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HomeMy WebLinkAbout04/01/19 PUBLIC SAFETY VITAL SERVICES OVERSIGHT COMMITTEE AGENDA PACKETIAWMW�� 0 BAKERS FIELD Special Meeting of the Citizens Oversight Committee for Bakersfield Public Safety and Vital Services Measure (PSVS) Of the City Council - City of Bakersfield Monday, April 1, 2019 5:15 p.m. City Hall South 1501 Truxtun Avenue, Bakersfield CA 93301 Council Chambers AGENDA 1. ROLL CALL 2. ADOPTION OF MINUTES FROM THE MARCH 25, 2019 OVERSIGHT COMMITTEE MEETING 3. PUBLIC COMMENTS Time is open to members of the public to comment on any issue connected with the PSVS Measure. Speakers may elect to speak after an agenda item should they prefer. 4. NEW BUSINESS A. Human Resources Support Function - Assistant City Manager Huot B. Public Works Department Proposal - Director Fidler This presentation includes Capital Projects, Fleet and General Services Support Functions. C. Return on Investment Memorandums - City Manager Tandy Board Member Questions or Comments D. Proposed Budget Amendments - City Manager Tandy Board Member Questions or Comments 5. DEFERRED BUSINESS A. Fiscal Year 19-20 Measure Revenue Allocation - City Manager Tandy Staff recommends that the Committee find that the proposals are consistent with the Spending Priorities within the ballot Measure. The Board may elect to prepare other recommendations or comments on the proposed spending plan for the Measure for the City Council. 6. BOARD COMMENTS 7. ADJOURNMENT 0 DRAFT BAKERS FIELD Special Meeting of the Citizens Oversight Committee for Bakersfield Public Safety and Vital Services Measure (PSVS) Of the City Council - City of Bakersfield Monday, March 25, 2019 6:00 p.m. City Hall South 1501 Truxtun Avenue, Bakersfield CA 93301 Council Chambers Minutes The meeting was convened at 6:OOpm 1. ROLL CALL Present: Chair Sanders, Vice -Chair Hibbard (seated 6:13 p.m.), Committee Members Keller, Holt, Prince, Rowland, Louie, Tobias Absent: 2. ADOPTION OF MINUTES FROM THE MARCH 11, 2019 OVERSIGHT COMMITTEE MEETING Motion by Committee Member Keller, second by Committee Member Tobias, to adopt the minutes from the March 11, 2019 Oversight Committee meeting. The motion was approved with Vice -Chair Hibbard absent. 3. PUBLIC COMMENTS Jayme Seeger, stated that the wording of the Measure was misleading and requested information regarding who drafted the wording. Troy Hightower reserved his comments until agenda item 4.a. was called. Curtis Bingham, offered blessings to the city and the committee, made comments on the Measure and encouraged the committee to assign a majority of the first year's funding to the Police and Fire Departments. Josh Stenner with Faith in the Valley Kern, offered comments regarding funding public safety as a community priority and encouraged the committee to solicit ideas from the community to be more inclusive and generate more proactive solutions. He further requested that the economic development efforts not just be limited to the downtown area. DRAFT 4. NEW BUSINESS A. Development Services Department Proposal - Director Kitchen City Manager Tandy made staff comments and introduced Development Services Director Kitchen who provided a brief PowerPoint presentation summarizing the information and details of the Department's proposal. Troy Hightower, independent consultant, made comments regarding the economic and community development efforts and stated that focusing on these areas would benefit public safety efforts. He further suggested that additional funds be allocated towards economic and community development. B. Recreation and Parks Department Proposal - Director Hoover Recreation and Parks Director Hoover provided staff comments and provided a PowerPoint presentation summarizing the information and details of the Department's proposal. Committee Member Prince requested a copy of the budget from last year as well as actuals and a pie graph prior to the next meeting. A brief recess of the meeting was called by Chair Sanders at 7:59 p.m. She reconvened the meeting at 8:07 p.m. C. Public Works Department Proposal - Director Fidler Item was continued to the next meeting. D. Human Resources and Technology Services Support Function - Assistant City Manager Huot The Human Resources Support Function portion of this item was continued to the next meeting. Assistant City Manager Huot made staff comments regarding the Technology Services Support Function and provided a PowerPoint presentation. Committee Member Keller requested that staff provide a breakdown of the $17 million of the ongoing costs of salaries and benefits. E. Return on Investment Memorandums City Manager Tandy provided staff comments. Citizens Oversight Committee Meeting Monday, March 25, 2019 Page 2 F. Future Meeting Dates and Times City Manager Tandy advised the Committee that the next meeting will be April 1 It as the regular city budget is prepared and presented to the City Council at the first meeting in May. Chair Sanders requested that the next meeting be held at 5:15 p.m. 5. BOARD COMMENTS Committee Member Louie made comments regarding distributing the funds from the Measure equitably and fairly to departments in line with the measure priorities. Committee Member Prince stated that citizens want to see results they can experience firsthand as the Measure affects them directly. 6. ADJOURNMENT The meeting was adjourned at 8:46 p.m. ATTEST: CITY CLERK and Ex Officio Clerk of the Council of the City of Bakersfield DRAFT Citizens Oversight Committee Meeting Monday, March 25, 2019 Page 3 REC'D B PLACED ON FILE AT BAKERSFIELD PUBLIC SAFETY/VITAL CITY SERVICES COMMITTEE U.S. OFFICE OF PERSONNEL MANAGEMENT fvBG[ 04M&k) PERFORMANCE MANAGEMENT REFERENCE MATERIALS The 9 Natural Laws of Leadership by Warren Blank; Americm ManagementAmociation,1995 What is leadership? According to Dr. Warren Blank in his book The 9 Natural Laws of Leadership, defining leadership is not a simple matter - a leadership strategy that works in one particular situation may not work again at another time under the same conditions. Instead of providing a simple definition, the author presents leadership in terms of nine natural laws that offer an integrated portrait of leadership. Nine Natural Laws of Leadership L. A leader has willing followers. No leader exists without gaining the support of others. This first natural law recognizes the collegial role of followers. i. leadership is a field of interaction - a relationship between leaders and followers. Leadership is not a person, a position, or a program but a relationship that develops when the leader and the follower connect to create one, undivided whole. 3. Leadership occurs as an event. Leadership exists as relationships between leaders and followers, with these alliances being transitory events. People who are viewed as great leaders generally have had a series of successful leadership events and work at maintaining a core of loyal followers. q. Leaders use influence beyond formal authority. Managers rely on the influence and authority of their position to get things accomplished. The difference between leaders and managers, according to Blank, is that leaders rely on the influence gained through the web of interactions they have with their followers. Managers rely on institutional authority. 5. Leaders operate outside the boundaries of organizationally defined procedures. Managers provide direction while leaders chart direction beyond that prescribed by existing procedures. The author quotes Sun Tzu in The Art of War: "Don't follow where the pathway goes, lead instead where there is no path and leave a trail." 6. Leadership involves risk and uncertainty. The reality of leadership requires that someone accept the risk that is part of the territory when acting outside the prescribed procedures. y. Not everyone will follow a leader's initiative. This is one of the most critical limits of leadership. No leader, even the best known, such as Abraham Lincoln, Gandhi, or Dr. Martin Luther King, will have the support of all their potential followers. 8. Consciousness - information processing - creates leadership. Leaders think differently. They perceive opportunities and ways of overcoming obstacles that others do not. Leadership occurs when a person influences others to recognize his or her direction as useful - when they can sell others on their idea. 9. Leadership is a self -referral process. Leaders and followers process information from their own subjective, internal frame of reference. Every leader sees the world through his or her specific lenses, and followers identify with a leader because the leader fits the followers' self - referral image of what a leader should be. Compare the non-violent approach of Dr. Martin Luther King with the cruelty of Adolf Hitler - two completely different leaders with completely different types of followers. Performance Management and Leadership Although this book is not written specifically about performance management, we feature it here because the nine natural laws of leadership include important aspects of effective performance management. Good performance management techniques can help develop managers into leaders. Communicating clearly and honestly with employees, setting expectations, providing feedback, developing employee skills, and recognizing good performance create relationships between supervisors and employees that help supervisors become leaders with willing followers - not merely authority figures. Back to Ton The first law of good leadership is that the leader is for the people. Fiscal Year 2019-20 Allocation Overview This allocation accounts for the first full year (four quarters) of Measure revenues that will be received in FY 2019- 20. This allocation represents the first significant phase in the enhancement programs and services for the community under the Measure. FY 2019-20 Estimated Revenue $58,000,000 FY 2019-20 Proposed Exnen es $56491,485 Balance $1,505,815 FY 2019-20 Proposed Allocation Amount Police Department Support Services $20,362,950 • Human Resources $3,344,375 Fire Department Technology Services $1,023,546 Recreation and Parks Department • Fleet Services $384,416 • Rapid Response Team/Security $1,235,289 .$662,997 • Reforestation of Trees and Shrubs $1,550,000 $12,137,289 • Kaiser Permanente Sports Village $1,500,000 $56,491,685 • Mesa Marin Sports Complex $7,852,000 Development Services Department • Homeless Rapid Response Team $1,795,899 • Community Development $9,647,173 Hiahliahted Proiects o Bridge Housing $4,000,000 $14,734,472 o Transitional Housing $5,000,000 • Economic Development $3,291,400 Hiahliah ot_d Projects o Economic Opportunity Zones $700,000 o Redevelopment $1,200,000 Arena/Convention Center $2,353,548 Support Services • Human Resources $388,092 Technology Services $1,023,546 $2,459,051 • Fleet Services $384,416 • General Services .$662,997 Fiscal Stability Energy Savings Project (Public Works) $1,100,000 FY 2019-20 Proposed Allocation $56,491,685 Note: Reflective ofyear one of three in adding 100 new police officers. Measure Implementation Program Highlights Police Department • Add 100 police officers over a three year period o FY 2019-20: 43 sworn and 25 civilian support personnel o Reduces response times o Enhanced focus on auto theft and property crimes o Enhanced animal control field services o Prompt improvement in burglary, misdemeanor and related field response o Crime Prevention Enhancement o Community Relations Enhancement o Improvements to Communication Center efficiency • Establish modern academy and training facility to accommodate enhancements in police staffing • Modernize existing firearms training facility to accommodate for existing and future needs • Public Safety Radio Modernization - $17 million total project cost o Existing system is no longer supported by manufacturer o City is buying parts and radios for first responders on auction web sites o Connectivity becomes difficult in geographic areas of the City and within structures o Upgrades system to modern digital standards o Project to be regional, in partnership with the County of Kern o FY 2019-20: Phase 1- $9.0 million allocation • Body -worn cameras for all officers - $500,000 o Staff is currently in a pilot program phase, with positive results Fire Denartrnept • Staffing o Year 1-11 positions o Year 2 -12 positions • Helps maintain Class II ISO Rating, which reduces private insurance costs • Improved response times • More effective meeting of safety response standards • Increased arson investigation capabilities • Address dispatch needs in light of call volume increase of 52 percent over last 10 years RR creatl Department • Rapid Response Team for cleanup and vandalism -seven days per week o Allows existing staff to focus on regular maintenance of streetscapes, medians and park areas • Significant investment in replanting of trees and shrubs in streetscapes and medians • Advancement of Tarina Homes Sports Complex and Mesa Marin - $7.8 million o Ability to attract larger tournaments with regional economic benefits • Advancement of Kaiser Permanente Sports Village - $1.5 million Measure Implementation Program Highlights Economic D velooment • Establishes new team of economic development professionals focused solely on attracting and retaining businesses within the City o Greater marketing of Bakersfield to prospective employers o Activation of seven Economic Opportunity Zones with incentives programs o Investment in urban renewal efforts - $1.2 million • Implementation of paperless permitting system to enhance development process • Dedicated staff to update General Plan -blueprint for future City growth and economic development • Dedicated stafffor grants administration Homel_eseness • Creation of Rapid Response Team for homelessness camps, litter, debris, shopping carts removal - seven days per week coverage o Services to be added to Bakersfield Mobile for ease of community use • $4 million allocated for bridge housing- low barrier entry will work in conjunction with rapid response team referrals • $5 million allocated for long term affordable housing • $450,000 for contract services to reduce homelessness R.hobank Arena Theater, convention 'enter, ands ecL wm Amohlthe W • Energy upgrades to reduce costs to taxpayers o Lighting conversion to save energy and enhance lighting o HVAC and ice system update for energy enhancement • Facility upgrades to attract and retain events with regional economic benefits o Repairs to convention center floors, painting, meeting room upgrades o Painting of main concourse level of arena including restrooms o Improved seating at the Spectrum Amphitheater o Painting of the pedestrian railroad bridge on N Street • Enhanced advertising capabilities through scoreboard enhancement • Upgrade and safety enhancement of dasher boards and glass system Syonort Services • Enhancements to Human Resources, Technology Services, Fleet and General Services staffing are needed to facilitate the addition of new staff, programs and services. Fiscal Year 2019-20 Staffing Proposal Summary Police Department 68 Fire Department 11 Recreation and Parks Department 6 Development Services Department 17 Public Works Department 10 Technology Services it Human Resources 3 Total FY 2019-20 New Positions 126 Note: Reflective ofyear one of three in adding 100 new police officers. Department Fiscal Year 2019-20 Staffing Proposal Detail Position Title Police Officer Detective Police Department -Sworn Sergeant Lieutenant # of Positions 30 4 5 4 Sworn Subtotal 43 Note: Reflective ofyear one of three in adding 100 new police officers. Crime Analyst 1 Police Lab Technician 1 Communications Specialist 10 Police Computer Forensic Examiner 1 Police Department - Civilian Community Relations Specialist 2 Animal Control Officer 2 Police Report Specialist 5 Accounting Clerk 1 Clerk Typist 2 Professional Staff Subtotal 2S Arson Battalion Chief/Investigator 1 Fire Engineer 6 Fire Department Fire Dispatcher 2 1 Training Captain/Quality Assurance Deputy Fire Chief 1 Subtotal 11 Parks Service Coordinator 1 Maintenance Craft Worker 1 Recreation & Parks Department Service Maintenance Worker 1 Light Equipment Operator 1 FacilityWorker 2 Subtotal 6 Economic& Community Development Manager 1 Economic Development Associate It 1 Economic Development Associate/Associate Planner 1 2 Economic Development Specialist 1 Associate Planner II (CD) 1 Associate Planner I (CD) 1 Development Services Department Code Enforcement Officer III 1 Code Enforcement Officer II 2 Code Enforcement Officer I 2 Clerk Typist 1 Light Equipment Operator 2 Service Maintenance Worker 2 Subtotal 17 Note: Reflective ofyear one of three in adding 100 new police officers. Fiscal Year 2019-20 Staffing Proposal Detail (continued) Department Position Title # of Positions Public Works Department Technology Services Human Resources Fleet Mechanic 1 Fleet Mechanic 11 Fleet Mechanic III Fleet Service Worker 11 Parts & Inventory Specialist HVAC Technician Electrical Technician Maintenance Craftworker Supervisor 11 TS Supervisor TS Analyst TS Technicians TS Engineer Supervisor 1/11 Analyst 1/11 Clerk Subtotal Subtotal 1 1 1 1 1 1 1 2 1 10 1 4 5 1 it Total FY 2019-20 New Positions 126 AEG Far. ks Measure N— moMnveatmerit (ROI) analysis 2/8/2019 Pro' tname: Convent. Cemex Renovation Venue: Rabobank Arena Fred-- re Dismontad costs req : 3115 rim, 5114.520 $0 $0 so General description of Maefib: Replace carpet and ceiling files, new wall and Assumptioru: 1) InvestaneM happens before jI window coverings. paint ana repair doorswalls and trim; purchase AV Equipment, revenue streams are reelrt¢d: a of events and $ to enhance revnues. 13.500 fees increase annually. 28,597 36,256 39,236 Totasmou Total dinted benefit flow (114,520) I 13,500 BENEFIT DRIVERS 2019 2020 2021 2022 2023 0 1 Z 4 5 Event Sales Rewmue see 18,817 Rem11 Revenue $ 9,000 i 15,225 E-19,OJ1 f 838 f 22838 Revenue $ 6,000 E 10,150 E 12,688 E 15225 f 14,225 <uaer in u1 berm doves <uaer input berm driven Tobl annual berms is zS 15,000 S 375 $ 31,719 S 30.003 Im lemenlationfifter cedai of revenue esfimalesi 90 % N" 90% 90% 90% Total benefit realWO 513.500 1 530,258 $34;236' Total _ 5114520 SO AO 4x1 It en Discounted Dismontad costs 5114.520 $0 $0 so 50 so Discounted benefits 0 13.500 22,838 28,597 36,256 39,236 Totasmou Total dinted benefit flow (114,520) I 13,500 22.&98 28.507 39,256 39,256 Total wmuletive tliscoumea benefitflow fff,1,5M 101.020 8,183 4g. fl3ffi (15,3]9) 18,817 Atli "Cll i Measure N— 3- ,,,vestment (ROI) analysis 21&2019 the guests' experience, revenues. revenue streams are realized; Ave ticket price E69 in the 2 seating am" - Co6[4 Year9 Year1 Yeer2 Year3 YY� anted costs--- ' 8 im 1"707 19,8261 30,165 1 30,550 unted benefits discounted benefit Sou 1981001 7,100 15.60] 19,]26 IsP 34.350 _. .., ..,.. _... _. aaa� ¢58m1 1 4.718 2019 2020 2021 2022 2023 Rwenue CalculMor B 8 8 7 7 N umberofshous labor cost inc 2% r r 1.500 58000 59180 59.080 511730 11300 Cost savin rsbow 0 25 30 45 46 Number of incmasatl tickets rshow W Et015{ 512888 38I $22804 Increased ticket sats iticket rice inc l% f a/1/zoi9 l� "We think green" ©KernTaxJ 411! g— Taxpayer Economic 5ustain2ble Philosophy Efciemy Development 4v LV Healthy Equitable Communities KernTox 4/1/2019 ADA Accessibility • A number of Bakersfield neighborhoods lack ADA access preventing people from disabilities completing a trip • If any portion of a trip is inaccessible then the entire trip cannot be completed and is therefore inaccessible • KemTax plan provides additional ADA access • Example: People with a wheelchair cannot safely use the H St. corridor a/1/2019 Public Safety • Bakersfield ranks fh in nation for most deadly metropolitan areas for pedestrians • KernTax plan enhances public safety for pedestrians, cyclists, and motorists • Example: Do you and your kids really want to ride in this bike lane? Parks and Active Lifestyles • Bakersfield ranked the third worst city for an active lifestyle based on 38 key indicators • Bakersfield ranks 65 by the Trust for Public Land for parks • Peer cities that ank above (Albuquerque,Boise,Fremont, Henderson, Wine, Lincoln, No rth, LasVegas, LoBeach, Madison �4 i► r y��, `�• Omaha, Orland o, Riverside, .aw. Sacramento, Scottsdale, Ip4— • Property Values:: Economic research �F- hasdemonstratedconsistentlythat homes and properties located near ...w, parks and trails have higher values than those farther away. Higher home values not only benefit the owners ofthese properties but also add to the tax base of local governments. SB375 and S8743 Compliance SB375 requires KemCOG to adopt a Sustainable Communities Strategy to identify ways regions can reach state -mandated greenhouse gas reduction targets by coordinating land use and transportation planning SB743 changes the focus of transportation impact analysis in CEQA from measuring impacts to drivers, to measuring the impact of driving. The change is being made by replacing LOS with vehicle miles of travel (VMT) and providing streamlined review of land use and transportation projects that will help reduce future VMT growth. KernTax plan supports compliance of these laws and may support economic development by enabling more projects to qualify for expedited environmental streamlining Strong Parks = Strong Communities = Great Cities Atlanta BeltLine 3 San Antonio Riverwalk :p i arvilFtiOA�� _ NYC Highline �-ft KernTl 4/1/2019 San Antonio Vision Funded in 1938 through a tax of .o15 cents per sloo valuation to raise the $75,000 needed to leverage $325,000 in federal funds Population of San Antonio when construction began 253,854 Today, the Riverwalk attracts -12 million people including 9 million tourists generating 11,000 jobs and s3 billion in economic activity annually Atlanta BeltLine • Generated s3 billion in private development as of 2015 • Return on Investment - 7 times public/private investment Trails can generate economic benefits through increase in property values, tourism, and government savings • Greenways can reduce public costs by serving as utility corridors and protecting high risk areas (e.g., flood prone) from development. • Factors increasing trail usage contribute to economic benefits • A network of trails creates a multiplier effect effect •rThe /g^ro1nwth ofm¢rom rbility V v Iron HorseTrail San Ramon Valley 4/1/2019 M _. 1 u� Trails can generate economic benefits through increase in property values, tourism, and government savings • Greenways can reduce public costs by serving as utility corridors and protecting high risk areas (e.g., flood prone) from development. • Factors increasing trail usage contribute to economic benefits • A network of trails creates a multiplier effect effect •rThe /g^ro1nwth ofm¢rom rbility V v Iron HorseTrail San Ramon Valley 4/1/2019 4/1/2019 Chester Avenue Streetscape Improvement • The gateway to downtown from the Centennial Corridor • Create a district conducive to small businesses between the government center and CA 58 Chester Ave (Between Brundage andIChester pve(Between Brundage and California) IS Legend glue - MIII 1 meat PaA Green-Pute�rtul trails alangeanals findu wer kr lire eauwnne mems Red -Pal ntiannails along abeMomd rail ra M—away d anernTax Plan in, 1. matt 0 gogaps in [M1e e netwaM1 Punk- Potential strategic impmu^rer along • sud es4 sw - • Create a regional network of trails along utility wm�eam�ty easements and abandoned rail corridors (primarily along canals and under power lines) KernTax „ Chester Avenue Streetscape Improvement • The gateway to downtown from the Centennial Corridor • Create a district conducive to small businesses between the government center and CA 58 Chester Ave (Between Brundage andIChester pve(Between Brundage and California) Annual commitm nt to seek matchcitywide g funds from sstate(sfederal an other sources • Phase a:California Avenue Panama Lane (.long canal and H Street) muttlfam multifamily residential, the SW libraryy,anid River (connecting • Phase3'California Avenue Financial District Lighting • Phase a: Emerson Neighborhood(5oo New Street Lights) California, Union, Brundage, Chester • Phase z: East Dow�ntown(Soc New Street Lights) Additional need 9disa va taged communiities, and lack prioritized f a sting ghtingt Streetscape Improvements Chester Avenue from CA-58to California Ave streetscape improvement (year a) • Planned future investments along H Street, Union, and other corridors Annexation of unincorporated metro areas to achieve cost savings and service delivery efficiencies A few examples (not a comprehensive list) • State and Federal Transportation Funds (for active transportation) • Safe routes to schools money (for active transportation) • Air Resources Board funds (for active transportation and electrification) • Strategic Growth Council and Cap -and -Trade Funds (for active transportation and disadvantaged communities) -• EV Charging Funding for Disadvantaged Communities (to pay for the electric conduitslEV charge points for new street light poles) jWWOOF a/1/zoi9 ADMINISTRATIVE REPORT MEETING DATE: April 1, 2019 AGENDA SECTION: New Business ITEM: 4D TO: Citizens Oversight Committee FROM: Alan Tandy, City Manager DATE: March 28, 2019 SUBJECT: Proposed Additional Projects for Unallocated Funds STAFF RECOMMENDATION: After considering new information including public comments three budget amendments changes are proposed to the budget previously presented as follows: Street Lighting Study Measure Spending Priority #5: Keeping public areas safe and clean Measure Spending Priority #12: Enhancing amenities throughout the community to improve the quality of life and attract visitors. Allocation Amount: $100,000 1. A study is needed to determine priority areas where additional street lighting is needed. Pedestrian, bicycle, and vehicle accidents as well as Police issues will be taken into account. The study will result in a list for future additional street lighting to be added under the Public Safety and Vital Services Measure. Expansion of Police Maintenance Garage Measure Spending Priority #1: Increasing police staffing to improve police response times, reduce crime, and increase neighborhood police patrols. Measure Spending Priority #2: Improving rapid response to assaults and robberies. Measure Spending Priority #3: Maintaining/improving rapid response to gang violence. Measure Spending Priority #4: Investigating and proactively preventing property crimes, burglaries and vehicle thefts. Measure Spending Priority #5: Keeping public areas safe and clean Measure Spending Priority #6: Strengthening the capacity of the Special Enforcement Unit. Measure Spending Priority #7: Expanding the School Resource Officer Program. Measure Spending Priority #11: Creating jobs through economic development, business Allocation Amount: $30,000 Proposed Additional Projects for unallocated Funds March 28, 2019 Page 2 2. The Police Department maintenance garage, which is located behind the downtown Police Station, will have to be expanded in future years as the fleet grows with the addition of officers. This allocation would design the project so it can be bid shortly after the adoption of the Fiscal Year 2020-21 Budget. Rabobank Arena, Convention Center, and Spectrum Amphitheater Stadium Seating Measure Spending Priority #5: Keeping public areas safe and clean Measure Spending Priority#10: Addressing the fiscal stability of the City of Bakersfield Measure Spending Priority #12: Enhancing amenities throughout the community to improve the quality of life and attract visitors. Allocation Amount: $97,500 3. A previous proposal under the Rabobank Arena, Convention Center, and Amphitheater budget was $97,500 to improve and install 750 stadium seats in the lower section of the Spectrum Amphitheater to replace rented folding chairs. After additional discussions and consideration of committee and public comments, we believe that an additional 750 stadium seats are needed to replace the lower rows of green bench seating in the second tier of the bowl. The bench seats are very uncomfortable and tend to be the hardest to sell, leaving the rest of the crowd further away and a view for the artist that it is not a good crowd. Further, if a customer is uncomfortable, they are less like to return. We believe that ticket sales will improve as well as the number of events that can be booked. The initial 750 seats had a Rate - of -Investment (ROI) of 4.48 years, the additional 750 seats ROI is 6.24 years; see attached analysis sheet. Total of budget amendments changes are as follows: Street Light Study $100,000 Police Maintenance Garage $30,000 Spectrum Amphitheater Stadium Seating $97,500 Total of all three additional projects: $227,500 Total revised proposed expenditures under this proposal would rise to $56,719,185 for Fiscal Year 2019-20. The funds would come from the unappropriated portion of the budget which was $1,505,815 and would now be $1,278,315. S:\Council Committees\2019\Oversight Committee\April\New Business 4D.docx AEG Facilities Measure N -return -on -investment (ROI) analysis 3/25/2019 Investment overview Project name: Amphitheater Stadium Seating Venue: Rabobank Arena Prepared by: Steve Eckerson Date of request: 3/25 General description of benefits: New stadium seating to replace the green bench seating that are uncomfortable/most difficult seats to sell; improving the guests' experience, leading to increased revenues. Assumptions: 1) Investment happens before revenue streams are realized; Ave ticket price $49 in the seating area. Cash flow and ROI BENEFIT DRIVERS 0 2019 1 2020 2 2021 3 2022 4 2023 5 2024 6 2025 7 Addition ticket sales $0 $10,393 $13,362 $19,054 $25,735 $33,406 $37,860 Reduced costs $0 $0 $0 $0 $0 $0 $0 <user input benefit driver> <user input benefit driver> <user input benefit driver> Total annual benefits $0 $10,393 $13,362 $19,054 $25,735 $33,406 $37,860 Implementation filter (certainty of revenueestimates) 80% 80% 90% 90% 90% 90% 90% Total benefits realized $0 $8,314 $12,026 $17,148 $23,161 $30,065 $34,074 Costs Total Year 0 $98,100 Year 1 1 $100 Year 2 1 $100 Year 3 1 $100 Year 4 1 $100 Year 5 1 $200 Year 6 1 $200 Year 7 1 $200 Benefits Annual benefit flow Cumulative benefit flow Year 0 ($98,100) (98,100) Year 1 ($100)1 (98,200) Year 2 $8,214 (89,986) Year 3 1 $11,926 (78,060) Year 4 $17,048 (61,011) Year 5 1 $22,961 (38,050) Year 6 1 $29,865 (8,185)1 Year 7 1 $33,874 25,689 Discounted Discounted costs Discounted benefits Total discounted benefit flow Total cumulative discounted benefit flow $98,100 0 (98,100) (98,100) $100 0 (100) (98,200) $100 8,314 8,214 (89,986) $100 12,026 11,926 (78,060) $100 17,148 17,048 (61,011) $200 23,161 22,961 (38,050) $200 30,065 29,865 (8,185) $200 34,074 33,874 25,689 Initial investment Initial investment (750 seats @ $130) Ongoing support costs (e.g. maintenance contract) Other costs (installation, shipping, etc.) Year 0 W1EEFTL $ 600 Inc Year 1 $ 100 Year 2 $ 100 Year 3 $ 100 Year 4 $ 100 Year 5 $ 200 Year 6 $ 200 Year 7 $ 200 Total costs $ 98,100 $ 100 $ 100 $ 100 $ 100 $ 200 $ 200 $ 200 ROI measures Cost of capital Net present value (NPV) Or! 0% Non -Discounted Payback Period (in years) 6.24 Internal Rate of Return (IRR) 0% Revenue Calculator 2019 2020 2021 2022 2023 2024 2025 Number of shows 5 6 6 7 8 9 9 Number of increased tickets per show 0 35 45 55 65 75 85 Increased ticket sales (ticket price inc 1 % per year) $ 49 $0 $10,393 $13,362 $19,054 $25,735 $33,406 $37,860 U Cn to O O U H I 4/2/2019 Overview • Technology Services and Human Resources are vital to the successful implementation of the Measure plan • Human Resources • Provide guidance, consultation and support in the selection, retention, and development of a well-qualified City workforce • Technology Services • Develops, implements, operates, and supports hardware and software systems in order to improve the operational efficiency and effectiveness of all departments Human Resources • No significant staffing changes since 2010 • Recruitments up 58 percent 2015 to 2018 • 10 percent turnover annually • Public sector hiring drastically different from private sector • Civil service rules • Multi-level interviewing process • Public safety procedures a/z/za19 Human Resources • 126 new positions in FY 2019-20 • Most will require full recruitment process • Police officer positions will involve enhanced recruitment efforts above current practice • Must have capacity in Human Resources to ensure positions are filled as soon as possible after July 1st Human Resources • Typical police officer recruitment requirements: • Complete a City of Bakersfield application • Pass P.O.S.T. Entry Level Law Enforcement Test Battery exam • Pass a physical agility exam • Participate in oral interview • Participate in polygraph examination • Pass a background investigation • Successfully complete a written and clinical psychological examination • Successfully complete a medical examination • Human Resources staff involved in several of these steps a/2/2019 Human Resources • Supervisor —1* • Augment the benefits activities of the division • Moving to e -service system • Analyst — t* • Assists with recruiti❑g and examining activities including preparation of announcements, advertisements, and brochures • Reviews applications and evaluates education and work history • Prepares and administers written, performance and oral examinations • Conducts background and reference checks • Clerk — t • Provides clerical critical to recruitments • Maintains personnel database • Maintains personnel files • Processing applications •rombe wao.a q ary [Duan m prt of m�e.rce. nuapn ae maM M 2025 - wei more w m.mw• (wire tl mowree Awa,. Human Resources • 3 new positions w/startup costs - $333,000 Additional costs for medical exams, test materials and advertising for new positions - $55,000 • Total proposal of $388,000 4/z/zoi9 Questions Technology Services •Existing complement of 37 supports: • 8,000 devices • 2,300 two-way radios • 1,1oo computers ' 430 public safety mobile data computers ' 356 software applications • Security for over 400 terabytes of data on an ongoing basis 4/2/2019 Technology Services • No new staffing since 2008 • 8,300 calls for service in 2018 vs. 7,000 in 2013 • Have been critical to implement: • Police body-wom camera pilot program • High speed wireless communications at fire stations • Bakersfield Mobile, the City's smartphone reporting application • Push -to -talk (PTT) system for non-public safety staff communications Technology Services • Adding 126 positons in FY 2019-20 • Most will require computers, phones, mobile platforms, radios or a combination thereof • Public safety makes up majority of Technology Services support calls and projects a/2/2019 Typical Police Officer Equipment • Handheld two-way radio • Vehicle -based two-way radio • Mobile Data Computer and vehicle docking station • VPN remote access • GPS unit for vehicle • Body camera Technology Services • Police specific software: Afaria • Versaterm MDT • Veram. MRE • Versaterm RMS • RadmIP MultIP(MDC connectivity) • Defender(2-factor Authentication) Crossroads Report Writer (Arcident Reporting) UIS Reflections • Busch Crash Data Retrieval (Accident Reporting) • Autodesk AutoSkeuh (Accident Reporting) • Vigilant Video (License Plate Reader) • Telsstaff (Shift Scheduling) • Coplink (Arrest data sharing between agencies) • Arietis (County arrest records system) • Cugent Mugshms Cupwe e(CalifQrni polive Offeers Legal Sourcebook antl California Cores) • Lexipol (BPD Poliey Manuals) • ShotSpotter Respand • WeblD Bluecheck Fingerprint Scanning • Joint Regional Public Safety Digital Radio System Upgrade • Police full scale deployment of body worn cameras • E -permitting project • Enhancements to mobile reporting systems for rapid response teams • All technology needs for all new or expanded City facilities 4/2/2019 Technology Services • Supervisor — 1 • Radio system/infrastructure • Total new proposed positions: u • Analyst — 4 • Total cost $1.023 million • Research, implementation and support of many technology/software initiatives for police, fire and all other departments • Technicians — 5 • Direct support staff for all new personnel • Engineer — ] • Data security i V r t �% a••r Q —�•/ un S`z DX- -0 -n �1 Cr LA V � o (D Q s Aj -, rD n f® 77 rF N � n 0 rt e�F• % PU T anuaAv lalsa4:) se g1ns seale asn ueulsapad 46141aplo w ale SalnIXU aApnOJip InanaS molaq Nall$ a4l uo 86elanoo paseanui 6uipinad osle ap4m samlxJ (SdH) a411ano voloo 4s!nbupslp 01 Alll!ge all sanmdwl 1e4114611 al!4m ueap a ap!Aold salnlxp p3l saftno 14611 laalls ss8I pue pannbai a3ueualulew;o lunowe all bupnpal glnq (SdH) wnipos alnssald 451H a ue41 ia6uoI sawp S of b lsel mnixiJ C131 slsol A61aue u! 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