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Home My WebLink About04/27/2007 11404000;_010� B A K E R S F I E L D CITY MANAGER'S OFFICE MEMORANDUM April 27, 2007 TO: Honorable Mayor and City Council FROM: Alan Tandy, City Manager SUBJECT: General Information 1. The CTC conducted hearings on the STIP Augmentation this week related to our funding request for the Westside Parkway. Contrary to one media account, there were no funding discussions. The amount we could receive is still an open issue. A copy of our presentation is enclosed. Decisions are expected June 6th or 7th which means there is still time for interested parties to submit letters of support. Those who express concerns to you about highway planning and funding issues should do so! Correspondence should be directed to: John Barna Executive Director - California Transportation Commission 1120 N Street, Room 2221 (NMS-52) Sacramento, CA 95814 Our sincere thanks go Congressman Kevin McCarthy for submitting a letter in support. We also send our genuine appreciation to Assembly Member Jean Fuller, who also wrote in support. A copy of both letters are enclosed. 2. The Personnel Committee met this week on the subject of the employee and retention plan during which two elements were authorized to go forward to City Council for action. One is to make experience equal to education for several job classifications, where it makes good sense for the organization. The other is to use the first-time home buyers program for qualified City employees. Since it has been a considerable period of time since that plan was sent to the full Council, another copy is enclosed. Other elements of the plan were more informative than action based. Others still need more work and/or alternatives, and will return to Committee at a later date. 3. After about 11 years, it appears that the First Point water case is over. The State Supreme Court refused to hear an appeal from North Kern. Honorable Mayor and City Council April 27, 2007 Page 2 4. Please remember, A Bit of Bakersfield takes place at The Park at River Walk this weekend. Local bands will be featured on Friday and The English Beat on Saturday, among a list of many other activities. A flyer is included with more detailed information. The Recreation and Parks staff has worked hard on this event. Please encourage those you know to participate. 5. Saturday, April 21st was Earth Day in Bakersfield. With a $2,500 donation from PG&E, and 60 volunteers from Chevron, we planted about 24 trees along the Kern River in Beach Park. 6. The Recreation and Parks' Spring/Summer Activity Brochure was mailed to 100,000 homes on Monday. Registrations are already pouring in for summer day camp, swim lessons, and other summer programs. 7. The Movies in the Park series is designed to offer at least one free outdoor movie in each Council Ward. All movies begin at dusk, and we offer popcorn and sodas for a small fee. The following schedule is posted in our spring/summer brochure: Ward 1: May 4 - Wayside Park - Cat in the Hat Ward 2: May 15 - Jastro Park - Happy Feet Ward 3: June 8 - Siemon Park - Charlotte's Web Ward 6: June 22 - Patriots Park - Spirit Ward 5: July 13 - Pin Oak Park - Over the Hedge Ward 7: July27 - Planz Park - The Wild Ward 4: Aug 10 - The Park at River Walk - Ice Age: The Meltdown Ward 1: Aug 24 - Dr. Martin Luther King Park - Akeelah and the Bee 8. The Police Department wants feedback from the community. A schedule of meetings is attached. 9. The list of "High Five" award recipients for the first quarter of 2007 is enclosed. As always, we congratulate them all on their job performance and recognition. 10.The Streets Division work schedule for the week of April 30th is attached. 11.Responses to Council requests are enclosed: Councilmember Benham Railroad Quiet Zone; AT:al cc: Department Heads Pamela McCarthy, City Clerk � n CD • tD N � • • • • J.J4 >l ,i.U-4 fi r r � .� ..3.3..1.1:. Nk ,a:al, x CD 0 0 '– cn �. sv r n O (D (D X M — C —' sn sn 3 10 CD jCL � –• — m _ -n CL CD U. n cn w o �;. o c o �- -h sz O O - � -I CD - ..h p _, ou C2. C) CD M sv < - CD Q D .� °< �. CD su !'I' CL Cn Cl) a Ma ma o rMIL rmlL N e � 1 r.: lei. eF v f Alf SA 4, _ }►"� Ali{,� �f t { iwi JJJ;t:J' �i J J ,.i. J. z J:1 JJ�J J.J.J J J; �J� 4 J.J,J,J,J J. I t JJJ:JJ JJJ�1i:F • J aJ J�J 1 !"F o -n O rrMIL O O (<D ( ) O O O cn ML .. O(D CD O O —. p r■h Ml m O 2) m m r :Z --4 m O m' -U m m O rooL —• 'n m M M O. r•I• �- mmh . . O O m i ! 00 } m m �ro"L O CL rNOL O M -h O CL a PQ —. 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JJ ij i i I,Ali EJJJ . .fJJ_1 J JJJJJ IL JJJJJ JJJJJ � �JJ.� JJJ�` JJJ � JJJ 1J ' J, KEVIN WCARTHY 1523 LONGWORTH HOUSE OFFICE BUILDING 22ND DISTRICT,CALIFORNIA WASHINGTON,DC 20515 (202)225-2915 COMMITTEE ON AGRICULTURE 4100 EMPIRE DRIVE,SUITE 150 SUBCOMMITTEE ON HORTICULTURE AND anigr y y � � �� y � BAKERSFIELD,CA 93309 ORGANIC AGRICULTURE f�i7 f{►�� I jam (661)327-3611 SUBCOMMITTEE ON GENERAL FARM 5805 CAPISTRANO AVENUE,SUITE C COMMODITIES AND RISK MANAGEMENT lioust of Rprtanttttivto ATASCADERO,CA 93422 �(� G NORTH COUNTY:(805)461-1034 COMMITTEE ONttfiington. �J SOUTH COUNTY:(805)549-0390 HOUSE ADMINISTRATION ASSISTANT REPUBLICAN WHIP Apri125, 2007 Mr. James C. Ghielmetti, Chair California Transportation Commission 1120 N. Street Room 2221 Sacramento, CA 95814 I write in support of Kern and San Luis Obispo Counties'plans for augmented State Transportation Improvement Program(STIP) funds. These two counties have major transportation routes that move vital goods, services, and people throughout the entire state. The Kern County Council of Governments unanimously approved the project list that would result in the first freeways to be built in the metropolitan regions of Kern County in over 30 years. Specifically, the requested$24.9 million to widen State Route 46 and$22.9 million to widen Seventh Standard Road, and$170.4 million construct the Westside Parkway are essential in providing enhanced east-west corridors in California for our goods and services. Furthermore, funds are necessary to make important improvements on West Ridgecrest Boulevard and to rebuild and reconfigure the Laval road Interchange at Interstate 5. These funds would provide congestion relief and would facilitate the completion of these critical infrastructure projects. The San Luis Obispo Council of Governments also has essential projects including the Highway 101 interchange, improvements to Highway 41, and the widening of Highway 46, a dangerous stretch of highway that has cost too many lives to be lost. The Central Valley and the Central Coast regions continue to be one of the fastest growing regions in California. The passage of Proposition 1B has provided an opportunity to improve our current transportation infrastructure in a timely fashion. I strongly urge that the California Transportation Commission approve the proposed augmentation program of projects for Kern and San Luis Obispo Counties. Sincerely, &A� k4 ' Cw,4 - KEVIN McCARTHY Member of Congress PRINTED ON RECYCLED PAPER 04/26/2007 15,02 FAX 6613852885 ASSEMBLY DIST OFF 32 Z 002/002 STATE CAPIT0L Po.BOX 042849 COMMMEW SACAAIA�NTO,GA Bt249A432 VICE CHAIR � t l r t '• , '�•'". C kt�i� NATUA RE StURCE5(91G)310-2032 FAX t9187 319-2132 a R CULTURE tts7plrTOF1C8 BUD43ET i 4900 CALIFORNIA AVE.,sufTE 100.8 FAKERSFIELO,CA 53309 tG6i)388,29951 FAX(601)3@53883 ASS MBLYMEM� {, pE {TISTRI April 18,2007 Mr.John F.P arna,Jr. Executive Director California Transportation Colslnission 1120 N Street,Room 2233(IRIS-52) Sacramento,CA 95814 Dear Mr.nama, I am writing this lem-r to you to ask for your support for the Kern Council of Governn)ents'(Kem COG)MU Augrucntation program of projects. The Kern COG SIM Augrnentldon program of projects is designed to bring$213.6 rniilion to the Kern County Region—money that will be used to improve the quality of life for many of my constituents. The program includes the W�ctside Parkway,a project that is a crucial part of the future transportation infrastructure of Metropolitan Bakersfield Kern COG has even declared the Westside Parkway as the highest priority project in the:Bakersfield area. The additional$170.4 million requested when combined with the$148,6 million existiztg fund allotment will provide for complete 1imding of the Westside Park y wa project. The Westside Park-m,y would be the fast new freeway built in Bakersfield in 30 years. Tl1e Westside Parkway has many positive accomplishrxwuts that justify additional ftmdmg. For instance,floral environmental(Aearances have been completed at local,state and federal levels, approximately 90%of the property needed for construction has already been acquired,frrral constntetion plaits are already underway,and initial constmction is ready to begin next year_ This money would alp provide much needed funding for reconstruction of R.idgecrest Boulevard in Ridgecrest,California—a ncral desert town. This STIP money would be beneficial to not only Metropolitan Bakersfield,but_A other rural areas that also have pressing transportation needs. Improving Bakersfieli's and rural Kern County's transportation infra=ucture is vital to several issues including air quality,goods movement and quality of Life. 'Me voters ofKern County overwhelurai ugly supported Preposition 113,however Kern County bas seen very little in the way of funding from recent disbursements from 113 monies. The addition of these funds will go a long way toward advancing several impmunt projects for Kern County. I respectfully request your support of Kern COD's requests. S' cerely, `AN FULLER Assemblymember,32°d District O'NnM..w..4.v.w....,,•a.w... B A K E R S F I E L D City Manager M E M O R A N D U M February 16, 2007 TO: Honorable Mayor and City Counci FROM: Alan Tandy, City Manager SUBJECT: Employee Recruitment, Retention and Succ ssion Planning Challenges E The City of Bakersfield is experiencing increasing difficulty in recruiting and retaining good employees as well as doing succession planning for key positions which become vacant due to retirements. This situation is occurring at multiple levels of the organization, including professional, technical and blue collar jobs. We are fortunately not experiencing these same recruitment and retention issues for sworn public safety positions. Recruitments for public safety positions still attract a large number of qualified applicants. The greatest concern for safety departments is having a sufficient number of qualified and trained employees who are prepared to promote into management positions since those promotions must be made from within the department according to City Charter requirements. We are having difficulty in recruitment and retention of non-safety employees because of increased competition for skilled workers due to the good economic climate locally and our inability to match compensation offered by the private sector and other public sector employers. The result of this situation is we are having increased difficulty in attracting qualified applicants for jobs and vacancies are remaining open an exceedingly long amount of time which impacts our ability to get needed work done for our citizens. This is further compounded by the aging of the workforce where many"baby boom" generation employees are beginning to retire and there is a smaller pool of applicants interested in positions in government positions or internal employees ready and trained to assume these positions. We have one department where all four of the top managers may retire all at once. This presents a serious problem of continuity and loss of institutional knowledge for the organization and must be adequately planned for. This memo presents an overview of the situations noted above including specific examples of situations facing departments and an action plan to address this situation. Overview On August 27, 2006, the Bakersfield Californian ran an article about the difficulties we are experiencing in recruiting and keeping qualified Planners within Development Services. Several -1 — Employee Recruitment Retention and Succession 2006 revised 2-16-07.doc issues were cited, including the complex civil service system, the lack of hiring flexibility, compensation differences, and fewer new graduates with planning degrees. This example is only one of many within our organization which demonstrate an increasing difficulty in recruiting and retaining qualified employees. Over the past several months, as noted in the article, some of our planners have been hired by private development firms. Additionally, other people in the organization have left for jobs with other cities or private businesses. We have also had retirements of key personnel throughout the organization. We currently have open and are recruiting for about 139 positions as of October 31, 2006 (including many of the new ones recently approved in this year's budget) which are all critical to providing services to the community. These vacant positions represent approximately 9% of the total city workforce and about 75% of these vacancies are in the miscellaneous employee units (meaning non-sworn personnel). Recruitment competition from the robust private market challenges our ability to fill new positions and positions that become vacant due to a retirement or other reason. For example, we have had difficulty in filling Service Maintenance Worker(commercial driver) positions in the Streets division and laborers for the Parks division. We also had difficulty finding employees who have specialty certifications required of Wastewater Treatment Plant Operators. We have had to extend the recruitments for Management Assistant and others in order to get qualified candidates. We are not alone in experiencing difficulty in the hiring, retention and replacement of experienced personnel. Other cities and counties in California, including Kern County, are experiencing difficulty in recruitment and retaining experienced employees. Many of the baby boom generation are retiring or approaching retirement and there are fewer trained workers in the workforce available to take their places. This causes increased competition among employers for a diminishing pool of qualified workers, particularly for positions which require specialized education, training, or certification to perform the job. While we have tried to train employees internally to be prepared to replace those who leave the organization, we do not always have employees who are sufficiently motivated or prepared to reasonably assume those vacancies when they occur. Further, due to lower staffing levels and current high workloads and activity levels employees are in many departments assuming additional day to day duties which leaves little time or opportunity for training or mentoring. Although the City currently offers some tuition reimbursement, a relatively low number of employees take advantage of the program due to time constraints to attend local universities; limited availability of specialized programs (such as engineering and planning); and higher costs for non-traditional degree programs(University of La Verne and University of Phoenix)than what is currently reimbursed. The current low level of unemployment in general is impacting our recruitment efforts as the pool of desirable applicants has many more employment opportunities available to them due to the robust local economy and high demand for both skilled and unskilled workers. Replacing our seasoned employees in line for retirement with qualified applicants becomes even more challenging due to declines in student enrollment for specialized areas of study like engineering, urban planning, city management and other public employment needs. It is also difficult to find training related to the work we do and limited public sector experience. Not as many recent graduates are currently pursuing careers in public sector employment since there are a wider variety of career opportunities available to them in the high tech age. They also have -2— Employee Recruitment Retention and Succession 2006 revised 2-16-07.doc many more opportunities to work in organizations that have more flexible work conditions (schedules, benefit options, time-off, etc.) and options that appeal to the generation of employees entering the workforce now. We are at the point where we must begin a proactive strategy to handle this crisis, or we will continue to experience a deteriorating impact on how we conduct our day to day operations, leaving us without the ability to provide an acceptable level of service to our community. At the Department Head retreat earlier this year, these issues and others regarding recruitment and succession planning were discussed at length. Serious employment organizational problems were identified along with existing and future critical staff shortage conditions. Attached is a memorandum which provides a detailed summary of the key issues detailing the depth and scope of the employment problems identified throughout the organization by department. Action Plan: The recruitment and employment crisis will not be solved overnight. However, there are several steps that we can consider now to help address some of these problems. Several require administrative and procedural changes. Other suggested ideas examine additional benefits designed to attract and retain good employees. • Extend educational incentive pay program currently available for safety personnel to other employee groups. Currently employees in the Police and Fire bargaining units receive some form of educational incentive pay. The Police receive pay for POST certificates and Fire employees receive additional pay for AA or Bachelors degrees. There is currently some additional pay for certificates in the Miscellaneous Employee unit. This proposal would provide up to an additional 2% pay for Miscellaneous Employees (including Supervisors and Managers)with an Associates degree or equivalent; and up to a total of 5% for a Bachelors or higher degree. The program would be phased in over a period of time. A sheet outlining the details of the proposed program is attached. This program as proposed would cost approximately $335,000 for the first fiscal year it is phased in and approximately $670,000 for the second fiscal year and thereafter when completely implemented. These figures are based on the current number of employees with degrees. The figures would change over time as more employees become eligible through obtaining their degrees. • Home ownership assistance program. This would provide home ownership assistance for employees who qualify based on income from HOME funds and other City home loan assistance programs. This would promote home ownership by employees within the City and be a significant inducement for individuals to consider City employment, particularly those just entering the work force. This would also increase home ownership for employees at the lower levels of the salary structure. This would be done using federal money similar to what was done for the Cottages and other home ownership programs. This would be targeted as an incentive to attract prospective employees for lower paying city jobs. A sheet outlining the proposed program is attached. -3— Employee Recruitment Retention and Succession 2006 revised 2-16-07.doc • Internships and Mentoring. There is a need to develop internship opportunities for potential employees and mentoring programs for existing employees to provide needed training and on the job experience. Structured targeted internships work well when geared toward specific disciplines. This is good if the City has a specific project or need within an academic discipline. The commitment would be to provide a job over multiple summers with the expectation of a regular job at the completion of their education. This type of program creates loyalty and would increase the pool of qualified applicants for jobs. • Compensation and Pay — Position by Position Basis. Currently, when there is difficulty in hiring a needed position or concern about retaining employees in a specific area we have been able to address these compensation issues on an individual basis by increasing compensation for individual classes of positions within the organization. This has helped address immediate recruitment and retention compensation issues and we would propose to continue this practice to address specific compensation concerns. • Compensation and Pay — Generally. With a more competitive employment market it would be desirable to increase the general level of salaries to be more in line with the current workforce marketplace. Obviously, this is constrained by real financial growth and the City's financial position. It should be noted as a goal for the City to pursue should we be able to afford it. • Changes to job specifications related to substituting experience for education. This change would expand the ability for candidates for a variety of positions to substitute work experience for educational requirements. This would expand the pool of qualified applicants and the ability to promote qualified employees within the organization. Those employees with sufficient relevant work experience who may not have the formal education currently required but have the practical knowledge required for the job would be able to compete for promotions. This would be done for specified jobs or levels of jobs in the organization, generally entry level supervisory or technical positions. Department head and other professional positions that have specific educational training requirements would not be included. Department managers have reviewed all relevant job classes to determine where appropriate changes should be made. • Increase and expand educational reimbursement program. The City currently has a reimbursement program for college tuition and books. The tuition reimbursement level is indexed to the tuition at Cal State University Bakersfield. That amount is less than the tuition at other University programs, such as the University of La Verne and University of Phoenix which have class schedules and degree programs more suited to mid-career professionals and those with non-traditional work schedules (i.e. shift work). Increasing the tuition reimbursement level to meet the costs of programs such as University of La Verne and University of Phoenix would improve employee participation in such college programs. The City's educational reimbursement for college costs needs to be better understood by current and potential employees. It could serve as an important recruitment tool particularly for those who could be attracted to entry level positions that want to pursue higher education. Staff has developed a revised reimbursement that increases the amount of reimbursement for books and tuition for those attending accredited programs designed for working students. A detailed draft policy is attached. -a- Employee Recruitment Retention and Succession 2006 revised 2-16-07.doc The estimated additional costs for changing the program ranges from $100,000 to $120,000 annually assuming about a 20% increase in participation. The numbers will vary depending on how many additional employees take advantage of the program and where they take classes. -5— Employee Recruitment Retention and Succession 2006 revised 2-16-07.doc 000,�Pr B A K E R S F I E L D OFFICE OF THE CITY MANAGER MEMORANDUM April 17, 2007 To: Alan Tandy, City Manager From: John W. Stinso tsistant City Manager Subject: Correction to February 16, 2007 Recruitment and Retention Memo Please note that the attachment for the "Educational Incentive Pay Program" has been replaced with a corrected version provided by Human Resources which reflects the implementation of the educational incentive program on July 1, 2008 rather than July 1, 2007 in the original memo. S:\JOHN\Memo Template.doc B A K E R S F I E L D OFFICE OF THE CITY MANAGER MEMORANDUM February 16, 2007 TO: Alan Tandy, City Manager FROM: John W. Stinso9sistant City Manager SUBJECT: Summary of Recruitment and Retention Issues by Department Below is a summary of the key issues detailing the depth and scope of the recruitment and retention problems identified throughout the organization: Public Works - Streets Division It has become increasingly difficult to hire good and qualified entry level workers with a Class B license. This is evident in the Streets Division with Service Maintenance Workers who perform the majority of hard manual labor. These same employees can work for a private contractor driving a truck and not have to perform any manual labor. These positions are needed for the City's street maintenance program, a council priority item. TRIP Division The Thomas Roads Improvement Program hired an outside recruiting firm last November to pursue candidates for five Civil Engineer III positions that were approved for the program. A flyer was developed that was distributed in early December for these Civil Engineer III positions, listing minimum qualifications plus desirable ones (transportation and project management experience). Since that time, the City has received from the recruiting firm numerous resumes however, only one hire has resulted due to various reasons including the level of experience and training desired for the position and the competitive environment for individuals with these skills. Due to these recruiting problems, this past April the recruitment was revised to include Engineer I and II personnel and a new flyer was prepared. Over the past four months, eight resumes for Engineer I and II have been received, several interviewed, and three hired for open positions in the Engineering Division. -1 — Recruitment and Retention Department Detail 2-16-07.doc Construction Division This Division has 21 employees (one superintendent, two supervisors, eight inspectors for tracts and permits, six inspectors for CI.P projects, and four survey crew positions). Because of the time sensitive nature of the inspectors' duties, a loss of just one position impacts both customer service to the development community and causes delays in completion of CIP projects. This section recently lost two construction inspectors to private development firms due to increased compensation. In the past, recruitments for Construction Inspectors resulted in a number of applicants, sometimes twenty or more. The last recruitment in December, 2005 resulted in a list of three. The inability to attract and retain construction inspector positions has a direct impact on service levels to the development community and delays completion of several CIP projects. These are both time sensitive tasks, made all the more difficult due to the inability to attract and retain skilled staff. Subdivisions This Section includes sixteen engineering related positions, with nine of these in the Engineering Technician classification. Engineering Technicians perform technical office and field work by checking development plans for conformance with City standards. This position also prepares maps, legal descriptions, and plans & specifications. This position is critical to ensuring improvements within the City's right-of-way conform to established standards. In addition, since this position checks developer improvement plans, it is critical that we maintain adequate and qualified staffing to provide an acceptable turn around time for the development community. With that said, we have experienced problems in recruiting for this position. In July 2004, only one qualified applicant made the eligibility list for Engineering Technician. This employee, who worked with us for only two weeks, left for a higher paying position at the County. Wastewater Division The Wastewater Division has also experienced difficulty in recruiting qualified candidates for both the Wastewater Treatment Plant Operator position and more recently the Superintendent position. The current staffing requirements for wastewater operators at Plants 2 and 3 are to have five operators at each Plant. The Plant 3 expansion project will increase the need for additional operators. Therefore, there is an immediate need to hire more operators to train and have certified in order to maintain proper operation of the expanded Plant. We have experienced difficulty in recruiting for the operator position. During the last recruitment for a Grade II operator, the City sent a letter to every certified operator -2— Recruitment and Retention Department Detail 2-16-07.doc within the State of California. There were five qualified responses resulting in one interview and that person was not hired. Grade II salaries from the cities of Fresno, West Sacramento, and Riverside were compared to the City of Bakersfield. The City of Bakersfield ranked the lowest of all the cities. In fact, the Cities of Fresno, West Sacramento, and Riverside are 7.6%, 9.5% and 38.5% higher respectively for Grade II operators. The Cities of West Sacramento and Riverside also have Grade III positions. The City of Bakersfield does not have a Grade III position but offers $1,500 annual certification pay for having a grade III certificate. The Grade III position for the Cities of West Sacramento and Riverside pay 16.4% and 40.7% more than our Grade II position with Grade III certification pay. The City of Bakersfield has encouraged and supported training and review courses for the existing wastewater operators over the last two years to assist them in achieving higher certification (Grade III certification). This training has paid dividends in that the Division has more certified Grade III operators than ever before. This higher certification benefits the Division, in that State law requires that a Grade III or higher is required on-site to fill in as Supervisor. Ironically, with this higher certification, higher paying job opportunities are available and currently the City cannot compete. As a result, several Grade III operators are considering higher paying positions with other agencies. The Wastewater Division has also experienced setbacks in recruiting for the Wastewater Superintendent position. Recruitment for the Superintendent position has been advertised for about over a hundred and fifty days and we have received only eight applications. Seven applications did not meet the minimum qualifications of having a Grade V Wastewater Certificate. Recruiting efforts have included notifying every Grade V certified operator in California. Fleet Division Recently, an open recruitment for Fleet Service Worker I was conducted by Human Resources. Twenty-four applications were submitted, eleven were rejected for no experience, ten were interviewed and eight passed the oral interview. Of the eight, three were hired, with the others failing the drug test, background check, and/or the second oral interview at the division level. Individuals with experience and knowledge in fleet maintenance do not want to take this entry level position with its low hourly rate. The inability to attract fleet workers impacts several high profile City functions, including public safety, street maintenance, and refuse collection services. Solid Waste This division has experienced difficulty in hiring new employees at several levels. For example, recent attempts to fill three different clerical positions failed when the selected candidates took other higher paying jobs after being selected by the City. These clerical positions are the front line staff persons who answer the phones and route citizen requests. Also, this year several candidates for our entry level laborer positions have fallen out during the process due to other opportunities with other employers. 3— Recruitment and Retention Department Detail 2-16-07.doc Design Section A previous effort to recruit Computer Drafting Technicians yielded no qualified applicants who could meet the minimum requirements. Potential applicants possessing the minimum requirements could obtain a higher salary from the private industry than what the City pays for the same position. Administration Division In August 2006, the Human Resources Division conducted two interviews for the Accountant I position that was approved in January 2006 for the Subdivisions Section. The primary task for this position is to ensure that all developer fees that should be collected are, in fact, collected. For the first set of interviews, only one candidate made the eligibility list. For the second set of interviews, only two candidates made the eligibility list. Because of the lack of qualified applicants, Human Resources has left the recruitment for this position open, in the hopes of attracting more qualified applicants to fill open positions as needed. Public Works - Summary Throughout the Public Works Department, we have experienced problems in hiring positions in several classifications. We have also seen a downward trend in attracting and hiring qualified people from outside organizations in order to develop qualified successors in the supervisory and management level positions. This is not happening as effectively as it should. Due to the booming growth in Bakersfield's economy, potential employees are making more than they would make in the City's entry level positions. That leaves the less desirable, less educated candidates (as some departments discover, there are also fewer candidates capable of passing the physical and drug-screening process.) In addition, the workers who start out in higher-paying private sector jobs, who then decide they want more stability and benefits, are not willing to take a job with the City for much less money. Development Services Planning Division Over the past three years we have lost five planners to outside employers. Three went to work for another city, while two went to work in the private sector. All received an increase in salary with reportedly less job related stress. The two who went to the private sector had nearly fifteen years of individual experience. One of the three that went to work at another City had over twenty years with Bakersfield while the others two had nearly five years of individual experience. As a result of recruitment difficulties we had to hire replacements with little experience because of competition in the job market. Last year we had two unsuccessful recruitments for Associate Planner positions and ended up under filling the positions with lower level staff to try and keep the work moving. We have done four recruitments for Planners and Planning Technicians in the last sixteen months and only hired seven. We still have four positions to fill including those approved in the current budget. -4— Recruitment and Retention Department Detail 2-16-07.doc The Planning Division is using consultants and contract planners to bridge the gap between budget approval and recruitment activities to fill new positions. Building Division This year we conducted two recruitments for Assistant Building Director. The first recruitment resulted in only two qualified candidates. The top candidate, from the County, was offered the position. The County counter offered with a better deal and we lost him. We used an executive search firm for the second recruitment. They began working on the recruitment in April and completed it in August. The process produced four candidates of which two were viable. The top candidate declined because of relocation issues and the next candidate took two weeks to ultimately decide to decline our offer deciding not to relocate from Washington State. Recreation and Parks — Due to the low unemployment rate and the availability of construction jobs we are experiencing difficulty in finding acceptable Laborers and Service Maintenance Workers for Parks. We have been doing continuous recruitments for these positions and it has been difficult to keep up with turnover, much less fill newly authorized positions. The recruitment of our entry level Laborers and Facility Workers maintenance positions has been very difficult due to several reasons. The recruitment process can take up to four months which includes advertising, screening of applications, notice of interviews, initial interviews, departmental interviews, reference checks, drug tests and physicals. For Recreation and Parks the many issues dealing with recruitment, retention, and the opportunities for promotions are varied. • Recruitment - The process of filling vacant positions is often four (4) to six (6) months and some times longer. This is very frustrating to the staff and the citizens. • Language - This is a real problem in our entry level positions where often times the only language they speak is Spanish. We have been encouraging our employees to attend English classes for effective communications. • Minimum Requirements - Minimum requirements such as experience, education, certifications, licenses, etc. is good for that first job here, but if they don't have a college degree or some higher education, the promotional opportunities are very limited. • Retirements - There is a lot of experience, knowledge, and information walking out the door in the coming years due to retirements. Supervisors are starting the process to train newer workers to take over their duties. The development of operational manuals will help, but will take time to develop and keep current given the rapid growth of the city. -5— Recruitment and Retention Department Detail 2-16-07.doc Water Resources — The Water Resources Department with an authorized complement of 24, has three vacancies, making the vacant percentage over 12%, slightly higher than the City-wide vacant position rate. The average age within the department is 45 and average tenure with the City over 18 years. 38% are over the age of 50, 43% are between 40 & 50. Average age of management and supervisory is 50. Due to the significant number of management and supervisory retirements that will probably occur within five years (4 of 6 employees), there needs to be an effort to prepare others to step into these positions or efforts to provide incentives to retain the experience and unique knowledge of the water business. There has been difficulty in recruitment and retention in several positions. For instance, two Canal Tender II (CTII) positions, in the Agricultural Water division, are currently under filled. The CTII positions have been under filled for several years due to eligible employees indicating that the position is not paid enough to compensate for the increased responsibilities and stress load over the Service Maintenance Worker's. Recently, one employee who had promoted to the CTII requested demotion back to his old position. The Engineer I position in Agricultural Water was under filled due to lack of applicants. There is a vacant Engineer I position in the rapidly expanding Domestic Water division and apparently few qualified applicants. In the interim, until the position is filled, the Water Supervisor II and Water Resources Superintendent will pick-up some of the workload and a portion will be outsourced. Police - The police department promotes from within the agency, based on the City Charter. The department has a large pool of candidates for the upper ranks, so recruitment for those particular positions is not an issue. However, based on potential retirements in the future such as 2009/2010 all current executive level management of the police department are eligible for retirement. Thus, the pressing issue for the department is being able to provide exposure and experience more quickly to those who are going to be promoting into management and executive management positions. We will have to advance their experience quicker than we ever have in the past in order to prepare them for the future. That would mean involvement in Council committees', significant projects, attendance at City Council meetings and further opportunities for overall city government experience. Fire — The four chief officers in the Fire Department will be turning fifty within the next one to two years and several are planning on retiring. Some will retire as soon as December of 2007. Due to the significant number of potential top management retirements, steps must be taken to prepare others to move into these positions. Because promotion to those ranks must come from within the department, it is critical that those who may compete for the positions be exposed to management tasks and experiences, so they can be prepared when succession occurs. A problem occurs due to the constant staffing requirement. The Fire Chief currently has difficulty bringing employees interested in such training opportunities into the office for mentoring or special assignments to gain management level skills because he must back-fill their positions, which results in having to pay overtime. -6— Recruitment and Retention Department Detail 2-16-07.doc Economic Development and Community Development (EDCD) - After many stable staffing years within the EDCD department, we now find ourselves facing critical staffing shortages. We must shortly deal with the planned year-end retirement of a key division manager. He will be leaving the City in November 2006 after 28+ years of service. In addition to providing management backup to the Director, this manager's extensive CDBG experience and knowledge will be sadly missed, as over the years he provided insights and methodology to utilizing these very restrictive funds for many high priority City Council programs and projects. We also have three professional project management positions vacant and we are currently under recruitment to fill them. One project management employee left for a promotional opportunity with another governmental agency and the other project management employee accepted a transfer to another City department to broaden his experience in land use. In all of these cases, we will lose, or have lost, institutional and technical knowledge that will have a lasting operational impact on the department and perhaps impact other departments for years. Recruiting for the professional project management personnel was placed through advertising, both locally in the Bakersfield Californian Sunday editions and Western City. We have received twenty-three applicants to date, with only four being acceptable for interviews. Of the four acceptable applicants, none have any prior redevelopment or economic development experience. If we can't locate seasoned redevelopment and economic development project managers, it will be necessary to expend significant funds on training, as well as significant senior staff time, mentoring selected candidates that display the ability to quickly grasp financial and economic development concepts and plans. Senior staff has actively been putting the word out locally and in other communities about our management openings, along with the benefits of living and working in Bakersfield. Most of the responses have been negative, with the salary stated as being too low and an unwillingness to move to Bakersfield due to a perceived lack of amenities, our bad air quality and high cost of living expense. Housing costs in Bakersfield have caught up with many of our competing markets so we can no longer provide the "more home for your money" inducement to attract potential applicants. Finance — The finance department has had an open recruitment for an entry level Accountant for six months with very few qualified applicants applying for the position. So far we have held two sets of initial panel interviews. The first panel had one qualified applicant (who was hired by Public Works) and the second panel had only two qualified applicants, neither of which accepted the position. Finance also has vacancies for an Accounting Supervisor and an Accounting Clerk, which are at various stages of the recruitment process. We also have a vacancy in our Purchasing division due to a recent retirement. While this recruitment is near completion, there is a possibility that it will be filled with an internal candidate, which of course will create another vacant position. The overall vacancy of four positions within our department is a little more than 10% of our workforce. -7— Recruitment and Retention Department Detail 2-16-07.doc City Management (Information Services, Risk Management and Human Resources) • In the initial recruitment for a Management Assistant for the Manager's Office, we had 163 applicants, only 2 of whom were qualified. One of those withdrew from consideration and one failed to return our phone calls. 153 applications were received for the second recruitment resulting in 4 qualified candidates. • When Human Resources was trying to hire a Clerk Typist, we had 7 of 9 applicants decline our offer because of salary issues or more attractive employment elsewhere. • When Human Resources was trying to hire a Human Resources Analyst I, we had 53 applicants. We identified 12 qualified applicants. Six candidates withdrew within 24 hours of the interviews, 3 failed the interviews and we certified a list of 3. Of those 3, 2 declined our offer. • An Assistant City Manager position is now open — we hope the recruitment attraction problem we have faced elsewhere will not recur. Other Issues • In all departments, after difficult and lengthy recruitments, we have had numerous applicants at the last stage of the process fail either the drug test or background check. • The recruitment process for management level positions is long and tedious for potential candidates due to multiple levels of interviews. The typical recruitment can take three to six months. Due to Civil Service requirements, such as the rule of three and our public employment list process, some candidates become discouraged since their job search becomes public and they choose to drop out of the process. The compensation structure does not allow for flexibility in providing incentives tailored to a candidate's particular needs, such as relocation reimbursement, training stipends, benefit options, or other incentives typically found in the private sector. The city needs a recruitment process for these positions that will attract the best possible candidates by treating them as valued individuals and professionals, not numbers to be processed through a bureaucratic and time consuming recruitment process. The current process is perceived by candidates and managers as unproductive and discourages applicants to pursue employment opportunities with the City. -8— Recruitment and Retention Department Detail 2-16-07.doc EDUCATIONAL INCENTIVE PAY PROGRAM • OBJECTIVE To attract and retain exceptional employees and to encourage self- development for promotional growth into higher- level professional, supervisory and managerial positions within the City of Bakersfield. • BENEFIT 0 2% incentive pay for AA Degree or approved equivalent credits 0 5% incentive pay for a Bachelors, Masters or Doctorate Degree • GUIDELINES a. Maximum payment of 5%. b. Employees receive incentive pay for ONLY one qualifying degree. c. The degree or equivalent credits must be from an accredited school as identified in the Tuition Reimbursement Policy. d. The degree or equivalent credits must be "job related" or approved to add value to the City of Bakersfield (ex. Nursing would not necessarily qualify). e. Employees are responsible for providing appropriate documents to verify degree and/or equivalent credits. f. For "equivalent credits", employee must submit documentation from approved accredited college or university Registrar verifying Junior Status eligibility for approved degree or program as designated in item "d" above. g. Incentive pay will be implemented at the same time for current employees and new hires and for all qualifying bargaining groups. h. Implementation schedule phased in as follows: i. Program effective date July 1, 2008. ii. Beginning July 1, 2008, 50 % of incentive will be paid on bi-weekly paycheck. iii. Beginning July 1, 2009, the additional 50% of the incentive will be paid on bi-weekly paycheck. iv. Eligible New Hires employed in 2008 will be eligible to receive 50 % of incentive on bi-weekly paycheck and the remaining 50% of the incentive on bi-weekly paycheck S:UAVIER\2007 Files\Recruitment&Retention\Educational Incentive Pay Program.doc Revised 4/17/2007 will be awarded in alignment with the current employee scheduled effective date of July 1, 2009. v. Effective July 1, 2009 eligible New Hires will be eligible for the approved maximum incentive. i. Employees who obtain a degree mid-cycle, during 2008 will be immediately eligible to receive the scheduled approved percentage with verification of degree completion. j. Safety employees eligible to receive incentive pay for previously bargained certificates and education will not be eligible for this program. k. The incentive is calculated using only base salary. Longevity incentive and other incentives, certification or any other premium pay will not be used to calculate the Educational Incentive Pay. 1. This program is subject to change or deletion based on business needs. • IMPLEMENTATION EXAMPLES o Example 1 — Employee currently with BS-Business Administration Degree. Employee will begin to receive 2.5% incentive on bi-weekly paycheck, effective July 1, 2008 and an additional 2.5% incentive on bi-weekly paycheck effective July 1, 2009 for the maximum 5% incentive. o Example 2 — Employee currently with AA-Accounting Degree. Employee will begin to receive I% incentive on bi-weekly paycheck, effective July 1, 2008 and an additional 1% incentive on bi-weekly paycheck, effective July 1, 2009 for the maximum 2% incentive. o Example 3 — Employee currently with AA-Accounting Degree obtains BS-Accounting Degree in 2009. In accordance with schedule the employee will begin to receive 1% incentive on bi-weekly paycheck, effective July 1, 2008 and an additional I% incentive on bi-weekly paycheck, effective July 1, 2009 for the maximum 2%. SAITAVIER\2007 Files\Recruitment&Retention\Educational Incentive Pay Program.doc Revised 4/17/2007 Upon verification of completion of Bachelors Degree the employee will receive an additional 3% incentive on bi-weekly paycheck. o Example 4 — New hire currently with approved Bachelors, Masters or Doctorate Degree hired on or after July 1, 2009. With appropriate verification, effective on hire date the new employee will begin to receive 5% incentive on bi-weekly paycheck. o Example 5 — New hire currently with approved AA Degree or approved equivalent credits hired on or after July 1, 2009. With appropriate verification, effective on hire date the new employee will begin to receive 2% incentive on bi-weekly paycheck. S:UAVIER\2007 Files\Recruitment&Retention\Educational Incentive Pay Program.doc Revised 4/17/2007 Tuition Reimbursement BENEFIT • 100% Tuition & Fees Reimbursement equivalent up to CSUB cost AND • 75% Tuition & Fees Reimbursement for tuition amounts greater than CSUB cost AND • 100% Reimbursement of Books (employee keeps books) • 100% Reimbursement for GED or related High School completion equivalent programs • Maximum Annual Benefit (Based on CSUB & ULV 2006-2007 Annual Catalog) • Undergraduate Degree • 100% Reimbursement equivalent up to CSUB cost + 75% for tuition amounts greater than CSUB cost • 2006-2007 Tuition Maximum Estimate $13,459 • Graduate Degree 100% Reimbursement equivalent up to CSUB cost + 75% for tuition amounts greater than CSUB cost •2006-2007 Tuition Maximum Estimate $10, 863 • Maximum Lifetime Benefit (Based on CSUB & ULV 2006-2007 Annual Catalog) • A one-time reimbursement for either an Undergraduate Degree or a Graduate Degree will be allowed • Undergraduate Degree • 100% of a CSUB cost of Undergraduate Degree + 75% of ULV Undergraduate Degree cost greater than CSUB cost ■ 2006-2007 Tuition Maximum Estimate $31,000 • Graduate Degree • 100% of CSUB cost of Graduate Degree + 75% of ULV Graduate Degree cost greater then CSUB cost. 2006-2007 Tuition Maximum Estimate $21,000 SAJAVIER\2007 Files\Recruitment &Retention\Tuition Reimbursement.doc APPROVAL CRITERIA • Completion of Tuition Reimbursement Form and Promissory Note prior to enrolling in course • Employee is required to sign a promissory note agreeing to remain in employment with City of Bakersfield for period one (1) year after latest reimbursement or repay City of Bakersfield entire reimbursement dollars based on prorated amount. • Approval by Dept Head • Course/Program must be directly related to employee's current position or determined to add value to the City of Bakersfield. • Reimbursement for only course/programs, of either traditional or non- traditional courses including on-line classes, which meet the following accreditation: • Western Association of Schools and Colleges (WASC) • Council on Higher Education (CHEA) • National Association of Schools of Public Affairs and Administration (NASPAA) • American Bar Association (ABA) • California Department of Education • No reimbursement for mail order, correspondence or non-accredited schools will be allowed • Employee must complete courses/program within the approved designated time period specified by the school catalog for which they enrolled SAJAVIER\2007 Files\Recruitment &Retention\Tuition Reimbursement.doc Undergraduate Example Reimburse 100% CSUB Cost + 75%Above CSUB Cost $18,000 $16,440 $16,000 $2,981 $14,000 ®No Reimbursement - 075% Reimbursement $12,000 [21100% Reimbursement ff o I U $10,000 l co $8,P43 _ $8,000 Q $13,459 $6,000 aximum Reimbursement $4,000 s; ;, for Bachelor's 3 $2,000 r il 1$4,5516 _ f'" $4, 16 $0 ` CSUB Laverne Graduate Example Reimburse 100% CSUB Cost+ 75% Above CSUB Cost $14,000 $12,720 $12,000 $1,857 B No Reimbursement $10,000 075% Reimbursement H 0100% Reimbursement �j $8,000 - $5,571 ea c $6,000 QN y $10,863 ', f f Maximum $4,000 '. Reimbursement } for Master's ty $5,292 $5, 92 $2,000 ' CSUB Laverne S:\JAVIER\2007 Files\Recruitment & Retention\Tuition Reimbursement.doc New Emolovee Downoavment Assistance (NEDA) The New Employee Downpayment Assistance program will utilize HOME recapture guidelines 24 CFR 92.254 (b) (5), (ii) recapturing one half its.HOME investment. Homeownership assistance will be furnished as a deferred loan (silent second) for amounts up to $40,000.00 to assist with downpayment and closing costs. These loans will have a 10 year affordability period and loan term of 15 years with no monthly payment of principal and will not accrue interest. Upon reaching year 5 of the affordability period one fourth (1/4) of the assistance amount will be forgiven. Upon reaching year 10 of the affordability period one fourth (1/4) of the assistance amount will be forgiven. The loan balance upon reaching year fifteen shall be due and payable. During the 10 year affordability period the property must be sold at an affordable price, and to a low-income household, as defined by HUD. If at anytime during the term of the note, the property is sold, transferred, refinanced, or upon a change in title to the property the loan balance shall be due and payable in full. In the event of foreclosure, the recapture amount will be based on the net proceeds available from the sale rather than on the entire amount of the HOME investment. These funds will be used within the boundaries of the City of Bakersfield. Note: Only upon completion of the probationary period and status as a full time employee has been achieved will program funds be available. (Rev; 31-Aug-06) RMH errraa�.�� CITY OF BAKERSFIELD NEDA ASSISTANCE PROGRAM I. PURPOSE. The New Employee Downpayment Assistance program is an incentive intended to assist new City of Bakersfield employees in home ownership opportunities earning eighty percent (80%) or less of the area median income. This income level is adjusted for household size, and is subject to revision annually by HUD. II. BORROWER ELIGIBILITY CRITERIA. 1. Applicants cannot exceed the maximum household income limits established by HUD (see attached "Income Limits Worksheet 7. 2. Real estate purchased with the assistance of Program funds must be located within the incorporated limits of the City of Bakersfield. 3. Primary real estate financing (first deed of trust) must be approved by lender for applicants prior to City's review for Program assistance. 4. Property being purchased must meet "Housing Quality Standards" and be free of health and safety conditions prior to occupancy by applicants. Maximum of two occupants per sleeping area plus one. Example: 2 bedroom residence = maximum occupancy of 5, 3 bedroom residence = maximum occupancy of 7, etc. 5. Completion of probationary period and status as a full time employee. 6. Approved applicants must execute a NEDA Downpayment Assistance Program agreement with the City of Bakersfield. 7. Applicant must occupy the assisted property as their principal residence. Ill. MAXIMUM PROGRAM FUNDS AND USAGE 1. Maximum funds available per loan is $40,000.00. . 2. Funds are intended to fill the affordability gap between clients maximum loan approval and the purchase price. 3. Buy downs/discount points shall not be funded. 4. Pre-payable expenses (property taxes, insurance, impounds, etc.) may not be satisfied with Program loan funds. Funds may be applied to non-recurring closing costs. 5. Conventional loans will be assisted per standard FHA requirements. C:\DOCUME—I\JWSTIN-1\LOCALS-1\Temp\MXLibDirineda Guided liaes.DOC IV. TERMS AND CONDITIONS OF LOAN Borrower maintains residence for five years, one fourth (1/4) of the loan amount is forgiven, maintains residence for 10 years, one fourth (1/4) of the loan amount is forgiven No Interest is accrued. No payments are required. The term of the note shall be 15 years. During the affordability period the property can only be sold at an affordable price, and to a low-income household, as defined by HUD. If, for any reason, during the "term of the note," the borrower no longer use's the property as their principal residence, sells, conveys title, refinances (for debt consolidation), or otherwise transfers ownership, the loan shall immediately become due and payable. The period of afford ability shall be 10 years. V. PROPERTY STANDARDS (Existing Home purchase) The property must be free of any health and safety defects prior to occupancy by the program assisted applicant. To insure compliance with this requirement, an inspection of the property by a local home inspector is required, a copy of their report shall be provided to the city. All health and safety, defects noted in the inspection report will require correction prior to loan funding. The inspection is not required for new construction. VI. ELIGIBLE PROPERTY TYPES The following property types are eligible for assistance. a. Single Family Residence (detached) New, or Existing. b. Townhouse c. Condominium CA DOCUME--1VWSTIN-1\LOCALS-1\Temp\MXLibDir\neda Guided lines.DOC • Ir • = sa� � isLi� INCOME LIMITS Effective Date: March 8, 2006 Number in Household Maximum Income 80% 1-------------------------------------------------------------$28,450 2--------------------------------------------------------------$32,500 3-----------------------------------------------------------$36,600 4------------------------------------------------------------$40,650 5--------------------------------------------------------------$43,900 6--------------------------------------------------------------$47,150 7--------------------------------------------------------------$50,400 8--------------------------------------------------------- -$53,650 Income is defined as the total amount of income received by all occupants of the dwelling or Co-applicant(s) contributing to the acquisition of the property under consideration. C:\DOCUME—I V WSTIN--I\LOCALS-1\Temp\MXLibDir\WRKSH'1'i0%.DOC KERSFIEL 2ND ANNUAL SPRING FESTIVAL AT THE PARI{ AT RIVER WALL{ APRIL 27 & 28 FREE CONCERTS _ FRIDAY, APRIL 27TH STARTING AT SPM DEL MAR DELUXE, STAMPEDE, FAT KATT AND THE VONZIPPERS, & WHISKEY GALORE SATURDAY, APRIL 28TH STARTING AT 7PM W ENGUSH WITH MIND, BODY AND SOUL t bright house NETWORKS (661 ) 326-F CITY OFBAKERSFIELD AMPHITHEATRE UNN BARBER Recreation DA H® www.bakersfieldcity.us &Parks JOIN YOUR NEIGHBORS & THE BAKERSFIELD POLICE DEPARTMENT FOR AN IMPORTANT COMMUNITY MEETING BAKERSFIELD (see below for your area of town) WE ARE PROVIDING A FORUM TO HEAR YOUR FEED BACK Northeast - April 25, 2007 6:00 pm - Kern County Fire Fighters Hall located at 3615 Mt. Vernon Avenue, (Crime Prevention Staff Member attending - Leslie Devitt) Northwest - May 1, 2007 6:00 pm - Riverlakes Church located at 4301 Calloway - (Crime Prevention Staff Member attending - Tony Martinez) Southwest - May 3, 2007 6:00 pm - BPD Westside Sub Station located at 1301 Buena Vista Road, (Crime Prevention Staff Member attending - Cindy London) litty://www.bakersfieldeity.us/police/CrimePrevention/index.htm • B A K E R S F I E L D OFFICE OF THE CITY MANAGER MEMORANDUM April 27, 2007 TO: Honorable Mayor and City Council FROM: q4ltb' n-d�-aity, Administrator Employee Incentive Committee SUBJECT: Employee Incentive Program The Employee Incentive Committee is happy to provide the list of High Five Award recipients for the first quarter of 2007. The winners of the random drawing are noted in bold. All of these individuals were recognized by their peers, supervisors, or members of the public for exceptional work and/or customer service. Each recipient is automatically inducted into the "High Five Club" for the fiscal year, and is also recognized monthly on each department's communication board and on the City's intranet page. We applaud these individuals for a job well done! Attachments N a� u° ai o Y) > o o a s > O N O E U ° E E U '� C O X U U -p N a) -6 O .0 ° a E a) -O Q E O C O C C @ L = O.. 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Yc -1 X222222 O2F- F :)> N M -q to (p f-- co O) 0 .- C14 M V I(n I(O I I- CO ,4 1 O N N N N N M N In CO r CO O) O N M (O I-It I NN N N N M (7 M M M M M M Page 1 of 2 STREETS DIVISION — WORK SCHEDULE WEEK OF APRIL 30 — MAY 4, 2007 Resurfacing/Reconstructing streets in the following areas: Resurfacing Streets in the area between 99 Highway & El Potrero Lane, White Lane & Planz Road. Area south of College Avenue, between Fountain Way & Ravall St. Area between Pershing Street & "T" Street, California Avenue & 8th Street. Miscellaneous Streets Division projects: Continue installing curb and gutter in the area between California Avenue and Chester Lane, east of Oak Street. Continue with preparation work for the installation of a storm line and catch basins on Benton Street, between Wilson Road and Belvedere Avenue. Installing curb and gutters in the area between Alta Vista Drive & Baker Street Flower Street & Oregon Street (CDBG FUNDED PROJECT). C:\DOCUME-1\alawrenc\LOCALS-1\Temp\XPGrpWise\Week of April 30,2007.Work Schedule.doc Page 2 of 2 STREET SWEEPING SCHEDULE Monday, April 30, 2007 All Sweeper Operators are on their non-schedule sweeping routes _Tuesday, May 1, 2007 Between California Avenue and Brundage Lane, Oak Street to Union Avenue. Wednesday, May 2, 2007 City Streets in the area between Panorama Drive and Columbus Street, River Boulevard to north Columbus Street. City streets in the area between Panorama Drive and Bernard Street, San Dimas Street to Thelma Drive. Between Truxtun Avenue and Stockdale Highway, Coffee Road to Hewlett Street. _Thursday, May 3, 2007 Between Bernard Street & Niles Street, Alta Vista Drive to Owens Street. City streets in the area between Flower Street & Kentucky Street, Owens Street to Williams Street. Between Truxtun Avenue & Brundage Lane, Union Avenue to Williams Street. Between Pacheco Road & Panama Lane, Old River Road to Progress Road. Between Don Hart Drive & Gosford Road, Kroll Way to Camino Media Friday, May 4, 2007 City streets in the area between Paladino Drive & Azalea Avenue, Columbus Street to Morning Drive. Between Ming Avenue & White Lane, Allen Road to Old River Road. Between Pensinger Road & Panama Lane, Freesia Way to Buena Vista Road. C:\DOCUME-1\alawrenc\LOCALS-1\Temp\XPGrpWise\Week of April 30,2007.Work Schedule.doc APR 2 4 2007 B A K E 12 S F I E L D CITY OF BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: Alan Tandy, City Manager FROM: Raul Rojas, Public Works Director DATE: April 16, 2007 SUBJECT: RAILROAD QUIET ZONE Referral No. 1731 COUNCILMEMBER BENHAM REQUESTED STAFF REINITIATE DISCUSSIONS CONCERNING THE RAILROAD QUIET ZONES WITH MR. HAYGOOD; INITIATE AN AD HOC COMMITTEE CONSISTING OF COUNCILMEMBER BENHAM AND COUNCILMEMBER CARSON TO FOCUS ON ADDRESSING THE PROBLEMS IN THE DOWNTOWN CORRIDOR FIRST; HOLD AN OPEN PUBLIC MEETING AND ADVISE PUBLIC SPEAKERS AND MANAGEMENT OF HOLIDAY INN; AND PLACE A LINK ON THE CITY'S WEB PAGE REGARDING THE QUIET ZONE ISSUE TO KEEP THE PUBLIC INFORMED. Staff has contracted Railroad Controls Limited (RCL) to prepare a Quiet Zone Evaluation of all highway-rail grade crossings within City boundaries, including grade crossings in County of Kern jurisdiction which are within these boundaries. The evaluation included 56 highway-rail grade crossings. The focus of the evaluation is to determine which supplemental safety measures could be used to fully compensate for the absence of the train horn. Currently, staff is reviewing a draft copy of the Quiet Zone Evaluation prepared by RCL. The Quiet Zone Evaluation provides a field review for each crossing reporting existing conditions and existing crossing controls. The Evaluation also includes all available measures along with a list of most cost effective measures acceptable at each highway-rail crossing. Staff anticipates finishing their review of the draft report by the week of April 23, 2007 and returning to RCL to prepare the final report. In the meantime, Staff will assist with the Ad Hoc Council Committee set up to monitor this issue as well as the legal ramifications associated with Quiet Zones and Wayside horns. GAGROUPDAT\Referrals\2007\04-1 1\Ref#1731 RR Quite Zone.doc