HomeMy WebLinkAbout12/22/2006 •
/OXO
B A h E R S F I E L D
CITY MANAGER'S OFFICE
MEMORANDUM
HAPPY HOLIDAYl
December 22, 2006
TO: Honorable Mayor and City Council
FROM: Alan Tandy, City Manager AT byrks
SUBJECT: General Information
1. As you may be aware from media accounts, the City of Shafter did a last minute
"document dump" on the West Ming project at the Thursday, December 21st,
Planning Commission meeting. West Ming is Castle & Cooke's next major project.
They had worked out all their issues, and it was ready to move forward.
A "document dump" is a manipulation of the CEQA process. It involves purposely
withholding information until a hearing and then presenting voluminous
documentation. Unfortunately, it has become a popular practice in recent times.
Generally, however, when such a tactic has been used, there has been an obvious
dispute over the project that is up for hearing. In this case, the West Ming project
is located far from Shafter, and they should have no legitimate complaint about this
project.
It is very apparent that Shafter's action is simply an indirect attempt at expressing
their dissatisfaction with the issues related to water supplies for their potential
development projects north of 7th Standard Road. The West Ming project is not
related to that matter in any way.
As you are aware, we have repeatedly attempted to avoid litigation with Shafter
over their water issues, and we suggested mediation in the hopes that an
independent ruling would bring the matter to resolution. However, since the ruling
did not result in Shafter's favor, they simply chose not to accept the mediator's
ruling and are moving to other actions now.
Honorable Mayor and City Council
December 22, 2006
Page 2
We have offered - twice - to sell water to Shafter, so their projects can move
forward. They have not even acknowledged our offers, instead, devising a plan
using theoretical "credits" from wastewater, even though the wastewater would still
be used to grow the same alfalfa it does today. It is merely a paper concept - it is
not a legitimate plan.
For Shafter to draw the West Ming project into a totally separate issue is
inappropriate. We will, in accordance with CEQA requirements, prepare the
appropriate response to Shafter's opposition at the next Planning Commission
hearing.
We hope they will reconsider the actions they have taken regarding the West Ming
project as inappropriate and immaterial to their development and water supply
issues. We are willing to continue our discussions with them regarding those
matters.
2. Staff has completed the annual calculations of the fire funds, pursuant to the Fire
JPA with the County, and we have sent them our request for payment. The total
amount due from the County this year is about $3.4 million, which has increased
by about $1.1 million over last year due to the rapid pace of development and
increases in property taxes for the areas we protect.
3. We are pleased to receive the enclosed notifications this week from KernCOG that
the City will have two recipients for COG's annual Regional Award of Merit. The
Park at River Walk has been selected in the Local Government category, and
Streets Superintendent Luis Peralez has been selected in the Transportation
category! Former Councilmember, Walt Heisey, will receive an award for Life
Achievement / Private Citizen. The awards ceremony will be held on Thursday,
March 1st.
4. Congratulations are also in order for John Stinson, Rhonda Barnhard, and the
"budget team", as we received official notification this week that the Government
Finance Officers' Association has again recognized us with the Distinguished
Budget Presentation Award for the FY 2006-07 budget. This will be the sixth time
the City of Bakersfield has received the award.
5. Continuing in the good news category, EDCD has been informed that Bakersfield
will be a recipient of a $500,000 loan program from the State Pollution Control
Financing Authority designed to address funding gaps in the assessment and
remediation of Brownfield properties to bring them into productive reuse. The
planned use for the funds is for clean up in the redevelopment areas, specifically
targeting the Mill Creek area.
6. The preliminary bid results for Fire Station #5 show that the proposals came in
below estimate. Staff is in process of reviewing all the bids for compliance
requirements; we expect to be able to put the item on your next meeting agenda
for award.
Honorable Mayor and City Council
December 22, 2006
Page 3
7. The Army Corps of Engineers updated us this week on the Isabella Dam issues.
The testing is currently moving forward according to plan. However, the Corps
does have some concern about lack of clarity with continued funding. It is possible
that Congress may not fund the Corps with the level of funding they requested for
FY 2007, which could temporarily stall the process. They emphasize, though, that
the budget information they have at this time is only preliminary. We will update
you when we receive more information.
8. Recreation and Parks will be holding the annual Polar Bear Dip at McMurtrey on
January 1s` at 11:00 a.m. We will be using the activity pool - which is not heated -
and add blocks of ice from Jack Frost Ice to chill it down even more. Participants
choose which slide they want to use to "take the plunge". Once they slide into the
cold water, they make their way to the other end of the pool, take a hot shower and
have hot chocolate. Per the attached brochure, the price is only $5.00; it is $25.00
if they want to remember the occasion with a warm sweatshirt. Spectators are
welcome!
9. The Kern County High School District has agreed to upgrade the pool heater at
Jastro Pool for this season's swim team practices. The high schools have
outgrown our current heated pools and needed another one. They are willing to
pay the price to upgrade the pool heater at Jastro. Practices begin in mid-January.
10. Recreation and Parks' winter brochure is now available and provided in this
packet. The cover shot is taken from the award-winning Park at River Walk.
11. The Streets Division work schedule for the week of December 26-29 is attached.
12. Responses to Council requests are enclosed, as follows:
Councilmembers Scrivner, Couch, Hanson
Status report on various Council requests regarding the Capital Improvement
Program:
• Time line for project completion dates;
• Status report for the traffic signal on Brimhall, just west of Coffee Road;
• Time line for holding public meetings for the 40-acre park and Sports Village
projects;
• Update on the status of design bid solicitations for the proposed fire stations.
Councilmember Benham
• Citizen concern regarding vermin at Jastro Park;
Councilmember Couch
• Road widening issues at the southeast corner of Meacham and Verdugo;
• Repair of potholes on Camino Media;
Honorable Mayor and City Council
December 22, 2006
Page 4
Councilmember Hanson
• Staff analysis of Truxtun Extension traffic issues and the feasibility of placing a
center barrier along the roadway;
• Update on the Panama Lane / Buena Vista traffic signal project;
Councilmember Sullivan
• Time frame for repair of street conditions on Adanac Court.
AT:rs
cc: Department Heads
Pamela McCarthy, City Clerk
I
B A K E R S F I E L D
CITY MANAGER'S OFFICE
MEMORANDUM
December 21, 2006
TO: Honorable Mayor and City Cou/�memb
FROM: Alan Tandy, City Manager H11 /,
SUBJECT: Draft Recruitment and Retention Plan
Staff has been periodically updating you on the problems we have experienced with
recruiting and retaining employees in a variety of areas.
This subject was a major topic of discussion at the Department Head retreat in August. We
have been working to define the problem and develop elements of a plan to deal with it
since then.
The attached document is a draft for your information. It is not final because we are going
to be broadening the scope of input from a larger group of employees than we have so far.
We want to listen to ideas and get feedback on potential problems, etc. from them before
finalizing the document and making it public.
We would also like to solicit your reaction, comments and concerns while it is still in the
draft stage, so you are encouraged to give us your feedback.
Please feel free to call or e-mail as we simultaneously "test" the draft to obtain input within
the organization.
AT:rks
•
Z,; 2�
B A K E R S F I E L D
City Manager
MEMORANDUM
December 20, 2006
TO: Honorable Mayor and City Council
FROM: Alan Tandy, City Manager
SUBJECT: Employee Recruitment, Retention and Succession Planning Challenges
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
f t positions still attract a large number of
safety positions. Recruitments for public safety p
public sa y p sa
qualified a pp licants. The
greatest concern for safety departments a rtments is having
a sufficient number
qualified and trained are prepar into management positions
si nce those promotions must be made from within the department according to City Charter
requirements.
We are having ifficulty in recruitment and retention of non-safety employees because of
g good economic climate locally and our
increased competition for skilled workers due to the 9
inability to match compensation offered by
t he private
sector and other public sector employers.
The result of this situation is we are having increased difficulty in attracting q ualified a pp licants
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.
9 P
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—
S:WOHNATPROJ%Employee Recruitment Retention and Succession 2006 revised 12-20-06.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
qualified employees.
and retaining q P ees.Y
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 pos itions which require specialized
I we have tried to train employees
perform the ob. While or certification to 1
training, p
education, t g, s have
internally to be prepared to replace those who leave the organization, we do not always
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
it currently offers some tuition
r mentorin . Although the City Y .
' for training o 9
ro opportunity little time o pp ty 9 time
' I low number of employees take advantage of the program due to t
ement a relative p
reimbursement, Y
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
z
S.UGHWATPROJ\Employee Recruitment Retention and Succession 2006 revised 12-20-06.doc
are a wider variety of career opportunities available to them in the high tech age. They also have
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
experience a deteriorating p
continue to
erioratin impact on how we conduct our day to day operations,
community.
n acce table level of service to our
ability to provide a p
leaving us without the a y p
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
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S:WOHMATPROJ1Employee Recruitment Retention and Succession 2006 revised 12-20-06.doc
city jobs. A sheet outlining the proposed program is attached.
• 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
-a-
S:\JOHN\ATPROJ\Employee Recruitment Retention and Succession 2006 revised 12-20-06.doc
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.
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.
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S:IJOHNWTPROJ\Employee Recruitment Retention and Succession 2006 revised 12-20-06.doc
B A K E R S F I E L D
OFFICE OF THE CITY MANAGER
MEMORANDUM
December 11, 2006
TO: Alan Tandy, City Manager
FROM: John W. Stinson, Assistant 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 11 have been received, several
interviewed, and three hired for open positions in the Engineering Division.
SAJOHN\Recruitment and Retention Department Detail 12-11-06.dot
Construction Division
This Division has 21 employees (one superintendent, two supervisors, eight
inspectors for tracts and permits, six inspectors for CIP 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
S:\JOHN\Recruitment and Retention Department Detail 12-11-06.dot
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 tt1e 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.
S:\JOHN\Recruitment and Retention Department Detail 12-11-06.dot
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.
S:JOHMRecruitment and Retention Department Detail 12-11-06.dot
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.
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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.
SAJOHN\Recruitment and Retention Department Detail 12-11-06.dot
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.
SAJOHN\Recruitment and Retention Department Detail 12-11-06.dot
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.
SAJOHMRecruilment and Retention Department Detail 12-11-06.dot
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
o 2% incentive pay for AA Degree or approved equivalent credits
o 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 degr ee 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.
It. Implementation schedule phased in as follows:
i. Program eff c . e date Jan 1, 2008.
ii. Beginning 008, 50 % of incentive will be paid on
bi-weekly p eck.
iii. Beginning J 20*the additional 50% of the
incentive will b 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
C:\DOCUME—I\IWSTIN-1\LOCALS—I\Temp\XPgrpwise\Educational incentive Pay Program.docl 1/29/2006
will be awarded in alignment with the current employee
scheduled effective date of Jan 1, 2009.
v. Effective Jan 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.
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 incentive, 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 and is not a benefit or wage item.
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 Jan 1, 2008 and an
additional 2.5% incentive on bi-weekly paycheck effective Jan
1, 2009 for the maximum 5% incentive.
o Example 2 — Employee currently with AA-Accounting Degree.
Employee will begin to receive 1% incentive on bi-weekly
paycheck, effective Jan 1, 2008 and an additional 1% incentive
on bi-weekly paycheck, effective Jan 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 Jan 1, 2008 and
an additional 1% incentive on bi-weekly paycheck, effective
Jan 1, 2009 for the maximum 2%.
C:\DOCUMM—I\JWSTIN—I\LOCALS—I\Tenip\XPgrpwise\EducationaI Incentive Pay Program.docl 1/29/2006
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 Jan 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 Jan 1, 2009.
With appropriate verification, effective on hire date the new
employee will begin to receive 2% incentive on bi-weekly
paycheck.
C:\DOCUME—IUWSTIN—I VACALS—]\Temp\XPgrpwise\Educational Incentive Pay Program.docl 1/29/2006
Tuition Reimbursement
Effective Jan 1, 2007
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 Schcompletion
equivalent programs
I»
Maximum Annual Benefit (Based on CSUB -UL ( 6-2007Annual
Catalog)
• Undergraduate Degree
■ 100% Reimbursement'equivale .up to CSUB host +
75% for tuition amounts' than CSUB cost
■ 2006-2007 Tuition Maxim stimate $13,459
S L 4
• Graduate Degree Asa
■ 100% Reimbu quivalent` to CSUB cost +
75% for tuition amo ,than CSUB cost
■ 2 1 07 Tuitioh imu�dstimate $10,863
Maximum L• Be 5 ` t (Based&..�CSUB & ULV 2006-2007Annual
Catalog)
burs
time.�nl for either an Undergraduate Degree
or a uate� ` ee will be allowed
Y o Under ' ate ee
10 ' of C UB cost of Undergraduate Degree + 75% of
UL Undergraduate Degree cost greater than CSUB
co�k�`
6-2007 Tuition Maximum Estimate $31,000
o Gra ' ate Degree
■ 100% of CSUB cost of Graduate Degree + 75% of ULV
Graduate Degree cost greater than CSUB cost.
■ 2006-2007 Tuition Maximum Estimate $21,000
EAEducational Refund Program\Tuition Reimbursement Model-l.doc 11/14/20
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 of one (1) year after
latest reimbursement or repay City of Bakersfield entire reimbursement
dollars based on prorated amount.
Approval by Dept Head
Courses/Program must be directly related to employ„ s current position
or determined to add value to the City of Bakersf
Reimburse for only courses/programs, of eltherrfir, onal or non-
traditional courses including on-line classes, *ich ` the following
accreditation:
o Western Association of Schpls and Colleges ( C)
o Council on Higher Educatt��HEA ,
o National Association of Schoo saf FIYe Affairs and
Administration (NASPAA)
o American Bar AssotQn
o California Depart mef t f t a.tion
• No reimbursement for mail order co�irb encc"or non-accredited
schools will be a114 edt,
• Employee mustX016i courses/program within the approved
designated tnnj, nod sfecified by"tie school catalog for which they
enrolled
�r
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EAEducational Refund Program\Tuition Reimbursement Model-l.doc 11/14/20
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New Employee Downpayment 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
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 ').
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.
III. 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-IU WSTIN-I\LOCALS-I\Temp\MnibDir\neda Guided Iin"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
C:\DOCUME—I\JWSTIN—I\LOCALS—I\Temp\MXLibDir\neda Guided lines.DOC
�_
Be CERS FILL �.
%Z300P
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:ADOCUME—IUWSTIN-1A LOCALS-1ATempAMXLibDirAWRKSHT80%.DOC
06OK20 IMIiG 2?
Kern Council
of Governments
December 19, 2006
Ms. Dianne Hoover, Director
Recreation & Parks
City of Bakersfield
900 Truxtun Ave. Ste. 100
Bakersfield CA 93301
Dear Ms. Hoover:
Congratulations! The Park at River Walk has been selected to receive the
Regional Award of Merit in the category of Local Government. This award will be
presented by the Kern Council of Governments to recognize the uniqueness and
beauty of this park.
The Annual Regional Awards Ceremony will be held Thursday, March 1, 2007 at
the Holiday Inn Select in Bakersfield. The winner receives two complimentary
admissions, which include a hot and cold hors d'oeuvre buffet. Additional guests
are $25 each. The evening's agenda is:
6:00 p.m. No-Host Cocktails and Buffet
7:00 p.m. Awards Presentation
Again, congratulations. We look forward to seeing you at the ceremony. Please
call the Kern Council of Governments at (661) 861-2191 to confirm your
attendance by noon o Wednesday, February 28, 2007.
Sincerely,
' , i
n r melt,
xecuti . irector
REB/Ic
Copy to: Pam McCarthy, City Clerk
City of Bakersfield
1501 Truxtun Ave
Bakersfield CA 93301
Kern Council of Governments
1401 19th Street. Suite 300. Bakersfield, California 93301 (661) 861-2191 Facsimile 1661 i 324-8215 TTY(661) 832-7433 www kerncog org
316�1
06 EC 2 27
Kern Council
of Governments
December 19, 2006
Mr. Louis Perales
City of Bakersfield
Streets Division
1501 Truxtun Ave.
Bakersfield CA 93301
Dear Mr. Perales:
Congratulations! You have been selected to receive the Regional Award of Merit
in the category of Transportation. This award will be presented by the Kern
Council of Governments to recognize your efforts.
The Annual Regional Awards Ceremony will be held Thursday, March 1, 2007 at
the Holiday Inn Select in Bakersfield. The winner receives two complimentary
admissions, which include a hot and cold hors d'oeuvre buffet. Additional guests
are $25 each. The evening's agenda is:
6:00 p.m. No-Host Cocktails and Buffet
7:00 p.m. Awards Presentation
Again, congratulations. We look forward to seeing you at the ceremony. Please
call the Kern Council of Governments at (661) 861-2191 to confirm your
attendance by noon on Wednesday, February 28, 2007.
Sincerely,
r
ru ett,
xecutive D' ctor
REB/Ic
Copy to: Pam McCarthy, City Clerk
City of Bakersfield
1501 Truxtun Ave.
Bakersfield CA 93301
Kern Council of Governments
1401 1 9th S[reer, Suite 300, Bakersfield. California 93301 16611 861-2191 Facsimile(661) 324-8215 TTY(661) 832-7433 www kerncog-org
kq,16�4
0
Kern Council 6 GEC 2'"? " 1�!-
of Governments bAi4ER G e. ci- 1:Y
December 19, 2006
Mr. Walt Heisey
223 Eureka
Bakersfield CA 93305
Dear Mr. Heisey:
Congratulations! You have been selected to receive the Regional Award of Merit
in the category of Lifetime Achievement to a Private Citizen. This award will be
presented by the Kern Council of Governments to recognize your many
accomplishments on behalf of the City of Bakersfield.
The Annual Regional Awards Ceremony will be held Thursday, March 1, 2007 at
the Holiday Inn Select in Bakersfield. The winner receives two complimentary
admissions, which include a hot and cold hors d'oeuvre buffet. Additional guests
are $25 each. The evening's agenda is:
6:00 p.m. No-Host Cocktails and Buffet
7:00 p.m. Awards Presentation
Again, congratulations. We look forward to seeing you at the ceremony. Please
call the Kern Council of Governments at (661) 861-2191 to confirm your
attendance by noon n Wednesday, February 28, 2007.
Sincerely,
n r mett,
xecutiv irector
REB/Ic
Copy to: Pam McCarthy, City Clerk
City of Bakersfield
1501 Truxtun Ave.
Bakersfield CA 93301
Kern Council of Governments
1 401 19th Street, Suite 300, Bakersfield, California 93301 1661 861-2191 Facsimile 166 11 324-8215 TTY 16611 832-7433 wwwkerncogorg
� D � Government Finance Officers Association
k 203 North LaSalle Street, Suite 2700
O / Chicago, Illinois 60601-1210
V312.977.9700 fax: 312.977.4806
e
December 6, 2006
PRESS RELEASE
For Further Information Contact
Stephen J. Gauthier(312)977-9700
##ii####ikiiitiiik#it#kk#ikiiiik##################i#i#tt#titikkiti}####}#}##fi#tkittt
Chicago--The Government Finance Officers Association of the United States and Canada(GFOA)
is pleased to announce that City of Bakersfield, California has received the GFOA's
Distinguished Budget Presentation Award for its budget.
The award represents a significant achievement by the entity. It reflects the commitment of the
governing body and staff to meeting the highest principles of governmental budgeting. In order to
receive the budget award,the entity had to satisfy nationally recognized guidelines for effective
budget presentation. These guidelines are designed to assess how well an entity's budget serves as:
• a policy document
• a financial plan
• an operations guide
• a communications device
Budget documents must be rated"proficient" in all four categories to receive the award.
When a Distinguished Budget Presentation Award is granted to an entity,a Certificate of Recognition
for Budget Presentation is also presented to the individual or department designated as being
primarily responsible for its having achieved the award. This has been presented to City Manager's
Office.
For budgets including fiscal periods 2004, 1,027 entities received the Award. Award recipients have
pioneered efforts to improve the quality of budgeting and provide an excellent example for other
governments throughout North America.
The Government Finance Officers Association is a nonprofit professional association
serving 16,000 government finance professionals throughout North America. The
GFOA's Distinguished Budget Presentation Awards Program is the only national awards
program in governmental budgeting.
Washington,DC Office
1301 Pennsylvania Avenue,N.W., Suite 309 a Washington,DC 20004 a 202.393.8020 •fax: 202.393.0780
www.gfoa.org
I)C)ISAI
UA rye
Monday ,
January 1 ,
2007
2007 POLAR BEAR CLUB 11 : 00am
$5 to plunge Presented to you by
Sweatshirts may be purchased the day of the CITY OFBAKKE�RV II ELLD
event for $25, sizes available may vary. Recreation
Pre-register early to be �
guaranteed a sweatshirt. &l p"IC c
MC MUREY
2UA77C CENTER Co-Sponsor
Sun * Fun * SpiraA*Swim
For More Information and Polar Bear Club Rules
Contact the McMurtrey Aquatic Center ,.�.
661-852-7430 Frost &e
"We Create A Quality Community Through People, Parks, and Programs"
1 ,4
' CITY OFBAKERSFIELD
•,y 1
�'1'
Recrea-t�or�-
v
�M +
•.i�5n
Winter *Spring 2007�T, w+ww.bakersfieldc�ity.us
s.
Page 1 of 2
PUBLIC WORKS
STREETS DIVISION — WORK SCHEDULE
WEEK OF DECEMBER 25 — DECEMBER 29, 2006
Resurfacing/Reconstructing streets in the following areas
Asphalt plant is closed for repairs. No street reconstruction projects this week.
Miscellaneous Streets Division ro'ects:
Continue installing curb & gutter in the area between California Avenue &
Chester Lane, east of Oak Street.
Continue installing curb & gutters in the southeast redevelopment area between
Union Avenue & "P" Street, California Avenue to 4th Street.
Cleaning the Westpark Freeway area.
Start work on installing Median Islands on Calloway Drive between Rosedale
Highway and Meacham Road.
C\DOCUME-1lrsmiley\LOCALS-1\Temp\Work Schedule Week of December 25.doc
Page 2 of 2
STREET SWEEPING SCHEDULE
Monday, December 25 2006
Holiday
Tuesday. December 26 2006
City area between Olive Drive & Meany Street, Coffee Road to Knudsen Drive.
Between West Columbus Street & 34th Street, Chester Avenue to San Dimas
Street.
_Wednesday, December 27 2006
City streets in the area between Snow Road & Hageman Road, Jenkins Road to
Jewetta Avenue
Between Niles Street & Jackson Street, Union Avenue to Beale Avenue.
Between Sumner Street & Truxtun Avenue, Beale Avenue to East Truxtun
Avenue.
Thursday December 28 2006
Area between Snow Road & Hageman Road, Jewetta Avenue to Calloway Drive.
Between So. "H" Street & Union Avenue, Berkshire Road to Astor Avenue.
Friday, December 29 2006
All Sweeper Operators are on their non-scheduled sweeping routes.
C:ID000ME-1\rsmileyl LOCALS-1\TemplWork Schedule Week of December 25.doc
•
B A K E R S F I E L D DEC 21 2006
CITY OF BAKERSFIELD
PUBLIC WORKS DEPARTMENT
MEMORANDUM
TO: Alan Tandy, City Manager
FROM: Raul Rojas, Public Works Director
DATE: December 18, 2006
SUBJECT: CAPITAL IMPROVEMENT PROGRAM REQUESTS
Referral No. 1675
COUNCILMEMBER SCRIVNER REQUESTED A COPY OF THE WRIT77,
FOR PROJECT COMPLETION DATES, PARTICULARLY THOSE IN WREPORT ON CURRENT STATUS, AND CONSOLIDATE AND PROVIDREGARDING THE PROJECTS. (SANITIZE NOTES AND PUT DISCLAICOUNCILMEMBER COUCH REQUESTED A STATUS REPORT FOR
SIGNAL SCHEDULED FOR INSTALLATION ON BRIMHALL, THE FIRST ONE WEST
OF COFFEE ROAD, AND PROVIDE INFORMATION REGARDING COMPLETION
DATE. ALSO AFTER DESIGN CONSULTANTS ARE CHOSEN FOR 40-ACRE
COMPLEX AND SPORTS VILLAGE, REQUEST THEY HOLD A PUBLIC MEETING TO
ASSURE SURROUNDNG COMMUNITY IS INFORMED OF PROJECT, LIGHTS,
PARKING, ETC.
COUNCILMEMER HANSON REQUESTED AN UPDATE ON THE STATUS OF
PROFESSIONAL SERVICES SOLICITATION FOR PROPOSED FIRE STATIONS.
The attached document "CIP Project Status Report, Highlighted Projects — December
2006" provides the time lines for the various projects that were discussed at the
December 13, 2006 City Council Meeting. Many of the projects involve coordination
with other agencies and utility companies. As the City has little control over those
agencies and utility companies schedules, the project timelines as presented on the
attached report are subject to change.
In regards to traffic signals on Brimhall Road west of Coffee Road, Traffic Engineering
staff's most recent Signal Priority Study was performed in October 2006. Brimhall Road
/ Mondavi intersection is ranked number 10; Brimhall Road at River Ranch Drive is
ranked number 22. Based on the current five year funding plan, the traffic signal on
Brimhall Road at Mondavi is scheduled for funding in FY 2008-09. The signal on
Brimhall Road at River Ranch Drive was not ranked high enough to be included in that
five year funding plan.
In regards to proposed fire stations, Fire Department and Public Works Department staff
are working on the process of selecting a consultant to design Fire Stations 12, 14 and
16. Anticipated award of that design agreement is in late March or early April 2007.
G:\GROUPDATIReferrals\2006\12-13\Ref#1675 CIP.doc
City of Bakersfield
CIP Project Status Report, Highlighted Projects - December 2006 Page 1 of 5
Pavement Projects
Construction Recently Comoleted
➢ Mt Vernon from University to Panorama
➢ Columbus from Haley to Mt. Vernon Avenue
➢ White Lane from Ashe Road to Wilson Road
➢ Coffee Road from Rosedale Highway to Calloway Canal
Currently in Construction
➢ Oswell Street from south of Bernard to Auburn Street
➢ Coffee Road from Stockdale Highway to Arvin-Edison Canal (south of Truxtun Avenue)
Construction on the above two street segments has been put on hold due to the winter weather. Construction
will resume in March/April 2007 after the rainy season.
Currently in Design
➢ Gosford Road from Panama Lane north to railroad
➢ Olympia Drive from S. Laurelglen Blvd to S. Half Moon Drive
➢ White Lane from Dovewood Street to Wible Road
➢ Columbus Street from Mt. Vernon Avenue to Auburn Street
Camino Media Drive from Old River Road to 200'W of Lancashire Street
➢ Real Road from 300'S of California Avenue to California Avenue
➢ S. Real Road from Elicia Drive to Stockdale Highway
➢ Harris Road from East of Silvergate to Ashe Road
➢ Calloway Drive from Rosedale Highway to Meacham Road
➢ Stockdale Highway from California Avenue to Oak Street
The above street segments will be grouped into three or four construction contracts with construction being
programmed to occur between March and October 2007.
Sanitary Sewer Projects
Construction Recently Completed
➢ Sewer Replacement on Planz Road from South Chester Avenue to Waste Water Treatment Plant#2.
Currently in Construction
➢ Allen Road Sewer Project
A gravity sanitary sewer line is being constructed along Allen Road from Rosedale Highway to Hageman
Road. This new sewer line will eliminate an existing long force main line; this should help reduce sewer odors
in the sewer main on Buena Vista Road. Construction on this project started July 24, 2006. AT&T has
delayed relocating some of their facilities; this has delayed the City's contractor from being able to work.
AT&T is now working on their relocation. Staff anticipates that our contractor will be able to resume his work in
early January 2007.
➢ Lift Station on Gosford Road at McCutchen Rd (Part of WWTP#3 Expansion)
This lift station will replace an existing one and will also serve as the new headworks to the expanded
treatment plant. Construction should be completed by April 2007.
➢ Sewer Main to Wastewater Treatment Plant No. 2—Phase 1
The new trunk sewer line from WWTP#2 to Vineland at E. Brundage Lane is being developed in two phases.
Phase 1 proceeds from the treatment plant to the intersection at Oswell Street and Redbank Road, Phase 2 is
from Oswell Street at Redbank Road to Vineland at E. Brundage Lane. When completed, the project will
provide wastewater collection capacity for flows from the current land development projects in northeast
Bakersfield. In addition, portions of southeast Bakersfield will have access to this new trunk line, including
land developments near, and including, the new Mira Monte High School on Fairfax Road south of SR58.
Staff is coordinating with and obtaining project approvals from many other agencies, including County of Kern,
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City of Bakersfield
CIP Project Status Report, Highlighted Projects — December 2006 Page 2 of 5
Kern High School District, Kern Delta Water Storage District, State Department of Transportation and the
BNSF Railroad.
A construction contract has been awarded for this project. The current schedule calls for construction to start
in January 2007 and be complete by November 2007.
➢ Sewer Main Replacement: Brundage Lane from L Street to Mt Vernon Avenue and L Street from Brundage
Lane to California Avenue
This project is replacing a 90+ year old sanitary sewer. Construction on this project is active. Staff anticipates
completion of the construction by August 2007.
Currently in Design
➢ Wastewater Treatment Plant No. 3
The project will expand the treatment capacity from its current capacity of 16 million gallons per day to 32
million gallons per day. Upgrades include state of the art odor control, elimination of sludge drying beds to an
odor free sludge dewatering facility, new cogeneration facility to produce electricity for on-site use, lush
landscaping around plant perimeter, enhanced secondary treatment to produce a higher quality effluent and
tertiary treatment for all landscape irrigation and on-site water reuse.
The project design team is currently involved with completing several milestones: the public hearing for the
Draft Environmental Impact Report was completed in November 2006, interviews for a construction
management firm were completed in September 2006, and obtaining final project approvals from the
Quality Control Board are nearing completion. Water
The designer will submit 90% complete plans and specifications for review at the end of December 2006. A
thourough two month constructability/bidability review will commence at this point in collaboration with the
construction manager. Final plans and specifications are expected to be complete at the end of February
2007. A three month bidding phase is planned. During the bidding phase a general contractor outreach effort
and orientation workshops will be conducted to share project-related design and construction issues with the
construction community in a proactive setting to educate contractors of the Project's layout, bid packaging, risk
allocation and schedule. Anticipate construction contract award in June 2007, construction commencement in
July 2007, and construction completion in December 2009.
➢ Sewer Main to Wastewater Treatment Plant No. 2—Phase 2
Phase 2 is being designed. The current schedule calls for construction to start in the summer of 2007 and be
complete by the summer of 2008.
➢ Gosford Road Sewer Rehabilitation Project
The existing sanitary sewer line in Gosford Road from McCutchen Road to District Boulevard will be
rehabilitated to extend its useful life. Staff will be designing the project during the winter of 2006 with
construction scheduled for the summer of 2007.
Streetscape Projects
Construction Recently Completed
➢ Streetscape Improvements: Chester Avenue, 24th Street to Garces Circle
With exception of some street furniture, construction of this project is complete.
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City of Bakersfield
CIP Project Status Report, Highlighted Projects — December 2006 Page 3 of 5
.° Currently in Design
➢ Streetscape Improvements: 30 Street, Chester Avenue to Union Avenue
A landscaped median island will be constructed in phases on this segment of 34"1 Street. The first phase will
be from Q Street to Union Avenue; the second phase, from Chester Avenue to Q Street. Design of the project
will be coordinated with Memorial Hospitals' redevelopment master plan (the major adjacent land use for
Phase 1) and with the various property and business owners west of Q Street for Phase 2. Preliminary
median layout design has been prepared Staff will continue with design of the project after funding is restored
(previously programmed funds were redirected to the Baker Street Streetscape project.) The project will be
built when construction funds become available.
Street Improvement Projects
Currently in Construction
➢ Street Improvements:Akers Road At-grade Crossing
In addition to the railroad at-grade crossing at Pacheco Road, this project includes construction of Akers Road
north to Adidas. Akers Road will then be continuous from McKee Road north to Ming Avenue. Construction of
this project should be complete by March 2007.
➢ Street Improvements: Mountain Vista At-grade Crossing
Construction of this project should be complete by March 2007.
Currently in Design
Street Improvements: Hosking Avenue East of Wible Road
Due to develop patterns in this rapidly growing area, the City needs to construct additional lanes for both east
and west bound traffic on Hosking Avenue between Wible Road and SR99. Staff is currently obtaining
additional right of way to facility the widening of this road from a rural two lane road to an urban arterial. The
improvements will be constructed in phases as funding becomes available. Staff anticipates construction of
the first phase to be done during the summer/fall of 2007.
➢ Street Improvements: White Lane at SR99 Eastbound to Southbound On Ramp
This project will reconstruct the eastbound to southbound on-ramp to current Caltrans design standards and
install irrigation and landscaping on the west side of SR 99 adjacent to the southbound on-ramp. Plans,
specifications and estimates are currently being reviewed by Caltrans. Construction documents should be
complete in January 2007. Construction is anticipated to occur during May 2007 to October 2007.
Street Improvements: Stine Road at Hosking Avenue
This project involves construction of a traffic signal and one additional lane of pavement for the south bound
traffic on Stine Road. These improvements will improve access to Ridgeview High School. Due to limited
available right of way, portions of the traffic signal will have to be placed at an interim location and then
relocated to ultimate location when the additional right of way is obtained. The project is being designed.
Construction is anticipated to occur during Summer 2007 with the goal of having it completed before the start
of school in August 2007.
Bridge Improvement Projects
Currently in Construction
➢ Bridge Reconstruction: Chester Avenue at Kern River
Construction on this project started February 16, 2006. In early May, construction activities were suspended
due to the increased flows in the Kern River. Work resumed in August 2006. The currently anticipated
construction completion date is May 2007/June 2007.
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City of Bakersfield
CIP Project Status Report, Highlighted Projects — December 2006 Page 4 of 5
Currently in Design
➢ Bridge Construction: Fairfax Road at SRI 78
This project constructs an interchange at SRI 78 and Fairfax Road as well as extends the SR 178 freeway
(four lanes) to east of Fairfax Road. The final construction plans are being reviewed by Caltrans. At their
December 14 meeting, the California Transportation Commission approved additional funding for the project.
TRIP consultants and City staff are currently working on resolution of several issues: obtaining various
additional rights of way needed for the project; access to the Postal Service facility; and relocation of an
existing water line. Construction is currently planned to begin in the spring/summer of 2007 with completion by
the fall/winter of 2008.
➢ Bridge Construction: Allen Road at Kern River
Design of this project is complete. Staff currently is evaluating options to minimize construction costs and is
obtaining final permits from various agencies, including a significant cooperative agreement with Brenda Mesa
Water Storage District. The project schedule calls for construction beginning in Fall 2007 and being complete
by Fall 2008.
➢ Bridge Construction: Hosking Avenue at SR99
This project will construct a new interchange at SR 99 and Hosking Avenue. The existing overcrossing will be
removed and the new interchange will provide full access from Hosking Avenue to SR 99. Due to the
overwhelming development in this area, the new interchange will be required for a proposed major commercial
center located on the northwest quadrant of this interchange. Caltrans has prepared and approved the Project
the Hosking
and he adjacent land developer n
s to develop fast Dtra'ck schedule'to staff
complete the tlProje t working Au Authorization &
Environmental Documentation by November 2007 and complete the Plans, Specifications and Estimates by
October 2008. Construction is anticipated to be complete by winter 2010.
➢ Bridge Construction: Morning at SRI 78
This project will construct an interchange at SRI 78 and Morning Drive and extend the SR 178 freeway to near
Canteria Road. With this project and the widening that City in the Hills is planning, SRI 78 will be wide enough
for four lanes from Morning Drive to Masterson. Caltrans is currently preparing a Project Study Report for the
Morning Drive interchange and the freeway extension project. Staff anticipates that the environmental
document process will take at least 2 years. Allowing another year for project design, the project schedule
calls for construction start in the spring of 2010, allocates 18 months for construction, and projects construction
completion in the fall of 2011.
Facilities Projects
Currently in Design
➢ Fire Station #5
Project is currently being advertised for construction bids, which are due December 21, 2006. Construction
should start in February/March 2007 and be complete by Winter 2007.
➢ Mt. Vernon Greenwaste Facility—Electric Power Supply
Due to new air pollution regulations, the stationary equipment at the Mount Vernon Recycling Facility must be
switched from the current diesel engine powered machines to electric motor powered machines. This
conversion requires a new electric service which will be installed by Pacific Gas & Electric(PG&E), a new on-
site electrical distribution system to be constructed by a contractor, and purchase and installation of the new
machines. Staff has applied to PG&E for the new service and is currently coordinating design of the on-site
distribution system with PG&E's design of the new service. Design of these improvements is expected to be
complete in early 2007. Procurement of machinery and installation of the on-site distribution should be
completed by late spring 2007. The new equipment should then be installed and operational by Summer or
Fall 2007.
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City of Bakersfield
CIP Project Status Report, Highlighted Projects — December 2006 Page 5 of 5
➢ Sports Village
City Planning Department staff is currently conducting the environmental study and anticipate completion of
the study in March 2007. Recreation and Parks Department staff and Public Works Department staff have
started the process of selecting a facility design consultant who will review the concept plan to refine the
concept plan, develop a phasing plan, and estimate the costs of constructing the facility. Construction of the
facility will be phased and scheduled over several years as funding becomes available.
➢ 40 Acre Park Site—Jewetta at Stockdale Highway
The City's obligations for this project include designing the entire facility and constructing landscape
improvements along the park's frontage on Jewetta Avenue, an entrance road, parking lot and restroom
facility. A non-profit organization will then be responsible for construction of the sports fields. Staff is currently
selecting a design consultant for the project.
➢ Indoor Hockey Rink Structure
Recreation and Parks Department and Public Works Department staff is currently evaluating options for
locating the facility at Saunders Park; this includes meeting with the residents of the adjacent neighborhoods
to address their concerns. A hearing on this project is scheduled for the January 9, 2007 Board of Zoning
Adjustment.
➢ Fire Stations 12, 14 and 16
Fire Department and Public Works Department staff is working on the process to select a design consultant for
these fire stations.
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_ _ VE?�1
Ip
DEL 1 8 2006
CI F` `N iAGEN'SOFFICE f
B A K E R S F I E L D
Department of Recreation and Parks
Date: December 15, 2006
To: Alan Tandy, City Manager
From: Dianne FYo�ver Director of Recreation & Parks
Subject: Jastro Park Vermin
Referral # 001676 —Ward 2
Councilmember Benham requested staff follow up on a letter from Martin Moser
complaining of roaches at Jastro Park
This is in response to Mr. Martin Moser's negative experience in using Jastro Park this
past summer. While using one of Jastro's picnic areas, he observed roaches under the
trash cans and was concerned about them spreading throughout the neighborhood.
Staff contacted Mr. Moser on December 13, 2006 and informed him of receiving his
letter and how the department would rectify his concern. He was told that we would
begin applying a chemical residue underneath the trash cans immediately and reapply
every thirty (30) days or as needed. Mr. Moser thanked us for contacting him and
addressing his concern.
•
B A K E R S F I E L D
CITY OF BAKERSFIELD R' ?005
PUBLIC WORKS DEPARTMENT
MEMORANDUM
TO: Alan Tandy, City Manager
FROM: Raul Rojas, Public Works Director
DATE: December 18, 2006
SUBJECT: ROAD WIDENING AT MEACHAM AND VERDUGO
Referral No. 1679
COUNCILMEMBER COUCH REQUESTED STAFF ADDRESS ROAD WIDENING AND
LANE ISSUES AT THE SOUTHEAST CORNER OF MEACHAM AND VERDUGO.
This location is in the unincorporated area of Kern County. We have no jurisdiction over
the widening of these roads. We will contact someone at County Roads regarding any
plans they may have at this location.
G:\GROUPDAT\Referrals\2006\12-13\Ref#1679 Meacham-Verdugo..doc
•
DEC 19 2006
B A K E R 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: December 18, 2006
SUBJECT: POTHOLE REPAIRS ON CAMINO MEDIA
Referral No. 1680
COUNCILMEMBER COUCH REQUESTED STAFF REPAIR POTHOLES ON CAMINO
MEDIA.
The potholes were patched Thursday, December 14, 2006.
Camino Media, east of Old River Road is in need of reconstruction, which is scheduled
for the near future. In the meantime, staff will check the street every two weeks and
patch any potholes that develop.
G:\GROUPDAT\Referrals\2006\12-13\Ref#1680 Potholes..doc
`B A K��s
BAKERSFIELD POLICE
MEMORANDUM
cgG/FO NAP
TO: ALAN TANDY, CITY MANAGER - - -°
FROM: W. R. RECTOR, CHIEF OF POLICE LEA— '
DATE: December 20, 2006 DEC 21 2006
II
SUBJECT: Truxtun Extension Traffic Issues
Council Referral No. 1672 (Ward 5)
Council Member Hanson requested Public Works staff look into the feasibility of placing a
center barrier along Truxtun extension to help prevent accidents and report back to council.
Police Staff to review speed limits and speed control as a preventive measure and report back
to Council.
Police Department records reveal there have been two fatal accidents on the Truxtun
Extension in the last five years; the most recent fatality, and one in 2001. The Police
Department regularly patrols the Truxtun Extension from Oak Street to Coffee Road and
enforces local and State traffic laws; this includes radar enforcement. Several years ago the
speed limit was reduced from 65 MPH to 55 MPH. Much of the roadway is already divided by
raised concrete medians. Any change in the speed limit would necessitate a study and the
recommendation by Public Works Traffic Engineering. Should a study determine a speed
reduction is justified, the Police Department would continue its enforcement.
TDT/vrf
•
B A K E R S F I E L D
CITY OF BAKERSFIELD '_C__ENED
PUBLIC WORKS DEPARTMENT
MEMORANDUM EDEC 14 2006
NAG-E-R-S-OFFIICE
DATE: DECEMBER 13, 2006
TO: ALAN TANDY, CITY MANAGER
FROM: RAUL M. ROJAS, PUBLIC WORKS DIRECTOR
SUBJECT: PANAMA LANE AT BUENA VISTA TRAFFIC SIGNAL UPDATE
Public Works staff has been working on expediting installation of the traffic signal at
Panama Lane and Buena Vista Road. The following will outline work that has been
completed, work in progress and anticipated time schedules for construction:
WORK COMPLETED
• Preliminary design is complete
• Poles have been ordered
• Road improvements complete at northwest corner
• Power for signal already at intersection
WORK IN PROGRESS
• Road work at northeast corner nearly complete
• Working to expedite road construction on southeast corner
• Working with developers (Centex and Lennar) to coordinate signal and roadway
work.
ANTICIPATED TIME SCHEDULE
The critical path for construction of the signal is the equipment delivery. During the wait
time for the equipment, development in the area will have the roadways widened and
staff will coordinate construction of the signal infrastructure (pole foundations, conduit,
controller cabinet foundation and detection). This will be done is such a way that
everything will be ready to have the equipment installed upon its arrival. We anticipate
the equipment to arrive in March, 2007. If the equipment comes in sooner, that
schedule could be improved upon.
B A K E R S F I E L D DEC 19 2006
CITY OF BAKERSFIELD _.
PUBLIC WORKS DEPARTMENT CITY ,AGERS OFHGc
MEMORANDUM
TO: Alan Tandy, City Manager
FROM: Raul Rojas, Public Works Director
DATE: December 18, 2006
SUBJECT: ADANAC COURT STREET REPAIRS
Referral No. 1683
COUNCILMEMBER SULLIVAN REQUESTED STAFF ADDRESS THE STREET
CONDITIONS AT ADANAC COURT AND REPORT BACK TO COUNCILMEMBER
SULLIVAN.
Adanac Court is in need of reconstruction, which is scheduled to be done in the
summer, approximately July, of 2007.
In the meantime, staff will check the street and patch any potholes that have developed.
G\GROUPDAT\Referrals\2006\12-13\Ref#1683 ADANAC CT.doc