HomeMy WebLinkAbout04/20/23 PUBLIC SAFETY VITAL SERVICESBAKERSFIE�j"��LD
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ry City Clerk's Office
City of
Bakersfield
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Special Meeting of the Citizens Oversight Committee for
Bakersfield Public Safety and Vital Services Measure (PSVS)
Of the City Council - City of Bakersfield
Special Meeting
Thursday, April 20, 2023
10:00 AM
City Hall South
1600 Tntxtun Avenue, Bakersfield CA 93301
City Council Chambers
AGENDA
1. ROLL CALL
2. PUBLIC COMMENTS
a. Agenda Item Public Statements
b. Non -Agenda Item Public Statements
3. ADOPTION OF MINUTES
a. Adoption of Minutes from the April 13, 2023, Oversight Committee
Meeting.
Staff recommends approval of the minutes.
4. DEFFERRED BUSINESS
5. NEW BUSINESS
a. Fiscal Year 2023-24 Public Safety and Vital Services (PSVS)
Measure Proposed Budget.
Staff recommends Committee determine that proposals are consistent
with the spending priorities of the ballot Measure and as such make a
recommendation to the City Council.
6. COMMISSIONERS COMMENTS
7. ADJOURNMENT
RECEIVED & PLACED ON FILE
AT BAKERSFIELD PSVS COMMITTEE
ME@TING OF
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APRIL 20, 2022 COMMENTS TO THE CITY OF BAKERSFIELD
PUBLIC SAFETY AND VITAL SERVICES (PSVS) COMMITTEE
Good morning. My name is Eddy Laine. I am a member of the Executive
Committee of our Kern-Kaweah Chapter of the Sierra Club.
I appreciate Mr. Clegg including a copy of the Measure N Committee Priorities. In
re -reading them they clearly reflect the intent of the voters. Public safety is of
upmost importance. Numbers one through eight specifically name public safety
priorities.
Well —is downtown Bakersfield safer than it was when Measure N was passed? Is
the Kern River Parkway safer? Are businesses downtown and elsewhere safer?
From my personal experience seeing store front windows smashed and recently
watching thieves steal from two Albertson stores the answer is no. This is not a
liberal versus conservative issue. Public safety is a common sense issue.
I am grateful that we now have Park Ranger presence in City of Bakersfield Parks
(unlike most Kern County parks) —along with vandal -resistant restrooms in several
City parks. And, the new lighting in Planz Park is a model for other parks.
However, I read about Measure N funding going to street repairs. Please review the
list of priorities. Measure N was not explained as a road tax. If folks want a road
tax they should put it on the ballot.
Nor should Measure N be about subsidizing developers to meet State Fish and
Wildlife requirements which those developers met through fees prior to the end of
the Metropolitan Bakersfield Habitat Protection Plan on December 31, 2022. Yet
subsidizing developers is what the City is doing with $400,000 (and planning to
allocate up to $1 million) in Measure N. Using funding designated for other
purposes to subsidize developers? How is this even legal?
Early on $18 million plus in Measure N funding went to two sports complexes on the
very edges of town —neither of which have public transportation. What was created
was a "have" and "have not' situation with regard to Measure N dollars for parks.
Even with planned funding for Martin Luther King, Jr. Park the parks in central
and southeast Bakersfield need equitable levels of Measure N dollars.
Thank you for this opportunity
BAKERSFIEBLD
(03 ADMINISTRATIVE REPORT
MEETING DATE: 4/20/2023 3. a.
TO:
Bakersfield Public Safety Vital Services Measure Committee
FROM:
Julie Drimakis, City Clerk
CREATED BY:
Julie Drimakis
DATE:
4/13/2023
WARD:
SUBJECT:
Adoption of Minutes from the April 13, 2023, Oversight Committee
Meeting.
STAFF RECOMMENDATION
Staff recommends approval of the minutes.
BACKGROUND:
BAKERSFIELD
THE SOUND OF5mt, Wl pe*
Special Meeting of the Citizens Oversight Committee for
Bakersfield Public Safety and Vital Services Measure (PSVS)
Of the City Council - City of Bakersfield
Thursday, April 13, 2023
10:00 p.m.
Council Chambers, City Hall South,
1501 Truxtun Avenue
MINUTES
1. ROLL CALL at 10:00 am
Present: Chair Ortiz, Vice -Chair Campbell, Committee Members Madland, Dewey,
Abernathy, Koman, Rojas -Mora, and Prince.
Absent: Committee Member Perez-Andreesen
2. PUBLIC COMMENTS
a. Agenda Item Public Statements
Edward Robinson made comments regarding Agenda Item 5a.
b. Non -Agenda Item Public Statements
None
3. ADOPTION OF MINUTES
a. Adoption of Minutes from the March 7, 2023, Oversight Committee
Meeting.
Motion by Vice -Chair Campbell, second by Committee Member Dewey to
adopt the Minutes from March 7, 2023 Oversight Committee Meeting. Motion
was approved with Committee Member Perez-Andreesen absent.
4. DEFERRED BUSINESS
None
Bakersfield Public Safety Vital services Measure Citizens Oversight Committee Minutes
April 13, 2023
Page 2
5. NEW BUSINESS
a. Fiscal Year 2023-24 Public Safety and Vital Services Measure Proposed
Budget.
Staff recommends Committee review proposals.
Christian Clegg provided an overview on the PSVS Measure, funding
priorities, auditing practices, and the Oversight Committee's role. He
continued to provide a presentation with an overview of the proposed
budget.
Chief of Police Greg Terry provided a PowerPoint presentation and an
overview on Police Department requests. Assistant Chiefs Stratton and Hale
provided additional staff comments and continued the PowerPoint
presentation, followed by Captain Grimes.
Public Works Director Sfrakaluse provided a PowerPoint presentation and
an overview on the Public Works Department requests.
Committee member Rojas -Mora left the meeting at 12:42 p.m.
Chair Ortiz left the meeting at 12:45 p.m. Vice -Chair Campbell assumed
the duties of the Chair.
6. ADJOURNMENT
Motion by Committee Member Abernathy, second by Committee Member Prince to
adjourn meeting. Motion was approved with Chair Ortiz, Committee Members Madland,
Perez-Andreesen, and Rojas -Mora absent.
Meeting was adjourned at 1:08 p.m.
ATTEST
JULIE DRIMAKIS, MMC
CITY CLERK and Ex Officio Clerk of the
Council of the City of Bakersfield
W
BAKERSFIELD
ADMINISTRATIVE REPORT
MEETING DATE: 4/20/2023 Reports 5. a.
TO: Bakersfield Public Safety Vital Services Measure Committee
FROM: Christian Clegg, City Manager
CREATED BY: Mario Orosco, Budget Officer
DATE: 4/2/2023
WARD:
SUBJECT: Fiscal Year2023-24 Public Safetyand Vital Services (PSVS) Measure
Proposed Budget.
STAFF RECOMMENDATION:
Staff recommends Committee determine that proposals are consistent with the spending
priorities of the ballot Measure and as such make a recommendation to the City Council.
BACKGROUND:
ATTACHMENTS
Description Type
0 Admin Report Staff Report
p Fiscal Year2023-24 PSVS Positions Requests Detail& Exhibit
Department Memorandums as outined in Exhibit "A"
p Fiscal Year 2023-24 PSVS One -Time Budget Requests Exhibit
as outlined in Exhibit "B"
o Fiscal Year2023-24 PSVS Recurring Operating Costs as Exhibit
outlined in Exhibit'C"
o Fiscal Year2023-24 PSVS Budget Requests Summaries Executive Summary
V
BAKERSFIELD
THE SOUND OFbot"pogo
April 10, 2023
TO: Citizens Oversight Committee
FROM: Christian Clegg, City Manager CC
SUBJECT: Public Safety and Vital Services (PSVS) Summary, New Positions, and Strategic Initiatives Overview
1.) Fiscal Year 2023-24 PSVS Positions Requests Detail & Department Memorandums as outlined in
Exhibit "A"
2.) Fiscal Year 2023-24 PSVS One Time Budget Requests as outlined in Exhibit "B"
3.) Fiscal Year 2023-24 PSVS Recurring Operating Costs as outlined in Exhibit "C"
This memorandum and the accompanying department memorandums provide comprehensive background
information on the specific proposals for the Fiscal Year 2023-24 (FY 23-24) Public Safety and Vital Services Measure
(measure). All of the FY 23-24 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
11 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 mid -year budget conversations, the City Council received a preview of measure revenue projections for
FY 23-24. Based on updated projections from more recent revenue reports, the City is conservatively expecting to
receive $100.8 million in measure revenue in FY 23-24. Staff is also projecting $20 million in current -year revenues
that will be collected beyond budget projections that will be available for one-time expenditures in FY 23-24. Staff
anticipates allocating the full amount to both ongoing operating costs and one-time capital improvement projects.
The total estimated amount for PSVS proposals across all departments is approximately $36.3 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 Citizens Oversight Committee to
provide feedback on budget recommendations as it relates to City Council 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
City Council, Citizens Oversight Committee, 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 several 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 a 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, good governance, and local parks projects but also have new 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 $30.6 million.
New Positions Proposal Summary
There are 17 new full-time positions
proposed for FY 23-24. This figure is -
notably fewer positions than the number
added during the first four budget cycles.
Although fewer positions overall are
being requested, the focus remains on
addressing the top public safety
priorities of the measure. As such, 12
new positions are proposed for the
Bakersfield Police Department, which
makes up70% of all new measure -
funded personnel requests. This includes
4 sworn positions and 8 civilian
positions. The civilian positions place
allow the Police Captain, Police
Lieutenant, and Police Sergeants to be
reassigned to full-time sworn duties and - -____- -- - --- --
concentrated management responsibilities, and some positions are necessary to support specialized police
technology products and services the added sworn positions over the past five years of essential PSVS funding.
Additional support staff ensures the sworn staff are available for front-line activities and call responses.
The remainder of the proposed positions requested address strategic initiatives of the City and improve the
community character and quality of life for 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 17 positions is $2.3 million. Equipment and other one-time startup costs associated with the new
21 Page
positions are included in the department budget proposals provided within this packet. A detailed list of positions
by the department is attached to this staff report.
The City's total proposed ongoing and recurring operational costs for the coming year are approximately $5.7 million
due to additions to operating costs through contracts for professional service.
PSVS Contingency and General Fund Contingency
Currently, there is a projected deficit in the General Fund. Staff will present options to the City Council for addressing
this General Fund deficit, including but not limited to the use of PSVS tax revenues to maintain essential City services.
The growth in expenses for providing the same programs and levels of service from last fiscal year is higher than the
growth in revenues. Significant increases in materials and supplies, insurance rates, internal service funds, and
personnel costs are driving the overall increases in cost. Several projects in the proposed PSVS budget for the next
fiscal year have been annotated as contingent on addressing the General Fund deficit. These are programs and
projects that staff would recommend cutting from the PSVS budget if necessary to maintain essential services paid
for by the General Fund.
In addition to creating a specific cash contingency set aside, it is prudent to set aside additional contingency given
the economic uncertainty in the coming fiscal year. Staff recommends waiting to move forward with some projects
until mid -year when we can confirm that revenues are on target with projections. In the event of a significant
economic downtown, we would forgo these contingent projects to keep the budget balanced. These contingent
projects will be annotated in our proposed project list.
Fiscal Year 2023-24 Budget Review Process
It should be noted that this report provides a preliminary review of proposed PSVS expenditures for the next fiscal
year. The adoption of the PSVS budget will occur in June along with the adoption of the annual budget.
Fiscal Year 2023-24 PSVS Citizens Oversight Committee Budget Review Process
The Committee is expected to meet a minimum of three times to review the FY 2023-24 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:
April
o FY 2023-24 Measure Overview
o Department Proposal Presentations: Police Department and Public Works Department
• Please note, department proposal memos, including staffing and project requests, will
be included in the packet of information issued prior to this meeting date
Aoril 20th
o Department Proposal Presentations: Fire Department, Development Services Department,
Recreation and Parks Department, Economic and Community Development Department
➢ April 27[h
o Staff will request the Committee make recommendations on all department proposals at this meeting
EXHIBIT "A"
Public Safety and Vital Services (PSVS) Measure
FY 2023-24 Budget Requests
A summary of proposed Public Safety and Vital Services (PSVS) Measure requests for Fiscal Year 2023-
24 is detailed below. These proposals are intended to be additional positions, programs, and projects
that continue or enhance initiatives budgeted in the current and prior fiscal years. The dollar figures
represent the new funding requested by the strategic category and by the department in which the
funds would be budgeted.
PERSONNEL REQUESTS
Economic Opportunity For All (City Council Goal #11
➢ Economic and Community Development Department
.• One (1) Reclassification Request — Assistant Economic Development Director (PSVS #11): On
January 28, 2022, the addition of an Assistant Economic Development Director to oversee
housing services and administration was approved by the City Manager's Office as a mid -year
staffing change. This proposed position was provided to Human Resources (HR) as a
reorganization and not a new personnel request. Human Resources approved the proposed
staffing plan since it did not change ECD's overall complement. An approved "slot" was
required to place the person into the department complement. The GIS Technician was
provided as the slot and HR processed this position as an overfill to be corrected in the 2022-
23 fiscal year budget. This reorganization has a salary and benefits difference of $129,371.62
or 176.14%overall as shown in the FY2023-24 salary projections. This personnel request is for
reclassification only; no additional funding is being requested to fulfill this position's need.
Safety and Resilience (City Council Goal #21
➢ Bakersfield Police Department—$1,991,219
SWORN STAFF REQUEST IPSVS #1) - $1,239,629
A One (1) Police Captain in the Operations Division is required due to the significant increase in
police personnel and required mandates. This command -level, administrative position will be
responsible for the implementation and oversight of our data -driven performance
management systems and compliance with the Department of Justice Stipulated Judgment
mandates within the Operations Division. This Police Captain will coordinate with the Office
of Performance & Analysis and Internal Affairs to ensure efficiency, effectiveness, and
accountability in the specific areas as follows: Policy, Supervision, Training, Officer and
Divisional Performance.
Police Captain: $319,600 Salary/Benefits (Annual Cost)
• Salary/Benefits $319,600
One -Time Start -Up Costs:
Page 1 of 7
• Workstation / Computer / Phone / Equipment 27,145
Police Captain Total Cost: 346 745
One (1) Police Lieutenant is required due to substantial department growth and mandates
associated with the Department of Justice Stipulated Judgment. This position will report to
the Administrative Captain within the Operations Division. This position will involve specific
duties related to the emerging compliance and oversight performance measures being
implemented throughout the Operations Division. This Lieutenant position will work closely
with the Office of Performance and Analysis, the division leadership group, to design, enhance,
and analyze operations -centric processes.
Police Lieutenant: $297,000 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 297,000
One -Time Start -Up Costs:
• Workstation / Computer/ Phone / Equipment 27,145
Police Lieutenant Total Cost: 324 145
Two (2) Police Sergeants will serve as follows: Provide line -level supervision for the newly
created Organized Retail Crime Unit within the Investigations Division, whose purpose is to
deter, prevent, and arrest suspects involved in organized retail/commercial theft -related
crimes. Enable the creation of a third (3rd) IMPACT team to address low-level, chronic crime
issues impacting the quality of life of our residents and business community. These additional
supervisory positions will enable active supervision and resource management, improve
efficiency, ensure accountability, reduce liability, and maintain an appropriate span of control.
Police Sergeants (X2): $483,400 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 483,400
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment $ 48,990
• Vehicles/Equipment 36349
Police Sergeants (X2) Total Cost: 568 739
PROFESSIONAL STAFF REQUEST (PSVS #1, 2, 3) - $751,590
One (1) Support Services Manager. These management duties have been traditionally
performed as collateral duty by a police lieutenant. Regular turnover of sworn personnel in
this position has led to instability in the management of tenured professional staff and
consistent focus on the Department's mission. This position will create stability within
management and reassign the Police Lieutenant to the Operations Division. The Support
Services Manager will perform as follows: Provide stable, consistent management and
oversight of the Communications Center (dispatch), Records, Property Room (seized property
and evidence), police fleet, police equipment, and all police facilities, ensure compliance with
mandated reporting requirements and records releases, ensure compliance with the training
requirements of police professional staff and ensure consistent oversight of call prioritization
for dispatching police personnel.
Page 2 of 7
Support Services Manager: $135,000 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 135,000
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment 11,145
Support Services Manager Total Cost: 146 145
One (1) Police Technology Manager. Management of this discipline has traditionally been
performed as a collateral duty by a police lieutenant. Due to the specialized nature of police
technology, this position should be staffed by a designated specialized employee, not subject
to frequent transfer. The complexities of police technology are rapidly evolving, and the size
of the Bakersfield Police Department necessitates the formation of a civilian specialized
position. This position will be responsible for the following: Administration of the 10+ pieces
of technology equipment and computer programs attached to every sworn officer, in addition
tothe technology equipment utilized by most professional staff. Research and implementation
of emerging police technologies. Increased efficiency with the distribution of technology and
reduction in workload for City technologies services.
Police Technology Manager: $115,000 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 115,000
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment 11,145
Police Technology Manager Total Cost: 126 145
One (1) Police Technology Supervisor. This position has traditionally been held by a police
sergeant. Because of the technical nature of this role and the expertise necessary to assist the
Department, the role has, at times, been difficult to fill. The complexities of police technology
are rapidly expanding, and the size of the Bakersfield Police Department necessitates the
formation of a permanent civilian position. This position will accomplish the following:
Administer the use and inventory of all police technology. Implement police technology
products and their related policies. Supervise support staff in the administration of equipment
and technology software. Collaborate with police technology staff and City Technology
Services.
Police Technology Supervisor: $97,200 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 97,200
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment 9,600
Police Technology Supervisor Total Cost: 106 800
Page 3 of 7
One (1) Police Property and Equipment Supervisor. The supervision of these duties has
traditionally been held by a police sergeant; however, supervision is currently shared by a
captain and a lieutenant. This role supervises professional staff who administer police
equipment as well as the police fleet. This supervisor will liaison with Public Works to organize
and direct repair, maintenance, and construction projects at the six (6) police facilities. This
position will serve as follows: Supervise the coordination, assignment, and maintenance of the
police fleet. Supervise the coordination, assignment, and maintenance of police equipment.
Supervise and coordinate construction and maintenance projects at all police facilities. Ensure
progress on Capital Improvement Projects (CIP).
Police Property and Equipment Supervisor: $92,400 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 92,400
One -Time Start -Up Costs:
• Workstation / Computer/ Phone / Equipment 9,600
Police Property and Equipment Supervisor Total Cost: 102 000
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 provide the following: Conduct analysis on individual
performance, organizational compliance, and data trends to improve the quality of police
services while ensuring robust accountability and oversight. 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.
Performance Analyst: $89,300 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 89,300
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment 9,600
Performance Analyst Total Cost: 98 90
One (1) Senior Records Clerk. There are currently clerk typists assigned to the Traffic, Special
Enforcement, and Impact Units, in addition to the Special Operations Division. These positions
have been added to help maintain records, provide reports to the public, and return officers
to field duties. Due to population growth, increases in vehicular traffic, gang violence,
homelessness, and other contributing factors, the demand for administrative services
performed by the clerks in each unit have increased significantly. These positions, however, all
report to a Police Sergeant. Having a Senior Records Clerk will allow for more consistent and
proficient supervision and allow police supervisors to focus on their personnel and field duties.
A Senior Records Clerk Record Clerk will serve as follows: Ensure consistent professional staff
supervision for Traffic, Special Operations-SEU, Special Operations -Impact, Special Operations-
SWAT/EOD/K9. Ensure timely processing of public records requests to reduce liability and
Page 4 of 7
enhance customer service. Monitor statistics, approve reports, and perform quality control
checks of public records releases.
Senior Records Clerk: $78,800 Salary/Benefits (Annual Cost)
Salary/Benefits $ 78,800
One -Time Start -Up Costs:
• Workstation/Computer/Phone/Equipment 9600
Senior Records Clerk Total Cost: 88 400
A Two (2) Annuitants. The Redflex/Impound Hearing Coordinator is an essential position within
the Traffic Unit. This position requires an administrative review of red-light violations. This
responsibility is currently assigned to a police officer. The California Vehicle Code allows for a
civilian employee of a police department to accomplish these reviews and the Traffic
Commissioner has said she will accept the testimony of a retired annuitant in place of a police
officer. Retired Annuitants assigned to the Reflex/Impound Hearing position will increase our
traffic operations by moving a sworn police officer to a field -based traffic enforcement
position. A Traffic Retired Annuitant will perform as follows: Review video/photographs of
Red-light Camera Violations. Utilize the record systems to identify the violators. Provide court
testimony. Conducts weekly hearings to ensure compliance with CVC 14602.6 on 30-day
impounds.
Annuitants (X2): $64,000Salary/Benefits (Annual Cost)
• Salary / Benefits $ 64,000
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment 19,200
Annuitants (X2) Total Cost: 83 200
➢ Recreation and Parks Department—$287,572
Park Ranger Program (PRP) — (PSVS #S, 13) Department is requesting the following positions
and equipment under the Public Safety and Vital Services (PSVS) measure for the FY 2023-24
Budget for the Park Ranger Program (PRP). The new positions will assist in developing a proper
organizational structure as the PRP evolves. As the PRP re -aligns to include the Support Team
of Rangers and Maintenance (STORM) these positions are essential to ensure appropriate
supervision and provide sustainable succession long term. The PRP has assumed all
responsibilities previously performed by code enforcement within parks. The PRP will work
with the STORM team for immediate encampment cleanups, illegal dumping, and vandalism
throughout City parks. It is essential these two teams work in conjunction with each other for
proper response times. The approval of the requested positions will provide a proper
operational structure for the PRP such that the Ranger Manager will have two Ranger
Supervisors; each in charge of one PRP team and a STORM team to ensure seven days a week
of coverage. Each request has been carefully analyzed and is vital for the completion of the
organizational structure for the PRP. The requests total $428,572 in salaries including benefits,
start-up costs, vehicles, and equipment. The Park Ranger Program positions listed are a high
priority for the department.
Page 5 of 7
*In order to offset the costs for the Park Ranger Supervisor position, the department proposes
to hold vacant two unfilled Facility Worker (FW) positions that are currently approved within
the PSVS-funded complement. This will provide an approximate cost offset of $141,000 for the
position. The department will be able to absorb the minimal difference within the operating
budget of the PSVS programs. In summary, the costs for the two new positions and start-up
costs are listed below with an overall net cost of $287,572 arising from holding vacant two
PSVS-funded FW positions.
Park Ranger Manager: $204,017 Salary/Benefits (Annual Cost)
• Salary/Benefits $204,017
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment $ 2,500
• Vehicle 56,000
Park Ranger Manager Total Cost: 262 517
*Park Ranger Supervisor: $163,555 Salary/Benefits (Annual Cost)
• Salary / Benefits (w/$141,000 vacancy offset) $22,555
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment 2,500
Park Ranger Supervisor Total Cost: 25 O55
Community Character and Ouality of Life (City Council Goal #41
➢ Development Services Department—$519,000
Code Enforcement — Special Projects Team (PSVS #5, 13) Last budget year added a Special
Projects team dedicated to addressing dilapidated buildings and nuisance properties. Half of
the proposed team was approved and has been put in place. With only half of that team in
place, other Code Enforcement staff had to be reassigned. Where the Special Projects team
has made progress, other sections of the Code Enforcement team realized shortfalls in
effectiveness. As an example, the Code Enforcement neighborhood teams as of this date have
114 pages of pending cases. Therefore, the completion of the Special Projects is being
proposed.
Code Enforcement Officer III: $125,000 Salary/Benefits (Annual Cost)
• Salary / Benefits $ 125,000
One -Time Start -Up Costs:
• Workstation/Computer/Phone/Equipment $18,000
• Vehicle $75,000
Code Enforcement Officer III Total Cost: 218 000
Page 6 of 7
3 Downtown Vacant Building Registry Team — (PSVS p 5, 13) The creation of a pilot program is
being proposed to function mainly within the downtown and Old Town Kern areas focused
solely on commercial properties, staffed by one Code Enforcement Officer 1/11 and an Assistant
Code Enforcement Officer, to address the implementation of an ordinance specific to this
geographic area. Expansion of the ordinance vacant building registry area requires additional
personnel. Adding a registry program without personnel will only result in further dilution of
Code Enforcement Section resources, resulting in less than the desired results, not just in the
implementation of the vacant commercial building registry ordinance, but in the overall
effectiveness of the service delivery of the Section.
Code Enforcement Officer 11: $108,000 Salary/Benefits (Annual Cost)
• Salary / Benefits
$ 108,000
One -Time Start -Up Costs:
• Workstation/Computer/Phone/Equipment
$18,000
• Vehicle
$3S,000
Code Enforcement Officer II Total Cost:
161 000
Assistant Code Officer: $87,000 Salary/Benefits (Annual Cost)
• Salary / Benefits
$ 87,000
One -Time Start -Up Costs:
• Workstation / Computer / Phone / Equipment
$18,000
• Vehicle
$35,000
Assistant Code Officer Total Cost:
140
Page 7 of 7
(03
BAKERSFIELD
THE SOU D OF a
DATE: March 20, 2023
TO: Christian Clegg, City Manager
FROM: Paul Saldana, Economic & Community Development Director
SUBJECT: FY23-24 ECD Personnel Update Request —Assistant Economic Development Director
In June 2021 agreement 2021-123 was entered into with Management Partners to provide a business
plan for the newly created Economic and Community Development (ECD) Department. This was to
ensure the department met City Council goals by creating a plan with elements including balancing the
departments operational capacity with its functions, priorities to optimize performance, establishing
appropriate performance measures and review of current staffing and leadership structure.
In their December 29, 2021 report Management Partners recommended to the City Manager and the
ECD Director a reorganization of the department with a recommendation to "create a new deputy
director position to oversee all housing services and administrative services functions as well as
department -specific ARPA-funded projects'.
On January 28, 2022 the addition of an Assistant Economic Development Director to oversee housing
services and administration was approved by the City Managers Office as a mid- year staffing change.
This proposed position was provided to Human Resources (HR) as a reorganization and not a new
personnel request.
Human Resources approved the proposed staffing plan since it did not change ECD's overall compliment.
An approved "slot" was required to place the person into the department compliment. The CIS
Technician was provided as the slot and HR processed this position as an overfill for the time being with
the plan that it would be corrected in the 2022-23 fiscal year budget. This reorganization has a salary
and benefits difference of $129,371.62 or 176.14% overall as shown in the FY2023-24 salary projections.
25000 GIS Technician 97 $ 73,447.35
88150 Asst ECD Dir M48 $ 202,818.97
Jennifer Beyers was hired as the Assistant ECD Director on November 21, 2022. Her position is currently
underfilling the GIS Technician slot. The position was included in the FY2023-24 salary projections and
represented in the March 13, 2023 PSVS budget memo.
BAKERSFIELD POLICE
MEMORANDUM
DATE: March 20, 2023
TO: Christian Clegg, City Manager
FROM: Greg Terry, Chief of Police
SUBJECT: FY 23-24 PSVS Proposal
PROPOSAL
This proposal prioritizes personnel needs, services, equipment, and capital projects that
have a significant and direct impact on the goals of the Public Safety and Vital Services
Measure and the City Council and the mandates of the Department of Justice Stipulated
Judgment.
With this proposal, we continue the effort to enhance public safety capacity to reduce
crime and harm, improve response times and responsiveness to our community's needs,
and improve systemic organizational processes while being fiscally responsible.
STAFFING INCREASES
SWORN
ONE (1) POLICE CAPTAIN
An additional division commander in the Operations Division is required due to the
significant increase in police personnel and required mandates.
This command -level, administrative position will be responsible for the implementation
and oversight of our data -driven performance management systems and compliance
with the Department of Justice Stipulated Judgment mandates within the Operations
Division. This Police Captain will coordinate with the Office of Performance & Analysis
and Internal Affairs to ensure efficiency, effectiveness, and accountability in the specific
areas as follows:
Policy
• Supervision
• Training
• Officer and Divisional Performance
ONE (1) POLICE LIEUTENANT
An additional police manager is required due to substantial department growth and
mandates associated with the Department of Justice Stipulated Judgment. This
position will report to the Administrative Captain within the Operations Division.
This position will involve specific duties related to the emerging compliance and
oversight performance measures being implemented throughout the Operations
Division. This Lieutenant position will work closely with the Office of Performance and
Analysis, the division leadership group, to design, enhance, and analyze operations -
centric processes.
TWO (2) POLICE SERGEANTS
This is perhaps the most critical rank within the police supervisory line. The additional
supervisors will serve as follows:
• Provide line -level supervision for the newly created Organized Retail Crime
Unit within the Investigations Division, whose purpose is to deter, prevent,
and arrest suspects involved in organized retail/commercial theft -related
crimes.
• Enable the creation of a third IV) IMPACT team to address low-level, chronic
crime issues impacting the quality of life of our residents and business
community.
These additional supervisory positions will:
• enable active supervision and resource management.
• improve efficiency, ensure accountability, and reduce liability.
• maintain an appropriate span of control.
PROFESSIONAL STAFF
These management duties have been traditionally performed as collateral duty by a police
lieutenant. Regular turnover of sworn personnel in this position has led to instability in
the management of tenured professional staff and consistent focus on the Department's
mission. This position will create stability within management and reassign the Police
Lieutenant to the Operations Division.
The Support Services Manager will perform as follows:
• Provide stable, consistent management and oversight of the Communications
Center (dispatch), Records, Property Room (seized property and evidence), police
fleet, police equipment, and all police facilities.
• Ensure compliance with mandated reporting requirements and records releases.
• Ensure compliance with the training requirements of police professional staff.
• Consistent oversight of call prioritization for dispatching police personnel.
*This position would allow the Support Services Police Lieutenant to be reassigned to full-
time sworn duties and responsibilities.
ONE (1) POLICE TECHNOLOGY MANAGER
Management of this discipline has traditionally been performed as a collateral duty by a
police lieutenant. Regular turnover of sworn personnel in this position has led to instability
of the management and timely implementation of technology, directly impacting the
delivery of police services. Due to the specialized nature of police technology, this
position should be staffed by a designated specialized employee, not subject to frequent
transfer. The complexities of police technology are rapidly evolving, and the size of the
Bakersfield Police Department necessitates the formation of a civilian specialized
position.
This position will be responsible for the following:
• Administration of the 10+ pieces of technology equipment and computer programs
attached to every sworn officer, in addition to the technology equipment utilized by
most professional staff.
• Research and implementation of emerging police technologies.
• Increased efficiency with the distribution of technology and reduction in workload
for City technologies services.
*This position would allow the Support Services Police Lieutenant to be reassigned to full-
time sworn duties and responsibilities.
ONE (1) POLICE TECHNOLOGY SUPERVISOR
This position has traditionally been held by a police sergeant. Regular turnover of sworn
personnel has led to a lack of continuity in the application of police technology and its
administration. Because of the technical nature of this role and the expertise necessary
to assist the Department, the role has, at times, been difficult to fill. The complexities of
police technology are rapidly expanding, and the size of the Bakersfield Police
Department necessitates the formation of a permanent civilian position. This position will
accomplish the following:
• Administer the use and inventory of all police technology.
• Implement police technology products and their related policies.
• Supervise support staff in the administration of equipment and technology
software.
• Collaborate with police technology staff and City Technology Services.
'This position would allow the Police Technology Sergeant to be reassigned to full-time
sworn duties and responsibilities.
ONE (1) POLICE PROPERTY AND EQUIPMENT SUPERVISOR
The supervision of these duties has traditionally been held by a police sergeant; however,
supervision is currently shared by a captain and a lieutenant. This role supervises
professional staff who administer police equipment as well as the police fleet. This
supervisor will liaison with Public Works to organize and direct repair, maintenance, and
construction projects at the six (6) police facilities. This position will serve as follows:
• Supervise the coordination, assignment, and maintenance of the police fleet.
• Supervise the coordination, assignment, and maintenance of police equipment.
• Supervise and coordinate construction and maintenance projects at all police
facilities.
• Ensure progress on Capital Improvement Projects (CIP).
• Prevent a police sergeant from being assigned this critical role.
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 provide the following:
• Conduct analysis on individual performance, organizational compliance, and data
trends to improve the quality of police services while ensuring robust
accountability and oversight.
• 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.
ONE (1) SENIOR RECORDS CLERK
There are currently clerk typists assigned to the Traffic, Special Enforcement, and Impact
Units, in addition to the Special Operations Division. These positions have been added to
help maintain records, provide reports to the public, and return officers to field duties. Due
to population growth, increases in vehicular traffic, gang violence, homelessness, and
other contributing factors, the demand for administrative services performed by the clerks
in each unit have increased significantly. These positions, however, all report to a Police
Sergeant. Having a Senior Records Clerk will allow for more consistent and proficient
supervision and allow police supervisors to focus on their personnel and field duties.
A Senior Records Clerk Record Clerk will serve as follows:
• Ensure consistent professional staff supervision for Traffic, Special Operations-
SEU, Special Operations -Impact, Special Operations-SWAT/EOD/K9.
• Ensure timely processing of public records requests to reduce liability and enhance
customer service.
Monitor statistics, approve reports, and perform quality control checks of public
records releases.
RETIRED ANNUITANTS
The Redflex/Impound Hearing Coordinator is an essential position within the Traffic Unit.
This position requires an administrative review of red-light violations. This responsibility
is currently assigned to a police officer. The California Vehicle Code allows for a civilian
employee of a police department to accomplish these reviews and the Traffic
Commissioner has said she will accept the testimony of a retired annuitant in place of a
police officer.
Retired Annuitants assigned to the Reflex/impound Hearing position will increase our
traffic operations by moving a sworn police officer to a field -based traffic enforcement
position.
A Traffic Retired Annuitant will perform as follows:
• Review video/photographs of Red-light Camera Violations.
• Utilize the record systems to identify the violators.
• Provide court testimony.
• Conducts weekly hearings to ensure compliance with CVC 14602.6 on 30-day
impounds.
OFF -ROAD VEHICLE TRAILER AND STORAGE
In FY22/23, the Police Department purchased two Polaris Ranger off -road vehicles to
address quality -of -life calls for service, such as encampments in areas that are
unreachable by patrol vehicles. These vehicles are large off -road vehicles that
accommodate up to six (6) passengers each and have a large rear bed that enables
safe clean-up and removal of bulk items from difficult terrain.
We currently lack the ability to transport these vehicles long distances. The addition of
two trailers would allow each vehicle to be towed safely and allow for a more rapid
response to quality -of -life calls for service in areas that are unreachable to patrol cars.
Additionally, there is no secured and enclosed storage solution for the Rangers.
Purchasing two sea trains would allow our off -road vehicles to be safely stored together.
This will prolong the life expectancy of the equipment from weather deterioration while
keeping them in good repair.
OFF -ROAD VEHICLE / MOTORCYCLE OFFICER PROTECTIVE GEAR
In recent fiscal years, the police department acquired off -road vehicles for IMPACT
officers to proactively patrol and respond to calls for service in the riverbed and other
remote areas of our community. As the complement of officers assigned to IMPACT
has grown there is the additional personal protective gear needed for officers to safely
operate these vehicles. This equipment would include helmets, goggles, gloves, etc.
Also, with the restoration of the Motorcycle Unit within the Traffic Division additional
personal safety gear is needed for officers assigned to the unit. This equipment
includes things such as helmets, gloves, boots, etc.
IMPACT Vehicles
The IMPACT Team responds to quality -of -life calls that necessitate the abatement of
trash and the transport of bulky personal items. The Department obtained two marked
patrol Responder trucks in 2019 to assist in the timely response and abatement of
nuisance areas. These Responders have been invaluable in increasing the efficiency of
the IMPACT Teams' capacity and autonomy. They will also be utilized to transport the
off -road vehicles used by the IMPACT Team. The proposal is to identify Explorer patrol
vehicles due for replacement next year and transition them to Responders.
We continue to use evidence -based practices in our efforts to holistically address
gang/gun violence and violent crime in general in our community. Sometimes, these
strategies require the use of resources that the Police Department does not currently
possess or does not need on a permanent basis. We are requesting funding to meet
operational requirements to enable us to continue these important investigations.
INDEPENDENT POLICE CANINE UNIT TRAINER
California POST recommends that each K9 handler receive at least 20 hours of training
every month to ensure they are adequately trained to meet the demands of their
assignment. Currently, the BPD uses a Senior Police Officer as the head K9 Trainer to
meet those hourly thresholds. Contracting with an outside trainer will allow us to return
the current police officer from an administrative role to a field -based role. We believe
this is also an opportunity to gain additional expertise and outside perspective in an
important unit within the Police Department.
VERSATERM CASE SERVICE
Currently, our non -emergency crime reporting service levels, which generally involve
property crimes, are experiencing extended response times and delays in the
processing of reports. At any given moment, there are hundreds of reports waiting to be
processed. Delays impact our ability to discover serial -type crime trends.
Based on the volume of crime reports and calls for service, the Police Department
necessarily prioritizes calls for service, which is why we have for many years sought to
implement differential responses in several areas. A cornerstone of community trust
and confidence in police services is responsiveness.
We are purposing to prioritize crime victim engagement and the timely reporting of
crime is critical to enhancing public safety with the expansion of Versaterm Crime
Service.
Versaterm Case Service is an:
• on -demand,
• multi-lingual,
• reporting service accessible via mobile, voice, text, and web.
This service will significantly enhance our current service model for crime victims by
eliminating the need to wait for callbacks and expediting the routing of police reports to
investigators.
The Police Department Communications Center currently has several dozen
Dictaphone data cartridges that contain radio and phone audio from major incidents
including homicides. Currently, these files cannot be accessed or reviewed by
investigators. In the last several years we have also received requests from
prosecutors for these records but have been unable to provide them due to the fact we
do not have the equipment necessary for conversion or playback. We have identified
an FBI -verified vendor who can convert and preserve these important records.
CAPITAL IMPROVEMENT PROJECT
BAKERSFIELD POLICE EVOC FACILITY
The Bakersfield Police Department's Emergency Vehicle Operations Center, located at
500 Wafts Drive, is utilized by the Bakersfield Police Department's Training Academy,
Bakersfield Fire Department, and Bakersfield Code Enforcement. This location needs a
classroom for instruction and suitable restrooms for academy trainees and City staff.
One portable facility with a classroom, office, and bathroom will accommodate all three
Department needs. This property currently does not have a classroom or restrooms.
A significant portion of the cost of this project will be deferred due to an MOU with the
State of California, which provides for a bi-annual reimbursement for compliance with
state -mandated training. It is anticipated that the Department will receive approximately
$125,000 in reimbursement from the state for FY 21/22 and FY 22/23, which will offset
the cost of this project. We will also receive reimbursement for training completed in FY
23/24. The total cost of the project is estimated to be $300,000 before any offset from
reimbursements.
EVOC
TOTAL SALARIES &BENEFITS
$ 1,771,700
TOTAL OPERATING
$ 336,500
TOTAL EQUI PM ENT
$ 139,319
TOTAL CAP I TALI MP ROVE ME NT PROJECT
$ 175,000
10
u
BAKERSFIELD
,r£�0Fb" ?d*
Department of Recreation and Parks
DATE: April 5, 2023
TO: Mario Orozco, Budget Officer
FROM: Raj Mistry, Fiscal and Admin Srvs Officer II
SUBJECT: New Personnel Request for Public Safety and Vital Services (PSVS) FY 2023-
24 Budget (Updated)
Park Ranger Manger - (PSVS Funded)
Park Ranger Supervisor - (PSVS Funded)
Department is requesting the following positions and equipment under the Public Safety
and Vital Services (PSVS) measure for the FY 2023-24 Budget for the Park Ranger Program
(PRP). The new positions will assist in developing a proper organizational structure as the
PRE evolves. As the PRP re -aligns to include the Support Team of Rangers and
Maintenance (STORM) these positions are essential to ensure appropriate supervision and
provide sustainable succession long term. The PRP has assumed all responsibilities
previously performed by code enforcement within parks. The PRP will work with the
STORM team for immediate encampment cleanups, illegal dumping, and vandalism
throughout City parks. It is essential these two teams work in conjunction with each other
for proper response times. The approval of the requested positions will provide a proper
operational structure for the PRP such that the Ranger Manager will have two Ranger
Supervisors; each in charge of one PRP team and a STORM team to ensure seven days a
week coverage.
Each request has been carefully analyzed and is vital for the completion of the
organizational structure for the PRP. The requests total $428,572 salaries including benefits,
start-up costs, vehicles, and equipment. The Park Ranger Program positions listed are a
high priority for the department In order to offset the costs for the Park Ranger Supervisor
position, the department proposes to hold vacant two unfilled Facility Worker (FW)
positions that are currently approved within the PSVS funded complement. This will
provide an approximate cost offset of $141,000 for the position. The department will be
able to absorb the minimal difference within the operating budget of the PSVS programs.
In summary, the costs for the two new positions and start-up costs are listed below with
an overall net cost of $287,572 arising from holding vacant two PSVS funded FW positions.
Park Ranger Manager: $110,280 ($204,017 W/Benefits)
Park Ranger Supervisor: $88,408 ($163,555 W/Benefits, Less $141,000 for FIN Net $22,555•)
'Offset by Two Unfilled FW Positions
Vehicle SUV: $56,000
One Time Costs: $5,000
The requests listed above have been carefully reviewed and are essential for the success
and completion of each of the respective program.
12
V
BAKERSFIELD
TFE SOUND OFprrW"99*
MEMORANDUM
April 4, 2022
TO: Christian Clegg, City Manager
FROM: Christopher Boyle, Development Services Director CB
SUBJECT: Fiscal year 23/24 PSVS Funding Request
INTRODUCTION
Determination, perseverance, and commitment exemplify the foundational characteristics of the 103
individuals that form the Development Services Department of the City of Bakersfield. Each day, they are
asked to complete the work of many more than 103. Some days, they are able to celebrate successes,
but too often obvious organizational shortfalls leave a sour taste on an otherwise hard-fought successful
day. The primary focus is shifted to what was not accomplished, an issue with a vacant building, the
missed inspection, or the entitlement that was delayed in processing. That is what is shared in the emails
and phone calls and subsequent meetings. Those organizational gaps prohibit the very real taste that
determination, perseverance and commitment should result in. The solution comes in the form of people.
This memorandum focuses on closing those gaps in service necessary for victory. Victory, in this case, is
measured in attaining Key Initiatives aligned with City Council Goals. Those goals are as follows:
1.) Economic Opportunity for All
2.) Safety and Resilience
3.) Reliable Infrastructure
4.) Community Character and Qualityof Life
5.) Innovative and Efficient Government
Those gaps are closed with people. The City Council has asked this department to do more (and more
again) but without full investment. Investment in the form of people is necessary, now. Now, even when
the future is uncertain. I am not asking for a huge investment. This memorandum asks only for enough,
enough to close the gap. Specific resources to support those people are also included in this request.
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 are cumulatively 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 past year signaled a significant
13
milestone for the division as building permitting trans itioned to the Avolve ProjectDox online electronic
plan check and permitting system. 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. Public Safety Vital Services (PSVS) funding does not support the Building Section. Specific requests
necessary to close gaps in the Permits and Inspections subdivision should be addressed by the
Development Services Fund, a fund designed to serve the development community, and will be proposed
as part of the Operations memorandum.
Requests specific to closing structural gaps in the Code Enforcement Section are addressed within this
memorandum. These requests require PSVS funding.
HISTORY
Last year, Development Services Department had three specific PSVS funding requests. First, the Rapid
Response Team (RRT) needed two positional additions that would have created an opportunity for seven -
days -a -week coverage within the RRT. Only one of those positions was funded, creating a gap between
expectations in service delivery and the realities of staff capacity. As noted in last year's memorandum,
"Without these two additional employees, holes in existing coverage will persist" Holes persist.
Second, last years budget request noted that "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 forthe 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 proposed a minimal
complement of personnel to make up the Special Projects Unit and achieve the targeted goals identified.
The proposed team included:
• One (1) Code Enforcement Officer III (Supervisor)
• Three (3) Code Enforcement Officer 1/II
• One (1) Assistant Code Enforcement Officer
• One (1) Operations Support Specialist
Three of these positions were funded last year. The first project to be assigned to this new code
enforcement complement was vacant and dilapidated properties, but having only half of the complement
left obvious gaps in the team's organizational structure that could not be overcome by the very real
determination, perseverance and commitment that the team demonstrated. That gap needs to be filled.
Third, the Code Enforcement Section requested training support. A modest request of $50,000 helped
facilitate the continued training of staff, ensuring that they continue to develop into the best Code
Enforcement Section possible. This remains an ongoing requirement for developing those foundational
characteristics to create difference -making employees and industry -standard excellence.
Special Projects Team
As noted above, last budget year added a Special Projects team dedicated to addressing dilapidated
buildings and nuisance properties. Half of the proposed team was approved and has been put in place.
With only half of that team in place, other Code Enforcement staff had to be reassigned to create sufficient
capacity to bring about a positive result. Where the Special Projects team has made progress, other
14
sections of the Code Enforcement team realized shortfalls in effectiveness. As an example, the Code
Enforcement neighborhood teams as of this date have 114 pages of pending cases. Commensurately,
citizen frustration over lack of responsiveness have become publicly evident. For the Special Projects
team, and the Code Enforcement Section as a whole to be successful, the Special Projects team needs to
be funded at the level previously requested. Let's close the gaps to realize success. With current
budgetary constraints in mind, I propose the addition of the following position:
• One (1) Code Enforcement Officer III (Full size crew cab 44)
The costs of this additional positions and associated one-time vehicle and miscellaneous start-up costs is
elaborated upon below.
Continued support of this important investment directly satisfies Key Initiatives Goal D — Community
Character and Quality of Life, specifically:
• Implement Chronic Nuisance Property Purchase Program,
• Acquire underutilized properties within targeted areas for redevelopment,
and Goal 2 —Safety and Resilience, specifically,
• Decrease the number of arsons and repeat structure fires, and
• Redesign the Cio/s response for addressing encampments.
Buildine Reeist
We continue to be asked to put in place a vacant building registry program. Direction from the dais and
the City Managers Office has been given and a building registry program ordinance is in preparation.
Although staff has elaborated on the lack of necessity shared by other municipalities, in that there is a
desire to establish a building registry program, there will be a need for staff to implement the size and
scope of the desired program. Development Services has done extensive research looking to identify an
outsourced option. Only one firm has a program, but that program only tracks and addresses foreclosed
properties. This firm is not in California at this time. Thus, to successfully implement a registry program,
the scope and expectations would drive the number of dedicated staff needed. Decision makers have
often referenced the City of Fresno's vacant building registry program, and staff has visited Fresno to fully
understand how the program is structured. Fresno deploys two dedicated Code Enforcement Officers
specifically within their downtown core, and deploys no less than seven officers in the inspection of vacant
properties throughout their community. Additional attorney resources support their program.
I support the creation of a pilot program to function mainly within the downtown and Old Town Kern
areas focused solely on commercial properties, staffed by one Code Enforcement Officer 1/11 and an
Assistant Code Enforcement Officer, to address implementation of an ordinance specific to this
geographic area. Expansion of the ordinance vacant building registry area requires additional personnel.
15
Adding a registry program without personnel will only result in further dilution of Code Enforcement
Section resources, resulting in less than the desired results, not just in the implementation of the vacant
commercial building registry ordinance, but in the overall effectiveness in the service delivery of the
Section.
The costs to complete the Downtown Vacant Building Registry Program team and associated one-time
vehicles and miscellaneous start-up costs is elaborated upon below.
Facilitating the implementation of the vacant commercial building registry ordinance, including the
creation of a pilot program directly satisfies Key Initiatives Goal D — Community Character and Quality of
Life, specifically:
• Implement Chronic Nuisance Property Purchase Program,
• Acquire underutilized properties within targeted areas for redevelopment,
and Goal 2—Safety and Resilience, specifically,
• Decrease the number of arsons and repeat structure fires, and
• ARPA Blighted Property/ Infill Purchase Program.
Non -Personnel Requests
The following is a discussion on one-time purchases that will enhance productivity, resulting in greater
productivity within established programs in the Code Enforcement Section.
Building Permitting and Inspection Efficiencies
In January, the City Council awarded a contract to Speridian to implement Clariti Software as our
new Permitting, Inspections, Code Enforcement and Planning software module. The kickoff
meeting occurred earlier in March with go -live anticipated before the end of the year. With the
goal of providing the best customer experience and service possible, staff has been discussing
ways to be more efficient. Clariti software offers the opportunity to truly go paperless by
including electronic inspection correction notices. This is a game changer compared to today's
practice of having pa per notices filled out on triplicate forms. With the new process, the inspector
will electronically capture their correction notice utilizing their assigned laptop. Once completed
the correction notice will become part of the online accessible data along with the ability to print
on -site. This process will require the necessity of purchasing thermal printers for every building
inspector and any staff completing field inspections. The printers range from $900 to $1,350 each
depending on brand and thermal paper seems to be relatively cheap for these devices. There are
currently 17 staff members that will need this ability to print notices. The cost for new thermal
printers for staff that completes site building inspections is $25,000.
16
CONCLUSION
I know that the last sentence in your Budget Instructions memorandum notes that "uncertainty will need
to temper departments' desire to increase staffing and services going into next fiscal year." And I know
this memorandum may not entirely align with those instructions. It is truly the reflection of my own
determination, perseverance, and commitment to the Development Services team. I only am trying to
make a great team whole. I would have failed them if not for this memorandum. I appreciate any
considerations you might provide.
Thank you in advance
ATTACHMENTS
Exhibit A:
City Council Key Initiatives (Draft)
Exhibit B:
Proposed PSVS Budget— Development Services Department
Exhibit C:
Proposed PSVS Budget —Building Division
Exhibit D:
Proposed Building Division Revised Organizational Chart
Exhibit E:
Proposed PSVS CIP Budget— Development Services Department
CC: Gary Hallen, Assistant City Manager
Phil Burns, Building Director
Paul Johnson, Planning Director
David Paquette, Code Enforcement Manager
Cassaundra Cotera, Fiscal & Administrative Services Officer
17
EXHIBIT "B"
Public Safety and Vital Services (PSVS) Measure
Fiscal Year 2023-24 Budget Requests
A summary of proposed Public Safety and Vital Services (PSVS) Measure requests for Fiscal Year 2023-
24 is detailed below. These proposals are intended to be additional positions, programs, and projects
that continue or enhance initiatives budgeted in the current and prior fiscal years. The dollar figures
represent the new funding requested by the strategic category and by the department in which the
funds would be budgeted.
ONE-TIME PSVS FUNDS
Safety and Resilience (City Council Goal #2)
➢ City Manager's Office — $5,000,000
's Affordable Housing Program Allocation of $5 Million (PSVS #9): The affordable housing
program invests money to support the construction of new affordable housing units, support
the Affordable Housing Strategy and leverage local dollars with opportunities from the State
and Federal level.
➢ Bakersfield Police Department - $233,200 (General Fund Contingency)
E• Emergency Vehicle Operations Center (EVOC) Facility Allocation of $175,000 (PSVS #4):
Bakersfield Police Department's Emergency Vehicle Operations Center, located at 500 Watts
Drive, is utilized by the Bakersfield Police Department's Training Academy, Bakersfield Fire
Department, and Bakersfield Code Enforcement. This property currently does not have a
classroom or restrooms, impeding each department's ability to successfully fulfill the city's
goals. One portable facilitywith a classroom, office, and bathroom will accommodate all three
Departments.
Dictaphone Analog Conversion Allocation of $58,200 (General Fund Contingency- PSVS #3,
5): The Police Department Communications Center currently has several dozen Dictaphone
data cartridges that contain radio and phone audio from major incidents including homicides.
Currently, these files cannot be accessed or reviewed by investigators. In the last several years
we have also received requests from prosecutors for these records but have been unable to
provide them due to the fact we do not have the equipment necessary for conversion or
playback. We have identified an FBI -verified vendor who can convert and preserve these
important records.
➢ Bakersfield Fire Department - $170,000
43 Report and Data Management Program Allocation of $170,000 (PSVS #8): The Bakersfield
Fire Department (BFD) requests to purchase Image Trend, a software product that can replace
the department's current report management system (Zoll FireRMS) and the department's
patient care reporting program (ESO). Image Trend eliminates the redundancy of creating
Page t of 9
duplicate reports in two separate programs and allows the department to create unique
inspection forms. This software would allow the department to digitally complete forms while
performing business inspections, ending the need to transfer information from a paper form
into an electronic database later. Additionally, Image Trend can be used for inventory and
tracking Fire Department capital items, small equipment, and Paramedic medications.
Furthermore, it can automate the daily and weekly apparatus and equipment checks,
streamline work orders, and enhance communication department -wide regarding equipment
status. Finally, Image Trend provides better analytics generated from only one data pool. This
data will be used to improve response times, increase operational efficiency, and maintain
current department accreditations.
➢ Technology Services Department- $200,000 (PSVS Contingency)
Parks Security Cameras (Phase II) Allocation of $200,000 (PSVS #2, 4, 5): This project will
continue to add cameras and necessary network connectivity, storage, and licenses for video
coverage at several of the City's 61 parks. A previous proof of concept project has shown that
video cameras that are available to the Police Department on a permanent 24 hours a day, 7
days a week basis are a useful tool to help prosecute criminal activity that occurs in the parks.
This second phase will add cameras to the parks identified by the Police Department and
Recreation & Parks Department to have a need for full-time video cameras. This project will
require that monies are put aside in the equipment replacement fund to ensure that
appropriate software licenses are purchased annually, and equipment can be repaired when
needed and replaced on an appropriate schedule.
➢ Development Services Department - $100,000
:• Rapid Response Team (RRT) Additional Building Cost Allocation of $100,000 (PSVS tt5): The
facility proposed will be located west of Beach Park at the western terminus of 21st Street.
The facility will 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.
Public Works Department - $500,000
3 Bakersfield Animal Shelter Expansion Allocation of $500,000 (PSVS #12): Additional space is
needed to accomplish the mission of the Animal Shelter and the Society for the Prevention of
Cruelty to Animals (SPCA). The City partnered with Indigo/Hammond Playle Architects, LLP to
create the City of Bakersfield Animal Shelter Master Plan. This PSVS funding request will
construct Phase 1 improvements which include minor renovations to the administrative
building, veterinary facility, and all kennel structures, as well as the installation of a new
manufactured structure for cat adoption. The Phase 1 improvements will allow for the
consolidation and optimization of existing facilities.
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Reliable Infrastructure (City Council Goal #31
➢ Development Services Department - $25,000
Building Division Thermal Printers Allocation of $25,000 (PSVS #10): In January of this year,
the City Council awarded a contract to Speridian to implement Clariti Software as our new
Permitting, Inspections, Code Enforcement, and Planning software module. Our Kick -Off
meeting is scheduled for early March, with go live during the week of Christmas. With our goal
of providing the best customer experience and service possible, staff have been discussing
ways to be more efficient.
Clariti software offers the opportunity to truly go paperless by including electronic inspection
correction notices. This is a game changer compared to todays practice of having paper
notices filled out on triplicate forms. With the new process, the inspector will electronically
capture their correction notice utilizing their assigned laptop. Once completed the correction
notice will become part of the online accessible data along with the ability to print on -site.
This process will require the necessity of purchasing thermal printers for every building
inspector and any staff completing field inspections. We currently have 17 staff members that
will need this ability to print notices. We have not seen the inspection side of the Code
Enforcement module thus we are not sure if other printers will be needed.
➢ Public Works Department - $10,150,000
:• Street / Corridor Improvements along Niles and Monterey Street Allocation of $800,000
(PSVS #5, 12): This project proposes complete street improvements along Niles Street and
Monterey Street to include traffic calming elements, safer and more comfortable pedestrian
and bicycle facilities and numerous improvements for stormwater, streetlighting,
landscape/hardscaping, and Americans with Disabilities Act (ADA) improvements. In addition,
the City will work with the Economic and Community Development Department to identify
and apply for grant opportunities to secure funding for this project.
Street / Corridor Improvements along Dr. Martin Luther King (MLK) Jr. Blvd Allocation of
$600,000 (PSVS #5, 12): This project proposes complete street improvements along Dr. MLK
Jr. Blvd. to include traffic calming elements as well as landscaping and pedestrian/bicyclist
improvements focused on safety and accessibility.
:• City -Wide Traffic Calming Improvements Allocation of $1.8 Million (PSVS #5,12): City Council
recently adopted a Neighborhood Traffic Calming Program that includes a comprehensive
inventory of traffic calming solutions that may be applied to various roadways as deemed
appropriate. Challenging locations around the City where residents and staff have observed
will be analyzed in accordance with this program to determine which practical solution may
be used on a case -by -case basis. Some solutions may be addressed immediately such as the
installation signage, striping, and pavement markings, as well as radar feedback signs. These
traffic calming funds will help accelerate the Citys response time in providing practical
solutions to these traffic calming requests.
•+ Multi -Modal Demonstration Projects Allocation of $2 Million (PSVS #5, 12): Throughout the
City, and particularly within disadvantaged and Prosperity Neighborhoods, there is a
considerable deficiency in safe multimodal opportunities for bicyclists, pedestrians, and low -
speed vehicle users. This project would fund quick -build solutions to create, expand, and/or
Page 3 of 9
enhance widened sidewalks, buffered bicycle lanes, cycle tracks, road diets, road toning, and
other projects that would support safe multimodal opportunities, thereby providing a more
complete street for all users of the public right-of-way. This project is consistent with the City's
Complete Streets Policy and Blue Zones Initiative.
❖ Traffic Signal Battery Backup System (BBS) Project Allocation of $200,000 (PSVS #5, 12):
Currently, the City maintains 440 signalized intersections, twenty of these intersections were
designed with BBS many years ago, funding constraints caused staff to abandon their use and
expansion to the remaining 420 intersections. In the meantime, Pacific Gas & Electric's (PG&E)
power supply has been interrupted more frequently due to various reasons, including
deteriorating transmission and distribution lines, more significant electrical demands from
growth, and more stringent State regulations on fossil fuel power generation. Signalized
intersections protected with BBS can keep traffic signals operational during these frequent
power outages and maintain public safety and traffic flow.
The objective of the City -Wide BBS Installation project would be to substantially increase the
coverage of BBS protection throughout the city traffic network. The project would reduce the
5 number of traffic signals that blackout because of power outages and minimize the
frequency of traffic signals reverting to red -flashing mode operation after power is restored
and/or the occurrence of power supply anomalies such as voltage spikes and voltage sags.
Each project intersection will be outfitted with a BBS composed of an array of batteries housed
externally to a roadside cabinet, a power inverter/charger, a power transfer relay, and a
manual power bypass switch. In addition to the BBS, any remaining incandescent traffic lights
at project intersections will be replaced with Light Emitting Diode (LED) traffic lights to resume
uninterrupted traffic control for the maximum possible duration. Staff will also consider
opportunities to wrap cabinets with art or greenscape to achieve a higher level of corridor
beautification. The nature of this project aligns well with many State and Federal grant
opportunities for public safety and resiliency. The multiyear approach to this project allows
staff to seek out grants for this project, demonstrate a local matching commitment, and
accelerate work as grants may be awarded to Bakersfield.
Alley Improvements Project Allocation of $250,000 (PSVS #5, 12): This request will continue
funding the Alley Improvement project intended to aid infrastructure projects in support of
community redevelopment in our Prosperity Neighborhoods to help bring them up to current
City standards. Improvements may include asphalt, sidewalk, curb, gutter, or other necessary
improvements within the right-of-way.
:• Miscellaneous Pavement Marking Improvements Allocation of $250,000 (PSVS N5, 12): This
request will continue funding the Pavement Marking Enhancements project funding, which is
geared towards heighteningthe awareness of motorists when they enter intersections or mid -
block crossing where pedestrians or the possibility of pedestrians are possible. The
improvements may include bump outs, additional signage, green bike lanes at intersections,
higher visibility decorative crosswalks, possible flashing beacons at some intersections, and
miscellaneous pavement marking treatments to increase pedestrian safety. As the city trends
towards a pedestrian and cyclist -friendly city, the Pavement Marking Enhancements program
will provide a great starting point for safety concerns when approaching intersections.
Page 4 of 9
3 Streets Division Resurfacing Allocation of $1.5 Million (General Fund Contingency- PSVS Its,
12): Over the last two years, the Streets Division resurfacing budget had an increase of 2%,
while materials and services increased 25% over that same period. Next year's resurfacing
budget is to remain flat, yet costs for materials and outside services remain high. The Streets
Division is on track for the fiscal year 2022-23 to pave over 160,000 tons of asphalt; however,
due to a mid -year budget request denial for additional funding, this goal will not be met.
Additional funding will have a positive impact on the City's Pavement Conditions Index (PCI).
Without the additional funding, the Streets Division will be forced to halt its paving operation,
and this will have a negative impact on the PC[ rating. Lastly, the Streets Division's current
paving practices are highly efficient and deploy the most affordable means to maintain City
roads. By not utilizing the Streets Division to its fullest capacity, road maintenance will have to
be deferred and could become more costly. For example, deferring the maintenance on a
roadway could result in the roadway needing a full -depth reclamation project, which is three
to four times as costly as current practices being performed by the Streets Division.
3 Street Light Improvements Allocation of $500,000 (General Fund Contingency- PSVS H5, 12):
The City has completed more than 76 streetlight improvements at various intersections
throughout the City. City Council has identified and prioritized corridors throughout the City
with minimal to no lighting. The Department is working on two parallel paths to accelerate the
installation of additional street lighting. The first path will be Pacific Gas & Electric's (PG&E)
installation of the new Light Emitting Diode (LED) street lighting on many existing wooden
utility poles within the next few months. These streetlights will be rented and paid for with
the operations budget. The second path for accelerating streetlight installation is through
Public Works staff design. Several designs for new streetlight underground conduit, poles, and
luminaires are being worked on now and will be bid on this year, and over the next fiscal years.
S Grant Match Fund Allocation of $2.25 Million (General Fund Contingency- PSVS #10): 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 of $2,250,000
would enable the City to demonstrate a local funding match and would be allocated after the
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.
➢ Economic and Community Development Department - $1,500,000
Downtown Redevelopment Allocation of $1.5 Million (General Fund Contingency- PSVS #11,
12): The downtown redevelopment program provides resources to incentivize redevelopment
in the downtown core with the intent of creating synergy that would create subsequent
private investments in the area.
Page 5 of 9
Community Character and Ouality of Life (City Council Goal #4)
D Recreation and Parks Department - $4,800,000
❖ Park Amenities & Renovation Improvements (PARI) Allocation of $800,000 (PSVS #5, 12,13):
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 budget 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. The
project supports the community by prioritizing the safety of public areas and enhancing
amenities throughout the community to improve the quality of life.
Neighborhood Monument Renovation Allocation of $200,000 (PSVS #5, 12, 13): This project
will renovate the City's various residential subdivision wall monuments. Over the past several
decades the City has seen exponential growth in housing development. Within these
residential subdivisions, several developments included a more aesthetic corner subdivision
wall monument that contained the neighborhood's community name, featured landscaping,
and in some cases focused lighting. Over the years, several of these monument walls have
succumbed to natural elements and/or vandalism. This project would provide the necessary
repairs, i.e., stucco, stonework, new lettering, and landscaping to enhance the appearance of
these areas which are a focal point to the entrance of every subdivision community.
Citadel Soccer Park Allocation of $150,000 (PSVS #5, 12, 13): The proposed infrastructure
improvements will address Citadel Street's poor lighting, fragmented pedestrian network, and
help mitigate the urban heat island effect during Bakersfield's triple -digit summers by
providing substantial tree canopy along an urban trail. To complement the safe route to
school, the City will reactivate the abandoned recreational space with new turf, plants, and
trees to once again serve as a multi -purpose field for the community.
•:• Beach Park Irrigation System Rehabilitation Project Allocation of $250,000 (PSVS
Contingency- PSVS #5, 12, 13): The Beach Park Irrigation system currently operates on a water
well pump located onsite. Over the years the well casing has required constant repairs to
remain operable. The well has passed its useful life and requires a new well to be drilled.
However, with recent drought conditions, the water table is set much lower and would require
a deeper well which increases costs. The current solution would be to connect the system
directly to the city's domestic water system and provide a stable service to the park. The
remaining park's irrigation system would also require much -needed repairs due to rodent
infestation damaging the irrigation system's wiring.
❖ The Park at River Walk Playground Rehabilitation Project Allocation of $675,000 (PSVS
Contingency- PSVS #12, 13): The Park at River Walk is considered one of the City's busiest
flagship parks. The existing playground equipment is a very popular element of the facility.
After eighteen years, the playground is past its useful life and has little play value as compared
to modern playground equipment. The new playground will include rubberized surfacing, ADA
accessibility, and inclusionary play all under a large shade structure. A new playground will
meet all current standards and modern appeal to the park.
Page 6 of 9
S Westwold Park Playground Rehabilitation Project Allocation of $450,000 (PSVS Contingency-
PSVS #12, 13): This park is located at 7906 Westwold Drive and consists of the removal and
replacement of the existing playground equipment for Westwold Park. The existing
playground equipment is seventeen 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 shade
canopy.
❖ Wilson Park Sports Courts Renovation Allocation of $400,000 (PSVS Contingency- PSVS #22,
13): Built in 1960, the two sports court amenities concrete have become riddled with cracks
and alkaline corrosion making the playing surface difficult to use. Both projects propose the
complete removal of the existing concrete and the installation of new post -tension concrete
slabs with a 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.
:• Siemon Park Tennis Courts Rehabilitation Allocation of $500,000 (PSVS Contingency- PSVS
#12, 13): This proposal consists of rehabilitating four existing tennis courts into six permanent
pickleball courts and two tennis courts. With the growing popularity of the pickleball sport
throughout Bakersfield, a need has been created to offer additional play areas. Currently, the
existing asphalt court surfacing has progressively deteriorated over the years. The courts have
developed several open cracks in the playing areas and are in need of replacement including
fence repairs. This project consists of removing the existing asphalt surface and replacing it
with new reinforced post -tension concrete slabs, new hardware, acrylic court color surfacing,
and 2" play lines.
A Centennial Park Improvements Allocation of $775,000 (PSVS Contingency- PSVS #12, 13):
Built in 1969, this project consists of the removal and replacement of the existing playground
equipment along with rehabilitating the two existing tennis courts into two permanent
pickleball courts and one tennis court. The existing playground equipment is twenty-one 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. The asphalt court surfacing has progressively
deteriorated overthe years, developing several open cracks in the playing areas, and is in need
of replacement including fence repairs. This project consists of removing the existing asphalt
surface and replacing it with a new reinforced post -tension concrete slab, new hardware,
acrylic court color surfacing, and 2" play lines.
4- Stone Creek Park Project Allocation of $600,000 (PSVS Contingency- PSVS #5, 12): This
project will provide the complete removal and replacement of the existing park restroom
building. Built in 1998, and original to the park, the restroom building at Stone Creek Park has
been heavily vandalized over the years and needs replacement. An increase in ongoing
vandalism to the restroom fixtures has contributed to the building's 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.
Page 7 of 9
➢ Public Works Department-$1,900,000
•e Mesa Marin Sports Complex Phase III Allocation of $1.5 Million (PSVS #5, 12, 13): In
conjunction with the Recreation & Parks Department, Mesa Marin Phase III proposes to
construct four (4) additional softball fields, sports lighting, walkways, landscaping, irrigations
systems, pathway lighting, and a prefabricated restroom and concession stand. This project
was advertised but unfortunately, the bids had to be rejected due to insufficient funds.
Recreation and Parks staff have rejected the bids and will work with the design consultant to
redesign the project to bring costs within the appropriate budget.
:• Gateway Beautification Projects Allocation of $400,000 (General Fund Contingency- PSVS #5,
12): 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 their
completion and success.
Innovative and Efficient City Government (City Council Goal #51
➢ City Manager's Office—$100,000
3 Council Outreach/ Customer Service — Post Cards Allocation of $100,000 (General Fund
Contingency- PSVS #12, 13): The City of Bakersfield is committed to providing high -quality
customer service for its residents. One way the City provides customer service is by increasing
the accessibility of City staff to address resident concerns and deploying new technologies to
facilitate communication between the City and residents. For example, the Bakersfield Mobile
Application, HELP Team within the City Manager's Office, and the City's social media presence
are a few ways the City makes itself more accessible to its population. This increased
accessibility translates to higher levels of civic engagement, increased awareness of the
resources the City offers, and greater community clarity on how the City of Bakersfield can
improve the quality of life and vibrancy of the community.
The proposed funding would continue the City's commitment to high -quality customer
service by providing Bakersfield households with an informative and interactive post card on
the City. The post card would include general information about the City of Bakersfield, the
name and contact information of their Councilmember, list frequently requested phone
numbers, include a Quick Response (QR) code for the digital application, and point residents
to our most requested services. The post cards are a low-cost community engagement tool
that will help reach the residents of the City of Bakersfield at scale.
Page 8 of 9
➢ Finance Department -$5.9 Million
9 City Rainy-Day/Cash Basis Reserve Fund Allocation of $2.9 Million (PSVS #10): As part of the
Fiscal Year 2022-2023 budget, the City Council established a City Reserve Policy via a resolution
(#172-2022). The City Reserve Policy established three (3) designated reserve accounts
including the Rainy-Day/Cash Basis Reserve, Pension Rates Stabilization Reserve, and the
Facility Replacement Reserve. The City Reserve Policy serves as a framework on how to use
City resources prudently and describes how much the City desires to retain in reserve and
describes acceptable uses of the reserves.
At a minimum, the City's goal is for the Rainy-Day/Cash Basis Reserve fund balance to be
equal to at least 16.7% of City expenses which would be equal to approximately two (2) months
of City operations. This reserve amount is based on industry best practices estimates from the
Government Finance Officers Association (GFOA). Staff is proposing an additional $2.9 million
of one-time PSVS fund revenues be allocated to the City's Rainy-Day/Cash Basis Reserve as a
part of the mid -year budget adjustments. This additional $2.9 million will help continue to
advance the plan.
Market Compensation Adjustment Set -Aside (COLA) Allocation of $3 Million (PSVS
Contingency- PSVS #10): The City Council recently approved a new multi -year agreement with
the Bakersfield Police Officers Association and the Bakersfield Firefighters Labor Organization
that included an increase in Cost of Living Adjustments (COLA). The City is currently in contract
negotiations with the Bakersfield Service Employees International Union (S.E.I.U.), Local 521
as the current labor agreement expired in June 2022. 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 $3 million in one-time PSVS 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.
Page 9 of 9
EXHIBIT "C"
Public Safety and Vital Services (PSVS) Measure
FY 2023-24 Budget Requests
In addition to creating a specific cash contingency set aside, it is prudent to set aside additional
contingency given the economic uncertainty in the coming fiscal year. Staff recommends waiting to
move forward with some projects until mid -year when we can confirm that revenues are on target with
projections. In the event of a significant economic downtown, we would forgo these contingent projects
to keep the budget balanced. A summary of proposed Public Safety and Vital Services (PSVS) Measure
contingent projects requests for Fiscal year 2023-24 is detailed below and will be annotated in our
proposed project list.
PSVS RECURRING OPERATING
Economic Opportunity For All (City Council Goal #1)
Development Services Department — $500,000
9 Development Plan Review Enhancements Allocation of $500,000 (General Fund
Contingency- PSVS #11): With persistent organizational gaps, the Development Services
Department is constantly looking for innovative and cost-effective ways to provide exemplary
customer service to the citizens of Bakersfield. The Building Division is requesting $500,000 to
outsource projects when applicable to provide vital services.
Safety and Resilience (City Council Goal #2
➢ City Manager's Office — $350,000
Homelessness Prevention / Eviction Prevention Services Allocation of $350,000 (General Fund
Contingency- PSVS#9):The Cityof Bakersfield and regional partners have implemented numerous
solutions in response to the impacts of homelessness and emergency shelter needs. Staff
continues to assess where additional system gaps exist. An emerging priority is addressing the
inflow of new individuals to homelessness. Despite placing hundreds of homeless into permanent
housing over the past two years and creating hundreds of new shelter beds, more new individuals
became homeless than were placed into permanent housing. Homeless prevention is more cost-
effective than rehousing or rehabilitating individuals experiencing homelessness. While staff is
pursuing homeless prevention through mental health and substance use intervention programs
at the state and regional levels, there are programs that can be pursued independently at the local
level. Some inflow of the homeless population is a result of tenant evictions. The proposed
funding would provide additional resources for contract services to work with those at the highest
risk of becoming homeless as a result of an eviction. Providing case management services, legal
consultation, and mediation services can address landlord interests while keeping individuals
housed.
Page 1 of 5
➢ Bakersfield Police Department — $438,000
Private Security Services Allocation of $250,000 (PSVS Fund Contingency- PSVS rig, 4, 5): The
Police Department is requesting additional private security patrol resources to address the
various safety concerns and priorities as defined by the Public Safety and Vital Services
Measure (PSVS). Although the Police Department is still not yet at full staffing, there has been
enough staffing growth to enable us to increase our efforts to reduce crime and improve the
safety, resilience, and quality of life in our retail, construction, and commercial centers. We
are developing a multi -faceted strategy that includes dedicated police resources, assisted by
private patrol and technology resources.
The Police Department intends to expand the use of private security services for specific
and dedicated patrols (vehicle, bicycle & foot), to supplement new police resources that are
being dedicated to reducing the high level of property damage, theft, and burglary crimes
being perpetrated against our business community. These additional resources will enable
the department to better identify root causes contributing to crime and disorder and
develop and implement sustainable solutions.
This request adds additional funds to continue private security services efforts by the
City. $1.1 million in PSVS funds were appropriated for private security services contracts as
part of the FY 2022-23 mid -year budget process.
Operational Gun Violence Intervention Allocation of $50,000 (General Fund Contingency-
PSVS rig, 3): The Police Department continues to use evidence -based practices in our efforts
to holistically address gang/gun violence and violent crime in general in our
community. Sometimes, these strategies require the use of resources that the Police
Department does not currently possess or does not need on a permanent basis. We are
requesting funding to meet operational requirements to enable us to continue these
important investigations.
Case Services (Versaterm) Allocation of $88,000 (General Fund Contingency- PSVS rig, 4, 5):
Currently, the Bakersfield Police Departments non -emergency crime reporting service levels,
which generally involve property crimes, are experiencing extended response times and delays
in the processing of reports. At any given moment, there are hundreds of reports waiting to
be processed. Delays impact our ability to discover serial -type crime trends.
Based on the volume of crime reports and calls for service, the Police Department
necessarily prioritizes calls for service, which is why we have for many years sought to
implement differential responses in several areas. A cornerstone of community trust and
confidence in police services is responsiveness. We are purposing to prioritize crime victim
engagement and timely reporting of crime critical to enhancing public safety with the
expansion of Versaterm Crime Service. This service is an on -demand, multi-lingual reporting
service accessible across various mediums. This will significantly enhance the department's
current service model for crime victims by eliminating the need to wait for callbacks and
expediting the routing of police reports to investigators.
Independent Police Canine Trainer Allocation of $50,000 (General Fund Contingency- PSVS
ri5): California POST recommends that each K9 handler receive at least 20 hours of training
every month to ensure they are adequately trained to meet the demands of their assignment.
Currently, the Bakersfield Police Department uses a Senior Police Officer as the head K9
Page 2 of 5
Trainer to meet those hourly thresholds. Contracting with an outside trainer will allow us to
return the current police officer from an administrative role to a field -based role. We believe
this is also an opportunity to gain additional expertise and outside perspective in an important
unit within the Police Department.
Community Character and Cluality of Life (City Council Goal #41
Development Services Department- $125,000
:• Receivership Services- Contracted Services Allocation of $100,000 (General Fund
Contingency- PSVS p12): Code Enforcement staff have been evaluating ways to make a larger
impact on dilapidated properties, where many properties are owned by one owner. Recent
discussion surrounded addressing multiple dilapidated properties owned by the same
property owner in one larger action. Although staff favorably discussed this option, adding
additional staff to address it has been a concern. As an option, there are experienced
consultants whom the City could outsource this potentially impactful program to. Utilizing
outsourcing for this process could allow actions against up to three property owners impacting
a total of about thirty properties. Initial research shows an anticipated cost of $85- $100 an
hour per certified Code Enforcement Officer. The cost could range from $80,000 to $140,000
for necessary inspections and documentation of the 30 properties. $100,000 is proposed to
fund added professional code enforcement services to facilitate the implementation of this
program.
Administrative Citation Services- Contracted Services Allocation of $25,000 (General Fund
Contingency- PSVS #12): At the Fiscal Year 2022-23 midyear budget, a Code Enforcement
Officer was funded to address illegal dumping and waste tire inspections. As part of that
program, municipal code changes to utilize administrative citations to the vehicle owners used
in the process of illegal dumping will be proposed. With this added program, administrative
citation utilization will go up, perhaps dramatically. Outsourcing administrative citation
processing and collection services is proposed. Data Ticket Inc., which currently processes City
parking tickets, can assume the entire administrative citation process, including customer
service, scheduling hearings, and fee collection. For the first year, to set up the program, create
forms, and the like, the anticipated cost is $25,000, but the cost may be offset by increased
revenue created by the successful prosecution of illegal dumping.
➢ City Manager's Office — $650,000
❖ Community Event Fund Allocation of $150,000 (General Fund Contingency- PSVS #12):
Special events and public gatherings contribute to the quality of life and vibrancy of a
community. Historically, the City has provided support to community events through some in -
kind resources and limited financial contributions. However, the provision of in -kind support
has been inconsistent. Staff proposes creating a community event policy to establish criteria
for how the City can consistently support public gatherings and special events that benefit the
community. This policy may include a reduction or discount to special event fees for smaller
events. More specific to this funding proposal, the policy will include recommendations for
event sponsorship for larger community -wide events, allowing the City to offset costs to
incentive events that achieve the goals of the policy.
Page 3 of 5
's Prevention Programming- Libraries, Recreation, Mentoring Allocation of $500,000 (PSVS #3,
4): 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. The funding will be utilized to fund community -based organizations
that provide outreach services, gun violence intervention, and client -focused services and
incentives. The program focuses on evidence -based interventions and strategies that target
high -risk individuals and communities, continuing the city's efforts towards reducing gun
violence within the community.
Innovative and Efficient City Government (City Council Goal #S)
➢ City Manager's Office — $900,000
•} Model of Excellence Program Allocation of $200,000 (PSVS #10): 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.
•? Community Engagement Support Funding Allocation of $100,000 (PSVS #30): 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 is 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.
Customer Service & Performance Training Programs Allocation of $50,000 (PSVS #10): The
City has allocated $100,000 over 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.
9 Grant Writing Contract Assistance Allocation of $75,000 (General Fund Contingency- PSVS
#10): 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 4 of 5
Federal Legislative & Grant Advocate Allocation of $100,000 (General Fund Contingency-
PSVS #10): State and Federal governments regularly propose legislation and engage in
executive rulemaking impacting municipal governments. While the City of Bakersfield has
been fortunate to have supportive legislative delegations, there are opportunities to increase
our legislative advocacy with greater energy and focus in support of our priorities and values.
The City Council has regularly acknowledged this opportunity by including legislative advocacy
and grant writing as an action item and priority within the City Council Goals. In August 2021,
the Bakersfield City Council entered into an agreement with a state legislative advocate to
increase the city's profile in Sacramento. At the time, Bakersfield was the only large city
without a legislative advocate in Sacramento. Since then, the city has increased its
communication with our state legislative delegation, established a state platform, taken
positions on bills with an 80%success rate, pushed for regulations favoring our priorities, held
multiple meetings with state cabinet -level officials and staff from the Governor's Office and
increased grant writing capacity to return our taxpayer dollars to Bakersfield.
The city now wishes to broaden its legislative and grant advocacy to include a federal
legislative advocate. The federal government maintains policies and funding greatly impacting
our city including those for public safety, homelessness and housing, drug policy, economic
development, housing, transportation, and infrastructure among others. An advocate would
help staff understand the opportunities that exist for engagement and strategize ways to
approach our legislative delegation and the administration in support of our priorities and
values.
Parking Enterprise Management Allocation of $125,000 (General Fund Contingency- PSVS
#10, 12): The "Making Downtown Bakersfield Vision Plan" serves as the guiding document for
future growth in Downtown Bakersfield overthe next 30years. The City Council funded a study
last fiscal year to explore the feasibility of establishing a Parking Enterprise Fund. During the
making of this plan, City Staff identified a need for an updated parking study for both the
Downtown core and Old Town Kern areas. This fund would allow for distinct budgeting of the
operating and capital costs for City parking facilities. It would also facilitate the contract
management of a parking enterprise. The proposed funds for the coming fiscal year would set
aside resources to implement the feasibility study and pursue a contract for service to
independently manage the parking enterprise. This is a cost -efficiency measure to provide
resources to manage our parking facilities more actively without additional staff
administrative costs.
Council Goal Professional Services Allocation of $250,000 (General Fund Contingency- PSVS
#10): During a March 2023 workshop, the City Council identified high -priority initiatives for the
coming fiscal year. As staff develops work plans in support of these initiatives, we anticipate
that professional service resources will necessary to implement some strategies. While
specific proposals have been developed for some Council priorities and included in the budget,
there are other initiatives that require further planning and analysis. This funding would set
aside resources that can be deployed by Council approval to implement their priority initiatives
as work plans and initial analysis are completed. We expect these funds to be allocated to
contract and consultant costs. Examples include an energy Community Choice Aggregator, a
review of our development review process, and an economic development plan for south
Bakersfield.
Page 5 of 5
Public Safety and Vital Services (PSVS) Measure
Fiscal Year 2023-24 Budget Requests Summary
Exhibit "A" PERSONNEL REQUESTS
CCG #4 Community
Character & Quality of Life,
$320,000 , 14%
■ CCG #2 Safety and Resilience -'
■ CCG #4 Community Character &
Quality of Life
CCG 82 Safety and
Resilience, $1,998,272,
86%
Public Safety and Vital Services (PSVS) Measure
Fiscal Year 2023-24 Budget Requests Summary
Exhibit xtBrr One -Time PSVS Funds
Safety and Resilience (COG Q)
AMOUNT
$ 510001000-
AMOUNT
AMOUNT
9
Affordable Housing Program
4
Emergency Vehicle Operations Center (EVOC) Facility
175,000
3
Dictaphone Analog Conversion
58,200
8
Report& Data Management Program
170,000
2,4,5
Parks Security Cameras Phase ll
200,000
5
Pat Building Additional Cost
100,000
12
City of Bakersfield Animal Shelter Expansion
500,000
$ 5,M,000
$ 2W,000
$ 233,200
Safety and Resilience (CCG #2) Total:
Reliable Infrastructure (COG #3)
AMOUNT
$ 25,0005,12
AMOUNT
AMOUNT
10
Building Division Thermal Printers
Street -Corridor Improvements: Niles and Monterey
800,000
5,12
Street -Corridor lmprov.: Dr. Martin Luther King (MILK) Jr. Blvd.
600,000
5,12
Citywide Traffic Calming Improvements
I,800,000
5,12
Multi -Modal Demonstration Projects
2,000,000
5,12
Traffic Signal Battery Backup System (BBS)Project
Z00,000
5,12
Alley Improvements Project
250,000
5,12
Miscellaneous Pavement Marking Improvements
250,000
5,12
Streets Division Resurfacing
1,500,000
5,12
Street Light improvements
500,000
10
Grant Match Fund
2,250,000
11,12
Downtown Redevelopment
1,500,000
$ 5,925,"
$
$ 5,750,000
Reliable Infrastructure (COG #3) Total:
Community Character& Quality of Life (COG full
AMOUNT
$ 800,000
AMOUNT
$
AMOUNT
$
5,12,13
Pa rk Ame cities& Re novati on l mproveme nts(PARI)
5, 12, 13
Neighborhood Monument Renovation
200,00)
5, 12, 13
Citadel Soccer Park
150,000
5, 12, 13
Beach Park Irrigation System Rehabilitation Project
250,000
12,13
The Park at River Walk Playground Rehabilitation Project
675,000
12,13
Westwold Park Playground Rehabilitation Project
450,000
12,13
Wilson Park Sports Courts Renovation
400,000
12,13
Siemon Park Tennis Courts Rehabilitation
SOB,"
12,13
Centennial Park Improvements
FS'"
5,12
Stone Creek Park Project
600,000
5, 12, 13
IMasa Marin Sports Complex Phase III
I,500,000
5,12
Gateway Beautification Projects
too'oc0
$ 2,650,000
$ 3,65Q000
$ 400,000
Community Character& Quality of Life (COG #4) Total:
Innovative and Efficient Government(CCG#S)
AMOUNT
$
AMOUNT
AMOUNT
12,13
Council Outreach/Customer Service -Post Cards
10
City Rainy-Day/Cash Basis Reserve Fund
2,9 ,000
10
Market Compensation Adjustment Set-Aside(COLA)
3,000,000
$ 2,900,000
$ 3,000,000
$ 100,"
Innovative and Efficient Gounmment(CCG PIS)Total:
Public Safety and Vital Services (PSVS) Measure
Fiscal Year 2023-24 Budget Requests Summary
Exhibit "Cr Recurring Operating Costs
Economic Opportunity For All(CCG 111)
AMOUNT
AMOUNT
$ -
AMOUNT
$ 500,000
11
Development Plan Review Enhancements
Emnomic Opportunity For All(CCGNS)Towl:
$
$
$ 500,OW
Safety and Resilience (COG p2)
AMOUNT
$ -
AMOUNT
$ -
AMOUNT
$ 350,000
9
Homelessness Prevention- Eviction Prevention Services
2,4,5
Private Security for Hot Spot Areas
250,000
2,3
Operational Gun Violence Intervention
50,000
2,4,5
Case Services(Versaterm)
88,000
5
Independent Police Canine Trainer
51
$
$ 250,000
$ MOOD
Safety and Resilience (COG 112) Total:
Community Character&Quality of Life (COG N4)
AMOUNT
$
AMOUNT
$ -
AMOUNT
$ 100,000
12
Receivership Services- Contracted Services
12
Administrative Citation Services- Contracted Services
25,000
12
Community Event Fund
150,000
3,4
Prevention Programming- Libraries, Recreation, Vectoring
500,000
$ 5001000
$
$ 275,000
Community Character&Quality of Life (COG p4) Total:
Innovative and Efficient Government (COG W5)
AMOUNT
$ 200,000
AMOUNT
$ -
AMOUNT
$ -
10
Model of Excellence
10
Community Engagement
100,000
10
Customer5ervice
50,000
10
Grant Writing Assistance
75,000
10
Federal Legislative & Grant Advocate
100,000
10,12
Parking Enterprise Management
125,000
SO
Council Priority Professional Services
250,000
$ 350,000
$
$ 550,000
Innovative and Efficient Government(CCG IS)Total:
4/20/2023
1
Measure N
Goals
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REC'D & PLACED ON FILE
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SERVICES COMMITTEE
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2.) Safety and Resilience
3.) Reliable Infrastructure
4.) Community Character and Quality of Life
5.) Innovative and Efficient Government
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•
3
Building capacity It
filling gaps!
Special Projects
finishing the tool
1 CEO III
Vacant Commercial
Building Registry
1 CEO II
1 Asst. CEO
Il�
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CE Officer III III-
CE Officer VII (1)
CE Officer VII (1)
(illegal clumplrlg)
Asst. CE Officer (1)
Operatbns
Support Spec. (1)
CE Officer II
Asst. CE Officer
Ills'
••propmaedstaff
for VCe registry
Spasclidpinjoh"Terbor
FY2@3-20M
CODE ENFORCEMENT OFFR I I I
F $
125,0TE.00
❑al Pnnitch Team Sala ♦Benefits Total
1 $
Urs,DOD.00
Onetime Start Up Costs (Desks, Computers, Radios, Trash Bins, etc l
•One -Time Ve hide Purchase: One (1)% Ton Crew Cab Pickup
$
$
SB.Doo.00
75,000 DO
Speckil Prp)eM Team Total
$
E1B000M
Vacant Commercial Building ReR
VaOnt&aldlo Faii Profdm
FY 2023-2020
CODE ENFORCEMENEI I/II
ASSISTANT CODE OFFICER
1 $
1 $
108,000 (ED
87,OW.Ed
Vaom9uildln ft,issirclin,rans SalibriBemilti TOW
2 $
195,000.ED
one-time Start-0p Costs (Desks, Computers, Radios, Trash Bins, etc)
'One Tom Vrndc Purchase- Two (2)slid -Sit, Sedans
$
$
3b,0.U.W -.
TO,M.W
Vacant liki Rks,hrm, PrammTotal
$
901,00600
Additional Officer funded via Illegal Dumping/Waste Tire
Special Proieets
Nomeless-Cask Enforcemsent& Rapid Response Team (FIRE) WA
1111HIlaent
finishing the tool
1 CEO III
Building Registry
CODE ENfORCENIENTOFFR III 1 $IQB,OODAD
CODE ENFORCEMENTOFFR I/II 1 $tDB,0o000
ASSISTANTCODEOFFICER 1 $ 6I,WO.ce
Coed Ddartemem&Rapid Res nse Team sal sBenefin Total i IIIA01111,1111
One-time start -Up Costs(Desks, Computers, Radio; Trars Bins, ety $ saamro
•Ohm -➢me Vehicle Purchase: One(11 IS Ton Crew Cab Pickup
ronenme vemae Parcnasertwa 121 Mie-rte sedans $ A,000.00
•one-nmeE t ant Par[naee: gam aterE t ent he,mal Printers)zs ooD.m
m
1 CEO II
1 Asst. CEO
Miscellaneous
Engineering $
Thermal Printers
Contingency
Code Fnfpreement&Ra Ed Re nag ream Total $ Sa,.DDuro
FY 2023-2024
D -d-rmenlZrYi[e,Denmnt Pa-capitallmprnm aeenrProje[ts protest
JERE River Facility $ IIA,UAW
Development services Capital Improvement Projects Total $ lock"t0
FY Measam NPropoail- Development Services Depar[mem eqa
Ruag
test
Support
•
(Dial salaeesa Benefits Wl olvlsionq $ 320,mD00
Total One-time Start- Up Cogs (All Divisions) $ STcxkd0D
Total are -time Vehicle Cogs; (FEE Divisionsi $ Ia5,0oo.00
Tribal Coeditor,Eauipment Cogs (All gvisioml $ 25,000.00
Total Capital lmproveme nt Projects Cots $ 100,000.0E
Proposal GRAND TOTAI(Sob-TaW ♦ One Time Costs♦ CIP PPabc1hj $ BAa,00B.0B
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4/20/2023
QuaWh ?
13
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PUBLIC SAFETY AND VITAL SERVICES MEASURE
CITIZENS OVERSIGHT COMMITTEE
FY 2023-24 RECREATION AND PARKS REQUESTS
_v_ b
IANGEFS r` r�R�NGER try.
r tee.....
V I
4/20/2023
• Keeping Public Areas Safe and Clean
Enhancing amenities throughout the community to
improve the quality of life and attract visitors
• Enhancing neighborhoods through additional code
enforcement and improved park maintenance
FY 2023-24 New Personnel 04
Park Ranger Program (PRP)
PSVS Funded
Park Ranger Manager
Park Ranger Supervisor
Estimated Cost With Benefits, Equipment,
and Startup $287,572
• Develop Proper Organizational Structure
• STORM Team Re -Organized Under Park
Rangers
• PRP and STORM Work in Conjunction
• PRP Assumed All Responsibilities Previously
Performed by Code Enforcement Within Parks
• Ensures Seven Days a Week Coverage for Park
Rangers and STORM
4/20/2023
FY 2023-24 PSVS PROJECTS (031
Park Amenities & Renovation
various
$
B00.00g
PSVS
Proposed
Reliable Infrastructure. ty
of
Improvements (PARR
Life
Character. &Quality of Life
Quality
Reliable Infrastructure, Community
Neighborhood Monument Renovation
Various
$
ZoBo R
PSVS
Proposed
Character, &Quality of Life
E. Belle Terrace and Chadel Straet
I
$
150,000
PSVS
Proposed
Reliable Infrastructure, Community
cre Reational Area Enhancements
Character. & Quality of Life
Reliable Infrastructure, Community
Beach Park Irrigation System Rehab CC)
a
$
zStrcuo
PSVS
Proposed
Character. & Quality of Life
The Park at River Walk Playground
y
$
6TS,a00
PSVS
Proposed
Reliable lnfrestructur&community
Rehabilitation (C)
character. & Quality of Life
Wastwold Park Playground Rehab. CC)
6
$
450,000
PSVS
Proposed
Reliable Infrastructure. Community
Character & Quality of rife
Wilson Park Spain Courts Reno. CC)
I
$
400,000
PSVS
Proposed
Reliable Infrastructure, Community
Character. & Quality of rife
Reliable Infrastructure, Community
Semen Park Tennis Court Rehab, CC)
3
$
500,000
PSVS
Proposed
Character. & Quality of Life
Centennial Park Improvements CC)
s
$
TI5.000
PSVS
Proposed
Reliable Infrastructure, Community
Character, & Quality of Life
Scene Creek Restroom Rehab. CC)
T
$
600,000
PSVS
Proposed
Reliable Infrastructure, Community
Character. & Quality of Life
(C) Contingent Poll
FY 2023-24 PSVS Summary 09
PSVS Funds
PSVS Funds Contingent
$ 1,150,000
$ 3,650,000
Total 10 $ 4,800,000
4/20/2023
FY 2022-23 PSVS
Park Rangers Accomplishments
�BAKERSFEm
Fy2
1
Reeerva8on ConniclT
rUnhoused Contacts
215
Palk Amenities IeeYe?
•+� _.
Park Nuisance?
contact Hotline Calls
I 64
Park Ranger Hotline for Support
since 2/23
(661) 852-PARK (7275)
Pewryamacyaeaeasaa Community Outreach
2
For mergenclesPlease Ca11911 Events
Collaboration within the City 0
Park Rangers:
• Dispatched by BPD Comm Center, reducing demand for police calls
for service in City parks
• Patrol park park lots, bike path, and trail that was previously
conducted by Code Enforcement and BPD
• Assigned mobile security cameras to areas with high vandalism to
reduce calls for service and response time
Park Rangers and STORM (formerly RRT):
• Full responsibility of encampment postings and clean ups formerly
conducted by Code Enforcement
• Work with BPD and Code Enforcement for major coordinated efforts
in parks
• STORM collaboration with:
• General Services • Electrical Division _
• Streets Division _
• STORM partnership with:
• Adopt -A -Park • Adopt -A -Bench
• Bakersfield College
4/20/2023
FY
2022-23 Accomplishments
(�
PSVS PROJECTS
City Park Improvements Beale Park Courts
cMurtrey, Aquatics Center hade Structure
ampuS Park North
(Fitness Equipment
each Park
LL
Park Lighting
Beale Park
LLkate
pp orts Courts
Ianz Park
Basketball Court
Bale Park
Improvements
istro Park
[Access
[Access Improvements
Iant Park
Access Improvements
arious City Parks
(,Iash Patl Safety Coating
arious City Parks
ADA Drinking Fountain Installs
arious City Parks
(park Trash Enclosures (Phase 1)
M
FY 2022-23 Accomplishments
PARIPROJECTS
City Park Improvements
lemon Park hade Structure
arious Park and Amenity
tonecreek Park III��mprovements
arious Ciry (orations pDA Drinking Fountains
arious Ciry Parks (Park Security Gates
7
Stonecreek Park Pavilion
0
4/20/2023
FY 22-23 Park Improvements 0
Campus Park North (Ward 6)
t1 M ww
Fr
® r
10
11
Granite Pointe Park (Ward 7(
O
PKet
PARKS ACCESS GATE INSTALLS (031
Planz
A. Yokuts
0
Grissom
5
4/20/2023
14
4/20/2023
REC-D & PLACED ON FILE
AT BAKERSFIELD PUBLIC SAFETY/VITAL CITY
SERVICES COMMMITEE
,LZ Z3 81
•-r-z
O
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4/20/2023
• Completed a 119-bed expansion of the Brundage Lane
Navigation Center.
• Funded sober living facilities and permanent supportive
housing with state HHAP funding.
• Launched the Bakersfield Homeless Hub website to shareC
homeless services data with the community.•
Successfully advocated for mental health reform at the statelevel
including passage of the CARE Court.
• Initiated and funded an Action Plan at the Bakersfield Kern
Regional Homeless Collaborative.
• Expanded Bakersfield Homeless Center lobs Program.
• Allocated federal Emergency Solutions Grant dollars for rental
assistance.
3
The Affordable Housing Trust Fund program invests money to
support the construction of new affordable housing units support
the Affordable Housing Strategy and leverage lout dollars with
opportunities from the State and Federal level.
Rehabilitation of the Decatur Hotel was completed,
providing safe, clean housing for 27 senior units.
• The Affordable Housing Infill Project created 28 units at
varying sites.
D•
• With Affordable Housing Trust Fund dollars, over$11 million
for housing totaling 424
was allocated affordable projects,
units.
• Sagewood Apartments a 72-unit affordable housing
complex Is currently under construction located at Stine and
Berkshire Road.
• Leveraged PSVS funds to secure $2.1 million of State Local
Housing Trust Fund dollars.
4
2
4/20/2023
Executed business relocation agreements with SineWatts and
M8 Systems.
Achieved designation as an Nub (Innovation Hub) in
partnership with CSU Fresno Foundation.
Received technical assistance grant from Department ofEnergy
Community LEAPS program for microgriddevelopment
in the region.
CEconomic
Advocated for the establishment of a Kern Countybnly regionthrough
the Community Economic Resilience Funding (CERF)
program; participated in the development of the CERF
planning grant of $5 million.
Approved Memorandum of Understanding with Arizona State
University to establish a Center of Excellence in Agri-Voltaics
in Bakersfield.
Executed 20 grant agreements
Procured retail analytic firm
with businesses in the amount
to analyze gap analysis and
of $1,152,676 through the
identify retail opportunities
Economic Opportunity Areas
for commercial districts.
Incentive program.
RAKERSFIELD
Size Up Bakersfield is a new
Hosted the 2022 California
,.K.�o•.•.�„o,.�.o,.,.,
online portal for local
Economic Summit.
Economic
businesses to develop
Deuetopment
marketing strategies and
Established software system to
identify opportunities to
provide economic and fiscal
increase sales and customer
impact analysis of development
base.
projects.
4/20/2023
Downtown Redevelopment/Prosperity Neighborhoods
The downtown redevelopment program provides resources to
incentivize redevelopment in the downtown core with intent of
synergy that would generate subsequent private
investments in that area.
• Emergency demolitions of downtown vacant and nuisance
properties.
• Downtown Spruce Up including informational kiosks, banners
Dcreating
and downtown streetscape.
Initiated the Niles/Monterey Prosperity Neighborhood (NiMo),
including the hosting of an initial community kick-off summit and
convening two stakeholder groups.
In preparation of a Transformative Climates Community Grant, staff
has hosted or participated in 15 outreach events to the MILK
Neighborhood to prioritize projects for the Southeast Strong
initiative.
4/20/2023
RECEIVED & PLACED ON FILE
AT BAKERSFIELD PSVS COMMITTEE
ME TING OF
D 23 fw B /�655
The Mission of the Bakersfield Fire Department is to protect,
engage, and inspire a safe community through all -hazard
response and community risk reduction while delivering
r legendary customer service. V
BAKERSRED
Bakersfield Fire Capabilities
All-risk fire department (Class 2 ISO Rating)
Over 50,000 incidents in 2022
OES Type 1 Haz-Mat Team
OES Regional USAR Task Force
OES Swift Water Rescue Team
ALS care
State response to wildland fires
Prevention and Inspection Services
Firefighter recruitment and promotional exams
Succession plan implementation for various ranks
Grant funding
Agency collaboration and training (SWAT Medic)
Department -wide infrastructure improvements
Deployment of the BFD DES Type 2 Swift Water Rescue Team to northern California
Implemented Electronic Plan Review
Paramedic/ALS program expansion to Fire Station 4 in east Bakersfield
Onboarded an accelerant canine
Continue to administer and pursue grant opportunities.
Monitor residential and commercial build -out
Continue to enhancecitywide disaster response preparedness (Swift Water & USAR)
Host a recruitment campaign that focuses on introducing females to the fire service
Continue to develop Fire Department social media sites
Establish a Community Emergency Response Team (CERT) for Bakersfield
Deploy new mobile and portable radios departmentwide
Collaborate with mutual aid and automatic aid agencies
Implement CPSE recommendations for continuous improvement
Secure funding and launch the process of updating the City's Emergency Operations Plan
t . Stockton Fire Department
2.
3. Modesto Fire Department
4. Riverside Fire Department
5. Fresno Fire Department
6. Ontario Fire Department
7. Glendale Fire Department
8. Oxnard Fire Department
9. Pasadena Fire Department
10. Fremont Fire Department
1 . Fresno Fire Department
2. Glendale fire Department
3. Ontario Fire Department
4. Riverside Fire Department
5. Stockton Fire Department
6. Fremont Fire Department
7. Pasadena Fire Department
a.
9. Oxnard Fire Department
10. Modesto Fire Department
2022 Incident Responses
(12 Stations)- 57,541
(19 Stations)- 42,837
(14 Stations)- 42,331
(21 Stations)- 38,490
(8 Stations)- 22,763
(9 Stations(- 21,864
(8 Stations)- 21,770
(8 Stations)- 18,103
(11 Stations(- 17,658
FY 22/23 Budget Comparison
(21 Stations)-$100.8 million
(9 Stations)- $81.8 million
(10 Stations)- $81.1 million
(14 Stations)- $71.9 million
113 Stations)- $70 million
(II Stations)-$65.4 million
(8 Stations)- $59.3 million
(8 Stations)- $44.5 million
(19 Stations)- $41 million
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sego
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$1.
F _ partment How does the BFD compare
to our survey cities
Figures in Millions Total Responses Cost Per Response
Average BFD
Wrp
51,131
ao,ow 33,448
30,000 —
zo.000 —
M. —
0
Average BFD
$2.s.
sz.
suoo
S�.oro
ss�o
s-
$2,011
Average BFD
2022 Total Fires Investigated 621
Incendiary ❑Accidental ■Undetermined
A
- 422
9- Fire/Burn-Related Injuries
3- Fire Deaths
192- Structure Fires Investigated
87-in Vacant Structures
2022 Total Fires Investigated 621
❑ Incendiary o Accidental ❑ Undetermined
138
61
422
59 Arson arrest in 2022
o Convictions ■ Pending Court Cases
18 Pending Court
Proceedings 69%
41 Convictions
'0 PSVS Enhancements
f
TIP
Fund
General Fund
Certified Unified Program
Agency(CUPA)
Public Safety &
Vital Services
Total
FV 22/23
FV 23/24 Proposed
Change
%Change
$ 48,460,606
$
54,860,406
$ 6,399,800
13.2%
$ 1,739,078
$
1,827,839
$ 88,761
5.1%
$ 6,562,585
$
6,900,158
$ 337,573
5.1%
$ 56,762,269
$
63,588,403
$ 6,826,134
12%
Report and Data Management System
The department is requesting $170,000 to implement
a new RMS.
Eliminate the redundancy of creating duplicate
reports in two separate programs currently used
Customized digital inspection forms
Inventory tracking of Fire Department capital items,
small equipment, and Paramedic medications
It will automate apparatus and equipment checks,
streamline work orders, and enhance communication
department -wide regarding equipment status
Questions
gp� FIELD
BAKERSFIELD
THE SOUND OFs,.4W� ,
Bakersfield Public Safety and
Vital.- Services (PSVS) Measure
Fiscal Year 2023-24 Proposed Budget
APRI L 20, 2023
D
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D
4/20/2023
BAKERSFIELD
THE SOUND OF5 wteUjwn 64
City
Council
Goals
4/20/2023
BAKERSFIELD
THE SOUND OF Jawte(lliat% "�ei{ev
FY 2022-23
Adopted
General Fund
Budget
$372,007,f000
:2
GENERAL FUND
Adopted Budget FY 2022-23
Sales Tax - Bradlny 8urrn
9G,600,000
25%
Sales Tax - PSVSM 1%
101.221,D00
27%
Property Taa
98,516,500
27%
Other Taxes
10,800,000
3% i
Charge, for Serums
Beginning Bxlan<xs 26,565,825
32,30000 7% -
A— and Forfeits
Mlxellanmus/Transfers In 730.4
2,513,67S 0%
1%
Licenses & Permits
3.024,500
1%
Intergovernmental
1,731,500
0%
Property Tax Sales Tax -Bradley -Burns Sales Tax PSVSM 1% Other Taxes Li<e—&P—d,
Intergovernmental Charges for Services Fines and Forfeits Mlscellaneous/Transfen In Beginning Balances
Fiscal Year 20 2-23 General Fund .wa
Appropriati ns $372,007,000
General Fund Appropriations FY 2022-23
■ Police
. Fire
Public Works
r Recreation & Parks
• Development Services
Econ & Comm Development
■ General Government
to Non -Departmental
■ Conti ngencies
■ Transfers Out
5
7
4/20/2023
I
doft
w
BAKERSFIELD
TIE SOONO OF,rjwWIV 6�0?+
FY 2023-24�Proposed Budget
Streets Res rfacinp, Program
Road PG Utility Surcharge (URF)
$
4,434,000
HUD - CDBG Entitlements
$
1,640,000
State Gas Tax Fund (GTF)
$
5,145,000
Capital Outlay Fund (COF)
$
2,650,000
Senate Bill 1 Gas Tax (SB1)
$
9,205,671
Transportation Dev. Fund (TDF)
$
5,080,000
Federal & State Road Fund (ISTEA)
S
5,167,000
Rv FY 2023-24 Streets Division
BAKERSFIELD Proposed perating Budget
- sows of SMawy c ,
6
d
w
General Fund (GF) $ 10,103,463
State Gas Tax Fund (GTF) $ 4/157/497
3
4/20/2023
13 PSVS Measure Priorities
Increasing police staffing to improve police Maintaining a fully staffed and equipped
response times, reduce crime, and increase class 11 rated fire department
neighborhood police patrols
Improving rapid response to Reducing homelessness through
assaults and robberies
Maintaining/improving rapid
response to gang violence
M• �
Investigating and proactively
preventing property crimes,
burglaries and vehicle thefts
Keeping public areas
safe and clean
Strengthening the capacity of the
Special Enforcement Unit
Expanding the School Resource
Officer Program
M
partnerships with service
(I��I providers to increase outreach,
sheltering and construction of
affordable housing
Rai IELD a�� Addressing the fiscal
stability of the City
Creating jobs through
• economic development,
business retention/attraction and
workforce development
Enhancing amenities throughout the
community to improve the quality of life
and attract visitors
Enhancing neighborhoods through
additional code enforcement and
improved park maintenance
FY 23-24 Ongoin� PSVS Funds
Recommendatio s
CCG #2 Safety and Resilience
CCG #4 Communitv Characte
I
of I if'n
2,278,791
519,000
9
J
10
4/20/2023
BAKERS�F�IE�LD FY 23-24 Ongoing PSVS Funds
PSVS
One -Time
Goal #
FY 2023-24 ONGOING PSVS Funds
Ongoing
Expenses
Total
Safety and Resilience (CCG #2)
AMOUNT
$ 319,600
AMOUNT
$ 27,145
AMOUNT
$ 346,745
1
Police Captain
1
Police Lieutenant
297,000
27,145
324,145
1
Police Sergeants (X2)
483,400
48,990
532,390
1, 2, 3
Police Support Services Manager
135,000
11,145
146,145
1, 2, 3
Police Technology Manager
11S,000
11,145
126,145
1, 2, 3
Police Technology Supervisor
97,200
9,600
106,800
1, 2, 3
Police Property & Equip. Supervisor
92,400
9,600
102,000
1, 2, 3
Police Performance Analyst
89,300
9,600
98,900
1, 2, 3
Police Senior Records Clerk
78,800
9,600
88,400
1, 2, 3
Police Annuitant (X2)
64,000
19,200
83,200
1, 2, 3
PD Utility Vehicles (X2) /Seatrains(X2)/ResponderTrks (X3)
-
36,349
36,349
5,13
Park Ranger Manager
204,017
58,500
262,517
5,13
Park Ranger Supervisor
22,555
2,500
25,055
$ 1,998,272
$ 280,519
$ 2,27$791
Safety and Resilience (CCG #2) Total:
10
d Oft
BAKERSFIELD TIE SOUND OFtqrr FY 2 3 - 24 Ongoing PSVS Funds
PSVS
Goal #
FY 2023-24 ONGOING PSVS Funds
Ongoing
One -Time
Expenses
Total
Community Character & Quality of Life (CCG #4)
AMOUNT
$ 125,000
108,000
87,000
AMOUNT
$ 93,000
53,000
53,000
AMOUNT
$ 218,000
161,000
140,000
5,13
5,13
5,13
Code Enforcement Officer III
Code Enforcement Officer 1/II
Assistant Code Officer
Community Character & Quality of Life (CCG #4) Total:
$ 320,000
$ 199,000
$ 519,000
FY 2023-24 ONGOING PSVS Funds Total:
$2,318,272
$479,519
$2,797,791
11
11
5
4/20/2023
FY 2023-24 New
PSVS Personnel f
12
d oft
W
Personnel
Department
Request
Police
12
Development
3
Services
Recreation
2
and Parks
TOTAL
17
12 '..
FY 23-24 PSVS Pro osed Recurring d Oft
Operating Expenditures
CCG #1 Economic Opportunity for All $ 500,000
CCG #2 Safety and Resilience
CCG #4 Community Character & Quality of Life
CCG #5 Innovative and Efficient Government
13
788,000
775,000
900,000
1.1
4/20/2023
15
4/20/2023
FY 23-24 PSVS Recurring Operating
Recommendations
General
PSVS
PSVS
Fund
Goal #
FY 2023-24 PSVS Recurring Operating
PSVS
Contingency
Contingency
Innovative and Efficient Government (CCG #S)
AMOUNT
$ 200,000
AMOUNT
$ -
AMOUNT
$ -
10
Model of Excellence
10
Community Engagement
100,000
10
Customer Service
50,000
10
Grant Writing Assistance
75,000
10
Federal Legislative &Grant Advocate
100,000
10,12
Parking Enterprise Management
125,000
10
Council Priority Professional Services
250,000
$ 350,000
1 $
$ 550,000
Innovative and Efficient Government (CCG #5) Total:
FY 2023-24 PSVS Recurring Operating Total:
$850,000
$250,000
$1,863,000
16
FY 23-24 One -Time PSVS Funds
CCG #2 Safety and Resilience $ 6,203,200
CCG #3 Reliable Infrastructure
11,675,000
CCG #4 Community Character & Quality of Life 6,700,000
CCG #5 Innovative and Efficient Government 6,000,000
n. 17
17
4/20/2023
d�
RV _e
BAKERSFIELD .� soUNo oF,�j..xltwy rxa�. FY 23-24 One -Time PSVS Funds
General
PSVS
PSVS
Fund
Goal #
FY 2023-24 ONE-TIME PSVS FUNDS
PSVS
Contingency
Contingency
Safety and Resilience (CCG #2)
AMOUNT
$ 5,000,000
AMOUNT
$ -
AMOUNT
$ -
9
Affordable Housing Program
4
Emergency Vehicle Operations Center (EVOC) Facility
175,000
3
Dictaphone Analog Conversion
58,200
8
Report & Data Management Program
170,000
2, 4, 5
Parks Security Cameras Phase II
200,000
5
RRT Building Additional Cost
100,000
12
City of Bakersfield Animal Shelter Expansion
500,000
$ 5,770,000
$ 200,000
1 $ 233,200
Safety and Resilience (CCG #2) Total:
18
18
0oft d�
BT� SOUND OF ��M4MJ AKERSFIELD FY 23-24 One -Time PSVS Funds
PSVS
Goal I FY 2023-24 ONE-TIME PSVS FUNDS
10 Building Division Thermal Printers
5, 12 Street -Corridor Improvements: Niles and Monterey
5, 12 Street -Corridor Improv.: Dr. Martin Luther King (MLK) Jr. Blvd
5,12 Citywide Traffic Calming Improvements
5, 12 Multi -Modal Demonstration Projects
5, 12 Traffic Signal Battery Backup System (BBS) Project
5, 12 Alley Improvements Project
5,12 Miscellaneous Pavement Marking Improvements
5, 12 Streets Division Resurfacing
5, 12 Street Light Improvements
10 Grant Match Fund
11,12 Downtown Redevelopment
Reliable Infrastructure (CCG #3) Toti
19
PSVS
PSVS
Contingency
General
Fund
Contingency
AMOUNT
AMOUNT
AMOUNT
$ 25,000
$
5
800,000
600,000
1,800,000
2,000,000
200,000
250,000
250,000
1,500,000
500,000
2,250,000
1,500,000
$ 5,925,000
$
$ 5,750,000
7
4/20/2023
if oft
W
BAKERGSFIELD
TEE SOI
FY 23-24 One -Time PSVS Funds
d oft
BOB
General
PSVS
PSVS
Fund
Goal #
FY 2023-24 ONE-TIME PSVS FUNDS
PSVS
Contingency
Contingency
Community Character & Quality of Life (CCG #4)
AMOUNT
$ 800,000
AMOUNT
$ -
AMOUNT
$
5, 12, 13
Park Amenities & Renovation Improvements (PARI)
5, 12, 13
Neighborhood Monument Renovation
200,000
5, 12, 13
Citadel Soccer Park
150,000
5, 12, 13
Beach Park Irrigation System Rehabilitation Project
250,000
12,13
The Park at River Walk Playground Rehabilitation Project
675,000
12,13
Westwold Park Playground Rehabilitation Project
450,000
12,13
Wilson Park Sports Courts Renovation
400,000
12,13
Siemon Park Tennis Courts Rehabilitation
500,000
12,13
Centennial Park Improvements
775,000
5,12
Stone Creek Park Project
600,000
5, 12, 13
Mesa Marin Sports Complex Phase III
1,500,000
5,12
Gateway Beautification Projects
400,000
$ 2,650,000
$ 3,650,000
$ 400,000
1
Community Character & Quality of Life (CCG #4) Total:
E
20
ate✓
BAKERSFIELD
T�so NDof5, 44y .,
20
d oft
FY 23-24 One -Time PSVS Funds
PSVS
Goal #
FY 2023-24 ONE-TIME PSVS FUNDS
PSVS
PSVS
Contingency
General
Fund
Contingency
Innovative and Efficient Government (CCG #5)
AMOUNT
$ -
2,900,000
AMOUNT
$ -
3,000,000
AMOUNT
$ 100,000
12,13
10
10
Council Outreach/Customer Service -Post Cards
City Rainy-Day/Cash Basis Reserve Fund
Market Compensation Adjustment Set -Aside (COLA)
Innovative and Efficient Government (CCG #5) Total:
$ 2,900,000
$ 3,000,000
$ 100,000
FY 2023-24 ONE-TIME PSVS FUNDS Total:
$17,245,000
$6,850,000
6 483 200
21
21
10
4/20/2023
s` � $AKE F2 SF : 'I J)
Id....�
it�r`i
22
One -Time PSVS Funds Total: $30,578,200
CCG #2 Safety and Resilience,
$6,203,200 , 20%
CCG #5 Innovative & Efficient
Government, $6,000,000, 20%
-4 6101"�
CCG #4 Community
Character & Quality of Life,
$6,700,000, 22%
■ CCG #2 Safety and Resilience
CCG #3lileliable Infrastructure
■ CCG #4 Community Character &
Quality of Life
CCG #5 Innovative & Efficient
Government
CCG #3 Reliable
Infrastructure,
$11,675,000, 38%
22
d oft
FY 23-24 PS S Funds SummaryMeg
f_ and Total: $36,338,391
Council
Goal #
FY 2023-24 PSVS Summary
PSVS
PSVS
Contingency
General Fund
Contingency
Economic Opportunity for All
Safety and Resilience
Reliable Infrastructure
Community Character & Quality of Life
Innovative and Efficient Government
AMOUNT
$ -
8,048,791
5,925,000
3,669,000
3,250,000
AMOUNT
$ -
450,000
-
3,650,000
3,000,000
AMOUNT
$ 500,000
771,200
5,750,000
675,000
650,000
1
2
3
4
5
FY 2023-24 PSVS Summary Total:
$20,892.791
7 100 000
8 346 200
23
23
11
QUESTIONS?
" BAKERSFiEY01..,,._
Thank You !