Kern County Grand Jury

2025-2026

14 reports

Findings & Recommendations 9 findings
F1: Kern County procurement offers local vendors, who did not provide the lowest bid, but came within 5% of the lowest bid, an opportunity to submit a new bid within 48 hours. “Such new bids must be in an amount less than or equal to the low bid announced by the Purchasing Agent.”1This provides preferential treatment to local vendors.
F2: To expedite purchases of needed supplies/services, the KCGS issues P-cards with a limit set by individual departments, generally $5,000. Limits may be adjusted depending upon the department’s needs.
F3: If a P-Card user splits one large transaction into several smaller transactions for the purpose of evading the spending limit, it is a violation of the County Purchasing Card policy.
F4: The Kern County Accounts Payable Section does not use Purchase Orders on all invoices, thereby making corrective action difficult.
F5: The Audit and Special Accounting Section of the Auditor-Controller-County Clerk’s office is short three Auditors; thus, it is unable to complete the required audits for all departments.
F6: The Accounts Payable Section of the Auditor-Controller-County Clerk’s Office does not have enough Fiscal Specialist Technicians to stay current with workload.
F7: To meet deadlines and stay current with workload, some County department staff have been electing to work through their lunch and rest breaks.
F8: Some Kern County departments do not record time-in/time-out on employee timesheets. Without accurate record keeping, hours worked are not shown. This creates a risk of underpayment, overpayment, inaccurate record keeping, and exposure in audits and grievances.
F9: The Grand Jury has found that adding needed staff to the Auditor-Controller-County Clerk Office and the Accounts Payable Section saves money by highlighting and controlling departmental errors and eliminating mistakes in processing invoices (e.g., duplicate invoices, overpayments, unmatched invoices, and tracking difficulties). County of Kern - Invitation to Bid for Services. Appendix C, Local Vendor Preference
Additional Recommendations 5

Not linked to specific findings.

R1: By August 31, 2026, to prevent errors the Kern County Accounts Payable Section should require the use of purchase orders on all invoices. This would reduce errors in: • Duplicate invoices • Unmatched invoices • Overpayment to vendors • Invoice tracking difficulties (Finding F4)
R2: By June 30, 2026, the Board of Supervisors should ensure all County departments adhere to P-card policies and procedures. (Findings F2 and F3)
R3: The Auditor-Controller-County Clerk Office should secure funding and hire three Auditors to fully perform audits for all County departments by January 31, 2027. (Finding F5)
R4: The Auditor-Controller-County Clerk Office should secure funding to hire additional Fiscal Specialist Technicians to keep accounts payable current by January 31, 2027. (Finding F6)
R5: By June 30, 2026, the Kern County Human Resources Department should request approval from the Board of Supervisors to include the following line items to the Kern360 - Time Tracking Workstream, which would allow accurate tracking of: • Start time • End time • Meal in/out Kern County is planning to go live with Kern360 Human Resources module in FY 2026-2027 (Findings F7 and F8). COMMENTS: The Grand Jury commends the Kern County General Services Department and the Auditor-Controller- County Clerk Office for their continued dedication conducting County business efficiently, while upholding the principles of transparency and accountability. The Grand Jury further expresses its appreciation to all staff members who participated in interviews and provided detailed information regarding the daily operations of the accounting and auditing divisions. Their professionalism, cooperation, and subject-matter expertise were essential to the Grand Jury’s review of internal processes, financial controls, and departmental practices. NOTES: • The Kern County Board of Supervisors and Kern County General Services should post a copy of this report where it will be available for public review. • People wishing to receive email notification of newly released reports may sign up at: www.kerncounty.com/grand-jury • Present and past Kern County Grand Jury Final Reports and Responses can be accessed on the Kern County Grand Jury website: www.kerncounty.com/grand-jury RESPONSE DEADLINES: • REQUIRED WITHIN 90 DAYS FROM: Board of Supervisors
Findings & Recommendations 4 findings
F1: The library has only one bookmobile to serve all of Kern County, making it difficult for the outlying communities of Kern County to access the services of the library.
F2: There are few bilingual staff or volunteers which impacts the accessibility of library services for those not fluent in English.
F3: Providing different language brochures and books can help our community by increasing accessibility.
F4: Keeping up with technological advancements is costly, but will greatly benefit the citizenry in the future.
Additional Recommendations 3

Not linked to specific findings.

R1: The Library Board apply for grant funding to secure an additional bookmobile by January 1, 2027. (Finding F1)
R2: The Library Board continue to prioritize the hiring of bilingual staff and the recruitment of bilingual volunteers. (Finding F2)
R3: The Library order brochures in languages other than English by January 1, 2027. (Finding F3) COMMENTS: The Grand Jury would like to thank the Kern County Library staff and volunteers for their cooperation and tours of the libraries. They gave us an abundance of information and knowledge, which was greatly appreciated. NOTES: • The Board of Supervisors and the Kern County Library should post a copy of this report where it will be available for public review. • Persons wishing to receive email notification of newly released reports may sign up at www.kerncounty.com/grandjury • Present and past Kern County Grand Jury Reports and Responses can be accessed on the Kern County Grand Jury website: www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 90 DAYS: Kern County Board of Supervisors All Findings and Re
Findings & Recommendations 3 findings
F1: The Department of Human Services is conducting an inventory of Safely Surrendered Baby kits at all fire stations and hospitals.
F2: If the parent or guardian loses the bracelet, and they want to reclaim their baby, there are other processes the Kern County Department of Human Services can use to ensure the baby is reunited with their legal parent or guardian.
F3: The Department of Human Services has English and Spanish posters, but they can provide translated printed posters in additional languages, if requested.
Additional Recommendations 2

Not linked to specific findings.

R1: By July 1, 2026, the Kern County Department of Human Services send the Grand Jury an update on their inventory of preparedness for the Safely Surrender Baby Program they are working on with the Kern County Fire Department and hospitals. (Finding F1)
R2: The Kern County Department of Human Services should keep up their great work. (Findings F1, F2 and F3) COMMENTS: The 2025-2026 Kern County Grand Jury would like to thank the Department of Human Services Safely Surrendered Baby Coalition Team for the time and effort they took in explaining and giving us the information needed. NOTES: • The Kern County Board of Supervisors and the Kern County Department of Human Services should post a copy of this report where it will be available for public review. • Persons wishing to receive an email notification of newly released reports may sign up at: www.kerncounty.com/grandjury • Present and past Kern County Grand Jury Final Reports and Responses can be accessed on the Kern County Grand Jury website: www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 90 DAYS FROM: Kern County Board of Supervisors
Findings & Recommendations 25 findings
F1: The Monitoring Team has failed to meet obligations as set forth in the Stipulated Judgment resulting in significant delays in the KCSO meeting full and effective compliance.
F2: The Monitoring Team did not create Compliance Metrics for the KCSO to follow in determining the question of “compliance” or “non-compliance” with the Stipulated Judgment. This left the KCSO with no clear way to determine what needs to be done to reach compliance.
F3: There was no provision to establish measurable guidelines or goalposts (compliance metrics), making it impossible for either the KCSO or the general public to assess compliance with the Stipulated Judgment.
F4: The Monitoring Team should have issued a Monitoring Plan for each year. There was no Monitoring Plan for 2023/24 and 2024/25, resulting in the KCSO being without a key framework for working with the Monitoring Team.
F5: The Monitoring Team could have sped up compliance by acting as expert advisors and should not have acted to block compliance without issuing compliance metrics.
F6: SJ 171 gives the Monitor final approval of a Monitoring Plan when unresolved differences arise, so there should have been no reason for Monitoring Plans not being created.
F7: Monitoring team staffing issues have affected Stipulated Judgment compliance and led to multiple delays in the KCSO’s compliance.
F8: There were multiple situations that slowed the KCSO’s ability to reach compliance, such as failure by the Monitoring Team to meet their obligations, Monitoring Team staffing issues, response delays by the Monitoring Team, and jurisdictional issues. These were issues out of the control of the KCSO, resulting in significant compliance delays.
F9: The KCSO is not using the ineffectiveness of the Monitoring Team as an excuse for their inability to reach compliance. This is in recognition of the fact that issues with the Monitoring Team have had considerable effect on the KCSO’s compliance.
F10: Delays in posting updated and approved policies online have resulted in the public not being well informed about the KCSO policies, e.g., Use of Force and K-9.
F11: K-9 policies have been updated and will be incorporated into the Use of Force policies under Section F Department Policies. The K-9 policies have not been posted online as of this report. The community will be better informed once these policies are posted.
F12: Department Policies posted online at www.kernsheriff.org do not have identifying information about what each section contains, making it difficult to find specific policies.
F13: The KCSO Annual Report for 2025 has not been posted online as of the issuing of this report, which has resulted in less transparency for the community about the KCSO activities.
F14: The pay incentive to pursue becoming a Certified Bilingual Translator is insufficient to encourage certification.
F15: The cost of bilingual certification is not paid for by the County of Kern resulting in fewer staff seeking certification.
F16: With the creation of the Compliance Bureau, the KCSO has shown their commitment to achieving compliance with the Stipulated Judgment and the high priority given to that end.
F17: The KCSO Compliance Bureau has worked diligently toward Stipulated Judgment compliance, which has resulted in many positive changes for Kern County citizens.
F18: The KCSO’s expansion of the Body Worn Camera Unit has resulted in increased public accountability.
F19: The Court appointed monitors serve on multiple Judgments and with other agencies. This is in opposition to guidelines in the 2021 Memorandum from the U.S. Attorney General, which states “…monitors in future consent decrees will no longer be able to serve on more than one monitoring team at a time.”
F20: Had the guidelines in the 2021 Memorandum from the U.S. Attorney General been followed, the Stipulated Judgment requirements could have been met in a more timely and cost-effective manner.
F21: Although the California Department of Justice has ultimate authority to determine compliance or non-compliance, it relies on input/advice from the Monitoring Team. This gives the monitoring team a monetary incentive to continue the Stipulated Judgment.
F22: There is a substantial financial burden on the taxpayers of Kern County as a result of the Stipulated Judgment, over and above monitoring costs.
F23: Monitoring Team invoices are paid prior to review by the KCSO, resulting in their inability to conduct a timely review of the fees charged. Only the courts can settle financial disputes between the Parties of the Stipulated Judgment.
F24: The County has paid for work done by the Monitoring Team to assist the California Department of Justice in their arguments for an extension of the Stipulated Judgment, which the County has petitioned against. This is a conflict of interest for the Monitoring Team.
F25: The two-year extension sought by the California Department of Justice was granted, resulting in increased costs to the taxpayers of Kern County, and leaving other community priorities with less emphasis.
Additional Recommendations 12

Not linked to specific findings.

R1: The KCSO pursue an end to the Stipulated Judgment. (Findings F22, and F25)
R2: The County of Kern appeal the ruling for a two-year extension of the Stipulated Judgment. (Findings F1 to F9, F21, F22, and F25)
R3: Unless there is a change in the Court’s ruling, the KCSO work towards achieving compliance with the Stipulated Judgment until December 22, 2027. (Findings F10 to F13)
R4: The KCSO maintain the Compliance Bureau. (Findings F16 and F17)
R5: The KCSO give priority to updating Department Policies regarding Use of Force, Section F, and posting them online with a deadline of December 31, 2026. (Findings F10 and F11)
R6: The KCSO incorporate K-9 policies into Section F Department Policies once the Use of Force policies are updated with a deadline of December 31, 2026. (Findings F10 and F11)
R7: The KCSO create a descriptive heading for each section of Department Policies making it easier for the public to find the appropriate policy with a deadline of December 31, 2026. (Finding F12)
R8: The KCSO publish their 2025 Annual Report with a deadline of July 31, 2026. (Finding F13)
R9: The County of Kern increase the pay incentive to become Bilingual Certified with a deadline of December 31, 2027. (Finding F14)
R10: The County of Kern include bilingual Certification costs for the KCSO in the FY 2026-2027 budget. (Finding F15)
R11: The County of Kern review and dispute unwarranted fees paid to the court-appointed monitors, especially in FY 2023-2024, and 2024-2025, and for work done by the Monitoring Team on assisting the California Department of Justice in their appeal, with a deadline of December 31, 2026. (Finding F1 to F9, F22 to F24)
R12: The KCSO require they be given detailed compliance metrics by July 1, 2026. (Finding F1 to F9) COMMENTS: The Grand Jury would like to thank the many staff members of the Kern County Sheriff’s Office for their time spent answering our questions, the Detention Deputies at the Lerdo County Jail for the tour, the Patrol Officers who gave us the opportunity for ride-alongs, and the Monitoring Team for meeting with us. The Grand Jury would also like to thank the Auditor-Controller’s office, and the Kern County Administrative Office. The Grand Jury appreciates the cooperation and information provided to us to make this report possible. NOTES: • The Kern County Board of Supervisors and the Kern County Sheriff’s Office should post a copy of this report where it will be available for public review. • Persons wishing to receive an email notification of newly released reports may sign up at: www.kerncounty.com/grandjury • Present and past Grand Jury Final Reports and Responses can be accessed on the Grand Jury website: www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 90 DAYS FROM: Kern County Board of Supervisors
Findings & Recommendations 6 findings
F1: A state grant of $1,014,892 has been received to merge the two systems. This requires some laying of pipe and a few connections.
F2: In the proposal for the merger, it is written that the LOW customers will not bear any of the District’s debt. Location of hearing will be at the Frazier Park Recreation Building, 3801 Park Drive, Frazier Park, CA.
F3: The District is using eminent domain to obtain the site for well #8.
F4: The Eminent Domain process was started on January 8, 2024. A Prejudgment Possession was obtained on January 22, 2024; trial is set for April 12, 2027.
F5: The Nitrate issue has been mitigated by the LOW through mixing lower Nitrate wells with higher Nitrate wells, to bring the levels to government standards.
F6: Routine monthly expenditures under $3,000 require two board member signatures; three Board members’ signatures are required on checks over $3,000.
Additional Recommendations 4

Not linked to specific findings.

R1: The District and the LOW continue to participate in the merger talks. (Finding F1)
R2: The LOW customers should not be liable for any pre-merger debts incurred by the District. (Finding F2)
R3: The District should make every effort to obtain an easement or complete the eminent domain process before April 12, 2027. (Finding F3)
R4: Two or three board member signatures required for routine monthly expenditures is excessive and micro-management. The board should revisit this policy by June 30, 2026. (Finding F6) Comments: The Grand Jury would like to thank staff members of Frazier Park Public Utility District and Lake of the Woods Mutual Water Company for their time meeting with the Grand Jury and answering questions. NOTES: • The Frazier Park Public Utility District and Lake of the Woods Mutual Water Company should post a copy of this report where it will be available for public review. • Persons wishing to receive an email notification of newly released reports may sign up at: www.kerncounty.com/grandjury • Present and past Kern County Grand Jury Final Reports and Responses can be accessed on the Kern County Grand Jury website: www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 90 DAYS FROM: Frazier Park Public Utility District Board of Directors
Findings & Recommendations 4 findings
F1: By providing balanced and nutritious meals, the new kitchen is an extensive investment aiding in students’ success.
F2: There are plans to expand internships to engage students through extensive cooking demonstrations and tasting activities enabling them to work in culinary services.
F3: The Central Kitchen also helps the community by creating jobs and strengthening the local food economy.
F4: The Central Kitchen participation in the “Food Recovery and Donation Program” helps eliminate food waste in our community.
Additional Recommendations 1

Not linked to specific findings.

R1: By August 31, 2026, the Kern County Superintendent of Schools explore opportunities to secure funding to expand the training opportunities at the Central Kitchen. (Finding F2) 2 JobsPlus is an employer incentive which encourages and rewards employer who offer employment opportunities to individuals who are unemployed. COMMENTS: The 2025-2026 Kern County Grand Jury would like to thank the staff at the Central Kitchen for their cooperation and participation when conducting interviews and tours. The Grand Jury was impressed with the variety of services provided to the community. NOTES: • The Kern County Superintendent of Schools Central Kitchen should post a copy of this report where it will be available for the public to view. • Persons wishing to receive an email notification of newly released reports may sign up at: www.kerncounty.com/grandjury • Present and past Kern County Grand Jury final reports and responses can be accessed on the Kern County Grand Jury website: www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 60 DAYS FROM: Kern County Superintendent of Schools
Findings & Recommendations 5 findings
F1: Currently, most senior activities are scheduled Monday through Friday, this limits evening and weekend access for seniors.
F2: Reservations are required for transportation provided by Golden Empire Transit with a fee, determined by age, disability, etc.
F3: The District’s website has been updated to be more user friendly, providing greater overview of the activities being offered with dates, times, and cost to participate.
F4: The Rasmussen Senior Center and Meals on Wheels only operate on weekdays, leaving few viable options for meals for seniors on weekends.
F5: The California Prevailing Wage requirements create a major obstacle for developing additional park sites.
Additional Recommendations 2

Not linked to specific findings.

R1: By July 1, 2026, the District explore and report on increasing weekend and evening activities for seniors, families and/or children. (Findings F1, F4)
R2: By July 1, 2026, the District include funding for weekend meals in the budget. (Finding F4) COMMENTS: The 2025-2026 Kern County Grand Jury thanks the District staff for their cooperation in providing information for this report. NOTES: • The North of The River Recreation and Park District should post a copy of this report where it will be available for public review. • Persons wishing to receive an email notification of newly released reports may sign up at: www.kerncounty.com/grandjury • Present and past Kern County Grand Jury Final Reports and Responses can be accessed on the Kern County Grand Jury website: www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 90 DAYS FROM: Board of Directors, North of The River Recreation and Park District RESPONSES ARE REQUIRED PURSUANT TO PENAL CODE §§933(c) AND 933.05: • PRESIDING JUDGE SUPERIOR COURT OF CALIFORNIA COUNTY OF KERN 1415 TRUXTUN AVENUE, SUITE 212 BAKERSFIELD, CA 93301 • TRUXTUN AVENUE, SUITE 600 BAKERSFIELD, CA 93301 Reports issued by the Grand Jury do not identify individuals interviewed. Cal. Penal Code §929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. ADDENDUM: 2025-2026 Kern County Grand Jury Report 6 .der ni deniltuo tcirtsiD skraP dna noitaerceR reviR ehT fo htroN eht fo tnirptoof eht syalpsid pam sihT
Findings & Recommendations 8 findings
F1: The City does not have a process to routinely review traffic patterns across the City, which can lead to citizens' complaints about congestion and speeding.
F2: For over 26 years, Public Works has not increased Traffic Engineering staff levels. This can cause numerous long-term problems, including long waits for new project approvals, reliance upon less-skilled positions to take up the slack, and an inability to proactively respond before citizens complain.
F3: The City may be losing trained engineers and staff to other regions and companies due to higher pay scales and/or lower workloads.
F4: The Public Works Department and BPD do not routinely meet to assess traffic concerns. This may cause conflicts of interest between the departments concerning speed enforcement, and congestion control.
F5: The many City Plans (General Plan and various Local Traffic Plans) created over the last two decades are sometimes conflicting, redundant, or no longer relevant. There is not a single website where all relevant plans can be found.
F6: The City’s website does not have a clear online pathway for citizens to file complaints about traffic-specific concerns, including reports of excessive speeding; thus, there is a reliance upon BPD traffic enforcement rather than reviewing engineering issues.
F7: The Public Works staff are dedicated employees, as demonstrated by their hard work to remain up to date regarding traffic engineering and regulations.
F8: The Public Works Department and the Traffic Division do not regularly schedule reviews of city codes regarding street transitions to collectors and/or arterials. Regularly scheduled reviews could ensure the latest traffic calming tools are applied to local streets and all new development.
Additional Recommendations 7

Not linked to specific findings.

R1: By July 1, 2026, the City should implement a routine review of traffic patterns for all streets. This should occur every two years and may be able to utilize interns to take some of the workload off regular staff. (Finding F1, F3, F8)
R2: By July 1, 2026, the City should review staffing levels and workloads within the Public Works Department to address the increase in traffic, land area, and ever-changing State regulations. (Finding F2, F3)
R3: The City should conduct a pay equity study for the Public Works Department, including workload requirements, to be implemented no later than July 1, 2026. This study should be completed and published on the City’s website by November 1, 2026. (Finding F2,
R4: By August 1, 2026, the City should work with the Engineering Department at California State University, Bakersfield to bring interns into Public Works. This could help the City reduce workloads and identify potential new employees before losing them to other job markets. (Finding F2, F3)
R5: By July 1, 2026, Public Works and BPD should set up formal annual or biannual meetings between representatives of each department to review and address traffic concerns. (Finding F4)
R6: The City Council should conduct a full review of all current City traffic plans to be completed by September 1, 2026. These plans should be incorporated into the General Plan, and compiled into easily accessible and consistent formats. (Finding F5, F8)
R7: By July 1, 2026, the City should include forms in its app, allowing citizens to easily submit concerns about speeding or other traffic issues. (Finding F6) COMMENTS: The 2025-2026 Kern County Grand Jury thanks the City of Bakersfield staff who took the time to explain current traffic rules and regulations. It is also appreciated they were open about their opinions and offered valuable suggestions to help the people of Bakersfield. NOTES: • The City of Bakersfield and the City of Bakersfield Public Works Department should post a copy of this report where it will be available for public review. • Persons wishing to receive an email notification of newly released reports may sign up at: www.kerncounty.com/grandjury • Present and past Kern County Grand Jury Final Reports and Responses can be accessed on the Kern County Grand Jury website: www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 90 DAYS FROM: City of Bakersfield City Council City of Bakersfield Public Works Department • REQUESTED WITHIN 90 DAYS FROM: City of Bakersfield Police Department RESPONSES ARE REQUIRED PURSUANT TO PENAL CODE §§933(c) AND 933.05: • PRESIDING JUDGE SUPERIOR COURT OF CALIFORNIA COUNTY OF KERN 1415 TRUXTUN AVENUE, SUITE 212 BAKERSFIELD, CA 93301 • TRUXTUN AVENUE, SUITE 600 BAKERSFIELD, CA 93301 Reports issued by the Grand Jury do not identify individuals interviewed. Cal. Penal Code §929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. FIGURE 1 Drawing displaying the difference between a speed hump and a speed bump https://highways.dot.gov/safety/speed-management/speed-management-countermeasures-more-just-speed- humps FIGURE 2 Photo of City of Bakersfield street crew installing a new traffic calming hump https://storymaps.arcgis.com/stories/23c4e43cdfdb424fb89be0d9c786ba9a ADDENDUM A Arterial Streets 1. Major (Principal) Arterial: The major arterial (referred to as a principal arterial by AASHTO) serves the major center of activities of urbanized areas, the highest traffic volume corridors, the longest trip, and carries a high proportion of a total urban travel on a minimum of mileage. The system should be integrated both internally and between major rural connections. The major arterial system carries most of the trips entering and leaving the area as well as most of the through movements bypassing the central city. In addition, significant intra-area travel such as between central business districts and outlining residential areas, between major inner-city communities, and between major suburban centers, is served by major arterials. Frequently, the major arterial carries important intra-urban as well as inter-city bus routes. Finally, in urbanized areas, this system provides continuity for all rural arterials that intercept the urban boundary. Access to private property from the major arterial is specifically limited in order to provide maximum capacity and through movement mobility. Although, no firm spacing rule applies in all or even in most circumstances, the spacing between major arterials may vary from less than 1 mile in highly developed central areas to 5 miles or more in developed urban fringes. 2. Minor Arterial: The minor arterial inter-connects with and augments the major arterial system. It accommodates trips of moderate length at a somewhat lower level of travel mobility than major arterials. This system places more emphasis on land access but still has specific limits on access points. A minor arterial may carry local bus routes and provide intra-community continuity but ideally does not penetrate identifiable neighborhoods. This system includes urban connections to rural collector roads where such connections have not been classified as urban major arterials. The spacing of minor arterials may vary from 1/8 to 1/2 mile in highly developed areas to 2 to 3 miles in suburban fringes but is not normally more than 1 mile in fully developed areas. Collector Streets The collector street system provides both land access and traffic circulation within residential neighborhoods and commercial and industrial areas. It differs from the arterial system in that facilities on the collector system may penetrate residential neighborhoods, distributing trips from the arterials through the area to their ultimate destinations. Conversely, the collector street also collects traffic from local streets in residential neighborhoods and channels it into the arterial system. In the central business district, and in other areas of similar development and traffic density, the collector system may include the entire street grid. 1. Major Collector: This type of street provides for movement of traffic between arterial routes and minor collectors and may collect traffic, at moderately lower speeds, from local streets and residential and commercial areas. A major collector has control of access to abutting properties with a majority of access at local street connections. Normally, a slightly higher emphasis is placed on through movements than direct land access. 2. Minor Collector: This type of street provides movement of traffic between major collector routes and residential and commercial local streets as well as providing access to abutting property at moderate low speeds. Consideration for through movements and direct land access is normally equal. Local Streets Local streets allow direct access to abutting land and connections to the higher order street systems. They offer the lowest level of mobility and deliberately discourage major through traffic movements. Definitions provided by Iowa Statewide Urban Design and Specifications Manual (https://www.iowasudas.org/wp-content/uploads/sites/15/2025/12/SUDAS_Design_2026_Edition.pdf) ADDENDUM B TRAFFIC CALMING REQUEST FORM FROM NTCP CITY OF BAKERSFIELD PUBLIC WORKS DEPARTMENT NEIGHBORHOOD TRAFFIC CALMING PROGRAM REQUEST FORM THE PURPOSE OF THIS FORM IS TO ENABLE RESIDENTS, BUSINESS OWNERS, AND STAKEHOLDERS WITHIN THE CITY OF BAKERSFIELD TO REQUEST AN EVALUATION OF POTENTIAL TRAFFIC CALMING SOLUTIONS FOR A PROBLEM LOCATION OR LOCATIONS WITHIN THE CITY. BY DOING SO, THE APPLICANT IS INITIATING THE FIRST PHASE OF THE CITY’S NEIGHBORHOOD TRAFFIC CALMING PROGRAM OR NTCP. THIS FORM MUST BE FILLED OUT COMPLETELY, INCLUDING APPLICANT INFORMATION, A DESCRIPTION OF THE ISSUE(S) AT HAND, THE LOCATION(S) OF CONCERN, ANY DESIRED SOLUTIONS (IF KNOWN), AND THE SIGNATURES AND CONTACT INFORMATION OF ANY ADDITIONAL AFFECTED PARTIES WHO SUPPORT THE REQUEST. APPLICANT NAME: ___________________________ DATE OF SUBMISSION: ______________________ APPLICANT EMAIL/PHONE: _________________________________________________________________ APPLICANT ADDRESS: __________________________________________________________________ ___ PLEASE DESCRIBE THE TRAFFIC AND/OR SAFETY ISSUE(S) OF CONCERN: __________________________________________________________________ ___________________ __________________________________________________________________ ___________________ __________________________________________________________________ ___________________ __________________________________________________________________ __________________. PLEASE IDENTIFY THE LOCATION(S) OF CONCERN INCLUDING STREET NAME(S), NEAREST INTERSECTION, AND THE EXTENT OF THE IMPACTED AREA. YOU MAY INCLUDE A MAP OR SKETCH WITH YOUR SUBMITTAL IF DESIRED. __________________________________________________________________ ___________________ __________________________________________________________________ ___________________ __________________________________________________________________ ___________________ __________________________________________________________________ __________________. IF KNOWN, PLEASE INDICATE THE DESIRED SOLUTION OR OUTCOME YOU WISH TO OBTAIN FROM THE NTCP. __________________________________________________________________ ___________________ __________________________________________________________________ ___________________ __________________________________________________________________ ___________________ __________________________________________________________________ __________________. CITY OF BAKERSFIELD PUBLIC WORKS DEPARTMENT PLEASE PROVIDE THE NAMES, SIGNATURES, ADDRESSES, AND CONTACT INFORMATION OF ANY ADDITIONAL RESIDENTS, PROPERTY OWNERS, BUSINESS OWNERS, OR OTHER STAKEHOLDERS WITHIN THE AFFECTED AREA THAT WOULD LIKE TO DEMONSTRATE SUPPORT FOR THIS REQUEST. NAME SIGNATURE ADDRESS EMAIL PHONE 1)_________________________________________________________________ __________________ 2)_________________________________________________________________ __________________ 3)_________________________________________________________________ __________________ 4)_________________________________________________________________ __________________ 5)_________________________________________________________________ __________________ 6)_________________________________________________________________ __________________ 7)_________________________________________________________________ __________________ 8)_________________________________________________________________ __________________ 9)_________________________________________________________________ __________________ 10)________________________________________________________________ __________________. ADDITIONAL COMMENTS __________________________________________________________________ ___________________ __________________________________________________________________ __________________. UPON COMPLETION, THIS FORM CAN BE SUBMITTED ELECTRONICALLY VIA THE CITY’S NTCP WEBSITE OR PRINTED AND SUBMITTED BY MAIL OR IN-PERSON TO: BAKERSFIELD PUBLIC WORKS DEPARTMENT 1600 TRUXTUN AVENUE BAKERSFIELD, CA 93306 FOR QUESTIONS ABOUT THIS FORM, PLEASE CONTACT BAKERSFIELD PUBLIC WORKS BY EMAIL AT [email protected] OR BY PHONE AT (661) 326-3724 Screenshot of 2025 Caltrans Plan Manual. Manual includes all requirements for general street construction and drainage. dot.ca.gov/-/media/dot-media/programs/design/documents/2025-standard-plans-locked.pdf
Findings & Recommendations 7 findings
F1: The District website has not been updated with current information to keep the public informed.
F2: The Board of Directors does not follow the Operations Manual concerning attendance; some members are missing more meetings than allowed.
F3: A member of the public has been taking Board Meeting Minutes contrary to the Operations Manual. The Operations Manual requires the General Manager to take the Board Meeting Minutes.
F4: The District is losing money each year, which is unsustainable.
F5: A corporate donor has loaned a part-time Grant Writer to the District for six months.
F6: If the swimming pool was five feet longer, it could be used as an official competition pool generating more revenue for the District.
F7: The District did not comply with Gov.Code 1780(a)(b), by failing to notify the Kern County Elections Office.
Additional Recommendations 9

Not linked to specific findings.

R1: Effective immediately, the Board of Directors should follow the Operations Manual which states “Board members are not allowed to miss three consecutive meetings or six per year.” (Finding F2)
R2: By April 1, 2026, the General Manager should start recording the meeting minutes in compliance with the Operations Manual. (Finding F3)
R3: Effective immediately, the District should continue to search for supplemental funding, such as registering with the Kern Community Foundation, and accessing California Grants portal website, www.grants.ca.gov. (Finding F4)
R4: Effective immediately, the District should hire a full-time Grant Writer. (Finding F5)
R5: By April 1, 2026, consider selling the naming rights to various baseball, soccer fields, weight room, pool and the gymnasium to generate revenue. (Finding F4)
R6: By August 1, 2026, a minimum of two people should be on the staff who can update and work on the District website. (Finding F1)
R7: By April 1, 2026, update the District website. (Finding F1)
R8: By August 1, 2026, extend the swimming pool five feet. (Finding F6)
R9: Effective immediately, the District needs to come into compliance with Gov.Code 1780. (Finding F7) COMMENTS: The 2015-2016 Grand Jury Report shows a loss of $200,000. The 2021-2022 report shows a loss of $95,557. In 2025, the District operated at a $102,924 loss. Something needs to happen quickly; the District cannot keep operating at this level. There are a lot of good people involved in the District who are trying their best to keep it going. The Grand Jury encourages all the Board Members and staff to continue their effort. The community of Buttonwillow and surrounding areas need the Recreation & Park District to be kept alive. NOTES: • The Buttonwillow Recreation and Park District should post a copy of this report where it will be available for public review. • Persons wishing to receive an email notification of newly released reports may sign up at: https://www.kerncounty.com/grandjury • Present and past Kern County Grand Jury Final Reports and Responses can be accessed on the Kern County Grand Jury website: https://www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUIRED WITHIN 90 DAYS FROM: Buttonwillow Recreation and Park Board of Directors RESPONSES ARE REQUIRED PURSUANT TO PENAL CODE §§933(c) AND 933.05: • PRESIDING JUDGE SUPERIOR COURT OF CALIFORNIA COUNTY OF KERN 1415 TRUXTUN AVENUE, SUITE 212 BAKERSFIELD, CA 93301 • TRUXTUN AVENUE, SUITE 600 BAKERSFIELD, CA 93301 Reports issued by the Grand Jury do not identify individuals interviewed. Cal. Penal Code §929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury.
Findings & Recommendations 6 findings
F1: If school districts do not post current lunch menus on their websites, it diminishes students‘ ability to decide what to eat.
F2: Not all schools are using nutritional posters as recommended by the USDA.
F3: Many schools do not have garden programs to provide fresh fruit and vegetables for educational purposes.
F4: The school kitchens and cafeterias visited by the Grand Jury appeared to be clean and well organized.
F5: Not all school districts’ websites have a current local wellness plan available.
F6: School districts do not consistently work with other districts for bargaining power in purchasing food from different vendors.
Additional Recommendations 4

Not linked to specific findings.

R1: Send a memorandum to all school district nutrition supervisors by August 1, 2026, advising them to post current menus on their websites if they are not already doing so. (Finding F1)
R2: Coordinate all schools to use school age-appropriate nutrition related posters in their cafeterias using “Team Nutrition” website to access printable posters, by August 1, 2026. (Finding F2)
R3: By July 1, 2026, send out an advisory to all nutrition supervisors and principals to reach out to other schools and visit their cafeterias to share ideas. (Finding F6)
R4: By August 1, 2026, send out a memorandum to all schools to have their current local wellness plan available on their websites, using the KCSOS website for guidance. (Finding F5) COMMENTS: The Grand Jury would like to thank the Kern County school officials for their cooperation in the investigation of the schools’ nutrition programs. We would also like to thank the staff for sharing their time and knowledge. RESPONSE DEADLINE: • REQUIRED WITHIN 60 DAYS FROM: Kern County Superintendent of Schools
Findings & Recommendations 8 findings
F1: MFPUs are not given inspection grades like restaurants.
F2: Mobile food vendors are not found on the Safe Diner’s website portal.
F3: Kern County’s online Safe Diner Portal is found to be difficult to locate.
F4: Due to lack of funding from the Kern County Supervisors there is no revenue to hire additional Environmental Health Specialists for the unpermitted food vendors.
F5: Due to pay inequities, the EHD is continuing to lose trained Environmental Health Specialists to other counties.
F6: Normal work hours of the unpermitted food vendor Inspectors do not coincide with the customary operating hours of the unpermitted food vendors.
F7: Unpermitted food vendor Inspectors do not wear professional uniform while performing their field inspections; this diminishes their ability to operate safely.
F8: Law enforcement does not consistently provide priority service to EHD while conducting field inspections for unpermitted food vendors.
Additional Recommendations 7

Not linked to specific findings.

R1: By July 31, 2026, the EHD should revise the Inspection Policy for the MFPUs to include publicly posted letter grades similar to “brick and mortar” restaurants. (Finding F1)
R2: By July 31, 2026, the EHD should increase expansion of the Kern County Safe Diner portal to include MFPUs and inspection infractions. (Finding F2)
R3: By May 31, 2026, the EHD should increase outreach and marketing for the Safe Diner portal, such as adding it to www.kerncounty.com. (Finding F3)
R4: By November 30, 2026, the Kern County Department of Health request the Board of Supervisors provide funding for additional unpermitted vendor inspectors/techs. (Findings
R5: By July 1, 2026, the EHD should mandate professional uniforms for the unpermitted food vendor inspectors. (Finding F7)
R6: By November 30, 2026, the Board of Supervisors open a pay inequity study of the Environmental Health Specialist/Tech pay scale and adjust accordingly. (Finding F5)
R7: By July 31, 2026, the EHD and law-enforcement agencies should prioritize coordination while conducting unpermitted vendor field inspections. (Finding F8) COMMENTS: The Grand Jury commends the Kern County Department of Public Health and the Environmental Health Division for their ongoing efforts to protect public health and ensure safe food practices. The Grand Jury also expresses appreciation to all staff who provided information and for their cooperation throughout this inquiry. RESPONSE DEADLINES: • REQUIRED WITHIN 90 DAYS FROM: Board of Supervisors
Findings & Recommendations 12 findings
F1: Not all Kern County cities have current disaster plans, leading to an inability to coordinate with the OES.
F2: The County does not have a permanent Manager for the critical Office of Emergency Services. This position relies upon interpersonal communication for the efficient response to emergencies and has been left vacant for months.
F3: The OES has a state-of-the-art facility, and there is no apparent need for further upgrades at this time.
F4: The OES uses tabletop practices for disaster response but does not practice real- time field exercises.
F5: ReadyKern notification and Genasys Protect systems do not have the ability for registrants to note disabilities or the need for special transport when registering. This could lead to delays in evacuation. (Addendums C and D)
F6: There are not sufficient coordinated efforts by the County and cities to inform residents about the need to prepare for a disaster; thus, many residents are unaware of the need to have disaster plans.
F7: The OES has 10 emergency trailers: Three are Americans with Disability Act (ADA) equipped, one is a specialized ADA shower trailer. The remaining six are shelter supply trailers. This appears to be sufficient to meet the current disaster needs of the County. (Addendum E)
F8: The Kern County Sheriff’s Office is implementing a new software program that allows deputies to use drop-down menus on cell phones to geolocate all residences and notify their command centers that contact has or has not been made. This system does not coordinate with Genasys or the OES.
F9: The County Emergency Operations Plan is specific in stating, “All Kern County residents share responsibility for minimizing the impacts of disasters on the community….” Therefore, the expectations are that residents should be responsible for their own welfare.
F10: County residents have been asked to have Go Bags ready should they need to evacuate. Currently, it is estimated that less than 10% of residents have a Go Bag prepared.
F11: The Federal Emergency Management Agency (FEMA) has historically been a major funder and driver of disaster preparedness. It is unknown how federal administration policies will affect FEMA’s programs and their impact on OES.
F12: The County has plans for the notification, transport to, and placement in shelters for the elderly, handicapped, and disabled residents. The County does not have a reliable program for residents to pre-notify the OES of special needs in the event of a disaster.
Additional Recommendations 8

Not linked to specific findings.

R1: By June 1, 2026, all incorporated cities in the County should have current Emergency Plans in place. The plans must be reviewed every 4 years. The plans should be coordinated with other local and regional authorities. (Finding F1)
R2: A field exercise incorporating the OES, along with local city resources, should be held at a minimum once every four years, allowing bottom-up input from on-the- ground responders. The first such exercise should occur not later than December 1, 2026. (Finding F4)
R3: The OES Manager is a critical position for the safety of residents. This position should never be left vacant and needs priority hiring. The process requires urgent attention and should be fully completed no later than April 1, 2026. (Finding F2)
R4: By June 1, 2026, a resident-friendly registration system should be implemented to prevent confusion and allow consistent, reliable communication of emergency notices to the public. (Findings F5, F6)
R5: By June 1, 2026, the Department of Aging and Adult Services should provide basic disaster response training to all In-Home Supportive Services (IHSS) staff. The IHSS should be encouraged to inform their clients about disaster preparation. (Findings F6, F9, F10)
R6: The KCSO’s new geo-location software should be fully implemented and automatically update the OES command in real time. This should be completed by November 1, 2026. (Finding F8).
R7: Elderly and disabled residents should be assisted with preparing Go Bags by County or City volunteers. The Department of Aging and Adult Services should implement this by June 1, 2026. (Finding F6, F10)
R8: The ReadyKern form should include an option for residents to note they need assistance in emergencies. This should be implemented by April 1, 2026. (Finding F5) COMMENTS: The Grand Jury would like to thank the City and County staff who took time to answer many questions. They provided valuable insight into the management of disasters, particularly in responding to the needs of the disabled, non-ambulatory, and elderly. The staff were professional and courteous at all times, and have been directly responsible for protecting and, in some instances, saving residents’ lives in times of emergency. NOTES: • The Kern County Board of Supervisors should post a copy of this report where it will be available for public review. • Persons wishing to receive an email notification of newly released reports may sign up at: https://www.kerncounty.com/grandjury • Present and past Kern County Grand Jury Final Reports and Responses can be accessed on the Kern County Grand Jury website https://www.kerncounty.com/grandjury RESPONSE DEADLINE: • REQUESTED WITHIN 90 DAYS FROM: The Kern County Board of Supervisors. Findings F1 - F12, Recommendations R1 - R8. • REQUESTED WITHIN 90 DAYS FROM: Kern County Fire Department.
Findings & Recommendations 5 findings
F1: Workday software incorporates a self-help training feature, which may allow staff to work more independently, possibly reducing administrative overhead.
F2: Kern360 data input errors for the month of June could be considered a clear indication of limited training.
F3: Repetitive use of Kern360 will enhance the users’ abilities to improve end results.
F4: Reports indicate that, to date, the projected timelines for program completion are not being met, and would benefit from utilizing temp services.
F5: In order to implement a smooth transition to HCM, one additional Analyst position is needed.
Additional Recommendations 5

Not linked to specific findings.

R1: By March 2, 2026, the County administration (administration) should ensure that staff training includes the self-help program, and is utilized to reduce additional administrative training costs. (Finding F1)
R2: By March 2, 2026, management needs to ensure that all training is mandated and documented for all accounting staff. (Finding F2)
R3: By January 31, 2026, the administration should schedule a set time for proper individualized training, as needed. (Finding F3)
R4: By March 2, 2026, the administration should ensure timely implementation of Kern360, by investigating the use of outside temp services to provide additional help, as needed. (Finding F4)
R5: By March 2, 2026, the administration should ensure a smooth transition to the HCM, by adding an additional Analyst to the support team. (Finding F5) COMMENTS: The 2025-2026 Kern County Grand Jury would like to thank those interviewed from the County Administrative and the Auditor-Controller Offices, members of the Kern360 Steering Committee, and other administrative staff for sharing their knowledge regarding staffing, funding and operations. The Grand Jury would also like to commend the Kern County Administrative staff for their acquisition of the Workday Enterprise Resource Planning System. RESPONSE DEADLINES: • REQUIRED WITHIN 90 DAYS FROM: Board of Supervisors
Findings & Recommendations 8 findings
F1: The 25% budget cut to the DPH services and programs has caused a health care risk to the Kern community.
F2: Restoration of funds to the DPH 2024-2025 budget levels could help maintain services.
F3: Reductions in workforce will keep programs and services from being fully reimplemented.
F4: The loss of the Grant Writer position eliminates the DPH’s ability to secure new funding through grants.
F5: The DPH is in need of additional funding for testing and treatment because the CDC has rated Kern County as an elevated disease area for STIs, Diabetes, and Valley Fever.
F6: The reduction of appointment availability at the DPH and Kern Medical may cause undue hardship for residents needing medical treatment.
F7: The closure of the Kern County Health Department clinic in Shafter will cause hardship for patients with limited access to transportation.
F8: The DPH and Kern Medical provide identical clinical services.
Additional Recommendations 7

Not linked to specific findings.

R1: Effective May 1, 2026, the Board of Supervisors (BOS) should restore the DPH budget to 2024-2025 level adjusted for inflation. This will ensure proper restoration of services for the residents of Kern County. (Findings F1, F2)
R2: By May 1, 2026, the BOS should provide additional funding for testing and treatment of STDs, Diabetes, and Valley Fever. (Finding F5)
R3: By December 1, 2025, the DPH and Kern Medical should implement Public Service Announcements (PSAs) through local media platforms to inform the public of other clinic locations available to receive treatment. (Finding F6, F7)
R4: By February 1, 2027, the DPH should restore clinic services to Shafter. (Finding F7)
R5: By February 1, 2027, the DPH should restore services through their mobile unit. (Finding F7)
R6: By December 1, 2025, the Grand Jury recommends the DPH and BOS work together to re-establish the grant writer position to acquire funding through available grants. (Finding F4)
R7: By June 30, 2026, the BOS should investigate merging the DPH clinical services into Kern Medical. (Finding F8) COMMENTS: The 2025-2026 Kern County Grand Jury would like to thank the Department of Public Health and its Advisory Management Team, and Kern Medical for sharing their time and knowledge. RESPONSE DEADLINES: • REQUIRED WITHIN 90 DAYS FROM: Board of Supervisors

Additional documents

Documents found alongside this year's reports, not grand jury reports or responses.