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Home My WebLink About05/08/23 CC AGENDA PACKETd Oft BAKERSFIELD BAKERSFIELD CITY COUNCIL THE SOUNO OF,�.utr(lhn� ,,,•/r, AGENDA MAY 8, 2023 Council Chambers, City Hall, 1501 Truxtun Avenue Department Head Budget Presentation Meeting REGULAR MEETING - 12:00 PM 1. ROLL CALL 2. PUBLIC STATEMENTS �. Agenda Item Public Statements t�. Non -Agenda Item Public Statements 3. DEPARTMENT BUDGET PRESENTATIONS �. Fiscal Year 2023-24 Department Budget Presentations - Budget Workshop No. 1 1. Police Department 2. City Attorney's Office 3. Financial Services 4. Human Resources 5. Technology Services 6. Visit Bakersfield 7. General Government 4. ADJOURNMENT 4 *3 BAKERSFIE��""L��D TFE SOUND OF ptt�F*& ADMINISTRATIVE REPORT MEETING DATE: 5/8/2023 Reports 3. a. TO: Honorable Mayor and City Council FROM: Christian Clegg, City Manager DATE: 4/26/2023 WARD: SUBJECT: Fiscal Year 2023-24 Department Budget Presentations - Budget Workshop No. 1 1. Police Department 2. City Attorneys Office 3. Financial Services 4. Human Resources 5. Technology Services 6. Visit Bakersfield 7. General Government STAFF RECOMMENDATION: Staff recommends the City Council receive and file the presentations. BACKGROUND: Staff from the Police Department, City Attorney's Office, Financial Services, Human Resources, Technology Services, Visit Bakersfield & ASM Global, and General Government will provide a detailed overview of their respective department Fiscal Year 2023-24 Proposed Operating Budgets and Capital Improvement Projects. The budget presentations will include discussion regarding the goals, accomplishments, and significant budget changes for their respective departments. BAKERSFIELD POLICE OAKS DEPARTMENT � PROPOSED BUDGET FY2023-24 6aVOLICE Li FY2022-23 HIGHLIGHTS 911 9 Reduction in Homicides Pistol Range Retrofit . Reduction in Gang Shootings Yokuts Park Agility Course Reduction in ShotSpotter Alerts Employee Wellness Center 2nd IMPACT Team Organized Retail Theft Unit Human Trafficking Task Force Youth Diversion Program Community Police Academy Community Advisory Panel I 5/4/2023 5/4/2023 a� a J 6 3 5/4/2023 7 PROVIDES: • Automated call for service and investigation updates • Service satisfaction surveys • Measurements of trust and community perception of crime K. In 2022, a total of 115,526 surveys were sent out. 13,579 survey responses received The survey completion rate was 11.75% C 5/4/2023 How satisfied are you with your experience with the dispatcher you spoke with? 4.10out of5 How safe do you feel living/being in the City of Bakersfield? 3.09 out of 5 10 How would you rate the responding officer(s) communication with you about the actions being taken, the available options, or the reasons for the action? 4.49 out of 5 To what extent do you trust police, generally? 3.78 out of 5 e� poiic� �n FY2022-23 HIGHLIGHTS u 911fill Mum MENM-T. n� NT 1y h „c< e�poiic �En e Po��o£ a' FY2022-23 HIGHLIGHTS �.- 911 ,Jill Vt ' low All .46 /A\ � '� i -r �OLiL .e HOMICIDES 60 36 HOMICIDES 2022 VIOLENT CRIME 17 g GANG RELATED HOMICIDES 2021 2022 2022 VIOLENT CRIME 17 g GANG RELATED HOMICIDES 2021 2022 77 GANG RELATED SHOOTINGS 77 39 GANG RELATED SHOOTINGS 5/4/2023 2020 2021 2022 ■ FATAL COLLISIONS PEDESTRIAN BICYCLE 15 0:10:05 0:08:38 0:07:12 0:05:46 0:04:19 0:02:53 0:01:26 0:00:00 16 PRIORITY 1 - RESPONSE TIMES PRIMARY COLLISION FACTORS INCLUDE • SPEEDING • RED-LIGHT VIOLATIONS • PEDESTRIANS 1N ROADWAY • DUI North Central South Hill Metro Valley 2021 Response Time azi 2022 Response Time-2021-2022 Median Average - Citywide F: 5/4/2023 292,183 7.2% 911 CALLS 17 ■ 2021 2022 249.257 257,645 DISPATCHED CALLS The National Emergency Number Association works with 9-1-1 systems across the country to establish policy, technology, education, and operation standards to save lives and protect property. The national standard for a 9-1-1 center is for 95% of all calls to be answered within 20 seconds. 18 95% 85.7% 2021 ■ NENA BPD 95`Y, 91.7% 2021 c 5/4/2023 The National Emergency Number Association works with 9-1-1 systems across the country to establish policy, technology, education, and operation standards to save lives and protect property. The national standard for a 9-1-1 center is for 95% of all calls to be answered within 20 seconds. 91.7% of calls were answered within 20 seconds in 2022, compared to 85.7% in 2021. 19 PROFESSIONAL S PROFESSIONAL STAFF SWORN VAC * AS OF 3/13/23 t f 20 95% 95% 85.7% r 91.7% 2021 ■ NENA BPD 2022 TOTAL AUTHORIZED COMPLEMENT 730 SWORN STAFF 10 5/4/2023 www.101NBPD.US 21 OFFICER RESPI HANDLED BY CLINICIAN In 2022 — One clinicia working Wednesday Saturday, covering 1 5 shifts. 22 POLICE ACADEMY GRADUATION RATES LAST 2 YEARS 37/30 /23 2Ul-K 2022-01 2022-02 GRADUATED �111-1119UNmiaAwW-B1% MENTAL HEALTH CALL DIVERSION PROGRAM - 2022 2022 xern COG Award for Public Safety. 11 5/4/2023 MENTAL HEALTH CALL DIVERSION PROGRAM - 2022 OFFICER RESP HANDLED BY CLINICIAN In 2022 —One cliniciz working Wednesday Saturday, covering 1 5 shifts. 23 STAFFING DOJ r"ru CRIME f(111N("II 24 Ea 2022 Xern COG Award for Public Safety, MARCH 2O23 KBHRS staff in the Communications Center handled almost 90% of the over 200 calls deferred to them by Police Dispatchers. STAFFING • Two Police Academies in 2024 • www.JoinBPD.us REDUCE CRIME • Violent Crime/Property Crime/Quality of Life Issues • Reduce Vehicle and Pedestrian Traffic Fatalities REDUCE RESPONSE TIMES • Priority 1, 2, and 3 calls for service • Telephonic/Online Reporting EMPLOYEE WELLNESS • Prioritize Physical/Mental Health through education and resources. TRUST BUILDING • Zone Listening Sessions • Transparency Portal and Original Educational Content DO1 12 5/4/2023 *Increase due to rising costs associated with our vehicle fleet, risk, utilities, and contracted services 25 OFFICE OF TRAFFIC SAFETY ($563,000) DUI Enforcement Speed Enforcement Pedestrian/Bicycle Safety Officer Training SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUNDS (5631,487) Frontline Law Enforcement equipment and training 26 Remote Access Network Board ($313,000) Latent Print Examiners • Computer Air Cards Alcohol Beverage Control ($80,075) • �' Minor Decoy and Shoulder Tap Operations •.F Officer and Community Training • Undercover Operations 13 5/4/2023 27 SWORN POLICE POSITIONS ONE (1) POLICE CAPTAIN Command —level, Administrative role within the Operations Division • Oversight of data -driven performance systems • Audits, Inspections, Use of Force trends, Deployment strategies • Oversight to ensure compliance with DOJ Stipulated Judgment mandates • Policy, Supervision, Training, Officer and Divisional Performance ONE (1) POLICE LIEUTENANT Administrative Manager within the Operations Division'. • Necessary due to department growth in personnel • Management of oversight and compliance systems • Use of Force Reviews, Audits, Inspections, TWO (2) POLICE SERGEANTS Frontline supervision • Organized Retail Crime Unit • IMPACT Team —3,dTeam PW ash. r--- •• r :c` � 4 14 5/4/2023 I►4S1 PROFESSIONAL STAFF POSITIONS ONE (1) SUPPORT SERVICES MANAGER Stable, consistent management and oversight of the Communications Center, Records, Property Room, Police Fleet and Equipment, and all Police Facilities. • Ensure compliance with mandated reporting requirements and records releases. • Reduce costs and enable the reassignment of a Police Lieutenant back to full- time sworn duties and responsibilities. ONE (1) POLICE TECHNOLOGY MANAGER • Administration of police technology, equipment, and computer programs. • Research and implementation of emerging police technologies • Increased efficiency in the distribution of technology and reduction in workload for City Technology Services. • Manage the largest group of technology assets in the Department. • Reduce costs and eliminate need for sworn officer to fill role. ONE (1) POLICE TECHNOLOGY SUPERVISOR • Distribute and maintain inventory of all police technology. • Implement police technology projects and related policies. • Reduce costs and reassignment of a Police Sergeant to full-time sworn duties. PROFESSIONAL STAFF POSITIONS ONE (1) POLICE PROPERTY AND EQUIPMENT SUPERVISOR • Supervise support staff and coordinate work assignments and maintenance of police fleet, and equipment. • Oversight and coordination of Capital Improvement Projects (CIP) with Public Works. • Reduce costs by eliminating the need for responsibilities to be filled by sworn officers. ONE (1) PERFORMANCE ANALYST • Conduct analysis on individual performance, organizational compliance, and data trends to ensure robust accountability and oversight within the Operations Division. • Provide intelligence that allows vital strategic and fiscal decisions quickly, precisely, and confidently. ONE (1) SENIOR RECORDS CLERK • Provide consistent supervision of professional staff within Traffic, IMPACT, SWAT. • 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 • Reciflex/Impound Hearing Officer to review violations, and provide court testimony when necessary. *Duties currently being performed by a full-time police officer. 30 15 5/4/2023 VEHICLES AND EQUIPMENT OFFROAD VEHICLE TRAILER AND STORAGE • Purchase one (1) trailer to enable long-distance transportation of off -road vehicles. These vehicles are currently being used to answer calls for service and to address quality -of -life issues and encampments in the riverbed and remote areas of the city. • Purchase of two (2) sea trains to safely store vehicles and prolong life expectancy. TWO (2) IMPACT VEHICLES • Request to transition Police Patrol Explorer vehicles scheduled for a replacement to Police Patrol Responder trucks. • Utilized to transport offroad vehicles used by the IMPACT team and patrol offroad areas. 31 CONTRACTED SERVICES INDEPENDENT POLICE CANINE UNIT TRAINER • Ensure Canine Unit is operating under best practices. • Provide objective analysis and testing of police canines. • Reduce liability and increase public trust and confidence. *Current duties being performed by a Senior Police Officer. VERSATERM CASE SERVICE • Provide on -demand, multi-lingual (over 30languages) reporting service accessible via mobile, voice, text, and web. • Will significantly enhance the current service model by reducing crime report processing for victims and automated routing to investigators. COMMUNICATIONS CENTER RECORDS DIGITAL CONVERSION —One Time • Digitize several dozen Dictaphone data cartridges that contain radio and audio records from major incidents. • Files currently cannot be accessed by investigators. 32 5/4/2023 EMERGENCY VEHICLE` �•�'�`�� `F;- OPERATIONS TRAINING FACILITY - Utilized by the Police Department, Fire Department, and k _ Code Enforcement. — Project will be for the construction of a classroom, office, and bathroom. There are currently no classrooms or restrooms at the site. • Costs are expected to be approximately $300,000 which are expected to be offset by reimbursements from the State of California for compliance with state -mandated _ : ', �.�',;'+;.'•y;� training. Reimbursements for FY 21/22 and FY 22/23 are expected to total approximately $125,000. Additional reimbursement is expected for FY 23/24 to offset costs. 1 33 34 17 REC'D rL PLACE[ FILE 5/8/2023 AT BAKERSFIELD CITY C, CIL MEETING 5_l%A3 NOOIJ eworr F�(6s6Nr�rna►� From: CAD CITY ATTORNEY 2023/2024 BUDGET Virginia Gennaro City Attorney 2023/2024 Organizational Chart City Council City Manager City Attorney 1 5/ 8/2G%3 Comparable City Sur of Attorneys on Staff Fresno 544,510 31 Yes Bakersfield 407,615 5 Yes Anaheim 345,940 22 Yes Stockton 322,120 6 Yes Riverside 317,261 18 Yes Fremont 227,514 5 Yes San Bernardino 222,203 0 (Outside Counsel) Yes Modesto 218,771 1 Yes Oxnard 201,879 8 Yes Glendale 192,366 12 Yes Ontario 177,963 0 (Outside Counsel) Yes Pasadena 135,732 18 Yes Santa Monica 91,105 26 Yes 3 Outside Counsel • Tort cases: — Clifford & Brown thru 2024/2025 • Police cases: — Marderosian & Cohen thru 2024/2025 • Water Matters: — Duane Morris thru 2023/2024 M 2 5/8/2023 2022/2023 Municipal Accomplishments • Significant time spent: — Ordinances — Resolutions — Transactional Advice ■ Charter Amendment ■ Public Records Request ■ Citywide Fiber Optic Network 2022/2023 "N Litigation Accomplishment • In house: — Closed 2 state litigation matters with no monies paid by City — Represented the Police Department in over 23 Pitchess Motions 2 3 5,'8/2*-? 3 City Attorney Time By Department • Calendar Year 2022: Recreation & Water Parks 3% CAD Public Works 3 19% 12% CMO 12% Police 26% HR 0% TS 2% Economic Finance Fire Develop Develop Services 5% 3% 2% 13% City Attorney Time By Department 2020 - 2022 Comparison 1,8D0 1,600 1,400 1,200 1,D00 Soo 600 400 200 b Y 0 CAD CMO HR TS Economic Develop Fire Finance Police PW Rec. & Water Develop Services Parks ■ 2020 1112021 1112022 I Il W -0 5/8/2023 M 10 2022/2023 r Iwo Litigation Accomplishments ` • Outside Counsel: — Federal ■ Went to Trial on 1 case which resulted in a mistrial with new trial date set for 2024 — State ■ Closed 19 cases ■ 15 with no monies paid by City — Water ■ State Water Resources Control Board Tort litigation 5 Year Comparison Personal Injury and Civil Rights Lawsuits 25 20 20 19 15 10 $ 8 9 5 3 4 3 3 0 ' IN 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 ■ Personal Injury ■ Civil Rights 5 5i 8/2lu"`23 2022/2023 Personal In and Civil Rights Lawsuits s. 3, Excessive Force 4, Trip & Fall 1, Pedestrian 4, Motor Vehicle 11 2023/2024 Budget CAO Proposed Budget: — Salaries & Benefits $1,819,126 — Operating 577,526 — Developer ED/CEQA 150,000 Total I $2,546,652 12 R '- 5/8/2023 Significant Changes • 2022/2023 Proposed Budget: $2,443,985 • Increase of $102,667 when compared to fiscal year 2022/2023 budget — $100,424 increase in salaries and benefits ■ Scheduled step increases and various benefit costs — $2,243 increase in operating ■ Increase to liability and property insurance allocations 13 2023/2024 Goals • Continue litigation posture • Maintain municipal services • Continue to handle appropriate matters in house • Continue recruitment for ACA 14 7 RFr"r) & PLACED ON FILE AT BAKE :LD CITY COUNCIL MEETING 5/S 123 pVV V BUtYja fKQkyA7100 From: t'WAOU OEM. �--MHIRWJJR�WS A!mr-.m maw; W'k Financial Services Department Proposed Budget for cal Year 2023-24 Financial Services Department Organizational Chart Finance Director Assistant Finance Director Treasurer Treasury Supervisor Financial Investigators Accounting Clerks 2 Accounting Supervisors Accountants Accounting Clerks k�,sst��aar� r t AM Purchasing Officer Buyer Accounting Clerk 1 L 3 Financial Services Department Accomplishments in 2022-23 Council Goal S - Innovative & Efficient Citv Government The City of Bakersfield is a professional, effective, and customer -oriented organization that brings effjcient solutions to the community. Our well -managed firionces position the City for a healthy and prosperous future 4 2 Financial Services Department Accomplishments in 2022-23 Funding of the City's retiree medical - over $82M in trust or 77.6% funded. 0 City Reserves Policy- Resolution 172-2022 9 Rainy -day (Cash Basis) reserves $51.6M / $5.4M in Facility Reserves 0 Rate Stabilization Trust Fund — $4M. American Rescue Plan Act (ARPA) allocation of $94.5Million - Updated Recovery Plan and Project Framework Enterprise Resource Planning- Design and Configurations Began 5 Financial Services Department Goals for Fiscal Year 2023-M Enterprise Resource Planning (ERP) Implementations Financials & Budget - Summer 2023 / Human Resources - Winter 2023-24 / Utilities - Winter 2023-24 / Permitting - Winter zo23-24 Prepare required City Financial reports a Complete annual financial report qualifying for GFOA Award (415t Consecutive year) Complete PSVS annual report Continue Managing City Reserve Funds/ Unfunded Liabilities Manage American Rescue Plan Act Funds for City programs 0 3 rl ERP Project Timeline 11 Start Sep 2022 HCM Project CP Timeline 1 Start Jan 2023 I (03 BAKERSFIELD TIE SOUND OF '01), Next MaJor Milestones N M BAKERSFIELD TIE SOUND OF Next Major Milestones a 2 Actual Adopted Proposed Increase / Increase / Costs Budget Budget (decrease) (decrease) 2021-22 2022-23 2023-24 in Dollars as a % Expenditures Personnel Services $ 3,053,304 $ 3,520,638 $ 3,383,379 $ (137,259) -3.90% Operations 879,565 1,039,221 898,821 $ (140,400) -13.51% Capital Outlay 12,427 955,000 55,000 $ (900,000) -94.24% Department Total $ 3,945,296 $ 5,514,859 $ 4,337,200 $ (1,177,659) -21.35% Funding Sources General Fund $ 3,268,221 $ 3,722,829 $ 3,572,800 $ (150,029) -4.03% Real Property General Fund - PSVS $ 135,251 $ 135,435 $ 63,726 $ (71,709) -52.95% Division = $1,148,000 TDF TripLocal Match $ 112,183 $ 171,354 $ 137,809 $ (33,545) -1938% Decrease (o.6%) Capital Outlay Fund $ 1,172 $ 958,000 $ - $ (958,000) -100.00%_` Wastewater Fund $ 14,541 $ 13,971 $ 15,654 $ 1,683 12.05% Refuse Service Fund $ 24,291 $ 41,519 $ 46,566 $ 5,047 12.16% Offstreet Parking $ 327,308 $ 259,451 $ 294,145 $ 34,694 13.37% ` Equip. Mgmt. $ 40,501 $ 100,000 $ 100,000 $ - 0.00% t Assessment Districts $ 13,713 $ 27,300 $ 21,500 $ (5,800) -21.25% Successor Agency Admin 81115 85,000 85,000 $ - 0.00% Funds Total $ 3,945,296 $ 5,514,859 $ 4,337,200 $ (1,177,659) -21.35% 0 10 6i t REC'D 9 p1 ACED ON FILE 5/5/2023 AT BAKERSFIEI ITY COUNCIL MEETING 6�'rd /23 � Buq��r PR�56utAfio�V From: H R BAKERSFIELD THE SOUND OF 5W4Wf Vim" Human Resources Department FY 2023-24 Budget Monday, May 8, 2023 Presented by: Christi Tenter, Human Resources Director 1 Overview z RV • Recruitment & Retention • Labor and Employee Relations • Training & Development • Benefit Administration & Wellness 1 w 5/5j20238 I% Human Resources Human Resources Director Accountant Human Resources [Huma- Resources Analyst I Specialist Human Resources Human Resources Manager Supervisor Human Resources Analyst II (2) I Human Resources Analyst I Human Resources Human Resources Analyst 1 (3) Analyst 1 Human Resources Clerk (3) Clerk Typist 3 HR Staffing - Historic Ratio — Citywide HR to Total Year Complement HR Authorized Employees FY 08-09 1613 13 124 FY 20-21 1790 13 138 FY 21-22 1918 15 128 FY 22-23 1961 17 115 FY 23-24 (Pending) 17 (Pending) 4 trr 2 5/5/2023 5 Safety and Resilience Police 0 2 BPD academy sessions: 65 new Recruitment Police Trainees; • www.JOINBPD.us:Year 1 & Phase II; • Updated and new job descriptions; • Expanded recruitment sourcing and job fairs; • Launched eSOPH (Backgrounds) Park Ranger • Established job descriptions; Program • Conducted recruitments; • Positions filled by September 2022 BAKERSFIELI THE SOUND OFb wt4lr*Vei{er Innovative and Efficient City Government Training Empowerment Hub — Phase II; • Supported BPD in training initiatives; • DISC — Workstyles Training; • Optum Monthly Skill -Building Recruitment "First" City of Bakersfield Job Fair; • Hired 214 full-time positions; • 168 recruitments receiving over 8,384 applications; • Created or updated 27 job descriptions; • Completed Phase 1 & 2 for Citywide Comp and Class project; • Negotiations - 3-year term with all units ERP and Launched automated "Learn" system; Technology ERP Change Management functions and completed design phase of Oracle HCM; • Govinvest Labor Module Design 6 BAKERSFIELI THE SOUND 0FSWW4fKJ 1?e 3 5/572023 H R General Fund - $8,478 Reclassification of one (1) Benefits $(5,522) Technician to Human Resources Analyst I Reclassification of one (1) Human $14,000* Resources Specialist to Human Resources Analyst I -Funding off set supported by EFP 7 All Funds- $(230,333.00) General Fund Salaries & Benefits $1,286,339.00 Operating Costs $867,459.00 PSVS Fund Salaries & Benefits $523,743.00 Operating Costs $410,629.00 $1,340,361.00 $54,022.00 $617,257.00 $(250,202.00) $514,231.00 $(9,512.00) $385,988.00 $(24,641.00) Total — All $3,088,170.00 $2,857,837.00 $(230,333.00) -7.46% 0 RV M 5/5/2023 THE SOUND OFC5awl4i+i� Ve* RV Questions? Thankyou! REC'D ° PLACED ON FILE 5/5/2023 AT BAKERSFIEi 4TY COUNCIL MEETING 51 23 u000 Bunco oisct.»mc From: TS 5/5/2023 Accomplishments • Implemented new Service Desk Model & Work Order System to gather better data ®rr ■� Bringing Regional Radio System Project to Implementation Phase Completed 29 City Technology Projects during 2022 calendar year > int arrr • Replaced the aged Alerting System at Fire Stations rWi$ • Began transitioning to a cloud -based application system model • Completed security enhancements to CHS and other city buildings • Implemented project management procedures to better forecast resource needs and scheduling Action Plan Portfolio M2 • Governance Model & Policies M • Continual Process Improvements • Expand use of Privatized Services > in# • Implement Regional Radio System • Begin Data Analytics and Asset Tracking Initiatives • Completion of core ERP Initiatives • Fill Remaining Vacant Positions & Assess Needs • Ensure Ongoing Training, Education, and Consultancy 4.3 BAKERSFIELD :oio¢rw M IPI BAKERSFIELD 5/5/2023 Expenditures Adopted FY2023 Proposed FY2024 Difference % Change Personnel $7,477,836 $7,369,112 ($108,724) (2%) Operating $7,009,505 $7,174,476 $164,971 2% Capital $3.009,387 $2,693,972 ($315,415) (10.5%) Total $17,496,728 $17,237,560 ($259,168) Sources General Fund $6,371,738 $6,303,325 ($68,113) (1%) PSVS Fund $2,650,864 $2,511,893 ($138,971) (5%) Equipment Fund $8.474,126 $8,422,342 ($51,784) (1%) Total $17,496,728 $17,237,560 ($259,168) (1.5%) CIP(311) $1,606,539 $750,000 ($856,539) (53%) CIP (312) $400.000 ' S200.000 ($200,000) (50%) Overall Total $19,503,267 $18,187,560 ($1,315,707) (7%) 11 5/5/2023 10 11,77 or 16'MERSFIRW 41� Budget Presentation FY 2023-24 VISIT BAKERSFIELD In addition to visitors, Visit Bakersfield serves • human resources professionals • pepAle interviewing for jobs 04gw residents re estate professionals • bu ness owners • real estate investor d VISIT BAKERSFIELD *Funded solely by Transient Occupancy Tax (TOT). *Not fur ded by General Fund or PSVS (Measure N). w * s4cessful public -private partner hip. *A di d VISIT • = BAKERSFIELD THE S XAD CS �MtP(iryla� I M4h w Board of Directors Ryan Uhles — Bakersfield River Run RV Park (Chair) Amy Smith — Bakersrfgid NArt (Vice -Chair) Randy McKeegan — City of Bakersfield (Treasurer) • Tamara Baker — IFG j Debra Derr — Courtyartl by Marrijtt Ed Dorsey - Mechanics Bank Arena, Theate Con Jason Maples — Bakersfield E-Sports Cente • Lynett Orrick — Holiday Inn & Suites • Jennifer Overstreet — Home2 Suites by Hilton': • Beth Brookhart Pandol — Retired, Water Assn. o Jessica Ramirez — Hilton Garden Inn _ Matthew Spindler— Historic Fox Theater • Scott Andrews, Ed.D. — City of Bakersfield Visit Bakersfield FY 23-24 Budget Pr - - - ntation May 8, 2023 Visit Bakersfield FY 23-24 Budget "~-^entation May 8, 2023 d Oft VISIT B 0 a BAKERSFIELD n�= saro a.x(twy zrr Assistant City Manager Visit Bakersfield Manager Guest Services .................... Representative Sales Manager I I Senior Sales I Administrative Representative Analyst II (vacant) V E L A N D T o U R I s M 15 F U L L O F S S S S 2 Visit Bakersfield FY 23-24 Budget Pr ntation May 8, 2023 12,000,000 11,000,000 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 City of Bakersfield Transient Occupancy Tax (TOT) Revenue FY 2007-08 through FY 2022-23 $11.5 M $9.9 M 00 $8.9 M Pandemic: 5,000,000 FY 07- FY O8- FY 09- FY 10- FY 11- FY 12- FY 13- FY 14- FY 15- FY 16- FY 17- FY 18- FY 19- FY 20- FY 21- FY 22- O8 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 5 Direct Economic Impact from Hotel City of Bakersfield TOT Revenue (FY 2022-23, est.) $ 11,543; + Hotel room sales (TOT—.* 12%) 96,197,1 ' -,W AU• i i' Visit Bakersfield FY 23-24 Budget Pr ntation May 8, 2023 Visit Bakersfield FY 23-24 Budget f -- ;entation May 8, 2023 o�jL`RSFj,r a Y PKEL? Zow KERN C OJ +1,000 passholders >200 prize redemptions +2,400 check -ins by visitors from Italy, France, Portugal, U.S. NO Visit Bakersfield FY 23-24 Budget Pr---ntation May 8, 2023 ti • Largest BMX Nationals V in U.S. this year • Occupancy+17.02% • AD +12.04%+ • RevPAR +33.06% 1 FORN/AI RACING CAPITAL • J C Nit-rl_L�'-��J Copyr�kt 2019 `jah jkala Jr. Visit Bakersfield FY 23-24 Budget Pr---ntation May 8, 2023 11 Visit Bakersfield FY 23-24 Budget F entation May 8, 2023 Trade shows and vendor showcases attended by Visit Bakersfield FY 22-23 12 C & La Dis C d A Per) Week On the tt flr ;r 12 SF'3ti11 z 0, The 20213 TI MAGAZINE eA, df W BAKER',{1 LIFOR LKIERGISFELD Increased social media presence across Since October 2022, • Post reach +128% for both Facebook andjiln' • Engagement rate increased to 6. • Instagram +1,735 followers. • Growth 100% organic— no paid a' Visit Bakersfield FY 23-24 Budget Pr---ntation May 8, 2023 15 Visit Bakersfield FY 23-24 Budget f entation May 8, 2023 Work Plan FY 23-24 m Visit Bakersfield FY 23-24 Budget Pi ntation May 8, 2023 Work Plan FY 23-24 • Continue to promote and create savings passes. GS 1■ Passes "d o s In o 17 Visit Bakersfield FY 23-24 Budget f entation May 8, 2023 City Population U.S. Census Bureau Estimates, 2020 400000 300000 200000 100000 0 Bakersfield Pittsburgh St. Louis 100 No. of Employees, 2023 75 61 50 43 25 BAKERSFIELD PITTSBURGH � St.1OUIS BAK Visit Bakersfield FY 23-24 Budget F----antation May 8, 2023 wp�- Evangelina Medina, MPA Senior Sales Representative VISIT BAKERSFIELD Matt Billingsley, STS Sales Manager Andrea Marroquin Guest Services Representative W'F�r - -- David Lyman, MPA, MAPP, PhD Visit Bakersfield Manager 19 5/8/2023 REC'D & PLACED ON FILE AT BAKERSFIELD CITY COUNCIL MEETING From: GtEaAl. fOUtaLIJMdr�7r 5/8/1023 Mayor's Off ice & City Council • Mayor's Office: Increases • U.S. Conference of Mayors and Travel Expenses • City Council: Increases • Membership for League of California Cities and Travel Expenses • Other Outside Materials 403 ® BAKERSFIELD 3 City Council Members The seven -member City Council meets on the second and fourth Wednesdays of each month. Participating across seven standing committees: 1 (03 q BAKERSFIELD 4 Fiscal Year 2023-24 Proposed Budget Mayor's $167,899 $183,910 $16,011 9.5% Office City Council $305,193 $350,832 $45,639 15.0% A Sate and Heak de+ghborhood. N 5/8/2023 Executive Department Fiscal Year 2022-23 Accomplishments • Maintained Services and Programs • Expanded the City's violence intervention and prevention efforts • Established a Communications Team • Coordinated Clean City Teams • Implemented Major Initiatives • Youth Jobs & Internship Program (103 s BAKERSFIELD 5 EXECUTIVE DEPARTMENT FY 2023-24 PROPOSED BUDGET Notable Items Driving Increase: • Six (6) Transferred positions within the City Manager's Office • Four (4) New proposed positions within the City Manager's Office ✓ Significant shifts for Oracle, the City's new Enterprise Resource Planning (ERP) system City Manager's Office $3,185,385 $10,927,740 $7,742,355 243.1% City Clerk I 973,107 1,012,974 39,867 4.1% • • . Total $26,901,354 $41,363,135 $14,479,781 53.8% 3 5/8/2023 City Manager's Office � FY 2023-24 Transferred Positions Bi4KERSFIELD Two Homeless Services staff & services from the Economic & Community Development Department In FY 22-23, the City Manager's Office transferred the Homeless Services Unit from the Economic & Community Development Department to ensure efficiency and coordination amongst homeless services and interagency teams in the field. The Homeless Services Unit assists in addressing homelessness and its impacts in real-time, establishing essential communication with residents and City Council to help facilitate change within the community. ��Personnel PSVS Brundage Lane Navigation Center $6.3 million PSVS Property Management Personnel & Operating $450,000 City Manager's Office (03 FY 2023-24 Transferred Positions BAKERSFtELD Two Technology Services Analysts and Two Property Division Staff • Two Technology Services Analysts were transferred to the City Manager's Office to facilitate communication and engagement between the city government and its residents. This forward -facing approach will provide residents with greater access to city resources and information vital to the advancement of the city. • The Real Property staff was transferred to better align the city's reporting and accountability framework for strategic property acquisition. The reporting efforts will help the City have a targeted focus on those areas of the greatest need and impact. General Fund PAerty Management Personnel & Operating $306,500 rl 5/8/2023 I City Manager's Office 0 FY 2023-24 New Positions Request BAKERSFIELD Enterprise Resource Homeless American Rescue Personnel Planning (ERP) Services Plan Act (ARPA) Senior Budget Analyst $113,500 $113,500 Fiscal & Administrative Services $167,000 $167,000 Officer I Administrative Analyst 1 $98,500 $98,500 Fiscal & Administrative Analyst 1 $47,250 $47,250 $94,500 Total $379,000 $47,250 $47,250 9 City Manager's Office 1.7 FY 2023-24 New Positions Request BAKERSFIELD One (1) Administrative and Fiscal Services Officer I • Conduct studies throughout the implementation of the ERP system and determine feasibility, resolve problems, and increase efficiency. • Providing financial expertise and guidance to help ensure the successful planning and forecasting of the budget through the new system. One (1) Administrative Analyst • Support with the implementation of Oracle, a new Enterprise Resource Planning (ERP) system. • Assist with evaluating the effectiveness of Oracle and identifying future recommendations for the departments io 10 5 5/8/21023 ' City Manager's Office � FY 2023-24 New Positions Request BAKERSFIELD One (1) Administrative and Fiscal Services Analyst I • Assist with fiscal oversight and focused expertise in grant accounting for the department. This position is necessary to adequately address the demands of growing grant programs in the City Managers Office. • Work duties for the requested position will be distributed evenly between the Homeless Services Unit and CaIVIP program. One (1) Senior Budget Analyst • Coordinate and participate in the preparation of the annual operating and capital budgets, allowing further analysis of department procurements and existing programs. • Analyze financial data to further identify areas for improvement, prepare proposals, and 11 provide recommendations for budget adjustments. 11 BAKERSFIELD City Clerk's Office • The City Clerk's Office maintains and preserves all official records of the city, ensuring the public has access to information about the city government, including meeting minutes and agendas. • The City Clerk ensures the city government complies with all applicable laws and regulations. Working closely with the City Manager's Office to guarantee smooth operations of city government. 12 12 CLERKS 2 5/8/2023 13 13 BAKERSFIELD Risk Management • The Risk Management Department promotes the safety and well-being of City employees by designing training and educational programs to reduce injuries. • Responding to all claims filed against the City and limiting the amount of loss by identifying, assessing, and mitigating the potential risks that may affect the city's operations, finances, and reputation. Risk Management Budget Overview Risk Management Adopted Budget v. Department Rates v. Actual $35,000,000 30,060,245 $30,000,000 $25,000,000 22,466,587 $20,000,000 13,333,5 $15000000 $13,833,60 $10,000,000 $5,000,000 $- 3.6 19/20 14 14 25,882,423 $22,742,862 23,919,096 $18,843,927 22,742,228 16,93 i $15,949,940 17,502,254 $14,7 5 % -7.21% -10A4% 0.00% 20/21 21/22 22/23 ■ Risk Adopted Budget ■ Department Rates ■ Actuals ■ %Difference 2.17% 23/24 7 5/8/2023 Workers' Compensation Claims History 900 800 782 772 700 649 665 681600 700 581 602 Soo _. 437 New Claims 405 aoo --- — ------ ■Open Claims COVID Claims 232 300 266 - 246 249 235 200 200 155 179 183 100 29 0 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 is * FY 22/23 Total through 2.28.2023 15 0 City Youth Jobs and Programs BAKERSFIELD In 2022, the City of Bakersfield received a direct allocation of $5,363,982 from the State of California for the creation and development of a Youth Jobs Program. Serving 399 youth through four programs: • City Hall Fellowship Program (64) • City Hall Internship Program (75) • Parks Mobile Recreation Internships (90) • Non -Profit Internships for At -Risk and Justice -Involved Youth (170) 16 16 5/8/2023 Public Safety and Vital Services (PSVS) Measure Strategic Initiatives What They Are • Programs, projects, and services that do not currently fit within any specific department • Directly correlate to Measure priorities • Includes external programs / services and internal investments to support best practices, excellent customer service, and employee development (03 17 BAKERSFIELD 17 Public Safety and Vital Services (PSVS) Measure Strategic Initiatives Prevention Programming: $500,000 • Ongoing efforts to complement gun violence intervention programs • Continued partnerships with community -based organizations to develop violence prevention programs that will help reduce gun violence within the community. 0 18 BAKERSFIELD 18 Affordable Housing: $5,000,000 • Continued PSVS Measure funding to reduce homelessness in the city • Continued investment in affordable housing programs. Supports the construction of new affordable housing units, the Affordable Housing Strategy, and leverages local dollars with opportunities from the State and Federal level. 0 5/8/2023 Public Safety and Vital Services (PSVS) Measure Strategic Initiatives Community Event Fund: $150,000 • Increasing community event policy to establish criteria and continue contributing to the quality of life and vibrancy of the community Grant Writing Contract Assistance: $75,000 • Funding for professional grant writing services to take advantage of competitive state and federal grant funding • 19 BAKE FIELD 19 Model of Excellence Program: $200,000 • Provides additional resources to continue to evaluate and implement best practices and more efficient processes throughout the organization • Third Party Professional Services Firm • Supports efforts of the City to address topics such as workflows, customer service, and enhancement of services provided to the public FISCAL YEAR 2023-24 ONE-TIME GENERAL FUNDS Street -Corridor Improvements: Niles and Monterey $ 800,000 0,00 Alley Improvements Project 250,000 Streets Division Resurfacing 1,500,000 Grant Match Fund 2,250,000 20 20 10 5/8/2023 FISCAL YEAR 2023-24 ONE-TIME GENERAL FUNDS Gateway Beautification Projects $ 400,000 3 21 BAKERSFIELD — s a W" n , 21 QUESTIONS? eJ/GCJi%?i/Yi �dll / .W 22 BAKERSFIELD 22 11