City Manager’s Office
Department Summary
Overview
The City Manager’s Office encompasses the elected City Council, City Clerk, and City Treasurer, and the City Council’s two appointees: the City Manager and City Attorney. The City Manager’s Office works with the City Council to establish the City’s policies and priorities and establish the legislative agenda for the City of Fairfield. In addition, the City Manager’s Office is responsible for a citywide communications program, an active volunteer program, and information technology. For the FY 17-18 budget, the Information Technology division has been transferred from Finance into this department and the Human Resources division has been established as a separate department.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 1 City Manager’s Office
Department Summary
2016 Accomplishments
Administration
The 15-year extension of Measure P, the 1% sales tax, won approval by 69% of Fairfield voters. This extended, locally-controlled funding, which equates to approximately $17 million annually, gives the City the opportunity to plan for and address community issues and looming service deficits with a long-term approach.
City Council adopted an agreement that establishes a Travis Community Partnership Leadership Committee. The purpose of the memorandum of understanding is to promote better partnerships and more collaboration between Travis, Solano County and its local municipalities.
Drafted AB 806, which was submitted by California Legislators Dodd and Frazier and sponsored by the City of Fairfield, was adopted by the State Legislature and signed into law by the governor. This important legislation clarified the City’s power to engage in economic development programs previously conducted by redevelopment agencies, such as allowing cities and counties to purchase, lease, and sell properties that would act as economic catalysts in California communities.
Measure T/Pacific Flyway passed with overwhelming voter support – about 73%. Staff from the City Manager’s Office, City Attorney’s Office, and Community Development collaborated with the development team and interested residents to craft an effective ballot measure for Measure T/Pacific Flyway proposal that avoided the preparation of a costly and time-consuming environmental impact report before voter approval of the expansion of the Urban Limit Line.
Recruited high school age youth volunteers to increase the number of City volunteers by 25%.
In an effort spearheaded by the Travis Community Consortium, ten separate entities supported locating the KC-46 at Travis Air Force Base. The unanimous endorsement of the various federal, state, county, and local elected officials demonstrates the unwavering support of Travis.
Staff from three departments participated in the Honorary Commanders Program.
Participated actively on the Governor’s Military Council.
Provided administrative and financial support to the Travis Community Consortium.
Awarded the league of California Cities’ Helen Putnam Award for excellence in Innovative Housing Programs for City’s collaborative work at Parkway Gardens.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 2 City Manager’s Office
Department Summary
2016 Accomplishments (Continued)
Communications
Developed and implemented a successful public education, information, and strategic communication plan to keep citizens informed of City’s use of funding derived from Measure P (2012 version). Delivery of this ongoing public information served to remind citizens of the severe financial deficits that were being overcome with their continued support of the 1% sales tax. Monthly, this year’s public education campaign consisted of approximately 10 social media posts, six website articles, two newsletter articles, two Channel 26 display ads, two LED billboards, one City Hall Lobby display, one op-ed submission to local paper, plus periodic water bill inserts, Coffee with the Cops, in person Community Connections with City Manager, and a Virtual (phone or e-device) Community Connection, which engaged thousands of residents simultaneously.
Using the City’s many available electronic tools and outreach channels, developed and launched a City-centric, internal, news bureau for disseminating City news directly to residents, businesses, and media outlets.
Produced more than 50 programs and segments to promote Fairfield and inform community about the use of Measure P funding, increased subscribers to City’s YouTube channel by 300%. (www.YouTube.com/FFCATV)
Collaborated with Solano College’s Sports Broadcasting Program to become certified as a Career Technical Education course, which prepares students for real life jobs by training them on current video/multi-media techniques and equipment. Due to the program’s certification and curriculum, several former students earned jobs in the field of sports broadcasting or television production.
Converted Channels 26, 27, and 28 to deliver broadcasts in HD, provide on-demand programming, as well as LIVE web streaming 24/7.
Video Services won a record number of awards, 9, in the history of Channel 26, which included the highly coveted “Overall Programming Excellence.”
City Attorney’s Office
Successful resolution of Kamar Singh litigation regarding substandard housing at 200 E. Tabor. The City prevailed on its injunction action to close the substandard housing on this nuisance property, and successfully prevented the property owner from transferring this case to bankruptcy court where City’s enforcement action would have been stalled. Court-ordered disposition of the property is underway and most, if not all, of the City’s enforcement costs should be recovered through this process.
Concluded the receivership for Parkway Gardens Condominium Complex.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 3 City Manager’s Office
Department Summary
2017 Work Plan
Community Safety
1. Disaster Recovery - Update the City’s IT Disaster Recovery (DR) Plan and implement offsite recovery services and add SCADA software system for the NBR Water Treatment Plan to the Disaster Recovery Plan. (Information Technology)
2. Radio System– Create and issue the RFP for the joint Fairfield/Vacaville/Suisun radio system. (Information Technology)
3. Public Safety Video Retention – Expand the retention capability of the closed circuit television (CCTV) system in the City for public safety use from 31 days to one year per court direction. (Information Technology)
4. Cybersecurity – Complete and implement recommendations from a third party network security audit; Implement two factor authentication to improve login security to the City’s networked systems. (Information Technology)
5. Fire Works - Educate community about illegal use of fireworks especially around 4th of July and determine if additional enforcement options are necessary and viable. (Communications)
Financial and Operational Sustainability
6. Annual City Council Work Plan Workshop - Manage annual City Council goal-setting and work plan process. (Administration)
7. Establish Human Resources Department – Establish a new HR Department including implementing new team-based, department-focused, generalist HR service delivery model. (Administration)
8. Bi-annual City Council Election - Manage biennial City Council elections, procedures, policy and process - 2018 next municipal election. (Administration)
9. City Commissions – Ensure Commission vacancies are promptly filled. (Administration)
10. Agenda Management - Coordinate entire agenda packet process including standardized staff reports, timely distribution in multiple formats, and legal noticing; Select and implement an electronic agenda preparation system. (Administration)
11. Measure P Outreach - Coordinate multi-channel information campaign about use of and results from Measure P funds. (Communications)
12. Labor Negotiations - Negotiate seven fiscally responsible Memoranda of Understanding for Council consideration in 2017. (Administration)
13. Legislative Platform - Work with Anthony Gonsalves & Son to promote legislative priorities and protect City’s best interests using Federal and State Legislative Platform as a guide. (Administration)
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 4 City Manager’s Office
Department Summary
2017 Work Plan (Continued)
Financial and Operational Sustainability (Continued)
14. IT Governance - Better integrate the IT function into all aspects of the organization and follow governance plan including budget decision-making models. (Information Technology)
15. Implement Recommendations from Information Systems Assessment Study - Implement recommendations from study, including developing a prioritized technology project list for inclusion in the City's two year operating and five year capital budget and updating the City's Information Technology Policies. (Information Technology)
Quality of Life
16. Quality of Life Task Force - Continue Quality of Life Task Force, a multi-department effort to collectively and efficiently strengthen neighborhoods through crime prevention, revitalization, and community engagement (Administration).
17. Homeless Strategy Implementation – a. Continue implementation of City Council Homeless Strategy to reduce chronic homelessness including below initiatives. b. Work with the Police Department to continue the Homeless Intervention Team (HIT) including working collaboratively with the Public Works Department and Solano County to provide intervention and services to homeless. c. Work with Community Development to develop permanent supportive housing units using SB 341 funds, community partners, and through additional funding sources. d. Secure commitment from County Mental Health to fund additional programs and Outreach Social Workers to support HIT. e. Modify current abandoned shopping cart ordinance to increase penalties for non- compliance; continue to get all merchants in compliance with the ordinance re: cart containment plans; monitor and origin of City retrieved carts. 18. 740 Travis Blvd. – Facilitate and assist school district in their acquisition of 740 Travis Blvd. to expand the adjacent school. (Administration)
19. Community Action Partnership (CAP Solano), JPA - Utilizing lead role on JPA, work with County and other key cities to oversee CDBG/HUD funds for direct service providers and guide strategic planning for homeless & low-income population. (City Manager’s Office)
20. Neighborhood Revitalization Program Grant (CDBG) - Administer CDBG program segment to improve quality of life and safety while reducing blight in low-income, high-crime neighborhoods with the use of CDBG funds. (Administration)
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 5 City Manager’s Office
Department Summary
2017 Work Plan (Continued)
21. Community Engagement / Marketing - Promote City activities and milestones through community engagement and Citywide marketing activities.
22. Solano Garbage Relocation - Relocate Solano Garbage dumpster storage facility out of downtown Fairfield. (City Manager’s Office)
23. Adopt-A-Park – Engage and recognize groups in program. (City Manager’s Office)
24. Volunteer Services – Recognize long-term volunteers. (City Manager’s Office)
25. Community TV Access - Utilize the joint television facility at Solano College to produce on Channel 26 between 25-30 shows, including local parades, elected official shows, public service announcements, and items of special importance. (Communications)
Community Infrastructure
26. Information Systems Software / Infrastructure (Information Technology)–
a. Continue to replace computers, system servers, Closed Circuit Cameras and other IT equipment in accordance with the City's IT equipment replacement schedule.
b. Continue to support departments in working with third party vendors to implement upgrades to and replacement of the City's software licenses.
c. Implement Microsoft Office 365. (Information Technology)
27. Geographic Information Systems (GIS) – Continue to work with departments to maintain and expand the capabilities of the City's GIS. (Information Technology)
Economic Development
28. Solano Economic Development Corp – Support regional economic development and infrastructure by serving on EDC Executive Committee, Legislative Advocacy Committee, and attending events. (City Manager’s Office)
29. Moving Solano Forward – Actively participate in Moving Solano Forward, the county-wide economic diversity study to develop a strategic approach for diversifying the local economic base. (City Manager’s Office)
30. Marketing / Branding - Continue to extend the City’s brand through planned ED marketing, promotional materials, and providing directive brand management. (Communications)
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 6 City Manager’s Office
Department Summary
2017 Work Plan (Continued)
Travis Air Force Base
31. Travis Community Consortium (TCC) – Serve as Administrator to TCC including, but not limited to, budget oversight and contract management including for the lobbyist. (City Manager’s Office)
32. Air Force Community Partnership MOU – Implement initiatives from the 2016 Council- approved partnership MOU and participate in leadership meetings. (City Manager’s Office)
33. Joint Land Use Study - Actively participate in the Joint Land Use Study process spearheaded by Solano County. (City Manager’s Office)
Budget Highlights and Significant Proposed Changes
Fiscal Year 2016-17
Overall, the Department is anticipating approximately 15% in General Fund expenditure savings, primarily due to lower than expected use of the City’s contingency account and lower election, contractual services, and legislative advocacy costs Overall, expenditures are expected to end the year 13% below budgeted levels. Revenues are expected to exceed budget by 7% due to the carryforward from FY 15-16 of revenues (and associated costs) related to the “Partnership to Improve Community Health” grant.
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, it should be noted that the Information Technology (IT) Division has moved from the Finance Department to the City Manager’s Office and that the Human Resources (HR) division has moved to its own department. Therefore, the IT Division’s budget and positions now appear in the City Manager’s Office’s Department Summary and HR’s budget and position have been moved into its own department’s budget. Net of these changes, for FY 2018-19, expenses are projected to decrease by 2% and revenues are expected to increase by 2%.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 7 City Manager’s Office
Department Summary
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan FY 15-16 FY 16-17 FY 17-18 FY 18-19 Performance Indicator Item Actual Estimate Budget Budget
Abandoned shopping carts removed from City streets 17 300 300 300 300 (City-funded) Number of volunteers 24 490 490 490 490 Number of volunteer hours 24 43,700 43,700 43,700 43,700 Savings due to volunteers 24 $1.15M $1.15M $1.15M $1.15M Number of City parks adopted 22/28 22/28 22/28 22/28 by community groups (goal: 23 78% 78% 78% 78% 22 parks/80% adoption rate) Recruit and engage two youth 24 2 2 2 2 groups in City volunteerism Resolutions enacted N/A N/A N/A N/A N/A Ordinances enacted N/A N/A N/A N/A N/A Press releases published 21 110 110 110 110 Closed Circuit Cameras 26 325 325 325 325 Supported Desktops / Laptops Supported 26 941 950 950 950 Technology Service Calls 26 4,516 4,500 4,500 4,500
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 8 City Manager's Office Department Summary
Division Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget Legislative $.09 $.41 $.29 $.21 $.32 City Manager .80 .86 .78 .86 .89 City Attorney .52 .56 .56 .57 .58 Cable and Video Services Operations .63 .64 .59 .54 Information Technology .00 -.01 3.96 3.56 Citywide Activities .11 .28 .13 .65 .65 Total Expenses $1.52 $2.75 $2.40 $6.84 $6.55 Total Revenues $.06 $.25 $.26 $4.04 $4.13
Total Net Cost $1.46 $2.50 $2.13 $2.80 $2.42
Expense Allocation by Division FY 2017-18
3% 9% 13% Legislative 8% City Manager 9% City Attorney 58% Cable and Video Services Operations
Expenses by Fiscal Year (In Millions)
$10 $6.84 $6.55 $2.75 $5
$ FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 9 City Manager's Office
Department Summary
Category Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $1.53 $1.95 $1.95 $3.86 $3.93 Part-Time Personnel .08 .01 .14 .14 Operating Materials/Supplies .03 .07 .07 1.03 .57 Repairs and Maintenance .03 .04 .02 .85 .86 Utilities .01 .01 .01 .43 .44 Cost Allocation Charges .09 .11 .11 .30 .31 Contractual Services .69 .74 .72 .73 .75 Other Expenses .10 .59 .36 .83 .94 Capital Outlay .06 .06 Capital Project Costs .20 .18 .20 .20 Expense credits (.01) Less: Cost Allocation Plan (.96) (1.04) (1.04) (1.60) (1.64)
Total Expenses $1.52 $2.75 $2.40 $6.84 $6.55
Total Revenues .06 .25 .26 4.04 4.13
Total Net Cost $1.46 $2.50 $2.13 $2.80 $2.42
Expense Allocations - FY 2017-18 Expenses Personnel 22% Cost Allocation Charges 15% 59% Operating Materials/Supplies 4% Services/Repairs/Utilities
Revenue Allocations - FY 2017-18 6% Revenues Internal Service Other Revenues
94%
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 10 City Manager's Office
Department Summary
Fund Summary - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund Actual Budget Projected Budget Budget General Fund $1.40 $2.41 $2.05 $3.38 $3.51 Special Programs / Grants .03 .25 .26 .25 .25 Radio Communication * .53 .54 Computer System * 2.00 1.56 Telephone System * .23 .23 Public Internet Access * .15 .15 CCTV Maintenance/Replacement* .21 .21 General Liability .04 .04 .04 .05 .05 Worker's Comp .04 .04 .04 .05 .05
Total Expenses $1.52 $2.75 $2.40 $6.84 $6.55 % Change from Budget -13% 149% -4%
Total Revenues $.06 $.25 $.26 $4.04 $4.13 % Change from Budget 7% 1531% 2%
General Fund 1.38 2.41 2.05 3.38 3.51 Other Funds .08 .09 .08 (.58) (1.09)
Total Net Cost $1.46 $2.50 $2.13 $2.80 $2.42
* These programs were previously accounted for in the Finance Department budget.
Expense Allocation by Fund FY 2017-18
49% General Fund 51% Other Funds
Revenue Trends (In Millions) $4.04 $4.13 $5 $.06 $.26 $ FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 11 City Manager's Office
Personnel Summary
Full-Time Personnel Summary by Division (All Funds)
FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Change Division Budget Budget Budget Budget Budget from 16-17
City Manager 8.00 9.00 10.00 9.50 9.00 (1.00) Information Technology 12.00 12.00 12.00
Totals 8.00 9.00 10.00 21.50 21.00 11.00 Full-Time Personnel by Position (All Funds)
FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Change Position Budget Budget Budget Budget Budget from 16-17
Administrative Analyst I/II 1.00 1.00 1.00 (1.00) City Manager's Office Analyst 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 1.00 1.00 1.00 - City Manager 1.00 1.00 1.00 1.00 1.00 - City Manager Office Assist I/II 1.00 1.00 1.00 1.00 1.00 - Communications Manager 1.00 1.00 1.00 1.00 1.00 - Dep City Clerk/Mgr to Council 1.00 1.00 1.00 1.00 1.00 - Executive Asst. to City Mngr 1.00 1.00 1.00 1.00 1.00 - Chief Information Officer* 1.00 1.00 1.00 IT Analyst I/II* 3.00 3.00 3.00 IT Manager* 2.00 2.00 2.00 IT Technician I/II* 2.00 2.00 2.00 Office Specialist* 1.00 1.00 1.00 Senior IT Analyst* 1.00 4.00 4.00 3.00 Video Tech Limited Duration 1.00 1.00 1.00 (1.00) Video Technician 1.00 1.00 1.00 1.00 1.00 -
Totals 8.00 9.00 10.00 22.00 21.00 11.00
*These positions were previously accounted for in the Finance Department Personnel by Fiscal Year
25 21.00 20 15 8.00 9.00 10.00 10 5 - FY 14-15 FY 15-16 FY 16-17 FY 18-19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 12 Community Development
Department Summary
Overview
The mission of the Community Development Department is to protect, enhance, and expand the community’s physical, environmental, economic, housing, and historic assets, and ensure building safety. The Department is responsible for current and long-range planning, building and fire plan checks and inspections, economic development, affordable housing programs and Housing Choice Voucher Program. The professional staff has a wide variety of work experience in government, non- profit organizations, housing, and the private sector. Their areas of specialization include planning, economic development and redevelopment, land development, engineering and building construction, and affordable housing.
Administration Karl Dumas Director of Community Development
Current / Long Building Economic Development / Housing Authority Range Planning David Doyle, PE, CASp Affordable Housing Nicole Holloway David Feinstein Chief Building Official Robert Burris Housing Division Manager Planning Manager Economic Development Manager
• Annexations • Building permits • Business recruitment • Community Development • Development review • Building inspections • Business retention Block Grant • Environmental review • Building plan review • Business expansion • Housing Choice Voucher • General Plan • Capital project review • Business loans • Project Based Voucher • Land use regulation • Disability access review • Real estate disposition • Family Self-Sufficiency • Long-range planning • Development fee admin • Real estate property mgmt • Quality of Life • Plan checking • Substandard structure • Successor Agency admin (Supportive Housing) • Planning assistance review & inspection • Affordable Housing • Tenant Based Rental Assistance • Regional planning activities • First Time Homebuyer Programs • Special studies • Neighborhood Stabilization Prgm • Subdivisions • Housing Rehabilitation • Zoning PE=Professional Engineer CASp= Certified Access Specilaist
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 13 Community Development
Department Summary
2016 Accomplishments
Planning
Implemented the Train Station Specific Plan by securing Planning Commission approval of the Master Planned Unit Developments Permits and related subdivision maps for Planning Areas 3 & 4.
Worked towards completion of the Heart of Fairfield Specific Plan, an extensive community-based planning process designed to transform the 513-accre Downtown and West Texas Street neighborhoods.
Building & Fire Safety
Over 776 building permits, approximately 25% of the total Building Division permit activity, were applied for, paid for, and obtained exclusively through the eTrakit online permitting portal. These applicants did not have to come to City Hall.
Issued permits, conducted inspections, and finalized Certificates of Occupancy for several key projects including Verdant Green Valley Apartments, Rockville Terrace Assisted Living Facility, NorthBay Hospital Pavilion addition, Critelli Olive Oil Factory, Solano Town Center retailers, and Anheuser Busch Craft Brew tanks.
Issued more than 3,100 building permits with job valuations exceeding $156 million, for which 11,100 inspections were performed.
Economic Development
Several notable businesses relocated, opened, or expanded in town this year, including Critelli Olive Oil Factory, Anheuser-Busch, Heretic Brewery, Jelly Belly, Primal Pet Foods, Sportsman’s Warehouse, PetSmart, Formaggi De Ferrante, and Rockville Terrace.
Performed 190 business retention visits, surpassing the annual goal by over 25 percent. Materials were developed to support these retention visits and promote the economic viability of Fairfield, including 36 business-focused blog articles, 20 video shorts focusing on local businesses and the people behind them, things to do, and our quality of life. A lengthier 20-minute feature economic development video featured an update of new developments and businesses in town. Fairfield also advertised or was featured in three trade periodicals focused on reaching food and beverage industry decision makers.
Affordable Housing
Obtained a HOME grant of $195,000 to provide rental assistance for low income families.
Completed the comprehensive 2016 Fairfield Rental Housing Survey.
Drafted a General Plan amendment to allow greater flexibility in administering affordable housing requirements.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 14 Community Development
Department Summary
2016 Accomplishments (Continued)
Housing Authority
Received a “High Performer” designation from HUD and 100% on Section 8 Management Assessment Program (SEMAP) score.
Completed lease up efforts to exhaust the existing Waiting List established in 2011. Advertised and opened a new Wait List using an online application process and accepted nearly 5,000 applications.
Increased the Housing Choice Voucher payment standards to 105% of Fair Market Rent to assist more families in obtaining housing.
2017 Work Plan
Public Safety
1. Local Hazard Mitigation Plan - Lead the multi-departmental effort to update the City’s Local Hazard Mitigation Plan.
Financial and Operational Sustainability
2. Business Licenses – Implement an upgrade to the City’s Business License System.
Quality of Life
3. Climate Action Plan - Create the City’s Climate Action Plan (CAP) in accordance with AB32.
4. First-Time Homebuyer and Housing Rehab Programs - Administer the First-Time Homebuyer and Housing Rehabilitation Programs funded by Cal-Home.
5. Housing Rehab Program - Administer the CDBG funded Housing Rehabilitation Program.
6. Workforce Housing – Work with owners to negotiate and monitor affordable covenants.
7. Section 8 Homeownership Vouchers - Provide Housing Choice Homeownership Vouchers and assist up to two participants in purchasing a home within the next calendar year.
8. Municipal Service Review Update - As required by State law, the efficiency of the services provided by the City of Fairfield will be reviewed by LAFCO.
9. CDBG Consolidated Plan – Create new 5-Year Plan as required by federal guidelines, create a Neighborhood Revitalization Strategy Area as part of the new 5-Year Plan.
10. Tenant Based Rental Assistance - Administer Federal HOME grant to maintain affordability in the City of Fairfield.
11. 200 East Tabor – Effectuate re-use of the property.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 15 Community Development
Department Summary
2017 Work Plan (Continued)
Community Infrastructure
12. CEQA and NEPA Documents – Complete for all capital improvement projects.
Economic Development
13. Development Permitting Process - Provide efficient plan review, permitting, and building inspection services. Review initial plan submittals in 3-4 weeks and subsequent submittals within 1-2 weeks. Continue to provide next-day building inspections.
14. Heart of Fairfield Plan - Create and Implement the Heart of Fairfield Plan for Downtown Fairfield and the West Texas Street corridor.
15. Train Station Specific Plan - Continue implementation of the Train Station Specific Plan by processing Master Planned Unit Developments Permits for Planning Areas 3 and 4.
16. Rockville Springs - Create a Development Agreement for the Rockville Springs project.
17. Business Recruitment / Retention –
a. Continue promotional campaign to promote economic development and commercial real estate activity, as well as the City’s assets, including water and wastewater infrastructure, with the goal of attracting and retaining businesses.
b. Perform business recruitment activities for retail, office and industrial users, and focus on the recruitment of a sit-down dinner house in downtown and in the North Texas Street/Manuel Campos Parkway area.
c. Facilitate leasing of key strategic commercial sites including Pepperbelly’s.
d. Complete at least 150 business retention visits, and add 60 new company prospects.
18. Property Sales – City or Successor Agency - Continue marketing the Successor Agency and City owned surplus properties for sale and complete several sales.
19. CDBG Business Revolving Loan Fund - Market and promote the CDBG Business Revolving Loan Fund and successfully fund loans.
20. Property Sales – Housing Authority - Market and facilitate the sale of redevelopment properties owned by the Housing Authority.
21. Food/Beverage Factory Tours - Work with food and beverage manufacturers to create retail space for their products and factory tours. Creates jobs with this new function, promotes Fairfield as a food/beverage destination, and generates new sales tax revenue for the City.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 16 Community Development
Department Summary
Budget Highlights and Significant Proposed Changes
Fiscal Year 2016-17
Overall, the Department is projecting to have expense savings of less than 1% of budget primarily due to personnel savings resulting from vacancies that occurred during the year and a 1-year delay for costs associated with the North Texas Business Improvement District to create a new Property-based Improvement District (PBID). These costs ($50,000) are now reflected in the proposed FY 2017-18 budget.
The Department is also projecting that revenues will exceed budgeted levels by 1% due to the timing of federal grant funds received for the Heart of Fairfield Specific Plan.
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, the Department’s expenses and revenues are expected to remain relatively flat. For FY 2018-19, it is anticipated that expenses will increase by 1% and revenues will decrease by 1%. The following represents changes in the Department’s proposed budget for the next two years:
The reclassification of a vacant Principal Planner to a Senior Planner.
A $35,000 ongoing increase in the City’s contribution towards the Solano Economic Development Corporation (EDC).
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 17 Community Development
Department Summary
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan FY 15-16 FY 16-17 FY 17-18 FY 18-19 Item Actual Estimate Budget Budget Indicator Public Hearings Held for Projects N/A 60 60 60 60 Development Entitlements N/A 200 200 200 200 Business Visits Conducted 17 150 150 150 150 Number of Building Permits Issued 13 3,279 3,100 3,200 3,200 $191 $180 $190 $190 Valuation of Building Permits Issued 13 million million million million Number of New Residential Units 302 SFD 256 SFD 405 SFD 381 SFD 13 Processed* 211 APT 131 APT 221 APT 221 APT Amount of Square Feet for New 330,000 374,000 374,000 374,000 13 Commercial / Industrial New Business Licenses Issued 2 1,100 1,150 1,150 1,150 Number of Housing Choice Vouchers 7 881 881 881 881 Number of Housing Rehab applications 5 22 25 25 25
* SFD = Single Family Dwelling, APT = Apartment/Assisted Living Unit
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 18 Community Development Department Summary
Division Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget
Housing Services $9.77 $10.59 $10.56 $10.55 $10.56 Planning and Building 2.25 2.55 2.47 2.53 2.63 Heart of Fairfield Specific Plan .42 .05 .11 .00 .00 Economic Development .43 .77 .79 .81 .77 Other Department Activities .06 .06 .06 .06 .06
Total Expenses $12.93 $14.01 $13.98 $13.95 $14.02 Total Revenues 9.55 11.97 11.10 13.04 10.78 Total Net Cost $3.38 $2.04 $2.88 $.90 $3.23
Expense Allocation by Division FY 2017-18
24% Housing Services
76% Planning and Building and Economic Development
Expenses by Fiscal Year (In Millions) $14.01 $13.95 $14.02 $15.00
$10.00
$5.00
$.00 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 19 Community Development
Department Summary
Category Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $3.67 $4.15 $4.10 $4.28 $4.43 Part-Time Personnel .17 .15 .15 .15 .15 Operating Materials/Supplies .04 .06 .06 .06 .06 Repairs and Maintenance .06 .12 .07 .17 .11 Utilities .15 .02 .02 .02 .02 Cost Allocation Charges .51 .52 .52 .52 .53 Contractual Services 7.68 7.91 7.97 7.77 7.84 Other Expenses .60 .53 .53 .54 .54 Capital Project Costs .58 1.38 1.38 1.28 1.18 Expense credits (.37) (.67) (.67) (.67) (.67) Less: Cost Allocation Plan (.15) (.16) (.16) (.16) (.17)
Total Expenses $12.93 $14.01 $13.98 $13.95 $14.02 % Change from Budget 0% 0% 1%
Total Revenues 9.55 11.97 11.10 13.04 10.78 % Change from Budget -7% 9% -17%
Total Net Cost $3.38 $2.04 $2.88 $.90 $3.23
Expense And Revenue Allocations - FY 2017-18 11% Expenses 32% Personnel Services/Repairs/Utilities Other 57%
Revenues 26% Intergovernmental Fed Other
74%
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 20 Community Development
Department Summary
Fund Summary - In Millions FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund Actual Budget Projected Budget Budget General Fund $2.59 $3.26 $3.20 $3.26 $3.32 Housing Authority 8.28 8.66 8.67 8.82 8.91 Low / Moderate Income Housing .68 .72 .68 .63 .65 Comm Dev. Block Grant (Cdbg) .57 .71 .71 .71 .71 Special Programs .42 .05 .11 Nsp 3 County .01 HOME Grant Program .22 .50 .50 .40 .30 Cal Home .01 Neighborhood Stabilization Pgm .01 Successor Agency Admin .16 .11 .11 .13 .14
Total Expenses $12.93 $14.01 $13.98 $13.95 $14.02
Total Revenues $9.55 $11.97 $11.10 $13.04 $10.78
General Fund/Successor Admin 2.74 3.37 3.31 3.39 3.45 Other Funds .64 (1.33) (.43) (2.49) (.22) Total Net Cost $3.38 $2.04 $2.88 $.90 $3.23
Expense Allocation by Fund FY 2017-18
23% General Fund 77% Other Funds
Revenue Trends (In Millions)
$13.04 $11.10 $10.78 $15 $9.55 $10 $5 $ FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 21 Community Development
Personnel Summary
Full-Time Personnel Summary by Division (All Funds)
FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Division Budget Budget Budget Budget from 16-17
Housing Services 11.35 11.25 11.25 11.10 (0.15) Planning and Building 16.62 16.52 16.52 16.57 0.05 Economic Development 4.28 3.48 3.73 3.83 0.10
Totals 32.25 31.25 31.50 31.50 0.00
Full-Time Personnel by Position (All Funds)
FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Position Budget Budget Budget Budget from 16-17
Accounting Assistant I/II 1.00 - Administrative Assistant 2.00 2.00 2.00 2.00 - Associate Civil Engineer 1.00 1.00 1.00 1.00 - Assistant Planner 1.00 2.00 2.00 - Associate Planner 2.00 2.00 2.00 2.00 - Building Inspector III 3.00 3.00 3.00 3.00 - Building Inspector Senior 1.00 1.00 1.00 1.00 - Chief Building Official 1.00 1.00 1.00 1.00 - Community Development Manager 1.00 - Development Specialist I/II 1.00 1.00 1.00 1.00 - Director of Community Development 1.00 1.00 1.00 1.00 - Econ. Dev. Project Manager Senior 2.00 3.00 2.00 2.00 - Economic Development Manager 1.00 - - Economic Develop Division Mngr 1.00 1.00 1.00 - Family Self Sufficiency Coordinator I 0.75 0.75 - Family Self Sufficiency Coordinator II 1.00 1.00 - Fire Inspector III/Plans Exam. 1.00 - Housing Division Manager 1.00 1.00 1.00 1.00 - Housing Finance Analyst 2.00 2.00 2.00 2.00 - Housing Operations Supervisor 1.00 - Housing Rehabilitation Specialist I/II 1.00 1.00 1.00 1.00 - Housing Services Tech I/II 1.00 1.00 1.00 1.00 - Housing Specialist I/II 2.00 2.00 3.75 3.75 - Housing Specialist Lead 1.00 1.00 1.00 1.00 - Permit Technician 1.75 1.75 1.75 1.75 - Planning Division Manager 1.00 1.00 1.00 - Principal Planner 1.00 1.00 1.00 (1.00) Real Estate Specialist 0.75 0.75 1.00 1.00 - Senior Planner 1.00 1.00 Totals 32.25 31.25 31.50 31.50 -
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 22 Finance
Department Summary
Overview
The mission of the Department is to protect and enhance the City’s financial security, provide fiscal information in support of City decision-making, and to provide high quality financial services. The Department consists of the following divisions:
Accounting - responsible for all financial and grant accounting and reporting, auditing functions, investments, debt management and payment requests for the entire organization. The division also prepares the award-winning Comprehensive Annual Financial Report.
Budget / Administration - oversees the City’s award-winning multi-year operating and capital budget. The Budget Division is also responsible for leading strategic planning opportunities and supporting the organization with special studies and analyses.
Financial Services - responsible for payroll and benefits, purchasing, and revenue collection. The division is responsible for purchasing supplies and services and the collection of various taxes and fees that are used to pay for City services. Financial Services also processes the monthly billing for the City-operated Fairfield Municipal Utilities, with approximately 31,000 accounts.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 23 Finance
Department Summary
2016 Accomplishments
Accounting
Won awards for excellence in reporting from the Government Finance Officers’ Association for the City’s CAFR and PAFR and from the Association of Public Treasurers United States and Canada for the City’s investment policy.
Continued to work with the City’s investment advisors and the State’s Local Agency Investment Fund on the management of over $200 million of City cash and investments.
Developed internal loan and grant management financial policies.
Provided administrative and financial support to the Travis Community Consortium.
Budget / Administration
Developed a new Budget-in-Brief to provide summaries of the City’s budget for the public in an easy-to-read format.
Created an interactive budget financial model for the public’s use.
Financial Services
Issued bi-weekly payroll, quarterly tax returns and annual W-2s on a timely basis
Information Technology (IT)
Updated the City’s IT Disaster Recovery Plan, entered into a recovery services contract with a third party vendor for the City’s IT systems.
Completed the rollout of a new citywide telephone system for increased reliability, features, and performance. The system is based on Voice over Internet Protocol (VoIP) technology.
Replaced all aged computers in Fire Department and 11 City-wide physical servers. Forty-five percent of the replaced servers were safety related.
Improved and expanded the technology infrastructure to existing and new City facilities, such as adding wireless microwave connections between the NBR Water Treatment Plant and City Hall, and installing new VoIP equipped telephones.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 24 Finance
Department Summary
2017 Work Plan
The City Council adopted a Work Plan for 2017, of which the goals for the Department are summarized below by major category:
Financial and Operational Sustainability
1. Funding OPEB Obligation – Implement an Other Post Employment Benefit (OPEB) Third Party Trust Plan for the payment of future retiree health and dental benefits
2. Financial Policies –
a. Develop internal loan and debt disclosure policies in response to recommendations from external auditors
b. Update the City’s purchasing ordinance and policies
c. Complete and implement recommendations from a third party review of the City’s financial policies and grant management procedures
3. Develop a 15 Year Financial Forecast for the City – Work with all Department to identify future operational, staffing and capital needs (including infrastructure) of City upon buildout; identify and develop strategies to address current and future funding needs.
4. Financial Monitoring – a. Continue to manage the billing and collection of over 30,000 utility billing accounts. b. Continue to manage the collection of over $200 million in revenues annually for the City. c. Continue to process payroll on a bi-weekly basis for over 675 full-time and part-time employees. d. Continue to process on average 1,000 accounts payable checks a month to vendors. e. Continue to oversee the administration of the City's General Ledger and processing of over 1,000 Journal Entries. f. Continue to work with the City's investment advisors, LAIF and the City's elected Treasurer on the management of over $200 million of City cash and investments. g. Continue to work with departments on the management of the City's grants received from other entities. h. Continue to oversee the administration of the City's outstanding debt, including making all regularly scheduled payments, monitoring agreements and compliance of debt covenants.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 25 Finance
Department Summary
2017 Work Plan (Continued)
5. Financial Reporting – a. Prepare annual Comprehensive Annual Financial Report (CAFR) and Popular Annual Financial Report (PAFR) that provides timely and accurate financial reporting to the organization and will enable the City to achieve the Government Finance Officers Association (GFOA) national award for excellence in financial reporting for both. b. Prepare quarterly reports for the Measure P Oversight Committee on the status of Measure P revenue collections. c. Prepare Annual AB 1600 Impact Fee Report for Council. d. Prepare Annual Recognized Obligation Payment Schedule (ROPS) for the Successor Agency. e. Provide regular updates to the Finance section of the City's website on financial data and reports. f. Prepare monthly reports for departments. g. Issue monthly investment reports to City Council. h. Work with Consultant to prepare Annual Debt Disclosure Reports for Disclosure on the National Electronic Municipal Market Access website (EMMA), including 4 Arbitrage Reports.
D 6. Develop Two Year Budget for Fiscal Year 2017-18 and 2018-19 - Prepare two year budget document in accordance with standards established by GFOA that will enable the City to achieve the GFOA national award for excellence in budgetary reporting. In addition, prepare a budget in brief document that provides a user friendly summary of the City's budget.
7. Obtain and Implement New Budget Preparation Software
8. Develop Five Year Capital Improvement Program - Prepare five year capital improvement program budget document in accordance with standards established by CSMFO that will enable the City to achieve the CSMFO State award for excellence in budgetary reporting. In addition, include in the budget in brief a summary of the key components of the City's CIP.
9. City Water Bonds Refinancing - Evaluate the feasibility of refinancing a portion of the City's Water Bonds which are callable in 2017 to take advantage of lower interest rates.
10. Conduct Water Rate Study – Conduct a water rate study and present proposed rate changes to Council to ensure long-term viability of the City’s water system.
Community Infrastructure
11. Infrastructure Financing – Work with developers to form a new Community Facilities District (CFD) for Northeast Fairfield and to issue bonds for the financing of infrastructure for the recently formed Villages at Fairfield CFD
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 26 Finance
Department Summary
Budget Highlights and Significant Proposed Changes
Fiscal Year 2016-17
Overall, the Department is projecting to have expense savings of approximately 9% due to personnel savings resulting from vacancies that occurred during the year. The Department’s revenues are anticipated to exceed budgeted levels by 15% due to a one-time payment from an approved bond issuance under the City’s Statewide Community Infrastructure Program (SCIP).
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, it should be noted that the Information Technology (IT) Division has moved from the Finance Department to the City Manager’s Office. This Division’s budget and positions now appear in the City Manager’s Office’s Department Summary. Net of this change, for FY 2018-19, revenues and expenses are projected to increase by 3% and 4% respectively as compared to the budget for FY 2017-18. Increases in expenses are largely due to the rise in personnel costs.
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan FY 15-16 FY 16-17 FY 17-18 FY 18-19 Performance Indicator Item Actual Estimate Budget Budget
Funds Monitored 4 170 175 180 185 4 $280 Cash & Investments Portfolio $279 million $280 million $250 million million Journal Entries Posted Annually 4 2,300 2,300 2,300 2,300 Monthly Utility Bills Issued 4 31,000 31,000 31,000 31,000 Accounts Payable Invoices 4 500 550 600 600 Processed Weekly Payroll Checks Issued Bi-Weekly 4 700 700 700 700 Pieces of Mail Processed N/A 95,000 95,000 95,000 95,000 Print Shop Requests N/A 500 500 500 500 Annual Revenue Collections 4 $241 million $253 million N/A N/A
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 27 Finance Department Summary
Division Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget Finance Accounting / Accounts Payable $1.15 $1.34 $1.32 $1.35 $1.40 Budget / Special Projects .79 .88 .83 .94 .97 Payroll / Purchasing .58 .62 .60 .60 .62 Revenue / Utility Billing .87 .85 .85 .99 1.03 Technology Operations 1.33 1.37 1.10 .00 .00 Radio Communication .17 .21 .24 .00 .00 Computer Systems Operations .54 .57 .62 .00 .00 Cable and Video Services .37
Total Expenses $5.78 $5.85 $5.58 $3.89 $4.01 Less Cost Allocation Credits -$2.63 -$2.83 -$2.83 -$2.30 -$2.35 Total Adjusted Expenses $3.16 $3.02 $2.75 $1.59 $1.66
Total Revenues .40 .36 .41 .31 .32
Total Net Cost $2.76 $2.66 $2.33 $1.28 $1.34 Expense Allocation by Division FY 2017-18
25% 35% Accounting / Accounts Payable Budget / Special Projects Payroll / Purchasing 16% Revenue / Utility Billing 24%
Expenses by Fiscal Year (In Millions)
$10 $5.85 $3.89 $4.01
$ FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 28 Finance
Department Summary
Category Summary (All Funds) - In Millions FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $4.91 $4.92 $4.62 $3.20 $3.32 Part-Time Personnel .05 .11 .06 .06 .06 Operating Materials/Supplies .19 .14 .14 .13 .13 Repairs and Maintenance .05 .08 .15 .03 .03 Utilities .01 .01 Cost Allocation Charges .33 .31 .31 .20 .21 Contractual Services .09 .12 .12 .12 .13 Other Expenses .16 .16 .14 .14 .14 Capital Outlay .00 .00 .02 .00 .00 Expense credits (.02) .00 .00 .00 .00 Less: Cost Allocation Plan (2.63) (2.83) (2.83) (2.30) (2.35)
Total Expenses $3.16 $3.02 $2.75 $1.59 $1.66
Total Revenues .40 .36 .41 .31 .32
Total Net Cost $2.76 $2.66 $2.33 $1.28 $1.34
Expense And Revenue Allocations - FY 2017-18 Expenses 4%6% Full‐Time Personnel Operating Materials/Supplies Internal Service Charges
90%
2% Revenues Misc Revenue Internal Service
98%
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 29 Finance
Department Summary
Fund Summary - In Millions FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund / (Fund Numbers) Actual Budget Projected Budget Budget General Fund $2.06 $1.90 $1.57 $1.29 $1.36 Ab1600 Northeast .01 Central Stores .28 .30 .29 .28 .28 Radio Communication .17 .21 .24 Computer System .54 .57 .62 Ab 1X26 Administration .10 .02 .02 .02 .02
Total Expenses $3.16 $3.02 $2.75 $1.59 $1.66 % Change from Budget -9% -47% 4%
Total Revenues $.40 $.36 $.41 $.31 $.32 % Change from Budget 15% -14% 3%
General Fund $2.03 $1.89 $1.51 $1.29 $1.35 Ab1600 Northeast .01 Central Stores -.09 -.05 -.06 -.02 -.03 Radio Communication .17 .21 .24 Computer System .54 .57 .62 Ab 1X26 Administration .10 .02 .02 .02 .02
Total Net Cost $2.76 $2.66 $2.33 $1.28 $1.34
Expense Allocation by Fund FY 2017-18
19% General Fund 81% Other Funds
Revenue Trends (In Millions)
$.40 $.41 $.50 $.31 $.32
$.00 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 30 Finance
Personnel Summary
Full-Time Personnel Summary by Division (All Funds) FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Division / Division No. Budget Budget Budget Budget from 16-17
Budget / Special Projects (21) 4.20 4.20 4.20 4.20 - Revenue / Utility Billing (22) 8.15 8.15 8.15 8.15 - Information Technology / Video (23) 14.00 15.00 12.00 (12.00) Accounting / Accounts Payable (24) 8.05 8.05 8.05 8.05 - Payroll / Purchasing (25) 3.60 3.60 3.60 3.60 - Totals 38.00 39.00 36.00 24.00 (12.00) Full-Time Personnel by Position (All Funds) FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Position Budget Budget Budget Budget from 16-17 Accountant / Auditor I/II 3.00 3.00 3.00 3.00 - Accounting Assistant I/II 8.00 8.00 8.00 8.00 - Accounting Manager 1.00 1.00 1.00 1.00 - Administrative Assistant 1.00 1.00 - Billing Systems Specialist 2.00 2.00 2.00 2.00 - Budget Officer/Manager 1.00 1.00 1.00 1.00 - Budget Analyst Senior 1.00 1.00 1.00 1.00 - Chief Information Officer 1.00 1.00 1.00 (1.00) Director of Finance 1.00 1.00 1.00 1.00 - Finance Support Supervisor 1.00 1.00 1.00 1.00 - Financial Services Manager 1.00 1.00 1.00 1.00 - General Services Clerk 1.00 1.00 1.00 1.00 - IT Analyst I/II 4.00 3.00 3.00 (3.00) IT Manager 2.00 2.00 2.00 (2.00) IT Technician I/II 3.00 3.00 2.00 (2.00) Office Specialist 1.00 1.00 1.00 (1.00) Payroll Specialist I/II 1.00 1.00 1.00 1.00 - Principal Accountant 1.00 1.00 1.00 1.00 - Senior IT Analyst 3.00 4.00 3.00 (3.00) Senior Payroll Specialist 1.00 1.00 1.00 1.00 - Video Tech Limited Duration 1.00 - Video Technician 1.00 1.00 - Totals 38.00 39.00 36.00 24.00 (12.00) Personnel by Fiscal Year
38.00 39.00 40 36.00 24.00 20 ‐ FY 14‐15 FY 15‐16 FY 16‐17 17‐18/18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 31 Fire
Department Summary
Overview
The mission of the Fire Department is to provide quality emergency services by highly trained and motivated professionals. Core values of pride, integrity and respect are the department’s foundation for success. As an all-risk department, all stations and personnel are fully furnished with the necessary equipment to respond to any type of emergency call. The department is divided into two sections: Operations and Support. Furthermore, each section is organized into five divisions which include Administration, Emergency Response, Emergency Medical Services, Prevention and Training.
Each of the department’s five fire stations is staffed with an engine company composed of a Captain, Engineer and Firefighter Paramedic. As of May 2017, the Fire Department deploys a second full-time engine company out of Station 37 as the result of acceptance of the Staffing for Adequate Fire Emergency Response grant award in fall of 2016. Station 37 is the busiest of all five stations and the department intends to alleviate the workload of the single unit at Station 37 with the addition of a sixth company. In addition to its high call volume, Station 37 has a heavier concentration of high risk and critical infrastructure in its district. The Fire Administration building is located at 1200 Kentucky Street, adjacent to Fire Station 37, which is also home to the Emergency Operations Center.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 32 Fire
Department Summary
2016 Accomplishments
Administrative Secured alternative funding to augment programs ranging from fire prevention efforts to much- needed firefighter training and equipment. Projects amounting to $129,700 were awarded through both federal and private grant awards. Additionally, $1,237,772 was awarded to Fairfield Fire through a federal firefighter staffing grant, which is allowing the department to staff a full-time 6th company beginning in May 2017.
Hosted the City‘s first-ever Solano county-wide drill at the Emergency Operations Center located at 1200 Kentucky. Other participating agencies included Benicia, Vallejo, and Solano Office of Emergency Services. This was the second full-scale drill of the year for Fairfield EOC members, who all remained calm as they received their unit assignments following the “estimated 6.8 magnitude earthquake” that severely impacted parts of the city. Overall the drill coordinators were very pleased with the progression and outcome of the incident and EOC members reported feeling even more confident in their ability to navigate an emergency than they did at the drill in May.
Prevention Offered monthly home installation appointments for smoke and carbon monoxide detectors to low-income, elderly, and disabled residents. On-duty Fairfield firefighters installed 201 federally and privately grant-funded units in 56 households in the city. Of those households, 86% belonged to residents over 65 years old and over half lacked a functioning carbon monoxide detector prior to the installation date.
Performed 164 Fire Prevention inspections
Operations Responded to 12,414 calls for service in 2016
70% of calls for service were classified as EMS
37% of calls occurred in District 37
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 33 Fire
Department Summary
2016 Accomplishments (Continued)
Based on several years of drought, a record high fire season in 2016, and continued elevated fire risk in California, a 6th company was staffed, 12 hours daily on Brush 37 from May 1 until the close of fire season on October 31. Deployed strike teams and single resources to fires spanning 242,836 acres, contributing over 5,600 hours of firefighter labor. Roughly 83% of labor hours outside of County were in response to the monstrous Soberanes fire near Monterey. In response to increased demand for wildland firefighting, upgraded fire fleet by adding two Type III wildland units. Having arrived in late fall 2016, the units are now fully outfitted and expected to be in service in early 2017. Fire anticipates receiving nearly $1.0 million in reimbursement from the State for response outside our County.
Fire and Police departments collaborated through joint Unified Response to Violent Incident trainings, and extended the same to Travis Air Force Base; together these organizations created ‘Active Shooter’/URVI standard operating guidelines, and sent its Active Shooter team to Tactical Medicine School in order to successfully integrate into the Fairfield SWAT team as tactical medics. Together the departments conducted a series of Active Shooter drills at Edwards Theatre in which Fairfield firefighters donned protective vests and helmets, while collaborating with police to become a rescue task force
by triaging patients to either begin treatment or move them to safety.
Responded to 576 homeless calls for service
78% of total calls were for EMS response
Saved the lives of 7 victims suffering from cardiac arrest
Achieved 90% citywide emergency response time compliance rating form the Solano County Emergency Medical Services
Logged 6,770 hours of training in 2016
Hired 7 new Reserve Firefighters
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 34 Fire
Department Summary
2017 Work Plan
Community Safety
1. Fire Department Accreditation - Become an accredited fire department through Center for Public Safety Excellence (CPSE - multi-year process)
2. Fire Training Tower - Construct Fire Training Tower at the fire maintenance facility.
3. SAFER Grant – Hire (4) additional firefighters through SAFER grant and staff full-time 6th company out of Station 37.
4. Emergency Operations Center – Quarterly training or drill for EOC team members and quarterly tabletop exercises for Police/Fire.
5. Community Emergency Response Team – Continue to develop and support a strong volunteer CERT to prepare citizens to provide essential services to their family, neighbors, and community during disasters such as fires or earthquakes.
Financial and Operational Sustainability
6. Fire Public Private Partnership - Respond to all calls for service in compliance with the Public Private Partnership Agreement to be “on Scene within 7 minutes 90% of the time”.
7. Fire Prevention Division – Rebuild self-sustaining fire prevention division.
8. 1st Responder Fee – Begin to charge a first responder fee for medical calls for service.
9. Strategic Plan – Fire – Create and implement a 12- month strategic plan.
Quality of Life
10. Smoke Detector Program – Offer grant funded smoke detectors to elderly, low income and disabled Fairfield residents.
Community Infrastructure
11. Fire Station 35 – Identify any issues post-move-in and determine if purchases or upgrades are required. Host a Fire Station 35 Grand Opening.
12. Fire Station 39 – Secure location for Station 39 relocation and negotiate size of station (CD).
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 35 Fire
Department Summary
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan FY 15-16 FY 16-17 FY 17-18 FY 18-19 Performance Indicator Item Actual Estimate Budget Budget
Calls for Service 1-3,6-7,11-12 11,904 12,414 12,946 13,500 Inspections & Plan Reviews N/A 350* 164** N/A N/A Average Response Time in 1-3,6-7,11-12 5:45 5:41 5:38 5:37 Minutes Active CERT Volunteers 5 43 42 42 42 Medical Service Calls 8 8,332 8,723 9,132 9,561 Smoke Detectors Distributed 10 328 201 250 250 Estimated Property/Contents N/A $3.6 million $3.1 million $3.0 million $3.0 million Loss Reported Injuries on Duty N/A 4 19 8 6 % of Fires Categorized as N/A 27% 31% 34% 34% Brush/Grass/Vegetation Times Automatic/Mutual Aid N/A 107 113 119 126 Received Times Automatic/Mutual Aid 4 231 306 310 310 Provided Strike Team N/A $533K $971K $400K $400K Reimbursements
* Inspections & plan reviews performed by part-time annuitant Fire Consultant only. ** Inspections & plan reviews completed by combination of part-time annuitant Fire Consultant and 3rd party contractor Interwest
2016 Call Volume by District
11% Station 37 37% 16% Station 41 Station 39 16% 20% Station 40 Station 35
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 36 Fire
Department Summary
Statistics
Calls for Service - For 2016, the department had 434 calls related to fire, 8,723 related to medical, and 3,257 for other services for a total of 12,414 calls.
Response Times - The average response time for medical calls in 2016 was 5 minutes and 23 seconds and for all calls received was 5 minutes and 41 seconds.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 37 Fire
Department Summary
Budget Highlights and Significant Proposed Changes
A. Budget Highlights
1. First Responder Fees
On April 19th, 2016 the City Council authorized a “First Responder Fee” to recover costs for providing medical emergency first responder services. It is currently anticipated that the department will collect approximately $200,000 in fee revenue in FY 2017-18 and FY 2018-19 to recover costs for these services.
2. Vehicle Replacements/Upgrades
The department is scheduled to replace (2) Type V fire engines and (2) Type I fire engines over the next few years. These replacements are in-line with industry standards related to engine useful life and will optimize firefighter safety and unit response times in the community.
3. Fire Facilities Maintenance Fund 533
This includes necessary equipment to outfit the (2) Type V fire engines. In addition, funding
related to the rehabilitation of Fire Station 39.
B. Significant Variances and Proposed Changes
Fiscal Year 2016-17
The Department is projecting revenues to exceed budget by approximately 34% due to additional strike team reimbursements. Overall, expenditures are projected to be within <1% of budget, resulting from vacancies within the department throughout the year, offset by increases in contractual services to backfill a position vacancy in the Prevention Division.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 38 Fire
Department Summary
Budget Highlights and Significant Proposed Changes (Continued)
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, the Department’s proposed budgets for expenses increase by 7% and revenues increase of 62% from FY 2016-17. For FY 2018-19, expenses and revenues are projected to decrease by approximately 0.1% and 13%, respectively, as compared to the budget for FY 2017-18. The following provides a summary of the significant proposed changes in the budget for the next two fiscal years:
An increase in revenues of approximately $200,000 generated from “First Responder Fees” to recover costs for providing medical emergency first responder services.
Funding for the replacement and outfitting of (2) Type V fire engines and (2) Type I fire engines.
The Department has no other significant proposed changes, however, it should be noted that increases in both expenses and revenues for both fiscal years is primarily due to Council’s authorization of the Staffing for Adequate Fire and Emergency Response (SAFER) grant. This grant has a 24-month performance period which spans three fiscal years, ending in early 2019.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 39 Fire Department Summary
Division Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget Suppression $13.84 $14.66 $14.83 $15.68 $15.95 Administrative 1.47 1.73 1.61 1.69 1.80 Operations .59 .67 .67 .79 .53 Vehicle Maintenance .80 .57 .57 .67 .64 Prevention .08 .20 .15 .29 .19 Total Expenses $16.78 $17.83 $17.82 $19.12 $19.11 Total Revenues 1.38 1.13 1.51 1.82 1.58 Total Net Cost $15.40 $16.70 $16.31 $17.30 $17.53
Expense Allocation by Division FY 2017-18
8% Administrative 20% 49% Operations
Vehicle Maintenance 23% Prevention
Expenses by Fiscal Year (In Millions)
$40.00 $17.83 $19.12 $19.11 $20.00
$.00 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 40 Fire
Department Summary
Category Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $14.51 $15.77 $15.72 $16.85 $17.14 Part-Time Personnel .08 .09 .09 .05 .01 Operating Materials/Supplies .50 .60 .61 .56 .52 Repairs and Maintenance .20 .11 .12 .19 .14 Utilities .11 .11 .11 .11 .11 Cost Allocation Charges .90 .70 .70 .77 .79 Contractual Services .10 .09 .14 .16 .12 Other Expenses .29 .27 .26 .15 .19 Capital Outlay .12 .04 .04 .06 .04 Capital Project Costs .02 .03 .04 .23 .03 Expense credits -.06 .00 .00 .00 .00
Total Expenses $16.78 $17.83 $17.82 $19.12 $19.11
Total Revenues 1.38 1.13 1.51 1.82 1.58 Total Net Cost $15.40 $16.70 $16.31 $17.30 $17.53
Expense And Revenue Allocations - FY 2017-18 Expenses 12% Personnel
Other Expenses
88%
Revenues Grants 34% Service Charges / Other 66%
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 41 Fire
Department Summary
Fund Summary - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund Actual Budget Projected Budget Budget General Fund $16.59 $17.35 $17.34 $18.11 $18.63 Special Programs .20 .37 .38 .62 .37 Fire Facilities Maintenance .00 .11 .11 .40 .11
Total Expenses $16.78 $17.83 $17.82 $19.12 $19.11 % Change from Budget 0% 7% -0.1%
Total Revenues $1.38 $1.13 $1.51 $1.82 $1.58 % Change from Budget 34% 62% -13%
General Fund $15.51 $16.43 $16.29 $16.99 $17.50 Other Funds -.11 .27 .02 .31 .02
Total Net Cost $15.40 $16.70 $16.31 $17.30 $17.53
Expense Allocation by Fund FY 2017-18 5%
General Fund
95% Other Funds
Revenue Trends (In Millions) $1.82 $1.51 $1.58 $2.0 $1.38
$1.0
$.0 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 42 Fire
Personnel Summary
Full-Time Personnel Summary by Division (All Funds)
FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Division / Division No. Budget Budget Budget* Budget from 16-17
Administrative (55-001) 4.00 5.00 5.00 5.00 - Suppression (55-002) 58.00 58.00 64.00 64.00 - Prevention (55-003) 1.00 1.00 1.00 - Vehicle Maintenance (55-009) 1.00 1.00 1.00 1.00 -
Totals 63.00 65.00 71.00 71.00 - Full-Time Personnel by Position (All Funds)
FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Position Budget Budget Budget* Budget from 16-17
Administrative Assistant 1.00 1.00 1.00 - Admin Technician I/II 1.00 1.00 1.00 1.00 - Battalion Chief 3.00 3.00 3.00 3.00 - Deputy Fire Chief 2.00 2.00 2.00 2.00 - Equipment Mechanic-Senior 1.00 1.00 1.00 1.00 - Fire Captain** 16.00 16.00 18.00 18.00 - Fire Chief 1.00 1.00 1.00 1.00 - Fire Engineer** 17.00 17.00 18.00 18.00 - Fire Inspector III 1.00 1.00 1.00 - Management Analyst I/II 1.00 1.00 1.00 1.00 - Firefighter-Paramedic** 21.00 21.00 18.00 18.00 - Firefighter-Paramedic-Limited Term*** 6.00 6.00 -
Totals 63.00 65.00 71.00 71.00 -
* Revised per Council Resolution 2016-213 and 2017-67 **FY 16-17 - Temporary reclassification of a Firefighter to a limited-term Fire Engineer and the temporary reclassification of two Firefighters to two limited-term Fire Captains. Positions will revert back to firefighter positions in January 2019. ***Limited-term positions end in January 2019. Personnel by Fiscal Year
75 71.00 71.00 70 63.00 65.00 65 60 55 FY 14‐15 FY 15‐16 FY 16‐17 17‐18/18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 43 Human Resources Department
Department Summary
Overview
The Human Resources Department is charged with employee relations, labor relations, and risk management. This was previously a division of the City Manager’s Office and is now being re- established as a separate department for Fiscal Year 2017-18 in order to provide a higher level of service to the community and organization.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 44 Human Resources Department
Department Summary
2016 Accomplishments
Maintained core human resources services, with the sudden reduction of more than 50% of HR staff, by modifying the service delivery model and with remaining staff working exceptionally diligently to address key needs.
Received 67 recruitment requisitions, which resulted in over 4,000 applications being processed, and 222 employees being hired or promoted.
Closed 75 workers’ compensation claims and processed 73 new workers’ compensation claims of which only eight went to litigation.
Assigned and tracked Family Medical Leave Act for 40 employees.
2017 Work Plan
Financial and Operational Sustainability
1. Recruitment – Promote and recruit an outstanding workforce with additional emphasis on police department recruitments and planning for and filling pending retirements.
2. Leadership Academy - Coordinate a 5-class series of managerial learning and enrichment sessions for supervisors and managers (Fairfield & Vacaville joint academy).
3. Employee Relations - Maintain open communication and positive working relationship with bargaining groups.
4. Wellness Program - Conduct annual employee wellness program with the goal to slow the rate of future health insurance premium increases.
5. Workers’ Compensation / Disability - Actively manage employee workers compensation and disability claims to ensure that employees receive full benefits as provided under program policies and in compliance with State law.
6. Insurance / Liability - Safeguard City funds by managing insurance requirements from vendors who are contracted with the City to provide services to the public and manage liability claims to ensure expeditious resolution of claims made against the City.
7. Citywide Employee Safety – Coordinate citywide safety programs and committees.
Quality of Life
8. Healthy Living Grant - Administer grant from Solano County to improve quality of life for residents by providing better access to healthy food choices, decrease tobacco use, and promote walkable communities, active and healthy lifestyles.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 45 Human Resources Department
Department Summary
Budget Highlights and Significant Proposed Changes
Fiscal Year 2016-17
The Human Resources Department, which was previously a division under the City Manager’s Office, is projecting revenues to exceed budget by approximately 3% due to the receipt of one-time insurance-related reimbursements for claims. Overall, the Department anticipates expense savings of approximately 5% primarily due to vacancies in the Department throughout the year and lower than anticipated insurance costs.
Budget Highlights and Significant Proposed Changes
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, the Department’s budgeted expenses are to increase by 10% and revenues are expected to increase by approximately 8% from FY 2016-17. For FY 2017-18, the large increase in expenses is due to the addition of 2.40 FTEs and filling of existing vacancies. These new positions are part of the City Manager’s Office’s 2017 Work Plan to “Establish a new Human Resources Department including implementing a new team-based, department focused, generalist Human Resources service delivery model.” These proposed positions are funded through budget reductions in all City departments.
For FY 2018-19, the Department’s budgeted expenses are to increase by approximately 7%, resulting primarily from the inclusion of an additional 2.0 FTEs to successfully implement the new HR service delivery model.
Revenue increases of 8% in FY 2017-18 and 1% in FY 2018-19 are primarily due to increases in contributions as a percentage of payroll for the City’s self-funded short term disability program.
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan FY 15-16 FY 16-17 FY 17-18 FY 18-19 Item Estimate Performance Indicator Actual Budget Budget
Number of job applications processed 1 2,083 3,200 2,700 2,700 Number of people hired or promoted 1 54 69 56 60 % of new workers comp claims closed 5 46% 45% 45% 45% Liability claims closed as of June 30 6 94 90 90 90
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 46 Human Resources Department Summary
Division Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget Insurance / Risk Management $3.64 $4.30 $4.06 $4.41 $4.53 Human Resources .82 1.18 1.03 1.65 2.01 Total Expenses $4.46 $5.48 $5.09 $6.06 $6.54 Total Revenues 4.73 4.42 4.57 4.76 4.82 Total Net Cost -$.27 $1.06 $.52 $1.30 $1.72
Expense Allocation by Division FY 2017-18
27% Insurance / Risk Management
Human Resources 73%
Expenses by Fiscal Year (In Millions)
$10 $5.48 $6.06 $6.54
$5
$ FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 47 Human Resources
Department Summary
Category Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $.94 $1.04 $.76 $1.53 $1.85 Part-Time Personnel .01 .02 .01 .02 .02 Operating Materials/Supplies .02 .04 .04 .03 .03 Repairs and Maintenance .00 .00 .01 .01 .01 Cost Allocation Charges .09 .10 .10 .10 .10 Contractual Services .42 .71 .86 .69 .74 Insurance / Risk Management 3.11 3.73 3.46 3.83 3.94 Other Expenses .02 .01 .02 .03 .03 Capital Outlay .01 .01 .01 .01 .01 Less: Cost Allocation Plan -.17 -.18 -.18 -.18 -.19
Total Expenses $4.46 $5.48 $5.09 $6.06 $6.54 % Change from Budget 7% 11% 8%
Total Revenues 4.73 4.42 4.57 4.76 4.82 % Change from Budget 3% 8% 1% Total Net Cost -$.27 $1.06 $.52 $1.30 $1.72
Expense And Revenue Allocations - FY 2017-18 Expenses
25% Personnel Services/Repairs/Utilities 63% 12% Insurance Premiums/Claims
Revenues Internal Service 100%
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 48 Human Resources
Department Summary
Fund Summary - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund / (Fund Numbers) Actual Budget Projected Budget Budget General Fund $.53 $.80 $.80 $1.26 $1.61 General Liability 1.65 1.30 1.63 2.00 2.12 Worker's Comp 1.85 2.81 2.15 2.22 2.23 Unemployment Insurance .03 .10 .04 .10 .10 General Insurance .10 .16 .16 .16 .16 Long Term Disability .05 .05 .05 .05 .05 Short Term Disability .25 .25 .25 .26 .26
Total Expenses $4.46 $5.48 $5.09 $6.06 $6.54
Total Revenues $4.73 $4.42 $4.57 $4.76 $4.82
General Fund $.53 $.80 $.80 $1.26 $1.61 General Liability -.06 -.38 -.05 -.05 .02 Worker's Comp -.53 .50 -.16 .21 .22 Unemployment Insurance -.19 .00 -.17 -.12 -.12 General Insurance -.05 .00 .00 .00 .00 Long Term Disability -.07 -.01 -.03 -.01 -.01 Short Term Disability .11 .14 .12 .00 .00
Total Net Cost -$.27 $1.06 $.52 $1.30 $1.72
Expense Allocation by Fund FY 2017-18
21% General Fund 79% Other Funds
Revenue Trends (In Millions)
$4.73 $4.76 $4.82 $5.0 $4.57 $4.8 $4.5 $4.3 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 49 Human Resources
Personnel Summary
Full-Time Personnel Summary by Division (All Funds)
FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Change Division / Division No. Budget Budget Budget Budget Budget from 16-17
Human Resources 5.00 5.60 5.60 8.00 10.00 4.40
Totals 5.00 5.60 5.60 8.00 10.00 4.40
Full-Time Personnel by Position (All Funds)
FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Change Position Budget Budget Budget Budget Budget from 16-17
Administrative Technician I/II 2.00 2.00 2.00 3.00 4.00 2.00 Director of Human Resources* 1.00 1.00 1.00 Human Resources Analyst I/II 1.00 1.00 1.00 1.00 2.00 1.00 Human Resources Analyst Sr 1.00 1.00 1.00 Human Resources Manager* 1.00 1.00 Office Assistant I/II* 0.60 0.60 1.00 1.00 0.40 Risk Manager 1.00 1.00 1.00 1.00 1.00
Totals 5.00 5.60 5.60 8.00 10.00 4.40
*In FY16-17, revised for deletion of HR Manager and addition of Director of Human Resources per Council Reso 2016-264. Personnel by Fiscal Year
10.00 10
8.00 8
5.60 5.60 6 5.00
4
2
‐ FY 14‐15 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 50 Parks & Recreation
Department Summary
Overview
The Parks & Recreation Department’s mission is to engage the community in programs, facilities, and services that foster healthy and active lifestyles, support positive social interaction, and enhance our community’s quality of life. Parks & Recreation operates recreational classes, adult and senior services, sports and aquatics programs, and youth activities. The Department manages the Sports Center and Aquatics Complex at Allan Witt Park, Fairfield Community Center, Fairfield Adult Recreation Center, Dunnell Nature Park and Education Center, neighborhood centers, and sports fields.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 51 Parks & Recreation
Department Summary
2016 Accomplishments
Relaunched the Activity Guide, a class brochure that is released three times per year. This is the primary marketing tool for the Parks & Recreation Department and is delivered to every household in Fairfield. Enrollment in classes and sports programs offered in the Activity Guide is on the rise; increasing by 16% and 19%, respectively.
Two area-specific supervisors were hired in Parks & Recreation, which led to the development of an operational plan for the Aquatics Complex and successful recruitment and training of lifeguard staff. Also increased programs and services for the community’s senior population in partnership with the Friends of the Fairfield Senior Center at the Adult Recreation Center.
Partnered with The Edge Church to present the “Pop Up! Movie Series.” This free movie night event rotated to various parks throughout town on the third Fridays of the months, May through September.
Childcare program enrollment continues to increase: Preschool and “Life After School” program enrollments have increased 4% over last year.
Renewed the California Department of Education After School Education and Safety Grant to continue after school programming at seven Fairfield-Suisun Unified School District sites for the “Kids Corner” program on six campuses and “The Place to Be After Three” program at Grange Middle School.
Raised profile of Adopt-A-Park program by hosting a successful, five-site Adopt-A-Park cleanup event and followed up with group recognitions by City Council. Eighty percent of available City parks are now adopted.
Partnered with the Fairfield Community Services Foundation to expand programming, including a free concert series at the Adult Recreation Center with an appeal to the senior demographic that regularly uses the facility, and to draw new guests to the facility. The foundation also funded Club SWIMTASTIC, a swim scholarship for youth ages 6 months to 18 years of age living in Fairfield and Travis Air Force Base. This program provides an opportunity for youth to gain essential water safety skills to prevent drowning, which is the second leading cause of unintentional injury death among youth. It also introduces youth to a recreation activity that promotes heart and lung health and helps prevent childhood obesity.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 52 Parks & Recreation
Department Summary
2016 Accomplishments (Continued)
Provided Fun on the Run mobile recreation programming for 13,482 children in 30 neighborhoods throughout the community. The program increased its visited number of neighborhood sites by 50% for the summer months compared to last summer.
Offered a “train to hire” program that allowed students who successfully completed a City-sponsored lifeguard certification class, eligibility to be hired as lifeguards at the Aquatics Complex at Allan Witt Park. Twenty-six students were employed by the program.
2017 Work Plan
Financial and Operational Sustainability
1. Aquatics Business Plan - Create a business plan for the aquatics center that will maximize capacity and use of the facility and increase cost recovery.
2. Childcare Business Plan – Create a business plan for child care programs (preschool, after school programs and camps) that focuses on expanding the customer base and breadth of programs offered.
3. Registration Management – Identify and implement registration management software system.
4. Friends of the Fairfield Senior Center Operational Agreement – Develop an operational agreement with the Friends of the Fairfield Senior Center.
5. FCCA Operating Agreement - Determine and implement decision-making process for operation of the Fairfield Center for Creative Arts; current agreement expires August 13th, 2017.
Quality of Life
6. Community Spaces Initiative – Coordinate multi-department, multi-year effort to plan and activate community spaces for community enjoyment while reducing blight and crime focusing initially on Lee Bell Park, the Linear Park Trail (LPT), and Allan Witt Park (AWP) as time allows
7. Movie Night Partnership – Create community partnership to provide movie nights in parks.
8. Senior Day Program Operational Procedures – Update Senior Day Program Operational Procedures to comply with Title 22.
9. Adult Programs - Expand adult programs to attract a broader senior demographic by: partnering with the Friends of the Senior Center to host programs; offering more contract special interest classes to the adult segment; cross marketing the department’s sports and aquatics fitness programs to the adult demographic.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 53 Parks & Recreation
Department Summary
2017 Work Plan (Continued)
Quality of Life (Continued)
10. Sports User Group Partnerships - Maintain and update sports user agreements with: Bobbie Sox Softball; Atlantic Little League; Pacific Little League; Tri-Valley Little League; Pony Baseball; Babe Ruth Baseball; Expos Baseball; Indians Baseball (Adults); Fairfield- Suisun Youth Soccer League; North Bay Elite Futbal Club; Club Solano Youth Volleyball.
11. Fun on the Run – Provide supervised recreational play to children living in economically challenged and/or underserved neighborhoods through the Fun on the Run mobile recreation program.
12. After School Childcare – a. Provide afterschool programming funded through the California Department of Education After School Education and Safety grant at 7 FSUSD sites: the “Kids Corner” after school program at six campuses; and “The Place to Be After Three” after school program at Grange Middle School; and provide fee-based after school care through the “Life After School” program at 8 FSUSD sites.
b. Offer 7 Preschool program tracts to accommodate children from 18 months to 5 years of age.
13. Joint Use Agreement with FSUSD - Maintain ongoing relationship with FSUSD to allow reciprocal use of facilities and sports fields.
14. Swim Lesson Scholarship - Working in partnership with the Community Services Foundation, provide swim lessons for children living in economically challenged and/or underserved neighborhoods.
15. Explore Partnership with Anheuser Busch - Explore use of baseball and other potential field use at Anheuser Busch.
16. Water Safety Education - Offer programs at the Aquatic Complex at Allan Witt Park that support water safety education, such as certification classes and proper life jacket use outreach.
17. Coats for Kids - In partnership with the Community Services Foundation, supply Fun on the Run vehicles with coats to offer to youth in need.
18. Community Concerts - Present a 4-performance concert series at the Adult Recreation Center in partnership with the Fairfield Community Services Foundation.
Community Infrastructure / Economic Development
19. Adult recreation equipment –Identify potential sites to include adult recreation equipment.
20. Community Spaces Initiative – Increase work experience opportunities for local youth.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 54 Parks & Recreation
Department Summary
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan FY 15-16 FY 16-17 FY 17-18 FY 18-19 Indicator Item Actual Estimate Budget Budget
Adult & Senior Program 3,4,9,19 Adult Enrichment Classes 10 14 16 16 Adult Enrichment Class Participants 165 200 250 250 Adult Sports Programs 25 25 30 30 Adult Sports Programs Participants 500 500 700 700 Health & Lifestyle Programs 91215 15 Health/Lifestyle Programs Participants 800 1,000 1,500 1,500 ARC Luncheons & Events 81212 12 ARC Luncheons/Events Participants 600 850 900 950 Travel Program Participants 35 42 45 45 Travel Program Excursions 10 6 10 10 Day Trips 60 50 50 60 Day Trips Participants 720 514 600 700 Congregant Dining 4,100 4,100 4,100 4,100 Senior Day Program Participants 20 17 19 20 Aquatics 1,3,14,16 Rec Swim Participants 12,033 11,742 12,000 12,500 Community Events 7,18 Community Events 71720 20 Community Events Attendance 1,110 7,785 13,940 14,045 Facility Visitor Counts 3,6 Adult Recreation Center 78,744 74,960 76,852 78,500 Aquatic Complex at Allan Witt Park 45,252 56,038 60,500 65,000 Sports Complex at Allan Witt Park 108,944 110,424 112,400 114,400 Community Center 270,612 244,645 249,645 254,645 Youth Activities - Childcare 2,12 Fun on the Run 12,010 13,282 16,000 18,000 Kid’s Corner (Normal Capacity 456) 462 498 456 456 Life After School 2,645 3,020 3,000 3,000 The Place to Be (Capacity 60) 100 101 60 60 Preschool 2,376 2,253 2,400 2,500 Youth Contract Classes & Sports 3,10-11,13,15,17 Youth Enrichment Classes 20 22 25 35 Youth Enrichment Class Participants 1,800 2,200 2,500 2,500 Youth Sports Programs 25 25 25 25 Youth Sports Programs Participants 2,275 2,480 2,480 2,480 Youth Camps 11 35 47 47 Youth Camp Participants 900 1,100 1,400 1,400
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 55 Parks & Recreation
Department Summary
Budget Highlights and Significant Proposed Changes
Fiscal Year 2016-17
Overall, the Department is projecting to have expense savings of approximately 2% resulting primarily from part-time vacancies within the department throughout the year and lower than anticipated contractual services expenses. Revenues are expected to end the year less than 1% below budgeted levels primarily due to lower program participation in the Senior Day Program, offset by increased grant funding and registration fees for youth activities (Proposition 49).
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, the Department’s budgets for its expenses are to increase by 4% and revenues are to increase 5% from FY 2016-17. For FY 2018-19, its expenses and revenues are projected to both increase by approximately 4% as compared to the budget for FY 2017-18. The following provides a summary of the significant proposed changes in the budget for the next two fiscal years:
Maintenance – Includes $200,000 in both fiscal years for the replacement of (16) ball field bleachers and (15) backstops. In addition, funding is included to replace doors and flooring in various facilities, including the Adult Recreation Center, Sports Center, and Aquatics Complex at Allan Witt Park.
Personnel Costs – Reflects increases in benefits and minimum wage (as required by the state) for as needed labor.
Customer Service – Includes the increase of a 0.60 FTE Customer Service Representative to 1.0 Accounting Assistant I/II to adequately support program registration and deliver the highest level of customer service.
Program Enhancements – Funding is included to support new summer camps, classes and sports activities. Increased costs in this area are expected to result in a net increase in program revenues.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 56 Parks and Recreation Department Summary
Division Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget Aquatics, Sports, and Facilities $2.55 $2.89 $2.76 $2.68 $2.82 Adult and Youth Activities 2.82 3.26 3.32 3.10 3.19 Administration / Business Services .28 .36 .33 1.01 1.04 Total Expenses $5.64 $6.51 $6.41 $6.79 $7.05
Aquatics, Sports, and Facilities $1.86 $2.16 $2.09 $1.97 $2.00 Adult and Youth Activities .64 1.04 1.05 .72 .79 Administration / Business Services .27 .36 .33 1.01 1.04 Total Net Cost $2.77 $3.56 $3.47 $3.70 $3.83
Cost Recovery Ratio 51% 45% 46% 46% 46%
Expense Allocation by Division FY 2017-18
15% Aquatics, Sports, and Facilities 39%
Adult and Youth Activities 46%
Expenses by Fiscal Year (In Millions)
$7.0 $6.5 $6.8
FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 57 Parks and Recreation
Department Summary
Category Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $2.33 $2.58 $2.61 $2.70 $2.80 Part-Time Personnel 1.45 1.90 1.77 1.95 2.10 Operating Materials/Supplies .22 .24 .25 .18 .18 Repairs and Maintenance .29 .21 .21 .17 .17 Other Repairs / Maintenance .06 .18 .18 .03 .03 Utilities .36 .32 .34 .33 .33 Cost Allocation Charges .66 .68 .68 .90 .93 Contractual Services .22 .29 .29 .37 .37 Other Expenses .15 .24 .20 .27 .25 Capital Outlay .00 .00 .00 .00 .00 Less: Cost Allocation Plan -.11 -.11 -.11 -.11 -.12
Total Expenses $5.64 $6.51 $6.41 $6.79 $7.05
Total Revenues $2.88 $2.95 $2.94 $3.09 $3.21
Total Net Cost $2.77 $3.56 $3.47 $3.70 $3.83
Expense And Revenue Allocations - FY 2017-18 Expenses 3% 13% Personnel 3% Cost Allocation Charges 13% Operating Materials/Supplies 68% Services/Repairs/Utilities Capital Outlay Other
Revenues 16% 22% Grants Charges for Service/Permits Other 62%
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 58 Parks and Recreation
Department Summary
Fund Summary - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund Actual Budget Projected Budget Budget General Fund $4.99 $5.74 $5.62 $5.97 $6.21 Special Programs .65 .77 .79 .82 .83
Total Expenses $5.64 $6.51 $6.41 $6.79 $7.05 % Change from Budget -2% 4% 4%
General Fund $2.21 $2.18 $2.14 $2.27 $2.39 Special Programs .67 .77 .80 .82 .82
Total Revenues $2.88 $2.95 $2.94 $3.09 $3.21 % Change from Budget -0.2% 5% 4%
General Fund $2.79 $3.56 $3.48 $3.70 $3.82 Special Programs -.02 .00 -.01 .00 .02
Total Net Cost $2.77 $3.56 $3.47 $3.70 $3.83
Expense Allocation by Fund FY 2017-18
12% General Fund Other Funds 88%
Revenue Trends (In Millions)
$3.2 $3.5 $3.1 $2.9 $2.9 $3.0
$2.5 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 59 Parks and Recreation
Personnel Summary
Full-Time Personnel Summary by Division (All Funds)
FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Division / Division No. Budget Budget Budget Budget from 16-17
Administration/Business Services 3.00 1.70 1.70 1.70 - Adult and Youth Activities 10.95 10.75 10.35 10.70 0.35 Aquatics, Sports, and Facilities 7.60 8.10 9.50 9.55 0.05 Totals 21.55 20.55 21.55 21.95 0.40 Full-Time Personnel by Position (All Funds)
FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Position Budget Budget Budget Budget from 16-17 Accounting Assistant I/II - 1.00 1.00 Activity Specialist 1.35 0.75 0.75 (0.75) Administrative Assistant 1.00 - Administrative Technician I 1.00 1.00 1.00 1.00 - Aquatics Program Coordinator 1.00 1.00 - Assistant Director 1.00 - Facilities Worker I/II 1.00 1.00 1.00 1.00 - Facilities Worker III 1.00 1.00 1.00 1.00 - Facilities Worker Senior 1.00 1.00 1.00 1.00 - Parks and Recreation Assistant 1.00 1.00 1.00 1.00 - Parks and Recreation Manager 2.00 2.00 2.00 2.00 - Parks and Recreation Supervisor 2.00 2.00 2.00 - Customer Service Representative 0.60 0.60 0.60 (0.60) Director of Parks and Recreation 1.00 1.00 1.00 1.00 - Management Analyst Senior 1.00 1.00 1.00 - Office Specialist 1.00 1.00 1.00 1.00 - Program Specialist 0.60 1.20 1.20 1.95 0.75 Recreation Program Coordinator 8.00 6.00 6.00 6.00 -
Totals 21.55 20.55 21.55 21.95 0.40 Personnel by Fiscal Year (In FTE)
21.95 22 21.55 21.55 21 20.55 20 19 FY 14‐15 FY 15‐16 FY 16‐17 17‐18/18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 60 Police
Department Summary
Overview
The Fairfield Police Department is committed to working in partnership with our community to preserve and enhance the quality of life through effective crime prevention, safety education, and innovative law enforcement. The department is organized into two divisions: Operations and Support Services. The Operations Division consists of the Patrol, Traffic, and Investigations Bureaus. The Support Services Division consists of the Administrative Services, Community Services, and Records & Dispatch Bureaus.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 61 Police
Department Summary
2016 Accomplishments
Operations
Overall Part 1 crime is down for the second year in a row. Police Department remains active arresting more than 300 persons each month, which is 100 arrests more than any other Solano County agency. Gun seizures and arrests have increased in 2016, all but one of the City’s homicides have been solved, and we have experienced a decrease in traffic fatalities all while maintaining excellent response times.
Expanded Business Watch and new Neighborhood Watch groups were added to Public Service Area Central and South. Social media continues to grow as an excellent resource to communicate with the public. NextDoor has more than 11,000 followers developing relationships within neighborhoods. Coffee with a Cop has been a great success and will continue as part of the Department’s outreach. Held the first police open house at the training facility, which was well received and well attended. Enforced the City’s Shopping Cart Ordinance and had hundreds of carts removed from the streets/camps, and removed or covered more than 64,000 sf of graffiti.
A team of volunteers has joined the Code Enforcement group to assist in neighborhood code enforcement issues, as well as placing monthly code enforcement tips on social media. More than 750 cases have been opened this year with nearly 900 closed (including cases from 2015).
Support Services
Fire and Police departments collaborated through joint Unified Response to Violent Incident trainings, and extended the same to Travis Air Force Base; together these organizations created ‘Active Shooter’/URVI standard operating guidelines, and sent its Active Shooter team to Tactical Medicine School in order to successfully integrate into the Fairfield SWAT team as tactical medics. Together the departments conducted a series of Active Shooter drills at Edwards Theatre in which Fairfield firefighters donned protective vests and helmets, while collaborating with police to become a rescue task force by triaging patients to either begin treatment or move them to safety.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 62 Police
Department Summary
2016 Accomplishments (Continued)
Support Services (Continued)
Restructured the Support Services Division in the Police Department by adding a second lieutenant to oversee quality of life issues, as well as adding a dispatch manager. Hired nine police officers, seven dispatchers, one community service officer, and one dispatch manager. One sergeant was promoted to lieutenant.
PAL worked with the three Fairfield Rotary Clubs to expand the Rotary Success Scholar Program, which provides full-ride community college scholarships and mentorship to Fairfield PAL members, to include high school juniors and seniors and provide them with academic support and planning to better prepare PAL members to enter college, or a career path that suits their talents. The PAL Program was home to 350 young people who each participated in over 10 different weekly programs.
Fairfield police partnered with Travis Air Force Base to provide SWAT training and Active Shooter Training, maintained ongoing meetings on race/community relations with the Heritage Group at TAFB, and assisted in the Torch Run and a Make a Wish event on base.
The Homeless Intervention Team handled more than 2,000 homeless-related incidents, provided housing/relocation to more than 100 persons, arrested 53 persons, and referred 65 individuals to county, state, or federal services. Worked with Public Works to clean 165 camps and remove 643 cubic yards of debris. Assisted five homeless and homeless veteran families in obtaining housing.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 63 Police
Department Summary
2017 Work Plan
Community Safety
1. Major Crimes Investigations - Review investigations (crimes against persons, property crimes, missing persons), determine follow-up case assignments, and pursue criminal prosecution
2. Collaborative Partnerships - Maintain operational relationships with Solano County Special Enforcement Task Force, FBI Safe Streets Task Force, Probation, Parole, District Attorney’s Office, U.S. Marshals, and service groups. Two Fairfield Police Detectives are assigned to the Solano County SET and FBI task forces. In 2016, there were 30 Fairfield cases reviewed by FBI Task Force; 15 cases were opened. SET made 300 arrests and seized 20 firearms in the County
3. Sexual Assault ST Grant - Work with in-house sexual assault advocate and SafeQuest on sexual assault response, prevention, intervention, and training. There were 98 victims served by the advocate in 2016.
4. Human Trafficking - Coordinated effort to increase training, operational effectiveness, and response to human trafficking investigations. Eight investigative operations were held in 2016 with seven minors rescued.
5. Special Operations Team (Investigations) - Proactively approach crime suppression, assist with major case investigations, conduct gang-related investigations, track and follow-up on graffiti-related crimes, parole and probation searches, and maintain database. In 2016, SOT made 475 arrests and seized numerous firearms.
6. Investigate and Monitor Sex Offenders and Sex Registrants – In 2016, 78 compliance checks were conducted. There are 210 active sex registrants in Fairfield.
7. Crime Scene Investigation - Conduct forensic vehicle examinations, fingerprint examinations, laboratory processing, autopsy response, NIBIN submission, DOJ submission, and call-out response. In 2016, there were 49 submissions to DOJ, 210 firearms processed, and 33 vehicles processed.
8. Domestic Violence Advocacy - Plan, organize, and coordinate victim services within the Department and with collaborative partnerships (Patrol, Information Technology, Records, Code Enforcement, City Attorney, Training, Property, SafeQuest, Child Protective Services, Adult Protective Services, Solano County Courts, District Attorney’s Office, Solano County Sheriff’s Office, Catholic Social Services, Probation, Travis Air Force Base Family Advocacy, Solano Legal Access Center, and Child Haven). In 2016, there were 1,101 domestic violence cases reported and 495 victims contacted.
9. Electronic Crimes Unit - Provide forensic electronic exam expertise, track crimes against children, maintain progressive and efficient investigative techniques, and investigate priority cases involving digital evidence.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 64 Police
Department Summary
2017 Work Plan (Continued)
10. Narcotic Investigations Unit - Conduct self-generated narcotic investigations, follow-up on citizen narcotic complaints (PublicStuff, tip line, Department generated), assist with major case resolution, provide training and expert testimony, and conduct asset seizure investigations. In 2016, numerous cases investigated, search warrants authored, and large quantities of drugs and firearms seized.
11. Training Facility - The Department’s state-of-the-art Training Facility serves 19 allied public safety agencies in the region. The Department will use the facility in 2017 to provide over 800 hours of training for Department and City personnel. Outside public safety agencies and organizations will use the facility for over 2,000 hours of training
12. Property and Evidence – Process and manage over 11,000 pieces of property and evidence.
13. Training - Train Department personnel to learn new skills, ensure operational readiness, and develop staff capabilities, including attending over 200 classes with 14,000 hours of training.
14. Community Services Bureau – a. Neighborhood Watch (NW) - Maintain and build relationships with residents through the Neighborhood Watch program. There are 120 active groups. With the growth of NW participation in 2017, we will hold larger, PSA meetings twice a year for each PSA. The goal is to capture a broader section of NW groups while maintaining PSA identity, provide a more comprehensive and informative experience at the meeting, and have an opportunity for greater involvement by the PSA Commander, Supervisors, and Officers
b. Business Watch - Nurture and grow the new Business Watch program, focusing on the Texas Street and North Texas Street corridors.
c. Community Engagement - Community Education Forums will be held once a month on Wednesday evenings at the City Council Chamber. Forums cover a variety of topics presented by both Crime Prevention staff and subject matter experts from police units.
d. Coffee with a Cop - Coffee with a Cop program has been a huge success with not only the community but staff at the Police Department. For 2017, we are formalizing the program into our crime prevention efforts. Our goal is to host these monthly throughout the City.
15. Crime Free Multi-Housing – Work with and support the nearly 60 properties in the City.
16. Patrol Deployment – a. Calls for Service - Respond to approximately 70,000 calls for service to maintain community safety. In 2016, there were 65,000 calls for service.
b. On-view Contacts – Officers proactively initiate approximately 33,000 on-view contacts to maintain community safety. In 2016, there were 36,000 on-view contacts.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 65 Police
Department Summary
2017 Work Plan (Continued)
17. Police Response Time – Maintain 2014 response times to Priority 1 calls: 1:12 – time to dispatch; 4:04 response time.
18. Traffic Deployment - Officers (including Traffic Unit Officers) will issue approximately 7,000 citations to gain compliance with traffic laws and reduce traffic collisions
19. Adopt-a-School - Patrol Officers will adopt elementary schools in their area of responsibility to provide student, parent, and officer interaction, traffic safety, and campus safety.
20. Police Enforcement - Officers of the Police Department will make approximately 3,700 arrests in an effort to maintain a safe community.
21. Dispatch - The Dispatch Center handled 114,696 calls for service in 2016 while at approximately 50% full time staffing supplemented by part-time employees. A similar number of calls for service are expected in 2017. The new Dispatch Manager is tasked with rebuilding and strengthening dispatch staffing.
22. Police Records - The Records Unit processes over 20,000 police reports written by police personnel annually, and by citizens through online reporting. Records personnel also manage online reporting by citizens, process citations, provide copies of reports to the District Attorney and allied agencies, and citizens, process background checks of almost 2,000 citizens annually, and handle almost 3,000 citizens who visit the Police lobby for service. In 2017, Records personnel expect to process 25-50 Public Records Act requests.
23. Code Enforcement – Respond to, investigate, and mitigate code enforcement issues throughout the City. It is anticipated the Code Enforcement Unit will handle approximately 900 cases in 2017 with a goal of maintaining a 90% closure rate of cases that are opened.
24. VIPS – The Volunteers in Police Service (VIPS) program has increased from 32 to 46 volunteers. In 2017, the program will continue to expand in both numbers and service to the Police Department and community (e.g., expanded presence in Code Enforcement). In 2017, it is estimated that the number of volunteer hours will increase from 5,500 to 6,500.
25. Cordelia Patrols - Maintain number of officers from one to two for each patrol team assigned to Cordelia as staffing allows.
Quality of Life
26. PAL Center - Serve Fairfield teens by providing a place to “grow, learn and build the skills they need today and in the future.” PAL staff will continue to provide services to develop youth and support families through academic, fitness/sports, health/wellness, and life skills programs.
27. Police Explorers – The Police Explorer program is another way for the Department to connect with youth in our community. Expand Police Explorer program by recruiting ten more volunteers.
28. Foot Patrol – Officers will be assigned foot patrol in business districts, Solano Town Center, and neighborhoods.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 66 Police
Department Summary
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan FY 15-16 FY 16-17 FY 17-18 FY 18-19
` Indicator Item Actual Estimate Budget Budget
Physical Arrests 1-12,20 3,700 3,700 3,700 3,700 Traffic Citations 18 7,000 7,000 7,000 7,000 Parking Citations N/A 1,564 1,600 1,600 1,600 Vehicles Towed N/A 1,675 1,700 1,700 1,700 Average Response Time (Priority 1) 17 4:04 4:04 4:04 4:04 Priority 1 calls for service 16 3,560 3,700 3,700 3,700 Non-Priority calls for service 16 97,000 101,000 101,000 101,000 Reports Processed 22 13,800 20,000 20,000 20,000 Neighborhood Watch Meetings held 14 72 96 96 96 Volunteer Hours Contributed 24 5,500 5,500 6,500 6,500 Public Records Act Requests 22 75 50 25-50 25-50 Students Participating at PAL 26 200 200 200 200
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 67 Police
Department Summary
Statistics
Crime Statistics - For 2016, total Part 1 crimes committed within the City were 3,340 and crimes per 1,000 population was 3.3, representing decreases of 15.3% and 16% from 2015.
Crime Statistics - For 2016, response times averaged 4.08 minutes, representing a change of 0.7% from 2015.
Police Response Time
4 4.19 4.20 4 4.17 4.16 4
4 4.08 4.08 4.05 4 4.03 4.03 4.03 4.00
Minutes 4
4 3.90 4
4
4
4 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 68 Police
Department Summary
Statistics (Continued)
Sworn Staffing Levels - For 2016, there were 123 total sworn positions, representing a change of 2.5% from 2013.
Distribution of Calls for Service in 2016 – The following map represents a distribution of the police calls for service in 2016:
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 69 Police
Department Summary
Budget Highlights and Significant Proposed Changes
Fiscal Year 2016-17
Overall, the Department is projecting to have expense savings of approximately 5% primarily due to personnel savings resulting from vacancies occurring during the year.
The Department is also projecting that revenues will be higher than budgeted by 8% due to higher than expected vehicle code fines, nuisance abatement fees, charges for services, and Police training facility rental revenues.
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, the Department’s expenses are projected to decrease by less than 1% and its revenues to decrease by 8% from FY 2016-17. For FY 2018-19, expenses are projected to increase by 4% and revenues are expected to stay flat from FY 2017-18. The following represents significant changes in the Department’s proposed budget for the next two years:
The loss of an Office of Traffic and Safety grant in the amount of $200,000, resulting in a proposed increase of $100,000 to cover overtime costs for traffic enforcement.
The addition of a State realignment grant funded homeless intervention team position.
A net increase of 0.52 FTE in the Crime Scene Investigations unit.
Funds for increased recruitment efforts as well as training for new staff.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 70 Police Department Department Summary
Division Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget Field Operations $21.46 $23.91 $21.57 $23.45 $24.64 Investigations 6.12 6.96 7.01 7.03 7.26 Support / Fleet Maintenance 4.71 4.57 4.78 5.06 5.20 Police Dept Administration 3.58 3.12 3.37 3.18 3.12 Other Department Activities .98 .81 .82 .55 .55
Total Expenses $36.86 $39.38 $37.54 $39.27 $40.78
Total Revenues 3.09 2.54 2.71 2.31 2.31
Total Net Cost $33.78 $36.83 $34.84 $36.96 $38.47
Expense Allocation by Division FY 2017-18
13% 8% 1% Police Dept Administration 18% Field Operations Investigations
60% Other Department Activities
Support / Fleet Maintenance
Expenses by Fiscal Year (In Millions)
$60 $39.38 $39.27 $40.78 $40
$20
$ FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 71 Police Department
Department Summary
Category Summary (All Funds) - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $29.58 $33.22 $31.43 $32.92 $34.44 Part-Time Personnel .32 .23 .25 .22 .22 Operating Materials/Supplies 1.38 .98 .95 .99 1.01 Repairs and Maintenance .61 .36 .33 .37 .38 Utilities .25 .25 .30 .26 .26 Cost Allocation Charges 2.40 2.28 2.28 2.49 2.56 Contractual Services .80 .80 .71 .71 .73 Other Expenses .82 1.07 .99 1.11 1.12 Capital Outlay .58 .19 .28 .19 .05 Capital Project Costs .09 .00 .00 .00 .00 Total Expenses $36.85 $39.37 $37.53 $39.26 $40.77
Total Revenues 3.09 2.54 2.71 2.31 2.31
Total Net Cost $33.76 $36.83 $34.82 $36.95 $38.47
Expense And Revenue Allocations - FY 2017-18 Expenses 16% Personnel
Other Expenses
84%
Revenues 23% 19% Taxes Fines And Forfeitures 15% Intergovernmental Federal 18% 10% Intergovernmental 15% Charges For Services Other Revenues
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 72 Police Department
Department Summary
Fund Summary - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund Actual Budget Projected Budget Budget General Fund $35.88 $38.54 $36.70 $38.69 $40.21 Special Programs .98 .81 .82 .55 .55 Asset Seizures .02 .02 .02 .02
Total Expenses $36.86 $39.38 $37.54 $39.27 $40.78 % Change from Budget -5% 0% 4%
Total Revenues $3.09 $2.54 $2.71 $2.31 $2.31 % Change from Budget 6% -9% 0%
General Fund $33.81 $36.85 $34.85 $36.97 $38.49 Other Funds -.03 -.01 -.01 -.01 -.01
Total Net Cost $33.78 $36.83 $34.84 $36.96 $38.47
Expense Trends (In Millions)
$40.78 $42 $39.27 $40 $36.86 $37.54 $38 $36 $34 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19
Expense Allocation by Fund FY 2017-18
1%
General Fund
Other Funds 99%
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 73 Police Department
Personnel Summary
Full-Time Personnel Summary by Division (All Funds) FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Division / Division No. Budget Budget Budget Budget from 16-17 Field Operations 124.00 126.00 126.00 125.00 (1.00) Investigations 35.48 35.00 35.00 35.52 0.52 Support 21.08 20.56 20.56 22.56 2.00 Police Dept Administration 11.00 11.00 11.00 11.00 - Totals 191.56 192.56 192.56 194.08 1.52 Full-Time Personnel by Position (All Funds) FY 14-15 FY 15-16 FY 16-17 17-18/18-19 Change Position Budget Revised Budget Budget from 16-17 Activity Specialist 1.00 1.00 1.00 - (1.00) Code Enforcement Officer I/II 2.48 2.48 3.48 3.48 - Community Services Officer I/II 10.00 10.00 10.00 10.00 - Crime Analyst 1.00 1.00 1.00 1.00 - Crime Prevention Specialist 2.48 2.00 2.00 2.00 - Crime Scene Investigator I/II 1.00 1.00 1.00 3.00 2.00 Crime Scene Investigator Sup 1.00 1.00 1.00 (1.00) Record and Dispatch Manager 1.00 - Dispatch Shift Supervisor 3.00 3.00 3.00 3.00 - Dispatcher I/II 16.00 16.00 16.00 16.00 - Domestic Violence Program Mngr 1.00 1.00 1.00 1.00 - Equipment Mechanic I/II 2.00 2.00 2.00 2.00 - Equipment Mechanic-Senior 1.00 1.00 1.00 1.00 - Homeless Intervention Case Mngr 1.00 1.00 Lead Police Records Assistant 1.00 1.00 1.00 1.00 - Management Analyst-Senior 1.00 1.00 1.00 1.00 - Office Specialist 6.00 6.00 6.00 6.00 - PAL Coordinator 1.00 1.00 1.00 1.00 - Police Captain 2.00 2.00 2.00 2.00 - Police Chief 1.00 1.00 1.00 1.00 - Police Dept Assistant 1.00 1.00 1.00 1.00 - Police ID Technician 2.00 2.48 1.48 1.00 (0.48) Police Lieutenant 6.00 7.00 7.00 7.00 - Police Officer 96.00 95.00 95.00 95.00 - Police Property Specialist I/II 2.00 2.00 2.00 2.00 - Police Sergeant 18.00 18.00 18.00 18.00 - Police Support Supervisor 3.00 3.00 3.00 3.00 - Police Support Services Manager 2.00 2.00 2.00 - Police Records Assistant I/II 6.60 6.60 6.60 6.60 - Program Specialist 1.00 1.00 1.00 2.00 1.00 Records Supervisor 1.00 1.00 1.00 1.00 - Totals 191.56 192.56 192.56 194.08 1.52 Personnel by Fiscal Year 194.08 FY 16‐17 192.56 192.56 FY 14‐15 191.56
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 74 Public Works
Department Summary
Overview
The mission of the Public Works Department is to provide the highest possible quality of life to the citizens of Fairfield through the delivery of prompt, professional, efficient and personal service. Responsibilities of the Department include design, construction, operation and maintenance of streets, water, sewer, drainage/flood control, public buildings, parks, landscaping, fleet, golf courses, and open space. The department also manages transit operations for the cities of Fairfield and Suisun City, including local fixed route, paratransit and intercity services. The management team comes from diverse academic backgrounds, including public works administration, civil engineering, traffic engineering, water resources, construction management, and transportation planning and operations. The department consists of five functional areas: Administration, Engineering, Operations, Utilities, and Transportation.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 75 Public Works
Department Summary
2016 Accomplishments
Engineering
Completed 14 Capital Improvement Projects including Dunnell Nature Park, Cordelia Road Widening, Beck Avenue Pavement Rehabilitation, Pavement Striping of Travis Boulevard, Pavement Re-Striping of Various Arterial Streets, Police Lobby Renovation and Parking Lot Security, City Park Lighting, Cement Hill Road Overlay, 2016 Seal Coat, Train Station Rule 20B Utility Undergrounding, City Hall Cogeneration Facility Overhaul, Potable Water Reservoir Cleaning and Inspection, Jepson Parkway Tree Removal, and North Bay Regional Water Treatment Plant Chiller Replacement Project.
Completed the Peabody Road widening and overcrossing and re-opened the road ahead of schedule.
Received highly competitive $1.7 million Active Transportation Program grant for design and construction of pedestrian safety improvements at the existing railroad crossing on E. Tabor Ave. near Tolenas Ave.
Secured $12.6 million in grant funding and awarded a contract for the Jepson Parkway Phase 2A, which will help provide a local alternative travel option to I-80 and also help facilitate private investment and development within the Train Station Specific Plan area.
Operations
Through the street repair program, crews worked to improve more than 45,000 square feet (sf) of arterial and collector streets and over 47,000 sf of older residential streets. Additionally, 300,000 sf of newer residential streets were prepared to receive seal coating, 6 million sf of newer streets were seal coated, and striping was restored on 14 miles of major thoroughfares. 546,381 linear feet of cracks sealed.
Continued the Public Works role in implementation of the Homeless Strategy, including homeless camp cleanups and shopping cart pick-ups.
Replaced and upgraded the 45-year old Council Chamber lighting with energy efficient, 50-year LED bulb.
Recognized as one of the top 50 leading fleets in the nation by Government Fleet Magazine and the American Public Works Association.
100 Best Government Fleets in North America list. It is the 9th consecutive year that the City has been on the list.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 76 Public Works
Department Summary
2016 Accomplishments (Continued)
Transportation
The City’s Transportation Manager was selected from a national candidate pool of several hundred nominees as one of Mass Transit’s Top 40 Under 40 of 2016. This award honors those professionals who have made significant contributions to the public transit industry through exemplary job commitment, industry involvement and contribution, achievements, and innovation. In addition to personal recognition of the manager, this honor is further validation of the personal and team excellence achieved by the City’s FAST employees.
Installed NextBus technology on the local and intercity bus fleet providing real-time bus information to customers using a smartphone, tablet, or computer.
Utilities
North Bay Regional Water Treatment Plant received the American Water Works Association, CA- NV Section’s Larry C. Larson safety award at the 2016 fall conference in October. In addition, NBR was recognized again this year at the national level as a recipient of both the Partnership for Safe Water Presidents Award (first received in 2015) and Directors Award (first received in 2013).
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 77 Public Works
Department Summary
2017 Work Plan
Community Safety
1. Sewer Maintenance - Protect public health by proactively monitoring and cleaning sewer mains and laterals to limit sanitary sewer overflows.
2. Drinking Water Safety – Protect against contamination of the public water system caused by unsafe cross-connections by purchasing upgraded software to manage the City’s existing backflow prevention program and move toward paperless data entry and record keeping.
3. Drainage Maintenance – To prevent flooding, clean necessary elements of the City’s existing drainage system. Initiate environmental / permitting process to allow silt removal of Henessy, Jameson Canyon and American Canyon Creeks and/or identify alternative approaches to addressing siltation in these creeks.
4. Tree Trimming - To reduce liability and property damage, continue managing tree trimming backlogs to one year maximum (City responsible for 68,000 trees) with a focus on high-liability trees.
5. Street Name Sign Replacement - Replace existing street name signs throughout the City with larger, more legible signs to comply with new standards under a City-wide, multi-year replacement program. Complete 500 to 750 per year over next 6 to 7 years.
6. Traffic Safety Street Striping Program - Continue rehabilitation of pavement striping throughout City with emphasis on safety. Utilize Measure P funds to restripe additional arterials and collector streets based on prior needs assessment.
7. Installation of Opticom Signal Pre-Emption - Design and install signal pre-emption for Fire emergency response on all five Caltrans signals along Highway 12.
Financial and Operational Sustainability
8. Public Facility Plan Update - Evaluate Public Facilities (AB 1600) fee and its funding capacity to fund critical infrastructure needs of City.
9. Northeast Fee and AB 1600 Streets Fee Program Update – Work jointly with Community Development Department to update the Northeast Fee program to support the needs of the development community.
10. FTC Parking Fees – To generate revenue, offset operating costs, maximize availability of commute modes and ensure competitiveness for future grant opportunities, implement a Fairfield Transportation Parking Fee Program.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 78 Public Works
Department Summary
2017 Work Plan (Continued)
Financial and Operational Sustainability (Continued)
11. Irrigation Efficiency - Continue water conservation efforts by selectively replacing overhead spray irrigation with more efficient drip irrigation in City landscaped areas.
12. GIS Integration / Upgrades - Upgrade and integrate the Corp Yard’s Maintenance Management System (Maintstar) with PUBLICSTUFF and the City’s existing Geographic Information System (GIS).
13. Water Model - To improve water system management and capital improvement planning, update the City’s water system hydraulic model.
14. HVAC Preventative Maintenance Program - Establish a heating, ventilation and air conditioning (HVAC) preventative maintenance (PM) program for approximately 200 HVAC units at all City Facilities to maximize efficiency and save costs.
15. Water Meters - To ensure accurate water billing and revenue collection, begin routine testing/calibration of 2” and larger water meters.
Quality of Life
16. Park Lighting - Continue project to evaluate, prioritize and replace park lighting as funding allows. 2017/18 project identified as lighting and security camera upgrades at Laurel Creek Park.
17. Cordelia Community Park – Begin construction of Cordelia Community Park Phase 3 (3 Tennis Courts, Sand volley-ball court, Multi-Purpose Field, Picnic Benches, Park Amenities, More Parking).
18. West Texas Gateway – Work to secure funding of the West Texas Street gateway project.
19. ADA Upgrades to City Facilities - Upgrade City facilities to meet ADA requirements as needed and as outlined in ADA compliance plan.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 79 Public Works
Department Summary
2017 Work Plan (Continued)
Community Infrastructure / Travis Air Force Base
20. Complete On-Street ADA Parking on Union Ave. - Design and construct two on-street ADA spaces adjacent to County Courthouse.
21. Deferred Building Maintenance Plan - Create a comprehensive deferred maintenance plan for City buildings. This is the continuation of a two-year effort started in 2016.
22. Lee Bell Park Accessory Building Demolition – Buildings have been removed in May of 2017.
23. Train Station/Peabody Road – Complete construction of the Fairfield-Vacaville Train Station Project, open station and begin Capital Corridor Train service.
24. Train Station Building and Solar Array - Seek and secure grant funding for the Fairfield- Vacaville Train Station building and solar array based on concept plans developed in 2016.
25. Jepson Parkway - Complete construction of Phase 2A of the Jepson Parkway to allow the opening of the Fairfield/Vacaville Train Station and provide the infrastructure to support the start of construction of the Canon Station Subdivision.
26. FTC Parking Garage - Seek grant funding for construction for over $30 million. Once funding is identified, update and finalize contract/bridging documents.
27. Measure P Older Streets - Continue Measure P Street Team’s efforts to repair damaged pavement and improve drivability of “older” neighborhood streets.
28. Measure P Newer Streets - Complete final phase of initial seal coat program in Paradise Valley Area, SouthBrook (between east of Goldhill and Lopes), and the Barbour Drive area. Finalize approach for use of next phase of Measure P funding and identify streets and treatments planned with these funds for fiscal years FY 18-19 through 20-21.
29. Water and Sewer Capital Investment / Replacement - Continue work on developing a 15-20 year capital replacement program for existing water and sewer systems in the States and Presidents Street Areas to address aging infrastructure.
30. East-West Water Line - Ongoing, multi-phase, multi-year project to secure transmission.
31. NBR Water Treatment Plant - Complete the installation of the North Bay Regional (NBR) Water Treatment Plant SCADA system upgrade.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 80 Public Works
Department Summary
2017 Work Plan (Continued)
32. Waterman Water Treatment Plant - Repair existing coatings on the clarifiers at Waterman Water Treatment Plant.
33. Commuter Buses - Following federal procurement guidelines, procure 9 new commuter buses to replace/upgrade an aging transit fleet. Anticipated award date of September 2017.
34. Waterman WTP Power Supply Modernization - Perform feasibility study, select preferred project, then design and construct modernization upgrades to the Waterman WTP power supply facilities. The existing switchgear and main breakers are original equipment constructed in 1974. Note – this project will include significant coordination with PG&E, which could result in unforeseen delays for this project.
35. NBR Piping and Valve Upgrades - Design and construct piping, valve and valve vault improvements to improve water treatment plant operational reliability. Existing piping and key valves are original 1990 infrastructure and valves are no longer functioning as they need to.
36. Traffic Signal Installation / Modifications - Construct new signals or modify existing signals as needed to meet community needs.
37. E. Tabor Sidewalk Gap Closure - Construction of a sidewalk and railroad improvements on the E. Tabor Avenue.
38. Bus Stop Improvements - Installation of a new bus stop at Pennsylvania and Utah.
39. Water Main Replacement – Replacement of aging water mains infrastructure. North Texas Street from Travis Blvd to Air Base Parkway.
40. Fire Training Tower - Installation of a new steel training structure and parking lot upgrades at 1633 Union Avenue.
41. TAFB Water System Intertie - Design and construct proposed 12” water system intertie to Travis Air Force Base. Travis Airforce Base must secure funding.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 81 Public Works
Department Summary
Budget Highlights and Significant Proposed Changes
Fiscal Year 2016-17
Overall, the Department is projecting to have expense savings of 2%, and 7% savings in the General Fund. Revenues are expected to exceed budgeted levels by approximately 7%. The following provides a summary of significant variances in projected expenses and revenues when compared to the FY 2016-17 Budget:
Personnel savings, resulting from vacancies that occurred during the year.
Decreased fuel costs in the Transit Funds.
The Department’s revenues are anticipated to exceed budgeted levels by 15% in the General Fund due to a one-time payment from an approved bond issuance under the City’s Statewide Community Infrastructure Program (SCIP).
Land sale proceeds of $2.4 million in the Northbay Water Treatment Plant Fund.
Increased water sales of $1.9 million in the Water Utility Fund.
Fiscal Year 2017-18 and 2018-19
For FY 2017-18, the Department’s expenses are projected to increase by 5% and its revenues to increase by 8% from FY 2016-17. For FY 2018-19, expenses are projected to increase by 2% and revenues are expected increase by 1%. The following represents significant changes in the Department’s proposed budget for the next two years:
Operations/Engineering
The addition of two Utility Workers I/II dedicated to quality of life related issues, such as homeless debris, illegal dumping, graffiti, and abandoned shopping carts.
The conversion of one Senior Transportation Technician to an Associate Engineer in the Traffic Engineering Section to better meet the needs of the citizens and the development community.
Equipment / Vehicle Maintenance
Increases in vehicle and equipment parts, building repairs and maintenance costs at the corporation yard.
Golf
Increase in repair costs at Rancho Solano Golf Course.
Anticipated increases in golf rounds, restaurant, and rental revenue at both golf courses.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 82 Public Works
Department Summary
Budget Highlights and Significant Proposed Changes (Continued)
Fiscal Year 2017-18 and 2018-19 (Continued)
Parks / Facility Maintenance
Increased park contract maintenance to focus on dilapidated landscapes.
Increased water utility costs for parks maintenance.
Transit
The addition of one Transportation Planner, funded with TDA revenues, to focus on federal compliance, Title VI compliance, and implement new requirements for the asset management program.
An increase in subcontracted bus driver wages.
New costs, such as security services and utilities for the new Fairfield-Vacaville Train Station.
Water Utility
Increased training and equipment costs for newer staff.
Increase in water meter installations resulting from increased development.
Retrofit costs for low lift water pumps.
Increases in water sale revenues due to increased development.
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 83 Public Works
Department Summary
Performance and Activity Indicators
The following are indicators of the types and volume of activities occurring within this department.
Workplan Performance / Activity Indicator Item Amount Engineering Capital Projects in Design - Count/Value 7 20 / $68.3 million 6,17,19-20,23- Capital Projects in Construction - Count/Value 25 12 / $64.8 million Encroachment Permits Issued N/A 393 Subdivisions Approved - Count/Lots/Improvements N/A 6 / 409 / $8.55 Million Public Golf Courses Managed N/A 2 Landscape Maintenance Districts Managed N/A 17 Community Facilities Districts Managed N/A 7 Operations Work Orders Processed N/A 6,482 Pot Holes Filled 27 2,883 Lane Miles of Public Streets 27-28 690 Number/Acres of Regional Parks (Rockville Hills) 16-17 1 / 633 Number/Acres of Community Parks 16-17 3 / 132 Number/Acres of Neighborhood Parks 16 16 / 99 Acres of Roadside Landscaping Maintained N/A 13 Number of Vehicles (Non-Safety) Maintained / Repair 33 Work Orders Processed 363/ 6,576 Miles of Water / Sewer Mains Maintained 1 390 / 283 Miles of Storm Drain Line/Creeks & Ditches Maintained 3 189 / 17.5 Number of Traffic Signals / Street Lights Maintained 7 102 / 9,000 Acres of Open Space Managed N/A 728 Operations - Measure P Funded Items Square Feet of Streets Sealed in Newer Neighborhoods 28 6,000,000 Square Feet of Streets Repaired in Older Neighborhoods 27 71,678 Square Feet of Graffiti Abated N/A 54,150 Homeless Encampments Abated/Debris Removed N/A 145 / 696 Abandoned Grocery Carts Retrieved (Contracted Svc.) N/A 2700 Illegal Dumping - Cubic Yards of Debris Removed N/A 948 Transportation - Transit Passenger Trips N/A 1,027,427 Passengers Per Revenue Hour N/A 12.5 Farebox Recovery Ratio N/A 23.4% Utilities - Water Treatment Millions of Gallons of Water Treated / Peak Day Demand 31-32,34-35 6,062 / 27.3 Residential Per Capita Usage (Gallons Per Day) 29-30,39,41 81
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 84 Public Works Department Summary
Division Summary (All Funds) - In Millions FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Division Actual Budget Projected Budget Budget Water $29.46 $33.93 $33.75 $36.49 $36.87 Transit 10.97 11.55 11.05 12.16 12.47 Administration 4.95 5.91 5.54 6.05 6.21 Equipment Maintenance 4.54 5.54 5.63 5.75 5.86 Assessment Districts 3.74 4.46 4.48 4.05 4.08 Street Maintenance 2.47 3.06 2.76 3.11 3.19 Park/Facility Maintenance 2.19 2.59 2.55 3.03 3.07 Golf 1.98 2.50 2.42 2.57 2.58 Traffic Maintenance 1.99 2.29 2.32 2.51 2.57 Building Maintenance 1.48 1.63 1.62 1.69 1.75 Tree Maintenance .54 .56 .63 .63 .68 Sewer Maintenance .02 .01 .01 .01 .01 Other .30 .40 .40 .40 .42 Total Expenses $64.64 $74.42 $73.17 $78.46 $79.75
Total Revenues 69.47 66.54 72.27 72.12 72.88 Total Net Cost -$4.84 $7.89 $.90 $6.34 $6.87
Expense Allocation by Division FY 2017-18 4% 3% 7% Water 4% Transit 5% Administration 47% Equipment Maintenance 7% Assessment Districts 8% Street Maintenance 15% Golf Park/Facility Maintenance Other Operations
Expenses by Fiscal Year (In Millions) $78.46 $79.75 $80 $74.42
$70 FY 16‐17 FY 17‐18 FY 18‐19
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 85 Public Works
Department Summary
Category Summary (All Funds) - In Millions FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Category Actual Budget Projected Budget Budget
Full-Time Personnel $18.64 $20.45 $19.70 $21.74 $22.53 Part-Time Personnel .10 .15 .08 .15 .15 Operating Materials/Supplies 7.19 8.88 8.20 8.55 8.58 Contract Repair & Maintenance 4.74 5.17 5.27 5.81 5.91 Other Repairs & Maintenance 2.40 2.35 2.11 2.58 2.48 New Installations .21 .23 .23 .28 .28 Utilities 3.53 4.04 3.90 4.42 4.48 Cost Allocation Charges 8.49 9.29 9.38 9.78 10.07 Contractual Services 10.18 10.37 10.25 10.97 11.07 Other Expenses .27 1.03 1.09 1.13 1.17 Intergovernmental Expenditures 5.28 7.08 7.26 6.74 6.81 Capital Outlay .77 .23 .32 .18 .18 Capital Project Costs 1.36 1.79 1.81 1.34 1.34 Debt Service Fiscal Fees 5.64 6.59 6.59 8.31 8.31 Expense Credits (3.21) (2.24) (2.05) (2.50) (2.60) Less: Cost Allocation Plan (.94) (.99) (.99) (1.01) (1.04) Total Expenses $64.64 $74.42 $73.17 $78.46 $79.75 Total Revenues 69.47 66.54 72.27 72.12 72.88 Total Net Cost -$4.84 $7.89 $.90 $6.34 $6.87
Expense Allocations - FY 2017-18 Expenses Personnel 28% 49% Cost Allocation Charges 12% Operating Materials/Supplies 11% Services/Repairs/Utilities
Revenue Allocations - FY 2017-18 Revenues 10% 8%7% 9% 7% Internal Service 9% Golf Courses & Rental Income Assessments Utility Charges 50% Intergovernmental Local Intergovernmental Affiliated Other
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 86 Public Works
Department Summary
Fund Summary - In Millions
FY 15-16 FY 16-17 FY 16-17 FY 17-18 FY 18-19 Fund / (Fund Numbers) Actual Budget Projected Budget Budget Water Utility (461) $24.68 $29.14 $28.98 $30.87 $31.28 Transit (451-452) 10.95 11.31 11.03 12.13 12.44 General Fund (011) 9.70 11.31 10.51 11.83 12.18 Northbay Water Treatment (901) 5.34 5.75 5.70 6.65 6.63 Vehicle Services (511) 4.45 5.46 5.55 5.67 5.77 Golf (Funds 471-472) 4.31 5.33 5.25 5.44 5.51 Maintenance Districts (71-90) 3.93 4.75 4.77 4.48 4.53 Capital / Maintenance Districts (300) .99 1.07 1.06 1.07 1.08 Solid Waste - Ab939 (043) .12 .13 .14 .14 .14 Corporation Yard (502) .10 .08 .08 .08 .08 CCTV Maint/Replacement (525) .01 .02 .02 .02 .02 Public Buildings (254) .07 .07 .08 .07 .08
Total Expenses $64.64 $74.42 $73.17 $78.46 $79.75 % Change from Budget -2% 5% 2% Total Revenues $69.47 $66.54 $72.27 $72.12 $72.88 % Change from Budget 9% 8% 1% General Fund (011) 9.37 11.17 10.31 11.65 11.99 Other Funds (14.20) (3.28) (9.41) (5.31) (5.12)
Total Net Cost ($4.84) $7.89 $.90 $6.34 $6.87 Expense Allocation by Fund FY 2017-18
15% General Fund 85%
Expense Allocation by Fund Fiscal Year 2017-18 (In Millions) $30.87 $40 $18.18 $11.83 $12.13 $5.44 $20 $ General Water Transit Golf Other Fund Utility Funds
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 87 Public Works
Personnel Summary
Full-Time Personnel Summary by Division (All Funds) FY 14-15 FY 15-16 FY 16-17 17-18 & 18-19 Change Division / Division No. Budget Budget Budget Budget from 16-17 Water Treatment/Distribution 64.61 67.61 67.61 67.61 - Street Maintenance 21.00 21.00 21.00 21.00 - Public Works Engineering 19.98 19.98 19.98 19.98 - Equipment Maintenance 14.70 14.70 14.70 14.70 - Transportation 9.20 10.20 10.20 11.20 1.00 Building Maintenance 10.00 9.50 9.50 9.50 - Park / Facility Maintenance 4.99 5.90 5.90 7.90 2.00 Sewer Maintenance 6.85 5.85 5.85 5.85 - Traffic Maintenance 4.97 5.15 5.15 5.15 - Assessment Districts 3.55 3.55 3.55 3.55 - Tree Maintenance 3.44 3.35 3.35 3.35 - Operations Administration 3.17 3.17 3.17 3.17 - Public Works Administration 2.14 2.64 2.64 2.64 - Totals 168.60 172.60 172.60 175.60 3.00 Personnel by Division (in FTEs) - FY 2017-18 Water Treatment/Distribution 14% Street Maintenance 5% 5% 39% Public Works Engineering 6% Equipment Maintenance 8% 11% 12% Transportation
Building Maintenance
Personnel by Fiscal Year
17‐18 & 18‐19 175.60
FY 16‐17 172.60
FY 15‐16 172.60
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 88 Public Works Personnel Summary
Full-Time Personnel by Position (All Funds) FY 14-15 FY 15-16 FY 16-17 17-18 & 18-19 Change Position Budget Budget Budget Budget from 16-17 Administrative Assistant 1.00 1.00 1.00 1.00 - Administrative Technician I/II * 2.00 2.00 2.00 2.00 - Assistant City Engineer 1.00 1.00 1.00 1.00 - Assistant Engineer 1.00 - Associate Civil Engineer 2.00 4.00 4.00 5.00 1.00 Asst Director/City Engineer 1.00 1.00 1.00 1.00 - Asst Public Works Director 2.00 1.00 1.00 1.00 - Building Maintenance Wrkr I/II * 2.00 2.00 2.00 2.00 - Building Maintenance Wrkr III 2.00 2.00 2.00 2.00 - Building Maintenance Manager 1.00 1.00 1.00 1.00 - Civil Engineer-Senior 2.00 2.00 2.00 2.00 - Cross-Connection Specialist A 1.00 1.00 1.00 1.00 - Cross-Connection Specialist A Sr 1.00 1.00 1.00 1.00 - Custodian 4.00 3.00 3.00 3.00 - Custodian Lead 1.00 1.00 1.00 - Director of Public Works 1.00 1.00 1.00 1.00 - Distribution Water Quality Analyst I/II * 1.00 1.00 1.00 1.00 - Engineering Technician-Senior 2.00 2.00 2.00 2.00 - Equipment Mechanic I/II * 9.00 8.00 8.00 7.00 (1.00) Equipment Mechanic-Senior 1.00 1.00 2.00 1.00 Instrumentation Tech 3.00 3.00 3.00 2.00 (1.00) Instrumentation Tech Senior 2.00 2.00 2.00 3.00 1.00 Landscape Maint Inspector I/II * 3.00 3.00 3.00 3.00 - Landscape Maint Manager 2.00 1.00 1.00 1.00 - Management Analyst I/II * 1.00 1.00 1.00 1.00 - Management Analyst Senior 3.00 3.00 3.00 3.00 - Mech/Elec Technician I/II * 4.00 5.00 5.00 5.00 - Office Assistant I/II * 3.00 3.00 3.00 2.00 (1.00) Office Specialist 3.00 4.00 4.00 5.00 1.00 Park Planning Manager 1.00 1.00 1.00 1.00 - Park Ranger 1.00 1.00 1.00 1.00 - Parts/Stores Specialist I/II * 1.00 1.00 1.00 1.00 - Parts/Stores Specialist-Senior 1.00 1.00 1.00 1.00 - Principal Transportation Planner 1.00 1.00 - Public Works Operations Superintendent 1.00 1.00 1.00 1.00 - Public Wks Construction Mgr 1.00 1.00 1.00 1.00 - Public Works Assistant 2.60 2.60 2.60 2.60 - Public Works Inspector I/II * 1.00 1.00 1.00 1.00 - Public Works Inspector III 5.00 5.00 5.00 5.00 - Public Works Supervisor 6.00 6.00 6.00 6.00 - Purchasing Clerk 1.00 1.00 1.00 1.00 - Senior Transportation Planner 1.00 1.00 1.00 1.00 - Street Maintenance Manager 1.00 1.00 1.00 - Traffic Contol Maint Wrkr III 1.00 1.00 2.00 2.00 - Traffic Control/Signal Tech I/II * 3.00 3.00 3.00 3.00 - Traffic Engineer 1.00 1.00 1.00 1.00 - Transportation Manager 1.00 1.00 1.00 1.00 - Transportation Planner I/II * 1.00 1.00 1.00 2.00 1.00 Transportation Technician I/II * 2.00 2.00 2.00 2.00 - Transportation Technician-Senior 2.00 2.00 2.00 1.00 (1.00) Utility Worker I/II * 16.00 16.00 16.00 18.00 2.00 Utility Worker-Senior 9.00 9.00 9.00 9.00 - Vehicle Maintenance Manager 1.00 1.00 1.00 1.00 - Water Distribution Manager 1.00 1.00 1.00 1.00 - Water Distribution Wkr I/II/Senior 19.00 19.00 - Water Distribution Oper I/II/IIA/III/IIIA * 15.00 15.00 - Water Distribution Operator Senior 4.00 4.00 - Water Maintenance Supervisor 3.00 3.00 3.00 3.00 - Water Meter Service Representative I/II * 4.00 4.00 4.00 4.00 - Water Plant Operator II/III/IV * 15.00 15.00 15.00 15.00 - Water Quality Lab Analyst I/II * 3.00 3.00 3.00 3.00 - Water Quality Lab Supervisor 1.00 1.00 1.00 1.00 - Water Treatment Manager 2.00 2.00 2.00 2.00 - Water Treatment Supervisor 2.00 2.00 2.00 2.00 - Totals 170.60 172.60 172.60 175.60 3.00 * - Flexibly staffed positions City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 89 City of Fairfield Budget
Department Budgets
City of Fairfield, CA FY 2017-18 and FY 2018-19 Budget Page D - 90