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HomeMy WebLinkAboutFY 2011-12 City of Bakersfield Adopted BudgetAbout the Cover The FY 2011-12 budget cover represents a wide variety of projects, activities and facilities the City has recently completed or is currently working to complete. Water Flowing in the Kern River: Staff is working to secure additional water rights within the Kern River and if secured, the City plans to run the water in the river through the City. The picture depicts the comingling of the urban landscape with the natural beauty of the Kern River as it flows through the City. (Credit: Gilbert Vega) Westside Parkway Construction: Work continues on the construction of the Westside Parkway that will eventually extend from Truxtun Avenue to Heath Road. Initial construction work includes a 4.25 mile, six-lane freeway from Mohawk Street to Allen Road with full interchanges at Mohawk Street, Coffee Road and Calloway Drive. Construction includes bridges at Jewetta Avenue and Allen Road and sound walls adjacent to residential areas. (Credit: Gilbert Vega) Creekview Villas Redevelopment: The 36-unit townhome development is currently under construction, with the first phase schedule for completion in late 2011. The townhomes, located in the South Mill Creek area, are part of a residential and commercial mixed-use redevelopment project. (Credit: Southwest Consulting, Inc.) Bakersfield Sports Village: The first phase of the 170-acre sports park opened in spring 2011 which includes eight lighted soccer fields and supporting facilities. When completed, the Sports Village will consist of 16 soccer fields, 12 baseball fields, 6 football fields and a community center. Surrounding areas will feature a park with a lake for family outings and two restaurant-shopping plazas. (Credit: City of Bakersfield Public Works Department). Fire Station #14: Located at 5815 Mountain Vista Dr, the station is the newest within the City. Opened in 2010, the single company station is 8,000 square feet. (Credit: Bakersfield Fire Department) Wastewater Treatment Plant #3: The facility expansion at Plant #3 is the single largest Capital Improvement Project in the City’s history. Completed in 2010, the facility presently has the capacity to treat 32 million gallons of wastewater per day – double the capacity prior to expansion. (Credit: Gilbert Vega) Background Image: The Park at Riverwalk at dusk. (Credit: Bakersfield Convention & Visitors Bureau) CITY OF BAKERSFIELD FINAL BUDGET FY 2011 – 12 MAYOR Harvey L. Hall CITY COUNCILMEMBERS Rudy Salas 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 Russell Johnson Councilmember, Ward 7 Submitted by Alan Tandy City Manager CITY OF BAKERSFIELD EXECUTIVE STAFF Alan Tandy City Manager Virginia Gennaro City Attorney Doug Greener Fire Chief Dianne Hoover Recreation and Parks Director Donna Kunz Economic Development Director Greg Williamson Police Chief Raul Rojas Public Works Director Nelson Smith Finance Director Jim Eggert Planning Director Phil Burns Building Director Art Chianello Water Resources Manager i TABLE OF CONTENTS BUDGET MESSAGE Letter of Transmittal ................................................................................................ iv Distinguished Budget Presentation Award ....................................................... xix Organizational Chart ........................................................................................... xxii Employee Incentive Program ........................................................................... xxiii BUDGET SUMMARIES ............................................................................................... 1 General Background .............................................................................................. 2 Exhibits Resources and Appropriations – General Fund ............................................ 12 General Fund Budget Charts ........................................................................... 13 Resources and Appropriations – Operating Budget – All Funds ................ 14 Operating Budget – All Funds Charts ............................................................. 15 Operating Fund Distribution ............................................................................. 16 Operating Fund Distribution Charts................................................................. 17 Resources and Appropriations – All Funds ..................................................... 18 Resources – All Funds Chart ............................................................................. 19 Appropriations by Function – All Funds Chart ............................................... 20 Departmental Appropriations by Fund .......................................................... 21 General Fund – Appropriations by Department........................................... 25 Financial Summary – All Funds ......................................................................... 27 Estimated Balances – June 30, 2012 ............................................................... 31 Interfund Transfers – Summary ......................................................................... 32 Interfund Transfers – Detail ................................................................................ 33 FY 2011-12 Appropriations Limitation .............................................................. 34 REVENUES ............................................................................................................... 35 Exhibits Property/Sales Tax Revenues Graphs ............................................................. 38 Transient Occupancy 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 LEGISLATIVE ........................................................................................................... 45 Legislative ............................................................................................................... 46 Mayor & City Council ........................................................................................... 48 EXECUTIVE .............................................................................................................. 53 City Manager ......................................................................................................... 56 City Clerk ................................................................................................................ 59 Human Resources ................................................................................................. 63 Risk Management ................................................................................................. 68 Information Technology ....................................................................................... 71 FINANCIAL SERVICES ............................................................................................ 75 Administrative Services ......................................................................................... 78 Table of Contents (Continued) ii Accounting and Reporting ................................................................................. 80 Treasury ................................................................................................................... 82 Purchasing .............................................................................................................. 84 CITY ATTORNEY ..................................................................................................... 87 POLICE SERVICES .................................................................................................. 93 Headquarters ......................................................................................................... 97 Support Services .................................................................................................. 101 Operations ............................................................................................................ 113 Investigations ....................................................................................................... 125 FIRE SERVICES ...................................................................................................... 131 Administration ...................................................................................................... 134 Fire Safety ............................................................................................................. 137 Fire Suppression ................................................................................................... 139 PUBLIC WORKS .................................................................................................... 143 Administrative Services ....................................................................................... 151 Thomas Roads Improvement Program (TRIP) ................................................. 153 Engineering .......................................................................................................... 157 General Services ................................................................................................. 162 Streets .................................................................................................................... 167 Equipment ............................................................................................................ 170 Wastewater .......................................................................................................... 174 Solid Waste ........................................................................................................... 178 WATER RESOURCES ............................................................................................. 181 Agricultural Water ............................................................................................... 185 Domestic Water ................................................................................................... 188 RECREATION AND PARKS ................................................................................... 191 Administrative Services ....................................................................................... 195 Recreation ............................................................................................................ 197 Parks ....................................................................................................................... 199 DEVELOPMENT SERVICES ................................................................................... 203 Planning ................................................................................................................ 206 Building .................................................................................................................. 209 ECONOMIC/COMMUNITY DEVELOPMENT ...................................................... 211 Community Development ................................................................................. 216 Economic Development ................................................................................... 220 Convention and Visitors Bureau ....................................................................... 223 NON-DEPARTMENTAL ......................................................................................... 227 ECONOMIC STIMULUS ........................................................................................ 229 Table of Contents (Continued) iii SPECIAL FUNDS Special Revenue Funds ...................................................................................... 235 Internal Service Funds ......................................................................................... 249 Fiduciary Fund ...................................................................................................... 253 Capital Improvement Program Funds ............................................................. 255 Debt Service Funds ............................................................................................. 261 Schedule of Long-Term Debt Outstanding ..................................................... 263 Schedule of Long-Term Debt Maturities .......................................................... 264 ENTERPRISE FUNDS .............................................................................................. 265 REDEVELOPMENT FUNDS .................................................................................... 275 CAPITAL IMPROVEMENT PROGRAM Letter of Transmittal ............................................................................................. 287 Capital Improvement Program Overview ...................................................... 295 Exhibits C.I.P. Summary by Fund Chart ....................................................................... 303 Key to Funding Codes ..................................................................................... 304 Infrastructure Graphs ....................................................................................... 305 C.I.P. Five-Year Plan Summary by Department .......................................... 306 C.I.P. Five-Year Plan Funding Summary ........................................................ 307 C.I.P. Five-Year Plan Department Detail ...................................................... 308 APPENDICES ........................................................................................................ 317 City Council Goals and Guiding Principles ..................................................... 318 City Budget Process ............................................................................................ 355 Operating Budget ............................................................................................... 357 Basis of Accounting and Budgeting ................................................................ 358 Investment Policy ................................................................................................ 360 Budget Amendment Process ............................................................................ 361 Exhibits City Council Ward Boundaries Map ............................................................. 329 Miscellaneous Statistics ................................................................................... 330 Miscellaneous Statistics Graphs ..................................................................... 331 Governmental Activities Tax Revenue by Source ...................................... 332 Principal Property Taxpayers .......................................................................... 333 Assessed Value of Taxable Property (Table) .............................................. 334 Assessed Value of Taxable Property (Graphs) ........................................... 335 Sales Tax Revenue Payers by Industry .......................................................... 336 Demographic and Economic Statistics ....................................................... 337 Property Value and Construction ................................................................. 338 Operating Indicators by Function ................................................................. 339 Capital Asset Statistics by Function ............................................................... 340 Personnel Complement by Division .............................................................. 341 Salary Schedule ................................................................................................ 343 Budget Calendar ............................................................................................. 356 GLOSSARY ........................................................................................................... 363 BUDGET MESSAGE FROM CITY MANAGER REMOVE THIS PAGE Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page v v Personnel Complement: The FY 2011-12 budget reflects a minimal increase in the overall staff complement of the City at 1,442. Deletion of positions in Development Services and civilian Police positions were offset with the addition of five (5) sworn police officer positions, as well as two (2) facility worker and two (2) laborer positions in Recreation and Parks. Although the overall personnel complement is increasing by one (1) position in FY 2011-12, it is noted the City’s workforce has been reduced by 171 positions since the FY 2008-09 Adopted Budget. 1613 1452 1441 1442 1300 1400 1500 1600 1700 FY 2008/09 Authorized FY 2009/10 Authorized FY 2010/11 Authorized FY 2011/12 Adopted Staff Complement  Cost-of-Living Adjustment (COLA) and Labor Negotiations: In 2010, SEIU employees voted to defer the 2 percent COLA that was scheduled to be received in December 2010 to December 2011, and an additional 2 percent COLA from September 2011 to July 2012. The 2 percent COLA to be received in December 2011 was incorporated into the adopted FY 2011-12 departmental budgets. Negotiations with the Fire Union are scheduled to resume in September 2011. There is no schedule for discussions with the Police Union, given the pending status of several legal actions filed against the City. The FY 2011-12 budget carries a zero percent (0%) increase for Police and Fire. ARRA-Funded Sworn Police Officers: In August 2009, the City received American Recovery and Reinvestment Act (ARRA) funding that allowed the reinstatement of seventeen (17) sworn positions in the Police Department. The ARRA funds cover the cost of these seventeen (17) positions for three years, after which time the City will assume responsibility for the Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page vi vi cost. Full funding for the 17 sworn officers in the amount of $1,460,000 has been identified in the General Fund when the grant monies have fully expired. Thus we have effectively taken care of their transfer to the General Fund at grant expiration. Street Resurfacing/Reconstruction: $16,176,386 for resurfacing and reconstruction of City streets is included in the FY 2011-12 budget. This includes an operating budget of $7,467,545 along with $3,500,000 million of Capital Outlay Funds, $1,000,000 CDBG funds, $2,769,218 in federal funds and $1,439,623 in Gas Tax Funds. Sump Maintenance: Due to the flood event in December 2010, the City is undertaking an accelerated sump maintenance program to address drainage issues in sumps identified as ‘priority’ by the Water Resources Department. This project includes cleaning and deepening sumps where applicable. The project is funded by a combination of Agricultural and Domestic Water monies totaling $332,000. Capital Projects and Equipment: Restoration of previously deferred facility maintenance and the purchase of replacement equipment (e.g., vehicles and computers) are included in the FY 2011-12 budget. Many of these items have been previously deferred for two or more years. Departments were tasked with identifying vehicles which could be eliminated or downsized upon replacement (i.e., full size pickup to mid-size pickup) and were instructed to closely inventory and eliminate unneeded equipment, phones and computer equipment. Recreational and Cultural Activities: Throughout the past two fiscal years many recreational activities and events have been restricted or eliminated due to budgetary constraints. Planz and Siemon Pools will remain closed in FY 2011-12. However, in FY 2011-12, it is anticipated that the City in the Hills Park will open to the public, a splash pad at Central Park at Mill Creek will be installed funded from $320,000 in CDBG Funds and two existing playgrounds at Beale funded from $232,000 in Park Improvement Funds and Saunders funded from $266,000 in Capital Outlay Funds, will be rehabilitated. One Time Revenues: Through General Fund savings staff has identified one-time revenues to be used to fund the following: a set aside for future PERS increases ($4,500,000) and the annual required contribution for retiree medical costs ($3,000,000). Explanations of these items appear below. Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page vii vii General Fund Revenue Sources: Property Tax: Property tax revenue is projected to remain flat at zero percent (0%) growth for FY 2011-12, compared to the FY 2010-11 property tax revenue estimate of negative two percent (- 2%) as projected by Kern County. Sales and Use Tax (Excluding Sales Tax In-Lieu): The revised sales tax revenue estimate for FY 2010-11 projects a five percent (5%) increase, as compared to the FY 2009-10 actual sales tax receipts for the year. Sales tax estimates for FY 2011-12 are projected at an additional three percent (3%) growth as compared to the FY 2010-11 revised revenue estimates. The State Budget and Pension Costs: The State Budget: On June 30th, Governor Jerry Brown signed legislation comprising the State’s budget for FY 2011-12. Part of the legislation includes two bills drastically damaging redevelopment agencies. The second impactful bill is set to take an estimated $1.22 million in general fund revenues to fund state law enforcement grants (COPS) and booking fee reimbursements. These actions will most likely require future Council action, but due to timing, are not reflected in this document. Pension and Retiree Medical Costs: In 2005, the CalPERS Board adopted a rate stabilization method to soften the impact of fluctuations in the investment return on employer rates. As a result of the market downturn between 2008 and 2009, the CalPERS fund lost 27.0 percent of its value. Since the current smoothing method could not handle this loss, the CalPERS Board adopted a new smoothing method which will result in: • A large rate increase in FY 2011-12 ($3.5 million); • The increase will stair step upward over three (3) years; and, • Ultimately the estimated increase will total $8 million per year for the next thirty (30) years, absent any changes in pension or staffing levels. In order to provide a buffer against years two and three of the increase, the budget sets aside $4,500,000 in one time monies to cover those increases. That, effectively “buys time” for the City’s revenues to rise to cover the costs long-term. The next two budget years will be easier as a result. Annual costs for retiree medical continue to rise each year and due to past budgetary constraints our funding gap, compared to “annual required Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page viii viii contributions” to properly fund our liabilities, has grown to about $9.6 million. The budget includes $8,232,300 out of the General Fund for this line item, which is the annually needed amount, and $3,000,000 additional monies from one-time funds appropriated to reduce the annual required contribution deficit. Overview of Appropriations and Resources: 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 significant changes compared to the prior year. Appropriations: The total appropriated for both operating and capital expenditures for FY 2011-12 is $438,399,000. The total appropriations in FY 2011-12 for all City funds reflects an increase of $1,270,034 or .29 percent, as compared to the FY 2010-11 Adopted Budget. The total appropriated for the Operating Budget is $363,254,123, which reflects an increase of $4,161,742, or 1.15 percent, as compared to the FY 2010-11 Adopted Budget. The total appropriated for the Capital Improvement Budget is $57,714,982, which reflects a decrease of $20,321,603, or 26 percent, as compared to the FY 2010-11 Adopted Budget. The CIP section of this document contains an itemized listing of projects included in the plan. General Fund Expenditures: General Fund appropriations total $176,431,500, which reflects an increase of $19,817,236 or 12.6 percent, as compared to the FY 2010-11 Adopted Budget. Increases in the general fund expenditures are partly due to increased PERS costs, the two percent COLA for SEIU employees, previously deferred equipment and vehicle replacement and increased insurance costs. Resources: General Fund Resources: Major revenue sources for the General Fund are property tax, sales and use taxes, business license tax, utility franchise tax, licenses and permits, State motor vehicle in-lieu tax, and miscellaneous charges for services. Resources for the General Fund for FY 2011-12 total $176,431,500, which reflects an Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page ix ix increase of $19,817,236 or 12.6 percent, as compared to the FY 2010-11 Adopted Budget. The General Fund revenue source derived from taxes include: $60,117,200 in property taxes, $54,246,000 in sales and use taxes, and $14,975,000 in other taxes. The remainder of the resources for the General Fund is comprised of $21,718,300 in other revenue sources, $23,875,000 in beginning fund balance, and $1,500,000 in transfers. Capital Improvement Program (CIP): The Capital Improvement Program (CIP) provides planning for the City of Bakersfield’s infrastructure over a five-year 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. CIP projects are limited in nature for FY 2011-12 with a focus on highway, street and building maintenance projects. Project Highlights: Thomas Road Improvement Program (TRIP) Projects – The amount budgeted for TRIP projects totals $34,350,000, which is comprised of $21,734,115 in federal funds and $12,615,885 in local match funds. The FY 2011-12 Capital Improvement budget for TRIP projects is as follows: • 24th Street Widening (Design) - $1,570,000 • 24th Street Widening (Right-of-Way) - $12,500,000 • Hageman Flyover Project - $800,000 • Morning Drive / SR-178 Interchange - $1,400,000 • Oak Street and 24th Street Intersection Improvements (Design) - $1,570,000 • Oak Street and 24th Street Intersection Improvements (Right-of-Way) $1,450,000 • Rosedale Highway Widening - $3,560,000 • SR-178 Widening Project - $2,500,000 • Westside Parkway (Construction) – All Phases - $9,000,000 Pavement Rehabilitation – The budget includes two (2) projects that directly tie to Council goals for the street maintenance program with funding from the following sources: Federal Transportation funds in the amount of $2,769,218 and Gas Tax funds, as the source of the local match, in the amount of $590,782. These projects will rehabilitate pavement on Truxtun Avenue from Commercial Way to Oak Street, as well as on Stine Road from Pacheco Road to White Lane. Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page x x Resurfacing Funds for Public Works Streets Division – The CIP budget includes Capital Outlay funds in the amount of $3,500,000 and Gas Tax funds in the amount of $848,841 for the Streets Division to continue street resurfacing/reconstruction work. Oak Street Bridge – Phase 2 – This project will use $372,000 of Gas Tax Funds to maintain the bridge structure by replacing additional expansion joint gaskets and sealing the bridge deck. Traffic Signal Coordination – Four (4) projects to expand and improve the City’s signal communication network will be funded 88.53 percent with federal Congestion Management Air Quality (CMAQ) funds and 11.47 percent with Gas Tax funds. These projects include: • Traffic Signal Interconnect (White Lane – Gosford to Ashe): $172,500 • Traffic Monitoring Cameras: o Chester Avenue: $234,910 o Coffee Road: $333,060 o Gosford Road: $295,300 New Traffic Signals – There is one (1) new traffic signal project in the CIP. The $209,000 budget includes $185,030 in federal funds with the $23,970 match from Transportation Development funds to install one (1) new traffic signal at the intersection of Panama and Reliance Drive. CDBG-funded Public Works Projects – Community Development Block Grant funding is budgeted for several Public Works projects, as follows: • Curb & Gutter – Oleander Avenue Area – This $500,000 project will install curb, gutter and sidewalk prior to reconstructing and paving streets as needed in this area. Currently standing water causes pavement failure in the streets. • Curb & Gutter – California Avenue & P Street Area – This $500,000 project will install curb, gutter and sidewalk prior to reconstructing and paving streets as needed in this area. Currently standing water causes pavement failure in the streets. Street Improvements – Transportation Development funds are budgeted in the amount of $1,257,000 for two (2) street improvement projects, as follows: • Allen Road and Brimhall Road ($676,000) • Buena Vista Road from Campus Park to White Lane ($581,000) Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xi xi Sewer Improvement Project – Sewer funds are budgeted in the amount of $760,000 for a sewer rehabilitation project at: • Mount Vernon Avenue from East 3rd St to Henley CDBG-funded Parks Projects – CDBG funding is budgeted in the amount of $320,000 for a splash pad to be constructed at Central Park. Improvements to Rabobank Convention Center and Theater – Capital Outlay Funds will be used to replace the dimmer lighting system ($190,000) and replacement of the stage house roof ($149,000). Fire Station Facility Maintenance – One project will repair various roof issues (leaks, damage, etc.) on seven (7) fire stations at a cost of $60,000. The second project will rehabilitate the restroom at Fire Station #7 at a cost of $72,000. Both projects will be funded by Capital Outlay Funds. The third project will replace original single- pane windows (circa 1939) and repaint the exterior at the Fire Department Headquarters at a cost of $120,000. The third project is funded through CDBG funds. Self-Contained Breathing Apparatus Replacement - $1,200,000 in Capital Outlay Funds will be used to replace the current units. The units currently utilize 1997 technology and will be out of National Fire Protection Association compliance in January 2013. City Hall South Rehabilitation – Two projects using Capital Outlay Funds will replace the 30 year-old cooling tower for the air conditioning system and reroof the east wing at a total cost of $201,000. Water Resources Projects – Several projects for the Water Resources Department are budgeted to increase production capacity due to moderate growth of the domestic water system. The combined agriculture and domestic water capital improvement budget is $4,795,000. Please refer to the Capital Improvement Budget book for detailed information. Department Budgets: Below is a summary of significant changes to each department’s budget. The percentages shown below reflect the difference of each department’s budget by comparing the FY 2011-12 Adopted Budget to the FY 2010-11 Adopted Budget. Small percentage increases in department budgets can manly be attributed to an increase in PERS cost, as well as the two (2%) percent COLA for SEIU employees. Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xii xii Police. The operating budget for the Police Department is $69,450,242, which is a 5.7 percent increase, as compared to the FY 2010-11 Adopted Budget. The Personnel Complement reflects the addition of five (5) sworn positions. General Funds were reserved to fund the seventeen (17) ARRA grant funded officers when the grant funding ceases starting in FY 2012-13. For FY 2011-12, four (4) vacant civilian positions were converted to increase the sworn complement . The Police Union is not currently under contract, therefore the budget does not reflect any wage increases. Fire. The operating budget for the Fire Department is $31,566,929, which is a 3.5 percent increase as compared to the FY 2010-11 Adopted Budget. No staffing changes are expected within the Fire Department. Negotiations with the Fire Union are scheduled to resume in September 2011, therefore the budget does not reflect any wage increases. Public Works. The operating budget for the Public Works Department is $98,412,729, which is a 4.5 percent increase as compared to the FY 2010-11 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Development Services Fund, Gas Tax Fund, Transportation Development Fund, Equipment Management Fund, enterprise funds, and other special revenue funds. The budget reflects the return to stabilizing equipment replacement schedule, but still extending the life of vehicles and equipment, where possible. Increases in line item budgets are related to the SEIU COLA, increased PERS cost, retiree medical costs and workers compensation accounts. In addition, new state training requirements for water pollution prevention have increased various division training budgets by a total of $15,225. For FY 2011-12, three (3) positions were deleted and three (3) positions were added. Resurfacing Funds for Public Works Streets Division – The FY 2011-12 operating budget includes $7,467,545 for street resurfacing/reconstruction, which is comprised of funds budgeted in the amounts of $4,967,545 in the General Fund and $2,500,000 in the Gas Tax Fund. The CIP budget for street resurfacing/reconstruction is $8,708,841, which includes Capital Outlay funds in the amount of $3,500,000, along with $1,000,000 in CDBG funds, 2,769,218 in Federal funds and $1,439,623 in Gas Tax Funds. The combined operating and CIP budgets for street resurfacing/reconstruction projects total $16,176,386. Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xiii xiii Recreation and Parks. The operating budget for the Recreation and Parks Department is $16,524,012, which is a 5.2 percent increase as compared to the FY 2010-11 Adopted Budget. The increase in the overall budget is due to an increase in PERS costs, the SEIU COLA and internal vehicle costs. In addition, for FY 2011-12 four (4) positions were added due to an increase in maintenance acreage. Rabobank Arena, Theater and Convention Center. SMG manages the Rabobank Arena, Theater and Convention Center, and the Ice Sports Center, as well as the booking of the Amphitheater at the Park at River Walk. The Bakersfield Condors and the CSUB Men’s Basketball team hosted season games in the Arena, and various other events and programs were held in these facilities. Development Services. The operating budget for the Development Services Department is $6,929,229, which is a 2.9 percent decrease as compared to the FY 2010-11 Adopted Budget. The Development Services Department has experienced a historic slowdown in the levels of development activity over the past three fiscal years. For FY 2011-12, four (4) vacant positions were deleted. Economic and Community Development. No General Funds are used to support EDCD services. Convention and Visitors Bureau – The budget for the CVB is $622,319, which represents a 3.8 percent increase as compared to the FY 2010-11 Adopted Budget. The funding source of the CVB’s budget is Transient Occupancy Tax Funds. Redevelopment. The FY 2011-12 budget is based on funding for redevelopment continuing at or near its current level. However, the State recently passed a budget which includes two bills: one which would eliminate the Redevelopment Agency and another which would require an estimated one-time payment of $3.8 million and annual payments of $899,000 for the Redevelopment Agency to continue to function. At this time, staff continues to gather information and will update City Councilmembers as soon as possible with detailed information. Despite the threat of State actions, redevelopment activity is continuing in each of the three Redevelopment Project Areas, with several major mixed-use and affordable housing projects underway. The Redevelopment Budget for FY 2011-12 was prepared in accordance with the goals and objectives of the Bakersfield Redevelopment Agency. Overviews for the three project areas are as follows: Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xiv xiv Downtown Redevelopment Project Area – The Downtown Project Area (DTPA) is projected to have zero change in tax increment revenues for FY 2011-12. Old Town Kern Redevelopment Project Area (OTKP) – The Old Town Kern Project (OTKP) area is projected to have zero change in tax increment revenues for FY 2011-12. Southeast Redevelopment Project Area (SEPA) – The Southeast Project Area (SEPA) is projected to have zero change in tax increment revenues in FY 2011-12. Mayor. The operating budget for the Mayor’s Office is $128,917, which is a .32 percent decrease as compared to the FY 2010-11 Adopted Budget. City Council. The operating budget for the City Council is $271,216, which is a 9.2 percent decrease as compared to the FY 2010-11 Adopted Budget. Executive. The operating budget for the Executive Department (City Manager’s Office, Human Resources, Information Technology, City Clerk and Risk Management) is $17,507,549, which is a 2.6 percent increase as compared to the FY 2010-11 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self- Insurance Fund. The increase is largely attributable to PERS rate increases, the two percent SEIU Blue and White COLA, addressing deferred equipment replacement and a return to normal workers’ compensation and liability rates. City Attorney. The operating budget for the City Attorney’s Office is $3,180,251, which is a 1.57 percent increase as compared to the FY 2010-11 Adopted Budget. Financial Services. The operating budget for the Finance Department is $3,293,499, which is a 2.35 percent increase as compared to the FY 2010-11 Adopted Budget. The Finance Department’s budget includes accounting services provided to, and funded by, the Thomas Roads Improvement Program (TRIP). Enterprise Funds. Enterprise Funds account for business-like activities supported primarily by user charges, such as water and wastewater utilities, refuse, and the municipal airport. Water Resources – The operating budget for the Water Resources Department is $21,757,761 which is a .69 percent increase as compared to the FY 2010-11 Adopted Budget. Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xv xv Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,704,206, which is a 1.8 percent decrease as compared to the FY 2010-11 Adopted Budget. Domestic Water Fund – The operating budget for the Domestic Water Division is $17,053,555, which is a 1.4 percent increase as compared to the FY 2010-11 Adopted Budget. There is no water rate increase for FY 2011-12. Refuse Fund – There is no refuse rate increase for FY 2011-12. Sewer Fund – The budget reflects the 2.5 percent increase in sewer user rates approved by Council on June 8, 2011. The single-family residential sewer user rate will increase from $200 to $205 in FY 2011-12. This increase is needed to cover operating, capital costs and debt payments on the bonds issued for the Wastewater Treatment Plant No. 2 upgrade and Wastewater Treatment Plant No. 3 upgrade and expansion projects. With the historically low development activity continuing for the foreseeable future, sewer connection fee revenue continues to remain low. Therefore, more of the debt service payments must be recovered through the sewer user fee. The sewer connection fee per single-family household is currently $4,000. There is no rate increase for FY 2011-12. The current rate reflects the final rate of a five-year phase-in period. These fees, which are paid upon application for a building permit or permit to connect an existing building to the City sewer system, 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 with vehicles, telecommunications 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. Fleet Division – The Fleet Division has, in the past three budget years, revised and lowered departmental vehicle rates based on extended vehicle and equipment life. The life of most of the deferred vehicles and equipment can no longer be extended, thus the Fleet Division is implementing more normal replacement rates for FY 2011-12. Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xvi xvi Telecommunications Division – Due to the deferral of the purchase of the replacement phone system, to an unknown date in the future, the Telecommunications Division of Public Works continues to strive at keeping the current phone system operational. Self-Insurance Fund – The Self-Insurance Fund provides a self funded program for general liability and Workers’ Compensation insurance. Rates charged for Workers’ Compensation insurance are based on an actuarial report which reflects changes in the workers’ compensation program due to adverse loss development, as well as increasing industry loss trends and related court decisions. Rates charged for liability and property insurance are based on the premiums paid by the City. Additionally, excess insurance is purchased as a member of the Authority for California Cities for Excess Liability (ACCEL). For the past two fiscal years, the Risk Management Division used fund assets to stabilize department workers’ compensation rates during the ongoing fiscal crisis. This alleviated large increases to department rates, however in FY 2011-12 rates charged to departments will be going back to normal. In addition, liability rates will be charged at just below normal this year as Risk Management phases out reductions to departments. Special Revenue Funds. Special Revenue Funds account for the proceeds of specific revenue sources that are restricted to expenditures for specific purposes. Examples are Community Development Block Grant (CDBG), Gas Tax, Federal Transportation Funds and the Transient Occupancy Tax Fund. HUD Entitlements – Community Development Block Grant (CDBG) and HOME Investment Partnership funds come from the Federal Government Department of Housing and Urban Development (HUD) for the elimination of slums and blight, development of affordable housing and the creation of jobs. The City’s allocation of CDBG funds and HOME Investment Partnership funds is budgeted in the amount of $3,634,857 and $1,695,784, respectively, which remains unchanged from the FY 2010-11 Adopted Budget. Emergency Solution Grant funds are budgeted in the amount of $147,357 – unchanged from the FY 2010-11 Adopted Budget. These funds will primarily be spent on contributions to agencies for eligible activities (Homeless shelters, etc). Of the CDBG funds, $1,440,000 is budgeted for various CIP projects in HUD eligible areas. Please Note: After the Proposed Budget was prepared, Congress reduced funding for the Housing and Community Development and HOME Programs. Reductions in Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xvii xvii the allocations in this budget will be processed at a later date and subject to Council action. Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was established in July 1998 to account for the general revenues provided by a 12.0 percent room tax (M.C. 3.40) and the operation and debt related to the Rabobank 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 the Arena facility. The operational costs and revenues for the Bakersfield Ice Sports Center are included in this fund. The 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 budget for street resurfacing/reconstruction purposes. Contributions. CDBG funds are budgeted for the Bakersfield Senior Center in the amount of $85,000. Summary The FY 2011-12 budget reflects a stabilized environment, with a minimal increase in the overall personnel level expected. The budget focuses on restoring critical positions, normalizing equipment replacement, continued emphasis on street and road projects and addressing previously deferred facility maintenance issues. Unfortunately, staff continues to analyze the recent actions by the State related to redevelopment and law enforcement funding realignment and Federal actions related to CDBG and HOME funds. These items may require future Council action, which will be brought forth as necessary. Acknowledgements The FY 2011-12 budget document is the result of a collaboration of work by many staff members throughout the organization. A special thanks to Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez and Accounting Supervisor Connie Walls for their hard work in organizing and preparing the budget. In addition, my thanks to the department heads and their business managers, division managers and staff for working diligently to complete their respective budgets. Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xviii xviii Thanks also go to the remainder of the Budget Team: Assistant to the City Manager Rhonda Smiley, Assistant to the City Manager Steve Teglia, Assistant Public Works Director Brad Underwood, and Administrative Analyst III Chris Huot. Finally, to the Mayor and City Council, thank you for your ongoing guidance and leadership during the budget process and throughout the year.     xix       xx        xxi      xxii    xxiii Front row from left: Jaime Flores (Public Works), Wendy Zielsdorf (EDCD), Wiladene Sawyer–Extra Mile Recipient (IT), Jena Covey (Risk), Angelica Mendoza (Police), Bonnie Bradshaw (Fire). Back row from left: Pete Jackson (Development Services), Lisa Moton (Recreation & Parks), John Williams (Public Works), Cyndee Hluza (Finance), Abel Aguilar (Recreation & Parks), Carlos Tijerina (Water), Kevin Mullins (Fire), Jeff Saso (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 old- fashioned “Thank You.” Approximately 323 High Five awards were distributed in 2010 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. There were 8 Bright Ideas submitted by employees in 2010. THANKS FOR CONTRIBUTING! 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 2010 GOOD JOB! “EXCELLENCE IN ACTION 2010” “BRIGHT IDEAS” BUDGET SUMMARIES REMOVE THIS PAGE Budget Summaries LIST OF EXHIBITS Resources and Appropriations – General Fund ................................... 12 General Fund Budget Charts .................................................................. 13 Resources and Appropriations – Operating Budget – All Funds ....... 14 Operating Budget – All Funds Charts .................................................... 15 Operating Fund Distribution .................................................................... 16 Operating Fund Distribution Charts ........................................................ 17 Resources and Appropriations – All Funds ............................................ 18 Resources – All Funds Chart .................................................................... 19 Appropriations – All Funds Chart ............................................................ 20 Departmental Appropriations by Fund ................................................. 21 General Fund – Appropriations by Department .................................. 25 Financial Summary – All Funds ................................................................ 27 Estimated Balances – June 30, 2012 ...................................................... 31 Interfund Transfers – Summary ................................................................ 32 Interfund Transfers – Detail ....................................................................... 33 FY 2011-12 Appropriations Limitation ..................................................... 34 Note: Additional information is provided in the Appendices section of this document. 1 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 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 2 • Water Utility • Municipal Airpark - General Aviation • Refuse Collection • Wastewater Treatment 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, population 347,483 (as of January 1, 2011) 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 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 Bakersfield is home to many entertainment and special events, including: rodeos, Bakersfield Blaze (Baseball), and Bakersfield Condors (Hockey). The City maintains sixty (60) parks, for a total of 573 acres, and offers year-round recreation with boating, white water rafting, fishing, hiking, golf, camping, water 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 four (4) movie theaters, over 100 restaurants, and seven (7) public golf courses. Cultural activities include four (4) museums, the Bakersfield Jazz Festival, blues and reggae festivals, and the Spotlight Theater and Café. FACTORS AFFECTING FINANCIAL CONDITION Local Economy and Local Budget Issues – The City has experienced a slowdown in both new housing starts and commercial development. The City of 3 Bakersfield has historically had a growth trend of 7.0 percent annually in its primary revenue sources. In the past years, the City has expanded its economic base to provide for growth in retail sales. Past retail sales growth has been due to the significant increase in population, which is partially due to the availability of affordable housing within the Bakersfield area, and its location as a regional center for the southern San Joaquin Valley. Unfortunately, job losses, store closures and downward trends in income levels have been pervasive in the economy for the last three years. The most recent sales tax data, which reflects the activity of the first quarter of calendar year 2011, was up over 30 percent compared to the same quarter in 2010. Sales tax has trended positive for the last four quarters with a 15 percent increase. Sales tax estimates for FY 2011-12 are projected at an additional three percent (3%) growth as compared to the FY 2010-11 revised revenue estimates. Property tax revenues reflect a status quo environment in development activity. Property tax revenue is projected to remain flat at zero percent (0%) growth for FY 2011-12, compared to the FY 2010-11 property tax revenue estimate of negative two percent (- 2%). In 2005, the California Public Employees’ Retirement System (CalPERS) Board adopted rate stabilization methods to mitigate the impact of fluctuations in the investment return on employer rates. As a result of the unique market downturn experienced in 2008, the CalPERS fund is expected to lose approximately 25.0 percent of its value and the current smoothing method will not handle this very well. Such a decline will have a significant impact on the funded status of plans at CalPERS and on the contribution rates that the City as the employer will have to pay in the future. CalPERS’ current smoothing method would have resulted in a large rate increase in the 2011-12 fiscal year. In order to mitigate this large rate increase, CalPERS has changed its smoothing method to stair step the increase over three (3) years. State Budgetary Actions – Budget problems at the State level continue to be a major concern for the City of Bakersfield. As part of this year’s State budget adoption to balance its budget, Governor Jerry Brown signed legislation which includes two bills drastically damaging redevelopment agencies. The second impactful bill is set to take an estimated $1.22 million in general fund revenues to fund state law enforcement grants (COPS) and booking fee reimbursements. Long Term Financial Planning – 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 geographic area, opportunities are constantly evaluated to become more efficient and effective in efforts to serve the community. 4 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 2.5 percent sewer user rate increase approved by the City Council have been taken into consideration to fund the annual debt service payments associated with the bond financing over the next twenty-five (25) to thirty (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 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. This expansion will provide for cost effective modern wastewater treatment facilities for existing residents as well as for anticipated planned development within the City’s 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. 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. 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 5 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. 6 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 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 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. 7 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 their intended purposes. 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 Finance 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 2011-12 City of Bakersfield appropriation limit established as required by state statute was $285,466,741. 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 8 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. 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 9 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 FY 2009-10, the City of Bakersfield had a total debt outstanding of $255,873,448. The City of Bakersfield’s total debt decreased by a net amount of $1,457,240 during the current fiscal year. Debt reductions of $3,257,240 were generally the result of normal maturities, which is offset by the addition of a $1,800,000 Section 108 HUD loan. The City of Bakersfield maintains an “Aa3” rating from Moody’s for its general obligation (GO) debt issued in 2002. Certificates of Participation issued by the City and the Bakersfield Redevelopment Agency in 2006 carry a Reserve Fund Surety from Ambac Assurance Company. Moody’s Investor’s service rating on Ambac is currently “Caa2”. The current underlying rating on the Certificates has not been revised (currently “A2”). Such reduced rating on the Certificates reflects only the view of Moody’s, and any desired explanation of the significance of such rating should be obtained from Moody’s. There is no assurance that such rating will continue for any given period of time or that such rating will not be revised or withdrawn by Moody’s if, in the judgment of Moody’s, circumstances so warrant. The Series A and B Wastewater revenue bonds issued by the City in 2007 to fund the new wastewater treatment plant construction carry a Reserve Fund Surety from Financial Security Assurance Inc. Moody’s Investor’s service has lowered its rating on Financial Security Assurance Inc. for Series A, from “Aaa” to “Aa3” rating from Moody’s and an underlying “A1” rating from Moody’s. The Series B revenue bond has a “Aa3/VMIG1” rating from Moody’s and a standby bond purchase agreement with Dexia. The Series B and C bonds of the Public Financing Authority (issued in 1994) are not rated. 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. 10 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, 2011, marking the ninth 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 2011-12 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: chuot@bakersfieldcity.us. Formal written requests should be addressed to: City of Bakersfield Attn: City Manager’s Office 1600 Truxtun Avenue Bakersfield, CA 93301 11 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 RESOURCES AND APPROPRIATIONS GENERAL FUND Sources by Type Adopted 2009-10 Adopted 2010-11 Adopted 2011-12 Resources Property Tax 58,682,200$ 59,507,000$ 60,117,200$ Sales Tax 55,030,300 45,030,000 54,246,000 Other Taxes 13,116,215 14,325,000 14,975,000 Total Taxes 126,828,715$ 118,862,000$ 129,338,200$ Licenses and Permits 2,427,795$ 2,016,945$ 1,984,650$ Intergovernmental Revenue 1,434,675 2,224,600 3,109,350 Charges for Service 16,104,665 15,295,935 15,810,500 Fines and Forfeits 895,000 700,800 576,800 Miscellaneous Revenues 276,600 326,984 237,000 Total Other Revenues 21,138,735$ 20,565,264$ 21,718,300$ Beginning Balance 16,428,650 15,765,000 23,875,000 Transfers In 900,000 1,422,000 1,500,000 TOTAL RESOURCES 165,296,100$ 156,614,264$ 176,431,500$ Appropriations Police 65,208,132$ 63,613,676$ 67,368,119$ Fire 30,876,345 29,636,132 30,764,044 Total Public Safety 96,084,477$ 93,249,808$ 98,132,163$ Public Works 21,009,572$ 18,414,538$ 18,877,795$ Recreation and Parks 16,231,092 15,672,953 16,493,712 Development Services 8,258,135 7,137,096 6,929,229 Economic Development 422,696 0 0 General Government 11,565,103 10,814,810 10,880,351 Non-Departmental 8,430,555 5,965,059 18,245,250 Total Operations 65,917,153$ 58,004,456$ 71,426,337$ Contingencies 50,000 10,000 17,000 Transfers Out 3,244,470 5,350,000 6,856,000 TOTAL APPROPRIATIONS 165,296,100$ 156,614,264$ 176,431,500$ 12 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 GENERAL FUND BUDGET $176,431,500 Police 38.18%Fire 17.44% Public Works 10.70% Recreation & Parks 9.35% Development Services 3.93% Economic Development 0.00% General Government 6.17% Non- Departmental 10.34% Transfers 3.89% Where it goes ... Sales Tax 30.76% Property Tax 34.07% Licenses & Permits 1.10% Inter- governmental 1.76% Charges for Services 8.94% Fines & Forfeits 0.37% Misc. and Other 8.62% Beg. Balance & Transfers 14.38% Where it comes from... 13 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Sources by Type Adopted 2009-10 Adopted 2010-11 Adopted 2011-12 Resources Capital Project Funds 20,603,870$ 15,623,613$ 6,533,084$ Economic Stimulus 2,203,124 1,437,120 1,561,543 Special Revenue Funds 25,050,94323,926,90625,752,873 General Operating Funds 165,296,100156,614,264176,431,500 Redevelopment Agency Funds 17,978,52418,486,19017,429,895 Improvement Districts 13,998,335 7,725,874 9,637,174 Internal Service Funds 27,493,66134,436,71334,932,107 Enterprise Funds 95,712,858100,053,329107,732,020 Debt Service Funds 483,166 788,372 673,822 Total 368,820,581$ 359,092,381$ 380,684,018$ Appropriations General Government 23,770,851$ 23,835,446$ 24,381,432$ Police 66,503,90565,562,27669,450,242 Fire 30,876,34530,467,26831,566,929 Public Works 91,786,41394,091,45898,412,729 Water Resources 20,596,06921,608,94421,757,761 Rabobank & Recreation and Parks23,156,86422,389,68322,845,345 ED/CD & Development Services 17,184,07413,498,13012,052,471 Non-Departmental & Transfers 94,946,06087,639,176100,217,109 Total 368,820,581$ 359,092,381$ 380,684,018$ 14 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 OPERATING BUDGET - ALL FUNDS $380,684,018 Capital Project Funds 1.72% Economic Stimulus 0.40% Special Revenue Funds 6.70% General Operating Funds 46.57%Redevelopment Agency Funds 4.55% Improvement Districts 2.50% Internal Service Funds 9.18% Enterprise Funds 28.20% Debt Service Funds 0.18% Where it comes from... General Government 6.40% Police 18.24% Fire 8.29% Public Works 25.85%Water Resources 5.72% Rabobank & Recreation and Parks 6.00% ED/CD & Development Services 3.17% Non- Departmental & Transfers 26.33% Where it goes... 15 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 OPERATING FUND DISTRIBUTION Expenditures Adopted 2009-10 Adopted 2010-11 Adopted 2011-12 All Funds Personnel $ 155,647,254 $ 154,913,091 $ 174,256,653 Operating 162,499,667 150,426,463 154,172,795 Capital 4,196,560 7,728,370 9,205,118 Fiscal Transfers 46,477,100 46,024,457 43,049,452 Total All Funds $ 368,820,581 $ 359,092,381 $ 380,684,018 General Fund Personnel $ 123,065,422 $ 119,911,658 $ 138,549,652 Operating 38,840,108 31,231,406 30,856,773 Capital 146,100 121,200 169,075 Fiscal Transfers 3,244,470 5,350,000 6,856,000 Total General Fund $ 165,296,100 $ 156,614,264 $ 176,431,500 16 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 OPERATING FUND DISTRIBUTION Personnel 45.77% Operating 40.50% Capital 2.42% Fiscal Transfers 11.31% ALL FUNDS $380,684,018 Personnel 78.53% Operating 17.48% Capital 0.10% Fiscal Transfers 3.89% GENERAL FUND $176,431,500 17 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 RESOURCES AND APPROPRIATIONS ALL FUNDS Sources by Type Adopted 2009-10 Adopted 2010-11 Adopted 2011-12 Resources Taxes and Assessments 157,033,678$ 146,253,453$ 157,322,731$ Licenses and Permits 2,427,795 2,247,945 2,165,650 Inter-Governmental & Enterprise 49,252,767 55,596,567 44,233,787 Charges for Service 130,069,351 127,219,990 130,079,479 Fines and Forfeits 2,020,000 1,800,800 1,676,800 Miscellaneous Revenue 27,611,232 28,945,939 27,464,045 Other Financing Sources 1,380,785 920,000 1,423,500 Fund Balance 29,103,980 28,119,815 30,983,556 Transfers In 46,477,100 46,024,457 43,049,452 TOTAL REVENUES 445,376,688$ 437,128,966$ 438,399,000$ Appropriations Police 66,503,905$ 65,562,276$ 69,422,242$ Fire 30,995,345 30,467,268 33,232,550 Total Public Safety 97,499,250$ 96,029,544$ 102,654,792$ Public Works 159,855,251$ 166,774,959$ 148,849,090$ Water Resources 25,796,069 26,798,944 26,552,761 Rabobank & Recreation and Parks24,675,133 22,552,767 23,663,345 ED/CD & Development Services 14,269,567 11,128,279 11,202,548 General Government 23,770,851 23,835,446 24,381,432 Non-Departmental 79,882,043 71,522,837 83,665,137 Bakersfield Redevelopment Agenc19,628,524 18,486,190 17,429,895 TOTAL APPROPRIATIONS 445,376,688$ 437,128,966$ 438,399,000$ 18 CITY OF BAKERSFIELD FY 2011-12 RESOURCES - ALL FUNDS Taxes and Assessments 157,322,731$ 35.9% Licenses and Permits 2,165,650 0.5% Inter-Governmental and Enterprise Revenue 44,233,787 10.0% Charges for Services 130,079,47929.7% Fines and Forfeits 1,676,800 0.4% Miscellaneous Revenue 27,464,045 6.3% Other Financing Sources 1,423,500 0.3% Fund Balance 30,983,556 7.1% Transfers In 43,049,452 9.8% TOTAL RESOURCES - ALL FUNDS 438,399,000$ 100% Taxes and Assessments Licenses and Permits Inter-Governmental and Enterprise Revenue Charges for Services Fines and Forfeits Miscellaneous Revenue Other Financing Sources Fund Balance Transfers In 19 CITY OF BAKERSFIELD FY 2011-12 APPROPRIATIONS - ALL FUNDS General Government 24,381,432$ 5.6% Police 69,422,242 15.8% Fire 33,232,550 7.6% Public Works 148,849,090 34.0% Water Resources 26,552,7616% Rabobank & Recreation and Parks 23,663,345 5.4% ED/CD & Development Services 11,202,548 2.6% Non-Departmental - includes transfers 83,665,137 19.0% Bakersfield Redevelopment Agency 17,429,895 4.0% TOTAL APPROPRIATIONS - ALL FUNDS438,399,000$ 100% General Government Police Fire Public Works Water Resources Rabobank & Recreation and Parks ED/CD & Development Services Non-Departmental - includes transfers Bakersfield Redevelopment Agency 20 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Bu d g e t S u m m a r y Op e r a t i n g B u d g e t s Ci t y o f B a k e r s f i e l d 24 , 3 8 1 , 4 3 2 $ 69 , 4 2 2 , 2 4 2 $ 31 , 5 6 6 , 9 2 9 $ 98 , 4 1 2 , 7 2 9 $ 21 , 7 5 7 , 7 6 1 $ 22 , 8 4 5 , 3 4 5 $ 11 , 2 0 2 , 5 4 8 $ 83 , 6 6 5 , 1 3 7 $ 36 3 , 2 5 4 , 1 2 3 $ Ba k e r s f i e l d R e d e v . A g e n c y - 84 9 , 9 2 3 16 , 5 7 9 , 9 7 2 17 , 4 2 9 , 8 9 5 T o t a l O p e r a t i n g 24 , 3 8 1 , 4 3 2 $ 69 , 4 2 2 , 2 4 2 $ 31 , 5 6 6 , 9 2 9 $ 98 , 4 1 2 , 7 2 9 $ 21 , 7 5 7 , 7 6 1 $ 22 , 8 4 5 , 3 4 5 $ 12 , 0 5 2 , 4 7 1 $ 10 0 , 2 4 5 , 1 0 9 $ 38 0 , 6 8 4 , 0 1 8 $ Ca p i t a l I m p r o v e m e n t s Ci t y o f B a k e r s f i e l d - $ - $ 1 , 6 6 5 , 6 2 1 $ 5 0 , 4 3 6 , 3 6 1 $ 4 , 7 9 5 , 0 0 0 $ 8 1 8 , 0 0 0 $ - $ - $ 5 7 , 7 1 4 , 9 8 2 $ Ba k e r s f i e l d R e d e v . A g e n c y - - T o t a l C a p i t a l I m p r o v e m e n t s - $ - $ 1 , 6 6 5 , 6 2 1 $ 50 , 4 3 6 , 3 6 1 $ 4, 7 9 5 , 0 0 0 $ 81 8 , 0 0 0 $ - $ - $ 5 7 , 7 1 4 , 9 8 2 $ T o t a l A p p r o p r i a t i o n s 2 4 , 3 8 1 , 4 3 2 $ 69 , 4 2 2 , 2 4 2 $ 33 , 2 3 2 , 5 5 0 $ 14 8 , 8 4 9 , 0 9 0 $ 26 , 5 5 2 , 7 6 1 $ 23 , 6 6 3 , 3 4 5 $ 12 , 0 5 2 , 4 7 1 $ 10 0 , 2 4 5 , 1 0 9 $ 43 8 , 3 9 9 , 0 0 0 $ Ge n e r a l Go v e r n m e n t Po l i c e F i r e No n - De p a r t m e n t a l In c l u d e s Tr a n s f e r s To t a l Pu b l i c W o r k s Wa t e r Re s o u r c e s Ra b o b a n k & Re c r e a t i o n an d P a r k s ED / C D a n d De v e l o p m e n t Se r v i c e s 21 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e F i r e No n - De p a r t m e n t a l In c l u d e s Tr a n s f e r s To t a l Pu b l i c W o r k s Wa t e r Re s o u r c e s Ra b o b a n k & Re c r e a t i o n an d P a r k s ED / C D a n d De v e l o p m e n t Se r v i c e s Ci t y o f B a k e r s f i e l d Op e r a t i n g B u d g e t Ag r i c u l t u r e W a t e r - $ - $ - $ - $ 4 , 7 0 4 , 2 0 6 $ - $ - $ 2 5 , 0 0 0 $ 4, 7 2 9 , 2 0 6 $ AR R A F e d e r a l S t i m u l u s - 1 , 5 6 1 , 5 4 3 1, 5 6 1 , 5 4 3 St a t e T r a n s p o r t a t i o n - 25 0 , 2 7 1 30 , 3 0 0 28 0 , 5 7 1 As s e s s m e n t D i s t r i c t s 24 5 , 2 0 0 9, 3 9 1 , 9 7 4 9, 6 3 7 , 1 7 4 Av i a t i o n - 21 7 , 9 3 8 21 7 , 9 3 8 CU P A - 80 2 , 8 8 5 80 2 , 8 8 5 Co m m u n i t y D e v . B l o c k G r a n t - 1, 9 2 5 , 2 1 6 59 2 , 8 6 6 2, 5 1 8 , 0 8 2 Do m e s t i c W a t e r - 17 , 0 5 3 , 5 5 5 1, 6 2 4 , 0 2 6 18 , 6 7 7 , 5 8 1 Eq u i p m e n t M a n a g e m e n t 2, 6 3 9 , 7 7 5 21 , 9 9 7 , 8 4 6 24 , 6 3 7 , 6 2 1 Ga s T a x - 4, 7 0 2 , 7 6 9 4, 7 0 2 , 7 6 9 Ge n e r a l F u n d 10 , 8 8 0 , 3 5 1 67 , 3 4 0 , 1 1 9 30 , 7 6 4 , 0 4 4 18 , 8 7 7 , 7 9 5 16 , 4 9 3 , 7 1 2 6, 9 2 9 , 2 2 9 25 , 1 4 6 , 2 5 0 17 6 , 4 3 1 , 5 0 0 HO M E P r o g r a m - 1, 7 2 5 , 7 8 4 1, 7 2 5 , 7 8 4 Mu n i c i p a l I m p r o v e m e n t D e b t - 67 3 , 8 2 2 67 3 , 8 2 2 Pa r k i n g L o t s / S t r u c t u r e s 53 , 5 4 0 53 , 5 4 0 Re f u s e C o l l e c t i o n - 38 , 1 8 0 , 7 9 5 29 , 0 0 0 38 , 2 0 9 , 7 9 5 Se l f I n s u r a n c e 10 , 2 9 4 , 4 8 6 10 , 2 9 4 , 4 8 6 Su p p . L a w E n f o r c e m e n t - 4 0 , 5 8 0 40 , 5 8 0 Tr a f f i c S a f e t y - 4 8 0 , 0 0 0 1, 5 0 0 , 0 0 0 1, 9 8 0 , 0 0 0 Tr a n s i e n t O c c u p a n c y T a x e s - 6, 3 2 1 , 3 3 3 62 2 , 3 1 9 6, 7 5 8 , 5 5 0 13 , 7 0 2 , 2 0 2 Tr a n s p o r t a t i o n D e v e l o p m e n t - 25 5 , 2 2 9 5, 0 0 0 , 0 0 0 5, 2 5 5 , 2 2 9 TD F T R I P L o c a l M a t c h 26 8 , 0 8 0 1, 0 0 9 , 7 7 5 - 1 , 2 7 7 , 8 5 5 Wa s t e w a t e r T r e a t m e n t P l a n t - 12 , 9 2 0 , 3 1 1 32 , 9 2 3 , 6 4 9 45 , 8 4 3 , 9 6 0 T o t a l O p e r a t i n g 24 , 3 8 1 , 4 3 2 $ 69 , 4 2 2 , 2 4 2 $ 31 , 5 6 6 , 9 2 9 $ 98 , 4 1 2 , 7 2 9 $ 21 , 7 5 7 , 7 6 1 $ 22 , 8 4 5 , 3 4 5 $ 11 , 2 0 2 , 5 4 8 $ 83 , 6 6 5 , 1 3 7 $ 36 3 , 2 5 4 , 1 2 3 $ 22 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e F i r e No n - De p a r t m e n t a l In c l u d e s Tr a n s f e r s To t a l Pu b l i c W o r k s Wa t e r Re s o u r c e s Ra b o b a n k & Re c r e a t i o n an d P a r k s ED / C D a n d De v e l o p m e n t Se r v i c e s Ci t y o f B a k e r s f i e l d Ca p i t a l I m p r o v e m e n t s Ag r i c u l t u r e W a t e r - $ - $ - $ - $ 4 7 5 , 0 0 0 $ - $ - $ - $ 4 7 5 , 0 0 0 $ Av i a t i o n - 60 , 5 0 0 60 , 5 0 0 Ca p t i a l O u t l a y - 1, 5 4 5 , 6 2 1 10 , 4 3 5 , 0 0 0 26 6 , 0 0 0 12 , 2 4 6 , 6 2 1 Co m m u n i t y D e v . B l o c k G r a n t - 12 0 , 0 0 0 1, 0 0 0 , 0 0 0 32 0 , 0 0 0 1, 4 4 0 , 0 0 0 Do m e s t i c W a t e r - 4, 3 2 0 , 0 0 0 4, 3 2 0 , 0 0 0 Eq u i p m e n t M a n a g e m e n t - 26 , 4 0 0 26 , 4 0 0 Fe d e r a l T r a n s p o r t a t i o n - 4, 5 6 4 , 7 3 9 4, 5 6 4 , 7 3 9 Ga s T a x - 2, 3 3 7 , 7 5 2 2, 3 3 7 , 7 5 2 Pa r k I m p r o v e m e n t - 23 2 , 0 0 0 23 2 , 0 0 0 Re f u s e C o l l e c t i o n - 52 7 , 0 0 0 52 7 , 0 0 0 Tr a n s p o r t a t i o n D e v e l o p m e n t - 1, 4 8 9 , 9 7 0 1, 4 8 9 , 9 7 0 TD F T R I P L o c a l M a t c h - 6, 6 1 5 , 8 8 5 6, 6 1 5 , 8 8 5 TR I P - 21 , 7 3 4 , 1 1 5 21 , 7 3 4 , 1 1 5 Wa s t e w a t e r T r e a t m e n t P l a n t - 1, 6 4 5 , 0 0 0 1, 6 4 5 , 0 0 0 T o t a l C a p i t a l I m p r o v e m e n t s - $ - $ 1 , 6 6 5 , 6 2 1 $ 50 , 4 3 6 , 3 6 1 $ 4, 7 9 5 , 0 0 0 $ 81 8 , 0 0 0 $ - $ - $ 5 7 , 7 1 4 , 9 8 2 $ T o t a l C i t y o f B a k e r s f i e l d 2 4 , 3 8 1 , 4 3 2 $ 69 , 4 2 2 , 2 4 2 $ 33 , 2 3 2 , 5 5 0 $ 14 8 , 8 4 9 , 0 9 0 $ 26 , 5 5 2 , 7 6 1 $ 23 , 6 6 3 , 3 4 5 $ 11 , 2 0 2 , 5 4 8 $ 83 , 6 6 5 , 1 3 7 $ 42 0 , 9 6 9 , 1 0 5 $ 23 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e F i r e No n - De p a r t m e n t a l In c l u d e s Tr a n s f e r s To t a l Pu b l i c W o r k s Wa t e r Re s o u r c e s Ra b o b a n k & Re c r e a t i o n an d P a r k s ED / C D a n d De v e l o p m e n t Se r v i c e s Ba k e r s f i e l d R e d e v e l o p m e n t A g e n c y Op e r a t i n g B u d g e t Do w n t o w n - $ - $ - $ - $ - $ - $ 5 4 , 5 1 2 $ 2, 3 3 7 , 2 5 0 $ 2, 3 9 1 , 7 6 2 $ Ol d T o w n K e r n P i o n e e r - 20 9 , 1 9 0 1, 5 2 3 , 7 0 0 1, 7 3 2 , 8 9 0 So u t h e a s t - 11 0 , 6 9 8 2, 7 9 2 , 1 4 3 2, 9 0 2 , 8 4 1 Ho u s i n g Do w n t o w n - 19 2 , 4 3 5 20 5 , 4 9 3 39 7 , 9 2 8 Ol d T o w n K e r n P i o n e e r - 64 , 3 5 2 35 0 , 0 0 0 41 4 , 3 5 2 So u t h e a s t - 21 8 , 7 3 6 47 5 , 5 0 0 69 4 , 2 3 6 De b t S e r v i c e Do w n t o w n - 5, 0 7 1 , 0 4 3 5, 0 7 1 , 0 4 3 Ol d T o w n K e r n P i o n e e r - 1, 3 5 2 , 2 0 0 1, 3 5 2 , 2 0 0 So u t h e a s t - 2, 4 7 2 , 6 4 3 2, 4 7 2 , 6 4 3 T o t a l O p e r a t i n g - $ - $ - $ - $ - $ - $ 8 4 9 , 9 2 3 $ 16 , 5 7 9 , 9 7 2 $ 17 , 4 2 9 , 8 9 5 $ Ca p i t a l I m p r o v e m e n t s Do w n t o w n - $ - $ - $ - $ - $ - $ - $ - $ - $ Ol d T o w n K e r n P i o n e e r - - So u t h e a s t - - T o t a l C a p i t a l I m p r o v e m e n t s - $ - $ - $ - $ - $ - $ - $ - $ - $ T o t a l B R D A - $ - $ - $ - $ - $ - $ 84 9 , 9 2 3 $ 16 , 5 7 9 , 9 7 2 $ 17 , 4 2 9 , 8 9 5 $ 24 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 GE N E R A L F U N D - A P P R O P R I A T I O N S B Y D E P A R T M E N T De p a r t m e n t Ac t u a l 20 0 9 - 1 0 Ad o p t e d Bu d g e t 20 1 0 - 1 1 Am e n d e d Bu d g e t 20 1 0 - 1 1 Ad o p t e d Bu d g e t 20 1 1 - 1 2 Ma yor 11 8 , 9 6 9 $ 12 9 , 3 2 7 $ 12 9 , 3 2 7 $ 12 8 , 9 1 7 $ Ci t y C o u n c i l 28 9 , 2 2 3 29 9 , 1 0 2 29 9 , 1 0 2 27 1 , 2 1 6 T O T A L L E G I S L A T I V E 40 8 , 1 9 2 $ 42 8 , 4 2 9 $ 42 8 , 4 2 9 $ 40 0 , 1 3 3 $ Ci t y M a n a ger 90 6 , 9 3 9 $ 89 9 , 0 1 2 $ 89 9 , 0 1 2 $ 86 2 , 8 3 8 $ Ci t y C l e r k 72 9 , 3 8 0 72 9 , 3 1 0 72 9 , 3 1 0 75 3 , 0 5 4 Hu m a n R e s o u r c e s 1, 2 2 2 , 6 4 4 1, 1 0 5 , 7 6 1 1, 1 0 5 , 7 6 1 1, 0 9 8 , 9 7 5 In f o r m a t i o n T e c h n o l o gy 3 , 4 9 1 , 6 6 4 3, 4 1 6 , 5 9 7 3, 4 1 8 , 5 9 7 3, 3 3 8 , 4 2 1 Ri s k M a n a gem e n t - - - - T O T A L E X E C U T I V E 6, 3 5 0 , 6 2 7 $ 6, 1 5 0 , 6 8 0 $ 6, 1 5 2 , 6 8 0 $ 6, 0 5 3 , 2 8 8 $ Ad m i n i s t r a t i o n 44 3 , 6 5 2 $ 45 4 , 0 4 8 $ 45 4 , 0 4 8 $ 45 0 , 2 9 6 $ Ac c o u n t i n g a n d R e por t i n g 1, 1 0 9 , 8 9 2 1, 1 2 0 , 7 2 3 1, 1 2 0 , 7 2 3 1, 2 1 2 , 4 1 2 Tr e a s u r y 62 2 , 5 2 5 66 0 , 1 4 4 66 0 , 1 4 4 69 3 , 1 2 2 Pu r c h a s i n g 26 3 , 0 6 8 26 9 , 7 8 6 26 9 , 7 8 6 29 0 , 8 4 9 T O T A L F I N A N C I A L S E R V I C E S 2, 4 3 9 , 1 3 7 $ 2, 5 0 4 , 7 0 1 $ 2, 5 0 4 , 7 0 1 $ 2, 6 4 6 , 6 7 9 $ Le gal C o u n s e l 1, 6 3 5 , 9 9 2 $ 1, 7 3 1 , 0 0 0 $ 1, 7 3 1 , 0 0 0 $ 1, 7 8 0 , 2 5 1 $ T O T A L C I T Y A T T O R N E Y 1, 6 3 5 , 9 9 2 $ 1, 7 3 1 , 0 0 0 $ 1, 7 3 1 , 0 0 0 $ 1, 7 8 0 , 2 5 1 $ Ad m i n i s t r a t i o n 16 , 4 3 6 , 9 4 6 $ 15 , 6 9 6 , 7 0 2 $ 17 , 4 1 3 , 2 6 6 $ 15 , 5 5 3 , 5 7 2 $ Oper a t i o n s 33 , 8 3 9 , 5 7 8 36 , 1 8 2 , 9 0 2 36 , 2 2 6 , 3 0 8 40 , 2 4 8 , 6 1 6 In v e s t i gat i o n s 11 , 7 3 3 , 4 0 4 11 , 7 3 4 , 0 7 2 11 , 7 3 4 , 0 7 2 11 , 5 6 5 , 9 3 1 T O T A L P O L I C E S E R V I C E S 62 , 0 0 9 , 9 2 8 $ 63 , 6 1 3 , 6 7 6 $ 65 , 3 7 3 , 6 4 6 $ 67 , 3 6 8 , 1 1 9 $ Ad m i n i s t r a t i o n 1, 4 7 6 , 8 4 1 $ 1, 4 0 6 , 0 7 7 $ 1, 4 0 6 , 0 7 7 $ 1, 3 6 4 , 5 2 9 $ Sa f e t y S e r v i c e s 1, 6 6 5 , 4 5 2 1, 0 8 8 , 0 5 9 1, 0 8 4 , 1 6 0 1, 0 8 2 , 2 0 4 Fi r e S u pp re s s i o n 27 , 7 7 9 , 0 9 2 27 , 1 4 1 , 9 9 6 27 , 5 3 9 , 5 5 2 28 , 3 1 7 , 3 1 1 T O T A L F I R E S E R V I C E S 30 , 9 2 1 , 3 8 5 $ 29 , 6 3 6 , 1 3 2 $ 30 , 0 2 9 , 7 8 9 $ 30 , 7 6 4 , 0 4 4 $ 25 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 GE N E R A L F U N D - A P P R O P R I A T I O N S B Y D E P A R T M E N T De p a r t m e n t Ac t u a l 20 0 9 - 1 0 Ad o p t e d Bu d g e t 20 1 0 - 1 1 Am e n d e d Bu d g e t 20 1 0 - 1 1 Ad o p t e d Bu d g e t 20 1 1 - 1 2 Ad m i n i s t r a t i o n 59 8 , 9 5 1 $ 54 3 , 1 8 0 $ 54 9 , 1 8 0 $ 55 6 , 8 1 6 $ En gin e e r i n g 5, 0 7 9 , 5 8 8 4, 9 1 1 , 3 8 0 4, 9 1 1 , 3 8 0 4, 9 4 9 , 8 8 9 Ge n e r a l S e r v i c e s 7, 5 9 1 , 3 0 5 8, 1 0 7 , 8 9 5 8, 1 0 7 , 8 9 5 8, 2 9 2 , 9 1 5 St r e e t s 5, 2 0 6 , 3 5 6 4, 8 5 2 , 0 8 3 4, 9 2 8 , 0 8 3 5, 0 7 8 , 1 7 5 Equi pme n t - - - - Wa s t e w a t e r - - - - So l i d W a s t e - - - - T O T A L P U B L I C W O R K S 18 , 4 7 6 , 2 0 0 $ 18 , 4 1 4 , 5 3 8 $ 18 , 4 9 6 , 5 3 8 $ 18 , 8 7 7 , 7 9 5 $ Ad m i n i s t r a t i o n 1, 0 5 0 , 3 9 7 $ 1, 1 0 8 , 5 4 9 $ 1, 1 0 7 , 3 2 1 $ 1, 0 9 2 , 5 9 4 $ Pa r k s 11 , 3 4 4 , 4 8 7 11 , 9 3 0 , 7 5 5 11 , 9 6 2 , 5 7 5 12 , 7 4 9 , 4 7 1 Re c r e a t i o n 2, 4 3 3 , 6 8 6 2, 6 3 3 , 6 4 9 2, 7 0 8 , 5 8 9 2, 6 5 1 , 6 4 7 T O T A L R E C R E A T I O N A N D P A R K S 14 , 8 2 8 , 5 7 0 $ 15 , 6 7 2 , 9 5 3 $ 15 , 7 7 8 , 4 8 5 $ 16 , 4 9 3 , 7 1 2 $ Pl a n n i n g 2, 5 5 0 , 1 6 0 $ 2, 0 2 5 , 8 3 1 $ 2, 0 2 5 , 8 3 1 $ 1, 9 0 8 , 5 1 8 $ Bu i l d i n g 5, 2 6 1 , 5 2 4 5, 1 1 1 , 2 6 5 5, 1 8 6 , 5 2 0 5, 0 2 0 , 7 1 1 T O T A L D E V E L O P M E N T S E R V I C E S 7, 8 1 1 , 6 8 4 $ 7, 1 3 7 , 0 9 6 $ 7, 2 1 2 , 3 5 1 $ 6, 9 2 9 , 2 2 9 $ Co m m u n i t y D e v e l o pme n t - $ - $ - $ - $ Ec o n o m i c D e v e l o pme n t 40 4 , 2 2 6 - (21 , 3 8 3 ) - T O T A L E C O N O M I C / C O M M U N I T Y D E V . 40 4 , 2 2 6 $ - $ (21 , 3 8 3 ) $ - $ TO T A L B Y D E P A R T M E N T 14 5 , 2 8 5 , 9 4 1 $ 14 5 , 2 8 9 , 2 0 5 $ 14 7 , 6 8 6 , 2 3 6 $ 15 1 , 3 1 3 , 2 5 0 $ No n - D e par t m e n t a l 6, 0 6 1 , 1 0 6 $ 5, 9 6 5 , 0 5 9 $ 5, 9 6 5 , 0 5 9 $ 18 , 2 4 5 , 2 5 0 $ De b t S e r v i c e - - - - Co n t i n gen c i e s 10 , 0 0 0 10 , 0 0 0 17 , 0 0 0 Tr a n s f e r s O u t 3, 9 5 0 , 7 9 4 5, 3 5 0 , 0 0 0 5, 3 5 0 , 0 0 0 6, 8 5 6 , 0 0 0 TO T A L G E N E R A L F U N D 15 5 , 2 9 7 , 8 4 1 $ 15 6 , 6 1 4 , 2 6 4 $ 15 9 , 0 1 1 , 2 9 5 $ 17 6 , 4 3 1 , 5 0 0 $ 26 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Go v e r n m e n t a l F u n d s Ge n e r a l O p e r a t i n g 36 , 2 7 5 , 0 0 0 $ 15 1 , 1 5 6 , 5 0 0 $ 1, 5 0 0 , 0 0 0 $ 6, 8 5 6 , 0 0 0 $ 16 9 , 5 7 5 , 5 0 0 $ - $ 1 2 , 5 0 0 , 0 0 0 $ Ec o n o m i c S t i m u l u s - 1 , 5 6 1 , 5 4 3 1, 5 6 1 , 5 4 3 - Sp e c i a l R e v e n u e 5, 1 8 3 , 0 1 1 53 , 8 4 3 , 7 0 6 5, 5 9 2 , 8 6 6 20 , 1 6 0 , 0 0 7 30 , 0 7 6 , 6 0 6 3, 1 9 7 , 2 3 8 De b t S e r v i c e - 80 , 9 5 6 59 2 , 8 6 6 67 3 , 8 2 2 - Ca p i t a l P r o j e c t 17 , 4 7 8 , 3 6 3 6, 9 2 5 , 8 9 6 14 , 3 2 0 , 0 0 0 5, 0 0 0 , 0 0 0 1, 5 3 3 , 0 8 4 20 , 5 8 4 , 4 7 6 11 , 6 0 6 , 6 9 9 Pr o p r i e t a r y F u n d s En t e r p r i s e 77 , 0 0 2 , 0 7 2 10 1 , 9 5 5 , 9 2 5 18 , 0 0 0 , 0 0 0 18 , 0 5 4 , 0 0 0 89 , 6 7 8 , 0 2 0 7, 0 2 7 , 5 0 0 82 , 1 9 8 , 4 7 7 In t e r n a l S e r v i c e 21 , 4 5 1 , 2 9 2 30 , 5 4 2 , 7 8 5 1, 0 9 0 , 0 0 0 34 , 9 3 2 , 1 0 7 26 , 4 0 0 18 , 1 2 5 , 5 7 0 Fi d u c i a r y F u n d s Im p r o v e m e n t D i s t r i c t s 17 , 2 0 8 , 7 7 5 7, 7 6 5 , 5 3 1 9, 6 3 7 , 1 7 4 15 , 3 3 7 , 1 3 2 Re d e v e l o p m e n t A g e n c y 28 3 , 0 1 6 10 , 5 3 3 , 1 5 0 7, 5 4 6 , 5 8 6 7, 5 4 6 , 5 8 6 9, 8 8 3 , 3 0 9 93 2 , 8 5 7 To t a l 17 4 , 8 8 1 , 5 2 9 $ 36 4 , 3 6 5 , 9 9 2 $ 43 , 0 4 9 , 4 5 2 $ 43 , 0 4 9 , 4 5 2 $ 33 7 , 6 3 4 , 5 6 6 $ 57 , 7 1 4 , 9 8 2 $ 14 3 , 8 9 7 , 9 7 3 $ Ad o p t e d Ba l a n c e 6/ 3 0 / 2 0 1 2 Tr a n s f e r s Fu n d G r o u p Es t i m a t e d Ba l a n c e 7/ 1 / 2 0 1 1 Es t i m a t e d Re v e n u e s Bu d g e t A p p r o p r i a t i o n s 27 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Ad o p t e d Ba l a n c e 6/ 3 0 / 2 0 1 2 Tr a n s f e r s Fu n d G r o u p Es t i m a t e d Ba l a n c e 7/ 1 / 2 0 1 1 Es t i m a t e d Re v e n u e s Bu d g e t A p p r o p r i a t i o n s Ge n e r a l O p e r a t i n g F u n d s Ge n e r a l 23 , 8 7 5 , 0 0 0 $ 15 1 , 0 5 6 , 5 0 0 $ 1, 5 0 0 , 0 0 0 $ 6, 8 5 6 , 0 0 0 $ 16 9 , 5 7 5 , 5 0 0 $ - $ - $ Ca s h B a s i s R e s e r v e 12 , 4 0 0 , 0 0 0 10 0 , 0 0 0 12 , 5 0 0 , 0 0 0 Ec o n o m i c S t i m u l u s F u n d s AR R A F e d e r a l S t i m u l u s P r o g r a m - 1 , 5 6 1 , 5 4 3 1, 5 6 1 , 5 4 3 - Sp e c i a l R e v e n u e F u n d s Co m m u n i t y D e v e l o p m e n t 15 3 , 9 6 2 3, 9 5 8 , 0 8 2 59 2 , 8 6 6 1, 9 2 5 , 2 1 6 1, 4 4 0 , 0 0 0 15 3 , 9 6 2 Ho m e I n v e s t m e n t P a r t n e r s h i p - 1 , 7 2 5 , 7 8 4 1, 7 2 5 , 7 8 4 - Fe d e r a l T r a n s p o r t a t i o n - 4 , 5 6 4 , 7 3 9 4, 5 6 4 , 7 3 9 - TR I P - 2 1 , 7 3 4 , 1 1 5 21 , 7 3 4 , 1 1 5 - St a t e T r a n s p o r t a t i o n - 2 8 0 , 5 7 1 28 0 , 5 7 1 - Ga s T a x 1, 5 5 1 , 4 0 4 5, 7 7 8 , 0 0 0 4, 7 0 2 , 7 6 9 2, 3 3 7 , 7 5 2 28 8 , 8 8 3 Tr a f f i c S a f e t y 76 2 , 1 4 0 1, 4 1 0 , 0 0 0 1, 5 0 0 , 0 0 0 48 0 , 0 0 0 19 2 , 1 4 0 CU P A / U A S I - 8 0 2 , 8 8 5 80 2 , 8 8 5 - Su p p l e m e n t a l L a w E n f o r c e m e n t 60 9 , 4 4 1 5, 0 0 0 40 , 5 8 0 57 3 , 8 6 1 Me t r o M e d i c a l R e s p o n s e S y s t e m - - Tr a n s i e n t O c c u p a n c y T a x 2, 1 0 6 , 0 6 4 13 , 5 8 4 , 5 3 0 3, 5 0 0 , 0 0 0 10 , 2 0 2 , 2 0 2 1, 9 8 8 , 3 9 2 De b t S e r v i c e F u n d s Mu n i c i p a l I m p r o v e m e n t D e b t - 80 , 9 5 6 59 2 , 8 6 6 67 3 , 8 2 2 - Ca p i t a l P r o j e c t F u n d s Ca p i t a l O u t l a y 7, 2 6 9 , 4 9 0 22 0 , 8 9 6 3, 9 7 0 , 0 0 0 6, 2 4 6 , 6 2 1 5, 2 1 3 , 7 6 5 Ca p i t a l O u t l a y - U t i l i t y / R o a d F u n d 7 4 7 , 3 6 5 50 , 0 0 0 5, 3 5 0 , 0 0 0 6, 0 0 0 , 0 0 0 14 7 , 3 6 5 Pa r k I m p r o v e m e n t s 3, 3 3 1 , 5 5 7 62 0 , 0 0 0 23 2 , 0 0 0 3, 7 1 9 , 5 5 7 Tr a n s p o r t a t i o n D e v e l o p m e n t ( T D F ) 2 , 0 5 3 , 9 7 2 6, 0 2 5 , 0 0 0 5, 0 0 0 , 0 0 0 25 5 , 2 2 9 1, 4 8 9 , 9 7 0 1, 3 3 3 , 7 7 3 TD F T R I P L o c a l M a t c h 4, 0 7 5 , 9 7 9 10 , 0 0 0 5, 0 0 0 , 0 0 0 1, 2 7 7 , 8 5 5 6, 6 1 5 , 8 8 5 1, 1 9 2 , 2 3 9 To t a l 58 , 9 3 6 , 3 7 4 $ 21 3 , 5 6 8 , 6 0 1 $ 16 , 4 1 2 , 8 6 6 $ 17 , 4 4 8 , 8 6 6 $ 19 3 , 5 0 3 , 9 5 6 $ 50 , 6 6 1 , 0 8 2 $ 27 , 3 0 3 , 9 3 7 $ 28 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Ad o p t e d Ba l a n c e 6/ 3 0 / 2 0 1 2 Tr a n s f e r s Fu n d G r o u p Es t i m a t e d Ba l a n c e 7/ 1 / 2 0 1 1 Es t i m a t e d Re v e n u e s Bu d g e t A p p r o p r i a t i o n s En t e r p r i s e F u n d s Wa s t e w a t e r T r e a t m e n t $4 5 , 9 2 0 , 5 0 9 $ 3 0 , 7 3 9 , 4 5 0 $ 1 8 , 0 0 0 , 0 0 0 $ 1 3 , 0 0 0 , 0 0 0 $ 2 7 , 8 4 3 , 9 6 0 $ 1 , 6 4 5 , 0 0 0 5 2 , 1 7 0 , 9 9 9 Se w e r C o n n e c t i o n s 1, 6 3 5 , 8 1 8 4, 3 4 2 , 8 0 0 5, 0 0 0 , 0 0 0 97 8 , 6 1 8 Re f u s e C o l l e c t i o n 12 , 9 7 0 , 9 0 4 37 , 9 0 9 , 0 0 0 29 , 0 0 0 38 , 1 8 0 , 7 9 5 52 7 , 0 0 0 12 , 1 4 3 , 1 0 9 La n d f i l l C l o s u r e 1, 5 0 2 , 3 5 6 25 , 0 0 0 1, 5 2 7 , 3 5 6 Ag r i c u l t u r a l W a t e r 4, 2 7 3 , 9 4 5 5, 2 7 0 , 0 0 0 25 , 0 0 0 4, 7 0 4 , 2 0 6 47 5 , 0 0 0 4, 3 3 9 , 7 3 9 Do m e s t i c W a t e r 10 , 4 7 3 , 4 6 5 23 , 3 2 1 , 0 0 0 18 , 6 7 7 , 5 8 1 4, 3 2 0 , 0 0 0 10 , 7 9 6 , 8 8 4 Air p a r k 21 5 , 9 0 2 28 0 , 4 7 5 21 7 , 9 3 8 60 , 5 0 0 21 7 , 9 3 9 Of f s t r e e t P a r k i n g 9, 1 7 3 68 , 2 0 0 53 , 5 4 0 23 , 8 3 3 In t e r n a l S e r v i c e F u n d s Eq u i p m e n t M a n a g e m e n t 19 , 0 0 7 , 1 7 0 21 , 4 6 5 , 3 0 0 29 0 , 0 0 0 24 , 6 3 7 , 6 2 1 26 , 4 0 0 16 , 0 9 8 , 4 4 9 Se l f - I n s u r a n c e 2, 4 4 4 , 1 2 2 9, 0 7 7 , 4 8 5 80 0 , 0 0 0 10 , 2 9 4 , 4 8 6 2, 0 2 7 , 1 2 1 Im p r o v e m e n t D i s t r i c t F u n d s As s e s s m e n t D i s t r i c t s 17 , 2 0 8 , 7 7 5 7, 7 6 5 , 5 3 1 9, 6 3 7 , 1 7 4 15 , 3 3 7 , 1 3 2 T o t a l 11 5 , 6 6 2 , 1 3 9 $ 14 0 , 2 6 4 , 2 4 1 $ 19 , 0 9 0 , 0 0 0 $ 18 , 0 5 4 , 0 0 0 $ 13 4 , 2 4 7 , 3 0 1 $ 7, 0 5 3 , 9 0 0 $ 11 5 , 6 6 1 , 1 7 9 $ 29 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Ad o p t e d Ba l a n c e 6/ 3 0 / 2 0 1 2 Tr a n s f e r s Fu n d G r o u p Es t i m a t e d Ba l a n c e 7/ 1 / 2 0 1 1 Es t i m a t e d Re v e n u e s Bu d g e t A p p r o p r i a t i o n s Re d e v e l o p m e n t A g e n c y F u n d s Op e r a t i n g Do w n t o w n 84 , 6 5 2 $ 2, 3 1 0 , 3 0 0 $ - $ 2 , 3 0 1 , 2 5 0 $ 90 , 5 1 2 $ - $ 3, 1 9 0 $ Ol d T o w n K e r n - P i o n e e r 22 , 8 7 5 2, 0 0 6 , 8 0 0 1, 4 8 2 , 2 0 0 25 0 , 6 9 0 29 6 , 7 8 5 So u t h e a s t 13 0 , 0 0 0 2, 9 8 5 , 5 0 0 2, 7 3 2 , 1 4 3 17 0 , 6 9 8 21 2 , 6 5 9 Ho u s i n g Do w n t o w n - 10 , 0 0 0 58 6 , 2 5 0 20 5 , 4 9 3 19 2 , 4 3 5 19 8 , 3 2 2 Ol d T o w n K e r n - P i o n e e r 3, 0 7 4 20 , 0 0 0 48 0 , 0 0 0 35 0 , 0 0 0 64 , 3 5 2 88 , 7 2 2 So u t h e a s t 42 , 4 1 5 50 , 0 0 0 73 5 , 0 0 0 47 5 , 5 0 0 21 8 , 7 3 6 13 3 , 1 7 9 De b t S e r v i c e Do w n t o w n - 3 , 1 5 0 , 5 5 0 1, 9 2 0 , 4 9 3 5, 0 7 1 , 0 4 3 - Ol d T o w n K e r n - P i o n e e r 1, 3 5 2 , 2 0 0 1, 3 5 2 , 2 0 0 - So u t h e a s t 2, 4 7 2 , 6 4 3 2, 4 7 2 , 6 4 3 - T o t a l 28 3 , 0 1 6 $ 10 , 5 3 3 , 1 5 0 $ 7, 5 4 6 , 5 8 6 $ 7, 5 4 6 , 5 8 6 $ 9, 8 8 3 , 3 0 9 $ - $ 9 3 2 , 8 5 7 $ 30 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 ES T I M A T E D B A L A N C E S - J U N E 3 0 , 2 0 1 2 Fu n d T i t l e To t a l Un r e s e r v e d R e s e r v e d Co m m e n t Ca s h B a s i s R e s e r v e 12 , 5 0 0 , 0 0 0 $ - $ 12 , 5 0 0 , 0 0 0 $ Ca s h r e q u i r e d p r i o r t o T a x T u r n o v e r Co m m u n i t y D e v e l o p m e n t 15 3 , 9 6 2 15 3 , 9 6 2 Ga s T a x 28 8 , 8 8 3 28 8 , 8 8 3 Tr a f f i c S a f e t y 19 2 , 1 4 0 19 2 , 1 4 0 Su p p l e m e n t a l L a w E n f o r c e m e n t 57 3 , 8 6 1 57 3 , 8 6 1 Tr a n s i e n t O c c u p a n c y T a x 1, 9 8 8 , 3 9 2 1, 0 8 8 , 3 9 2 90 0 , 0 0 0 T a x a c c r u a l s / C a p i t a l L e a s e Ca p i t a l O u t l a y 5, 2 1 3 , 7 6 5 21 3 , 7 6 5 5, 0 0 0 , 0 0 0 Fa c i l i t i e s R e s e r v e Ca p i t a l O u t l a y - U t i l i t y / R o a d F u n d 14 7 , 3 6 5 14 7 , 3 6 5 Pa r k I m p r o v e m e n t s 3, 7 1 9 , 5 5 7 3 , 7 1 9 , 5 5 7 Tr a n s p o r t a t i o n D e v e l o p m e n t 1, 3 3 3 , 7 7 3 1 , 3 3 3 , 7 7 3 TD F T R I P L o c a l M a t c h 1, 1 9 2 , 2 3 9 1, 1 9 2 , 2 3 9 Wa s t e w a t e r T r e a t m e n t 52 , 1 7 0 , 9 9 9 3 0 , 1 7 0 , 9 9 9 22 , 0 0 0 , 0 0 0 De b t S e r v i c e / C a p i t a l R e s e r v e s Se w e r C o n n e c t i o n s 97 8 , 6 1 8 97 8 , 6 1 8 Re f u s e 12 , 1 4 3 , 1 0 9 6 , 7 9 9 , 1 0 9 5, 3 4 4 , 0 0 0 Ca r t R e p l a c e m e n t R e s e r v e s La n d f i l l C l o s u r e 1, 5 2 7 , 3 5 6 - 1, 5 2 7 , 3 5 6 La n d f i l l C a p R e s e r v e Ag r i c u l t u r e W a t e r 4, 3 3 9 , 7 3 9 4 , 3 3 9 , 7 3 9 Do m e s t i c W a t e r 10 , 7 9 6 , 8 8 4 1 0 , 7 9 6 , 8 8 4 Ai r p a r k 21 7 , 9 3 9 21 7 , 9 3 9 Of f s t r e e t P a r k i n g 23 , 8 3 3 23 , 8 3 3 Eq u i p m e n t M a n a g e m e n t 16 , 0 9 8 , 4 4 9 ( 2 7 , 9 3 6 , 9 7 5 ) 44 , 0 3 5 , 4 2 4 Acc u m u l a t e d D e p r e c i a t i o n @ 0 6 / 3 0 / 1 0 Se l f I n s u r a n c e 2, 0 2 7 , 1 2 1 2, 0 2 7 , 1 2 1 As s e s s m e n t D i s t r i c t s 15 , 3 3 7 , 1 3 2 7 , 7 4 6 , 2 7 1 7, 5 9 0 , 8 6 1 Re s e r v e f o r D e b t S e r v i c e Re d e v e l o p m e n t O p e r a t i n g : Do w n t o w n 3, 1 9 0 3, 1 9 0 Ol d T o w n K e r n - P i o n e e r 29 6 , 7 8 5 87 , 7 8 5 20 9 , 0 0 0 R e s e r v e f o r D e b t S e r v i c e So u t h e a s t 21 2 , 6 5 9 88 , 6 5 9 12 4 , 0 0 0 R e s e r v e f o r D e b t S e r v i c e Re d e v e l o p m e n t H o u s i n g : Do w n t o w n 19 8 , 3 2 2 - 19 8 , 3 2 2 H o u s i n g s e t a s i d e Ol d T o w n K e r n - P i o n e e r 88 , 7 2 2 - 88 , 7 2 2 H o u s i n g s e t a s i d e So u t h e a s t 13 3 , 1 7 9 - 13 3 , 1 7 9 H o u s i n g s e t a s i d e To t a l 14 3 , 8 9 7 , 9 7 3 $ 44 , 2 4 7 , 1 0 9 $ 99 , 6 5 0 , 8 6 4 $ 31 Fund Title Transfers InTransfers Out General 1,500,000$ 6,856,000$ A Traffic Safety/O.T.S.1,500,000 Transient Occupancy Tax 3,500,000 Capital Outlay 3,970,000 B Capital Outlay-Utility/Road 5,350,000 Agriculture Water 25,000 Domestic Water Sewer Plant #2 13,000,000 Sewer Plant # 3 18,000,000 C Sewer Connections 5,000,000 Refuse 29,000 Equipment 290,000 D Self Insurance 800,000 CDBG 592,866 Municipal Debt 592,866 Transportation Development 5,000,000 TDF TRIP Local Match 5,000,000 Redevelopment Agency: Operating 6,515,593 E Housing 1,801,250 F1,030,993 G Debt 5,745,336 H TOTAL TRANSFERS 43,049,452$ 43,049,452$ CITY of BAKERSFIELD INTERFUND TRANSFERS - SUMMARY 2011-2012 Budget 32 Fund Title Transfers InTransfers Out Capital Outlay-Utility/Road 5,350,000$ Capital Outlay 470,000 Equipment 236,000 Self Insurance 800,000 General Fund Total 6,856,000 A General 470,000 Transient Occupancy Tax 3,500,000 Capital Outlay Fund Total 3,970,000 B Sewer Plant #2 13,000,000 Sewer Connections 5,000,000 Sewer Plant #3 Total 18,000,000 C General 236,000 Refuse 29,000 Agriculture Water 25,000 Equipment Fund Total 290,000 D REDEVELOPMENT AGENCY F) Operating 6,515,593 E SEPA Housing 735,000 SEPA Debt 1,997,143 OTKP Housing 480,000 OTKP Debt 1,002,200 DTPA Housing 586,250 DTPA Debt 1,715,000 G) Housing Set Aside 1,801,250 F SEPA Operating 735,000 OTKP Operating 480,000 DTPA Operating 586,250 H) Housing Set Aside 1,030,993 G SEPA Debt 475,500 OTKP Debt 350,000 DTPA Debt 205,493 I) Debt Service 5,745,336 H SEPA Operating 1,997,143 SEPA Housing 475,500 OTKP Operating 1,002,200 OTKP Housing 350,000 DTPA Operating 1,715,000 DTPA Housing 205,493 CITY of BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS 2011-2012 Budget 33 ▲=Appropriations Limitation■=Appropriations Subject to Limitation TheAppropriationsLimitationimposedbyPropositions4and111createsarestrictionon theamountofrevenuewhichcanbeappropriatedinanyfiscalyear.TheLimitis basedonactualappropriationsduringthe1978-79fiscalyear,andisincreasedeach yearusingthegrowthofpopulationandinflation.Notallrevenuesarerestrictedby theLimit;onlythosewhicharereferredtoas"proceedsoftaxes."Someexamplesof proceedsoftaxesaresalestax,propertytax,transientoccupancytax,andstatemotor vehicle in lieu tax. TheCityhasexperiencedsteadygrowthinpopulationwhichhasenabledustospend atlevelswellbelowourlimit.WiththepassageofProposition111,thegapbetween theAppropriationsLimitandtheCity'sexpenditureswhicharesubjecttolimitationhas widened. Duringanyfiscalyear,acitymaynotappropriateanyproceedsoftaxestheyreceive inexcessoftheirlimit.Iftheydoreceiveexcessfundsinanyoneyear,theycancarry themintothesubsequentyeartobeusediftheyarebelowtheirAppropriationsLimitin thatyear.Anyexcessfundsremainingafterthesecondyearhavetobereturnedto thetaxpayersbyreducingtaxratesorfees.Asanalternative,amajorityofthevoters may approve an "override" to increase the Appropriations Limit. $0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 2003200420052006200720082009201020112012 Fiscal Year Ending City of Bakersfield FY 2011-12 Appropriations Limitation $163,438,013 $93,003,000 $285,466,741 $123,716,904 34 REVENUES REMOVE THIS PAGE Revenues The following are the primary revenue sources of the General Fund and Transient Occupancy Tax Fund. The graphs contained in this section reflect the following: actual data for the first eight years, a projection based on the latest information available during preparation of the budget for the current year, and a projection for the next year based on the assumptions as outlined below. Projected Revenue Assumptions: 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 and Transient Occupancy Tax revenue forecast for fiscal year 2011-12 are: 1) Property tax revenues are expected to remain flat (0%) based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to increase by 3.0 percent compared to the current year revised estimate as a result of the slight improvement in economic activity over the past year; 3) License and Permit revenues are expected to remain fairly flat as a result of continued stagnant local construction activity; and, 4) Motor Vehicle In-Lieu fees are also expected to remain flat as this revenue is now linked to general property taxes. 5) Transient Occupancy Tax revenues are expected to increase by about 3.0 percent compared to current year revised estimates as a result of slight improvement tourism and convention activity; • 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 1.0 percent 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 1.0 percent 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. 35 Revenues continued • Sales Tax Revenues - The sales tax rate is generally 8.25 percent statewide. The City’s sales tax revenue is realized from the 1.0 percent local government portion of the total rate and the 0.5 percent rate (½ cent) increase approved by the voters in November 1993 for public safety. The local 1.0 percent is distributed based on “point of sale” while the ½ cent for public safety is distributed 95.0 percent to counties and 5.0 percent to cities. The 1.0 percent local sales tax revenue is distributed by the Board of Equalization. Cities receive payments on a quarterly 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 retail sales from Department Stores. Sales tax must be received into the City’s General Fund and its uses are unrestricted. • 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. The fees which make up "License and Permits" include: building permits, plumbing permits, electrical permits, mechanical permits, street and curb permits, and 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 sewerage 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 2.0 percent 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 percent 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 percent 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 general government services. 36 Revenues continued • 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 - Account for the financing of services provided by the General Fund to another City department on a cost-reimbursement basis; and, o Arena charges - Revenues received from the use of the Rabobank Arena. • Transient Occupancy Tax - The Transient Occupancy 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 12.0 percent, which was increased from 10.0 percent 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 Bureau, etc. 37 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 * Includes VLF In-Lieu Property Tax * Includes Sales Tax In-Lieu Related to Triple Flip $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 03040506070809101112 Mi l l i o n s Fiscal Year Ending Property Tax Revenues $60,117,200 Property Tax VLF In-Lieu $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 03040506070809101112 Mi l l i o n s Fiscal Year Ending Sales Tax Revenues $54,246,000 Budgeted Sales Tax 38 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 $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 03040506070809101112 Mi l l i o n s Fiscal Year Ending Transient Occupancy Tax $6,450,000 $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 03040506070809101112 Mi l l i o n s Fiscal Year Ending License and Permit Revenues $1,984,650 39 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06 $2,000,000 $7,000,000 $12,000,000 $17,000,000 $22,000,000 $27,000,000 03040506070809101112 Mi l l i o n s Fiscal Year Ending Charges for Services $15,810,500 $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 03040506070809101112 Mi l l i o n s Fiscal Year Ending Motor Vehicle-In-Lieu Revenues $1,216,800 40 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 GE N E R A L F U N D - R E V E N U E B Y S O U R C E Re v e n u e s A c t u a l 20 0 9 - 1 0 Am e n d e d Bu d g e t 20 1 0 - 1 1 Re v i s e d Es t i m a t e s 20 1 0 - 1 1 Ad o p t e d Bu d g e t 20 1 1 - 1 2 Ta x e s Pr o p e r t y T a x e s Cu r r e n t y e a r s e c u r e d 35 , 2 7 2 , 6 0 8 $ 33 , 3 9 2 , 0 0 0 $ 34 , 0 5 7 , 0 0 0 $ 34 , 5 6 5 , 0 0 0 $ Cu r r e n t y e a r u n s e c u r e d 1, 7 0 3 , 7 0 3 1, 5 7 5 , 0 0 0 1, 6 6 0 , 0 0 0 1, 4 1 0 , 0 0 0 Pr o p e r t y t a x i n - l i e u 24 , 3 1 0 , 5 7 9 23 , 8 0 0 , 0 0 0 23 , 7 6 0 , 2 0 0 23 , 7 6 0 , 2 0 0 Pr o p 1 A - S t a t e b o r r o w i n g (6, 7 3 8 , 4 3 2 ) De l i n q u e n t t a x e s a n d p e n a l t i e s 2, 6 3 6 , 9 7 5 74 0 , 0 0 0 1, 3 2 8 , 0 0 0 38 2 , 0 0 0 TO T A L P R O P E R T Y T A X E S 57 , 1 8 5 , 4 3 3 $ 59 , 5 0 7 , 0 0 0 $ 60 , 8 0 5 , 2 0 0 $ 60 , 1 1 7 , 2 0 0 $ Sa l e s a n d U s e T a x : Sa l e s a n d u s e t a x 37 , 6 3 5 , 8 9 4 $ 34 , 3 1 5 , 0 0 0 $ 39 , 7 8 1 , 2 7 5 $ 40 , 9 7 5 , 4 7 5 $ Sa l e s t a x i n - l i e u 13 , 0 2 8 , 4 3 9 10 , 7 1 5 , 0 0 0 10 , 5 1 8 , 9 0 0 13 , 2 7 0 , 5 2 5 TO T A L S A L E S A N D U S E T A X 50 , 6 6 4 , 3 3 3 $ 45 , 0 3 0 , 0 0 0 $ 50 , 3 0 0 , 1 7 5 $ 54 , 2 4 6 , 0 0 0 $ Ot h e r T a x e s Ut i l i t y f r a n c h i s e t a x 9, 2 8 8 , 6 1 2 $ 10 , 4 4 5 , 0 0 0 $ 10 , 7 7 0 , 0 0 0 $ 10 , 8 7 5 , 0 0 0 $ Bu s i n e s s l i c e n s e t a x 3, 1 7 3 , 5 1 4 2, 9 8 0 , 0 0 0 3, 2 0 0 , 0 0 0 3, 2 0 0 , 0 0 0 Re a l p r o p e r t y t r a n s f e r t a x 79 0 , 7 1 9 90 0 , 0 0 0 90 0 , 0 0 0 90 0 , 0 0 0 Pa y m e n t s i n - l i e u o f t a x e s 1, 1 2 0 , 0 0 0 TO T A L O T H E R T A X E S 14 , 3 7 2 , 8 4 5 $ 14 , 3 2 5 , 0 0 0 $ 14 , 8 7 0 , 0 0 0 $ 14 , 9 7 5 , 0 0 0 $ TO T A L T A X E S 12 2 , 2 2 2 , 6 1 1 $ 11 8 , 8 6 2 , 0 0 0 $ 12 5 , 9 7 5 , 3 7 5 $ 12 9 , 3 3 8 , 2 0 0 $ Li c e n s e s a n d P e r m i t s De v e l o p m e n t p e r m i t s 1, 4 6 8 , 2 0 8 $ 1, 6 2 2 , 7 5 0 $ 1, 4 1 7 , 0 5 0 $ 1, 5 7 7 , 7 5 0 $ Al a r m p e r m i t s 19 2 , 0 4 8 14 0 , 0 0 0 14 0 , 0 0 0 18 0 , 0 0 0 Fi r e P r e v e n t i o n (CU P A ) 20 4 , 5 1 0 Do g l i c e n s e s 22 0 , 9 5 6 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 Ot h e r l i c e n s e s a n d p e r m i t s 10 6 , 8 7 2 54 , 1 9 5 48 , 5 0 0 26 , 9 0 0 TO T A L L I C E N S E S A N D P E R M I T S 2, 1 9 2 , 5 9 4 $ 2, 0 1 6 , 9 4 5 $ 1, 8 0 5 , 5 5 0 $ 1, 9 8 4 , 6 5 0 $ 41 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 GE N E R A L F U N D - R E V E N U E B Y S O U R C E Re v e n u e s A c t u a l 20 0 9 - 1 0 Am e n d e d Bu d g e t 20 1 0 - 1 1 Re v i s e d Es t i m a t e s 20 1 0 - 1 1 Ad o p t e d Bu d g e t 20 1 1 - 1 2 In t e r gov e r n m e n t a l St a t e m o t o r v e h i c l e i n - l i e u t a x 1 , 0 2 6 , 1 1 6 $ 89 5 , 0 0 0 $ 1, 2 1 6 , 8 0 0 $ 1, 2 1 6 , 8 0 0 $ St a t e H o m e o w n e r s s u b v e n t i o n 36 9 , 6 8 5 35 7 , 4 0 0 33 7 , 0 0 0 33 7 , 0 0 0 Gr a n t s 1, 8 1 5 , 1 8 0 3, 2 8 2 , 3 8 2 3, 7 4 2 , 3 1 8 1, 5 5 5 , 5 5 0 Ot h e r R e i m b u r s e m e n t s 20 , 1 6 0 20 , 1 6 0 TO T A L I N T E R G O V E R N M E N T A L 3, 2 1 0 , 9 8 1 $ 4, 5 5 4 , 9 4 2 $ 5, 3 1 6 , 2 7 8 $ 3, 1 0 9 , 3 5 0 $ Ch a r ges f o r S e r v i c e Ma i n t e n a n c e d i s t r i c t s e r v i c e s 5, 1 8 8 , 9 7 2 $ 4, 6 0 0 , 0 0 0 $ 5, 0 3 0 , 0 0 0 $ 5, 1 3 0 , 0 0 0 $ In t e r d e p a r t m e n t a l c h a r ges 3, 9 2 1 , 4 0 7 4, 1 6 9 , 4 0 0 4, 1 6 9 , 4 0 0 4, 0 0 0 , 0 0 0 De v e l o p m e n t f e e s 1, 7 3 8 , 3 3 5 1, 6 0 3 , 9 8 5 1, 5 3 7 , 2 5 0 1, 6 4 3 , 7 1 5 Fi r e c h a r ges 4, 3 3 9 , 6 4 0 3, 5 3 6 , 5 0 0 3, 7 9 6 , 3 7 8 3, 7 0 0 , 0 0 0 Po l i c e c h a r ges 70 1 , 4 9 4 55 7 , 0 0 0 56 0 , 0 0 0 56 0 , 0 0 0 Re c r e a t i o n f e e s 1, 0 2 5 , 9 9 7 71 7 , 3 7 0 69 6 , 4 0 5 71 0 , 1 0 0 Ot h e r c h a r ges 16 2 , 9 8 1 12 0 , 5 0 0 77 , 4 0 0 66 , 6 8 5 TO T A L C H A R G E S F O R S E R V I C E 17 , 0 7 8 , 8 2 6 $ 15 , 3 0 4 , 7 5 5 $ 15 , 8 6 6 , 8 3 3 $ 15 , 8 1 0 , 5 0 0 $ Fi n e s a n d F o r f e i t s Co u r t f i n e s a n d a s s e t f o r f e i t u r e s 84 3 , 0 2 1 $ 70 0 , 8 0 0 $ 67 8 , 5 0 0 $ 57 6 , 8 0 0 $ TO T A L F I N E S A N D F O R F E I T U R E S 84 3 , 0 2 1 $ 70 0 , 8 0 0 $ 67 8 , 5 0 0 $ 57 6 , 8 0 0 $ Mi s c e l l a n e o u s In t e r e s t i n c o m e 11 7 , 0 4 7 $ 10 1 , 0 0 0 $ 15 4 , 5 0 0 $ 15 1 , 0 0 0 $ Co n t r i b u t i o n s 16 , 9 9 7 2, 6 0 0 29 , 5 0 0 1, 0 0 0 Bl u e C r o s s p r e m i u m r e f u n d 1, 3 0 0 , 0 0 0 Ot h e r r e i m b u r s e m e n t s 93 0 , 6 5 6 21 7 , 0 0 0 38 2 , 7 8 7 73 , 0 0 0 Ot h e r r e v e n u e 31 , 2 3 7 7, 9 8 4 14 , 8 7 5 12 , 0 0 0 TO T A L M I S C E L L A N E O U S 2, 3 9 5 , 9 3 7 $ 32 8 , 5 8 4 $ 58 1 , 6 6 2 $ 23 7 , 0 0 0 $ TO T A L R E V E N U E S 14 7 , 9 4 3 , 9 7 0 $ 14 1 , 7 6 8 , 0 2 6 $ 15 0 , 2 2 4 , 1 9 8 $ 15 1 , 0 5 6 , 5 0 0 $ 42 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 ES T I M A T E D R E V E N U E B Y F U N D Fu n d T i t l e Ta x e s a n d As s e s s m e n t s Li c e n s e s a n d Pe r m i t s In t e r - Go v e r n m e n t a l Re v e n u e Ch a r g e s f o r Se r v i c e Fi n e s a n d Fo r f e i t s Mi s c e l l a n e o u s Re v e n u e Ot h e r F i n a n c i n g So u r c e s To t a l Ge n e r a l 12 9 , 3 3 8 , 2 0 0 $ 1, 9 8 4 , 6 5 0 $ 3, 1 0 9 , 3 5 0 $ 15 , 8 1 0 , 5 0 0 $ 57 6 , 8 0 0 $ 23 7 , 0 0 0 $ - $ 1 5 1 , 0 5 6 , 5 0 0 $ Ca s h B a s i s R e s e r v e 10 0 , 0 0 0 10 0 , 0 0 0 Co m m u n i t y D e v e l o p m e n t 3, 7 8 2 , 2 1 4 17 5 , 8 6 8 3, 9 5 8 , 0 8 2 Ho m e I n v e s t m e n t P a r t n e r s h i p 1, 6 9 5 , 7 8 4 30 , 0 0 0 1, 7 2 5 , 7 8 4 Fe d e r a l T r a n s p o r t a t i o n 4, 5 6 4 , 7 3 9 4, 5 6 4 , 7 3 9 TR I P 21 , 7 3 4 , 1 1 5 21 , 7 3 4 , 1 1 5 St a t e T r a n s p o r t a t i o n 28 0 , 0 7 1 50 0 28 0 , 5 7 1 Ga s T a x 5, 7 2 8 , 0 0 0 50 , 0 0 0 5, 7 7 8 , 0 0 0 Tr a f f i c S a f e t y 30 0 , 0 0 0 1 , 1 0 0 , 0 0 0 10 , 0 0 0 1, 4 1 0 , 0 0 0 CU P A / U A S I 18 1 , 0 0 0 62 1 , 8 8 5 80 2 , 8 8 5 Su p p l e m e n t a l L a w E n f o r c e m e n t 5, 0 0 0 5, 0 0 0 AR R A F e d e r a l S t i m u l u s P r o g r a m 1, 5 6 1 , 5 4 3 1, 5 6 1 , 5 4 3 Tr a n s i e n t O c c u p a n c y T a x 6, 4 5 0 , 0 0 0 5, 4 1 0 , 2 0 9 1, 7 2 4 , 3 2 1 13 , 5 8 4 , 5 3 0 Mu n i c i p a l I m p r o v e m e n t D e b t 80 , 9 5 6 80 , 9 5 6 Ca p i t a l O u t l a y 17 0 , 8 9 6 50 , 0 0 0 22 0 , 8 9 6 Ca p i t a l O u t l a y - U t i l i t y / R o a d F u n d 50 , 0 0 0 50 , 0 0 0 Pa r k I m p r o v e m e n t s 52 0 , 0 0 0 10 0 , 0 0 0 62 0 , 0 0 0 Tr a n s p o r t a t i o n D e v e l o p m e n t 6, 0 0 0 , 0 0 0 25 , 0 0 0 6, 0 2 5 , 0 0 0 TD F T R I P L o c a l M a t c h 10 , 0 0 0 10 , 0 0 0 Wa s t e w a t e r T r e a t m e n t 29 , 3 3 5 , 9 5 0 1, 4 0 3 , 5 0 0 3 0 , 7 3 9 , 4 5 0 Se w e r C o n n e c t i o n s 50 , 0 0 0 4, 2 5 2 , 8 0 0 40 , 0 0 0 4, 3 4 2 , 8 0 0 Re f u s e 1, 5 1 0 , 0 0 0 3 6 , 0 6 5 , 0 0 0 33 4 , 0 0 0 37 , 9 0 9 , 0 0 0 La n d f i l l C l o s u r e 25 , 0 0 0 25 , 0 0 0 Ag r i c u l t u r e W a t e r 5, 2 3 0 , 0 0 0 40 , 0 0 0 5, 2 7 0 , 0 0 0 Do m e s t i c W a t e r 36 9 , 8 0 0 22 , 9 5 1 , 2 0 0 23 , 3 2 1 , 0 0 0 Air p a r k 29 , 4 7 5 2 4 7 , 5 0 0 3, 5 0 0 28 0 , 4 7 5 Of f s t r e e t P a r k i n g 68 , 0 0 0 20 0 68 , 2 0 0 Eq u i p m e n t M a n a g e m e n t 20 , 6 9 6 , 8 0 0 76 8 , 5 0 0 21 , 4 6 5 , 3 0 0 Se l f I n s u r a n c e 8, 5 2 0 , 4 8 5 55 7 , 0 0 0 9, 0 7 7 , 4 8 5 As s e s s m e n t D i s t r i c t s 7, 7 6 5 , 5 3 1 7, 7 6 5 , 5 3 1 Re d e v e l o p m e n t O p e r a t i n g : Do w n t o w n 2, 3 0 0 , 0 0 0 30 0 10 , 0 0 0 2, 3 1 0 , 3 0 0 Ol d T o w n K e r n - P i o n e e r 1, 9 8 8 , 0 0 0 12 , 8 0 0 6, 0 0 0 2, 0 0 6 , 8 0 0 So u t h e a s t 2, 9 1 1 , 0 0 0 54 , 5 0 0 20 , 0 0 0 2 , 9 8 5 , 5 0 0 Re d e v e l o p m e n t H o u s i n g : Do w n t o w n 1 0 , 0 0 0 10 , 0 0 0 Ol d T o w n K e r n - P i o n e e r 20 , 0 0 0 20 , 0 0 0 So u t h e a s t 50 , 0 0 0 50 , 0 0 0 Re d e v e l o p m e n t D e b t : Do w n t o w n 3, 1 5 0 , 5 5 0 3, 1 5 0 , 5 5 0 To t a l $1 5 7 , 3 2 2 , 7 3 1 $ 2 , 1 6 5 , 6 5 0 $ 4 4 , 2 3 3 , 7 8 7 $ 1 3 0 , 0 7 9 , 4 7 9 $ 1 , 6 7 6 , 8 0 0 $ 2 7 , 4 6 4 , 0 4 5 $ 1 , 4 2 3 , 5 0 0 $ 3 6 4 , 3 6 5 , 9 9 2 43 THIS PAGE INTENTIONALLY LEFT BLANK 44 LEGISLATIVE REMOVE THIS PAGE Le g i s l a t i v e FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t Wa r d 7 Wa r d 6 Wa r d 3 Wa r d 5 Wa r d 2 Wa r d 4 Wa r d 1 Ci t y C o u n c i l Su p p o r t S t a f f Ma y o r Ci t i z e n s o f B a k e r s f i e l d 45 Legislative DEPARTMENT FUNCTION Leads the City through policy making and legislative actions. Guides staff direction through committee and City Council meetings. 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 2010-11 ACCOMPLISHMENTS 1. Adopted the updated City Council Goals in April 2011. 2. Continued recognition of special efforts accomplished by members of the public and organizations 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 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Mayor $ 118,969 $ 129,327 $ 129,327 $ 128,917 City Council 289,223 299,102 299,102 271,216 Total $ 408,192 $ 428,429 $ 428,429 $ 400,133 SOURCE OF FUNDS: General Fund $ 408,192 $ 428,429 $ 428,429 $ 400,133 Total $ 408,192 $ 428,429 $ 428,429 $ 400,133 FULL TIME EMPLOYEES: Mayor1.001.001.001.00 City Council0.000.000.000.00 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 2010-11 ACCOMPLISHMENTS 1. Prepared and took action on issues in a timely manner at regularly scheduled and special City Council meetings. 2. Provided Council direction to staff through Council committees. 3. Adopted the City’s annual Operating and Capital Improvement Program budgets prior to June 30. 4. Served in a ceremonial capacity for City events and away from home as a City representative. 5. Appointed citizens to represent the community on various boards and commissions. 6. Served as spokesperson for City affairs with all segments of the media. 7. 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 2011-12 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 prior to 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 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 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Approved City budgets (Operating, Capital 1 1 1 Improvement Program and Bakersfield Redevelopment Agency) by June 30 Council Meetings held 22 19 18 Proclamations Issued 104 100 100 49 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 101,503 $ 98,108 $ 98,108 $ 102,260 Operating 17,466 31,219 31,219 26,657 Capital Total $ 118,969 $ 129,327 $ 129,327 $ 128,917 SOURCE OF FUNDS: General Fund $ 118,969 $ 129,327 $ 129,327 $ 128,917 Total $ 118,969 $ 129,327 $ 129,327 $ 128,917 MAYOR 50 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 154,999 $ 154,914 $ 154,914 $ 144,476 Operating 134,224 144,188 144,188 126,740 Capital Total $ 289,223 $ 299,102 $ 299,102 $ 271,216 SOURCE OF FUNDS: General Fund $ 289,223 $ 299,102 $ 299,102 $ 271,216 Total $ 289,223 $ 299,102 $ 299,102 $ 271,216 CITY COUNCIL 51 THIS PAGE INTENTIONALLY LEFT BLANK 52 EXECUTIVE REMOVE THIS PAGE Ex e c u t i v e FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t Ci t y M a n a g e r Ri s k Ma n a g e m e n t Ex e c u t i v e S t a f f As s i s t a n t t o t h e Ci t y M a n a g e r As s i s t a n t t o t h e Ci t y M a n a g e r Ad m i n i s t r a t i v e An a l y s t I I I Ci t y C l e r k In f o r m a t i o n Te c h n o l o g y Hu m a n Re s o u r c e s 53 Executive DEPARTMENT FUNCTION The Executive Department provides direction and leadership for the effective administration and operations of all municipal services for the City of Bakersfield as directed by the City Council and serves as the principal point for the management of City departments. The Executive Department includes the City Manager’s Office, Human Resources, Risk Management, City Clerk and Information Technology. 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 2010-11 ACCOMPLISHMENTS 1. Staffed City Council meetings and Council committee meetings. 2. Reviewed, analyzed and made recommendations regarding existing or pending state and federal legislation. 3. Continued the process implemented in mid-year FY 2008-09 to monitor and respond to potential impacts of local and statewide economic conditions upon the City’s budget and ability to provide services. 4. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2010-11 Final Budget. FY 2011-12 ACTION PLAN The Executive Department will continue working on various development projects and overseeing major capital efforts of the City. Annexation of islands and other annexations requested by property owners will be overseen by the City 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. 54 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 City Manager $ 906,939 $ 899,012 $ 899,012 $ 862,838 City Clerk 729,380 729,310 729,310 753,054 Human Resources 1,222,644 1,105,761 1,105,761 1,098,975 Risk Management 10,438,554 8,515,688 8,515,688 8,894,486 Information Technology 4,835,515 5,808,293 5,805,421 5,898,196 Total $ 18,133,032 $ 17,058,064 $ 17,055,192 $ 17,507,549 SOURCE OF FUNDS: General Fund $ 6,350,627 $ 6,150,680 $ 6,152,680 $ 6,053,288 Equipment Fund 1,343,851 2,391,696 2,386,824 2,559,775 Self Insurance Fund 10,438,554 8,515,688 8,515,688 8,894,486 Total $ 18,133,032 $ 17,058,064 $ 17,055,192 $ 17,507,549 FULL TIME EMPLOYEES: City Manager8.006.006.006.00 City Clerk6.007.007.007.00 Human Resources10.009.009.009.00 Risk Management3.003.003.003.00 Information Technology31.0030.0030.0030.00 Total58.00 55.00 55.00 55.00 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 the City 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 2010-11 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and final operating budgets for fiscal year 2010-11. 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; Legislative and Litigation; Personnel; Planning and Development; Safe Neighborhood and Community Relations; and, the Joint City/Count Standing Committee to Combat Gang Violence. 4. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses. 5. 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 work performance. 6. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2010-11 Final Budget. 56 1331 – City Manager continued FY 2011-12 ACTION PLAN 1. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2011-12. 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; and, the Joint City/Count Standing Committee to Combat Gang Violence. 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 2011-12 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award. 9. Prepare General Information packets for the Mayor and City Council. 10. Review and prepare agenda materials for City Council meetings. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Annexation Growth – Population (annual) 796 450 60 Annexation Growth – Square Miles (annual) 1.24 2.0 .36 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 27 27 18 Staffed Council Committee Meetings 40 40 40 57 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 859,498 $ 847,846 $ 847,846 $ 815,898 Operating 47,441 51,166 51,166 46,940 Capital Total $ 906,939 $ 899,012 $ 899,012 $ 862,838 SOURCE OF FUNDS: General Fund $ 906,939 $ 899,012 $ 899,012 $ 862,838 Total $ 906,939 $ 899,012 $ 899,012 $ 862,838 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 2010-11 ACCOMPLISHMENTS 1. Conducted November 2, 2010 General Municipal Election of Councilmembers for Wards 1, 3, 4 & 7; and Measure D relating to pension benefits. 2. Conducted Teen Government Day 2010. 3. Conducted forty three (43) public hearings and twelve (12) administrative hearings. 4. Prepared three (3) Administrative Records for the Superior Court regarding The Canyons, Stockdale Ranch and a personnel matter. 5. Through the City’s webpage, made documents available to the public, including minutes, resolutions, ordinances, and agenda materials within twenty-four hours of execution. 6. Administered the provisions of the Maddy Act and monitored term expirations of twenty-one (21) Council boards, commissions and committees. 7. Maintained quarterly updates of the Municipal code on-line, providing up- to-date information to citizens and City departments of adopted ordinances. 8. Administered the provisions of the Political Reform Act; processed 119 Fair Political Practices Commission (FPPC) campaign statement filings and 323 Statement of Economic Interest filings. 9. Processed 579 requests for records and 107 subpoenas for records and appearances. 59 1341 – City Clerk continued 10. Administered the provisions of State mandated ethics training (AB 1234). 11. Processed 1605 Recreation & Parks activity registrations and park reservations. 12. Organized Scholastic Student Recognition Day program and reception. FY 2011-12 ACTION PLAN 1. Conduct Mayor’s Primary Election, to be held June 5, 2012. 2. Conduct Teen Government Day 2011. 3. Organize Scholastic Student Recognition Day program and hold reception. 4. Administer the provisions of the Maddy Act, solicit applications for Council boards, commissions and committees, and forward reports to Council for appointment. 5. Review the Boards and Commissions booklet to include up-to-date information. 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. 8. Administer the provisions of the Political Reform Act and manage the 2010-11 Statements of Economic Interest and Campaign Statements. 9. Make proposals for Citywide Records Retention Schedule and Guidelines. 10. Prepare and distribute Bakersfield Redevelopment Agency agenda packets by 5:00 p.m. on Wednesday prior to the Monday meeting. 11. Provide customer service at Lobby desk and process Recreation & Parks activity registrations and park reservations. 12. Provide prompt and courteous service to all citizen requests for assistance. 60 1341 – City Clerk continued SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Prepare and Post Council Agenda 22 19 17 Council and Mayoral Elections 1 1 0 City Ordinances Adopted 37 50 50 City Resolutions Adopted 187 115 115 Contracts & Agreements 913 787 787 Deeds 247 167 167 Outgoing U.S. Mail Processed 214,182 271,471 271,471 Recreation & Parks Customers 893 1605 1605 61 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 502,310 $ 466,333 $ 466,333 $ 488,912 Operating 227,070 262,977 262,977 264,142 Capital Total $ 729,380 $ 729,310 $ 729,310 $ 753,054 SOURCE OF FUNDS: General Fund $ 729,380 $ 729,310 $ 729,310 $ 753,054 Total $ 729,380 $ 729,310 $ 729,310 $ 753,054 CITY CLERK 62 1351 - HUMAN RESOURCES DIVISION MISSION 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 2010-11 ACCOMPLISHMENTS 1. Conducted and completed thirty-six (36) recruitments which required HR Staff to review and process over 1,829 applications. 2. Supported departments and divisions in filling a total of (63) vacancies (26 promotions and 37 new hires). 3. Recruited, processed and hired thirty (30) temporary employees; and processed one hundred seventeen (117) terminations. 4. Revised, processed and received City Council approval for the following job specifications: Service Maintenance Worker, Deputy City Attorney I, Deputy City Attorney II, Water Resources Director, Water Resources Superintendent, and Transcribing Typist. 5. Developed and presented the following training sessions: ED/CD Customer Service/Team Building Training, Recreation and Parks Leadership Conference Training, Youth Leadership Job Fair, South High School Interview/Application Training and remedial Harassment & Violence in the Workplace Training. Also presented Diversity and Harassment Training for the Fire Captain Certification program. 6. Continued to assist departments in dealing with displaced positions which occurred as a result of budget reductions. 7. Continued to coordinate labor negotiations with City bargaining units as necessary. 8. Completed thirteen (13) legally required Sexual Harassment Training sessions for supervisors and managers. 63 1351 – Human Resources continued 9. Coordinated and administered the DOT (Department of Transportation) Program for all non-safety Commercial Drivers. This includes scheduling and monitoring medical re-certifications and random drug screens. 10. Assumed a more proactive role in working with City Departments to provide direct counsel and administrative support to investigate and respond to union grievances, employment complaints, Skelly Hearings, City Manager Appeal Hearings, DFEH complaints, Interactive Processes, and other related personnel issues. 11. Provided oversight of the annual Healthcare Open Enrollment process, which provides an opportunity for all city employees and eligible retirees to designate their desired health care options. This includes updating and processing new federal requirements such as extending dependents coverage until age 26; FMLA leave; military leave. 12. Provided oversight of the Employee Incentive Team program, which included: • Processing 228 High Five Awards • Received and responded to 5 Bright Ideas • Coordinated and presented the 2010 Excellence in Action Award Program. This included process awards for 1 Extra Mile winner, 13 Excellence in Action winners, and 13 Honorable Mention winners. This also included coordinating the winners’ reception. • Coordinated the City-wide Blood Drive 13. Processed 157 Employee Service Awards. 14. Coordinated and co-presented twenty-one (21) city-wide United Way Pledge Drive meetings for city employees. Total contributions from city employees were over $10,000. 15. Processed pre-employment and re-certification Live Scans (fingerprinting) for several departments. 16. Monitored quarterly unemployment insurance claim costs. 64 1351 – Human Resources continued FY 2011-12 ACTION PLAN 1. Working with our customers, the HR Team will focus on the following: a) Continue to review and update all City Job specifications, including ADA analysis for any physical requirements. b) Continue to review and update all current Administrative Rules & Regulations and draft new Rules and Regulations, as required. c) Continue to develop and deliver City-wide training programs, including Supervisory Development Program and other HR City-wide or group specific training. d) Review and update all Civil Service Rules and Regulations, along with a comprehensive analysis to ensure alignment with other documents, such as the Memorandums of Understanding, Municipal Code, Charter and Administrative Rules & Regulations. e) Continue to enhance efforts in reviewing, communicating and educating City Employees regarding benefits f) Conduct an in-depth Unemployment Insurance analysis to pro- actively manage cost more effectively. g) Focus on retention strategies, including Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. Identify opportunities to maintain high employee productivity under the current economic climate. This also includes administration and operation of Employee Incentive Program. 65 1351 – Human Resources continued SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted RECRUITMENT Regular Full-Time Vacancies Filled 49 100 70 Temporary Vacancies Filled 155 200 200 Regular Full-Time Positions Posted 57 50 50 Regular Full-Time Applications Received 2650 2500 3000 • Online 1699 2000 2000 • Hardcopy 951 500 1000 RETENTION Turn-over Rate 4.0% 5.0% 4.0% • Total Terminations 65 90 85 o Voluntary Resignations 21 11 15 o Retirements 37 60 60 o Involuntary 7 19 20 BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 2291 649 600 Retiree Benefit Changes Processed 245 275 280 Service Awards Processed 258 296 356 Number of FMLA Leaves Processed 220 187 220 66 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 906,496 $ 745,947 $ 745,947 $ 827,848 Operating 316,148 359,814 359,814 271,127 Capital Total $ 1,222,644 $ 1,105,761 $ 1,105,761 $ 1,098,975 SOURCE OF FUNDS: General Fund $ 1,222,644 $ 1,105,761 $ 1,105,761 $ 1,098,975 Total $ 1,222,644 $ 1,105,761 $ 1,105,761 $ 1,098,975 HUMAN RESOURCES 67 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 2010-2011 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. Continued training of division Account Clerk to process and handle pothole claims for the City, which resulted in fee savings for the division. 4. Conducted workers’ compensation training seminars for department supervisors. 5. Recovered over $200,000 from individuals who caused damage to City property. 6. Created or updated various manuals required by Cal-OSHA and posted them on the Risk Management website. 7. Initiated and conducted training in CPR, AED’s, forklift operation and lane delineation. FY 2011-2012 ACTION PLAN 1. Continue to develop the skills and expertise of the Division’s Administrative Analyst, to prepare her to fill in for the Risk Manager, as needed. 68 1361 – Risk Management continued 2. Continue to work toward development of a “paperless” claims processing environment. 3. Identify and manage new exposures to loss, such as Cyber Liability. 69 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 2,835,512 $ 2,791,281 $ 2,791,281 $ 2,504,580 Operating 7,603,042 5,724,407 5,724,407 6,389,906 Capital Total $ 10,438,554 $ 8,515,688 $ 8,515,688 $ 8,894,486 SOURCE OF FUNDS: Self Insurance Fund $ 10,438,554 $ 8,515,688 $ 8,515,688 $ 8,894,486 Total $ 10,438,554 $ 8,515,688 $ 8,515,688 $ 8,894,486 RISK MANAGEMENT 70 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 2010-11 ACCOMPLISHMENTS 1. Installed Police Surveillance camera system and centralized storage. 2. Developed City iPhone and Android Application 3. Installed new Anti-virus/Anti-spam system. 4. Migrated email system from GroupWise to Microsoft Exchange/Outlook. 5. Implemented a Storage Area Network into the City Data Center allowing for disaster recovery testing. 6. Wiladene Sawyer was awarded Employee of the Year (EIA). 7. Moved Police Department Server Room equipment to City Hall. 8. Upgraded TeleStaff scheduling system and expanded to include the Police Department. 9. Released various new web applications (Street moratoriums, Planning, Development Services and Solid Waste) 10. Connected Bakersfield Police Department to cities on Orange County through CopLink. 11. Created a Security Awareness program for new employees and trained all City employees on Security Awareness. 12. Offered 250 classes to City employees and Departments. 71 1371 – Information Technology continued FY 2011-12 ACTION PLAN 1. Schedule and perform full disaster recovery of City data. 2. Install new IP-SCSI SAN. 3. Upgrade equipment in the Emergency Operations Center. 4. Upgrade Traffic camera system. 5. Create a better GIS mobile presence for the City of Bakersfield GIS. 6. Publish City iPhone and Android Application. 7. Complete training and migration to Microsoft Exchange/Outlook. 8. Replace 25% - 30% of computer equipment in City. 9. Continue plan upgrade and redundancy of City network. 10. Complete plans and design of Data Center upgrade/move. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Install computers 75 23 256 Install printers 28 32 104 Install laptops and Mobile Data Computers 93 306 119 Install scanners, phones, PDAs and recorders 435 50 25 Number of help desk calls processed 6,357 6,500 7,000 72 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 2,613,284 $ 2,654,456 $ 2,656,456 $ 2,622,364 Operating 1,813,056 2,542,417 2,542,417 2,056,848 Capital 409,175 611,420 606,548 1,218,984 Total $ 4,835,515 $ 5,808,293 $ 5,805,421 $ 5,898,196 SOURCE OF FUNDS: General Fund $ 3,491,664 $ 3,416,597 $ 3,418,597 $ 3,338,421 Equipment Fund 1,343,851 2,391,696 2,386,824 2,559,775 Total $ 4,835,515 $ 5,808,293 $ 5,805,421 $ 5,898,196 INFORMATION TECHNOLOGY 73 THIS PAGE INTENTIONALLY LEFT BLANK 74 FINANCIAL SERVICES REMOVE THIS PAGE Fi n a n c i a l S e r v i c e s FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t As s i s t a n t F i n a n c e D i r e c t o r Fi n a n c e D i r e c t o r Tr e a s u r e r Tr e a s u r y Su p e r v i s o r Fi n a n c i a l In v e s t i g a t o r s Ac c o u n t i n g Cl e r k s Pu r c h a s i n g Of f i c e r Ac c o u n t i n g Cl e r k Bu y e r s Pr o p e r t y Ma n a g e r Pr o p e r t y A g e n t s Ac c o u n t i n g Su p e r v i s o r s Ac c o u n t a n t s Ac c o u n t i n g Cl e r k s 75 Financial Services DEPARTMENT FUNCTION The Department delivers timely and meaningful financial information that will allow City Council and City management to make knowledgeable decisions regarding the best use of resources available. The department also must provide technical and fiscal support to decision makers within the various City departments, along with providing licensing and permit processing for local residents and businesses. 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 2010-11 ACCOMPLISHMENTS 1. Received GFOA Certificate of Achievement for Excellence in Financial Reporting. 2. Implemented “E-Payables” payments system which is a process that allows the City to pay vendors who enroll in the program electronically. 3. Processed approximately 3,700 purchase orders. FY 2011-12 ACTION PLAN 1. Prepare Comprehensive Annual Financial Report for fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level. 2. Acquire/Dispose of real property in a timely manner. FY 2011-12 SIGNIFICANT BUDGET CHANGES 1. No significant changes in the 2011-12 budget have occurred. 76 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Administration $ 911,305 $ 986,083 $ 986,083 $ 963,576 Accounting 1,211,647 1,221,940 1,221,940 1,265,952 Treasury 622,525 660,144 660,144 693,122 Purchasing 313,382 349,786 349,786 370,849 Total $ 3,058,859 $ 3,217,953 $ 3,217,953 $ 3,293,499 SOURCE OF FUNDS: General Fund $ 2,439,137 $ 2,504,701 $ 2,504,701 $ 2,646,679 TDF TRIP Local Match 236,358 244,535 244,535 268,080 Offstreet Parking Fund 101,755 101,217 101,217 53,540 Equipment Management Fund 50,314 80,000 80,000 80,000 Assessment Districts 231,295 287,500 287,500 245,200 Total $ 3,058,859 $ 3,217,953 $ 3,217,953 $ 3,293,499 FULL TIME EMPLOYEES: Administration5.005.005.005.00 Accounting 15.00 14.0014.00 14.00 Treasury 9.00 9.00 9.00 9.00 Purchasing 3.00 3.00 3.00 3.00 Total 32.00 31.0031.00 31.00 FINANCIAL SERVICES 77 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 2010-11 ACCOMPLISHMENTS 1. Acquired properties for the Westside Parkway Project. 2. Acquired properties for the South Mill Creek Project. FY 2011-12 ACTION PLAN 1. Acquire/Dispose of real property in a timely manner. 2. Secure bond financing for projects as directed. SERVICE LEVEL INDICATORS FY 09-10 FY10-11 FY 11-12 Actual Projected Adopted Property Acquisitions 95 105 50 Property Disposals 1 2 1 78 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 634,705 $ 644,684 $ 644,684 $ 669,352 Operating 276,600 341,399 339,374 294,224 Capital 2,025 Total $ 911,305 $ 986,083 $ 986,083 $ 963,576 SOURCE OF FUNDS: General Fund $ 443,652 $ 454,048 $ 454,048 $ 450,296 TDF TRIP Local Match 236,358 244,535 244,535 268,080 Assessment Districts 231,295 287,500 287,500 245,200 Total $ 911,305 $ 986,083 $ 986,083 $ 963,576 ADMINISTRATION 79 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 bi- weekly payroll checks, weekly vendor payments and accounts receivable billings as scheduled. FY 2010-11 ACCOMPLISHMENTS 1. Issued the June 30, 2010 Comprehensive Annual Financial Report (CAFR) in December 2010. 2. Processed all debt service payments when due. FY 2011-12 ACTION PLAN 1. Prepare a Comprehensive Annual Financial Report for the fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level. 2. Process all required debt service payments by each due date. 3. Continue to provide interdepartmental training related to Financial Services procedures and use of financial software. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Assessment District Parcels 16,752 16,750 16,832 Payroll Checks 40,491 40,941 41,000 Accounts Payable Invoices 69,276 65,915 66,000 Accounts Receivable Statements 92,946 92,944 97,644 80 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 1,073,880 $ 1,092,536 $ 1,092,536 $ 1,118,411 Operating 137,767 129,404 129,404 147,541 Capital Total $ 1,211,647 $ 1,221,940 $ 1,221,940 $ 1,265,952 SOURCE OF FUNDS: General Fund 1,109,892$ 1,120,723$ 1,120,723$ 1,212,412$ Offstreet Parking Fund 101,755 101,217 101,217 53,540 Total $ 1,211,647 $ 1,221,940 $ 1,221,940 $ 1,265,952 ACCOUNTING AND REPORTING 81 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 2010-11 ACCOMPLISHMENTS 1. Implemented “E-Payables”. E-Payables is a process which allows the City to pay vendors who enroll in the program electronically. The payments are transmitted to the vendor in lieu of a check. The City expects to generate revenue from the rebates collected by the bank on each transaction. 2. Processed 119,100 cash receipt transactions. FY 2011-12 ACTION PLAN 1. Receipt all payments by the end of each day. 2. Provide an investment policy to the City Council by December 31st. 3. Issue Business License tax certificates within seven (7) days of payment. 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 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Business Licenses and Alarm Permits 27,650 25,000 25,000 Cash Receipt Transactions 119,100 114,000 115,000 Dog Licenses 8,232 8,300 8,300 82 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 509,594 $ 568,737 $ 568,737 $ 604,939 Operating 112,931 91,407 91,407 88,183 Capital Total $ 622,525 $ 660,144 $ 660,144 $ 693,122 SOURCE OF FUNDS: General Fund $ 622,525 $ 660,144 $ 660,144 $ 693,122 Total $ 622,525 $ 660,144 $ 660,144 $ 693,122 TREASURY 83 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 2010-11 ACCOMPLISHMENTS 1. Converted Planet Bids Online Vendor and Bid Management System to an enhanced new version of the system. 2. Processed approximately 4,000 purchase orders, of which ninety percent (90%) were processed within three (3) working days of receipt of requisition. 3. Participated in small and minority business development conferences. FY 2011-12 ACTION PLAN 1. Review and updated purchasing Intranet and Internet Sites quarterly. 2. Review Procurement Policy and Procedures to insure full legal compliance. 3. Continue to improve/revise annual contract bidding and processing procedures. 4. Continue to outreach to small and disadvantaged business enterprises. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Annual Contracts 41 42 42 Purchase Orders 3,903 3,700 3,700 84 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 233,625 $ 241,069 $ 241,069 $ 254,870 Operating 75,455 83,717 83,717 90,979 Capital 4,302 25,000 25,000 25,000 Total $ 313,382 $ 349,786 $ 349,786 $ 370,849 SOURCE OF FUNDS: General Fund $ 263,068 $ 269,786 $ 269,786 $ 290,849 Equipment Management Fund 50,314 80,000 80,000 80,000 Total $ 313,382 $ 349,786 $ 349,786 $ 370,849 PURCHASING 85 THIS PAGE INTENTIONALLY LEFT BLANK 86 CITY ATTORNEY REMOVE THIS PAGE Ci t y A t t o r n e y FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t Ci t y A t t o r n e y De p u t y Ou t s i d e C o u n s e l Le g a l S e c r e t a r i e s Ac c o u n t i n g C l e r k I I Cl e r k T y p i s t As s o c i a t e s 87 City Attorney DEPARTMENT FUNCTION Represents the City in legal proceedings, both as plaintiff and defendant. Provides advice or written opinions to all City departments. Makes recommendations to City Council for or against the settlement or dismissal of legal proceedings. Approves as to form all bonds, contracts and ordinances. 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 its 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 2010-11 ACCOMPLISHMENTS Litigation: 1. Continuation of the “Community Prosecution” program to address “quality of life” crimes. In the 2010 calendar year, 917 cases or 1,125 violations were disposed of through this program. This included five (5) trials. A breakdown of the specific violations and Ward detail is available upon request. 2. Disposition of ten (10) state litigation matters with no settlement monies being paid, including two (2) denials of petitions for writ of mandates. Settlements of three (3) state litigation matters of $25,000 or less. Disposition of two (2) federal litigation matters with no settlement monies being spent, including a federal jury defense verdict in the lawsuit entitled Leonard Marella v. City of Bakersfield, et al. A breakdown on the types of cases and their results is available upon request. 3. Closed two (2) eminent domain matters and one (1) CEQA lawsuit entitled Citizens for Responsible Growth v. City of Bakersfield. 88 1211 – City Attorney continued 4. Represented the Police Department in over 159 Pitchess cases, various motions to quash, and subpoenas. 5. Worked with Code Enforcement to obtain forty-four (44) abatement warrants in the 2010 calendar year. Municipal: 1. Drafted and finalized numerous ordinances, including the ordinance to implement Measure D and others that addressed Solid Waste billing, construction work in streets, water service connections, tentative maps, tract map improvements, outdoor lighting, and land use and water conservation. 2. Drafted and reviewed numerous agreements for City departments and divisions including Telestaff agreement, operational agreement for Child Protective Services, downtown video surveillance, AYSO Sports Village, Brighthouse naming rights, Garces/McMurtrey agreement. 3. Facilitated finalizing several Memorandum of Understandings for the Bakersfield Police Department and its efforts to coordinate with other jurisdictions. 4. Facilitated finalizing of the Federal Railroad Administration Quiet Zone. 5. Advised City departments on major discipline issues. 6. Coordinated responses to requests for public records. 7. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and made several presentations solicitors and First Amendment Rights. FY 2011-12 ACTION PLAN 1. Continue to update Council regarding issues of concern. 2. Continue to provide City Departments with legal service. 3. Continue aggressive approach with litigation matters. 4. Continue with the Community Prosecution Program to address “quality of life issues” 89 AdoptedAmendedAdopted ActualBudget Budget Budget DIVISIONS:2009-102010-112010-112011-12 Legal Counsel $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251 Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251 SOURCE OF FUNDS: General Fund $ 1,635,992 $ 1,731,000 $ 1,731,000 $ 1,780,251 Self-Insurance Fund 1,239,004 1,400,000 1,400,000 1,400,000 Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251 FULL TIME EMPLOYEES: Legal Counsel11.0010.0010.0010.00 Total 11.00 10.00 10.00 10.00 CITY ATTORNEY 90 AdoptedAmendedAdopted ActualBudget Budget Budget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 1,097,901 $ 1,017,125 $ 1,017,125 $ 1,069,394 Operating 1,777,095 2,113,875 2,113,875 2,110,857 Capital Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251 SOURCE OF FUNDS: General Fund $ 1,635,992 $ 1,731,000 $ 1,731,000 $ 1,780,251 Self-Insurance Fund 1,239,004 1,400,000 1,400,000 1,400,000 Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251 LEGAL COUNSEL 91 THIS PAGE INTENTIONALLY LEFT BLANK 92 POLICE SERVICES REMOVE THIS PAGE We s t Ca p t a i n Ea s t Ca p t a i n Pu b l i c I n f o r m a t i o n Of f i c e r Co m m u n i t y R e l a t i o n s Sp e c i a l i s t In t e r n a l A f f a i r s Ho m e l a n d S e c u r i t y Bu s i n e s s M a n a g e r Gr a f f i t i FB I G a n g T a s k Fo r c e Po l i c e S e r v i c e s F Y 2 0 1 1 - 1 2 O r g a n i z a t i o n a l C h a r t Tr a f f i c O f f i c e r s - PS T ' S Co m C e n t e r Cr i m e Pr e v e n t i o n Tr a f f i c Lie u t e n a n t Se r g e a n t s Lie u t e n a n t L i e u t e n a n t DP U L i e u t e n a n t Pa t r o l O f f i c e r s - PS T ' S Ch i e f o f P o l i c e DP U O f f i c e r s Ass i s t a n t C h i e f o f P o l i c e Pa t r o l O f f i c e r s - PS T ' S BO M B CD T SW A T Pa t r o l O f f i c e r s - PS T ' S K9 Se r g e a n t s Se r g e a n t s Li e u t e n a n t Se r g e a n t s S e r g e a n t s Se r g e a n t s Pa t r o l O f f i c e r s - PS T ' S AL A R M AN I M A L C O N Li e u t e n a n t Su p p o r t S e r v i c e s Ca p t a i n Pr o p e r t y Ro o m Re c o r d s Au t o - B u r g - Pa w n Fin a n c i a l Cr i m e S c e n e Un i t Re s e r v e s Wa r r a n t s Li e u t e n a n t Tr a i n i n g PA L In f o . S y s t e m s Ra n g e In v e s t i g a t i o n s Ca p t a i n Ge n e r a l Lie u t e n a n t H. I . D . T . A . Na r c o t i c s - Vic e Lie u t e n a n t C. A . P . Ch i l d A b u s e - Se x u a l A s s a u l t Li e u t e n a n t Se r g e a n t s Pa t r o l O f f i c e r s - PS T ' S 93 Police Department DEPARTMENT FUNCTION The Bakersfield Police Department is the law enforcement branch of the City of Bakersfield. The Department is responsible for the enforcement of Federal and State law, as well as local ordinances. The department serves and protects all persons and property within the city limits of Bakersfield. 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 2010-11 ACCOMPLISHMENTS 1. The Police Department makes Bakersfield a safer place to live through: a) A community oriented policing philosophy that connects officers with the public; b) Public education programs; and, c) Directed enforcement efforts based on crime analysis research. 2. Provided monthly reports to the Safe Neighborhoods and community Relations Committee. Collaborated with Council members, City staff and members of the community, to find solutions to quality of life issues in the community. This continues to be a Department priority in the ongoing effort to eliminate the impact of gangs and violence on the citizens of Bakersfield. 3. Committed to a safer community through Crime Prevention programs and community involvement. The diverse range of community education programs includes Personal Safety, Safe Escape for Children, Graffiti Awareness, Senior Safety and the Neighborhood Watch. 4. Expanded the use of information sharing with the community to educate and increase awareness and establish a link with the community. 5. Continued collaboration with the Alliance against Family Violence and Sexual Assault, to assist domestic violence victims with ongoing 94 Police Services continued participation in the Domestic Abuse Response Team (D.A.R.T.). This team provides additional support and resources to victims of domestic violence and helps families cope with the impact of this crime. 6. Continued efforts to plan and implement a system of technological interoperability and data sharing with other Criminal Justice System agencies and partners throughout the state. 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. 7. In collaboration with Economic & Community Development developed, purchased and implemented video surveillance project in the downtown area to improve department’s ability to prevent and detect public safety emergencies, deter criminal conduct, identify criminal conduct, identify crime participants and serve as an aid to the successful prosecution of those responsible. 8. Continued to seek grant funding to assist in obtaining the necessary resources to carry out the Department’s mission. FY 2011-2012 SIGNIFICANT BUDGET CHANGES 1. Eliminate four (4) vacant civilian positions 2. Add five (5) sworn police officers positions 3. Add seventeen (17) police trainee positions to prepare for the transition of the ARRA grant funded positions to the City General Fund over the next several years. 95 AdoptedAmendedAdopted Actual BudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Administration $ 17,235,419 $ 15,822,851 $ 17,539,415 $ 15,683,887 Operations 34,702,12438,005,35338,217,55342,200,424 Investigations 11,733,40411,734,07211,734,07211,565,931 Total $ 63,670,947 $ 65,562,276 $ 67,491,040 $ 69,450,242 SOURCE OF FUNDS: General Fund $ 62,009,928 $ 63,613,676 $ 65,373,646 $ 67,368,119 Supp Law Enforcement 421,344 37,450 37,450 40,580 Traffic Safety Fund 477,626474,030642,824480,000 ARRA Federal Stimulus Fund 762,0491,437,1201,437,1201,561,543 Total $ 63,670,947 $ 65,562,276 $ 67,491,040 $ 69,450,242 FULL TIME EMPLOYEES: Administrative Svcs.122.00124.00124.00122.00 Operations261.00277.00277.00280.00 Investigations88.0084.0084.0084.00 Total471.00 485.00 485.00 486.00 POLICE SERVICES 96 2011 - Headquarters DIVISION GOAL Provide direct assistance and support to the Chief of Police; investigation of personnel complaints; investigate 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 follow implemented recommendations outlined in the United States Department of Justice letter regarding the investigation of the Bakersfield Police Department, dated 4/12/04. FY 2010-11ACCOMPLISHMENTS Internal Affairs Section: 1. Investigated ninety-eight (98) citizen complaints. 2. Investigated twenty-eight (28) internal affairs investigations. 3. Responded to eight (8) citizen inquiries. 4. Processed 207 permits to conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to 192 Pitchess Motions. 6. Provided investigative assistance on seventy-four (74) claims against the City of Bakersfield. 7. Conducted ten (10) officer-involved shooting investigations. 8. Conducted zero critical incident investigations. Public Relations Section: 1. In continuing its efforts to promote the police department, the Public Relations Section provides information to the various media outlets, not only regarding arrests and investigations of interest, but activities the Police Department is involved in throughout the year, providing the community with a better understanding of department operations. 97 2011 – Headquarters continued 2. The Chief of Police appears monthly on regular television and radio news segments. Other members of the Department continue to appear weekly on television and radio to discuss a variety of Department related topics. 3. Continue to provide wanted persons information to local media outlets to provide information to the public on persons wanted for crimes so that citizens may hopefully assist in the apprehension of outstanding suspects. This has been a very successful tool the Investigations Division regularly utilizes. 4. Continue to utilize a local billboard company to display wanted person photos on electronic billboards throughout the city. 5. Continue efforts to improve communication and information sharing both internally and to the public. We continue to distribute our monthly internal newsletter, “The Blue Review”, for all current and retired employees. The public on-line magazine, “BPD Insider” can be found at www.bpdinsider.us. The webcast is used to profile elements of the department and to provide crime prevention information on a variety of topics directly to the community. 6. Additionally this year the “In the News” internal webpage was developed to keep police department employees abreast of the information being shared by and affecting the department. All of the television and radio KBAK segments are posted in addition to positive or controversial news related to department activities. The “In the News” web page can be found at http://cityweb/police/police_news_flash.html. 7. Meet regularly with other city and county PIOs and representatives from the local and outlining media to promote a better understanding of respective goals and objectives and to discuss issues important to maintaining an open and positive relationship. 8. Continuing to communicate and collaborate with other city and county information officers in preparation for potential events requiring a Department Operations Center or Countywide Emergency Operation Center activation to manage an event or disaster by participating in drills and being involved in a Public Information Officers Task Force providing input for the Kern County Operational Area Emergency Public Information Plan. 98 2011 – Headquarters continued FY 2011-12 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 their reception. 4. Complete all investigative services requested by the City Attorney’s Office and Risk Management within five business days. 5. Continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions. 6. Provide training to Operations Division concerning officer involved shooting and critical incident investigations. 7. Continue to work with Investigations to promote public assistance in identifying those responsible for crime. In addition to the current flow of wanted suspects distributed to the local media, there are tentative plans to facilitate a segment for television profiling serious offenders wanted by local law enforcement. Also being considered is facilitating a Cold Case web page for television outlining older high profile cases which have not been solved. 8. Beginning in January 2011, the existing BPDInsider segments will air on the Brighthouse Network as a free community service. Brighthouse was eager to utilize the information and has offered to produce future segments for the Police Department’s website and their Bakersfield On Demand, channel 300. The first 3-4 minute videos will outline the Crime Prevention Programs the police department has to offer. 9. Continue to improve communication and collaboration with other city and county public information counterparts and the media in preparation for future potential disaster/emergencies requiring Department Operations Center or County Emergency Operations Center activations. 99 2011 – Headquarters continued 10. Continue to work with the gang unit and the local media to improve public education on gang enforcement and resources available to improve community trust resulting in increased reporting of gang crime and those responsible. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Citizen Complaints 98 110 115 Internal Affairs Investigations 28 28 30 Citizens Inquiries 8 15 18 Pitchess Motions 192 200 208 Claims 74 75 79 Permits 207 210 212 Audits 0 1 1 O.I.S. Investigations 10 7 8 Critical Incident Investigations 0 2 2 100 2011 - Support Services DIVISION GOAL Provide administrative, logistic, and training services to support the effective operation of the Department; including Communications, Records Management, Crime Prevention, Crime Analysis, and Training. FY 2010-11 ACCOMPLISHMENTS Planning, Research and Training: 1. Conducted seventy-two (72) background investigations. 2. Coordinated hotel reservations and class registrations for 127 out of town training classes, conferences and seminars (including nine (9) out of state courses and one (1) out of the country [Israel]) which were attended by 222 employees. 3. Coordinated sixteen (16) arrangements for courses/training classes held in Bakersfield attended by 114 employees. 4. Coordinated eighty-eight (88) training presentations in 2010. Total in- house training hours for the 2,089 students totaled 12,323 hours. 5. Coordinated Bakersfield Police Department personnel to instruct at Kern County Regional Academy. Communications Center: 1. Processed a total of 753,684 telephone calls in the Communications Center, which includes 205,762 total 9-1-1 calls. 2. Processed 268,232 incidents in the Computer-Aided Dispatch System, which includes 71,731 that were officer initiated. 3. Promoted one Police Dispatcher II to the rank of Communications Supervisor. 4. Completed an upgrade of the Computer Aided Dispatch System software. 101 2011 – Support Services continued 5. Began a remodel of the entire Communications Center, including new ergonomically correct dispatch consoles, which allow dispatchers the flexibility to stand or sit, as well as adjust the depth of their computer monitors. 6. Maintained an average dispatch time of two (2) minutes, forty (40) seconds for the Priority One calls. Records Section: 1. With the assistance of volunteer staff at the front counter, we have improved the level of service offered to citizens who come to the Police Department. The volunteers are a tremendous help, especially on Mondays when the volume of vehicle impound releases is highest. 2. The Registration Unit opened in February. A staff of four (4) part-time clerks are responsible for fingerprinting and processing all court ordered sex, arson, drug and gang registrants. 3. Due to increase in lobby traffic as a result of the Registration Unit, afternoon appointments are offered as an alternative to waiting for services at the registration or vehicle impound counter. In addition to improved customer service, this has been especially useful following checkpoints when the lobby is busier than usual. 4. Electronic distribution of the daily subpoena schedule was implemented in March 2010, eliminating the need to make multiple phone calls each day. 5. Implemented telephonic vehicle theft report procedure in February 2010, with a majority of those reports being handled by Records personnel. 6. Implementation of California Sex and Arson Registration database in July 2010, giving BPD secure access to expanded information to assist with the registration, investigation, apprehension, and prosecution of sex and arson offenders. 7. Implementation of California Court Protection Order Registry in September 2010, centralizing the electronic entry and storage of protection order information. 102 2011 – Support Services continued Information Systems Project Section: 1. Examined seventy-one (71) cell phones and fifty-two (52) computer hard drives. 2. Completed train-the-trainer training for the Coplink system. 3. Started the MOU process with other law enforcement agencies in Southern California. 4. Implemented an additional thirty-two (32) Blue Check fingerprint devices in conjunction with the Kern County RAN Board. 5. Received grant money to purchase the Crime Analysis software “Crime View” ($89,898). 6. Developed TeleStaff for the Police Department’s electronic scheduling and payroll needs. Crime Analysis: 1. With the award of the ARRA JAG/Byrne Competitive Grant the department was able to hire one (1) additional full time Crime Analyst. 2. Provided a variety of requests for data or case specific information which allowed BPD staff to better allocate manpower. 3. A Weekly Crime Trend Report (including maps), reflecting the most significant crimes occurring citywide was generated. This report was distributed to all divisions within the Police Department, the Bakersfield Californian newspaper for publication, and the Police Department’s online website available for public viewing. 4. Continue to provide the following statistical reports: • 304 Daily Crime Reports – Administrative and Public versions were generated in 2010 • Weekly GTA Recovery Report • Monthly Compstat Statistical Analysis Report • Part 1 Crime Report – Case Clearance Totals - 12 • Total specialized reports requests completed - 768 103 2011 – Support Services continued 5. New statistical reports created in 2010: • Traffic Detail/Hot Spot Analysis – Designed to assist the Traffic Detail determine where to best locate DUI checkpoints. • Daily patrol information bulletins 6. Crime Analysis Unit request totals: • Administration 75 • Support Services 80 • Operations 15 • Investigations 47 Police department in-house request total 217 • Outside agency requests 6 • Public requests 63 • Patrol briefings attended 75 Crime Prevention: 1. Continued to provide a variety of safety awareness programs in 2010. Five hundred sixty-four (564) Crime Prevention programs were conducted and included approximately 58,498 local residents. 2. With the award of the ARRA JAG/Byrne Competitive Grant, the department was able to hire one (1) additional Community Relations Specialist. 3. Neighborhood Watch presentations up by 17.2% • Seventy-five (75) new programs presented with 1,226 people attending. • Eighty-six (86) new Neighborhood Watch groups were established in 2010. 4. Business Watch/Retail Crimes Partnership Networking group: Crime Prevention staff continued to work with four (4) large business networking groups. 5. Retail Crimes Partnership: This networking group continues to grow. Two hundred five members are now involved. Members include Crime Prevention staff, BPD Detectives, Law Enforcement officers from throughout the Central Valley, and retail loss prevention officers. This group meets monthly for training and collaboration. 6. Law Enforcement Explorers: BPD Explorer Post maintained an average of forty (40) young people who donated 12,534 volunteer hours in 2010. 104 2011 – Support Services continued 7. Child Identification Program: Crime Prevention staff applied for and received a $5,000 grant from Target. The new Child ID System equipment was purchased and the new program will be implemented in 2011. 8. One hundred thirty-five child restraint systems were installed in 2010. 9. Crime Prevention Staff Awards/Special Recognition - Community Relations Specialist Cindy London was awarded the Bakersfield Police Department’s Civilian Employee of the Year for 2010. 10. Large-scale community events organized by Crime Prevention Staff: • National Night Out • Safe Halloween – Crime Prevention Trick or Treat Station – Theme for 2010 “The Nightmare Before Christmas” • Christmas For Seniors • Family to Family Christmas Basket Food Distribution Property Room: 1. Two (2) gun destructions were completed in September and October 2010 in which 473 guns were disposed. 2. In addition to the gun destruction, fifty-three (53) firearms were authorized for donation to the Kern County District Attorney Crime Lab for NIBIN testing. District Attorney Lab Forensic Technicians will use these firearms for comparison with crime guns. 3. Prior to the end of December 2010, an additional 300 to 400 firearms are scheduled for destruction. 4. 301 firearms were released to the owner. Property personnel have been very aggressive in regards to notifying owners and providing the necessary paperwork for the required DOJ background check. Safekeeping guns have been released within six (6) months of receiving them into Property. 5. 1,060 items were sent to Propertyroom.com for auction. The majority of those items were sent to auction in August and November. These items created over $6,500.00 in revenue for the City of Bakersfield. 6. 2,890 items of miscellaneous narcotics with various weights were processed for a narcotics burn that will take place in early 2011. 105 2011 – Support Services continued 7. To date there are an additional 5,517 items of narcotics awaiting disposal. 8. A major Property Room project was created and put into effect in August. Officers from each shift participated under the direction of a sergeant from the Investigations division temporarily assigned to oversee the disposal of backlogged property dating back to 2002. Since August, over 35,000 items have been disposed, released to owners, converted to department use and sent to auction. 9. To date there are currently over 7,600 items awaiting disposal which will be handled by property personnel and officers assigned to the disposal project. FY 2010-11 ACTION PLAN Planning, Research and Training: 1. In cooperation with the Kern County Sheriff’s Department, continue to provide a POST certified Basic Police Officer Academy offered to students at the Kern County Regional Academy. 2. In cooperation with the Kern County Sheriff’s Department, continue to assist with the presentation of a POST certified Modular Academy. 3. Coordinate the presentation of an eighty (80) hour POST Supervisory Course (at the savings of $8,000). 4. Present a POST Basic Dispatcher Academy. 5. Complete two (2) Lexipol Policy Manual updates. 6. Maintain 100% compliance with POST Academy Instructor certification program. 7. Conduct a department wide inspection and a comprehensive equipment inventory. 8. Keep BPAL open by developing additional fundraising events to increase revenue. 9. Continue the presentation of POST perishable skills training. 10. Present a twenty-four (24) hour Patrol Rifle Course. 106 2011 – Support Services continued 11. Coordinate placing into service thirty (30) patrol vehicles. Communications Center: 1. Complete the expansion and remodel of the Communications Center, including an installation of a new 9-1-1 telephone system, primarily funded with Customer Premise Equipment monies from the State of California. 2. Schedule and ensure POST continual training requirements for dispatchers are completed. 3. Maintain full staffing compliment to ensure all 911 calls are answered in a timely manner. 4. Complete an update of the geographic files in the CAD System, which included the maps, as well as the streets and intersections. 5. Achieve and maintain an average “receipt to dispatch” time if less than two (2) minutes for priority one calls. 6. Initiate a succession plan for the Communications Manager position. 7. Purchase wireless headsets for dispatchers with 911 funds. 8. Research grants funds associated with Automated Vehicle Locator systems for computer aided dispatch system. 9. Implement the use of “Hit Confirmation” messaging via the Computer- Aided Dispatch system, which will reduce the need for long-distance telephone calls to allied agencies. 10. Provide training to all Communications Training Operators to improve adult learning techniques and limit the City’s exposure to unnecessary claims. 11. Provide training and implement the use of the Telestaff system by all employees in the Communications Center. Records Section: 1. Maintain minimum staffing level of thirteen (13) to comply with DOJ/NCIC requirements and allow minimum break periods. Current/proposed staffing is twelve (12). 107 2011 – Support Services continued 2. Improve safety of work environment. 3. Replace lobby glass enclosure to reduce safety hazards. 4. Improve customer service in lobby by delineating areas of the lobby to alleviate overcrowding. 5. Improve customer service by greeting the public in the lobby and directing citizens to appropriate service windows and scheduled appointments. 6. Improve record maintenance and security. 7. Move the archived hard copy records to a locked secure area to better control access, protect files from loss, misfiling, etc. 8. Copy all permanent retention records to an electronic storage medium (possibly laser fiche) to facilitate quick/easy access to files and track/update data. 9. Improve efficiency and effectiveness of subpoena process. 10. Implement on-line subpoena notification (possibly email) and eliminate hard copy paper distribution, acknowledgement, tracking, etc. 11. Improve efficiency and productivity of data entry and eliminate backlog. 12. Provide continuous training to improve knowledge pertaining to Public Records Act, applicable statutes, subpoenas, customer service, records maintenance, Versadex and registration requirements. Information Systems Project Section: 1. Complete COPLINK system MOU’s with other law enforcement agencies in Southern California. 2. Implement an additional thirty-two (32) Blue Check fingerprint devices in conjunction with the Kern County RAN Board. This additional thirty-two (32) Blue Check fingerprint devices brings our agency total to 200 that are currently being used by officers. 3. Implement the mapping/crime analysis software “Crime View”. 4. Go live with the electronic scheduling and payroll software Telestaff. 108 2011 – Support Services continued 5. Assist the Communication Center with their CAD update for Versadex. 6. Provide detailed user training throughout our department for the use of COPLINK. 7. Assist the Kern County Sheriff’s Department during their integration into the Kern Re-Dex System (COPLINK). 8. Develop a regional MOU as additional law enforcement agencies throughout Kern County join the Kern Re-Dex Node. 9. Update the RMS for Versadex. Crime Prevention: 1. Continue to work with the Directed Policing Unit and local citizens to provide problem solving strategies and crime prevention education. 2. Continue to make personal follow-up contact with victims of residential and business burglaries. 3. Actively market and promote Neighborhood Watch and other crime prevention programs. 4. Design and implement a cyber bulling, student bullying and internet safety awareness program for children and parents. 5. Actively market and implement the new Child ID program. 6. Crime Prevention staff member will attend Child Passenger Safety Instructor Certification Course which will help to facilitate the certification of additional BPD Child Safety Seat Technicians. 7. Work in conjunction with Bright House Network to develop BPD Insider Public Service Spots. The media campaign will showcase the many crime prevention programs available to our local community. 8. Develop, organize and market, two (2) regional Neighborhood Watch Community Meetings. These meetings will be designed to continue to strengthen relationships and streamline communication with existing Neighborhood Watch Groups. 9. Continue to develop and expand the Retail Crimes Partnership and the Business Watch Program. 109 2011 – Support Services continued 10. Re-establish the Crime Free Multi Housing Program • Organize two (2) Crime Free Multi-housing eight (8) hour training presentations. 11. Develop a Crime-Free Mini Storage Program. 12. Implement a Church Watch Program. 13. Expand the E-Watch Network, which currently includes: • Neighborhood Watch members • Business Watch members • Car dealerships • Banks and Credit Unions • Retail Crimes Partnership members • Pharmacies 14. Recruit potential citizen volunteers • Implement a citizen’s “academy” - each volunteer will be required to attend prior to their appointment 15. Update Crime Prevention Webpage Property Room: 1. Complete two (2) gun destruction projects to eliminate 500 stored firearms. 2. Continue to work with the Kern County District Attorney Crime Lab by donating firearms, set for destruction, to the NIBIN testing. K.C.D.A. Lab Forensic Technicians will use these firearms for comparison with crime guns. 3. Notify and provide gun owners with the necessary paperwork to completed mandated DOJ background checks to release firearms seized for safekeeping within (6) six months. 4. Increase items sent to Propertyroom.com for auction by 10 %. 5. Conduct quarterly narcotics burns. 6. Complete the Property Room project. Since August, over 35,000 items have been disposed, released to owners, converted to department use and sent to auction. 110 2011 – Support Services continued 7. Research Property Room procedures and storage systems to ensure the timely disposition of stored items. 8. The Property Room project will move into the second phase that will include review and disposal of items located at the off-site warehouse. To date, items that were stored at the main storage facility have been reviewed and disposed of accordingly. SERVICE LEVEL INDICATORS Planning, Research & Training FY 09-10 Actual FY 10-11 Projected FY 11-12 Adopted Mandated training to sworn personnel/civilians (hours) 28/24 28/24 16/8 Monthly Training Bulletins 10 13* 36 Basic Academy Course 0 0 0 Public Safety Dispatcher Course 1 1 1 Background Investigations 79 27* 45 Records Section FY 09-10 Actual FY 10-11 Projected FY 11-12 Adopted General Offenses Entered 54,076 52,076 51,983 Arrest Bookings Entered 24,686 24,259 23,840 Vehicles Impounded 10,143 9,965 9,790 Calls Completed by Records (mail in, on-line, telephonic) 5,959 8,342 11,678 111 HEADQUARTERS AND SUPPORT SERVICES AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 12,601,442 $ 12,408,221 $ 13,408,809 $ 12,066,520 Operating 3,790,379 3,414,630 3,738,554 3,617,367 Capital 843,598 392,052 Total $ 17,235,419 $ 15,822,851 $ 17,539,415 $ 15,683,887 SOURCE OF FUNDS: General Fund $ 16,436,946 $ 15,696,702 $ 17,413,266 $ 15,553,572 Supp Law Enforcement 361,572 ARRA Federal Stimulus Fund 436,901 126,149 126,149 130,315 Total $ 17,235,419 $ 15,822,851 $ 17,539,415 $ 15,683,887 112 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 2010-11 ACCOMPLISHMENTS Traffic Section: 1. Accomplished the goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) DUI Enforcement and Awareness Program Grant, which was awarded in October 2009, in the amount of $589,000. These goals included conducting twenty-six (26) DUI Drivers License Checkpoints, 105 DUI Saturation Patrols, ten (10) Motorcycle Safety Enforcements, twenty (20) DUI Arrest Warrant Service Operations, nine (9) DUI Stakeout Operations, six (6) Court Sting Operations targeting individuals who are unlicensed drivers or have a suspended driver’s licenses and drive from court, and 131 “A Life Interrupted” education presentations for schools and civic groups. This grant expired in October 2010. 2. Accomplished the goals and objectives agreed upon between the City of Bakersfield, the California Office of Traffic Safety (OTS), and UC Berkeley Safe Transportation Research and Education Center Mini DUI Awareness Program Grant in the amount of $58,890.84. The goals and objectives included conducting six (6) DUI Driver’s License Checkpoints during the winter and Labor Day holidays which resulted in twenty-two (22) DUI arrests. 3. Received a STEP Grant from the California Office of Traffic Safety (OTS) in the amount of $489,455, which was awarded in June 2010 and began October 1, 2010. The goals and objectives include traffic enforcement events focused on traffic safety issues such as drunk driving, aggressive drivers, at or near intersection violations, and other unsafe behaviors threatening public safety. This is a one (1) year grant that will end in October 2011. 113 2021 – Operations continued 4. Received an AVOID 18 Grant from the California Office of Traffic Safety (OTS) in the amount of $345,492, which was awarded in June 2010 and began October 1, 2010. The goals and objectives include traffic enforcement events focused on traffic safety issues such as drunk driving, saturation patrols, task enforcements, and other unsafe behaviors threatening public safety. The BPD will be administering this grant which will involve several law enforcement agencies in Kern County. This is a one (1) year grant that will end in October 2011. 5. Conducted multiple pedestrian safety enforcement events outside the grant, especially around schools throughout the city in an effort to reduce the risk of injury or death to children in and around the schools. 6. Conducted specialized enforcement targeting red light violators at intersections identified as having a disproportionate number of collisions due to red light violations. 7. Continued implementation of the Crossroads Electronic Citation system. Traffic officers used handheld computers to write, issue, and process traffic citations. 8. Continued working with Crime Analysis to create a weekly and monthly Traffic Collision Mapping system. This system allows Traffic Section personnel to see where traffic collisions occur and DUI arrests made and to adjust enforcement efforts accordingly. 9. Conducted twenty-four (24) Seatbelt Survey/Enforcement Operations under the “Click It or Ticket” grant from OTS. 10. Staffed thirty-three (33) parades and special events. One of these events included the nationally recognized AMGEN Bicycle Race that was held May 20, 2010. This event took several months to organize and was attended by an estimated crowd of approximately 20,000 spectators and viewed by millions worldwide. 11. Worked with Traffic Engineering, the IT Department, and Risk Management to develop a solution to cross report electronic accident reports. A computer drive was developed that allows the Traffic Section to store these traffic accident reports in a secure drive that only authorized personnel can access. These reports are now available to Traffic Engineering and Risk Management. 114 2021 – Operations continued 12. Appeared at 131 public education events, presenting the award winning program “A Life Interrupted”, with an estimated 68,893 people in attendance. 13. Awarded 2rd place in the 2009 California Law Enforcement Challenge for our traffic safety education and enforcement efforts. 14. Provided POST certified Basic and Intermediate Traffic Collision Investigation courses. They also provided Computer Diagramming courses and a Radar course for Traffic and Patrol personnel. These courses were attended by our officers as well as officers from other agencies. 15. Provided POST certified Standardized Field Sobriety Testing (SFST) courses to our officers and officers from other agencies. We assisted our AVOID partners, sending BPD instructors to teach one (1) SFST course in the desert. 16. Two (2) traffic officers attended a grant funded Vehicular Homicide course. 17. Continued to participate with our KERN AVOID partners in multiple DUI/Drivers License Checkpoints and DUI Saturation patrols. A major component in these enforcement events is to bring about public awareness to the dangers of drunk driving on our local roadways. Increased enforcement periods were carried out during holidays where we experience an increase in motor vehicle traffic. These holiday periods were Memorial Day weekend, July 4th, Labor Day weekend, and the Christmas/New Year Holiday season. 18. Continued efforts to enforce traffic laws and educate motorists about traffic safety on the more than 1100 miles of roadways within the city. SWAT Team and Bomb Squad: 1. Responded to four (4) SWAT Operations. 2. Completed over 720 hours of tactical training. 3. Conducted seven (7) tactical/equipment demonstrations. 4. Participated in one (1) SWAT Competition. 115 2021 – Operations continued 5. The SWAT Team was responsible for the main tactical plan and provided security for the Bakersfield Business Conference. 6. Reviewed, assisted on or followed up on approximately ninety (90) bomb related investigations. The squad also responded to thirty (30) emergency call outs, including two (2) call outs to assist SWAT; conducted fourteen (14) public presentations/demonstrations or dignitary protective sweeps and assisted other agencies with explosive related duties on eight (8) occasions. The Bomb Squad completed approximately 228 hours of internal training. The past year saw a 25% increase in call outs, a 5% increase in investigations, and a 55% increase in presentations. 7. The vast majority of the Bomb Squad call outs dealt with improvised explosive devices, pipe bombs and military ordinance. During this past year we established a close working relationship with the U.S. Navy EOD unit 3 at China Lake NWS and have trained jointly with them, including post blast and render safe duties. 8. Completed training of all of our Bomb Technicians in the field of Large Vehicle Bomb post blast investigation. This has been a multi-year goal and process. 9. The Bomb Squad has an authorized compliment of eight (8) Bomb Technicians. There are currently seven (7) certified technicians. One (1) squad member is awaiting certification. That certification is preliminarily scheduled for late fall of 2011. All certified Bomb Technicians must attend the Hazardous Devices School conducted jointly by the F.B.I. and the U.S. Army at the Redstone Arsenal in Huntsville, Alabama. Directed Policing Unit (DPU: 1. In 2010, the Bakersfield Police Department’s Directed Policing Unit focused on in-depth investigations of crime trends, gang conspiracies and the seizure of firearms illegally possessed by gang members. 2. Seized 205 illegally-possessed firearms in 2010. The Directed Policing Unit has seized a total of 1,527 firearms since July of 1999. 3. A police officer assigned as a graffiti investigator and working with the Kern County DA's office, successfully obtained a conviction on a graffiti vandal gang for several violent felonies with gang enhancements. In October, DPU Officers conducted follow-up of a gang shooting involving 116 2021 – Operations continued the CSB Graffiti Vandal Gang and made numerous arrests for graffiti, drug sales, and weapon violations, with gang enhancements. 4. Participated in the initial meetings regarding the Mayor's Adopt a Neighborhood program and assisted in the establishment of the program as well as helping select the first target neighborhoods. DPU officers attended a graffiti investigation course increasing the number of trained graffiti investigators. 5. Working together with the City of Bakersfield Information Technology and Public Works Departments, the Police Department used law enforcement grant money to purchase an information management program (TAGRS) to increase the quality and efficiency of graffiti investigations while simplifying the job of 32-Erase personnel and increase the efficiency of Graffiti Investigators. This program is also intended to improve the ability of the City to pursue cost-recovery efforts against graffiti offenders. An evaluation and assessment phase has been completed and implementation is with IT. 6. The Bakersfield Police Department led the establishment of the Bakersfield Safe Streets Partnership, a multi-agency collaborative that is effectively carrying out the Safe Community Partnership in our city. Law enforcement, social service agencies, and community members work together to engage active gang members and encourage them to utilize existing services while demanding they stop the use of gun violence. Nearly 100 members of five local gangs attended meetings in October and December 2010. Early results have been encouraging in that participating gangs show a clear reduction in gun violence. 7. Each week DPU hosts a meeting of representatives from the Kern County Sheriff’s Office, local FBI Violent Gang Task Force, Kern County Probation Department, and California Department of Corrections/Parole Division. DPU officers have worked in joint operations with all of these agencies in 2010. 8. Two (2) officers from the Operations Division/Patrol have been designated as Gang Truancy Intervention Project officers. They have been working with the Bakersfield City School District, Kern High School District, and Kern County Superintendent of Schools to resolve confidentiality and notification issues while identifying program participants. We have established connections and are in the final stages of completing agreements. In the meantime, officers have participated in regular truancy sweeps with the KCSOS TRACK program. 117 2021 – Operations continued 9. DPU officers provided numerous presentations for gang and graffiti awareness. Officers routinely conduct patrol functions at local parks as well as monitoring scheduled events and activities. The Directed Policing Unit received several citizen requests for additional patrol regarding specific, ongoing quality of life problems. One request was regarding after hours narcotics sales and use at Siemon Park. Officers conducted undercover surveillance over a several week period and made ten (10) arrests for narcotics and municipal code violations. 10. Frequently reviewed crime trends and identifies ongoing quality of life issues. Officers utilized the department’s crime analysis personnel to better identify the problem areas through the use of computer generated crime mapping. Crime analysis personnel were also able to identify possible suspects and related locations for enforcement efforts. This team approach resulted in the arrest of a residential “door kick” burglary crew, a crew of commercial cigarette burglars, and the dismantling of the violent “CSB” Graffiti Vandal Gang. 11. In 2010, ninety one (91) search warrants and over 5,300 probation/parole searches were executed by the Directed Policing Unit. Felony arrests saw a 5% increase (1,013 in 2009 to 1,068 in 2010). DPU made over 1,700 arrests in 2010. 12. Gang-related shootings were down by one percent in 2010. There were fifty-two (52) shootings in 2010 and fifty-three (53) shootings in 2009. 13. Gang related homicides were down by 68%. In 2010, only five (5) homicides were determined to be gang related. There were sixteen (16) gang related homicides in 2009. 14. The Directed Policing Unit is comprised of two (2) sergeants, one (1) senior police officer, twenty (20) officers, one (1) clerk-typist, and one (1) lieutenant. DPU is dedicated to the reduction of gang-related crime through investigation and analysis of criminal street gang activity, focused enforcement, and increased community support through active partnerships. Terrorism Liaison: 1. The Homeland Security Unit has designated and trained eighteen (18) uniformed TLO officers to liaison with the community regarding safety concerns possibly affiliated to terrorism related activities. The TLOs conduct a threat assessment of any reported activity and forward to the FBI Joint Terrorism Task Force (JTTF), if any nexus to possible terrorism 118 2021 – Operations continued activity is determined. The TLO provide the JTTF with operational support as needed. 2. Partnered with Crime Prevention to provide Terrorism Awareness and mail handling training to local businesses. TLOs provide their contact information and become a point of immediate contact for any terror related matter. TLOs have developed a database of business contacts to facilitate the exchange of information as required. Additionally, this information is shared with state and federal agencies under the Sacramento Regional Terrorism Threat Assessment Center (RTTAC) under the FBI TripWIRE program. 3. Established a department Homeland Security website to facilitate the reporting of suspicious activity possibly related to terrorism. These leads are followed up and either investigated to their conclusion, or forwarded to the appropriate local, state, or federal agency. 4. Developed training and has also partnered with the Anti-Defamation League (ADL) to provide training. This training has been provided to our department personnel, as well as other local and state government agencies. 5. Continues to partner with the ADL through the partnership of their quarterly Law Enforcement Advisory Committee (LEAC). This committee debates national policy issues, as well as discusses local trends related to terrorism and hate crimes. The committee is comprised of local, state, and federal agencies from the southern California Region. Through our relationship with the ADL, the Bakersfield Police Department was made aware of a local teenager posting online fantasies of committing murder at his high school. Though no actual crime had occurred yet, through timely intervention by school officials and police the juvenile was removed from school and referred to appropriate social services. 6. Developed a Memorandum of Understanding with the IRS and United States Attorney’s Office (USAO) to establish a suspicious banking activity review team in our jurisdiction. The unit completed a seven (7) month federal investigation that led to the arrest of two (2) suspects and a seizure of over $905,000 in currency and assets (totaling over $1 million in assets combined). The suspects have been charged in U.S. District Court with defrauding numerous victims from Bakersfield to North Carolina. 7. Continues to participate in the Kern County Critical Infrastructure Protection Committee (KCCIPC) to identify critical infrastructure in the county and to conduct vulnerability assessments on those identified sites. 119 2021 – Operations continued This multi-agency body also ensures federal authorities are properly notified of critical assets in this area in order to ensure proper federal authorities are made aware of local situations for allocation of federal financing and resources. 8. Partnering with the California Emergency Management Administration, Kern County Office of Emergency Services, and Kern County Superintendent of Schools to develop a school safety initiative that seeks to conduct vulnerability assessments of all schools in the county. Additionally, the committee seeks to conduct training and further develop communications between the school systems and law enforcement. This is the first such initiative of its type in the State of California. Animal Control: 1. The 8th Annual, National “Responsible Dog Ownership Day” was held in October 2010. This event was created to educate the public regarding responsible dog ownership. Several animal service-related organizations were on hand to provide information and awareness to all Bakersfield residents about the proper care of pets. The Animal Control Unit participated by providing educational and informational items and also sold city licenses to residents who had their dogs vaccinated against rabies. Revenue generated for the vaccinations and city licensing purchased during this event was $11,105.00. 2. City staff participated in seven (7) monthly “Low Cost Rabies Vaccination Clinics”. The clinics provide rabies vaccinations at a reduced cost along with the purchase of a city license to city residents. The revenue collected during the low cost clinics was $38,735.00, which is a revenue increase of $30,050.00. 3. As of July 1, 2010, the City Canvassing Project was in progress. Two temporary Animal Control Officers were recruited in May, 2010 to canvass city neighborhoods for unlicensed dogs. This was a six month program which concluded on November 12, 2010. The canvassers initially surveyed a total of 10,799 homes, during the follow up portion of the program, 2,275 homes were re-visited and 301 citations were issued, for resident’s failing to license their dogs. 4. 7,999 calls for service have been handled, with an estimated total number of calls to reach 20,041 by July 2011. 120 2021 – Operations continued 5. An average of 1,486 calls are handled each month by three (3) city officers. 6. 12,780 animals will be accepted by the County shelter, per the current contract; 5,460 animals are impounded by the Animal Control Unit. FY 2011-12 ACTION PLAN 1. The Traffic Section will continue targeted DUI enforcement and awareness by utilizing grant funds from the California Office of Traffic Safety (OTS). We will also focus enforcement efforts on reducing the number of intersection collisions caused by red light violators. 2. The Traffic Section will complete the goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) when we were awarded a STEP Grant in October 2010. During this grant period we will conduct a total of twenty-four (24) DUI Drivers License Checkpoints, fifty-five (55) DUI Saturation Patrols, five (5) Motorcycle Safety Enforcements, twenty-six (26) DUI Arrest Warrant Service Operations, three (3) DUI Court Sting Operations targeting individuals who have suspended drivers licenses and drive from court, six (6) Red Light Running Violations, six (6) At or Near Intersection Enforcements, six (6) Exhibition of Speed Enforcements, and present 122 “A Life Interrupted” educational presentations for schools and civic groups. This grant will expire in October 2011. 3. The Traffic Section will complete the goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) for the Kern AVOID Grant awarded in October 2010. During this grant period the Bakersfield Police Department and AVOID partners will conduct six (6) DUI/driver’s license checkpoints, sixty-nine (69) DUI Saturation Patrols, three (3) Multi Task Force Operations, two (2) Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation, and two (2) DUI Court Sting Operations targeting individuals who are unlicensed drivers and individuals with suspended drivers licenses that drive from court. A major component in these enforcement events is to bring about public awareness to the dangers of drunk driving on our local roadways. Increased enforcement periods will be carried out during holiday periods where we experience an increase in motor vehicle traffic. These holiday periods are Memorial Day weekend, July 4th, Labor Day weekend, and the Christmas/New Year Holiday season. 121 2021 – Operations continued 4. The Traffic Section will continue to present the grant funded “A Life Interrupted” program to community groups and schools. 5. The Bomb Squad shall continue to maintain the certification of all of our Bomb Technicians through the accomplishment of minimum standards of training each month. We will also seek to fulfill the requirement of attendance at advanced training on the regional or international level. Two members of the squad will attend their mandated recertification training in Huntsville, Alabama at the Hazardous Devices School. 6. The Bomb Squad will continue to work with SWAT to advance our department’s response to emerging threats. The Bomb Squad will also conduct joint training with the F.B.I., the Fire Department and various county agencies for the response to incidents in which a suspected chemical or biological threat associated with an explosive device is present. 7. The Bomb Squad will develop and deliver additional training to Police Department personnel on the safe and proper response to explosive related calls. This will include the Crime Scene Unit for the collection of evidence, the Investigation Division on the follow up of criminal explosive related investigations and the Operations Division on the patrol officers’ response to explosive related calls. 8. The Bomb Squad will continue with a joint training paradigm with the Bomb Appraisal Officer program in the Transportation Security Administration at the airport. This will also foster a stronger working relationship with the Kern County Sheriff Bomb Squad. 9. The Bomb Squad will develop a Standard Operating Procedure Manual for the squad and its equipment. 10. In 2010, the Bomb Squad took delivery of the Police Department’s first explosive storage magazine. Placement of this magazine and the fulfillment of our responsibilities to the Bureau of Alcohol, Tobacco, Firearms and Explosives will be accomplished. This has been in process since approximately 2007. 11. The Animal Control dog license canvassing program will be continued in the 2011/2012 year, providing continued revenue as well as public education. Two positions will be created by this program. 12. Animal Control will continue to host a minimum of one monthly “low cost” rabies vaccination/licensing clinic, at a local park. 122 2021 – Operations continued SERVICE LEVEL INDICATORS Traffic, Patrol, Animal Control FY 09-10 Actual FY 10-11 Projected FY 11-12 Adopted Citations 26,595 24,168 25,000 “A Life Interrupted” Presentations 131 122 122 Vehicle Impounds 10,143 8,714 8,000 Animal Control Calls 18,824 19,201 19,505 Calls for Service 271,369 276,796 282,332 Traffic Enforcement (2010) Citations issued 24,635 (Total citation number received by the Traffic Court) DUI arrests 952 Redflex 6,452 (Total Redflex citations received by the Traffic Court) Non-injury collisions 2,562 Injury collisions 816 Fatal collisions 28 Vehicle impounds 8,921 DUI Checkpoints (2010) 37 Motorists screened 38,730 DUI arrests 130 Other arrests 30 Citations 1,682 Impounded vehicles 1,519 123 OPERATIONS AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 29,573,279 $ 32,615,811 $ 32,660,811 $ 37,054,841 Operating 5,101,113 5,389,542 5,556,742 5,145,583 Capital 27,732 Total $ 34,702,124 $ 38,005,353 $ 38,217,553 $ 42,200,424 SOURCE OF FUNDS: General Fund $ 33,839,578 $ 36,182,902 $ 36,226,308 $ 40,248,616 Traffic Safety Fund 477,626 474,030 642,824 480,000 Supp Law Enforcement 59,772 37,450 37,450 40,580 ARRA Federal Stimulus Fund 325,148 1,310,971 1,310,971 1,431,228 Total $ 34,702,124 $ 38,005,353 $ 38,217,553 $ 42,200,424 124 2031 - Investigations DIVISION GOAL Work cooperatively with all other divisions and allied agencies as we continue to uphold a tradition of skillful and ethical criminal investigations. We will be innovative in our use of available crime fighting technologies in conjunction with our staffs training, experience and expertise. FY 2010-11 ACCOMPLISHMENTS 1. During the course of the year, detectives and staff from all the different details and units have had success in combating crime. The division has continued to implement new ideas and methodologies to enhance the overall performance of the Division. 2. The Burglary and Auto Theft Details conducted several follow up investigations that involved various areas of the city in which a high number of offenses were occurring. Subsequent directed enforcement efforts have proven successful in identifying and apprehending offenders. 3. The Child Abuse Sexual Assault/Domestic Violence Unit has been actively involved with the following professional organizations: The Jess Diamond Child Assessment Center; the Henrietta Weill Child Guidance Clinic, the Child Death Review Board of Kern County, the Kern County Sexual Assault Team (SART), the Department of Human Services, the Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and Sexual Assault, Kern County Victim Witness, and Greater Bakersfield, Legal Assistance, Inc. 4. The Child Abuse Sexual Assault Unit has developed professional working relationships with local allied agencies and community victim advocate groups to improve victim services. Detectives have participated in numerous public speaking engagements to educate the public on issues related to sexual assault and victim awareness. These venues included Cal State University Bakersfield, citizen forums, professional groups and advanced officer training. 5. In 2010, Homicide detectives investigated thirty-two (32) homicides; twenty-one (21) were cleared by arrest, and one other case the suspect has been identified; however, the case has not yet been submitted to the District Attorney’s office. Of the thirty-two (32) homicides in 2010, twelve 125 2031 – Investigations continued (12) were determined to be gang related. Half of these gang related cases were solved by way of arrest or identification. 6. The investigations Division solved twenty-two (22) homicides. This is the highest number of solved homicides since 1995. They have achieved a 65.6% clearance rate. 7. Robbery detectives investigated three bank robberies. One was cleared by arrest. In October detectives arrested two (2) male adults who were committing home invasion style robberies. The suspects had committed four (4) robberies targeting elderly victims. The suspects are currently awaiting trial. The unit experienced an 8% decrease in robberies from the previous year. 8. The Warrant Fugitive Detail coordinated the return of 110 felony warrant suspects to our jurisdiction. A combination of extradition and state pickups were completed. Reimbursements from bond companies totaled $10,321 dollars and state reimbursements totaled $21,588 dollars. A combined total of $31,910 dollars was recovered for costs incurred. 9. The Vice/Narcotics Detail continued to work as a team with two (2) Bakersfield Police Detectives and one (1) Kern County Sheriff’s detective assigned to vice related investigations in Greater Bakersfield Area and the County of Kern. Detectives from both the Vice and Narcotics units assisted each other when needed to accomplish ongoing investigations. 10. The Vice Detail conducted investigations into prostitution related offenses in the Greater Bakersfield area and the County of Kern. The detail made 253 arrests for prostitution related offenses. A total of 478 were made for vice related offenses. 11. The Narcotics Detail concluded a nearly one year long investigation into the distribution of Cocaine and Methamphetamine. The investigation led to a state wide wire tap investigation which resulted in seven (7) felony arrests. During multiple search warrant executions approximately 233 grams of Cocaine, 547 grams of Methamphetamine, and two (2) pounds of Marijuana were seized. Additionally, U.S. Currency in the amount of $86,826 was seized for asset forfeiture. 12. The Crime Scene Unit received and processed 2,412 requests for service which included 861 requests for crime scene photographs. 126 2031 – Investigations continued 13. The Crime Scene Unit entered 1,806 latent prints into the Automated Fingerprint Identification System and received positive hits to known individuals on 342 entries. 14. The Crime Scene Unit responded to 163 crime scene call outs to assist in the investigation of homicides, suspicious deaths, officer involved shootings, sexual assaults, and bank robberies. 15. The Crime Scene Unit hosted a two (2) week in-house training seminar for Police Service Technicians to enhance their crime scene investigation skills. 16. Promotion of Crime Scene Unit Supervisor. 17. Promotion of Crime Scene Unit Technician. FY 2011-12 ACTION PLAN 1. The Investigations Division is currently implementing the deployment of detectives into specialized crime units with an emphasis on geographically based investigation. This method of policing will provide us the platform to target neighborhood crime trends and will be used to focus on Part I Crimes. 2. All sections and units within the Investigations Division will work cooperatively with Crime Prevention, Crime Analysis and Operations personnel to develop strategies to aid in the prevention, interdiction and suppression of crimes within the City of Bakersfield. 3. All sections and units within the Investigations Division will aggressively investigate and pursue gang related crimes and any crimes committed by gang members in an effort to disrupt and impact gang activity. 4. The Crimes Against Persons Unit (Robbery/Homicide) will continue to thoroughly investigate all unsolved homicides (Cold Cases) with an emphasis on those with DNA evidence. 5. The Crimes Against Persons Unit will continue efforts to enhance community partnerships and communication with citizens and community leaders in order to improve the solvability and reduce violent crimes. 6. The Warrant Fugitive Detail will continue to explore methods to increase the reimbursement of funds expended in the apprehension of bail absconders. 127 2031 – Investigations continued 7. The Warrant Fugitive Detail will conduct at least two focused warrant sweeps to improve warrant service levels and apprehend fugitives. 8. Property Crimes Units will work with Crime Prevention personnel to educate the public and increase awareness in order to increase public involvement in crime prevention, detection and reporting of in-progress property crimes. 9. Property Crimes investigators will continue to work closely with allied agencies and the Kern County Auto Theft Task Force to improve the interdiction and investigation of auto thefts. 10. The Child Abuse and Sexual Assault Unit will continue to collaborate and partner with community organizations to provide departmental and public education training related to prevention and enforcement of laws related to domestic violence, elder abuse, sexual assault and child abuse. The Unit will continue to work with the Sex Offender Registration Unit to effectively register, monitor and insure compliance of sex offenders residing in the City of Bakersfield. 11. The Narcotics/Vice Detail will continue to work closely with the U.S. Drug Enforcement Administration (DEA), state and local agencies on major narcotics investigations. 12. The Narcotics/Vice Detail will initiate a Highway Interdiction program in order to combat interstate transportation of narcotics and illicit funds used in the distribution of narcotics. This program will include detectives from the Vice/Narcotics detail, as well as K-9 teams from the Operations Division. The targeted areas will be Hwy 58, Hwy 99, and Interstate 5. 13. The Narcotics/Vice Detail will utilize eight (8) Task Force Officers (TFO) positions offered by the Drug Enforcement Administration to conduct high level narcotics investigations. These positions will provide additional overtime funds as well as federal training and travel to conduct investigations. 14. All units within the Investigations Division will continue to conduct on-going professional staff training. The Division will strive to diversify detectives and add depth to their investigative skill base by providing opportunities to work in different specialized units. 15. The Crime Scene Unit will work with Kern County Sheriff’s Department and RAN Board in developing a plan to digitalize files of suspects fingerprint and palm cards for entry into the Kern County Archive. The unit will 128 2031 – Investigations continued continue to look for alternate sources of funding for the purchase of equipment and training. Additionally, to re-organize the current office configuration to improve office functionality. 16. The Crime Scene Unit will reduce the backlog of latent fingerprints to be put into AFIS by at least 20%. 17. Continue to work with the Kern County Sheriff’s Department and the RAN Board in developing a plan to digitize our files of suspect fingerprints and palm cards for entry into the Kern County Archive. 18. Conduct an audit and survey of the Crime Scene Unit in order to determine if a reorganization of our equipment and offices will allow us to work more efficiently without compromising quality. 19. Continue to look for alternate sources of funding for the purchase of equipment/tools/training in order for the Crime Scene Unit to stay up to date with current methods and technologies in crime scene investigation. SERVICE LEVEL INDICATORS Investigations FY 09-10 Actual FY 10-11 Projected FY 11-12 Adopted Criminal Case Filings 15,085 15,500 15,250 Major Narcotics Investigations 44 55 50 Prostitution Related Arrests 527 600 680 129 INVESTIGATIONS AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 10,792,931 $ 10,720,467 $ 10,720,467 $ 10,514,624 Operating 928,001 1,003,605 1,003,605 1,041,307 Capital 12,472 10,000 10,000 10,000 Total $ 11,733,404 $ 11,734,072 $ 11,734,072 $ 11,565,931 SOURCE OF FUNDS: General Fund $ 11,733,404 $ 11,734,072 $ 11,734,072 $ 11,565,931 Supp Law Enforcement Total $ 11,733,404 $ 11,734,072 $ 11,734,072 $ 11,565,931 130 FIRE SERVICES REMOVE THIS PAGE FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t Ma i n t e n a n c e Co m m u n i c a t i o n s En v i r o n m e n t a l Pr e v e n t i o n Fi r e S a f e t y Se r v i c e s De p u t y F i r e C h i e f Ad m i n i s t r a t i v e Se r v i c e s Ar s o n Tr a i n i n g Fi r e & R e s c u e Fi r e S u p p r e s s i o n Se r v i c e s De p u t y F i r e C h i e f Fi r e C h i e f Fi r e S e r v i c e s EM S Pe r s o n n e l Te s t i n g Po l i c y & P r o t o c o l Gr a n t F u n d i n g 131 Fire Services DEPARTMENT FUNCTION The Bakersfield Fire Department provides all risk emergency response through structural fire and wildfire suppression, emergency medical services, urban search and rescue, hazardous materials response, fire safety education, fire prevention, interagency collaboration, and community alliance. DEPARTMENT GOAL To protect life, property, and the environment from harm through education and prevention, emergency response, planning and training, interagency collaboration, and community alliance. FY 2010-11 ACCOMPLISHMENTS 1. Completed the Fire Department Operations Center (DOC), assisted with configuration of the Public Works Department Operations Center (DOC), and assisted with configuration of the City of Bakersfield Emergency Operations Center (EOC). 2. Obtained grant funding from Metropolitan Medical Response System (MMRS) for upgrading communications equipment (portable radios), obtained grant funding from Assistance to Firefighters Grant (AFG) for live fire training props, and obtained grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 3. Continued to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals. 4. Amended and adopted the 2010 California Fire Code into the Bakersfield Municipal Code, Chapter 15.65, becoming effective on January 1, 2011. Residential Fire Sprinklers are now required in all new homes, per State law. FY 2011-12 SIGNIFICANT BUDGET ISSUES 1. The FY2011-12 budget includes continuation of the following mid-year FY2010-11 staffing reductions: • Three (3) Fire Engineers – Light Engine 301 • One (1) Fire Captain – Arson Division • One (1) Fire Captain – Training Division 132 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Administration $ 1,595,246 $ 1,406,077 $ 1,507,946 $ 1,364,529 Fire Safety 1,665,452 1,919,195 1,915,296 1,885,089 Fire Suppression 27,779,092 27,141,996 28,351,488 28,317,311 Total $ 31,039,790 $ 30,467,268 $ 31,774,730 $ 31,566,929 SOURCE OF FUNDS: General Fund $ 30,921,385 $ 29,636,132 $ 30,029,789 $ 30,764,044 Cupa Fund 831,136 831,136 802,885 UASI - Cal EMA 811,936 MMRS Grant 118,405 101,869 Total $ 31,039,790 $ 30,467,268 $ 31,774,730 $ 31,566,929 FULL TIME EMPLOYEES: Administration8.008.008.008.00 Fire Safety14.0014.0014.0014.00 Fire Suppression178.00173.00173.00173.00 Total200.00 195.00 195.00 195.00 FIRE SERVICES 133 3011 – Fire 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 collaborate with other City departments. FY 2010-11 ACCOMPLISHMENTS 1. Completed Fire Chief, Deputy Fire Chief, Fire Captain and Fire Engineer exams; Driver/Operator course; Captain’s Certification course; Bakersfield College Firefighter I Academy; California State Chief Fire Officer courses; California State Fire Officer courses; Hazardous Materials Assistant Safety Officer, Hazardous Materials WMD courses; Sexual Harassment Training in the Workplace; Awareness and Prevention, and Valuing and Managing Diversity in the Workplace courses. 2. Obtained Confined Space and Rescue Systems I and II certifications for ODFTF. 3. Obtained Cal-EMA Type 1 certification for the Hazardous Materials Response Team. 4. Obtained Cal-EMA Type 1 certification for the Urban Search and Rescue Response Team. 5. Continued National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department employees. 6. Completed the Fire Department Operations Center (DOC). 7. Assisted with configuration of the Public Works Department Operations Center (DOC). 8. Assisted with configuration of the City of Bakersfield Emergency Operations Center (EOC). 9. Obtained grant funding from Metropolitan Medical Response System (MMRS) for upgrading communications equipment (portable radios). 10. Obtained grant funding from Assistance to Firefighters Grant (AFG) for live fire training props. 11. Obtained grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 134 12. Continued to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals. FY 2011-12 ACTION PLAN 1. Continue to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals. 2. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement (JPA). 3. Continue to develop public education and public information programs. 4. Continue National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department and City of Bakersfield employees. 5. Complete Firefighter Recruit Academy, beginning in April, FY2010-11. 135 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 1,347,875 $ 1,253,898 $ 1,253,898 $ 1,162,654 Operating 172,236 152,179 219,179 201,875 Capital 75,135 34,869 Total $ 1,595,246 $ 1,406,077 $ 1,507,946 $ 1,364,529 SOURCE OF FUNDS: General Fund $ 1,476,841 $ 1,406,077 $ 1,406,077 $ 1,364,529 MMRS Grant 118,405 101,869 Total $ 1,595,246 $ 1,406,077 $ 1,507,946 $ 1,364,529 ADMINISTRATION 136 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 and data; 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 2010-11 ACCOMPLISHMENTS 1. Achieved “meets or exceeds” evaluation results on the California Environmental Protection Agency (Cal/EPA) triennial audit of the Certified Unified Program Agency (CUPA) implementation of hazardous materials and hazardous waste regulations in the City of Bakersfield. 2. Amended and adopted the 2010 California Fire Code into the Bakersfield Municipal Code, Chapter 15.65, becoming effective on January 1, 2011. Residential Fire Sprinklers are now required in all new homes, per State law. 3. Implemented a multi-family fire and life-safety inspection program through continued identification of regulated multi-family occupancies and assignment of annual inspections for the Fire Companies to ensure compliance. FY 2011-12 ACTION PLAN 1. Provide distribution of public education materials intended for owners and tenants of multi-family occupancies to increase public awareness of new smoke and carbon monoxide alarm requirements. 2. Initiate implementation of the California Electronic Reporting System (CERS) by obtaining a non-competitive $70,000 grant set aside for the City of Bakersfield, as CUPA, through Cal/EPA. 3. Implement the Aboveground Petroleum Storage Tank Act program on or before November 10, 2011, pursuant to the revised timelines by the United States Environmental Protection Agency (USEPA). 4. Complete the Computer Aided Dispatch Deployment and Response Upgrade jointly with the Emergency Communications Center and county fire. 5. Complete the training of one (1) new Dispatcher. 6. Survey, prioritize, and implement correction of major Fire Department facility maintenance issues. 137 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 1,170,405 $ 1,282,905 $ 1,282,905 $ 1,348,061 Operating 453,437 622,290 607,991 499,028 Capital 41,610 14,000 24,400 38,000 Total $ 1,665,452 $ 1,919,195 $ 1,915,296 $ 1,885,089 SOURCE OF FUNDS: General Fund $ 1,665,452 $ 1,088,059 $ 1,084,160 $ 1,082,204 Cupa Fund 831,136 831,136 802,885 Total $ 1,665,452 $ 1,919,195 $ 1,915,296 $ 1,885,089 FIRE SAFETY 138 3031 – Fire Suppression Services DIVISION GOAL Provide the community protection of life, property and the environment through fire suppression, emergency medical life-support services, and hazardous materials mitigation through rapid emergency response. Ensure all Suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner. FY 2010-11 ACCOMPLISHMENTS 1. Continued work on the Fire Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group. 2. Continued work on improving Firefighter safety and accountability on the fire- ground through the Rapid Intervention Company (RIC) Task Force planning group. 3. Continued work on State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. 4. Continued work on hazardous materials and technical rescue advanced life- support intervention through the Emergency Medical Services Task Force planning group. 5. Continued work on Self-Contained Breathing Apparatus (SCBA) compliance through the SCBA Task Force planning group. 6. Continued updating, modifying, and creating related Fire Department Operational Procedures and Policies. 7. Continued work on the Fire Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events or significant incidents. 8. Adoption of the revised COB Emergency Operations Plan. 9. Cal-EMA Certification as a Hazardous Materials Type 1 response team. 10. Completion of the Operational Area Access & Functional Needs Evacuation Plan 139 FY 2011-12 ACTION PLAN 1. Continue work on the Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group. 2. Continue work on improving Firefighter safety and accountability on the fire- ground through Rapid Intervention Company (RIC) Task Force planning group. 3. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. 4. Continue work on hazardous materials and technical rescue advanced life- support intervention through the Emergency Medical Services Task Force planning group. 5. Continue to enhance citywide disaster response preparedness through: • Continue with National Incident Management System (NIMS) compliance • Administration of the Assistance to Firefighters Grant (AFG) • Administration of the Bakersfield Urban Area Security Initiative (UASI) • Administration of the Metropolitan Medical Response System (MMRS) 6. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through training, response and deployment planning. 7. Continue to update inter-agency agreements, plans, and contracts. 8. Continue to update, modify, and create related Fire Department Operational Procedures and Policies. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY11-12 Actual Estimated Adopted Total Emergency Responses 26,884 27,378 28,747 Structure Fires and Fire Related 1,749 1,540 1,836 Emergency Medical Responses 15,262 15,370 15,847 Other 9,873 10,468 11,064 140 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 24,868,940 $ 24,216,155 $ 24,613,711 $ 25,409,881 Operating 2,656,632 2,848,241 2,910,177 2,829,555 Capital 253,520 77,600 827,600 77,875 Total $ 27,779,092 $ 27,141,996 $ 28,351,488 $ 28,317,311 SOURCE OF FUNDS: General Fund $ 27,779,092 $ 27,141,996 $ 27,539,552 $ 28,317,311 UASI - Cal EMA 811,936 Total $ 27,779,092 $ 27,141,996 $ 28,351,488 $ 28,317,311 FIRE SUPPRESSION 141 THIS PAGE INTENTIONALLY LEFT BLANK 142 PUBLIC WORKS REMOVE THIS PAGE Pu b l i c W o r k s D i r e c t o r Pu b l i c W o r k s FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t Ad m i n i s t r a t i v e A s s i s t a n t As s t . T o P u b l i c W o r k s D i r e c t o r As s t . P u b l i c W o r k s D i r e c t o r As s t . t o t h e P u b l i c W o r k s D i r e c t o r So l i d Wa s t e So l i d W a s t e Di r e c t o r Wa s t e w a t e r Tr e a t m e n t Wa s t e w a t e r Ma n a g e r Ge n e r a l Se r v i c e s St r e e t s Te l e c o m - Co m m u n i c a t i o n s Fl e e t Op e r a t i o n s Eq u i p m e n t Pu b l i c W o r k s Op e r a t i o n s M a n a g e r Tr a f f i c En g i n e e r Co n s t r u c t i o n / Su r v e y Su b d i v i s i o n s De s i g n En g i n e e r i n g Th o m a s R o a d s Im p . P r o g r a m (T R I P ) So l i d Wa s t e 143 Public Works DEPARTMENT FUNCTION The Public Works Department operates and maintains existing City facilities and plans and designs future public facilities of the City. The Public Works Department consists of eight (8) divisions: Administration, Thomas Roads Improvement Program, Engineering, General Services, Streets, Equipment, Wastewater and Solid Waste. DEPARTMENT GOAL To provide for quality infrastructure design, construction, operation, and maintenance of: traffic control systems, streets, street lightings, 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 2010-11 ACCOMPLISHMENTS Department-wide: Staff from multiple departments rose to the occasion, working together to respond to the December 2010 Flood. Both federal and state agencies declared the December 2010 flood a disaster; thereby, allowing the City to apply for both federal and state financial assistance. Disaster relief efforts performed by City staff include: • Activating the Emergency Operations Center (EOC) for 24 hours a day for five days; • Delivering 50,000 sandbags to residents; • Answering close to 1,000 calls between the EOC and Streets Division, with backup from sanitation office personnel; and • Pumping 35 sumps during the height of disaster with five sumps still being pumped on Christmas night. Thomas Roads Improvement Program (TRIP): 1. Completed project plans, specifications and estimates (PS&E) for Phases 4 (from Mohawk Street to Truxtun Avenue) and 6 (from Allen Road to Stockdale Highway) of the Westside Parkway Project. Continued to acquire remaining right-of-way and to relocate utilities for this corridor. 144 Public Works continued 2. Completed construction of the Fairfax Road at State Route 178 Interchange, including the reconstruction of the F-3 ramp. The entire interchange is now open to traffic. 3. Continued preparation of preliminary engineering, project approval and environmental documents for six TRIP projects. 4. Finished construction of Phase I (Mohawk Street) of the Westside Parkway nine months ahead of schedule. Phase II construction (from Mohawk Street to Allen Road) of the Westside Parkway continues with anticipated completion in late 2012. 5. Awarded Westside Parkway Phase 4 (tie-in from Mohawk Street to Truxtun Avenue) to Security Paving on December 3, 2010. Construction began in March 2011. 6. Awarded Westside Parkway Phase 6A (Utility relocation effort in preparation for constructing the future Westside Parkway/Allen Road Interchange) to MGE Underground on February 2, 2011. Construction began in March 2011. 7. Selected a design consultant for final design (PS&E) of the Morning Drive at State Route 178 Interchange. Engineering: 1. Designed and prepared construction documents for 38 CIP projects. Awarded 36 construction contracts totaling over $30 million, including: • Pavement resurfacing/reconstruction on major roads; • 11 new traffic signals; • Kern River Uplands and River Edge Restoration; • Sister City Gardens; • Greystone Park; • City in the Hills Park; and, • “Q” Street Streetscape Project. 2. Provided construction management and inspection services for 40 projects having a total contract value of over $49 million, including: • Wastewater Treatment Plant No. 2 odor control and grease receiving station; • Sports Village Phase 1; • Mesa Marin Sports Complex; • Installation of several new traffic signals; • Resurfacing and reconstruction of several major roads; 145 Public Works continued • Kern River Upland and River Edge Restoration; • Greystone Park; • City in the Hills Park; and • ”Q” Street Streetscape Project. 3. Updated the current traffic signal priority list and added 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 297. 5. Implemented new signal timing and route coordination plans at 18 intersections based on updated traffic volumes. General Services: 1. Anti-Graffiti program: • Received 7,700 requests on the 32-Erase hotline, 700 requests from the graffiti website, and 179 requests from the mobile phone application. Removed a total of 20,700 graffiti sites. 2. Completed improvements to several City facilities including: • Expanded and remodeled the Bakersfield Police Department’s Communication Center; • Completed several major heating, ventilation, and air conditioning (HVAC) improvements for several city facilities; • Re-roofed portions of City Hall South, Amtrak Station, Fire Station 1, and Fire Station 6; and, • Completed program to upgrade overhead signs on flashing beacons to lime-green as mandated by the Manual of Uniform Traffic Control Devices. 3. Bakersfield Municipal Airport: • Awarded the second phase of the landscaping project to improve the exterior appearance of the Airport; • Completed construction of the Southwest Hangar Taxi-Lane Expansion Project; and, • Reconstructed and remodeled the conference and meeting room. Streets: 1. Management staff provided leadership during December 2010 Flooding Emergency Response. 2. Resurfaced/reconstructed approximately 46 lane miles of streets. 146 Public Works continued 3. Sealed approximately 300 street miles with a surface penetration sealer. 4. Completed installation of curb, gutters, sidewalk repairs and street reconstruction in the following areas: California Avenue to 4th Street from Chester Avenue to “M” Street and between Baker Street and Beale Avenue from Flower Street to Bernard Street. 5. Cleaned approximately 1,200 miles of City owned sewer lines. 6. Constructed a parking lot at the new Mesa Marin Sports complex, including grading, concrete curb and gutter, walkways, landscape islands, drainage improvements, and pavement. Also installed 66” storm drain pipe as part of the master storm drain plan and graded the drainage channel from the Mesa Marin Sports Complex parking lot to Highway 184. 7. Responded to emergency calls during and after normal working hours such as; sewer backups, debris in the roadway, plugged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies. Equipment: 1. Continued to reevaluate rental rates by extending useful lives of equipment whenever feasible. Consequently, departments experience budgetary savings. 2. Replaced or repowered 20% off-road equipment in compliance with California Air Resources Board Regulations. 3. Installed diesel particulate filters in older trucks as part of City’s commitment to cleaner air. By December 2011, all older trucks will be equipped with these filters. 4. Installed new Motorola console equipment in remodeled Police communications Center. 5. Relocated the Police Department’s Emergency Operations Center (EOC) to City Hall South. 6. Replaced obsolete, unsupported voice mail system with a new one offering automated attendant feature. Wastewater: 147 Public Works continued 1. Completed construction of the Wastewater Treatment Plant No. 3 Expansion Project. Total project cost was $246,398,000. 2. Received $1,000,000 PG&E Self Generation Incentive Program Rebate for the Wastewater Treatment Plant No. 3 Expansion Project. Plant will produce renewable energy which will offset electrical costs. 3. Construction completed on the one mega-watt photovoltaic system at Wastewater Treatment Plant No. 3. Costs of the project totaled $5,409,000. The American Recovery and Reinvestment Act’s Energy Efficient and Conservation Block Grant provided $3,040,700 of funding for the project. Future rebates from PG&E’s California Solar Initiative of $2,368,000 are expected to future offset the remaining project costs. The project is expected to generate enough electricity to offset approximately $220,000 in annual electrical costs. Solid Waste: 1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 9,000 homes are now part of the curbside recycling program. 2. Consolidated refuse collection routes in response to decreased volumes of refuse as a result of economic conditions. 3. Explored options to reduce construction costs for the Bakersfield Landfill Closure project which is mandated by State Regulatory Order. Obtained state approval for an option which significantly reduces the amount of earthmoving work required for the project. Consequently, this approved option saves money. FY 2011-12 SIGNIFICANT BUDGET CHANGES 1. The FY 2011-12 budget reflects Council’s continuing commitment to the graffiti eradication program. The amount budgeted for graffiti eradication provides sufficient funding to operate the program seven days a week, year round. 2. The FY 2011-12 budget for Street Maintenance remains essentially flat, as compared to the Street Maintenance budget for FY 2010-11. The FY 2011-12 operating budget for Streets Maintenance totals approximately $7.5 million. The FY 2010-11 operating budget was approximately $7.4 million. Both the General Fund and the Gas Tax Fund 148 Public Works continued make up the funding sources for Street Maintenance. The FY 2011-12 CIP budget for Street Maintenance includes $848,841 of Proposition 42 funds and $3,500,000 of Capital Outlay Funds. The total FY 2010-11 CIP Budget for Street Maintenance was $4,250,000. 3. As noted last year, the Refuse Enterprise Fund continues to experience a gradual decline in service revenues for commercial refuse. The outside hauling contract will increase by 1.8%,which is set by the consumer price index as stipulated in the haulers’ contract with the City. In addition, Kern County landfill fees will increase by 4%, which is pass-through to the County. The operating budget includes no additional funding for the cart replacement reserve since this reserve is adequately funded. One-time capital improvement projects continue to be covered by available fund balance. No residential or commercial rate increases are included for FY 2011-12 since service revenues are projected to adequately cover operating expenses. 4. Residential and commercial sewer user fees are will increase 2.5% for FY 2011-12, with the residential single-family sewer rate increasing from $200 to $205. Since most sewer user fees are based upon this single-family rate, those rates will also increase by the same percentage. This increase is needed to cover both operating and capital costs, in addition to servicing the debt payments on the bonds issued for the Wastewater Treatment Plant No. 2 upgrade and the Wastewater Treatment Plant No. 3 Expansion projects. A combination of connection fees and user fees are used to fund this debt service. With the decline in development activity, there has been a commensurate drop in sewer connection fee revenue. Therefore, more of the debt service payments must be recovered through the sewer user fee. 149 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Administration $ 598,951 $ 543,180 $ 549,180 $ 556,816 TRIP 918,855 1,020,205 1,020,205 1,009,775 Engineering 5,470,960 5,270,253 5,276,253 5,205,118 General Services 10,049,621 10,509,301 10,515,301 10,963,893 Streets 14,366,167 15,266,143 14,828,993 15,633,443 Equipment 23,379,930 20,827,329 22,212,605 21,997,846 Wastewater 17,896,467 7,067,869 9,667,869 8,545,490 Solid Waste 32,375,627 33,587,178 33,576,697 34,500,348 Total $ 105,056,578 $ 94,091,458 $ 97,647,103 $ 98,412,729 SOURCE OF FUNDS: General Fund $ 17,029,883 $ 17,109,232 $ 17,191,232 $ 17,623,973 Dev. Services Fund 1,446,317 1,305,306 1,305,306 1,253,822 State Transportation 208,853 254,448 254,448 250,271 State Gas Tax 3,668,233 4,457,162 3,163,162 4,702,769 Bike/Pedestrian Pathway 36,000 - - - Transportation Dev. Fund 353,772 358,873 364,873 255,229 TDF TRIP Local Match 918,855 1,020,205 1,020,205 1,009,775 Sewer Service-Plant 2 5,595,491 2,210,997 2,410,997 2,416,646 Sewer Service-Plant 3 16,455,757 9,195,053 12,370,053 10,503,665 Refuse Fund 35,637,823 37,163,057 37,164,426 38,180,795 Aviation Fund 324,064 189,796 189,796 217,938 Equipment Fund 23,379,930 20,827,329 22,212,605 21,997,846 Assessment Districts 1,600 - - - Total $ 105,056,578 $ 94,091,458 $ 97,647,103 $ 98,412,729 FULL TIME EMPLOYEES: Administration 10.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 50.00 48.00 48.00 45.00 General Services 68.00 68.00 68.00 69.00 Streets 87.00 87.00 87.00 89.00 Equipment 56.00 53.00 53.00 53.00 Wastewater 31.00 37.00 37.00 37.00 Solid Waste 102.00102.00102.00 102.00 Total 409.00 409.00409.00 409.00 PUBLIC WORKS 150 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 departmental contracts. FY 2010-11 ACCOMPLISHMENTS 1. Management staff provided leadership during December 2010 Flooding Emergency Response. 2. Provided administrative support for departmental divisions. 3. Processed and monitored CIP expenditures. 4. Submitted reimbursement claims in a timely manner to enhance cash flow. FY 2011-12 ACTION PLAN 1. Respond to City Council referrals and citizen requests promptly, efficiently, and effectively. 2. Coordinate preparation of administrative reports and supporting documentation for placement on City Council agendas. 151 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 556,460 $ 491,627 $ 491,627 $ 507,345 Operating 42,446 51,553 57,553 49,471 Capital 45 Total $ 598,951 $ 543,180 $ 549,180 $ 556,816 SOURCE OF FUNDS: General Fund $ 598,951 $ 543,180 $ 549,180 $ 556,816 Total $ 598,951 $ 543,180 $ 549,180 $ 556,816 ADMINISTRATIVE SERVICES 152 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 2010-11 ACCOMPLISHMENTS 1. Began the preparation of the 2011-12 Thomas Roads Improvement Program (TRIP) Financial Plan update for submittal to the Federal Highway Administration (FHWA) for approval. 2. Finished construction of Phase I (Mohawk Street) of the Westside Parkway nine months ahead of schedule. Phase II construction (from Mohawk Street to Allen Road) of the Westside Parkway continues with anticipated completion in late 2012. 3. Awarded Westside Parkway Phase 4 (tie-in from Mohawk Street to Truxtun Avenue) to Security Paving on December 3, 2010. Construction began in March 2011. 4. Awarded Westside Parkway Phase 6A (Utility relocation effort in preparation for constructing the future Westside Parkway/Allen Road Interchange) to MGE Underground on February 2, 2011. Construction began in March 2011. 5. Completed project plans, specifications and estimates (PS&E) for Phases 4 (from Mohawk Street to Truxtun Avenue) and 6 (from Allen Road to Stockdale Highway) of the Westside Parkway Project. Continued to acquire remaining right-of-way and to relocate utilities for this corridor. 6. Completed construction of the Fairfax Road at State Route 178 Interchange. This Interchange is now open to traffic. 7. Selected a design consultant for final design (PS&E) of the Morning Drive at State Route 178 Interchange. 8. Completed construction of the Seventh Standard Road Widening Project. 9. Circulated the environmental document for public review and comment 153 4021- TRIP continued on the following projects: • Morning Drive at State Route 178; and • 24th Street Improvements. 10. Continued preparation of preliminary engineering, project approval, and environmental documents for the following projects: • Hageman Flyover; • Rosedale Highway Widening; • 24th Street Improvements; • State Route 178 Widening; and, • Centennial Corridor. FY 2011-12 ACTION PLAN 1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area. 2. Continue construction of Phase 2 of the Westside Parkway Project. 3. Bid and begin construction of Westside Parkway Phase 6B, the Allen Road Bridge, in mid-2011. 4. Advertise, receive bids, and award contract for construction of Phase 6C of the Westside Parkway if funding available. 5. Complete preparation of the 2011-12 TRIP Financial Plan update and submit the plan to the Federal Highway Administration (FHWA) for approval. 6. Continue with preparation of preliminary engineering, project approval, and environmental documents for the following projects: • Hageman Flyover; • State Route 178 Widening; and • Centennial Corridor. 7. Circulate and finalize the environmental document for the Rosedale Highway Widening project. 8. Finalize the environmental document for the 24th Street Improvements Project. 154 4021- TRIP continued 9. Advertise request for proposals (RFP), review submittals, interview design teams, and award design consultant contracts for final design. Then begin final project plans, specifications, and estimates (PS&E) for the following projects: • Rosedale Highway Widening; and • 24th Street Improvements. 10. Begin work on final project plans, specifications and estimates (PS&E) for Morning Drive at State Route 178 Interchange Project. 11. Begin acquisition of right-of-way for the following projects: • Morning Drive at State Route 178 Interchange; • Rosedale Highway Widening; and • 24th Street Improvements. 155 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 558,256 $ 585,778 $ 585,778 $ 626,520 Operating 360,599 434,427 434,427 383,255 Capital Total $ 918,855 $ 1,020,205 $ 1,020,205 $ 1,009,775 SOURCE OF FUNDS: TDF TRIP Local Match $ 918,855 $ 1,020,205 $ 1,020,205 $ 1,009,775 Total $ 918,855 $ 1,020,205 $ 1,020,205 $ 1,009,775 156 4031 – Engineering DIVISION GOAL Provide development, design and project management services for 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 2010-11 ACCOMPLISHMENTS Design: 1. Designed and prepared construction documents for 38 CIP projects. Awarded 36 construction contracts totaling over $30 million, including: • Pavement resurfacing/reconstruction on major roads; • 11 new traffic signals; • Kern River Uplands and River Edge Restoration; • Sister City Gardens; • Greystone Park; • City in the Hills Park; and, • “Q” Street Streetscape Project. Subdivision Engineering: 1. All data shown for calendar year 2010: • Parcel Maps: Recorded five parcel maps dividing 57.2 acres into 33 parcels. • Tract Maps: Recorded nine tract maps dividing 119.49 acres into 443 lots. • Improvement Plan Checks: 19 first checks, ten second checks, six third checks or higher, 16 revisions, and 17 signatures. • Final Map Checks: ten first checks, nine second checks, ten third checks or higher, and eight maps signed. • Minor Land Divisions: 33 • Maintenance Districts: 36 • Street Permits: 1,300 • Annexation Proceedings: 30 being processed, nine completed. 157 4031- Engineering continued • Grading Plan Checks: 42 first checks, 35 second checks, 15 third checks or higher, and 38 approved. • Drainage Studies: 16 first checks, four second checks, three third checks or higher, and 17 approved. Construction and Surveying: 1. Provided construction management and inspection services for 40 projects having a total contract value of $49 million, including: • Wastewater Treatment Plant No. 2 Odor Control and Grease Receiving Station; • Sports Village Phase 1; • Mesa Marin Sports Complex; • Installation of several new traffic signals; • Resurfacing and reconstruction of several major roads; • Kern River Uplands and River Edge Restoration; • Greystone Park; • City in the Hills Park; and, • “Q” Street Streetscape Project. 2. Inspected development infrastructure improvements for 37 tracts and parcel maps. Traffic: 1. Analyzed 18 intersections for traffic control warrants and updated the current traffic signal priority list. Added the new locations that met warrants for consideration in subsequent CIP project lists. 2. Implemented the connection of ten additional traffic signals via the wire interconnect conduit network in the street for improved coordination/synchronization of traffic signals. 3. Implemented new signal timing and route coordination plans at 18 intersections based on updated traffic volumes. FY 2011-12 ACTION PLAN Design Engineering: 1. Complete design and award all FY 2011-12 CIP projects before July 2012, including: • Pavement resurfacing/reconstruction on major roads, and • Two new traffic signals. 158 4031- Engineering continued 2. Upgrade current pavement management system for City’s maintenance program. 3. Train and certify staff for storm water pollution and prevention to comply with federal and state laws. 4. Investigate new construction methods which could potentially decrease construction / maintenance costs for city streets. Subdivision Engineering: 1. Complete review of maps and improvement plans within four weeks of submittal. Construction Engineering and Surveying: 1. Respond to 90% of all permit inspection requests within four hours and all other inspections within 24 hours. 2. Begin working on requests for preliminary surveys within ten days of receipt. 3. Respond to construction survey requests within 48 hours. 4. Train and certify staff for storm water pollution and prevention to comply with federal and state laws. Traffic Engineering: 1. Analyze 20 or more intersections for traffic control warrants and update the current traffic signal priority list. Add new locations that meet warrants for consideration in subsequent CIP project lists. 2. Design and prepare construction documents for four federally-funded Congestion Management Air Quality (CMAQ) signal interconnect/traffic monitoring camera projects totaling over $700,000. Connect five additional signals to the City’s Traffic Operations Center. 3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 20 signals annually as traffic volumes and patterns change. 4. Award contract for relocation and upgrade of Traffic Operations Center. 159 4031- Engineering continued SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Improvement Plans and Final Maps Checked 36% 50% 75% and Returned within Four Weeks Permit Inspection Requests Responded to 80% 85% 85% within Four Hours Intersections Analyzed for Traffic Control 25 18 20 Warrants Budgeted Signal Communications Projects Bid 100% 100% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 22 18 20 Budgeted Public Works CIP Projects Bid 75% 75% 100% During the Fiscal Year 160 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 4,955,353 $ 4,836,247 $ 4,842,247 $ 4,783,472 Operating 515,607 434,006 434,006 421,646 Capital Total $ 5,470,960 $ 5,270,253 $ 5,276,253 $ 5,205,118 SOURCE OF FUNDS: General Fund $ 3,633,271 $ 3,606,074 $ 3,606,074 $ 3,696,067 Dev. Services Fund 1,446,317 1,305,306 1,305,306 1,253,822 Bike/Pedestrian Pathway 36,000 Transportation Dev. Fund 353,772 358,873 364,873 255,229 Assessment Districts 1,600 Total $ 5,470,960 $ 5,270,253 $ 5,276,253 $ 5,205,118 ENGINEERING 161 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 2010-11 ACCOMPLISHMENTS 1. Anti-Graffiti program: Received 7,700 requests on the 32-Erase hotline, 700 requests from the graffiti website, and 179 requests from the mobile phone application. Removed a total of 20,700 graffiti sites. 2. Street Lights: Responded to 1,916 street light service requests and replaced 41 street lights, including poles, for those damaged due to traffic accidents or deterioration. 3. Traffic Signals: • Replaced 16 traffic signal poles and related equipment due to accidents; • Replaced 24 video detection cameras; • Replaced six 3M-style left turn signal heads with new Light Emitting Diode (LED) signal heads; • Replaced traffic signal controller cabinets at two intersections; and • Responded to 132 after-hours emergency requests for traffic signals. 4. Signing, Striping, and Marking Improvements: • Installed additional lanes on Allen Road from Stockdale Highway to Brimhall Road, Brimhall Road from Masterpiece Estates to Westdale Drive, and Hosking Avenue from South “H” Street to Golden Valley Drive; • Upgraded existing signage and markings for Valle Verde, Almondale, Canyon Hills, Sheppard Parochial and Bessie Owens Schools; • Replaced 16 overhead lime-green signs at eight school flashing beacons to meet Manual of Uniform Traffic Control Devices (MUTCD); • Installed metal beam guardrail at East Truxtun Avenue and Beale Avenue and at Gage Street and East 21st Street for the Railroad Quiet Zone; • Replaced 511 deteriorated street markers in the Oaks, South Jenkins and Timbercove neighborhoods; 162 4051 – General Services continued • Upgraded 154 metro-size street markers for various corridors to comply with MUTCD; and • Fabricated and installed all signs for the AmGen Tour. 5. Heating, Ventilation, and Air Conditioning (HVAC) Improvements: • Replaced two coolers on Building C at the Corporation Yard; • Supervised and inspected the rebuild of two 50-ton ice compressors at the Ice Sports Center and a 50-ton air conditioning compressor at the Development Services Building; • Supervised and inspected repair of the HVAC make-up water line and installation of an expansion tank at the Bakersfield Police Department; and • Completed preseason maintenance and filter replacements on all HVAC equipment for City facilities. 6. Rabobank and Convention Center Improvements: • Installed a mini-split air conditioning system in the Condors Coaches’ office; • Replaced two air conditioning compressors at Rabobank Arena; • Supervised the installation of four non-resetable Mass Flow Totalizing meters, three on boilers at the Rabobank Arena and one on a boiler at the Convention Center; • Supervised the annual inspection and leak repair of the 300-ton York chiller in the Convention Center; • Painted exhibit hall at Convention Center; and • Remodeled the old Flashco Boardroom at Rabobank. 7. Remodeling Projects: • Expanded the Bakersfield Police Department’s Communication Center and remodeled the room with new carpet, paint, ceiling tiles, counter tops, lighting systems, electrical system, and HVAC system; • Remodeled the old Internal Affairs Office and the 2nd floor west wing of the Police Department; • Remodeled Street Maintenance southwest facility and the office at Corporation Yard; and • Painted the interior of Water Resources Department. 8. Miscellaneous Improvements: • Installed anti-bird netting underneath the Chester Avenue pedestrian and railroad bridges; • Installed informational signs at City Hall South, City Hall Annex, Wastewater Treatment Plant 3, Aera Park, Mill Creek and South Mill Creek; and 163 4051 – General Services continued • Re-roofed portions of City Hall South, Amtrak Station, Fire Station 1 and Fire Station 6. 9. Bakersfield Municipal Airport: • Awarded the second phase of the landscaping project to improve the exterior appearance of the Airport; • Completed construction of the Southwest Hangar Taxi-Lane Expansion Project. This Federal Aviation Administration (FAA) funded project extended and constructed taxi-lanes to facilitate new hangar development in this area of the airport; • Completed the reconstruction and remodeling of the conference and meeting room; • Upgraded and repaired two of the T-hangars; and, • Repaired and serviced ten expanding hangar doors. FY 2011-12 ACTION PLAN 1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program. 2. Re-wire one intersection and replace video detection cameras at 20 intersections. 3. Oversee the replacement of 750-KVA transformer at the Bakersfield Convention Center, two boilers at Rabobank Arena and the installation of one new boiler for the Administration offices at Rabobank. 4. Upgrade mast arm street name signs at 25 intersections to include block numbers and directional arrows as recommended by the FY 2007-08 Kern County Grand Jury. 5. Systematically replace all raised pavement markers in the quadrants sealed by street crews during yearly maintenance program. 6. Upgrade and replace the street name signs with metro-size signs on the East Brundage Lane, East Truxtun Avenue, Columbus Street, Jewetta Avenue and Ming Avenue corridors to meet MUTCD specifications. 7. Bakersfield Municipal Airport: • Replace the runway beacon with one that meets current standards; • Continue the next phase of the landscaping project along the Union Avenue airport frontage; and, • Paint the trim and support columns of the shadeports and hangars. 164 4051 – General Services continued SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Graffiti Removal Sites 19,972 20,700 21,000 Replacement of Lime-green Signs 220 220 250 Striping of City Streets (miles) 1,153 890 900 Replacement of Raised Pavement Markers NA* 5,000 10,000 Street Light Repair Requests NA** 1,916 2,100 *New project enacted in current fiscal year **Figures for FY 09-10 are unavailable 165 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 5,198,575 $ 5,397,299 $ 5,403,299 $ 5,736,240 Operating 4,805,172 5,076,002 5,075,502 5,178,053 Capital 45,874 36,000 36,500 49,600 Total $ 10,049,621 $ 10,509,301 $ 10,515,301 $ 10,963,893 SOURCE OF FUNDS: General Fund $ 7,591,305 $ 8,107,895 $ 8,107,895 $ 8,292,915 State Transportation 208,853 254,448 254,448 250,271 State Gas Tax 1,925,399 1,957,162 1,963,162 2,202,769 Aviation Fund 324,064 189,796 189,796 217,938 Total $ 10,049,621 $ 10,509,301 $ 10,515,301 $ 10,963,893 GENERAL SERVICES 166 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 2010-11 ACCOMPLISHMENTS 1. Responded to December 2010 rain storm which had street crews working 24-hours in shifts for eight days. The flooding was declared both a federal and state disaster. 2. Resurfaced/reconstructed approximately 46 lane miles of streets. 3. Maintained a safe working environment for employees with consistent training sessions and safety meetings. 4. Sealed approximately 300 street miles with a surface penetration sealer. 5. Completed installation of curb, gutter, sidewalk repairs, and street reconstruction in the following areas: California Avenue to 4th Street from Chester Avenue to “M” Street and between Baker Street and Beale Avenue from Flower Street to Bernard Street. 6. Cleaned approximately 1,200 miles of City owned sewer lines. 7. Continued to maintain once-a month street sweeping throughout the city. 8. Constructed parking lot at the new Mesa Marin Sports complex. Installed 66” storm drain pipe as part of the storm drain system and drainage channel from the Mesa Marin Sports Complex parking lot to Highway 184. 9. Responded to emergency calls during and after normal working hours such as: sewer backups, debris in the roadway, plugged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies. 10. Demolished and removed the partially constructed water feature at the City in the Hills Park to help make the park safer for the community. 167 4052 – Streets continued FY 2011-12 ACTION PLAN 1. Update the existing street resurface/reconstruction list and prioritize street repairs. 2. Provide training for employees on traffic control safety procedures. 3. Review and evaluate the once-a-month sweeping program. 4. Retrofit five of the City’s existing 72 sewer and storm lift stations to help with growth and maintenance issues. 5. Inspect annually approximately 50 miles of the City’s 1,320 sewer and storm line miles. 6. Evaluate new technology in the streets, sewers, and storm drain industries both for efficiency and cost effectiveness. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Residential Sweeping Cycle (days) 20 20 20 Lane Miles Resurfaced/Reconstructed 52 46 60 Sewer Lines Inspected (miles) 15 15 50 Sewer Maintenance Service - Emergency 229 300 200 168 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 6,073,981 $ 6,361,181 $ 6,489,031 $ 6,825,157 Operating 8,278,580 8,892,962 8,327,962 8,766,286 Capital 13,606 12,000 12,000 42,000 Total $ 14,366,167 $ 15,266,143 $ 14,828,993 $ 15,633,443 SOURCE OF FUNDS: General Fund $ 5,206,356 $ 4,852,083 $ 4,928,083 $ 5,078,175 State Gas Tax 1,742,834 2,500,000 1,200,000 2,500,000 Sewer Service-Plant 3 4,154,781 4,338,181 5,113,181 4,374,821 Refuse Fund 3,262,196 3,575,879 3,587,729 3,680,447 Total $ 14,366,167 $ 15,266,143 $ 14,828,993 $ 15,633,443 STREETS 169 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 2010-11 ACCOMPLISHMENTS 1. Continued to reevaluate rental rates by extending useful lives of equipment whenever feasible. Consequently, departments experienced budgetary savings. 2. Replaced or repowered 20% of off-road equipment in compliance with California Air Resources Board Regulations. 3. Installed diesel particulate filters in older trucks as part of City’s commitment to cleaner air. By December 2011, all older trucks will be equipped with these filters. 4. Relocated the Police Department’s Emergency Operations Center (EOC) to City Hall South. 5. Installed new Motorola console equipment in remodeled Police Communications Center. 6. Purchased new portable radios for Fire Department that are highly visible and water resistant to reduce damages caused by water to electrical components and accidental loss while radios are used in hazardous conditions. 7. Continued to upgrade Police vehicle Mobile Data Computers with new replacements to improve users’ productivity through added portability and to reduce the amount of time needed to access and file reports from the field. 8. Replaced obsolete voicemail system offering automated attendant feature, which is currently used by Graffiti and Solid Waste Divisions. 170 4053 – Equipment continued FY 2011-12 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. Include fuel efficiency in equipment specifications whenever feasible with the goal of saving on fuel costs. 3. Expand the use of compressed/liquified natural gas-powered heavy-duty vehicles to continue City’s commitment to cleaner air. 4. Continue to monitor and comply with California Air Resources Board revised regulations for off-road diesel emissions. 5. Replace infrastructure on last three City radio channels in order to meet Federal Communications Commission narrow banding requirement by December 2012. 6. Outfit approximately 30 new police cars with radios, sirens, light bars, and data equipment. 7. Install alarm monitoring equipment at the most critical City communications sites. 8. Assist City Police and Fire, in addition to Kern County personnel, in establishing the communications equipment requirements of the grant- funded Urban Area Security Initiative (UASI) vehicle, which will be used for mobile command and control during local emergencies. 9. Install permanent, licensed microwave radio equipment from Police tower to Plaza Towers and Fire Station 6. 10. Replace last two obsolete tape decks in the Council Chamber production room for video production. 171 4053 – Equipment continued SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Perform Preventative Maintenance and Routine Repairs of All Vehicles within 16,144 15,000 15,500 the Fleet Broadcast/Rebroadcast City Council 737 740 740 Meetings (hours) Telephone system reliability 100% 100% 100% 172 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 4,639,826 $ 4,689,800 $ 4,699,800 $ 5,011,254 Operating 15,402,935 9,643,829 9,778,747 9,768,092 Capital 3,337,169 6,493,700 7,734,058 7,218,500 Total $ 23,379,930 $ 20,827,329 $ 22,212,605 $ 21,997,846 SOURCE OF FUNDS: Equipment Fund $ 23,379,930 $ 20,827,329 $ 22,212,605 $ 21,997,846 Total $ 23,379,930 $ 20,827,329 $ 22,212,605 $ 21,997,846 EQUIPMENT 173 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; maximize use of renewable energy resources; maximize recycled uses of disinfected tertiary treated effluent for use on landscaping, future Sports Village turf irrigation, and plant water use; 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 2010-11 ACCOMPLISHMENTS 1. Completed construction of the Wastewater Treatment Plant No. 3 Expansion Project. Total project cost was $246,398,000. 2. Received $1,000,000 PG&E Self Generation Incentive Program Rebate for the Wastewater Treatment Plant No. 3 Expansion Project. The Plant will produce renewable energy which will offset electrical costs. 3. Completed construction of the one mega-watt photovoltaic system at Wastewater Treatment Plant No. 3. Costs of the project totaled $5,409,000. The American Recovery and Reinvestment Act’s Energy Efficient and Conservation Block Grant provided $3,040,700 of funding for the project. Future rebates from PG&E’s California Solar Initiative of $2,368,000 are expected to futher offset the remaining project costs. The project is expected to generate enough electricity to offset approximately $220,000 in annual electrical costs. 4. State Regional Water Quality Control Board accepted City’s proposal to install monitor wells at Wastewater Treatment Plant No. 2 to monitor nitrogen in groundwater and avoid costly expansion requirements. 5. Automated septage hauler receiving station at Plant No. 3 is able to accept septage discharge without a full-time attendant. Septage hauler discharge data for both plants is now available in real time. Consequently, customer billings have been automated for the Revenue Section. 174 4071– Wastewater continued 6. Wastewater Operators obtained higher State Certification, which increased their capability to operate the more complex Wastewater Treatment Plant No. 3. 7. Initiated 2005 Pre-treatment Streamlining Process as required by the Environmental Protection Agency. 8. Conducted a well-attended Mobile Washer Workshop to educate customers within their industry. Best practices for mobile washer, and rules and regulations were discussed. Kern County Environmental Health Services and City Code Enforcement also attended this workshop and provided relevant information to attendees as well. FY 2011-12 ACTION PLAN 1. Provide continuous operation and maintenance of Wastewater Treatment Plants No. 2 and No. 3; perform State required analysis of wastewater to demonstrate compliance with discharge requirements; and submit results quarterly to the California Regional Water Quality Control Board (CRWQCB). 2. Provide a safe environment for employees with continuous safety training and endorsement of safe working practices. 3. Begin construction of Plant No. 2 odor control and grease receiving station project. 4. Begin review of Wastewater Revenue Program to support continued funding of sewer operations, capital costs, and bonded debt. 5. Conduct annual sampling and inspection of all permitted industries and submit results to the CRWQCB. 6. Install additional monitoring wells at Wastewater Treatment Plant No. 2 to monitor nitrogen levels in the groundwater. 7. Continue mobile washer inspections and distribute Best Management Practices information packets during these inspections. 8. Continue restaurant inspections for proper grease and wastewater disposal. 175 4071– Wastewater continued SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Wastewater Treated (Million Gallons/Day) Plant No. 2 13.7 13.8 14.0 Plant No. 3 17.0 17.9 18.0 Permitted Industrial Dischargers 19 18 18 Parcels Served within Incorporated Area (on special assessment list) 89,589 90,838 91,000 176 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 2,966,294 $ 3,383,116 $ 3,383,116 $ 3,542,586 Operating 14,876,019 3,579,703 6,179,703 4,914,304 Capital 54,154 105,050 105,050 88,600 Total $ 17,896,467 $ 7,067,869 $ 9,667,869 $ 8,545,490 SOURCE OF FUNDS: Sewer Service-Plant 2 $ 5,595,491 $ 2,210,997 $ 2,410,997 $ 2,416,646 Sewer Service-Plant 3 12,300,976 4,856,872 7,256,872 6,128,844 Total $ 17,896,467 $ 7,067,869 $ 9,667,869 $ 8,545,490 WASTEWATER 177 4081 - Solid Waste DIVISION GOAL Provide quality and cost effective solid waste and recycling services through a balanced combination of services by contract and municipal forces; develop and implement waste reduction and recycling programs to comply with state mandates; and, establish and maintain environmental controls for closure of the former Bakersfield Landfill. FY 2010-11 ACCOMPLISHMENTS 1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 9,000 homes are now part of the curbside recycling program. 2. Made significant progress toward the long term goal of combining all refuse service, billing, and contractor payment data to ensure accuracy of charges and payments. 3. Explored options to reduce construction costs for the Bakersfield Landfill Closure project which is mandated by State Regulatory Order. Obtained state approval for an option which significantly reduces the amount of earthmoving work required for the project. Consequently, this approved option saves money. 4. Made significant progress to upgrade the City’s land file within the City’s primary financial software to improve the efficiency of record keeping in several departments by reducing research time and efforts. FY 2011-12 ACTION PLAN 1. Continue to promote the curbside recycling program. 2. Continue efforts to combine all refuse service, billing, and contractor payment data to ensure accuracy of charges and efficiency of payments. 3. Complete construction of the Bakersfield Landfill Cap by June 2012. 178 4081– Solidwaste continued SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Total Homes Served 95,720 96,440 97,440 Curbside Recycling Participants 8,100 9,105 10,100 Greenwaste Recycling (# vehicles admitted) 200,421 202,515 204,000 Greenwaste Processed (tons) 187,300 189,500 195,000 179 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 7,721,967 $ 7,960,186 $ 7,983,336 $ 8,245,881 Operating 24,526,290 25,314,992 25,281,361 25,930,467 Capital 127,370 312,000 312,000 324,000 Total $ 32,375,627 $ 33,587,178 $ 33,576,697 $ 34,500,348 SOURCE OF FUNDS: Refuse Fund $ 32,375,627 $ 33,587,178 $ 33,576,697 $ 34,500,348 Total $ 32,375,627 $ 33,587,178 $ 33,576,697 $ 34,500,348 SOLID WASTE 180 WATER RESOURCES REMOVE THIS PAGE Do m e s t i W a t e r Wa t e r p e r i n t e n d e n t Su p p o r t S t a f f Wa t e r R e s o u r c e s FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t Do m e s t i c W a t e r St o r m w a t e r Op e r a t i o n s Hy d r o g r a p h i c s Ag r i c u l t u r a l Wa t e r Wa t e r R e s o u r c e s Su p e r i n t e n d e n t Wa t e r R e s o u r c e s D i r e c t o r Wa t e r R e s o u r c e s M a n a g e r O & M C o n t r a c t o r St o r m w a t e r Bu s i n e s s M a n a g e r 181 Water Resources DEPARTMENT FUNCTION The Water Resources Department oversees the divisions of Agricultural Water and Domestic Water operations for the City of Bakersfield. The Department delivers and conserves water for the benefit of all current and future citizens of Bakersfield. The Department provides for the regulation, distribution, water banking and record keeping operations on the Kern River. The Department is also involved with local flood control management and administers water sale contracts to agricultural districts and local water agencies. 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 provide maintenance of city-wide fire hydrants; 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 site. FY 2010-11 ACCOMPLISHMENTS 1. Initiated Environmental Impact Report process and held public scoping meeting for the Kern River Flow and Municipal Water Program (KRFMWP) to provide a year-round flow of water down the Kern River Channel. 2. Completed installation of 6,300 linear feet of 16 inch pipeline along the new Mohawk Street Extension as part of the West Side Parkway Phase I project. 3. Installed camera system and other security measures for the domestic water system pursuant to the Homeland Security Act. 4. Completed hydraulic analysis of the Kern River Channel funded with $200,000 of Federal Emergency Management Agency (FEMA) grant proceeds to certify existing Kern River levees. This analysis was a necessary part of the accreditation process for FEMA to certify our levees as adequate to meet the 100 year flood event. 182 FY 2011-12 SIGNIFICANT BUDGET CHANGES 1. Resources allocated for new Storm Water Drainage Basin Maintenance Program (SWDBMP) to provide maintenance on various drainage basins located throughout the City of Bakersfield as required. 2. No increase in monthly water rates on the City’s domestic water system. Balanced the Domestic Water Division’s budget based upon existing rates. 3. Resources allocated to extend new water mains to loop our domestic water system so that water can flow more efficiently. These extensions are necessary to ensure adequate water pressure throughout the existing system to meet the water supply needs of our customers within our total service area. 183 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Agricultural Water $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206 Domestic Water 21,724,331 16,817,851 16,862,851 17,053,555 Total $ 26,344,178 $ 21,608,944 $ 21,783,944 $ 21,757,761 SOURCE OF FUNDS: Agricultural Water $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206 Domestic Water 21,724,331 16,817,851 16,862,851 17,053,555 Total $ 26,344,178 $ 21,608,944 $ 21,783,944 $ 21,757,761 FULL TIME EMPLOYEES: Agricultural Water22.0023.0023.0023.00 Domestic Water4.005.005.005.00 Total26.00 28.00 28.00 28.00 WATER RESOURCES 184 4511 - Agricultural Water DIVISION GOAL Provide for the proper distribution and delivery of Kern River water from the Isabella Lake 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 2010-11 ACCOMPLISHMENTS 1. Completed rehabilitation and repairs on over eighty (80) storm water drainage recharge basins throughout the City of Bakersfield. 2. Installed fencing along the Cross Valley Canal near Aera Park to provide access for horseback riders to the Kern River Parkway Equestrian Trail. 3. 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. 4. Installed road base on Carrier Canal between Coffee Road and Mohawk Street to provide dust control and all weather vehicle access. 5. Replaced over 120 concrete canal panels within the River Canal between Coffee Road and Enos Lane. FY 2011-12 ACTION PLAN 1. The thirty-five yearlong basic contracts to sell water to agricultural districts will expire December 31, 2011. These contracts fully paid for the purchase of City’s Kern River water rights and related assets. This water will be used for additional increased flows in the Kern River and related municipal uses. 2. Overhaul three (3) of six (6) Olcese Wells located in the 2,800 Acre Recharge Facility to improve efficiency. 3. 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. 185 4. Continue to monitor the Lake Isabella Dam safety remediation project with the United States Army Corps of Engineers. 5. Install four river control structures across the river channel to reduce scouring and degrading of the river bed between the 24th Street Bridge and Coffee Road. 6. Rehabilitate two (2) major Kern River Canal head gates located near Truxtun Extension and Coffee Road. 7. Complete one (1) mile of Kern River Levee improvements west of intersection of Ming/Allen Road to meet freeboard requirements and certify levee. FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted Rehabilitate Drainage Basins 79 88 110 Replace & Repair Canal & Basin Fencing (in feet) 1,696 1,500 2,000 186 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 1,842,265 $ 1,914,790 $ 1,919,790 $ 2,038,843 Operating 2,777,582 2,876,303 3,001,303 2,640,563 Capital 24,800 Total $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206 SOURCE OF FUNDS: Agricultural Water $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206 Total $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206 AGRICULTURAL WATER 187 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 the highest possible level of service to the City and its customers; maintain and upgrade standards for distribution system design and modernization; provide for future growth and the increasing water supply demand; maintain and repair fire hydrants throughout the City; and, accurately bill in a timely manner to customers. FY 2010-11 ACCOMPLISHMENTS 1. Performed the one year inspection of the clear coat and interior rehabilitation of the 2 Million Gallon Water Storage Tank located along Truxtun Extension near Mohawk. 2. Completed replacements of over 300 leaking service connections on the system within the street right of way. FY 2011-12 ACTION PLAN 1. Complete Draft Environmental Impact Report for the Kern River Flow and Municipal Water Program (KRFMWP). The plan will be available for review and public comment by early summer of 2012. 2. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act. 3 Complete and certify updated Urban Water Management Plan for both the wholesale and retail uses as required by the California Department of Water Resources. 4 Construct and equip three (3) water wells to increase production capacity to serve existing customers throughout the City’s domestic water system. FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted New Service Connections 954 520 600 Water Wells Constructed 4 1 3 188 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 690,449 $ 757,037 $ 757,037 $ 745,826 Operating 21,022,535 16,040,814 16,040,814 16,287,729 Capital 11,347 20,000 65,000 20,000 Total $ 21,724,331 $ 16,817,851 $ 16,862,851 $ 17,053,555 SOURCE OF FUNDS: Domestic Water $ 21,724,331 $ 16,817,851 $ 16,862,851 $ 17,053,555 Total $ 21,724,331 $ 16,817,851 $ 16,862,851 $ 17,053,555 DOMESTIC WATER 189 THIS PAGE INTENTIONALLY LEFT BLANK 190 RECREATION AND PARKS REMOVE THIS PAGE Di r e c t o r As s i s t a n t D i r e c t o r Re c r e a t i o n D i v i s i o n Pa r k s D i v i s i o n Ad m i n i s t r a t i v e Se r v i c e s Fi n a n c i a l S u p p o r t Se r v i c e s Cr a f t w o r k e r s Re p a i r & Ma i n t e n a n c e Pa r k / S t r e e t s c a p e Ma i n t e n a n c e Ur b a n Fo r e s t r y / T r e e s Pl a n n i n g / P r o j e c t s Sp o r t s / A t h l e t i c s Sa u n d e r s & S i l v e r C r e e k Co m m u n i t y C e n t e r ML K C o m m u n i t y Ce n t e r Aq u a t i c s Re c r e a t i o n a n d P a r k s FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t 191 RECREATION AND PARKS DEPARTMENT FUNCTION The Recreation and Parks Department develops and implements quality, value-based facilities and programs that encourage healthy lifestyles and celebrate the community’s diversity; Provides administration for the acquisition, construction and maintenance of parks, streetscapes, open space, and trails; and provide quality recreation, social, and cultural activities for youth, adults, and families throughout the City of Bakersfield. The Department currently operates and maintains 56 City parks, along with the Kern River Parkway and Centennial Plaza, located throughout the City of Bakersfield. DEPARTMENT GOAL To provide the highest quality services, facilities, parks and programs possible. FY 2010-2011 ACCOMPLISHMENTS 1. obtained over $140,000 in sponsorships and partnerships: tree plantings - $45,000; First Five Kern grant - $68,000; NRPA grant - $26,000; and San Joaquin Community Hospital- $7,000. 1. Fully implemented use of “MainStar” work order system. 2. The City was awarded the Tree City USA designation from the Arbor Day Foundation for the fourteenth consecutive year. 4. Completed several capital projects: Greystone Park; City in the Hills Park; Bakersfield Sport Village; Mesa Marin Sports Complex; and Kern River Upland restoration. 5. Acquired additional 20 acres for the Mesa Marin Sports Complex. FY 2011-2012 ACTION PLAN 1. Engage in search for possible naming rights for Bakersfield Sports Village. 2. Engage in search for possible naming rights for Mesa Marin Sports Complex. 3. Attract at least 4 state/regional tournaments to Bakersfield Sports Village. 4. Attract at least 4 state/regional tournaments to Mesa Marin Sports Complex. 5. Continue efforts to build and enhance our pedestrian and bike pathways, particularly linking parks and City facilities to residential areas. 192 6. Aggressively pursue any local, state, and federal grants for the Department. Target: $100, 00. 7. Complete and process application for NRPA Gold Medal. Goal is to reach the final four. 8. Organize and work with local and state organizations to complete at least 3 tree planting events. Target: plant 200 trees. 9. Begin process to start “Citizens Helping in Parks” (C.H.I.P.) program. FY 2011-2012 SIGNIFICANT BUDGET CHANGES 1. Movies in the Park series will be reinstated for summer 2011, made possible through a $7,000 sponsorship from San Joaquin Community Hospital. 2. The Department has identified more cost effective methods to deliver the Department’s brochure to the public. A savings of $14,000 is projected for FY 2011- 12. 3. Several park projects including Greystone Park, City in the Hills Park, Bakersfield Sports Village, Mesa Marin Sports Complex, Mill Creek at Central Park, and Kern River Upland Restoration will be completed by Fiscal Year End 2010-11. Maintenance and utility costs will materially increase in Fiscal Year 2011-12. 4. Siemon and Planz pools will remain closed for summer 2011 and 2012. 5. City support of the Beale Band Concerts and Fall Festival will remain eliminated from the budget. 193 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Administration $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594 Parks 11,373,697 11,961,055 11,992,875 12,779,771 Recreation 2,433,686 2,633,649 2,708,589 2,651,647 Total $ 14,857,780 $ 15,703,253 $ 15,808,785 $ 16,524,012 SOURCE OF FUNDS: General Fund $ 14,828,570 $ 15,672,953 $ 15,778,485 $ 16,493,712 Amtrak Operating Fund 29,210 30,300 30,300 30,300 Total $ 14,857,780 $ 15,703,253 $ 15,808,785 $ 16,524,012 FULL TIME EMPLOYEES: Administration11.0010.0010.0010.00 Parks127.00122.00122.00126.00 Recreation13.0011.0011.0011.00 Total151.00 143.00 143.00 147.00 RECREATION AND PARKS 194 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, activity enrollments and responding to complaints and inquiries. FY 2010-2011 ACCOMPLISHMENTS 1. Secured a $26,000 sponsorship from NRPA through Wal-Mart for nutritional education programming, providing resources to expand summer and before/after school programs for children. 2. San Joaquin Community Hospital sponsored $7,000 for the Movies in the Park series. This will fund ten (10) family movies in 2011. 3. An agreement was entered into with AYSO to operate the Sports Village soccer fields. 4. Expanded the use of WebTrac, the self-served component that allows the public to register for programs and services via the Internet. 5. Continued to meet with various individuals and businesses that would be interested in major sponsorships of programs and facilities. 6. Continued to monitor services to ensure highest level of quality and service. FY 2011-2012 ACTION PLAN 1. Aggressively pursue local, state and federal grants for the Department. 2. Continue to work toward obtaining sponsorships, partnerships and naming rights with community organizations, groups, and businesses. 3. Update and enhance department website and brochure to be more user-friendly for customers. 4. Update written cash handling policies and procedures for the Department. 5. Monitor maintenance and concession contracts at Mesa Marin and Sports Village. 195 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 948,652 $ 954,428 $ 954,428 $ 953,192 Operating 101,745 154,121 152,893 139,402 Capital Total $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594 SOURCE OF FUNDS: General Fund $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594 Total $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594 ADMINISTRATION 196 5031 – RECREATION DIVISION GOALS Provide quality recreational services for the Bakersfield community. FY 2010-2011 ACCOMPLISHMENTS 1. The Department’s advertising expanded without additional budget increases. Additionally, the Department’s brochure publication was condensed in size to save cost without sacrificing any pertinent information. 2. Sponsorships/donations for recreation programs and services increased by more than 10%. Some of the sponsorships include San Joaquin Community Hospital's $7,000 contribution for the Movies in the Park series, Jim Burke Education Foundation's $500 contribution for after school programs at the Dr. Martin Luther King, Jr. Community Center, and contributions from miscellaneous donors totaling $1,100 for the Build-A-Bike program. 3. Two new sports facilities will open by the end of the fiscal year with grand opening programs and league kick offs in softball and soccer. 4. Obtained access to 501(c) 3 for grants, donations, and sponsorships to open new doors for financial partnerships. FY 2011-2012 ACTION PLAN 1. Utilize First 5 Kern grant to provide 300 hundred swim lessons to prevent accidental drowning for the first of three years of the grant funded program. 2. Provide health and nutrition education programs for children ages 5-12 in economically disadvantaged areas of the community. 3. Apply for two new grants for recreation programs and services. 4. Increase partnerships for recreation programs and services by ten percent. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Sports (Total Attendance) Silver Creek Community Center (Average Daily Attendance) Martin Luther King Jr. Center (Average Daily Attendance) Summer Aquatics (Average Daily Attendance) 199,806 135,000 140,000 130 110 100 142 140 142 1,466 1,200 1,200 197 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 1,624,835 $ 1,646,094 $ 1,672,122 $ 1,700,725 Operating 774,435 976,955 1,025,867 940,322 Capital 34,416 10,600 10,600 10,600 Total $ 2,433,686 $ 2,633,649 $ 2,708,589 $ 2,651,647 SOURCE OF FUNDS: General Fund $ 2,433,686 $ 2,633,649 $ 2,708,589 $ 2,651,647 Total $ 2,433,686 $ 2,633,649 $ 2,708,589 $ 2,651,647 RECREATION 198 5021 – PARKS DIVISION GOALS Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services. FY 2010-2011 ACCOMPLISHMENTS 1. Maxi-Com Version 4.1 upgrade was installed in July, 2010. New system allows for better control of water budget program and increases documentation abilities. 2. Parks staff worked with several user groups to develop and install new signage along the bike path. The new signs were designed to improve the flow and interaction between bike and pedestrian traffic on the Kern River Trail. 3. Parks staff coordinated several volunteer groups to plant trees within the city. Volunteers planted 108 trees donated trees. The trees and volunteer hours have a value of approximately $45,500. 4. All fifty-two (52) benches at The Park at River Walk now have memorial plaques. 5. A solar powered “Panel Aerator” was installed at The Park at River Walk in October to help control algae in the west pond of the park. 6. Generated new revenue opportunities by installing reservation card holders at 21 additional park sites. These new card holders allow rentals at previously unusable sites. 7. On Sunday, December 19th, Park Staff was called out to assist with flood control efforts across the city. Over the next four days, staff worked over 860 hours of overtime for a cost of approximately $23,000. In addition, there was $2,700 spent on supplies and gear for staff. 8. The new Lowell Park restroom was opened on January 10, 2011. This building comes equipped with self locking doors that are run by the Maxicom System. This allows for the bathrooms to be locked every night at 10 pm which is the first in the park system. 9. Parks Staff partnered with Downtown Business Association to improve Holiday tree lighting event held annually in November and December. 10. Westside Parkway Tree Transplanting project was a joint collaboration between the City of Taft and the City of Bakersfield. A total of fifty-one (51) semi-mature trees were slated to be cut down during the construction of the Westside Parkway interchange at Calloway crossing. The City of Taft paid for the 199 transplanting operation and in return, they received thirty-one (31) of the trees. The other twenty (20) trees were moved to Hageman to replace Redwoods that have been removed. FY 2011-2012 ACTION PLAN 1. Update and present “Employee Orientation” to all staff. 2. Develop and manage the maintenance contract for Mesa Marin Sports Complex. Ensure fields are maintained in a safe and playable condition for all programs and rentals. 3. Manage maintenance contract with AYSO at Sports Village. 4. Continue water conservation efforts by connecting 3 additional parks to the Maxi Com irrigation control system. 5. Continue staff training and development program by certifying 2 additional staff in Back Flow Inspection and Playground Inspections. 6. Work with Solid Waste Department, Keep Bakersfield Beautiful, and other interested groups to promote “Litter: it’s beneath us”. Attend various meetings and public outreach events to promote program. SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Maintenance District Acreage Non-Maintenance District Acreage Facility/Park Reservations 641 680 694 341 425 426 4,505 4,589 4,650 200 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 7,069,633 $ 6,941,082 $ 6,971,082 $ 7,513,344 Operating 4,304,064 5,019,973 5,014,800 5,266,427 Capital 6,993 Total $ 11,373,697 $ 11,961,055 $ 11,992,875 $ 12,779,771 SOURCE OF FUNDS: General Fund $ 11,344,487 $ 11,930,755 $ 11,962,575 $ 12,749,471 State Transportation 29,210 30,300 30,300 30,300 Total $ 11,373,697 $ 11,961,055 $ 11,992,875 $ 12,779,771 PARKS 201 THIS PAGE INTENTIONALLY LEFT BLANK 202 DEVELOPMENT SERVICES REMOVE THIS PAGE De v e l o p m e n t S e r v i c e s FY 2 0 1 1 - 2 0 1 2 O r g a n i z a t i o n a l C h a r t Co d e En f o r c e m e n t Pe r m i t t i n g & Pl a n C h e c k i n g Co n s t r u c t i o n In s p e c t i o n s Bu i l d i n g Di v i s i o n Pe r m i t t i n g & Z o n i n g Ad v a n c e d Pl a n n i n g Cu r r e n t Pl a n n i n g Pl a n n i n g Di v i s i o n De v e l o p m e n t S e r v i c e s D i r e c t o r (V a c a n t ) 203 DEVELOPMENT SERVICES DEPARTMENT FUNCTION Development Services includes two divisions, Planning and Building. The Planning Division provides professional expertise and administrative support on all planning and zoning related issues for the City. The Division is responsible for a variety of services ranging from updating the City's General Plan and reviewing commercial/industrial development, to approving new subdivisions and issuing home occupation permits. The Building Division’s function is to promote health and safety in the construction and maintenance of buildings and structures, and the maintenance of property through the enforcement of uniform building construction codes, conservation standards, regulations, permitting and ordinances. 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; be responsive to the needs of the community; and, ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies. FY 2010 - 11 ACCOMPLISHMENTS 1. Completed and obtained approval of Environmental Impact Reports (EIR) for SACO Ranch, Bakersfield Commons, Stockdale Ranch, and Crossroads projects (also includes approval of general plan amendments and zone changes, and annexation for Saco Ranch and Stockdale Ranch). 2. Completed adoption of new ordinance regulations related to development standards in Northeast Bakersfield that included outdoor lighting (dark sky preservation), architectural standards, residential setbacks, and landscaping. 3. Completed adoption of new ordinances and policies to address state-mandated water conservation regulations for landscaping in new developments. 4. Adopted the 2010 California Building Codes with the local amendments in timely manner to promote construction of safe, energy efficient and accessible buildings within the city. FY 2010-11 SIGNIFICANT BUDGET CHANGES 1. Eliminated a total of four (4) positions due to retirements and/or resignations, (one in Planning and three in Building). 2. The adopted budget is $197,866 less (-2.8%) than the previous year as a result of the continuing slowdown in development activity. 204 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Planning $ 2,550,160 $ 2,025,831 $ 2,025,831 $ 1,908,518 Building 5,261,524 5,111,265 5,186,520 5,020,711 Total $ 7,811,684 $ 7,137,096 $ 7,212,351 $ 6,929,229 SOURCE OF FUNDS: General Fund $ 3,077,846 $ 3,159,225 $ 3,234,480 $ 3,033,921 Development Srvcs. Fund 4,733,838 3,977,871 3,977,871 3,895,308 Total $ 7,811,684 $ 7,137,096 $ 7,212,351 $ 6,929,229 FULL TIME EMPLOYEES: Planning23.0020.0020.0019.00 Building46.0041.0041.0038.00 Total69.00 61.00 61.00 57.00 DEVELOPMENT SERVICES 205 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 divisions, all in a manner which is equitable to individual property owners and the public at large. FY 2010-11 ACCOMPLISHMENTS 1. Completed and obtained approval of Environmental Impact Reports (EIR) for SACO Ranch, Bakersfield Commons, Stockdale Ranch, and Crossroads projects (also includes approval of general plan amendments and zone changes, and annexation for Saco Ranch and Stockdale Ranch). 2. Provided professional and technical support to Kern Council of Governments related to regional land use and transportation plans, and new climate change regulations. 3. Completed eight (8) annexations encompassing 3,303.28 acres (approximately 5.16 square miles). 4. Implemented changes regarding project analysis of greenhouse gas emissions as required by legislative changes to the California Environmental Quality Act (CEQA). 5. Completed adoption of new ordinance regulations related to development standards in Northeast Bakersfield that included outdoor lighting (dark sky preservation), architectural standards, residential setbacks, and landscaping. 6. Provided administrative support staff for the Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP). 7. Completed adoption of new ordinances and policies to address state-mandated water conservation regulations for landscaping in new developments. 206 FY 2011-12 ACTION PLAN 1. Complete draft of the Metropolitan Bakersfield General Plan Update in coordination with Kern County. This will include preparation of a draft climate action plan and environmental impact report. 2. Continue efforts to secure funding for preparation of a new Habitat Conservation Plan. This also includes filing an application with the wildlife agencies for a time extension of the existing MBHCP related permits while this new plan is underway. 3. Continue to provide administrative support staff for the MBHCP Trust Group. 4. Coordinate with the Local Agency Formation Commission (LAFCo) and City Manager’s office regarding island annexations. 5. Assist the Water Department in the preparation of the Kern River Plan and Municipal Water Program EIR. 6. Continue partnership with Kern Council of Governments concerning conceptual planning around the proposed high speed rail station. 7. Monitor land use related activities associated with the high speed rail alignments and station location by the California High Speed Rail Authority. FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted (by application type) Concurrent (Gen Plan Amend/Zone Change) 4 4 4 Conditional Use Permits 37 25 30 General Plan Amendments 1 3 2 Home Occupations 479 475 500 Land Divisions 40 40 30 Site Plan Reviews 47 35 30 Zone Changes 2 2 2 Zone Modifications 11 8 8 207 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 1,936,547 $ 1,641,119 $ 1,641,119 $ 1,666,455 Operating 613,613 384,712 384,712 242,063 Capital Total $ 2,550,160 $ 2,025,831 $ 2,025,831 $ 1,908,518 SOURCE OF FUNDS: General Fund $ 1,164,907 $ 1,135,746 $ 1,135,746 $ 1,001,698 Development Srvcs. Fund 1,385,253 890,085 890,085 906,820 Total $ 2,550,160 $ 2,025,831 $ 2,025,831 $ 1,908,518 PLANNING 208 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 2010-11 ACCOMPLISHMENTS 1. Provided step-by-step approach handouts for homeowners and contractors to become familiar with new state code regulations. 2. Adopted the 2010 California Building Codes with the local amendments in a timely manner to promote construction of safe, energy efficient and accessible buildings within the city. 3. Provided 11 separate classes to contractors, developers, architects and engineers related to the new requirements of the 2010 California Building Codes. FY 2011-12 ACTION PLAN 1. Continue to provide in-house weekly training program for the enforcement of new building codes, updated disabled access codes, and new Green Building Codes. 2. Continue to offer pre-design plan check review and pre-construction conferences for architects, engineers, contractors, and developers to assist and facilitate major construction projects. 3. Implement a user friendly comprehensive website illustrating and explaining major functions provided by the Building Division, including forms and informational handouts. 4. Develop and implement a web link for the public to acquire status updates of active Code Enforcement cases. 209 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 4,617,073 $ 4,362,768 $ 4,413,053 $ 4,339,509 Operating 642,534 748,497 773,467 681,202 Capital 1,917 Total $ 5,261,524 $ 5,111,265 $ 5,186,520 $ 5,020,711 SOURCE OF FUNDS: General Fund $ 1,912,939 $ 2,023,479 $ 2,098,734 $ 2,032,223 Development Srvcs Fund 3,348,585 3,087,786 3,087,786 2,988,488 Total $ 5,261,524 $ 5,111,265 $ 5,186,520 $ 5,020,711 BUILDING 210 ECONOMIC AND COMMUNITY DEVELOPMENT REMOVE THIS PAGE Ec o n o m i c & C o m m u n i t y D e v e l o p m e n t FY 2 0 1 1 - 1 2 O r g a n i z a t i o n a l C h a r t Ec o n o m i c D e v e l o p m e n t D i r e c t o r As s i s t a n t E c o n o m i c D e v e l o p m e n t Di r e c t o r Ec o n o m i c D e v e l o p m e n t Co m m u n i t y D e v e l o p m e n t Re d e v e l o p m e n t Bu s i n e s s M a n a g e r & A d m i n i s t r a t i v e St a f f Do w n t o w n P r o j e c t A r e a So u t h e a s t P r o j e c t A r e a Ol d T o w n K e r n P r o j e c t A r e a Co m m u n i t y D e v e l o p m e n t B l o c k G r a n t Em e r g e n c y S h e l t e r G r a n t HO M E I n v e s t m e n t P a r t n e r s h i p Co n v e n t i o n & V i s i t o r s B u r e a u 211 Economic and Community Development DEPARTMENT FUNCTION Administer and oversee the usage of Federal, Redevelopment, loan and grant funds for programs and projects that stimulate economic development, community development and redevelopment of the City of Bakersfield. These department functions are achieved through the fostering of the local economy in the creation and retention of employment opportunities, elimination of slum and blight by providing housing programs which benefit very low-, low- and moderate-income citizens, and the provision of staff assistance to the Bakersfield Redevelopment Agency for transacting business and exercising authority in compliance with the State of California Redevelopment Law. 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 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 2010-11 ACCOMPLISHMENTS 1. The City of Bakersfield received a $1.8 million Section 108 Loan through the Department of Housing and Urban Development (HUD) funding 80.0 percent of the $2,250,000 in furnishings, fixtures and equipment in the renovation of the historic Padre Hotel. The Padre, which is located in the heart of Downtown Bakersfield, serves as a catalyst in the City’s effort to redevelop and revitalize the downtown. To qualify for the HUD Section 108 Loan, Padre Hotel, L.P. was required to create a minimum of 158 new full-time equivalent job positions. The Padre Hotel has completed its first year of operations and has exceeded the hiring requirements associated with the Section 108 loan. 2. The Bakersfield Redevelopment Agency received a $10.8 million State of California Infill Infrastructure grant to provide funding to assist with the costs of construction, rehabilitation, demolition, acquisition or other infrastructure improvements in the Mill Creek Area. Specifically, the 17th/18th Street Mill Creek Plaza, 20th Street Parking structure, “Q” Streets streetscape, interior street improvements for South Mill Creek and the Friendship Gardens in Central Park. These infrastructure improvements support higher-density affordable and mixed-income housing in locations designated as infill within the Mill Creek Qualifying Infill Area. Construction is underway on the South Mill Creek Streets project, while the Q Street Streetscape 212 Economic and Community Development continued and Sister City Gardens Projects are expected to be under construction by late summer 2011. 3. In 2008, the Bakersfield Redevelopment Agency approved the sale of Agency purchased tax default properties located at 701 Union Avenue to AmCal Multi- Housing, Inc for the development of the Santa Fe Apartments. AmCal, with the assistance of HOME Investment Partnership funds approved by City Council in 2008, constructed 56 units of affordable rental housing on the site. The project features a community center, swimming pool, security fencing, and a commercial site which fronts Union Avenue. A Grand Opening Ceremony was held in March 2011. Occupancy of the multi-family units currently is at 97%. 4. Efforts to market South Mill Creek Commercial Village have increased during FY2010- 11. The site, located between California Avenue, “P” Street, 13th Street, and Mill Creek Linear Park, is strategically located near Maya Cinemas, McMurtrey Aquatic Center, Ice Sports Center, and the new Creekview Villas and City Place housing developments. A nationally recognized firm has been retained to help promote the site among prospective retail and commercial users. 5. Baker Street Village Phase 1 is under construction by the Housing Authority of the County of Kern. The Housing Authority received a federal grant to build the project, which includes twenty-four (24) three-bedroom townhomes with subterranean garages, and thirteen (13) one-bedroom loft style units at 1,130 square feet each above approximately 10,000 square feet of community and commercial space fronting Baker Street. Project completion is expected by December 2011. 6. In the fall of 2010, Economic and Community Development successfully completed implementation of the Neighborhood Stabilization (NSP) program. In March 2009, the City received nearly $9M of NSP funds via the Housing and Economic Recovery Act of 2008 (HERA) to ease impacts of abandoned, vacant, and foreclosed properties in low-, moderate- and middle-income (LMMI) neighborhoods in the City of Bakersfield. The City utilized $2.4M to provide downpayment assistance (and homebuyer counseling) for 56 units in LMMI areas, $1.6M for the purchase and rehabilitation of 19 foreclosed scattered-site residential properties, which are now owned and managed by the Housing Authority of the County of Kern, and $4.8M for the purchase and rehabilitation of the foreclosed 99-unit Pinewood Glen senior independent living facility by the Housing Authority. 7. On February 16, 2011, the City Council approved the Substantial Action Plan Amendment for round three of the Neighborhood Stabilization Program (NSP3), appropriated as part of the Wall Street Reform and Consumer Protection Act of 2010 (Dodd-Frank Act). The City anticipates receiving $3.3M of NSP3 funds to spend in three designated “NSP3 focused areas of greatest need.” The City anticipates receiving NSP3 funding from the U.S. Department of Housing and Urban Development (HUD) in April 2011. 8. The Bakersfield Redevelopment Agency approved the OPA with Southwest 213 Economic and Community Development continued Consulting for the construction of 19th Street Senior Plaza which includes sixty-seven (67) units of affordable senior rental housing and a 132 space parking garage. The project site adjacent to the Mill Creek Linear Park between 18th and 19th Streets has been cleared and graded. The developer is seeking construction financing. 9. Congress approved and appropriated the Community Development Block Grant (CDBG-R) Program funding under the American Recovery and Reinvestment Act (ARRA) of 2009. Funds in the amount of $897,462 were used for the construction of street activities within low-income areas (70% area low-moderate income) that is predominantly residential. The project area was Chico Street between King and Owens streets, Owens Street between Chico Street to East 18th Street, Dolores Street between Beale Avenue to Gage Street and Eureka Street between King Street and Gage Street. The project was completed on September 19, 2010 and created a total of 6.35 full time equivalent jobs. 10. Efforts to spend the Homelessness Prevention and Rapid Rehousing Program funds have been successful. The program’s services are provided under a contract with Bethany Services. More than 60% of the funds have been spent, far ahead of the program requirements that 60% must be spent by August 2011. Total funds received were $1.37 million. FY 2011-12 SIGNIFICANT BUDGET CHANGES 1. Begin phase out of Redevelopment activities depending on State action. 2. The Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG), HOME Investment Partnership (HOME) and Emergency Solutions Grant (ESG) entitlements for FY 2011-12 have not been released to date. Entitlements are budgeted at FY2010-11 levels and will be adjusted as needed when HUD releases the entitlement allocations, as staff anticipates the possibility of reductions in CDBG entitlements. The budget for FY 2011-12 is comprised of $3,634,857 for CDBG, $1,695,784 for the HOME Investment Partnership Program and $147,357 for the Emergency Solutions Grant. Staff is projecting program income in the amount of $7,000 for CDBG and $30,000 for HOME. 214 ECONOMIC & COMMUNITY DEVELOPMENT AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2009-102010-112010-112011-12 Community Development $ 9,495,703 $ 3,391,796 $ 2,792,744 $ 3,651,000 Economic Development 10,053,771 2,369,851 2,367,171 849,923 Convention & Visitors Bureau 634,687 599,387 605,528 622,319 Total $ 20,184,161 $ 6,361,034 $ 5,765,443 $ 5,123,242 SOURCE OF FUNDS: General Fund $ 404,226 $ - $ (21,383) $ - Community Dev. Block Grant 3,036,926 1,596,012 1,166,012 1,925,216 HOME Program 1,414,119 1,795,784 1,772,596 1,725,784 B.E.G.I.N. 41,400 - - - Nat'l Stabilization Program 6,425,426 - (145,864) - ARRA HUD Stimulus Fund 361,902 - - - Capital Outlay Fund 16,000 - - - T.O.T. Fund 634,687 599,387 605,528 622,319 RDA-SEPA - Operating 2,036,448 534,489 (462,483) 110,698 RDA-SEPA - Housing 2,820,754 200,000 281,923 218,736 RDA-OTKP - Operating 458,454 246,254 175,006 209,190 RDA-OTKP - Housing 731,137 377,817 602,817 64,352 RDA-DTPA - Operating 59,078 380,991 95,991 54,512 RDA-DTPA - Housing 1,743,604 630,300 1,095,300 192,435 RDA-OTKP - Cal Home Prog. - - 600,000 - Total $ 20,184,161 $ 6,361,034 $ 5,765,443 $ 5,123,242 FULL TIME EMPLOYEES: Community Development 9.00 9.00 9.00 9.00 Economic Development 6.00 6.00 6.00 6.00 Convention & Visitors Bureau 5.00 4.00 4.00 4.00 Total 20.00 19.00 19.00 19.00 215 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. FY2010-11 ACCOMPLISHMENTS: 1. Funded and administered Emergency Shelter Grant (ESG) funds for non-profit service providers: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, and Alliance Against Family Violence and Sexual Assault. 2. Provided services to 1,139 consumers and providers concerning information, training, and counseling on fair housing and compliance issues. 3. Funded and co-administered seven (7) Capital Improvement Program activities totaling close to $1.8 million. 4. Golden Empire Affordable Housing, Inc., II (GEAHI-II) has entered into an agreement with the City of Bakersfield for $600,000 in HOME funds and $492,218.70 in CHDO. The funds are being used for the development of a new 24 unit permanent supportive housing complex designated for chronically homeless individuals. The housing will consist of 24 - 412 sq. ft. one-bedroom units. GEAHI-II has selected a contractor, and construction began in January 2011. 5. The City of Bakersfield entered into an agreement for $2,181,630 in HOME Investment Partnership and Community Housing Development Organization funds with Columbus Haven, L.P. Columbus Haven is a non-profit developer under the Housing Authority of the County of Kern. The project located at 500 West Columbus consists of the development of a 56 unit affordable multi-family complex with a mixed-use approach that will serve both families and emancipated foster youth. The project once completed will feature: 20 one-bedroom units serving emancipated foster youth earning 30% of Average Median Income (AMI); 16 two- bedroom homes and 20 three-bedroom homes for families earning 50% to 60% of (AMI). Columbus Haven is currently requesting State of California tax credit funds to assist with the costs of design and project construction. 6. In November 2009, the City of Bakersfield entered into an agreement with the Housing Authority of the County of Kern to utilize Neighborhood Stabilization Program (NSP) funds to purchase, rehabilitate, and modernize the foreclosed and underperforming Castlewood Senior Apartments, located at 2221 South Real Road. The $4.8M, 99-unit project, renamed the Pinewood Glen Retirement Community, was completed in the fall of 2011 and is being operated as an independent living facility (inclusive of on-site food service) for low-, moderate- and middle-income 216 6570 - Community Development continued seniors by the Housing Authority. The Housing Authority held a ribbon cutting ceremony on November 17, 2010, and anticipates full lease-up by the end of the 2011 calendar year. 7. Work has been completed on the Community House improvements project located in Central Park. The improvements involved a new covered walkway/breezeway, replacing the roof support pillars, replacing the air conditioning unit, and painting the building. The exterior improvements match the Mill Creek Linear Park design components. FY 2011-12 ACTION PLAN 1. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs. 2. Assistance to public services and facilities for six (6) non-profit organizations providing emergency shelter, transitional support and senior and/or youth activities. 3. Provide assistance as needed to the Bakersfield Board of Realtors for its Fair Housing Arts Contest. 4. Increase the overall level of fair housing law knowledge to all community residents by providing service, information, technical training, and counseling on fair housing related issues. 5. Continue to provide funding for the Graffiti program in CDBG qualified low-income areas. 6. Provide financial assistance to multi-family projects located in Redevelopment areas with HOME Investment Partnership monies. 7. Implement programs and activities identified in the FY 2011-12 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities. 8. Implement the development of a small park and parking area on a vacant Redevelopment Agency owned parcel located at 700 California. The park will offer green space to the housing developments at South Mill Creek and the 1.5 mile Mill Creek Linear Park. The park will offer shade trees, lighting, tables, trash containers, and parking. 9. Complete the replacement of the children’s playground equipment and safety surfacing at Central and Lowell parks that will comply with ADA standards of access. In addition, provide and install playground shade structures at Dr. Martin Luther King Jr., Park, and Jefferson parks. 10. Using CDBG funding complete the demolition of the antiquated restroom facility at Lowell Park that has been replaced with a new facility. 217 6570 - Community Development continued 11. Implement the rehabilitation of the Bakersfield Senior Center kitchen by providing CDBG funds for the replacement of appliances, new flooring, and paint. FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted Home Access Grant Program 14 20 15 Fair Housing Calls 655 682 682 Fair Housing Education and Outreach 464 489 457 Downpayment Assistance Programs (includes: 57 8 4 Parkview Cottages, NSP and Creekview Villas) 218 COMMUNITY DEVELOPMENT AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 647,274 $ 709,589 $ 709,589 $ 846,269 Operating 5,989,277 2,682,207 1,919,251 2,572,572 Capital 2,859,152 163,904 232,159 Total $ 9,495,703 $ 3,391,796 $ 2,792,744 $ 3,651,000 SOURCE OF FUNDS: Comm. Dev. Block Grant $ 1,236,856 $ 1,596,012 $ 1,166,012 $ 1,925,216 HOME Program 1,414,119 1,795,784 1,772,596 1,725,784 B.E.G.I.N. 41,400 Nat'l Stabilization Program 6,425,426 (145,864) ARRA HUD Stimulus Fund 361,902 Capital Outlay Fund 16,000 Total $ 9,495,703 $ 3,391,796 $ 2,792,744 $ 3,651,000 219 6580 – Redevelopment and Economic Development DIVISION GOAL Plan and implement economic development activities which protect, improve and diversify the economy of Bakersfield. FY 2010-11 ACCOMPLISHMENTS 1. Demolished two (2) Redevelopment Agency owned properties for future pocket park and parking for South Mill Creek. 2. The Parkview Cottages consists of 74 single-family housing units, ranging from 1,280 to 1,820 square feet. Each unit consists of two stories and a two/three car garage. A total of 46 units have been constructed and sold as affordable to eligible homebuyers. In June, 2010, staff negotiated an amendment to the disposition agreement requiring the developer/builder to construct two speculative homes at a time and continue to build out the development as the houses sell. With the modified schedule the project should achieve sell out in four years or less. Under the revision, two homes are complete and being marketed with two additional units under construction. Down payment assistance for this phase of the project will be provided in an amount not to exceed $35,000. 3. In February and March 2009, the City Council and Bakersfield Redevelopment Agency approved two Disposition and Development Agreements with Southwest Consulting for the construction of 36 upscale townhomes and 57 mid-rise apartments. Construction on the first fourteen (14) units of the Creekview Villas townhomes began in May 2010 and the Creekview Villas “hard hat” ceremony was held on July 15, 2010. Construction completion for Phase I of the Creekview Villas is estimated to be Summer 2011. Construction for Phase II of the Creekview Villas is estimated to begin as soon as the sale of the first (14) units has been completed. Staff also requested the Millcreek Courtyard project be deferred up to 36 months to allow additional time for repayment of the cash flow loan from the sales of the Creekview Villas townhomes. 4. In September 2008, the City Council and Bakersfield Redevelopment Agency approved a Disposition and Development Agreement (DDA) with Chelsea Investment Corporation for the construction of 70 mid-rise garden style affordable rental apartments. In June 2010, Chelsea Investment Corporation was successful in applying for and securing nine percent federal tax credits. Escrow closed in October 2010, and construction began on November 15, 2010. Project completion is estimated to be no later than January 2012. 5. Completed the rehabilitation of 56 units of affordable multi-family housing located at 1885 Madison Street. Tax Increment funds in the amount of $350,000 were used for exterior renovation and on-site improvements at the complex known as Madison Place. 220 6580 – Redevelopment and Economic Development continued 6. On May 10, 2010 the Bakersfield Redevelopment Agency entered into a Disposition and Development Agreement (DDA) with Clinica Sierra Vista to donate the property located at 1125 East California Avenue including installation of curb and gutter, handicap access ramp, installation of a right turn lane and alley improvements for the Clinica’s development of a 3,865 sq. ft. dental clinic on site. Construction of the dental clinic and street improvements has begun and anticipated completion is November 2011. FY 2011-12 ACTION PLAN 1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield. 2. Continue the implementation of the Baker Street Village mixed-use project in the Old Town Kern Pioneer Redevelopment Project Area. 3. Implement the development for the 19th Street Plaza project in Old Town Kern- Pioneer Redevelopment Project Area adjacent to the Mill Creek Linear Park. 4. Implementation of Prop IC projects including continued construction on the South Mill Creek Streets project in the Southeast Redevelopment Project Area, and the development of the 19th Street Parking Structure, Q Street Streetscape and Sister City Gardens Projects in the Old Town Kern Redevelopment Project Area. FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted Respond to requests for economic development information 375 435 250 Team Bakersfield project assistance provided 12 15 10 Downpayment Assistance (includes Parkview 3 17 4 Creekview Villas and CalHome) 221 ECONOMIC DEVELOPMENT AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 885,117 $ 763,043 $ 763,043 $ 686,260 Operating 7,712,153 1,606,808 2,259,439 163,663 Capital 1,456,501 - (655,311) - Total $ 10,053,771 $ 2,369,851 $ 2,367,171 $ 849,923 SOURCE OF FUNDS: General Fund $ 404,226 $ - $ (21,383) $ - Community Dev. Block Grant 1,800,070 - - - RDA-SEPA - Operating 2,036,448 534,489 (462,483) 110,698 RDA-SEPA - Housing 2,820,754 200,000 281,923 218,736 RDA-OTKP - Operating 458,454 246,254 175,006 209,190 RDA-OTKP - Housing 731,137 377,817 602,817 64,352 RDA-DTPA - Operating 59,078 380,991 95,991 54,512 RDA-DTPA - Housing 1,743,604 630,300 1,095,300 192,435 RDA-OTKP - Cal Home Prog. 600,000 Total $ 10,053,771 $ 2,369,851 $ 2,367,171 $ 849,923 222 6590 – Convention and Visitors Bureau DIVISION GOAL Promote Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax (TOT) and Sales Tax revenues. FY 2010-11 ACCOMPLISHMENTS 1. The CVB booked forty-nine events with an estimated economic impact of more than $24 million and estimated TOT revenues of $710,000. 2. Over 71,000 room nights have been booked, with over 91,000 attendees coming to Bakersfield. 3. The CVB web site, VisitBakersfield.com, had 49,000 visits of which 82% were first time visits. The CVB web site continues to be a page one result on Google for many relevant Bakersfield keyword searches. 4. Amgen Tour of California - The CVB served as the primary point of contact for the largest cycling event in the United States to come to Bakersfield. Bakersfield was featured on live, international television coverage with millions of people getting their first exposure to our city. Crowds viewing the finish at Bakersfield College were estimated at 15,000. It was a fine example of a public – private partnership. The Tour has plans to return to Bakersfield in 2012. 5. Our new Visitor’s Guide, the first in over three years, began distribution in the fourth quarter 2010 and can be found at many of Bakersfield’s hotels as well as on-line at our website. Over 15,000 copies have been distributed to date. 6. Editorial coverage – During this fiscal year staff has assisted journalists with five editorial pieces about Bakersfield with an estimated value of $11,000. FY 2011-12 ACTION PLAN 1. Establish continuity in working relationships with meeting and event planners as well as maintain previously established contacts. 2. Create a revised Sales and Marketing Plan that reflects the current economic uncertainties. 3. Work with hoteliers to create solutions to economic challenges, including their funding of CVB staff attendance at critical trade shows. Offer more co-operative advertising opportunities to hoteliers in an effort to maximize and leverage all possible advertising and reallocate funds from advertising to trade show attendance. 223 6590 – Convention and Visitors Bureau continued FY 09-10 FY10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted Respond to requests for information 1,163 900 900 Attend trade shows to promote Bakersfield as a convention, sports and meeting destination (Trade show attendance was increased to gain more exposure in promoting Bakersfield. Contributions account was reduced to offset this increase. CVB’s total operating budget will not increase.) 8 5 12 Generate leads from groups considering Bakersfield as a convention destination 79 64 64 Book new meetings, events, or conventions that have not been held recently in Bakersfield (Definite Business) 39 18 15 Provide assistance for booking business not generated by the CVB (Assist Business) 41 6 6 224 CONVENTION AND VISITORS BUREAU AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2009-102010-112010-112011-12 Personnel $ 293,580 $ 317,302 $ 317,302 $ 330,518 Operating 339,687 281,085 287,226 291,801 Capital 1,420 1,000 1,000 Total $ 634,687 $ 599,387 $ 605,528 $ 622,319 SOURCE OF FUNDS: T.O.T. Fund $ 634,687 $ 599,387 $ 605,528 $ 622,319 Total $ 634,687 $ 599,387 $ 605,528 $ 622,319 225 THIS PAGE INTENTIONALLY LEFT BLANK 226 NON-DEPARTMENTAL REMOVE THIS PAGE 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 may also reflect 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 for 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. • Contingency - The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year. 227 NON-DEPARTMENTAL AdoptedAmendedAdopted ActualBudgetBudgetBudget 2009-102010-112010-112011-12 Non-Departmental* $ 11,383,821 $ 6,816,259 $ 9,579,584 $ 18,507,750 Total $ 11,383,821 $ 6,816,259 $ 9,579,584 $ 18,507,750 SOURCE OF FUNDS: General Fund $ 6,061,106 $ 5,975,059 $ 5,975,059 $ 17,921,350 Development Servcs. Fund - - - 340,900 T.O.T. Fund 105,160 103,700 103,700 108,000 Park Development (NOR) 469,662 - 1,813,325 - Redevelopment 3,247,893 737,500 737,500 137,500 Equipment Management - - 950,000 - Self-Insurance Fund 1,500,000 - - - Total $ 11,383,821 $ 6,816,259 $ 9,579,584 $ 18,507,750 FULL TIME EMPLOYEES: Non- Departmental 0.00 0.00 0.00 0.00 Total 0.00 0.00 0.00 0.00 (a) Does not include debt service or interfund transfers (b) Increase in 2011-12 non-departmental for General Fund is a result of three items: (1) Retiree medical increase of $4,282,300 to reach the full normal required contribution (2) Retiree medical one-time increase of $3,000,000 to catch up on prior year shortfalls (3) One-time set aside of $4,500,000 to help offset announced CalPERS rate increases over the next two fiscal years 228 ECONOMIC STIMULUS REMOVE THIS PAGE American Recovery and Reinvestment Act of 2009 (Federal Economic Stimulus Program) On February 17, 2009, President Barack Obama signed into law the American Recovery and Reinvestment Act (ARRA) of 2009. The ARRA was developed as a response to the national economic crisis, the likes of which has not been seen since the Great Depression. The ARRA has a stated goal of creating or saving more than 3.5 million jobs over the next two years. This goal is to be accomplished through significant nationwide investments in both the public and private sectors. This will include substantial investment in areas such as public infrastructure development, public safety and the development of renewable energy programs, to name just a few. ARRA funds will be distributed throughout the nation in two primary ways, through formula grants provided directly to various jurisdictions and through a competitive process where agencies compete nationwide for program funding. While the City has already been notified that it will receive funding through several formula based programs, it will take advantage of every opportunity to go after competitive funding where appropriate. In an effort to provide clear transparency and accountability with regards to ARRA resources, the City has set up separate funds in the budget designated specifically for ARRA revenues. Below is a summary of the various ARRA funded programs the City has received. Community Development Block Grant (CDBG) – ARRA provided $1.0 billion nationwide to support CDBG programs in entitlement communities. These funds are distributed on a formula basis and provide funding for activities that benefit low- and moderate-income individuals by addressing community development needs. Homelessness Prevention – ARRA provided $1.5 billion nationwide for homelessness prevention and rapid re-housing activities. These funds are distributed on a formula basis and must be used for short-term or medium-term rental assistance, housing relocations and stabilization services. Highway Infrastructure – ARRA provided $27.5 billion nationwide for highway infrastructure funding. These funds are distributed on a formula basis and may be used for any project eligible under the surface transportation program. Byrne JAG (Formula) – ARRA provided $2 billion nationwide for the Edward Byrne Memorial Justice Assistance Grant Program. These funds are distributed on a formula basis and allow local governments to support a broad range of activities to prevent and control crime and to improve the criminal justice system. 229 American Recovery and Reinvestment Act of 2009 continued Byrne JAG (Competitive) – ARRA provided $225 million nationwide in additional Edward Byrne Memorial Justice Assistance Grants to be awarded on a competitive basis. COPS (Community Oriented Policing Services) – ARRA provided $1 billion nationwide to hire and train community policing professionals, acquire and deploy cutting-edge crime-fighting technologies, and develop and test innovative policing strategies. These funds cover the actual costs of an officer for three (3) years. Energy Efficiency and Conservation Block Grant – ARRA provided $3.2 billion nationwide for the Energy Efficiency and Conservation Block Grant Program. These funds are distributed both by formula and on a competitive basis and are designed to support a wide range of energy efficiency projects. These projects are to focus on implementing strategies to reduce energy use and improve energy efficiency among other goals. 230 CITY OF BAKERSFIELD ARRA FUNDING SUMMARY BY DEPARTMENT Project Fund Source Amount Operating Budget Economic Development Homeless Prevention Prog.184 Homelessness Prevention $1,372,351 $1,372,351 Police Department Vehicular Equipment 183 Byrne JAG $420,000 Directed Policing 183 Byrne JAG 270,000 Administrative Services 183 Byrne JAG 70,000 Training 183 Byrne JAG 70,773 $830,773 Crime Analyst 183Byrne JAG Competitive $163,941 Community Relations Spc.183Byrne JAG Competitive 147,044 Grant Training 183Byrne JAG Competitive 4,724 $315,709 17 Police Officers 183COPS Grant $5,062,124 $5,062,124 Opertating Sub Total:$7,580,957 Capital Improvements Budget Public Works WWTP #3 Solar Project EOK214183 Energy Block Grant $3,040,700 $3,040,700 PVMT REHAB - Phase 1 TOK222183 Highway Infrastructure $1,772,000 (Phase 1: Mt. Vernon Ave from SR178 to University Ave) PVMT REHAB - Phase 2 TOK223183 Highway Infrastructure $1,850,000 (Phase 2: Ashe Road from White Lane to Ming Ave) PVMT REHAB - Phase 3 TOK224183 Highway Infrastructure$2,041,000 (Phase 3: Hughes Lane from White Lane to Planz Road: Wilson Road from White Lane to Planz Road; and Wible Road from Pacheco Road to White Lane) PVMT REHAB - Phase 4 TOK225183 Highway Infrastructure$4,791,000 (Phase 4: Ming Ave from Gosford Road to New Stine Road) PVMT REHAB - Phase 5 TOK226183 Highway Infrastructure$1,710,000 (Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road, (the northbound lanes only)) $12,164,000 PVMT REHAB - CDBG TOK227183 CDBG $897,462 $897,462 CIP Sub Total:$16,102,162 ARRA TOTAL:$23,683,119 231 ARRA Project Status Update Operating Budget Economic Development: Homelessness Prevention – The City of Bakersfield has contracted with Bethany Services/Bakersfield Homeless Center to provide both the Homeless Prevention and Rapid Rehousing components of this program. Bethany has established both programs, set up working relationships with numerous community organizations for referrals to the program services, and has served approximately 90 households and more than 2400 individuals since the program began. The City of Bakersfield is far ahead of the spending requirements of the program. While 60% of the funds must be spent by August 2011, Bakersfield passed that mark in February 2011. Bakersfield ranks favorably among other California HPRP grantees in the percentage of HPRP funds spent to date. In a November 8, 2010 status report issued by the U.S. Department of Housing and Urban Development, HUD ranked the 79 California cities and counties receiving HPRP funds by the amount of funds spent. Bakersfield ranked 12th. All HPRP funds must be spent by August 18, 2012. Police Department: Byrne JAG (Formula) – The Police Department has utilized these funds to purchase 10 police vehicles, provide support for the Police Activities League Safe Haven Program, provide POST mandatory and high priority training, and to support the efforts of the departments Directed Policing unit. Byrne JAG (Competitive) – The Police Department has utilized these funds to hire 1 Community Relations Specialist and 1 Crime Analyst. COPS (Community Oriented Policing Services) – The Police Department has received grant funding to cover the actual costs for 17 Police Officer positions for a three-year period. All 17 positions have been filled. Capital Improvements Budget Public Works: Energy Block Grant – These funds are being used to support the construction of a 1 Megawatt Solar Project at the City’s Wastewater Treatment Plan #3. The project is 99% complete. 232 ARRA Project Status Update continued Highway Infrastructure – The City utilized these funds for several pavement rehabilitation projects throughout the City. Below is an overview of the status of each: Construction Completed: TOK222 (Phase 1: Mt. Vernon Ave from SR178 to University Ave) TOK223 (Phase 2: Ashe Road from White Lane to Ming Ave) TOK224 (Phase 3: Hughes Lane from White Lane to Planz Road; Wilson Road from White Lane to Planz Road; and Wible Road from Pacheco Road to White Lane) TOK225 (Phase 4: Ming Ave from Gosford Road to New Stine Road) TOK226 (Phase 5: Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road (the northbound lanes only)) Community Development Block Grant (CDBG) – These funds were used for the construction of street activities within a low-income area (70% area low-moderate income) that is predominantly residential. Road construction provided 6.35 FTE jobs Project Area was Chico Street between King and Owens streets, Owens Street between Chico Street between Chico Street to East 18th Street, Dolores Street between Beale Avenue to Gage Street and Eureka Street between King Street and Gage Street. Project was completed on September 19, 2010. 233 CITY OF BAKERSFIELD FINANCIAL SUMMARY ARRA FEDERAL STIMULUS FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 10,087,9731,437,1209,732,6141,561,543 Total Revenues 10,087,9731,437,1209,732,6141,561,543 Expenditures Personnel 345,1891,437,1201,519,7301,561,543 Operating 440,834 1,077,013 Capital Outlay 337,930 82,071 Total Operating 1,123,9531,437,1202,678,8141,561,543 Capital Improv. Projects 8,964,020 7,053,800 Total Expenditures 10,087,9731,437,1209,732,6141,561,543 Fund Balance - June 30 -$ -$ -$ -$ 234 SPECIAL FUNDS REMOVE THIS PAGE 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. • Neighborhood Stabilization Program Fund – Used to account for resources provided by the Federal Housing and Urban Development to aid in purchase of foreclosed or abandoned homes and to rehabilitate, resell, or develop these homes in order to stabilize neighborhoods and stem the decline of house values of neighboring homes. The program is authorized under Title III of the Housing and Economic Recovery Act of 2008. • Federal 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. • State (TDA) 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. 235 Special Revenue Funds continued • CUPA/UASI – Certified Union Program Agency (CUPA) is used to account for fire prevention activities. City businesses pay fees for one or more activities, such as hazardous materials, fuel storage tanks, fire alarms, sprinklers, etc. The Urban Area Security Initiative (UASI) is used to account for program funds directed at improving homeland security capabilities within high-risk, high density urban areas. The Bakersfield Fire Department was designated the single point of contact as per the UASI grant guidelines. • 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 Occupancy 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. 236 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 $154,922$245,932$221,162$153,962 Revenues Intergovernmental Revenue3,115,0923,782,2148,100,9593,782,214 Charges for Services 83,880 Miscellaneous Revenue 161,247169,800169,800175,868 Other Financing Sources 1,800,000 Total Revenues 5,160,2193,952,0148,270,7593,958,082 Expenditures Personnel 513,205571,648571,648648,461 Operating 2,565,121494,3643,198,4481,044,596 Capital Outlay 100,000100,000232,159 Total Operating3,078,3261,166,0123,870,0961,925,216 Capital Improv. Projects1,607,9802,144,4853,759,1461,440,000 Total Expenditures4,686,3063,310,4977,629,2423,365,216 Transfers Transfers out (407,673)(708,717)(708,717)(592,866) Fund Balance - June 30 $221,162$178,732$153,962$153,962 237 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 12,450,892$ (56,672)$ (56,672)$ -$ Revenues Intergovernmental Revenue 246,927 1,695,784 7,986,302 1,695,784 Miscellaneous Revenue 86,039 100,000 100,000 30,000 Total Revenues 332,966 1,795,784 8,086,302 1,725,784 Expenditures Personnel 134,069 137,941 137,941 197,808 Operating 1,280,050 1,634,655 6,018,100 1,527,976 Total Operating 1,414,119 1,772,596 6,156,041 1,725,784 Capital Improv. Projects 1,426,411 (33,484) 1,873,589 Total Expenditures 2,840,530 1,739,112 8,029,630 1,725,784 Fund Balance - June 30 (56,672)$ -$ -$ -$ 238 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental Revenue6,425,426(145,864)2,530,746 Total Revenues6,425,426(145,864)2,530,746 Expenditures Personnel Operating3,566,274(209,768)510,994 Capital Outlay2,859,15263,9042,019,752 Total Expenditures6,425,426(145,864)2,530,746 Fund Balance - June 30-$ -$ -$ -$ 239 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1491,799$ -$ -$ -$ Revenues Intergovernmental Revenue5,051,1002,264,5479,890,2934,564,739 Miscellaneous Revenue885 Total Revenues5,051,9852,264,5479,890,2934,564,739 Capital Improv. Projects5,042,5962,264,5479,890,2934,564,739 Total Expenditures5,042,5962,264,5479,890,2934,564,739 Transfers Transfers out (501,188) Fund Balance - June 30 -$ -$ -$ -$ 240 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1(469,222)$ 362,693$ -$ -$ Revenues Intergovernmental Revenue51,773,31733,669,328182,112,45021,734,115 Total Revenues51,773,31733,669,328182,112,45021,734,115 Expenditures Capital Improv. Projects 51,593,48633,669,328182,112,45021,734,115 Total Expenditures 51,593,48633,669,328182,112,45021,734,115 Transfers Transfers in 289,391 Fund Balance - June 30 -$ 362,693$ -$ -$ 241 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1338$ -$ -$ -$ Revenues Intergovernmental 449,786284,248389,916280,071 Miscellaneous Revenue1,051500500500 Total Revenues450,837284,748390,416280,571 Expenditures Operating 274,063284,748298,748280,571 Capital Improv. Projects 177,112 91,668 Total Expenditures 451,175284,748390,416280,571 Fund Balance - June 30 -$ -$ -$ -$ 242 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 18,396,624$ 3,121,999$ 7,054,556$ 1,551,404$ Revenues Intergovernmental Revenue8,203,5845,961,2255,982,6255,728,000 Charges for Services 60,000 Fines & Forfeits 2,128 1,000 Miscellaneous Revenue 144,656 77,614 95,114 50,000 Total Revenues 8,410,3686,038,8396,078,7395,778,000 Expenditures Personnel 1,215,5031,227,9131,227,9131,301,975 Operating 2,422,8311,905,2492,713,8743,370,794 Capital Outlay 29,899 30,000 38,591 30,000 Total Operating 3,668,2333,163,1623,980,3784,702,769 Capital Improv. Projects 6,084,2034,486,1727,601,5132,337,752 Total Expenditures 9,752,4367,649,33411,581,8917,040,521 Fund Balance - June 30 7,054,556$ 1,511,504$ 1,551,404$ 288,883$ 243 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1755,740$ 1,194,964$ 1,194,964$ 762,140$ Revenues Charges for Services 478,275375,000300,000300,000 Fines and Forfeits 1,316,0871,100,0001,100,0001,100,000 Miscellaneous Revenue 22,488 10,000 10,000 Total Revenues 1,816,8501,475,0001,410,0001,410,000 Expenditures Operating 477,626642,824642,824480,000 Total Expenditures 477,626642,824642,824480,000 Transfers Transfers out (900,000)(1,200,000)(1,200,000)(1,500,000) Fund Balance - June 30 1,194,964$ 827,140$ 762,140$ 192,140$ 244 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1-$ -$ -$ Revenues Intergovernmental Revenue 811,936811,936 Licenses and permits 231,000181,000181,000 Fines and Forfeits Charges for Services 626,000650,136621,885 Total Revenues 1,668,936 1,643,072 802,885 Expenditures Personnel 575,296575,296639,404 Operating 317,776317,776163,481 Capital Outlay 750,000750,000 Total Expenditures 1,643,072 1,643,072 802,885 Fund Balance - June 30 25,864$ -$ -$ 245 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1632,064$ 639,425$ 639,425$ 609,441$ Revenues Intergovernmental 345,409275,000338,952 Fines and Forfeits93,270 Miscellaneous Revenue(9,974)5,0005,000 Total Revenues428,705275,000343,9525,000 Expenditures Personnel 32,040 37,450 37,450 40,580 Operating 8,788 210,612 Capital Outlay 380,516 125,874 Total Expenditures 421,344 37,450373,936 40,580 Fund Balance - June 30 639,425$ 876,975$ 609,441$ 573,861$ 246 CITY OF BAKERSFIELD FINANCIAL SUMMARY METROPOLITIAN MEDICAL RESPONSE SYSTEM AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1(712)$ 7,431$ -$ -$ Revenues Intergovernmental 118,405 94,438254,665 Miscellaneous Revenue 712 Total Revenues 119,117 94,438254,665 Expenditures Operating 43,270 67,000 97,111 Capital Outlay 75,135 34,869157,554 Total Operating 118,405101,869254,665 Total Expenditures 118,405101,869254,665 Fund Balance - June 30 -$ -$ -$ -$ 247 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 11,567,575$ 1,505,172$ 1,582,980$ 2,106,064$ Revenues Taxes 6,493,702 5,963,000 6,275,000 6,450,000 Charges for Services 6,161,661 5,642,759 5,642,759 5,410,209 Miscellaneous Revenue 1,245,174 1,246,141 1,231,141 1,724,321 Total Revenues 13,900,537 12,851,900 13,148,900 13,584,530 Expenditures Personnel 3,673,098 3,747,414 3,747,414 3,460,590 Operating 3,710,012 3,647,244 3,724,306 3,591,062 Capital Outlay 15,572 1,000 1,746 Capital Leases 3,142,950 3,152,350 3,152,350 3,150,550 Total Expenditures 10,541,632 10,548,008 10,625,816 10,202,202 Transfers Transfers out (3,343,500) (2,000,000) (2,000,000) (3,500,000) Fund Balance - June 30 1,582,980$ 1,809,064$ 2,106,064$ 1,988,392$ Tax Receivable Reserve 600,000$ 600,000$ 500,000$ 600,000$ Capital Lease Reserve 300,000 Unreserved 982,980 1,209,064 1,606,064 1,088,392 Total 1,582,980$ 1,809,064$ 2,106,064$ 1,988,392$ Analysis of Fund Balance 248 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 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 $32,000,000. Funding for this program is provided by allocation from the various City programs. 249 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 24,712,311$ 21,786,544$ 22,003,549$ 19,007,170$ Revenues Intergovernmental Revenue 875,224 70,315 70,315 Charges for Services 20,196,78920,140,03720,140,03720,696,800 Miscellaneous Revenue 952,996700,000550,000768,500 Total Revenues 22,025,00920,910,35220,760,35221,465,300 Expenditures Personnel 4,639,8264,699,8004,699,8005,011,254 Operating 16,383,62312,567,02312,623,15711,166,883 Capital Outlay 3,750,6168,362,6068,523,4778,459,484 Total Operating 24,774,06525,629,42925,846,43424,637,621 Capital Improv. Projects 109,706 26,400 Total Expenditures 24,883,77125,629,42925,846,43424,664,021 Tranfers Transfers in 150,000 2,089,703 2,089,703 290,000 Transfers In 150,000 2,089,703 2,089,703 290,000 Fund Balance - June 30 22,003,549$ 19,157,170$ 19,007,170$ 16,098,449$ 250 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 9,025,727$ 5,280,051$ 5,351,393$ 2,444,122$ Revenues Charges for Services 7,943,3377,744,7597,744,7598,520,485 Miscellaneous Revenue 1,559,887757,000557,000557,000 Total Revenues 9,503,2248,501,7598,301,7599,077,485 Expenditures Personnel 2,835,5122,791,2812,791,2812,504,580 Operating 10,342,0467,124,4077,195,7497,789,906 Total Expenditures 13,177,5589,915,6889,987,03010,294,486 Transfers Transfers in 800,000 Transfers out (1,222,000) (1,222,000) Transfers in/(out)(1,222,000) (1,222,000) 800,000 Fund Balance - June 30 5,351,393$ 2,644,122$ 2,444,122$ 2,027,121$ 251 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. 252 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 30,681,629$ 17,173,795$ 21,021,218$ 17,208,775$ Revenues Taxes and Assessments 7,620,5037,751,8537,751,8537,765,531 Charges for Services 13,604 Miscellaneous Revenue142,263 Total Revenues7,776,3707,751,8537,751,8537,765,531 Expenditures Operating 232,895287,500287,500245,200 Debt Service 13,481,2877,438,3747,438,3749,391,974 Total Operating13,714,1827,725,8747,725,8749,637,174 Capital Improv. Projects3,722,5993,838,422 Total Expenditures17,436,7817,725,87411,564,2969,637,174 Fund Balance - June 3021,021,218$ 17,199,774$ 17,208,775$ 15,337,132$ 253 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. 254 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 121,444,829$ 8,105,441$ 14,381,536$ 7,269,490$ Revenues Intergovernmental 349,237 183,258170,896 Charges for Service 116,581 Fines & Forfeits 49,434 112,155 112,155 Miscellaneous Revenue 581,583 200,000 50,000 50,000 Total Revenues 1,096,835 312,155 345,413 220,896 Expenditures Capital Improv. Projects 9,503,628 3,998,106 10,457,459 6,246,621 Total Expenditures 9,503,628 3,998,106 10,457,459 6,246,621 Tranfers Transfers in 1,343,500 3,000,000 3,000,000 3,970,000 Fund Balance - June 30 14,381,536$ 7,419,490$ 7,269,490$ 5,213,765$ Facilities Reserve $5,000,000$5,000,000$5,000,000$5,000,000 Unreserved 9,381,5362,419,4902,269,490 213,765 Total $14,381,536$7,419,490$7,269,490$5,213,765 Analysis of Fund Balance 255 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 121,441$ 328,570$ 7,424,373$ 747,365$ Revenues Intergovernmental 161,667 Charges for Service138,412 80,000 Fines & Forfeits Miscellaneous Revenue 1,765,066 50,000 50,000 Total Revenues 2,065,145 130,000 50,000 Expenditures Capital Improv. Projects 824,805 5,061,205 12,157,008 6,000,000 Total Expenditures 824,805 5,061,205 12,157,008 6,000,000 Tranfers Transfers in 6,162,592 5,350,000 5,350,000 5,350,000 Fund Balance - June 30 7,424,373$ 617,365$ 747,365$ 147,365$ 256 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 1,479,469 1,063,736 Total Revenues 1,479,469 1,063,736 Expenditures Capital Improv. Projects 1,479,469 1,063,736 Total Expenditures 1,479,469 1,063,736 Fund Balance - June 30 -$ -$ -$ -$ 257 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 12,534,434$ 4,517,158$ 10,676,808$ 3,331,557$ Revenues Assessments 1,943,178 3,440,525 5,181,336 520,000 Miscellaneous Revenue 263,242 100,000 100,000 100,000 Total Revenues 2,206,420 3,540,525 5,281,336 620,000 Expenditures Operating 469,662 1,202,325 4,474,336 Debt Service 1,222,527 Total Operating 469,662 1,202,325 5,696,863 Capital Improv. Projects 3,594,384 2,603,601 6,929,724 232,000 Total Expenditures 4,064,046 3,805,926 12,626,587 232,000 Fund Balance - June 30 10,676,808$ 4,251,757$ 3,331,557$ 3,719,557$ 258 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 17,509,078$ 2,694,653$ 21,949,667$ 4,075,979$ Revenues Charges for Service 87,812 Miscellaneous 369,374 1,100,000 960,000 10,000 Total Revenues 457,186 1,100,000 960,000 10,000 Expenditures Personnel 789,459826,388826,388882,612 Operating 365,754438,352438,352395,243 Total Operating1,155,2131,264,7401,264,7401,277,855 Capital Improv. Projects10,616,91412,313,93431,568,9486,615,885 Total Expenditures11,772,12713,578,67432,833,6887,893,740 Transfers Transfers In 15,755,53014,000,00014,000,0005,000,000 Fund Balance - June 3021,949,667$ 4,215,979$ 4,075,979$ 1,192,239$ 259 Debt Service Fund • 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 $381,000 plus interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt. 260 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1-$ -$ -$ -$ Revenues Miscellaneous 79,131 79,655 79,655 80,956 Total Revenues 79,131 79,655 79,655 80,956 Expenditures Debt Service 486,804788,372788,372673,822 Total Expenditures 486,804788,372788,372673,822 Transfers Transfers In 407,673708,717708,717592,866 Fund Balance - June 30 -$ -$ -$ -$ 261 PrincipalInterest Total General Fund- Compensated Absences - Accrued- Sick Leave and Vacation - Estimate 5,700,000$ -$ 5,700,000$ Transient Occupancy Tax Fund- Convention Center - Arena Projects Series 2006A - Refunding COP 19,375,000 5,555,425 24,930,425 Series 2006B - Refunding COP 7,245,000 2,338,016 9,583,016 Community Development Block Grant Fund- HUD Section 108 Loans, 2003 ($4.1 m)2,995,000 1,063,923 4,058,923 HUD Section 108 Loans, 2003 ($0.8 m)602,000 235,384 837,384 HUD Section 108 Loans, 2003 ($1.0 m)773,000 308,625 1,081,625 HUD Section 108 Loans, 2009 ($1.8 m)1,570,000 253,168 1,823,168 Wastewater Treatment Fund: State Water Resources Loan 7,521,262 1,504,288 9,025,550 Sewer Revenue Bonds, 2007A 187,650,000 128,945,938 316,595,938 Sewer Revenue Bonds, 2007B 43,730,000 37,167,660 80,897,660 Domestic Water Fund- KCWA Water Rights 43,602,435 43,602,435 Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Bentley Partnership 29,936 29,936 Specialty Trim and Awning 2,633 2,633 California Housing Finance Authority: Downtown Park Cottages Loan, 2002 393,923 17,781 411,704 Citywalk Project 549,947 30,291 580,238 The Village @ Baker Street 748,807 68,720 817,527 Creek View Village 2,163,669 97,845 2,261,514 Centennial Garden Reimb. 1997 13,200,000 13,200,000 RDA - 2006 Arena COPS Series A 19,375,000 5,555,425 24,930,425 RDA - 2006 Arena COPS Series B 7,245,000 2,338,076 9,583,076 HUD Section 108 Loans, Millcreek South 3,614,000 1,796,029 5,410,029 HUD Section 108 Loans, Fire Station 5 1,482,000 754,512 2,236,512 Inter-Agency Loan (Lakeshore Pines)- RDA Reimbursement to City 3,785,665 520,240 4,305,905 RDA-Tax Allocation Bond Series 2009A 2,040,000 1,777,500 3,817,500 RDA-Tax Allocation Bond Series 2009B 1,210,000 1,014,999 2,224,999 Special Assessment Districts (23)65,185,000 27,682,710 92,867,710 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2011 262 PrincipalInterestFiscal ChargesTotal Transient Occupancy Tax Fund- Convention Center - Arena Projects 1,910,0001,240,550 3,150,550 Community Development Block Grant Fund- HUD Section 108 Loans, 2003 407,000259,822 7,000673,822 Wastewater Treatment Fund: State Water Resources Loan 752,126150,429 902,555 Sewer Revenue Bonds, 2007A 2,930,0009,209,244 9,650 12,148,894 Sewer Revenue Bonds, 2007B 1,749,200123,000 1,872,200 Domestic Water Fund- KCWA Water Rights 1,474,026 1,474,026 Mainline Extenstion Reimbursement 150,000 150,000 Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Bentley Partnership 15,000 15,000 Specialty Trim and Awning 1,500 1,500 California Housing Finance Authority: Downtown Park Cottages Loan, 2002 193,69711,796 205,493 Citywalk Project 272,51819,122 291,640 The Village @ Baker Street 141,04122,464 163,505 Creek View Village 1,065,84764,910 1,130,757 Centennial Garden Reimb. 1997 1,700,000 1,700,000 RDA - 2006 Arena COPS Series A 1,395,000876,550 3,5002,275,050 RDA - 2006 Arena COPS Series B 515,000357,000 3,500875,500 HUD Section 108 Loans, Millcreek South 140,000172,318 312,318 HUD Section 108 Loans, Fire Station 6 62,00079,140 141,140 I Bank - Millcreek 231,115293,674 28,675553,464 RDA Reimbursement to City 702,032204,424 906,456 RDA 2009 Tab - Series A 50,000151,125 3,150204,275 RDA 2009 Tab - Series B 30,00086,638 3,150119,788 Special Assessment Districts (23)3,865,0003,539,574 18,4007,422,974 Total Debt Service 18,002,90218,487,980200,02536,690,907 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES FISCAL YEAR 2011-12 263 THIS PAGE INTENTIONALLY LEFT BLANK 264 ENTERPRISE FUNDS REMOVE THIS PAGE 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. 265 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND AmendedRevised Adopted Actual BudgetEstimates Budget 2009-102010-112010-11 2011-12 Fund Balance - July 1 124,495,674$ 42,271,333$ 80,552,928$ 45,920,509$ Revenues Intergovernmental Revenue 539,060 539,060 Charges for Services 28,201,47628,537,05029,017,00029,335,950 Fines & Forfeits 1,027,639 Miscellaneous Revenue 4,221,3801,870,0002,087,6461,403,500 Other Financing Sources 331,063 Total Revenues 33,781,55830,946,11031,643,70630,739,450 Expenditures Personnel 4,771,4685,369,6855,372,6855,517,741 Operating 17,221,0919,291,3159,304,1517,286,970 Capital Outlay 58,689117,050 117,050 115,600 Debt Service 11,722,36014,077,52514,077,52514,923,649 Total Operating 33,773,60828,855,57528,871,41127,843,960 Capital Improv. Projects 47,800,6965,572,80944,082,2141,645,000 Total Expenditures 81,574,30434,428,38472,953,62529,488,960 Transfers Transfers in 12,000,00013,000,00013,000,00018,000,000 Transfers out (8,150,000)(6,325,500)(6,322,500)(13,000,000) Transfers in 3,850,0006,674,5006,677,5005,000,000 Fund Balance - June 30 80,552,928$ 45,463,559$ 45,920,509$ 52,170,999$ Debt Service Reserve 10,000,000$ 14,045,000$ 14,045,000$ 16,000,000$ Capital Reserve 6,000,0006,000,0006,000,0006,000,000 Unreserved 64,552,92825,418,55925,875,509 30,170,999 Total 80,552,928$ 45,463,559$ 45,920,509$ 52,170,999$ Analysis of Fund Balance 266 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 11,105,591$ 4,083,818$ 4,083,818$ 1,635,818$ Revenues Taxes 105,748 50,000 90,000 50,000 Charges for Services 6,837,3214,246,0004,197,0004,252,800 Miscellaneous Revenue 35,158 40,000 40,000 40,000 Total Revenues 6,978,2274,336,0004,327,0004,342,800 Transfers Transfers Out (4,000,000)(6,775,000)(6,775,000)(5,000,000) Fund Balance - June 30 4,083,818$ 1,644,818$ 1,635,818$ 978,618$ 267 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 11,180,920$ 14,608,638$ 15,644,052$ 12,970,904$ Revenues Intergovernmental Revenue1,629,5141,493,6501,605,6501,510,000 Charges for Services37,960,66935,478,60036,074,90036,065,000 Miscellaneous Revenue668,664333,000354,000334,000 Total Revenues40,258,84737,305,25038,034,55037,909,000 Expenditures Personnel 9,485,6319,779,3179,779,31710,170,987 Operating 26,022,55427,073,10927,124,43027,680,808 Capital Outlay 129,638312,000411,963329,000 Total Operating 35,637,82337,164,42637,315,71038,180,795 Capital Improv. Projects 157,892515,6551,399,785527,000 Total Expenditures 35,795,71537,680,08138,715,49538,707,795 Transfers Transfers out (1,992,203)(1,992,203)(29,000) Fund Balance - June 30 15,644,052$ 12,241,604$ 12,970,904$ 12,143,109$ Cart Replacement Reserve 4,712,000$ 5,344,000$ 5,344,000$ 5,344,000$ Unreserved 10,932,0526,897,6047,626,9046,799,109 Total 15,644,052$ 12,241,604$ 12,970,904$ 12,143,109$ Analysis of Fund Balance 268 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 5,186,345$ 1,462,356$ 4,926,779$ 1,502,356$ Revenues Intergovernmental Revenue 2,342,512 Miscellaneous Revenue 108,687 75,000 40,000 25,000 Total Revenues 108,687 75,0002,382,512 25,000 Expenditures Capital Improv. Projects 368,253 5,806,935 Total Expenditures368,2535,806,935 Fund Balance - June 304,926,779$ 1,537,356$ 1,502,356$ 1,527,356$ 269 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 5,343,579$ 5,045,963$ 5,816,597$ 4,273,945$ Revenues Intergovernmental 158,300349,625614,121 Charges for Services5,129,8765,012,0004,717,2005,230,000 Miscellaneous Revenue177,42668,00040,00040,000 Total Revenues5,465,6025,429,6255,371,3215,270,000 Expenditures Personnel 1,842,2651,919,7901,919,7902,038,843 Operating 2,777,5823,001,3033,054,9892,640,563 Capital Outlay 24,800 Total Operating 4,619,8474,921,0934,974,7794,704,206 Capital Improv. Projects 372,737957,7501,939,194475,000 Total Expenditures 4,992,5845,878,8436,913,9735,179,206 Tranfers Transfers out (25,000) Fund Balance - June 30 5,816,597$ 4,596,745$ 4,273,945$ 4,339,739$ 270 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 28,338,651$ 10,087,356$ 25,012,718$ 10,473,465$ Revenues Charges for Services 21,907,150 23,176,00023,128,20022,951,200 Miscellaneous Revenue 755,249454,000425,000369,800 Total Revenues 22,662,39923,630,00023,553,20023,321,000 Expenditures Personnel 690,449757,037757,037745,826 Operating 21,022,53516,040,81416,093,82716,287,729 Capital11,34765,00065,00020,000 Debt Service1,070,096914,240914,2401,624,026 Total Operating22,794,42717,777,09117,830,10418,677,581 Capital Improv. Projects3,193,9055,390,00020,262,3494,320,000 Total Expenditures25,988,33223,167,09138,092,45322,997,581 Fund Balance - June 3025,012,718$ 10,550,265$ 10,473,465$ 10,796,884$ 271 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 634,155$ 249,798$ 520,635$ 215,902$ Revenues Intergovernmental Revenues 10,747155,3501,457,548 29,475 Charges for Services 258,353247,500250,000247,500 Miscellaneous Revenue 12,025 5,500 3,900 3,500 Total Revenues 281,125408,3501,711,448280,475 Expenditures Personnel 59,184 61,690 61,690 69,722 Operating 264,880128,106132,306148,216 Total Operating 324,064189,796193,996217,938 Capital Improv. Projects 70,581253,3501,822,185 60,500 Total Expenditures 394,645443,1462,016,181278,438 Fund Balance - June 30 520,635$ 215,002$ 215,902$ 217,939$ 272 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 79,384$ 42,190$ 42,190$ 9,173$ Revenues Charges for Services 63,383 68,000 68,000 68,000 Miscellaneous Revenue 1,178 800 200 200 Total Revenues 64,561 68,800 68,200 68,200 Expenditures Personnel 59,790 59,998 59,998 Operating 41,965 41,219 41,219 53,540 Total Expenditures 101,755101,217101,217 53,540 Fund Balance - June 30 42,190$ 9,773$ 9,173$ 23,833$ 273 THIS PAGE INTENTIONALLY LEFT BLANK 274 REDEVELOPMENT FUNDS REMOVE THIS PAGE 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. 275 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND DOWNTOWN PROJECT AREA AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 1,060,343$ 569,403$ 766,733$ 84,652$ Revenues Taxes 2,583,7152,214,8002,304,4242,300,000 Intergovernmental Revenue 317 500 500 300 Miscellaneous Revenue 36,523 15,000 10,000 10,000 Total Revenues 2,620,5552,230,3002,314,9242,310,300 Expenditures Personnel 201,652201,652 838 Operating 931,965 55,339240,669 89,674 Total Operating 931,965256,991442,321 90,512 Capital Improv. Projects 552,700564,700 Total Expenditures 931,965809,6911,007,021 90,512 Transfers Transfers Out (1,982,200)(1,989,984)(1,989,984)(2,301,250) Fund Balance - June 30 766,733$ 28$ 84,652$ 3,190$ 276 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND OLD TOWN KERN-PIONEER AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 2,120,294$ 457,096$ 3,228,386$ 22,875$ Revenues Taxes 2,267,5341,912,0251,933,9001,988,000 Intergovernmental Revenue 14,187 12,000 12,800 12,800 Miscellaneous Revenue 27,712 5,000 5,000 6,000 Other Financing Sources 2,118,704 Total Revenues 4,428,1371,929,0251,951,7002,006,800 Expenditures Personnel 270,053180,287180,287170,384 Operating 949,152236,219496,823 80,306 Capital Outlay 44,937 6,791 Debt Service 1,474,4511,474,451 Total Operating 1,264,1421,890,9572,158,352250,690 Capital Improv. Projects 514,853(980,197)1,523,698 Total Expenditures 1,778,995910,7603,682,050250,690 Transfers Transfers Out (1,541,050)(1,475,161)(1,475,161)(1,482,200) Fund Balance - June 30 3,228,386$ 200$ 22,875$ 296,785$ 277 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND SOUTHEAST PROJECT AREA AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 5,367,151$ 280,269$ 2,693,638$ 130,000$ Revenues Taxes 3,237,4292,718,0402,972,8392,911,000 Intergovernmental Revenue 431,836 45,000231,100 54,500 Charges for Services 4,050 Miscellaneous Revenue 100,677 50,000 20,000 20,000 Other Financing Sources 1,240,000 Total Revenues 5,013,9922,813,0403,223,9392,985,500 Expenditures Personnel 216,166338,287338,287 53,815 Operating 1,978,036 620,925116,883 Capital Outlay 1,411,564 172,324 Debt Service 325,744325,744 Total Operating 3,605,766664,0311,457,280170,698 Capital Improv. Projects 2,252,293175,1821,971,902 Total Expenditures 5,858,059839,2133,429,182170,698 Transfers Transfers Out (1,829,446)(2,254,095)(2,358,395)(2,732,143) Fund Balance - June 30 2,693,638$ 1$ 130,000$ 212,659$ 278 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND DOWNTOWN PROJECT AREA AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 11,932,774$ 504,882$ 783,920$ -$ Revenues Miscellaneous Revenue 20,243 20,000 15,818 10,000 Total Revenues 20,243 20,000 15,818 10,000 Expenditures Personnel 178,135 Operating1,743,6041,095,3001,374,33814,300 Total Expenditures1,743,6041,095,3001,374,338192,435 Transfers Transfers In 780,000574,600574,600586,250 Transfers Out (205,493)(205,493) Transfers In / Out 574,507574,600574,600380,757 Fund Balance - June 30 783,920$ 4,182$ -$ 198,322$ 279 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND OLD TOWN KERN-PIONEER AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 13,215,931$ 456,791$ 2,958,864$ 3,074$ Revenues Intergovernmental Revenues 600,000600,000 Miscellaneous 69,070 20,000 20,000 20,000 Total Revenues 69,070620,000620,000 20,000 Expenditures Personnel 42,817 42,817 64,352 Operating 731,1371,160,0003,662,073 Total Expenditures 731,1371,202,8173,704,890 64,352 Transfers Transfers In 580,000479,100479,100480,000 Transfers Out (175,000)(350,000)(350,000)(350,000) Transfers In / Out 405,000129,100129,100130,000 Fund Balance - June 30 2,958,864$ 3,074$ 3,074$ 88,722$ 280 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND SOUTHEAST PROJECT AREA AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 14,262,537$ 84,415$ 5,868,583$ 42,415$ Revenues Miscellaneous 105,000611,885550,000 50,000 Other Financing Sources 3,500,000950,000950,000 Total Revenues 3,605,0001,561,8851,500,000 50,000 Expenditures Personnel 218,736 Operating2,820,754281,9236,066,091 Total Operating2,820,754281,9236,066,091218,736 Capital Improv. Projects1,113,0771,113,077 Total Expenditures2,820,7541,395,0007,179,168218,736 Transfers Transfers In 950,300630,700735,000735,000 Transfers Out (128,500)(882,000)(882,000)(475,500) Transfers In / Out 821,800(251,300)(147,000)259,500 Fund Balance - June 30 5,868,583$ -$ 42,415$ 133,179$ 281 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND DOWNTOWN PROJECT AREA AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 18,409$ 8,409$ 8,409$ -$ Revenues Charges for Services 3,142,950 3,152,350 3,152,350 3,150,550 Total Revenues 3,142,950 3,152,350 3,152,350 3,150,550 Expenditures Operating Debt Service4,550,643 4,576,143 4,576,143 5,071,043 Total Expenditures 4,550,643 4,576,143 4,576,143 5,071,043 Transfers Transfers In 1,407,693 1,415,384 1,415,384 1,920,493 Fund Balance - June 30 8,409$ -$ -$ -$ 282 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND OLD TOWN KERN-PIONEER AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1-$ -$ -$ -$ Expenditures Debt Service 1,136,050 1,346,061 1,346,061 1,352,200 Total Expenditures 1,136,0501,346,0611,346,0611,352,200 Transfers Transfers In 1,136,0501,346,0611,346,0611,352,200 Fund Balance - June 30 -$ -$ -$ -$ 283 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND SOUTHEAST PROJECT AREA AmendedRevisedAdopted ActualBudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1-$ -$ -$ -$ Expenditures Debt Service 1,007,6462,505,3952,505,3952,472,643 Total Expenditures 1,007,6462,505,3952,505,3952,472,643 Transfers Transfers In 1,007,6462,505,3952,505,3952,472,643 Fund Balance - June 30 -$ -$ -$ -$ 284 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY MILL CREEK I-BANK LOAN / PROP 1C GRANT / MILL CREEK OLD TOWN KERN-PIONEER AmendedRevisedAdopted Actual BudgetEstimatesBudget 2009-102010-112010-112011-12 Fund Balance - July 1 -$ (77,541)$ -$ -$ Revenues Intergovernmental Revenue 10,847,20010,847,200 Miscellaneous Revenue 538 Other Financing Sources2,920,11073,591145,906 Total Revenues2,920,64810,920,79110,993,106 Expenditures Capital Improv. Projects 2,920,64810,842,71110,993,106 Total Expenditures2,920,64810,842,71110,993,106 Fund Balance - June 30 -$ 539$ -$ -$ 285 THIS PAGE INTENTIONALLY LEFT BLANK 286 CAPITAL IMPROVEMENTS REMOVE THIS PAGE 287 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 2 Capital Improvement Program Budget Highlights This memorandum highlights Capital Improvement Projects with a project budget of $100,000 or greater. Individual Capital Improvement Program Project Worksheets provide additional information for all Capital Improvement Projects. Thomas Roads Improvement Program (TRIP) Projects: TRIP projects comprise almost 60 percent of the total FY 11/12 Capital Improvement budget. The amount budgeted for TRIP projects totals $34,350,000. This is comprised of $21,734,115 in federal funds, $6,615,885 in traffic impact fee revenue as the source of the local match for the federal funds, and $6,000,000 in additional PG&E surcharge revenues that were designated for road projects by the City Council. The FY 11/12 Capital Improvement budget for TRIP projects are as follows: • 24th Street Widening (Design) - $1,570,000 • 24th Street Widening (Right-of-Way) - $12,500,000 • Hageman Flyover (Environmental / Preliminary Engineering) - $800,000 • Morning Drive / SR-178 Interchange (Design) - $1,400,000 • Oak & 24th Street Intersection Improvements (Design) - $1,570,000 • Oak & 24th Street Intersection Improvements (Right-of-Way) - $1,450,000 • Rosedale Widening (Environmental / Preliminary Engineering) - $3,560,000 • SR 178 Widening (Design) - $2,500,000 • Westside Parkway (Construction) – All Phases - $9,000,000 Community Development Block Grant Fund (CDBG): Fire Projects – CDBG funding is budgeted in the amount of $120,000 to paint the exterior and to install new windows at Fire Station No. 1. Public Works Projects – CDBG funding is budgeted for two Public Works projects as follows: • Curb & Gutter, California Avenue and P Street Area – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water. • Curb & Gutter, Oleander Area – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water. Parks Projects – CDBG funding is budgeted in the amount of $320,000 to construct a spray park at Central Park. 288 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 3 Bridge Rehabilitation: Gas Tax funds of $372,000 are budgeted for FY 2011-12 for the second of a two- phase project to repair the Oak Street bridge. This phase will replace the rest of the expansion joint gaskets and seal the bridge deck. The State of California inspection report for the bridge at Beale Avenue over the Union Pacific Railroad recommends reconstruction of the railings and other improvements to meet current standards. The project budget of $100,000 is funded 88.53 percent with federal funds and 11.47 percent with Gas Tax funds. Facility Improvements: Facility Improvements, funded with Capital Outlay funds, include: • Rabobank Arena / Convention Center Improvements will replace the stage lighting dimmer in the theater ($190,000) and re-roof the stage house at the Convention Center ($149,000). • City Hall South improvements will reroof the east wing of City Hall South. The north and west wings were recently reroofed. Many areas of the roof and flashing are deteriorating and water is ponding in several areas. Extensive temporary patching has been done to address several leaks. Park Improvements: The Beale Park Playground Rehabilitation and the Saunders Park Playground Rehabilitation Projects remove and replace existing playground equipment. Much of the existing play equipment is original to the parks and was installed in the late 1960’s. This project updates the play equipment. The funding source for the $232,000 Beale Park project is park development fees. The funding source for the $266,000 Saunders Park project is Capital Outlay funds. Public Safety Improvements: Capital Improvement Projects include: • Assistance to Firefighters Grant, Training Props ($213,621) – This project is funded 80 percent by the Federal Emergency Management Agency (FEMA) with the local match requirement of 20 percent funded with Capital Outlay funds. The Live-Fire Simulators allow firefighting personnel to safely train for flammable liquid fire and vehicle fire scenarios. 289 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 4 • Fire Department Self-Contained Breathing Apparatus Replacement ($1,200,000) – These units provide breathing oxygen necessary for carrying out interior firefighting and hazardous materials operations. Current units are experiencing increased repair issues, use outdated 1997 technology, and will be out of compliance with the National Fire Protection Association in January, 2013. Project funding source is Capital Outlay funds. • Microwave Radio Replacement ($130,000) – Existing microwave radio equipment is temporary, unlicensed equipment subject to interference. The new microwave equipment will transport multiple satellite radio receiver signals from Police Headquarters to both Plaza Towers and Fire Station No. 6. Project funding source is Capital Outlay funds. Reconstruction of Various Streets: The budget includes a Pavement Rehabilitation Project at various locations that directly ties to Council goals for the street maintenance program with funding from the following sources: Federal Transportation funds in the amount of $2,769,218 and Gas Tax funds, as the source of the local match, in the amount of $590,782. These projects will rehabilitate pavement on Truxtun Avenue from Mohawk Street to Oak Street, Harris Road from Ashe Road to Summer Springs Drive, as well as on Panama Lane from South H Street to SR99. Resurfacing Funds for Public Works Streets Division: The CIP budget includes Capital Outlay funds in the amount of $3,500,000 and Gas Tax (Proposition 42) funds in the amount of $848,841 for the Streets Division to continue street resurfacing/reconstruction work. This project also ties to Council goals for the street maintenance program. Sewer Projects: Capital Projects funded by Sewer Enterprise funds include: • Miscellaneous Improvements ($250,000 for Wastewater Treatment Plant No. 2 and $100,000 for Wastewater Treatment Plant No. 3) – Continuous year- round treatment of wastewater causes wastewater treatment facilities to wear down. Funds are necessary to do periodic capital improvements to make the facilities functional and safe. • Sewer Improvement on Mt. Vernon Avenue from East 3rd Street to Henley ($760,000) - This existing concrete line was constructed in 1954 and is in poor condition with deterioration showing exposed aggregates in the top of the pipe. The project will rehabilitate the existing pipe, extending its useful life. 290 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 5 • Sewer Stub Investigation ($100,000) - Project will investigate sewer line stubs to determine whether stubs were properly plugged. An action plan for correcting improperly constructed plugs will be developed. • Study, Storm Drain System ($150,000) - This project will evaluate the City’s existing storm sewer system for potential repairs and / or upgrades. Separate construction projects will be brought forward in future budgets upon completion of the report. • Wastewater Plant No. 2 Monitoring Well Installation ($110,000) - Ground water monitor wells at Wastewater Treatment Plant 2 are required by the Regional Water Quality Control Board. Additional wells must be installed to meet new wastewater discharge requirements. This is the final phase of the monitor well installation project. Four wells will be installed for a total of eight wells. • Wastewater Revenue Program Review ($175,000) - Project will review current wastewater rate structure to support funding of sewer operational, capital costs and bonded debt. The last Revenue Program was prepared in June 2001. With the recent expansion of Treatment Plant No. 3, the current Revenue Program should be updated. Solid Waste Projects: Significant Capital Improvement Projects budgeted with Refuse Collection funds include: • Upgrade to the existing compost product screening station to remove small glass pieces – $300,000. Per Agreement No. 08-087 with Kern County, 30 percent of this project’s cost will be funded by the County. • Replacement of the HVAC system at the Solid Waste Division - $187,000. The current HVAC system is over 30 years old and is unreliable and inefficient. Street Improvements: Significant street improvements for FY 2011/12 include: • Parkway Improvements on Stockdale Highway ($229,000) – Part of the Stockdale Highway street improvements included a sound wall between McDonald Way and Stine Road. This project will enhance this major arterial with landscaping and sidewalk improvements that will complement the new median island construction. This project is 88.53 percent federally-funded with the local match requirement of 11.47 percent budgeted within the Gas Tax Fund. 291 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 6 • Street Improvements on Allen Road at Brimhall Road ($676,000) – This project will add additional lanes on Allen Road and Brimhall Road. Project will be funded by traffic impact fees. • Street Improvements on Buena Vista Road from Campus Park Drive to White Lane ($581,000) – This project will add an additional southbound lane to Buena Vista Road. Project will be funded by traffic impact fees. Traffic Signal Coordination: Capital Improvement Projects for traffic signal coordination include Traffic Operations Center Upgrade, Signal Synchronization / Communication at various locations, and Traffic Signal Interconnect. These projects expand the City’s signal communication network by improving signal timing. Improved signal timing improves air quality by reducing traffic congestion and traffic emissions. Federal Congestion Management Air Quality (CMAQ) funds 88.53 percent of each project’s costs with the local match requirement of 11.47 percent funded by the Gas Tax Fund. Specific Traffic Signal Coordination projects include: • Traffic Operations Center ($393,750) – Project includes relocating and upgrading the City Operations Center and communication network. • Signal Synchronization / Communication Projects at: o Chester Avenue from Truxtun Avenue to Columbus Street - $234,910. o Coffee Road from Truxtun Avenue to Hageman Road - $333,060. o Gosford Road from Stockdale Highway to White Lane - $295,300. • Traffic Signal Interconnect ($172,500) – Interconnect will be installed on White Lane, from Gosford Road to Ashe Road. Traffic Signals: There are two new traffic signal projects in the CIP. The budget includes federal funds with the match from Transportation Development funds to install a new traffic signal at the intersection of Panama Lane and Reliance Drive. $185,030 of the project’s cost will be federally funded with a local match of $23,970. In addition, Traffic Development funds will be used to install a new traffic signal at the intersection of Olive Drive and Old Farm Road. $209,000 is included in the budget for this signal project. 292 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 7 Water Resources Projects: Significant projects for the Water Resources Department include: • Kern River Head Gate Improvements ($100,000) – Original head gates were constructed in 1962 and are in need of major reconstruction. Project is funded with Agricultural Water funds. • Pump Stations Upgrades ($250,000) – This project upgrades the City’s older well pump and motors as part of a multi-year project. Project is funded with Domestic Water funds. • River Grade Control Structures ($550,000) – Significant scouring and degrading of the river at 24th Street Bridge and Highway 99 has exposed existing pipeline utilities and pile caps at Coffee Road Weir. Project is funded 50 percent with Agricultural Water funds and 50 percent with Domestic Water funds. • Service Connection Replacement Program ($460,000) – Project includes scheduled replacement of older service connections. Project is funded with Domestic Water funds. • Water Main Extensions ($1,100,000) – New water main extensions are required to loop our domestic water system so water can flow more efficiently. Project is funded with Domestic Water funds. • Water Well Column Extensions ($200,000) – Over the years the water level in our local groundwater basin has been dropping due to lack of water being recharged in the Kern River. Fifteen of the City's water wells are in danger of not being able to pump water because the groundwater levels are near the bottom of pumps, which are located in the wells deep below the ground. This project will lower the pumps in the wells to ensure that they are well below the current groundwater levels. Project is funded with Domestic Water funds. • Wellhead Facilities Upgrade ($1,990,000) – Several projects are required to improve water production and treatment operations at various well sites within the system. Project is funded with Domestic Water funds. Other Capital Improvement Projects: Significant Capital Improvement Projects outside the above-referenced categories include: • Pavement Management System ($200,000) - This project replaces the 15 year old current pavement management system which is now outdated because of new technology. Funding source for this project is Gas Tax funds. 293 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 8 • Narrow Banding of Communication Equipment ($225,000) – This is the final year of a multi-year project to replace old broadband infrastructure equipment (receivers, comparators, and repeaters) to comply with the FCC required narrow band capacity. The conversion must be completed by December 2012. A total of 15 City channels are impacted including Police, Fire, Public Works, and the Water Departments. Funding source for this project is Capital Outlay funds. Summary Staff is pleased to present the Capital Improvement Program budget five-year plan for 2011-2016, and the adopted FY 2011-12 Capital Improvement Program budget. The projects contained within these budgets represent a wide range of improvements to our infrastructure that will ensure the sustainability of our City facilities, enhance the aesthetics of our community, and provide safety to our residents. 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 all staff involved in preparation, managing, and monitoring of the City of Bakersfield’s Capital Improvement Program. 294 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. In addition to property taxes and sales taxes, the CIP 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. 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 planning period. 295 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 modify, 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. Future operating costs are considered when capital projects are reviewed and proposed for funding. 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 2011-2016 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program and five-year budget for the City of Bakersfield for fiscal years 2011-2016 was adopted on June 29, 2011. 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 four broad initiatives: • Enhancing the City’s transportation network; • Support of new growth and development; 296 Capital Improvement Program Overview continued • Maintenance and construction of new City facilities; and, • Implementation of these initiatives without impacting previously approved capital projects. Enhancing the City’s Transportation Network The City Council has continued its commitment to maintain and reconstruct streets and roads in the FY 2011-12 CIP. Approximately $15.2 million is budgeted to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $2,769,218 (T2K218); a local match of $590,782 from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund (T2K218); $3.5 million of one-time Capital Outlay Funds (T2K204); and, $848,841 of Prop 42 funds (T2K204). In addition, the Operating Budget includes $7.5 million for street materials and operating costs. Operating Budget Impact – Approximately $7.5 million has been budgeted in the City’s Operating Budget for street materials and operating costs associated with these projects. TRAFFIC SIGNAL COORDINATION – Five projects to expand the City’s signal communication network will be funded 88.53 percent with federal Congestion Management Air Quality (CMAQ) funds and 11.47 percent with Gas Tax funds. 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. NEW TRAFFIC SIGNALS – Two new traffic signal projects are included in the CIP. The signal at the intersection of Panama Road and Reliance Drive will be funded predominantly with federal funds with the match from Transportation Development funds. The signal at the intersection of Olive Drive and Old Farm Road will be funded with Transportation Development funds. Operating Budget Impact – Each signal will create additional operating and maintenance costs in the amount of $2,700 for FY 2011-12. TRIP - The Thomas Roads Improvement Program (TRIP), a division within the Public Works Department, has been working on the federally funded transportation projects the City is pursuing, 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. Other than the Westside Parkway discussed below, the TRIP projects are still in the environmental and design 297 Capital Improvement Program Overview continued phases and so have no impacts themselves to the FY 2011-12 operating budget. However, State Route 178 (23rd and 24th Streets) between the Kern River and M Street was relinquished by Caltrans to the City this past June to allow for the upcoming TRIP widening project for this roadway. This relinquishment results in the City now being responsible to maintain about two miles of roadway and nine traffic signals which were formerly the responsibility of Caltrans. T9WP00 - WESTSIDE PARKWAY – The City and KernCOG have been working with the California Transportation Commission (CTC) regarding the phasing of and funding for the construction of the Westside Parkway, and how that phasing/funding is identified in the State Transportation Improvement Program (STIP). $9,000,000 is budgeted in the FY 2011-12 CIP for the Westside Parkway project. These funds are to ensure completion of the segments of the project from Truxtun Avenue to Allen Road. Operating Budget Impact – Phase 1 of the Westside Parkway Project, Mohawk Street from Truxtun Avenue to Rosedale Highway, was completed June 30, 2011. Phase 1 includes 1.5 miles of new asphalt six-lane arterial street, four new bridge structures and three new traffic signals. Most of the Westside Parkway Project is currently planned to ultimately become part of the State of California highway system shortly after its completion, at which time the State (Caltrans) would assume the responsibility to maintain the facility. However, most of the Mohawk Street improvements constructed with Phase 1 will not be taken over by the State and will continue to be the maintenance responsibility of the City. There will be no other impacts on the Operating Budget until FY 2012-13 when the initial freeway portion of the Project is anticipated to be completed. At that time, 6.2 miles of new concrete 6-lane freeway and 15 associated traffic signals and a number of bridge structures will become the City’s responsibility to maintain. However, as these roadway facilities will be new, initial maintenance costs should be low, thereby having minimal impacts on the Operating Budget until such time as Caltrans takes over the facility. At that time, the State will then be responsible for the facility’s maintenance costs. 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. T1K214 - STREET IMPROVEMENT AT ALLEN ROAD AND BRIMHALL ROAD; T1K224 – STREET IMPROVEMENT AT BUENA VISTA ROAD FROM CAMPUS PARK DRIVE TO WHITE LANE – These two projects will add additional lanes because of increased traffic volumes. 298 Capital Improvement Program Overview continued Operating Budget Impact – Impact to Operating Budget will be minimal. There will be additional lane lines for General Services’ staff to periodically refresh. Streets Section will have additional pavement surface to maintain; however, the impact will be several years away Domestic Water Infrastructure Water Improvements: • E6J007 – WATER MAIN EXTENSIONS – New water main extensions are required to ensure adequate water pressure throughout the system and to loop the system so water will flow more efficiently. • E1J102 – WELLHEAD FACILITIES UPGRADE – Several projects are required to install granular activated carbon (GAC) treatment facilities at various well sites to improve water production and treatment operations within the system. • E5J102 – PUMP STATION UPGRADES – This project will upgrade several older oil-lubricated well pumps and motors to new energy efficient water lubricated pumps. The elimination of food-grade oil in these pumps will reduce unwanted bacteriological growth in the wells. Operating Budget Impact – Additional operating costs for these projects will be minor. Installation of additional domestic water infrastructure will not significantly change operation and maintenance costs for the domestic water system because the City’s Operation and Maintenance Contractor (California Water Service Co.) charges a monthly flat fee, per contract, of $11.59 per connection. Maintenance and Construction of City Facilities Investment in City facilities is a goal of the 2011-16 CIP. P2C301 – SPLASH PAD AT CENTRAL PARK – This project will replace a public swimming pool that was removed from Central Park several years ago. The spray park requires no staffing and allows for an extended season as opposed to swimming pool operations. Operating Budget Impact – Annual operating costs for this Spray Park feature is estimated at $18,000. These costs will be funded by the General Fund. T9K119 – REPAIR OF OAK STREET BRIDGE – This project is necessary to maintain the bridge structure. The first phase will replace the major expansion joint gaskets and repair some damaged concrete. The second phase will replace the rest of the expansion joint gaskets and seal the bridge deck. 299 Capital Improvement Program Overview continued Operating Budget Impact – Construction of this project will improve the existing street. It will not increase expenditures in the Operating Budget. Without the project, city staff from the Streets Division would be called out to do some minor repairs from time to time. The project will minimize that work by the Streets Section. E2K206 – SEWER REHABILITATION, MT VERNON AVENUE FROM EAST 3RD STREET TO HENLEY – This project will rehabilitate a portion of the sewer lines that has deteriorated. Operating Budget Impact - This project will rehabilitate this sewer line before it becomes a maintenance problem. It will not increase expenditures in the Operating Budget. However, deferral of this project could negatively impact the Operating Budget as maintenance issues are addressed. P3H213 – FIRE DEPARTMENT SELF-CONTAINED BREATHING APPARATUS (SCBA) REPLACEMENT – This project will replace SCBAs for the Fire Department. Current SCBAs experience increased repair issues and use outdated technology. Operating Budget Impact – Nominal positive impact on Operating budget since there will be a decrease in repair costs with replacement of the units. CIP Projects Recently Completed or Soon to be Completed: The following address the impacts on the Operating Budget of several major projects that have been previously or will be completed in FY 2011-12. P8C227 – CITY IN THE HILLS PARK – This 9-acre park is located in the Northeast at City Hills Drive and Vineland. This park will include tennis courts, basketball courts, sand-volleyball courts, children’s playground, picnic facilities, shade structure, safety lighting, outdoor exercise equipment, and a perimeter walking path. Construction is scheduled to be completed in September 2011. Operating Budget Impact - Annual operating costs for this Park is estimated at $200,000. These costs will be funded by a combination of General Fund dollars and Consolidated Maintenance District property assessments. P7C727 – GREYSTONE PARK – This 8-acre park is located in the Southwest at Mountain Vista and Harris Road, adjacent to Fire Station #14. Amenities include a splash pad, basketball courts, restroom, playground, reservable covered picnic area, energy saving LED walkway, and a parking lot off of Maintain Vista. This Park was completed in June 2011. 300 Capital Improvement Program Overview continued Operating Budget Impact - Annual operating costs for this Parks are estimated at $201,000. These costs will be funded by a combination of General Fund dollars and Consolidated Maintenance District property assessments. E0K214 – WASTEWATER TREATMENT PLANT NO. 3 SOLAR PROJECT – The one- megawatt photovoltaic system at Wastewater Treatment Plant No. 3 is anticipated to become operational in September 2011. This project was funded 54% with a U.S. Department of Energy American Recovery and Reinvestment Act (ARRA) grant and 46% with rebates from PG&E’s California Solar Initiative. Operating Budget Impact – This project will yield an annual electrical savings of $220,000 annually. This savings has been incorporated into the electrical operating budget for FY 2011-12. P9K119 – LANDSCAPE IMPROVEMENTS, BAKERSFIELD MUNICIPAL AIRPORT – This project consists of landscape improvements on two parcels fronting on South Union Avenue. This project is scheduled to be completed in November 2011. Operating Budget Impact – Annual costs to maintain the installed landscaping will be funded with General Aviation funds. Annual costs are estimated at $3,600. P0C120 – Mill Creek Linear Park Sister City Gardens Phase A – This project will construct new landscape improvements adjacent to the Mill Creek Linear Park walking path, located on the southeast corner of the intersection of the path with 18th Street in downtown Bakersfield. The project will include decorative stamped concrete pavement, decorative lighting, shade structures, decorative water fountain pool with stone and tile veneer, trellis work, landscaping, and irrigation. Landscaping was chosen to reflect the type of landscape which reflects the Sister City region that is being represented at the sites. This project is scheduled to be completed April 2012. Operating Budget Impact – Because of the unique amenities for the Sister City Gardens Project, determining the Operating Budget impact of this Project is difficult to estimate at this time. However, the General Fund will provide the funding source for the operating costs. FINANCIAL SUMMARIES The following pages contain financial summaries and additional information pertaining to the adopted 2011-2016 Capital Improvement Program Five-Year Plan. Information contained in the following tables are: • Summary by Department; • Funding Summary; and, 301 Capital Improvement Program Overview continued • 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 2011-2016 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. 302 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 C. I . P . S U M M A R Y B Y F U N D TO T A L : $ 5 7 , 7 1 4 , 9 8 2 Ag r i c u l t u r a l a n d Do m e s t i c W a t e r F u n d s $4 , 7 9 5 , 0 0 0 8 . 3 % Ca p i t a l O u t l a y F u n d $1 2 , 2 4 6 , 6 2 1 2 1 . 2 % Co m m u n i t y De v e l o p m e n t B l o c k Gr a n t $ 1 , 4 4 0 , 0 0 0 2 . 5 % Fe d e r a l T r a n s p o r t a t i o n Fu n d $ 4 , 5 6 4 , 7 3 9 7 . 9 % Ga s T a x F u n d $2 , 3 3 7 , 7 5 2 4 . 0 % Ot h e r $ 8 6 , 9 0 0 0 . 2 % Pa r k I m p r o v e m e n t F u n d $2 3 2 , 0 0 0 0 . 4 % Re f u s e C o l l e c t i o n F u n d $5 2 7 , 0 0 0 0 . 9 % Se w e r E n t e r p r i s e F u n d $1 , 6 4 5 , 0 0 0 2 . 9 % Th o m a s R o a d s G r a n t Fu n d i n g $ 2 1 , 7 3 4 , 1 1 5 37 . 7 % Tr a n s p o r t a t i o n De v e l o p m e n t F u n d $8 , 1 0 5 , 8 5 5 1 4 . 0 % 303 304 305 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N 20 1 1 - 2 0 1 6 SU M M A R Y B Y D E P A R T M E N T De p a r t m e n t FY 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 To t a l Fi r e 1, 6 6 5 , 6 2 1 $ - $ - $ - $ - $ 1, 6 6 5 , 6 2 1 $ Pu b l i c W o r k s 50 , 4 3 6 , 3 6 1 26 2 , 2 0 0 , 7 0 4 13 0 , 7 4 3 , 0 0 0 5, 0 0 6 , 0 0 1 44 3 , 1 3 1 , 0 0 0 89 1 , 5 1 7 , 0 6 6 Re c r e a t i o n a n d P a r k s 81 8 , 0 0 0 81 8 , 0 0 0 Wa t e r R e s o u r c e s 4, 7 9 5 , 0 0 0 2 , 7 8 5 , 0 0 0 2 , 7 8 5 , 0 0 0 1 , 7 0 5 , 0 0 0 1 , 7 0 5 , 0 0 0 1 3 , 7 7 5 , 0 0 0 To t a l 57 , 7 1 4 , 9 8 2 $ 26 4 , 9 8 5 , 7 0 4 $ 13 3 , 5 2 8 , 0 0 0 $ 6, 7 1 1 , 0 0 1 $ 44 4 , 8 3 6 , 0 0 0 $ 90 7 , 7 7 5 , 6 8 7 $ 306 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N 20 1 1 - 2 0 1 6 FU N D I N G S U M M A R Y So u r c e F u n d Fu n d i n g S o u r c e D e s c r i p t i o n F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l AW F 4 3 1 A g r i c u l t u r a l W a t e r F u n d 47 5 , 0 0 0 $ 10 0 , 0 0 0 $ 10 0 , 0 0 0 $ 10 0 , 0 0 0 $ 10 0 , 0 0 0 $ 87 5 , 0 0 0 $ CD B G 1 1 1 C o m m u n i t y D e v e l o p m e n t B l o c k G r a n t 1 , 4 4 0 , 0 0 0 1, 4 4 0 , 0 0 0 CO F 3 1 1 / 3 1 6 / 3 1 7 C a p i t a l O u t l a y F u n d 12 , 2 4 6 , 6 2 1 2 , 0 8 8 , 7 0 0 1 2 5 , 0 0 0 2 4 0 , 0 0 0 1 2 5 , 0 0 0 1 4 , 8 2 5 , 3 2 1 DW F 4 4 1 D o m e s t i c W a t e r F u n d 4, 3 2 0 , 0 0 0 2 , 6 8 5 , 0 0 0 2 , 6 8 5 , 0 0 0 1 , 6 0 5 , 0 0 0 1 , 6 0 5 , 0 0 0 1 2 , 9 0 0 , 0 0 0 EM F 5 1 1 E q u i p m e n t M a n a g e m e n t F u n d 26 , 4 0 0 26 , 4 0 0 FT F 1 2 1 F e d e r a l T r a n s p o r t a t i o n F u n d 4, 5 6 4 , 7 3 9 4, 5 6 4 , 7 3 9 GA F 4 5 1 G e n e r a l A v i a t i o n F u n d 60 , 5 0 0 4 0 , 0 0 0 10 0 , 5 0 0 GT F 1 5 1 G a s T a x F u n d 2, 3 3 7 , 7 5 2 20 9 , 0 0 0 2, 5 4 6 , 7 5 2 PI F 3 2 1 P a r k I m p r o v e m e n t F u n d 23 2 , 0 0 0 23 2 , 0 0 0 RC F 4 2 1 R e f u s e C o l l e c t i o n F u n d 52 7 , 0 0 0 52 7 , 0 0 0 SE F 4 1 1 / 4 1 2 S e w e r E n t e r p r i s e F u n d 1, 6 4 5 , 0 0 0 1 , 2 1 1 , 0 0 0 1 5 , 0 3 4 , 0 0 0 2 , 2 9 3 , 0 0 0 3 5 0 , 0 0 0 2 0 , 5 3 3 , 0 0 0 TD F 3 3 1 / 3 3 5 T r a n s p o r t a t i o n D e v e l o p m e n t F u n d 8, 1 0 5 , 8 5 5 4 3 , 3 7 8 , 0 7 2 1 0 7 , 4 3 0 , 5 9 8 1 , 8 0 5 , 6 0 9 2 3 2 , 5 1 6 , 1 6 2 3 9 3 , 2 3 6 , 2 9 6 TR I P 1 2 2 / 1 2 3 / 1 2 4 T h o m a s R o a d s I m p r o v e m e n t F u n d 2 1 , 7 3 4 , 1 1 5 2 1 5 , 4 8 2 , 9 3 2 7 , 9 4 4 , 4 0 2 6 6 7 , 3 9 2 2 1 0 , 1 3 9 , 8 3 8 4 5 5 , 9 6 8 , 6 7 9 To t a l 57 , 7 1 4 , 9 8 2 $ 26 4 , 9 8 5 , 7 0 4 $ 1 3 3 , 5 2 8 , 0 0 0 $ 6 , 7 1 1 , 0 0 1 $ 44 4 , 8 3 6 , 0 0 0 $ 9 0 7 , 7 7 5 , 6 8 7 $ No r t h B a k e r s f i e l d R e c r e a t i o n a n d P a r k s D i s t r i c t - $ - $ 307 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S (TR I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l Cu r r e n t Y e a r P r o p o s e d P r o j e c t s : P2 K 2 0 7 A I R P O R T - P N T S H A D P R T / H N G R S 1 G A F 4 5 1 40 , 0 0 0 $ 40 , 0 0 0 $ - $ - $ - $ 80 , 0 0 0 $ P2 K 2 0 6 A I R P O R T - R E P L A C E B E A C O N 1 G A F 4 5 1 2 0 , 5 0 0 20 , 5 0 0 T2 K 2 2 0 B D G R A I L I N G B E A L E / U P R R 2 G T F 1 5 1 1 1 , 4 7 0 11 , 4 7 0 T2 K 2 2 0 B D G R A I L I N G B E A L E / U P R R 2 I S T E A 1 2 1 8 8 , 5 3 0 88 , 5 3 0 P2 K 2 1 8 B I K E P A T H C A L L O W A Y W E I R 3 G T F 1 5 1 7, 1 1 1 7, 1 1 1 P2 K 2 1 8 B I K E P A T H C A L L O W A Y W E I R 3 I S T E A 1 2 1 5 4 , 8 8 9 54 , 8 8 9 P2 K 2 0 8 C O N V C T R D I M M E R P A N E L 2 C O F 3 1 1 1 9 0 , 0 0 0 19 0 , 0 0 0 P2 K 2 1 5 C O N V C T R R E R O O F S T A G E H S E 2 C O F 3 1 1 1 4 9 , 0 0 0 14 9 , 0 0 0 T2 K 2 0 0 C U R B & G U T T E R - C A L I F & P 1 C D B G 1 1 1 5 0 0 , 0 0 0 50 0 , 0 0 0 T2 K 2 0 1 C U R B & G U T T E R - O L E A N D E R 2 C D B G 1 1 1 5 0 0 , 0 0 0 50 0 , 0 0 0 P2 K 2 0 1 G L A S S R E M O V A L S C R E E N 1 R C F 4 2 1 3 0 0 , 0 0 0 30 0 , 0 0 0 P2 K 2 0 3 G R I N D E R S T A T I O N C O V E R 1 R C F 4 2 1 4 0 , 0 0 0 40 , 0 0 0 Q2 K 2 0 1 M / W R A D I O R E P L P L Z T W & F S 6 1 , 2 , 7 C O F 3 1 1 1 3 0 , 0 0 0 13 0 , 0 0 0 T2 K 2 1 4 M E D I A N M A I N P L A Z A 4 G T F 1 5 1 6 6 , 1 0 0 66 , 1 0 0 T2 K 2 2 4 M I S C C O N C R E T E C O N S T R U C T I O C I T Y W I G T F 1 5 1 2 5 , 0 0 0 25 , 0 0 0 Q0 K 1 0 3 N A R R O W B A N D R A D I O C H A N N E L S V A R I O UCO F 3 1 1 2 2 5 , 0 0 0 22 5 , 0 0 0 T2 K 2 1 2 P A R K W A Y I M P S T O C K D A L E H W Y 1 G T F 1 5 1 2 7 , 4 8 0 27 , 4 8 0 T2 K 2 1 2 P A R K W A Y I M P S T O C K D A L E H W Y 1 I S T E A 1 2 1 2 0 1 , 5 2 0 20 1 , 5 2 0 Q2 K 2 0 3 P A V E M E N T M A N A G E M N T S Y S T E M N / A G T F 1 5 1 2 0 0 , 0 0 0 20 0 , 0 0 0 E2 K 2 0 1 P L A N T 2 M I S C I M P R O V E M E N T S 1 S E F 4 1 1 2 5 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 1, 2 5 0 , 0 0 0 E2 K 2 1 4 P L A N T 3 M I S C I M P R O V E M E N T S 6 S E F 4 1 2 1 0 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 50 0 , 0 0 0 T2 K 2 1 8 P V M T R E H A B F Y 1 1 - 1 2 R S T P 2, 6 , 7 G T F 1 5 1 5 9 0 , 7 8 2 59 0 , 7 8 2 T2 K 2 1 8 P V M T R E H A B F Y 1 1 - 1 2 R S T P 2, 6 , 7 I S T E A 1 2 1 2 , 7 6 9 , 2 1 8 2, 7 6 9 , 2 1 8 T9 K 1 1 9 R E P A I R O F O A K S T B R I D G E 2 G T F 1 5 1 3 7 2 , 0 0 0 37 2 , 0 0 0 P2 K 2 1 1 R E P L C O O L I N G T O W E R - C H S 2 C O F 3 1 1 8 0 , 0 0 0 80 , 0 0 0 308 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S (TR I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l Cu r r e n t Y e a r P r o p o s e d P r o j e c t s ( C o n t i n u e d ) : T1 K 2 1 5 R E P L C F A I L D / D A M A G E S T L T S V A R I O UCO F 3 1 1 2 5 , 0 0 0 $ 2 5 , 0 0 0 $ 2 5 , 0 0 0 $ 2 5 , 0 0 0 $ 2 5 , 0 0 0 $ 1 2 5 , 0 0 0 $ P2 K 2 1 7 R E P L C E A / C - B L D G " A " 2 R C F 4 2 1 1 8 7 , 0 0 0 18 7 , 0 0 0 P2 K 2 1 4 R E P L C E O V R H D D R S A T F L E E T 2 E M F 5 1 1 2 6 , 4 0 0 26 , 4 0 0 P2 K 2 1 3 R E R O O F C I T Y H A L L S O U T H 2 C O F 3 1 1 1 2 1 , 0 0 0 12 1 , 0 0 0 T2 K 2 0 4 R E S U R F A C I N G S T R E E T S D I V V A R I O UCO F 3 1 1 3 , 5 0 0 , 0 0 0 3, 5 0 0 , 0 0 0 T2 K 2 0 4 R E S U R F A C I N G S T R E E T S D I V V A R I O UGT F 1 5 1 8 4 8 , 8 4 1 84 8 , 8 4 1 E2 K 2 0 2 S E W E R S T U B I N V E S T I G A T I O N 4 , 5 S E F 4 1 2 1 0 0 , 0 0 0 10 0 , 0 0 0 T2 K 2 0 5 S I G M O D M I S C E L L A N E O U S V A R I O UGT F 1 5 1 2 5 , 0 0 0 25 , 0 0 0 T2 K 2 1 3 S I G N E W O L I V E D R / O L D F A R M 4 T D F 3 3 1 2 0 9 , 0 0 0 20 9 , 0 0 0 T2 K 2 0 6 S I G N E W P A N A M A / R E L I A N C E 6 I S T E A 1 2 1 1 8 5 , 0 3 0 18 5 , 0 3 0 T2 K 2 0 6 S I G N E W P A N A M A / R E L I A N C E 6 T D F 3 3 1 2 3 , 9 7 0 23 , 9 7 0 T2 K 2 0 9 S I G N A L S Y N C H / C O M M C H E S T E R 2 G T F 1 5 1 2 6 , 9 4 5 26 , 9 4 5 T2 K 2 0 9 S I G N A L S Y N C H / C O M M C H E S T E R 2 I S T E A 1 2 1 20 7 , 9 6 5 20 7 , 9 6 5 T2 K 2 1 0 S I G N A L S Y N C H / C O M M C O F F E E 4 G T F 1 5 1 3 8 , 2 0 2 38 , 2 0 2 T2 K 2 1 0 S I G N A L S Y N C H / C O M M C O F F E E 4 I S T E A 1 2 1 2 9 4 , 8 5 8 29 4 , 8 5 8 T2 K 2 1 1 S I G N A L S Y N C H / C O M M G O S F O R D 5 G T F 1 5 1 3 3 , 8 7 1 33 , 8 7 1 T2 K 2 1 1 S I G N A L S Y N C H / C O M M G O S F O R D 5 I S T E A 1 2 1 2 6 1 , 4 2 9 26 1 , 4 2 9 T1 K 2 1 4 S T I M P A L L E N @ B R I M H A L L 4 T D F 3 3 1 6 7 6 , 0 0 0 67 6 , 0 0 0 T1 K 2 2 4 S T I M P B V - C M P S P R K T O W H I 5 T D F 3 3 1 5 8 1 , 0 0 0 58 1 , 0 0 0 TZ K 2 0 8 S T L I G H T S - T R A C T 2 5 4 8 5 C O F 3 1 1 1 5 , 0 0 0 27 5 , 0 0 0 29 0 , 0 0 0 E2 K 2 0 9 S T U D Y : S T O R M D R A I N S Y S T E M C I T Y W I S E F 4 1 1 7 5 , 0 0 0 75 , 0 0 0 E2 K 2 0 9 S T U D Y : S T O R M D R A I N S Y S T E M C I T Y W I S E F 4 1 2 7 5 , 0 0 0 75 , 0 0 0 E2 K 2 0 6 S W R R H B M T V E R N O N 3 R D H E N 1 S E F 4 1 1 7 6 0 , 0 0 0 76 0 , 0 0 0 T2 K 2 0 7 T O C U P G R A D E N/ A G T F 1 5 1 4 5 , 1 6 4 45 , 1 6 4 309 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S (TR I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l Cu r r e n t Y e a r P r o p o s e d P r o j e c t s ( C o n t i n u e d ) : T2 K 2 0 7 T O C U P G R A D E N/ A I S T E A 1 2 1 3 4 8 , 5 8 6 34 8 , 5 8 6 T2 K 2 0 8 T R S I G I N T E R C W H I T E L N 5, 6 G T F 1 5 1 1 9 , 7 8 6 $ - $ - $ - $ - $ 19 , 7 8 6 $ T2 K 2 0 8 T R S I G I N T E R C W H I T E L N 5, 6 I S T E A 1 2 1 1 5 2 , 7 1 4 15 2 , 7 1 4 E2 K 2 0 5 W W R E V P R O G R A M R E V I E W 1 - 7 S E F 4 1 2 1 7 5 , 0 0 0 17 5 , 0 0 0 E2 K 2 0 3 W W T P 2 M O N I T W E L L I N S T A L L 1 S E F 4 1 1 1 1 0 , 0 0 0 11 0 , 0 0 0 To t a l C u r r e n t Y e a r P r o p o s e d P r o j e c t s 16 , 0 8 6 , 3 6 1 $ 69 0 , 0 0 0 $ 37 5 , 0 0 0 $ 37 5 , 0 0 0 $ 37 5 , 0 0 0 $ 17 , 9 0 1 , 3 6 1 $ Fu t u r e Y e a r P r o p o s e d P r o j e c t s : P0 K 2 1 2 A R E N A / I C E C T R - C O M P R S S O R S 2 C O F 3 1 1 - $ - $ - $ 75 , 0 0 0 $ - $ 75 , 0 0 0 $ PZ K 1 0 8 A U T O H V A C C N T R L S Y S 2 C O F 3 1 1 43 5 , 0 0 0 43 5 , 0 0 0 T3 K 0 4 1 B R G C O N S T , H O S K I N G A T 9 9 7 T D F 3 3 1 2, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 PZ K 2 0 3 C H N E L E V A T O R R E H A B 2 C O F 3 1 1 14 0 , 0 0 0 14 0 , 0 0 0 PZ K 2 0 0 E M E R G E N R A T R @ 1 6 0 0 T R X T U N 2 C O F 3 1 1 30 0 , 0 0 0 30 0 , 0 0 0 TZ K 2 0 7 P A I N T D E C O R A T I V E L I G H T S 2 C O F 3 1 1 27 , 7 0 0 27 , 7 0 0 P0 K 2 1 1 R A B O A R E N A / C C M I S C I M P R O V 2 C O F 3 1 1 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 40 0 , 0 0 0 P1 K 2 0 3 R E C O A T C H N V I S I T O R P A R K N G 2 C O F 3 1 1 40 , 0 0 0 40 , 0 0 0 PZ K 2 0 1 R E P L C E H V A C A T C H N 2 C O F 3 1 1 35 0 , 0 0 0 35 0 , 0 0 0 PZ K 2 0 2 R E - R O O F C I T Y H A L L A N N E X 2 C O F 3 1 1 17 6 , 0 0 0 17 6 , 0 0 0 PZ K 2 0 4 R E - R O O F C I T Y H A L L N O R T H 2 C O F 3 1 1 26 0 , 0 0 0 26 0 , 0 0 0 E9 K 1 0 7 S E W E R L I F T R E H A B 2 4 T H / O A K 3 S E F 4 1 1 1, 9 4 3 , 0 0 0 1, 9 4 3 , 0 0 0 EZ K 2 0 3 S E W R L I F T S T A H A G E M A N / J E W 4 S E F 4 1 2 25 5 , 0 0 0 25 5 , 0 0 0 EZ K 2 0 4 S E W R L I F T S T A O L I V E / C A L L O 4 S E F 4 1 2 25 5 , 0 0 0 25 5 , 0 0 0 TZ K 2 0 4 S I G N E W A R R O W / S I L L E C T 3 G T F 1 5 1 20 9 , 0 0 0 20 9 , 0 0 0 310 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S (TR I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j. Pr o jec t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l Fu t u r e Y e a r P r o p o s e d P r o j e c t s ( C o n t i n u e d ) : TZ K 2 1 5 S T I M P B E R K S H I R E E S T I N E 7 T D F 3 3 1 - $ 7 4 , 0 0 0 $ - $ - $ - $ 7 4 , 0 0 0 $ T1 K 2 1 6 S T I M P C O F F E E / G O E S L I N G 4 T D F 3 3 1 20 7 , 0 0 0 20 7 , 0 0 0 TZ K 2 1 6 S T I M P H O S K I N G W / O F W I B L E 7 T D F 3 3 1 20 1 , 0 0 0 65 0 , 0 0 0 85 1 , 0 0 0 TZ K 2 1 7 S T I M P H O S K I N G / M O N / U N I O N 7 T D F 3 3 1 10 0 , 0 0 0 16 7 , 0 0 0 59 1 , 0 0 0 85 8 , 0 0 0 T7 K 1 4 0 S T I M P H O S K I N G / W B L / H G H 7 T D F 3 3 1 18 7 , 0 0 0 29 1 , 0 0 0 25 0 , 0 0 0 72 8 , 0 0 0 TZ K 2 1 8 S T I M P R O L D R I V E R R D 5 T D F 3 3 1 57 7 , 0 0 0 57 7 , 0 0 0 T7 K 1 1 5 S T I M P R O V S T I N E 6, 7 T D F 3 3 1 10 0 , 0 0 0 40 0 , 0 0 0 66 0 , 0 0 0 1, 1 6 0 , 0 0 0 EZ K 2 0 8 S W R R H B B R U N D A G E , A T O C H E 1 , 2 S E F 4 1 1 12 9 , 0 0 0 12 9 , 0 0 0 EZ K 2 0 1 S W R R H B C A L I F , P T O U N I O N 1 , 2 S E F 4 1 1 68 4 , 0 0 0 68 4 , 0 0 0 EZ K 2 0 5 S W R R H B M I N G , C A S T R T O C H S 1 , 7 S E F 4 1 1 22 2 , 0 0 0 22 2 , 0 0 0 EZ K 2 0 0 W W T P # 4 L A N D A Q U I S I T I O N U N K N OSE F 4 1 2 14 , 0 0 0 , 0 0 0 14 , 0 0 0 , 0 0 0 To t a l F u t u r e Y e a r P r o p o s e d P r o j e c t s - $ 4 , 0 9 5 , 7 0 0 $ 16 , 9 9 3 , 0 0 0 $ 3, 6 6 6 , 0 0 0 $ 1, 6 0 1 , 0 0 0 $ 26 , 3 5 5 , 7 0 0 $ To t a l C u r r e n t & F u t u r e Y e a r P r o p o s e d P r o j e c t s 16 , 0 8 6 , 3 6 1 $ 4, 7 8 5 , 7 0 0 $ 17 , 3 6 8 , 0 0 0 $ 4, 0 4 1 , 0 0 0 $ 1, 9 7 6 , 0 0 0 $ 44 , 2 5 7 , 0 6 1 $ 311 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PUBL I C WORK S: TR I P Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l Cu r r e n t Y e a r P r o p o s e d P r o j e c t s : TR R H 3 2 2 4 T H S T R E E T W I D E N I N G - D E S I G N 2 T D F 3 3 5 1 8 0 , 0 7 9 $ 4, 5 8 8 $ - $ - $ - $ 1 8 4 , 6 6 7 $ TR R H 3 2 2 4 T H S T R E E T W I D E N I N G - D E S I G N 2 T R I P 1 2 4 1 , 3 8 9 , 9 2 1 35 , 4 1 2 1, 4 2 5 , 3 3 3 TR R H 3 4 2 4 T H S T R E E T W I D E N I N G - R O W 2 T D F 3 3 5 1 , 4 3 3 , 7 5 0 1, 4 3 3 , 7 5 0 TR R H 3 4 2 4 T H S T R E E T W I D E N I N G - R O W 2 T R I P 1 2 4 1 1 , 0 6 6 , 2 5 0 11 , 0 6 6 , 2 5 0 TR C C 3 0 H A G E M A N F L Y O V E R - E N V I R O 2 , 4 T D F 3 3 5 8 0 0 , 0 0 0 80 0 , 0 0 0 TR S R 1 2 M O R N I N G D R / S R - 1 7 8 D E S I G N 3 T D F 3 3 5 1 6 0 , 5 8 0 14 , 3 3 8 17 4 , 9 1 8 TR S R 1 2 M O R N I N G D R / S R - 1 7 8 D E S I G N 3 T R I P 1 2 2 1 , 2 3 9 , 4 2 0 11 0 , 6 6 3 1, 3 5 0 , 0 8 3 TR R H 2 4 O A K & 2 4 T H S T I N T - R O W ` 2 T D F 3 3 5 1 6 6 , 3 1 5 16 6 , 3 1 5 TR R H 2 4 O A K & 2 4 T H S T I N T - R O W ` 2 T R I P 1 2 4 1 , 2 8 3 , 6 8 5 1, 2 8 3 , 6 8 5 TR R H 2 2 O A K & 2 4 T H S T I N T - D E S I G N 2 T D F 3 3 5 1 8 0 , 0 7 9 4, 5 8 8 18 4 , 6 6 7 TR R H 2 2 O A K & 2 4 T H S T I N T - D E S I G N 2 T R I P 1 2 4 1 , 3 8 9 , 9 2 1 35 , 4 1 2 1, 4 2 5 , 3 3 3 TR R H 1 0 R O S E D A L E W I D E N I N G - E N V I R 4 T D F 3 3 5 4 0 8 , 3 3 2 6, 8 8 2 41 5 , 2 1 4 TR R H 1 0 R O S E D A L E W I D E N I N G - E N V I R 4 T R I P 1 2 4 3 , 1 5 1 , 6 6 8 53 , 1 1 8 3, 2 0 4 , 7 8 6 TR S R 3 0 S R 1 7 8 W I D E N I N G 3 T D F 3 3 5 2 8 6 , 7 5 0 28 6 , 7 5 0 TR S R 3 0 S R 1 7 8 W I D E N I N G 3 T R I P 1 2 2 2 , 2 1 3 , 2 5 0 2, 2 1 3 , 2 5 0 T9 W P 0 0 W E S T S I D E P K W Y A L L P H A S E S 2 , 4 , 5 G T F 3 1 6 6 , 0 0 0 , 0 0 0 6, 0 0 0 , 0 0 0 T9 W P 0 0 W E S T S I D E P K W Y A L L P H A S E S 2 , 4 , 5 T D F 3 3 5 3 , 0 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 To t a l C u r r e n t Y e a r P r o p o s e d P r o j e c t s 34 , 3 5 0 , 0 0 0 $ 26 5 , 0 0 1 $ - $ - $ - $ 3 4 , 6 1 5 , 0 0 1 $ Fu t u r e Y e a r P r o p o s e d P r o j e c t s : TR R H 3 7 2 4 T H S T W I D E N I N G - C O N S T 2 T D F 3 3 5 - $ - $ 1 3 , 9 7 2 , 0 3 0 $ - $ - $ 1 3 , 9 7 2 , 0 3 0 $ TR R H 3 7 2 4 T H S T W I D E N I N G - C O N S T 2 T R I P 1 2 4 1, 1 2 7 , 9 7 0 1, 1 2 7 , 9 7 0 TR C C 1 7 C E N T E N N I A L C O R R - C O N S T 2 T D F 1 2 5 11 0 , 3 4 1 , 8 3 8 11 0 , 3 4 1 , 8 3 8 312 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PUBL I C WORK S: TR I P Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l Fu t u r e Y e a r P r o p o s e d P r o j e c t s ( C o n t i n u e d ) : TR C C 1 7 C E N T E N N I A L C O R R - C O N S T 2 T D F 1 2 6 - $ - $ - $ - $ 9 9 , 7 9 8 , 0 0 0 $ 99 , 7 9 8 , 0 0 0 $ TR C C 1 7 C E N T E N N I A L C O R R - C O N S T 2 T D F 3 3 5 23 0 , 8 1 0 , 1 6 2 2 3 0 , 8 1 0 , 1 6 2 TR C C 1 2 C E N T E N N I A L C O R R - D E S I G N 2 G T F 1 2 5 2 7 , 0 2 3 , 7 8 3 5 3 1 , 1 8 0 53 1 , 1 8 0 2 8 , 0 8 6 , 1 4 3 TR C C 1 2 C E N T E N N I A L C O R R - D E S I G N 2 T D F 3 3 5 3, 5 0 1 , 2 1 8 68 , 8 2 0 68 , 8 2 0 3, 6 3 8 , 8 5 8 TR C C 1 4 C E N T E N N I A L C O R R - R O W 2 T D F 1 2 5 12 8 , 3 6 8 , 5 0 0 12 8 , 3 6 8 , 5 0 0 TR C C 1 4 C E N T E N N I A L C O R R - R O W 2 T D F 3 3 5 16 , 6 3 1 , 5 0 0 16 , 6 3 1 , 5 0 0 TR C C 3 7 H A G E M A N F L Y O V E R C O N S T 2 , 4 T D F 3 3 5 54 , 8 5 5 , 0 0 0 80 , 0 0 0 12 5 , 0 0 0 55 , 0 6 0 , 0 0 0 TR C C 3 2 H A G E M A N F L Y O V E R D E S I G N 2 , 4 T D F 3 3 5 4, 8 1 5 , 0 0 0 4, 8 1 5 , 0 0 0 TR C C 3 4 H A G E M A N F L Y O V E R R O W 2, 4 T D F 3 3 5 3, 3 0 0 , 0 0 0 3, 3 0 0 , 0 0 0 TR S R 1 7 M O R N I N G D R / S R - 1 7 8 C O N S T 3 T D F 3 3 5 5, 2 1 1 , 9 6 9 9, 1 7 6 9, 1 7 6 5, 2 3 0 , 3 2 1 TR S R 1 7 M O R N I N G D R / S R - 1 7 8 C O N S T 3 T R I P 1 2 2 40 , 2 2 8 , 0 3 3 70 , 8 2 4 70 , 8 2 4 40 , 3 6 9 , 6 8 1 TR R H 2 7 O A K & 2 4 T H S T I N T - C O N S T 2 T D F 3 3 5 1, 3 7 6 , 4 0 0 1, 3 7 6 , 4 0 0 TR R H 2 7 O A K & 2 4 T H S T I N T - C O N S T 2 T R I P 1 2 4 10 , 6 2 3 , 6 0 0 10 , 6 2 3 , 6 0 0 TR R H 1 7 R O S E D A L E W I D E N I N G - C O N S T 4 T D F 3 3 5 5, 6 6 5 , 5 7 2 59 , 6 1 3 5, 7 2 5 , 1 8 5 TR R H 1 7 R O S E D A L E W I D E N I N G - C O N S T 4 T R I P 1 2 4 6, 2 1 4 , 4 2 8 65 , 3 8 8 6, 2 7 9 , 8 1 6 TR R H 1 4 R O S E D A L E W I D E N I N G R O W 4 T D F 3 3 5 47 6 , 0 0 5 47 6 , 0 0 5 TR R H 1 4 R O S E D A L E W I D E N I N G R O W 4 T R I P 1 2 4 3, 6 7 3 , 9 9 5 3, 6 7 3 , 9 9 5 TR S R 3 2 S R 1 7 8 W I D E N I N G - D E S I G N 3 T D F 3 3 5 41 5 , 2 1 4 41 5 , 2 1 4 TR S R 3 2 S R 1 7 8 W I D E N I N G - D E S I G N 3 T R I P 1 2 2 3, 2 0 4 , 7 8 6 3, 2 0 4 , 7 8 6 TR S R 3 7 S R 1 7 8 W I D E N I N G C O N S T 3 T D F 3 3 5 30 , 8 6 0 , 0 0 0 80 , 0 0 0 80 , 0 0 0 31 , 0 2 0 , 0 0 0 TR S R 3 4 S R 1 7 8 W I D E N I N G R O W 3 T D F 3 3 5 6, 1 7 4 , 3 7 0 6, 1 7 4 , 3 7 0 TR S R 3 4 S R 1 7 8 W I D E N I N G R O W 3 T R I P 1 2 2 2, 1 2 5 , 6 3 0 2, 1 2 5 , 6 3 0 To t a l F u t u r e Y e a r P r o p o s e d P r o j e c t s - $ 2 5 7 , 1 5 0 , 0 0 3 $ 11 3 , 3 7 5 , 0 0 0 $ 96 5 , 0 0 1 $ 44 1 , 1 5 5 , 0 0 0 $ 81 2 , 6 4 5 , 0 0 4 $ To t a l C u r r e n t & F u t u r e Y e a r P r o p o s e d P r o j e c t s 34 , 3 5 0 , 0 0 0 $ 25 7 , 4 1 5 , 0 0 4 $ 11 3 , 3 7 5 , 0 0 0 $ 96 5 , 0 0 1 $ 44 1 , 1 5 5 , 0 0 0 $ 84 7 , 2 6 0 , 0 0 5 $ 313 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T RE C R E A T I O N A N D P A R K S Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l P2 C 3 0 3 B E A L E P L G R N D R E H A B 2 P I F 3 2 1 2 3 2 , 0 0 0 $ - $ - $ - $ - $ 2 3 2 , 0 0 0 $ P2 C 3 0 2 S A U N D E R S P L G R N D R E H A B 1 C O F 3 1 1 2 6 6 , 0 0 0 26 6 , 0 0 0 P2 C 3 0 1 S P L A S H P A D @ C E N T R L P R K 2 C D B G 1 1 1 3 2 0 , 0 0 0 32 0 , 0 0 0 To t a l 81 8 , 0 0 0 $ - $ - $ - $ - $ 81 8 , 0 0 0 $ 314 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T WA T E R R E S O U R C E S Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l E6 J 0 0 2 C A N A L / S T O R M D R A I N F E N C I N G C I T Y W I A W F 4 3 1 6 0 , 0 0 0 $ 6 0 , 0 0 0 $ 6 0 , 0 0 0 $ 6 0 , 0 0 0 $ 6 0 , 0 0 0 $ 3 0 0 , 0 0 0 $ E2 J 2 0 1 K R H E A D G A T E I M P R O V E M E N T S 2 A W F 4 3 1 1 0 0 , 0 0 0 10 0 , 0 0 0 E5 J 1 0 2 P U M P S T A T I O N U P G R A D E S 4, 6 D W F 4 4 1 2 5 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 1, 2 5 0 , 0 0 0 E1 J 1 0 4 R I V E R C O N T R O L S T R U C T U R E S 2 A W F 4 3 1 2 7 5 , 0 0 0 27 5 , 0 0 0 E1 J 1 0 4 R I V E R C O N T R O L S T R U C T U R E S 2 D W F 4 4 1 2 7 5 , 0 0 0 27 5 , 0 0 0 P6 J 0 0 1 R O A D B A S E CI T Y W I A W F 4 3 1 4 0 , 0 0 0 40 , 0 0 0 40 , 0 0 0 40 , 0 0 0 40 , 0 0 0 20 0 , 0 0 0 E9 J 1 0 2 S E R V C O N N E C T I O N R E P L P R O G 4 , 5 , 6 D W F 4 4 1 4 6 0 , 0 0 0 46 0 , 0 0 0 46 0 , 0 0 0 46 0 , 0 0 0 46 0 , 0 0 0 2, 3 0 0 , 0 0 0 E2 J 2 0 4 S H O W E R E Y E W A S H S T A T I O N S 4 , 5 , 6 D W F 4 4 1 4 5 , 0 0 0 45 , 0 0 0 45 , 0 0 0 45 , 0 0 0 45 , 0 0 0 22 5 , 0 0 0 E6 J 0 0 7 W A T E R M A I N E X T E N S I O N S 4, 5 , 6 D W F 4 4 1 1 , 1 0 0 , 0 0 0 45 0 , 0 0 0 45 0 , 0 0 0 45 0 , 0 0 0 45 0 , 0 0 0 2, 9 0 0 , 0 0 0 E2 J 2 0 2 W E L L C O L U M N E X T E N S I O N S 4 , 5 , 6 D W F 4 4 1 2 0 0 , 0 0 0 20 0 , 0 0 0 E1 J 1 0 2 W E L L H E A D F A C I L U P G R A D E S 4 , 6 D W F 4 4 1 1 , 9 9 0 , 0 0 0 . 0 0 1, 0 8 0 , 0 0 0 . 0 0 1, 0 8 0 , 0 0 0 . 0 0 4, 1 5 0 , 0 0 0 . 0 0 EZ J 2 0 0 B A C K - U P G E N E R A T O R S 4, 5 , 6 D W F 4 4 1 - 4 0 0 , 0 0 0 40 0 , 0 0 0 40 0 , 0 0 0 40 0 , 0 0 0 1, 6 0 0 , 0 0 0 To t a l 4, 7 9 5 , 0 0 0 $ 2, 7 8 5 , 0 0 0 $ 2, 7 8 5 , 0 0 0 $ 1, 7 0 5 , 0 0 0 $ 1, 7 0 5 , 0 0 0 $ 13 , 7 7 5 , 0 0 0 $ 315 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T FI R E Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 T o t a l P0 H 1 1 1 A F G G R A N T - T R A I N I N G P R O P S C O F 3 1 1 2 1 3 , 6 2 1 $ - $ - $ - $ - $ 2 1 3 , 6 2 1 $ P3 H 2 1 3 F I R E D E P T S C B A R E P L A C E M T C O F 3 1 1 1 , 2 0 0 , 0 0 0 1, 2 0 0 , 0 0 0 P0 H 2 1 1 F I R E S T A 1 H E A D Q U A R T E R S 1 C D B G 1 1 1 1 2 0 , 0 0 0 12 0 , 0 0 0 P0 H 2 0 0 F I R E S T A R O O F R E P A I R S C O F 3 1 1 6 0 , 0 0 0 60 , 0 0 0 P0 H 0 0 7 S T A 7 B A T H R M R E H A B 6 C O F 3 1 1 7 2 , 0 0 0 72 , 0 0 0 To t a l 1, 6 6 5 , 6 2 1 $ - $ - $ - $ - $ 1 , 6 6 5 , 6 2 1 $ 316 APPENDICES REMOVE THIS PAGE Appendices The appendices section of the budget document includes the City Council Goals & Guiding Principles updated in May 2011. This document is the basis in the development of citywide department goals and objectives to be implemented during fiscal year 2011-12. 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 ......................................... 318 City Budget Process ................................................................................ 355 Operating Budget ................................................................................... 357 Basis of Accounting and Budgeting .................................................... 358 Investment Policy .................................................................................... 360 Budget Amendment Process ................................................................ 361 LIST OF EXHIBITS City Council Ward Boundaries Map .................................................... 329 Miscellaneous Statistics .......................................................................... 330 Miscellaneous Statistics Graphs ............................................................ 331 Governmental Activities Tax Revenue by Source ............................. 332 Principal Property Taxpayers ................................................................. 333 Assessed Value of Taxable Property (Table) ..................................... 334 Assessed Value of Taxable Property (Graphs) .................................. 335 Sales Tax Revenue Payers by Industry ................................................. 336 Demographic and Economic Statistics ............................................... 337 Property Value and Construction ........................................................ 338 Operating Indicators by Function ........................................................ 339 Capital Asset Statistics by Function ...................................................... 340 Personnel Complement by Division ..................................................... 341 Salary Schedule ....................................................................................... 343 Budget Calendar .................................................................................... 356 317 CITY OF BAKERSFIELD Adopted May 2011 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. Plan for funding to replace ARRA grant funded officers when the current grant funding expires. 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, Police enforcement and available technology. 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. 6. Reduce Part 1 and quality of life crimes through directed policing practices and strategies that utilize crime analysis to identify crime trends and heavy calls for service locations. Utilizing the resources of Crime Prevention, proactively work with neighborhoods, commercial areas and schools to make individuals and property less attractive to the criminal element. 7. Continue to work closely with the Kern County Department of Human Services Child Protective Services in a partnership to effectively investigate allegations involving child victims of physical abuse, sexual abuse, and neglect. 8. Complete the Communications Center remodel, utilizing dedicated funding sources (Target Completion Date: 2011). 318 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 ). 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 and older 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 and older streets using recurring state road funds and pursue a plan through Kern COG using 10% of state road funds allocated for Bakersfield for rehabilitation of local streets and roads. 3. Pursue all new revenue sources from the 2006 state transportation bond. Identify, through Kern COG, 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 Thomas Roads Improvement Program including: a. Construction of Westside Parkway Phases 1 2, 4, and 6a (Completion 2012). b. Completion of environmental, land acquisition and design work for State Route 178 and Morning Drive Interchange (begin construction); State Route 178 widening (begin construction early 2013); Rosedale Highway widening (begin construction early 2014); 24th Street Improvements (begin construction mid 2014); Hageman Flyover project (begin construction early 2013); and Centennial Corridor project (begin construction summer 2015). 3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes. 319 GOAL 2.3: IMPLEMENT THE CONSTRUCTION OF THE WESTSIDE PARKWAY AS PROMPTLY AS POSSIBLE. Target Actions to Meet Goal: 1. Construction of Westside Parkway Phase I, Mohawk Extension (Target Completion Date: Summer 2011). 2. Westside Parkway construction from Mohawk to Allen Road, Phase 2 (Target Completion Date: December 2012). 3. Westside Parkway construction, Truxtun Tie-In, Phase 4 (Target Completion Date: December 2012). 4. Westside Parkway construction, preliminary work (utility relocations), Phase 6a, to prepare for Phase 6b, the Allen Road Interchange. 5. Encourage completion of the Westside Parkway by accessing state and other funds. GOAL 2.4 PURSUE THE REMAINING LAND ACQUISITION AND CONSTRUCTION FUNDING FOR THE SR 99/HOSKING ROAD INTERCHANGE 1. Set aside $2 million within the Transportation Development Fund in FY13/14 for the purchase of remaining right of way. 2. Pursue all opportunities for State and funding for construction of the interchange. GOAL 2.5: 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 Parkway. • Uplands of the Kern River Parkway Project will add 1.5 miles of pedestrian paths connecting directly to the Parkway (Target Completion Date: June 2011.) 3. Work with local bicycle organizations to identify new bicycle facilities. Encourage installation of bicycle parking areas in the downtown and in private developments. Plan for inclusion of wider bicycle lanes on new and existing streets as the locations may allow. 4. Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments. 320 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. Encourage commercial development that includes plazas, pocket parks and water features. 2. 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. 3. Expand the downtown street light design and streetscape design, and incorporate benches, refuse containers, tables and chairs and explore the use of solar lighting. 4. Coordinate the development and construction of the Federal Courthouse with GSA (Target Completion Date: March 2012). 5. Pursue creation of identifiable districts within the downtown - arts, education, theater, government, finance, etc. 6. Encourage quality downtown housing developments which bring families to the downtown area. 7. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives. 8. Ensure that the future freeway system provides ample and easy access to the downtown area. 9. 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. 10. Improve Q Street corridor from 24th Street to California Avenue to encourage new redevelopment opportunities (Target Completion Date: 2012). 11. Encourage mixed use development south of the Mill Creek project along the California Avenue corridor and surrounding area to further expand redevelopment opportunities. GOAL 3.2: PURSUE DEVELOPMENT OF THE MILL CREEK PROJECT. Target Actions to Meet Goal: 1. 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. 321 2. 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: Phase II – 2012). 3. 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. 4. Implement $10.8 million Proposition 1C projects for Mill Creek: (Target Completion Date: Dec 2012). a. Sister City Friendship Gardens in the linear park along Mill Creek at 18th Street b. Mill Creek Plaza at 17th Street c. Q Street streetscape improvements from California Avenue to 24th Street d. South Mill Creek Village interior streets located on “R”, “S, 13th, and 14th streets between railroad tracks and California Avenue. 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 2011). 3. Implement affordable housing development in the Southeast, Old Town Kern Redevelopment areas. 4. Complete housing and mixed-use developer projects associated with Mill Creek project. A total of 286 residential units will be under development including the following: a. 19th Street Plaza - 67 Senior apartment units and parking structure. (Target Completion Date: 2011) b. Creekview Villas - 36 upscale townhome. Phase 1: 14 units (Target Completion Date - Phase 1: 2011) c. Mill Creek Courtyard - 57 units (Target Completion Date: Dec 2012) d. South Mill Creek Apartments (Chelsea) - 70 units (Target Completion Date: Spring 2012) e. 20th Street Senior Apartments - 56 units (Target Completion Date: Dec 2013) 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: 322 1. Update Metropolitan Bakersfield General Plan including planning for infrastructure and delivery of public services, as well as compliance with climate change legislation, other environmental laws, and smart growth principles. 2. 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. 3. Work with major corporations/homebuilders and land owners to facilitate master planned additions to Bakersfield including the use of development agreements. 4. Encourage the use of development agreements which provide for cohesive design and transportation elements and standards to unify master planned communities. 5. Develop strategies to reduce consumption of prime agricultural land for urban development. 6. 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 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. 7. Encourage and promote the economic viability of the Municipal Airport, including an update of the Master Plan for the facility . 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. Complete the Environmental Impact Report process to provide a year-around flow of water in the Kern River Channel through Bakersfield. 4. Participate in hearings through the State Water Resources Control Board to obtain rights to unappropriated Kern River water. 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. 323 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 THE CITY. Target Actions to Meet Goal: 1. Encourage and support redevelopment and neighborhood improvements in Southeast Bakersfield and on Q Street between 24th and California Avenue as part of the Mill Creek project by providing streetlights, street repairs, and median island landscaping and streetscapes. (Target Completion Date: Phase I - 2011) 2. Develop policies for specific incentives for residential in-fill in blighted areas. Encourage and promote in-fill projects and redevelopment in the older areas within the city. 3. Continue program to improve existing median islands with landscaping and reduce water use by using 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. 2. Encourage business retention and expansion 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 Projecdt areas and the Incentive Area. 5. Promote Bakersfield development site opportunities through collaboration with local and national commercial and industrial brokers and site selectors. 324 6. 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. 7. Enhance the Economic Development website and update the database of demographic and economic information for Bakersfield. 8. Collaborate with local and regional economic development organizations to cooperatively promote local job creation and retention. 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. Promote and encourage community gardens. 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 multi-purpose stadium. 2. Pursue National Recreation and Park Association (NRPA) Accreditation to enhance, promote and foster community image. (Complete; next review date 2013.) 3. Continue the operation of existing city swimming pools in a safe and cost effective manner. GOAL 6.3: CONSTRUCT NEW RECREATIONAL AND CULTURAL FACILITIES. Target Actions to Meet Goal: 1. Complete design for 200+ acre Bakersfield Sports Village to address soccer, baseball, aquatic facilities and related needs on Taft Highway. Awarded bid for phase one development of eight lighted soccer fields. (Target Completion Date: July 2011). 325 2. Complete design and begin construction of improvements to City recreational facility (Mesa Marin) Sports Complex adjacent to City in the Hills development in northeast Bakersfield. (Target Completion Date: Summer 2011). GOAL 6.4 : TO BE PROACTIVE IN THE REDUCTION OF SOLID WASTE WITHIN THE CITY THROUGH THE PROMOTION AND IMPLEMENTATION OF RECYCLING PROGRAMS AND OTHER WASTE MANAGEMENT STRATEGIES THAT ARE EFFICIENT, COST EFFECTIVE, CONSISTENT WITH COUNCIL GOALS, AND MEET APPLICABLE STATE REQUIREMENTS, IF ANY. Target Actions to Meet Goal: 1. Work with Kern County and local refuse haulers to improve and enhance recycling efforts in an efficient and cost effective manner. 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 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. 326 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 foster a “cut-as-you-go” policy, implementing spending offsets to cover the expenses of new programs whenever possible. • 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 the public through improved response to citizen complaints and inquiries through use of constituent tracking software and available technology. • 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. 327 • 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. • 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. 328 ?Ã ?m ?Ã A© Ag ?m Ag A} AÑ ?m ?m ?Ã ?m ?x A} AS H E R D PANAMA LN WIB L E R D ST I N E R D MING AVE WHITE LN S U N I O N A V E OLIVE DR S E D I S O N R D S F A I R F A X R D HOUGHTON RD EDISON H W Y MULLER RD HAGEMAN RD NILES ST S H S T SNOW RD CO T T O N W O O D R D NO R D A V E BUENA VISTA BLVD SUNSET BLVD PALADINO DR SHAFTER RD BRIMHALL RD SHAFTER RD H S T HARRIS RD REINA RD WILSON RD REDBANK RD BIKE PATH BIKE PATH BIKE P A T H BIKE P A T H BIKE PATH BIKE PATH Prepared by the City of Bakersfield, CA Geographical Information Service division of Management InformationServices. The City of Bakersfield makes no warranty, representation, or guarantee regarding the accuracy of this map. Thismap is intended for display purposes only and does not replace official recorded documents. / 00.81.6Miles 2011WARD BOUNDARIES BAKERSFIELD !08/28/2009 KR WARD 2 Sue Benham WARD 3 Ken Weir WARD 4 David Couch WARD 5 Harold Hanson WARD 6 Jacquie Sullivan WARD 1 Rudy Salas, Jr. WARD 7 Russell Johnson 32 9 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (2010) 347,483 CITY EMPLOYEES/1,000 4.15 AREA (1/1/11) 143.6 sq. mi. MILES OF STREETS (1/1/11) 1,246 MILES OF STORM DRAINS (1/1/11) 262 NUMBER OF TRAFFIC SIGNALS (1/1/11) 361 MILES OF SANITARY SEWERS (1/1/11) 1,060 NUMBER OF PARKS AND ACREAGE (1/1/11) 55 PARKS (488 ac.) Prepared by the City Manager’s Office 330 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 131.02 131.02 136.38 137.62 143.6 0255075100125150175 20062007200820092010Sq u a r e M i l e s End of Calendar Year City Square Miles 311,824 323,213 328,692 333,719 347,483 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 20062007200820092010 Po p u l a t i o n End of Calendar Year Annual Population Growth 5.17 4.99 4.44 4.32 4.15 0 1 2 3 4 5 6 20062007200820092010 Em p l o y e e s End of Calendar Year City Employees per 1,000 Population 331 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 GO V E R N M E N T A L A C T I V I T I E S T A X R E V E N U E S B Y S O U R C E LA S T S I X F I S C A L Y E A R S Fi s c a l Ye a r Ge n e r a l Pr o p e r t y T a x e s Sa l e s a n d U s e Ta x e s Tr a n s i e n t Oc c u p a n c y Ta x e s Bu s i n e s s Li c e n s e T a x e s Ut i l i t y Fr a n c h i s e Ta x e s In - L i e u a n d Ot h e r T a x e s To t a l T a x e s 20 0 4 2 3 , 9 2 6 , 7 6 8 $ 49 , 2 3 7 , 4 0 0 $ 6, 0 6 9 , 0 4 3 $ 2, 4 5 9 , 8 8 9 $ 3, 9 7 4 , 6 4 2 $ 3, 6 9 6 , 0 9 1 $ 89 , 3 6 3 , 8 3 3 $ 20 0 5 3 9 , 4 6 4 , 2 6 2 * 5 8 , 4 6 5 , 6 3 6 6 , 5 9 4 , 8 4 5 2 , 6 4 6 , 9 9 0 4 , 1 9 1 , 0 6 6 4 , 2 6 8 , 5 0 1 1 1 5 , 6 3 1 , 3 0 0 20 0 6 4 9 , 1 3 5 , 6 4 1 * 6 6 , 4 9 5 , 4 5 3 7 , 4 5 6 , 8 3 8 2 , 9 9 5 , 5 5 5 4 , 3 8 2 , 6 4 4 5 , 0 7 4 , 4 6 0 1 3 5 , 5 4 0 , 5 9 1 20 0 7 6 2 , 3 2 4 , 0 7 6 * 6 8 , 3 6 7 , 2 5 1 7 , 9 5 4 , 2 2 8 3 , 4 0 4 , 7 1 2 4 , 9 7 0 , 1 5 8 4 , 0 4 7 , 0 0 2 1 5 1 , 0 6 7 , 4 2 7 20 0 8 7 1 , 6 5 5 , 5 8 5 * 6 3 , 4 1 5 , 3 5 7 7 , 7 4 9 , 5 3 1 3 , 3 3 1 , 0 6 4 4 , 9 0 4 , 7 1 7 3 , 1 9 3 , 1 6 2 1 5 4 , 2 4 9 , 4 1 6 20 0 9 7 0 , 8 6 9 , 2 8 5 * 5 6 , 6 1 5 , 4 2 8 7 , 1 4 4 , 7 1 8 3 , 8 9 9 , 8 4 1 5 , 4 8 7 , 8 7 1 3 , 1 3 6 , 1 9 2 1 4 7 , 1 5 3 , 3 3 5 20 1 0 5 7 , 1 8 5 , 4 3 3 * 5 0 , 6 6 4 , 3 3 3 6 , 4 9 3 , 7 0 2 3 , 1 7 3 , 5 1 4 9 , 2 8 8 , 6 1 4 * * 1 , 9 1 0 , 7 1 9 1 2 8 , 7 1 6 , 3 1 5 So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 0 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : * I n c l u d e s V L F T r i p l e F l i p t a x r e v e n u e . ** I n c l u d e s P G & E U t i l i t y S u r c h a r ge r e v e n u e s . 332 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 PR I N C I P A L P R O P E R T Y T A X P A Y E R S CU R R E N T Y E A R A N D N I N E Y E A R S A G O Ta x p a y e r As s e s s e d V a l u a t i o n 20 0 1 Ra n k % o f T o t a l AV As s e s s e d V a l u a t i o n 20 0 9 Ra n k % o f T o t a l AV Ne s t l e H o l d i n gs I n c 68 , 2 9 2 , 7 2 3 $ 3 0. 6 6 % 19 9 , 8 2 2 , 3 0 1 $ 1 0. 8 9 % Ba k e r s f i e l d M a l l L L C 12 3 , 5 6 2 , 0 6 8 1 1. 1 9 % 14 8 , 5 4 7 , 6 0 2 3 0. 6 6 % Ch e v r o n U S A I n c . 15 6 , 1 4 9 , 4 2 6 2 0. 7 0 % Ca l i f o r n i a W a t e r S e r v i c e C o m p a n y 0. 0 0 % 88 , 8 8 5 , 2 6 8 4 0. 4 0 % Do n a h u e S c h r i b e r R e a l t y G r o u p L L P 83 , 2 7 2 , 7 3 2 5 0. 3 7 % BL C G l e n w o o d G a r d e n s L L P 80 , 9 2 5 , 3 9 7 6 0. 3 6 % Ca s t l e & C o o k C o m m . I n c . 93 , 3 7 2 , 1 6 2 2 0. 9 0 % 0. 0 0 % Br i ght H o u s e N e t w o r k s , L L C 63 , 8 5 9 , 6 3 7 7 0. 2 8 % St a t e F a r m I n s u r a n c e C o m p a n y 56 , 1 5 3 , 7 0 2 4 0. 5 7 % 58 , 4 8 9 , 5 8 0 9 0. 2 4 % Ka i s e r F o u n d a t i o n H e a l t h P l a n I n c . 61 , 6 6 4 , 0 8 4 8 0. 2 8 % Me a n y P a r t n e r s 55 , 0 0 8 , 7 7 2 10 0. 2 5 % Be a r M o u n t a i n L i m i t e d 54 , 7 9 1 , 1 2 7 5 0. 5 3 % Te x a c o E x p l o r a t i o n & P r o d , I n c . 24 , 9 0 8 , 3 9 8 7 0. 2 4 % Al b e r t s o n s I n c . 18 , 8 4 9 , 7 9 9 9 0. 1 8 % Su n E a s t o n C o r p o r a t i o n 27 , 6 0 5 , 9 6 0 6 0. 2 7 % TG M C a m b r i d ge V i l l a ge, I n c . 18 , 6 5 1 , 2 9 8 10 0. 1 8 % Wa l M a r t S t o r e s , I n c . 23 , 6 6 1 , 4 4 1 8 0. 2 3 % To t a l t a x a b l e a s s e s s e d v a l u e o f t e n ( 1 0 ) la r g e s t t a x p a y e r s 50 9 , 8 4 8 , 6 7 8 $ 4. 9 0 % 99 6 , 6 2 4 , 7 9 9 $ 4. 4 5 % To t a l t a x a b l e a s s e s s e d v a l u e o f o t h e r ta x p a y e r s 9, 8 8 5 , 2 5 7 , 3 8 5 95 . 1 0 % 2 1 , 4 2 3 , 9 6 1 , 9 2 8 95 . 5 5 % Total t ax a bl e as s e s s e d va lue of al l t a x p a y e r s 10 , 3 9 5 , 1 0 6 , 0 6 3 $ 10 0 . 0 0 % 2 2 , 4 2 0 , 5 8 6 , 7 2 7 $ 10 0 . 0 0 % So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 0 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t Th e t e n l a r g e s t t a x p a y e r s c o m p r i s e 4 . 4 5 % o f t h e C i t y ' s 2 0 0 9 - 1 0 o v e r a l l t a x a b l e a s s e s s e d v a l u e o f $ 2 2 . 4 2 bi l l i o n . 333 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 AS S E S S E D V A L U E O F T A X A B L E P R O P E R T Y LA S T S I X F I S C A L Y E A R S Fi s c a l Ye a r Re s i d e n t i a l Pr o p e r t y Co m m e r c i a l Pr o p e r t y Ot h e r U n s e c u r e d Le s s : T a x Ex e m p t R e a l Pr o per t y To t a l T a x a b l e As s e s s e d Va l u e 20 0 4 8 , 7 6 0 , 6 8 6 2 , 3 4 1 , 9 3 2 1 , 8 7 9 , 0 1 3 5 4 6 , 3 5 3 6 9 4 , 1 1 5 1 2 , 8 3 3 , 8 6 9 20 0 5 9 , 9 6 6 , 8 0 4 2 , 4 6 3 , 5 0 3 1 , 9 4 3 , 6 5 7 5 6 5 , 3 1 1 6 8 0 , 1 1 5 1 4 , 2 5 9 , 1 6 0 20 0 6 1 2 , 1 1 0 , 0 9 0 2 , 7 2 7 , 1 7 4 2 , 2 0 0 , 2 1 2 5 8 2 , 9 9 5 7 3 1 , 5 9 7 1 6 , 8 8 8 , 8 7 4 20 0 7 1 5 , 3 7 1 , 2 9 1 3 , 1 0 4 , 1 1 0 2 , 6 5 5 , 4 0 2 6 3 1 , 4 5 2 8 1 6 , 6 8 4 2 0 , 9 4 5 , 5 7 1 20 0 8 1 8 , 3 5 3 , 0 7 0 3 , 4 0 1 , 6 2 5 3 , 1 2 2 , 0 0 4 6 5 9 , 0 4 8 8 8 1 , 6 8 3 2 4 , 6 5 4 , 0 6 4 20 0 9 1 7 , 7 0 5 , 9 3 3 3 , 7 8 5 , 0 2 2 3 , 4 9 5 , 2 3 9 7 5 1 , 7 9 0 9 5 7 , 6 7 4 2 4 , 7 8 0 , 3 1 0 20 1 0 1 5 , 5 7 7 , 3 7 2 4 , 0 3 0 , 1 9 8 3 , 3 1 1 , 1 7 1 8 7 8 , 2 1 6 1 , 0 8 0 , 9 5 7 2 2 , 7 1 6 , 0 0 0 So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 0 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : A m o u n t s e x p r e s s e d i n t h o u s a n d s . Se c u r e d 334 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 ASSESSED VALUE OF TAXABLE PROPERTY (JUNE 30, 2010) TheCityofBakersfield'sFY2010assessedvalueis$22.71billion,down8.33%over the 2009 value of $24.7 billion and up 8.45% over the 2007 level of $20.9 billion. In2010,ResidentialSecuredPropertyaccountedfor65.3%($15.6billion)oftotal taxableassessedvalue.CommercialSecuredpropertyaccountedfor17.2%($4.1 billion)andOtherSecuredpropertywas13.9%($3.3billion)oftotaltaxable assessedvalueintheCity.InFY2009-10,Unsecuredpropertyaccountedfor3.6% of the total assessed value. Tax exempt real property totaled $1,080,957. $14,259,160 $16,888,874 $20,945,571 $24,654,064 $24,780,310 $22,716,000 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 200520062007200820092010 Bi l l i o n s Fiscal Year Ending CITY OF BAKERSFIELD Assessed Value Residential Secured $15.6 65.3%Commercial Secured $4.1 17.2% Other Secured $3.31 13.9% Unsecured $0.87 3.6% Assessed Value by Class 2010 ($ billions) 335 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 SA L E S T A X R E V E N U E P A Y E R S B Y I N D U S T R Y ( J U N E 3 0 , 2 0 1 0 ) Ca t e g o r y Nu m b e r o f Fi l e r s Pe r c e n t o f To t a l Ta x L i a b i l i t y % o f T o t a l Li a b i l i t y De p a r t m e n t S t o r e s 27 0 . 3 7 % 7 , 4 8 9 , 7 2 8 $ 1 6 . 7 2 % Ne w C a r D e a l e r s 45 0 . 6 2 % 4 , 7 3 8 , 8 4 7 10 . 5 8 % Se r v i c e S t a t i o n s 12 3 1. 6 9 % 4 , 1 0 2 , 0 1 9 9. 1 6 % Ea t i n g/D r i n k i n g P l a c e s w i t h o u t A l c o h o l 46 3 6. 3 5 % 2 , 5 8 6 , 2 8 6 5. 7 7 % Ea t i n g/D r i n k i n g P l a c e s w i t h A l c o h o l 30 2 4. 1 4 % 2 , 2 3 4 , 2 6 8 4. 9 9 % Bu i l d i n g M a t e r i a l s 30 0 . 4 1 % 2 , 2 3 1 , 1 2 8 4. 9 8 % He a v y I n d u s t r i a l E q u i p m e n t & M i s c M a c h i n e r y 15 7 2. 1 5 % 1 , 9 8 0 , 4 4 0 4. 4 2 % Gr o c e r y S t o r e s 11 5 1. 5 8 % 1 , 7 6 6 , 6 0 8 3. 9 4 % Pe t r o l e u m , P e t r o l e u m P r o d u c t s , O i l W e l l , R e f i n i n g, a n d S e r v i c e S t a t i o n E q u i p m e n t 39 0 . 5 3 % 1 , 5 2 9 , 1 5 5 3 . 4 1 % Fu l l T i m e S p e c i a l t y S t o r e s 47 0 . 6 4 % 1 , 3 9 9 , 3 9 1 3. 1 2 % Al l O t h e r 5, 9 4 4 81 . 5 1 % 1 4 , 7 3 0 , 7 3 9 32 . 8 9 % 7, 2 9 2 1 0 0 . 0 0 % 4 4 , 7 8 8 , 6 0 9 $ 10 0 . 0 0 % So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 0 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : Du e t o c o n f i d e n t i a l i t y i s s u e s , t h e n a m e s o f t h e t e n l a r g e s t r e v e n u e p a y e r s a r e n o t a v a i l a b l e . T h e c a t e g o r i e s p r e s e n t e d a r e i n t e n d e d t o pr o v i d e a l t e r n a t i v e i n f o r m a t i o n r e g a r d i n g t h e C i t y ' s r e v e n u e s . T h e a m o u n t s s h o w n a r e g r o s s c o l l e c t i o n s p r i o r t o r e f u n d s a n d c o l l e c t i o n s o f am o u n t s d u e f r o m p r i o r y e a r . 336 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 DE M O G R A P H I C A N D E C O N O M I C S T A T I S T I C S LA S T S I X F I S C A L Y E A R S Fi s c a l Ye a r En d i n g Po p u l a t i o n ( 1 ) Pe r s o n a l In c o m e ( 2 ) (m i l l i o n s ) Pe r C a p i t a Pe r s o n a l In c o m e ( 2 ) Me d i a n A g e (3 ) Ed u c a t i o n L e v e l in Y e a r s o f Fo r m a l S c h o o l i n g (3 ) ( 4 ) El e m e n t a r y Sc h o o l En r o l l m e n t ( 5 ) Es t i m a t e d Un e m p l o y m e n t Ra t e ( % ) ( 6 ) 20 0 5 2 9 5 , 8 9 3 1 8 , 9 2 4 2 4 , 9 9 9 29 . 9 72 . 2 % 28 , 2 3 4 8. 3 % 20 0 6 3 1 1 , 8 2 4 2 0 , 0 8 7 2 5 , 7 4 8 30 . 0 71 . 9 % 27 , 8 9 0 7. 3 % 20 0 7 3 2 3 , 2 1 3 2 1 , 4 0 9 2 7 , 0 7 6 29 . 8 70 . 1 % 27 , 4 0 3 8. 0 % 20 0 8 3 2 8 , 6 9 2 2 2 , 1 8 3 2 7 , 7 1 3 30 . 0 70 . 2 % 27 , 0 8 5 9. 5 % 20 0 9 3 3 3 , 7 1 9 2 4 , 1 7 4 2 9 , 9 4 0 30 . 3 71 . 5 % 27 , 2 6 3 14 . 7 % 20 1 0 3 3 8 , 9 5 2 ‐‐ ‐ ‐ ‐ 15 . 8 % So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 0 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e s : (1 ) S t a t e D e p a r t m e n t o f F i n a n c e . E s t i m a t e s a r e r e v i s e d p e r i o d i c a l l y t o i n c l u d e d a t a t h a t m a y n o t h a v e b e e n a v a i l a b l e a t th e t i m e . (2 ) U S D e p t o f C o m m e r c e B u r e a u o f E c o n o m i c A n a l y s i s . A s a v a i l a b l e , f i g u r e s a n d e s t i m a t e s s h o u l d b e u s e d f o r g e n e r a l pu r p o s e s o n l y . E s t i m a t e s a r e r e v i s e d p e r i o d i c a l l y t o i n c l u d e d a t a t h a t m a y n o t h a v e b e e n a v a i l a b l e a t t h e t i m e . I n f o r m a t i o n is f o r B a k e r s f i e l d M e t r o p o l i t a n a r e a . (3 ) U S C e n s u s B u r e a u e s t i m a t e s a s a v a i l a b l e f o r B a k e r s f i e l d M e t r o p o l i t a n a r e a . (4 ) T h i s c o l u m n s h o w s t h e p e r c e n t o f t h e C i t y p o p u l a t i o n 2 5 y e a r s a n d o l d e r w h o a r e h i g h s c h o o l g r a d u a t e s o r h i g h e r . (5 ) E d - D a t a E d u c a t i o n D a t a P a r t n e r s h i p (6 ) S t a t e o f C a l i f o r n i a E m p l o y m e n t D e v e l o p m e n t D e p a r t m e n t ( D a t a s h o w n i s f o r K e r n C o u n t y ) 337 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 PR O P E R T Y V A L U E A N D C O N S T R U C T I O N LA S T T E N F I S C A L Y E A R S Ot h e r C o n s t r u c t i o n No . o f U n i t s V a l u e N o . o f U n i t s V a l u e V a l u e N o . o f U n i t s V a l u e 20 0 1 12 3 3 8 , 1 1 3 $ 2, 0 1 2 2 6 1 , 5 2 2 $ 48 , 0 6 7 $ 2, 1 3 5 3 4 7 , 7 0 2 $ 20 0 2 14 3 7 0 , 8 7 4 2, 4 4 5 3 1 1 , 6 3 9 57 , 9 8 3 2, 5 8 8 4 4 0 , 4 9 6 20 0 3 14 1 5 6 , 6 9 4 2, 9 8 1 4 2 8 , 5 3 4 62 , 1 1 2 3, 1 2 2 5 4 7 , 3 4 0 20 0 4 13 0 8 2 , 0 0 3 3, 6 7 7 5 6 8 , 4 1 3 65 , 8 7 8 3, 8 0 7 7 1 6 , 2 9 4 20 0 5 10 3 6 2 , 2 0 2 4, 2 9 1 6 7 5 , 8 0 4 11 5 , 3 4 8 4, 3 9 4 8 5 3 , 3 5 4 20 0 6 76 3 6 , 0 0 8 5, 3 1 4 8 7 0 , 1 9 0 94 , 6 6 1 5, 3 9 0 1 , 0 0 0 , 8 5 9 20 0 7 15 1 6 9 , 0 0 2 3, 5 3 2 5 6 4 , 5 8 8 10 1 , 8 3 5 3, 6 8 3 7 3 5 , 4 2 5 20 0 8 15 3 7 8 , 5 0 6 1, 9 2 2 2 9 6 , 7 8 8 10 4 , 7 1 0 2, 0 7 5 4 8 0 , 0 0 4 20 0 9 95 6 0 , 8 4 0 1, 0 9 0 2 3 7 , 0 9 1 93 , 3 1 4 1, 1 8 5 3 9 1 , 2 4 5 20 1 0 77 1 0 , 1 6 2 41 8 88 , 6 5 1 44 , 1 9 6 49 5 1 4 3 , 0 0 9 So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 0 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : P r o p e r t y v a l u e r e p o r t e d i n t h o u s a n d s . Co m m e r c i a l C o n s t r u c t i o n R e s i d e n t i a l C o n s t r u c t i o n To t a l C o n s t r u c t i o n Fi s c a l Ye a r En d i n g 338 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 OP E R A T I N G I N D I C A T O R S B Y F U N C T I O N Fu n c t i o n 20 0 4 2 0 0 5 2 0 0 6 2 0 0 7 20 0 8 2 0 0 9 2 0 1 0 Po l i c e Ph y s i c a l a r r e s t s 14 , 3 8 0 1 4 , 5 6 7 1 6 , 6 7 7 1 8 , 2 1 0 1 7 , 2 7 2 1 8 , 5 3 1 1 7 , 0 2 3 Pa r k i n g v i o l a t i o n s 10 , 1 3 9 9 , 9 9 2 1 0 , 5 7 2 9 , 1 4 6 1 1 , 0 9 4 7 , 9 8 5 5 , 5 2 2 Tr a f f i c v i o l a t i o n s 32 , 4 7 5 2 2 , 8 3 3 - 1 7 , 9 5 0 1 0 , 6 8 1 1 1 , 3 6 5 1 2 , 0 1 8 Fi r e Nu m b e r o f c a l l s a n s w e r e d 23 , 1 0 1 2 4 , 3 4 8 2 5 , 7 3 5 2 2 , 5 0 5 2 7 , 3 9 0 2 8 , 6 0 5 2 6 , 8 8 5 In s p e c t i o n s 2, 5 5 5 3 , 6 1 0 3 , 9 0 6 5 , 9 9 6 3 , 6 1 6 2 , 4 4 4 2 , 8 9 6 Hi ghw a y a n d S t r e e t s St r e e t r e s u r f a c i n g ( m i l e s ) 18 2 2 7 3 5 5 7 6 8 4 4 9 Sa n i t a t i o n Re f u s e c o l l e c t e d ( t o n s / d a y ) 80 , 2 4 6 8 5 , 3 3 2 9 1 , 1 1 0 1 0 1 , 8 0 0 9 4 , 7 5 0 1 0 0 , 7 5 0 1 1 2 , 0 0 0 Re c y c l a b l e s c o l l e c t e d ( t o n s / d a y ) 28 , 0 3 2 3 1 , 1 5 5 3 4 , 5 8 8 3 3 , 1 0 0 3 5 , 3 0 0 3 9 , 2 0 0 4 2 , 0 0 0 Cu l t u r e a n d R e c r e a t i o n At h l e t i c f i e l d p e r m i t s i s s u e d 3, 0 3 6 3 , 3 9 6 3 , 5 2 8 2 , 4 6 3 6 , 9 0 2 6 , 8 4 9 6 , 2 1 9 Co m m u n i t y c e n t e r a d m i s s i o n s 61 , 2 1 6 5 9 , 9 6 2 8 9 , 4 7 8 1 2 4 , 4 6 5 3 0 1 , 1 9 8 3 2 3 , 6 6 1 3 7 9 , 2 8 6 Wa t e r Ne w c o n n e c t i o n s 1, 5 1 8 2 , 0 5 6 2 , 1 0 9 1 , 8 6 2 2 , 5 4 2 1 , 2 9 3 9 5 4 Wa t e r m a i n b r e a k s 15 4 2 4 3 8 7 3 5 1 4 5 Av e r a g e d a i l y c o n s u m p t i o n ( m g d ) 31 . 6 9 31 . 7 9 32 . 1 4 31 . 8 9 38 . 0 3 41 , 5 4 2 . 0 0 36 , 3 7 0 Wa s t e w a t e r Av e r a g e d a i l y s e w a g e t r e a t m e n t ( m g d ) 30 . 0 5 2 9 . 9 5 3 0 . 5 4 3 1 . 1 2 3 1 . 1 8 3 1 . 4 9 3 1 . 4 9 Fi s c a l Y e a r E n d i n g 339 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 CA P I T A L A S S E T S T A T I S T I C S B Y F U N C T I O N Fu n c t i o n 20 0 4 2 0 0 5 2 0 0 6 2 0 0 7 20 0 8 2 0 0 9 2 0 1 0 La n d Ar e a 11 7 . 4 2 1 1 8 . 5 1 1 2 0 . 8 5 1 3 5 . 4 8 1 3 9 . 9 1 1 4 3 . 4 6 1 4 4 . 4 0 Pu b l i c S a f e t y Po l i c e S t a t i o n s / S u b s t a t i o n s 44 4 4 4 4 4 Fi r e S t a t i o n s 13 13 13 13 13 13 14 Sa n i t a t i o n Co l l e c t i o n t r u c k s 38 4 2 4 4 5 5 5 6 5 7 5 7 Hi ghw a ys a n d S t r e e t s St r e e t s ( m i l e s ) 98 3 1 , 0 2 8 1 , 0 6 9 1 , 1 7 8 1 , 2 3 6 1 , 2 4 2 1 , 3 7 9 St r e e t l i g h t s 12 , 7 5 6 1 3 , 3 1 6 1 4 , 1 0 1 1 4 , 9 6 5 1 5 , 4 7 4 1 5 , 8 0 9 1 5 , 9 2 3 Tr a f f i c S i g n a l s 28 0 2 9 3 3 0 2 3 1 4 3 2 6 3 4 3 35 9 Cu l t u r e a n d R e c r e a t i o n Pa r k s a c r e a g e 39 8 4 3 2 4 3 2 4 4 7 4 5 4 4 8 4 49 4 Pa r k s 45 46 46 48 49 55 55 Sw i m m i n g P o o l s 76 6 6 6 6 4 Te n n i s c o u r t s 11 11 11 11 11 11 11 Co m m u n i t y c e n t e r s 33 3 3 3 3 3 Wa t e r Wa t e r m a i n s ( m i l e s ) - 4 0 9 5 8 9 7 1 0 8 4 2 9 2 6 9 4 0 Fi r e h y d r a n t s 8, 3 6 5 8 , 5 1 8 9 , 0 4 0 9 , 6 0 0 9 , 7 6 5 1 0 , 0 4 1 1 0 , 2 2 0 Se w e r s Sa n i t a r y s e w e r s ( m i l e s ) 88 9 9 2 1 9 6 2 1 , 0 2 8 1 , 0 5 5 1 , 0 5 9 1 , 0 5 9 St o r m s e w e r s ( m i l e s ) 17 3 1 8 9 2 0 4 2 4 4 2 5 9 2 6 1 26 2 Ma x i m u m t r e a t m e n t c a p a c i t y 35 41 41 41 41 41 57 Fi s c a l Y e a r E n d i n g 340 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 PE R S O N N E L C O M P L E M E N T B Y D I V I S I O N Au t h o r i z e d A u t h o r i z e d A u t h o r i z e d A u t h o r i z e d C h a n ge A u t h o r i z e d FY 2 0 0 7 - 0 8 F Y 2 0 0 8 - 0 9 F Y 2 0 0 9 - 1 0 F Y 2 0 1 0 - 1 1 F Y 2 0 1 1 - 1 2 F Y 2 0 1 1 - 1 2 Ma y o r 1. 0 0 1. 0 0 1. 0 0 1. 0 0 0. 0 0 1. 0 0 To t a l L e gis l a t i v e 1. 0 0 1 . 0 0 1 . 0 0 1 . 0 0 0 . 0 0 1 . 0 0 Ci t y M a n a ger 8. 0 0 8. 0 0 8. 0 0 6. 0 0 0. 0 0 6. 0 0 Ci t y C l e r k 7. 0 0 7. 0 0 6. 0 0 7. 0 0 0. 0 0 7. 0 0 Hu m a n R e s o u r c e s 13 . 0 0 1 3 . 0 0 1 0 . 0 0 9. 0 0 0. 0 0 9. 0 0 Ri s k M a n a gem e n t 4. 0 0 4. 0 0 3. 0 0 3. 0 0 0. 0 0 3. 0 0 In f o r m a t i o n T e c h n o l o gy 37 . 0 0 3 7 . 0 0 3 1 . 0 0 3 0 . 0 0 0. 0 0 3 0 . 0 0 To t a l E x e c u t i v e 69 . 0 0 6 9 . 0 0 5 8 . 0 0 5 5 . 0 0 0. 0 0 5 5 . 0 0 Ad m i n i s t r a t i o n 5. 0 0 5. 0 0 5. 0 0 5. 0 0 0. 0 0 5. 0 0 Ac c o u n t i n g a n d R e p o r t i n g 16 . 0 0 1 6 . 0 0 1 5 . 0 0 1 4 . 0 0 0. 0 0 1 4 . 0 0 Tr e a s u r y 10 . 0 0 1 0 . 0 0 9. 0 0 9. 0 0 0. 0 0 9. 0 0 Pu r c h a s i n g 4. 0 0 4. 0 0 3. 0 0 3. 0 0 0. 0 0 3. 0 0 To t a l F i n a n c i a l S e r v i c e s 35 . 0 0 3 5 . 0 0 3 2 . 0 0 3 1 . 0 0 0. 0 0 3 1 . 0 0 Le gal C o u n s e l 13 . 0 0 1 3 . 0 0 1 1 . 0 0 1 0 . 0 0 0. 0 0 1 0 . 0 0 To t a l C i t y A t t o r n e y 13 . 0 0 1 3 . 0 0 1 1 . 0 0 1 0 . 0 0 0. 0 0 1 0 . 0 0 Ad m i n i s t r a t i o n 13 7 . 0 0 1 3 7 . 0 0 1 2 2 . 0 0 1 2 4 . 0 0 (2. 0 0 ) 12 2 . 0 0 Op e r a t i o n s 2 9 5 . 0 0 2 9 5 . 0 0 2 6 1 . 0 0 2 7 7 . 0 0 3 . 0 0 (a ) 28 0 . 0 0 In v e s t i gat i o n s 85 . 0 0 8 5 . 0 0 8 8 . 0 0 8 4 . 0 0 0. 0 0 8 4 . 0 0 To t a l P o l i c e S e r v i c e s 51 7 . 0 0 5 1 7 . 0 0 4 7 1 . 0 0 4 8 5 . 0 0 1. 0 0 4 8 6 . 0 0 Ad m i n i s t r a t i o n 10 . 0 0 1 0 . 0 0 8. 0 0 8. 0 0 0. 0 0 8. 0 0 Fi r e S a f e t y 22 . 0 0 2 0 . 0 0 1 4 . 0 0 1 4 . 0 0 0. 0 0 1 4 . 0 0 Fi r e S u p p r e s s i o n 18 0 . 0 0 1 8 0 . 0 0 1 7 8 . 0 0 1 7 3 . 0 0 0. 0 0 (b ) 17 3 . 0 0 To t a l F i r e S e r v i c e s 21 2 . 0 0 2 1 0 . 0 0 2 0 0 . 0 0 1 9 5 . 0 0 0 . 0 0 1 9 5 . 0 0 Di v i s i o n 341 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 1 - 1 2 PE R S O N N E L C O M P L E M E N T B Y D I V I S I O N Au t h o r i z e d A u t h o r i z e d A u t h o r i z e d A u t h o r i z e d C h a n ge A u t h o r i z e d FY 2 0 0 7 - 0 8 F Y 2 0 0 8 - 0 9 F Y 2 0 0 9 - 1 0 F Y 2 0 1 0 - 1 1 F Y 2 0 1 1 - 1 2 F Y 2 0 1 1 - 1 2 Di v i s i o n Ad m i n i s t r a t i o n 10 . 0 0 1 0 . 0 0 1 0 . 0 0 9. 0 0 0. 0 0 9. 0 0 TR I P 7. 0 0 7. 0 0 5. 0 0 5. 0 0 0. 0 0 5. 0 0 En gin e e r i n g 63 . 0 0 6 1 . 0 0 5 0 . 0 0 4 8 . 0 0 (3. 0 0 ) 45 . 0 0 Ge n e r a l S e r v i c e s 75 . 0 0 7 5 . 0 0 6 8 . 0 0 6 8 . 0 0 1. 0 0 6 9 . 0 0 St r e e t s 98 . 0 0 9 8 . 0 0 8 7 . 0 0 8 7 . 0 0 2. 0 0 8 9 . 0 0 Eq u i p m e n t 61 . 0 0 6 1 . 0 0 5 6 . 0 0 5 3 . 0 0 0. 0 0 5 3 . 0 0 Wa s t e w a t e r 32 . 0 0 3 2 . 0 0 3 1 . 0 0 3 7 . 0 0 0. 0 0 3 7 . 0 0 So l i d W a s t e 11 0 . 0 0 1 1 0 . 0 0 1 0 2 . 0 0 1 0 2 . 0 0 10 2 . 0 0 To t a l P u b l i c W o r k s 45 6 . 0 0 4 5 4 . 0 0 4 0 9 . 0 0 4 0 9 . 0 0 0. 0 0 4 0 9 . 0 0 Agri c u l t u r a l W a t e r 23 . 0 0 2 3 . 0 0 2 2 . 0 0 2 3 . 0 0 0. 0 0 2 3 . 0 0 Do m e s t i c W a t e r 2. 0 0 4. 0 0 4. 0 0 5. 0 0 0. 0 0 5. 0 0 To t a l W a t e r R e s o u r c e s 25 . 0 0 2 7 . 0 0 2 6 . 0 0 2 8 . 0 0 0. 0 0 2 8 . 0 0 Ra b o b a n k A r e n a 4. 0 0 4. 0 0 4. 0 0 4. 0 0 0. 0 0 (c ) 4. 0 0 To t a l R a b o b a n k A r e n a 4. 0 0 4. 0 0 4. 0 0 4. 0 0 0. 0 0 4. 0 0 Ad m i n i s t r a t i o n 12 . 0 0 1 2 . 0 0 1 1 . 0 0 1 0 . 0 0 0. 0 0 1 0 . 0 0 Pa r k s 14 4 . 0 0 1 4 4 . 0 0 1 2 7 . 0 0 1 2 2 . 0 0 4. 0 0 1 2 6 . 0 0 Re c r e a t i o n 14 . 0 0 1 4 . 0 0 1 3 . 0 0 1 1 . 0 0 0. 0 0 1 1 . 0 0 To t a l R e c r e a t i o n & P a r k s 17 0 . 0 0 1 7 0 . 0 0 1 5 1 . 0 0 1 4 3 . 0 0 4. 0 0 1 4 7 . 0 0 Pl a n n i n g 2 9 . 0 0 2 9 . 0 0 2 3 . 0 0 2 0 . 0 0 (1. 0 0 ) 19 . 0 0 Bu i l d i n g 65 . 0 0 6 2 . 0 0 4 6 . 0 0 4 1 . 0 0 (3. 0 0 ) 38 . 0 0 To t a l D e v e l o p m e n t S e r v i c e s 94 . 0 0 9 1 . 0 0 6 9 . 0 0 6 1 . 0 0 (4. 0 0 ) 57 . 0 0 Co m m u n i t y D e v e l o p m e n t 9. 0 0 9. 0 0 9. 0 0 9. 0 0 0. 0 0 9. 0 0 Ec o n o m i c D e v e l o p m e n t 8. 0 0 8. 0 0 6. 0 0 6. 0 0 0. 0 0 6. 0 0 Co n v e n t i o n & V i s i t o r s B u r e a u 5. 0 0 5. 0 0 5. 0 0 4. 0 0 0. 0 0 4. 0 0 To t a l E D / C D 22 . 0 0 2 2 . 0 0 2 0 . 0 0 1 9 . 0 0 0. 0 0 1 9 . 0 0 To t a l P e r s o n n e l 1, 6 1 8 . 0 0 1 , 6 1 3 . 0 0 1 , 4 5 2 . 0 0 1 , 4 4 1 . 0 0 1. 0 0 1 , 4 4 2 . 0 0 No t e s : (a ) T h e t h r e e a d d e d p o s i t i o n s r e p r e s e n t t h e n e t o f a n i n c r e a s e o f f i v e S a f e t y p o s i t i o n s a n d t h e e l i m i n a t i o n o f t w o C i v i l i a n p o si t i o n s . (b) C o u n c i l d e c i d e d t o e l i m i n a t e f i v e F i r e S e r v i c e s P o s i t i o n s a f t e r t h e pri n t i n g o f t h e 2 0 1 0 - 1 1 B u d get D o c u m e n t . (c ) R e m a i n i n g C i t y e m p l o y e e s t h a t d i d n o t b e c o m e e m p l o y e e s o f S M G . 342 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 26030ACCOUNTANT I 18021.49122.56723.70124.88126.126A 26039ACCOUNTANT I - TEMP 78021.491 A 57950ACCOUNTANT II G2327.74429.13330.59432.12433.725C 26050ACCOUNTING CLERK I 3014.68915.42216.19717.00917.856A 26059ACCOUNTING CLERK I - TEMP 73514.689 A 26060ACCOUNTING CLERK II 5516.23317.04517.90118.79319.734A 26070ACCOUNTING CLERK II - CGCC 5516.23317.04517.90118.79319.734A 26069ACCOUNTING CLERK II - TEMP 74516.233 A 57960ACCOUNTING SUPERVISOR G4532.91034.55536.28538.10040.008C 28010ADMINISTRATIVE AIDE 18021.49122.56723.70124.88126.126A 26040ADMINISTRATIVE ANALYST I 23523.80324.99326.23427.54328.926A 26049ADMINISTRATIVE ANALYST I-TEMP 78723.803 A 26110ADMINISTRATIVE ANALYST II 28525.46226.75328.10829.53531.025A 56130ADMINISTRATIVE ANALYST III G3029.83531.32732.89534.53936.266C 89320ADMINISTRATIVE ANALYST III M0429.83531.32732.89534.53936.266D 22010ADMINISTRATIVE ASSISTANT I 18021.49122.56723.70124.88126.126A 22019ADMINISTRATIVE ASSISTANT I-TEMP78021.491 A 22020ADMINISTRATIVE ASSISTANT II 21523.03224.18925.39526.66327.995A 26430ADMINISTRATIVE TECHNICIAN 21523.03224.18925.39526.66327.995A 14140AIR CONDITIONING TECH I 20021.91623.01824.16725.37926.654A 17570AIR CONDITIONING TECH II 23023.50124.67525.91227.19928.559A 59020AIRPORT SUPERVISOR G3029.83531.32732.89534.53936.266C 27200ANIMAL CONTROL OFFICER 1013.39914.06614.76915.51016.291A 27209ANIMAL CONTROL OFFICER - TEMP 86013.399 A 57180ANIMAL CONTROL SUPERVISOR G1525.42826.70228.03929.44530.913C 57130APPLICATIONS SYSTEMS SUPV G3831.82933.41935.09036.84838.692C 90539AQUATICS COORDINATOR - TEMP 97212.500 A 14210AQUATICS MAINTENANCE TECH 20121.92423.02624.16825.38226.647A 90499AQUATICS SPECIALIST I - TEMP 9438.250 A 90489AQUATICS SPECIALIST II - TEMP 9519.000 A 88330ASSISTANT BUILDING DIRECTOR M3345.74048.03150.42852.95255.603D 88090ASSISTANT CITY ATTORNEY M6053.51456.19359.00461.95765.054D 57440ASSISTANT CITY CLERK G2528.08429.48930.96332.51534.140C 89120ASSISTANT CITY MANAGER M6053.51456.19359.00461.95765.054D 88070ASSISTANT FINANCE DIRECTOR M2441.87943.97246.17348.48050.904D 88120ASSISTANT FIRE CHIEF M4551.63954.23056.93559.77862.777D 88122ASSISTANT FIRE CHIEF-SUPPRESS M0336.88538.73040.66742.70344.834D 25040ASSISTANT PLANNER 23523.80324.99326.23427.54328.926A 25049ASSISTANT PLANNER - TEMP 78723.803 A 88320ASSISTANT PLANNING DIRECTOR M2441.87943.97246.17348.48050.904D 343 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 88520ASSISTANT POLICE CHIEF M6657.75760.64763.68166.86770.213D 90119ASSISTANT POOL MANAGER 9549.500 A 57150ASSISTANT SUPERINTENDENT G4532.91034.55536.28538.10040.008C 89330ASSISTANT TO THE CITY MANAGERM1240.19042.20144.31246.52748.854D 88250ASSOCIATE ATTORNEY M0229.90931.40932.97934.62836.363D 27060ASSOCIATE PLANNER 36029.90931.40932.97934.62836.363A 27069ASSOCIATE PLANNER - TEMP 79829.909 A 27070ASSOCIATE PLANNER-COMM DEV 36029.90931.40932.97934.62836.363A 27240ASST CODE ENFORCEMENT OFFICER6017.44018.31319.23320.19721.206A 89900ASST DIR OF INFORMATION TECH M0636.45838.27740.19042.20644.314D 88900ASST DIRECTOR REC & PARKS M2944.38446.60148.93351.37953.950D 89340ASST ECONOMIC DEVELOPMENT DIRM2542.24444.35746.57948.91151.351D 88050ASST PUBLIC WORKS DIRECTOR M5452.72155.35758.12661.03564.087D 90049ASST SITE MANAGER I - TEMP 9549.500 A 90039ASST SITE MANAGER II - TEMP 95610.000 A 87890ASST TO THE PUBLIC WORKS DIR M0636.45838.27740.19042.20644.314D 27360AUDIO VISUAL SPECIALIST 15020.85021.90322.98524.13625.345A 13088AUDITORIUM MAINTAINER I TEMP-T 71010.388 A 13081AUDITORIUM MAINTAINER I-T STEP 71010.388 A 13089AUDITORIUM MAINTAINER I-TEMP 73514.689 A 13120AUDITORIUM MAINTAINER II 5016.12416.92517.76818.65119.589A 57400AUDITORIUM STAGE MANAGER G2528.08429.48930.96332.51534.140C 26470BENEFITS TECHNICIAN 28525.46226.75328.10829.53531.025A 58620BLDG INSP III - PLMBG & MECH G4032.26833.88435.58137.35739.229C 27140BLDG INSPECTOR I 21022.91224.07225.28026.56627.917A 27149BLDG INSPECTOR I - TEMP 78222.912 A 27080BLDG INSPECTOR II 26525.20226.46727.78729.17930.633A 27089BLDG INSPECTOR II - TEMP 79025.202 A 58600BLDG INSPECTOR III G4032.26833.88435.58137.35739.229C 58610BLDG INSPECTOR III - ELEC SPEC G4032.26833.88435.58137.35739.229C 57100BOX OFFICE MANAGER - CGCC G1525.42826.70228.03929.44530.913C 57090BOX OFFICE SUPERVISOR G1525.42826.70228.03929.44530.913C 89150BUILDING DIRECTOR M4849.68052.16554.77557.51460.390D 58609BUILDING INSPECTOR III - TEMP 61032.268 C 13060BUILDING MAINTAINER I 1013.39914.06614.76915.51016.291A 13069BUILDING MAINTAINER I - TEMP 72711.904 A 13061BUILDING MAINTAINER I T-STEP 7059.471 A 13068BUILDING MAINTAINER I TEMP-T 7059.471 A 13100BUILDING MAINTAINER II 3014.68915.42216.19717.00917.856A 27169BUILDING PERMIT TECH - TEMP 78222.912 A 27160BUILDING PERMIT TECHNICIAN 21022.91224.07225.28026.56627.917A 57880BUSINESS MANAGER G4532.91034.55536.28538.10040.008C 27520BUYER I 6017.44018.31319.23320.19721.206A 344 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 27540BUYER II 18021.49122.56723.70124.88126.126A 88500C V B MANAGER M1840.25142.26944.38346.59948.935D 13340CANAL TENDER I 5016.12416.92517.76818.65119.589A 13341CANAL TENDER I T STEP 71512.641 A 13349CANAL TENDER I TEMP 74216.124 A 13348CANAL TENDER I TEMP-T 71512.641 A 13350CANAL TENDER II 9018.13619.04019.98621.00022.041A 90069CASHIER 9008.000 A 26120CASHIER-RECEPTIONIST 1514.02514.73115.46416.23517.052A 26129CASHIER-RECEPTIONIST-TEMP 73012.460 A 57270CHIEF CODE ENFORCEMENT OFFICERG5234.95436.70038.53940.46742.494C 89200CITY ATTORNEY M8386.368 D 89250CITY CLERK M0939.05641.00943.06145.21347.475D 89300CITY MANAGER M89106.805 D 89960CITY TREASURER M0939.05641.00943.06145.21347.475D 58360CIVIL ENGINEER III G6037.77139.66141.64543.73145.915C 58369CIVIL ENGINEER III - TEMP 62037.771 C 88380CIVIL ENGINEER IV M4247.57849.95652.45855.07857.835D 90289CLASS B DRIVER - TEMP 97212.500 A 90239CLERICAL AIDE/RECEPTIONIST 9008.000 A 26180CLERK STENO I 1514.02514.73115.46416.23517.052A 26210CLERK STENO II 3515.17715.92916.72617.57318.442A 26220CLERK TYPIST I 512.79613.43914.10514.81615.557A 26221CLERK TYPIST I - T-STEP 70010.031 A 26229CLERK TYPIST I - TEMP 72512.796 A 26228CLERK TYPIST I - TEMP T-STEP 70010.031 A 26230CLERK TYPIST II 2514.49215.21815.98516.77917.619A 26239CLERK TYPIST II - TEMP 73214.492 A 27250CODE ENFORCEMENT OFFR I 25024.07225.28026.56627.91729.312A 27259CODE ENFORCEMENT OFFR I - TEMP78824.072 A 27260CODE ENFORCEMENT OFFR II 29526.46727.78729.17930.64132.173A 27269CODE ENFORCEMENT OFFR II - TEM79326.467 A 57260CODE ENFORCEMENT OFFR III G4032.26833.88435.58137.35739.229C 79950COMMUNICATIONS CENTER SUPV N1525.71327.00328.35129.77131.261C 89940COMMUNICATIONS COORDINATOR M0838.27740.19042.20144.31246.527D 57900COMMUNICATIONS ENGINEER G4532.91034.55536.28538.10040.008C 79970COMMUNICATIONS OPERATIONS SUPVN4533.27834.94236.68938.52840.454C 27379COMMUNICATIONS TECH I - TEMP 78222.912 A 27389COMMUNICATIONS TECH II - TEMP 79527.072 A 27370COMMUNICATIONS TECHNICIAN I 21022.91224.07225.28026.56627.917A 27380COMMUNICATIONS TECHNICIAN II 30027.07228.42229.84631.33332.899A 21509COMMUNITY REL SPECIALIST-TEMP76118.310 A 21500COMMUNITY RELATIONS SPECIALIST9218.31019.23120.19421.20922.261A 345 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 89100COMMUNITY SERVICES MANAGER M6954.34757.06659.92362.91966.066D 25200COMPUTER DRAFTING TECH I 11519.92520.91221.96223.06224.208A 25209COMPUTER DRAFTING TECH I-TEMP77019.925 A 25240COMPUTER DRAFTING TECH II 22523.35224.51725.74327.03328.382A 25250CONSTRUCTION INSPECTOR I 21022.91224.07225.28026.56627.917A 25259CONSTRUCTION INSPECTOR I-TEMP78222.912 A 25260CONSTRUCTION INSPECTOR II 29526.46727.78729.17930.64132.173A 88460CONSTRUCTION SUPERINTENDENTM1840.25142.26944.38346.59948.935D 88030CONVENTION CTR SUPERINTENDENTM1840.25142.26944.38346.59948.935D 99989COUNCILMEMBER 987100.000 A 21600CRIME ANALYST 21022.91224.07225.28026.56627.917A 51440CRIME PREVENTION SUPERVISOR G4532.91034.55536.28538.10040.008C 26170DATA ENTRY CLERK 3014.68915.42216.19717.00917.856A 26179DATA ENTRY CLERK - TEMP 73514.689 A 88240DEPUTY CITY ATTORNEY I M1538.67540.60842.64044.77547.013D 88260DEPUTY CITY ATTORNEY I M3946.66349.00151.45554.02656.731D 88080DEPUTY CITY ATTORNEY II M5452.72155.35758.12661.03564.087D 26350DEPUTY CITY CLERK 7017.83818.73019.66920.65021.676A 88280DEPUTY FIRE CHIEF M5755.90258.70161.63764.71967.956D 41040DETECTIVE P2527.25528.63330.08631.61133.209A 41049DETECTIVE - TEMP P2527.25528.63330.08631.61133.209A 25070DEVELOPMENT ASSISTANT 23523.80324.99326.23427.54328.926A 25060DEVELOPMENT ASSOCIATE 36029.90931.40932.97934.62836.363A 25069DEVELOPMENT ASSOCIATE - TEMP 79829.909 A 89460DEVELOPMENT SERVICES DIRECTORM6354.25956.97059.82162.81265.953D 25020DEVELOPMENT SPECIALIST 15020.85021.90322.98524.13625.345A 88200DIR OF FIRE PREV/ENV SERVICES M1840.25142.26944.38346.59948.935D 89870DIR OF INFORMATION TECHNOLOGYM4247.57849.95652.45855.07857.835D 58200DIRECTOR OF ENVIRONMENTAL SVSG6037.77139.66141.64543.73145.915C 88040DIRECTOR OF OPERATIONS - PARKSM1840.25142.26944.38346.59948.935D 89000DIRECTOR RECREATION & PARKS M6354.25956.97059.82162.81265.953D 89360ECONOMIC DEVELOPMENT DIRECTORM7158.20461.11664.17267.38170.753D 14139ELECTRICAL ASSISTANT 87113.502 A 14130ELECTRICAL TECHNICIAN I 20522.32323.44824.61025.83527.139A 14100ELECTRICAL TECHNICIAN II 26325.14126.38727.71029.09730.549A 25120ENGINEER I 31527.74429.13330.59432.12433.725A 25129ENGINEER I - TEMP 79727.744 A 25150ENGINEER II 37531.90833.50235.17736.94138.783A 25159ENGINEER II - TEMP 79931.908 A 58300ENGINEER III - WASTEWATER G6037.77139.66141.64543.73145.915C 25180ENGINEERING AIDE I 5016.12416.92517.76818.65119.589A 25189ENGINEERING AIDE I - TEMP 74216.124 A 25210ENGINEERING AIDE II 9018.13619.04019.98621.00022.041A 346 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 25220ENGINEERING AIDE III 11519.92520.91221.96223.06224.208A 88390ENGINEERING SERVICES MANAGERM4849.68052.16554.77557.51460.390D 25270ENGINEERING TECHNICIAN I 26525.20226.46727.78729.17930.633A 55300ENGINEERING TECHNICIAN II G4032.26833.88435.58137.35739.229C 90359EVENT ATTENDANT 96013.399 A 57000EVENTS SUPERVISOR G1525.42826.70228.03929.44530.913C 13500FACILITY WORKER 1013.39914.06614.76915.51016.291A 13509FACILITY WORKER - TEMP 86013.399 A 13508FACILITY WORKER - TEMP T 86013.399 A 41260FEMALE INVESTIGATOR I P1024.21425.43526.72028.07229.493A 41300FEMALE INVESTIGATOR II P1525.43526.72028.07229.49330.989A 41150FEMALE INVESTIGATOR III P2025.94127.25528.63430.08631.610A 89350FINANCE DIRECTOR M6354.25956.97059.82162.81265.953D 26080FINANCIAL INVESTIGATOR 7017.83818.73019.66920.65021.676A 68130FIRE BATT CHIEF-DAYS F6538.94740.89542.94145.09447.343D 68132FIRE BATT CHIEF-SUPPRESS F6027.81829.21130.67332.20933.817C 88130FIRE BATTALION CHIEF - DAYS M2138.84840.79042.83544.97947.221D 88132FIRE BATTALION CHIEF-SUPPRESS M0127.74529.13730.59332.12733.730D 67180FIRE CAPTAIN - DAYS F5532.02133.64135.33737.12439.007A 67182FIRE CAPTAIN - SUPPRESSION F5022.87224.03625.23726.52627.867A 89400FIRE CHIEF M7464.20967.41870.79674.33178.050D 26260FIRE DISPATCHER I 4516.08616.88817.73618.62519.554A 26269FIRE DISPATCHER I - TEMP 74016.086 A 26290FIRE DISPATCHER II 7517.85718.75619.69220.67721.710A 26299FIRE DISPATCHER II - TEMP 75517.857 A 32150FIRE ENGINEER - DAYS F3026.79828.16529.58031.08132.660A 32152FIRE ENGINEER - SUPPRESSION F1519.14220.11121.11822.19923.325A 21479FIRE INSPECTOR-TEMPORARY 13520.62121.65322.73423.87425.066A 68440FIRE MARSHAL/TRAINING OFFICER F7040.85542.90045.04647.30249.659A 88440FIRE MARSHAL/TRAINING OFFICER M3640.75042.78744.93347.18149.535D 27040FIRE PLANS EXAMINER 32528.69430.14531.67233.28034.958A 21480FIRE PREVENTION INSP/PETROLEUM13520.62121.65322.73423.87425.066A 21470FIRE PREVENTION/ENVIRON OFFR 25024.07225.28026.56627.91729.312A 32200FIREFIGHTER - DAYS F2524.02825.25226.53327.87529.287A 32202FIREFIGHTER - SUPPRESSION F1017.34618.21719.14220.10921.118A 32260FIREFIGHTER TRAINEE - DAYS F0116.312 A 32262FIREFIGHTER TRAINEE - SUPPRESSF0513.88314.59115.32816.09616.933A 14330FLEET MECHANIC I 11019.89820.89521.93323.03224.189A 14280FLEET MECHANIC II 24524.08725.29026.55427.87429.274A 14300FLEET MECHANIC III 26024.99326.25327.58728.97730.447A 14040FLEET SERVICE WORKER I 5016.12416.92517.76818.65119.589A 14060FLEET SERVICE WORKER I 5016.12416.92517.76818.65119.589A 14069FLEET SERVICE WORKER I - TEMP 74216.124 A 347 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 14061FLEET SERVICE WORKER I T-STEP 71512.641 A 14068FLEET SERVICE WORKER I-TEMP-T 71512.641 A 14050FLEET SERVICE WORKER II 9018.13619.04019.98621.00022.041A 14460FLEET SERVICE WORKER II 9018.13619.04019.98621.00022.041A 14049FLEET SERVICE WORKER TEMP 5016.12416.92517.76818.65119.589A 14048FLEET SERVICE WORKER TEMP-T 71512.641 A 22130FLEET SERVICES SYSTEMS ANALYST14520.82121.86422.96024.10625.313A 88400FLEET SUPERINTENDENT M1840.25142.26944.38346.59948.935D 21510GENERAL SERVICES COORDINATOR11519.92520.91221.96223.06224.208A 88510GENERAL SERVICES SUPT M1840.25142.26944.38346.59948.935D 25140GIS ANALYST 28025.07226.33227.64829.03330.482A 57140GIS SUPERVISOR G3230.33431.85433.44435.11836.879C 25000GIS TECHNICIAN 9718.86119.80320.78721.83722.921A 25009GIS TECHNICIAN - TEMP 88218.861 A 25230GRAPHICS TECHNICIAN 15020.85021.90322.98524.13625.345A 57200HAZARDOUS MATERIALS COORD G4532.91034.55536.28538.10040.008C 27230HAZARDOUS MATERIALS SPECIALIST32528.69430.14531.67233.28034.958A 90809HEARING OFFICER 97818.000 A 13220HEAVY EQUIP OPERATOR - WATER 18321.73122.80723.95225.15926.407A 13240HEAVY EQUIP OPR - WASTE WATER18321.73122.80723.95225.15926.407A 13230HEAVY EQUIP OPR-SW & RECYCLING18321.73122.80723.95225.15926.407A 13210HEAVY EQUIPMENT OPR - PARKS 18321.73122.80723.95225.15926.407A 13200HEAVY EQUIPMENT OPR - STREETS18321.73122.80723.95225.15926.407A 25080HELP DESK SPECIALIST 8518.10319.01119.96620.96522.015A 27010HUMAN RESOURCES ANALYST I 23523.80324.99326.23427.54328.926A 27019HUMAN RESOURCES ANALYST I TEMP78723.803 A 27000HUMAN RESOURCES ANALYST II 31527.74429.13330.59432.12433.725A 26440HUMAN RESOURCES CLERK 7017.83818.73019.66920.65021.676A 89910HUMAN RESOURCES MANAGER M4247.57849.95652.45855.07857.835D 57020HUMAN RESOURCES SUPERVISOR G4532.91034.55536.28538.10040.008C 26400HUMAN RESOURCES TECHNICIAN 21523.03224.18925.39526.66327.995A 26409HUMAN RESOURCES TECHNICIAN-TEM78523.032 A 56990HYDROGRAPHIC SUPERVISOR G4532.91034.55536.28538.10040.008C 14350INDUSTRIAL WASTE INSPECTOR 16521.35122.41923.54024.71425.954A 24350INDUSTRIAL WASTE INSPECTOR 21022.91224.07225.28026.56627.917A 14359INDUSTRIAL WASTE INSPECTOR-TEM16521.35122.41923.54024.71425.954A 24359INDUSTRIAL WASTE INSPECTOR-TEM78222.912 A 89930INSURANCE COORDINATOR M0636.45838.27740.19042.20644.314D 58110INTERNAL AUDITOR G4532.91034.55536.28538.10040.008C 13490LABORER 19.59610.07710.58211.11311.669A 13499LABORER - TEMP 8409.596 A 52080LAW OFFICE ADMINISTRATOR G1022.64623.77824.96926.21827.529C 26300LEGAL SEC - MUNICIPAL LAW 9518.72919.66620.65521.68222.759A 348 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 26310LEGAL SECRETARY 9518.72919.66620.65521.68222.759A 26319LEGAL SECRETARY - TEMP 76518.729 A 90449LIFEGUARD I 9055.356 A 90459LIFEGUARD II 9155.460 A 13190LIGHT EQUIPMENT OPERATOR-WATER9418.58819.51720.48621.52322.591A 13180LIGHT EQUIPMENT OPR - PARKS 9418.58819.51720.48621.52322.591A 13170LIGHT EQUIPMENT OPR - STREETS 9418.58819.51720.48621.52322.591A 13179LIGHT EQUIPMENT OPR-STREETS-TE76218.588 A 13580MACHINIST 24524.08725.29026.55427.87429.274A 14200MAINT CRAFTWORKER I 20121.92423.02624.16825.38226.647A 13080MAINTAINER - CGCC 3014.68915.42216.19717.00917.856A 13090MAINTAINER - CGCC 3014.68915.42216.19717.00917.856A 14220MAINTENANCE CRAFTWORKER II 22923.48624.67425.91327.22928.613A 14320MAINTENANCE MECHANIC 15020.85021.90322.98524.13625.345A 90269MAINTENANCE WORKER-EQUIPMENT9398.060 A 90249MAINTENANCE WORKER-GENERAL 9398.060 A 90279MAINTENANCE WORKER-PARKS 9398.060 A 90259MAINTENANCE WORKER-STREETS 9398.060 A 86090MANAGEMENT ASSISTANT M0523.80324.99326.23427.54328.926D 25010MARKETING & EVENTS SPECIALIST 15020.85021.90322.98524.13625.345A 99999MAYOR 990919.540 A 26140MICROGRAPHIC TECHNICIAN 2514.49215.21815.98516.77917.619A 13270MOTOR SWEEPER OPERATOR 16020.90821.95323.05324.19625.411A 25100NETWORK SYSTEMS ANALYST 22023.10324.25625.46826.74128.081A 25130NETWORK SYSTEMS ENGINEER 29726.60027.93929.35030.83632.397A 25119NETWORK SYSTEMS TECH - TEMP 77620.466 A 25110NETWORK SYSTEMS TECHNICIAN 13020.46621.48922.57123.69624.884A 52100OFFICE ADM-PUBLIC RELATIONS G2528.08429.48930.96332.51534.140C 25089OFFICE SYSTEMS SUPP ASST-TEMP75716.727 A 90153OFFICIAL I 97212.500 A 90673OFFICIAL I (ADULT)8720.000 A 90703OFFICIAL I (YOUTH)9519.000 A 90163OFFICIAL II 98115.000 A 90683OFFICIAL II (ADULT)87815.142 A 90713OFFICIAL II (YOUTH)86013.399 A 90693OFFICIAL III (ADULT)98115.000 A 90723OFFICIAL III (YOUTH)86616.124 A 26410PARK & LANDSCAPE DESIGNER 35029.41930.89032.43634.05735.761A 59800PARK CONSTRUCTION & FAC PLNR G5537.02638.87940.82442.86645.008C 13300PARK MAINTAINER 5016.12416.92517.76818.65119.589A 13320PARK MAINTAINER II 9018.13619.04019.98621.00022.041A 13308PARK MAINTAINER TEMP-T 71512.641 A 13301PARK MAINTAINER-T 71512.641 A 349 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 90199PARK SECURITY GUARD - TEMP 96111.908 A 13310PARK SERVICES COORDINATOR 11519.92520.91221.96223.06224.208A 24500PARK SERVICES TECHNICIAN 14520.82121.86422.96024.10625.313A 24440PARK TECHNICIAN 26525.20226.46727.78729.17930.633A 88480PARKS SUPERINTENDENT M1840.25142.26944.38346.59948.935D 24349PARTS & INVENTORY SPEC - TEMP 86916.124 A 24340PARTS & INVENTORY SPECIALIST 5016.12416.92517.76818.65119.589A 88310PERMIT AND PLAN CHECK MANAGERM1840.25142.26944.38346.59948.935D 11111PLACE HOLDER F0116.312 A 27029PLAN CHECKER - TEMP 79428.694 A 27020PLAN CHECKER-ELECTRICAL SPEC 32528.69430.14531.67233.28034.958A 27030PLAN CHECKER-PLUMB & MECH SPEC32528.69430.14531.67233.28034.958A 27050PLAN CHECKER-RESIDENTIAL SPEC32528.69430.14531.67233.28034.958A 89450PLANNING DIRECTOR M4849.68052.16554.77557.51460.390D 25030PLANNING TECHNICIAN 18521.86422.95524.10025.30326.573A 25039PLANNING TECHNICIAN - TEMP 78121.864 A 14489PLANT MAINTENANCE WORKER-TEMP73814.461 A 90409POLICE CADET 9008.000 A 88530POLICE CAPTAIN M5152.37854.99557.74360.63663.663D 89500POLICE CHIEF M8068.09271.50175.07878.83582.767D 51300POLICE CRIME LAB SUPERVISOR G3029.83531.32732.89534.53936.266C 26370POLICE DISPATCHER I 7517.85718.75619.69220.67721.710A 26379POLICE DISPATCHER I - TEMP 75517.857 A 26380POLICE DISPATCHER II 10018.99719.95220.94521.99423.096A 26389POLICE DISPATCHER II - TEMP 76718.997 A 21200POLICE LAB TECHNICIAN 24524.08725.29026.55427.87429.274A 88540POLICE LIEUTENANT M3047.05149.40751.87854.47557.205D 41250POLICE OFFICER P1024.21425.43526.72028.07229.493A 77360POLICE SERGEANT P5534.25635.96637.76839.65841.644C 21450POLICE SERVICE TECHNICIAN 6017.44018.31319.23320.19721.206A 21459POLICE SERVICE TECHNICIAN-TEMP75017.440 A 41430POLICE TRAINEE P0519.33820.30321.32022.38823.509A 90139POOL MANAGER 95811.000 A 90609POOL MANAGER I 9306.760 A 90619POOL MANAGER II 9337.020 A 90629POOL MANAGER III 9367.280 A 59890PRINCIPAL PLANNER G5537.02638.87940.82442.86645.008C 59899PRINCIPAL PLANNER TEMP 61537.026 C 26360PROGRAM COORDINATOR - PERM 6017.44018.31319.23320.19721.206A 90059PROGRAM COORDINATOR I - TEMP 95811.000 A 90079PROGRAM COORDINATOR II - TEMP 96511.500 A 90029PROGRAM LEADER I - TEMP 9458.500 A 90019PROGRAM LEADER II - TEMP 9519.000 A 350 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 25090PROGRAMMER ANALYST 29025.81527.10928.46129.88331.375A 25099PROGRAMMER ANALYST - TEMP 88425.815 A 57350PROPERTY ROOM SUPERVISOR G2026.18027.49228.86330.30731.821C 59710PUBLIC INFORMATION OFFICER G3029.83531.32732.89534.53936.266C 89560PUBLIC WORKS DIRECTOR M7761.75164.83868.08271.48975.060D 88060PUBLIC WORKS OPERATIONS MGR M4849.68052.16554.77557.51460.390D 27510PUBLIC/FIRE SAFTETY EDUC SPEC 18021.49122.56723.70124.88126.126A 59920PURCHASING OFFICER G4532.91034.55536.28538.10040.008C 26000REAL PROPERTY AGENT I 10018.99719.95220.94521.99423.096A 26010REAL PROPERTY AGENT II 36029.90931.40932.97934.62836.363A 86100REAL PROPERTY MANAGER M1038.27740.19042.20144.31246.527D 26420RECEPTIONIST 1514.02514.73115.46416.23517.052A 57910RECORDS SUPERVISOR G4532.91034.55536.28538.10040.008C 90639RECREATION COORDINATOR I 9428.112 A 90649RECREATION COORDINATOR II 9458.500 A 90659RECREATION COORDINATOR III 9489.085 A 90669RECREATION COORDINATOR IV 9549.500 A 90089RECREATION LEADER I 8030.000 A 90109RECREATION LEADER II 9065.460 A 90129RECREATION LEADER III 9125.720 A 26020RECREATION SPECIALIST 18021.49122.56723.70124.88126.126A 88590RECREATION SUPERINTENDENT M1840.25142.26944.38346.59948.935D 27100REHABILITATION SPECIALIST 26525.20226.46727.78729.17930.633A 26390REVENUE PROGRAM AIDE 6517.69618.57519.49520.47921.502A 86020RISK MANAGER M0838.27740.19042.20144.31246.527D 13390SANITATION WORKER I 5016.12416.92517.76818.65119.589A 13391SANITATION WORKER I - T STEP 71512.641 A 13398SANITATION WORKER I TEMP-T 71512.641 A 13420SANITATION WORKER II 9018.13619.04019.98621.00022.041A 13429SANITATION WORKER II-TEMP 76016.757 A 13439SANITATION WORKER III TEMP 77019.925 A 90143SCOREKEEPER 9008.000 A 90733SCOREKEEPER I 8050.000 A 90743SCOREKEEPER II 8210.000 A 90753SCOREKEEPER III 8330.000 A 26450SECRETARY I 5516.23317.04517.90118.79319.734A 26459SECRETARY I - TEMP 74516.233 A 26490SECRETARY II 7017.83818.73019.66920.65021.676A 26500SECRETARY II - CGCC 7017.83818.73019.66920.65021.676A 26499SECRETARY II - TEMP 75217.838 A 25139SENIOR OFFICE SYS ANALYST-TEMP79223.528 A 41170SENIOR POLICE LAB TECHNICIAN P2025.94127.25528.63430.08631.610A 41270SENIOR POLICE OFFICER P1525.43526.72028.07229.49330.989A 351 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 26460SENIOR POLICE RECORDS CLERK 7017.83818.73019.66920.65021.676A 27340SENIOR PROPERTY TECHNICIAN 15020.85021.90322.98524.13625.345A 56100SENIOR REAL PROPERTY AGENT G4032.26833.88435.58137.35739.229C 25160SENIOR SALES REPRESENTATIVE 23523.80324.99326.23427.54328.926A 13709SERVICE MAINTENANCE WKR-TEMP86616.124 A 13708SERVICE MAINTENANCE WKR-TEMP T71512.641 A 13700SERVICE MAINTENANCE WORKER 5016.12416.92517.76818.65119.589A 13701SERVICE MAINTENANCE WORKER-T71512.641 A 13440SEWER MAINTAINER I 5016.12416.92517.76818.65119.589A 13449SEWER MAINTAINER I - TEMP 74216.124 A 13441SEWER MAINTAINER I T-STEP 71512.641 A 13448SEWER MAINTAINER I TEMP-T 71512.641 A 13460SEWER MAINTAINER II 9718.86119.80320.78721.83722.921A 13470SEWER MAINTAINER III 14020.72221.75022.83823.98325.177A 90179SITE MANAGER I - TEMP 95610.000 A 90189SITE MANAGER II - TEMP 96210.500 A 89130SOLID WASTE DIRECTOR M4849.68052.16554.77557.51460.390D 13430SOLID WASTE EQUIPMENT OPERATOR11519.92520.91221.96223.06224.208A 88560SOLID WASTE SUPERINTENDENT M1840.25142.26944.38346.59948.935D 57010SPECIAL EVENTS MGR - RABOBANKG5537.02638.87940.82442.86645.008C 59700SPECIAL PROJECTS MANAGER G5537.02638.87940.82442.86645.008C 13640SPRAY RIG OPR/PEST CONTROL ADV10519.03919.98920.99022.04123.143A 57410STAGE MANAGER - CGCC G2528.08429.48930.96332.51534.140C 14440STAGE TECHNICIAN - CGCC 15020.85021.90322.98524.13625.345A 90509STAGEHAND I 96311.627 A 90519STAGEHAND II 97212.500 A 90529STAGEHAND III 97513.412 A 13140STREET MAINTAINER 5016.12416.92517.76818.65119.589A 13141STREET MAINTAINER T-STEP 71512.641 A 13148STREET MAINTAINER TEMP-T 71512.641 A 13149STREET MAINTAINER-TEMP 74216.124 A 88640STREET MAINTENANCE SUPT M1840.25142.26944.38346.59948.935D 90389STUDENT HELP 9008.000 A 90439STUDENT INTERN 9276.448 A 59880SUPERVISING FIRE DISPATCHER G0521.31722.38323.50524.68125.920C 57110SUPERVISOR I G1525.42826.70228.03929.44530.913C 57080SUPERVISOR I - CGCC G1525.42826.70228.03929.44530.913C 57210SUPERVISOR I - RECREATION G1525.42826.70228.03929.44530.913C 57119SUPERVISOR I - TEMP 60025.428 C 57460SUPERVISOR I - TREES G1525.42826.70228.03929.44530.913C 57120SUPERVISOR II G3029.83531.32732.89534.53936.266C 57830SUPERVISOR II - RECREATION G3029.83531.32732.89534.53936.266C 57220SUPERVISOR II - RECYCLING G3029.83531.32732.89534.53936.266C 352 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 57850SUPERVISOR II - WASTEWATER G3029.83531.32732.89534.53936.266C 57710SUPERVISOR III - WASTEWATER G4532.91034.55536.28538.10040.008C 55470SUPERVISOR-SURVEY OPERATIONSG3530.58132.11533.71835.40637.174C 57840SUPV II-W W PRETREAT REV PROG G3029.83531.32732.89534.53936.266C 25280SURVEY PARTY CHIEF I 21022.91224.07225.28026.56627.917A 25300SURVEY PARTY CHIEF II 26525.20226.46727.78729.17930.633A 90099SWIM INSTRUCTOR 9398.060 A 90469SWIM INSTRUCTOR I 9185.668 A 90479SWIM INSTRUCTOR II 9215.980 A 57160TECHNOLOGY SERVICES SUPERVISORG2528.08429.48930.96332.51534.140C 90329TICKET SELLER 9306.760 A 14480TRADES ASSISTANT FIRE HYDRANT 9018.13619.04019.98621.00022.041A 14471TRADES ASSISTANT T-STEP 72013.876 A 14479TRADES MAINT WORKER - TEMP 87718.136 A 14478TRADES MAINT WORKER TEMP-T 72013.876 A 14470TRADES MAINTENANCE WORKER 9018.13619.04019.98621.00022.041A 88370TRAFFIC ENGINEER M4247.57849.95652.45855.07857.835D 25290TRAFFIC OPERATIONS TECHNICIAN 26325.14126.38727.71029.09730.549A 14080TRAFFIC PAINTER I 5016.12416.92517.76818.65119.589A 14081TRAFFIC PAINTER I T-STEP 71512.641 A 14088TRAFFIC PAINTER I TEMP-T 71512.641 A 14089TRAFFIC PAINTER I-TEMP 5016.12416.92517.76818.65119.589A 14190TRAFFIC PAINTER II 9018.13619.04019.98621.00022.041A 17190TRAFFIC PAINTER III 11519.92520.91221.96223.06224.208A 15310TRAFFIC SIGNAL TECHNICIAN 26325.14126.38727.71029.09730.549A 41060TRAINING OFFICER P2527.25528.63330.08631.61133.209A 26250TRANSCRIBING TYPIST 4015.44716.21917.03317.88118.779A 26259TRANSCRIBING TYPIST-TEMP 73715.447 A 90209TRANSPORTATION OFFICER I 9428.112 A 90219TRANSPORTATION OFFICER II 9428.112 A 90229TRANSPORTATION OFFICER III 97113.502 A 13610TREE MAINTAINER I 5016.12416.92517.76818.65119.589A 13618TREE MAINTAINER I TEMP-T 71512.641 A 13611TREE MAINTAINER I-T STEP 71512.641 A 13620TREE MAINTAINER II 9718.86119.80320.78721.83722.921A 13630TREE MAINTAINER III 11519.92520.91221.96223.06224.208A 57500URBAN FORESTER G4532.91034.55536.28538.10040.008C 88580UTILITIES MANAGER M4849.68052.16554.77557.51460.390D 13480UTILITY WORKER 3014.68915.42216.19717.00917.856A 13489UTILITY WORKER-TEMP 73514.689 A 14360W W TREAT PLANT LAB TECH 16521.35122.41923.54024.71425.954A 14390W W TREATMENT PLANT OPR I 6517.69618.57519.49520.47921.502A 14420W W TREATMENT PLANT OPR II 11519.92520.91221.96223.06224.208A 353 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE 14430W W TREATMENT PLANT OPR III 22923.48624.67425.91327.22928.613A 90349WARDROBE 9579.250 A 88690WASTEWATER MANAGER M4849.68052.16554.77557.51460.390D 14290WASTEWATER PLANT MECHANIC 24524.08725.29026.55427.87429.274A 88680WASTEWATER TREATMENT SUPT M1840.25142.26944.38346.59948.935D 89110WATER RESOURCES DIRECTOR M4849.68052.16554.77557.51460.390D 89160WATER RESOURCES MANAGER M7158.20461.11664.17267.38170.753D 88570WATER RESOURCES SUPERINTENDENTM1840.25142.26944.38346.59948.935D 57450WATER SUPERVISOR I G1525.42826.70228.03929.44530.913C 57170WATER SUPERVISOR II G3029.83531.32732.89534.53936.266C 25050WEBMASTER 22023.10324.25625.46826.74128.081A 13510WELDER I 20021.91623.01824.16725.37926.654A 13520WELDER II 24524.08725.29026.55427.87429.274A 354 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 his/her department’s 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. 355 FY 2011-12 Budget Calendar JANUARY 24 FY 2011-12 Budget Instructions, CIP forms, and Salary Projection Report distributed to departments. Departments to prepare CIP Worksheets (project scope, justifications, cost, estimates, funding sources, priority, etc.) FEBRUARY 4 Last date to enter Salary Projection changes. Revenue projections for all funds (excluding enterprise) due to Finance. 11 Internal Service Requests are due. MARCH 4 Department CIP and Operating Budgets are due, including transmittal memo with Department Head signature. Goals and Objectives and Organizational Charts are due. 14-25 Budget review meetings scheduled with departments. APRIL 11 Manager Recommended budget available to departments. 18 First review of department budget presentations. 25 Final review of department budget presentations. MAY 4 FY 2011-12 Proposed Budget distributed to City Council. City Manager’s Budget Overview presentation to Council. 18 Department Budget Presentations/Council Workshop: General Government, Finance, City Attorney, Public Works, Economic and Community Development, Rabobank Arena and Convention Center. JUNE 2 CIP Budget to Planning Commission. 8 Department Budget Presentations/Council Workshop: Recreation and Parks, Fire, Police, Development Services, Water Resources. Proposed FY 2011-12 Operating, Redevelopment Agency, and Capital Improvement Plan Budgets and Appropriations Limit. 29 City Council Adoption of FY 2011-12 Operating, Redevelopment Agency (RDA), and Capital Improvement Program (CIP) Budgets and Appropriations Limit. 356 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 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 – 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 – Represents a major departure from historical practice or treatment of a program or line item within a department’s budget. 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 – 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. 357 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 long- term 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. 358 Basis of Accounting and Budgeting continued 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. 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. 359 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 of return. The ultimate goal is to enhance the economic status of the City of Bakersfield while protecting the safety of its financial assets. 360 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 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. 361 THIS PAGE INTENTIONALLY LEFT BLANK 362 GLOSSARY REMOVE THIS PAGE 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. ARRA – American Recovery and Reinvestment Act of 2009. Developed in response to the national economic crisis for the Federal Government to make significant investments in both the public and private sectors. 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. 363 Glossary continued 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. 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 re-certification 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. 364 Glossary continued 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. 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. 365 Glossary continued 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. 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. 366 Glossary continued 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. 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. 367 Glossary continued 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. 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. 368 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.) 369 Glossary continued 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. - 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 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. 370 Glossary continued 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. 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 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). 371 Glossary continued - 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. 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. 372 Glossary continued RESOURCES – Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. REVENUE – Money received from taxes, fees, permits, licenses, interest, inter- governmental 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. 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 373 Glossary continued 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. 374