HomeMy WebLinkAbout04/25/24 PSVS SPECIAL (03
BAKERSFIIELD
niE skDUND G ae�r 1'r r,yq,rr
Special Meeting of the Citizens Oversight Committee for Bakersfield Public Safety and Vital Services
Measure (PSVS) of the City Council- City of Bakersfield
POST-MEETING AGENDA
April 25, 2024, 10:00 a.m.
Council Chambers, City Hall, 1501 Truxtun Avenue
1. ROLL CALL
2. PUBLIC COMMENTS
a. Agenda Item Public Statements
b. Non-Agenda Item Public Statements
*1. Written materials submitted by Madi Thorp
3. ADOPTION OF MINUTES
a. Adoption of the April 18, 2024 regular meeting minutes
Staff recommends adoption of minutes
4. DEFERRED BUSINESS
a. Public Safety and Vital Services (PSVS) Department Strategic Initiatives Overview
FY24-25
Staff recommends the Public Safety and Vital City Services (PSVS) Citizens
Oversight Committee determines that proposals outlined in the memorandum and
detailed in Exhibits "A-C", are consistent with the spending priorities of the ballet
Measure and makes a recommendation to the City Council.
City Manager's Office positions and Police Department positions requests are
consistent with the measure and to recommend to the City Council for approval.
City Manager's Office $605K requests and for the Police Department$294K
requests.
ECD $1.5M Additional Shelter Capacity
To amend Campbell's original motion
ECD $2.5M to Open Door Network One-Time Project Funding
Police Dept. $600K Real-Time Info. Center
ECD Affordable Housing Program $3,000,000
Public Works One-Time Project Funding Street lighting
58/99 Landscaping
Street Corridor Improvements 18th-19th Street
Resurfacing Streets Division
Not consistent Multi-modal Infrastructure, Median improvements and Traffic calming
allocation
Martin Luther King Jr. Community Center Grant Match
Park Amenities & Reno Improvements
Jastro Park Improvements
*1. PowerPoint presentation by ECD
*2. Public Works PowerPoint presentation
*3. PowerPoint presentation from City Manager's Office
5. NEW BUSINESS
6. COMMISSIONERS COMMENTS
7. ADJOURNMENT
Page 2 of 73
REC'D & PLACED ON FILE
AT BAKERSFIELD PUBLIC SAFETY/VITAL CITY
SERVICES COMMITTEE
Good morning, Chairman Ortiz and Honorable members of the committee,
My name is Madison Thorp, and I am here on behalf of Lauren Skidmore, CEO of The
Open Door Network. She apologizes for not being able to be here, as she is attending a
conference out of town.
I am here today to share some information regarding the request for The City of
Bakersfield to invest in The Open Door Network's new shelter, The Open Door
Network's new shelter is estimated to be a $41 million project located at 529 Dolores
Street, behind the Department of Human Services. One of the many impactful aspects of
our work is that we are the_qAnhomeless shelter that supports families - we are the
emergency shelter that accommodates children. Additionally, we are the largest
provider of domestic violence, sexual assault, and human trafficking support, with three
shelters throughout Kern County and a strong partnership with the District Attorney's
Family Justice Centers. We have made significant investments in our families through
childcare, afterschool programs, and, most recently, therapy and medical programs. We
believe that investing in children is key to breaking the generational cycle of
homelessness and abuse, and showing our youth that they can achieve a different
outcome for themselves, regardless of their parents' circumstances.
In 2023, we served over 180 families in our homeless shelter. We housed over 60
families (131 households total) We, provided therapy to 199 children dealing with severe
trauma and abuse, and served over 168,000 meals. Additionally, our workforce
development teams collected over 2 million pounds of trash within the City of
Bakersfield.
In 2023, we also had to turn away 32 single fathers looking for shelter. We turned away
32. Currently, we have a waitlist of 200 individuals hoping to enroll in our workforce
development program.
We understand that not all homelessness is met with excitement or support. Our
organization is also affected by encampments, crime, and concerns, especially with our
main office located downtown. While we agree that simply adding more shelter beds is
not the best long-term solution, we also know from decades of experience that when
people seeking help are turned away due to space limitations, their problems only
magnify in the eyes of the public.
The proposed campus spans over 76,000 square feet and will accommodate 350+ beds,
including a recuperative care wing for those exiting hospital settings. It will also include
onsite childcare, afterschool programs, workforce development enrollment, partnerships
Page 3 of 73
I
with educational institutions to provide certificate programs, medical and mental health
services, a dining hall, a donations center, and a children's museum for the entire
community to utilize. Additionally, it will provide domestic violence and sexual assault
support services, as well as housing resources to ensure that all client needs are met.
This campus has been in the planning stages since 2019 when the high-speed rail
project purchased our existing property. Our lease expires at the end of 2026, coinciding
with the completion of construction.
Given the time constraints and the urgent need for expanded services, we seek support
now. Our plan is to secure funding from federal, state, county, city, grant, and private
sources to meet the need. This request is a crucial step to ensure that this project can
come to fruition in a timely manner.
i
There was a mention of significant state funding coming to our community through
behavioral health initiatives. Our CEO has engaged in conversations with the County of
Kern and has been involved in discussions regarding Prop 1 and Bridge Housing.
However, none of these conversations have resulted in a commitment to fund this 4
campus through those resources. Unfortunately, state funding sources have limitations,
and there is no guarantee that we can secure these dollars. Additionally, based on our
i
conversations, Prop 1 dollars could not be allocated until construction is nearly
complete, well beyond our project's timeline.
i
We need support now to ensure that ground can be broken this year. This campus will
be state-of-the-art and will be more than just a shelter for people. It will positively
impact the lives of everyone who enters our doors and the surrounding community.
i
Thank you for your time. !
i
i
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Page 4 of 73
4163
BAKERSFIELD
ADMINISTRATIVE REPORT
MEETING DATE: April 25,2024 AGENDA CATEGORY:Adoption of Minutes
TO: Public Safety Vital Services Measure Oversight Committee
FROM: Julie Drimakis, City Clerk
DATE: April 18, 2024
SUBJECT: Adoption of the April 18, 2024 regular meeting minutes.
[DOC!Urnent D scr pil �:uu° j
RECOMMENDATION:
Staff recommends adoption of minutes
BACKGROUND:
FISCAL IMPACT:
COUNCIL GOAL:
i hoos� an lilern.
ATTACHMENTS:
April 18, 2024 regular meeting minutes
Page 5 of 73
(1103
BAKERSFIELD
Regular Meeting of the Citizens Oversight Committee for Bakersfield Public
Safety and Vital Services Measure (PSVS) of the City Council- City of Bakersfield
MINUTES
April 18, 2024, 10:00 a.m.
Council Chambers, City Hall, 1501 Truxtun Avenue
Members Present: Member Ortiz, Member Abernathy, Member Dewey, Member
Koman, Member Madland, Member Prince, Member Campbell,
Member Rojas-Mora
Members Absent: Member Perez-Andreeson
1. ROLL CALL
Meeting was called to order at 10:03 a.m.
2. PUBLIC COMMENTS
a. Agenda Item Public Statements
None
b. Non-Agenda Item Public Statements
None.
City Clerk Drimakis announced a staff memorandum was provided
transmitting correspondence received.
1. Staff Memorandum transmitting correspondence received.
3. ADOPTION OF MINUTES
a. Adoption of April 27, 2023 Special Meeting Minutes
Motion By: Member Dewy
Staff recommends adoption of minutes
1
Page 6 of 73
For (7): Member Ortiz, Member Abernathy, Member Dewy, Member
Koman, Member Madland, Member Prince, and Member Campbell
Abstain (1): Member Rojas-Mora
Absent (1): Member Perez-Andreeson,
Approved (7 to 0)
4. NEW BUSINESS
a. Public Safety and Vital Services (PSVS) Summary, New Positions and
Strategic Initiatives Overview FY24-25
Fiscal Year 2024-25 PSVS Position Requests & Department
Memorandums as outlined in Exhibit "A".
City Manager Clegg made staff comments and provided a PowerPoint
presentation.
Police Chief Terry made staff comments and provided a PowerPoint
presentation.
Chair Ortiz called for a recess at 11:48 a.m.
Meeting was reconvened at 12:16 p.m.
Chief Terry introduced Assistant Chief Stratton and Blakemore who made
additional comments.
Recreation and Parks Director Anthony made staff comments, provided a
PowerPoint presentation, and additional written materials.
Member Ortiz left the meeting at 1 :09 pm.
Member Ortiz joined the meeting at 1:09 pm.
Staff recommends the Public Safety and Vital City Services (PSVS)
Citizens Oversight Committee reviews proposals and approve as outlined
in the memorandum and detailed in Exhibits "A-C", attached to this staff
report.
1. PowerPoint Presentation by CMO
2. PowerPoint presentation by BPD
3. PowerPoint presentation by Recreation & Parks
4. Written materials provided by Recreation and Parks
5. COMMISSIONERS COMMENTS
6. ADJOURNMENT
Meeting was adjourned at 1:43 p.m.
2
Page 7 of 73
JULIE DRIMAKIS, CITY CLERK and Ex Off icio Clerk of the Council of the City of
Bakersfield
3
Page 8 of 73
4163
BAKERSFIELD
ADMINISTRATIVE REPORT
MEETING DATE: April 25,2024 AGENDA CATEGORY: New Business
TO: Public Safety and Vital City Services Measure Citizens Oversight Committee
FROM: Christian Clegg, City Manager
DATE: April 12, 2024
SUBJECT: Public Safety and Vital City Services (PSVS) Summary of New Position Requests, and
Strategic Initiatives Overview for Fiscal Year 2024-25
1. Fiscal Year 2024-25 PSVS Position Requests& Department Memorandums as
outlined in Exhibit "A".
2. Fiscal Year 2024-25 PSVS One-Time Budget Requests as outlined in Exhibit "B".
3. Fiscal Year 2024-25 PSVS Recurring Operating Costs as outlined in Exhibit "C".
RECOMMENDATION:
Staff recommends the Public Safety and Vital City Services (PSVS) Citizens Oversight Committee
determines that proposals outlined in the memorandum and detailed in Exhibits "A-C", are consistent
with the spending priorities of the ballet Measure and makes a recommendation to the City Council.
BACKGROUND:
On November 6, 2018,voters within the City of Bakersfield approved the Bakersfield Public Safety&Vital
Services(PSVS) Measure, also known as Measure N.The Measure is a locally controlled one-cent sales tax
measure providing substantial additional funds annually to the City of Bakersfield to address top
community priorities containing 13 specific priorities to be addressed through implementation plans.
The proposals presented before the Committee will fall in line with the specific strategies of the PSVS
Citizens Oversight Committee and progressive goals of our City Council in addressing Homelessness
through housing and outreach services, increasing police response and keeping public areas save and
clean.
FISCAL IMPACT:
Allocation of proposed PSVS funds will have no impact on the General Fund, as funds are currently
appropriated for the Fiscal Year 2024-25.
COUNCIL GOAL:
Safety and Resilience
Reliable Infrastructure
Community Character& Quality of Life
ATTACHMENTS:
Staff Report to Citizens Oversight Committee for FY2024-25 PSVS Budget
Fiscal Year 2024-25 PSVS Position Requests & Department Memorandums as outlined in Exhibit "A".
Fiscal Year 2024-25 PSVS One-Time Budget Requests as outlined in Exhibit "B".
Fiscal Year 2024-25 PSVS Recurring Operating Costs as outlined in Exhibit"C".
Page 9 of 73
( 403
BAKERSFIELD
THE SOUND OF5 ',Reitet
April 10,2024
TO: Honorable Mayor and City Council
FROM: Christian Clegg, City Manager CC
SUBJECT: Public Safety and Vital Services (PSVS) Summary, New Positions,and Strategic Initiatives Overview
1.) Fiscal Year 2024-25 PSVS Positions Requests Detail & Department Memorandums as outlined in
Exhibit"A"
2.) Fiscal Year 2024-25 PSVS One-Time Budget Requests as outlined in Exhibit"B"
3.) Fiscal Year 2024-25 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 2024-25 (FY 24-25)Public Safety and Vital Services Measure
(measure).All of the FY 24-25 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 9. Reducing homelessness through partnerships
response times, reduce crime, and increase with service providers to increase outreach,
neighborhood police patrols sheltering, and construction of affordable
2. Improving rapid response to assaults and housing
robberies 10.Addressing the fiscal stability of the City
3. Maintaining/improving rapid response to 11.Creating jobs through economic development,
gang violence business retention/attraction, and workforce
4. Investigating and proactively preventing development
property crimes,burglaries,and vehicle thefts 12. Enhancing amenities throughout the
5. Keeping public areas safe and clean community to improve the quality of life and
6. Strengthening the capacity of the Special attract visitors
Enforcement Unit 13. Enhancing neighborhoods through additional
7. Expanding the School Resource Officer code enforcement and improved park
Program maintenance
8. Maintaining a fully staffed and equipped Class
II Rated Fire Department
Page 10 of 73
Fiscal Summary Review
During the Fiscal Year 2023-24 (FY 23-24) mid-year budget discussions,the City Council was briefed on anticipated
revenue forecasts for FY 24-25. The latest revenue reports suggest a conservative estimate of $103.4 million in
measure revenue for FY 24-25. Additionally, it's projected that $12 million in revenues from the current year will
exceed initial budget estimates,and these funds will be allocated for one-time uses in the next fiscal year.
The plan is to distribute the entirety of these funds across both sustained operational expenses and singular capital
improvement initiatives. The aggregate proposed budget for PSVS projects from all departments stands at an
estimated $21.3 million.This encompasses expenses related to new initiatives,services, equipment,personnel,and
proposed capital projects.
The enclosed departmental proposals offer comprehensive details to facilitate feedback from the City Council
regarding budget allocations in alignment with Council and PSVS measure priorities. The city staff is committed to
ensuring that all proposals not only meet the measure's goals but also incorporate significant insights from the City
Council,the Citizens Oversight Committee,and public commentary.
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.
FY 2024-25 PSVS Funds Summary Total-,
CCG#4 Community Character&
Quality of Life, $4,900,000, 23%
1111 CCG#2 Safety and Resilience
CCG#2 Safety
and Resilience,
CCG#3 Reliable $9,450,094,44%
Infrastructure
11 CCG#4 Community Character
&Quality of Life
CCG#3 Reliable Infrastructure,
$6,950,000,33% I "
New Positions Proposal Summary
For FY 24-25, we are proposing to introduce 9 new full-time positions, a reduction compared to the number
established in the initial PSVS budget cycles. Despite a decrease in the total number of requested positions, the
emphasis continues to be on meeting the measure's primary objectives regarding public safety. Specifically, 7 of
these new positions are designated for the Bakersfield Police Department,accounting for 78%of the new personnel
requests funded by the measure.
2 IC: a g
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These new positions are civilian roles,aimed at enhancing community engagement,improving response times, and
attracting a high-caliber workforce. Some of these roles are essential for supporting the advanced technological
needs and services that accompany the increased number of sworn officers funded by PSVS over the last five years.
The inclusion of civilian staff allows for the reassignment of Police Captains,Lieutenants,and Sergeants to their core
sworn duties and managerial tasks. Furthermore, these positions are critical for maintaining the support structure
for specialized police technologies and services introduced alongside the increment in sworn roles through PSVS
funding.The addition of support staff is crucial in ensuring that sworn personnel are more available for direct front-
line activities and response to calls. The remaining 2 requested Call Taker positions for the Community Vitality Call
Center will grow the capacity for the City to address homeless encampment requests; this unit is the strategic hub
for coordinating city teams responding to homeless encampments and providing consistent,quality resident support
related to homelessness.
Detailed discussions about each proposed position has been conducted by the respective departments, with
thorough justifications provided in their individual memos included in this packet.The collective updated salary and
benefits cost for all 9 positions is estimated at$874,759.Additionally,equipment and initial startup costs amounting
to$76,335 for these new roles have been factored into the budget proposals from each department contained in this
packet.A detailed list of positions by the department is attached to this staff report.
One-time Project Funding
In prior PSVS funding periods, 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 many of those projects, we are
presented with an opportunity to continue to invest in strategic one-time projects. Due to budget pressures from
inflation and cost escalations, and in anticipation of potential economic stagnation, the list of proposed one-time
projects is more limited and focused than recent years. This memorandum is accompanied by materials that
enumerate these one-time projects and the proposed allocations for them.
The strategic focus of investments in this proposed budget is centered on public safety, homelessness, street
improvements and priority park projects. The proposed budget for these one-time investments stands at
approximately$18 million.
Recurring Operational Costs Summary
The city proposes a comprehensive investment of $2.4 million in recurring operational costs across three key
initiatives to further address chronic homelessness, enhance emergency shelter beds, and improve public safety
through technological advancements.With$1.5 million allocated for Additional Emergency Shelter Capacity,the city
aims to address the escalating homelessness crisis by expanding shelter options and connecting individuals to
essential services, acknowledging the challenge of a rising number of homeless individuals against those being
permanently housed.An additional$605,000 is dedicated to the Community Vitality Call Center,aimed at identifying
and providing intensive case management to chronically homeless individuals through a team of case managers.This
initiative focuses on intensive assessments, resource linkage, and monitoring. Lastly, the Real-Time Information
Center (RTIC) will be provided with $294,000 for its initial year to acquire the FlockOS cloud-based public safety
platform. This investment incorporates cutting-edge technology, additional FlockOS cameras, and specialized
software to enhance modern policing practices.
PSVS General Fund
Public Safety and Vital Services (PSVS)funding is appropriated for use under the umbrella of the City's General Fund
accounts. 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. PSVS allocations are expected to be used (as in the prior year) to cover non-PSVS operations. 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.
Page 12 of 73
Revised Strategic Financing for Previously Approved PSVS Initiatives
In response to the cost escalations noted above,budget proposals for ongoing or recurring operating expenses have
been intentionally limited. In addition,cost savings measures were identified to reduce ongoing budget obligations,
and free up resources for the small number of strategic additions for our highest priority issues. Staff conducted a
thorough assessment of previously approved operating budgets within PSVS to identify areas where reductions
could be managed without significant program impacts. Programs were assessed based on alignment with City
Council priorities and evaluation of essential services. Based on these criteria,it was determined that the following
programs could be reduced while still meeting the core purpose of prior budget allocations.
Significant reductions totaling$3.2 million,include:
• Community Revitalization Program: Decreased from$3 million to $1 million
• Economic Opportunity Areas (EOA): Reduced from$1.4 million to$700,000
• Business Assistance Program: Reduced from$1 million to $500,000
Staff also identified some funding gaps that can be addressed by the utilization of American Rescue Plan Act(ARPA)
funds to ensure that one-time grant and program match obligations were met in various departments.
Fiscal Year 2024-25 Budget Review Process
It should be noted that this report provides a preliminary review of proposed PSVS expenditures for the next fiscal
year. Following City Council feedback in response to this report, proposals will be reviewed by the PSVS Oversight
Committee.The adoption of the PSVS budget will occur in June along with the adoption of the annual budget.
Fiscal Year 2024-25 PSVS Citizens Oversight Committee Budget Review Process
The Committee is expected to meet a minimum of two times to review the FY 2024-25 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:
➢ April18th
o FY 2024-25 Measure Overview
o Department Proposal Presentations: Police Department,Recreation&Parks Department,Economic
and Community Development Department,and City Manager's Office.
■ Please note, department proposal memos, including staffing and project requests, will
be included in the packet of information issued prior to this meeting date.
➢ April25th
o Department Proposal Presentations:Public Works Department and staff will request the Committee
make recommendations on all department proposals at this meeting.
4 IC: a g o
Page 13 of 73
EXHIBIT "N' Personnel Requests
PsVS One-Time
Goal# FY 2024-25 ONGOING PSVS Funds Ongoing Expenses Total
Safety and IReslilllience(CCG#2) AMOUNT AMOUNT AMOUNT
1,2,3 Call Takers for the Community Vitality Call Center(X2) $ 196,000 $0 196,000
1, 2,3 Police Puiblic Affairs&Communication Mianager 158,034 10,935 168,969
1,2,3 Police Fiscal&Administrative Specialist 72,814 10,900 83,714
1,2,3 Police Secretary 1 75,393 10,900 86,293
1, 2,3 Police Fleet Mechanic 87,775 10,900 98,675
1,2,3 Police Service Technician 79,930 10,900 90,830
1, 2,3 Police Crime Analyst 104,000 10,900 114,900
1,2,3 Police Community Relations Specialist 11 100,813 10,900 111,713
Safety and Resilience(CCG#2)Total. $ 874,759 $ 76,335 $ 951,094
9 FY 2024-25 ON�GOIIN� G PS:VS Funds Total: �10 9 4-
Page 14 of 73
EXHIBIT "A"
( 03
BAKERSFIELD
THE SOUND OF e irC
CITY MANAGER'S OFFICE
MEMORANDUM
DATE: March 18, 2024
TO: Christian Clegg, City Manager
FROM: Crystal Rubio, Assistant to the City Manager
Matthew Gregory, Lieutenant
SUBJECT: Community Vitality PSVS Funding Request for FY 2024-25
This funding request is in direct support of the Public Safety and Vital Services Measure and City
Council goals. With this request, the city will continue addressing the homeless concerns within
our community through its efforts to improve the quality of life within our community.
BACKGROUND
Over the past several years, the city has made significant investments in addressing the
homelessness crisis and its impact on quality of life by implementing several programs across
multiple departments. In 2023, the City Manager's Office conducted an in-depth analysis of the
city teams' response to homeless concerns within our community. The city receives a significant
number of requests from the community to respond to homeless issues. These requests are
received by various departments within the city that may require a field response. The analysis
findings proved the critical need for requests to be centralized to reduce duplicate efforts,
provide a better understanding of the needs within the community, and for effective utilization
of resources for maximum impact.
In October 2023, the city piloted a Community Vitality Call Center by utilizing part-time staffing
from other departments. The call center has served as a centralized hub for all homeless-
related issues reported to various city departments. Over 2,300 non-emergency homeless
issues received by the Bakersfield Police Department from October 2023 to February 2024 were
transferred to the Community Vitality Call Center. To reduce duplicate efforts in the flow of
information received from the community, the city has identified the need to issue a public
phone number where the community can report all homeless concerns to one centralized
location. The existing part-time staff assigned to the initial pilot lacks the capacity to effectively
Page 15 of 73
handle the volume of requests coming in from the community. Establishing a permanent
staffing structure for the call center will incentivize continued collaboration between the city
and the community in addressing the homeless crisis. Therefore, the proposed funding for the
call center is presented for your consideration:
CALL CENTER FUNDING
Position QTY Cost Occurrence
Call Takers (salary+ benefits) 2 $196,000 Ongoing
1) Dedicated individuals as the initial
point of contact in addressing
community concerns.
2) Skilled in gathering pertinent
information accurately to form a plan
of action.
3) Efficiently dispatching appropriate
resources.
Totals 2 $196,000
Program/Project Cost Occurrence
Call Center Operating and $55,000 Recurring
Management Costs
Total Cost $55,000
The data gathered from the call center pilot has helped the city begin identifying those
individuals who are chronically homeless and require intensive case management. Case
managers can conduct intensive assessments of individual needs and serve as a link to wrap-
around services available within the community to address the root causes of homelessness.
The city plans to issue a request for proposals to obtain proposals from experienced field case
management organizations for a case management team made up of about 4 to 5 case
managers. This team would be responsible for conducting assessments to identify individual
needs, link individuals to resources, and monitor the progress of those chronically homeless
individuals identified through the Community Vitality Call Center. Data collected by the case
managers will allow the city to make data-informed decisions that can effectively address the
root cause of homelessness.
Creating successful service engagement relies on essential client incentives and support to
foster trust and build relationships. The case managers will be assisting individuals who are
significantly below the federal poverty line. Therefore, offering crucial support such as bus fare,
meals, and clothing becomes vital. These incentives will serve as effective tools to encourage
participation, especially for those who may initially resist engaging in services. The following
funding request is submitted for your consideration:
Page 16 of 73
? sriptcri east
Intensive Case Management (4-5 case managers) $500,000 Recurring
Client Services $50,000 Recurring
The investment into the Community Vitality Call Center will ensure the efficient and effective
operations of the call center as well as, enhance communication quality, building community
trust, and contributing to the overall success of the initiative aimed at addressing and
alleviating homeless issues.
Page 17 of 73
EXHIBIT "A"
BAKERSFIELD POLICE
MEMORANDUM
r'y�TtY.,y1 m
to w
DATE: March 27, 2024
TO: Christian Clegg, City Manager
FROM: Greg Terry, Chief of Police
SUBJECT: FY 24-25 Public Safety and Vital Services Measure (PSVS) Request for
New Positions
PROPOSAL
This proposal prioritizes personnel needs, services, and equipment, 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
PROFESSIONAL STAFF
ONE (1) PUBLIC AFFAIRS AND COMMUNICATIONS MANAGER
Public safety communication matters more today than perhaps any other time. An
informed, connected, and engaged community is one of the greatest assets available to
us. Open, frequent, strategic, and feedback-oriented communication practices foster
support, trust, and cooperation. This position will help accomplish our communication
goals of strengthening community connections, enhancing community policing and
problem-solving efforts, and recruiting a high-quality workforce. This position will report
directly to the Chief of Police.
The Public Affairs and Communications Manager will:
• Plan, develop, implement, and organize comprehensive communication, branding,
crisis communication, and marketing strategies for the Police Department.
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Public Safety/Vital City Services Measure: Police Department, March 27, 2024
• Oversee the daily internal and public messaging processes, including responses
to daily media inquiries.
• Plan, design, produce public informational materials, community engagement
campaigns.
• Oversee the production of all written material and graphics posted on the
department website and social media accounts; develop, review, edit content.
*This position would allow the Public Information Officer — Police Sergeant to be
reassigned to full-time field duties and responsibilities.
ONE (1) POLICE SERVICE TECHNICHAN
The role of the Police Service Technician (PST) assigned to the Traffic Section is primarily
that of traffic collision investigator and scene manager. Every collision the PSTs
investigate frees up a police officer for enforcement duties. Statistics show that PST's will
often investigate twice as many collisions as the officers on their respective shifts. As a
result of this priority on enforcement, injury collisions have decreased 12% since 2019 and
fatal collisions declined last year after five straight years of increases.
Currently, the Traffic Section is authorized (7) seven PST's. This means one shift has 1
PST assigned, while the other three shifts have 2 PST's. One PST has the collateral duty
of Taxi Permits which requires one full day, and five of the PST's are assigned to the Major
Collision Investigations Team as a collateral duty. The current staffing, and related duties,
mean that often there are no PSTs in service during at least part of a shift.
The addition of one (1) Police Service Technician would allow for more even distribution
of work, decreased response time, and more available enforcement time for officers.
ONE (1) COMMUNITY RELATIONS SPECIALIST II - POLICE
The Bakersfield Police Department's Community Engagement Division plays a crucial role
in fostering positive relationships between law enforcement and the community. The
Division will proactively engage with our community to build trust and problem-solving
partnerships.
The role of a Community Relations Specialist in the Community Engagement Division is
critical to the efficient and effective functioning of the division. The Community Relations
Specialist will be responsible for leading and overseeing a wide range of programs and
administrative duties essential to the division's success:
• Organizing, planning, and leading various youth programs and activities;
• Preparation of work schedules and payroll for the Police Activities League (PAL);
• Provide customer service to the general public;
• Data entry, meeting facilitation, transcribing monthly meetings, and maintaining
accurate records of business transactions;
• Oversee office and recreational activities, monitor attendance, and complete intern
performance assessments;
• Lead staff in care and maintenance of related equipment and facilities;
Page 1P of 73
Public Safety/Vital City Services Measure: Police Department, March 27, 2024
• Author grants and organize fundraising events;
• Manage and schedule appointments efficiently.
These duties are all currently being handled by sworn personnel. Having a Community
Relations Specialist dedicated to the division will align such responsibilities with the more
appropriate classification as well as return sworn staff to frontline positions to enhance
response times, crime reduction, and overall community satisfaction.
*This position would allow for a Police Sergeant to be reassigned to full-time field duties
and responsibilities.
ONE (1) FISCAL AND ADMINISTRATIVE SPECIALIST
As the police department has grown, it has become necessary to hire additional fiscal
support staff. There are several complex fiscal duties within the Business Office relating
to the department's General Fund, Public Safety and Vital Services (PSVS) Measure,
grants, stipulated judgment expenses, reimbursements from the Commission on Peace
Officer Standards and Training (POST), lease contracts, capital improvement projects,
vendor agreements, and other related responsibilities. Having an adequate fiscal staff is
crucial for ensuring accountability and efficient use of resources, particularly among those
divisions within a police department that have these responsibilities.
A dedicated Fiscal and Administrative Specialist is needed to support the Support Services
Division and the Training and Logistics Division of the Business Office.
The specialist will:
• prepare divisional purchase requisitions,
• prepare financial records, including account balances and receipts,
• prepare reports for state reimbursement audits,
• verify appropriate billing and timesheets,
• expedite internal procurement processes, and
• assist with asset management.
Having this position will reduce the burden currently carried by sworn supervisors and
managers who transfer more frequently within the organization and lack the unique skillset
provided by this position.
ONE (1) SECRETARY
We have identified specific areas where specialized administrative staff is best suited to
serve in our organization as it continues to evolve to meet the requirements of the
stipulated judgement.
One of these positions is a secretary within the Training and Logistics Division who will
support oversight and management of department-wide training. There are specific and
time-bound requirements for various training domains for sworn personnel and civilians to
comply with current state mandates.
Page 29 of 73
Public Safety/Vital City Services Measure: Police Department, March 27, 2024
In addition, the police department continues to undergo substantial increases in training to
achieve full and effective compliance with the Stipulated Judgment. A variety of methods
are used for delivering this type of training, including lectures, virtual training, and hands-
on training, all of which require scheduling, tracking, and monitoring for individual and
departmental performance. Additionally, regular correspondence is required with
representatives of the California Commission on Peace Officer Standards and Training
(POST) as well as the monitoring team as training is completed, and new curriculum is
created.
ONE (1) FLEET MECHANIC
Over the past three years, the Bakersfield Police Department's Traffic Section has more
than doubled the size of its Motorcycle Unit to meet the specific public safety needs on the
roadways of our community. Several needs are being addressed by the Motorcycle Unit,
including better response to collision scenes, traffic enforcement activities, and public
education. There are currently 17 motorcycles operational in the unit, and two more are
scheduled to be deployed within the next six months.
Maintaining and repairing these assets has become increasingly difficult as the unit has
grown. Due to the specialty training required, the motorcycles are currently being serviced
at Harley Davidson. One motorcycle service requires two officers to transport and leave it
with the dealer until the service and/or repair is completed, resulting in an inefficient use
of resources. A dealer's capacity to return motorcycles is subject to the dealer's regular
customer needs. It is critical that we employ a trained and dedicated mechanic in order to
increase the effectiveness of our operations and to ensure that our motorcycles are in
service at all times. The Fleet Division of the Public Works Department has been consulted
and agrees with this request.
ONE (1) CRIME ANALYST
The Real Time Crime Center (RTIC) requires the addition of a Crime Analyst to support
the organization's staffing and operational strategy. Among other duties, our Crime Analyst
positions are currently responsible and trained for data analysis related to criminal activity
and crime trends. Essential duties also include use of our various software applications
which ingest crime related information such as our computer-aided dispatch system
(CAD), records management system (RMS), mapping tools, digital evidence systems, and
similar components. This position will work full-time within the RTIC to monitor various
points of intelligence in real-time, coupled with historical crime records, to proactively relay
viable information to field personnel for safer and more accurate use of resources. Other
existing positions will be reallocated to supplement the necessary staffing and efficacy of
the RTIC.
***Related to proposal of(RTIC) CIP, this position request is contingent upon approval of that
request.
Page 21 of 73
Public Safety/Vital City Services Measure: Police Department, March 27, 2024
SALARY
(+BENEFITS) (FY 24/25)
CIVILIAN POSITIONS PER POSITION CITY AMOUNT
PUBLIC AFFAIRS&COMMUNICATION MANAGER $ 158,034 1 $ 158,034
FISCALAND ADMINISTRATIVE SPECIALIST $ 72,814 1 $ 72,814
SECRETARY I $ 75,393 1 $ 75,393
FLEET MECHANIC $ 87,775 1 $ 87,775
POLICE SERVICE TECHNICIAN $ 79,930 1 $ 79,930
COMMUNITY RELATIONS SPECIALIST 11-POLICE $ 100,813 1 $ 100,813
CRI ME ANALYST $ 104,000 1 $ 104,000
CIVILIAN SALARY&BENEFITS 7 $ 678,759
TOTAL SALARY&BENEFITS 7 $ 678,759
OPERATING AMOUNT
NEW POSITION START UP COSTS $ 32,100
TOTAL OPERATING $ 32,100
EQUIPMENT AMOUNT
NEW POSITION COMPUTER EQUIPMENT $ 44,325
TOTAL EQUIPMENT $ 44,325
CAPITAL IMPROVEMENT PROJECT AMOUNT
REALTIME INFORMATION CENTER $ 894,000
TOTAL CAPITAL $ 894,000
MEASURE N-POLICE DEPARTMENT OVERALL TOTALS
TOTAL SALARIES&BENEFITS $ 678,759
TOTAL OPERATING $ 32,100
TOTAL EQU I P M ENT $ 44,325
TOTAL CAPITAL IMPROVEMENT PROJECT $ 894,000
TOTAL PROPOSAL FY 24-25 $ 1,649,184
Page 2? of 73
EXHIBIT "B" One-Time PSVS Requests
10ne-Time,
CCG#4 Community CCG#2 Safety
Character&Quality of Life and Resilience
y j
Is CCG#2 Safety and Resilience °
>CCG#3 Reliable Infrastructure
Infrastructu
11 CCG#4 Community Character $6,950,000,3
&Quality of Life
PS VS
GaraI # FY 24-25 ONE-TIME PSV,S FUNDS PSV,S
5afety a d ResiIiernce IC G 2) AMOUNT
9 Affordable Housing Program 3p GWP40'40
9 Open Door Network Shelter 2,500,1000
2,4W 5 R.ea I Tiimne Informnat,iio-n L:ent,er(R.TIL.) 6"Go"000
Safety arnd Resilienmce(C G 2)Tiatalr 6,P100,Pi
Reliable Infrastructure(CC'G#3) AMOUNT
5, 12 5ttreet Ughtiing Irrnprovemnent.s 1,P000,10"4o
5, 12 5/99 Landscapiing 1,P200p000
5, 12 Mufti-Modal (Infrastructure 500,1
5, 12 5ltreet Cord dor I m prov emnents 18,th-19tth 5itreet 5 P4A'4A'0
5, 12 Median Improvements: Various Locations 750,1000
5, 12 Traffic Calming Allocation 50 ,PC
5, 12 Resurfacing Streets Division 2,500,000
Reliable infrastructure IC G '3I Tiatalr 6,91150,Pi
Community Character&Quality of Life(C?CG ) AMOUNT
12, 13 Martiin Luther IKiing Jro (MLK Jro)Commmuniiity Center Grant latch 3"000PC 4o
12, 13 dark Amenities&Reno Improvements(RARR) 1,"000P000
12, 13 Jastro Dark Improvements 9,00,0
Cornmrniu nit Character&Qualityof Life IC G I Tiatale 4,9100,Pi
FY 4- O -To 17, 5 , w C :e
EXHIBIT "B"
BAKERSFIELD
THE SOUND OF .14eAJ
MEMORANDUM
DATE: March 18, 2024
TO: Christian Clegg, City Manager
FROM: Jennifer M. Byers, Economic& Community Development Director
SUBJECT: Fiscal Year(FY) 2024/25 ECD Public Safety&Vital Services Operating Budget and Capital
Improvement Projects
The Economic & Community Development Department (ECD) is pleased to present the Proposed Public Safety
&Vital Services Budget for FY 2024/25.
PSVS Proposed Budget
Proposed FY 2023/24 Adopted FY 2024/25 Proposed H/(L)
Operating Budget Change
Salaries&Wages $ 1,684,991.00 $ 2,241,692.00 $ 556,701.00 33.0%
Operating $ 9,078,336.00 $ 15,141,765.00 $ 6,063,429.00 66.8%
Capital Outlay $ 5,000,000.00 $ 8,000,000.00 $ 3,000,000.00 60.0%
Subtotal 1 $ 15,763,327.00 $ 25,383,457.00 $ 9,620,130.00 61.0%
The operating budget reflects the maintenance of the current year budget allocation. Additional budget items
included within the current budget with no additional funding requests will include various development plans
including South Bakersfield and support for the regional collaborative B3K. ECD Department staffing from PSVS
funding will remain at the current level.
Notable changes to the proposed budget include the transition of the Homeless Services Unit back into the
Economic and Community Development Department. This will move FY 2023/24 items budgeted in the City
Manager's Office including 2 staff(S302,399.53), Brundage Lane Navigation Center (BLNC) operations contract
with Mercy House($6,867,000)and various homeless services provider contracts($450,000)into the FY 2024/25
ECD Operating Budget.
NEW REQUESTS
New requests for FY 2024/25 include Additional Emergency Shelter Capacity ($1,500,000) allowing the city to
move more individuals from the street and connect them with services. Contingent upon review of California
Proposition 1 Behavioral Health Servies Program are Capital Improvement Project requests including Affordable
Housing($3,000,000)to assist in leveraging local dollars with opportunities from the State and Federal level and
a one-time contribution to the construction of the Open-Door Network Shelter($2,500,000).
Thank you for your consideration and we stand ready to address any questions or provide further information.
Page 24 of 73
EXHIBIT "B"
A � BAKERSFIELD POLICE
MEMORANDUM
r"ATtY.by ry m
to w
DATE: March 27, 2024
TO: Christian Clegg, City Manager
FROM: Greg Terry, Chief of Police
SUBJECT: FY 24-25 Public Safety and Vital Services Measure (PSVS) Capital
Improvement Project Request
PROPOSAL
This proposal prioritizes capital improvement 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.
CAPITAL IMPROVEMENT PROJECT
'Real-Time Information Center (RTIQ $894,000
FLOCK OS &Additional FLOCK cameras and analytical software— Year 1 $294,000
($224,000 ongoing)
One-time Hardware/Software Build $600,000
Total $894,000
Technological advancements are continuing to reshape modern policing and traditional
law enforcement practices and methodology. Progressions in mobile and static
surveillance systems, license plate readers (LPR), audible gunshot detection, and
unmanned ariel systems (UAS) are just a few technologies which have been leveraged to
improve public safety in our community. In alignment with previous City Council objectives,
our organization has invested in such technology over recent years to deter criminal
mischief, minimize officer safety risks, and improve apprehension and prosecution of
unlawful behavior.
However, such useful tools can often be compartmentalized across the organization
through different divisional needs, responsibilities, and availability of specialized positions.
Page 2t5 of 73
Public Safety/Vital City Services Measure: Police Department, March 27, 2024
The development and incorporation of a Real-Time Information Center (RTIC), sometimes
referred to as a Real-Time Crime Center, can maximize our agency resources and these
tools by funneling the information through a centralized location, utilizing specialized
software to analyze and filter the various sources to relay more accurate and pertinent
intelligence to field personnel in near real-time as events unfold. Additionally, the RTIC
will utilize evidence-based analytical software (SIMSI) to direct focus on locations where
crimes tend to occur and to reduce risk of future crime. Such RTIC's have been proven to
aid in crime reduction efforts, and the implementation has even been supported by the
United States Department of Justice. The DOJ has indicated that the utilization of an RTIC
can enhance agency performance through decreased response times, and improved
operational intelligence for field personnel, all while prioritizing community and officer
safety.
The purpose and advantages of an RTIC also directly align with the priorities of the Public
Safety and Vital Services tax measure. Such investment can lead to crime reduction
through improving rapid response to assaults, robberies, and gang violence, advancing
investigations and proactive response to property crimes, burglaries, and vehicle thefts,
as well as the reduction of response times and improved allocation of resources.
Page 29 of 73
EXHIBIT "B"
(03
BAKERSFIELD
THE SOUND OF J4 f'?,e1 1
PUBLIC WORKS DEPARTMENT
MEMORANDUM
TO: Christian Clegg, City Manager
FROM: Gregg Strakaluse, Public Works Director
DATE: April 4, 2024
SUBJECT: Fiscal Year 2024/25 Public Safety and Vital Services Measure Requests
The Public Works (PW) Department is pleased to present a proposal requesting Capital
Improvement Program (CIP) projects focused on the Public Safety and Vital Service
(PSVS) Measure priorities.
ADVANCED PROJECT DELIVERY + TRIP DIVISION
The Advanced Project Delivery Division is pleased to present a proposal for Capital
Improvement Program (CIP) project requests focused on the priorities of the measure.
Streetlight Improvements Request: $1,000,000 (All Wards).
City Council and Staff have prioritized adding streetlights to corridors throughout the City
with minimal to no lighting to improve public safety. Staff continues to design and
construct streetlighting systems for these dark corridors. In 23/24, the Department added
approximately 185-new streetlights in the City and will begin installing an additional 60
before the end of the fiscal year. Since this initiative began, the City has added 233 new
streetlights and upgraded an additional 128 streetlights to brighter LED luminaires.
Additionally, the Department is testing state of the art solar powered streetlights as a
quick build, sustainable strategy for the future. This is a multi-year project with funding
allocations identified in outyears of the CIP.
58/99 Beautification Phase I: $1,200,000 (Ward 2).
Funding Secured:
$1,200,000 Caltrans
Total Phase I Cost: $2,400,000
The Environmental Commitments for the Centennial Corridor require beautification
improvements upon completion of the roadway construction. The State Route 58/99
Enhancement Project aesthetically improves the freeway system by implementing
Page 27 of 73
hardscape, landscape, art, and irrigation elements at the SR 99/SR 58 Interchange and
along SR 58 from Real Road to H Street. Design is anticipated to be completed at the
end of 2024. The first phase of this project focuses on the areas along SR 58 from Real
Road to H Street and does not interfere with the upcoming 7th Movement Ramp
construction. Staff is working with Caltrans to incorporate future phases of beautification
into the 8th Movement ramp construction.
Multi-Modal Demonstration and Safe Streets for All: $500,000 (All Wards).
Throughout the City, there is a deficiency in safe multi-modal opportunities for bicyclists,
pedestrians, and low-speed vehicle users. This project will fund quick-build solutions to
expand and/or enhance sidewalks, buffered bicycle lanes, cycle tracks, road diets,
road toning, and other projects that would support safe multi-modal opportunities
providing a more complete street for all users of the public right-of-way.
ENGINEERING DESIGN DIVISION
The four (2) proposed CIP's focus on enhancing amenities throughout the community to
improve the quality of life and attract visitors. Capital Projects would support Council
Goals #3 Reliable Infrastructure and #4 Community Character and Quality of Life.
Projects would also support PSVS priority #12 Enhance amenities throughout the
community to improve the quality of life and attract visitors.
18th and 19th Streets Corridor Improvements: $500,000 (Ward 2).
Secured Funding:
$2,205,210 Congestion Mitigation & Air Quality (CMAQ)
$2,000,000 Downtown Redevelopment Fund
$1,300,000 Urban Revitalization Property Acquisition funds
Total Project Cost for Phase I: $6,005,210
This multi-phase project proposes to construct improvements along 181h and 19th Streets
between `F' Street to Mill Creek. Phase I improvements would occur between `L' Street
and `O' Street, and include pavement resurfacing with traffic calming elements,
stormwater management, landscape and hardscape beautification, streetlighting, and
multimodal improvements. The design is also intended to spur redevelopment along the
corridor. Design, engineering, and public involvement is anticipated to be complete in
Summer 2024, with a construction start planned for Winter 24/25.
A Phase 2 segment between `F' and 'L' Streets and a Phase 3 segment from 'O' Street
to Mill Creek Canal would seek grant funding and would be planned for future years of
this CIP.
Median Improvements: Various Locations: $750,000 (All Wards).
This project will install medians at various locations over multiple years to enhance
aesthetics and improve safety of roadways. Improvements will include drought-tolerant
planting where possible. Median improvements along Wible Road from Hosking Avenue
2
Page 28 of 73
to McKee Road; and Ashe Road from Ming Avenue to Stockdale Highway. Design was
funded in FY 23-24 while construction will be funded in FY 24-25 for Wible Road and in FY
25-26 for Ashe Road.
TRAFFIC ENGINEERING DIVISION
The proposed CIP is a continuation of projects from Fiscal Year 23/24. The continuation
of City-wide traffic calming improvements that are identified using the City's recently
adopted Neighborhood Traffic Calming program. These Capital Projects would support
Council Goals #2 Safety and Resilience and #3 Reliable Infrastructure. Additionally, this
project would support PSVS spending priorities #5 Keeping Public Areas Safe and Clean,
and #12 Enhance amenities throughout the community to improve the quality of life and
attract visitors.
City-Wide Traffic Calming Improvements: $500,000 (All Wards).
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(s) may be used on a case-by-case basis. Some
solutions may be addressed immediately such as the installation of traditional signage,
striping and pavement markings, as well as radar feedback signs. Other projects such as
speed humps and tables, landscaped entry islands, and curb extensions require more
effort including data collection, public involvement, design, and construction. These
available traffic calming funds will help accelerate the City's response time in providing
practical solutions to traffic calming requests.
STREETS DIVISION
Resurfacing Steets Division: S2,500,000 (All Wards).
Additional Funding:
$4,100,000 Gas Tax
$3,000,000 Road Utility Surcharge
Total Funding: $9,600,000
This project will continue the City Council priority goal to enhance infrastructure by
funding street rehabilitation and resurfacing. Funds will be used to repave and resurface
asphalt pavement on city streets and for right of way improvements when resurfacing is
being done.
3
Page 29 of 73
FUTURE YEAR CAPITAL IMPROVEMENT PROJECTS
Monitor Street Active Transportation Corridor: $6,000,000 (Wards 1 & 7).
This project proposes complete street improvements along Monitor Street between South
High School and Golden Valley High School (Hosking Avenue). There are eight (8)
different schools and a park along this 2.75-mile stretch. Improvements to the corridor
include traffic calming elements, landscaping, and pedestrian/bicyclist improvements
focused on safety and accessibility. $448,940 of American Rescue Plan Act (ARPA) funds
were budgeted in Fiscal Year 22/23 to initiate the 30% Design, and $1 ,722,000 in ARPA
funds were budgeted in Fiscal Year 2023/24 to complete the 100% Design of the corridor.
Pending grant opportunities, construction for this project is planned for Fiscal Year 25/26.
Street/Corridor Improvements: California Avenue: $3,500,000 (Ward 2).
This project proposes complete street improvements along California Avenue to include
traffic calming elements, landscaping, and pedestrian/bicyclist improvements focused
on safety and accessibility. $800,000 of PSVS funds were budgeted in Fiscal Year 23/24
to initiate the 100% Design of the corridor. Pending grant opportunities, construction for
this project is planned for Fiscal Year 26/27.
Street/Corridor Improvements: F Street: $5,000,000 (Ward 2).
This project proposes complete street improvements along `F' Street to include traffic
calming elements, landscaping, and pedestrian/bicyclist improvements focused on
safety and accessibility. Pending grant opportunities, construction for this project is
planned for Fiscal Year 26/27.
Thank you for your consideration of the requests. Requests are summarized below.
PSVS Projects FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Streetlight $1.0M $2.OM $1.5M $1.5M $1.5M
Improvements (Design + (Design + (Design + (Design + (Design +
Const) Const) Const) Const) Const)
58/99 $1.2M
Beautification (Const)
Multi-Modal $500k $1.0M $1.0M $500k $500k
Demonstration (Design + (Design + (Design + (Design + (Design +
and Safe Const) Const) Const) Const) Const)
Streets for All
18th and 19th
Streets $500k
Corridor (Const)
Improvements
Median
Improvements $750k $2.72M
Various (Const) (Const)
Locations
4
Page 30 of 73
City-Wide
Traffic
Calming $500k $1.0M $750K $500K $500K
Improvements
Resurfacing $2.5M $2.5M $2.5M $2.5M $2.5M
Streets Division
TOTAL $6.95M
Future Year
Projects FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Monitor Street
Active $6.0M'
Transportation (Const)
Corridor
Street/Corridor
Improvements: $3.5M�
California (Design +
Avenue Const)
Street/Corridor
$5.OM'
Improvements:
F Street (Const)
1 Request dependent on Grant Match requirement
5
Page 31 of 73
EXHIBIT "B" FY 2024-25 PSVS CIP REQUESTS
PG. 1
(03
Eft
tsAKERSFIELD
Department of Recreation and Parks
Date: April 3, 2024
TO: Christian Clegg, City Manager
From: Rick Anthony, Director of Recreation & Parks
Subject: FY 2024-25 PSVS CIP REQUESTS
Funding
Amount Ward Source
Park Amenities & Renovation Improvements (PART) $1,000,000 Various PSVS
Project # P3C 131
Description of project: This project is to provide much-needed repairs and enhancements to the
existing amenities throughout the City's various parks and trails system.
Justification: This project is an extension of an existing Council approved project. Over the years,
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. The continuation of this project would provide funds to make the necessary
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 following
PSVS Priorities: Keeping public areas safe and clean & enhancing amenities throughout the
community to improve the quality of life and attract visitors and Council Goals Reliable
Infrastructure and Community Character & Quality of Life.
Funding
Amount Ward Source
Jastro Park Stage Improvements Project. $900,000 2 PSVS
Project # P2C048
Description of Project: Dedicated to the City In 1927 by the Jastro family, the outdoor
amphitheater's project would provide necessary repairs and improvements to the existing park
amenity.
We enhance the qualify of life through a variety of programs, parks, and partnerships.
Page 32 of 73
FY 2024-25 PSVS CIP REQUESTS
PG. 2
Justification: This project is an extension of an existing Council approved project. The purpose of
this project is to perform much needed repairs and accessibility to the existing facility while
maintaining the structural aesthetics of the original design. The design will include a much-
needed electrical upgrade to the stage as well as to the park site. Currently the project is in its
final design stage and final construction documents will be ready for the public bid process. The
project supports the following PSVS Priorities: Enhancing amenities throughout the community to
improve the quality of life and attract visitors and Council Goal Reliable Infrastructure and
Community Character & Quality of Life.
Funding
Amount Ward Source
MLKJr. Park Grant Match $3,000,000 2 PSVS
Project # P2C068
Description of project: Built in 1974 and located at 1000 S. Owens Blvd., the project consists of
the revitalization of the entire Park, Community Center, & Aquatics Facility. This would
incorporate the design and construction of the park site in its entirely with a new state-of-the-art
and environmentally conscious park facility. This project will provide a safe and inclusive
environment where the community of all ages can gather, learn, play, and connect.
Justification: From time to time, the City successfully receives grant awards for a variety of
projects. Many times, these awards require a local match of funds. This appropriation of
$3,000,000 would enable the city to demonstrate a local funding match and would be
allocated after City Council review for a specific project. At this time there are grants received
by the City which require a matching of funds for the MLK Jr. Park Reimagining Project. This
project supports the following PSVS Priorities: Enhancing amenities throughout the community to
improve the quality of life and attract visitors and Council Goal Reliable Infrastructure and
Community Character & Quality of Life.
Summary
1. Park Amenities & Reno Improvements (PARI): $1,000,000
2. Jastro Park Improvements: $900,000
3. MLK Jr. Park Grant Match: $3,000,000
Total PSVS CIP Requests = $4,900,000
We enhance the quality of life through a variety of programs, parks, and partnerships.
Page 33 of 73
EXHIBIT "C"
Public Safety and Vital Services (PSVS) Measure
FY 2024-25 Budget Requests
The city proposes a comprehensive investment of $2.4 million in recurring operational costs across
three key initiatives to tackle homelessness, enhance community support, and improve public safety
through technological advancements. A summary of proposed Public Safety and Vital Services (PSVS)
Measure recurring projects requests for Fiscal Year 2024-25 is detailed below and will be annotated in
our proposed project list.
PSVS RECURRING OPERATING
Safety and Resilience (City Council Goal #2)
PSVS
Goa # IFY 2024-25 PSVS Re,curring Operating PSVS
Safety and Resilience(CCi;#2) AMOUNT
2,4, 5 Community Vitality Call Center Operatiing,&Management Costs $ 55,000
2,4, 5 Community Vitality Call Center IIIntensive Case Management 500,0
2,,4,.5 Commonlity VliltalIity Caili CenterC'llllientServiiices 50,000
5,9 Additional Emergency Shelter Capacity 1,500,000
2,4,.5 Real Time Information Center(PTIIC) 294,000
Safety and Re,s,ilien�ce (c G#2)Total: $ 2,3�9,91.„000
F " 2 24-25 PSVS Recurring Operating Total: $2 9�ODQ
City Manager's Office—$605,000
❖ Call Center Operating and Management Costs Allocation of$55,000(PSVS#2,4,5): In October
2023,the city piloted a Community Vitality Call Center by utilizing part-time staffing from other
departments. The call center has served as a centralized hub for all homeless-related issues
reported to various city departments. To reduce duplicate efforts in the flow of information
received from the community,the city has identified the need to issue a public phone number
where the community can report all homeless concerns to one centralized location, which
would incur the proposed recurring costs for ongoing operations and management.
❖ Intensive Case Management Allocation of $500,000 (PSVS #2,4,5): The data gathered from
the call center pilot has helped the city begin identifying those individuals who are chronically
homeless and require intensive case management. Case managers can conduct intensive
assessments of individual needs and serve to address the root causes of homelessness. The
City aims to contract with experienced case management organizations who would be
Page 1 of 2
Page 34 of 73
responsible for conducting these assessments, linking individuals to resources, and monitoring
the progress of those chronically homeless individuals identified through the Community
Vitality Call Center. Data collected by the case managers will allow the city to make data-
informed decisions that can effectively address the root cause of homelessness.
❖ Client Services Allocation of$50,000 (PSVS#2,4,5): Along with support through ongoing case
management, successful service engagement relies on essential client incentives and support
to foster trust and build relationships. The case managers will be assisting individuals who are
significantly below the federal poverty line. Therefore, offering crucial support such as bus
fare, meals, and clothing becomes vital. These incentives will serve as effective tools to
encourage participation, especially for those who may initially resist engaging in services.
Additional details for Community Vitality Call Center, Intensive Case Management and Client
Services allocations can also be found in Exhibit "A".
➢ Economic and Community Development Department—$1,500,000
❖ Additional Emergency Shelter Capacity Allocation of $1,500,000 (PSVS #5,9): While the City
has moved quickly to address California's homelessness crisis, the inflow into homelessness
continues to outmatch the ability to permanently house individuals. For every 6 homeless
individuals that are placed into permanent housing, another 10 become newly homeless. In
response,staff are recommending consideration of additional emergency shelter options. This
would allow the city to move more individuals from the street and connect them with services.
➢ Bakersfield Police Department—$294,000
❖ Real Time Information Center (RTIC) Allocation of $294,000 (PSVS #2,4,5): Technological
advancements are continuing to reshape modern policing and traditional law enforcement
practices and methodology. The development and incorporation of a Real-Time Information
Center (RTIC) can maximize our agency resources by funneling information through the
specialized software to analyze and relay more accurate and pertinent intelligence to field
personnel in near real-time as events unfold. Additionally,the RTIC will utilize evidence-based
analytical software (SIMSI) to direct focus on locations where crimes tend to occur and to
reduce the risk of future crime. Such RTIC's have been proven to aid in crime reduction efforts,
and the implementation has even been supported by the United States Department of Justice.
In addition to one time software costs covered in Exhibit "B", initial recurring costs are
$294,000 for the first year, with subsequent years decreasing to$224,000 annually thereafter.
The proposed funding would 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.
Page 2 of 2
Page 35 of 73
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