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City Manager's Office Department Summary

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City Manager's Office Department Summary 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.
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