LAFCO
Suisun City Final MSR
Read the report at Local Agency Formation Commissions ↗
City of Suisun City
Municipal Service Review
Approved
June13,2016
Preparedby:
CityofSuisunCity
SolanoCountyLAFCO
(Thispageisintentionallyleftblank.)
CITYOFSUISUNCITYMUNICIPALSERVICESREVIEW
June13,2016
Table ofContents
ListofTablesandExhibits…………………………………………………………………………………………………………...5
AcronymsandAbbreviations…………………………………………………………………………………………………………6
1:Introduction……………………………………………………………………………………………….………………….….…..…8
1.1– Role and Responsibilityof LAFCO
1.2– Purposeof theMunicipal Service Review
1.3– Uses of the Municipal Services Review
1.4– Sphere of Influence
1.5– California Environmental QualityAct (CEQA)
2: ExecutiveSummary…………………………………………………………………………………………………..………….12
2.1-The Municipal Service Review
2.2-CityProfile
2.3– Growth and PopulationProjections
2.4– Disadvantaged Unincorporated Communities
2.5- Present and Planned Capacityof Public Facilities
2.6– Financial Abilityto Provide Services
2.7– Status andOpportunitiesfor Shared Facilities
2.8– Government Structureand Accountability
2.9– LAFCO Policies Affecting Service Delivery
3: CityProfile…………………………………………………………………………………………………………………………..18
4: GrowthandPopulationProjections……………………………………………………………………………………….21
5: DisadvantagedUnincorporatedCommunities………………………………………………………………………..23
6: PresentandPlannedPublicFacilities…………………………………………………………………………………….24
6.1– Animal Control
6.2– Fire
6.3– LawEnforcement
6.4– Parksand Recreation
6.5– PublicWorks
6.6– SolidWaste
6.7– Stormwater
6.8–Wastewater
6.9–Water
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7: FinancialAbilitytoProvideServices………………………………………………………………………………………50
7.1- General Fund
7.2– Capital Improvements
7.3– Enterprise Funds
8: StatusandOpportunitiesforSharedFacilities……………………………………………………………………….59
9: GovernmentStructureandAccountability………………………………………………………………………………61
10:LAFCOpoliciesAffectingServiceDelivery……………………………………………………………………………….65
11:SummaryofDeterminations………………………………………………………………………………………………..66
12:References……..……………………………………………………………………………………………………………………71
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ListofTablesand Exhibits
Tables
Table 3-1 Amendmentsto SuisunCity’s Sphere of Influence
Table 3-2 Annexations to andfromSuisun Cityof Suisun City
Table 4-1 Population Growth inSuisun Cityand Solano CountySince 1970
Table 4-2 Solano Cities and CountyPopulation Projections2010-2040
Table 6-1 Suisun CityFire Department Callsfor Service
Table 6-2 Suisun CityPolice Department ResponseTimesfor Service
Table 6-3 CommunityParks
Table 6-4 NeighborhoodParks
Table 6-5 Mini Parks
Table 6-6 Other Recreational Facilities
Table 6-7 FAST Ridership
Table 6-8 Wastewater PumpFlows
Table 6-9 SSWAExisting andProjectedWater Supplies
Table 6-10 Water SupplyFacilities
Table 6-11 Water UsageDemandFactors
Table 6-12 SSWAComparison ofWater Supply& Demand 2015-2035
Table 6-13 General ServiceWater Rates
Table 7-1 Department Operating Budgets
Table 7-2 General FundContingencies & Reserves
Table 7-3 Capital Improvement Categories
Table 9-1 Staffing Detail byDepartment
Exhibits
Exhibit 1 Cityof Suisun CityBoundaryand Sphereof Influence Map
Exhibit 2 Suisun CityBikeways Existing and Planned Pathways
Exhibit 3 Average Annual DryWeather Influent Flow- Projectedto 2055
Exhibit 4 General FundRevenues and Expenses
Exhibit 5 General FundMajor Revenue Categories
Exhibit 6 EnterpriseFunds Revenues and Expenses
Exhibit 7 Organizational Chart
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Acronyms&Abbreviations
AAD Annual Average Day
ABAG Association of BayAreaGovernments
AFB Air ForceBase
AFY Acre-Feet per Year
ALS Advanced LifeSupport
BART BayArea Transit Authority
BLSEMT 1 Basic Life Support
CAFR Comprehensive AnnualFinancial Report
CAP Comprehensive Annexation Plan
CEQA California Environmental QualityAct
CFD CommunityFacilities District
CIP Capital Improvement Program
CaliforniaIntegratedWaste Management
CIWMB
Board
CKH Cortese-Knox-HetzbergLocal
Government Reorganization Act of 2000
CMAQ Congestion Mitigation and Air Quality
Improvement
Disadvantaged unincorporated
DUC
communities
California Department of Water
DWR
Resources
FAST Fairfield and SuisunTransit
Fixing America'sSurfaceTransportation
FAST Act
Act
Federal EmergencyManagement
FEMA
Agency
FSSD Fairfield-Suisun Sewer District
FY Fiscal Year
GPM Gallons per Minute
HAS Humane Animal Services
HSIP HighwaySafetyImprovement Program
ISO InsuranceServicesOffice
LAFCO Local AgencyFormationCommission
MAD Maintenance Assessment District
MGD Million Gallons per Day
MOU Memorandum of Understanding
Municipal Regional Stormwater NPDES
MRP
Permit
MSR Municipal Services Review
MTC Metropolitan Transportation Commission
MWELO ModelWater Efficient Landscape
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Ordinance
NFIP National Flood InsuranceProgram
NPRA National Recreation Association
PCI Pavement ConditionIndex
PD Police Department
PMP Pavement Management Program
PPC Public ProtectionClassification
PRC Parks andRecreation Commission
RR Railroad
SCWA Solano CountyWater Agency
SID Solano Irrigation District
SOI Sphere of Influence
SOLTRAN Solano Transportation
Societyfor thePrevention of Crueltyto
SPCA
Animals
SSWA Suisun-SolanoWater Authority
STA Solano TransportationAuthority
TOT Transient OccupancyTax
USBR United States Bureau of Reclamation
UWMP UrbanWater Management Plan
VLF Vehicle License Fee
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1: Introduction
1.1 -Roleand Responsibilityof LAFCO
Thefundamentalrole of a Local AgencyFormation Commission (LAFCO) is toimplement the
Cortese-Knox-Hertzberg(CKH) LocalGovernment Reorganization Act of 2000 (Government
Code Section 56000, et seq.), providing for the logical, efficient, andmost appropriateformation
of localmunicipalities, service areas, and special districts. The CKHrequires all LAFCOs,
including Solano LAFCO, to conduct a Municipal Service Review(MSR) prior to updatingthe
spheres of influence(SOI) of thevarious cities and special districtsin theCounty(Government
Code Section 56430). CKH requiresan MSR and SOI update every5 years.
1.2 -Purposeof the Municipal Service Review
This MSR will provide Solano LAFCO with an informational document andmake determinations
for each of theseven elementsprescribed byCKH. ThisMSR evaluates the structure and
operation of each district and discusses possibleareasfor improvement, coordination, or
changestothe SOI as appropriate. The purposeof theMSR is to collectdata in order to
provide a comprehensive analysis of service provision bySolano Irrigation District (SID). The
boundaries of SIDareshown in Exhibit 1. Keysourcesfor thisstudyincluded agency-specific
informationgatheredthroughaquestionnaire, strategic plans,generalplans, websites,financial
reports, agencyaudits, research, personal communication, andtheMunicipal Service Review
Guidelines published bytheGovernor’sOffice of Planning and Research.
Thereport containsonesectionfor each of thefollowing seven elementsas prescribed byCKH:
1. Growthand PopulationProjectionsfor the Affected Area. This section reviews
projectedgrowth within the existing service boundaries of thedistrict andanalyzes the
district’s planstoaccommodatefuturegrowth.
2. The locationand characteristicsof anydisadvantaged unincorporated
communitieswithinorcontiguoustothesphere of influence. A disadvantaged
unincorporated communityis defined asinhabited territorywith a median household
income of 80percent or less of the statewide median income.
3. Present andPlannedCapacityof Public Facilities and Adequacyof Public
Services IncludingInfrastructure Needsor Deficiencies. This sectiondiscussesthe
services provided including thequalityand theabilityof the district to provide those
services, and it will include a discussionof capital improvement projectscurrently
underwayand projects plannedfor thefuture where applicable.
4. Financial Abilityof Agenciesto Provide Services. This sectionreviews thedistrict’s
fiscal dataandratestructuretodetermineviability and abilitytomeet service demands.
It also addressesfundingfor capitalimprovement projects.
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5. Status of andOpportunitiesfor Shared Facilities. Thissectionexamines efficiencies
in service deliverythat could include sharing facilities with other agenciestoreduce
costsbyavoiding duplication.
6. Accountabilityfor CommunityService Needs, includingGovernmentStructure
and Operational Efficiencies. Thissectionexaminesthe district’scurrent government
structure, andconsidersthe overall managerial practices. It also examines howwell the
each district makesitsprocessestransparenttothe public and invites andencourages
public participation.
7. Matters RelatedtoEffective or Efficient Service DeliveryRequired byCommission
Policy. This section includes a discussion of anySolano LAFCO policies that may
affect the abilityof eachdistrict toprovide efficient services.
1.3-Usesof the MunicipalServiceReview
TheMSR is used toexamine theoperations of alocal agency, identifyagencies unable to
perform theirmandatedservices, or identifyways toprovide more effective, efficient services.
Government Code Section 56375 allows LAFCO totake action onrecommendationsfoundin
the MSR, such as initiating studiesfor changes of organization, updating the SOI, or originating
a change of organization.
Studies in anticipationof a change of organization areusefultoidentifypotential issuesthat
mayarise during theprocess. Issuescanrangefrom legalbarrierstofiscal constraintsto
concernsof residents and landowners. Astudywould allowmorefocusedanalysis and the
opportunitytoresolve issues or optionsbefore beginning theprocess.
TheMSR also provides the necessaryinformation tohelp LAFCO make decisions on a
proposed SOI update. In evaluating the SOI, theMSR provides the information necessaryto
determine if theagencyhas thecapabilityto serve a larger area. TheMSR discussesthe
financial condition of each district, source of revenues, andprojected expenses. It also includes
a discussion of the projected infrastructureneedsthat would allowfor expansion of those
services. TheMSR, however, does not addressCalifornia Environmental QualityAct (CEQA)
requirementsfor the SOI update. That requires aseparate analysis.
Alternatively, the MSR can recommend changesof organization: consolidation, dissolution,
merger, establishment of a subsidiarydistrict, or the creation of anewagencythat typically
involves a consolidation of agencies. Thosechangesof organizationmayalso require an
environmental review, a propertytaxsharing agreement, andan election.
1.4-Sphereof Influence
TheSOI isdefinedas"aplanfortheprobablephysicalboundariesandserviceareasof alocal
agency"(GovernmentCode56076).TheSOIrepresentsoneof themost important tools
LAFCOusesto"carryout itspurposesandresponsibilitiesforplanning andshapingthelogical
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andorderlydevelopment andcoordinationof localgovernment agencies"(Government Code
Section56425).
CKH requires LAFCO toadopt anSOI for eachcityand special district inthe County. TheSOI
serves muchthesamefunctionfor LAFCO asgeneral plans servefor cities and counties: it
guidesthe Commission in itsconsiderationof annexations and other formsof reorganization.
Thesphererepresentsthe logical extent of the agency'sboundaryinthenext 5 to10 years.
However, since LAFCO is requiredtoupdate andreviewthe sphereevery5 years, thesphere
in all practicalityhas a5-year planning horizon.When adopting the 501, the Commission must
makethefollowing determinations:
Present andplannedlandusesinthearea. Thisconsistsof areviewofcurrent and
plannedlanduses, includingagriculturalandopen-space, basedonplanning
documents.
Present andprobable need for publicfacilitiesand services. This includes a
reviewof theservices available in the areaandthe needfor additional services.
Present Capacityof PublicFacilities. Thissectionincludesananalysisof the
capacityof publicfacilities andthe adequacyof public services that thedistrict
provides or is authorized toprovide.
Social or economiccommunities of interest. Thissection discussesthe existence
of anysocial or economic communitiesof interest in theareaif theCommission
determinesthat theyarerelevant tothedistrict.These areareasthat maybe
affected byservices provided bythe District or maybe receiving services in the
future.
Present and probableneed for servicesto disadvantaged communities. Beginning
July1, 2012the commission must alsoconsiderservices to disadvantaged communities
which are definedaspopulated areaswithin the SOI whose median household income is
less thanor equal to80percent of thestatewide median income.
A SOImaybe amendedor updated. An amendment is arelativelylimited changetotheSOI
to accommodateaspecific project. Amendmentscan add or removeterritory, address a
changein provision of services byan agency, or revise a planfor serviceswhen it becomes
impractical.
An updateis acomprehensive reviewof the SOI that includesthemapand relevant portions of
one or more MSRs. Thereviewallows for the identification of areasthat are likelytoreceive
services and toexclude those territoriesthat arenot or will not be served in theSOI.
1.5-CaliforniaEnvironmentalQualityAct
Public Resources CodeSection 21000, et seq., alsoknown as theCalifornia Environmental
QualityAct (CEQA), requires public agenciestoevaluate the potential environmental effects of
their actions. ThisMSR is exemptfrom CEQAunder Class 6categorical exemption. CEQA
Guidelines Section 15306 statesthat “Class 6consists of basicdatacollection, research,
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experimental management, andresource evaluation activities that donot result in aseriousor
major disturbancetoanenvironmental resource.”
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2: Executive Summary
2.1 -TheMunicipal ServiceReview
Thefundamentalrole of a Local AgencyFormation Commission (LAFCO) is toimplement the
Cortese-Knox-Hertzberg(CKH) LocalGovernment Reorganization Act of 2000 (Government
Code Section 56000, et seq.), providing for the logical, efficient, andmost appropriateformation
of localmunicipalities, service areas, and special districts. The CKHrequires all LAFCOs,
including Solano LAFCO, to conduct a Municipal Service Review(MSR) prior to updatingthe
spheres of influence(SOI) of thevarious cities and special districtsin theCounty(Government
Code Section 56430). CKH requiresan MSR and SOI update every5 years.
This MSR will provide Solano LAFCO with an informational document andmake determinations
for each of theseven elementsprescribed byCKH. Thereport contains one sectionfor eachof
thefollowing seven elements asprescribed byCKH:
1. Growthand PopulationProjectionsfor the Affected Area. This section reviews
projectedgrowth within the existing service boundaries of thedistrict andanalyzes the
district’s planstoaccommodatefuturegrowth.
2. The locationand characteristicsof anydisadvantaged unincorporated
communitieswithinorcontiguoustothesphere of influence. A disadvantaged
unincorporated communityis defined asinhabited territorywith a median household
income of 80percent or less of the statewide median income.
3. Present andPlannedCapacityof Public Facilities and Adequacyof Public
Services IncludingInfrastructure Needsor Deficiencies. This sectiondiscussesthe
services provided including thequalityand theabilityof the district to provide those
services, and it will include a discussionof capital improvement projectscurrently
underwayand projects plannedfor thefuture where applicable.
4. Financial Abilityof Agenciesto Provide Services. This sectionreviews thedistrict’s
fiscal dataandratestructuretodetermineviability and abilitytomeet service demands.
It also addressesfundingfor capitalimprovement projects.
5. Status of andOpportunitiesfor Shared Facilities. Thissectionexamines efficiencies
in service deliverythat could include sharing facilities with other agenciestoreduce
costsbyavoiding duplication.
6. Accountabilityfor CommunityService Needs, includingGovernmentStructure
and Operational Efficiencies. Thissectionexaminesthe district’scurrent government
structure, andconsidersthe overall managerial practices. It also examines howwell the
each district makesitsprocessestransparenttothe public and invites andencourages
public participation.
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7. Matters RelatedtoEffective or Efficient Service DeliveryRequired byCommission
Policy. This section includes a discussion of anySolano LAFCO policies that may
affect the abilityof eachdistrict toprovide efficient services.
TheMSR is used toexamine theoperations of alocal agency, identifyagencies unable to
perform theirmandatedservices, or identifyways toprovide more effective, efficient services.
Government Code Section 56375 allows LAFCO totake action onrecommendationsfoundin
the MSR, such as initiating studiesfor changes of organization, updating the SOI, or originating
a change of organization.
TheMSR also provides the necessaryinformation tohelp LAFCO make decisions on a
proposed SOI update. In evaluating the SOI, theMSR provides the information necessaryto
determine if theagencyhas thecapabilityto serve a larger area.
CaliforniaEnvironmental QualityAct
This MSR is exempt from CEQA under Class 6categorical exemption. CEQA Guidelines
Section 15306statesthat “Class 6consistsof basic datacollection, research, experimental
management, andresource evaluation activities that donot result in aserious or major
disturbancetoan environmentalresource.”
2.2-CityProfile
Suisun Citywas established in 1868. In1869, theTranscontinental Railroad connectedto
Suisun City, creating an ideal locationfor commerce andtransportation between the BayArea,
Sacramento, andthe Sierra Nevadafoothills. It was thefirst train stop in Solano County,
California, and isstill theCounty’s onlypassenger rail stop asof thewriting of this document.
Inthe 1960sand1970s,Suisun Cityexperienced rapidgrowth astheSanFrancisco BayArea's
suburbanring expandedtoformerlyrural SolanoCounty. Most of that growth was east of the
historic Downtown in suburban style single familyneighborhoods. Inthe1960s, Interstate 80(I
80) was constructedtwo miles outsidetheCity, which shifteda substantial amount of regional
‐ ‐ ‐ ‐
commercial trafficfrom StateRoute12(SR 12) tothe newfacility.
TheCitybeganasubstantial redevelopment project inthe1990’s and 2000’s to upgradethe
historic citycenter andthe waterfront. The Cityreplaced dilapidated housing and built new
affordable units, the Civic Center, theNelson CommunityCenter, the Lambrecht Sports
Complex, and Suisun CityLibrary. Funding created bybondingfor the increased property
values was provided tothe Fairfield Suisun Unified School District to helprefurbish or rebuild
everyschool campus inSuisun City. Crimedropped by60 percent and newbusinesses,
‐
restaurants, and housesbrought people toDowntown Suisun City. Withthe adoption of thefirst
structurallybalanced budget in 2015-16, and development opportunities onthehorizon, the City
of Suisun Citylooksforwardto anticipatedgrowth in thefuture.
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2.3-Growth and PopulationProjections
Theestimatedpopulation of Suisun Cityin 2014was 28,549. Thepopulation can be expectedto
growbetween 4 and 4.5% to between 29,235 and 29,800by2020, basedonrecentgrowth and
ABAG projections. At buildout in 2035theGeneral Plan projectsa population of 32,400.
2.4-Disadvantaged Unincorporated Communities
There are nodisadvantagedunincorporatedcommunities within or contiguous tothesphere of
influence.
2.5-Presentand Planned Capacityof Public Facilities
Animal Control
TheCityis one of five cities that provides animal controlthough anagreement with Humane
Animal Services. The Cityhas signedamemorandum of understanding (MOU) with Benicia,
Dixon, Fairfield, Rio Vista, Vacaville and Solano Countyfor themaintenance and operationof
the Claybank animal shelter in Fairfield.
Current capacityof animal controlfacilities accommodates141caninekennels and 77feline
catterycages. Theexpansion of thefacilitywill result inthe additionof 128caninekennels and
69 catterycages, andoverall increased holding capacityof thefacilities.
Fire
TheSuisun CityFire department is staffed byaFire Chief, two Captains and 38 volunteers.
Withthis staffingthe department runsoneengine24/7 anda second engine 70% of thetime.
Thedepartment operatesfrom asinglestation at621 Pintail Dr.
Thefiredepartment provides basic life support and contractsfor advanced lifesupport with
Medic Ambulance. Over thelast three yearsthedepartment hasresponded to1,799, 1,922,
and 1,915callsfor service. Most of thecalls arefor rescue andEMS. TheCityhas mutual aid
agreements with all other departmentsinthe County.
TheCityCouncil has setagoal of aresponsetime of 5minutesor less 90% of thetime. The
Cityis currentlystriving to meet thatgoal.The Cityhas received anInsurance Services Office
(ISO) rating of 3out of 10 with an ISO rating of 1being the best.
TheCityplans tobuild two newfirestations,to accommodateexpectedgrowth. Oneof thenew
stationswill replace an existing one.
Law Enforcement
TheSuisun CityPolice Department operatesfrom twofacilities, amain location next to CityHall
and theBurdick CenterSubstation which housesrecords. In2014thestaffing ratio was 0.75
sworn officers per thousand residents, responding toan average of 909 calls each. Average
responsetimerangedfrom 3minutes 10secondsfor Priority1callsfor service with an
immediatethreat topeople and propertyto 4minutes 7secondsfor Priority4 callsfor service
for latereports of crimesor assistance withgeneral questions.
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Parks and Recreation
TheCitymaintains over100 acresof parkland that includestwo communityparksof 10to 38
acres, eleven neighborhood parksof 1to6 acresandfivemini/pocket parksof 0.1to 1.1 acres.
TheCityalso operates acommunitycenter, a senior center, aboat launch,a communitytheater
as well as system of hiking and biking trails.Thecityhas establisheda standard of 3acres of
parkland per thousandresidents. Theycurrentlyexceed the standardwith an average of 3.4
acres per thousand.
TheCityfunds newfacilities throughdevelopment agreementsandimpact fees. Thecityis in
the processof updating its development impact fees.
PublicWorks
ThePublicWorks andBuilding Department isresponsiblefor local streetssystem within the City
of Suisun City. Thepavement condition indexisa wayto measurethe conditions of roadways.
TheCityhas anaveragePCI of 56which is consideredfair condition.
TheCityalso maintainsClass I, ClassII and Class III bikeways. The Cityis seeking additional
funding toimprove local routesand connectionswith regional bicycle and pedestrian travel
ways. Several additional bikeroutesareplannedto improve connectionswith Suisun Cityand
totherest of theregion.
Suisun Cityis served byAmtrak, Greyhound, RioVista Breeze busservice and byFairfield and
Suisun Transit (FAST) services. FAST operatesfour local and oneintercityroutethrough
Suisun City. Theintercityroute is line 90, which connects SuisunCitytothe BayArea Rapid
Transit (BART) commuter rail system. FAST alsooperates demand response paratransit
service in the SuisunCityand Fairfield areas. The local bus system isprojectedtobeable to
‐
accommodateanticipatedgrowth inridership. Thoughintercitybusesruncloser to capacity,
with thepurchaseof newbuses inthenearfuture, theysimilarlywill be able tomanage
perceived growth, aswell.
SolidWaste
Suisun Citycontracts with Republic Servicesfor collection of solid waste, yard waste and
recyclable materials. Solid waste is transportedtothePotreroHills Landfill. The landfill hasthe
capacityof 55.865million cubic yards. It currentlyhas 33.815million cubic yards available and
not expectedtoreachcapacityuntil 2045.
Stormwater
TheCity’s storm drainage system can protect thecityfromflooding during a 100year storm
event throughfour pumping stations located strategicallythroughout the City.
Wastewater
TheCityand FSSD jointlyoperate andmaintain the wastewater collection system that serves
the City. FSSD owns and operatesthetrunk sewer system, which includes all 12-inch and
larger sewers andthemajor pumpstations andforcemainsthat conveywastewater tothe
District’s wastewater treatment plant.Wastewater flows bygravityor is pumped bysmaller
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stationstofour major pump stationswhich pumpwastewater tothetreatment plant.
Suisun Cityis served bySuisun Pump Station and three smaller stations: Lawler I Pump
Station, Lawler II PumpStation, and CrystalStreet Pump Station. Capacityat the SuisunPump
Station was recentlyupgradedto acapacityof 38.3 MGD. Typical dryweatherflowis 8.1mgd
and wet weather flowis27 mgd. Withthe smaller pump stationsthere issufficient capacity.
TheFSSD recentlycompleted atreatment plant expansion that increasedtheaveragedry
weather capacityfrom 17.5to 23.7mgd andreliable peak flowcapacityfrom 34.8to 52.3mgd.
Water ‐
Suisun Cityand Solano Irrigation District (SID) formed aJoint Exercise of Powers Agreement in
1976 toprovide a long term water supplyfor theCity. In 1990, the partnership becameafull
Joint Powers Authoritynamedthe Suisun SolanoWater Authority(SSWA). Water sources are
‐
primarilysurface water from the Solano Project and theStateWater Project.
‐
TheCitycurrentlyserves 8,100connections. Thetotal projectedwater demand at buildout of
the 2035General Plan would be approximately4,251 acre-feet per year (AFY) while the
estimated normal year supplyin 2035 is 8,035AFY. Water demandis anticipatedto beless
than available water supplies through2035 in normal water years.Water supplyin single- dry
and multiple-drywater years isinsufficient tomeet demand within theSSWAservice area over
the 20-year planning period. Ajoint powers agreement between SID andSuisun Cityensures
that water will be providedfrom theSIDwater supplies and thereforetherewill be sufficient
water supplies tomeet demands.
The Cityoperatestwo treatment plants at Cement Hill and GregoryHill with a combined
capacityof 10.56 MGD. TheCityalso maintainsfour storagetanks with acapacityof 6.5million
gallons.Thesefacilitieswould provide a peakingstorageof 20% and anemergencystorageof
approximatelyonefull anticipatedmaximum daydemand. Theyalso providefirestorageof
420,000gallons.
2.6.-Financial Abilityto ProvideServices
Over thepast threeyears thestructural status of theGeneral Fund hasevolved, trending from
significant structural deficitsto amodest structural surplus in FY2015-16. Although
expenditures have increasedfrom about $10million to about $11million, revenues, including
transfersin, increasedat a slightlyhigher rate, from approximately$9.6million to about $11
million for FY2015-16.
Vehicle licensefees, propertytaxandsalestaxaccount for alarge portionof revenues.
Building and public works, lawenforcement, anddevelopment services account for 30%, 27%,
and 18% of expenses respectively.
The2015-16CIP includes 18 projectsover the span of five years. Over 69 percent of all project
funding is devotedto Public Infrastructure projects. Sourcesforfunding CIP include eight
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maintenanceassessment districts, Mello Roos districts, AB 1600fees, sewer andwater
connectionfees, development agreements andstate andfederalgrants.
TheCityof SuisunCityhasfive enterprisefunds, alsoknown as internalservicefunds. The
internal servicefunds are composed of the Motor Vehicle Repair, Motor Vehicle Replacement,
Network Maintenance, PublicWorksOperating Costs, andtheSelf- Insurance Funds,
respectively. Inthree of the last 5years expenses have exceeded revenues, but it is difficult to
tellfrom thedatawhether ratesaresufficientfor services provided.
2.7-Statusand Opportunities forShared Facilities
TheCityworkscooperatively with other cities andtheCountytoprovide more efficient services.
TheCitycollaboratesformost services. Theyparticipate inthe Humane Animal Services
contract for animalcontrol. Theyhave mutual aid agreementswith surrounding agenciesfor fire
services. Theyprovide transportationservices byparticipating in theSolanoTransportation
Authority. Some parksand recreationservicesare provided by working with state andfederal
agenciesthat manage Suisun Marsh. TheCitysharesthe Potrero Hills Landfillfor solid waste
disposal with other citiesin theregion. Theywork with the FairfieldSuisun Sewer District to
provide wastewater treatment and with theSuisun-SolanoWater Authorityto provide water.
TheCitycontinuesto analyze opportunitiesto improve upon operational efficiencyand the
utilization of resources.
2.8-Government Structureand Accountability
Suisun Cityis ageneral lawcitygoverned byafive member citycouncil. Council members are
elected at largetofour year staggeredterms. The Mayor is electedseparatelyfrom the council
to afour year term. Council meetingsareheld onthefirst andthirdTuesdayat 7 pm at cityhall
council chambers. Meetingsarenoticedaccording totheBrown Act,televised live, and
recordedfor the archive. Tapes of meetingsareavailable to thepublic.
Residents areappointedtothe Planning Commission and theParks andRecreation
Commission. ThePlanning Commission consistsof sevenmembers appointedtofour year
staggeredterms. TheParks andRecreation Commissionconsistsof five membersappointedto
staggeredterms.
TheCitycommunicateswith residentsthroughitswebsite. Thewebsite communicates
upcoming events, publicmeetings, andallows residents topaytheir water bills.
TheCityManager oversees sixdepartments, administrative services, police, fire, public works,
recreation andthedevelopment services. TheCitystaff includes77 permanent paid positions
and 83temporaryandvolunteer positionsfor atotal of 160. Staffing hasremainedfairly
constant over that last three years.
2.9-LAFCOPolicies Affecting Service Delivery
TheCitywill be affectedbyLAFCO’s Sphere of InfluencePolicyand theeleven standards
adoptedfor evaluating proposals that are submittedfor LAFCO review.
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3: City Profile
Suisun Citywas established in 1868. In1869, theTranscontinental Railroad connectedto
Suisun City, creating an ideal locationfor commerce andtransportation between the BayArea,
Sacramento, andthe Sierra Nevadafoothills. It was thefirst train stop in Solano County,
California, and isstill theCounty’s onlypassenger rail stop asof thewriting of this document.
Thetrain depot openedin 1914. Historichomesare locatedthroughout theOldTown area,
including theLawler House, which nowhouses an art gallery, but was built in 1857asaranch
house onthe landnowoccupied byDover Terrace South. TheLawler House was moved toits
current location byatrack and barge in1979.
Inthe 1960sand1970s,Suisun Cityexperienced rapidgrowth astheSanFrancisco BayArea's
suburbanring expandedtoformerlyrural SolanoCounty. Most of that growth was east of the
historic Downtown in suburban style single familyneighborhoods. Inthe1960s, Interstate 80(I
80) was constructedtwo miles outsidetheCity, which shifteda substantial amount of regional
‐ ‐ ‐ ‐
commercial trafficfrom StateRoute12(SR 12) toI-80.
In 1987, the SanFrancisco Chronicle labeled Suisun Cityasthe worst cityin theBayArea.The
City was spending about 70 percent of itsentirepolice budget ontheCrescent neighborhood,
and thehistoricwaterfront was an industrial backwater with little to nopublic access. Asa
result, theCitydesignated aredevelopment zoneto promoterevitalization throughout the 1990s
and theearly2000s. Using tools of redevelopment first createdin the1940s, Suisun City
invested $65 million in blight elimination andinfrastructureimprovements, including construction
of the entire Marina andPromenade. TheCityreplaced dilapidated housing and built new
affordable units, the Civic Center, theNelson CommunityCenter, the Lambrecht Sports
Complex, and theSuisun CityLibrary. Funding createdbybondingfor the increasedproperty
values was provided tothe Fairfield Suisun Unified School District to helprefurbish or rebuild
everyschool campus inSuisun City. Crimedropped by60 percent and newbusinesses,
‐
restaurants, and housesbrought people toDowntown Suisun City.
Due in combination tothe “Great Recession” from 2007-2009, thelingering subsequent
economic climate, andthe dissolution of the Redevelopment Agencyin 2011-12 economic
growth in theCityhas been stunted inrecent years. However, with the adoption of thefirst
structurallybalanced budget in 2015-16, and development opportunities onthehorizon, the City
of Suisun Citylooksforwardto anticipatedgrowth in thefuture.
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Exhibit 1: City of Suisun City Boundary and Sphere of Influence Map
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Source: AECOM 2011
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CITYOFSUISUNCITYMUNICIPALSERVICESREVIEW
June13,2016
SphereofInfluenceChanges&Annexations
Exhibit 1 shows SuisunCity’s current Sphereof Influence. Table 3-1 summarizes changesand
amendmentstotheCity’s Sphereof Influence:
Table 3-1 Amendments toSuisun City's Sphere of Influence
Year Name Description
1973 Sphere of Influence adopted General Plan andZoning Map Update
1986 Amended Year of original MSR/ CAP
In March, 1992, theSolano County
Sphere of Influence LAFCo approved atransfer of 1,600acres
1992
Transfer from the Cityof Fairfield's SOI tothe City
of Suisun City'sSOI.
Source:SuisunCityMSR2005.
As of January1, 2016, thegrossareaof the Cityof Suisun Cityis approximately4.1square
miles (2,624 acres), including 1,902 acresof land, 675 acresstreets/ highways, and 47acresof
water. Belowis atable displaying boththeannexations toanddetachmentsfrom the Cityof
Suisun City.
Table 3-2 Annexationsto andfrom the Cityof Suisun City
Year Annexation Name Land Use Acres
1986 FairviewRanch Mixed Use 22
1986 Lawler Ranch Mixed Use 334
1986 Bidstrup Mixed Use 109
1987 Blossom Heights Medium DensityResidential 14.6
1989 RR Ave/WorleyRoad Commercial 7.9
1989 Ables Annexation Service Commercial 2.58
1997 PetersonRanch Mixed Use 180
2006 FrontageRoad Detachment Detachment -2.46
Light Manufacturing
Fairfield-Suisun Swap
2006 (Detachment) -5.68
2006 Fairfield-Suisun Swap Commercial Service 3.33
Total Land Annexed Since 1986 CAP 665.27
Source:SuisunCityMSR2005;PetersonRanchAnnexationDocuments;May9,2006StaffReportby
JohnKearns.
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4: Growth and Population Projections
TheCity’s population grewsignificantlyfrom apopulation of 2,917in 1970toa populationof
22,686 in 1990. Inthe 2000s, the City’s percentchangein populationfollowed that of Solano
Countyas a whole. According tothe2010 Census, Suisun’s populationwas 28,111and in2014
was estimatedat 28,549. Basedonthe 2010Census thepopulation inSuisun Citygrew1.6%
or 0.4% annually. That projectstoa populationof 29,235in 2020.
Table 4-1 PopulationGrowthin SuisunCityand Solano CountySince 1970
Year Suisun City Solano County
Population Percent Population Percent
Change Change
1970 169,941
2,917
1980 11,087 280% 235,203 38%
1990 22,686 83% 340,421 45%
2000 26,118 15% 394,542 16%
2010 28,111 7.6% 413,344 4.8%
2014 28,549 1.6% 424,223 2.6%
Source:AssociationofBayAreaGovernments(2015a,2015b)
ABAG preparespopulation projectionsfor the nine BayArea counties andtheir
jurisdictions. ABAG projectsthat between the year 2010and 2040, Solano County’s
population will increaseby23.8 percent, which is slightlyhigher thanSuisun City’s
projected population increase of 19.9percent. Asseen inTable4-2, ABAG population
projections are slightlyhigher thanthemost recent trend. ABAG projects Suisun’s
population in 2020to be29,800 comparedto 29,235 projectedbythemost recent
growth.
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June13,2016
Table 4-2 Solano Citiesand CountyPopulation Projections2010-2040
Percent Average
Change Annual
Community 2010 2015 2020 2025 2030 2040 Between Percent
2010 & Change
2040
Benicia 26,997 27,600 28,300 29,000 29,700 31,400 16.3% 0.54%
Dixon 18,351 18,700 19,000 19,400 19,800 20,700 12.8% 0.43%
Fairfield 105,321 111,500 117,900 124,400 131,400 146,500 39.1% 1.30%
RioVista 7,360 7,500 7,900 8,300 8,400 8,800 19.6% 0.65%
SuisunCity 28,111 28,900 29,800 30,700 31,600 33,700 19.9% 0.66%
Vacaville 92,428 95,300 98,200 101,700 105,500 109,700 23.3% 0.78%
Vallejo 115,942 118,100 121,000 124,200 126,200 128,600 13.7% 0.46%
Unincorporated 18,834 19,700 20,600 21,500 22,600 23,700 31.1% 1.04%
SolanoCounty 413,344 427,300 442,700 459,200 475,200 511,600 23.8% 0.79%
Source:CityofSuisunCity(2015a).
General Plan BuildoutEstimates
The2035GeneralPlan could accommodateatotal population of approximately32,400at
buildout. Thisisjust belowABAG’s projected 33,700 population estimatefor theCityof Suisun
in 2040. It should be noted however, that thesenumbersareonlyestimates and projections
and variousfactorsmayalter the outcomes.
Determinations:
4.1 Theestimatedpopulation of Suisun Cityin 2014was 28,549.
4.2 Based on recent growth and ABAG projections, over the term of this service review, the
population can beexpected togrow4-4.5% (29, 235- 29,800) by2020.
4.3 At buildout in2035, theGeneral Plan projectsapopulation of 32,400.
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June13,2016
5: Disadvantaged Unincorporated Communities
TheCommissionisrequiredtoprovidewrittendeterminationswithrespecttothelocationand
characteristicsofanydisadvantagedunincorporatedcommunities(DUC)withinorcontiguous
tothesphereofinfluence.TheCaliforniaGovernmentCodeSection56033.5definesa
disadvantagedunincorporatedcommunityasaninhabitedterritory(12ormoreregistered
voters)withanannualmedianhouseholdincomethatislessthan80percentofthestatewide
annualmedianhouseholdincome(MHI).
WhilenotlocatedwithintheCity’ssphereofinfluence,theCommunityofTolenascanbe
consideredanislandterritory. Anislandterritoryisdefinedasanyinhabitedand
unincorporatedterritorythatissurroundedorsubstantiallysurroundedbyoneormorecities
andacountyboundary. TolenasisborderedbySuisunCityonthewest,south,andeastandby
theCityofFairfieldtothenorthandthereforemeetsthedefinitionofanislandterritory.
ShouldanislandterritoryhaveanannualMHIthatislessthan80percentofthestatewideMHI,
theislandterritoryisthenconsideredaDUC.
AccordingtotheU.S.Census,theMHIfortheStatein2014dollarswas$61,933. Forthesame
period,theMHIfortheTolenascommunitywas$76,100. SincetheincomeforTolenasis
greaterthanthestatewideMHI,theTolenascommunityisnotconsideredaDUC.
Determinations:
5.1 There are nodisadvantagedunincorporatedcommunities within or contiguous tothe
sphere of influence.
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6: Present and Planned Capacity of Public Facilities
Theservices available to theresidents andbusinesses of the Cityof Suisun Cityare provided
largelybythe City, like LawEnforcement, and inpart, throughvarious partnershipswith other
local governmental agencies and authorities. For example, theprovision of water service within
the City’s jurisdiction is acombinedeffort of boththe Cityand theSolano Irrigation District (SID),
a localgovernment agency, composing theSuisun-SolanoWater Authority.
6.1-AnimalControl
Suisun Cityis one of five cities contractedwith Humane AnimalServices (HAS), anon-profit
organizationfor animal control within the City. Shelter services areprovided at Solano County
Animal Care Services at the Claybank Facility, located in Fairfield, andtheSPCA of Solano
County, an independentlyfunded, non-profit animal shelter, locatedin Vacaville.
On December 30, 2012, the City, along withthe cities of Benicia, Dixon, Fairfield, Rio Vista, and
Vacaville, and Solano County, entered aMemorandum of Understanding onthe provision of
animal careservices inthe County. As stipulatedin theMOU, through2027 theCity, will
contributepayproportional tothe net cost of themaintenanceand operationfor the expansion
of the Claybank Facilityin Fairfield. Theexpansion of thefacilitywill guaranteethe continued
provision of humaneservices to theanimalsmaintained on site andtobetter serve thepublic in
general.
Current capacityof animal controlfacilities accommodates141caninekennels and 77feline
catterycages. Expansion of thefacilitywill result in the additionof 128 canine kennelsand 69
catterycages, and overall increased holding capacityof thefacilities.
Determinations:
6.1TheCity isoneof fivecitiesthat providesanimal controlthoughanagreement with
HumaneAnimal Services.
6.2TheCityhas signeda MOU with Benicia, Dixon, Fairfield, Rio Vista, Vacaville and Solano
Countyfor themaintenance and operationof theClaybank animal shelter in Fairfield.
6.3 Current capacityof animal controlfacilities accommodates141 caninekennels and77feline
catterycages. Theexpansion of thefacilitywill result inthe additionof 128caninekennels and
69 catterycages, andoverall increased holding capacityof thefacilities.
6.2-Fire
TheFire Department currentlyhas onestation located at 621Pintail Drive in Suisun City, atthe
SouthWest corner of Pintail and EastWigeon. The station housesone65’ water tower/ ladder
and threetype 1 engines, with a small rolling stock parkedoutside.
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TheSuisun CityFire Department is staffed with dedicated volunteersthat provide fire protection
and emergencymedicalservices totheresidentsof Suisun City. Thedepartment containstwo
divisions: FireOperations and EmergencyPreparedness. Service areas includefire
suppression, emergencymedicalresponse, andfire prevention, aswell as preparationfor and
responseto natural andhuman-caused disasters. The Department alsoresponds topublic-
assist calls, supportspublic educational programs in theCity’s schools and managesthe public
nuisance weed abatement program within the City. The Cityfire department serves a
population of about 28,549 in a 4.1squaremile area.
Paid staff, with responsibilityfor themanagement of the Department, includes theFire Chief and
two Fire Captain-StationOfficer positions. Thirty-eight volunteers staff one engine 24 hoursper
day, 7 days per week with aminimum crewof two. About 70% of thetimetherearevolunteers
to staff two enginesor anengine andthetruck.This allows us torespondto two calls at once
and better servethe needs if thecommunity.
In 2014, the fire volunteers worked 4,292 - 12 hour shifts, for a total of 51,504 staff hours on
duty. They responded to 1,674 emergency responses for a total of 37,450 staff hours of on-
scene time. Additionally, volunteers participated in 1,555 classes and drills, for about 2,810
hours.
Thefiredepartment provides “Basic LifeSupport” (BLSEMT1) service with “Advanced Life
Support” (ALS) provided bya countycontract with Medic Ambulance. TheFire Department
responds with cardiac defibrillator capabilitiesto stabilize patients, andtheMedic paramedics
respond with theadvanced capabilities within nine minutes.
Equipment
As of March 2016, of thenine Fire Department service vehicles, seven are dueto bereplaced.
Most of these units are past their service replacement dates. Althoughthere isn’t a concrete
replacement timetablein place, Type 1engine isscheduledfor replacement in May2016.
InsuranceServicesOfficePublicProtectionRating
TheInsurance ServicesOffice(ISO) is anindependent companythat serves insurance
companies, communities, fire departments, insurance regulators, andothers byproviding
information about risk. The ISO Public Protection Classification (PPC) surveys recognize only
fire protection capabilities astheyrelatetofire suppressionfor commercial properties. PPC
gradesrunfrom 1—which represents superior propertyfireprotection —to 10 —which
indicates that the area’sfire-suppression programdoes not meet ISO’sminimum criteria. Upon
evaluation in 2013, theSuisun CityFire Department received an ISO rating of 3, upfrom the
previous rating of 4.
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Table 6-1 Suisun CityFire Department Callsfor Service
2012 2013 2014
Fire 66 70 67
Explosion 1
Rescue & EMS 1,369 1,460 1,394
Hazardous 18 12 26
Conditions
Service Call 139 163 178
GoodIntent Call 142 142 165
False Alarm/False 58 72 79
Call
Special Type 7 2 6
Total 1,799 1,922 1,915
Source:FireDepartmentIncidentReports(2012-14).
In the 1990s, the City Council adopted the national response criteria for fire response. That goal
is for responses to be on-scene within five minutes, 90% of the time. During most reporting
quarters, thefire department does not meet thisgoal in responses totheOld Town area and the
PetersonRanch area.
TheDepartment doeshave Mutual Aid Agreements with all other fire departmentsinthe
County. Inthe event that additional assistanceisneeded, fire departmentswithin the County
have agreeduponmutual aid. TheCityof Fairfield, tothe north, istheonlypaid department
that would be able toquicklyrespondtothe City. The other close department, theSuisun Fire
Protection District, is composed of volunteers. Whiletheywill respond, theymust assemble a
crewwith pager recall beforeresponding. Cordelia, Vacaville, Rio Vista aregenerallytoofar
awayfor afirst response(5:00min) capability.
Analyzing areas in which responses over 5 minutes occur, it is clear that the following areas are
currentlyoutside therecommendedstandards:
From Marina and Hwy12 southand west
A pocket near Marina Boulevard and Railroad Avenue
North andeast ofWalters and Pintail(Petersen Ranch & Montebello Vistasubdivisions)
A small area inthe southeast corner of Lawler Ranch.
In addition, some of these areas are, or have been designated as high-density residential,
commercial, and light industrial, which tend to require more responses than regular residential
areas.
Goingforward, the Citywill consider sites andseekfunding forthe construction of two fire
stationsthat would serve existing andnewdevelopment accommodatedunder the 2035
General Plan. It is anticipatedthat thesetwo firestationswill replace theexisting station and
that theremaybe co-location opportunitiesfor other services and orfacilities.
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Determinations:
6.4TheSuisun CityFiredepartment is staffed bya Fire Chief, two Captains and 38volunteers.
Withthis staffingthe department runsoneengine24/7 anda second engine 70% of thetime.
Thedepartment operatesfrom asinglestation at621 Pintail Dr.
6.5Thefiredepartmentprovides basic lifesupport and contractsfor advanced life support with
Medic Ambulance. Over thelast three yearsthedepartment hasresponded to1,799, 1,922,
and 1,915callsfor service. Most of thecalls arefor rescue andEMS. TheCityCouncil has set
agoal of aresponsetime of 5minutesor less 90% of thetime. The Cityis currentlystriving to
meet that goal. TheCityhas received anInsurance Services Office(ISO) rating of 3out of 10
with anISO rating of 1being the best.
6.6TheCityhasmutualaid agreementswith all other departmentsin theCounty.
6.7TheCityplans tobuild two newfirestations, to accommodate expectedgrowth. One of the
newstations will replace an existing one.
6.3-Law Enforcement
ThePolice Department provides lawenforcementservices tothecommunityby wayof
uniformedpatrol officers. Currentlythere aretwo facilities maintainedwithin theCityto provide
lawenforcement services. Adjacent toCityHall, themain policefacilityhouses all Police
Department personnel. Thesecondfacilityis theBurdick Center, asubstation primarilyused to
housefiles andprovide aconvenient location onthe Eastern portion of theCityfor officersto
write reports or conductphonefollow-up. TheBurdick Center Substationis locatedat 1101
Charleston Street.
Full-time budgeted staffing within the Police Department is composedof 1 Chief of Police, 1
Police Commander, 4 Police Sergeants, 17Police Officers, 7 Communications/Records
Technicians, 3 CommunityServices Officers, and1 Administrative Assistant.
ThePolice Department staffs 1full-time Detective whose primaryresponsibilityis the
investigation of major crimes. ThePolice Department also employs 1full-time SchoolResource
Officer, (added position in 15/16FY), who is responsiblefor onemiddle school and three
elementaryschools. Inaddition, thePolice Department has5police officers assignedtothe
Solano CountyMobile Field ForceTeam (ancillaryduty), 2police officersassignedtothe
Solano CountySpecial Weapons andTacticsTeam (ancillaryduty), and1 police officer
assignedtotheSolanoCountyHostage NegotiationsTeam (ancillaryduty). TheDepartment
has 2 CommunityServices Officesassignedfull-timeto CodeEnforcement, and1 assignedto
Property& Evidence.
ThePolice Department operatesand staffsa 24/7/365 emergencyandnon-emergencydispatch
center. The Supervising CommunicationsRecordsTechnician and Communications Records
Technicians areresponsiblefor call-taking, dispatching of personnel, providing assistanceto
citizens entering thefront lobbyof thePolice Department, recordsmanagement, anddataentry.
In 2014thedispatchcenter answered 34,450non-emergencytelephone calls and 10,710
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emergency911calls. Inaddition, thedispatch initiated 24,532outgoing calls. Thesearecalls
that areinitiated bya Police dispatcher tophonenumbersoutside thePolice Department.
Intotalthereare23sworn officers. In2014, thePolice Department had aratio of 1sworn
officer per 1,329 personsor 0.75sworn officersper thousandresidents. The department staffs
between 3 and 5swornofficers per shift. As aresult of natural attrition, mandatedtraining, and
accrued leave, the actualnumber of officers handling callsfor service on averagefalls to
minimum staffing levels. Suisun CityPolice Department Policy Manual defines staffing levels
for theDepartment. Policy# 216.1 identifiesminimum staffingfor apatrolshift as 1supervisor
and 2 officers. During 2014, the Police Department maintainedthefollowing averagesin
responsetocallsfor service.
Table 6-2 Suisun PD Response Timesfor Service
Priority Average Time Until Average Officer
Level Call is Dispatched Response Time
1 46 Seconds 3 Minutes 10
Seconds
2 2 Minutes 40 4 Minutes 29
Seconds Seconds
3 5 Minutes 3 Seconds 4 Minutes 40
Seconds
4 9 Minutes 15 4 Minutes 7 Seconds
Seconds
Source:SuisunCityChiefofPolice,TimMattos(December2015).
Prioritylevels are defined asfollows:
Priority 1: In-progress callsfor service with an immediatethreat topeople
and or property.
Priority 2: Noimmediatethreat, however an expedited response is
required.
Priority 3: In-progress incidents which do not poseathreat to peopleand/
or property.
Priority 4: Latereportsof crimes or assistancewithgeneralquestions.
In 2014Police Officersresponded to8,976citizen initiated callsfor service, initiated5,828traffic
enforcement stops, andconducted 5,182officer initiate contacts, resulting in an averageof 909
calls per officer. PoliceOfficersarrested1,867 adults and 138juvenile offenders, and
completed3,939writtenpolice reports. Atotal of 1,359trafficcitationsand2,115
parking/mechanical citations were issued. CodeEnforcement Officersopened atotal of 1,952
newmunicipal code violation cases.
With anticipatedgrowthand possible annexationopportunities, the needfor additional police
services will increase. Subsidized bythe City’s General Fund, additional police department
personnel, bothsworn and non-sworn, will be required in order tokeep pace with development
in order tomeet andmaintain safetystandardsinthe communityand satisfyneeds of theCity.
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Determinations:
6.8Thecitypolice department operatesfrom two facilities, amain locationnext to CityHall and
the Burdick Center Substation which houses records.
6.9 In2014thestaffing ratio was 0.75 sworn officers per thousandresidents, responding toan
average of 909calls each.
6.10 Averageresponsetimerangedfrom 3minutes 10 secondsfor Priority1 callsfor service
with an immediatethreat topeople and propertyto 4minutes7 secondsfor Priority4 callsfor
servicefor latereportsof crimes or assistancewithgeneralquestions.
6.4-Parksand Recreation
TheCity’s Recreation and CommunityServices Department isresponsiblefor providing park
and recreationservicesfor residentsof Suisun City. TheDepartment oversees all City
sponsoredrecreation programsandfacilities. TheBuilding and PublicWorks Department is
responsiblefor themaintenance of Cityparksandrecreationfacilities. Theservice area
boundaryis theincorporated boundaryof theCity.
Parks
TheCitymaintains parksof different sizes, which are distributedthroughout the community. The
Cityhas a total of 100.47acresof active parkland, categorized as a neighborhood parks,
communityparks, or amini/pocket park. This includes 4.07acres of neighborhood parkland in
11 individual parks, 48.0acres of communityparkland in 2 parks, and3.4acres of pocket/ mini
parkland in 5parks. This is aratioof approximately3.4 acresfor every1,000 residents, which
exceeds the National Recreation Association(NRPA) standard of 2.5acres per 1,000
residents.
Communityparks are designedtoserve theneeds of several neighborhoods or thewhole
community. Communityparks provide a varietyof facilities and serve a relativelylarger area
than neighborhoodparks. Lambrecht SportsComplex, in the easternportion of thePlanning
Area, hostsCityand other communityevents. This complexhas 4larger softball/ baseballfields
and 4 softballfields. HeritagePark, located adjacent tothe Joseph NelsonCommunityCenter,
offers alighted softballfield, picnic tables, playground, basketball court, and park paths.
Table 6-3 CommunityParks
Acreage
HeritagePark 10
Lambrecht SportsComplex 38
Source:GeneratedbyCityStaff(November2015).
Neighborhood parks include playareas andfacilities suitablefor informal play, practices, or
scrimmages, aswell as picnic areas,gathering areas, and other passive recreationalfacilities.
Neighborhoodparkscanrangeupto 15acres in land areaand are locatedand designedto
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serve residentswalkingor bicycling from the surrounding neighborhoods.Neighborhoodparks
have a combinationof turf area, benches, barbeques, playgrounds, ballfields, basketball courts,
and other similar facilities.
Table6-4 Neighborhood Parks
Acreage
DayPark 3
Geopp Park 4.3
Harbor Park 1
Hall Park 6
Independence Park 4.67
Lawler Falls Park 3.5
Lawler Ranch Park 10
Linier Park 6.2
McCoyPark 1
Montebello Vista Park 5.1
Patriot Park 4.3
Source:GeneratedbyCityStaff(November2015).
In contrast tocommunityand neighborhoodparks, “mini parks” or “pocketparks” aresmaller in
size and typicallyprovide passive recreational opportunities. TheCityhas smaller parks and
plazas that provide small active spacesand passive areasfor gathering and recreating, suchas
the 1 acreMcCoyCreek Park, the1 acre HarborPark, andthe 1.1 acreWaterfront Plaza.
‐ ‐Table 6-5 Mini Parks ‐
Acreage
Josiah Circle Park 1
Lotzand Main 0.1
Main Street Plaza Park/
1.1
Waterfront Plaza
Merganser Park 0.2
Sheldon Plaza Park/
1
Sheldon Plaza
Source:GeneratedbyCityStaff(November2015).
Park Standards
There are several"standards" of park acreagethat canbeconsidered. Intotal, the previous
tables identifythat theCityof SuisunCityhas atotal of 100.47acres of active communityand
neighborhoodparks, equating toa parksratio of about 3.6 acres/1,000Cityresidents. Asstated
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in the 2035General Plan, the Citywill ensuretheprovision of community,neighborhood, and
smaller parks and plazas at aratio of at least 3acres/ 1,000residents.
OtherRecreationalFacilities
TheCityof SuisunCityRecreation Departmentmaintains pedestrianand bicycle trailsfor
recreational use byresidents andvisitors. Thereare variousmulti usetrails within Suisun City.
Communityfacilities arealso provided throughout theCityto accommodate a varietyof needs,
‐
activities, and populations.
Identified intheCIP in2010- thefollowing parksand recreation projectshave been completed:
CountyBikewayGap Closure Landscaping
Lawler Ranch Falls ParkRepair
GrizzlyIsland Trail Phase I
Senior Center Upgrades
Hall Park Renovations
*CorrespondencewithAssociateEngineer,NickLozano,onDecember22,2015
Goingforward, the Citywill continue to seekfunding tomonitor the useof existing recreational
facilities and programs, to implement appropriateimprovementstoexistingfacilities andto
develop of newfacilities to accommodate demandgenerated under the 2035 General Plan.
Thecitymaypursuethese actionsthrough aParksand RecreationMaster Plan or through
other means.
KROC Center
PreviouslyCityowned and leased tothe YMCA, in theheart of the SuisunCity’s residential
neighborhoodsisthe Salvation Army’s KROC Center. The 65,000 squarefoot Suisun CityKroc
Center isone of 26KrocCentersopen andoperating nationwide. Inline withthe Salvation
Army’s mission, thisfacilityprovides accesstoa varietyof activities at an affordable cost for
communitymembers. As stated inthe2035General Plan, the Citywill continue toencourage a
varietyof safeand positive environmentsfor youth activities through partnerships with a variety
of providers, likethe Kroc Center.
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Table 6-6Other Recreational Facilities
Facility Description
Central CountyBicycle A 17- acre, 4.36mile long, multi-modal pathwaythat
Trail runs south onJepsonParkwayto the intersectionof
PetersenRoad andthenwest connecting tothe
downtown area.
McCoyCreek Trail A 2- acre, 1.59mile long, multi-modal northtosouth
pathway with drinking facilities
Petersen RanchTrail A 6.2 acre, 0.62mile long, park along theeastern
boundaryof the Petersen Ranch development,
walkway, lighting, andbenches.
Joseph Nelson Community Located at 601Merganser Drive, thisfacilityhouses
Center the Recreation andCommunityServices Department.
It also provides alocationfor childrenand adult classes
as well as larger special events.
Municipal Boat Launch A totalacreageof 5.1 acres located onKellogg street in
OldTown Suisun City, including apaylot for parking
boat trailers, restrooms,fish cleaning station, anda
fishing pier. It includes 0.8 acres of turf and picnic
tables.
Senior Center Located at 318Merganser Drive, thisfacilityprovides
an areafor senior citizens tocongregateand provides
special classesfor them. Thefacilityincludes a
kitchen, dining area, andindividual roomsfor classes.
Waterfront Promenade A 2.2 acreareasurrounding the waterfront that
provides walking/ jogging pathsaswell as benches and
on-site lighting.
Harbor Theatre Building Located intheHistoricWaterfront of Downtown Suisun
Cityat 720 Main Street. Thetheatrefeaturesalobby,
full concessions bar, andreception hall along with the
170- seat maintheatre and two rehearsal spaces.
Thesecan alsoberentedfor smaller events.
Source:CityofSuisunCity2035GeneralPlan(2015).
Abilityto Provide Service toNew Growth
TheCityis in a solid position toprovide parksandrecreationservices tonewgrowth as it
occurs. TheCitywill adjust andadapt itsrecreation program tomeet theneeds of existing and
newresidents asthepopulation increases. ThroughtheCity’s Capital ImprovementsProgram,
newparksin newgrowth areaswill be built asnewresidential growth develops.
FundingMechanismsfor Improvement
Traditional and non-traditional funding sources are available to the Citytofinancethe
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acquisition, constructionand maintenance of parkfacilities. TheCityrequires new
developments toprovide orfund, throughpayment of developmentfeesor otherfinancial
mechanismsacceptabletothe City, parkfacilitiesaccording tothe standards above. Other
mechanismsinclude Maintenance Assessment Districtsto providefor ongoing operationsand
maintenancecosts. ThePark Improvement Program and NewConstruction Fees andOff Site
Street Improvement Program, theguiding document which detailed developmentfeesfor
recreational resources, was last updatedand assessed in 1993. Development impact feesare
currentlyin the progressof being updated andareexpectedto bereconfigured byspring of
2016.
Determinations:
6.11 The Citymaintainsover 100 acres of parkland that includestwo communityparksof 10to
38 acres, eleven neighborhood parks of 1to 6acres andfive mini/pocketparks of 0.1to1.1
acres.
6.12 The cityhas established a standard of 3acres of parklandper thousand residents. They
currentlyexceed the standard with an average of 3.4acresperthousand.
6.13 The Cityalso operates acommunitycenter, asenior center, a boat launch, acommunity
theater aswell as system of hiking andbiking trails.
6.14 The Cityfunds newfacilitiesthroughdevelopment agreements andimpactfees. Thecity
is in theprocess of updating it development impact fees.
6.5-Public Works
Suisun City’s transportation system includes roadways, bikepaths, bikelanes, pedestrian
routes, andpublic transitfacilitiesthat allowresidents avarietyof choicesin reaching their
destination.
ThePublicWorks andBuilding Department is divided into threedivisions: operations and
maintenance, engineering, andbuilding. ThePublicWorksand Building staff consistsof 18.5
full-timestaff andapproximately1.5 part- timestaff; whose responsibilities arerelatedto design,
constructionmanagement, landscapemaintenance, infrastructureandroadwaymaintenance,
and buildingsmaintenance.
Roadways
TheCity’s PublicWorksand Building Department is responsiblefor local streets system within
the Cityof Suisun City. Boththe CityandtheState Department of Transportation (Caltrans)
provide maintenancetothe highway12, which bifurcatesor divides the Cityof Suisun City.
Everytwo years theCitysurveys local roads pursuant tothe MetropolitanTransportation
Commission’s(MTC) Pavement Management Program (PMP). ThePMP set astandardfor
reviewbased on the Pavement Condition Index(PCI). ThePCI is arating systemfor the
condition of thepavement surfacefrom 0to100,where 0 is theworst possible condition and
100 is thebest, or essentiallya newroad. Tofacilitate theprogram application of thePMP and
PCI standardstotheroadways, the Cityinputsthe surveydata intoMTC’s software program
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CITYOFSUISUNCITYMUNICIPALSERVICESREVIEW
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called Street Saver.This program helpsthe Cityin making decisions astowhich locations are in
the highest needand asto which type of surfacetreatmentswould be themost cost effective.
This information isbroken down into two main areas: preventive maintenance andrehabilitation.
TheCity’s PCI system categories, arterials, collector, andlocal, has 152.22 total lanemiles. The
Cityarterial streets are approximately13.85miles in total lanemiles, withan averagePCI of 67.
Collector streets are approximately72.29miles in total lanemiles with anaverage PCI of 56.
Local streetsareapproximately66.07miles intotal lane miles with an average PCI of 53.The
average PCI of Suisun City’s overall roadwaynetwork is 56, as of April 24, 2014. A PCI inthe
50 to69range isconsideredfair condition,
When evaluating intersection improvements, aprimaryconsiderationof the Citywill be
maintaining safeandcomfortable accessfor pedestriansand cyclists at intersections. As
appropriate, inconsideration of communityandneighborhoodcharacter, as well as economic
and environmentalgoalsand objectives, theCitywill consider relaxing vehicular transportation
improvement standardsto accommodate infill development or ensurecomfortable and
convenient pedestrianand bicycle access.
Bicycle Facilitiesand PedestrianRoutes
Bicycle Facilities are categorized into three classes:
Class I bikeways (bike paths) provide a completelyseparateright of wayand are
designatedfor theexclusive use of bicycles and pedestrianswith vehicle and pedestrian
cross flows minimized. Class I pathsprovide aminimum width of f‐ou‐rfeet per lane(or
sixfeet per lane if facility is shared with pedestrians).
‐
Class II bikeways (bikelanes) provide a restricted right of way, and aredesignatedfor
the useof bicycles with a striped lane ona street or highway. Current Citystandardscall
for aminimum bike lanewidth of sixfeetfrom theface o‐f t‐hecurbon eachside of the
street or afive foot striped lane totheoutside of anyon street parking areas
Class III bikew‐ays (bikeroutes) providefor right of way‐designatedbikesigns or
pavement markersfor shared usewith pedestrians or motor vehicles. These routes are
established along through routes likelyto beuse‐db‐ybicyclists where a path or lane is
not feasible
Exhibit 2 shows theexisting bikeroutes in SuisunCity. Theseinclude aClass I path along the
northside of SR 12betweenWalters Roadandthe Suisun Amtrak Station(theCentralCounty
Bikeway); a bicycle pedestrian path aroundthenorthern portion of the Suisun SloughChannel;
and Class II bikelanes along Sunset Avenue, Railroad Avenue between Sunset andMarina,
‐
and onWaters Roadbetween SR 12 and thenorthern citylimit. Bicycle lanes arestriped on
Marina Boulevard between SR 12 andRailroad Avenue, but theylack thebicycle stencils and
signsrequiredfor ClassII bike lanes.
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Exhibit 2: Suisun City Bikeways Existing and Planned Pathways
CITYOFSUISUNCITYMUNICIPALSERVICESREVIEW
June13,2016
Throughthe buildout of the 2035GeneralPlan, the Citywill seek additionalfunding toimprove
local routesand connections with regional bicycle and pedestriantravelways. Several
additional bikeroutes are planned toimprove connections with Suisun City, andtotherest of
theregion.
PedestrianFacilities
Pedestrians areserved bysidewalks onmost, but not all, of the arterials, collectors andlocal
streets inthecity. Crosswalks with pedestrian push buttonsareprovided at major signalized
intersections. Pedestrians can alsomake useof the paths located northof SR 12and around
‐
the northside of the Suisun SloughChannel. A pedestrian overcrossing of therailroad tracks
serves pedestrian travel between downtown Suisun Cityand Fairfield, with theSuisun City
entrancelocatedjust east of Main Street andnorth of theSuisun/FairfieldTrainStation. This
grade separatedcrossing is agreat benefit to downtown pedestrian safety. However, the 2002
Suisun Railroad Avenue Pedestrian SafetyStudyfoundthat unauthorized and unsafecrossings
‐
of the heavily traffickedUP tracks are common along Railroad Avenue atMarina Boulevard,
Blossom Avenue, andWorleyRoad.
‐
Apart from thevarious trails and pathsthroughout the City, pedestrian activityis concentrated
primarilyin the downtown, particularlynear theSuisun/Fairfield Amtrak Station, theshopping
centerson LotzWayandSunset Avenue, and publicfacilities, including schools and the Suisun
Citylibrary.
Public TransportationFacilities
Transit services in Suisun Cityinclude passenger rail, provided byAmtrak, and busservice
provided bythree agencies –Greyhound, Fairfield and SuisunTransit (FAST), andthe Rio Vista
Delta Breeze.
Located in Downtown Suisun Cityon Main Street between Spring Street and SR 12, theTrain
Depot ismulti-modaltransit facilitythat provides accessible transportationto areawithin the City
and toneighboring locations throughout theBayArea and Sacramentoregions
Amtrak’s Capitol Corridor route, which travels along Union Pacific Railroad’s right of way, stops
at the Suisun Station. The Capitol Corridor routeoperateswestbound at 40 to 120 minute
‐ ‐
headways weekdays and 90 to125 minute headways on weekends.The westbound route
‐ ‐
directlyconnectsSuisunCity with Martinez, Richmond, Berkeley, Emeryville, San Francisco,
‐ ‐
Oakland, Hayward, Fremont, SantaClara, and San Jose. Eastbound, theCapitol Corridor route
operatesat 40 to 120 minute headways weekdays and 90 to120 minuteheadways on
weekends. Theeastbound route directlyconnects Suisun Citywith Davis, Sacramento,
‐ ‐ ‐ ‐
Roseville, Rocklin, and Auburn.
Greyhound Lines operates motorcoach buses between Sacramento andOakland, someof
which stop at theSuisunCityAmtrak stationto unload and pick up passengers. Everyday,
threetofour Sacramento bound coaches andthree tofour Oakland boundcoaches stop in
Suisun City.
‐ ‐
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FAST operatesfour local and oneintercityroutethrough Suisun City. Thelocal routesarelines
2, 5, 6, and8.The intercityrouteis line 90, which connectsSuisun Citytothe BayArea Rapid
Transit (BART) commuter rail system. FAST locallines do not operate onSundays and line 90
operatesonlyon weekdays. Table 6-7 shows FAST Ridershipfor thefirst threequartersof
FY15/16. Inadditiontothe aforementionedfixedroutes, FAST operates demand response
paratransit service in theSuisun Cityand Fairfieldareas.
‐
Table 6-7 FAST Ridership
Fiscal Year 2016
Q3 Q4 Jan-16 YTD
Local Adjusted Ridership 162,363 160,265 48,698 371,326
IntercityAdjusted Ridership 93,827 97,404 30,576 221,807
System wide AdjustedRidership 256,199 257,669 79,274 593,142
At thispoint in time, thelocal bus system isprojectedto beableto accommodateanticipated
growth in ridership. Thoughintercitybusesrun closer to capacity, with thepurchaseof new
buses inthe near future,theysimilarlywill be able tomanageperceived growth, as well.
Determinations:
6.15 The PublicWorksand Building Department is responsiblefor local streets system within
the Cityof Suisun City. Thepavement conditionindexis a wayto measure theconditions of
roadways. TheCityhasan averagePCI of 56 which is consideredfair condition.
6.16 The citycontains and maintainsClassI, Class II andClassIII bikeways. The Cityis
seeking additionalfunding toimprove localroutesand connections with regional bicycle and
pedestriantravelways. Several additional bikeroutes are plannedtoimprove connections with
Suisun Cityand totherest of theregion.
6.17 Suisun Cityis served byAmtrak,Greyhound, Rio VistaBreeze busservice and by
Fairfield and SusuinTransit (FAST) services. FAST operatesfour local and one intercityroute
throughSuisun City. Theintercityrouteis line 90, which connectsSuisunCityto theBayArea
Rapid Transit (BART) commuter rail system. FAST alsooperatesdemand responseparatransit
service in the SuisunCityand Fairfield areas.
‐
6.18 The local bussystem isprojectedtobeable toaccommodate anticipatedgrowth in
ridership. Thoughintercitybusesrun closer to capacity, with the purchaseof newbuses inthe
near future, theysimilarly will be able tomanageperceived growth, aswell.
6.6-Solid Waste
TheCityof SuisunCitycontracts with Republic Services to provide weeklycollection of solid
waste, yard waste, andrecyclable material totheresidentsof Suisun City. As part of the
statewide waste management andreduction policy, the CaliforniaIntegratedWaste
Management Board(CIWMB) allocatedtheCityof Suisun Citywith a disposal target of 4.9
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CITYOFSUISUNCITYMUNICIPALSERVICESREVIEW
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pounds per personper day. In2014, the Cityof Suisun City’s disposal rate was 2.6pounds per
person per day, considerablybelowthe CIWMBtarget.
Suisun Cityhas onerecycling drop-off center located within the cityboundaries. Recyclable
material that iscollectedbyRepublic Services is sent toTheRecycleryat NewbyIslandfacility
located in Milpitas.
Solid waste collected from Suisun City is deposited at the Potrero Hills Landfill. In 2014, the
landfill received 588,917 tons of solid waste, of which 2.3 percent was from Suisun City
residents and businesses. The total capacity of the landfill is 55.865 million cubic yards. The
landfill currently has a remaining capacity of approximately 33.815 million cubic yards. It is
projectedthatthe landfillwill reach capacityin December 2045..
Rates
The City is divided into three sections and each section is billed quarterly, but on different
schedules. As of January 2016, the monthly rate is $30.26, totaling to $90.78 for a three month
quarterlybill.
Determinations:
6.19 Suisun Citycontracts with Republic Servicesfor collection of solid waste, yard waste and
recyclable materials. Solid waste is transportedtothePotreroHills Landfill. In 2014Suisun’s
contributiontothelandfill was 2.3%. Thelandfill has thecapacityof 55.865million cubic yards.
It currentlyhas 33.815million cubic yards available and not expectedtoreach capacityuntil
2045.
6.7-Stormwater
TheCityof SuisunCityPublicWorksand Building Department maintains an inventoryof
facilities and coordinatesnecessaryimprovements toensurecapacityrequired toserve new
development. The City’s Stormwater Management andDischarge Controlordinance was
enacted with theintent toregulatenon-stormwater dischargestothepublicstorm drain system,
protect the publicstormdrain systemfrom spills, dumping, or disposalof materials other than
stormwater, andreducepollutants in stormwater dischargestothemaximum extent possible.
TheCity’s storm drainage system, which includes creekflows along McCoyCreek, Laurel
Creek, and Union Avenue Creek, would likelybe contained within the existing creek bank during
a 100 year storm, exceptfor localized flooding and standing water that mayoccur during brief,
intense storms when runoff exceeds storm drainsystem capacity.
‐
As a participant in theNational Flood InsuranceProgram (NFIP), SuisunCityis requiredto
adheretofloodplainmanagement policies that include sound land usepractices. TheFederal
EmergencyManagement Agency(FEMA) administerstheNFIPthroughthe FederalInsurance
Administration. FEMA produces FloodInsuranceRate Maps (FIRMS) which identifyflood
hazard areas andrestrict development intheseareasfor thecommunitiesparticipating inthe
NFIP.
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Rates
Sewer rates are administered bi-monthlyfor bothresidential and commercial units. Asof July1,
2015 thefixed ratefor residential sewer service is $69.12. Commercial sewer ratesarebased
on water usage.
FSSD and CityActivities
TheCity’s Municipal ReviewPermit (MRP) was adopted bytheSan Francisco RegionalWater
QualityControl Board onNovember 18, 2015. The MRP delineates requirementstoensurethat
storm waterqualityis protected. The breakdown of shared activities between theCityand
District are delineated througha DrainageMaintenance Agreement and are specified asfollows.
District Activities: Maintenance of storm water pump stations, industrial and commercial site
controls, public information and participation, water qualitymonitoring, mercurycontrols, PCBs
control, copper controls, PBDE, and legacypesticides control. TheSewer District has assumed
responsibilityfor operation andmaintenanceof pump stationslocatedin Suisun Cityas defined
under the“Regional Facilities” in theDrainage Maintenance Agreement.
CityActivities: Municipal maintenance, newdevelopment compliance, illicit dischargedetection
and elimination, construction sitecontrols, pesticide toxicitycontrol, trashcontrol, exempt and
conditionallyexempt discharges. As detailed in the Drainage Maintenance Agreement, the City
is also responsiblefor the maintenance of “LocalFacilities” which include storm drain pipelines,
boxculverts, concretelined channel, improved earthchannel, natural creeks, detention basins,
street sweeping, datamanagement, andfencing.
TheCityalso maintainsa number of openchannel storm drains of varying sizes. The larger
channels areblanketedwith natural vegetation and requireperiodic cleaning.Thereare
approximately14,500feet of largeopenchannels and 20,000feet of smaller ditches.
Upgradesto storm drainagepipes over the past 10- years, include improvementsrequired and
funded bynewdevelopments. All newcommercial andresidential subdivisions arerequiredto
conform totheCitystorm drainagestandards, protect water quality, andmeet RegionalWater
QualityControl Boardrequirements.
Storm DrainagePumps
TheCityhas 4stationsthat drain theareas within and discharge at locations described below:
1) Downtownarea. Thisstation islocatedunderneaththe area where Sacramento Street enters
the public parking lot adjacent tothe Marina. Thisdrainsthe areafrom Solano Street northto
Hwy12. School Street west from Sacramentotothe southdrainstoanother outlet.
2) TheWildlife PumpStation. Thisstation is located at thesouthendof Kellogg Street. It
drainsfrom Solano Street south, including thearea above that drainsdown School Street.
There is onemain outlet into theWildlifeChannel, which is the School Street storm drain.
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3) TheWhisperingBay Pump Station.This islocated at the southend of theWhispering Bay
DrainageChannel. It drains the areafrom LotzWayandMain Street, toMarina Boulevard,
including all theresidential streetswithin the area.Therearemultiple discharge outlets intothe
Whispering BayChannel.
4) Heritage Park Subdivision. Thereis apumpstation along Hwy12 about midwayon Chipman
Lane. This drains alargeportion of theHeritagePark Subdivision.
Source:CityofSuisunCity2005MunicipalServicesReviewandComprehensiveAnnexationPlan.
Determinations:
6.20 The City’s storm drainage system can protect the cityfromflooding during a 100year
storm event throughfour pumping stations located strategicallythroughout the City.
6.8-Wastewater
TheCityof SuisunCityand FSSD jointlyoperateand maintainthewastewater collection system
that servesthe City. FSSD owns and operatesthetrunk sewer system, which includes all 12-
inch and larger sewers and themajor pump stations andforcemainsthatconvey wastewater to
the District’s wastewater treatment plant. FSSD also owns, operatesandmaintains all of the
pump stationsinthe City’s wastewater collectionsystem.The City, alongwith theCityof
Fairfield andTravis Air Force Base, isa“satellitecollection system”to FSSD, and owns and
operatesonlythose 10-inch and smaller gravitysewers within its service area.
TheCity’s portion of thesystem consistsof approximately74 miles of gravitysewer. TheCity
does not own or operateanysanitarysewer pumpstations or forcemains.
Wastewaterflows bygravityor is pumpedbysmaller stations tofour major pumpstations which
pump wastewater tothetreatment plant. Thewastewater treatment processes includes
screening, primarytreatment, intermediatetreatment byoxidation towers and intermediate
clarifiers, secondarytreatment with aeration basins, andsecondaryclarifiers andtertiary
treatment viafiltration and disinfection.Wastesolids arethickenedandtreated in anaerobic
digestersthensolids arefurther concentrated before being disposedat the Potrero Hills Landfill.
Flowis continuouslymeasured at the pumpstations. Onoccasion, flowmonitoring maybe
deployed into the districtsgravitylines to evaluate system capacityandsurcharging during
storms. Suisun Cityis served bySuisun Pump Station andthreesmallerstations: Lawler I
Pump Station, Lawler IIPump Station, and Crystal Street Pump Station.
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Table 6-8Wastewater Pump StationFlows
Flows
PumpStation Pump
Station Maximum
Rated Rated Typical Typical
Capacity Flow Dry Wet
(MGD/gpm) (gpm) (gpm) (gpm)
CrystalStreet 0.5/347 350 6 1015
LawlerRanch2 1.1/764 800 113 213
LawlerRanch1 0.35/250 250 26 40
8.1
Suisun 38.3MGD MGD 27MGD
Source:ProvidedbyKevinCullen,Fairfield-SuisunSewerDistrict(October2015).
Within thelast decadenumerousimprovementshave been madetothetreatment facilities to
increase peak capacityand improve uponthetreatment process. Atreatment plant project to
replace chlorine disinfection with ultra violet disinfection was completedin2011. TheCentral
Suisun Forcemain Equalization Project, completed in 2013, increasedthereliable peak capacity
‐ ‐
of the Suisun Pump Stationfrom 31.7to38.3mgd, allowing formorewater to beprocessed.
TheSuisun Forcemain improvement project hasenabled the pumpstation tomeet current and
near term capacityneeds untilgrowth and revenue projectionsbecomemorecertain. New
projectsidentified inthemaster planwill still be needed tomeet long term capacity
‐
requirements.
‐
Todate, system evaluation and capacityassurance of theCity’s collection system hasconsisted
of observation of sewer system performanceduring dryand wet weather and enforcement of
the City’s designstandardsfor newsewers. Capacityassessment has been handled historically
bythe Fairfield SuisunSewer District for thegeographic areaincluding Fairfield, SuisunCity
and portions of Solano Countyserved bythe District.
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Exhibit 3: Average Annual DryWeather Influent Flow
Projected to2055
Source:ProvidedbyKevinCullen,Fairfield-SuisunSewerDistrict(October2015).
In 2008, the District completed a Sewer SystemMaster Plan. TheMaster Plan identified all
parcels within the service areaof Suisun City, land usetypefor eachparcel and thestatusof
developed versus undeveloped.Wastewater flowsgenerated byeachparcel were calculated
and imported into ahydraulic model of thesewer system.The Master Plan utilized a hydraulic
model toassessthe current andfutureflows andcapacityneeds of allgravitysewers 12-inches
in diameter andlarger; these larger trunk sewershave a greater potentialfor capacitydeficiency
due toextended tributaryareas.
Thefutureevaluation and capacityassurance of Citysewers will include continued observation
of system performance during wet weather; expansion of thehydraulic model as needed, and
enforcement of designstandardsto ensurethat newsewers aresized with adequatecapacityto
serve newdevelopment. Inthefuture, theCityplans toprepare aMaster Planfor itssanitary
sewer system, which will be coordinatedwith theDistrict’s Master Plan and hydraulic model, in
order todevelop a capital improvement programto addressanyidentifiedcapacityissues.
TheFSSD recentlycompleted atreatment plant expansion that increasedtheaveragedry
weather capacityfrom 17.5mgdto 23.7mgdandreliable peak flowcapacityfrom 34.8mgdto
52.3mgd. Currentlythere areno scheduled projects inSuisun cityfor collection system
‐
improvements.
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Determinations:
6.21 TheCityand FSSDjointlyoperateandmaintain the wastewater collection system that
serves theCity. FSSD owns and operatesthetrunk sewer system, which includes all 12-inch
and larger sewers andthe major pump stationsandforcemainsthat conveywastewater tothe
District’s wastewater treatment plant.Wastewater flows bygravityor is pumped bysmaller
stationstofour major pump stationswhich pumpwastewater tothetreatment plant.
6.22 Suisun Cityis served bySuisun PumpStation andthreesmaller stations: Lawler I Pump
Station, Lawler II PumpStation, and CrystalStreet Pump Station. Capacityat the SuisunPump
Station was recentlyupgradedto acapacityof 38.3 MGD. Typical dryweatherflowis 8.1 MGD
and wet weather flowis27 MGD. Along with thesmaller pump stations there issufficient
capacity.
6.23 The FSSDrecently completed atreatment plant expansion that increased theaverage dry
weather capacityfrom 17.5mgdto 23.7mgdandreliable peak flowcapacityfrom 34.8mgdto
52.3mgd.
‐
6.9 –Water
TheCityprovides domestic water for all properties locatedwithin its boundaries. Domestic water
is provided throughtheSuisun SolanoWater Authority(SSWA). Suisun Cityand Solano
Irrigation District (SID)formeda Joint Exercise of Powers Agreement in 1976 toprovide a long
‐
term water supplyfor theCity. In1990, thepartnership became afull JointPowers Authority
‐
namedthe Suisun SolanoWater Authority(SSWA), resulting inreconstruction and
modernization of theoldSuisunWater System. The Cityhandles thelocal billing andrequests
‐
for water andsewer service; theSIDdelivers thewater tothemeter of each property. The
SSWABoard, which consists of the CityCounciland theSID Board, provides policydirectionfor
SSWA.
Water Sources
Implementation of the2035 General Plan designates land usesthat, if developed tofull buildout,
would increase water demand. Basedontheprojectedpopulation at buildout of the 2035
General Plan(32,400) and demandfactors presented inthe SSWA’sUrbanWater Management
Plan (UWMP), thetotal projected water demandat buildout of the2035General Plan would be
approximately4,251 acre-feet per year (AFY).
This impact analysis examinesthe estimated increase in water demandin relationtothe
existing water useconditions to estimatetheavailabilityand adequacyof water supply.Water
suppliesfor theCityareprovided bythe SSWA.TheSSWAreceives water suppliesfrom the
U.S. Bureau of Reclamation’s Solano Project andthe California Department ofWater
Resource’s StateWater Project (SWP), bothof which are wholesaled bythe Solano County
Water Agencyand Solano Irrigation District. Existing and projectedwater demands inthe
SSWAservice areawill be met bythe water supplies described above and contract entitlements
for each agencyare summarized inTable 6-8. In2010, the SSWAservicearea hadatotal of
4,144 afyof potable water available. Thistotal isanticipatedto increaseto6,000AFY by2035.
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SSWAcurrentlydoes not useanygroundwater initssystem. SSWAdeliveredgroundwater
produced byawell owned byCityof Suisun Cityuntil 2001. The needfor the well was
eliminated bythe installation of theBentonCourt and Suisun ValleyPumping Plants in 2000-
2001. There are noplans toresumeservicefrom this well or the Suisun Valleyin general dueto
highmineral content inthegroundwater, sufficient alternative surfacewater supplies, andthe
need toreplacemiles of pipeline at considerablecost inorder to conveywaterfrom theSuisun
Valleyback tothemainSSWAservice area.
TheFairfield-Suisun Sewer District (FSSD) oversees wastewater collection andtreatment and
water recycling services in theCityof Fairfield, Suisun City, andTravis Air Force Base.
Currentlythere isnoreclaimed water usenor arethereplans toprovide reclaimed water within
the SSWAservice areabecause thereis noconveyance infrastructure inplace to deliver
recycled water from theFSSD Fairfield-Suisun SubregionalWastewater Treatment Plant
(WWTP)tothe SSWAservice area. SSWA‘scapital improvement plans will in thefuturereview
the potentialforfuturerecycling and optionsfor financing. Cooperation with theCityof Fairfield
and theFSSD would be requiredto implement anyfutureactions, andneither of these agencies
has planned water recycling projects.
Table 6-9
SSWAExisting andProjected Water Supplies(AFY)
Water Supply
Source 2010 2015 2020 2025 2030 2035
Solano Project 1,600 1,600 1,600 1,600 1,600 1,600
StateWater Project - 1,300 1,300 1,300 1,300 1,300
Contract for
StateWater Project
supplies 2,514 1,577 1,939 2,735 2,737 3,100
Total Supply 6,124 6,492 6,859 7,660 7,667 8,035
Source:2035GeneralPlanEnvironmentalImpactReport(2015).
Facilities
Currentlythere arefour (4) storagetanks inthe water system which are thefollowing: Cement
Hill Tank (2million gallons), GregoryHill Tank (2million gallons), Sports ComplexTank (1.5
million gallons), and Suisun CityCorporation YardTank (1million gallons).TheCement Hill
Tank is supplied bytheCement HillWaterTreatment Plants No. 1and 2, which delivers water
to Suisun City, theunincorporated area of Tolenas andthe SuisunValley. TheGregoryHill
Tank receives itswater from the Suisun CityDistribution system which is pumpedfrom the
Benton Court Pumping Plant locatedinOldTown Suisun Citywith a pumping capacityof 1,000
gpm.TheGregoryHill Tank supplies water totheSuisun Valleythroughthe Suisun Valley
Pumping Plant at arateof 400gpm and/or gravityfeedsback intotheSuisun Citydistribution
system.The SportsComplexTank is asupplementalgroundlevel storagetank with a pumpto
boost intothe distributionsystem at 2,000gpm.The Suisun CityCorporation Yardtank is also a
supplementalground level storagetank with a pumpto boost intothe distribution system at
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1,200gpm. Thesefacilities would provide a peaking storage of 20% andan emergencystorage
of approximatelyonefullanticipatedmaximum daydemand, and will also provide fire storageof
420,000gallons.Thetable belowlists thefacilities in theSSWAwater system. Table 6-10
summarizesfacilities inthe system.
As aresult of a conditionassessment conductedbythe SSWAin2012, it has been determined
that an additional Cement Hill Tank, Cement Hill Tank 2 isneededtomeetdemands.
Service Demand
In December 2012the SSWAcompleted itsWater System Review, a report which projected
updated information onthe anticipatedgrowth and development within itsservice area, as well
as arevised estimatefor water demand. Based on areviewof historic water userecordsover
the last 15years, theAnnual Average Day(AAD) demandof eachyear was usedtocalculate
respectivefactorsfor theMaximum Month and Maximum Daydemandsfor eachyear. Below
is the estimatedpeak buildout demand, which was calculated using thehighest demandfactors
occurring over thelast 15 years (SSWA2012: 4).
Theultimatemaximum daydemand is estimated inTable 6-11at 6,470gpm (9.3MGD) for the
service area. Thisrepresents asignificant decreasefrom thepreviousfigure of 11.08 MGD that
was estimatedin the2007Water SupplyOptionsreport (SSWA2012: 6).
TheSSWAwater demand is anticipatedto beless thanavailable water supplies through2035
in normal water years. As shown in Table6-8, water supplyis projectedtobe sufficient in
normal water years over the UWMP’s 20-year planning period (i.e., 2015to 2035). Although
Table 6-12 shows that water supplyin single- dryand multiple-drywater years isinsufficient to
meet demandwithin theSSWAservice areaover the20-year planning period, ajoint powers
agreement between SIDand Suisun Cityensuresthat water will be providedfrom theSIDwater
supplies and thereforethere will be sufficient water suppliestomeet demands (SSWA2011:66).
Afootnotein theUWMPindicates that:
“The apparent negative supplytotals arearesultof themethodologyusedfor calculating supply
reliability. Infact, per thejoint powers agreementbetween SID and Cityof Suisun Citythe
commitment has beenmade that water will be provided for theservice areafrom theSIDsupply
and thereforetherewill not infact bea water shortage” (SSWA2011:67).
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Table 6-10Water SupplyFacilities
Cement HillWaterTreatment Plant
Conventional plant, 4.6MGD design
Plant No. 1(constructedin 1978-79)
capacity
Conventional plant, 5.4MGD design
Plant No. 2(constructedin 1992-93)
capacity
GregoryHillWaterTreatment Plant Diatomaceousearth plant, 0.56MGD
(constructed in 1962-63) designcapacityremovedfrom service
Cement Hill Tank 2,000,000gallons, welded steel
GregoryHill Tank 2,000,000gallons, welded steel
SportsComplexTank 1,500,000gallons, welded steel
Suisun CityCorp YardTank 1,000,000gallons, welded steel
Benton Court Pumping Plant 1,000gpm
SportsComplexPumping Plant 2,000gpm
Suisun CityCorp YardPumping Plant 1,200gpm
Suisun ValleyPumping Plant 400gpm
Pipelines 96 miles
Mainline Valves 1,700 units
Metered Services 8,100 units
Source:UrbanWaterManagementPlan-June14,2011byMaddausWaterManagementand
SSWAStaff.
Note: unitsrefertotheamountofmainlinevalves/meters
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Table6–11WaterUsageDemandFactors
AnnualAverageDay(gpm) 1
(AAD)
MaximumMonth(gpm) 1.58xAAD
MaximumDay(gpm) 1.92xAAD
MaximumHour(gpm) 3.4xAAD(Estimated
ratio)
Source:SSWAWaterSystemReview(December12,2012).
Section 3.0of the1990SSWAImplementation and Lease Agreement statesthat the"Cityand
District mayagreetoaddadditional lands tothe Joint Service Areacovered bythis Agreement.
Such actionshall be accomplished onlybyamendment tothisAgreement or bya separate
written agreement...” According toSID,this process would requirefuture negotiationsto an
amendment of theJPA.
Water demand isanticipatedto belessthan available water supplies through2035 in normal
water years. Ajoint powers agreement between SID and SuisunCityensuresthat water will be
provided from the SID water supplies andthereforetherewill be sufficient water supplies to
meet demands.
Table6-12
SSWAComparisonofWaterSupplyandDemand,2015-2035
ProjectedDemands(AFY)
TotalWaterSuppliesand
2015 2020 2025 2030 2035
Demand
NormalYear
TotalSupply 4,477 4,839 5,275 5,637 6,000
TotalDemand 4,462 4,198 4,235 4,232 4,251
Differences(Supply-Demand) 15 641 1,040 1,405 1,749
Single-DryYear
TotalSupply 4,432 4,791 5,222 5,581 5,940
TotalDemand 4,462 4,462 4,462 4,462 4,462
Differences(Supply-Demand) (30) 593 987 1,349 1,689
Multiple-DryYear
TotalSupply 4,253 4,597 5,011 5,355 5,700
TotalDemand 4,462 4,462 4,462 4,462 4,462
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Differences(Supply-Demand) (209) 399 776 1,123 1,499
Multiple-DryYear2
TotalSupply 4,164 4,500 4,906 5,242 5,580
TotalDemand 4,462 4,198 4,235 4,232 4,251
Differences(Supply-Demand) (298) 302 671 1,010 1,329
Multiple-DryYear3
TotalSupply 3,492 3,774 4,115 4,397 4,680
TotalDemand 4,462 4,198 4,235 4,232 4,251
Differences(Supply-Demand) (970) (424) (120) 165 429
Source:2035GeneralPlanEnvironmentalImpactReport,2015.
Rates
Thebi-monthlywater rate is divided into two parts- abase servicecharge, basedonservice
class andthe size of themeter, and a usage charge, based ontheamount of water used
during a billing period. Table 6-13 shows water service charges.
Table 6-13
General ServiceWater Rates
Meter Size Base Charge
¾” $44.11
1" $70.03
1 ½" $87.30
Water Usage Charges
¾” Meter Residential
(Standard)
Rate per unit $1.99
(1 unit = 748gallons of water)
Source:SuisunCityFinanceDepartment
Rates arereviewed annuallyduring thefinancial planning process bythe SSWA. The last rate
increase was on July2015.
Conservation & Legislation
The2035GeneralPlan includes measurestoensurethat sufficient water sources aremade
available to serve newdevelopment. TheCitywill condition approval of newdevelopments on
the availabilityof sufficient water supply, storage, andfireflow(water pressure), per City
standardsandrequiredemonstrationof adequatelong-term water supplyfor largedevelopment
projectsas definedinWater Code 10912(a). TheCitywill also requiretheuse of water
conservation technologies suchas low-flowtoilets, efficient clotheswashers, andefficient water-
using industrial equipment in newconstruction, inaccordance with coderequirements;
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encourage useof recycled water for outdoor irrigation, fire hydrants, andcommercial and
industrial processes; andrequirenewdevelopment to incorporate climate-appropriate
landscaping toreducewater demand. In addition, theCitywill comprehensivelyassess water
supplyand demand andidentifyarangeof local conservation measurestobe implemented
throughUWMP.
In addition,the 2035General Plan includes policies committing the Citytoongoing water supply
planning with Solano CountyWater Agency, Solano Irrigation District, andother local
jurisdictionsand initiating a studywith the SSWAand theSolano CountyWater Agencyto
determine thefeasibility of extending aconnectionfrom theSSWAwater treatmentfacilityto
Suisun Cityso that the Citymaydirectlyutilize its Solano Project water entitlement. TheCitywill
also support FSSD efforts toexplore thefeasibilityof using treated wastewater for irrigation in
parks, landscapedareas, andother appropriatelocations.
Determinations:
6.24 Suisun Cityand Solano Irrigation District (SID) formedaJoint Exercise of Powers
Agreement in 1976toprovide a long term water supplyfor the City. In 1990, the partnership
became afull Joint Powers Authoritynamedthe Suisun SolanoWater Authority(SSWA). Water
‐
sourcesareprimarilysurface waterfrom theSolano Project andthe StateWater Project.
‐
6.25 The Citycurrentlyserves 8,100connections. Thetotal projectedwater demand at buildout
of the 2035General Planwould be approximately4,251 acre-feet per year (afy) while the
estimated normal year supplyin 2035 is 8,035afy. Water demand is anticipated tobelessthan
available water suppliesthrough2035 in normalwater years.Water supplyin single- dryand
multiple-drywater years is insufficient tomeet demand within the SSWAservice area over the
20-year planning period. Ajoint powers agreement between SID and Suisun Cityensuresthat
water will be providedfrom the SID water supplies andthereforethere will be sufficient water
supplies tomeet demands.
6.26 The Cityoperatestwo treatment plantsat Cement Hill and GregoryHill with a combined
capacityof 10.56 MGD. TheCityalso maintainsfour storagetanks with acapacityof 6.5million
gallons.Thesefacilitieswould provide a peakingstorageof 20% and anemergencystorageof
approximatelyonefull anticipatedmaximum daydemand, and will also provide firestorage of
420,000gallons.
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7: Financial Ability to Provide Services
TheCity’s budget is accountedfor in over 100individual fundsthatfall into threemain
categories: operations, capital improvements(CIP), anddebt service. Totalgeneralfund
revenues projectedfor FY 2015-16 amount to nearly$11 million, which is an increaseof nearly
$1.5million over the FY2014-15 estimated budget. Trends of theCity’s keyrevenue sources
are depictedin Exhibit 5and Exhibit 6.
Thoughnewdevelopment generallypays for itself, annexation proposalsare evaluatedto
ensurethatfacilities andservices provided bytheCitycan be doneso efficiently. If new
development is locatedwhere the provision of services would be inefficient andmore expensive
than anticipatedfor theCity, the Citymust evaluate annexation proposals toensureefficient
service levels. Provided the propertyowner or development can affordtosubsidize the
necessaryimprovements, municipal utilities and services maybe extendedtoannexed areas.
Thefollowing are descriptions of variousfunding sources which couldfinance theconstruction
or operation of publicfacilities.
7.1-GeneralFund
Negativelyimpactedfinanciallyin the past bythedissolution of theRedevelopment Agency,
delayinWalmart’sopening, andthe“Great Recession”, economictrendsarefinallystarting to
improve in theCityof Suisun City. Asevidence of an improving economy, the adopted FY
2015-16 Annual Budget is theCity’sfirst budget since FY 2007-08that is astructurallybalanced
budget. All municipal budgets, bylaw, have to bebalanced. But astructurallybalanced budget,
where ongoing revenues exceed ongoing expenditures, istheultimategoal. The abilityto
achieve a structurallybalanced budget is largelyattributedtothe additional salestaxrevenue
generatedfrom thenewWalmart that openedinMarch 2015. Anothermajor driver of the
increase inrevenues is improving economy, specificallythe increase in propertyvalues, which
resultsin additional propertytaxesfor theCity. .
Total revenuesfor FY 2015-16 are anticipatedtoamount tojust under $11million. Withan
anticipated beginning balance of about $2.4million, this results intotal anticipated resourcesfor
FY 2015-16 of about $13.3million.
TheFY 2015-16 Recommend Annual Budget fortheGeneral Fund expenditures would amount
to over $11.1million. Asindicated inthesummarytable below, this includes:
$10.2million for ongoing operating costs, which include personnel services, services
& supplies and interdepartmentalcharges
$729,200for one-time, non-recurring expenditures
$214,000for non-operating expenditures such asdebt service and major capital
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$12
$10
$8
$6
$4
$2
$-
2011-12 2012-13 2013-14 2014-15 2015-16
Revenues $8,878,916 $8,679,204 $9,073,822 $9,646,081 $10,965,500
Expenses $9,937,119 $9,487,296 $9,256,949 $9,916,603 $10,927,300
Source:SuisunCityFinanceDepartment.
As displayed in thetableabove, over thepast three years thestructuralstatus of theGeneral
Fund has evolved, trendingfrom significant structural deficitstoamodest structuralsurplusin
FY 2015-16. Although expenditures have increasedfrom about $10million toabout $11million,
revenues, including transfersin, increased at a slightlyhigher clip, from approximately$9.6
million to about $11million in FY 2015-16. Thisis an increase of nearly$1.4million over the FY
2014-15 Actual Budget. Theseinclude vehicle licensefees, propertytax,sales tax, CFD
Assessments andTOT.
Source:SuisunCityFY2015/16BudgetMessage.
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snoilliM
Exhibit4: GeneralFund Revenues andExpenses
Exhibit 5: General Fund Major Revenue
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Thedepartment operating budgetsfor the last four fiscal years are depicted belowin Table
7-1.
Table 7-1 Department OperatingBudgets
FY12/13 FY13/14 FY14/15 FY15/16
Actual Actual Amended Recommended
CityCouncil $ 157,437 $ 160,264 $ 172,200 $ 170,600
CityClerk $ 86,531 $ 56,258 $ 112,800 $ 65,100
CityTreasurer $ 23,669 $ 25,687 $ 28,500 $ 27,800
CityManager $ 169,610 $ 176,445 $ 183,600 $ 188,800
AdministrativeServices $ 1,867,358 $ 1,496,563 $ 1,716,300 $ 1,644,000
Police $ 5,088,760 $ 4,875,152 $ 5,120,000 $ 5,594,000
Fire $ 916,134 $ 946,488 $ 1,037,900 $ 1,127,800
Building&PublicWorks $ 3,784,166 $ 3,787,073 $ 5,972,800 $ 6,202,200
DevelopmentServices $ 4,425,509 $ 4,125,042 $ 4,944,200 $ 3,778,100
Recreation&Community
Services $ 1,434,804 $ 1,443,801 $ 1,761,100 $ 1,625,900
Non-Departmental $ 228,499 $ 177,348 $ 455,900 $ 319,200
TotalDepartment
Operating $ 18,182,477 $ 17,270,121 $ 21,505,300 $ 20,743,500
Source:SuisunCityFY2015-16Budget.
GeneralFundRevenueSources
Given the decline inreserves to approximately20%, andthe pending lawsuit with the California
Department of Financeregarding a largeportionof the cash held inthereserve, thefollowing
keyrevenue sourceshave been analyzed conservativelyfor the coming year.
PropertyTaxes are estimatedtoberoughly8.51% above theFY 2014-15Actual budget, and
about 55.51% above theFY 2013-14 Actual budget. This increaseis due in large part toan
increase in assessed propertyvalues. TheCityreceives about 17cents($0.1790) of every
propertytaxdollar generated in SuisunCity.
Local Taxes include sales taxes, propertytaxin-lieu of salestaxes, franchise taxes, and
transient occupancytaxes. As acombined revenue category, theserevenues areprojectedto
increase byabout 28.6% in comparisontotheFY2014-15 Actual budget,and increasebyover
18.96% compared withthe FY 2013-14 Actual budget. Most of this increase is aresult of
Walmart’s opening.
Licenses & Permits areanticipatedtoincreasebyabout 23.77% from theFY 2014-15Actual
budget, and decreasebyabout 4.85% from theFY 2013-14 Actual budget, primarilydue tothe
fact that therewas significant permitting revenuefromWalmart that included in theFY 2014-15
Actualfigures, andthe Jubilee subdivision is projectedto payitspermitfees in FY 2015-16.
Thisrevenue categoryincludes, but is not limitedto building permits, animal licenses, and
businesses licenses.
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Fines andForfeitures are expectedtoremain relativelyconstant samecomparedwith FY
2014-15 Actual and decrease about 6.39% fromFY 2012-13. Examplesof finesandforfeitures
include, but arenot limited toparking fines, alarm fines, andlatefees.
Use of Money& Property, composed of investment interests, areexpected toincreaseby
approximately70.01% comparedtoFY 2014-15Actual, which is largelya result of anincrease
in indirect chargestoSSWAthat will to theCity.
Intergovernmental Revenue, which includes theVehicle License Fee(VLF), PropertyTaxIn-
Lieu of VLF, andpaymentsform theSuisun-SolanoWater Agency, is anticipated toincrease
about 4.74% over theFY14-15Actual andincrease about 21.24% compared with the FY2013-
2014 Actual.
Charges for Services are expectedtoremain relativelystablefrom FY 2014-15 Actual and
decrease byabout 24.31% comparedtoFY 2013-14 Actual. Thedecreaseis basedprimarily
on thefact that theWalmart projectedstarted in FY 2013-14.
Intragovernmental Revenue areprojectedto see an increase of about 9.21% comparedtoFY
2014-15 Actual and anincrease of 31.25% over the FY 2013-14Actual, which is largelydriven
byan increase in CommunityFacilityDistrict Assessments.
MiscellaneousRevenues, or revenue that is not reoccurring, are $20,200 in FY 2015-16. This
is a significant declineform the2014-15Actualas there were one-timerevenues realized of
approximately$100,000that were not collected again in FY2015-16.
Contingencies& Reserves
TheCityCouncil has established a policyof maintaining anEmergencyReserve goalof not less
than 20% of the currentfiscal year General Fundoperating budget net of TransferstoOther
Funds or Agencies. Asthe table belowindicates, theproposedFY 2014-15 Annual Budget
containstotal contingencies and reserves of about $1.7million. This onlyincludes theamount
set asidefor EmergencyReserve that would falljust short of the 20% goalthat issetforthinthe
City’s financial policies.
Table 7-2General FundContingencies andReserves
FY 13/14 FY 14/15 FY 14/15 FY 15/16
Revenue Object Actual Amended Estimated Recommended
General
Contingency $ 105,500 $ $ $ -
Organizational
Contingency $ - $ $ $ -
DOF Reserve
$ - $ $ $ 1,750,000
Emergency
Reserve $ 2,346,400 $ 1,726,800 $ 2,366,000 $ 440,200
Source:FY2015-16AnnualBudget.
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Determinations:
7.1Over the past threeyearsthe structural statusof theGeneral Fundhasevolved, trending
from significant structuraldeficitstoamodest structuralsurplus inFY 2015-16. Although
expenditures have increasedfrom about $10million to about $11million, revenues, including
transfersin, increasedat a slightlyhigher rate, from approximately$9.6million to about $11
million for FY2015-16.
7.2 Vehicle licensefees, propertytaxandsalestaxaccount for a largeportion of revenues.
Building and public works, lawenforcement, anddevelopment services account for 30%, 27%,
and 18% of expenses respectively.
7.2-CapitalImprovements
Capital Improvement Program (CIP) isused as aplanning tooltoidentifypublicfacilityneeds.
Three elementsmakeupa CIP. First istheprogram of projects, thesecond is their funding
strategies andfinallyschedulesfor implementation. Projectscanrunthefull gamut of public
improvementssuchas newbuildings, parks, streets, sanitarysewers, storm drains andthelike.
Similarly, funding can comethrougha wide rangeof sources suchasState and Federalgrants,
Development Fees, accumulated agencyfunds, assessment district revenues and development
agreements among others.
A CIP is alsoamechanism bywhich the agencyidentifiesthetimeframe in which the project(s)
are built. Thisschedule is typicallya five-year plan but someagencieslook outfurther at aten-
year plan. TheCIPcanbe reviewed annuallyas a part of the budget process or canbe
reviewed separately. Anychangestotheprogram of projectsor schedules arebasedonthings
such asavailable funding andtiming of thatfunding, project re-prioritization dueto safety
concerns, or anyother factorstheagencybecomes aware of during thereviewprocess. It is
also possible that someprojectsdo not have anyidentifiedfunding strategybut areonthe listto
take advantageof anyfunding that becomes available.
ProgramofProjects
Approved concurrentlywith theFY 2015-16 Annual Budget, the2015-16CIP includes 18
projectsover thespanof five years. Over 69 percent of all projectfunding is devotedto Public
Infrastructure projects. This representsa decrease of about 21 percent from the FY2014-15
Amended budget inthiscategory. Economic Development/ Redevelopment projects(once
about 40percent of theCIP) are currentlynon-existent duetothe elimination of Redevelopment
Agency.
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Table 7-3 CapitalImprovement Categories
FY 2013/14 FY 2014/15 FY 2015/16
Capital Category
Actual Amended Recommend
Economic Development $ - $ - $ -
Public Safety/Emergency
Services $ 20,664 $ 36,300 $ 392,100
Public Infrastructure $342,964 $4,026,300 $ 3,195,100
CommunityServices/ Parks $ 18,189 $ 902,900 $ 836,900
Housing/ Community
Development $180,858 $ - $ -
GeneralGovernment $ 39,867 $ 189,900 $ 189,900
Total $602,542 $5,155,400 $ 4,614,000
Source:DatafromtheFY15/16AnnualBudget.
CIP Categories
Table 7-3 shows thesixCIP categories in whichcapital improvements are classified and
anticipated expensesforthe current fiscal year.
A. EconomicDevelopment – Projects includedin thiscategorywould provide for the
implementation of aneconomic development program in order to diversifyand enhancethe
City’s abilitytofundcommunityservices andfacilities, as well as toeliminate blight andblighting
influences. This is notfundedfor FY15/16.
B. PublicSafety/ EmergencyServices- Projects included in thiscategory would provide for
the acquisition of technology, equipment or vehicles, aswell as theconstruction or
refurbishment of buildings that are utilized bythe Police or FireDepartments. Currentlyonly
about 8.5 percent of theCIP would be devoted tothiscategoryfor FY 15/16.
C. PublicInfrastructure- Projects included inthiscategorywould provide for the construction
or refurbishment of the City’s streets, sidewalks, multi-modal transit station, park &ridefacilities,
sanitarysewer and storm drain rehabilitation, storm water qualityimprovements, flood control,
hazardous waste, bicycle and pedestrianpaths. About 69percent of theCIP is devotedtothis
categoryfor FY15/16.
D. CommunityServices / Park- Projects included in thiscategorywould providefor the
construction or refurbishment of parkfacilities, recreation amenities, andlandscaped public
spacesthroughout the City. Asmentionedin theParks andRecreation section, theCityrequires
newdevelopment tofund improvements and/or dedication of real property, in accordancewith
Cityadopted standards. About 18percent of theCIP is devotedtothis categoryfor FY 15/16.
E. Housing/ CommunityDevelopment- Projects included in thiscategory would provide for
the implementation of anaffordable housing program, as well as theimplementation of long-
term communityplans. This isnotfundedfor FY15/16.
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F. General Government- Projectsincluded inthis categorywould provide for the acquisitionof
technologyto enhancethe City’s abilityto deliver qualitypublic services and tocommunicate
effectivelywith thecommunityas well as theconstruction andmajormaintenance of general
governmentalfacilities. About 4percent of the CIP would be devoted tothis categoryfor FY
15/16.
Funding Strategies
Assessment Districts- Assessment Districtsarean optionfor funding public improvements.
Theestablishment requires theapproval of two- thirds of all propertyowners inthe proposed
district. WithCityCouncil and propertyowner approval, an assessment district issuesbondsto
payfor improvements and assessesthepropertyownersfor theannual debt service of the
bonds. CurrentlytheCityhas eight MaintenanceAssessment Districts(MAD). The sourceis
expected togenerate $649,805 in 2015/16.
CommunityFacilityDistricts- The Mello-Roos CommunityFacilities Act of 1982is an
enormouslyflexible toolplaced at thedisposal of local governmental agencies within the State
to helpthemfinanceneeded communityfacilities and services throughthelevyof voter
approved special taxes. Thespecial taxpaid byproperties within the communityfacilitydistrict
(CFD) canbe usedtofinance bondstopayfor improvements. Suisun Citycurrentlyhasthree
CFDs. CFD#1is treatedmore like aMAD and has an annualengineer’s report producedbythe
consultant. CFD#2 is aCitywide CFD. Thesixtaxzones associated with CFD#2 aretypically
formed when a parcel(s) is annexed into theCitywide CFD#2. InJune 2015, CityCouncil
adoptedOrdinanceNo.73, effectivelyforming the thirdCFD. CFD #3provides taxratesfor an
industrial land usecategorythat was not provided in CFD #2.
AB 1600 Fees- Alsoknown as development impact fees under Government Code Section
66000, AB 1600arepaymentsfor improvementsimposed onan applicantin connection with
approval of adevelopment project tomitigatetheimpactsrelatedtothat development project
under the California EnvironmentalQualityAct (CEQA). These one-timefees exactedfund
infrastructureneededtoserve the whole communityof Suisun City. For example, development
impactfeesmaysubsidize such projects like park improvementsand offsite street
improvements. Established in 1993, theCityis currentlyhaving a studyconducted inan effort
to update development impactfees.
Development Agreements- Development agreementsarecontractsbetween propertyowners
and theCitywhich provide themeansof ensuring thepropertyowner a vestedright to
development phasing orintensityfor a specified period of time in exchangefor certain
obligations or performance clausesthatthe developer must satisfy. Thismayinclude
infrastructureimprovementsthat exceed thelimitsotherwise set byAB 1600.
Sewer andWater ConnectionCharge- Afee iscollected prior toconnection tothe City’s water
and sewer system. These connectionfeesareintended tocover the costsof operations.
Ideallyand typically, thefees exactedwould also have a component thatwould provide for any
future upgradestothesewer or water system.
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State andFederal Grant Funding- Available at the State andFederal level are different
sourcesfor the Citytoutilize, if applicable, toassist in project implementation. An example of
federal legislationthat provides additional optionsfor funding includestherecentlyenacted
Fixing America’s SurfaceTransportation Act (FAST Act). TheFAST Act authorizes various
grant programsincluding theSafeRoutestoSchool (SR2S), Program theHighwaySafety
Improvement Program (HSIP), andthe Congestion Mitigation and AirQualityImprovement
(CMAQ) Program.
Determinations:
7.3The2015-16CIP includes 18 projectsover the span of five years. Over 69percent of all
project funding is devoted toPublic Infrastructureprojects.
7.4 SourcesforfundingCIP include eight maintenance assessment districts, Mello Roos
districts, AB1600fees, sewer and water connectionfees, development agreements andstate
andfederalgrants.
7.3-EnterpriseFunds
An enterprisefund establishes a separateaccounting andfinancial reporting mechanism for
municipal services which afee ischargedin exchangefor goodsor services. Theymaybe
established, “for autility, health care, recreationaltransportationfacility.” Examples of which
include thefollowing
Public utilities- water, sewer, trash disposal
Health-care- ambulanceservice, nursing homes
Recreation- skating rinks, pool,golf courses
Transportation- airports, dock and wharf facilities
Thecommunitymaynot establish enterprisefundsfor normalgovernmentoperations or
services such asbuilding rentals, inspectional services, or cemeteries. Establishing an
enterprisefunddoesnotcreatea separate or autonomous entityfromthemunicipal government
operation. Enterprise accounting allows the communitytodemonstratetothepublic the
portions of total costs of a service that isrecovered through user chargesand, if any, the portion
that is subsidized bythetaxlevyor other availablefunds.
A municipalitymayadopt an enterprisefund withapproval bya CityCouncil vote or byTown
Meeting. Eachenterprisefundmust be adopted separatelywith its own vote.This allows
municipal legislative bodies toidentifyand evaluate each enterprise onitsown merit.
Adopted inthe year 2000, the Cityof Suisun Cityhasfive enterprisefunds, alsoknown as
internal servicefunds. The internalservicefundsare composedof theMotor Vehicle Repair,
Motor Vehicle Replacement, Network Maintenance, PublicWorksOperating Costs, andthe
Self- InsuranceFunds, respectively. Overall, thesefundsaccount fortherevenues and
expensesfor services rendered bytheCityin which afee ischarged. Forexample, thePublic
WorksOperatingfundaccountsfor operating costs and chargeswhere service is provided,
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including, but not limitedto, Maintenance Districts, Streets, and various departmentsunderthe
generalfund. Exhibit 6displays the revenues and expenditures of the City’s enterprisefunds.
Exhibit6: EnterpriseFunds Revenues &Expenditures
3,500,000
3,000,000
2,500,000
2,000,000
TotalRevenues
1,500,000
TotalExpenditures
1,000,000
500,000
-
FY12/13 FY13/14 FY14/15 FY14/15 FY15/16
Actual Actual Amended Estimated Adopted
Source:SuisunCityFinanceDepartment(2016)
Determinations:
7.5 The Cityof Suisun Cityhasfive enterprisefunds, alsoknown as internal servicefunds. The
internal servicefunds are composed of the Motor Vehicle Repair, Motor Vehicle Replacement,
Network Maintenance, PublicWorksOperating Costs, andtheSelf- Insurance Funds,
respectively. Inthree of the last 5years expenses have exceeded revenues, but it is difficult to
tellfrom thedatawhether ratesaresufficientfor services provided.
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8: Status and Opportunities for Shared Facilities
8.1-Shared Facilitiesand RegionalCooperation
Animal Services
TheCityof SuisunCityis one of five cities contracted with HumaneAnimal Services (HAS), a
non-profit organizationfor animalcontrol within the City. Shelter servicesare provided at
Solano CountyAnimal Care Services in Fairfieldat the Claybank Facilityand in Vacaville, at the
SPCA of Solano County. Per an MOU agreed upon bythefive cities previouslynamed andthe
County, Suisun Citycontributes annuallytotheexpansion of theClaybank Facilityat Fairfield.
Fire
TheFire Department enhances services to Suisun Citybyresponding torequestsfor aidfrom
other agenciesthroughmutual aidagreements. In return, resources are provided to Suisun City
when needed. Mutual Aid is requestedthrough dispatch asthe needisrecognized. Mutual aid
resourcesare predetermined in a countywide matrixup tothefifth alarm. Each alarmfor a
structurefiregenerallymeans an additional 2 engines totheincident, 1engineto cover thecity
for other calls, a ladder truck tothe scene, and 1chief officer tothescene. For awildland fire
alarm response, eachalarm requests1 enginetothescene, 1engine tothe station, 2 wild land
fire enginestothescene, and1 chief officer. After thefifthalarm request, resourcesare
orderedfive of thesametype at atimethroughthe countydispatch.
Law Enforcement
As discussed intheprevious MSR, the Cityentered into anMOU with theSheriff’s Department
of Solano Countyon December 12, 2005 inorder toreceive additional patrol services. Due to
thereallocation of resources, the Sheriff’sDepartment terminatedthe MOU with the Cityin July,
2006. No additional opportunitiesfor shared services have been identified.
Parks and Recreation
Pedestrian andbicycle pathways access have been expanded aroundtheSuisun Marsh in
conjunction with state andfederal agencies under theSuisun Marsh Protection Plan.
PublicWorks
Solano TransportationAuthority(STA) managesand coordinates localtransit services and
analyzes opportunitiestoexpand and connect toregional transit modes.The California
Department of Transportation (Caltrans)governsthefreeways that connect themunicipality
within Solano County, aswell as the associated off-ramps. Communication and assistance
between municipalities and Caltransis necessaryandfrequent. All projects impacting State
facilities areaccomplished under a Stateencroachment permit or project approval process with
reviewand approval byCaltrans.
SolidWaste
Citycontracts with Republic Services to provide weeklycollection of SolidWaste. Solid waste is
deposited tothe PotreroHills Landfill. The Potrero Hills Landfill receives wastefrom Sierra
foothill countiesand Alameda, Contra Costa, Marin, Mendocino, Napa, Sacramento, Santa
Clara, San Mateo, Solano, andYolo Counties. It is expectedthat there will be continued shared
use of thePotreroHills Landfill bythese cities.
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Stormwater
Citypolicies requireprivate developersto payimpact feesand install infrastructurenecessaryto
mitigatestorm drainageimpactsfrom newdevelopments. Storm drainagedischarge occursin
locations managedbydifferent public agencies, e.g., theU.S. ArmyCorpsof Engineers. These
trendswill continue asnewdevelopment occurs in theCity.
Wastewater
Sewer service is provided toSuisun Cityresidents and businesses bytheFairfield Suisun
Sewer District (FSSD), an independent special district established tomanagewastewater
‐
collection and treatment.
Water
As mentioned previously, in partnership with theSolano Irrigation District (SID), forming Suisun-
SolanoWater Authority(SSWA), theCityefficientlyprovides water service within citylimits.
Determinations:
8.1 The Cityworkscooperatively with other cities andthe Countyto provide more efficient
services. TheCitycollaboratesfor most services. Theyparticipate intheHumane Animal
Services contract for animal control. Theyhavemutual aidagreementswith surrounding
agenciesfor fire services. Theyprovide transportation services byparticipating in theSolano
Transportation Authority. Someparksandrecreation services are provided byworking with
stateandfederalagencies that manageSuisunMarsh. The Citysharesthe PotreroHills
Landfillfor solid waste disposal with other cities intheregion. Theywork with theFairfield
Suisun Sewer District toprovide wastewater treatment and with theSuisun-SolanoWater
Authoritytoprovide water.
8.2-ManagementEfficiencies
Shortlybeforetherecession, and duringthe economic downturnthatfollowed, Suisun City
analyzed the management of itsservices in an effort tostreamline operational processesand
reduce associatedcosts. Subsequently, two major changesinthe Citymanagement structure
occurredwithin the last 10 years.
July1, 2008-The PublicWorks, Facilities, and Engineering Departmentmerged with the
Building Department toform thecurrent PublicWorks andBuilding Department.
November 18, 2014- The CommunityDevelopment Department, which included
planning and housing services, andthe Economic Development Department combined
to createthecurrent Development Services Department.
Althoughno additional opportunitiesfor changestothe City’s management structurehave been
presentlyidentified, theCity will continue toanalyze additional opportunities toimprove upon
operational efficiencyand theutilization of resources.
Determinations:
8.2TheCitycontinuestoanalyze opportunities toimprove upon operational efficiencyandthe
utilization of resources.
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9: Government Structure and Accountability
Thissection will discuss thegovernanceand howtheCityinteracts with residents. That will
consist of adiscussion of themake-up of thecitycouncil, commissionsthat allowdirect citizen
involvement, an organizational chart, and staffing levels for citydepartments.
Suisun Cityis ageneral lawcity with afive member CityCouncil. The CityCouncil consistsof
fivemember elected at largetofour year staggered terms. TheMayor iselected separatelytoa
four year term. In addition, theresidentselect theCityClerk andthe CityTreasurer tofour year
terms.
Council meetings are held twice a monthonthefirst andthirdTuesdayat 7 pm in theCity
Council Chamber at Suisun CityHall located at 701 Civic Center Blvd. in Suisun City. Meetings
are noticed accordingtothe Brown Act. Councilmeetingsarebroadcast live and recordedfor
the archive. Recordedmeetingsaremadeavailablefor viewing from thewebsite.
TheCitydoesmaintain awebsite. It is oftenthesource of informationfor residents. In addition,
to archives of the CityCouncil meetingsthewebsite provides informationon citysponsored
events such asthe Halloween Parade and Christmas ontheWaterfront. It also provides a
meanstoreport abandoned cars, code violations, or to share aconcern. Thewebsite includes
news items suchaswater saving tips. The website allows residents topaytheir water bill, apply
for a building permit, bidon contracts, and applyfor citystaff positions.
Cityresidentsmayapplyfor two citycommissions. The Planning Commission consistsof seven
members appointedtofour year staggeredterms. Asin other jurisdictionsthe Planning
Commissionreviews current development, long rangeplansforfuturedevelopment andacts on
zoning and planning matters. The Planning Commission meetsonthe second andfourth
Tuesdays of themonthat 7pm.
Cityresidentsmayalsobe appointedtotheParks and Recreation Commission (PRC). The
PRC is and advisoryboardtothe Recreation Department, PublicWorksDepartment andthe
CityCouncil. The PRC consists of fivemembersthat focuson leisureservices and activities
conducted within theCity. Each Commissioner has afour year term which is staggeredso
thereareexperienced membersat all times. ThePRC meets onthefirstand thirdWednesday
of eachmonthat 7:00p.m.
TheCityManager oversees sixdepartments, Administrative Services, Police, Fire, PublicWorks
and Building, Recreationand CommunityServices and Development Services. The
Development Services Department was newlycreated in December 2014to bring together the
City’s Economic Development, Planning, and Housing Authorityfunctions. The newstructure is
expected toresult in asavings of approximately$65,000 annuallyand allowthe Citytofocuson
Economic Development. A detailed organization chart is shown in Exhibit 7.
Table 9-1 shows staff bydepartmentfor FY15-16. TheTableshows thatstaffing hasbeen
fairlyconstant since FY12/13 at approximately160 PY +/- 1. TheTablealso shows the city
relies veryheavilyon temporaryand volunteer positions. Of the160 positionsfor FY15/16, 77
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are permanent and83 are temporaryor volunteer. TheTable alsoshows the Fire Department
is primarilya volunteer department with 3 permanent positions, the Fire Chief andtwo
Administrative Fire Captains, and 61volunteers.
Exhibit 7: Organizational Chart
Source:CityofSuisunCityFY2015-16AnnualBudget.
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Table 9-1 Staffing Detail byDepartment
FY12/13 FY13/14 FY14/15 FY15/16
Actual Actual Amended Recommended
CityManager
Permanent 1.25 1.25 1.25 1.20
Temporary 0.00 0.00 0.00 0.00
Department
Total 1.25 1.25 1.25 1.20
Administrative
Services
Permanent 7.55 6.55 6.55 6.65
Temporary 0.00 0.80 0.80 0.80
Department
Total 7.55 7.35 7.35 7.45
PoliceDepartment
Permanent 34.00 33.00 33.00 34.00
Temporary 0.71 0.71 0.71 0.71
Department
Total 34.71 33.71 33.71 34.71
FireDepartment
Permanent 3.00 3.00 3.00 3.00
Temporary 60.88 60.88 60.88 60.88
Department
Total 63.88 63.88 63.88 63.88
Building&PublicWorks
Department
Permanent 20.82 19.82 19.82 19.72
Temporary 0.92 1.67 1.67 1.66
Department
Total 22.87 22.83 22.41 21.38
Recreation&Community
Services
Permanent 3.00 4.00 4.00 5.00
Temporary 19.87 18.83 18.41 16.60
Department
Total 22.87 22.83 22.41 21.60
DevelopmentServices
Department
Permanent 8.38 8.38 8.38 7.43
Temporary 0.27 0.27 0.27 0.20
Department
Total 8.65 8.65 8.65 9.43
CITYWIDE
Total
Permanent 78.00 76.00 76.00 77.00
TotalVolunteer&Temporary 82.65 83.16 82.74 82.66
TOTAL
STAFFING 160.65 159.16 158.74 159.65
Source:CityofSuisunCityAnnualBudgetFY15/16
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Determinations:
9.1 Suisun Cityis ageneral lawcitygoverned byafive member citycouncil. Council members
are electedat largetofour year staggeredterms. TheMayor is electedseparatelyfrom the
council to afour year term.
9.2 Councilmeetings areheld onthefirst andthirdTuesdayat 7 pm at cityhall council
chambers. Meetingsarenoticed according totheBrown Act, televised live, andrecordedfor
the archive. Tapesof meetingsareavailable to the public.
9.3 Residentsareappointedtothe Planning Commission andthe Parksand Recreation
Commission. ThePlanning Commission consistsof sevenmembers appointedtofour year
staggeredterms. TheParks andRecreation Commissionconsistsof five membersappointedto
staggeredterms.
9.4TheCitycommunicates with residentsthroughits website. Thewebsite communicates
upcoming events, publicmeetings, andallows residents topaytheir water bills.
9.5TheCityManager overseessixdepartments, administrative services, police, fire, public
works, recreationandthe development services. The Citystaff includes 77 permanent paid
positions and 83temporaryand volunteer positionsfor atotal of 160. Staffing hasremained
fairlyconstant over that last threeyears.
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10: LAFCO Policies Affecting Service Delivery
Cortese-Knox-Hertzbergallows LAFCOs toestablish policies to implement thelawand process
applications. SolanoLAFCO hasimplemented eleven standards, sixmandatorystandards
which mirror therequirementsof CKH andfive discretionarystandards. Application of
discretionarystandardslies with the Commission.
SeveralofLAFCO’spoliciesmayaffecttheoperationoftheCity.AstheCityupdatesandamends
itsgeneralplanandsphereofinfluencetherevisedLAFCOspherepolicywillguidetheprocess.
Thenewspherepolicyallowsforneartermandlongtermspheres,wheretheneartermsphere
includesterritorythatwillbeproposedforannexationinthenextfiveyears.Thelongtermsphereis
designedtoincludeterritorythatwillbeservedinthenext5to20years.
Each application that isreceived byLAFCO is reviewed bythe eleven standards. Asan
example when LAFCO receives an applicationfrom acityfor anannexation, Standard5
requires pre-zoning of the territoryas in Section 56375(a)(7) of CKH. Some examples of
discretionarystandardsare Standard9 andStandard 11.
Standard 9statesthat urbangrowth should beguided awayfrom prime agricultural land. It also
encourages infill development before annexing territoryoutside citylimits.
Standard 11providesfor mitigation of theloss of propertytaxwhen unicorporatedterritoryis
annexed to afull servicecity, such as Suisun City. Often when an area isdeveloped it is
detachedfrom theSuisun Fire District. LAFCO’sStandard 11allows for thefiredistrict to be
compensatedfor loss of revenue. Thecompensationformulais determined bythe Cityandthe
fire district. If no agreement isreachedtheLAFCO Commissionmakesthefinal decision.
TheCityonoccasionreceivesrequestsforoutofareaservices. GovernmentCodeSection
56133describesconditionsthatLAFCOmayallowoutofareaservices. Theconditionsarethat
theareamustbewithinthesphereorahealthandsafetyissue.
Determinations:
10.1 The Citywill be affected byLAFCO’sSphere of Influence Policyand theeleven standards
adoptedfor evaluating proposals that are submittedfor LAFCO review.
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11: Summary of Determinations
Growthand PopulationProjections
4.1 Theestimatedpopulation of Suisun Cityin 2014was 28,549.
4.2 Based on recent growth and ABAG projections, over the term of this service review, the
population can beexpected togrow4-4.5% (29, 235- 29,800) by2020.
4.3 At buildout in2035, theGeneral Plan projectsapopulation of 32,400.
Disadvantaged and Unincorporated Communities
5.1 There are nodisadvantagedunincorporatedcommunities within or contiguous tothe
sphere of influence.
Presentand Planned Capacityof Public Facilities
AnimalControl
6.1 TheCity isoneoffivecitiesthat providesanimal controlthoughanagreement with
HumaneAnimal Services.
6.2 TheCityhas signed aMOU with Benicia, Dixon, Fairfield, Rio Vista, Vacaville and
Solano Countyfor themaintenance andoperation of theClaybank animalshelter in
Fairfield.
6.3 Current capacityof animal controlfacilities accommodates141caninekennels and 77
feline catterycages. The expansion of thefacility will result intheaddition of 128 canine
kennelsand 69catterycages, andoverall increased holding capacityof thefacilities.
Fire
6.4 TheSuisun CityFire department is staffed byaFire Chief, two Captains and 38
volunteers. Withthisstaffing the department runsone engine 24/7 andasecond engine
70% of thetime. The department operatesfroma singlestation at 621Pintail Dr.
6.5 Thefiredepartment provides basic life support and contractsfor advanced lifesupport
with Medic Ambulance. Over thelast three yearsthedepartment hasresponded to
1,799, 1,922, and1,915callsfor service. Most of thecalls arefor rescueand EMS. The
CityCouncil has set agoal of aresponsetimeof 5 minutes or less90% of thetime. The
Cityis currentlystriving to meet thatgoal.The Cityhas received anInsurance Services
Office(ISO) rating of 3 out of 10with an ISO rating of 1 being the best.
6.6 TheCityhasmutual aidagreements with all other departmentsinthe County.
6.7 TheCityplans tobuild two newfirestations,to accommodateexpectedgrowth. Oneof
the newstations will replace an existing one.
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LawEnforcement
6.8 Thecitypolice department operatesfromtwo facilities, amain locationnext to CityHall
and theBurdick CenterSubstation which housesrecords.
6.9 In 2014thestaffing ratiowas 0.75 sworn officersper thousandresidents, responding to
an averageof 909callseach.
6.10 Averageresponsetimerangedfrom 3minutes10secondsfor Priority1 calls for service
with an immediatethreat topeople and propertyto 4minutes7 secondsfor Priority4
callsfor servicefor latereportsof crimes or assistance with generalquestions.
ParksandRecreation
6.11 TheCitymaintains over100 acresof parkland that includestwo communityparksof 10
to 38acres, eleven neighborhood parks of 1to 6acres andfive mini/pocket parks of 0.1
to 1.1 acres.
6.12 Thecityhas establisheda standard of 3acres of parkland per thousandresidents. They
currentlyexceed the standard with an average of 3.4acresperthousand.
6.13 TheCityalso operates acommunitycenter, a senior center, aboat launch,a community
theater aswell as system of hiking andbiking trails.
6.14 TheCityfunds newfacilities throughdevelopment agreementsandimpact fees. The
cityis in theprocess of updating it development impactfees.
PublicWorks
6.15 ThePublicWorks andBuilding Department isresponsiblefor local streetssystem within
the Cityof Suisun City. Thepavement conditionindexis a wayto measure the
conditions of roadways. TheCityhas anaveragePCI of 56which is consideredfair
condition.
6.16 Thecitycontainsandmaintains Class I, ClassII and Class III bikeways. The Cityis
seeking additionalfunding toimprove localroutesand connections with regional bicycle
and pedestriantravel ways. Several additional bikeroutes are plannedtoimprove
connections with SuisunCityand totherest of the region.
6.17 Suisun Cityis served byAmtrak, Greyhound, RioVista Breeze busservice and by
Fairfield and SuisunTransit (FAST) services. FAST operatesfour local and one intercity
routethrough Suisun City. Theintercityroute is line 90, which connects Suisun Cityto
the BayAreaRapidTransit (BART) commuter railsystem. FAST also operates
demand responseparatransit service in the Suisun Cityand Fairfield areas.
6.18 The loca‐l bussystem isprojectedto be ableto accommodateanticipatedgrowth in
ridership. Thoughintercitybusesrun closer to capacity, with the purchaseof newbuses
in the near future, theysimilarlywill be able tomanageperceivedgrowth,as well.
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SolidWaste
6.19 Suisun Citycontracts with Republic Servicesfor collection of solid waste, yard waste
and recyclable materials. Solid waste istransported tothePotreroHills Landfill. In 2014
Suisun’s contributiontothe landfill was 2.3%.Thelandfill has thecapacityof 55.865
million cubic yards. It currentlyhas 33.815million cubic yards available and not
expected toreachcapacityuntil 2045.
Stormwater
6.20 TheCity’s storm drainage system can protect thecityfromflooding during a 100year
storm event throughfour pumping stations located strategicallythroughout the City.
Wastewater
6.21 TheCityand FSSD jointlyoperate andmaintain the wastewater collection system that
serves theCity. FSSD owns and operatesthetrunk sewer system, which includes all 12-
inch and larger sewers and themajor pump stations andforcemainsthatconvey
wastewater tothe District’s wastewater treatmentplant.Wastewaterflows bygravityor
is pumpedbysmaller stations tofour major pumpstationswhich pump wastewater to
thetreatment plant.
6.22 Suisun Cityis served bySuisun Pump Station and three smaller stations: Lawler I Pump
Station, Lawler II PumpStation, and CrystalStreet Pump Station. Capacityat the
Suisun Pump Station was recentlyupgradedto acapacityof 38.3 MGD. Typical dry
weather flowis 8.1 MGD and wet weather flowis 27 MGD. Along with thesmaller pump
stationsthere issufficient capacity.
6.23 TheFSSD recentlycompleted atreatment plant expansion that increasedtheaverage
dryweather capacityfrom 17.5mgdto23.7mgdand reliable peak flowcapacityfrom
34.8mgdto 52.3mgd.
‐
Water
6.24 Suisun Cityand Solano Irrigation District (SID) formed aJoint Exercise of Powers
Agreement in 1976toprovide a long term water supplyfor the City. In 1990, the
partnership became afull Joint Powers Authoritynamedthe Suisun SolanoWater
‐
Authority(SSWA). Water sourcesareprimarilysurfacewater from the Solano Project
‐
and theStateWater Project.
6.25 TheCitycurrentlyserves 8,100connections. Thetotal projectedwater demand at
buildout of the2035General Plan would be approximately4,251 acre-feet per year (afy)
while the estimatednormal year supplyin 2035 is8,035 afy. Water demand is
anticipatedto belessthan available water supplies through 2035in normalwater years.
Water supplyin single- dryand multiple-drywater years is insufficient tomeet demand
within the SSWAservice areaover the20-year planning period. Ajoint powers
agreement between SIDand Suisun Cityensuresthat water will be providedfrom the
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SID water supplies andthereforetherewill be sufficient water supplies tomeet
demands.
6.26 TheCityoperatestwo treatment plants at Cement Hill andGregoryHill with a combined
capacityof 10.56 MGD. TheCityalso maintainsfour storagetanks with acapacityof
6.5million gallons. Thesefacilities would provide a peaking storageof 20% andan
emergencystorageof approximatelyonefull anticipated maximum daydemand, and will
also providefirestorageof 420,000gallons.
FinancialAbilityto ProvideServices
7.1 Over thepast threeyears thestructural status of theGeneral Fund hasevolved, trending
from significant structuraldeficitstoamodest structuralsurplus inFY 2015-16. Although
expenditures have increasedfrom about $10million to about $11million, revenues,
including transfersin, increased at aslightlyhigher rate, from approximately$9.6 million
to about $11millionfor FY 2015-16.
7.2 Vehicle licensefees, propertytaxandsalestaxaccount for alarge portionof revenues.
Building and public works, lawenforcement, anddevelopment services account for 30%,
27%, and 18% of expenses respectively.
7.3 The2015-16CIP includes 18 projectsover the span of five years. Over 69 percent of all
project funding is devoted toPublic Infrastructureprojects.
7.4 Sourcesforfunding CIP include eight maintenance assessment districts, Mello Roos
districts, AB1600fees, sewer and water connectionfees, development agreements and
stateandfederalgrants.
7.5 TheCityof SuisunCityhasfive enterprisefunds, alsoknown as internalservicefunds.
Theinternalservicefunds arecomposed of the Motor Vehicle Repair, Motor Vehicle
Replacement, Network Maintenance, PublicWorksOperating Costs, andthe Self-
InsuranceFunds, respectively. Inthree of thelast 5 years expenseshave exceeded
revenues, but it is difficult totellfrom thedatawhether rates are sufficient for services
provided.
Statusand OpportunitiesforShared Facilities
8.1 TheCityworkscooperatively with other cities andtheCountytoprovide more efficient
services. TheCitycollaboratesfor most services. Theyparticipate intheHumane
Animal Services contractfor animalcontrol. Theyhave mutualaid agreements with
surrounding agenciesforfireservices. Theyprovide transportationservices by
participating inthe SolanoTransportation Authority. Some parksandrecreation
services are provided byworking with stateandfederal agenciesthatmanageSuisun
Marsh. The Citysharesthe PotreroHills Landfillfor solid waste disposal with other cities
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in theregion. Theywork with the FairfieldSuisun Sewer District toprovide wastewater
treatment andwith the Suisun-SolanoWater Authorityto provide water.
8.2 TheCitycontinuesto analyze opportunitiesto improve upon operational efficiencyand
the utilization of resources.
GovernmentStructure and Accountability
9.1 Suisun Cityis ageneral lawcitygoverned byafive member citycouncil. Council
members areelected at largetofour year staggered terms. TheMayor iselected
separatelyfrom thecouncil to afour year term.
9.2 Council meetings are held onthefirst andthirdTuesdayat 7pm at cityhall council
chambers. Meetingsarenoticed according totheBrown Act, televised live, and
recordedfor the archive. Tapes of meetingsareavailable to thepublic.
9.3 Residents areappointedtothe Planning Commission and theParks andRecreation
Commission. ThePlanning Commission consistsof sevenmembers appointedtofour
year staggeredterms. The Parksand RecreationCommission consists of fivemembers
appointed tostaggeredterms.
9.4 TheCitycommunicateswith residentsthroughitswebsite. Thewebsite communicates
upcoming events, publicmeetings, andallows residents topaytheir water bills.
9.5 TheCityManager oversees sixdepartments, administrative services, police, fire, public
works, recreationandthe development services. The Citystaff includes 77 permanent
paid positions and 83temporaryand volunteer positionsfor atotal of 160. Staffing has
remainedfairlyconstant over that last three years.
LAFCOPoliciesAffecting Service Delivery
10.1 TheCitywill be affectedbyLAFCO’s Sphere of InfluencePolicyand theeleven
standardsadoptedfor evaluating proposalsthat are submittedfor LAFCOreview.
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12: References
Association of BayAreaGovernments.2015a.BayArea Census Cities.Website:
http://www.bayareacensus.ca.gov/cities/SuisunCity.htm. Accessed December 21, 2015.
Association of BayAreaGovernments.2015b.BayArea Census Counties. Website:
http://www.bayareacensus.ca.gov/counties/SolanoCounty.htm. AccessedDecember 21, 2015.
California Department of Finance.2015. CaliforniaState Data Center Census 2010.Website:
http://www.dof.ca.gov/research/demographic/state_census_data_center/census_2010/#CQR.
AccessedOctober 23, 2015.
CALTRANS.2014.Solano CountyEconomicForecast.Website:
http://www.dot.ca.gov/hq/tpp/offices/eab/socio_economic_files/2014/Solano.pdf
Cityof Suisun City. 2006. Petersen RanchAnnexation Staff Report. Prepared byJohnKearns.
May9, 2006.
Cityof Suisun City. 2012. "Resolution No. 2012-100 [Onthe Memorandum of Understanding
on Provision of Animal Care Services Between the Countyof Solano andSolano County
Cities.]" CityCouncil Resolution. Adoptedon December 4, 2012.
Cityof Suisun City. 2016. Recycling andSolidWaste. Available online at:
http://www.suisun.com/departments/building-public-works/recycling-solid-waste/. Accessed
January22, 2016.
Cityof Suisun City. December 30, 1993. 1993Updatesto ParkImprovement Program and
New Construction Feesand Off Site Street Improvement Program. Prepared byRecht Hausrath
& Associates. AdoptedFebruary1, 1994.
Cityof Suisun City. 2014. Cityof SuisunCityAnnual Budget Business& Financial Plan FY
2014-15. May21, 2013.
Cityof Suisun City. 2015. Cityof SuisunCityAnnual Budget Business& Financial Plan FY
2015-16. June 15.Website: http://www.suisun.com/wp-content/files/FY_2015-
16_Annual_Budget_-_Suisun_City.pdf. Accessed October 23, 2015.
Cityof Suisun City. 2015. Comprehensive Annual Financial Report. FiscalYear Ended June 30,
2012.
Cityof Suisun City. 2016. Finance Department-General FundRevenues and Expenditures.
February17, 2016.
Cityof Suisun City.2015b.Cityof Suisun City2035 General Plan. AdoptedMay5, 2015.
Cityof Suisun City.2015b.Cityof Suisun City2035 General Plan- EnvironmentalImpact Report.
Adopted May5, 2015.
Cityof Suisun City. December 21, 2015. Police Department AverageResponse Times. (2013-
2014) Generated byComputer Aided Dispatch.
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Cityof Suisun City. February2014. Sewer System Management Plan.
Cityof Suisun City. 2015.Website: www.suisun.com/government/commissions. Accessed
October 20, 2015.
Cityof Suisun City. 2015a. Cityof Suisun City2015-2023 Housing Element.Website:
http://www.suisun.com/wp-content/files/Suisun_City_Housing_Element_Final_Draft.pdf.
accessed 12-21-2015. March 2015.
Fairfield- Suisun Sewer District. October 5, 2015. AverageAnnual DryWeather Influent Flow
Projectedto 2055. GeneratedbyFSSD Staff.
Fairfield- Suisun Sewer District. October 5, 2015. PumpStation Data. GeneratedbyFSSD
Staff.
PacificMunicipal Consultants.2005. Cityof SuisunCityMuncipal Services Review
Comprehensive Annexation Plan. April.
Resolution No. 2012-100: A Resolution of theCityCouncil of the Cityof Suisun cityAuthorizing
the CityManager toExecute aSuccessor Memorandum of Understanding on Provision of
Animal Care Services Between the Countyof Solano and Solano CountyCities. December 4,
2012.
Solano CountyRegistrar of Voters. 2015. SolanoCountyElectedOfficials.Website:
www.solanocounty.com/depts/rov/default.asp. AccessedOctober 23, 2015.
Solano CountySherriff'sOfficeInvoice Fy14/15Payment.
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Personal Communications
Cullen, Kevin. Senior Environmental Engineer. Fairfield- Suisun Sewer District.
Davis, Randy. Recreation and CommunityServices Department Interim Director. Cityof
Suisun CityRecreation and CommunityServicesDepartment.
Dum, Amanda. Management Analyst. Cityof Suisun CityPublicWorksDepartment.
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CITYOFSUISUNCITYMUNICIPALSERVICESREVIEW
June13,2016
Evans, Lee. AssociateEngineer/ Project Manager. Cityof Suisun CityPublicWorks
Department.
Fairfield-Suisun Sewer District. July7, 2015. Letter to: Dan Kasperson. 2015/16 Drainage
Maintenance Budget.
Jessop, Mick. Recreation and CommunityServices Director. Cityof Suisun CityRecreation
and CommunityServices Department.
Kearns, John. AssociatePlanner. Cityof SuisunCityDevelopment Services Department.
Lapira, Katrina. Planning Specialist. Cityof Suisun CityDevelopment Services Department.
Lozano, Nick. AssociateEngineer. Cityof Suisun CityPublicWorksDepartment.
Luna, Elizabeth. Accounting Services Manager. Cityof Suisun CityAdministrative Services
Department.
Mattos, Tim. Police Chief. Cityof Suisun CityPolice Department.
McSorley, Tim. PublicWorksDirector. Cityof Suisun CityPublicWorks Department.
O'Brien, Mike. Cityof Suisun CityFire Chief. Cityof Suisun CityFireDepartment.
Raymos, Cathy. Lieutenant. Solano CountySherriff’sDepartment -Animal Care Division.
Romero, Uriel. Assistant Civil Engineer. SolanoIrrigation District.
Vigil, Shaun. Transportation Planner. Cityof Fairfield.
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