PERSONNEL AND PROCESSES COMMITTEE
AGENDA
REGULAR MEETING
September 2, 2026, 12:00 p.m.
City Hall North Conference Room A
1600 Truxtun Avenue
Committee Members:
Zack Bashirtash
Councilmember Weir
Councilmember Smith
1. ROLL CALL
2. PUBLIC STATEMENTS
a. Agenda Item Public Statements
b. Non-Agenda Item Public Statements
3. ADOPTION OF THE MINUTES
4. NEW BUSINESS
a. 2027 Health Care Plan Renewals
Committee Discussion and Recommendations Regarding the 2027 Health Care Plan Renewals.
Staff recommends approval of the 2027 Healthcare Plan Renewals. b. Other Post-Employment Benefits (OPEB) Report
Staff Report on Other Post-Employment Benefits (OPEB).
Staff recommends receive and file OPEB report.
c. Update on Citywide Efficiency Study
Staff recommend Committee receive and file.
5. COMMITTEE COMMENTS
6. ADJOURNMENT
ADMINISTRATIVE REPORT
MEETING DATE: September 2, 2026 AGENDA CATEGORY: New Business TO: Personnel and processes Committee
FROM: Christi Tenter, Human Resources Director
DATE: August 28, 2026
SUBJECT: 2027 Health Care Plan Renewals
Committee Discussion and Recommendations Regarding the 2027 Health Care Plan Renewals.
RECOMMENDATION:
Staff recommends approval of the 2027 Healthcare Plan Renewals.
BACKGROUND:
The City of Bakersfield offers a comprehensive benefit program for full -time active employees. Benefit enrollment options include:
• Medical, Vision and Dental Insurances;
• Basic and Voluntary Life Supplemental Insurances;
• Long Term Disability (LTD);
• Employee Assistance Program (EAP); and
• Flexible Spending Accounts (FSA).
Each year the City’s healthcare consultant, Segal Consulting (Segal), undergoes an aggressive claims review process in an effort to identify and negotiate the most cost -effective health plan rates for the upcoming plan year. The proposed rates and the supporting documentation are shared with the City’s Insurance Committee, which represents the various employee groups of the City to receive feedback and recommend a healthcare rate renewal package. The City Council’s Personnel & Processes Committee receives this information and ultimately is the body providing a recommendation to the full City Council.
Meetings with the Insurance Comm ittee have been completed. Plan renewal and committee recommendation are being provided to the Personnel & Processes Committee.
FISCAL IMPACT:
COUNCIL GOAL:
Innovative and Efficient City Government
ATTACHMENTS:
ADMINISTRATIVE REPORT
MEETING DATE: September 2, 2026 AGENDA CATEGORY: New Business TO: Personnel and processes Committee
FROM: Christi Tenter, Human Resources Director
DATE: August 28, 2026
SUBJECT: Other Post-Employment Benefits (OPEB) Report
Staff Report on Other Post-Employment Benefits (OPEB).
RECOMMENDATION:
Staff recommends receive and file OPEB report.
BACKGROUND:
Other Post-Employment Benefits (“OPEB”) are post -retirement benefits for state and local government employees that are in addition to pension benefits. For the City of Bakersfield this represents the Retiree Medical Program. Eligible retirees may enroll in medical insurance coverage, with cost-sharing defined by unit and hire date. The program is a “closed network,” as retiree medical plans do not have ongoing enrollment eligibility for all active employees.
The City has established an irrevocable trust to fund the long-term Retiree Medical program. The City has made specific efforts to fund the trust and is well above the norm when compared to the majority of cities across California.
FISCAL IMPACT:
COUNCIL GOAL:
Innovative and Efficient City Government
ATTACHMENTS:
None
ADMINISTRATIVE REPORT
MEETING DATE: September 2, 2026 AGENDA CATEGORY: New Business TO: Personnel and processes Committee
FROM: Christian Clegg, City Manager
DATE: August 25, 2026
SUBJECT: Update on Citywide Efficiency Study
[Document Description]
RECOMMENDATION:
Staff recommend Committee receive and file.
BACKGROUND:
On June 26, 2025, the City Manager’s Office (CMO) provided an overview of the Fiscal Year 2025-26 hiring freeze to the Personnel & Processes Committee (Committee). This presentation detailed how management planned to address the projected structural deficits through a citywide hiring freeze, regular vacancy reviews, and year-over-year savings from non-personnel operating expenses.
During this meeting, Councilmember Bashirtash requested the City seek a qualified contractor to formally conduct a citywide efficiency study that addressed citywide service delivery, staffing stru ctures, and process efficiencies. After a competitive bidding process, the City selected Baker Tilly Advisory Group, LP (Baker Tilly) to conduct a Citywide Efficiency Study in Fiscal Year 2026-27. Over the last month, City staff have been working with Baker Tilly on the first phase of the efficiency study.
City staff will provide the Committee with an overview of the study, detail the process being carried out by Baker Tilly and City staff, and share a template of the workbook.
FISCAL IMPACT:
There is no fiscal impact to the General Fund.
COUNCIL GOAL:
Innovative and Efficient City Government
ATTACHMENTS:
1. Citywide Efficiency Study – Bakersfield Scope of Work
2. Citywide Efficiency Study - Calendar
3. Citywide Efficiency Study – Sample Workbook
SCOPE OF WORK | 1
City of Bakersfield
Citywide Efficiency Study
Scope of Work
PROJECT UNDERSTANDING
We understand that the City of Bakersfield needs to reduce staffing costs by 5% next year in order to maintain the financial stability of the organization. To ensure that the decision- making process to identify potential cuts is as strategic as possible, it is important for the City’s senior management team to be fully aligned around how core services are defined and prioritized.
Our team is ready to assist this process by developing a framework and related workbook to guide each department through a standardized process of:
• Identifying, describing, and prioritizing core services (based on a consistent set of criteria)
• Identifying potential opportunities for efficiencies (including alternative staffing models, technology, etc.)
• Generating ideas about options for a 5% reduction in staffing in alignment with City strategic goals and priorities, and identifying the related service level and quality impacts
The end goal of the project will be a standardized profile of quantitative and qualitative data for each department that can be used to inform critical decisions that will be made during the City’s next budget cycle. The provided framework can also be used for decision-making in future budget cycles.
SCOPE OF WORK | 2
PROPOSED WORK PLAN
WORK PLAN
Phase 1: Start-up and management
Task 1.1 – initiate project
We will conduct a kickoff meeting with management to confirm expectations and discuss overall project scope, logistics, deliverables, timing, and progress reporting requirements. We will clarify the responsibilities of Baker Tilly and Bakersfield personnel (e.g., providing requested documents), timing of specific project activities, and the format of our deliverables.
Task 1.2 – perform project management
We will conduct rigorous project management for the duration of the project, including providing guidance to our team; coordinating with Bakersfield management; working through any issues; monitoring progress against the approved work plan; and developing, submitting, and discussing progress reports with the Bakersfield team. We will provide regular progress reports as desired.
Task 1.3 – provide quality assurance
We believe it is important to recognize the need for quality by delivering excellent client service and engagement oversight. All deliverables will receive a quality assurance review.
Phase 1 Deliverables
• Final work plan, including alignment on workbook approach in Phase 2 • Document request
• Interview list
Phase 2: Workbook design and facilitation
Task 2.1 – review documentation and industry best practices We’ll gather relevant documentation for review. Examples include current organization chart, job descriptions, policies and procedures, and organizational plans. The objectives of documentation review include gaining an understanding of Bakerfield’s operational environment.
We will perform research into industry best practices related to topics like appropriate functional alignment, and management span of control, and alignment with strategic initiatives and enhanced efficiency. We will also identify common opportunities for efficiency to guide workbook design and interview scripts.
SCOPE OF WORK | 3
WORK PLAN
Task 2.2 – conduct initial input session
We will conduct an initial input session with Bakerfield’s senior management team and department directors. During this virtual session, we will introduce the project, workbook concept, and solicit input on the design of the workbook. Our goal will be to gather sufficient feedback to ensure that the workbook and related process is as useful as possible for each department.
Task 2.3 – design efficiency workbook
We will design a workbook for each department to complete. The information collected in the workbook will help to identify core services, alignment with strategic goals, and other key data points to develop a full snapshot of the department functions and resources. The workbook will address the following topics:
● Department services and programs (including identification of mandated services) ● Department staffing and allocation to specific services/programs ● Alignment of services and programs with the City’s strategic goals ● Staffing, workload, and demand trends (aka shifts in service needs, staffing capacity or skillsets, etc. that are anticipated for the upcoming year)
● Ideas for potential operational efficiencies
● Ideas for potential options for 5% reduction in staffing and the related service level and quality impacts
We will coordinate the workbook design and structure with the City project team before issuing to departments.
Task 2.4 – conduct efficiency workbook trainings
We will divide the Departments into three groups. Starting with Group 1, we will conduct a virtual training session for departmental leadership and then ask them to complete their workbook. In between groups, we may make additional refinements to the workbook or process based on departmental feedback.
Group 1
● City Clerk
● City Attorney (optional)
● City Manager’s Office
● Public Works
● Water Department
Group 2
● Development Services
● Fire
● Police
● Animal Care Center
Group 3
● Finance
● Human Resources & Risk
Management
● Technology Services
● Recreation & Parks
SCOPE OF WORK | 4
WORK PLAN
Task 2.5 – conduct department workbook sessions
Starting with the Group 1 departments, we will hold workbook review sessions with each department leadership team. During these sessions we will work with the departments to further refine their responses, clarify core services, and answer outstanding questions.
Phase 2 Deliverables
• Initial input session
• Draft and final workbooks
• Three group training sessions
• 15 department workbook sessions
Phase 3: Analysis and framework development
Task 3.1 – develop department profiles
Based on the results of each department’s submission and work session, we will develop profiles of each department that address:
● Prioritized core services and programs
● Opportunities for operational efficiencies
● Options for the 5% reduction in staffing and related service impacts
The profiles will be shared back to department leadership for final fact validation and assessment of the practicality of any recommendations.
Task 3.2 – review department profiles
We will review the department profiles with the City Manager and other members of the senior leadership team. We may also present the results to the Bakersfield Audit Committee. If desired, we can also present high-level results to City Council.
Task 3.3 – create annual framework process
To ensure the ongoing use of this framework, we will design an annual process and templates for the City’s recurring use in subsequent years. Each department will have their submission and detailed user guide and step-by-step implementation process and timeline, mirroring this assessment for future use.
Phase 3 Deliverables
• Draft and final department profiles
SCOPE OF WORK | 5
WORK PLAN
• Leadership presentations
• Annual process and user guide
TIMELINE
We anticipate that this work will take between 6-8 months to complete. We are aiming to finalize this work before the end of calendar year 2026.
City of Bakersfield, CA - City Efficiency Study
Project Workplan Schedule
Updated 8/25/2026
Item # Workplan / Kick-
off Phases
Task Description Participants Dates Time For
Completion
1 Phase 1 Project Kick-off Meeting All Departments and
Project Team (BT +
City)
1 day
2 Phase 1 Information Request Project Team,
Finance, HR
(Bakersfield)
Two weeks
3 Phase 1 Completed Information Request
Returned by Client
Project Team,
Finance, HR
(Bakersfield)
Two weeks
4 Phase 1 Review Documentation and
Industry Best Practices (High-
Level)
Baker Tilly Two weeks
6 Phase 1, Phase 2 Design Efficiency Workbook
draft structure
Baker Tilly …
7 Phase 1, Phase 2 Initial Input Sessions (Planning
Interviews All VIRTUAL, 30
mins)
All Departments All
Dept. Groups 1,2,3
3 Days in-person,
45-60 minutes
each department, 1
group per day
8 Phase 1, Phase 2 Co-design Workbooks - Identify
Core Services
Bakersfield Project
Team
Two weeks
Group 1 Process August - September
(8 week process)
9 Phase 2 Conduct Efficiency Workbook
Training Sessions (VIRTUAL)
Departments in
Group 1 (Group
discussion all Dept.
Two weeks
10 Phase 2 Conduct Efficiency Workbook
Review session (ONSITE VISIT
#1)
Departments in
Group 1 (Group
discussion all Dept.
Reps)
Three weeks
11 Phase 2, Phase 3 Develop and Validate
Department Profiles, Session
Outputs, Training Docs
(DELIVERABLE)
Baker Tilly + Dept.
Group 1
Two weeks
12 Phase 2, Phase 3 Review and Deliver Final Group
Efficiency Profiles to City
Management (DELIVERABLE)
Baker Tilly +
Bakersfield Project
Team
Two weeks
Group 2 Process
August - September (8
week process)
13 Phase 2 Conduct Efficiency Workbook
Training Sessions (ONSITE
VISIT #1)
Departments in
Group 2 (Group
discussion all Dept.
Reps)
Two weeks
14 Phase 2 Conduct Efficiency Workbook
Review session (ONSITE VISIT
#2)
Departments in
Group 2 (Group
discussion all Dept.
Reps)
…
1
15 Phase 2, Phase 3 Develop and Validate
Department Profiles, Session
Outputs, Training Docs
(DELIVERABLE)
Baker Tilly + Dept.
Group 2
Two weeks
16 Phase 2, Phase 3 Review and Deliver Final Group
Efficiency Profiles to City
Management (DELIVERABLE)
Baker Tilly +
Bakersfield Project
Team
One week
Group 3 Process September - October
(8 week process)
17 Phase 2 Conduct Efficiency Workbook
Training Sessions (ONSITE
VISIT #2)
Departments in
Group 3 (Group
discussion all Dept.
Reps)
Two weeks
18 Phase 2 Conduct Efficiency Workbook
Review session (ONSITE VISIT
#3)
Departments in
Group 3 (Group
discussion all Dept.
Reps)
Three weeks
19 Phase 2, Phase 3 Develop and Validate
Department Profiles, Session
Outputs, Training Docs
(DELIVERABLE)
Baker Tilly + Dept.
Group 3
Two weeks
20 Phase 2, Phase 3 Review and Deliver Final Group
Efficiency Profiles to City
Management (DELIVERABLE)
Baker Tilly +
Bakersfield Project
Team
One week
Reporting + Annual Process
(Phase 4)
October - November
(4 Weeks)
21 Phase 3 Review each department's
recommendations
Baker Tilly +
Bakersfield Project
Team
One week
22 Phase 3, Phase 4 Draft summary efficiency report
of all profiles and
recommendations
(DELIVERABLE)
Baker Tilly +
Bakersfield Project
Team
One week
23 Phase 3, Phase 4 Develop annual process design /
considerations (DELIVERABLE)
Baker Tilly +
Bakersfield Project
Team
Three weeks
2
1 Fill out each tab listed
below
Service tabs Tab required? Tab description
Services Required
Staffing Required
Funding Required
Outsource Required
OpEX Reductions Required Share ideas for a potential 5% reduction in operating expenses and the related impacts to service level and quality.
Potential Efficiencies Required Share ideas for potential operating efficiencies.
Schedule Model Optional
Other Context Optional
2 Fill the light yellow cells
on each tab
3 Use best available data
4 Do not create data/
documents solely for this
request
5 Do not include PII outside
of the Staffing tab.
Baker Tilly has taken care to reduce the amount of sensitive, personally identifiable information (PII) such as names across the workbook and where possible in the staffing tab. We ask that you avoid including PII in your workbook responses when possible to maintain the anonymity of staff members.
Provide the last three fiscal years plus current fiscal year-to-date where available. Partial data is acceptable; note gaps in the Notes columns.
When data is unavailable, enter "Not available"
Bakersfield Efficiency Departmental Workbook
Workbook purpose: This workbook is designed to support a structured, data-informed review of your department's services and staffing. It will help identify and prioritize core services, evaluate how current activities align with strategic goals, and assess opportunities to improve efficiency while minimizing impacts on critical operations. We have included some made up examples throughout.
Please feel free to replace with real world examples if that will be more helpful to your team.
How to use this workbook
As a note, gray cells contain formulas; teal rows are section headers; light blue rows include instructions. Use one row per service, program, position, metric, backlog, document, or reduction idea.
See below
Identify each service or program provided by your department. These service names will serve as the foundation for the remaining worksheets and should be used consistently throughout the workbook.
List all budgeted and filled positions assigned to each service, including employment type, funding source, and personnel costs.
Describe how each service is funded.
Describe how each service is delivered, including operating hours, staffing requirements, scheduling, supervision, geographic assignments, and workload management practices.
Identify any other contextual information that would be relevant to your department.
Document services currently provided through contractors or vendors and identify potential opportunities for outsourcing, insourcing, or alternative service delivery models.
1
City of Bakersfield Strategic Goals (please use these descriptions for the Strategic Alignment question) Goal 1 Economic opportunity for all Bakersfield fosters a diverse, thriving economy that sustains the quality of life desired by our community.
Goal 2 Safety and reliance 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.
Goal 3 Reliable infrastructure The City provides well-maintained infrastructure that supports quality of life and economic development for the community to day and plans for the infrastructure needs of tomorrow.
Goal 4 Community character and quality of lifeNeighborhoods 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.
Goal 5 Innovative and efficient City governmentThe 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.
Council Priority A service or program that may not directly relate to the City's strategic goals, but is considered a Council priority Core Service Determination
Service / Program Name Service / Program Description or Key Activities Responsible Division Mandatory Services Criticality Strategic Goal Alignment Alignment Strength Operational Dependency Notes (Optional) List each service provided by the
department. Each row should represent one
distinct service or program.
Write a short description of the
service/program like what key
activities are involved.
List the related division within the
department. Note N/A if there are no
divisions.
Select the related service
requirements from the provided
categories.
Select the related criticality from
the provided categories.
Select the strategic goal that the
service best aligns with
Select how aligned the service is
across all of the Council's
strategic goals.
Select how operationally
dependent the service is to
overall city operations.
Provide any additional
information needed to
understand the
service.
Consider: Is the service required
by statute, City Code, regulation,
permit, grant, or court order?
Consider: Would failure create
life/safety, public health,
infrastructure, compliance,
financial, or litigation risk?
Consider: How closely does the
service directly support Council
priorities or a specific citywide
strategic goal?
Consider: How closely does the
service directly support all the
strategic goals and not just the
specific strategic goal in column
G?
Consider: Is the service required
for other departments or major
programs to operate?
ExamplePublic Safety Initiative
This program advances public safety
by decreasing response times for
priority 1 calls, coordinating closely
with County mental health staff, and
targeting resources towards violence
prevention.
Special Operations Division No mandate Low risk Economic opportunity for all Weak alignment (Little overlap between service and goal)No dependency
ExamplePublic Safety Initiative
This program advances public safety
by decreasing response times for
priority 1 calls, coordinating closely
with County mental health staff, and
targeting resources towards violence
prevention.
Special Operations Division Indirect or discretionary Limited risk Safety and reliance Moderate alignment (Some direct
support towards all strategic
goals)
Some dependency
ExamplePublic Safety Initiative
This program advances public safety
by decreasing response times for
priority 1 calls, coordinating closely
with County mental health staff, and
targeting resources towards violence
prevention.
Special Operations Division Policy-driven or grant-driven Moderate risk Reliable infrastructure Strong alignment (A lot of overlap between service and goal)Frequent dependency
ExamplePublic Safety Initiative
This program advances public safety
by decreasing response times for
priority 1 calls, coordinating closely
with County mental health staff, and
targeting resources towards violence
prevention.
Special Operations Division Legally required High risk or critical infrastructure Community character and quality of life
No alignment (No overlap
between service and goal)Citywide critical dependency
ExamplePublic Safety Initiative
This program advances public safety
by decreasing response times for
priority 1 calls, coordinating closely
with County mental health staff, and
targeting resources towards violence
prevention.
Special Operations Division No mandate Low risk Innovative and efficient City government
Weak alignment (Little overlap
between service and goal)No dependency
Services and Programs
Enter each major service or program once. The scoring columns feed the preliminary core/auxiliary classification; use the notes column for overrides or nuance.
Staffing Allocation and Position Control
Allocate FTE, part-time hours, seasonal hours, temporary hours, overtime, contractors, supervisors, and support staff to the services/programs listed above. Include vacant and frozen positions.
Position ID or Employee ID Position Title Service / Program Employment Category Budgeted Position Hours per year Annual Cost per position Supervisor / Support Staff Role Status Funding Source / Restricted
Funding Notes (Optional)
[HR Data]
List each position or employee
ID for each line item.
[HR Data]
Enter the official job title or
position classification within
the department.
List all service(s) provided by
the position. For positions that
support all services, such as
an executive, you can state
"All departmental services"
[HR Data]
Identify the employment type
for the position (e.g., Full-
Time, Part-Time, Temporary,
Seasonal, Limited-Term,
Contract, Intern, or Other).
[HR Data]
Enter the number of budgeted
Full-Time Equivalent (FTE)
positions represented by this
line item. For most individual
positions, this will be 1.0 or the
applicable fractional FTE (e.g.,
0.50, 0.75).
[HR Data]
Enter the annual scheduled
work hours for the position
based on its standard work
schedule (e.g., 2,080 hours for
a full-time employee working
40 hours per week). Use the
standard annual hours for the
applicable employment
category.
[HR Data]
Enter the current budgeted
annual cost for the position.
Include salary, employer-paid
benefits, retirement
contributions, payroll taxes,
and any other personnel-
related costs associated with
the position.
[HR Data]
Indicate whether the position
primarily serves in a
Supervisor/Manager, Support
Staff, Front-line/Program Staff,
or other functional role, using
your organization's standard
classifications.
[HR Data]
Indicate the current status of
the position (e.g., Filled,
Vacant, Frozen, Under
Recruitment, Temporary
Vacancy, Abolished, or Other).
Identify the primary funding
source supporting the position
(e.g., General Fund, Grant,
Enterprise Fund, Measure A).
Provide any additional
information needed to explain
the position, including shared
assignments across services,
grant funding expiration dates,
planned vacancies, upcoming
retirements, temporary
assignments, unique
responsibilities, or other
relevant context.
Totals 8.00 16,640.00 $600,000.00 XXXX Supervisor II Full-time 1.00 2080.00 $75,000.00 Supervisor/Manager Filled PSVS XXXX Supervisor II Part-time 1.00 2080.00 $75,000.00 Support staff Vacant General Fund XXXX Supervisor II Temporary 1.00 2080.00 $75,000.00 Front-line/program staff Frozen Grant Transformative Climate Communities
XXXX Supervisor II Seasonal 1.00 2080.00 $75,000.00 Contractor Under recruitment Enterprise Fund XXXX Supervisor II Limited-Term 1.00 2080.00 $75,000.00 Other Temporary Vacancy Transient Occupancy Tax XXXX Supervisor II Intern 1.00 2080.00 $75,000.00 Supervisor/Manager Unfunded General Fund XXXX Supervisor II Contract 1.00 2080.00 $75,000.00 Support staff Limited term General Fund XXXX Supervisor II Other 1.00 2080.00 $75,000.00 Other General Fund 3
Service / Program Fund / Funding Source Funding Type Personnel Cost Non-Personnel Cost Contract / Outsourced Cost Revenue Notes (Optional) List each service provided by the
department. This should match the
services listed on the services tab.
Identify the primary fund or funding source that
supports the service or program (e.g., General Fund,
Gas Tax, Measure A, Grants, Enterprise Fund,
Development Impact Fees). If multiple funding
sources support the service, list all sources and
estimated percentage allocation of each (e.g., 25%
General Fund, 75% Gas Tax)
Indicate whether the funding source is
aligned with the strategic goal of the service
or program.
Enter the annual budgeted cost of City
employees assigned to this service or
program. Include salaries, wages,
overtime, benefits, retirement
contributions, and other personnel-related
expenses.
Enter operating expenses other than
personnel or contracted services. Include
costs such as supplies, equipment,
utilities, maintenance, travel, training,
software subscriptions, materials, and
other direct operating costs associated
with the service.
Enter the annual cost of services
provided by contractors, consultants,
vendors, or partner agencies. Include
ongoing service agreements,
professional services, maintenance
contracts, and outsourced operations
directly supporting this service.
Enter the annual revenue generated or
directly allocated to support this service or
program. Include fees, permits, charges for
services, reimbursements, grants, or other
dedicated revenues associated with the
program. Leave blank or enter zero if the
service does not generate revenue.
Provide any additional information needed to
understand the service or budget. Include
assumptions, one-time costs, pending
changes, significant budget drivers, funding
limitations, service impacts, or other relevant
context.
ExamplePublic Safety Initiative Measure N Weak alignment (Little overlap between service and goal) $75,000 $150,000 $0 $225,000
ExamplePublic Safety Initiative Measure N Moderate alignment (Some overlap between service and goal) $75,000 $150,000 $0 $225,000
ExamplePublic Safety Initiative Measure N Strong alignment (A lot of overlap between service and goal) $75,000 $150,000 $0 $225,000
ExamplePublic Safety Initiative Measure N Weak alignment (Little overlap between service and goal) $75,000 $150,000 $0 $225,000
ExamplePublic Safety Initiative Measure N Moderate alignment (Some overlap between service and goal) $75,000 $150,000 $0 $225,000
Allocate personnel, non-personnel, contract costs, revenue, funding source, and restricted funding to each service/program.
Budget and Funding Allocation
Service / Function Current Delivery Model Vendor / Contractor Contract / PO Annual Spend In-House FTE Equivalent Notes (Optional) List each service provided by the
department. This should match the
services listed on the services tab.
Describe how the service is currently
delivered (i.e., In-house, Outsourced,
Mixed, Shared Service, or Other).
Select the option that best reflects the
current operating model.
Enter the name of the contractor,
consultant, vendor, or partner
organization currently providing the
service. If the service is performed
entirely by City staff, enter Not
Applicable.
Enter the contract number,
agreement number, purchase order
(PO) number, or other reference
associated with the outsourced
service. If multiple contracts support
the service, list all major agreements.
Enter the City's total annual
expenditure for the contracted service
based on the most recent fiscal year's
actual expenditures or the current
annual contract value. Include all
recurring contract costs associated
with the service.
Estimate the number of Full-Time
Equivalent (FTE) City positions that
would be required to perform the
service if it were delivered entirely by
City staff. Use the best available
operational estimate and document
any assumptions in the Notes
column.
Provide any additional information needed to evaluate the opportunity, including contract expiration dates,
procurement requirements, collective bargaining
considerations, legal or regulatory constraints, transition risks, required capital investments, vendor availability, operational dependencies, or assumptions used in
estimating costs and staffing impacts.
ExamplePublic Safety Initiative In-house ABC TECHNOLOGIES IN-123456 $300,000 2.00 Necessary to replace traffic signals ExamplePublic Safety Initiative Outsourced ABC TECHNOLOGIES IN-123456 $300,000 2.00 Necessary to replace traffic signals ExamplePublic Safety Initiative Mixed ABC TECHNOLOGIES IN-123456 $300,000 2.00 Necessary to replace traffic signals ExamplePublic Safety Initiative Shared service ABC TECHNOLOGIES IN-123456 $300,000 2.00 Necessary to replace traffic signals ExamplePublic Safety Initiative Other ABC TECHNOLOGIES IN-123456 $300,000 2.00 Necessary to replace traffic signals Identify currently outsourced/contracted functions.
Outsourcing and Contracts
Question Response
If you had to cut an additional 5% in operating expenses today, which line item would you propose to eliminate?
Do any of the identified line items support services or programs that are classified as Mandated or Essential
(based on the scores in the Services tab)? If yes, explain why these line items were selected for elimination instead of line items supporting less essential services or
programs.
In 1-2 sentences per line item, please explain the
anticipated impact to services/programs that would be
caused by eliminating each of the selected line items.
Potential Operating Expense Reductions
Provide ideas and context for potential operating expenditure reduction in this tab. 6
Question Response
Are there any operational efficiencies your department
would like to consider implementing? Examples may
include expanding the use of technology or automation,
outsourcing or contracting certain functions, consolidating services or processes, or other changes that could
improve efficiency while maintaining service levels.
Potential Efficiencies
Provide ideas and context for potential operational efficiencies in this tab. 7
Question Response
Are there any major shifts in service delivery or programming that you anticipate will impact your department in the next year. For example, is a new program coming online or are you anticipating outsourcing a function?
Are you currently tracking any workload measures or have had a recent assessment that indicate that your department or a team within your department is currently understaffed? Anything else that is important to consider when assessing potential staff reductions within your department?
Other Context (Optional Tab)
Include open information about the context and needs of the department. 8
Service / Program Service Hours Schedules / Shifts Minimum Staffing Levels Coverage Requirements Geographic Assignment / Zone Crew Structure Workload Queue / Dispatch Seasonal Staffing Model Supervisor Support Staff Peak Periods Service Constraints Notes (Optional) List each service provided by the
department. This should match the
services listed on the services tab.
Describe the hours during which the
service is provided (e.g.,
Monday–Friday, 8:00 a.m.–5:00
p.m.; 24 hours/day, 7 days/week;
weekends only; seasonal hours).
Include any after-hours or on-call
coverage if applicable.
Describe the work schedule used to
deliver the service. Include shift
lengths, number of shifts per day,
rotation schedules, alternative work
schedules (e.g., 4/10, 9/80, 12-hour
shifts), and any other scheduling
practices that affect staffing.
Enter the minimum number of staff
required to safely, legally, or
operationally provide the service
during normal operations. If
minimum staffing requirements vary
by shift, location, or time of day,
describe those requirements.
Describe how staffing coverage is
maintained to ensure uninterrupted
service. Include requirements for
vacations, sick leave, holidays,
emergency response, on-call
coverage, backfill expectations,
relief staffing, or required
certifications needed to maintain
operations.
Describe how the service area is
divided geographically, if applicable.
Include districts, zones, beats,
routes, facilities, neighborhoods, or
other assigned service areas used
to organize work. Enter "Not
Applicable" if geography is not a
factor.
Describe how staff are organized to
perform the work (e.g., one-person
assignments, two-person crews,
supervisor plus three field staff,
specialized teams, cross-functional
crews). Include typical crew
composition where applicable.
Describe how work is assigned and
prioritized. Indicate whether work is
scheduled, dispatched, generated
through a work order system, driven
by customer requests, routed
through a call center, or assigned
using another process. Include any
prioritization criteria if relevant.
Describe any seasonal changes in
staffing levels, schedules, or
resource allocation. Include
temporary employees, seasonal
hires, overtime, or service
adjustments made during peak or
low-demand periods. Enter "None" if
staffing remains consistent year-
round.
Identify the position or role primarily
responsible for supervising the
service or program. Include the title
(e.g., Public Works Superintendent,
Recreation Supervisor, Police
Sergeant) rather than an individual's
name whenever possible.
Identify administrative, technical, or
other support positions that assist
with delivering the service but are
not part of the primary operational
workforce. Include shared support
staff if applicable.
Describe the times when demand
for the service is highest. Include
days of the week, seasons, months,
weather events, emergencies,
special events, or other conditions
that significantly increase workload
or staffing needs.
Describe operational, regulatory,
contractual, budgetary, facility,
equipment, staffing, or other
limitations that affect the
department's ability to provide the
service or adjust staffing levels.
Include any mandates or service
level requirements that constrain
operations.
Provide any additional information needed to
explain the service delivery or staffing model,
including unique operating conditions,
planned changes, assumptions, cross-
department support, pilot programs, or other
context that will help reviewers understand
how the service is delivered.
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Public Safety Initiative
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Public Safety Initiative
If your department has specific schedules or crews, document schedules, shifts, minimum staffing, coverage requirements, service hours, geographic assignments, crew structures, workload queues, and seasonal staffing models.
Schedule Staffing Model (Optional Tab)