HomeMy WebLinkAbout02/11/94:ti_.__,,
B A K� R S F I E L D
MEMOR DU
T0: HONORABLE MAYOR AND CITY
FROM: ALAN TANDY, CITY MANAGER
SUBJECT: GENERAL INFORMATION
COUNCIL �
February 11, 1994
1. We have been at the stage with Rosemary's of discussing the possible sale
of surplus land we own on "L" Street. For some reason, they decided to
take our first written offer to the media, presuming, I guess, that they
could politic a settlement. We have attempted to structure what we felt
was a very, very reasonable offer. Their response lists conditions such as
doing several years of tax abatement, and other unreasonable ideas. We did
not intend to bring this forward for Council, or even Committee
consideration unless we got a deal structured which we felt was reasonable.
We were a bit taken back by them going to the media prior to responding to
our offer.
2. Hotel Update - We have been struggling through the final details on bond
marketing, but we think we are there. Hammons sold their $300 million
toward the lower end of their interest range projection. Ours are expected
to be priced next week. The federal grant has been formally approved!
Separately, the Hammons firm has accepted the concepts negotiated here a
week ago with the Trade Council. I got rather unclear feedback from the
Trade Council on what position they took at their group meeting, however,
there is to be continued discussion between their attorney and the Hammons
firm.
3. It is my understanding that the Mesa Marin Softball Complex is under
construction and will be reopened by private enterprise. We may have the
best of all possible worlds with private enterprise operating Mesa Marin
for tournaments and attraction of outside events and the sharing of overall
facilities between the City and Mesa Marin to maximize utilization of in-
place fields. A memo from Lee Andersen, with details, is enclosed.
4.
5.
On the 16th of February, we will have a neighborhood meeting to update
citizens on the greenwaste program. A flyer is enclosed for your
information.
It may be of interest to some of you that gas flare bids are out for the
new flare for the landfill.
6. The County listened, politely, to our opinion on establishing the
mitigation for Pacificana, but we lost on a 5-0 vote. They went ahead with
the "piece-meal" identification of what mitigation actions would ultimately
be taken . When the f i rst of those comes i n, we wi 11 be f aced wi th the
decision as to what to do about it, and we should find out whether or not
they really plan to have mitigation measures. That could be anywhere from
a year or two from now.
HONORABLE MAYOR AND CITY COUNCIL
February 11, 1994
Page -2-
7. It may be that, as soon as February 23rd, action would have to be taken to
put materials on a ballot for June, relative to the City-Wide Parks
Assessment. We are working to assemble final details. If we miss that
opportunity, the November ballot is still possible, with a couple of months
of additional planning time. However, a November ballot would not address
budget issues for Fiscal Year 1994-95.
8. The Bikepath extension in the northeast should be under construction by
June, and completed by August.
9. A copy of the draft prevailing wage survey is enclosed. It is intended
that this be sent to all charter cities in the state. We are waiting
approximately one week, after sending it out to you. If yau have comments,
suggested changes or additions, please call Trudy Slater. We want to make
sure everybody views this as being fair, objective and comprehensive so we
are giving you time to review it before sending it out.
10. The Mid-Year Report is enclosed. It contains a lot of interesting and good
information. Next year, we will shorten it, as it is a bit lengthy.
11. I have made a research assignment out of reviewing what possible uses the
old landfill should be put to. The research will be, primarily, by example
of what other California cities have done.
12. It is our intent to put the revised Goals document on your next agenda for
adoption. A copy of the revised version, incorporating your comments from
the last work session, is enclosed. If you have other changes, or
additions, please let Gail know.
13. Along with the packet for the Budget and Finance Committee meeting next
week, you will find the prevailing wage study committee applicant packet
enclased. Ultimately, of course, this returns to the City Council for a
final decision, probably on the 23rd of February.
14. We are creating a task force to design a management development program for
the Fire Department. That would involve a participatory process �hich, in
the end, results in upgraded standards of training and education for
promotions into higher departmental positions. We will have to fund it.
However, when you consider that all promotions must be internal, it is
clearly in the City's best interest to prepare people for the upper level
positions.
15. Enclosed are re-drafts of the prostitution and drug loitering Ordinances,
for your review. We are trying to fine tune them to reduce citizen concern
about�inappropriate Police use of them. We will also try to persuade The
Bakersfield Californian to correct its misleading editorial.
AT.alb
Enclosures
cc: Department Heads
City Clerk
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February 10, 1994
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TO: ALAN TANDY, CITY MANAGER {�T �
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FROM: LELAND J. ANDERSEN, COMMUNITY SERVICES MANAGER ��
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SUBJECT: USE OF MESA MARIN BY PRIVATE ORGANIZATION
As you recall during last year's budget cycle, the issue of
dropping the lease at Mesa Marin received considerable attention
from members of the Council. One of the important concerns focused
on the loss of revenue and activities that would occur if the City
ceased to operate the facility. After much discussion it was
determined that the City would move its softball programming back
into the City parks. It was a difficult decision but one that
afforded a significant budget savings.
Several weeks ago I became aware that renewed interest in Mesa
Marin had surfaced. Sportspark of America, which is headquartered
in Tucson, Arizona, has entered into a lease agreement with complex
owner Frank Collins. This organization has several facilities that
it currently operates in California and Arizona. Their most recent
facility to open was in the City of Poway, just north of San Diego.
They also have a nation-wide consulting service.
In talking with Tom Tinstman, Partner and General Manager, I was
given quite a bit of information as to their future plans. He
informed me they have, indeed, entered into a lease agreement with
an option to buy, if the program is successful.
Currently, the complex is undergoing a complete restoration. It is
their hope to begin programming as early as April of 1994 by having
two diamonds completely renovated and available for play. Three
additional diamonds would be on line by late May to mid June. In
addition to the renovation of the softball diamonds they will be
adding basketball courts, three sand volleyball courts, develop a
"tot lotp', horseshoe pits and relocate the batting cage to a new
area. They are also remodeling the restaurant building and
concession stands, replacing all signs, develoging a small, 2-300
seat, outdoor amphitheatre and constructing a small parking lot on
the east side of the complex. They are anticipating an investment
of approximately $500,000 over a 2-3 year period.
It is their plan to run tournaments, league play, provide for
corporate parties such as picnics, tournaments, meetings, sports
camps, etc. They have been in contact with several softball
organizations in the community who have given them tremendous
support. They have also been in contact with Little League and
Babe Ruth to discuss the possibility of providing youth baseball.
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On Friday, February 4th, I met with Mr. Tinstman and other
individuals of Sportspark af America. They again indicated their
excitement and interest in opening up Mesa Marin. I conveyed to
them that we also are very pleased to have the facility back on
line and that if we could be of assistance to please contact us.
I further indicated our desire to look into the possibility of co-
sponsoring activities such as volleyball and softball, at their
site. There may be a way for some joint activities to take place.
They are very pleased with this o,pportunity and said we would be
meeting again in the future to discuss potential activities. They
have provided me with a news release, which is attached, that
explains their operation in more detail.
2 was very impressecl with �heir enthusiasm in provi3ing this
project. Not only wi1.1 it supplement current activities and free
up existing facilitie� throughout the community, it will provide a
positive ecanomic impact as well. I genuinely hope the project can
survive and will do whatever I can, when possible, to aid them in
their endeavor.
If you should require additional information or have questions,
pl�ase �on�cact me at your conveniencee
LJA/lg
Enclosure
�c: Jim Ledoux, Recreation Superintendent
Frank Fabbri, Parks Superintendent
Georgina Lorenzi, Business Manager
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SP�I4TSPARK A T ��4KE,RSI�IFLD
OPERATIONS OVERVIEW
JANUARY 21, 1994
INTRODUCTION
SPORTSPARK is excited about the chance to participate with the
community of Bakersfield in the development and operation of the
SPORTSPARK concept. With over thirty years experience in the recreation
industry, we look with pride in helping enake world class additions in the
recreation industry for the enjoyment of the residents of Bakersfield.
SPORTSPARKS are based on the philosophy that aduit "pay to ptay"
sports can be revenue producing free up fields for youth activities and
sports. These facitities are designed for intense programming of activities
and are different from other parks in some very distinct ways. Because
SPORTSPARK has controlled access and prograrr�med activity, it is a safe
place for families to enjoy. SPORT�PARF( is staffed at all times when it is
open for activity and during closed times will be staffed by maintenance
and office personnel. !t is designed efficiently where spectators can
become part of the action because they are close to it. It is designed to
have top notch playing tacilities which are rr�aintained daily. Unlike most
city parks, SPORTSPARK has a full service food and beverage service and
outside food and beverage is not allowed in the park. This park hosts
national amateur sports events and receives nat�onal publicity. This is a
"Specialized Use Recreation Facility". -
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THiNGS THAT HAPPEN AT SPORTSPARFC
Aimost all of the activities at the SPORTSPARK are open to the general
public. An example of one of the few exceptions would be a private group
outing . Normal operations have a token charge at a control gate which wiii
be discussed later in greater detail. Most of the actBvities which are open
to the general public must be schedulecl or reserved in order to organize
use much like any regular park site courts or fields. We also have certain
times during midday on weekdays where pick-up games will be the
scheduled norm. Of course spectators and the general public who are not
scheduled for a specific activity have access in almost all circumstances to
enjoy the facitity subject to the token policy.
LEAGUE PLAY
Evenings from Sunday through Friday are generally devoted to League
Play in the three major sports activities of Softball, Volleyball, and
Basketball. We have four full 10 week seasons �s well as a double header
league of five weeks at the beginning of each year. The normal year would
be scheduled from mid January to mid December. ihe current softball
teams playing in a city usually will absorb approximately 50% of the
availabie slots. We expect that it witl take one to two years to bring the
park up to " normal capacity". We intend to offer some noontime and
seniors league during daytime hours.
TOURNAMENT PLAY
Tournament play generally takes place on Saturdays and Sundays. On
some unusua! tournaments of a national characier, they can spill back into
Fridays or Holiday Mondays. �esides end of season #ournarnents for the
leagues, we also will have special local fiou,-narnents of di�ferent types.
there are sanctioned tournaments on a regionat, divisional, and national
basis as well which brings vBsitors to the area anc6 supports local
commerce. Weekend tournaments are a6sa � g,�eat way for c�arities to
raise funds for their special needs. We work �q�fi youth �e�g,ues to provide
a special controlled access place for theon to ��� their to�i���ment play.
INSTRUCTIONAL ACTIVITIES
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This facitity lends itself very well for summer and weekend sports c�lra7ps.
We pursue the possibility of making the facility available for qualified
instructors or organizations to make the best use of thos aspect of the
facility.
GROUP OUTINGS
The facility is designed to accommodate large groups of people to enjoy
themselves for a variety of sports and group picnic related activities. The
food and beverage accommodations will handle seovice for groups up to
several thousand. These types of events help fill the weekends which
would not be filled by tournaments. We expect that many community
events which are traditional or will become traditional will uiilize this
flexible site for community gatherings. Smalt concerts, shows and
expositions, Holiday celebrations are a few exarroples which supplement
the primary uses of the SPORTSPARK.
TlMES WHEN THINGS HAPPEN AT SPORTSPARK
The facility is open year round except for the tirne surrounding the
Christmas holidays. During this time the faeility hosts many Christmas
functions for company and group seasona6 parties. This time is an ideal
time to do the annual maintenance chores and rehabilitating of grounds
and equipment. Turf gets a break at this tirne �nd for a fewr short periods
during the year. Daily maintenance takes place from early morning to
about eleven o'clock for the heavier work prior to the gates being open to
the general public. The lunch time allows for non �tructured pickup games
as well as some organized programs. The evenangs from five until eleven
are filled during the week with league play. Weekends are generally be
open from eight in the moming until midnight unless a special event is
planned that calls for more restricted hours. AAost actual play is complete
by eleven in the evening. By scheduiing the ma�ntenance crew to start
early in the morning, the facility is staffed during almost all hours.
Reservation systems allow for renting of fields onrhen the aren't being used
for programmed use or designated open play tie�r�es.
PRlCES TO PARTICIPATE AT SPORT�PARK
The normal operating posture of the SPORTSPARK is that ihere is no
"admission" fee. The exceptions to that are special events, certain
tournaments when the group sponsoring the tournament requires an
admission fee or national events. There os, �or regular business operations
, however, a"Token" charge. A Token is charged at the controlled access
point for $1.00. �This "Token" may be redeemed at the concession stand
for 50 cents worth of inerchandise. This fechnique is the standard for most
parks of this caliber and creates a mini�nurn concession sale which
enables the program fees to stay a t reasonabl� levels. Children under 7
are exempt from the token charge.
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Concession charges are consistent with normal equivalent pricing in the
community. tt is not the intent to overprice the menu such as sometimes
done at sports stadiums and arenas. Here are a few typical examples of
suggested pricing:
PIZZA SLICE
PIZZA 16 inch
LARGE 32 oz Soda
SMALL 16 oz Soda
SMALL 16 oz BEER
LARGE 32 oz BEER
HOT DOG
HAMBURGER
$ 1.75
12.00
1.75
90
1.50
2.75
1.25
1.85
Fieid rentats for a two hour period are $50.00 with lights and $30.00
without. Qualified tournaments can rent the fields for $25.00 per game. IMe
will exercise some control over the credentials of those wishing to put
toumaments on at the SPORiSPARK. Volleyba06 and Basketball rentals are
less. Group outings are typically priceef at $2.00 per person plus additional
special extras as requested and food and beverage pricing is dependent
on the level of quality desired.
We have a unique way of pricing for league play. Every player is required
to pay a registration fee to participate at the SPORTSPARK. This seasonal
fee is $15.00 and is used for all sports each season. The team then has a
fee which may either be paid for by the sponsor or divided amongst the
players. It also eases the price for sponsors anc! they tend to stay more
invotved. This league pricing includes a�mpire and one ball for each game.
The 10 game price for softbal! would be $295.00, and voNeyball would be
$100.00.
MARKETING AND ADVERTISING
Our marketing efforts are mostty focused on direct contact with our
prospective customers. The most important type of advertising for the
park is word of mouth. For word of mouth advertising to work, the
experiences being rel�tted must be positive. Our first marketing
consideration is to have a�rst rate operation. We notify and meet with the
existing teams at the earliest possible time to make sure they have a spot
and are aware of our programs. We work close6y with the various
sanctioning bodies and other interested groups on a personal call level.
We belong to and attend all national conventions of the major sanctioning
bodies for softball and vofleyball. We atso are in contact regularly with
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other national and regional groups who might use the facilities. Some print
advertising is done in local and national publications. Direct mail is
utitized initially and at the beginning of each season. Press releases are
directed to all publications including those which are available to the City.
The marketing effort continues. Our staif is in contact with potential
customers and advertisers.
The General Manager as well as league coordinators have the regular
responsibitity to make sales calls to industry, organizations and groups.
These calls promote the use of the facility for er�ployee benefit programs
through programmed league play, tournaments, and special group outings.
We help organize teams and create new participants through instructional
sessions and free agent try outs. Speciai events are promoted more
aggressively depending on the event and it's advertising requirements,
STAFFING IN BAKERSFIELD
The on site management team is headed by Tom Tinstman, Partner and
Genera! Manager. The staff includes an office manager, program
coordinator, a maintenance superintendent and a food and beverage
manager. The balance of ihe staff include� cashiers, concession staff,
maintenance staff, ofiicials, and custodians. Some of the latter positions
are filled by young first time workers.
Training is done partiy on site and partly at other facilities. We bring in
some outside instructors for certain specialized ar�as such as medicai
treatment limitations and programs re9ating to the service of adult
beverages. .
The on site management and staff is backed up with a team of people
experienced in all aspects of the Special Use ftecreation Facility
operations. The staff is able to draw on ihe resources of the regional
management of SPORTSPARK of AMERICA, In�., a partner in this project.
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SAI�ITATIDN �IVISI�N
Notice of Public Meering: Pilot Curbside Green �laste Collection Program.
Wednesday, February 16th, 199� 6:30 pm,
City of Bakersfeid Council Chambers, �501 Truxtun Avenue.
He2% Neighbor!
As we begin a new year, we are continuing our efforts to keep you informed regarding the
Pilot Curbside Green Waste Collecrion Prograrn taking place in your area. Green waste
consists of tree and hedge trimmings, grass clippings and Ieaves. The program is a crucial step
toward achieving recycling goals as set forth in Assembly Sill 939. According to this 19$9
California Legislative Bill, all cities and counties in California �ust divert 25% of their �vaste
stream by 1995 and 50% by the Year 2040!
The diversion of residentia.l green waste is one means in which to meet these State
mandates...thus, your understanding of and participation in this program is critical.
As evidenced by daily records of what's being taken to county landfills, we continue to lose
great amounts of green waste to these sites. �"his loss costs local talcpayers by using up
precious Iandfitl space, and likewise, counts against us �.s �ve seek to meet the 25% - 50%
waste diversion goais! In the long run, missing these goals could cost local residents up to
$10,Q00 ger day.
The City of Bakers�eld has developed a facility w4ich accepts both green waste and wood
waste for recycling. At this site, material is grounc� and marketed for use as an alternative
fuel source, as well as a mulch/compost soil arnemdrnent. g he Pilot Green Waste Program
taking ptace in your neighborhood heips suppiy materia.i �secessary for both the composting
and alternative fuet source aperations, thus c�iverting it from landfills anc reusing it in a
marketable fashion.
We encourage you to use the green waste container provaded to you by the City and we hope
that you will recommend your gardener do the same. �t's through cooperative efforts like
these that we can positively impact the world around t�s. Please join us for the public
meeting on Wedflesday, February 16th at 6:30 pm in �'he Ciry of Bakersfield Council
Chambers, 1501 Truxtun Avenue.
Thank-you,
Mary Beth Richmond-Garrison
Recycling Supervisor - City of Bakersfield
t,
DRAFT 2/ 10/94
February _, 1994
Dear California Charter City Manager:
The City of Bakersfield is in the process of conducting in-depth research into the issue
of the prevailing wage exemption for public works projects for charter cities within California. So
far, we have not found a single repository of information on what charter cities are doing in
respect to the prevailing wage exemption. Although Vial vs. the City of San Dieao appears to
have set the stage for allowing charter cities to utilize the prevailing wage exemption, we are
looking for practical applications of Vial as well as other case law, labor rulings and
procedures/processes on which cities base their decisions to use the prevailing wage exemption.
We are very much interested in how your charter city feels and the experiences it has had
in relation to the prevailing wage exemption. We would greatly appreciate your taking the time
to fill out the attached questionnaire and share with us your experiences (including legal issues)
in dealing with the prevailing wage exemption. We will gladly share the results of our research
with those who respond to the questionnaire. Please return your responses in the enclosed, self-
addressed envelope by
Thank you for you help. Your response will greatly assist in our efforts to establish a
repository of information on the prevailing wage exemption in California charter cities.
Sincerely,
Alan Tandy
City Manager
AT:TS:jp
Attachment
cc: Honorable Mayor and Members of the City Council
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DRAFT 2/10/94
PREVAIUNG WAGE EXEMPTION SURVEY
CITY OF BAKERSFIELD
FEBRUARY1994
Charter City
1. California charter cities may exempt themselves from meeting State Labor Code
(L.C. Section 1771) "prevailing wage" requirements for contracted public works projects of
a purely local nature. Has� your city exempted itself from Labor Code Section 1771 for
public works projects?
❑ Yes ❑ No
(Note: Please answer ALL questions that apply to your city. Feel free to add comments under
the last question even if your city does not have utilize the prevailing wage exemption.)
2. Has your city attempted to exempt itself from Labor Code Section 1771 in the past
40 years?
❑ Yes ❑ No ❑ Not Applicable
3. If your city has not exempted itself, has it conscientiously rejected the opportunity?
Why?
4. If your city has exempted itself, did it subsequently repeal the exemption? Why?
5. If your city has exempted itself from Labor Code Section 1771 for public works
projects, what year did your prevailing wage exemption go into effect?
6. Is your prevailing wage exemption for all "municipal affairs" projects or on a project-
by-project basis as determined by the Council? Please explain.
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Prevailing Wage Exemption Survey
DRAFT 2/i0/94
Page 2
7. Please specify #he fund sources and types of public works projects on which you
use your prevailing wage exemption.
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■
Transportation Development Act funds
State funds used for local projects (i.e., railroad grade separation projects)
Gas Tax funds
Redevelopment projects
Municipal type projects (i.e., highways, bridges, sewers, storm drains)
Other
8. What procedures do you use for notifying interested parties that your projects will
or will not require prevailing wage to be paid (i.e., separate bidding processes, bid forms,
etc.)? (Piease attach written samples if available.)
9. Have you conducted an analysis of bids on proposec! projects comparing the costs
based on paying prevailing wage versus paying market wage? (Please explain.)
❑ Yes ❑ No ❑ Cannot Determine ❑ Not Applicable
10. What has been your experience with contractors paying prevailing wage on a public
works project versus contractors paying market wages? Have you experienced a difference
in work quality on public works prevailing wage exemption projects versus those that utilize
prevailing wage? Please explain.
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Prevailing Wage Exemption Survey Page 3
DRAFT 2/10/94
11. Has the prevailing wage exemption on public works projects had acceptance in your
community? Please explain (i.e., citizen support, union opposition, general public
response, etc.).
❑ Yes ❑ No ❑ Not Applicable
12. Has the adoption of the prevailing wage exemption in your city resulted in litigation?
If yes, please comment.
❑ Yes ❑ No ❑ Not Applicable
13. Please add any other comments you feel are important.
12. Name of Responder:
Title:
Telephone Number:
Address:
❑ Please send me a copy of your survey results.
Thank you for your response. PLEASE RETURN SURVEY BY , 1994 IN THE
ENCLOSED STAMPED, SELF-ADDRESSED ENVELOPE.
(prevail.sur)
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B A K E!t S F I E L D
MEMORt►NDt�M
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T0: ALAN TANDY, CITY MANAGER ✓%
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TRUDY SLATER, ADMINISTRATIVE ANALYST II
MID-YEAR REPORT 1993-94
CITY MANAGEFt' S OFFIC�
February 7, 1994
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The first half of 1993-94 dealt with reducing the impacts of the State's budget
upon the City, which have included over the last two years a permanent loss of
over $3.2 million in property tax revenues. Departmental efforts to economize
and a positive outlook for sales tax revenues over recent months have helped to
mitigate these losses. Preliminary information suggests that the State will not
repeat its performance in shifting revenues from cities in 1994-95, but
contingency plans are being generated to ensure that the City is not caught
unaware if State actions negatively i�pact the City's revenue stream.
An assistant city manager was hired in November who will be heavily involved in
the City's budget cycle and in implementing the changeoner to a reglacement for
the PRIME computer system which is currently being used by the City. Meetings
were arranged to meet with other organizations who have needs similar to the City
for information on the advantages and disadvantages of various systems.
At the department head level, a nation-wide search resulted in the hiring of a
new Water and Sanitation Manager to replace the retiring manager. Upon the death
of the City Attorney, the Council appointed an Acting City Attorney who will
serve until a permanent City Attorney is appointed.
The City Manager, the Economic Development Director, and the Acting City Attorney
continued to drive forward on Council's direction to bring to closure a
development agreement to build a Convention Center hotel. Many hours were spent
in talking with and speaking to co�m�unity representatives to explain the outlined
plans and to garner co�nunity support for the project.
City staff continued to meet with County of Kern representatives to come to a
mutually acceptable resolution of Fire Fund issues. In separate action, the
City, County, and other Kern cities are continuing meetings to resolve the issue
of property tax splits upon County land annexation into incorporated areas.
Manager's Office staff continued to represent the City on numerous organizations
within the co�unity, including the Convention and Visitors Bureau, the SPCA, the
Governmental Review Council of the Greater Bakersfield Chamber of Commerce, and
the Bakersfield Museum of Art. Manager's office staff also presented with the
Mayor the State of the City Address to the Greater Bakersfield Chamber of
Co�nerce.
MID-YEAR REPORT 1993-94
February 7, 1994
Page 2
The City Council met to discuss and establish broad goals for the City Council,
and staff inembers compiled the gathered information to form a preliminary list
which Council will review for approval in early 1994.
An assessment district for sewer and gas mains was formed to serve approximately
8,000 acres in the northeast portion of the City. Research continued on the
feasibility of establishing a city-wide park maintenance plan which would
equitably distribute the costs of park maintenance throughout the city. A
consultant was hired anci service regions �roposed. Consideration is being given'
to seeking citizen input through a ballot advisory measure.
In Human Resaurces, from July 1 to December 31, 1993 personnel certified twenty-
four (24) eligibility lists for the Police, Fire and Miscellaneous Departments.
A total of twenty-seven (27) open and promotional recruit�tent were conducted.
This included recruitments for the management and supervisory positions of
Assistant City Attorney, Assistant Superintendent - Parks, Assistant
Superintendent - Sanitation, Box Office Supernisor, Civil Engineer IV, Supernisor
I/II - Sanitation, Supervisor II - Recycling, Public Works Director, and Water
and Sanitation Manager.
Acco�nodations which were made for disabled applicants and current employees
during the examination process included providing readers and quiet environment
to take written examinations. The division provided support to the various City
departments in deterniining appropriate acco�odations to b� made for current
employees with disabilities.
Seventeen (17) exit interviews were held with e�ployees tern[inating their
employment with the City (not including retirements). All were regular
resignations; none were City-initiated. The predominant reason for leaving was
to pursue career opportunities elsewhere. This represents a turnover rate of
1.6%.
From July through December, the City employed twenty-one (21) new employees,
promoted twenty (20) City employees and reclassified eleven (11) positions. New
einployees attended an orientation program to acquaint them with City policies and
benefits. Twenty-six (26) retirees were processed. Nine (9) new and revised job
specifications were presented to the Miscellaneous Civil Service Commission and
two (2) to the Police Civil Service Commission. Two (2) reinstatement issues
were presented and approved by the Police Civil Service Co�nission and two (2)
were approved by the Miscellaneous Civil Service Conunission. Twenty-(20)
nepotism cases were decided by the various commissions. Personnel handled a
number of e�ployee problems relating to discipline and harassment that involved
investigating and counseling employees and/or their departrnents. One hundred
fifty (150) temporary employees were placed in various departments.
Human Resources staff continued to work closely with all City departments and the
three Civil Service Boards. Recommendations were prepared regarding personnel
matters and assistance was provided in the interpretation and application of
Civil Service Rules and Regulations, Administrative Rules, the Bakersfield
Municipal Code and Memoranda of Understanding.
MID-YEAR REPORT 1993-94 Page 3
February 7, 1994
The City's Health Care Consultant solicited proposals for a new Employee
Assistance Program (EAP) provider. After much consideration by the Insurance
Committee, the current provider, J.T. Decker, was retained and his current
contract extended to June 30, 1994. The Health Care Consultant also negotiated
contract changes for dental providers, Dedicated Dental Systems, Inc. and Health
Benefits, Inc. , with no increase, in addition to the vision pronider, Medical Eye
Service Company, with no increase. Medical provider plan changes include a
CaliforniaCare renewal, with a 13� increase. Blue Cross Fee-For-Service was
redesigned to a more managed care plan. The mental"�health portion was carved out
and will now be provided by Psychology Systems, Inc. This redesign held what
would have been a substantial rate increase to only approximately a 4� increase.
Staff completed research in preparation for upcoming negotiations with the
Miscellaneous F.mployee Units and Fire and Fire Supervisory Units. Staff also
prepared for adoption changes to the temporary employee salary schedule for
stagehand positions.
Sixty-six (66) employees participated in the Section 125 Plan. The contract with
Planned Management Adcninistration was renewed for 1994, and open enrollment for
1994 was held in November.
Personnel coordinated the 1993 California Rideshare Week campaign for the City
of Bakersfield. For the third year in a row, the City was declared the winner
of the Kern Rideshare Challenge in the large employer (500+ einployees) category
with sixty-eight percent (68%) of eligible City einployees participating.
Rideshare participation average� twenty-eight (28} employees per month from July
through December 1993.
Certificates of Appreciation were awarded to one hundred eleven (111) employees
for their years of service to the City. Forty-eight (48) gift certificates
totaling $3,550 were distrihuted to employees with 10, 20, 25 or 30 years of
service. Of the twenty-six (26) employees who retired from July through December
1993, thirteen (13) of them received plaques and gift certificates totaling
$1,950. These awards recognized twenty (20) or more years of sernice with the
City. One retirement was industrial disability, three (3) were regular
disability, and twenty-two (22) were service retirements.
Total City unemployment insurance benefit charges paid during July through
December 1993 averaged $47,601 per quarter. An estimated seventy-three (73)
former employees utilized these funds each quarter.
Due to the budget shortfall resulting from State fiscal action, the City Council
approved the addition of a"Two-Years Additional Service Credit" (Golden
Handshake) provision to the City's contract with PERS. The ordinance amending
the contract was effective May 3, 1993. The window of opportunity to sign up for
this plan was May 3- October 29, 1993. Out of the one hundred fifty-three (153)
eligible employees, twenty-six (26) employees accepted the City's offer of the
two-years additional service credit. Four (4) of these einployees retired during
1992-93 and twenty-two (22) retired by October 29, 1993.
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 4
Ten (10) former City employees and/or dependents were participating in the
medical plans and thirty-six (36) in the dental plans at calendar year-end.
The Human Resources Division was reduced by 1.5 staff inembers effective July 1,
1994. This had a significant i�pact on the division, and staff inembers have
responded to this reduction by developing alternative methoc3s of proniding
services.
As direc�ed by the City Council, the Human �Resources Division will prepare
quarterly reports regarding "merit" increases which will contain information as
to the number of employees granted step four (4) and five (5) increases as well
as those that were denied.
In Risk Management, highlights of activities included an active Safety Co�¢nittee
with an attendance rate of 100% and a claims co�tittee which met monthly to
review accident reports. The claims committee drafted Claims Co�nittee Criteria
which set forth guidelines used in deterniining the degree of negligence of the
employee involved in an accident. On a monthly basis, the Claims Activity Report
(a monthly summary of all liability claims activity, including new claims filed,
claims closed or settled, and claims with cotnplaints filed or su�tons received)
was distributed to the City Manager, the Council, and Department Heads.
The annual Safety Awards ceremony was held in September at which over 450 City
employees received a variety of awards for working accident free for 1991-92;
annual OSHA-required hearing tests were given to over 200 employees in October;
a footwear task force policy was established whereby the City contributes $30
towards the purchase of safety footwear purchased from a footwear vendor; and two
cardiopulmonary resuscitation and one first aid class were offered to einployees.
In the area of claims administration, 74 new liability claims were opened during
the period. At the end of the calendar year, there were 103 open liability
claims representing a11 years; 26 of the total represent litigated claims. One
hundred forty one (141) workers compensation claims were filed during the period,
and at the end of the calendar year, there were 321 open workers' compensation
claims representing al1 years. Seventy-seven (77) new property files were opened
during the calendar year, and at the end of the calendar year, there were 65
active property files still outstanding.
The Traffic Co�nittee, which sets standards for reducing accident rates at major
intersections by modifying or upgrading the current configuration of the
intersection, met on a periodic basis. Established standards were achieved.
Several intersection issues presented to the CoirQnittee were discussed and
recommendations made to the Traffic Authority.
Bakersfield currently has over $2.9 million of the total of $33 million invested
in ACCEL, an insurance pooling arrangement with 10 other California Cities.
Deposit premium refund checks were returned to the cities in September 1993. The
refunds were a result of positive claims activity during ACCEL's second program
year (1987-88). Bakersfield's share of the deposit premium refund was over
$400,000. The City's Risk Manager was elected Treasurer of ACCEL for the fifth
MID-YEAR REPORT 1993-94
February 7 , 1994
consecutive year. The
for the Pool, chairs
financial audit.
Page 5
Treasurer oversees the administrative checking account
the Investment Co�nittee, and coordinates the annual
In miscellaneous activities, the City continued a written agreement with the
Department of Motor Vehicles for the administration of City employee co�ercial
drivers' licenses. As part of the agreement, Department of Motor Vehicles audits
the City annually. This year's audit took place in November. During July, most
of the City's insurance policies were renewed, iriCluding excess liability,
workers compensation, property, airplane, airport, special events and all
fidelity bonds. Risk Management is a regular topic at the Supervisors Excellence
and Educational Development class which was initiated during the year.
Additionally, compliance with the Bloodborne Pathogens standard, which requires
certain personnel to be imcnunized against the Hepatitis B virus, was continued.
As a result, all sworn Fire and Police personnel, as well as City Lifeguards,
have been offered the opportunity to receive the vaccination.
In the City Clerk's Office, the new fiscal year began with the swearing in of a
new Councilmember in the 5th Ward on July 7. Randy Rowles was elected during a
Special Municipal Election held on June 8, 1993. The office was busy with
routine operations, changes to the Agenda process, Council deliveries and
preparation of transcripts. (New procedures requiring the Clerk's staff to make
deliveries to Councilmembers on a weekly basis and the preparation of six
transcripts increased activity within the Clerk's Office.) The City of
Bakersfield Telephone Directory was updated in August, and again in October 1993.
In addition, staff were cross-trained in the areas of Legislative History,
Records Management, and Document Processing.
A new Agenda Procedures Manual was prepared and distributed to all departments.
In July, 1993, the City Clerk's staff held s� (6) workshops, totalling four
hours, with 64 participants from all departments. The Clerk's staff felt the
workshops were well-received and has followed up with additional telephone calls.
The City Clerk's Office became involved with "Electronic Town Crier" Local News
Network, a County-wide computer network which links residents, government and
business to provide information such as Agenda and Minutes of the Bakersfield
City Council and Kern County Board of Supervisors.
The Messenger Program with Kern County General Services continued to increase in
volume. Joint pieces of mail processed totalled 1,836, compared to 630 for 1992-
93. At a minimum of 29 cents per piece, this is an estimated savings of more
than $500.
The City Mai1 Room processed 108,448 pieces of mail, requiring approximately 149
hours, at an estimated cost of $33,865. The new postage equipment purchased late
in 1991-92 provides the capability to track postage dollars spent per piece.
The Clerk's Office prepared 11 Council agendas with a total of 722 agenda items
and 183 Council referrals. This compares to 11 agendas, 743 agenda items and
136 referrals for the same time period in 1992-93. The average length of Council
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 6
meetings, including time spent in workshops and closed sessions, was 4.25 hours.
Four special meetings of the Council averaged 1.45 hours. Four Public Financing
Authority agendas and packets were prepared, with meetings aneraging 20 minutes.
S� regularly scheduled C.D.D.A. meetings averaged 1.25 hours, and two special
C.D.D.A. meetings lasted approximately .75 hours each. There were 42 hearings,
108 resolutions and ordinances, 149 contracts/agreeruents, 132 8eeds and easements
and 57 notices of co�pletion processed through December, 1993. The Clerk's staff
responded to ZO requests, 11 subpoenas for public records and processed 82 claims
against the City.
CITY A'1`I'ORIZEY' S OFFICE
In the City Attorney's Office, a tremendous amount of attorney and secretarial
time went into the finalization of a DDA on the Convention Center Hotel. Edward
Duddy, from the League of Cities program, was instrumental in the successful
completion of this project, filling a critical staffing gap.
Work on the fire fund settlement agreement continued. The "final" settlement
documents have been drafted in this complex matter, and the office moves forward
with this commitment.
Escrow closed on the Clinica-Sierra land acquisition for a new medical facility
in the Lakeview area. The office worked in concert with finance and property
management ta push the land acquisition through that enabled the project to ga
forward. Contracts were also completed for the "K" Street-scaping project.
These contracts give the City reimbursements of $12,000 of project costs from the
19th and K Street Partnership (Kress's) and Co�nity First Bank.
In the litigation area, several victories incluc3ed a voluntarily dismissal after
pressure was applied to the plaintiff's case through motions and discovery and
additional dismissals after motions by the City. Oniy one claim of the plaintiff
remains after City motions. In the workers' compensation arena, the City won a
stress claim case. Workers' compensation is a very difficult area to win any
type of case in, and a stress claim is among the most difficult.
These dismissals and other victories were won after intense legal work. The
philosophy of the courts is to give the plaintiffs every opportunity to reach
trial, and City attorneys are often under siege to give some money to every
plaintiff, no matter how poor the case. The courts are extremely reluctant to
grant motions that result in a dismissal of the plaintiff's action. Given the
uphill battle the City n[ust fight against both the courts and the plaintiffs,
these dismissals are noteworthy.
The City continues to collect $1,000 per month on its $35,000 judgment against
a pornographic bookstore, which has paid approximately $6,000 of this judgment
so far.
A police misconduct case has been set for trial after the City' s settlement offer
was refused. The City Attorney's Office believes that after a reasonable
MID-YEAR REPORT 1993-94
February 7, 1994
Page 7
settlement has been refused the City should be prepared to go to trial. To
continually increase settlement offers to avoid the risk and expense of trial--
where the plaintiff's settlement demands are unreasonable--can be counter-
productive over time as the plaintiff's bar quickly learns the propensities of
various entities toward settlement. When a fair settlement has been offered and
trial is a certainty if the offer is rejected, �he better plaintiff's attorneys
will settle. There will always be those who do not, and there is always
unquantifiable risk associated with trial, but, overall, City Attorney strateqy
held down the numher of cases filed against the City and the number of cases
tried.
The strategy is largely successful because most cases are handled in-house,
thereby avoiding the necessity of offering the plaintiff the equivalent of what
outside attorney's fees would be if the City went to trial as part of a
settlement package. Settlement conference judges often want $3,000 to $5,000
more from insurance companies because they realize the company will spend twice
that much on attorney's fees, even if they win the trial. This is one way the
courts put pressure on the defense to settle, and this type of extortion is
avoided by handling most City cases in-house.
The office continues the search to fill two vacant positions. Because of this
personnel shortage, some 1ow-priority matters may suffer time delays; however,
the office is committed to providing the highest level of legal service to the
Sakersfield City Council and to the departments of the City.
The following statistics reflect actions City Attorney's Office staff inembers
have been involved with over the past six months: 16 open cases; 9 closed cases;
74 current litigated cases; 149 agreements; 171 deeds & ease.ntents; 26 ordinances;
82 resolutions; 5 annexations; 7 General Plan Amendments; 42 hearings; 25
contract change orders; 2 resolutions of intent; and 82 claims filed.
FINANCIAL SEItVICES
In Data Processing, staff installed personal computers in several departmental
locations, including Sanitation, Water, Police, Finance, Public Works, Mayor's
Office, Co�unity Development, Economic Development, Data Processing and Fire
Administration. This brings the total number of office systems devices to 288
personal computers, 105 computer terminals, and 195 printing devices.
The network connection between Police, City Hall, the City Hall annex, and the
Development Services Building was coinpleted as scheduled. This allows any user
in any of the networks at these locations to gain access to any of the other
networks and provides added capabilities to G.I.S. (geographic information
system) users. The networks in Police, City Hall, Building, Planning, Public
Works and Fire Administration were upgraded to allow additional users or remote
access from other locations.
Work toward replacement of the Prime Computer made considerable progress.
Software vendors are being evaluated in connection with replacement of the PRIME
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 8
computer system, and other cities' methods of operation are being reviewed to
determine the best fit for the City's organization. Recolmnendations regarding
the syste�n are anticipated during the first quarter of the 1994 calendar year.
PRIME systems were installed for the Co�nunity Development Home Loan Program,
Co�nunity Development Graffiti Removal Tracking, a major enhancement to Public
Works Traffic Impact & Mitigation Fee Tracking, Public Works Transportation
Permits, Fire Incident/EMS Tape Processing, and P,rrest Resume Reporting.
In Property Management, acconrplishments for the first half of 1993-94 included
the purchase of: five properties in southeast Bakersfield for Co�nity
Development's Clinica Sierra Vista project for $62,500, a property adjacent to
the Bakersfield Municipal Airport to provide runway protection (clear zone) for
$145,000, a property to augment Saddle Drive Park for $105,000, and a water well
site in southwest Bakersfield for $20,000. Additionally, a drug-seized home in
south central Bakersfield was sold with net proceeds of approximately $25,000 and
a small parcel in northeast Bakersfield was sold for $1,000 to facilitate
resolution of a boundary dispute between a landowner and a developer.
Staff negotiated two leases for the construction of privately owned hangars at
the Bakersfield Municipal Airport, an office lease for a new flight school at the
Bakersfield Municipal Airport, and a lease amendment at the City's sewer farm to
provide land for the new inert recycling facility. Renegotiations were also
accomplished for a fixed base operator lease at the Airport.
In Purchasing, the City's Purchasing Agent and General Services Superintendent
coordinated efforts to prepare the Development Services Building for the major
staff move. In December, additional funds were allotted to "camplete" the
offices and work stations by adding coat racks, storage cabinets, four tack
boards, and others. These items should be delivered by the end of January 1994.
The loss of the Buyer-Trainee in September caused a heavier work load for the
remaining Purchasing einployees. The more difficult duties of the section have
been absorbed into the work schedules of the remaining einployees, causing re-
prioritization of all duties.
A total of 1,090 purchase orders were processed from July through December 1993.
In Cash Managem�ent, approximately 11,000 Business Tax Stateinents were processed
and Business Tax Certificates (Business Licenses) were mailed during July. Major
Public Works fees were integrated with the Building Permit program. These fees
include sewer connection, transportation impact, traffic mitigation and other
fees associated with building permits. This integration insures that all Public
Works fees are collected before a final is issued on a building perrnit.
In mid-October the Treasury section moved to the Development Services Building
without interruption in service. The section, which was previously split between
City Hall and the City Hall annex, is now consolidated at one location. Space
vacated by Cash Management is now being utilized by the Accounting sections.
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 9
In Payroll, voice mail was installed in November 1992, cutting down on overtime
needs. From January through October, 1992, 170 hours were credited to
co�pensatory time earned as contpared to the same period in 1993, which was 93
hours. With voice mail, clerks can work uninterruptedly and spend 30 minutes a
day returning machine calls. Policy dictates a return of all voice mail calls
within 24 hours of the call.
Accounting clerks from Accounts Payable and Accounts Receivable were trained on
keying time reports and time cards in order to provide hackup a.*�d additional help
to Payroll and Data Processing. The Accounts Receivable section billed
approximately 17,660 customers with a revenue value $1,156.000 and approximately
2,757 customers with a revenue value of $5,260,296.
In preparation for the City selection of new computer software, Accounts
Receivable and Accounts Payable developed a list of computer questions that
relate to their duties, representing items that the clerks deemed important when
cornpleting their duties in a timely and efficient manner. These questions will
be used to help determine which software package will be the most beneficial to
the City.
POLICE SEAVICES
The Bakersfield Police Department suffered through the same fiscal uncertainty
as all California law enforcement agencies during the first half of 1993-94.
Several personnel vacancies were left unfilled due to the nebulous nature of
state budget decisions.
A project manager for the Police Department's records management system/NIDT
projects was selected by the Chief of Police. Upon completion, an integrated
computerized records management system will greatly increase the efficiency with
which the police department provides service to the community. The project
manager was also tasked with the review of department options for potential
future use of other types of technology to iinprove the departntent's efficiency.
The goal to implement a tracking program utilizing the City's PRIME computer to
index reported stolen, recovered, and pawned property has been held in abeyance
pending the proposed departmental records management syste�n.
In Headquarters, Internal Affairs detectives investigated 11 citizen complaints
and 22 civil claims. Internal Affairs detectives also responded to 15 citizen
inquiries providing valuable information to community members. The section was
responsible for 49 business permit investigations and 6 follow-up investigations
for the city claims/insurance adjustor.
In Inveatigations, the clearance rate for Part 1 crimes remained constant at
approximately 33%, exceedinq the program objective of 28%. The value of property
reporLed as stolen increased 29% over the same period of the preceding year,
while the value of stolen property recovered increased 14%
- -_
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 10
The division continued to maintain a night detective schedule with two detectives
on duty seven nights a week as well as one Detective working the day shift on
weekends.
In Warrants, the implementation of the Temporary Transportation Officer position
has been made and is a cost saving program for both out-of-town prisoner
extraditions and normal booking of prisoners at the Kern County Sheriff's
Department Lerdo facility.
The department has been unable to meet the goal of not letting the total number
of warrants served drop below 10� of the number served the previous year. This
reduction was primarily due to the loss of one officer from this detail.
In the Vice/Narcotics section, the focus continued to be aggressive enforcement
against major narcotics violators, while street level narcotics enforcement was
the primary responsibility of the Metro Tea� and Career Criminal Apprehension
Team. Twenty four (24) major narcotic violators vaere arrested, for an increase
of 89% over the same period for the previous year. The section has continued to
monitor the activities of the adult entertainment business bi-weekly and process
the numerous permits for employment at such businesses.
Vice/Narcotics detectives assisted investigators from the Arkansas Departrnent of
Public Safety in identifying two major narcotics violators in their area who were
sourcing methamphetamine in Bakersfield. Vice/Narcotics detectives conducted a
72-hour surveillance of these violators and were able to identify the source of
the drugs in the Lamont area. Investigation detern►ined that the planned
transaction was not going to occur and the violators were detained as they were
trying to leave the Kern County area. Money intended to be used in the drug
transaction was seized. The 1oca1 source of the drugs later attempted to sell
five pounds of inethamphetamine to undercover agents from St. Louis, Missouri in
October 1993 and were arrested by Bakersfield officers.
In October 1993, the US Postal Service in Los Angeles intercepted a shipment of
2,000 grams of opium destined for a Bakersfield mail drop. Further investigation
determined that the drugs were ultimately destined for distribution in Tulare
County.
In November 1993, Vice/Narcotics detectives made a record seizure of
metha�phetamine. Subsequent to a controlled purchase of drugs, detectives
followed the source of the money to a location in Latnont. Several search
warrants were executed based on further investigation which ultimately led to the
seizure of 34 pounds of inetha�phetamine with an estimated street value in excess
of $3,000,000.00. Drug assets seized during this investigation included six
motor vehicles, two jet skis, a twin engine airplane, computers and two private
residences. The asset forfeiture computer program has been implemented and is
working extremely well at tracking all property seized under the various asset
forfeiture laws.
The Metro Team enforcement focus was directed against street level crimes, such
as narcotic sales, prostitution, ana gang related crimes and resulted in the
MID-YEAR REPORT 1993-94 Page 11
February 7, 1994
arrest of a total of 555 individuals, 76 of which were for prostitution. The
Metro Team also conducted 65 probation and parole searches and execated 34 search
warrants.
The former Probation Coinpliance Team's name was changed to the present Career
Criminal Apprehension Team after California State Parole Agents were added to the
team and to bring the team into uniformity with other such teams throughout the
state. C-CAT personnel have arrested 290 individuals during this period, of
which 110 were known gang members. C-CAT personnel have also conducted 84
probation and parole searches and executed 10 search warrants.
In Planning, Research & Training, personnel assigned to the Training section
assisted the Human Resources personnel in a hiring procedure for police officers
resulting in the establishment of a hiring list in which eight new police
officers were hired. Training officers completed forty three background
investigations, including Z6 for police officer applicants, 10 for clerical
applicants, 4 for transportation officer applicants, and 3 for telecomQnunicator
applicants. Training personnel also coordinated the Hepatitis B vaccination
program in which department personnel, who were determined to be at risk of
exposure, were offered vaccinations in accordance with the California OSHA
requirements. Additionally, the section coordinated the expansion of the local
area computer network which connects personnel assigned to the Headquarters
section, Internal Affairs, Vice/Narcotics section, and the three department
Captains.
In Records, a computer program to automate the handwritten arrest resume is in
the final stages of testing. In addition, a FAX management system to track FAX
requests for police reports is being reviewed. A manual for the subpoena desk
is in development and is expected to be completed by the end of the fiscal year.
In Property, personnel entered 13,495 items into �he property management system
and 11,700 items were dispositioned. These iigures reflect a 22� increase in the
number of items entered anci a 35% increase in the number of items dispositioned
when coinpared to the same period for the previous year. As of December 31, 1993,
there were 25,081 items being processed or maintained in the system.
The Crime Lab experienced an 11% decrease in service requests in comparison to
the same period in the previous year. The submission of ALPS quality fingerprint
tracings to the Automated Fingerprint system has also decreased 110 over the same
time period. The Crime Lab has reduced the cost of photographic lab materials
$1,468.98 by reduction of the stanaard size photographic print from 8" x 10" to
a smaller 5" x 7".
Personnel from Crime Prevention made 168 presentations of various topics to
38,176 community members. Ninety (90) Neighborhood Watch groups were added to
total 1,406 existing groups. There are 14,060 residents now involved in this
valua:ble program.
DARE Officers presented the DARE program to 2,590 s�th grade students and made
visits to 28 other schools contacting 12,147 K-5th grade students.
MID-YEAR REPORT 1993-94
February 7, 1994
Page 12
In Operations, in spite of increasing demands for police service, Patrol response
time to priority one calls remained just under five minutes. This service level
measure exceeded the proposed level in which average response time to priority
one calls was projected not to exceed seven minutes. In addition, manage�nent
efforts in the reduction of citizen co�Qlaints have yielded positive results as
these complaints have been reduced by 73�5 during the first six months of 1993-94.
A program is currently being implemented in which periodic line inspections are
conducted by sugervisorv personnel of s�zbardinate employees in order to iasure
the delivery of quality police service.
Through aggressive and creative enforcement strategies, narcotics arrests by
patrol personnel increased by 30�k compared to those figures for the same time
period during 1991/1992.
In Traffic, the total number of driving under the influence (DUI) arrests
increased by 10.1% over the same period of the previous year. The section
conducted 3 DUI checkpoints and 2 commercial vehicle safety programs. Personnel
investigated 148 DUI related traffic accidents (which reflected a 5.7� increase
in the number of such accidents as compared with the prenious year) and 639
injury traffic accidents as compared to 665 such accidents in the same period for
1992/1993 and
Traffic issued 10,242 hazardous violation citations as co�npared to 11,731 such
citations in the same period of the previous year. The decrease was due
primarily to the increase in patroi functions and ca11s for service fielded by
Traffic section personnel.
Co�nunications Center personnel were able to receive and dispatch priority one
calls for service within two minutes in 79.6% of all situations. Due to staff
reductions and increased workloads, the proposed Communications Center Training
Manual has not been, addressed. During the first half of 1993-94 total false
alarms were maintained at a rate of 94�.
Various sections within the Department were affected by manpower downsizing.
FIRE SERVICES
Development in the City maintained a pace consistent with the last three years
even with what was anticipated to be a slow year for new construction. Ninety-
one (91) new fire hydrants were issued and tested with thirty (30) more to be
tested in the near future. The Fire Department budgeted for 200 new fire
hydrants, and it is now anticipated that two hundred and fifty (250) fire
hydrants will be needed this fiscal year. California Water Service has installed
two (2) water main extension projects as a co�nunity improvement effort. One
main extension is at the Bakersfield Municipal Airport; the other is near 30th
Street and Union Avenue.
MID-YEAR REPORT 1993-94 Page 13
February 7, 1994
The Fire Department has worked with the Building Industry Association on two
Assembly Bills that will institute more stringent roofing requirements (AB 2131
and AB 337).
The Fire Department, City Manager's Office, and the County of Kern continued
efforts to bring to resolution to the Fire F�nd Tax. An issue arising from the
Fire Tax E�nd negotiations that will affect the 1994-95 budget will be the
possibility of City staffing the Rio Bravo Fire Station.
Suppression personnel responded to 6,121 emergency alarrtts during the first two
quarters of 1993-94. The busiest engine company during this time period was
Engine #6 (127 Brundage) which responded to 1,379 alarms. The latest data
available indicates that 47°a of emergencies are medical in nature. The Fire
Departsnent was successful in raising over $50,000 in donations to purchase
defibrillators for each fire station. These units are scheduled for delivery in
late January.
R random sample of engine company responses indicates that the three-minute, 45-
second response criteria was met 80% of the time, and truck company response
criteria was met 69� of the time. The goal of 90� was not met as extended
response times are necessary in West and Northwest Bakersfield,
Personnel continued Fire Prevention and Hazardous Materials Inspection programs
with 1,736 inspections performed. The fire hydrant and Blue Marker program will
be completed during the last two quarters of 1993-94.
Due to equipment changes within the Department, emergency responses are being
updated at the Emergency Co�nications Center through coordination with the Kern
County Fire Department.
Training and equipment for the Haz Mat Response Team was shifted to subprogram
383 which has allowed it to be cost recovered. Additionally, a grant for $11,000
was received to purchase some very specialized equipment. Hazardous Materials
and Heavy Rescue Response Teams monthly training to maintain efficiency and
readiness continued.
Training personnel provided 1,811 students over 12,000 hours of instruction.
Classes ranged from Juvenile Firesetter workshops to Pipeline Safety and
Flamma't�le Liquids. Separately, night drills were conducted to evaluate the
emergency operation procedures of all suppression coinpanies.
Training personnel work with Bakersfield Junior College resulted in the College's
purchase of $15,000 worth of computers and software to aid in training. An
$80,000 grant was received from the State to purchase equipment for the State
Certified Hazardous Materials training facility which is e�ected to be
operational in July 1994. State Certified Fire Officer and Chief Officer classes
were continued to afford all personnel the opportunity for career advancement.
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 14
Emergency Driving Technique Classes were held for all suppression personnel
utilizing our State certified driving instructors from within the Department,
improving proficiency and reducing liability.
Al1 members of the Hazardous Materials Response Team have obtained technician
level.
A Disaster Planning course was held by the California State Training Institute
for members of the City and County in early November. The class culminated with
a half day Disaster Exercise to test our Emergency Operations Center. A
permanent disaster planning team for the City was formed from this class. The
City's emergency plan update is now in its final draft.
Emergency preparedness presentations were given to approximately 200 co�nunity
residents regarding earthquake preparedness.
Fire Safety Coatrol personnel investigated 106 fires of which 53 were found to
be incendiary and 41 were found to be accidental. Thirty-two arrests were made.
Of those, 17 convictions were obtained (four by court cases and 13 by other
means).
The Division accomplished 2,019 inspections during the period, of which 171
violations were found. Two hundred, sixty-two (262) property, weed abatement
violations were processed between Ju1y lst and December 31st. Of those
violations, 125 were due to citizen complaints and 137 through Fire Department
inspections.
The arson information database has been installed on all computer work stations.
Inspection record keeping software is completed. Existing inspections are
expected to be entered by April 1, 1994. .
Business plans and inventories were maintained on 1,029 hazardous materials
handlers in the City, up just slightly from the 1992-93 year. Staff inembers were
able to inspect 96� of the hazardous materials handlers scheduled for inspection
this year. This is the best performance, to date, for inspections by the engine
cornpanies. Seventeen engine companies have completed all of their inspections
for the year. Nearly $184,150 in hazardous materials handling fees will be
billed in January which includes $22,150 in inspections fees. This compares to
the annual projection of $222,600 and a departmental budget of $199,019.
Two Risk Management and Prevention progr�ns were completed, bath dealing with new
anunonia refrigeration installations within the City: the new U.S. Cold Storage
facility on District Boulevard; and a plant addition to the Pepsi manufacturer
in town.
In the Underground Storage Tanks (UST) program, thirty-eight (38) underground
storage tanks were removed and twenty-eight (28) new double wall tanks installed.
Eight (8) of the tanks remaved were previously unregistered and abandoned tanks,
discovered through field inspections. Twenty-nine (29) underground tank
facilities were inspected for co�npliance with the State regulations. Seventeen
MID-YEAR REPORT 1993-94 Page 15
February 7 , 1994
(17) field citations were issued and are in the process of being corrected.
Revenues for the UST program totalled $59,659. This co�npares to an annual
projection of $111,786 for the year, and a departinental budget of $83,970. It
will be difficult to reach our projection of $111,786 with our current personnel
shortage. Thirteen (13} sites are currently in the process of clean up of
contamination discovered during tank removal. Two clean up projects were
completed. Fifty three (53) oil well sites were also inspected. Other
environmental work (such as site assessments and asbestos testing) have been
co�leted on an as-requested basis.
In Special Services, a new fire station site was purchased on Buena Vista Road
directly south of the City Water building. This site (one net acre) is needed
to serve the rapidly growing area around it. A second site is currently being
researched near Persinger Road and Buena Vista Road.
A State grant in the amount of $320,000 was submitted to retrofit Fire Station
#2 located in East Bakersfield. This is the second phase of the grant process.
Station #2, an unreinforced masonry building, continues to operate from teinporary
facilities.
A California State Fire Marshal mandate requiring that the California Fire
Incident Reporting System (CFIRS) to be fully computerized by January 1, 1994 has
caused some concern. An agreement with the County to use the software they
developed at no cost has been approved and is in the process of being put on
line. City Data Processing is currently in the process of solving the problem
of existing reports that need to be transmitted to the State and making the
transition to the new County Software for report writing.
In the area of Fire Co�nunications, the City/County emergency co�unications
center handled 46,360 emergencies with 43% of them (20,239) directly related to
the City. This percentage is slightly higher than reported in June of 1993.
The service level measure of 45 seconds was not met because of call screening
being accomplished through the E.M.D. (Emergency Medical Dispatcher) progr� now
in service. In the long run, the help being received by the citizen instruction
process is far more helpful and safer to them than the extra thirty seconds it
takes for dispatch to occur.
The Computer Aided Dispatch (CAD) equipment now in use at the E.C.C. facility is
in need of a maintenance upgrade. This problem is currently under study by a
CityjCounty Task Force. Depending on the results of this study and actual need,
the City should anticipate an increase in shared E.C.C. costs for 1994-95.
The E.C.C. operating agreement e�ired and will be upgraded and incorporated as
a part of the Joint Powers Authority agreement when it is finalized.
In Fire Maintenance, the section met or exceeded all six service levels for the
first half of 1993-94. The anticipated relocation of Fire Maintenance and Supply
has not been accomplished due to the delay in moving Fire Safety Control and
Hazardous P•iaterials personnel ta �he 17th & Chester building.
MID-YEAR REPORT 1993-94
February 7, 1994
Page 16
Diesel exhaust fans installed in Stations #1 and #5 have been evaluated for
effectiveness and found to be performing satisfactory. A contract has been
signed for installations to occur at Stations #3 and #8 as soon as possible.
An electrical generator, washing machine, and dryer were installed at Fire
Station #7 to facilitate care & maintenance of protective clothing. The high
capacity generator will provide power in the event of disaster requiring the
public be served at the site.
In Fire Safety Education efforts, three programs continue to take priority over
all others. They are Juvenile Firesetters, Adopt-a-School, and the Firefighter
Operations Program. Over 10,000 children were educated on fire safety during
National Fire Prevention Week in October. One hundred and fifty (150) smoke
detectors were installed by personnel. The State Fire Marshal has shown an
interest in having the program introduced State wide. A local group of doctors,
professional child specialists, educators, juvenile court personnel and
firefighters are active in this area. Over 300 juveniles and parents went
through our intervention classes with positive results.
The Explorer Post and the Reserve Firefighters have increased their volunteerism
and have taken a more�active role in Fire Safet� and general child education.
PUBLIC WORRS
In Engineering Services-Design Engineering, staff completed designs for 50
Capital Improvement projects with several other pro7ects at various stages of
concpletion, for a combined total cost of $8.0 million. The staff provided
designs for the "in-house" projects at an average labor cost of 2.7� of the cost
of construction which is approximately 5.3o below the cost typically charged by
consultants for design services. It is estimated that the City saved
approximately $148,000 during this six month period by completing design work
"in-house".
This period highlighted the start of construction of the Hageman Road Bridge over
the Friant-Kern Canal and the Ashe Road crossing of the Arvin-Edison Canal.
Major design projects included the widening of California Avenue between Oak
Street and Real Road and the Bike Path between Manor Street and China Grade Loop.
Pavement resurfacing projects to be completed include California Avenue (Baker
Street to Lakeview Avenue), Panorama Drive (Monte Vista Drive to River
Boulevard), Belle Terrace Avenue (Fiorito Street to Stine Road), Union Avenue
(Planz Road to White Lane), and 'F' Street (14th Street to 24th Street).
The Subdivision section of this division recorded 18 tract maps and 6 parcel maps
adding 1,045 lots to the City. Personnel section provided conditions of approval
for 20 tentative tract maps, 4 tentative parcel maps, 3 e�ensions of time, 1
revised tract map, 2 wall and landscape concept plans, 12 general plan
amendments, 6 zone changes, 25 site plans, 18 conditional use permits, and 23
parcel map waivers/lot line adjustments during the first six months of the 1993-
94 fiscal mid-year. Several Municipal Code changes were also reviewed. A total
MID-YEAR REPORT 1993-94
February 7, 1994
Page 17
of 203 improvement plan submittals, 69 final map submittals, 93 grading plan
submittals, and 34 drainage plan submittals were received and processed,
including 24 street dedications and 45 easements of various kinds. The section
prepared 25 agreements and their administrative reports for City Council action.
Two annexations were completed, adding approximately 92 acres of land to the
City. The combination of annexations and developm�nt within the City added 7.70
miles of streets, 2.55 miles of storm drain pipeline, and 9.64 miles of sanitarY
sewer pipeline. This brings total mileage to 710.30 miles of streets, 112.71
miles of storm drain pipeline, and 664.15 miles of sanitary sewer pipeline.
In Engineerinq 3ervices-Constraction an� Surveying, 401 open street permits were
issued to various companies and private citizens. The inspectors who handle
these permits finalized 282 permits requiring 661 inspections. Additionally,
approximately 2,950 lineal feet of curb and gutter was installed through a
contract for the following streets: Castro Lane - Wilson Road to Valley Plaza;
Lum Avenue - Castro Lane to 158 feet West; 6th Street -"N" Street to "P" Street;
Tulare Street - Pacific Street to Grace Street; and Kern Street - Flower Street
to Lincoln Street Additionally, traffic signals were installed at: 19th Street
and Oak Street, District Boulevard and Gosford Road, White Lane and Monitor
Street, Union Avenue and 30th/Pacific Street, and 4th Street and "P" Street.
Approximately 13 miles of recycling and resurfacing was completed on 25 projects
and work cornpleted on 12 Capital Improvement pro7ects. One parcel map was
completed, and 23 subdivisions were completed and accepted by the Council.
In Surveying, work continued on 19 projects. Nine construction contracts
continued on various box culverts, sewer lines, and storm drains as well as
construction on s� miscellaneous projects.
In Engineering Services-Traffic, Traffic Planning staff worked on six General
Plan Amendments and five zone changes that had traffic impacts. Required traffic
studies were reviewed and traffic mitigation conditions imposed. About 54 site
plans, conditional use permits and zone modifications were reviewed and
conditianed for approval. Forty (40) tracts and parcel maps were reviewed, many
of which included co�prehensive traffic studies. About 119 improvement plan
checks were made on plans needing traffic engineering review.
Designs were completed and signals placed in operation at six new locations. Six
projects are under design or nearing design cornpletion and will be advertised for
bidding during the second half of 1993-94.
In Traffic Operations, staff received and investigated 109 inquiries during the
first half of 1993-94 due to referrals, direct inquiries, and complaints and/or
problems observed by Traffic Engineering staff. More than 130 intersections were
checked for appropriate traffic signal timing, 198 traffic volumes counts were
recorded on various streets, and 30 monthly control station counts were recorded.
A total of 1,857 accident reports by the Police Departinent and Highway Patrol
were reviewed and coded by Traffic Engineering statf. Records were input into
the Traffic Enqineering da�a base and used to produce montnly accident su�ary
MID-YEAR REPORT 1993-94
February 7, 1994
Page 18
reports for the Traffic Co�►ittee's use. Staff analyzed high acci�ent locations
identified in the reports.
Work on the 1993 F�el Efficient Traffic Signal Management (FETSIM) program
continued. This program retimes six coordinated signal systems made up of 41
traffic signais located in Southwest and East Bakersfield. The program grant
amount of $41,000 pays for travel expenses and staff salaries necessary to
perforni the work. The project is in the final phase and will be completed before
March 1994.
Fifty-five (55) radar traffic and engineering speed surveys were performed.
Intersection studies for additional traffic control devices were performed at 35
locations. Most of the studies were to determine the need for multi-way stops
with the remainder for traffic signal warrants.
In General Services, Building Maintenance staff completed the remodel of the air
conditioning controls and duct systems at the Development Services Building and
assisted in the move of furniture and equipment from City Hall to the new
facility. Work started on the third floor air conditioning system at the
Development Services Building. Maintenance and safety inspections were coit�pleted
on six large heating boilers at the Convention Center, and the technicians
covered 101 special events at that facility. The building maintainers shampooed
carpet, stripped, and refinished tile floors, totaling approxi�ately 8,900 square
feet.
Plant Maintenance finished the remadel of the first and second floors at the
Development Services Building and assisted in the move on October 16th and 17th,
1993. The section then began simultaneous remodels of the third floor of the same
building and the first floor of City Hall Annex. The graffiti crew continued to
handle the increasing requests for graffiti removal in a timely manner. Other
projects included a remodel at the Police Department lab, enclosing a patio at
Wastewater Treatmen± Plant III, and relocation of panels in Finance.
The Traffic Signs and Street Marking section responded to 352 sign and guard rail
locations due to accidents, vandalism and theft. Staff installed or replaced 940
signs due to special projects, new subdivisions and annexations; painted 188
"SLOW SCHOOL XING's", 25 yellow crosswalks, 694 miles of striping, and 497 miles
of eight-inch turn lane lines; stenciled 552 "STOP" locations, 367 limit lines,
116 railroad crossings, 383 red curb locations, 4,562 parking "T"s, 449
thermoplastic walks and limit lines; and replaced raised pavement markers at
3,671 locations.
City electricians completed the electrical remodeling of the first and second
floors of the Development Services Suilding and are 90� finished with the third
floor of this same building and 70% completed on the remodeling of the City Hall
annex. The traffic technicians modified the intersection of Lakeview and Brundage
to add a left turn movement, south to east. They installed illuminated street
name markers at Old River Road and Ming Avenue. The street light technician
inspected twelve tracts for adherence to street light specifications. In
addition, staff responded to approximately 600 street light complaints.
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 19
At the Municipal Airport, landscaping of the island at the Planz Road entrance
was completed with the assistance of the Parks Division. General Services
installed electrical and water sernice to three 11T" hangars and four other new
hangar locations. Three water wells at the south end of the airport were
abandoned and closed. The process of updating and computerizing all insurance
and other inforntation regarding the airport tenants began. Airport management
and Economic Development staff continue to work on promoting the airpart to
potential tenants and businesses. A paid article/advertise.�nent appeared in the
national magazine In Flight in July, 1993. "'t
In Streetl�laintensnce, a number of special projects were initiated and completed.
Major endeavors included: removal and replacement of dirt on 39 median island
planter areas on Union Avenue; total elimination of a land-locked drainage sump
between Castro Lane and Doris Lane and cotnplete construction of a new stor�a drain
system in this area; completion of a new storm drain system at the Bakersfield
Municipal Airport; removal of old concrete and replacement with decorative
stamped concrete sidewalks around the new Development Services Building;
completion of the paving and construction of tree wells at the police parking lot
at 15th and Eye Streets; and approximately 30o completion of the sidewalk
inspection program.
Street Maintenance personnel cleaned 399 miles of sewer lines, experiencing only
39 stoppages in public lines and maintained 33 sewer lift pump stations. The
section resurfaced 11 miles of streets and patched 3,000 potholes averaging 2 1/2
feet in diameter and 2 inches in depth and reconstructed over 1,800 feet of curb
and gutter and over 6,400 square feet of sidewalk.
Street Cleaning personnel swept approximately 35,000 miles while reducing the
cycle time from 18 to 16 working days. The decrease in cycle ti.me was the result
of transferring one of three night co�nercial sweepers to a daytime residential
route. This proportional change has not generated concern fram co�nercial areas.
The section collected over 25,000 cubic yards of leaves as well as handling
special clean-ups and sanding emergency spills.
Sewer Maintenance personnel constructed over 500 lineal feet of storm drains and
cleaned over 1,000 catch basins, removed 8,600 tons of material from 15 drainage
siunps for improved percolation, and maintained and inspected the City's 17 storn►
pump lift stations.
In Equip�ent, the City continued its involvement in C1ean Air Programs through
conversion of an additional 11 vehicles to operate on Con�pressed Natural Gas
(CNG)--26 total; conversion and maintenance of clean air (CNG) vehicles training
for three employees; emissions testing and necessary repairs on all City
vehicles; and maintaining 95%+ equipment availability.
Staff performed preventive maintenance w�rk by established deadlines 90� of the
time and the balance within 10 days. Staying current with changing technology,
12 errployees now have Certificates of Automotive Service Excellence (ASE).
Monitoring of parts aizd materials inventory continued to insure parts
availability and the elimination of obsolete parts.
MID-YEAR REPORT 1993-94 Page 20
February 7, 1994
In Teleco�unications, staff reduced Pacific Bell costs by $500 per month by
moving a receiver site from Fire Station 9 to the wireless TV tower located at
Wastewater Treatment Plant III and completed a major cabling project which
provides radio and telephone co�nunications to the new Development Services
Building, including the move of 90 telephones from the City Hall Annex Building
and installation of a security alarm system which is monitored at the Police
Co�[unications Center.
In �aste���, personnel provided wastewat�r treaiment for an estimated
population of 116,929 at Plant 2 and 83,271 at Plant 3. The estimated population
served increased approximately 1� during this time period. Other division
activities included a$350,000 contract award in September for the Wastewater
Treatment and Disposal Master Plan and Environmental Impact Report. The purpose
of the plan is to outline the most cost effective and environmentally sound plan
for future wastewater facilities.
A draft State-required sludge inanagement plan for Plant 3 was completed by John
Carollo Engineers in December, 1993. The plan is required to allow continued
disposal of sludge by land spreading. The plan for Plant 2 is being prepared by
City staff.
A state-required supplemental report entitled "Supplement to Reevaluation of
Local Discharge Limitation" establishing local limits for industrial dischargers
was submitted for review and approval in October.
An energy savings grogr�n was completed by reglacement of lighting fixtures for
the entire division with fixtures reco�ended by P.G.& E. Rebates were also
received as part of the prograt�t.
The Plant 3 co-generation engine, which went into operation in 1986 and saves
approximately $250 per day in electrical energy, was co�letely overhauled in
December, 1993.
There were approximately 1,274 new users that connected to the City's sewer
system.
WATER AND SANITATION
Sanitation personnel recently completed processing senior citizens refuse service
rebates. The 50% refuse rebate program for the 1992-93 tax year resulted in
3,750 rebate checks being issued. This figure represents an 18�s increase over
last year as 575 additional seniors applied and received senior rebate checks.
Refuse service routes were continually updated and readjusted to better serve the
growing co�nity. Conversion to commercial front-loading automated and
residential side-loading automated systems is progressed, and commercial
conversion is nearly complete with increased worker productivity and longenity
expected as a direct benefit as systems are braught or. line.
MID-YEAR REPORT 1993-94
February 7, 1994
Page 21
A"pilot" automated cart green waste program is being conducted and evaluated
with the assistance of Kern Refuse, Inc. The program will be coordinated with
a City automated program later this fiscal year to allow a comparison of
costs/savings realized from this type of service. The program is currently
providing automated refuse and green waste carts to two separate private hauling
firms; Varner Brothers and Southside Sariitation will compare operational costs
to City operated routes.
The green/wood waste recycling program continued tc� be a great success and has
benefited various City Departments by providing shorter hauls and an all-weather
location to dump loads of greenjwood materials. An agreement with Kern County
has been negotiated, providing additional revenue to assist in supporting the
program through the employ of Wood Recovery Systems; the subcontractor provides
some equipment/manpower and continues to market wood and co�post/mulch products.
The City Dropoff Recycling Program e�anded to include a fifth facility. Tevis
Junior High School became the newest member facility to sponsor a City drapoff
recycling program. This facility is rapidly becoming an iinportant contributor
to the City of Bakersfield waste reduction goals, and offers a convenient means
for residents in the area to recycle.
The fast food "pilot" cardboard recycling pro7ect became a formal program,
providing an essential commercial recycling service. Participating fast food
establishments benefit from their efforts to properly segregate cardboard from
other wastes by decreasing their normal refuse collection fees. Depending upon
the business and waste stream involved, refuse service and landfill gate fee
savings derived from this type of material diversion can be snbstantial.
In Agricultural Water, available information indicated the Kern River 1993 April-
July runoff totaled 584,691 acre-feet, 126% of its long-term average yield.
Isabella storage reached 416,982 acre-feet (as of June 29, 1993), the highest
mark achieved since August 15, 1986. The City began the year with 1,076 acre-
feet of Isabella storage, obtaining a max.i�num level of 52,034 on June 30, 1993.
As of year's end, the City held 16,500 acre-feet in storage for carrywer into
1994. In Decem't�er 1993, an agreement was reached between North Kern Water Storage
District, Buena Vista Water Storage District, Tulare Lake Basin Water Storage
District and the Corps of Engineers, allowing an additional 75,000 acre-feet to
be stored in the reservoir during the 1993-94 winter carryover period.
The City's 2800 Acre Recharge Facility was operated for recharge purposes between
March and December of 1993. Tota1 water spread was approximately 120,000 acre-
feet. The major participants were the Kern County Water Agency (112,000) and
Buena Vista Water Storage District through Olcese Water District (8,000}. Revenue
generated fro� facility use fees during 1993 totaled nearly $500,000. The Kern
County Water Agency opted to defer payment of spreading fees on approximately
72,000 acre-feet of its water spread by City during the year. Fees for this water
will be collected in the future as the water is extracted by the Agency.
City Water staff were involved in the preparation of various agreements regarding
water banking and exchange activities, canal operations and water supply. Most
MID-YEAR REPORT 1993-94 Page 22
February 7, 1994
notable among these was the City-Buena Vista Water Storage District 2800 Acre
water recovery and exchange agreement, which allows for City water banked in the
2800 Acre Facility to be recovered by pumping City wells and delivered to Buena
Vista Water Storage District in exchange for a like amount of Buena Vista's Kern
River water.
The July 23, 1993 edition of the Federal Register noted a proposal to list the
Southwestern Willow Flycatcher as endangered under autharity of the Endangered
Species Act. Of great interest to the City, was the designation of "Critical
Habitat" for the species. 2he proposed critical habitat included approximately
21 miles of Kern River South Fork downstream to Isabella Lake Dam, including the
entire lake shore of Lake Isabella. There was i�nediate concern over the possible
threat to the conservation use of Isabella storage by City and other storage
space owners, and how this might relate to the operation of the Kern River
channel and 2800 Acre Facility for conveyance and recharge of un-requlated Kern
River waters. The City fully participated in the cost and effort of assi.milating
data regarding historical water rights, canal operations and Isabella Reservoir
operations, and identifying the affect the proposed listing may have on the
delivery of City water to its Basic Contractors. The information was utilized in
the development of an economic analysis regarding possible impacts on the local
area as a result of the proposed rule and designation. The analysis was compiled
in advance of the November 15, 1993 public hearing in Isabella, California, on
the proposal for endangered species status and critical habitat designation for
the flycatcher. The U.S. Fish and Wildlife Service is expected to furnish its
final reconanendations on the listing and habitat by July 1994.
Precipitation over the southern Sierra Nevada mountains c�uring the first quarter
of the 1993-94 water year averaged 65$ of normal. Snow water content in the Kern
River drainage basin on January l, 1994 was less than 50�s of normal for this
date, and 18� of April lst average levels. Current projections of 1994 Rern River
April-July snow melt runoff are we11 below normal.
In Do�estic Water, construction was completed {with formal acceptance pending)
on two domestic water deepwell stations. One is located on Via La Madera Driv�
at Jenkins Road qenerally Located northwest of Stockdale Highway and Allen Road.
The other is on Spring Creek Loop in the Silvercreek area near Gosford and Harris
Roads. Two other deepwell facilities are neared completion and are anticipated
to be on-line by March, 1994. One is located on Seabeck Drive near Calloway
Drive and Meacham Road. The other is located on the Vista West High School site
on Rosedale Highway near Patton Way.
The original Ashe Water Wel1 No. 1, located on the northwest corner of Ashe Road
and Clubview Drive, is currently being refurbished. The original deepwell
(drilled in 1949) had become unserviceable due to excess sand production. A new
well was drilled and cased within the existing lot. A new pu�p and motor was
installed. The final piping and electrical work should be completed by March,
1994.
Land acquisition is complete for a new well site on the south side of Harris Roac3
between Stine and Ashe Roads. This deepwell site will be located within a
MID-YF�R REPORT 1993-94
February 7, 1994
Page 23
proposed City Park. Engineering is currently being conducted for the facilitg
with actual construction to begin in May or June of 1994. Additional land
acquisition is pending for two other sites generally located southwest of Coffee
Road and Olive Drive and on the south side of Brimhall Road between Jewetta
Avenue and Calloway Road.
Engineering neared completion on a new 20-inch domestic water mainline along
Coffee Road from Hriunhall Road to Rosedale Highway. This mainline is
approximately one mile in length an3 will eventually interconnect the Ftiverlakes
development area with the existing Ashe Water systetn grid in the southwest.
Construction should actually begin in April of 1994.
The City's domestic water system added approximately 435 service connections in
the first six months of 1993-94. It is anticipated that this brisk pace of
development will continue throughout the remainder of the fiscal year.
At its August board meeting, the City Water Board reviewed and accepted new
"Standards and Specification far pomestic Water System". These standards were
developed by staff �o update and improve construction techniques throughout the
City-owned domestic water system.
Mandates fro�n the Federal Environmental Protection Agency and the State
Department of Health Services under the 5afe Drinking Water Act of 1974 will soon
cause all domestic drinking water in the City's service ares to be chlorinated.
Under the provisions of the 1986 amen�nents to the Safe Drinking Water Act, the
City must disinfect all groundwater sources at the well head. Water quality in
the City-owned domestic water system has always been excellent, but the phasing
of more stringent regulations and lower maxi.inum contatt[inant levels ( MCLs ) for all
drinking water by the Federal and State government will cause this action to take
place.
COMM[TNITY SF.RVICES
At the Convention Center, use of the Bakersfield Convention Center included 114
permit days, a slight decrease when compared to 117 permit days during the same
time period in 1992-93. The decrease is the result of nine events, amounting to
eleven permit days, wnich cancelled during the six month period. Included in the
114 permit days were three conventions, ten trade/e�ibit shows, twenty-seven
dinner/dances, and three religious events. The one-and-only sporting event was
the return of public ice-skating to the Center, after a 15-year absence,
successfully sponsored by the Girl Scouts. Entertainment included twelve events
and featured the �nusical "Jesus Christ Superstar'°.
Attendance decreased slightly from 103,808 in mid-1992-93 to 103,005 in mid-1993-
94. The decline in attendance figures can be attributed to a continuing trend
of smaller audiences at events, possibly due to the soft economy and event
cancellations during the period.
MID-YEAR REPORT 1993-94
February 7, 1994
Page 24
A policy of responding to all requests for faciiity information within 24 hours
has resulted in numerous bookings for various types of events. Convention Center
staff inembers have been successful in inputing event information into the
computer data system within 45 days following an event. The program of inputing
information which enables staff to analyze certain areas of the building's
operation for budget considerations for the coming fiscal year was initiated in
1992-93.
Convention Center staff co�pleted two scheduled ''networking" days with other
facilities: one taking place in Concord, California at the IAAM District VII
Operations Workshop; and the second taking place in both Fresno and Visalia
during site visitations. Personnel currently are researching available
computerized event booking/management system programs for the Center's calendar,
to be utilized in future computer expansion. A draft of the facility marrual is
currently being developed, with a completion date set for the end of January
1994.
In Operations, provisians continued to be made for a daily minimum of 100 parking
spaces to be utilized on non-event days by members of the cot�unity serving as
jurors. Staff inembers held documented training and safety meetings approximately
once per month to keep all employees up to date with hazards present in the
working environment. SB198 traininq sessions are in operation and are provided
to all new employees prior to working their first event.
Staff inembers have been able to adjust wor}t schedules to utilize available
manpower as efficiently as possible while continuing to offer a high level of
service without incurring greater costs. An evaluation of retrofitting the
existing lighting in an effort to achieve a more energy efficient system began.
Consultations with the 1oca1 utility agency regard3ng potential rebates are
ongoing. �rrently, sign companies are being surveyed with regard to replacing
the existing marquee.
Crew calls for events were established with a minimum of 48-hours notice prior
to the event, however, some last minute changes do occur due to availability of
technical information. Both a stagehand safety manual and hazcam hartc�book have
been developed to help employees better understand their working environment at
the Center.
The search for a labor service provider to act as the employer of record,
removing the stagehands from temporary employees status with the City, is
currently ongoinq. Even though a labor sezvice provider has not been
established, stagehand salary negotiations recently concluded with their first
pay rate increase in four years.
In Parks, personnel maintained levels of service with decreases in the labor
force and increases in landscaping acreage. With the elimination of 4 permanent
positions this fiscal year plus a reduction of 12 temporary positions (totaling
11,520 manhours), it has been a challenge to maintain the level of service due
to the addition of 8.5 acres of new landscaping.
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 25
"Americans with Disabilities Act" (ADA) modifications are underway, and in some
cases completed, for various City parks. Modification of restrooms, drinking
fountains, and entrances to playgrounds and restrooms are continuing in several
of the City parks and at least six of the parks have been completed to conform
to the ADA requirements.
Maxicom (Computerized Irrigation System) use has increasec3. A multi-purpose
program has been installed in the Maxicom system which enables Parks personnel
to �r�anitor and control the irrigation for the Kern River Parkway, the Seven Oaks
area, and 5ilver Creek Park. The end of July welcoa�ed the opening of Silver
Creek Park, a 14-acre park developed by Castle & Cooke Corporation, which serves
residents in the southwest. Some of the park's amenities include tennis courts,
swi.nuning pool, a covered pavilion for basketball and other sporting activities,
an ADA approved playgrounc3, and picnic areas with permanent tables and barbecues .
Work continued on the Union Avenue median project, extending from Brundage Lane
to 21st Street. The backflow devices and irrigation valves have been
installed.
In Recreatian, numerous adult and youth sports activities and programs were
offered during the first half of 1993-94. Activities included adult softball,
adult indoor and outdoor volleyball and youth cross country. In addition, the
City hosted the Southern San Joaquin Municipal Athletic Recreation Inter-Agency
Softball Tournament.
From a divisional viewpoint, the opening of the Silver Creek Park and Recreation
Center was the high point of the period. Attendance for the grand opening
weekend was overwhelming, and use of the swi�ning pool, which stayed open through
the Labor Day holiday, indicated that it may become the City's busiest pool in
the future.
Regular summer programs were conducted, including playgrounds, swim programs, the
band concerts series, Make-A-Circus, and the Ashley Whippet Competition. After-
school activities in both the Panama-Buena Vista and Bakersfield City School
District were also funded.
The Martin Luther King Jr. Co�nity Center provided daily after-school
programming for elementary and junior high aged children consisting of arts and
crafts, games, contests, and various sports activities. Tap, ballet, and modern
dance classes are also provided utilizing volunteer instructors. A new °'double-
dutch" jump roping group has also been established, again using volunteer
instructions .
PI�ANNING/BUILDIPdG
In Planning, 2010 General Plan implementation activities included the Morning
Drive Specific Plan (environmenLal documentation required to establish exact
alignment between Alfred Harrell Highway and Highway 178); the Northeast
Bakersfield Sewer EIR (adopted by City Council November 10, 1993, district formed
MID-YEAR REPORT 1993-94
February 7, 1994
Page 26
Decemher 1993, and construction scheduled for Spring 1994); the Western Rosedale
Specific Plan (a proposed 200,000 buildout reduced to a density consistent with
the �isting plan for the Rosedale area because of traffic impacts); and the
Pacificana project (a large "new town" in southwest metropolitan area currently
under consideration by Kern County; impacts to City streets, water availability
and sewer service are not properly addressed and issues will need to be resolved
prior to Board consideration). The Annual Report analyzed the status of the
Metropolitan Bakersfield 2010 General Plan implementation program.
Annexation growth ran into difficulties through the lack of a tax split agreement
with the County which caused five annexations to be terminated by LAFCO.
Resoiution of this issue appears forthcoming, and the City will be refiling these
terminated cases and submitting three other annexations held by staff pending
resolution of the issue. Terminated annexations were Hageman No. 1, Calloway No.
5, Rosedale No. 5(T�aco), Union No. 10, and Brimhall No. 3.
Annexations which were held in abeyance were Calloway No.6, Stine No. 10, and
Kern Canyon Road No. 1.
Staff is drafting a set of develop�ent standards to be applied to the northeast
metropolitan area (a hillside development ordinance) where natural slopes often
exceed 30 percent. Staff reviewed a large 6-7 square mile general plan amen�¢tent
west of Buena Vista Road and a draft Environmental Iinpact Report due out su�er
of 1994. F�rther, a total of 2,957 single family residential lots was appraved
through tentative maps.
The Metropolitan Bakersfield Habitat Conservation P1an was approved by City
Council August 25, 1993 and by the Board of Supervisors on August 9, 1993.
Documents and agreements which have been approved by California Department of
Fish and Game are awaiting Federal approval.
Staff successfully moved into the Development Sernices Building at 1715 Chester
Avenue with no interruption of public service in October 1993.
During the period, Planning personnel processed: 1 comprehensive sign plan; 14
concurrent -GPA & ZCs; 2 condition changes; 18 conditional use permits; 3
extension of time; 5 lot line adjustments; 5 modifications (advertised); 12
modifications (unadvertised); 2 revised comprehensive sign plans; 14 parcel map
waivers; 1 revised tentative parcel map; 1 revised tentative tract; 9 site plan
reviews (< $150,000 value); 16 site plan reviews (> $150,000); 3 tentative parcel
maps; 8 tentative tracts; 2 wa11 and landscape plan, 6 zone changes; 5
annexations; 5 zonings upon annexation; 3 General Plan Amendments; and 3 zoning
ordinance text amen�nents.
�uilding personnel, during this report period, processed 1739 applications for
business licenses, processed 650 complaints, completed 46 special inspections,
processed permits for demolition co�nprised of 14 co�nercial and 8 residential
structures, and issued 3 citations for faiiure to co�ly. A su�ary of Building
Division permit activity for July 1, 1993 through December 31, 1993 follows:
MID-YEAR REPORT 1993-94
February 7, 1994
Permit Valuation
Permit Revenues
No. of Permits Issued
No. of Living Units
No. of Single Family Res.
$141,042,178
1,222,463
2,544
695
665
Page 27
Staff conducted 58 in-house and 5 outside training sessions which equates to
approximately 33 hours of training for each participant. Staff inembers were
elected as Secre�ary of the San Joaquin Valley Chapter of ICBO, a memlher of the
IAPMO Board of Directors, and a Central California representative for the five-
state South Western section of IAEI.
Zoning or8inance number 10.32.140 was adopted to deal with the issue of parking
of commercial vehicles in residential districts.
The Building Division moved to the new facility at 1715 Chester Avenue which
allows greater customer access and a more efficient working environment.
COML�!lUNITY/ECONO�IIC DLVEI,OP'MSNT
Administrative projects of note during the period included the completion and
submittal to HUD of a Section 108 Loan Guarantee Application for assistance to
the Bakersfield Convention Center Hotel project in the amount of $2.5 million,
three workshops held for owners of unreinforced masonry (URM) buildings in
connection with the URM Incentive Program (appr�imately 62 owners representing
over 50 properties attended the workshops), and completion of a Baker Street
Corridor Study and Action Plan giving the City and the Baker Street Corridor
community a better understanding of the needs and issues to be addressed with
reco�endations for meeting those needs.
In the area of Ho�:sing, under the Conununity Development Block Grant (CDBG)
program, 34 home accessibility grants for handicapped persons were approved, 12
free-paint grants issued in Co�unity Development target areas, and 14 families
assisted under the First Time Homebuyer Mortgage Assistance Program. In addition,
21 multifamily units are currently in rehabilitation. Under the HOME program,
approximately 8 single family rehabilitation projects were completed and
approximately 6 more are in progress. In addition, 4 HOME projects are underway
to create 49 affordable housing units for those with special needs. Co�nunity
Development rehabilitation staff provided inspection services for approximately
93 properties.
A public/private partnership between the City and independent financial
institutions was initiated to finance projects in conforcnance with the Community
Reinvestment Act.
The FY 1993-94 Comprehensive Housing Affordability Strategy (CHAS) was completed
and submitted to HUD for review and appraval in December 1993 in addition to the
FY 1992-93 CHAS Annual Performance Report and the FY 1992-93 Grantee Performance
Report.
MID-YEAR REPORT 1993-94
February 7, 1994
Page 28
Approximately 400 graffiti removal requests were received by the 32ERASE Hotline
and processed ( 40� in Co�unity Development target areas an� 60� in non-Co�unity
Development target areas). A temporary part-time person has been hired to
initiate proactive neighborhood graffiti removal.
Volunteers in the VISTA program (Volunteers in Service to America) planned and
implemented the 2nd Lakeniew Co�unitg Good Aleighbor Festival, continued to
organize an after-school tutoring program for children at risk of becoming
homeless, established additional literacy sites in the Lakeview area, and
researchec3 senior housing needs for the Bakersfield Senior Center.
CDBG-funded capital improvement projects corc�pleted included the Martin Luther
King Jr. Co�nunity Center addition, a Castro Lane Area curb and gutter project,
a sixth Street area curb and gutter project, and a Tulare area curb arid gutter
project and the Friendship House Community Center Recreational Improvement
project.
In the area of Economic Development, staff continued to respond to inquiries
about Bakersfield as a business location. Of these inqairies, 38 were for
businesses seeking to expand or relocate, 38 regarding the Incentive Area, 7 for
business start-ups, 8 for financing, and 34 for specific inquiries.
ED staff provided TEAM BAi�RSFIE?,D assistance to United States Cold Storage
through the construction phase and the opening of their new 90,000 square foot
facility. Staff provided a city tour to company personnel being transferred to
their new Bakersfield facility. About 35 employees work at the new plant.
Crystal Geyser also received TEAM BAKERSFIELD assistance as they t[[aved toward
completion of their new 10,000 square foot exgansion to their East California
Avenue facility. Another Incentive Area business which benefitted from TEAM
BAKERSFIELD assistance was CleanSoils, Inc. The companp chose a site to locate
a cold mix asphalt facility and will employ about 10 people.
Site location assistance was provided Hillman Fasteners when they needed to
expand their Bakersfield operations. The company leased 41,000 square feet in
the Stockdale Industrial Park for their operations, which employ 27 employees.
Staff coordinated a week-long co�nunity tour for State Farm Insurance's
relocation manage�nent te�n. This team gathered information and made arrangements
for future orientation meetings for approximately 600 State Fartn employees that
will be considering transferring to Sakersfield when their facility is completed
in 1995.
Staff traveled to Los Angeles to present a specially prepared slide show to a
company considering locating a major facility downtown. This presentation was
followed up by a tour of downtown Bakersfield for campany representatives.
As part of continued cooperation with Kern Economic Development Corporation,
staff assisted in the recruitment and evaluation of sites for a Pennsylvania-
based plastics manufacturer seeking a new Bakersfield facility. The company has
MID-YF.AR REPORT 1993-94 Page 29
February 7, 1994
negotiated a lease/purchase for a 50,000 square foot distri_bution site within
Stockdale Industrial Park. They will initially employ 10 people.
Staf f cooperated with the County' s Resource Management Agency and other Kern
cities on the applicatian for designating Kern County as a Recycling Market
Development Zone. The County is the lead for this project.
Staff coordinated a press conference as the Mayor presented a$25,000 city check
to the Kern Small Business Loan Fund to pravide additional capital for loans to
local small businesses.
Press releases and articles on companies moving to Bakersfield continue to be
sent to various publications such as the Los Angeles and Orange County Business
Journals. This type of free publicity is used to market the expansion and
relocation opportunities of Bakersfield.
Bakersfield Panache Magazine, working in a cooperative effort with the City,
developed a special city economic development issue. Overprints of the magazine
serve as a marketing piece for the City and KEDC.
In a joint effort of the city, KEDC, The Bakersfield Californian, and Castle &
Cooke Homes, a new "Market Profile" was produced. This publication provides
market statistics and is being used by both economic development staff andi�DC.
In conjunction with Cal State Bakersfield, staff developed and coordinated the
California Economic Development Course which is accredited by the American
Economic Development Council. Approximately 60 economic development
professionals from across the country spent a week in Bakersfield at the Rio
Bravo Resort.
Staff coordinated and set up the Mayor's Tent at the Bakersfield Business
Conference in October and also worked with area hotels in setting up information
booths in their lobbies and provided tour guides for city tours offered to
guests. After the conference, letters were sent from the Mayor to the 137 out-
of-town visitors that came to the Mayor's Tent, thanking them for their visit,
and reminding them of the development opportunities in Bakersfield.
The Unreinforced Masonry Incentive Program was developed; several workshops were
conducted for affected property owners to discuss progratn requirements.
Incentive Area Expansion No. 4 was approved, providing two city businesses--
Domino Plastics and Sierra Iron & Metal--with state tax credits. Both companies
anticipate increasing employment due to becoming certified.
Press reLease and other publicity assistance was provided to General Services and
S& S Flight Center for an open house weekend at the Bakersfield Municipal
Airport.
A General Plan Amendment & Zone Change request was submitted for the city-owned
property at the corner of Freeway 58 and South Mount Vernon Avenue, former site
MID-YEAR REPORT 1993-94
February 7, 1994
Page 30
of Wastewater Treatment Plant No. 1. A company is interested in purchasing the
site for the construction of new facility.
A task force meeting for the Freeway 58 Transportation Corridor was coordinated
for property owners, agents, and rail and trucking representatives. All parties
were invited to discuss potential transportation alternatives in serning the
industrial praperties in the area.
T_,� the area of Redevelopment, staff contir.u�d to assist` in the development of the
Convention Center Hotel project. Staff provided doctmient research, coordination
with McDevitt, Street & Bovis of subcontractors in their site evaluation and cost
estimates, assisted in Phase 1 environmental documentation, coordinated press
confe;ences on the project's progress, and negotiated with HUD on CDBG loan
approval.
Thirty (30) presentations were made by city staff inembers to local civic and
service organizations to educate the public about the specifics of the hotel
project. An additional (5) meetings with or appearances on local media were also
made.
The CDDA also authorized entry into a Joint Exercise of Powers Agre�nent with
City of Bakersfield for the purposes of the Mark-Roos Local �ond Pooling Act of
1985.
Meetings were coordinated between Co�unity First Bank, owners of the Kress
Building, Public Works, and the CDDA to develop improvements and landscaping on
"K" Street between 18th and 19th Streets. This project would complement
Co�nity First Bank's new office and the City's new parking lot to be
constructed at 19th and "K."
Staff continued to participate in meetings of the Central Business District
Zoning Advisory Conanittee.
Staff helped to finalize the annual Component Unit Financial Transactions Report
of the CDDA to the State Controller.
A presentation was made to solicit public input on the redevelopment plan; this
was part of an annual update to the CDDA and the public about Agency activities.
Bakersfield Neon was selected to erect new signage at the 18th and Eye Parking
Structure. Re-striping of structure's ground level occurred, bringing the
facility into compliance with the Americans with Disabilities Act.
A preliminary action plan was implemented by the CDDA Development Committee to
initiate the development of a Downtown Visioning and Concept Plan. Seventeen
statements of qualifications were received from consultants.
A draft Affordable Housing Feasibility Analysis for the Downtown Redevelopment
Project was prepared for staff by Cotton Beland and Associates. A final draft
is expected in January 1994.
0
0
MID-YEAR REPORT 1993-94
February 7 , 1994
Page 31
In the area of Historic Preservation, Commission members volunteered their time
to set up co�nunity information displays at the Good Neighbor Festival, prepare
and present slide shows, monitor progress of the Fox Theatre project, create an
Historic Preservation Commission library, establish self-guided architectural
tours and encourage cultural resource designations. Coa¢nissioners also agreed
to participate in the California Countryside Festival in East Bakersfield
scheduled for October 1, 1994. Additionally, an application was processed to
designate the MacSoft Building (formerly known as the Standard Oil Building) as
a cultural resource.
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CITY OF BAKE9���9ELD
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City Councol
Goals, Objec�ives and Ac�ion S#atements
GOAL #1: ENHANCE THE CITY'S TRANSPOP�T•4T101� 7VEiWORK
1. Maintain and improve the qualify of existirtg surface streets and arterials
a. synchronize traffic signals
b. p/an new infrastructure to maintain "Service Leve/ C" as a goal
2. Support the deve/opment of beltways
a. secure necessary rights-of-wray arsd adequate funding
3. Support and assisf in fhe development of new rail systems
4. Promote and encourage public transport�tson
5. Support efforts for adequate air transportateon
GOAL #Z: PROVIDE QUAUTY PUBUC SA��( SEd�V10ES
1. Explore ways to fund additional police and fire services
2. Support community-oriented policing
a. implement cify-wide efforts fo addr�ss gangs and drugs
b. expand neighborhood watch
3. Design a gratfiti program that educates gh� community and actively
enforces eradication
a. organize community volunteers
Draft #4: February 10, 1994
1
�� �'" R • ...
GOAL #3: CONT/NUE POSITNE DEVELOPINElVT TREIVDS FOR DOWNTOWN
1. Complete convention center hotel
2. Review and update the downtown plan
3. Offer incentives to reduce safety hazards of U�RM structures
4. Address downtown parking needs
a. provide informatron and work with businesses to esta6lish
assessment districfs
b. identify potential places to construct surface parking
5. Explore the establishment of a downtown cultural center
6. Support restoraiion of the Fox Theater
GOAL #4: PLAN FOR GROWTH AND DL!/EB.OPME�T
1. Provide annual General Plan updates
2. Determine the future growth patterns for �he City
3. Pursue annexation of county islands
a. encourage in-fill deve/opment
4. Expand wastewafer treatment facilities t� address future development
5. Ensure mutually-beneficial developments near city boundaries
6. Identify options for public use of th� closed landfill
Draft #4: �ebruary 9, 1994
2
. . �
�OAL #5: MAlNTA1N AND UPGRADE THE C1TY'S INFRASTRUCTURE
1. Maintain open space throughout Cify
2. Create voter-supported park and recreation maintenance districts
3. Maintain water in the Kern River as often �s feasib/e
4. Support and implement the Kern River P�rkway project
5. Incorporate iecreational trails into the City°s infrastructure
a. maintain/construct trails for bikes, �alking, jogging and equestrian
6. Support affordable housing for seniors and !ow/moderate income
residents
7. Establish accepiable level of maintenanc� for existing properties,
including curbs, gutters and alleys.
GOAL #6: ENSURE EFFICOENT USE OF FISCAL �dE��URCES
I 1. Remain fisca/ly solveni
a. pursue grants and private cionations prior to reducing service level
b. assess the need/feasibility of pro�iding matching subsidies to
private sources for cultural activitc�s
2. Establish administrative/financial policy of full cost accounting
a. review each service: real cost, le�el of service
b. prioritize services
3. Sfreamline government operations to be more responsive
Draft #4: February 9, 1994
3
I
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�OAL #7: ATTRACT AND FOSTER A QUALI�IED WORKFORCE
1. Create an environment that encourages er►�p/oyees to achieve
a. adopt pay-for-performance system for department heads
b. exp/ore incentives for employees to reside in ihe cify
c. develop employee recognition and pertormance reward program
d. review charter regarding departmerat heads in civil service
e. a�k emp/oyees for their ideas
2. Establish labor negotiation strategies to ensure effective resolution
GOAL #8: IMPROVE ClTY GOVERNMENT COIWMUIVIC�4TIONS VNITH ITS CITIZE9VS
1. Design ways to educaie the citizenry on the City Counci!'s role
a. promote successful projects/programs/legislation
b. provide more positive council interaction with public
c. co-sponsor an education prograrn with schools
2. Utilize surveys to obtain feedback from r�sidents and businesses about
living and working in Bakersfie/d
I3. review and assess continuation of boards/commissrons/committees
a. clearly define roles and goals
b. review boards and commissrons �nnually
c. revisit council policies and ordinances -- revise or sunset
4. Establish timelines for various levels of participation and activities
Draft #4: February 9, 1994
4
��
GOAL #9: STRENGTHEN AND DNERSIFY T�-lE CI�Y'S ECONOMIC �ASE
1. Enhance the City's economic development opportunities
a. encourage business retention - give business reasons to feel
good a6out residing in Bakersfiel�
b. assisi in business expansion
c, attract industries which best suit our Iocational advantages
2. Review and enhance the TEAM B,4KERSFlELD concept
a, obtain input and feedback from ccastomers on permit processing
3. Devise a program that focuses on job cr�ation
a. reduce unemployment
b. work closely with Private lndustry �ounci!
4. Encourage the Communify Advisory Coun�il to promote targeted
deve/opment
a. in the southeast
b. in the Incentive Area
5. Review business /icense fee structure and policy
6. Provide Cify procurement information to local vendors
Dratt #4: February 9, 9994 5
�0.4L #10: SUPPORT POSITNE 1NTERGOVE�iVMENTAL RELATIONS
1. Work with the County to provide etficient government services for
metropolitan area
a. support universal garbage system
b. reduce duplication of services
c. eliminate city costs of sQrvices to county residents
d. review annexation revenue sharing
e. become anticipatory
2. Proactively pursue intergovernmental legislation at the county, state and
federal levels
a. monitor, take a position and actively pursue pending legislation
3. Meet state recyc/ing mandates
4. Expand annual lobbying etfort with state representatives
a. invite to counci! workshops or other council activities
5. Hold joint City Counci!/County �oard of Supervisor meetings to discuss
various issues
�
6. Ps�rtner with schoo! districts ta reduce youth violence, drugs and crime
Draft #4: February 9, 1994 7
GOAL #19: PROMOTE COMMUNITY PRID�'
1. Establish a comprehensive cornmcara� prsd� program to include speciaJ
events, promotional/marketing sfragegi�s a�d information dissemination
about government services (ca�l� �asting, rnedia re/eases, human
interest articles, newsletter to cit'i���ts)
a. celebrate the City cente�nial
b. design a motto that speaErs of �a{r�PSfie/d pride
c. ce/ebrate the diversii�r o� ��ar r�sid�nts
d. recognize architecturally-significanf bceildings
2. lnvestigate the feasibilify of a sfa� pe�son �� handle media
responsibilities
Draft #4: February 9, 1994 � 6
B A K E R S� I E L i3
i RF ;ry 3. ': �,'.:
F�bruary 11, 1994
T0: GENE BOGART, WATER AND SANITATION N1A�lAGER
FROM: ALAN TANDY, CITY MANAGER ,
SUBJECT: STUDY OF POSSIBLE USES FOR OLD LANDFILL SITE
You need to start making a planning effort to identify what possible ultimate use
the old landfill might be put to. In that regard, I would like you to, over the
next 45 days, conduct a research project to identify other closed landfills and
their uses in California which might be pertinent, and how the technical aspects
of ours might relate to the other California uses.
Perhaps, from this research, you can identify a laundry list of those kinds of
uses that have been experi enced i n Cal i forni a as a starti ng poi nt for di scussi ons
on this project. If you need some assistance for doing this type of research,
I wi 11 vol unteer Trudy Sl ater to you to assi st i n any form that you mi ght desi re .
Let' s make a consci enti ous effort to i denti fy as many such uses as mi ght be
possible.
AT.alb
cc: Trudy Slater, Administrative Analyst II
L7
ORDIPTANCE NO o
AN ORDINANCE ADDYI�G CiiAP�R 9.13
OF THE BAKERSFIELD AiUNICIP�L CODE
RELATING TO LOITERING FOR � PURPOSE
OF ENGAGING IN A PROSTIT[JTI� OFFENSE
BE IT ORDAINED by the Co�asa��l o� the City of
Bakersfield as follows:
SECTI9� 1
Chapter 9.13 is hereby added to the Bakersfield
Municipal Code to read as followse
CHAPTER 9 01.3
LOITERING FOR � P ��E O�'
ENGAGIAIG Ild A PROSTI � OFFE1dSE
Sections:
9.13.010 Puxpose.
9.13.020 Definitions.
9.13.030 Loitering for the ���os� of engaging in
prostitution.
9.13.040 Severability.
9.13.050 Penalty.
9.13.010 Purpose.
This chapter is enacted for the purpose of assisting local
law enforcement in controlling prostitution-related activities
and to minimize the adverse effect these activities have upon the
City of Bakersfield.
The City Council finds and determines that loitering for the
purposes of engaging in a prostitution offense constitutes a
public nuisance which, if left unabated, adversely affects the
City's image, public safety, residential and business
development, and tends to encourage further criminal activitye
Furthermore, prostitution-related activities consume an
inordinate amount of the City's limited law enforcemen�.
resources. The ordinance is intended to supplement existing
state legislation by making it a criminal offense to loiter in a
public place for purposes of engaging in a prostitution offense.
9.13.020 Definitions.
�
For purposes of this chapter, the following definitions will
apply:
A. "Commit Prostitution" means to engage in sexual
conduct for money or other consideration, but does not include
sexual conduct engaged in as a part of any stage performance,
play, or other entertainment open to �he public.
B. "Known Prostitute or Procurer" means a person who
within ene-f�}-pee� five (5) year� previous to the date of arrest
for violation of this section has, within the knowledge of the
arresting officer, been convicted in any court of the S�ate of
California for any offense relating to or involving prostitution
as defined in the Penal Code of the Sta�e of California or the
Bakersfield Municipal Code.
C. "Public Place" means an axea open to the public or
exposed to public view and includes stree�s, sidewalks, bridgeso
alleys, plazas, parks, driveways, parking lats, automobiles
(whether moving or not), and buildings open to the general
public, including those which serve food or drink, or provide
entertainment and the doorways and entrances to buildings or
dwellings and the grounds enclosing themo
D. "Loiter" means,to d�lay o� linqer without a lawful
purpose for beinq on the propert� �d fo� �e purgose of
cm�unitting a crime as opporttuiitp bt►�y �� ��scover�d.
9.13.030 Loitering for the purp��e of ��aging in �prostitutione
It is unlawful for any person to loi�.er in, on or near any
public place with the intent to commit prostitution. Such intent
is evidenced by acting in a manner and under circumstances which
openly demonstrate the purpose of inducingo enticing or
soliciting prostitution or procuring ano�her to commit
prostitution. No arrest shall be made for violation of this
section unless the arresting officer first affords such person an
opportunity to explain such conduct, and no one shall be
convicted of violating this section if i�. appears at trial that
the explanation given was true and disclosed a lawful purposeo
Only a person identified as " a� °01�a� �ro�titute or pro °°
as defined in section 9.13.0208 g� ��j��g to arrest under tia��
cha�ter.
Among the circumstances which may be considered in
determining whether a person intends such prohibited conduct are
that she or he:
A. Repeatedly beckons to, stops, or attempts to stop
or engage passersby in conversation;
B. Repeatedly stops ox attempts to stop motor vehicle
operators by hailing, waving of arms or any other bodily gesture;
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C. Has previously been convicted of violating this
section;
D. Circles an area in a motor vehicle and repeatedly
beckons to, contacts or attempts to contact or stop pedestrians;
or
E. Is a known prostitute or procurero
9.13.040 Severability.
If any section, sub-section, sen�.ence, clause, phrase or
portion of this chapter is for any reason held invalid or
uncor�stitutional by any court of competent jurisdiction, such
portion shall be deemed a separate, distinct and independent
provision, and such holding shall not affect the validity of �he
remaining portian thereof.
9.13.050 Penalty.
A violation of any provision of this chapter is a
misdemeanor, punishable as set forth in the Penal Code of this
state.
s�cTao� �
This ordinance shall be posted in accordance with the
Bakersfield Municipal Code and shall become effective thir�y (30)
days from and after the date of its passage o
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I HEREBY CERTIFY that the foregoing Ordinance was
passed and adopted by the Council of the City of Bakersfield at a
regular meeting thereof held on , by the
Following vote:
CITY CLERK and Ex Officio Clerk of the
Council of the City of Bakersfield
APPROVED
BOB PRICE
MAYOR of the City of Bakersfield
APPROVED as to form:
JUDY K. SKOUSEN
ACTING CITY ATTORNEY of the City of Bakersfield
MGA:gp
ORDINB2ICE\LOITER.PRO
02/11/94
4
Y
:�
ORDINANCE Pi0 0
AN ORDINANCE ADDING CF�iPT� 9.19 OF
THE BARF.RSFIELD M[If�iCIP�,L �ODE
RELATING TO LOITERIR�G F�R PLT�POSES
OF DRUG-RELATED AC��V���o
BE IT ORD�,IiVED by the Council of the City of
Bakersfield as follows:
SEC'1'lOT� 1 '
Chapter 9.19 is hereby addeci to the Bakersfield
Municipal Code to read as followse
Sections:
9.19.010
9.19.020
9.19.030
9.19.040
9.19.050
9.19.060
9.19.070
CHAPTER �019
LOITERII�dG FOR DRZJG AC��I�IES
Purpose.
Def initions .
Acts prohibited.
Circumstances.
Enf orcement .
Severability
Penalty.
9.19.010 Purpose.
Like many other communities across this nation, the City of
Bakersfield is experiencing an increase in the street sales of
marijuana, PCP, rock cocaine and other controlled substances as
defined in the Health and Safety Code of this stateo
It is the intent of this ordinance to assist law enforcement
personnel of this city in abating the scourge of sales of
controlled substances. The City Council finds and determines
that the sale of controlled substances constitutes a continuing
public nuisance which adversely affects the public health, safety
and welfare, fuels fear among the community and is a factor which
not only depreciates the value of propert�,r upon which such
activity occurs, but also depreciates the value of adjacent and
surrounciing properties, and adversely affects the city's image,
business, development and housing costso
The purpose of this ordinance iso therefore, to further
assist law enforcement to minimize the impact which drug sales
have on the city's quality of life, overall sense of feeling of
safety and security of its citizens, and economic stability. The
sale of controlled narcotic substances breeds criminal and gang-
related activities and breeds community discontent. This
ordinance will serve to mitigate these adverse effects by further
limiting the means by which drug sales can occur.
9.19.020 Defin.itions.
A. As used in this subdivisiono 1°loiter" means to delay or
linger without a lawful purpose for being on the property and for
the purpose of committing a crime as opportunity may be
discovered.
Bo "Public Placeo' means a� u� to � public or
ex�sed to public view and inclu�s � t�a �idewalks, bric�ges,
alleys, plazas, parlss, driveways, ��r�� lots, aut�les
iwhether moving or not), and buil�� to the qeneral
public, includinq those which � �� �r dr�, or provid�
entertairnaent and ti�e d�orways a� c�ratY�c��ss to butlding� or
dwellinqs and the g�ounds enclosi.nq o '
9.19.030 Acts prohibited.
It is unlawful for any person �o loi�cer in, on or near any
tl�eret�ghf ere-e�-p�eee-egen-te-�l�emp���e°e�-neer-aa�*-p���e-er
pr��*ete public place in a manner anci undeg circumstances
manifesting the purpose of engaging in dgug-related activity
def ined as offenses in chapters 6 and 605 of division 10 0� �he
California Health and Safety Codeo
Pdo arrest shall � made for �iolat�� of t:his sectioa unless
the arrestinq officer first affo� �aa� �r�on ara opportunit� to
explai.n such conduct, and no one 1� con�act� of aiolating
this section if it appears at trs��l �t ��lanatio� giwen
was true and disclosed a lawful p �e�
9.19.040 Circumstanc�.
Among circu.mstances that may be con�bdered in determining
whether such purpose is manifested are that the person:
A. Is a known unlawful drug use�, possessog, or sellero
For purposes of this chapter, a'°known unlawful drug usero
possessor or seller" is a person who has, e�i�n five @59 year�
previous to arrest under this eh� �o �aithin �he knowledge of
the arresting afficer, been convic�ed in any court within this
state of any violation involving the useo possession or sale of
any of the substances referred to in chap�ers 6 and �.5 of
division 10 of the California Health and Safety Code, or such
person has been convicted of any violation of any of �he
provisions of said sections or subs�an�.ially similar laws of any
political subdivision of this sta�e or of any o�her sta�eo e�°e
persen-�l�e
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B. Displays physical characteristics of drug intoxication
or usage, such as "needle tracks"; or a person who possesses
narcotic and/or drug paraphernaliao For purposes of this
chapter, "narcotic and/or drug paraphernalia'° is defined as any
device, contrivance, instrument or appaga�us designed or marketed
for the use far smoking or injectingp ingesting or consuming
marijuana, hashish, PCP or any controlled substance, as defined
in section 11364 and related provisions of the Health and Safety
Code of this state, including roach clips and cigarette papers
and rollers designed or marketed for the use for the smoking of
the foregoing;
BC. Is currently subject to an order prohibiting his or her
presence ii� an high drug activity geographic area;
ED. Behaves in such a manner as to raise a reasonable
suspicion that he or she is about to enqage in or is then engaged
in an unlawful drug activity, including, by way of example only
and not limited to, acting as a"look-ou�";
BE. Is physically identified by the officer as a member of
a"gang" or association which has, as its purpose, illegal drug
activity; .
EF. Transfers small objects or packages for currency in a
furtive fashion;
FG. Takes fliqht upon the appearance of a police officer;
�H. Tries to conceal himself or herself or any object which
reasonably could be involved in an unlawful drug-related
activity;
HI. Is in an area that is known for unlawful drug use and
trafficking;
�J. Is on or in premises that have been reported to law
enforcement as a place suspected of unlawful drug activity;
3K. Is in or within six feet of any vehicles registered to
a known unlawful drug user, possessoro or seller, or a person for
whom there is an outstanding warrant for a crime involving drug-
related activity.
9.19.050 Enforcement.
Enforcement of this chapter shall be pursuant to the policy
statement dated February 3, 1994, issued by the Chief of Police,
as approved by the City Council in Council Resolution Noe
, adopted on February , 1994e A copy of said
resolution shall be kept on file in the office of the City Clerko
9.19.060 Severabilit�.
3
If any section, sub-section, sent�n�c�, clause, phrase or
portion of this chapter is for any g�asor� held invalid or
unconstitutional by any court of c�t�� jurisdiction, such
portion shall be deemed a separat�� distg�t � indegeadent
provision, and such holdi�g shall n�� af��t the validity of the
remainiag portion thereofv
9.19.060 Penalty.
A violation of any provision of this chapter is a
misdemeanor, punishable as set forth in the Penal Code of this
state.
SECTI0�3 2
This Ordinance shall be posted in accordance with the
Bakersiield Municipal Code and shall become effective thirty (30)
days from and after the date of its passage.
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G
I HEREBY CERTIFY that the foregoing Ordinance was
passed and adopted by the Council of the City of Bakersfield at a
regular meeting thereof held on , by the
following vote:
CITY CLERK and Ex Officio Clerk of the
Council of the City of Bakersfield
APPROVED
BOB PRICE
MAYOR af the City of Bakersfield
APPROVED as to form:
JUDY K. SKOUSEN
ACTING CITY ATTORNEY of the Cit�r of Bakersfield
f•1GA : qp
ORDINBNCE\LOITER.DRG
02/14/94
�
9 B S � c
O... `°`.o.-,� � !c^
E a ,�
: � .�t'b �,�oi
:ui �.4.
� `�'''"� -•� ,.
February 3, 1994
1VIEMORAI`1D�JiVi
To: Al1 Department Heads
City of Bakersfield
From: Jake Wager, Director
Economic & Community
Ed Schulz, Director
Public Works
' �.,
.�=�
�- - . -
�� l
��. �, �� � �i �}
RE: F.Y.I. Graffiti Program Access
� .� ° � �-�� ��
� �� '�. � � �". �` �•� � i
�_I Y ,�.`��x i�... OFFIt'�
The City of Bakersfield's Graffiti Program has undergone certain
changes recently. All inquiries regarding graffiti removal
should be directed to the 24 hour Graffiti Hotline 32-ERASE (323-
7273) located at Economic & Community Development.
The 1994 strategy is to arm the community with FREE PAINT for
cover-up. Our goal is quick and matched removal-- OFF IN 24
(hours)! General Services will continue to remove graffiti from
City property (however don't call General Services- work orders
are only dispatched through Economic & Community Development).
In addition to City graffiti removal, General Services matches
and delivers paint to citizens wishing to sponsor a wall or
building. Citizens or employees can volunteer by calling the
hotline number 32-ERASE (323-7273}.
Hilary Rojo, of this office, is responsible for the Graffiti
Program. Please don't hesitate to call her with any comments,
questions or suggestions. An informational brochure regarding
the program is attached for further clarification.
1994 is ihe year for community partnerships! The 32-ERASE Program is
powered by the alliance between citizens and govemment.
MISSION:
* % provide FREE PA/NT forgraffiti removal.
" To remove graffiti quick/y (within 24 hours) from all
property in the City of Bakersfie/d.
* To network & p/an strategies with other agencies
within Kern County.
* To assist the Citizens of �akersfie/d writh special
event "Paint Out Days".
SPRAYING PAINT, ETCHING OR MARKING SURFACES IS A
CRIME IN MORE WAYS THAN ONE!
Penal Corle Section:
594 Vandalism: graffiti, etching, marking, window breakage, etc.
594.1 Illegal for anyone or any business to sell or give any aerosol container of paint to anyone
(A),(B),(E) under the age of 18 yrs; illegal to purchase any aerosol container of paint under the age of 18
yrs.; illegal to possess under the age of 18 yrs.
City of B�kersfield Municipal Code:
9.36.040 Non-accessible display by retailers of aerosol paint containers and marker pens.
9.36.050
�A),�B),�C)
9.36.060
Illegal for any person to sell a six millimeter plus marking pen to anyone under 18 yrs.;
illegal for minors to purchase a marking pen; posting of retailer warning sign.
Illegal for any person under the age of 18 yrs. to possess spray paint can or ma�cing pen.
9.36.070 (A) Consistent with Civil Code Section 1714.1, where graffiti is applied by a minor, the parent or
guardian shall be jointly responsible for damages arad removal.
9.36.070 (B) Authorizes removal of graffiti by the City on public and private property.
9.36.080
9.36.090
Violations of aforementioned municipal codes are a misdemeanor.
This section authorizes a REWARD for vandal inforrr�ation. It also authorizes the Graffiti
Removal HOTLINE 32-ERASE.
SECRET WITNESS GRAFFITI VANDAL INFO/REWARD HOTLINE
(All tips are considered confidential & your anonymity is protected.)
CALL 322-1717
Category : 7777 Tips ...............Category: 7778 Cash Reward
�•
1) Alvuays have paint match the color you are go-
ing to paint. Your neighborhood paint store can
provid� you with this service.
2) Use a sais graffiti chemical remover or a mo-
torized blaster to remove graffiti from unpainted
surfaces.
3) If �ossible, remove graffiti daily. Keep paint on
hand �or quick removal. Remember OFF IN 24.
You WILL discourage the vandals, eventually.
4) TaDce photo of the graffiti & mail to 32-ERASE
for tracking.
6) Call 32-ERASE to report graffiti, order more
paint or volunteer to help.
1� /
1'N O
�)�n� o bre Spot paint. Inste
) Do rtot �S point in sq�areSd' Painr irom b�eak
e interior paint
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Ca1132.E�q�SE to he1p 0 �e graffiti from. have �ot
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