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Home My WebLink About04/14/22 PUBLIC SAFETY/VITAL SERVICES AGENDA PACKETPOSTED ON CA- - ta- - -; 2,q, by City Clerks Office City Of Bakersfield ii by VOHS` 7, F THE SOUND OF bW44141 voa�� 22 APR 12 IFTI 12: 03 Special Meeting of the Citizens Oversight Committee for Bakersfield Public Safety and Vital Services Measure (PSVS) Thursday, April 14, 2022 12:00 p.m. City Hall South 1501 Truxtun Avenue, Bakersfield CA 93301 City Council Chambers AGENDA 1. ROLL CALL 2. PUBLIC COMMENTS 3. ADOPTION OF MINUTES FROM THE MARCH 31, 2022 OVERSIGHT COMMITTEE MEETING 4. NEW BUSINESS A. Fiscal Year 2022-23 PSVS Proposed Budget Overview 5. COMMITTEE COMMENTS 6. ADJOURNMENT BAKERSFIELD THE SOUND OF 5�iyl jkf Geier Special Meeting of the Citizens Oversight Committee for Bakersfield Public Safety and Vital Services Measure (PSVS) Of the City Council - City of Bakersfield Thursday, March 31, 2022 12:00 p.m. Council Chambers, City Hall South, 1501 Truxtun Avenue MINUTES 1. ROLL CALL at 12:03 pm Present: Chair Ortiz, Vice -Chair Abernathy, Committee Members Dewey, Perez-Andreesen, Keller, Koman, Singh, and Prince Absent: None 2. PUBLIC COMMENTS None 3. ADOPTION OF MINUTES a. Adoption of Minutes from the February 16, 2022 Oversight Committee meeting Motion by Committee Member Prince, second by Committee Member Keller, to adopt the minutes from the February 16, 2022 Oversight Committee meeting. Motion was unanimously approved. 4. NEW BUSINESS a. Fiscal Year 2022-23 PSVS Budget Overview City Manager Clegg made staff comments and introduced Budget Manager Orosco who provided a PowerPoint presentation. Motion by Vice -Chair Abernathy, second by Committee Member Prince, to receive and file the presentation. Motion was unanimously approved. 5. DEFFERRED BUSINESS None 6. COMMISSIONERS COMMENTS Committee Member Abernathy requested to receive the information early for the next meetings. 7. ADJOURNMENT Meeting was adjourned at 1:21 p.m. ATTEST JULIE DRIMAKIS, MMC CITY CLERK and Ex Officio Clerk of the Council of the City of Bakersfield 1:21 pm (03 BAKERSFIELD THE SOUND OF,5WAWf 96*f April 7, 2022 TO: Citizens Oversight Committee FROM: Christian Clegg, City Manager CC SUBJECT: Public Safety and Vital Services (PSVS) Summary, New Positions and Strategic Initiative Overview 1. FY 2022-23 PSVS Budget Additional Detail as outlined in Exhibit "A" 2. FY 2022-23 PSVS Positions Request Memorandums as outlined in Exhibit "B" This memorandum and the accompanying department memorandums provide comprehensive background information on the specific proposals for the Fiscal Year 2022-23 (FY22-23) Public Safety and Vital Services Measure (measure). All of the FY 22-23 measure proposals reflect a commitment to the community to address the 13 measure priorities and City Council Goals. The measure priorities include: 1. Increasing police staffing to improve police response times, reduce crime, and increase neighborhood police patrols 2. Improving rapid response to assaults and robberies 3. Maintaining / improving rapid response to gang violence 4. Investigating and proactively preventing property crimes, burglaries, and vehicle thefts 5. Keeping public areas safe and clean 6. Strengthening the capacity of the Special Enforcement Unit 7. Expanding the School Resource Officer Program 8. Maintaining a fully staffed and equipped Class II Rated Fire Department 9. Reducing homelessness through partnerships with service providers to increase outreach, sheltering, and construction of affordable housing 10. Addressing the fiscal stability of the City 11. Creating jobs through economic development, business retention / attraction, and workforce development 12. Enhancing amenities throughout the community to improve the quality of life and attract visitors 13. Enhancing neighborhoods through additional code enforcement and improved park maintenance Fiscal Summary Review During the FY 21-22 mid -year budget conversations, the Citizens Oversight Committee received a preview of measure revenue projections for FY 22-23. Based on updated projections from more recent revenue reports, the City is conservatively expecting to receive $101.2 million in measure revenue in FY 22-23. Staff is also projecting $12.3 1IPage million in current year revenues that will be collected beyond budget projections that will be available for one-time expenditures in FY 22-23. Staff anticipates allocating the full amount to both ongoing operating costs and one-time capital improvement projects. The total estimated amount for FY 22-23 proposals across all departments is approximately $45.65 million. This figure includes both the cost of new programs, services, equipment and staffing, as well as proposed capital projects. The department proposals included in this packet provide a level of detail to allow the Committee to provide feedback on budget recommendations as it relates to City Council goals and measure priorities. City staff continues to strive to ensure all proposals align with the priorities of the measure, while reflecting substantial input from the Citizens Oversight Committee, City Council, and members of the public. Please note, department memorandums included preliminary estimates for new salary and benefit costs. These costs may be refined slightly to reflect minor changes in various costs associated with salary and benefits, however it will not substantially change dollar amounts or the proposed positions within the department proposals. One-time project funding In prior PSVS funding cycles, significant resources have been allocated to cash reserves and large scope priority projects. Because the City has been able to complete the funding allocations for those projects, there is notable opportunity to fund a number of one-time projects and pursue grants with match funding. The materials included with this memorandum provide a list of detailed one-time projects and allocations. We continue to enhance public safety, homelessness, and local parks projects, but also have news opportunities to address infrastructure and quality of life in ways that we have not been able to up to this point. One-time funding is proposed at nearly $38 million. New Position Proposal Summary The total number of new full-time positions proposed to be added in FY 22-23 is 26. This figure is notably fewer positions than the number added during the first three budget cycles. Although Proposed Measure Positions by Department fewer positions overall are being requested, the focus remains on ' - • addressing the top public safety priorities of the measure. As such, 12 City new positions are proposed for the • Manager's Bakersfield Police Department, which makes up 46 percent of all new measure - funded personnel requests. This includes Fire _ • 1 sworn position and 11 civilian positions. The civilian positions place more Police Officers and Police Service Technicians back in the field and some Development positions are necessary to support the added sworn positions over the past three budget cycles. Additional support staff ensures the sworn staff are available for front-line activities and call responses. The remainder of the proposed positions are requested to address strategic initiatives of the City and to enhance services to the public across the community. Each position request will be discussed in more detail by the individual departments and more comprehensive justifications for the positions are included in the respective memos from departments included in this packet. The total estimated updated salary and benefit costs for all 26 positions is $2.5 million. Equipment and other one-time startup costs associated with the new positions are included in the department budget proposals provided within this packet. A detailed list of positions by department is attached to this staff report. 2 1 P a g e It is also worth noting that there are one-time operating costs to acquire the equipment and vehicles for proposed staff. In addition, there are a few additions to operating costs through contracts for service, most notably the operating costs to support he expansion of the Brundage Lane Navigation Center (BLNC) and expansion of our Clean City Teams. Total proposed operating costs for the coming year are nearly $8 million. Fiscal Year 2022-23 PSVS Citizens Oversight Committee Budget Review Process The Committee is expected to meet a minimum of three times to review the FY 2022-23 measure budget. The schedule is structured to allow ample time for the Committee to review and make recommendations on each proposal. The schedule is as follows: > March 31st o FY 2022-23 Measure Overview ✓ Received and filed the measure presentation. No further action was requested. April 14th o Public Safety, Homelessness, Fiscal Solvency/Customer Service Presentations Please Note: Included in the Committee packet of information issued prior to this meeting date: • Exhibit "A": FY 22-23 PSVS Budget Additional Detail • Exhibit "B": FY 22-23 PSVS Departmental Positions Request Memorandums ➢ April21st o Quality of Life, Infrastructure, Urban Renewal/Downtown Development Presentations Please Note: Included in the Committee packet of information issued prior to this meeting date: • Exhibit "A": FY 22-23 PSVS Budget Additional Detail • Exhibit "B": FY 22-23 PSVS Departmental Positions Request Memorandums Staff will request the Citizens Oversight Committee make recommendations on all department proposals at this meeting. 3 1 P a g e Public Safety and Vital Services (PSVS) Measure FY 2022-23 Budget Requests Summary ONGOING PSVS FUNDS Quality Public Safety Services (CCG #1) AMOUNT Address Homelessness (CCG #2) AMOUNT CaIVIP Community Engagement Specialist (X2) & Vehicles $ 300,000 BLNC Contract Increase with Mercy Housing $ 1,800,000 CaIVIP Clerk Typist II 81,458 Address Homelessness (CCG #2) Total: $ 1,800,000 CaIVIP Office Scanner/Training &Travel 70,000 Human Resources Department Clerk 91,980 HR eSOPH Police Background Check Software 40,000 Maintain Fiscal Solvency (CCG #3) AMOUNT Fire Department Dispatcher (X2) 170,138 Fire Department Maintenance Craftworker II & Vehicle 164,970 Finance Department Account Clerk Reclassification $ 37,000 Police Department Captain 310,240 Maintain Fiscal Solvency (CCG #3) Total: $ 37,000 Police Dispatcher(X4) 320,500 Police Property & Equip. Specialist (X3) 266,400 Police Performance Analyst 93,300 Enhance Quality of Life & Public Amenities (CCG #4) AMOUNT Police Crime Analysis Unit Supervisor 116,800 Police Communications Coordinator 117,800 Code Enforcement 1/11 (X2) & Vehicles $ 315,412 Police Clerk Typist 1/11 66,800 Assistant Code Enforcement Officer & Vehicle 134,881 Fifteen (X15) Police Department Patrol Cars 1,005,000 Code Enforcement Light Equipment Operator & Vehicle 181,881 Two (X2) Police Department Utility Vehicles 80,000 Code Enforcement Operations Support Specialist 100,687 Four (X4) Police Department PST Pickup Trucks 232,000 Code Enforcement Special Projects Operations 150,000 Police Department Smart Street Radar 77,500 Two (X2) Code Enforcement Special Operations Containers 20,000 Police Department Mental Health Differential Response 400,757 Planning Division Associate Planner 1 116,352 Police Department Annual Subscriptions 187,114 Clean City/Illegal Dump Teams: Private Property Cleanups 750,000 Artificial Intelligence (AI) Network Monitoring 143,200 Public Works Dept. Solid Waste Residential Pop-up Events 25,000 Quality Public Safety Services (CCG #1) Total: $ 4,335,957 lEnhance Quality of Life & Public Amenities (CCG #4) Total: $ 1,794,213 ONGOING PSVS Funds Grand Total: 7 967 170 Ongoing PSVS Funds: $7,967.170 ONE-TIME PSVS FUNDS Quality Public Safety Services (CCG #1) AMOUNT Enhance Quality of Life & Public Amenities (CCG 44) AMOUNT Regional Public Safety Partnership $ 2,000,000 Dr. Martin Luther King Jr. Park Re -Imagining $ 1,600,000 Violence Prevention Community Transformation Programs 500,000 Mesa Marin Sports Complex Phase 3 1,000,000 Police Training Facility Improvements 750,000 Park Access Improvements 700,000 Police Department Agility Course 300,000 Beale Sports Park Courts Renovation 510,000 Police Training Facility Payment 1,000,000 Sister Cities Garden Fencing 500,000 PD Property Room Shelving 1,750,000 Park Amenities & Renovation Improvements (PART) 500,000 Fire Engine Reserve 950,000 Granite Pointe Park Playground Rehab 450,000 Police Pre -Employment Exams & Supplies 100,000 Campus Park South 2-5 Playground Rehab 225,000 Rapid Response and Park Ranger Program Facility 500,000 Planz Park Safety Improvements 125,000 Park Security Cameras - Phase 1 200,000 Stiern Park Improvements 500,000 Advance Video Analytics 200,0DO Jefferson Park Swimming Pool Fence Improvements 400,000 Property Purchase Adjacent to PD Facilities 800,000 Jefferson Park Restroom Renovations 500,000 Quality Public Safety Services (CCG #1) Total: $ 9,050,000 Domestic and Feral Cats Program Public Art Program 180,000 1,250,000 Public Works Maintenance Craftworker Truck& Trailer 70,000 Enhance Quality of Life & Public Amenities (CCG #4) Total: $ 8,510,000 Address Homelessness (CCG #2) AMOUNT Enhance Infrastructure (CCG #6) AMOUNT Repair Brundage Lane Navigation Center (BLNC) Roof $ 60,000 Grant Match Fund $ 3,000,000 Homeless Courts 500,000 Bicycle & Pedestrian Facilities Grant Match Fund 4,000,000 Address Homelessness (CCG #2) Total: $ 560,000 Pacheco Rd from Stine to Wible Rd Phase 2 Gateway Beautification Program 1,130,000 1,600,000 Street Light Project Westside Parkway Landscaping Phase 1 1,000,000 250,000 Maintain Fiscal Solvency (CCG #3) AMOUNT Model of Excellence Program $ 300,000 Traffic Calming Projects 500,000 Grant Writing Contract Assistance 150,000 Americans with Disabilities Act (ADA) Advances 300,000 Market Compensation Adjustment Set -Aside (COLA) 2,000,000 Additional Median Funding 400,000 Customer Service & Performance Training Programs 50,000 Annexation Fund 500,000 Customer Engagement Support Funding 50,000 Crosswalk Repainting/PaintingProject 250,000 Citywide Employment Exams & Supplies 35,000 Disadvantaged Neighborhoods Alleyway and Street Fund 300,0D0 Maintain Fiscal Solvency (CCG #3) Total: $ 2,585,000 Enhance Infrastructure (CCG #6) Total: $ 13,230,000 Invest in Urban Renewal & Downtown Dev. (CCG #8) AMOUNT Downtown Corridor Enhancements: Chester Ave. & H St. 3,750,000 Invest in Urban Renewal & Downtown Dev. (CCG #8) Total: $ 3,750,000 ONE-TIME PSVS Funds Grand Total: $37,685,000 One -Time PSVS Funds: $37,685,000 CCG #1 Quality Public Safety Services, $9,050,000 , 24% ■ CCG #1 Quality Public Safety Services ■ CCG #2 Address Homelessness g CCG#3 Maintain Fiscal Solvency ■ CCG #4 Enhance Quality of Life & Public Amenities CCG #6 Enhance Infrastructure CCG #8 Invest in Urban Renewal & Downtown Development I #3 Maintainl Solvency,85,000 , 7`.sn EXHIBIT "A" Public Safety and Vital Services (PSVS) Measure FY 2022-23 Budget Requests A summary of proposed Public Safety and Vital Services (PSVS) Measure requests for FY 2022-23 is detailed below. These proposals are intended to be additional positions, programs and projects that continue or enhance upon initiatives budgeted in the current and prior fiscal years. The dollar figures represent the new funding requested by strategic category and by the department in which the funds would be budgeted. ONE-TIME PSVS FUNDS Quality Public Safety Services (City Council Goal #1) City Manager's Office - $2,500,000 ❖ Regional Public Safety Partnership Allocation of $2,000,000: While the City has made significant investments in public safety through City programs and operations, there are aspects of the criminal justice system which are not the sole jurisdiction or responsibility of the City. There is considerable value in working with our regional partners to address issues in a coordinated way. The City has been discussing potential new programs that could be deployed to address public safety and quality of life through joint partnerships. This funding allocation would create a set aside that would allow us to move forward with these new programs as they are developed. ❖ Violence Prevention Community Transformation Programs Allocation of $500,000: In an effort to complement the gun violence intervention program being implemented by the City, there is an opportunity to develop violence prevention programs that address root causes leading to violence. This funding will provide resources to research, analyze, and implement evidence informed practices that reduce the likelihood of at -risk individuals engaging in violence. Examples may include programs for mentoring, job training, education and early diversion. Bakersfield Police Department - $3,800,000 Police Training Facility Improvements Allocation of $750,000: The Police Department training facility has multiple challenges that require minor interior renovations and some additions to the facility complex. This allocation would provide BPD with the funding necessary to renovate the two-story main atrium area to build offices and storage space. This will create the appropriate privacy needed to process and interview applicants and offices for background investigators. To construct a second prefabricated auxiliary building, which will provide the necessary space for physical training needs and recommendations recently provided (2021) by the California Commission on Peace Officer Standards and Training (POST). To enclose an outside storage area to enable secure storage of equipment and to construct perimeter security fencing. Page 1 of 16 The BPD Training Facility improvements will greatly enhance the department's capacity to accomplish the following more efficiently and effectively: Process Police Officer Applicants— Currently, the process requires applicants to go to separate facilities throughout the process and background investigators do not currently have sufficient office space on -site. Train Recruits & Officers — Based on department growth, additional space is needed to provide basic academy training and mandated annual training of officers. Maintain POST Standards for Academies — The current facility achieves only the minimum requirements for an academy. After a recent inspection, POST made several recommendations to ensure we maintain compliance with standards. Improve the Physical Security of the Facility — The facility currently has no exterior security features such as fencing, and the property is frequently accessed by unauthorized personnel after hours and the property has sustained damage on several occasions. ❖ Police Department Agility Course Allocation of $300,000: The department is required to test police applicants and police academy trainees in a series of physical tests designed to ensure such individuals can perform basic job -related activities. These timed tests include jumping over a six-foot solid wall, jumping over a six-foot chain -link fence, a 99-yard obstacle course, a 165-pound body drag, and a 500-yard run. Except for the 500-yard run, these activities are currently performed at the Academy Training Facility in the parking lot and small grass area due to limited space. This requires constant moving, marking, and setting of the mobile obstacles, some of which require multiple people due to size and weight. The department has consulted with the Recreation and Parks Department on a joint project to establish a permanent Police Department Agility Course at Yokuts Park. This course will include the described tested activities, which can be utilized by PD staff for monthly applicant testing and police academy trainee training and exams, as well as by the public for recreational use or private practice. The Recreation and Parks Department supports this project and is currently funding the construction of the solid wall and chain -link fence; however, other areas of the agility course will require an artificial track surface. This surface, similar to high schools and collegiate fields, provides a non -slip, durable running surface that also meets California POST safety requirements for testing events. This surface will not only meet performance and safety objectives, but it will add to the aesthetics of a local park and enhance the professional appearance during our regular police use. Police Department Training Facility Payment Allocation of $1,000,000: In 2019 the City of Bakersfield converted a property that had been acquired as part of the right-of-way acquisitions needed for the Centennial Corridor freeway connector project to the new Police training facility. That property was originally purchased with local transportation (TDF) dollars before the construction of that road project moved forward. Those transportation dollars need to be reimbursed with PSVS funds as the facility is currently being used to address the public safety goal of the tax measure. The fair market value of the facility at the time of the transfer was estimated at $2 million. The City will be making allocations to cover the amount due over the next two fiscal years. Page 2 of 16 •:• Police Department Property Room Shelving $1,750,000: The Police Department Property and Evidence Facility has exceeded the physical capacity for the current needs of our organization. The facility is our department's sole repository for physical evidence and items seized for safekeeping. This includes firearms, various narcotics, cold -storage evidence (biological), and all other items related to various crimes and investigations. Due to the advancements and nature of criminal investigations, the volume of evidence continues to increase while many of these items also require lengthy retention periods. Due to the high volume of items currently in police custody, staff are unable to properly store and catalog items per industry standards and recommendations. The existing building was designed for future expansion to increase square footage. There is room to extend the southern end of the building. This additional space is a necessity based on current intake and volume. As part of the Space Needs Study, a specialty consultant assessed the facility storage needs and provided a shelving solution recommendation specifically designed for this industry purpose. This shelving solution consists of high -density modular shelving units that maximize useable space. This solution is estimated to increase storage capacity by 171% in the main warehouse, 133% in the firearms room, and 43% in the narcotics room alone. This allocation of funds will enable BPD to extend the existing prefabricated warehouse storage building. This would increase square footage by approximately 1,700 square feet. To purchase and install the high -density shelving solution to immediately expand the overall capacity of the property room, accommodate future department growth and the ability to maintain industry standards and community trust. ➢ Bakersfield Fire Department - $950,000 Fire Engine Reserve Allocation of $950,000: The Bakersfield Fire Department (BFD) Reserve apparatus levels have remained unchanged since 2000. As the City continues to grow in population, geography, and call volume, the need for additional reserve apparatus equally grows. Generally, higher utilization of front-line vehicles, with their accompanying increase for maintenance and repairs, indicates a greater need for reserve units. In the fire service, utilization is often measured in "runs" and not miles. An apparatus may not incur high mileage but may experience high call volume or incur high idle times while operating at an incident, increasing vehicle wear. Idle -time hours along with high call volume diminish the life of the vehicle. The current replacement schedule for a fire engine is nineteen (19) years; fourteen (14) years in front-line service and five (5) years in reserve. Front-line vehicle utilization must be managed to ensure that vehicle wear is relatively equalized. Considerations must be given to the age and condition of the front-line fleet. When everyday units are out of service, demands placed on reserve apparatus increase and the need for additional units grows. Unfortunately, there are times when there is no reserve apparatus available, resulting in the need to place an apparatus that is in the shop awaiting repairs back in service prior to any repairs being completed. Utilization is often the most important factor in determining a reserve fleet size. Constant use of reserve apparatus indicates that front-line units are not reliable or that repairs cannot be made in a timely manner. Moreover, the reserve fleet plays other roles in addition to Page 3 of 16 serving as front-line replacements for apparatus that are out of service. Reserve apparatus are often staffed for planned events like the annual July Fourth Fireworks show, training events, local emergencies that tax daily staffing levels, and public education opportunities. Human Resources Department - $100,000 ❖ Police Pre -Employment Exams and Supplies Allocation of $100,000: Human Resources Department's request provides the necessary funding for recruitment activities related to staffing sworn PSVS positions; pre -employment examination costs, supplies, employee incentives, job fairs, and position advertising costs. i' Development Services Department / Recreation and Parks Department - $500,000 ❖ Rapid Response Teams and Park Ranger Program Facility Allocation of $500,000: This funding request is being proposed by the Development Services Department & Recreation and Parks Department to allow for the construction of a multi -use, river -accessible facility to serve as a base for the City's Code Enforcement River Rapid Response Teams (RRT) as well as an invaluable and important resource for the Recreation and Parks Department's Park Ranger Program (PRP) staff. The facilities proposed location will be west of Beach Park at the western terminus of 21st Street. The facility is proposed to include an approximately 3,000 square foot metal storage structure. The structure will include no less than five vehicular bays accessed by roll doors, limited conditioned space for staff offices, restrooms and a meeting area. Vehicular parking and perimeter fencing will complete the redevelopment of the project site. An access trail to the Kern River bicycle trail will be relocated in conjunction with the installation of improvements. Y Technology Services Department - $400,000 Parks Security Cameras (Phase 1) Allocation of $200,000: Recreation and Parks Department operate 61 parks across the city, at present only three (3) of the parks have limited video cameras for safety. At those parks where security cameras are in use, the Bakersfield Police Department (BPD) uses the resulting footage to investigate and prosecute criminal activity. Both the Police Department and the Recreation and Parks Department desire to increase the number of parks with cameras. To facilitate installing video security cameras, infrastructure will need to be installed to provide network connectivity to park locations, additional storage for video retention will need to be installed, and cameras installed and connected to the system. Most of the work for this project will be performed by contractors doing the installation of cameras and network equipment out in the field. The Technology Services Department will facilitate expansion of the Video Management System (VMS), expansion of storage for digital retention, additions of cameras to the VMS system, and ongoing administration and support. The cameras will be added to the City's existing central VMS, allowing the video footage to be viewed by authorized staff anywhere within the City's network and conforming to the City's retention schedule. Page 4 of 16 The first phase of this multi -year project will begin with the installation of cameras and infrastructure at the parks identified by the BPD and Recreation & Parks Department as those with the most immediate need. These parks include: Dr. Martin Luther King, Jr. Park and Community Center (additional cameras) Planz Park Wayside Park Jefferson Park Centennial Park Mill Creek/Sister Cities Park Riverwalk (additional cameras) Lennel Broma Park (currently starting construction) It is expected that additional park locations and further enhancements to the system will be carried out in future years as need grows. Annual ongoing administration and Technology Services support cost is $20,000. Advance Video Analytics Allocation of $200,000: The City currently has just under 300 video cameras on and in various City buildings including the: Arena, Convention Center, Ice Sports Complex, select parks, and several street intersections. These cameras are used by the Bakersfield Police Department to investigate and prosecute criminal activity. While the current Video Management System (VMS) is fully functional and performs to the expectation of City staff, it takes considerable staff time and resources to sift through the multitudes of hours of video footage available. Analytic software provides tools and functionality to enhance staff capabilities to accelerate investigation times, derive operation intelligence, correlate data from multiple cameras, and generate reports with efficiency. This project will purchase advanced Al analytic software, hardware, and training resources that integrate with the City's current VMS, providing a seamless experience to the operators. The proposed system will integrate tightly into the City's VMS and utilizes the existing client minimizing the learning curve needed for the new software. Other departments will also have access to this system for functions such as, but not limited to, traffic flow and counts, park equipment utilization heat maps, and crowd management. Annual ongoing software licensing cost is $27,000. Public Works Department - $800,000 Property Purchase Adjacent to Police Department Facilities Allocation of $800,000: As the City of Bakersfield and the Bakersfield Police Department (BPD) get closer to their goal of hiring 100 additional police officers from the passing of Measure N, operational and facility space will need to grow to accommodate the needs of 100 additional police officers. The purchase of this property would help expand the current location and space of the K-9 Unit, Tactical Buildings, Shooting Range, and the Property Room. Presently at this location, we are using Cal Water land to accommodate our current operational and facility needs. Page 5 of 16 Address Homelessness (City Council Goal #2) Economic and Community Development Department - $560,000 ❖ Repair Brundage Lange Navigation Center (BLNC) Roof Allocation of $60,000: This project will address roof leaks at the Brundage Lane Navigation Center (BLNC). Calcot, the previous building owner, re -roofed a portion of the building in the fall of 2020. Unfortunately, the contractor did not properly address the flashing on the concrete parapets or the cracks and joints along the parapets. During a rain, the water penetrates the roof and the leaks affect the operation of the dorms, offices, and other areas of the facility. This project will retrofit the parapet walls with a new roofing system and install new flashing. City staff will oversee the project to ensure it meets City and building standards. Homeless Courts Allocation of $500,000: Ending homelessness in the City of Bakersfield remains one of the Council's top priorities. Over the past few years, PSVS funding has transformed the homeless services landscape with the addition of nearly 500 emergency shelter beds including the City's Brundage Lane Navigation Center (BLNC), street outreach services to convince folks to get care and transport them to shelters, Bakersfield Police Department Impact Teams, a Bakersfield Homeless Center Jobs Program, Code Enforcement Rapid Response Teams and a Homeless Services Unit in the Economic and Community Development Department. The City continues to look towards innovative solutions and programming to transform the lives of homeless individuals, rehabilitate them and place them in permanent housing. The City wishes to partner with the Kern County District Attorney's Office to tie into the existing homeless court system that gets homeless individuals on the path to recovery. Maintain Fiscal Solvency (City Council Goal #3) City Manager's Office - $2,500,000 Model of Excellence Program Allocation of $300,000: In Fiscal Year 2021-22, the City of Bakersfield had a Risk Assessment performed to measure the uncertainty related to the City's ability to achieve defined strategic objectives and operate effectively. The risks were identified, analyzed, and measured by the level of inherent vulnerability, the level of preparedness to mitigate them, and the impact such negative events could have on the city should they occur. The Model of Excellence Program request would use the information from the previous Risk Assessment and identify the most important areas of risk to the city and prioritize risk management efforts accordingly. The Model of Excellence Program would address these highest priority items and find the solutions for the city to use and implement to address these risks. ❖ Grant Writing Contract Assistance Allocation of $150,000: As competitive state and federal grant funds become available to the City of Bakersfield to further Council goals, staff wish to be prepared to rapidly submit applications and take advantage of funding opportunities. As a best practice, many major cities enter into an agreement with professional grant writing firms to deploy as needed. A professional grant writing firm would allow the City to more effectively leverage state and federal funds to offset costs to PSVS and the general fund. Page 6 of 16 ❖ Market Compensation Adjustment Set -Aside (COLA) Allocation of $2 Million: The City Council recently approved a new multi -year agreement with Bakersfield Police Officers Association that included an increase in Cost of Living Adjustments (COLA). In coming months, negotiations for new agreements will begin with the Bakersfield Firefighter's Labor Organization and Service Employees International Union Local 51. In addition, the City is pursuing a Classification & Compensation study to assess the market competitiveness of our employee compensation. The specific cost increases resulting from employee compensation adjustments are not known at this time. However, staff recommends that it is prudent to set aside an additional $2 million in one-time funding to reduce the impacts of potential increases in the coming year. It is not anticipated that this funding allocation would address all anticipated compensation adjustment. ❖ Community Engagement Support Funding Allocation of $50,000: The City Manager's Office aims to create a resource for City Staff of best practices, tools, and training to enhance how the City engages with the community. This funding will support training for staff, develop toolkits for departments to help facilitate easy meeting management, and provide opportunities for departments to work with community based organizations in developing ongoing stakeholder networks. Robust community engagement is not only a cornerstone of providing effective public services, but also required for most grant opportunities. Creating and maintaining an ongoing community engagement platform will keep the city competitive and ready for more grant opportunities. I- Human Resources Department - $85,000 Citywide Employment Exams and Supplies Allocation of $35,000: The Human Resources Department's request provides funding for recruitment activities related to newly requested FY 2022- 23 PSVS funded positions; pre -employment examination costs, supplies, and position advertising costs. Customer Service & Performance Training Programs Allocation of $50,000: The City has allocated $100,000 the past two years to develop high quality leadership and customer service programs for City staff. While these investments have had good outcomes, there is an opportunity to expand training programs to include performance -based skills and further build out our customer service program to all City staff. Enhance Quality of Life and Public Amenities (City Council Goal #4) Recreation and Parks Department - $7,010,000 ❖ Dr. Martin Luther King, Jr. (MLKJ) Park Re -Imagining Allocation of $1.6 Million: This is an extension of an existing City Council approved project, which as a result, a consultant was obtained to update the City's Recreation & Parks Department's Master Plan. The Plan, which includes a facilities needs assessment component to evaluate several of the city's park facilities, more specifically the re -imagining of the MLKJ Community Center & Park. The results of the assessment would identify the community's needs for types of services requested and provide comprehensive information on designs and associated capital improvement costs needed to update this facility. Early preliminary results have determined the center's Page 7 of 16 gymnasium and pool facilities are in fair condition with the remaining section of the original community center building requiring a complete renovation. At the completion of the Master Plan process, set for early fall 2022, this additional funding request would allow the project to continue moving forward into the design, environmental review and construction bidding document phase. Upon entering the design phase, it would allow early renovation cost projections for future capital budget preparations. ❖ Mesa Marin Sports Complex Phase 3 Allocation of $1 Million: The design for the Mesa Marin Sports Complex Phase 3 is complete. The total cost estimate for the project is $10.5 million, leaving this project currently underfunded by $1.0 million. o PSVS FY 2019-20 budget appropriation of $7.5 million. o PSVS FY 2021-22 mid -year budget appropriated an additional $2.0 million. o PSVS FY 2022-23 additional $1.0 million request will fully fund the project. Staff anticipates once the project is fully funded, construction bids will be solicited by Summer 2022, with the intent of awarding a construction contract before the end of 2022. Construction would begin in Fall 2022/Winter 2023. Park Access Improvements Allocation of $700,000: This project is an extension of an existing City Council approved project. Savings resulting from favorable bids were identified from the completion of access improvements at various locations and staff determined that two additional locations have needs. Staff identified The Kern River Parkway's (TKRP) two existing asphalt parking lots along Truxtun Avenue and Jastro Park service road both require improvements. The parking lots at TKRP are original to its development in 1991. Both are heavily used by the community and provide convenient access to the Kern River Trail to cyclists, joggers, disk golf enthusiasts and other leisure activities. Over the course of time, the asphalt has deteriorated and is riddled with potholes, car stops and striping have all eroded making the drive and walking surfacing difficult to use. The community has been vocal on the need to renovate the parking lots. This project would consist of the complete replacement of asphalt and would include new drainage concrete gutters, curbing, and new parking lot striping at TKRP. Jastro Park has a service road that connects Myrtle Street to 18th Street and is used regularly by City staff for maintenance. Overtime, the asphalt has deteriorated and requires removal and replacement. Beale Sports Park Courts Renovation Allocation of $510,000: The existing tennis and basketball courts were originally constructed in the 1960's. Over the course of time the concrete has become riddled with cracks and alkaline corrosion making the play surfacing difficult to use. This project consists of complete removal of the existing concrete tennis and basketball courts and installing new post tension concrete slabs with vapor barrier. The courts will be enhanced with new acrylic sports surfacing and sports equipment to complement each sport element. The tennis courts will be converted from the current two tennis courts layout into one tennis court and three pickleball courts. ❖ Sister Cities Garden Fencing Allocation of $500,000: This project is located on 18th Street along the Mill Creek Canal Corridor and consists of the addition of a decorative perimeter fence to the existing public garden areas. Initially constructed in 2012 and later in 2013 as part of the City of Bakersfield's affiliation with Sister Cities International, an organization founded in 1956 Page 8 of 16 to promote cultural, educational, civic, and business exchanges which locally is represented by six internationally inspired horticulturally themed gardens. These gardens over the years have enriched the lives of countless adults and school children both here in Bakersfield and the represented countries. However, due to the increase in homeless population frequenting the area, a rise in vandalism and theft to the facility has increased as a result of this issue. This project involves the modification to the existing decorative wrought iron fence to the perimeters of both gardens. The project would provide a secure 8-foot-tall wrought iron fence. These modifications will allow the facility to provide a safer environment for public usage, minimizing the amount of ongoing financial resources needed to complete repairs due to vandalism. ❖ Park Amenities and Renovation Improvements (PART) Allocation of $500,000: This project is to provide much -needed repairs and enhancements to the existing amenities throughout the City's various parks and trails system. The City's parks and trails system has seen an increase in public use and vandalism. Due to past budgetary financial constraints, the resources were not easily available to make necessary repairs and enhancements. This project would provide the funds to make renovations, repairs, and enhancements to existing park amenities during the year. Those items would include but are not limited to: Security gates, drinking fountains, picnic tables, park benches, shade structures, and other park related amenities. ❖ Granite Pointe Park Playground Rehabilitation Project Allocation of $450,000: This project is located at 7914 Granite Pointe Parkway and consists of the removal and replacement of the existing playground equipment for Granite Pointe Park. The existing playground equipment is sixteen (16) years old and is past its useful life. It has little play value as compared to modern playground equipment. The new playground will include rubberized surfacing, Americans with Disabilities Act (ADA) accessibility, inclusionary play, and a large shade canopy. Campus Park South 2 — 5 Playground Rehabilitation Project Allocation of $225,000: This project is located at 8800 District Boulevard and consists of the removal and replacement of the existing playground equipment for Campus Park South. The existing playground equipment is twenty-one (21) years old and is past its useful life. It has little play value as compared to modern playground equipment. The new playground will include rubberized surfacing, Americans with Disabilities Act (ADA) accessibility, and inclusionary play. Planz Park Safety Improvements Allocation of $125,000: Original to the park's construction in 1957, the existing concrete basketball courts over the course of time have become damaged with cracks and alkaline corrosion making the play surfacing difficult to use. This project consists of complete removal of the existing concrete tennis and basketball courts and installing new post tension concrete slabs with vapor barrier. The courts will be enhanced with new acrylic sports surfacing and sports equipment to complement each sport element. Stiern Park Improvements Project Allocation of $500,000: This project will provide the installation of a new restroom building at Stiern Park. The purpose of this project is to install a new prefabricated restroom facility at the community park. Stiern Park is a 5-acre park built in 1989, it is heavily utilized by the surrounding residents including a local fitness group which holds daily classes of up to 50 individuals. A prefabricated restroom building with individual single use restrooms, meeting all updated code requirements including Americans with Disabilities Act (ADA) accessibility, would be provided. Page 9 of 16 ❖ Jefferson Park Swimming Pool Fence Improvements Allocation of $400,000: This project will provide necessary upgrades to the existing perimeter fencing to the Jefferson Park aquatic facility. Originally built in 1937, and later renovated in 2004, the aquatic facility is heavily used during the City's summer programming season and in the winter through spring by the Kern High School District swim teams. Each year the facility has seen continued vandalism within the facility creating safety concerns. This project involves the removal of the existing perimeter chain linked fence which encloses the aquatic facility and will be replaced with a more secure 10-foot-tall wrought iron fence. The fence will encompass a more functional footprint for patrons and spectators during scheduled aquatic programing. ❖ Jefferson Park Restroom Renovations Project Allocation of $500,000: This project will provide the complete removal and replacement of the existing park restroom building. Built in 1991, the restroom building at Jefferson Park has been heavily vandalized over the years and needs replacement. An increase of ongoing vandalism to the restroom fixtures has contributed to the buildings poor condition. A prefabricated restroom building with individual single user restrooms meeting all updated code requirements including Americans with Disabilities Act (ADA) accessibility would be provided. Enhance Quality of Life and Public Amenities (City Council Goal #4) Bakersfield Police Department - $180,000 Domestic and Feral Cats Program Allocation of $180,000: In the fall of 2021, the City created the first pilot program funding both a feral community cat program, more commonly known as Trap -Neuter -Return (TNR), and a subsidized spay/neuter program for owned domestic cats for the benefit of City residents. The pilot program runs through an agreement between the City of Bakersfield and the local non-profit, Critters Without Litters. The pilot program has been well received and well utilized. o $130,000 of the funding would go towards funding the feral community cat program for a 12 month period, with some additional funding for one-time "impact" days where volunteers can organize to trap many cats at well-known colonies at a time. o $50,000 of the funding would go towards funding the domestic cat subsidy program. Y Economic and Community Development Department - $1.25 Million ❖ Public Art Program Allocation of $1.25 Million: This proposal would provide funding to create for the first time a public art program for the City. Limited funds would be available to request proposals for art programs that benefit the community. A majority of funds would be allocated to commissioning art installations in conjunction with City capital improvements. Installations could be requested for street infrastructure projects, City facility projects or other placemaking projects. Numerous studies have shown that creating a sense of place through quality design and artwork lead to greater economic development and ultimately impact the health, safety, and economic indicators of communities. This is a modest investment by comparison to commitments to public safety, homelessness, and infrastructure, but begins to address long- term goals of creating a more beautiful Bakersfield. Page 10 of 16 Public Works Department - $70,000 Public Works Maintenance Craftworker Truck & Trailer Allocation of $70,000: A new PSVS funded Maintenance Craftworker position, off road vehicle and trailer were approved in FY 2021-22 to remove graffiti in and along the dry riverbed and bike trail. Public Works Department requests a new 4-wheel drive truck with a water tank, heater, plumbing and pressure washer to tow the trailer. The truck will pull the trailer and bring in necessary equipment from the City Corporation yard to remote and hard to access jobsites such as the bike trail, along the riverbed, 18th and Eye Parking Garage, Development Services Parking Garage, and City Hall North underground parking structure. Enhance Infrastructure (City Council Goal #6) Public Works Department - $13,230,000 ❖ Grant Match Fund Allocation of $3 Million: From time to time, the City successfully receives grant awards for a variety of projects. Many times, these awards require a local funding match or percentage. This appropriation would enable the City to demonstrate a local funding match and would be allocated subsequent to City Council review for the specific project. At this time there is no limitation on the types of projects that may qualify; however, the grant applications would remain consistent with City Council's goals and objectives. Bicycle & Pedestrian Facilities Grant Match Fund Allocation of $4 Million: Matching funds will be used to evaluate and install a range of different bicycle and pedestrian facilities at various locations around the City. These bike and pedestrian projects may include studies to determine the best approach and solutions towards safety enhancements that are best for the City of Bakersfield. Also included are new and upgraded bike lanes, as well as pedestrian crossing enhancements such as bump outs to shorten pedestrian crossings, higher visibility crosswalks, as well as additional signage and possible flashing beacons at some locations. These studies and roadway improvements are anticipated to help make the City's roadways safe and enjoyable for all. Bike Path Beautification along Pacheco Road from Stine Road to Wible Road Allocation of $1,130,000: Federal Congestion Mitigation and Air Quality (CMAQ) Improvement Program funds were used for the construction of the bike path along Pacheco Road from Stine Road to Wible Road, along the embankment of the Kern Delta Canal. PSVS funds are requested to provide beautification, hardscape, and erosion control, as well as street lighting along the north side of Pacheco Road. Street lighting will provide a safer traveling pathway for pedestrians and bicyclists. The requested funding provides for both the design and construction of the improvements. If PSVS funds are not added to this project, this project will have to be shelved until alternative funding can be identified or programmed. Gateway Beautification Program Allocation of $1.6 Million: Bakersfield has several gateways to our city from multiple directions along State Route (SR) 99 and SR58. There are significant needs along these routes as well as the local roads that are the connections and entrances to Downtown and other high traffic destinations. Currently there are several PSVS funded gateway projects within the CIP budget that are known to be, or could be, underfunded. This budget item will supplement these projects to help ensure completion and success. Page 11 of 16 ❖ Street Light Project Allocation of $1 Million: The multi -year PSVS street light study project provides funding to install street lighting in areas identified and prioritized in the FY 2019-20 PSVS funded study. Staff has been working with a consultant to identify areas where additional street lighting is needed to improve safety in the public right of way. Phase 1 of the study is complete, and the construction contract has been awarded. Phase 2 of the study is underway; staff anticipates awarding two separate construction contracts as follows: 1) For additional intersection lighting improvements; and 2) street lighting installation at various locations. This additional funding adds to the existing $1.9 million budget to complete additional phases of street light improvements throughout the City and supports the City Council goal of improving safety and lighting within the City. This project will also fulfill the goal the City Manager made to City Council and the PSVS Citizens Oversight Committee of improving lighting in the City. If PSVS funds are not added to this project, future phases of this project will not be able to proceed. Westside Parkway Landscaping Phase 1 Allocation of $250,000: This project proposes drought tolerant landscaping, irrigation systems, and hardscaping features on the Westside Parkway from the Coffee Road interchange to the Truxtun Avenue interchange. Funding for the design and construction of this project was included in the FY 2021-22 PSVS budget. Design plans have been advanced to a 90% level and are ready to be bid by spring of 2022. At this 90% design level, it has become evident that the initial budgeted amount will not be enough to cover the construction cost, possible change orders, design support, and construction management activities. This funding request supplements the $2.65 million currently budgeted for construction of the project. The additional funding allows award of the construction contract following bid procurement. ❖ Traffic Calming Projects Allocation of $500,000: Traffic Calming Projects funds will be used to evaluate and install a range of different traffic calming techniques such as crosswalk enhancements and bicycle facilities at various roadways around the City. A future Traffic Calming Study will also be completed to determine additional improvements throughout the City that will encourage safer vehicular driving, as well as enhance roadway conditions for greater bicycle and pedestrian safety. These funds may be used as a match to potential grants for this use. Americans with Disabilities Act (ADA) Advances Allocation of $300,000: The City maintains a fluid Americans with Disabilities Act (ADA) Transition Plan that tracks known barriers to the City's programs, services, and activities. For the fiscal year 2022-23, the City aims to make a significant number of repairs to barriers identified in this plan, focusing on high -priority, high - traffic areas such as around City parks, schools, and older areas of the City. Additional Median Funding Allocation of $400,000: This project will rehabilitate existing medians at various locations, over multiple years to enhance aesthetics. Improvements will include hardscape and drought tolerant plantings where possible. Annexation Fund Allocation of $500,000: The City Council has directed Development Services to facilitate the annexation of various "island" annexation areas into the City. Currently, Staff is actively working toward accomplishing that directive. Part of a complete annexation application is the preparation of legal descriptions for each annexation area. Each legal description must be prepared and accepted in advance of bringing a Resolution of Intent to Page 12 of 16 the City Council for initiation of an application to the Local Agency Formation Commission (LAFCO). Legal description preparation is unavailable at a staff level and Development Services Department has been utilizing professional consultants in support of applications currently in process. Crosswalk Repainting / Painting Project Allocation of $250,000: These funds will be used to evaluate and install a range of different crosswalk enhancements at various intersections around the City. These crosswalk enhancements may include bump outs to shorten pedestrian crossing length, higher visibility type crosswalks, as well as additional signage and possible flashing beacons at some locations. These crosswalk enhancements are anticipated to be pilot projects to help make pedestrian crossings throughout the City safer and more enjoyable at select locations. ❖ Disadvantaged Neighborhoods Alleyway and Street Funding Allocation of $300,000: This project will provide funding to improve existing alleys and streets in disadvantaged neighborhoods to help bring them up to city standards. Improvements may include asphalt, sidewalk, curb & gutter, or other necessary improvements within the right-of-way. Invest in Urban Renewal and Downtown Development (City Council Goal #61 > Economic and Community Development Department - $3.75 Million Downtown Corridor Enhancements — Chester Ave. and H Street Allocation of $3.75 million: The Downtown Corridor Enhancement Streetscape Master Plan, completed by the IBI Group, established that Bakersfield residents want to see a downtown that is vibrant, walkable, connected, safe, and desirable. These Corridor and Streetscape Enhancement projects will provide complete street elements to encourage active transportation such as cycling and walking and enhance the streetscape of Chester Avenue and H Street from State Route 58 to Truxtun Avenue. This project will build on the "Making Downtown Bakersfield Plan" efforts and address the history and traditions of Bakersfield. $350,000 in PSVS funds were budgeted in FY 2021-22 to design corridor improvements along Chester Avenue from Brundage Lane to Truxtun Avenue. This FY 2022-23 request provides funding for the construction of improvements along Chester Avenue from Brundage Lane to Truxtun Avenue and design of improvements for H Street, from Brundage Lane to Truxtun Avenue. Staff will request additional PSVS funding in FY 2023-24 for the construction of H Street Improvements. With requested funding, staff can complete the design and construction of this project. This project will further the City Council goal of making infrastructure enhancements to Downtown. If PSVS funds are not added to this project, the design and construction will not be able to proceed. Page 13 of 16 ONGOING PSVS FUNDS Quality Public Safety Services (City Council Goal #11 y Bakersfield Police Department - $400,757 Mental Health Differential Response Allocation of $400,757: The Bakersfield Police Department (BPD) and Kern Behavioral Health and Recovery Services (Kern BHRS) are partnering to place three (3) behavioral health (BH) clinicians within the BPD communications center alongside dispatchers for triage of BH calls. These additional staff will: • Decrease the amount of time BPD dispatchers spend on the phone with non -emergency calls that are related to BH. • Decrease the number of calls related to individuals who are currently open to Kern BHRS, or other community BH providers, at the time of the call. • Decrease law enforcement contact with subjects who have non -emergency behavioral health challenges. • Decrease response time to priority calls for service. i' Human Resources Department - $40,000 eSOPH Police Background Check Software Annual Allocation of $40,000: eSOPH ("electronic Statement of Personal History") is a Software as a Service ("SaaS") application specifically designed for processing public safety background investigations. eSOPH is a secure online platform which houses candidate employment records which may be accessed by hiring agencies upon authorization. In California, the hiring process for a police officer includes a pre- employment background check, in addition to other screening requirements, as outlined by the Commission on Peace Officer Standards and Training ("POST"). POST provides guidelines for the process which include initial candidate interviews, reference interviews, prior employment interviews and a multitude of documents and file reviews. In some cases, investigators must travel to prior agency/employer locations to review files in -person. Civilian staff also have aspects of the sworn background which must be completed. It is estimated that an individual background check takes approximately forty (40) hours to fully complete for a sworn applicant. Sworn staff assigned to the training division primarily complete these in addition to extra -help staff who work on a limited part-time basis. On the high -end of the salary range a background would equal approximately $1,761.08 in regular hours for one (1) staff member to complete. Training division has estimated almost 500 backgrounds per year to meet current staffing demands. Having electronic access to records will greatly reduce processing costs. A three (3) year agreement is estimated to not exceed $120,000. Actual costs will be based on the number of backgrounds processed. Page 14 of 16 ➢ Technology Services Department - $143,200 ❖ Artificial Intelligence (AI) Network Monitoring Annual Allocation of $143,200: Network based machine learning artificial intelligence with security oriented automated functions to detect anomalous or malicious activities, automatically respond with preventative and protective measures while reporting findings and evidence to Technology Services' security staff for investigation and immediate incident response if the discovery warrants. Cyber threats are continuing to evolve at an exponential rate, becoming more complicated, crafty, and effective. The city is growing, and with it the need for more data storage, bandwidth, and an ever-increasing number of digital tools to facilitate the day-to-day operations of the city, as well as provide expanded services for citizens. Each facet of those operations nuanced and specialized with their own processes and information requirements. With all that growth, the amount of information that must be filtered, investigated, and verified against malicious actors from an increasing number of data points will exponentially outpace human capabilities, even with additional hiring of staff. With a security -oriented machine learning appliance in place watching every single transaction on the entirety of the city network, developing trends and identifying possible anomalies to expert Technology Services' staff proactively, we will obtain 24/7/365 monitoring that will always be active and in touch with the security team through various means. Address Homelessness (City Council Goal #2) Economic and Community Development Department - $1.8 Million Brundage Lane Navigation Center (BLNC) Contract Increase with Mercy Housing Allocation of $1.8 Million: On December 15, 2021, City Council approved a 119 bed expansion to the City's existing 150-bed Brundage Lane Navigation Center (BLNC). The BLNC operates under a low -barrier model, allowing pets, a dorm for partners, and the storage of possessions. A critical component of the navigation center has been community partnerships to link guests with comprehensive on -site services in a 7,911 square foot service provider wing. Each BLNC guest is matched with a Housing Navigator that provides the intake, casework, and housing locater services. The caseworker title of "Housing Navigator" symbolizes the top priority of shelter operator Mercy House — to move unsheltered individuals off the streets and into self- sufficiency through permanent housing placement. The BLNC expansion is expected to be completed in December 2022. In order to accommodate the increase in services at the BLNC, the City must increase its agreement amount with shelter operator Mercy House. This funding would pay for the increase in contracted amount for shelter operations through the end of Fiscal Year 2023. Page 15 of 16 Enhance Quality of Life and Public Amenities (City Council Goal #4) Public Works Department - $775,000 :• Clean City / Illegal Dumping Teams for Private Property Pick Ups Allocation of $750,000: This project will continue and expand the Clean City Initiative by adding three (3) more contracted clean-up teams. One team's focus will be supporting clean-up efforts with the Police Department and Rapid Response Teams that remove homeless encampments. The other two teams will be deployed in City hot spot areas with high amounts of litter and can be used to support any programs that address illegal dumping clean-up efforts on private property. Solid Waste Division PSVS Funded Clean City Initiative Residential Pop -Up Clean Up Events Allocation of $25,000: The Solid Waste Division offers once a month pop-up events at various locations to allow City residents to drop off their bulky trash items that may not fit in household refuse cans at no charge. The program establishes a convenient way for the community to dispose of bulky waste items, which reduces the amount of illegal dumping in the community. The requested funds will cover hauling fees and compactor recycling fees the Solid Waste Division pays to dispose of the waste. Page 16 of 16 EXHIBIT "B" BAKERSFIELD THE SOUND OF 564AWi V&ker CITY MANAGER'S OFFICE MEMORANDUM TO: Mr. Christian T. Clegg, City Manager - City of Bakersfield FROM: Dr. Aliya S. Khizer-Varela, Administrative Analyst I City of Bakersfield DATE: March 4, 2022 SUBJECT: CaIVIP Program Public Safety and Vital Services Measure FY 2022-23 Budget Request The CaIVIP program, a program of the City Manager's Office, submits for your consideration: • Two (2) Outreach Workers/Community Engagement Specialists • One (1) Clerk Typist • Two (2) vehicles • Equipment • Training/travel costs The items requested above and described below are intended to support and expand on the efforts of CaIVIP. Please find the cost breakdown below in Table 1. CaIVIP — Outreach and Administrative Support Team Costs Outreach Worker/Community Engagement Specialist Estimated Salary $68,000 & Benefits $32,000 Per Year (x2) 2 $200,000.00 Clerk Typist Estimated Salary $35,458 & Benefits $31,000 Per Year (x1) 1 $66,458.00 CaIVIP Outreach & Administrative Support Team Salary + Benefits Per Year Total 3 $266,458.00 CaIVIP — Start -Up Costs Costs One-time Start -Up Costs applicable to 3 listed positions: (Desks, Computers, Chairs, Laptops, Phones $ 45,000.00 One -Time Fixed Assets: Shredder (1), Printer/Copier/Scanner (1) $ 30,000.00 Other Materials & Supplies: Meeting supplies & materials $ 15,000.00 One -Time Vehicle Purchase: Two (2) Mid -Size Sedans $ 70,000.00 Training & Travel — for entire team + partners - Ongoing $ 25,000.00 CaIVIP Programmatic Support Costs Total $ 185,000.00 CaIVIP Program FY 2022-23 PSVS Request Grand Total $ 451,458.00 Table 1: PSVS FY 2022-23 Budget Request / CoIVIP Program Cost Breakdown City Manager's Office 1600 Truxtun Avenue, Bakersfield, CA 93301 661-326-3751 FAX:661-324-1850 EXHIBIT "B" This request is the result of assessing the program and identifying the staffing needs required to support the ongoing and layered nuances of the program and the communities it serves. The program under the City, partners with BPD and community -based organizations to identify those who are at highest risk of being a victim or perpetrator or both of gun violence. Through program assessment and performance measure analysis, the following is a description of immediate programmatic needs: Staffing: The Clerk Typist will carry administrative functions needed to support the gun violence reduction strategy as outlined in the program. Additionally, this position will also support the operational components as necessary to the fidelity of the project proposal. Outreach Workers through the City are necessary for the support of programmatic functions. The Outreach Workers, as has been proven in other gun violence reduction programs, assume very critical roles in that they are credible messengers - they have a history and similar life story as the target population we intend to serve. These Outreach Workers will continue to form and foster relationships with those who are identified as being highest risk to gun violence and those who are associated with them (i.e., family or friends). In addition, they will in some capacity become a liaison between those who are identified as being highest risk and the agencies that provide wraparound social services as related to health, education, employment, safety, and social support. More specifically, client relationships Outreach Workers have proven to contribute to the overall success of participants and their families by way of providing critical support; facilitating better family communication; helped participant's develop positive coping behaviors; contribute to educational success; and help strengthen employment skills. The program is grounded on and emphasizes establishing trusting relationships with clients and their families, develop detailed plans to address clients' risks and needs, connect clients to support services and opportunities that address needs appropriately, and successfully help the client reduce their risk of being involved in gun violence. Critical to this program is the expansion of outreach and administrative staff under the City to provide a standard of practice of service delivery that is streamlined and uses evidence -based performance measures as it relates to program efficacy and efficiency. This necessity comes as data emerged and is collected, analyzed, and reported by our current analyst. A team within the City of Bakersfield for the specificity of this program will support identifying continuity of service delivery. One -Time Start -Up Costs: Over the course of the pilot program, it has been identified that as our program need grows and our Office of Violence Prevention under the City Manager's Office is being established, the expansion of services and need for supplies require notation. These are supplies that will be purchased for program related activities such as desks, chairs, phones, laptops, computers, printer, copier, scanner, cross - shredder, and other office supplies that support the programmatic efforts. The justification for the request of a shredder, printer, copier, and scanner is due to the nature of the high profile and sensitive information we continuously work with. The safe and intentional handling of such information is detrimental to our team's well-being. EXHIBIT "B" One -Time Vehicle Purchase: The assigned vehicles for our team will allow our outreach workers to use the vehicle(s) to meet with their clients without risking their credibility and personal access. It is a safety measure in that a car is an extremely important space where individuals can disclose personal troubles and meaningful work can take place within them. The car is not only vital for getting from point A to B for our team and their clients, but it also becomes such a valuable place for open disclosure because, unlike family homes and schools, or public spaces like parks, it is truly private, with no danger of being overheard by potential threats. The car is also of vital importance to our team, acting as a "secure base" for them when visiting individuals and families or their associates. Knowing that the car is parked outside to return to (or escape) from visits that may be potentially dangerous. Meeting Materials & Supplies: In Cohort 3 we have identified the need of having food, beverages, and/or snacks readily available at meetings or trainings engages the partners and teams. Our meetings will begin immediately at the new fiscal year 2022-23. Research conducted by the Mayo Clinic (2019) found that food is a shared interest and a common thread between people and has been found to help stimulate creativity and set the stage for a more relaxed, engaged, and supportive atmosphere. Considering the nature, content, and length of the trainings and sessions, having accessibility to foods, beverages, and/or snacks will create an atmosphere of safety and trust, and build more engagement and ongoing attendance. Training & Travel: Training will begin immediately through experts in the field to build capacity within our program and build a skillset through this program. In addition, training, in both professional development and service delivery, but also in employing coping tools for our team is essential in the realm of violence reduction strategies. As it relates to training and travel, the following describes but is not limited to the trainings and travel that may be associated with this program as it moves forward. As a leader in the nation's movement to reduce gun violence, Gifford's Law will be assuming a technical assistance role for ongoing efforts in sustainability for our OVP. This role will include but is not limited to a collaborative partnership with the City of Bakersfield and BPD to streamline efforts in continuity; strengthening core capacities of the OVP; and collaboratively working with partners in the community to expand, support, and sustain ongoing efforts. This technical assistance will review the strategic plan for the OVP and identify opportunities for growth and development and/or replication of best practices. CBT Training: In addition, The City and the CaIVIP team is committed to supporting the overall health and well-being of the CaIVIP team under the City and our partners and their capacity to deliver effective services. As was observed in the pilot of CaIVIP, providing teams with tools and skills in the realm of self -care and encouraging mental and emotional health support during the program will not only prove beneficial, but it will also help outreach workers, case managers, intervention & prevention workers, and administrative staff in facilitating better family communication, help participants develop positive coping behaviors; contribute to educational success; and help strengthen employment skills. Family - centered services are critical to supporting transformation for the participant and those closest to A:Ia10.1k 113� him/her, but these services are also critical for our team who are essential to this work and invaluable to us as humans and agents of change in their communities. CaIVIP Team Training: Team trainings are specific to the teams doing violence intervention, prevention, and reduction work. The trainings will be a value -add to the OVP team and partners and enhance skillsets. The goal of this service is to provide teams with tools, knowledge, skills, and abilities to do the challenging work ahead and streamline processes where necessary. Training costs will encompass registration and applications fees as applicable and will support materials, learning courses, and professional development opportunities as approved by City's OVP team. Travel: Travel funds will support costs related to hotel, food, airfare, and mileage to and from conferences and site visits to other programs throughout the country related to gun violence intervention, prevention and reduction efforts as needed. In addition, the children, youth, adults, and their families who are at highest risk for gun violence, are largely living at or well below the federal poverty line in our city; therefore, meeting support (meals and transportation such as bus fare or taxi fees) are critical in and of themselves for continued trust -building between our team and community members who are at highest risk for gun violence. These incentives also provide a means to relationship and trust building necessary for successful service engagement and eventual pathways towards self-sufficiency. The requests outlined above support the City Council Overarching goals 1, 1.3, 1.6, and Goal 7. Please note: Job descriptions and proposed salary schedule has been developed in collaboration with the Human Resources Department. Additional staffing requests will be made through the annual budgeting process. EXHIBIT "B" DATE: March 7, 2022 (01 BAKERSFIELD THE SOUND OF�awtPi�lut% MEMORANDUM TO: Christian Clegg, City Manager Mario Orosco, Budget Officer FROM: Christi Tenter, Human Resources Director CT SUBJECT: PSVS FISCAL YEAR 2022-2023 Proposal - Human Resources Department BACKGROUND - A primary, and critical, function of the Human Resources (HR) Department is to administer all citywide recruitment efforts and activities. Expansion of citywide programs, services and staffing models requires continuous assessment of recruitment and retention methodologies. Each recruitment requires specialized knowledge of a position, the associated industry, and trends to attract an optimal candite pool. HR's goal continues to focus on processing each recruitment in an expeditious manner while optimizing the candidate experience and sourcing a robust candidate pool. Supporting departments/divisions with quality recruitment and onboarding efforts is a is a top priority and ultimately supports achievement of Council Goals, priority assignments and superior customer service for the City of Bakersfield. Understanding the background and in consideration of established Council Goals, the Human Resources Department is proposing the following additions for FY 22-23: Requests Proposal I Performance Metrics One (1) Staff Historically, the Bakersfield Police Support Addition - Department (BPD) held one Police recruitment Human Academy per year, or even every -other- cycle for 2 Police Resources year, hiring only a few individuals to Academy Clerk meet staffing needs. Over the past 4 sessions and years, the goal has been to hold 2 lateral academies each year in support of recruitments. hiring 100 new Police Officers, with a Schedule and goal to have 40+ incumbents support participate in each academy session. Continuous Human Resources (HR) staff administers Testing Model. all hiring aspects for BPD recruitments. Proposed Cost(s) $91,980.00 EXHIBIT "B" HR - PSVS Proposal March 7, 2022 Page 2 (Continued from Recruitments are highly regulated with Proctor exams, Page 1) multiple steps, often taking upwards of 6 grade tests, months to complete, from initial produce planning to start date. HR headcount eligibility notices One (1) Staff today, is equal to approved staffing and hiring lists. Addition - levels from 2008. Recruitments today Post and monitor Human look very different from 2008, not only in activity on Resources Clerk volume but also in technology, external job marketing and candidate sourcing. The boards. proposed position would be a Conduct dedicated resource allocated to outreach to administrative tasks for law enforcement candidates and recruitments. This will provide send mass meaningful and skilled oversight to notifications on recruitment trends, results and timelines. open Costs of the new position include office recruitments. and technology costs of $4,900 and • Register and total compensation of $87,080. support job fair attendance, • Update and report on recruitment statistic data for trainee classifications. • Coordinate onboarding and assist new hires with joining BPD. TOTAL $91,980.00 CC: Randy McKeegan, Finance Director Shayla Collins, HR Manager Brianna Carrier, Asst. to the City Manager EXHIBIT "B" f�N BAKERSFIELD F 1 R E DEPARTMENT F,R_ . MEMORANDUM . TO: Christian Clegg, City Manager FROM: John Frando, Fire Chief DATE: April 4, 2022 SUBJECT: PSVS Budget Request for 2022/2023 Fire Dispatchers 1/11 (2): The Joint Powers Agreement (JPA) for Fire Protection Services, signed September 19, 2005, lists eight (8) full time City Dispatchers at the joint (BFD/KCFD) Emergency Communication Center (ECC). In 2005, ECC Dispatchers handled 148,205 emergency and non -emergency calls for service. In 2021, ECC call volume has risen to 500,210 calls for service, up approximately 238%. To address the rising call volume, Kern County has added six (6) Fire Dispatchers since 2005 and is in the process of adding four Dispatcher Assistants (Call Takers), while the City has added two (2) Fire Dispatcher positions in 2019. The addition of two (2) Fire Dispatchers in FY 2022/2023 would allow for improved Call Answering and Call Processing times, allow for Dispatching Supervisors to supervise ECC Dispatchers rather than field the overflow of calls, and allow for increased monitoring of incidents. Consequently, this addition would greatly improve Firefighter accountability and safety. Furthermore, supplemental State funding for Public Safety Answering Points (PSAP) as well as Insurance Services Office (ISO) ratings are contingent upon meeting specific performance measures. The inability to meet Call Answering and Call Processing measures would negatively impact supplemental State funding, the Bakersfield Fire Department's ISO rating, and public safety. Craftworker II: The BFD does not currently have a designated worker to calibrate, repair, and certify critical emergency equipment. The BFD uses a combination of sworn personnel and contractors to maintain and test fire department equipment. It has become increasingly difficult to utilize off duty personnel for the purpose of equipment maintenance. This is primarily due to the unavailability of BFD personnel. Equipment often remains out of service for months until someone is available to repair and certify the inoperable equipment. This backlog creates equipment shortages which affects emergency operations in the field. EXHIBIT "B" The Craftworker II will be responsible for tracking and repairing equipment daily. Ultimately this will facilitate and expedite equipment turnaround times and get equipment back in service for emergency operations. The craft worker's duties will consist of overseeing, and performing skilled work in the inspection, repair, calibration, and certification of life safety equipment such as self-contained breathing apparatus, inhalators, monitors, breathing air compressors, personal protective equipment, and ground ladders. The Craftworker II will utilize designated computer programs for regulatory documentation, compliance and record keeping, provide logistical and technical support to fire ground operations, and integrate into the incident in a support capacity. Bakersfield Fire Department 4/4/2022 Mainfenance Division MAIr1TEPJAHCE CRAFT WORKER II 1 $ 93,513 Salary Total 1 $ 93,518 Operating Total Vehicle Start -Up Costs (Desk, Computer; Maintenance Division Total Bakersfield Fire Department Overall FY 22/23 Total Salaries $ 263,656 Full Proposal Total (Salaries) $ 243,454 $ 263,656 Total Operating $ 9,352 Total Vehicles 60,C00 Total One-time Start -Up Costsl 2.1 03 Grand Total I $ 335,108 EXHIBIT "B" BAKERSFIELD POLICE' 0 �'l HPf1AgT Ii MEMORANDUM �IFOR� , DATE: March 11, 2022 TO: Christian Clegg, City Manager FROM: Greg Terry, Chief of Police SUBJECT: FY 22-23 PSVS Proposal PROPOSAL In accordance with the Public Safety and Vital Services Measure (PSVS), this proposal continues the effort to enhance public safety services, improve the quality of life, and deliver excellent customer service to our community. This proposal prioritizes sworn and professional personnel needs that have a significant and direct impact on the goals of PSVS, ensure compliance with mandated measures, increase oversight, and improve community trust, while addressing some of the community's most pressing needs. STAFFING INCREASES SWORN One (1) Police Captain The significant increase in police personnel requires an additional division commander in the Operations Division to: • Monitor and evaluate the efficiency and effectiveness of service delivery. • Monitor crime reports / trends for necessary changes in operating policies and procedures. • Ensure compliance with mandated training, reporting, and quality control. • Reduce risk/liability through audits and compliance checks. • Develop and implement community -oriented policing strategies. EXHII 1VY/Vital City Services Measure: Police Department, March 11, 2022 PROFESSIONAL STAFF Four (4) Police Dispatchers These new personnel will: • Ensure stable staffing levels and reduce the time supervisors must answer 911 calls and perform dispatcher duties. • Reduce call wait times and progress toward compliance with the national standard of answering 911 calls within 15 seconds. • Reduce the call volume per dispatcher, which currently stands at more than 18,000 calls per dispatcher annually (higher than almost all comparable cities). • Reduce mandatory overtime per dispatcher and improve employee wellness. Three (3) Police Property and Equipment Specialists The Police Department Property Room is the sole repository for physical evidence and items seized for safekeeping. A secure evidence and property room is a critical element of successful law enforcement operations. Current staffing is insufficient to adequately process and secure the increasing volume of evidence being seized by officers. The Property Room has reached its physical storage capacity and current staffing levels do not allow for eligible property to be disposed. Current staffing levels have resulted in a reduction of hours of availability to the public. These additional positions will: • Ensure the Police Department Property Room can maintain industry standards and recommendations for evidence handling. • Increase of hours of availability to the public. Reduce time officers and detectives spend booking or acquiring evidence. Restore the ability to begin disposing of property eligible for destruction; the number of items is estimated to be over 300,000. One (1) Performance Analyst Performance Analysts serve as an organizational management force multiplier in ensuring the field performance of officers is optimal, customer -focused, and effective. Performance Analysts: • Conduct analysis on individual performance, organizational compliance, and data trends to improve the quality of police services while ensuring robust accountability and oversight. • They provide intelligence that allows executives and managers to make vital performance assessments and strategic and fiscal decisions quickly, more precisely, and confidently. • Build and monitor tools that measure oversight, accountability, and compliance across the organization. Quality oversight and accountability tools reduce the administrative burden of supervisors, managers, and executives while improving the overall performance of the Department, its management, supervision, and the quality of the services it provides. EX HP19ffVylVital City Services Measure: Police Department, March 11, 2022 One (1) Crime Analysis Unit Supervisor This position will supervise the five crime analysts within the Police Department Crime Analysis Unit. The role of supervisor is being performed by a Police Sergeant as a collateral duty. The additional position will: • Be a dedicated civilian staff member with substantial crime analysis knowledge and experience • Coordinate crime mapping and analysis activities and communication with department staff • Plan and direct unit operations and resources to ensure maximum efficiency and effectiveness. • Establish and maintain cooperative relationships with allied agencies to understand regional and national issues. • Provide information and direction on department programs and priorities. One (1) Communications Coordinator There have been dramatic changes in where and how people get news and information, and this has substantially impacted public safety agencies. We should no longer rely on traditional methods of communication to connect with and build relationships with our community. An effective communication strategy will cultivate better intra-departmental and community relationships through transparent, original, and interactive operations. This additional position will work under the direction of the Public Information Officer to: • Engage residents in preventing crime and problem solving. • Educate residents about public safety issues with timely and accurate information. • Develop original content to share information on recruitment, resources, and results of department activities. • Provide consistent messaging on department operations and enhance community engagement and trust. One (1) Clerk Typist Clerk Typists perform routine and repetitive clerical duties throughout the Police Department. As Police Department staffing has increased so have the various administrative responsibilities. This additional position will: • Perform the numerous administrative tasks specifically associated with public records requests to ensure timely, accurate, and professional release of public records. • Decrease time officers spend handling mandated administrative duties related to auto theft, missing person, and various other calls. • Decrease processing time of field and online reports. EQUIPMENT Vehicles • 15 - Patrol Vehicles; maintain vehicle availability levels and ensure rapid and efficient deployment of patrol officers. K3 EX HP1ff/Vital City Services Measure: Police Department, March 11, 2022 • 2 — Off Road Utility Vehicles; enhance off -road patrol capability to respond to calls for service, homeless encampments, etc in the riverbed and other remote areas. • 4 — PST/PET pickup trucks; necessary to accommodate the complement of Police Service Technicians (PST) in the field and an additional vehicle for Parking Enforcement Technicians (PET). Smart Speed Radar/Message Board Trailers Smart speed radar and message board trailers are portable, self-contained speed display units used for public safety and public awareness. This equipment will be utilized in areas of concern and complaints by our community. These trailers allow motorists to view their speeds and allows specific messaging to be displayed. This equipment will be utilized to supplement traffic enforcement efforts in our community. With the goal of: • Reducing speeds of vehicles traveling faster than the posted speed limit. • Reducing collision frequency and severity. • Improve the real and perceived safety of our streets and neighborhoods. OUTSIDE SERVICES Mental Health Differential Response The Bakersfield Police Department (BPD) and Kern Behavioral Health and Recovery Services (Kern BHRS) are partnering to place three (3) behavioral health (BH) clinicians within the BPD communications center alongside dispatchers for triage of BH calls. These additional staff will: • Decrease the amount of time BPD dispatchers spend on the phone with non - emergency calls that are related to BH. • Decrease the number of calls related to individuals who are currently open to Kern BHRS, or other community BH providers, at the time of the call. • Decrease law enforcement contact with subjects who have non -emergency behavioral health challenges. • Decrease response time to priority calls for service. SPIDR Tech This is a law enforcement specific customer service technology designed to improve communication and transparency with the community. The system is integrated into our computer aided dispatch (CAD) system and automatically generates customized text and email messages to victims of crime and reporting parties in multiple languages. Automated surveys are also generated after a call for service to measure community trust and satisfaction. A successful pilot project was conducted in FY 21-22. 4 EXHP ff [ Wl vital City Services Measure: Police Department, March 11, 2022 This technology will: • Improve call response times by decreasing the frequency of call-backs that occupy dispatch lines and resources. • Enhance services by proactively providing information to crime victims and reporting parties, i.e. call delays, case numbers, assigned detective contact information, arrest notification, etc. • Increase community engagement through surveys which will enable us to measure community interaction independently. • Enable us to reinforce positive community interaction and reduce liabilities through direct and timely feedback from community members. ShotSpotter Connect ShotSpotter Connect is patrol management software which uses artificial intelligence - driven analysis to help strategically plan directed patrols that feature consistent tactics designed to maximize crime deterrence with minimal harm to the community. Detects areas at highest risk for crime on a shift -by -shift and beat -by -beat basis. Protects the community by helping law enforcement know the right place and time to patrol to deter crime and in a way that minimizes bias and over -policing. Connects officer tactics and dosage to their crime impact so police can better measure and optimize their patrol strategies. A pilot project is currently underway. EX HPIj�SC�/Vital City Services Measure: Police Department, March 11, 2022 CIVILIAN POSITIONS PER POSITION POLICE DISPATCHER $ 73,500 POLICE PROPERTY& EQUIPMENT SPECIALIST $ 83,500 PERFORMANCE ANALYST $ 88,000 CRIME ANALYSIS UNIT SUPERVISOR $ 111,500 COMMUNICATIONS COORDINATOR $ 112,500 CLERK TYPIST 1/II $ 61,500 CIVILIAN SALARY & BENEFITS TOTAL SALARY & BENEFITS OPERATING MENTAL HEALTH DIFFERENTIAL RESPONSE ANNUAL SUBSCRIPTIONS NEW POSITION START UP COSTS TOTAL OPERATING EQUIPMENT FLEET EQUIPMENT INEW POSITION COMPUTER EQUIPMENT I ISMART STREET RADAR I L EQUIPMENT CAPITAL TOTAL CAPITAL MEASURE N - POLICE DEPARTMENT OVERALL TOTAL SALARIES & BENEFITS TOTAL OPERATI NG TOTAL EQUIPMENT TOTAL CAPITAL TOTAL PROPOSAL FY 22-23 QTY AMOUNT 4 $ 294,000 3 $ 250,500 1 $ 88,000 1 $ 111,500 1 $ 112,500 1 $ 61,500 11 $ 918,000 12 $ 1,222,500 AMOUNT $ 400,757 $ 187,114 $ 33,395 $ 621,266 AMOUNT $ 1,317,000 $ 35,945 $ 77,500 $ 1,430,445 AMOUNT TOTALS $ 1,222,500 $ 621,266 $ 1,430,445 $ $ 3,274,211 EXHIBIT "B" BAKERSFIELD THE SOUND 0F,5b,0 tG/kVe4W TO: Christian Clegg FROM: Randy McKeegan, Finance Director DATE: March 6, 2022 SUBJECT: Reclass of Account Clerk for Payroll In Fiscal year 2021 the Finance Department added an additional Accounting Clerk I to assist with ongoing and increasing demands in our payroll division. With this addition, the makeup of the payroll team is presently two Payroll Technician and one Accounting Clerk. While the initial plan was for the two Payroll Technicians to take the lead on more advanced payroll related items, it's become clear that the work the Accounting Clerk is performing is still more advanced than our other Accounting Clerk positions. This has resulted in a sense of disparity among the Accounting Clerks and within the payroll division itself. The learning curve for payroll is upwards of a year. Since adding this position, two clerks have moved through this position. This has caused the department to evaluate the level of work currently performed in payroll and determine a more appropriate structure. There is one individual who functions in more of a lead capacity. This individual takes the lead on training, managing workflow, and completing more complicated tasks. We would like to reclass the Accounting Clerk position to a Lead Payroll Technician. This would change the makeup to two Payroll Technicians and one Lead Payroll Technician. This allows for recruitments of individuals with higher technical skills, advancements within our department, parity among our clerical positions, as well as succession planning within the payroll division. Finance is working with HR on the development of the Lead Payroll Technician position. Proposed Positions: Lead Payroll Technician Costs (Salaries + Benefits): $37,000 Finance Department 1600 Truxtun Avenue, Bakersfield, CA 93301 661-326-3742 FAX: 661-852-2040 EXHIBIT "B" BAKERSFIELD THE SOUND OF,5fvte#jk+ V4(er MEMORANDUM DATE: March 7, 2022 TO: Christian Clegg, City Manager FROM: Christopher Boyle, Development Services Director &IF SUBJECT: Fiscal Year 22/23 Measure N, Public Safety Vital Services Funding Request INTRODUCTION The Development Services Department continues to evolve. Today, the department is actively focused on realizing the completion of no less than six major deliverables, four of which will be completed during the upcoming fiscal year. The Building Division is actively engaged in the completion of an online electronic permitting system expected to go live prior to budget adoption that will significantly advance the department's capacity to provide a streamlined permitting process — from application to occupancy. The Planning Division is engaged in the preparation of a Climate Action Plan and Municipal Services Review, and the final efforts toward bringing a new Bakersfield Habitat Conservation Plan and Incidental Take Permit to completion. The department is also emersed in the completion of the 6th Cycle Housing Element Update, a comprehensive update of the General Plan and supporting Programmatic Environmental Impact Report, expected to be completed in late 2023 and early 2025 respectively. The Code Enforcement Section (which includes the Rapid Response Team) is integral in the success of homelessness response efforts, including the success of the Brundage Lane Navigation Center and the referral network that guides clients into the facility and its many services. The Code Enforcement Section continues to build relationships with numerous stakeholders, including Flood Ministries, the Bakersfield Kern Regional Homeless Collaborative, the Bakersfield Mission, the Bakersfield Homeless Center, law enforcement agencies, the California Department of Transportation, the railroads, and Clean Cities Teams, as well as other City departments and outside stakeholders. The department functions as the mortar that bonds these agencies together in their shared collective efforts to create positive impacts within the community, including addressing vacant buildings and nuisance property that adversely impact the City. Perhaps like never before, the Development Services Department is invaluably contributing toward shaping the bright future of the community. Requests within this FY 2022/23 Public Safety and Vital Services (PSVS) budget proposal are targeted toward building capacity within the department, fine tuning organizational frameworks necessary in EXHIBIT "B" delivering expected and desired outcomes. One-time investments are requested to provide additional tools necessary for enhancing the capacity of the department. BUILDING DIVISION The Building Division includes two sections: Building and Code Enforcement. The Building Section is broken down into two subdivisions, Permits and Inspections, which cumulatively are staffed with 27 employees that guide permits through the building process from application submittal through plan check to permit issuance and, ultimately, final inspection and occupancy. The coming year will signal a significant milestone for the division as building permitting will transition to an online electronic plan check and permitting system prior to the beginning of the fiscal year. The efforts of the Building Division, focused upon providing services to the development community, are exclusively funded by Development Services Fund and General Fund dollars. PSVS funding does not support the Building Section. The Code Enforcement Section has also seen transformative change since the passage of Measure N. PSVS resources significantly support the Code Enforcement Section, especially the Rapid Response Teams focused upon addressing the impacts of homelessness in the community. The Development Services Department has the following Building Division PSVS funding requests. The Code Enforcement Section requests can be broken into three segments. First, the Rapid Response Team (RRT) needs one positional addition that would create an opportunity for seven -days -a -week coverage within the RRT. With the creation of the Park Ranger Program (PRP), there is a very real potential for more and varied coverage within the parks, and while the RRT currently provided homelessness response services in City parks, it is anticipated that with park ranger presence in the parks additional calls for service will occur. The addition of one Light Equipment Operator will provide the necessary coverage to be responsive to the heightened needs within parks at all times of the week. Without this additional employee, holes in existing coverage will persist. Second, with persistent problems created by vacant and dilapidated properties continuing to adversely affect the City's neighborhoods, the need for a focused team to better respond to the issue has become increasingly evident. Moreover, the recent dedication of funds for the purchase of substandard properties places an even greater onus toward creating a Special Projects Unit to strategically target this long- standing and important concern. Staff proposes the following complement of personnel to make up the Special Projects Unit. • Two (2) Code Enforcement Officer 1/II • One (1) Assistant Code Enforcement Officer • One (1) Operations Support Specialist The first project to be assigned to this new code enforcement tool will be vacant and dilapidated properties. Third, the Code Enforcement Section has grown tremendously as it has been responsive to and instrumental in addressing PSVS and City Council goals. A concerted need to provide targeted training to Code Enforcement Section staff is an ever-present requisite component in developing the quality employees that represent the Code Enforcement Section and its RRT. A modest request of $31,250 will help facilitate the continued training of staff, ensuring that we continue to develop the best Code N EXHIBIT "B" Enforcement Section possible. The Table below delineates the FY 2022/23 PSVS budget for the Building Division. Homeless - Code Enforcement & Rapid Response Team (RRT) FY 2022-2023 Request CODE ENFORCEMENT OFFR 1/II 2 $ 214,812.00 ASSISTANT CODE OFFICER 1 $ 86,581.00 LIGHT EQUIPMENT OPERATOR 1 $ 86,581.00 OPERATIONS SUPPORT SPECIALIST 1 $ 80,387.00 Code Enforcement & Rapid Response Team Salary + Benefits Total 5 $ 468,361.00 One-time Start -Up Costs (Desks, Computers, Radios, Trash Bins, etc.) $ 70,250.00 Training $ 31,250.00 Special Projects Operations $ 150,000.00 *One -Time Vehicle Purchase: One (1) F450Single cab stake bed $ 75,000.00 *One -Time Vehicle Purchase: One (1) Mid -Size Pickup $ 28,000.00 *One -Time Vehicle Purchase: Two (2) Mid -Size Sedans $ 60,000.00 *One -Time Equipment Purchase: Two (2) 40' metal storage containers $ 20,000.00 Code Enforcement & Rapid Response Team Total $ 9,02,861.00 Total FY2022-23 Measure N PSVS budget requests benefiting the Building Division are approximately $902,861.00. Please review Exhibit B and C for elaboration. PLANNING DIVISION As noted in the introductory portion of this memorandum, the Planning Division is actively engaged in multiple key deliverables that have the division working at a maximum capacity. With this in mind, a separate memorandum will propose significant reorganization of the Planning Division to better position the division to deliver necessary core services. Currently, the only section of the division that receives PSVS support is the Advanced Planning Section. With the reorganization of the Planning Division, creating a Special Projects Section, additional PSVS support is requested to maximize the potential capacity of this new section and one of its intended core purposes: delivering PSVS projects to completion. Although the section's purpose and mission will be expanded upon as part of a separate memorandum, one Associate Planner I is requested as part of the FY2022/23 PSVS budget. Additionally, the need to provide training opportunities for Planning Division staff has never been more important. $10,000 is proposed to support training activities for PSVS-funded Planning Division staff tasked with completing long-range planning deliverables (such as the General Plan update) that will impact the City generationally, as well as delivering on Special Projects that facilitate the realization of PSVS and City Council goals. The Table below delineates the FY 2022/23 PSVS budget for the Planning Department. I EXHIBIT "B" Planning Division - Advance Planning FY 2022-2023 Request ASSOCIATE PLANNER 1 1 $ 100,352.00 Planning Division Salary+ Benefits Total 1 $ 100,352.00 One-time Start -Up Costs (Cubicles, Desks, Computers, etc.) Training $ $ 6,000.00 10,000.00 Planning Division Total $ 116,352.00 Total PSVS requests benefiting the Planning Division is approximately $116,352.00. Please review Exhibit D and E for elaboration. ATTACHMENTS Exhibit A: Proposed PSVS Budget — Development Services Department Exhibit B: Proposed PSVS Budget — Building Division Exhibit C: Proposed Building Division Revised Organizational Chart Exhibit D: Proposed PSVS Budget — Planning Division Exhibit E: Proposed Planning Division Revised Organizational Chart CC: Phil Burns, Building Director Paul Johnson, Planning Director David Paquette, Code Enforcement Manager Cassaundra Cotera, Business Manager 4 EXHIBIT "B" EXHIBIT A Measure N PSVS Budget — Development Services Department Homeless - Code Enforcement & Rapid Response Team (RRT) FY 2022-2023 Request CODE ENFORCEMENT OFFR 1/II 2 $ 214,812.00 ASSISTANT CODE OFFICER 1 $ 86,581.00 LIGHT EQUIPMENT OPERATOR 1 $ 86,581.00 OPERATIONS SUPPORT SPECIALIST 1 $ 80,387.00 SERVICE MAINTENANCE WORKER 0 $ - Code Enforcement & Rapid Response Team Salary+ Benefits Total 5 $ 468,36L00 One-time Start -Up Costs (Desks, Computers, Radios, Trash Bins, etc.) $ 70,250.00 Training $ 31,250.00 Special Projects Operations $ 150,000.00 *One -Time Vehicle Purchase: One (1) F450Single cab stake bed $ 75,000.00 *One -Time Vehicle Purchase: One (1) Mid -Size Pickup $ 28,000.00 *One -Time Vehicle Purchase: Two (2) Mid -Size Sedans $ 60,000.00 *One - Time Equipment Purchase: Two (2) 40' metal storage containers $ 20,000.00 Code Enforcement & Rapid Response Team Total $ 902 86L00 Planning Division - Advance Planning FY 2022-2023 Request ASSOCIATE PLANNER 1 1 $ 100,352.00 Planning Division Salary + Benefits Total 1 $ 100,352.00 One-time Start -Up Costs (Cubicles, Desks, Computers, etc.) Training $ $ 6,000.00 10,000.00 Planning Division Total $ 116,352.00 Measure N Phase 3 Proposal - Development Services Department FY 2022-2023 Request Total Salaries + Benefits (All Divisions) $ 568,713.00 Total One-time Start -Up Costs (All Divisions) $ 76,250.00 Total Training (AII Divisions) $ 41,250.00 Total Special Projects Operations $ 150,000.00 Total One-time Vehicle Costs (All Divisions) $ 163,000.00 Total One-time Equipment Costs (All Divisions) $ 20,000.00 Proposal GRANDTOTAL (Sub -Total + One -Time Costs + CIP Projects) $ 1,019,213.00 NOTE: All Costs are Measure N Funded only. Operating Total (Supplies, Rental, Training, Memberships, Etc.) TBD in Annual Budget Process *New Personnel Request Memo 5 EXHIBIT "B" 00% BAKERSFIELD THE SOUND OF,5We1t1MJ VeRer MEMORANDUM March 3, 2022 TO: Christopher Boyle, Development Services Director FROM: Phil Burns, Building Director SUBJECT: Fiscal Year (FY) 2022/23 PSVS - Building Division Budget Request Exhibit B In the last year, Code Enforcement has addressed 6,217 complaints, 4,690 encampments, made 1,923 contacts and hauled off 2,965 tons of trash. Much of these successes have been due to the strong partnerships developed with Bakersfield Police Department (BPD), Flood Ministries, and the Brundage Lane Navigation Center and other agency partners. The Building Division is proposing to add five positions and four pieces of equipment for FY 2022/23, all within the Code Enforcement Section of the Building Division. Within the Rapid Response Team (RRT), one Light Equipment Operator are proposed, along with one F450 single cab stake bed pickup with side lift. Ancillary expenses include two storage containers. Within the regular (non-RRT) Code Enforcement complement, the Building Division proposes to add a total of four additional employees to create a special projects team to address vacant and dilapidated structures, a topic that the City Council has received multiple reports on at the committee level. Three vehicles are proposed in support of this new team. Rapid Response Team The Code Enforcement RRT has now been up and running for two years with constant expansion. Although hiring of funded positions has been challenging, the hiring of a fourth RRT team is nearing completion. This fourth team will focus on homelessness within the Kern River corridor, allowing the RRT to deploy new strategies for all four teams. Code Enforcement RRT continues to stay very active. This is not expected to change with the implementation of the fourth team. A shared goal in Code Enforcement is to further increase efficiencies within RRT while supporting enforcement partners in delivering desired results. An additional goal will be the consistent reporting of outcomes. The Division has had significant personnel changes in the last year, which has had an impact on both delayed responses to complaints and delayed reporting with analysis. Adding one Light Equipment Operator and the additional stake bed pickup provides more fluidity in responses to the various needs of city homeless encampment enforcement units in both Code and the 0 EXHIBIT "B" Police Department. The addition of one staff member and supporting equipment will create two independent clean-up teams to be available seven -days -a -week, with four teams available Monday thru Friday, providing enhanced capability to pickup and secure "property" along with increased capacity for removal and disposal of debris. Interaction between BPD Impact Teams and Code Enforcement Officers should also be more effective and efficient. In February of this year, Code Enforcement started the process of separating "Hot Spot" Code Enforcement officers from the clean up crews to be better able to dispatch clean ups where necessary. The additional Light Equipment Operator results in one team with embedded clean up staff and two teams to float as needed, providing scalability to include servicing roll -offs. The additional adaptability is significant, and with the Clean City Teams further integrating with RRT and Code Enforcement, having the right equipment and manpower becomes advantageous. Thus, the additional staff member add another layer to the ability to react quickly and efficiently while providing thorough clean ups. There is an expectation that there will be a need for more property storage. Thus, staff also proposes to purchase two additional 40-foot metal storage containers at a cost of $20,000.00 total. The RRT also received the approval to purchase a grapple trailer as part of mid -year budget adjustments. The costs for the additional Light Equipment Operator, F450 Ford truck, storage containers and miscellaneous start-up costs is $195,631.00. Special Projects Team The Building Division is also proposing a dedicated Code Enforcement team to focus on dilapidated buildings and nuisance properties. For some time now, staff has studied approaches to mitigating the adverse impacts brought on by vacant and dilapidated structures. Currently, the City is engaged in its first property receivership case and the City Council has dedicated significant financial resources toward the purchase and rehabilitation of additional properties. There will be a significant need to manage these programs, be it receivership, demolition, rehabilitation, purchase and resale, or owner mitigation. For this reason, the Building Division proposed a targeted expansion of Code Enforcement to create a Special Projects subsection with the division to guide and manage these multiple efforts toward positive resolution on a case -by -case basis. This Special Projects team would be made up as follows: • Two (2) Code Enforcement Officer 1/II • One (1) Assistant Code Enforcement Officer • One (1) Operations Support Specialist The costs for the Special Projects Code Enforcement team, its vehicles, and miscellaneous start-up costs is $525,980.00, Operations Additional funds to support the increase in demolitions and possible legal proceeding through the City Attorney's Office should be anticipated. Initially, as part of this PSVS Operations budget, $150,000.00 is requested. These funds will support the efforts of the Special Projects Code Enforcement unit. 7 EXHIBIT "B" As the Code Enforcement Section has grown, the need to provide career training has also grown commensurately. Today, over half of the section is dedicated to addressing the adverse impacts of homelessness, with an additional team now proposed to continue that effort by addressing vacant and dilapidated structures that have blighted neighborhood and impact the quality of life of residents. $31,250.00 is proposed to be dedicated to providing training opportunities for PSVS-funded staff. This investment in professional development will further the knowledge and skill sets of the Department's most valuable asset, its employees. Thank you for the continued support of the Building Division. E. c� t U ro C 0 ro N ro U i O v v CC C 0 .j C) a0 .3 Co v O O_ O M m X w Special Protects Code EdWC�reft (P ro posed ( 1 Bath Building Director Phil Burns Cade Enforcement Manager (1) Code Enforcement North CE Officer III [1) CE Officer III (1) l ------------- CE Officer 1/1 (11 CE Officer I/II (5j CE Offrer I/II (5, AsA CE Officer It: CE Officer 1/II (2) CE Officer I/II (2) Operatiors Asst. CE Officer (1( A.:r--t. CE Offs er (1) support Spe . (1i C1 rk Typist (1) 6erk Typist (1} DS T=chnkian (1) • propose d p osi do n PSVS fund Clean-UpCrew 1 1 Code Enforcement .5uperui5-orI1(1} I CEOfficer111[1) Clean-UpCrrw Code Enforcement CE Offizer1/1112) 11 RRTV1 ' LEO [I 1, LEO I-t .5MW (S( Clean-UpCra Code Enforcement LEO (2( CE Offi.erl/1112} i RRT92 SMTW (2) Clean -Up Crtiy Code Enforcement it LEO (1) CE Offieerl}n 12} RRT13 5MW (2) CI_an-UpCrl=w Code Enforcement LEO 121' CE Office r 1/I 112 j RRT 94 SNT4V 12� G EXHIBIT "B" Exhibit D BAKERSFIELD THE SOUND OF5awZe[ kf Vror MEMORANDUM DATE: March 3, 2022 TO: Christopher Boyle, Development Services Director FROM: Paul Johnson, Planning Director PJ SUBJECT: Fiscal Year (FY) 2022/23 PSVS — Planning Division Budget Request The Planning Division is actively engaged in multiple long-range key deliverables that have the division working at maximum capacity. With this in mind, a separate memorandum will propose significant reorganization of the Planning Division to better position the City to move quickly in planning for growth and delivering essential core services for Bakersfield's expanding population need. Currently, the only section of the division that receives Public Safety and Vital Services (PSVS) support is the Advanced Planning Section. With the reorganization of the Planning Division, creating a Special Projects Section, additional PSVS support is requested to maximize the potential capacity of this new section and one of its intended focused purposes: delivering PSVS projects to completion. Although the section's purpose and mission will be expanded upon as part of a separate memorandum, one Associate Planner I is requested as part of the FY2022/23 PSVS budget. Please review Exhibit E: Proposed Planning Division Revised Organizational Chart for graphic understanding of the overall proposed reorganization of the Planning Division. The costs for the additional Associate Planner I, including miscellaneous start-up costs is $106,352.00. Additionally, the need to provide training opportunities for Planning Division staff has never been more important. Therefore, $10,000 is proposed to support training activities for PSVS-funded Planning Division staff tasked with completing long-range planning deliverables (such as the General Plan update) that will impact the City generationally, as well as delivering on Special Projects that facilitate the realization of PSVS and City Council goals. The total PSVS request benefiting the Planning Division is approximately $116,352.00. Thank you for the continued support of the Planning Division. 10 ro t U r6 c O ra N rz an O v v c O .N an c c rn a v N 0 a 0 a M m_ X LLJ Business Manager Account Clerk II Secretary II Advanced Planning i Principal Planner Associate Planner II Associate Planner I Associate Planner I Associate Planner ii DS Technician Deve{opment Services Director I Planning Director I I land Division I Principal Planner Associate Planner II Associate Planner II Clerk Typist As.st. Planninjj Director* Current Planning Principal Planner Associate Planner II Associate Planner DS Technician Clerk Typist Special Projects* Principal Planner* Associate Planner 1z DS Technician* GIS Technicianl New Positions/Secticns* PSVS Funded Position 81 KERSFIELD Bakersfield Fire Capabilities In 2021 the BFD responded to over 50,000 incidents OES Type 1 Haz-Mat team OES Regional USAR task force OES Swift Water rescue team One ALS Engine State response to wildland fires Prevention and Inspection Services 21/22 Budget Comparison 1 . Glendale Fire Department (9 Stations)-$76.2 million 2. Fresno Fire Department (21 Stations)- $75.2 million 3. Riverside Fire Department (14 Stations)- $73.9 million 4. Ontario Fire Department (8 Stations)- $69 million 5. Stockton Fire Department (12 Stations)- $62.8 million 6. Fremont Fire Department (11 Stations)- $58.8 million 7. Pasadena Fire Department (8 Stations)- $56.3 million 8. 9. Modesto Fire Department (11 Stations)- $39.9 million 10. Oxnard Fire Department (7 Stations)- $31.6 million 2021 Incident Responses 1 . Stockton Fire Department (12 Stations)- 57,500 2. rs 3. Fresno Fire Department (21 Stations)- 49,504 4. Riverside Fire Department (14 Stations)- 41,099 5. Modesto Fire Department (11 Stations)- 33,198 6. Ontario Fire Department (8 Stations)- 22,100 7. Oxnard Fire Department (7 Stations)- 21,136 8. Glendale Fire Department (9 Stations)- 18,925 9. Pasadena Fire Department (8 Stations)- 17,450 10. Fremont Fire Department (1 I Stations)- 15,889 Figures are in Millions 5520 — 5.o $596 _ $se D sssD $500 $52➢ 55DO sae D Average BFD How does the BFD compare to our survey cities Total Responses Cost Per Response 50,375 slew Ke. — jLsw aD.DDD Slaw 31,503 sl.zw 3D.WD w0 20.W0 $w0 szDD o s- Average BFD Two Rescues Two member units EMS 2-in & 2-out Command Improved response time Concurrent call availability Most suitable equipment Neighboring resources needed less often Average BFD Two (2) Fire Dispatchers In 2021 ECC call volume rose to 500,210 calls for service a 238 % increase since 2005. County has added six dispatchers since 2005 City has added two dispatchers since 2005 Recent evaluation recommends the city add eight (8) dispatchers to its compliment State funding & ISO are tied to performance ECC is not meeting the state benchmark ECC is just meeting NFPA 1221 One (1) Fire Service Technician The technician will be responsible for repair, calibration, and testing of critical firefighting equipment • Logistical support of large incidents • Will allow engines to stay in their first in area Fund FY 21/22 FY 22/23 Change %Change Proposed General Fund $ 44,857,729 $ 49,946,739 $ 5,089,010 11.34% Certified Unified Program $ 1,612,228 $ 1,550,603 $ (61,625) -3.82% Agency (CUPA) Public Safety & Vital $ 5,691,028 $ 6,300,095 $ 609,067 10.70% Services Total I $ 52,160,985 $ 57,797,437 $5,636,452 10.81% Public Safely and Vital Services Stall Salary a Benefits Is 22123 AdMnistratlan Division FIRE DISPATCHER I ] $ MAW $ 170,138 Operating Total Start -Up Costs (Desk. Computer) Administration Division Total $ 174138 Mainenance Division Fire Service Technician 1 $ 93518 $ 93,519 Operalin9 Total 9,353 Vehicle 6a000 Stad-Up Costs (Desk, Computer) 2100 Maintenance Division Total $ 164.970 Fall PioposelToWi DstiaM» $ 163,656 Total Operating 5 9352 Total Vehicles ao.DDO Total one -fine SWO Up Cosh 2,100 Grand Total $ SaS,IN Purchase of One (1) Type One Fire Engine • Improve the BFD's aging fleet • Increase the reserve apparatus count • Supplemental staffing • Training commitments Keep engines in stations and in service Cost $ 950,000 Questions ... w BAKERSFIELD 40 1* T 2 4/14/2022 %W RECEIVE AND PLACE ON IL ATpW5 MEETING OF 9 BAKERSFIELD POLICE DEPARTMENT PUBLIC SAFETY AND VITAL SERVICES MEASURE PROPOSED FY2022/23 BUDGET PUBLIC SAFETY UPDATE Mission The Bakersfield Police Department partners with our community to protect the lives and the property of the people we serve. Community Policing Problem Solving (PS( • Parinerships(P) Organizational Transformation (OT) G 4/14/2022 4r Q PART 1 CRIMES UPDATE _�n PART 1 CRIMES 2019 - 2021 5000 4WD 3000 ZYS WNS 2000 1]!6 1" COMPARABLE CITIES BAKERSFIELD FRESNO MODESTO OXNARD STOCKTON 02019 •2020 .2O21 2 4/14/2022 4 4 5 A PART 1 CRIMES 2019 - 2021 COMPARABLE CITIES 5000 4WD 3000 NRR xaos we 20W 17M 100o 0 BAKERSFIELD FRESNO MODESTO O%NAND STOCKTON 5.15' 5.62- 7.22• 3.42" 11.51` 02019 •2020 .2021 "CFlme Role per 100D for 2021 CALLS FOR SERVICE ..,:2020 2021 Telephone Call 702,849 776,847 911 Calls 266,196 292,183 Dispatched Incidents 240,161 249,359 F 4/14/2022 L 7 8 CALLS FOR SERVICE commumcaoons Centec Priority 1 calls by Pistol year �m ♦11% Pon Llss z: sm22.823 2020 2021 Telephone Call 702,849 776,847 911 Calls 266,196 292,183 Dispatched Incidents 240,161 249,359 CALLS FOR SERVICE camm.mo�ionr ceme. Priority a calls by iiHal rear wm all% L S-zm 'ezI NINE 020 2021 ; Telephone Coll 702,849 776,847 _ 911 Calls 266,196 292,183 Dispatched Incidents 240,161 249,359 @! V 0 4/14/2022 4 Al 10 RESPONSE TIMES PRIORITY I - RESPONSE TIMES RESPONSE TIMES PRIORITY 1- RESPONSE TIMES o.zo os 6% 10% 8% 1% 3% 1% o re.ss o:m.0 om.Y oa:zs o:ox v O.OI:M 4.m.m WnY CwXra SemY MYI M•Vo V.IIp YY�xceon.,...r. n.�. �zcexx.w•r. rim. �xceomn eY•e.. •.•�•Y.. clpm. 5 Q 0 4/14/2022 re 11 12 RESPONSE TIMES PRIORITY 1- RESPONSE TIMES b% 10% 8% 1% 3% 1% o.onu o.m:a o.v.si oms omm NartM1 Gnml bmM1 MYI 1NVo Wlle/ �3W0R.-.-T.— ngn.GryWIJf Call Volume 6% 10% -1.2% 1% 9% 3.8% UPDATE: POLICE STAFFING HUMAN RESOURCES DEPARTMENT BAKERSFIE�'L`'D THESOUND OF5dWN 't3o, M. V 0 4/14/2022 V RECRUITMENT GOALS Council Goal #1 - Quality Public Safety Services PSVS hiring goal for police sworn staffing: Hire 100 officers over a 3-year period July 2019 389 sworn personnel 13 4 `. 14 Q 0 4/14/2022 I7 `-9 15 16 INFRASTRUCTURE - In Motion: Opening of BPO Training Facility: Increase Academy Class Size and Sessions Reduce Repetitive Steps in Lateral Exam Expanded Recruitment Postings Sources leg,. banners, websites, etc.) Candidate Text Messaging Candidate Self -Scheduling Options Recruitment Outreach & Social Media Exit Interviews and Employee Surveys Road Ahead: Staffing, Communication and Collaboration New Initiatives Applicant Engagement Team (AET) RECRUITMENT PROCESS Apply Peace Officer Standards and Training (POSTI - W Men - Application Period 2- 4 Weeks Pallet B Examination Process: Written - Physical Agility - Oral Exam Pre -Employment Process: Pre -I ire A6ley from Background Exams ft Polygraph Psychological Exam Bodir oum Medical Exam Pays Ph oral Exam Six Month Process from Application to Academy Start ro Q 0 4/14/2022 L t 17 18 INITIATIVES -COMPLETED Cornerstone Communications- Behind the Badge Revised Police Trainee and Police Officer Job Specifications Hiring Incentive -Trainee and Lateral/Academy Graduate "Sponsored" Trainees for Academy Equipment Employee Referral Program Staffing -Retired Annuitant and Human Resources Retention and Longevity Bonus- 2021 Continuous' Live" Recruitment Exam Schedule Expanded outreach and social media campaigns ter_ 141 IN 4/14/2022 4W t 19 20 BAKERSFIELD POLICE DEPARTMENT RECRUITMENT WEBSITE Goals Applicant Resources Ease of Application Recruitment Process Information Social Media Integration Search Engine Optimization Job Search Job Alerts Mobile Website Presence Statistic Reporting WWW`JOINBPD.US JOIN BAKERSFIELD POLICE DEPARTMENT The Bakersfield Police Department is proud to protect Be, residents, businesses, and visitors of Bakersfield. Dur department Is growing and our community desires Police officers who represent and will uphold the values of our citizens. Police Officer candidates who are compassionate, professional, accnnntable, and possess a passion for public service are highly encouraged to apply. The Bakersfield Police Department strongly believes that having the best employees provides the best service to the community and makes us the sound of something better. ACTIVITY SUMMARY •BAKERSFIELD PB 1IBE ■FIBBT■!BT Police Academy - _---- --- _ Completed 5 BPD Police Trainee Academies; - Current academy March 28, 2022; 35 new hires Police Academy Graduate/Lateral - Continuous Recruitment; 11 hired 1 pending start; 2 in background currently HIRED 218 10 Q 0 4/14/2022 21 ENVIRONMENTAL CONSIDERATIONS The "Great Resignation" COVID-19 National Protests Qualified Immunity Department of Justice (DOJ) Presumptive Changes Geographic and Local Economy Compensation and Benefits 400 22 Q 4 4/14/2022 A 6 23 24 INITIATIVES - FUTURE Early Engagement Efforts / Mentorship ➢ Physical Fitness Preparedness R Sustainability ➢ Assess Relocation and Temporary Housing ➢ "Sponsored" Trainees from non-BPD Academy ➢ Job Fairs and Targeted Recruitment Efforts ➢ Compensation Study PlSY�l9:l PROMOTE, PROMOTE, PROMOTE PUBLIC SAFETY UPDATE PSVS Overview • Operational Growth • Services and Partnerships • Technologies Community Policing Strategy • Problem Solving • Partnerships • Organizational Transformation 12 U 4 4/14/2022 M 4 4w 2s 26 LANDSCAPE CHANGES CvID-13 1 1; Publi�ords Request RIPAIo::I OPERATIONAL GROWTH Field Services - Traffic Field Services- Patrol Restore Motorcycle A. Increase in number Res of officers per shift UniSpeeding Increase in Field Enforcement Supervision High Visibility Sergeants Patrol Senior Officers • Street Racing Special Events w 13 If 4/14/2022 4r 4 27 28 OPERATIONAL GROWTH Special Ouerafions Division Wellness Coordinator Restore Impact Team Homelessness • Quality of Life Special Enforcement r 4 Unit ®•*", �V Increase officersC.IVIP,creasetrainingantl -s�capacity of Tactical ttT9n s6Teams 4-0�$� s OPERATIONAL GROWTH Administration Division Quality Assurance Unit • Chief's Adjutant Internal Affairs - Sergeant Investigators 14 V LN 4/14/2022 OPERATIONAL GROWTH Administration Division Investigations Division • Quality Assurance Unit Increase Detectives Homicide • Chief's Adjutant Special Victims Unit • Property Crimes • Internal Affairs - Sergeant Investigators Create Cold Case Unit ,r 0_•1 29 OPERATIONAL GROWTH Administration Division Investigations Division Support Services Division • Quality Assurance Unit Increase Detectives Homicide Communications Chief'SAdjutomt Special Victims Unit Call Taker Property Crimes Internal Affairs - Police Report Sergeant Investigators Create Cold Case Unit Specialist Police Equipment and Property F - Specialist o_a 30 15 V CA 4/14/2022 SERVICES AND PARTNERSHIPS / Call omersian Pro{ram:362 Totalpl9 11 �� Mental Health Call Diversion Pilot Project • Began August202l • wed -Saturday 2pm - midnight 31 SERVICES AND PARTNERSHIPS Homelessness and Quality of Life issues 32 1JCALIFO C California Violence Intervention and Prevention Program (CaIVIP) T School Resource Officers 16 V 0 4/14/2022 4 33 34 TECHNOLOGY X•, ShotSpotter Detect - Protect. Connect fi'ock safety FY 2022-23 NEW POLICE OFFICER POSITION One (1) Police Captain Total New Swom Positions The signlncem Increase inpolka parsonnel aq—an additional tlMs— commands, In Pa ogeml,alss Division lo'. Moarw and eye I, she the errlcvet, and aRecrbaned of e—helivar, • Montlwalmareports/l'me, m,nem., changes In operating pollees an. pmce0ures. Forme complopc, wnh mandated trainman reporting, one quality control ReEuca rtk/Ilea lky lhmugh audits and compliance checks Develop and implement community achina panang strategies: 17 Q 0 4/14/2022 i, U 35 36 FY 2022-23 NEW PROFESSIONAL STAFF POSITIONS Administration Division Public Information Office One (1( Communications Coordinator • Enga9emsldoms In.rayon Mg C rime an problem n in¢ • Educate hand is about public where muss with timely and accurate lntormalion. • peaelop amend) ortanIo share lnlorm alien on recruttmas res-fred and resultsof d apartment a El Mlles. FY 2022-23 NEW PROFESSIONAL STAFF POSITIONS Administration Division Public Information Office One (I) Communications Coordinator Engage residents in oneaentlgq crime and problem 5011 ng. Educate residents about pubto plan, Ares with timely and accurate Information. oevelopongmol content -o snare information on recruitment resource, and revm a oelsommem anwnles Quality Assurance Unit One(1( Performance Analyst Condon onmvse on no rmampuw nduol perfoance. ganeater cece. End data trends to -mprove me quality or police services canoe ensuring robust acese nta&my and ove¢f. may p,ovbo Innsidence that allows execri and managers to make total performance assessments and strategic and niwl decisions quicklymore precisely, and confident ¢ hour and mi tools that meaemaoverslgnt accent.sher E no compliance Dares:Ina orgorcater, Q V 4/14/2022 4 ra 37 38 FY 2022-23 NEW PROFESSIONAL STAFF POSITIONS Investigations Division Crime Anpinis Unit One (1) Crime Analysis Supervisor' mcre ramrod I ore mmfrrmfvm wilrtorlamry of o Pouex•e..m. Flan and dread unit opemnens and resources to ensure mailmum official and effedivanesc Establish and maintain cvoperaflve rei afionsnips with aided agendee to undemand regional and notional 65d es. coordinate trine mapping and analysis acfiNfleS and mmmunicallor with department Aar FY 2022-23 NEW PROFESSIONAL STAFF POSITIONS Investigations Division Crime Analysis Unit One (1) Crime Analysis Supervisor" 1nererynm,ilid, ue wnenMawnohi 1,, m n Pnliwsedg I. ylar and aired unit opdrafidno reroureestocome, mr.immm emaeney and enectoan a Establish and maintain cooperatme relationships with awed agender to understand heglondl and rotor at i:mes. Coordtnate mien, harping and anaMes act tvities and ca har-dation with department stag. Property Room Three (3) Police Property and Equipment Specialist Ensure in depanmenf can malhan ineusn sfanaards and la—mr—dauom mr maunry Aaraaarz lhch a hours of a v.lhe Aty to the ando Red -a lime office¢ and deteclrves sperd badeng and acquiring evident, Restore the ability to begin niiyoend of anenlmafed3 ,CKOItams hoody for desimcllon. 19 Q 0 4/14/2022 4W 4 39 40 FY 2022-23 NEW PROFESSIONAL STAFF POSITIONS Support Services Division Comggljge Upns Center Four (4i Police Dispatchers Ensure stable sfoffing levels and redaae the rime supervisors must answer911 calk and penwm dispatcher dunes. Reduce cauwan times sad pogresi f—en compliance with the national standard of answerhig or of 911 muswrcrr 15 seconds. Reduce the call volume per dispatcher which currently stands at moss then IBW] calls per tlupafcner arvvally (higher then almost all campamble cinesl_ Reduce mandom, ovehfine per dispatcher and lmpave employee war as, FY 2022-23 NEW PROFESSIONAL STAFF POSITIONS Support Services Division Four (4) Police Dispatchers Ensure stable staffing levels and redice the time supervisors must answer 911 calls and perform dispatcher duties. Bache. call wait imes and p achy. toward complained with the national standard or answa11ng 95% of 911 oa1swnnm is seconds. Reduce the call volume per dispatcher, while in ounemb stands at more than le(W calls per dup etcher annually I nigher than almost all contended does] Reduce we, hems, overtime per researcher and Improve emplgee wennes Police Records Unit One(l) Clerk Typist . 'Decrease time broad spend handling mandated ddmmamnve dunes related to auto men, mining person, ono vanous other calls. Decaau pocessing time of field and online reports. 20 4) 0 4/14/2022 4W 41 42 FY 2022//-23 NEW PARTNERSHIPS AND SERVICES Ora Kan..iaral Healh and Recmay Still Parse ldp Canmumcanom Cent%C116i-Crisis Call Diversion Program Decrease [he amount or rate BPo Curator spend on he phone with non emergency bails mat are related to ait Decrease the rent be, or cols related to maNlaoals who are cunemly open to Kern BDS, or at aommuchy aN prase ea at the time of the Col. Decrease law enforcement contact with subjects who have no, emergency behaviall health challenges Decrease response time to sherhy calls torseMce. During Pilot Project (Augus12021-clidi-Appospencfely 63%of the calls handled by the clinician was reieved or linked to current ii resources and did not require a police response. FY 2022-23 NEW PARTNERSHIPS AND SERVICES cea.h _pi ShotSpotter Connect Sho6poser Conned is patrol management sohware_ Detects areas at highest h forcrate on a shirt by shift and bebl by beat eves Connects officer acres and dosage to melt Crime mpod so ponce can better meaeore and opnml:e their patrol nmtegles. Protects "'.."maims by helping law enleucement know the rjght place and time to patrol to dater orc a and in away?hot Chemsei biro and overrpolicing. 21 Q 0 4/14/2022 M 4 43 44 FY 2022-23 NEW PARTNERSHIPS AND SERVICES SPIDIR SpidisTech T E C H Improve Comm —ratan and rranspre anry win 'he common iv nutral mlly gal-stascmromhetl text antl email messages ra vtlilns of crime antl reponlgq patlles In multiple languages. nNomoretl surveys and also genend ed diara roll luservice to measure mmminly null and sat trichon. — Now adopts wem You"'D Me PrabrabnolDm0 o . the Bakeralard Police Meet that you interacted wlm9 `•�"••��^^ " - -_L.. Did Your mort recent reelected with the BPD chonge your opinion about police? n.. r...-..-"r -- Plea.Me redOe haun you Drink are neprbors.a paMenn wHNn Your FY 2022-23 NEW EQUIPMENT REQUEST Patrol vehicles Fifteen (15) Ford Explorers This will help maintain current vehicle availability levels and ensure rapid and efficient deployment of patrol officers. 22 rV LJ 0 4/14/2022 4 OAW 45 46 FY 2022-23 NEW EQUIPMENT REQUEST Patrol vehicles Fifteen (15) Ford Explorers This will help maintain current vehicle availobility levels and ensure rapid and efficient deployment of patrol officers. Off -Road Utility Vehicles Two Police OUV These vehicles will enhance off road patrol and traffic enforcement capability to respond to calls for service, homeless encampments, etc in the riverbed AV and other remote areas. FY 2022-23 NEW EQUIPMENT REQUEST Patrol Vehicles Fifteen (15) Ford Explorers This will help maintain current vehicle availability levels and ensure rapid and efficient deployment of patrol officers. Off -Road Utility Vehicles Two (2) Police OUV These vehicles will enhance off -road patrol and traffic enforcement capability to respond to calls for service, homeless encampments, etc in the riverbed and other remote areas. Truck Four (4) Police Servlce Technician Pickup Truck These vehicles are necessary to accommodate the increased complement of Police Service Technicians (PST) and Parking Enforcement Technicians (PET( In the fleld. 3 23 V 0 4/14/2022 low 47 48 FY 2022-23 NEW EQUIPMENT REQUEST S.M AR.T. Radar Trailers Two (2) trailers ,Speed Monito, Awareness Ratlartrrshers Portable, self-contained speed display trailers to be utilized in areas of concern and complaints by our community. Our goals are to: Reducing speeds of vehicles traveling faster than the posted speed limit. Reducing collision frequency and severity. Improve the real and perceived safety of our streets and neighborhoods. FY2022-23 BUDGET SUMMARY Iema. L F,ovoser irvLri6alery and Vllal Sorvlrrr 9u*,®rl 9nk-111III n11R[F nor.,nnu.,n �i m 00 0 o ems= NSRWYf YMBIIi 11 S >�aL999 24 Q 0 4/14/2022 4 FY2022-23 BUDGET SUMMARY Jr 49 Questions? • 6w 50 25 �y a/1a/zozz RECEIVE AND PLACE ON IL ATPyfS MEETING OF L/ t ,r (W iBAKERSFIELD POLICE DEPARTMENT PUBLIC SAFETY AND VITAL SERVICES MEASURE PROPOSED FY2022/23 BUDGET 1 PUBLIC SAFETY UPDATE 2 Mission The Bakersfield Police Department partners with our community to protect the lives and the property of the people we serve. Community Policing Problem Solving (PS) Partnerships(P) Organizational Transformation (OT) 1 4/14/2022 `J 1 z Fulfilling seal gpo a& -ding 1-noraove ponce response Lures, reduce countsr and increase Council neiphLorlwtl polka""..- Goals ro.h. N,wingrapdresp Is and roL.. Mainleininglimprovmy mpq � esponu to 9n^9 vb'znce no, ectgw g d p oaror," peventigp pent cnmez. - r Iwrganas I en buens Keeping purr. areas ufe aM ban • S",,, dQhg the caw" d the SwWl Enloauement Una Ea Wading the School Resourte Mar Program RECEIVE AND PLACE ON FIL ATaSrS MEETING OF Z 2. M..t..tg a entry.0 d"agulppetl clau n raW he tlepanrrenl Reducing homekssness through paMOahipS wdh -I.. p—dJers to mcreax outreach. sheherrng and constructor, of III; ad.,dah. housing ELO ,MaY9 ,AKERSFi aittity UpECn T iaug C it • deveboough ecmo bpman Warrants rete1 N tl 1 and ..I tle bprridnf Entrancing ermNMetleWpllW the wmmmllr to urprwstltegtuMy dM rq Mbxi vbibe Entrant., regh Wrhwtls dran in .dd..nal cod. Mr,. —at anal improvetl Para maintenance 1 Rapid Response Team d r ryti i c _ Before and After pl • 4/14/2022 40 OAV rl Code Enforcement Summary 2021 uic Lcon Business Licensing do I 6029 Cases last year. =Y,C;7° cos :ctict,on MBNCP Pazk1� vlolacione PropeztY Naino.nanee Major reduction in case back log. �; R°•Cema"` ` ......... Nldg nicle RDacemanc Nance Tire enf OrcYO.nt onl ng Violation• Major additions last year resulted in ORIGINATION CODES ----------- ------------------ improvements in service delivery. A, a.l.al Centres Citlten Complainc City unags ferzel Councllmembei Neierral Cite Sourced Internet 13,931 inspections last year. f_faitif•=';e :` With RRT data included, 12,246 cases/complaints addressed. • Code Enforcement 2022 Preview Already 2,029 cases in first three months. Case logs in property maintenance, citizen complaints and zoning issues. Almost as much proactive work to begin the year than in all of last year. CASE 2 ----------------- Nullaing c c on vino. Li....inacc Burning violations Illegal Conn rl..tlo. Parking violations uC "atessut re Dangerous Bldg VenSCle AG.temnt" Wants Tire Nnforc....t toni.g Violacio.. ORIGINATION Cods Aniwl Control Lida.. [o.pl.inc City Nanagar zeferzal ncll--,. R.f.... I city Sourced Internet Tire D.pazt2ent Internal co.plainc See . .. eanpl:iY[ral ency r PrWCtiv. Police Nepart.enc Prop. try =ar Solid w Tenant coapl"int T mad uzy NRR C 93 106 0 393 .90 1 is 3295 to 190 204 133e a 3863 ]3 BI 6 T.] 61 205 0 986 986 30 :6 39] 85 6029 NRR CRS65 al ze z 06 Sa 90 1375 63 i9 1 3013 3 91 0 9 660 It .9 I1 z6zs 3 4/14/2022 G Vacant Structures Abandoned Dilapidated Fire Damaged Proactive Campaign Community Blight Commercial Signage Prop. Maintenance Special Projects Receivership Support • Ow LI L ® 4/14/2022 9 4 • Updated Comparison CITY NAME FIJpN� I IUry „ „ —..,.,,,- Fresno 539,862 fit 1:9707 112 1:181 mi. Smckton 326.226 27 1: 12,C82 65.25 1:2.42 mi. San Berr ino M101 W 1:5,553 6224 1: 1.56 mi. Population comparison Modest. 217,617 4 1:54,504 37 1:9.25mi. City Code Enforcement Oxnard 202,063 9 1: 22,451 26.89 1: 2,99 mi. Ontario 175,265 IF1:7967 50 1. 2,27 on complement comparable Gleudaie 197549 10 1: 19,755 30.6 1'. 3,Ed mi. pasadena 141398 9 23.11 iiail 2,@2,fB1 183 1:11,050 407.09 1: nmi. Area Comparison 1: 14,320 (2021) 1. 2.W mi. 20 City is big! Officer Bakersfield 2W1 377,917 16 1:23,620 14855 1:9.2ami. covers 227% more area Bakersfield 2022 eo3,455 27 15163 mi Proposed 22/23 30 C 1:13,912 1:5.05 m1. • Major additions last year resulted in improvements in service delivery. • Special Projects request retains gains in service levels plus adds capacity.,. • Allows for sustained efforts in abandoned buildings, proactive campaig Jand special projects without sacrificing service toward other • 5 • 4/14/2022 RECEIVE AND PLACE ON HLE, ATp6V.5 MEETING OF u u41z1 L u BAKERSFIELD ECONOMIC & COMMUNITY DEVELOPMENT City Council Goal #2: Address Homelessness PSVS Priority #g: Reducing homelessness through partnerships with service providers to increase outreach, sheltering, and construction of affordable housing. 0 Economic cD Opportunity 19 � w OrrP'OS f =A j V ss u BAKERSF ELD o o F c 0 y O Homeless Services kv 4/14/2022 On 11 Homelessness Response DUALITY OF LIFE HOMELESS PREVENTION Ensure that all residents can enjoy Assist residents at immediate public spaces. risk of becoming homeless. HOMELESS SERVICES AFFORDABLE HOUSING Move unsheltered Indlvlduals off the I aCd Mate the development of street and Into emergency shelters afforzlablehousia.- with wrap around services. Homeless Services r . Shelter i5helter >Quarantine :For Homeless ➢Coordinating ions Expansion Operations Space/Local Households Investments ess Projetts ➢Connectionsto Shelter ➢Homeless with City, ch ➢Jobs Center theCommunhy Operations Prevention County, and Expansion ➢Referral ➢Safety ➢Youth Specific BKRHC emem rG,.nU>SeM. ➢Homeless Data Network Equipmentand programs DStrategyandpecific Collection ➢Removing PPE ➢Landlord Information ➢Service Barriers ➢Transportation Incentives Sharing Coordination ➢Emergency ing Rental Assistance a/ia/zozz 0 Homeless Services The City leverages non-PSVS funds to build upon community goals Total Funding Managed in FY 2021-11: $13,370r139 5 PSVS (Local), $3,a43A z7% 1 2022-23 PSVS One -Time Requests 6 Repair Brundage Lange Navigation Center (BLNC) Roof Allocation of $60,000; Water currently penetrates the roof and there are numerous leaks. Project was not included in the previously approved BLNC expansion. Homeless Courts Allocation of $500,000: • The City continues to look towards innovative solutions and programming to transform the lives of homeless individuals, rehabilitate them and place them in permanent housing. ESG deran, I-],o)B, 37% • The City desires to partner with the Kern County District Attorney's Office to tie into the existing homeless court system that gets homeless individuals on the path to recovery. 3 ® ® 4/14/2022 2022-23 P5V5 ongoing 13u Brundage Lane Navigation Center(BMC) Contract Increase with Mercy Housing Allocation of $1.8 Million • On December tS, loil, City Council approved ssg bed expansion Brundage Lane Navigation Cemef(BLNC). • The BLNC expansion is expected to be completed in December aozz. • To accommodate the increase in services at the BLNC, the City must increase its agreement amount with shelter operator Mercy House. • This funding would pay for the increase in contracted amount for shelter operations through the end of Fiscal Year 2033. 7 1 Affordable Housinq 1 Since 2oa8, the City of Bakersfield has financed, developed, or secured funding to support Sog units of affordable housing PSVS supported the development and rehabilitation of 332 units To date, sg million in PSVS has leveraged $82.5 in development financing. 4W 8 4 a/1a/2022 C • 9 10 Affordable Housing sg million invested 54 units completed sso units under construction a62 in pre-developmem Bo r a8 ar Affordable Housing Decatur Hotel Renaissanceat Sagewood 6th Street Madison Placarrhe InFlll Program Baker Apartments Apartments Haven Renovation sago.,... si,5oa,aoo $;500,000 s;Soc,000 s1,coo,000 s;5og000 "You can't solve a problem on the same level that it was created. You have to rise above it to the next level." —Albert Einstein Coft BAKERSFIELD ECONOMIC & COMMUNITY DEVELOPMENT 5 • J 4/14/2022 4 11 r� L E u BAKERSFIELD ECONOMIC & COMMUNITY DEVELOPMENT