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FY 2013-14 City of Bakersfield Adopted Budget
City of Bakersfield, California Fiscal Year 2013-14 Adopted Budget About the Cover The FY 2013-14 Adopted Budget cover features four photographs capturing various events and projects occurring within the City over the past year. Top Left: The first phase of the Sister City Gardens located at Mill Creek - 525 18th Street – opened August 22, 2012. The project features unique landscaped gardens honoring the City’s relationships with its sister cities in Wakayama, Japan; Bucheon, South Korea; and Cixi, China. Top Right: Since 2006, the City has hosted the annual Polar Bear Plunge at the McMurtrey Aquatic Center. The event gives residents the chance to start the New Year off with a traditional slide into icy water. In this photo, a participant prepares to hit the water which is routinely chilled to near 50 degrees. Center: Preparations are underway to open the Westside Parkway from Truxtun Avenue to Allen Road. The picture looks from west to east along the mainline of the parkway. An additional phase will take the parkway from Allen Road to Stockdale Highway. Bottom: The Bright House Networks Amphitheater has become a popular venue for live music and entertainment throughout the year. The annual concert series has recently featured classic acts such as Poco, Firefall and Average White Band playing to near capacity crowds. In July 2012, the venue played host to county music legend Willie Nelson and other notable tour acts are scheduled for the upcoming year. Photography Credits: - Gilbert Vega - Convention and Visitors Bureau - Rabobank Arena, Convention Center and Theater THIS PAGE INTENTIONALLY LEFT BLANK CITY OF BAKERSFIELD ADOPTED BUDGET FY 2013 – 14 MAYOR Harvey L. Hall CITY COUNCILMEMBERS Willie Rivera Councilmember, Ward 1 Terry Maxwell Councilmember, Ward 2 Ken Weir Councilmember, Ward 3 Bob Smith 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 Art Chianello Water Resources Manager Doug Greener Fire Chief Dianne Hoover Recreation and Parks Director Doug McIsaac Community Development Director Greg Williamson Police Chief Raul Rojas Public Works Director Nelson Smith Finance Director Rhonda Smiley Assistant to the City Manager Steve Teglia Assistant to the City Manager Chris Huot Administrative Analyst III i TABLE OF CONTENTS BUDGET MESSAGE Letter of Transmittal .............................................................................................. v Distinguished Budget Presentation Award .................................................. xxviii Employee Incentive Program .......................................................................... xxx Organizational Chart ........................................................................................xxxi 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, 2014 ............................................................. 30 Interfund Transfers – Summary ....................................................................... 31 Interfund Transfers – Detail.............................................................................. 32 FY 2013-14 Appropriations Limitation ............................................................ 33 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 ...................................................................................................... 57 City Clerk.............................................................................................................. 60 Human Resources ............................................................................................... 64 Risk Management............................................................................................... 69 Information Technology .................................................................................... 72 Table of Contents (Continued) ii FINANCIAL SERVICES ............................................................................................ 75 Administrative Services ...................................................................................... 78 Accounting and Reporting ............................................................................... 80 Treasury ................................................................................................................ 82 Purchasing ........................................................................................................... 84 Successor Agency ………………………………………………………………….86 CITY ATTORNEY ..................................................................................................... 89 POLICE SERVICES .................................................................................................. 95 Headquarters ...................................................................................................... 99 Support Services ............................................................................................... 103 Operations ......................................................................................................... 113 Investigations ..................................................................................................... 123 FIRE SERVICES ...................................................................................................... 135 Administration ................................................................................................... 138 Fire Safety .......................................................................................................... 141 Fire Suppression ................................................................................................. 144 PUBLIC WORKS .................................................................................................... 149 Administrative Services .................................................................................... 158 Thomas Roads Improvement Program (TRIP) ............................................... 160 Engineering ........................................................................................................ 163 General Services ............................................................................................... 169 Streets ................................................................................................................. 174 Equipment ......................................................................................................... 177 Wastewater ....................................................................................................... 180 Solid Waste ........................................................................................................ 183 WATER RESOURCES ............................................................................................. 187 Agricultural Water ............................................................................................. 191 Domestic Water ................................................................................................ 194 RECREATION AND PARKS ................................................................................... 197 Administrative Services .................................................................................... 201 Parks ................................................................................................................... 204 Recreation ......................................................................................................... 207 COMMUNITY DEVELOPMENT ............................................................................. 211 Planning ............................................................................................................. 214 Building ............................................................................................................... 219 NON-DEPARTMENTAL ......................................................................................... 223 ECONOMIC STIMULUS ........................................................................................ 225 SPECIAL FUNDS……………………………………………………………………... 231 Special Revenue Funds ................................................................................... 233 Table of Contents (Continued) iii Internal Service Funds ......................................................................................... 244 Fiduciary Fund ...................................................................................................... 247 Capital Improvement Program Funds ............................................................. 249 Debt Service Funds ............................................................................................. 256 Schedule of Long-Term Debt Outstanding ..................................................... 258 Schedule of Long-Term Debt Maturities .......................................................... 259 ENTERPRISE FUNDS .............................................................................................. 261 SUCCESSOR AGENCY FUNDS ............................................................................ 271 CAPITAL IMPROVEMENT PROGRAM Letter of Transmittal ............................................................................................. 275 Capital Improvement Program Overview ...................................................... 284 Exhibits C.I.P. Summary by Fund Chart ....................................................................... 291 Key to Funding Codes ..................................................................................... 292 C.I.P. Five-Year Plan Summary by Department .......................................... 293 C.I.P. Five-Year Plan Funding Summary ........................................................ 294 C.I.P. Five-Year Plan Department Detail ...................................................... 295 APPENDICES ........................................................................................................ 307 City Council Goals and Guiding Principles ..................................................... 308 City Budget Process ............................................................................................ 342 Operating Budget ............................................................................................... 344 Basis of Accounting and Budgeting ................................................................ 345 Investment Policy ................................................................................................ 347 Budget Amendment Process ............................................................................ 348 Exhibits City Council Ward Boundaries Map ............................................................. 320 Miscellaneous Statistics ................................................................................... 321 Miscellaneous Statistics Graphs ..................................................................... 322 Governmental Activities Tax Revenue by Source ...................................... 323 Principal Property Taxpayers .......................................................................... 324 Assessed Value of Taxable Property (Table) .............................................. 325 Assessed Value of Taxable Property (Graphs) ........................................... 326 Sales Tax Revenue Payers by Industry .......................................................... 327 Demographic and Economic Statistics ....................................................... 328 Property Value and Construction ................................................................. 329 Operating Indicators by Function ................................................................. 330 Capital Asset Statistics by Function ............................................................... 331 Personnel Complement by Division .............................................................. 332 Salary Schedule ................................................................................................ 334 Budget Calendar ............................................................................................. 343 GLOSSARY ........................................................................................................... 349 THIS PAGE INTENTIONALLY LEFT BLANK Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 vi Police staffing. Overall, the adopted budget includes the addition of 26 positions for FY 2013-14. The restoration includes 16 public safety positions: 10 sworn police staff, 4 civilian police staff and two fire staff. The added police staff is in addition to the 11 sworn Police positions and 1 civilian Police position added during FY 12-13. The remainder of the new complement is added across multiple other departments to address critical operational burdens and decrease service response times. Notwithstanding the threat from the State Department of Finance regarding former redevelopment obligations, the 2013 Budget Act reflects California’s most stable fiscal footing in well over a decade. With spending cuts enacted over the past two years and new temporary revenues provided by the passage of Proposition 30, the state’s budget is projected to remain balanced for the foreseeable future. However, substantial risks, uncertainties, and liabilities remain. The State budget is heavily reliant on revenue sources which have proven to be unreliable to predict in previous years, thus we will continue to monitor the State’s economic indicators throughout the year. The FY 2013-14 Capital Improvement Budget continues the focus on the design and construction of various Thomas Roads Improvement Program projects, as well multiple other transportation-related projects – while maintaining the City’s historic level of funding for street maintenance and resurfacing activities. In addition, initial funding is included for Phase II of the Mesa Marin Sports Complex and for Phase III of the Sports Village. Continued efforts are being made to address deferred maintenance issues at various City facilities, including fire stations, parks and the arena complex. Budget Overview and Highlights Personnel Complement: An emphasis continues to be on restoring staff lost during the recession. Unfortunately, due to the impending threats to the City, the FY 13-14 Adopted Budget includes only a very modest restoration of 26 staff throughout all departments. This includes 16 public safety positions – 14 Police and 2 Fire positions. Approximately 63 percent of the authorized additional staff is public safety positions and 38 percent are sworn. The adopted sworn complement of 389 sworn officers makes this the largest sworn complement in the Department’s history. Outside of public safety staffing, the personnel restoration includes the addition of key positions where operational strains continue to exist. This includes two Service Maintenance Workers in the Streets Division, a Service Maintenance Worker in Signing and Marking, a Building Permit Technician and Building Inspector in the Building Division, as well as a Management Assistant position for the City Manager’s Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 vii Office. During the FY 2012-13 budget process, it was anticipated the City would be taking over animal sheltering operations, As such, Council adopted a budget which included additional staffing exclusively included for this operation. Shortly after the budget was adopted the City and County came to a short term agreement for the County to continue to provide sheltering services. Therefore, the five vacant positions previously added by the Council were deleted from the complement as part of the adopted FY 2013-14 budget. Two vacant positions within the Community Development Department were also deleted due to decreases in workload. Inclusive of the changes described above, the City’s staff complement for FY 13-14 is 1,493. It is noted the authorized complement remains 120 staff members below the authorized complement of 1,613 in FY 2008-09. The following table provides authorized staffing levels by department for the previous four fiscal years, mid-year changes authorized by the Council in FY 12-13 and the authorized complement for FY 13-14: Table 1. Personnel Complement History and Percent Change since FY 2009-10 Department FY 2009-10 Authorized FY 2010-11 Authorized FY 2011-12 Authorized FY 2012-13 Authorized FY 2012-13 Mid Year Changes Net Change FY 13-14 FY 2013-14 Adopted Legislative 1 1 1 1 0 0 1 Executive 58555557 0 1 58 Financial Services 32313132 0 0 32 City Attorney 11101010 0 0 10 Police Services (a)471485486505 12 9 526 Fire Services 200195195196 0 2 198 Public Works 409409409415 0 7 422 Water 26282828 0 0 28 Rabobank Arena/CVB 4 4 4 8 0 0 8 Recreation & Parks 151143147149 0 0 149 Community Development (b)89807661 0 0 61 Totals 1,4521,4411,4421,46212 19 1,493 (a) After the FY 12-13 Budget was adopted by Council, the Department received a COPS grant for an additional 11 positions. The department also received grant funding for a Latent Print Examiner which was approved by the Council in April 2013. (b) For fiscal years identified in table, the Community Development Department Complement reflects the merging of Development Services Department and Economic and Community Development Department Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 viii Fiscal Threats: As previously stated, the City is currently faced with three significant threats which factored into the planning of the FY 13-14 Adopted Budget. Unfortunately, each of these threats carries both an immediate and long term fiscal impact. Recently, the City has filed litigation against the State Department of Finance (DOF) in an effort to reverse decisions by the DOF which invalidated $9,700,000 in former redevelopment agency obligations. Approximately $5,000,000 would be absorbed by the City’s General Fund, absent a favorable court decision. Action FY 2013-14 Estimated Impacts Property Tax MOU $(736,180) Fire Fund JPA $(211,000) Additional Litigation Costs $(215,000) Total $(1,162,180) The additional threats both originated with the County of Kern in early 2012 and at this time do not have any horizon for comprehensive resolution. Unilaterally, however, the County Auditor-Controller has indicated her office will withhold approximately $419,124 from the City’s 2013-14 property tax distribution and indicated a comparable amount will be withheld next fiscal year. Additionally, there will be an ongoing amount which will further reduce the City’s property tax revenues, which is estimated at $317,056. Additionally, staff has recently provided the County with the invoice for the 2012-13 Fire Fund calculations. In the previous fiscal year, the County shorted the City approximately $190,000. As of today City staff has not received any indications that the County plans to withhold an amount for the current year; however it is likely to occur. The extent of the withheld amount could vary, but based on previous correspondence, they may decide to withhold up to $3,300,000. Litigation has been filed against the County in regards to the Fire Fund issue and is imminent with regards to the tax split issue. Unfortunately, these issues had a direct and negative impact on staff’s ability to recommend the restoration of additional positions or to address other operational needs with the adopted budget. Cost-of-Living Adjustment (COLA) and Labor Negotiations: The City Council approved a MOU with SEIU in June 2013. The agreement includes a 2 percent COLA for this group effective July 1, 2013. The term of the agreement runs through December 31, 2014. The Council also approved a COLA of 2 percent for General Supervisory and Management and 3.5 percent for Police Supervisory effective July 1, 2013. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 ix The City Council approved a MOU with the Fire group in June 2013. The agreement includes a 3.5 percent COLA for this group effective July 1, 2013. The term of the agreement runs through June 30, 2015. After six years of negotiations, the City Council approved an agreement with the Police group in March 2013. The agreement included a total of 6 percent in COLAs – retroactive to two dates: 3 percent as of December 19, 2011 and 3 percent as of July 2, 2012. The agreement expired as of June 30, 2013. AB109 Realignment: In October 2011 the Governor signed AB109 into law. The Public Safety Realignment Act moved thousands of offenders from state prisons back to the local jurisdictions for incarceration or local parole supervision. As a result, an estimated 2,000 convicted criminals were released back into the community, while others were sent the County jail to serve their sentences. Since the realignment began, the Police Department has seen an increase in property crime and many who are arrested spend a very short amount of time in custody prior to being released due to overcrowding at the jail. This has created a significant burden on the Police Department. As such, the addition of 14 police positions, including 10 sworn positions is included in the adopted budget. Water, Sewer and Refuse Rates: Charges for service for enterprise operations have continued to remain flat while staff has maintained quality service levels. Additionally, the Solid Waste Division has begun to implement the Citywide blue cart recycling program with no additional rate increase to users. The following bullet points list the rate or fee and the consecutive years without an increase: • Refuse Collection Rates – 5th straight year • Sewer Rates – 2nd straight year • Sewer Connection Fee – 3rd straight year • Domestic Water Rates – 3rd straight year Organizational Changes: As first outlined in the FY 12-13 budget document, the merger of the former Development Services Department and Economic and Community Development Department is complete. Now the Community Development Department, all former EDCD staff, along with Planning and Building employees, are located in the Community Development building at 1715 Chester Ave. In addition, the Department has substantially completed a capital project to retrofit and modify the existing space to meet the additional logistical and operational needs. Where applicable within the budget document, historical staffing and financial data have been combined to reflect the merger. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 x Facilities Management Agreement: FY 13-14 will be the first year under the new facilities management agreement with AEG for the management of Rabobank Arena, Convention Center and Theater, the Bright House Networks Amphitheater, and the San Joaquin Community Hospital Ice Center. From a budgetary perspective, the agreement guarantees the City will never have an operating loss greater than $415,718. From a community entertainment perspective, AEG brings unique and extensive resources to not only manage and book the facilities, but to assist in the development of the south Mill Creek area adjacent to the Arena complex. As outlined in later sections, the Capital Improvement Budget contains multiple projects planned for the various facilities which will enhance user experiences and staff efficiencies. Street Resurfacing/Reconstruction: For FY 2013-14, $18,361,360 is budgeted for resurfacing and reconstruction of City streets. The total amount is budgeted as follows: • Streets Division Operating Budget: $7,976,360 • Capital Outlay Fund (CIP): $4,731,421 • State and Federal Funding (Gas Tax/ISTEA): $5,653,579 Gas Tax Reallocation Plan: As staff has presented to the Council previously, the local obligations for the balance of the Thomas Roads Improvement Program projects are planned to be financed through a loan program with the Gas Tax being one of the three obligated revenue sources. As such, staff is continuing a multi-year plan to supplant Gas Tax historically appropriated with Public Works operating and capital improvements budgets with other funding sources – primarily general fund and capital outlay monies. This year’s budget continues the implementation of this plan – with no Gas Tax appropriated within the Public Work’s operating budget and $2,300,000 appropriated (Non-TRIP related) in the Capital Improvement Budget for street resurfacing. It should be noted that no reduction in funding for routine street maintenance and repair will occur as a result of this plan for FY 13-14. Equipment: The budget includes the normal replacement of vehicles and equipment plus replacement of equipment which was not replaced in past years due to the budget constraints. For the Fleet Division, the replacement schedule will mark the final year of ‘catching up’ vehicles which have been due for replacement in prior fiscal years. The Information Technology Division continues to replace computers and related Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xi equipment – some of which is over six years old and no longer is compatible with certain software. Recreational Activities and Projects: Funding for Phase III of the Sports Village and Phase II of the Mesa Marin Sports Complex is included in the FY 13-14 CIP budget. Both projects will expand each facility to meet strong demand for recreational and sports amenities at these sites. In November 2012, the City Council voted to approve the amenity replacement plan for the dormant pools at Planz and Siemon Parks. The splash pad project at Siemon Park is currently underway and is anticipated to be open at the start of the new fiscal year. The construction of a skate park and picnic area additions to Planz Park are included in the CIP budget for FY 13-14 utilizing Community Development Block Grant Funding. In addition, two projects are budgeted to replace the original playground equipment at Wilderness and Challenger Parks. Other Miscellaneous Items of Note: • A contingency amount of $250,000 has been budgeted for unexpected items which may evolve going into next fiscal year. • Due to a recent State Supreme Court ruling, the City will experience a reduction in the annual property tax administration fee it pays to the County to process its property tax allocations. The annual savings to the General Fund in FY 13-14 is approximately $575,000. • An amount of $5,000 has been budgeted to continue the City’s partnership with the Kern Economic Development Corporation. General Fund Revenue Sources: Property Tax: Property tax revenue is projected at 1 percent growth for FY 2013-14, compared to the FY 2012-13 revised property tax revenue estimates of 0 percent, as projected by Kern County. Please note: this does not include any potential reduction to property tax distribution related to the master property tax dispute with the County of Kern. Sales and Use Tax (Excluding Sales Tax In-Lieu): Sales tax revenue is projected to increase 2.5 percent in FY 2013-14, as compared to a revised 3 percent increase for FY 2012-13. Although we predict some positive trending to continue into the new fiscal year, it remains unknown if sales tax figures will continue to increase at this rate. Staff may revise this projection based upon the latest sales tax figures we will receive in June. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xii The State Budget, CalPERS and Retiree Medical: The State Budget: Proposition 30 was passed by voters in November 2012, raising the sales tax rate across the state from 7.25 percent to 7.50 percent. Additionally, the initiative also raised state income tax rates for individuals meeting certain income thresholds. The tax increases, coupled with cuts in state spending and general improvement in the statewide economy, has State budget projections showing no deficit for next fiscal year. At this time, with the exception of the threat by the Department of Finance to invalidate former redevelopment agency obligations, staff is not forecasting additional raids on City funds by the State. CalPERS: After unprecedented investment losses in FY 2008-09, CalPERS instituted a three year modification to “smooth in” rate increases to mitigate for the losses. The current fiscal year marks the second year of a three year plan in which the increase are to be instituted. All groups will see increases in rates for FY 13-14 and are included in department budgets. Recently, the CalPERS Board of Directors approved a plan which would increase employer rates by approximately 50 percent, with a five-year phase in period beginning in FY 2015-16. According to CalPERS staff, the rate increase would help the pension fund reach full funding levels in 30 years. Under the current rate policy, the funding level in 30 years is expected to reach 86 percent for most local government workers. In September 2012, Governor Brown signed the California Public Employees' Pension Reform Act of 2013 (PEPRA) into law. Changes made by the new law will generate annual savings to the City as current employees retire and new employees are hired. The chief provisions of PEPRA lower the pension formulas and caps pensionable compensation for most new safety and miscellaneous hires after January 1, 2013. As a result, most new employees hired as part of the position restoration effort in FY 13-14 will be subject to the new law. Retiree Medical: The City’s Annual Required Contribution for retiree healthcare attributable to the General Fund is $6,161,900. This amount is fully budgeted in the FY 13-14 Adopted Budget. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xiii 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 2013-14 is $521,724,608. The total appropriations in FY 2013-14 for all City funds reflects a decrease of $13,685,392, or -2.55 percent, as compared to the FY 2012-13 Adopted Budget. The total appropriated for the Operating Budget is $411,022,126, which reflects an increase of $10,205,424, or 2.55 percent, as compared to the FY 2012-13 Adopted Budget. The total appropriated for the Capital Improvement Budget is $110,702,482, which reflects a decrease of $23,890,816, or -17.7 percent, as compared to the FY 2012- 13 Adopted Budget. The CIP section of this document contains an itemized listing of projects included in the plan. General Fund appropriations total $192,639,608, which reflects an increase of $9,195,608 or 5.01 percent, as compared to the FY 2012-13 Adopted Budget. Increases in the General Fund budget are attributable to restoration of positions, equipment related to the restoration of staff, PERS costs, 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 2013-14 totals $192,639,608 which reflects an increase of $9,195,608 or 5.01 percent, as compared to the FY 2012-13 Adopted Budget. The General Fund revenue sources derived from taxes include: $60,915,000 in property taxes, $71,415,000 in sales and use taxes, and $9,825,000 in other taxes. The remainder of the resources for the General Fund is comprised of $22,195,000 in other revenue sources, $27,189,608 in beginning fund balance, and $1,100,000 in transfers. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xiv 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 2013-14 Adopted Budget to the FY 2012-13 Adopted Budget. Most increases in department operating budgets can generally be attributed to the restoration of key personnel, additional equipment related to the personnel restoration, a return to more normal equipment replacement schedules and increases in PERS costs. Police. The operating budget for the Police Department is $77,088,551, which represents a 7.55 percent increase, as compared to the FY 2012-13 Adopted Budget. During FY 12-13, the Council approved 12 additional positions for the department – 11 sworn police officers partially funded through a federal grant and 1 latent print examiner funded through state grant monies. The FY 13-14 Adopted Budget includes an additional 14 positions -10 sworn and 4 civilian. The staff additions are as follows (quantity in parenthesis): • Sergeant (3) • Detective (2) • Sr. Police Officer (4) • Police Officer (1) • Police Dispatcher I (3) • Clerk Typist I (1) The addition of the 10 sworn positions will increase the police to citizen ratio to 1.1 per 1000 residents and result in the largest sworn complement in the Department’s history of 389. Fire. The operating budget for the Fire Department is $33,869,056, which is a 1.35 percent increase, as compared to the FY 2012-13 Adopted Budget. The budget includes the restoration of a Fire Prevention Inspector and Accounting Clerk position. Both positions will be funded partially or wholly through CUPA revenues. Public Works. The operating budget for the Public Works Department is $111,446,704, which is a 2.5 percent increase, as compared to the FY 2012-13 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Development Services Fund, Transportation Development Fund, Equipment Management Fund, enterprise funds, and other special revenue funds. The FY 13-14 budget includes the restoration of 7 positions: • Solid Waste Equipment Operator – Solid Waste Division • Solid Waste Equipment Operator - Solid Waste Division Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xv • Solid Waste Equipment Operator - Solid Waste Division • Service Maintenance Worker – Wastewater Division • Service Maintenance Worker – Streets Division • Service Maintenance Worker - Streets Division • Service Maintenance Worker – General Services/Signing and Marking These positions are critical to maintaining current City operations and services. One additional position is related to the implementation of the citywide blue cart recycling program. Additionally, the equipment fund for Fleet and Telecommunications increased due to the restoration of personnel and as staff continues to replace equipment that was not replaced during the recession. Resurfacing Funds for Public Works Streets Division – The FY 2013-14 operating budget includes $7,976,360 for street resurfacing and reconstruction. This is the first year where no Gas Tax Funds are appropriated for the Streets Division operating budget. The CIP budget for street resurfacing/reconstruction is $10,385,000, which includes $3,353,579 in federal funds, $2,300,000 in gas tax funds and $4,731,421 in capital outlay funds. The combined operating and CIP budgets for street resurfacing/reconstruction projects total $18,361,360. Recreation and Parks. The operating budget for the Recreation and Parks Department is $17,845,393, which is a 2.73 percent increase as compared to the FY 2012-13 Adopted Budget. As part of the FY 13-14 Budget, staff included an additional $20,000 for reoccurring block wall maintenance and a slight increase in the Parks Division water budget in anticipation of the Siemon Park Splash Pad opening in July. Rabobank Arena, Theater and Convention Center. As of July 1, 2013, AEG will take over the management of the Rabobank Arena, Theater and Convention Center, the San Joaquin Community Hospital Ice Sports Center and the Bright House Networks Amphitheater. The Bakersfield Condors and the CSUB Men’s Basketball team hosted season games in the Arena. Additionally, the Amphitheater has seen an increase in the number and quality of events. Convention and Visitors Bureau. The budget for the CVB is $667,501, which represents a 2.94 percent increase, as compared to the FY 2012-13 Adopted Budget. The funding source of the CVB’s budget is Transient Occupancy Tax Funds. The CVB continues to market the City as a preferred destination for conventions, sports events, meetings and leisure travel. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xvi Community Development. The operating budget for the Community Development Department is $10,286,870, which is a 1.34 percent increase as compared to the FY 2012-13 Adopted Budget. This figure includes the merging of historical fiscal data of the former Economic and Community Development Department and the Development Services Department for comparison purposes. For FY 13-14, the budget includes the restoration of two positions: • Permit Technician • Inspector Additionally, the budget includes the deletion of two vacant positions resulting in no net increase in the overall Community Development personnel complement. Redevelopment. Due to the dissolution of the Bakersfield Redevelopment Agency by the State, there is no new funding. The City, as the Successor Agency to the Redevelopment Agency, must now submit a draft Recognized Obligation Payment Schedule (ROPS) to the Oversight Board every six months going forward. The ROPS includes obligations of the former Bakersfield Redevelopment Agency, a funding source for the payment of the obligations and projected dates and amounts of scheduled payments for each enforceable obligation. As of this date, the State Department of Finance (DOF) has approved, after multiple appeals, $18 million in obligations. An additional $9.7 million has not been approved by the DOF and is the subject of recent litigation filed by the City. Mayor. The operating budget for the Mayor’s Office is $158,600, which is a 3.90 percent increase as compared to the FY 2012-13 Adopted Budget. The increase is due to salary and benefit related appropriations. City Council. The operating budget for the City Council is $279,980, which is a .55 percent increase as compared to the FY 2012-13 Adopted Budget. No significant budget increases were incurred. Executive. The operating budget for the Executive Department (City Manager’s Office, Human Resources, Information Technology, City Clerk and Risk Management) is $19,619,057, which is a 2.95 percent increase as compared to the FY 2012-13 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self- Insurance Fund. The increase is generally attributable to the increase in PERS costs, the addition of one Management Assistant within the City Manager’s Office and additional IT equipment related to the citywide personnel restoration (budgeted entirely in the IT equipment management fund). The approved personnel Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xvii restoration will increase the Executive Department authorized complement from 57 to 58 positions. City Attorney. The operating budget for the City Attorney’s Office is $3,607,039, which is a 10.35 percent increase as compared to the FY 2012-13 Adopted Budget. The increase is generally attributable to litigation matters involving the Department of Finance and the County of Kern. There are no staff changes for the City Attorney’s Office. Financial Services. The operating budget for the Finance Department is $4,021,400 which is an 11.4 percent increase as compared to the FY 2012-13 Adopted Budget. The budget now includes the accounting for the Successor Agency administrative budget; which was formerly located within the Economic Development operating budget. The Finance Department’s budget also 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 $23,231,959 which is a 2.48 percent increase as compared to the FY 2012-13 Adopted Budget. Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,409,646 which is a 2.91 percent decrease as compared to the FY 2012-13 Adopted Budget. Domestic Water Fund – The operating budget for the Domestic Water Division is $18,822,313, which is a 3.8 percent increase as compared to the FY 2012-13 Adopted Budget. There is no water rate increase for FY 2013-14. Refuse Fund – There is no refuse rate increase for FY 2013-14. Sewer Fund – The budget reflects no residential or commercial sewer user rate increases for FY 2013-14. The sewer connection fee per single-family household is currently $4,000. There is no rate increase for FY 2013-14. 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. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xviii 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 four budget years, revised and lowered departmental vehicle rates based on extended vehicle and equipment life. As of FY 13-14, there is a return to more normal vehicle replacement rates throughout all departments. The Fleet Division has also budgeted for all vehicles needed for positions which are being restored. Furthermore, Fleet has identified the remaining three pickup trucks which run on natural gas and need to be replaced due to cylinder certification expirations. The balance of the natural gas pick-up trucks were replaced as part of the FY 12-13 budget. 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. Additionally, Telecommunications staff will provide needed equipment for the new positions. 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 is 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 FY 2013-14, the Risk Management Division’s budget is $9,845,290, which represents a 5.02 percent increase, as compared to the FY 2012-13 Adopted Budget. Risk Management will mitigate substantial increases to workers compensation and liability rates through the use of fund assets to stabilize rates. Additionally, the Risk Management Division has allocated $12,000 to continue a citywide analysis on improving safety in the workplace. The goal of the program is to increase preventative workplace safety measures and decrease the severity Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xix and frequency of workers’ compensation claims. 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 $3,129,903 and $957,286 respectively, which is a 15 percent decrease for CDBG, and a 9.43 percent decrease for HOME funds compared to FY the 2012-13 Adopted Budget. Of the CDBG funds, $360,525 is budgeted for the skate park and picnic area project at Planz Park. Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was 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 related to the Rabobank Arena. This includes the contract with AEG 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 who report to the City Manager’s Office. Any available Transient Lodging Tax funds, after taking into account the City’s long term commitments for Rabobank Arena, Ice Sports Center, and CVB are transferred to the City’s Capital Improvement Program budget for projects. Contributions. CDBG funds are budgeted for the Bakersfield Senior Center in the amount of $85,000. 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 for FY 13-14 continue to be focused on TRIP and road projects. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xx Project Highlights: Thomas Roads Improvement Program (TRIP) Projects TRIP Projects comprise 66% of the total FY 13-14 CIP Budget. The amount budgeted for TRIP projects totals $73,486,082. This is comprised of $50,209,508 in federal earmark funds, and $23,276,574 as the local match requirement. Funding for the local match requirement consists of traffic impact fee revenue, PG&E surcharge revenue, and gas tax revenues. Two TRIP projects will be programmed for construction in FY 13-14. The first is the SR-99 Auxiliary Lane Project with $4,593,881 in federal funding and $595,185 in non-federal matching funds. This project is an element of the Centennial Corridor project and is necessary for any Centennial Alternative. The bidding process for this project should occur in mid-2014 with construction anticipated to commence in the latter part of 2014. The second TRIP project programmed for construction next year is the Rosedale Highway Widening Project. This project has $11,183,685 in federal funding and $1,448,965 in non-federal matching funds. This project adds an additional eastbound and westbound lane (for a total of six lanes) to Rosedale Highway (SR- 58) between Gibson Street and Calloway Drive, a distance of about 3.3 miles. This project is needed to relieve congestion along this segment of Rosedale Highway (SR-58). The improvements will also provide easier access for travellers to connect to the Westside Parkway from SR-99 via Rosedale Highway and Mohawk Street. The budget for the Rosedale Highway Widening Project includes an additional $1 million of local funding to complete necessary right-of-way acquisitions. Final design of the Centennial Corridor is also programmed in FY 13-14 with $22,504,327 in federal funding and $2,915,673 in non-federal matching funds. Final design cannot begin until environmental clearance for the project has been approved, which is anticipated to occur in spring 2014. The approved budget for the Centennial Corridor Project includes an additional $1 million of local funding to complete preliminary design, and $11 million of local funding for initial right-of-way costs. A combination of federal TRIP earmark funds and non-federal match funds are also included in FY 13-14 for the following projects. Federal earmarks provide 88.53% of funding with 11.47% local match requirement. • Hageman Flyover project, Design - $624,467 • Hageman Flyover project, Right-of-Way acquisition - $3,096,001 Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xxi • SR 178 Widening project, Right-of-Way acquisition - $9,752,496 Lastly, Phases 2 and 4 of the Westside Parkway project, from Truxtun Avenue to Heath Road, are under construction and should be completed shortly after the beginning of FY 13-14. Funds approved for FY 13-14 are for final project change orders and other project closeout costs. Construction of Phase 6C has recently commenced with completion anticipated in the latter part of 2014. FY 13-14 funds approved for Phase 6C are for unanticipated conditions that result in contract change orders, adjustments to utilities, and other unanticipated costs for completing the project. Local funding is budgeted for the following phases of the Westside Parkway (WSP) project: WSP Phase 2 – Mohawk to Allen Road, Construction - $1,000,000 WSP Phase 4 – Truxtun Tie-in, Construction - $740,000 WSP Phase 6C – Allen Road to Heath Road, Construction - $2,000,000 Facility Improvements Facility Improvements funded within the Capital Outlay Fund include: • Animal Control Facility Improvements – This $500,000 project will allow for miscellaneous improvements to the animal control facility at Mt. Vernon. • Elevator rehabilitation at City Hall North (CHN) – The two elevators at CHN are over 20 years old and require continual maintenance and replacement of parts to keep in operation. This $150,000 project will rehabilitate the elevators to current standards. • Police Department Firing Range Facility – This $1.2 million project, funded by seized asset forfeiture funds, will evaluate the possible relocation of the Police Department’s current firing range to a new site. Staff from multiple departments will develop a recommendation for future Council consideration. • Rabobank Arena/Convention Center Improvements – Numerous improvements are approved for both facilities. These improvements vary, from a tradeshow power upgrade at the Convention Center to new spectator-protecting netting at Rabobank Arena. The budget for these various improvements total $299,400. • Additionally, $500,000, to be funded by the new operator of the facility, is budgeted future identified projects at the facility. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xxii • Various Fire Stations – Rehabilitation and repair projects approved for FY 13- 14 totaling $395,000. Projects include kitchen rehabilitation at Station 6, restroom rehabilitation at Stations 2 and 4, driveway replacement at Stations 1 and 2, and roof repairs at various stations. Park Facility Improvements Funding for park facility improvements includes Community Development Block Grant (CDBG), Capital Outlay, and Park Improvement funds. Projects approved for FY 13-14 include: • Challenger Park Playground and Wilderness Park Playground Rehabilitation – This $524,000 project rehabilitates play equipment at both parks. The playgrounds are original to these parks and were installed in the late 1980’s. Several play features are metal which makes the equipment unusable during the summer months. Additionally, the play equipment has passed its useful lives and has little play value as compared to modern standards. • Mesa Marin Phase II – Project provides for construction of improvements to the land adjacent to the south of Phase I of the Mesa Marin Sports Complex. Options considered include additional softball fields or soccer fields and additional amenities such as a skate park and additional parking. Funding sources include $1 million of capital outlay funds and $800,000 of park improvement fees. • Planz Park Skate and Picnic Area – This $360,525 project, funded with CDBG funds, will demolish the pool at Planz Park and construct a skate park and picnic area. • Sports Village Phase III – Phase III will construct additional sports facilities, parking areas and restrooms as designed through the Sports Village Master Plan. Funding sources include $1.5 million of capital outlay funds and $2 million of park improvement fees. Reconstruction of Various Streets The FY 13-14 CIP Budget includes a pavement rehabilitation project at various locations with funding from the following sources: federal Regional Surface Transportation Program funds totaling $3,353,579 with capital outlay funds providing the local match requirement of $731,421. This project ties to City Council goals for the street maintenance program. Rehabilitation of pavement will occur on the following road segments: Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xxiii • Panama Lane from Monitor Street to South Union Avenue – Staff will review this road segment for potential bike lane modifications. • Truxtun Avenue from Chester Avenue to T Street Resurfacing Funds for Public Works Streets Division This project continues the Council’s priority goal of a street maintenance program. This $6.3 million project, funded with both capital outlay and gas tax revenues, refurbishes asphalt pavement on local streets. Staff will review each of the road segments for potential bike lane modifications. Street Improvements Significant street improvements for FY 13-14 include: • Cul-de-sac construction on 24th Street – During the 24th Street widening project planning, property owners south of 24th Street requested their streets be closed off from 24th Street. This $115,400 project, funded with capital outlay funds, will construct cul-de-sacs south of 24th Street from Elm Street to A Street based on property owner requests. • Median Improvement on Mt. Vernon Avenue from Columbus Street to University Avenue – This $515,565 project will enhance the travel corridor for this road segment. $398,000 of federal funding is allocated to the project, with the remainder of $117,565 funded by capital outlay funds. • Median improvement on Union Avenue – The existing median islands on Union Avenue from the Arvin-Edison canal to Berkshire Road have no landscape improvements. This $323,000 project will install an irrigation system and landscaping. Developer contributions made in lieu of constructing median landscape improvements provide the funding source for this project. • Retrofit Manor Street Bridge over the Kern River – Caltrans’ inspection and maintenance review determined the Manor Street Bridge is seismically deficient and functionally obsolete. This project retrofits the bridge and brings it up to current Caltrans and AASHTO (American Association of State Highway and Transportation Officials) standards. The amount for FY 13-14 reflects the funding currently included in the Federal Transportation Improvement Program (FTIP). Additional funding beyond the amount authorized on the FTIP is required for this project. The Five-Year CIP Plan Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xxiv includes the request for additional funding in FY 14/15. Construction is not anticipated to commence until the next fiscal year; however, costs will be incurred in FY 13-14 to get the project ready for advertising. The $5.8 million project is 88.53% federally funded with the local match requirement of 11.47% funded by capital outlay funds. The federal share of the project is $5,134,740 with a local match share of $665,260. • Shoulder Widening at Various Locations - Several sections of local streets are in need of shoulder widening in order to reduce dust pollution. The additional shoulders also provide surfacing for pedestrians and bikers. Improvements will occur on the following road segments: o Cottonwood Road between Casa Loma Drive and Panama Lane, o Morning Drive between Auburn Street and Paladino Drive, and o Old River Road between Metropolitan Way and Taft Highway The budget for all three phases is $785,700 (federal share of $695,580 with capital outlay monies funding the local match requirement of $90,120). • Street Improvement on Hosking Avenue from Wible to Hughes – This segment of Hosking Avenue needs roadway improvements due to an interchange project. Right-of-way for this project was completed in prior years. This $800,000 project, funded by traffic impact fees, is for the design and construction of the improvements. • Street Improvements on Mohawk from Siena Lane to Hageman Road – $980,000 of traffic impact fee funding is budgeted for FY 13-14 for design and right-of-way acquisition costs for this project that will extend Mohawk Street from Siena Lane to Hageman Road. Construction funding will be programmed in FY 14/15. This project will improve traffic circulation in the northwest by providing an additional north/south route. Traffic Signal Coordination Projects for traffic signal coordination include signal modification, 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. The Federal Congestion Management Air Quality (CMAQ) funds 88.53% of each project’s costs, with the local match requirement of 11.47% funded by the Gas Tax Fund. Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xxv Traffic signal coordination projects include: • Signal Synchronization on H Street from White Lane to California Avenue – Total budget of $457,750 (federal share of $405,246 and gas tax share of $52,504). • Signal Synchronization on Stine Road from Ming Avenue to White Lane – Total budget of $168,400 (federal share of $149,084 and gas tax share of $19,316). • Signal Synchronization on White Lane from Stine Road to H Street – Total budget of $203,000 (federal share of $179,716 and gas tax share of $23,284). • Traffic Signal Interconnect on Calloway Drive from Olive Drive to Norris Road – Total budget of $104,500 (federal share of $92,514 and gas tax share of $11,986). • Traffic Signal Interconnect on Jewetta Road from Hageman Road to Olive Drive –Total budget of $313,300 (federal share of $277,365 and gas tax share of $35,935). Traffic Signals Two new traffic signal projects, both predominantly federally funded, are budgeted for FY 13-14. In addition, the installation of pedestrian countdown timer heads is budgeted for various traffic signals. • Intersection of Buena Vista Road and Harris Road - This project will install a traffic signal and traffic signal interconnect along Buena Vista Road from Panama Lane to White Lane. The total budget for this project is $652,500 (federal share of $577,658 and Transportation Development Fund share of $74,842). • Intersection of Jewetta Avenue and Reina Road - The total budget for this project is $209,000 (federal share of $185,027 and Transportation Development Fund share of $23,973). Water Resources Projects Significant projects for the Water Resources Department, all funded within the Domestic Water Fund, include: Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xxvi • Northwest Feeder Facilities – This is a one-time payment of $235,000 to Kern County Water Agency Improvement District No. 4 (ID4) for the City’s participation in the expansion of ID4’s Water Treatment Plant. This payment is the difference between the original CIP cost and the actual CIP cost of the treatment plant expansion. • Service Connection Replacement Program – This $600,000 project includes scheduled replacement of older service connections. • Water Main Extensions - New water main extensions are required to loop and extend our domestic water system so water can flow more efficiently and adequate pressures are maintained. $850,000 of funding is requested for this project. • Wellhead Facilities Upgrade ($300,000) - Several projects are required to improve water production and treatment operations at various well sites within the system. $300,000 of funding is requested for this project. Summary The FY 2013-14 Adopted Budget is prepared under more favorable economic conditions than in recent fiscal years. Local revenue sources have shown mostly positive signs of steady growth and new home building is beginning to show signs of a modest rebound from the recent historic lows. The Police Department sworn complement is authorized at its highest levels in history, significant deferred facility maintenance issues are being addressed, and staff continues to move forward with critically needed transportation projects. Unfortunately, the State’s prison realignment and redevelopment agency wind down initiatives, along with the property tax and fire fund disputes with the County of Kern have impaired our ability to consider more staff restorations than authorized at this time. Despite the challenges, the Adopted Budget is another positive step toward repairing the damage caused by the recession. Acknowledgements The FY 2013-14 Adopted Budget document is a reflection of the dedicated and resourceful team of department heads, budget managers, division managers and staff throughout the organization who are involved in the preparation of the City’s financial plan for the upcoming fiscal year. Thanks also go to the Budget Team for their valuable input and feedback during the process: Administrative Analyst Chris Huot led this year’s effort and was assisted by Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez, Honorable Mayor and City Council FY 2013-14 Adopted Budget - Letter of Transmittal July 1, 2013 xxvii Assistant to the City Manager Steve Teglia, Assistant to the City Manager Rhonda Smiley, Assistant to the Public Works Director Georgina Lorenzi, and Human Resources Manager Christi Tenter. To the Mayor and City Council – thank you for your continued leadership and guidance during the budget process and throughout the fiscal year! xxviii xxix xxx - THIS PAGE INTENTIONALLY LEFT BLANK 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, 2014 ...................................................... 30 Interfund Transfers – Summary ................................................................ 31 Interfund Transfers – Detail ....................................................................... 32 FY 2013-14 Appropriations Limitation ..................................................... 33 Note: Additional information is provided in the Appendices section of this document. 1 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 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 2 • Parks and Recreation Services • Water Utility • Municipal Airpark - General Aviation • Refuse Collection • Wastewater Treatment This document includes the financial activities of the City, the Successor Agency, and the Public Financing Authority. Location The City of Bakersfield, population 359,221 (as of January 1, 2013) 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, numerous restaurants, and seven (7) public golf courses. Cultural activities include museums, music festivals, theaters and heritage festivals. FACTORS AFFECTING FINANCIAL CONDITION Local Economy and Local Budget Issues – The City of Bakersfield is showing signs of recovery after being impacted in past years by the statewide economic slump. Sales tax revenues have rebounded significantly from prior year amounts 3 and new home construction permits have recovered somewhat as well. The local economic environment continues to improve slowly and is driven by the strong agricultural and oil production industries in the area. Sales tax revenues continue to show positive improvement with revenues more than 20% higher than those in the prior fiscal year. Property tax receipts decreased by about 3.5% in 2011-12, but based on Kern County assessed valuation data we expect some recovery with a budgeted increase of 1% in 2012-13. The City Council continues to take a conservative approach in adopting the budget. The Council has maintained a $12,000,000 cash basis reserve fund along with a $4,800,000 facilities reserve fund to provide a level of protection for the City. The Council also fully funded the Annual Required Contribution toward the City's Other Post-Employment Benefits (OPEB) costs for retiree medical benefits. Retirement costs were projected to escalate for all employee groups over a three year period as a result of the unprecedented portfolio losses recognized by California Public Employees' Retirement System (CaiPERS) in 2008- 09. Rates increased in 2012-13 and 2013-14. We expect our employer rates to climb again by several percentage points in 2013-14. Recently, the CalPERS Board of Directors approved a plan which would increase employer rates by approximately 50 percent, with a five-year phase in period beginning in FY 2015-16. According to CalPERS staff, the rate increase would help the pension fund reach full funding levels in 30 years. Under the current rate policy, the funding level in 30 years is expected to reach 86 percent for most local government workers. In September 2012, Governor Brown signed the California Public Employees' Pension Reform Act of 2013 (PEPRA) into law. Changes made by the new law will generate annual savings to the City as current employees retire and new employees are hired. The chief provisions of PEPRA lower the pension formulas and caps pensionable compensation for most new safety and miscellaneous hires after January 1, 2013. As a result, most new employees hired as part of the position restoration effort in FY 13-14 will be subject to the new law. State Budgetary Actions – The budget problems at the State level are a major concern for the City of Bakersfield. The City has adjusted to prior State actions, including the reduction of Vehicle License Fees (VLF) and the State action of taking one-fourth of our sales tax revenues and replacing them with property tax revenues (the so called "triple flip" budget action). We have also absorbed the 2009-10 capture of over $6.7 million of property tax revenues by the State in its Proposition 1A forced borrowing from local tax dollars. The State decision to shut down redevelopment activities is especially discouraging for Bakersfield given our many success stories within our community. The Council has taken actions to act as the Successor Agency for 4 the former Redevelopment Agency as well as act as the Successor Housing Agency to wrap up the housing activities of the former Redevelopment Agency. The State Department of Finance continues to challenge the Successor Agency and Oversight Board regarding the implementation of AB 26 and AB 1484 and what constitutes an Enforceable Obligation of the former Redevelopment Agency. The City is diligently pursuing administrative remedies with the Department of Finance regarding disputed items. The City has completed both the County Auditor "Agreed Upon Procedures" review as well as the outside audit "Due Diligence Reviews" as outlined in AB 26 and AB 1484. Both sets of reports found the City in compliance with all components of the review criteria. Long Term Financial Planning – The City of Bakersfield continues to look forward to our long-term financial and operating needs. The recent expansion of our Wastewater Treatment Plant on the west side of town will provide capacity for any future growth for many years. The City continues to monitor departmental needs for satellite storage and staging areas for Public Works and Parks operations. As the City continues to grow both in population and in geographic area, we must continuously evaluate opportunities to become more efficient and effective in our efforts to serve our community. Accounting System and Internal Controls – The City's accounting system is organized and operated on a fund basis. Each fund is a distinct self-balancing accounting entity. 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. All internal control evaluations occur within the above framework. We believe that the City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. However, the City recognizes that even sound internal controls have their inherent limitations. Internal controls are reviewed to ensure that the City’s operating policies and procedures are being adhered to and that the controls 5 are adequate to ensure accurate and reliable financial reporting and to safeguard the City’s assets. Balanced Budget – The City of Bakersfield annually adopts a balanced budget on a fiscal year basis. A balanced budget means there are sufficient revenues and unreserved fund balances appropriated to fund all City of Bakersfield Operating, Capital Improvement, Debt Services and Interfund Transfers for the fiscal year beginning July 1 and ending June 30. Fund Balance – Uncommitted resources are available for spending at the government’s discretion (unreserved fund balance). The focus of the City of Bakersfield’s governmental funds is to provide information on near-term inflows, outflows, and balances of spendable resources. Such information is useful in assessing the City of Bakersfield’s financing requirements. In particular, unreserved fund balance may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year. Reserved Fund Balance – The remainder of fund balance is “reserved” to indicate that it is not available for new spending because it has already been committed: 1) to liquidated contracts and purchase orders of the prior period; 2) to be set aside as a cash basis reserve; 3) to pay debt service; or, 4) for a variety of other restricted purposes. Supplemental Budgetary Information – Through the budget process the City Council sets the direction of the City, allocates its resources and establishes its priorities. The annual budget assures the efficient and effective use of the City’s economic resources, as well as establishing that the highest priority objectives are accomplished. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with Generally Accepted Accounting Principles (GAAP). The annual budget serves from July 1 to June 30, and is a vehicle that accurately and openly communicates these priorities to the community, businesses, vendors, employees and other public agencies. Additionally, it establishes the foundation of effective financial planning by providing resource planning, performance measures and controls that permit the evaluation and adjustment of the City’s performance. The City’s budget is prepared and based on four expenditure categories: personnel, supplies and services, minor capital outlay, and capital improvement programs. The first three listed are considered operational in nature and known as recurring costs. Capital Improvement Projects are asset acquisition, facilities, systems and infrastructure improvement, typically over $50,000, and/or those items “outside” of the normal operational budget. These are known as one-time costs or significant non-routine capital expenditures. 6 FUND STRUCTURE The City collects and records revenue and expenditures within Governmental Activities and Business-Type Activities. Governmental Activities – Most of the City’s basic services are reported in this category, including General Government, Police, Fire, Public Works, Parks, Recreation, and Community Development. These activities are generally financed by property and 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 7 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. 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 2013-14 City of Bakersfield appropriation limit established as required by state statute was $322,310,373 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. 8 Cash Management – The City maintains a cash and investment pool that is available for use by all funds, except the Fire Pension Trust Fund. Each fund type's portion of this pool is displayed on the combined balance sheet as cash and short-term investments. The deposits and investments of the fire pension trust fund are held separately from other City funds. 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 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 9 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. As of June 30, 2012, the City of Bakersfield had a total debt outstanding of $253.3 million. The City's total debt increased by a net amount of $1.6 million during the 2011-12 Fiscal Year. Outstanding debt in the Governmental Activities increased by $24.3 million due to the City absorbing $24.7 million of Certificates of Participation previously reported as debt of the former Bakersfield Redevelopment Agency. Outstanding debt in the Business- Type Activities decreased by $22.7 million. Of this amount, $18.7 million was due to a partial bond call approved by City Council to reduce the principal balance in the Wastewater Revenue Series B Bonds. Certificates of Participation issued by the City in 2006 carry a Reserve Fund Surety from Ambac Assurance Company (Ambac). Ambac filed for a voluntary petition for relief under Chapter 11 of the United States Bankruptcy Code. Moody's Investor's Service (Moody's) 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 2007 Wastewater Revenue Bonds- Series A 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 has lowered its rating on Financial Security Assurance Inc. for the Series A Bonds, from "Aaa" to "Aa3" and an underlying "A1" rating. The 2012 Wastewater Revenue Bonds - Series A issued by the City in 2012, which refinanced the 2007 Wastewater Revenue Bonds - Series B, has an "Aa2NMIG I" rating 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 City did not elect to establish a debt service reserve fund for this debt. 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. The City Council also adopted a policy regarding auditor rotation that encourages competitive bidding on a five year cycle. The accounting firm of Brown Armstrong Accountancy Corporation was selected by the City Council to perform the annual audit for the 2011-12 fiscal year. The 2011-12 audit year was the first year of a contemplated five year agreement with this firm. 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 auditor’s report covers 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, 2013, marking the 13th 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 2013-14 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 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 2013-14 RESOURCES AND APPROPRIATIONS GENERAL FUND Sources by Type Adopted 2011-12 Adopted 2012-13 Adopted 2013-14 Resources Property Tax 60,117,200$ 59,048,000$ 60,915,000$ Sales Tax 54,246,000 62,624,000 71,415,000 Other Taxes 14,975,000 14,175,000 9,825,000 Total Taxes 129,338,200$ 135,847,000$ 142,155,000$ Licenses and Permits 1,984,650$ 1,872,600$ 2,308,300$ Intergovernmental Revenue 3,109,350 2,708,800 2,069,732 Charges for Service 15,810,500 16,153,100 17,063,568 Fines and Forfeits 576,800 541,500 505,500 Miscellaneous Revenues 237,000 238,000 247,900 Total Other Revenues 21,718,300$ 21,514,000$ 22,195,000$ Beginning Balance 23,875,000 24,783,000 27,189,608 Transfers In 1,500,000 1,300,000 1,100,000 TOTAL RESOURCES 176,431,500$ 183,444,000$ 192,639,608$ Appropriations Police 67,368,119$ 69,631,317$ 76,477,371$ Fire 30,764,044 32,584,443 32,801,014 Total Public Safety 98,132,163$ 102,215,760$ 109,278,385$ Public Works 18,877,795$ 21,425,461$ 24,998,585$ Recreation and Parks 16,493,712 17,329,400 17,815,093 Community Development 6,929,229 7,081,602 7,151,639 General Government 10,880,351 11,622,234 11,972,798 Non-Departmental 18,245,250 15,430,543 14,408,208 Total Operations 71,426,337$ 72,889,240$ 76,346,323$ Contingencies 17,000 50,000 250,000 Transfers Out 6,856,000 8,289,000 6,764,900 TOTAL APPROPRIATIONS 176,431,500$ 183,444,000$ 192,639,608$ 12 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 GENERAL FUND BUDGET $192,639,608 Police 39.70% Fire 17.03% Public Works 12.98% Recreation & Parks 9.25% Community Development 3.71% General Government 6.22% Non-Departmental 7.61% Transfers 3.50% Where it goes Sales Tax 37.08% Property Tax 31.63% Licenses & Permits 1.20% Intergovernmental 1.07% Charges for Services 8.86% Fines & Forfeits 0.26% Misc. and Other 5.23% Beg. Balance & Transfers 14.69% Where it comes from 13 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Sources by Type Adopted2011-12 Adopted2012-13 Adopted2013-14 Resources Capital Project Funds 6,533,084$ 7,011,790$ 18,256,009$ Economic Stimulus 1,561,543 1,512,675 70,500 Special Revenue Funds 25,752,87327,938,54022,348,315 General Operating Funds 176,431,500183,444,000192,639,608 Succesor Agency Funds*17,429,89514,846,440 9,570,508 Improvement Districts 9,637,174 7,441,918 7,382,442 Internal Service Funds 34,932,10740,359,63741,359,779 Enterprise Funds 107,732,020117,446,286 118,721,601 Debt Service Funds 673,822 815,416 673,364 Total 380,684,018$ 400,816,702$ 411,022,126$ Appropriations General Government 24,381,432$ 26,364,683$ 27,686,076$ Police 69,450,24271,676,072 77,088,551 Fire 31,566,92933,417,83833,869,056 Public Works 98,412,729108,688,506111,446,704 Water Resources 21,757,76122,667,72023,231,959 Rabobank/CVB & Recreation and Parks 22,845,34524,404,87825,655,275 Community Development 12,052,47110,150,66210,286,870 Non-Departmental & Transfers 100,217,109103,446,343101,757,635 Total 380,684,018$ 400,816,702$ 411,022,126$ * Formerly Redevelopment Agency Funds 14 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 OPERATING BUDGET - ALL FUNDS $411,022,126 Capital Project Funds 4.44% Economic Stimulus 0.02% Special Revenue Funds 5.44% General Operating Funds 46.87% Succesor Agency Funds* 2.33% Improvement Districts 1.80% Internal Service Funds 10.06% Enterprise Funds 28.88% Debt Service Funds 0.16% Where it Comes From General Government 6.62% Police 18.77% Fire 8.25% Public Works 27.13% Water Resources 5.65% Rabobank/CVB & Recreation and Parks 6.24% Community Development 2.52% Non-Departmental & Transfers 24.76% Where it Goes 15 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 OPERATING FUND DISTRIBUTION Expenditures Adopted 2011-12 Adopted 2012-13 Adopted 2013-14 All Funds Personnel $ 174,256,653 $ 176,966,095 $ 180,793,019 Operating 154,172,795 164,695,517 169,867,452 Capital 9,205,118 11,484,090 11,403,068 Fiscal Transfers 43,049,452 47,671,000 48,958,587 Total All Funds $ 380,684,018 $ 400,816,702 $ 411,022,126 General Fund Personnel $ 138,549,652 $ 140,900,456 $ 145,798,356 Operating 30,856,773 34,065,569 39,917,052 Capital 169,075 188,975 159,300 Fiscal Transfers 6,856,000 8,289,000 6,764,900 Total General Fund $ 176,431,500 $ 183,444,000 $ 192,639,608 16 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 OPERATING FUND DISTRIBUTION Personnel 43.46% Operating 40.88% Capital 2.75% Fiscal Transfers 12.91% ALL FUNDS $411,022,126 Personnel 75.68% Operating 20.72% Capital 0.09% Fiscal Transfers 3.51% GENERAL FUND $192,639,608 17 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 RESOURCES AND APPROPRIATIONS ALL FUNDS Revenues and Resources by Type Actual2011-12 Adopted2012-13 Adopted2013-14 Taxes and Assessments 161,163,551$ 163,367,830$ 178,234,206$ Licenses and Permits 2,321,093 2,058,600 2,502,300 Inter-Governmental & Enterprise 93,082,883 119,166,113 78,431,188 Charges for Service 158,199,350 131,796,284 138,289,866 Fines and Forfeits 14,638,827 1,651,500 2,815,500 Miscellaneous Revenue 13,499,799 27,357,705 26,977,431 Other Financing Sources 331,063 956,000 839,500 TOTAL REVENUES 443,236,566$ 446,354,032$ 428,089,991$ Fund Balance 41,384,968 44,676,030 Transfers In 47,671,000 48,958,587 TOTAL RESOURCES 535,410,000$ 521,724,608$ Appropriations by Function Actual2011-12 Adopted2012-13 Adopted2013-14 Police 68,489,182$ 71,676,072$ 77,088,551$ Fire 32,664,32633,693,23834,264,056Total Public Safety 101,153,508$ 105,369,310$ 111,352,607$ Public Works 232,040,510$ 240,117,504$ 212,948,901$ Water Resources 28,233,541 24,627,720 25,361,959 Rabobank/Recreation and Parks/CVB 24,248,30424,610,35332,139,200 Community Development 10,870,43410,874,08710,383,230 General Government 25,455,06526,364,683 27,781,076 Non-Departmental 157,827,26188,599,90392,465,127 Successor Agency*15,358,936 14,846,440 9,292,508 TOTAL APPROPRIATIONS 595,187,559$ 535,410,000$ 521,724,608$ * Formerly Redevelopment Agency Funds 18 CITY OF BAKERSFIELD FY 2013-14 RESOURCES - ALL FUNDS Taxes and Assessments 178,234,206$ 34.16% Licenses and Permits 2,502,3000.48% Inter-Governmental and Enterprise Revenue 78,431,18815.03% Charges for Services 138,289,86626.51% Fines and Forfeits 2,815,5000.54% Miscellaneous Revenue 26,977,4315.18% Other Financing Sources 839,5000.16% Fund Balance 44,676,0308.56% Transfers In 48,958,5879.38% TOTAL RESOURCES - ALL FUNDS 521,724,608$ 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 2013-14 APPROPRIATIONS - ALL FUNDS General Government 27,781,076$ 5.32% Police 77,088,55114.78% Fire 34,264,0566.57% Public Works 212,948,90140.82% Water Resources 25,361,959 4.86% Rabobank Arena, Recreation and Parks & CVB 32,139,2006.16% Community Development 10,383,2301.99% Non-Departmental - including transfers 92,465,12717.72% Successor Agency 9,292,5081.78% TOTAL APPROPRIATIONS - ALL FUNDS 521,724,608$ 100% General Government Police Fire Public Works Water Resources Rabobank, CVB & Recreation and Parks Community Development Non- Departmental - including transfers Successor Agency 20 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 DEPARTMENTAL APPROPRIATIONS BY FUND Exhibt Budget Summary Operating Budgets City of Bakersfield 27,408,076$ 77,088,551$ 33,869,056$ 111,446,704$ 23,231,959$ 25,655,275$ 10,286,870$ 92,465,127$ 401,451,618$ Successor Agency 278,000 - - - - - 9,292,508 9,570,508 Total Operating 27,686,076$ 77,088,551$ 33,869,056$ 111,446,704$ 23,231,959$ 25,655,275$ 10,286,870$ 101,757,635$ 411,022,126$ Capital Improvements City of Bakersfield 95,000$ -$ 395,000$ 101,502,197$ 2,130,000$ 6,483,925$ 96,360$ -$ 110,702,482$ Successor Agency - - Total Capital Improvements 95,000$ -$ 395,000$ 101,502,197$ 2,130,000$ 6,483,925$ 96,360$ -$ 110,702,482$ Total Appropriations 27,781,076$ 77,088,551$ 34,264,056$ 212,948,901$ 25,361,959$ 32,139,200$ 10,383,230$ 101,757,635$ 521,724,608$ General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development 21 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 DEPARTMENTAL APPROPRIATIONS BY FUND Exhibt General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development City of Bakersfield Operating Budget Agriculture Water -$ -$ -$ -$ 4,409,646$ -$ -$ 17,000$ 4,426,646$ ARRA Federal Stimulus - 70,500 - - - - - - 70,500 State Transportation - - - 320,172 - 30,300 - - 350,472 Assessment Districts 248,200 - - - - - - 7,134,242 7,382,442 Aviation - - - 230,910 - - - - 230,910 CUPA - - 1,068,042 - - - - - 1,068,042 Capital Outlay - - - - - - - - - COF Utility/Road Funds - - - - 600,000 600,000 Community Dev. Block Grant - - - - - - 2,177,945 591,433 2,769,378 Domestic Water - - - - 18,822,313 - - 1,620,318 20,442,631 Equipment Management 3,313,220 - - 26,661,269 - - - - 29,974,489 Gas Tax - - - - - - - - - General Fund 11,972,798 76,477,371 32,801,014 24,998,585 - 17,815,093 7,151,639 21,423,108 192,639,608 HOME Program - - - - - - 957,286 - 957,286 Municipal Improvement Debt - - - - - - - 673,364 673,364 Park Improvement - - - - - - - Parking Lots/Structures 104,066 - - - - - - - 104,066 Public Financing Authority - - - - - Refuse Collection - - - 44,303,738 - - - 455,500 44,759,238 Self Insurance 11,385,290 - - - - - - - 11,385,290 Supp. Law Enforcement - 40,580 - - - - - - 40,580 Traffic Safety - 500,100 - - - - - 1,100,000 1,600,100 Transient Occupancy Taxes - - - - - 7,809,882 - 7,752,575 15,562,457 Transportation Development - - - 232,515 - - - 16,000,000 16,232,515 TDF TRIP Local Match 384,502 - - 1,038,992 - - - - 1,423,494 Wastewater Treatment Plant - - - 13,660,523 - - - 35,097,587 48,758,110 Total Operating 27,408,076$ 77,088,551$ 33,869,056$ 111,446,704$ 23,231,959$ 25,655,275$ 10,286,870$ 92,465,127$ 401,451,618$ 22 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 DEPARTMENTAL APPROPRIATIONS BY FUND Exhibt General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development City of Bakersfield Capital Improvements Agriculture Water -$ -$ -$ -$ 100,000$ -$ -$ -$ 100,000$ Aviation - - - 120,000 - - - - 120,000 Captial Outlay 95,000 - 395,000 8,750,691 - 3,323,400 96,360 - 12,660,451 Community Dev. Block Grant - - - - - 360,525 - - 360,525 COF Utility/Road Funds - - - 3,771,402 - - - - 3,771,402 Domestic Water - - - - 2,030,000 - - - 2,030,000 Equipment Management - - - 28,000 - - - 28,000 Federal Transportation - - - 11,564,609 - - - - 11,564,609 Gas Tax - - - 8,300,000 - - - - 8,300,000 Park Improvement - - - - - 2,800,000 - - 2,800,000 Refuse Collection - - - 370,000 - - - - 370,000 Transportation Development - - - 1,878,815 - - - - 1,878,815 TDF TRIP Local Match - - - 13,505,172 - - - - 13,505,172 TRIP - - - 50,209,508 - - - - 50,209,508 Wastewater Treatment Plant - - - 3,004,000 - - - - 3,004,000 Total Capital Improvements 95,000$ -$ 395,000$ 101,502,197$ 2,130,000$ 6,483,925$ 96,360$ -$ 110,702,482$ Total City of Bakersfield 27,503,076$ 77,088,551$ 34,264,056$ 212,948,901$ 25,361,959$ 32,139,200$ 10,383,230$ 92,465,127$ 512,154,100$ 23 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 DEPARTMENTAL APPROPRIATIONS BY FUND Exhibt General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development Successor Agency Operating Budget Downtown -$ -$ -$ -$ -$ -$ -$ 1,207,000$ 1,207,000$ Old Town Kern Pioneer - - 1,005,290 1,005,290 Southeast 250,000 - 862,464 1,112,464 Housing Downtown 28,000 - - 28,000 Old Town Kern Pioneer - - - - Southeast - - - - Debt Service Downtown - - 4,350,000 4,350,000 Old Town Kern Pioneer - - 1,005,290 1,005,290 Southeast - - 862,464 862,464 Total Operating 278,000$ -$ -$ -$ -$ -$ -$ 9,292,508$ 9,570,508$ Capital Improvements Downtown -$ -$ -$ -$ -$ -$ -$ -$ -$ Old Town Kern Pioneer - - Southeast - - Total Capital Improvements -$ -$ -$ -$ -$ -$ -$ -$ -$ Total SA 278,000$ -$ -$ -$ -$ -$ -$ 9,292,508$ 9,570,508$ 24 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Department Actual2011-12 AdoptedBudget 2012-13 AmendedBudget 2012-13 AdoptedBudget 2013-14 Mayor 120,314$ 152,645$ 152,645$ 158,600$ City Council 263,053 278,443 278,443 279,980 TOTAL LEGISLATIVE 383,367$ 431,088$ 431,088$ 438,580$ City Manager 844,326$ 900,952$ 900,952$ 1,008,344$ City Clerk 657,028 850,072 850,072 872,857 Human Resources 1,023,512 1,245,411 1,245,411 1,251,256 Information Technology 3,255,358 3,499,001 3,499,001 3,483,090 Risk Management - - - - TOTAL EXECUTIVE 5,780,224$ 6,495,436$ 6,495,436$ 6,615,547$ Administration 416,267$ 498,997$ 498,997$ 507,913$ Accounting and Reporting 1,204,086 1,285,185 1,285,185 1,286,312 Treasury 674,197 733,905 733,905 747,786 Purchasing 288,950 309,100 309,100 309,621 TOTAL FINANCIAL SERVICES 2,583,500$ 2,827,187$ 2,827,187$ 2,851,632$ Legal Counsel 1,377,151$ 1,868,523$ 1,873,523$ 2,067,039$ TOTAL CITY ATTORNEY 1,377,151$ 1,868,523$ 1,873,523$ 2,067,039$ Administration 16,884,026$ 16,283,382$ 17,113,901$ 17,748,278$ Operations 37,281,412 40,798,508 40,956,508 45,236,250 Investigations 11,712,080 12,549,427 12,561,427 13,492,843 TOTAL POLICE SERVICES 65,877,518$ 69,631,317$ 70,631,836$ 76,477,371$ Administration 1,422,047$ 1,504,611$ 1,513,849$ 1,440,851$ Safety Services 1,058,438 1,217,429 1,217,429 1,228,478 Fire Suppression 28,013,902 29,862,403 29,925,472 30,131,685 TOTAL FIRE SERVICES 30,494,387$ 32,584,443$ 32,656,750$ 32,801,014$ 25 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Department Actual2011-12 AdoptedBudget 2012-13 AmendedBudget 2012-13 AdoptedBudget 2013-14 Administration 583,983$ 573,486$ 573,486$ 571,986$ Engineering 4,882,757 5,149,477 5,149,477 5,153,553 General Services 8,054,987 10,488,142 10,488,142 11,296,686 Streets 4,918,294 5,214,356 5,214,356 7,976,360 Equipment - - - - Wastewater - - - - Solid Waste - - - - TOTAL PUBLIC WORKS 18,440,021$ 21,425,461$ 21,425,461$ 24,998,585$ Administration 1,090,032$ 1,241,220$ 1,243,720$ 1,156,875$ Parks 12,599,216 13,357,285 13,357,285 13,829,783 Recreation 2,577,014 2,730,895 2,786,152 2,828,435 TOTAL RECREATION AND PARKS 16,266,262$ 17,329,400$ 17,387,157$ 17,815,093$ Planning 1,771,724$ 2,066,466$ 2,066,466$ 1,927,790$ Building 4,458,213 5,015,136 5,062,269 5,223,849 TOTAL COMMUNITY DEVELOPMENT 6,229,937$ 7,081,602$ 7,128,735$ 7,151,639$ TOTAL BY DEPARTMENT 147,432,367$ $159,674,457160,857,173$ 171,216,500$ Non-Departmental 15,570,648$ 15,430,543$ 17,030,543$ 14,408,208$ Debt Service - - - - Contingencies 50,000 45,000 250,000 Transfers Out 6,917,060 8,289,000 8,439,000 6,764,900 TOTAL GENERAL FUND 169,920,075$ $183,444,000186,371,716$ 192,639,608$ 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 3 - 1 4 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 39 , 7 2 9 , 6 0 8 $ 16 4 , 3 9 0 , 0 0 0 $ 1, 1 0 0 , 0 0 0 $ 6, 7 6 4 , 9 0 0 $ 18 5 , 8 7 4 , 7 0 8 $ - $ 1 2 , 5 8 0 , 0 0 0 $ Ec o n o m i c S t i m u l u s - 70 , 5 0 0 70 , 5 0 0 - Sp e c i a l R e v e n u e 3, 0 8 3 , 0 8 6 92 , 8 3 4 , 1 1 8 6, 1 9 1 , 4 3 3 16 , 1 5 6 , 8 8 2 70 , 4 3 4 , 6 4 2 3,134,247 De b t S e r v i c e - 81 , 9 3 1 59 1 , 4 3 3 67 3 , 3 6 4 - Ca p i t a l P r o j e c t 15 , 0 1 7 , 6 6 1 19 , 7 8 8 , 0 0 0 27 , 0 0 0 , 0 0 0 16 , 0 0 0 , 0 0 0 2, 2 5 6 , 0 0 9 34 , 6 1 5 , 8 4 0 8,933,812 Pr o p r i e t a r y F u n d s En t e r p r i s e 74 , 1 5 3 , 5 8 7 10 5 , 5 0 4 , 9 3 1 16 , 0 3 0 , 0 0 0 16 , 9 2 7 , 5 0 0 10 1 , 7 9 4 , 1 0 1 5, 6 2 4 , 0 0 0 71,342,917 In t e r n a l S e r v i c e 11 , 8 2 5 , 7 0 2 31 , 7 7 0 , 3 0 5 1, 1 6 2 , 4 0 0 41 , 3 5 9 , 7 7 9 28 , 0 0 0 3,370,628 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 15 , 5 0 6 , 2 4 4 7, 1 5 4 , 4 5 2 7, 3 8 2 , 4 4 2 15,278,254 Su c c e s s o r A g e n c y 33 3 , 0 0 0 6, 4 9 5 , 7 5 4 3, 0 7 4 , 7 5 4 3, 0 7 4 , 7 5 4 6, 4 9 5 , 7 5 4 333,000 To t a l 15 9 , 6 4 8 , 8 8 8 $ 42 8 , 0 8 9 , 9 9 1 $ 48 , 9 5 8 , 5 8 7 $ 48 , 9 5 8 , 5 8 7 $ 36 2 , 0 6 3 , 5 3 9 $ 11 0 , 7 0 2 , 4 8 2 $ 114,972,858$ Adopted Balance 6/30/2014 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 3 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 3 - 1 4 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 . Adopted Balance 6/30/2014 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 3 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 27 , 1 8 9 , 6 0 8 $ 16 4 , 3 5 0 , 0 0 0 $ 1, 1 0 0 , 0 0 0 $ 6, 7 6 4 , 9 0 0 $ 18 5 , 8 7 4 , 7 0 8 $ - $ -$ Ca s h B a s i s R e s e r v e 12 , 5 4 0 , 0 0 0 40 , 0 0 0 12,580,000 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 - 70 , 5 0 0 70 , 5 0 0 - 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 48 , 8 1 0 3, 4 3 3 , 4 0 6 59 1 , 4 3 3 2, 1 7 7 , 9 4 5 36 0 , 5 2 5 352,313 Ho m e I n v e s t m e n t P a r t n e r s h i p 27 , 8 8 7 1, 0 3 9 , 9 4 4 95 7 , 2 8 6 110,545 Fe d e r a l T r a n s p o r t a t i o n - 1 1 , 5 6 4 , 6 0 9 11 , 5 6 4 , 6 0 9 - TR I P - 5 0 , 2 0 9 , 5 0 8 50 , 2 0 9 , 5 0 8 - St a t e T r a n s p o r t a t i o n - 3 5 0 , 4 7 2 35 0 , 4 7 2 - Ga s T a x 1, 3 6 6 , 3 9 4 7, 3 5 5 , 0 0 0 8, 3 0 0 , 0 0 0 421,394 Tr a f f i c S a f e t y 37 3 , 3 6 9 1, 4 0 3 , 0 0 0 1, 1 0 0 , 0 0 0 50 0 , 1 0 0 176,269 CU P A / U A S I 27 8 , 2 2 2 96 0 , 0 0 0 1, 0 6 8 , 0 4 2 170,180 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 7 1 , 5 1 6 40 , 5 8 0 530,936 Tr a n s i e n t O c c u p a n c y T a x 98 8 , 4 0 4 15 , 9 4 6 , 6 6 3 4, 5 0 0 , 0 0 0 11 , 0 6 2 , 4 5 7 1,372,610 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 - 81 , 9 3 1 59 1 , 4 3 3 67 3 , 3 6 4 - 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 4, 3 9 9 , 3 7 0 2, 0 2 8 , 0 0 0 11 , 0 0 0 , 0 0 0 12 , 6 6 0 , 4 5 1 4,766,919 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 - 4 , 6 9 0 , 0 0 0 60 0 , 0 0 0 3, 7 7 1 , 4 0 2 318,598 Pa r k I m p r o v e m e n t s 2, 3 7 6 , 2 8 3 94 5 , 0 0 0 2, 8 0 0 , 0 0 0 521,283 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 ) 8 , 2 3 9 , 6 2 9 12 , 1 2 5 , 0 0 0 16 , 0 0 0 , 0 0 0 23 2 , 5 1 5 1, 8 7 8 , 8 1 5 2,253,299 TD F T R I P L o c a l M a t c h 2, 3 7 9 16 , 0 0 0 , 0 0 0 1, 4 2 3 , 4 9 4 13 , 5 0 5 , 1 7 2 1,073,713 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 3 - 1 4 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 . Adopted Balance 6/30/2014 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 3 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 $3 2 , 3 5 5 , 7 8 0 $ 3 0 , 4 6 7 , 5 0 0 $ 1 6 , 0 0 0 , 0 0 0 $ 8 , 4 5 5 , 0 0 0 $ 3 2 , 3 0 3 , 1 1 0 $ 3 , 0 0 4 , 0 0 0 3 5 , 0 6 1 , 1 7 0 Se w e r C o n n e c t i o n s 4, 1 2 1 , 3 7 7 5, 0 0 5 , 0 0 0 8, 0 0 0 , 0 0 0 1,126,377 Re f u s e C o l l e c t i o n 15 , 9 3 1 , 7 6 1 40 , 9 8 5 , 9 3 1 45 5 , 5 0 0 44 , 3 0 3 , 7 3 8 37 0 , 0 0 0 11,788,454 Ag r i c u l t u r a l W a t e r 6, 1 1 5 , 5 4 3 4, 4 5 0 , 0 0 0 17 , 0 0 0 4, 4 0 9 , 6 4 6 10 0 , 0 0 0 6,038,897 Do m e s t i c W a t e r 15 , 2 4 3 , 0 5 9 24 , 1 3 1 , 0 0 0 20 , 4 4 2 , 6 3 1 2, 0 3 0 , 0 0 0 16,901,428 Air p a r k 34 9 , 9 8 9 40 5 , 0 0 0 23 0 , 9 1 0 12 0 , 0 0 0 404,079 Of f s t r e e t P a r k i n g 36 , 0 7 8 60 , 5 0 0 30 , 0 0 0 10 4 , 0 6 6 22,512 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 13 , 1 0 2 , 1 4 3 21 , 8 5 6 , 3 5 3 1, 1 6 2 , 4 0 0 29 , 9 7 4 , 4 8 9 28 , 0 0 0 6,118,407 Se l f - I n s u r a n c e (1 , 2 7 6 , 4 4 1 ) 9, 9 1 3 , 9 5 2 11 , 3 8 5 , 2 9 0 (2,747,779) 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 15 , 5 0 6 , 2 4 4 7, 1 5 4 , 4 5 2 7, 3 8 2 , 4 4 2 15,278,254 Su c c e s s o r A g e n c y F u n d s Su c c e s s o r A g e n c y 33 3 , 0 0 0 $ 6, 4 6 7 , 7 5 4 $ 3, 0 7 4 , 7 5 4 $ 3, 0 7 4 , 7 5 4 $ 6, 4 6 7 , 7 5 4 $ 333,000$ Su c c e s s o r H o u s i n g A g e n c y - 28 , 0 0 0 28 , 0 0 0 - T o t a l 15 9 , 6 4 8 , 8 8 8 $ 42 8 , 0 8 9 , 9 9 1 $ 48 , 9 5 8 , 5 8 7 $ 48 , 9 5 8 , 5 8 7 $ 36 2 , 0 6 3 , 5 3 9 $ 11 0 , 7 0 2 , 4 8 2 $ 114,972,858$ 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 3 - 1 4 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 4 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 Comment Ca s h B a s i s R e s e r v e 12 , 5 8 0 , 0 0 0 $ - $ 12 , 5 8 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 r e c e i p t s Ga s T a x 42 1 , 3 9 4 42 1 , 3 9 4 Tr a f f i c S a f e t y 17 6 , 2 6 9 17 6 , 2 6 9 CU P A 17 0 , 1 8 0 17 0 , 1 8 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 53 0 , 9 3 6 53 0 , 9 3 6 Tr a n s i e n t O c c u p a n c y T a x 1, 3 7 2 , 6 1 0 47 2 , 6 1 0 90 0 , 0 0 0 C a p i t a l L e a s e R e s e r v e Ca p i t a l O u t l a y 4, 7 6 6 , 9 1 9 31 3 , 5 4 9 4, 4 5 3 , 3 7 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 31 8 , 5 9 8 31 8 , 5 9 8 Pa r k I m p r o v e m e n t s 52 1 , 2 8 3 52 1 , 2 8 3 Tr a n s p o r t a t i o n D e v e l o p m e n t 2, 2 5 3 , 2 9 9 2 , 2 5 3 , 2 9 9 TD F T R I P L o c a l M a t c h 1, 0 7 3 , 7 1 3 1, 0 7 3 , 7 1 3 Wa s t e w a t e r T r e a t m e n t 35 , 0 6 1 , 1 7 0 1 7 , 0 6 1 , 1 7 0 18 , 0 0 0 , 0 0 0 Ra t e S t a b i l i z a t i o n / D e b t / C a p i t a l Se w e r C o n n e c t i o n s 1, 1 2 6 , 3 7 7 1 , 1 2 6 , 3 7 7 Re f u s e 11 , 7 8 8 , 4 5 4 6 , 4 3 4 , 4 5 4 5, 3 5 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 Ag r i c u l t u r e W a t e r 6, 0 3 8 , 8 9 7 6 , 0 3 8 , 8 9 7 Do m e s t i c W a t e r 16 , 9 0 1 , 4 2 8 1 6 , 9 0 1 , 4 2 8 Ai r p a r k 40 4 , 0 7 9 40 4 , 0 7 9 Of f s t r e e t P a r k i n g 22 , 5 1 2 22 , 5 1 2 Eq u i p m e n t M a n a g e m e n t 6, 1 1 8 , 4 0 7 ( 4 3 , 3 9 8 , 6 9 0 ) 49 , 5 1 7 , 0 9 7 Ac c 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 2 Se l f I n s u r a n c e (2 , 7 4 7 , 7 7 9 ) (2 , 7 4 7 , 7 7 9 ) As s e s s m e n t D i s t r i c t s 15 , 2 7 8 , 2 5 4 7 , 9 1 2 , 3 4 8 7, 3 6 5 , 9 0 6 Re s e r v e f o r D e b t S e r v i c e Su c c e s s o r A g e n c y 33 3 , 0 0 0 - 33 3 , 0 0 0 R e s e r v e f o r D e b t S e r v i c e To t a l 11 4 , 9 7 2 , 8 5 8 $ 16 , 4 6 9 , 4 8 5 $ 98 , 5 0 3 , 3 7 3 $ 30 Fund Title Transfers InTransfers Out General 1,100,000$ 6,764,900$ A Development Services Facility Replacement Reserve State Gax Tax Traffic Safety/O.T.S.1,100,000 Transient Occupancy Tax 4,500,000 Capital Outlay 11,000,000 B Agriculture Water 17,000 Domestic Water Sewer Plant #2 8,000,000 Sewer Plant # 3 16,000,000 C455,000 Sewer Connections 8,000,000 Refuse 455,500 Parking 30,000 Equipment 1,162,400 D Self Insurance CDBG 591,433 Municipal Debt 591,433 Transportation Development 16,000,000 TDF TRIP Local Match 16,000,000 Successor Agency: Operating 3,074,754 Housing Debt 3,074,754 TOTAL TRANSFERS 48,958,587$ 48,958,587$ CITY of BAKERSFIELD INTERFUND TRANSFERS - SUMMARY Adopted 2013-14 31 Fund Title Transfers InTransfers Out Capital Outlay 6,500,000$ Parking 30,000 Equipment 234,900 General Fund Total 6,764,900 A General 6,500,000 Transient Occupancy Tax 4,500,000 Capital Outlay Fund Total 11,000,000 B Sewer Plant #2 8,000,000 Sewer Connections 8,000,000 Sewer Plant #3 Total 16,000,000 C General 234,900 Sewer Plant #3 455,000 Refuse 455,500 Agriculture Water 17,000 Equipment Fund Total 1,162,400 D CITY of BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS Adopted 2013-14 32 ▲=Appropriations Limitation■=Appropriations Subject to Limitation The AppropriationsLimitationimposed by Propositions 4 and 111 createsarestriction on the amountof revenuewhich can beappropriated in any fiscal year.The Limitis based on actual appropriations during the 1978 -79fiscal year,and isincreased each year using thegrowth ofpopulation and inflation.Not all revenues are restricted by the Limit;only those which are referred to as "proceeds of taxes."Some examples of proceeds of taxes aresales tax,property tax,transient occupancy tax,and state motor vehicle in lieu tax. The City has experienced steadygrowth in population which has enabled us to spend at levelswell belowour limit.With the passage ofProposition 111,the gap between the AppropriationsLimit and theCity's expenditureswhich are subject to limitation has widened. During any fiscal year,a city may not appropriate any proceeds of taxestheyreceive inexcess of theirlimit.If they do receiveexcess funds in any one year,they can carry theminto the subsequent year to be used ifthey are below theirAppropriationsLimitin that year.Anyexcess funds remaining afterthe second year have to be returned to the taxpayers by reducing taxrates or fees.As an alternative,a majority of thevoters may approve an "override" to increase the Appropriations Limit. $189,173,478 $322,310,373 $101,196,000 $141,904,290 $0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 2005200620072008200920102011201220132014 Fiscal Year Ending City of Bakersfield FY 2013-14 Appropriations Limitation 33 THIS PAGE INTENTIONALLY LEFT BLANK 34 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 FY 2013-14 are: 1) Property tax revenues are expected to increase 1 percent based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to increase by 2.5 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 increase by 3.1 percent compared to current year revised estimates due to the slight improvement in the local construction activity; and, 4) Motor Vehicle In-Lieu fees have been significantly reduced due to State legislation enacted in 2011. 5) Transient Occupancy Tax revenues are expected to increase by about 2.5 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 35 Revenues continued the property tax. The use of property tax revenues is unrestricted. • Sales Tax Revenues - The sales tax rate is generally 7.50 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 - As to the portion of the remaining VLF revenue formerly distributed to local governments, SB89 of 2011 eliminates, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature’s efforts to solve the state’s chronic budget problems, the bill shifted all city VLF revenues to fund law enforcement grants that previously had been paid by a temporary state tax and – prior to that – by the state general fund. The City expects minimal VLF revenues in 2013-14 and in subsequent years unless and until there is a change in law. • 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 36 Revenues continued 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, or tourism promotion activities. 37 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 * Includes VLF In-Lieu Property Tax * Includes Sales Tax In-Lieu Related to Triple Flip $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 05060708091011121314 Mi l l i o n s Fiscal Year Ending Property Tax Revenues $60,915,000 Property Tax VLF In-Lieu $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 05060708091011121314 Mi l l i o n s Fiscal Year Ending Sales Tax Revenues $71,415,000 Budgeted Sales Tax 38 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 $0 $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 05060708091011121314 Mi l l i o n s Fiscal Year Ending Transient Occupancy Tax $8,000,000 $0 $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 05060708091011121314 Mi l l i o n s Fiscal Year Ending License and Permit Revenues $2,308,300 39 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 05060708091011121314 Mi l l i o n s Fiscal Year Ending Charges for Services $17,063,568 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 05060708091011121314 Mi l l i o n s Fiscal Year Ending Motor Vehicle-In-Lieu Revenues $180,000 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 3 - 1 4 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 1 1 - 1 2 Am e n d e d Bu d g e t 20 1 2 - 1 3 Re v i s e d Es t i m a t e s 20 1 2 - 1 3 Adopted Budget 2013-14 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 3 4 , 8 5 2 , 8 4 2 $ 33 , 7 6 0 , 0 0 0 $ 34 , 3 9 8 , 0 0 0 $ 35,140,000$ Cu r r e n t y e a r u n s e c u r e d 1, 9 9 5 , 7 2 9 1, 7 8 5 , 0 0 0 2, 5 4 5 , 0 0 0 2,545,000 Pr o p e r t y t a x i n - l i e u 23 , 1 7 2 , 6 2 5 23 , 1 7 3 , 0 0 0 23 , 1 7 3 , 0 0 0 23,000,000 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 69 6 , 5 1 9 33 0 , 0 0 0 63 5 , 0 0 0 230,000 TO T A L P R O P E R T Y T A X E S 60 , 7 1 7 , 7 1 5 $ 59 , 0 4 8 , 0 0 0 $ 60 , 7 5 1 , 0 0 0 $ 60,915,000$ 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 4 9 , 9 5 9 , 7 2 2 $ 47 , 3 1 0 , 5 0 0 $ 52 , 2 5 4 , 0 0 0 $ 53,552,500$ Sa l e s t a x i n - l i e u 17 , 6 8 3 , 0 7 3 15 , 3 1 3 , 5 0 0 17 , 4 1 8 , 0 0 0 17,862,500 TO T A L S A L E S A N D U S E T A X 67 , 6 4 2 , 7 9 5 $ 62 , 6 2 4 , 0 0 0 $ 69 , 6 7 2 , 0 0 0 $ 71,415,000$ 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 1 0 , 3 7 1 , 8 3 1 $ 10 , 2 7 5 , 0 0 0 $ 10 , 2 7 5 , 0 0 0 $ 5,725,000$ Bu s i n e s s l i c e n s e t a x 3, 2 1 0 , 3 3 0 3, 2 0 0 , 0 0 0 3, 4 3 0 , 0 0 0 3,400,000 Re a l p r o p e r t y t r a n s f e r t a x 88 9 , 3 7 3 70 0 , 0 0 0 70 0 , 0 0 0 700,000 TO T A L O T H E R T A X E S 14 , 4 7 1 , 5 3 4 $ 14 , 1 7 5 , 0 0 0 $ 14 , 4 0 5 , 0 0 0 $ 9,825,000$ TO T A L T A X E S 14 2 , 8 3 2 , 0 4 4 $ 13 5 , 8 4 7 , 0 0 0 $ 14 4 , 8 2 8 , 0 0 0 $ 142,155,000$ 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 , 8 7 7 $ 1, 4 1 4 , 2 0 0 $ 1, 7 4 7 , 2 0 0 $ 1,816,950$ Al a r m p e r m i t s 23 8 , 6 5 5 18 0 , 0 0 0 20 0 , 0 0 0 200,000 Do g l i c e n s e s 27 8 , 5 0 9 20 0 , 0 0 0 20 0 , 0 0 0 200,000 Ot h e r l i c e n s e s a n d p e r m i t s 14 0 , 1 9 3 78 , 4 0 0 91 , 4 0 0 91,350 TO T A L L I C E N S E S A N D P E R M I T S 2, 1 2 6 , 2 3 4 $ 1, 8 7 2 , 6 0 0 $ 2, 2 3 8 , 6 0 0 $ 2,308,300$ 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 3 - 1 4 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 1 1 - 1 2 Am e n d e d Bu d g e t 20 1 2 - 1 3 Re v i s e d Es t i m a t e s 20 1 2 - 1 3 Adopted Budget 2013-14 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 87 6 , 6 1 7 $ 1, 2 0 0 , 0 0 0 $ 18 0 , 0 0 0 $ 180,000$ St a t e H o m e o w n e r s s u b v e n t i o n 32 3 , 5 1 7 34 0 , 0 0 0 30 0 , 0 0 0 300,000 Gr a n t s 2, 6 4 6 , 3 9 4 2, 0 6 3 , 1 7 9 1, 8 1 4 , 4 0 0 1,589,732 TO T A L I N T E R G O V E R N M E N T A L 3, 8 4 6 , 5 2 8 $ 3, 6 0 3 , 1 7 9 $ 2, 2 9 4 , 4 0 0 $ 2,069,732$ 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 , 4 7 2 , 0 2 5 $ 5, 4 3 0 , 0 0 0 $ 5, 4 3 7 , 0 0 0 $ 5,640,000$ In t e r d e p a r t m e n t a l c h a r ges 4, 2 0 0 , 2 0 3 4, 0 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 4,000,000 De v e l o p m e n t f e e s 1, 6 9 9 , 2 2 6 1, 5 1 3 , 8 0 0 2, 1 7 8 , 1 7 5 1,893,068 Fi r e c h a r ges 3, 9 2 5 , 1 3 0 3, 9 6 3 , 0 6 9 3, 9 6 3 , 0 6 9 4,000,000 Po l i c e c h a r ges 48 2 , 8 4 7 44 7 , 0 0 0 44 4 , 5 0 0 494,000 Re c r e a t i o n f e e s 95 9 , 4 7 4 79 0 , 5 0 0 95 7 , 8 5 5 945,500 Ot h e r c h a r ges 14 7 , 9 0 1 74 , 8 0 0 78 , 5 5 0 91,000 TO T A L C H A R G E S F O R S E R V I C E 16 , 8 8 6 , 8 0 6 $ 16 , 2 1 9 , 1 6 9 $ 17 , 0 5 9 , 1 4 9 $ 17,063,568$ 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 1, 0 2 4 , 4 4 9 $ 54 1 , 5 0 0 $ 60 0 , 5 0 0 $ 505,500$ TO T A L F I N E S A N D F O R F E I T U R E S 1, 0 2 4 , 4 4 9 $ 54 1 , 5 0 0 $ 60 0 , 5 0 0 $ 505,500$ 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 2 9 7 , 4 8 5 $ 10 1 , 0 0 0 $ 92 , 2 0 0 $ 71,000$ Co n t r i b u t i o n s 13 , 4 4 9 8, 5 0 0 40 , 0 0 0 Bl u e C r o s s p r e m i u m r e f u n d 3, 3 2 5 , 0 0 0 1, 6 0 0 , 0 0 0 1, 6 0 0 , 0 0 0 Ot h e r r e i m b u r s e m e n t s 57 3 , 9 1 4 12 2 , 0 0 0 1, 2 7 4 , 5 0 0 162,000 Ot h e r r e v e n u e 13 8 , 6 7 4 48 , 7 6 8 57 , 7 6 8 14,900 TO T A L M I S C E L L A N E O U S 4, 3 4 8 , 5 2 2 $ 1, 8 8 0 , 2 6 8 $ 3, 0 6 4 , 4 6 8 $ 247,900$ TO T A L R E V E N U E S 17 1 , 0 6 4 , 5 8 3 $ 15 9 , 9 6 3 , 7 1 6 $ 17 0 , 0 8 5 , 1 1 7 $ 164,350,000$ 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 3 - 1 4 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 SourcesTotal Ge n e r a l 1 4 2 , 1 5 5 , 0 0 0 $ 2 , 3 0 8 , 3 0 0 $ 2 , 0 6 9 , 7 3 2 $ 1 7 , 0 6 3 , 5 6 8 $ 5 0 5 , 5 0 0 $ 2 4 7 , 9 0 0 $ - $ 1 6 4 , 3 5 0 , 0 0 0 $ Ca s h B a s i s R e s e r v e 4 0 , 0 0 0 4 0 , 0 0 0 Co m m u n i t y D e v e l o p m e n t 3 , 4 2 6 , 4 0 6 7 , 0 0 0 3 , 4 3 3 , 4 0 6 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 , 0 0 9 , 9 4 4 3 0 , 0 0 0 1 , 0 3 9 , 9 4 4 Fe d e r a l T r a n s p o r t a t i o n 1 1 , 5 6 4 , 6 0 9 11,564,609 TR I P 50 , 2 0 9 , 5 0 8 50,209,508 St a t e T r a n s p o r t a t i o n 3 4 9 , 9 7 2 5 0 0 3 5 0 , 4 7 2 Ga s T a x 7, 3 2 0 , 0 0 0 1 0 , 0 0 0 2 5 , 0 0 0 7 , 3 5 5 , 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 3 , 0 0 0 1 , 4 0 3 , 0 0 0 CU P A / U A S I 1 9 4 , 0 0 0 7 6 6 , 0 0 0 9 6 0 , 0 0 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 5 7 0 , 0 1 6 1 , 5 0 0 5 7 1 , 5 1 6 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 7 0 , 5 0 0 70,500 Tr a n s i e n t O c c u p a n c y T a x 8 , 0 0 0 , 0 0 0 6 , 7 2 6 , 6 6 3 1 , 2 2 0 , 0 0 0 1 5 , 9 4 6 , 6 6 3 Mu n i c i p a l I m p r o v e m e n t D e b t 81 , 9 3 1 8 1 , 9 3 1 Ca p i t a l O u t l a y 1, 2 0 0 , 0 0 0 8 2 8 , 0 0 0 2 , 0 2 8 , 0 0 0 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 4 , 6 7 5 , 0 0 0 15 , 0 0 0 4 , 6 9 0 , 0 0 0 Pa r k I m p r o v e m e n t s 9 2 5 , 0 0 0 20 , 0 0 0 9 4 5 , 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 2 , 0 0 0 , 0 0 0 1 0 0 , 0 0 0 2 5 , 0 0 0 1 2 , 1 2 5 , 0 0 0 Wa s t e w a t e r T r e a t m e n t 29 , 6 2 8 , 0 0 0 8 3 9 , 5 0 0 3 0 , 4 6 7 , 5 0 0 Se w e r C o n n e c t i o n s 5, 0 0 0 , 0 0 0 5 , 0 0 0 5 , 0 0 5 , 0 0 0 Re f u s e 1, 6 2 2 , 5 0 1 3 9 , 0 7 8 , 4 3 0 2 8 5 , 0 0 0 4 0 , 9 8 5 , 9 3 1 Ag r i c u l t u r e W a t e r 4, 4 2 8 , 0 0 0 2 2 , 0 0 0 4 , 4 5 0 , 0 0 0 Do m e s t i c W a t e r 26 7 , 0 0 0 2 3 , 8 6 4 , 0 0 0 2 4 , 1 3 1 , 0 0 0 Air p a r k 11 8 , 0 0 0 2 8 4 , 5 0 0 2 , 5 0 0 4 0 5 , 0 0 0 Of f s t r e e t P a r k i n g 60 , 4 0 0 1 0 0 6 0 , 5 0 0 Eq u i p m e n t M a n a g e m e n t 21 , 6 9 5 , 3 5 3 1 6 1 , 0 0 0 2 1 , 8 5 6 , 3 5 3 Se l f I n s u r a n c e 9, 8 4 8 , 9 5 2 6 5 , 0 0 0 9 , 9 1 3 , 9 5 2 As s e s s m e n t D i s t r i c t s 7 , 1 5 4 , 4 5 2 7,154,452 Su c c e s s o r A g e n c y F u n d s : Su c c e s s o r A g e n c y 3 , 3 2 4 , 7 5 4 3 , 1 4 3 , 0 0 0 6 , 4 6 7 , 7 5 4 Su c c e s s o r H o u s i n g 28 , 0 0 0 2 8 , 0 0 0 To t a l $1 7 8 , 2 3 4 , 2 0 6 $ 2 , 5 0 2 , 3 0 0 $ 7 8 , 4 3 1 , 1 8 8 $ 1 3 8 , 2 8 9 , 8 6 6 $ 2 , 8 1 5 , 5 0 0 $ 2 6 , 9 7 7 , 4 3 1 $ 8 3 9 , 5 0 0 $ 4 2 8 , 0 8 9 , 9 9 1 43 THIS PAGE INTENTIONALLY LEFT BLANK 44 Legislative FY 2013-2014 Organizational Chart Ward 7 Ward 6 Ward 3 Ward 5 Ward 2 Ward 4 Ward 1 City Council Support Staff Mayor Citizens of Bakersfield 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 2012-13 ACCOMPLISHMENTS 1. Adopted the updated City Council Goals in April 2012. 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. Continued actions to recover from the impacts of the local and state economic conditions of the past five years and implemented pro-active efforts to further strengthen the financial position of the City. 46 Adopted Amended Adopted Actual BudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Mayor $ 120,314 $ 152,645 $ 152,645 $ 158,600 City Council 263,053 278,443 278,443 279,980 Total $ 383,367 $ 431,088 $ 431,088 $ 438,580 SOURCE OF FUNDS: General Fund $ 383,367 $ 431,088 $ 431,088 $ 438,580 Total $ 383,367 $ 431,088 $ 431,088 $ 438,580 FULL TIME EMPLOYEES: Mayor 1.00 1.00 1.00 1.00 City Council 0.00 0.00 0.00 0.00 Total 1.00 1.00 1.00 1.00 LEGISLATIVE 47 1011 - Mayor 1051 - City Council DIVISION GOAL Enhance the City's transportation network; provide quality public safety services; continue positive development trends for downtown; plan for growth and development; maintain and upgrade the City's infrastructure; ensure efficient use of fiscal resources; attract and foster a qualified work force; improve City government communications with its citizens; strengthen and diversify the City's economic base; support positive intergovernmental relations; and, promote community pride. Formulate City policies which reflect the needs and priorities of the community. Establish and promote efforts to enhance community pride and improved communications between government and its citizens. FY 2012-13 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 spokespersons 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 and Big 10 Cities meetings, and at other state, regional and local public hearings. FY 2013-14 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 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Approved City budgets (Operating and Capital 1 1 1 Improvement Program) by June 30 Council Meetings held 19 18 18 Proclamations Issued 108 100 100 49 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 104,481 $ 111,237 $ 111,237 $ 116,709 Operating 15,833 41,408 41,408 41,891 Capital Total $ 120,314 $ 152,645 $ 152,645 $ 158,600 SOURCE OF FUNDS: General Fund $ 120,314 $ 152,645 $ 152,645 $ 158,600 Total $ 120,314 $ 152,645 $ 152,645 $ 158,600 MAYOR 50 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 146,564 $ 150,904 $ 150,904 $ 150,323 Operating 116,489 127,539 127,539 129,657 Capital Total $ 263,053 $ 278,443 $ 278,443 $ 279,980 SOURCE OF FUNDS: General Fund $ 263,053 $ 278,443 $ 278,443 $ 279,980 Total $ 263,053 $ 278,443 $ 278,443 $ 279,980 CITY COUNCIL 51 THIS PAGE INTENTIONALLY LEFT BLANK 52 Executive FY 2013-2014 Organizational Chart City Manager Risk Management Executive Staff Assistant to the City Manager Assistant to the City Manager Administrative Analyst III City Clerk Information Technology Human Resources 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 2012-13 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 to make significant progress towards the City Council goals and provided resolution to various Council and public requests. 4. Continued actions to recover from impacts of the local and state economy and to strengthen the City’s current and future financial position. 5. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2012-13 Final Budget. FY 2013-14 SIGNIFICANT BUDGET CHANGES 1. Addition of Management Assistant position within the City Manager’s Office 54 FY 2013-14 ACTION PLAN The Executive Department will continue working on various development projects and overseeing major capital efforts of the City. The City Manager’s Office will coordinate efforts by departments to secure grant funding for transportation, parks, economic development, and other available areas and will also continue oversight of the Convention and Visitors’ Bureau to attracts conventions and improve the City’s profile to attract more visitors. 55 Adopted Amended Adopted ActualBudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 City Manager $ 844,326 $ 900,952 $ 900,952 $ 1,008,344 City Clerk 657,028 850,072 850,072 872,857 Human Resources 1,023,512 1,245,411 1,245,411 1,251,256 Risk Management 11,562,881 9,373,868 9,373,868 9,845,290 Information Technology 5,192,150 6,686,394 6,714,394 6,641,310 Total $ 19,279,897 $ 19,056,697 $ 19,084,697 $ 19,619,057 SOURCE OF FUNDS: General Fund $ 5,780,224 $ 6,495,436 $ 6,495,436 $ 6,615,547 Equipment Fund 1,936,792 3,187,393 3,215,393 3,158,220 Self Insurance Fund 11,562,881 9,373,868 9,373,868 9,845,290 Total $ 19,279,897 $ 19,056,697 $ 19,084,697 $ 19,619,057 FULL TIME EMPLOYEES: City Manager 6.00 6.00 6.00 7.00 City Clerk 7.00 8.00 8.00 8.00 Human Resources 9.00 10.00 10.00 10.00 Risk Management 3.00 3.00 3.00 3.00 Information Technology 30.00 30.00 30.00 30.00 Total 55.00 57.00 57.00 58.00 EXECUTIVE 56 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 2012-13 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and final operating budgets for fiscal year 2012-13. 2. Coordinated efforts to ensure equitable distribution to the City of Bakersfield of road funds from state and federal revenues. As lead agency for the Thomas Roads Improvement Program (TRIP), and working with the other coordinating agencies, made progress towards the implementation of those local and regional transportation projects. 3. Staffed the following Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Metro Bakersfield Animal Control Committee; Personnel; Planning and Development; Safe Neighborhood and Community Relations; and Joint City/Count Standing Committee to Combat Gang Violence; 4. Occupied two seats on the Oversight Board for the Successor Agency to the former Bakersfield Redevelopment Agency. 5. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses. 6. Directed the activities of the Employee Incentive Committee in the administration of the Employee Incentive Plan, which is a program to recognize City employees for excellent service in work performance. 7. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2012-13 Final Budget. 57 1331 – City Manager continued FY 2013-14 ACTION PLAN 1. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2013-14. 2. Continue actions to implement the City Council goals. 3. Continue to oversee the coordination of the local transportation projects made possible by the Thomas Roads Improvement Program (TRIP) funding, and meet and confer with the other agencies involved in those projects. 4. Continue to work with the Local Agency Formation Commission on processing annexations and developing polices where applicable. 5. Staff City Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Metro Bakersfield Animal Control Committee; Personnel; Planning and Development; Safe Neighborhood and Community Relations; and Joint City/Count Standing Committee to Combat Gang Violence. 6. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern. 7. Oversee and monitor City utility franchises. 8. Process applications to determine public convenience or necessity for liquor licenses. 9. Qualify the Fiscal Year 2013-14 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award. 10. Prepare General Information packets for the Mayor and City Council. 11. Review and prepare agenda materials for City Council meetings. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Annexation Growth – Population (annual) 33 474 0 Annexation Growth – Square Miles (annual) .0022 .003 .008 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 19 18 18 Staffed Council Committee Meetings 19 24 24 58 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 801,971 $ 855,662 $ 855,662 $ 968,996 Operating 42,355 45,290 45,290 39,348 Capital - - - - Total $ 844,326 $ 900,952 $ 900,952 $ 1,008,344 SOURCE OF FUNDS: General Fund $ 844,326 $ 900,952 $ 900,952 $ 1,008,344 Total $ 844,326 $ 900,952 $ 900,952 $ 1,008,344 CITY MANAGER 59 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 Oversight Board; and, provide prompt and courteous service to citizens’ requests for assistance. FY 2012-13 ACCOMPLISHMENTS 1. Conducted November 4, 2012 General Municipal Election for Councilmembers for Wards 2, 5 & 6 and a Special Municipal Election for City Council Ward 4. 2. Conducted Special Municipal Election to fill the City Council Ward 1 vacancy. 3. Received and processed citizen-initiated petition requesting a special election to fill the Council vacancy in Ward 1. 4. Conducted the Mayor’s Official Swearing-in Ceremony and reception. 5. Organized and performed the Installation and Valediction Ceremony and reception for the 49th City of Bakersfield City Council. 6. Prepared the Administrative Record for the Superior Court regarding water litigation filed by North Kern Water Storage District, Kern Delta Water District and Kern Water Bank Authority. 7. Researched and placed in Laserfiche pre-1950 Resolutions of Intentions adopted by the City Council for various city projects. 8. Conducted Teen Government Day 2012. 9. Organized Scholastic Student Recognition Day program and held reception. 10. Administered the provisions of the Maddy Act and monitored term expirations of twenty-one (21) Council boards, commissions and committees. 60 1341 – City Clerk continued 11. Conducted thirty-six (36) public hearings and twelve (12) administrative hearings. 12. Administered the provisions of the Political Reform Act; processed 105 Fair Political Practices Commission (FPPC) campaign statement filings and 302 Statement of Economic Interest filings. 13. Handled 1,001 Recreation & Parks activity registrations, park reservations and inquiries. 14. Processed and recorded 71 official documents using the new Government-to-Government Portal system. FY 2013-14 ACTION PLAN 1. Certify the results of the Special Municipal Election for City Council Ward 1. 2. Conduct Teen Government Day 2013. 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. Study the implementation of alternative agenda distribution methods. 6. Prepare Oversight Board agendas and distribute agenda packets by the designated deadlines. 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 2012-13 Statements of Economic Interest and Campaign Statements. 10. Provide customer service at lobby desk and process Recreation & Parks activity registrations and park reservations. 11. Provide prompt and courteous service to all citizen requests for assistance. 61 1341 – City Clerk continued SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Prepare and Post Council Agenda 17 18 18 Council and Mayoral Elections 1 3 0 City Ordinances Adopted 37 40 40 City Resolutions Adopted 143 150 150 Contracts & Agreements 711 725 726 Deeds 69 70 70 Outgoing U.S. Mail Processed 276,070 275,000 275,000 Recreation & Parks Customers 1,001 910 910 62 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 474,711 $ 587,826 $ 587,826 $ 610,331 Operating 182,317 262,246 262,246 262,526 Capital - - - - Total $ 657,028 $ 850,072 $ 850,072 $ 872,857 SOURCE OF FUNDS: General Fund $ 657,028 $ 850,072 $ 850,072 $ 872,857 Total $ 657,028 $ 850,072 $ 850,072 $ 872,857 CITY CLERK 63 1351 - HUMAN RESOURCES DIVISION GOAL The Mission of Human Resources is to align human resources and key department goals to optimize talent and performance within the City of Bakersfield. This strategic collaboration aims to provide continuous development of our employees and ongoing process improvements that more effectively respond to the needs of the citizens of Bakersfield. FY 2012-13 ACCOMPLISHMENTS 1. Conducted sixty-three (63) recruitments which required HR Staff to review and process over five thousand one hundred sixty-two (5,162) applications (4,275 on-line and 887 papers). 2. Supported departments and divisions in filling a total of ninety-five (95) full- time vacancies. 3. Recruited, processed and hired one hundred and forty (40) temporary employees; and processed one hundred twenty-six (126) terminations. 4. Proctored fourteen (14) pre-employment exams consisting of two thousand three hundred and fifteen (2,315) applicants and conducted two (2) days of physical agility testing. 5. Revised, processed and received City Council and/or Civil Service Board approval for multiple job specifications in : Fire, Police, Public Works and Community Development. 6. Evaluated, processed and received Civil Service Board approval for four (4) employee reclassifications. 7. Presented Diversity and Harassment Training for the Firefighter Trainees and leave administration training for Police Supervisory units. 8. Partnered with Risk Management to complete approximately twenty- eight (28) Interactive Process Meetings to more effectively manage leaves of absence. 9. Continued to coordinate labor negotiations with City bargaining units as necessary. Completed and presented salary surveys for BPOA sessions. 64 1351 – Human Resources continued 10. Administered and monitored mandatory AB1825 training; Sexual Harassment Training for supervisors and managers. 11. Participated in monthly Payroll meetings to establish best practices and ensure regulatory compliance. 12. Processed over eighty (80) Nepotism requests. 13. Reviewed and processed eight (8) Catastrophic Leave requests. 14. Coordinated and administered the DOT (Department of Transportation) Program for all non-safety Commercial Drivers. This includes scheduling and monitoring medical re-certifications and monthly random drug screens/breath-alcohol testing. 15. Evaluated and restricted pre-employment medical exam protocol for Miscellaneous employees. A cost savings of approximately $200 per applicant. 16. Continued to take an active 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, and other related personnel issues. Participated in twelve (12) Skelly Hearings and provided counsel on response documents. 17. 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. Continued to enhance employee communications and held more expansive health fair with vendor wellness sessions. 18. Sourced and implemented a vendor to conduct city-wide pre- employment screening. 19. Worked with divisions to update over twenty (20) ADA Job Analysis. 20. Reinstituted performance testing for skilled positions in Streets division. 21. Conducted surveys, created outline and launched city-wide training program including new HR webpage. Two (2) HR staff members gained training certification. 65 1351 – Human Resources continued 22. Provided oversight of the Employee Incentive Team program, which included: • Processed 155 High Five Awards • Received and responded to 1 Bright Idea • Revised the Excellence in Action Award Program for 2012 and created new incentive program, Bingo. • Coordinated the City-wide Blood Drive 23. Processed two hundred thirty-two (232) Employee Service Awards. 24. Processed pre-employment and re-certification Live Scans (fingerprinting) for several departments. 25. Monitored quarterly unemployment insurance claim costs. Responded to approximately eighty (80) claims and have participated in two (2) Appeal Hearings. FY 2013-14 ACTION PLAN 1. Working collaboratively with City staff, 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) 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) Develop and implement audit processes to identify best “people practices” (i.e., payroll, time off, disciplinary standards, etc) to ensure compliance with established rules and practices. g) Focus on retention strategies, including Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. h) Identify opportunities to enhance and motivate employee engagement/morale/productivity. Assess current employee 66 1351 – Human Resources continued evaluation process to ensure better communication and provide recognition in a timely manner. This may include additional activities and programs under the Employee Incentive Program. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted RECRUITMENT Regular Full-Time Vacancies Filled 90 95 75 Temporary Vacancies Filled 200 200 200 Regular Full-Time Positions Posted 48 50 60 Regular Full-Time Applications Received 3500 3800 5000 • Online 2000 2600 4000 • Hardcopy 1300 1200 1000 RETENTION Turn-over Rate 5.2% 5.3% 5.3% • Total Terminations 68 78 65 o Voluntary Resignations 28 25 25 o Retirements 34 38 30 o Involuntary 7 15 10 BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 600 550 400 Retiree Benefit Changes Processed 280 50 50 Service Awards Processed 356 232 126 Number of FMLA Leaves Processed 164 220 200 67 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 810,887 $ 961,346 $ 956,346 $ 961,519 Operating 212,625 284,065 289,065 289,737 Capital - - - - Total $ 1,023,512 $ 1,245,411 $ 1,245,411 $ 1,251,256 SOURCE OF FUNDS: General Fund $ 1,023,512 $ 1,245,411 $ 1,245,411 $ 1,251,256 Total $ 1,023,512 $ 1,245,411 $ 1,245,411 $ 1,251,256 HUMAN RESOURCES 68 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 2012-2013 ACCOMPLISHMENTS 1. Initiated and conducted safety training in several departments, which highlighted OSHA compliance standards. 2. Increased recoveries from individuals who caused damage to City property. 3. Partnered with Human Resources to facilitate a Health and Wellness Fair, which was held in conjunction with health benefits open enrollment in November. It featured 15 local vendors in the field of safety, health, and fitness. 4. Reduced the numbers of injuries, days away from work, and modified duty time for our miscellaneous compliment, through the reinforcement of safety training. 5. Introduced a new incentive program, with the help of the Employee Incentive Team and the Safety Committee. The Employee Bingo program hopes to engage employees through emphasizing the City’s safety principles and participation in community events. 6. Worked in conjunction with the City Attorney’s Office, outside counsel and adjusters, to resolve major lawsuits and claims against the City. FY 2013-2014 ACTION PLAN 1. Continue to emphasize the safety program in an effort to reduce costs for the workers’ compensation program. 69 2. Provide the Risk Accounting Clerk training opportunities to enhance her knowledge on handling the clerical responsibilities of liability claims filed against the City. 3. Develop the skills and knowledge of the Risk Administrative Analyst, so he can facilitate OSHA compliance and safety trainings. 4. Implement Smith System driver training to reinforce employee defensive driving skills to reduce our exposure to vehicle accidents. 70 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 2,796,075 $ 2,775,125 $ 2,775,125 $ 2,870,713 Operating 8,766,806 6,598,743 6,598,743 6,974,577 Capital - - - - Total $ 11,562,881 $ 9,373,868 $ 9,373,868 $ 9,845,290 SOURCE OF FUNDS: Self Insurance Fund $ 11,562,881 $ 9,373,868 $ 9,373,868 $ 9,845,290 Total $ 11,562,881 $ 9,373,868 $ 9,373,868 $ 9,845,290 RISK MANAGEMENT 71 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 2012-13 ACCOMPLISHMENTS 1. Upgraded Police CAD and RMS systems to latest versions on new virtualized environment and SAN storage minimizing downtime and increasing redundancy which decreased electrical, cooling and space needs.. 2. Updated the City’s Mobile iPhone and Android apps for Graffiti. 3. Implemented Theft Recovery System for City laptops. 4. Implemented new GIS Crime Analysis package for PD. 5. Implementation of new iSeries hardware for both production and backup systems. 6. Implemented a modified IT structure within the Technical group. 7. Reduced power consumption in the Data Center by over 10%. 8. Developed a website to access and monitor PD CAD and RMS systems and store pertinent documentation to ensure greatest uptime for those systems. 9. Created Blue Cart Opt In/ Opt Out for the Solid Waste. FY 2013-14 ACTION PLAN 1. Implement Enterprise Password management system. 2. Implement Active Directory User Account “Self Help” system. 3. Develop GIS applications for Disaster Recovery. 72 1371 – Information Technology continued 4. Continue with replacement of desktop and server systems that are scheduled end of life. 5. Install Automatic Vehicle Locator to Police Department squad cards. 6. Working with Telecommunications, increase microwave bandwidth to Water, Waste Water 3, West Side Sub-Station/Fire Station and Narcotics. 7. Increase Customer satisfaction with Information Technology. 8. Upgrade Click2Gov to GovNow. 9. Create applications that will allow staff to complete their own reports and documents from various databases. SERVICE LEVEL INDICATORS FY 11-12 Actual FY 12-13 Projected FY 13-14 Adopted Install computers 204 270 300 Install printers 104 53 100 Install laptops and Mobile Data Computers 131 175 150 Install scanners, phones, PDAs and recorders 30 45 64 Number of help desk calls processed 7,420 7,333 7,500 73 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 2,578,945 $ 2,775,850 $ 2,775,850 $ 2,739,910 Operating 1,625,156 2,182,969 2,182,969 2,209,825 Capital 988,049 1,727,575 1,755,575 1,691,575 Total $ 5,192,150 $ 6,686,394 $ 6,714,394 $ 6,641,310 SOURCE OF FUNDS: General Fund $ 3,255,358 $ 3,499,001 $ 3,499,001 $ 3,483,090 Equipment Fund 1,936,792 3,187,393 3,215,393 3,158,220 Total $ 5,192,150 $ 6,686,394 $ 6,714,394 $ 6,641,310 INFORMATION TECHNOLOGY 74 Financial Services FY 2013-2014 Organizational Chart Assistant Finance Director Finance Director Treasurer Treasury Supervisor Financial Investigators Accounting Clerks Purchasing Officer Accounting Clerk Buyers Property Manager Property Agents Accounting Supervisors Accountants Accounting Clerks 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 GOAL 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 2012-13 ACCOMPLISHMENTS 1. Received GFOA Certificate of Achievement for Excellence in Financial Reporting for the 31st consecutive year. 2. Refinanced twelve assessment district bonds, saving residents of the City approximately $4 million over the next fourteen years. 3. Processed approximately 4,200 purchase orders. FY 2013-14 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 2013-14 SIGNIFICANT BUDGET CHANGES None 76 Adopted Amended Adopted ActualBudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Administration $ 850,755 $ 1,100,345 $ 1,200,345 $ 1,140,615 Accounting 1,332,155 1,385,025 1,385,025 1,390,378 Treasury 674,197 733,905 733,905 747,786 Purchasing 323,207 389,100 389,100 464,621 Sucessor Agency - - - 278,000 Total $ 3,180,314 $ 3,608,375 $ 3,708,375 $ 4,021,400 SOURCE OF FUNDS: General Fund $ 2,583,500 $ 2,827,187 $ 2,827,187 $ 2,851,632 TDF TRIP Local Match 259,270 365,921 465,921 384,502 Offstreet Parking Fund 128,069 99,840 99,840 104,066 Equipment Management Fund 34,257 80,000 80,000 155,000 Assessment Districts 175,218 235,427 235,427 248,200 Successor Agency Funds - - - 278,000 Total $ 3,180,314 $ 3,608,375 $ 3,708,375 $ 4,021,400 FULL TIME EMPLOYEES: Administration 5.00 5.00 5.00 5.00 Accounting 14.0015.0015.00 15.00 Treasury 9.00 9.00 9.00 9.00 Purchasing 3.00 3.00 3.00 3.00 Total 31.0032.0032.00 32.00 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 2012-13 ACCOMPLISHMENTS 1. Acquired properties for the Rosedale Widening Project. 2. Acquired properties for Morning Drive/178 Interchange Project. 3. Refinanced twelve assessment district bonds, saving residents of the City approximately $4 million over the next fourteen years. FY 2013-14 ACTION PLAN 1. Acquire/Dispose of real property in a timely manner. 2. Secure bond financing for projects as directed. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Property Acquisitions 100 125 250 Property Disposals 2 2 3 78 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 638,288 $ 825,864 $ 825,864 $ 844,005 Operating 212,467 274,481 374,481 296,610 Capital - - - - Total $ 850,755 $ 1,100,345 $ 1,200,345 $ 1,140,615 SOURCE OF FUNDS: General Fund $ 416,267 $ 498,997 $ 498,997 $ 507,913 TDF TRIP Local Match 259,270 365,921 465,921 384,502 Assessment Districts 175,218 235,427 235,427 248,200 Total $ 850,755 $ 1,100,345 $ 1,200,345 $ 1,140,615 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 2012-13 ACCOMPLISHMENTS 1. Issued the June 30, 2012 Comprehensive Annual Financial Report (CAFR) in December 2012. 2. Processed all debt service payments when due. FY 2013-14 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. Provide Debt Service management and other support services to the successor agency of the RDA and Oversight Board. 4. Continue to provide interdepartmental training related to Financial Services procedures and use of financial software. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Assessment District Parcels 16,825 16,834 16,929 Payroll Checks 40,129 40,617 40,700 Accounts Payable Invoices 66,094 67,617 67,700 Accounts Receivable Statements 91,862 91,605 93,895 80 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 1,129,160 $ 1,189,739 $ 1,189,739 $ 1,198,386 Operating 202,995 195,286 195,286 191,992 Capital - - - - Total $ 1,332,155 $ 1,385,025 $ 1,385,025 $ 1,390,378 SOURCE OF FUNDS: General Fund 1,204,086$ 1,285,185$ 1,285,185$ $ 1,286,312 Offstreet Parking Fund 128,069 99,840 99,840 104,066 Total $ 1,332,155 $ 1,385,025 $ 1,385,025 $ 1,390,378 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 2012-13 ACCOMPLISHMENTS 1. Kept uncollectable account write-offs at 0.17%, or less than ½ of one percent. The benchmark in the private sector is 1 to 2 percent. 2. Reviewed the monthly sales tax registrations from the State of California and contacted 526 resale permit holders with business locations within Bakersfield City limits that had not yet submitted their applications for business tax certification or paid their business tax. 3. Reviewed 13,262 Sales Tax registration records to identify resale permits that were misallocated to either the State or County. This project resulted in 146 account corrections being submitted to the State of California under the AB990 program. FY 2013-14 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 City time frames 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 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Business Licenses 32,302 30,000 30,000 Cash Receipt Transactions 120,188 115,000 115,000 Dog Licenses 8,265 8,000 8,000 82 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 598,380 $ 642,121 $ 642,121 $ 639,878 Operating 75,817 91,784 91,784 107,908 Capital - - - - Total $ 674,197 $ 733,905 $ 733,905 $ 747,786 SOURCE OF FUNDS: General Fund $ 674,197 $ 733,905 $ 733,905 $ 747,786 Total $ 674,197 $ 733,905 $ 733,905 $ 747,786 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 2012-13 ACCOMPLISHMENTS 1. Processed approximately 4000 purchase orders, of which ninety percent (90%) were processed within three (3) working days of receipt of requisition. 2. Linked government discounted price schedules to City accounts which extend price savings on commonly made purchases with local vendors. 3. Implemented Council policy regarding 3% local vendor preference on City purchases. FY 2013-14 ACTION PLAN 1. Review Procurement Policy and Procedures to insure full legal compliance 2. Review annual contracts for opportunity to re-bid at non-prevailing labor rate when applicable; implements new Council resolution exempting Prevailing Wage Rate requirements in certain circumstance. 3. Provide training workshops to City staff as needed to continue adherence to Purchasing policies and procedures SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Annual Contracts 35 35 35 Purchase Orders 4,282 4,000 4,000 84 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 261,255 $ 275,706 $ 275,706 $ 276,160 Operating 61,362 88,394 88,394 88,461 Capital 590 25,000 25,000 100,000 Total $ 323,207 $ 389,100 $ 389,100 $ 464,621 SOURCE OF FUNDS: General Fund $ 288,950 $ 309,100 $ 309,100 $ 309,621 Equipment Management Fund 34,257 80,000 80,000 155,000 Total $ 323,207 $ 389,100 $ 389,100 $ 464,621 PURCHASING 85 1997 - Successor Agency Due to the California Supreme Court ruling of December 29, 2011, the Bakersfield Redevelopment Agency was dissolved as of February 1, 2012. The City took on the designation as the Successor Agency to the Redevelopment Agency as allowed under State Assembly Bill 26 and is responsible for the Administrative close-out functions of the former Redevelopment Agency. In addition, the Successor Agency is responsible for the expeditious wind down of the outstanding obligations of the former redevelopment project areas. The City, acting as the Successor Agency, does not have the ability to enter into new contracts to provide financial assistance or start new redevelopment projects or programs. This Administrative Budget for the Successor Agency is prepared and accounted for under the purview of the Finance Department and is authorized pursuant to Health and Safety Code Section 24171(b) for FY 13-14. 86 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ - $ - $ - $ - Operating - - - 278,000 Capital - - - - Total $ - $ - $ - $ 278,000 SOURCE OF FUNDS: Successor Agency Funds - - - 278,000 Total $ - $ - $ - $ 278,000 SUCCESSOR AGENCY 87 THIS PAGE INTENTIONALLY LEFT BLANK 88 City Attorney FY 2013-2014 Organizational Chart City Attorney Deputy Attorneys Outside Counsel Legal Secretaries Accounting Clerk II Clerk Typist Associate Attorneys 89 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 2012-13 ACCOMPLISHMENTS Litigation: 1. A unanimous jury verdict in favor of the City in one (1) trial. Disposition of fifteen (15) state litigation matters with no settlement monies being paid, including one (1) denial of petition for writ of mandate. Settlement of two (2) state litigation matters of $25,000 or less. Disposition of three (3) federal litigation matters with no settlement monies being spent, one (1) federal litigation matter of $25,000 or less, and one (1) federal litigation matter of $35,000. A breakdown on the types of cases and their results is available upon request. 2. Closed four (4) eminent domain matters entitled City of Bakersfield v. Hort Trust/Gables, City of Bakersfield v. K. Hovnanian, City of Bakersfield v. Rio Bravo Medical Campus and City of Bakersfield v. Hawatmeh. 3. Settled litigation matter of City of Bakersfield v. The Summer Gardens obtaining property from failed developer to complete an affordable housing project with the Housing Authority of the County of Kern. 4. Assist outside counsel with fling litigation against The State Department of Finance to obtain disputed funds on ROPS III. 90 1211 – City Attorney continued 5. Represented the Police Department in over one hundred sixty-eight (168) Pitchess cases, various motions to quash, and subpoenas. 6. Worked with Code Enforcement to obtain seventy-eight (78) abatement warrants in the 2012 calendar year. Municipal: 1. Drafted and finalized numerous resolutions and ordinances, including resolutions regarding High Speed Rail and Prevailing Wage Exemption, and ordinances regarding projecting signs and alarm permits. 2. Drafted and reviewed numerous agreements for City departments and divisions including animal care services, TRIP cooperative 58 gap, facilities management and public improvement agreements. 3. Represented the Successor Agency in two meet and confer meetings with the Department of Finance gaining approval of $12 million in tax funds for the Arena Bond payments and $3.1 million in tax funds for HUD Section 108 loans. Finalized numerous resolutions regarding Oversight Board to the Successor Agency of Dissolved Bakersfield Redevelopment Agency. 4. Advised City departments on Proposition 218, Prevailing Wage, Transient Occupancy Tax, Property Tax Administrative Fee and represented Civil Service Commissions on discipline issues and appeal hearings. 5. Coordinated responses to requests for public records. 6. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and coordinated several presentations regarding Tobacco Ordinance, Successor Agency Obligations and Administering Housing Obligations Post Redevelopment. FY 2013-14 SIGNIFICANT BUDGET CHANGES 1. Litigation matters involving Department of Finance regarding ROPS III and County of Kern regarding contract and tax issues. 91 1211 – City Attorney continued FY 2013-14 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. 92 Adopted Amended Adopted Actual BudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Legal Counsel $ 2,611,487 $ 3,268,523 $ 3,273,523 $ 3,607,039 Total $ 2,611,487 $ 3,268,523 $ 3,273,523 $ 3,607,039 SOURCE OF FUNDS: General Fund $ 1,377,151 $ 1,868,523 $ 1,873,523 $ 2,067,039 Self-Insurance Fund 1,234,336 1,400,000 1,400,000 1,540,000 Total $ 2,611,487 $ 3,268,523 $ 3,273,523 $ 3,607,039 FULL TIME EMPLOYEES: Legal Counsel 10.00 10.00 10.00 10.00 Total 10.00 10.00 10.00 10.00 CITY ATTORNEY 93 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 1,059,699 $ 1,151,588 $ 1,151,588 $ 1,200,902 Operating 1,551,788 2,116,935 2,121,935 2,406,137 Capital - - - Total $ 2,611,487 $ 3,268,523 $ 3,273,523 $ 3,607,039 SOURCE OF FUNDS: General Fund $ 1,377,151 $ 1,868,523 $ 1,873,523 $ 2,067,039 Self-Insurance Fund 1,234,336 1,400,000 1,400,000 1,540,000 Total $ 2,611,487 $ 3,268,523 $ 3,273,523 $ 3,607,039 LEGAL COUNSEL 94 Crime Scene Unit Lieutenant Narcotics- Vice Lieutenant C.A.P. Child Abuse- Sexual Assault Lieutenant Sergeants Patrol Officers- PST'S TLO SARS Lieutenant Training PAL Info. Systems Range Property Room Records C.C.A.T. Fin-Auto- Warrant Burg-Pawn- CC Reserves M.A.C.- General H.I.D.T.A Patrol Officers- PST'S SWAT CDT Patrol Officers- PST'S SergeantsSergeants Lieutenant SergeantsSergeants Sergeants Patrol Officers- PST'S Lieutenant Animal Control K9 Graffiti FBI Gang Task Force Police Services FY 2013-14 Organizational Chart Traffic Officers- PST'S Com Center Crime Prevention Traffic Lieutenant Sergeants Lieutenant Lieutenant DPU Lieutenant Patrol Officers- PST'S Chief of Police DPU Officers Assistant Chief of Police ALARM West Captain East Captain Public Information Officer Business Manager Internal Affairs Homeland Security Support Services Captain Investigations Captain BOMB 95 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 Provide public safety and effective law enforcement services to the City of Bakersfield. 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 2012-13 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. Added police officer positions to the complement. A Basic Police Academy was held in an effort to fill all open police officer positions. Worked extensively with the City Manager’s Office and City Council to develop and implement a plan to fund and replace all ARRA grant funded positions as the grant funding expires next year. 3. Continued our collaboration with all available California Law Enforcement Agencies sharing records management information through Re-Dex/ COPLINK system. The department works closely with numerous federal agencies and provides resources to the local terrorism task force and the suspicious activity reporting unit. 4. The Directed Policing Unit continues to dedicate officers to Graffiti Enforcement. In conjunction with Public Works and City IT, two (2) new 96 Police Services continued technologies including TAGRS software and a Smartphone graffiti application were purchased to assist with graffiti crime investigations. 5. Worked with local law enforcement agencies, local social service agencies, non-profit and faith based organizations to address gang violence and reduce gang related crime through prevention, intervention and suppression activities. The Bakersfield Safe Streets Partnership (BSSP) continues to be a tool in our efforts to reduce gang violence. Provided regular reports to the Safe Neighborhoods and Community Relations Committee and updated the Joint City/County Strategic Plan to Combat Gang Violence. 6. Continued collaboration with Economic & Community Development to staff the Mill Creek and downtown development projects while planning for expansion of the public camera project. The Crime Prevention Unit collaborated with Recreation and Parks to continue the Park Watch program in local neighborhood parks. 7. Continued efforts to reduce Part 1 crimes by ensuring timely and accurate data, crime analysis and crime trend identification, analysis of physical evidence and utilization of all available internal and external resources to work proactively with members of the community. 8. Worked closely with the Kern County Department of Human Services Child Protective Services (CPS) to assist in the investigation of crimes against children. Continued relationship with the Jess Diamond Child Assessment Committee, the Kern County Child Death Review Board and the Alliance against Family Violence. 9. Completed the Communications Center remodel using state funds to remodel work stations, upgrade the telephone system and create additional office space. 97 AdoptedAmendedAdopted Actual Budget Budget Budget DIVISIONS:2011-122012-132012-132013-14 Administration $ 17,127,717 $ 16,405,686 $ 17,568,376 $ 17,748,278 Operations 39,645,58042,720,95943,009,34145,847,430 Investigations 11,715,88512,549,42712,631,42713,492,843 Total $ 68,489,182 $ 71,676,072 $ 73,209,144 $ 77,088,551 SOURCE OF FUNDS: General Fund $ 65,877,518 $ 69,631,317 $ 70,626,836 $ 76,477,371 Supp Law Enforcement 436,066 40,580578,133 40,580 Traffic Safety Fund 476,660491,500491,500500,100 ARRA Federal Stimulus Fund 1,698,9381,512,6751,512,675 70,500 Total $ 68,489,182 $ 71,676,072 $ 73,209,144 $ 77,088,551 FULL TIME EMPLOYEES: Administrative Svcs.122.00 134.00 134.00 138.00 Operations 280.00 282.00 293.00 296.00 Investigations 84.00 89.00 90.00 92.00 Total 486.00 505.00 517.00 526.00 POLICE SERVICES 98 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 2012-13 ACCOMPLISHMENTS Internal Affairs Section: 1. Investigated 118 citizen complaints. 2. Investigated four (4) internal affairs investigations. 3. Responded to twenty (20) citizen inquiries. 4. Processed 196 permits to conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to 150 Pitchess Motions. 6. Provided investigative assistance on ninety-two (92) claims against the City of Bakersfield. 7. Conducted 45 audits. 8. Conducted two (2) officer-involved shooting investigations. 9. Conducted one (1) critical incident investigation. 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 99 2011 – Headquarters continued police department is involved in throughout the year, providing the community with a better understanding of department operations. 2. The Public Relations section continues to partner with Houchin Blood Bank, and other local law enforcement, Fire and EMS to facilitate the annual “Boots and Badges” blood drive competition between the agencies. 3. Chief Williamson continues to submit an article to the Bakersfield Californian which is published the first Monday of the month. The intention is to cover topics of interest in a factual, unbiased manner which will provide clarification and additional information on department related topics already in the news or information that might be of interest to the community with regard to law enforcement and or the department. The feedback from the community and other agencies has been very positive and often followed by television and radio news 4. Chief Williamson continues to appear monthly on regular news segments for KGET, KBAK and KERN Radio. 5. Other members of the Department continue to appear monthly on the “Police Beat” television segment for KGET. 6. The Bakersfield Police Department works with KERN News Talk Radio to provide prevention and education information on the KERN Korner each week. The Radio segment, nearly 2 minutes in length airs on Thursdays. 7. The Public Relations section continues 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 is a successful tool the Investigations Division regularly utilizes. 8. The Public Relations section continues its efforts to improve communication and information sharing both internally and to the public. We continue to distribute the monthly internal newsletter, “The Blue Review”, for all current and retired employees. 9. 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. The BPDInsider segments also air on the Brighthouse Network as a free community service on their Bakersfield On Demand, channel 300. 100 2011 – Headquarters continued 10. The Public Relations section continues to utilize the “In the News” webpage which was developed to keep police department employees abreast of the information being shared by and affecting the department. All of the Police Beat, KERN and 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://www.bakersfieldcity.us/police/safe_neighborhood_videos/index.html 11. The Public Relations section continues to 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. 12. The Public Relations section continues 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. FY 2013-14 ACTION PLAN 1. The Internal Affairs section will begin its Internal Department Audit System. This program will begin a pro-active approach to quality control measures. This will be accomplished through random and focused audits/inspections department wide. The purpose and impact of this program is improved overall department performance and maintaining a high standard of professional accountability. 2. The Internal Affairs section will continue to be accessible to the public for any questions, concerns or formal complaints. 3. The Internal Affairs section will continue to receive, investigate, process and monitor all investigative requests from the City Attorney’s Office to ensure they are completed in a timely manner. 4. The Internal Affairs section will complete all personnel complaint investigations with sixty (60) days of their reception. 5. The Internal Affairs section will complete all investigative services requested by the City Attorney’s Office and Risk Management within five (5) business days. 6. The Internal Affairs section will continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions. 101 2011 – Headquarters continued 7. The Internal Affairs section will continue to provide training to Operations Division concerning officer involved shooting and Critical Incident investigations. 8. The Public Relations section will continue with all of the aforementioned efforts as well as seek out new opportunities to partner with the media and the community in an effort to improve public trust and awareness regarding the department and its efforts. 9. The Public Relations section will strive to work with the media to get information disseminated in a timely manner. 10. The Public Relations section will also work with media agencies to promote text free driving and other valuable safety programs. 11. The Public Relations section will continue to research and pursue possible ways to provide accurate and unbiased information to the public in a timely manner. The PIO will analyze possible solutions to reach the public using common internet tools. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Citizen Complaints 110 118 121 Internal Affairs Investigations 20 4 5 Citizens Inquiries 8 20 21 Pitchess Motions 160 150 155 Claims 116 92 95 Permits 205 196 202 Audits 0 45 90 O.I.S. Investigations 1 2 3 Critical Incident Investigations 2 1 1 102 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 2012-13 ACCOMPLISHMENTS Planning, Research and Training: 1. In collaboration with the Kern County Sheriff’s Department, a combined Academy of 33 Police Trainees, twenty two (22) Deputy Trainees and one (1) Shafter Police Trainee is being presented at the Kern Regional Training Center. 2. In collaboration with HR, the Planning, Research and Training Section coordinated testing for Police Officer Trainee Lateral/Academy Graduate recruitments. 3. The Planning, Research and Training Section Accomplished 141 background investigations for Police Department applicants. 4. Completed Emergency Vehicle Operations Course training for all officers of the Bakersfield Police Department. 5. Developed and presented twenty-two (22) sessions of a COPLINK Users course to 303 Bakersfield Police Department and Kern County Sheriff’s Department employees. 6. Training staff coordinated and presented 121 POST certified training courses, including individual sessions of A/O school, with over 1,633 attendees by both our Department and outside agencies. 7. The Planning, Research and Training Section continued facilitation of the Building Beautification Project which included: • Coordinated Records Section remodel 103 2011 – Support Services continued • Reorganized armory and moved most commonly requested equipment replacement items to Training Office library • Reorganized Training Office library making it more efficient • Replaced signs throughout the department 8. The Planning, Research and Training Section coordinated and implemented the following projects: • Updated training, materials and manuals • Continued to issue all personnel security ID’s & Retiree ID/CCW Permits • Coordinated ongoing maintenance of the Police Buildings • Conducted inventory of Department issued equipment 9. The Planning, Research and Training Section continued administration and management of Department vehicles and equipment. 10. The Planning, Research and Training Section continued recruiting efforts by attending several job fairs in the area, as well as, out of town; visited several police academies; created a recruiting poster and developed advertising using multi-media. 11. The Bakersfield Firearms Training Facility continued to administer quarterly qualifications for all sworn personnel, Kern High School Police personnel, and yearly qualification to retired peace officers. 12. The Bakersfield Firearms Training Facility presented a Rifle School, developed an advanced officer tactical course, and trained academy grads and laterals during their mini-academy. 13. The Reserve Unit volunteered over 1,340 total hours which included patrol, assignments at local community events, range qualifications, training, meetings, administrative work and other miscellaneous duties. 14. The Reserve Unit conducted backgrounds and appointed four (4) new Reserve Police Officers. 15. BPAL continued to meet its goal of keeping all youth programs free of charge for participating youth. 104 2011 – Support Services continued 16. Coordinated hotel reservations and class registrations for 105 out-of-town and five (5) out-of-state training classes, conferences and seminars. Communications Center: 1. Provided training to supervisory personnel, in keeping with the Communications Manager Succession Plan. 2. Processed a total of 756, 906 telephone calls in the Communications Center, which includes 243,691 total 9-1-1 calls. 3. Processed 279,944 incidents in the Computer-Aided Dispatch System, which includes 73,403 that were officer initiated. 4. Implemented the use of NCIC “Hit Confirmation” messaging via the Computer-aided Dispatch System. 5. Provided Telestaff training to all Communications personnel. Records Section: 1. Processed 50,141 General Offenses, and 25,567 Arrest Bookings. 2. Handled 1,700 telephonic reports and 5,988 on-line reports from citizens. 3. Processed 1,089 court ordered sex, arson, drug and gang registrants. 4. Processed 3,827 impounded vehicle releases. 5. Processed 24,542 subpoenas for court appearance and Records personnel responded 80 subpoenas for records. 6. Processed 59,076 report releases. 7. Upgraded equipment for data entry, including dual monitors and additional scanning stations. 8. Remodeled customer service windows in the lobby. 9. Updated the citizen call back procedure to improve customer service and improve efficiency. The call back time is quicker and requires fewer return phone calls (resulting in a cost savings in monthly long distance fees). 105 2011 – Support Services continued 10. Improved ergonomic safety for Records personnel by replacing chairs. Turned off the pneumatic tube system to reduce noise level in Records (also contributed to monthly electricity cost savings). Crime Analysis: 1. The Crime Analysis Unit continued to support the Department’s mission through the production of daily briefing sheets, weekly analysis of crime trends, and monthly statistical analysis of crime data. 2. The Unit began to lay the foundation of Compstat for data driven deployment of resources, analysis of trends, and continued support of the Department’s goal to utilize technology to leverage resources and reduce crime to include the use of Cognos and Crime View technologies. Crime Prevention: 1. Continued to provide a variety of safety awareness programs in 2012. Four hundred twenty-two (422) Crime Prevention programs were conducted and included approximately 48,791 local residents. 2. Neighborhood Watch presentations were up by 67.9%. • Ninety-four (94) new programs presented with 1,547 attendees. • One hundred four (104) new Neighborhood Watch groups established. 3. C.S.I. Interrupted: The Cyber-bullying, Student Bullying and Internet Dangers program grew in 2012. There have been a total of sixty-one (61) presentations to over 13,140 middle school through high school aged children and adults. 4. Business Watch/Retail Crimes Partnership: This networking collaborative continues to train and network with 155 members. Members meet on a monthly basis and include Crime Prevention staff, BPD Detectives, Law Enforcement officers from throughout the Central Valley, and retail loss prevention officers. Crime Prevention Staff continued to work with four (4) large business networking groups in Business Watch. 5. Law Enforcement Explorers: BPD Explorer Post continues to be very popular in the community. The Post maintained an average of seventy- one (71) young people who donated 16,899.5 volunteer hours in 2012. 6. One hundred fifty-four (154) child restraint systems were installed. 106 2011 – Support Services continued 7. One staff member completed the 40-hour Domestic Violence Training Certification through the Alliance Against Family Violence and Sexual Assault. 8. Large-scale community events organized by Crime Prevention Staff: • National Night Out • Safe Halloween – Crime Prevention Trick or Treat Station – Theme for 2012 “The Nightmare Before Christmas” • Christmas For Seniors • Family to Family Christmas Basket Food Distribution Property Room: 1. One (1) gun destruction was completed in April 2012, in which 460 guns were disposed. 2. 263 firearms were released to the rightful owner after passing a background check from the California Department of Justice and the Bakersfield Police Department. 3. 281 items were sent to Propertyroom.com for auction. These items generated $7,682 in revenue for the City of Bakersfield. 4. In February of 2012, 3,987 pounds of miscellaneous narcotics were disposed of accordingly at a burn facility overseen by the Narcotics Division. 5. There are currently over 8,800 items authorized for disposal pending disposition handled by property personnel. FY 2013-14 ACTION PLAN Planning, Research and Training: 1. Graduate thirty-one (31) Police Trainees currently enrolled in Kern County Regional Training Academy. 2. Conduct recruitment and hiring process for laterals and academy grads. 3. Conduct recruitment, background, and hiring as needed to fill all departmental vacancies. 4. Complete Basic Course Certification Review (BCCR) process by POST. 107 2011 – Support Services continued 5. Secure and develop a new venue to present the Bakersfield Law Enforcement Training Academy (BLETA). 6. Present a Public Safety Dispatcher Basic Course. 7. Develop Advanced Officer (AO) School for 2013-2015 training cycle per POST mandate. 8. Complete driver’s training for all BPD personnel who operate a City of Bakersfield vehicle. 9. Offer driver’s training to other City of Bakersfield departments as space is available. 10. Ensure compliance with all POST standards and provide training for BPD personnel as needed to maintain those standards. 11. Research and develop a new Range Facility location. 12. The Planning, Research and Training Section continued administration and management of Department vehicles and equipment. 13. Develop a Spouse’s Academy to offer professional and personal emotional support to officers and their families. 14. Develop and present a Citizen’s Academy and coordinate a Volunteer Services Program. 15. Implement new requirements for service hours required of Reserve Officers. 16. Develop and present a POST certified modular format Reserve Peace Officer Academy. 17. Update and revise the Field Training Officer (FTO) program to confirm to current POST mandates. Communications Center: 1. Increase dispatching staff. 2. Continue providing POST mandated Academy Instructor training to our remaining academy instructors. 108 2011 – Support Services continued 3. Develop additional personnel as certified instructors of the national Crime Information System (NCIC) and California Law Enforcement Telecommunications System (CLETS). 4. Complete updates to the Communications Manual, which serves as a learning guide to new dispatchers. Records Section: 1. Maintain minimum staffing level of fifteen (15) clerks assigned to 24/7 teletype in order to comply with DOJ/NCIC requirements and allow minimum break periods. 2. Continue process of transferring permanent records to an electronic storage medium and move archived records to off-site storage until they are eligible for purging. 3. Expand on line reporting to include additional report types. 4. Expand online report releases available to citizens to include property crimes. 5. Continue to automate subpoena tracking process to improve efficiency and effectiveness. 6. Provide continuous training to improve knowledge pertaining to Public Records Act, applicable statutes, subpoenas, customer service, records maintenance, Versadex and registration requirements. 7. Produce monthly data quality review reports including, Overdue GOs, Duplicate Names, IBR Errors and Case Management Due. Crime Prevention: 1. Actively market and promote Neighborhood Watch, Business Watch, Park Watch and other crime prevention programs. 2. Further develop the CSI: Interrupted program for more specific audiences including younger primary school aged children, and one specifically targeting educators. 3. Continue to grow and promote the Child ID program. 4. Continue to work with the Directed Policing Unit and local citizens to provide problem solving strategies and crime prevention education. Develop public Service Announcements to help accomplish this goal. 109 2011 – Support Services continued 5. Continue to make personal follow-up contact with victims of residential and business burglaries. 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. Create and implement a VOSP (Vehicle Occupant Safety Program) for first time offenders as an alternative education program to promote and influence child passenger safety. 8. Continue to develop and expand the Retail Crimes Partnership and the Business Watch Program. 9. 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 10. Recruit potential citizen volunteers • Implement a citizen’s “academy” - each volunteer will be required to attend prior to their appointment. 11. Update Crime Prevention Webpage Property Room: 1. Facilitate multi disposal work days to eliminate adjudicated evidence in preparation for relocation to a new facility. 2. Reconfigure storage locations and inventory all property transferred as a result of movement to the new facility. 3. Complete a minimum of two (2) firearm destruction projects to eliminate in excess of 1,000 firearms from storage that have been authorized for disposal. 4. Conduct a narcotics burn annually at minimum. 110 2011 – Support Services continued SERVICE LEVEL INDICATORS Planning, Research & Training FY 11-12 Actual FY 12-13 Projected FY 13-14 Adopted Mandated training to sworn personnel/civilians (hours) 24/8 24/8 24/8 Monthly Training Bulletins 19 17 25 Basic Academy Course 1 0 1 Public Safety Dispatcher Course 1 1 1 Background Investigations 130 152 150 Records Section FY 11-12 Actual FY 12-13 Projected FY 13-14 Adopted General Offenses Entered 50,141 51,201 52,261 Arrest Bookings Entered 25,567 26,169 26,771 Vehicles Impounded 7,046 7,196 7,346 Calls Completed by Records (mail in, on-line, telephonic) 7,688 8,899 11,110 111 HEADQUARTERS AND SUPPORT SERVICES AdoptedAmendedAdopted Actual Budget Budget Budget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 12,796,248 $ 12,717,032 $ 12,895,852 $ 13,368,403 Operating 4,012,722 3,624,784 4,179,538 4,379,875 Capital 318,747 63,870 492,986 - Total $ 17,127,717 $ 16,405,686 $ 17,568,376 $ 17,748,278 SOURCE OF FUNDS: General Fund $ 16,884,026 $ 16,283,382 $ 17,108,901 $ 17,748,278 Supp Law Enforcement 116,448 - 337,171 - ARRA Federal Stimulus Fund 127,243 122,304 122,304 - Total $ 17,127,717 $ 16,405,686 $ 17,568,376 $ 17,748,278 112 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 2012-13 ACCOMPLISHMENTS Traffic Section: 1. Accomplished the goals and objectives agreed upon between the City and the California Office of Traffic Safety (OTS) Selective Traffic Enforcement Grant (STEP), which was awarded in October 2011, in the amount of $514.667. These goals included conducting twenty-four (24) DUI Driver’s License Checkpoints, fifty-six (56) DUI Saturation Patrols, several Special Enforcement operations addressing excessive speed and red light violations and conducted 122 “A Life Interrupted” education presentations for schools and civic groups. This grant expired in October 2012. 2. Accomplished the goals and objectives agreed upon between the City and the California OTS AVOID the 18 DUI Campaign – Kern County Grant, which was awarded in October 2011, in the amount of $253.000. These goals included conducting six (6) DUI Driver’s License Checkpoints, twenty-seven (27) DUI Saturation Patrols, three (3) multi-agency task force operations, two (2) DUI Arrest Warrant/Probation Service operations targeting repeat DUI offenders who fail to appear in court or who violate probation, and two (2) Court Sting operations targeting unlicensed DUI offenders who fail to obey court orders not to drive or who violate probation. This grant expired in October 2012. 3. Accomplished the goals and objectives agreed upon between the City, the California OTS, and UC Berkeley Safe Transportation Research and Education Center Mini DUI Awareness Program Grant in the amount of $84,255.50. The goals and objectives included conducting eight (8) DUI/Driver’s License checkpoints during the winter and Labor Day holidays. This grant expired in October 2012. 113 2021 – Operations continued 4. Received an AVOID 18 Grant from the California OTS in the amount of $220,000, which was awarded in June 2012, and began October 1, 2012. 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 2013. 5. Received an “A Life interrupted” Grant from the California OTS in the amount of $44,443, which was awarded in June 2012 and began October 1, 2012. The goals and objectives include conducting 122 educational presentations impacting at least 10,000 students. This is a one (1) year grant that will end in October 2013. 6. Received a Sobriety Checkpoint Grant from the California Office of Traffic Safety (OTS), and UC Berkeley Safe Transportation Research and Education Center in the amount of $60,000. The goals and objectives include conducting six (6) DUI/Driver’s License checkpoints, one (1) during the winter and one (1) during the Labor Day holidays and four (4) to be conducted outside the above seasonal periods. This is a one (1) year grant that will end in October 2013. 7. 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. 8. Entered the final stages of implementation of the Crimeview criminal activity mapping system. This system allows police and traffic engineering departments to review timely data regarding arrests, citations, and collisions to enhance enforcement and design efforts. 9. Staffed eleven (11) parades and thirty-four (34) special events. 10. 1st place in the 2011 California Law Enforcement Challenge for our traffic safety education and enforcement efforts. 11. 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 six (6) SWAT Operations. 114 2021 – Operations continued 2. Completed over 444 hours of tactical training and negotiator training. 3. Conducted five (5) tactical/equipment demonstrations. 4. Conducted one joint training session with the Kern County Sheriff’s Department SWAT Team. 5. The Bomb Squad responded to fifty-three (53) emergency call outs. The vast majority of the Bomb Squad call outs dealt with improvised explosive devices, pipe bombs, chemical reaction bombs and military ordnance. 6. The Bomb Squad reviewed, assisted on or followed up on approximately seventy-five (75) bomb related investigations. 7. The Bomb Squad assisted on six (6) Bakersfield Police Department SWAT call outs, and two (2) mutual aid call outs with the Kern County Sheriff’s Bomb Squad. 8. The Bomb Squad conducted nine (9) public presentations/demonstrations or dignitary protective sweeps for local business including State Farm, Chevron, Kern High School District, Leadership Bakersfield and the Criminal justice academy. 9. The Bomb Squad completed approximately nine hundred and twenty (920) hours of training. 10. During this past year we have continued a close working relationship with the F.B.I. the U.S. Navy EOD at China Lake and the California State Fire Marshall’s office. 11. The Bomb Squad has an authorized compliment of eight (8) Bomb Technicians. There are currently six (6) certified technicians. 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. The process by which a member of the Bakersfield Police Department can attend this training takes approximately two (2) years to complete. 12. Completed the testing phases for the position of Bomb Technician and established a list of qualified individuals. 115 2021 – Operations continued Directed Policing Unit (DPU: 1. Continued its focus on in-depth investigations of crime trends, gang conspiracies and the seizure of firearms illegally possessed by gang members. 2. Seized (135) illegally-possessed firearms. A total of 1,774 firearms have been seized since July of 1999. 3. Committed two (2) officers full time to address the Graffiti problems throughout the city. DPU officers made sixty-three (63) arrests, (49 juvenile, 14 adults), consisting of forty (40) felonies, seventeen (17) misdemeanors and six (6) infractions for graffiti related charges. • Actual Graffiti Removal Sites in 2012: 24,117 Requests made: • 7,172 requests on the 32-Erase Hotline; • 1,158 requests from the graffiti website; • 1,544 requests from the Mobile App. A total of 1,108 offenses were cleared, and $102,143.42 in restitution sought. 4. The Bakersfield Safe Streets Partnership (BSSP) continued working towards the reduction of gang violence in the community. The BSSP held eight (8) call-ins for gang members at high risk of being a suspect or a victim of violent crime. One-hundred and thirty-nine (139) letters were sent out to gang members inviting them to a call-in. Fifty-six percent (56%) of those that received a letter attended a call-in. 5. Continued to provide three (3) officers to local federal task forces. One officer is assigned to the Joint Terrorism Task Force (JTTF). Two (2) officers are assigned to the Violent Crimes Task Force (VCTF). 6. Over 5,900 probation/parole searches were executed by the Directed Policing Unit. DPU made over 1,700 arrests. 7. DPU continued working with Kern County’s police department coalition, the Street Impact Team, on operations throughout Kern County, including Tehachapi, Shafter, Arvin, and Delano and McFarland. The SIT coalition also has planned an ongoing AB109 operation that will focus on addressing the State realignment of prisoners. 116 2021 – Operations continued 8. DPU remained committed to assisting other details and divisions within the Department as well as allied law enforcement agencies. In the last three years, DPU has devoted over 18,000 hours to this task, the equivalent of three (3) full-time positions. 9. DPU conducted a week long Gang Awareness Class attended by approximately fifty (50) officers from BPD and other Kern County agencies. Officers received instruction on local criminal street gangs, prison gangs, homicide law and gang investigations, search warrants, asset forfeiture, and gang court testimony. 10. DPU officers continued the partnership with the Boys and Girls Club and “at risk” youths who live at an apartment complex plagued by gang and drug activity. DPU partnered with students from a local university and distributed Christmas gifts to children living on-site. Since DPU has been working in this apartment complex the quality of life has greatly improved for the residents. 11. Provided eighteen (18) Gang Information presentations to the community. These presentations educate the community on gangs and their members, which raises awareness of the dangers and warning signs of gangs. Officers made presentations to local schools, Realty Management Services, State Farm and various other organizations. 12. Continued cooperative efforts with the Kern High School Police and conducted several joint truancy sweeps within the city. Animal Control: 1. On August 21, 2012, the Dog License Canvassing Project began for the fourth year. This was a six month program, which concluded on January 12, 2013. Two (2) temporary Animal Control Officers were recruited to canvass city neighborhoods for unlicensed dogs. The canvassers surveyed a total of 6,283 homes, providing licensing, spay/neuter information. A total of 358 citations were issued for resident’s failing to properly license their dogs. 3. On September 22, 2012, the City Animal Control unit held the 1st FREE/low cost Microchip program, in conjunction with the joint City/County rabies clinics. This was a proactive effort offered by the City of Bakersfield in an attempt to lower the number of animals impounded and entered into the shelter system. Since September, we have held ten (10) microchip clinics, implanting a total of 918 animals. We have noticed an increase in the 117 2021 – Operations continued number of chipped animals impounded, allowing the officer to return it to its owner, thus alleviating the impact on the shelter. 3. Revenue generated from city dog licensing during 2012 was $137,115.00. 4. Revenue collected during the low cost rabies vaccination clinics totaled $60,988.00, which was an increase of $18,551.00 from the previous year. 5. Bakersfield Animal Control staff participated in thirteen (13) Rabies Vaccination Clinics in conjunction with Kern County Animal Control, providing rabies vaccinations at a reduced fee when accompanied with the purchase of a license. 6. 16,457 calls for service regarding animal related complaints were entered during the calendar year of 2012. 14,604 calls were handled by three field officers, an average of 365 calls per officer and/or office staff per month. FY 2013-14 ACTION PLAN 1. The Traffic Section will continue targeted DUI enforcement and awareness by utilizing grant funds from the California OTS. We will also focus enforcement efforts on reducing the number of intersection collisions caused by red light violators. 1. The Traffic Section will complete the goals and objectives agreed upon between the City and the California OTS for the Kern AVOID Grant awarded in October 2012. During this grant period the BPD and AVOID partners will conduct nine (9) DUI/driver’s license checkpoints, fifty-six (56) DUI Saturation Patrols, and two (2) Multi Task Force Operations, two (2) Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation. 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. This grant will expire in October 2013. 2. The Traffic Section will complete the goals and objectives agreed upon between the City and the California Office of Traffic Safety “A Life Interrupted” Grant awarded in October 2012. During this grant period the BPD will conduct 122 “A Life Interrupted” education presentations for schools and civic groups. This grant expires in October 2013. 118 2021 – Operations continued 3. The Traffic Section will complete the goals and objectives agreed upon between the City, the California Office of Traffic Safety, and UC Berkeley for the Sobriety Checkpoint Grant awarded in October 2012. During this grant period the BPD will conduct six (6) DUI/driver’s license checkpoints. One (1) during the winter, one (1) during the summer and four (4) throughout the year. This grant will expire in October 2013. 5. The Traffic Section will effectively use Crimeview mapping system to improve traffic safety efforts by Bakersfield police. To accomplish this goal, the Traffic Section will: train all Traffic supervisors, officers, and police service technicians to use Crimeview system to identify traffic safety issues in the City of Bakersfield; establish standards to measure traffic safety enforcement efforts, to include use of accident, arrest, citation, and traffic survey reviews; and establish system for problem identification, action plan development and evaluation at the line or supervisor level. 6. The Traffic Section will prevent and intervene in persons driving under the influence (DUI), street racing, and other intentional acts that endanger public safety through the use of motor vehicles. To accomplish this goal, the Traffic Section will identify five specific areas and establishments that are the source of complaints, collisions, or other indicators of such activity and direct presence, education, and enforcement efforts accordingly; re- visit identified problem areas periodically to evaluate effectiveness of efforts; improve the effectiveness of the use of DUI checkpoints; increase public awareness of DUI checkpoints through Public Service Announcements, Crime Prevention contacts, and social media; use available DUI arrest and collision data to locate DUI checkpoints in areas with a higher level of arrests and collisions; measure public awareness through public outreach and surveys. 7. Conduct six (6) SWAT tactical/equipment demonstrations for community groups. 8. Conduct 500 hours of SWAT tactical training, including multiple scenario based training sessions. 9. Directed Policing Unit (DPU) will provide eighteen (18) Gang Information presentations to the community. These presentations educate the community on gangs and their members, which raises awareness of the dangers and warning signs of gangs. 10. Directed Policing Unit (DPU) will continue working with Kern County’s police department coalition, the Street Interdiction Team (SIT), on 119 2021 – Operations continued operations throughout Kern County, including an ongoing AB109 operation that will focus on addressing the State realignment of prisoners. 11. The Bomb Squad will continue to maintain the certification of all of our Bomb Technicians through compliance with training standards set forth by P.O.S.T. and the F.B.I. 12. The Bomb Squad will maintain the appropriate entries into the ATF Bomb Arson Tracking System (BATS). 13. 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. 14. 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 Investigations Division on the follow up of criminal explosive related investigations and the Operations Division on the patrol officers’ response to explosive related calls. 15. The Bomb Squad will put into service the explosive storage magazine. 16. The Bomb Squad will work towards having two (2) recently appointed Assistant Bomb Technicians certified through the F.B.I. Hazardous Device School (HDS). 17. Bring the Bomb Squad up to its complement of eight (8) Bomb Technicians by filling the one (1) open position. 18. The Bomb squad will work towards training at least two (2) bomb technicians in explosive breaching, advanced electronics and advanced demolition procedures. 19. Animal Control will continue to implement front end programs to reduce calls for service. 20. Animal Control will continue to grow and cultivate the volunteer program that is currently in its infancy stage. Utilize volunteers for special projects, office work, clinics, canvassing duties (clerical) and community outreach. 120 2021 – Operations continued 21. Animal Control will continue to work closely with the City Manager’s Office and the County of Kern to continue to develop the joint intake facility concept. 22. Animal Control will continue with the canvassing program; focus on providing better services to the public in regards to the clinics. 23. Animal Control will continue with the microchip program; track one year of data in order to analyze the cost of the program versus the savings attributed to a lower intake number. SERVICE LEVEL INDICATORS Traffic, Patrol, Animal Control FY 11-12 Actual FY 12-13 Projected FY 13-14 Adopted Citations 23,245 24,000 24,500 “A Life Interrupted” Presentations 122 122 122 Vehicle Impounds 6,404 8,520 7,000 Animal Control Calls 16,457 19,505 21,500 Calls for Service 274,423 281,091 287,921 Traffic Enforcement (2011) Citations issued 22,506 DUI arrests 1,117 Redflex 11,004 Non-injury collisions 2,144 Injury collisions 1,088 Fatal collisions 27 Vehicle impounds 6,867 DUI Checkpoints (2011) Motorists screened 29,899 DUI arrests 110 Other arrests 22 Impounded vehicles 593 121 OPERATIONS AdoptedAmendedAdopted Actual Budget Budget Budget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 34,580,362 $ 37,532,918 $ 37,787,918 $ 40,264,397 Operating 4,843,610 5,188,041 5,221,423 5,583,033 Capital 221,608 - - - Total $ 39,645,580 $ 42,720,959 $ 43,009,341 $ 45,847,430 SOURCE OF FUNDS: General Fund $ 37,281,412 $ 40,798,508 $ 40,956,508 $ 45,236,250 Traffic Safety Fund 476,660 491,500 491,500 500,100 Supp Law Enforcement 315,813 40,580 170,962 40,580 ARRA Federal Stimulus Fund 1,571,695 1,390,371 1,390,371 70,500 Total $ 39,645,580 $ 42,720,959 $ 43,009,341 $ 45,847,430 122 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 2012-13 ACCOMPLISHMENTS 1. During the course of the year, detectives and staff from each detail have had success in combating and reducing crime. The division has continued to implement new ideas and methodologies to enhance the overall performance of the Division. 2. The Child Abuse Sexual Assault/Domestic Violence Detail has continued to have an active partnership with the Assessment Center. The board convenes monthly to discuss issues related to child forensic medical evaluations and forensic interviewing. The board works closely with the Kern County District Attorney’s Office, Department of Human Services, the Kern County Sexual Assault Team (SART), the Department of Human Services, the Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and law enforcement agencies throughout Kern County. 3. The Child Abuse Sexual Assault/Domestic Violence Detail has continued to have a representative participate and interact with the Child Death Review Board of Kern County. This group reviews all cases involving child death within Kern County to ensure the thorough and cooperative handling of current and future child death cases. 4. The Child Abuse Sexual Assault Detail has developed professional working relationships with local allied agencies and community victim advocate groups to improve victim services. 5. The Child Abuse Sexual Assault Detail was awarded a two-year $295,000 grant by the State of California Emergency Management Agency to create a collaborative multi-agency, multi-disciplinary team to respond to the need of children exposed to domestic violence. This team incorporated the efforts of the Bakersfield Police Department and the 123 2031 – Investigations continued Kern County Department of Human Services and the Alliance against family violence and sexual assault. 6. In 2012, Homicide Detectives investigated thirty-seven (37)homicides; fifteen (15) of which were determined to be gang related. Nine (9) were cleared by arrest, including one (1) cold case. Three (3) ruled justified and twelve (12) remain open. 7. The Homicide Detectives achieved a 64.7% clearance rate approximately 14% higher than the national average. 8. Minor Assault Crimes Detail (M.A.C.) conducted surveillance operations in response to a robbery by force of a gold necklace from an elderly female. The victim sustained major injuries from the force used during the attack and ultimately died as a result. The suspects were later arrested. 9. The Crime Scene Unit received and processed 4,068 requests for service for 2012, which is a 16.3% increase from the previous year. 10. The Crime Scene Unit entered 431 latent prints into the Automated Fingerprint Identification System and received positive hits to known individuals on 132 entries. The hit ratio for AFIS is a 3% increase from last year. 11. The Crime Scene Unit responded to 237 crime scene call outs to assist in the investigation of homicides, suspicious deaths, officer involved shootings, sexual assaults, bank robberies, traffic collisions, and critical incidents. 12. The Crime Scene Unit continued digitizing our “Tenprint” fingerprint files for entry in Kern County Archive. 13. The Crime Scene Unit implemented two (2) additional DIMS kiosks within the department for download of audio and photograph files and completed software upgrade to all stations. 14. A Crime Analyst Unit was formed in the Investigations Division to specifically focus on mapping crime and identifying crime trends. These statistics are analyzed by supervisors of the Investigations Division to devise strategies and tactics to reduce crime, and ultimately improve the quality of life in our community. Over 130 analysis were conducted for the Public Information Officer, operations, detectives, and command staff. 124 2031 – Investigations continued 15. The Crime Analyst re-formatted the monthly CompStat Report to include detailed offenses for more effective analysis of crime occurring in the city. 16. The Burglary Unit handled 4,812 cases in 2012 and made 550 burglary arrests. 17. The Career Criminal Apprehension Team (C.C.A.T.) was established in July of 2012. This unit is comprised of six (6) police officers and a Sergeant. Each C.C.A.T. officer was provided with over eighty (80) hours of formalized training in areas such as narcotics investigations, search warrant preparation, surveillance techniques, dynamic entries and money laundering investigations. C.C.A.T. became operational in August of 2012. 18. C.C.A.T. implemented numerous innovative special operations with an emphasis on combating these influxes in part 1 crime within our community. During the months of August thru December 2012, C.C.A.T. made 195 arrests. Of the 195 individuals arrested, 141 of these arrests were for felony offenses and over 12% had been released from custody pursuant to AB109. 19. The Terrorism Liaison Officer Program (T.L.O.) and the Suspicious Activity Reporting (S.A.R.) Program conducted several investigations surrounding possible threats and thirty-three (33) money laundering investigations. Six (6) of these (SAR) investigations resulted in asset forfeiture seizures. SAR seized a total $852,021.29. T.L.O. officers conducted site threat assessments at several locations including a local area high school and a major private business. Several T.LO.’s attended basic and intermediate level classes. 20. The Warrant Fugitive Detail coordinated the return of seventy-three (73) warrant suspects to our jurisdiction thru extradition and in-state pickups. The Warrant Fugitive Detail arrested 193 warrant suspects within our jurisdiction. Reimbursements from the state totaled $5,536.82 for the out- of-state extraditions. 21. The Warrant Fugitive Detail conducted and coordinated four (4) department wide warrant sweeps, including a Property Crimes warrant sweep, Domestic Violence warrant sweep, a DUI warrant sweep and a Reserve Officers Unit warrant sweep. 22. The Warrant Fugitive Detail Detectives attended the annual California Criminal Justice Warrant Services Association Training Workshop which included twenty-four (24) hours of training on Extradition Warrants, 125 2031 – Investigations continued Governor’s Warrants, Open Source Tracking, WPS Interpretation, DMV Investigations and Budget & Recovery. 23. The Suspicious Activity Reporting (SAR) Program investigated thirty-three (33) money laundering investigations. Six (6) of these investigations resulted in asset forfeiture seizures. S.A.R. seized a total $852,021.29. 24. The Vice/Narcotics Details JVTF (Joint Vice Task Force) continued to work as a team with one (1) BPD Sergeant, two (2) Bakersfield Police Detectives and one (1) Kern County Sheriff’s detective assigned to vice related investigations in the Greater Bakersfield Area and the County of Kern. Detectives from both the Vice and Narcotics Details assisted each other when needed to accomplish ongoing investigations. 25. The Vice/Narcotics JVTF (Joint Vice Task Force) Detail conducted investigations into prostitution related offenses in the Greater Bakersfield area and the County of Kern. The detail made 592 arrests for prostitution related offenses. A total of 233 additional arrests were made for vice related offenses. 26. The Vice/Narcotics Detail continues its commitment to collaborate with local, state, and federal agencies to target drug trafficking organizations and individuals operating within the Greater Bakersfield area and throughout Kern County. Part of the department’s efforts for collaboration included the formation of a joint task force comprised of BPD detectives and Special Agents of the Drug Enforcement Administration (D.E.A.). 27. The Vice/Narcotics Detail conducted several highway interdiction operations that led to the seizure of narcotics and forfeiture of currency from the sales of narcotics. 28. The Vice/Narcotics (Joint Vice Task Force) Detail received an $ 88,000.00 grant from the Department of Alcoholic Beverage Control. This grant increased the level of enforcement activity and allowed detectives to continue to conduct Minor Decoy Operations in the Greater Bakersfield Area. As a result of these operations numerous suspects were arrested for either supplying or selling alcohol or tobacco to minors. 29. The Vice/Narcotics Detail seized a total of approximately 549 lbs. of marijuana, 504 lbs. of methamphetamine, 6.66 lbs. of Cocaine HCL, 2 lbs. of Heroin, and 1lb. of Cocaine Base. In addition to the more well-known illicit drugs the Narcotics Detail, in conjunction with the United States Drug Enforcement Agency, seized approximately 17.33 lbs. of synthetic/hallucinogenic drugs Spice, Bath Salts, Salvia, and Mushrooms. 126 2031 – Investigations continued The combined street value of all illicit drugs seized in 2012 totaled $29,847,708. 30. In addition to the seized drugs, the Vice/Narcotics detectives made eight- five (85) felony arrests, sixty-five (65) misdemeanor arrests, and seized thirty-four (34) firearms. The Vice/Narcotics Detail processed $20,8751 in U.S. currency seized pursuant to Asset Forfeiture. 31. During this fiscal year, the Bakersfield Police Department created its own interdepartmental Grand Theft Auto Task Force with a complement of four (4) officers. The BPD task force is responsible for investigating auto thefts reported to our agency while working two days a week with the California Highway Patrol Kern CATT Auto Theft Task Force investigating auto thefts that occur throughout Kern County. 32. The Bakersfield Police Department Grand Theft Auto Task Force continues to fight the vehicle theft problem throughout the greater Bakersfield area and Kern County boundaries. This Year, the BPD Task Force Detectives investigated the theft of 3,252 vehicles taken from within the areas that fall under the jurisdiction and responsibility of the Bakersfield Police Department. The BPD task force detectives investigated the recovery of 2,764 vehicles, valued at $2,625,993.00 during that same time frame. There were 327 arrests made for vehicle theft during the fiscal year. 33. The BPD Grand Theft Auto Task Force Detectives personally recovered 273 stolen vehicles valued at $396,292.00 and made 155 felony arrests for auto theft, seventy-seven (77) other felony arrests related to auto theft, and nineteen (19) arrests made for operating an illegal Chop Shop during the fiscal year. There were also fifty-seven (57) vehicle theft related crime complaints submitted to the Kern County District Attorney's Office for prosecution. 34. The BPD Grand Theft Auto Task Force Detectives conducted several major investigations during the fiscal year, including a Kern County Fair Surveillance Operation that included nightly UC surveillance in the areas surrounding the fairgrounds. The operation focused on detecting in- progress vehicle burglaries and grand theft auto related crimes. Detectives were able to impact the area over a twelve (12) day period, resulting in 114 Vehicle Stops, twenty-nine (29) citations, one (1) DUI arrest, twenty-one (21) vehicle impounds, seventeen (17) misdemeanor arrests, nine (9) felony arrests, fifteen (15) warrant arrests, four (4) burglary arrests, twelve (12) GTA arrests, nine (9) stolen vehicle recoveries, and three (3) chop shop discoveries. 127 2031 – Investigations continued 35. The Financial Crimes Detail investigated 600 Financial Crimes and worked regularly with the local postal inspector to identify crime trends and suspects involved in the theft of personal mail. As a result, numerous suspects were subsequently identified and arrested for Forgery and Identity Theft related offenses. 36. The Financial Crimes detail participated in the creation of a local Real Estate Anti-Fraud Advisory Committee (R.E.A.A.C). R.E.A.A.C. is a unique collaboration of Law Enforcement Investigators, the Kern County District Attorney’s Real Estate Fraud Unit and Bakersfield local real estate professionals. R.E.A.A.C.’s mission is to prevent, detect and report real estate fraud as it occurs. 37. The Financial Crimes Detail attended specialized training in Investigations of Internet Crimes and Real Estate Fraud to enhance their expertise in these areas. 38. Financial Crimes detectives provided real estate fraud and rental scam training to local real estate professionals and the general public. FY 2013-14 ACTION PLAN All details and units within the Investigations Division will continue to work cooperatively with Headquarters, Operations and Support Services Divisions to develop strategies to aid in the prevention, interdiction and suppression of crimes within the City of Bakersfield. 1. The Investigations Division will continue to work closely with the Support Services Crime Analyst Detail to further utilize data obtained from COMPSTAT weekly reports, which employs geographic information systems, to map crime and identify problems. These statistics are analyzed by supervisors of the Investigations Division to identify crimes and trends and devise strategies and tactics to solve problems, reduce crime, and ultimately improve quality of life of our community. 2. The Investigation Division will continue to develop and implement specific plans of actions utilizing current crime and public safety trends. These plans will be implemented as needed to reduce crime and fear in our community. 3. The Investigations Division will continue to conduct on-going professional staff training to diversify each detective’s knowledge and skill set to provide opportunities to work in different specialized details. 128 2031 – Investigations continued 4. Crimes Against Persons Detail a. Cold cases will be prioritized and placed in an electronic searchable format. The existing evidence will be analyzed to determine which cases will benefit from advances in the analysis of criminal evidence. b. Will continue to meet with members in the community and citizens to establish stronger partnerships to improve community relations and reduce violent crimes. 5. General Crimes Detail/Minor assault Crimes Detail The General Crimes Investigations detail will continue to utilize the Crime Analysis unit to monitor scrap metal thefts occurring throughout the City of Bakersfield. They will continue to work closely with all of the documented recycle centers within greater Bakersfield to ensure reporting guidelines are being met. a. The M.A.C. (Minor Assault Crimes) Detail will seek to increase the detective complement to facilitate a greater impact, proactively, to predictable crime suppression and prevention. It will also allow the resources to more aggressively investigate those crimes with limited information. b. The M.A.C. Detail will begin to more efficiently utilize crime analysis as a means of determining where to place resources. We will also partner with crime prevention to create a stronger connection with the community by helping them decrease their potential for victimization. 6. Child Abuse and Sexual Assault Detail a. The Child Abuse Sexual Assault Detail 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. b. The Child Abuse and Sexual Assault Detail will continue to conduct Sex Offender compliance sweeps and continue to register, monitor and enforce sex offender registrant to ensure compliance. c. The Child Abuse and Sexual Assault Detail will continue to conduct focused enforcement sweeps related to domestic violence warrants. 129 2031 – Investigations continued 7. Crime Scene Unit (C.S.U.) a. The C.S.U. will continue to 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. b. The C.S.U. plan to hire two (2) additional Lab Technicians, bringing the unit to full complement. c. The C.S.U. will continue training new Lab Technicians in latent print identification and in crime scene investigation. d. The C.S.U. will create a Latent Print Examiner position for the Crime Lab. This position will be responsible for logging all latent print submissions, AFIS entry, fingerprint comparison examinations and processing items for fingerprints. 8. Burglary Detail a. The Burglary Detail took a more active approach in working with the Crime Prevention Detail. Burglary Detectives have attended Neighborhood Watch Meetings along with Crime Prevention to partner with the community. This has allowed residents to meet the detective assigned to their area and feel more comfortable contacting the Police Department with vital information to assist in the identification and apprehension of offenders. 9. Crime Analysis Unit a. The Crime Analysis Unit will train detectives in Versadex which would allow them to obtain their own data on crime trends in their detail. b. The Crime Analysis Unit will complete the Crimeview and Cognos tables and entries to train detectives to become more proficient in their use. 10. The Narcotics/Vice Detail a. The Narcotics/Vice Detail will continue to utilize advanced technology to identify and apprehend major narcotics traffickers in the greater Bakersfield area. The Detail will continue to partner with the Drug Enforcement will continue to work closely with the U.S. Drug Enforcement Administration (DEA), state and local agencies on major 130 2031 – Investigations continued narcotics investigations, and other federal and local agencies to share information and resources towards the goal of suppressing narcotics activity. b. The Narcotics/Vice Detail will continue 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. c. The Narcotics/Vice Detail will continue to 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. d. The Narcotics/Vice Detail will further its long standing partnership with the Kern County Sheriff’s Office to collectively address Vice activity in the Bakersfield and Kern County area. e. The Narcotics/Vice Detail will implement monthly training sessions on safe entry techniques. This training will be conducted with the participation of other agencies in our area to increase officer safety and provide continuity of search warrant entry techniques f. The Narcotics/Vice Detail will continue to provide pertinent in-service training to uniformed personnel. This will increase line officers level of expertise and will further our goal of impacting the sale and use of illicit narcotics in Bakersfield. g. The S.T.C-H.I.D.T.A. (Southern Tri-County- High Intensity Drug Trafficking Administration) will promote coordinated law enforcement towards dismantling the methamphetamine manufacturing, smuggling and distribution organizations and other poly-drug operations as it affects Kern, Kings and Tulare Counties. The Task Force will encourage the full cooperation between local, state and federal law enforcement and prosecutorial agencies to pursue, disrupt and dismantle these organizations by: 131 2031 – Investigations continued • Identifying, arresting and prosecuting members of criminal organizations involved in the manufacturing, smuggling and trafficking of methamphetamine and other poly-drug operations. • Identifying and seizing assets relating to the sale, smuggling, distribution and manufacturing of methamphetamine. • Providing follow-up investigations on major clandestine laboratory seizures and developing evidence of links to the manufacturing, smuggling and trafficking organizations operating these labs. • Coordinating information inquiries and submissions through the LA Clearinghouse and coordinating all investigative and enforcement activities through the Central Valley HIDTA Intelligence Center and LA Clearinghouse. • Providing all specific training pertaining to clandestine laboratory investigations and all safety precautions as required by CAL/OSHA. • The S.A.R. Unit will continue to conduct their complex asset forfeiture investigations and will strive to maintain their relationships with the various federal agencies they regularly work with. • S.A.R. Unit will continue to advance their expertise in SAR investigations by continuing to attend training pertinent to these technical investigations. • T.L.O. officers will continue to conduct site threat assessments as requested and will provide in service briefing training to uniformed operations personnel. They will continue to attend training in order to keep abreast of the most advanced investigative techniques available. 11. Financial Crimes/Auto Theft Detail a. Will meet regularly with the local postal inspector to identify crime trends and suspects involved in the theft of personal mail and the subsequent use of personal information for theft. b. The Financial Crimes Detail will obtain computer hardware and software capable of obtaining gleaned personal information from illegal card readers that are placed in ATM and fueling station machines by theft suspects. This will assist detectives in identifying both victims and suspects of these types of prevalent crimes. 132 2031 – Investigations continued c. The Financial Crimes Detail will send two (2) detectives to real estate fraud training schools to enhance and augment their expertise in participating in the real estate fraud partnership we share with the Kern County District Attorney’s office. d. The Financial Crimes Detail will attend monthly retail crimes meetings held at the police department. These meetings assist us in identifying offenders and identifying trends in retail theft in Bakersfield. e. The Financial Crimes Detail sergeant will utilize crime analysis to identify the levels of successful prosecution of financial crimes and utilize that information to implement a successful course of action to ensure the most efficient use of resources. f. The Auto Theft Detectives recovered 1,373 reported stolen vehicles. We 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. 12. Warrant Fugitive Detail a. The Warrant Fugitive Detail will conduct at least four (4) focused warrant sweeps to improve warrant service levels and apprehend fugitives. b. The Warrant Fugitive Detail will explore new technology methods to increase the tracking of outstanding warrants and disbursement to officers in the field. SERVICE LEVEL INDICATORS Investigations FY 11-12 Actual FY 12-13 Projected FY 13-14 Adopted Criminal Case Filings 15,211 16,500 17,000 Major Narcotics Investigations 73 75 80 Prostitution Related Arrests 576 725 775 133 INVESTIGATIONS AdoptedAmendedAdopted Actual Budget Budget Budget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 10,635,551 $ 11,365,996 $ 11,435,996 $ 12,288,758 Operating 1,071,366 1,153,431 1,164,431 1,187,085 Capital 8,968 30,000 31,000 17,000 Total $ 11,715,885 $ 12,549,427 $ 12,631,427 $ 13,492,843 SOURCE OF FUNDS: General Fund $ 11,712,080 $ 12,549,427 $ 12,561,427 $ 13,492,843 Supp Law Enforcement 3,805 - 70,000 - Total $ 11,715,885 $ 12,549,427 $ 12,631,427 $ 13,492,843 134 FY 2013-2014 Organizational Chart Maintenance Communications Environmental Prevention Fire Safety Services Deputy Fire Chief Administrative Services Arson Training Fire & Rescue Fire Suppression Services Deputy Fire Chief Fire Chief Fire Services EMS Personnel Testing Policy & Protocol Grant Funding 135 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 2012-13 ACCOMPLISHMENTS 1. Obtained grant funding from Metropolitan Medical Response System (MMRS) for communications equipment (portable radios), grant funding from Assistance to Firefighters Grant (AFG) for fire training props, and grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 2. Continued to conduct analysis of build-out and population in city-wide districts designated as future BFD Fire Station locations. Fire Chief Staff conducting research on residential/commercial build-out, population statistics, and funding for Fire Station #12 and Fire Station #18 districts. 3. Continued to utilize grant funding and other alternative methods to develop and train personnel and specialized units as state-certified master mutual aid response resources including BFD Hazardous Materials Team (Type I), and BFD Urban and Regional Urban Search and Rescue Team (Type I, Heavy). 4. Continued to develop a program for certifying a Type 3 Incident Management Team, made up of BFD personnel, which specializes in oversight of more complex, large-scale urban emergency and disaster scenarios. 5. Continued to fine-tune the operational capabilities of the Fire Department Operations Center (DOC). In an effort to enhance city-wide emergency response capacity, and assist other COB departments, the Fire Department also provided operational perspective and funding to purchase necessary hardware for the Public Works DOC and City of Bakersfield EOC facilities. 6. Continued working on resolving Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues. 136 Adopted Amended Adopted Actual BudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Administration $ 1,488,999 $ 1,504,611 $ 1,513,849 $ 1,440,851 Fire Safety 1,887,834 2,050,824 2,072,724 2,296,520 Fire Suppression 28,013,902 29,862,403 29,925,472 30,131,685 Total $ 31,390,735 $ 33,417,838 $ 33,512,045 $ 33,869,056 SOURCE OF FUNDS: General Fund $ 30,494,387 $ 32,584,443 $ 32,656,750 $ 32,801,014 Cupa Fund 829,396 833,395 855,295 1,068,042 MMRS Grant 66,952 - - - Total $ 31,390,735 $ 33,417,838 $ 33,512,045 $ 33,869,056 FULL TIME EMPLOYEES: Administration 8.00 8.00 8.00 9.00 Fire Safety 14.00 14.00 14.00 15.00 Fire Suppression 173.00 174.00 174.00174.00 Total 195.00 196.00 196.00 198.00 FIRE SERVICES 137 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 2012-13 ACCOMPLISHMENTS 1. Completed Deputy Chief, Battalion Chief, Fire Captain and Fire Engineer exams; Driver/Operator course; Captain’s Certification course; Bakersfield College Firefighter I Academy; Firefighter Recruit Academy; California State Chief Officer and Fire Officer courses; Hazardous Materials Technician and Specialist, Hazardous Materials WMD courses; Wildland Firefighting; Confined Space Rescue; Sexual Harassment Training in the Workplace; Valuing and Managing Diversity in the Workplace courses. 2. Continued National Incident Management System (NIMS), State Emergency Management System (SEMS), and Type III Incident Management Team training to retain mandated compliance for Fire Department employees. 3. Obtained grant funding from Metropolitan Medical Response System (MMRS) for upgrading communications equipment (portable radios). 4. Obtained grant funding from Assistance to Firefighters Grant (AFG) for live fire training props. 5. Administered grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 6. 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. 7. Obtained SHSGP funding for MDC’s – department wide. 138 3021 – Fire Safety Services continued 8. Received delivery of the UASI Mobile Command Vehicle, and new Fire Engine 8. FY 2013-14 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 September, FY2013-14. 139 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 1,221,928 $ 1,290,829 $ 1,290,829 $ 1,264,463 Operating 241,575 213,782 219,720 176,388 Capital 25,496 - 3,300 - Total $ 1,488,999 $ 1,504,611 $ 1,513,849 $ 1,440,851 SOURCE OF FUNDS: General Fund $ 1,422,047 $ 1,504,611 $ 1,513,849 $ 1,440,851 MMRS Grant 66,952 - - - Total $ 1,488,999 $ 1,504,611 $ 1,513,849 $ 1,440,851 ADMINISTRATION 140 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 and 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 2012-13 ACCOMPLISHMENTS 1. Continued outreach efforts, including Public Service Announcements, to apartment owners and property managers to install Carbon Monoxide (CO) detectors in multi-family dwelling units by the January 1, 2013 deadline. There was an eight percent (8%) decrease in apartment fires last fiscal year. 2. Achieved full compliance with California Electronic Reporting System (CERS) by requiring all regulated facilities to report hazardous materials data into CERS as a condition of their permit renewal throughout the fiscal year. 3. Prepared for the Cal/EPA Triennial CUPA Evaluation, scheduled to occur on April 23-24, 2013, by revising the consolidated permit plan process for CERS. 4. Updated Emergency Communications Center ESZ response zones and run cards related to resource deployments. FY 2013-14 ACTION PLAN 1. Reduce the incidence of fires occurring at restaurants through increased inspection resources or the redeployment of existing inspection resources, including an Assembly and Commercial Hood fire safety permit process. The number of fires occurring at restaurants has tripled over the last three years. 2. Amend and adopt the 2012 edition of the California Fire Code for use in the City of Bakersfield, effective on January 1, 2014, through revision of Chapter 15.65 of the Bakersfield Municipal Code. 141 3021 – Fire Safety Services continued 3. Continue with on-going upgrades to the Mobile Data devices on-board the fire apparatus in order for them to receive wireless internet access to CERS data. 4. Continue collaboration with county fire and move of ECC and purchase of Fire computer aided dispatch (CAD) software as required by Joint Powers Agreement. 5. Continue working on resolving Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues. 142 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 1,330,636 $ 1,404,485 $ 1,419,485 $ 1,575,070 Operating 519,127 599,339 606,239 649,204 Capital 38,071 47,000 47,000 72,246 Total $ 1,887,834 $ 2,050,824 $ 2,072,724 $ 2,296,520 SOURCE OF FUNDS: General Fund $ 1,058,438 $ 1,217,429 $ 1,217,429 $ 1,228,478 Cupa Fund 829,396 833,395 855,295 1,068,042 Total $ 1,887,834 $ 2,050,824 $ 2,072,724 $ 2,296,520 FIRE SAFETY 143 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 2012-13 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. Successfully planned and participated in a Region-wide major functional exercise regarding the Lake Isabella Dam Evacuation Plan, and the council-approved Access and Functional Needs Evacuation Plan. 144 3031 – Fire Suppression Services FY 2013-14 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, and IMT Type III • 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. 9. Continue to update, modify, and create related Fire Department Operational Procedures and Policies. 10. Engage in the continuous professional development of our department through a comprehensive self-assessment and evaluation process that will enable fire department leaders to examine past, current, and future service and performance levels and compare them to industry best practices. 145 SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Total Emergency Responses 29,668 29,940 31,437 Structure Fires and Fire Related 1,825 1,902 1,997 Emergency Medical Responses 16,493 16,737 17,575 Other 10,462 10,515 11,040 146 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 25,167,742 $ 27,005,369 $ 27,005,369 $ 27,252,336 Operating 2,816,757 2,801,359 2,864,428 2,851,349 Capital 29,403 55,675 55,675 28,000 Total $ 28,013,902 $ 29,862,403 $ 29,925,472 $ 30,131,685 SOURCE OF FUNDS: General Fund $ 28,013,902 $ 29,862,403 $ 29,925,472 $ 30,131,685 Total $ 28,013,902 $ 29,862,403 $ 29,925,472 $ 30,131,685 FIRE SUPPRESSION 147 THIS PAGE INTENTIONALLY LEFT BLANK 148 Public Works Director Public Works FY 2013-2014 Organizational Chart Solid Waste Solid Waste Director Wastewater Treatment Wastewater Manager General Services Streets Telecom- Communications Fleet Operations Equipment Public Works Operations Manager Traffic Engineer Construction/ Survey Subdivisions Design Engineering Administrative Assistant Asst. To Public Works Director Asst. Public Works Director Asst. to the Public Works Director Thomas Roads Imp. Program (TRIP) Solid Waste 149 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 2012-13 ACCOMPLISHMENTS Thomas Roads Improvement Program: 1. Continued construction of Phase 2 of the Westside Parkway. The bridges at Calloway Drive, Jewetta Avenue, and Coffee Road have been completed. Paving of the mainline began in 2012. Project is expected to be completed in July 2013. 2. Continued construction of Phase 4 of the Westside Parkway, the Truxtun Tie-In. Project is expected to be completed in July 2013. 3. Completed construction of Phase 6B of the Westside Parkway, the Allen Road Bridge and Interchange. Construction began in early 2012. 4. Completed the final design and land acquisition for the State Route 178/Morning Drive Interchange project. Project bidding and construction is expected to begin in spring 2013. 5. Completed the final environmental document for the Rosedale Highway Widening project. Final design work began in mid-2012 and is continuing, with construction planned to begin in 2014. 150 Public Works continued 6. Completed the final environmental document for the State Route 178 Widening project. Final design work began in mid-2012 and is continuing, with construction planned to begin in 2014. 7. Draft environmental documents for the 24th Street Improvement project were released for public review. Comments were received and final environmental documents will be prepared. Final design work will begin in 2013 with construction beginning in 2015. 8. Prepared, submitted, and obtained approval of design exceptions necessary for the Hageman Road Flyover project. Final design work for the project should begin in 2014, with construction dependent upon funding. 9. Prepared and submitted the draft environmental document for the Centennial Corridor project to Caltrans prior to it being released for public review and comments. Final design work for the project should begin in 2014, with construction beginning in 2015. 10. Bid and awarded the construction of the Westside Parkway Phase 6C project. Phase 6C is the last roadway phase of the project and will build the freeway from Allen Road west to Stockdale Highway at Heath Road. Construction will begin in the summer of 2013, and is expected to be completed by late 2014. Engineering: 1. Designed, received bids, and submitted to City Council for award of contract 32 projects, including: • Bike Lane Improvements: Hughes Lane – White Lane to Wilson Road; Monitor Street - Hosking Avenue to Pacheco Road; various streets in Alta Vista Drive and Belle Terrace areas; and White Lane – South H Street to South Union Avenue; • Landscape Improvements to Existing Median Islands, Phases II and III: Phase II improvements included Olive Drive and Calloway Drive intersections, west and south legs; and Calloway Drive from Meacham Road to Rosedale Highway. Phase III improvements included Hosking Avenue from Tree Line Avenue to Zermatt Street, South Union Avenue from Arvin-Edison Canal to Panama Lane, and Fairfax Road south of Redbank Road; • Median Improvement: Wible Road from McKee Road to Esperanza Drive; • Mill Creek Linear Park: Mill House; • Parkway Improvements: Stockdale Highway from North McDonald 151 Public Works continued Way to North Stine Road; • Pavement Rehabilitation Projects: Beale Avenue from Monterey Street to Pearl Street; Dr. Martin Luther King, Jr. Blvd. from Wilkins Street to East California Avenue; Panama Lane – South H Street to Monitor Street; and Truxtun Avenue from Mohawk Street to Oak Street; • Sewer Main Rehabilitation: P Street from Brundage Lane to 13th Street; • Street Improvements: Coffee Road at Goesling Avenue; Hosking Avenue at Wible Road; Masterson Street from SR178 to Panorama Drive; and Wible Road from Berkshire Road to Panama Lane; • Street lights within Tract 2548 (south of Stockdale Highway, west of Stockdale Country Club); • Tennis courts resurfacing; • Traffic signals: Akers Road at Hosking Avenue; Hageman Road at Jewetta Avenue; Hageman Road at Old Farm Road; Olive Drive at Old Farm Road; Oswell Street at SR58 Eastbound Off Ramp; and Panama Lane at Reliance Drive 2. Provided construction management and inspection services for 45 projects having a total contract value of over $23 million, including: • Bakersfield City sanitary landfill final closure; • Buena Vista Road and Hosking Avenue street improvement projects; • Installation of bike lanes on Hughes Lane, White Lane, and Monitor Street; • Installation of new traffic signal interconnect systems; • Installation of several new traffic signals and monitoring cameras; • Masterson Drive road construction; • Mill Creek Millhouse project; • Padre Hotel block and street improvements; • Resurfacing and reconstruction of Panama Lane, Truxtun Avenue, Dr. Martin Luther King Jr. Boulevard, Beale Avenue and other road projects; • Sister Cities Gardens – Phase A project; • Sports Village Phase II; • Streetscape improvements on “Q” Street; • Taft Highway road widening and SR184 projects 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 335. 5. Implemented new signal timing and route coordination plans at 18 intersections based on updated traffic volumes. 152 Public Works continued General Services: 1. Anti-Graffiti program: • Received 7,200 requests on the 32-Erase hotline, 1,200 requests from the graffiti website, 1,550 requests from the mobile phone application, and 500 internal requests. Removed graffiti from a total of 25,000 sites. 2. Completed improvements to several City facilities including: • Remodeled the kitchen/dining room at Fire Station No. 2 and kitchen at Fire Station No. 4; • Completed several improvements at the Kern County Animal Shelter including: remodeled intake room and medical room; installed canopies to provide shading for animals; improved lighting by re- lamping and/or replacing deteriorated lenses and adding new fixtures; installed an electric gate opener and several new gates; and installed concrete improvements including new walkways; • Completed several major heating, ventilation, and air conditioning (HVAC) improvements for several City facilities, including replacing the boilers for the Bakersfield Police Department, replacing one 6-ton air conditioner for Wastewater Treatment Plant No. 3, replacing the steam boiler at the Bakersfield Convention Center, and replacing the water cooling tower for City Hall South. Staff converted over 50% of the HVAC control system for the Bakersfield Police Department from pneumatic to digital controls; • Re-roofed City Hall Annex, Rabobank Theater stage roof, and portions of City Hall South; • Repainted the Amphitheatre at the Park at River Walk 3. Bakersfield Municipal Airport: • Completed construction of the southwest access road to provide safe access to the new hangar area; • Started construction of the first phase of the southwest hangar project; • Repainted hexagonal hangar building Streets: 1. Resurfaced/reconstructed approximately 94 lane miles of streets. 2. Sealed approximately 352 street miles with a surface penetration sealer. 3. Completed the installation of curb, gutters, sidewalk repairs and street reconstruction in the following CDBG - funded areas: • Brundage Lane to Palm Street, from Oleander Avenueto “H” Street; 153 Public Works continued • Between “L” Street and “O” Street, from California Avenue to 4th Street 4. Cleaned approximately 970 miles of City-owned sewer lines. 5. Constructed Bedford Green Drive which connected Highway 184 and Highway 178. 6. Constructed Silver Dollar Way near Hosking Avenue. 7. Video inspected approximately seven miles of City-owned sewer and storm line; repaired 600 feet of damaged sewer line. 8. Responded to numerous 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. 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 the City’s commitment to cleaner air. 4. Completed narrowbanding project to meet Federal Communication Commission (FCC) requirements. All City radio systems are now updated. 5. Refurbished the security system at Dr. Martin Luther King Jr. Community Center including seven cameras, digital video recorder, and remote controller. 6. Transitioned telephone call data records from City servers to offsite host and updated old software. 7. Equipped new fire engine with all necessary communications equipment. Wastewater: 1. Received award for Wastewater Treatment Plant 3 from Kern Green Foundation for water reclamation activities. 154 Public Works continued 2. Completed settlement ($800,000) with industrial user regarding unauthorized discharge to City wastewater treatment system. 3. Produced approximately 2.1 million kWh of energy at Wastewater Treatment Plant 3 Solar Power Generation System in the past year. That amount is enough kWh to run the Plant for two months without an electric bill. Solid Waste: 1. Supported 275 cleanup and beautification events, and enlisted 12,000 volunteers in Keep Bakersfield Beautiful (KBB) activities. 2. Began implementation of citywide curbside recycling, with delivery of approximately 37,000 new blue recycling carts. 3. Completed the Bakersfield Landfill Closure project. FY 2013-14 SIGNIFICANT BUDGET CHANGES 1. The FY 2013-14 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 2013-14 budget for Street Maintenance also reflects Council’s commitment to the street preventative maintenance program. The FY 2013-14 operating budget for Street Maintenance totals approximately $7.9 million. The FY 2012-13 operating budget was approximately $7.7 million. In FY 2013-14, $2.5 million of funding was transferred from the Gas Tax Fund to the General Fund. The FY 2013-14 CIP budget for Street Maintenance includes $2.3 million of Gas Tax Funds. 3. No sewer user rate increases were implemented for residential and commercial customers for the fiscal year. In addition, connection fees for both residential and commercial customers remain at current rates. Sound fiscal practices and management have provided adequate reserve funds to sufficiently cover both operating and capital costs while still complying with the bond covenant requirements for the Wastewater Treatment Plant No. 3 Expansion Project. 4. Staff also proposed no refuse rate increases for residential and 155 Public Works continued commercial customers for the fiscal year. The outside hauler contract will increase by 2%, which is set by the Consumer Price Index. The Refuse Enterprise Fund will absorb this and other inflationary costs, avoiding a refuse fee increase for the fifth straight year. 5. The largest change for the Department is the implementation of a universal curbside recycling program. This program was approved by the City Council on March 21, 2012 and began a two-year roll out in November 2012. 156 AdoptedAmendedAdopted Actual BudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Administration $ 583,983 $ 573,486 $ 573,486 $ 571,986 TRIP 975,001 1,042,428 1,042,428 1,038,992 Engineering 5,113,610 5,387,918 5,387,918 5,386,068 General Services 10,715,018 11,648,208 11,683,208 11,847,768 Streets 16,481,088 16,001,869 16,116,869 16,305,016 Equipment 25,270,299 26,318,376 26,488,362 26,661,269 Wastewater 26,674,451 8,573,678 9,473,678 8,918,878 Solid Waste 33,356,022 39,142,543 40,642,543 40,716,727 Total $ 119,169,472 $ 108,688,506 $ 111,408,492 $ 111,446,704 SOURCE OF FUNDS: General Fund $ 17,221,061 $ 20,116,633 $ 20,116,633 $ 23,652,030 Dev. Services Fund 1,218,960 1,308,828 1,308,828 1,346,555 State Transportation 169,889 320,066 320,066 320,172 State Gas Tax 6,033,733 3,106,246 3,141,246 - Transportation Dev. Fund 230,853 238,441 238,441 232,515 TDF TRIP Local Match 975,001 1,042,428 1,042,428 1,038,992 Sewer Service-Plant 2 5,210,462 2,454,309 2,854,309 2,576,165 Sewer Service-Plant 3 25,591,275 10,804,738 11,419,738 11,084,358 Refuse Fund 36,864,187 42,744,687 44,244,687 44,303,738 Aviation Fund 383,752 233,754 233,754 230,910 Equipment Fund 25,270,299 26,318,376 26,488,362 26,661,269 Total $ 119,169,472 $ 108,688,506 $ 111,408,492 $ 111,446,704 FULL TIME EMPLOYEES: Administration 9.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 45.00 44.00 44.00 44.00 General Services 69.00 71.00 71.00 72.00 Streets 89.00 91.00 91.00 93.00 Equipment 53.00 55.00 55.00 55.00 Wastewater 37.00 37.00 37.00 38.00 Solid Waste 102.00 103.00 103.00 106.00 Total 409.00 415.00 415.00 422.00 PUBLIC WORKS 157 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 2012-13 ACCOMPLISHMENTS 1. Provided administrative support for departmental divisions. 2. Processed and monitored CIP expenditures. 3. Submitted reimbursement claims in a timely manner to enhance cash flow. FY 2013-14 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. 158 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 531,848 $ 530,094 $ 530,094 $ 527,793 Operating 52,135 43,392 43,392 44,193 Capital - - - Total $ 583,983 $ 573,486 $ 573,486 $ 571,986 SOURCE OF FUNDS: General Fund $ 583,983 $ 573,486 $ 573,486 $ 571,986 Total $ 583,983 $ 573,486 $ 573,486 $ 571,986 ADMINISTRATIVE SERVICES 159 4021 – Thomas Roads Improvement Program (TRIP) DIVISION GOAL Provide oversight for the design and construction of the various state and federally funded project elements of the Bakersfield Systems Plan and the Thomas Roads Improvement Program. FY 2012-13 ACCOMPLISHMENTS 1. Completed the preparation of the Thomas Roads Improvement Program (TRIP) Financial Plan update and submitted to the Federal Highway Administration (FHWA) for approval. 2. Completed the final environmental document for the State Route 178 Widening project. Final design work began in mid-2012 and is continuing, with construction planned to begin in 2014. 3. Draft environmental documents for the 24th Street Improvement project were released for public review. Comments were received and final environmental documents will be prepared. Final design work will begin in 2013 with construction beginning in 2015. 4. Prepared, submitted, and obtained approval of design exceptions necessary for the Hageman Road Flyover project. Final design work for the project should begin in 2014, with construction dependent upon funding. 5. Prepared and submitted the draft environmental document for the Centennial Corridor Project to Caltrans prior to it being released for public review and comments. Final design work for the project should begin in 2014 with construction beginning in 2015. 6. Bid and awarded the construction of the Westside Parkway Phase 6C project. Phase 6C is the last roadway phase of the project and will build the freeway from Allen Road west to Stockdale Highway at Heath Road. Construction will begin in the summer of 2013, and will be completed by late 2014. 160 4021- TRIP continued FY 2013-14 ACTION PLAN 1. Work with County, Caltrans, Kern Council of Governments, and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area. 2. Complete construction of Phases 2 and 4 of the Westside Parkway project. 3. Continue construction of Phase 6C of the Westside Parkway project. 4. Obtain final approval of preliminary engineering and environmental documents for the following projects: • Centennial Corridor; • 24th Street Improvements; • Hageman Road Flyover 5. Complete final design for: • Rosedale Highway Widening; • SR-178 Widening 6. Bid, award, and begin construction of: • SR-178/Morning Drive Interchange; • SR 58 Gap Closure 161 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 623,568 $ 667,451 $ 667,451 $ 658,838 Operating 351,433 374,977 374,977 380,154 Capital - - - - Total $ 975,001 $ 1,042,428 $ 1,042,428 $ 1,038,992 SOURCE OF FUNDS: TDF TRIP Local Match $ 975,001 $ 1,042,428 $ 1,042,428 $ 1,038,992 COF Utility/Road Funds - - - - Total $ 975,001 $ 1,042,428 $ 1,042,428 $ 1,038,992 162 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 2012-13 ACCOMPLISHMENTS Design: 1. Designed, received bids, and submitted to City Council for award of contract 32 projects including: • Bike Lane Improvements: Hughes Lane – White Lane to Wilson Road; Monitor Street - Hosking Avenue to Pacheco Road; various streets in Alta Vista Drive and Belle Terrace areas; and White Lane – South H Street to South Union Avenue; • Landscape Improvements to Existing Median Islands, Phases II and III: Phase II improvements included Olive Drive and Calloway Drive intersections, west and south legs; and Calloway Drive from Meacham Road to Rosedale Highway. Phase III improvements included Hosking Avenue from Tree Line Avenue to Zermatt Street, South Union Avenue from Arvin-Edison Canal to Panama Lane, and Fairfax Road south of Redbank Road; • Median Improvement: Wible Road from McKee Road to Esperanza Drive; • Mill Creek Linear Park: Mill House; • Parkway Improvements: Stockdale Highway from North McDonald Way to North Stine Road; • Pavement Rehabilitation Projects: Beale Avenue from Monterey Street to Pearl Street; Dr. Martin Luther King, Jr. Blvd. from Wilkins Street to East California Avenue; Panama Lane – South H Street to Monitor Street; and Truxtun Avenue from Mohawk Street to Oak Street; • Sewer Main Rehabilitation: P Street from Brundage Lane to 13th Street; • Street Improvements: Coffee Road at Goesling Avenue; Hosking Avenue at Wible Road; Masterson Street from SR178 to Panorama 163 4031- Engineering continued Drive; and Wible Road from Berkshire Road to Panama Lane; • Street lights within Tract 2548 (south of Stockdale Highway, west of Stockdale Country Club); • Tennis courts resurfacing; • Traffic signals: Akers Road at Hosking Avenue; Hageman Road at Jewetta Avenue; Hageman Road at Old Farm Road; Olive Drive at Old Farm Road; Oswell Street at SR58 Eastbound Off Ramp; and Panama Lane at Reliance Drive Subdivision Engineering: 1. Accomplishments for calendar year 2012 include: • Parcel Maps: Recorded 2 parcel maps dividing 18.7 acres into 5 parcels. • Tract Maps: Recorded 4 tract maps dividing 666.6 acres into 124 lots. • Improvement Plan Checks: 17 first checks, 9 second checks, 6 third checks or higher, 17 revisions, and 15 signatures. • Final Map Checks: 7 first checks, 7 second checks, 9 third checks or higher, and 5 maps signed. • Minor Land Divisions: 30 • Maintenance Districts: 21 • Street Permits: 1,783 • Annexation Proceedings: 4 new applications processed, 5 completed. • Grading Plan Checks: 50 first checks, 37 second checks, 16 third checks or higher, and 36 approved. • Drainage Studies: 11 first checks, 2 second checks, 2 third checks or higher, and 11approved. • Notices of Completion processed: 49 maps and 6 street permits. • Bond Calls: 21 bonds are ongoing; 5 bonds were completed; and no new bonds were called. • Fees collected through the development process: Transportation Impact Fees = $14,430,367 Sewer Connection Fees = $5,399,417 Planned Sewer Area/Planed Drainage Area Fees = $283,258 Maintenance District Formation Fees = $38,198 Construction and Surveying: 1. Provided construction management and inspection services for 45 projects having a total contract value of over $23 million, including: • Bakersfield City sanitary landfill final closure; • Buena Vista Road and Hosking Avenue street improvement projects; 164 4031- Engineering continued • Installation of bike lanes on Hughes Lane, White Lane, and Monitor Street; • Installation of new traffic signal interconnect systems; • Installation of several new traffic signals and monitoring cameras; • Masterson Drive road construction; • Mill Creek Millhouse project; • Padre Hotel block and street improvements; • Resurfacing and reconstruction of Panama Lane, Truxtun Avenue, Dr. Martin Luther King Jr. Boulevard, Beale Avenue and other road projects; • Sister Cities Gardens – Phase A project; • Sports Village Phase II; • Streetscape improvements on “Q” Street; • Taft Highway road widening and SR184 projects 2. Inspected development infrastructure improvements for 31 tracts and parcel maps. 3. Provided inspection services for 1,783 street use permits. Traffic: 1. Analyzed 30 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 eight 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 2013-14 ACTION PLAN Design Engineering: 1. Complete design and award all FY 2013-14 CIP projects before July 2014, including: • Pavement resurfacing/reconstruction on major roads; • Two new traffic signals; • Median Improvements on two road segments; 165 4031- Engineering continued • Street Improvements to widen roadway for additional lanes at one location and shoulders at three locations 2. Investigate new construction methods which could potentially decrease construction/maintenance costs for city streets. 3. Implement pavement management system. Subdivision Engineering: 1. Complete review of maps and improvement plans within four weeks of submittal. 2. Complete update to all sections of the Subdivision Design Manual. Construction Engineering and Surveying: 1. Respond to 70% of all permit inspection requests within 24 hours and all other inspections within 48 hours. 2. Begin working on requests for preliminary surveys within ten days of receipt. 3. Respond to construction survey requests within 48 hours. 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 five federally-funded Congestion Management Air Quality (CMAQ) signal interconnect/ synchronization projects totaling over $1,247,000. Connect 12 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. 166 4031- Engineering continued SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Improvement Plans and Final Maps Checked 87% 75% 75% and Returned within Four Weeks Permit Inspections Performed within 65% 65% 70% Twenty-Four Hours of Request Intersections Analyzed for Traffic Control 22 30 20 Warrants Budgeted Signal Communications Projects Bid 75% 75% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 15 18 20 Budgeted Public Works CIP Projects Bid 75% 75% 100% During the Fiscal Year 167 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 4,727,835 $ 4,949,400 $ 4,949,400 $ 4,945,767 Operating 385,775 438,518 438,518 440,301 Capital - - - - Total $ 5,113,610 $ 5,387,918 $ 5,387,918 $ 5,386,068 SOURCE OF FUNDS: General Fund $ 3,663,797 $ 3,840,649 $ 3,840,649 $ 3,806,998 Dev. Services Fund 1,218,960 1,308,828 1,308,828 1,346,555 Transportation Dev. Fund 230,853 238,441 238,441 232,515 Total $ 5,113,610 $ 5,387,918 $ 5,387,918 $ 5,386,068 ENGINEERING 168 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, street signs and pavement markings; 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 2012-13 ACCOMPLISHMENTS 1. Anti-Graffiti program: Received 7,200 requests on the 32-Erase hotline, 1,200 requests from the graffiti website, 1,550 requests from the mobile phone application, and 500 internal requests. Removed a total of 25,000 graffiti sites. 2. Street Lights: • Responded to 2,500 street light service requests and replaced 26 street lights, including poles, for those damaged due to traffic accidents or deterioration; • Replaced over 30,000 linear feet of stolen copper wire from various street light systems; • Converted over 100 High Pressure Sodium (HPS) street light fixtures with high efficiency Light Emitting Diode (LED) fixtures; • Installed underground electrical and five LED street lights on Silver Dollar Way and five LED street lights on Vista Verde Way 3. Traffic Signals: • Replaced 17 traffic signal poles and related equipment due to accidents; • Replaced 18 video detection cameras; • Replaced traffic signal controller cabinets at five intersections; Responded to 162 after-hours emergency requests for traffic signals 4. Signing, Striping, and Marking Improvements: • Installed additional lanes on El Potrero Lane from White Lane to Planz Road, Kelvin Grove at Bridget Leigh Way, East Belle Terrace from Mount Vernon Avenue to end, and Harris Road from Ashe Road to Reliance Drive; 169 4051 – General Services continued • Fabricated and installed new signs on Bedford Green Drive, State Route 184 and State Route 178 for the opening of Bedford Green Drive; • Painted all striping and pavement markings for roadways sealed and resurfaced by the Streets Division including the entire northeast quadrant of the City; • Replaced metal beam guardrails on East Truxtun Avenue at Beale Avenue and on Manor Street at the Kern River Bridge at two locations due to collisions; • Replaced 444 deteriorated street markers Citywide; • Fabricated and installed various construction detour and regulatory signs for Thomas Roads Improvement Projects to improve traffic flow through the construction zones and the opening of the new roadways; • Fabricated and installed signs for several facilities including Bakersfield Amtrak Station, Bakersfield Municipal Airport, Rabobank Arena, Sister Cities Garden, State Farm Sports Village and various locations for Bakersfield Police Department. 5. Heating, Ventilation, and Air Conditioning (HVAC) Improvements: • Replaced a 6-ton air conditioning compressor on City Hall North; • Supervised and inspected the replacement of 6-ton AC unit at Wastewater Treatment Plant No. 3; • Supervised and inspected the replacement of the boiler at the Bakersfield Police Department; • Supervised and inspected the replacement of the water cooling tower for City Hall South; • Completed preseason maintenance and filter replacements on all HVAC equipment for City facilities; • Completed over 50% of converting the HVAC control system for the Bakersfield Police Department from pneumatic to digital control 6. Rabobank and Convention Center Improvements: • Supervised and inspected the replacement of the steam boiler of the dishwasher in the Convention Center; • Supervised and inspected the replacement of the house and stage dimmer panels in the Bakersfield Convention Center Theater; • Supervised the lighting retrofit of the Rabobank Arena, Convention Center and parking lots; • Repaired sections of the hockey dasher board and fabricated platforms which were damaged or missing; • Remodeled various suites at Rabobank Arena and performed routine maintenance to several other suites. 170 4051 – General Services continued 7. Remodeling Projects: • Remodeled the kitchens in Fire Station No. 2 and No. 4 with new cabinets, countertops, flooring, appliances, paint, modified walls, ceiling tiles, electrical system, lighting and modified HVAC systems. • Remodeled various offices on the fourth floor of City Hall North for the Attorney’s Office and TRIP property management consultants; 8. Miscellaneous Improvements: • Repainted the Amphitheatre at the Park at River Walk; • Completed several improvements at the Kern County Animal Shelter including: remodel of the intake and medical rooms; installation of canopies to provide shading for animals; improvement of site lighting by re-lamping and replacing deteriorated lenses and adding new fixtures; installation of an electric gate opener and new gates; and installation of concrete improvements including new walkways; • Re-roofed portions of City Hall South, City Hall Annex, and Bakersfield Convention Center Theater Stage roof. 9. Bakersfield Municipal Airport: • Completed construction of the southwest access road to provide safe access to the new hangar area; • Started construction with Kern Charter and their contractor on the first phase of the Southwest Hangar Project; • Re-painted the hexagonal hangar building; • Converted the runway lighting from continuous operation during evening hours to pilot controlled lighting saving energy and electrical cost; • Painted and renovated hangar No. 102 for rental purposes FY 2013-14 ACTION PLAN 1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program and update the Anti-Graffiti Website in support of Council Goals. 2. Re-wire one intersection and replace video detection computers at nine intersections. 3. Replace 500 HPS street light fixtures with energy efficient LED street lights. 171 4051 – General Services continued 4. Upgrade mast arm street name signs along the Wilson Road corridor 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 in the Polo Glen and Almondale Areas. 7. Bakersfield Municipal Airport: • Complete a grant application for federal funds (90%) to rehabilitate the runway and main taxiway “A”; • Continue construction of the first row of hangars for the southwest hangar expansion project with Kern Charter and their contractor; Continue painting the hexagonal hangar building, hangar 51, and hangar 52 SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Graffiti Removal Sites 24,117 25,000 25,500 Replacement of Metro Street Markers 202 220 250 Installation of Bike Lanes Signs and Markings N/A* 60 120 Striping of City Streets (miles) 1005 1060 1100 Replacement of Raised Pavement Markers N/A** N/A** 10,000 Street Light Repair Requests 1,916 2,500 3,000 *New project enacted in the current fiscal year. **Raised Pavement Marker Truck was decommissioned for FY11-12 due to safety concerns. This program will be reinstated in Spring of FY12-13 with the purchase of new equipment designed for this type of operation. 172 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 5,546,551 $ 6,181,636 $ 6,181,636 $ 6,272,765 Operating 5,125,977 5,397,372 5,432,372 5,516,303 Capital 42,490 69,200 69,200 58,700 Total $ 10,715,018 $ 11,648,208 $ 11,683,208 $ 11,847,768 SOURCE OF FUNDS: General Fund $ 8,054,987 $ 10,488,142 $ 10,488,142 $ 11,296,686 State Transportation 169,889 320,066 320,066 320,172 State Gas Tax 2,106,390 606,246 641,246 - Aviation Fund 383,752 233,754 233,754 230,910 Total $ 10,715,018 $ 11,648,208 $ 11,683,208 $ 11,847,768 GENERAL SERVICES 173 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 2012-13 ACCOMPLISHMENTS 1. Resurfaced/reconstructed approximately 94 lane miles of streets. 2. Maintained a safe working environment for employees with consistent training sessions and safety meetings. 3. Sealed approximately 352 street miles with a surface penetration sealer. 4. Completed the installation of curb, gutters, sidewalk repairs and street reconstruction in the following CDBG - funded areas: • Brundage Lane to Palm Street, from Oleander Avenue to “H” Street; • Between “L” Street and “O” Street, from California Avenue to 4th Street 5. Cleaned approximately 970 miles of City-owned sewer lines. 6. Constructed Bedford Green Drive connecting Highway 184 and Highway 178. 7. Constructed Silver Dollar Way near Hosking Avenue. 8. Continued to maintain once-a-month street sweeping throughout the City. 9. Responded to numerous 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. 174 4052 – Streets continued FY 2013-14 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 to determine if opportunities for enhancements exist. 4. Retrofit five of the City’s existing sewer and storm lift stations to help with growth and maintenance issues. 5. Video inspect approximately 50 miles of City sewer and storm lines annually. 6. Evaluate new technology and methods in the repair and maintenance of streets, sewers, and storm drains for efficiency and cost effectiveness. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Residential Sweeping Cycle (days) 20 20 20 Lane Miles Resurfaced/Reconstructed 86 94 90 Sewer Lines Inspected (miles) 5* 7* 50 Sewer Maintenance Service - Emergency 300 320 200 *Video camera sewer inspection truck down 175 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 6,400,964 $ 7,352,104 $ 7,352,104 $ 7,532,344 Operating 10,063,202 8,632,765 8,747,765 8,755,672 Capital 16,922 17,000 17,000 17,000 Total $ 16,481,088 $ 16,001,869 $ 16,116,869 $ 16,305,016 SOURCE OF FUNDS: General Fund $ 4,918,294 $ 5,214,356 $ 5,214,356 $ 7,976,360 State Gas Tax 3,927,343 2,500,000 2,500,000 - Sewer Service-Plant 3 4,127,286 4,685,369 4,800,369 4,741,645 Refuse Fund 3,508,165 3,602,144 3,602,144 3,587,011 Total $ 16,481,088 $ 16,001,869 $ 16,116,869 $ 16,305,016 STREETS 176 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 2012-13 ACCOMPLISHMENTS 1. Continued to reevaluate rental rates by extending useful lives of equipment whenever feasible for potential budgetary savings. 2. Continued to repower off-road equipment, if needed, to stay in compliance with California Air Resources Board Regulations. 3. Continued to install diesel particulate filters in older trucks as part of the City’s commitment to cleaner air. 4. Continued expanding the City’s fleet of clean air refuse trucks and street sweepers. 5. Established “Automated Attendant” voice mail for Animal Control, Graffiti, Human Resources, and Streets to improve customer service. 6. Completed narrowbanding mandate to meet Federal Communications Commission (FCC) requirements by December 2012. All City radio systems are now updated. 7. Refurbished the security system at Dr. Martin Luther King Jr. Community Center including seven cameras, digital video recorder, and remote controller. 8. Transitioned telephone call data records from City servers to offsite host and updated old software. 9. Equipped new fire engine with all necessary communication equipment. 177 4053 – Equipment continued FY 2013-14 ACTION PLAN 1. Continue to monitor rental rates to ensure accurate and timely replacement of worn equipment. Maintain an appropriate fund balance within the Equipment Management Fund to meet established replacement schedules. 2. Continue to include fuel efficiency in equipment specifications whenever feasible with the goal of saving on fuel costs. 3. Continue to 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. Purchase and install new microwave radio link from Police tower to Wastewater 3 to meet Information Technology’s needs for greater bandwidth. 6. Install all necessary radios, sirens, emergency lighting equipment in new public safety vehicles. 7. Install all communication equipment in Urban Area Security Initiative Command vehicle to render it operational. This vehicle will be used for emergency situations or disasters to provide multi-jurisdictional command and support. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Perform Preventative Maintenance and Routine Repairs of All Fleet Vehicles 14,905 16,000 16,500 Broadcast/Rebroadcast City Council 738 730 840 Meetings (hours) Telephone system reliability 100% 100% 100% Voice Mail Call Volume 62,054 64,000 64,000 Monthly Averages (Calls per Month) 178 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 4,876,091 $ 5,457,963 $ 5,457,963 $ 5,351,554 Operating 15,717,495 11,182,243 11,068,243 11,320,865 Capital 4,676,713 9,678,170 9,962,156 9,988,850 Total $ 25,270,299 $ 26,318,376 $ 26,488,362 $ 26,661,269 SOURCE OF FUNDS: Equipment Fund $ 25,270,299 $ 26,318,376 $ 26,488,362 $ 26,661,269 Total $ 25,270,299 $ 26,318,376 $ 26,488,362 $ 26,661,269 EQUIPMENT 179 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, including solar; maximize recycled uses of disinfected tertiary treated effluent for use on irrigation of Sports Village and plant water use; monitor and regulate industrial waste dischargers to protect wastewater facilities, the public, and the environment; and collection of sewer user fees for properties receiving City sewer service. FY 2012-13 ACCOMPLISHMENTS 1. Received Award for Wastewater Treatment Plant 3 from Kern Green Foundation for water reclamation activities. 2. Completed odor control project and completed new septage and grease receiving station, both at Wastewater Treatment Plant 2, in July 2012. 3. Completed revised State Certified Lab requirements for Wastewater Treatment Plants 2 and 3. 4. Completed settlement ($800,000) with industrial user regarding unauthorized discharge to City wastewater treatment system. 5. Completed the initial Federally Mandated Operating Permits (Title V) for Wastewater Treatment Plant 2 and 3 as issued by San Joaquin Valley Air Pollution Control District. 6. Produced approximately 2.1 million kWh of energy at Wastewater Treatment Plant 3 Solar Power Generation System in the past year. That is enough kWh to run the plant for two months without an electric bill. 7. Completed more than 700 pretreatment inspections of businesses for compliance with the Sewer Maintenance Ordinance and issued 11 written Notices of Violation. 8. Processed 11.4 billion gallons of wastewater at the two treatment plants in calendar year 2012. 180 4071– Wastewater continued FY 2013-14 ACTION PLAN 1. Provide continuous operation and maintenance of Wastewater Treatment Plants; 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. Implement recommended and approved changes to Wastewater Revenue Program to support continued funding of sewer operations, capital costs, and bonded debt. 4. Implement the Environmental Protection Agency (EPA) recommended procedures resulting from the EPA’s pretreatment compliance inspection report in Spring 2012. Recommendations included the “streamlining” of the Bakersfield Municipal Code pertaining to sewers and pretreatment of wastewater. 5. Explore other renewable energy sources for wastewater treatment plants including expansion of solar energy. 6. Continue annual sampling and inspection of all permitted industries. 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. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Wastewater Treated (Million Gallons/Day) Plant No. 2 13.7 13.9 14.1 Plant No. 3 17.9 17.6 18.0 Permitted Industrial Dischargers 15.0 15.0 16.0 Parcels Served within Incorporated Area (on special assessment list) 91,580 92,182 92,600 181 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 3,383,547 $ 3,562,862 $ 3,562,862 $ 3,678,021 Operating 23,212,079 4,942,816 5,836,316 5,165,857 Capital 78,825 68,000 74,500 75,000 Total $ 26,674,451 $ 8,573,678 $ 9,473,678 $ 8,918,878 SOURCE OF FUNDS: Sewer Service-Plant 2 $ 5,210,462 $ 2,454,309 $ 2,854,309 $ 2,576,165 Sewer Service-Plant 3 21,463,989 6,119,369 6,619,369 6,342,713 Total $ 26,674,451 $ 8,573,678 $ 9,473,678 $ 8,918,878 WASTEWATER 182 4081 - Solid Waste DIVISION GOAL Provide quality and cost effective solid waste and recycling services, keeping user fees as low as possible; support the Keep Bakersfield Beautiful Committee with special emphasis on litter prevention and abatement per City Council Goals; develop and implement waste reduction and recycling programs to comply with State mandates; and maintain environmental controls for closed Bakersfield Landfill. FY 2012-13 ACCOMPLISHMENTS 1. Continued the Refuse Enterprise operation with no rate increase for the fourth straight year, absorbing inflation paid to private hauling contractors. 2. Supported 275 cleanup and beautification events, and enlisted 12,000 volunteers in KBB activities. 3. Began implementation of citywide curbside recycling, with delivery of approximately 37,000 new blue recycling carts. 4. Successfully completed the Bakersfield Landfill Closure Project. FY 2013-14 ACTION PLAN 1. Continue phasing in universal curbside recycling. 2. Expand efforts to fight litter. 3. Expand the School Cafeteria Recycling Program to high schools. 4. Provide assistance to the business community in response to the new State mandatory commercial recycling law. 183 4081– Solidwaste continued SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Curbside Recycling Participants 9,105 40, 000 98,440 Anit-Litter and Beautification Events 355 400 750 Volunteers 12,925 15,000 18,000 Total Homes Served 97,500 98,000 98,440 Greenwaste Processed (tons) 198,700 199,000 202,000 184 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 8,122,880 $ 8,700,436 $ 8,700,436 $ 8,947,390 Operating 25,021,056 27,885,107 27,885,107 28,352,337 Capital 212,086 2,557,000 4,057,000 3,417,000 Total $ 33,356,022 $ 39,142,543 $ 40,642,543 $ 40,716,727 SOURCE OF FUNDS: Refuse Fund $ 33,356,022 $ 39,142,543 $ 40,642,543 $ 40,716,727 Total $ 33,356,022 $ 39,142,543 $ 40,642,543 $ 40,716,727 SOLID WASTE 185 THIS PAGE INTENTIONALLY LEFT BLANK 186 Support Staff Water Resources FY 2013-2014 Organizational Chart Domestic Water Operations Hydrographics Agricultural Water Water Resources Superintendent Water Resources Director Water Resources Manager O & M Contractor Stormwater Business Manager Fire Hydrant Maintenance Special Projects 187 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 manage the Kern River Levee District for flood control; to provide maintenance of storm water basins; to provide maintenance of city-wide fire hydrants; to administer various water contracts with local water agencies; to implement a storm water monitoring program as required by California Regional Water Quality Control Board; and oversee municipal farm lease agreement for City wastewater discharge. FY 2012-13 ACCOMPLISHMENTS 1. Certified the Environmental Impact Report for the Kern River Flow and Municipal Water Program (KRFMWP) to provide increased flows of water down the Kern River Channel for multiple beneficial uses. 2. As part of the department’s enhanced storm water maintenance program, over 120 drainage basins were thoroughly cleaned and bottom soil was removed to allow for percolation of storm water. 3. Completed and integrated into the domestic water system two (2) new domestic water wells. 4. A total of 15 weirs and headgates were sandblasted, painted and rehabilitated. FY 2013-14 SIGNIFICANT BUDGET CHANGES 1. No increase in monthly water rates on the City’s domestic water system. Balanced the Domestic Water Division’s budget based upon existing 188 rates. 2. First fiscal year that no revenues will be received from sale of Kern River water due to expiration of 35 year contracts with various agriculture water districts. 189 Adopted Amended Adopted Actual BudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Agricultural Water $ 5,264,918 $ 4,542,245 $ 4,542,245 $ 4,409,646 Domestic Water 20,201,715 18,125,475 18,125,475 18,822,313 Total $ 25,466,633 $ 22,667,720 $ 22,667,720 $ 23,231,959 SOURCE OF FUNDS: Agricultural Water $ 5,264,918 $ 4,542,245 $ 4,542,245 $ 4,409,646 Domestic Water 20,201,715 18,125,475 18,125,475 18,822,313 Total $ 25,466,633 $ 22,667,720 $ 22,667,720 $ 23,231,959 FULL TIME EMPLOYEES: Agricultural Water 23.00 23.00 23.00 22.00 Domestic Water 5.00 5.00 5.00 6.00 Total 28.00 28.00 28.00 28.00 WATER RESOURCES 190 4511 - Agricultural Water DIVISION GOAL Provide for the proper distribution and delivery of Kern River water from the Isabella Lake Reservoir through river channel to canal head gates and agricultural districts and 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 2012-13 ACCOMPLISHMENTS 1. Completed rehabilitation and repairs on over 120 storm water drainage recharge basins throughout the City of Bakersfield. This work included the removal of over 23,000 yards of material and debris from these basins. 2. Completed Kern River Channel maintenance between the Hwy 99 Bridge and the 24th Street Bridge to protect utility crossings and bridge pilings. 3. Completed demolition of structures located at 4301 Chester Avenue adjacent to the Kern River Parkway. FY 2013-14 ACTION PLAN 1. If Kern River water is available, increase flows in the Kern River for related municipal uses and increase groundwater recharge and community pride. 2. 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. 3. Continue to monitor the Lake Isabella Dam safety remediation project with the United States Army Corps of Engineers. 4. Obtain all required federal and state permits necessary to implement the City’s Kern River Maintenance Program. 191 4511 – Agricultural Water continued FY 11-12 FY 12-13 FY 13-14 SERVICE LEVEL INDICATORS Actual Projected Adopted Rehabilitate Drainage Basins 106 128 110 Replace & Repair Canal & Basin Fencing (in ft.) 1,632 1,560 1,640 192 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 2,053,366 $ 2,018,829 $ 2,018,829 $ 1,806,171 Operating 3,183,326 2,512,416 2,506,316 2,595,975 Capital 28,226 11,000 17,100 7,500 Total $ 5,264,918 $ 4,542,245 $ 4,542,245 $ 4,409,646 SOURCE OF FUNDS: Agricultural Water $ 5,264,918 $ 4,542,245 $ 4,542,245 $ 4,409,646 Total $ 5,264,918 $ 4,542,245 $ 4,542,245 $ 4,409,646 AGRICULTURAL WATER 193 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 2012-13 ACCOMPLISHMENTS 1. Completed replacements of over 240 leaking service connections on the system within the street right of way. 2. Completed and certified updated Urban Water Management Plan for both wholesale and retail uses as required by the California Department of Water Resources. 3. Certified the Environmental Impact Report for the Kern River Flow and Municipal Water Program (KRFMWP) to provide for increased flows of water down the Kern River Channel for multiple beneficial uses. 4. Equipped two domestic water wells to increase production capacity to serve existing customers throughout City’s domestic water system. FY 2013-14 ACTION PLAN 1. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act. 2. Continue to perform technical studies and analysis to determine appropriate treatment methods for domestic water wells that require treatment in order to continue to meet State and Federal water quality standards. Provide master planning to consider most economical use of surface and groundwater supplies for existing and future users. 3. Construct and equip two (2) water wells to increase production capacity to serve existing customers throughout the City’s domestic water system. 194 4521 – Domestic Water continued 4. Construct 16” diameter mainline extensions along the new Mohawk Street extension from Rosedale Highway to Siena Lane and along Rosedale Highway from Wedding Lane to Mohawk Street. FY 11-12 FY 12-13 FY 13-14 SERVICE LEVEL INDICATORS Actual Projected Adopted New Service Connections 493 460 600 Water Wells Constructed 0 2 2 195 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 697,488 $ 853,679 $ 853,679 $ 1,054,861 Operating 19,493,124 17,251,796 17,245,696 17,747,452 Capital 11,103 20,000 26,100 20,000 Total $ 20,201,715 $ 18,125,475 $ 18,125,475 $ 18,822,313 SOURCE OF FUNDS: Domestic Water $ 20,201,715 $ 18,125,475 $ 18,125,475 $ 18,822,313 Total $ 20,201,715 $ 18,125,475 $ 18,125,475 $ 18,822,313 DOMESTIC WATER 196 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 Administrative Services Financial Support Services 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 Planning/Projects - CIP & Major Repairs Sp o r t s / A t h l e t i c s Sp e c i a l E v e n t s , S a u n d e r s & Si l v e r C r e e k C o m m u n i t y Ce 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 3 - 2 0 1 4 O r g a n i z a t i o n a l C h a r t 19 7 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 City parks, along with the Kern River Parkway and Centennial Plaza, located throughout the City of Bakersfield. DEPARTMENT GOAL To enhance the quality of life through a variety of programs, parks and partnerships. FY 2012-2013 ACCOMPLISHMENTS 1. Partnered with several organizations which include: San Joaquin Community Hospital sponsored the Movies in the Park Series; Ace Hydraulic, Inc. sponsored new Fitness Equipment along the Kern River Trail; Southern California Gas Company sponsored the Escape School Event; Symphony and Friends sponsored the Beale Band Concerts. 2. Assisted in organizing the 1st annual July 4th at River Walk Concert showcasing five local bands. 3. The City earned the Tree City USA designation from the Arbor Day Foundation for the sixteenth consecutive year. 4. Partnered with Public Works to bid and construct unimproved medians. 5. Successfully implemented and monitored the Department’s revised budget structure for the Recreation Division. FY 2013-2014 ACTION PLAN 1. Work with the Bakersfield Police Department to increase security at recreation centers, especially at the Dr. Martin Luther King, Jr. Community Center. 198 2. Resurface gym floor at the Dr. Martin Luther King, Jr. Center. 3. Install scoreboards at Mesa Marin Sports Complex. 4. Identify funding source for review and update of Recreation and Parks Master Plan to include future community needs. 5. Pursue and develop a partnership with various nonprofits, schools, and districts for after school programming. 6. Increase staffing at the Dr. Martin Luther King, Jr. Community Center facility to promote arts, culture and youth programs. 7. Create programs in conjunction with group homes and senior citizen homes. 8. Add programs and tournaments to increase revenues. FY 2013-2014 SIGNIFICANT BUDGET CHANGES 1. The opening of new parks in the past two years has increased the Department’s water consumption. To offset this increase, the Department increased its water budget by $100,000. 2. The number of block wall damages has increased from operating cycle 2011 to 2012. The Department expects the number of incidents to remain at 2012 levels, resulting in funding increase of $20,000 to the block wall repair contracts. 199 Adopted Amended Adopted Actual BudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Administration $ 1,090,032 $ 1,241,220 $ 1,243,720 $ 1,156,875 Parks 12,625,988 13,387,585 13,387,585 13,860,083 Recreation 2,577,014 2,730,895 2,786,152 2,828,435 Total $ 16,293,034 $ 17,359,700 $ 17,417,457 $ 17,845,393 SOURCE OF FUNDS: General Fund $ 16,266,262 $ 17,329,400 $ 17,387,157 $ 17,815,093 Amtrak Operating Fund 26,772 30,300 30,300 30,300 Total $ 16,293,034 $ 17,359,700 $ 17,417,457 $ 17,845,393 FULL TIME EMPLOYEES: Administration 10.00 10.00 10.00 9.00 Parks 126.00128.00128.00128.00 Recreation 11.00 11.00 11.00 12.00 Total 147.00 149.00 149.00 149.00 RECREATION AND PARKS 200 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 2012-2013 ACCOMPLISHMENTS 1. Secured bids and awarded contract for the installation of a small tot lot at Pin Oak Park. 2. Secured bids and awarded contract for the installation of play structure for 2-5 year olds at Greystone Park. 3. Identified funding within the Park Improvement Fund for the purchase and installation of scoreboards at the Mesa Marin Sports Complex. Installation is expected during the summer of 2013. 4. Monitored and coordinated the construction of Phase II of the State Farm Sports Village with Public works; completion is expected in the fall of 2013. 5. Completed Tennis Court Resurfacing at Haggin Oaks Park, Campus Park South, Siemon Park and Centennial Park. 6. Collaborated with Public Works and community representative for the design and construction of the Sister City Gardens, Phase I. Opening date was August 22, 2012. FY 2013-2014 ACTION PLAN 1. Pursue naming rights for Mesa Marin Sports Complex. 2. Prepare opening of State Farm Sports Village, Phase II. Work with American Youth Soccer Organization and Golden Empire Youth Football on collaborative events and operations. 3. Achieve five year agency re-accreditation from the National Recreation and Park Association. 201 5041- Administrative Services continued 4. Apply for Gold Medal and become a top four finalist. 5. Open Phase II of the Sister City Gardens. 6. Begin operations of the Mill House at Mill Creek Linear Park. 7. Increase marketing of services through free social media opportunities. 8. Begin working on expansion of State Farm Sports Village, including main entrance off Taft Highway. 9. Determine grant opportunities for installation of new or replacement of existing fitness equipment at the Dr. Martin Luther King, Jr. Community Center. 10. Investigate grant or similar funding for trails and open spaces. 11. Continue working with Golden Empire Youth Football, American Youth Soccer Organization, and Bakersfield South West Baseball for successful operations of Aera Park and State Farm Sports Village Phase I and II. 202 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 980,837 $ 1,037,177 $ 1,037,177 $ 956,600 Operating 109,195 204,043 206,543 200,275 Capital - - - - Total $ 1,090,032 $ 1,241,220 $ 1,243,720 $ 1,156,875 SOURCE OF FUNDS: General Fund $ 1,090,032 $ 1,241,220 $ 1,243,720 $ 1,156,875 Total $ 1,090,032 $ 1,241,220 $ 1,243,720 $ 1,156,875 ADMINISTRATION 203 5021 – PARKS DIVISION GOALS Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services. FY 2012-2013 ACCOMPLISHMENTS 1. There were several accomplishments at State Farm Sports Village: • An acid injection system was installed at the irrigation pump • A new chain-link fence was installed at the two new ADA ramps on the south side of Play Fair Drive for both security and pedestrian access from the south parking lot • Sixteen new drains were added around the fields to relieve standing water on the outside edges of the soccer fields. 2. Continued water conservation efforts by connecting 5 additional parks to the Maxi Com irrigation control system. 3. Staff assembled and installed fitness equipment at the Kern River Parkway Fitness Trail that was donated by Gary Chambers of Ace Hydraulic. 4. Parks Staff coordinated several volunteer groups to plant 102 donated trees within the City. The trees and volunteer hours have an approximate value of $14,700. 5. The Parks Division and the Water Department collaborated on addressing community concerns about trimming trees and plants, re-installing irrigation and re-establishing turf at Campus Park South Sump. 6. The Park at River Walk and Central Park at Mill Creek won the Best Park for 2012 from The Bakersfield Californian readers poll. 7. The Parks Division and the Water Department are procuring specialized equipment to address squirrel and gopher issues throughout the City. 8. Winter maintenance was performed on the softball fields at Mesa Marin Sports Complex to include replacing jox boxes and base pegs and adding in-field mix and calcine to all fields. 9. Continued to provide safety pruning of both private and public trees to assist various divisions of the Public Works Department with accessing roads and alleyways. 204 5021 – Parks continued FY 2013-2014 ACTION PLAN 1. Conduct ADA access review of park facilities and recommend implementation timeline. 2. Increase inventory of trees through collaborations with Keep Bakersfield Beautiful and Tree Foundation of Kern. 3. Continue to increase the capabilities of the Maxicom System in order to save water during irrigation. 4. Minimize the number of maintenance issues and complaints. 5. Continue staff training and development program by certifying additional staff in playground inspections and the irrigation and central control system (Maxi Com) for Parks. 6. Increase volunteer opportunities to increase volunteers for participation in tree planting, litter removal, graffiti removal, and other community projects in City parks. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 Actual Projected Adopted Maintenance District Acreage Non-Maintenance District Acreage Facility/Park Reservations 715 722 723 443 443 443 5,217 5,255 5,500 205 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 7,257,050 $ 7,932,765 $ 7,932,765 $ 8,117,514 Operating 5,314,099 5,454,820 5,448,820 5,742,569 Capital 54,839 - 6,000 - Total $ 12,625,988 $ 13,387,585 $ 13,387,585 $ 13,860,083 SOURCE OF FUNDS: General Fund $ 12,599,216 $ 13,357,285 $ 13,357,285 $ 13,829,783 State Transportation 26,772 30,300 30,300 30,300 Total $ 12,625,988 $ 13,387,585 $ 13,387,585 $ 13,860,083 PARKS 206 5031 – RECREATION DIVISION GOALS Provide quality recreational services for the Bakersfield community. FY 2012-2013 ACCOMPLISHMENTS 1. A total of 665 children 0 to 12 years received swim lessons for $5 dollars through grants from First 5 Kern and USA Swimming Foundation. 2. The Department was awarded two grants, USA Swimming ($4,995) and First 5 Kern ($52,257), to provide discounted swim lessons and water safety education. First 5 Kern grant was also extended two more years (FY 13/14 & FY 14/15) with funding of $104,514. Additionally, the Department received funding for programs from San Joaquin Community Hospital, Bakersfield City Miscellaneous Employees Mutual Benefit Association, All Points Media- Albertsons, and Southern California Gas Company. 3. The Department partnered with CSUB to help combat obesity and improve the quality of life in the community. Two “Quality of Life” presentations and a St. Patrick’s 5 K Run/Walk were held at The Park at River Walk. 4. Mesa Marin Sports Complex hosted 22 softball tournaments during FY 2012/13; this included a three day ASA National Men’s “E” Recreation Slow- Pitch Softball Tournament that began on August 31. Furthermore, a total of 527 teams participated in these tournaments and 518 teams played in our softball leagues. Programming at this facility contributed to Connors Concession’s total sales of $94,148; the City received 20%, or $18,830, of these sales. 5. The Department is pleased to recognize Ruby Harris, a part-time staff member, for receiving a Bakersfield Beautiful award sponsored by the Chamber of Commerce for her dedication in teaching children at the Dr. Martin Luther King, Jr. Community Center the “Healthy Cooking and Gardening” program. FY 2013-2014 ACTION PLAN 1. Obtain 2 additional funding sources through grants or sponsorships for recreation programs. 2. Host an ASA National Youth 18-And-Under Softball Tournament at Mesa Marin Sports Complex. 207 5031 – Recreation continued 3. Obtain pay increases for part-time aquatic personnel to help alleviate staffing and programming issues. 4. Coordinate further improvements to the Dr. Martin Luther King, Jr. Community Center and the installation of the upgraded surveillance system. SERVICE LEVEL INDICATORS FY 11-12 FY 12-13 FY 13-14 (Total Attendance) Actual Projected Adopted Sports Silver Creek Community Center/ Saunders Recreation Facility Martin Luther King Jr. Center Aquatics 255,439 160,000 200,000 26,000 20,000 22,000 46,167 37,488 45,000 147,588 105,000 136,000 208 Adopted Amended Adopted Actual BudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 1,689,432 $ 1,850,121 $ 1,876,598 $ 1,928,252 Operating 850,779 870,174 898,954 889,583 Capital 36,803 10,600 10,600 10,600 Total $ 2,577,014 $ 2,730,895 $ 2,786,152 $ 2,828,435 SOURCE OF FUNDS: General Fund $ 2,577,014 $ 2,730,895 $ 2,786,152 $ 2,828,435 Total $ 2,577,014 $ 2,730,895 $ 2,786,152 $ 2,828,435 RECREATION 209 THIS PAGE INTENTIONALLY LEFT BLANK 210 Community Development FY 2013-2014 Organizational Chart Code Enforcement Permitting & Plan Checking Construction Inspections Building Division Permitting & Zoning Advanced Planning Current Planning Planning Division Business Manager Community Development Director Economic Development 211 COMMUNITY DEVELOPMENT DEPARTMENT FUNCTION Community Development 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. The Department also administers and oversees the usage of Federal, Successor Agency, 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 Successor Agency for transacting business and exercising authority in compliance with State of California law. 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; facilitate programs and projects that stimulate economic development by creating and retaining employment opportunities; provide housing programs that are affordable and inclusive; enhance and preserve historical resources; improve the safety and livability of neighborhoods by expanding economic opportunities; and, ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies. FY 2013-14 SIGNIFICANT BUDGET CHANGES 1. The adopted budget reflects the consolidation of the previous Development Services and Economic/Community Developments (EDCD) into the new Community Development Department. 2. Restore a Building Permit Technician and a Building Inspector position to keep up with the increased building activity. 212 Adopted Amended Adopted ActualBudgetBudgetBudget DIVISIONS:2011-122012-132012-132013-14 Planning $ 6,380,797 $ 5,135,526 $ 5,208,468 $ 5,063,021 Building 4,458,213 5,015,136 5,062,269 5,223,849 Total $ 10,839,010 $ 10,150,662 $ 10,270,737 $ 10,286,870 SOURCE OF FUNDS: General Fund $ 2,809,487 $ 3,218,715 $ 3,265,848 $ 3,273,310 Development Srvcs. Fund 3,420,450 3,862,887 3,862,887 3,878,329 Community Dev. Block Grant 1,221,122 1,762,068 1,835,010 2,177,945 HOME Program 2,031,792 1,056,992 1,056,992 957,286 Nat'l Stabilization Program 36,203 - - - ARRA HUD Stimulus Fund 148,120 - - SA-SEPA - Operating 37,270 250,000 250,000 SA-SEPA - Housing 575,926 - - - SA-OTKP - Operating 71,233 - - - SA-OTKP - Housing 19,087 - - - SA-DTPA - Operating 7,330 - - - SA-DTPA - Housing 455,690 - - - SA-OTKP - Cal Home Prog. 5,300 - - - Total $ 10,839,010 $ 10,150,662 $ 10,270,737 $ 10,286,870 FULL TIME EMPLOYEES: Planning*34.00 26.00 26.00 24.00 Building 38.00 35.00 35.00 37.00 Total 72.00 61.00 61.00 61.00 *Includes former EDCD staff COMMUNITY DEVELOPMENT 213 6011– PLANNING DIVISION GOAL Perform processes and functions that result in timely and orderly development within the City through the implementation of the City’s General Plan; administer land use, planning, and zoning laws, and regulate land divisions, all in a manner which is equitable to individual property owners and the greater community; provide a suitable living environment by improving the safety and livability of neighborhoods; and, facilitate programs and projects that stimulate economic development by creating and retaining employment opportunities. FY 2012-13 ACCOMPLISHMENTS Planning: 1. Secured additional grant funding from the Federal wildlife agency to continue work on the preparation of the new Bakersfield Regional Habitat Conservation Plan (Phase 2). This is a multi-phased, multi-year project to create a new habitat conservation plan for the Metropolitan Bakersfield area. 2. Hired a consultant and began preparing the Bike Transportation Plan, which will identify specific bicycle projects that could quality for Caltrans' funds. 3. Assisted the Water Department in the preparation of the Kern River Plan and Municipal Water Program EIR. 4. Provided professional and technical support to Kern Council of Governments related to regional land use and transportation plans, and new climate change regulations (AB 32 and SB 375). 5. Completed five (5) annexations encompassing 72 acres (approximately 0.11 square miles). This included an inhabited annexation of a mobile home park with 257 residents, and a towing service/vehicle dismantling facility. 6. Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP). Economic Development: 1. Received a $432,450 grant from the State of California Housing and Community Development Department to be used towards construction of park improvements planned for Phase B of the Mill Creek Park-Sister Cities project. 2. Completed the Q Street Streetscape Improvements from Truxtun Avenue to 24th Street. 3. Sister City Gardens, Phase A was opened to the public in August 2012. 4. Commenced construction on the Mill Creek Plaza replica Mill House at 17th Street and the Kern Island Canal. 214 6011– Planning continued 5. Phase 1 (14 units) of the Creekview Villas Townhomes in the South Mill Creek Village were completed. A $1.4 million dollar grant was received from the State of California Housing and Community Development Department to provide down payment assistance up to $40,000 to first time homebuyers. 6. Completed Baker Street Village Phase 1 in conjunction with the Housing Authority of the County of Kern. 7. The 57-unit Mill Creek Courtyard Senior Residences project was awarded to Chelsea Investment Corporation. 8. Funded and administered Emergency Shelter Grant funds for non-profit service providers: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, and Alliance Against Family Violence and Sexual Assault. 9. Provided services to 220 consumers and providers concerning information, training, and counseling on fair housing and compliance issues. 10. Funded and co-administered three capital improvement program activities totaling nearly $1.3 million. 11. Commenced construction the Residences of West Columbus, a 56-unit multifamily affordable housing project (West Columbus and San Dimas). FY 2013-14 ACTION PLAN Planning: 1. Continue coordination with Kern County to update the Metropolitan Bakersfield General Plan policies. This includes preparation of draft climate action measures and beginning work on the environmental impact report. 2. Continue efforts to secure funding for the next phases the new Bakersfield Regional Habitat Conservation Plan with federal wildlife grants. 3. Complete preparation of a Bicycle Transportation Plan that will qualify for funding through Caltrans’ Bicycle Transportation Account to enhance and/or construct new bicycle facilities in the City. 4. Continue to provide administrative support staff for the existing MBHCP Trust Group. 5. Coordinate with the Local Agency Formation Commission (LAFCo) and City Manager’s office regarding island and other annexations. 6. Continue monitoring regional planning efforts through the Kern Council of Governments. 7. Monitor land use related activities associated with the high speed rail alignments and station location by the California High Speed Rail Authority. 215 6011– Planning continued 8. Complete processing of general plan and zoning amendments, annexation, and sphere of influence amendments (includes update of the municipal services review) for the Panorama Vista Preserve, a natural open space area located along both sides of the Kern River north of the Panorama Bluffs. SERVICE LEVEL INDICATORS (by application type) FY 11-12 Actual FY 12-13 Projected FY 13-14 Adopted Concurrent (Gen Plan Amend/Zone Change) 9 10 5 Conditional Use Permits 24 25 30 General Plan Amendments 3 2 2 Home Occupations 316 250 300 Land Divisions 38 30 30 Site Plan Reviews 42 35 35 Zone Changes 3 3 2 Zoning Modifications 11 12 10 Economic Development: 1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield. 2. Continue implementation of the Baker Street Village (Phase 2) mixed-use project using various housing resources, including the rehabilitation of the Coronet building to be used as a community center. 3. Continue to provide down payment assistance to first time homebuyers of the 74 unit Parkview Cottages project. 4. Continue towards completion of the remaining Prop. 1C projects, including construction of the 19th Street parking structure, the 19th Street Senior Housing project, the Mill Creek Courtyard Senior Residences project, the Creekview Villas townhomes project, and the 20th Street Senior Veteran's Housing project. 5. Continue collaboration with the Bakersfield Police Department to provide funding to staff police positions for the Mill Creek, Southeast, and Baker Street areas. 6. Continue working diligently with the Successor Agency to conclude the former Bakersfield Redevelopment Agency activities and carry out the remaining existing enforceable projects and contracts. 7. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs. 216 6011– Planning continued 8. Provide assistance to public services and facilities for twenty-four (24) non-profit organizations providing emergency shelter, transitional support and senior and/or youth activities. 9. Provide assistance as needed to the Bakersfield Board of Realtors for its Fair Housing Arts Contest. 10. Increase the overall level of fair housing law knowledge to all community residents by providing services, information, technical training, and counseling on fair housing related issues. 11. Provide financial assistance to multi-family projects located in the Mill Creek former Redevelopment areas with HOME Investment Partnership monies. 12. Implement programs and activities identified in the FY 2012-123 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities. 13. Complete the development of a small park and parking area on a vacant City (previously Redevelopment Agency) owned parcel located at 700 California. SERVICE LEVEL INDICATORS FY 11-12 Actual FY 12-13 Projected FY 13-14 Adopted Home Access Grant Program 14 9 10 Fair Housing Calls 655 682 682 Fair Housing Education and Outreach 220 250 225 Downpayment Assistance Programs 57 8 4 Economic development information requests 92 100 125 Project assistance/business retention requests 3 5 7 217 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 2,628,776 $ 2,526,413 $ 2,526,413 $ 2,318,753 Operating 3,690,106 2,609,113 2,682,055 2,744,268 Capital 61,915 - - - Total $ 6,380,797 $ 5,135,526 $ 5,208,468 $ 5,063,021 SOURCE OF FUNDS: General Fund $ 928,812 $ 1,119,388 $ 1,119,388 $ 1,088,218 Development Srvcs. Fund 842,912 947,078 947,078 839,572 Comm. Dev. Block Grant 1,221,122 1,762,068 1,835,010 2,177,945 HOME Program 2,031,792 1,056,992 1,056,992 957,286 Nat'l Stabilization Program 36,203 - - - ARRA HUD Stimulus Fund 148,120 - - - SA-SEPA - Operating 37,270 250,000 250,000 - SA-SEPA - Housing 575,926 - - - SA-OTKP - Operating 71,233 - - - SA-OTKP - Housing 19,087 - - - SA-DTPA - Operating 7,330 - - - SA-DTPA - Housing 455,690 - - - SA-OTKP - Cal Home Prog. 5,300 - - - Total $ 6,380,797 $ 5,135,526 $ 5,208,468 $ 5,063,021 PLANNING 218 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 2012-13 ACCOMPLISHMENTS 1. Continued to provide step-by-step approach handouts for homeowners and contractors to become familiar with state building code regulations. 2. Developed and implemented additional property postings on properties with pending Code Enforcement action to provide current owners and potential buyers additional notice. 3. Continue updating and implementing user friendly comprehensive website illustrating and explaining major functions provided by the Building Division, including forms and informational handouts. FY 2013-14 ACTION PLAN 1. Adopt the 2013 California Building Codes with local amendments in a timely manner. Provide in house training to local engineers, architects and contractors on the new codes. 2. Continue to offer pre-design plan check review as well as pre-construction conference for architects, engineers, contractors, and developers in order to assist and facilitate major construction projects. Explore electronic methods for plan check to provide a higher level of service to the building community. 3. Continue updating and implementing a user friendly comprehensive website illustrating and explaining major functions provided by the Building Division including forms and informational handouts. 4. Review and explore new methods and procedures that can provide Code Enforcement tools to remove blight in neighborhoods by being more proactive, enhancing enforcement on burned/dilapidated structures and dealing with continued repeat offenders. 219 6021– Building continued 220 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2011-122012-132012-132013-14 Personnel $ 3,925,358 $ 4,293,956 $ 4,332,099 $ 4,488,564 Operating 532,855 721,180 730,170 735,285 Capital - - - - Total $ 4,458,213 $ 5,015,136 $ 5,062,269 $ 5,223,849 SOURCE OF FUNDS: General Fund $ 1,880,675 $ 2,099,327 $ 2,146,460 $ 2,185,092 Development Srvcs Fund 2,577,538 2,915,809 2,915,809 3,038,757 Total $ 4,458,213 $ 5,015,136 $ 5,062,269 $ 5,223,849 BUILDING 221 THIS PAGE INTENTIONALLY LEFT BLANK 222 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 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. In November 2012 the California State Supreme Court ruled that Counties, including Kern County, had been incorrectly calculating the property tax administrative fees for Cities across the state. As a result of the Court’s ruling, the City of Bakersfield received a refund of approximately $3,300,000 in FY 12-13. The incremental savings in FY 13-14 is expected to be approximately $575,000. • 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. 223 NON-DEPARTMENTAL Adopted Amended Adopted ActualBudgetBudgetBudget 2011-122012-132012-132013-14 Non-Departmental $ 16,466,739 $ 15,595,114 $ 17,948,614 $ 15,367,783 Total (a) (b) $ 16,466,739 $ 15,595,114 $ 17,948,614 $ 15,367,783 SOURCE OF FUNDS: General Fund $ 15,229,748 $ 15,162,543 $ 16,757,543 $ 14,426,308 Development Servcs. Fund 340,900 318,000 318,000 231,900 T.O.T. Fund 75,079 114,571 114,571 109,575 Park Development (NOR) 819,024 - 541,000 - Successor Agency 1,988 - - - COF Utility/Road Funds 217,500 600,000 Total Total (a) (b) $ 16,466,739 $ 15,595,114 $ 17,948,614 $ 15,367,783 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) Items of note included in the 2013-14 non-departmental budget include: (1) Council Contigency of $250,000 (2) City's Share of Cost for LAFCo and KernCOG (3) City Contribution to KEDC, Bakersfield Symphony Orchestra and Beale Park Band 224 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 ARRA included substantial investment in areas such as public infrastructure development, public safety and the development of renewable energy programs. ARRA funds were 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. 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. 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 225 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. 226 ARRA Project Status Update Operating Budget Police Department: COPS (Community Oriented Policing Services) – The Police Department received grant funding to cover the actual costs for 17 Police Officer positions for a three-year period. All 17 positions have been filled. The transfer of the 17 officers to the General Fund will be complete by the end of FY 13-14. Capital Improvements Budget All ARRA-funded CIP projects have been completed. 227 CITY OF BAKERSFIELD ARRA FUNDING SUMMARY BY DEPARTMENT Project Fund Source 17 Police Officers 183 COPS Grant Opertating Sub Total: ARRA TOTAL:$70,500 Amount Operating BudgetPolice Department $70,500 $70,500 70,500$ 228 CITY OF BAKERSFIELD FINANCIAL SUMMARY ARRA FEDERAL STIMULUS FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 181$ -$ -$ -$ Revenues Intergovernmental 1,847,0571,512,6751,564,808 70,500 Total Revenues 1,847,0571,512,6751,564,808 70,500 Expenditures Personnel 1,686,2111,415,0061,467,139 Operating 160,927 70,500 Capital Outlay 97,669 97,669 Total Expenditures 1,847,1381,512,6751,564,808 70,500 Fund Balance - June 30 -$ -$ -$ -$ 229 THIS PAGE INTENTIONALLY LEFT BLANK 230 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. 231 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 – Used 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, ice rink and the Bakersfield Convention and Visitors Bureau. 232 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND AmendedRevisedAdopted Actual BudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1$249,313$237,465$237,465$48,810 Revenues Intergovernmental Revenue3,206,2193,343,4906,497,5603,426,406 Charges for Services32,000 Miscellaneous Revenue262,565177,058193,8687,000 Total Revenues3,468,7843,520,5486,723,4283,433,406 Expenditures Personnel 624,239529,403529,403487,014 Operating 571,1711,305,6072,269,9181,690,931 Capital Outlay25,712312,380 Total Operating1,221,1221,835,0103,111,7012,177,945 Capital Improv. Projects1,673,6451,107,5802,984,959360,525 Total Expenditures2,894,7672,942,5906,096,6602,538,470 Transfers Transfers out (585,865)(815,423)(815,423)(591,433) Fund Balance - June 30 237,465$ -$ 48,810$ 352,313$ 233 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 142,180$ 7,887$ 7,887$ 27,887$ Revenues Intergovernmental Revenue1,931,275 1,026,992 4,712,973 1,009,944 Miscellaneous Revenue 137,552 30,000 50,000 30,000 Total Revenues 2,068,827 1,056,992 4,762,973 1,039,944 Expenditures Personnel 171,145 144,473 144,473 122,141 Operating 1,860,647 912,519 3,298,500 835,145 Total Operating 2,031,792 1,056,992 3,442,973 957,286 Capital Improv. Projects 71,328 1,300,000 Total Expenditures 2,103,120 1,056,992 4,742,973 957,286 Fund Balance - June 30 7,887$ 7,887$ 27,887$ 110,545$ 234 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental Revenue 36,203 3,320,902 Total Revenues 36,203 3,320,902 Expenditures Personnel Operating Capital Outlay36,2033,320,902 Total Expenditures36,2033,320,902 Fund Balance - June 30 -$ -$ -$ -$ 235 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental Revenue4,879,6025,595,15910,580,11911,564,609 Total Revenues4,879,6025,595,15910,580,11911,564,609 Capital Improv. Projects4,879,6025,595,15910,580,11911,564,609 Total Expenditures4,879,6025,595,15910,580,11911,564,609 Fund Balance - June 30 -$ -$ -$ -$ 236 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1290,681$ -$ 383,182$ -$ Revenues Intergovernmental Revenue55,922,56093,919,138179,657,27050,209,508 Miscellaneous Revenue6,253 Total Revenues55,928,81393,919,138179,657,27050,209,508 Expenditures Capital Improv. Projects 55,836,31293,919,138180,040,45250,209,508 Total Expenditures 55,836,31293,919,138180,040,45250,209,508 Transfers Transfers in Fund Balance - June 30 383,182$ -$ -$ -$ 237 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 247,454349,866476,847349,972 Miscellaneous Revenue1,225500500500 Total Revenues248,679350,366477,347350,472 Expenditures Operating 196,661350,366350,366350,472 Capital Improv. Projects 52,018 126,981 Total Expenditures248,679350,366477,347350,472 Fund Balance - June 30 -$ -$ -$ -$ 238 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 19,382,763$ 5,493,074$ 9,882,353$ 1,366,394$ Revenues Intergovernmental Revenue10,219,1988,210,0007,320,0007,320,000 Charges for Services Fines & Forfeits70,49410,00031,00010,000 Miscellaneous Revenue178,52950,00025,50025,000 Total Revenues10,468,2218,270,0007,376,5007,355,000 Expenditures Personnel 1,275,589 Operating 4,729,2363,103,7463,263,997 Capital Outlay 28,908 37,500 37,500 Total Operating 6,033,7333,141,2463,301,497 Capital Improv. Projects 3,934,8988,156,33412,385,3628,300,000 Total Expenditures 9,968,63111,297,58015,686,8598,300,000 Transfers Transfers out (205,600)(205,600) Fund Balance - June 30 9,882,353$ 2,259,894$ 1,366,394$ 421,394$ 239 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 11,126,116$ 760,869$ 724,869$ 373,369$ Revenues Charges for Services 316,036300,000300,000300,000 Fines and Forfeits 1,251,9921,100,0001,100,0001,100,000 Miscellaneous Revenue 7,385 7,000 40,000 3,000 Total Revenues 1,575,4131,407,0001,440,0001,403,000 Expenditures Operating 476,660491,500491,500500,100 Total Expenditures 476,660491,500491,500500,100 Transfers Transfers out (1,500,000)(1,300,000)(1,300,000)(1,100,000) Fund Balance - June 30 724,869$ 376,369$ 373,369$ 176,269$ 240 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1180,446$ 146,817$ 309,900$ 278,222$ Revenues Intergovernmental Revenue 17,624 859,000 Licenses and permits 194,860186,000194,000194,000 Charges for Services 746,366668,200792,700766,000 Total Revenues 958,850 854,200 1,845,700 960,000 Expenditures Personnel 656,478683,704825,268825,268 Operating 154,412171,591204,928207,528 Capital Outlay18,506847,18235,246 Total Expenditures829,396 855,295 1,877,378 1,068,042 Fund Balance - June 30309,900$ 145,722$ 278,222$ 170,180$ 241 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1423,641$ 480,856$ 275,633$ -$ Revenues Intergovernmental 282,324837,553367,972570,016 Fines and Forfeits Miscellaneous Revenue5,7342,5002,5001,500 Total Revenues288,058840,053370,472571,516 Expenditures Personnel 72,651205,580205,580 40,580 Operating 75,422109,357145,755 Capital Outlay 287,993263,196294,770 Total Expenditures 436,066578,133646,105 40,580 Fund Balance - June 30 275,633$ 742,776$ -$ 530,936$ 242 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 13,199,621$ 4,783,299$ 4,943,567$ 988,404$ Revenues Taxes 7,827,791 7,575,000 7,800,000 8,000,000 Charges for Services 6,073,608 5,877,475 5,877,475 6,726,663 Miscellaneous Revenue 1,742,424 1,720,500 850,500 1,220,000 Total Revenues 15,643,823 15,172,975 14,527,975 15,946,663 Expenditures Personnel 3,644,902 3,889,959 3,889,959 4,177,173 Operating 3,606,499 3,269,790 3,430,058 3,717,284 Capital Outlay 4,926 25,000 Capital Leases 3,143,550 3,146,576 3,146,576 3,143,000 Total Expenditures 10,399,877 10,306,325 10,466,593 11,062,457 Transfers Transfers out (3,500,000) (8,016,545) (8,016,545) (4,500,000) Fund Balance - June 30 4,943,567$ 1,633,404$ 988,404$ 1,372,610$ Capital Lease Reserve 900,000$ 900,000$ 900,000$ 900,000$ Unreserved 4,043,567 733,404 88,404 472,610 Total 4,943,567$ 1,633,404$ 988,404$ 1,372,610$ Analysis of Fund Balance 243 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 $32,000,000. Funding for this program is provided by allocation from the various City programs. 244 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 127,866,428$ 19,778,361$ 22,855,222$ 13,102,143$ Revenues Intergovernmental Revenue 4,035 Charges for Services 20,656,26521,012,20021,107,40021,695,353 Miscellaneous Revenue 1,218,782822,493518,000161,000 Total Revenues 21,879,08221,834,69321,625,40021,856,353 Expenditures Personnel 4,876,0915,457,9635,457,9635,351,554 Operating 16,699,92612,580,26112,664,33512,845,510 Capital Outlay 5,665,33111,745,53114,861,91711,777,425 Total Operating 27,241,34829,783,75532,984,21529,974,489 Capital Improv. Projects 26,400 28,000 Total Expenditures 27,241,34829,783,75533,010,61530,002,489 Tranfers Transfers in 351,060 1,647,136 1,647,136 1,162,400 Transfers out (15,000) (15,000) Transfers In 351,060 1,632,136 1,632,136 1,162,400 Fund Balance - June 30 22,855,222$ 13,461,435$ 13,102,143$ 6,118,407$ 245 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 11,588,170$ (96,770)$ (70,305)$ (1,276,441)$ Revenues Charges for Services 8,749,8499,136,7339,276,7339,848,952 Miscellaneous Revenue 1,588,893457,000475,000 65,000 Total Revenues 10,338,7429,593,7339,751,7339,913,952 Expenditures Personnel 2,796,0752,775,1252,775,1252,870,713 Operating 10,001,1427,998,7438,125,2088,514,577 Total Expenditures 12,797,21710,773,86810,900,33311,385,290 Transfers Transfers in800,000 Transfers out(57,536) (57,536) Transfers in/(out)800,000 (57,536) (57,536) Fund Balance - June 30 (70,305)$ (1,334,441)$ (1,276,441)$ (2,747,779)$ 246 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. 247 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 119,970,310$ 18,186,713$ 18,186,713$ 15,506,244$ Revenues Taxes and Assessments 7,643,2707,534,8987,534,8987,154,452 Charges for Services 4,040 Miscellaneous Revenue 105,050 Total Revenues 7,752,3607,534,8987,534,8987,154,452 Expenditures Operating 175,218235,427235,427248,200 Debt Service 9,336,5817,206,4917,206,4917,134,242 Total Operating 9,511,7997,441,9187,441,9187,382,442 Capital Improv. Projects 24,158 2,773,449 Total Expenditures 9,535,9577,441,91810,215,3677,382,442 Fund Balance - June 30 18,186,713$ 18,279,693$ 15,506,244$ 15,278,254$ 248 Capital Improvement Program Funds • Capital Outlay Fund - To account for the cost of capital projects financed primarily by general revenues. • Capital Outlay – Utility/Road Fund – To account for the 1 percent local utility surcharge for gas and electricity and the additional 0.5 percent revenue per the City’s franchise agreement with Pacific Gas and Electric. The City Council specifically earmarked these revenues for roads programs. On May 1, 2013, the City Council adopted Ordinance No. 4726 which established the Roads Program Utility Franchise Fee and Surcharge Fund. The ordinance requires specific utility surcharge revenues accrue directly into the fund. • 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. • TDF TRIP Local Match Fund – To account for the Traffic Impact Fees which are used to meet local match requirements for Federal resources specific to Thomas Roads Improvement Program. 249 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 19,749,227$ 4,925,965$ 8,628,893$ 4,399,370$ Revenues Intergovernmental 265,377709,7901,141,689 Charges for Service Fines & Forfeits20,000 20,000 1,200,000 Miscellaneous Revenue633,897 786,455 2,108,958 828,000 Total Revenues899,274 1,516,245 3,270,647 2,028,000 Expenditures Capital Improv. Projects 6,151,238 3,760,145 8,720,715 12,660,451 Total Expenditures6,151,238 3,760,145 8,720,715 12,660,451 Tranfers Transfers in 4,151,630 2,375,545 1,375,545 11,000,000 Transfers out (20,000) (155,000) (155,000) Fund Balance - June 30 8,628,893$ 4,902,610$ 4,399,370$ 4,766,919$ Facilities Reserve $5,000,000$4,453,370$4,453,370$4,453,370 Unreserved 3,628,893449,240 (54,000) 313,549 Total $8,628,893$4,902,610$4,399,370$4,766,919 Analysis of Fund Balance 250 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 19,859,468$ 335,017$ 8,618,996$ -$ Revenues Taxes 4,675,000 Intergovernmental835,217(282,167)2,349,552 Charges for Service140,783 Fines & Forfeits Miscellaneous Revenue449,481 50,000 8,370 15,000 Total Revenues1,425,481 (232,167) 2,357,922 4,690,000 Expenditures Operating 217,500 217,500 600,000 Capital Improv. Projects 8,015,953 13,648,720 24,781,918 3,771,402 Total Expenditures 8,015,953 13,648,720 24,781,918 4,371,402 Tranfers Transfers in 5,350,000 13,805,000 13,805,000 Fund Balance - June 30 8,618,996$ 259,130$ -$ 318,598$ 251 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 22,708 25,311 Total Revenues 22,708 25,311 Expenditures Capital Improv. Projects 22,708 25,311 Total Expenditures 22,708 25,311 Fund Balance - June 30 -$ -$ -$ -$ 252 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 16,828,613$ 1,540,783$ 6,935,655$ 2,376,283$ Revenues Assessments 1,687,630 565,000 1,615,000 925,000 Miscellaneous Revenue 62,925 30,000 20,000 20,000 Total Revenues 1,750,555 595,000 1,635,000 945,000 Expenditures Operating 819,024 351,000 451,000 Debt Service 1,137,527 Total Operating 819,024 351,000 1,588,527 Capital Improv. Projects 824,489 348,500 4,605,845 2,800,000 Total Expenditures 1,643,513 699,500 6,194,372 2,800,000 Fund Balance - June 30 6,935,655$ 1,436,283$ 2,376,283$ 521,283$ 253 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 110,393,506$ 5,288,745$ 10,587,585$ 8,239,629$ Revenues Intergovernmental 124,750 100,000 100,000 100,000 Charges for Service Assessments10,159,883 6,021,000 15,001,000 12,000,000 Miscellaneous104,304 25,000 3,050,000 25,000 Total Revenues10,388,9376,146,00018,151,00012,125,000 Expenditures Personnel 222,497227,119227,119225,185 Operating 8,356 11,322 11,322 7,330 Total Operating 230,853238,441238,441232,515 Capital Improv. Projects 4,705,930961,67511,260,5151,878,815 Total Expenditures 4,936,7831,200,11611,498,9562,111,330 Transfers Transfers out (5,258,075)(9,000,000)(9,000,000)(16,000,000) Fund Balance - June 30 10,587,585$ 1,234,629$ 8,239,629$ 2,253,299$ 254 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 130,468,388$ 4,460,728$ 26,755,149$ 2,379$ Revenues Charges for Service 171,015 Miscellaneous 67,667 50,000 Total Revenues 238,682 50,000 Expenditures Personnel 879,0711,028,2271,028,2271,035,902 Operating 355,200480,122480,838387,592 Total Operating1,234,2711,508,3491,509,0651,423,494 Capital Improv. Projects7,975,72511,950,00034,243,70513,505,172 Total Expenditures9,209,99613,458,34935,752,77014,928,666 Transfers Transfers In 5,258,0759,000,0009,000,00016,000,000 Fund Balance - June 30 26,755,149$ 52,379$ 2,379$ 1,073,713$ 255 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 $381,000 plus interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt. 256 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1-$ -$ -$ -$ Revenues Miscellaneous 80,957 81,044 81,931 Total Revenues 80,957 81,044 81,931 Expenditures Debt Service 666,822815,416815,423673,364 Total Expenditures 666,822815,416815,423673,364 Transfers Transfers In 585,865815,423815,423591,433 Fund Balance - June 30 -$ 81,051$ -$ -$ 257 PrincipalInterest Total General Fund- Compensated Absences - Accrued- Sick Leave and Vacation - Estimate 6,100,000$ -$ 6,100,000$ Transient Occupancy Tax Fund- Convention Center - Arena Projects Series 2006A - Refunding COP 16,530,000 3,858,125 20,388,125 Series 2006B - Refunding COP 6,195,000 1,647,250 7,842,250 Community Development Block Grant Fund- HUD Section 108 Loan, 2003 ($4.1 m)2,607,000 768,080 3,375,080 HUD Section 108 Loan, 2003 ($0.8 m)532,000 175,000 707,000 HUD Section 108 Loan, 2003 ($1.0 m)689,000 230,625 919,625 HUD Section 108 Loan, 2009 ($1.8 m)1,284,000 181,106 1,465,106 Wastewater Treatment Fund: State Water Resources Loan 6,017,010 1,203,430 7,220,440 Sewer Revenue Bonds, 2007A 181,875,000 110,659,356 292,534,356 Sewer Revenue Bonds, 2012A 20,000,000 7,625,695 27,625,695 Domestic Water Fund- KCWA Water Rights 21,174,194 15,082,389 36,256,583 Successor Agency Fund: California Housing Finance Authority: Citywalk Project 277,429 11,169 288,598 The Village @ Baker Street 607,766 46,256 654,022 Centennial Garden Reimb. 1997 15,300,000 15,300,000 RDA - 2006 Arena COPS Series A 16,530,000 3,858,125 20,388,125 RDA - 2006 Arena COPS Series B 6,195,000 1,647,250 7,842,250 HUD Section 108 Loan, Millcreek South 3,329,000 1,456,571 4,785,571 HUD Section 108 Loan, Fire Station 5 1,355,000 599,423 1,954,423 HUD Section 108 Loan, 2003 ($1.0 m)689,000 230,625 919,625 I Bank - Millcreek 9,089,055 4,376,673 13,465,728 RDA Loans - Reimbursement to City 3,225,080 383,825 3,608,905 RDA-Tax Allocation Bond Series 2009A 1,935,000 1,479,188 3,414,188 RDA-Tax Allocation Bond Series 2009B 1,145,000 844,080 1,989,080 Special Assessment Districts (23)54,155,000 18,734,334 72,889,334 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2013 258 PrincipalInterestFiscal ChargesTotal Transient Occupancy Tax Fund- Convention Center - Arena Projects 2,085,0001,058,0003,143,000 Community Development Block Grant Fund- HUD Section 108 Loans, 2003 435,000231,3647,000673,364 Wastewater Treatment Fund: State Water Resources Loan 752,126150,429 902,555 Sewer Revenue Bonds, 2007A 3,260,0008,937,7949,650 12,207,444 Sewer Revenue Bonds, 2012A 5,000,000520,08812,500 5,532,588 Domestic Water Fund: KCWA Water Rights 509,258961,0601,470,318 Mainline Extenstion Reimbursement 150,000150,000 Successor Agency Fund: California Housing Finance Authority: Citywalk Project 277,42911,169288,598 The Village @ Baker Street 145,27218,233163,505 Centennial Garden Reimb. 1997 1,200,0001,200,000 RDA - 2006 Arena COPS Series A 1,520,000748,2503,5002,271,750 RDA - 2006 Arena COPS Series B 565,000309,7503,500878,250 HUD Section 108 Loans, Millcreek South 151,000161,350312,350 HUD Section 108 Loans, Fire Station 6 67,00072,622139,622 I Bank - Millcreek 245,714278,84927,267551,830 RDA Reimbursement to City 46,00035,93181,931 RDA 2009 Tab - Series A 60,000142,8745,150208,024 RDA 2009 Tab - Series B 35,00081,7445,150121,894 Special Assessment Districts (23)4,660,0002,455,42818,8147,134,242 Total Debt Service 21,163,79916,174,935 92,53137,431,265 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES FISCAL YEAR 2013-14 259 THIS PAGE INTENTIONALLY LEFT BLANK 260 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. 261 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND AmendedRevised Adopted Actual BudgetEstimates Budget 2011-122012-13 2012-13 2013-14 Fund Balance - July 1 95,767,277$ 34,867,870$ 57,785,405$ 32,355,780$ Revenues Intergovernmental Revenue 12,558 Charges for Services 30,332,87929,500,00029,309,00029,628,000 Fines & Forfeits 7,475 13,470 Miscellaneous Revenue 1,200,147956,0001,634,000 839,500 Other Financing Sources 331,063 Total Revenues 31,884,12230,456,00030,956,47030,467,500 Expenditures Personnel 5,194,2365,939,4585,939,4586,064,800 Operating 25,515,5518,248,0898,351,2507,508,723 Capital Outlay 91,950 86,500 101,500 87,000 Debt Service 32,907,62318,517,04318,517,04318,642,587 Total Operating 63,709,36032,791,09032,909,25132,303,110 Capital Improv. Projects 11,156,6343,110,00025,867,8443,004,000 Total Expenditures 74,865,99435,901,09058,777,09535,307,110 Transfers Transfers in 18,000,00017,500,00017,500,00016,000,000 Transfers out (13,000,000)(15,109,000)(15,109,000)(8,455,000) Transfers 5,000,000 2,391,000 2,391,000 7,545,000 Fund Balance - June 30 57,785,405$ 31,813,780$ 32,355,780$ 35,061,170$ Debt Service Reserve 16,000,000$ 16,000,000$ 10,000,000$ 10,000,000$ Rate Stabilization 2,000,000 Capital Reserve 6,000,0006,000,0006,000,0006,000,000 Unreserved 35,785,4059,813,78016,355,780 17,061,170 Total 57,785,405$ 31,813,780$ 32,355,780$ 35,061,170$ Analysis of Fund Balance 262 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 11,435,958$ 1,323,977$ 1,323,977$ 4,121,377$ Revenues Taxes 92,488 50,000101,000 Charges for Services 4,761,3042,140,4005,140,4005,000,000 Miscellaneous Revenue 34,227 10,000 56,000 5,000 Total Revenues 4,888,0192,200,4005,297,4005,005,000 Transfers Transfers Out (5,000,000)(2,500,000)(2,500,000)(8,000,000) Fund Balance - June 30 1,323,977$ 1,024,377$ 4,121,377$ 1,126,377$ 263 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 117,832,451$ 19,866,177$ 21,534,429$ 15,931,761$ Revenues Intergovernmental Revenue1,812,9581,532,0001,485,9281,622,501 Charges for Services38,432,69838,454,20038,833,81839,078,430 Miscellaneous Revenue398,504289,000319,000285,000 Total Revenues40,644,16040,275,20040,638,74640,985,931 Expenditures Personnel 10,007,18310,660,95110,660,95110,859,939 Operating 26,641,12129,526,73629,551,78330,026,799 Capital Outlay215,8834,057,0004,623,3803,417,000 Total Operating36,864,18744,244,68744,836,11444,303,738 Capital Improv. Projects48,995100,000704,300370,000 Total Expenditures36,913,18244,344,68745,540,41444,673,738 Transfers Transfers out(29,000)(701,000)(701,000)(455,500) Fund Balance - June 3021,534,429$ 15,095,690$ 15,931,761$ 11,788,454$ Cart Replacement Reserve4,712,000$ 5,354,000$ 5,354,000$ 5,354,000$ Unreserved16,822,4299,741,69010,577,7616,434,454 Total 21,534,429$ 15,095,690$ 15,931,761$ 11,788,454$ Analysis of Fund Balance 264 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 13,536,364$ 863,525$ 2,173,407$ -$ Revenues Intergovernmental Revenue 904,990 762,561 Miscellaneous Revenue 29,316 10,000 4,000 Total Revenues 934,306 10,000766,561 Expenditures Capital Improv. Projects 2,297,263395,0002,939,968 Total Expenditures2,297,263395,0002,939,968 Fund Balance - June 302,173,407$ 478,525$ -$ -$ 265 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 18,976,025$ 6,637,788$ 7,598,528$ 6,115,543$ Revenues Intergovernmental 73,405 Charges for Services 4,115,8614,618,0004,218,0004,428,000 Miscellaneous Revenue 117,294 52,000 27,000 22,000 Total Revenues 4,306,5604,670,0004,245,0004,450,000 Expenditures Personnel 2,053,3662,018,8292,018,8291,806,171 Operating 3,183,3262,506,3162,736,0532,595,975 Capital Outlay 28,226 17,100 17,100 7,500 Total Operating 5,264,9184,542,2454,771,9824,409,646 Capital Improv. Projects 419,139200,000931,003100,000 Total Expenditures 5,684,0574,742,2455,702,9854,509,646 Transfers out (25,000) (25,000) (25,000) (17,000) Fund Balance - June 30 7,598,528$ 6,540,543$ 6,115,543$ 6,038,897$ 266 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 131,760,828$ 13,253,729$ 31,087,740$ 15,243,059$ Revenues Charges for Services 23,184,561 23,138,20023,336,00023,864,000 Miscellaneous Revenue 426,272371,800287,000267,000 Total Revenues 23,610,83323,510,00023,623,00024,131,000 Expenditures Personnel 697,488853,679853,6791,054,861 Operating 19,493,12417,245,69617,896,55917,747,452 Capital11,10326,10026,10020,000 Debt Service1,623,4101,623,1951,623,1951,620,318 Total Operating21,825,12519,748,67020,399,53320,442,631 Capital Improv. Projects2,458,7961,860,00019,043,1482,030,000 Total Expenditures24,283,92121,608,67039,442,68122,472,631 Transfers Transfers Out(25,000)(25,000) Fund Balance - June 3031,087,740$ 15,130,059$ 15,243,059$ 16,901,428$ 267 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 1623,756$ 403,758$ 503,828$ 349,989$ Revenues Intergovernmental Revenues 19,068784,135953,710118,000 Charges for Services 285,461279,500293,500284,500 Miscellaneous Revenue5,1783,5002,5002,500 Total Revenues309,7071,067,1351,249,710405,000 Expenditures Personnel 71,889 79,271 79,271 73,362 Operating 311,863154,483155,714157,548 Total Operating 383,752233,754234,985230,910 Capital Improv. Projects 45,883900,1501,168,564120,000 Total Expenditures 429,6351,133,9041,403,549350,910 Fund Balance - June 30 503,828$ 336,989$ 349,989$ 404,079$ 268 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 115,197$ 55,118$ 55,118$ 36,078$ Revenues Charges for Services 72,094 60,000 60,700 60,400 Miscellaneous Revenue 166 100 100 100 Total Revenues 72,260 60,100 60,800 60,500 Expenditures Personnel Operating52,33999,84099,840104,066 Total Expenditures52,33999,84099,840104,066 Transfers Transfers In20,00020,00020,00030,000 Fund Balance - June 3055,118$ 35,378$ 36,078$ 22,512$ 269 THIS PAGE INTENTIONALLY LEFT BLANK 270 Successor Agency Funds Due to the California Supreme Court ruling of December 29, 2011, the Bakersfield Redevelopment Agency was dissolved as of February 1, 2012. The City took on the designation as the Successor Agency to the Redevelopment Agency as allowed under State Assembly Bill 26 and is responsible for the Administrative close-out functions of the former Redevelopment Agency. In addition, the Successor Agency is responsible for the expeditious wind down of the outstanding obligations of the former redevelopment project areas. The City, acting as the Successor Agency, does not have the ability to enter into new contracts to provide financial assistance or start new redevelopment projects or programs. • Successor Agency 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. • Successor Agency Housing Funds – Used to account for housing funds and activities of the Housing Successor Agency. • Successor Agency 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. 271 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY FUNDS AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 13,258,151$ (905,423)$ 661,080$ 333,000$ Revenues Taxes 3,189,863 4,948,921 4,773,291 3,324,754 Intergovernmental Revenue6,604,599 3,136,595 Charges for Services 3,143,550 3,146,576 3,146,576 3,143,000 Miscellaneous Revenue 44,604 Total Revenues 12,982,616 8,095,497 11,056,462 6,467,754 Expenditures Personnel 29,477 Operating 76,356 250,000 153,260 250,000 Capital Outlay Debt Service 8,792,671 8,871,508 9,071,679 6,217,754 Total Operating 8,898,504 9,121,508 9,224,939 6,467,754 Capital Improv. Projects 7,583,676 (308,191) 3,185,614 Total Expenditures 16,482,180 8,813,317 12,410,553 6,467,754 Transfers Transfers In 5,597,934 5,724,932 4,994,932 3,074,754 Transfers Out (4,695,441) (4,698,921) (3,968,921) (3,074,754) Transfers In / Out 902,493 1,026,011 1,026,011 - Fund Balance - June 30 661,080$ (597,232)$ 333,000$ 333,000$ 272 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR HOUSING AGENCY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2011-122012-132012-132013-14 Fund Balance - July 16,033,520$ 1,369,080$ 4,224,209$ -$ Revenues Taxes 1,026,011 2,149,388 Miscellaneous Revenue 143,885 28,000 Total Revenues 143,8851,026,0112,149,388 28,000 Expenditures Personnel 156,317 Operating 894,386 5,039,395 28,000 Total Operating 1,050,703 5,039,395 28,000 Capital Improv. Projects 308,191 308,191 Total Expenditures 1,050,703308,1915,347,586 28,000 Transfers Transfers In Transfers Out(902,493) (1,026,011) (1,026,011) Transfers In / Out(902,493)(1,026,011)(1,026,011) Fund Balance - June 304,224,209$ 1,060,889$ -$ -$ 273 THIS PAGE INTENTIONALLY LEFT BLANK 274 27 5 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 2 Thomas Roads Improvement Program (TRIP) Projects TRIP Projects comprise 66% of the total FY 13/14 CIP Budget. The amount approved for TRIP projects totals $73,486,082. This is comprised of $50,209,508 in federal earmark funds, and $23,276,574 as the local match requirement. Funding for the local match requirement consists of traffic impact fee revenue, PG&E surcharge revenue, and gas tax revenues. Two TRIP projects will be programmed for construction in FY 13/14. The first is the SR-99 Auxiliary Lane Project with $4,593,881 in federal funding and $595,185 in non-federal matching funds. This project is an element of the Centennial Corridor project and is necessary for any Centennial Alternative. The bidding process for this project should occur in mid-2014 with construction anticipated to commence in the latter part of 2014. The second TRIP project programmed for construction next year is the Rosedale Highway Widening Project. This project has $11,183,685 in federal funding and $1,448,965 in non-federal matching funds. This project adds an additional eastbound and westbound lane (for a total of six lanes) to Rosedale Highway (SR-58) between Gibson Street and Calloway Drive, a distance of about 3.3 miles. This project is needed to relieve congestion along this segment of Rosedale Highway (SR-58). The improvements will also provide easier access for travellers to connect to the Westside Parkway from SR-99 via Rosedale Highway and Mohawk Street. The budget for the Rosedale Highway Widening Project includes an additional $1 million of local funding to complete necessary right-of-way acquisitions. Final design of the Centennial Corridor is also programmed in FY 13/14 with $22,504,327 in federal funding and $2,915,673 in non-federal matching funds. Final design cannot begin until environmental clearance for the project has been approved, which is anticipated to occur in Spring 2014. The budget for the Centennial Corridor Project includes an additional $1 million of local funding to complete preliminary design, and $11 million of local funding for initial right-of-way costs. A combination of federal TRIP earmark funds and non-federal match funds are budgeted in FY 13/14 for the following projects. Federal earmarks provide 88.53% of funding with 11.47% local match requirement. • Hageman Flyover project, Design - $624,467 • Hageman Flyover project, Right-of-Way acquisition - $3,096,001 • SR 178 Widening project, Right-of-Way acquisition - $9,752,496 Lastly, Phases 2 and 4 of the Westside Parkway project, from Truxtun Avenue to Heath Road, are under construction and should be completed shortly after the beginning of FY 13/14. Funds approved for FY 13/14 are for final project change orders and other project closeout costs. Construction of Phase 6C has recently commenced with completion anticipated in the latter part of 2014. FY 13/14 funding for Phase 6C is for unanticipated conditions that result in contract change orders, adjustments to utilities, and other 276 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 3 unanticipated costs for completing the project. Local funding is budgeted for the following phases of the Westside Parkway (WSP) project: WSP Phase 2 – Mohawk to Allen Road, Construction - $1,000,000 WSP Phase 4 – Truxtun Tie-in, Construction - $740,000 WSP Phase 6C – Allen Road to Heath Road, Construction - $2,000,000 Bakersfield Municipal Airport Three apron rehabilitation projects totaling $120,000, 90% federally funded, are budgeted for the Airport. FY 13/14 funding will cover design and engineering costs for these projects. The construction phase will be budgeted in subsequent years depending upon the availability of federal funding. Facility Improvements Facility Improvements funded within the Capital Outlay Fund include: • Animal Control Facility Improvements – This $500,000 project will allow for miscellaneous improvements to the animal control facility at Mt. Vernon. • Elevator rehabilitation at City Hall North (CHN) – The two elevators at CHN are over 20 years old and require continual maintenance and replacement of parts to keep in operation. This $150,000 project will rehabilitate the elevators to current standards. • Police Department Firing Range Facility – This $1.2 million project, funded by seized asset forfeiture funds, will evaluate the possible relocation of the Police Department’s current firing range to a new site. Staff from multiple departments will develop a recommendation for future Council consideration. • Rabobank Arena / Convention Center Improvements – Numerous improvements are budgeted for both facilities. These improvements vary, from a tradeshow power upgrade at the Convention Center to new spectator-protecting netting at Rabobank Arena. The budget for these various improvements total $299,400. Additionally, $500,000 is funded by the new operator of the facility for future projects at the facilities. • Various Fire Stations – Rehabilitation and repair projects budgeted for FY 13/14 total $395,000. Projects include kitchen rehabilitation at Station 6, restroom rehabilitation at Stations 2 and 4, driveway replacement at Stations 1 and 2, and roof repairs at various stations. 277 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 4 Park Facility Improvements Funding for park facility improvements includes Community Development Block Grant (CDBG), Capital Outlay, and Park Improvement funds. Projects for FY 13/14 include: • Challenger Park Playground and Wilderness Park Playground Rehabilitation – This $524,000 project rehabilitates play equipment at both parks. The playgrounds are original to these parks and were installed in the late 1980’s. Several play features are metal which makes the equipment unusable during the summer months. Additionally, the play equipment has passed its useful lives and has little play value as compared to modern standards. • Mesa Marin Phase II – Project provides for construction of improvements to the land adjacent to the south of Phase I of the Mesa Marin Sports Complex. Options considered include additional softball fields or soccer fields and additional amenities such as a skate park and additional parking. Funding sources include $1 million of capital outlay funds and $800,000 of park improvement fees. • Planz Park Skate and Picnic Area – This $360,525 project, funded with CDBG funds, will demolish the pool at Planz Park and construct a skate park and picnic area. • Sports Village Phase III – Phase III will construct additional sports facilities, parking areas and restrooms as designed through the Sports Village Master Plan. Funding sources include $1.5 million of capital outlay funds and $2 million of park improvement fees. Reconstruction of Various Streets The FY 13/14 CIP Budget includes a pavement rehabilitation project at various locations with funding from the following sources: federal Regional Surface Transportation Program funds totaling $3,353,579 with capital outlay funds providing the local match requirement of $731,421. This project ties to City Council goals for the street maintenance program. Rehabilitation of pavement will occur on the following road segments: • Panama Lane from Monitor Street to South Union Avenue – Staff will review this road segment for potential bike lane modifications. • Truxtun Avenue from Chester Avenue to T Street Resurfacing Funds for Public Works Streets Division This project continues the Council’s priority goal of a street maintenance program. This $6.3 million project, funded with both capital outlay and gas tax revenues, refurbishes asphalt pavement on local streets. Staff will review each of the road segments for potential bike lane modifications. 278 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 5 Sewer Projects Capital Projects funded by Sewer Enterprise funds include: • Plant 2 and Plant 3 Energy Efficiency upgrades – This project will retain a consultant(s) to analyze and provide recommended projects to reduce utility costs. Approved funding also includes implementation of priority projects. Staff will explore rebates and other revenue sources for construction of recommended projects. $165,000 is requested for Plant 2 and $85,000 for Plant 3. • Plant 2 and Plant 3 Miscellaneous Improvements – Continuous treatment of wastewater year-round causes wastewater treatment facilities to wear down. Facilities such as clarifiers, headworks, digesters, pump stations, trickling filters, various buildings, major and minor pieces of equipment, pipes and other structures are all subject to erosion, corrosion, daily operational wear-and-tear, breakdowns and general failures. These projects will make it possible to do periodic capital improvements to the wastewater treatment facilities and make the facilities functional and safe. $250,000 is requested for each plant. • Plant 3 Digester Mixing Pumps – This $210,000 project replaces three digester-mixing pumps. The existing pumps are 15 years old and replacement parts are no longer available. • Sewer Lift and Storm Water Pump Stations – This multi-year project includes $1,000,000 in FY 13/14 to fund major improvements to the city’s aging sewer lift and storm water pump stations. An inspection by an independent safety company noted areas of concern throughout the system. Thirty-nine of the city’s 49 sewer lift stations and 17 of 23 storm water pump stations are scheduled for improvement. • Sewer Rehabilitation on California Avenue from P Street to Union Avenue – In 2008, this sewer line was found to have sections of deteriorated pipe and must be rehabilitated to prevent failure. $684,000 of funding is requested for this Plant 2 project. • Storm Drain improvements at Oak Street at 24th Street and along 22nd Street from Elm Street to Cedar Street – Changes have occurred in the watershed since construction of the 22nd Street storm drain dictating construction of modifications. This $280,000 Plant 2 project will be coordinated with the design of the TRIP 24th Street widening project to ensure project compatibility. 279 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 6 Solid Waste Projects Significant CIP for FY 13/14 with Refuse Collection funds include: • Conveyor-length extension – Conveyors have placed finished compost in a central stockpile for sales. Regulations now limit the size of the stockpiles. This $180,000 project will provide for additional conveyor length that is needed to place a series of smaller stockpiles for regulatory compliance. Per Agreement No. 08-087 with Kern County, the County will reimburse $54,000 of the project's cost. • Glass Separation Screen – This $190,000 unit will remove glass from a certain part of the compost production, greatly reducing risk. Per Agreement No. 08-087 with Kern County, the County will reimburse $57,000 of the project's cost. Street Improvements Significant street improvements for FY 2013/14 include: • Cul-de-sac construction on 24th Street – During the 24th Street widening project planning, property owners south of 24th Street requested their streets be closed off from 24th Street. This $115,400 project, funded with capital outlay funds, will construct cul-de-sacs south of 24th Street from Elm Street to A Street based on property owner requests. • Median Improvement on Mt. Vernon Avenue from Columbus Street to University Avenue – This $515,565 project will enhance the travel corridor for this road segment. $398,000 of federal funding is allocated to the project, with the remainder of $117,565 funded by capital outlay funds. • Median improvement on Union Avenue – The existing median islands on Union Avenue from the Arvin-Edison canal to Berkshire Road have no landscape improvements. This $323,000 project will install an irrigation system and landscaping. Developer contributions made in lieu of constructing median landscape improvements provide the funding source for this project. • Retrofit Manor Street Bridge over the Kern River – Caltrans’ inspection and maintenance review determined the Manor Street Bridge is seismically deficient and functionally obsolete. This project retrofits the bridge and brings it up to current Caltrans and AASHTO (American Association of State Highway and Transportation Officials) standards. The amount for FY 13/14 reflects the funding currently included in the Federal Transportation Improvement Program (FTIP). Additional funding beyond the amount authorized on the FTIP is required for this project. The Five-Year CIP Plan includes the request for additional funding in FY 14/15. Construction is not anticipated to commence until the next fiscal year; however, costs will be incurred in FY 13/14 to get the project ready for advertising. 280 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 7 The $5.8 million project for FY 13/14 is 88.53% federally funded with the local match requirement of 11.47% funded by capital outlay funds. The federal share of the project is $5,134,740 with a local match share of $665,260. • Shoulder Widening at Various Locations - Several sections of local streets are in need of shoulder widening in order to reduce dust pollution. The additional shoulders also provide surfacing for pedestrians and bikers. Improvements will occur on the following road segments: o Cottonwood Road between Casa Loma Drive and Panama Lane, o Morning Drive between Auburn Street and Paladino Drive, and o Old River Road between Metropolitan Way and Taft Highway The budget for all three phases is $785,700 (federal share of $695,580 with capital outlay monies funding the local match requirement of $90,120). • Street Improvement on Hosking Avenue from Wible to Hughes – This segment of Hosking Avenue needs roadway improvements due to an interchange project. Right-of-way for this project was completed in prior years. This $800,000 project, funded by traffic impact fees, is for the design and construction of the improvements. • Street Improvements on Mohawk from Siena Lane to Hageman Road – $980,000 of traffic impact fee funding is for FY 13/14 for design and right-of-way acquisition costs for this project that will extend Mohawk Street from Siena Lane to Hageman Road. Construction funding will be programmed in FY 14/15. This project will improve traffic circulation in the northwest by providing an additional north/south route. Traffic Signal Coordination Projects for traffic signal coordination include signal modification, 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. The Federal Congestion Management Air Quality (CMAQ) funds 88.53% of each project’s costs, with the local match requirement of 11.47% funded by the Gas Tax Fund. Traffic signal coordination projects include: • Signal Synchronization on H Street from White Lane to California Avenue – Total budget of $457,750 (federal share of $405,246 and gas tax share of $52,504). • Signal Synchronization on Stine Road from Ming Avenue to White Lane – Total budget of $168,400 (federal share of $149,084 and gas tax share of $19,316). 281 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 8 • Signal Synchronization on White Lane from Stine Road to H Street – Total budget of $203,000 (federal share of $179,716 and gas tax share of $23,284). • Traffic Signal Interconnect on Calloway Drive from Olive Drive to Norris Road – Total budget of $104,500 (federal share of $92,514 and gas tax share of $11,986). • Traffic Signal Interconnect on Jewetta Road from Hageman Road to Olive Drive – Total budget of $313,300 (federal share of $277,365 and gas tax share of $35,935). Traffic Signals Two new traffic signal projects, both predominantly federally funded, are budgeted for FY 13/14. In addition, the installation of pedestrian countdown timer heads is included for various traffic signals. • Intersection of Buena Vista Road and Harris Road - This project will install a traffic signal and traffic signal interconnect along Buena Vista Road from Panama Lane to White Lane. The total budget for this project is $652,500 (federal share of $577,658 and Transportation Development Fund share of $74,842). • Intersection of Jewetta Avenue and Reina Road - The total budget for this project is $209,000 (federal share of $185,027 and Transportation Development Fund share of $23,973). • Pedestrian countdown timer heads – Various traffic signals throughout the city will have countdown timer heads installed. The total budget for this project is $129,000 (federal funding of $116,100 with the $12,900 local match requirement funded by capital outlay funds). Water Resources Projects Significant projects for the Water Resources Department, all funded within the Domestic Water Fund, include: • Northwest Feeder Facilities – This is a one-time payment of $235,000 to Kern County Water Agency Improvement District No. 4 (ID4) for the City’s participation in the expansion of ID4’s Water Treatment Plant. This payment is the difference between the original CIP cost and the actual CIP cost of the treatment plant expansion. • Service Connection Replacement Program – This $600,000 project includes scheduled replacement of older service connections. • Water Main Extensions - New water main extensions are required to loop and extend our domestic water system so water can flow more efficiently and adequate pressures be maintained. $850,000 of funding is requested for this project. 282 Honorable Mayor and City Council FY 2013-2018 Adopted CIP - Letter of Transmittal July 1, 2013 Page 9 • Wellhead Facilities Upgrade ($300,000) - Several projects are required to improve water production and treatment operations at various well sites within the system. $300,000 of funding is requested for this project. Summary Staff is pleased to present the CIP budget five-year plan for 2013-2018, and the FY 2013-14 CIP budget. The projects contained within these budgets represent a wide range of improvements to the City’s infrastructure that will ensure the sustainability of City facilities, enhance the aesthetics of the community, and provide safety to residents. 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 preparing, managing, and monitoring the City of Bakersfield’s CIP budget. 283 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. 284 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 2013-2018 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program and five-year budget for the City of Bakersfield for fiscal years 2013-2018 was adopted on June 26, 2013. 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; 285 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 2013-14 CIP. Approximately $18.3 million is budgeted to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $ $3,353,579 (T4K212); $2.3 million in gas tax funds (T4K200); and $4,731,421 in Capital Outlay Funds (T4K200; T4K212). In addition, the Operating Budget includes $7.9 million for street materials and operating costs. Operating Budget Impact – Approximately $7.9 million has been budgeted in the City’s Operating Budget for street materials and operating costs associated with these projects. This is the first fiscal year in which no Gas Tax revenues are appropriated to the Streets Division. Historically, Gas Tax revenues were used to support the Streets Division in the amount of $2.5 to $2.7 million annually. The reduction of the use of Gas Tax is in preparation to use this funding source for future debt service for certain local borrowing needs related to the Thomas Roads Improvement Program. 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 – There are two new traffic signal projects included in the FY 13/14 CIP. The budget for the new traffic signal at the intersection of Buena Vista Road and Harris Road is $652,500 (federal share of $577,658 and Transportation Development Fund share of $74,842). The budget for the new traffic signal at Jewetta Avenue and Reina Road is $209,000 (federal share of $185,027 and Transportation Development Fund share of $23,973). Operating Budget Impact – Each signal will create additional operating and maintenance costs in the amount of $2,700 for FY 2013-14. 286 Capital Improvement Program Overview continued 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 and Centennial Corridor. The TRIP office is located 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 phases and so have no impacts themselves to the FY 2013-14 operating budget. TRIP Projects comprise 66% of the total FY 13-14 CIP Budget. The amount budgeted for TRIP projects totals $73,486,082. This is comprised of $50,209,508 in federal earmark funds, and $23,276,574 as the local match requirement. T9WP20, T9WP40, T9WP6C - WESTSIDE PARKWAY – In total, $ 3,740,000 is budgeted in the FY 2013-14 CIP for the Westside Parkway project. These funds include $2,000,000 in funding for Phase 6C - from the Allen Road interchange west to the terminus of the freeway at Stockdale Highway. Additionally, $1,740,000 is budgeted for closing out punch list items on various other phases of the Westside Parkway. Operating Budget Impact – Phase 1 of the Westside Parkway Project, Mohawk Street from Truxtun Avenue to Rosedale Highway, was completed June 30, 2011. The new facility includes 1.5 miles of asphalt six-lane arterial street, four new bridge structures and three new traffic signals. Unlike the majority of the remainder of Westside Parkway, the maintenance responsibility for Phase I remains with the City. The remainder of the Westside Parkway (to Allen Road) was completed in August 2013. Drivers are now utilizing the 6.2 miles of new concrete 6-lane freeway, associated traffic signals and bridge structures, which have become the City’s responsibility to maintain. However, as these roadway facilities are new, initial maintenance costs is anticipated to 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. TRRH17 - ROSEDALE WIDENING - The first phase of this project proposes construction of two additional lanes (one in each direction) between Calloway and Gibson Street. East of Gibson Street, the project would modify lane striping and the median to transition to the existing lane configuration. Included in FY 13- 14 CIP is $11,183,685 in federal funds and $1,448,965 in local matching funds. 287 Capital Improvement Program Overview continued Operating Budget Impact – Minimal, as this project improves an existing CalTrans facility. 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 of the region. T4K219 – TRUXTUN AVENUE FROM CHESTER AVENUE TO T STREET - As part of the on- going pavement rehabilitation program, this project will rehab the pavement on Truxtun Avenue from Chester Avenue to T Street. Construction of this project is federally funded through RSTP (88.53%) with required local match (11.47%). T4K220 – PANAMA LANE FROM MONITOR STREET TO SOUTH UNION AVENUE - As part of the on-going pavement rehabilitation program, this project will rehab the pavement on Panama Lane from Monitor Street to Union Avenue. Construction of this project is federally funded through RSTP (88.53%) with required local match (11.47%). 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. Funding of $850,000 within the Domestic Water Fund is budgeted for this project. • 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. GAC treatment is required to improve water production and to ensure that the wells meet stringent state and federal water quality standards. Funding of $300,000 within the Domestic Water Fund is budgeted for this project. 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 288 Capital Improvement Program Overview continued Service Co.) charges a monthly flat fee per connection. Maintenance and Construction of City Facilities Investment in City facilities is a goal of the 2013-18 CIP: • P4C120 - WILDERNESS PLAYGROUND REHAB – This project will replace the existing original playground equipment at Wilderness Park. • P4C121 - CHALLENGER PLAYGROUND REHAB - This project will replace the existing original playground equipment at Challenger Park. • P4C122 – CONVENTION CENTER TRADE SHOW POWER UPGRADE - This project will replace the existing power units used to provide electricity to exhibitors during trade shows at the Convention Center. The existing units are over 30 years old and it is difficult to repair them due to lack of available parts. • P4K217 - PD FIRING RANGE FACILITY – This project will allow staff to evaluate, select and construct a new facility for the Police Department firing range. The existing facility is out of date and is located within an urbanized area of the City, creating noise nuisances for nearby residential and commercial properties. • P4K218 - ANIMAL CONTROL FACILITY IMPROVEMENTS – This project will provide for various improvements at the existing animal shelter location on Mt. Vernon Avenue. The City has continued to commit capital funding to improve the facility as a long-term joint partnership with the County of Kern is established. • P4H105 - FIRE ST. 6 KITCHEN REHAB - This project will rehab the kitchen at Fire Station 6. Currently, the fixtures and appliances are over 30 years old and have outlasted their useful lifespans. Operating Budget Impact – These projects will have minimal operating budget impacts for the various departments. In most cases, the projects will improve existing facilities, resulting in savings to maintenance and replacement of fixtures and equipment by departments which were regularly needed prior to the improvements as a result of the budgeted project. FINANCIAL SUMMARIES The following pages contain financial summaries and additional information pertaining to the adopted 2013-2018 Capital Improvement Program Five-Year 289 Capital Improvement Program Overview continued Plan. Information contained in the following tables are: • Summary by Department; • Funding Summary; and, • Project Summary by Department. SUMMARY The adopted CIP reflects a schedule of projects that addresses critical needs in the community. As elected representatives of the citizens of Bakersfield, the Mayor and City Council establish the policy framework for development of the capital budget. The governing body has consistently coalesced around several focal points that reflect what has made Bakersfield a quality city and will position Bakersfield to continue to prosper. These discussions with the Mayor and Councilmembers, individually and in workshops, as well as dialogue with other community leaders, citizen groups, and individual citizens provide the key factors for staff consideration in the formulation of the City’s operating and capital budgets as Bakersfield moves forward to: • Address major needs such as preserving public safety, making critical capital investments and targeting maintenance and repair dollars effectively; • Sustain continued economic development for continued prosperity in the City; • Serve priorities and needs identified by the community so improvements are responsive to the needs of the public; and • Maintain a balanced budget. The adopted 2013-2018 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. 290 Ag r i c u l t u r a l a n d D o m e s t i c Wa t e r F u n d s 2% Ca p i t a l O u t l a y F u n d 11 % Fe d e r a l T r a n s p o r t a t i o n Fu n d 10 % Ga s T a x F u n d 8% Pa r k I m p r o v e m e n t F u n d 3% Ut i l i t y R o a d F u n d 3% Ot h e r 1% Se w e r E n t e r p r i s e F u n d 3% Th o m a s R o a d s G r a n t Fu n d i n g 45 % 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 14 % Ci t y o f B a k e r s f i e l d CI P S U M M A R Y B Y F U N D Fi s c a l Y e a r 2 0 1 3 - 1 4 29 1 Key to Funding Codes CODE DESCRIPTION SOURCE NUMBER AWF Agriculture Water Fund Local 431 CDBGCommunity Development Block Grant Federal 111 COF Capital Outlay Fund Local 311 DWF Domestic Water Fund Local 441 EMF Equipment Management Fund Local 511 FRR Facility Reserve Fund Local 311 FTF Federal Transportation Fund Federal 121 GAF General Aviation Fund Local 451 GTF Gas Tax Fund State 151 OPF Offstreet Parking Fund Local 461 PIF Park Improvement Fund Local 321 RCF Refuse Collection Fund Local 421 SEF Sewer Enterprise Funds Local 411/412 SLESFSupplemental Law Enforcement Safety Fund State 181 TDA Transportation Development Act State 142/145 TDF Transportation Development Fund Local 331/335 TRIP Thomas Roads Improvement Program Federal/State122/123/124/125/126 URF Utility Roads Fund Local 316 292 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 3 - 2 0 1 8 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 Total Co m m u n i t y D e v e l o p m e n t 96 , 3 6 0 $ - $ - $ - $ - $ 96,360$ Fi n a n c e 95 , 0 0 0 95,000 Fi r e 39 5 , 0 0 0 395,000 Pu b l i c W o r k s 10 1 , 5 0 2 , 1 9 7 52 5 , 9 2 1 , 9 7 6 12 , 4 8 6 , 0 0 0 5, 7 4 2 , 0 0 0 15 , 1 5 0 , 0 0 0 660,802,173 Ra b o b a n k A r e n a / C o n v e n t i o n C e n t e r 29 9 , 4 0 0 299,400 Re c r e a t i o n a n d P a r k s 6, 1 8 4 , 5 2 5 6,184,525 Wa t e r R e s o u r c e s 2, 1 3 0 , 0 0 0 1 , 1 5 0 , 0 0 0 1 , 1 5 0 , 0 0 0 1 , 1 5 0 , 0 0 0 1 , 1 5 0 , 0 0 0 6 , 7 3 0 , 0 0 0 To t a l 11 0 , 7 0 2 , 4 8 2 $ 52 7 , 0 7 1 , 9 7 6 $ 13 , 6 3 6 , 0 0 0 $ 6, 8 9 2 , 0 0 0 $ 16 , 3 0 0 , 0 0 0 $ 674,602,458$ 29 3 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 3 - 2 0 1 8 FU N D I N G S U M M A R Y So u r c e F u n d F u 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 3 - 14 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 500,000$ 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 3 6 0 , 5 2 5 360,525 CO F 3 1 1 C a p i t a l O u t l a y F u n d 1 2 , 6 6 0 , 4 5 1 1, 4 6 5 , 0 0 0 3 9 0 , 0 0 0 2 0 0 , 0 0 0 1 0 0 , 0 0 0 1 4 , 8 1 5 , 4 5 1 DW F 4 4 1 D o m e s t i c W a t e r F u n d 2 , 0 3 0 , 0 0 0 1 , 0 5 0 ,0 0 0 1 , 0 5 0 , 0 0 0 1 , 0 5 0 , 0 0 0 1 , 0 5 0 , 0 0 0 6 , 2 3 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 2 8 , 0 0 0 28,000 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 1 1 , 5 6 4 ,6 0 9 6 , 0 6 9 , 5 9 4 3 , 4 5 3 , 5 5 5 3 , 4 5 3 , 5 5 5 24,541,313 GA F 4 5 1 G e n e r a l A v i a t i o n F u n d 12 0 , 0 0 0 120,000 GT F 1 5 1 G a s T a x F u n d 8, 3 0 0 , 0 0 0 6 , 0 3 6 , 3 8 1 6 , 0 5 7 , 4 4 5 4 9 7 , 4 4 5 50,00020,941,271 PI F 3 2 1 P a r k I m p r o v e m e n t F u n d 2, 8 0 0 , 0 0 0 2,800,000 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 37 0 , 0 0 0 370,000 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 3, 0 0 4 , 0 0 0 1, 4 9 5 , 0 0 0 1 , 3 2 5 , 0 0 0 1 , 0 0 0 , 0 0 0 1 5 , 0 0 0 , 0 0 0 2 1 , 8 2 4 , 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 15 , 3 8 3 , 9 8 7 3 1 8 , 1 4 4 , 6 7 5 1 , 2 6 0 ,0 0 0 5 9 1 , 0 0 0 335,379,662 TR I P V a r i o u s 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 50 , 2 0 9 , 5 0 8 1 3 1 , 2 1 0 , 3 2 6 181,419,834 UR F 3 1 6 U t i l i t y R o a d F u n d 3, 7 7 1 , 4 0 2 6 1 , 5 0 1 , 0 0 0 65,272,402 To t a l 11 0 , 7 0 2 , 4 8 2 $ 52 7 , 0 7 1 , 9 7 6 $ 13 , 6 3 6 , 0 0 0 $ 6, 8 9 2 , 0 0 0 $ 16,300,000$ 674,602,458$ 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 - $ -$ 29 4 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 RA B O B A N K A R E N A / C O N V E N T I O N C E N T E R 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 T o t a l P4 C 1 2 5 A R E N A H O C K E Y S P E C . N E T 2 C O F 3 1 1 22 , 0 0 0 $ - $ - $ - $ - $ 22,000$ P4 C 1 3 0 A R E N A S U I T E P R I V A C Y D R A P E 2 C O F 3 1 1 11 , 2 0 0 - - - - 11,200 P4 C 1 2 4 A R E N A / C C 2 W A Y R A D I O R E P L 2 C O F 3 1 1 7, 5 0 0 - - - - 7,500 P4 C 1 2 3 A R E N A / C C P A R K I N G L I G H T I N G 2 C O F 3 1 1 35 , 0 0 0 - - - - 35,000 P4 C 1 2 6 C C L O B B Y W A L L P A P E R R E P L 2 C O F 3 1 1 30 , 0 0 0 - - - - 30,000 P4 C 1 2 8 C C M T G R O O M C H A I R R E P L A C E 2 C O F 3 1 1 42 , 2 0 0 - - - - 42,200 P4 C 1 2 2 C C T R D S H O W P W R U P G R A D E 2 C O F 3 1 1 45 , 0 0 0 - - - - 45,000 P4 C 1 2 7 I C E R I N K F L O O R S C R U B B E R 2 C O F 3 1 1 6, 5 0 0 - - - - 6,500 P4 C 1 2 9 T H T R S O U N D U P G R A D E 2 C O F 3 1 1 84 , 0 0 0 - - - - 84,000 Q4 C 0 0 2 A R E N A T I M E / A T D C E S O F T W A R E 2 C O F 3 1 1 16 , 0 0 0 16,000 To t a l 29 9 , 4 0 0 $ - $ - $ - $ - $ 2 9 9 , 4 0 0 $ 29 5 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 CO M M U N I T Y D E V E L O P M E N T 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 T o t a l Q4 D 0 0 1 D E M O 1 2 0 1 3 4 T H S T C O D E E N 2 C O F 3 1 1 63 , 5 8 0 $ - $ - $ - $ - $ 63,580$ Q4 D 0 0 2 D E M O 3 0 5 M L K D R C O D E E N 1 C O F 3 1 1 32 , 7 8 0 - - - - 32,780 To t a l 96 , 3 6 0 $ - $ - $ - $ - $ 9 6 , 3 6 0 $ 29 6 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 N A N C E D E P A R T M E N T 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 T o t a l Q4 G 0 0 2 C A F R B O O K S O F T W A R E N/ A C O F 3 1 1 95 , 0 0 0 $ - $ - $ - $ - $ 95,000$ To t a l 95 , 0 0 0 $ - $ - $ - $ - $ 9 5 , 0 0 0 $ 29 7 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 T o t a l P4 H 1 1 2 F I R E S T 1 & 2 D R I V E W A Y R E P L 2 C O F 3 1 1 1 2 0 , 0 0 0 $ - $ - $ - $ - $ 1 2 0 , 0 0 0 $ P4 H 1 0 5 F I R E S T 6 K I T C H E N R E H A B 1 C O F 3 1 1 70 , 0 0 0 - - - - 70,000 P4 H 1 0 2 F I R E S T A 2 R E S T R O O M R E H A B 2 C O F 3 1 1 80 , 0 0 0 - - - - 80,000 P4 H 1 0 4 F I R E S T A 4 R E S T R O O M R E H A B 2 C O F 3 1 1 35 , 0 0 0 - - - - 35,000 P4 H 1 1 0 F I R E S T A R O O F R E P A I R S 2, 3 C O F 3 1 1 90 , 0 0 0 - - - - 90,000 To t a l 39 5 , 0 0 0 $ - $ - $ - $ - $ 3 9 5 , 0 0 0 $ 29 8 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 ( T R 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 : T3 K 2 3 3 2 4 T H S T R E E T C U L - D E - S A C S 2 C O F 3 1 1 1 1 5 , 4 0 0 $ - $ - $ - $ - $ 1 1 5 , 4 0 0 $ P4 K 2 0 7 A I R P O R T M A I N A P R O N R E H A B 1 G A F 4 5 1 50 , 0 0 0 - - - - 50,000 P4 K 2 0 6 A I R P O R T N E A P R O N R E H A B 1 G A F 4 5 1 45 , 0 0 0 - - - - 45,000 P4 K 2 0 8 A I R P O R T N W A P R O N R E H A B 1 G A F 4 5 1 25 , 0 0 0 - - - - 25,000 P4 K 2 1 8 A N M L C N T R L F A C I L I T Y I M P R V 1 C O F 3 1 1 5 0 0 , 0 0 0 - - - - 5 0 0 , 0 0 0 T0 K 2 0 9 B R D G R E T R O M A N O R / K E R N R V R 3 C O F 3 1 1 6 6 5 , 2 6 0 - - - - 6 6 5 , 2 6 0 T0 K 2 0 9 B R D G R E T R O M A N O R / K E R N R V R 3 I S T E A 1 2 1 5 , 1 3 4 , 7 4 0 2, 6 1 6 , 0 3 9 - - - 7 , 7 5 0 , 7 7 9 T0 K 2 0 9 B R D G R E T R O M A N O R / K E R N R V R 3 G T F 1 5 1 - 3 3 8 , 9 3 6 - - - 3 3 8 , 9 3 6 P4 K 2 1 6 C A R P E T P U B W K A N N E X 1 S T F L 1 C O F 3 1 1 50 , 0 0 0 - - - - 50,000 P4 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 1 5 0 , 0 0 0 - - - - 1 5 0 , 0 0 0 P4 K 2 1 3 C O N V E Y O R L E N G T H E X T E N S I O N 1 R C F 4 2 1 1 8 0 , 0 0 0 - - - - 1 8 0 , 0 0 0 P4 K 2 1 4 G L A S S S E P A R A T I O N S C R E E N 1 R C F 4 2 1 1 9 0 , 0 0 0 - - - - 1 9 0 , 0 0 0 T4 K 2 0 1 H S I P P E D C O U N T D N T I M E R S # 2 V A R I O U S C O F 3 1 1 12 , 9 0 0 - - - - 12,900 T4 K 2 0 1 H S I P P E D C O U N T D N T I M E R S # 2 V A R I O U S I S T E A 1 2 1 1 1 6 , 1 0 0 - - - - 1 1 6 , 1 0 0 E4 K 2 0 2 L R G V O L U M E P O L Y M E R T A N K 6 S E F 4 1 2 40 , 0 0 0 - - - - 40,000 T4 K 2 1 3 M E D I M P M T V R N C O L U M / U N IVE R 3 C O F 3 1 1 1 1 7 , 5 6 5 - - - - 1 1 7 , 5 6 5 T4 K 2 1 3 M E D I M P M T V R N C O L U M / U N I V E R 3 I S T E A 1 2 1 3 9 8 , 0 0 0 - - - - 3 9 8 , 0 0 0 T4 K 2 1 1 M E D I M P U N I O N A E T O B E R K 1 C O F 3 1 1 3 2 3 , 0 0 0 - - - - 3 2 3 , 0 0 0 T4 K 2 1 8 M I S C B R I D G E I M P R O V E M E N T S V A R I O U S C O F 3 1 1 50 , 0 0 0 - - - - 50,000 P4 K 2 1 7 P D F I R I N G R A N G E F A C I L I T Y UN K N O W N CO F 3 1 1 1 , 2 0 0 , 0 0 0 - - - - 1 , 2 0 0 , 0 0 0 T4 K 2 1 2 P V M T R E H A B F Y 1 3 - 1 4 R S T P 1 , 2 C O F 3 1 1 7 3 1 , 4 2 1 - - - - 7 3 1 , 4 2 1 T4 K 2 1 2 P V M T R E H A B F Y 1 3 - 1 4 R S T P 1 , 2 I S T E A 1 2 1 3 , 3 5 3 , 5 7 9 - - - - 3 , 3 5 3 , 5 7 9 P4 K 2 0 5 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 5 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 9 0 0 , 0 0 0 P4 K 2 1 1 R A B O F I R E S P R N K L R R E H A B 2 C O F 3 1 1 32 , 0 0 0 - - - - 32,000 E4 K 2 0 1 R E P L D I G E S T O R M I X E R P U M P 6 S E F 4 1 2 2 1 0 , 0 0 0 70 , 0 0 0 - - - 2 8 0 , 0 0 0 E4 K 2 0 3 R E P L A C E B L E A C H T A N K 6 S E F 4 1 2 40 , 0 0 0 - - - - 40,000 P4 K 2 1 2 R E P L C 2 H V A C ' S - F I R E S T N 3 2 C O F 3 1 1 20 , 0 0 0 - - - - 20,000 29 9 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 ( T R 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 ) : P4 K 2 1 0 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 8 , 0 0 0 $ - $ - $ - $ - $ 2 8 , 0 0 0 $ T4 K 2 0 0 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 U S C O F 3 1 1 4 , 0 0 0 , 0 0 0 - - - - 4 , 0 0 0 , 0 0 0 T4 K 2 0 0 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 U S G T F 1 5 1 2 , 3 0 0 , 0 0 0 - - - - 2 , 3 0 0 , 0 0 0 E4 K 2 0 7 S D I M P O A K / 2 2 N D S Y S T E M 2 S E F 4 1 1 2 8 0 , 0 0 0 - - - - 2 8 0 , 0 0 0 E4 K 2 0 6 S E W E R L I F T & S T R M P M P S T A V A R I O U S S E F 4 1 2 1 , 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 5,000,000 T4 K 2 1 0 S H O U L D E R W I D E N I N G V A R I O U S V A R I O U S C O F 3 1 1 90 , 1 2 0 - - - - 90,120 T4 K 2 1 0 S H O U L D E R W I D E N I N G V A R I O U S V A R I O U S I S T E A 1 2 1 6 9 5 , 5 8 0 - - - - 6 9 5 , 5 8 0 T4 K 2 0 2 S I G M O D M I S C E L L A N E O U S V A R I O U S C O F 3 1 1 50 , 0 0 0 - - - - 50,000 T4 K 2 0 2 S I G M O D M I S C E L L A N E O U S V A R I O U S G T F 1 5 1 - 50 , 0 0 0 50 , 0 0 0 50 , 0 0 0 50,000 200,000 T4 K 2 0 8 S I G N E W B V / H A R R I S 5 I S T E A 1 2 1 5 7 7 , 6 5 8 - - - - 5 7 7 , 6 5 8 T4 K 2 0 8 S I G N E W B V / H A R R I S 5 T D F 3 3 1 74 , 8 4 2 - - - - 74,842 T4 K 2 0 9 S I G N E W J E W E T T A / R E I N A 4 I S T E A 1 2 1 1 8 5 , 0 2 7 - - - - 1 8 5 , 0 2 7 T4 K 2 0 9 S I G N E W J E W E T T A / R E I N A 4 T D F 3 3 1 23 , 9 7 3 - - - - 23,973 T4 K 2 0 3 S I G N A L S Y N C H / C O M M H S T 7 C O F 3 1 1 52 , 5 0 4 - - - - 52,504 T4 K 2 0 3 S I G N A L S Y N C H / C O M M H S T 7 I S T E A 1 2 1 4 0 5 , 2 4 6 - - - - 4 0 5 , 2 4 6 T4 K 2 0 4 S I G N A L S Y N C H / C O M M S T I N E 6 C O F 31 1 19 , 31 6 - - - - 19,316 T4 K 2 0 4 S I G N A L S Y N C H / C O M M S T I N E 6 I S T E A 1 2 1 1 4 9 , 0 8 4 - - - - 1 4 9 , 0 8 4 T4 K 2 0 5 S I G N A L S Y N C H / C O M M W H I T E 6 , 7 C O F 3 1 1 23 , 2 8 4 - - - - 23,284 T4 K 2 0 5 S I G N A L S Y N C H / C O M M W H I T E 6 , 7 I S T E A 1 2 1 1 7 9 , 7 1 6 - - - - 1 7 9 , 7 1 6 T3 K 2 0 4 S T I M P H O S K I N G W I B L E H U G H 7 T D F 3 3 1 8 0 0 , 0 0 0 - - - - 8 0 0 , 0 0 0 T4 K 2 1 7 S T I M P M O H A W K S I E N A H A G E M A N 3 T D F 3 3 1 9 8 0 , 0 0 0 1 , 4 4 0 , 0 0 0 - - - 2 , 4 2 0 , 0 0 0 E4 K 2 0 0 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 6 8 4 , 0 0 0 - - - - 6 8 4 , 0 0 0 T4 K 2 0 6 T R S I G I N T E R C C A L L O W A Y 4 C O F 3 1 1 11 , 9 8 6 - - - - 11,986 T4 K 2 0 6 T R S I G I N T E R C C A L L O W A Y 4 I S T E A 1 2 1 92 , 5 1 4 - - - - 92,514 T4 K 2 0 7 T R S I G I N T E R C J E W E T T A 4 C O F 3 1 1 35 , 9 3 5 - - - - 35,935 T4 K 2 0 7 T R S I G I N T E R C J E W E T T A 4 I S T E A 1 2 1 2 7 7 , 3 6 5 - - - - 2 7 7 , 3 6 5 E4 K 2 0 5 W W T P E N E R G Y E F F I C I E N C Y U P 1 , 6 S E F 4 1 1 1 6 5 , 0 0 0 - - - - 1 6 5 , 0 0 0 30 0 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 ( T R 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 ) : E4 K 2 0 5 W W T P E N E R G Y E F F I C I E N C Y U P 1 , 6 S E F 4 1 2 8 5 , 0 0 0 $ - $ - $ - $ - $ 8 5 , 0 0 0 $ E4 K 2 0 4 W W T P M I S C I M P R O V E M E N T S 1 , 6 S E F 4 1 1 2 5 0 , 0 0 0 - - - - 2 5 0 , 0 0 0 E4 K 2 0 4 W W T P M I S C I M P R O V E M E N T S 1 , 6 S E F 4 1 2 2 5 0 , 0 0 0 - - - - 2 5 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 28 , 0 1 6 , 1 1 5 $ 5 , 6 1 4 , 9 7 5 $ 1 , 1 5 0 , 0 0 0 $ 1 , 1 5 0 , 0 0 0 $ 1 , 1 5 0 , 0 0 0 $ 3 7 , 0 8 1 , 0 9 0 $ 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 - $ 7 5 , 0 0 0 $ - $ - $ - $ 7 5 , 0 0 0 $ QZ K 0 0 9 C I T Y P H O N E S Y S T E M U P G R A D E 2 C O F 3 1 1 - 3 5 0 , 0 0 0 2 5 0 , 0 0 0 1 0 0 , 0 0 0 - 7 0 0 , 0 0 0 EZ K 2 0 4 C O - G E N G A S B L E N D I N G T R A I N 6 S E F 4 1 2 - 1 7 5 , 0 0 0 - - - 1 7 5 , 0 0 0 PZ K 2 0 6 E M E R G E N C Y G E N E R A T O R @ C H N 2 C O F 3 1 1 - 3 0 0 , 0 0 0 - - - 3 0 0 , 0 0 0 EZ K 2 0 8 I N - L I N E G R I N D E R C E N T R I F U G 6 S E F 4 1 2 - - 1 0 0 , 0 0 0 - - 1 0 0 , 0 0 0 PZ K 2 0 5 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 - 3 0 , 0 0 0 - - - 3 0 , 0 0 0 TZ K 5 0 1 P A V E M E N T R E H A B R S T P C I T Y W I G T F 1 5 1 - 4 4 7 , 4 4 5 4 4 7 , 4 4 5 4 4 7 , 4 4 5 - 1 , 3 4 2 , 3 3 5 TZ K 5 0 1 P A V E M E N T R E H A B R S T P C I T Y W I I S T E A 1 2 1 - 3 , 4 5 3 , 5 5 5 3 , 4 5 3 , 5 5 5 3 , 4 5 3 , 5 5 5 - 1 0 , 3 6 0 , 6 6 5 TZ K 2 3 0 P A V E M T R E H A B O N W H I T E L N 5 G T F 1 5 1 - 4 , 5 3 0 , 0 0 0 - - - 4 , 5 3 0 , 0 0 0 TZ K 2 2 8 P V M T R E H B R U N D M T V R O S W E L 1 G T F 1 5 1 - - 3 , 6 0 0 , 0 0 0 - - 3 , 6 0 0 , 0 0 0 TZ K 2 3 1 P V T R H B S T K D L - R N F T O A L L E 4 G T F 1 5 1 - - 1 , 9 6 0 , 0 0 0 - - 1 , 9 6 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 - - 40,000 EZ K 2 0 7 R E L O C A T E C E N T R A T E L I N E 6 S E F 4 1 2 - - 1 0 0 , 0 0 0 - - 1 0 0 , 0 0 0 EZ K 2 0 6 R E P A I R / R E P L A C E C E N T R I F U G E 6 S E F 4 1 2 - - 1 2 5 , 0 0 0 - - 1 2 5 , 0 0 0 PZ K 2 0 7 R E P L C E H V A C A T C H N 2 C O F 3 1 1 - 3 5 0 , 0 0 0 - - - 3 5 0 , 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 - 2 6 0 , 0 0 0 - - - 2 6 0 , 0 0 0 EZ K 2 0 3 R E S E R V O I R B A N K R E P A I R 6 S E F 4 1 2 - 2 0 0 , 0 0 0 - - - 2 0 0 , 0 0 0 TZ K 2 3 3 S I G M O D & S T I M P H & H O S K 7 G T F 1 5 1 - 5 9 6 , 0 0 0 - - - 5 9 6 , 0 0 0 TZ K 2 3 4 S I G N E W S N O W / C O F F E E 3/ C O T D F 3 3 1 - 1 , 1 2 5 , 0 0 0 - - - 1 , 1 2 5 , 0 0 0 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 G T F 1 5 1 - 74 , 0 0 0 - - - 74,000 30 1 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 ( T R 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 3 2 S T I M P H O S K I N G / M O N / U N I O N 1 T D F 3 3 1 - $ 2 6 7 , 0 0 0 $ - $ 5 9 1 , 0 0 0 $ - $ 8 5 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 - 5 7 7 , 0 0 0 - - - 5 7 7 , 0 0 0 TZ K 2 3 5 S T I M P P A N A M A G O S F O R D : A S H E 6 T D F 3 3 1 - 1 , 1 1 0 , 0 0 0 - - - 1 , 1 1 0 , 0 0 0 TZ K 2 3 6 S T I M P P A N A M A O L R V R : G O S F O R 6 T D F 3 3 1 - 1 , 4 3 2 , 0 0 0 - - - 1 , 4 3 2 , 0 0 0 T7 K 1 1 5 S T R E E T I M P R O V S T I N E R O A D 6, 7 T D F 3 3 1 - - 1 , 0 6 0 , 0 0 0 - - 1 , 0 6 0 , 0 0 0 EZ K 2 0 2 W A T E R P R E S S & V O L B O O S T E R 6 S E F 4 1 2 - 50 , 0 0 0 - - - 50,000 EZ K 2 1 0 W W T P # 4 L A N D A Q U I S I T I O N UN K N O W N SE F 4 1 2 - - - - 1 4 , 0 0 0 , 0 0 0 14,000,000 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 - $ 1 5 , 4 0 2 , 0 0 0 $ 11 , 1 3 6 , 0 0 0 $ 4, 5 9 2 , 0 0 0 $ 14 , 0 0 0 , 0 0 0 $ 45,130,000$ 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 28 , 0 1 6 , 1 1 5 $ 21 , 0 1 6 , 9 7 5 $ 12 , 2 8 6 , 0 0 0 $ 5, 7 4 2 , 0 0 0 $ 15 , 1 5 0 , 0 0 0 $ 82,211,090$ 30 2 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 : T R 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 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 1 , 0 0 0 , 0 0 0 $ - $ - $ - $ - $ 1 , 0 0 0 , 0 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 G T F 1 5 1 6 , 0 0 0 , 0 0 0 - - - - 6 , 0 0 0 , 0 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 5 , 0 0 0 , 0 0 0 - - - - 5 , 0 0 0 , 0 0 0 TR C C 1 3 C E N T E N N I A L C O R R - D E S I G N P 2 2 T D F 3 3 5 2 , 9 1 5 , 6 7 3 - - - - 2 , 9 1 5 , 6 7 3 TR C C 1 3 C E N T E N N I A L C O R R - D E S I G N P 2 2 T R I P 1 2 5 2 2 , 5 0 4 , 3 2 7 - - - - 2 2 , 5 0 4 , 3 2 7 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 71 , 6 2 6 - - - - 71,626 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 R I P 1 2 5 5 5 2 , 8 4 1 - - - - 5 5 2 , 8 4 1 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 5 5 , 1 1 2 - - - - 3 5 5 , 1 1 2 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 R I P 1 2 5 2 , 7 4 0 , 8 8 9 - - - - 2 , 7 4 0 , 8 8 9 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 1 , 4 4 8 , 9 6 5 - - - - 1 , 4 4 8 , 9 6 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 1 1 , 1 8 3 , 6 8 5 - - - - 1 1 , 1 8 3 , 6 8 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 D F 3 3 5 1 , 0 0 0 , 0 0 0 - - - - 1 , 0 0 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 1 , 1 1 8 , 6 1 1 - - - - 1 , 1 1 8 , 6 1 1 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 8 , 6 3 3 , 8 8 5 - - - - 8 , 6 3 3 , 8 8 5 . 0 0 TR C C 4 7 S R - 9 9 A U X I L L I A R Y L A N E 2 T D F 3 3 5 5 9 5 , 1 8 5 - - - - 5 9 5 , 1 8 5 TR C C 4 7 S R - 9 9 A U X I L L I A R Y L A N E 2 T R I P 1 2 5 4 , 5 9 3 , 8 8 1 - - - - 4 5 9 3 8 8 1 0 0 % TR P A 1 0 T H O M A S R D S - P O O L E D A D M I N V A R I O U S U R F 3 1 6 31 , 4 0 2 - - - - 31,402 T9 W P 2 0 W E S T P K W Y M O H A W K - C O F F E E 2 U R F 3 1 6 1 , 0 0 0 , 0 0 0 - - - - 1 , 0 0 0 , 0 0 0 T9 W P 4 0 W E S T P K W Y T R U X - M O H A W K 2 U R F 3 1 6 7 4 0 , 0 0 0 - - - - 740,000 T9 W P 6 C W S P A L L E N R D T O S T O C K D ALE 4 U R F 3 1 6 2 , 0 0 0 , 0 0 0 - - - - 2 , 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 73 , 4 8 6 , 0 8 2 $ - $ - $ - $ - $ 7 3 , 4 8 6 , 0 8 2 $ 30 3 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 : T R 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 : TR R H 3 7 2 4 T H S T I M P R O V E - C O N S T 2 T D F 3 3 5 - $ 2 8 , 4 6 6 , 4 6 0 - $ - $ - $ 2 8 , 4 6 6 , 4 6 0 $ TR R H 3 7 2 4 T H S T I M P R O V E - C O N S T 2 T R I P 1 2 4 - 7 , 0 3 8 , 5 4 1 - - - 7 , 0 3 8 , 5 4 1 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 - 2 5 3 , 6 0 1 , 0 6 1 - - - 2 5 3 , 6 0 1 , 0 6 1 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 R I P 1 2 5 - 3 0 , 2 6 1 , 0 6 8 - - - 3 0 , 2 6 1 , 0 6 8 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 R I P 1 2 6 - 9 1 , 3 8 6 , 8 7 1 - - - 9 1 , 3 8 6 , 8 7 1 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 U R F 3 1 6 - 6 1 , 5 0 1 , 0 0 0 - - - 6 1 , 5 0 1 , 0 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 - - 2 0 0 , 0 0 0 - - 2 0 0 , 0 0 0 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 - 3 0 , 1 2 6 , 1 5 4 - - - 3 0 , 1 2 6 , 1 5 4 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 R I P 1 2 2 - 2 , 5 2 3 , 8 4 6 - - - 2 , 5 2 3 , 8 4 6 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 - $ 5 0 4 , 9 0 5 , 0 0 1 $ 2 0 0 , 0 0 0 $ - $ - $ 5 0 5 , 1 0 5 , 0 0 1 $ 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 73 , 4 8 6 , 0 8 2 $ 5 0 4 , 9 0 5 , 0 0 1 $ 2 0 0 , 0 0 0 $ - $ - $ 5 7 8 , 5 9 1 , 0 8 3 $ 30 4 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 T o t a l P4 C 1 2 1 C H A L L E N G E R P L G R N D R E H A B 7 C O F 3 1 1 2 1 5 , 0 0 0 $ - $ - $ - $ - $ 2 1 5 , 0 0 0 $ P4 C 1 3 2 M E S A M A R I N P H A S E I I 3 C O F 3 1 1 1 , 0 0 0 , 0 0 0 - - - - 1 , 0 0 0 , 0 0 0 P4 C 1 3 2 M E S A M A R I N P H A S E I I 3 P I F 3 2 1 8 0 0 , 0 0 0 - - - - 8 0 0 , 0 0 0 P3 K 2 0 1 P L A N Z P A R K S K A T E & P I C N I C 1 C D B G 1 1 1 3 6 0 , 5 2 5 - - - - 3 6 0 , 5 2 5 P4 C 1 3 1 S P O R T S V I L L A G E P H A S E I I I 6 C O F 3 1 1 1 , 5 0 0 , 0 0 0 - - - - 1 , 5 0 0 , 0 0 0 P4 C 1 3 1 S P O R T S V I L L A G E P H A S E I I I 6 P I F 3 2 1 2 , 0 0 0 , 0 0 0 - - - - 2 , 0 0 0 , 0 0 0 P4 C 1 2 0 W I L D E R N E S S P L G R N D R E H A B 6 C O F 3 1 1 3 0 9 , 0 0 0 - - - - 3 0 9 , 0 0 0 To t a l 6, 1 8 4 , 5 2 5 $ - $ - $ - $ - $ 6 , 1 8 4 , 5 2 5 $ 30 5 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 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 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 D A W F 4 3 1 60 , 0 0 0 $ 60 , 0 0 0 $ 60 , 0 0 0 $ 60 , 0 0 0 $ 60,000 $ 300,000$ E4 J 1 0 1 N W F E E D E R F A C I L I T I E S 3 D W F 4 4 1 2 3 5 , 0 0 0 - - - - 2 3 5 , 0 0 0 P6 J 0 0 1 R O A D B A S E CI T Y W I D A W F 4 3 1 40 , 0 0 0 40 , 0 0 0 40 , 0 0 0 40 , 0 0 0 40,000 200,000 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 6 0 0 , 0 0 0 60 0 , 0 0 0 60 0 , 0 0 0 60 0 , 0 0 0 60 0 , 0 0 0 3,000,000 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 45 , 0 0 0 - - - - 45,000 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 8 5 0 , 0 0 0 45 0 , 0 0 0 45 0 , 0 0 0 45 0 , 0 0 0 45 0 , 0 0 0 2,650,000 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 3 0 0 , 0 0 0 - - - - 3 0 0 , 0 0 0 To t a l 2, 1 3 0 , 0 0 0 $ 1 , 1 5 0 , 0 0 0 $ 1 , 1 5 0 , 0 0 0 $ 1 , 1 5 0 , 0 0 0 $ 1 , 1 5 0 , 0 0 0 $ 6 , 7 3 0 , 0 0 0 $ 30 6 Appendices The appendices section of the budget document includes the City Council Goals & Guiding Principles updated in April 2012. This document is the basis of the development of citywide department goals and objectives. 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 ......................................... 308 City Budget Process ................................................................................ 342 Operating Budget ................................................................................... 344 Basis of Accounting and Budgeting .................................................... 345 Investment Policy .................................................................................... 347 Budget Amendment Process ................................................................ 348 LIST OF EXHIBITS City Council Ward Boundaries Map ................................................. 320 Miscellaneous Statistics ....................................................................... 321 Miscellaneous Statistics Graphs ......................................................... 322 Governmental Activities Tax Revenue by Source .......................... 323 Principal Property Taxpayers .............................................................. 324 Assessed Value of Taxable Property (Table) ................................... 325 Assessed Value of Taxable Property (Graphs) ............................... 326 Sales Tax Revenue Payers by Industry ............................................... 327 Demographic and Economic Statistics ............................................ 328 Property Value and Construction ...................................................... 329 Operating Indicators by Function ..................................................... 330 Capital Asset Statistics by Function ................................................... 331 Personnel Complement by Division .................................................. 332 Salary Schedule .................................................................................... 334 Budget Calendar ................................................................................. 343 307 CITY OF BAKERSFIELD Adopted April 18, 2012 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. Pursue State and Federal grants to increase police officer compliment. 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, including TAGRS Program. Work with the City Attorney’s office to mitigate crime throughout the City. 4. Work with Kern County Sheriff’s 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. 308 8. Develop and implement strategies to address the impact to the City due to the realignment of the California Department of Corrections. Work closely with all agencies involved in the local Community Corrections Partnership to effectively and efficiently minimize crime as a result of the realignment. 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 Stations #12 and #18). 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 2, 4, 6a and 6b (Completion 2012). Phase 1 completed and opened in Summer 2011. b. Completion of environmental, land acquisition and design work for State Route 178 and Morning Drive Interchange (begin construction early 2013); State Route 178 widening (begin construction late 2013); Rosedale Highway 309 widening (begin construction early 2014); 24th Street Improvements (begin construction early 2014); Hageman Flyover project; complete final design and right of way acquisition mid 2014); and Centennial Corridor project (begin construction early 2016). 3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes. GOAL 2.3: IMPLEMENT THE CONSTRUCTION OF THE WESTSIDE PARKWAY AS PROMPTLY AS POSSIBLE. Target Actions to Meet Goal: 1. Westside Parkway construction from Mohawk to Allen Road, Phase 2 (Target Completion Date: December 2012). 2. Westside Parkway construction, Truxtun Tie-In, Phase 4 (Target Completion Date: December 2012). 3. Westside Parkway construction, preliminary work (utility relocations), Phase 6a, to prepare for Phase 6b, the Allen Road Interchange (Target Completion Date: March 2012). 4. Construction of Westside Parkway, Phase 6b, the Allen Road Interchange (Target Completion Date: December 2012). 5. Encourage completion of the Westside Parkway by accessing state and other funds. GOAL 2.4 PURSUE CONSTRUCTION FUNDING FOR THE SR 99/HOSKING ROAD INTERCHANGE 1. 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. 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. Prepare a Bicycle Transportation Plan that will qualify for funding through 310 Caltrans’ Bicycle Transportation Account to enhance and/or construct new bicycle facilities. (Target Completion Date: December 2012). 4. Explore the feasibility, including identifying funding sources and design and construction issues, related to the installation of a multi-use trail for the South H Street corridor, concentrating initially on the area from Belle Terrace as the northern boundary and State Route 119 (Taft Highway) as the southern boundary. 5. Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments. GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED USE DEVELOPMENT PROJECTS AS A SUCCESSOR AGENCY TO THE DISSOLVED RDA IN ACCORDANCE WITH AB 26 GOAL 3.1: ENCOURAGE IMPROVEMENTS TO THE DOWNTOWN AND FORMER SOUTHEAST REDEVELOPMENT ZONE. 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 LED and 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: August 2012). 311 11. Encourage mixed use development south of the Mill Creek project along the California Avenue corridor and surrounding area to further expand revitalization and build on the improvements made in the South Mill Creek area. 12. Complete the projects listed on the Enforceable Obligation Payment Schedule related to the new State laws governing the cessation of redevelopment agency projects. 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. 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 - April 2013). 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: April 2013). a. Sister City Friendship Gardens in the linear park along Mill Creek at 18th Street (Target Completion Date – Phase I: July 2012) b. Mill Creek Plaza at 17th Street – under design c. Q Street streetscape improvements from California Avenue to 24th Street (Target Completion Date – August 2012) 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 on Baker and Kentucky Streets. (Target Completion Date: 2013). 3. Implement affordable housing development in the suitable areas throughout the city, including older urban 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: 312 a. 19th Street Plaza - 67 Senior apartment units and parking structure. (Target Completion Date: June 2013) b. Creekview Villas - 36 upscale townhome. Phase 1: 14 units (Target Completion Date - Phase 1: July 2012) c. Mill Creek Courtyard - 57 units (Target Completion Date: April 2013) d. 20th Street Senior Apartments - 56 units (Target Completion Date: April 2014) 5. Promote in-fill projects for vacant, abandoned, or blighted areas throughout the city. GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT GOAL 4.1: PROVIDE FOR THE LOGICAL PLANNED GROWTH AND DEVELOPMENT OF THE CITY. Target Actions to Meet Goal: 1. Ensure that updates or revisions to the Metropolitan Bakersfield General Plan include planning for infrastructure and delivery of public services, as well as compliance with climate change legislation, other environmental laws, and sustainable 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 create master planned communities which provide cohesive design and transportation elements, including the use of development agreements to facilitate necessary infrastructure improvements and services. 4. Develop strategies to reduce consumption of prime agricultural land for urban development. 5. 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. 6. Encourage and promote the economic viability of the Municipal Airport, including an update of the Master Plan for the facility. Prepare a feasibility and cost estimate for an update to the Master Plan and pursue grant funding options to offset costs to update the Plan and improve the economic viability of the Municipal Airport. GOAL 4.2: PROVIDE FOR AND PROTECT THE CITY’S WATER SUPPLY. Target Actions to Meet Goal: 313 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. Periodic update of Urban Water Management Plan in progress. (Target Completion Date: 2012) 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. (Target Completion Date: 2012) 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. 2. Encourage and support redevelopment project areas to promote development in the older urban 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 targeted and economically challenged 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 – August 2012) 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. Collaborate with business stakeholders and the arts community to create a downtown arts district with enhanced signage, infrastructure and event areas. 4. 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. 5. Continue code enforcement efforts to help maintain neighborhoods and improve visual standards. 314 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 Project areas and the Incentive Area. 5. Promote Bakersfield development site opportunities through collaboration with local and national commercial and industrial brokers and site selectors. 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. 315 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 State Farm Sports Village, Phase 2, and begin construction on the four new soccer fields and four new football fields. (Target Completion Date: Spring 2013). 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. Implement an expansion of the recycling program to include universal recycling for residential service and new options for the commercial recycling program, beginning in 2013. 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. 316 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. 317 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. 318 • 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. # 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Th e C i t y o f B a k e r s f i e l d m a k e s n o w a r r a n t y , r e p r e s e n t a t i o n , o r g u a r a n t e e re g a r d i n g t h e a c c u r a c y o f t h i s m a p . T h i s m a p i s i n t e n d e d f o r d i s p l a y pu r p o s e s o n l y a n d d o e s n o t r e p l a c e o f f i c i a l r e c o r d e d d o c u m e n t s . R: \ U s e r _ P r o j e c t s \ A - G I S \ B A S I C _ M A P S \ W a r d M a p s \ 2 0 1 3 \ W a r d S _ 8 x 1 1 32 0 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (2012) 354,480 CITY EMPLOYEES/1,000 (2012) 4.16 AREA (2012) 150.00 sq. mi. MILES OF STREETS (2012) 1,252 MILES OF STORM DRAINS (2012) 263 NUMBER OF TRAFFIC SIGNALS (2012) 395 MILES OF SANITARY SEWERS (2012) 1,061 NUMBER OF PARKS AND ACREAGE (2012) 59 PARKS (595 ac.) Prepared by the City Manager’s Office 321 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 136.38 137.62 143.6 149.7 150 0255075100125150175 20082009201020112012Sq u a r e M i l e s End of Calendar Year City Square Miles 328,692 333,719 347,483 351,443 354,480 50,000100,000150,000200,000250,000300,000350,000400,000 20082009201020112012 Po p u l a t i o n End of Calendar Year Annual Population Growth 4.44 4.32 4.15 4.10 4.16 0 12 34 5 6 20082009201020112012 Em p l o y e e s End of Calendar Year City Employees per 1,000 Population 322 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 GOVERNMENTAL ACTIVITIES TAX REVENUES BY SOURCE LAST SIX FISCAL YEARS Fiscal Year General Property Taxes Sales and Use Taxes Transient Occupancy Taxes Business License Taxes Utility Franchise Taxes In-Lieu and Other Taxes Total Taxes 200649,135,641 *66,495,4537,456,838 2,995,5554,382,6445,074,460135,540,591 200762,324,076 *68,367,2517,954,228 3,404,7124,970,1584,047,002151,067,427 200871,655,585 *63,415,3577,749,531 3,331,0644,904,7173,193,162154,249,416 200970,869,285 *56,615,4287,144,718 3,899,8415,487,8713,136,192147,153,335 201057,185,433 *50,664,3336,493,702 3,173,5149,288,614 **1,910,719128,716,315 201162,889,341 *55,281,8976,851,869 3,415,35110,083,705 **728,715139,250,878 201260,117,20054,246,0007,827,792 3,200,00010,875,000 **900,000137,165,992 Source: City of Bakersfield FY 2012 Comprehensive Annual Financial Report Note: * Includes VLF Triple Flip tax revenue. ** Includes PG & E Utility Surcharge revenues. 323 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 PRINCIPAL PROPERTY TAXPAYERS CURRENT YEAR AND NINE YEARS AGO Taxpayer Assessed Valuation 2003 Rank % of Total AV Assessed Valuation 2012 Rank % of Total AV Nestle Holdings Inc 217,750,894$ 1 1.02% Bakersfield Mall LLC 114,341,670$ 1 0.99%146,294,597 3 0.69% Chevron USA Inc.156,676,917 2 0.73% California Water Service Company 42,566,556 6 0.37%103,568,501 4 0.49% Donahue Schriber Realty Group LLP 31,009,658 9 0.27%56,095,000 7 0.26% WalMart Real Estate BSNS Trust 79,265,916 5 0.37% Castle & Cook Comm. Inc.105,508,124 2 0.92% Bright House Networks, LLC 55,326,601 8 0.26% State Farm Insurance Company 61,079,800 4 0.53% Kaiser Foundation Health Plan Inc.52,229,964 10 0.24% Ice Cream Partners USA 63,873,500 3 0.55% Bear Mountain Limited 55,727,020 5 0.48% Heart Hospital of Bakersfield 36,484,082 7 0.32% Aew Careage LLC 33,236,871 8 0.29% Dayton Hudson Corporation 30,312,070 10 0.26% BLC Glenwood Gardens AL LP 78,688,329 6 0.37% Kern Schools F C U 52,936,572 9 0.25% Total taxable assessed value of ten (10) largest taxpayers 574,139,351$ 4.98%998,833,291$ 4.68% Total taxable assessed value of othertaxpayers 10,956,355,886 95.02%20,354,849,988 95.32%Total taxable assessed value of all taxpayers 11,530,495,237$ 100.00%21,353,683,279$ 100.00% Source: City of Bakersfield FY 2012 Comprehensive Annual Financial Report The ten largest taxpayers comprise 4.68% of the City's 2011-12 overall taxable assessed value of $21.35 billion. 324 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 ASSESSED VALUE OF TAXABLE PROPERTY LAST SIX FISCAL YEARS Fiscal Year Residential Property Commercial Property OtherUnsecured Less: Tax Exempt Real Property Total Taxable Assessed Value 200612,110,0902,727,1742,200,212582,995731,59716,888,874 200715,371,2913,104,1102,655,402631,452816,68420,945,571 200818,353,0703,401,6253,122,004659,048881,68324,654,064 200917,705,9333,785,0223,495,239751,790957,67424,780,310 201015,577,3724,030,1983,311,171878,2161,080,95722,716,000 201114,950,7444,053,1843,134,829834,1581,063,30221,909,613 201214,521,6363,832,8803,245,619850,8991,104,08121,346,953 Source: City of Bakersfield FY 2012 Comprehensive Annual Financial Report Note: Amounts expressed in thousands. Secured 325 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 ASSESSED VALUE OF TAXABLE PROPERTY (JUNE 30, 2012) Source: City of Bakersfield FY 2012 Comprehensive Annual Financial Report The City of Bakersfield's FY 2012 assessed value is $21.34 billion,down 2.74%over the 2011 value of $22.90 billion and down 13.41%over the 2008 level of $24.65 billion. In 2012,Residential Secured Property accounted for 65%($14.5 billion)of total taxable assessed value.Commercial Secured property accounted for 17.1% ($3.83 billion)and Other Secured property was 14.5%($3.24 billion)of total taxable assessed value inthe City.In FY 2011-12,Unsecured property accounted for 3.8% of the total assessed value. Tax exempt real property totaled $1,104,081. $20,945,571 $24,654,064 $24,780,310 $22,716,000 21,909,613 21,346,953 $19,000,000 $20,000,000 $21,000,000 $22,000,000 $23,000,000 $24,000,000 $25,000,000 $26,000,000 200720082009201020112012 Bi l l i o n s Fiscal Year Ending CITY OF BAKERSFIELD Assessed Value Residential Secured, $14,521,636.00 , 65% Commercial Secured, $3,832,880.00 , 17% Other Secured, $3,245,619.00 , 14% Unsecured, $850,899.00 , 4% Assessed Value by Class 2012 ($ billions) 326 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALES TAX REVENUE PAYERS BY INDUSTRY (JUNE 30, 2011) Category Number of Filers Percent of Total Tax Liability % of Total Liability Department Stores 25 0.38%8,393,158$ 15.26% New Car Dealers 22 0.33%6,791,822 12.35% Service Stations 87 1.32%5,643,991 10.26%Eating/Drinking Places without Alcohol 384 5.81%2,726,319 4.96% Eating/Drinking Places with Alcohol 318 4.81%2,515,757 4.57% Building Materials 18 0.27%2,177,944 3.96% Heavy Industrial Equipment & Misc Machinery 171 2.59%3,145,109 5.72%Grocery Stores 114 1.73%1,741,293 3.17% Petroleum, Petroleum Products, Oil Well, Refining, and Service Station Equipment 31 0.47%2,680,951 4.87% Business Service Concerns 304 4.60%1,234,882 2.24% All Other 5,134 77.69%17,961,194 32.65% 6,608 100.00%55,012,420$ 100.00% Source: City of Bakersfield FY 2012 Comprehensive Annual Financial Report Note: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are intended to provide alternative information regarding the City's revenues. The amounts shown are gross collections prior to refunds and collections of amounts due from prior year. 327 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 DEMOGRAPHIC AND ECONOMIC STATISTICS LAST SIX FISCAL YEARS Fiscal Year Ending Population (1) Personal Income (2) (millions) Per Capita Personal Income (2) Median Age (3) Education Level in Years of Formal Schooling (3) (4) Elementary School Enrollment (5) Estimated Unemployment Rate (%) (6) 2007323,21321,40927,076 29.8 70.1%27,403 8.0% 2008328,69222,18327,713 30.0 70.2%27,085 9.5% 2009333,71924,17429,940 30.3 71.5%27,263 14.7% 2010338,95224,95529,609 30.9 71.3%27,267 15.8% 2011351,443 - - 30.7 72.8%27,590 15.3% 2012354,480 - - - - - 10.5% Source: City of Bakersfield FY 2012 Comprehensive Annual Financial Report Notes: (1) State Department of Finance. Estimates are revised periodically to include data that may not have been available at the time. (2) US Dept of Commerce Bureau of Economic Analysis. As available, figures and estimates should be used for general purposes only. Estimates are revised periodically to include data that may not have been available at the time. Information is for Bakersfield Metropolitan area. (3) US Census Bureau estimates as available for Bakersfield Metropolitan area. (4) This column shows the percent of the City population 25 years and older who are high school graduates or higher. (5) Ed-Data Education Data Partnership (6) State of California Employment Development Department (Data shown is for Kern County) 328 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 PROPERTY VALUE AND CONSTRUCTION LAST TEN FISCAL YEARS Other Construction No. of Units Value No. of Units Value Value No. of Units Value 2003 14156,694 2,981 428,534 62,112 3,122547,340 2004 13082,003 3,677 568,413 65,878 3,807716,294 2005 10362,202 4,291 675,804 115,348 4,394853,354 2006 76 36,008 5,314 870,190 94,661 5,3901,000,859 2007 15169,002 3,532 564,588 101,835 3,683735,425 2008 15378,506 1,922 296,788 104,710 2,075480,004 2009 95 60,840 1,090 237,091 93,314 1,185391,245 2010 83 62,088 1,097 232,275 86,668 1,180381,031 2011 40 13,425 848 197,380 98,057 888308,862 2012 40 41,482 422 92,313 81,984 462215,779 Source: City of Bakersfield FY 2012 Comprehensive Annual Financial Report Note: Property value reported in thousands. Commercial Construction Residential Construction Total ConstructionFiscal Year Ending 329 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 OPERATING INDICATORS BY FUNCTION Function 2007 20082009201020112012 Police Physical arrests 18,210.0017,272.0018,531.0017,023.0022,028.0029,623.00 Parking violations 9,146.0011,094.007,985.005,522.005,433.004,708.00 Traffic violations 17,950.0010,681.0011,365.0012,018.0010,043.009,172.00 Fire Number of calls answered 22,505.0027,390.0028,605.0026,885.0027,392.0028,870.00 Inspections 5,996.003,616.002,444.002,896.003,355.003,276.00 Highway and Streets Street resurfacing (miles)55.0076.0084.0049.0083.00128.75 Sanitation Refuse collected (tons/day)101,800.0094,750.00100,750.00112,000.00111,500.00108,200.00 Recyclables collected (tons/day)33,100.0035,300.0039,200.0042,000.0047,000.0048,215.00 Culture and Recreation Athletic field permits issued 2,463.006,902.006,849.006,219.005,685.0010,156.00 Community center admissions 124,465.00301,198.00323,661.00379,286.00440,101.00473,530.00 Water New connections 1,862.002,542.001,293.00954.00493.00301.00 Water main breaks 87.0035.0014.005.007.0010.00 Average daily consumption (tgd)31.8938.0341.5436.3727.0027.56 Wastewater Average daily sewage treatment (mgd)31.1231.1831.4931.4932.3032.28 Fiscal Year Ending 330 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 CAPITAL ASSET STATISTICS BY FUNCTION Function 2007 2008200920102011 2012 Land Area 135.48139.91143.46144.40149.75 149.80 Public Safety Police Stations/Substations 4 4 4 4 4 4 Fire Stations 13 13 13 14 14 14 Sanitation Collection trucks 55 56 57 57 57 53 Highways and Streets Streets (miles)1,1781,2361,242 1,3791,465 1,477 Streetlights 14,96515,47415,80915,92316,09216,160 Traffic Signals 314326343359366 394 Culture and Recreation Parks acreage 447454484494588 595 Parks 48 49 55 55 59 59 Swimming Pools 6 6 6 4 4 4 Tennis courts 11 11 11 11 11 12 Community centers 3 3 3 3 3 3 Water Water mains (miles)470478491493501 502 Fire hydrants 9,6009,76510,04110,22010,30113,576 Sewers Sanitary sewers (miles)1,0281,0551,0591,0591,061 1,061 Storm sewers (miles)244259261262263 263 Maximum treatment capacity 41 41 41 57 57 57 Fiscal Year Ending 331 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 PERSONNEL COMPLEMENT BY DIVISION AuthorizedAuthorizedAuthorizedAuthorized Change AdoptedFY 2009-10FY 2010-11FY 2011-12FY 12-13*FY 13-14FY 13-14 Mayor 1.00 1.00 1.00 1.000.001.00Total Legislative 1.00 1.00 1.00 1.000.001.00 City Manager 8.00 6.00 6.00 6.001.007.00 City Clerk 6.00 7.00 7.00 8.000.008.00 Human Resources 10.00 9.00 9.0010.000.0010.00 Risk Management 3.00 3.00 3.00 3.000.003.00 Information Technology 31.0030.0030.0030.000.0030.00Total Executive 58.0055.0055.0057.001.0058.00 Administration 5.00 5.00 5.00 5.000.005.00 Accounting and Reporting 15.0014.0014.0015.000.0015.00 Treasury 9.00 9.00 9.00 9.000.009.00 Purchasing 3.00 3.00 3.00 3.000.003.00Total Financial Services 32.0031.0031.0032.000.0032.00 Legal Counsel 11.0010.0010.0010.000.0010.00Total City Attorney 11.0010.0010.0010.000.0010.00 Administration 122.00124.00122.00134.004.00138.00 Operations 261.00277.00280.00293.003.00296.00 Investigations 88.0084.0084.0090.002.0092.00Total Police Services 471.00485.00486.00517.009.00526.00 Administration 8.00 8.00 8.00 8.001.009.00 Fire Safety 14.0014.0014.0014.001.0015.00 Fire Suppression 178.00173.00173.00174.000.00174.00 Total Fire Services 200.00195.00195.00196.002.00198.00 Division 332 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 PERSONNEL COMPLEMENT BY DIVISION AuthorizedAuthorizedAuthorizedAuthorized Change AdoptedFY 2009-10FY 2010-11FY 2011-12FY 12-13*FY 13-14FY 13-14Division Administration 10.00 9.00 9.00 9.000.009.00 TRIP 5.00 5.00 5.00 5.000.005.00 Engineering 50.0048.0045.0044.000.0044.00 General Services 68.0068.0069.0071.001.0072.00 Streets 87.0087.0089.0091.002.0093.00 Equipment 56.0053.0053.0055.000.0055.00 Wastewater 31.0037.0037.0037.001.0038.00 Solid Waste 102.00102.00102.00103.003.00106.00Total Public Works 409.00409.00409.00415.007.00422.00 Agricultural Water 22.0023.0023.0023.000.0023.00 Domestic Water 4.00 5.00 5.00 5.000.005.00Total Water Resources 26.0028.0028.0028.000.0028.00 Rabobank Arena (a)4.00 4.00 4.00 4.000.004.00 Convention & Visitors Bureau (b)5.00 4.00 4.00 4.000.004.00 Total Rabobank Arena/CVB 9.00 8.00 8.00 8.000.008.00 Administration 11.0010.0010.0010.000.009.00 Parks 127.00122.00126.00128.000.00128.00 Recreation 13.0011.0011.0011.000.0012.00Total Recreation & Parks 151.00143.00147.00149.000.00149.00 Planning 38.0035.0034.0026.00(2.00)24.00 Building 46.0041.0038.0035.002.0037.00Community Development 84.0076.0072.0061.000.0061.00 Total Personnel 1,452.001,441.001,442.001,474.0019.001,493.00 Notes: (*) Includes mid year changes to Police Complement (a) Remaining City employees that did not become employees of SMG. (b) CVB employees (all City employees) are now summarized with Rabobank Arena City employees 333 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OT 26030 22.806023.9480 26.405027.7260 A 26039 22.8060 A 57950 29.442030.9160 34.090035.7900 OC 26050 15.589016.366 18.0518.949 A2605915.5890 A2606017.227018.089 19.94320.943 A 26070 17.227018.0890 19.943020.9430 CA 26069 17.2270 A 57960 34.924036.6700 40.432042.4570 C 28010 22.806023.948 26.40527.726 CA 26040 25.260026.5230 29.229030.6970 A 26049 25.2600 A2611027.020028.3910 31.344032.9250 A5613031.662033.245 36.65438.486 CC 89320 31.662033.2450 36.654038.4860 D 22010 22.806023.948 26.40527.726 A 22019 22.8060 A 22020 24.442025.67 28.29529.709 A 26430 24.442025.6700 28.295029.7090 CA 14140 23.257024.427 26.93328.286 A1757024.939026.1850 28.864030.3070 A5902031.662033.245 36.65438.486 CC 27200 14.219014.9270 16.459017.2880 A 27209 14.2190 A 57180 26.985028.3370 31.248032.8050 OC 57130 33.777035.464 39.10441.06 C 90539 13.000013.5000 OA 14210 23.266024.436 26.93628.279 A 90499 8.2500 OA904899.5000 OA8833048.540050.9710 56.193059.0060 D 88090 56.790059.632 65.74969.036 D 57440 29.803031.2950 34.505036.2300 OC 89120 56.790059.632 65.74969.036 D 88070 44.442046.6630 51.448054.0190 D 88120 54.800057.549 63.43866.62 D 88122 39.144041.1010 45.317047.5790 CD2504025.260026.523 29.22930.697 A2504925.2600 A 88320 44.442046.663 51.44854.019 OD 88520 61.292064.3590 70.959074.5100 D 90119 10.5000 11 A 57150 34.924036.6700 40.432042.4570 C 89330 42.650044.784 49.37551.845 D 88250 31.739033.3320 36.748038.5890 D2706031.739033.332 36.74838.589 A2706931.7390 A 27070 31.739033.332 36.74838.589 CA 27240 18.508019.4340 21.433022.5040 A 89900 38.690040.621 44.78947.026 D 88900 47.101049.4540 54.524057.2530 D 88050 55.948058.745 64.77168.01 OD 90049 10.0000 OA 90039 10.5000 OA8789038.690040.6210 44.789047.0260 D2736022.126023.244 25.61326.896 A 13088 11.0240 CA 13081 11.0240 CA 13089 15.5890 CA 13120 17.112017.961 19.79320.789 CA 57400 29.803031.2950 34.505036.2300 CC 26470 27.020028.391 31.34432.925 A5862034.242035.9580 39.643041.6300 C2714024.314025.545 28.19229.626 OA 27149 24.3140 A 27080 26.744028.087 30.96532.508 A 27089 26.7440 A 58600 34.242035.958 39.64341.63 C37.759 29.488 BLDG INSPECTOR II - TEMP 790 BLDG INSPECTOR III G40 BLDG INSPECTOR II 265 BLDG INSPECTOR I - TEMP 782 BLDG INSPECTOR I 210 26.828BLDG INSP III - PLMBG & MECH G40 37.759029.828BENEFITS TECHNICIAN 285 18.856 AUDITORIUM STAGE MANAGER G25 32.8580 AUDITORIUM MAINTAINER I-TEMP 735 AUDITORIUM MAINTAINER II 050 AUDITORIUM MAINTAINER I TEMP-T 710 AUDITORIUM MAINTAINER I-T STEP 710 AUDIO VISUAL SPECIALIST 150 24.392ASST TO THE PUBLIC WORKS DIR M06 42.6500 ASST SITE MANAGER I - TEMP 901 ASST SITE MANAGER II - TEMP 956 ASST PUBLIC WORKS DIRECTOR M54 61.685 ASST DIRECTOR REC & PARKS M29 51.9280 ASST DIR OF INFORMATION TECH M06 42.65 ASST CODE ENFORCEMENT OFFICER 060 20.4100 ASSOCIATE PLANNER-COMM DEV 360 34.998 ASSOCIATE PLANNER - TEMP 798 67.5790 ASSOCIATE PLANNER 360 34.998 49 ASSOCIATE ATTORNEY M02 34.9980 ASSISTANT TO THE CITY MANAGER M12 47.024 ASSISTANT POOL MANAGER 954 ASSISTANT SUPERINTENDENT G45 38.5060 ASSISTANT POLICE CHIEF M66 ASSISTANT PLANNING DIRECTOR M24 62.616 ASSISTANT PLANNER - TEMP 787 32.8580 ASSISTANT PLANNER 235 27.84 62.616 ASSISTANT FIRE CHIEF-SUPPRESS M03 43.1560 53.5150 ASSISTANT FIRE CHIEF M45 60.421 ASSISTANT FINANCE DIRECTOR M24 49.0000 ASSISTANT CITY MANAGER M60 25.647 ASSISTANT CITY CLERK G25 ASSISTANT CITY ATTORNEY M60 AQUATICS SPECIALIST II - TEMP 951ASSISTANT BUILDING DIRECTOR M33 AQUATICS SPECIALIST I - TEMP 943 AQUATICS COORDINATOR - TEMP 972 AQUATICS MAINTENANCE TECH 201 APPLICATIONS SYSTEMS SUPV G38 37.238 ANIMAL CONTROL SUPERVISOR G15 29.7550 26.9490 ANIMAL CONTROL OFFICER - TEMP 860 26.949 ANIMAL CONTROL OFFICER 010 15.6720 AIRPORT SUPERVISOR G30 34.909 25.152 AIR CONDITIONING TECH II 230 27.4980 34.9090 AIR CONDITIONING TECH I 200 25.646 34.909 ADMINISTRATIVE TECHNICIAN 215 ADMINISTRATIVE ASSISTANT I-TEM 780 ADMINISTRATIVE ASSISTANT II 215 ADMINISTRATIVE ASSISTANT I 180 ADMINISTRATIVE ANALYST III M04 ADMINISTRATIVE ANALYST III G30ADMINISTRATIVE ANALYST II 285 29.8280 18.9970 ADMINISTRATIVE ANALYST I-TEMP 787 18.997 ADMINISTRATIVE ANALYST I 235 27.8400 ADMINISTRATIVE AIDE 180 25.152 ACCOUNTING CLERK II - TEMP 745 ACCOUNTING SUPERVISOR G45 38.5060 ACCOUNTING CLERK II - CGCC 055 ACCOUNTING CLERK II 055ACCOUNTING CLERK I - TEMP 735ACCOUNTING CLERK I 030 17.188 ACCOUNTANT I - TEMP 780 ACCOUNTANT II G23 32.4670 ACCOUNTANT I 180 25.1520 Position Title Grade Step 3 Step (Hourly Rate) 334 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OTPosition Title Grade Step 3 Step (Hourly Rate) 58610 34.242035.9580 39.643041.6300 C 57100 26.985028.337 31.24832.805 CC 57090 26.985028.3370 31.248032.8050 CC 89150 52.722055.357 61.03464.087 D5860934.2420 C1306014.219014.927 16.45917.288 CA 13069 12.6330 CA1306110.0500 CA1306810.0500 CA 13100 15.589016.366 18.0518.949 A2716924.3140 A2716024.314025.545 28.19229.626 A5788034.924036.6700 40.432042.4570 C2752018.508019.434 21.43322.504 A 27540 22.806023.9480 26.405027.7260 A 88500 42.715044.856 49.45251.93 D 13340 17.112017.9610 19.793020.7890 CA 13341 13.4150 CA 13349 17.1120 CA1334813.4150 CA1335019.246020.2050 22.285023.3920 A 90069 8.0000 CA 26120 14.884015.6340 17.229018.0960 CA 26129 13.2220 CA 57270 37.093038.9470 42.944045.0950 C 89200 89.8580 D 89250 41.447043.5190 47.980050.3820 D89300113.3420 D8996041.447043.5190 47.980050.3820 D 58360 40.083042.088 46.40848.725 C 58369 40.0830 C 88380 50.491053.014 58.4561.375 D 90289 13.000013.5000 CA 90239 8.0000 A 26180 14.884015.6340 17.229018.0960 CA 26210 16.107016.905 18.6519.571 CA2622110.6460 A2622913.5790 A 26228 10.6460 A 26230 15.380016.149 17.80618.697 A 26239 15.3800 A 27250 25.545026.828 29.62631.106 A 27259 25.5450 OA 27260 28.087029.488 32.51734.143 A2726928.0870 A5726034.242035.958 39.64341.63 C 89340 39.292041.2590 45.490047.7630 D 79950 27.287028.656 31.59333.175 C 89940 40.621042.6500 47.024049.3750 D 57900 34.924036.67 40.43242.457 C 79970 35.316037.0810 40.887042.9300 C 27379 24.3140 A2738928.7280 A2737024.314025.545 28.19229.626 A 27380 28.728030.1610 33.251034.9130 A8946061.766064.857 71.50675.083 D2150919.4310 OA 21500 19.431020.408 22.50723.623 A8910057.674060.5580 66.770070.1100 CD2520021.146022.192 24.47425.69 OA2520921.1460 A 25240 24.781026.017 28.68930.12 A 25250 24.314025.5450 28.192029.6260 A 25259 24.3140 OA 25260 28.087029.4880 32.517034.1430 A 88460 42.715044.856 49.45251.93 D 88030 42.715044.8560 49.452051.9300 CD 99989 100.0000 A2160024.314025.5450 28.192029.6260 A26.8280CRIME ANALYST 210 47.1 COUNCILMEMBER 987 CONVENTION CTR SUPERINTENDENT M18 47.1000 27.319 CONSTRUCTION SUPERINTENDENT M18 21.429 CONSTRUCTION INSPECTOR I-TEMP 782 CONSTRUCTION INSPECTOR II 295 30.9650 CONSTRUCTION INSPECTOR I 210 26.8280 COMPUTER DRAFTING TECH II 225 COMPUTER DRAFTING TECH I-TEMP 770 63.5910COMPUTER DRAFTING TECH I 115 23.306COMMUNITY SERVICES MANAGER M69 38.9350 COMMUNITY REL SPECIALIST-TEMP 761 COMMUNITY RELATIONS SPECIALIST 092 COMMUNITY DEVELOPMENT DIRECTOR M71 68.099COMMUNICATIONS TECHNICIAN II 300 31.6730 COMMUNICATIONS TECHNICIAN I 210 26.828 COMMUNICATIONS TECH I - TEMP 782COMMUNICATIONS TECH II - TEMP 795 COMMUNICATIONS OPERATIONS SUPV N45 COMMUNICATIONS ENGINEER G45 38.506 COMMUNICATIONS COORDINATOR M08 44.7840 COMMUNICATIONS CENTER SUPV N15 30.086 COMM DEVELOPMENT COORDINATOR G55 43.3240 CODE ENFORCEMENT OFFR III G40 37.759 28.192 CODE ENFORCEMENT OFFR II - TEM 793 CODE ENFORCEMENT OFFR I - TEMP 788 CODE ENFORCEMENT OFFR II 295 30.965 CODE ENFORCEMENT OFFR I 250 17.75 CLERK TYPIST II - TEMP 732 CLERK TYPIST I - TEMP T-STEP 700 CLERK TYPIST II 025 16.964 CLERK TYPIST I - T-STEP 700CLERK TYPIST I - TEMP 725 CLERK STENO II 035 CLERK STENO I 015 16.4110 CLASS B DRIVER - TEMP 972 CLERICAL AIDE/RECEPTIONIST 900 CIVIL ENGINEER IV M42 55.669 44.195 CIVIL ENGINEER III - TEMP 620 CIVIL ENGINEER III G60 CITY TREASURER M09 45.6960CITY MANAGER M89CITY CLERK M09 45.6960 CITY ATTORNEY M83 CASHIER-RECEPTIONIST-TEMP 730 CHIEF CODE ENFORCEMENT OFFICER G52 40.8980 CASHIER-RECEPTIONIST 015 16.4110 CASHIER 900 20.41 CANAL TENDER I TEMP-T 715CANAL TENDER II 090 21.2110 CANAL TENDER I T STEP 715 CANAL TENDER I TEMP 742 CANAL TENDER I 050 18.8560 C V B MANAGER M18 47.1 BUYER II 180 25.1520 BUYER I 060BUSINESS MANAGER G45 38.5060BUILDING PERMIT TECHNICIAN 210 26.828 17.188BUILDING PERMIT TECH - TEMP 782 BUILDING MAINTAINER I TEMP-T 705 BUILDING MAINTAINER II 030 BUILDING MAINTAINER I - TEMP 727BUILDING MAINTAINER I T-STEP 705 BUILDING MAINTAINER I 010 15.672 29.755 BUILDING INSPECTOR III - TEMP 610BUILDING DIRECTOR M48 58.128 BOX OFFICE SUPERVISOR G15 29.7550 BOX OFFICE MANAGER - CGCC G15 BLDG INSPECTOR III - ELEC SPEC G40 37.7590 335 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OTPosition Title Grade Step 3 Step (Hourly Rate) 51440 34.924036.67 40.43242.457 C 26170 15.589016.3660 18.050018.9490 CA 26179 15.5890 A 88240 41.043043.0930 47.516049.8900 CD8826049.519052.001 57.33360.204 D8808055.948058.7450 64.771068.0100 D 26350 18.930019.878 21.91523.003 A 88280 59.323062.2950 68.680072.1150 D 41040 29.783031.288 34.54236.288 A 41049 29.783031.2880 34.542036.2880 A 25070 25.260026.523 29.22930.697 A 25060 31.739033.3320 36.748038.5890 A2506931.7390 A2502022.126023.2440 25.613026.8960 A 88200 42.715044.856 49.45251.93 D 89870 50.491053.0140 58.450061.3750 D 58200 40.083042.088 46.40848.725 CC 88040 42.715044.8560 49.452051.9300 OD 89000 61.766064.857 71.50675.083 D 89360 61.766064.8570 71.506075.0830 CD1413914.3280 OA1413023.690024.8830 27.417028.8010 A 14100 26.680028.002 30.87932.419 A 25120 29.442030.9160 34.090035.7900 A 25129 29.4420 A 25150 33.861035.5520 39.203041.1570 A 25159 33.8610 OA 58300 40.083042.0880 46.408048.7250 C 25180 17.112017.961 19.79320.789 A2518917.1120 A2521019.246020.205 22.28523.392 A 25220 21.146022.1920 24.474025.6900 CA 88390 52.722055.357 61.03464.087 CD 25270 26.744028.0870 30.965032.5080 A 55300 34.242035.958 39.64341.63 CC 90359 13.3990 CA 57000 26.985028.337 31.24832.805 CC1350014.219014.9270 16.459017.2880 A1350914.2190 A 13508 14.2190 A 41260 26.460027.794 30.67632.228 CA 41300 27.794029.1970 32.228033.8620 CA 41150 28.347029.783 32.87634.541 CA 89350 61.766064.8570 71.506075.0830 D 26080 18.930019.878 21.91523.003 A6813044.048046.2520 50.999053.5440 D6813231.462033.038 36.42738.247 C 88130 41.226043.2870 47.733050.1110 CD 88132 29.443030.92 34.09435.795 CD 67180 35.161036.9390 40.764042.8300 A 67182 25.114026.393 29.12730.599 A 89400 68.139071.5440 78.881082.8270 D 26260 17.412018.28 20.16121.166 A 26269 17.4120 A2629019.329020.302 22.38223.5 A2629919.3290 A 32150 29.425030.926 34.12735.862 A 32152 21.019022.0820 24.375025.6120 A 21479 21.883022.979 25.33626.6 CA 68440 46.206048.5190 53.497056.1640 A 88440 43.244045.406 50.0752.568 CD 27040 30.450031.9900 35.318037.0970 A2148021.883022.979 25.33626.6 OA2147025.545026.8280 29.626031.1060 A 32200 26.384027.728 30.60732.159 CA 32202 19.046020.0030 22.080023.1890 A 32260 17.9110 A 32262 15.245016.0220 17.674018.5930 A FIREFIGHTER TRAINEE - DAYS F01 FIREFIGHTER TRAINEE - SUPPRESS F05 16.8310 FIREFIGHTER - DAYS F25 29.134 FIREFIGHTER - SUPPRESSION F10 21.0190 FIRE PREVENTION/ENVIRON OFFR 250 28.1920FIRE PREVENTION INSP/PETROLEUM 135 24.126FIRE PLANS EXAMINER 325 33.6100 FIRE MARSHAL/TRAINING OFFICER M36 47.684 FIRE MARSHAL/TRAINING OFFICER F70 50.9460 FIRE INSPECTOR-TEMPORARY 135 24.126 FIRE ENGINEER - DAYS F30 32.479 FIRE ENGINEER - SUPPRESSION F15 23.1890 FIRE DISPATCHER II 076 21.316FIRE DISPATCHER II - TEMP 756 38.8010 FIRE DISPATCHER I - TEMP 740 45.4570 FIRE DISPATCHER I 045 19.198 FIRE CHIEF M74 75.1290 FIRE CAPTAIN - SUPPRESSION F50 27.711 FIRE CAPTAIN - DAYS F55 FIRE BATTALION CHIEF-SUPPRESS M01 32.466 FIRE BATTALION CHIEF - DAYS M21 FIRE BATT CHIEF-SUPPRESS F60 34.69FIRE BATT CHIEF-DAYS F65 48.5660FINANCIAL INVESTIGATOR 070 20.873 FINANCE DIRECTOR M71 68.0990 31.289FEMALE INVESTIGATOR III P20 29.197 FEMALE INVESTIGATOR II P15 30.6760 FACILITY WORKER - TEMP T 860 FEMALE INVESTIGATOR I P10 29.755 FACILITY WORKER - TEMP 860 37.759 FACILITY WORKER 010 15.6720 EVENT ATTENDANT 960 EVENTS SUPERVISOR G15 ENGINEERING TECHNICIAN II G40 ENGINEERING TECHNICIAN I 265 29.4880 ENGINEERING SERVICES MANAGER M48 58.128 ENGINEERING AIDE III 115 23.3060 ENGINEERING AIDE II 090 21.211 18.856ENGINEERING AIDE I - TEMP 742ENGINEERING AIDE I 050 ENGINEER II - TEMP 799 ENGINEER III - WASTEWATER G60 44.1950 ENGINEER II 375 37.3310 ENGINEER I - TEMP 797 68.099 ENGINEER I 315 32.4670 ELECTRICAL TECHNICIAN II 263 29.406 ELECTRICAL ASSISTANT 871ELECTRICAL TECHNICIAN I 205 26.1160 ECONOMIC DEVELOPMENT DIRECTOR M71 68.0990 DIRECTOR RECREATION & PARKS M71 DIRECTOR OF OPERATIONS - PARKS M18 47.1000 DIRECTOR OF ENVIRONMENTAL SVS G60 44.195 DIR OF INFORMATION TECHNOLOGY M42 55.6690 DIR OF FIRE PREV/ENV SERVICES M18 47.1 DEVELOPMENT SPECIALIST 150 24.3920DEVELOPMENT ASSOCIATE - TEMP 798DEVELOPMENT ASSOCIATE 360 34.9980 DEVELOPMENT ASSISTANT 235 27.84 32.8760DETECTIVE - TEMP P25 65.4100 DETECTIVE P25 32.876 61.6850 DEPUTY FIRE CHIEF M57 45.2500 DEPUTY CITY CLERK 070 20.873 17.1880 DEPUTY CITY ATTORNEY II M54DEPUTY CITY ATTORNEY I M39 54.605 DATA ENTRY CLERK - TEMP 735 DEPUTY CITY ATTORNEY I M15 DATA ENTRY CLERK 030 CRIME PREVENTION SUPERVISOR G45 38.506 336 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OTPosition Title Grade Step 3 Step (Hourly Rate) 14330 21.116022.174 24.44225.67 A 14280 25.561026.8380 29.581031.0660 A 14300 26.523027.86 30.75132.311 A 14040 17.112017.9610 19.793020.7890 CA1406017.112017.961 19.79320.789 OA1406917.1120 OA 14061 13.4150 OA 14068 13.4150 OA 14050 19.246020.205 22.28523.392 CA 14460 19.246020.2050 22.285023.3920 OA 14049 17.112017.961 19.79320.789 CA 14048 13.4150 CA2213022.095023.202 25.58226.862 CA8840042.715044.8560 49.452051.9300 D 21510 21.146022.192 24.47425.69 CA 88510 42.715044.8560 49.452051.9300 D 25140 26.607027.944 30.8132.348 A 57140 32.191033.8040 37.267039.1360 C 25000 20.016021.014 23.17324.324 A 25009 20.4160 OA2523022.126023.244 25.61326.896 CA5720034.924036.6700 40.432042.4570 CC 27230 30.450031.99 35.31837.097 A 90809 18.0000 A 13220 23.061024.203 26.69928.024 A 13240 23.061024.2030 26.699028.0240 A 13230 23.061024.203 26.69928.024 A 13210 23.061024.2030 26.699028.0240 A 13200 23.061024.203 26.69928.024 A2508019.211020.1760 22.248023.3620 A2701025.260026.523 29.22930.697 A 27019 25.2600 A 27000 29.442030.916 34.0935.79 A 26440 18.930019.8780 21.915023.0030 A 89910 50.491053.014 58.4561.375 D 57020 34.924036.6700 40.432042.4570 C 26400 24.442025.67 28.29529.709 CA2640924.4420 A5699034.924036.67 40.43242.457 C 14350 22.658023.7910 26.226027.5430 CA 24350 24.314025.545 28.19229.626 A 14359 22.658023.7910 26.226027.5430 CA 24359 24.3140 A 89930 38.690040.6210 44.789047.0260 CD 58110 34.924036.67 40.43242.457 CC1349010.184010.6950 11.793012.3830 A1349910.1840 A 52080 24.032025.2340 27.823029.2150 CC 26300 19.876020.868 23.00824.152 CA 26310 19.876020.8680 23.008024.1520 A 26319 19.8760 A 90449 9.500010.0000 OA 90459 5.4600 CA 13190 19.726020.7110 22.841023.9740 A1318019.726020.711 22.84123.974 A1317019.726020.7110 22.841023.9740 A 13179 19.7260 A 13580 25.561026.8380 29.581031.0660 CA 14200 23.266024.436 26.93628.279 A 13080 15.589016.3660 18.050018.9490 OA 13090 15.589016.366 18.0518.949 CA 14220 24.924026.1840 28.897030.3640 A1432022.126023.244 25.61326.896 CA902698.0600 CA 90249 8.0600 CA 90279 8.0600 CA 90259 8.0600 CA 86090 25.260026.5230 29.229030.6970 ODMANAGEMENT ASSISTANT M05 27.8400 MAINTENANCE WORKER-PARKS 939 MAINTENANCE WORKER-STREETS 939 MAINTENANCE WORKER-EQUIPMENT 939 MAINTENANCE WORKER-GENERAL 939 MAINTENANCE MECHANIC 150 24.392MAINTENANCE CRAFTWORKER II 229 27.4990 MAINTAINER - CGCC 030 17.188 MAINTAINER - CGCC 030 17.1880 MAINT CRAFTWORKER I 201 25.647 MACHINIST 245 28.1800 LIGHT EQUIPMENT OPR-STREETS-TE 762 LIGHT EQUIPMENT OPR - STREETS 094 21.740021.74LIGHT EQUIPMENT OPR - PARKS 094 LIFEGUARD II 915 LIGHT EQUIPMENT OPERATOR-WATER 094 21.7400 LEGAL SECRETARY - TEMP 765 LIFEGUARD I 905 LEGAL SECRETARY 095 21.9190 LEGAL SEC - MUNICIPAL LAW 095 21.919 LAW OFFICE ADMINISTRATOR G10 26.4970 LABORER - TEMP 840 26.828 LABORER 001 11.2300INTERNAL AUDITOR G45 38.506 INDUSTRIAL WASTE INSPECTOR-TEM 782 INSURANCE COORDINATOR M06 42.6500 INDUSTRIAL WASTE INSPECTOR-TEM 165 24.9810 INDUSTRIAL WASTE INSPECTOR 210 INDUSTRIAL WASTE INSPECTOR 165 24.9810 HYDROGRAPHIC SUPERVISOR G45 38.506 26.949HUMAN RESOURCES TECHNICIAN-TEM 785 55.669 HUMAN RESOURCES TECHNICIAN 215 32.467 HUMAN RESOURCES SUPERVISOR G45 38.5060 27.84 HUMAN RESOURCES MANAGER M42 25.418 HUMAN RESOURCES CLERK 070 20.8730 HUMAN RESOURCES ANALYST I TEMP 787 HUMAN RESOURCES ANALYST II 315 HUMAN RESOURCES ANALYST I 235HELP DESK SPECIALIST 085 21.1860HEAVY EQUIPMENT OPR - STREETS 183 HEAVY EQUIPMENT OPR - PARKS 183 25.4180 HEAVY EQUIP OPR-SW & RECYCLING 183 25.418 HEAVY EQUIP OPR - WASTE WATER 183 25.4180 HEAVY EQUIP OPERATOR - WATER 183 25.418 33.61 HEARING OFFICER 978 24.392 HAZARDOUS MATERIALS SPECIALIST 325 22.059 HAZARDOUS MATERIALS COORD G45 38.5060 GIS TECHNICIAN - TEMP 882GRAPHICS TECHNICIAN 150 GIS TECHNICIAN 097 GIS SUPERVISOR G32 35.4910 GIS ANALYST 280 29.34 GENERAL SERVICES SUPT M18 47.1000 GENERAL SERVICES COORDINATOR 115 23.306 FLEET SUPERINTENDENT M18 47.1000FLEET SERVICES SYSTEMS ANALYST 145 24.365FLEET SERVICE WORKER TEMP-T 715 FLEET SERVICE WORKER II 090 21.2110 18.856050FLEET SERVICE WORKER TEMP FLEET SERVICE WORKER I-TEMP-T 715 FLEET SERVICE WORKER II 090 21.211 FLEET SERVICE WORKER I - TEMP 742 FLEET SERVICE WORKER I T-STEP 715 FLEET SERVICE WORKER I 050 18.856FLEET SERVICE WORKER I 050 18.8560 FLEET MECHANIC III 260 29.276 FLEET MECHANIC II 245 28.1800 FLEET MECHANIC I 110 23.275 337 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OTPosition Title Grade Step 3 Step (Hourly Rate) 25010 22.126023.244 25.61326.896 A 99999 919.5400 A 26140 15.380016.149 17.80618.697 CA 13270 22.188023.2970 25.678026.9660 A2510024.517025.741 28.37829.8 A2513028.229029.6490 32.724034.3800 A 25119 21.7190 OA 25110 21.719022.8040 25.146026.4080 OA 52100 29.803031.295 34.50536.23 CC 25089 17.7510 CA 90153 13.000013.5 A 90673 CA907039.5000 CA9016315.0000 A 90683 15.4450 CA 90713 14.2190 CA 90693 15.0000 CA 90723 17.1120 CA 26410 31.219032.781 36.14237.95 A 59800 39.292041.2590 45.490047.7630 C1330017.112017.961 19.79320.789 CA1332019.246020.2050 22.285023.3920 CA 13308 13.4150 CA 13301 13.4150 CA 90199 11.9080 A 13310 21.146022.1920 24.474025.6900 A 24500 22.095023.202 25.58226.862 A 24440 26.744028.0870 30.965032.5080 A 88480 42.715044.856 49.45251.93 OD2434917.1120 A2434017.112017.961 19.79320.789 A 26090 18.930019.8780 21.915023.0030 OA 88310 42.715044.856 49.45251.93 CD 11111 17.9110 CA 27029 30.4500 A 27020 30.450031.9900 35.318037.0970 A 27030 30.450031.99 35.31837.097 A2705030.450031.9900 35.318037.0970 A8945052.722055.357 61.03464.087 D 25030 23.202024.3600 26.852028.2000 A 25039 23.2020 OA 14489 15.3460 CA 90409 8.0000 A 88530 55.585058.3610 64.348067.5600 D 89500 72.260075.878 83.6687.832 D5130031.662033.2450 36.654038.4860 C2637018.950019.904 21.94323.039 A 26379 18.9500 A 26380 20.160021.173 23.34124.51 A 26389 20.1600 A 21200 25.561026.838 29.58131.066 A 21300 25.561026.8380 29.581031.0660 OA 88540 49.931052.431 57.8160.706 D 41250 26.460027.7940 30.676032.2280 A7736037.615039.492 43.54645.726 C2145018.508019.4340 21.433022.5040 A 21459 18.5080 A 41430 21.132022.1860 24.464025.6890 A 90139 11.5000 12 A 90609 6.7600 CA 90619 7.0200 CA 90629 7.2800 CA5989039.292041.259 45.4947.763 C5989939.2920 C 26360 18.508019.434 21.43322.504 A 90059 12.0000 A 90079 12.5000 OA 90029 9.0000 A PROGRAM COORDINATOR II - TEMP 965 PROGRAM LEADER I - TEMP 945 PROGRAM COORDINATOR I - TEMP 903 PRINCIPAL PLANNER TEMP 615 PROGRAM COORDINATOR - PERM 060 20.41 PRINCIPAL PLANNER G55 43.324 POOL MANAGER II 933 POOL MANAGER III 936 POOL MANAGER 958 POOL MANAGER I 930 POLICE TRAINEE P05 23.2970 POLICE SERVICE TECHNICIAN-TEMP 750 POLICE SERVICE TECHNICIAN 060 20.4100POLICE SERGEANT P55 41.47POLICE OFFICER P10 29.1970 55.054POLICE LIEUTENANT M30 28.18 POLICE LATENT PRINT EXAMINER 245 28.1800 POLICE DISPATCHER II - TEMP 767 POLICE LAB TECHNICIAN 245 POLICE DISPATCHER II 100 22.227 79.674 POLICE DISPATCHER I - TEMP 755 POLICE DISPATCHER I 075 20.898POLICE CRIME LAB SUPERVISOR G30 34.9090POLICE CHIEF M80 POLICE CADET 900 POLICE CAPTAIN M51 61.2780 PLANNING TECHNICIAN - TEMP 781 PLANT MAINTENANCE WORKER-TEMP 738 PLANNING TECHNICIAN 185 25.5760 PLANNING DIRECTOR M48 58.128PLAN CHECKER-RESIDENTIAL SPEC 325 33.6100PLAN CHECKER-PLUMB & MECH SPEC 325 33.61 PLAN CHECKER-ELECTRICAL SPEC 325 33.6100 PLAN CHECKER - TEMP 794 PLACE HOLDER F01 47.1PERMIT AND PLAN CHECK MANAGER M18 18.856 PAYROLL TECHNICIAN 070 20.8730 PARTS & INVENTORY SPEC - TEMP 869PARTS & INVENTORY SPECIALIST 050 PARKS SUPERINTENDENT M18 47.1 PARK TECHNICIAN 265 29.4880 PARK SERVICES TECHNICIAN 145 24.365 PARK SERVICES COORDINATOR 115 23.3060 PARK MAINTAINER-T 715 PARK SECURITY GUARD - TEMP 961 21.2110 PARK MAINTAINER TEMP-T 715 43.3240 PARK MAINTAINER II 090PARK MAINTAINER 050 18.856PARK CONSTRUCTION & FAC PLNR G55 OFFICIAL III (YOUTH)866 PARK & LANDSCAPE DESIGNER 350 34.422 OFFICIAL II (YOUTH)860 OFFICIAL III (ADULT)981 OFFICIAL II 981 OFFICIAL II (ADULT)878 OFFICIAL I (ADULT)872OFFICIAL I (YOUTH)951 OFFICE SYSTEMS SUPP ASST-TEMP 757 OFFICIAL I 972 OFFICE ADM-PUBLIC RELATIONS G25 32.858 NETWORK SYSTEMS TECHNICIAN 130 23.9520 NETWORK SYSTEMS TECH - TEMP 776 NETWORK SYSTEMS ENGINEER 297 31.1470NETWORK SYSTEMS ANALYST 220 27.02724.4640MOTOR SWEEPER OPERATOR 160 MAYOR 990 MICROGRAPHIC TECHNICIAN 025 16.964 MARKETING & EVENTS SPECIALIST 150 24.392 338 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OTPosition Title Grade Step 3 Step (Hourly Rate) 90019 9.5000 OA 25090 27.395028.7680 31.713033.2960 A 25099 27.3950 A 57350 27.783029.1750 32.162033.7680 C5971031.662033.245 36.65438.486 CC8956065.531068.8070 75.865079.6540 D 88060 52.722055.357 61.03464.087 D 27510 22.806023.9480 26.405027.7260 A 59920 34.924036.67 40.43242.457 C 26000 25.260026.5230 29.229030.6970 A 26010 31.739033.332 36.74838.589 A 86100 40.621042.6500 47.024049.3750 D2642014.884015.634 17.22918.096 CA5791034.924036.6700 40.432042.4570 C 90639 8.1120 CA 90649 9.0000 CA 90659 9.0850 CA 90669 10.500011.0000 CA 90089 CA 90109 5.4600 CA901295.7200 CA2602022.806023.9480 26.405027.7260 A 88590 42.715044.856 49.45251.93 CD 27100 26.744028.0870 30.965032.5080 CA 26390 18.779019.714 21.73322.818 A 57070 26.985028.3370 31.248032.8050 OC 86020 40.621042.65 47.02449.375 D 13390 17.112017.9610 19.793020.7890 CA 13391 13.4150 CA1339813.4150 CA1342019.246020.205 22.28523.392 CA 13429 17.7830 CA 13439 21.1460 CA 90143 8.0000 A 90733 CA 90743 CA 90753 CA2645017.227018.0890 19.943020.9430 A2645917.2270 A 26490 18.930019.8780 21.915023.0030 A 26500 18.930019.878 21.91523.003 CA 26499 18.9300 A 20010 14.219014.927 16.45917.288 OA 25139 24.9690 CA 41170 28.347029.783 32.87634.541 CA4127027.794029.1970 32.228033.8620 A2646018.930019.878 21.91523.003 A 27340 22.126023.2440 25.613026.8960 A 56100 34.242035.958 39.64341.63 CC 25160 25.260026.5230 29.229030.6970 OA 13709 17.1120 A 13708 13.4150 A 13700 17.112017.961 19.79320.789 A 13701 13.4150 A1344017.112017.961 19.79320.789 CA1344917.1120 CA 13441 13.4150 CA 13448 13.4150 CA 13460 20.016021.014 23.17324.324 A 13470 21.990023.0820 25.451026.7190 A 90179 11.0000 OA 90189 11.5000 OA8913052.722055.357 61.03464.087 D1343021.146022.1920 24.474025.6900 A 88560 42.715044.856 49.45251.93 D 57010 39.292041.2590 45.490047.7630 C 59700 39.292041.259 45.4947.763 C 13640 20.204021.2140 23.392024.5610 CASPRAY RIG OPR/PEST CONTROL ADV 105 22.2760 SPECIAL PROJECTS MANAGER G55 43.324 SPECIAL EVENTS MGR - RABOBANK G55 43.3240 SOLID WASTE SUPERINTENDENT M18 47.1 SOLID WASTE EQUIPMENT OPERATOR 115 23.3060SOLID WASTE DIRECTOR M48 58.128 SITE MANAGER I - TEMP 902 SITE MANAGER II - TEMP 962 SEWER MAINTAINER III 140 24.2360 SEWER MAINTAINER II 097 22.059 SEWER MAINTAINER I T-STEP 715 SEWER MAINTAINER I TEMP-T 715 18.856 SEWER MAINTAINER I - TEMP 742 SERVICE MAINTENANCE WORKER-T 715SEWER MAINTAINER I 050 18.856 SERVICE MAINTENANCE WORKER 050 SERVICE MAINTENANCE WKR-TEMP 866 SERVICE MAINTENANCE WKR-TEMP T 715 SENIOR SALES REPRESENTATIVE 235 27.8400 SENIOR REAL PROPERTY AGENT G40 37.759 SENIOR PROPERTY TECHNICIAN 150 24.3920 SENIOR POLICE RECORDS CLERK 070 20.873SENIOR POLICE OFFICER P15 30.6760SENIOR POLICE LAB TECHNICIAN P20 31.289 SENIOR OFFICE SYS ANALYST-TEMP 792 SECRETARY II - TEMP 752 SENIOR KENNEL TECHNICIANS 010 15.672 SECRETARY II - CGCC 070 20.873 SECRETARY II 070 20.8730 SECRETARY I - TEMP 745 SCOREKEEPER III 833SECRETARY I 055 18.9970 SCOREKEEPER I 805 SCOREKEEPER II 821 SANITATION WORKER III TEMP 770 SCOREKEEPER 900 SANITATION WORKER II-TEMP 760 SANITATION WORKER I TEMP-T 715SANITATION WORKER II 090 21.211 SANITATION WORKER I - T STEP 715 SANITATION WORKER I 050 18.8560 RISK MANAGER M08 44.784 29.7550REVENUE PROGRAM SUPERVISOR G15 29.4880 REVENUE PROGRAM AIDE 065 20.69 25.1520 REHABILITATION SPECIALIST 265 RECREATION SUPERINTENDENT M18 47.1 RECREATION LEADER III 912RECREATION SPECIALIST 180 RECREATION LEADER I 803 RECREATION LEADER II 906 RECREATION COORDINATOR III 948 RECREATION COORDINATOR IV 954 RECREATION COORDINATOR I 942 RECREATION COORDINATOR II 945 RECORDS SUPERVISOR G45 38.5060RECEPTIONIST01516.411REAL PROPERTY MANAGER M10 44.7840 REAL PROPERTY AGENT II 360 34.998 REAL PROPERTY AGENT I 235 27.8400 PURCHASING OFFICER G45 38.506 PUBLIC/FIRE SAFTETY EDUC SPEC 180 25.1520 PUBLIC WORKS OPERATIONS MGR M48 58.128 PUBLIC WORKS DIRECTOR M77 72.2500PUBLIC INFORMATION OFFICER G30 34.909PROPERTY ROOM SUPERVISOR G20 30.6300 PROGRAMMER ANALYST - TEMP 884 PROGRAM LEADER II - TEMP 951 PROGRAMMER ANALYST 290 30.2030 339 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OTPosition Title Grade Step 3 Step (Hourly Rate) 57410 29.803031.295 34.50536.23 CC 14440 22.126023.2440 25.613026.8960 CA 90509 11.6270 CA 90519 13.000013.5000 CA9052913.4120 CA1314017.112017.9610 19.793020.7890 CA 13141 13.4150 CA 13148 13.4150 CA 13149 17.1120 CA 88640 42.715044.8560 49.452051.9300 D 90389 8.0000 A 90439 6.4480 CA5988022.622023.755 26.19427.507 C5711026.985028.3370 31.248032.8050 C 57080 26.985028.337 31.24832.805 C 57210 26.985028.3370 31.248032.8050 CC 57119 26.9850 C 57460 26.985028.3370 31.248032.8050 CC 57120 31.662033.245 36.65438.486 C 57830 31.662033.2450 36.654038.4860 C5722031.662033.245 36.65438.486 CC5785031.662033.2450 36.654038.4860 CC 57710 34.924036.67 40.43242.457 CC 55470 32.453034.0800 37.573039.4500 C 57840 31.662033.245 36.65438.486 C 25280 24.314025.5450 28.192029.6260 A 25300 26.744028.087 30.96532.508 A 90099 8.0600 CA 90469 10.000010.25 OA904795.9800 CA5716029.803031.295 34.50536.23 C 90329 6.7600 CA 14480 19.246020.205 22.28523.392 CA 14471 14.7260 CA 14479 19.2460 A 14478 14.7260 OA 14470 19.246020.205 22.28523.392 A8837050.491053.0140 58.450061.3750 D2529026.680028.002 30.87932.419 A 14080 17.112017.9610 19.793020.7890 CA 14081 13.4150 CA 14088 13.4150 CA 14089 17.112017.961 19.79320.789 CA 14190 19.246020.2050 22.285023.3920 A 17190 21.146022.192 24.47425.69 A1531026.680028.0020 30.879032.4190 A4106029.783031.288 34.54236.288 A 26250 16.392017.2120 18.976019.9290 A 26259 16.3920 A 90209 8.1120 CA 90219 8.1120 CA 90229 13.5020 CA 13610 17.112017.961 19.79320.789 CA 13618 13.4150 CA1361113.4150 CA1362020.016021.0140 23.173024.3240 A 13630 21.146022.192 24.47425.69 CA 57500 34.924036.6700 40.432042.4570 CC 88580 52.722055.357 61.03464.087 CD 13480 15.589016.3660 18.050018.9490 CA 13489 15.5890 A 14360 22.658023.7910 26.226027.5430 A1439018.779019.714 21.73322.818 A1442021.146022.1920 24.474025.6900 A 14430 24.924026.184 28.89730.364 OA 90349 9.2500 CA 88690 52.722055.357 61.03464.087 D 14290 25.561026.8380 29.581031.0660 AWASTEWATER PLANT MECHANIC 245 28.1800 WASTEWATER MANAGER M48 58.128 WARDROBE 957 W W TREATMENT PLANT OPR III 229 27.499 W W TREATMENT PLANT OPR II 115 23.3060W W TREATMENT PLANT OPR I 065 20.69 UTILITY WORKER-TEMP 735 W W TREAT PLANT LAB TECH 165 24.9810 UTILITY WORKER 030 17.1880 UTILITIES MANAGER M48 58.128 URBAN FORESTER G45 38.5060 TREE MAINTAINER III 115 23.306 TREE MAINTAINER II 097 22.0590 TREE MAINTAINER I TEMP-T 715TREE MAINTAINER I-T STEP 715 TREE MAINTAINER I 050 18.856 TRANSPORTATION OFFICER II 942 TRANSPORTATION OFFICER III 971 TRANSCRIBING TYPIST-TEMP 737 TRANSPORTATION OFFICER I 942 TRANSCRIBING TYPIST 040 18.0760 TRAINING OFFICER P25 32.876TRAFFIC SIGNAL TECHNICIAN 263 29.4060TRAFFIC PAINTER III 115 23.306 TRAFFIC PAINTER II 090 21.2110 TRAFFIC PAINTER I-TEMP 050 18.856 TRAFFIC PAINTER I T-STEP 715 TRAFFIC PAINTER I TEMP-T 715 TRAFFIC PAINTER I 050 18.8560 TRAFFIC OPERATIONS TECHNICIAN 263 29.406TRAFFIC ENGINEER M42 55.6690TRADES MAINTENANCE WORKER 090 21.211 TRADES MAINT WORKER - TEMP 877 TRADES MAINT WORKER TEMP-T 720 TRADES ASSISTANT T-STEP 720 TICKET SELLER 930 TRADES ASSISTANT FIRE HYDRANT 090 21.211 TECHNOLOGY SERVICES SUPERVISOR G25 32.858 SWIM INSTRUCTOR I 918SWIM INSTRUCTOR II 921 SWIM INSTRUCTOR 939 SURVEY PARTY CHIEF II 265 29.488 SURVEY PARTY CHIEF I 210 26.8280 34.909SUPV II-W W PRETREAT REV PROG G30 38.506 SUPERVISOR-SURVEY OPERATIONS G35 35.7820 34.909 SUPERVISOR III - WASTEWATER G45 34.909 SUPERVISOR II - WASTEWATER G30 34.9090SUPERVISOR II - RECYCLING G30 29.755 SUPERVISOR II - RECREATION G30 34.9090 SUPERVISOR II G30 SUPERVISOR I - TEMP 600 SUPERVISOR I - TREES G15 29.7550 SUPERVISOR I - RECREATION G15 29.7550 SUPERVISOR I - CGCC G15 SUPERVISOR I G15 29.7550SUPERVISING FIRE DISPATCHER G05 24.945 STUDENT HELP 900 STUDENT INTERN 927 STREET MAINTENANCE SUPT M18 47.1000 STREET MAINTAINER TEMP-T 715 STREET MAINTAINER-TEMP 742 24.3920 STREET MAINTAINER T-STEP 715 STAGEHAND III 975STREET MAINTAINER 050 18.8560 STAGEHAND I 963 STAGEHAND II 972 STAGE TECHNICIAN - CGCC 150 STAGE MANAGER - CGCC G25 32.858 340 CITY OF BAKERSFIELD FISCAL YEAR 2013-14 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 Status OTPosition Title Grade Step 3 Step (Hourly Rate) 88680 42.715044.856 49.45251.93 D 89110 52.722055.3570 61.034064.0870 D 89160 61.766064.857 71.50675.083 D 88570 42.715044.8560 49.452051.9300 D5745026.985028.337 31.24832.805 CC5717031.662033.2450 36.654038.4860 CC 25050 24.517025.741 28.37829.8 A 13510 23.257024.4270 26.933028.2860 CA 13520 25.561026.838 29.58131.066 CAWELDER II 245 28.18 WELDER I 200 25.6460 WEBMASTER 220 27.027 WATER SUPERVISOR II G30 34.9090WATER SUPERVISOR I G15 29.755WATER RESOURCES SUPERINTENDENT M18 47.1000 WATER RESOURCES MANAGER M71 68.099 WATER RESOURCES DIRECTOR M48 58.1280 WASTEWATER TREATMENT SUPT M18 47.1 341 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. Budgets and Budgetary Accounting The procedures established by the City Council in adopting the budgetary data reflected in the financial statements are as follows: 1. Prior to June 1, the City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them. 2. Public hearings are conducted to obtain taxpayer comments. 3. Prior to July 1, the budget is legally enacted through passage of a resolution. 4. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with generally accepted accounting principles. 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. 342 FY 2013-14 Budget Calendar JANUARY 24 FEBRUARY FY 2013-14 Budget Instructions and Salary Projection Report distributed to departments 4 Salary Projection File changes are to be entered in HTE. 11 Revenue projections for all funds are due to Finance. Internal Service Requests are due. MARCH 6 Goals and Objectives and Organizational Charts due. Operating Budgets (with transmittal) due to City Manager’s Office. Department’s CIP Budget due to City Manager’s Office, including transmittal memo with Department Head signature. 11 – 22 Budget review meetings to be scheduled by the City Manager’s Office. APRIL 5 City Manager’s recommended budget available to departments online. 8 First review of department budget presentations. 15 Final review of department presentations. MAY 1 15 City Manager’s Budget Overview Presentation to Council and Budget Workshop. Department Budget Presentations/Council Presentations: General Government, City Attorney and Finance. Department Budget Presentations/Council Presentations: Water Resources, Community Development, and Public Works. 16 Proposed CIP Budget to Planning Commission JUNE 5 Department Budget Presentations/Council Presentations: Fire, Rabobank, CVB, Recreation and Parks Proposed FY 2013-14 Operating and Capital Improvement Plan (CIP) Budgets and Appropriations Limit City Council Hearing. 26 City Council Adoption of FY 2013-14 Operating and Capital Improvement Program (CIP) Budgets and Appropriations Limit. 343 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. 344 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. Accounting and Budgetary Basis The modified accrual basis of accounting is used by all General, Special Revenue, Debt Service, and Capital Projects Funds. This means that revenues are recognized when they become both measurable and available. Measurable means the amount of the transaction can be determined and available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded when liabilities are incurred, except that principal and interest payments on long-term debt are recognized as expenditures when due. The accrual basis of accounting is utilized by all Enterprise and Internal Service 345 Basis of Accounting and Budgeting continued Funds. This means that revenues are recorded when earned and that expenses are recorded at the time liabilities are incurred. The City’s basis for budgeting is consistent with accounting principles generally accepted in the United States of America and with the City’s financial statements as presented in the Comprehensive Annual Financial Report (CAFR). Exceptions are as follows: • Capital expenditures within the Enterprise Funds and Internal Service Funds are recorded as assets on an accounting basis but are shown as expenditures on a budgetary basis. • Depreciation of capital assets and amortization of various deferred charges are recorded on an accounting basis only. Principal payments on long - term debt within the Enterprise Funds and Internal Service Funds are applied to the outstanding liability on an accounting basis but are shown as expenditures on a budgetary basis. Funds are appropriated for all of the City’s funds (General, Special Revenue, Enterprise, etc.). 346 Investment Policy The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 134-12, 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. 347 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. 348 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. 349 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. 350 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. 351 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. 352 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. ENFORCEABLE OBLIGATIONS PAYMENT SCHEDULE (EOPS) – Lists all of the debts and obligations of the former Bakersfield Redevelopment Agency, including bond indebtedness, promissory notes, contracts, administration and operating expenses, and legally binding agreements; this schedule will be superseded by 353 the Recognized Obligation Payment Schedule when approved by the Oversight Board; A requirement of State Assembly Bill 26. ENTERPRISE FUND – A fund established to account for a service which should be paid for by those who use the service. Belong to the group of funds called “proprietary” and account for operations that provide services to the community at large. ENTITLEMENTS – Payments to which local governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the state or federal government. EQUIPMENT MANAGEMENT FUND – Used to account for the cost of operating and maintaining a maintenance facility for vehicular, telecommunications and computer equipment used by other City departments. EXPENDITURE – Use of funds for payment of current operating expenses, payment of bonds, and payment of major purchases. 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. 354 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. 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 355 the City’s Transportation Network; (3) Continue Positive Downtown Development; (4) Plan for Growth and Development; (5) Strengthen and Diversify our Economic Base; (6) Promote Community Pride and Image; and, (7) Fiscal Solvency. GOVERNING BODY – Consists of one Mayor, elected at large, and seven Councilmembers, each representing a ward within the City. (A list of the current governing body is available on the first page of this document.) GOVERNMENTAL FUNDS – An accounting entity used to account for operations that rely mostly on current assets and current liabilities. Governmental funds include the General Fund, special revenue funds, enterprise funds and redevelopment funds. GRANT – A grant is contributions or gifts of cash or other assets from another organization or governmental entity for use in a specific purpose, activity, or facility. - 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 356 funds. The City of Bakersfield uses internal service funds for the central administration of insurance and equipment replacement. - L - LAWS – A binding custom or practice of a community: a rule of conduct or action prescribed or formally recognized as binding or enforced by a controlling authority. LICENSES – A legal document issued by a government granting privileges to the holder to engage in regulated activity. All licenses issued by the City of Bakersfield are for regulatory purposes and are based on the premise of protecting the public safety, health, and general welfare. Licenses are issued after certain requirements and standards are fulfilled. LINE ITEM – The smallest expenditure detail in department budgets. The line item also is referred to as an “object”, with numerical “object codes” used to identify expenditures in the accounting system. - M - MAYOR – Elected official who presides over business that is brought before the City Council. 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 357 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). OVERSIGHT BOARD – Comprised of various members of local taxing agencies and at large members who supervise the activities of the Successor Agency and have a fiduciary responsibility to the holders of enforceable obligations and the taxing entities that will benefit from the distribution of property tax and other revenues due to the dissolution of the Bakersfield Redevelopment Agency. - 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. 358 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 – RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) – A document approved in draft form by the Successor Agency and submitted to the Oversight Board for final approval and forwarding to the State Controller’s Office and the State Department of Finance, which includes: 1) Obligations of the former Bakersfield Redevelopment Agency 2) A funding source for the payment of the obligations; 3) Projected dates and amounts of scheduled payments for each enforceable obligation; and 4) Is forward looking for each six-month fiscal period; A requirement of State Assembly Bill 26. Once the ROPS is approved by the Oversight Board and transmitted to the Department of Finance and State Controller’s Office, only those payments listed on the ROPS may be made by the Successor Agency from the funds specified. REFUSE FUND – Rates charged by the City cover operations and maintenance costs associated with refuse service and street sweeping. RESERVE – A portion of fund equity legally restricted for a specific purpose or not available for appropriation and subsequent spending. It is normally set aside in funds for emergencies or unforeseen expenditures not otherwise budgeted. RESOLUTION − A legislative enactment that has less legal formality than an ordinance and has a lower legal status. RESOURCES – Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. REVENUE – Money received from taxes, fees, permits, licenses, interest, 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. 359 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. SUCCESSOR AGENCY – The entity, designated as the City of Bakersfield, responsible for appointing members to the Oversight Board for the wind down and close out functions of the former City Redevelopment Agency, as defined under State Assembly Bill 26. - T - TAX INCREMENT FINANCING – Use of taxes collected within a specifically designated area for repayment of tax increment debt and major infrastructure expenditures. TAXES – Compulsory assessments levied by a government for the purpose of financing services performed for the common benefit of the citizens. Taxes do not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Generally includes property taxes, sales taxes, franchise taxes, business license taxes, real property transfer taxes, and transient occupancy taxes. TRANSIENT OCCUPANCY TAX – Used to account for Transient Occupancy Tax Revenues (Hotel Tax) and expenditures funded by this revenue source. TRANSPORTATION DEVELOPMENT FUND – Used to account for funds collected from fees paid to mitigate the traffic impacts to the regional circulation system caused by a development project. The fees are paid when a building permit for 360 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. 361