BAKERSFIELD CITY COUNCIL
POST-MEETING AGENDA
SPECIAL MEETING
April 10, 2025, 8:30 a.m.
Dignity Health Arena, Potato Room
1001 Truxtun Ave
1. ROLL CALL
2. PUBLIC STATEMENTS
2.a Non-Agenda Item Public Statements
2.b Agenda Item Public Statements
3. NEW BUSINESS
3.a Council Goals Workshop
Staff recommend Council discussion and direction
*3.a.1 Materials submitted by Raftelis
4. COUNCIL AND MAYOR STATEMENTS
5. ADJOURNMENT
City of Bakersfield
City Council Retreat
April 10, 2025
9 am to 3 pm
Welcome
2 Public
Comment
3 Introductions
❑ Name
❑ Tenure on Council
City Manager
Christian Clegg
Opening Comments
5 Council Members’
Hopes for Today
Establish a united vision and refine
priorities with realistic follow through.
Strengthen team morale and collaboration,
especially with new colleagues.
Align council goals, affirm commitments,
and clarify expectations.
Improve understanding of budget, referrals,
and staff capacity.
Identify a way to improve the referral
system.
Today’s Objectives
• Reaffirm or modify Council goals and
update Priority Initiatives
• Discussion of strategies for achieving
results
• Review attributes of high performing City
Councils
8 Workshop Agenda
• Orientation to the Existing Goals
• Status of the Goals and Priority Initiatives
• Establish Consensus on Priority Initiatives
for the Coming Year
• Discuss Strategies to Achieve Success
o Council Referrals
o Frequency of Status Updates
o Governance Best Practices
• Wrap-Up and Next Steps
Suggested
Ground Rules
for Today
Listen to
understand
each other’s
points of view
Seek
consensus
Learn
something new
Avoid
distractions
Bike Rack
Time management tool
Existing Goals and
Priority Initiatives
Overarching Goals and Priority Initiatives
Council Established 5
Overarching Goals
Each Goal has Initiatives
10 are identified as Priority
Initiatives
Council Input About
Current 5 Goals and 10 Priority Initiatives
• The goals are well-set, with a focus on affordability and quality of life.
• It may be beneficial to further refine and narrow the set of priorities.
• Fiscal responsibility, Measure N funding, and public safety remain key concerns.
• Execution may evolve, but the goals should stay consistent and community-focused.
City Council’s Overarching Goals
Intended to be foundational and serve as context for
budgets and projects
Economic
Opportunity for All
• Bakersfield
fosters a diverse,
thriving economy
that sustains the
quality of life
desired by our
community.
Safety and
Resilience
• Residents feel
safe and crime
rates are low.
Bakersfield is a
City where
homelessness is
infrequent and
brief, and
residents do not
experience the
impacts of
homelessness.
Reliable
Infrastructure
• The City provides
well-maintained
infrastructure that
supports quality of
life and economic
development for
the community
today and plans
for the
infrastructure
needs of
tomorrow.
Community
Character and
Quality of Life
• Neighborhoods
are healthy,
vibrant and full of
opportunity;
residents are
attracted to
Bakersfield’s
affordability.
Community
members and
visitors enjoy the
City’s revitalized,
modern, and
walkable
downtown and
business districts.
Innovative and
Efficient City
Government
• The City of
Bakersfield is a
professional,
effective, and
customer-oriented
organization that
brings efficient
solutions to the
community. Our
well-managed
finances position
the City for a
healthy and
prosperous future
15 Last Year’s
Priority
Initiatives
Ease of Development
Homeless Encampments & Services
Housing
Police Response Times
Traffic Safety/Multi-Modal
Annexation
Capital Projects
Charter Review
Economic Development
Urban Reinvestment
Discussion of Priority Initiatives
for Each Overarching Goal
Hear City
Manager’s
Recommendations
Council
Discussion and
Consensus
Direction
Establish Priority Initiatives for Each Goal
Economic
Opportunity for
All
Safety and
Resilience
Reliable
Infrastructure
Community
Character and
Quality of Life
Innovative and
Efficient City
Government
➢City Manager Recommendations
➢Council Discussion and Consensus
2025-2026 Priority Recommendations
Economic Opportunity for All
1) Finish One-Stop Shop; complete permit timeline
guarantee process
2) Project Site Readiness (target industries)
Safety & Resilience
1) Jail beds
2) Increase housing unit production (transitional,
affordable, missing middle)
3) Complete designed traffic safety demonstration
projects
Infrastructure
1) Highway 99/58 Interchange – complete 7th and
8th movements
2) Finish designed complete streets projects
Community Character & Quality of Life
1) MLK Community Center
2) Undeveloped parks
Innovative & Effective City Government
1) Back on track with fiscal reporting timeline
Stretch Break
Recap
Council
Direction on
Priority
Initiatives
Lunch
Break
Strategies for
Achieving Results
Staying on Track
With Priorities
Focus
• Do not take staff time away from established priorities and work plans that support those priorities
Full Council Support
• Once decisions are made, support them and the implementation involved
Choices
• What drops off or is delayed if something is added?
Criteria for
Adding Projects
Mid-Year
Emergency
(natural disaster,
pandemic, civil
unrest)
New outside
funding
opportunity that is
time sensitive
New multi-agency
opportunity that
cannot be delayed
Community safety
issue that must be
addressed in near
term
Changes in laws
or mandates
Best Practice
Criteria for
Adding Projects
Mid-Year
Context and
Framework
Ongoing
Operations and
Services
Overarching
Council
Goals
Council
Referrals
85%
5%
5%
5%
MANAGEMENT’S TIME
Day-to-day
management of
municipal services
Unforeseen
challenges
New initiatives
Strategic
improvements and
training
Effective
Management
Requires
Attention
and Time
Referrals and
Status Reports
Council Referrals
• When items arise during the year, they
should be addressed while:
› Maintaining operations and
management
› Addressing Council priorities
• Options for refining the referral
process
› Four-hour rule
Updates and Status
Reports
• Balance frequency of
updates and status reports
with staff capacity and
Council needs
› When are updates
needed?
› What is the appropriate
frequency?
Stretch Break
Governance Best
Practices
Exceptional City Councils
1. Have a sense of team – a partnership with the
city manager to govern and manage the city
2. Have clear roles and responsibilities that are
understood and adhered to
3. Honor the relationship with staff and each
other
4. Routinely conduct effective meetings
5. Hold themselves and the city accountable
6. Have members who practice continuous
improvement
32 Setting strategic direction1
2 Fulfilling a stewardship role
Being a customer service
representative and constituent
advocate
3 Being a community builder4
Making decisions5
Providing oversight6
The Six
Council
Roles
Having Clear Roles Support Effective
Governance
Mayor
Council
City
Manager
City
Attorney
Effective Council-City Manager Teamwork
Makes for Good Policy and Solid Organizations
35 • Respect the policy role of the Council and
operational role of staff, working through
the City Manager
• Be sensitive to the need to pace the
organization
• Practice the “no surprise” rule
• Refrain from directing staff - even informally
• Praise in public and criticize privately to the
City Manager
• Carry out the role as chief executive –
provide leadership to City staff and ensure
accountability
• Be direct with Council
• Practice the “no surprise” rule
• Communicate equally with all members of
Council
• Provide clear analysis and
recommendations to Council
• Work to help Council see the “big picture”
including impacts of policy positions
City Council City Manager
Staff
Recruitment
and
Retention
Regional
Involvement
Economic
Development
36 Effective Governance
and Strong Council –
Staff Teamwork
Directly Impacts
Public Confidence
and…
Strategic
Direction
and Results
What else?
Wrap-Up
37 • Closing comments
• Workshop report will be
prepared
• City Manager’s follow-up
38 Thank You
Rod Gould and Susan Healy Keene
CITY COUNCIL WORKSHOP/ 1
City of Bakersfield City Council Priority Setting Workshop April 10, 2025 Today’s Objectives•Reaffirm or modify Council goals and update Priority Initiatives•Discussion of strategies for achieving results•Review attributes of high performing City Councils
Establish Priority Initiatives for Each GoalEconomic Opportunity for All Safety and Resilience Reliable Infrastructure Community Character and Quality of Life Innovative and Efficient City Government ØCity Manager RecommendationsØCouncil Discussion and Consensus City Council’s Overarching GoalsIntended to be foundational and serve as context for budgets and projectsEconomic Opportunity for All •Bakersfield fosters a diverse, thriving economy that sustains the quality of life desired by our community.
Safety and Resilience •Residents feel safe and crime rates are low. Bakersfield is a City where homelessness is infrequent and brief, and residents do not experience the impacts of homelessness.
Reliable Infrastructure •The City provides well-maintained infrastructure that supports quality of life and economic development for the community today and plans for the infrastructure needs of tomorrow.
Community Character and Quality of Life •Neighborhoods are healthy, vibrant and full of opportunity; residents are attracted to Bakersfield’s affordability. Community members and visitors enjoy the City’s revitalized, modern, and walkable downtown and business districts.
Innovative and Efficient City Government •The City of Bakersfield is a professional, effective, and customer-oriented organization that brings efficient solutions to the community. Our well-managed finances position the City for a healthy and prosperous future
Staying on Track Making meaningful progress on the priorities requires focused effort from staff and the support of the Council. This includes: • Not diverting staff time away work plans that support the established priorities, • Supporting decisions and the implementation involved, and • Understanding what drops off or is delayed if something is added. 2025-2026 Priority RecommendationsEconomic Opportunity for All1)Finish One-Stop Shop; complete permit timeline guarantee process2)Project Site Readiness (target industries)Safety & Resilience1)Jail beds2)Increase housing unit production (transitional, affordable, missing middle)3)Complete designed traffic safety demonstration projects Infrastructure1)Highway 99/58 Interchange – complete 7thand 8thmovements2)Finish designed complete streets projectsCommunity Character & Quality of Life1)MLK Community Center2)Undeveloped parksInnovative & Effective City Government1)Back on track with fiscal reporting timeline
Govenance Best Practices Wrap Up CLOSING COMMENTS Exceptional City Councils1.Have a sense of team – a partnership with the city manager to govern and manage the city2.Have clear roles and responsibilities that are understood and adhered to3.Honor the relationship with staff and each other4.Routinely conduct effective meetings5.Hold themselves and the city accountable6.Have members who practice continuous improvement31
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AGENDA
City of Bakersfield
City Council Retreat
April 10, 2025
9:00 a.m. to 3:00 p.m.
Visitor Convention Center
RETREAT OBJECTIVES
Reaffirm or modify Council Goals and update Priority Initiatives Discussion of strategies for achieving results
Review attributes of high performing City Councils
AGENDA
Welcome
Public Comment
Introductions
Comments from the City Manager
Review the Workshop Agenda
Orientation to Goals and Priority Initiatives
Establish Consensus Priority Initiatives for the Coming Year Discuss Strategies for Achieving Results
Referral process
Frequency of status updates
Governance best practices
Wrap-Up and Next Steps
Breaks and lunch will be included during the day
Facilitators: Rod Gould, Polly Englot
Attachment: Attributes of Exceptional Councils, Institute for Local Government
1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.
1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city
The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.
KEY CHARACTERISTICS
Successfully transition from candidate
to a member of the council.
Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
Develop, communicate and support
policy goals and council decisions.
Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.
BEST PRACTICE TIPS
Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.
In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.
Attributes of Exceptional Councils
Attributes of Exceptional Councils
2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.
Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.
Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.
The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.
Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.
KEY CHARACTERISTICS
Understand the role of local
government and their responsibilities.
Know their role- to set vision and policy,
avoid micromanagement.
Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.
BEST PRACTICE TIPS
Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.
Attributes of Exceptional Councils
3 3. Exceptional councils honor the
relationship with staff and each other
Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.
KEY CHARACTERISTICS
Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).
They are able to leave it at the dais;
debates are about policy, not
personality.
Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.
BEST PRACTICE TIPS
Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss thei r decorum and their relationship among each other and the relationship between the city manager/staff and the council.
4. Exceptional councils routinely conduct
effective meetings
Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.
They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.
Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,
KEY CHARACTERISTICS
Councilmembers are respectful of each
other, the public and everyone’s time.
Councilmembers use engaging body
language as a way to demonstrate
respect.
Issues are not personalized, thoughtful
dialogue is the objective.
Agenda packets are read,
councilmembers come prepared and
have an open mind
Respect is demonstrated for varied
opinions.
Everyone strives to be civil and act with
decorum.
Attributes of Exceptional Councils
4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.
BEST PRACTICE TIPS
Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results .
5. Exceptional councils hold themselves
and the city accountable
Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide short- and long-term strategic direction and goals, as well as provide budget, program and policy oversight.
Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.
KEY CHARACTERISTICS
Councilmembers operate ethically and
with integrity.
Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
Councils taking responsibility for the
results (good and bad).
Councils celebrate success.
Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.
BEST PRACTICE TIPS
Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.
Attributes of Exceptional Councils
5 6. Exceptional councils have members
who practice continuous personal
learning and development
Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.
Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.
KEY CHARACTERISTICS
Stay informed on key issues
Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
Learning to listen is sometimes more
important than learning to give a
speech.
BEST PRACTICE TIPS
Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.