Loading...
HomeMy WebLinkAbout12/10/93 BAKERSFIELD MEMORANDUM December 10, 1993 TO: HONORABLE MAYOR AND CITY COU,/~I~ ,~ FROM: ALAN TANDY, CITY MANAGER SUBJECT: GENERAL INFORMATION 1. You will find enclosed a copy of a Council Orientation Handbook. Trudy Slater adapted this from one used in Billings. In the past, I have found it very useful to give to oncoming Councilmembers as an accelerated way of learning about their position. You may also find it to be of interest even though, of course, as incumbents, you are familiar with the subject matter. I will plan to use this orientation tool for future, newly-elected officials. 2. A report on the status of the CDDA Vision Plan is enclosed. 3. After a couple of weeks of delay, we have, finally, been given confirmation that our Section 108 Grant Application for the Hotel was transmitted out of the Los Angeles office this week. The stop in San Francisco should be only a week. We will then plan to stay on top of it in Washington, D.C. 4. Enclosed is a copy of a letter to James Manley of McAIlister Ranch, encouraging potential future annexation to the City. 5. The report requested by a Councilmember on the status of the Mesa Marin facility is enclosed, for your information. 6. Thank you for your comments about our remodeling of the Development Services Building. Staff worked very hard to keep the costs down and appreciates the recognition. We felt the Council wanted an office building that was respectable, functional and as inexpensive as possible. You noted some of the extraordinary volunteer work by those moving into the building. I would also like to shine a little light on the background cast who, in doing their jobs well, have made this such a success: Gregory Klimko, the "heads-up" Finance Director who cut the deal on the building and land; Ed Schulz, a Public Works Director who knew his staff could do.it, and they did; Darlene Wisham, a professional shopper and buyer; Larry Jamison and his "can-do-anything" General Services crews; Mel Perry and Bob Jones of Telecommunications; Mike Kennedy and his crew of computer geniuses; and crews from Street Maintenance, Parks and sign shop. And, of course, Jack Hardisty and Dennis Fidler had a great deal to do with preparing the HONORABLE MAYOR AND CITY COUNCIL December 10, 1993 Page -2- volunteers and overseeing the entire move and project. There have been many positive employee comments about the facility. 7. A response to a Council Referral on a variety of Planning issues is enclosed. 8. A response to a Council inquiry on the intersection of Hageman Road and Patton Way is enclosed. 9. An update on proposals received for CDBG Assistance is enclosed. The most innovative is one from the Police Department! 10. There is a staff report on the status of gas municipalization in Alameda enclosed. 11. Texaco has donated over three hundred gallons of white latex paint to the City. Pigmentation will be added to the paint to create the proper colors for use in graffiti removal. 12. Next Wednesday will be a fairly tough agenda. Please try to call early with technical questions on the bond or Hotel documents. It is better to get everything moving from this meeting, if possible. AT. alb Enclosures 'cc: Department Heads City Clerk MEMORANDUM December 6, 1993 TO: Jake Wager, Economic Development Director FROM: Donna Barnes, Development Associat SUBJECT: Progress Report on the Request for Qualifications for the Downtown Redevelopment Visioning and Concept Plan December 1, 1993 was the deadline for interested fu'ms to submit their statements of qualifications to lead the Central District Development Agency in an exercise to establish a vison and develop a concept plan for downtown Bakersfield. Out of the 107 Requests for Qualifications sent to various consulting firms 17 proposals were received. Staff will complete a preliminary analysis of these proposals and forward the statements of qualified fa'ms to the CDDA Development Committee for their review. A meeting will be scheduled with staff and the committee to decide which fu'ms will be sent a Request for Proposals (RFP). The RFP still needs to be drafted to reflect the desired work product of the committee. It is anticipated that the RFP will be sent to selected fu'ms on December 23, 1993. If this schedule is met the deadline for fu'ms to submit formal proposals is January 14, 1994. January 20, 1994 is the deadline for reviewing the proposals. Interviews of selected consultants are scheduled for January 21 - 28, 1994. cc: Alan Tandy, City Manager db:donna rfqprgo. B A K E R'S F I E L D Alan Tandy · City Manager December 10, 1993 Mr. James L. Manley James U Manley & Associates 1200 Wilshire Boulevard, Suite 1700 Los Angeles, CA '90025 Dear Mr. Manley: Congratulations on the approval of the McAllister Ranch Specific Plan! A project of this magnitude will take years to complete and I confirm the invitation to discuss possible annexation of the project area to the City of Bakersfield. The project is adjacent to the historically fastest grOWing quadrant of the City. We provide a full range of professionally managed urban services which are necessary, to support your venture. One of the more critical public facilities which could serve your project is our existing sewage disposal system. Not only is there existing capacity in Sewer Treatment Plant No. 3, but there are approved plans for future exPansions to the plant which should easily serve a project the size of McAIlister Ranch. We are also developing plans for a regional sewerage system that McAIlister Ranch could easily utilize. The City's Police, Fire and Building Inspection services have remained at the historically high service levels of responsiveness, desPite the general economic downturn California has experienced these last three years. TheCity is in the process of developing urbanization plans for the vacant area between McAIlister Ranch and existing City developments along Buena Vista Road. Since expansion of all necessary services must take place,' it makes sense to include. McAIlister Ranch in the infrastructure planning and, therefore, annexation is a logical issue to be explored. We would like you to consider anneXation because it is in your economic interest to do so, and because we want you to feel it would be better for your development. Our approach to you will be purely positive in nature. Problems or misunderstandings have existed between McAIlister Ranch and the City in the past. We would like to propose, however, that the future is the most important and we'would like to have a positive, lOng- term relationship with your development. City of Bakersfield · City Manager's Office · 1501 Truxtun Avenue Bakersfield · California · 93301 Mr. James L. Manley December 10, 1993 Page -2- I will (~all you within a few weeks so we can maintain an ongoing dialogue concerning the future of McAIlister Ranch and the City of Bakersfield. Sincerely, ' /7 ~cl,;n ~da~e~~: - .~ AT. alb cc: Mr. Jack Hardisty, Planning Director Mr. Ed Schulz, Public Works Director MEMORANDUM December 9, 1993 TO: HONORABLE MAYOR AND CITY COUNCIL FROM: ALAN TANDY, CITY MANAGER ~/' / / SUBJECT: STATUS REPORT REGARDING COMPLIANCE WITH CONDITIONS OF APPROVAL FOR CONDITIONAL USE/PERMIT #5126 -- MESA MARIN On April 8, 1992, the City Council granted a conditional use permit to allow the Mesa Marin Raceway to continue their operation for another 20-year period (until March 25, 2012), located at 11000 Kern Canyon Road. The conditions of approval follow with the Planning Department's findings regarding compliance written in italics: 1. Sound levels at the property line shall not exceed 65 dB(A) during the hours of 8 a.m. and 10 p.m. nor exceed 60 dB(A) during the hours of 10 p.m. and 8 a.m. except: a. for any cumulative period of 30 minutes or less in any one 'hour, add 5 dB(A) b. for any cumulative period of 6 minutes or less in any one hour, add 10 dB(A) c. for any cumulative period of one minute or less in any one hour, add 15 dB(A). At no time shall the sound level exceed 80 dB(A) between the hours of 8 a.m. and 10 p.m. or exceed 75 dB(A) between the hours of 10 p.m. and 8 a.m. [Note: for our purposes, the above condition shall mean that during the hours of 8 a.m. to 10 p.m. the sound level measured at any point on the property line can be 65 dB(A) for an unlimited period. For a cumulative period of one minute during any 60-minute period, the level may be 66-80 dB(A). For a cumulative period of six minutes in any 60- minute period, the level may be 66-75 dB(A). For a cumulative period of 30 minutes in any 60-minute period, the level may be 66-70 dB(A). At no time shall the sound level exceed 80 dB(A). During the hours of l0 p.m. and 8 a.m., the sound levels measured at any point on the property line can be 60 dB(A) for an unlimited period. For a cumulative period of one minute in any 60-minute period, the level may be 61-75 dB(A). For a cumulative period of six minutes in any 60-minute period, the sound level may be 61-70 dB(A). For a cumulative period of 30 minutes in any 60-minute period, the level may be 61-65 dB(A). At no time shall the sound level exceed 75 dB(A).] Performance criteria, see condition #2. 2. The owner of the raceway shall provide for monitoring and charting the sound pressure for one day's activities, including preface activities, racing, and spectator on-site activities. Monitoring shall be done once a year during the racing season and said monitoring chart shall be presented to the Planning Director for review. Planning Department files contain reports of sound level monitoring dated 9/21/92 and 10/22/93. Owner found to be in compliance with this condition. 3. In the event the city should receive bonafide complaints about drunk or disorderly conduct of patrons, litter, noise or traffic problems or criminal activities, the City Council reserves the right to impose additional conditions restricting the operation or revoke the Conditional Use Permit. In the last year, the Police Department has responded 52 times to various calls at Mesa Marin. Of those, 18 were traffic related (traffic hazards, traffic stops, non-injury accidents); 15 were burglary related (petty theft, auto theft); and 19 were disturbance/intoxicated related. 4. The owner of the raceway shall provide annual evidence of landscaping and site maintenance to assure that all necessary provisions are made to comply with the approved plan and ordinance. Site inspection performed 12/2/93. All landscaping found to be adequately maintained. 5. All requirements of the City Fire Chief shall be followed and necessary equipment installed and maintained at all times for fire prevention and safety including location of fuel storage areas and handling methods. In compliance. 6. A paving and landscape schedule for the existing parking lot shall be completed as follows: · 1250 spaces by March 14, 1994 · 1000 spaces by July 1, 1996 · 750 spaces by July 1, 1997 Site inspection performed 12/2/93. Some grading has occurred on the north and south sides of the property but no new paving is evident. Parking lot is not properly marked at this time. Compliance date set at 3/14/94. The improvement plan for the parking lot shall be submitted to the Planning Director for approval by January 1, 1993. Improvement plan submitted to Planning Department prior to 1/I/93 deadline. 7. The north and westerly exterior boundary of the site development lying between the two highways, including the mechanics area, shall have an eight-foot high chainlink fence with redwood slats, or alternate screening fence approved by the Planning Director to be installed by March 14, 1994. Northwestern borders have 6 foot fence with little or no slats, and in disrepair with large openings. Applicant has until March deadline to satisfy this condition. 8. Owner shall prepare a completed revised landscaping plan, with a time frame for completion, including the use of sprinklers or bubblers to assure continuous maintenance of such landscaping, said plan and time frame to be approved by the Planning Director by October 1, 1992. Revised landscape and sprinkler plans submitted to the Planning Director prior to 10/1/92 deadline. 9. All conditions of previous County approval shall be met except as modified herein by March 14, 1994: a. Each access driveway shall be dearly marked with a sign denoting that the access point is for exit, entrance, or pit access. Site inspection performed on 12/2/93. Entrances/exits are not properly marked to provide clear direction to the public. b. Parking shall be provided for 2,147 vehicles, together with the necessary maneuvering areas. Parking lot plan indicates 3,270parking spaces to be provided (see condition #6). c. At all times during construction and grading operations, subject area shall be sprinkled as necessary with water to prevent generation of dust. This time of year because of recent rains, there did not appear to be a problem. d. The earthen berm shall be landscaped for erosion control. Landscaping existing for most of the earthen berm; however, portions of west and north sides of berm need to be landscaped. Slight erosion damage was observed in those areas due to recent rains. e. One free-standing identification and event sign may be permitted as indicated on plan, not to exceed 24 feet in height from top of sign to grade, with the size, shape, illumination, construction, and color to be approved by the Planning Director prior to installation. Any other necessary signs may be approved by the Planning Director if deemed essential or desirable. Mesa Matin sign found to be in compliance. "Slick Track" sign located along easterly end of property wouM not be allowed. f. The mechanics area shall be limited to loading and unloading of vehicles or equipment and storage of same. There is no evidence in the file that indicates non-compliance. g. Racing vehicles shall not be started or tested outside of the earthen berm area enclosing the track. There is no evidence in the file that indicates non-compliance. h. All race cars shall conform to the state and federal vehicle emission standards as they now exist or as may be amended. There is no evidence in the file that indicates non-compliance. i. Illumination of adjacent property ownership due to on-site light sources other than automobile lights shall not exceed five footcandles at any time. There is no evidence in the file that indicates non-compliance. j. No light source inside the track berm shall exceed the height of the berm. Lights appear to not exceed the height of the berm (visual inspection). k. The sanitation facilities, water supply, and food concessions shall be approved and under permit with the Kern County Health Department. In compliance. 1. Upon termination of this permit by expiration or revocation, the owner shall remove all evidence of such development and return said land as near as possible to its original state and an even contour. 10. Submit improvement plans for curb, gutter and sidewalk along Kern Canyon Road to the Public Works Director by July 1, 1993 for review and approval. No plan submitted to Public Works as of 12/2/93. 11. Install curb, gutter and sidewalk per approved plan by July 1, 1997. No work has been completed or approved by Public Works. Deadline not here yet. 12. This Conditional Use Permit shall be for a 20-year period from March 25, 1992 to March 25, 2012. 13. Compliance with improvement plans submitted for approval shall be insured by agreement and bonds for faithful performance and materials. No agreement or bonds for faithful performance have been filed with the city. 14. Remove all signage not in conformance with pervious permits. See condition #9e. 15. Show compliance with all handicap requirements as per State Building Code. Handicapped parking is nOt adequate. Building Department has not evaluated complex to determine what steps are needed for compliance. 16. Provide three cubic yard, front loading type refuse bin on concrete 6-foot by 8-foot pad per standard #S-43 at the location shown on the approved plan. 17. Facilities which require infectious waste services shall obtain approval for separate infectious waste storage areas from the Kern County Health Department; in no case shall the refuse bin area be considered for infectious waste containment purposes. Not required to register with KCHD for this type of use. 18. Facilities which require grease containment must provide a storage location separate from the refuse bin location. No grease interceptor provided; however, since food preparation is done on the site, a grease interceptor is required by the Building Department. 19. Facilities which participate in recycling operations shall provide a location separate from the refuse containment area for such activities. Not applicable. MEMORANDUM ~ December 9, 1993 TO: Alan Tandy, City Manager ~/ _ FROM: Jack Hardisty, Planning Direr. I/I// SUBJECT: Update Requested by C0uncilCman Brunni (Referral #12723) The issue of mitigating school impacts was discussed jointly by representatives of the City Council, Planning Commission and Schools on November 24, 1993. The schools' representatives stated they would abide by the agreement to accept a uniform charge of $3.65 (with statutory inflator) as adequate mitigation for general plan amendments and zone changes. The first test case after failure of Proposition 170 was McAllister Ranch. The $3.65 rate was required over the developer's objections and county staff was directed to bring back an ordinance which would uniformly apply this mitigation. The committees felt this would be a good approach to follow as well and the City Attorney will review and make a reCommendation. Mesa Marin's conditional use permit Compliance review has been completed and sent to you by separate memo. Some items are not current but the more serious deadlines are in 1994. The annual report on general plan implementation has been approved by the Planning Commission and distributed under separate cover. Its presentation to the City Council has been shifted back to December 15, 1993. Approval of the Habitat Conservation Plan is being held up in the Portland office of Fish and Wildlife Service by an attorney who is treating it as a low priority item and product of questionable quality. The Air Pollution Control rules which I see as becoming more demanding and their status are attached. JH:kl m/matl2.9 ~;J?ENT .I~iUNIFIED AIR DIST. Hi1. ;12- 8-/)3 ;ll:61AM ; S.J.¥AI.!.~Y ~ 805 0270{~46;~ 2/ 4 ? SAN JOAQUIN VALLEY UNIFIED AIR POLLUTION CONTROL DISTRICT ~l S~ cOO~ ~n ~'~h~ at (Z~) 492-1000. Rule ~ ~o~ie ~~t R~~): Ncw ~l~ would pmvi~ for ~e ~gis~a~on o~ c~n R~e ~3 ~obi~ S~ Em~n R~u~on Cr~): T~ new role would es~li~ p~edu~ f~r ~e 4305 ~ ~ Ceue~om a~ p~ H~): ~s new ~ would ~ NOx ~sion p~on wel~ ~ co~l V~ c~. Dcvel~cnt of ~s role is ~ by ~e l~l AQ~ ~d ~R~e 4~ (~~ ~mbly a~ ~n~ M~~g O~): ~s rule am~dmcnt ~opflon d~: ~ 17, 1994. Con~c~ ~oven ~. R~e 4~ ~r~ of O~c Liq~): ~is role menam~t woula ~uke soa~ o~ ~ ~mply ~oa da~: lat Ou~r 1994. COn~ Joven ~o. ~ ~n~ aha city pubi~ wor~ a~~ ~ ~a~l V~ e~o~ R~ ~ (A~i~): ~s new;~e W~id ~ end-~ ~ u~ iow-V~ p~n~ ~ ~ssions c~l de~, ~d is e~ted ~.'~u~ vallc~idc V~ emissions by a~m~ma~ly 1 y~ ~. ~velopmvnt of ~s ml~ is r~ b~ file 1991 AQAP. Anti,pared 1~. Cmn~t S~n Bu~y. 'S~I~, t~j~.UNIFIF_.J) AIE DIST. HQ. ;12- 9-98 ;ll:42AM ; S.J. VAIIFY ~ 80S 3270646;# SAN .1OAQUIN ]/ALLEy UNII~ZED AiR POLLUTION CONTROL DISTRICT Summnries- of D~aft Rules December 7, Copie~ of nil drn/t rul~ n~e nvnilable b~' enlling (20~) 4~/-H}75. All ,~tafi~ C°ntncts can be ~acbed at (209) 497=1000.. Rule 4684 (Polyester Re, in Operatimm~):' 'lhiz new role would mq-,iru source ope~'ator8 to u.~ products or emlssiun~ cu~woi devices, and i.~ c~u~tud to reduce vidl~y~de VOC emissions by nppmximatcly. 0.11 tons per da), in ~ 2000. Dnvelepment of this rule is required by the 1991 AQAP. Anticipated adoption dak;: lst Qu~rtc. r 1994. Contact Simeon Bu§ny. Rule 4709- ([{tntionary Internnl Colxd:m~tlon Engines): Thi~ n~w xule wcndd mutbllsh Hex ~missions ~tnndard~ for piston enginus. Developmcnt of this rotc is ruquked by th~ 1'991 AQAP. Anticipatcd adoption · dam: 2nd Qunrter 1994. Contact l-Iht Karam. Rule 4703 (Stationary Gns Turbines~:..~.This new rule would requi~ operator~ of stn~ionnry llnm turbines to achieve Hex e,'nis~ion.x Standards ~ ~_l~pm to {55 ppm, depending ~a the fuel, Rme per-r-output rating, tbe thermal eA~icioucy of lhu turbine, and'~ proposed control lo~hmque. Dov¢lopmeut of thi~ rule i.v required by li~ l~I AQAF al~d is cxpea{r~d to r~xluco valleywid¢ NOx cmi&~ions by app~ox{mal~ly 13 to 17 ions ~ day. Anticipatud adoptio~ da~: March 17, 1994. Coulact $~tt Nc~t~r. Rule 9001 (C~ommute Bo~d Trip R~dm:tion): This now rule would $~k io ro:{ucc ~p$ aud miles in Vuhi~ u~l for commuting..Con{~ Tout Ion:lan. (209) 497-1075. &dopfioa Hearing con~luuud until '.~.;~, ',i ~. lammry 20, 19~4. R~mlebook Cl,~mup: Administrative and¢lnfifylng amc~.Jmeats to 21 cri~thtg rules. Amendmonts requcstcd by ARB nnd District ,~ff. Contact Douiu Strauss. Adoption Hearing'- December 16, 1993. _ AIR DIST.' HO. ;12- ~~~3 ;ll:42AM; $,J, VALLEY- 8D~ 3270§4§;# 4/ 4 $.A.N' ,{OAO[]]]~ VA[,],,]~¥ ~ Ail{ I:"OLI,,U'I"IO~ CON'I'I:{OI. Rule Development Meetings end Workshops schedulecl for Der, ember 1993 as of December 7, m 903 December 14, 1<393 (Tuesday) 9:00 am Rule' Workshop Fresno Rule 4622 (Transfer of Gasoline into Vehicle Third Floor Conference Room Fuel Tanks) . San Joaquin Valley Unified APCD.O~Iice 1999 Tuolumne Street December 15. 199;~ (Wednesday) 1:00 pm Rule Work, hop Bakersfield Rule 4622 (Transfer of Gasoline into Vehicle First Floor Confemnee Room Fuel Tanks) Kern County Public Services Building 27OO M Street December 17, 1993 (FHday) 1:00 pm Rule Workshop ~., ,..~q Rule 4622 (Transier of Gasoline into Vehicle Modesto. ~_ c Stanislaus I~ounty Board of Supen~isors Chambers Fuel Tanks) 1100 H Street December 20, 1993 (Monclay} 1:00 pm Rule Workshop Fresrto Rule 4605 (Aerospace Assembly and Third Floor Conference Room-:: ....... Component Manufacturing operations) San Joaquin Valley Unified APCD Office 1999 Tuolurnne Street ':-:iL? TRAFFIC MEMORANDUM DATE: NOVEMBER 29, 1993 TO: E. W. SCHULZ, PUBLIC WORKS DIRECTOR FROM: STEPHEN L. WALKER, TRAFFIC ENGINEE SUBJECT: TRAFFIC CONTROL REVIEW INTERSECTION OF HAGEMAN ROAD & PATTON WAY (WARD 4) We have completed a study of the Hageman Road & Patton Way intersection as you had requested. Our study showed that none of the required warrants were met (see attached memo). However, this intersection is within a rapid growth area (20% increase in traffic volume within 1 year), that the warrants are likely to be met in the near futur'e. Therefor, I recommend the installation of a 4-way stop sign at the intersection. If this meets with your approval, we will direct City crews to install the required signs and markings. Public Works Di Authority Date cc: Fred Kloepper, Assistant Public Works Director d:\wp\stpsgnin.mem TRAF'FIC MEMORANDUM DATE: November 29, 1993 TO: STEPHEN L. WALKER, TRAFFIC ENGINEER FROM: BRAD B. UNDERWOOD, CML ENGINEER III SUBJECT: INTERSECTION OF HAGEMAN ROAD & PATTON WAY We have received a request to study the subject intersection to determine the need for additional traffic controls. Currently, the intersection is controlled by stops on the north/south streets. An Engineering study of thc intersection has been completed. The study consisted of a 24 hour volume count and a review of accident history for the most recent 12 month period. This study was done in accordance with 'the multiway stop evaluation policy in the CalTrans Traffic Manual. A multiway stop is warranted by volume if the intersection volume averages 350 (500 X 70%) vehicles per hour for any 8 hour period and the minor street volume averages 140 (200 X 70%) vehicles per hour for the same 8 hour period and the average delay to the minor street is at least 30 seconds during the peak hour. Attached is a summary of the greatest 8 hour volumes. The minimum volume requirements are not met. However, in each case 7 hours meet the minimum volume requirements with the 8th hour extremely close to the minimum volume. As we discussed this intersection is within a growth area and the volumes will likely continue to increase. The imminent opening of Hageman Road Bridge over the Friant-Kern & Calloway Canals is also likely to increase volumes at this intersection. A review of the most recent 12 month accident history indicated two correctable type accidents have occurred at this intersection. Based on the above data and the anticipated increased volumes for this intersection, recommend we modify right-of-way control and install a four way stop at this intersection. APPROVED: ~ · ~raffic Engineer C:\wp_dat\stophgpt.mem MEMORANDUM December 9, 1993 TO: Alan Tandy, City Manger ~ FROM: Jake Wager, Economic Development Direc SUBJECT: Update on Proposals Received for FY 94 CDBG Assistance The deadline for submission of proposals on non-profits and City departments for FY 94 CDBG program was November 30, 1993. We received 23 project requests totalling approximately $2,712,650. The attached list provides a brief overview of the requests received from various City departments, non-profits and private for-profits. Staff is currently reviewing the proposals for CDBG eligibility and qualifications. An administrative report outlining staff's findings and recommendations will completed by March 1994. At this'time, we have yet to be notified by HUD-LA as to the City's 1994 entitlement. HUD~normally notifies jurisdictions in late February as to the annual entitlement. We estimate our entitlement for FY 94 will be approximately $2 million. Please inform us if the Budget and Finance Committee will be initially involved in the budget preparation for FY 94 or whether the upcoming budget process will be similar to last year. Please contact me should you have any questions regarding this update. Im:VZ5/TANDY.MEM 9 DEC 95 5:04 I. PUBLIC FACILITIES AND IMPROVEMENTS (ClP) 1. Flood Drainage Improvements A.. Public Works $ 27,820 Magnolia and Sacramento Streets Curb and Gutter Project (750 lineal feet). B. Public Works $101,713 Oleander - Sunset Area (Part A) Curb and Gutter Project (1,951 lineal feet). C. Public Works '$ 29,666 Oleander - Sunset Area (Part B) Curb and Gutter Project (539 lineal feet). D. Public Works $145,138 Oleander - Sunset Area (Part C) Curb and Gutter Project (2,970 lineal feet). E. Public Works $ 22,542. Inyo Street Curb and Gutter Project (436 lineal feet). F. Public Works $464,400 Panama #10 Area Curb and Gutter Design and Sump Reconstruction Phase II (Construction). 2. Sewer Improvements A. Public Works $355,950 Panama #10 Area Sewer Project Phase II (Construction). 3. Street Improvements A. Public Works $ 31,397 Census Tract 20 Light Improvement Project (Part A)(Upgrade 133 luminaries). B. Public Works $ 21,831 Census Tract 20 Light Improvement Project (Part B)(Install 16 light poles and lights). 4. Solid Waste Disposal Improvements A. Water and Sanitation $13,000 Kincaid and Augusta Street Alleys Residential Bin Service Project (Concrete bin pads). =~ 5. Parks, Recreational Facilities Improvements ?, A. Community Services - Parks $15,600 .. Planz Park Basketball Court Replacement (6,240 sq. '~ B. Community Services - Parks $ 8,290 Jefferson Park Basketball Court Replacement (2,500 sq. ft.). C. Community Services - Parks $118,520 Beale Avenue Median Hardscape Replacement (14 blocks). SUBTOTAL $1,355,867 II. REMOVAL OF ARCHITECTURAL BARRIERS (CIP) A. Community Services - Convention Center $ 29,400 HandicaP Accessible Improvements to the Convention Center. SUBTOTAL $ 29,400 III. PUBLIC SERVICES (CITY AND NON-PROFITS) 1. Crime Awareness A. City Police $216,325 Two walking patrol positions and one Crime prevention specialist to work Census Tract 22. 2. · Transportation Services A. Golden Empire Gleaners, Inc. $ 40,000 Purchase 1 1/2 ton truck to transport food for the poor. 2 B. Bakersfield Senior Center $ 45,000 Purchase handicap lift equipped vehicle. SUBTOTAL ~ $301,325 IV. PUBLIC FACILITIES AND IMPROVEMENTS (NON- PROFIT) 1. Youth Center A. Impact Community Youth Center $210,000 Acquire Strongbow Stadium at 2201 V Street for " Youth Center. 2. Neighborhood Facilities A. Ebony CoUnseling Center $281;653 Pay off outstanding mortgage for headquarters buildings at 1301, 1313 and 1317 California Avenue. 3. Parks, Recreational Facilities A. Friendship HoUse $ 49,000 Rehabilitate and remodel administrative offices (1,360 sq. ft.) and-adjacent multi-purpose room (1,800 sq. ft.). 4. Handicapped Center A. Society for Crippled Chi'ldren and Adult 'of Kern $ 49,405 County Renovate headquarters (5,907 sq. ft.) and parking lot (15,596 sq. ft.) at 1819 Brundage Lane. 5. Health Facilities A.. Kern Medical Center and Clinica Sierra Vista $281,000 Renovate apProximately 4,000 sq. ft., of indoor space and approximately 500 sq. ft,, of outdoor space into an adult day health care facility at 1111 Columbus Avenue. SUBTOTAL $871,058 V. DIRECT ECONOMIC DEVELOPMENT ASSISTANCE 3 1. Private For-Profit Entities A. Vernon D. Strong $ 95,000 Relocate 3 tenants, demolish office building'and build parking lot (approximately 3,200 sq. ft.) at the northwest corner of East California and Beale Avenue. The parking lot is part of a property to be leased for the Social Security Branch Office in Southeast Bakersfield. SUBTOTAL $ 95,000 VI, ACTIVITIES BY SPECIAL SUBREClPIENTS 1. Housing New Construction A. A. Philip Randolph Community Development $ 60,000 Corporation Technical assistance and to purchase vacant lots for single family housing. SUBTOTAL $ 60,000 TOTAL $2,712,650 I.. 'Public Facilities and Improvements,(CIP) $1,355,867 II. Removal of Architectural Barriers (CIP) $ 29,400 III. Public Services (City & Non-profit) $ 301,325 IV. Public Facilities and Improvements (Non-Profit) $ 871,058 V. Direct Economic Development Assistance $ 95,000 VI. Activities By Special Subrecipients $ 60,000 Total CDBG Requests $2,712,650 Im:VZ5/MON EY ~4 BAKERSFIELD MEMORANDUM //~ ~ (...~cember 3, 1993 FROM: M.A. DUNWOODY, ADMINISTRATIVE ANALYST IId ] t.~/'--v'~ SUBJECT: STAFF REPORT ON GAS MUNICIPALIZATION AND THE CiTY OF ALAMEDA At the November 4th Ad Hoc Economic Development Committee meeting, staff was directed by Council to provide a report on the status of the City of Alameda's investigation into municipalizing gas distribution. ! have spoken with Mr. Bill Lewis, General Manager of the Bureau of Electricity for the City of Alameda. Mr. Lewis has bean very helpful in providing most of the background information needed to complete this report. Because of the sensitivity of the issue, he has requested that he be given the opportunity to review the contents of this report before it is distributed. The City of Alameda has been an electric municipality for 106 years. Electrical service is provide by .the Bureau of Electricity which is governed by a Public Utility Board. The Board ts appointed by the Council and is semi-separate from the city. Electricity is purchased from Northern California Power Agency (a joint action agency consisting of 14 public power entities of which Alameda is one) and gas is provided directly to customers by PG&E. Currently, the gas franchise fee is one percent. In April of 1992, the City Manager's office began Phase I of the investigation by contracting with RECON Research Corporation to determine what other cities in California have for utility franchise fees. The purpose of this survey was to provide the City of Alameda with information they could use if they elected to increase gas franchise fees. Phase II began in early 1993 when Alameda contracted with Henwood and Associates in Sacramento to provide preliminary information on the magnitude of the project. The purpose of this phase was to outline the advantages of being in the gas business and if it would be reasonable for Alameda to continue its investigation. This phase was also to provide, in broad brush strokes, the ball park figures on things such as revenues and acquisition costs. Phase III, currently underway~ is to fill in the "broad brush strokes" with information and figures on issues such as funding, operational details, start up costs, and the estimated length of time in court. Mr. Lewis expec%s this report to be ready sometime in the spring of 1994. Zn order to retain the confidentiality ~f its contents, the report will De sent ~o the City Attorney's office.. mad:\spclproj\gas\alameda BAKERSFIELD MUSEUM of ART Withe,Jr your help the Bakersfield Museum of Art could not continue to funcl;ion. Membership, with its commitment of participation and funding, is crucla! to any non-profit organ?_zation and .we are no exception. Thi-~'/e'ae-th~ museum has b~n forced to accept.responsibility for an :..- additional $ !2,000 in operating expenses in the form of utilities for the builOing, which the City of Bakersfield wi!l no longer fund. This is an '.e.no?mous drain or, already tight resources. As your new Director, ! ask that you please renew your membership and if at all possible make' an extra gift as well. Take the time today to fill out and return the enclosed membership envelope. ~. If' you can help in any of the following areas, please contact our Volunteer Cc~'ord!natop, Ginger Lane, at32T-72!9. If you should miss her due to her part-tin'.~e schedule, she will return your call the' next day that she is in the museum. ~ Docent Tours * Opening Hosts/Hostesses · Special Events * Gift Shop Sales · Class Assistants * · Receptionist · Office Work * Painting With the exciting upcoming exhibition schedule, including Remingt'on a/~d '. the PlatyPus Platinum Photography ShoTM, this promises to be a fascinating and fun year. Ple'asemakesu~eyouareinctuded. 1~30 ~ ~tr~'t, B~kersJield, C~ 93~01 P.O. Box 1~1 , B~ke sJield, Oa-l~l . - - ~; ~'-~ .... '~ Cox Cable Bakersfield A Subsidiary of 820 22nd Street Cox Communications, Inc. ~,' Bakersfield, CA 93301 Cox Cable Bakersfield December 8, 1993 .Mr. Alan Tandy City Manager 1501 Truxtun Avenue Bakersfield, California 93301 Dear Alan: Not a day goes by, it seems, that we don't hear or read something about a "national information superhighway" and the aonvergenae of the cable, telephone and computer industries. I'm very pleased to report that this information highway will be routed through our community as a result of a recently announced partnership between Cox Cable Communications, headquartered in Atlanta, and Southwestern Bell Corporation, a regional Bell operating company based in San Antonio, Texas. Together, these two companies will have combined resources to build and operate cable multimedia networks, which will eventually provide interactive services to customers like you in a variety of new and innovative ways. There will be no immediate effect on operations here. The name of the system will stay the same for now. But the future delivery system and services we provide will be ensured as a result of this exciting joint venture between two dynamic companies. We will keep you informed as new programming and services become available. Rest assured we remain committed to providing quality service to our customers. Mr'. Alan Tandy December 8, '1993 Page Tw,o We also will work with you to ensure that this new joint ,venture complies with the requirements of our franchise, including obtaining any necessary consents. Cox Cable is glad to serve our local communities. We look torward to bringing the intormation age inta their homes! Sincerely, Jill Campbell Vice President/ General Manager JC/cs Southwestern Bell C.~ie :'" Corporation C~mmunkQtions NEWS, COX CABLE, SOUTHWESTERN BELL SIGN AGREEMENT TO FORM U.S. CABLE TELEVISION PARTNERSHIP Atlanta, GA/San Antonio, TX -- Cox Cable Communications and Southwestern Bell Corporation (NYSE: SBC) today announced the formation of a $4.9 billion partnership that will be pOsitioned to play a leadership role in the industry by: · jointly owning and operating 2t Cox Cable systems with 1.62 million customers e enhancing existing cable networks to proVide new services pursuing acquisition of additional cable operations and investments in programming. Cox and SBC have signed a memorandum of understanding calling for SBC to commit $ ~ .6 billion to the partnership, much of which will be earmarked ta aggressively expand cable subscribership beyond the current '1,62 million customers and to acquire interests in programming. SBC will have the option to increase its initial 40 percent ownership stake to 50 percent. "This is not simply another telephone company investing in a Cable. company or an outright acquisition," said Edward Whitacre, chairman and chief executive officer of SB'C. "What we are doing is blending' the skills of Cox and SBC into a new 'enterprise that will operate and expand cable and multi-media networks ta serve customers and build value far our shareowners." James C. Kennedy, chairman and CEO of Cox Enterprises, Inc., the parent company of Cox Cable Communications, said, "We are very optimistic about the future of cable, but pragmatic enough to realize the scope of the challenges and opportunities we face. Our partnership with Southwestern Bell will allow each of us to contribute our strengths to embrace the oppodunities new-technology will give us, both for the benefit of our customers and our owners." SBC and Cox will jointly manage the padnership with each company having twa seats on an executive committee. James O. Robbins, president of Cox Cable, will sene as chief executive officer ct the joint venture. "This alliance is imperative if we are to grow and succeed in the new world of telecommunications that is being created today," Robins said. "We are committed ta advancing this company substantially sa that we can continue ta be a recognized leader in the expanding communications business. This alliance with Southwestern Bell will give us the market power and strength we need to fund the explosive growth that is coming and to continue to diversify." The joint venture will have sufficient cash and debt capacity to acquire additional cable operations and programming investments without requiring additional contributions by either partner, according to Jim Kahan, SBC's senior vice president for strategic planning and corporate development. "This agreement is consistent with our successful strategy of pursuing opportunities in 'network:based businesses with a partner that shares our culture, vision and approach," Kahan said. "Cox's reputation for qUality service, their top-notch operations, and our familiarity through our 'U.K. cable/telephony partnership' made them the right choice for us. · Robbins added: ~Afler looking at many potential partners, we realized the best match was with our existing partner in the United Kingdom, Southwestern Bell. Our partnership with them there has been successful, and has laid a foundation of mutual trust and respect to build on here in the United States. They share many aspects of our culture and values: a decentralized operating environment, and a commitment to employees, customers and our communities. Together, the two companies will build on shared strengths by pursuing new opportunities that will fit the way our customers will live and work tomorrow. In addition to acquiring new properties and programming, Robbins said SBC's network skills will be used to enhance existing cable distribution networks to include new services. The partnership will exclude tw° cable systems SBC is purchasing from Hauser Communications in the.. Washington, D.C.~ area, as well as 'two of Cox's systems in Oklahoma City and Lubbock, Texas. SBC is currently prohibited by law from owning-cable companies within its telephone service territory. The 3'l-page memorandum of understanding follows months of negotiations between SBC and Cox. The companies expect to finalize the agreement by the end of the first quarter of 1994 and form the partnership by the end of the third quarter of '1994. Southwestern Bell is an international communications corporation with approximately '1 million shareholders. It provides a variety of products and services through its subsidiaries, including Southwestern Bell Telephone, Southwestern Bell Yellow Pages, Southwestern Bell Mobile Systems, Southwestern Bell Telecom, and Southwestern Bell International Holdings. Cox Cable is a division of Atlanta-based Cox Enterprises, Inc., and serves more than ~!.7 million customers in 47 states as owner and operator of 24 cable television systems. CONTACT: Jill Campbell Cox Cable Bakersfield [805] 327-3373 ·  · 24 U.S. systems: Cox entered the cable business in its infancy in '1962. Today, we're the nation's sixth-largest multi-system operator [MOS]. Our 24 cable systems reach more than '1.7 million customers nationwide.  e Worldwide inveslments: Cox bought a in stake Southwestern Bell's cable system in the United Kingdom earlier this year. We also own an interest in two U.K. cable channels; entertainment-oriented UK Gold and UK Living, a new channel targeted specifically at women. In addition, we own 50% of a cable system in Denmark and a stake in several cable networks, including the Discovery Channel, The Learning Channel and E! Entertainment Television. · '!8 daily newspaPers: The largest: The Atlanta Journal and Constitution, C. I~ with combined daily circulation of more than 460,000 and Sunday circulation of nearly 700,000'. In'addition, Cox owns eight weekly N~I~ newspapers, inCluding· BajO El Sol, a Spanish-language newspaper in Yuma, Arizona. · Electronic ventures: Cox has partnered with Prodigy Services to develop an interactive network to offer news through home computers. Cox and BellSouth have begun work on an electronic advertising venture. ® Other interests: a partnership in Southeast Paper Manufacturing Co. in Dublin, Georgia; VaI-Pak Direct Marketing Systems, a direct-mail company based in Largo, Florida; the monthly Palm Beach Life Ma,qazine in Florida. Cox also owns 50% of Trader Publications, which publishes classified advertising magazines including Auto Trader, and own Longstreet Press, a book·publishing company in Marietta, Georgia. O ® Cox currently owns five AM and eight FM stations in Los Angeles, Atlanta, Chicago, Dayton, Miami, Dallas and Tampa, Florida. All of the AM . stations are news/talk format, while FM formats vary. · Cox owns TV stations in San Francisco, Orlando, Dayton, Pittsburgh, .. Atlanta and Charlotte. · Programming: Rysher TPE, Cox's recently merged TV programming and distribution business, distributes syndicated television shows including Star Search, Lifestyles of the Rich and Famous, Highlander and Saved By the Bell. The company also owns 50% of the mego-hit Entertainment Tonight. ®, Sales representation firm: In addition ta their internal sales forces, TV stations typically hire representation firms to help sell their advertising spots ta national advertisers. Based in New York, Cox's TeleRep is the nation's largest such firm, representing stations in 69 markets.  Manheim Auctions~ 50 locations in 22 states and Canada keep automobile dealers rolling with used cars. Cox purchased its first auctions in '1968 in Manheim, Pennsylvania; Bordentown, New Jersey; and Fredericksburg, Virginia in '199'1 ~ Manheim became the world's largest automobile auction company after a merger with General Electric Capital Auto Resale Services. Southwestern Bell Corporation Southwestern Bell Corporation [NYSE: SBC] builds and operates telecommunications networks -- ~nclud~ng telephone, cellular and cable TV systems -- around the world. It also publishes Yellow Pages. Based in San Antonio, Texas, SBC has nearly I million shareowners, t2 million customers and 59,500 employees. SBC ranks 32nd on the Forbes list af the largest U.S. companies. Cellular: Southwestern Bell Mobile Systems provides cellular telephone service to '1.77 million customers, and is one of the world's top two cellular companies as ranked by customers. It operates in 54 U:S. markets, including six of the top 45 cities, with a combined population of more than 35 million. We lead all U.S. cellular companies in market penetration [4.98 percent]. Telmex: With two international partners, we hold a controlling interest in Telefonos de Mexico (l'elmex]. Telmex provides local, long distance and cellular service and telephone directories to 7 million customers in Mexico, which has a population of 8,5 million. Since our investment, in '1990, access lines have increased from 5.3 million to 7.~ million (34%] and cellular subscribers have increased sixfold fram 30,000 ta ~19t,000. · TelecommunicationS: SOuthwestern Bell Telephone provides voice, data and video communications services to 'I0 million customers in Texas, Arkansas, Kansas, Missouri and Oklahoma. Voice messaging is one of o'ut fastest-growing areas, served by Southwes~tern Bell. Messaging Servicesl It mar. kets telecomhnunications equipment fo.r hames and businesses through Southwestern Bell Telecom. Yellow Pages: Each year, Southwestern Bell Yellow Pages publishes 400 directories and distributes more than 40 million copies. Associated Directory Services produces 269 directories far the GET Contel telephone companies. We own a stake in AMDOCS, a directory database system used by six of the top '10 U.S. Yellow Pages publishers, and have directory interests in Australia and Israel. Cable TV: Southwestern Bell is,the first Bell company to acquire a U.S.. cable TV company, Hauser Communications. This acquisition of two cable properties in the Washington, D.C., suburbs is expected to close late in '1993. It also offers cable TV and telephone services in the United Kingdom, and cable TV services in Israel. DI DoWntowner 1301 Chester Avenue · Bakersfield, CA 93301 · {805} 327-71112 Fax No. (805) 327-8350 December 04, 1993 Alan Tandy (City Manager) 1501 Truxtun Avenue Bakersfield, Ca. 93301 Dear Mr. Tandy, I am writing this letter to express my full support and absolute optimism regarding the downtown Convention Hotel. As a long term (sixteen-years) downtown business and land owner, I have stood by and observed the slowly but surely demise of the downtown area. A project such as the Convention Hotel will not only breathe new life into the area, I believe it will have a ripple effect in a most positive way. At this time I would like to offer my services and/or personal time to help'in any way needed to bring this project to a positive end. You may contact me at the Downtowner Inn Motel.~ Sincerely, Robert S. Foppoli RSF.ls 9 DEC 95 5:O2 Council Orienta,tion Handbook CITY OF BAKERSFIELD Office of the City Manager PREFACE The objective of this City of Bakersfield Council Orientation Handbook is to serve as a reference for councilmembers regarding duties and responsibilities of elected and appOinted officials of the City of Bakersfield. Specific questions on the elections process should be directed to th'e city clerk. Specific questions on ethics or conflicts of interest should be discusSed with the city attorney. Councilmembers should feel free to direct any other questions about the city to the city manager's office. You have the opportunity to contribute to the bright and successful future of the City of Bakersfield. It is a privilege and a sacred trust. We hope that as you look through this handbook you will get a glimpse of the many activities and-services which the City of Bakersfield provides to its citizens through its elected and appointed officials. Alan Tandy City Manager October 1993 (October 29, 1993) TABLE OF CONTENTS HISTORY OF BAKERSFIELD ...................................... 1 THE CITY CHARTER ............................................ 3 COUNCIL-MANAGER FORM OF GOVERNMENT ........................ 4 ORGANIZATIONAL CHART ....................................... 5 THE CITY COUNCIL ............................................ 6 City Council 6 Council Meetings ......................................... 6 Mason's Manual of Legislative Procedure .................. ...... 7 Agenda Procedure ' 10 Adoption of Ordinance ...................................... 11 Council Committees ........................................ 12 City Clerk ' 12 THE WORK OF THE CITY COUNCIL .................................. 13 Determination of Policy 13 Supervision of Administration ................................. 14 Selection of a City Manager ................... · ........ , ....... 15 Other Council Appointments ................................. 17 Relations with Colleagues ................................... 17 Responsibilities of the Mayor and the Council for Public Leadership ..... 18 Leadership Alternatives 18 Public Leadership ......................................... 18 Gaining Support .......................................... 19 Inquiries .......................................... Citizen 20 DUTIES BETWEEN COUNCIL MEETINGS ............ ................. 21 What Must the Councilmember Know? 21 The Council's 'Public Relations ................................ 23 Other Duties Between Meetings ............................... 25 RELATIONSHIP OF COUNCIL TO MANAGER .......................... 27 What Council Expects from the Manager 27 Manager's Contacts with Mayor and Council ...................... 30 Manager in Council Meetings ................................. 31 Council's Contact with Administrative Personnel ' ' 31 TABLE OF CONTENTS (Continued) Standards for Judging Administration ; 32 Certifying Council Action to Manager ............................ 34 The Council as an Employer .................................. 34 A Checklist for Councilmembers · 35 CITY ADMINISTRATION .......................................... 37 City Manager ............................................. 37 City Attorney 37 Public Works ............................................. 38 Water and Sanitation ........................................ 38 Police Services ........................................... 39 Financial Services ......................................... 39 Fire Services ............................................. 39 Planning/Building ............................... , ......... 40 Community/Economic Development ........................ .... 40 Community Services ....................................... 41 THE BUDGET ................................................. 42 Budget Consideration 42 The Program Budget ' 42 The Budget Process ....................................... 43 Budget Amendments ....................................... 44 CALIFORNIA OPEN MEETING LAW ' 45 BAKERSFIELD MUNICIPAL CODE .................................. 46 LEGISLATIVE PLATFORM .......................... ~ ............... 47 STATEMENT OF CITY PHILOSOPHY ................................ 49 AGENCIES, BOARDS, COMMITTEES AND COMMISSIONS ................ 50 INDEX ..................................................... ...52 HISTORY OF BAKERSFIELD Bakersfield was settled in 1858 by a handful of families who had trekked northward through the El Tejon Pass seeking home sites rather than gold. The town was named by an early settler, Colonel Thomas Baker, who invited the weary travelers through the valley to rest overnight. These travelers would plan in advance to meet and rest in "Colonel Baker's field." Baker formally laid out the town in 1869, and within two years the city had a telegraph office, two stores, a newspaper, two boarding houses, one doctor, a Shop, a harness one a saloon, and school pupils. wagon shop, attorney, fifty The Bakersfield Convention Center rests on part of the original Colonel Baker's field. The City of Bakersfield was first incorporated in 1873, and in the same year, the County seat was moved from the booming little town of Havilah to Bakersfield.~ Three years later, the town decided to disincorporate. It was not until 1898 that the community incorporated again. In 1910, the City of Kern, formerly Town of Sumner (East Bakersfield), annexed to the City of Bakersfield. In 1915, the citizens of the City of Bakersfield adopted a charter calling for the city to operate under the council;manager form of government. This charter provides that the governing body of the city shall be the city council composed of seven members, one to be elected from each of the seven wards of the city for four years, overlapping terms, with a mayor elected from the council. In 1957, the charter was amended to elect a mayor at large. Bakersfield was one of the first cities in the United States to adopt the council-manager form of government. This type of government provides that the city council adopts ordinances; appoints members of various committees, boards, and commissions; and establishes, general policies for the city. Final determination of all city policies rests with the seven members of the city council. The council also appoints a city manager to implement council policies. The changes have been many since Colonel Baker's time,, but Bakersfield still retains the hospitality originally extended by the Colonel. The City of Bakersfield now boasts a population of nearly 200,000 people (the 13th largest city in California) and covers more than 106 miles. square With its big city conveniences and advantages, Bakersfield still manages to maintain an atmosphere of small town hospitality, friendship, cooperation, compassion, and optimism. In 1990, the citizens of Bakersfield received the National Civic League's stamp of approval through the designation of an "Ali-America City" for proactively dealing (October 29, 1993) 1 ! with the needs of its citizens. Hallmarks of the Bakersfield community continue to be a high quality of life, a strong family orientation, and the fact that people care. i I I I I I, I I I I ,I (October 29, 1993) I THE CITY CHARTER I The City of Bakersfield is one of less than 100 California cities ~hich are "charter" cities. This means that the City of BakerSfield has a city charter that was approved by its electorate at the time of voting, and the charter' defines the city's powers, i responsibilities and organization. This is important when we realize that the basic distribution of governmental powers in the United States is set forth in the United States Constitution. The Tenth Amendment states specifically that all powers not conferred on I the federal reserved the Since cities and other local government are to governments are not mentioned in the Constitution,.the assumption is that they fall under .- the jurisdiction of the states. Thus, there is no subdivision of the state -- not county, city, I borough, township, etc. -- to exercise local governmental powers. Thus, states grant that authority through the state's constitution or by statute. ~, Bakersfield has a "home rule" charter, one that was drafted originally by the municipality and granted iby the state. Home rule does not free a city from the state i government but it does give it added flexibility to respond to local needs in ways that most effectively meet the needs of the community. Most state action continues directly to affeCt the city, and general acts of the legislature remain applicable. Bakersfield's charter has been chan§ed 30 times by vote of its citizens since its ratification and approval on ,January 2@, 1915. Changes in the charter are ratified if a I majority of the qualified electors voting in the election vote in favor of such a change. , General rules governing elections, requirements for office, and matters of legislative, budgetary, and personnel interests are covered in the city charter, with in-depth rules I and regulations (ordinances and resolutions) clearly defined in the Bakersfield Municipal Code Book. (October 29, 1993) 3 I COUNCIL-MANAGER FORM OF GOVERNMENT The City of Bakersfield operates according to the council-manager form of government which divides authority between an elected city council and an appointed city manager. The city council is composed of seven members elected from the seven wards of the .city on a nonpartisan basis to serve overlapping four-year terms. The mayor is elected at-large to serve a four-year term as presiding officer at city council meetings and as the official head of the city for legislative and ceremonial purposes. city manager is appointed by the city council and serves at the pleasure The of that body. The city council is the city's legislative and policy-making body. Acting as a whole, the city council is responsible for passing ordinances and orders necessary for governing the city, as well as for setting the direction of city policy. The city manager is responsible for the overall administration of the city. This responsibility includes implementation of the general policies set by the city council in addition to the day-to-day operation of all city functions. The city manager, with the help of the staff, provides the city council with the information needed to fulfill its policy-making role. The council-manager form of government s~parates legislative and executive responsibilities in a manner similar to. state and federal governments. This system provides "checks and balances" of both policy, and administrative branches of government by limiting the power of each. More than a third of America's communities currently operate under the council-manager form of government. As the issues involved in municipal management have grown more complex, the number of communities which hire professional managers has also increased. · In the State of California there are nearly 500 cities of which approximately 400 are the council-manager form. These cities include such large cities as Sacramento, Oakland, San Jose, San Diego, Long Beach, and Anaheim. (October 29, 1993) 4 I City of'Bakersfield ' . : · '.-. :: c°uncil'"Orientation.. HandbOOk I ORGANIZATIONAL CHART I I i I;~" "" I ~"'- .... ' ......... ~., - .... ~ ........ "~'"' I .I I ! THE CITY COUNCIL City Council The Bakersfield city council is composed of seven members elected from the t seven wards of the basis, to serve overlapping separate city, on nonpartisan four-year terms.' Municipal elections are held every even-numbered year, with three councilmembers selected at one election and four at the next. At the second regular , ~ meeting following the general municipal election, the newly elected and qualified ' councilmembers assume the duties of their office. The city council selects a vice mayor -- from its own membership. The mayor serves as the council's presiding officer. The vice I mayor serves in this capacity in the absence of the mayor. The city council is the legislative 'and policy making body of the city. It is the council's responsibility to enact ordinances, resolutions and orders necessary for governing the affairs of the city as outlined in the city charter, to approve or amend the i annual budget, to authorize contracts on behalf of the city, act as the final appeal body . on rulings of boards and commissions, appoint the city manager, city attorney and all members of the various boards and commissions, and to submit propositions to the 'lB electors at any election. The mayor votes on legislative matters in case of a tie vote of the council. ,I Council Meetings The regular meeting of the city council is a vital part of the democratic process I in the conduct of the city's affairs. It is at council meetings that laws, policies and basic decisions are made for the government of Bakersfield. All meetings of the city council are open to the public except those exempted by law, and citizens are encouraged to attend to learn more about their city ~government at these meetings and at public workshops which are scheduled for special review. Council meetings are held in the council chamber of the City Hall, 1501 Truxtun Avenue, at 7:00 p.m., on calendared I ' Wednesdays as set forth in resolution. Meeting calendars are available from the city clerk. The council agenda is the official order of business at council meetings. Items for the agenda are prepared and submitted to the city manager by the department heads who investigate and approve eaCh item. Copies of the agenda are available from the I city at the entrance to the council chamber at each meeting. clerk and (Octob~, 29, 199,3) 6 Any person wishing to present a matter to the city council is urged to do so in writing prior to 7:00 p.m. preceding the meeting. Public statements are limited to topics within the purview of the city council. Requests to speak may be submitted to the mayor, any member of the council, the city manager, or the city clerk. Each person is requested to limit remarks to three minutes so that other persons will have an opportunity to speak without undue delay. A single subject is limited to 15 minutes. Mason's Manual of Procedure Legislative Rules of procedure followed by the city council are adopted pursuant to authority of the California State Constitution and Section 19 of the city charter for the purpose of promoting uniformity, clarity and efficiency in the dispatch of public business. Except as provided in Chapter 2.04 of the Bakersfield Municipal Code, parliamentary law as set forth in the Mason's Manual of Legislative Procedure, current edition, by Paul Mason, governs legislative procedures. The following "rules of order'' provide an overview of the conduct of city council meetings. I. Quorum - No meeting may be called.to order unless four members are present. II. Chair A. The mayor is the chair of all meetings. B. In the mayor's absence, the vice mayor is the chair. C. In the absence of both, a chair is elected by the majority vote. III. Call to Order - The chair calls the meeting to order, when quorum is present. IV. Agenda A. The chair calls the agenda items in order. B. Public hearings 1. The Chair opens and closes all public hearings. 2. Only the Chair may recognize a speaker. C. Debate may only take place when a motion is on the floor. D. The chair calls for all votes. Adiournment - meeting is adjourned upon majority vote following a motion V. The and a second. The mayor, as the presidiog officer (chair), is responsible for opening the legislative sessions; announcing the business before the council; recognizing members entitled to the floor; stating and putting to vote all questions before the body during the (October 29, 1993) 7 proceedings and the result of the vote; preserving order and decorum; and, along with I .others, generally guiding and directing the proceedings of the body, subject to the control and will of the body. Some commonly asked questions by councilmembers regarding legislative procedure include the following: i 1. What is a main motion, what is a subsidiary motion, and what is a motion to. continue? I Mason's Manual enumerates four classes of motions: privileged motions, incidental motions, subsidiary motions and main motions. A main motion refers to the item of business set forth on the agenda. Section 175 of Masons's Manual states: 'l "Legislative bodies meet for the purpose of passing laws or of considering legislative proposals. The consideration and I decision of main constitute the questions principal purpose of these bodies. These are main motions." I' According to Mason's Manual, Section 179, the main motion is of a substantive, as opposed to a procedural, nature. It is stated in terms such as to pass, to adopt, to ~ approve, to ratify, to confirm, to reject, to appoint or take other similar action. "Main questions or main motions before a legislatiVe body i usually relate to the final disposition of bills or certain resolutions which, upon approval, become law and are usually found in the statutes of the session; while subsidiary, i incidental and privileged motions are temporary in their purpose and their effect is exhausted in the process of legislation." I As applied to business before the council, a main motion Would adopt, approve or reject the ordinance, resolution, contract or other business set forth on the agenda. I Motions to continue, reconsider, table, etc., would not be main motions because they . do not finally dispose of the item. of business. (See also § 440.) A motion to continue a matter, on the other hand, is designated "a motion to postpone to a certain time or definitely." Such a motion is considered a "subsidiary question." (Mason's Manual, § 178). Such motions must be applied to main motions. (§ 365). A main motion must, therefore, be pending before the Council in order for the council to entertain a motion to continue. (§ 367). Once a main motion has been i approved or defeated, it is no longer pending. (October 29; 1993) 8 i "When an original main motion or an amendment to one has i been adopted or rejected.., neither it, nor substantially the same motion, can be again brought before the house at the same session, except by a motion to reconsider the vote." (§ I 161).. . 2. May a motion to reconsider a main motion after its defeat be made at a i subsequent meeting? The answer to this questiOn depends on the type of item of business to be .i. I reconsidered, and the effect of the council's original action. Section 451 of Mason's ' Manual sets forth that actions cannot be reconsidered when: 'l "(a) Vested rights have been acquired as a result of the action. I (b) 'Rights constitutionally or legally away. cannot be taken (c) The subject is beyond the control or out of reach of the I' body taking the original action. (d) It may be inhibited from acting by the requirement of a i notice." Section 463 states that a "motion to reconsider may be brought up for consideration whenever the subject to which the motion relates may be considered." If the item of business is a general plan amendment, reconsideration of a negative vote i can permissibly take place until the comprehensive amendment (which includes the entire array of segments for that cycle) has been approved. At that point, the subject is beYond the control of the council. No further action could take'place until the next I 'amendment cycle is heard. Because it is rare (as well as inappropriate) for the council to conduct separate consideration of different segments of a single general plan amendment, reconsideration of a single segment of a General Plan Amendment is I unlikely in the future.. ~. Additionally, it must be kept in mind that if the public hearing has been closed, I no new evidence of any sort may be presented to the council at the time of reconsideration unless prior notice is given, and a noticed public hearing is held. ~. Finally, to satisfy the BroWn Act, the item must be placed on the agenda at the meeting I during which the reconsideration is to be considered. i (October 29, 1993) 9 ! 3. May a member who was absent at the time a vote was originally taken vote to reconsider that vote? Such a member may participate in the vote to reconsider. A majority of the members present and voting is all that appears to be necessary to reconsider an action. (Section 473.) While none of Mason's Rules specifically addresses this issue, according to Section 464, motions to reconsider may be made by any member of the body. This is not limited to those present at the time of the original vote. Moreover, it is not necessary that a member who voted on the prevailing side make the motion. Questions on current legislative procedure should be directed to the city attorney's office. Questions on Conflict of Interest Laws and Brown Act legislation should' also be directed to the city attorney. Brochures which are helpful in these areas include "California's Conflict of Interest Law for Public Officials" and "A User's Guide to the Ralph M. Brown Act." A brief overview of the Brown Act is also included in this handbook under the section entitled "California Open Meeting Law." ,.Agenda Procedure city council meeting is the public forum Where the city council conducts its The business of governing the city in public session as required by law and where the city council receives input from the public and staff on items on the council agenda. The city council then makes decisions on those items and staff is directed to implement those decisions. The council agenda is the outline for business the city council will be addressing. The format of the council agenda is established by council resolution and ordinances, and State law applies.when applicable. Issues which have not been noticed on the agenda cannot be added unless they are declared to be "emergency" items (health, safety and welfare issues) and two-thirds of the council members present vbte to do so. Typically, the public statement section of the council agenda is near the beginning of the meeting so citizens will not have to sit through long, arduous meetings before having an opportunity to speak on an issue of importance to them. The mayor is the legislative officer who is responsible for seeing that legislative decorum and procedures are followed during the order of business. The city attorney is responsible for ensuring that the city council follows applicable law as its decisions are made. Copies of the council agenda are available in the middle of the back portion of the council chamber for citizens, or others to use and understand during council (October 29, 1993) 1 0 meetings. The council agenda is .prepared by the city clerk with input from the departments and the concurrence of the city manager. Adoption of Ordinance An ordinance is a law enacted by a city council under powers delegated to it by the state, prescribing a general and lasting rule for persons or things within the corporate city boundaries. It is the most authoritative act of which the council is ordinarily capable and is usually reserved for cases involving long-term policy. .Ordinance making is a principal duty of the council. Ordinances must be in harmony with the state constitution and state statutes. They must be in line with what the courts of the state have held to be the common law (accepted practice). Also, they must not be contrary to the federal Constitution, Acts of Congress or other federal rule. Creation of an ordinance requires legal skill in draftsmanship as well as technical knowledge of the subject. This task is ordinarily performed by the city attorney, sometimes with assistance from the administrative or technical personnel in city departments, and always in conformance with policies outlined by the council. When the council is an the shOuld be available considering ordinance, attorney immediately for advice on its legal implications. All ordinances must be passed in accordance with procedures specified in state law and rules laid down by the council. These procedural requirements determine: (1) method of presentation of the ordinance; (2) number of readings at successive meetings; (3) public hearings; (4) majority of the council necessary for passage; (5) officers such as mayor and city clerk, whose signatures must be affixed; (6) publication prior to legal effect; (7) authority of the council to give emergency ordinances immediate effect; and (8) provision for recording the ordinance in the book of minutes. Beyond these fundamental requirements, the council determines procedure and regulates the conduct of its members and of debate. Not all legislative action taken by the council is in the form of ordinances. Resolutions, which do not establish permanent local law, are commonly used for creating special improvement districts, ordering sidewalk construction, authorizing budget transfers and performing a number of other routine actions. The procedure governing resolutions is, in most cases, less formal than that provided for ordinances. Some governing bodies express public positions by the passage of simple motions. (October 29, 1993) 1 1 Council*Committees The city council is organized into seven standing committees which have been created to review and analyze city policies and programs and make necesSary recommendations back to the full council. EaCh committee has three councilmembers, one of whom serves as chair. ' 'COMMUNITY SERVICES BUDGET AND FINANCE INTERGOVERNMENTAL RELATIONS LEGISLATIVE AND LITIGATION PERSONNEL URBAN DEVELOPMENT WATER RESOURCES From time to time, the city council creates "ad hoc" committees made up of council members which deal with specific issues and time frames, such as the council Centennial Committee and the Ad Hoc EcOnomic Development Committee. The committees work on items specifically referred to them by the city council. However, the vice mayor refers draft ordinances which have not had public hearings to appropriate committees. City Clerk The city clerk plans, organizes and directs all activities of the city clerk's office, which include serving as clerk to the city council and centr, al district development agency, maintaining official city records, conducting city elections, and providing information and service to the public as well as public access for review by community residents. The city Clerk serves as the official recipient of corresPondence to the city council and city in general. The city clerk's office is located in City Hall at 1501 Truxtun Avenue, phone number'326-3767. Voter registration is available at the city clerk's office and at the county clerk at 1415 Truxtun Avenue, telephone.861-2621. 12 (October 29, 1993) THE WORK OF THE CITY COUNCIL i Success or failure of the council-manager form of government rests largely on the shoulders of the people's representatives in the governing body. The city council may remove an ineffective manager at any time, but an ineffective council continues in office i 'until the next election. Consci.entious councilmembers, as representatives of the community, can render better service if they know their duties, are aware of their "responsibilities, and are ever mindful of the best methods of carrying out their trust. .I Unlike some other systems of local government wherein the council exercises less than half of the municipal powers, the city council under this plan dominates the I governmental selects and direction to the and establishment, gives city manager enjoys all the importance and responsibility of a board of directors. The council has ~,, responsibility for policy making, one of the most important aspects of local government. ~ The chief~duty of the city manager is administration. The council is responsible for making certain that the manager administers the affairs of the city in a capable manner, I while the manager must make recommendations to the council on municipal policies. Determination of Policy i The people elect the city council. The council determines the policies of the city government and appoints, directs and, if necessary, removes the city manager. In i determining policy, councilmembers do their best to represent their constituents. All phases of the job are involved in one way or another in the determination of policy. I The city manager can help the council a great deal in studying and determining municipal policies, As an example, the most important problem facing a city government each year is the budget. The city manager gathers the information and prepares the I budget which the council studies and revises as necessary and then adopts. The city manager utilizes the budget as an effective tool in carrying out city policy. I What is meant by the determination of policy? Basically, it is the process of deciding what is to be done. The council should not confuse this with how a program is to be administered, which is the job of the city manager. In its simplest terms, "what I to do" is policy making; "how to do it" is administration. In determining policy, the _council must make decisions, authorize their I implementation, and full for the results, the council must hold accept responsibility Thus, the manager responsible for administering policy decisions properly. i · (October 29, 1993) .1 3 i In any legislative body, the determination of policy takes the form of passing a law. City council laws are ordinances or resolutions. An ordinance has the force of law and usually includes what remedies will be made if the law is not followed. A resolution reflects the intent of the council. How does the council arrived at these policy decisions? Briefly, there are four steps in the process: 1. Determining what is needed. Many sources of inf°rmation are available -- councilmembers' observations, requests of individual citizens or citizens' groups and the recommendations of the city manager. Increasingly, city governments have established varioUs mechanisms for obtaining citizen input through advisory committees, panels and neighborhood councils. These can provide valuable guidance for councilmembers. 2. Determining the will Of the people. In some cases, the proposed program may have been a major issue in a recent election. Otherwise, the view of interest groups, individuals and the councilmember's reactions as a must discussions with citizen be evaluated. 3. Determining what can be done, financially, practiCally, and legally. Here the advice of technical experts -- the city manager and the staff -- should be considered carefully. 4. Taking action - passing, modifying or defeating an ordinance or resolution. The city manager and the city council must work as a team in a spirit of mutual confidence and cooperation. Supervision of Administration ~ The sec~3nd major part of the city Council's job is general responsibility for requiring effective administrative action through the city manager. The'manager receives all questions or criticisms which the council may have concerning the execution of ordinances or performance of duty. If something goes wrong, the manager stands responsible to the council.' For example, if the council (or a single member) has a complaint or question about the administration of a loading zone ordinance by the police department, it should not contact the police officer concerned, or even the chief of police, but should present the complaint to the city manager. Then, if the situation is not remedied, the manager must answer for it. (October 29, 1993) 1 4 The council must, therefore, develop a working relationship with the manager. I First, the council is responsible for selecting a capable city manager; second, for seeing that the manager has a chance to administer policy properly; third, for evaluating administrative accomplishments; and, fourth, for supporting the city manager who is I carrying out the will of the council. Selection of a City Manager I How does the council go about selecting a city manager? It is a difficult task since the position of city manager is one with which the average councilmember Will I have had no previous experience in filling. Before an intelligent selection can be made, councilmembers must know I something about the job they are trying to fill. What is a ci~ supposed to do? manager How will time be spent? The person is a manager; more than that-a public manager- working for a governmental unit or, to go beyond the word governmental, for the people I of the community. The city manager is the chief administrative officer whose task is to make certain I that the work of government is carried out at a high level of competence, that the democratic controls over policy' imposed by the city council are transmitted to the administrative employees, and that the city council receives adequate advice on the I technical implications'of its decisions. I AdministratiVe officials of a city do not pave its streets, put out its fires or prevent Crime -- laborers, firefighters and police officers are hired to do that. Nevertheless, the reason that there is a chief administrative officer is to make sure that the persons I responsible for performing these very tangible and definite services do their work well and in such a way that their respective efforts are coordinated to achieve the best overall. results. i' It is not easy to specify qualifications for a competent city manager. To some, these will vary with the size and nature of the city, including its type of and plans for I development. The council should in the beginning, make at least a tentative decision regarding qualification of training, experience and personality. Moreover, it is advisable that the council reach an early agreement on the procedure to be used in making the '1 selection. These things done, the council or a committee of the council can proceed; More I than likely the best qualified candidates are already employed. Therefore, the council should not depend entirely on voluntary applications, but should conduct a search in other cities. (October 29, 1993) 1 5 The International City/County Management Association (ICMA) can provide a · current directory of all city. managers and city administrators. In addition, on request from responsible representatives of the city government, the association will furnish brief statements of the experience and training of specific applicants. The association also I lists cities and manager and administrator vacancies in its bi-weekly ICMA Newsletter, with details of salary and qualifications. Most state leagues of municipalities/cities are also able to provide helpful information to communities wishing to hire managers or i administrators. Many city councils rely on three standard procedures for rating candidates: an I application form, a personal investigation and an oral interview.- From the application, information is gained regarding education and experience. The personal investigation makes possible a check on the candidate's integrity and an appraisal of previous work. I This may require only a check with references by letter or phone, or it may lead to a visit to the city where the applicant has served or is serving. The council should be very thorough on this point. In the oral interview, opportunity is given for an appraisal of such I traits as force, tact, personal appearance and sense of humor. Since it is probably the one time before the actual appointment that the manager I and Council will see each other, they should reach or understanding on a agreement variety of topics of mutual interest -- major local problems, the division of responsibility between the council and manager, attitude towards assistants for the manager, political I conditions and other matters either stated or implied. i Councils generally select individuals who have served as managers· or administrators in other cities or as administrative assistants. During recent years, more than half of all newly appointed city managers and administrators have had such i backgrounds. The next largest group of appointments has come from other public administrative positions such as finance officers, city clerks, and other city department heads. Generally, less than 10 percent of the city managers or administrators appointed I in any year come from non-governmental positions. Several universities now offer graduate programs in public administration, and many cities have tended to require such educational backgrounds. As councils are primarily interested in applicants' training in municipal administration, appointments generally are made without regard to place of residence. i About three-fourths of all managers or administrators appointed in recent years have been from other 'cities. I When the selection is finally made, it should, if at all possible, be unanimous. If this is not the case and the council offers the job on a 'split vote, the person should be informed, as this may be a factor in the decision whether or not to accept. Some will (October 29, 1993) 1 6 not take a job offered on a split vote; others are intrigued by the challenge it implies. In any case, honest difference openly aired leads to mutual confidence and respect. Both the council and the manager should clearly understand that the appointment is for an indefinite term and that the manager will serve at the pleasure of the council. The heads of all the city's administrative activities are appointed by and are directly responsible to the manager with the exception of the city attorney. Other Council Appointments The city attorney, like the city manager, is appointed by the council. This position is said to be independent because he/she is not responsible to the manager and, therefore, occupies a position outside of the departmentalized structure of the city. Board, commission and committee members appointed by either the mayor or city council are advisory in nature and are limited to particular areas, for example, zoning (Planning Commission) or airport (Bakersfield Airport Advisory Committee). listing the A of appointed boards and commissions can be found in the section entitled "Agencies, Boards, Committees and Commissions" later in this handbook. Relations with Colleagues The council looks to the mayor for leadership at public meetings and to exert every effort to unite the council into a working, cohesive group. This requires the assistance and cooperation of the members. Much of the success of local government depends on how well the council functions as a team. The council operates as a unit, and all members must be tolerant of each other's views. There are many opportunities for real differences of opinion in municipal affairs; this is the democratic process in action. It is unwise, however, .either in or out of the council chamber, to impugn, attack, or challenge as false the motives ora colleague with a different point of view. All members at one time or another will find themselves in a minodty position on some issue.' Most councilmembers have or soon develop a spirit of compromise. To achieve anything requires action by a majority. It is not possible to 'travel alone" and accomplish much that is constructive for the citizens. The able councilmember learns to work with colleagues, with the manager and with the public. This is not to imply lack of principles for which to fight or stamina to speak out when the occasion arises. To be most effective, the councilmember must learn to round off the and to cool sharp corners tempers and to be tolerant and understanding of colleagues. This does not mean following colleagues blindly for the sake of unanimity. A member in a minority position- (October 29, 1993) 1 7 on a particular issue has the responsibility to vote his or her beliefs. To do less is to shirk an important public duty. Responsibilities of the Mayor and the Council for Public Leadership In addition to presiding at all meetings of the city council, the mayor is the official head of the city for all legislative policy and ceremonial and executes all legal instruments and documents on behalf of the city. The mayor is not vested with administrative authority and does not interfere with the activities and authority of the city manager who is the chief administrative officer. As the only city official who is elected city-wide, the mayor functions as chair of the city council and as a policy leader and promotes the economic and industrial base of the city in cooperation with existing economic development agencies or organizations. On any and al! legislative matters, the mayor votes only in case of a tie vote of the city council. Exercising responsible public leadership is a difficult and delicate task. It is the fundamental role of the mayor and council, and it requires both to generate and to promote community-wide programs by mobilizing local resources. The ability to reconcile diverse interests is important, for every policy decision the council makes has the potential for conflict which may undermine the popularity of~these officials. Leadership Alternatives To meet this responsibility, councilmembers may respond in any one or a of ways. The first way may be to react to outside pressures only, combination transmitting constituent wishes and demands into the council chamber. A second response may be to arbitrate conflicting interests, with primary responsibility being to o resolve issues to the satisfaction of all contending forces. The third response may be to conscientiously study problems facing the city, determine alternative solutions, explain problems and possible solutions to the general public and decide on a course of action believed to be best for the general welfare of the community. Many contend that this last alternative is public leadership. Such a conclusion is based on the belief that the council is in the beSt position to take a broad overview of community needs and to determine how resources can be allocated to meet them. Public Leadership The mayor and council Should take the following steps to assure responsible public leadership: First, critically examine traditional city policies and operations; (October 29, 1993) 18 second, assume the role of community opinion leader; third, generate public support for community programs and services. First, the fact that a city function has traditionally been performed in a certain way is not justification for exempting it from ~changing or requiring new responses. These responses signal a challenge to the past and to traditional methods of operation. This means that the mayor and council are often placed in the uncomfortable position of choosing between the past and the future with the past being .known and understood and the future being unknown and sometimes unwanted. Second, there will be times when the mayor and council must attempt to change public opinion and to convince citizens that a more difficult course of action may be better suited to long range objectives. For example, at a time when public opinion may to be lower taxes and decreased the and council seem demanding spending, mayor may determine that community problems demand new services and increased expenditures. Under such conditions, the mayor and council have a responsibility to call. to the attention of the public the necessity for providing the new services. The third, and in many ways the most important public responsibility, is to generate public support. This means the mayor and council must inform citizens about government problems, programs and activities in a continuous process of explaining, persuading, and ultimately getting broad-based support. This is a delicate process which involves a multiplicity of human relationships and a maze of selling techniques, including telephone calls, sidewalk meetings and appearances before citizen groups, clubs, luncheon groups and neighborhood organizations. Gaining Support Citizens are not likely to band together spontaneously to define and support long range programs for community improvement. On the other hand, they will allow themselves to be organized in support of community improvement programs. The following are several examples of ways the mayor and council can gain citizen support: 1. Identify problems, both human and physical, whose solution is essential for community development. For this, the city manager and staff can be of great assistance. Enlist support of local business, labor, educational,' professional, industrial and religious leaders to create a better of the mutual and interrelated understanding responsibilities of each group to promote progress. 2. Utilize the communications media and personal appearances to maintain good community relations with citizens' groups, clubs, neighborhood groups and voluntary (O~t~b~ ~.~m~3) 19 organizations. Use the program to promote citizen understanding and discussion of problems and programs. · 3. Enlist the assistance of a cross section of citizens, specialists and community leaders on advisory boards and ~committees to broaden understanding of and participation in community problem solving. 4. Actively participate in organizations of public officials that are concerned with improving municipal government through cooperation with other local .governmental units, exchange of information and promotion of state and federal measures to help local governments serve their citizens better. Exercising public leadership is a difficult responsibility. It requires critical examination of traditional ways, receptiveness to new ideas and willingness to face controversy and criticism. Public leadership, joined with the power of the council to make policy decisions, must be exercised with intelligence, caution and self-restraint; but it must be exercised, for lack of leadership today will only bring greater problems for cities in the future. Citizen Inquiries Often a constituent will call a councilmember with a question or a complaint about a particular problem. Sometimes the complaint is related to not understanding why particular action is taken and sometimes it relates to how a service has been provided (or not provided). When particular service issues or questions come up, the staff is also concerned about getting a quick and accurate response to a citizen. The most effective way for the staff to ensure this response is for the councilmember to call someone in the manager's office with his/her concern. Staff will follow up with the citizen directly or give the information back to the councilmember, whichever is preferred. Complaints or questions can be directed to the city manager, an assistant city manager, or an administrative analyst in the manager's office. (October 29, 1993) 20 DUTIES BETWEEN COUNCIL MEETINGS In determining policies for the city, councilmembers will confront a bewildering array of issues: zoning, utility rates, water and sewer mains, building codes, job classification plans and a host of other technical subjects, for example. Obviously, no one can be expected to be an expert on all of these subjects; yet each must know enough about them or know where to find information in order to act intelligently. Ordinances are designed as solutions to community prOblems. Unfortunately community problems are rarely clearly defined. As elected officials, councilmembers must look for the answers in their constituencies, their conscience and their common sense. What Must the Councilmember Know? Councilmembers must be able to determine three things to carry out properly the duties of office: (1) what needs .to be done; (2) what the people want done; and (3) what in broad policy is the best way to do it. The answers to these three questions are not necessarily always in harmony. Some things may need doing and technically can be accomplished easily, but the people may not want them. An example might be more traffic officers and 'radar equipment to catch speeders. Some things which the citizens want and need may not be technically feasible or financially possible at the moment. An example might~be a large storm sewer program which calls for studies in engineering and finance. Again, some things Which the people want and which can be attained may be less urgent than other needs. An example might be a demand for a municipal swimming pool which must be judged in relation to other capital outlay needs. The council must resolve these differences. Where can the answers be found? Where can information be obtained? Actually, the problem is not so much one of obtaining information as it is of sorting out the correct answers from the mass of material with which the policy maker is deluged. To determine the needs of the city, councilmembers have recourse, first, to their own observations. More than anything else, it is essential to know the community. Even before election, members will have ideas about city needs. Once in office, talking with groups and individuals and keeping in touch in general with what is going on will provide more ideas. As citizens and individuals, members should ideas express and opinions and not simply react when a voter presses a button. (October 29, 1993) 2 1 A second source of information comes Unsolicited in the form of complaints, suggestions and ideas submitted by interest groups and individual citizens. These deserve courteous and careful attention, as they are a valuable source for determining the needs of the city. These people are citizens and taxpayers, a fact that councilmembers frequently have called to their attention. The third source of ideas is the city manager and the administrative staff. They look at the city through the eyes of professional managers, and the problems they see and the suggestions they offer for their solution may be far different from those presented by the layman. Once the councilmember has assimilated the information garnered from all sources and determined the necessary action, there is a second decision to make. What does the majority of the people want done? The primary duty of the council is to put into effect the will of the majority'of citizens as far as practicable. Members have the right to convince citizens of the worth of a proposal they deem important, but the wishes of the constituents should always be taken into consideration. At the same time, pressure groups, often, representing only a small but very vocal special interest segment of the community, must be handled. As far as possible, the council should consider issues on a city-wide basis rather than by sections or districts. The.councilmember will have plenty of volunteer help. Various interest groups purporting to represent the will of a majority of citizens will be there whenever .any important issue is involved'. These groups often are determined minorities, and they should be given consideration so.far as they provide valuable clues to the state of public opinion. Personal investigation -- talking to individuals and with small groups, club members, church and civic organizations -- is very important. The councilmember will glean some 'idea as to what the public wants from newspapers, radio, and television. In this learning process, the tactics of deliberation are most important. This is not to advocate delay as a course of conduct but rather to stress the important principle of proper timing. Publicity and time permit opinion to crystallize. Community groups can organize, present arguments and otherwise reveal their positions, thus making it easier for the council to reach an acceptable conclusion. The council, as a whole, occasionally may make effective use of temporary citizen advisory committees, which generally serve two basic (1) fact finding and purposes: advice, to aid the city council and manager in arriving 'at a solution to a specific problem; and (2) public relations, to gain community-wide support for a specific program or activity. When such committee is the council should the a used, mayor or appoint members, including the person to preside; municipal employees should not be voting members. The resolution creating the committee should state its nature and purpose, (Octol3er 29, 19~,3)' 22 funds (if any) and staff aid to be made. available, and the completion date for the assignment. It is important that the committee recognizes that all its recommendations will not necessarily be put into effect. What is the best way to accomplish the desired end? This question confronts the council in determining the best course, whether on broad policy matters or on technical questions of zoning, utility rates, water lines and the like. The council, in the final analysis, must rely heavily on the city manager and department heads for information. The manager should supply the council with all of the pertinent facts together with recommendations. The city manager has access to important sources of information, including official publications of the federal and state governments and other municipalities, as well as publications of the International City/County Management Association (ICMA) which also provides management information services to cities. There are also private consulting firms for special problems, state leagues of municipalities and priVate, state, or city-sponsored research bureaus and education institutions which are excellent sources of technical information. But the chances are good that a capable city manager has already consulted them, if such consultation is necessary, before submitting suggestions to the council. The Council's Public Relations Public relations is not only a function of management, but it is also a necessary and important activity of the council in providing political leadership, lhe mayor, as has been pointed out earlier, plays an important role as a political leader. But the mayor cannot take the step alone to win popular support of the city's programs, lhe council as a whole, must assume this responsibility or the community will suffer. What is meant by political leadership? It means taking the responsibility for educating the citizens about the c!ty's programs. The council is in a position to get more facts than the citizens. This means that if a proposed policy is considered to be good, it is the councilmembers' duty to take a stand on it and to do everything possible to secure its adoption. It is true that a member may be able to ensure re-election by constantly keeping an ear to the ground and supporting only those things that are popular, but this will not necessarily make a good representative. A councilmember should be responsive to, but not afraid of, the electorate. Like all human beings, councilmembers appreciate receiving credit for good Performance and react favorably to good publicity. No one knows better that the voter is the boss. The voter decides who will serve on the council and for how long, as well as what the council will do. (October 29, 1993) 23 A coUncilmember will be wise not to make decisions or promises until the I manager has collected the necessary information .and suggested a Policy, This is especially true for the newcomer who may be approached by some citizens to make commitments on matters which former members have avoided for good reasons. I How long the .councilmember remains at city halll and how effective while there, depends to a large degree on public relations -- with the individual voters, newspapers, i radio and television, all kinds of clubs, civic and professional organizations, as well as various minority groups. Arthur W. Bromage gave some sage advice: I The local has an 'snooper' at city hall. He sits in on all newspaper expert the council meetings. He may be a young 'cub,' but the old timers back at the paper will have taught him what is news and what isn't news. If he I is old timer he will be sort of senior alderman. He not an himself, a may vote at city hall, but he can vote in the newspaper by the way he writes his story. You had better get to know the city hall reporter. He won't be I offended if you give him a carbon copy of that great speech you delivered in council and you should not be offended if most, or all of it, goes into the city editor's waste basket~ When you want to put over a policy in the I public interest, the newspaper can and will help you. If they give you a good play, it won't be because of you but because of the policy. i Remember that! It will avoid unnecessary revision of hat size! Contacts with constituents will come in many ways: by telephone, letter, and i personal contacts of various kinds. Citizens want to see their councilmembers, to hear · what they have to say. Those who are not interested enough to make public appearances, to attend meetings, to view proposed zoning changes -- in other words, I to meet the people and view their problems -- will not hold confidence and respect for long. .B Many of the representative duties and responsibilities of an elected officer cannot be delegated. This means extra hours and much activity. Experience is still the best teacher, and this holds true for a legislator as well as for a manager. Without these I Contacts, the councilmember will not be able to serve as a representative. The average citizen does not always understand the principles of this form of I government, does not see why the elected to the council should not personally person see that garbage is collected, streets paved or property rezoned. One of the greatest problems is "getting across" to the public that the true function of a councilmember is Ito be in while actual administration is carried forward th'e a generalist policy making, by city manager, principal subordinates and employees. Here the city council and the (October 29, 1993) 24 manager should collaborate in using radio, newspapers and other mediate inform the public on the division of responsibilities. Other Duties Between Meetings Everyone knows that a Iot'of the iceberg is below the water line. So it is with a c°uncilmember's work. A great deal of effort takes place between council meetings! Citizen Complaints. Every councilmember can expect to receive.an occasional complaint from citizens about some phase of city administration. Such complaints should be referred to the city who will correct the situation if action can be manager taken in a manner consistent with city policies. The manager then will normally notify the citizen in writing of the action taken, sending the councilmember a copy. Sometimes the complaint will involve that cannot be without in something accomplished a change the city ordinances. When this happens, the councilmember should explain the situation to the citizen, and if warranted, ask the city manager to develop some recommendations correcting the situation. for Home Work. Current procedure is to send out the agenda, reports and recommendations in advance of the council meeting. Like any board of directors, councilmembers will have to prepare for the meeting by reading materials forwarded by the manager. Contact with Voters. Enough has already been said to indicate the wide variety of necessary contacts. Most of these are worthwhile and assist in policy making. Any contact with a voter which requires urgent attention should be reported to the city manager between council meetings. Ceremonial Duties. Every councilmember can devote as much time as possible to selling policy which is coming before council for decision, or which has been submitted by the council to a public referendum. Capital improvement programs which require bond issues are particularly time consuming. Press, Radio and Television. Handling the press is a major factor when issues are '~Narm" at city hall. It is not the r. esponsibility of the press, radio or television to keep a Councilmember from making premature or erroneous statements. Usually, as decisions shape up, the councilmember can pretty well determine in advance what the news angle will be and prepare accordingly for the inevitable telephone call. Representing the the at the state and in City. Representing city legislature matters of municipal interest that come before Congress is an important task. Most (October 29, 1993) 25 contacts with elected members of 'the state and national legislative bodies 'generally should be made by the mayor or councilmembers rather than by the manager. Comparative Study. Councilmembers can acquire comparative ideas about I municipal government by reading such monthly magazines as Public Management, American City and County, Nation's Cities Weekly, and Western City. 'i Conferences. Councilmembers receive invitations to attend state and national conferences dealing with municipal problems. These afford opportunities to learn how other cities tackle and solve similar problems. It is particularly important to attend the I annual meetings of the League of California Cities. Campaigns, When time for re-election rolls around, the councilmember has the I dual burden of serving on the council and conducting a political campaign at the same time. I I {October 29, 1993) 26 RELATIONSHIP OF COUNCIL TO MANAGER Of all relationships existing throughout the council-manager form of government, none is more important than that of the council and the manager. The manager is responsible to the council for the proper conduct of all city activities under the direction of his/her office, providing information and advice and making recommendations. The manager is the council's technical advisor and consultant, but only the council can make laws and establish policies. Thus, the burden for political leadership falls squarely on the council. City managers cannot and must not permit themselves to assume responsibilities that rest exclusively on the city council. The city manager can and should outline. desirable community goals, but not make an issue of the proposals. If the council cannot be convinced of the logic of the plans, the manager will devise another plan or ,simply follow the council's instructions. But once the council has acted, the manager may assume the responsibility as an administrative duty of acquainting the public with the policy which has been adopted. What Council Expects from the Manager . The council has a right to expect administrative leadership from. the manager. The manager knows the status of city finances, personnel and projects. The manager must fulfill the expectations of the council within the limits of the funds and personnel made available. The manager is expected to appoint competent department heads, within the price the council is prepared to pay. Those serving important city positions should command respect from their employees, from citizens with whom they deal, and from the city council. Providing service always involves costs, and the extent of expenditures is subject to council decision. Again, the council has every reason to expect that the manager will prepare a sound budget. The adopted budget, whether it is the same as the manager's recommendations or not, will be administered in accordance with the final decision of the council. If the council has stipulated that certain items in the proposed budget should be cut below the manager's estimates, the manager will explain the administrative implications of such reductions but will conform to the council's requirements and will possible job with available funds. do the best (October 29, 1993) 27 The council, as policy-making body, has every reason to expect that. it. will be kept informed of the city's financial condition and future needs. In most cities, the council has few sources of information for guidance in the formulation of fiscal policy other than recommendations made by the manager. Competency in this vital area is one of the bases on which the council may 'well judge a manager. The council must look to the manager for regular reports on such matters as estimated revenues compared With actual revenues and appropriated funds compared with actual expenditures. It is important that the council know at regular intervals how the city's fiscal plan for the year is working out in actual dollars and cents. There should be reports dealing with the capital improvements including work progress Program, done, rate of expenditures, funds remaining unencumbered and unallocated funds. The Council should be informed of the debt the condition of the kept city's status, bond market, the possibilities of refunding high interest issues, if any, and data concerning the sale of redemption of bonds. The council should be informed of any emergency needs not anticipated in the budget and suggested means meeting these ior needs. Finally, the council should know the need for future capital expenditures and whether they should be financed by general obligation bonds, revenue bonds, special assessments or from current revenues. Utility expansions or equipment, a new fire station and other critical demands created by the growth of the city, must be considered long in advance of actual contract making. The council also can reasonably expect that the manager will keep it informed of numerous situations which may create future demands on its time and resources. For example, if a demand is developing for a new type of' service or expansion of existing service, the manager should indicate the source and kind of pressure being brought to bear. As soon .as possible, the c°uncil should have information regarding probable cost in operating expenditures and capital outlay. Ultimately;-the manager will make final recommendations and the council must make the final decisions. The council will expect the manager to be-capable of formulating recommendatiOns, of extracting information and suggestions from employees, of administering the laws of the state and the city, and of reviewing and improving operations. In addition, the council will be well advised to ask for the manager's recommendations on any legislative matters. The impact of citizen resentment often bears more heavily on administrative officers than it does on policy makers. The problems encountered in out restrictive ordinances and the by managers carrying difficulties in meeting situations where legislation is inadequate are, in many instances, better knoWn to the manager than to councilmembers. Where circumstances warrant, (October 29, 1993) 28 the manager will submit alternative proposals on policy matters together with their advantages and disadvantages. The council can and should expect the manager to relieve it of all possible administrative detail. It is the manager's duty to handle these details expeditiously, fairly and with proper record keeping so that any questions arising later may be answered readily. The manager is responsible for follow-up on projects and problems which arise. The council rightly expects the manager to carry out its decision and to report on the disposition of problems. By of the council should expect the city to: way summary, manager 1. Be the chief administrative officer of the city, responsible to the city council; 2. Appoint, and when necessary for the good of the service, suspend or remove officers and employees of the city under his/her direction and'to direct and supervise their work; 3. Prepare the budget annual/y, submit it to the council, together with a message describing the important features and be responsible for its administration after adoption; 4. Prepare and submit to the council at the end of the fiscal year a complete report on the preceding year's finances and administrative activities; 5. Keep the council advised of the financial condition, and future needs of the city, and make such recommendations as may be desirable; 6. · Recommend to the governing body a standard schedule of pay for each appointive office and position in the city service, including minimum, intermediate and maximum rates and appropriate action with respect to provisions of contracts negotiated with public employee organizations; 7. Recommend to the governing body (from time to time) adoption of such policies as may be necessary or expedient for the health, safety or we/fare of the community or for the improvement of administrative services; 8. Consolidate or combine offices, positions, departments or units within the jurisdiction of the office, with the approval of the city council; 9. Attend all meetings of the city council, unless excused therefrom, and take part in the discussion of all matters coming before the council; 10. Supervise the purchase of all materials, supplies and equipment for which funds are provided in the budget; (October 29, 1993) 29 ! ! 11. See that all laWS and ordinances are fully enforced; i 12. Investigate the affairs of the city, or of any department or division, · investigate ali complaints in relation to matters concerning administration and in regard to service maintained by public utilities, ~ and see that all franchises, permits and privileges granted by the city are faithfully observed; 13. Devote all working time to the discharge of official duties; and t 14. Perform such other duties as may be required by the council not inconsistent with state law or ordinances. I While the councilmembers have every reason to expect these and other services from the manager, they have a responsibility to see that the manager has adequate staff assistance. Managerial functions cannot be Performed adequately without skilled I subordinates in fiscal procedures, personnel administration, law, planning and other staff services. I An administrative analyst 'who does work details or assistant city manager "leg" on facilitates the manager's capacity to serve the coUncil. As cities increase in size, the council cannot rightly expect the best from a manager unless money is provided for key I personnel to aid in the process of management. Similarly, adequate pay for department heads -- such as chief of police and director of public works -- is essential to well i administered departments. It is not simply the manager but the whole process of management which tells the stow. i Manager's Contacts with Mayor and Council Councilmembers and the manager generally have found that their contacts should I be confined to group meetings as much as possible. Of necessity, the manager will have a close working relationship with the mayor, particularly in providing support in the fulfillment of special leadership responsibilities, including those of an intergovernmental I nature. The manager generally cannot encourage the frequent recurrence of business related meetings with an individual member of the council, and a frank discussion of the difficulties which are thereby created for the manager is probably the best way of I stopping the practice. The manager cannot be placed in the position of having favorites. _. The council can, however, expect the manager to provide the means for individual I members to report complaints which they receive. Any action taken by the manager in response to such referred complaints 'should be consistent with existing city policy or be approved by the council as a whole. Unless this is the case, an undesirable relationship I with other members of the council is likely to develop. I, (October 29, 1993) 30 ! When an individual member requests a specific and appropriate actiOn or a report on a problem, the manager will be zealous in meeting the demands of the situation and will inform the whole council on any such matters that are of general interest. If a great deal.of staff time is involved, the council as a whole should vote on whether the report should be done. The however, ordinarily must confine business contacts with manager, the council to those which occur with the entire body in formal or informal sessions, or in standing or special committee meetings. Manager in Council Meetings There is no exact formula for determining the role of the manager in council meetings, except that it usually conforms to what is expected by the particular council. The manager and his/her principal staff attend council meetings to supply needed facts and to advise on policy, problems and projects. The factors, however, should already have been established by a thorough report sent out in advance. The major questions arising in council meetings should be those of policy and on questions of fact. No one else at city hall is in the same position to bring this about as the manager. Inasmuch as the council usually has been given advance data on the scope of particular problems and recommendations for their solution, many managers do little more at formal council meetings than to answer specific questions addressed to them by the mayor or other councilmembers. Managers should not attempt to dominate council meetings. When the council assembles in public session, the spotlight is on the legislative body, not on the manager. Council's Contact with Administrative Personnel In order to' be effective, the council-manager form of government in Bakersfield requires that the city council deal directly with the city manager on the general supervision and direction of the administrative operation of the city government. As the appointed administrative head of the city, the city manager offers the council a great deal of professionalism in the execution of his/her duties which the council utilizes to answer have of staff. queStions they Because the city manager acts on council's behalf, questions to staff by council should be channeled through him/her so that appropriate lines of communication are open and effectively utilized. Where the information needed by an individual councilmember involves more than a simple answer which can be immediately supplied by an employee, the request should be made to the city manager. ! (October 29, 1993) 31 Since administrative personnel are responsible to and perform work at the direction of the manager, any attempt by individual councilmembers to short-circuit th'e manager's authority by issuing direct orders to officers or employees, or by requesting detailed reports from them, will not only cause friction in the administrative mechanism but also disrupt budgeted work. A conscientious councilmember who receives complaints about garbage collection may be tempted to issue a direct order to the director of water and sanitation, or perhaps to a sanitation supervisor. The manager is placed at a serious disadvantage by such a practice because the inevitable result is usurpation of his/her administrative authority. Another phase of the same problem occurs when departmental officers seek to bypass channels and develop a "friend" on the council. The councilmember can do much to make the manager's job impossible by fostering such relations. The is for action and reporting on a manager directly responsible obtaining schedule that is satisfactory to the council, providing information, acting in accord with council policy and developing recommendations wheri needed. When the manager is doing the job, there is little incentive for the council-to bypass his/her office. When the council begins to bypass the manager, it is a sure sign that relations are strained. Standards for Judqinq Administration Perhaps one of the most difficult tasks for the council is evaluating the city manager. There are, however, certain benchmarks for guidance. The attitude of the community toward the manager and employees is one guide to effectiveness. Both oral and written reports submitted to the council give some very definite ideas regarding the manager's competence. Normally, most councils will have one or more members with a good understanding of the principles of administrative organization. Although the operation of a governmental agency is different from that of private business, the principles of organization in many instances are similar. Anyone skilled in business practices will be aware of the fact that the work done, the customers served and the area involved must control the organization of the. agency. If the council finds that practice does not follow the paper organization, then the manager should be asked to explain why or to recommend necessary changes in structure. The council ordinarily will have members who know by experience how to secure cooperation from employees in private business. It can, therefore, evaluate the manager through conduct of subordinates and by how they react to the direction. The council (OCtober 29, 1993) 32 I can appraise the manager's attitude toward officers and employees .through i recommendations on such personnel matters as salary, promotions and fringe benefits. The council has an opportunity to judge the manager's ability when faced with complaints about employees, in investigating employee needs, or in recommending I action before employment problems become critical. The council can also obtain some estimate of capability from the manager's i handling of the budget. Is it understandable? Can the needs of the City be visualized by reading it? Is there validity to the recommendations? Are'explanations clear and sound? The presence or absence in the budget 'of the standard summary tables, the I 'manager's awareness of what other cities are doing with their money, the comparison of estimates for the previous fiscal year with actual operations, the completeness of the _. budget message -- all these factors indicate to an alert council the measure of the I manager's ability. Complaints which the council receives from the public about the administration I may some managerial efficiency, although are furnish index of there other factors affecting complaints. The council must discriminate .between complaints against the administration and those againSt a policy being administered. A water shortage, for i instance, which might be attributed either to the council or the weather, or both, while greatly contributing to the number of complaints is not properly a measure of i administrative efficiency. On the other hand, the number'and kind of criticismS brought against the manager and employees may indicate to a degree the manager's ability and awareness of responsibilities. i The manager's attitude toward council questions on administrative matters may be used as a yardstick in evaluation. The manager who encourages discussion on basic i administrative problems, and relates the 'Vchat" and '~vho" of actions and whose statements are borne out by other evidence which comes before the council, is probably well aware of what goes on in the departments. The quality of subordinates is another I index by which the administration may be judged. Ability to meet standards, to develop recommendations and to administer council policies reflects the manager's ability to explain, delegate, inspect and coordinate. The promptness with which problems I reported by the council are handled -- judged in terms of other problems being met -- gives a further clue as to the manager's effectiveness. I Other indications of the manager's performance are available, such as: What kind of agenda is prepared for the council meeting? How are current city problems reviewed and handled? A vigilant council will note citizen reaction to the police department; the I general appearance of the streets; the condition of the fiscal records as rePorted by the independent auditor; the existence of adequate controls over such operations as i storerooms, purchasing under competitive conditions and use of municipal automotive (October 29, 1993) 33 ! equipment; and the frequency with which the manager requests emergency appropriations or other emergency action by the council. All of these findings should be considered in light of the recommendations being made by the manager to correct deficiencies. Finally, the manager should make frequent reports to the council. Their completeness and readability and the soundness of conclusions reached in terms of facts presented are good indications of ability. Willingness to develop significant reports, to consult with the council on problems, and to recognize 'that all wisdom is not encompassed in the manager's office are indicative of that official's qualities as a manager. The insight which the council gains from the manager should indicate how staff is used and how recommendations are developed. As a final element of c°ntrol and evaluation, the city council may conduct, on its own behalf, a formal investigation of the city administration. This power is ordinarilY used only when the council has reason to suspect failure and laxity in the performance of duties. Where a council works closely with the as it should, such a drastic manager, step is rarely necessary. Nevertheless, the power of investigati°n rests with the council and.can be brought into play in critical situations. Certifying Council Action to Manager The manager is responsible for informing department heads and all other employees of what they must know in order to carry out both council and administrative objectives. It is seldom that any policy retains its integrity as it goes through channels unless a guiding hand watches over its movement. This is the manager's duty, being normally more acutely aware of council decisions than any other official, and ultimately 'responsible to the council. The Council as an Employer The city council will realize best results in dealing with the manager by following sound practices of employer-employee relationships developed in all types of public and private employment. When the manager is not performing as well as expected, the first order of action for the council should be to make clear what is expected. This should normally be done in a private conference in the hope that a proper understanding of the issues will result in improved performance. On the other hand, the manager who does a good job should be given appropriate recognition. (October 29, 1993) 34 The following guidelines are suggested for councilmembers in their dealings with the city manager. 1.When assignments are given to the manager, make c/ear what is to be done and when the work is to be completed. 2.Give the manager the tools necessary for the jobs assigned. 3. Criticize the work of the city manager when it is deserved, but offer the criticism in. private so that the issue can be analyzed objectively in an atmosphere of harmony and mutual understanding. 4. Assure the manager of a fair hearing in controversial situations, and dO not question the manager's motives until both sides of the story are told. 5.Act in an understanding and sympathetic manner. the manager a respectful, hearing on recommendations 6. Give and proposals. 7. Keep public meetings on a high plane by avoiding ridicule and sarcasm in relations with fellow councilmembers or the city manager. A Checklist for Councilmembers What has been said in this handbook is, in effect, a general guide. As such, it must be tested against experience. The success or failure of dem°cracy in a council- manager form of local government depends on its council. A manager can manage, but only a council can govern. A council-should not be afraid of politics in the best sense of the word -- the art of governing. Someone has to make political decisions; that is the councilmembers' business. The councilmember may find help in going over this checklist. The more questions that can be answered"¥es", the more effective the 'member will be and the better the city government will be. 1. Do I understand the basic principles of this form of government? 2. Am I prepared to exert leadership in policy making and leave the execution of policy to the manager?. 3. Do I use the city manager's office in getting facts and figures which lead to sound policy? 4. Am I working as a team with colleagues on the Council and with my the city manager? 5. Have I familiarized myself with the city ordinances and council rules? 6. Do I make effort to understand and recommendations an reports prepared for council's information and action? (October 29, 1993) 35 7. Am I fair in presenting complaints directly to the manager rather than i going to subordinates? 8. Do I give the manager reasonable time to explain a problem or to bring in a recommendation? I 9. Do I make an effort to understand the objectives of a proposed ordinance or ordinance amendment? 10. Do I allow the manager to explain the probable effect of a proposed i ordinance on administrative organization and operations before voting for or against it? 11. Do I seek advice from the manager on the enforceability of a I . proposed ordinance? 12. Do I find out if similar ordinances have been used successfully in other cities? i 13. Do I wait to get public reactions to a proposed ordinance before making a decision? 14. Am I open minded about proposed amendments designed to make I an ordinance more acceptable to the citizens? 15. Am I familiar ~enough with the budget to know how well it fits the needs of the city for new services and capital improvements? I 16. Do I think that the will sa/aries proposed budget Provide adequate and wages for city employees? ~ 17. Does the budget, in my opinion, meet the basic needs of the city for I new equipment in the next fiscal year? 18. Do I give time to selling needed policies, services and projects to i the voters? 19. Do I carry my share of public relations in dealing with voters, press, radio and television? I 20. Do I judge the work of the city manager by reasonable standards? 21. Do I deal with the manager through group action by the council when it involves city-wide policy and priorities? I 22. Am I tolerant and fair minded toward my colleagUes on the counCil? (Octobe~ 29, 199.'3) 36 CITY ADMINISTRATION Day-to-day operations are handled by the city's departments. Currently, the city is separated into several departments which provide a wide range of services to citizens. These services range from street pothole repairs, to wastewater and sanitation services, to building code inspections, to parks and recreation. The departments report to the city manager (with the exception of the city attorney, who reports to the city council) so that he/she can keep the city council awareof operational issues of importance and city-wide concern. City Mana.qer The city manager is appointed by the city council and serves at its pleasure. The manager provides professional leadership in the management of the city and execution of council pOlicies, effective Services the city He/she provides municipal through coordination and direction of all city activities, finance, and personnel. His/her office provides a liaison between the City of Bakersfield and other governmental agencies and provides for effective public information. The city manager's office' provides services which include administering and executing city council policy; presenting recommendations and information to enable the city council to make decisions on matters of policy; responding promptly to all inquiries and .requests of citizens; disseminating information regarding city activities; providing input on regional, state, and federal issues which affect the City of Bakersfield; maintaining a sound fiscal position for the city by the preparation of the annual budget; administering personnel, human relations, and labor negotiations through the Personnel Division; providing safety programs to reduce liability exposure while at the same time assuring employees safe working environments handled through Risk Management Division; and providing council support activities through the city clerk's office. _C...ity Attorney The city attorney is appointed by the city council, performing professional and administrative work as the chief counsel and legal representative of the city and providing legal counsel to the city council, city manager, department heads, agencies, commissions and boards of the city. The city attorney's office prepares resolutions and ordinances for the city council; provides the legal defense for all civil and workers' compensation actions brought against the city and agencies of the city; legal prepares documents for the city council,' planning commission, central district development (October 29, 1993) 37 agency, and other boards and agencies of the city; and represents the city in civil cases and the people of the State of California in criminal cases. The city attorney's .office appears for and represents the city in the defense of civil actions, including personal injury and property damage; represents the city in workers' compensation actions, and in administrative hearings; prepares misdemeanor criminal complaints and prosecutes violators of city ordinances; prepares legal documents required for annexations, general plan amendments, and establishment of 'special districts; and prepares and tries suits in Municipal and Superior Courts for recovery of civil debts and damage claims. Public Works The Public Works Department has the responsibility for the construction, maintenance and ongoing operation of Bakersfield's public facilities, including the city's wastewater treatment facilities and city streets. The department is also responsible for the operation of streetlights, traffic signals, street sweeping, public improvement inspections, engineering, and general public works maintenance. The Public Works Department assists in planning for orderly growth and development of the city by monitoring public private development from planning to project completion stages, and processing annexations, and monitoring engineering construction projects for conformance with city specifications and standards. The public works director oversees the operation of the department's five programs, which include: Engineering (Traffic, Construction and Design), Streets, Wastewater, General Services and Equipment. Public Works is also responsible for maintenance and improvements at the Bakersfield Municipal Airport as well as. electronics (radios, phones and microwaves) for city departments. Water and Sanitation lhe Water and Sanitation Department oversees the divisions of ^gricultural Water, Domestic Water, and Sanitation. lhe department supplies and conserves water for the benefit of present and future citizens of Bakersfield; administers basic water contracts to agricultural districts with consistency and continuity; provides flood control; p.rovides refuse collection; enforces regulations concerning unsightly and unsanitary conditions; and monitors and oversees contract services. I In its efforts to provide quality service for the citizens of Bakersfield, the Water and Sanitation Department is committed to considering public input for all divisions, soliciting i employee input, and utilizing the media to disseminate information and educational (October 29, 1993) 38 ! ! material to the public. It is also the department within the city most concerned with I recycling efforts and with meeting State guidelines for reducing the city's waste stream. Police Services I The Bakersfield Police Department provides for the safety and welfare of the citizens of Bakersfield through maintenance of effective law enforcement systems, which I include: crime prevention, patrol, traffic enforcement, follow-up, criminal investigations, vice and narcotic enforcement, community relations, and support services. I It is the goal of the Bakersfield Police Department to provide service fairly and impartially throughout the entire community while maintaining integrity and professionalism. In order to be as responsive as possible to community concerns, input I is solicited from the public regarding the development of policies which directly impact the quality of neighborhood life. 'An increase in the community's awareness of Police Department concerns provides both a better understanding of police operations and the I under which the Police is constrained law follow. The guidelines Department by to Bakersfield Police Department has two divisions: Investigations & Support Services and Operations. I Financial Services i The Department of Financial Services provides quality municipal services for the citizens and departments of the City of Bakersfield through management and leadership i in the areas of budgeting, finance, and information processing. The department's support divisions include Accounting/Purchasing, Cash Management and Data Processing. Through the provision of financial and informational functions, the city's line departments are assured that their departmental needs will be met as expeditiously as I possible. Financial accounting systems for revenues, expenditures, acquisitions and dispositions as well as mandated reporting ensure that the city's assets are being utilized appropriately. Informational services, ranging from citizens requests for information on I bid processes to the provision of information on state-of-the-art data processing systems. and property management, provide the link which leads to quality service through proper personnel and equipment. I Fire Services I The Bakersfield Fire Department has one of the highest rated fire departments in the United States today. Its main misSion is to serve all of the citizens and property owners of the City of Bakersfield through the protection of life and property from the (October 2~, m93) 39 ! ! effects of fire and other emergencies. The department is a specially organized unit that I operates at maximum efficiency in order to see that these needs are met. The Bakersfield Fire Department is responsible for effective and efficient fire I suppression, fire and arson prevention and investigation, emergency medical and rescue services, hazardous materials responses, public assistance and education, disaster management, and the performance of other duties as may be assigned by the Fire Chief ~ or his/her representative. Fire prevention and hazardous materials inspections, inspections of petroleum facilities within the city, and the weed abatement program are handled through the Fire Safety Control Division. The department's three other divisions I are Administration, Operations, and Special Services. I Planninq/Buildinq The Department of Planning/Building assists the orderly growth of the city and the · upgrading of existing land use through the development, implementation and maintenance of immediate, intermediate and long-range general and specific community plans and policies. In addition, the department provides for public health and safety and i the promotion of an improved community environment through enforcement of building construction codes and conservation standards and regulations. i In the Current and Advance Planning sections within the Planning Division, zoning, subdivision and other land use ordinances are developed, and general and specific plans, policies, and strategies for directed growth, community .preservation, annexation I efforts and environmental quality are created for council review. In the Building Division, Construction section, inspections ensure that construction conforms with structure, health and safety codes while procedures provide quick permitting process. The I Building Neighborhood Conservation section promotes an improved community environment through code enforcement of health and safety standards for existing buildings as well as zoning, property maintenance, litter, abandoned vehicle, and sign I ordinance compliance. Community/Economic Development I The Department of Community/Economic Development's purpose is to protect, improve and diversify the economy of Bakersfield and to implement programs and I projects meet community development needs. The department provides that also support services for the Central District Development Agency and assists in implementing plans, policies and activities for the central business district and serves as I staff to the Historic Preservation Commission. I (October 29, 1093) 40 I The Community Development Division is responsible for developing and implementing programs and projects that accomplish the primary objectives of the Housing and COmmunity Development Act of 1974 as amended, programs that are designed to benefit Iow/moderate income people, help prevent or eliminate slums or blight, and meet Other Community Development needs that require urgent action. The division administers Community Development Block Grant programs as approved by the city council as Well as performs marketing, application processing, inspections, and contract management services .to assist Iow and moderate income families with rehabilitation of their dwellings through both loan and grant programs. Economic Development Division activities include planning, administration and implementation efforts for the city, including business and industry outreach and retention programs, support for attempts to diversify the local economic base, and cOmmunity revitalization for areas not providing levels of service goods or necessary jobs. In addition, project development within the Central District Development Agency area includes implementation of the Redevelopment Element of the General Plan, development feasibility new development, businesses and jobs, of studies for and implementation of a comprehensive Urban Design Plan for establishing standards for the downtown. Community Services Through the Convention Center, the community Services Department offers a state-of-the-art facility for conventions, meetings, trade shows, concerts, and general public entertainment. The Convention Center has a two-fold purpose within the community. First, it acts as an entertainment center. Residents are provided a wide variety of acts ranging from sporting events to bridge tournaments, rock shows to symphonies, and from Broadway plays to dinner dances. Second, it attracts business to the community by hosting trade shows, conventions, conferences and seminars. Administrative functions include assisting promoters or organizations in designing, constructing, and implementing all facets of each event through the use of correspondence, ordering of supplies and materials, staff scheduling, and financial advisement. It is the goal of the Community Services Department to ensure that each event is given the utmost attention to be successful for both promoter and patron. In addition to enhancing cultural experiences for city residents, the Community Services Department, through its Parks and Recreation Divisions, provides park facilities and landscaped areas for residents through continued planning, development and maintenance. This includes leisure time facilities and maintenance districts activities, services, and tree/lawn maintenance and weed abatement on public property. (October 29, 1993) 41 'THE BUDGET Budget Consideration A most important power of the council is approval and adoption of the city budget by the appropriation resolution. The financial power of the council is equalled only by its general authority to pass resolutions and ordinances affecting 'the public health, safety and welfare. The budget document is presented to the council by the manager who is responsible for its preparation. In many instances, the detail work will have been done by the budget director, the director of finance or some other administrative officer. The council is free to consider the budget in any way it may Choose. In any event, there will be consultation with the manager and possibly the director of finance and the budget officer. Before passage, taxpayers must be given an opportunity to express their views at public hearings. Following detailed discussion, the council makes the final decision on the budget and takes responsibility for it, Ultimate approval will be expressed in appropriation and tax levy ordinances, cities act although some may by simple resolutions. support is the lifeblood of administration. The budget, as adopted by Financial the council, fixes the maximum funds that may be spent during the fiscal year by any department or agency. The council, as the controlling agency in raising ~revenues, borrowing money and determining expenditures, is restrained .by the state constitution, state statutes and public reactions. The Program Budget The City of Bakersfield prepares what is known as a "program budget." A program budget's basic purpose is to provide direction and to provide useful information in better selecting that direction. A program budget allocates money to the functions or activities of the city rather than to specific items of cost. The focus is on policy and programs, not specific items. Though departments submit detailed line item budgets to the city manager, they are organized and presented to the council and the public in the program budget form. The emphasis of program budgeting is on the level and cost of each city service, what service is being-proposed, and the effect of these activities on the general public welfare. ! (O~tober 2~, ~99~) 42 I ! Each department has a "goal" statement which guides its operations and carries I throughout its departmental programs. Each program has its own "program purpose" which it strives to attain within the departmental goals framework. At the subprogram level, the "subprogram objectives" are those'goals which guide the actual activities that I are'performed to accomplish the desired outcomes. To provide for the best possible service at the least expense, each subprogram has several indicators which best determine the level of service and measurement of accomplishment. I The Budget Process I The budget process begins with the development of the budget calendar, which provides those involved with the budget a time frame for planning and preparing their budgets. Generally, by the beginning of the year, the city council has determined the I budget priorities. A "budget kickoff" meeting is held 'in January, Where departments are provided I with information to their individual which submitted to the compl.ete budgets are city manager early in March. Departments then prepare budget requests to achieve the i policy direction provided by the city council. . After the budget is submitted to the city manager, review and analysis of each '· department's budget is conducted by the city manager's staff and recommendations are '~ presented and discussed with each department in one or more departmental review meetings. I The city manager's staff compiles the results of the departmental review and makes recommendations to the city manager for review and approval. I · Upon approval of staff budget recommendations by the city manager, the proposed budget is prepared and is presented to the city council in May. After review I by the city council, public hearings 'are conducted. Further comment is received from the council and the general public during additional budget workshops. Upon completion of the hearings and modification to the budget, it is adopted by resolution I . of the council. Also adopted by resolution is the city's appropriations limit, in conformance with California Constitution Article XIIIb, and annual changes to fees and charges for city services. I Often the city receives requests for funds from groups and organizations in the community. Any requests for consideration should be addressed to the mayor and I council and submitted to the city clerk's office. All should include a letter of requests introduction, a description of the program, some background material, a copy of the financial statements and/or budget, and a description of how the funds are to be used. ! (October 29, 1993) 43 ! ! As a general policy, funds are only appropriated for one time capital items rather than i for ongoing operating expenses. All requests will be reviewed by staff who will make recommendations to the city council. Requests are reviewed based upon the availability of funds, and benefit to the community. I Budget Amendments I During the course of the fiscal year, there may be occasions when the budget will need additional funds for a specific item or project that was unforeseen at the time the budget was prepared. The request for an additional appropriation should be approved I by the city council before it is included in the amended 'budget. As always, the appropriation would have matching revenues. I Generally, the budget is amended mid-year and year-end. All of the approved additional appropriations are added to the adopted budget by the city manager's office and an amended budget is presented to the city council, which is adopted by council I resolution. I ! (October 29, 1993) 44 I CALIFORNIA OPEN MEETING LAW In 1952, a San Francisco Chronicle 10-part series on "Your Secret Government" caused a push for a new state Public meeting law. Subsequently, the reporter who wrote the series (Mike Harris), legal counsel for the League of California Cities (Richard. "Bud" Carpenter), and a sponsoring Modesto assemblyman (Ralph M. Brown) worked to get a new open meeting law, which was signed into law in 1953 by Governor Earl Warren. The Ralph M. Brown Act's intention section states that public commissions, boards, councils, and the other public agencies in California exist to aid in the conduct of the people's business. Their actions should be taken openly and their deliberations conducted openly. In delegating authority, the people do not give the right for others to decide what is or is not good for them to know. People must know what goeS on so they retain control those to which have Further, the may over they delegated authority. law requires that: "All meetings of the legislative body of a local agency shall be open and public, and all persons shall be permitted to attend any meeting of the legislative body a agency, except as otherwise provided in this chapter." of local The aboVe mentioned sections are the heart and soul of the Act. Since 1953, the Act has been changed numerous times to better reflect changing public view on the provisions of the Act, and numerous court cases and Attorney General's opinions have interpreted the .Act. The law has, thus, been extended by amendments and court decisions to apply to most appointed or advisory bodies. The law is limited to multimember government bodies if they violate its provisions. The Act does not apply to individual decision makers. Nor are there any constraints on the public (including individual citizens, lobbyists, or members of the news media). As. time has passed and the law has been amended, the definition of what constitutes a "meeting" has extended well beyond the meaning of an official gathering. As was mentioned above, the Brown Act is constantly under scrutiny and proposed change due to shifting social concerns. For current law and specific questions on the provisions of the Ralph M. Brown Act, councilmembers should contact the city attorney's office. (October 29, 1993) 45 I BAKERSFIELD MUNICIPAL CODE The Bakersfield Municipal Code codifies the general ordinances of the City of Bakersfield. The Code consists of all the regulatory and penal ordinances and certain of the administrative ordinances of the City of Bakersfield, codified pursuant to the provisions of Sections 50022.1 to 50022.8 and 50022.10 of the Government Code. As a working manual for city ordinances, the Bakersfield Municipal Code Book is updated regularly. The Code is organized by subject matter under an expandable three- factor decimal numbering system which is designed to facilitate supplementation without disturbing the numbering of existing provisions. Each section number designates, in the numbers of the title, and section. Section 18.12.050 is sequence, chapter, Thus, Section 050, located in Chapter 12 of Title 18. In most instances, sections are numbered by tens (.010,.020,.030, etc.), leaving nine vacant positions between original sections to accommodate future provisions. Similarly, chapters and titles are numbered to provide for internal expansion. In parentheses following each section is a legislative history identifying the specific sources for the provisions of that section. The legislative history is complemented by an ordinance disposition table, following the text of the code, listing by number all ?rdinances, their subjects, and where they appear in the _codification. Footnotes referring to applicable statutory provisions are located throughout the text. A subject-matter index, with complete cross-referencing, locates specific code provisions by individual section numbers. ! (October 29, 1993) 46 I I LEGISLATIVE PLATFORM Current legislative concerns of the City of Bakersfield are captured in the city's Legislative Platform which identifies the city's legislative priorities for the year. This allows the city to concentrate its limited resources on areas of greatest concern. It also provides a basis for quick response by city legislative advocates and departments to legislative issues that arise. The Platform is. typically approved annually by council during the summer months. The following is the city's 1993-94 Legislative Platform. CITY OF BAKERSFIELD 1993-94 LEGISLATIVE PLATFORM THE CiTY OF BAKERSFIELD PROVIDES GOVERNMENTAL DECISION MAKING AT THE LEVEL CLOSEST TO THE PEOPLE. IT, THEREFORE, IS ENCUMBENT UPON ITS ELECTED OFFICIALS TO PROVIDE LEGISLATIVE LEADERSHIP WITHIN THE CITES BORDERS AS WELL AS WHEN DEAMNG WITH OTHER LEGISLATIVE ENTITIES. FOLLOWING POIJCY STATEMENTS REFLECT THE LEGISLATNE THE PLATFORM OF THE CITY OF BAKERSFIELD FOR 1993-94. GENERAL POLICY STATEMENTS SUPPORT LEGISLATION WHICH ENHANCES THE CITY'S ABILITY TO FINANCE AND ECONOMICALLY, EFFICIENTLY, AND EFFECTIVELY PROVIDE LOCAL DISCRETIONARY AND STATE OR FEDERALLY MANDATED PROGRAMS. SUPPORT LEGISLATION WHICH PROVIDES FOR GOVERNMENTAL DECISION MAKING AT THE LEVEL CLOSEST TO THE PEOPLE WHENEVER IT IS MOST LIKELY TO PRODUCE THE MOST EFFECTIVE AND EFFICIENT RESULT. SUPPORT LEGISLATION WHICH ENHANCES THE CITY'S LAND USE DECISION-MAKING AUTHORITY. OPPOSE LEGISLATION WHICH ALLOWS STATE CONTROL OVER AND USE OF TRADITIONAL MUNICIPAL GOVERNMENT REVENUE SOURCES. QUALITY OF LIFE SUPPORT LEGISLATION WHICH PROMOTES SAFE, EFFICIENT, COST EFFECTIVE, AND RESPONSIBLE MANAGEMENT OF THE ENVIRONMENTAL COMPONENTS OF ISSUES SUCH AS AIR QUALrrY, TRANSPORTATION, WASTEWATER TREATMENT, AND SOLID WASTE MANAGEMENT. SUPPORT LEGISLATION WHICH INCREASES cr~Y PARTICIPATION IN STATE AND FEDERAL ISSUES OF REGIONAL CONCERN. SUPPORT LEGISI.~TION WHICH PROVIDES CONTINUED FUNDING OF RECREATIONAL AND OPEN SPACE PROGRAMS OF SUPPORT. (October 29, 1993) 47 I I SUPPORT LEGISLATION THAT CALLS FOR APPROPRIATE MUNICIPAL REPRESENTATION ON i , POLICY-MAKING BODIES WITH INTER JURISDICTIONAL POWERS (I.E., LAFCO, COG, ID-4). SUPPORT DRUG ABUSE PREVENTION LEGISLATION. I {~ENERAL GOVERNMENT SUPPORT LEGISLATION WHICH EXPANDS THE CITY'S ABILITY TO DEAL ON A STATE LEVEL I WITH STATE-MANDATED ISSUES AFFECTING THE FINANCIAL CONDITION OF THE CITY. SUPPORT LEGISLATION WHICH ENHANCES MUNICIPAL CONTROL OVER PROGRAM SCOPE, i IMPLEMENTATION, AND FUNDING. SUPPORT LEGISLATION WHICH PROVIDES FOR EQUITABLE DISTRIBUTION OF STATE FUNDS FOR CrrY PROGRAMS. I OPPOSE LEGISLATION WHICH INTRUDES INTO THE CITY'S COLLECTIVE BARGAINING PROCESS. I FINANCES SUPPORT LEGISLATION ADVOCATING RESPONSIBLE AND REASONABLE STATE-MANDATED I PROGRAMS IF REVENUES ARE PROVIDED AND SUCH LEGISLATION IS OF CLEAR BENEFIT TO THE CITY. OPPOSE THE IMPOSITION OF FEES AT THE MUNICIPAL LEVEL TO FUND STATE PROGRAMS ' I NOT RELATED TO MUNICIPAL MA'i-rERS. I SUPPORT LEGISLATION WHICH REDUCES THE NEGATIVE FINANCIAL AND OPERATIONAL I IMPACTS OF TAX INCREMENT FINANCING ON AFFECTED AGENCIES. SUPPORT LEGISLATION WHICH IMPROVES CITY GOVERNMENT'S ABILITY TO FINANCE DISCRETIONARY PROGRAMS. I SUPPORT LEGISLATION WHICH PROMOTES CONTINUED ECONOMIC DIVERSIFICATION OF THE LOCAL ECONOMY. I I I I I (October 29, 1993) 48 I I I .~ STATEMENT OF CITY PHILOSOPHY The founding fathers of the City of Bakersfield believed that its future was based not only I on many natural attributes but also the ability of its people to meet current its and future needs. In the 1980's, the Bakersfield city council solidified that unwritten philosophy into a written statement which was available for all to see and by which to judge their I condUct. The Statement of City Philosophy is reiterated below. THE PURPOSE OF THE GOVERNMENT OF THE CITY OF BAKERSFIELD AND iTS I EMPLOYEES IS TO PROVIDE SERVICES AS DEEMED TO BE NEEDED BY THE CITIZENS WE SERVE, AND IN KEEPING WITH THE CITY'S FINANCIAL CAPABILITY. IN ORDER TO FULFILL THIS MISSION, WE WILL STRIVE TO: I IMPROVE THE QUALITY OF LIFE IN OUR CITY. We believe in being responsive to the needs of the people and encourage their participation i in the process of making decisions which affect them. We commit to serving the citizens of our City as customers, with equal consideration and understanding for all and in the most efficient and timely manner possible. I PREPARE OUR CITY FOR THE FUTURE. We believe that thorough and comprehensive planning will enable all areas and people of our i City to enjoy the benefits of growth. We commit to anticipating and guiding our City's future by employing a planning process which is sensitive to the needs and desires of the community. ! FACILITATE OPEN, HONEST COMMUNICATION WITH EMPLOYEES AND CITIZENS. We believe that communiCation is a two-way, dynamic process for the purpose of achieving I goals, understanding and initiating necessary changes. We commit to providing opportunities for constructive communiCation among our City's citizens, employees and elected officials. RECOGNIZE THAT THE CITY GOVERNMENT'S MOST VALUABLE ASSET IS ITS EMPLOYEES. c We believe that City employees can serve our citizens best in a work environment where they I can be innovative, develop positive attitudes and achieve their highest potential. We commit to treating our fellow City employees with the same consideration and respect with which we want them to treat our citizens. I WE VALUE HONESTY, INTEGRITY AND LOYALTY IN ALL AREAS OF GOVERNMENT FOR OUR CITY, INCLUDING BOTH THE PEOPLE WE SERVE AND THOSE WHO PROVIDE THE SERVICE. 'i (October 29, 1993) 49 I AGENCIES, BOARDS, COMMITTEES AND COMMISSIONS The following delineates those agencies, boards, committees and Commissions I Which have been created council charter action, and through and/or Dates, times, places of meetings are also indicated. I Dates Time Place Bakersfield Airpark Advisory Committee 7:00 p.m. City Hall Annex Basement ~ Bi-monthly on the fourth Tuesday Conference Room Board of Building Appeals Council Chamber As needed · Board of Zoning AdjUstment 3:00 p.m. Council Chamber I Second and fourth Tuesday ' of each month Central District Development Agency 4:00 p,m. CoUncil Chamber Calendared Mondays of each month , · Citizens' Convention Center Committee 4:00 p.m. Convention Center ~ Second Tuesday of each month 1001 Truxtun Avenue Citizens' ParEs and Recreation Committee 12:00 noon Convention Center Second Tuesday of each month 1001 Truxtun Avenue I Fire Department Civil Service Board 3:00 p,m. Administrative Offices Second Monday of each month Fire Station 2101 "H" Street Handicapped Access Appeals Board City Hall Annex Basement I As needed Conference Room Historic Preservation Commission 4:00 p.m. Kress Building Third Tuesday of each month 2nd Floor Conference Room Miscellaneous Departments Civil 3:00 p.m. Personnel Testing Room I Service Board Third Tuesday of each month Planning Commission 5:30 P.m, Council Chamber First and third Thursdays ! ~ of each month Planning Commission Pre-Meetings Noon Council Chamber First and third Mondays of each month I Police Department Civil Service Board 2:00 Police Facilities Building p.m. First Wednesday of each month Executive Conference Room 53 Water Board Water Department Conference i Calendared Thursdays of each month Room In addition to other notification as required by law, city council, boards and commissions and scheduled public hearings are noticed at the back of city council I agendas. I There are other boards, commissions, and committees upon which councilmembers or their appointees sit. These bodies include the Community Advisory Council, the Golden Empire Transit District, the .Kern Economic Development I (October 29, 1993) 50 ! ! Corporation, the Solid Waste Management Advisory Committee/Local Task Force, the I Kern Council of Governments, and the Kern Mosquito and Vector Control District. Because the need for citizen input never really stops, "special" committees are I created from time to time by council to study issues of concern. These are temporary '~ask forces" whose goals and existence are clearly related to specific projects and end when their tasks are completed. I I I I I I I I I I I I I (October 29, 1993) 51 I INDEX Agenda Procedure (10) Ali-America City (1) Baker, Colohel Thomas (1) Bakersfield Municipal Code (7), (46) Bakersfield Municipal Code Book (3), (46) Bakersfield Police Department (39) Brown Act (45) Budget (27-29), (33), (36), (42) Amendments (44) Budget Process (43) Program Budget (42) Budget and Finance (12) California Meeting Law (45) Open Central District Development Agency (40),' (41), (50) Citizen Inquiries (20) City Administration (37) City Attorney (6), (10), (37) City Charter (3), (6), (7) i City Clerk (7), (11), (12) City Council (1), (4), (6), (7), (10-12), (22), (24), (27), (29), (34),(37), (49), (50) City Manager (1), (4), (6), (7), (11), (15), (22-25), (27), (29), (31), (32),' (35-37) City of Bakersfield (1), (3), (4), (37), (39), (47), (49) City'Philosophy, Statement of (49) Committees (22), (50) Community Services (12), (41) Conflict of Interest (10) Convention Center (1), (41), (50) Council Agenda (6), (10), (11), (50) Council Committees (12) Council Meetings (6) Council-Manager Form of Government (1), (4), (13) Economic/Community Development (40) Financial Services (39) Fire Services (39) History of Bakersfield (1) Home RUle Charter (3) Intergovernmental Relations (12) (octo~r 2~, ~9~) 52 INDEX (Continued) Legislative and Litigation (12) Legislative Platform (47) Mason's Manual of Legislative Procedure (7) Mayor (1), (4), (6), (7), (10), (18), (19), (30) Ordinance Making (11) Organizational Chart (5) Personnel (12), (31) Planning/Building (40) Police Services (39). Public Works (38) Ralph M. Brown Act (10), (45) Task Forces (51) Urban DeVelopment (12) Water and Sanitation (38) Water Resources (12) Work of the .City Council (13) ! ! , ! (October 29, 1993) 53 I em County prides itserf on a commitment 1ocities in the the free enterprise system and the success of U.S., yet we are the many dixie~se businesses that have cho- able to boast of t 1 sen the "Hemt tithe California's" for their ten-minute future. The spectacular vistas of mountain, desert and valley commutes, con- in our 8,000-pfus square miles are matched by the ragged certs in the park individuality of our eitizens...hardworking people who trea- and overnight sure family, home, and conanunity.., who denmd that their camping trips in government join Mth them to build a lifestyle that is the envy our mountains. of the state. Our labor force Economic development in an orderly fashion, assist- is fueled by large numbers of scientists and Kern County is ed by a government easily accessible to business, is researchers, a skilled agricultural community and an the "Heart of the credo of the county, active oil industry. We are the transportation hub for California" ' California's Central Valley, with major freeways in And the county is drawing more and more business- all directions. es, attracted by affordable land and housing (the average new three-bedroom, two bath home costs Most importantly, we want your business and we will around $100,000), an educational system enhanced work with you to become a successful member of our by a state university and five community college community. We're only a phone call away. .. campuses, and numerous medical facilities equipped ,,.....----k..,, ~ with the latest in medical technology. Roy Ashburn Kern is located in the population center of the state. Supmwisor We are predicted to grow by 39.7 percent in the next ten years, to an estimated 859,100 people. The coun- ty seat of Bakersfield is ranked 97th of 100 largest f you are serious about desert, all your business, within short Bakersfield is serious distances. about you. While we A new proven rank as the second fastest growing city in the nation, concept, Bakersfield continues to offer that special hometown Team feeling which makes us a popular place to live and Bakersfield, work. That's why 24 Fortune 500 companies, and will provide numerous smaller firms, have a Bakersfield business },our business address - being part of a city where we all work with the best together. customer service of any city around. I will commit to A 1990 Our community enjoys the amenities of a bigger city you that this city will work with you during your per- Ali-America City while retaining the special touches that make small mitting and review processes, not against you. We ... Bakersfield is towns special: band concerts in the park, street fairs, view ourselves as the "Red Tape Busters." Let us a great place to music festivals, diverse shopping, and neighborhood show you how Team Bakersfield can go to work for live and prosper. I schools, you. Our central location provides businesses access to As mayor, I personally pledge the assistance of my all parts of the dynamic California market. It also office to you. means your product can reach literally millions of people from our city's transportation network. Our nearby recreational activities offer relaxation and Bob Price enjoyment after your hard work: whitewater rafting, Mayor skiing, fishing, and such treasures as the Pacific Ocean, Sequoia Park, and the Great California Introduction 01 Market Def'mition 02 Population Characteristics 03 Economic Climate 05 Employment 08 Education' 10 Transportation 12 Utilities 14 Real Estate ~ 16 Public Safety 21 Health Care 22 Quality of Life 23 Media Overview 26 The Bakersfield Californian 27 Kern Economic Development Corp.28 A joint publication of: The Bakersfield Californian Kern Economic Development Corporation with additional funding provided by: The City of Bakersfield © Copyright 1993 by The Bakersfield Californian and Kern ZconomicDevelopment Corporation. Ail rightsreserved. Castle & Cooke Homes, Inc. t extends from the grand Sierra · With a population of over 549,000, and growing at an Nevada and the mojave Desert in annual rate of 3.3%, Kern County offers a large, quality the east to the beautiful farmlands labor force. Numerous community and vocational col- of the Temblor Range in the west leges as well as a California State University, help to -- from the pine-covered Tehachapi Mountains in the prepare well-qualified personnel at all levels. south to the rich agricultural lands of the central San · Two areas in Kern County, Bakersfield and Delano, Joaquin Valley in the north. It's called Kern County have been designated as Incentive Area/Enterprise -- the third largest county in the state of California Zones by the State of California. This designation pro- and 8,172 square miles of some of the wealthiest land vides special tax deductions and credits for companies in America. locating to these areas. In addition, the County offers Kem County accounts for no less than half of 38 industrial parks.' California's entire oil output --. the greatest single oil producing county in the United States. And the farm- land is just as rich. In 1991 alone, Kern County's farm production boasted a value of $1.5 billion, third among agficuhural counties across the United States. From the soil to the sky, Kern County's strength con- tinues. In eastern Kern County, you'll find Edwards Air Force Base -- the world's largest flight test cen- ter. In ever-increasing numbers, companies all across *_-?~_.. _ America are discovering the many corporate advan- ' · Known as "The Affordable California," Kern County tages of Kern County: offers a premium quality of life without the premium · The County provides ideal transportation access price. Beautiful homes in quiet neighborhoods sell for with major north/south, east/west trucking con'idors; less than half the state-wide median. expansive railroad networks with intermodal piggy- We invite you to discover the abundance of Kern back services; and the nation's largest county-owned County for yourself. airport. · DELANO · McFARLAHD MILEAGE DISTANCES BAKERSFIELD From Bakersfield Monterey 224 TAFT A~V'H TEfllCHAPI Los Angeles ] 10 Fresno 107 BAN Fm amN mK Pismo Beach 145 Palm Springs 209 IESNO San Diego 235 Reno 408 Las Vegas 2~ Santa ~arbara 151 Sacramento 272 Sequoia Natq Park 129 San Frafl¢i$¢o 2~ Yosemite Nat'] p~lk ]90 BAKEaS~IELD LOS ANGELES LONG BEACH KERN COUNTY WEATHER (AVERAGE TEMPERTURES) ' Jan. Feb. Ma~/. Apr. May Jun. Jul. Aug. Sept. Oct. Nov. Dec. High 51 67.1 69 81.7 90.9 91.4 94.7 99.4 92.8 82.7 67.7 55.3 Low 36.6 46 48.7 52.1 62.4 ' 63.5 67.8 69.1 62.5 56.8 43.7 37.7 Average number of days of sunshine per year: 223 Average number of partly cloudly days: 86 Rainfall totals for the past five years: 1988-4.52" 1989-2.88" 1990-3.51" 1991-6.50" 1992-8.40" Source: National Weather Se~w'ice KERN COUNTY METROPOLITAN BAKERSHELD as defined in the 2010 General Plan Area Source: Kern Council of Governments Not to scale INCORPORATED CITIES OF KERN COUNTY Arvin Delano Ridgecrest Tehachapi Bakersfield (County Seat) Maricopa Shafter Wasco California City McFarland Taft I ',~ anumy 1, 1993 California had a population of more than 31.5 million. The California State Department of Finance projects the state will have over 63.3 miil'ion residents by the year 2040, more than doubling the current population. Kern County's population is predicted to grow from the present 603,000 to nearly 2 million over the same period. The population increases will be distributed throughout local communities in Kern County resulting in increased economic opportunities. Bakersfield, the county's largest city, is projected to grow at over 3.5% per year for the foreseeable future. K co ,s ....... ],057,700 1,000,000 802,000 800,000 637,845 718,600 600,000 549,800 ~ I I 400,000 200,000 I I I I I oL I [ I I I. I I I 1990 1995 2000 2005 2010 KERN COUNTY POPULATION & HOUSING GROWTH 1980 1985 1990 1991 POP HH POP HH POP HH POP HH Kern County 403,089 155,702 471,645 177,778 543,477 198,636 560,562 202,710 Metro Bakersfield 227,968 84,432 269,691 99,885 329,106 119,366 337,613 122,433 Arvin 6,863 2,036 7,894 2,252 9,286 2,450 9,381 2,458 City of Bakersfield 105,611 42,761 138,631 55,363 174,820 66,175 180,652 67,320 California City 2,743 1,128 3,096 1,236 5,955 2,384 7,196 2,884 Delano 16,491 5,135 18,795 5,808 22,762 6,482 23,335 6,572 Maricopa 946 360 1,244 498 1,193 438 1,219 442 McFax-land 5351 1,465 6,217 1,700 7,005 1,747 7,298 1,750 Ridgeerest 15,929 6,677 23,013 9,105 28,295 11,249 28,675 11,483 Shafter 7,010 2,432 7,535 2,689 8,409 2,641 9,459 2,917 Taft 5,316 2,387 6,073 2,556 5,902 2,370 5,974 2,366 Tehachapi 4,126 1,602 4,409 1,705 5,791 2,430 5,961 2,495 Wasco 9,613 3,164 11,084 3,645 12,412 3,579 12,667 3,620 Unincorporated 223,290 86,555 243,654 91,221 , 261,647 96,673 268,745 98,403 1992 1993 POP HH POP HH POP= Population Kern County 584,086 206,807 602,954 210,928 HH= [~o.seholds Metro Bakersfield 349,301 126,647 361,392 131,005 Arvin 9,543 2,472 10,145 2,605 City of Bakersfield 188,251 68,881 195,771 70,784 California City 7,925 3,154 8,601 3,288 Delano 24,772 6,786 25,775 6,992 Maficopa 1,231 444 1,261 445 McFarland 7,420 1,754 7,574 1,770 S ....... U.S~ Census B ...... C',difomia State Departmenl of Finance, Kern Ridgecrest 29,313 11,640 29,931 11,777 County Planning and Developraent Shafter 10,133 2,951 10,676 3,074 Servi ..... d Kern Council of Governments. ~raft 6,545' 2,367 6,621 2,367 Note: Incorporated cities and unincor- Tehachapi 6313 2,541 6,692 2,726 porated equal Kern Count}, Total. Metro Wasco 17,057 3.681 17,460 3,727 Bakersfield i,~&&s City of Bakersfield Unincorporated 275,783 100336; 282,447 101,373 ~,,d ......... tlng unincorporated area. KERN COUNTY POPULATION & HOUSING PROJECT~©NS ]995 2000 2005 2010 POP HH POP HH ---POP~------I~H-- - ] [POP HH Kern Cotmty 563,343 237,581 802,000 288,839 912,269 331,612 ~1,037,700 379,316 Metro Bakersfield 393,485 142,569 465,022 169,082 513,320 186,955 567,314 206,669 Arvin 10,536 2,705 11,863 3,046 13,226 3,396 14,674 3,768 City o£ Bakersfield 209,081 75,596 244,882 88,541 280,682 101,485 316,483 114,429 California City 9,741 3,724 14,800 5,658 20,665 7,900 27,464 10,499 Delano 27,297 7,405 31,645 8,584 35,804 9,713 40,017 10,855 Maricopa 1,406 469 1,539 543 1,693 597 1,871 660 McFarland 8,131 1,900 9,371 2,190 10,801 2,524 12,449 2,909 Ridgecrest 35,249 13,869 44,988 17,702 54,734 21,536 65,007 25,578 Shafter 11,593 3,338 13,673 3,937 16,125 4,643 19,017 5 476 Taft 6,912 2,471 7,533 2,693 8,210 2,935 8,949 3,199 Tehachapi 6,975 2,841 8,902 3,626 11,093 4,519 . 13,663 5,566 Wasco 18,000 3,842 20,266 4,326 22,596 4,823 25,070 5,351 Unincorporated 318,422 119,392 392,538 147,993 436,640 167,541 493,03~6 1~91,02~ 4~ Source: U.S. Census Bureau, California State Depari_ment of Finance. Kern County Planning and Development Sen, ices and Kern Council of Governments Note: Incoq~}rated cities and unincoq)orated equal Kern County Total. Metro Bakersfield includes City of Bakersfield and sun'ounding unincorporated area. Bakemfield is the 13th most populous city in California. , Bakersfield is the 97th most populous city in the United States. * Kern County is the 15th most populous county in California. ·Kem County is the 68th most populous county in the United States. Source: Statistical Abstract of the United States, 1992 KERN COUNTY METRO BAKERSFIELD KERN COUNTY METRO B/KERSF1ELI~ TOTAL ADULTS 389,722 100% 229,765 100% MARITAL STATUS SEX Never married 174,358 36% 109,034 37% Male 195,220 50% 111,171 48% Man'ied 238,874 49% 134,405 46% Female 194,502 50% 118,594 52% Divorced/widowed/separated 76,026 16% 48,753 17% PEOPLE/HOUSEHOLD RACE 1 39,582 21% 25,019 22% White 342,300 63% 210,740 . 63.70% 2 56,510 30% 33,850 30% Hispanic 150,558 27.70% 87,037 26.30% 3-4 62,578 33% 38,817 34% Black 28,927 5.30% 21,739 6.60% 5 or more 30,130 16% 16,729 15% Asian ' 14,566 2.70% 7,084 2.10% AGE American Indian 6,061 1.10% 3,874 1.20% Other 1,065 0.20% 615 0.20% under 6 37,147 12% 39,950 12% Source: Kern Council of Governments, 1990 Census Data 6-17 112,612 29% 66,143 29% 18-24 55,532 10% 32,992 10% 25-34 99,318 17% 58,769 17% 35-44 84,176 15% 50,907 15% 45-64 39,865 7% 22,343 7% 65 plus 56,037 10%. 32,400 10% Sour~-.e: Urbar & Associates, 1992 Market Study Claritas/NPDC 1992 Recently, Bakersfield MSA (Kern County) was recognized as the second fastest growing city in the nation through 1996, drawing much attention to the area from potential business and industry. A major factor in the projected growth is the affordability of housing, rated the most affordable in the state. Even through the recession, the Kern County economy has continued to thrive and outperform the state. In 1991, Kern County tax payers reported income approaching $6 billion, a 27.8% increase from 1988. Kern counn"s uOUsING most aeeor a Le In caueornu $300,000, 200,000 & j I-- --'~l---L~r. 15o,ooo,__ 1992 ~ ~urce: Califo~ia Association o[ Reaho~ HOME OWNERS VS. RENTERS 1992 Housing Units Owned/Rented for Kern County 1992 Housing Units Owned/Rented for Bakersfield City Zone Base: 1992 Households (189,039) Base: 1992 Households (114,505) Owner-Ocupied Renter-Occupied Owner-Ocupied Renter-Occupied __Jt'Hs __.llHs __~HHs __.HHs 112,526 59.5% 76,513 40.5% 66,752 58.3% :47,753 41.7% Source: Claritas/N?DC 1993 A.CCRA COST OF LIVING INDEX 1992 Composite Index Housing Utilities Transportation Health Care Bakersfield/Kern County 115.50 116.00 105.10 109.50 119.40 Long Beach/Los Angeles 131.70 187.90 82.90 118.00 135.2(I Palm Springs 123.10 136.60 113.60 121.80 133.90 Riverside City/San Bemardino 118.20 146.80 86.50 113.00 129.9(} San Jose/Santa Clara* 135.60 234.80 90.30 104.40 154.60 San Francisco** 144.50 259.60 81.10 124.70 109.80 The cost of hiving index measures relative price levels for consumer goods and services in 'participating areas. *Accra Cost of Living Index 1991 **Accra Cost of Living Index 1989 EFFECTIVE BUYING POWER TOPIC ($000) CA RANK U.S. RANK Total Retail Sales for Kern County 3,816,311 14 98 Total EBI for Kern County 7,448,318 14 94 Median Household EBI for Kern County 30,852 33 130 Total EBI for Bakersfield 4,456,000 -- -- Median HouseholdEBI for Bakersfield 32,405 -- -- Soume: Survey of Buying Power Igrorn Sales and Marketing Management Note: EBI= Effective Buying Income, 1992 H OUSEHOkD INCOME KERN COUNTY METRO BAKERSFIELD INCOME TOTAL ADULTS % OF TOTAL INCOME TOTAL ADULTS % OF TOTAL $100,000+ 7,964 4.21% $100,000+ 5,495 4.80% $75,000- $99,999 10,211 5.40% $75,000 - $99,999 6,522 5.70% $50,000 - $74,999 30,423 16.09% $50,000- $74,999 19,045 16.63% $35,000- $49,999 33,971 17.97% $35,000 - $49,999 20,451 17.86% $25,000- $34,999 29,566 15.64% $25,000- $34,999 17,580 15.35% $15,000- $24,999 34328 18.05% $15,000 - $24,999 19,396 16.94% under $15,000 42,807 22.64% under $15,000 26,016 22.72% Soma:e: Claritas~PDC 1992 · No Local Income Tax · No Utility Tax · No Inventory Tax State Corporate Income Tax Corporations deriving income in California are subject to either: (1) the Residential, real property, vacant land, commercial mid rental properties are all hank and corporation franchise tax, or (2) the corporation income tax. assessed at i% of their current value. ~:>-~ Both taxes are levied at a rate of 9.3 percent of net income from California Ret,~l Sales Tax sources. In addition to the 9.3 percent ~ax rate, banks and financial insti- Sales Tax in California is 7.25%. Of this, the state receives 6%, the city and tutions are subject to an additional tax of up to 2 percent, which is county share 1%, and the other .25% is allocated for mass transit funding. imposed in lieu of business and personal property taxes. There is no state sales tax on prescription medicine and food products. Alcoholic Beverage License and Taxes Gasolhre Tax Anyone engaged in the production, distribution or handling of alcoholic State gas tax is 16 cents per gallon. All gas taxes are allocated to street and beverages must be licensed by the Dep~ment of Alcoholic Beverage highway improvemen!s and mass transit. Control. Average license fees range from $35 to $600. Automobile Tax In addition, sales of alcoholic beverages within the state are subject to There is a basic registration fee of $27 plus a $1 Califomia Highway Patrol fee excise taxes which am imposed on a per gallon basis: beer $.04, distilled . which applies to all vehicles indu~!ng privately-owned pick-up trucks and. spirits $2.00-$4.00, dry wine $.01, and sparkling wine $.30. motorcycles. An additional $10.00 service fee is charged for the first registra- · Cigarette Tax tion cfa vehicle previously registered out of state, as well as new vehicles pur- The state cigarette tax is $.35 per pack of twenty cigarettes. The tax is chased out of state. A vehicle license fee amounting to 2% of the market value imposed upon distributors who must file monthly returns. However, these of the vehicle is determinrd by the Department of Motor Vehicles at the time of distributoi,s are given an allowance of up to .85 percent of the tax as reim- registration. bursement for meter and stamp costs. California law 'also requires the inspection of a vehicle's emission contrel system Property Tax upon original registration, biennially upon renewal of registration, or upon The valuation of real and personal property is fixed by county assessors, change of vehicle ownership. Source: Tax Profile, The California Dept. of Commerce, 1991; Updated 11/93, KEDC. KERN COUNTY FINANCIAL INSTITUTIONS Antelope Valley Bank Community First Bank Keru Federal Credit Union Sierra National Bank Bank of America Downey Savings Kern Schools Federal Credit Union Taft National Bank Bank of California First Interstate Bank Mojave Desert Bank Union Bank Bank of Stockdale Glendale Federal Bank Paramount Savings Bank United Savings Bank California Federal Bank Great Westem Bauk San Joaquin Bank Valley Fede~al Savings Chevron Valley Credit Union Home Savings of America Sanwa Bank C',difomia Wells Fargo Bank *Does not include all credit unions. TAXABLE RETAIL SALES (TAXABLE TRANSACTIONS IN THOUSANDS OF DOLLARS) TYPE OF BUSINESS 1992 TYPE OF BUSINESS 1992 Apparel stores group 105,533 Household appliance dealers 61,068 Women's apparel 31,619 Second-hand merchandise 5,595 Men's apparel 5,652 'Farm implement dealers 74,162 Family apparel 43,385 Farm & garden supply 75,190 Shoe stores 24,877 Fuel & ice dealers 10,218 General merchandise 596,782 Building material group 194,728 Limited price variety 15,374 Lumber & building materials 142,371 Department and dry goods 339,704 Hardware stores 16,952 Drug stores 98,644 Plurahing & electrical supplies 18,462 Other general merchandise 143,060 Paint, glass, wallpaper 16,943 Specially stores group 154,846 New & used motor vehicle dealers 385,010 Jewelry i8,609 Automotive supplies & parts 89,386 Office, store, school supplies 48,323 . Service stations 411,118 Other specialty stores 87,914 Trailers, boats, etc. 35,076 Food stores 170,870 RETAIL STORES TOTAL ~$3,079,457 Packaged liquor stores 26,287 Business & Personal Services 180,600 Eating & drinking 351,419 All other outlets 1,390,578 Household & hotne furnishings 53,043 TOTAL ALL OUTLETS $4,650,635 Source: State Board of Equafiza~ion]Kem Com~cil of Goven~menls p ..ETROLEUM PRODUCTION NAT'L GAS MCF NAT. GAS TOTAL VALUE OIL BARRELLS OIL VALUE 1991 164,390,676 $369,879,000 232,003,939 $2,784,047,001 1992 111,378,502 $206,050,000 222,629,192 $3,116,809,001 Source: Kern Count}, Assessor's Office AGRICULTURAL ACREAGE & RETURNS TOTAL ACREAGE TOTAL VALUE (Crops) TOTAL VALUE (Livestock) TOTAL RETURNS 1991 769,614 $1,521,542,000 $89,696,000 $1,611,238,000 1992 780,880 $1,547,215,000 $105,809,000 $1,653,024,000 Source: Ken', County Agfe'atturat Curan~tssinner Krn County's economic base and labor force has traditionally been driven by agriculture and mineral extraction. Diversification of the !ocal economy has been underway for years and continues today. Over the next five years, population growth and diversifica- tion will result in major job growth in the areas of health care, business services, construction, retail and food processing. Agriculture continues to be the largest employer in the county. By 1996, services will be the largest non-agriculture employer. M^ioR F_ iptov[p,s KtRN couNn' (1 O0 oR CIVILIAN MILITARY TOTAL Zond Systems, Inc. 200 Edwards Air Force Base 9,655 4,741 14,396 A T & T 188 Naval Air Weapons Station 5,000 1,000 6,000 General Production Services 180 County of Kern -- -- 7,325 General Electric Company 175 City of Bakersfield -- -- 1,334 Contel of California 166 Kern County Public Schools -- -- 11 700 Excel Mineral Company, Inc. 160 Bear Creek Production 1,800 ARB, Inc. 422 California Portland Cement 151 Mike Yurosek & Son, Inc. 1,700 The Bakersfield Californian 415 Cai-Arvin Farms 150 Kern Medical Center 1,500 Premier Packing 400 Sunny Farnrs 150 Mercy Hospital 1,400 Southern Pacific 400 Calcot, Ltd. 150 Gfimmway Farms 1,400 Johnson Controls World Services Inc. 400 -Time Warner Cable 150 California Con'ectional Institution Frito-Lay, Inc. 400 R.L Morton Welding 150 at Tehachapi 1,400 California Production Service 400 King-Pak Farms, Inc. 150 Greater Bakersfield Memorial Hospiial 1,200 Grimmway Frozen Foods 350 Unocal 150 Wtn Bolthouse Farms, Inc. 1,200 Occidental International Exploration Kern Valley Packing 140 Chevron USA 1,050 & Production Company/Oxy Inc. 350 Evy of California 135 Dole Fresh Fruit 1,000 Gray Drilling 350 Hall Ambulance 131 Shell Exploration & Production, Inc.1,000 Rain For Rent (Western Oilfields Supply) 350 Consolidated Fiberglass Products Inc. 130 Sun World 1,000 Ridgecrest Community Hospital 346 Santa Fe Railway 130 Wasco State Prison 1,000 Mobil Chemical Corporation 300 Tracor Flight 130 Giuman'a Vineyards 900 Bidart Brothers 300 Rimwood International Corp. 130 I Pandol & Sons 800 Kern Ridge Growers 260 Boron Prison Camp 130 U.S. Borax 800 Stephen Pavich & Sons 250 Berry Petroleum Company 128 San Joaquin Hospital 780 Wong-Sill, Inc. 250 Calaveras Cement Company 127 Bechtel Petroleum, Inc. 700 Paramount Farming 250 Tejon Farming 125 Paramount Farms 600 D.M. Camp & Son ~50 Granite Construction Company 120 Pacific Gas & Electric Company 550 Bakersfield Regional Rehabilitation Hospital 250 Rand Mining Company 115 Bakersfield ARC 550 Pepsi-Colfi/Dr. Pepper Bottling 242 Taylor Packing 110 Arco Oil & Gas Company 525 Freymiller Tracking, inc. 225 Memorial Center 105 Nestle Dairies 517 Kern Valley Hospital 220 Sun World, Inc. 100 Texaco USA 500 Tejon Ranch & Fatxning 210 Kundart Bros. Farms, Inc. 100 Delano Regional Medical Center 500 Good Samaritan Hospital 210 Califmit Green Valley Growers & Packers 100 Delano State Prison 450 Castle & Cooke 210 Belridge Farms 100 Grimmway Farms 450 Richardson Farms 210 National Cement Company 100 Pacific Bell 438 Witco Corp. (Golden Bear Div.) 209 Johnston Farms 100 Mobil Oil Exploration & Producing 425 Paramount Citrus, Inc. 200 Owens Corning 100 *Retail Outlets Excluded Source: Kern County Board of Trade April 1993; Updated 11/93, KEDC. EMPLOYMENT PROJECTIONS BY INDUSTRY FOR KERN COUNTY INDUSTRY AVERAGE AVERAGE ABSOLUTE % 1992 1996 CHANGE CHANGE Total Agriculture 210,300 N/A N/A N/A Total NonagTicuhure 174,000 190,000 16,000 9.20% Mining 12,000 15,400 3,400 28.33% Construction 9,100 12,200 3,100 34.07% Manufacturing 10,600 11,900 1,300 12.26% Durables 5,900 6,500 600 10.17% MaChinery and Electrical Equipment 900 1,200 300 33.33% Other Durables 3,000 2,700 -300 -10.00% Transportation Equipment 2,000 2,600 600 30.00% Non-durables 4,700 5,400 700 14.89% Food and Kindred Products 1,900 2,000 100 5.26% Chemicals and Petroleum 1,100 1,100 0 0.00% Other Non-durable Goods 1,700 2,300 600 35.29% Transportation and Public Utilities 8,600 .8,700 100 1.16% Wholesale Trade 8,100 7,900 -200 -2.47% Retail Trade 33,500 37,300 3,800 11.34% Finance, Insurance and Real Estate 5,800 7,600 1,800 31.03% Services 40,500 45,700 5,200 12.84% Government 45,800 43,300 -2,500 -5.46% Federal 12,100 10,800 -1,300 -10.74% State & Local 33,700 32,500 -1,200 -3.56% Soume: State of California EmpLoyment Development Dept. 'Labor Market hffqrmation Division MEAN HOURLY EARNINGS OF SELECTED OCCUPATIONS OCCUPATIONS KERN COUNTY Sacramento Oxnard LA/Ventura San Jose San Francisco Receptionists 6.04 8.27 9.16 9.25 10.13 10.41 Secretaries 7.24 10.78 12.43 11.08 11.48 11.01 Word Processors 9.23 10.36 12.35 12.45 9.52 11.06 Key Entry Operators 9.24 8.08 10.91 9.13 8.95 9.24 Computer Operators 8.20 9.98 13.58 11.13 12.03 1'1.85 Drafters 11.91 13.78 12.07 10.18 12.93 15.52 Electronic Technicians ] 10.28 15.34 13.49 15.71 10.52 18.02 Maintenance Electricians 16.38 17.17 15.74 19.31 20.65 25.28 Maintenance Machinists 13.68 18.06 15.69 18.26 18.70 N/A Maintenance Mechanics 14.40 15.81 15.88 17.58 18.54 18.93 Motor Vehicle Mechanics . 12.00 16.15 16.96 18.19 18.44 18.86 General Maintenance 8.28 10.27 9.13 11.47 11.89 10.52 Truck Drivers, I 10.73 13.47 14.13 12.49 14.01 15.72 Truck Drivers, II 8.27 13.42 11.14 13.05 11.96 15.63 Material Handling Laborers 6.61 8.38 6.55 6.64 10.11 11.61 Forklift Operators 8.73 13.09 9.10 12.95 !0.17 15.81 Guards 5.50 6.89 6.00 6.89 7.96 . 7.01 Shippers/Receivers 8.14 9.97 9.43 10.80 10.24 11.70 Warehouse Workers 7.53 12.65 11.63 11.55 11.19 10.52 Source: Bureau of Labor Statistic & Employem' Training Resource, 1992,1993 Education in Kern County is experiencing an unprecedented boom at every grade level. Construction of five new campuses for grades K-6 and four new high schools is planned. Aside from the primary education schools, Bakersfield also offers a junior col- lege, state university, and various vocational schools. KErN COUNTY SCHOOLS TOTAL SCHOOLS NUMBER OF STUDENTS EDUCATIONAL DEMOGRAPHICS .... Elementary Schools 136 74,729 EDUCATION ~ COUNTY METRO BAKERSF1EI,D Junior High/Middle Schools 30 19,989 Less than High School 48,744 15% 21,998 11% Senior High Schools 43 32,407 Some High School 58,523 18% 34,867 1.8% Ungraded 2 181 High School Graduate 83,876 25% 48,461 25% Totals: 211 127,306 Some College 98,048 29% 61,687 31% Source: CBEDS 10/92 College Graduate 44,999 13% 29,760 15% KERN COUNTY SCHOOL DISTRICTS TOTAL SCHOOLS NUMBER OF STUDENTS TOT_AL SCHOOLS NUMBER OF STUDENTS Alwin Union 3 2,009 Pond 1 164 Bakersfield City 35 26,340 Richland-Lerdo 4 2,436 Beardsley 3 1914 Rio Bravo-Greeley1 562 Belridge 1 60 Rosedale Unioa 4 2,421 Blake 1 12 Semitropic 1 162 Buttonwillow I 421 South Fork 1 402 Caliente 2 109 Standard 4 2,528 Delano Union 6 4,695 Taft City 6 2,228 DiGiorgio 1 153 Vineland 2 753 Edison 2 753 Wasco Union 4 2,584 Elk 1 77 Unified School Districts: Fairfax 2 1,170 E1 TeNon Unified 3 1,250 Fruitvale 4 . 1,494 Maricopa 2 485 General Shafter 1 135 McFarland Unified 6 2,533 Greenfield 7 5,141 Mojave Unified 7 2,997 Kernville 3 1,179 Muroc Unified 9 2,875 Lakeside 1 451 Sierra Sands Unified 13 6,935 Lament 4 2,476 Southern Kern Unified 5 2,738 Linns Valley 1 109 Tehachapi Unified 8 4,854 Lost Hills 2 418 High School Districts: Maple 1 209 Delano 3 2,357 McKittrick 1 39 Kern Union 19 22,020 Midway 1 154 Taft Union High 2 1,030 Norris 3 1,257 Wasco Union High 2 1,220 Panama-Buena Vista 16 11,015 Source: CBEDS 10/92 H IGHER, EDUCATION CALIFORNIA STATE UNIVERSITY BAKERSFIELD Opened in 1970, this is one of the newest campuses in the State University system, port of arlvanced research than any other CSU campus, an extraordinary anoom- receiving its university status in December 1988. With an enrollment dover 5,300 plishment for an institution of its size. students, CSUB offers extensive bachelor and master degree programs and extended study programs for community enrichment. The School of Arts and Sciences has the During the 92/93 school year, there were 659 Bachelor Degrees and 262 · most students, followed by the School of Business, Public Administration and the Masters Degrees awarded. i, School of Education. ;;·,:; In cooperation with the Kern High School District and the Greater Bakersfield CSUB is a distinguished institution recognized for the excellence of its faculty, the Chaarber of Commeme, CSUB developed Cm'eer Beginnings, a p%,-ram giving quality o£ its academic programs and the accessibility of the faculty to students, high risk students the opportunity to work for local businesses while completing Mom than 80 percent of the tenured faculty hold doctoral degrees tn their fields ofhigh school. This very successful program ranks tops in the country. study. Moreover, CSUB faculty win more grants and fellowships per capita for sup- KERN COMMUNITY COLLEGE DISTRICT Tile Kern Conmmnity College District is the largest commmtity college district in California. Tile population it serves is over 600,000. Bakersfield College Founded in 1913, Bakersfield College is one of the oldest continually operated corn- The College offers educational progrmns at other locations llunugh its Southern, leto munity colleges in the nation. Bakersfield College contributes to the educational and River Valley, and Northern Extensions. The Southern Extension Progrmn serves cultural needs of the region with outstanding academic programs and a host of cultural communities of Edwards Air Fome Base, Mojave, Boron, and California City. The events, including dramatic productions, dance and music recilals, nationally Northem Extension Pmg~m serves the communities of Bishop, Mannnoth Lakes, Big acclaimed speakers and art exhibits. Pines, Lone Pine, Indepondence and Death Valley as well as a nun~er of other loca- tions. The Kern River ~, 'alley' Extension serves the communities of Lake Isabella, Baketstield College offers short tern~ courses for career advancement mid associate degrees in Kemviiie, and Weldon from facilities l~cated in lake Isabella. arts mid sciences. The average student population per semester is 12,000. Current growth projections indicate mr e~m[hnent of 18,000 students by tile year 2000. %e college is very These extension programs are smaller, more perso~ized centers that offer the s:nne active in the private indust~ and has developed i~movative customized training in tlie areas of ' coursework available at the Main Can~pus but desigmed in a way to meet local corn- criminal law, management training, child development, nursing, CAD/CAM, computer lute- muulty needs. grated man~actming (CIM) and CNC training. Taft College Tile College is building a branch campus to sen,e the soufl~west portion of the commtmlty, Taft College is nestled among rolling hills at the southwest edge of Kern expected to open by 1995. The cm]apus.;vill be located in Bakersfield on the northeast cok County. It is one of the smallest campuses in the California Community College ncr of Buena Vista and Pauama l~mes on 163 acres, system, but its size is one of its most important assets. The student-faculty ratio is among the best in the state. Cerro Coco Community College, Ridgecrest Cerro Ceso Co~mntmity College evolved dom and was an extension of Bakersfield College. It is a The college is fully acoredit~ by tbe Western Associations of College and comprehensive cbnuntufiiy college located hi Ridgecrest, sewing file eastem Kem Count).,legions. Un!versities mid offers a diverse academic pmgam that features college transfer cur- The college is devoted to serving its communities will~ educatior~ programs of quality and excel- riculum to fulfill lower dMsion ~luirements, occupational curriculum to provide.job lence, preparation, and certificate pmgrms in specific study areas. VOCATIONAl/SPECIAL INTEREST There are numerous business, trade and vocational schools in tile area, rauging in studies Bal' and approved by the Slate Department of Education. Other schools include ~'mm business to oil, tracking to cosmetology. Many of these schools take advantage of Galen College, San Joaquin Valley College, Santa Barbara Business College, nearby industries to provide mining with work placement programs avallal)le. California Wauerson College, Weiii Institute, CareerCom, Employers' Training Resource and Pacific School of Law has a cmnpus in Bake~'sfield. It is registered by the California State others. EMPLOYERS' TRAINING RESOURCE Employers' Training Resource is a local agency that provides vocational training and array of programs that train anti employ youths and adults. By effectively bringiug job placement. They have persom~el consultants that help companies detemfine spe- togelher pul)lic and private inlerests, the JTPA program provides thousands of peo- cific recruiting mid training needs, pie a chance to significm~tly change their lives while p~oviding local businesses vAth the quality worl¥oree thby need. The Jo}> Training Partnership Act (JTPA) program provides federal funds for a vast Kern County provides a central location for companies that require clear access to California and natural markets through a sophisticated transportation network of fully developed federal, state and local highway systems; trucking ser- vice; rail/inte~modal services; commercial and private air facilities; mass transit capabilities; overnight courier service; and high speed rail. Kern ~(Thk.~ Saqameat, County/Metropolitan Bakersfield is a strategical transportation hub-centrally s0, F~n located in California, with sixty percent of California's population to the south. Kern County hosts a major freeway system with convenient cmTidors through the state and ~ across the country. Highway 99 and Interstate 5, running north/south, cover the entire 5nntuia~ west coast meeting at Interstate 80 in Sacramento. Highway 99 connects with Highway 46 which provides access to the central coast. Highway 58 runs east/west and connects with Interstate 40, which provides excellent access to Arizona, Nevada, Utah and other major eastward markets. Interstate 80 and 40 are the main corridors across the United States. TRUCK TRANSIT TIME FROM BAKERSFIELDt CALIFOI~N~A Sand Kern County is centrally located in California, which assures short travel tithes to all markets. Metropolitan Bakersfield is 116 miles north of Los Angeles, 286 miles south of San Francisco, 284 riffles west of Las Vegas, and 140 miles east of the Pacific Ocean. One Day Transit Two Day Transit Reno, NV 418 miles Seattle, WA 1049 miles Portland, OR 871 miles Phoenix, AZ 479 miles Kalispell, MT 1302 miles Boise, ID 833 miles Sacramento, CA 281 miles Missoula, MT 1.181 miles Albuquerque, NM 803 miles Las Vegas, NV 284 miles Billings, MT 1272 miles Bend, OR 727 miles San Francisco, CA 286 miles Casper, WY 1107 miles Salt Lake City, UT 724 miles Los Angeles, CA 116 miles Denver, CO 1041 miles Klamath Falls, OR 594 miles Fresno, CA 112 miles Yakima, WA 946 miles Ely, NV 522 miles S ......Coat,'act Logistic Sen, ices, 1993 Idaho Falls, ID 930 miles No~.: Mileage is based on highway miles. LiRGE CARRIER AVAILABILIIY There are almost 200 truck can'ier operations in Kern County. Truck can'iers range from commercial to owner-operated services-offering protective trucking (temperature controlled), dry-van trucking, tank trucking, dump trncking and flatbed trucking-with 24 hour dispatching. SUMMARY COMPARISION ORIGIN BAKERSFIELD ORIGIN RENO ORIGIN LAS VEGAS Estimated Cost Difference Destinations % Volmne Miles Cost Miles Cost Miles Cost Southern Cal. 60% 4,376 $10,651 7,760 $6,898 9,044 $11,705 Northern Cal. 40% 2,917 5,023 5,174 9,666 6,030 4,971 TOTALS: 100% 7,293 $15,675 12,934 $16,564 15,074 $16,676 Assumptions: · Rates based on freight of all kinds in truckload. · California rates based on PCTB-22 · Interstate rates based on negotiated single back haul truckload. · Minimum truckload weight= 20,000 lbs. · Classification rating FAK average class 100 - using class 125, glass cut to class 85 - cut bent and tempered - class 70 not bent over 120 inches. · Destinations picked to express a range of mileage points covering the areas involved. · Shipping volume 60% Southem Califomia/ 40% Northem California. · Rates do not include fuel surcharges. Source: Contract Logistic Serdces,.1993 RAIL/INTERMODAL Rail service in Kern County is provided by the Atcheson, Topeka & Santa Fe Railroad and the Southern Pacific Railroad with easy access to every part of the United States. Railway routes in and out of Kern County are equipped to handle heavy tonnage. Companies receiving freight in Bakersfield may be allot- ted a "spur track," where their freight can be held indefinitely; "team tracks" are also available, where freight is loaded into trucks and taken to further des- tinations. Interntodal, or piggyback service, which allows for loads to be carded on flatbed cars, is also available. HIGH SPEED RML Amtrak passenger train travels the length of the Central Valley to the Bay Area and all the way to the Pacific Northwest. A ~najor upgrading of the Amtrak system spanning the valley is planned as the first step in building a high-speed system. AIRPORTS Kern County is served by 13 growing public airports and 4 private airports, in addition to govennnent airports (Edwards AFB and NWC China Lake). Direct commerical flights are available to Dallas, Los Angeles, Sacramento, San Francisco and Bullhead City. Meadows Field, which opened in the late 1920's, is the first county-owned airport in the nation. It is the largest airport in the county, and it exceeds goverment standards for low noise and has an extraordinary number of clear flying days. Meadows Field is a growing and modern facility which has two principal runways that are capable of handling all types of jet . aircraft. The volume of airline passengers moving through Meadows Field increased by 45% during the past decade. NON-STOP FLIGHTS FROM KERN COUNTY iMead~w~ Ffeld Ddsiih~tiSn .... Dail);-i · [Me~ilS:w~ Ffeld - 'Destination - Daily inyokern .... De~th~at~on Daily; American Airlines Dallas, TX 1 United Express San Francisco, CA 7 American Eagle Los Angeles, CA 5 American Eagle Los Angeles, CA 5 Los Angeles, CA 5 United Express Los Angeles, CA 5 Visalia, CA 4 Bullhead City, AZ 1 Sky West Los Angeles, CA 7 Sacramento, CA 2 Source: Kern County Aiq~orts, 1993 MASS TRANSIT Kern County offers alternative means of personal transportation. Golden Empire Transit (GET) provides local bus service throughout Bakersfield, with wheelchair-accessible buses available on all routes. The Kent Rural Transit System (RTS) provides bus service connecting Bakersfield, Lake Isabella and Lamont. All RTS busses are also wheelchair-accessible. Kern County also implements a "Kent Rideshare" program which provides and coordinates ca'rpool and park-and-ride services. OVERNIGHT SERVICE AVAILABILITY Overnight courier services are available to Metropolitial Bakersfield/Ken~ County through counter-to-counter services by major airlines, Greyhound Bus Lines, Package Express, and major package express courier services such as: Airborne Express, Federal Express, DHL, and the U.S. Postal Service. Kern County boasts an abundance of energy resources that guarantees ample supplies of quality electricity and natural gas to its region. Kern County is a net exporter of energy that provides resources to other parts of the state. There are many alternative methods of energy used in Kern County; among them are wind power, co-generation, and hydro-power plants. WAIFR Kern County is the nation's third most productive agricultural county, tion fees, employ rationing, and depend heavily on natural precipita- and retains an abundant supply of water. The quality of water avail- tion, Kern County is abundant in its water resources. Water resources able is great for agricultural, as well as domestic and industrial uses. in Kern County are supplied by an immense underground basin, sever- Commercial water rates in the Metropolitan Bakersfield ama are sig- al water district programs, the Kern River, and two water-importing nificantly lower than in other parts of the state, projects. Bakersfield ha5 purchased the water fights and land of the Kern River which ensures the water needs of the community for future While other areas rely on surface water supplies, impose high connec-residential, industrial, agricultural and recreational growth. COMMERCIAL WATER COST MONTHLY AVERAGE 30,000 CUBIC FT., 10" SERVICE $1,000 $982.90 $800 '$630.00 -''-j $600 $526.59 ~ $581.93 ~ $400 ~$286.00 i ~'~ I I I E $200 KERN CO./ Los Angeles Palo Alto Sacramento San Jose BAKERSFIELD WASTEWATER The goal of Kern County's sewer divisions is to treat, utilize and reclaim serves the area east of Highway 99, is desigued to treat 19 million gal- wastewater to provide an improved environment for its community. Ions per day (MGD) with a present flow of 17 MGD. Plant #3, serving Provisions for future expansion of sewage plants have been developedwest of Highway 99, is designed to treat 12 MGD with a present flow of to meet the growing needs of Kem County. 8.5 MGD. Provisions for future expansion of these plants have been developed. Plant #2 is being expanded from 19 MGD to 28.5 MGD over Tbe Wastewater Division Plant #2 in Metropolitan Bakersfield, which the next 5 years, at a cost of $27 million. (Source: City of Bakersfield) CITY OF BAKERSFIELD WASTEWATER TREATMENT CAPACITY :Plant Capacity (GPD)* ] ' A~,erage Daily Use(GPD)-~ Excess Capacity (GPD) ' .Plant 2 19,000,000 17,000,000 2,000,000 .Plant 3 12,000,000 : :' 8,500,000 3,500,000 · GPD (Gallons Per Da)') (Source: Wastewater Division, City of Bakersfield) S OLID WASTE Refuse pickup and disposal services within'Kern County are provided by uled to meet the needs of the commercial and industrial users; commer- ' - both public/md private waste management systems to commercial, industrialcial gervices featuring bins and commercial cans, with and residential areas. Some of the services available include biweekly pick- bi-weekly pick-up assuring a sanitary and clean working environment; up in residential areas; annual special clean-up program to remove and'dis-and a cardboard recycling program for large commercial and industrial pose of large, hard-to-handle items; large commercial and industrial services clients. featuring compactors and mil-off containment systems, with pick-up sched- (Sour,:e: City of Bakersfield) & GAS ELECTRIC Electricity service for Kern County is supplied by both Pacific Gas & Electric the state daily. Mojave Pipeline Company provides natural gas to heavy (PG&E) and Southem Califomia Edison. The majority of the electricity that industry, enhanced oil recovery, mining, and utility generating facilities these utilities provide Kern County is generated with fossil fuels or hydro- through its 361 mile pipeline that spans from Topock, Arizona to Kern electricity. County. Kern River Gas Transmission Company delivers 700 million cubic feet of Canadian and Rocky Mountain natural gas daily into Natural Gas service for Kern County is supplied by two local gas distribution Southern California Gas, PG&E, and directly connected markets along companies, Pacific Gas & Electric and Southern California Gas Company, its 922 mile system from Kern County to Opal, Wyoming. and two interstate pipelines, Mojave Pipeline Company and Kern River Gas Transmission Company. PG&E serves Kern County customers through three Pacific Gas & Electric offers businesses that are located in designated interstate pipelines from the Southwest and Canada. These pipelines can Enterprise Zones a three-year declining rate discount based on the bring more than 2.9 billion cubic feet of gas into the state daily. Southern energy, demand, and customer usage. California Gas Company's system delivers 2.8 billion cubic feet of gas into (s ...... PG&E/So Cai Gas~lojave Pipeline Company/Kern River Gas V ...... ission) WIND TURBINES Wind turbines generate electricity like other power plants except they do not oxides, and particulates produced by burning natural gas. The Tehachapi emit air pollutants. One third of the 16,000 wind turbines in the state ofwind turbines generate 1.1 billion kilowatt-hours of electricity per year-- California are in the Tehachapi Pass located in ca. stern Kern County. These wind enough to meet the residential needs of nearly 500,000 people. turbines offset the emission of seven million pounds of sulfur oxides, nitrogen (s~: t4e,~ wi,d ~5~ ^~od~tio,,) CO-GENERATION Kern County has virtually the highest quantity of cogeneration plantg in the kilowatts. Much of the energy produced frmn these plants is supplied to state of California, with 50 plants located in various regions of the county, other areas in the state. The total energy output from these co-generation plants is over 1.914 million (s ....... ~'C&E) HYDRO-POWER PLANTS There are several hydro-power plants located within the Kern County' region, power plant in the Rio Bravo area generates approximately 14,000 kilo- A hydro-power plant located at the mouth of the Kern River Canyon, operated watts of ener~. by PG&E, generates approximately 11,000 kilowatts of energy. A hydro- (Sour~: PG&E) TELECOMMUNICATIONS Nearly all major business locations within Kern County are now operating on including voice and data networking, and central office based systems digital communication networks. A fiber.optic link is placed around major such as Centrex and Voice Mail. business areas which insures high quality transmission and introduces new (so ..... Pacific Bell) technology. A full range of fiber optic options are available in Kern County, In the 1980's, soaring land prices and congestion across the state forced This expansion brought new residents into the area at a rate of nearly many businesses to seek better locations. The vast supply of variously zoned 4,000 a year during the 1980's. It also created a need for substantial land for industrial and office development at low market rates attracted new expansion of available office, retail, industrial and residential space. industries as the corporate world discovered the advantages of Kern County's location, climate and work force. The county has since become home to light- Today, Kern County and Metropolitan Bakersfield are among the fastest manufacturing companies, such as Frito-Lay and Nestl6. growing areas in the nation. GENERAL REAL ESTATE A number of factors have made an important contribution to real estate activi- KERN COUNTY BUILDING PERMIT GROWTH ty in the Kern County area: plentiful land and affordable housing; abundant YEAR DWELLING TOTAL TOTAL and affordable office and industrial space, allowing for more ahernatives in Dwelling Permits Total Permits Valuation site selection; large labor force with a strong work ethic and wages lower than 1980 8,995 $253,641,714 the nationM average; strategic location and proximity to Southern Cafifornia 1981 8,077 241,299,874 and the San Francisco Bay Area marketplaces; and 1982 2,639 8,947 399,424,047 civic leaders' favorable attitude towards responsible growth and 1983 4,440 9,023 472,490,156 econotnic development. 1984 6,003 . 9,186 494,719,870 s ....... Castle&CookeH ...... I .... 1985 6,127 8,999 611,955,150 1986 5,188 9,261 562,097,291. 1987 5,069 8,800 509,711,955 1988 4,953 7,873 516,520,261 1989 3,138 9,124 702,887,360 1990 4,299 10,219 737,723,061 1991 3,398 8,830 587,822,489 1992 4,392 9,087 553,675,562 Source: County Buildi.g Inspection Dept., and Kern County Board of Trade COMMERCIAL LAND Kern County has an abundant supply of properly zoned land with exist- offered in Kern County to suit most a~y requirement. ing utilities for all commercial uses. The average cost of improved industrial land is $1.50 to $2.50 per square foot. However, prices in some areas of the count}, can be lower than $.50 per square foot and sometimes free-based on the employ- ment potential and value of the pro- ject. An average cost for improved office land ranges from $8.00 to $15.00 per square foot, with retail land prices ranging from $4.00 to $27.00 depending on the size of development. In addition to the numerous parcels of land, there are 35 existing Industri',d Parks with approximately 5,580 acres available. Parcel sizes range from .5 to 130 acres and zoning is available for uses from light industrial (M-i) to heavy manufacturing (M-3). Some parks in Kern even have the ha'd-to- find combination of M-3 zoning and rail. A wide variety of amenities a'e I NDUSTRIAL Kern Comity represents the best of what California has to ofl}~r;, affordable land, an During the fiat six months of 1993, tile al~Olption of industrial buildings abm~dant and qualified woddorce, excellent distribution pattern, and a cooperative ^heady exceeds the total for 1992. Tiffs })re^ks the trend of declining ~sorp- city and county government. These pm-business quahfies, combined with fion over the last t}nee years. Vacancy rates for the entire market are down California's recent ettbrts to become more competitive, make Kern Cotmty a stoat fi'om last year to 6.1% with a total industrial base of 19,939,581 square fect. choice for business. According to John Ritchie, Industrial Specialist with CB Commercial, "1994 Recent validation of this story is the grotmdbreaking of Elk Corporation's $30 million will continue on a positive trend as the above facilities come on line. roofing material manufacturing plant. Other facilities recently corapleted include the Absorption of land and buildings is greater than this time last year and them Bureau of Land Management (56,000 square feet) and U.S. Cold Storage (90,000 me several larger users considering Kern County for future ex[kamion." square feet). Sears, Corer^ark and All Nippon Airways all completed construction and opened for business last year. These t:acilities, when complete, will provide over 800jobs for Kern Corny. S~urce: CB Commercial Real Estate Group, lac.- Industrial Departmem INDU .sTrlAL LAnD & BUILDING aBsoretlon/metro B^KermeLD LAND ABSORPTION BUILDING ABSORPTION !Type 1989 1990 1991 1992 1993 1990 1991 1992 1993 3rd Quarter !lst Quarter. 274,919 270,712 231,413 535,035 :Raw 1,044.54 299.93 i23.45 :2nd Quarter 174,354 240,638 135,831 307,110 !Finished 34.36 75.09 43.17 ~.3rd Quarter 255,192 111,054 83,363 255,845 4th Quarter 240,799 104,457 189,532 .TOTAL 124.54 131.52 1,078.90 375.02 166.62 !TOTAL 945,264 726,861 640,139 1,097,990t ISource: CB Commercial Real Estate Group, Inc.- Industrial Department [NDustmaL 8^se & ^va LAmtltv/metro BaKersmLD ' B~S~; ............... ~,gia-~t,a. ilILi'¥ .......... UNGE~ CO-N~ru(~TiO~ Metro Bakersfield Metro Bakersfield Metro Bakersfield Unit Size Range #BLDGS SF Base #BLDGS SF Base 0-5K 512 3,615,632 127 318,782 8.80% 0 0 5-10K 337 3,190,728 35 275,516 8.60% 0 0 10-20K Concrete tilt-up 18 350,909 4 71,498 20.40% 0 0 Others 154 2,298,760 9 129,594 5.60% 0 0 20-50K Concrete tilt-up 16 591,000 2 '77,800 13.20% 0 0 Others 75 2,366,042 4 145,750 6.20% 0 0 50-75K Concrete tilt-up 2 206,000 1 63,000 30.60% 0 0 Others 10 811,472 2 128,772 15.90% 0 0 75-100K Concrete tilt:up 3 251,000 0 0 0.00% 1 90,000 Others 5 433,600 0 0 0.00% 0 0 100K and UP Concrete tilt-up 6 1,304,550 0 0 0.00% 0 0 Others 14 4,519,888 0 0 0.00% 0 0 TOTAL: I 0-10K 849 6,806,360 162 594,298 8.70% ~ Concrete tilt-up 45 2,703,459 7 212,298 7.90% 0 0 " Ottiers 258 10,429,762 15 404,116 3.90% 0 0 iT_0T~A?~: .............. _121__52- .... ?,_9_ 3__9,5 8___1_ Source: CB Commerc al Real Estate Group, lac.- Industrial Depanmeat INDUSTRIAL PARKS KernCo~mtylndustriAParks TotalAcrcage VacantAcrcage ParcdSizes LcaseSalcsP~ce/Sq. Ft. Rail Zoning LocafionofPark Melro Bakersfield Area: Airport Commerce Center 239.00 239.00 .6-120.00 $1.80-$2.00 N M-2PD Airport & Seventh Standard Bakersfield Airport Business Center Phase I 212.50 14.30 .8-6.3 2.30-2.85* Y M-2PD Hwy 99/K.C. Airport Bakersfield Airpo~l Business Center Phase II 100.00 100.00 2.6-76 2.00-2.85* N M-2PD Hwy 99//K.C Airport Bakersfield BusJnessport 40.00 40.00 .5-5.0 .24 sf lease N M-3 Union Ave & Planz Rd Breckenridge Industrial Development 94.00 80.00 1-80 1.25-1.75 Y M1/M2 Hwy 184 (Morning) & Hwy 58 Coffee Road Business Park 20.00 6.04 1.0-5.04 2.75-6.00 N M3PD North of Rosedale Hwy East Planz Industrial Pak 18.00 9.00 1 1.72-1.95 N MID E. Planz & Coy Enterprise Business Park 135.00 135.00 1-71 1.50 -2 N M2 Hwy 58 & Mt. Vernon Freeway Business Park 50.12 50.12 1.0-50.0 NEG N M-1 Wible Road and Hwy 99 Fmitvale Industrial Park 15.52 8.76 .68-1.12 2.25-2.75 N M-2 Allen (Btu: Meany & Downing) Gateway Industrial Park 102.70 93.91 3-20.0 1.39-2.39' N M-1PD Hwy 58 & Mt. Vernon Industrial Trade Center 500.00 500.00 2-100 1.50-2,50 Y M1-M3 Olive Dr. & Hwy 99 Medows Field Commerical Prop. 80.00 80.00 1-80 NEG Y M Airport Drive Miller Industrial Park 60.00 44.80 1-15 1.75-1.90 Y M-2PD Hwy 58 & Hwy 184 Oswell Industrial Park 48.00 32.00 32.00 ' 1.75-2.65 N M-2 Oswell & Hwy 58 Rio Mira& Business Park 160.00 59.39 1-11 1.58+ N M-1PD Hwy 99 off Pim'ce Rd. River View Business Park 23.50 11.05 1.2-2.7 2.45 N M-lPD Adj. to Hwy 99 & Golden State Rosedale Business Park 59.50 41.00 1.0-8.0 2.00 Y M-2PD Hwy 58 & Lanco St. Sagel~rush Industrial Park 145.00 27.50 1,37-6.5 2.50-6.00 N M-2PD 7th Standard Rd. & Petrol Seventh Standard Industrial Park 25.63 14.00 .8-1.48 1.80-2.00 N M-2PD Sacco Rd/Colombo St Stockdale Industrial Park Phase IV137.40 26.78 3-19 2.60 Y M1/M2 Gosford & Stine Rd Stockdale Industrial Park Phase V 128.90 30.08 5.1-19.56 2.60 Y M1/M2 Gosford & Stine Rd Stockdale Industrial Park Phase VI295.80 295.80 20 NEG Y M1/M2 Gosford & Pacheco Woodmere Industrial Park 34.00 21.88 1.0-5.0 2.05-2.15 Y M1/M2 Stine Rd/S. District Blvd. Other Kern County Industrial Parks: California City Municipal Airport 40.80 2.59-29.0 2.30 N M-2 On Cai City Airport Capital Hills 500.00 500.00 Varies 3.00-7.00 ' N M H;~ 58 & N. Mill St. Delano (South) Industrial Park 501.00 450.00 Varies NEG Y M-ZPD South of Delano Airport Delano (West) Industrial Park 160.00 135.00 Varies NEG N M West of Delano on Garces Inyokern Airport 120.00 120.00 Varies .10 N M Hwy 395 & Hwy 14 Minter Field Industrial Park 152,00 50,00 Varies Lease Neg. Y M2DH Hwy 99 & Lerdo Hwy Shafter (South) Industrial Park 365.00 365.00 10.0+ NEG N M-1,M-2 Shafter & Burbank Shafter Airport Industrial Park 99.92 99.92 Varies NEG Y M-1,M-2 Lerdo Hwy & Hwy 99 Shafter Industrial Park 667.00 600.00 1.0-78.21 NEG Y M-l, M-2 Lerdo Hwy & Hwy 43 So. Kern Industrial Park 744.00 744.00 10.0-160.0 1.00 Y M-3 So Lake Road Taft Industrial Park 64.79 24.79 Varies .80 N M Taft Voyager Industrial Park 320.00 320.00 1.13-130 1.95-2.95 Y M-3 Purdy Ave in Mojave Wasco Industrial Park 70.00 70.00 1.0-35.0 .92** Y M-l-2 Re-Development Area Willow Park 100.00 100.00 .9-41.8 .46-.50 N A-1,M2-PD Interstate 5 and Hwy 58 Total 6588.28 5579.92 Note: *Plus Assessments **Depends on Employmen! Leave O FFICE/METRO BAKERSFIELD The Bakersfield office space inventory is greater than 5.65 million sqoare Total Inventory ' Occuptmcy % Vacant feet located in four areas. The majority of the office space is located in the downtown and southwest sub markets with approximately 1.7 million and DOWNTOWN 3.6 million square feet, respectively. The bulk of the office inventory was Class A 463,000 433,000 6.5 Class B 72,000 63,000 12.5 developed during the 1980's. More than 2.75 million square feet in 85 buildings were developed from 1980 to 1986, when the city was benefiting Class C&D 1,206,000 876,000 27.4, from a surge in oil related employment resulting from increased oil prices Overall 1,750,000 1,372,000 21.6 and production. :SOUTHWEST Class A 1,261,233 1.,139,594 9.6 Class B 604,468 512,037 15.3 Class C 1,755,31.4 1,291,080 26.4 Overall 3,621,100 2,942,711' 19.4 TOTAL 5,371,100 4,314,711 20.5; *Includes available sublease space Soun:e: Charles Tingey Ass~:iates, affiliated with the Society oflndustria/anti Office Rea/tom (SI(}R). E CONOMIC IRFNDS AND [EASE RAIES Due to the prolonged recession in the Cafiforuia economy, the majority of the able to move up in class while maintaining, or even reducing monlhly office tenants are taking a very conservative approach regarding their over- overhead. head by renewing their existing leases for relatively short terms. In contrast, the tenants with confidence in their future are making commitments and ulti- Building owners are providing tenant improvement allowances of mately achieving',,ery attractive terms. $12.00 to $20.00 per square foot in excess of existing improvements of five year lease terms. Free rent as a lease concession has virtually disappeared in most transac- ' ' OFFICE LEASE RATE PER SQUARE FOOT tions; however, first year rental rates in the class B and C building's remain soft. The range of rental rates for Class A product reflects the current low Class A 1.35-1.60 Full Service Gross vacancy caused by "Class Warfare" which has occurred over the past 3 years. Class B 1.10-1.35 Full Service Gross Tenants previously occupying space in Ire lower class buildings have been Class C,D .90-1.10 Full Service Gross Som'ee[Charles Ti[~gey Associates, aff~liate(~ ;~'i[h the Sociely o[ induslri~ and O~ce l/e'ahors'(SI{SR). p ROI[-'CI'ION [-'OR OFFIC[ Based on the cun:ent activity will) several larger than average size tenants, contract for the facility is $36.4 million. The office will be staffed by projections in 1994 are stronger. An exampld of this is the recent ground about 1,000 people with an annual payroll ranging from $25 million to breaking for State Farm's Central California Regional office which will con- $35 million. sist of 584,000 square feet of office space under one roof. The construction Sou,'~e: Charles Tingey Associates, affiliated with the Society of Industrial and Office Realtors (SIOR). RETAIL In the retail sector, the oYunty continues to attract large connnercial develop- square foot store in Bakersfield, while Home Depot is under con- ment. Among companies who have opened and will be opening new stores are struction with their first 128,000 square foot facitity planned to open KMart, Wal-Mart, Albertson's, Payless Drugs, Price Club, SaveMart, in mid-November. MacFrugals, Smith's Food and Drug, Home Base, Home Depot, and Vons. Vons Supermarkets are expanding and on the move in Bakersfield. Smith's Food and Drug cmTently has two 77,000 square foot units under They have a brand new 65,000 square foot store next to WalMart in constructibn, one in the northeast and one in south Bakersfield. the northeast. Two additional new stores are also planned. KMart has launched two new stores branching out into the county. A new "The overall retail picture calls for a continued influx of major tenant KMart recently opened in Tehachapi and another 94,000 square foot store activity although the economy' has taken its toll on smaller users, par- is under construction in Taft. ticularly those requiring discretionary dollars to survive," stated John ..... - Hale, Retail Specialist with ASU & Associates. "But all in all, small Home Base recently celebrated the grand opening of their second 102,000 business continues to prosper and open new ventures." COMMERCIAL DEVELOPMENT 1991 COMMERCIAL DEVELOPMENT 1992 COMMERCIAL DEVELOPMENT 1993 RETAILER LOCATION UNIT SIZE RETAILER LOCATION UNIT SIZE RETAILER LOCATION UNIT SIZE KMart Bakersfield 86,000 sq. ft. Canned Foods Bakersfield 26,000 sq. ft. KMart Taft 94,000 sq. ft. KMart Wasco 94,000 sq. ft. Petsm~ Bakersfield 23,000 sq. fi. KMart Tehachapi %,000 sq. lt. KMan Delano 94,000 sq. ft. Smart & Final Bakersfield 26,000 sq. ft. Albertson's Ridgecrest 49,000 sq. ft. KMart 'Ridgecmat 94,000 sq. ft. MacFmgals Bakersfield 21,000 sq. fi. Albertson's Rosamond 49,000 sq. ft. Wal-Mart Ridgecrest 102,000 sq. fl.Furuiture Clem-duce Albertson's Bakersfield 49,000 sq. fl. WA-Man Bakersfield/South 102,000 sq. ft.Cehter Bakemfidd 30,000 sq. ft. Home Depot Bakersfield 128,000 sq. ft. WA-Man BakersMd/Nort}~east 102,000 sq. fl.SHOPPING CENTERS: Home Base Bakersfield 102,000 sq. fl. Price CM~ Bakersfield 99,000 sq. ft: (2nd location) Albei'lson'sBakersfield 42,650 sq. ft. Expansion of Wal-Mati Center 100,000 sq. ft. Smith's Food Bakersfield (NE) 77,000 sq. ft. Payless Drugs Bakersfidd/Southwest 29,000 sq. fi. at the East Hiks Mall 20,000 sq. ii, of Snfith's Food Bakersfield (S) 77,000 sq. ft. Payless l)mgs Bakersfield/Rosedale 29,000 sq. ft. shop space Vons Bakersfield ~5,000 sq. ft. Save Man 8akersfield/Rosedale 47,500 sq. ft.TOTAL SQ. Fr. DEVELOPED 205,000 SQ. Fr. TOTAL SQ. Fr. DEVELOPED 784,000 SQ. 1;T. Bizman Bakersfield 26,000 sq. ft. The Gocd Guys Bakersfield 15,000 sq. ft. METRO BAKERSFIELD SHOPPING CENTERS: COMMERCIAL / BASE / VACANCY A~A NET LEASABLE VACANT SQ. FF. VACANCY % Village at the Oaks 30,000 sq. fi. of shop space Soufllwest 4,059,423 281,954 7% Rosedale Village 50,000 sq. ft. of shop space Northeast 1,410,157 202,900 14% TOTAL SQ. Fr. DEVIII)P[I} 1,01g,060 SQ. FI'. Northwest 607,938 51,348 9% Source:ASC & Assoda~es TOTAL 6,077,518 536,202 8.8% R-ESIDENTIAL s ....... ASU & Associates One of the most obvious advantages of Kern County is affordable housing. The real estate industry in Kem County is one of the most progressive in The current median housing price ranks in the $92,000 range comparedthe state. In fact, some of the newest neighborhoods have recently to the Cafifornia average of $200,000. Bakersfield and Kem County have reqeived local, state, and national design awards. Additionally, an adequate supply of housing. In fact, due in the large part to the growth Bakersfield has earned a reputation statewide for its residential building projections for the area, two of the nation's largest builders have recently quality that exceeds the norm. Many of the newer homes are also entered the Kern County market. To date, both builders have recordeddesigned to be some of the most energy efficient in the country. sales which support their investments in the Southern San Joaquin Valley. RESIDENTIAL HOME SALES For residential development, 1992 was a year of expansion. From 1991 Kern Count}, Resale New Metro. Bakersfield Resale New to 1992, the most growth in development of housing occun'ed in the 1991 Om-Dec) 16,498 1,734 1991 (Jan-Dec) 8,353 980 Southwest Bakersfield area, with a 58% expansion in lots available. 1992 0m~-Dec) 12,918 1,783 1992 0an-Dec) 6,916 1,083 Northwest Bakersfield was also a large development area ;dth a 25% 1993 0an-Jun) 5,591 1,080 1993 (Jan-Jun) 3,025 722 growth rate in lots available. Source: Commonwealth Land Title F IRE Fire protection services in Kern County are provided by tile Kern County The fire departments provide many services t'ree of charge to their Fire Department, the City' of Bakersfield Fire Department, and other indi-communities, including: Fire Prevention and Education Programs, vidual fire departments'located within each city. The City of Bakersfield Household Toxic Programs, CPR classes, Earthquake Fire Department has ].1 substations with 170 firefighters and .50 volun- Preparedness, Fire Extinguisher Demonstratiot~s, Fire Drill teer msetwes. Training, Fire Station Tours, and programs designed to deter juve- nile firesetters. Additional fire protection services are available through a mutual aid agreement with the China Lake Naval Weapons Center Fire Department and Rescue Unit. Law enforcement organizations within Kern County maintain equipment, facilities and forces to provide state of the art services for the county's residents. The Kern County Sheriff's Department retains a force of almost 550 officers and 500 civilian employees. The City of Bakersfield Police Department retains a force of 237 officers and over 100 volunteers. Arvin, Delano, Ridgecrest, Shafter and Taft also have their own City Police Departments', whereas some communities con- tract their services with other Police or Sheriff's Departments. The City Police and Sheriff's Departments offer many services to their communities, including: Crime Prevention Departments, Neighborhood Watch Programs, Volunteer Sheriff's Reserve Programs, Volunteer Seamh & Rescue Programs, Volunteer Citizen Service Unit Programs, Graffiti Prevention, and Bike Patrols. The City of Bakersfield has also incorpo- rated the Personal Patrol Vehicle Program in which officers take their police cars home to ensure added' security in neighborhoods. '"~ ' CRIME RATE PER 100,000 PEOPLE 12,000 1983 i984 1985 1986 1987 1988 1989 1990 199l 1992 Source: Bakersfield Po]ice Detmr'nlent HEAL'H-I CARE Kern County is committed to high-quality health care. There are ll rate of 31.2% from ]989 to 1996, An example of ~his grmvth is the general hospitals and 1 ] emergency care facilities. One of Kern's newly built Mercy Center, a state-of-the-art facility in southwest premier acute care general hospitals is Bakersfield Memorial Bakersfield that includes an acute care general hospital and two large Hospital with 297 beds, In existence since 1956, it features a new office buildings that f~nction as a physicians plaza. Kern also has $29 million, six-story tower that has three floors of patient beds, 24 some of the most highly skilled physicians found anywhere, with ovei' intensive coronary beds, medical imaging sm'vices and additional 1500 in the Metro Bakersfield area. An example of this is our cardiac surgical facilities, care units where new techniques in heart surgery are being developed -~ and taught to surgeons around the world, The Health Care Industry in Kern County is projected to be one of (* EDD Projections of Emplpymgnt. the fastest growtng industries, with employment expected to grow at a KERN COUNTY HEALTH CARE STATISTICS HOSPITALS BEDS ~ MEDICAL FACILITIES OVERVIEW Bakersfield Memorial Hospital 297 ?i' :l~.hysicians and Surgeons 1500 Kern Medical Center ¥ 243~ ' ' ~Dentists': 215 Mercy Hospital 222.. Chiropractor~ . ( ;A23 San Joaquin Colnmunity Hospital ........ ~' ' Clinical/~ical Groups De ano Regional Medical Center --> :- 122'- Ot~tometrlsts - ';~ ' ', ] /:~ ~ ~ ...... ' : 48 .... Merc SouthwestHos ltal -~-" 90 "- ResldentlaLCareHomes - ¢ ....... 28 .Ridgecrest Community Hospital'- .~ 78 %,'Ho~(He~lth Care ~ Westslde DlstrlctHospltal/Taft ..... 48 & ,. Surgical Ser,/~ces-.' ~'. _.~ ~ / ........ : Ambulance Semces ~ . ,~77-:, 6 WHAT KERN COUNTY HAS TO OFFER Available and affordable housing is one of the many lures attracting new- Local attractions include the Loci Brock Children's Museum and comers to Kern County. Bakersfield, as the 13th largest city in California, The California Living Museum. Kern County is home to North was found to have the most affordable housing, with 54.6% of all residentsAmerica's largest soccer park and a minor league baseball team. able to afford homes. Bakersfield is a city of parks, with more than 20 within the city lim- its. Additionally', the Kern River Parkway, the green belt through the Kern County offers many leisure time activities, including tennis, golf city, offers bike paths and equestrian trails for sports, leisure and (with 14 public courses), water skiing, sailing and whit°water rafting, education. HOTELS & MOTELS According to tbe Bakersfield Convention Bureau, there are 27 hotels and * Days hm · Bio Bravo Resort · Courtyard by Marriott · Red Lion motels which are members of the Bureau. Overall, Bakersfield offers a Inn · Hill House · Best Western Bakersfield · Best Western Oak 2,571:room availability among its member hotels and motels. The Inn · Econo-Lodge · Lone Oak Inn · Ez-g Motel · Casa Royale · Bureau's roster of accommodations includes: Travelodge Plaza Inn · Residence Inn by Marriott ', Garden Suites Bakersfield Lodge · California Inn · Comfort Inn (2) · Economy Inn of · Raddison. America · La Quinta · Ramada Inn · Bio Mirada · Sheraton Valley Inn · Skyway House Motel · Super g · Travelodge South · Downtowner Inn C HURCHES Bakersfield residents are se~wed by several hundred churches, two syna- Moslem, many religious faiths are represented in the area. gogues and a mosque. From Roman Catholic to Protestant, Jewish to ARTS &: ENTERTAINMENT Music, art and other cultural activities are thriving in Bakersfield. The Museums abound with the Kern County Museum and Pioneer Bakersfield Symphony Orchestra and California State University's Musica Village, a 14-acre outdoor museum representing the county's his- da Camera, along with two other on-going music programs, offer concerts tory; the Lori Brock Museum, a hands-on learning experience for throughout the year. Residents are entertained by seven live theater children; the California Living Museum (CALM), a natural history groups, includin~ Bakersfield Community Theater and Bakersfield Civic museum featuring native plants, animals and artifacts; the Minler Light Opera. A sampling of the area's six art galleries include the Field Air Museum, a former World War II U.S. Air Force training Bakersfield Art Museum, Bakersfield College Art Gallery and Cai State's base that now displays war memorabilia; and the West Kern Oil Todd Madigan Gallery. The newest addition to the fine Kern County Museum, featuring the history of this oil-rich area and of the origi- Library system is the new, state-of-the-art Beale Library in downtown ual inhabitants, the Yokut Indians. Bakersfield which offers programs and events throughout the year. CONVENTIONS/MEETING FACILITIES There are various convention and meeting facilities in churches, restaurants and hotels including the Red Lion Inn, (with Bakersfield. The largest is the Bakersfield Convention Center, the largest hotel banquet room) and the exhibit halls at the Kern located downtown, with a capacity of 3,051 in its Concert Hall, County Fairgrounds. and a 6,000 maximum capacity. There are also many halls, KERN COUNTY RECREATION & PLACES OF INTEREST Lake Ming - 205 acres for power boating and swimming Hart Park - 370-acres for family barbecues, picnics, paddle boats Kern River Campgrounds- 28 acres of white water rafting and camping along the banks of the Kern River Kern River Canyon- 20 miles of scenic driving along the Kern River Lake Isabella- ll,000-acre than-made lake offering year-round boating, camping, fishing, and hiking Tule Elk State Park- home of California's elk species-picnic area and tours available Kern National Wildlife Refuge- 16-mile water fowl refuge offers public hunting in the fall, bird watching and photography Greenhorn Mountain, Shirley Meadows Resort - snow skiing and year-round campgrounds and picnic area Red Rock Canyon State Park - colorful rock formations bordering Hwy 14 ' Edwards Air Force Base- the landing site of America's space shuttles and a flight testing center Buena Vista Aquatic Recreation Area- an 86-acre fishing lake, an 873-acre boating lake, camping facilities and picnic area Mesa Marin Raceway- home of NASCAR California 600 Sam Ly~m Baseball Park- home of the Bakersfield Dodge~'s, Los Angeles Dodgers' single A farm team. Exotic Feline Breeding Facility - Rosamond Source: Greater Bakersfield Visitors and Convention Bureau GOLF COURSES Arvin Taft Black Oak Golf Greens o 501 Kenmar Lane, (805) 861-5876 Mifflin-Buena Vista Golf Course o Golf Course Road ' (805) 398-9720 Sycaniore Canyon Golf Course, 500 Kenmar Lane, (805) 854-3163 Tehachapi Bakersfield Horse Thief Country Club, Star Route 1, Box 2800 o (805) 822-6114 Bakersfield Country Club o 4200 Country Club Dr. * (805) 871-4121 Oak Tree C.ountry Club o Star Route 3, Box 612, (805) 821-5144 Foss-Kern River Golf Course o Rudal Road and Lake Ming Dr. o (805) 872-5128 Wasco Haggerty-North Kern Golf Course o 17412 Quality Road o (805) 399-0347 Wasco Valley Rose G01f o 301 N. Leonard Ave. o (805) 323-2324 Rio Bravo Country Club o 15200 Casa Club Dr. o (805) 871-4653 Seven Oaks Country Club · 2000 Grand Lakes Ave. · (805) 665-4653 Stockdale Count~'y Club o 7001 Stockdale Hwy. · (805) 832-0310 Sundale Country Club o 6218 Sundale o (805) 831-5224 Valle Grande Golf Course · 1119 Watts Dr. · (805) 832-2259 California City Golf Course · 10290 California City Blvd. · (619) 373-7165 Tie~a Del Sol · 10300 N. Loop Blvd. · (619) 373-238~ Delano Delano Golf Course, 10~ South Lexington · (805) 725-7527 Frazier Park Pine Mountain Club, 2524 Beechwood Way * (805) 242-3734 Kernville Ke~n Valley Country Club o 9472 Burlando Road o (619) 376-2828 Mojave Can~elot Golf Course o 3430 Camelot Blvd. o (805) 824-4107 Ridgecrest China Lake Golf Course · 411 Midway Ave. o (619) 939-2990 Source: Kern Coumy Board of Trade ~ ~ S HOPPING Bakei'sfiehl Shafter At over one million square feet, Valley Plaza in Bakersfield stands as oneDowntown Shafter features no fewer than 27 stores over a seven o£ the largest single-story enclosed shopping centers in the United States. block area. This convenient, popular shopping stop offers everything Customers enjoy the services of five major department stores, including from clothing shops to hardware stores. Rbbinson-May and Gottschalks, as well as over 160 specialty shops and boutiques, and a food court. East Hills Mall represents the newest shop- Taft ping mall in the city, wi[h' three major department stores, including You will find an ample variety of stores to fit your everyday and Harris, in addition to ox;er 60 speciality boutiques, and the eleven-screen unique shopping needs. There are two shopping centers, as well as UA Theatre. Bakersfield also boasts numerous neighborhood shopping downtown Taft, where retailers look forward to serving you with a centers, personal touch. Delano Tehaehapi Delano Village Center consists of 15 diverse shops and stores for shop- Wherever you are in Tehachapi, there's a shopping center nearby. pers from all walks of life. And moving to the city center, you'll enjoy the These centers are located in downtown Tehachapi, in the Old Town one-stop shopping convenience of a major department and grocery store Center, and in the Tehachapi Town Center. in a single location. Wasco Ridgecrcst Two main centers in Wasco offer bxcellent shopping: the eight-store Ridgecrest boasts numerous shopping center including; Ridgecrest center at Barker Square, and Wasco Plaza featuring 23 stores over a Towne Center, Sierra Vista Shopping Center, Sierra Plaza, Village Plaza three block area. Center, Heritage Square, Tivoli Center, Wal-Mart Center, and Downtown Balsam Street. Source: Valley Yellow Pages N' EWSPAPER ORGANIZATIONS NAME OF NEWSPAPER PUBLISHED NAME OF NEWSPAPER PUBLISHED THE BAKERSFIELD CALIFORNIAN Metro daily Newspaper Mojave Desert News Wed. Arvin Tiller Wed. Mountain Enterprise Fri. Bakersfield News Observer Wed. NWC Rocketeer Fri: The Daily Independent daily except Mort. & Sat. News Review Thurs. Daily Midway Driller Mon. thru Fri. except holidays Northside News Thurs· Delano Record Tues. & Thurs. The Renegade Rip Mon. Desert Wings Fri. Rosamond Weekly News Mort. El Mexicalo Thurs. Rosedale Roadrunner Wed. E1 Popular Thurs. Runner Wed. Enterprise News Thurs. Shafter Press Wed. Kern Valley Sun Wed. The Shopper Thurs. Lancaster Desert Mailer Wed. Tehachapi News Wed. Lamont Reporter Wed. Wasco Tribune Wed.. Source: Kern County Media Guide 1990 (Published by Kern County Board of Trade), page 1-13 RADIO STATIONS IN KERN COUNTY RADIO STATION FREQUENCY FORMAT DESCRIPTION RADIO STATION FREQUENCY FORMAT DESCRIPTION KAFY 970 Spanish KLOA 1240 News Talk KAVC-FM 105·5 Christian KLOA-FM 104·9 Contemporary Country KCHJ 1010 Spanish KMYX 1310 Oldies KCHT-FM 99.3 Contemporary I~its KMYX-FM 103.9 Classic Rock KCWR 550 Traditional Country KNZR 1560 News KDNO-FM 98.5 Christian KRAB-FM 106.3 Adult Rock & Roll KERI 1180 Religious Talk KSUV-FM 102.9 Spanish Contemporarty KERN 1410 News Talk KTIE-FM 107.1 Country KERN-FM 94.1 Oldies KTP1-FM 103 Country Western KGEO 1230 Oldies KUZZ-FM 107.9 Contemporary Country KGFM-FM 101.5 Light & Easy KVLI 1140 Country & West./Adult Contempora KHIS 800 Christian Music KVLI-FM 104.5 News & Entertainment KHIS-FM 96.5 Christian Music KVOY 1340 Country Western KIWI-FM 92.1 Spanish KWAC 1490 Spanish KKBB-FM 97.7 Classic Rock KXEM 1590 Spanish KKXX-FM 105.3 Contemporary Hits KZIQ 1360 Oldies KLLY-FM 95 Soft Rock KZIQ-FM 92·7 Adult Contemporary KPRX 89.1 Public Radio Soucre: 1. Spot Radio Basis and Data, August, 1993 2. TCBC 1991 Market Profile TELEVISION STATIONS CHANNEL AFFILITATE Cox Cable KGET 17 NBC Valley Wireless Cable TV KERO 29 . CBS Time Warner Cable KBAK 23 ABC KUZZ 45 Independent O, UTDOOR ADVERTISING Martin Outdoor Advertising National Advertising - 3M ,27 he Bakersfield dents all combine to make The Californian has been Californian a n~wspaper that reflects serving the news and the dynamics of our region. international needs of Bakersfield and Kern County since 1866. One of Kern County's oldest businesses, the Bakersfield Californian, is proud of its local family ownership. We think you will find Bakersfield a great place to visit, to ._~ live and to do business. Economic growth, as well as quality education, cultural diversity, communi- ty involvement, and an abundance of recreational opportunities helped make Bakersfield a 1990 All America City. Newcomers are finding out what we have known all along...Bakersfield is a great place to live. As our region prepares a secure foun- - dation for the future, The Bakersfield Californian is also growing and chang- I ing to meet the needs of our expanding We hope you will join us in successfully customer base. Solid coverage of local meeting the challenges of the future, news, strong editorial focus, commun!ty and continue to make Bakersfield and involvement and leadership, full ser- Kern County a great place to live. vice marketing and advertising ser- vices, and a quality staff of local resi- MAJOR CORPORATIONS ARE CHOOSING KERN Over the past few years, companies like Nestlr, Frito Lay, Philips Lighting, Sears Logistics Services, State Farm Insurance and Elk Corporation have chosen Kern Courity for their new facilities. In doing so, they have cut operating cost and provided an excellent quality of life for their employees. Kern Economic Development Corporation (KEDC) is pleased to have been of service to each of these companies during the locating process, free of charge. In July 1990, State Farm Insurance Company announced the location of a new regional office in Kern County. Their 60 acre, 10 year development plan, including a 500,000 square foot facility employing 1000 people, culminated confidential efforts that actually began in 1988. Most recently, Elk Corporation announced plans to construct a $30 million asphalt roofing manufacturing facility in Kent County. The team effort which resulted in receipt of construction permits within 93 days, was listed as a major reason for the Kern County selection. Kern County offers a decidedly attractive package. Whether you're a manufacturer, warehouse/distributor, food processor, or service company, Kern County can provide the advantages your business needs. · Ideal distribution access by major highways, rail and air .Love-cost, skilled labor force with a~strong work ethic. .Proximity to the major markets of southern and northern .Wide variety of raw materials, including agricultural and petroleum California via Interstate 5 .Plentiful, reasonably priced, and properly zoned land · Link with the major East/West cmTidor of Highway 58 .Affordable housing, industrial and office space BUSINESS IS FAVORED IN KERN ENTERPRISE ZONES The California Enterprise Zone Program provides companies with sig- Sears Logistics Services recently built a 1,000,000 square foot distribu- nificant sales and use tax credits, hiring credits, marketing assistance tion center in Kern County. Sears chose this site largely due to its des- programs, and more. These zones are located in Kern communities thatignation as an Enterprise Zone. Many cities in Kern also provide their are pre-business and that encourage new development, own incentives such as land cost write-downs and permit streamlining. WE'LL MAKE IT WORTH YOUR WHILE Kern Ecomnic Development Corporation has provided dozens of com- panies the information they needed, at no charge, from one place, and in strict confidence at KEDC. We're excited about all the opportunities here, and we'd love to show you why we're the "Affordable California" for businesses-on-the-grow! Please give us a call at: (805) 861-2774. Gregory Whitney President, Kern Economic Development Corporation