BAKERSFIELD CITY COUNCIL AGENDA MAY 10, 2021
Council Chambers, City Hall, 1501 Truxtun Avenue Department Head Budget Presentation Meeting REGULAR MEETING - 12:00 PM 1. ROLL CALL SPECIAL NOTICE Public Participation and Accessibility May 10, 2021 Bakersfield City Council Meeting
On March 18, 2020, Governor Gavin Newsom issued Executive Order N- 29-20, which includes a waiver of Brown Act provisions requiring physical presence of the Council or the public in light of the COVID-19 pandemic.
Based on guidance from the California Governor’s Office and Department of Public Health, as well as the County Health Officer, in order to minimize the potential spread of the COVID-19 virus, the City of Bakersfield hereby provides notice that as a result of the declared federal, state, and local health emergencies, and in light of the Governor’s order, the following adjustments have been made:
1. The meeting scheduled for May 10, 2021, at 12:00 p.m. will have limited public access. 2. Consistent with the Executive Order, Councilmembers may elect to attend the meeting telephonically and to participate in the meeting to the same extent as if they were physically present. 3. The public may participate in each meeting and address the City Council as follows: View a live video stream of the meeting a t https://bakersfield.novusagenda.com/AgendaPublic/ or, on your local government channel (KGOV). If you wish to comment on a specific agenda item, submit your comment via email to the City Clerk at [email protected] no later than 10:00 a.m. prior to the Council meeting. Please clearly indicate which agenda item number your comment pertains to. If you wish to make a general public comment not related to a specific agenda item, submit your comment via email to the City Clerk at [email protected] no later than 10:00 a.m. prior to the Council meeting. Alternatively, you may comment by attending the meeting. If you are watching the live stream of the meeting and wish to make a comment on a specific agenda item as it is being heard, please email your written comment to the City Clerk at [email protected]. All comments received during the meeting may not be read, but will be included as part of the permanent public record of the meeting. 2. PUBLIC STATEMENTS a. Public Statements received. 3. WORKSHOPS Public comments will be received after Staff presentation. a. Department Budget Presentations
1. Fire Department 2. Police Department 3. City Attorney's Office 4. Financial Services 5. Human Resources 6. Technology Services 7. ASM/Mechanics Bank Arena, Theater, and Convention Center 8. General Government 4. ADJOURNMENT ADMINISTRATIVE REPORT
MEETING DATE: 5/10/2021 Public Statements 2. a.
TO: Honorable Mayor and City Council FROM: Julie Drimakis, City Clerk DATE: 5/10/2021 WARD: SUBJECT: Public Statements received.
STAFF RECOMMENDATION:
BACKGROUND:
ATTACHMENTS: Description Type Blue Memo Cover Memo
ADMINISTRATIVE REPORT
MEETING DATE: 5/10/2021 Workshops 3. a.
TO: Honorable Mayor and City Council FROM: Christian Clegg, City Manager DATE: 5/6/2021 WARD: SUBJECT: Department Budget Presentations
1. Fire Department 2. Police Department 3. City Attorney's Office 4. Financial Services 5. Human Resources 6. Technology Services 7. ASM/Mechanics Bank Arena, Theater, and Convention Center 8. General Government
STAFF RECOMMENDATION:
Staff recommends the Council receive and file the presentations. BACKGROUND:
Staff from the Fire Department, Police Department, City Attorney's Office, Financial Services Department, Human Resources Department, Technology Services Department, ASM, and City Manager's Office staffs will provide a detailed overview of their respective department Fiscal Year 2021-22 proposed operating budgets and capital projects. The budget presentations will include discussion regarding the goals, accomplishments and significant budget changes for the respective departments.
ATTACHMENTS: Description Type Blue Memo Cover Memo Fire Department PowerPoint Presentation BPD PowerPoint Presentation Finance Department PowerPoint Presentation Human Resources PowerPoint Presentation Technology Services PowerPoint Presentation ASM/Mechanics Bank Arena, Theater, and Convention Center PowerPoint Presentation General Government Presentation
REC'D & PLACED ON FILE AT BAKERSFIELD CITY COUNCIL MEETING 5/6/2021 5/to / z.1-;B1 ,d9d 4.4'CG9i'f =ram: 1$f[) f'J-o flfp1JD
BAKERSFIELD FIRE DEPARlMENT
Budget Proposal FY-2021-22 -CLASS 2 FIRE DEPARTMENT-
The mission of the Bakersfield fire Department is to protect, engage, and insP.ire a safe community while delivering legendary customer service
1 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Accomplishments FY 2020-21 • Grant Funding • State Homeland Security • California Water Foundation
• Center for Public Safety Excellence (CPSE) Accreditation Phase 2 Strategic Plan completed
Center r•• • Social Media Public afeh' • Facebook I :cellence ' • lnstagram • Twitter
BAKERSFIELD FIRE DEPARTMENT Accomplishments FY 2020-21
• Achieved 883 return on compliance for outstanding violations
• 923 of businesses handling hazardous materials were inspected
• Amended and adopted the 2019 California Fire Code
2 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Accomplishments 2020-21 • COVID OSHA Compliance
• 12 Task Force Working Groups
• Recruitment Battalion Chief, Captain and Engineer
• Succession Planning
• Bi-Monthly Department Newsletter
BAKERSFIELD FIRE DEPARTMENT Accomplishments 2020-21
• Fourth of July Fireworks Task ~ ... Force I . , f ' I
• Joint Agency Training : 1 '"' ' • Master Mutual Aid - 11 Deployments
3 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Master Mutual Aid
• Airport • SCU Deer • Creek • Castle OES 412 • Castle E-2 • Red Salmon • Castle Overhead • Lake • Dolan • Monterey • Adventist Health
• As call volume continues to increase, t e obability of an essential piece of equipment beir:ig availaBle decreases • The Rescue Program helps maintain available emergen cy services in adjacent first-in response are&s
4 5/6/2021
BAKERSFIELD FIRE DEPARTMENT
Station 2 & 6 Response Impact 6000 5519
5120 5000
4000
3000
1927 2000 1653 1000 ,I ,I Rescue2 Engine2 Rescues Engine6
• 2019 • 2020 • 711/2020 • 12/3112020
BAKERSFIELD FIRE DEPARTMENT
Rescue Responses Outside of 1st in District 35
30 30 30 30 27
25
20 17
15 14
6
3 3 I 2 ~ I I Station 1 Station 2 Station 3 S1atl•on 4 Station 5 Staticn 6 Stati on 7 Station 8 Staucn 9 Station 13 • Rescue 2 • Rescue 6
5 5/6/2021
BAKERSFIELD FIRE DEPARTMENT General Fund and CUPA
Salaries & Branch Operations Capital Total % Benefits
Fire Suppression $37,905,252 $3,677,557 $44,200 $41 ,627,009 89.63
Fire Safety $1,930,005 $879,727 $89,500 $2,899,232 6.23
Fire $1,621,620 $322,096 $0 $1,943,716 4.23 Administration
Total $41,456,877 $4,879,380 $133,700 $46,469,957 1003
BAKERSFIELD FIRE DEPARTMENT Public Safety & Vital Services
Salaries & Branch Operations Capital Total % Benefits
Fire Suppression $4,729,275 $385,200 $36,000 $5,150,475 90.53
Fire Safety $177,780 $3,986 $0 $181,766 3.23
Fire $327,155 $31,632 $0 $358,787 6.33 Administration
Total $5,234,210 $420,818 $36,000 $5,691,028 1003
7 5/6/2021
BAKERSFIELD FIRE DEPARTMENT
Comparable Departments - FY 20121 Budget l . Fresno Fire Department (21 Stations)- $78.0 million 2. Riverside Fire Department ( 14 Stations)- $71.6 million 3. Glendale Fire Department (9 Stations)- $71.4 million 4. Ontario Fire Department (8 Stations)- $64.7 million 5. Stockton Fire Department (12 Stations)- $61.9 million 6. Fremont Fire Department ( 11 Stations)- $56.7 million 7. Pasadena Fire Department (8 Stations)- $55.5 million 8. BAKERSFIELD FIRE DEPARTMENT (14 Stations)- $48.0 million 9. Modesto Fire Department (11 Stations)- $39.9 million l 0. Oxnard Fire Department (7 Stations)- $29.4 million
Data source: Comparable Jurisdiction.Of (Council R esolution 198-9 J)
BAKERSFIELD FIRE DEPARTMENT Comparable Jurisdictions - 2020 Responses
l. Stockton Fire Department 51,269 2. BAKERSFIELD FIRE DEPARTMENT 46,779 3. Fresno Fire Department 41,398 4. Riverside Fire Department 38,578 5. Modesto Fire Department 30,317 6. Oxnard Fire Department 21,421 7. Pasadena Fire Department 20,332 8. Ontario Fire Department 20,075 9. Glendale Fire Department 18,875 l 0. Fremont Fire Department 14,502
Data source: Comparable Jurisdictions (Council Resolution 198-91)
8 5/6/2021
BAKERSFIELD FIRE DEPARTMENT
F d FY2020-21 FY2021 -22 I 01 un + - 10 Adopted Proposed
General Fund $43, 104,653 $44,857,729 $1,753,076 4.07%
Certified Unified Program Agency $1,568,605 $1,612,228 $43,623 2.78% (CUPA)
Public Safety & $5,018,904 $5,691,028 $672,124 13.39% Vital Services
Total $49,692,162 $52,160,985 $2,468,823 4.97%
BAKERSFIELD FIRE DEPARTMENT
Bud et FY2020-21 FY2021-22 + I _ % 9 Adopted Proposed
Salaries & $44,427,222 $46,691,087 $2,263,865 5.10% Benefits
Operating $5,068, 185 $5,300, 198 $232,013 4.58%
Capital $196,755 $169,700 ($27,055) -13.75%
$49,692,162 $52,160,985 $2,468,823
6 5/6/2021
BAKERSFIELD FIRE DEPARTMENT
How does BFD compare? (9 Jurisdictions)
Figu res are in M illions Tota l Responses Budget / Response $70.0 50,000 $2,000 $2,061 45,000 46,779 $1,800 $60.0 $58.8 40,000 $1,600 $50.0 $48.0 35,000 28,529 $1,400 30,000 $1,200 $40.0 $1,026 25,000 $1,000 $30.0 20,000 $800
$20.0 15,000 $600 10,000 $400 $10.0 5,000 $200
$- $- Average BFD Average BFD Average BFD
Average Average Budget/ Budget Responses Response
Datu source: Comparable Jurisdictions (Resolution 198-91)
BAKERSFIELD FIRE DEPARTMENT
Emergency Responses 2020 Fire I Explosion Responses: 5,525 Emergency Medical/ Rescue Responses: 25,902 Hazardous Conditions Responses: 525
Alarms, Investigations, False, Other Resp : 12,261 Public Service Responses: 2,566
Total: 46,779
9 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Fire Suppression Services
50,000 46,779 45 ,000 ------
40,000 ------
35,000 ------
25,000 -----
20,000 -----
15,000 ----
5,000 -- 1,230 Fir-e I Explosion EMS Total Incident Count • 20 I 0 Incident Count • 2020 Incident Count
BAKERSFIELD FIRE DEPARTMENT Bakersfield Public Safety and Vital Services Measure 2021-22 Proposal
• Thermo Fisher Gemini Hazmat Monitor
• Plymovent Diesel Exhaust System
10 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Arson Investigation 2020 Arson Statistics: • 603 increase in total fire investigations • 433 increase in arson-related fire investigations • 35.33 of the structure fires investigated in 2020 involved vacant structures • 16.83 increase in arson-related arrests
BAKERSFIELD FIRE DEPARTMENT Arson Division
2020 TOTAL FIRES INVESTIGATED 574 • Accidental • Undetermined
11 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Fire Losses 2020
Total Fire Loss $15,737,550 • Fire Deaths = 4 • Civilian Fire Injuries =20 • Firefighter Injuries = 9
• Total Fi re Loss • Total Value Saved
BAKERSFIELD FIRE DEPARTMENT 2020 ARSON DIVISION ARRESTS
• Felony Convictions 24 • Misdemeanor Arrests 16 • Felony Pending 23
63 Arson Related Arrests with 24 Convictions 2020 Arson Conviction Rate 38%
12 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Fire Training Division
Goals FY 2021-22
• BFD Recruit Fire Academy 2022-1 Feb, 2022
• Maintain joint Olive Drive Fire Training Facility
• Promotional Exams Capt. & Engr.
• Joint Training BPD and BFD Arson
BAKERSFIELD FIRE DEPARTMENT
Administrative Services
Center r,., Goals 2021-2022 Public Safety I ExceUence · • CPSE PEER Review Completion • Implement 5 year Strategic Plan • Optimize the Department's effectiveness and efficiency through community risk reduction standard of cover
13 5/6/2021
• BAKERSFIELD FIRE DEPARTMENT Grant Funding
Awarded grant funding from the Homeland Security Grant Program (SHSGP), Cal Water Foundation, and Firehouse Subs
• Hazardous Materials/WMD Detector • Utility Terrain Vehicle • Motorized Rescue Boat
BAKERSFIELD FIRE DEPARTMENT Disaster Planning
Goals FY 2021-22
• Maintain NIMS I SEMS compliance • Strategic Planning Implementation • DOC exercise and maintenance • Disaster planning • Disaster training
14 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Fire Safety Services Goals FY 2021-22 • Reduce fires through inspections, education, and enforcement • Implement electronic plan submittal, review, and permitting • Inspected 650 oil wells within the City
BAKERSFIELD FIRE DEPARTMENT Capital Outlay Fund Goals FY 2021-22 • Fire Station 7, 9, 11 and 13: Paint Apparatus Bay • Fire Station 1: Paint Interior Living Area • Ballistic Vest Replacement • Mobile Data Computers • Patient Care Reporting Tablet Upgrade • Thermo Fisher Gemini • Fire Station 5, 13, and 15: Plymovent
15 5/6/2021
BAKERSFIELD FIRE DEPARTMENT Fleet I Large Equipment Update Purchased E_guipment FY2020-21 • 2 - F-ire Engines #2 and # l 0 • l - Command Vehicle
• l - Fire Engine # 13 • l - Light and Air Unit • l - Breathing Air Compressor Unit
BAKERSFIELD FIRE DEPARTMENT BFD Reserve Firefighter Program Broadening our workforce with volunteers
• 15 Reserves on roster • 36 hours monthly , ~E.RSJ:-1~ • Mandated training \ ~ RESERVE .f) \ (l· FIRE DEPT f\ 16 5/6/2021 • BAKERSFIELD FIRE DEPARTMENT BFD Fire Explorer Program Sanctioned under the Boys Scouts of America Fire Explorers: • 15 to 21 years of age • Monthly fire-related training • Station ride-a longs • Community service BAKERSFIELD FIRE DEPARTMENT Community Services Goals FY2021-22 • Focused Public Education and Public Information • Specific risk groups • Through data analysis as part of community risk reduction efforts • Collaborative lnteragency, Media, and Community Interface 17 5/6/2021 ~ BAKERSFIELD FIRE DEPARTMENT LEGENDARY CUSTOMER SERVICE!!! 18 REC'D & PLACED ON FILE ~ /10/2021 AT BAKERSFIELD CITY COUNCIL MEETING 5}H?/2. t °S •dq-e.J Wob: t>fop =ram: ;B_fp fJr-teffa"'{ BAKERSFIELD POLICE DEPARTMENT PROPOSED BUDGET ' FY2021-22 The Bakersfield Police Department partners with our community to protect the lives and the property of the people we serve. Our Guiding Values Compassion Accountability Professionalism 1 5/10/2021 Po PART 1 C~IMES PART 1 CRIMES 2 0 , 000 OFFENSE 2020YTD 2019YTD HOMICIDE 45 34 RAPE 104 116 ROBBERY 604 671 AGG. ASSAULT 1, 253 915 BURGLARY 3, 133 3,888 LARCENY/ THEFT 8, 648 9, 277 AUTO THEFT 3,830 2,909 PART 1 TOTALS 17,617 17,810 2020 2019 PART 1 CRIMES ------·-----··----~ VIOLENT CRIMES PROPE RTY C RIMES 2020 2 0 1 9 2 0 2 0 2 019 I I HOMICIDE 45 34 BURGLARY 3,133 3,888 RAPE 104 116 LARCENY/ THEFT 8,648 9,277 ROBBERY 604 671 AGG. ASSAULT 915 AUTO THEFT 3,830 2,909 1,736 Property Crimes 15,611 16,074 2 5/10/2021 VIOLENT CRIME PER 1,000 PROPERTY CRIME PER 1,000 3 5/10/2021 ~ CITY WIDE RESPONSE TIMES - PRIORITY 1 CALLS PRIORITY 1 - RESPONSE TIMES 0:08:38 0 :07:12 0:05:46 0:04:19 0:02:53 0:01:26 0:00:00 North Central South Hill Metro Valley - 2019 Response Time - 2020 Response Time - 2019·2020 Median Average · Citywide 4 5/10/2021 ANIMAL CONTROL LIVE RELEASE RATES SOCIAL MEDIA ... ~~~~ - ·;;.-.":!- ~· ··--·*- CLEAR THE SHELTER EVENT --~ ---- ~-~-~~·~~· ~ --·-~~- ·- - _,....,, __ _ 14.4X Authorized Complement Today SWORN PERSONNEL PROFESSIONAL STAFF 19 Vacancies "" 429 Currently Filled 173 Currently Filled 5 5/10/2021... ACADEMY UPDATE FY 20/21 •Academy # 1 -:14 Police Trainees graduated in December 2020 · · ·· · •o\n&PD.US •Academy #2 - 26 ·Police Trainees will graduate www.) June 2021 ·Academy Graduate/Lateral - Estimated 10 FY 21/22 Academy # 1,_Begins July 6, 2021 Academy #2 - Begin January 2022 Academy Graduate/Lateral - Goal of 20 • HALLAWEEN DRIVE THRU • COMMUNITY DRIVE TH RU'S • FAMILY TO FAMILY CHRISTMAS BASKET PROGRAM • NEIGHBORHOOD WATCH ON ZOOM 6 5/10/2021 SOCIAL MEDIA GROWTH AND OUTREACH • :::::~:e1~~ 1:';~=~! s ~ '' VIRTUAL INTERACTION Hff• is 1 >r • psno:of •oir• c1 <>.a" 'Clfll ' ~· from 1111 v.'ffl:, .~'erO•~ trtoJgr Su n c•~· Tt« "••< 11t•:: '"""'•n lretUJ<" ·n D ~l • trt::!$. ?lu~,_,,,.,,,, • .,, ,.,., ,iri < 1n =o rt.· • . Tht;i.1o~m••<>Jl=!>t )'C"•oM"cti.omrorcoi.e·s. • Nextdoor )__,....,_.. •Neighborhood Watch Groups • el>OWtelc 1 87,000 users •Youth Presentations •Business Watch Meetings 63,000 followers ·Academy Graduations ...• .• 9,200 followers c • C City Council Public Safety Priorities t; BAKERSFIELD THE SOUND OF i;birl.ettrWj 'ifaAtet UTILIZE DATA DRIVEN HIRE 100 ADDITIONAL CRIME REDUCTION OFFICERS AND STRATEGIES TO ENHANCE SUPPORT REDUCE STAFF PART l CRIME IMPROVE PUBLIC IMPROVE RESPONSE EDUCATION EFFORTS TIMES TO ALL REGARDING PUBLIC PRIORITY CALLS SAFETY 7 5/10/2021 "' PROPOSED BUDGET APPROPRIATIONS FY2021-22 Adopted Proposed Budget 2020/21 2021/22 Salaries & Benefits $ 101,157,155 $ 111 ,602,625 Operating $ 18,208,579 $ 20,393,431 Captial Outlay $ 606,930 $ 1,362,939 Total $ 119, 972,664 $ 133,358,995 Proposed Budget reflects a 11.163 increase Includes grant funding PROPOSED BUDGET RESOURCES FY2021-22 Adopted Proposed Resource 3 Change 2020/ 21 2021 / 22 General Fund $ l 02,004,040 $ l 04,335,847 2.293 Public Safety & $ 16,625,762 $ 27,673,521 66.453 Vital Services Traffic Safety $ 753,000 $ 753,000 0.003 S.L.E.S.F. $ 589,862 $ 596,627 1.153 Total $ 119 '972,664 $ 133,358,995 11.163 8 5/10/2021 GRANT FUNDING REMOTE ACCESS STREET INTERDICTION TEAM SUPPLEMENTAL LAW NETWORK ($35,000) ENFORCEMENT SERVICES BOARD FUNDS ($596,627) ($345,000) MULTI-AGENCY TASK FORCE IN KERN COUNTY LATENT PRINT Frontline Law Enforcement INTENDED TO ADDRESS GANG equipment and training AND STREET LEVEL CRIMES EXAMINERS COMPUTER AIR • CARDS Alcohol Beverage Control Office Of Traffic Safety ($440,500) ($97,873) DUI Enforcement lntersedionand Speed Enforcement Overtime Traffic S Q~~ty Presenta tions Minor Decoy and Shou lder Pedestrian and Bicycle Safety Tap Operations OFFICE OF EMERGENCY ABC Training SERVICES/HSI (SS,000) Basic Bomb School supportserv1cescapta1n Bakersfield Police Department nizationa I chart ::lUeutenant:e~:::::~:~~: n:ic:aH:o:n:s :Ce:n:te=r==:::: ~Orga ~ • Quality Assurance Training and LoglsHcs Captain Lieutenant • Technology • Planning, Research & Training Ueutenant Academy Defensive Tacffcs/ Arrest Control lnvesflgaflons Captain Lieutenant • Crimes Against Persons • Crime Scene Unit Lieutenant • Property Room • Crime Analysis Unit 9 5/10/2021 '<' COMING IN 2021-22 .> . ~, Y~ar Strategic Plan ·.> : ~Ou;h Diversion Program > Patrol Officer - Problem Solving I Engagement > Cooimunity Collaborations I Partnerships > Employee Wellness Programs NEW POLICE OFFICER POSITIONS Nine (9) Police Officers Eight (8) Senior Police Officers Six (6) Detectives Five (5) Sergeants Total New Sworn Positions 28 Enha nce Patro l staffing to improve response times; Enable us to better identify and arrest serial offenders; Increase oversight and . '...... ' line supervision; Improve problem solving a nd community policing practices __' - ·~- 10 5/10/2021 NEW PROFESSIONAL STAFF POSITIONS Administration Division Business Office One ( l) Accountant One ( l) Accounting Clerk These additional positions will support Department growth, improve efficiencies and quality control, ensure timely processing of payroll and tracking of revenue/expenditures Quality Assurance Unit One ( l) Administrative Analyst This additional position will ensure the timely input, analyzing and dissemination of data, identify Department-wide trends and/or outliers, and interpret large volumes of data into intelligence. NEW PROFESSIONAL STAFF POSITIONS Investigations Division Crime Scene Unit One ( l) Laboratory Technician* *This a dditiona l position will re turn a Police Service Technician to field duties. Digital Forensic Unit One ( l) Digital Forensic Examiner* *This addit ional position w il l return a Police Sergeant to Patrol Court Comolaint Unit Two (2) Clerk Typist* *These additional positions will return two Police Service Technicia ns to field duties. Professional Staff Supervision One ( l) Senior Records Clerk These additional positions return field personnel to primary duties which will improve response times, improve the quality of evidenc e collection, improve clearance rates, and provide a more fiscally responsible approach to staffing. 11 5/19/2021 NEW PROFESSIONAL STAFF POSITIONS Support Services Division Communications Center One ( 1) Communications PO LfC' E Center Supervisor This will ensure stable supervision acro ss all shifts to improve call answer RECORQS times and field response times. . ·. \;. Police Records Unit One ( 1) Administrative Analyst Two (2) Senior Records Clerk Two (2) Police Property & Equipment Specialist Two (2) Clerk Typist These additional p ositio ns will enable efficient and mandated compliance w ith public records requests resulting from increase in police officer staffing and body worn camera program. Technology Development Unit One ( 1) Police Property & Equipment Specialist• 'This additional position will return a police officer to patrol. NEW TEMPORARY POSITIONS Temporary Retired Annuitants Annuitants are CalPERS retirees who are eligible to work in a temporary capacity a fter having been retired at least 180 days. These positions: Are at will positions Receive no benefits Restricted to working 960 ho urs in a fiscal year (2) Police Academy Director (2) Police Academy Coordinator (8) Bac kground Investigators (2) Quality Assurance Unit (Audits/Inspectio ns) (2) Traffic Unit (Qua lity o f Life issues) 12 5/10/2021 NEW EQUIPMENT Patrol Vehicles Thirty (30) Ford Explorers This will help maintain current vehicle availability levels and ensure rapid and efficient deployment of patrol officers. Motorcycles Four (4) Police Motorcycles This will continue the restoration of the Police Department Motorcycle Traffic Unit. One ( 1) Police Service Technician Pickup Truck This additional vehicle is necessary to accommodate the return of Police Service Technicians to field duties. 13 ·5/10/2021 ' . .. · , . Questions? ' 14 REC'D & PLACED ON FILE AT BAKERSFIELD CITY COUNCIL MEETING 5Jtol ?..oa \ 'B~.12H.f:br"LSno(J From l>ardl{ ~ tfronu Financial Services DeP-artment Proposed Budget for Fiscal Year 2021-22 FINANCIAL SERVICES DEPARTMENT MISSION To efficiently and effectively maintain the fiscal integrity of the City of Bakersfield in support of the goals of both the City Council and all City Departments. This mission is ounded and driven by a commitment to provide the bes rvice possible from our four divisions ... as stewards o ayer's funds. Financial Services Department Organizational Chart Finance Director Assistant Finance Director Treasurer Treasury Accounting Purchasing Real Property Supervisor Supervisors Officer Supervisor Flnanclal Accountants Buyers Property Agent Investigators Accounffng Accounting Accounting ClerkS Clerks Clerk Compliment of Employees 36 35 34 33 32 2013-14 2014-15 2015-16 2016-17 ANCIAL SERVICES DEPARTME STAFFING LEVELS '• FINANCIAL SERVICES DEPARTMENT ACCOMPLISHMENTS IN 2020-21 Council Goal 3 - Maintain Fiscal Solvency Plan for stable and consistent fiscal solvency through prudent management of general fund reserves, facility replacement reserves, pension obligations, and evaluation for cost and operational efficiencies. Government Finance Officers Association ( GFOA) Certificate of Achievement for Excellence in Financial Reporting - 39th consecutive year Funding of the City's retiree medical - over $88M in trust or 76% funded. General Fund Reserves Plan - Adding $14M to Reserves by Y/E Total reserves $46M (17% of GF Budget)/ 6.6M in Facility Reserves port City Manager/HR during Labor Contract Negotiations Allocation of $33.5Million - accounting & reporting Small Business Assistance FINANCIAL SERVICES DEPARTMENT ACCOMPLISHMENTS - 8-CARES GRANT AWARD BASED ON Small Business Assistance Grants THE NUMBER FTE EMPLOYEES Micro-Businesses 1 to 5 FTEs $ 5,000 Annual revenue of $SM or less 6 to 10 FTEs $ 10,000 25 or fewer FTEs 11 to 17 FTEs $ 15,000 18 to 25 FTEs $ 20,000 Including owner-operator businesses Award amount based on employee count Applications - Sept 21, 2020 to December 11, 2020 Online portal/Temporary FT employee 520 Applications/ 938 grants - $s,930,ooo FINANCIAL SERVICES DEPARTMENT GOALS FOR FISCAL YEAR 2021-22 Upcoming contracts to provide updates and improvements to Financial Service operations ERP RFP, Financial Forecast Modeling & Risk Assessment Prepare required City Financial reports Complete annual financial report qualifying for GFOA Award Complete PSVS annual report Continue Managing City Reserve Funds/ Unfunded Liabilities Establish Pension Rate Stability Fund anage American Rescue Plan Act Funds for City grams Expenditures Personnel Services $ 2,767,008 $ 3,100,070 $ 3,119,682 $ 19,612 0.63% Operations 746,569 930,820 879,218 $ (51,602) -5.54% Capital Outlay 55,000 55,000 $ 0.00% Department Total $ 3,513,577 $ 4,085,890 $ 4,053,900 $ (31,990) -0.78% Funding SQur!;~~ General Fund $ 2,923,545 $ 3,213,839 $ 3,313,000 $ 99, 161 3.09% General Fund - PSVS $ $ 65,876 $ 67,288 $ 1,412 2.14% fDF Trip Local Match $ 147,115 $ 185,870 $ 163,925 $ (21,945) -11.81% Wastewater Fund $ 16,000 $ 18,266 $ 13,963 $ (4,303) -23.56% Refuse Service Fund $ 47,995 $ 54,407 $ 41 ,495 $ (12,912) -23.73% Offstreet Parking $ 279,711 $ 224,832 $ 237,729 $ 12,897 5.74% Equip. Mgmt. $ 32,087 $ 100,000 $ 100,000 $ 0.00% Assessment Districts $ 47,927 $ 137,800 $ 31,500 $ (106,300) -77.14% Successor Agency Admin 19, 197 85,000 85,000 $ 0.00% Funds Total $ 3,513,577 $ 4,085,890 $ 4,053,900 $ (31 ,990) -0.78% ., BAKERSFIELD QUESTIONS? -.------~ BAKERSFIELD REC'D & PLACED ON FILE 5/10/2021 AT ~AKERSFIELD CITY COUNCIL MEETING ~o l z. ' d3vd 9"1J' h'Jd<~t)~ =rom: Ui-1enk-.< ~ CoJht\:') BAKERSFIELD THE SOUND OF &~WJ 13~ Human Resources Department FY 21-22 Budget May10, 2021 Presented by: Christi Tenter, Human Resources Director Overview • Recruitment & Retention • Labor and Employee Relations •Training & Development • Benefit Administration & Wellness 1 5/10/2021 HR Staffing Historic ~ Year Citywide Headcount HR Authorized FY 08-09 1613 13 FY 09-10 1452 10 FY 10-11 1441 9 FY 11-12 1442 9 FY 12-13 1474 9 FY 13-14 1495 10 FY 14-15 1534 10 FY 15-16 1534 10 FY 16-17 1521 10 FY 17-18 1527 10 FY 18-19 1539 10 FY 19-20 1682 12 FY 20-21 1790 13 FY 21-22 1876 {Pending) 15 {Pending) Human Resources Human Resources Director Human Resources Accountant Specialist Human Resources Human Resources Manager Supervisor Human Resources Benefits Analyst II (2) Technician Human Resources Human Resources Analysts I (3) Clerk Human Resources Clerks (2) Clerk Typist I 2 5/10/2021 FY 20-21 "Better Together" COVID-19 Pandemic Ir·- :.,:., ·; . -- ~ -- ~~ · FY 20-21 Overarching Goals • Recruitment: • 223 full-time and part-time positions filled • Maintained full-time headcount at an average of 92°/o • 125 recruitments completed, 6,060 applications • Labor Negotiations: • Re-opener sessions with SEIU • Maintained open communication with all units. • Launched NEOGOV eFORMS module; began implementation of Onboard module • • 3 5/10/2021 FY 20-21 PSVS Investment Priorities • Filled 194 positions - 22 vacant • 89°/o of Phase II PSVS positions by mid-year 20-21. • Hiring Exams: Written & Assessments • Pre-employment Exams: Background Checks & Physical Assessments • Candidate Text Messaging & Tablets • Recruitment Advertising & Social Media Outreach Quality Public Safety Services • Po Ii ce Www. · . • Dedicated BPD Recruitment Website ·}OlnBpD.us • Completed 3 BPD Police Academies; 1 in progress. • Sworn complement increased by 43 positions • Hiring Incentive: Trainees, Lateral/Academy Graduate & Dispatch • Critical!: on line emergency dispatcher test • Employee Referral Program • "Sponsor" Trainees for Academy Equipment 4 5/10/2021 FY 21-22 Planning • Industry Trends • Regulatory Environment • Employee Feedback • City Council Overarching Goals FY 21-22 PSVS - HR Phase 111 • HR Analyst II - • HR currently at historic, 2008, staffing levels; • Hiring for sworn-police positions is time intensive and requires specific knowredge; • Historically, entry-hiring conducted once a year or every other year; and • Innovation, outreach and timeliness is KEY! Council Goal #1 • Examinations - • Required pre-employment written testing and supplies; Quality Public • Facility - testing large groups up to Boo; and • Cleaning and COVID-19 mitigation measures. Safety Services • Training - • National surveys; • 2020 Senate Bill 542; • Career Statistics; and • Future "culture" of policing. 5 5/10/2021 HR Phase 111 - $198,267 Item Cost Addition of One (1) Human $117,022 (on-going) Resources Analyst II Pre-employment Examinations & $21, 245.00 (one-time) Miscellaneous Expenses ------p------~ Police Officer & Academy Training $60,000.00 (TBD) Sessions FY 21-22 HR Genera I Fund 1) Position Requests - • Add Accountant I (1) • Fiscal Oversight & Monitoring • Position Changes; HR Manager and HR Specialist • Succession Plans • Automation & Workflow 2) Operating Budget - • 13.08°/o increase to General Fund • Personnel Costs • Recruitment Costs • Technology Licensing 6 5/10/2021 General Fund- $187, 353 Adopted • • • • • • Description Budget $Change % Change FY 2020-21 I General Fund Salaries & Benefits $1,125,474 $1,194,279 $68,805 6.11% Operating Costs $307,281 $425,829 $118,548 38.58% Total $1,432, 755 $1,620,108 $187,353 13.08% FY 21-22 Goals • Police Recruitment & Innovation • Training Programs • HR Technology Systems • Labor Negotiations - Reopeners • Wellness Initiatives • Diversity, Inclusion & Employee Engagement 7 5/10/2021 Summary FY 21-22 $163,614 Proposed Description Budget FY 2021- $Change % Change 22 I General Fund Salaries & Benefits $1,125,474 $1,194,279 $68,805 6.11% Operating Costs $307,281 $425,829 $118,548 38.58% Total $1,432,755 $1,620,108 $187,353 13.08% PSVS Fund Salaries & Benefits $300,958 $303,805 $2,847 0.95% Operating Costs $591,127 $564,541 -$26,586 -4.50% Total $892,085 $868,346 -$23, 739 -2.66% THE SOUND OF £;'/JhtftfhiNj '8• Questions Thank you! 8 REC'D & PLACED ON FILE 5/7/2021 AT BAKERSFIELD CITY COUNCIL MEETING tJ/Jo/21 &-tlq"J Wor~tr.p :ram: 1f Xfo.nov0>f ~ Technology Services Department BAKERSFIELD FY 2021-2022 Proposed Budget THE SOUND OF &~elJrflrlf 'f]e«_et 1 ~!-~-==-~-- ~0:.J l O 1010101 C:0108U1CX)1000100 10 1011CY..) l Q ~ Technology Services Department BAKERSFIELD TECHNOLOGYSfA'VICU Mission and Core Values Defined by our core values, the Technology Services Department is dedicated to enhancing efficiencies through research, education, and driving strategic digital transformation within the organization. This approach provides the tools our departments need to make informed decisions. When data drives decisions, the whole community benefits. We are more than Tec hnology: Through a c ulture o f respect, equality, and inclusion, we sta nd together as o ne to support eac h other, our departments, and the residents we serve. live lo Learn: Technology is the tool o f c ha nge. The constant pursuit o f knowledge is core to o ur c roft. Risk and failures are a natura l progression to wards success. We learn. We adapt. We grow. Have Courage: We have the courage to solve diffic ult problems: the d uty to help one a nother: and the resolve to do what's right. Proceed with Purpose: Whether throug h assig nment or initiative, w e resolve to put forth our best e fforts with clear objective s. Practice Professionalism: Learn the c harac te ristics of pro fessio na lism a nd demonstrate them w ith every ac tion. 2 1 5/7/2021 /- - ~ , ~.!,_ '- J!fl11 1 0 \J\ e r 1 ' '' I 1 1'• JI I •' l 11ll 1 1 ~ 11 . 1 ! 1. I O HJ1 1J 1• ( 1 IJUH' 1 .J lJO l•. ,, . h Jll !Ill' ...:a t ·~ - 1 «11"1'~:;.?'t'-t. 11• 1, 1 • 1 II , 11 •1!!1 l • l 111J 1 1; ) ' 1 '>11 ,, ') ' \ 1J 1n 1 )11J\f 11)1 J ' I • I ' ' I ll 1 1 JI U1l• 11 ,, 0 Technology Services BAKERSFIELD fEOtNOJ.OGVSVMCl:S Organizational Chart 3 ~ --= --_-..-._, -, ~~ •1U1 • o1•1 ' 11 ' 1 1 1:J 1 l•!llf l . lJIJ 'l f :J l 1 1\ , 1 ~ 1 .ll U1• •• ll!J U l••l ~!l W J l'> J {J ll 1 1 , , \ )1 :C l 1.Q1- • ~1 " ~ lffi't> )._l"-( ' J'111 • ! 11 1\( • lll l f1 1 !(!'1• 1•1 l l 111 l •' HJ 1 C J1lll•1111'• 1 l l ~( l\)\ fJlr'< l ll 0 Technology Services BAKERSFIELD TECHNOLOGY WMc:t:S Technical Position Structure From multiple disparate job descriptions to three core positions with specialized disciplines. Benefits of structure: 1. Normalized pay across like level work positions. 2. Allowed staff to become more agile. 3. Provides staff with extended pay and multiple routes for advancement. 4 2 5/7/2021 ~~o:i1(11t)101{JI 't.:01-.1on11101onu1001rJ 1l)11(Y..)10iL!Jl0\(J\01(Y.ll nna lf-10 U!llC01UDU1l "'>:•l_u1 _!O;I ~0"\•)1~1~~~· [) U1f) ! \(J(Jl 11(1111" 1()11 01 ·c1 01101,11{11 H J lr)1Cl1Ul1 1 'l1 I l • 1 001C l( 1 101010011.) t!' Technology Services BAKERSFIELD lECHNOt ocYstlMCl! Technology in use by Police Department POLICE SPECIALIZED SOFTWARE and SYSTEMS Alario Versaterm MDT (Mobile Data Terminal) Versaterm MRE (Mobile Reporting Environment) Versa term RMS (Records Management System) Versadex (Same as above on Smariphone ) RadiolP MultlP (MDC connectivity) Defender (2-factor Authentication) Crossroads Report Writer (Traffic Accident Reporting) CJJS Reflections {Access Criminal Justice Information System) Bosch Crash Data Retrieval {Accident Reporting) Autodesk AutoSketch (Traffic Accident Reconstruction) Vigilant Video (Mobile License Plate Reader) LinX (Arrest data sharing between agencies) Arietis (County arrest records system) Cogent Mugshots (Mugshot Database Viewer) Handheld two-way radio Copware (CA. Police Officers Legal Sourcebook & Codes) Vehicle-based two-way radio Lexipol (BPD Policy Manuals) Mobile Data Computer and vehicle docking station ShotSpotter Respond (Notification of gunshots) VPN remote access Flock Systems (Stationary License Plate Reader) Thumb/Fingerprint capture device WeblD Bluecheck Fingerprint Scanning GPS unit for vehicle Body camera Smart Phone for video review 5 ~ - ~ --- .... w-11[J1n101[J1 L0 1 _Y. 1ri:_cc•10001001::.i1u11001~·t::u10101u1 1 ::-:11i:-,uuH 1u+fJOHr •1£oun10Y._11u1 ;:--f 1:Q'"10l~~1X~i.(11111101 1 1 J 1 11 1 1 010· i o 1 1D1 "c101 111111 V"i ·1 HJ1 11 t11 • 1n1 1 r.11o:::i•o11.11 1 rno1co10 Technology Services Device and Software Increases Devices Software 12000 3SO 300 10000 2SO 8000 200 6000 150 4000 100 2000 50 2008 2008 2018 2018 2021 2021 6 3 5/7/2021 ; - ~~~~ ~ ' I 01! 1•)1 I ) l •)1, • J j\ 1 1)1 'lU'•J •,1 i1U11• )1 ~\ C t 1 n 1 0'U11 «1DD01 f l 'J 1)0 1 • )1f Jilli YJ\1]1 ::Cl I l 0 1 >l f". -<-t{ 1"~ i>-.._:l ...J,}l' 1ClJ 11 1 11 ' LJl 1(, lU ., int 111111 , Jl 11,H)l )llll•ilOI 1•1 • H I t I ,, t 1 ' 11( l l ' 0 Technology Services BAKERSFIELD ttCHNOlOGYUllV'ICU Data and Project Increases Data Projects 4500 120 4000 100 3500 3000 80 2500 60 2000 40 1500 I 1000 20 500 2008 I 2008 2018 2018 2021 • 2021 7 Service Requests The rate of change expressed as an annual increase each year between 2008 and 2021 . 14000 12000 METRICS AVG ~ L YR 10000 Devices (New devices deployed) 584 233 8000 Data (Gigabytes Added) 280 61 3 6000 Software (New applications added) 19 203 4000 Projects (Additional project added) 7 493 2000 Service Requests (Annual ticket increase) 585 093 2008 2018 2021 8 4 Slide 8 GP1 Gregory Pronovost, 4/28/2021 5/7/2021 ~---:~ ~{YE!( 101r) I Ll1 •1-• ll J J 111 o l 1Dll ~l"' • J 1 0 1 I ' 1 C l l [! L ' 101.JIU l() ll !:"JUC 1• o1 J 111 l t '<" l1 I 11111• ; ~1U1 _!011 Q-iq'J• •!;:,.. 'tf.;\J'-J.,_ ll'I 1 l ll IH l 1 11 1\1 I' 1( 1 1 L)' 'l 1( 1 l fl111 '0 \ ()ll1 I >HIH 1,11 J l l l , t I 1l I 11 ll(llr( • IUl Technology Services Staff Accolades HIVE FIVE AWARQS SPECI A L AWARDS t lll!~ l">e .... ' "'"'""" ...... , ' ""'"' " ,,,.,.,,,,.,., ,.,, .. ,.,.., ,, , .... . ,,,, , .,,, d< O< ~ '"'"'' ""'" " ,,..i, n.,-l ,,..·... ,..., "' ~ ' - ' .J ""'".,,,' ~ ....."""'~ .,' "'""" ' " '"" • · , ·..... """ "";.',,....c;o, .. , 'h:. • :>PC.W • · .il1.J! N\' • ,;- 1 .,.J,,,_,,,."""l ' '" "'' J ·••...,_,, , , c..-p ko "'" '·"' ' '" "l ~ ' A 1 ...... -." . _ ,. ..,, _ ... .~ .,.. ,.. ~ '"'r '· ''""'"' '- '""1.., • "• i... ·~ ·· ."1 1.,.,. "'"1... . ,.....1 , .... 1 1 - · ~ ,.,.. • • ~ ·ol 1 ~ " 1 " ' '" ' ~ '" " ""' !"' ""' ' '"' '' " " ' r,, d ~ . 1 ...; " ' ' "' ~ l '" "' • ' • t "'"'" 1 . ~ · · · i• • ., .,... "'"'"W' ""· · "" i "'· "'" '" """ 1 l"" ' "'"~ " 'P r "' ,.... "' . ' "'l " ....' 'P"""" '""""''" ' .. l"""''I''"".,"' " ..... ,...... ~ ...... , ,.....,"°" """"'""""' '"' ' .... l.... ltl:/ •M" ! .l' l.lio:n ..,Mt.. O.,.. .,.,.,.,~ ..... nyo ...$"'"1""'&t'°" O>ut>10o iclt'9":N.<-Mf 9 ~ - -:. ~n 1\ fJ1•) 1 0 1 [ 11 r , , , 1!1C,111 L l' •U f''f l<..) \ Jil l 1f::.:O l j t..• 10 1 lJ11J1f fJl (JU l,1()1::.JIU~1 •;u \ulll)1 1 ) ! IJ _.,, . ~tri · . ) ••ltH~HJ 0 BAKERSFIELD JEOINOlOGY SEA'VlCf.S Staffing Levels Technology Services Authorized Staffing levels 70 • General fund • PSVS 60 50 Merging of IT and Communications to form Technology Serv ices 40 ~I I I 30 20 t 37 37 38 37 37 . 37 38 31 10 2007-08 2008-09 2009-10 2010-11 2011 -12 2012-13 2013-14 2014-15 2015-1 6 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 10 5 5/7/2021 fi -..:::::::~:..:, ::_-, ~ )'11()101010 1 'C0100!J10f..o 10rJU100 1 D 10i 1 o::i1::noa1 0 1o to1lX.\1 0 tlrJH.o 101 tJ\l1C(Jl (J0 0 1 CC'Ol l J' f 11?"10JtH l'N,."l'<~1y ·• )l0 1 1 tJ011 1 010110 1 10 1 · c 1 01.o i1 1 1 0' 11 1101 _1\(Jll 1 c11 J'( 'lO[J'C11011{.l1 01CP10 ~ BAKERSFIELD New Positions Requested by Fund YECH~OLOGYSllfVlctS One position requested through General Fund Account Clerk I Administrative Division, Business Management Group 11 ,,: ~-= - ~~.::--...., ~ ::> •! [ J1!11( Jl ()~ L:0 1 0[l01001 0 D01001 0 1[!1 1UO ! :::r : uo1 0 1u1u11 x-•1 lJU0 1l' 1U1001 o::i1 oon 1 c --.(JIO ' :!::ll~ t(J'l• i1.... CIO Business Vision Survey (ITRG) Business Satisfaction and Importance for Core Services IT Satisfaction ,.. ,.,..._,,.. ,.. ,. _ ...... _..... ,.. __ , ...... ,,,,, ...... _...,.,,_, ___ _ Scorecard " ""'"''.,,...... _ ...... i .....,...... ,_ ...... ,_ ...... , .... ". T.....-.11"'1 5"' - ~· 10·• • ~...... ~-~ ·~- 0J "-" 12'" ITPaUdH ~~~~--~· -.... ,...... ~ ~~::-:=- ...... ~_ ...... _.. ., 2· ~ ~~e".'~"• NRtwwk • CGmm. ~;-...... ,,._ ,...... ,,,. 1 ...... i.. .., 1" lnfr.Mrvctun: ~ ~-..-.~;i.o,.,. ,...... , , ,.,_, ""'"""-'"'"'" 3• ... __ .. 0:i '""""1.,. -.1·;._1!1."IN<' ....1 ...... ,.. -~ ••, ...... _ , 7'" 0 ~ ...... ii~ CllenM'"ldlt 11"' Tethnototv - .... --...... ·¥·- -·.--· 6 ~ ··--~.;i,i.. DUl lllH IApps t"""11n D1t9QuaUtlj ""',._,...... ,...,.,,.,,,.,,, .... 6'" __ 6:, ~ - ••·• • d~lo:- IT lnnov:rtion ~::::.::t:r~:...... ;-;.;;;~..;,.-;;- 10'" ~...... 6:, ~~~~ ~ " 13'" ~:f.!,~•nt& ...... ~~-".';~~ S~LU ri ly FriLl iun ~ ~ ...,._,_, ~ , ,. .,._~ 8'" . ~- -- ~ -- · =~ · =:-t~·. - ...... ~~... ~.l,... I .. ~ 95--·' ag·-· ai- 76 '"""" ,...... , 8 '" !:W!='rt~biUt>.j ~"?.,"!'!i~":Z~!'.;:.-.:.::.. ~ ,_... .,,_,.-,11...... 12 6 5/7/2021 ,-::. - -=-- ---... )l, l!J1U1f)ll l l ' l <'1 t'LJ1•' lflr l!J'l'L)l 11l1'1L'L , , I l,1')1U1U1 tVI\ IJ(J11 1 J llll ' •)1l! UJ ' C Yl\lJ1 !CH l".01 • ; 1"1111-l,'r"i!<..( (I Pl(1' 111111I!)• 1 1 1 ll •1 l~•I 111 " 1 (J' 11) 1(1 1 11ll1l 1 1! I'! ' 1 ,o I I •1 1 I 111J 1 1;<. 1 I CIO Business Vision Survey {ITRG) IT Satisfaction Scorecard IT Satisfaction IT Value Sal kt>Or!WlthlMITdep.vtment Saf1$factionthattTpmvtde-.hlgh arid •ts .abf tyro a.uppott )"OU1 needs v trending unav.ail.1bte ut'nding "'""' vail.1bte ••••NE.l PROMOfER•• SCORE.•••• 2 •NEf •• PJ;iOMOTER••••••• SCORE 11 13 ,.. ~ - -· -...... ~l.; • ll'(l1(.)H 1t ••'l 1() 1 •' ' Ll(J"l• , 1•11111! :) 1:) [ l1Jld11J lf\d(UfJ101!,l(J1 ~ 11 ltl11 '•lt' !::It . Q 1 qt...-q (-,.~'!>-.lQ..,D' 1 <• 1 IJl'11H-'l.1"1lO•H'{lt'l111 1 l1 ll111JlJll111 1111 h•ll <1 1 1'111l •fd CIO Business Vision Survey {ITRG) Business Satisfaction and Importance for Core Services The core services or IT are important when deteuninmg what IT should focus on The rnosl important services wllh 1he lowesl sdttsfact1on offer the largesl area of improvement for IT to dnve business value SatisfJction Importance 5at1sfact1on that organizalFOoal devices nnd dtn.J are trending 5rn IT Securitv properly secured ~ unavailable 12TH IT Policies Sa11sfacc1on with policy design and enforcement around trending sc.-curity, go"emance, etc ~ unavailable Service Desk Sat1sfact1on with respansivene!;S and effecliveness of trending 2"0 service desk EJ u navailable Network & Comm. S:>11sfocuon w11li rchabihty of comm Systems and trending 1sr Infrastructure networks 0J unavailable trending 3RD Devices S.i11sfac\1on w ith desktops. tnptops, mobil..- devices etc Ev unavailable 14 7 5/7/2021 ---::=::.:::::-_ ... ~ ::- - -._ ...... ,-...... ~0,) 1 010 1 0101 (JQ 1000100100l1"001 0101100 10 ·. 0 0 10 1 010 1 C0 \ 0D01l 101001C(J1 OD01C00 101 l 1 Hn t.:i~ottH 'r(;:Q ~-l. .._° ' l 1 () 1 'on11 1 01u~10 11 o~ 'C10! 1 011 1 o· l i l 10 \ '..J101C1n1 0;01 100!(111)1 10 \ 01C010 CIO Business Vision Survey (ITRG) Benchmarking Business Satlsfac:tfon and Importance for Core Services ··nm,....;·••"IT-•,...... ,..,.,...,,.,..,.._.,.~ '"""'""""''.ft '"'"'"1--.- ·• - 1'• ""<"''"""''"'' ""~""' ll«<''"' °'""'..,._..""l ' "'""'< "- .lW<'""" IT Satisfaction ITValu• 69 71 :,·· . ~t<"' ... :-....-=~~~~.:::. .. _....-". .... ,... '" 65'" _ <0 i· ...Jo. >1.1 ; ;.•.r~""' ""' ..... , .... .,. ~~~ • ~.~- o ~cw• 04'" ITPDll(R!; 1-.do.su;· ll Hurlg!'t,y, %of Wl"¥ 1'1lUf- I I '>; ;iH ,1-;%nf \ )<;('r<; ~ r;i,.,.,1_. =·~- 39• l. 9" S:-:ilr':."'?-':. 3 .4% :£l£.:..:P.~'- ... ,...,. ... .,,.""'""'"""""''"' ~ \'>du~Ui Security Friction Nortwork"CamrTL ,..~...... ,. ....~- .. -.. ,.. ..,.,., 50'" tnfr:istructum i·> 15 ~..:--=--=:::::-: ~~--X)1 lJ1 L) l 01fJ1"'f"fJ1 0001CJ0100 0 100101CJl1001 D·C'0 101DHl1 1X110D0 1• l U oUL110'.)1(•fJL11CDOllJ1 ;:;. l I t Q1 01J'Ji.IN°'I~~ [J1rJ1n1 l \J[J1 1 10\U'l 101 1oi ·c10t 10111 h ..•1 H' 101 J1U1t l ~ \1 I 1 1 1 0)1 01C1 1 [ H010010 CIO Business Vision Survey (ITRG) Business Satisfaction and Importance for Core Services f"''-""'"'-"'"'o"IT•<""'°''°'""''doto•..-.o.., ... ,,,,c n.._kltx:» ITSmrltv s...... ,..... -. ... ""'J"'''""·""'"'"'"'. ,; .:ib<.W(' 65'" O" ~.:,t:<'.:::;""'~"'r"'~"'.-""''w'.....,,,,,,d 1'J! ~ .. """ 39" Sc!rvicc01!5k ~ •ndu:;lr"( Netwmk *Comm. ,.•• 1""""-""''""•' CU1nt-Fac:lng I> ->1:0 :i.-.. 1o<1.:.,_,,.,,,., •. ,.,..,.,,,,.,H«•'""'' 73•• TR:hnalogy C'.:;, •ndu:.trv 3"' bQ!Ol;,o 31" BusincssApps ~·- ..... -~ .....,. .... 1...... ~ lfldust•·( 4lil l ..hl\\" DattiQuaUtv ,,, .,,...... , ...,P" ...... 26'" ~ ll"ldU ;'I 16 8 5/7/2021 !-t_:'--•llJHH)llJl I Jl •fll•'' 1 •J(l'\ ]')1 J11J1H ,1~ l lfHlJH l 1f~ > 1t)lJ/'1()11 l't 1>~')1 ll l• >'•llJ ~l lHJ "l 1-,J •t1 !,. 1 'h.iJt.lll 11(11 H 1 111' 1 U'11 1111'•1 •11111 1 1 ("\l 'H1 1 ll!ll11:111 > 1(.11 111 II <11 lf • )l' CIO Business Vision Survey (ITRG) Benchmarking IT Satisfaction IT Value 6% below average 3% below average INDUSTRY AVERAGE: 75' INDUSTRY AVERAGE: 74'1< 20™ PERCENTILE 31" PERCENTILE IT Budget as % of Revenue IT Staff as % of Users 2% below average 13% below average INDUSTRY AVERAC.E: 3 9% INDUSTAV AVERAGE: 4.7% 1.9% 371H PERCENTILE 3.4% 66™ PERCENTllE 17 / ~ - --- ._ ~,l..' 11 JH 11 1'11"' l "' J' 1 •)I] l'• I JI!) 1 0: 11 I UL 1L)ld'll l 1V<1."lUU11 1 J (J!'l•J::Ol l H lt • HJi '::::ll ,~• . J • 1 JJNl>~!"--(:•'1 1r I JIJ1! l 11\1 11f \1! 1' 1! H'1 '0111 'U lt 1UI 111•11 1 ) \ 111 1'• > •r 1 1 lt1 lt' 1'• (!' BAKERSFIELD KCHNOLOCYSEIMCIS Administrative Division Accomplishments Cl In partnership w ith the County of Kern, brought Cl Deployed uniform employee ID badging the Regional Radio System project to the across departments and integrating door milestone of releasing the request for proposal access for all City staff through a committee (RFP) . consisting of TS, CMO, HR, Risk and input from departments. Cl In partnership w ith Development Services, Ci Continued partnerships with Wastewater and provided technical support in the integration Water Resources to implement a and implementation of the E-Permitting Computerized Maintenanc e Manageme nt software system. System (CMMS). Cl Continued insta llation of building burglar a larms a nd ac cess control in areas identified in the CIP. 18 9 5/7/2021 ~-::=:-~:-~:-._ ~:!!)) 1 01010 1 0 1 · c 1J 1 oon 100 1 000 ~ 00 1 0 1 01 1 001 o; cc 1 0 1 0 1 0 1co 1 000101 01uu1 001 000 1c1XJ1rn ~11 i?"ottHD-<."1~ 0"•) 1n1 1110 1 110 1011n 11 u ~ · c 101 1011 11 0111, H )1'...1 111 H i o 1 ::i c 11001 01c 1 101u1 0010 ~ Professional Services Division BAKERSFIELD tECHNOLOGTSflMClS Accomplishments <.!> Maintained c ritical GIS data utilized in strategic <.!> Release of a new pub lic website : The city initiatives, including quality of life, redesig ned website was launc hed on February community a nd economic development a nd 25, 2021. The City received very positive public safety. feedback from staff on the ease of maintena nce and the public for the attractive design and ease of use. <.!> Modernized the Counc il Chambers Audio <.!> Continue to support the City's data integrity Video a nd broadcast systems. a nd provide staff access to c ritic a l crime, economic, and fina ncial data through reports. <.!> Provided media support to promote a positive image of the City a nd informational media for various initiatives. 19 __-:..::....::::-_:---.. . u o J 1u 1u 10 1011cu1 0Do1001 000100 101u1 1 0'.J 1 ~ . 00 1 0 1 0 1 u 1 o:_i 1 00D1P101un100 1 ouu1 c~x J1 [J1 ~ 1 a (r1o ) {; l~~l!tt..: (J 1-.: 1ci 1 1urJ1 i 101 u · i o 1 1 D~ ·c 10 1 1011 1 1 ~J ' 11 110 1 11111 c 1n 1 J 1, 110:::1• oic 11 0 10 10010 ~ BAKERSFIELD Technical Services Division Accomplishments Y£QlN0(0(iTSelMCtS <.!> Implemented BCARES applic ation to provide <.!> Deployed emergency operation equipment COVID-19 relief funding to loca l businesses. d uring the time of civil unrest inc luding, c ameras, computers, radios, base stations, and monitors. <.!> Built out networking, security camera, a nd door <.!> Deployed c omputing equipment a nd access access systems during construction of the permissions to fac ilitate a large portion of City Brundage Lane Navigation Center. staff w orking from home. This inc luded rapidly deploying a remote meeting platform for use throug hout the organization. <.!> Completed body w orn c amera network a nd <.!> Partnered w ith Recreation & Parks to deploy a dock insta llation project to enhance public mobile video camera systems to inc rease park safety. security. 20 10 5/7/2021 ;--~~~--.... __ ~l'-..-•1u;r'1n101 '1 •11' c.J'> •'lt1' lfJ'CJ•J1 110'1• ~l1'1 CL 101t1•u11Z"•! n nr:i1• 1u1uu11n1L•llfll1-"... J1ui 11 HJl->Jf~1it1-\~ 'f.;::l:J"l ll •ll'•' JUl 11 1111i1r11[J1•1 101 ni 11 1n 11J1u1 1ir111~1(11{J" 11c1; r 1c11 1t11>xol i ~ BAKERSFIELD Administrative Division Action Plan Jt:QtNOl.OGYSC!MC:ES !.!> Develop information dashboards to provide t!> In collaboration with City departments, departments access to technology related develop a digital strategy focusing on asset information and project status. transparency and data driven decision making. t!> Partner with Human Resources to develop an Perform long term strategic planning for the internship program within Technology Services. City's technology needs and projected growth. !.!> Develop an internal team to focus on Continue development of the Technology innovation and development of "Smart Cities" Services Department to drive process initiatives. improvement and innovation. 21 ,.:;- -~ ' :_, ~~'· •1U11 1'11'11 "L(,\ ' :::J I 1 '11)'1 1 J!ll11(0 1~ I l 1rJtUtll1 (~'• 1LJ!J01t 1 ! Ull1•'(11L llll1• '• I ll' ~•l ll(] 1 >·1·ttJ~1•.4,,1<,,J_ fJ'> 1ro1 •111111, l!11!ll 1Ul1f 1,J \ '11111 ll \[ 101 '(Ill 1 ~I I l , l \• I, •r, 1r111 lf(l!'1 ~ BAKERSFIELD Professional Services Division Action Plan fEOINOLOGVstlMClS t!> Invest in research to enhance data driven Formalize Technology Services Change decisions through reporting and analytics Management procedures to increase project capabilities. tracking and efficiency. !.!> Implement security training for City staff to Partner with departments to expand GIS and reduce security risks related to phishing and Data Analysis capabilities to provide staff other technology-based attacks. training and outreach, executive dashboards, and enhanced access to data. t!> Standardize technology cyber standards and operating procedures to increase the City's security posture. 22 11 5/7/2021 j:f -=-==-:: --:___... ;u,o.:._i10 10 1010 1 ~0 1 rioo100 1 000100 1 0 1 01 1 C010 1 00 1 0 1 lJ l0 1CO I UOCT10101001001 0[]fJ1tXXJ1 01 ;.:all 10- l V"h::l.ttN 'r~ ..0 1010 1 1no1 1 101O'l10 11 D. ·c1 0 I 101111{J) HJ10 1' JI l11 • 1 (~ 1 ) , tJl 1 00 o~c 1 101_0100 10 (!) BAKERSFIELD Technical Services Division Action Plan t£011'lOt.OCYSDVICf.S c!> Implement a License Plate Recognition c!> Upgrade the current Public Safety Microwave camera system in focused areas in the city. network to support network connectivity for public safety sites. c!> Develop an Emergency Response Plan for c!> Continue researching and implementing deployment of staff and technology to assist features of Microsoft 365 throughout the public safety during an event. organization to promote collaboration and efficiencies in business processes. c!> Implement policies and procedures along with c!> Begin implementation phase of the Regional the newly implemented helpdesk system to Public Safety Radio System, deploying new improve service request customer service portable/mobile radios and begin metrics. infrastructure upgrade. 23 ;?--.:-.:-::_--:.::~ ~ni 1 u 1 0 1 010 1 i c o 1 ._10 0 H J0 1000 1001 0 1011ca 1 o;i..;u1 0 1 n1u 10 : •1DU( ir 1ri 1cm10-i1oou 1c0u 101 .:::;1 -1 i criof"J-tb-.t )~~,;·· · 101 100 11101 0 - 1r'1 101 •c 1011u 1 111,1 1 11 trJ1 'JlD l l 1n1 1·u1 10-J' 01c 11 010 1 c-0 10 (!) BAKERSFIELD Proposed Budget - All Funds 1tCHNl)LOCYStlMG1$ DIVISION FY 2020-21 ADOPTED FY 2021-2022 PROPOSED INCREASE (DECREASE) %CHANGE Administrative Division Salaries and Benefits $6.498.883 $777.982 ($5,720,901 J . 88.03 Operations $3.475.214 $118,597 ($3.356.617) -96.63 Capital $2.165.545 $3,500 ($2.16.045) - 99.83 Administrative Total 512 204 752 5900 079 C511 304 673) • 92.623 Professional Services Division Salaries and Benefits $0 $2,2 11.273 $2.211.273 1003 Operations $0 $7 19.355 $719.355 1003 Capital $272.350 $272.350 1003 Professional Services SQ 53 202 978 53 202.978 ~ Total Technlcal Services Division Salaries and Benefits $0 $3.572.303 $3,572.303 1003 Operations $0 $3.716.246 $3,716,246 1003 Capital $0 $1.372.313 $1.372.313 1003 Technical Services Total SQ 58 660 862 58 660 862 ~ S12 Z63212 S552 16Z -.. ~ 24 12 5/7/2021 / ;:::---=---- ::.:\ .... •1 IJ 0 BAKERSFIELD TEOl~OlOGVSEJMas Proposed Budget by Division ___, Administrative. 73 Division Budget Administrative $900,079 Professional Services $3,202,978 Technical Services 683 Technical Services $8,660,862 Department Total $12,763,919 25 0 BAKERSFIELD ncw~OC:YSEIMClS Proposed Budget by Fund FY 2020 - 21 FY 2021 - 22 Percent Funding Source Adopted Proposed Change General Fund 45% General Fund $5,564,053 $5,754,7 40 3A% Equipment Fund $4,568, 185 $4,938,988 8.1% PSVS $2,072,514 $2,070, 191 -0.1% Total $12,204,752 $12,763,919 4.63 26 13 5/7/2021 -~-- ~oa 1 01 rno10 1 ~00 1 0001uo 1 cmo100 1 0 1 01100 1 ::.i;t.:H.J 1 0 1 :'..J I 0 1 0'.'.l l ()C!010 1 0!0tl1(Y.) 1 Dnu 1 cc>'J l 01 ;2:.,; r~~~q-•0 • 010 1 1tJ 0111 0•01 1 0 11 ot ·c1 0110 1 1110 1 1£1101-0 10 1 <.. 1 '.) t n L. 1 i oo10•01 101 01 co1 0 - - - 0 BAKERSFIELD lfCHN()l OGYStAV!aS Proposed CIP Budget Project FY 2021 -2022 FY 2022-2023 FY 2023-2024 9 , 90,000 85,000 125000 125,000 150,000 150,000 30,000 Redundant Downtown Network Ring'------=~=--..,...--;;::c-==:~=-=-----zl ::"::7 5~, -=oo~o~--. _T=ot~a~l ~~~~~~~~-='-'78=0~0=0=0~~...___.,$4:...:.:...:75=0=0=0~~~-=-=2=5 =00=0,____, 27 TECH NO LOGY SERVICES 28 14 REC'D & PLACED ON FILE 5/10/2021 AT BAKERSFIELD CITY COUNCIL MEETING 5iJQ/-z.( Sks.'l: fc'herSOQ From: 14.>d~..eJ- LUOQ..;)hop 1 5/10/2021 2 5/10/2021 3 .~ 5/10/2021 4 5/10/2021 5 l ), 5/10/2021 6 FY 2021-22 1 FY 2021- Government General & Legislative 22 Proposed Budget Budget Proposed 22 of May 10, 2021 10, May of at the CityCouncil meeting file on placed and Received FY 2021-22 2 City Council OfficeMayor’s Legislative 3 City Council FY 2021-22 Office Mayor’s Total $459,036 Adopted Adopted $156,862 2019- 302,174 Budget 20 d Budget Propose $462,257 $155,869 2020- 306,388 21 Differen $ $(993) 4,214 3,221 ce Change Percent - 1.4% .63% .7 • Council City Office & Mayor’s No major budgetary increases in FY 22 FY 2021-22 4 Department Department Executive FY 2021-22 5 • • • COVID Reporting Operational Regulatory - 19 Mitigation and Vaccinations FY 2021-22 6 • • Over $33. months profits CARES Funding CARES 5 50 and million percent individuals expended to business, in non- 4. 5 FY 2021-22 7 • • • Major Phase revenue despite Maintained initiatives II projections of $28 Budget PSVS services million implemented for and FY in programs 21 reduced 8 FY 2021-22 • • Three Reminder Resources 3. 2. 1. Significant Three Four departmental ( Manager’s CalVIP notable now proposed – Total Divisions City Manager Management Risk City Clerk ) existing items Technology shifts standalone Office budget driving in new positions the insurance to positions : increase departments Services City Adopted Budget shifted $16,598,289 14,107,133 $1,610,368 Manager’s 2020-21 880,788 market within and from the Human Office - non City Proposed Budget Department Executive $20,375,298 16,743,927 $2,716,024 2021-22 915,347 $ $1,105,656 $1,105,656 Difference 2,636,794 2,636,794 3,777,009 34,559 34,559 Change Percent 18.69% 68.66% 22.76% 3.92% FY 2021-22 9 Source Funding PSVS Fund General Self Insurance Self Total Adopted Budget $16,598,289 $ 14,107,133 2,307,707 2020-21 76,700 Proposed Budget Department Executive $20,375,298 $2,946,999 16,743,927 2021-22 684,372 $ Difference 2,636,794 2,636,794 $639,292 3,777,009 607,672 607,672 by Fund Change Percent 18.69% 22.76% 27.7% 792% 10 FY 2021-22 Communications Coordinator Coordinator Communications Inclusion & Engagement Community Manager City the to Assistant Performance/Innovation Performance/Innovation Manager City the to Assistant Budget Director Budget New Positions Positions New Office Manager’s City Position $94,500 $154,000 $154,000 $154,000 Cost Cost General Fund Fund General General Fund Fund General PSVS PSVS Funding Sources Sources 11 FY 2021-22 CalVIP Analyst Analyst Moved Positions Office Manager’s City Project Manager Project Position 0 $127,00 $97,000 Cost Cost PSVS PSVS Funding Sources Sources 12 FY 2021-22 PSVS Strategic Initiatives 13 FY 2021-22 • • • They Are What that one investments programs/services Includes priorities Directly Programs, development service practices, department do not correlate and projects currently exemplary to support and and to fit within employee customer measure services external internal best any 14 FY 2021-22 • • Expansion Biohazard Private Clean • • • • scale quantitative and through Capacity services security Strategic local Bakersfield Bakersfield Partnering successful Continue City ambassador community the enforcement, Initiative - in and exists expansion $ Security to Clean key services, 700, and Police Clean waste supplement areas with with qualitative 000 groups programs City - Department, $ partners of based of education 300, programs clean Beautiful, the private Keep 000 data and City Up the on up to 15 FY 2021-22 • • Internal $300, Public • • • • • office offenders offenses address Supports Third organization processes best continue Provides businesses Supports prosecuted Reengage of customer 000 services Audit practices party Safety to topics service that evaluate quality additional efforts - firm provided address the $300, by are such focusing throughout and district Partnership and of 000 of currently and to life more as resources misdemeanor enhancement the the workflows, implement and on attorney’s public efficient City repeat under small the to to - 16 FY 2021-22 • • : Objectives $ Employee 100, • • • • • • development Implement Develop Improve Reaffirm assets Invest implement Provides and 000 principles in customer employee the additional organizational best Development Citywide City’s programs practices service skillsets most funding employee valuable values to -lnts ~ ...... ~ , , _ , ~ .~ -.~"'" 25'" ...... 0; ho1v~-