HomeMy WebLinkAboutFY 2008-09 City of Bakersfield Final Budget DocumentABOUT THE COVER Mill Creek is a master planned mixed use development that will be centered along a new 1 ½ mile linear park and waterfront – stretching from Golden State Avenue to California
Avenue and positioned along the Kern Island Canal. Renovations in Central Park began in December 2007 with the creation of a new pond. A new bicycle and walking path, historic themed
lighting, benches, lighted pedestrian bridge, trees, landscaping, and fencing are under construction. In addition, the canal will be lined and the placement of large boulders will be
installed to provide a continued wild and scenic river look that replicates some areas of the upper Kern River. Additional improvements planned along the remaining northern and southern
portions of the canal will begin in December 2008. The master planned developments include nearly 400 residential units, over 200,000 square feet of new commercial space, and the renovation
of Central Park as the center point. The renovated park will enjoy new plaza space and the????? linear addition will have areas that will allow regular programming by the Recreation
& Parks Department for community venues. The General Services Agency is also considering Central Park as a potential location for a new Federal Courthouse. The Mill Creek master planned
project is expected to take approximately five years to complete and will be home to several new commercial attractions that include a mix of new restaurants, a new cinema complex and
additional shopping. Funding for the project comes from a variety of special redevelopment grants and loans and from private investment.
CITY OF BAKERSFIELD FINAL BUDGET Fiscal Year 2008 – 2009 MAYOR Harvey L. Hall CITY COUNCILMEMBERS Irma Carson Councilmember, Ward 1 Susan M. Benham Councilmember, Ward 2 Ken Weir Councilmember,
Ward 3 David R. Couch Councilmember, Ward 4 Harold W. Hanson Councilmember, Ward 5 Jacquie Sullivan Councilmember, Ward 6 Zack Scrivner Councilmember, Ward 7 Submitted by Alan Tandy
City Manager
CITY OF BAKERSFIELD EXECUTIVE STAFF Alan Tandy City Manager Virginia Gennaro City Attorney John W. Stinson Assistant City Manager Florn Core Water Resources Manager Ron Fraze Fire Chief
Stan Grady Development Services Director Dianne Hoover Recreation and Parks Director Donna Kunz Economic Development Director Bill Rector Police Chief Raul Rojas Public Works Director
Nelson Smith Finance Director
TABLE OF CONTENTS BUDGET MESSAGE Letter of Transmittal................................................................................... iv Distinguished Budget Presentation Award ..................
............................ xx Organizational Chart............................................................................... xxii Employee Incentive Program....................................
.............................xxiii BUDGET SUMMARIES............................................................................1 General Background....................................................
..............................2 Exhibits Revenues and Appropriations – General Fund......................................11 General Fund Budget Charts ................................................
................12 Revenues and Appropriations – Operating Budget – All Funds.............13 Operating Budget – All Funds Charts ....................................................14
Operating Fund Distribution ...................................................................15 Operating Fund Distribution Charts........................................................16
Revenues and Appropriations – All Funds.............................................17 Revenue Sources All Funds Chart.........................................................18 Appropriations
by Function All Funds Chart...........................................19 Departmental Appropriations by Fund ...................................................20 General Fund – Appropriations
by Department .....................................24 Financial Summary – All Funds .............................................................26 Estimated Balances – June 30, 2009
....................................................30 Interfund Transfers – Summary .............................................................31 Interfund Transfers – Detail .....................
.............................................32 FY 2008-09 Appropriations Limitation....................................................33 REVENUES....................................................
.............................................35 Exhibits Property/Sales Tax Revenues Graphs...................................................38 Transient Lodging Tax/License and Permit
Revenues Graphs..............39 Motor Vehicle-In-Lieu Revenues/Charges for Services Graphs.............40 General Fund – Revenue by Source......................................................41
Estimated Revenue by Fund..................................................................43 Estimated Expenditure by Fund.............................................................44
LEGISLATIVE.............................................................................................45 Legislative ................................................................................
...............46 Mayor & City Council ................................................................................48 EXECUTIVE....................................................................
............................53 City Manager ............................................................................................56 City Clerk..................................................
...............................................59 Human Resources....................................................................................62 Risk Management................................
....................................................66 Information Technology ............................................................................68 i
Table of Contents (Continued) FINANCIAL SERVICES.........................................................................71 Administrative Services ...................................................
........................74 Accounting and Reporting ........................................................................76 Treasury ...............................................................
...................................78 Purchasing ...............................................................................................80 CITY ATTORNEY.......................................
..............................................83 POLICE SERVICES.................................................................................93 Headquarters.......................................
....................................................97 Support Services ......................................................................................99 Operations............................
.................................................................104 Investigations..........................................................................................109 FIRE
SERVICES......................................................................................113 Administration.......................................................................................
.116 Fire Safety ..............................................................................................118 Fire Suppression ...................................................................
................121 PUBLIC WORKS.....................................................................................125 Administrative Services ......................................................
...................131 Thomas Roads Improvement Program (TRIP) .......................................133 Engineering .................................................................................
..........135 General Services ....................................................................................139 Streets ........................................................................
...........................142 Equipment ..............................................................................................144 Wastewater..................................................
..........................................147 Solid Waste ............................................................................................150 WATER RESOURCES..............................
..........................................153 Agricultural Water ...................................................................................156 Domestic Water.................................
....................................................158 RECREATION AND PARKS.............................................................161 Administrative Services ..................................
.......................................164 Parks ......................................................................................................166 Recreation .................................
............................................................168 DEVELOPMENT SERVICES ............................................................171 Planning .........................................
.......................................................174 Building...................................................................................................177 ECONOMIC/COMMUNITY
DEVELOPMENT............................179 Community Development .......................................................................183 Economic Development.......................................
..................................187 Convention and Visitors Bureau .............................................................190 NON-DEPARTMENTAL ................................................
.....................193 ii
Table of Contents (Continued) SPECIAL FUNDS Special Revenue Funds .........................................................................195 Internal Service Funds..................................
.........................................205 Fiduciary Fund........................................................................................208 Capital Improvement Program Funds...............
.....................................210 Debt Service Funds ................................................................................217 Schedule of Long-Term Debt Outstanding
.............................................220 Schedule of Long-Term Debt Maturities .................................................221 ENTERPRISE FUNDS...........................................
..............................223 REDEVELOPMENT FUNDS .............................................................233 CAPITAL IMPROVEMENT PROGRAM Letter of Transmittal...............................
................................................245 Capital Improvement Program Overview................................................250 Exhibits C.I.P. Summary by Fund Chart......................
.....................................260 Key to Funding Codes .........................................................................261 Infrastructure Graphs.......................................
...................................262 C.I.P. Five-Year Plan Summary by Department ..................................263 C.I.P. Five-Year Plan Funding Summary.........................................
...264 C.I.P. Five-Year Plan Department Detail .............................................265 APPENDICES...........................................................................................27
City Council Goals and Guiding Principles .............................................274 City Budget Process ...............................................................................308
Operating Budget ...................................................................................310 Basis of Accounting and Budgeting ........................................................311
Investment Policy ...................................................................................313 Budget Amendment Process..................................................................314
Exhibits City Council Ward Boundaries Map .....................................................287 Miscellaneous Statistics.......................................................................288
Miscellaneous Statistics Graphs ..........................................................289 Governmental Activities Tax Revenue by Source................................290 Principal
Property Taxpayers...............................................................291 Assessed Value of Taxable Property History.......................................292 Assessed Value
of Taxable Property June 30 .....................................293 Demographic and Economic Statistics.................................................294 Property Value and Construction
.........................................................295 Operating Indicators by Function .........................................................296 Capital Asset Statistics by
Function .....................................................297 Personnel Complement by Division .....................................................298 Salary Schedule............................
......................................................300 Budget Calendar..................................................................................309 GLOSSARY................................
..............................................................315 iii
BUDGET MESSAGE FROM CITY MANAGER
iv
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 2 The decline in development and economic activity over this past year has resulted
in a significant reduction in revenues for the City. This has been reflected in sales taxes being well below current year projections, property taxes showing almost no growth, and declines
in development-related fees (building permits, transportation development fees, park development fees, sewer connection fees, refuse service requests, etc.). These indicators of the
slowdown in development activity result in a reduction in associated revenue and a lessening of workload demands for development-related services. Most General Fund and development-related
revenues reflect the reduced economic activity described above. As a result, the adopted budget includes no new positions and the deletion of five (5) vacant development-related positions,
compared to forty-one (41) positions added in the FY 2007-08 budget. Two (2) vacant positions in the Public Works department and three (3) vacant positions in the Development Services
department related to development activity are being deleted in the adopted budget, given the decline in development activity and related workload. On the positive side, the passage
of the recent State bond measures will provide some additional road funding and other grant opportunities for City transportation, housing, parks, water resources-related infrastructure
improvements and capital projects. Staff is actively pursuing these funding opportunities. Grants and other special funding sources, such as these, will allow us to continue our progress
with several major capital projects and efforts important to the community. These include the completion of the Wastewater Treatment Plant No. 3 upgrade, the Thomas Roads Improvement
Program projects, the Mill Creek Linear Park project, the Sports Village, and other projects. This budget includes the continuation of a strong Capital Improvement Program to address
the infrastructure needs of the community. The upgrade of Wastewater Treatment Plant No. 3 represents the largest single capital project ever undertaken by the City. This project will
continue this fiscal year. The continuation of the Thomas Roads Improvement Program (TRIP), road maintenance efforts, new fire station construction, and new park construction also reflect
the City’s efforts and commitment to provide needed infrastructure. These projects are consistent with high priority Council goals and the product of years of planning. SUMMARY OF ENVIRONMENT
The overall financial environment results in a more limited ability to address the needs and desires of City departments than during the past few years. Departments proposed “holdthe-line”
budget requests which are the result of the reduced amount of revenue growth compared to past years’ budgets. v
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 3 Even with the slowdown in home construction, the City of Bakersfield continues to
work to maintain the services and facilities our citizens expect. The adopted budget provides funds toward several key projects, including transportation, fire stations, parks and recreational
facilities, continuation of the Wastewater Treatment Plant No. 3 expansion, as well as various repair and renovation projects. ITEMS OF NOTE Contingency – The adopted budget includes
$250,000 in contingency funds for unforeseen events and expenditures. Retiree Medical – Funds have been reserved for future retiree medical liability ($8.1 million for all funds) under
the new rules as part of the adopted budget. Included in this amount is approximately $2.7 million to pay the City share of retiree premiums for FY 2008-09. The $5.4 million remaining
will be set aside to reduce the unfunded liability. The remaining unfunded liability will be addressed over several future years based on actuarial information. Potential COLA Increases
– Negotiations with various employee bargaining units are currently in process and have yet to be finalized. Funds have been set aside for the cost of living adjustments (COLA) which
may result from these negotiations. MAJOR POSITIVE EFFORTS Several important community projects and Council priorities are planned to be accomplished in this budget. Many of these projects
and programs are to address the needs and growth of our community. The adopted budget is consistent with prudent financial planning and continues to dedicate one-time revenues to one-time
uses, including various capital projects. These highlights include: • Road repair and reconstruction efforts, with approximately $16.1 million designated for street resurfacing and reconstruction.
• Major transportation projects, such as the Thomas Roads Improvement Program (TRIP) and the Westside Parkway will continue using Transportation Impact Fees, and State and Federal road
funds. The budget includes funding for the completion of Mohawk Street between Rosedale Highway and Truxtun Avenue -$69,400,000, and to construct portions of the Westside Parkway from
Mohawk to Calloway (Mohawk Street to Coffee Road – $64,000,000; Coffee Road to Calloway Drive – $26,000,000; and, Mohawk Street to Truxtun Avenue right-of-way acquisition – $3,000,000).
• Other transportation related projects, including traffic signals and medians, are planned using targeted funds. vi
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 4 • The initial phases of construction will be completed on the Mill Creek project at
Central Park. Additional phases of infrastructure improvements including street improvements and a new restroom in Central Park will be completed. • The development of 65,000 square
feet of commercial, 140 units of affordable housing, and 35 condominiums on property located near “Q” Street, California Avenue and the Kern Island Canal with a combination of Cal HFA
funding of $4.7 million, a special Brownfield HUD Economic Development grant of $750,000 and a Federal low interest loan of $3,750,000. • The design of the Sports Village project will
continue and grading of the soccer fields is planned to begin. This project will provide a significant unique recreational facility to our community and will provide numerous playing
fields and other amenities. • The beginning of construction of Fire Station No. 14 in Southwest Bakersfield at Mountain Vista and Harris Road that was budgeted in FY 2007-08. An additional
$650,000 has been budgeted for future fire stations. This amount, with the $800,000 previously set aside, totals $1.45 million toward constructing future fire stations. • The $193 million
upgrade of Wastewater Treatment Plant No. 3 which continues construction this year. While we are currently experiencing challenging economic circumstances, our community is still poised
to take advantage of the potential for longer-term future community growth. State Department of Finance figures for January 2007 show our City population has grown to 323,213. Bakersfield
remains a community with much to offer and the capacity to make the most of the resources and opportunities available. BUDGET HIGHLIGHTS The total adopted appropriations for FY 2008-09
for both operating and capital expenditures is $596,085,848, including $41,400,947 in interfund transfers. Total adopted appropriations in FY 2008-09 for all City funds reflect a decrease
of about $163.6 million, or 21.5%, as compared to the FY 2007-08 adopted budget. Most of the decrease is within the Capital Improvement budget. The Operating Budget is adopted at $391,145,717
which reflects an $8 million increase, or 2.1%, as compared to the FY 2007-08 adopted budget. The adopted Capital Improvement Budget is $204,940,131 (including Redevelopment Agency capital
improvements), which is a decrease of $171.6 million, or 45.6%, as compared to the FY 2007-08 adopted budget. A major portion of this decrease is due to the expansion of Wastewater Treatment
Plant No. 3 budgeted last year for $193 million. The CIP includes funding for future fire stations, significant Transportation Development vii
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 5 Fee and Federally funded road projects, and the use of Community Development Block
Grants and other special funding sources. The City's budget is organized by groups of funds. Each fund is considered a separate accounting entity with its own assets, liabilities, equity,
revenue and expenses. The major fund groups and some divisions within the funds are described below, highlighting any significant changes over the prior year. General Fund Major revenue
sources for the General Fund are real and personal property tax, sales and use tax, business licenses tax, utility franchise tax, licenses and permits, State motor vehicle in-lieu tax,
miscellaneous charges for services and interdepartmental charges. General Fund Revenues are projected at $181,174,655 (including $18,307,000 in beginning fund balance and transfers).
This is a decrease of about $8,603,145, or 4.5%, as compared to the adopted budget revenues for FY 2007-08 and reflects the economic slowdown. Items contributing to General Fund revenues
include: $62.2 million in sales and use taxes (down from $66.0 million from the FY 2007-08 amended budget), $66.0 million in property tax, and $34.0 million in other taxes and fees.
Also, the above figures reflect the $16,190,300 of local sales tax revenue captured and repaid with property tax by the State, commonly known as the Sales Tax Triple Flip. Other General
Fund revenues, such as charges for services, reflect decreases due to the slowdown in building and construction activity and reduced services provided by the City with those user fees.
Sales tax receipts are down, reflecting the general economic downturn. Revised revenue projections for FY 2007-08 are about 6.7% lower than original budget estimates. The adopted budget
reflects a modest 1.0% increase in sales taxes over revised estimates for the current year. As sales taxes reflect general economic activity, staff will be continuing to monitor this
revenue source for significant changes. Property taxes also reflect the slowdown in development activity, and actual revenues are expected to flatten, as many newer homeowners are requesting
reassessment of their home values to reflect the reduction in housing market values. Estimates for FY 2008-09 are based on information from the County Assessor, whom projects 0% growth
in the upcoming fiscal year for property taxes compared to revised FY 2007-08 estimates. Slowdown in sales tax and building permit fees have resulted in a significant slowdown in receipts
for traffic impact fees, building permit fees, and park development fees, as well as revenues associated with planning processes. We have experienced significant drops in development-related
revenues during this past year. Projections for FY 2008-09 reflect this reduced level of development activity and decline in revenues. viii
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 6 General Fund Expenditures are projected at $181,174,655. This is a decrease of about
$8,603,145, or 4.5%, as compared to the adopted budget expenditures for FY 2007-08 and reflects the economic slowdown. In addition to ongoing operating expenses and personnel costs,
$250,000 has been set aside for Council Contingency. The budget reductions in the General Fund are primarily the result of the elimination of developmentrelated positions in the departments
noted above, the elimination of contract engineering and inspection services related to development, reductions in transfers out of one-time funds to the Capital Outlay Fund, and various
reductions made by departments. Capital Improvement Program (CIP) The CIP provides capital planning for the City of Bakersfield’s infrastructure over a fiveyear planning period. Revenue
sources identified within the CIP may be from grants, taxes, user fees, bond issues, transfers from other funds, or assessments. Many of these projects are possible because staff has
been successful in obtaining grants and other specialized funds that would not ordinarily be available or used for ongoing operations. The adopted CIP budget for FY 2008-09 totals $204,940,131.
An itemized listing of projects recommended for approval and projects included in the Five-Year Plan are presented in the CIP section of this document. A few major or significant projects,
however, are discussed below. Wastewater Treatment Plant No. 3 2007 Expansion – The Wastewater Treatment Plant No. 3 Expansion project will double the treatment capacity of this Plant.
Based on current growth projections, this extra capacity will serve the residents of Bakersfield until the year 2025. The core treatment processes are being updated with state of the
art technology to produce a quality treated effluent that is odor free. This expansion project was originally budgeted for in FY 2007-08. The adopted FY 2008-09 budget includes $2 million
for a potential amendment to the consulting agreement. Federal Road Projects – Several of the Thomas Roads Improvement Program (TRIP) projects have had funding budgeted in prior years
that will cover the work currently underway. The City and KernCOG have been working with the California Transportation Commission (CTC) regarding the phasing of the Westside Parkway
and how that phasing is identified in the State Transportation Improvement Program (STIP). The adopted FY 2008-09 CIP budget includes funding for the following phases: • Phase 1: Mohawk
Street: Rosedale to Truxtun Avenue – $69,400,000 • Phase 2: Westside Parkway: Mohawk Street to Coffee Road – $64,000,000 • Phase 3: Westside Parkway: Coffee Road to Calloway Drive –
$26,000,000 • Phase 4: Westside Parkway: Mohawk Street to Truxtun Avenue right-of-way acquisition – $3,000,000 The construction of Phase 4 (Mohawk Street to Truxtun Avenue -$21,000,000)
is planned to be funded in the CIP for FY 2009-10. ix
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 7 Additional Traffic Signal Projects – A traffic signal will be constructed at Campus
Park and Old River Road and is on the Traffic Impact Fee Facilities List, as approved by the City Council. The total project cost is estimated at $247,000, and the funding sources are
as follows: $190,340 in federal Congestion Management Air Quality (CMAQ) funds and $56,660 of traffic impact fees as accounted for within the Transportation Development Fund. Street
Resurfacing and Reconstruction Projects – The adopted FY 2008-09 CIP budget continues Council’s commitment
to the street maintenance program, with $6 million to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $2,739,118
and a local match of $354,882 coming from the City’s share of state gasoline taxes. There are also $2.25 million of onetime Capital Outlay Funds and $750,000 of Prop 42 funds funds which
combine for $3 million in funding for road resurfacing. In addition, the operating side of the budget includes approximately $10 million for street maintenance. Therefore, the CIP and
Operating budgets for FY 2008-09 for street maintenance/reconstruction totals close to $16.1 million. Bridge Construction, Hosking Avenue at SR-99 – The City is currently in the Project
Approval and Environmental Document phase for construction of a new interchange on State Route 99 at Hosking Avenue. The adopted FY 2008-09 CIP budget sets aside $4 million for this
project. This multi-year project will be funded by developer fees collected through the Transportation Impact Fee program. Traffic Signal Coordination – A Traffic Monitoring Camera Project
to add video capability at two (2) specific intersections is budgeted for $160,000. A Traffic Signal Interconnect Project to expand the number of signals linked to the Traffic Operations
Center is budgeted for $621,000. These projects will be funded with federal Congestion Management Air Quality (CMAQ) and Gas Tax Funds with the goals of improving signal timing and reducing
traffic congestion and vehicle emissions. Sewer Improvements on McCutchen Road to Gosford Road – $580,000 is budgeted for this project to replace a portion of the sewer lines and manholes
from McCutchen Road to Gosford Road. The force main coming out of the new lift station will be connected to the new 60” sewer line on McCutchen Road that is being built as part of the
Wastewater Treatment Plant No. 3 expansion project. Storm Drain Improvements on Chester at 17th Street – This $118,100 project will alleviate a drainage problem on this downtown street.
3 Million Gallon Water Storage Tank – This project will fund the land acquisition, design engineering and site preparation for a new 3 million gallon water storage tank to serve the
southwest portion of the City. The tank will be located in the vicinity of Panama Lane and Progress Road. x
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 8 Water Wells – The construction of three (3) additional water wells estimated at $3,145,000
total will increase production capacity to meet the demand of steady growth within the City’s Domestic Water System. Pump Station Upgrades – In order to prepare for emergencies or power
outages, $250,000 is budgeted for the first phase of a new program to add water storage tanks to various water wells. Airport Apron Construction – This $158,000 project is funded predominately
by Federal Aviation Administration funds and will include reconstruction of the northwest runway apron, design services, drainage and pavement improvements, and aircraft tie-downs at
the Bakersfield Municipal Airport. The FY 2008-09 CIP budget includes numerous projects within the Capital Outlay Fund for design, construction, maintenance, and repair of various City
facilities. Some of the more significant projects for FY 2008-09 include the following: Fire Stations /Various Fire Department Projects – For several years, the City has set aside funding
for future fire stations. Other Fire Department capital improvement projects for FY 2008-09 include: $200,000 to equip three (3) Fire Stations with diesel exhaust removal systems in
conjunction with grant funding; $45,000 to rehabilitate existing space for a Department Emergency Operations Center; and, $38,000 to install dual-paned energy efficient windows at various
Fire Stations. $650,000 is also being set aside for future fire stations. Public Safety Communication Improvements – Two (2) police radio channels will be converted to a digital format
as required by the Federal Communications Commission for $300,000. This is part of a multi-year project to convert all channels to the digital format. Rabobank Theater and Arena Improvements
– Two (2) projects that include conversion of an existing concession stand into an Arena suite and relocation of the concession stand so it can be expanded to serve both the the Arena
and Theater are included in the adopted FY 2008-09 CIP budget to enhance operations at the Theater and Arena facilities. These projects will also improve future revenues from both suite
rentals and concession sales. The FY 2008-09 CIP budget includes a significant number of projects to be funded with Community Development Block Grants (CDBG), including the following:
Central Park Restroom – Central Park is an integral part of the larger Mill Creek Project. The existing restroom in Central Park is being demolished as it no longer meets ADA requirements.
The adopted FY 2008-09 CIP budget includes $450,000 for a new restroom building that will be more accessible and ADA compliant. The building will also house a pump station and storage
area for the safety and security of park maintenance equipment and the irrigation system. xi
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 9 Mill Creek Linear Park – The adopted FY 2008-09 CIP budget includes $400,000 for this
project. Additional Mill Creek park improvements at 525 18th Street consist of the acquisition of land for future park development, including the location of the Mill House structure.
The replacement of the roof at the Martin Luther King Jr. Community Center and the design of streetscape improvements on “Q” Street are also included in the budget funded by CDBG funds.
There are several projects funded in the adopted FY 2008-09 CIP budget with redevelopment funds, including: the installation of a wireless lighted pedestrian crosswalk for the Village
at Baker Street, improvements to the concession area adjacent to the entrance of Rabobank Arena, and various utility infrastructure improvements at the airport. Lastly, the adopted CIP
budget for FY 2008-09 includes several projects that will add or enhance the amenities within several City parks. Funding sources for these projects include both Capital Outlay funds
and developer fees collected through the park development fee program to construct parks. Additionally, the amount for reimbursement to developers who build required parks and are paid
back over a number of years as development occurs has been budgeted. Sports Village – The adopted FY 2008-09 CIP budget includes $3.2 million for preliminary design services and to begin
grading for the 170-acre Sports Village complex, to be located north of Taft Highway, west of Ashe Road, and east of Gosford Road. Playground Equipment – Two (2) projects are budgeted
at $125,000 each to replace outdated playground structures with current ADA compliant structures that meet all playground safety standards at Lowell Park and Corvallis Park. Mesa Marin
Sports Complex – Mesa Marin will be renovated to provide more field space for the increased number of softball teams and leagues. The adopted FY 2008-09 CIP budget includes $100,000
toward the construction of four (4) softball fields, a restroom/concession building, and the westerly parking lot. Saunders Park Wet Play Area – Park Improvement and Capital Outlay funds
in the amount of $200,000 and $150,000 respectively have been budgeted to construct a wet play area at Saunders Park. Facilities Reserve -The Facilities Reserve is set aside for major
renovations and repairs to City facilities and is, to some degree, a rainy day account. The balance for the Facilities Reserve at the end of FY 2007-08 will be $5,000,000. The adopted
FY 2008-09 budget maintains that amount as a formal reservation of fund balance within the Capital Outlay fund. xii
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 10 The adopted FY 2008-09 CIP budget provides a broad based benefit to our community
and its citizens. The budget also allows the City to address infrastructure needs which have been impacted significantly by the growth in our community. DEPARTMENT HIGHLIGHTS The adopted
FY 2008-09 budget includes the elimination of five (5) vacant developmentrelated positions for various City departments for all funding sources. These five (5) positions are funded with
development fees within the General Fund. Highlights of major department budget proposals and changes are listed below. Police. The total operating budget for the Police Department is
$70,188,123, which is a 0.6% increase as compared to FY 2007-08. This slight increase reflects increases for some operating costs. There will be no change in the number of positions
for the Department. Fire. The total operating budget for the Fire Department is $31,724,892, which is a 0.6% increase as compared to FY 2007-08. This slight increase reflects increases
for some operating costs. There will be no change in the number of positions for the Department. Public Works. The adopted FY 2008-09 operating budget for the Public Works Department
includes the deletion of two (2) development-related positions in the Engineering Division within the General Fund. Public Works continues to focus on Council priority items, such as
street maintenance and graffiti removal throughout the community. The adopted FY 2008-09 operating budget includes $9,998,977 for street maintenance. The adopted FY 2008-09 CIP budget
includes $6,094,000 for street resurfacing/improvements. Therefore, the combined operating and CIP budget for street maintenance totals $16,092,977. The Thomas Roads Improvement Program
(TRIP) Division of the Public Works Department has been working on the federally funded transportation projects the City is pursuing, including the Westside Parkway and other TRIP projects.
This Division is housed at 900 Truxtun Avenue and Division staff continues to work alongside Parsons Transportation Group personnel, County of Kern Roads Department staff, and Caltrans
staff in the management and delivery of these projects. The adopted FY 2008-09 operating budget for the Public Works Department is $100,959,001, which is a 4.6% decrease as compared
to FY 2007-08. The decrease is primarily due to deferral of some purchases of replacement equipment and no additional equipment related to new positions being purchased for FY 2008-09.
The Public Works Department includes the following divisions: Administration, TRIP, Engineering, General Services, Streets, Equipment, Wastewater, and Solid Waste. Funding for the Department
comes from various sources including the General Fund, Development Services Fund, Gas Tax Fund, Transportation Development Fund, several Enterprise Funds, Equipment Management Fund,
and other special revenue funds. xiii
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 11 Recreation and Parks. The Recreation and Parks Department continues to manage the
growth in the amount of park and landscape acreage it maintains. The adopted FY 2008-09 budget focuses on maintaining the level of service and meeting the growing recreational needs
of the City consistent with budget constraints. The adopted FY 2008-09 operating budget for the Recreation and Parks Department is $18,010,568, which is a 0.9% decrease as compared to
FY 2007-08. There will be no change in the number of positions for the Department. Rabobank Arena, Theater and Convention Center. Under the management of SMG, Rabobank Arena, Theater
and Convention Center, and the Ice Sports Center continue to be a success. The Bakersfield Condors, CSUB Men’s and Women’s Basketball, and the Bakersfield Jam all hosted season games
in the Arena. Touring Broadway performances, a broad variety of musical concerts, family oriented shows and and special events are presented at the facilities. SMG also manages the booking
of the Amphitheater at the Park at River Walk. Ice Sports Center continues to provide a growing variety of programs and activities for the community. Beginning on July 1, 2008, any ticket
for Rabobank Arena, Rabobank Theater or Rabobank Convention Center will include a $1.50 per ticket facility fee. Exceptions to this fee are any events produced or promoted by the Bakersfield
Condors, the Bakersfield Jam or Cal State Bakersfield. This fee is common at similar Convention Center and Arena facilities in California and will help offset some of the increased costs
for maintenance, repairs and replacement of infrastructure. These funds will also help defray increases in utilities and other operating costs for these facilities. Development Services.
The Development Services Department has experienced a significant slowdown in the levels of development activity over the past fiscal year. In response to the slowdown in building activity
activity the adopted FY 2008-09 budget includes the elimination of three (3) vacant Building Inspector positions (a Building Inspector I, a Building Inspector II, and a Building Inspector
III) in the Building Division. The adopted FY 2008-09 operating budget for the Development Services Department is $10,284,576, which is a 3.0% decrease as compared to FY 2007-08. This
very slight decrease reflects the slowdown in construction and the associated decline in activity within the building industry. Economic and Community Development. The General Fund portion
of the budget continues to support operating and administrative costs for Economic Development and Redevelopment programs and activities. The budget also reflects the addition of the
Convention and Visitors Bureau as a City operation. The adopted FY 2008-09 budget includes $1,427,331 for CDBG funded Capital Improvement projects. $65,000 in CDBG funds have been designated
as a contribution to the Senior Center, in addition to $200,000 for Graffiti removal efforts. xiv
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 12 Redevelopment Redevelopment activity is continuing in each of the three Redevelopment
Project Areas, in addition to significant tax increment growth, in both the Old Town Kern and Southeast Redevelopment Project Areas for FY 2008-09. The Redevelopment Budget for FY 2008-09
has been prepared in accordance with the goals and objectives of the Bakersfield Redevelopment Agency. Significant expenditures for the three project areas are highlighted below: Downtown
Redevelopment Project Area – There is $75,000 budgeted for the Downtown Enhancement Program, including lighting and banner replacement/maintenance, and a contribution toward a proposed
trolley service. Also budgeted is $20,000 for professional consulting for the establishment of a Public Improvement District (P-BID) along the Mill Creek Linear Park area. $200,000 is
allocated from Downtown housing funds for the down payment assistance program for home buyers not exceeding 120% of median income. $250,000 is budgeted in the Capital Improvement budget
for improvements to the concession area near the entrance to the Rabobank Arena. Old Town Kern Redevelopment Project Area -OTK – $1.0 million is budgeted for debt obligations on the
Section 108 loan and the $1.0 million Cal HFA Loan used for the Baker Street Project. There is $50,000 budgeted for the Baker Street pedestrian crossing between Kentucky and Lake Streets.
Also included is $20,000 for professional consulting for the establishment of a Public Improvement District (P-BID) along the Mill Creek Linear Park area. Included in the budget is $120,000
for acquisition, relocation, and demolition for redevelopment projects along Mill Creek. $50,000 is budgeted for the Friendship Walk Sculpture along the Mill Creek Linear Park Project.
$100,000 is included for the South Mill Creek Restaurant Assistance Program. Included in the Old Town Kern housing fund is an appropriation of $1.0 million for the 18th Street Senior
Senior Housing Project. Southeast Redevelopment Project Area -SEPA – There are appropriations to cover existing debt obligations on the $1.6 million Fire Station No. 5 Section 108 loans,
in addition to the principal and interest payment on the $1.75 million Cal HFA Loan. $450,000 is budgeted for demolition and site clearance for redevelopment projects in southeast Bakersfield.
There is $50,000 for outside legal counsel and relocation services for redevelopment in southeast Bakersfield and an additional $20,000 budgeted for professional consulting for the establishment
of a Public Improvement District (P-BID) along the Mill Creek Linear Park area. There is $300,000 included for the South Mill Creek Restaurant Assistance Program and $1,700,000 for the
affordable housing component of the ongoing South Mill Creek Project from the housing fund. Also included is a $500,000 Cal HFA loan for the Residential Development Loan Program for
infill housing. Mayor. The adopted FY 2008-09 operating budget for the Mayor’s Office is $163,406, which represents a 1.7% increase as compared to FY 2007-08. The budget includes funding
for Sister City activities and the Mayor’s participation in special community events. xv
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 13 City Council. The City Council budget shows an increase of 6.0% as compared to FY
2007-08 which reflects inflationary increases. Executive. The Executive Department adopted FY 2008-09 budget shows a decrease of 6.8% as compared to FY 2007-08. The adopted FY 2008-09
operating budget for all funds (including Self Insurance and Equipment funds) for the Executive Department is $18,625,738, which represents a 5.4% increase as compared to FY 2007-08.
The increases in the total Executive Department budget are attributed to operating cost increases within the Information Technology Division. City Attorney. The adopted FY 2008-09 operating
budget for the City Attorney is $3,328,803, which is a 1.6% increase as compared to FY 2007-08. This increase is the result of additional operating costs. Financial Services. The adopted
FY 2008-09 operating budget for the Financial Services Department is $3,553,698, which represents a 4.1% increase as compared to FY 2007-08. The majority of the increase is associated
with additional accounting services provided to and funded by the TRIP program. Enterprise Funds Enterprise Funds account for business-like activities supported primarily by user charges,
such as water and wastewater utilities, refuse, and airport. Water Resources – The operating budget for Water Resources is $20,623,034. Agricultural Water Fund – The operating budget
for the Agricultural Water Division is $4,698,380, which is a 5.1% increase as compared to FY 2007-08. Domestic Water Fund – The operating budget for Domestic Water is $15,924,654, which
is a 13.6% increase as compared to FY 2007-08 and is primarily due to an increase in customers. The FY 2008-09 Domestic Water budget includes an increase for the quantity rate for City
domestic water service customers. The current quantity rate is $0.79 per hundred cubic feet unit. The new rate will increase by $0.06 to $0.85 per unit on October 1, 2008. A typical
residential customer will see a total increase of $1.68 per month. These increases are due to the cost of new water supply programs, and the operations and maintenance contract. Refuse
Fund – The adopted FY 2008-09 budget includes a 3.9% increase in the 2008-09 refuse rates. The annual residential rate will increase from $174.48 to $181.32, which is a 57 cent per month
increase. The increase will cover the refuse haulers’ annual CPI adjustment, which will be 3.9% for FY 2008-09. The rate increase is also needed to cover operations and maintenance costs
associated with refuse service and street sweeping. xvi
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 14 Wastewater Treatment Fund – The adopted FY 2008-09 budget includes a 14.8% increase
in residential sewer user rates, with the exception of a few special users that are having their rates phased in over several years to bring them into compliance with State requirements.
Sewer user fees will increase from $155 to $178 per single family home. The increase is due to increased operating and debt service costs, and capital improvements for storm water and
wastewater treatment improvements. Sewer connection fees will increase $300 per single-family household effective on July 1, 2008. The fee for each single-family household will go from
$3,100 to $3,400. This increase will be year three of a five year phase-in period of a multi-year fee program. These additional funds will be applied toward the debt service payments
for the Wastewater Treatment Plant No. 3 Expansion project. Internal Service Funds These funds account for services provided to City departments to support operations such as vehicles
and communications equipment, computers, and liability, property and Workers' Compensation insurance. Equipment Management Fund – The Equipment Management Fund provides for funding of
vehicles, telecommunications equipment, computers, and copier equipment. Rates charged for equipment within the Equipment Management Fund are based on actual costs for depreciation,
improvements and replacement, and are billed to departments on a monthly basis. This year, the budget provides for $147,000 in new equipment and $4,320,100 in replacement equipment where
the useful life has been expended. During FY 2008-09 the Information Technology Division is planning to replace 286 computers, 257 monitors, 191 laptops, and 30 printers. Risk Management
Fund – The Risk Management Fund provides a self funded program for general liability and workers’ compensation insurance. Additionally, excess insurance is purchased as a member of the
Authority for California Cities for Excess Liability (ACCEL). Special Revenue Funds Special Revenue Funds account for the proceeds of specific revenue sources that are restricted to
expenditures for a specific purpose. HUD Entitlements – Community Development Block Grant (CDBG) & HOME Investment Partnership funds come from the Federal Government Department of Housing
and Urban Development (HUD) for the elimination of slum and blight, development of affordable housing and the creation of jobs. The City’s allocation of CDBG funds for FY 2008-09 is
$3,304,357 and HOME Investment Partnership funds is $1,530,027. These entitlement amounts reflect a 3.0% decrease in CDBG and less than 4.0% decrease in HOME funds as compared to FY
2007-08. These funds will primarily be spent on affordable housing projects, contributions to agencies for eligible activities and graffiti removal efforts. xvii
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 15 In addition, CDBG Funds in the amount of $1,427,331 are budgeted for various Capital
Improvement Projects in HUD eligible areas of the city. $400,000 is budgeted for acquisition of land for the Mill Creek Linear Park Project; $450,000 is budgeted for the reconstruction
of the Central Park Restroom building; $300,000 is budgeted for the roof replacement at the Martin Luther King Jr. Center; and $277,331 is budgeted toward design of “Q” Street streetscape
improvements between 24th Street and Truxtun Avenue. Transient Lodging Tax Fund – The Transient Lodging Tax Fund was established in July 1998 to account for the general revenues provided
by a 12% room tax (M.C. 3.40) and the operation and debt related to the Arena. This includes the contract with SMG for privatization of the operations of the facilities. Revenues from
operation of the complex go into this fund. This fund also includes debt service payments on on the arena facility. The operational costs and revenues for the Bakersfield Ice Sports
Center are included in this fund. The adopted budget includes the Convention and Visitors Bureau (CVB) staffed by city employees within the Economic and Community Development Department.
Any available Transient Lodging Tax funds, after taking into account the City’s long term commitments for Rabobank Arena, Ice Sports Center, CVB, etc. are transferred to the City’s Capital
Improvement Program. Contributions -In accordance with Council policy for contributions to non-profit groups, funding is budgeted in the following amounts for: Bakersfield Museum of
Art – $27,500; Bakersfield Symphony – $55,000; and, Bakersfield Senior Center from CDBG Funds – $65,000. These are the same amounts as last year’s contributions. SUMMARY The adopted
budget is essentially a “hold-the-line” budget that allows departments to maintain existing staffing and programs. Departments have done their best to prepare a budget within current
financial constraints that will provide needed services to the public. Staff will continue to be challenged to maintain service levels to meet community growth, public demands and expectations.
This budget was prepared based upon what we know, as of now, and what we believe we can reasonably expect. Pending state budget actions could impact our ability to maintain these funding
levels. Plans are in place to address the potential capture of revenues by the state, should that occur. Our employees have historically shown they are committed to doing the best they
can with the limited resources available. We continue to explore new ideas, technologies, and efforts to cut costs. Staff is continually pursuing alternate sources of funding, grants,
joint projects, and other strategies which offer better and more efficient ways to provide services to the public. ACKNOWLEDGMENTS As is the case every year, this document represents
the compilation of many hours of work by many people throughout the organization. My thanks to the Department Heads and xviii
Honorable Mayor and City Council FY 2008-09 Final Budget -Letter of Transmittal July 1, 2008 Page 16 their business managers, division managers and staff for submitting thorough and
wellprepared budget proposals. Thanks also goes to the budget team headed up by Assistant City Manager John W. Stinson, and also included Finance Director Nelson Smith, Public Works
Operations Manager Brad Underwood, Management Assistant Rick Kirkwood, Administrative Analyst Steve Teglia, Engineer IV Arnold Ramming, Assistant to the Public Works Director Georgina
Lorenzi, Assistant Finance Director Sandra Jimenez, and Secretary Michelle Muniz. Finally, my continued appreciation to the Mayor and City Council for your leadership and direction in
the budget process and throughout the year. xix
xx
xxi
Economic Devevelopment Comm. Development Development Econ./Comm. Building Planning Development Svcs. Recreation Parks Administration Recreation & Parks Domestic Agricultural Water Resources
Solid Waste Wastewater Streets General Svcs. Engineering Administration Public Works Suppression Safety Administration Fire Support Services Investigations Operations Headquarters Police
Purchasing Treasury Accounting Administration Finance City Attorney Boards and Agency Commissions Bakersfield Redevelopment Citizens of Bakersfield Information Tech. Human Resources
Asst. City Manager City Clerk Budget Asst. City Manager Mayor City of Bakersfield FY 2008-2009 Organizational Chart Economic Development Development Services and Parks Equipment Streets
General Svcs. Engineering TRIP City Manager Legal Counsel City Attorney Risk Management Asst. City Manager Asst. City Manager City Council Wastewater Solid Waste Legal Counsel xxii
Front row from left: Tony DeMarco (Development Services), Roy Gonzales – Extra Mile Recipient (Public Works), Jose Gutierrez (Public Works). Middle row from left: Joe Gonzales (Recreation
& Parks), Richard Ryberg (Finance), Donna Barnes (Economic & Community Development), Robin Bice (City Manager), Della Wilson (Police), Tim Capehart (Fire), Ryan Starbuck (Public Works).
Back row from left: Jason Solf (Water Resources), Garth Milam (Fire), Beigher Taylor (Recreation & Parks), Dennis Murphy (Police). “HIGH FIVES” The High Five award is for immediate recognition
of City employees for their quality of work, high levels of productivity, notable customer service, or an oldfashioned “Thank You.” Approximately 550 High Five awards were distributed
in FY 2007– 2008 WELL DONE! The City of Bakersfield is fortunate to employ individuals who think beyond the box. If employees see something that needs to be achieved or improved, they
are encouraged to submit a Bright Idea. To the right is a listing of those individuals who did just that. This award
is given to employees of the City of Bakersfield that exemplify the traits of excellent customer service, leadership by example, willingness to solve problems, and consistently high
performance. Pictured are the winners of the prestigious award for 2007 GOOD JOB! “EXCELLENCE IN ACTION 2007” “BRIGHT IDEAS” ?? Oscar Alonso, Information Technology ?? Sergio Benavides,
Public Works ?? Jim Brown, Public Works ?? Joe Catalan, Public Works ?? Eddie Chavez, Information Technology ?? Karen Crawford, Public Works ?? John Flores, Public Works ?? David Lyman,
Economic & Community Development ?? Destinie Martinez, Police ?? Billy Owens, Development Services ?? Amy Powers, Police ?? James Scrivano, Public Works ?? Thomas Trammell, Public Works
xxiii
BUDGET SUMMARIES
Budget Summaries LIST OF EXHIBITS Revenues and Appropriations – General Fund.........................................11 General Fund Budget Charts.....................................................
..............12 Revenues and Appropriations – Operating Budget – All Funds ...............13 Operating Budget – All Funds Charts .......................................................14
Operating Fund Distribution......................................................................15 Operating Fund Distribution Charts ..........................................................16
Revenues and Appropriations – All Funds ...............................................17 Revenue Sources All Funds Chart ...........................................................18
Appropriations by Function All Funds Chart .............................................19 Departmental Appropriations by Fund ......................................................20
General Fund – Appropriations by Department ........................................24 Financial Summary – All Funds................................................................26
Estimated Balances – June 30, 2009 .......................................................30 Interfund Transfers – Summary ................................................................31
Interfund Transfers – Detail ......................................................................32 FY 2008-09 Appropriations Limitation ......................................................33
Note: Additional information is provided in the Appendices section of this document. 1
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 GENERAL BACKGROUND History Bakersfield was settled in 1858 by a handful of families who had trekked northward through the EL Tejon Pass seeking
home sites rather than gold. The town was named by an early settler, Colonel Thomas Baker, who invited the weary travelers through the valley to rest overnight. These travelers would
plan in advance to meet and rest in Colonel Baker’s field”. Baker formally laid out the town in 1869, and within two years the city had a telegraph office, two stores, a newspaper, two
boarding houses, one doctor, a wagon shop, one attorney, a saloon, and fifty school pupils. The Rabobank Arena, Theater and Convention Center, as well as the Centennial Plaza community
park, rests on part of Colonel Baker’s original field. The City of Bakersfield was first incorporated in 1873, and in the same year, the County seat was moved from the booming little
town of Havilah to Bakersfield. Three years later, the town decided to disincorporate. It was not until 1898 that the community incorporated again. In 1910, the City of Kern, formerly
the Town of Sumner (East Bakersfield), annexed to the City of Bakersfield. Government In 1915, the citizens of the City adopted a charter calling for the city to operate under the council-manager
form of government. This charter provides that the governing body of the city shall be the City Council composed of seven members, one to be elected from each of the seven wards of the
city for four-year, overlapping terms, with a Mayor elected from the Council. In 1957, the charter was amended to elect a Mayor at large. Bakersfield was one of the first cities in the
United States to adopt the council-manager form of government. This type of government provides that the City Council adopts ordinances; appoints members of various committees, boards,
and commissions; and, establishes general policies for the City. Final determination of all City policies rests with the seven members of the City Council. The Council also appoints
a city manager to implement Council policies. Bakersfield offers a full range of City services including: • Fire and Police Protection • Streets and Infrastructure Maintenance • Planning
and Community Development • Parks and Recreation Services • Water Utility • Municipal Airpark -General Aviation • Refuse Collection • Wastewater Treatment 2
This document includes the financial activities of the City, the Bakersfield Redevelopment Agency, and the Public Financing Authority. Location The changes have been many since Colonel
Baker’s time, but Bakersfield still retains the hospitality originally extended by the Colonel. The City of Bakersfield has an estimated population of 323,213, as of January 1, 2007,
and is located approximately 116 miles north of Los Angeles in the southern San Joaquin Valley. Major highways, including Interstate 5 and State Route 99, link the City with a major
trade corridor. Other major cities and attractions nearby to Bakersfield are: Las Vegas (284 miles), Sacramento (281 miles), San Diego (235 miles), San Francisco (286 miles), Santa Barbara
(151 miles), Sequoia National Park (129 miles), and Yosemite National Park (190 miles). Bakersfield is the regional center for industry, government, transportation, retail trade, medical
services and oil field operations. Major manufacturing activities include iron and steel fabrication, plastic foam products, food products, petroleum refining, and textiles. As the County
seat, it is the location of many county, state and federal offices. Quality of Life With its big city conveniences and advantages, Bakersfield still manages to maintain an atmosphere
of small town hospitality, friendship, cooperation, compassion, and optimism. Hallmarks of the Bakersfield community continue to be high quality of life, a strong family orientation,
and the fact that people care. Bakersfield offers a wide variety of amenities to its residents and visitors, with 125 K-12 schools, Bakersfield College, and California State University
at Bakersfield. Rabobank Arena is the largest convention center complex in the San Joaquin Valley and is home to many entertainment and special events, including: rodeos, the Bakersfield
Blitz (Arena Football), Bakersfield Blaze (Baseball), Bakersfield Condors (Hockey), and the Bakersfield Jam (Basketball). The City maintains 47 parks, for a total of 440 acres, and offers
yearround recreation with boating, white water rafting, fishing, hiking, golf, camping, water/snow skiing, and skydiving. For those looking to travel to and from Bakersfield, there are
several options such as Meadows Field (airport), AMTRAK (train), and GreyHound (bus). There are 3 movie theaters, over 100 restaurants, and 7 public golf courses. Cultural activities
include 4 museums, the Bakersfield Jazz Festival, blues and reggae festivals, and the Spotlight Theater and Café. Affordable Living Bakersfield offers the State of California’s most
affordable metropolitan housing with a $223,000 median sales price. The median sales price in the State of California is $384,840. 3
FACTORS AFFECTING FINANCIAL CONDITION Local Economy and Local Budget Issues – The City of Bakersfield currently shows signs of a stable economic environment. The City has experienced
a slowdown in both new housing starts and some commercial development. The past two years produced unprecedented growth in sales tax, property tax, and building permit revenues. This
growth was due in large part to the active residential housing market. With the slowdown of the housing market the City of Bakersfield is returning to more historic revenue trends. For
FY 2007-08, property tax receipts increased by over 27% while sales tax growth was about 3% compared to FY 2006-07. Historic growth trends in both sales tax and property taxes have averaged
in the 6% range for many years. The City Council took a conservative approach in dealing with the higher than normal revenues over the past two years. During the FY 2006-07 budget process
the City Council used some of this revenue spike to address some of the city’s one-time capital needs. The Council also chose to add $2,395,000 to the facility reserve fund, $1,350,000
to the cash basis reserve, and fund over $6.8 million toward the City’s Retiree Medical program. During the FY 2007-08 budget process the City Council set aside an additional $2 million
to the facility reserve fund and funded $7.7 million toward the Retiree Medical program. Retirement costs have remained fairly level and are projected to stay flat for the next two years.
Based on actuarial estimates provided by CalPERS, the City expects to see a slight decrease in retirement rates for current employees in FY 2008-09 and another slight decrease in rates
for FY 2009-10. Property taxes reflect the impact of the slowdown in development activity. The City forecasts for FY 2008-09 flat property tax revenues with 0% growth based on Kern County
assessed valuation projections. Sales tax revenue will show a modest 1% increase over current year revised estimates as a result of the continued decline in economic activity over the
past year. Transient Lodging Tax revenues will remain flat with 0% increase compared to FY 2007-08 revised estimates as a result of flat but stable tourism and convention activity. License
and Permit revenue will decrease by 4% as a result of the slowdown in local construction activity. Motor Vehicle In-Lieu fees reflect a 0% growth as this revenue is now linked to growth
in general property taxes. Community Development Block Grant Entitlement will decrease by 3% and HOME Entitlement will decrease by 4.6% as compared to FY 2007-08. State Budgetary Actions
– Budget problems at the State level continue to be a major concern for the City of Bakersfield. The City has adjusted to prior State actions, including the reduction of Vehicle License
Fees (VLF) and the State action of taking one-fourth of its sales tax revenues to be replaced with property tax revenues (also known as the sales tax “triple flip”). The City has compensated
for the negative effects on cash flow and interest earnings within the General Fund due to the timing and receipt of “backfill” of monies by increasing the cash basis reserve funds during
the last two budget cycles. The City is aware of the State’s significant budget deficit and will continue to monitor any potential actions that may have a negative effect on the City’s
financial status. 4
Long Term Financial Planning – The City of Bakersfield recently acquired a 55,000 square foot office building across the street from the existing city hall complex that is providing
needed room for consolidation of some operations that were leasing space. The site also has land space for a second structure of similar size to address more longterm space needs. The
purchase of this facility will improve customer service to the citizens of Bakersfield and provide opportunities for improved operational efficiency. The City continues to monitor departmental
needs for satellite storage and staging areas for Public Works and Parks operations. As the City continues to grow both in population and in geographic area, opportunities must constantly
be evaluated to become more efficient and effective in efforts to serve the community. The City is also planning for the future with the expansion and upgrade of Wastewater Treatment
Plant No. 3. The bonds that will pay for this project will be a combination of fixed and variable rate bonds to take advantage of current market conditions and allow for flexibility
in possible early retirement of the debt. Sewer connection fees and the sewer user rate increase approved by the City Council in FY 2007-08 were taken into consideration to fund the
annual debt service payments associated with the bond financing over the next 25 to 30 years. The sewer user rate increase will also provide funds to establish and replenish sewer reserve
funds to adequate levels to provide certain assurances to bond holders and rating agencies regarding the financial stability of the enterprise. Since the project both upgrades the existing
facilities and treatment processes in addition to adding capacity to the plant operations we will use a combination of increased user fees and increased connection fee revenues to repay
the debt over the next 25 to 30 years. This expansion will provide for cost effective modern wastewater treatment facilities for existing residents as well as for anticipated planned
development within the City sphere of influence over this time frame. Accounting System and Internal Controls – The accounting and budgeting basis for the City are the same. The City's
accounting system is organized and operated on a fund basis. Each fund is a distinct self-balancing accounting entity. Various funds utilized by the City of Bakersfield are fully described
in the “Special Funds”, “Enterprise Funds”, and “Redevelopment” sections of this document. The City's accounting records for general governmental operations are maintained on a modified-accrual
basis whereby revenues are recognized when measurable and available, and expenditures are recognized when materials and services are received. Accounting records for the Enterprise and
Internal Services Funds are recorded on an accrual basis, whereby revenues are recognized when earned and expenses are recognized when incurred. In developing and evaluating the City's
accounting system, consideration is given to the adequacy of internal accounting controls. controls. Internal accounting controls are designed to provide reasonable, but not absolute,
assurance regarding: (1) the safeguarding of assets against loss from unauthorized use or disposition; and (2) the reliability of financial records for preparing financial statements
and maintaining accountability for assets. The concept of reasonable assurance recognizes that: (a) the cost of a control should not exceed the benefits likely to be derived, and (b)
the evaluation of costs and benefits requires estimates and judgments by management. 5
Balanced Budget – The City of Bakersfield annually adopts a balanced budget on a fiscal year basis. A balanced budget means there are sufficient revenues and unreserved fund balances
appropriated to fund all City of Bakersfield Operating, Capital Improvement, Debt Services and Interfund Transfers for the fiscal year beginning July 1 and ending June 30. Fund Balance
– Uncommitted resources are available for spending at the government’s discretion (unreserved fund balance). The focus of the City of Bakersfield’s governmental funds is to provide information
on near-term inflows, outflows, and balances of spendable resources. Such information is useful in assessing the City of Bakersfield’s financing requirements. In particular, unreserved
fund balance may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year. Reserved Fund Balance – The remainder of fund balance
is “reserved” to indicate that it is not available for new spending because it has already been committed: 1) to liquidated contracts and purchase orders of the prior period; 2) to be
set aside as a cash basis reserve; 3) to pay debt service; or, 4) for a variety of other restricted purposes. Supplemental Budgetary Information – Through the budget process the City
Council sets the direction of the City, allocates its resources and establishes its priorities. The annual budget assures the efficient and effective use of the City’s economic resources,
as well as establishing that the highest priority objectives are accomplished. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with Generally
Accepted Accounting Principles (GAAP). The annual budget serves from July 1 to June 30, and is a vehicle that accurately and openly communicates these priorities to the community, businesses,
vendors, employees and other public agencies. Additionally, it establishes the foundation of effective financial planning by providing resource planning, performance measures and controls
that permit the evaluation and adjustment of the City’s performance. The City’s budget is prepared and based on four expenditure categories: personnel, supplies and services, minor capital
outlay, and capital improvement programs. The first three listed are considered operational in nature and known as recurring costs. Capital Improvement Projects are asset acquisition,
facilities, systems and infrastructure improvement, typically over $40,000, and/or those items “outside” of the normal operational budget. These are known as one-time costs or significant
non-routine capital expenditures. FUND STRUCTURE The City collects and records revenue and expenditures within Governmental Activities and Business-Type Activities. Governmental Activities
– Most of the City’s basic services are reported in this category, including General Government, Police, Fire, Public Works, Parks, Recreation, and Community Development. These activities
are generally financed by property and 6
sales taxes, user fees, interest income, franchise fees, and state and federal shared revenues and grants. Business-Type Activities – The City charges a fee to customers to cover all
or most of the cost of certain services it provides. The City’s Water system, Wastewater system, Refuse Collection system, Municipal Airport, and Off-Street Parking activities are reported
in this category. The Governmental Funds include the General Fund, Special Revenue, Debt Service and Capital Projects funds. All funding sources are kept separate for both reporting
and use of the money. The General Fund is where most City services are funded that are not required to be segregated. State law and bond covenants require some funds to be established.
However, management establishes many other funds to help it control and manage money for particular purposes, or to show that it is meeting legal responsibilities for using certain taxes,
grants, and other money. Governmental Funds – Most of the City’s basic services are reported in in governmental funds, which focus on how money flows into and out of those funds and
the balances left at year-end that are available for spending. These funds are reported using an accounting method called modified-accrual accounting, which measures cash and all other
financial assets that can readily be converted to cash. The Governmental fund statements provide a detailed short-term view of the City’s general government operations and the basic
services it provides. Governmental fund information helps determine whether there are more or fewer financial resources that can be spent in the near future to finance the City’s programs.
Proprietary Funds – When the City charges customers for the services it provides, whether to outside customers or to other units of the City, these services are generally reported in
Proprietary funds. Proprietary funds are reported in the same way that all activities are reported in the Statement of Net Assets and the Statement of Revenues, Expenses and Charges
in Fund Net Assets. In fact, the City’s Enterprise Funds are the same as the Business-Type activities reported in the Government-wide statements, but provide more detail and additional
information such as cash flows, for Proprietary funds. The City uses Internal Service Funds (the other component of Proprietary funds) to report activities that provide supplies and
services for the City’s other programs and activities—such as the City’s Self-Insurance and Equipment Management Funds. The Internal Service Funds are reported with governmental activities
in the government-wide financial statements. Fiduciary Funds – The City is the trustee, or fiduciary, for certain funds held on behalf of various third parties. The City’s fiduciary
activities are reported in separate Statements of Fiduciary Net Assets. The City excludes these activities from its other financial statements because the City cannot use these assets
to finance its operations. The City is responsible for ensuring that the assets reported in these funds are used for for their intended purposes. 7
Budget Process – The budget process begins as a team effort in January of each year, starting with an annual strategic planning meeting called the Budget Kickoff. Individual departments
then use projected revenue assumptions based on trend analysis data from the past three years, current economic circumstances, including impacts of the State budget, and other external
factors to recommend the next fiscal year’s objectives. The City Manager’s Office and the Financial Department review all budget proposals and revenue assumptions as well as all current
financial obligations before preparing the document that is proposed to the City Council. The City Council reviews the Proposed Budget through a series of public workshops and meetings,
and the final adoption of the budget is normally scheduled for the second City Council meeting in June. Budgetary Controls – The objective of these budgetary controls is to ensure compliance
with legal provisions embodied in the annual appropriated budget approved by the City Council. Project length financial plans are adopted for the capital projects funds. The level of
budgetary control is established at the fund level. The City also maintains an encumbrance accounting system as one technique of accomplishing budgetary control. Unencumbered amounts
lapse at year end. However, encumbrances and certain capital projects are re-appropriated as part of the following year's budget. The FY 2008-09 City of Bakersfield appropriation limit
established as required by state statute is $266,206,944. Fee and Service Charge Revenue/Cost Comparison System – The City of Bakersfield maintains a fee and service charge revenue/cost
comparison system for the recovery of costs reasonably borne in providing regulation, products, or services as enumerated in Section 3.70.030 of the Bakersfield Municipal Code. The intent
of the City Council for the above purpose is to establish a “fee for service” system. Fees and charges are effectuated through the City Council’s adoption of annual resolution to ensure
that fees are adjusted appropriately to recover the costs of providing regulation, products, or services. Cash Management – The City maintains a cash and investment pool that is available
for use by all funds, except the Pension Trust Fund and the Deferred Compensation Fund. Each fund type's portion of this pool is displayed on the combined balance sheet as cash and short-term
investments. The deposits and investments of the Pension Trust Fund and the Deferred Compensation Fund are held separately from other City funds. Cash balances of each of the City’s
funds, except for certain Trust and Agency Funds, are pooled and invested by the City. Income earned from pooled investments is allocated to each of the funds based on average pooled
cash balances during the year. Deficit cash balances are classified as due to other funds and funded by the General Fund or related operating fund. Cash Basis Reserve – The City budget
provides for a cash basis reserve in order to finance operations between July 1 and the date of receipt of the first installment of property taxes. The cash basis reserve also provides
short-term interfund loans for funds on a reimbursable basis. For the year ended June 30, 2008, the City has legally established a cash basis reserve of $11,500,000. 8
Investment Policy – The City Council has adopted an investment policy with a goal to minimize credit and market risks while maintaining a competitive yield on its portfolio. The City
is also governed by State statutes authorizing the City to invest in bonds or other evidences of indebtedness of the U. S. Government or any of its agencies and instrumentalities, repurchase
agreements, and banker’s acceptances. The pension trust investments are administered separately under Municipal Code Section 2.92, which is within state guidelines. The City applies
Governmental Accounting Standards Board Statement Number 31, Accounting and Financial Reporting for Certain Investments and for External Investment Pools. This statement generally requires
that investments be reported at their fair market value and that all changes in fair value be reflected in income of the period in which they occur. Statutes authorize the City to invest
in obligations of the U.S. Treasury, agencies and instrumentalities, commercial paper, bankers’ acceptances, repurchase agreements, money market funds and the State Treasurer’s investment
pool. The City’s Pension Trust Fund is also authorized to invest in corporate bonds rated A or better by a national rating system generally recognized and used by banks and investment
brokers in the United States. Investments are comprised of obligations of the U.S. Treasury, agencies and instrumentalities, cash, time certificates of deposit, mutual funds, bankers’
acceptances, money market accounts and deposits in the State of California Local Agency Investment Fund (LAIF), and are stated at fair value. The fair value of the City’s position in
LAIF approximates the value of the pool shares. The LAIF has oversight by the Local Investment Advisory Board. The LAIF Board consists of five members as designated by Statute. The Chairman
is the State Treasurer, or his designated representative. Two members qualified by training and experience in the field of investment of finance, and two members who are treasurer’s,
finance or fiscal officers, or business managers employed by any County, City, or local district or municipal corporation of this state are appointed by the State Treasurer. The term
of each appointment is two years, or at the pleasure of the appointing authority. Long-Term Debt - Legislation does not mandate a debt limit for the City of Bakersfield. The City of
Bakersfield as a charter City is not required by law to formally adopt a policy regarding debt issuance and management; however, the City is conservative and issues debt instruments
only when it is absolutely necessary. At the end of the previous fiscal year, the City of Bakersfield had a total bonded debt outstanding of $21,833,738. The City of Bakersfield’s total
debt decreased by $2,904,535 during the current fiscal year. The decrease in debt was a result of normal maturity on existing debt. Certificates of Participation issued by the City and
the Bakersfield Redevelopment Agency in 2006 carry a Reserve Fund Surety from Ambac, which has an underlying “AAA” rating from Moody’s and an “A2” rating from Moody’s. The Series B and
C revenue bonds of the Public Financing Authority (issued in 1994) are not rated. All other bonds listed above are insured. 9
Debt Service Reserve – The reserve for debt service represents funds reserved for the payment of general obligations of the City accounted for in the General Long-Term Debt Account Group.
At June 30, 2007, the City has a debt service reserve of $2,225,000. OTHER INFORMATION Independent Audit – The City Charter requires an annual audit by independent certified public accountants.
In addition to meeting the requirements set forth in state statutes, the audit also was designed to meet the requirements of the Federal Single Audit Act of 1984 and related OMB Circular
A-133. The auditors report on the basic financial statements, including the notes to the financial statements, but their opinion does not cover the combining and individual fund statements.
Awards – The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Certificate of Achievement for Distinguished Budget Presentation to the City of
Bakersfield for its Budget for the fiscal year ended June 30, 2007, marking the seventh consecutive year Bakersfield has received the GFOA certificate. The Distinguished Budget Presentation
Award is a prestigious national award recognizing conformance with the highest standards for preparation of state and local government financial reports. In order to be awarded a Certificate
of Achievement, a government unit must publish an easily readable and efficiently organized budget document, whose contents conform to program standards. Such reports must satisfy criteria
as a policy
document, financial plan, operations guide, and communications device. The City of Bakersfield’s Fiscal Year 2008-2009 Final Budget document continues to conform to the Distinguished
Budget Presentation Award Program requirements, and is being submitted to GFOA to determine its eligibility for another certificate. CONTACTING THE CITY’S BUDGET OFFICE This budget document
is designed to provide the citizens, taxpayers, customers, investors and creditors with a general overview of the City’s finances and to show the City’s accountability for the money
it receives. Questions concerning any of the information provided in this report or requests for additional budget information can be sent via e-mail to: jwstinson@bakersfieldcity.us.
Formal written requests should be addressed to: City of Bakersfield, Attn: City Manager’s Office, 1501 Truxtun Avenue, Bakersfield, CA 93301. 10
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 REVENUES AND APPROPRIATIONS GENERAL FUND Sources by Type Actual 2006-07 Adopted 2007-08 Adopted 2008-09 Revenues Sales Tax $ 6 8,367,251 $ 6 6,055,500
$ 6 2,270,000 Property Tax 62,324,076 63,443,700 66,086,000 Other Taxes 12,421,872 12,225,000 11,465,000 Total Taxes $ 1 43,113,199 $ 1 41,724,200 $ 1 39,821,000 Licenses and Permits
$ 3 ,029,719 $ 2 ,968,900 $ 2 ,247,870 Intergovernmental Revenue 5,322,070 3,317,955 2,988,165 Charges for Service 19,085,889 19,190,860 16,817,565 Fines and Forfeits 943,627 486,000
561,000 Miscellaneous Revenues 4,468,724 438,000 432,055 Total Other Revenues $ 3 2,850,029 $ 2 6,401,715 $ 2 3,046,655 Beginning Balance 49,961,230 20,771,310 17,607,000 Transfers In
2,250,000 880,575 700,000 TOTAL REVENUES $ 2 28,174,458 $ 1 89,777,800 $ 1 81,174,655 Appropriations Police $ 6 4,221,085 $ 6 9,177,155 $ 6 9,733,823 Fire 30,349,754 31,538,349 31,724,892
Total Public Safety $ 9 4,570,839 $ 1 00,715,504 $ 1 01,458,715 Public Works $ 2 0,220,550 $ 2 3,407,353 $ 2 2,837,247 Recreation and Parks 15,048,254 18,140,772 17,976,768 Development
Services 10,787,216 10,597,697 10,284,576 Economic Development 674,619 855,122 855,122 General Government 10,600,373 12,347,616 12,342,332 Non-Departmental 5,990,818 10,834,724 13,657,795
Total Operations $ 6 3,321,830 $ 7 6,183,284 $ 7 7,953,840 Contingencies 250,000 243,500 250,000 Transfers Out 20,332,170 12,635,512 1,512,100 TOTAL APPROPRIATIONS $ 1 78,474,839 $ 1
89,777,800 $ 1 81,174,655 11
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 GENERAL FUND BUDGET $181,174,655 Where it comes from ... Sales Tax 34.37% Property Tax 36.48% Beg. Balance & Transfers 10.10% Misc. and Other
6.57% Intergovernmental 1.65%Licenses & Permits 1.24% Fines & Forfeits 0.31% Charges for Services 9.28% Where it goes ... Transfers 0.83% Economic Development 0.47% General Government
6.81% Non-Departmental 7.68% Recreation & Parks 9.92% Development Services 5.68% Public Works 12.61% Fire 17.51% Police 38.49% 12
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 REVENUES AND APPROPRIATIONS OPERATING BUDGET -ALL FUNDS Sources by Type Adopted 2006-07 Adopted 2007-08 Adopted 2008-09 Revenues Capital Project
Funds $ 1 9,354,629 $ 1 1,008,635 $ 1 2,368,634 Special Revenue Funds 29,692,757 26,468,544 24,731,586 General Operating Funds 175,899,400 189,777,800 181,174,655 Redevelopment Agency
Funds 17,267,519 17,657,453 18,979,286 Improvement Districts 8,477,796 9,126,315 9,714,201 Internal Service Funds 38,154,483 37,814,906 33,159,774 Enterprise Funds 89,185,928 89,662,915
107,001,748 Debt Service Funds 2,135,806 1,632,611 4,015,833 Total $ 3 80,168,318 $ 3 83,149,179 $ 3 91,145,717 Appropriations General Government $ 2 2,120,657 $ 2 4,820,491 $ 2 5,979,705
Police 60,465,448 69,777,155 70,188,123 Fire 28,624,003 31,538,349 31,724,892 Public Works 77,701,835 105,837,208 100,959,001 Water Resources 14,860,928 18,484,537 20,623,034 Rabobank
& Recreations and Parks 18,828,799 28,924,804 24,576,544 ED/CD & Development Services 13,146,273 23,830,456 22,214,060 Non-Departmental & Transfers 39,492,523 79,936,179 94,880,358 Total
$ 2 75,240,466 $ 3 83,149,179 $ 3 91,145,717 13
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 OPERATING BUDGET -ALL FUNDS $391,145,717 Where it comes from... Debt Service Funds Enterprise Funds 1.03% 27.36% Internal Service Funds 8.48%
Redevelopment Agency Funds 4.85% Improvement Districts 2.48% General Operating Funds 46.32% Capital Project Funds 3.16% Special Revenue Funds 6.32% Where it goes... Public Works 25.81%
Fire 8.11% Police 17.94% General Government 6.64% Non-Departmental & Transfers 24.26% ED/CD & Development Services 5.68% Rabobank & Recreation and Parks 6.28% Water Resources 5.27% 14
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 OPERATING FUND DISTRIBUTION Expenditures Actual 2006-07 Adopted 2007-08 Adopted 2008-09 All Funds Personnel $ 149,610,882 $ 167,757,499 $ 169,510,263
Operating 183,773,733 150,539,213 170,429,762 Capital 124,255,296 393,531,071 214,744,876 Fiscal Transfers 66,471,869 47,846,483 41,400,947 Total All Funds $ 524,111,780 $ 759,674,266
$ 596,085,848 General Fund Personnel $ 121,760,390 $ 135,630,707 $ 136,994,096 Operating 35,118,711 40,915,154 42,379,614 Capital 1,013,346 596,427 288,845 Fiscal Transfers 20,332,170
12,635,512 1,512,100 Total General Fund $ 178,224,617 $ 189,777,800 $ 181,174,655 15
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 OPERATING FUND DISTRIBUTION ALL FUNDS $391,145,717 Fiscal Transfers 10.81% Operating 44.48% Capital 2.56% Personnel 44.24% GENERAL FUND $181,174,655
Fiscal Transfers 0.83% Personnel 75.61% Capital 0.16% Operating 23.39% 16
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 REVENUES AND APPROPRIATIONS ALL FUNDS Sources by Type Actual 2006-07 Adopted 2007-08 Adopted 2008-09 Revenues Taxes and Assessments $ 166,709,986
$ 186,419,506 $ 179,555,953 Licenses and Permits 4,197,590 2,968,900 2,247,870 Inter-Governmental & Enterprise 88,344,748 119,965,102 183,494,677 Charges for Service 146,070,403 159,024,809
137,696,371 Fines and Forfeits 2,014,000 1,816,000 1,691,000 Miscellaneous Revenue 7,459,232 7,934,812 33,446,633 Other Financing Sources 7,500,000 218,000,000 -Fund Balance 43,842,021
15,698,654 16,552,397 Transfers In 55,597,738 47,846,483 41,400,947 TOTAL REVENUES $ 521,735,718 $ 759,674,266 $ 596,085,848 Appropriations Police $ 65,856,576 $ 69,777,155 $ 70,188,123
Fire 32,819,887 36,275,349 32,842,892 Total Public Safety $ 98,676,463 $ 106,052,504 $ 103,031,015 Public Works $ 223,920,105 $ 459,489,256 $ 291,156,132 Water Resources 23,376,921 23,939,537
29,148,034 Rabobank & Recreation and Parks 26,587,333 41,605,843 28,776,544 ED/CD & & Development Services 22,978,868 15,047,806 22,614,060 General Government 24,032,755 24,820,491 25,979,705
Non-Departmental 84,595,754 71,061,376 94,880,358 Bakersfield Redevelopment Agency 17,567,519 17,657,453 500,000 TOTAL APPROPRIATIONS $ 521,735,718 $ 759,674,266 $ 596,085,848 17
CITY OF BAKERSFIELD FY 2008-09 REVENUE SOURCES ALL FUNDS Taxes and Assessments $ 179,555,953 30.1% Licenses and Permits 2,247,870 0.4% Inter-Governmental and Enterprise Revenue 183,494,677
30.8% Charges for Services 137,696,371 23.1% Fines and Forfeits 1,691,000 0.3% Miscellaneous Revenue 33,446,633 5.6% Other Financing Sources 0 0.0% Fund Balance 16,552,397 2.8% Transfers
In 41,400,947 6.9% TOTAL REVENUE ALL SOURCES $ 596,085,848 100.0% Inter-Governmental and Enterprise Revenue Charges for Services Fines and Forfeits Miscellaneous Revenue Other Financing
Sources Transfers In Fund Balance Taxes and Assessments Licenses and Permits 18
CITY OF BAKERSFIELD FY 2008-09 APPROPRIATIONS BY FUNCTION ALL FUNDS General Government $ 25,979,705 4.4% Police 70,188,123 11.8% Fire 32,842,892 5.5% Public Works 291,156,132 48.8% Water
Resources 29,148,034 4.9% Rabobank & Recreation and Parks 28,776,544 4.8% ED/CD & Development Services 22,614,060 3.8% Non-Departmental -includes transfers 94,880,358 15.9% Bakersfield
Redevelopment Agency 500,000 0.1% TOTAL APPROPRIATIONS -ALL FUNDS $ 596,085,848 100.0% Police General Government Non-Departmental -Bakersfield includes transfers Redevelopment Agency
ED/CD & Development Services Rabobank & Recreation and Parks Water Resources Public Works Fire 19
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 DEPARTMENTAL APPROPRIATIONS BY FUND Budget Summary Operating Budgets City of Bakersfield $ 25,979,705 $ 70,188,123 $ 31,724,892 $ 100,959,001
$ 20,623,034 $ 24,576,544 $ 15,377,190 $ 82,737,942 $ 372,166,431 Bakersfield Redev. Agency 0 0 0 0 0 0 6,836,870 12,142,416 18,979,286 Total Operating $ 25,979,705 $ 70,188,123 $ 31,724,892
$ 100,959,001 $ 20,623,034 $ 24,576,544 $ 22,214,060 $ 94,880,358 $ 391,145,717 Capital Improvements City of Bakersfield $ 0 $ 0 $ 9 68,000 $ 190,197,131 $ 8,525,000 $ 4,350,000 $ 4
00,000 $ 0 $ 204,440,131 Bakersfield Redev. Agency 0 0 0 200,000 0 0 300,000 0 500,000 Total Capital Improvements $ 0 $ 0 $ 9 68,000 $ 190,397,131 $ 8,525,000 $ 4,350,000 $ 7 00,000
$ 0 $ 204,940,131 Total Appropriations $ 25,979,705 $ 70,188,123 $ 32,692,892 $ 291,356,132 $ 29,148,034 $ 28,926,544 $ 22,914,060 $ 94,880,358 $ 596,085,848 Public Works Water Total
Resources Rabobank & Recreation and Parks ED/CD and Development Services General Government Police Fire Non-Departmental Includes Transfers 20
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 DEPARTMENTAL APPROPRIATIONS BY FUND Public Works Water Total Resources Rabobank & Recreation and Parks ED/CD and Development Services General
Government Police Fire Non-Departmental Includes Transfers City of Bakersfield Operating Budget Agriculture Water $ 0 $ 0 $ 0 $ 0 $ 4,698,380 $ 0 $ 0 $ 2 8,500 $ 4,726,880 State Transportation
246,000 33,800 279,800 Assessment Districts 245,797 43,500 9,424,904 9,714,201 Aviation Fund 172,406 172,406 BEGIN 0 Community Dev. Block Grant 1,641,534 402,317 2,043,851 Domestic Water
15,000 15,924,654 794,238 16,733,892 Equipment Management 3,225,170 20,156,362 23,381,532 Gas Tax 4,725,401 4,725,401 General Fund 12,342,332 69,733,823 31,724,892 22,837,247 17,976,768
11,139,698 15,419,895 181,174,655 Home Program 1,680,027 1,680,027 Municipal Improvement Debt 480,733 480,733 Park Improvement 15,000 4,088,222 4,103,222 Parking Lots/Structures 122,389
122,389 Public Financing Authority 14,259 5,021,070 5,035,329 Refuse Collection 39,256,555 39,256,555 Self Insurance 9,778,242 9,778,242 Traffic Safety 454,300 700,000 1,154,300 Transient
Lodging Taxes 6,565,976 915,931 7,366,300 14,848,207 Transportation Development 335,083 5,000,000 5,335,083 TDF TRIP Local Match 251,516 1,178,584 1,430,100 Wastewater Treatment Plant
11,977,863 34,011,763 45,989,626 Total Operating $ 25,979,705 $ 70,188,123 $ 31,724,892 $ 100,959,001 $ 20,623,034 $ 24,576,544 $ 15,377,190 $ 82,737,942 $ 372,166,431 21
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 DEPARTMENTAL APPROPRIATIONS BY FUND Public Works Water Total Resources Rabobank & Recreation and Parks ED/CD and Development Services General
Government Police Fire Non-Departmental Includes Transfers City of Bakersfield Capital Improvements Agriculture Water $ 0 $ 0 $ 0 $ 0 $ 7 00,000 $ 0 $ 0 $ 0 $ 7 00,000 Aviation 273,000
273,000 Captial Outlay 968,000 3,640,000 3,050,000 7,658,000 Community Dev. Block Grant 577,331 450,000 400,000 1,427,331 Domestic Water 7,825,000 7,825,000 Equipment Management 140,000
140,000 Gas Tax 1,670,463 1,670,463 Federal Transportation 166,020,877 166,020,877 Park Improvement 850,000 850,000 Refuse Collection 160,000 160,000 Transportation Development 9,306,660
9,306,660 TDF TRIP Local Match 0 TRIP 0 Wastewater Treatment Plant 8,408,800 8,408,800 Total Capital Improvements $ 0 $ 0 $ 9 68,000 $ 190,197,131 $ 8,525,000 $ 4,350,000 $ 4 00,000
$ 0 $ 204,440,131 Total City of Bakersfield $ 25,979,705 $ 70,188,123 $ 32,692,892 $ 291,156,132 $ 29,148,034 $ 28,926,544 $ 15,777,190 $ 82,737,942 $ 576,606,562 22
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 DEPARTMENTAL APPROPRIATIONS BY FUND Public Works Water Total Resources Rabobank & Recreation and Parks ED/CD and Development Services General
Government Police Fire Non-Departmental Includes Transfers Bakersfield Redevelopment Agency Operating Budget Downtown $ 1 68,108 $ 1,785,000 $ 1,953,108 Old Town Kern Pioneer 690,200
1,526,416 2,216,616 Southeast 1,578,562 2,864,651 4,443,213 Housing Downtown 400,000 205,493 605,493 Old Town Kern Pioneer 1,300,000 1,300,000 Southeast 2,700,000 2,700,000 Debt Service
Downtown $ 4 ,632,789 $ 4,632,789 Old Town Kern Pioneer 418,416 418,416 Southeast 709,651 709,651 Total Operating $ -$ -$ -$ -$ -$ -$ 6,836,870 $ 12,142,416 $ 18,979,286 Capital Improvements
Downtown $ 2 50,000 $ 2 50,000 Old Town Kern Pioneer 50,000 50,000 Southeast 200,000 200,000 Total Capital Improvements $ -$ -$ -$ 2 00,000 $ -$ -$ 3 00,000 $ -$ 5 00,000 Total BRDA
$ -$ -$ -$ 2 00,000 $ -$ -$ 7,136,870 $ 12,142,416 $ 19,479,286 23
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 GENERAL FUND -APPROPRIATIONS BY DEPARTMENT Department Actual 2006-07 Adopted Budget 2007-08 Amended Budget 2007-08 Adopted Budget 2008-09 Mayor
$ 137,868 $ 1 60,711 $ 160,711 $ 163,406 City Council 310,718 290,701 290,701 308,060 TOTAL LEGISLATIVE $ 448,586 $ 4 51,412 $ 451,412 $ 471,466 City Manager $ 912,787 $ 1,030,039 $
1,030,039 $ 959,763 City Clerk 707,322 748,443 748,443 800,286 Human Resources 1,415,263 1,573,508 1,573,508 1,557,080 Information Technology 3,192,134 3,907,713 3,907,713 3,850,197
Risk Management 0 0 0 0 TOTAL EXECUTIVE $ 6,227,506 $ 7,259,703 $ 7,259,703 $ 7,167,326 Administration $ 389,785 $ 4 22,940 $ 422,940 $ 426,612 Accounting and Reporting 1,039,189 1,227,480
1,227,480 1,239,045 Treasury 690,794 740,755 740,755 755,949 Purchasing 307,711 343,085 343,085 353,131 TOTAL FINANCIAL SERVICES $ 2,427,479 $ 2,734,260 $ 2,734,260 $ 2,774,737 Legal
Counsel $ 1,496,801 $ 1,902,241 $ 1,902,241 $ 1,928,803 TOTAL CITY ATTORNEY $ 1,496,801 $ 1,902,241 $ 1,902,241 $ 1,928,803 Administration $ 15,824,835 $ 17,121,902 $ 17,260,330 $ 17,207,248
Operations 35,832,909 39,420,517 39,451,517 39,147,945 Investigations 12,563,343 12,634,736 12,678,451 13,378,630 TOTAL POLICE SERVICES $ 64,221,087 $ 69,177,155 $ 69,390,298 $ 69,733,823
Administration $ 1,484,928 $ 1,682,068 $ 1,431,784 $ 1,513,550 Safety Services 2,267,059 2,348,440 2,421,805 2,329,343 Fire Suppression 26,597,770 27,507,841 27,507,841 27,881,999 TOTAL
FIRE SERVICES $ 30,349,757 $ 31,538,349 $ 31,361,430 $ 31,724,892 24
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 GENERAL FUND -APPROPRIATIONS BY DEPARTMENT Department Actual 2006-07 Adopted Budget 2007-08 Amended Budget 2007-08 Adopted Budget 2008-09 Administration
$ 628,508 $ 6 10,796 $ 610,796 $ 617,851 Engineering 6,454,972 7,270,941 7,325,564 6,670,857 General Services 7,074,134 8,215,544 8,218,544 8,249,562 Streets 6,062,710 7,310,072 7,310,072
7,298,977 Equipment 0 0 0 0 Wastewater 0 0 0 0 Solid Waste 0 0 0 0 TOTAL PUBLIC WORKS $ 20,220,324 $ 23,407,353 $ 23,464,976 $ 22,837,247 Recreation & Parks Administration $ 1,165,781
$ 1,340,438 $ 1,314,438 $ 1,220,104 Parks 11,171,020 13,345,030 13,351,030 13,316,023 Recreation 2,711,452 3,455,304 3,481,304 3,440,641 TOTAL RECREATION AND PARKS $ 15,048,253 $ 18,140,772
$ 18,146,772 $ 17,976,768 Planning $ 4,100,029 $ 2,956,313 $ 3,882,194 $ 2,952,773 Building 6,687,189 7,641,384 7,750,901 7,331,803 TOTAL DEVELOPMENT SERVICES $ 10,787,218 $ 10,597,697
$ 11,633,095 $ 10,284,576 Community Development $ 0 $ 0 $ 0$ 0 Economic Development 674,618 855,122 855,122 855,122 TOTAL ECONOMIC/COMMUNITY DEV. $ 674,618 $ 8 55,122 $ 855,122 $ 855,122
TOTAL BY DEPARTMENT $151,901,629 $166,064,064 $167,199,309 $165,754,760 Non-Departmental $ 5,740,818 $ 10,834,724 $ 10,825,724 $ 13,657,795 Debt Service 1,369 0 0 0 Contingencies 250,000
243,500 243,500 250,000 Transfers Out 20,332,170 12,635,512 12,635,512 1,512,100 TOTAL GENERAL FUND $ 178,225,986 $ 189,777,800 $ 190,904,045 $ 181,174,655 25
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Governmental Funds General Operating $ 29,107,000 $ 163,367,655 $ 700,000 $ 1,512,100 $ 179,662,555
$ 0 $ 12,000,000 Special Revenue 2,430,742 194,494,954 5,102,317 19,629,269 169,118,671 3,075,439 Debt Service 2,269,505 223,041 1,523,287 4,015,833 0 Capital Project 13,542,966 18,718,645
10,765,000 6,485,970 5,882,664 17,814,660 12,843,317 Proprietary Funds Enterprise 44,592,322 107,613,307 22,000,000 22,047,000 84,954,748 17,366,800 49,837,081 Internal Service 16,142,747
34,116,975 59,100 33,159,774 140,000 17,019,048 Fiduciary Funds Improvement Districts 21,041,183 8,748,431 100,000 9,714,201 20,175,413 Redevelopment Agency 3,560,745 10,849,496 6,253,560
6,253,560 12,725,726 500,000 1,184,515 Total $ 132,687,210 $ 538,132,504 $ 41,400,947 $ 41,400,947 $ 349,744,770 $ 204,940,131 $ 116,134,813 Estimated Balance 6/30/2009 Fund Group Transfers
Budget Transfers Estimated Balance 7/1/2008 Estimated Revenues 26
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Estimated Balance 6/30/2009 Fund Group Transfers Budget Transfers Estimated Balance 7/1/2008
Estimated Revenues General Operating Funds General $ 17,607,000 $ 162,867,655 $ 700,000 $ 1,512,100 $ 179,662,555 $ 0 $ 0 Cash Basis Reserve 11,500,000 500,000 12,000,000 Special Revenue
Funds Community Development 66,537 3,471,020 402,317 1,641,534 1,427,331 66,375 Home Investment Partnership 295,563 1,670,998 1,680,027 286,534 Federal Transportation 198,714 166,066,477
166,020,877 244,314 State Transportation 279,800 279,800 0 Gas Tax 560,751 6,134,000 4,725,401 1,670,463 298,887 Traffic Safety (146,668) 1,335,000 700,000 454,300 34,032 Supplemental
Law Enforcement 438,283 550,000 988,283 Transient Lodging Tax 1,017,562 14,987,659 4,000,000 10,848,207 1,157,014 Debt Service Fund Municipal Improvement Debt 78,416 402,317 480,733
0 Public Financing Authority Debt 2,269,505 144,625 1,120,970 3,535,100 0 Capital Project Funds Capital Outlay 6,603,000 290,000 5,765,000 7,658,000 5,000,000 Park Improvements 1,138,540
6,454,222 4,103,222 850,000 2,639,540 Transportation Development (TDF) 5,128,299 10,535,000 5,000,000 335,083 9,306,660 1,021,556 TDF TRIP Local Match 308,679 303,642 5,000,000 1,430,100
4,182,221 Public Financing Authority 364,448 1,135,781 1,485,970 14,259 0 Total $ 47,350,213 $ 376,804,295 $ 12,988,287 $ 13,100,387 $ 209,190,321 $ 186,933,331 $ 27,918,756 27
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Estimated Balance 6/30/2009 Fund Group Transfers Budget Transfers Estimated Balance 7/1/2008
Estimated Revenues Enterprise Funds Wastewater Treatment $ 24,494,153 $ 31,722,037 $ 22,000,000 $ 16,018,500 $ 23,971,126 $ 8,408,800 $ 29,817,764 Sewer Connections 1,156,966 5,909,075
6,000,000 1,066,041 Refuse Collection 5,186,712 40,324,245 39,256,555 160,000 6,094,402 Landfill Closure 1,374,267 1,374,267 Agricultural Water 1,941,245 5,842,000 28,500 4,698,380 700,000
2,356,365 Domestic Water 9,983,046 23,340,000 16,733,892 7,825,000 8,764,154 Airpark 361,743 381,800 172,406 273,000 298,137 Offstreet Parking 94,190 94,150 122,389 65,951 Internal Service
Funds Equipment Management 9,595,900 23,697,045 59,100 23,381,532 140,000 9,830,513 Self Insurance 6,546,847 10,419,930 9,778,242 7,188,535 Improvement District Funds Assessment Districts
21,041,183 8,748,431 100,000 9,714,201 20,175,413 Total $ 81,776,252 $ 150,478,713 $ 22,159,100 $ 22,047,000 $ 127,828,723 $ 17,506,800 $ 87,031,542 28
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Estimated Balance 6/30/2009 Fund Group Transfers Budget Transfers Estimated Balance 7/1/2008
Estimated Revenues Redevelopment Agency Funds Operating Downtown $ 459,882 $ 1,798,500 $ 0 $ 1,755,000 $ 198,108 $ 250,000 $ 55,274 Old Town Kern-Pioneer 553,610 1,925,800 1,488,416
728,200 50,000 212,794 Southeast 1,548,461 3,346,500 2,804,651 1,638,562 200,000 251,748 Housing Downtown 143,507 10,000 536,400 205,493 400,000 84,414 Old Town Kern-Pioneer 284,285
10,000 1,070,000 1,300,000 64,285 Southeast 558,742 550,000 2,095,000 2,700,000 503,742 Debt Service Downtown 12,258 3,208,696 1,424,093 4,632,789 12,258 Old Town Kern-Pioneer 418,416
418,416 0 Southeast 709,651 709,651 0 Total $ 3,560,745 $ 10,849,496 $ 6,253,560 $ 6,253,560 $ 12,725,726 $ 500,000 $ 1,184,515 29
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 ESTIMATED BALANCES -JUNE 30, 2009 Fund Title Total Unreserved Reserved Comment Cash Basis Reserve $ 12,000,000 $ 0 $ 12,000,000 Cash required
prior to Tax Turnover Community Development 66,375 66,375 0 Home Investment Partnership 286,534 286,534 0 Federal Transportation 244,314 244,314 0 Gas Tax 298,887 298,887 0 Traffic Safety
34,032 34,032 0 Supplemental Law Enforcement 988,283 988,283 0 Transient Lodging Tax 1,157,014 557,014 600,000 Tax accruals Capital Outlay 5,000,000 0 5,000,000 Facilities Reserve Park
Improvements 2,639,540 2,639,540 0 Transportation Development 1,021,556 1,021,556 0 TDF TRIP Local Match 4,182,221 4,182,221 0 Wastewater Treatment 29,817,764 (104,953,594) 134,771,358
Accumulated Depreciation Reserve @6/30/07 Sewer Connections 1,066,041 1,066,041 0 Refuse 6,094,402 2,036,402 4,058,000 Cart Replacement Reserves Landfill Closure 1,374,267 0 1,374,267
Landfill Cap Reserve Agricultural Water 2,356,365 (9,370,478) 11,726,843 Accumulated Depreciation Reserve @6/30/07 Domestic Water 8,764,154 (44,025,072) 52,789,226 Accumulated Depreciation
Reserve @6/30/07 Airpark 298,137 (1,844,679) 2,142,816 Accumulated Depreciation Reserve @6/30/07 Offstreet Parking 65,951 (1,564,049) 1,630,000 Accumulated Depreciation Reserve @6/30/07
Equipment Management 9,830,513 (26,920,258) 36,750,771 Accumulated Depreciation Reserve @6/30/07 Self Insurance 7,188,535 7,188,535 0 Assessment Districts 20,175,413 12,024,955 8,150,458
Reserve for Debt Service @6/30/07 Redevelopment Operating: Downtown 55,274 55,274 0 Old Town Kern-Pioneer 212,794 212,794 0 Southeast 251,748 251,748 0 Redevelopment Housing: Downtown
84,414 0 84,414 Housing setaside Old Town Kern-Pioneer 64,285 0 64,285 Housing setaside Southeast 503,742 0 503,742 Housing setaside Redevelopment Debt: Downtown 12,258 0 12,258 Debt
Service Total $ 116,134,813 $ ( 155,523,625) $ 271,658,438 30
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 INTERFUND TRANSFERS -SUMMARY Fund Title In Out General $ 700,000 $ 1,512,100 A Development Services Facility Replacement Reserve State Gas Tax
Traffic Safety/O.T.S. 700,000 Transient Occupancy Tax 4,000,000 Capital Outlay 5,765,000 B Agricultural Water 28,500 Domestic Water Sewer Plant #2 6,000,000 10,000,000 Sewer Plant #3
16,000,000 E 6,018,500 D Sewer Connections 6,000,000 Equipment 59,100 Self Insurance Assessment District 100,000 Subtotal $ 28,624,100 $ 28,259,100 CDBG 402,317 Municipal Debt 402,317
PFA Debt 1,120,970 PFA Operating 1,485,970 C Transportation Development 5,000,000 TDF TRIP Local Match 5,000,000 RDA Operating 6,048,067 F RDA Housing 3,701,400 H 205,493 RDA Debt 2,552,160
G Total Transfers $ 41,400,947 $ 41,400,947 Transfers 31
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 INTERFUND TRANSFERS -DETAIL Fund Title In Out Capital Outlay $ 1,500,000 Equipment 12,100 General Fund Total $ 1,512,100 A General $ 1,500,000
Transient Occupancy Tax 4,000,000 PFA Operating 265,000 Capital Outlay Fund Total $ 5,765,000 B PFA Debt $ 1,120,970 Assessment District 100,000 Capital Outlay 265,000 PFA Operating
$ 1,485,970 C Sewer Plant #2 $ 6,000,000 Equipment 18,500 Sewer Plant #2 Total $ 6,018,500 D Sewer Plant #3 10,000,000 Sewer Connections 6,000,000 Sewer Plant #3 Total $ 16,000,000 E
RDA -SEPA Housing $ 2,095,000 RDA -SEPA Debt 709,651 RDA -OTKP Housing 1,070,000 RDA -OTKP Debt 418,416 RDA -DTPA Housing 536,400 RDA -DTPA Debt 1,218,600 RDA Operating $ 6,048,067 F
RDA -SEPA Housing $ 2,095,000 RDA -OTKP Housing 1,070,000 RDA -DTPA Housing 536,400 RDA Housing $ 3,701,400 G RDA -SEPA Debt $ 709,651 RDA -OTKP Debt 418,416 RDA -DTPA Debt 1,424,093
RDA Debt $ 2,552,160 H Transfers 32
? = Appropriations Limitation ¦ = Appropriations Subject to Limitation The Appropriations Limitation imposed by Propositions 4 and 111 creates a restriction on the amount of revenue
which can be appropriated in any fiscal year. The Limit is based on actual appropriations during the 1978 -79 fiscal year, and is increased each year using the growth of population and
inflation. Not all revenues are restricted by the Limit; only those which are referred to as "proceeds of taxes." Some examples of proceeds of taxes are sales tax, property tax, transient
occupancy tax, and state motor vehicle in lieu tax. The City has experienced steady growth in population which has enabled us to spend at levels well below our limit. With the passage
of Proposition 111, the gap between the Appropriations Limit and the City's expenditures which are subject to limitation has widened. During any fiscal year, a city may not appropriate
any proceeds of taxes they receive in excess of their limit. If they do receive excess funds in any one year, they can carry them into the subsequent year to be used if they are below
their Appropriations Limit in that year. Any excess funds remaining after the second year have to be returned to the taxpayers by reducing tax rates or fees. As an alternative, a majority
of the voters may approve an "override" to increase the Appropriations Limit.City of Bakersfield FY 2008-09 Appropriations Limitation -50,000,000 100,000,000 150,000,000 200,000,000
250,000,000 300,000,000 00 01 02 03 04 05 06 07 08 09 Fiscal Year Ending $132,121,267 $71,480,300 $266,206,944 $141,782,745 33
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REVENUES
Revenues The following revenues are the primary sources which make up General Fund and Transient Lodging Tax Fund Revenues. The first nine years of all charts beginning with Property
Tax Revenues through Motor Vehicle-In-Lieu Revenues reflect actual data, the tenth year is projected data based on the latest information available at budget preparation time, and the
final year is projected. Projected revenue assumptions are based on a combination of historic trend data and current economic circumstances, including proposed State budget information
and other external factors. The key assumptions in the General Fund revenue forecast for fiscal year 2008-09 are: 1) Property tax revenues will be flat with 0% growth based on Kern County
assessed valuation projections; 2) Sales tax revenue will show a modest 1% increase over current year revised estimates as a result of the continued decline in economic activity over
the past year; 3) Transient Lodging Tax revenues will remain flat with 0% increase compared to current year revised estimates as a result of flat but stable tourism and convention activity;
4) License and Permit revenue will decrease by 4.0% as a result of the slow down in local construction activity; 5) Motor Vehicle In-Lieu fees reflect a 0% growth as this revenue is
now linked to growth in general property taxes; and 6) CDBG Entitlement will decrease by 3.0% and HOME Entitlement will decrease by 4.6% compared to the prior year. • Property Tax Revenues
-Property taxes are imposed on real property and tangible personal property located within the state. Property is assessed annually on January 1 by the County Assessor. The State Constitution
limits the real property tax rate to one percent (1.0%) of the property's value, plus rates imposed to fund indebtedness approved by the voters. Cities, counties, school districts and
special districts share the revenues from the one percent (1.0%) property tax. The County generally allocates revenues to these agencies based on their average property tax revenue in
the three years preceding 1978-79 and in each year thereafter according to the proportion of property tax revenues allocated to each agency in the previous year. When territory is incorporated
into a new city, the City receives a share of the property tax revenues based on the costs of services assumed from other governments and the proportion of these costs which had been
funded by the property tax. The use of property tax revenues is unrestricted. • Sales Tax Revenues -The sales tax rate is generally 7.25 percent statewide. The City’s sales tax revenue
is realized from the one percent (1.0%) local government portion of the total rate and the .5 percent rate (½ cent) increase approved by the voters in November 1993 for public safety.
The local one percent (1.0%) is distributed based on “point of sale” while the ½ cent for public safety is distributed ninety-five percent (95.0%) to counties and five percent (5.0%)
to cities. The one percent (1.0%) local sales tax revenue is distributed by the Board of Equalization. Cities receive payments on a quarterly 35
Revenues continued basis, with monthly estimated
"advance" payments and a subsequent "settlement" payment to cover the difference based on actual collections. The ½ cent sales tax is distributed monthly. The largest single classification
contributing to sales tax revenues is the sale of automobiles. Sales tax must be received into the City’s General Fund and its uses are unrestricted. • Charges for Service -A service
charge is a fee imposed upon the user of a service provided by the City. Generally a service charge can be levied when the service can be measured and sold in marketable units and the
user can be identified. The rationale is that certain services are primarily for the benefit of an individual rather than the general public. Individuals benefiting from a service should
pay for all or a part of the cost of that service. Fees charged are limited to the cost required to provide the service as prescribed by Article XIIIB of the State Constitution. These
fees are often determined by cities through a cost accounting analysis of the specific service. Service charges differ from license and permit fees in that the latter are designed to
reimburse the City for costs related to its regulatory activities. Some of the charges for service included in this revenue source are: o Maintenance district services -Reimbursements
for costs of operating and maintaining all public improvements which benefit a specific area; o Interdepartmental charges -(Self-insurance and equipment maintenance) to account for the
financing of goods and services provided by one department to another City department on a cost-reimbursement basis; and, o Arena charges -Revenues received from the use of the Rabobank
Arena. • CDBG and HOME Funds -The Community Development Block Grant (CDBG) Funds and HOME Funds are federal funds from the Housing and Urban Development Department (HUD) and are provided
to meet national objectives such as benefiting low-and moderate-income families, eliminating blight and/or addressing an immediate or urgent need in the community. While CDBG and HOME
have the same national objectives, they differ in focus. CDBG funds are more flexible and can be used for a variety of purposes including capital projects, economic development, assistance
to non-profit groups and housing. HOME is designed primarily for housing related assistance for the elderly and low-income groups. The City began receiving HOME entitlement funds in
1992-93, which accounts for the dramatic increase in revenue beginning in that fiscal year. • Transient Occupancy Tax -The Transient Lodging Tax is imposed for the privilege of occupying
a room or rooms in a hotel, motel, or other lodging facility, unless such occupancy is for a period of thirty (30) days or more. The City of Bakersfield has a transient lodging tax rate
of twelve percent (12.0%), which was increased from ten percent (10.0%) in the 1993-94 fiscal year. The use of revenues is unrestricted. Some cities earmark these revenues for certain
business activities, business development, a Convention Convention Bureau, etc. • License and Permit Revenue -The California Constitution gives cities the authority to charge license
and permit fees as a means of recovering the cost of regulation. 36
Revenues continued The fees which make up "License and Permits" include: o Building permits; o Plumbing permits; o Electrical permits; o Mechanical permits; o Street and curb permits;
and, o Other use permits and licenses. The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various additional construction
permits for activities such as the installation of electrical, plumbing, and sewage facilities. The City charges a fee for issuing these permits in order to recover the costs incurred.
• Motor Vehicle-In-Lieu Revenues -The Vehicle License Fee (VLF) is a special license fee equivalent to two percent (2.0%) of the market value of motor vehicles and is imposed annually
by the state in-lieu of local property taxes. Originally motor vehicles were counted in the local property tax assessment, but for ease of administration and conformity, the State now
collects these fees through the in-lieu tax. In 1998, the State began a series of reductions to the VLF which have ultimately resulted in a 67.5% reduction in the fee. These tax reductions
would have resulted in significant local government losses. Instead, the legislature has replaced the reduced VLF revenues with property tax allocations on a dollar-for-dollar basis.
Thus, this VLF in-lieu property tax revenue has provided cities and counties the same amount of revenue as under prior law. Revenues derived from the motor vehicle license fee are apportioned
monthly and distributed near the 10th of each month. Section 11005(a) specifies that 81.25% of the Base VLF revenues are to be divided equally between cities and counties and apportioned
on the basis of population. The use of revenues received from the motor vehicle in-lieu tax is unrestricted. It is included in the General Fund to help support fire and police services,
as well as quality of life services. 37
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 * Includes VLF In-Lieu Property Tax * Includes Sales Tax In-Lieu Related to Triple Flip Property Tax Revenues $66,086,000 $7,000,000 $12,000,000
$17,000,000 $22,000,000 $27,000,000 $32,000,000 $37,000,000 $42,000,000 $47,000,000 $52,000,000 $57,000,000 $62,000,000 $67,000,000 00 01 02 03 04 05 06 07 08 09 Fiscal Year Ending Millions
Property Tax VLF In-Lieu Sales Tax Revenues $62,270,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 $55,000,000 $60,000,000 $65,000,000 $70,000,000 $75,000,000
00 01 02 03 04 05 06 07 08 09 Fiscal Year Ending Millions Budgeted Sales Tax 38
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 Transient Lodging Tax $7,745,000 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 00 01 02 03
04 05 06 07 08 09 Fiscal Year Ending Millions License and Permit Revenues $2,247,870 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000
00 01 02 03 04 05 06 07 08 09 Fiscal Year Ending Millions 39
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06 Charges for Services $16,817,565 $2,000,000 $4,000,000 $6,000,000
$8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 $22,000,000 00 01 02 03 04 05 06 07 08 09 Fiscal Year Ending Millions Motor Vehicle-In-Lieu Revenues
$1,750,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 00 01 02 03 04 05 06 07 08 09 Fiscal Year Ending Millions 40
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 GENERAL FUND -REVENUE BY SOURCE Revenues Actual 2006-07 Amended Budget 2007-08 Revised Estimates 2007-08 Adopted Budget 2008-09 Taxes Sales and
Use Tax: Sales and use tax $ 5 0,024,688 $ 4 6,612,500 $ 4 2,210,350 $ 4 6,079,700 Sales tax in-lieu 18,342,563 19,443,000 19,443,000 16,190,300 TOTAL SALES AND USE TAX $ 6 8,367,251
$ 6 6,055,500 $ 6 1,653,350 $ 6 2,270,000 Property Taxes Current year secured $ 3 7,103,897 $ 3 6,995,900 $ 3 8,913,300 $ 3 8,103,300 Current year unsecured 1,286,610 1,274,800 1,354,800
1,345,000 Property tax in-lieu 23,017,120 24,398,000 25,852,700 25,852,700 Delinquent taxes and penalties 916,449 775,000 1,330,000 785,000 TOTAL PROPERTY TAXES $ 6 2,324,076 $ 6 3,443,700
$ 6 7,450,800 $ 6 6,086,000 Other Taxes Utility franchise tax $ 4 ,970,158 $ 4 ,950,000 $ 4 ,950,000 $ 4 ,950,000 Business license tax 3,404,712 3,235,000 3,375,000 3,375,000 Real property
transfer tax 1,807,002 1,800,000 1,800,000 900,000 Payments in-lieu of taxes 2,240,000 2,240,000 2,240,000 2,240,000 TOTAL OTHER TAXES $ 1 2,421,872 $ 1 2,225,000 $ 1 2,365,000 $ 1 1,465,000
TOTAL TAXES $ 1 43,113,199 $ 1 41,724,200 $ 1 41,469,150 $ 1 39,821,000 Licenses and Permits Development permits $ 2 ,321,492 $ 2 ,289,400 $ 1 ,682,500 $ 1 ,586,210 Alarm permits 137,673
150,000 150,000 150,000 Storage tank permits 66,681 100,000 80,000 85,000 Dog licenses 233,140 250,000 200,000 200,000 Other licenses and permits 270,733 179,500 227,500 226,660 TOTAL
LICENSES AND PERMITS $ 3 ,029,719 $ 2 ,968,900 $ 2 ,340,000 $ 2 ,247,870 41
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 GENERAL FUND -REVENUE BY SOURCE Revenues Actual 2006-07 Amended Budget 2007-08 Revised Estimates 2007-08 Adopted Budget 2008-09 Intergovernmental
State motor vehicle in-lieu tax $ 1 ,845,520 $ 1 ,975,000 $ 2 ,030,000 $ 1 ,750,000 State Homeowners subvention 380,999 375,000 375,000 354,165 Grants 1,404,594 1,037,896 1,459,467 764,000
Other Reimbursements 1,690,957 72,000 192,000 120,000 TOTAL INTERGOVERNMENTAL $ 5 ,322,070 $ 3 ,459,896 $ 4 ,056,467 $ 2 ,988,165 Charges for Service Maintenance district services $
2 ,771,279 $ 2 ,950,000 $ 2 ,950,000 $ 3 ,060,000 Interdepartmental charges 3,706,894 3,800,000 3,800,000 3,800,000 Development fees 6,103,225 5,710,150 3,779,455 3,610,495 Fire charges
4,415,776 4,746,800 5,043,070 5,056,070 Police charges 608,656 706,200 567,200 595,000 Recreation fees 898,312 584,700 697,000 560,000 Other charges 581,747 693,010 698,910 136,000 TOTAL
CHARGES FOR SERVICE $ 1 9,085,889 $ 1 9,190,860 $ 1 7,535,635 $ 1 6,817,565 Fines and Forfeits Court fines and asset forfeitures $ 9 43,627 $ 4 89,800 $ 5 79,800 $ 5 61,000 TOTAL FINES
AND FORFEITURES $ 9 43,627 $ 4 89,800 $ 5 79,800 $ 5 61,000 Miscellaneous Interest income $ 2 ,421,472 $ 4 00,000 $ 4 00,000 $ 4 01,000 Contributions 1,343,673 981,504 1,533,124 1,000
Reimbursements 23,583 6,000 9,000 7,000 Sale of property 118,331 6,000 6,000 3,000 Other revenue 17,518 25,000 25,051 20,055 TOTAL MISCELLANEOUS $ 3 ,924,577 $ 1 ,418,504 $ 1 ,973,175
$ 4 32,055 TOTAL REVENUES $ 1 75,419,081 $ 1 69,252,160 $ 1 67,954,227 $ 1 62,867,655 42
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 ESTIMATED REVENUE BY FUND FUND TITLE Taxes and Assessments Licenses and Permits Inter-Governmental Revenue Charges for Service Fines and Forfeits
Miscellaneous Revenue Other Financing Sources Total General $ 1 39,821,000 $ 2 ,247,870 $ 2 ,988,165 $ 1 6,817,565 $ 5 61,000 $ 4 32,055 $ 0 $ 1 62,867,655 Cash Basis Reserve 500,000
500,000 Community Development 3,451,020 20,000 3,471,020 Home Investment Partnership 1,520,998 150,000 1,670,998 Federal Transportation 166,020,877 45,600 166,066,477 State Transportation
274,800 5,000 279,800 Gas Tax 6,064,000 30,000 40,000 6,134,000 Traffic Safety 234,000 1,100,000 1,000 1,335,000 Supplemental Law Enforcement 550,000 550,000 Transient Lodging Tax 7,745,000
5,980,659 1,262,000 14,987,659 Municipal Improvement Debt 78,416 78,416 PFA Debt Service 144,625 144,625 Capital Outlay 160,000 130,000 290,000 Park Improvements 6,304,222 150,000 6,454,222
Transportation Development 10,035,000 100,000 400,000 10,535,000 TDF TRIP Local Match Match 161,667 141,975 303,642 Public Financing Authority (PFA) 1,135,781 1,135,781 Wastewater Treatment
26,822,400 4,899,637 31,722,037 Sewer Connections 17,000 5,792,075 100,000 5,909,075 Refuse 2,092,650 37,781,595 450,000 40,324,245 Agricultural Water 5,792,000 50,000 5,842,000 Domestic
Water 520,000 22,820,000 23,340,000 Airpark 160,000 216,400 5,400 381,800 Offstreet Parking 90,650 3,500 94,150 Equipment Management 23,197,045 500,000 23,697,045 Self Insurance 9,819,930
600,000 10,419,930 Assessment Districts 8,748,431 8,748,431 Redevelopment Operating Downtown 1,788,000 500 10,000 1,798,500 Old Town Kern-Pioneer 1,870,800 5,000 50,000 1,925,800 Southeast
3,226,500 45,000 75,000 3,346,500 Redevelopment Housing Downtown 10,000 10,000 Old Town Kern-Pioneer 10,000 10,000 Southeast 550,000 550,000 Redevelopment Debt Downtown 3,208,696 3,208,696
Total $ 1 79,555,953 $ 2 ,247,870 $ 1 83,494,677 $ 1 37,696,371 $ 1 ,691,000 $ 3 3,446,633 $ 0 $ 5 38,132,504 43
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 ESTIMATED EXPENDITURE BY FUND FUND TITLE Personnel Operating Capital Outlay Debt Service Capital Leases Capital Improv. Projects Total Expenditures
Fiscal Transfers In/(Out) General $ 1 36,994,096 $ 4 2,379,614 $ 2 88,845 $ 1 79,662,555 $ 1 ,512,100 Cash Basis Reserve 0 Community Development 684,277 957,257 1,427,331 3,068,865 (402,317)
Home Investment Partnership 187,573 1,492,454 1,680,027 Federal Transportation 166,020,877 166,020,877 State Transportation 279,800 279,800 TRIP 0 Gas Tax 1,180,097 3,515,304 30,000
1,670,463 6,395,864 Traffic Safety 454,300 454,300 (700,000) Transient Lodging Tax 3,685,052 3,919,455 35,000 3,208,700 10,848,207 (4,000,000) Equipment Management 5,098,906 11,470,526
6,812,100 140,000 23,521,532 59,100 Self Insurance 2,848,261 6,929,981 9,778,242 Assessment Districts 289,297 9,424,904 9,714,201 100,000 Capital Outlay 7,658,000 7,658,000 5,765,000
Park Improvement 4,103,222 850,000 4,953,222 Transportation Development 307,717 27,366 9,306,660 9,641,743 (5,000,000) TDF TRIP Local Match 1,014,156 415,944 1,430,100 5,000,000 Public
Financing Authority (PFA) 14,259 14,259 (1,485,970) PFA Debt Service 3,535,100 3,535,100 1,120,970 Municipal Improvement Debt 480,733 480,733 402,317 Wastewater Treatment 5,217,084 6,706,679
54,100 11,993,263 8,408,800 32,379,926 5,981,500 Sewer Connections 0 (6,000,000) Refuse Service 9,734,640 28,559,915 962,000 160,000 39,416,555 Agricultural Water 1,863,708 2,831,972
2,700 700,000 5,398,380 (28,500) Domestic Water 583,875 15,355,779 794,238 7,825,000 24,558,892 Airpark 53,549 118,857 273,000 445,406 Offstreet Parking 57,272 60,117 5,000 122,389 Redevelopment
Operating Downtown 198,108 250,000 448,108 (1,755,000) Old Town Kern-Pioneer 278,200 450,000 50,000 778,200 (1,488,416) Southeast 473,562 1,165,000 200,000 1,838,562 (2,804,651) Redevelopment
Housing 0 Downtown 400,000 400,000 330,907 Old Town Kern-Pioneer 1,300,000 1,300,000 1,070,000 Southeast 2,700,000 2,700,000 2,095,000 Redevelopment Debt 0 Downtown 4,632,789 4,632,789
1,424,093 Old Town Kern-Pioneer 418,416 418,416 418,416 Southeast 709,651 709,651 709,651 Total $ 1 72,210,263 $ 1 32,531,968 $ 9 ,515,900 $ 3 1,989,094 $ 3 ,208,700 $ 2 05,228,976 $
5 54,684,901 $ 2 ,324,200 44
LEGISLATIVE
Legislative FY 2008-2009 Organizational Chart Ward 7 Ward 3 Ward 6 Ward 2 Ward 5 Ward 1 Ward 4 City Council Support Staff Mayor Citizens of Bakersfield 45
Legislative DEPARTMENT GOAL To serve as the legislative and policy making body of the City; enact ordinances, resolutions and orders necessary for governing the affairs of the City;
and promote the economic, cultural and governmental well being of the City of Bakersfield. FY 2007-08 ACCOMPLISHMENTS 1. The City Council met with the County Board of Supervisors twice
in open meetings to discuss areas of mutual interest and concern. 2. Continued recognitions of the public for special efforts they have accomplished for the betterment of the community.
3. Appointed citizens to City boards and commissions. 4. Worked toward equitable representation and resource allocations relative to the Kern Council of Governments. 46
Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Mayor $137,868 $160,711 $160,711 $163,406 City Council $310,718 $290,701 $290,701 $308,060
Total $448,586 $451,412 $451,412 $471,466 SOURCE OF FUNDS: General Fund $448,586 $451,412 $451,412 $471,466 Total $448,586 $451,412 $451,412 $471,466 FULL TIME EMPLOYEES: Mayor 1.00
1.00 1.00 1.00 City Council 0.00 0.00 0.00 0.00 Total 1.00 1.00 1.00 1.00 LEGISLATIVE 47
1011 -Mayor 1051 -City Council DIVISION GOAL Enhance the City's transportation network; provide quality public safety services; continue positive development trends for downtown; plan
for growth and development; maintain and upgrade the City's infrastructure; ensure efficient use of fiscal resources; attract and foster a qualified work force; improve city government
communications with its citizens; strengthen and diversify the City's economic base; support positive intergovernmental relations; and, promote community pride. Formulate City policies
which reflect the needs and priorities of the community. Establish and promote efforts to enhance community pride and improved communications between government and its citizens. FY
2007-08 ACCOMPLISHMENTS 1. Adopted updated City Council Goals. 2. Prepared and took action on issues in a timely manner at regularly scheduled and special Council meetings. 3. Provided
Council direction to staff through Council committees. 4. Adopted the City’s annual Operating and Capital Improvement Program budgets prior to June 30. 5. Served in a ceremonial capacity
for City events and away from home as a City representative. 6. Appointed citizens to represent the community on various boards and commissions. 7. Served as spokesperson for City affairs
with all segments of the media. 8. Strengthened the City’s position in local and state legislative arenas through representation at League of California Cities meetings, and at state,
regional, and local public hearings. FY 2008-09 ACTION PLAN 1. Prepare and take action on issues in a timely manner at regularly scheduled and special City Council meetings. 48
1011 – Mayor and 1051 – City Council continued 2. Provide Council direction to staff through Council committees. 3. Adopt the annual Operating and Capital Improvement Program budgets
by June 30. 4. Serve in a ceremonial capacity for City events as a City representative. 5. Appoint citizens to represent the community on various boards and commissions. 6. Serve as
spokespersons for City affairs with all segments of the media. 7. Meet with the County Board of Supervisors to discuss and consider proposals for joint efforts on issues of interest
and concern to the area residents of Bakersfield and Kern County. 8. Work toward equitable representation and resource allocations relative to the State of California. 9. Communicate
with State and local government officials on equitable resource allocations on important budget and other issues such as transportation, including high speed rail. 10. Represent the
City of Bakersfield on the Local Agency Formation Commission and Kern Council of Governments. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Approved City
budgets (Operating, Capital 1 1 1 Improvement Program and Bakersfield Redevelopment Agency) by June 30 Council Meetings held 27 27 27 Proclamations Issued 102 105 105 49
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $102,502 $106,546 $106,546 $108,617 Operating $35,366 $54,165 $54,165 $54,789
Capital $0 $0 $0 $0 Total $137,868 $160,711 $160,711 $163,406 SOURCE OF FUNDS: General Fund $137,868 $160,711 $160,711 $163,406 Total $137,868 $160,711 $160,711 $163,406 MAYOR 50
Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2006-07 2007-08 2007-08 2008-09 Personnel $135,631 $134,051 $134,051 $148,977 Operating $175,087 $156,650 $156,650 $159,083
Capital $0 $0 $0 $0 Total $310,718 $290,701 $290,701 $308,060 SOURCE OF FUNDS: General Fund $310,718 $290,701 $290,701 $308,060 Total $310,718 $290,701 $290,701 $308,060 CITY COUNCIL
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EXECUTIVE
Executive FY 2008-2009 Organizational Chart CCitiyty M Maannaaggeerr Assistant City Manager Assistant City Manager EExxeeccuutitvivee S Stataffff CCitiyty C Clelerrkk Assistant to the
City Manager Assistant to the City Manager Administrative Analyst Administrative Analyst Management Assistant Management Assistant BBuuddggeett RRisiskk M Maannaaggeemmeenntt Information
Technology Information Technology Human Resources Human Resources 53
Executive DEPARTMENT GOAL To provide professional leadership in the management of the City and execution of City Council policies; to provide effective municipal services through the
coordination and direction of all City activities, finances and personnel; to act as liaison between the City and other governmental agencies, citizens, business and community groups
and the media; and to provide administrative support to the City Council and City departments in matters relating to maintenance of City Council records, elections and personnel. FY
2007-08 ACCOMPLISHMENTS 1. Staffed Council and Council-appointed committees. 2. Reviewed, analyzed and made recommendations regarding existing or pending state and federal legislation.
3. Continued to monitor the effects of State and local economic conditions upon the City and developed a process to meet existing and potential impacts upon the City's budget and related
ability to provide services. 4. Met with large developers to negotiate agreements to provide for orderly growth and provide a financing mechanism to pay for facilities and services,
such as police and fire. 5. Worked on the proposed sale of the City farmland, including completing the Request for Proposals (RFP) process. 6. Qualified and received the GFOA (Government
Finance Officers Association) Distinguished Budget Presentation Award for the City’s Fiscal Year 2007-08 Final Budget. FY 2008-09 SIGNIFICANT BUDGET CHANGES The City Manager’s Office
will continue working on various development projects and overseeing major capital efforts of the City. Additionally, annexation of islands and other annexations requested by property
owners will be overseen by the Manager’s Office. The City Manager’s Office will coordinate efforts by Departments to secure grant funding for Transportation, Parks, Economic Development,
and other available areas from the recent infrastructure bonds passed by the State. 54
Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 City Manager $912,787 $1,030,039 $1,030,039 $959,763 City Clerk $707,322 $748,443 $748,443
$800,286 Human Resources $1,415,263 $1,573,508 $1,573,508 $1,557,080 Risk Management $6,728,594 $8,241,493 $8,241,493 $8,378,242 Information Technology $5,520,685 $6,086,110 $6,086,110
$6,930,367 Total $15,284,651 $17,679,593 $17,679,593 $18,625,738 SOURCE OF FUNDS: General Fund $6,227,506 $7,259,703 $7,259,703 $7,167,326 Equipment Fund $2,328,551 $2,178,397 $2,178,397
$3,080,170 Self Insurance Fund $6,728,594 $8,241,493 $8,241,493 $8,378,242 Total $15,284,651 $17,679,593 $17,679,593 $18,625,738 FULL TIME EMPLOYEES: City Manager 8.00 8.00 8.00 8.00
City Clerk 7.00 7.00 7.00 7.00 Human Resources 12.00 13.00 13.00 13.00 Risk Management 4.00 4.00 4.00 4.00 Information Technology 34.00 37.00 37.00 37.00 Total 65.00 69.00 69.00 69.00
EXECUTIVE 55
1331 -City Manager DIVISION GOAL Participate in intergovernmental activities to represent the City's interest and influence policy and legislation; provide public information services
for the community and City staff; assist Council in formulating long-term community policies and strategies; and, administer and prepare all budget procedures and documents. Maintain
a sound fiscal position for the City through preparation of and recommendations to the City's Operating and Capital Improvement Program budgets; and continual monitoring of financial
conditions throughout the year. Provide legislative and policy assistance to the City Council and staff; develop and enhance administrative policy; and, perform special assignments.
FY 2007-08 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and annual operating budgets for fiscal year 2007-08. 2. Coordinated efforts to ensure equitable distribution to the
City of Bakersfield of road funds from state and federal revenues. Congressman William Thomas obtained $630 million Federal road monies for the City. The City Manager’s Office with the
Public Works Department through meetings with CalTrans and Kern COG secured local matching funds of $157 million, for an overall total of $787 million. Coordinated planning for Thomas
Roads project implementation. 3. Staffed the following Council Committees: Budget and Finance; Community Services; Intergovernmental Relations; Legislative and Litigation; Personnel;
Planning and Development; Safe Neighborhood and Community Relations Committee; and, the Joint City/Count Standing Committee to Combat Gang Violence. 4. Administered contracts for cable
franchises. 5. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses. 6. Directed the activities of the Employee Incentive
Committee in the administration of the Employee Incentive Plan, which is a program to recognize City employees for excellent service in their work performance. 7. Received GFOA (Government
Finance Officers Officers Association) Distinguished Budget Presentation Award for the City’s FY 2007-08 adopted budget. 56
1331 – City Manager continued FY 2008-09 ACTION PLAN 1. Prepare and distribute the proposed and annual operating budgets for FY 2008-09. 2. Oversee the coordination of the road and freeway
funds made possible by the Thomas Roads Improvement Program (TRIP) funding, including attending weekly meetings. 3. Continue to work with the Local Agency Formation Commission on processing
annexations. 4. Staff City Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Personnel; Planning and Development; and Safe Neighborhoods and Community
Relations. 5. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern. 6. Oversee and monitor
City utility franchises. 7. As the local governing body, process applications to determine public convenience or necessity for liquor licenses. 8. Qualify the fiscal year 2008-09 adopted
budget for the GFOA (Government Finance Officers Association) Distinguished Budget Presentation Award. 9. Prepare the weekly General Information packets for the Mayor and City Council.
10. Review and prepare agenda materials for City Council meetings. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Annexation Growth – Population (annual)
36 69 221 Annexation Growth – Square Miles (annual) 9.1 2.3 0.6 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 26 27 27 Staffed Council Committee Meetings 39 39 39
57
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $826,646 $951,149 $951,149 $882,463 Operating $86,141 $78,890 $78,890 $77,300
Capital $0 $0 $0 $0 Total $912,787 $1,030,039 $1,030,039 $959,763 SOURCE OF FUNDS: General Fund $912,787 $1,030,039 $1,030,039 $959,763 Total $912,787 $1,030,039 $1,030,039 $959,763
CITY MANAGER 58
1341 -City Clerk DIVISION GOAL To maintain a complete and accurate record of City Council proceedings; preserve official City records; conduct municipal elections; provide administrative
assistance to the City Council and Bakersfield Redevelopment Agency and provide prompt and courteous service to citizens’ requests for assistance. FY 2007-08 ACCOMPLISHMENTS 1. As CCAC
President, City Clerk hosted the 2008 Annual CCAC Conference in Bakersfield. 2. Conducted June 2008 Primary Municipal Election for the Office of Mayor. 3. Conducted Teen Government Day
2007. 4. Conducted 105 Public Hearings. 5. Conducted ten (10) Administrative Appeal Hearings. 6. Prepared Administrative Record for Superior Court regarding the West Ming Project. 7.
Through the City’s webpage, made documents available to the public including, minutes, resolutions, ordinances and agenda materials within twenty-four (24) hours of execution. 8. Administered
the provisions of the Maddy Act and monitored term expirations of twenty-one (21) Council Boards, Commissions and Committees. 9. Maintained bi-monthly updates of the Municipal Code on-line,
providing up-to-date information to citizens and City departments of adopted ordinances. 10. Administered the provisions of the Political Reform Act; processed eighty-three (83) FPPC
campaign statement and 308 Statement of Economic Interest filings. 11. Administered the provisions of State mandated ethics training (AB1234). FY 2008-09 ACTION PLAN 1. Conduct Teen
Government Day 2008. 2. Conduct November 2008 General Municipal Election for possible Mayor run off and Council Wards 2, 5 and 6. 59
1341 – City Clerk continued 3. Recommend and implement Agenda Management System for processing a paperless agenda. 4. Administer the provisions of the Maddy Act, solicit applications
for Council Boards, Commissions and Committees, and forward reports to Council for appointment. 5. Update and expand the Boards and Commissions information booklet. 6. Prepare Council
agenda and distribute agenda packets by 5:00 p.m. on the Friday prior to a Council meeting. 7. Respond to subpoenas and requests for public records
according to the requirements of the California Public Records Act and within the legal deadline of ten (10) days, 100% of the time. 8. Administer the provisions of the Political Reform
Act, and manage the 2007/08 Statements of Economic Interests and Campaign Statements. 9. Prepare and distribute Bakersfield Redevelopment Agency agenda packets by 5:00 p.m. on Wednesday
prior to the Monday meeting. 10. Provide prompt and courteous service to all citizens’ requests for assistance. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted
Prepare and Post Council Agenda 28 27 27 Council and Mayoral Elections 1 1 1 City Ordinances Adopted 81 132 120 City Resolutions Adopted 305 370 350 Contracts & Agreements 1,315 1,750
1,650 Deeds 297 325 325 60
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $492,563 $495,399 $495,399 $500,666 Operating $214,759 $253,044 $253,044 $299,620
Capital $0 $0 $0 $0 Total $707,322 $748,443 $748,443 $800,286 SOURCE OF FUNDS: General Fund $707,322 $748,443 $748,443 $800,286 Total $707,322 $748,443 $748,443 $800,286 CITY CLERK 61
1351 -Human Resources DIVISION GOAL The Mission of Human Resources is to contribute to the City of Bakersfield’s success in meeting the needs of the citizens of Bakersfield by providing
customer-focused Human Resources expertise that is value added. FY 2007-08 ACCOMPLISHMENTS 1. Continue to provide customer-focused Human Resources expertise which include but not limited
to the following: • Talent Acquisition & Management • Organizational Development & Training • Benefits Services & Counsel • Performance Management • Labor Relations • Employee Relations
• Discipline Counsel • Employment Legislation and Regulations Counsel • General HR Counsel • Succession Planning • Compensation & Classification Counsel • Managing Diversity 2. Established
and implemented Strategic HR Plan with focus on the HR Mission, Vision, Goals and High Performance Team Behaviors. 3. Supported departments and divisions in filling a total of 335 vacancies
(180 new hires and 155 promotions) between July 1, 2007 and June 30, 2008. 4. Established HR Project Teams which have identified and made process improvements in recruitment, employment
selection and employee on-boarding. This included cost savings initiatives for medical exams and advertising. 5. Investigated and responded to employment complaints, harassment allegations,
Union grievances, Skelly Hearings and related issues. 6. Recruited, processed and hired 300 temporary employees. 7. Continued to expand and update benefit information on the City’s intranet
and internet sites so that employees may access benefits information remotely. 8. Coordinated a successful United Way Campaign resulting in an increase of over $11,000 in City employee
contributions from 2007’s contributions of $6,200. 62
1351 – Human Resources continued 9. Transitioned the coordination of the Employee Incentive Committee to include the development of a 2008 Employee Incentive Committee Strategic Plan.
10. Successfully initiated and continue to coordinate the Union negotiations with the three bargaining units. 11. Created and staffed the new Convention & Visitors Bureau. 12. Successfully
relocated to City Hall North. 13. Successfully provided City-wide Sexual Harassment Training. 14. Successfully developed and delivered Harassment, Diversity and Strategic Planning Training
for the Recreation & Parks Department. FY 2008-09 ACTION PLAN 1. The HR Team will continue to implement tactical and strategic plans to transition the HR Team to a High Performance Team
in support of our mission and vision. 2. The HR Team will take a strategically active role in supporting the City through the economic crisis by: • Identifying process and cost improvement
opportunities; • Proactively role modeling the behavior supporting cost reduction efforts; • Taking a lead role in communicating continuously and effectively across the organization;
• Utilizing current technology effectively to enhance productivity; and, • Providing critical HR counsel in areas that support long-term success. 3. Working with its customers, the HR
Team will focus on the following: • Succession Planning Toolkit for City Management; • Mentoring Program and Toolkit for City Management; • Explore City Internship Program for targeted
hard-to-fill positions which could include On-Campus Recruiting and Post Internship offers; • Recruitment & Retention Plan; • Employer Branding Strategy; • Supervisory Development Program;
• Enhanced On-Boarding (Orientation) Program; • Explore alternative recruitment and retention strategies targeting critical management level positions; • City-wide Communication Plan;
• Update job specifications and classifications; • Update HR related Administrative Rules and Regulations; and, • Diligently work with all bargaining units to negotiate contract renewals.
63
1351 – Human Resources continued 4. The HR Team will continue developing our skills, knowledge and experience through value-added learning opportunities to help the organization succeed.
5. The HR Team will continue to position the City of Bakersfield to become the Employer of First Choice. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted
Recruitment Regular Full-Time Vacancies Filled 372 335 300 Temporary Vacancies Filled 402 300 275 Regular Full-Time Positions Posted 172 120 100 Regular Full-Time Applications Received
5,824 5,500 5,000 • Online 3,178 3,850 3,500 • Hardcopy 2,646 1,650 1,500 Retention Turn-over Rate 9.75% 9.39% 10.0% • Total Terminations 141 160 150 o Voluntary Resignations 80 91 75
o Retirements 43 49 55 o Involuntary Terminations 18 20 20 Benefit Services & Support Active Employee Benefit Changes Processed 286 532 300 Retiree Benefit Changes Processed 152 180
165 Service Awards Processed 270 157 167 Number of FMLA Leaves Processed 155 103 98 64
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $965,632 $1,054,680 $1,054,680 $1,063,107 Operating $428,479 $518,828 $518,828
$490,473 Capital $21,152 $0 $0 $3,500 Total $1,415,263 $1,573,508 $1,573,508 $1,557,080 SOURCE OF FUNDS: General Fund $1,415,263 $1,573,508 $1,573,508 $1,557,080 Total $1,415,263 $1,573,508
$1,573,508 $1,557,080 HUMAN RESOURCES 65
1361 – Risk Management DIVISION GOAL Protect the assets of the City from potential loss by purchasing insurance, self-insuring or transferring the risk of loss to others; promote safety
and well-being for City employees by designing training and educational programs to reduce injuries; respond to all claims filed against the City and limit the amount of loss through
effective claims management. FY 2007-08 ACCOMPLISHMENTS 1. Participated in the resolution of several major lawsuits and claims against the City, working with the City Attorney’s Office,
outside counsel and adjusters. 2. Expanded the Medical Provider Network, designed to control medical costs in workers’ compensation by significantly increasing the number of doctors
that participate in the network. 3. Trained and licensed over 100 City employees as forklift operators. 4. Completely revised and remarketed the City’s Property insurance program resulting
in broader coverage and lower cost by placing the coverage in the California State Association of Counties Excess Insurance Authority Pool. 5. Negotiated the contract for third party
claim administration services for workers’ compensation claims. 6. Negotiated contracts for Utilization Review and Nurse Case Management services for workers’ compensation. FY 2008-09
ACTION PLAN 1. Continue to develop the skills and expertise of the Division’s Administrative Assistant, to prepare her to fill in for the Risk Manager, as needed. 2. Continue to work
toward development of a “paperless” claims processing environment. 3. Continue to investigate the feasibility of a “workers’ compensation carve-out” program for sworn Police and Fire
personnel. 4. Begin to develop Disaster Recovery, Emergency Response and Business Continuation Plans for major City facilities. 66
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $1,486,012 $2,733,882 $2,733,882 $2,848,261 Operating $5,241,350 $5,507,611
$5,506,025 $5,529,981 Capital $1,232 $0 $1,586 $0 Total $6,728,594 $8,241,493 $8,241,493 $8,378,242 SOURCE OF FUNDS: Self Insurance Fund $6,728,594 $8,241,493 $8,241,493 $8,378,242 Total
$6,728,594 $8,241,493 $8,241,493 $8,378,242 RISK MANAGEMENT 67
1371 -Information Technology DIVISION GOAL Aid all City departments in the delivery of services and products by providing development, administration, installation and maintenance of
information technologies; represent the City in dealings with outside agencies regarding information technology issues; and, ensure a reliable, secure, and responsive centrally managed,
computing environment to meet the continuing needs of City departments. FY 2007-08 ACCOMPLISHMENTS 1. Connected the 18th and Eye parking garage DVR/Camera to the network for remote viewing.
2. Installed VMWare ESX server on six (6) blades in the new blade center as part of the virtual server initiative. Each blade will support up to ten (10) virtual servers and replace
sixty (60) individual servers, resulting in cost savings and will be eligible for the PG&E Rebate program. 3. Installed a new full rack Uninterrupted Power Supply (UPS) to consolidated
UPS devices in the Server room, in order to lower power consumption. 4. Supported department moves between City Hall North, South and 900 Truxtun by providing new network drops, moving
175 workstations and changing network service. 5. Installed and configured the new Faster fleet maintenance system. 6. Created a publicly viewable web site for arrest reports. 7. Completed
a version upgrade for the Police Department Versaterm Records Management System. 8. Implementation of the Berendo e-Ticket project for the Police Department. Berendo e-Ticket is a handheld
device that used by the Police Department to issue electronic tickets to violators. The tickets are then sent electronically to the Court. 9. Created a web based Council Referral application
to replace the e-Work application. 10. Created Senior Rebate queries and reporting for the Solid Waste Division. 11. Input over 2,800 lots by using bearings, distances and curves (COGO-Coordinate
Geometry). Used County data to update related information such as 12.1 miles of street centerlines for 101 new roads, 3,000 address points, and boundary information. 12. 12. Created
application to link GIS and Laserfiche. 68
1371 – Information Technology continued 13. Completed Fire Fund calculations pursuant to the Joint Powers Agreement with Kern County. 14. Began podcasting City Council meetings in the
fall. FY 2008-09 ACTION PLAN 1. Migrate remaining individual servers (in excess of 50) to virtual servers. 2. Retire a majority of the equipment within the server room due to the virtual
server initiative, thereby reducing electrical consumption, and lowering heat which will lower cooling needs. 3. Migrate the GroupWise system to the Linux platform to improve stability
and performance. 4. Upgrade the GroupWise mobile service to the new version that runs on the Linux platform. 5. Implement a Storage Area Network and virtual server solution at the Police
server room to support requested Police systems. 6. Upgrade equipment in the Emergency Communications Center trailer and make use of virtual technologies to lower power requirements
to better facilitate the mobile needs of this system. 7. Complete Wireless Control System configuration to include City building maps, location tracking, logging and alerts. 8. Upgrade
the Police Department’s Versaterm Computer Aided Dispatch System. 9. Transition Police MDC to a cellular based connectivity. 10. Finalize the Berendo e-Ticket project. 11. Develop a
self-help website where employees may share solutions to common computer and printing problems. 12. Provide regularly scheduled classes on commonly used computer programs. SERVICE LEVEL
INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Install Computers 235 195 236 Install Printers 66 111 71 Install Laptops and Mobile Data Computers 306 160 138 Number of
Help Desk Calls Processed 4,818 7,200 7,500 69
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $2,122,835 $2,834,519 $2,834,519 $2,847,298 Operating $1,949,804 $2,343,053
$2,353,053 $2,563,069 Capital $1,448,046 $908,538 $898,538 $1,520,000 Total $5,520,685 $6,086,110 $6,086,110 $6,930,367 SOURCE OF FUNDS: General Fund $3,192,134 $3,907,713 $3,907,713
$3,850,197 Equipment Fund $2,328,551 $2,178,397 $2,178,397 $3,080,170 Total $5,520,685 $6,086,110 $6,086,110 $6,930,367 INFORMATION TECHNOLOGY 70
FINANCIAL SERVICES
Financial Services FY 2008-2009 Organizational Chart Accounting Clerk Buyers Purchasing Officer Accounting Clerks Accountants Accounting Supervisors Accounting Clerks Financial Investigators
Treasury Supervisor Treasurer Assistant Finance Director Property Agents Finance Director 71
Financial Services DEPARTMENT GOALS To provide support to the City Council and City departments in matters relating to revenue generation, budgetary accounting and reporting, investments,
business licenses and permits, purchasing and real property management. FY 2007-08 ACCOMPLISHMENTS 1. Issued $4,825,000 in special assessment district bonds (one issue). 2. Processed
approximately 22,000 Business License renewals in a timely manner. 3. Processed approximately 6,000 purchase orders. 4. Issued $234,425,000 in Wastewater Revenue Bonds for the Wastewater
Treatment Plant No. 3 expansion project. 5. Continued the process of converting permanent records to Laserfiche in Accounting and Reporting and Treasury, eventually eliminating the need
for offsite storage of documents. FY 2008-09 ACTION PLAN 1. Secure bond financing for projects as directed. 2. Issue special district bonds as directed by the City Council. 3. Acquire/Dispose
of real property in a timely manner. 4. Continue multiyear document imaging program to to address long-term document storage issues as they relate to storage space needs. 72
Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Administration $673,588 $788,707 $788,707 $938,184 Accounting $1,039,189 $1,227,480 $1,227,480
$1,239,045 Treasury $750,282 $842,973 $842,973 $878,338 Purchasing $506,539 $553,085 $553,085 $498,131 Total $2,969,598 $3,412,245 $3,412,245 $3,553,698 SOURCE OF FUNDS: General Fund
$2,427,479 $2,734,260 $2,734,260 $2,774,737 TDF TRIP Local Match $132,676 $156,517 $156,517 $251,516 PFA -Operating Fund $3,973 $14,250 $14,250 $14,259 Offstreet Parking Fund $59,488
$102,218 $102,218 $122,389 Equipment Management Fund $198,828 $210,000 $210,000 $145,000 Assessment Districts $147,154 $195,000 $195,000 $245,797 Total $2,969,598 $3,412,245 $3,412,245
$3,553,698 FULL TIME EMPLOYEES: Administration 6.00 5.00 5.00 5.00 Accounting 14.00 16.00 16.00 16.00 Treasury 10.00 10.00 10.00 10.00 Purchasing 4.00 4.00 4.00 4.00 Total 34.00 35.00
35.00 35.00 FINANCIAL SERVICES 73
1991 -Administration DIVISION GOAL Provide for effective and efficient management of the City’s fiscal resources through leadership and direction of staff resources; provide support
to the City in matters relating to real estate and the purchase, sale and leasing of City-owned real property; and administer the protective provisions of City indentures. FY 2007-08
ACCOMPLISHMENTS 1. Issued $234,425,000 in Wastewater Revenue Bonds for the Wastewater Treatment Plant No. 3 expansion project. 2. Acquired properties for the Westside Parkway Project.
3. Acquired properties for the South Mill Creek Project. 4. Renegotiated lease space for TRIP offices. FY 2008-09 ACTION PLAN 1. Acquire/Dispose of real property in a timely manner.
2. Secure bond financing for projects as directed. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Property Acquisitions 35 75 50 Property Disposals 3 2
1 74
Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2006-07 2007-08 2007-08 2008-09 Personnel $478,672 $521,258 $521,258 $617,499 Operating $194,508 $267,449 $267,449 $320,685
Capital $408 $0 $0 $0 Total $673,588 $788,707 $788,707 $938,184 SOURCE OF FUNDS: General Fund $389,785 $422,940 $422,940 $426,612 TDF TRIP Local Match $132,676 $156,517 $156,517 $251,516
PFA -Operating Fund $3,973 $14,250 $14,250 $14,259 Assessment Districts $147,154 $195,000 $195,000 $245,797 Total $673,588 $788,707 $788,707 $938,184 ADMINISTRATION 75
1992 -Accounting and Reporting DIVISION GOAL Provide for the accurate and timely accounting and reporting of all fiscal transactions for the City and related agencies. Monitor special
assessment district financing for investment compliance and timely bond calls by September of each year. Process biweekly payroll checks, weekly vendor payments and accounts receivable
billings as scheduled. FY 2007-08 ACCOMPLISHMENTS 1. Issued the June 30, 2007 Comprehensive Annual Financial Report (CAFR) in December 2007. 2. Processed all debt service payments when
due. 3. Issued $4,825,000 in special assessment district bonds. (one issue) 4. Continued the process of converting permanent records to Laserfiche. This will eventually eliminate the
need for offsite storage of documents. FY 2008-09 ACTION PLAN 1. Prepare a Comprehensive Annual Financial Report for the fiscal year ending June 30, 2008, in conformance with generally
accepted accounting principles by December 31st in order to qualify for special recognition programs programs at the National level. 2. Process all required debt service payments by
due date. 3. Issue assessment bonds as directed by the City Council. 4. Arrange for interdepartmental training relating to Financial Services procedures and use of financial software.
SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Assessment District Parcels 26,249 23,728 19,438 Payroll Checks 42,199 43,516 45,165 Accounts Payable Invoices
70,481 76,853 83,770 Accounts Receivable Statements 125,354 138,000 143,000 76
EXPENDITURES: Adopted Amended Adopted Actual Budget Budget Budget 2006-07 2007-08 2007-08 2008-09 Personnel $910,645 $1,048,454 $1,048,454 $1,058,565 Operating $128,544 $177,526 $177,526
$178,980 Capital $0 $1,500 $1,500 $1,500 Total $1,039,189 $1,227,480 $1,227,480 $1,239,045 SOURCE OF FUNDS: General Fund $1,039,189 $1,227,480 $1,227,480 $1,239,045 Total $1,039,189
$1,227,480 $1,227,480 $1,239,045 ACCOUNTING AND REPORTING 77
1994 -Treasury DIVISION GOAL Provide centralized cashiering, check distribution and investment of idle funds. Administer and enforce the provisions of the Municipal Code relating to
business licenses, transient occupancy tax and business regulatory permits. FY 2007-08 ACCOMPLISHMENTS 1. Implemented a new process for business license renewals similar to processes
used successfully by other cities. The new process will eliminate errors on renewal calculations and reduce unnecessary work. 2. Began the process of converting business license applications
to Laserfiche. This will eliminate the need to store over 50,000 closed and open applications currently stored in treasury. 3. Processed 158,800 cash receipt transactions. FY 2008-09
ACTION PLAN 1. Receipt all payments by the end of each day. 2. Provide an investment policy to the City Council by December 1st. 3. Issue Business Licenses within seven (7) days of application.
4. Issue permits within Municipal Code time limits not to exceed thirty (30) days. 5. Issue dog licenses within seven (7) days of receipt of payment of license fee and required information
regarding vaccinations. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Business Licenses 21,060 22,000 23,000 Alarm Permits 7,312 7,400 7,500 Development
Permit Payments 15,796 12,400 13,000 Cash Receipt Transactions 154,109 158,800 160,000 Dog Licenses 7,290 7,300 7,300 78
EXPENDITURES: Adopted Amended Adopted Actual Budget Budget Budget 2006-07 2007-08 2007-08 2008-09 Personnel $585,352 $638,572 $638,572 $649,273 Operating $164,930 $204,401 $204,401 $224,065
Capital $0 $0 $0 $5,000 Total $750,282 $842,973 $842,973 $878,338 SOURCE OF FUNDS: General Fund $690,794 $740,755 $740,755 $755,949 Offstreet Parking Fund $59,488 $102,218 $102,218 $122,389
Total $750,282 $842,973 $842,973 $878,338 TREASURY 79
1995 -Purchasing DIVISION GOAL Administer the provisions of the City Charter and Municipal Code relating to the procurement of materials and services at the best value to the requesting
department. FY 2007-08 ACCOMPLISHMENTS 1. Continued improvement of Planet Bids Online Vendor and Bid Management System. 2. Processed approximately 6,000 purchase orders (90% processed
within three working days of receipt of requisition). 3. Participated in small and minority business development conferences. 4. Implemented additional annual contracts to streamline
purchases and provide extra cost savings to departments. FY 2008-09 ACTION PLAN 1. Review Purchasing Intranet and Internet Sites. Recommend and make changes as necessary. 2. Review Procurement
Policy and Procedures to insure full legal compliance. 3. Revise Policies and Procedures Manual. 4. Continue to improve/revise annual contract bidding and processing procedures. 5. Continue
to outreach to small and disadvantaged business enterprises. 6. Continue to provide in-in-service training to departments. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual
Projected Adopted Annual Contracts 46 46 50 Purchase Orders 7,291 6,000 6,000 80
EXPENDITURES: Adopted Amended Adopted Actual Budget Budget Budget 2006-07 2007-08 2007-08 2008-09 Personnel $263,953 $286,860 $286,860 $285,878 Operating $82,880 $176,225 $176,225 $187,253
Capital $159,706 $90,000 $90,000 $25,000 Total $506,539 $553,085 $553,085 $498,131 SOURCE OF FUNDS: General Fund $307,711 $343,085 $343,085 $353,131 Equipment Management Fund $198,828
$210,000 $210,000 $145,000 Total $506,539 $553,085 $553,085 $498,131 PURCHASING 81
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CITY ATTORNEY
City Attorney FY 2008-2009 Organizational Chart City Attorney Deputy (3/3) Outside Counsel Legal Secretary (3/3) Admin. Assistant (0/1) Accounting Clerk II (1/1) Associates (2/3) Clerk
Typist I (1/1) 83
City Attorney DEPARTMENT GOAL To represent, support and provide legal advice to the Mayor and City Council, department heads and staff members of the various City departments; to aggressively
defend our client in litigation; to initiate litigation at the direction of the City Council; to render timely legal advice to City boards, commissions and committees; to research and
provide information on legal issues; to prepare legal documents, including ordinances, resolutions and contracts; and to review and prepare amendments to the City Charter and Bakersfield
Municipal Code to maintain consistency with current state and federal laws. FY 2007-08 ACCOMPLISHMENTS Litigation: 1. Continuation of the “Community Prosecution” program to address “quality
of life” crimes. In the 2007 calendar year, 531 cases, or 696 violations, were disposed of through this program; which includes a three month gap due to the shortage of Associates. For
a breakdown of the specific violations and Ward detail, please see attached chart. 2. Disposition of ten (10) state litigation matters with no settlement monies being expended. Disposition
of three (3) federal litigation matters, with no settlement monies being expended. For more detail on the types of cases and their results, please see attached chart. 3. Closed a majority
of the twelve (12) pending CEQA cases. 4. Successfully handled several matters in which the City was a plaintiff, including the settlement of a potential insurance bad-faith lawsuit
which resulted in the payment of $150,000 to the City of Bakersfield. 5. Assisted Code Enforcement with the abatement of at least five (5) dangerous buildings and assisted in obtaining
over forty-five (45) abatement warrants. Municipal: 1. Drafted and finalized several ordinances, including comprehensive changes to the Fire Code, Habitat Mitigation, and Building &
Construction Codes; updated the parade regulations and the section dealing with Flood Prevention. 2. Drafted various resolutions, including support for state and federal legislation
legislation concerning high speed rail, gang prevention/suppression/intervention, park crime free zones, and quiet zone legislation. 84
City Attorney continued 3. Drafted and reviewed numerous agreements for City departments and divisions; in particular, an agreement to reimburse Mountain View Bravo (City in the Hills)
for a portion of storm water retention facilities from PDA funds; several agreements relating to construction of parking and drainage facilities at East Hills Mall; and, an agreement
with Kern County Soccer Foundation to sell excess City property. 4. Prepared the Administrative Records for the West Ming v. City of Bakersfield and DKS v. City of Bakersfield CEQA cases.
5. Reviewed the documents required for the sale of bonds to finance the expansion of Wastewater Treatment Plant No. 3. 6. Represented the Police Department in over 149 Pitchess cases,
various motions to quash, and subpoenas. 7. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and at training seminars for
Recreation and Parks. FY 2008-09 SIGNIFICANT BUDGET CHANGES 1. The negotiation of two-year contracts contracts for outside counsel, and in particular, securing that all federal cases
be handled at a flat rate, will provide continued stability in knowing what legal fees will be incurred and in securing a solid defense team through July 2010. 2. Use of the Administrative
Assistant salary to obtain an Accounting Technician. 3. The creation of a separate line item in the budget for CEQA and developer initiated eminent domain actions to accurately account
for legal expenses associated with non-tort litigation. FY 2008-09 ACTION PLAN 1. Continue to update Council regarding issues of concern. 2. Continue to provide City Departments with
municipal service. 3. Continue aggressive approach with litigation matters. 4. Continue with the Community Prosecution Program to address “quality of life issues” and perhaps expand
its application. 85
City Attorney continued SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Litigation Indicators: Total Municipal Cases Filed and Served 29 25 25 Number of
Municipal Outsourced cases 24 25 25 Number of Municipal Cases Handled In-House 5 0 3 Municipal Cases Dismissed (No Funds Expended) 10 7 8 Total Federal Cases Filed and Served 10 15 15
Number of Federal Outsourced cases 10 15 15 Number of Federal Cases handled In-House 0 0 0 Federal Cases Dismissed (No Funds Expended) 3 3 3 Cases filed on behalf of City (incl. eminent
domain) 8 10 10 Litigation Cases Resolved: Total Cases Settled (Funds Expended) 7 10 8 (not including eminent domain) Trial Judgments in Favor of the City 3 2 3 Trial Judgments Against
the City 0 2 2 Municipal Indicators: Ordinances 70 132 120 Resolutions 257 370 320 Agreements 381 1750 500 Administrative Hearings 27 125 35 86
CITY ATTORNEY Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Legal Counsel $2,929,756 $3,277,241 $3,277,241 $3,328,803 Total $2,929,756
$3,277,241 $3,277,241 $3,328,803 SOURCE OF FUNDS: General Fund $1,496,801 $1,902,241 $1,902,241 $1,928,803 Self-Insurance Fund $1,432,955 $1,375,000 $1,375,000 $1,400,000 Total $2,929,756
$3,277,241 $3,277,241 $3,328,803 FULL TIME EMPLOYEES: Legal Counsel 12.00 13.00 13.00 13.00 Total 12.00 13.00 13.00 13.00 87
LEGAL COUNSEL Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $1,071,395 $1,274,637 $1,274,637 $1,299,040 Operating $1,855,795
$2,002,604 $2,002,604 $2,029,763 Capital $2,566 $0 $0 $0 Total $2,929,756 $3,277,241 $3,277,241 $3,328,803 SOURCE OF FUNDS: General Fund $1,496,801 $1,902,241 $1,902,241 $1,928,803 Self-Insurance
Fund $1,432,955 $1,375,000 $1,375,000 $1,400,000 Total $2,929,756 $3,277,241 $3,277,241 $3,328,803 88
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 -SETTLED/CLOSED CASES STATE CASES: Type of Case Disposition Trial Verdicts Britton Trip & Fall No $$ Davenport Trip & Fall $35,000 Murphy PI -Auto
No $$ Nageer Trip & Fall $3,000 Smith Civil Rights, False Arrest
No $$ Shafter v. Adavco CEQA No $$ Shafter v. Bolthouse CEQA No $$ Bass Telecom Interpleader No $$ Whitton Construction Interpleader No $$ Pratt Writ -Personnel No $$ Defense Rock of
Gibraltor Assessment Taxes No $$ Defense Kern Delta Water CEQA No $$ Matthews Wrongful Death No $$ McBride Wrongful Death No $$ Defense State Cases = 14 FEDERAL CASES: Type of Case Disposition
Trial Verdicts Ayala Real Property No $$ Defense Essex Ins. PI, Auto Accident Recovered $150,000 Rosales Wrongful Death $397,500 Teagarden Civil Rights $250,000 Federal Cases = 4 89
CITY OF BAKERSFIELD CODE VIOLATION STATS INDEX -2007 Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Ward 7 Total BMC 1.40.010 violation of muni code 0 BMC 6.04.120(B) -dog in heat running
at large 1 1 BMC9.16.020 -poss of open alcoholic container 1 1 BMC10.44.060-Driving truck on non-designated route 1 1 BMC12.56.020c 1 1 BMC12.56.050 park curfew violation 2 1 2 2 1 8
BMC12.56.060 -open container 1 1 BMC12.56.050 consume alcohol in city park 4 4 BMC12.56.070c-alcohol in park 1 1 BMC17.10.020 -Violation of, uses-illegal kennel 1 1 BMC17.58.060-nonemergency
repair of auto in parking area 1 1 BMC17.63.020(A) -Op. business from home w/o valid permit 0 BMC17.63.030 -Home business 1 1 BMC9.22.030 -Illegal amplified sound 0 BMC9.28.020-Removing
shopping cart 2 2 1 5 BMC9.70.010(A) -Sleeping in public place 2 4 1 7 BMC9.70.010(B) -Sleeping In Public Place -make shift dwelling in public 7 7 BMC8.27.010(a) -junk visible from a
public right of way 1 1 BMC8.27.010(H) junk visible 1 1 BMC8.80.060(f) 3 3 BMC9.20.020(B) camping in public 0 BMC25658 -Selling Alcohol to a Minor 0 BMC 6.04.220A -Letting dogs on others
property 0 BMC6.04.040A -Unlicensed Dog 0 BMC9.22.120 (E) -Loud music from a Residence 0 BMC9.2.505( C) -Nuisance 0 BMC9.50.010 -Discharge Firearm w/o permit 0 MC9.16.010 2 1 1 4 BMC
17.10.020 zone use violation 0 BP4060 -poss. of contrld subst. w/o prescpt. 1 1 BP 25658(A) -Selling Alcohol to a minor 2 2 BP25612.5c -Allow alcohol consumption on business premises
1 1 BP 25662(A) Open Alcohal Container 0 HS11352(a) -Loitering w/intent to purchase narcotics 1 1 HS11357(b) -Poss. Of less than 1 oz. 1 1 ELC18100(A) Illegal Registration to Vote 0
ElC18560(A) Fraudulent Vote 0 HS11532(A) -Loitering with Intent to do Drugs 1 1 2 HS11357(b) -Poss. Of less than 1 oz. 1 1 90
CITY OF BAKERSFIELD CODE VIOLATION STATS INDEX -2007 Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Ward 7 Total HS11364 -Poss. Of Narcotic paraphernelia 3 1 4 HS11550(A) -use/infl of cont.
substance 1 1 MC5.32.030 -No massage est. permit 1 1 MC5.02.060(a) -No business tax cert. 1 1 PC12020 possesion of a weapon 0 PC 148 -Resisting Arrest 22 32 11 3 2 4 15 89 PC148.5 -False
police report 1 1 PC 148.9 -False ID to an Officer 5 9 1 1 2 18 PC182(A)(1) 2 1 1 1 5 PC212.5(c -robbery 2 2 PC241(b) -battery on Officer 1 1 PC243(A) -Battery 1 2 1 1 5 PC243(B)-Battery
on Officer 7 1 1 1 10 PC272 Contributing to Minors Delinguency 1 3 2 1 7 PC314 -Indecent Exposure 1 4 1 2 8 PC314.2 -Solicitation of Lewd Acts 0 PC370 -Public nuisance 1 1 PC372 -Public
Urnination 1 3 2 6 PC374.4(A)-Littering 1 1 PC415(I) -Public Fighting 2 4 6 PC415(2) -Loud Noise 0 PC415(3) -Offensive Words 1 1 PC415(5) -Noise on campus 1 1 PC416 -Refusing to Disperse
0 PC417 Brandishing an imitation firearm 0 PC460 (B)Intent to Steal 4 5 2 4 2 4 14 35 PC466 -Possession of Burglary Tools 1 5 2 1 1 2 1 13 PC470-Bad Checks 0 PC470(b) -Possession of
counterfit ID 1 1 PC484g -Fraudulent use of access card 1 1 PC485-misappropriate of lost property 3 3 PC487 -Shoplifting 1 2 3 6 PC488 -Petty Theft 5 8 9 10 1 6 17 56 PC496-Receiving
Stolen Property 2 1 4 7 PC537-Defraud an innkeeper 1 1 PC591 -Obstructing Electricity 0 PC591(B)(1) -Malicious Mischief 0 PC591(B)(2)(A) -Vandalism 0 PC594 -Damaging Property of another
/Vandalism 13 10 2 3 2 15 3 48 PC602 -Trespass 5 10 7 1 1 3 27 PC640(F)-Peace disturbance on public transit property 0 PC647 (A) -Lewd Act In Public 2 1 1 4 PC647(B) -Solicitation of
Prostitution 3 5 8 PC647C -panhandling 1 1 PC647(D)(b) -habitual public intoxication 2 2 PC647(F) -Drunk in Public 29 98 15 9 4 13 8 176 PC647(H) -Prowlingg/loitering 3 6 1 2 3 1 16
PC647(I) -Peeking 0 91
CITY OF BAKERSFIELD CODE VIOLATION STATS INDEX -2007 Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Ward 7 Total PC647(K)(1)-Viewing on area where occupant has a reasonable expectation of
privacy 1 1 PC647.6 -Annoy or Molest children 0 PC653(K) -weapons 1 2 3 PC653.22(A) -Loitering for Purpose of Prostitution 1 1 PC664 -Attempted petty theft 1 1 1 3 PC666 -Shoplifting
w/priors 5 9 5 7 5 15 46 PC853.7 -Violation of Court Order 0 UHC1001.5 -Haz. Elect. Wiring 1 1 UHC1001.11-Nuisance 0 UHC1104.2 -Entering Unsafe Dwelling 1 1 UHC401.2 -Nuisance 0 VC10852
1 1 VC12120 -Sell of Vehicle Not Own 0 VC21201 (D) -No light on Bicycle 0 VC23109( C) -Exhibition of speed on public road 0 VC23224 Open Container in Car 0 VC23291 -alcohol in vehicl
1 1 VC26708(A)(1) -Tinted Windows 0 VC27315 -Resisting arrest; no seatbelt 1 1 VC21201(D) -Operating Bicycle at night w/o proper lighting 0 VC38505 -Operating a motorcycle w/o a helmet
1 1 VC5200 -no license plate 1 1 VC12500(n) -unlicensed driver 1 1 2 VC16028(n) -no insurance 1 1 Total 142 258 69 48 24 65 90 696 696 NOTE: C/P Program was suspended mid-July 2007 until
September 2007 due to shortage of associates. Program re-started October 2007. Grand Total 92
POLICE SERVICES
Police Services FY 2008-09 Organizational Chart Chief of Police Internal Affairs Public Information Officer Homeland Security Community Relations Specialist Assistant Chief of Police
Business Manager Support Services Captain West Area Captain East Area Captain Investigations Captain DPT TEAM SWAT ALARM OFFICE BOMB SQUAD Lieutenant GRAFFITI ANIMAL CONTROL CDT SRO/DARE
K9 TEAM Comm. Center Info. Systems Lieutenant Lieutenant Lieutenant Crime Prevention PAL Traffic Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant SEU Lieutenant Auto-Burg-Gen-Pawn
Crimes Against Persons Narcotics Property Room Training Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Financial /Elder Abuse Court Complaint Cal-MMET Records
Academy Traffic Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Vice /Warrants Child
Abuse /Sexual Assault H.I.D.T.A. Range Crime Lab K.N.E.T. Reserves 93
Police Services DEPARTMENT GOAL To provide for the safety and welfare of the citizens of Bakersfield through maintenance of effective law enforcement systems, including: Crime Prevention,
Patrol, Traffic Enforcement, Criminal Investigations, Vice and Narcotics Enforcement and Community Relations. FY 2007-2008 ACCOMPLISHMENTS 1. In January 2008, the Department was notified
by the United States Department of Justice (DOJ) that it had completed its investigation of the Bakersfield Police Department and was officially closing its inquiry. The DOJ concluded,
after a comprehensive and exhaustive four and a half year investigation into the practices and policies of the Department, that there were no constitutional violations in the patterns
and practices of the Department. The DOJ commended the Department for its cooperation in this matter and deemed the matter closed. This concluded a very significant and trying time for
the Department, but one that has benefited the Department, the City of Bakersfield and the community. The Department critically examined its policies, procedures and methodology of policing
and made numerous changes based on best practices and suggestions from the DOJ. 2. The Department has continued to participate in the Safe Neighborhoods Committee, which, through collaboration
with Council members, City Staff and members of the community works to find solutions to gang related problems in the community. This will continue to be a Department priority in the
ongoing effort to eliminate the impact of gangs and their violence on the citizens of Bakersfield. 3. The Department has continued its involvement in joint City-County anti-gang efforts
and will continue to participate and lead in developing strategies to combat gangs in cooperation with other agencies and organizations within the community. These cooperative efforts
focus on prevention and intervention components as well as suppression of gang activity. 4. The Department has continued in its commitment to a safer community through Crime Prevention
programs and community involvement. The Department has provided a diverse range of community education programs including Personal Safety, Safe Escape for children, Graffiti Awareness,
Senior Safety and a continued commitment to the Neighborhood Watch Program throughout the community. Additionally, the Department is expanding its use of technological information sharing
with the community to educate and increase awareness as well as to link the Department with the community it serves in a common goal of making the city a safer place to live. 94
Police Services continued 5. The Department has implemented a Domestic Abuse Response Team which works collaboratively with the Alliance Against Family Violence to provide additional
service and support to Domestic Abuse Victims, and to reduce the impact of this type of crime on the victims, children and families in the community. 6. The Department has continued
its efforts to plan and implement a system of technological interoperability and data sharing with other Criminal Justice System agencies and partners throughout Kern County. This technology
will provide an enhanced means of sharing data and information with other agencies related to detecting and preventing crime as well as improved communications with other agencies in
the event of critical incidents such as emergencies and natural disasters. The Department has implemented an enhanced communications system which enables direct communications with the
Kern High School District Police Department, Cal State University Police and the Kern Community College District safety office to provide for effective communication and response to
incidents such as on campus violence. 7. The Department continues to seek grant funding to assist in obtaining the necessary resources to carry out its mission. The safety of the citizens
is enhanced by these innovative methods to supplement funding and the Department is continually looking for new ways to improve the service it provides to the community. 95
Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Administration $15,844,934 $17,121,902 $17,999,656 $17,207,248 Operations $36,386,417 $40,020,517
$40,213,902 $39,602,245 Investigations $12,704,663 $12,634,736 $12,780,315 $13,378,630 Total $64,936,014 $69,777,155 $70,993,873 $70,188,123 SOURCE OF FUNDS: General Fund $64,221,087
$69,177,155 $69,390,298 $69,733,823 Supp Law Enforcement $224,857 $0 $1,003,575 $0 Traffic Safety Fund $490,070 $600,000 $600,000 $454,300 Total $64,936,014 $69,777,155 $70,993,873 $70,188,123
FULL TIME EMPLOYEES: Administrative Svcs. 124.00 137.00 137.00 137.00 Operations 291.00 295.00 295.00 295.00 Investigations 89.00 85.00 85.00 85.00 Total 504.00 517.00 517.00 517.00
POLICE SERVICES 96
2011 -Headquarters DIVISION GOAL Provide direct assistance and support to the Chief of Police; investigation of personnel complaints; investigation of Government Code claims for damages
against the Police Department; provide investigative assistance to the City Attorney’s Office; disseminate information to the media and relate information developed through public inquiries;
continue to implement recommendations outlined in the United States Department of Justice letter regarding the investigation of the Bakersfield Police Department, dated 4/12/04. FY 2007-08
ACCOMPLISHMENTS 1. Investigated seventy (70) citizen complaints. 2. Investigated five (5) internal affairs investigations. 3. Responded to twenty-one (21) citizen inquiries. 4. Processed
142 permits to conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to eighty-six (86) Pitchess Motions. 6. Provided investigative
assistance on seventy-nine (79) claims against the City of Bakersfield. 7. Conducted five (5) officer-involved shooting investigations and three (3) critical incident investigations.
8. The Community Relations section has continued its efforts to improve communication and information sharing both internally and to the public. Continued to distribute the quarterly
public on-line magazine, BPD Insider, a monthly internal newsletter, The Blue Review for all current and retired employees, and assisted in developing presentations to share information
with the community. 9. In cooperation with a local television station, the Community Relations section has developed a partnership where members of the Department regularly appear on
a morning “Police Beat” television segment to discuss a variety of Department related topics. 10. The Community Relations section has recently started providing wanted persons information
to local media outlets in a “Kerns Most Wanted” style format to provide information to the public on persons wanted for crimes and to hopefully assist in the apprehension of outstanding
suspects. 97
2011 -Headquarters continued FY 2008-09 ACTION PLAN 1. Receive, investigate, and process all personnel complaints and strive to complete them as mandated. 2. Receive, investigate, process
and monitor all investigative requests from the City Attorney’s Office to ensure they are completed in a timely manner. 3. Complete all personnel complaint investigations within sixty
(60) days of reception. 4. Complete all investigative services requested by the City Attorney’s Office and Risk Management within five (5) days. 5. Continue to implement United States
Department of Justice recommendations. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Citizen Complaints 61 73 70 Internal Affairs Investigations 20 28
25 Citizen Inquiries 36 26 21 Pitchess Motions 131 155 86 Claims 83 85 79 Permits 210 225 142 Audits 1 0 2 O.I.S. Investigations 3 5 5 Critical Incident Investigations 1 3 3 98
2011 – Support Services DIVISION GOAL Provide administrative support necessary for effective operation of the various Department units: provide mandated and additional training to all
employees of the Department: provide 24-hour emergency and non-emergency telephone answering and radio dispatching of calls; disseminate information crucial to the effective enforcement
of the law; develop and update Department policy and procedures; conduct efficient record management practices; provide crime prevention programs to the community, local schools and
business, receive and process calls for police services in the most expeditious manner possible, aid in the protection of life and property. FY 2007 – 2008 ACCOMPLISHMENTS 1. In cooperation
with Bakersfield College, the Planning, Research and Training section provided one (1) POST certified Basic Police Officer Academy which graduated seventeed (17) Police Officers. 2.
Training staff coordinated and presented over twenty (20) professional training courses for officers and civilian employees. 3. Developed a two year rotational training calendar for
Perishable Skills compliance. 4. Implemented a Training Needs Assessment for the entire Department. 5. Completed the Police Department Uniform Manual. 6. Presented one (1) Basic Post
Dispatcher Academy. 7. The Bakersfield Police Firearms Training Facility revitalization project was started which included the Tactical Shoot House, remodeling of the restroom facilities
and remodeling of the office. 8. Travel, housing, and registration arrangements were made for 158 out of town training classes, conferences and seminars which were attended by 305 employees.
9. The Bakersfield Police Department Reserve Unit accomplished the following: • Donated 7,125 hours of service working various volunteer assignments, and • Worked 1,050 hours of paid
assignments. 10. The fourteen (14) week Junior Police Academy was administered by School Resource Officers and conducted at Bakersfield Police Activities League (BPAL). 99
2011 – Support Services continued 11. BPAL had an overall membership this year of over 1,500 youth and an average daily attendance of nearly 150. The daily attendance grew to approximately
300 during the very popular Summer Day Camp. 12. Personnel in the Crime Scene Unit attended training in Fingerprint Identification, Buried Body and Surface Skeleton Recovery, Advanced
Palm Print Techniques, Video Analysis, Post Blast Crime Scene Investigation, and VistaFX (computer diagram program). 13. The Crime Scene Unit achieved its goal to become a completely
digital photo lab. 14. Crime Prevention staff applied for and received a $6,820 grant from State Farm Insurance Company. These grant funds were used to purchase twenty (20) child restraint
systems (car seats) and training equipment and material for a car seat safety program. 15. A Graffiti Awareness Program was implemented and has been well received within the community
with 1,055 people attending the presentations. 16. BPD Crime Analysts provided 793 detailed information packets on registered sex offenders to detectives of the Juvenile Sex Crimes detail.
These packets were prepared each month and used by detectives in order to verify each 290 registrant was in compliance. 17. One Crime Analyst spent 460 hours working with local FBI Agents
and the Joint Terrorism Task Force. 18. Crime Analysis staff produced a weekly Crime Trend Report (including maps) which reflect the most significant crimes occurring citywide. This
report is distributed to all divisions within the Police Department, the Bakersfield Californian newspaper for publication and the Police Department’s website for public viewing. 19.
The Communications Center received a total of 815,856 telephone calls. 20. Completed the implementation of Phase II cellular 911 service with all major cellular providers, resulting
in an increase of 101% of 911 calls over the prior year. 21. Approximately 178 bikes were transferred by the property section to Pleasant Valley State Prison. The bikes will be refurbished
and and donated to the Bakersfield Police Activities League where they will be distributed. In addition, twenty-two (22) bikes were donated to Bike Bakersfield. 22. An estimated 1,805
abandoned/no further value property items were destroyed during a project that included personnel from the Investigations Division and is an ongoing project with an estimated 2,100 items
awaiting disposal. 100
2011 – Support Services continued FY 2008 – 2009 ACTION PLAN 1. In cooperation with the Kern County Sheriff’s Department, provide a POST certified Basic Police Officer Academy at the
new Kern County Regional Academy which will include Bakersfield Police Officers, Kern County Sheriff Deputies and law enforcement officers from surrounding area agencies. 2. Present
two (2) POST Basic Dispatcher Academies. 3. Complete the Building Security Project. 4. Complete Departmental Policy Manual. 5. Maintain 100% compliance with POST Academy Instructor certification
program. 6. Conduct a Department wide inspection and a comprehensive equipment inventory. 7. Increase the number of police volunteers by ten percent (10%). 8. The main goal of the year
for the Crime Scene Unit will be to purchase and implement a digital imaging management system. The system will archive all digital photos that are taken by department personnel. 9.
The Crime Scene Unit will begin a review of unsolved homicide cases to determine which cases might have latent fingerprints of AFIS quality or evidence that might contain DNA for submission.
10. Crime Prevention personnel will continue: • Making personal follow-up contact with victims of residential burglaries; • Data entry of bicycle registrations; • Domestic violence report
routing for D.A.R.T. Team; and, • Promoting Neighborhood Watch and other crime prevention programs. 11. Crime Prevention staff will establish a core working group made up of police department
personnel and representatives from the City Attorney’s office to develop guidelines for the revised Drug Related Nuisance Abatement Program. 12. Develop a marketing strategy to promote
the three (3) newest Crime Prevention Programs: Graffiti Awareness Education, Child Restraint System (child car seat) Safety Education and Volunteers in Police Service (VIPS). • Design
a comprehensive handout for each program; • Recruit potential citizen volunteers; • Implement a citizen’s “academy” -each volunteer will be required to attend prior to their appointment;
and, • Promote each program via various media sources. 101
2011 – Support Services continued 13. Design a Neighborhood Watch Participant Interest Survey. Results from this survey will be used to update the Department’s database. The survey will
also encourage participants to host an update meeting in their neighborhood. 14. Develop a Business Watch Safety Survey. Downtown merchants will be polled in an effort to determine how
the BPD Crime Prevention Unit can best serve this area. The survey will be the first step towards creating an effective Business Watch Program. 15. Continue to develop the comprehensive
Compstat Statistical Monthly Report. 16. Achieve and maintain an average “receipt to dispatch” time of less than two (2) minutes for priority one calls. 17. Implement new on-line report
system to offer enhanced reporting options, an expanded list of report types and a loss prevention component for registered retail partners. 18. Implement on-line distribution of traffic
reports offering authorized persons/agencies immediate access to reports. This process offers improved customer service and saves staff time by eliminating the need for Records personnel
to review and respond to each request. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Planning, Research & Training Mandated training to sworn personnel/28/8
28/8* 28/8 civilians (hours) Monthly Training Bulletins 34 40 45 Basic Academy Course 1 2 2 Public Safety Dispatcher Course 1 1 2 Background Investigations 194 155* 175 *Projections
as of 2/20/08 (121 Actual) Records General Offenses Entered 57,564 61,017 64,678 Vehicles Impounded 9,323 10,907 12,762 Calls Completed by Records (mail in, 1,913 2,486 3,232 online,
telephonic) 102
HEADQUARTERS AND SUPPORT SERVICES Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $12,573,998 $13,281,748 $13,281,748 $13,278,019
Operating $3,172,630 $3,792,979 $4,010,611 $3,910,309 Capital $98,306 $47,175 $707,297 $18,920 Total $15,844,934 $17,121,902 $17,999,656 $17,207,248 SOURCE OF FUNDS: General Fund $15,824,835
$17,121,902 $17,260,330 $17,207,248 Supp Law Enforcement $20,099 $0 $739,326 $0 Total $15,844,934 $17,121,902 $17,999,656 $17,207,248 103
2021 – Operations DIVISION GOAL Protect life and property; investigate crimes and apprehend criminal violators; provide for the safe and orderly flow of traffic; provide police canine
service; provide for safe schools through crime prevention, intervention and enforcement measures; provide animal control services; provide graffiti prevention, enforcement and investigation;
and, provide preventative patrol to the community. FY 2007 – 2008 ACCOMPLISHMENTS 1. Two (2) off road motorcycle teams provided patrol to the Kern River flood plain area, various city
parks and other problem locations. 2. Two (2) officer “suspended and unlicensed driver team” (STOP) was reinstituted. 3. Conducted one (1) seatbelt survey/enforcement operation. 4. Staffed
twenty-two (22) parades and special events. 5. Conducted forty (40) Life Interrupted programs for 12,700 attendees. 6. The Department provided a sergeant and approximately eight (8)
officers to the downtown bar area on weekends between the hours of 11:00 pm and 3:00 am. 7. 7. The canine unit maintained a complement of six (6) cross trained police service dogs that
are assigned to the Operations Division in a patrol capacity, a bloodhound and a narcotics only detection dog, for a total of eight (8) teams. 8. Senior Officer Andrea Pflugh and her
Bloodhound partner “Rikki” completed their certification and continue to train in the art of trailing lost or missing people. 9. The G.H.O.S.T. unit continued to work closely with the
Kern County Sheriff’s Department, The Kern County District Attorney’s Office, and the Kern County Probation Department resulting in the following notable arrests: • A subject who used
the moniker “Cast” was arrested for thirty-four (34) offenses with damages totaling $5,788. • A subject who used the moniker “Dripz” was arrested for thirteen (13) offenses with damages
totaling $1,650. • A subject who used the moniker “Prolik” was arrested for twenty-one (21) offenses with damages totaling $3,699. 10. The Directed Policing Unit addressed community
problems through operations that included the abatement of transient camps along the Kern River, State Parolee 104
2021 – Operations continued and Sexual Registrant compliance sweeps, prostitution reduction, unlawful juvenile activity and numerous under cover surveillances. 11. The School Resource
Officer unit in conjunction with the Superintendent of Schools, the District Attorney’s office and the Juvenile Probation Department participated in T.R.A.C.K. (Truancy Reduction and
Attendance Coalition of Kern) and S.A.R.B. (School Attendance Review Board). 12. D.A.R.E (Drug Awareness Resistance Education) and G.R.E.A.T. (Gang Resistance Education Training) programs
were taught at numerous schools throughout the City of Bakersfield and School Resource Officer organized dances, skate parties, the Police and Youth Softball (P.A.Y.S.) tournament, and
bowling parties. 13. SWAT conducted eight (8) tactical/equipment demonstrations for community groups. 14. SWAT conducted in excess of 600 hours of tactical training. 15. SWAT participated
in a simulated active shooter drill involving the Fire Department and Emergency Medical Services at the Valley Plaza. 16. The Bomb Squad worked with SWAT to conduct multiple joint training
sessions, incorporating the F6A robot and structure breeching. 17. In addition to seizing a number of pieces of military ordnance and various improvised explosive devices, the Bomb Squad
assisted the Crimes against Persons detail with the investigation of an attempted murder with the use of an explosive device. 18. The Bomb Squad had one (1) technician attend the Federal
recertification course and one (1) technician attend the Basic Bomb and Hazardous Devices Class at the Hazardous Devices School (HDS) in Huntsville, Alabama. This brings the complement
of certified Bomb Technician’s to four (4) for the Police Department. FY 2008 – 2009 ACTION PLAN 1. The Traffic Section will carry out projects outlined in the grant funded by the Office
of Traffic Safety. These projects include DUI checkpoints, DUI warrant sweeps, saturation actions in high collision areas, and joint operations with school districts with regard to school
bus enforcement. 2. The Traffic Section has applied for another grant with the Office of Traffic Safety. The awards will be made in October 2008. If awarded, focus will be on DUI checkpoints,
saturation patrols and actions aimed at aggressive drivers. 105
2021 – Operations continued 3. Animal Control, in cooperation with Kern County Animal Control, will host joint clinics that promote the positive aspects of spaying and neutering cats
and dogs and the importance of proper vaccination and licensing. 4. The Operations Division will seek grant funding which provides and supplements personnel assigned to the various sections
within the Division. 5. The Operations Division will continue to work with various community groups to prevent and suppress quality of life crimes in the community. 6. The Patrol Section
and Directed Policing Unit will utilize the satellite office at the newly built Fire Station No. 5. The satellite office will be a point of direct communication between the community
and the Department. Officers will work with community members to prevent and deter crime in this area. 7. The Directed Policing Unit will strive to increase productivity levels (arrests,
citations, street checks, impounds) by twenty-five percent (25%). 8. The Directed Policing Unit will conduct undercover operations to intervene and stop in-progress crimes including,
but not limited to, burglaries, robberies, narcotics trafficking and acts of vandalism. 9. All Bomb
Technicians will be fully certified with the F.B.I. Hazardous Devices School (in accordance with the guidelines). 10. The Bomb Squad will train a minimum of twenty (20) hours per month
on basic and advanced tools and render safe procedures. 11. The Bomb Squad will establish a pool of candidates for the position of assistant Bomb Technician. 12. The Bomb Squad will
conduct joint training with SWAT regarding the use of the robot and explosive breeching. 13. The Bomb Squad will work to come into compliance with Federal Law regarding the storage of
its explosive inventory and development of an explosive range. 14. In conjunction with KCSO Gang Unit, publish a monthly gang intelligence newsletter for distribution to Patrol and KCSO
Gang Unit. 15. Complete at least six (6) joint operations/maximum enforcement periods with KCSO KCSO and Street Interdiction Team (SIT) members. 16. Establish a system for enforcing
gang registration requirements. 17. Sponsor at least two (2) POST-certified gang training classes for BPD and local agencies. 106
2021 – Operations continued 18. Respond to all community requests for gang education, training and information. 19. Double the number of patrol call responses by SEU to improve working
relationships and call response times. 20. Update the Special Enforcement Unit (SEU) page of the Department’s website. 21. Work with Alcohol Beverage Control in getting businesses that
sell alcohol to keep its property clean of graffiti. ABC currently has a law in place requiring an ABC establishment to clean the graffiti within 72 hours. Voluntary compliance would
allow 32-ERASE crews to clean other areas. 22. Develop and work with VICE to conduct a minor decoy operation for buying spray paint. 23. School Resource Officers and Sergeants will conduct
random drills at various school sites to evaluate “Lock-Down” procedures. These procedures are enacted at school sites during potential emergency situations in the neighborhood. The
School Resource Officers Unit will provide training after the assessment of the drill to ensure the safety of the local schools. 24. School Resource Officers will participate in directed
enforcement targeting areas where truants congregate. 25. SRO unit will work with Directed Policing and the Gang Unit in at least three (3) probation sweeps. SERVICE LEVEL INDICATORS
FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Traffic, Patrol, Animal Control Citations 22,500 23,036 25,000 Life Interrupted Presentations 65 40 50 Vehicle Impounds 8,000 10,019
11,000 Animal Control Calls 16,521 18,500 19,000 Calls for Service 286,910 289,622 304,103 Street Checks 6,800 10,500 12,000 Directed Policing Unit Arrests 478 318 600 Citations 353
235 440 Street Checks 618 412 775 Impounds 131 87 165 107
OPERATIONS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $29,441,522 $33,261,798 $33,342,153 $33,294,102 Operating $6,588,719
$6,678,195 $6,685,245 $6,306,093 Capital $356,176 $80,524 $186,504 $2,050 Total $36,386,417 $40,020,517 $40,213,902 $39,602,245 SOURCE OF FUNDS: General Fund $35,832,909 $39,420,517
$39,451,517 $39,147,945 Traffic Safety Fund $490,070 $600,000 $600,000 $454,300 Supp Law Enforcement $63,438 $0 $162,385 $0 Total $36,386,417 $40,020,517 $40,213,902 $39,602,245 108
2031 – Investigations DIVISION GOAL It is the goal of the Investigations Division to work cooperatively with all other divisions and allied agencies as it continues to uphold a tradition
of skillful and ethical criminal investigations. The Investigations Division will be innovative in the use of available crime fighting technologies. FY 2007 – 2008 ACCOMPLISHMENTS 1.
Enhanced community partnerships by participating with various community programs (i.e., Mothers Against Senseless Killings (M.A.S.K.), Southeast Citizens Forum, Stop the Violence and
the Domestic Violence Advisory Committee). 2. Achieved Homicide Clearance rate of 53.3% 3. Applied for cold case homicide grant with Kern County Sheriffs Department and Kern County District
Attorney’s Office. 4. Implemented Domestic Abuse Response Team (DART) program in partnership with the Operations Division to better serve Domestic Violence victims. 5. Conducted Domestic
Violence Warrant Sweep, resulting in: • Clearance of sixty-seven (67) misdemeanor domestic violence warrants; • One (1) felony arrest; • Twenty-nine (29) other misdemeanor arrests; and,
• Six (6) misdemeanor domestic violence prison holds. 6. The Child Abuse/Sexual Assault Detail conducted approximately 1,115 sex offender compliance checks, which exceeded the ten percent
(10%) increase goal set at the beginning of the year. 7. Child Abuse/Sexual Assault Detail is currently working with the Kern County Sheriff’s Department, the Kern County Probation Department
and the Kern County District Attorney’s Office as part of a two year Federal grant aimed toward the management of Registered Sex Offenders in the City and Kern County. 8. The Fugitive
Warrant Detail held a warrant sweep in conjunction with the United States Marshall’s Service. The goal of this operation was to locate high priority fugitive suspects and clear as many
high interest warrants as possible. The operation resulted in: • Clearance of thirty-five (35) felony warrants; • Clearance of ten (10) misdemeanor warrants; • Three (3) open felony
arrests; and, • One (1) felony prison hold. 109
2031 – Investigations continued 9. BPD/KCSO Joint Vice Detail conducted numerous prostitution operations that resulted in a fourteen percent (14%) increase in the number of prostitution
arrests (208). 10. ABC Enforcement operations: • Thirteen (13) minor decoy operations resulting in thirty-eight (38) arrests, • Fourteen (14) minor “shoulder-tap” operations resulting
in fifty-five (55) arrests, and • Eighty-three (83) bar enforcement operations resulting in sixty-one (61) arrests. 11. In November 2007 detectives from all property crimes details initiated
a surveillance of downtown parking lots to address a rash of vehicle burglary offenses. The operation resulted in the disruption of two (2) in-progress vehicle burglary offenses, the
discovery of a third offense and the apprehension of two (2) suspects. 12. Investigations conducted by the Narcotics Detail during 2007-08 include cases involving individuals and organizations
selling, distributing, cultivating, and manufacturing illicit drugs. Methamphetamine, Methamphetamine, heroin, cocaine, PCP, and marijuana are the most common illicit drugs found in
the Bakersfield Area. 13. In August 2007, Narcotics Detectives concluded an investigation involving the distribution of methamphetamine and cocaine in the Bakersfield Area. Four search
warrants were served which resulted in the seizure of 2,412 grams of cocaine with a street value of $241,260 and 476 grams of methamphetamine with a street value of $47,620. The investigation
also resulted in the seizure of three (3) firearms. 14. The Kern Narcotics Enforcement Team (KNET) has continued its efforts of investigating and arresting street level and mid-level
narcotic traffickers. KNET utilizes confidential informants, undercover surveillance and clue sheets generated by citizens to assist in these investigations. FY 2008 – 2009 ACTION PLAN
1. Obtain grant for cold case homicide investigations. 2. Develop an integrated strategy working with Crime Analysis and Operations personnel to impact and reduce robbery rates by at
least five percent (5%). 3. Develop a Divisional strategy to impact gangs by increasing case filings on gang members on all offense types. 4. Provide in-house training on “Excited Delirium
and In-Custody Deaths” department-wide. 5. Improve crime clearance rates by at least five percent (5%) by utilizing proactive investigative strategies and improving efficiency of case
management. 110
2031 – Investigations continued 6. The Child Abuse/Sexual Assault Detail will increase the number of Registered Sex Offender compliance checks by ten percent (10%). 7. Secure additional
grant awards from the California Department of Alcoholic Beverage Control to continue addressing problems associated with minors possessing and consuming alcohol and problems associated
with ABC licensed businesses and establishments. 8. To develop and implement methods to assist the public in the reporting of financial crimes as well as improve methods used to accept
reports and conduct investigations of financial crimes. 9. Implement an auto theft bait car program to reduce auto theft offenses. 10. The Narcotics Detail will increase the number of
major narcotic vendor investigations and street level drug buy investigations by five percent (5%) to impact drug sales by gang members. 11. The Narcotics Detail will continue to work
closely with the US Drug Enforcement Administration (DEA) on major narcotics investigations. 12. The Narcotics Detail will work with the Support Services Division to track the number
of drug related crimes within the city. 13. KNET will increase the number of investigations opened during the fiscal year by fifteen percent (15%). 14. KNET will increase the number
of parole and probation searches conducted by ten percent (10%) in an effort to impact violent crime and property crime within Kern County. 15. KNET will increase the number of investigations,
parole searches, and probation searches in rural areas of Kern County by ten percent (10%). SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted KNET Narcotics
Arrests 111 120 138 Major Narcotics Investigations 56 58 60 Registered Sex Offender Compliance 1,000 1,225 1,300 Checks 111
INVESTIGATIONS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $11,258,632 $11,196,000 $11,196,000 $11,984,215 Operating $1,209,081
$1,418,146 $1,406,846 $1,370,690 Capital $236,950 $20,590 $177,469 $23,725 Total $12,704,663 $12,634,736 $12,780,315 $13,378,630 SOURCE OF FUNDS: General Fund $12,563,343 $12,634,736
$12,678,451 $13,378,630 Supp Law Enforcement $141,320 $0 $101,864 $0 Total $12,704,663 $12,634,736 $12,780,315 $13,378,630 112
FIRE SERVICES
FY 2008-2009 Organizational Chart Maintenance Communications Environmental Prevention Fire Safety Services Deputy Fire Chief Administrative Services Deputy Fire Chief Arson Training
Firefighting Fire Suppression Services Deputy Fire Chief Fire Chief Fire Services 113
Fire Services DEPARTMENT GOAL To serve citizens by protecting lives, property, and the environment against the effects of fire, other emergencies, or hazards; to assure the orderly growth
of the City of Bakersfield with regard to life safety and levels of service by working in cooperation with other departments and agencies. FY 2007-08 ACCOMPLISHMENTS 1. Completed construction
of re-located Fire Station No. 5 on White Lane east of Union Avenue. 2. Completed design work on Fire Station No. 14 (Mt. Vista and Harris). 3. Amended and adopted the 2007 California
Fire Code as Chapter 15.656 of the Bakersfield Municipal Code. 4. Successfully implemented many facets of the Metropolitan Medical Response System, including: planning, training, and
equipment needs. 5. The City Council adopted the National Incident Management System (NIMS) as the resource management tool. The Department conducted training for the majority of the
Executive and Supervisory personnel. FY 2008-09 SIGNIFICANT BUDGET CHANGES 1. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement
(JPA). 2. Construct Fire Station No. 14 (Mt. Vista and Harris). 3. Implement the Aboveground Petroleum Storage Act through the unified program pursuant to the delegation authority granted
by the California Environmental Protection Agency. 4. Engage in strategic planning for the Emergency Communications Center regarding staffing requirements and technological upgrades.
5. Enhance city-wide disaster response preparedness by revising the City’s Emergency Operations Plan and completing the NIMS training city-wide. 6. Continue to seek out grants to enhance
the Department’s level of service and overall operational safety. 114
FIRE SERVICES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Administration $1,484,928 $1,682,068 $1,682,068 $1,513,550 Fire Safety $2,267,059
$2,348,440 $2,421,805 $2,329,343 Fire Suppression $26,597,770 $27,507,841 $27,744,841 $27,881,999 Total $30,349,757 $31,538,349 $31,848,714 $31,724,892 SOURCE OF FUNDS: General Fund
$30,349,757 $31,538,349 $31,598,430 $31,724,892 MMRS Grant $0 $0 $250,284 $0 Total $30,349,757 $31,538,349 $31,848,714 $31,724,892 FULL TIME EMPLOYEES: Administration 9.00 10.00 10.00
10.00 Fire Safety 22.00 23.00 23.00 23.00 Fire Suppression 179.00 179.00 179.00 179.00 Total 210.00 212.00 212.00 212.00 115
3011 – Administration DIVISION GOAL Provide leadership and administrative support for the operation, growth, and development of the Bakersfield Fire Department; develop and administer
policies and procedures as set forth by the City Council, City Manager, and the Fire Department; provide fair and applicable promotional testing; encourage employee development in all
ranks; and, promote teamwork among all City departments. FY 2007-08 ACCOMPLISHMENTS 1. Conducted the following separate exams: Deputy Chief; Battalion Chief; Fire Captain; Engineer;
and firefighter entrance. Conducted one (1) Driver/Operator course and one (1) Captain’s Certification course. 2. Conducted one (1) BFD Firefighter Recruit Academy and one (1) Bakersfield
College Firefighter I Academy. 3. Placed in service two (2) replacement fire engines and one (1) replacement ladder truck. 4. Continued update of Fire Department webpage which enhances
communication with the public and the media. 5. Opened new Fire Station No. 5 on White Lane east of of Union Avenue. 6. Completed design work on Fire Station No. 14 (Mt. Vista and Harris).
FY 2008-09 ACTION PLAN 1. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement (JPA). 2. Continue to develop Public Education and
Public Information Programs. 3. Take delivery of two (2) replacement fire engines, one (1) additional engine for Fire Station No. 14 and one (1) replacement ladder truck. 4. Construct
Fire Station No. 14 (Mt. Vista and Harris). 5. Celebrate Bakersfield Fire Department’s 130th birth-year with the community through December 31, 2008. 6. Complete the diesel exhaust removal
system for three (3) Fire Stations (to be mostly funded with a federal grant). 116
ADMINISTRATION Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $1,293,860 $1,509,709 $1,509,709 $1,339,548 Operating $174,596
$172,359 $122,359 $174,002 Capital $16,472 $0 $50,000 $0 Total $1,484,928 $1,682,068 $1,682,068 $1,513,550 SOURCE OF FUNDS: General Fund $1,484,928 $1,682,068 $1,431,784 $1,513,550 MMRS
Grant $0 $0 $250,284 $0 Total $1,484,928 $1,682,068 $1,682,068 $1,513,550 117
3021 – Fire Safety Services DIVISION GOAL Provide for a safe community through public education and fire code enforcement; provide an effective public education program to increase safety
awareness in the community; support the Hazardous Materials Team with technical information; administer the unified programs for environmental regulations within the City; maintain a
joint dispatch and communication system; provide logistical support for emergency operations; and, maintain all equipment and property. FY 2007-08 ACCOMPLISHMENTS 1. Implemented the
Records Management System (Fire-RMS) with on-going consultation between staff and software service provider for the Prevention Occupancy module. 2. Implemented and expanded the Self-Certification
program to a “Return-to-Compliance” for minor violations. 3. Instituted a “Life-Safety Occupancy” annual inspection plan for all High Rise, Institutional, and Assembly occupancies. 4.
Amended and adopted the 2007 California Fire Code as Chapter 15.656 of the Bakersfield Municipal Code. 5. Inspection staff completed Fire Prevention 1A, 1B, 1C, 2A, 2B, and 2C courses,
becoming the collectively highest trained inspection staff ever. 6. Completed a radio system upgrade at the Emergency Communications Center (ECC), the Motorola Centracom System. 7. Remodeled
Fire Station 1 (2nd floor) for the relocation of the Arson Division. FY 2008-09 ACTION PLAN 1. Convert the Hazardous Materials database to an on-line reporting system allowing regulated
businesses to update information electronically, thereby saving time, paper, and postage. 2. Convert the existing Fire Prevention occupancy database into the Fire-RMS system and provide
an internal link to the hazardous materials data. 3. Implement the Aboveground Petroleum Storage Act through the unified program pursuant to the delegation authority granted by the California
Environmental Protection Agency. 118
3021 – Fire Safety Services continued 4. Engage in strategic planning for the Emergency Communications Center regarding staffing requirements and technological upgrades. 5. Continue
the use and the training on the Rapid Notify mass notification system. 6. Continue to develop Community Service Programs through public education and information. 7. Pursue the purchase
of a new Haz Mat response vehicle through a grant process. 119
FIRE SAFETY Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $1,648,514 $1,713,863 $1,713,863 $1,707,116 Operating $556,133
$573,577 $631,942 $560,227 Capital $62,412 $61,000 $76,000 $62,000 Total $2,267,059 $2,348,440 $2,421,805 $2,329,343 SOURCE OF FUNDS: General Fund $2,267,059 $2,348,440 $2,421,805 $2,329,343
Total $2,267,059 $2,348,440 $2,421,805 $2,329,343 120
3031 – Fire Suppression Services DIVISION GOAL Provide the citizens of Bakersfield with fire protection, emergency medical life support services, hazardous materials emergency response,
and assistance with other exposures to dangerous conditions. Ensure all Suppression personnel are properly trained to the highest level to provide for both personal safety and the safety
of the public. FY 2007-08 ACCOMPLISHMENTS 1. Successfully implemented many facets of the Metropolitan Medical Response System, including: planning, training, and equipment needs. 2.
Awarded Federal grant for diesel exhaust removal system installation in three (3) Fire Stations to assist in meeting state and federal standards for firefighter health and safety. 3.
Continued to develop a “Medium/Heavy Rescue” Task Force for local, regional, and state master mutual aid responses. 4. Continued to develop and improve the Hazardous Materials/Technical
Rescue Paramedic program. 5. Convened three (3) separate Task Forces for planning related to: 1) Firefighter Accountability; 2) Rapid Intervention; and, 3) Disasters/Major Emergencies.
FY 2008-09 ACTION PLAN 1. Enhance city-wide disaster response preparedness by: • Revising the City’s Emergency Operations Plan; • Developing the Lake Isabella Dam Evacuation Plan; •
Designing and developing a functional Department Operations Center (DOC); • Administrating the Metropolitan Medical Response System (MMRS); • Developing the Community Emergency Response
Teams (CERT); • Enhancing the Kern High School Emergency Program; and, • Completing the National Incident Management System (NIMS) compliance requirements. 2. Continue to work with the
Kern County Fire Department on operational issues related to apparatus response criteria. 3. Pursue the purchase of a new Haz Mat response vehicle through a grant process. 121
3031 – Fire Suppression Services continued 4. Develop the following plans: Firefighter Accountability and Rapid Intervention. 5. Modify the following plans: Emergency Communications;
Resource Response; and, Exposure Control. 6. Assess the Metropolitan Medical Response System (MMRS) and the Community Emergency Response Teams (CERT). 7. Improve disaster preparedness
through continued mass and multiple casualty drills. 8. Update interagency agreements, plans, and contracts. 9. Update policies, procedures, and regulations related to operational issues.
SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Emergency Responses 22,505 23,180 24,000 Structure Fires 1,374 1,415 1,460 Medical Aids 12,283 12,650 13,000
122
FIRE SUPPRESSION Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $23,901,896 $24,633,249 $24,860,249 $24,886,088 Operating
$2,619,156 $2,799,592 $2,809,592 $2,913,611 Capital $76,718 $75,000 $75,000 $82,300 Total $26,597,770 $27,507,841 $27,744,841 $27,881,999 SOURCE OF FUNDS: General Fund $26,597,770 $27,507,841
$27,744,841 $27,881,999 Total $26,597,770 $27,507,841 $27,744,841 $27,881,999 123
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PUBLIC WORKS
Public Works Director Public Works FY 2008-2009 Organizational Chart Solid Waste Director Wastewater Treatment Wastewater Manager General Services Streets Telecommunications Fleet Operations
Equipment Public Works Operations Manager Traffic Engineer Construction/Survey Design Subdivisions Engineering Administrative Assistant AAsssts. t .T oP Puubblilcic W Woorrkkss DDiirreeccttoorr
Asst. to the Public Works Director Thomas Roads Imp. Program (TRIP) Solid Waste 125
Public Works DEPARTMENT GOAL To provide for quality infrastructure design, construction, operation, and maintenance of: traffic control systems, streets, street lighting, sanitary sewer
collection systems, storm water drainage collection systems, wastewater treatment plants, and other City-owned facilities; to provide oversight for the design and construction of the
Bakersfield Systems Plan and the Thomas Roads Improvement Program; to provide waste collection and waste recycling services; to provide graffiti removal services; to provide and maintain
Citywide equipment, fleet and telecommunications systems; and to ensure that public inquiries are handled in a timely and professional manner by providing exceptional customer service
department-wide. FY 2007-08 ACCOMPLISHMENTS Thomas Roads Improvement Program (TRIP) Division: 1. Continued preparation of project plans, specifications and estimate for the Westside
Parkway Project. Continued acquisition of remaining right-of-way. 2. Continued preparation of project initiation document for Hageman Flyover and State Route 178 Widening projects. 3.
Began construction of the State Route 178/Fairfax Road Interchange. 4. Continued preparation of preliminary engineering, project approval and environmental document for: • Widening of
Rosedale Highway; • 24th Street at Oak Street Interchange; • 24th Street Widening; • West Beltway Project; • Morning Drive at State Route 178 Interchange; • State Route 178 Widening;
and, • Centennial Corridor. Engineering Division: 1. Designed and prepared construction documents for forty (40) CIP projects. Awarded thirty-five (35) construction contracts totaling
over $20 million, including: • Pavement resurfacing/reconstruction on major roads; • Seven (7) new traffic signals; • Sewer main to Wastewater Treatment Plant No.2, Phase III; • Wet
play area at Jastro Park; • Fire Station No. 14; • Mill Creek Linear Park Phase I; and, • Allen Road Bridge over Kern River. 126
Public Works continued 2. Provided construction management and inspection services for thirty-three (33) projects having a total contract value of over $50 million, including: • Brundage
Lane & “L” Street Sewer Reconstruction; • Baker Street Streetscape Phase 2; • Northeast Sewer Trunk Line Phases 1 & 2; • Saunders Park Recreational Facility; and, • Fire Station No.
5 and Police Substation. 3. Updated current traffic signal priority list, adding the new locations that met warrants for consideration in subsequent CIP project lists. 4. Increased the
cumulative total of traffic signals connected to the Traffic Operations Center to 257. 5. Implemented new signal timing and route coordination plans at twenty-five (25) intersections
based on update of traffic volumes. General Services Division: 1. Anti-Graffiti program: • Removed graffiti from 13,700 requests on the 32-Erase hotline and an additional 1,736 unreported
graffiti sites. • Negotiated an agreement with CalTrans to remove graffiti from the sound walls of the State Route 99 corridor between Taft Highway and Ming Avenue. 2. Improvements completed
during this fiscal year include: • Installed Bakersfield’s first lighted crosswalk at the Bethany Homeless Shelter; • Relocated controller cabinet and associated structures at Truxtun
and “S” Street to assist with the construction of the new Veterans Memorial; • Managed the HVAC control replacement at City Hall North and City Hall Annex to increase energy efficiency;
• Remodeled City departments and facilities including: City Hall North, Development Services, Public Works Annex, Fleet Services, Bakersfield Police Southwest Substation and Downtown
Station Auditorium; and, • Installed signs and pavement markings at Old River and Veterans Elementary schools. Installed multi-way stop signs at ten (10) intersections. 3. Bakersfield
Municipal Airport: • Oversaw and assisted with the opening of the “Rocket Shop Café”; • Completed significant upgrades to the front entrance and parking lot areas; • Added three (3)
new hangers with associated ground leases; and, • Upgraded and replaced the airport sign on Union Avenue. Streets Division: 1. Resurfaced/reconstructed seventy-two (72) lane miles of
residential streets and sealed 300 street miles with a surface penetration sealer. 2. Completed the installation of a storm drainage system on Benton Street between 127
Public Works continued Wilson Road and Belvedere Avenue. 3. Completed concrete work, paving, sewer system, and storm system at Fire Station No. 5. 4. Widened the north side of Brimhall
Road, east of Calloway Drive. Equipment Division: 1. Purchased six (6) compressed natural gas (CNG) sweepers. Alternative fuel vehicles reflect the City’s commitment to clean-air standards.
2. Completed the installation of a communications repeater system at the Kelso Peak Radio Site (East) to allow for all Bakersfield Police and Kern County Sheriff radios to communicate
on a “common” channel. 3. Completed phase one of the reprogramming of all City radio communications equipment for additional channel capacity and simplicity of operations. 4. Completed
the installation of the new radio communications site to improve radio coverage for City two-way radios on the west side of Bakersfield. Wastewater Division: 1. Distributed Best Management
Practices information packets to mobile cleaning services for pools and spas. This packet packet is designed to educate commercial customers about proper disposal practices in order
to protect wastewater facilities. 2. Successfully consulted with CAL-OSHA for creating a safe work environment in a wastewater treatment plant environment. Completed safety plans for
Permitted Confined Space, Emergency Action Plan, Hazard Communication Program Plan, Fire Prevention Plan, and Evacuation Plan. 3. Wastewater Treatment Plant No. 3 Expansion Project:
• Completed an extended three (3) month competitive bid process for the Wastewater Treatment Plant No. 3 Expansion Project. Bids for this $211 million dollar project varied by only 2.4%
and were within budget. • Construction started September 17, 2007 of the Wastewater Treatment Plant No. 3 Expansion Project. As of February 2008, project is still on schedule and within
budget. Solid Waste Division: 1. Implemented new incentives for the City-wide voluntary curbside recycling program. 2. Completed the electrification of diesel powered equipment at the
Mount Vernon Recycling Facility to reduce air pollution. 3. Completed the final landfill closure plan for the former Bakersfield Landfill. 128
Public Works continued 4. Completed a transfer station feasibility study jointly with the County of Kern and applied for air district grant funds for construction. FY 2008-09 SIGNIFICANT
BUDGET CHANGES 1. The adopted FY 2008-09 budget reflects Council’s continuing commitment to graffiti eradication. The amount budgeted for graffiti eradication provides sufficient funding
to operate the program seven days a week, year round. No additional positions or equipment are requested for the graffiti eradication program because of Council’s past commitment to
fully fund this program. 2. The FY 2008-09 adopted operating budget continues the City Council’s commitment to the street maintenance program. Approximately $10.0 million is approved
for street maintenance activities
within the operating budget. The adopted CIP budget totals $6.1 million. Therefore, the combined operating and CIP budget adopted for FY 2008-09 totals close to $16.1 million. 3. Staff
is proposing a 14.8% increase in all sewer user fees for FY 2008-2008-09. The residential sewer rate will increase from $155 to $178. Since all other sewer user fees are based upon this
single-family rate, those rates will also increase by the same percentage. This increase is required to fund: • Annual operating costs, • Capital improvement budget for storm water/sewer
collection systems and wastewater treatment plants, and • Debt service on bonds to be issued for Plant 3 upgrade and expansion project. 4. Refuse rates are projected to increase 3.9%
to cover cost increases. The rate increase also covers inflation of 3.9% in the hauling contract. The residential refuse rate will increase from $174.48 to $181.32, or a monthly increase
of 57 cents. 129
Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Administration $628,508 $610,796 $610,796 $617,851 TRIP $649,635 $1,123,317 $1,123,317
$1,178,584 Engineering $6,876,036 $7,781,787 $7,832,410 $7,124,440 General Services $9,269,903 $10,635,972 $10,651,772 $10,678,369 Streets $15,082,711 $17,309,252 $17,659,252 $17,752,605
Equipment $29,962,716 $25,810,016 $27,700,643 $20,156,362 Wastewater $16,451,412 $7,584,675 $7,584,675 $7,452,478 Solid Waste $31,911,056 $34,981,393 $35,040,737 $35,998,312 Total $110,831,977
$105,837,208 $108,203,602 $100,959,001 SOURCE OF FUNDS: General Fund $17,071,907 $19,921,721 $19,924,721 $20,057,004 TDF TRIP Local Match $649,635 $1,123,317 $1,123,317 $1,178,584 Gen.
Dev. Services Fund $3,148,417 $3,485,632 $3,540,255 $2,780,243 Transportation Dev. Fund $331,863 $365,746 $365,746 $335,083 State Gas Tax $4,224,198 $4,729,466 $4,729,466 $4,725,401
Gen. Aviation Fund $268,150 $155,962 $165,962 $172,406 Amtrak Operating Fund $205,543 $250,000 $250,000 $246,000 Park Improvement Fund $2,866 $15,000 $15,000 $15,000 Domestic Water Fund
$3,034 $15,000 $13,800 $15,000 Sewer Service-Plant 2 $5,829,485 $3,099,713 $3,099,713 $2,929,410 Sewer Service-Plant 3 $14,382,591 $8,515,074 $8,865,074 $9,048,453 Equipment Fund $29,962,716
$25,810,016 $27,700,643 $20,156,362 Refuse Fund $34,677,155 $38,280,461 $38,339,805 $39,256,555 Assessment Districts $74,417 $70,100 $70,100 $43,500 Total $110,831,977 $105,837,208 $108,203,602
$100,959,001 FULL TIME EMPLOYEES: Administration 9.00 10.00 10.00 10.00 TRIP 6.00 7.00 7.00 7.00 Engineering 61.00 63.00 63.00 61.00 General Services 72.00 75.00 75.00 75.00 Streets
94.00 98.00 98.00 98.00 Equipment 57.00 61.00 61.00 61.00 Wastewater 31.00 32.00 32.00 32.00 Solid Waste 110.00 110.00 110.00 110.00 Total 440.00 456.00 456.00 454.00 PUBLIC WORKS 130
4011 -Administrative Services DIVISION GOAL Provide administrative support for the effective operation of the various departmental divisions; develop and administer policies and procedures;
monitor department operating and capital improvement budgets; and administer all departmental contracts. FY 2007-08 ACCOMPLISHMENTS 1. Provided administrative support for departmental
divisions. 2. Processed and monitored CIP expenditures. 3. Submitted reimbursement claims on a timely basis to enhance cash flow. FY 2008-09 ACTION PLAN 1. Promptly respond to City Council
referrals and citizen requests. 2. Coordinate preparation of administrative reports and supporting documentation for placement on City Council agenda. 131
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $564,489 $549,950 $549,950 $553,423 Operating $61,327 $60,846 $58,346 $64,428
Capital $2,692 $0 $2,500 $0 Total $628,508 $610,796 $610,796 $617,851 SOURCE OF FUNDS: General Fund $628,508 $610,796 $610,796 $617,851 Total $628,508 $610,796 $610,796 $617,851 ADMINISTRATIVE
SERVICES 132
4021 – Thomas Roads Improvement Program (TRIP) DIVISION GOAL Provide oversight for the design and construction of the various federally funded project elements of the Bakersfield Systems
Plan and the Thomas Roads Improvement Program. FY 2007-08 ACCOMPLISHMENTS 1. Continued preparation of project plans, specifications and estimate for the Westside Parkway Project. Continued
acquisition of remaining right-of-way. 2. Continued preparation of project initiation document for Hageman Flyover and State Route 178 Widening projects. 3. Began construction of the
State Route 178/Fairfax Road Interchange. 4. Continued preparation of preliminary engineering, project approval, and environmental documents for: • Widening of Rosedale Highway; • 24th
Street at Oak Street Interchange; • 24th Street Widening; • West Beltway Project; • Morning Drive at State Route 178 Interchange; • State Route 178 Widening; and, • Centennial Corridor.
FY 2008-09 ACTION PLAN 1. Complete preparation of project plans, specifications and estimate estimate for the Westside Parkway Project. 2. Complete the financial plan for and begin construction
of the Westside Parkway Project. 3. Complete construction of the State Route 178/Fairfax Road Interchange. 4. Complete project initiation documents for Hageman Flyover and State Route
178 Widening projects. 5. Continue with the preparation of preliminary engineering, project approval and environmental document for: • Widening of Rosedale Highway; • 24th Street at
Oak Street Interchange; • 24th Street Widening; • West Beltway Project; • Morning Drive at State Route 178 Interchange; • State Route 178 Widening; and, • Centennial Corridor. 6. Begin
preparation of preliminary engineering, project approval, and environmental document for Hageman Flyover and State Route 178 Widening projects. 133
THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $330,781 $739,377 $739,377 $768,673
Operating $238,586 $383,940 $378,940 $409,911 Capital $80,268 $0 $5,000 $0 Total $649,635 $1,123,317 $1,123,317 $1,178,584 SOURCE OF FUNDS: TDF TRIP Local Match $649,635 $1,123,317 $1,123,317
$1,178,584 Total $649,635 $1,123,317 $1,123,317 $1,178,584 134
4031 – Engineering DIVISION GOAL Provide development, design and project management services for Citywide Capital Improvement Program (CIP) projects; ensure proposed new developments
are in compliance with generally accepted engineering standards, City ordinances and other statutory regulations; provide surveying and inspection services on CIP projects and developer
financed public improvements to ensure conformance to construction standards, plans, specifications and statutory regulations; and provide for the safe and efficient movement of people
and products through traffic engineering operations, design and planning. FY 2007-08 ACCOMPLISHMENTS Design Engineering: 1. Designed and prepared construction documents for forty (40)
CIP projects. Awarded thirty-five (35) construction contracts totaling over $20 million, including: • Pavement resurfacing/reconstruction on major roads; • Seven (7) new traffic signals;
• Sewer main to Wastewater Treatment Plant No.2 Phase III; • Wet play area at Jastro Park; • Fire Fire Station No. 14; • Mill Creek Linear Park Phase I; and, • Allen Road Bridge over
Kern River. 2. Worked with City staff, BNSF Railroad, California Public Utilities Commission, and Federal Railroad Authority towards goal of establishing Quiet Zones along the BNSF corridor.
Subdivisions (All data shown for calendar year 2007): 1. Parcel Maps: Recorded 10 parcel maps dividing 76.64 acres into 65 parcels. 2. Tract Maps: Recorded 64 tract maps dividing 1,639.33
acres into 5,037 lots. 3. Improvement Plan Checks: 181 first checks, 139 second checks, 84 third checks or higher, 157 revisions, and 297 signatures. 4. Final Map Checks: 76 first checks,
92 second checks, 77 third checks or higher, and 74 maps signed. 5. Minor Land Divisions: 93 6. Assessment Districts: 2 7. Maintenance Districts: 61 8. Street Permits: 1,603 9. Annexation
Proceedings: 61 being processed, 27 completed. 135
4031 – Engineering continued Construction: 1. Provided construction management and inspection services for 33 projects having a total contract value of $50 million, including: • Brundage
Lane & “L” Street Sewer Reconstruction; • Baker Street Streetscape Phase 2; • Northeast Sewer Trunk Line Phases 1 & 2; • Saunders Park Recreational Facility; and, • Fire Station No.
5 and Police Substation. 2. Inspected development infrastructure improvements for fifty-five (55) tracts and parcel maps. Traffic Engineering: 1. Analyzed forty-five (45) intersections
for traffic control warrants and updated current traffic signal priority list, adding the new locations that met warrants for consideration in subsequent CIP project lists. 2. Implemented
the connection of fifteen (15) additional traffic signals via wire interconnect conduit network in the street for improved coordination/synchronization of traffic signals. This increased
the cumulative total of traffic signals connected to the Traffic Operations Center to 257. 3. 3. Implemented new signal timing and route coordination plans at twenty-five (25) intersections
based on update of traffic volumes. FY 2008-09 ACTION PLAN Design Engineering: 1. Complete design and award all of FY 2008-09 budgeted CIP projects before July 2009, including: • Pavement
resurfacing/reconstruction on major roads, and • Three (3) new traffic signals. Subdivisions: 1. Complete review of maps and improvement plans within four (4) weeks of submittal. Construction
Engineering: 1. Respond to eighty-five percent (85)% of all permit inspection requests within four (4) hours and all other inspections within twenty-four (24) hours. 2. Begin working
on requests for preliminary surveys within ten (10) days of receipt. 136
4031 – Engineering continued 3. Respond to construction survey requests within forty-eight (48) hours. 4. Establish consistent survey elevations throughout the City. Traffic Engineering:
1. Analyze forty-five (45) or more intersections for traffic control warrants and update current traffic signal priority list, adding the new locations that meet warrants for consideration
in subsequent CIP project lists. 2. Design and prepare construction documents for ten (10) federally-funded Congestion Management Air Quality (CMAQ) signal interconnect communication
projects totaling over $890,000. Connect fourteen (14) additional signals to the City’s Traffic Operations Center. 3. Continue Annual Traffic Signal Coordination Program. Collect traffic
data and re-coordinate twenty-five (25) signals annually as traffic volumes and patterns change. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Improvement
Plans and Final Maps Checked 29% 31% 85% and Returned within Four (4) Weeks Permit Inspection Requests Responded to 75% 80% 85% within Four (4) Hours Intersections Analyzed for Traffic
Control 52 45 45 Warrants Budgeted Signal Communications Projects Bid 100% 100% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 15 25 25 Budgeted Public Works CIP
Projects Bid 75% 75% 100% During the Fiscal Year 137
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $5,421,802 $6,159,436 $6,159,436 $6,121,757 Operating $1,448,686 $1,589,463
$1,630,986 $1,002,683 Capital $5,548 $32,888 $41,988 $0 Total $6,876,036 $7,781,787 $7,832,410 $7,124,440 SOURCE OF FUNDS: General Fund $3,306,555 $3,785,309 $3,785,309 $3,890,614 Dev.
Services Fund $3,148,417 $3,485,632 $3,540,255 $2,780,243 State Gas Tax $2,866 $15,000 $12,200 $15,000 Park Improvement Fund $2,866 $15,000 $15,000 $15,000 Transportation Dev. Fund $331,863
$365,746 $365,746 $335,083 Sewer Service-Plant 3 $3,009 $15,000 $15,000 $15,000 Refuse Fund $3,009 $15,000 $15,000 $15,000 Domestic Water Fund $3,034 $15,000 $13,800 $15,000 Assessment
Districts $74,417 $70,100 $70,100 $43,500 Total $6,876,036 $7,781,787 $7,832,410 $7,124,440 ENGINEERING 138
4051 -General Services DIVISION GOAL Provide excellent customer service in the maintenance of City-owned buildings and parks, including janitorial, heating/air conditioning, electrical,
and remodeling; installation and maintenance of traffic signals, street lights, and street signs/marking; removal of graffiti from City-owned facilities and private property; and, provide
professional management for the operations and maintenance of the Bakersfield Municipal Airport. FY 2007-08 ACCOMPLISHMENTS 1. Anti-Graffiti program: • Removed graffiti from 13,700 requests
on the 32-Erase hotline and an additional 11,736 unreported graffiti sites. • Negotiated an agreement with CalTrans to remove graffiti from the sound walls of the State Route 99 corridor
between Taft Highway and Ming Avenue. 2. Improvements completed this fiscal year include: • Installed Bakersfield’s first lighted crosswalk at the Bethany Homeless Shelter. • Responded
to 2,435 street light service requests and repaired eighty-five (85) faulted cables. • • Installed radio interconnect at four (4) intersections; replaced ninety (90) video detection
cameras and changed out signal heads at six (6) intersections with energy-efficient LED type. • Relocated controller cabinet and associated structures at Truxtun Avenue and “S” Street
to assist with the construction of the new Veterans Memorial. • Completed the 6,000 hour overhaul on four (4) HVAC compressors at Rabobank and completed the pre-season maintenance on
all units. • Managed the HVAC control replacement at City Hall North and City Hall Annex to increase energy efficiency. • Remodeled City departments and facilities including: City Hall
North, Development Services, Public Works Annex, Fleet Services, Bakersfield Police Southwest Sub-Station and Downtown Station Auditorium. • Installed additional traffic lanes on eight
(8) arterial and collector streets, and modified existing striping at ten (10) locations. • Installed signs and pavement markings at Old River and Veterans Elementary schools. Installed
multi-way stop signs at ten (10) intersections. 3. Bakersfield Municipal Airport: • Oversaw and assisted with the opening of the “Rocket Shop Café”; • Completed significant upgrades
to the front entrance and parking lot areas; • Added three (3) new hangers with associated ground leases; and, • Upgraded and replaced the Airport sign on Union Avenue. 139
4051 – General Services continued FY 2008-09 ACTION PLAN 1. Continue to improve the City of Bakersfield’s anti-graffiti program. 2. Replace programmed visibility signal heads at six
(6) intersections with new energy efficient LED type and replace three (3) deteriorated signal control cabinets. Rewire two (2) intersections and replace thirty (30) “2004” autoscopes.
3. Oversee water tower replacement at the Convention Center. 4. Paint 100 decorative light poles in the Oleander area. 5. Expand Hall of Fame at Rabobank Arena. Remodel Party Room at
the Ice Center, and the Police Department Crime Lab garage. 6. Replace twenty percent (20%) of the school signs with fluorescent lime-green signage. This is the fourth phase of a five-year
plan to meet Federal mandates. 7. Replace all deteriorated street markers in the neighborhoods west of Monitor between Panama Lane and Pacheco Road. Upgrade mast-arm type street markers
at fifteen (15) intersections throughout the City. 8. Bakersfield Municipal Airport: • Resurface deteriorated pavement on the Airport apron. • Design improvements to the Northwest apron
that will include drainage, pavement improvements and aircraft tie-downs. • Upgrade the existing aircraft wash rack. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected
Adopted Graffiti Removal Sites 21,215 21,767 22,500 Street Lights Serviced 2,245 2,435 2,500 Striping of City Streets (miles) 849 900 950 140
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $4,684,414 $5,526,685 $5,526,685 $5,498,896 Operating $4,523,066 $5,049,787
$5,059,887 $5,120,623 Capital $62,423 $59,500 $65,200 $58,850 Total $9,269,903 $10,635,972 $10,651,772 $10,678,369 SOURCE OF FUNDS: General Fund $7,074,134 $8,215,544 $8,218,544 $8,249,562
Amtrak Operating Fund $205,543 $250,000 $250,000 $246,000 State Gas Tax $1,722,076 $2,014,466 $2,017,266 $2,010,401 Aviation Fund $268,150 $155,962 $165,962 $172,406 Total $9,269,903
$10,635,972 $10,651,772 $10,678,369 GENERAL SERVICES 141
4052 – Streets DIVISION GOAL Improve the safety and appearance of the community through the maintenance and repair of the City street system located within the public right-of-way; ensure
safe and dependable performance of storm drains, sewer lines and lift pump stations; and, continue the City’s commitment to an effective preventative street maintenance program. FY 2007-08
ACCOMPLISHMENTS 1. Resurfaced/reconstructed approximately seventy-two (72) lane miles of streets. 2. Maintained a safe working environment for employees with consistent training sessions
and safety meetings. 3. Sealed approximately 300 street miles with a surface penetration sealer. 4. Completed the installation of a storm drainage system on Benton Street between Wilson
Road and Belvedere Avenue. 5. Completed the concrete work, paving, sewer system, and storm system at Fire Station No. 5. 6. Widened the north side of Brimhall Road, east of Calloway
Drive. FY 2008-09 ACTION PLAN 1. Update existing street resurface/reconstruction list and prioritize street repairs. 2. Provide training for employees on traffic control safety procedures.
3. Provide employees with a training class on safe excavation and on asphalt paving technology. 4. Provide “Confined Space” training for employees in the Sewer Maintenance Section. 5.
Install median islands on Calloway Drive between Rosedale Highway and Meacham Road. 6. Complete the drainage basins, ball fields, parking lot, and sewer line at Aera Park. 7. Continue
to perform canal inspections when canals are dewatered and replace one (1) canal crossing in need of replacement. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected
Adopted Residential Sweeping Cycle (days) 20 20 20 Lane Miles Resurfaced/Reconstructed 67 72 60 Sewer Lines Inspected (miles) 36 30 25 Sewer Maintenance Service – Emergency 280 295 300
Call Responses 142
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $5,715,723 $6,690,434 $6,690,434 $6,637,980 Operating $9,366,062 $10,605,618
$10,915,118 $11,101,425 Capital $926 $13,200 $53,700 $13,200 Total $15,082,711 $17,309,252 $17,659,252 $17,752,605 SOURCE OF FUNDS: General Fund $6,062,710 $7,310,072 $7,310,072 $7,298,977
State Gas Tax $2,499,256 $2,700,000 $2,700,000 $2,700,000 Sewer Service-Plant 3 $3,757,655 $4,015,112 $4,365,112 $4,510,385 Refuse Fund $2,763,090 $3,284,068 $3,284,068 $3,243,243 Total
$15,082,711 $17,309,252 $17,659,252 $17,752,605 STREETS 143
4053 – Equipment DIVISION GOAL Provide all departments/divisions with the vehicular, non-vehicular and communications equipment needed to meet their objectives within the approved budget,
and continue to maintain all equipment within the City in a safe and reliable manner. FY 2007-08 ACCOMPLISHMENTS 1. Met and exceeded clean-air standards as they pertain to the City of
Bakersfield by placing alternative fuel vehicles and equipment into service. Purchased six (6) compressed natural gas (CNG) sweepers. 2. Monitored time standards for preventative maintenance
work and routine repairs to ensure compliance with industry standards. Consistently achieved goals to comply with industry standards 100% of the time for preventative maintenance work
and 80% of the time for routine maintenance. 3. Completed the installation of a communications repeater system at the Kelso Peak Radio Site (East) to allow for all Bakersfield Police
and Kern County Sheriff radios to communicate on a “common” channel. 4. Completed phase one of the reprogramming of all City radio communications equipment for additional channel capacity
and simplicity of operations. 5. Completed the installation of the new radio communications site to improve radio coverage for City two-way radios on the west side of Bakersfield. FY
2008-09 ACTION PLAN 1. Continue to monitor rental rates to ensure accurate and timely replacement of worn equipment. Maintain an appropriate fund balance within the Equipment Management
Fund to meet established replacement schedules. 2. Continue process of outfitting the fleet satellite shop at the Mount Vernon Recycling Facility. 3. Complete the installation of a new
digital “encrypted” radio communication repeater system at the North and East Radio Sites to allow confidential radio communications for the Bakersfield Police Department. 4. Begin construction
of liquefied compressed natural gas (LCNG) fueling station at the Mount Vernon Recycling Facility. 144
4053 – Equipment continued 5. Continue to reconfigure the programming of all City radio communications equipment for increased radio capacity and City/County “common” channels. 6. Complete
the installation of twelve (12) radio receivers to improve coverage for Bakersfield Police and Kern County Sheriff Departments. 7. Upgrade the local law enforcement “common” channel
to include City Schools Security. 8. Add a west receiver site to provide full portable radio coverage to the west side of the City. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09
Actual Projected Adopted Perform Preventative Maintenance and 15,850 15,951 16,270 Routine Repairs of All Vehicles within the Fleet Broadcast/Rebroadcast City Council 730 750 750 Meetings
(hours) 145
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $4,498,229 $5,206,115 $5,206,115 $5,098,906 Operating $13,139,833 $9,681,351
$10,369,251 $9,780,356 Capital $12,324,654 $10,922,550 $12,125,277 $5,277,100 Total $29,962,716 $25,810,016 $27,700,643 $20,156,362 SOURCE OF FUNDS: Equipment Fund $29,962,716 $25,810,016
$27,700,643 $20,156,362 Total $29,962,716 $25,810,016 $27,700,643 $20,156,362 EQUIPMENT 146
4071 – Wastewater DIVISION GOAL Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance
with federal, state, and local requirements; plan for future wastewater treatment needs to meet anticipated growth; monitor and regulate industrial waste dischargers in order to protect
wastewater facilities, the public, and the environment; and, establish sewer user fees for properties receiving City sewer service. FY 2007-08 ACCOMPLISHMENTS 1. Performed state required
laboratory analysis of wastewater and submitted the results each month to the California Regional Water Quality Control Board (CRWQCB). 2. Completed an extended three (3) month competitive
bid process for the Wastewater Treatment Plant 3 Expansion Project. Bids for this $211 million dollar project varied by only 2.4% and were within budget. 3. Construction started September
17, 2007 for Wastewater Treatment Plant 3 Expansion Project. As of February 2008, 2008, the project is still on schedule and within budget. 4. Conducted a wastewater presentation at
Valley Oaks Charter School to approximately seventy-five (75) kindergarten and first grade students. The presentation consisted of what happens to water after use. 5. Wastewater Operators
obtained higher State Certification, which increases their capability to operate the more complex Wastewater Treatment Plant No. 3. 6. Distributed Best Management Practices information
packets to mobile cleaning services for pools and spas. This packet is designed to educate commercial customers about proper disposal practices in order to protect wastewater facilities.
7. Completed seventh year of seven year phase-in of sewer rate increases for hospitals pursuant to the current Sewer Revenue Program. This program was revised and adopted in May 2001
to bring it in line with State Revolving Fund policies for construction of wastewater treatment facilities. 8. Successfully consulted with CAL-OSHA to create a safe work environment
in a wastewater treatment plant environment. Completed safety plans for Permitted Confined Space, Emergency Action Plan, Hazard Communication Program Plan, Fire Prevention Plan, and
Evacuation Plan. 147
4071 – Wastewater continued FY 2008-09 ACTION PLAN 1. Provide continuous operation and maintenance of Wastewater Treatment Plants 2 and 3; perform State required analysis of wastewater
to demonstrate compliance with discharge requirements; and, submit results monthly to the CRWQCB. 2. Provide safe environment for employees with continuous safety training and endorsement
of safe working practices. 3. Conduct annual sampling and inspection of all permitted industries and submit results to the CRWQCB. 4. Review monthly City Building Department reports
and annual water consumption records to update the flat rate and surcharge billings lists. Bill septage haulers by the 15th of each month. 5. Continue construction for expansion of Wastewater
Treatment Plant No. 3. Construction should be seventy percent (70%) complete in June 2009. 6. Complete discharge permit process for Bolthouse Farms which will include a connection fee
for future sewer usage. 7. Distribute Best Management Practices information to carpet cleaning and surface cleaning companies. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual
Projected Adopted Wastewater Treated (Million Gallons/Day) Plant 2 15.17 15.40 15.63 Plant 3 15.95 16.20 16.45 Permitted Industrial Dischargers 20 20 23 Parcels Served within Incorporated
Area 82,229 85,703 88,100 (on special assessment list) 148
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $2,644,215 $3,020,542 $3,020,542 $3,011,840 Operating $13,290,512 $4,368,861
$4,368,861 $4,386,538 Capital $516,685 $195,272 $195,272 $54,100 Total $16,451,412 $7,584,675 $7,584,675 $7,452,478 SOURCE OF FUNDS: Sewer Service-Plant 2 $5,829,485 $3,099,713 $3,099,713
$2,929,410 Sewer Service-Plant 3 $10,621,927 $4,484,962 $4,484,962 $4,523,068 Total $16,451,412 $7,584,675 $7,584,675 $7,452,478 WASTEWATER 149
4081 -Solid Waste DIVISION GOAL Provide quality and cost effective solid waste and recycling services Citywide through a balanced combination of services by contract and by municipal
forces; develop and implement waste reduction and recycling programs to comply with the state mandate; and, establish and maintain environmental controls for closure of the former Bakersfield
Landfill. FY 2007-08 ACCOMPLISHMENTS 1. Implemented new incentives for the City-wide voluntary curbside recycling program. 2. Completed the electrification of diesel powered equipment
at the Mount Vernon Recycling Facility to reduce air pollution. 3. Completed the final landfill closure plan for the former Bakersfield Landfill. 4. Made significant progress on a project
to upgrade the City’s land file to improve record keeping in several departments. 5. Completed a transfer station feasibility study jointly with the County of Kern and applied for air
district grant funds for construction. FY 2008-09 ACTION PLAN 1. Continue to promote the curbside recycling program. 2. Conduct pilot programs to evaluate various technologies to reduce
air emissions from the greenwaste compost material as it is processed, in preparation for new air emission rules. 3. Combine all refuse service, billing, and contractor payment data
to ensure accurate charges and payments. 4. Complete construction of the Bakersfield Landfill Cap project. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted
Total Homes Served 83,251 85,011 86,566 Curbside Recycling Participants 4,154 6,000 7,500 Greenwaste Recycling (# vehicles admitted 189,179 191,186 195,120 at gate) Greenwaste Processed
(tons) 179,125 181,300 183,120 150
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $7,544,714 $8,154,228 $8,154,228 $8,027,372 Operating $23,816,077 $25,876,165
$25,933,209 $27,008,940 Capital $550,265 $951,000 $953,300 $962,000 Total $31,911,056 $34,981,393 $35,040,737 $35,998,312 SOURCE OF FUNDS: Refuse Fund $31,911,056 $34,981,393 $35,040,737
$35,998,312 Total $31,911,056 $34,981,393 $35,040,737 $35,998,312 SOLID WASTE 151
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WATER RESOURCES
DomestiWater Water perintendent Support Staff Water Resources FY 2008-2009 Organizational Chart Domestic Water Hydrographics Operations Stormwater
Agricultural WaterWater Resources Superintendent Water Resources Director Water Resources Manager Stormwater O & M Contractor Business Manager 153
Water Resources DEPARTMENT GOAL To supply and conserve water for the benefit of present and future citizens of Bakersfield; to ensure the orderly regulation and distribution of Kern
River water, including the preservation and augmentation of the underground water supply; operation of domestic water system to provide high quality water service; to provide Kern River
Levee District flood control management and maintenance of drainage basins; to administer basic water contracts to agricultural districts; provide storm water monitoring program as required
by California Regional Water Quality Control Board; and, oversee municipal farm operations at City wastewater sites. FY 2007-08 ACCOMPLISHMENTS 1. Completed negotiations with the Kern
County Water Agency to secure a long-term surface treated water supply for the Domestic Water Division in the amount of 6,500 acre feet annually. 2. Constructed an Equestrian Parking
Lot at the west end of the bike path off Enos Lane. 3. Completed fourth phase of security measures for the City’s domestic water system pursuant to the Homeland Security Act. 4. Completed
rehabilitation of the Farmers-Stine Anderson Weir project. The weir was originally built in the 1930’s and is the last upgrade to the seven (7) major diversion facilities the City acquired
from the Kern County Land Company in the purchase of the Kern River Water Rights in 1976. FY 2008-09 SIGNIFICANT BUDGET CHANGES 1. Resources allocated to purchase a new source of treated
surface water from the Kern County Water Agency’s expansion of the Improvement District Four Treatment Plant to replace poor quality groundwater in the City’s domestic water system.
2. Increase in monthly domestic water rates approved in the quantity charge for City domestic water service customers. The quantity rate charge is approved to increase by $0.06 per unit
on October 1, 2008. A typical residential customer will see a total increase of $1.68 per month on October 1, 2008. No service charge increase is being requested. 154
WATER RESOURCES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Agricultural Water $4,818,025 $4,468,964 $4,958,964 $4,698,380 Domestic
Water $15,712,662 $14,015,573 $14,015,573 $15,924,654 Total $20,530,687 $18,484,537 $18,974,537 $20,623,034 SOURCE OF FUNDS: Agricultural Water $4,818,025 $4,468,964 $4,958,964 $4,698,380
Domestic Water $15,712,662 $14,015,573 $14,015,573 $15,924,654 Total $20,530,687 $18,484,537 $18,974,537 $20,623,034 FULL TIME EMPLOYEES: Agricultural Water 19.45 23.00 23.00 23.00 Domestic
Water 4.55 2.00 2.00 2.00 Total 24.00 25.00 25.00 25.00 155
4511 -Agricultural Water DIVISION GOAL Provide for the proper distribution and delivery of Kern River water from the Isabella Reservoir to canal headgates and agricultural customers;
perform scheduled and required repairs to river weirs, head gates, canals, turn-outs and facilities and maintain the Kern River Levee system; maintain and repair drainage basins located
throughout the City; and, ensure the efficient use of Kern River water, supplies, personnel and equipment in the performance of all operation and maintenance functions. FY 2007-08 ACCOMPLISHMENTS
1. Installed a major control structure and placed approximately 200 large boulders along a stretch of the Kern Island Canal through Central Park as part of the Mill Creek Project. 2.
Completed the Annual Land Management Report for the Wastewater Treatment Plant No. 2 Municipal Farm in accordance with the California Regional Water Quality Control Board Order. 3. Completed
installation of road base on levee roads to provide dust control and all weather vehicle access within the 2,800 Acre Recharge Facility. 4. Completed Kern River Channel Maintenance Project
removing vegetation in floodway (approximately 8 miles) between Allen Road and Manor Street. FY 2008-09 ACTION PLAN 1. Continue to monitor Lake Isabella Dam safety remediation project
with the United States Army Corps of Engineers. 2. Replace and repair fencing along canals and neighborhood drainage basins as needed throughout the City limits. 3. Construct a bridge
across the Carrier Canal to allow pedestrian access to the Kern River Edge Restoration Project (KRERP) from the County’s Metro Recreation Center on N. Chester Ave. The City was recently
awarded a $1.4 million state grant to complete the KRERP along the parkway. This bridge is part of the City’s match to qualify for the grant funding under the Prop 50 Grant Program.
4. Install road base as required on existing unpaved roads to neighborhood drainage basins and canals to provide dust control and all weather vehicle access to sites located within the
City. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Reconstructed Drainage Basins 28 40 30 Replace/Repair Canal and Basin Fencing (feet) 2,894 2,680 3,020
156
AGRICULTURAL WATER Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $1,630,135 $1,866,246 $1,866,246 $1,863,708 Operating $3,183,016
$2,589,718 $3,071,718 $2,831,972 Capital $4,874 $13,000 $21,000 $2,700 Total $4,818,025 $4,468,964 $4,958,964 $4,698,380 SOURCE OF FUNDS: Agricultural Water $4,818,025 $4,468,964 $4,468,964
$4,698,380 Total $4,818,025 $4,468,964 $4,468,964 $4,698,380 157
4521 -Domestic Water DIVISION GOAL Provide a safe and dependable water supply in sufficient quantities to meet customer demands for high quality drinking water at a competitive price;
administer provisions of the Domestic Water Operations Agreement to ensure highest possible level of service to City and its customers; maintain and upgrade standards for distribution
system design and modernization; provide for future growth and the increasing water supply demand; and, accurately bill in a timely manner to customers. FY 2007-08 ACCOMPLISHMENTS 1.
Completed construction and installation of a 12” water main (approximately 3,000 feet) along Snow Rd. from Jewetta Avenue to the Friant Canal. 2. Completed negotiations with California
Water Service Company and Kern County Water Agency to secure treated surface water to replace poor groundwater throughout the system. 3. Completed installation of piping and controls
for additional booster pumps at the Interface Pumping Station to maintain service levels and fire flows flows in the system. FY 2008-09 ACTION PLAN 1. Implement initial phase of a program
to schedule replacements of older service connections versus reactive repairs due to water leaks. This should prove to be more efficient and cost effective and reduce the ongoing costs
of removing and replacing sidewalks, pavement or other infrastructure in the same area over the long term. 2. Continue implementation of security measures for the City’s Domestic Water
System pursuant to the Homeland Security Act. 3. Complete design engineering to construct seven miles of pipeline from the new south Bakersfield drinking water plant into the southern
portion of the City’s domestic water service area. 4. Construct three (3) additional water wells to increase production capacity to serve new growth occurring throughout the City’s domestic
water system. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted New Service Connections 1,862 450 600 Water Wells Constructed 2 6 3 158
DOMESTIC WATER Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $403,642 $592,916 $592,916 $583,875 Operating $15,225,162 $13,422,657
$13,422,657 $15,340,779 Capital $83,858 $0 $0 $0 Total $15,712,662 $14,015,573 $14,015,573 $15,924,654 SOURCE OF FUNDS: Domestic Water $15,712,662 $14,015,573 $14,015,573 $15,924,654
Total $15,712,662 $14,015,573 $14,015,573 $15,924,654 159
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RECREATION AND PARKS
Recreation and Parks FY 2008-2009 Organizational Chart Director Assistant Director Recreation Division Athletics/Inclusion Recreation Supervisor Recreation Specialist Silver Creek Community
Ctr & After School Programs Recreation Supervisor Recreation Specialist MLK Community Center & After School Programs Recreation Supervisor Program Coordinator Aquatics Recreation Supervisor
Recreation Specialist Parks Division Parks Superintendent Park/Streetscape Maintenance Supervisor II (5) Areas 1, 2, 3, 4, 5 Park Services Coordinator (5) Urban Forestry/Trees Supervisor
II CIP Projects/Repairs Director of Operations Maintenance – Craftworkers Supervisor IAdministrative Services Division Planning Construction & Facilities Planner Financial/Support Services
Business Manager Special Projects Manager Park Technician (3) Program Coordinator Supervisor 161
Recreation and Parks DEPARTMENT GOAL To provide the highest quality services, facilities, parks and programs possible. FY 2007-2008 ACCOMPLISHMENTS 1. Respond to residents about the
level of service in maintenance districts. 2. Positively adjusted to personnel changes due to growth. 3. Accepted sponsorships for programs and projects from the Bakersfield Californian,
Aera Energy, Kewit Construction and Castle & Cook. 4. The Department successfully completed the self-assessment process for NRPA Accreditation. 5. City Council accepted and approved
the Department’s Master Plan. 6. Received $1.4 million grant for the Upland River Project. FY 2008-2009 Action Plan 1. Aggressively pursue any local, state and federal grants for the
Department. 2. Update the marketing of our “Naming Rights” for city facilities, projects, and programs. 3. Meet and confer with local school districts in the development of facility
agreements. 4. Be pro-active in response to maintenance needs. 162
Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Administration $1,165,781 $1,340,438 $1,314,438 $1,220,104 Parks $11,197,359 $13,378,830
$13,384,830 $13,349,823 Recreation $2,711,452 $3,455,304 $3,481,304 $3,440,641 Total $15,074,592 $18,174,572 $18,180,572 $18,010,568 SOURCE OF FUNDS: General Fund $15,048,253 $18,140,772
$18,146,772 $17,976,768 Amtrak Operating Fund $26,339 $33,800 $33,800 $33,800 Total $15,074,592 $18,174,572 $18,180,572 $18,010,568 FULL TIME EMPLOYEES: Administration 11.00 12.00 12.00
12.00 Parks 136.00 144.00 144.00 144.00 Recreation 13.00 14.00 14.00 14.00 Total 160.00 170.00 170.00 170.00 RECREATION AND PARKS 163
5041 – ADMINISTRATIVE SERVICES DIVISION GOALS Provide administrative support for the effective operation of the Recreation and Parks divisions; promote synergy between the divisions
to enhance the services provided by each; establish and implement policies and procedures; monitor operating and capital improvement program budgets; and, provide excellent customer
service in accepting reservations and activity enrollments and responding to complaints and inquiries. FY 2007-2008 ACCOMPLISHMENTS 1. Relocated administrative offices to City Hall North.
2. Completed and opened the Saunders Park Recreation Facility in spring 2008. 3. Completed concept plans of the Sports Village. 4. Jastro Park Wet Playground conversion of the pool to
a wet playground -will be completed in early summer 2008. 5. Grading of Aera Park Bakersfield Southwest Baseball Facility is near completion. 6. Recreation & Parks assisted as an integral
team player in the development of Central Park as part of the Mill Creek Project. FY 2008-2009 ACTION PLAN 1. Continue in the development of Central Park as part of the Mill Creek Project.
2. Work with consultants and contractors to complete the renovation of Mesa Marin Sports Complex Phase I. 3. Continue with the future development of the Sports Village by developing
a grading plan. 4. Begin programming of the Saunders Park Recreation Facility with an outside contractor. 5. Receive Agency Accreditation from NRPA, October 2008. 164
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $795,738 $900,969 $900,969 $944,812 Operating $368,313 $437,469 $411,469 $275,292
Capital $1,730 $2,000 $2,000 $0 Total $1,165,781 $1,340,438 $1,314,438 $1,220,104 SOURCE OF FUNDS: General Fund $1,165,781 $1,340,438 $1,314,438 $1,220,104 Total $1,165,781 $1,340,438
$1,314,438 $1,220,104 ADMINISTRATION 165
5021 – PARKS DIVISION GOALS Utilize available resources in the most effective manner. Within budgetary guidelines, provide the highest quality and most responsible maintenance program
for parks, medians and streetscapes throughout Bakersfield. FY 2007-2008 ACCOMPLISHMENTS 1. Expanded the number of maintenance areas for a total of five to provide more quality services.
2. Performed landscape modifications on Ming between Gosford and Scarlet Oak, Old River and Mt. Vista. 3. The City was awarded the Tree USA designation from the Arbor Day Foundation
for the eleventh straight year. 4. Created and opened a small dog park at Coffee/Norris adjacent to the water plant. 5. Completed the major tree contract which improved several parks
citywide. 6. Finished the installation of new security lights and poles at Deer Peak Park. FY 2008-2009 ACTION PLAN 1. Continue to increase the capabilities of the Maxicom System in
order to save water during irrigation. 2. Minimize the number of maintenance issues and complaints this coming year. 3. Explore ways to become a seven day operation in parks maintenance
and implement prior to summer 2008. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Maintenance District Acreage 512 567 645 Non-Maintenance District Acreage
341 341 341 Facility/Park Reservations 3,700 3,850 3,850 166
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $6,859,274 $8,646,488 $8,646,488 $8,581,459 Operating $4,333,927 $4,730,070
$4,721,070 $4,768,364 Capital $4,158 $2,272 $17,272 $0 Total $11,197,359 $13,378,830 $13,384,830 $13,349,823 SOURCE OF FUNDS: General Fund $11,171,020 $13,345,030 $13,351,030 $13,316,023
Amtrak Operating Fund $26,339 $33,800 $33,800 $33,800 Total $11,197,359 $13,378,830 $13,384,830 $13,349,823 PARKS 167
5031 – RECREATION DIVISION GOALS Provide leisure services at the highest standard possible while involving participants, staff, and groups in the creation and production of these services.
FY 2007-2008 ACCOMPLISHMENTS 1. Established a garden site and program at the MLK Center with a grant. 2. Developed and initiated an Adaptive Program by offering Ice Skating, a T-Ball
Program, bowling, basketball, and tennis. 3. Many new programs have been added such as: Build a Bike, A Teen Center Program, Drama, Health and Fitness, Disc Golf, Hershey’s Track Program.
4. Increase of twenty (20) adult men and co-ed teams in the softball program. 5. Began the transition from Ellis & Associates Aquatic Management to the nationally accepted American Red
Cross Aquatic’s based program. 6. The 2007 summer aquatics attendance experienced a fifty-five percent (55%) increase from the prior summer as well as a twenty-six percent (26%) increase
in revenue for the same time period. 7. In collaboration with CSUB and Terrio-Therapy, offered four (4) family Run/Walk events. FY 2008-2009 ACTION PLAN 1. Provide more emphasis on health
and fitness type activities. 2. Water safety education through the American Red Cross will increase by ten percent (10%) this coming year. 3. Raise revenue by ten percent (10%) this
coming year by programs, sponsorships and grants. 4. Develop at least two (2) more major partnerships to assist with programming needs. 5. Continue to expand the adaptive programs with
partnerships. 6. Begin programming the multi-purpose facility with an outside contractor. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Summer Aquatics
(average daily attendance) 1,019 1,130 1,130 Martin Luther King, Jr. Community Center 106 163 171 (average daily attendance) Silver Creek Community Center (average 122 130 140 daily
attendance) Sports Program (total attendance) 102,632 95,000 105,000 168
Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $1,566,922 $2,070,580 $2,070,580 $2,125,722 Operating $1,122,063 $1,316,784
$1,312,784 $1,272,119 Capital $22,467 $67,940 $97,940 $42,800 Total $2,711,452 $3,455,304 $3,481,304 $3,440,641 SOURCE OF FUNDS: General Fund $2,711,452 $3,455,304 $3,481,304 $3,440,641
Total $2,711,452 $3,455,304 $3,481,304 $3,440,641 RECREATION 169
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DEVELOPMENT SERVICES
Development Services FY 2008-2009 Organizational Chart Code Enforcement Permitting & Plan Checking Construction Inspections Building Division Permitting & Zoning Advanced Planning Current
Planning Planning Division Business Manager Development Services Director 171
Development Services DEPARTMENT GOAL To provide professional and technical services that support the development of a balanced community, the preservation of existing neighborhoods and
the development of new neighborhoods in a timely and orderly manner, being responsive to the needs of the community and ensuring that buildings and their environments are constructed
and maintained in conformance with adopted codes, standards, rules and policies. FY 2007 -08 ACCOMPLISHMENTS 1. Completed General Plan Update Outreach Efforts. 2. The Planning Division
completed twenty-three (23) annexations. 3. Adopted new California Building Codes in a timely manner while maintaining consistent level of plan check & inspection service. FY 2008 -09
ACTION PLAN 1. Complete update to Metropolitan Bakersfield General Plan/EIR. 2. Implement next phase of public education program to increase public awareness of code enforcement and
building services. 3. Implement electronic notification system to provide owners with the status of code enforcement cases. 4. Provide administrative support staff for the Metropolitan
Bakersfield Habitat Conservation Plan (MBHCP) Trust. 172
DEVELOPMENT SERVICES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Planning $4,100,029 $2,956,313 $3,966,169 $2,952,773 Building $6,687,189
$7,641,384 $7,750,901 $7,331,803 Total $10,787,218 $10,597,697 $11,717,070 $10,284,576 SOURCE OF FUNDS: General Fund $3,334,908 $4,000,951 $4,185,468 $4,104,638 Development Srvcs. Fund
$7,452,310 $6,596,746 $7,531,602 $6,179,938 Total $10,787,218 $10,597,697 $11,717,070 $10,284,576 FULL TIME EMPLOYEES: Planning 29.00 29.00 29.00 29.00 Building 69.00 65.00 65.00 62.00
Total 98.00 94.00 94.00 91.00 173
6011 -Planning DIVISION GOAL Perform those processes and functions which result in timely and orderly development within the City through the implementation of the City’s General Plan
and Specific Plans; administering land use, planning and zoning laws; and, regulating land division in a manner which is equitable to individual property owners and the public at large.
FY 2007-08 ACCOMPLISHMENTS 1. Obtained approval of west Ming GPA/Zoning/Specific Plan/EIR. 2. Obtained approval of two Super Wal-Mart projects/recertified EIRs. 3. Obtained approval
of Bakersfield Sports Village GPA/ZC/EIR. 4. Obtained approval of Conditional Use Permit for Aera Park. 5. Completed Housing Element Update. 6. Completed twenty-three (23) annexations.
7. Completed General Plan Update Outreach Efforts. 8. Amended the sign ordinance regarding electronic message centers and advertisement banners. FY 2008 -09 ACTION PLAN 1. Complete GPA/ZC/EIR
for Rio Bravo Ranch, SACO Ranch, Woodmont, and West Village. 2. Complete update to Metropolitan Bakersfield General Plan/EIR. 3. Amend parking ordinance to provide incentives for infill,
mixed use and reflect real world parking needs. 4. Establish consistent method for evaluating global climate change impacts in response to State Attorney General. 5. Begin negotiations
with wildlife agencies regarding extension of Metropolitan 174
6011 – Planning continued Bakersfield Habitat Conservation Plan (MBHCP). 6. Provide administrative support staff for the MBHCP Trust Group. 7. Participate in the enhanced annexation
program. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Concurrent Applications 48 27 25 Conditional Use Permits 41 42 35 General Plan Amendments 5 6 3
Home Occupation 1,722 1,804 1,600 Land Division 212 174 125 Site Plan Review 208 178 120 Zone Changes 18 16 10 Zone Modifications 13 23 10 175
PLANNING Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $1,816,566 $2,226,670 $2,226,670 $2,266,661 Operating $2,270,607
$729,643 $1,739,499 $686,112 Capital $12,856 $0 $0 $0 Total $4,100,029 $2,956,313 $3,966,169 $2,952,773 SOURCE OF FUNDS: General Fund $1,346,002 $1,679,825 $1,754,825 $1,569,925 Development
Srvcs. Fund $2,754,027 $1,276,488 $2,211,344 $1,382,848 Total $4,100,029 $2,956,313 $3,966,169 $2,952,773 176
6021 -BUILDING DIVISION GOAL Provide building inspection and plan check services for residential, commercial and industrial projects that promote health and safety in the construction
and maintenance of buildings, structures and property through the enforcement of uniform building codes, conservation and property maintenance standards, and other local regulations
and ordinances. FY 2007 -08 ACCOMPLISHMENTS 1. Adopted new California Building Codes in a timely manner while maintaining consistent level of plan check & inspection service. 2. Conducted
comprehensive training programs for staff and local building industry designers & builders to become thoroughly familiar with new codes and interpretations. 3. Continued systematic proactive
approach to Code Enforcement activities that target blighted areas; including coordination with Economic and Community Development on the Filson Area project. FY 2008 -09 ACTION PLAN
1. Implement next phase of public education program to increase public awareness of code enforcement and building services. 2. Implement electronic notification system to provide owners
with the status of code enforcement cases. 3. Implement automated routing system of daily inspection requests for Building Inspectors. SERVICE LEVEL INDICATORS $0 $250 $500 $750 $1,000
2003 2004 2005 2006 2007 Permit Valuations (Valuations are in Millions $) $Valuations by FY 0 2,500 5,000 7,500 10,000 12,500 15,000 2003 2004 2005 2006 2007 Permit History No. of Permits
by FY 177
BUILDING Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $5,542,374 $6,218,080 $6,316,097 $6,018,513 Operating $1,088,948
$1,389,054 $1,393,354 $1,313,290 Capital $55,867 $34,250 $41,450 $0 Total $6,687,189 $7,641,384 $7,750,901 $7,331,803 SOURCE OF FUNDS: General Fund $1,988,906 $2,321,126 $2,430,643 $2,534,713
Development Srvcs Fund $4,698,283 $5,320,258 $5,320,258 $4,797,090 Total $6,687,189 $7,641,384 $7,750,901 $7,331,803 178
ECONOMIC AND COMMUNITY DEVELOPMENT
Economic & Community Development FY 2008-09 Organizational Chart Economic Development Director Assistant Economic Development Director Economic Development Community Development Redevelopment
Business Manager & Administrative Staff Downtown Project Area Southeast Project Area Old Town Kern Project Area Community Development Block Grant Emergency Shelter Grant HOME Investment
Partnership Convention & Visitors Bureau 179
Economic and Community Development DEPARTMENT GOAL Facilitate programs and projects to stimulate Economic Development, Community Development, and Redevelopment for the City of Bakersfield.
Foster the local economy by creating and retaining employment opportunities, eliminating slum and blight and providing housing programs which benefit very low-, low-and moderate-income
citizens. Enhance and preserve our historical resources, improve the safety and livability of neighborhoods by expanding economic opportunities and provide staff assistance to the Bakersfield
Redevelopment Agency in transacting business and exercising authority in compliance with State of California Redevelopment Law. FY 2007-08 ACCOMPLISHMENTS 1. Baker Street Village -The
Bakersfield Redevelopment Agency has executed a Disposition and Development Agreement with Triumph Companies for the Baker Street Village, located along Baker Street between Lake and
Kentucky Streets. The project began construction in 2008. Baker Street Village will include thirty (30) town homes, fifty-four (54) loft/condominium units, and 50,000 square feet of
new commercial space. Triumph Companies is talking to several grocery operators and a possible pharmacy as key anchors. Several small neighborhood service providers are also showing
tenant interest. 2. In February 2008, the Bakersfield Redevelopment Agency entered into exclusive negotiation agreements to develop ten (10) acres for retail, restaurants, community
events, and neighborhood services with Chelsea Investment Inc. to develop seventy (70) units of affordable mid-rise multi-family apartments, and Southwest Consulting, Inc. to develop
a combination of thirty-five (35) for sale condominiums, seventy (70) urban market rate apartments, and approximately 97,400 square feet of commercial office and retail space. Development
agreements will be in place by summer 2008. 3. A multi-disciplinary team was assembled to design the Mill Creek Linear Park Master Plan with estimated completion of the design and construction
of of improvements to Central Park in spring 2008. The Park is a planned 1.5 mile park and recreational amenity located along the Kern Island Canal from Golden State Highway to California
Avenue. Construction of elevated street crossings at 19th and 21st streets and phase II of the parkway is planned for FY 2008-09. Staff will seek additional state and federal grant resources
to help fully fund construction of the project. 4. Progress continues with construction of the homes for the Parkview Cottages Housing Project near Central Park. The project consists
of seventy-four (74) single-family housing units. Each unit will range in size from 1,350 to 1,750 square feet per unit, are two stories and have a two-car garage. To date, fifty-four
(54) homes are constructed with twenty-six (26) of those homes sold to low-and moderate-income families. 180
Economic and Community Development continued 5. South Mill Creek Plaza Maya Cinema Complex is a $39 million dollar development planned to include a sixteen (16) screen state of the art
movie theater, and 30,000 square feet of retail, and restaurants. The project is located south of the railroad tracks between California Avenue, “M” Street and “P” and “Q” streets, on
approximately 4.5 acres. The project has received its construction funding commitment. The site has been cleared and architectural designs were completed. Undergrounding of utilities
and construction is expected to begin in spring 2008. 6. The Baker Street Streetscape Improvement Project (Phase II) located along Baker Street, from Truxtun Avenue to the south and
Jackson Street to the north was completed and includes the installation of trees, tree grates, automatic irrigation, lights with banners, and trash cans. In addition, a reconstruction
of the railroad tracks has been completed along with new curbs, gutters, sidewalks and streetlights between Sumner to Jackson Streets. 7. On July 16, 2006, the City Council approved
an agreement with Greenfield Housing, L.P. for $300,000 in HOME CHDO funds to construct affordable housing units for low income families within a new 8± acre subdivision tract south
of Fairview Road at the future Outback Drive. Greenfield Housing project is a thirty-five (35) unit rental project which includes a community room. Total project cost was about $12,000,000.
The project was completed summer 2007. FY 2008-09 SIGNIFICANT BUDGET CHANGES 1. The HUD Community Development Block Grant (CDBG), HOME Investment Partnership (HOME) and Emergency Shelter
Grant (ESG) entitlements for FY 2008-09 have been allocated reflecting a decrease from $5,144,518 to $4,981,047. The City’s CDBG allocation for FY 2008-09 is $3,304,357 (a decrease of
$99,570 compared to FY 2007-08). The HOME Investment Partnership Program allocation for next year is $1,530,027 (a decrease of $64,297 compared to FY 2007-08). This HOME entitlement
amount also includes includes funds ($9,106) for the American Dream Downpayment Initiative. Lastly, the Emergency Shelter Grant funds for FY 2008-09 are $146,663. Staff is projecting
program income for CDBG in the amount of $20,000 and $150,000 for HOME. The total adopted
budget for CDBG, HOME and ESG for FY 2008-09 is $5,151,047. Although federal entitlements have decreased slightly over the past few fiscal years, staff continues to secure alternative
funding sources in the accomplishment of department goals. 2. During FY 2006-07, the Redevelopment Agency received an award notification for the CalHOME Program for a $600,000 Mortgage
Assistance Loan Program for the Baker Street Village Project. The loan provides downpayment assistance for very low-and low-income first-time homebuyers. 3. Staff will negotiate and
execute a disposition and development agreement for the Millcreek South Mixed-Use Project. The project when complete will include a mix of housing alternatives in addition to approximately
97,400 square feet of commercial retail space. 181
ECONOMIC & COMMUNITY DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2006-07 2007-08 2007-08 2008-09 Community Development $3,263,337 $3,594,874 $4,466,643
$3,320,418 Economic Development $1,890,765 $9,637,885 $9,889,719 $7,693,135 Convention & Visitors Bureau $0 $0 $0 $915,931 Total $5,154,102 $13,232,759 $14,356,362 $11,929,484 SOURCE
OF FUNDS: General Fund $674,618 $855,122 $855,122 $855,122 CDBG -HOME $2,268,418 $1,794,324 $3,248,093 $1,680,027 CDBG -Block Grant $996,381 $1,800,663 $1,218,663 $1,641,534 B.E.G.I.N.
$0 $0 $0 $0 T.O.T $0 $0 $441,834 $915,931 RDA-SEPA -Operating $455,243 $2,870,100 $2,680,100 $1,578,562 RDA-SEPA -Housing $227,600 $4,500,000 $4,500,000 $2,700,000 RDA-OTKP -Operating
$45,634 $569,000 -$50,000 $690,200 RDA-OTKP -Housing $0 $500,000 $1,119,000 $1,300,000 RDA-DTPA -Operating $15,162 $143,550 $143,550 $168,108 RDA-DTPA -Housing $356,000 $200,000 $200,000
$400,000 Parking Lots/Structures $115,046 $0 $0 $0 Total $5,154,102 $13,232,759 $14,356,362 $11,929,484 FULL TIME EMPLOYEES: Community Development 9.00 9.00 9.00 9.00 Economic Development
8.00 8.00 8.00 8.00 Convention & Visitors Bureau N/A 5.00 5.00 5.00 Total 17.00 22.00 22.00 22.00 182
6570 – Community Development DIVISION GOAL To provide a suitable living environment by improving the safety and livability of neighborhoods by expanding economic opportunities and assisting
low and moderate income residents to obtain decent, affordable and fair housing as well as eliminating slum and blight. FY 2007-08 ACCOMPLISHMENTS 1. Funded and administered Emergency
Shelter Grant funds to non-profit service providers including Bethany Services, Bakersfield Rescue Mission, and Alliance Against Family Violence and Sexual Assault. 2. Prepared year
four of the Action Plan for the five-year Consolidated Plan 2010 for federal entitlements of the Community Development Block Grant, HOME Investment Partnership and Emergency Shelter
Grant programs. 3. Provided services to over 866 consumers and providers concerning information, training, and counseling on fair housing and compliance issues. 4. Provided technical
assistance to local, non-profit service providers in developing a HUD supported housing grant (SHP) application, resulting in eleven (11) awards of over $1,490,000 which will be used
to assist homeless persons and families. 5. Funded and co-administered five (5) Capital Improvement Program activities totaling approximately $1.4 million. 6. Assisted two (2) eligible
Community Housing Development Organizations (CHDO’s) in the development of affordable housing units. 7. Staff is working with KSA Partners to construct a seventy-two (72) unit family
apartment complex. King Square Family Apartments is located at 1601 Lotus Lane. This is a lowincome housing tax credit project. The Developer expects to receive $9.3 ± million in tax
credit funding, $2.3 ± million in private long term financing, and $1.5 ± million deferred developer’s fee in addition to the $850,000 in HOME funding. 8. Since September 2007 there
have been about twenty-six (26) final applications for the McDonald Way Sewer Connection Grant (CDBG funded) program. Approximately twenty-five (25) grants have been awarded and completed
(connected to the City sewer system). This program will continue in FY 2008-09. 9. State initiative funds in the amount of $1.6 M ± have been secured by the City from the State Building
Equity and Growth in Neighborhoods (BEGIN) program to provide down payment mortgage assistance to fifty-two (52) low-income first-time homebuyer 183
6570 – Community Development continued families to purchase a home within the new Chardonnay Tract located in SW Bakersfield. The tract is a 260 lot residential development near Ridgeview
High School (between the Ryzona Drive alignment and McKee Rd.). The affordable residential units will be 3 and 4 bedrooms and average 1,300 sq. ft. and be priced in the $185,000 range.
Applicants must be first-time homebuyers with household incomes that do not exceed eighty percent (80%) of the family median area income. Eleven (11) applicants have started construction
of their ownership housing units. Construction is approximately ninety percent (90%) complete for the first building group. 10. Staff is working with the County of Kern in preparing
a joint subrecipient agreement with the Bakersfield Association of Retarded Citizens (BARC) which is a non-profit organization that provides a variety of services for persons with developmental
disabilities. The City and County are contributing about $300,000 each of FY 2007-08 CDBG funds for an Industrial Training Facility at the BARC Bakersfield complex located at 2260 South
Union Avenue. The new ware house facility will be used to train people who are unemployed, underemployed or developmentally disabled for jobs in demand within industry clusters identified
in the County of Kern Comprehensive Economic Development Strategy (CEDS). It is anticipated that a minimum of forty (40) new jobs will be created as a result of the combined use of the
City’s and County’s Community Development Block Grant funds ($600,000). At least fifty-one percent (51%) or more of the total jobs (40) to be created with the CDBG funds will be earmarked
for low-income persons making eighty percent (80%) or less of the median income. FY 2008-09 ACTION PLAN 1. Prepare the annual funding application process for federal entitlements of
the Community Development Block Grant, HOME Investment Partnership and Emergency Shelter Grant programs. 2. Maintain the division’s housing programs and projects, including the Housing
Urban Bakersfield and American Dream Downpayment Assistance Programs, Home Access Grants and the McDonald Stockdale Highway Sewer Assessment Grant Program. 3. Develop and implement public
facility assistance for four (4) non-profit organizations providing emergency shelter, transitional support, senior and/or youth activities and affordable housing. 4. Conduct neighborhood
events and participate in the coordination of the Fair Housing Arts Contest. Continue to provide funding for the Graffiti program in CDBG qualified low-income areas. 5. Provide financial
assistance to multi-family projects located in Redevelopment areas with HOME Investment Partnership monies. 184
6570 – Community Development continued 6. Implement programs and activities identified in the 2008-09 HUD Action Plan including CDBG funded CIP projects, housing access activities, and
public facilities. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Home Access Grant Program 28 25 25 Fair Housing Calls 932 977 950 Parkview Cottages Downpayment
Assistance 10 10 11 185
COMMUNITY DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $696,093 $911,684 $911,684 $871,850 Operating $2,567,244
$2,683,190 $3,554,959 $2,448,568 Capital $0 $0 $0 $0 Total $3,263,337 $3,594,874 $4,466,643 $3,320,418 SOURCE OF FUNDS: CDBG -Block Grant $994,919 $1,800,550 $1,218,550 $1,640,391 CDBG
-HOME $2,268,418 $1,794,324 $3,248,093 $1,680,027 Total $3,263,337 $3,594,874 $4,466,643 $3,320,418 186
6580 – Redevelopment and Economic Development DIVISION GOAL Plan and implement economic development activities which protect, improve and diversify the economy of Bakersfield. FY 2007-08
ACCOMPLISHMENTS 1. Approved an Exclusive Negotiation Agreement between the Bakersfield Redevelopment Agency and Southwest Consulting, Inc. for development of 5,000 square feet of retail
and ninety-five (95) units of senior rental units between 18th and 19th streets along Mill Creek Linear Park. FY 2008-09 ACTION PLAN 1. Pursue all funding opportunities to protect, improve,
and diversify the economy of Bakersfield. 2. Pursue acquisition of parcels along the canal edge of the 1.5 mile Mill Creek Linear Park Project from Golden State Highway to California
Avenue. 3. Implement the development for the Baker Street Village mixed use project in the Old Town Kern Pioneer Redevelopment Project Area. 4. Implement the development for the 19th
Street Plaza project in Old Town Kern-Pioneer Redevelopment Project Area adjacent to the Mill Mill Creek Linear Park. 5. Complete acquisition of final parcel required for Mill Creek
South. Finalize the Disposition and Development Agreements with Chelsea and Southwest Consulting, Inc. Begin implementation of the development. 6. Partner with downtown business groups
for the enhancement of the arts district by installing and maintaining artistic banners and supporting the downtown trolley service. 7. The Southeast In-fill Housing Program continues,
using a $500,000 CalHFA loan to build affordable housing on scattered lots in the Southeast Bakersfield Redevelopment Project Area. Hybrid Construction has recently completed building
a home at 226 East 6th Street. Hybrid has executed a third agreement with the Bakersfield Redevelopment Agency and will be starting construction on a new home at 1213 Murdock Street.
The anticipated completion date is June 2008. In addition, staff is working with Habitat for Humanity, Golden Empire to participate in the program. Staff anticipates construction of
a new home at 1812 Filson Street to begin in September 2008. To date, twenty (20) new homes have been constructed through the program in southeast Bakersfield. 187
6580 – Redevelopment and Economic Development continued 8. Staff has developed a three year comprehensive targeted neighborhood revitalization program. This Southeast Neighborhood Revitalization
Program includes the addition of one (1) dedicated Code Enforcement position, partial clerical support, equipment and supplies to provide various code enforcement activities such as
removal of junk cars and the demolition of substandard structures. The program focuses on a five block area bounded by Brook Street to the south, Hale Street to the east, E. Planz Road
to the north and Cottonwood Road to the west. 9. Bakersfield College continues to participate in the Southeast In-fill Housing Program through its Construction Alliance for Student Achievement
(CASA) project. The project allows participating students to receive construction trade training and job related experience. Through the Redevelopment Agency, the Bakersfield College
Foundation obtained title to three (3) tax default properties located at 339 Brown, 124 Hayes and 301 Owens Streets. The first home located at 339 Brown Street is complete and has been
sold to a low-income family. SERVICE LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Respond to request for economic development 375 435 445 information Team Bakersfield
project assistance provided 12 15 20 Parkview Cottages Downpayment Assistance 11 10 10 188
ECONOMIC DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $583,288 $704,256 $911,814 $703,197 Operating $900,766
$3,783,629 $3,987,405 $5,374,938 Capital $406,711 $5,150,000 $4,990,500 $1,615,000 Total $1,890,765 $9,637,885 $9,889,719 $7,693,135 SOURCE OF FUNDS: General Fund $674,618 $855,122 $855,122
$855,122 CDBG -Block Grant $1,462 $113 $113 $1,143 T.O.T. $0 $0 $441,834 $0 RDA-SEPA -Operating $455,243 $2,870,100 $2,680,100 $1,578,562 RDA-SEPA -Housing $227,600 $4,500,000 $4,500,000
$2,700,000 RDA-OTKP -Operating $45,634 $569,000 -$50,000 $690,200 RDA-OTKP -Housing $0 $500,000 $1,119,000 $1,300,000 RDA-DTPA -Operating $15,162 $143,550 $143,550 $168,108 RDA-DTPA
-Housing $356,000 $200,000 $200,000 $400,000 Parking Lots/Structures $115,046 $0 $0 $0 Total $1,890,765 $9,637,885 $9,889,719 $7,693,135 189
6590 Convention and Visitors Bureau DIVISION GOAL Promote Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax revenues. FY 2007-08 ACCOMPLISHMENTS
1. Created job descriptions for positions at the CVB. 2. Coordinated the transition from CVB to city operations, including bill paying procedures, cash handling procedures, and telephone
and computer systems. 3. Hired a new CVB Manager, Marketing and Events Specialist, and Senior Sales Representatives. 4. Implemented contracts management procedures. 5. Launched an improved
CVB web site to better promote Bakersfield on line. 6. Distributed an improved Meeting Planners Guide to assist groups in choosing Bakersfield as an event location. 7. Established a
procedure for handling financial assistance requests from visiting groups and events. FY 2008-09 ACTION PLAN 1. Train newly-hired staff in convention and visitors sales and marketing
to promote Bakersfield. 2. Collaborate with local organizations to promote the benefits of visiting Bakersfield. 3. Contact all business booked prior to January 1, 2008 to reaffirm CVB
commitments to them and the CVB’s desire for this business to consider future events in Bakersfield. 4. Create a comprehensive marketing plan to better position Bakersfield to acquire
a larger share of the convention, meeting, and visitors market. 5. Based upon the results of the marketing plan, explore opportunities for new conventions, meetings, and events. SERVICE
LEVEL INDICATORS FY 06-07 FY 07-08 FY 08-09 Actual Projected Adopted Respond to requests for information N/A 1,144 1,258 Attend trade shows to promote Bakersfield N/A 1 4 as a convention
location Prepare proposals to groups considering N/A 1 10 Bakersfield as a convention location Book new meetings, events, or conventions N/A N/A 10 that have not been held recently in
Bakersfield. 190
CONVENTION AND VISITORS BUREAU Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2006-07 2007-08 2007-08 2008-09 Personnel $0 $0 $207,558 $384,738 Operating $0 $0 $118,500
$496,193 Capital $0 $0 $28,000 $35,000 Total $0 $0 $354,058 $915,931 SOURCE OF FUNDS: T.O.T. Fund $0 $0 $354,058 $915,931 Total $0 $0 $354,058 $915,931 191
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NON-DEPARTMENTAL
Non-Departmental This section includes expenditures which cannot be attributed to a single department or division. These expenditures are for services which may impact a number of City
departments and functions. • Retiree Medical Benefits -This item provides for contributions to medical insurance premiums for retired City employees with at least 10, 15, or 20 years
of service credit depending on date of hire, as provided for in various labor agreements. Currently, the City provides benefits to over 300 retired employees. Additionally, due to recent
changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account also reflects the cost of benefits earned by current employees during the fiscal year. The
GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are
paid • Elections -This item includes funds for the planning and execution of all City elections. • Property Tax Administration -Section 97 of the Revenue and Taxation Code allows the
County to charge all districts in the county for their share of the County’s “Property Tax Administration Cost”. This cost commenced with the 1990-91 fiscal year as a result of state
budgetary action. The cost to each district is based upon its share of the current AB8 tax dollars, plus a share of the countywide Unitary Tax Allocation. • Park Development (NOR) –
This item provides for the allocation of Park Development Fees collected by the City within the NOR Recreation and Parks District towards park acquisition and development by that agency.
• Potential COLA Increases – Negotiations with various employee bargaining units are currently in process and have yet to be finalized. Funds have been set aside for the cost of living
adjustments (COLA’s) which may result from these negotiations. • Contingency -The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund
throughout the fiscal year. 193
NON-DEPARTMENTAL Adopted Amended Adopted Actual Budget Budget Budget 2006-07 2007-08 2007-08 2008-09 Non-Departmental* $7,540,247 $15,078,754 $14,736,920 $18,281,617 Total $7,540,247
$15,078,754 $14,736,920 $18,281,617 SOURCE OF FUNDS: General Fund $5,580,618 $10,599,424 $10,590,424 $13,461,595 Development Servcs. Fund $410,200 $478,800 $478,800 $446,200 T.O.T. Fund
$951,853 $1,072,100 $630,266 $157,600 Redevelopment $83,556 $100,000 $100,000 $128,000 Park Development (NOR) $343,973 $2,828,430 $2,828,430 $4,088,222 Assessment Districts $170,047
$0 $109,000 $0 Total $7,540,247 $15,078,754 $14,736,920 $18,281,617 FULL TIME EMPLOYEES: Non-Departmental Total 0.00 0.00 0.00 0.00 * Does not include debt service or interfund transfers
194
SPECIAL FUNDS
Special Revenue Funds These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. • Community Development Block
Grant Fund -Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation, and improvements
of community services. • HOME Investment Partnership Program Fund -Used to account for resources provided by Federal Housing and Urban Development for a wide range of activities that
buy, build and rehabilitate affordable housing opportunities for rent or home ownership for low-income citizens. • Intermodal Surface Transportation Fund -Used to account for resources
provided by the Federal Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. These resources include four programs comprised of the Surface Transportation Program (STP),
Congestion Mitigation and Air Quality (CMAQ), Transportation Enhancement Activity (TEA), and Highway Bridge Replacement and Rehabilitation (HBRR). • Thomas Roads Improvement Program
(TRIP) Fund -Used to account for the resources provided by the Federal SAFETEA-LU Section 1302 National Corridor Infrastructure Improvement Program promoted by Congressman Bill Thomas.
These monies will provide significant federal funding for twelve (12) specific projects identified in the federal program award, including the North Beltway, West Beltway, State Route
178 and the Centennial Corridor projects. • Street and Road Transportation Fund -Used to account for the City's allocation of 1/4 percent of sales tax authorized by SB 325 Transportation
Development Act (TDA) and State Grants for operation of an Amtrak Station. • State Gas Tax Fund -Used to account for the City's share, based upon population, of state gasoline taxes.
State law requires these gasoline taxes be used to maintain streets or for major street construction. • Traffic Safety Fund -Used to account for the City's share of traffic fine resources
which are transferred to the General Fund to assist in funding the cost of traffic safety and traffic control devices, and the cost of the red light enforcement program. • Supplemental
Law Enforcement Safety Fund -Used to account for the City’s share, based upon population of the Supplemental Law Enforcement Block Grant commencing with the State’s 1996-97 fiscal year
and other categorical public safety grants. • Transient Lodging Tax Fund -Established in July 1998 to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and
the operation and debt obligations related to Rabobank Arena complex and ice rink. Activities include funding for the Greater Bakersfield Convention and Visitors Bureau. 195
CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July
1 ($1,373,491) $444,540 $444,540 $66,537 Revenues Intergovernmental Revenue 3,131,845 3,550,194 10,707,656 3,451,020 Charges for Services 882 Miscellaneous Revenue 315,674 150,000 150,000
20,000 Other Financing Sources 1,600,000 Total Revenues 5,048,401 3,700,194 10,857,656 3,471,020 Expenditures Personnel 487,705 699,657 699,657 684,277 Operating 508,676 519,006 3,479,528
957,257 Total Operating 996,381 1,218,663 4,179,185 1,641,534 Capital Improv. Projects 1,837,611 2,459,048 6,655,990 1,427,331 Total Expenditures 2,833,992 3,677,711 10,835,175 3,068,865
Transfers Transfers out (396,378) (400,484) (400,484) (402,317) Fund Balance -June 30 $444,540 $66,539 $66,537 $66,375 196
CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July
1 $1,744,661 $1,719,331 $1,719,331 $295,563 Revenues Intergovernmental Revenue 1,557,557 1,594,324 8,990,817 1,520,998 Miscellaneous Revenue 685,531 230,000 230,000 150,000 Total Revenues
2,243,088 1,824,324 9,220,817 1,670,998 Expenditures Personnel 208,388 212,027 212,027 187,573 Operating 2,060,030 3,036,066 8,797,558 1,492,454 Total Operating 2,268,418 3,248,093 9,009,585
1,680,027 Capital Improv. Projects 1,635,000 Total Expenditures 2,268,418 3,248,093 10,644,585 1,680,027 Fund Balance -June 30 $1,719,331 $295,562 $295,563 $286,534 197
CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $130,217
$198,710 $198,710 $198,714 Revenues Intergovernmental Revenue 15,451,291 76,146,252 106,749,985 166,020,877 Charges for Services 45,600 45,600 Miscellaneous Revenue 232 Total Revenues
15,497,123 76,146,252 106,749,985 166,066,477 Expenditures Capital Improv. Projects 5,290,613 76,146,252 106,749,981 166,020,877 Total Expenditures 5,290,613 76,146,252 106,749,981 166,020,877
Fund Balance -June 30 $198,710 $198,710 $198,714 $244,314 198
CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $0 ($1,448)
$0 $0 Revenues Intergovernmental 226,147 572,294 571,741 274,800 Miscellaneous Revenue 8,135 3,000 5,000 5,000 Total Revenues 234,282 575,294 576,741 279,800 Expenditures Operating 231,882
283,800 285,247 279,800 Capital Improv. Projects 2,400 291,494 291,494 0 Total Expenditures 234,282 575,294 576,741 279,800 Fund Balance -June 30 $0 ($1,448) $0 $0 199
CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July
1 -$180,000 $0 $0 $0 Revenues Intergovernmental Revenue 4,314,357 28,653,168 94,364,080 0 Total Revenues 4,314,357 28,653,168 94,364,080 0 Expenditures Capital Improv. Projects 4,314,357
28,653,168 94,364,080 0 Total Expenditures 4,314,357 28,653,168 94,364,080 0 Fund Balance -June 30 $0 $0 $0 $0 200
CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $10,153,858 $2,207,812
$7,984,872 $560,751 Revenues Intergovernmental Revenue 5,208,734 273,547 2,273,547 6,064,000 Fines & Forfeits 41,437 30,000 142,000 30,000 Miscellaneous Revenue 306,044 113,300 163,300
40,000 Total Revenues 5,556,215 416,847 2,578,847 6,134,000 Expenditures Personnel 1,026,677 1,223,507 1,223,507 1,180,097 Operating 3,154,756 3,473,759 3,474,762 3,515,304 Capital Outlay
42,765 32,200 34,068 30,000 Total Operating 4,224,198 4,729,466 4,732,337 4,725,401 Capital Improv. Projects 3,458,226 2,496,442 5,270,631 1,670,463 Total Expenditures 7,682,424 7,225,908
10,002,968 6,395,864 Transfers Transfers out (42,777) 0 0 0 Fund Balance -June 30 $7,984,872 ($4,601,249) $560,751 $298,887 201
CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $5,575 $33,907 $33,907
($146,668) Revenues Charges for Services 184,872 200,000 200,000 234,000 Fines and Forfeits 1,226,048 1,300,000 1,100,000 1,100,000 Miscellaneous Revenue 7,482 Total Revenues 1,418,402
1,500,000 1,300,000 1,335,000 Expenditures Operating 490,070 600,000 600,000 454,300 Total Expenditures 490,070 600,000 600,000 454,300 Transfers Transfers out (900,000) (880,575) (880,575)
(700,000) Fund Balance -June 30 $33,907 $53,332 ($146,668) $34,032 202
CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July
1 $614,327 $438,282 $926,285 $438,283 Revenues Intergovernmental 606,924 1,003,575 1,253,859 550,000 Miscellaneous Revenue 24,466 22,000 22,000 Total Revenues 631,390 1,025,575 1,275,859
550,000 Expenditures Personnel 14,568 80,355 80,355 Operating 8,796 146,204 377,692 Capital Outlay 201,493 827,016 832,660 Total Operating 224,857 1,053,575 1,290,707 Capital Improv.
Projects 94,575 22,000 473,154 Total Expenditures 319,432 1,075,575 1,763,861 $0 Fund Balance -June 30 $926,285 $388,282 $438,283 $988,283 203
CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT LODGING TAX Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $1,009,214 $2,030,343
$2,030,343 $1,017,562 Revenues Taxes 7,954,228 8,450,000 7,745,000 7,745,000 Charges for Services 6,680,152 5,993,451 5,993,451 5,980,659 Miscellaneous Revenue 1,295,592 1,200,000 1,275,000
1,262,000 Total Revenues 15,929,972 15,643,451 15,013,451 14,987,659 Expenditures Personnel 3,462,760 3,355,027 3,355,027 3,685,052 Operating 4,453,999 4,122,255 4,122,255 3,919,455
Capital Outlay 8,093 44,000 44,000 35,000 Capital Leases 2,913,991 3,228,950 3,228,950 3,208,700 Total Expenditures 10,838,843 10,750,232 10,750,232 10,848,207 Transfers Transfers out
(4,070,000) (5,276,000) (5,276,000) (4,000,000) Transfers out (4,070,000) (5,276,000) (5,276,000) (4,000,000) Fund Balance -June 30 $2,030,343 $1,647,562 $1,017,562 $1,157,014 Tax Receivable
Reserve $600,000 $600,000 $600,000 $600,000 Unreserved 1,430,343 1,047,562 417,562 557,014 Total $2,030,343 $1,647,562 $1,017,562 $1,157,014 Analysis of Fund Balance 204
Internal Service Funds These funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental
unit on a cost-reimbursement basis. • Equipment Management Fund -Used to account for the cost of maintenance, purchase and replacement of vehicular equipment and other equipment including
mowers, communications, copiers and computers used by all City departments. Such costs are billed to the departments via established rates, which are based upon actual maintenance and
replacement costs. • Self-Insurance Fund -Used to account for the cost of operating a self-insurance program as follows: The City is self-insured for workers’ compensation for the first
$500,000 of each accident or occurrence and is a member of California Public Entity Insurance Authority for excess coverage to protect against catastrophic losses. Funding for this program
is provided by allocations from various City programs. The City is self-insured for general general and auto liability for the first $1,000,000 of each accident or occurrence and is
a member of the Authority for California Cities for Excess Liability (ACCEL) for excess coverage in the amount of $32,000,000. Funding for this program is provided by allocation from
the various City programs. 205
CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $23,989,727
$12,332,865 $18,700,080 $9,595,900 Revenues Intergovernmental Revenue 23,748 284,000 284,000 Charges for Services 19,396,771 22,273,910 22,273,910 23,197,045 Miscellaneous Revenue 2,640,909
400,000 400,000 500,000 Total Revenues 22,061,428 22,957,910 22,957,910 23,697,045 Expenditures Personnel 4,498,229 5,206,115
5,206,115 5,098,906 Operating 14,277,237 11,142,698 11,188,739 11,470,526 Capital Outlay 13,714,629 13,290,227 19,471,400 6,812,100 Total Operating 32,490,095 29,639,040 35,866,254
23,381,532 Capital Improv. Projects 1,627 0 140,000 140,000 Total Expenditures 32,491,722 29,639,040 36,006,254 23,521,532 Tranfers Transfers in 5,140,647 3,944,164 3,944,164 59,100
Transfers In 5,140,647 3,944,164 3,944,164 59,100 Fund Balance -June 30 $18,700,080 $9,595,899 $9,595,900 $9,830,513 206
CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $3,127,473 $6,121,853
$6,164,555 $6,546,847 Revenues Charges for Services 10,091,391 10,044,538 10,044,538 9,819,930 Miscellaneous Revenue 1,913,344 400,000 400,000 600,000 Total Revenues 12,004,735 10,444,538
10,444,538 10,419,930 Expenditures Personnel 1,486,012 2,733,882 2,733,882 2,848,261 Operating 6,674,305 6,881,025 7,729,830 6,929,981 Capital 1,232 1,586 1,586 Total Expenditures 8,161,549
9,616,493 10,465,298 9,778,242 Transfers Transfers out 0 403,052 403,052 0 Transfers out 0 403,052 403,052 0 Fund Balance -June 30 $6,970,659 $7,352,950 $6,546,847 $7,188,535 207
Fiduciary Funds • Assessment Districts Fund -To account for capital improvements and subsequent debt service as a result of the issuance of 1915 Special Assessment Bonds and collection
of assessment liens to retire the maturing principal and interest. 208
CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $64,074,258
$20,484,346 $54,847,774 $21,041,183 Revenues Taxes and Assessments 8,941,035 9,182,576 9,182,576 8,748,431 Charges for Services (531,340) 0 0 0 Miscellaneous Revenue 2,946,417 975,500
975,500 0 Other Financing Sources 5,016,483 0 0 0 Total Revenues 16,372,595 10,158,076 10,158,076 8,748,431 Expenditures Operating 391,618 265,100 323,694 289,297 Debt Service 10,223,988
9,079,266 9,079,266 9,424,904 Total Operating 10,615,606 9,344,366 9,402,960 9,714,201 Capital Improv. Projects 14,983,473 397,290 34,561,707 0 Total Expenditures 25,599,079 9,741,656
43,964,667 9,714,201 Transfers Transfers In 0 0 0 100,000 Transfers In 0 0 0 100,000 Fund Balance -June 30 $54,847,774 $20,900,766 $21,041,183 $20,175,413 209
Capital Improvement Program Funds • Capital Outlay Fund -To account for the cost of capital projects financed primarily by general revenues. • Recreation Facilities Fund -To account
for the City's share of the State of California general obligation bonds authorized by Proposition 12 park bond issue and Proposition 13 water bond issue, which were approved by California
voters in March 2000, and other major revenue sources for Park and Recreation Capital projects. • Park Improvement Fund -On November 7, 1990, the City Council adopted Ordinance No. 3327
establishing a fee for the purpose of developing, improving and/or enhancing public parks and recreation facilities serving the residential development. The fee is calculated in relationship
to the number of people residing in the development and the current estimated cost of constructing a park. The fee is set by resolution on a per unit basis. • Transportation Development
Fund -The adopted Metropolitan Bakersfield General Plan mandated that a Transportation Impact Fee be developed to mitigate impacts of new development on the regional circulation system.
The City Council adopted the fee program on January 28, 1992 and the Kern County Board of Supervisors adopted a similar fee program on April 6, 1992. The fee is collected at the building
permit stage and the amount of the fee is directly related to the individual project's traffic generation potential. A portion of these funds is allocated to serve as the Local Match
for the Thomas Roads Improvement Program. • Public Financing Authority Operating Fund -To account for the proceeds of $61,025,000 Revenue Bonds issued to purchase City Debt Instruments
(Local Obligations) and the subsequent repayment thereof. 210
CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $17,970,573 $4,353,249
$18,639,684 $6,603,000 Revenues Intergovernmental 211,176 628,070 2,728,070 160,000 Charges for Service 15,251 0 449,423 0 Miscellaneous Revenue 622,798 765,000 1,067,052 130,000 Total
Revenues 849,225 1,393,070 4,244,545 290,000 Expenditures Operating 0 0 0 0 Capital Improv. Projects 21,230,114 16,136,370 32,972,229 7,658,000 Total Expenditures 21,230,114 16,136,370
32,972,229 7,658,000 Tranfers Transfers in 24,050,000 14,891,000 16,691,000 5,765,000 Transfers out (3,000,000) 0 0 0 Fund Balance -June 30 $18,639,684 $4,500,949 $6,603,000 $5,000,000
Facilities Reserve $3,000,000 $5,000,000 $5,000,000 $5,000,000 Unreserved 15,639,684 (499,051) 1,603,000 0 Total $18,639,684 $4,500,949 $6,603,000 $5,000,000 Analysis of Fund Balance
211
CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $19,473 ($8,773)
$0 $0 Revenues Intergovernmental 216,806 0 1,650,000 Miscellaneous (15,704) 0 0 Total Revenues 201,102 0 1,650,000 Expenditures Capital Improv. Projects 220,575 0 1,650,000 Total Expenditures
220,575 0 1,650,000 Fund Balance -June 30 $0 ($8,773) $0 $0 212
CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $6,632,165 $5,157,687
$9,246,150 $1,138,540 Revenues Assessments 4,994,926 6,265,430 10,815,502 6,304,222 Miscellaneous Revenue 4 88,147 150,000 150,000 150,000 Total Revenues 5,483,073 6,415,430 10,965,502
6,454,222 Expenditures Operating 346,839 2,843,430 8,011,502 4,103,222 Debt Service 0 0 0 0 Total Operating 346,839 2,843,430 8,011,502 4,103,222 Capital Improv. Projects 2,522,249 6,973,148
11,061,610 850,000 Total Expenditures 2,869,088 9,816,578 19,073,112 4,953,222 Fund Balance -June 30 $9,246,150 $1,756,539 $1,138,540 $2,639,540 213
CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $33,868,850
$7,723,050 $35,383,142 $5,128,299 Revenues Intergovernmental 549,500 5,292,159 5,292,159 0 Charges for Service 173,600 100,000 100,000 100,000 Assessments 18,228,263 15,050,000 11,435,000
10,035,000 Miscellaneous 2,665,071 450,000 1,021,000 400,000 Total Revenues 21,616,434 20,892,159 17,848,159 10,535,000 Expenditures Personnel 319,353 341,391 341,391 307,717 Operating
12,510 24,355 24,355 27,366 Capital Outlay 0 0 6,669 0 Total Operating 331,863 365,746 372,415 335,083 Capital Improv. Projects 11,134,664 12,690,168 40,343,599 9,306,660 Total Expenditures
11,466,527 13,055,914 40,716,014 9,641,743 Transfers Transfers Out (8,635,615) (7,386,988) (7,386,988) (5,000,000) Fund Balance -June 30 $35,383,142 $8,172,307 $5,128,299 $1,021,556
214
CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $2,880,126 ($82,160)
$9,164,605 $308,679 Revenues Intergovernmental 3,090 161,667 161,667 161,667 Charges for Service 80,699 128,705 128,705 141,975 Miscellaneous 394,140 0 0 0 Total Revenues 477,929 290,372
290,372 303,642 Expenditures Personnel 462,372 894,678 594,678 1,014,156 Operating 239,671 380,156 486,321 415,944 Capital Outlay 80,268 5,000 6,014 0 Total Operating 782,311 1,279,834
1,087,013 1,430,100 Capital Improv. Projects 2,046,754 5,849,380 15,288,965 0 Total Expenditures 2,829,065 7,129,214 16,375,978 1,430,100 Transfers Transfers In 8,635,615 7,229,680 7,229,680
5,000,000 Fund Balance -June 30 $9,164,605 $308,678 $308,679 $4,182,221 215
CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING AUTHORITY OPERATING FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July
1 $338,225 $375,191 $375,191 $364,448 Revenues Charges for Service 2,032,608 1,205,997 1,205,997 1,135,781 Miscellaneous Revenue 18,331 1,000 1,000 0 Total Revenues 2,050,939 1,206,997
1,206,997 1,135,781 Expenditures Operating 3,973 14,250 14,250 14,259 Total Expenditures 3,973 14,250 14,250 14,259 Transfers Transfers Out (2,010,000) (1,203,490) (1,203,490) (1,485,970)
Fund Balance -June 30 $375,191 $364,448 $364,448 $0 216
Debt Service Funds • Public Financing Authority Debt Fund -To account for the annual debt service to retire $61,025,000 in Revenue Bonds of 1994 (Series A $36,415,000, Series B $22,285,000,
and Series C $2,325,000) due in annual principal installments of $2,065,000 to $9,120,000 commencing September 15, 1995 through September 2010, with interest ranging from 3.6 percent
to 9.5 percent. • General Obligation Debt Service Fund -Used to accumulate monies for the payment of $4,900,000 HUD Section 108 loans. The loans were issued in August 2003 with annual
principal payments ranging from $161,000 to $381,000 plus interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August 2023. Community Development Block Grant Funds
are used to service this debt. 217
CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING AUTHORITY DEBT SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance
-July 1 $2,273,209 $2,269,145 $2,269,145 $2,269,505 Revenues Miscellaneous Revenue 144,625 144,625 144,625 144,625 Total Revenues 144,625 144,625 144,625 144,625 Expenditures Debt Service
2,158,689 1,347,755 1,347,755 3,535,100 Total Expenditures 2,158,689 1,347,755 1,347,755 3,535,100 Transfers Transfers in 2,010,000 1,203,490 1,203,490 1,120,970 Fund Balance -June 30
$2,269,145 $2,269,505 $2,269,505 $0 Debt service reserve $2,225,000 $2,225,000 $2,225,000 $0 Unreserved 44,145 44,505 44,505 0 Total $2,269,145 $2,269,505 $2,269,505 $0 Analysis of Fund
Balance 218
CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July
1 $0 $0 $0 $0 Revenues Miscellaneous 110,280 77,487 77,487 78,416 Total Revenues 110,280 77,487 77,487 78,416 Expenditures Debt Service 506,658 477,971 477,971 480,733 Total Expenditures
506,658 477,971 477,971 480,733 Transfers Transfers In 396,378 400,484 400,484 402,317 Fund Balance -June 30 $0 $0 $0 $0 219
CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2008 Principal Interest Total General Fund-Compensated Absences -Accrued-Sick Leave and Vacation -Estimate 6,800,000
0 6,800,000 Transient Occupancy Tax Fund-Convention Center -Arena Projects Series 2006A -Refunding COP 23,245,000 8,498,875 31,743,875 Series 2006B -Refunding COP 8,685,000 3,970,602
12,655,602 Community Development Block Grant Fund-HUD Section 108 Loans, 2003 ($4.1 m) 3,512,000 1,565,036 5,077,036 HUD Section 108 Loans, 2003 ($0.8 m) 696,000 336,339 1,032,339 HUD
Section 108 Loans, 2003 ($1.0 m) 881,000 437,828 1,318,828 Wastewater Treatment Fund-State Water Resources Loan 10,529,766 2,106,004 12,635,770 Sewer Revenue Bonds, 2007A 190,695,000
157,070,981 347,765,981 Sewer Revenue Bonds, 2007B 43,730,000 43,968,616 87,698,616 Domestic Water Fund-State Water Conservation Loan, 1997 1,220,047 193,365 1,413,412 California Water
Co. (Beardsley Canal) 806,708 95,192 901,900 Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Chamber of Commerce 6,797 6,797 Bentley Partnership 24,936 24,936 Specialty
Trim and Awning 3,934 3,934 California Housing Finance Authority: Southeast Infill Housing Loan, 2001 500,000 150,000 650,000 Downtown Park Cottages Loan, 2002 941,095 86,367 1,027,462
Citywalk Project 1,325,052 133,148 1,458,200 The Village @Baker Street 333,340 0 333,340 Centennial Garden Reimb. 1997 16,800,000 16,800,000 HUD Section 108 Loans, Mill Creek South 3,750,000
2,192,172 5,942,172 HUD Section 108 Loans, Fire Station 6 1,600,000 1,008,402 2,608,402 Inter-Agency Loan (Lakeshore Pines) 785,000 207,234 992,234 I Bank -Mill Creek 10,000,000 5,478,618
15,478,618 Special Assessment Districts (28) 85,295,000 44,824,268 130,119,268 220
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SCHEDULE OF LONG-TERM DEBT MATURITIES Principal Interest Total Transient Occupancy Tax Fund-Convention Center -Arena Projects 1,700,000 1,508,696
3,208,696 Community Development Block Grant Fund-HUD Section 108 Loans, 2003 228,000 252,733 480,733 Wastewater Treatment Fund-State Water Resources Loan 752,126 150,429 902,555 Sewer
Revenue Bonds, 2007A 9,414,588 9,414,588 Sewer Revenue Bonds, 2007B 1,575,000 1,575,000 Domestic Water Fund-State Water Conservation Loan, 1997 243,506 70,732 314,238 California Water
Co. (Beardsley Canal) 269,000 71,000 340,000 Bakersfield Redevelopment Agency-Property Tax Abatement Contracts: Chamber of Commerce 5,100 5,100 Bently Partnership 6,500 6,500 Specialty
Trim 1,500 1,500 California Housing Finance Authority: Downtown Park Cottages Loan, 2002 177,260 28,233 205,493 Citywalk Project 249,964 41,676 291,640 Centennial Garden Reimb., 1997
1,200,000 1,200,000 HUD Section 108 Loans, Mill Creek So. 136,000 193,943 329,943 HUD Section 108 Loans, Fire Station 6 86,568 86,568 I Bank -Mill Creek 310,000 30,000 340,000 Special
Assessment Districts (27) 4,845,000 4,438,925 9,283,925 221
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ENTERPRISE FUNDS
Enterprise Funds These funds account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that
the costs (including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing
body has decided that periodic determination of net income is appropriate for accountability purposes. • Wastewater Treatment Fund -Used to account for the provision of sewer service
to the residents of the City and some residents of the County. This fund also accounts for the activities related to the debt issues which provided for the Wastewater Treatment Facilities.
• Sewer Connection Fund -Used to account for connection fees dedicated to debt service and capital projects. • Refuse Service Fund -Used to account for the collection and disposal of
solid waste within the City. All activities necessary to provide such services are accounted for in this fund. • Sanitary Landfill Cap (Landfill Closure) Fund -Used to account for the
resources dedicated to capping a closed landfill. • Agricultural Water Fund -Used to account for the provision of water service restricted primarily to agricultural purposes to users
within the City and some users within the County (some Kern River water is exchanged for California State Aqueduct water for domestic water purposes.) All activities necessary to provide
such service are accounted for in this fund. • Domestic Water Fund -Used to account for the provision of water service to some residents of the City and the County. All activities necessary
to provide such service are accounted for in this fund. • Airpark Fund -Used to account for the acquisition and operation of the Bakersfield airpark. The majority of acquisition and
improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration. • Offstreet Parking Fund -Used to account for the operations
of a parking garage located on 18th Street between "H" and Eye Streets and various surface parking lots within the City. 223
CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $58,265,298
$11,355,603 $46,482,339 $24,494,153 Revenues Intergovernmental Revenue 500,000 0 0 0 Charges for Services 20,367,492 23,158,000 23,555,200 26,822,400 Miscellaneous Revenue 4,190,727
12,674,804 9,341,754 4,899,637 Other Financing Sources 0 243,363,696 243,363,696 0 Total Revenues 25,058,219 279,196,500 276,260,650 31,722,037 Expenditures Personnel 4,613,717 5,171,464
5,171,464 5,217,084 Operating 15,081,674 6,227,551 6,289,541 6,706,679 Capital Outlay 516,685 215,772 215,772 54,100 Debt Service 902,555 12,098,255 12,098,255 11,993,263 Total Operating
21,114,631 23,713,042 23,775,032 23,971,126 Capital Improv. Projects 34,742,102 249,821,610 284,886,359 8,408,800 Total Expenditures 55,856,733 273,534,652 308,661,391 32,379,926 Transfers
Transfers in 19,547,555 16,412,555 10,412,555 22,000,000 Transfers out (532,000) (6,000,000) 0 (16,018,500) Transfers in 19,015,555 10,412,555 10,412,555 5,981,500 Fund Balance -June
30 $46,482,339 $27,430,006 $24,494,153 $29,817,764 224
CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $14,167,158 $4,499,090
$4,499,090 $1,156,966 Revenues Taxes 21,625 0 17,000 17,000 Charges for Services 8,851,865 8,603,431 6,853,431 5,792,075 Miscellaneous Revenue 1,005,997 200,000 200,000 100,000 Total
Revenues 9,879,487 8,803,431 7,070,431 5,909,075 Transfers Transfers Out (19,547,555) (10,412,555) (10,412,555) (6,000,000) Fund Balance -June 30 $4,499,090 $2,889,966 $1,156,966 $1,066,041
225
CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $7,814,978 $5,587,651
$7,649,611 $5,186,712 Revenues Intergovernmental Revenue 2,127,539 2,343,124 2,537,814 2,092,650 Charges for Services 34,399,442 37,961,387 36,973,387 37,781,595 Miscellaneous Revenue
735,276 463,000 738,000 450,000 Total Revenues 37,262,257 40,767,511 40,249,201 40,324,245 Expenditures Personnel 9,137,866 9,938,397 9,938,397 9,734,640 Operating 24,989,024 27,448,108
27,607,238 28,559,915 Capital Outlay 550,265 953,300 985,346 962,000 Total Operating 34,677,155 38,339,805 38,530,981 39,256,555 Capital Improv. Projects 517,069 125,000 2,040,519 160,000
Total Expenditures 35,194,224 38,464,805 40,571,500 39,416,555 Transfers Transfers out (2,233,400) (2,140,600) (2,140,600) 0 Fund Balance -June 30 $7,649,611 $5,749,757 $5,186,712 $6,094,402
Cart Replacement Reserve $3,404,000 $3,404,000 $4,058,000 $4,058,000 Unreserved 4,245,611 2,345,757 1,128,712 2,036,402 Total $7,649,611 $5,749,757 $5,186,712 $6,094,402 Analysis of
Fund Balance 226
CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $5,070,517 $1,274,267
$5,040,192 $1,374,267 Revenues Intergovernmental Revenue 0 0 2,653,834 0 Miscellaneous Revenue 275,260 100,000 100,000 0 Total Revenues 275,260 100,000 2,753,834 0 Expenditures Capital
Improv. Projects 305,585 0 6,419,759 0 Total Expenditures 305,585 0 6,419,759 0 Fund Balance -June 30 $5,040,192 $1,374,267 $1,374,267 $1,374,267 227
CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $2,866,768 $1,415,208
$3,026,793 $1,941,245 Revenues Charges for Services 6,522,440 5,175,000 5,175,000 5,792,000 Miscellaneous Revenue 139,742 350,000 350,000 50,000 Total Revenues 6,662,182 5,525,000 5,525,000
5,842,000 Expenditures Personnel 1,630,135 1,866,246 1,866,246 1,863,708 Operating 3,183,016 2,581,718 2,605,933 2,831,972 Capital Outlay 4,874 21,000 21,000 2,700 Debt Service 2,150,207
1,040,000 1,040,000 0 Total Operating 6,968,232 5,508,964 5,533,179 4,698,380 Capital Improv. Projects 124,023 430,000 2,017,369 700,000 Total Expenditures 7,092,255 5,938,964 7,550,548
5,398,380 Tranfers Transfers in 805,098 1,040,000 1,040,000 0 Transfers out (215,000) (100,000) (100,000) (28,500) Transfers In 590,098 940,000 940,000 (28,500) Fund Balance -June 30
$3,026,793 $1,941,244 $1,941,245 $2,356,365 228
CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $14,815,562 $9,257,860
$18,669,496 $9,983,046 Revenues Intergovernmental 3,155 0 0 0 Charges for Services 23,581,320 21,730,000 21,880,000 22,820,000 Miscellaneous Revenue 810,454 270,000 520,000 520,000 Total
Revenues 24,394,929 22,000,000 22,400,000 23,340,000 Expenditures Personnel 403,642 592,916 592,916 583,875 Operating 15,228,196 13,437,657 13,481,991 15,355,779 Capital Outlay 83,858
0 0 0 Debt Service 792,682 1,134,240 1,134,240 794,238 Total Operating 16,508,378 15,164,813 15,209,147 16,733,892 Capital Improv. Projects 3,112,219 5,390,000 14,757,303 7,825,000 Total
Expenditures 19,620,597 20,554,813 29,966,450 24,558,892 Transfers Transfers Out (920,398) (1,120,000) (1,120,000) 0 Fund Balance -June 30 $18,669,496 $9,583,047 $9,983,046 $8,764,154
229
CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $561,711 $412,905 $469,489
$361,743 Revenues Intergovernmental Revenues 10,000 1,310,000 1,610,000 160,000 Charges for Services 142,520 138,500 204,400 216,400 Miscellaneous Revenue 23,965 5,400 10,400 5,400 Total
Revenues 176,485 1,453,900 1,824,800 381,800 Expenditures Personnel 53,176 51,665 51,665 53,549 Operating 214,974 104,297 113,938 118,857 Total Operating 268,150 155,962 165,603 172,406
Capital Improv. Projects 557 1,420,000 1,766,943 273,000 Total Expenditures 268,707 1,575,962 1,932,546 445,406 Fund Balance -June 30 $469,489 $290,843 $361,743 $298,137 230
CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND Amended Revised Adopted Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $186,894 $99,257
$101,808 $94,190 Revenues Charges for Services 98,641 104,000 93,650 90,650 Miscellaneous Revenue 6,623 5,000 3,500 3,500 Total Revenues 105,264 109,000 97,150 94,150 Expenditures Personnel
45,892 47,378 47,378 57,272 Operating 125,969 54,840 54,840 60,117 Capital Outlay 2,673 0 2,550 5,000 Total Operating 174,534 102,218 104,768 122,389 Capital Improv. Projects 15,816
0 0 0 Total Expenditures 190,350 102,218 104,768 122,389 Fund Balance -June 30 $101,808 $106,039 $94,190 $65,951 231
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REDEVELOPMENT FUNDS
Redevelopment Funds • Redevelopment Operating Funds -Used to account for the cost of various capital projects and programs within the redevelopment project areas. Financing is provided
by the issuance of tax allocation bonds and tax increment revenues. • Redevelopment Housing Funds – Used to account for the mandatory twenty percent (20%) of Tax Increment Revenue set
aside for low-and moderate-income housing. • Redevelopment Debt Service Funds – Used to account for the payment of principal and interest on the Redevelopment Tax Allocation Bonds, Certificates
of Participation, and Notes and Interagency loans. 233
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND DOWNTOWN PROJECT AREA Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08
2008-09 Fund Balance -July 1 $875,933 $288,932 $1,053,608 $459,882 Revenues Taxes 2,020,494 1,844,000 1,911,000 1,788,000 Intergovernmental Revenue 359 500 500 500 Miscellaneous Revenue
42,979 10,000 20,000 10,000 Total Revenues 2,063,832 1,854,500 1,931,500 1,798,500 Expenditures Operating 39,225 186,050 256,613 198,108 Capital 0 (12,500) 212,500 0 Total Operating
39,225 173,550 469,113 198,108 Capital Improv. Projects 0 0 0 250,000 Total Expenditures 39,225 173,550 469,113 448,108 Transfers Transfers Out (1,846,932) (1,587,000) (1,587,000) (1,755,000)
Fund Balance -June 30 $1,053,608 $382,882 $928,995 $55,274 234
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND OLD TOWN KERN-PIONEER Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08
2008-09 Fund Balance -July 1 $863,088 $944,596 $1,753,692 $553,610 Revenues Taxes 1,637,746 1,492,500 2,040,500 1,870,800 Intergovernmental Revenue 9,821 5,000 5,000 5,000 Miscellaneous
Revenue 67,782 20,000 45,000 50,000 Other Financing Sources 0 0 1,000,000 0 Total Revenues 1,715,349 1,517,500 3,090,500 1,925,800 Expenditures Operating 67,075 99,000 1,256,429 278,200
Capital Outlay 840 (119,000) 500,160 450,000 Total Operating 67,915 (20,000) 1,756,589 728,200 Capital Improv. Projects 267,494 1,400,000 1,432,506 50,000 Total Expenditures 335,409
1,380,000 3,189,095 778,200 Transfers Transfers Out (489,336) (1,101,487) (1,101,487) (1,488,416) Fund Balance -June 30 $1,753,692 ($19,391) $553,610 $212,794 235
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND SOUTHEAST PROJECT AREA Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08
2008-09 Fund Balance -July 1 $2,886,779 $2,041,160 $4,302,511 $1,548,461 Revenues Taxes 2,966,923 2,410,800 3,485,800 3,226,500 Intergovernmental Revenue 48,347 44,000 794,000 45,000
Miscellaneous Revenue 174,924 50,000 75,000 75,000 Other Financing Sources 0 0 3,750,000 0 Total Revenues 3,190,194 2,504,800 8,104,800 3,346,500 Expenditures Operating 137,988 260,100
1,501,497 473,562 Capital Outlay 353,098 2,460,000 6,986,903 1,165,000 Total Operating 491,086 2,720,100 8,488,400 1,638,562 Capital Improv. Projects 211,678 190,000 1,183,050 200,000
Total Expenditures 702,764 2,910,100 9,671,450 1,838,562 Transfers Transfers Out (1,071,698) (1,187,400) (1,187,400) (2,804,651) Fund Balance -June 30 $4,302,511 $448,460 $1,548,461
$251,748 236
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND DOWNTOWN PROJECT AREA Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08
2008-09 Fund Balance -July 1 $768,725 $159,002 $849,352 $143,507 Revenues Miscellaneous Revenue 26,627 10,000 20,000 10,000 Total Revenues 26,627 10,000 20,000 10,000 Expenditures Operating
356,000 200,000 890,350 400,000 Total Expenditures 356,000 200,000 890,350 400,000 Transfers Transfers In 638,610 370,000 370,000 536,400 Transfers Out (228,610) (205,495) (205,495)
(205,493) Transfers In /Out 410,000 164,505 164,505 330,907 Fund Balance -June 30 $849,352 $133,507 $143,507 $84,414 237
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND OLD TOWN KERN-PIONEER Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08
2008-09 Fund Balance -July 1 $329,268 $394,285 $754,285 $284,285 Revenues Miscellaneous 13,017 5,000 15,000 10,000 Total Revenues 13,017 5,000 15,000 10,000 Expenditures Operating 0
500,000 860,000 1,300,000 Capital Outlay 0 619,000 619,000 0 Total Expenditures 0 1,119,000 1,479,000 1,300,000 Transfers Transfers In 412,000 994,000 994,000 1,070,000 Fund Balance
-June 30 $754,285 $274,285 $284,285 $64,285 238
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND SOUTHEAST PROJECT AREA Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08
2008-09 Fund Balance -July 1 $947,916 $894,742 $2,521,935 $558,742 Revenues Miscellaneous 1,041,619 520,000 550,000 550,000 Other Financing Sources 0 3,000,000 3,000,000 0 Total Revenues
1,041,619 3,520,000 3,550,000 550,000 Expenditures Personnel 177,500 2,500,000 2,627,293 2,700,000 Operating 50,100 2,500,000 3,499,900 0 Total Operating 227,600 5,000,000 6,127,193
2,700,000 Capital Improv. Projects 0 0 0 0 Total Expenditures 227,600 5,000,000 6,127,193 2,700,000 Transfers Transfers In 760,000 614,000 614,000 2,095,000 Fund Balance -June 30 $2,521,935
$28,742 $558,742 $503,742 239
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND DOWNTOWN PROJECT AREA Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08
2007-08 2008-09 Fund Balance -July 1 $11,784 $12,255 $12,255 $12,258 Revenues Charges for Services 2,913,990 3,209,045 3,209,045 3,208,696 Miscellaneous Revenue 3,211 0 0 0 Other Financing
Sources 0 0 0 0 Total Revenues 2,917,201 3,209,045 3,209,045 3,208,696 Expenditures Operating 1,369 0 0 0 Debt Service 4,352,293 4,631,537 4,631,537 4,632,789 Total Expenditures 4,353,662
4,631,537 4,631,537 4,632,789 Transfers Transfers In 1,436,932 1,422,495 1,422,495 1,424,093 Fund Balance -June 30 $12,255 $12,258 $12,258 $12,258 240
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY
DEBT SERVICE FUND OLD TOWN KERN-PIONEER Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08 2008-09 Fund Balance -July 1 $0 $0 $0 $0 Expenditures Debt Service
77,336 107,487 107,487 418,416 Total Expenditures 77,336 107,487 107,487 418,416 Transfers Transfers In 77,336 107,487 107,487 418,416 Fund Balance -June 30 $0 $0 $0 $0 241
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND SOUTHEAST PROJECT AREA Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08
2007-08 2008-09 Fund Balance -July 1 $0 $0 $0 $0 Expenditures Debt Service 311,698 573,397 573,400 709,651 Total Expenditures 311,698 573,397 573,400 709,651 Transfers Transfers In 311,698
573,400 573,400 709,651 Fund Balance -June 30 $0 $3 $0 $0 242
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY MILL CREEK OLD TOWN KERN-PIONEER Amended Revised Proposed Actual Budget Estimates Budget 2006-07 2007-08 2007-08
2008-09 Fund Balance -July 1 $0 $0 $0 $0 Revenues Other Financing Sources $0 $10,000,000 $10,000,000 $0 Total Revenues $0 $10,000,000 $10,000,000 $0 Expenditures Capital Improv. Projects
0 10,000,000 10,000,000 0 Total Expenditures 0 10,000,000 10,000,000 0 Transfers Transfers Out 0 0 0 0 Fund Balance -June 30 $0 $0 $0 $0 243
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CAPITAL IMPROVEMENTS
245
Honorable Mayor and City Council FY 2008-13 Adopted CIP – Letter of Transmittal July 1, 2008 Page 2 expansion project was originally budgeted for in FY 2007-08. The adopted FY 2008-09
budget includes $2 million for a potential amendment to the consulting agreement. A smaller associated project for $100,000 will bring a natural gas line for on-site use by boilers,
heaters and building uses. This will eliminate the need for on-site propane tanks and reduce annual energy costs. Federal Road Projects – Several of the Thomas Roads Improvement Program
(TRIP) projects have had funding budgeted in prior years that will cover the work currently underway. The City and KernCOG have been working with the California Transportation Commission
(CTC) regarding the phasing of the Westside Parkway and how that phasing is identified in the State Transportation Improvement Program (STIP). The adopted FY 2008-09 CIP budget includes
funding for the following phases: • Phase 1: Mohawk Street: Rosedale to Truxtun Avenue – $69,400,000 • Phase 2: Westside Parkway: Mohawk Street to Coffee Road – $64,000,000 • Phase 3:
Westside Parkway: Coffee Road to Calloway Drive – $26,000,000 • Phase 4: Westside Parkway: Mohawk Street to Truxtun Avenue Right-of-way Acquisition – $3,000,000 The construction of Phase
4 (Mohawk Street to Truxtun Avenue – $21,000,000) is planned to be funded in the CIP for FY 2009-10. Additional Traffic Signal Projects – A traffic signal will be installed for Campus
Park at Old River Road is on the Traffic Impact Fee Facilities List as approved by the City Council. The total project cost is estimated at $247,000 and the funding sources are as follows:
$190,340 in Congestion Management Air Quality (CMAQ) funds and $56,660 of traffic impact fees as accounted for within the Transportation Development Fund. Street Resurfacing and Reconstruction
Projects – The adopted FY 2008-09 CIP budget continues Council’s commitment to the street maintenance program with $6 million to address citywide street maintenance/reconstruction issues.
The amount budgeted is composed of federal transportation funds of $2,739,118 and a local match of $354,882 coming from the City’s share of state gasoline taxes as accounted for within
the Gas Tax Fund. The adopted CIP budget also includes $2.25 million of one-time Capital Outlay Funds and $750,000 of Prop 42 funds which combine for a total of $3 million in funding
for road resurfacing. In addition, the operating side of the budget includes approximately $10 million for street maintenance. Therefore, the CIP and Operating budgets for FY 2008-09
for street maintenance/reconstruction totals close to $16.1 million. Bridge Construction, Hosking Avenue at SR-99 – The City is currently in the Project Approval and Environmental Document
phase for construction of a new interchange on State Route 99 at Hosking Avenue. The FY 2008-09 CIP budget sets aside $4 million for this project. This multi-year project will be funded
by developer fees collected through the Transportation Impact Fee program. 246
Honorable Mayor and City Council FY 2008-13 Adopted CIP – Letter of Transmittal July 1, 2008 Page 3 Traffic Signal Coordination – A Traffic Monitoring Camera Project to add video capability
at two (2) specific intersections is budgeted for $160,000. A Traffic Signal Interconnect Project to expand the number of signals linked to the Traffic Operations Center is budgeted
for $621,000. These projects will be funded with federal Congestion Management Air Quality (CMAQ) Funds and Gas Tax Funds with the goals of improving signal timing and reducing traffic
congestion and vehicle emissions. Sewer Improvements on McCutchen Road to Gosford Road – $580,000 is budgeted for this project to replace a portion of the sewer lines and manholes from
McCutchen Road to Gosford Road. The force main coming out of the new lift station will be connected to the new 60” sewer line on McCutchen Road that is being built as part of the Wastewater
Treatment Plant No. 3 expansion project. Storm Drain Improvements on Chester at 17th Street – This $118,100 project will alleviate a drainage problem on this downtown street. 3 Million
Gallon Water Storage Tank – This project will fund the land acquisition, design engineering, and site preparation for a new 3 million gallon water storage tank to serve the southwest
portion of the city. The tank will be located in the vicinity of Panama Lane and Progress Road. Water Wells – The construction of three (3) additional water wells estimated at $3,145,000
total will increase production capacity to meet the demand of steady growth within the City’s Domestic Water System. Pump Station Upgrades – In order to prepare for emergencies or power
outages, $250,000 is budgeted for the first phase of a new program to add water storage tanks to various water wells. Airport Apron Construction – This project to reconstruct the northwest
runway apron will include design services, drainage and pavement improvements, and aircraft tiedowns at the Airport. The amount of $158,000 will be funded predominately by Federal Aviation
Administration funds. The FY 2008-09 CIP budget includes numerous projects within the Capital Outlay Fund for design, construction, maintenance, and repair of various City facilities.
Some of the more significant projects for FY 2008-09 include the following: Fire Stations /Various Fire Department Projects – Other Fire Department capital improvement projects for FY
2008-09 include: $200,000 to equip three (3) Fire Stations with diesel exhaust removal systems in conjunction with grant funding; $45,000 to rehabilitate existing space for a Department
Emergency Operations Center; and, $38,000 to install dual-paned energy efficient windows at various Fire Stations. Funding for future fire stations has been set aside in the amount of
$650,000. 247
Honorable Mayor and City Council FY 2008-13 Adopted CIP – Letter of Transmittal July 1, 2008 Page 4 Public Safety Communication Improvements – Two (2) police radio channels will be converted
to a digital format as required by the Federal Communications Commission for $300,000. This is part of a multi-year project to convert all channels to the digital format. Rabobank Theater
and Arena Improvements – Two (2) projects which include conversion of an existing concession stand into an Arena suite and relocation of the concession stand so it is expanded and can
serve both the Arena and Theater are included in the adopted FY 2008-09 CIP budget to enhance operations at the Theater and Arena facilities. These projects will also improve future
revenues from both suite rentals and concession sales. The adopted FY 2008-09 CIP budget includes a significant number of projects to be funded with Community Development Block Grants
(CDBG), including the following: Central Park Restroom – Central Park is an integral part of the larger Mill Creek Project. The existing restroom in Central Park is being demolished
as it no longer meets ADA requirements. The adopted FY 2008-09 CIP budget includes $450,000 for a new restroom building that will be more accessible and ADA compliant. The building will
also house a pump station and storage area for the safety and security of park maintenance equipment and the irrigation system. Mill Creek Linear Park – The adopted FY 2008-09 CIP budget
includes $400,000 for this project. Additional Mill Creek park improvements at 525 18th Street consist of the acquisition of land for future park development including the location of
the Mill House structure. The replacement of the roof at the Martin Luther King Jr. Community Center and design of streetscape improvements on “Q” Street are also included in the budget
funded by Community Development Block Grant (CDBG) funds. There are several projects funded in the adopted FY 2008-09 CIP budget with redevelopment funds, including: Baker Street Pedestrian
Crossing – The adopted FY 2008-09 CIP budget includes $50,000 to install a wireless lighted pedestrian crosswalk for the Village at Baker Street. Arena Improvements – The adopted FY
2008-09 CIP budget includes $250,000 to improve the concession area adjacent to the entrance of Rabobank Arena. Lastly, the adopted FY 2008-09 CIP budget includes several projects that
will add or enhance the amenities within several City parks. Funding sources for these projects include both Capital Outlay funds and developer fees collected through the park development
fee program to construct parks. Additionally, the amount for 248
Honorable Mayor and City Council FY 2008-13 Adopted CIP – Letter of Transmittal July 1, 2008 Page 5 reimbursement to developers who build required parks and are paid back over a number
of years as development occurs has been budgeted. Sports Village – The adopted FY 2008-09 CIP budget includes $3.2 million for preliminary design services and to begin grading for the
170-acre Sports Village complex, to be located north of Taft Highway, west of Ashe Road, and east of Gosford Road. Playground Equipment – Two (2) projects to replace outdated playground
structures with current ADA compliant structures that meet all playground safety standards at Lowell Park ($125,000) and Corvallis Park ($125,000) are budgeted. Mesa Marin Sports Complex
– Mesa Marin will be renovated to provide more field space for the increased number of softball teams and leagues. The adopted FY 2008-09 CIP budget includes $100,000 toward construction
of four softball fields, a restroom/concession building, and the westerly parking lot. Saunders Park Wet Play Area – Park Improvement and Capital Outlay funds in the amount of $200,000
and $150,000 respectively have been budgeted to construct a wet play area at Saunders Park. SUMMARY In summary, staff is pleased to present the Capital Improvement Program budget fiveyear
plan for 2008-13, and the adopted FY 2008-09 Capital Improvement Program budget. The projects contained within these budgets represent a wide range of improvements to our infrastructure
that will ensure the safety of our City facilities and enhance the aesthetics of our community. As our community grows, its needs will change. Staff has provided Council the necessary
information to facilitate long-range planning and allow flexibility to address changing priorities. Thanks to Assistant City Manager John W. Stinson, Finance Director Nelson Smith, Civil
Engineer IV Arnold Ramming, Assistant to the Public Works Director Georgina Lorenzi, Public Works Accountant Sharon Traynor, Data Processing Supervisor T.S. Liew, Engineering Aide Kirk
Boland and Management Assistant Rick Kirkwood for their hard work in developing this information. 249
Capital Improvement Program Overview THE CAPITAL IMPROVEMENT PROGRAM AND ANNUAL OPERATING BUDGET The Capital Improvement Program (CIP) and the annual Operating Budget are complementary
City plans. The CIP is a guide to new construction or improvements to the City’s infrastructure and facilities, ranging from road expansion to repairs on publicly owned buildings. The
annual budget is a guide for the day-to-day operations of the City’s programs. The annual budget process must take into account requirements of funding infrastructure, maintenance, and
related operating costs. REVENUE SOURCES AND PROJECTIONS Revenue sources and projections for the Capital Improvement Program are developed in a manner similar to the revenue projections
for the operating budget. Trends are studied, performance assumptions are generated, and from these assumptions, expenditure estimates are developed. However, since the CIP is a five-year
plan, revenue projections must be made further into the future than those required by the operating budget. Existing debt service payments are calculated so estimates can be made for
the additional amount of debt that can be assumed in any given year. Once the new debt has been calculated and all other revenue sources identified, dollars are allotted to each project
category for the five (5) years of the capital planning period. In addition to property taxes and sales taxes, the Capital Improvement Program is financed by: Special assessments – Compulsory
charges levied by the City to finance current or permanent public services to a particular group of persons or properties. Grants – A grant is a contribution or gift of cash or other
assets from another organization or governmental entity for use in a specific purpose, activity, or facility. User fees – These represent payment for services which would not be provided
to the individual if the fee were not paid. Bond issues – The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended
period of time. Other – Sale proceeds from property, developer participation in improvement plans, and other miscellaneous sources. 250
Capital Improvement Program Overview continued HEARINGS AND ADOPTION Once developed, the CIP is forwarded to the City Manager for review and then to the City Council. A hearing is held
before the Planning Commission to determine consistency with the City’s General Plan and then the City Council to hear public comments on the CIP prior to adoption. The Council may move,
add, or delete projects. IMPLEMENTATION Once the CIP is adopted, City departments use it as a guide for implementing capital improvements. Departmental staff review the CIP to see what
operating costs are involved in the new CIP improvements to be included in operating budget submittals. BUDGETING FOR ONGOING OPERATING COSTS OF CIP PROJECTS As a general practice, the
proposed five-year Capital Improvement Program is developed and revised (from the prior year’s CIP) in a process that parallels development of the City’s proposed annual Operating Budget.
Departments are asked to estimate ongoing operating costs associated with CIP projects, so these can be considered along with the capital project cost. When completion of a project is
known, these operating costs are included in the department’s operating budget requests. The new CIP program may include scheduled completion of projects in the next year that are not
fully known at the time the annual operating budget is presented and adopted. The budget cycle includes a revision process for the current year budget that affords an opportunity to
budget for new operating costs in a timely manner. ADOPTED 2008-2013 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program and five-year budget for the City of Bakersfield for
fiscal years 2008-2013 was adopted on June 25, 2008. By continuing the progress made in prior years, this CIP begins to lay the foundations for City Council’s emerging strategic vision
and capitalizes on Bakersfield’s strengths. The Adopted CIP is a capital program emphasizing six broad initiatives: • Public Safety; • Enhancing the City’s transportation network; •
Neighborhood revitalization and redevelopment; • Support of new growth and development; • Maintenance and construction of new City facilities; and, • Implementation of these initiatives
without impacting previously approved capital projects. 251
Capital Improvement Program Overview continued Public Safety – P0H002 – DIESEL EXHAUST REMOVAL SYSTEMS – In FY 2008-09, the Department of Homeland Security will award a grant to equip
three (3) Fire Stations with diesel exhaust removal systems in order to comply with OSHA, NFPA, and NIOSH standards. Operating Budget Impact – This project will reduce costs associated
with ongoing cleanup and maintenance of carbon and soot damaged facilities and will reduce the potential for industrial leave costs in overtime and treatments as it removes known carcinogens
from the facility. P0H004 – FIRE DEPARTMENT EMERGENCY OPERATIONS CENTER – The Fire Department is requesting grant funding to rehabilitate existing space for a Department Emergency Operations
Center to be located on the fourth floor of the Fire Department Headquarters. Operating Budget Impact – It is estimated that staffing will consist of ten (10) existing personnel per
operational period for the duration of each event. This project will not create additional operating and maintenance costs. P0H007 – BATHROOM REMODEL – FIRE STATION 7 – This bathroom/shower
facility remodel will replace forty year old plumbing fixtures and deteriorating walls, as well as address ADA compliance, health, and gender-related issues. Operating Budget Impact
– This project will reduce the amount of maintenance and costs associated with minor repairs of the existing bathroom/shower facility. P0H003 – FIRE STATION WINDOW REPLACEMENT – This
project will replace fifty year old windows at Fire Stations 4, 8 and 11 which do not meet current energy efficiency standards with dual-paned, energy efficient windows. Operating Budget
Impact – This project will result in a 25 -35 % improvement in the heat loss/gain of each window which will result in energy cost savings. Q9K103 – P25 CHANNEL REPLACEMENT – Two (2)
police radio channels will be converted to a digital format as required by the Federal Communications Commission. Operating Budget Impact – Maintenance will be incorporated into the
existing budget. Enhancing the City’s Transportation Network – The City Council has continued its commitment to maintain and reconstruct streets and roads in the FY 2008-09 CIP. $6.1
million has been budgeted to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $2,739,118; a local match of
$354,882 from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund; $2.25 million of onetime Capital Outlay Funds; and, $750,000 of Prop 42 funds. In addition,
the Operating 252
Capital Improvement Program Overview continued Budget includes $10 million for street maintenance. Therefore, the CIP and Operating budgets for FY 2008-09 for street maintenance/reconstruction
totals close to $16.1 million. Operating Budget Impact -$10 million has been budgeted in the City’s Operating Budget for street maintenance. The Thomas Roads Improvement Program (TRIP)
Division of the Public Works Department is working on the federally funded transportation projects, including the Westside Parkway. TRIP is now housed at 900 Truxtun Avenue, working
alongside Parsons Transportation Group personnel, County of Kern Roads Department staff, and CalTrans staff in the management and delivery of these projects. The City and KernCOG have
been working with the California Transportation Commission (CTC) regarding the phasing of the Westside Parkway and how that phasing is identified in the State Transportation Improvement
Program (STIP). The following phases will construct a high-capacity, east-west transportation corridor that: 1) reduces congestion on existing east-west arterials in west Bakersfield;
2) supports Bakersfield’s current and planned development west of SR-99; 3) improves connectivity of the existing transportation network in Bakersfield; and, 4) accommodates potential
multimodal transportation facilities. The FY 2008-09 CIP budget includes funding for the following phases: T9WP10 – MOHAWK STREET: ROSEDALE TO TRUXTUN AVENUE – Phase 1 will construct
8,400 linear feet of roadway (six lanes with a raised median) for a new freeway connection on Mohawk Street from Rosedale Highway (SR-58) south to Truxtun Avenue. Operating Budget Impact
– This project is anticipated to begin construction December 2008 and to be completed in Fall 2010. This project will not create additional operating and maintenance costs for FY 2008-09.
T9WP20 – WESTSIDE PARKWAY: MOHAWK STREET TO COFFEE ROAD – Phase 2 will construct 8,400 linear feet of an eight lane divided expressway between Mohawk Street and Coffee Road. Operating
Budget Impact – This project is anticipated to begin construction in Spring 2009 and to be completed in Spring 2011. This project will not create additional operating and maintenance
costs for FY 2008-09. T9WP30 – WESTSIDE PARKWAY: COFFEE ROAD TO CALLOWAY DRIVE – Phase 3 will construct 7,700 linear feet of an eight lane dropping to six lane divided expressway between
Coffee Road and Calloway Drive. Operating Budget Impact – This project is anticipated to begin construction in Spring 2009 and to be completed in Spring 2011. This project will not create
additional operating and maintenance costs for FY 2008-09. 253
Capital Improvement Program Overview continued T9WP40 – WESTSIDE PARKWAY: MOHAWK STREET TO TRUXTUN AVENUE RIGHT OF WAY ACQUISITION – Phase 4 consists of right-of-way acquisition for
the Westside Parkway from Mohawk Street to Truxtun Avenue. The construction of 2,500 linear feet of roadway from Mohawk Street to Truxtun Avenue is planned to be funded in the FY 2009-10
CIP. Operating Budget Impact – This project will not create additional operating and maintenance costs for FY 2008-09. ADDITIONAL TRAFFIC SIGNAL PROJECTS – Three traffic signals are
included in the FY 2008-09 CIP budget. The signals will be located at Campus Park and Old River Road; Harris Road and Old River Road; and, Hosking Avenue and Union Avenue. Operating
Budget Impact – Each signal will create additional operating and maintenance costs in the amount of $1,600 for FY 2008-09. T9K101 – TRAFFIC SIGNAL INTERCONNECT – This project will expand
the City’s signal communication network by hardwiring City signals to the Traffic Operation Center to improve signal timing and reduce traffic congestion and vehicle emissions. Operating
Budget Impact – This project will reduce the number of field trips to the signal locations to make signal timing changes, thus saving fuel and vehicle wear. T9K102 – TRAFFIC MONITORING
CAMERA – This project will expand the City’s signal communication network by adding video capability at two (2) intersections. Operating Budget Impact – This project will reduce the
number of field trips to the signal locations to make signal timing changes, thus saving fuel and vehicle wear. T9K117 – “Q” STREET STREETSCAPE DESIGN – Funding in the FY 2008-09 CIP
budget is for Phase I of the design of streetscape and median island improvements on “Q” Street. The boundaries for Phase I are “Q” Street from 24th Street to Truxtun Avenue. This streetscape
is the northern entrance to the downtown entertainment district and new north/south gateway into the Mill Creek Linear Park. Operating Budget Impacts – Once the improvements are constructed
a one year maintenance period, included in the contract with the contractor, will cover additional operating costs which will include electrical and water costs and maintenance of landscaping.
T3K041 – BRIDGE CONSTRUCTION – HOSKING AVENUE AT SR-99 – The existing bridge at State Route 99 and Hosking Avenue will be widened, and on-and off-ramps will be installed. This is a multi-year
project. Operating Budget Impact – Construction is scheduled to commence in June 2009 and will be completed in July 2010. Operating costs include street sweeping and paving maintenance.
This project includes two (2) additional traffic signals. These signals will 254
Capital Improvement Program Overview continued be located at the southbound and northbound off-ramps and are located within the state right-of-way. The cost sharing responsibilities
of ongoing maintenance of these traffic signals will be specified at a later date between the City and State. Neighborhood Revitalization and Redevelopment – P9L101 – MILL CREEK LINEAR
PARK IMPROVEMENTS – This project is a conceptual design of a 1.5 mile stretch of agricultural canal which is currently being transformed into a major recreational facility. The additional
Mill Creek park improvements at 525 18th Street will consist of the acquisition of land for future park development including the location of the Mill House structure at Mill Creek.
Operating Budget Impact – Central Park is currently maintained by City crews. This project will upgrade and enhance this facility with limited impacts to the operating budget, including:
electrical and water costs; maintenance of landscaping; and, maintaining walkpaths, bikepaths, and and landscaping. T9K116 – BAKER STREET PEDESTRIAN CROSSING – This project will install
a wireless lighted pedestrian crossing to benefit livability, pedestrian access, and safer crossing for the Village at Baker Street. Operating Budget Impact – Utility costs for this
project will very minor by using energy efficient LED (light emitting diodes) for the in-ground lights. Additional operating and maintenance costs associated with this project will be
absorbed in the operating budget. Maintenance and Construction of City Facilities – Investment in City facilities is a goal of the 2008-2013 CIP. P9K109 – REPLACE ROOF AT MLK CENTER
– This project will complete the roof replacement project on the final four sections of the main complex at the Martin Luther King Center and will meet insulation and cool roof standards
for air conditioned spaces. Operating Budget Impact – This project will not create additional operating or maintenance costs and should reduce energy costs, the amount of repairs, and
resolve the issue of numerous leaks that caused considerable damage to the Center. T9K111 – AIRPORT APRON CONSTRUCTION – This project to reconstruct the northwest runway apron will include
design services, drainage and pavement improvements, and aircraft tie-downs at the Bakersfield Municipal Airport. The improvements will allow a developer to construct aircraft storage
hangers. Federal Aviation Administration funds will predominately fund this project. Operating Budget Impact – Currently, this area requires maintenance twice per year. Upon completion,
the area will no longer need to be maintained by City staff. In FY 2008-09 the land will be leased to the developer, resulting in additional revenue for the Bakersfield Municipal Airport
of approximately $7,000 per month. 255
Capital Improvement Program Overview continued The following projects will enhance operations at the Rabobank Arena and Theater facilities and improve future revenues from both suite
rentals and concession sales: P9K117 – SUITE ADDITION AT RABOBANK ARENA – This project will convert the existing concession stand at Rabobank Arena into a suite. Operating Budget Impact
– The existing concession stand will be replaced by a larger stand associated with the Grape Room remodel (P9K118 & P9K120) and therefore will not result in reduced revenue from concessions.
The City, through an agreement with Aramark, receives 15% of all suite food and beverage sales. The City anticipates this project will produce additional revenue from suite rentals for
each event – estimated at $750 to $5,000 based on historical suite rentals. It is anticipated that rental of this suite over one year will generate $60,000 to $80,000. The City receives
15% of all suite food and beverage sales – estimated at $7,500 to $10,000 per suite. This project will not create additional significant operating and maintenance costs for the City.
P9K118 – REMODEL GRAPE ROOM AT RABOBANK ARENA – This project will remodel the Grape Room at the Arena and Convention Center. P9K120 – ARENA IMPROVEMENTS – This project will relocate
and expand an existing concession stand at Rabobank Arena so that it can serve both the Arena and Theater. Operating Budget Impact – An opportunity
exists to generate revenue from a proposed naming rights sponsorship for the Grape Room concession stand, similar to last year’s naming rights deal for the former club room (Flashco
Boardroom) that will generate $140,000 per year for seven years. It is anticipated that food and beverage sales will increase by locating an expanded concession stand to serve both the
Arena and Theater. The Theater and Convention Center are currently served by small, dated and product-limited concession stands. The City, through an agreement with Aramark, receives
forty percent (40%) of all concession stand food and beverage sales. The City anticipates this project will produce additional revenue in the amount of $2,500 per event, or $100,000
per year. Aramark, through agreement with the City, operates and maintains the concession stands. Support of New Growth and Development – The City’s continuing growth and development
could not occur without the Capital Improvement Program. Virtually every category of the CIP contains projects that will support the continued growth and prosperity of the region. E4K114
– WWTP3 EXPANSION PROJECT – The City began to undertake this project in FY 2007-08. The $193 million expansion and upgrade of Wastewater Treatment Plant No. 3 will double the current
treatment capacity of 16 million gallons per day to 32 million gallons per day in order to serve the residents of Bakersfield until the year 2025. The upgrades will allow removal of
ninety-five percent (95%) of the primary wastewater constituents. This project will be funded by proceeds from the sale of bonds. 256
Capital Improvement Program Overview continued Operating Budget Impact – Completion of this project will result in additional operating and maintenance costs of $1 million in FY 2009-10
as compared to FY 2008-09. These costs will be recovered through sewer connection fees and adjustments to the sewer user rate. Future adjustments of the sewer user rate will depend on
the amount of revenue collected through sewer connection fees to cover debt service and additional operating and maintenance costs. E9K110 – SEWER IMPROVEMENTS ON MCCUTCHEN ROAD – This
project will replace a portion of 42” sewer line with 60” sewer line and manholes from McCutchen Road to Gosford Road. The larger replacement pipe is required to serve increased wastewater
flows from developing areas in west Bakersfield. The force main coming out of the new lift station will be connected to the new 60” sewer line on McCutchen Road that is being built as
part of the Wastewater Treatment Plant No. 3 expansion project. Operating Budget Impact – This This project will not create additional operating and maintenance costs. E9K106 – STORM
DRAIN IMPROVEMENTS ON CHESTER AVENUE AT 17TH STREET – This project will alleviate a drainage problem and the need for continual maintenance and repair near a bus stop on this downtown
street. Operating Budget Impact – This project will provide minimal cost savings and will not result in a significant reduction in operating and maintenance costs. A major benefit of
this project is that it will alleviate a lot of citizen complaints. E1J002 – 3 MILLION GALLON WATER STORAGE TANK – This project will fund the land acquisition, design engineering, and
site preparation for a new 3 million gallon water storage tank to serve the southwest portion of the city. The tank will be located in the vicinity of Panama Lane and Progress Road.
Operating Budget Impact – Operation and maintenance of the City’s domestic water system is performed by California Water Service under contract for a monthly fee of $10.66 per connection.
The design phase of this project will not create additional operating or maintenance costs for the City of Bakersfield. E7J009 – WATER WELLS – The construction of three (3) additional
water wells will increase production capacity to meet the demand of steady growth within the City’s Domestic Water System. Operating Budget Impact – Operation and maintenance of the
City’s domestic water system is performed by California Water Service under contract for a monthly fee of $10.66 per connection. This project will not create additional operating or
maintenance costs for the City of Bakersfield. E5J102 – PUMP STATION UPGRADES – This project is to prepare for emergencies or power outages with a new program to add water storage tanks
to various wells. 257
Capital Improvement Program Overview continued Operating Budget Impact – Operation and maintenance of the City’s domestic water system is performed by California Water Service under
contract for a monthly fee of $10.66 per connection. This project will not create additional operating or maintenance costs for the City of Bakersfield. P7C721 – SPORTS VILLAGE – Several
park projects contribute to increasing the quality of life in Bakersfield. The City will be engaged in a design process for the 170-acre Sports Village to be located north of Taft Highway,
west of Ashe Road, and east of Gosford Road. The Sports Village will include soccer, baseball and football fields, and a community center. The FY 2008-09 CIP budget includes funding
for preliminary design services and to begin grading. Operating Budget Impact – The design phase of the project will not create additional operating or maintenance expense. Upon construction,
private license/use agreements will provide 100% of the maintenance and operating costs for the soccer and football fields. Groups such as AYSO have inquired about establishing private
license agreements. The community center will be supported by user fees from facility rentals and activities/programs. The General Fund will support the common areas which consist of
frontage landscaping, trail/pathway and traditional park amenities. P9C101 – CENTRAL PARK RESTROOM – The existing restroom in Central Park is being demolished as it no longer meets ADA
requirements. This project will construct a new restroom building that will be more accessible and ADA compliant. The building will also house a pump station and storage area for the
safety and security of park maintenance equipment and the irrigation system. Operating Budget Impact – This project will not create additional operating and maintenance costs since it
replaces an existing facility. P9C102 & P9C103 – PLAYGROUND EQUIPMENT REPLACEMENT – The FY 2008-09 CIP budget includes two (2) projects that will replace outdated playground structures
with current ADA compliant structures that meet all playground safety standards at Lowell Park and Corvallis Park. Operating Budget Impact – These projects will not create additional
operating and maintenance costs since they replace existing equipment. P5C216 – MESA MARIN – Mesa Marin will be renovated to provide more field space for the increased number of softball
teams and leagues. Operating Budget Impact – Operation and maintenance costs will be based on the projected size and amenities of the park and are projected at $262,000 per year starting
in 2008. This project will require $60,000 in maintenance equipment to be purchased in FY 2008-09. Various developments will also result in the completion of Greystone and Tradewinds
Parks. 258
Capital Improvement Program Overview continued Operating Budget Impact – The operating and maintenance costs associated with these parks of $209,088 per year will be provided by through
maintenance districts and subsidized by the General Fund per Council Resolution No. 63-96. Tradewinds is a developer-provided park that is complete. It is currently being partially maintained
by City staff and will be fully maintained by City staff beginning February 2009. Greystone Park is being developed through the formal bid process. It is in the late design phase and
is scheduled to be maintained by City staff beginning early 2009. FINANCIAL SUMMARIES The following pages contain financial summaries and additional information pertaining to the adopted
2008-2013 Capital Improvement Program Five-Year Plan. Information contained in the following tables are: Summary by Department; Funding Summary; and, Project Summary by Department. SUMMARY
The adopted CIP reflects a schedule of projects that addresses critical needs in the community. As elected representatives of the citizens of Bakersfield, the Mayor and City Council
establish the policy framework for development of the capital budget. The governing body has consistently coalesced around several focal points that reflect what has made Bakersfield
a quality city and will position Bakersfield to continue to prosper. These discussions with the Mayor and Councilmembers, individually and in workshops, as well as dialogue with other
community leaders, citizen groups, and individual citizens provide the key factors for staff consideration in the formulation of the City’s operating and capital budgets as Bakersfield
moves forward to: • Address major needs such as preserving public safety, making critical capital investments and targeting maintenance and repair dollars effectively; • Sustain continued
economic development for continued prosperity in the City; • Serve priorities and needs identified by the community so improvements are responsive to the needs of the public; and, •
Maintain a balanced budget. The adopted 2008-2013 Capital Improvement Program addresses critical capital needs, enabling the City to make capital investments to ensure Bakersfield continues
to be a safe and clean city, while providing an essential investment in the promotion of future economic prosperity. Bakersfield has a sound transportation network and a quality water
supply. The projection of capital projects includes sustaining existing capital assets while supporting amenities and a high quality of life in Bakersfield. 259
CITY OF BAKERSFIELD FY 2008-09 C.I.P. SUMMARY BY FUND TOTAL: $204,940,131 Capital Outlay, $7,798,000 Redevelopment Fund -Downtown Project Area, $250,000 Redevelopment Fund -Old Town
Kern Project Area, $50,000 Redevelopment Fund -Southeast Project Area, $200,000 Transportation Development, $9,306,660 General Aviation, $273,000 CDBG, $1,427,331 Gas Tax, $1,670,463
Sewer, $8,408,800 Water Revenue, $8,525,000 Park Improvement, $850,000 Transportation -ISTEA, $166,020,877 Refuse, $160,000 260
Key to Funding Codes CODE DESCRIPTION SOURCE NUMBER AWF Agriculture Water Fund Local 431 CDBG Community Development Block Grant Federal 111 COF Capital Outlay Fund Local 311 DWF Domestic
Water Fund Local 441 EMF Equipment Management Fund Local 511 GAF General Aviation Fund Local 451 GTF Gas Tax Fund State 151 FTF Federal Transportation Fund Federal 121 OPF Offstreet
Parking Fund Local 461 PIF Park Improvement Fund Local 321 RCF Refuse Collection Fund Local 421 RDA-DTPA Redevelopment Fund -Downtown Project Area Local 391 RDA-OTKP Redevelopment Fund
-Old Town Kern-Pioneer Local 381 RDA-SEPA Redevelopment Fund -Southeast Project Area Local 371 SEF Sewer Enterprise Funds Local 411/412 SLESF Supplemental Law Enforcement Safety Fund
State 181 SLF Sanitary Landfill Cap Local 423 TDA Transportation Development Act State 142/145 TDF Transportation Development Fund Local 331/335 TRIP Thomas Roads Improvement Program
Federal 122 UNK Unknown -Source not available at this time 261
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 Total Miles of Sewer Lines 889 921 962 1,025 1,055 200 400 600 800 1000 1200 1400 2003 2004 2005 2006 2007 End of Calendar Year Sewer Lines Total
Traffic Signals 302 325 280 293 312 50 100 150 200 250 300 350 400 2003 2004 2005 2006 2007 End of Calendar Year Signals City Street Miles 1,069 1,134 983 1,028 1,236 200 400 600 800
1,000 1,200 1,400 2003 2004 2005 2006 2007 End of Calendar Year Street Miles 262
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2008-2013 SUMMARY BY DEPARTMENT DEPARTMENT FY 2008-2009 FY 2009-2010 FY 2010-2011 FY 2011-2012 FY 2012-2013 TOTAL EDCD
$ 7 00,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,700,000 Fire Services 968,000 800,000 800,000 800,000 800,000 4,168,000 Public Works 190,397,131 93,628,000 15,110,000 57,122,000
14,585,925 370,843,056 Recreation and Parks 4,350,000 0 0 0 0 4,350,000 Water Resources 8,525,000 7,960,000 7,710,000 7,710,000 4,110,000 36,015,000 TOTAL $ 2 04,940,131 $ 102,638,000
$ 23,870,000 $ 65,882,000 $ 19,745,925 $ 417,076,056 North Bakersfield Recreation and Parks District $ 4 ,088,222 $ 4 ,088,222 263
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2008-2013 FUNDING SUMMARY FUND SRC FUNDING SOURCE DESCRIPTION FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 TOTAL
AWF Agricultural Water Fund $ 7 00,000 $ 6 5,000 $ 65,000 $ 65,000 $ 6 5,000 $ 960,000 CDBG Community Development Block Grant 1,427,331 200,000 200,000 200,000 200,000 2,227,331 COF
Capital Outlay Fund $ 7 ,658,000 $ 1,840,000 $ 1,710,000 $ 1,275,000 $ 8 25,000 $ 13,308,000 DTPA Downtown Project Area 250,000 250,000 250,000 250,000 250,000 1,250,000 DWF Domestic
Water Fund $ 7 ,825,000 $ 7,895,000 $ 7,645,000 $ 7,645,000 $ 4,045,000 $ 35,055,000 EMF Equipment Management Fund 140,000 60,000 42,000 0 0 242,000 FTF Federal Transportation Fund $
1 66,020,877 $ 21,141,648 $ -$ -$ -$ 187,162,525 GAF General Aviation Fund 273,000 1,580,000 158,000 632,000 0 2,643,000 GTF Gas Tax Fund $ 1 ,670,463 $ 1 8,352 $ -$ -$ -$ 1,688,815
OTKP Old Town Kern Project Area 50,000 0 0 0 0 50,000 PIF Park Improvement Fund $ 8 50,000 $ -$ -$ -$ -$ 850,000 RCF Refuse Collection Fund 160,000 625,000 0 0 0 785,000 SEF Sewer Enterprise
Fund $ 8 ,408,800 $ 27,743,000 $ 2 50,000 $ 250,000 $ 250,000 $ 36,901,800 SEPA Southeast Project Area 200,000 0 0 0 0 200,000 TDF Transportation Development Fund $ 9 ,306,660 $ 35,753,272
$ 2 ,076,510 $ 7,115,408 $ 2,541,412 $ 56,793,262 TRIP Thomas Roads Improvement Fund 0 5,466,728 11,473,490 48,449,592 11,569,513 76,959,323 TOTAL $ 204,940,131 $ 102,638,000 $ 2 3,870,000
$ 6 5,882,000 $ 1 9,745,925 $ 417,076,056 North Bakersfield Recreation and Parks District $ 4 ,088,222 $ 4,088,222 264
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL P9K120
ARENA IMPROVEMENTS 2 DTPA 391 $ 2 50,000 $ 2 50,000 $ 250,000 $ 250,000 $ 250,000 $ 1 ,250,000 T9K116 BAKER ST. PED CROSS 2 OTKP 381 50,000 0 0 0 0 50,000 P9L101 MILLCREEK LINEAR PRK
IMP 2 CDBG 111 400,000 0 0 0 0 400,000 TOTAL $ 7 00,000 $ 2 50,000 $ 250,000 $ 250,000 $ 250,000 $ 1 ,700,000 ECONOMIC AND COMMUNITY DEVELOPMENT 265
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL P0H002
DIESEL EXH REMOVAL AT FS 1, 4, 6 COF 311 $ 2 00,000 $ 0 $ 0 $ 0 $ 0 $ 200,000 P0H004 FIRE DEPT OPERATIONS CENT 2 COF 311 45,000 0 0 0 0 45,000 P0H999 FUTURE FIRE STATIONS ALL COF 311
650,000 800,000 800,000 800,000 800,000 3,850,000 P0H007 STA 7 BATHROOM REMODEL 6 COF 311 35,000 0 0 0 0 35,000 P0H003 WINDOW REPLACEMENT FOR FS 2, 3 COF 311 38,000 0 0 0 0 38,000 TOTAL
$ 968,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 4,168,000 FIRE SERVICES 266
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL CURRENT
YEAR PROPOSED PROJECTS: P9K110 AIRPORT INFRASTRUCTURE 1 SEPA 371 $ 2 00,000 $ 0 $ 0 $ 0 $ 0 $ 200,000 P9K119 AIRPORT LANDSCAPING 1 GAF 451 50,000 0 0 0 0 50,000 P9K104 AIRPORT PAVING
1 GAF 451 50,000 0 0 0 0 50,000 T3K041 BRG CONST, HOSKING AT 99 7 TDF 331 4,000,000 34,000,000 0 0 0 38,000,000 P9K102 CURBSIDE RECYC SORTING AR 3 RCF 421 160,000 0 0 0 0 160,000 P9K107
FLEET SVCS ROLL UP DOORS 2 EMF 511 60,000 60,000 42,000 0 0 162,000 Q9K102 FUEL ISLAND UPGRADE 2 EMF 511 80,000 0 0 0 0 80,000 T6K151 HILLCREST POSTAL FAC IMPR 3 TDF 331 200,000 0 0
0 0 200,000 Q9K104 MICROWAVE SYSTEM UPGRADE 1, 2 COF 311 150,000 0 0 0 0 150,000 T9K103 MISC CONCRETE CONSTRUCTIO ALL GTF 151 75,000 0 0 0 0 75,000 T9K104 MISC LEFT TURN RESTRICTIO ALL
GTF 151 25,000 0 0 0 0 25,000 T9K105 MISC MEDIAN ISLANDS ALL GTF 151 50,000 0 0 0 0 50,000 T9K106 MISC ROW ACQUISITIONS ALL GTF 331 300,000 300,000 300,000 300,000 300,000 1,500,000
T9K107 MISC TRANSP CONSTRUCTION ALL TDF 331 200,000 200,000 200,000 200,000 200,000 1,000,000 T9K111 NORTHWEST APRON CONST 1 GAF 451 158,000 1,580,000 0 0 0 1,738,000 E9K104 PLANT 2
MISC IMPROVEMENTS 1 SEF 411 250,000 250,000 250,000 250,000 250,000 1,250,000 Q9K103 P25 CHANNEL REPLACEMENT 2 COF 311 300,000 450,000 450,000 450,000 0 1,650,000 T9K117 Q ST STRSCAPE
PH I DESIGN 2 CDBG 111 277,331 0 0 0 0 277,331 T9K110 RECON VAR STREETS 2008-09 ALL GTF 151 354,882 0 0 0 0 354,882 T9K110 RECON VAR STREETS 2008-09 ALL ISTEA 121 2,739,118 0 0 0 0 2,739,118
P9K118 REMDL GRPE RM @RABOBANK 2 COF 311 500,000 0 0 0 0 500,000 P9K108 REPL ROOF SECTS@FD STA 1 2 COF 311 30,000 0 0 0 0 30,000 P9K109 REPLACE ROOD AT MLK CTR 1 CDBG 111 300,000 0 0
0 0 300,000 T9K115 REPLC AUTOSCOPE CONTRLLRS ALL COF 311 270,000 0 0 0 0 270,000 P9K111 REPLC COOL TWR @CONV CTR 2 COF 311 65,000 0 0 0 0 65,000 PUBLIC WORKS 267
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL CURRENT
YEAR PROPOSED PROJECTS (continued): T9K108 RESURFACING STS DIV 08-09 ALL GTF 151 $ 7 50,000 $ 0 $ 0 $ 0 $ 0 $ 750,000 T9K108 RESURFACING STS DIV 08-09 ALL COF 311 2,250,000 0 0 0 0 2,250,000
P9B101 SECURITY UPGRADE/CHN 2 COF 311 25,000 0 0 0 0 25,000 E9K107 SEWER LIFT REHAB 24TH/OAK 3 SEF 411 287,000 1,943,000 0 0 0 2,230,000 E7K103 SEWER REHAB GOSFORD RD 6 SEF 412 2,500,000
2,700,000 0 0 0 5,200,000 E7K104 SEWER REHAB SE BAKERSFIEL 1, 2, 7 SEF 411 800,000 8,200,000 0 0 0 9,000,000 E9K109 SEWER STUDY -MING/WIBLE 7 SEF 411 25,700 0 0 0 0 25,700 E9K108 SEWR
LIFT RHB ALFRED HARR 3 SEF 411 259,000 0 0 0 0 259,000 E9K105 SEWR LIFT STA MONITOR/WHI 7 SEF 411 847,000 0 0 0 0 847,000 T9K109 SIDEWALK CALIF OAK/A ST 2 GTF 151 276,000 0 0 0 0 276,000
T9K100 SIG MOD MISCELLANEOUS ALL GTF 151 50,000 0 0 0 0 50,000 T9K112 SIG NEW CAMPUS PK/OLD RVR 5 ISTEA 121 190,340 0 0 0 0 190,340 T9K112 SIG NEW CAMPUS PK/OLD RVR 5 TDF 331 56,660
0 0 0 0 56,660 T9K113 SIG NEW HARRIS @OLD RIVE 5 TDF 331 258,000 0 0 0 0 258,000 T9K114 SIG NEW HOSKING AND UNION 7 TDF 331 292,000 0 0 0 0 292,000 E9K111 STINE-MCCUTCHEN SWR ABAND 6
SEF 412 142,000 0 0 0 0 142,000 E9K106 STMDRN IMPR CHESTER AT 17 2 SEF 411 118,100 0 0 0 0 118,100 P9K117 SUITE ADDITION @RABOBANK 2 COF 311 50,000 0 0 0 0 50,000 E9K110 SWR IMPR MCCUTCHEN
ROAD 6 SEF 412 580,000 0 0 0 0 580,000 T9K102 TRAFFIC MONITORING CAMERA 2, 4, 5 GTF 151 18,352 0 0 0 0 18,352 T9K102 TRAFFIC MONITORING CAMERA 2, 4, 5 ISTEA 121 141,648 0 0 0 0 141,648
T9K101 TRAFFIC SIG INTERCONNECT ALL GTF 151 71,229 0 0 0 0 71,229 T9K101 TRAFFIC SIG INTERCONNECT ALL ISTEA 121 549,771 0 0 0 0 549,771 P9K103 UPGRADE WASHRACK@AIRPRT 1 GAF 451 15,000
0 0 0 0 15,000 T9WP30 WEST PKWY COFFEE-CALLOWAY 5 ISTEA 121 26,000,000 0 0 0 0 26,000,000 PUBLIC WORKS 268
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL CURRENT
YEAR PROPOSED PROJECTS (continued): T9WP10 WEST PKWY MHWK/ROSE-TRUXT 2 TDF 331 $ 4,000,000 $ 0 $ 0 $ 0 $ 0 $ 4,000,000 T9WP10 WEST PKWY MHWK/ROSE-TRUXT 2 ISTEA 121 69,400,000 0 0 0 0
69,400,000 T9WP20 WEST PKWY MOHAWK-COFFEE 2 ISTEA 121 64,000,000 0 0 0 0 64,000,000 T9WP40 WEST PKWY TRUX-MOHAWK 2 ISTEA 121 3,000,000 21,000,000 0 0 0 24,000,000 E9K101 WWTP#2 CONCRETE
REPAIR GR 1 SEF 411 400,000 0 0 0 0 400,000 E9K100 WWTP#3 EX. PROJECT PGE/GAS 6 SEF 412 100,000 0 0 0 0 100,000 E9K103 WWTP#3 NEW MONITORING WEL 6 SEF 412 100,000 0 0 0 0 100,000 E4K114
WWTP#3 EXPANSION PROJECT 6 SEF 412 2,000,000 0 0 0 0 2,000,000 TOTAL CURRENT YEAR PROPOSED PROJECTS $ 190,397,131 $ 70,683,000 $ 1 ,242,000 $ 1,200,000 $ 750,000 $ 264,272,131 FUTURE
YEAR PROPOSED PROJECTS: P9K119 AIRPORT LANDSCAPING 1 CDBG 111 $ 0 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 800,000 PZK108 AUTO HVAC CNTRL SYS 2 COF 311 0 265,000 435,000 0 0 700,000
TRCC30 CENTCORR-HAGEMAN FLYOVER 2, 4 TDF 335 0 322,880 497,798 586,117 0 1,406,795 TRCC30 CENTCORR-HAGEMAN FLYOVER 2, 4 TRIP 122 0 2,492,120 3,842,202 4,523,883 0 10,858,205 TRCC10 CENTENNIAL
CORR SOUTH 2 TDF 335 0 0 0 0 915,412 915,412 TRCC10 CENTENNIAL CORR SOUTH 2 TRIP 122 0 0 0 0 7,065,513 7,065,513 PZK104 COMPOST AIR EMISSIONS 1 RCD 421 0 200,000 0 0 0 200,000 PZK109
EMER GENRATR@1600 TRUXT 2 COF 311 0 300,000 0 0 0 300,000 PZK101 MT VERNON PAVED AREA #3 1 RCF 421 0 250,000 0 0 0 250,000 TZK173 PLANT 4 LAND ACQUISITION UNK SEF 412 0 14,000,000 0
0 0 14,000,000 PZK111 REPLC FAILD/DAM ST LTS 4 TDF 335 0 25,000 25,000 25,000 25,000 100,000 TRRH10 ROSEDALE/24TH -SR43-SR99 4 TDF 335 0 0 116,994 368,187 0 485,181 TRRH10 ROSEDALE/24TH
-SR43-SR99 4 TRIP 122 0 0 903,006 2,841,813 0 3,744,819 PUBLIC WORKS 269
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL FUTURE
YEAR PROPOSED PROJECTS (continued): TRRH30 ROSEDALE/24TH -ELM-D ST 2 TDF 335 $ 0 $ 88,319 $ 63,085 $ 1,822,583 $ 0 $ 1,973,987 TRRH30 ROSEDALE/24TH-ELM-D ST 2 TRIP 122 0 681,681 486,915
14,067,417 0 15,236,013 TRRH20 ROSEDALE/24TH-OAK INTERCH 2 TDF 335 0 0 257,501 1,748,028 0 2,005,529 TRRH20 ROSEDALE/24TH-OAK INTERCH 2 TRIP 122 0 0 1,987,499 13,491,972 0 15,479,471
EZK038 SEWR LIFT STA HAGEMAN/JEW 4 SEF 412 0 255,000 0 0 0 255,000 EZK039 SEWR LIFT STA OLIVE/CALLO 4 SEF 412 0 255,000 0 0 0 255,000 TZK001 SIG NEW ALFRED HARRELL 3 TDF 331 0 0 0 160,000
0 160,000 TZK175 SIG NEW H STREET/MCKEE 7 TDF 331 0 0 90,000 0 0 90,000 TZK113 SIG NEW HOSKING/SOUTH H 7 TDF 331 0 160,000 0 0 0 160,000 TZK017 SIG NEW PLANZ/AGATE 7 ISTEA 121 0 141,648
0 0 0 141,648 TZK017 SIG NEW PLANZ/AGATE 7 GTF 151 0 18,352 0 0 0 18,352 TRSR30 SR178 WIDENING 3 TRIP 122 0 1,389,921 579,872 1,239,420 0 3,209,213 TRSR30 SR178 WIDENING 3 TDF 335 0
180,079 75,128 160,580 0 415,787 TRSR10 SR178-MORNING DR INTERCH 3 TDF 335 0 116,994 476,004 1,399,913 0 1,992,911 TRSR10 SR178-MORNING DR INTERCH 3 TRIP 122 0 903,006 3,673,996 10,805,087
0 15,382,089 T8K127 ST IMPROV BRIMHALL/RENFRO 4 TDF 331 0 385,000 0 0 0 385,000 TZK171 TAXIWAY B CONSTRUCTION 1 GAF 451 0 0 158,000 632,000 0 790,000 PZK103 TRUCK TARPING STATION 1 RCF
421 0 175,000 0 0 0 175,000 TRWB10 WEST BELTWAY-SR119-N BELT 4 TDF 335 0 0 0 370,000 1,126,000 1,496,000 TRWB10 WEST BELTWAY-SR119-N BELT 4 TRIP 122 0 0 0 1,480,000 4,504,000 5,984,000
EZK040 WWTP#2 ROOF REPLACEMENT 1 SEF 411 0 140,000 0 0 0 140,000 TOTAL FUTURE YEAR PROPOSED PROJECTS $ 0 $ 22,945,000 $ 13,868,000 $ 55,922,000 $ 1 3,835,925 $ 106,570,925 TOTAL CURRENT
& FUTURE YEAR PROPOSED PROJECTS $ 190,397,131 $ 9 3,628,000 $ 15,110,000 $ 57,122,000 $ 1 4,585,925 $ 370,843,056 PUBLIC WORKS 270
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL P9C101
CENTRAL PARK RESTROOM 2 CDBG 111 $ 4 50,000 $ 0 $ 0 $ 0 $ 0 $ 450,000 P5C216 MESA MARIN 3 PIF 321 100,000 0 0 0 0 100,000 P9C103 PLYGRND EQUIP/CORVALLIS 6 PIF 321 125,000 0 0 0 0 125,000
P9C102 PLYGRND EQUIP/LOWELL PARK 1 PIF 321 125,000 0 0 0 0 125,000 P7C721 SPORTS VILLAGE 6 PIF 321 300,000 0 0 0 0 300,000 P7C721 SPORTS VILLAGE 6 COF 311 2,900,000 0 0 0 0 2,900,000
P9C104 WET PLAY AREA/SAUNDERS 2 PIF 321 200,000 0 0 0 0 200,000 P9C104 WET PLAY AREA/SAUNDERS 2 COF 311 150,000 0 0 0 0 150,000 TOTAL $ 4 ,350,000 $ 0 $ 0 $ 0 $ 0 $ 4,350,000 NORTH BAKERSFIELD
RECREATION AND PARKS DIST $ 4 ,088,222 $ 0 $ 0 $ 0 $ 0 $ 4,088,222 Note: RECREATION AND PARKS The North Bakersfield projects are not City of Bakersfield Capital Improvement Projects;
however, these projects are funded by park improvement fees collected by the City on behalf of of the North Bakersfield Recreation and Parks District. The above figures reflect contributions
made by the City to North Bakersfield Recreation and Parks District from park development fees, and are budgeted within the Non-Departmental Operating Budget. The amounts are not reflected
in the City of Bakersfield Capital Improvement Budget totals. 271
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND 2008-09 2009-10 2010-11 2011-12 2012-13 TOTAL E6J002
CANAL/STORM DRAIN FENCING ALL AWF 431 $ 7 5,000 $ 45,000 $ 45,000 $ 45,000 $ 45,000 $ 255,000 E9J104 FEMA LEVEE PROGRAM ALL AWF 431 310,000 0 0 0 0 310,000 E9J103 PEDESTRIAN BRIDGE 2
AWF 431 275,000 0 0 0 0 275,000 E5J102 PUMP STATION UPGRADES 4, 6 DWF 441 250,000 250,000 250,000 250,000 250,000 1,250,000 P6J001 ROAD BASE ALL AWF 431 40,000 20,000 20,000 20,000 20,000
120,000 E9J102 SERV CONNECTION REPL PROG 4, 5, 6 DWF 441 200,000 200,000 200,000 200,000 200,000 1,000,000 E9J101 TRANSMISSION LINE 5, 6 DWF 441 280,000 350,000 3,600,000 3,600,000 0
7,830,000 E6J007 WATER MAIN EXTENSION 4, 5, 6 DWF 441 450,000 450,000 450,000 450,000 450,000 2,250,000 E7J009 WATER WELLS 4, 6 DWF 441 3,145,000 3,145,000 3,145,000 3,145,000 3,145,000
15,725,000 E1J002 3 MIL GALLON STORAGE TANK 4 DWF 441 3,500,000 3,500,000 0 0 0 7,000,000 TOTAL $ 8 ,525,000 $ 7,960,000 $ 7,710,000 $ 7,710,000 $ 4,110,000 $ 36,015,000 WATER RESOURCES
272
APPENDICES
Appendices The appendices section of the budget document includes the City Council Goals & Guiding Principles adopted November 2007. This document is the basis in the development of
Citywide department goals and objectives to be implemented during FY 2008-09. This section also includes the City’s financial policies including the investment policy, the budget amendment
process, basis of accounting and budgeting, and the budget calendar. The schedules in this section offer demographic and economic indicators to help the reader understand the environment
and how the information in the City’s budget relates to the services the City provides and the activities it performs. CONTENTS City Council Goals and Guiding Principles .............................
...............274 City Budget Process ...............................................................................308 Operating Budget ............................................................
......................310 Basis of Accounting and Budgeting ........................................................311 Investment Policy .............................................................
.....................313 Budget Amendment Process..................................................................314 LIST OF EXHIBITS City Council Ward Boundaries Map...............................
........................287 Miscellaneous Statistics .........................................................................288 Miscellaneous Statistics Graphs......................................
......................289 Governmental Activities Tax Revenue by Source...................................290 Principal Property Taxpayers.............................................................
....291 Assessed Value of Taxable Property History .........................................292 Assessed Value of Taxable Property June 30........................................293
Demographic and Economic Statistics ...................................................294 Property Value Value and Construction............................................................295
Operating Indicators by Function............................................................296 Capital Asset Statistics by Function........................................................297
Personnel Complement by Division........................................................298 Salary Schedule .....................................................................................300
Budget Calendar.....................................................................................309 273
City of Bakersfield City Council Goals November 2007 274
City Council Goals – November 2007 Page 1 CITY OF BAKERSFIELD City Council Goals November 2007 GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES 1.1 Provide consistent police services
that support and enhance proactive law enforcement including city-wide efforts to reduce gang violence, illegal drug use, domestic violence and child abuse. 1.2 Provide consistent fire
and related emergency services throughout Bakersfield. GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK 2.1 Maintain and improve the quality of existing surface streets
and arterials by continuing to enhance the road resurfacing program, including increasing funding for street maintenance. 2.2 Implement the Thomas Roads Improvement Program (TRIP) projects
as promptly as possible. 2.3 Implement Construction of the Westside Parkway as promptly as possible. 2.4 Maintain and construct trails for cycling, walking, jogging and equestrian uses.
GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED USE DEVELOPMENT PROJECTS 3.1 Encourage improvements to the downtown. 3.2 Pursue development of the Mill Creek project. 3.3 Encourage
housing and mixed use development projects. GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT 4.1 Provide for the logical planned growth and development of the city. 4.2 Provide for and protect
the city’s water supply. 4.3 Encourage the development of affordable housing. 4.4 Promote the redevelopment of older areas within the city. GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC
BASE 5.1 Enhance economic development opportunities. 275
City Council Goals – November 2007 Page 2 GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE 6.1 Improve the visual appearance and livability of the city. 6.2 Provide quality recreational facilities
and programs. 6.3 Construct new recreational and cultural facilities. GOAL #7: FISCAL SOLVENCY 7.1 Provide for the prudent use of fiscal resources. 276
City Council Goals -November 2007 Page 2 Note: Goals without target completion dates are ongoing. GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES GOAL 1.1 : PROVIDE CONSISTENT POLICE
SERVICES THAT SUPPORT AND ENHANCE PROACTIVE LAW ENFORCEMENT INCLUDING CITY-WIDE EFFORTS TO REDUCE GANG VIOLENCE, ILLEGAL DRUG USE, DOMESTIC VIOLENCE AND CHILD ABUSE. Target Actions to
Meet Goal: 1. Plan for and develop funding mechanisms for proposed substations and associated staffing when possible. Continue efforts to increase Police patrol and progress towards
a goal of 1.3 officers per 1,000 population. 2. Pursue and coordinate Homeland Security programs and facilitate information sharing with state and federal agencies regarding regional
security concerns. 3. Enhance the City’s graffiti enforcement efforts using community education, information on the City’s graffiti Web site, City crews and volunteer clean-up efforts,
and Police enforcement. Work with the City Attorney’s office to prosecute “quality of life” misdemeanors in conjunction with the District Attorney’s Office. 4. Work with Kern County
Sheriffs Office and other agencies involved in the Safe Neighborhoods and Community Relations Committee and the Joint City/County Standing Committee to Combat Gang Violence to reduce
gang related crime through prevention, intervention and suppression activities. 5. Promote park safety by utilizing traditional police patrol, specialized park patrol, and video technology.
GOAL 1.2 : PROVIDE CONSISTENT FIRE AND RELATED EMERGENCY SERVICES THROUGHOUT BAKERSFIELD. Target Actions to Meet Goal: 1. Determine fire service needs and future station locations based
on planned growth within the Metropolitan General Plan. Implement new station development plans (Pursuant to Joint Powers Agreement with County, including funding the construction and
staffing of Station #12 and Station #14). 2. Complete construction of Fire Station #5. (Target Completion Date: January 2008) 3. Provide the necessary training and equipment to become
National Incident Management System (NIMS) compliant. (Target Completion Date: December 2007) 277
City Council Goals -November 2007 Page 3 Note: Goals without target completion dates are ongoing. GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK GOAL 2.1 : MAINTAIN AND IMPROVE THE
QUALITY OF EXISTING SURFACE STREETS AND ARTERIALS BY CONTINUING TO ENHANCE THE ROAD RESURFACING PROGRAM, INCLUDING INCREASING FUNDING FOR STREET MAINTENANCE. Target Actions to Meet Goal:
1. Evaluate the condition of city streets and implement a plan to achieve street resurfacing improvements. Develop strategies for reconstruction of segments of selected arterial streets,
based on priority, using state and federal road funds or other available funding sources. Set aside one-time eligible monies as a priority for street maintenance projects as they become
available. 2. Implement a long term program for reconstruction of arterial streets using recurring state road funds and pursue a plan through KernCOG using 10% of state road funds allocated
for Bakersfield for rehabilitation of local streets and roads. 3. Pursue all new revenue sources from the recently passed state transportation bond. Identify, through KernCOG, additional
transportation augmentation funding. GOAL 2.2 : IMPLEMENT THE THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) PROJECTS AS PROMPTLY AS POSSIBLE. Target Actions to Meet Goal: 1. Work with the
County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area. 2. Implement the 9 point plan to address
transportation project funding including: passage of the “safe roads measure” for transportation funding; updating the KernCOG traffic model and implementing changes to the metropolitan
Bakersfield traffic impact fee program in order to sufficiently fund transportation projects required due to development; continuing to work with developers on large projects to promote
public/private partnerships to extend major roadways; and pursuit of available state and federal transportation funding. 3. Meet with Kern County and encourage Caltrans to amend preferred
alternate 15 and change the designation of Highway 58 from the vicinity of 7th Standard Road to the South Beltway. 4. Pursue the prudent acquisition of needed properties on designated
transportation corridors from willing sellers with available funds designated for transportation purposes. 278
City Council Goals -November 2007 Page 4 Note: Goals without target completion dates are ongoing. GOAL 2.3 : IMPLEMENT THE CONSTRUCTION OF THE WESTSIDE PARKWAY AS PROMPTLY AS POSSIBLE.
Target Actions to Meet Goal: 1. Begin first phase Westside Parkway construction from Mohawk to Coffee Road. (Target Completion Date: Winter 2008) 2. Encourage completion of the Westside
Parkway by accessing state and other funds. GOAL 2.4 : MAINTAIN AND CONSTRUCT TRAILS FOR CYCLING, WALKING, JOGGING AND EQUESTRIAN USES. Target Actions to Meet Goal: 1. Recognize the
link between land use and transportation through adoption and implementation of General Plan policies including development and transportation standards which promote a balanced transportation
system of pedestrian, bicycle, transit, and motor vehicles. Explore alternative development concepts which promote pedestrian and transit oriented communities. 2. Continue to expand
and develop trails and bikeways by promoting the connectivity of new and existing trails within the city to the existing Kern River Bike Path. 3. Work with local bicycle organizations
to identify new bicycle facilities. Encourage installation of bicycle parking areas in the downtown and in private developments. 4. Retrofit existing neighborhoods to be more pedestrian
friendly and provide for pedestrian friendly thoroughfares in new developments. GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED USE DEVELOPMENT PROJECTS GOAL 3.1 : ENCOURAGE IMPROVEMENTS
TO THE DOWNTOWN. Target Actions to Meet Goal: 1. Complete 19th Street streetscape extension. (Target Completion Date: Summer 2008) 2. Encourage commercial development that includes plazas,
pocket parks and water features. 3. Encourage the use of trees and flowers, lighting, street furniture, water features, canopies, public art, signage, flags. Use surface material that
enriches the paving options on our streets, sidewalks, and curbing. 4. Expand the downtown street light design and streetscape design, and incorporate benches, refuse containers, tables
and chairs and explore the use of solar lighting. 279
City Council Goals -November 2007 Page 5 Note: Goals without target completion dates are ongoing. 5. Pursue selection of downtown site for Federal Courthouse. (Target Completion Date:
Dependent on GSA time frame) 6. Pursue creation of identifiable districts within the downtown -arts, education, theater, government, finance, etc. 7. Encourage quality downtown housing
developments which bring families to the downtown area. 8. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives.
9. Ensure that the future freeway system provides ample and easy access to the downtown area. 10. Address downtown parking needs by developing a comprehensive plan in cooperation with
public and private downtown interests which addresses joint use and other creative ways to integrate parking downtown. GOAL 3.2 : PURSUE DEVELOPMENT OF THE MILL CREEK PROJECT. Target
Actions to Meet Goal: 1. Complete street crossing and streetscape improvements at Central Park as Phase 1 of the Mill Creek Project. (Target Completion Date: Spring 2008) 2. Develop
a linear trail along the Kern Island Canal to become a focus for redevelopment, community activities and outdoor enjoyment as part of the Mill Creek Project. (Target Completion Date:
Spring 2009) 3. Develop concepts for projects which contain the following elements: entertainment, trees, landscaping, water features, canopies, family activities, pedestrian-friendly
design, safety, attractiveness. Minimize the negative aspects of railroad. 4. Provide green space for walking, relaxing, jogging, biking, and picnicking. Provide a pedestrian friendly
atmosphere by linking the parks with a canal system. (Target Completion Date: Demonstration project -Winter 2007; Phase II -2008) 5. Continue to build on the success of the Convention
Center Hotel, Centennial Plaza, Rabobank Arena, Amtrak Station, McMurtrey Aquatic Center, and Ice Sports Center by promoting mixed use development that supports entertainment venues,
restaurants, commercial and retail businesses and housing. Identify underutilized and blighted properties in the downtown core area as potential sites for improvement. 280
City Council Goals -November 2007 Page 6 Note: Goals without target completion dates are ongoing. GOAL 3.3 : ENCOURAGE HOUSING AND MIXED USE DEVELOPMENT PROJECTS. Target Actions to Meet
Goal: 1. Promote mixed use development that includes landscaping and innovative urban design elements, urban housing, restaurants, retail and other commercial uses. 2. Complete the mixed
use development in the Southeast and Old Town Kern (Baker and Kentucky Streets) Redevelopment areas. (Target Completion Date: December 2008) 3. Implement housing development in the Southeast
and Old Town Kern Redevelopment areas. 4. Explore the sale of surplus City farm property to build Southeast economy and to generate funds for needed capital improvements. (Target Completion
Date: Spring 2008) GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT GOAL 4.1 : PROVIDE FOR THE LOGICAL PLANNED GROWTH AND DEVELOPMENT OF THE CITY. Target Actions to Meet Goal: 1. Update Metropolitan
Bakersfield General Plan including planning for infrastructure and delivery of public services. 2. Complete construction of the upgrade/expansion of Wastewater Treatment Plant No. 3.
(Target Completion Date: Spring 2010) 3. Facilitate annexations where staff is sensitive to the areas and where support starts with the neighbors. Provide information to explain financial
incentives or other benefits of annexation, including water and sewer service, which encourage urban areas in the County to be annexed into the City. 4. Work with major corporations/homebuilders
and land owners to facilitate master planned additions to Bakersfield including the use of development agreements. 5. Encourage the use of development agreements which provide for cohesive
design and transportation elements and standards to unify master planned communities. 6. Develop strategies to reduce consumption of prime agricultural land for urban development. 7.
Plan for development of City facilities such as fire stations, police stations, parks, and water facilities such as wells and pumps, etc., with other governmental governmental agencies
and organizations and locate such facilities in a manner which will provide economies of scale, reduce costs, and maximize the public benefit of City facilities and other related public
facilities. 281
City Council Goals -November 2007 Page 7 Note: Goals without target completion dates are ongoing. GOAL 4.2 : PROVIDE FOR AND PROTECT THE CITY’S WATER SUPPLY. Target Actions to Meet Goal:
1. Vigorously defend against any potential threats to the City’s water supply and water rights. 2. Provide for future growth and water demands by planning for water facilities in advance
of development. 3. Pursue opportunities to increase the water supply available to the City. GOAL 4.3 : ENCOURAGE THE DEVELOPMENT OF AFFORDABLE HOUSING. Target Actions to Meet Goal: 1.
Support affordable housing for seniors and low/moderate income residents. 2. Encourage and support redevelopment project areas to promote development in the Old Town Kern-Pioneer and
Southeast areas of Bakersfield through use of redevelopment, community planning efforts, and other available revitalization tools. 3. Streamline processes and provide incentives for
first time homebuyers in blighted areas. GOAL 4.4 : PROMOTE THE REDEVELOPMENT OF OLDER AREAS WITHIN WITHIN THE CITY. Target Actions to Meet Goal: 1. Encourage and support redevelopment
and neighborhood improvements in Southeast Bakersfield and on 34th Street area between Chester Avenue and Union Avenue by providing streetlights, street repairs, and median island landscaping
and streetscapes. (Target Completion Date: Phase I -Spring 2008) 2. Develop policies for specific incentives for residential in-fill in blighted areas. 3. Continue program to improve
existing median islands with landscaping and decorative rock features in accordance with City standards throughout the city. 4. Continue code enforcement efforts to help maintain neighborhoods
and improve visual standards. GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE GOAL 5.1 : ENHANCE ECONOMIC DEVELOPMENT OPPORTUNITIES. Target Actions to Meet Goal: 1. Continue to enhance
the TEAM BAKERSFIELD concept and develop a fast-track process for establishing or retaining a business. 282
City Council Goals -November 2007 Page 8 Note: Goals without target completion dates are ongoing. 2. Encourage business retention through programs which collaborate with local organizations
such as trade unions, vocational training centers, schools and universities to provide technical assistance, employee training resources and other business assistance. 3. Attract industries
which are best suited to the advantages of our location, which include availability of energy production, access to major transportation corridors, and geographic diversity for film
locations and recreational activities. 4. Focus on improvements and opportunities within the Southeast and Old Town Kern Redevelopment Project areas, and the Incentive Area. 5. Implement
job creation strategies identified in the Old Town Kern and Southeast Economic development plans which address high unemployment area needs by attracting targeted industries that provide
higher paying jobs which can support families. 6. Assist in business expansion and job job opportunities by encouraging development of workforce training and infrastructure development
which are consistent with identified strategic business attraction goals and build on our existing economic base. GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE GOAL 6.1 : IMPROVE THE VISUAL
APPEARANCE AND LIVABILITY OF THE CITY. Target Actions to Meet Goal: 1. Continue the campaign against littering (Keep Bakersfield Beautiful and CUB Programs) and graffiti. Encourage public
participation in such volunteer efforts. 2. Create landscaped gateways, freeways and arterial roads. Improve freeway and entry point landscape standards. 3. Continue efforts to enhance
the city’s urban forest by promoting the planting, proper care and maintenance of trees throughout the city. GOAL 6.2 : PROVIDE QUALITY RECREATIONAL FACILITIES AND PROGRAMS. Target Actions
to Meet Goal: 1. Facilitate development and encourage corporate capital investments towards cultural and recreational facilities, including the use of grants, contributions, in-kind
services and other unique or appropriate one-time funding sources which may become available, while limiting the use of General Fund revenues for such capital construction. Such facilities
would include a performing and cultural arts center; community recreation buildings; aquatics facilities; and a multipurpose stadium. 2. Pursue National Recreation and Park Association
(NRPA) Accreditation to enhance, promote and foster community image. 3. Continue the operation of existing city swimming pools in a safe and cost effective manner. 283
City Council Goals -November 2007 Page 9 Note: Goals without target completion dates are ongoing. GOAL 6.3 : CONSTRUCT NEW RECREATIONAL AND CULTURAL FACILITIES. Target Actions to Meet
Goal: 1. Begin construction of 40 acre baseball park development. (Target Start Date: January 2008 Completion Date: 2009) 2. Complete design for 200+ acre complex to address soccer,
baseball, aquatic facilities and related needs on Taft Highway. (Target Completion Date: April 2008) 3. Complete design and begin construction of improvements to City recreational facility
(formerly Mesa Marin) adjacent to City in the Hills development in northeast Bakersfield. (Target Completion Date: June 2008) GOAL #7: FISCAL SOLVENCY GOAL 7.1 : PROVIDE FOR THE PRUDENT
USE OF FISCAL RESOURCES. Target Actions to Meet Goal: 1. To incorporate best practices from the private sector as an element of conducting business. 2. To prudently govern all areas
of discretionary spending, including personnel, benefit and pension costs, so that funds to provide provide services can be balanced with the need to attract and retain quality personnel.
3. To conservatively govern the financial operations of the City, so that long-term liabilities are controlled as best as practicable for the benefit of the tax payer. 4. To budget conservatively
by using one-time revenues for capital rather than operating costs, with streets being of particular importance. 5. To preserve General Fund revenues for core services of the City, such
as public safety, streets, parks, and quality of life issues. 6. To respect the history of the City by keeping tax rates, fees and assessments as low as possible while still providing
quality services. 7. To maintain reserves adequate for dealing with contingencies. 284
City Council Goals -November 2007 Page 10 Note: Goals without target completion dates are ongoing. City of Bakersfield -Guiding Principles In addition to the City Council Goals, the
City of Bakersfield recognizes the following guiding principles in providing public services to the Citizens of Bakersfield: • To maintain responsible fiscal policies which insure fiscal
solvency, promote the pursuit of grants and private donations, maintain the lowest possible fee structure for all services and streamline government operations to be more responsive
and cost effective. • To recognize that pension costs are a large percentage of the General Fund and to therefore pursue fiscal policies which prudently govern such costs. • To encourage
utilization of local vendors wherever possible and continue an investment policy that provides opportunities for City funds to be invested locally if all other conditions such as rate
of return are the same. • To attract and foster a qualified workforce by creating an environment that encourages employees to achieve and provide quality customer service. • To maintain
positive and effective labor and employee relations through enhanced employee reward and recognition programs, involving all staff in implementing the goals and objectives of the City.
• Continue to implement cultural diversity in all aspects of the employment process. • Provide safe working conditions and train employees in sound safety practices. • Improve city government
communications which promote a positive image of the City’s projects, programs and accomplishments. • Continue enhancement to the public communications process, including use of television
broadcasts for meetings and to provide public information; enhancement of the city’s WEB site; use of press releases regarding city activities; use of surveys to obtain customer service
and other citizen feedback information; and distribution of city-wide publications. • Provide more positive council interaction with public through improved response to citizen complaints
and inquiries through use of constituent tracking software. • Improve internal Council relations by promoting common goals, respecting individual positions on issues, reducing the level
of “political” decision-making, and conducting annual team building and goal setting sessions. • Work with the County to provide efficient government services for metropolitan area which
reduce the duplication of public services. • Research, evaluate and implement emerging technologies which would enhance the provision of City services by making them more effective and
efficient. • Explore new or alternative funding mechanisms, including the pursuit of grant funding for constructing and staffing new programs and facilities. • Continue to provide consistent
urban services within the metropolitan area defined by the City’s General Plan. • Adhere to City Statement of Water Resources Policy in preserving the quality and quantity of City‘s
Kern River water supplies and water rights of the water resources available to the City. 2
85City Council Goals -November 2007 Page 11 Note: Goals without target completion dates are ongoing. • Maintain, replace and protect the City’s infrastructure (i.e. streets, storm drains,
sewer lines, canal crossings, buildings, structures and facilities, parks, etc.) • Pro-actively pursue intergovernmental legislation at the county, state and federal levels by monitoring,
taking a position and actively pursuing pending legislation; expanding annual lobbying efforts with state and federal representatives; inviting legislators to Council workshops or other
activities; holding joint City Council/County Board of Supervisor meetings to discuss various issues. • Continue to partner with school districts on recreation and education programs
to reduce youth violence, drugs and crime. 286
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AKE RSRD PIONEER DR NORIEGARD EMCKEERD COBB RD HARRISRD PATTON WAY HARRISRD BERKSHIRERD NORRISRD SKINGST PALMAVE NORIEGARD JENKINSRD PANORAMADR OLDFARM RD WEGISAVE PALMAVE HUGHESLN HYLTONLN
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City of Bakersfield, CA Geographical Information Service division of Information Technology. The City of Bakersfield makes no warranty, representation, or guarantee regarding the accuracy
of this map. This map is intended for display purposes only and does not replace official recorded documents. http://geoweb.ci.bakersfield.ca.us/Dec 4, 2006 2007 BAKERSFIELD CITY COUNCIL
WARD BOUNDARIES City of Bakersfield -IT Division 0 1 2Miles park and recreation area For greater detail please refer to our web site. od WARD 1 -Irma Carson WARD 2 -Sue Benham WARD 3
-Ken Weir WARD 4 -David Couch WARD 5 -Harold Hanson WARD 6 -Jacquie Sullivan WARD 7 -Zack Scrivner Kern River bike path Bakersfield City Council Wards 287
CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (1/1/07) 323,213 CITY EMPLOYEES/1,000 4.99
AREA (1/1/07) 131.02 sq. mi. MILES OF STREETS (1/1/08) 1,213 NUMBER OF STREET LIGHTS (1/1/08) 15,426 MILES OF STORM DRAINS (1/1/08) 257 NUMBER OF TRAFFIC SIGNALS (1/1/08) 325 MILES OF
SANITARY SEWERS (1/1/08) 1052 NUMBER OF PARKS AND ACREAGE (1/1/08) 49 PARKS (471 ac.) Prepared by the City Manager’s Office 288
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 City Square Miles 118.51 131.02 120.85 131.02 117.42 0 25 50 75 100 125 150 175 2003 2004 2005 2006 2007 End of Calendar Year Square Miles Annual
Population Growth 295,893 311,824 279,700 323,213 266,784 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 2003 2004 2005 2006 2007 End of Calendar Year Population City
Employees per 1,000 Population 4.95 5.09 5.31 5.17 4.99 0 1 2 3 4 5 6 2003 2004 2005 2006 2007 End of Calendar Year Employees 289
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 GOVERNMENTAL ACTIVITIES TAX REVENUES BY SOURCE LAST SIX FISCAL YEARS Fiscal Year General Property Taxes Sales and Use Taxes Transient Occupancy
Taxes
Business License Taxes Utility Franchise Taxes In-Lieu and Other Taxes Total Taxes 2002 $ 20,675,415 $ 44,033,531 $ 5,493,486 $ 2,123,484 $ 3,754,985 $ 2,826,230 $ 78,907,131 2003 23,523,106
46,283,126 5,747,849 2,244,126 3,680,638 3,035,464 84,514,309 2004 23,926,768 49,237,400 6,069,043 2,459,889 3,974,642 3,696,091 89,363,833 2005 39,464,262 * 58,465,636 6,594,845 2,646,990
4,191,066 4,268,501 115,631,300 2006 49,135,641 * 66,495,453 7,456,838 2,995,555 4,382,644 5,074,460 135,540,591 2007 62,324,076 * 68,367,251 7,954,228 3,404,712 4,970,158 4,047,002
151,067,427 Note: * Includes VLF Triple Flip tax revenue. 290
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 PRINCIPAL PROPERTY TAXPAYERS (JUNE 30, 2007) Taxpayer Type of Business Assessed Valuation % of Total AV Dreyers Grand Ice Cream, Inc. Manufacturing
$ 224,297,480 1.07% Bakersfield Mall LLC Shopping Center $ 148,582,342 0.71% Bakersfield Memorial Hospital Medical $ 107,975,711 0.52% California Water Service Company Utilities $ 103,549,573
0.49% Castle & Cooke Comm. Inc. Real Estate Development $ 84,646,553 0.40% DS Marketplace Bakersfield LLC $ 81,074,882 0.39% Chevron USA LLC Oil Company $ 73,983,960 0.35% San Joaquin
Community Hospital Medical $ 68,741,609 0.33% Lennar Home of California Real Estate Development $ 65,460,744 0.31% State Farm Insurance Company Insurance Company $ 57,700,000 0.28% $
1,016,012,854 4.85% $ 19,929,558,077 95.15% $ 20,945,570,931 100.00% Source: City of Bakersfield FY 2007 Comprehensive Annual Financial Report The ten largest taxpayers comprise only
4.85% of the City's 2006-07 overall taxable assessed value of $20.9 billion. Total taxable assessed value of ten (10) largest taxpayers Total taxable assessed value of other taxpayers
Total taxable assessed value of all taxpayers 291
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 ASSESSED VALUE OF TAXABLE PROPERTY LAST SIX FISCAL YEARS Fiscal Year Residential Property Commercial Property Other Unsecured Less: Tax Exempt
Real Property Total Taxable Assessed Value 2002 $ 7,148,500 $ 1,981,027 $ 1,736,960 $ 513,535 $ 601,905 $ 10,778,117 2003 7,713,303 2,117,283 1,809,671 532,842 645,761 11,527,338 2004
8,760,686 2,341,932 1,879,013 546,353 694,115 12,833,869 2005 9,966,804 2,463,503 1,943,657 565,311 680,115 14,259,160 2006 12,110,090 2,727,174 2,200,212 582,995 731,597 16,888,874
2007 15,371,291 3,104,110 2,655,402 631,452 816,684 20,945,571 Note: Amounts expressed in thousands. Secured 292
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 ASSESSED VALUE OF TAXABLE PROPERTY (JUNE 30, 2007) Source: City of Bakersfield FY 2007 Comprehensive Annual Financial Report The City of Bakersfield's
FY 2007 assessed value is $20.9 billion, up 24.0% over the 2006 value of $16.9 billion and up 46.9% over the 2005 level of $14.3 billion. Assessed value has increased by an average of
18.3% per year from 2003 to 2007. In 2007, Residential Secured Property accounted for 70.6% ($15.4 billion) of total taxable assessed value. Commercial Secured property accounted for
14.3% ($3.1 billion) and Other Secured property was 12.2% ($2.7 billion) of total taxable assessed value in the City. In FY 2007-08, Unsecured property accounted for 2.9% of the total
assessed value. Tax exempt real property totaled $816,684. CITY OF BAKERSFIELD Assessed Value $16,888,874 $14,259,160 $12,833,869 $10,778,117 $11,527,338 $20,945,571 $0 $5,000,000 $10,000,000
$15,000,000 $20,000,000 $25,000,000 2002 2003 2004 2005 2006 2007 Fiscal Year Billions Assessed Value by Class 2007 ($ billions) Other Secured $2.2 12.5% Unsecured $0.58 3.3% Commercial
Secured $2.73 15.5% Residential Secured $12.11 68.7% 293
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 DEMOGRAPHIC AND ECONOMIC STATISTICS LAST SIX FISCAL YEARS Fiscal Year Population (1) Personal Income (2) (millions) Per Capita Personal Income
(2) Median Age (3) Education Level in Years of Formal Schooling (3) (4) Elementary School Enrollment (5) Estimated Unemployment Rate (%) (6) 2002 257,914 $ 15,635 $ 22,565 30.5 70.6%
$ 28,267 11.2% 2003 266,784 16,558 23,215 30.5 72.1% 28,179 12.0% 2004 279,672 17,660 24,067 30.1 72.8% 28,315 12.6% 2005 295,893 18,924 24,999 29.9 72.2% 28,234 8.3% 2006 311,824 20,087
25,748 30.0 71.9% 27,890 7.3% 2007 323,213 ----27,403 8.0%* Notes: (1) State Department of Finance. Estimates are revised periodically to include data that may not have been available
at the time. (2) US Dept of Commerce Bureau of Economic Analysis. As available, figures and estimates should be used for general purposes only. Estimates are revised periodically to
include data that may not have been available at the time. Information is for Bakersfield Metropolitan ((3) US Census Bureau estimates as available for Bakersfield Metropolitan area.
(4) This column shows the percent of the City population 25 years and older who are high school graduates or higher. (5) Ed-Data Education Data Partnership (6) State of California Employment
Development Department (Data shown is for Kern County) * Preliminary Number 294
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 PROPERTY VALUE AND CONSTRUCTION LAST TEN FISCAL YEARS Other Construction Fiscal Year No. of Units Value No. of Units Value Value No. of Units
Value 1998 147 $ 49,241 1,983 $ 197,773 $ 67,281 2,130 $ 314,295 1999 213 78,199 2,088 223,576 36,958 2,301 338,733 2000 140 51,251 1,890 218,656 34,438 2,030 304,345 2001 123 38,113
2,012 261,522 48,067 2,135 347,702 2002 143 70,874 2,445 311,639 57,983 2,588 440,496 2003 141 56,694 2,981 428,534 62,112 3,122 547,340 2004 130 82,003 3,677 568,413 65,878 3,807 716,294
2005 103 62,202 4,291 675,804 115,348 4,394 853,354 2006 76 36,008 5,314 870,190 94,661 5,390 1,000,859 2007 151 69,002 3,532 564,588 101,835 3,683 735,425 Note: Property value reported
in thousands. Commercial Construction Residential Construction Total Construction 295
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 OPERATING INDICATORS BY FUNCTION Function 2002 2003 2004 2005 2006 2007 2008 Police Physical arrests --14,380 14,567 16,677 24,463 -Parking violations
10,772 10,407 10,139 9,992 10,572 9,146 -Traffic violations 27,688 35,813 32,475 22,833 -17,950 25,000 Vehicle Impounds --8,605 8,304 9,105 9,328 11,000 Fire Number of calls answered
16,695 21,727 23,101 24,348 25,735 22,505 -Inspections -3,496 2,555 3,610 3,906 5,996 -Emergency Responses --23,101 24,000 25,736 22,505 24,000 Structure Fires --412 440 10,404 1,374
1,460 Highway and Streets Street resurfacing (miles) 61 55 18 22 73 55 60 Striping of City Streets (miles) --686 686 730 849 950 Sanitation Refuse collected (tons/day) 71,649 74,400
80,246 85,332 91,110 101,800 -Recyclables collected (tons/day) 22,358 24,808 28,032 31,155 34,588 33,100 -Greenwaste Processed (tons) --144,691 144,691 168,224 179,125 183,120 Culture
and Recreation Athletic field permits issued 2,880 2,940 3,036 3,396 3,528 2,463 -Community center admissions 44,637 74,060 61,216 59,962 89,478 124,465 -Water New connections 1,523
1,739 1,518 2,056 2,109 1,862 600 Water main breaks 38 47 15 42 43 87 -Average daily consumption (mgd) 27.763 29.011 31.691 31.790 32.139 31.894 -Wastewater Average daily sewage treatment
(mgd) 28.18 28.72 30.05 29.95 30.54 31.12 32.08 Fiscal Year Ending 296
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 CAPITAL ASSET STATISTICS BY FUNCTION Function 2002 2003 2004 2005 2006 2007 2008 Land Area 115.15 116.44 117.42 118.51 120.85 131.02 -Public Safety
Police Stations/Substations 3 3 4 4 4 4 4 Fire Stations 12 12 13 13 13 13 13 Sanitation Collection trucks 34 35 38 42 44 55 -Highways and Streets Streets (miles) 909 942 983 1,028 1,069
1,178 1,213 Streetlights 11,747 12,056 12,756 13,316 14,101 14,965 15,426 Traffic Signals 264 268 280 293 302 314 325 Culture and Recreation Parks acreage 399 399 398 432 432 447 471
Parks 45 46 45 46 46 48 49 Swimming Pools 9 9 7 6 6 6 6 Tennis courts 11 11 11 11 11 11 11 Community centers 3 3 3 3 3 3 3 Water Water mains (miles) ---409 589 710 -Fire hydrants 7,578
7,933 8,365 8,518 9,040 9,600 -Sewers Sanitary sewers (miles) 825 857 889 921 962 1,028 1,052 Storm sewers (miles) 150 159 173 189 204 244 257 Maximum treatment capacity (mgd) 35 35
35 41 41 41 -Fiscal Year Ending 297
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 PERSONNEL COMPLEMENT BY DIVISION Authorized Authorized Authorized Authorized Change Adopted Division FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08
FY 2008-09 FY 2008-09 Mayor 1.00 1.00 1.00 1.00 0.00 1.00 Total Legislative 1.00 1.00 1.00 1.00 0.00 1.00 City Manager 6.00 6.00 8.00 8.00 0.00 8.00 City Clerk 7.00 7.00 7.00 7.00 0.00
7.00 Human Resources 9.00 9.00 12.00 13.00 0.00 13.00 Risk Management 3.00 3.00 4.00 4.00 0.00 4.00 Information Technology 23.00 28.00 34.00 37.00 0.00 37.00 Total Executive 48.00 53.00
65.00 69.00 0.00 69.00 Administration 4.00 4.00 6.00 5.00 0.00 5.00 Accounting and Reporting 12.00 14.00 14.00 16.00 0.00 16.00 Treasury 10.00 10.00 10.00 10.00 0.00 10.00 Purchasing
4.00 4.00 4.00 4.00 0.00 4.00 Total Financial Services 30.00 32.00 34.00 35.00 0.00 35.00 Legal Counsel 8.00 9.00 12.00 13.00 0.00 13.00 Total City Attorney 8.00 9.00 12.00 13.00 0.00
13.00 Administration 123.00 123.00 124.00 137.00 0.00 137.00 Operations 235.00 264.00 291.00 295.00 295.00 0.00 295.00 Investigations 89.00 89.00 89.00 85.00 0.00 85.00 Total Police
Services 447.00 476.00 504.00 517.00 0.00 517.00 Administration 8.00 9.00 9.00 10.00 0.00 10.00 Fire Safety 20.00 21.00 22.00 22.00 0.00 22.00 Fire Suppression 172.00 176.00 179.00 180.00
0.00 180.00 Total Fire Services 200.00 206.00 210.00 212.00 0.00 212.00 298
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 PERSONNEL COMPLEMENT BY DIVISION Authorized Authorized Authorized Authorized Change Adopted Division FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08
FY 2008-09 FY 2008-09 Administration 8.00 8.00 9.00 10.00 0.00 10.00 TRIP 0.00 0.00 6.00 7.00 0.00 7.00 Engineering 55.00 58.00 61.00 63.00 (2.00) 61.00 General Services 60.00 61.00
72.00 75.00 0.00 75.00 Streets 67.00 86.00 94.00 98.00 0.00 98.00 Equipment 52.00 53.00 57.00 61.00 0.00 61.00 Wastewater 29.00 29.00 31.00 32.00 0.00 32.00 Solid Waste 100.00 105.00
110.00 110.00 0.00 110.00 Total Public Works 371.00 400.00 440.00 456.00 (2.00) 454.00 Agricultural Water 19.45 19.45 19.45 23.00 0.00 23.00 Domestic Water 3.55 3.55 4.55 2.00 0.00 2.00
Total Water Resources 23.00 23.00 24.00 25.00 0.00 25.00 Rabobank Arena * 6.00 5.00 5.00 4.00 0.00 4.00 Total Rabobank Arena 6.00 5.00 5.00 4.00 0.00 4.00 Administration 10.00 10.00
11.00 12.00 0.00 12.00 Parks 82.00 99.00 136.00 144.00 0.00 144.00 Recreation 11.00 12.00 13.00 14.00 0.00 14.00 Total Recreation & Parks 103.00 121.00 160.00 170.00 0.00 170.00 Planning
19.00 23.00 29.00 29.00 0.00 29.00 Building 48.00 58.00 69.00 65.00 (3.00) 62.00 Total Development Services 67.00 81.00 98.00 94.00 (3.00) 91.00 Community Development 9.00 9.00 9.00
9.00 0.00 9.00 Economic Development 8.00 8.00 8.00 8.00 0.00 8.00 Convention & Visitors Bureau N/A N/A N/A 5.00 0.00 5.00 Total ED/CD 17.00 17.00 17.00 22.00 0.00 22.00 Total Personnel
1,321.00 1,424.00 1,570.00 1,618.00 (5.00) 1,613.00 *Note: Remaining City employees that did not become employees of SMG. 299
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE 1 2 3 4 5 26030 ACCOUNTANT I 180 20.6640 21.699 22.789 23.924 25.121 A 26039 ACCOUNTANT I -TEMP 780 19.8630 A 57950 ACCOUNTANT
II G30 28.6870 30.122 31.630 33.211 34.871 C 26050 ACCOUNTING CLERK I 030 14.1240 14.829 15.574 16.355 17.169 A 26059 ACCOUNTING CLERK I -TEMP 735 13.5770 A 26060 ACCOUNTING CLERK II
055 15.6090 16.389 17.212 18.07 18.975 A 26070 ACCOUNTING CLERK II -CGCC 055 15.6090 16.389 17.212 18.070 18.975 A 26069 ACCOUNTING CLERK II -TEMP 745 15.0040 A 57960 ACCOUNTING SUPERVISOR
G45 31.6440 33.226 34.889 36.635 38.469 C 26040 ADMINISTRATIVE ANALYST I 235 22.8870 24.032 25.225 26.484 27.813 A 26049 ADMINISTRATIVE ANALYST I-TEMP 787 22.0000 A 26110 ADMINISTRATIVE
ANALYST II 285 24.4830 25.724 27.027 28.399 29.832 A 56130 ADMINISTRATIVE ANALYST III G30 28.6870 30.122 31.630 33.211 34.871 C 22010 ADMINISTRATIVE ASSISTANT I 180 20.6640 21.699 22.789
23.924 25.121 A 22019 ADMINISTRATIVE ASSISTANT I-TE 780 19.8630 A 22020 ADMINISTRATIVE ASSISTANT II 215 22.1460 23.259 24.418 25.637 26.918 A 14140 AIR CONDITIONING TECH I 200 21.0730
22.133 23.237 24.403 25.629 A 17570 AIR CONDITIONING TECH II 230 22.5970 23.726 24.915 26.153 27.461 A 59020 AIRPORT SUPERVISOR G30 28.6870 30.122 31.630 33.211 34.871 C 27200 ANIMAL
CONTROL OFFICER 010 12.8840 13.525 14.201 14.913 15.664 A 27209 ANIMAL CONTROL OFFICER -TEM 860 12.3840 A 57180 ANIMAL CONTROL SUPERVISOR G15 24.4500 25.675 26.961 28.312 29.724 C 57130
APPLICATIONS SYSTEMS SUPV G38 30.6050 32.134 33.740 35.431 37.204 C 90539 AQUATICS COORDINATOR -TEMP 872 12.5000 A 14210 AQUATICS MAINTENANCE TECH 201 21.0810 22.140 23.238 24.406 25.622
A 90499 AQUATICS SPECIALIST I -TEMP 843 8.2500 A 90489 AQUATICS SPECIALIST II -TEMP 851 9.0000 A 88330 ASSISTANT BUILDING DIRECTOR M33 43.9810 46.184 48.488 50.915 53.464 D 88090 ASSISTANT
CITY ATTORNEY M60 51.4560 54.032 56.735 59.574 62.552 D 57440 ASSISTANT CITY CLERK G25 27.0040 28.355 29.772 31.264 32.827 C 89120 ASSISTANT CITY MANAGER M60 51.4560 54.032 56.735 59.574
62.552 D 88070 ASSISTANT FINANCE DIRECTOR M24 40.2680 42.281 44.397 46.615 48.946 D 88120 ASSISTANT FIRE CHIEF M45 49.6530 52.144 54.745 57.479 60.362 D 88122 ASSISTANT FIRE CHIEF-SUPPRESS
M03 35.4660 37.24 39.103 41.061 43.11 D 25040 ASSISTANT PLANNER 235 22.8870 24.032 25.225 26.484 27.813 A 25049 ASSISTANT PLANNER -TEMP 787 22.0000 A 88320 ASSISTANT PLANNING DIRECTOR
M24 40.2680 42.281 44.397 46.615 48.946 D 88520 ASSISTANT POLICE CHIEF M66 55.5360 58.314 61.232 64.295 67.512 D 90119 ASSISTANT POOL MANAGER 854 9.5000 A 57150 ASSISTANT SUPERINTENDENT
G45 31.6440 33.226 34.889 36.635 38.469 C 89330 ASSISTANT TO THE CITY MANAGER M12 38.6440 40.578 42.608 44.737 46.975 D 88250 ASSOCIATE ATTORNEY M02 28.7590 30.201 31.711 33.296 34.964
D 27060 ASSOCIATE PLANNER 360 28.7590 30.201 31.711 33.296 34.964 A 27069 ASSOCIATE PLANNER -TEMP 798 27.6450 A 27070 ASSOCIATE PLANNER-COMM DEV 360 28.7590 30.201 31.711 33.296 34.964
A 27240 ASST CODE ENFORCEMENT OFFICER 060 16.7690 17.609 18.493 19.42 20.39 A 89900 ASST DIR OF OF INFORMATION TECH M06 35.0560 36.805 38.644 40.583 42.610 D 88900 ASST DIRECTOR REC
& PARKS M29 42.6770 44.809 47.051 49.403 51.875 D # POSITION TITLE GRADE STEP (HOURLY RATE) OT 300
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE # POSITION TITLE GRADE 1 2 3 4 5 OT STEP (HOURLY RATE) 89340 ASST ECONOMIC DEVELOPMENT DIR M25 40.6190 42.651 44.787 47.030 49.376
D 88050 ASST PUBLIC WORKS DIRECTOR M54 50.6930 53.228 55.89 58.687 61.622 D 90049 ASST SITE MANAGER I -TEMP 854 9.5000 A 90039 ASST SITE MANAGER II -TEMP 856 10.0000 A 87890 ASST TO
THE PUBLIC WORKS DIR M06 35.0560 36.805 38.644 40.583 42.610 D 27360 AUDIO VISUAL SPECIALIST 150 20.0480 21.061 22.101 23.208 24.37 A 26470 BENEFITS TECHNICIAN 285 24.4830 25.724 27.027
28.399 29.832 A 58620 BLDG INSP III -PLMBG & MECH G40 31.0270 32.581 34.212 35.92 37.72 C 27140 BLDG INSPECTOR I 210 22.0310 23.146 24.308 25.544 26.843 A 27149 BLDG INSPECTOR I -TEMP
782 21.1780 A 27080 BLDG INSPECTOR II 265 24.2330 25.449 26.718 28.057 29.455 A 27089 BLDG INSPECTOR II -TEMP 790 23.2940 A 58600 BLDG INSPECTOR III G40 31.0270 32.581 34.212 35.920
37.720 C 58610 BLDG INSPECTOR III -ELEC SPE G40 31.0270 32.581 34.212 35.92 37.72 C 89150 BUILDING DIRECTOR M48 47.7690 50.159 52.668 55.302 58.067 D 58609 BUILDING INSPECTOR III -TEMP
610 29.8250 C 13100 BUILDING MAINTAINER II 030 14.1240 14.829 15.574 16.355 17.169 A 27169 BUILDING PERMIT TECH -TEMP 782 21.1780 A 27160 BUILDING PERMIT TECHNICIAN 210 22.0310 23.146
24.308 25.544 26.843 A 57880 BUSINESS MANAGER G45 31.6440 33.226 34.889 36.635 38.469 C 27520 BUYER I 060 16.7690 17.609 18.493 19.420 20.390 A 27540 BUYER II 180 20.6640 21.699 22.789
23.924 25.121 A 88500 C V B MANAGER M18 38.7030 40.643 42.676 44.807 47.053 D 13350 CANAL TENDER II 090 17.4380 18.308 19.217 20.192 21.193 A 57270 CHIEF CODE ENFORCEMENT OFFICE G52
33.6100 35.288 37.057 38.911 40.860 C 89200 CITY ATTORNEY M83 83.0460 D 89250 CITY CLERK M09 37.5540 39.432 41.405 43.474 45.649 D 89300 CITY MANAGER M89 102.6970 D 89960 CITY TREASURER
M09 37.5540 39.432 41.405 43.474 45.649 D 58360 CIVIL ENGINEER III G60 36.3180 38.136 40.043 42.049 44.149 C 58369 CIVIL ENGINEER III -TEMP 620 34.9110 C 88380 CIVIL ENGINEER IV M42
45.7480 48.035 50.44 50.44 52.96 55.611 D 90239 CLERICAL AIDE/RECEPTIONIST 800 8.0000 A 26180 CLERK STENO I 015 13.4860 14.164 14.869 15.611 16.396 A 26220 CLERK TYPIST I 005 12.3040
12.922 13.562 14.246 14.959 A 26221 CLERK TYPIST I -T-STEP 700 9.2710 A 26229 CLERK TYPIST I -TEMP 725 11.8270 A 26228 CLERK TYPIST I -TEMP T-STEP 700 9.2710 A 26230 CLERK TYPIST II
025 13.9350 14.633 15.370 16.134 16.941 A 26239 CLERK TYPIST II -TEMP 732 13.3950 A 27250 CODE ENFORCEMENT OFFR I 250 23.1460 24.308 25.544 26.843 28.185 A 27259 CODE ENFORCEMENT OFFR
I -TEM 788 22.2490 A 27260 CODE ENFORCEMENT OFFR II 295 25.4490 26.718 28.057 29.462 30.936 A 27269 CODE ENFORCEMENT OFFR II -TE 793 24.4630 A 57260 CODE ENFORCEMENT OFFR III G40 31.0270
32.581 34.212 35.920 37.720 C 79950 COMMUNICATIONS CENTER SUPV N15 24.7240 25.964 27.261 28.626 30.059 C 89940 COMMUNICATIONS COORDINATOR M08 36.8050 38.644 40.578 42.608 44.737 D 57900
COMMUNICATIONS ENGINEER G45 31.6440 33.226 34.889 36.635 38.469 C 301
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE # POSITION TITLE GRADE 1 2 3 4 5 OT STEP (HOURLY RATE) 79970 COMMUNICATIONS OPERATIONS SUP N45 31.9980 33.598 35.278 37.046 38.898
C 27379 COMMUNICATIONS TECH I -TEMP 782 21.1780 A 27389 COMMUNICATIONS TECH II -TEMP 795 25.0220 A 27370 COMMUNICATIONS TECHNICIAN I 210 22.0310 23.146 24.308 25.544 26.843 A 27380 COMMUNICATIONS
TECHNICIAN II 300 26.0310 27.329 28.698 30.128 31.634 A 21509 COMMUNITY REL SPECIALIST-TEMP 761 16.9240 A 21500 COMMUNITY RELATIONS SPECIALIS 092 17.6060 18.491 19.417 20.393 21.405
A 25200 COMPUTER DRAFTING TECH I 115 19.1590 20.108 21.117 22.175 23.277 A 25209 COMPUTER DRAFTING TECH I-TEMP 770 18.4160 A 25240 COMPUTER DRAFTING TECH II 225 22.4540 23.574 24.753
25.993 27.29 A 25250 CONSTRUCTION INSPECTOR I 210 22.0310 23.146 24.308 25.544 26.843 A 25259 CONSTRUCTION INSPECTOR I-TEMP 782 21.1780 A 25260 CONSTRUCTION INSPECTOR II 295 25.4490
26.718 28.057 29.462 30.936 A 88460 CONSTRUCTION SUPERINTENDENT M18 38.7030 40.643 42.676 44.807 47.053 D 99989 COUNCILMEMBER 887 100.0000 A 21600 CRIME ANALYST 210 22.0310 23.146 24.308
25.544 26.843 A 51440 CRIME PREVENTION SUPERVISOR G45 31.6440 33.226 34.889 36.635 38.469 C 26170 DATA ENTRY CLERK 030 14.1240 14.829 15.574 16.355 17.169 A 26179 DATA ENTRY CLERK -TEMP
735 13.5770 A 88260 DEPUTY CITY ATTORNEY I M39 44.8680 47.116 49.476 51.948 54.549 D 88080 DEPUTY CITY ATTORNEY II M54 50.6930 53.228 55.890 58.687 61.622 D 26350 DEPUTY CITY CLERK 070
17.1520 18.01 18.912 19.856 20.842 A 88280 DEPUTY FIRE CHIEF M57 53.7520 56.443 59.266 62.230 65.342 D 41040 DETECTIVE P25 27.2550 28.633 30.086 31.611 33.209 A 41049 DETECTIVE -TEMP
605 26.9850 A 25070 DEVELOPMENT ASSISTANT 235 22.8870 24.032 25.225 26.484 27.813 A 25060 DEVELOPMENT ASSOCIATE 360 28.7590 30.201 31.711 33.296 34.964 A 25069 DEVELOPMENT ASSOCIATE
-TEMP 798 27.6450 A 89460 DEVELOPMENT SERVICES DIRECTOR M63 52.1720 54.779 57.520 60.396 63.416 D 25020 DEVELOPMENT SPECIALIST 150 20.0480 21.061 22.101 23.208 24.37 A 88200 DIR OF FIRE
PREV/ENV SERVICES M18 38.7030 40.643 42.676 44.807 47.053 D 89870 DIR OF INFORMATION TECHNOLOGY M42 45.7480 48.035 50.44 52.96 55.611 D 58200 DIRECTOR OF ENVIRONMENTAL SVS G60 36.3180
38.136 40.043 42.049 44.149 C 88040 DIRECTOR OF OPERATIONS -PARK M18 38.7030 40.643 42.676 44.807 47.053 D 89000 DIRECTOR RECREATION & PARKS M63 52.1720 54.779 57.520 60.396 63.416 D
89360 ECONOMIC DEVELOPMENT DIRECTOR M71 55.9650 58.765 61.704 64.789 68.032 D 14139 ELECTRICAL ASSISTANT 871 12.4800 A 14130 ELECTRICAL TECHNICIAN I 205 21.4640 22.546 23.663 24.841
26.095 A 14100 ELECTRICAL TECHNICIAN II 263 24.1740 25.372 26.644 27.978 29.374 A 25120 ENGINEER I 315 26.6770 28.012 29.417 30.888 32.428 A 25129 ENGINEER I -TEMP 797 25.6440 A 25150
ENGINEER II 375 30.6810 32.213 33.824 35.52 37.291 A 25159 ENGINEER II -TEMP 799 29.4920 A 58300 ENGINEER III -WASTEWATER G60 36.3180 38.136 40.043 42.049 44.149 C 25180 ENGINEERING
AIDE I 050 15.5040 16.274 17.085 17.934 18.836 A 25189 ENGINEERING AIDE I -TEMP 742 14.9030 A 25210 ENGINEERING AIDE II 090 17.4380 18.308 19.217 20.192 21.193 A 25220 ENGINEERING AIDE
III 115 19.1590 20.108 21.117 22.175 23.277 A 302
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE # POSITION TITLE GRADE 1 2 3 4 5 OT STEP (HOURLY RATE) 88390 ENGINEERING SERVICES MANAGER M48 47.7690 50.159 52.668 55.302 58.067
D 25270 ENGINEERING TECHNICIAN I 265 24.2330 25.449 26.718 28.057 29.455 A 13500 FACILITY WORKER 010 12.8840 13.525 14.201 14.913 15.664 A 13509 FACILITY WORKER -TEMP 860 12.3840 A 13508
FACILITY WORKER -TEMP T 860 12.3840 A 89350 FINANCE DIRECTOR M63 52.1720 54.779 57.52 60.396 63.416 D 26080 FINANCIAL INVESTIGATOR 070 17.1520 18.010 18.912 19.856 20.842 A 68130 FIRE
BATT CHIEF-DAYS F65 38.9470 40.895 42.941 45.094 47.343 D 68132 FIRE BATT CHIEF-SUPPRESS F60 27.8180 29.211 30.673 32.209 33.817 C 67180 FIRE CAPTAIN -DAYS F55 32.0210 33.641 35.337
37.124 39.007 A 67182 FIRE CAPTAIN -SUPPRESSION F50 22.8720 24.036 25.237 26.526 27.867 A 89400 FIRE CHIEF M74 61.7390 64.825 68.073 71.472 75.048 D 26260 FIRE DISPATCHER I 045 15.4670
16.238 17.054 17.909 18.802 A 26269 FIRE DISPATCHER I -TEMP 740 14.8680 A 26290 FIRE DISPATCHER II II 075 17.1700 18.035 18.935 19.882 20.875 A 26299 FIRE DISPATCHER II -TEMP 755 16.5050
A 32150 FIRE ENGINEER -DAYS F30 26.7980 28.165 29.580 31.081 32.660 A 32152 FIRE ENGINEER -SUPPRESSION F15 19.1420 20.111 21.118 22.199 23.325 A 68440 FIRE MARSHAL/TRAINING OFFICER F70
40.8550 42.900 45.046 47.302 49.659 A 27040 FIRE PLANS EXAMINER 325 27.5900 28.986 30.454 32 33.613 A 21470 FIRE PREVENTION/ENVIRON OFFR 250 23.1460 24.308 25.544 26.843 28.185 A 32202
FIREFIGHTER -SUPPRESSION F10 17.3460 18.217 19.142 20.109 21.118 A 32260 FIREFIGHTER TRAINEE -DAYS F01 16.3120 A 32262 FIREFIGHTER TRAINEE -SUPPRES F05 13.8830 14.591 15.328 16.096 16.933
A 14330 FLEET MECHANIC I 110 19.1330 20.091 21.089 22.146 23.259 A 14280 FLEET MECHANIC II 245 23.1610 24.317 25.533 26.802 28.148 A 14300 FLEET MECHANIC III 260 24.0320 25.243 26.526
27.862 29.276 A 14060 FLEET SERVICE WORKER I 050 15.5040 16.274 17.085 17.934 18.836 A 14069 FLEET SERVICE WORKER I -TEMP 742 14.9030 A 14061 FLEET SERVICE WORKER I T-STEP 715 11.6840
A 14068 FLEET SERVICE WORKER I-TEMP-T 715 11.6840 A 14460 FLEET SERVICE WORKER II 090 17.4380 18.308 19.217 20.192 21.193 A 22130 FLEET SERVICES SYSTEMS ANALYS 145 20.0200 21.023 22.077
23.179 24.339 A 88400 FLEET SUPERINTENDENT M18 38.7030 40.643 42.676 44.807 47.053 D 21510 GENERAL SERVICES COORDINATOR 115 19.1590 20.108 21.117 22.175 23.277 A 88510 GENERAL SERVICES
SUPT M18 38.7030 40.643 42.676 44.807 47.053 D 25140 GIS ANALYST 280 24.1080 25.319 26.585 27.916 29.310 A 57140 GIS SUPERVISOR G32 29.1670 30.629 32.158 33.767 35.461 C 25000 GIS TECHNICIAN
097 18.1360 19.041 19.987 20.997 22.039 A 25009 GIS TECHNICIAN -TEMP 882 17.4330 A 27230 HAZARDOUS MATERIALS SPECIALIS 325 27.5900 28.986 30.454 32.000 33.613 A 90809 HEARING OFFICER
778 18.0000 A 13220 HEAVY EQUIP OPERATOR -WATER 183 20.8950 21.930 23.031 24.191 25.391 A 13230 HEAVY EQUIP OPR-SW & RECYCLIN 183 20.8950 21.93 23.031 24.191 25.391 A 13210 HEAVY EQUIPMENT
OPR -PARKS 183 20.8950 21.930 23.031 24.191 25.391 A 13200 HEAVY EQUIPMENT OPR -STREETS 183 20.8950 21.93 23.031 24.191 25.391 A 25080 HELP DESK SPECIALIST 085 17.4070 18.280 19.198
20.159 21.168 A 27010 HUMAN RESOURCES ANALYST I 235 22.8870 24.032 25.225 26.484 27.813 A 303
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE # POSITION TITLE GRADE 1 2 3 4 5 OT STEP (HOURLY RATE) 27019 HUMAN RESOURCES ANALYST I TEM 787 22.0000 A 27000 HUMAN RESOURCES
ANALYST II 315 26.6770 28.012 29.417 30.888 32.428 A 26440 HUMAN RESOURCES CLERK 070 17.1520 18.010 18.912 19.856 20.842 A 89910 HUMAN RESOURCES MANAGER M42 45.7480 48.035 50.44 52.96
55.611 D 57020 HUMAN RESOURCES SUPERVISOR G45 31.6440 33.226 34.889 36.635 38.469 C 26400 HUMAN RESOURCES TECHNICIAN 215 22.1460 23.259 24.418 25.637 26.918 A 26409 HUMAN RESOURCES TECHNICIAN-TE
785 21.2880 A 56990 HYDROGRAPHIC SUPERVISOR G45 31.6440 33.226 34.889 36.635 38.469 C 24350 INDUSTRIAL WASTE INSPECTOR 210 22.0310 23.146 24.308 25.544 26.843 A 24359 INDUSTRIAL WASTE
INSPECTOR-TE 782 21.1780 A 13490 LABORER 001 9.2270 9.689 10.175 10.686 11.220 A 13499 LABORER -TEMP 840 8.8700 A 26310 LEGAL SECRETARY 095 18.0090 18.910 19.861 20.848 21.884 A 26319
LEGAL SECRETARY -TEMP 765 17.3120 A 13190 LIGHT EQUIPMENT OPERATOR-WATE 094 17.8730 18.766 19.698 20.695 21.722 A 13180 LIGHT EQUIPMENT OPR -PARKS 094 17.8730 18.766 19.698 20.695 21.722
A 13170 LIGHT EQUIPMENT OPR -STREETS 094 17.8730 18.766 19.698 20.695 21.722 A 13179 LIGHT EQUIPMENT OPR-STREETS-T 762 17.1810 A 14200 MAINT CRAFTWORKER I 201 21.0810 22.140 23.238 24.406
25.622 A 13080 MAINTAINER -CGCC 030 14.1240 14.829 15.574 16.355 17.169 A 14220 MAINTENANCE CRAFTWORKER II 229 22.5830 23.725 24.916 26.182 27.512 A 86090 MANAGEMENT ASSISTANT M05 22.8870
24.032 25.225 26.484 27.813 D 25010 MARKETING & EVENTS SPECIALIST 150 20.0480 21.061 22.101 23.208 24.370 A 99999 MAYOR 890 919.5400 A 13270 MOTOR SWEEPER OPERATOR 160 20.1040 21.109
22.166 23.265 24.434 A 25100 NETWORK SYSTEMS ANALYST 220 22.2140 23.323 24.488 25.712 27.001 A 25130 NETWORK SYSTEMS ENGINEER 297 25.5770 26.864 28.221 29.650 31.151 A 25119 NETWORK
SYSTEMS TECH -TEMP 776 18.9160 A 25110 NETWORK SYSTEMS TECHNICIAN 130 19.6790 20.662 21.703 22.785 23.927 A 90153 OFFICIAL I 872 12.5000 A 90163 OFFICIAL II 881 15.0000 A 26410 PARK
& LANDSCAPE DESIGNER 350 28.2870 29.702 31.188 32.747 34.386 A 59800 PARK CONSTRUCTION & FAC PLNR G55 35.6020 37.384 39.254 41.217 43.277 C 90199 PARK SECURITY GUARD -TEMP 861 11.9080
A 13310 PARK SERVICES COORDINATOR 115 19.1590 20.108 21.117 22.175 23.277 A 24500 PARK SERVICES TECHNICIAN 145 20.0200 21.023 22.077 23.179 24.339 A 24440 PARK TECHNICIAN 265 24.2330
25.449 26.718 28.057 29.455 A 88480 PARKS SUPERINTENDENT M18 38.7030 40.643 42.676 44.807 47.053 D 24349 PARTS & INVENTORY SPEC -TEMP 869 14.9030 A 24340 PARTS & INVENTORY SPECIALIST
050 15.5040 16.274 17.085 17.934 18.836 A 88310 PERMIT AND PLAN CHECK MANAGER M18 38.7030 40.643 42.676 44.807 47.053 D 27029 PLAN CHECKER -TEMP 794 26.5210 A 27020 PLAN CHECKER-ELECTRICAL
SPEC 325 27.5900 28.986 30.454 32.000 33.613 A 27030 PLAN CHECKER-PLUMB & MECH SPE 325 27.5900 28.986 30.454 32 33.613 A 27050 PLAN CHECKER-RESIDENTIAL SPEC 325 27.5900 28.986 30.454
32.000 33.613 A 89450 PLANNING DIRECTOR M48 47.7690 50.159 52.668 55.302 58.067 D 25030 PLANNING TECHNICIAN 185 21.0230 22.072 23.173 24.330 25.551 A 25039 PLANNING TECHNICIAN -TEMP
781 20.2090 A 304
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE # POSITION TITLE GRADE 1 2 3 4 5 OT STEP (HOURLY RATE) 90409 POLICE CADET 800 8.0000 A 88530 POLICE CAPTAIN M51 50.3630 52.88
55.522 58.304 61.214 D 89500 POLICE CHIEF M80 65.4730 68.751 72.190 75.803 79.584 D 51300 POLICE CRIME LAB SUPERVISOR G30 28.6870 30.122 31.63 33.211 34.871 C 26370 POLICE DISPATCHER
I 075 17.1700 18.035 18.935 19.882 20.875 A 26379 POLICE DISPATCHER I -TEMP 755 16.5050 A 26380 POLICE DISPATCHER II 100 18.2660 19.185 20.139 21.148 22.208 A 26389 POLICE DISPATCHER
II -TEMP 767 17.5580 A 21200 POLICE LAB TECHNICIAN 245 23.1610 24.317 25.533 26.802 28.148 A 88540 POLICE LIEUTENANT M30 45.2410 47.507 49.883 52.38 55.005 D 41250 POLICE OFFICER P10
24.2140 25.435 26.720 28.072 29.493 A 77360 POLICE SERGEANT P55 34.2560 35.966 37.768 39.658 41.644 C 21450 POLICE SERVICE TECHNICIAN 060 16.7690 17.609 18.493 19.420 20.390 A 21459
POLICE SERVICE TECHNICIAN-TEM 750 16.1190 A 41430 POLICE TRAINEE P05 19.3380 20.303 21.320 22.388 23.509 A 90139 POOL MANAGER 858 11.0000 A 59890 PRINCIPAL PLANNER G55 35.6020 37.384
39.254 41.217 43.277 C 59899 PRINCIPAL PLANNER TEMP 615 34.2220 C 26360 PROGRAM COORDINATOR -PERM 060 16.7690 17.609 18.493 19.420 20.390 A 90059 PROGRAM COORDINATOR I -TEMP 858 11.0000
A 90079 PROGRAM COORDINATOR II -TEMP 865 11.5000 A 90029 PROGRAM LEADER I -TEMP 845 8.5000 A 90019 PROGRAM LEADER II -TEMP 851 9.0000 A 25090 PROGRAMMER ANALYST 290 24.8220 26.066 27.366
28.734 30.168 A 25099 PROGRAMMER ANALYST -TEMP 884 23.8600 A 57350 PROPERTY ROOM SUPERVISOR G20 25.1730 26.435 27.753 29.141 30.597 C 59710 PUBLIC INFORMATION OFFICER G30 28.6870 30.122
31.630 33.211 34.871 C 89560 PUBLIC WORKS DIRECTOR M77 59.3760 62.344
65.463 68.739 72.173 D 88060 PUBLIC WORKS OPERATIONS MGR M48 47.7690 50.159 52.668 55.302 58.067 D 27510 PUBLIC/FIRE SAFTETY EDUC SPEC 180 20.6640 21.699 22.789 23.924 25.121 A 59920
PURCHASING OFFICER G45 31.6440 33.226 34.889 36.635 38.469 C 26000 REAL PROPERTY AGENT I 100 18.2660 19.185 20.139 21.148 22.208 A 26010 REAL PROPERTY AGENT II 360 28.7590 30.201 31.711
33.296 34.964 A 86100 REAL PROPERTY MANAGER M10 36.8050 38.644 40.578 42.608 44.737 D 57910 RECORDS SUPERVISOR G45 31.6440 33.226 34.889 36.635 38.469 C 26020 RECREATION SPECIALIST 180
20.6640 21.699 22.789 23.924 25.121 A 26390 REVENUE PROGRAM AIDE 065 17.0150 17.861 18.745 19.691 20.675 A 86020 RISK MANAGER M08 36.8050 38.644 40.578 42.608 44.737 D 13420 SANITATION
WORKER II 090 17.4380 18.308 19.217 20.192 21.193 A 90143 SCOREKEEPER 800 8.0000 A 26450 SECRETARY I 055 15.6090 16.389 17.212 18.070 18.975 A 26459 SECRETARY I -TEMP 745 15.0040 A 26490
SECRETARY II 070 17.1520 18.010 18.912 19.856 20.842 A 26499 SECRETARY II -TEMP 752 16.4870 A 41270 SENIOR POLICE OFFICER P15 25.4350 26.720 28.072 29.493 30.989 A 26460 SENIOR POLICE
RECORDS CLERK 070 17.1520 18.01 18.912 19.856 20.842 A 27340 SENIOR PROPERTY TECHNICIAN 150 20.0480 21.061 22.101 23.208 24.370 A 25160 SENIOR SALES REPRESENTATIVE 235 22.8870 24.032
25.225 26.484 27.813 A 305
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE # POSITION TITLE GRADE 1 2 3 4 5 OT STEP (HOURLY RATE) 13709 SERVICE MAINTENANCE WKR-TEMP 866 14.9030 A 13708 SERVICE MAINTENANCE
WKR-TEMP 715 11.6840 A 13700 SERVICE MAINTENANCE WORKER 050 15.5040 16.274 17.085 17.934 18.836 A 13701 SERVICE MAINTENANCE WORKER-T 715 11.6840 A 13460 SEWER MAINTAINER II 097 18.1360
19.041 19.987 20.997 22.039 A 13470 SEWER MAINTAINER III 140 19.9250 20.913 21.96 23.061 24.209 A 90179 SITE MANAGER I -TEMP 856 10.0000 A 90189 SITE MANAGER II -TEMP 862 10.5000 A 89130
SOLID WASTE DIRECTOR M48 47.7690 50.159 52.668 55.302 58.067 D 13430 SOLID WASTE EQUIPMENT OPERATO 115 19.1590 20.108 21.117 22.175 23.277 A 88560 SOLID WASTE SUPERINTENDENT M18 38.7030
40.643 42.676 44.807 47.053 D 57010 SPECIAL EVENTS MGR -RABOBANK G55 35.6020 37.384 39.254 41.217 43.277 C 59700 SPECIAL PROJECTS MANAGER G55 35.6020 37.384 39.254 41.217 43.277 C 13640
SPRAY RIG OPR/PEST CONTROL AD 105 18.3070 19.22 20.183 21.193 22.253 A 57410 STAGE MANAGER -CGCC G25 27.0040 28.355 29.772 31.264 32.827 C 88640 STREET MAINTENANCE SUPT M18 38.7030 40.643
42.676 44.807 47.053 D 90389 STUDENT HELP 800 8.0000 A 59880 SUPERVISING FIRE DISPATCHER G05 20.4970 21.522 22.601 23.732 24.923 C 57110 SUPERVISOR I G15 24.4500 25.675 26.961 28.312
29.724 C 57080 SUPERVISOR I -CGCC G15 24.4500 25.675 26.961 28.312 29.724 C 57119 SUPERVISOR I -TEMP 600 23.5030 C 57120 SUPERVISOR II G30 28.6870 30.122 31.63 33.211 34.871 C 57830
SUPERVISOR II -RECREATION G30 28.6870 30.122 31.630 33.211 34.871 C 55470 SUPERVISOR-SURVEY OPERATIONS G35 29.4050 30.88 32.421 34.044 35.744 C 57840 SUPV II-W W PRETREAT REV PROG G30
28.6870 30.122 31.630 33.211 34.871 C 25280 SURVEY PARTY CHIEF I 210 22.0310 23.146 24.308 25.544 26.843 A 25300 SURVEY PARTY CHIEF II 265 24.2330 25.449 26.718 28.057 29.455 A 57160
TECHNOLOGY SERVICES SUPERVISO G25 27.0040 28.355 29.772 31.264 32.827 C 14479 TRADES MAINT WORKER -TEMP 877 16.7620 A 14478 TRADES MAINT WORKER TEMP-T 720 12.8250 A 14470 TRADES MAINTENANCE
WORKER 090 17.4380 18.308 19.217 20.192 21.193 A 88370 TRAFFIC ENGINEER M42 45.7480 48.035 50.44 52.96 55.611 D 25290 TRAFFIC OPERATIONS TECHNICIAN 263 24.1740 25.372 26.644 27.978 29.374
A 14190 TRAFFIC PAINTER II 090 17.4380 18.308 19.217 20.192 21.193 A 17190 TRAFFIC PAINTER III 115 19.1590 20.108 21.117 22.175 23.277 A 15310 TRAFFIC SIGNAL TECHNICIAN 263 24.1740 25.372
26.644 27.978 29.374 A 41060 TRAINING OFFICER P25 27.2550 28.633 30.086 31.611 33.209 A 26250 TRANSCRIBING TYPIST 040 14.8530 15.595 16.378 17.193 18.057 A 26259 TRANSCRIBING TYPIST-TEMP
737 14.2780 A 13620 TREE MAINTAINER II 097 18.1360 19.041 19.987 20.997 22.039 A 13630 TREE MAINTAINER III 115 19.1590 20.108 21.117 22.175 23.277 A 57500 URBAN FORESTER G45 31.6440
33.226 34.889 36.635 38.469 C 13480 UTILITY WORKER 030 14.1240 14.829 15.574 16.355 17.169 A 13489 UTILITY WORKER-TEMP 735 13.5770 A 14360 W W TREAT PLANT LAB TECH 165 20.5300 21.557
22.635 23.763 24.956 A 14390 W W TREATMENT PLANT OPR I 065 17.0150 17.861 18.745 19.691 20.675 A 14420 W W TREATMENT PLANT OPR II 115 19.1590 20.108 21.117 22.175 23.277 A 14430 W W
TREATMENT PLANT OPR III 229 22.5830 23.725 24.916 26.182 27.512 A 306
CITY OF BAKERSFIELD FISCAL YEAR 2008-09 SALARY SCHEDULE # POSITION TITLE GRADE 1 2 3 4 5 OT STEP (HOURLY RATE) 88690 WASTEWATER MANAGER M48 47.7690 50.159 52.668 55.302 58.067 D 14290
WASTEWATER PLANT MECHANIC 245 23.1610 24.317 25.533 26.802 28.148 A 88680 WASTEWATER TREATMENT SUPT M18 38.7030 40.643 42.676 44.807 47.053 D 89110 WATER RESOURCES DIRECTOR M48 47.7690
50.159 52.668 55.302 58.067 D 89160 WATER RESOURCES MANAGER M71 55.9650 58.765 61.704 64.789 68.032 D 88570 WATER RESOURCES SUPERINTENDEN M18 38.7030 40.643 42.676 44.807 47.053 D 25050
WEBMASTER 220 22.2140 23.323 24.488 25.712 27.001 A 307
City Budget Process The City Budget Process as adopted by Policy Resolution No. 81-97 is intended to provide guidelines for the preparation of the annual City budget whereby the City
Manager provides to the full City Council an overview of the City’s fiscal position and the proposed budget for the upcoming fiscal year. Subsequently, each department head presents
an oral presentation of their departments proposed activities, programs and financial requirements. The City Council considers and reviews the budget information as presented by the
City Manager and Departments and adopts the budget no later than June 30th of each year. The Council may at any time refer specific budget issues to the Budget and Finance Committee
as necessary. 308
Budget Calendar JANUARY 2 CIP forms and guidelines distributed to departments. Departments to begin working on CIP Worksheets (project scope, justifications, cost estimates, funding
sources, priority, etc.) 25 Salary Projection review 30 Budget Kickoff Meeting FEBRUARY 1 CIP Carryovers due 8 Last date to enter Salary Projection changes 13 Revenue projections due
to Finance for all funds other than Enterprise Funds 15 New Personal Requests and Internal Service Requests due 27 Enterprise Fund revenue projections due to Finance Department’s CIP
Budget due to City Manager’s Office, including transmittal memo with Department Head signature MARCH 5 Goals and Objectives and Organizational Charts due Operating Budgets (with transmittal)
due to City Manager’s Office APRIL 4 City Manager’s recommended budget available to departments on-line 7 First review of department budget presentations 21 Final review of department
presentations MAY 7 City Manager’s Budget Overview Presentation to Council and Budget Workshop 12 Department Budget Presentations/Council Workshop: General Government, Fire, Development
Services, Water, Finance, Police and Rabobank Arena JUNE 5 CIP Budget to Planning Commission 9 Department Budget Presentations/Council Workshop: City Attorney, Recreation & Parks, Public
Works, and EDCD 11 Department Budget Presentations/Council Workshop: Proposed FY 2008-09 Operating, Redevelopment Agency (RDA), and Capital Improvement Plan (CIP) Budgets and Appropriations
Limit 25 City Council Adoption of FY 2008-09 Operating, Redevelopment Agency (RDA), and Capital Improvement Plan (CIP) Budgets and Appropriations Limit 309
Operating Budget The City of Bakersfield's Operating Budget is a planning document that mirrors the City Council's established goals and policies. By providing service delivery based
on City Council Goals and Guiding Principles, City departments ensure that the activities they undertake are those that are articulated by the City Council, and are important to the
community. Since the Operating Budget implements Council Goals and Policies, it is only natural that the budget document highlights specific program service objectives and action statements
that demonstrate how those goals and policies will be realized. Annually, City departments develop action plans that target progress toward or successful completion of Council goals.
While funding for departmental budgets is prepared using a line-item budget – a budget that focuses on what is to be purchased – overall decisions and long-range planning efforts are
concentrated at the program level. This essentially means that the City Council is looking at service service delivery from the perspective of providing viable, quality programs to the
citizens of Bakersfield. STRUCTURE OF THE OPERATING BUDGET Within each department category is a hierarchy of what constitutes the Operating Budget. This hierarchy, which is detailed
below, provides a basis for how programs are structured and service is delivered to the community. Goal – A goal represents a long-term condition or end result. It describes a vision
or philosophy about major social and environmental concerns of the community. Significant Budget Changes – A significant budget change represents a major departure from historical practice
or treatment of a program or line item within a department’s budget. Action Plan – An action plan qualitatively or quantitatively identifies the service to be provided. Action plans
are specific in nature and directly correlate to achieving the results of the department or division goal. Service Level Indicators – The service level indicators describe in specific
and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Service level indicators are derived from the action plan.
Expenditure Line Items – The smallest expenditure detail in department budgets. 310
Basis of Accounting and Budgeting All governmental fund types, Agency Funds and the Discretely Presented Component Unit are accounted for using the modified-accrual basis of accounting.
Under the modified-accrual basis, revenues are recognized when they become measurable and available as net current assets. Taxpayer-assessed gross receipts and sales taxes are considered
“measurable” when in the hands of intermediary collecting governments and are, therefore, recognized as revenue at that time. Property taxes are recognized as revenue in the fiscal year
during which they are levied, adjusted for amounts considered to be collectible more than 60 days beyond the fiscal year-end or ultimately uncollectible. Those revenues susceptible to
accrual are property taxes, franchise taxes, special assessments, licenses, interest revenue and charges for services. Sales taxes collected and held by the state at year end on behalf
of the government also are recognized as revenue. Fines and permits are not susceptible to accrual because generally they are not measurable until received in cash. Expenditures are
generally recognized under the modified-accrual basis of accounting when the related fund liability is incurred. An exception is interest on general long-term debt which is not accrued
but is recorded when due. Proceeds from issuance of longterm debt are recognized as other financing sources when received, and repayments are recognized as expenditures when due. All
proprietary fund types and Pension Trust Funds are accounted for using the accrual basis of accounting. The revenues of these funds are recognized when they are earned, and their expenses
are recognized when they are incurred. Unbilled service revenues, which are not significant, are not recognized as revenues. BUDGETS AND BUDGETARY ACCOUNTING The procedures established
by the City Council in adopting the budgetary data reflected in the financial statements are as follows: 1. Prior to June 1, the City Manager submits to the City Council a proposed operating
budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them. 2. Public hearings are conducted to obtain
taxpayer comments. 3. Prior to July 1, the budget is legally enacted through passage of a resolution. 4. Budgets are adopted for all governmental fund types and are prepared on a basis
consistent with generally accepted accounting principles. 311
Basis of Accounting and Budgeting continued 5. The City Manager is authorized to transfer budgeted amounts between departments within any fund and approve reductions of budgeted amounts.
Since expenditures may not exceed budgeted appropriations at the fund level, any revisions that alter the total appropriations of any fund are to be approved by the City Council. Projects
budgeted within the fiscal year but not yet completed can be reappropriated the following fiscal year with City Manager approval. All other unencumbered appropriations lapse at year-end.
Encumbered amounts are reappropriated in the ensuing fiscal year budget. 312
Investment Policy The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 213-03, is intended to provide guidelines for the prudent investment of the City
of Bakersfield’s temporary idle cash, and outline the policies for maximizing the efficiency of the City’s cash management system. It is the policy of the City to invest public funds
in a manner which will provide safety of principal and at least a market rate of return while meeting the daily cash flow demands of the City. Investments will conform to all statutes
governing the investment of public funds. The primary goals of the investment policy are: • To assure compliance with all Federal, State and Local laws governing the investment of public
funds under the control of the City Treasurer. • To maintain the principal value of financial assets and ensure ample liquidity to meet operating expenditures. • Within the constraints
of safety and liquidity, and within the parameters of this Investment Policy generate a market rate rate of return. The ultimate goal is to enhance the economic status of the City of
Bakersfield while protecting the safety of its financial assets. 313
Budget Amendment Process I. STATEMENT A. Generally, a budget is a financial plan including appropriations, which constitute expenditure authorizations with specific limitations as to
amount, purpose and time. Administrative budgetary control is exercised within each fund for each department at the object group level. The object groups are as follows: 1. Personnel
Services 2. Operations (Supplies and Services) 3. Council Contingency 4. Capital Outlay 5. Debt Service 6. Interfund Transfers II. PROCEDURE A. City Council authorization is required
in order to: 1. Increase the total appropriations of a fund. 2. Transfer appropriations from one fund to another fund. 3. Transfer appropriations from Council Contingency Object Account
to another object account. 4. Transfer appropriations from capital improvement subprograms to operating subprograms. B. City Manager (or designee) authorization is required in order
to: 1. Decrease the total appropriations of a fund. 2. Transfer appropriations from operating subprograms subprograms to capital improvement subprograms for funded projects within a
fund. 3. Transfer appropriations from one funded capital improvement project to another funded capital improvement project within a fund. 4. Transfer appropriations from one department
operating subprogram to another department operating subprogram within a fund. 5. Transfer appropriations from one operating object group to another operating object group within a fund.
C. Department Head (or designee) authorization is required in order to: 1. Transfer appropriations from one operating subprogram to another operating subprogram (within a department),
within the same object group and fund. 2. Transfer of appropriations from one object account to another object account within the same object group and subprogram and fund is permitted,
but is discouraged. D. Appropriations carried forward from the prior year are to be used only for the purpose originally intended. Therefore, the transfer of carried forward appropriations
to current budget appropriation is not permitted. 314
GLOSSARY
Glossary -A -ACCOUNTING SYSTEM – The total structure of records and procedures to discover, record, classify, summarize, and report information on the financial position and the results
of operations of a government or any of its funds, fund types, or organizational components. ACCRUAL BASIS OF ACCOUNTING - An accounting method that recognizes and reports a financial
transaction when it occurs, rather that when cash is paid or received. ACTION PLAN – An action plan qualitatively or quantitatively identifies a service to be provided. Action plans
are specific in nature and directly correlate to achieving the department goal. ACTIVITY – A specific line of work performed by one or more governmental components for accomplishing
a function for which the government is responsible. ADOPTED BUDGET – A financial plan presented, reviewed and approved by the governing body for the upcoming fiscal year. ALLOCATION
– (1) A portion of a lump-sum appropriation designated for specific organization units and/or special purposes, activities, or objects. (2) The designated number of full-time regular
positions approved for each budget unit. ANNUAL OPERATING BUDGET – An outline of planned governmental expenditures, revenues, activities, programs and objectives for the fiscal year.
A financial plan that consists of policy and funding priorities, as well as a presentation of the economic outlook for a given fiscal year. APPROPRIATION – A legal authorization and
allocation granted by the Council to make expenditures of governmental resources (revenues) for specific purposes. ASSET - An economic resource or probable future benefit obtained or
controlled by a particular entity as a result of past transactions or events. AUDIT – A review of the city’s accounts by an independent accounting firm to substantiate year-end fund
balances, reserves, and cash on hand. AUTHORIZED POSITIONS – Employee positions, which are authorized in the adopted budget, to be filled during the year. -B -BALANCED BUDGET – Management
of the financial plan with the objective of ensuring that expenditures do not exceed revenues. 315
Glossary continued BOND - A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity
date(s), together with periodic interest at a specified rate. The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended
period of time, similar to the manner in which a homeowner repays a mortgage. A bond differs from a note in two ways. A bond is issued for a longer period of time than a note and requires
greater legal formality. Bonds are primarily used to finance capital projects. BUDGET AMENDMENT – Legal means by which an adopted expenditure authorization or limit is increased and
could be authorized with a publication, a hearing, or a recertification of the budget. BUDGET CALENDAR - A timetable showing when particular tasks must be completed in order for the
council to approve the spending plan before the beginning of the next fiscal year. BUDGET DOCUMENT – – The instrument used by the budget-making authority to present a comprehensive financial
program to the City Council. Once adopted by the City Council, it becomes the City’s Annual Operating Budget. The operating budget provides for direct services and support functions
of the City (e.g., Police, Fire, Public Works, etc.). The capital budget (Capital Improvement Program) provides for improvements to the City’s infrastructure and facilities, and utilizes
long-term financing instruments. (See also Adopted Budget, Annual Operating Budget, Balanced Budget, Capital Improvement Program Budget, Operating Budget.) BUDGET HEARING – A public
meeting to allow citizens to comment on the proposed budget. BUDGET MANUAL - A booklet prepared by the budget office that includes, at a minimum, the budget calendar, the forms departments
need to prepare their budget requests, and a description of the budget process. BUDGET MESSAGE – A general discussion of the proposed budget as presented in writing by the budget-making
authority to the City Council, including the primary budget issues and policy changes found in the proposed budget. The City’s budget message is presented as the City Manager’s letter
in the proposed and adopted budget documents. BUDGETARY BASIS – This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes
one of three forms: GAAP, cash, or modified accrual. -C -CDBG – Community Development Block Grant. Used to account for resources provided by the Federal Housing and Community Development
Act of 1974 for the elimination of slums and blight, housing conservation and improvements of community services. CAPITAL IMPROVEMENTS – Any significant physical acquisition, construction,
replacement, or improvement to a City service delivery system. 316
Glossary continued CAPITAL IMPROVEMENT PROGRAM BUDGET – A five-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and facilities.
Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be expended in each year, and the proposed method of financing the projects. (For
more information see the CIP section of this document.) CAPITAL OUTLAY – Expenditures used to purchase fixed assets costing more than $1,000. CARRY-OVER – Appropriated funds that remain
unspent at the end of a fiscal year and are allowed to be retained in the appropriating budget and expended in subsequent fiscal years for the purpose designated. CASH FLOW - The net
cash balance at any given point. The treasurer prepares a cash budget that projects the inflow, outflow, and net balance of cash reserves on a daily, weekly, and monthly basis. CASH
FUND BALANCE – The cash available for expenditure after all current obligations are paid or encumbered and all current revenues are received. The cash fund balance does not include allowances
for depreciation, asset value and other non-cash accounting items. CITY COUNCIL – The legisative (governing) body of the City. (A list of current Councilmembers and their respective
wards is available on the first page of this document.) CITY MANAGER – An official appointed and employed by an elected council to direct the administration of a city government on a
day-to-day basis. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) - Usually referred to by its abbreviation, this report summarizes financial data for the previous fiscal year in a standardized
format. The CAFR is organized by fund and contains two basic types of information: (1) a balance sheet that compares assets with liabilities and fund balance and (2) an operating statement
that compares revenues with expenditures. CONSUMER PRICE INDEX (CPI) – A statistical description of price levels provided by the UNITED STATES Department of Labor. The index is used
as a measure of the increase in the cost of living (i.e., economic inflation). CONTINGENCY – Funds set aside for unforeseen emergencies or unanticipated uses. CONTRACTUAL SERVICES –
A cost related to a legal agreement. Examples include insurance premiums, utility costs, printing services and temporary employees (hired through a private firm). COUNCIL – MANAGER GOVERNMENT
– A system of local government that combines political leadership of elected officials in the form of a governing body, with day-to-day management by a City Manager. 317
Glossary continued COUNCILMEMBER – Elected official who represents the interests of the citizens of a specified ward within the City. Councilmembers serve four-year terms. (A list of
current Councilmembers and their respective wards is available on the first page of this document.) -D -DEBT SERVICE – Payment of principal and interest of an obligation resulting from
the issuance of bonds or notes. DEBT SERVICE REQUIREMENT – The amount of money required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and payments
required for accumulating monies for future retirement of term bonds. DEPARTMENT – A major organizational unit of the City that has management responsibility for a group of related operations.
DEPRECIATION – (1) The process of accounting for expiration in the service life of a fixed asset due to deterioration, inadequacy and obsolescence. This is calculated by taking the cost
of the fixed asset less any salvage value, prorated over the estimated service life of the asset. (2) The portion of depreciation charged as an expense during a particular period. This
accounting transaction does not involve a cash expense or affect the cash available for operations. DISTINGUISHED BUDGET PRESENTATION AWARDS PROGRAM – A voluntary awards program administered
by the Government Finance Officers Association (GFOA) to encourage governments to prepare effective budget documents. DIVISION – A sub-unit of a department that encompasses a substantial
portion of the duties assigned to a department. May consist of several sections, which in turn may consist of clearly defined activities. -E -ECONOMIC DEVELOPMENT – The process of attracting
new businesses by use of incentives or innovative financing methods. EFFICIENCY – Effective operation as measured by a comparison of production with cost (as in energy, time, and money),
or the ratio of the useful energy delivered by a dynamic system to the energy supplied to it. EFFECTIVENESS – Producing a decided, decisive, or desired effect. EMPLOYEE (OR FRINGE) BENEFITS
– Contributions made by a government to meet commitments or obligations for employees beyond base pay. The government’s share of costs for Social Security and the various pension, medical
and life insurance plans are included. 318
Glossary continued ENCUMBERANCE – Obligations in the form of purchase orders or contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved.
Encumbrances are eliminated when paid or when an actual liability is established. ENTERPRISE FUND – A fund established to account for a service which should be paid for by those who
use the service. Belong to the group of funds called “proprietary” and account for operations that provide services to the community at large. ENTITLEMENTS – Payments to which local
governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the state or federal government. EQUIPMENT MANAGEMENT FUND –
Used to account for the cost of operating and maintaining a maintenance facility for vehicular, telecommunications and computer equipment used by other City departments. EXPENDITURE
– Use of funds for payment of current operating expenses, payment of bonds, and payment of major purchases. purchases. Expenditures are budgeted by function: personnel (salaries and
benefits), operating, capital, non-departmental, and debt services. EXPENSE – Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges.
-F -FTE – Full-Time Equivalent. A measure of the total quantity of all employees. The FTE converts all employee work activity into a number equivalent to work activity hours performed
by full-time employees. This serves as a standard measure among departments. A standard 40-hour per week full-time employee is equivalent to 1 FTE. (e.g., if a seasonal employee is calculated
at 25%, the FTE is calculated at 0.25.) FEDERAL AND STATE GRANTS AND CONTRIBUTIONS – Revenue received from the federal and state governments under an administrative agreement to provide
financial assistance for programs such as low-cost housing, youth programs, health-related programs, or other federal and state-supported projects. FEES – Monies paid to the government
for expenses incurred for providing special services. FINANCING – Furnishing the necessary funds to operate or conduct a program or business. Funds can be raised internally, borrowed,
or received from a grant. FINES AND PENALTIES – Revenue derived primarily from Municipal Court fines, forfeits, and penalties. FISCAL POLICY – A government’s policies with respect to
revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning
and programming, or government budgets and their funding.
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Glossary continued FISCAL YEAR – The 12-month budget period, beginning on July 1, to which the annual operating budget applies. At the end of the fiscal year, the government determines
its financial position and the results of its operations. FIXED ASSET – An asset of a long-term character such as land, building, machinery, furniture, and other equipment, with a value
greater than $1,000 and a useful life of longer than one year. FIXED COST – A cost that varies little relative to the service level provided. FULL-TIME EQUIVALENT POSITION (FTE) – A
position converted to the decimal equivalent based on 2,080 hours per year. For example, a summer lifeguard working 8 hours per day for 4 months, or 690 hours, would be equivalent to
0.3 of a full-time position. FUND – An accounting entity with accounts for recording revenues and expenditures to carry on specific purposes. FUND BALANCE – The total dollars remaining
after current expenditures for operations and debt service for capital improvements are subtracted from the sum of the beginning fund balance and current resources. -G -GAAP – Generally
Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting
principles. GAS TAX – A tax on the sale of fuel dedicated to transportation. GENERAL FUND – The City’s principle operating account, which is supported primarily by taxes and fees having
no restriction on their use. GOALS – A long-term condition or end result. It describes a vision or philosophy about major social and environmental concerns of the community. The City
of Bakersfield’s goals are: (1) Provide Quality Public Safety Services; (2) Enhance the City’s Transportation Network; (3) Continue Positive Downtown Development; (4) Plan for Growth
and Development; (5) Strengthen and Diversify our Economic Base; (6) Promote Community Pride and Image; and, (7) Fiscal Solvency. GOVERNING BODY – Consists of one Mayor, elected at large,
and seven Councilmembers, each representing a ward within the City. (A list of the current governing body is available on the first page of this document.) GOVERNMENTAL FUNDS – An accounting
entity used to account for operations that rely mostly on current assets and current liabilities. Governmental funds include the General Fund, special revenue funds, enterprise funds
and redevelopment funds. GRANT – A grant is contributions or gifts of cash or other assets from another organization or governmental entity for use in a specific purpose, activity, or
facility. 320
Glossary continued -H -HUD – United States Department of Housing & Urban Development. A federal agency that is charged with increasing homeownership, supporting community development,
and improving access to affordable housing. HUD administers the CDBG (Community Development Block Grant) program. -I -INDIRECT COSTS – Those elements of cost necessary in the production
of a good or service that are not directly traceable to the product or service. INFRASTRUCTURE – The physical assets or foundation of the City, including buildings, parks, streets, and
water and sewer systems. INTEREST EARNINGS – Revenue derived from the proper management of the City’s assets, through investment of public funds being held until expended or distributed
to other units of government. INTERGOVERNMENTAL REVENUE – Revenue received from federal, state, and other local government sources in the form of grants, shared revenues, and payments
in-lieu of taxes. INTERNAL SERVICE FUND – A fund used to account for the centralized financing of of goods or services provided by one department or agency to other government departments
or agencies, or to other governments, on a cost-reimbursement basis. Internal service funds belong to the “proprietary” group of funds. The City of Bakersfield uses internal service
funds for the central administration of insurance and equipment replacement. -L -LAWS – A binding custom or practice of a community: a rule of conduct or action prescribed or formally
recognized as binding or enforced by a controlling authority. LICENSES – A legal document issued by a government granting privileges to the holder to engage in regulated activity. All
licenses issued by the City of Bakersfield are for regulatory purposes and are based on the premise of protecting the public safety, health, and general welfare. Licenses are issued
after certain requirements and standards are fulfilled. LINE ITEM – The smallest expenditure detail in department budgets. The line item also is referred to as an “object”, with numerical
“object codes” used to identify expenditures in the accounting system. -M -MAYOR – Elected official who presides over business that is brought before the City Council. 321
Glossary continued MODIFIED-ACCRUAL BASIS – Revenue is recognized when it becomes measurable and available as net current assets. Expenditures are recognized when the related fund liability
is incurred. -O -OBJECTIVE – A readily measurable statement of an expected accomplishment within the fiscal year. OPERATING BUDGET – A budget which applies to all costs other than those
for capital improvement projects or major purchases. This refers more to the day-to-day operations of the City. OPERATING EXPENDITURES – Those costs which are associated with the general
operations of departments, exclusive of personnel and capital expenditures. Typical examples include materials and supplies, contractual services, travel, and other miscellaneous expenses.
OPERATING REVENUES – Funds that the government receives as income to pay for ongoing operation. It includes such items as taxes, fees from specific services, interest earnings, and grant
revenues. Operating revenues are used to pay for day-to-day services. ORDINANCE – A A formal legislative enactment by the City Council, which has the full force of law within the boundaries
of the municipality unless pre-empted by a higher form of law, such as a state statute or constitutional provision. (See also resolution). -P -PERSONNEL EXPENDITURES – All costs related
to compensating employees, including employee benefit costs such as the City’s contribution for retirement, social security, and health and life insurance. PRINCIPAL – The base amount
of debt, which is the basis for interest computations. PROGRAM SERVICE OBJECTIVE – The program service objective describes in specific and measurable terms the results a program (within
a particular division) is expected to achieve within a given time frame. Program service objectives are derived from City Council Goals. PROGRAM – A group of related activities performed
by one or more organizational units for the purpose of accomplishing a function for which the division or department is responsible. PROPERTY TAX – A tax levied on real property. PROPOSED
BUDGET – A schedule of revenues and expenditures submitted by various departments or divisions to be reviewed and considered for the upcoming fiscal year. 322
Glossary continued PROPRIETARY FUNDS – Accounting entities to account for operations similar to a private enterprise with a balance sheet that incorporates long-term debt obligations,
assets and liabilities, and depreciation. Enterprise funds and internal service funds are “proprietary” funds. PUBLIC HEARING - An open meeting regarding proposed operating or capital
budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals. -R -REFUSE FUND – Rates charged by the City cover operations and maintenance
costs associated with refuse service and street sweeping. RESERVE – A portion of fund equity legally restricted for a specific purpose or not available for appropriation and subsequent
spending. It is normally set aside in funds for emergencies or unforeseen expenditures not otherwise budgeted. RESOLUTION - A legislative enactment that has less legal formality than
an ordinance and has a lower legal status. RESOURCES – Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. REVENUE – Money
received from taxes, fees, permits, licenses, interest, intergovernmental sources, and other sources. RISK MANAGEMENT FUND – Provides a self-funded program for general liability and
workers’ compensation insurance. -S -SERVICE – A specific deliverable provided to the public. It has a specific budget, as well as performance measures to determine the benefits received.
A service is ultimately aligned to one of the Council’s seven goals. SERVICE LEVEL INDICATORS – The service level indicators describe in specific and measurable terms the results a program
(within a particular division) is expected to achieve within a given time frame. Service level indicators are derived from the action plan. SIGNIFICANT BUDGET CHANGES – A significant
budget change represents a major departure from historical practice or treatment of a program or line item within a department’s budget. SPECIAL ASSESSMENTS – Compulsory charges levied
by a government to finance current or permanent public services to a particular group of persons or properties. SPECIAL REVENUE FUND – An accounting entity to record revenue that is
legally destined for a specific purpose and the expenditure of the dedicated revenue. 323
Glossary continued SPHERE OF INFLUENCE (SOI) – A plan, adopted by Kern Local Agency Formation Commission (LAFCo), for the probable physical boundaries and service area of the City. -T
-TAX INCREMENT FINANCING – Use of taxes collected within a specifically designated area for repayment of tax increment debt and major infrastructure expenditures. TAXES – Compulsory
assessments levied by a government for the purpose of financing services performed for the common benefit of the citizens. Taxes do not include specific charges made against particular
persons or property for current or permanent benefit, such as special assessments. Generally includes property taxes, sales taxes, franchise taxes, business license taxes, real property
transfer taxes, and transient occupancy taxes. TRANSIENT OCCUPANCY TAX – Used to account for Transient Occupancy Tax Revenues (Hotel Tax) and expenditures funded by this revenue source.
TRANSPORTATION DEVELOPMENT FUND – Used to account for funds collected from fees paid to mitigate the traffic impacts to the regional circulation system caused by a development project.
The fees are paid when a building permit for the development project is obtained, and are based upon the amount of traffic the development will generate. TRUST FUND – Used when the City
is custodian of money to be reserved and spent for a special purpose. -U -UNENCUMBERED BALANCE – The amount of an appropriation that is neither expended nor encumbered. It is essentially
the amount of money still available for future purposes. UNRESERVED FUND BALANCE – The portion of a fund’s balance that is not restricted for a specific purpose and is available for
general appropriation. USER CHARGES/FEES – These represent payment for services which would not be provided to the individual if the charge were not paid. 324