,510
2002-03 0.9873 1.0100 9,209,216 3,379,230
2003-04 1.0231 1.0103 9,518,995 3,189,640
2004-05 1.0328 1.0197 10,024,893 3,310,280
2005-06 1.0526 1.0085 10,641,896 4,057,440
2006-07 1.0396 1.0053 11,121,951 4,556,720
2007-08 1.0442 1.0123 11,756,387 4,490,400
2008-09 1.0429 1.0122 12,410,317 4,498,800
2009-10 1.0062 1.0294 12,854,387 4,279,800
2010-11 0.9746 1.0061 12,604,306 3,902,700
2011-12 1.0251 0.9985 12,901,293 3,957,300
2012-13 1.0377 0.9995 13,380,978 4,270,900
2013-14 1.0512 1.0042 14,125,161 4,051,300
2014-15 0.9977 1.0063 14,181,457 4,481,300
2015-16 1.0382 1.0105 14,877,782 5,941,800
2016-17 1.0537 1.0057 15,766,076 6,411,500
2017-18 1.0369 1.0044 16,419,775 8,501,800
2018-19 1.0367 1.0014 17,046,212 9,172,300
2019-20 1.0385 1.0000 17,702,491 8,678,800
2020-21 1.0373 0.9969 18,305,870 9,081,726
2021-22 1.0573 0.9991 19,337,377 11,087,097
2022-23 1.0755 0.9874 20,535,302 13,602,564
2023-24 1.0444 0.9883 21,196,139 14,114,054
2024-25 1.0362 1.0104 22,191,859 14,367,177
2025-26 1.0644 0.9987 23,590,307 17,595,487
2025-26 1.0495 1.0107 25,022,938 17,733,825
EXHIBT B: Calculation of Gann Spending Limit
113

RESOLUTION NO. 2026 -___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR 2026-27

WHEREAS, all requisite public hearings relating to the budget have been duly held, and all necessary findings have been made.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL:

PART I

THAT the amounts set forth for the purposes described in the Annual Budget Business and Financial Plan for Fiscal Year 2026-27 City of Suisun City, California, presented for City Council review and attached hereto shall, upon the adoption of this Resolution, become the budget for the City of Suisun City for Fiscal Year 2026-27; and

PART II
THAT the general provisions governing this Resolution shall be as follows:

SECTION 1. APPROPRIATION OF THE FY 2026-27 ANNUAL BUDGET. Monies are hereby appropriated from each of the several funds of the City to each department of the City in the amounts set forth herein for personnel services, supplies & services, interdepartmental charges, non-recurring costs, special activities, and capital improvements.

SECTION 2. TRANSFERS BETWEEN APPROPRIATIONS AND INCREASE IN APPROPRIATIONS.
a. Consistent with the Financial Policies of the City that are contained in the City of Suisun City FY 2026-27 Annual Budget, any adjustments in the amounts appropriated for the purposes indicated herein at the department/fund level shall be made only upon the motion to amend this Resolution adopted by the affirmative votes of at least three members of the City Council. Administrative changes within the department/fund level may be made without the approval of the City Council pursuant to Section 2(d) of this Part.
b. For accounting and auditing convenience, accounts may be administratively established to receive transfers of appropriations from department appropriations for capital improvements and special activities in two or more different funds for the same project.
c. Department appropriations in Internal Service Funds (ISF) may be administratively adjusted, provided no amendment to this Resolution would be required to adjust the appropriation in the department receiving the service from the ISF. d. Any adjustments made pursuant to Subsections (a), (b) or (c) of this Section shall be made consistent with written guidelines established by the City Manager.

object class may be expended for the purposes of any other object class if such expenditures are within the written guidelines established by the City Manager.

SECTION 4. CONTRADICTORY PROVISIONS OF PREVIOUS RESOLUTIONS. Any other prior Resolution or provision thereof of the City Council respecting the appropriation and administration of the FY 2026-27 Annual Budget which is in contradiction with this Resolution is hereby superseded. Notwithstanding any other provisions of this Resolution, no funds appropriated into the Reserves of the City shall be expended, transferred, obligated, used, encumbered or otherwise disposed of except as specifically authorized by previously approved bonded indebtedness or until the City Council reallocates such appropriations by amending this Resolution as provided in Section 2(a) of this Part.

SECTION 5. ADMINISTRATION. The City Manager or his/her designee shall maintain all changes to this Resolution and shall cause to be filed with the City Clerk and the Finance Director a copy of, and subsequent amendments to, this Resolution following its adoption by the City Council.

SECTION 6. CLERICAL CORRECTIONS. The adoption of this Resolution implements the motions and actions of the City Council with respect to the proposed Budget, as amended by those motions and actions, if any, for the direction in drafting this Resolution. By adoption of this Resolution, the City Council hereby directs responsible City staff members to make necessary technical and clerical corrections to this Resolution and attachments to implement the intent of the City Council. Such corrections shall not alter, in any manner, the substance or intent of the City Council’s adoption of this Resolution.

PASSED AND ADOPTED by the City Council of the City of Suisun City at a regular meeting thereof held on the 23rd day of June 2026 by the following vote:

AYES: Councilmembers: _______________________________________ NOES: Councilmembers:

ABSENT: Councilmembers: ____________________________________ ABSTAIN: Councilmembers: ____________________________________

WITNESS my hand and the seal of said City this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk

115

RESOLUTION NO. HA 2026 -

RESOLUTION OF THE SUISUN CITY HOUSING AUTHORITY ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR 2026-27

WHEREAS, all requisite public hearings relating to the budget have been duly held, and all necessary findings have been made.

NOW, THEREFORE, BE IT RESOLVED BY THE SUISUN CITY HOUSING AUTHORITY:

PART I

THAT in order to ensure that administrative and accounting procedures consistent with the City’s practices are utilized, Suisun City Housing Authority (hereinafter “Authority”) hereby adopts its Annual Budget in a manner consistent with the procedure used by the City of Suisun City (hereinafter “City”).

THAT the amounts set forth for the purposes described in the Annual Budget Business and Financial Plan for Fiscal Year 2026-27 City of Suisun City, California, presented for City Council/Authority Board review and attached hereto shall, upon the adoption of this Resolution, become the budget for the Authority for Fiscal Year 2026-27; and

PART II

THAT the general provisions governing this Resolution shall be as follows:

SECTION 1. APPROPRIATION OF THE FY 2026-27 BUDGET. Monies are hereby appropriated from each of the several funds of the Authority to each department of the Authority in the amounts set forth herein for personnel services, supplies & services, interdepartmental charges, non-recurring costs, debt service, capital improvements, and special projects.

SECTION 2. TRANSFERS BETWEEN APPROPRIATIONS AND INCREASE IN APPROPRIATIONS.

a. Consistent with the Financial Policies of the Authority that are contained in the City of Suisun City FY 2026-27 Annual Budget, any adjustments in the amounts appropriated for the purposes indicated herein at the department/fund level shall be made only upon the motion to amend this Resolution adopted by the affirmative votes of at least three members of the Authority Board. Administrative changes within the department/fund level may be made without the approval of the Authority Board pursuant to Subsection (d) of this Section.

b. For accounting and auditing convenience, accounts may be established to receive transfers of appropriations from department appropriations for capital improvements & special projects in two or more different funds for the same project.

c. Any adjustments made pursuant to Subsections (a) or (b) of this Section shall be made consistent with written guidelines established by the City Manager of the City. 116

SECTION 3. TRANSFER WITHIN AN APPROPRIATION. The funds allocated to the respective accounting object classes comprising the total appropriation for each program or department are for purposes of budgeting consideration and convenience only and are not intended to constitute separate appropriations; provided, however, that funds allocated to an object class may be expended for the purposes of any other object class if such expenditures are within the written guidelines established by the City Manager.

SECTION 4. CONTRADICTORY PROVISIONS OF PREVIOUS RESOLUTIONS. Any other prior Resolution or provision thereof of the Authority respecting the appropriation and administration of the FY 2026-27 Budget which is in contradiction with this Resolution is hereby superseded.

Notwithstanding any other provisions of this Resolution, no funds appropriated into the Reserves of the Authority shall be expended, transferred, obligated, used, encumbered or otherwise disposed of except as specifically authorized by previously approved bonded indebtedness or until the Authority Board reallocates such appropriations by amending this Resolution as provided in Subsection 2(a) of this Part.

SECTION 5. ADMINISTRATION. The Executive Director or his/her designee shall maintain all changes to this Resolution and shall cause to be filed with the Authority Secretary and the Finance Officer a copy of, and subsequent amendments to, this Resolution following its adoption by the Authority Board.

SECTION 6. CLERICAL CORRECTIONS. The adoption of this Resolution implements the motions and actions of the Authority Board with respect to the proposed Budget, as amended by those motions and actions, if any, for the direction in drafting this Resolution. By adoption of this Resolution, the Authority Board hereby directs responsible Authority staff members to make necessary technical and clerical corrections to this Resolution to implement the intent of the Authority Board. Such corrections shall not alter, in any manner, the substance or intent of the Authority Board’s adoption of this Resolution.

PASSED AND ADOPTED at the Regular Meeting of the Suisun City Housing Authority duly held on Tuesday, the 23rd day of June 2026, by the following vote:

AYES: Board Members: _________________________________________ NOES: Board Members: _________________________________________ ABSENT: Board Members: _________________________________________ ABSTAIN: Board Members: _________________________________________

WITNESS my hand and seal of the said Housing Authority this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk

117

RESOLUTION NO. SA 2026 -

A RESOLUTION OF THE SUISUN CITY COUNCIL ACTING AS THE SUCCESSOR

AGENCY TO THE REDEVELOPMENT AGENCY OF THE CITY OF SUISUN CITY ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR 2026-27

WHEREAS, all requisite public hearings relating to the budget have been duly held, and all necessary findings have been made.

NOW, THEREFORE, BE IT RESOLVED BY THE REDEVELOPMENT AGENCY OF THE CITY OF SUISUN CITY:

PART I

THAT pursuant to Section 33606 of the California Health & Safety Code, redevelopment agencies are required to adopt administrative and accounting procedures consistent with the city or county government with which they are associated. Accordingly the Successor Agency to the Redevelopment Agency of the City of Suisun City (hereinafter “Agency”) is required to adopt and administer its Annual Budget in a manner consistent with the procedure used by the City of Suisun City (hereinafter “City”).

THAT the amounts set forth for the purposes described in the Annual Budget Business and Financial Plan for Fiscal Year 2026-27 City of Suisun City, California, presented for City Council/Agency Board review and attached hereto shall, upon the adoption of this Resolution, become the budget for the Agency for Fiscal Year 2026-27; and

PART II

THAT the general provisions governing this Resolution shall be as follows:

SECTION 1. APPROPRIATION OF THE FY 2026-27 BUDGET. Monies are hereby appropriated from each of the several funds of the Agency to each department of the Agency in the amounts set forth herein for personnel services, supplies & services, interdepartmental charges, non-recurring costs, debt service, capital improvements, and special projects. The Agency determines that funds expended from the Housing Set-Aside Fund for planning and administrative expenditures are necessary for the production, improvement and preservation of low- and moderate-income housing for FY 2026-27.

SECTION 2. TRANSFERS BETWEEN APPROPRIATIONS AND INCREASE IN APPROPRIATIONS.
a. Consistent with the Financial Policies of the Agency that are contained in the City of Suisun City FY 2026-27 Annual Budget, any adjustments in the amounts appropriated for the purposes indicated herein at the department/fund level shall be made only upon the motion to amend this Resolution adopted by the affirmative votes of at least three members of a quorum of the Agency Board. Administrative changes within the department/fund level may be made without the approval of the Agency Board pursuant to Subsection (d) of this Section.

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b. For accounting and auditing convenience, accounts may be administratively established to receive transfers of appropriations from department appropriations for capital improvements and special projects in two or more different funds for the same project.
c. Any adjustments made pursuant to Subsections (a) or (b) of this Section shall be made consistent with written guidelines established by the City Manager of the City.

SECTION 4. CONTRADICTORY PROVISIONS OF PREVIOUS RESOLUTIONS. Any other prior Resolution or provision thereof of the Agency respecting the appropriation and administration of the FY 2026-27 Budget which is in contradiction with this Resolution is hereby superseded. Notwithstanding any other provisions of this Resolution, no funds appropriated into the Reserves of the Agency shall be expended, transferred, obligated, used, encumbered or otherwise disposed of except as specifically authorized by previously approved bonded indebtedness or until the Agency Board reallocates such appropriations by amending this Resolution as provided in Subsection 2(a) of this Part.

SECTION 5. ADMINISTRATION. The Executive Director or his/her designee shall maintain all changes to this Resolution and shall cause to be filed with the Agency Secretary and the Finance Officer a copy of, and subsequent amendments to, this Resolution following its adoption by the Agency Board.

SECTION 6. CLERICAL CORRECTIONS. The adoption of this Resolution implements the motions and actions of the Agency Board with respect to the proposed Budget, as amended by those motions and actions, if any, for the direction in drafting this Resolution. By adoption of this Resolution, the Agency Board hereby directs responsible Agency staff members to make necessary technical and clerical corrections to this Resolution to implement the intent of the Agency Board. Such corrections shall not alter, in any manner, the substance or intent of the Agency Board’s adoption of this Resolution.

PASSED AND ADOPTED at the Regular Meeting of the City Council Acting as the Successor Agency to the Redevelopment Agency of the City of Suisun City duly held on Tuesday, the 23rd day of June 2026, by the following vote:

AYES: Board Members: _______________________________________ NOES: Board Members: _______________________________________ ABSENT: Board Members: _______________________________________ ABSTAIN: Board Members: _______________________________________

WITNESS my hand and seal of the said Agency this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk
119

Suisun City City CouncilJune 23, 2026

Suisun City City Council
June 23, 2026