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FY 2014-15 City of Bakersfield Adopted Budget
City of Bakersfield, California FY 2014-15 Adopted Budget About the Cover The FY 2014-15 budget cover features four photographs capturing various events and projects occurring within the City over the past year. Top Left: The second phase of the Sister City Gardens located at Mill Creek opened on December 4, 2014 recognizing the cities of Santiago de Queretaro, Mexico and Amritsar, India. The first phase of the Sister City Gardens opened across the street in 2012, featuring the cities of Wakayama, Japan; Bucheon, South Korea; and Cixi, China. Top Right: City in the Hills Park, the City's 59th park, opened in 2011. The 10-acre park features shaded picnic facilities, an exercise area, children’s playground, tennis, basketball, sand volleyball courts and an 18 - hole disc golf course. Other features include a perimeter walking trail, open turf areas, boulder outcroppings, and drought tolerant plants. Bottom Left: The Mill House at Mill Creek opened in 2013 just west of 17th and S Streets, featuring over 1,000 square feet available for special events and gatherings. The facility features an operational mill wheel which generates approximately 2 kilowatts of power at peak production. Bottom Right: The first segment of the Westside Parkway opened on August 2, 2013. The new east-west freeway includes three lanes in each direction with interchanges at Truxtun Avenue, Mohawk Street, Coffee Road, Calloway Drive (pictured) and Allen Road. Construction on the final segment between Allen Road and the Stockdale Highway/Heath Road intersection is currently underway, and is expected to be completed in fall 2014. Photography Credits: - Gilbert Vega CITY OF BAKERSFIELD ADOPTED BUDGET FY 2014 – 15 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 Nick Fidler Public Works Director Dianne Hoover Recreation and Parks Director Doug McIsaac Community Development Director Greg Williamson Police Chief Nelson Smith Finance Director Rhonda Smiley Assistant to the City Manager Steve Teglia Assistant to the City Manager Chris Huot Assistant to the City Manager i TABLE OF CONTENTS BUDGET MESSAGE v Letter of Transmittal v Distinguished Budget Presentation Award xxxi Employee Incentive Program xxxii Organizational Chart xxxiii BUDGET SUMMARIES 1 Revenues 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, 2015 30 Interfund Transfers – Summary 31 Interfund Transfers – Detail 32 FY 2014-15 Appropriations Limitation 33 REVENUES 34 Property/Sales Tax Revenues Graphs 37 Transient Occupancy Tax/License and Permit Revenues Graphs 38 Motor Vehicle-In-Lieu Revenues/Charges for Services Graphs 39 General Fund – Revenue by Source 40 Estimated Revenue by Fund 42 LEGISLATIVE 43 Legislative 44 Mayor & City Council 46 EXECUTIVE 50 City Manager 54 City Clerk 58 Human Resources 62 Risk Management 66 Information Technology 69 Table of Contents (Continued) ii FINANCIAL SERVICES 72 Administrative Services 75 Accounting and Reporting 77 Treasury 79 Purchasing 83 Successor Agency CITY ATTORNEY 85 POLICE SERVICES 91 Headquarters 95 Support Services 99 Operations 110 Investigations 121 Animal Control 132 FIRE SERVICES 133 Administration 136 Fire Safety 139 Fire Suppression 142 PUBLIC WORKS 146 Administrative Services 155 Thomas Roads Improvement Program (TRIP) 157 Engineering 161 General Services 167 Streets 173 Equipment 176 Wastewater 179 Solid Waste 182 WATER RESOURCES 185 Agricultural Water 189 Domestic Water 192 RECREATION AND PARKS 195 Administrative Services 199 Recreation 202 Parks 205 COMMUNITY DEVELOPMENT 208 Planning 211 Building 216 Table of Contents (Continued) iii NON-DEPARTMENTAL 218 SPECIAL FUNDS 220 Special Revenue Funds 222 Internal Service Funds 233 Fiduciary Fund 236 Capital Improvement Program Funds 238 Debt Service Funds 245 Schedule of Long-Term Debt Outstanding 247 Schedule of Long-Term Debt Maturities 248 ENTERPRISE FUNDS 249 SUCCESSOR AGENCY FUNDS 258 CAPITAL IMPROVEMENT PROGRAM 261 Letter of Transmittal 261 Capital Improvement Program Overview 272 C.I.P. Summary by Fund Chart 280 Key to Funding Codes 281 Infrastructure Graphs 282 C.I.P. Five-Year Plan Summary by Department 283 C.I.P. Five-Year Plan Funding Summary 284 C.I.P. Five-Year Plan Department Detail 285 APPENDICES 295 City Council Goals and Guiding Principles 296 City Budget Process 334 Operating Budget 336 Basis of Accounting and Budgeting 337 Investment Policy 339 Budget Amendment Process 340 Exhibits City Council Ward Boundaries Map 310 Miscellaneous Statistics 311 Miscellaneous Statistics Graphs 312 Governmental Activities Tax Revenue by Source 313 Principal Property Taxpayers 314 Assessed Value of Taxable Property (Table) 315 Assessed Value of Taxable Property (Graphs) 316 Sales Tax Revenue Payers by Industry 317 Demographic and Economic Statistics 318 Table of Contents (Continued) iv Property Value and Construction 319 Operating Indicators by Function 320 Capital Asset Statistics by Function 321 Personnel Complement by Division 322 Salary Schedule 324 Budget Calendar 335 GLOSSARY 341 Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 vi Building upon the previous two fiscal years, the FY 2014-15 Adopted Budget includes the continuation of modest position restoration to address various operational needs throughout the organization. Overall, the FY 2014-15 Adopted Budget contains the addition of 22 positions. This includes 11 total public safety positions – 5 sworn police positions, 5 civilian police positions and 1 civilian fire position. The remainder of the positions are within various other departments where a service-related or operational need exists. The FY 2014-15 Capital Improvement (CIP) Budget is highlighted by continued funding for the various Thomas Roads Improvement Program projects, including full funding for the construction of the Hosking Interchange Project. Partial construction funding (federal and local funds) is also budgeted for the State Route 178 Widening Project, the Beltway Operational Improvement Projects and the Westside Parkway Operational Improvement Project. Other highlights of the CIP budget include additional funding for Phase II of Mesa Marin Sports Complex and Phase III of the State Farm Sports Village, street and facility lighting improvements, bike lane improvements and a continued emphasis on general street maintenance. Budget Overview and Highlights Personnel Complement: Since FY 2011-12, the Council has authorized personnel restoration that had been previously lost as a result of the recession. The result has been the net addition of 53 positions to the complement – addressing many critical areas of need, including public safety and customer service-related operations. For FY 2014-15, the Adopted Budget contains the restoration of 22 positions to further address areas of priority throughout the organization. Of the 22 positions restored, 11 are within public safety operations and 5 are sworn police positions. The new positions bring the Police Department’s sworn complement to 394 – a new department high; superseding the FY 13-14 authorized complement of 389. The balance of the positions within the Police Department includes 2 Police Service Technicians, 1 Clerk Typist and 2 Community Relations Specialists. One Clerk Typist was added to the Fire Department complement. The remainder of the additions includes positions where critical service or operational issues continue to exist. The remaining new approved positions include 7 positions within the Public Works Department, 2 positions within the Community Development Department and 1 position within the Recreation and Parks Department and Executive Department, respectively. Additionally, a vacant Animal Control Officer position is to be deleted to offset the addition of Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 vii a Sr. Animal Control Officer position that occurred during mid FY 2013-14. The result is a net 21 additions to the Citywide complement. Further details of the position restorations are in the department summaries located later in this transmittal memo. The following table provides authorized staffing levels by department for the previous four fiscal years (including mid-year approved additions) and the approved complement for FY 2014-15: Department FY 2010-11 Authorized FY 2011-12 Authorized FY 2012-13 Authorized FY 2013-14 Authorized FY 2014-15 Authorized Deletions FY 2014-15 Authorized Additions FY 2014-15 Authorized Legislative11 1101 Executive55555758159 Financial Services31313232032 City Attorney10101010010 Police Services (a)485486517528-110537 Fire Services1951951961981199 Public Works4094094154227429 Water28282828028 Rabobank Arena/CVB448808 Recreation & Parks1431471491491150 Community Development80766161263 Totals1,4411,4421,4741,495-1221,516 (a) The Police Department will add 10 positions for FY 2014-15 and delete one vacant Animal Control Officer position from its complement. Table 1. Personnel Complement History and Percent Change since FY 2010-11 Inclusive of the changes described above, the City’s staffing complement is 1,516. It is noted the authorized complement remains 97 positions below the authorized complement of 1,613 in FY 2008-09. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 viii The following table provides Citywide authorized staffing levels since FY 2008-09 and the authorized complement for next fiscal year. Cost-of-Living Adjustment (COLA) and Labor Negotiations: x The SEIU Blue and White Collar Collective Bargaining Unit received a 2% COLA in July 2013. The group’s MOU expires as of December 31, 2014. The 2% COLA was also extended to General Supervisory and Management - those groups have traditionally received the same COLA adjustments as SIEU. For FY 2014-15, staff has included funding for a potential COLA as part of the budget, subject to further discussion with this group. x A 3.5% COLA was approved for Police Supervisory, effective July 2013. Additionally, the terms of the MOU require unit members hired prior to January 1, 2011 and who have been with the City for five or more years to contribute .5% toward their pension costs. For FY 2014-15, staff has included a projected COLA as part of the budget, inclusive of the catch- up provisions. For FY 2014-15, staff has included funding for a potential COLA as part of the budget. x The Fire Union agreed to a MOU which provided a 3.5% salary adjustment in July 2013. The MOU is in effect until June 30, 2015. Additionally, the terms of the MOU require unit members hired prior to January 1, 2011 and who have been with the City for five or more years to contribute .5% toward their pension costs. For FY 2014-15, staff has included a projected COLA as part of the budget, subject to further discussion with this group. 1613 1452 1441 1442 1474 1495 1516 1350 1400 1450 1500 1550 1600 1650 FY 08-09 Authorized FY 09-10 Authorized FY 10-11 Authorized FY 11-12 Authorized FY 12-13 Authorized FY 13-14 Authorized FY 14-15 Authorized Citywide Complement by Fiscal Year Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 ix x The Police Union agreed to a MOU in July 2013, which provided a .5% salary increase to all members and an additional adjustment to detective salary grades of 1.8%. Additionally, the terms of the MOU require unit members hired prior to January 1, 2011 and who have been with the City for five or more years to contribute .5% toward their pension costs. This MOU expires as of June 30, 2014. For FY 2014-15, staff has included a projected COLA as part of the budget, subject to further discussion with this group. Resolution of Property Tax Split Dispute: In March 2014, the City and County settled a two year dispute concerning how property tax revenues were split for annexations dating back to 2005. The settlement and new Memorandum of Understanding (MOU) provide the City with the same level of revenue it had received prior to the dispute arising. Absent a resolution, the City stood to have approximately $800,000 withheld from its property tax allocation in FY 2014-15. Under the settlement agreement and new MOU, this amount will no longer be withheld. International Association of Chiefs of Police (IACP) Operational Analysis: In January 2014, the City Council approved a contract with IACP to conduct a strategic operational analysis of the Bakersfield Police Department. The goal of the analysis is to identify actions the BPD can implement to achieve objectives more effectively, including improving response times, officer retention and expanding the use of technology within the Department. The study is currently underway, with the final report anticipated to be completed in mid-2014. As the study may propose feasible, fruitful recommendations that require additional resources, staff has reserved $1 million for this purpose. Animal Control Services: In October 2013, the City began operations of the Bakersfield Animal Care Center located at 201 S. Mt. Vernon Ave. The City partnered with the Bakersfield SPCA and the Bakersfield Homeless Center to provide services related to the daily management and staffing of the center. In addition, Public Works oversaw much needed improvements to bring the facility up to a standard that allows for the appropriate care and housing of animals taken into the facility. Included in the FY 2014-15 Adopted Budget is funding for the continuation of the partnerships with the SPCA and Homeless Center for the operation of the center. In addition, funding is included for a low cost spay and neuter voucher program and continuation of the neighborhood license canvasing program. The CIP budget includes $50,000 for miscellaneous improvements and unanticipated capital needs at the center. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 x Water, Sewer and Refuse Rates: Staff continues to closely monitor expenditures associated with enterprise funds and through conservative budgeting efforts has been able to hold user rates unchanged for an extended period of time. For FY 2014-15, there is not any rate increases for enterprise operations; however, staff is anticipating certain enterprise operations will require a rate or fee adjustment as part of the FY 2015- 16 budget cycle. The following bullet points list the rate or fee and the consecutive years without an increase: x Refuse Collection Rates – 6th straight year x Sewer Rates – 3rd straight year x Sewer Connection Fee – 4th straight year x Domestic Water Rates – 4th straight year A change in methodology for approximately 1,700 of the City’s 4,200 commercial sewer customers was approved during the budget process. The change simplifies the calculation used to determine the surcharge amounts applicable to certain commercial users and ensure each user is paying their proportional share per State law. In March 2014, the City Council approved sending a Proposition 218 notice to customers regarding the change in methodology. A public hearing on this item occurred in June 2014 and, was approved by the Council, making it effective beginning this fiscal year. Street Maintenance: In support of Council Goals for local street maintenance, resurfacing and road construction projects, the FY 2014-15 Adopted Budget includes local funding in the amount of $21,971,200 for Non-TRIP road maintenance and projects. This includes funding from the following local funding sources: x General Fund: $14,697,200 x Capital Outlay Fund: $7,274,000 This is a $666,919 increase over the current year budget for Non-TRIP road maintenance and projects which totals $21,304,281. It is also an approximately $9,614,200, or 78%, increase as compared to the historical average local Non- TRIP roads funding from FY 2008-09 to FY 2012-13. Recreational Activities and Projects: The FY 2014-15 Adopted Budget includes multiple projects which will enhance the user experience at various parks and facilities. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xi The CIP budget includes an additional $1.9 million for Phase II of Mesa Marin Sports Complex and $2.25 million for Phase III of the State Farm Sports Village. These funds are in addition to the funding that the Council approved in the FY 2013-14 CIP budget for both projects. Both of these projects are anticipated to advance through the design stages in the fiscal year. Other Recreation and Parks-related projects in the adopted budget include: x Replacement of the existing shade structure at Jefferson Park. x Rehabilitation of the McMurtrey Aquatic Center slides and stair structure. x Replacement of the existing restroom facility at Planz Park. x Replacement of damaged and worn rubber surfaces at various playgrounds throughout the City. x Upgrading the existing parking and decorative lights to high efficiency LED lights at the Park at River Walk utilizing PG&E’s on-bill financing program. x Replacement of original playground equipment at Silver Creek Park. x Replacement of original playground equipment at Yokuts Park. Other Miscellaneous Items of Note: x A contingency amount of $209,700 has been budgeted for unexpected items which may evolve going into next fiscal year. x An amount of $37,000 has been budgeted to continue the City’s support of the Bakersfield Symphony Orchestra and the Beale Park Band. x An amount of $10,000 has been budgeted for a contribution to the Bakersfield Music Theatre. x 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: Secured property tax revenue is projected at 5% growth for FY 2014-15, compared to the FY 2013-14 revised secured property tax revenue estimates of 3%, as projected by Kern County. Sales and Use Tax: Sales tax revenue is projected to increase by 3% in FY 2014-15, as compared to a revised 2% increase for FY 2013-14. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xii The State Budget, CalPERS, Active Employee Medical and Retiree Medical: The State Budget: The FY 2014-15 enacted State Budget projects a balanced budget for the fiscal year, with increased spending for education, healthcare, paying down debt and setting aside funds to offset future downturns in the economy. Increases in personal income tax (PIT) collections - driven largely by increases in stock prices in 2013 - have improved the state’s budget condition. The positive budget outlook has also been aided by a recovering economy and increased revenues from the temporary taxes of Proposition 30. At this time, we do not anticipate any revenue “takes” from the State in the upcoming fiscal year. CalPERS: In December 2013, CalPERS provided the City with projected rates for FY 2014- 15. Each plan will see increases for the next fiscal year, ranging from 1.10% to nearly 3%, or approximately $2 million citywide. In addition, CalPERS approved new policies which will begin to impact rates in FY 2015-16. The new policies are expected to raise rates between 1.5% and 3%, per year, over a five year period. These factors have resulted in the City projecting an $11 million increase in retirement costs over the next six years. Active Employee Medical: Recent plan usage, combined with the implementation of the Affordable Care Act, resulted in significant increases to healthcare premiums across most plans. Notwithstanding modifications made to the certain plans, each plan saw percentage increases of 4% to 17% for the fiscal year. The City currently pays for 80% of the premium costs for all labor groups. Retiree Medical: The City’s Annual Required Contribution for retiree healthcare attributable to the General Fund is $6,393,800. This amount is fully budgeted in the FY 2014-15 Adopted Budget. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 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 appropriations for both operating and capital expenditures for FY 2014- 15 is $620,728,982. The total appropriations in FY 2014-15 for all City funds reflects a decrease of $86,316,566, or -12.2% as compared to the FY 2013-14 Amended Budget. The total appropriated for the Operating Budget is $437,754,000, which reflects an increase of $19,454,712, or 4.7% increase, as compared to the FY 2013-14 Amended Budget. The total appropriated for the Capital Improvement Budget is $182,974,982, which reflects a decrease of $105,771,278, or -36.6%, as compared to the FY 2013-14 Amended CIP Budget. The 2013-14 Amended Budget included the $165,000,000 of federal funds appropriated for early property acquisition for the Centennial Corridor as part of the Thomas Roads Improvement Program. Absent that appropriation, the FY 2014-15 CIP Budget increased by $59,228,722 or 47.8%. The CIP section of this document contains an itemized listing of projects included in the plan. General Fund Expenditures: General Fund appropriations total $203,472,000, which reflects an increase of $6,786,235 or 2.98%, as compared to the FY 2013-14 Amended Budget. Increases in the General Fund budget are attributable to restoration of positions, equipment related to the restoration of staff, CalPERS costs and healthcare related 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 2014-15 totals $203,472,000 which reflects an increase of $5,893,235or 2.98%, as compared to the FY 2013-14 Amended Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xiv Budget. The General Fund revenue sources derived from taxes include: $64,665,600 in property taxes, $73,981,200 in sales and use taxes, and $10,410,000 in other taxes. The remainder of the resources for the General Fund is comprised of $26,002,000 in other revenue sources, $27,563,200 in beginning fund balance, and $850,000 in transfers. 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 2014-15 Adopted Budget to the FY 2013-14 Amended Budget. Most increases in department operating budgets can generally be attributed to the restoration of personnel, additional equipment related to the personnel restoration, increased healthcare costs and increases in CalPERS rates. Police. The operating budget for the Police Department is $82,240,301, which represents a 2.14% increase, as compared to the FY 2013-14 Amended Budget. The FY 2014-15 Adopted Budget includes an additional 10 positions - 5 sworn and 5 civilian. The authorized staff additions are as follows (quantity in parenthesis): x (2) Detective x (3) Sr. Police Officer x (2) Police Service Technician x (2) Community Relations Specialist x (1) Clerk Typist The adopted budget increases the sworn complement from 389 to 394. Additionally, the officer positions previously funded with Community Development Block Grant funds will be absorbed in the Police Department’s General Fund budget beginning in FY 2014-15. Fire. The operating budget for the Fire Department is $35,839,500, which is a 2.51% increase, as compared to the FY 2013-14 Amended Budget. The authorized staff additions for the Fire Department are as follows (quantity in parenthesis): x (1) Clerk Typist This position will be funded through the Certified Unified Program Agency Fund (CUPA) and does not require any General Fund monies. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xv Public Works. The operating budget for the Public Works Department is $110,308,586, which is a 2.42% decrease, as compared to the FY 2013-14 Amended 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. For FY 2014-15, the restoration of 7 positions will occur (quantity in parenthesis): x (1) Trades Maintenance Worker x (1) Solid Waste Equipment Operator (Refuse Fund) x (1) Clerk Typist (Wastewater Fund) x (1) Parts and Inventory Specialist (Equipment Fund) x (1) Supervisor II (Wastewater Fund) x (1) Construction Inspector I x (1) Engineering Technician Recreation and Parks. The operating budget for the Recreation and Parks Department is $19,294,447, which is a 6.82% increase as compared to the FY 2013-14 Amended Budget. Included within the department’s budget is the addition of one position due to significant increases in recreation program activities (quantity in parenthesis): x (1) Program Coordinator Notable increases in Recreation and Parks budget include an increase to the water budget due to an increase in acreage and increases in water rates. Rabobank Arena, Theater and Convention Center. The City contracts with AEG to manage the Rabobank Arena, Theater and Convention Center, the San Joaquin Community Hospital Ice Sports Center and the Bright House Networks Amphitheater. As part of the management agreement, AEG guarantees the City’s net loss for the facilities will not exceed $415,718 annually. The Bakersfield Condors and the CSUB Men’s Basketball team hosted season games in the Arena. The Amphitheater Concert Series continues to increase in popularity. Convention and Visitors Bureau. The budget for the CVB is $683,921 which represents a 1.5% increase, as compared to the FY 2013-14 Amended 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. No new positions were proposed for this division. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xvi Community Development. The operating budget for the Community Development Department is $9,645,332, which is an 8.15% decrease as compared to the FY 2013-14 Amended Budget. Funding for the Community Development Department includes the General Fund, Development Services Fund and Housing and Urban Development (HUD) funds. In addition, for FY 2014-15, staff is proposing the restoration of two positions (quantity in parenthesis): x (1) Community Development Technician x (1) Building Inspector Successor Agency. Included in the FY 2014-15 Adopted Budget is a $3 million obligation of the former Redevelopment Agency. This obligation is a future anticipated contribution toward the development and construction of the 20th Street Veterans Housing project. This appropriation is offset by property tax revenue (formerly Redevelopment Agency tax increment) that will come to the Successor Agency based on the County tax collections and approved Oversight Board Recognized Obligation Payment Schedule (ROPS) documents. Mayor. The operating budget for the Mayor’s Office is $166,934, which is a 4% increase as compared to the FY 2013-14 Amended Budget. The Mayor’s budget reflects general increases in CalPERS and healthcare costs. City Council. The operating budget for the City Council is $290,492, which is a 3.75% increase as compared to the FY 2013-14 Amended Budget. Executive. The operating budget for the Executive Department (City Manager’s Office, Human Resources, Information Technology, City Clerk and Risk Management) is $19,706,187, which is a .03% decrease as compared to the FY 2013-14 Amended Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self- Insurance Fund. The slight decrease is related to a return to a more normal replacement schedule of IT equipment after replacing equipment which was deferred during the recession over the previous two fiscal years. The FY 2014-15 Adopted Budget includes a reorganization of certain positions within the City Manager’s Office. The reorganization is not projected to increase the City Manager’s Office budget. In addition, for FY 2014-15, staff is proposing the restoration of one position within the IT Division (quantity in parenthesis): x (1) Clerk Typist Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xvii City Attorney. The operating budget for the City Attorney’s Office is $3,664,398, which is a 1.02% increase as compared to the FY 2013-14 Amended Budget. The increase is attributable to general increases in CalPERS and healthcare costs. No new positions were proposed for this department. Financial Services. The operating budget for the Finance Department is $4,088,212 which is a 1.45% decrease as compared to the FY 2013-14 Amended Budget. The budget includes the accounting for the Successor Agency administrative budget of $250,000; 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). No new positions were proposed for this department. 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 $24,103,186 which is a 3.5% increase as compared to the FY 2013-14 Amended Budget. No new positions were proposed for this department. x Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,543,834, which is a 2.45% increase as compared to the FY 2013-14 Amended Budget. x Domestic Water Fund – The operating budget for the Domestic Water Division is $19,559,352, which is a 3.82% increase as compared to the FY 2013-14 Amended Budget. There is no domestic water rate increase for FY 2014-15. Refuse Fund – There is no refuse rate increase for FY 2014-15. Additionally, the roll out of residential blue recycle carts is nearly complete. The universal curbside recycling program will assist the City in meeting landfill diversion goals. Sewer Fund – The budget reflects no residential or commercial sewer user rate increases for FY 2014-15. However, as noted previously, staff is currently proposing a change in surcharge methodology which will be applicable to approximately 1,700 of the 4,200 commercial sewer users. The sewer connection fee per single-family household is currently $4,000. There is no rate increase for FY 2014-15. These fees are paid upon application for a Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xviii building permit or permit to connect an existing building to the City sewer system. 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 budgeted for all anticipated vehicle and equipment replacement. The Fleet Division has also budgeted for all vehicles needed for positions which are authorized to be restored. Telecommunications Division – Telecommunications staff continues to provide maintenance to the existing City phone system. Additionally, Telecommunications is prepared to provide needed equipment for the positions authorized for restoration. Self-Insurance Fund – The Self-Insurance Fund provides a self-funded program for general liability and Workers’ Compensation insurance. Rates charged for Workers’ Compensation insurance are based on an actuarial report which reflects changes in the workers’ compensation program due to adverse loss development, as well as increasing industry loss trends and related court decisions. Rates charged for liability and property insurance are based on the premiums paid by the City. Additionally, excess insurance is purchased as a member of the Authority for California Cities for Excess Liability (ACCEL). For FY 2014-15, the Risk Management Division’s budget is $9,896,885, which represents a .48% increase, as compared to the FY 2013-14 Amended Budget. 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 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. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xix 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 $3,201,247 and $1,079,525, which represents no change in the CDBG allocation and a 6.88% increase in the HOME allocation. CDBG funds are budgeted for the contribution to the Bakersfield Senior Center in the amount of $85,000. Capital projects utilizing CDBG funds include: street improvements in the East California Avenue area and Lake Street from Union Avenue to Tulare Street, replacing the existing shade structure at Jefferson Park, replacing the existing restroom at Planz Park and improving the existing gymnasium facility at the Dr. Martin Luther King Jr. Community Center. Additionally, the police officer positions previously funded with CDBG funds will be absorbed in the Police Department’s General Fund budget beginning in FY 2014-15. Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was established in July 1998 to account for the general revenues provided by a 12% room tax (M.C. 3.40) and the operation and debt related to the 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 adopted 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. 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. Approved CIP projects for FY 2014-15 continue to be focused on TRIP and road projects, as well as lighting upgrades at City facilities, parks improvements and local street maintenance. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xx Project Highlights: Thomas Roads Improvement Program (TRIP) Projects TRIP Projects comprise 84% of the total FY 2014-15 Capital Improvement Budget. The amount budgeted for TRIP Projects totals $155,122,930. This includes $114,366,679 in federal earmark funds and $40,756,251 in local funding. Local funding is comprised of gas tax revenues, utility surcharge revenue, and traffic impact fees. Water enterprise funds are the funding source for a $2,000,000 City waterline project on Rosedale Highway which will be completed in conjunction with the TRIP Rosedale Highway Widening Project. Although the water line project will be completed as part of the widening project, it had previously been identified as a standalone project needed to loop the City’s domestic water system. Discussion of the waterline project is included within the Water Improvements section of this transmittal. Construction funding in FY 2014-15 is budgeted for four TRIP projects: x Bridge Construction, Hosking at SR99 – This $21 million project is funded entirely with local funds (gas tax revenues, utility surcharge revenue, and traffic impact fees). This project will reconstruct the existing overcrossing to a full interchange with on/off ramps to and from SR99 at Hosking Avenue. This project will construct Hosking Avenue to its ultimate width through the interchange. x Beltway Operational Improvements – Federal funding of $83,437,689 and local funding of $10,706,344 is budgeted for this project. The local funding is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. The Beltway Operational Improvements Project is part of the original scope of work for the TRIP program. Caltrans and the City have worked collaboratively to bring this project forward and secure federal funding. Construction of elements of the Beltway Operational Improvements Project allows the City to encumber further federal dollars, which will improve the City’s transportation system. x SR178 Widening Construction – $15,716,018 of federal funding and $5,641,991 of local funding is budgeted for this project in FY 2014-15. This project widens the existing SR178 Highway from Masterson Street to Miramonte Drive to four lanes with paved shoulders, and between Canteria Drive and Masterson Street to six lanes with paved shoulders. The Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxi local funding is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. x Westside Parkway Operational Improvement - $8,080,000 of federal funding and $1,043,500 of local funding is budgeted for this project in FY 2014-15. This project provides improvements within existing right-of-way for the Westside Parkway now, which will be needed for the future connection to SR58. The Hageman Flyover project will construct a bridge structure over SR99 connecting Hageman Road west of SR99 to SR204 east of SR99. Federal earmarks provide 88.53% of funding with an 11.47% local match requirement for two Hageman Flyover projects (phases): x $1,954,125 of funding for right-of-way acquisition is budgeted for FY 2014-15 (additional right-of-way funding has been appropriated in prior years). x $1,223,000 of funding for utility relocation is budgeted for FY 2014-15. It should be noted construction funding for Rosedale Highway Widening Project was programmed in FY 2013-14 and is expected to be bid in the next fiscal year. Facility Improvements Funding for facility improvement projects are derived from multiple funding sources, which are noted for each project. In addition, the CIP budget includes several energy upgrade projects, which will be funded by a zero-interest on-bill financing loan administered by PG&E. Projects budgeted for FY 2014-15 include: x 18th and Eye Street Parking Control – This $125,000 project, funded with capital outlay funds, will install a fully automated parking control system at the 18th and Eye Street Garage location. The new system will open up more spaces to hourly parkers and improve public access to affordable downtown parking. x Bakersfield Municipal Airport, Northeast Apron Rehabilitation - The pavement of the Northeast taxiway and apron area of the airport is in very poor condition. This $300,000 project is the first phase of the Northeast Apron Rehabilitation project. This project is 90% federally funded with general aviation funds providing the local match requirement. x Corporation Yard, Fuel Nozzle - The Liquid Natural Gas (LNG) fueling station at the Corporation Yard was originally built to serve one truck at a Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxii time since the City’s fleet had a limited number of LNG vehicles. As more LNG refuse trucks have been placed into service, a second fuel nozzle was added. With the two LNG fuel nozzles, wait time for fueling is still considerable. A third nozzle will increase the efficiency of the refuse fleet since waiting time will decrease. $200,000 is budgeted for this project with refuse enterprise funds providing the funding. x Creekview Villas Phase II - The South Mill Creek Mixed-Use Redevelopment project includes the construction of 36 affordable multi- family townhomes between “R” Street and “S” Street and 14th Street and California Avenue. 14 multi-family homes have been constructed to date and are being marketed to qualified buyers. The FY 2014-15 Adopted Budget includes $2 million for the construction of an additional seven units. Funding source for this $2 million project are proceeds realized from the sale of completed units. x Fire Department: o Fire Station No. 11, General Facility and Site Improvements - Fire Station #11 (1955) has numerous issues with antiquated systems and deferred exterior facility maintenance. This $105,000 project, funded with capital outlay funds, includes upgrades to the electrical system and general facility improvements. Electrical improvements include a new emergency generator and automatic transfer switch to replace an obsolete mobile surplus unit, and replacement of the obsolete main electrical panel and of the inadequate wiring. General facility improvements include repainting of exterior surfaces and trim that are peeling and damaged from exposure to elements, along with repair and replacement of the original concrete walkways that are damaged due to age and previous excavation work. x Golden Empire Transit Bus Stops, ADA Improvements – A $599,000 grant from the Public Transportation Modernization, Improvement, and Service Enhancement Account provides 100% of the funding for this project. ADA ramps will be installed at various bus stops to improve safety and access. x Police Department: o Headquarters Energy Upgrade – This $100,000 project will be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The building is 38 years old with a significant amount of original equipment and fixtures. This project will fund the evaluation, assessment, and replacement of equipment and fixtures to obtain the most energy Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxiii efficient solution. This project is included within the Public Works Department’s CIP budget. o Property Room – This $750,000 project will acquire a new undetermined site for the Police Department’s Property Room. Currently, there are multiple property storage rooms located in multiple locations. One of the existing locations will no longer be available in January 2015. Funding for this project includes both acquisition of a new site and construction and renovation of a building. This project is to be funded with capital outlay funds. x Streetlight Upgrade Downtown – This $350,000 project will be funded predominantly by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. On-bill financing will cover $250,000 of the project’s cost with capital outlay funds providing the remainder of funding. This project replaces existing lighting with energy efficient lights in the area bounded by 30th Street on the north, V Street to the east, California Avenue to the south, and F Street to the west. x Streetlights on South Chester Ave – This $121,000 project, funded with capital outlay funds, installs energy efficient streetlights on South Chester Avenue from Ming Avenue to Belle Terrace for the safety of vehicular, bicycle, and pedestrian traffic. x Rabobank Arena/Convention Center Improvements – Numerous improvements totaling $880,500 are budgeted for both facilities; several of these projects are included within the Public Works Department’s CIP budget. Projects with budgets exceeding $100,000 include: o Rabobank Arena, Replace Ice Chiller – Emergency repairs made to the ice chiller in FY 2013-14 are anticipated to last three to seven years. This project sets aside $250,000 of capital outlay funds each year for three years to fund replacement of the existing ice chiller. Based upon industry standards, ice chillers typically last 15 to 20 years. Because of Bakersfield’s harsh summers, this estimated useful life is even lower. The current chiller was installed in 1998. Major corrosion of parts of the chiller currently exists. o Miscellaneous Improvements – $150,000 of capital outlay funds is budgeted to fund urgent or emergency items at both facilities. Examples include a/c chiller, ice-making compressor, HVAC components, fire sprinkler, plumbing concerns, etc. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxiv o Convention Center Theatre Light Energy Upgrade – This $170,000 project will be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The theatre lighting is the original incandescent lighting installed in 1963. This project will replace the existing inefficient theatre lighting will higher efficiency lighting. Park Facility Improvements Funding for park facility improvements includes Community Development Block Grant (CDBG), Capital Outlay, and Park Improvement funds. Projects budgeted for FY 2014-15 include: x Dr. Martin Luther King Jr Center, Gym and Weight Room Rehabilitation - This $101,850 project removes the drop ceiling from the gym which is damaged and in need of rehabilitation. The project will paint the exposed rafters and beams, and install new insulation, high efficiency lighting, and sound reducing panels. This project also includes repairs to the weightlifting room. CDBG funds provide the funding source for this project. This project is included with the Public Works Department’s CIP budget. x Mesa Marin Sports Complex Phase II – $1.9 Million of capital outlay funds is budgeted for FY 2014-15. Prior year’s budget allocated $1.8 million to Phase II project. Therefore, total project funding will reach $3.7 million upon approval of this additional funding. This project provides for construction of improvements to the land adjacent to the south of Phase I of the Mesa Marin Sports Complex. Options being considered include additional softball fields or soccer fields and additional amenities such as a skate park and additional parking. x McMurtrey Slide Rehabilitation - $150,000 is budgeted to rehabilitate the activity slide and stairs at the McMurtrey Aquatic Center. The water slides are showing signs of excessive wear and rust, both of which require a long- term solution. The rehabilitation project would include a new gel coating of the interior slides, new exterior epoxy colored paint, and the replacement of all the concrete steps and landings to include a new center drainage system. Park development fees provide the funding source for this project. x Planz Park Restroom – This $358,000 project removes and replaces the existing public restroom with a pre-fabricated restroom at Planz Park, located at the southeast corner of Planz Road and South H Street. The pre- fabricated restroom will be ADA accessible and vandal resident while Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxv providing a modernized facility for residents utilizing Planz Park, which is home to our newest skate park that expects high-usage. CDBG funds provide the funding source for this project. x Playground Safety Resurfacing - Several City parks have playground surfacing that show excessive wear and weather damage. This $167,000 project would replace approximately 800 square feet of damaged playground surface with new rubber surfacing. Park development fees provide the funding source for this project. x Silver Creek Playground Rehabilitation – This $342,000 project will remove and replace existing playground equipment at Silver Creek Park. Much of the existing equipment is original to the park and was installed in the mid 1990’s. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. x State Farm Sports Village Phase III – Phase III will construct the stadium field, parking areas and restrooms as designed through the Sports Village Master Plan. funding sources for FY 2014-15 include $1 million of capital outlay funds and $1.25 million of park improvement fees. Prior year’s budget allocated $3.5 Million to the Sports Village Phase III project. Therefore, total project funding will reach $5.75 million upon approval of this additional funding. x Yokuts Park Playground Rehabilitation - This $333,000 project will remove and replace existing playground equipment at Yokuts Park. Much of the existing equipment is original to the park. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. Bike Lanes x Bike Lanes and Routes – This $93,000 project will install bike lanes and bike route signs at locations throughout the City, as identified in the city's Bikeways Master Plan and in the Bikeways Transportation Plan. Staff will also be pursuing grant funding opportunities for this project. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxvi Sanitary Sewer and Storm Drain Improvements With the exception of one project, all budgeted Capital Projects within this section will be funded with sewer enterprise funds. x Energy Upgrades at Plant 3 – This $250,000 project will be funded entirely by a zero-interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. Plant 3 has old equipment and outdated processes that can be upgraded to improve electrical efficiency. This project will fund the evaluation and replacement of Plant components to obtain the most energy efficient solution. x 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, efficient, and safe. $250,000 is requested for each Plant. x Reservoir Bank Repair – This $200,000 project would repair levees by moving and re-compacting dirt in order for the reservoirs to hold treated wastewater. x Sewer Lift and Storm Water Pump Stations – This multi-year project includes $1,000,000 in FY 2014-15 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. The City currently has 75 sewer and storm lift stations. x Storm Drain Improvements, Tract 5130 – This $255,000 project will construct cross gutters and install storm drain pipe to alleviate drainage issues and stagnant water within this area. Street Improvements Funding for street improvements includes federal, CDBG, Capital Outlay, and traffic impact fee funding. Projects budgeted for FY 2014-15 include: x Pavement Rehabilitation: Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxvii o Pavement Reconstruction of Gosford Road from White Lane to Ming Avenue - The FY 2014-15 CIP Budget includes $4,366,000 of funding to reconstruct Gosford Road from White Lane to Ming Avenue. Funding for this project includes $3,811,000 of federal funding with $555,000 of capital outlay funds providing the local match requirement. Staff will review this road segment for potential bike lane modifications. This project ties to City Council goals for the street maintenance program. o Street Resurfacing, Streets Division - This project continues the Council’s priority goal of a street maintenance program. This $6.5 million project, funded entirely with capital outlay funds, refurbishes asphalt pavement on City streets. Staff will review each of the road segments for potential bike lane modifications. x Signal Modification: o Pedestrian countdown timer heads – Various traffic signals throughout the city will have countdown timer heads installed. The total budget for this project is $190,000 which is 90% federally funded ($171,000) with the local match requirement of 10% ($19,000) funded by Capital Outlay funds. o Signal Modification, Truxtun Avenue and Commercial Way – This $308,000 project adds a second left turn lane from Commercial Way to Truxtun Avenue and a crosswalk for pedestrian/bicycle access across Truxtun Avenue (by converting westbound Truxtun from free flow to a signalized stop). The project also includes pavement reconstruction of Commercial Way from Truxtun Avenue to Commerce Drive. The funding source for this project is capital outlay funds. o Signal Modification and Street Improvement, H Street and Hosking Avenue – $133,000 of capital outlay funding is requested for design and minor land acquisition. Construction funding will most likely be requested in FY 2015-16, dependent upon available funding. The SR99 and Hosking Avenue Interchange project will significantly increase traffic volumes along Hosking Avenue. Better traffic flow along Hosking Avenue will be realized by modifying the existing traffic signal and constructing street improvements to the limits of the SR99 and Hosking Avenue Interchange Project at South H Street and Hosking Avenue. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxviii x Street Improvement East California – This $730,000 CDBG-funded project reconstructs streets within the area bounded by East California Avenue, Brundage Lane, Union Avenue, and Dr. Martin Luther King Jr. Boulevard. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. x Street Improvement Lake Street from Union to Tulare – This $651,592 CDBG- funded project reconstructs Lake Street between Union Avenue and Tulare Street. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. x Street Improvement Berkshire and Wible – This $219,000 project includes acquisition of additional right-of-way and construction of a westbound to northbound right turn lane at Berkshire Road, east of Wible Road. This project is needed to meet traffic demands at this location. The funding source for this project is capital outlay funds. x Street Improvement on Mohawk Street from Siena Lane to Hageman Road – Improvements are currently in progress to extend Mohawk Street from Rosedale Highway to Siena Lane. The $1,440,000 budgeted for FY 2014-15 extends the Mohawk improvements to Hageman Road and includes installation of a traffic signal at the intersection of Mohawk and Hageman. The two projects on Mohawk will improve traffic circulation in the Northwest by providing an additional north/south route. Traffic Impact fees provide the funding source for this project. x Street Improvement on Brimhall Road and Calamity Drive – A total of $309,000 is requested for this project ($269,000 of traffic impact fees and $40,000 of Sewer Enterprise funds). This area of Brimhall Road at Calamity Drive was annexed into the City several years ago. The City is responsible for widening this roadway to full width. With the increase in traffic volumes, this portion of Brimhall Road should be widened to full arterial width. This project will also construct the sanitary sewer trunk that is master-planned for this location. x Street Improvement on Panama Lane from Old River Road to Gosford Road – The $165,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Old River Road to Gosford Road. Funding for right-of-way acquisition and construction is proposed for FY 2015-16, contingent on available funding. Traffic Impact fees provide the funding source for this project. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxix x Street Improvement on Panama Lane from Gosford Road to Ashe Road – The $157,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Gosford Road to Ashe Road. The construction phase is proposed for FY 2015-16, contingent on available funding. Traffic Impact fees provide the funding source for this project. x Street Improvement on Hosking Avenue from Monitor Street to Union Avenue – The $267,000 requested for FY 2014-15 will fund design costs and land acquisition. Due to high traffic volume, Hosking Avenue should be widened to the ultimate width of an arterial. The construction phase is proposed for FY 2016-17. Traffic Impact fees provide the funding source for this project. x Sidewalk Installation: o Ming Avenue from Hughes Lane to Anita Lane - This $89,100 project will install a segment of sidewalk and handicap ramp on the south side of Ming Avenue between Hughes and Anita lanes where no sidewalk currently exists. x Traffic Signals: o Signal at the Intersection of Harris Road and Mountain Vista Road - This project will install a traffic signal and traffic signal interconnect at the intersection of Harris Road and Mountain Vista Road. The total budget for this project is $340,000 (federal share of $301,000 with the $39,000 local match requirement funded by capital outlay funding). Water Infrastructure Improvements Notable projects for the Water Resources Department, all funded within the Domestic Water Fund, include: x City’s Waterline on Rosedale Highway – This waterline will be installed as part of the TRIP Rosedale Highway Widening Project; however, this $2 million project will be funded by the Domestic Water Fund. A 16-inch diameter ductile iron water main pipeline will be installed along Rosedale Highway from Wedding Lane to Mohawk Street. The water main will be approximately 4,800 linear feet, and will loop the City’s domestic water system so that water can flow more efficiently to achieve adequate water pressures and required fire flow within the system. This water pipeline will also provide an additional water source for areas where wells are currently shut down due to poor groundwater quality. This project is included within the Public Works Department’s CIP budget. Honorable Mayor and City Council FY 2014-15 Adopted Budget - Letter of Transmittal July 1, 2014 xxx x Pump Station Upgrades - Upgrades to the City’s older well pumps and motors are a part of this $250,000 project. The older oil-lubricated pumps must be replaced with water lubricated pumps. The plan includes replacing the old motors with new energy efficient motors. Three well pumps and motors will be replaced next fiscal year. Summary General improvements in the local economy and a resolution to the property tax dispute with the County of Kern have created a more positive environment in which to develop the budget than previous anticipated. The FY 2014-15 Adopted Budget continues to address Council priorities, with the addition of 22 positions and an extensive capital improvement budget. A focus continues to be on public safety, through the addition of 11 positions, including 5 sworn police positions and setting aside resources to implement potential recommendations that may arise from the IACP study. Many of the TRIP projects are progressing into final design, right-of-way and construction phases, with full funding for the Hosking Interchange included in the FY 2014-15 CIP budget. Overall, the Adopted FY 2014-15 Budget is another positive step forward from the depths of the recession experienced a few short years ago. Acknowledgements The FY 2014-15 Adopted Budget is a reflection of the dedicated 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: Assistant to the City Manager Chris Huot led this year’s effort and was assisted by Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez, 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. Finally, my continued appreciation to the Mayor and City Council for your leadership and direction in the budget process and throughout the year. xxxi xxxii xxxiii 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, 2015 30 Interfund Transfers – Summary 31 Interfund Transfers – Detail 32 FY 2014-15 Appropriations Limitation 33 Note: Additional information is provided in the Appendices section of this document. 1 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 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: )LUHDQG3ROLFH3URWHFWLRQ 6WUHHWVDQG,QIUDVWUXFWXUH0DLQWHQDQFH 3ODQQLQJDQG&RPPXQLW\'HYHORSPHQW 2 3DUNVDQG5HFUHDWLRQServices :DWHU8WLOLW\ 0XQLFLSDO$LUSDUN- General Aviation 5HIXVH&ROOHFWLRQ :DVWHZDWHU7UHDWPHQW This document includes the financial activities of the City, the Successor Agency, and the Public Financing Authority. Location The City of Bakersfield, population 367,315 (as of January 1, 2014) 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 598 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 continues to show positive signs of recovery after being impacted in past years by the statewide economic slump. Sales tax revenues have rebounded significantly 3 from prior year amounts and new home construction permitting continues to show year-over-year improvements. 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, however, continue to be volatile, with quarterly data showing only modest growth over several previous quarters. 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 $5,000,000 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 are projected to continue to escalate for all employee groups over a six year period as a result of changes to various projections and assumptions made the by California Public Employees' Retirement System (CaiPERS). Rates increased in 2012-13 and 2013-14:H expect employer rates to climb again by several percentage points in 2014-15. Retirement costs are projected to escalate for all employee groups over the next several years as a result of California Public Employees' Retirement System's (CaLPERS) recent changes to its actuarial methodology. CalPERS approved a multi-year smoothing method to spread the rate increases associated with moving from a rolling 30 year amortization period to a fixed 30 year amortization period. Rates are expected to rise steadily for the next 5 years as this change is fully implemented. Preliminary estimates provided by CalPERS project employer rates to increase by I0% to 16% over the next five years. The methodology change and resulting rate increases will have a significant impact on retirement FRVWVIRUWKH&LW\:HHVWLPDWHWKHVHFKDQJHVZLOOLQFUHDVHUHWLUHPHQWEHQHfit costs by approximately $11 million per year once the rate increases have been fully implemented by CaiPERS. State Budgetary Actions – The budget problems at the State level continue to be a concern for the City of Bakers field. 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 fOLS ăEXGJHWDFWLRQ :HKDYHDOVR weathered the FY 2009-10 capture of over $6.7 million of property tax revenues by the State in its Proposition IA forced borrowing from local tax dollars, which has just recently been repaid. The State decision to shut down redevelopment activities continues to cause concern for the City as we try to complete projects that were in various stages of completion at the time of dissolution. The Council has taken actions to act as 4 the Successor Agency for the former Redevelopment Agency as well as act as the Successor Housing Agency to wrap up the housing activities of the former Redevelopment Agency. The State Department of Finance continues to challenge the Successor Agency and Oversight Board regarding the implementation of AB 26 and AB 1484 and what constitutes an Enforceable Obligation of the former Redevelopment Agency. The City is diligently pursuing administrative remedies with the Department of Finance regarding disputed items. The City has completed both the County Auditor “Agreed Upon Procedures'' review as well as the outside audit ''Due Diligence Reviews” as outlinHGLQ$%DQG$%:HKDYe also completed other necessary steps and have received our Notice of Completion, which has allowed us to re-instate some previously denied interagency loans that were entered into for legitimate redevelopment purposes. 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 :DVWHZDWHU7UHDWPHQW3ODQWRQWKHZHVWVLGHRIWRZQZLOO provide capacity for any future growth for many years. The City continues to monitor departmental needs for VDWHOOLWHVWRUDJHDQGVWDJLQJDUHDVIRU3XEOLF:RUNs 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 WKHDERYHIUDPHZRUN:HEHOLHYH that the City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. 5 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 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, 6 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. 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 FDWHJRU\LQFOXGLQJ*HQHUDO*RYHUQPHQW3ROLFH)LUH3XEOLF:RUNV3DUNV 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 PRVWRIWKHFRVWRIFHUWDLQVHUYLFHVLWSURYLGHV7KH&LW\·V:DWHUV\VWHP :astewater 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 – :KHn 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 7 Statement of Revenues, Expenses and Charges in Fund Net Assets. In fact, the City’s Enterprise Funds are the same as the Business-Type activities reported in the Government-wide statements, but provide more detail and additional information such as cash flows, for Proprietary funds. The City uses Internal Service Funds (the other component of Proprietary funds) to report activities that provide supplies and services for the City’s other programs and activities—such as the City’s Self-Insurance and Equipment Management Funds. 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 2014-15 City of Bakersfield appropriation limit established as required by state statute is $328,495,244. 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 8 the City Council’s adoption of annual resolution to ensure that fees are adjusted appropriately to recover the costs of providing regulation, products, or services. Cash Management – The City maintains a cash and investment pool that is available for use by all funds, except the 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 9 treasurer’s, finance or fiscal officers, or business managers employed by any County, City, or local district or municipal corporation of this state are appointed by the State Treasurer. The term of each appointment is two years, or at the pleasure of the appointing authority. Long-Term Debt ɔ Legislation does not mandate a debt limit for the City of Bakersfield. The City of Bakersfield as a charter City is not required by law to formally adopt a policy regarding debt issuance and management; however, the City is conservative and issues debt instruments only when it is absolutely necessary. At the end of the current fiscal year, the City of Bakersfield had a total debt outstanding of $242 million. The City's total debt decreased by a net amount of $11 .3 million during the current fiscal year which is the result of normal debt maturities. The City did not incur any new debt this fiscal year. 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 of Participation has not been revised (currently “A2"). Such reduced rating on the Certificates of Participation 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. 7KH:DVWHZDWHU5HYHQXH%RQGV- Series A issued by the City in 2007 to fw1d 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 "Al" rating. 7KH:DVWHZDWHU5HYHQXH%RQGV- Series A issued by the City in 20l2, which refinanced the 200:DVWHZDWHU5HYHQXH%RQGV- Series B, has an "Aa2/VMIG 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, 2014, marking the 12th 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 2014-15 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 2014-15 RESOURCES AND APPROPRIATIONS GENERAL FUND Sources by Type Actual 2012-13 Adopted 2013-14 Adopted 2014-15 Resources Property Tax 65,696,957$ 60,915,000$ 64,665,600$ Sales Tax 70,418,028 71,415,000 73,981,200 Other Taxes 15,033,471 9,825,000 10,410,000 Total Taxes 151,148,456$ 142,155,000$ 149,056,800$ Licenses and Permits 2,559,995$ 2,308,300$ 3,238,445$ Intergovernmental Revenue 2,633,130 2,069,732 2,337,975 Charges for Service 17,937,289 17,063,568 19,536,680 Fines and Forfeits 803,161 505,500 610,000 Miscellaneous Revenues 5,470,078 247,900 278,900 Total Other Revenues 29,403,653$ 22,195,000$ 26,002,000$ Beginning Balance - 27,189,608 27,563,200 Transfers In 1,470,000 1,100,000 850,000 TOTAL RESOURCES 182,022,109$ 192,639,608$ 203,472,000$ Appropriations Police 70,042,230$ 76,477,371$ 81,167,165$ Fire 31,734,778 32,801,014 34,498,483 Total Public Safety 101,777,008$ 109,278,385$ 115,665,648$ Public Works 20,660,576$ 24,998,585$ 26,435,257$ Recreation and Parks 17,552,968 17,815,093 19,264,147 Community Development 6,461,996 7,151,639 7,493,627 General Government 10,842,222 11,972,798 12,481,302 Non-Departmental 9,747,110 14,408,208 12,826,835 Total Operations 65,264,872$ 76,346,323$ 78,501,168$ Contingencies 45,000 250,000 209,700 Transfers Out 8,439,000 6,764,900 9,095,484 TOTAL APPROPRIATIONS 175,525,880$ 192,639,608$ 203,472,000$ 12 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 GENERAL FUND BUDGET $203,472,000 Police 39.89% Fire 16.95% Public Works 12.99% Recreation & Parks 9.47% Community Development 3.68% General Government 6.13% Non- Departmental 6.41% Transfers 4.47% Where it Goes Sales Tax 36.36% Property Tax 31.78% Licenses & Permits 1.59% Intergovernmental 1.15% Charges for Services 9.60% Fines & Forfeits 0.30% Misc. and Other 5.25% Beg. Balance & Transfers 13.96% Where it Comes From 13 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Sources by Type Actual 2012-13 Adopted 2013-14 Adopted 2014-15 Resources Capital Project Funds 24,347,327$ 18,256,009$ 26,013,440$ Economic Stimulus 1,645,706 70,500 - Special Revenue Funds 98,030,82922,348,31523,404,191 General Operating Funds 180,552,107192,639,608203,472,000 Succesor Agency Funds*7,218,895 9,570,50814,947,658 Improvement Districts 7,266,609 7,382,442 7,434,331 Internal Service Funds 31,882,04041,359,77939,659,813 Enterprise Funds 107,660,979118,721,601121,864,392 Debt Service Funds 18,521 673,364 958,175 Total 458,623,013$ 411,022,126$ 437,754,000$ Appropriations General Government 25,252,648$ 27,686,076$ 27,916,223$ Police 72,745,83777,088,55182,240,301 Fire 33,528,36033,869,05635,839,500 Public Works 128,588,232111,446,704110,308,586 Water Resources 24,668,37223,231,95924,103,186 Rabobank/CVB & Recreation and Parks 25,153,91025,655,27526,435,478 Community Development 11,719,30510,286,87012,659,332 Non-Departmental & Transfers 102,354,606101,757,635118,251,394 Total 424,011,270$ 411,022,126$ 437,754,000$ * Formerly Redevelopment Agency Funds 14 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 OPERATING BUDGET - ALL FUNDS $437,754,000 Capital Project Funds 5.94% Special Revenue Funds 5.35% General Operating Funds 46.48% Succesor Agency Funds* 3.41% Improvement Districts 1.70% Internal Service Funds 9.06% Enterprise Funds 27.84% Debt Service Funds 0.22% Where it Comes From General Government 6.38% Police 18.79% Fire 8.19% Public Works 25.20% Water Resources 5.51% Rabobank/CVB & Recreation and Parks 6.04% Community Development 2.89% Non-Departmental & Transfers 27.01% Where it Goes 15 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 OPERATING FUND DISTRIBUTION Expenditures Actual 2012-13 Adopted 2013-14 Adopted 2014-15 All Funds Personnel $ 169,577,659 $ 180,793,019 $ 189,329,873 Operating 193,953,361 169,867,452 172,984,052 Capital 7,761,976 11,403,068 10,611,775 Fiscal Transfers 52,718,274 48,958,587 64,828,300 Total All Funds $ 424,011,270 $ 411,022,126 $ 437,754,000 General Fund Personnel $ 135,449,807 $ 145,798,356 $ 154,869,967 Operating 31,328,307 39,917,052 39,236,459 Capital 308,766 159,300 270,090 Fiscal Transfers 8,439,000 6,764,900 9,095,484 Total General Fund $ 175,525,880 $ 192,639,608 $ 203,472,000 16 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 OPERATING FUND DISTRIBUTION Personnel 43.25% Operating 39.52% Capital 2.42% Fiscal Transfers 14.81% ALL FUNDS $437,754,000 Personnel 76.11% Operating 19.29% Capital 0.13% Fiscal Transfers 4.47% GENERAL FUND $203,472,000 17 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 RESOURCES AND APPROPRIATIONS ALL FUNDS Revenues and Resources by Type Actual 2012-13 Adopted 2013-14 Adopted 2014-15 Taxes and Assessments170,071,599$ 178,234,206$ 195,660,826$ Licenses and Permits2,757,307 2,502,300 3,433,945 Inter-Governmental & Enterprise88,640,126 78,431,188 132,699,520 Charges for Service 163,610,200 138,289,866 142,072,425 Fines and Forfeits 14,638,827 2,815,500 1,861,410 Miscellaneous Revenue 12,822,223 26,977,431 32,834,186 Other Financing Sources - 839,500 910,000 TOTAL REVENUES 452,540,282$ 428,089,991$ 509,472,312$ Fund Balance- 44,676,030 46,428,370 Transfers In52,718,274 48,958,587 64,828,300 TOTAL RESOURCES 505,258,556$ 521,724,608$ 620,728,982$ Appropriations by Function Actual 2012-13 Adopted 2013-14 Adopted 2014-15 Police72,745,837$ 77,088,551$ 82,990,301$ Fire34,014,68634,264,05635,984,500 Total Public Safety 106,760,523$ 111,352,607$ 118,974,801$ Public Works236,432,634$ 212,948,901$ 282,398,788$ Water Resources26,234,486 25,361,959 26,303,186 Rabobank/Recreation and Parks/CVB 30,051,48332,139,20032,225,258 Community Development12,065,58510,383,230 14,659,332 General Government25,252,64827,781,076 27,916,223 Non-Departmental102,354,606101,757,635118,251,394 TOTAL APPROPRIATIONS 539,151,965$ 521,724,608$ 620,728,982$ 18 CITY OF BAKERSFIELD FY 2014-15 RESOURCES - ALL FUNDS Taxes and Assessments 195,660,826$ 31.52% Licenses and Permits 3,433,945 0.55% Inter-Governmental and Enterprise Revenue 132,699,520 21.38% Charges for Services 142,072,425 22.89% Fines and Forfeits 1,861,410 0.30% Miscellaneous Revenue 32,834,186 5.29% Other Financing Sources 910,000 0.15% Fund Balance 46,428,370 7.48% Transfers In 64,828,300 10.44% TOTAL RESOURCES - ALL FUNDS 620,728,982$ 100% Taxes and Assessments 31.52% Licenses and Permits 0.55% Inter- Governmental and Enterprise Revenue 21.38% Charges for Services 22.89% Fines and Forfeits 0.30% Miscellaneous Revenue 5.29% Other Financing Sources 0.15% Fund Balance 7.48% Transfers In 10.44% 19 CITY OF BAKERSFIELD FY 2014-15 APPROPRIATIONS - ALL FUNDS General Government 27,916,223$ 4.50% Police 82,990,301 13.37% Fire 35,984,500 5.80% Public Works 282,398,788 45.49% Water Resources 26,303,186 4.24% Rabobank Arena, Recreation and Parks & CVB 32,225,258 5.19% Community Development 14,659,332 2.36% Non-Departmental - includes transfers 118,251,394 19.05% TOTAL APPROPRIATIONS - ALL FUNDS620,728,982$ 100% General Government 4.50% Police 13.37% Fire 5.80% Public Works 45.49% Water Resources 4.24% Rabobank Arena, Recreation and Parks & CVB 5.19% Community Development 2.36% Non- Departmental - includes transfers 19.05% 20 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Bu d g e t S u m m a r y Op e r a t i n g B u d g e t s Ci t y o f B a k e r s f i e l d 27 , 6 3 0 , 2 2 3 $ 82 , 2 4 0 , 3 0 1 $ 35 , 8 3 9 , 5 0 0 $ 11 0 , 3 0 8 , 5 8 6 $ 24 , 1 0 3 , 1 8 6 $ 26 , 4 3 5 , 4 7 8 $ 9, 6 4 5 , 3 3 2 $ 106,603,736$ 422,806,342$ Su c c e s s o r A g e n c y 28 6 , 0 0 0 3, 0 1 4 , 0 0 0 11,647,658 14,947,658 T o t a l O p e r a t i n g 27 , 9 1 6 , 2 2 3 $ 82 , 2 4 0 , 3 0 1 $ 35 , 8 3 9 , 5 0 0 $ 11 0 , 3 0 8 , 5 8 6 $ 24 , 1 0 3 , 1 8 6 $ 26 , 4 3 5 , 4 7 8 $ 12 , 6 5 9 , 3 3 2 $ 118,251,394$ 437,754,000$ Ca p i t a l I m p r o v e m e n t s Ci t y o f B a k e r s f i e l d - $ 7 5 0 , 0 0 0 $ 1 4 5 , 0 0 0 $ 1 7 2 , 0 9 0 , 2 0 2 $ 2 , 2 0 0 , 0 0 0 $ 5 , 7 8 9 , 7 8 0 $ - $ - $ 180,974,982$ Su c c e s s o r A g e n c y - 2, 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 T o t a l C a p i t a l I m p r o v e m e n t s - $ 7 5 0 , 0 0 0 $ 1 4 5 , 0 0 0 $ 1 7 2 , 0 9 0 , 2 0 2 $ 2 , 2 0 0 , 0 0 0 $ 5 , 7 8 9 , 7 8 0 $ 2 , 0 0 0 , 0 0 0 $ - $ 182,974,982$ T o t a l A p p r o p r i a t i o n s 2 7 , 9 1 6 , 2 2 3 $ 8 2 , 9 9 0 , 3 0 1 $ 3 5 , 9 8 4 , 5 0 0 $ 2 8 2 , 3 9 8 , 7 8 8 $ 2 6 , 3 0 3 , 1 8 6 $ 3 2 , 2 2 5 , 2 5 8 $ 1 4 , 6 5 9 , 3 3 2 $ 1 1 8 , 2 5 1 , 3 9 4 $ 620,728,982$ Ge n e r a l Go v e r n m e n t Po l i c e F i r e Non-Departmental Includes TransfersTotal Pu b l i c W o r k s W a t e r R e s o u r c e s Ra b o b a n k / C V B & Re c r e a t i o n a n d Pa r k s Co m m u n i t y De v e l o p m e n t 21 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e Fi r e Non-Departmental Includes TransfersTotal Pu b l i c W o r k s W a t e r R e s o u r c e s Ra b o b a n k / C V B & Re c r e a t i o n a n d Pa r k s Co m m u n i t y De v e l o p m e n t Ci t y o f B a k e r s f i e l d Op e r a t i n g B u d g e t Ag r i c u l t u r e W a t e r - $ - $ - $ - $ 4 , 5 4 3 , 8 3 4 $ - $ - $ 3 5 , 0 0 0 $ 4,578,834$ AR R A F e d e r a l S t i m u l u s - - - - - - - - - St a t e T r a n s p o r t a t i o n - - - 3 2 5 , 2 5 0 - 3 0 , 3 0 0 - - 355,550 As s e s s m e n t D i s t r i c t s 1 9 3 , 0 0 0 - - - - - - 7 , 2 4 1 , 3 3 1 7,434,331 Av i a t i o n - - - 2 4 9 , 5 4 7 - - - - 249,547 CU P A - - 1 , 3 4 1 , 0 1 7 - - - - - 1,341,017 Ca p i t a l O u t l a y - - - - - - - - - CO F U t i l i t y / R o a d F u n d s - - - - 8 5 0 , 0 0 0 850,000 Co m m u n i t y D e v . B l o c k G r a n t - - - - - - 1 , 0 4 2 , 1 8 0 5 8 6 , 8 8 7 1,629,067 Do m e s t i c W a t e r - - - - 1 9 , 5 5 9 , 3 5 2 - - 1 , 6 5 5 , 0 1 0 21,214,362 Eq u i p m e n t M a n a g e m e n t 3 , 0 0 7 , 8 7 0 - - 25 , 2 1 5 , 0 5 8 - - - - 28,222,928 Ga s T a x - - - - - - - - - Ge ner a l F u n d 12 , 4 8 1 , 3 0 2 81 , 1 6 7 , 1 6 5 34 , 4 9 8 , 4 8 3 26 , 4 3 5 , 2 5 7 - 19 , 2 6 4 , 1 4 7 7, 4 9 3 , 6 2 7 22,132,019 203,472,000 HO M E P r o g r a m - - - - - - 1 , 1 0 9 , 5 2 5 - 1,109,525 Mu n i c i p a l I m p r o v e m e n t D e b t - - - - - - - 958,175 958,175 Pa r k I m p r o v e m e n t - - - - - - - Pa r k i n g L o t s / S t r u c t u r e s 11 0 , 1 0 3 - - - - - - - 110,103 Pu b l i c F i n a n c i n g A u t h o r i t y - - - - - Re f u s e C o l l e c t i o n - - - 4 2 , 6 4 5 , 4 4 5 - - - 2,738,000 45,383,445 Se l f I n s u r a n c e 11 , 4 3 6 , 8 8 5 - - - - - - - 11,436,885 Su p p . L a w E n f o r c e m e n t - 5 7 3 , 1 3 6 - - - - - - 573,136 Tr af f i c S a f e t y - 5 0 0 , 0 0 0 - - - - - 850,000 1,350,000 Tr an s i e n t O c c u p a n c y T a x e s - - - - - 7, 1 4 1 , 0 3 1 - 9,904,865 17,045,896 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 4 , 0 0 0 , 0 0 0 24,000,000 TD F T R I P L o c a l M a t c h 40 1 , 0 6 3 - - 76 2 , 3 7 7 - - - - 1,163,440 Wa s t e w a t e r T r e a t m e n t P l a n t - - - 1 4 , 6 7 5 , 6 5 2 - - - 3 5 , 6 5 2 , 4 4 9 50,328,101 T o t a l O p e r a t i n g 27 , 6 3 0 , 2 2 3 $ 82 , 2 4 0 , 3 0 1 $ 35 , 8 3 9 , 5 0 0 $ 11 0 , 3 0 8 , 5 8 6 $ 24 , 1 0 3 , 1 8 6 $ 26 , 4 3 5 , 4 7 8 $ 9, 6 4 5 , 3 3 2 $ 106,603,736$ 422,806,342$ 22 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e Fi r e Non-Departmental Includes TransfersTotal Pu b l i c W o r k s W a t e r R e s o u r c e s Ra b o b a n k / C V B & Re c r e a t i o n a n d Pa r k s Co m m u n i t y De v e l o p m e n t Ci t y o f B a k e r s f i e l d Ca p i t a l I m p r o v e m e n t s Ag r i c u l t u r e W a t e r - $ - $ - $ - $ 10 0 , 0 0 0 $ - $ - $ -$ 100,000$ Av i a t i o n - - - 30 0 , 0 0 0 - - - - 300,000 Ca p t i a l O u t l a y 75 0 , 0 0 0 14 5 , 0 0 0 10 , 1 2 7 , 4 0 0 - 3, 1 3 5 , 5 0 0 - 14,157,900 Co m m u n i t y D e v . B l o c k G r a n t - - - 1 , 6 0 7 , 1 3 5 - 41 2 , 2 8 0 - - 2,019,415 CO F U t i l i t y / R o a d F u n d s - - - 6 , 1 0 7 , 9 1 6 - - - - 6,107,916 Do m e s t i c W a t e r - - - 2 , 0 0 0 , 0 0 0 2, 1 0 0 , 0 0 0 - - - 4,100,000 Eq u i p m e n t M a n a g e m e n t - - - 30 , 0 0 0 - - - 30,000 Fe d e r a l T r a n s p o r t a t i o n - - - 4 , 2 8 3 , 0 0 0 - - - - 4,283,000 Ga s T a x - - - 9 , 3 0 0 , 0 0 0 - - - - 9,300,000 Pa r k I m p r o v e m e n t - - - - - 2, 2 4 2 , 0 0 0 - - 2,242,000 Re f u s e C o l l e c t i o n - - - 20 0 , 0 0 0 - - - - 200,000 Tr a n s p o r t a ti on D e v e l o p m e n t - - - 2 , 3 7 5 , 0 0 0 - - - - 2,375,000 TD F T R I P L o c a l M a t c h - - - 2 3 , 3 4 8 , 3 3 5 - - - - 23,348,335 TR I P - - - 1 1 0 , 0 4 6 , 4 1 6 - - - - 110,046,416 Wa s t e w a t e r T r e a t m e n t P l a n t - - - 2 , 3 6 5 , 0 0 0 - - - - 2,365,000 T o t a l C a p i t a l I m p r o v e m e n t s - $ 7 5 0 , 0 0 0 $ 14 5 , 0 0 0 $ 17 2 , 0 9 0 , 2 0 2 $ 2, 2 0 0 , 0 0 0 $ 5, 7 8 9 , 7 8 0 $ - $ -$ 180,974,982$ T o t a l C i t y o f B a k e r s f i e l d 27 , 6 3 0 , 2 2 3 $ 82 , 9 9 0 , 3 0 1 $ 35 , 9 8 4 , 5 0 0 $ 28 2 , 3 9 8 , 7 8 8 $ 26 , 3 0 3 , 1 8 6 $ 32 , 2 2 5 , 2 5 8 $ 9, 6 4 5 , 3 3 2 $ 106,603,736$ 603,781,324$ 23 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e Fi r e Non-Departmental Includes TransfersTotal Pu b l i c W o r k s W a t e r R e s o u r c e s Ra b o b a n k / C V B & Re c r e a t i o n a n d Pa r k s Co m m u n i t y De v e l o p m e n t Su c c e s s o r A g e n c y Op e r a t i n g B u d g e t Do w n t o w n - $ - $ - $ - $ - $ - $ - $ 1 , 2 0 7 , 0 0 0 $ 1,207,000$ Ol d T o w n K e r n P i o n e e r - - - - - - 1 , 6 8 3 , 7 5 2 1,683,752 So u t h e a s t 2 5 0 , 0 0 0 - - - - - - 1 , 3 6 0 , 5 0 2 1,610,502 Ho u s i n g Do w n t o w n 3 6 , 0 0 0 - - - - - - - 36,000 Ol d T o w n K e r n P i o n e e r - - - - - - 3 , 0 0 0 , 0 0 0 - 3,000,000 So u t h e a s t - - - - - - - - Ca l H o m e P r o g r a m - - - - - - 1 4 , 0 0 0 - 14,000 De b t S e r v i c e Do w n t o w n - - - - - - - 4,352,150 4,352,150 Ol d T o w n K e r n P i o n e e r - - - - - - - 1,683,752 1,683,752 So u t h e a s t - - - - - - - 1,360,502 1,360,502 T o t a l O p e r a t i n g 28 6 , 0 0 0 $ - $ - $ - $ - $ - $ 3 , 0 1 4 , 0 0 0 $ 11,647,658$ 14,947,658$ Ca p i t a l I m p r o v e m e n t s Do w n t o w n - $ - $ - $ - $ - $ - $ 2 , 0 0 0 , 0 0 0 $ -$ 2,000,000$ Ol d T o w n K e r n P i o n e e r - - So u t h e a s t - - - - - - - - - T o t a l C a p i t a l I m p r o v e m e n t s - $ - $ - $ - $ - $ - $ 2 , 0 0 0 , 0 0 0 $ -$ 2,000,000$ T o t a l S A 28 6 , 0 0 0 $ - $ - $ - $ - $ - $ 5 , 0 1 4 , 0 0 0 $ 11,647,658$ 16,947,658$ 24 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 GE N E R A L F U N D - A P P R O P R I A T I O N S B Y D E P A R T M E N T De p a r t m e n t Ac t u a l 20 1 2 - 1 3 Ad o p t e d Bu d g e t 20 1 3 - 1 4 Am e n d e d Bu d g e t 20 1 3 - 1 4 Adopted Budget 2014-15 Ma yor 13 1 , 0 1 1 $ 15 8 , 6 0 0 $ 16 0 , 5 0 7 $ 166,934$ Ci t y C o u n c i l 25 8 , 0 4 4 27 9 , 9 8 0 27 9 , 9 8 0 290,492 T O T A L L E G I S L A T I V E 38 9 , 0 5 5 $ 43 8 , 5 8 0 $ 44 0 , 4 8 7 $ 457,426$ Ci t y M a n a ger 86 8 , 0 4 8 $ 1, 0 0 8 , 3 4 4 $ 1, 0 2 4 , 7 9 3 $ 1,079,005$ Ci t y C l e r k 72 0 , 9 3 5 87 2 , 8 5 7 88 3 , 0 6 0 894,626 Hu m a n R e s o u r c e s 1, 1 5 7 , 8 6 9 1, 2 5 1 , 2 5 6 1, 2 6 7 , 4 3 0 1,306,195 In f o r m a t i o n T e c h n o l o gy 3 , 1 2 2 , 3 6 2 3 , 4 8 3 , 0 9 0 3 , 5 2 9 , 0 3 4 3 , 6 7 1 , 6 0 6 Ri s k M a n a gem e n t - - - - T O T A L E X E C U T I V E 5, 8 6 9 , 2 1 4 $ 6, 6 1 5 , 5 4 7 $ 6, 7 0 4 , 3 1 7 $ 6,951,432$ Ad m i n i s t r a t i o n 4 2 4 , 1 4 4 $ 50 7 , 9 1 3 $ 51 5 , 7 2 1 $ 522,519$ Ac c o u n t i n g a n d R e por t i n g 1, 2 6 8 , 0 9 8 1 , 2 8 6 , 3 1 2 1 , 3 0 6 , 1 9 1 1 , 3 3 3 , 9 8 0 Tr e a s u r y 67 9 , 5 2 7 7 4 7 , 7 8 6 7 5 8 , 5 1 7 7 7 2 , 3 2 3 Pu r c h a s i n g 29 8 , 5 1 0 3 0 9 , 6 2 1 3 1 3 , 9 4 9 3 1 9 , 2 2 4 T O T A L F I N A N C I A L S E R V I C E S 2, 6 7 0 , 2 7 9 $ 2, 8 5 1 , 6 3 2 $ 2, 8 9 4 , 3 7 8 $ 2,948,046$ Le gal C o u n s e l 1, 9 1 3 , 6 7 4 $ 2, 0 6 7 , 0 3 9 $ 2, 0 8 7 , 0 4 6 $ 2,124,398$ T O T A L C I T Y A T T O R N E Y 1, 9 1 3 , 6 7 4 $ 2, 0 6 7 , 0 3 9 $ 2, 0 8 7 , 0 4 6 $ 2,124,398$ Ad m i n i s t r a t i o n 1 6 , 3 8 0 , 5 7 0 $ 16 , 0 3 7 , 1 9 1 $ 17 , 3 7 5 , 5 7 3 $ 17,289,370$ Oper a t i o n s 39 , 4 8 4 , 0 2 0 45 , 2 3 6 , 2 5 0 46 , 3 2 4 , 7 0 8 47,184,660 In v e s t i gat i o n s 12 , 6 7 0 , 5 8 1 13 , 4 9 2 , 8 4 3 13 , 7 7 7 , 8 1 4 14,682,299 An i m a l C o n t r o l 1 , 5 0 7 , 0 5 9 1 , 7 1 1 , 0 8 7 1, 8 5 6 , 8 8 6 2,010,836 T O T A L P O L I C E S E R V I C E S 70 , 0 4 2 , 2 3 0 $ 76 , 4 7 7 , 3 7 1 $ 79 , 3 3 4 , 9 8 1 $ 81,167,165$ Ad m i n i s t r a t i o n 1 , 5 2 2 , 3 6 5 $ 1, 4 4 0 , 8 5 1 $ 1, 4 7 6 , 7 4 8 $ 1,542,406$ Sa f e t y S e r v i c e s 1, 0 6 2 , 5 4 2 1, 2 2 8 , 4 7 8 1, 2 3 8 , 8 6 0 1,274,451 Fi r e S u pp re s s i o n 29 , 1 4 9 , 8 7 1 30 , 1 3 1 , 6 8 5 31 , 1 4 5 , 9 9 3 31,681,626 T O T A L F I R E S E R V I C E S 31 , 7 3 4 , 7 7 8 $ 32 , 8 0 1 , 0 1 4 $ 33 , 8 6 1 , 6 0 1 $ 34,498,483$ 25 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 GE N E R A L F U N D - A P P R O P R I A T I O N S B Y D E P A R T M E N T De p a r t m e n t Ac t u a l 20 1 2 - 1 3 Ad o p t e d Bu d g e t 20 1 3 - 1 4 Am e n d e d Bu d g e t 20 1 3 - 1 4 Adopted Budget 2014-15 Ad m i n i s t r a t i o n 60 1 , 9 5 5 $ 57 1 , 9 8 6 $ 58 0 , 8 2 7 $ 645,224$ En gin e e r i n g 4, 8 2 1 , 3 9 1 5 , 1 5 3 , 5 5 3 5 , 3 5 7 , 6 8 3 5 , 9 0 8 , 4 3 3 Ge n e r a l S e r v i c e s 1 0 , 1 7 1 , 9 4 5 1 1 , 2 9 6 , 6 8 6 1 1 , 3 9 0 , 9 7 5 1 1 , 7 4 0 , 3 2 6 St r e e t s 5 , 0 6 5 , 2 8 5 7 , 9 7 6 , 3 6 0 8 , 0 2 5 , 2 4 2 8 , 1 4 1 , 2 7 4 Equi pme n t - - - - Wa s t e w a t e r - - - - So l i d W a s t e - - - - T O T A L P U B L I C W O R K S 20 , 6 6 0 , 5 7 6 $ 24 , 9 9 8 , 5 8 5 $ 25 , 3 5 4 , 7 2 7 $ 26,435,257$ Ad m i n i s t r a t i o n 1 , 2 0 6 , 7 8 7 $ 1, 1 5 6 , 8 7 5 $ 1, 1 7 6 , 4 9 3 $ 1,191,465$ Pa r k s 1 3 , 7 4 9 , 5 4 3 1 3 , 8 2 9 , 7 8 3 1 3 , 9 4 9 , 1 5 3 1 5 , 0 6 9 , 5 5 0 Re c r e a t i o n 2 , 5 9 6 , 6 3 8 2 , 8 2 8 , 4 3 5 2 , 9 0 6 , 2 7 5 3 , 0 0 3 , 1 3 2 T O T A L R E C R E A T I O N A N D P A R K S 17 , 5 5 2 , 9 6 8 $ 17 , 8 1 5 , 0 9 3 $ 18 , 0 3 1 , 9 2 1 $ 19,264,147$ Pl a n n i n g 1, 8 7 0 , 6 1 2 $ 1, 9 2 7 , 7 9 0 $ 2, 1 4 4 , 6 3 8 $ 2,001,011$ Bu i l d i n g 4, 5 9 1 , 3 8 4 5 , 2 2 3 , 8 4 9 5 , 3 4 0 , 3 2 2 5 , 4 9 2 , 6 1 6 T O T A L C O M M U N I T Y D E V E L O P M E N T 6, 4 6 1 , 9 9 6 $ 7, 1 5 1 , 6 3 9 $ 7, 4 8 4 , 9 6 0 $ 7,493,627$ TO T A L B Y D E P A R T M E N T 15 7 , 2 9 4 , 7 7 0 $ 17 1 , 2 1 6 , 5 0 0 $ 17 6 , 1 9 4 , 4 1 8 $ 181,339,981$ No n - D e par t m e n t a l 9, 7 9 2 , 1 1 0 $ 14 , 4 0 8 , 2 0 8 $ 11 , 0 8 3 , 8 1 5 $ 12,826,835$ De b t S e r v i c e - - - - Co n t i n gen c i e s 25 0 , 0 0 0 25 0 , 0 0 0 209,700 Tr a n s f e r s O u t 8, 4 3 9 , 0 0 0 6, 7 6 4 , 9 0 0 10 , 0 5 0 , 5 3 2 9,095,484 TO T A L G E N E R A L F U N D 17 5 , 5 2 5 , 8 8 0 $ 19 2 , 6 3 9 , 6 0 8 $ 19 7 , 5 7 8 , 7 6 5 $ 203,472,000$ 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 4 - 1 5 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 p e r 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 4 0 , 1 4 3 , 2 0 0 $ 1 7 5 , 1 0 8 , 8 0 0 $ 8 5 0 , 0 0 0 $ 9 , 0 9 5 , 4 8 4 $ 1 9 4 , 3 7 6 , 5 1 6 $- $ 1 2 , 6 3 0 , 0 0 0 $ Ec o n o m i c S t i m u l u s - - - - Sp e c i a l R e v e n u e 5 , 5 2 5 , 5 4 0 1 4 6 , 7 3 7 , 5 6 6 8 , 0 8 5 , 5 6 2 1 5 , 3 1 8 , 6 2 9 1 2 5 , 6 4 8 , 8 3 1 3 , 2 1 0 , 0 8 4 De b t S e r v i c e - 8 2 , 6 1 3 8 7 5 , 5 6 2 9 5 8 , 1 7 5 - Ca p i t a l P r o j e c t 1 9 , 1 0 4 , 0 9 0 2 5 , 1 1 1 , 0 0 0 3 8 , 1 1 7 , 3 0 0 2 4 , 2 5 0 , 0 0 0 1 , 7 6 3 , 4 4 0 4 8 , 2 3 1 , 1 5 1 8 , 0 8 7 , 7 9 9 Pr o p r i e t a r y F u n d s En t e r p r i s e 7 8 , 5 7 8 , 3 6 2 1 0 7 , 8 0 1 , 3 4 1 1 6 , 0 3 0 , 0 0 0 1 9 , 1 4 6 , 0 0 0 1 0 2 , 7 1 8 , 3 9 2 7 , 0 6 5 , 0 0 0 7 3 , 4 8 0 , 3 1 1 In t e r n a l S e r v i c e 1 0 , 6 3 6 , 9 7 3 3 5 , 4 2 5 , 5 5 5 4 , 7 0 4 , 1 8 4 3 9 , 6 5 9 , 8 1 3 3 0 , 0 0 0 1 1 , 0 7 6 , 8 9 9 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 1 3 , 8 9 2 , 4 5 7 6 , 2 6 3 , 4 4 1 7 , 4 3 4 , 3 3 1 1 2 , 7 2 1 , 5 6 7 Su c c e s s o r A g e n c y 2 9 , 8 0 3 1 2 , 9 4 1 , 9 9 6 4 , 2 5 1 , 2 5 4 4 , 2 5 1 , 2 5 4 1 0 , 6 9 6 , 4 0 4 2 , 0 0 0 , 0 0 0 2 7 5 , 3 9 5 To t a l 16 7 , 9 1 0 , 4 2 5 $ 5 0 9 , 4 7 2 , 3 1 2 $ 6 4 , 8 2 8 , 3 0 0 $ 6 4 , 8 2 8 , 3 0 0 $ 3 7 2 , 9 2 5 , 7 0 0 $ 1 8 2 , 9 7 4 , 9 8 2 $ 1 2 1 , 4 8 2 , 0 5 5 $Adopted Balance 6/30/2015 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 4 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 4 - 1 5 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 p e r a t i n g C. I . P . Adopted Balance 6/30/2015 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 4 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 2 7 , 5 6 3 , 2 0 0 $ 1 7 5 , 0 5 8 , 8 0 0 $ 8 5 0 , 0 0 0 $ 9 , 0 9 5 , 4 8 4 $ 1 9 4 , 3 7 6 , 5 1 6 $-$-$ Ca s h B a s i s R e s e r v e 1 2 , 5 8 0 , 0 0 0 5 0 , 0 0 0 12,630,000 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 2 4 3 , 8 9 0 3 , 6 3 7 , 6 4 6 5 8 6 , 8 8 7 1 , 0 4 2 , 1 8 0 2 , 0 1 9 , 4 1 5 2 3 3 , 0 5 4 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 4 1 , 6 2 0 1 , 1 0 9 , 5 2 5 1 , 1 0 9 , 5 2 5 1 4 1 , 6 2 0 Fe d e r a l T r a n s p o r t a t i o n - 4 , 2 8 3 , 0 0 0 4 , 2 8 3 , 0 0 0 - TR I P 3 8 4 , 5 2 0 1 1 0 , 0 4 6 , 4 1 6 1 1 0 , 0 4 6 , 4 1 6 3 8 4 , 5 2 0 St a t e T r a n s p o r t a t i o n - 3 5 5 , 5 5 0 3 5 5 , 5 5 0 - Ga s T a x 1 , 7 2 9 , 1 4 9 8 , 4 4 5 , 0 0 0 9 , 3 0 0 , 0 0 0 8 7 4 , 1 4 9 Tr a f f i c S a f e t y - 1 , 3 5 0 , 0 0 0 8 5 0 , 0 0 0 5 0 0 , 0 0 0 - CU P A / U A S I 3 0 0 , 0 9 8 1 , 1 0 8 , 5 0 0 1 , 3 4 1 , 0 1 7 6 7 , 5 8 1 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 3 , 1 3 6 5 7 3 , 1 3 6 - Tr a n s i e n t O c c u p a n c y T a x 2 , 7 2 6 , 2 6 3 1 5 , 8 2 8 , 7 9 3 6 , 6 4 8 , 6 7 5 1 0 , 3 9 7 , 2 2 1 1 , 5 0 9 , 1 6 0 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 - 8 2 , 6 1 3 8 7 5 , 5 6 2 9 5 8 , 1 7 5 - 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 5 , 9 8 6 , 1 3 1 6 6 0 , 0 0 0 1 3 , 1 1 7 , 3 0 0 1 4 , 1 5 7 , 9 0 0 5 , 6 0 5 , 5 3 1 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 1 , 3 6 5 , 5 0 3 5 , 0 7 6 , 0 0 0 1 , 0 0 0 , 0 0 0 2 5 0 , 0 0 0 6 0 0 , 0 0 0 6 , 1 0 7 , 9 1 6 4 8 3 , 5 8 7 Pa r k I m p r o v e m e n t s 1 , 7 1 3 , 0 6 4 1 , 2 5 0 , 0 0 0 2 , 2 4 2 , 0 0 0 7 2 1 , 0 6 4 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 , 9 4 5 , 5 7 6 1 8 , 1 2 5 , 0 0 0 2 4 , 0 0 0 , 0 0 0 - 2 , 3 7 5 , 0 0 0 6 9 5 , 5 7 6 TD F T R I P L o c a l M a t c h 1 , 0 9 3 , 8 1 6 2 4 , 0 0 0 , 0 0 0 1 , 1 6 3 , 4 4 0 2 3 , 3 4 8 , 3 3 5 5 8 2 , 0 4 1 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 4 - 1 5 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 p e r a t i n g C. I . P . Adopted Balance 6/30/2015 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 4 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 5 , 0 8 2 , 0 7 5 $ 3 1 , 1 1 3 , 4 1 0 $ 1 6 , 0 0 0 , 0 0 0 $ 9 , 3 3 8 , 0 0 0 $ 3 3 , 9 9 0 , 1 0 1 $ 2 , 3 6 5 , 0 0 0 3 6 , 5 0 2 , 3 8 4 Se w e r C o n n e c t i o n s 2 , 4 2 5 , 6 3 4 5 , 2 0 0 , 0 0 0 7 , 0 0 0 , 0 0 0 6 2 5 , 6 3 4 Re f u s e C o l l e c t i o n 1 3 , 5 4 1 , 1 0 2 4 1 , 0 0 4 , 8 3 1 2 , 7 3 8 , 0 0 0 4 2 , 6 4 5 , 4 4 5 2 0 0 , 0 0 0 8 , 9 6 2 , 4 8 8 Ag r i c u l t u r a l W a t e r 5 , 6 2 2 , 6 6 6 4 , 6 3 2 , 0 0 0 3 5 , 0 0 0 4 , 5 4 3 , 8 3 4 1 0 0 , 0 0 0 5 , 5 7 5 , 8 3 2 Do m e s t i c W a t e r 2 1 , 4 3 5 , 0 9 5 2 5 , 2 2 6 , 0 0 0 3 5 , 0 0 0 2 1 , 1 7 9 , 3 6 2 4 , 1 0 0 , 0 0 0 2 1 , 3 4 6 , 7 3 3 Ai r p a r k 4 3 9 , 1 1 1 5 6 4 , 5 0 0 2 4 9 , 5 4 7 3 0 0 , 0 0 0 4 5 4 , 0 6 4 Of f s t r e e t P a r k i n g 3 2 , 6 7 9 6 0 , 6 0 0 3 0 , 0 0 0 1 1 0 , 1 0 3 1 3 , 1 7 6 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 1 0 , 6 3 6 , 9 7 3 2 3 , 9 8 8 , 6 7 0 4 , 7 0 4 , 1 8 4 2 8 , 2 2 2 , 9 2 8 3 0 , 0 0 0 1 1 , 0 7 6 , 8 9 9 Se l f - I n s u r a n c e - 1 1 , 4 3 6 , 8 8 5 1 1 , 4 3 6 , 8 8 5 - 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 1 3 , 8 9 2 , 4 5 7 6 , 2 6 3 , 4 4 1 7 , 4 3 4 , 3 3 1 1 2 , 7 2 1 , 5 6 7 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 - $ 7 , 6 4 6 , 4 0 4 $ 4 , 2 5 1 , 2 5 4 $ 4 , 2 5 1 , 2 5 4 $ 7 , 6 4 6 , 4 0 4 $-$-$ Su c c e s s o r H o u s i n g A g e n c y 2 9 , 8 0 3 5 , 2 9 5 , 5 9 2 3 , 0 5 0 , 0 0 0 2 , 0 0 0 , 0 0 0 2 7 5 , 3 9 5 T o t a l 16 7 , 9 1 0 , 4 2 5 $ 5 0 9 , 4 7 2 , 3 1 2 $ 6 4 , 8 2 8 , 3 0 0 $ 6 4 , 8 2 8 , 3 0 0 $ 3 7 2 , 9 2 5 , 7 0 0 $ 1 8 2 , 9 7 4 , 9 8 2 $ 1 2 1 , 4 8 2 , 0 5 5 $ 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 4 - 1 5 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 5 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 , 6 3 0 , 0 0 0 $ - $ 12 , 6 3 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 Co m m u n i t y D e v e l o p m e n t 23 3 , 0 5 4 23 3 , 0 5 4 Ho m e I n v e s t m e n t P a r t n e r s h i p 14 1 , 6 2 0 14 1 , 6 2 0 TR I P 38 4 , 5 2 0 38 4 , 5 2 0 Ga s T a x 87 4 , 1 4 9 87 4 , 1 4 9 CU P A 67 , 5 8 1 67 , 5 8 1 Tr a n s i e n t O c c u p a n c y T a x 1, 5 0 9 , 1 6 0 60 9 , 1 6 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 5, 6 0 5 , 5 3 1 60 5 , 5 3 1 5 , 0 0 0 , 0 0 0 F a 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 48 3 , 5 8 7 48 3 , 5 8 7 Pa r k I m p r o v e m e n t s 72 1 , 0 6 4 72 1 , 0 6 4 Tr a n s p o r t a t i o n D e v e l o p m e n t 69 5 , 5 7 6 69 5 , 5 7 6 TD F T R I P L o c a l M a t c h 58 2 , 0 4 1 58 2 , 0 4 1 Wa s t e w a t e r T r e a t m e n t 36 , 5 0 2 , 3 8 4 1 6 , 3 0 2 , 3 8 4 2 0 , 2 0 0 , 0 0 0 R a 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 62 5 , 6 3 4 62 5 , 6 3 4 Re f u s e 8, 9 6 2 , 4 8 8 3 , 9 6 2 , 4 8 8 5 , 0 0 0 , 0 0 0 C a 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 5, 5 7 5 , 8 3 2 5 , 5 7 5 , 8 3 2 Do m e s t i c W a t e r 21 , 3 4 6 , 7 3 3 2 1 , 3 4 6 , 7 3 3 Ai r p a r k 45 4 , 0 6 4 45 4 , 0 6 4 Of f s t r e e t P a r k i n g 13 , 1 7 6 13 , 1 7 6 Eq u i p m e n t M a n a g e m e n t 11 , 0 7 6 , 8 9 9 ( 3 8 , 4 8 5 , 3 8 5 ) 4 9 , 5 6 2 , 2 8 4 A c 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 3 As s e s s m e n t D i s t r i c t s 12 , 7 2 1 , 5 6 7 6 , 4 8 3 , 7 5 1 6 , 2 3 7 , 8 1 6 R e 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 27 5 , 3 9 5 - 27 5 , 3 9 5 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 12 1 , 4 8 2 , 0 5 5 $ 21 , 6 7 6 , 5 6 0 $ 99 , 8 0 5 , 4 9 5 $ 30 Fund Title Transfers InTransfers Out General 850,000$9,095,484$A Development Services Facility Replacement Reserve CDBG 586,887 State Gax Tax Traffic Safety/O.T.S.850,000 Transient Occupancy Tax 6,648,675B Municipal Debt 875,562C Capital Outlay 13,117,300D Capital Outlay-Utility/Road 1,000,000 250,000 Transportation Development 24,000,000 TDF TRIP Local Match 24,000,000 Sewer Plant #2 9,000,000 Sewer Plant # 3 16,000,000E 338,000 Sewer Connections 7,000,000 Refuse 2,738,000 Agriculture Water 35,000 Domestic Water 35,000 Parking 30,000 Equipment 4,704,184F Successor Agency: Operating 4,251,254 Debt 4,251,254 TOTAL TRANSFERS 64,828,300$64,828,300$ CITY of BAKERSFIELD INTERFUND TRANSFERS - SUMMARY Adopted 2014-15 31 Fund Title Transfers InTransfers Out Capital Outlay 6,617,300$ Capital Outlay-Utility/Road 1,000,000 Parking 30,000 Equipment 1,448,184 General Fund Total 9,095,484A Capital Outlay 6,500,000 Municipal Debt 38,675 Equipment 110,000 Transient Occupancy Tax Fund 6,648,675B Capital Outlay-Utility/Road 250,000 CDBG 586,887 Transient Occupancy Tax 38,675 Municipal Debt Total 875,562C General 6,617,300 Transient Occupancy Tax 6,500,000 Capital Outlay Fund Total 13,117,300D Sewer Plant #2 9,000,000 Sewer Connections 7,000,000 Sewer Plant #3 Total 16,000,000E General 1,448,184 Transient Occupancy Tax 110,000 Sewer Plant #3 338,000 Refuse 2,738,000 Agriculture Water 35,000 Domestic Water 35,000 Equipment Fund Total 4,704,184F CITY of BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS Adopted 2014-15 32 ʆ =Appropriations Limitationʄ=Appropriations Subject to Limitation TheAppropriationsLimitationimposedbyPropositions4and111createsarestrictionon theamountofrevenuewhichcanbeappropriatedinanyfiscalyear.TheLimitis basedonactualappropriationsduringthe1978-79fiscalyear,andisincreasedeach yearusingthegrowthofpopulationandinflation.Notallrevenuesarerestrictedby theLimit;onlythosewhicharereferredtoas"proceedsoftaxes."Someexamplesof proceedsoftaxesaresalestax,propertytax,transientoccupancytax,andstatemotor vehicle in lieu tax. TheCityhasexperiencedsteadygrowthinpopulationwhichhasenabledustospend atlevelswellbelowourlimit.WiththepassageofProposition111,thegapbetween theAppropriationsLimitandtheCity'sexpenditureswhicharesubjecttolimitationhas widened. Duringanyfiscalyear,acitymaynotappropriateanyproceedsoftaxestheyreceive inexcessoftheirlimit.Iftheydoreceiveexcessfundsinanyoneyear,theycancarry themintothesubsequentyeartobeusediftheyarebelowtheirAppropriationsLimitin thatyear.Anyexcessfundsremainingafterthesecondyearhavetobereturnedto thetaxpayersbyreducingtaxratesorfees.Asanalternative,amajorityofthevoters may approve an "override" to increase the Appropriations Limit. $209,946,794 $328,495,244 $113,835,900 $148,911,800 $0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 2006200720082009201020112012201320142015 Fiscal Year Ending City of Bakersfield FY 2014-15 Appropriations Limitation 33 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 2014-15 are: 1) Secured property tax revenues are expected to increase 5% based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to increase by 3% compared to the current year revised estimate. 3) License and Permit revenues are expected to increase by 16.4% compared to current year revised estimates, due to a recently approved increase is most permit and license fees, as well as an a general increase in activities require a permit or license; 4) Motor Vehicle In-Lieu fees have been significantly reduced due to State legislation enacted in 2011 and is not projected change for FY 2014-15; and 5) Transient Occupancy Tax revenues are expected to increase by about 2% compared to current year revised estimates as a result of slight improvement tourism and convention activity. x 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 34 Revenues continued governments and the proportion of these costs which had been funded by the property tax. The use of property tax revenues is unrestricted. x 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. x 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, enacted in 2011, eliminated, 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 2014-15 and in subsequent years unless and until there is a change in law. x 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 35 Revenues continued by Article XIIIB of the State Constitution. These fees are often determined by cities through a cost accounting analysis of the specific service. Service charges differ from license and permit fees in that the latter are designed to reimburse the City for costs related to its regulatory activities. Some of the charges for service included in this revenue source are: o Maintenance district services - Reimbursements for costs of operating and maintaining all public improvements which benefit a specific area; o Interdepartmental charges - Account for the financing of services provided by the General Fund to another City department on a cost- reimbursement basis; and, o Arena charges - Revenues received from the use of the Rabobank Arena. x Transient Occupancy Tax - The Transient Occupancy Tax is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility, unless such occupancy is for a period of thirty (30) days or more. The City of Bakersfield has a transient lodging tax rate of 12.0 percent, which was increased from 10.0 percent in the 1993-94 fiscal year. The use of revenues is unrestricted. Some cities earmark these revenues for certain business activities, business development, a Convention Bureau, etc. 36 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 * 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 06070809101112131415 Mi l l i o n s Fiscal Year Ending Property Tax Revenues $64,665,600 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 06070809101112131415 Mi l l i o n s Fiscal Year Ending Sales Tax Revenues $73,981,200 Budgeted Sales Tax 37 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 $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 06070809101112131415 Mi l l i o n s Fiscal Year Ending Transient Occupancy Tax $8,465,000 $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 06070809101112131415 Mi l l i o n s Fiscal Year Ending License and Permit Revenues $3,238,445 38 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 * 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 06070809101112131415 Mi l l i o n s Fiscal Year Ending Charges for Services $19,536,680 $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 06070809101112131415 Mi l l i o n s Fiscal Year Ending Motor Vehicle-In-Lieu Revenues $180,000 39 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 4 - 1 5 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 2 - 1 3 A m e n d e d Bu d g e t 20 1 3 - 1 4 R e v i s e d Es t i m a t e s 20 1 3 - 1 4 Adopted Budget 2014-15 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 3 , 4 8 1 , 8 5 7 $ 3 4 , 1 1 5 , 0 0 0 $ 3 4 , 4 8 6 , 2 0 0 $ 3 6 , 2 1 0 , 6 0 0 $ Cu r r e n t y e a r u n s e c u r e d 2 , 4 6 9 , 5 5 7 2 , 5 4 5 , 0 0 0 3 , 1 5 0 , 0 0 0 3 , 2 0 0 , 0 0 0 Pr o p e r t y t a x i n - l i e u 2 3 , 4 8 8 , 3 6 9 2 3 , 0 0 0 , 0 0 0 2 4 , 6 9 9 , 5 8 7 2 3 , 0 0 0 , 0 0 0 De l i n q u e n t a n d o t h e r t a x e s 6 , 2 5 7 , 1 7 1 1 , 2 5 5 , 0 0 0 2 , 7 9 0 , 0 0 0 2 , 2 5 5 , 0 0 0 TO T A L P R O P E R T Y T A X E S 6 5 , 6 9 6 , 9 5 4 $ 6 0 , 9 1 5 , 0 0 0 $ 6 5 , 1 2 5 , 7 8 7 $ 6 4 , 6 6 5 , 6 0 0 $ Sa l e s a n d U s e T a x : Sa l e s a n d u s e t a x 5 4 , 0 9 6 , 2 3 9 $ 5 3 , 4 2 8 , 5 0 0 $ 5 5 , 8 6 5 , 5 8 9 $ 5 5 , 4 8 5 , 9 0 0 $ Sa l e s t a x i n - l i e u 1 6 , 3 2 1 , 7 8 9 1 7 , 9 8 6 , 5 0 0 1 8 , 7 7 7 , 5 1 1 1 8 , 4 9 5 , 3 0 0 TO T A L S A L E S A N D U S E T A X 7 0 , 4 1 8 , 0 2 8 $ 7 1 , 4 1 5 , 0 0 0 $ 7 4 , 6 4 3 , 1 0 0 $ 7 3 , 9 8 1 , 2 0 0 $ Ot h e r T a x e s Ut i l i t y f r a n c h i s e t a x 1 0 , 7 3 3 , 7 9 8 $ 5 , 7 2 5 , 0 0 0 $ 5 , 7 7 5 , 0 0 0 $ 5 , 9 6 0 , 0 0 0 $ Bu s i n e s s l i c e n s e t a x 3 , 3 7 2 , 9 7 2 3 , 4 0 0 , 0 0 0 3 , 4 0 0 , 0 0 0 3 , 7 0 0 , 0 0 0 Re a l p r o p e r t y t r a n s f e r t a x 9 2 6 , 7 0 1 7 0 0 , 0 0 0 7 2 5 , 0 0 0 7 5 0 , 0 0 0 TO T A L O T H E R T A X E S 1 5 , 0 3 3 , 4 7 1 $ 9 , 8 2 5 , 0 0 0 $ 9 , 9 0 0 , 0 0 0 $ 1 0 , 4 1 0 , 0 0 0 $ TO T A L T A X E S 1 5 1 , 1 4 8 , 4 5 3 $ 1 4 2 , 1 5 5 , 0 0 0 $ 1 4 9 , 6 6 8 , 8 8 7 $ 1 4 9 , 0 5 6 , 8 0 0 $ Li c e n s e s a n d P e r m i t s De v e l o p m e n t p e r m i t s 1 , 9 7 2 , 1 7 9 $ 1 , 8 1 1 , 9 5 0 $ 1 , 7 4 7 , 2 0 0 $ 2 , 1 1 9 , 2 9 5 $ Al a r m p e r m i t s 2 2 3 , 4 5 0 2 0 0 , 0 0 0 2 4 0 , 0 0 0 2 9 0 , 0 0 0 Do g l i c e n s e s 2 4 0 , 9 8 7 2 9 7 , 9 3 8 3 2 5 , 0 0 0 3 6 5 , 0 0 0 Ot h e r l i c e n s e s a n d p e r m i t s 1 2 3 , 3 7 9 9 6 , 3 5 0 4 6 9 , 4 4 5 4 6 4 , 1 5 0 TO T A L L I C E N S E S A N D P E R M I T S 2, 5 5 9 , 9 9 5 $ 2, 4 0 6 , 2 3 8 $ 2, 7 8 1 , 6 4 5 $ 3,238,445$ 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 4 - 1 5 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 2 - 1 3 A m e n d e d Bu d g e t 20 1 3 - 1 4 R e v i s e d Es t i m a t e s 20 1 3 - 1 4 Adopted Budget 2014-15 In t e r g o v e r n m e n t a l St a t e m o t o r v e h i c l e i n - l i e u t a x 1 8 1 , 7 1 3 $ 1 8 0 , 0 0 0 $ 1 8 0 , 0 0 0 $ 1 8 0 , 0 0 0 $ St a t e H o m e o w n e r s s u b v e n t i o n 3 0 0 , 0 3 0 3 0 0 , 0 0 0 3 0 0 , 0 0 0 Gr a n t s 2 , 1 5 1 , 3 8 7 3 , 1 0 4 , 0 7 2 2 , 6 1 4 , 3 2 6 2 , 1 5 7 , 9 7 5 TO T A L I N T E R G O V E R N M E N T A L 2, 6 3 3 , 1 3 0 $ 3, 5 8 4 , 0 7 2 $ 3, 0 9 4 , 3 2 6 $ 2,337,975$ Ch a r g e s 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, 5 4 3 , 0 2 0 $ 5, 6 4 0 , 0 0 0 $ 5, 6 4 0 , 0 0 0 $ 5,685,000$ In t e r d e p a r t m e n t a l c h a r g e s 4, 1 9 7 , 7 0 8 4, 0 0 0 , 0 0 0 4, 2 0 0 , 0 0 0 4,265,000 De v e l o p m e n t f e e s 2, 6 5 7 , 2 5 4 2, 0 1 8 , 0 6 8 3, 1 1 0 , 1 4 8 3,648,680 Fi r e c h a r g e s 3, 8 9 1 , 7 5 9 4, 0 0 0 , 0 0 0 4, 0 0 3 , 5 0 0 4,200,000 Po l i c e c h a r g e s 40 3 , 4 7 3 49 4 , 0 0 0 57 3 , 0 0 0 619,000 Re c r e a t i o n f e e s 1, 0 5 0 , 3 6 5 95 7 , 2 0 0 98 4 , 8 0 0 978,000 Ot h e r c h a r g e s 19 3 , 7 1 1 91 , 0 0 0 15 1 , 5 0 0 141,000 TO T A L C H A R G E S F O R S E R V I C E 17 , 9 3 7 , 2 9 0 $ 17 , 2 0 0 , 2 6 8 $ 18 , 6 6 2 , 9 4 8 $ 19,536,680$ 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 80 3 , 1 6 2 $ 57 5 , 5 0 0 $ 67 0 , 5 0 0 $ 610,000$ TO T A L F I N E S A N D F O R F E I T U R E S 80 3 , 1 6 2 $ 57 5 , 5 0 0 $ 67 0 , 5 0 0 $ 610,000$ 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 16 0 , 5 9 4 $ 71 , 0 0 0 $ 93 , 0 0 0 $ 71,000$ Co n t r i b u t i o n s 46 , 0 1 5 2, 0 0 0 10 , 2 1 5 Bl u e C r o s s p r e m i u m r e f u n d 1, 6 1 6 , 5 9 3 Ot h e r r e i m b u r s e m e n t s 3, 6 4 5 , 8 5 9 35 0 , 4 5 5 83 9 , 7 9 3 201,000 Ot h e r r e v e n u e 43 , 6 9 3 14 , 9 0 0 16 , 9 0 0 6,900 TO T A L M I S C E L L A N E O U S 5, 5 1 2 , 7 5 4 $ 43 8 , 3 5 5 $ 95 9 , 9 0 8 $ 278,900$ TO T A L R E V E N U E S 18 0 , 5 9 4 , 7 8 4 $ 16 6 , 3 5 9 , 4 3 3 $ 17 5 , 8 3 8 , 2 1 4 $ 175,058,800$ 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 4 - 1 5 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 14 9 , 0 5 6 , 8 0 0 $ 3, 2 3 8 , 4 4 5 $ 2, 3 3 7 , 9 7 5 $ 19 , 5 3 6 , 6 8 0 $ 61 0 , 0 0 0 $ 27 8 , 9 0 0 $ - $ 1 7 5 , 0 5 8 , 8 0 0 $ Ca s h B a s i s R e s e r v e 50 , 0 0 0 50,000 Co m m u n i t y D e v e l o p m e n t 3, 4 6 1 , 7 7 8 17 5 , 8 6 8 3,637,646 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 7 9 , 5 2 5 30 , 0 0 0 1,109,525 Fe d e r a l T r a n s p o r t a t i o n 4, 2 8 3 , 0 0 0 4,283,000 TR I P 11 0 , 0 4 6 , 4 1 6 110,046,416 St a t e T r a n s p o r t a t i o n 35 5 , 0 5 0 50 0 355,550 Ga s T a x 8, 4 1 0 , 0 0 0 10 , 0 0 0 25 , 0 0 0 8,445,000 Tr a f f i c S a f e t y 25 0 , 0 0 0 1 , 1 0 0 , 0 0 0 1,350,000 CU P A / U A S I 19 5 , 5 0 0 91 2 , 0 0 0 1, 0 0 0 1,108,500 Su p p l e m e n t a l L a w E n f o r c e m e n t 57 3 , 1 3 6 573,136 Tr a n s i e n t O c c u p a n c y T a x 8, 4 6 5 , 0 0 0 6, 1 6 3 , 7 9 3 1, 2 0 0 , 0 0 0 15,828,793 Mu n i c i p a l I m p r o v e m e n t D e b t 82 , 6 1 3 82,613 Ca p i t a l O u t l a y 660,000660,000 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 5 , 07 5 , 0 0 0 1, 0 0 0 5,076,000 Pa r k I m p r o v e m e n t s 1, 2 5 0 , 0 0 0 1,250,000 Tr a n s p o r t a t i o n D e v e l o p m e n t 18 , 0 0 0 , 0 0 0 10 0 , 0 0 0 25 , 0 0 0 18,125,000 Wa s t e w a t e r T r e a t m e n t 29 , 9 0 8 , 0 0 0 1 4 1 , 4 1 0 8 1 4 , 0 0 0 2 5 0 , 0 0 0 3 1 , 1 1 3 , 4 1 0 Se w e r C o n n e c t i o n s 50 , 0 0 0 5, 1 4 0 , 0 0 0 10 , 0 0 0 5,200,000 Re f u s e 1, 8 7 2 , 6 4 0 3 8 , 8 4 2 , 9 9 1 28 9 , 2 0 0 41,004,831 Ag r i c u l t u r e W a t e r 4, 6 1 0 , 0 0 0 22 , 0 0 0 4,632,000 Do m e s t i c W a t e r 26 7 , 0 0 0 24 , 9 5 9 , 0 0 0 25,226,000 Ai r p a r k 28 0 , 0 0 0 2 8 2 , 5 0 0 2, 0 0 0 564,500 Of f s t r e e t P a r k i n g 60 , 5 0 0 10 0 60,600 Eq u i p m e n t M a n a g e m e n t 23 , 0 8 7 , 3 7 3 90 1 , 2 9 7 23,988,670 Se l f I n s u r a n c e 9, 7 6 6 , 4 3 8 1, 6 7 0 , 4 4 7 11,436,885 As s e s s m e n t D i s t r i c t s 6, 2 6 2 , 7 7 2 66 9 6,263,441 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 4, 5 0 1 , 2 5 4 3, 1 4 5 , 1 5 0 7,646,404 Su c c e s s o r H o u s i n g 3, 0 0 0 , 0 0 0 2, 2 9 5 , 5 9 2 5,295,592 To t a l $1 9 5 , 6 6 0 , 8 2 6 $ 3 , 4 3 3 , 9 4 5 $ 1 3 2 , 6 9 9 , 5 2 0 $ 1 4 2 , 0 7 2 , 4 2 5 $ 1 , 8 6 1 , 4 1 0 $ 3 2 , 8 3 4 , 1 8 6 $ 9 1 0 , 0 0 0 $ 5 0 9 , 4 7 2 , 3 1 2 42 Le g i s l a t i v e FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t Wa r d 7 Ward 6 Wa r d 3 Ward 5 Wa r d 2 Ward 4 Wa r d 1 Ci t y C o u n c i l Su p p o r t S t a f f Ma y o r Ci t i z e n s o f B a k e r s f i e l d 43 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 2013-14 ACCOMPLISHMENTS 1. Continued recognition of special efforts accomplished by members of the public and organizations for the betterment of the community. 2. Appointed citizens to City boards and commissions. 3. 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. 44 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Mayor $ 131,011 $ 158,600 $ 160,507 $ 166,934 City Council 258,044 279,980 279,980 290,492 Total $ 389,055 $ 438,580 $ 440,487 $ 457,426 SOURCE OF FUNDS: General Fund $ 389,055 $ 438,580 $ 440,487 $ 457,426 Total $ 389,055 $ 438,580 $ 440,487 $ 457,426 FULL TIME EMPLOYEES: Mayor1.001.001.001.00 City Council0.000.000.000.00 Total1.00 1.00 1.00 1.00 LEGISLATIVE 45 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 2013-14 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. 46 1011 – Mayor and 1051 – City Council continued FY 2014-15 ACTION PLAN 1. Prepare and take action on issues in a timely manner at regularly scheduled and special City Council meetings. 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 12-13 Actual FY 13-14 Projected FY 14-15 Adopted Approved City Budgets 1 1 1 Council Meetings Held 19 18 18 Proclamations Issued 108 100 100 47 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 109,773 $ 116,709 $ 118,616 $ 125,038 Operating 21,238 41,891 41,891 41,896 Capital Total $ 131,011 $ 158,600 $ 160,507 $ 166,934 SOURCE OF FUNDS: General Fund $ 131,011 $ 158,600 $ 160,507 $ 166,934 Total $ 131,011 $ 158,600 $ 160,507 $ 166,934 MAYOR 48 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 137,998 $ 150,323 $ 150,323 $ 157,560 Operating 120,046 129,657 129,657 132,932 Capital Total $ 258,044 $ 279,980 $ 279,980 $ 290,492 SOURCE OF FUNDS: General Fund $ 258,044 $ 279,980 $ 279,980 $ 290,492 Total $ 258,044 $ 279,980 $ 279,980 $ 290,492 CITY COUNCIL 49 Ex e c u t i v e FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t Ci t y Ma n a g e r As s i s t a n t Ci t y Ma n a g e r Ri s k Ma n a g e m e n t Hu m a n Re s o u r c e s Ex e c u t i v e St a f f Ad m i n i s t r a t i v e An a l y s t I I I Ma n a g e m e n t As s i s t a n t Assistant City Manager City Clerk Information Technology Convention & Visitors Bureau 50 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 2013-14 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. Positively resolved the property split tax dispute with the County of Kern for certain completed annexations. 4. Continued to make significant progress towards the City Council goals and provided resolution to various Council and public requests. 5. Continued actions to recover from impacts of the local and state economy and to strengthen the City’s current and future financial position. 6. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2013-14 Final Budget. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. Addition of 1 Clerk Typist within the Information Technology Division 51 FY 2014-15 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 Visitor’s Bureau to attracts conventions and improve the City’s profile to attract more visitors. 52 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 City Manager $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 City Clerk 720,935 872,857 883,060 894,626 Human Resources 1,157,869 1,251,256 1,267,430 1,306,195 Risk Management 10,228,175 9,845,290 9,849,685 9,896,885 Information Technology 5,483,650 6,641,310 6,687,254 6,529,476 Total $ 18,458,677 $ 19,619,057 $ 19,712,222 $ 19,706,187 SOURCE OF FUNDS: General Fund $ 5,869,214 $ 6,615,547 $ 6,704,317 $ 6,951,432 Equipment Fund 2,361,288 3,158,220 3,158,220 2,857,870 Self Insurance Fund 10,228,175 9,845,290 9,849,685 9,896,885 Total $ 18,458,677 $ 19,619,057 $ 19,712,222 $ 19,706,187 FULL TIME EMPLOYEES: City Manager6.007.007.007.00 City Clerk8.008.008.008.00 Human Resources10.0010.0010.0010.00 Risk Management3.003.003.003.00 Information Technology30.0030.0030.0031.00 Total57.00 58.00 58.00 59.00 EXECUTIVE 53 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 2013-14 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and final operating budgets for fiscal year 2013-14. 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; 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 2013-14 Final Budget. 54 1331 – City Manager continued FY 2014-15 ACTION PLAN 1. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2014-15. 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. Develop a new property tax sharing agreement with the County of Kern for future annexations. 5. Continue to work with the Local Agency Formation Commission on processing annexations and developing polices where applicable. 6. 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. 7. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern. 8. Oversee and monitor City utility franchises. 9. Process applications to determine public convenience or necessity for liquor licenses. 10. Qualify the Fiscal Year 2014-15 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award. 11. Prepare General Information packets for the Mayor and City Council. 12. Review and prepare agenda materials for City Council meetings. 55 1331 – City Manager continued SERVICE LEVEL INDICATORS FY 12-13 Actual FY 13-14 Projected FY 14-15 Adopted Annexation Growth – Population (annual) 281 0 0 Annexation Growth – Square Miles (annual) .21 .141 0 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 18 18 18 Staffed Council Committee Meetings 23 24 24 56 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 829,076 $ 968,996 $ 985,445 $ 1,038,601 Operating 38,972 39,348 39,348 40,404 Capital - - - - Total $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 SOURCE OF FUNDS: General Fund $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 Total $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 CITY MANAGER 57 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 2013-14 ACCOMPLISHMENTS 1. Certified the results of the Special Municipal Election for City Council Ward 1. 2. Conducted Teen Government Day 2013. 3. Organized the Scholastic Student Recognition Day program and held a reception with the Mayor and Councilmembers. 4. Administered the provisions of the Maddy Act, solicited applications for Council, boards, commissions and committees, and forwarded reports to Council for appointment. 5. Researched software programs and devices for the implementation of alternative agenda distribution methods. 6. Prepared Oversight Boards agendas and distributed agenda packets by the designated deadlines. 7. Responded 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. Provided customer service at the lobby desk and processed 400 Recreation and Parks activity registrations and park reservations. 9. Prepared two Administrative Records regarding the Concerned Citizens of Bakersfield litigation case and the protest to the Validation Action. 10. Conducted 36 public hearings and 12 administrative hearings. 58 1341 – City Clerk continued 11. Administered the provisions of the Political Reform Act; processed 105 Fair Political Practices Commission (FPPC) campaign statement and 302 Statement of Economic Interest filings. 12. Processed and recorded 175 official documents using the Government-to-Government Portal system. FY 2014-15 ACTION PLAN 1. Conduct the November 4, 2014 General Municipal Election for Councilmembers for Wards 1, 3, 4, and 7. 2. Conduct Teen Government Day 2014. 3. Implement the electronic agenda management program and provide training for all departments, and for officials wishing to use an electronic device. 4. Organize the Scholastic Student Recognition Day program and hold reception. 5. Administer the provisions of the Maddy Act, solicit applications for Council boards, commissions and committees, and forward the reports to Council for appointment. 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 2013-14 Statements of Economic Interest and Campaign Statements. 9. Provide customer service at the lobby desk and process Recreation & Parks activity registrations and park reservations. 10. Provide prompt and courteous service to all citizen requests for assistance. 59 1341 – City Clerk continued SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Prepare and Post Council Agenda 19 18 18 Council and Mayoral Elections 3 1 1 City Ordinances Adopted 52 55 55 City Resolutions Adopted 157 160 160 Contracts & Agreements 755 765 770 Deeds & Easements 116 175 200 Outgoing U.S. Mail Processed 391,039 392,000 392,000 Recreation & Parks Customers 511 400 300 Records Requests and Subpoenas 764 780 790 60 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 524,656 $ 610,331 $ 620,534 $ 634,644 Operating 196,279 262,526 262,526 259,982 Capital - - - - Total $ 720,935 $ 872,857 $ 883,060 $ 894,626 SOURCE OF FUNDS: General Fund $ 720,935 $ 872,857 $ 883,060 $ 894,626 Total $ 720,935 $ 872,857 $ 883,060 $ 894,626 CITY CLERK 61 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 2013-14 ACCOMPLISHMENTS 1. Conducted sixty-seven (67) recruitments which required HR Staff to review and process over six thousand two hundred and fifty-one (6,251) applications (5,360 on-line and 891 paper). 2. Recruited, processed and hired thirty-eight (38) temporary employees; and processed one hundred sixty (160) terminations. 3. Developed and implemented leadership training academy; R.E.A.L Leadership. Trained over sixty (60) supervisor/managers throughout city. Implemented monthly skills training and personal development sessions. 4. Continued to coordinate labor negotiations with City bargaining units as necessary. Completed and obtained City Council approval on new resolutions/MOU’s for all units. 5. 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, DFEH complaints, and other related personnel issues. 6. 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. Updated Open Enrollment correspondence and ensured compliance with newly mandated Affordable Care Act provisions. 62 1351 – Human Resources continued 7. Provided oversight of the Employee Incentive Team program, which included: x Processed 441 High Five Awards x Reinstated the Employee Breakfast in coordination with Public employee Recognition Week. x Coordinated and presented the 2013 Excellence in Action Award Program. This included the new team “S.T.A.R.” recognition award. x Developed and implemented an employee Bingo program and monthly “Soar to Success” campaign to improve wellness initiatives and support City goals. FY 2014-15 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) Continue to review and update all current Administrative Rules & Regulations and draft new Rules and Regulations, as required. c) Continue to develop and deliver City-wide training programs, including Supervisory Development Program and other HR City-wide or group specific training. d) Continue to enhance efforts in reviewing, communicating and educating City Employees regarding benefits. e) Focus on retention strategies, including Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. f) Identify opportunities to enhance and motivate employee engagement/morale/productivity. This may include additional activities and programs under the Employee Incentive Program. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted RECRUITMENT Regular Full-Time Vacancies Filled 89 165 125 Temporary Vacancies Filled 213 200 200 Posted Recruitments 80 72 65 Applications Received 6,202 6,000 5,800 63 1351 – Human Resources continued RETENTION Turn-over Rate 8.3% 7.4% 6.0% x Total Terminations 125 110 90 o Voluntary Resignations 49 60 50 o Retirements 55 44 50 o Involuntary 14 15 15 BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 396 446 476 Retiree Benefit Changes Processed 119 112 120 Service Awards Processed 227 126 258 Number of FMLA Leaves Processed 207 190 200 Unemployment Claims (EDD) 80 72 65 64 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 889,416 $ 961,519 $ 977,693 $ 1,009,380 Operating 268,453 289,737 289,737 296,815 Capital - - - - Total $ 1,157,869 $ 1,251,256 $ 1,267,430 $ 1,306,195 SOURCE OF FUNDS: General Fund $ 1,157,869 $ 1,251,256 $ 1,267,430 $ 1,306,195 Total $ 1,157,869 $ 1,251,256 $ 1,267,430 $ 1,306,195 HUMAN RESOURCES 65 1361 - Risk Management DIVISION GOAL Protect the assets of the City from potential loss by purchasing insurance, self- insuring or transferring the risk of loss to others; promote safety and well-being for City employees by designing training and educational programs to reduce injuries; respond to all claims filed against the City and limit the amount of loss through effective claims management. FY 2013-2014 ACCOMPLISHMENTS 1. Facilitated a Safety Management Certification course through our excess insurance carrier, CSAC. With approximately 40 supervisors attending, they learned and developed skills for implementing safety programs, loss control, hazard identification, CalOSHA regulations, and accident investigation. 2. Continued to aggressively pursue recoveries from individuals who caused damage to City property, with FY 13/14 reflecting an increase in collections. 3. Conducted a Health and Wellness Fair in January 2014 to launch the City’s Soar to Success program. The Health and Wellness Fair featured 19 local vendors in the field of safety, health, and fitness. The Soar to Success program consists of regularly scheduled employee activities, training opportunities, and wellness sessions. The program is administered by The Employee Incentive Team, Risk Management and Human Resources. 4. Significantly reduced the numbers of days away from work for on-the-job injuries for our miscellaneous compliment, through the reinforcement of safety training, safety initiative programs, and through administrative practices. 5. Continued to promote the BINGO incentive program, with the help of the Employee Incentive Team and the Safety Committee. The Employee Bingo program has helped to engage employees through emphasizing the City’s safety principles and participation in community events. 66 1361 – Risk Management continued 6. Trained six staff members to be instructors for defensive driving through the Smith System Academy. This program teaches employees driving principles that will reduce the City’s exposure to vehicle accidents and injuries, in an effort to reduce maintenance and repair costs to City vehicles. 7. Initiated and conducted safety training in several Departments, which highlighted OSHA compliance standards. Worked closely with the Public Works Department to review and develop training programs that are Division specific and provide guidance to reinforce the Department’s current safety training calendars. 8. Conducted hazard inspections with a certified safety professional at several City facilities in an effort to identify concerns and correct hazards to prevent injuries or losses to the City. Specifically, met with management staff from the Animal Care Center to enhance the existing safety culture, and assist in the development of future safety programs and processes to ensure consistency of the City’s safety policies and guidelines. FY 2014-2015 ACTION PLAN 1. Continue to emphasize the safety program and health initiatives in an effort to reduce losses and injuries associated with the workers’ compensation program. 2. Continue to develop the skills and knowledge of the Risk Administrative Analyst, so he can facilitate OSHA compliance safety trainings. 3. Facilitate safety trainings for departments/divisions when requested or as new regulations or loss trends arise. 4. Utilize the Risk Accounting Clerk to distribute safety tips, on behalf of the City of Bakersfield Safety Committee. These safety tips will be sent on a frequent basis to supervisors/managers in order to continue to cultivate our City’s safety culture and reduce losses. The safety tips are a resource for supervisors/managers and are intended to supplement their departments/division’s current safety programs. 67 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 2,524,125 $ 2,870,713 $ 2,875,108 $ 2,898,103 Operating 7,704,050 6,974,577 6,974,577 6,998,782 Capital - - - - Total $ 10,228,175 $ 9,845,290 $ 9,849,685 $ 9,896,885 SOURCE OF FUNDS: Self Insurance Fund $ 10,228,175 $ 9,845,290 $ 9,849,685 $ 9,896,885 Total $ 10,228,175 $ 9,845,290 $ 9,849,685 $ 9,896,885 RISK MANAGEMENT 68 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 2013-14 ACCOMPLISHMENTS 1. Deployed new Enterprise Anti-Virus Software 2. Upgraded the Tivoli Backup system and installed replicated data storage to increase the City’s disaster recovery and business continuance capabilities. 3. Migrated Police MDCs from legacy Windows XP to Windows 7 operating systems, this allows us to phase out the RadioIP product which has high maintenance costs. 4. Enabled Police MDC’s to support Automatic Vehicle Locator software. 5. Installed more robust firewall between the City and County to increase security. 6. Replaced SunGard servers and created a disaster recovery and data replication system. 7. Created all new web sites for Keep Bakersfield Beautiful and the new Bakersfield Animal Care Center. 8. Upgraded and replaced Cityweb and SharePoint and tied them into web mapping services. 9. Increased Department satisfaction with IT staff. 69 1371 – Information Technology continued FY 2014-15 ACTION PLAN 1. Plan, design and begin implementation of a redundant fiber optic network path in the downtown campus area. 2. Replace old Nortel network switches to prepare for the upcoming infrastructure project. 3. Train programmers to develop SharePoint Workflow applications and work with Departments on permitting and other applications. 4. Build out the Data Center in City Hall North second floor with redundant power to continue our effort to increase disaster preparedness and business continuity. 5. Develop additional services for the City Sourced Mobile Application. 6. Continue to increase customer satisfaction with Information Technology. 7. Increase effectiveness of, or replace anti-SPAM and web content filtering systems. 8. Upgrade the 2008 Microsoft Active Directory to version 2012. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Install computers 270 300 80 Install printers 53 100 91 Install laptops and Mobile Data Computers 175 150 216 Install scanners, phones, PDAs and recorders 45 64 23 Number of help desk calls processed 7,333 8,290 8,500 70 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 2,465,225 $ 2,739,910 $ 2,785,854 $ 2,908,446 Operating 1,648,879 2,209,825 2,209,825 2,090,855 Capital 1,369,546 1,691,575 1,691,575 1,530,175 Total $ 5,483,650 $ 6,641,310 $ 6,687,254 $ 6,529,476 SOURCE OF FUNDS: General Fund $ 3,122,362 $ 3,483,090 $ 3,529,034 $ 3,671,606 Equipment Fund 2,361,288 3,158,220 3,158,220 2,857,870 Total $ 5,483,650 $ 6,641,310 $ 6,687,254 $ 6,529,476 INFORMATION TECHNOLOGY 71 Fi n a n c i a l S e r v i c e s FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t As s i s t a n t F i n a n c e D i r e c t o r Fi n a n c e D i r e c t o r Tr e a s u r e r Tr e a s u r y Su p e r v i s o r Fi n a n c i a l In v e s t i g a t o r s Ac c o u n t i n g Cl e r k s Pu r c h a s i n g Of f i c e r Ac c o u n t i n g Cl e r k Bu y e r s Pr o p e r t y M a n a g e r Property Agents Ac c o u n t i n g Su p e r v i s o r s Ac c o u n t a n t s Ac c o u n t i n g Cl e r k s 72 Financial Services 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 2013-14ACCOMPLISHMENTS 1.Received GFOA Certificate ofAchievement for Excellence inFinancial Reporting for the 32nd consecutive year. 2.Received approximately $100,000 in rebate revenue related to electronic payment program (E-Payables) and related Purchasing Card system in conjunction with Bank of America. 3.Relocated City staff from TRIP offices to City Hall North saving rental charges. FY 2014-15ACTION PLAN 1.Prepare Comprehensive Annual Financial Report for fiscalyear 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 2014-15SIGNIFICANTBUDGET CHANGES None 73 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 876,516 $ 1,140,615 $ 1,154,417 $ 1,116,582 Accounting 1,426,943 1,390,378 1,410,257 1,444,083 Treasury 679,527 747,786 758,517 772,323 Purchasing 366,834 464,621 468,949 469,224 Sucessor Agency - 278,000 356,500 286,000 Total $ 3,349,820 $ 4,021,400 $ 4,148,640 $ 4,088,212 SOURCE OF FUNDS: General Fund $ 2,670,279 $ 2,851,632 $ 2,894,378 $ 2,948,046 TDF TRIP Local Match 344,058 384,502 390,496 401,063 Offstreet Parking Fund 158,845 104,066 104,066 110,103 Equipment Management Fund 68,324 155,000 155,000 150,000 Assessment Districts 108,314 248,200 248,200 193,000 Successor Agency Funds - 278,000 356,500 286,000 Total $ 3,349,820 $ 4,021,400 $ 4,148,640 $ 4,088,212 FULL TIME EMPLOYEES: Administration5.005.005.005.00 Accounting15.0015.0015.0015.00 Treasury9.009.009.009.00 Purchasing3.003.003.003.00 Total32.0032.0032.0032.00 FINANCIAL SERVICES 74 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 2013-14 ACCOMPLISHMENTS 1. Acquired properties for the Rosedale Widening Project. 2. Acquired properties for the 178 Interchange Project. FY 2014-15 ACTION PLAN 1. Acquire/dispose of real property in a timely manner. 2. Secure bond financing for projects as directed. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Property Acquisitions 110 225 250 Property Disposals 1 3 3 75 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 726,461 $ 844,005 $ 857,807 $ 860,672 Operating 150,055 296,610 296,610 255,910 Capital - - - - Total $ 876,516 $ 1,140,615 $ 1,154,417 $ 1,116,582 SOURCE OF FUNDS: General Fund $ 424,144 $ 507,913 $ 515,721 $ 522,519 TDF TRIP Local Match 344,058 384,502 390,496 401,063 Assessment Districts 108,314 248,200 248,200 193,000 Total $ 876,516 $ 1,140,615 $ 1,154,417 $ 1,116,582 ADMINISTRATION 76 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 2013-14 ACCOMPLISHMENTS 1. Issued the June 30, 2013 Comprehensive Annual Financial Report (CAFR) in December 2013. 2. Processed all debt service payments when due. FY 2014-15 ACTION PLAN 1. Prepare a CAFR 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. Implement financial reporting software that will expedite the preparation of both the CAFR and the annual Budget book. 3. Process all required debt service payments by each due date. 4. Provide Debt Service management and other support services to the successor agency of the RDA and Oversight Board. 5. Continue to provide interdepartmental training related to Financial Services procedures and use of financial software. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Assessment District Parcels 16,834 16,653 17,004 Payroll Checks 40,438 41,740 41,800 Accounts Payable Invoices 68,747 70,550 71,000 Accounts Receivable Statements 86,944 94,801 98,361 77 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,183,017 $ 1,198,386 $ 1,218,265 $ 1,247,701 Operating 243,926 191,992 191,992 196,382 Capital - - - - Total $ 1,426,943 $ 1,390,378 $ 1,410,257 $ 1,444,083 SOURCE OF FUNDS: General Fund 1,268,098$ 1,286,312$ 1,306,191$ $ 1,333,980 Offstreet Parking Fund 158,845 104,066 104,066 110,103 Total $ 1,426,943 $ 1,390,378 $ 1,410,257 $ 1,444,083 ACCOUNTING AND REPORTING 78 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 2013-14 ACCOMPLISHMENTS 1. Provided training to animal control personnel in the conversion of the dog license receipting system. 2. Initiated a payment procedure that allows businesses to pay their outstanding City business taxes on line with a Visa or Mastercard. 3. Reviewed a total of 22,024 businesses through fictitious business names filed with the Kern County Clerk and issued by the State of California. Identified and contacted 2,349 businesses that did not hold City business tax certificates. FY 2014-15 ACTION PLAN 1. Reduce the number of delinquent business tax accounts through diligent collection processes. 2. Initiate a complete review of the YP Street Address Telephone Directory to identify businesses without current business tax certificates and take steps to bring them into compliance. 3. Review State Sales Tax registration records to identify resale permits that have been misallocated to either the State or County. Submit findings to the State for correction through the AB990 program. 4. Improve and update the Division’s website page. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Business Licenses 21,726 20,000 22,000 Cash Receipt Transactions 107,284 115,000 110,000 Dog Licenses 14,909 8,000 12,000 79 Adopted Amended Adopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 583,868 $ 639,878 $ 650,609 $ 639,320 Operating 95,659 107,908 107,908 133,003 Capital - - - - Total $ 679,527 $ 747,786 $ 758,517 $ 772,323 SOURCE OF FUNDS: General Fund $ 679,527 $ 747,786 $ 758,517 $ 772,323 Total $ 679,527 $ 747,786 $ 758,517 $ 772,323 TREASURY 80 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 2013-14 ACCOMPLISHMENTS 1. Processed approximately 4000 purchase orders, most of which are processed within five working days of receipt of requisition. 2. Continued the use of discounted price schedules for optimum price savings on commonly made purchases. 3. Re-bid annual contracts at non-prevailing labor rates in accordance with Council resolution exempting the prevailing wage rate requirement. 4. Eliminated the cost of printing forms by implementing paperless order processing. FY 2014-15 ACTION PLAN 1. Review the Procurement Policy and Procedures to insure full legal compliance. 2. Extend annual contracts at non-prevailing wage rates through December 2014 per Council resolution to comply with Senate Bill SB7. 3. Provide training workshops to City staff as needed to continue adherence to Purchasing policies and procedures. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Annual Contracts 35 35 32 Purchase Orders 4,202 4,000 4,000 81 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 271,143 $ 276,160 $ 280,488 $ 288,536 Operating 65,650 88,461 88,461 85,688 Capital 30,041 100,000 100,000 95,000 Total $ 366,834 $ 464,621 $ 468,949 $ 469,224 SOURCE OF FUNDS: General Fund $ 298,510 $ 309,621 $ 313,949 $ 319,224 Equipment Management Fund 68,324 155,000 155,000 150,000 Total $ 366,834 $ 464,621 $ 468,949 $ 469,224 PURCHASING 82 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 14-15. 83 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ - $ - $ - $ - Operating - 278,000 356,500 286,000 Capital - - - - Total $ - $ 278,000 $ 356,500 $ 286,000 SOURCE OF FUNDS: Successor Agency Funds - 278,000 356,500 286,000 Total $ - $ 278,000 $ 356,500 $ 286,000 SUCCESSOR AGENCY 84 Ci t y A t t o r n e y FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t Ci t y A t t o r n e y De p u t y A t t o r n e y s Ou t s i d e C o u n s e l Le g a l S e c r e t a r i e s Ac c o u n t i n g C l e r k I I Cl e r k T y p i s t As s o c i a t e A t t o r n e y s 85 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 2013-14 ACCOMPLISHMENTS Litigation: 1. Prevailed in the administrative hearing process and Writ of Mandate against the State of California which validated $23 million of $28 million for the Successor Agency ROPS. 2. Defense verdict in the matter of Slaughter v. The City of Bakersfield. 3. Disposition of five state litigation matters with no settlement monies being paid, including prevailing in the Writ of Mandate involving our petition at the State Water Resources Control Board, settlement of five state litigation matters of $15,000 or less, disposition of one federal litigation matter with no settlement monies being spent, three federal litigation matters under $35,000, and resolution of one wrongful death litigation matter for $75,000. 4. Closed two eminent domain matters entitled City of Bakersfield v. HCB MVB California LLC and City of Bakersfield v. Edward I. Lee (Taft Highway LLC). 5. Prevailed in defense of Cal/OSHA claim which sought $25,000 plus retrofitting refuse fleet vehicles. 86 1211 – City Attorney continued 6. Represented the Police Department in over 198 Pitchess cases. 7. Worked with Code Enforcement to obtain 54 abatement warrants in the 2013 calendar year. Municipal: 1. Drafted and finalized numerous resolutions and ordinances on issues such as the Freeway Litter Removal Program, medical marijuana, internet cafes, High Speed Rail, and miscellaneous Code updates. 2. Drafted and reviewed agreements for City Departments and Divisions such as those relating to the West Ming CFD, AEG Management, Edmonton Oilers, the SPCA, and the Bakersfield Homeless Center. 3. Obtained a Finding of Completion for the Successor Agency from DOF allowing disposal of property on a Long Range Property Management Plan, reimbursement to City on loans to former RDA and approval of a $300,000 dispute item on the ROPS. 4. Assisted in resolution of $1.3 million arbitration claim for services rendered for construction of Allen Road Bridge at Westside Parkway. 5. Advised City Departments on Proposition 218, prevailing wage, transient occupancy tax, the 24th Street cul-de-sac project, the 24th Street widening project, internet cafes, and the proposed chicken and human life ordinances, and represented Civil Service Commissions on discipline issues and appeal hearings. 6. Drafted and executed a successful plan of action to remove an abandoned airplane at the Bakersfield Municipal Airport. 7. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and coordinated several presentations concerning the proposed Human Life Ordinance, Medical Marijuana Dispensaries, Panhandling and Internet Cafes. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. Litigation matters involving the County of Kern. 87 1211 – City Attorney continued FY 2014-15 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. 88 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Legal Counsel $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 SOURCE OF FUNDS: General Fund $ 1,913,674 $ 2,067,039 $ 2,087,046 $ 2,124,398 Self-Insurance Fund 1,141,422 1,540,000 1,540,000 1,540,000 Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 FULL TIME EMPLOYEES: Legal Counsel10.0010.0010.0010.00 Total10.00 10.00 10.00 10.00 CITY ATTORNEY 89 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,129,001 $ 1,200,902 $ 1,220,909 $ 1,255,010 Operating 1,925,995 2,406,137 2,406,137 2,409,388 Capital 100 - - Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 SOURCE OF FUNDS: General Fund $ 1,913,674 $ 2,067,039 $ 2,087,046 $ 2,124,398 Self-Insurance Fund 1,141,422 1,540,000 1,540,000 1,540,000 Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 LEGAL COUNSEL 90 Sp e c i a l Vi c t i m s U n i t MA C - Ro b b e r y H. I . D . T . A . C. C . A . T . Cr i m e S c e n e Un i t SA R Animal Control Lieutenant Re c o r d s GT A - V e h Bu r g l a r y Fin a n c i a l Fa m i l y Vio l e n c e U n i t Ho m i c i d e Na r c o t i c s - V i c e PA L Te c h & D a t a Se r v i c e s Ra n g e Re s e r v e s Se r g e a n t s Pa t r o l O f f i c e r s - PS T ' S Pa t r o l O f f i c e r s - PS T ' S Po l i c e S e r v i c e s FY 2 0 1 4 - 1 5 O r g a n i z a t i o n a l C h a r t Cr i m e Pr e v e n t i o n Pr o p e r t y Ro o m Sergeants Traffic Officers-SRO'S-PST'SSergeantsSergeants Se r g e a n t s Ch i e f o f P o l i c e Gr a f f i t i As s i s t a n t C h i e f o f P o l i c e AL A R M C D T - S W A T Pa t r o l O f f i c e r s - PS T ' S Patrol Officers-PST'S Su p p o r t S e r v i c e s Ca pta i n In v e s t i g a t i o n s Ca pta i n BOMB-K9 FB I G a n g Ta s k F o r c e SE U O f f i c e r s Se r g e a n t s Pa t r o l O f f i c e r s - PS T ' S Pa t r o l O f f i c e r s - PS T ' S Pa t r o l O f f i c e r s - PST'S Pa t r o l O f f i c e r s - PS T ' S Se r g e a n t s Bu r g - P a w n - Wa r r a n t Ge n e r a l - C o u r t Co m p We s t Ca pta i n East Captain Pu b l i c I n f o r m a t i o n Of f i c e r Bu s i n e s s M a n a g e r In t e r n a l A f f a i r s Ho m e l a n d S e c u r i t y Li e u t e n a n t Li e u t e n a n t Lie u t e n a n t Co m C e n t e r Tr a i n i n g Traffic Lieutenant Li e u t e n a n t L i e u t e n a n t L i e u t e n a n t SE U Li e u t e n a n t Lieutenant 91 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 2013-14 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 compliment. Continued to pursue State and Federal grants to increase police officer compliment. The Support Services Division continues to process applicants for the position of police officer. A California POST basic peace officer academy was completed with 20 Graduates and an additional 48 police trainees have recently been hired. 3. The Suspicious Activity Reporting Unit (S.A.R.) continues to work collaboratively with the Federal Bureau of Investigations, the Internal Revenue Service, and the Drug Enforcement Agency in partnership to prevent terrorism and other related criminal activity by gathering, documenting, processing, analyzing, and sharing suspicious activity information. The S.A.R. Unit has yielded over 40 federal investigations, making it the top S.A.R. investigations team in the Eastern District of California. 92 Police Services continued 4. Public Works Communications staff refurbished the security system at Dr. Martin Luther King Community Center, including seven cameras, a DVR and remote controller. A camera security system was also installed at the Sister City Gardens, and the Silver Creek Community Center camera system was upgraded. 5. 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. 6. 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. 7. 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. 8. 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. 93 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 16,889,880 $ 16,037,191 $ 17,899,589 $ 17,816,506 Operations 41,579,42445,847,43046,981,88847,730,660 Investigations 12,769,47413,492,84313,777,81414,682,299 Animal Control 1,507,0591,711,0871,856,8862,010,836 Total $ 72,745,837 $ 77,088,551 $ 80,516,177 $ 82,240,301 SOURCE OF FUNDS: General Fund $ 70,042,230 $ 76,477,371 $ 79,334,981 $ 81,167,165 Supp Law Enforcement 620,10940,580610,596573,136 Traffic Safety Fund 484,401500,100500,100500,000 ARRA Federal Stimulus Fund 1,599,09770,50070,500 - Total $ 72,745,837 $ 77,088,551 $ 80,516,177 $ 82,240,301 FULL TIME EMPLOYEES: Administrative Svcs.124.00130.00130.00132.00 Operations293.00296.00296.00301.00 Investigations90.0092.0092.0095.00 Animal Control 10.008.0010.009.00 Total517.00 526.00 528.00 537.00 POLICE SERVICES 94 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; FY 2013-14 ACCOMPLISHMENTS Internal Affairs Section: 1. Investigated 75 citizen complaints. 2. Investigated eight internal affairs investigations. 3. Responded to 15 citizen inquiries. 4. Processed 219 permits to conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to 203 Pitchess Motions. 6. Provided investigative assistance on 99 claims against the City of Bakersfield. 7. Conducted 185 department audits. 8. Investigated six officer-involved shootings 9. Investigated two other critical incidents. Public Relations Section: 1. In continuing its efforts to promote the Police Department, the Public Relations section provides information to the various media outlets, not only regarding arrests and investigations of interest, but activities the Police Department is involved in throughout the year, providing the community with a better understanding of Department operations. 95 2011 – Headquarters continued 2. Chief Williamson continues to appear monthly on regular news segments for KGET, KBAK and KERN Radio. 3. Other members of the Department continue to appear monthly on the “Police Beat” television segment for KGET. 4. 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. 5. 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. 6. The Public Relations section continues to meet quarterly with other City and County PIOs and representatives from the local and outlying media to promote a better understanding of respective goals and objectives and to discuss issues important to maintaining an open and positive relationship. 7. 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 2014-15 ACTION PLAN 1. The Internal Affairs Detail will continue its Internal Department Audit System. This program is a pro-active approach to quality control measures. This will be accomplished through random selection and focused audits/inspections Department wide. The purpose and impact of this program is improved overall Department performance and a high standard of professional accountability. Each employee involved in an audit is provided feedback on results. 2. The Internal Affairs Detail will continue to be accessible to the public for any questions, concerns or formal complaints. 96 2011 – Headquarters continued 3. The Internal Affairs Detail 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 Detail will complete all personnel complaint investigations with 60 days of their reception. 5. The Internal Affairs Detail will complete all investigative services requested by the City Attorney’s Office and Risk Management within five business days. 6. The Internal Affairs Detail will continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions. 7. The Internal Affairs Detail will continue to provide training to the 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 seek out opportunities with Spanish speaking media outlets to expand and promote the Department’s influence into the Spanish language population. 10. The Public Relations section will strive to work with the media to get information disseminated in a timely manner. 11. The Public Relations section will also work with media agencies to promote text free driving and other valuable safety programs. 12. 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. 97 2011 – Headquarters continued SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Citizen Complaints 75 86 98 Internal Affairs Investigations 8 10 12 Citizens Inquiries 15 18 21 Pitchess Motions 203 230 250 Claims 99 110 120 Permits 219 230 245 Audits 185 210 220 O.I.S. Investigations 6 4 3 Critical Incident Investigations 2 3 3 98 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 Section. FY 2013-14 ACCOMPLISHMENTS Planning, Research and Training: 1. The Bakersfield Law Enforcement Training Academy graduated 20 Police Trainees. 2. The Planning, Research and Training Section developed a Citizen Volunteer Unit equipped with vehicles, uniforms and equipment. 3. The Planning, Research and Training Section presented a Citizen Academy and coordinated a Volunteer Service Program, Winter 2013. 4. The Planning, Research and Training Section coordinated and presented a 120 hour Public Safety Dispatcher’s Academy, Summer 2013. 5. The Planning, Research and Training Section updated and revised the Field Training Officer (FTO) program to conform to current POST mandates. 6. In collaboration with Human Resources, the Planning, Research and Training Section coordinated testing for Police Officer Trainee/Lateral/ Academy Graduate recruitments. 7. In collaboration with Human Resources, the Planning, Research and Training Section coordinated testing for Police Service Technician recruitment. 8. The Planning, Research and Training Section accomplished 213 background investigations for Police Department applicants. 9. Training staff coordinated and presented 112 POST certified training courses, including individual sessions of Advanced Officer School, with over 1,540 attendees by both our Department and outside agencies. 99 2011 – Support Services continued 10. The Planning, Research and Training Section continued facilitation of the Building Beautification Project which included: x Moving retired personnel file cabinets from the Auditorium stage area to the new locked location in the basement and moved the training supplies to the locked stage area x Reorganizing the Training Office library x Replacing signs throughout the Department 11. The Planning, Research and Training Section coordinated and implemented the following projects: x Issued personnel security identification cards x Issued retirees identification cards/concealed carry weapon (CCW) permits x Coordination of ongoing maintenance of the police buildings x Inventory of Department issued equipment 12. The Planning, Research and Training Section continued administration and management of Department vehicles and equipment. 13. The Planning, Research and Training Section continued recruiting efforts by attending numerous job fairs in the area, as well as, out of town; visited several colleges and police academies; created a recruiting poster; updated recruitment brochures and developed advertising using multi- media. 14. 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. 15. The Bakersfield Firearms Training Facility implemented a quarterly patrol rifle qualification program. 16. The Bakersfield Firearms Training Facility presented a Rifle School, developed an advanced officer tactical course, and trained academy graduates and laterals during their mini-academy. 17. The Planning, Research and Training Section coordinated hotel reservations and class registrations for 254 out-of-town and 21 out-of- state training classes, conferences and seminars. 18. The Reserve Unit volunteered over 1,191 total hours which included patrol, assignments at local community events, range qualifications, 100 2011 – Support Services continued training, meetings, administrative work and other miscellaneous duties. 19. Bakersfield Police Activities League (BPAL) continued to meet its goal of keeping all youth programs free of charge for participating youth. 20. The Kevin Harvick Foundation agreed to sponsor BPAL for $25,000 per year for three years. 21. BPAL raised $28,000 during the Battle of the Badges event and $57,000 during the Hometown Hero event. Communications Center: 1. Increased Communications Center staffing by three Dispatcher positions. 2. Processed a total of 749,440 telephone calls in the Communications Center, which includes 248,343 total 9-1-1 calls. 3. Coordinated and managed the recertification of all Police Department personnel in the use of the National Crime Information Center (NCIC) and California Law Enforcement Telecommunications System (CLETS), as mandated by the Department of Justice. 4. Implemented a streamlined method of calling out personnel to fill unexpected staffing vacancies by utilizing texting via the City’s Outlook system, which resulted in a single message being sent to multiple employees at one time. 5. Completed updated version of the Communications Training Manual. 6. Obtained training for an additional Department of Justice certified instructor of national and state criminal databases. Records Section: 1. Processed 53,617 General Offenses, and 24,331 Arrest Bookings. 2. Handled 1,947 telephonic reports and 6,905 on-line reports from citizens. 3. Processed 1,335 court ordered sex, arson, drug and gang registrants. 4. Processed 3,025 impounded vehicle releases. 5. Processed 25,347 subpoenas for court appearance and Records personnel responded to131 subpoenas for records. 101 2011 – Support Services continued 6. Processed 56,165 report releases. 7. Provided two 8-hour CLETS certification courses for Records personnel. 8. Participated in Department of Justice onsite audit of criminal history inquiries and received DOJ commendation for 100% compliance. 9. Records personnel received the inaugural City of Bakersfield team award for Excellence in Action. 10. Updated on-line reporting system to include burglary reports. Citizens are able to immediately file their report on-line and eliminate wait periods for officer response. Improved the report request process to include property loss/theft and vandalism report availability on-line. Information Systems Project Section: 1. Assisted in development of Compstat report 2. Conducted train the trainer training for Crimeview software 3. Completed EnCase Forensic I & II training 4. Processed approximately 300 Leverage video requests 5. Completed 282 Cellebrite cellular telephone forensic examinations 6. Completed in excess of 100 computer hard drive examinations 7. Completed build of new MDT/MRE software build 8. Administrated Telestaff & Leverage Camera Systems Crime Prevention: 1. Crime Prevention staff continued to provide successful community awareness programs and events in 2013. Eight hundred eighty-five Crime Prevention Programs were conducted for approximately 36,169 local residents. 2. Crime Prevention programs and events were increased by 24.47%. 102 2011 – Support Services continued 3. Presentations: x 80 new programs presented with 1436 people attending x 71 new Neighborhood Watch groups were established in 2013 4. Crime Prevention staff continues to work with four large business networking groups comprised of 212 members. Members include Crime Prevention staff, BPD detectives, law enforcement officers from throughout the Central Valley, and retail loss prevention officers. 5. Crime Prevention allotted one afternoon a month for Child ID walk in service. A total of 330 Child ID’s were provided which was an increase of 114.3% over the previous year’s distribution. 6. One hundred fifty-three (153) child restraint systems were installed in 2013. 7. BPD Explorer Post #521 maintained an average of seventy-eight (78) young people who donated 10,629 volunteer hours to the department and the community in 2013. 8. A total of twenty (20) individuals attended the first Citizen Academy which was completed in December of 2013. 9. Large-scale community events organized by Crime Prevention Staff: x Public Safety Day In The Park – Crime Prevention personnel collaborated with Kern County Sheriff’s Office, California Highway Patrol and other local agencies to organize this event which was held in October of 2013. This event was extremely successful and will be an annual event in the years to come. x National Night Out x Safe Halloween x Family to Family Christmas Basket Food Distribution Property Room: 1. Three gun destructions were completed in March, April & June 2013 in which 784 guns were disposed. 2. 302 firearms were released to the rightful owner after passing a background check from the California Department of Justice and the Bakersfield Police Department. 3. 514 items were sent to Propertyroom.com for auction. These items generated $12,632.47 in revenue for the City of Bakersfield. 103 2011 – Support Services continued 4. In August of 2013, 890 pounds of marijuana, 1,105 marijuana plants and approximately 26 marijuana pills were disposed of accordingly at a burial site overseen by the Narcotics Division in conjunction with the Kern County Sheriff’s Department. 5. A successful relocation was executed to a new storage facility resulting in all item locations being reconfigured and itemized. 6. There are currently over 7,300 items authorized for disposal pending disposition. FY 2014-15 ACTION PLAN Planning, Research and Training: 1. Graduate 48 Police Trainees enrolled in Spring 2013 Bakersfield Law Enforcement Training Academy. 2. Present Basic Course through Bakersfield Law Enforcement Training Academy (BLETA) Fall 2014. 3. Conduct recruitment and hiring process for Police Trainee. 4. Coordinate field training for all graduates of the recent Fall 2013 Academy and Spring 2014 Academy. 5. Conduct recruitment, background, and hiring as needed to fill all Departmental vacancies. 6. Present a Public Safety Dispatcher Basic Course Summer 2014. 7. Present 24-hour Advanced Officer (AO) School for 2013-2014 training cycle per POST mandate. 8. Complete driver’s training for all BPD personnel who operate a City of Bakersfield vehicle. 9. Ensure compliance with all POST standards and provide training for all BPD personnel as needed to maintain those standards. 10. Update ID cards for all personnel. 11. Update Lexipol Policy Manual. 104 2011 – Support Services continued 12. Secure and develop a new venue for Property Room storage. 13. Develop a new Range Facility location. 14. Continue administration and management of Department vehicles and equipment. 15. Host and continue to bring out of town training courses to the Department. Communications Center: 1. Increase dispatching staff. 2. Create an administrative assignment of one employee to manage the increasing volume of requests for the reproduction of Communications records, relieving Communications Supervisors of this task. 3. Improve receipt to dispatch time of priority one calls. 4. Improve the answering time of incoming calls to the Communications Center, with emphasis on emergency lines. Records Section: 1. Maintain minimum staffing level of 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. Provide continuous training to improve knowledge pertaining to Public Records Act, applicable statutes, subpoenas, customer service, records maintenance, Versadex and registration requirements. 4. Produce monthly data quality review reports including, overdue general offense reports, duplicate names, IBR errors and case management. Information Systems Project Section: 1. Begin testing of GPS (Global Positioning System) in fleet. 105 2011 – Support Services continued 2. Establish policy for GPS data use. 3. Complete roll out of GPS. 4. Begin programming of dispatch via AVL (Automated Vehicle Locator). 5. Conduct dispatcher training in AVL. 6. Conduct testing of AVL. 7. Complete AVL implementation. 8. Expansion of Leverage camera system by 15 cameras though out the downtown corridor. Crime Prevention: 1. Actively market and promote Neighborhood Watch, Business Watch, Park Watch and other Crime Prevention programs. 2. Further develop the Cyber Bullying, Sexting and Internet Safety (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 Special Enforcement Unit, Traffic Unit and local citizens to provide problem solving strategies and Crime Prevention education. Develop Public Service Announcements to help accomplish this goal. 5. Restart BPD’s Domestic Violence Prevention Program in both English and Spanish, targeting areas with high DV calls for service. 6. Establish close working relationship with Spanish media outlets by completing ongoing segments for television and radio. 7. Attend training to facilitate the certification of additional BPD Child Safety Seat Technicians. 8. Continue to develop and expand the Retail Crimes Partnership and the Business Watch Program. 106 2011 – Support Services continued 9. Design an informative program on Human Trafficking, complete with videos, stories, facts and statistics for both the Bakersfield Police Department and the community. 10. Expand the E-Watch Network, which currently includes: x Neighborhood Watch members x Business Watch members x Car dealerships x Banks and Credit Unions x Retail Crimes Partnership members x Pharmacies 11. Expand the Citizen Volunteer Unit from 20) volunteers to 40 volunteers. Incorporate this work force into areas of the Department where they will be best utilized. 12. Research and implement new and innovative ways to provide the community with Crime Prevention safety tips and information. Property Room: 1. Facilitate disposal work days to eliminate the pending backlog of items from adjudicated cases. 2. Complete a minimum of two firearm destruction projects to eliminate in excess of 600 firearms from storage that have been authorized for disposal. 3. Annually conduct a narcotics burn. 107 2011 – Support Services continued SERVICE LEVEL INDICATORS: Planning, Research & Training FY 12-13 Actual FY 13-14 Projected FY 14-15 Adopted Mandated training to sworn personnel/civilians (hours) 24/8 24/8 24/8 Monthly Training Bulletins 16 20 20 Basic Academy Course 2 2 2 Public Safety Dispatcher Course 1 1 1 Background Investigations 261 275 250 Records Section FY 12-13 Actual FY 13-14 Projected FY 14-15 Adopted General Offenses Entered 53,161 55,635 55,968 Arrest Bookings Entered 24,331 25,304 26,316 Vehicles Impounded 6,346 6,599 6,862 Calls Completed by Records (mail in, on-line, telephonic) 8,852 10,016 11,180 108 HEADQUARTERS AND SUPPORT SERVICES AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 13,076,280 $ 12,798,110 $ 13,850,093 $ 13,750,485 Operating 3,395,705 3,239,081 3,843,166 3,920,451 Capital 417,895 - 206,330 145,570 Total $ 16,889,880 $ 16,037,191 $ 17,899,589 $ 17,816,506 SOURCE OF FUNDS: General Fund $ 16,380,570 $ 16,037,191 $ 17,375,573 $ 17,289,370 Supp Law Enforcement 331,315 - 524,016 527,136 ARRA Federal Stimulus Fund 177,995 - - - Total $ 16,889,880 $ 16,037,191 $ 17,899,589 $ 17,816,506 109 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 2013-14 ACCOMPLISHMENTS Traffic Section: 1. Accomplished the goals and objectives agreed upon between the City and the California OTS AVOID the 18 DUI Campaign – Kern County Grant, awarded in October 2012, in the amount of $220.000. These goals included conducting nine DUI Driver’s License Checkpoints, 55 DUI Saturation Patrols, two multi-agency task force operations, and two (2) DUI Arrest Warrant/Probation Service operations targeting repeat DUI offenders who fail to appear in court or who violate probation. This grant expired in October 2013. 2. 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 which was awarded in October 2012, in the amount of $60,000. The goals and objectives included conducting 6 DUI/Driver’s License checkpoints during the winter and Labor Day holidays. This grant expired in October 2013. 3. Accomplished the goals and objectives agreed upon between the City, the California OTS, and “A Life Interrupted” Program Grant which was awarded in October 2012, in the amount of $44,443 The goals and objectives included conducting 122 educational presentations impacting over 31,000 students. This grant expired in October 2013. 4. Received an AVOID 18 Grant from the California OTS in the amount of $195,000, which was awarded in June 2013, and began October 1, 2013. 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 110 2021 – Operations continued 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 2014. 5. Received an “A Life interrupted” Grant from the California OTS in the amount of $43,942, which was awarded in June 2013 and began October 1, 2013. The goals and objectives include conducting 122 educational presentations impacting at least 10,000 students. This is a one year grant that will end in October 2014. 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 $130,000. The goals and objectives include conducting 13 DUI/Driver’s License checkpoints, two during the winter and two during the Labor Day holidays and nine to be conducted outside the above seasonal periods. This is a one year grant that will end in October 2014. 7. Received a STEP Grant from the California Office of Traffic Safety (OTS) which was awarded in June 2013 and began October 2013, in the amount of $215,569. The goals and objectives include conducting fifty-six (56) DUI Saturation Patrols, eleven (11) Distracted Driving enforcements, twenty-four (24) Traffic Enforcement operations, five (5) highly publicized Motorcycle Safety enforcement operations, five (5) Warrant/Probation Sweeps, two (2) Stakeout operations, collect up to 100 voluntary oral fluid samples, participate in the National Distracted Driving Awareness Month in April, and participate in the statewide Click It or Ticket mobilization period in May. This is a one (1) year grant that will end in October 2014. 8. Assigned each Traffic Officer specific school zone with responsibility for establishing a relationship with school staff and remaining responsive to school safety needs. 9. Effectively used the Crimeview mapping and data retrieval system to engage in special enforcement and routine deployment planning. The Police Department also provided Traffic Engineering with Crimeview access to improve the availability of information. 10. Staffed 11 parades and 34 special events. 11. The Traffic Division provided 14 traffic training classes to BPD and other law enforcement agencies in the areas of collision investigation and sobriety testing. 111 2021 – Operations continued 12. Continued efforts to enforce traffic laws and educate motorists about traffic safety on the more than 1100 miles of roadways within the City. 13. The Traffic Section coordinated and oversaw the Redflex camera system operation in the City of Bakersfield. The system noted 11,273 possible violations, of which 8,240 met the criteria for review by officers. Officers reviewed these cases and issued 7,285 citations for red light violations. 14. The Traffic Section’s Major Collision Investigation Team accomplished thorough and complete investigations of 24 traffic fatalities in this fiscal year. Crime Analysis: 1. The Operations Crime Analysis unit used Compstat and Crimeview 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 Crimeview technologies. The unit identified and deployed resources based upon the top ten locations requiring police calls for service. Animal Control: 1. The City of Bakersfield entered into a partnership with the SPCA and the Homeless Center related to the operations of the City of Bakersfield Animal Care Center. This partnership has produced a dramatic improvement in the facility, the quality of care for animals, and the customer service to the citizens of the City. 2. The Dog License Canvassing Project continued in FY 2013-14. The canvassers surveyed a total of 5,799 homes, providing licensing and spay/neuter information and issuing 1,495 notices to comply with licensing requirements. The canvassing program was suspended in January 2014 due to calls for field service and lack of available personnel. 3. Animal Control Canvassers issued 322 citations for unlicensed dogs. 4. Animal Control held 12 low/no cost vaccination, licensing, and microchip clinics in FY 2013-14. Revenue collected during clinics totaled $88,813. 5. Animal Control handled 15,311 calls for service during FY 2013-2014. 112 2021 – Operations continued SWAT Team and Bomb Squad: 1. Responded to six SWAT Operations. 2. Completed over 480 hours of tactical training and negotiator training. 3. Conducted nine tactical/equipment demonstrations. 4. Conducted two joint training sessions with the Kern County Sheriff’s Department SWAT Team. An additional training session was conducted with the KCSD SWAT and Probation for a total of three joint training sessions. 5. The Bomb Squad responded to 46 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 sixty-eight (68) bomb related investigations. 7. The Bomb Squad assisted on five Bakersfield Police Department SWAT call outs, and four mutual aid call outs with the Kern County Sheriff’s Bomb Squad. 8. The Bomb Squad conducted nine 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 Police Department held a crisis response training exercise at Bakersfield College on January 2, 2014. The scenario exercise involved multiple first responders from partnering agencies including the Bakersfield Fire Department, Kern County Sheriff’s Department, Kern County Fire Department, Hall Ambulance, Kern County Mental Health, Kern County Environmental Health, Kern Medical Center, Kern County Superintendent of Schools, and the Red Cross. The training scenario tested our capabilities in response to a crisis event in our community. 10. The Bomb Squad completed approximately 1040 hours of training. 11. 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. 113 2021 – Operations continued Special Enforcement Unit: 1. Continued its focus on in-depth and complex gang investigations involving violence and narcotics, and the seizure of firearms illegally possessed by gang members. 2. Seized 216 illegally-possessed firearms. A total of 1,981 firearms have been seized since July of 1999. 3. Committed two officers full time to address the Graffiti problems throughout the city. SEU officers made 63 arrests, 35 juvenile, 28 adults), consisting of fifty 50 felonies, thirteen 13 misdemeanors for graffiti related charges. 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 five call- ins for gang members at high risk of being a suspect or a victim of violent crime. The impact of AB109 and Prison Realignment required changes in the partnership strategy. The efforts to make the partnership more effective in the next year are still on-going. 5. Continued to provide two officers to the Central Valley Violent Crimes Task Force. 6. Over 4,700 probation/parole searches were executed by the Special Enforcement Unit. SEU made over 1,600 arrests. 7. SEU continued working with Kern County’s law enforcement coalition, the Street Interdiction Team (SIT), on operations throughout Kern County, including Tehachapi, Shafter, Arvin, Delano, and Ridgecrest. The SIT coalition also has planned an ongoing AB109 operation that will focus on addressing the State realignment of prisoners. 8. SEU remained committed to assisting other details and Divisions within the Department as well as allied law enforcement agencies. In the last three years, SEU has devoted over 14,000 hours to this task, the equivalent of seven full-time positions. 9. SEU officers continued the partnership with a local University and the Boys and Girls Club in delivering Christmas gifts to “at risk” youths. 114 2021 – Operations continued 10. Provided 12 Gang Information presentations to the community. Officers made presentations to local schools, businesses, and various community organizations. 11. Continued cooperative efforts with the Kern High School Police and conducted several joint truancy sweeps within the City. FY 2014-15 ACTION PLAN Traffic Section: 1. The Traffic Section will continue targeted DUI enforcement and awareness by utilizing grant funds from the California OTS to carry out saturation patrol, DUI checkpoints, and training in traffic investigation and enforcement. 2. The Traffic Section will use STEP grant funds and crime data analysis to target behaviors that affect the numbers of traffic deaths involving pedestrians and bicyclists. 3. 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 2013. During this grant period the BPD and AVOID partners will conduct six DUI/driver’s license checkpoints, 29 DUI Saturation Patrols, and two Multi Task Force Operations, two Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation. 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 2014. 4. 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 2013. During this grant period the BPD will conduct 122 “A Life Interrupted” education presentations for schools and civic groups. This grant expires in October 2014. 5. 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 2013. During this grant period the BPD will conduct 13 DUI/driver’s license checkpoints. Two 115 2021 – Operations continued during the winter, two during the summer and nine throughout the year. This grant will expire in October 2014. 6. The Traffic Section will complete the goals and objectives agreed upon between the City and the California Office of Traffic Safety for the STEP Grant awarded in October 2013. During this grant period the BPD will conduct 56 DUI Saturation Patrols, 11 Distracted Driving enforcements targeting drivers using hand held cell phones and texting, 24 Traffic Enforcement operations, including but not limited to, primary collision factor violations, five highly publicized Motorcycle Safety enforcement operations, five Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation, two Stakeout operations that employ police officers to observe the “worst of the worst” repeat DUI offender probationers with suspended or revoked driver licenses, collect up to 100 voluntary oral fluid samples from subjects suspected of being under the influence of drugs, participate in the National Distracted Driving Awareness Month in April, and participate in the statewide Click It or Ticket mobilization period in May. This grant expires in October 2014. 7. 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. 8. 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. 116 2021 – Operations continued Animal Control: 1. Animal Control will work with the newly-opened Bakersfield Animal Care Center to promote community involvement and innovative and creative ideas involving problem solving skills. 2. Animal Control will develop an effective volunteer program to help provide foster care services for animals as well as assistance with adoptions and clinics. 3. Animal Control will continue with the canvassing program. 4. Animal Control will develop a spay-neuter program designed to encourage and assist existing pet owners to spay or neuter their animals. SWAT Team and Bomb Squad: 1. The SWAT Team will conduct multiple training sessions with the Bomb Squad incorporating the use of the two available robot systems, imaging equipment and explosive breaching. 2. Conduct 500 hours of SWAT tactical training, including multiple scenario based training sessions in preparation for an Active Shooter event or immediate response situation. 3. The SWAT Team will continue to train with the Kern County Sheriff’s Department Swat Team to prepare for any large scale tactical situation to ensure both units are familiar with each team’s operational protocol. 4. 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. 5. The Bomb Squad will maintain the appropriate entries into the ATF Bomb Arson Tracking System (BATS). 6. The Bomb Squad will continue to work with SWAT to advance the 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. 117 2021 – Operations continued 7. The Bomb Squad will develop and deliver additional training to Police Department personnel on the safe and proper response to explosive related calls. 8. The Bomb Squad will work towards having one recently appointed Assistant Bomb Technician certified through the F.B.I. Hazardous Device School (HDS). 9. The Bomb squad will work towards training at least three bomb technicians in explosive breaching and all members of the bomb squad in advanced electronics and advanced demolition procedures. 10. The Bomb Squad will work towards training the bomb squad members in SWAT tactics including building entry. 11. Special Enforcement Unit (SEU) will continue to provide 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. 12. Special Enforcement Unit (SEU) will continue working with Kern County’s Police Department coalition, the Street Interdiction Team (SIT), on operations throughout Kern County, including an ongoing AB109 operation that will focus on addressing the State realignment of prisoners. 118 2021 – Operations continued SERVICE LEVEL INDICATORS Traffic, Patrol, Animal Control FY 12-13 Actual FY 13-14 Projected FY 14-15 Adopted Citations 17,966 18,000 18,500 “A Life Interrupted” Presentations 122 122 122 Vehicle Impounds 3,050 3,000 3,000 Animal Control Calls 16,457 19,505 21,500 Calls for Service 274,423 281,091 287,921 Traffic Enforcement (Calendar Year 2013) Citations issued 15,814 DUI arrests 940 Redflex 7,285 Non-injury collisions 2,565 Injury collisions 987 Fatal collisions 26 Vehicle impounds 3,053 DUI Checkpoints (Calendar Year 2013) Motorists screened 21,944 DUI arrests 76 Other arrests 13 Impounded vehicles 340 119 OPERATIONS AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 36,456,030 $ 40,264,397 $ 41,398,855 $ 42,192,275 Operating 5,093,110 5,583,033 5,583,033 5,538,385 Capital 30,284 - - - Total $ 41,579,424 $ 45,847,430 $ 46,981,888 $ 47,730,660 SOURCE OF FUNDS: General Fund $ 39,484,020 $ 45,236,250 $ 46,324,708 $ 47,184,660 Traffic Safety Fund 484,401 500,100 500,100 500,000 Supp Law Enforcement 189,901 40,580 86,580 46,000 ARRA Federal Stimulus Fund 1,421,102 70,500 70,500 - Total $ 41,579,424 $ 45,847,430 $ 46,981,888 $ 47,730,660 120 2031 – Investigations DIVISION GOAL Work cooperatively with all other Divisions and allied agencies as the Division continues to uphold a tradition of skillful and ethical criminal investigations. Investigations will be innovative in its use of available crime fighting technologies in conjunction with our staffs training, experience and expertise. FY 2013-14 ACCOMPLISHMENTS 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. 1. In 2013, Homicide Detectives investigated 24 homicides; 12 of which were determined to be gang related. Fifteen were cleared by arrest, including one cold case. Three were ruled justified and twelve remain open. 2. The Homicide Detectives achieved a 66.7% clearance rate approximately 4.2% higher than the national average. 3. The Homicide Unit established a Cold Case link on the BPD website featuring unsolved murders. Each unsolved case on the site has the name and contact information of the assigned investigator in the event new or additional information is developed. This site can be found on the City website and is viewable to the public. 4. A monthly Investigations Bulletin was established and is authored by unit supervisors of the Investigations Division. This document is released department-wide and serves as an information bulletin regarding detail crime trends, outstanding suspects, significant arrests made by Department personnel and other pertinent information. 5. In 2013, the Minor Assault Crimes (MAC) Robbery Detail was created. This detail is comprised of three detectives under the supervision of the Homicide Sergeant. This detail investigates reported bank robberies, street robberies, and all other robberies and minor assault crimes. MAC detectives investigated 708 reported robberies; fourteen (14) of which were bank robberies. Two-hundred seventy-two robberies were cleared by arrest, including ten bank robberies. 121 2031 – Investigations continued 6. MAC/Robbery Detail achieved a 38.4% clearance rate; approximately 10.3% higher than the national average. 7. The Critical Incident Investigation Team (CII) was formed to investigate critical incidents i.e.; officer involved shootings, in-custody deaths, and critical incidents deemed necessary by the Chief of Police. The CII Team conducted nine critical incident investigations in 2013. 8. The Crime Scene Unit responded to 235 call-outs during the year to assist in the investigations of major crime incidents including homicides, suicides, bank robberies, traffic fatalities, sexual assaults and officer-involved shootings. 9. The Crime Scene Unit received and processed a total of 4,652 requests for service, a 14.5% increase from 2012 and a 32.1% increase from 2011. 10. The addition of the Latent Print Examiner has led to the identification and arrests of several suspects involved in crimes. A total of 758 latent prints were entered into the Automated Fingerprint Identification System and received positive hits to known individuals on 147 entries. The Crime Scene Unit achieved a 59.6% increase in entries and a hit rate of 19.4%. 11. A remodel to the Evidence Processing Room was completed in 2013 greatly increasing the efficiency and layout of the area. 12. The Career Criminal Apprehension Team (CCAT) continues to primarily focus on contacting and investigating AB109 probationers in our community. In addition they work extensively with specialized details in the Investigations and Operations Division in the surveillance and apprehension of wanted parolees and probationers. 13. In 2013, the Career Criminal Apprehension Team (CCAT) made four hundred 433 open felony arrests, 167 felony warrant arrests, 102 open misdemeanor arrests and 204 misdemeanor warrant arrests. Sixty-eight were individuals released under the provisions of AB109. In addition, 330 probation and parole searches, served 13 search warrants and seized 13 firearms and other dangerous weapons 14. CCAT utilized crime analysis to disrupt part one crime trends in our community and worked with detectives on major investigations, organizing regular burglary suppression operations and taking part in three county-wide Street Interdiction Team (SIT) operations. 122 2031 – Investigations continued 15. The Child Abuse Sexual Assault Unit has continued to have an active partnership with the Jess Diamond 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 Response Team (SART), the Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and law enforcement agencies throughout Kern County. 16. The Child Abuse Sexual Assault Unit 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 thorough and cooperative handling of current and future child death cases. 17. The Child Abuse Sexual Assault Unit was awarded a $147,790 grant by the State of California Emergency Management Agency (CalEma) to create a collaborative multi-agency, multi-disciplinary team to respond to the needs of children exposed to domestic violence. This team incorporated the efforts of the Bakersfield Police Department, the Kern County Department of Human Services, and the Alliance Against Family Violence and Sexual Assault. 18. The Child Abuse Sexual Assault Detail conducted a joint task force operation with the Kern County Sheriff’s Department as a result of a serial rapist who had targeted victims within both agencies’ jurisdiction. The suspect was later apprehended and indicted by the Kern County Grand Jury. The suspect was indicted on six counts of rape by force and additional crimes and is currently awaiting trial. 19. Approximately 200 analyses were conducted for the Investigations Division, Public Information Office and Command Staff by Crime Analysts. 20. Investigators identified and arrested several suspects responsible for committing daytime residential burglaries. A total of 4,605 cases were investigated a 7.8% decrease from 2012. 21. The Warrant Fugitive Detail coordinated the return of 45 warrant suspects through extradition and in-state pickups and arrested 211 warrant suspects within our jurisdiction. Reimbursements from the state totaled $10,458.27 for the out-of-state extraditions. 123 2031 – Investigations continued 22. The Warrant Fugitive Detail conducted and coordinated four department-wide warrant sweeps; Property Crimes, Domestic Violence, a DUI and Violent Crimes. 23. The Terrorism Liaison Officer Program (TLO) conducted several investigations surrounding possible terrorist threats. The TLO Program is comprised of one Sergeant and twenty two officers. They coordinated and conducted a simulated countywide training scenario for first responders including local law enforcement, fire and emergency medical personnel. 24. The Suspicious Activity Reporting (SAR) Program conducted 28 money laundering investigations, three of which resulted in asset forfeiture seizures totaling $355,536.62. 25. The JVTF made a total of 552 arrests for prostitution-related offenses and 349 vice-related arrests. 26. The JVTF received a $94,930 grant from the Department of Alcoholic Beverage Control (ABC) which increased the level of enforcement toward alcohol-related offenses including the furnishing of alcohol to minors in the Greater Bakersfield area. 27. The 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 detail’s efforts for collaboration includes the Task Force Officer Program (TFO) comprised of BPD detectives, Kern County Probation Officers and Special Agents of the Drug Enforcement Administration (DEA). 28. The Narcotics Detail seized a total of approximately 527 pounds of marijuana, 476 pounds of methamphetamine, over (3.89) pounds of cocaine HCL, three pounds of heroin and twenty-eight and half (28.5) grams of cocaine base. The combined street value of the illicit drugs seized in 2013 totaled 25,081,942. 29. The Narcotics Detail, in conjunction with DEA seized an additional one hundred (100) pounds of cocaine HCL, 100 pounds of methamphetamine, 1100 pounds of pharmaceutical drugs, and 400 pounds of Spice (synthetic marijuana). Ninety-five felony arrests, ten misdemeanor arrests, and 21 firearms were seized. A total of $2,842,574 was seized as asset forfeiture. 124 2031 – Investigations continued 30. The Southern Tri-County High Intensity Drug Trafficking Area (STC-HIDTA) Task Force continued to make a positive impact in curtailing narcotic activity in the region. STC-HIDTA seized over 274 pounds of methamphetamine, 312 pounds of cocaine HCL, and assisted in the eradication of over 25,000 marijuana plants from both private and public lands. In addition, SCT-HIDTA seized over $635,000 in currency and 32 firearms. 31. The Auto Theft Detail is responsible for investigating auto thefts reported to our agency. The detail works regularly with the California Highway Patrol Kern County Auto Theft Task Force investigating auto thefts that occur throughout Kern County. 32. The Auto Theft Detail investigated the theft of 2,990 vehicles and the recovery of 1,981 vehicles. The auto theft clearance rate for 2013 was 16.3%, well above the national average of 11.9%. 33. The Auto Theft Detail conducted 37 major investigations during the fiscal year, including a Kern County Fair Surveillance Operation that included nightly undercover surveillance in the areas surrounding the fairgrounds. The operation focused on deterrence and detection of in-progress vehicle burglaries and grand theft auto related crimes. The operation resulted in 170 Vehicle Stops, 35 citations, 12 vehicle impounds, 25 misdemeanor arrests, seven felony arrests, five GTA warrant arrests, two burglary arrests, five GTA arrests and two stolen vehicle recoveries. 34. The Financial Crimes Detail investigated a total of893 cases; 383 identity theft cases and 510 fraud cases. 35. The Financial Crimes Detail was awarded an additional $100,000 in grant from the Kern County Real Estate Fraud Prosecution Trust Fund. 36. The Financial Crimes Detail continued its association with the local Real Estate Anti-Fraud Advisory Committee (REAAC). This is a unique collaboration of Law Enforcement Investigators, the Kern County District Attorney’s Real Estate Fraud Unit and Bakersfield local real estate professionals. REAAC’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 and provided real estate fraud and rental scam training to local real estate professionals and the general public. 125 2031 – Investigations continued FY 2014-15 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. Homicide Detail a. The Homicide Detail will attend advanced formal training in the areas of DNA, solving of cold cases, complex murders, and profiling of serial murder suspects. b. The Homicide Detail will continue to focus on improving community relations by attending community forums such as “Stop the Violence” and “Neighborhood Watch” meetings. 2. Minor Assault Crimes (MAC)/Robbery Unit a. The MAC/Robbery Unit will add an additional detective to the unit in an effort reduce street robberies and increase clearance rates. b. The MAC/ Robbery Unit will provide ongoing training to all financial institutions within the City of Bakersfield regarding the prevention of robberies. 3. Career Criminal Apprehension Team (CCAT) a. The CCAT Unit will continue the investigation, enforcement and monitoring of AB109 probationers to ensure compliance. This unit will continue to be proactive with specialized task operations and surveillances to assist in the apprehension of wanted suspects. 4. Special Victims Unit and Family Violence Unit a. The Child Abuse Sexual Assault Detail will be restructured into two units and renamed; the Special Victims Unit (FVU) and the Family Violence Unit (SVU). This will allow for specialized investigation in each designated area: i. The FVU will conduct criminal investigations of offenses related to relate to domestic violence, child abuse and elder abuse. 126 2031 – Investigations continued ii. The SVU will conduct criminal investigations of offenses related sexual assaults and continue to conduct sex offender compliance sweeps to ensure compliance of registrants. b. The SVU and FVU will continue to work closely with the Kern County District Attorney’s Office, Department of Human Services, Kern County Sexual Assault Response Team (SART), Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and law enforcement agencies throughout Kern County. c. The FVU will apply for an additional 30,000 in grant funding from the California Emergency Management Agency (CalEma) grant project focused on helping families with children that are exposed to domestic violence. 5. Crime Scene Unit (CSU) a. The CSU will continue to work with Kern County Sheriff’s Department and the Remote Access Network (RAN) Board in developing a plan to digitalize files of suspect fingerprint and palm cards for entry into the Kern County Archive. 6. Crime Analysis Unit a. The Crime Analysis Unit will expand its training on CompStat and crime trending and continue to collaborate effectively with the Support Services Crime and Operations Analyst to utilize relevant data obtained from COMPSTAT weekly reports to identify problem areas. 7. Warrant Fugitive Detail a. The Warrant Fugitive Detail will conduct five 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. 8. Narcotics Details: a. The Narcotics 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 DEA, state and local agencies on major narcotics investigations, and other 127 2031 – Investigations continued federal and local agencies to share information and resources towards the goal of suppressing narcotics activity. b. The Narcotics Detail will reinstitute 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 Narcotics detail, as well as K-9 teams from the Operations Division. The targeted areas will be Highway 58, 99, Interstate 5. c. The Narcotics Detail will increase its Task Force Officers (TFO) positions with DEA to four. d. The Narcotics 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. i. Joint Vice Task Force (JVTF) 1. The JVTF will apply for an Alcoholic Beverage Control Gap Grant. This grant funds overtime operations to combat alcohol-related crimes including furnishing of alcoholic beverages to minors in the Greater Bakersfield and Kern County area. 2. Continue its efforts in combatting prostitution-related offenses throughout the Greater Bakersfield area. ii. The Suspicious Activity Reporting (SAR) 1. SAR will continue to conduct complex asset forfeiture investigations and strive to maintain their relationships with the various federal agencies they regularly work with. iii. Terrorism Liaison Officers (TLO) 1. 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. 128 2031 – Investigations continued iv. The Southern Tri-County High Intensity Drug Trafficking Area (STC- HIDTA) Task Force 1. The Task Force will promote coordinated law enforcement efforts toward dismantling the methamphetamine manufacturing, smuggling and distribution and other poly- drug operations as it affects Kern, Kings and Tulare Counties. 2. The Task Force will continue to encourage full cooperation between local, state and federal law enforcement and prosecutorial agencies to pursue, disrupt and dismantle these organizations by: a. Identifying, arresting and prosecuting members of criminal organizations involved in the manufacturing, smuggling and trafficking of methamphetamine and other poly-drug operations. b. Identifying and seizing assets relating to the sale, smuggling, distribution and manufacturing of methamphetamine. c. Providing follow-up investigations on major clandestine laboratory seizures and developing evidence of links to the manufacturing, smuggling and trafficking organizations operating these labs. d. 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. e. Providing specific training pertaining to clandestine laboratory investigations and safety precautions as required by CAL/OSHA. 9. General Investigations Detail a. The General Investigations Detail will continue to utilize the crime analysis unit to monitor copper metal thefts occurring throughout the City of Bakersfield. Continue to work closely with documented recycling centers within Greater Bakersfield to ensure reporting guidelines are being met. 129 2031 – Investigations continued b. Detectives will attend advanced training tailored to address growing trend of copper wire theft. 10. Auto Theft Detail a. The Auto Theft Detectives will continue to conduct proactive directed enforcement operations to apprehend suspects in connection with auto theft and work in conjunction with allied agencies including the California Highway Patrol Kern County Auto Theft Task Force. b. The Auto Theft Detectives will utilize the License Plate Reader (LPR) system to more effectively to locate occupied and unoccupied stolen vehicles and apprehend the suspects responsible for the theft. c. Detectives will attend an advanced CHP Vehicle Theft Investigation course to expand their expertise in this area. 11. Financial Crimes Detail a. The Financial Crimes Detail will attend the REEAC (Real Estate Anti- Fraud Advisory Coalition) monthly meetings. This partnership will assist in identifying the type of frauds taking place and the ever changing tactics of the individuals perpetrating these crimes. b. Attend advanced Identity Theft Investigation courses to enhance their skills in an advanced real estate fraud investigation training in an effort to prevent and circumvent these crimes. SERVICE LEVEL INDICATORS Investigations FY 12-13 Actual FY 13-14 Projected FY 14-15 Adopted Criminal Case Filings 17,558 18,000 18,500 Major Narcotics Investigations 88 95 100 Prostitution Related Arrests 702 725 750 130 INVESTIGATIONS AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 11,736,671 $ 12,288,758 $ 12,573,729 $ 13,457,747 Operating 1,014,000 1,187,085 1,187,085 1,197,552 Capital 18,803 17,000 17,000 27,000 Total $ 12,769,474 $ 13,492,843 $ 13,777,814 $ 14,682,299 SOURCE OF FUNDS: General Fund $ 12,670,581 $ 13,492,843 $ 13,777,814 $ 14,682,299 Supp Law Enforcement 98,893 - - - Total $ 12,769,474 $ 13,492,843 $ 13,777,814 $ 14,682,299 131 ANIMAL CONTROL AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 513,715 $ 570,293 $ 609,226 $ 641,539 Operating 992,752 1,140,794 1,247,660 1,369,297 Capital 592 - - - Total $ 1,507,059 $ 1,711,087 $ 1,856,886 $ 2,010,836 SOURCE OF FUNDS: General Fund $ 1,507,059 $ 1,711,087 $ 1,856,886 $ 2,010,836 Total $ 1,507,059 $ 1,711,087 $ 1,856,886 $ 2,010,836 132 FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t Ma i n t e n a n c e Co m m u n i c a t i o n s En v i r o n m e n t a l Pr e v e n t i o n Fi r e S a f e t y Se r v i c e s De p u t y F i r e C h i e f Ad m i n i s t r a t i v e Se r v i c e s Ar s o n Tr a i n i n g Fi r e & R e s c u e Fi r e S u p p r e s s i o n Se r v i c e s De p u t y F i r e C h i e f Fi r e C h i e f Fi r e S e r v i c e s EM S Pe r s o n n e l Te s t i n g Po l i c y & P r o t o c o l Gr a n t F u n d i n g 13 3 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 2013-14 ACCOMPLISHMENTS 1. Administered 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 conducted 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 become familiar with 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. 6. Continued resolving Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues. Researched and presented the major systemic and structural issues associated with FS 8, and worked in cooperation with Public Works towards a cost-effective rehabilitation solution. 134 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 1,634,438 $ 1,440,851 $ 1,496,748 $ 1,542,406 Fire Safety 1,937,612 2,296,520 2,318,087 2,615,468 Fire Suppression 29,956,310 30,131,685 31,145,993 31,681,626 Total $ 33,528,360 $ 33,869,056 $ 34,960,828 $ 35,839,500 SOURCE OF FUNDS: General Fund $ 31,734,778 $ 32,801,014 $ 33,861,601 $ 34,498,483 CUPA Fund 875,070 1,068,042 1,079,227 1,341,017 MMRS Grant 112,073 - 20,000 - UASI - CAL EMA 806,439 - - - Total $ 33,528,360 $ 33,869,056 $ 34,960,828 $ 35,839,500 FULL TIME EMPLOYEES: Administration8.009.009.009.00 Fire Safety14.0015.0015.0016.00 Fire Suppression174.00174.00174.00174.00 Total196.00 198.00 198.00 199.00 FIRE SERVICES 135 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 2013-14 ACCOMPLISHMENTS 1. Completed Fire Engineer exam; Driver/Operator course; Captain’s Certification course; Bakersfield College Firefighter I Academy; Firefighter Recruit Academy; California State Chief Officer and Fire Officer courses; Sexual Harassment Training in the Workplace; Valuing and Managing Diversity in the Workplace courses, and others. 2. Revised, updated, and initiated various inter-agency working agreements including those with the Bureau of Land Management and Bakersfield College that increases efficiency, reduces duplication of services, provides cost savings, and promotes collaboration in training and emergency response. 3. Continued National Incident Management System (NIMS), State Emergency Management System (SEMS), and Type III Incident Management Team (IMT) training to retain mandated compliance for Fire Department employees. 4. Administered grant funding from Metropolitan Medical Response System (MMRS) for training personnel, obtaining protective equipment, and upgrading communications equipment (portable radios). 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) in general, and other programs and alternate funding streams to achieve Council goals. 7. Obtained SHSGP funding for mobile data computers and other emergency communications equipment. 136 3011 – Administration continued FY 2014-15 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 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, Fire Station #16, and Fire Station #18 districts. 4. Continue to develop public education and public information programs. 5. 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. 6. Complete Firefighter Recruit Academy, beginning in April FY 2014-15. 137 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,348,869 $ 1,264,463 $ 1,283,860 $ 1,336,984 Operating 227,194 176,388 212,888 205,422 Capital 58,375 - - - Total $ 1,634,438 $ 1,440,851 $ 1,496,748 $ 1,542,406 SOURCE OF FUNDS: General Fund $ 1,522,365 $ 1,440,851 $ 1,476,748 $ 1,542,406 MMRS Grant 112,073 - 20,000 - Total $ 1,634,438 $ 1,440,851 $ 1,496,748 $ 1,542,406 ADMINISTRATION 138 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 2013-14 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. 2. Reduced fires occurring at restaurants through increased inspections. Restaurant fires had tripled in recent years, and that trend has been mitigated through increased oversight. 3. Amended and adopted the 2013 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. 4. Updated Emergency Communications Center ESZ response zones and run cards related to resource deployments. Provided COB input and oversight to CAD and other ECC systems upgrades. Continued with on- going upgrades to the Mobile Data devices to access haz-mat data. FY 2014-15 ACTION PLAN 1. Reduce the incidence of all fires through increased inspections, data entry, maintenance, and increased collection of related violation and approval fees if staffing permits. 2. Implement a Residential Care Facility annual inspection program in the same manner as the restaurant inspection program, to help detect any unsafe conditions that could result in fires where the very young and very old reside. 139 3021 – Fire Safety 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. 140 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,372,226 $ 1,575,070 $ 1,596,637 $ 1,565,049 Operating 483,347 649,204 614,814 623,419 Capital 82,039 72,246 106,636 427,000 Total $ 1,937,612 $ 2,296,520 $ 2,318,087 $ 2,615,468 SOURCE OF FUNDS: General Fund $ 1,062,542 $ 1,228,478 $ 1,238,860 $ 1,274,451 CUPA Fund 875,070 1,068,042 1,079,227 1,341,017 Total $ 1,937,612 $ 2,296,520 $ 2,318,087 $ 2,615,468 FIRE SAFETY 141 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. Ensure all suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner. FY 2013-14 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. Revised, updated, or initiated various inter-agency working agreements including those with the Bureau of Land Management and Bakersfield College that increase efficiency, reduce duplication of services, provide cost savings, and promote joint training and emergency response. 6. 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. 7. Participated in an Insurance Services Office (ISO) re-rating process, which will continue through FY2014-15. The Fire Department is working with the ISO to upgrade to a Class 2 Fire Department, which may result in lower commercial insurance rates in Bakersfield Fire Department served areas. 8. Successfully planned and participated in a region-wide major functional fire and law exercise regarding active shooter scenario at the Bakersfield college campus. 142 3031 – Fire Suppression Services FY 2014 -15 ACTION PLAN 1. Continue work on the Fire 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: x Comply with National Incident Management System (NIMS) x Administration of the Assistance to Firefighters Grant (AFG) x Administration of the Bakersfield Urban Area Security Initiative (UASI) x Administration of the Metropolitan Medical Response System (MMRS) 6. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through training, response and deployment planning. 7. Continue to update inter-agency agreements, plans, and contracts. 8. Continue to update, modify, and create related Fire Department Operational Procedures and Policies. 9. 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. 10. Continue with Insurance Services Office (ISO) re-rating process, which will continue through FY 2014-15. The Fire Department will work with the ISO to receive an upgrading to Class 2 Fire Department, which may result in lower commercial insurance rates in Bakersfield Fire Department served areas. 143 SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Total Emergency Responses 29,940 31,437 32,031 Structure Fires and Fire Related 1,902 1,997 2,739 Emergency Medical Responses 16,737 17,575 18,448 Other 10,515 11,040 10,844 144 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 26,367,980 $ 27,252,336 $ 28,266,644 $ 28,693,181 Operating 2,715,279 2,851,349 2,849,249 2,902,255 Capital 873,051 28,000 30,100 86,190 Total $ 29,956,310 $ 30,131,685 $ 31,145,993 $ 31,681,626 SOURCE OF FUNDS: General Fund $ 29,149,871 $ 30,131,685 $ 31,145,993 $ 31,681,626 UASI - CAL EMA 806,439 - - - Total $ 29,956,310 $ 30,131,685 $ 31,145,993 $ 31,681,626 FIRE SUPPRESSION 145 Pu b l i c W o r k s D i r e c t o r Pu b l i c W o r k s FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t Solid WasteSolid Waste Director Wa s t e w a t e r Tr e a t m e n t Wastewater Manager Ge n e r a l Se r v i c e s St r e e t s Te l e c o m - Co m m u n i c a t i o n s Fl e e t Op e r a t i o n s Eq u i p m e n t Pu b l i c W o r k s Op e r a t i o n s M a n a g e r Tr a f f i c En g i n e e r Co n s t r u c t i o n / Su r v e y Su b d i v i s i o n s De s i g n En g i n e e r i n g Ad m i n i s t r a t i v e A s s i s t a n t As s t . T o P u b l i c W o r k s D i r e c t o r As s t . P u b l i c W o r k s D i r e c t o r As s t . t o t h e P u b l i c W o r k s D i r e c t o r Th o m a s R o a d s Im p . P r o g r a m (T R I P ) Solid Waste 14 6 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 2013-14 ACCOMPLISHMENTS Thomas Roads Improvement Program (TRIP – City Council Goal 2.2): 1. Development and implementation of the Thomas Road Improvement Program projects continues: x Final design and land acquisition for State Route 178 at Morning Drive Interchange was completed. Project construction was awarded in July 2013 and construction began in September 2013, with completion expected in August of 2015. x Final design for State Route 58 Gap Project was completed. Project construction was awarded in August 2013 and construction began in November 2013, with completion expected in late 2014. x Final design and land acquisition for the State Route 178 Widening Project is on-going and should be complete in summer 2014, with construction beginning late 2014. x Final design and land acquisition for the Rosedale Highway Widening Project is on-going and should be complete in the summer of 2014, with construction beginning late 2014. x Environmental Clearance for the 24th Street Improvements Project was obtained in February of 2014. Final design and land acquisition for the project began in spring of 2014, and construction will begin in 2015. 147 Public Works continued x The Environmental Document for the Hageman Flyover Project was circulated to the public in January of 2014, and environmental clearance is expected to be obtained in late spring of 2014. Final design and land acquisition will begin in summer of 2014. x Environmental Clearance for the Beltway Operational improvements was completed in January of 2014. Final design and acquisition of temporary construction easements began in early 2014, and construction should begin in late 2014. x Final design changes and land acquisition for the Hosking Road/State Route 99 Interchange project was completed in spring of 2014, and the project will begin construction in the fall of 2014. x The Environmental Document for the Centennial Corridor Project was circulated to the public in April of 2014, and environmental clearance is expected to be obtained in spring 2015. Construction is planned to begin in 2016. x Implementing new federal regulations allowed for by the recently passed MAP-21 federal highway legislation, approval by Caltrans and the Federal Highway Administration (FHWA) was obtained, federal funds were obligated, and the acquisition of properties from willing sellers (prior to approval of the environmental document) was initiated along the Centennial Corridor alignment. 2. City staff and Kern COG staff continue to actively pursue all potential funding sources that could be used to fund Metropolitan Bakersfield transportation projects. 3. Construction of the Westside Parkway continues: x Phases 2, 4, 6a, and 6b were completed and opened August 2, 2013. x Construction is underway for Phase 6c (the Stockdale/Heath Tie-In), the final two mile roadway phase of the project, with anticipated completion in late 2014. Engineering: 1. Designed, received bids, and submitted to City Council for award of contract for 26 projects. x Bike Lane Improvements: Akers Road from McKee to White Lane; various streets in the Alta Vista area and in the Belle Terrace area. x Bridge Repairs: Oak Street over BNSF Railroad. x Facility Remodel: Fire Station 8 Remodel (awarded as a design/build contract). x Landscape Improvements to Existing Median Islands: Union Avenue from Arvin-Edison Canal to Panama Lane and Hosking Avenue from Treeline Avenue to Zermatt Street. 148 Public Works continued x Median Improvements: Clay Patrick Farr Way north of Rosedale Highway. x Park Improvements: Skatepark at Planz Park (awarded as a design/build contract). x Pavement Rehabilitation: Panama Lane from Monitor Street to South Union Avenue; and Truxtun Avenue from Chester Avenue to T Street. x Sewer Improvement: Fairfax Road Lift Station. x Sewer Lift Station Improvement: Gosford Road at District Boulevard. x Sewer Main Rehabilitation: Gosford Road from McCutchen Road to Panama Lane; and Mt. Vernon Avenue from 3rd Street to Henley Street. x Street Improvements: Hosking Avenue from Wible Road to Hughes Lane; Planz Road west of Union Avenue; and Mohawk Street from Rosedale Highway to Siena Lane. x Traffic Signal Modification: White Lane at South H Street. x New Traffic Signals: Hageman at Jewetta; Hageman Road at Old Farm Road; Jewetta at Riena; Olive Drive at Old Farm Road; Oswell Street at State Route 58 Eastbound Off Ramp; and Stine Road at Woodmere Drive. 2. Provided construction management and inspection services for 40 projects having a total contract value of over $21 million, including: x Mohawk Street Improvements. x Sewer Lift Station Rehabilitation – Gosford Road and District Boulevard. x Sewer Rehabilitation – P Street Trunk Sewer. x Relocate Traffic Operations Center. x 1st Street Emergency Sewer Repairs. x Installation of bike lanes on Alta Vista Drive, Haley Street, 30th Street, 4th Street, Belle Terrace and East 21st Streets. x Installation of new traffic signal interconnect systems. x Installation of several new traffic signals and monitoring cameras. x Resurfacing and reconstruction of Panama Lane-Phase 2, Dr. Martin Luther King Jr. Boulevard, Beale Avenue, and other road projects. x Pedestrian Access improvements Columbus Street and Brundage Lane. x Animal Care Facility Building. x Parkway Improvements Stockdale Highway. x Taft Highway road widening. x Planz Park Skatepark. 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 342. 149 Public Works continued 5. Implemented new signal timing and route coordination plans at 22 intersections based on updated traffic volumes. General Services: 1. Anti-Graffiti program: x Received 4,000 requests on the 32-Erase hotline, 850 requests from the graffiti website, 519 requests from the mobile phone application, and 500 internal requests. Removed graffiti from a total of 15,550 sites. 2. Completed improvements to several City facilities including: x Remodeled the kitchen/dining room at Fire Station No. 6 and kitchen at Fire Station No. 7. x Completed several improvements at the City of Bakersfield Animal Care Center. x Completed major heating, ventilation, and air conditioning (HVAC) improvements for several City facilities. x Repaired the Ice Plant at Rabobank Arena which included re-piping and flushing the pressurized ice chiller barrel, rebuilding the three compressors, replacing the contaminated refrigerant and setting up a temporary ice chiller to maintain the ice hockey rink during repairs. 3. Bakersfield Municipal Airport: x Reviewed business development ideas and economic opportunities at the airport and surrounding area. x Started construction of the runway and main taxiway “A” rehabilitation. x Installed a closed circuit TV camera security system at both entrances to the airport to improve airport security. Streets: 1. Resurfaced/reconstructed approximately 95 lane miles of streets. 2. Sealed approximately 390 street miles with a surface penetration sealer. 3. CDBG-Funded Area: Completed the installation of curb, gutters, sidewalk repairs and street reconstruction in the following areas: x Alta Vista to Beale Avenue, from Flower Street to Bernard Street. x Between Martin Luther King Blvd and Owens Street, from California Avenue to Virginia Avenue. 4. Cleaned approximately 874 miles of City-owned sewer lines. 150 Public Works continued 5. Constructed cul-de-sacs on Myrtle, Spruce, Pine and “A” Streets, at 24th Street. 6. Video inspected approximately 50 miles of City-owned sewer and storm line and repaired 1600 feet of damaged sewer line. 7. 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. 8. Maintained once a month street sweeping schedule, and swept 121,680 curb miles picking up 3,000 tons of debris. 9. Picked up 700 tons of leaves during the months of November, December, and January. Equipment: 1. Continued to reevaluate rental rates by extending useful lives of equipment whenever it was feasible. 2. Continued to monitor off-road equipment to remain 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. Purchased and installed a multi-camera and surveillance system for Mill House. 5. Purchased and installed updated microwave radio link from Police tower to Wastewater 3 tower. 6. Installed all necessary radios, sirens, emergency lighting equipment in new public safety vehicles, including 47 Police vehicles. 7. Installed basic 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. 151 Public Works continued Wastewater: 1. Provided updates to the Bakersfield Municipal Code Sewer User Ordinance, as required by Federal Pretreatment Program Regulations. City Council approved update on November 6, 2013. 2. Initiated a Local Limits Evaluation Study to further strengthen the Sewer Ordinance for compliance with Federal regulations. 3. Initiated a three-party agreement with San Joaquin Valley Air Pollution Control District and their contractor on a pilot program to test a treatment system for reducing nitrogen oxides and sulfur oxides from gas fired engines. Solid Waste: 1. Supported 376 cleanup and beautification events, and enlisted 4,900 volunteers in Keep Bakersfield Beautiful (KBB) activities. 2. Continued implementation of citywide curbside recycling, with delivery of approximately 70,000 new blue recycling carts. 3. Implemented a freeway litter control program through contracts with Caltrans and the Homeless Center. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. The FY 2014-15 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 2014-15 budget for Street Maintenance also reflects Council’s commitment to the street preventative maintenance program. The FY 2014-15 operating budget for Street Maintenance totals approximately $8.0 million. The FY 2013-14 operating budget was the same amount. The FY 2014-15 CIP budget for Street Maintenance includes $6.5 million of Capital Outlay funding. 3. Staff proposes no sewer user rate increases for residential and commercial customers for the upcoming fiscal year. In addition, connection fees for both residential and commercial customers are to remain at current rates. 152 Public Works continued 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 commercial customers for the fiscal year. The outside hauler contract will increase by .8%, 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 sixth straight year. 5. The FY 2014-15 budget includes continuation of the nationally recognized Freeway Litter Program. Caltrans’ continued funding of freeway litter removal is included in next year’s proposed budget. 153 AdoptedAmendedAdopted Actual BudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 601,955 $ 571,986 $ 580,827 $ 645,224 TRIP 1,006,176 1,038,992 1,049,761 762,377 Engineering 5,045,597 5,386,068 5,593,844 5,908,433 General Services 11,359,857 11,847,768 11,943,038 12,315,123 Streets 15,331,863 16,305,016 16,495,941 16,990,989 Equipment 29,747,817 26,661,269 26,808,188 25,215,058 Wastewater 27,192,907 8,918,878 9,725,041 9,781,326 Solid Waste 38,302,060 40,716,727 40,855,294 38,690,056 Total $ 128,588,232 $ 111,446,704 $ 113,051,934 $ 110,308,586 SOURCE OF FUNDS: General Fund $ 19,376,203 $ 23,652,030 $ 23,862,018 $ 24,639,349 Dev. Services Fund 1,284,373 1,346,555 1,492,709 1,795,908 State Transportation 184,366 320,172 320,172 325,250 State Gas Tax 3,199,309 - - - Transportation Dev. Fund 224,206 232,515 236,161 - TDF TRIP Local Match 1,006,176 1,038,992 1,049,761 762,377 Sewer Service-Plant 2 5,937,007 2,576,165 2,742,355 2,725,373 Sewer Service-Plant 3 25,439,163 11,084,358 11,758,469 11,950,279 Refuse Fund 41,796,865 44,303,738 44,550,210 42,645,445 Aviation Fund 392,747 230,910 231,891 249,547 Equipment Fund 29,747,817 26,661,269 26,808,188 25,215,058 Total $ 128,588,232 $ 111,446,704 $ 113,051,934 $ 110,308,586 FULL TIME EMPLOYEES: Administration 9.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 44.00 44.00 44.00 46.00 General Services 71.00 72.00 72.00 73.00 Streets 91.00 93.00 93.00 93.00 Equipment 55.00 55.00 55.00 56.00 Wastewater 37.00 38.00 38.00 40.00 Solid Waste 103.00 106.00 106.00 107.00 Total 415.00 422.00 422.00 429.00 PUBLIC WORKS 154 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 2013-14 ACCOMPLISHMENTS 1. Developed Mission, Vision and Value Statements as well as a Code of Ethics and a Strategic Plan for the Public Works Department as a part of the accreditation process with the American Public Works Association. 2. Provided administrative support for Departmental Divisions. 3. Processed and monitored CIP expenditures. 4. Submitted reimbursement claims in a timely manner to enhance cash flow. FY 2014-15 ACTION PLAN 1. Complete American Public Works Association Accreditation process. 2. Promote an environment of employee safety by managing risks for each Division: x Provide continuous safety training and follow the City’s Injury and Illness Prevention Plan (IIPP periodically updated by Risk Management to reflect changes in City operations or safety regulations). x Follow adopted or applicable standards and safety protocols. x Maintain proper documentation of employee training. x Coordinate with Risk Management to meet City-wide safety objectives. 3. Respond to City Council referrals and citizen requests promptly, efficiently, and effectively. 4. Coordinate preparation of administrative reports and supporting documentation for placement on City Council agendas. 155 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 566,340 $ 527,793 $ 536,634 $ 556,642 Operating 35,615 44,193 44,193 88,582 Capital - - - Total $ 601,955 $ 571,986 $ 580,827 $ 645,224 SOURCE OF FUNDS: General Fund $ 601,955 $ 571,986 $ 580,827 $ 645,224 Total $ 601,955 $ 571,986 $ 580,827 $ 645,224 ADMINISTRATIVE SERVICES 156 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 2013-14 ACCOMPLISHMENTS 1. Development and implementation of the Thomas Road Improvement Program projects continues: x Final design and land acquisition for State Route 178 at Morning Drive Interchange was completed. Project construction was awarded in July 2013 and construction began in September 2013 with completion expected in August of 2015. x Final design for State Route 58 Gap Project was completed. Project construction was awarded in August 2013 and construction began in November 2013 with completion expected in late 2014. x Final design and land acquisition for the State Route 178 Widening Project is on-going and should be complete in the summer of 2014, with construction beginning late 2014. x Final design and land acquisition for the Rosedale Highway Widening Project is on-going and should be complete in the summer of 2014, with construction beginning late 2014. x Environmental Clearance for the 24th Street Improvements Project was obtained in February of 2014. Final design and land acquisition for the project began in spring of 2014, and construction will begin in 2015. x The Environmental Document for Hageman Flyover Project was circulated to the public in January of 2014, and environmental clearance is expected to be obtained in late spring of 2014. Final design and land acquisition will begin in summer of 2014. x Environmental Clearance for the Beltway Operational Improvements was obtained in January of 2014. Final design and acquisition of temporary construction easements began in early 2014, and construction should begin in late 2014. x Final design changes and land acquisition for the Hosking Road/State Route 99 Interchange project was completed in spring of 2014, and the project will begin construction in the fall of 2014. x The Environmental Document for the Centennial Corridor Project was circulated to the public in April of 2014, and environmental clearance is expected to be obtained in spring of 2015. Construction is planned to begin in 2016. 157 4021- TRIP continued x Westside Parkway Phases 2, 4, 6a, and 6b, were completed and opened August 2, 2013. x Westside Parkway Phase 6c construction continued (anticipated completion in late 2014). x Implementing new federal regulations allowed for by the recently passed MAP-21 federal highway legislation, approval by Caltrans and the Federal Highway Administration (FHWA) was obtained, federal funds were obligated, and the acquisition of properties from willing sellers (prior to approval of the environmental document) was initiated along the Centennial Corridor alignment. 2. City staff and Kern COG staff continue to actively pursue all potential funding sources that could be used to fund metropolitan Bakersfield transportation projects. FY 2014-15 ACTION PLAN 1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area. 2. Implement the Thomas Roads Improvement Program including: x Complete construction of the Westside Parkway Phase 6c (completion late 2014). x Complete construction of the State Route 58 Gap Project (completion late 2014). x Continue construction of the State Route 178 and Morning Drive Interchange Project (construction completion August 2015). x Bid, award, and begin construction for the State Route 178 Widening Project. x Bid, award, and begin construction for the Rosedale Highway Widening Project. x Bid, award, and begin construction for the Beltway Operational Improvement Project. x Bid, award, and begin construction for the Hosking Road/SR 99 Interchange Project. x Complete land acquisition and final design work for the 24th Street Improvements Project (begin construction late 2015). x Continue with land acquisition and final design work for the Hageman Flyover Project. x Continue with land acquisition, obtain environmental clearance, and begin final design work for the Centennial Corridor Project (begin construction 2016). 158 4021- TRIP continued 3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes. 159 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 646,589 $ 658,838 $ 669,607 $ 700,497 Operating 359,587 380,154 380,154 61,880 Capital - - - - Total $ 1,006,176 $ 1,038,992 $ 1,049,761 $ 762,377 SOURCE OF FUNDS: TDF TRIP Local Match $ 1,006,176 $ 1,038,992 $ 1,049,761 $ 762,377 Total $ 1,006,176 $ 1,038,992 $ 1,049,761 $ 762,377 160 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 2013-14 ACCOMPLISHMENTS Design: 1. Designed, received bids, and submitted to City Council for award of contract for 26 projects including: x Bike Lane Improvements: Akers Road from McKee to White Lane; various streets in the Alta Vista area and in the Belle Terrace area. x Bridge Repairs: Oak Street over BNSF Railroad. x Facility Remodel: Fire Station 8 Remodel (awarded as a design/build contract). x Landscape Improvements to Existing Median Islands: Union Avenue from Arvin-Edison Canal to Panama Lane and Hosking from Tree line Avenue to Zermatt Street. x Median Improvement: Clay Patrick Farr Way north of Rosedale highway. x Park Improvements: Skatepark at Planz Park (awarded as a design/build contract). x Pavement Rehabilitation: Panama Lane from Monitor Street to South Union Avenue; and Truxtun Avenue from Chester Avenue to T Street. x Sewer Improvement: Fairfax Road Lift Station. x Sewer Lift Station Improvement: Gosford Road at District Boulevard. x Sewer Main Rehabilitation: Gosford Road from McCutchen Road to Panama Lane; and Mt. Vernon Avenue from 3rd Street to Henley Street. x Street Improvements: Hosking Avenue from Wible Road to Hughes Lane; Planz Road west of Union Avenue; and Mohawk Street from Rosedale Highway to Siena Lane. x Traffic Signal Modification: White Lane at South H Street. 161 4031- Engineering continued x New Traffic Signals: Hageman at Jewetta; Hageman Road at Old Farm Road; Jewetta at Riena; Olive Drive at Old Farm Road; Oswell Street at State Route 58 Eastbound Off Ramp; and Stine Road at Woodmere Drive. Subdivision Engineering: 1. Accomplishments for calendar year 2013 include: x Parcel Maps: Recorded six parcel maps dividing 278.53 acres into 19 parcels. x Tract Maps: Recorded 17 tract maps dividing 205.64 acres into 714 lots. x Improvement Plan Checks: 55 first checks, 34 second checks, 17 third checks or higher, 26 revisions, and 27 signatures. x Final Map Checks: 5 first checks, 17 second checks, 24 third checks or higher and 23 maps signed. x Minor Land Divisions: 27 x Maintenance Districts: 28 x Street Permits: 1,761 x Annexation Proceedings: three new applications processed, one completed. x Grading Plan Checks: 88 first checks, 58 second checks, 18 third checks or higher, and 57 approved. x Drainage Studies: 13 first checks, 4 second checks, 1 third check or higher, and 21approved. x Sewer Studies: 6 first checks, 7 approved. x Notices of Completion processed: 19 maps and 16 street permits. x Fees collected through the development process: Transportation Impact Fees = $18,189,023.66 Sewer Connection Fees = $5,779,004.31 Planned Sewer Area/Planned Drainage Area Fees = $511,804.49 Maintenance District Formation Fees = $57,186.55 Construction and Surveying: 1. Provided construction management and inspection services for 40 projects having a total contract value of over $21 million, including: x Mohawk Street Improvements. x Sewer Lift Station Rehabilitation – Gosford Road and District Boulevard; x Sewer Rehabilitation – P Street Trunk Sewer. x Relocate Traffic Operation Center. x 1st Street Emergency Sewer Repairs. 162 4031- Engineering continued x Installation of bike lanes on Alta Vista Drive, Haley Street, 30th Street, 4th Street, Belle Terrace and East 21st Streets. x Installation of new traffic signal interconnect systems. x Installation of several new traffic signals and monitoring cameras. x Resurfacing and reconstruction of Panama Lane-Phase 2, Dr. Martin Luther King Jr. Boulevard, Beale Avenue and other road projects. x Pedestrian Access Improvements Columbus Street and Brundage Lane. x Animal Care Facility Building. x Parkway Improvements Stockdale Highway. x Taft Highway road widening. x Planz Park Skatepark. 2. Inspected development infrastructure improvements for 38 tracts and parcel maps. 3. Provided inspection services for 1,761 street use permits. Traffic: 1. Analyzed 32 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 seven 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 22 intersections based on updated traffic volumes. 4. Designed, received bids, and submitted to City Council for award of contracts including: x Pedestrian countdown timer heads at 20 intersections throughout the City of Bakersfield. x Flashing yellow beacon on Benton Street near Echo Avenue for school crosswalk for Frank West Elementary School. x Traffic signal interconnect and synchronization equipment along Chester Avenue, California Avenue, and Mohawk Street. x Relocate and Update Traffic Operations Center. 163 4031- Engineering continued FY 2014-15 ACTION PLAN Design Engineering: 1. Complete design and award all FY 2014-15 CIP projects before July 2015, including: x Pavement resurfacing/reconstruction on major roads. x One new traffic signals – Harris and Mountain Vista. x Americans with Disability Acts improvements at various bus stops. x Street improvements to widen roadway for additional lanes at eight locations. 5. Investigate new construction methods which could potentially decrease construction/maintenance costs for city streets. Subdivision Engineering: 1. Complete review of maps and improvement plans within four weeks of submittal. 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 four federally-funded Congestion Management Air Quality (CMAQ) signal interconnect/ synchronization projects totaling over $1,000,000. Connect eight additional signals to the City’s Traffic Operations Center. 164 4031- Engineering continued 3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 20 signals annually as traffic volumes and patterns change. 4. Design and prepare construction documents for federally funded Highway Safety Improvement Program Pedestrian Countdown Timer Projects totaling $200,000. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 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 30 32 20 Warrants Budgeted Signal Communications Projects Bid 75% 75% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 20 22 20 Budgeted Public Works CIP Projects Bid 75% 77% 100% During the Fiscal Year 165 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 4,665,186 $ 4,945,767 $ 5,028,543 $ 5,276,821 Operating 377,655 440,301 565,301 631,612 Capital 2,756 - - - Total $ 5,045,597 $ 5,386,068 $ 5,593,844 $ 5,908,433 SOURCE OF FUNDS: General Fund $ 3,537,018 $ 3,806,998 $ 3,864,974 $ 4,112,525 Dev. Services Fund 1,284,373 1,346,555 1,492,709 1,795,908 Transportation Dev. Fund 224,206 232,515 236,161 - Total $ 5,045,597 $ 5,386,068 $ 5,593,844 $ 5,908,433 ENGINEERING 166 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 2013-14 ACCOMPLISHMENTS 1. Anti-Graffiti program: Received 4,000 requests on the 32-Erase hotline, 850 requests from the graffiti website, 519 requests from the mobile phone application, and 500 internal requests. Removed a total of 15,550 graffiti sites. 2. Street Lights: x Responded to 2,700 street light service requests and replaced 31 street lights, including poles, for those damaged due to traffic accidents or deterioration. x Replaced over 46,000 linear feet of stolen copper wire from various street light systems. 3. Traffic Signals: x Replaced 14 traffic signal poles and related equipment due to accidents. x Replaced 12 video detection cameras. x Replaced traffic signal controller cabinets at three intersections. x Responded to 150 after-hours emergency requests for traffic signals. x Upgraded video detection computers for 18 intersections. 4. Signing, Striping, and Marking Improvements: x Provided striping, grinding and sign installation for TRIP Westside Parkway Project. x Coordinated the installation of the guard rail for the Westside Parkway Truxtun interchange and installed flashing beacons and linear delineation system. x Fabricated and installed all signage and related curb markings for 60 Golden Empire Transit bus stops. 167 4051 – General Services continued x Added additional lane lines to the following streets: Allen Road from Olive to Reina, Harris and Reliance, Miramac and Edith Lane, Millay Way and Twain Way, Allen and Stockdale and Myrtle North of 24th Street. x Modified street markings and provided signage for the construction of cul-de-sacs on Myrtle, Spruce, Pine, Cedar, and “A” Streets at 24th Street. x Painted all striping and pavement markings for roadways sealed and resurfaced by the Streets Division throughout the City. x Replaced 450 deteriorated street markers Citywide. x 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. x Fabricated and installed signs for several facilities including Bakersfield Amtrak Station, Animal Care Center, Bakersfield Municipal Airport, Sister Cities Garden Phase B, Fire Department, State Farm Sports Village, Adopt-A-Highway Signs for Westside Parkway and various locations for Bakersfield Police Department. x Installed street markings and left turn lane for the Masterson and State Route 178 Project for TRIP. 5. Heating, Ventilation, and Air Conditioning (HVAC) Improvements: x Replaced one 30-ton AC compressor at City Hall North. x Replaced two 3-ton AC units at Fire Station 3. x Replaced one 12.5-ton AC unit at Wastewater 3. x Completed over 95% of converting the HVAC control system for the Bakersfield Police Department from pneumatic to digital control. x Repaired the Ice Plant at Rabobank Arena which included re-piping and flushing the existing pressurized ice chiller barrel, rebuilding the three compressors, replacing the contaminated refrigerant, and setting up a temporary ice chiller to maintain the ice hockey rink during repairs. 6. Rabobank and Convention Center Improvements: x Replaced the countertops and repainted the walls in the Tap Room. x Remodeled the coach’s offices and equipment manager’s office. x Installed new counters and benches and painted the walls in the Condor’s locker/training room. x Replaced the existing floor covering for the Condor’s hallway with a sealed, dyed concrete finish. 168 4051 – General Services continued 7. Remodeling Projects: x Remodeled the kitchens in Fire Station No. 6 and No. 7 with new cabinets, countertops, flooring, appliances, paint, and modified walls, ceiling tiles, electrical system, lighting and modified HVAC systems. x Remodeled work areas on the third floor of City Hall North and moved TRIP and Parson’s into that area. x Installed a new counter for Convention Visitor’s Bureau lobby. x Remodeled BPD Crime Lab with modified cabinetry, stainless steel counters, paint, blinds and a new doorway. x Remodeled The Park at Riverwalk restrooms. Expanded the square footage for both men and women’s restrooms, modified the plumbing, added additional toilets and urinals, relocated entryways and added privacy walls, installed new partitions and repaired the roof. x Remodeled the restrooms at Siemon Park with modified plumbing, fixtures, paint and a new interior wall. x Oversaw the Fire Station 1 restroom remodel which included plumbing, electrical, fixtures, paint, cabinets, partitions, tile and shower. 8. Miscellaneous Improvements: x Completed improvements at the City of Bakersfield Animal Care Center. x Recoated the East parking deck and the top parking decks of the parking structure for Community Development with a new vehicular traffic coating system. x Replaced all carpet, vinyl composite tiles, vinyl flooring and ceiling tiles for the Dr. Martin Luther King Jr. Recreation Center and painted hallways, rooms and ceiling tile grids, replaced restroom fixtures and partitions and sealed and waxed all new floor tiles. x Constructed new spray park for Siemon Park and restriped the existing parking lot. x Replaced back rests for all Bright House Amphitheater seating at The Park at Riverwalk. x Assisted in the completion of Sister Cities Garden, Phase B. Staff installed the light poles and bollards, installed flag poles, assembled the Indian gazebo and seating trellis, stained the Mexican trellis and installed the metal panels, painted the block walls, and installed benches and receptacles. x Replaced 19 park security light poles at University Park and installed Light Emitting Diodes (LED) fixtures on the poles. x Installed a transformer, electrical switch gear and necessary conduit to supply power to the restroom trailers for special events at the Bright House Amphitheater at the Park at River Walk. 169 4051 – General Services continued 9. Bakersfield Municipal Airport: x Reviewed business development ideas and economic opportunities at the airport and surrounding area which coincides with City Council. x Started construction of the runway and main taxiway “A” rehabilitation project which is 90% federally funded. x Initiated a Request for Interest (RFI) process for potential hangar developers and builders for constructing hangars in the Southwest hangar area. x Installed a closed circuit TV camera security system at both entrances to the airport to improve airport safety and security (City Council Goal #1, Provide Quality Public Safety Services). x Submitted a grant to the Federal Aviation Agency (FAA) for the design of the Northeast, Northwest, and Main apron and taxiway areas. FY 2014-15 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 two intersections and replace five traffic control cabinets. 3. Replace 500 High Pressure Sodium (HPS) street light fixtures with energy efficient LED street lights. 4. Replace 12 lighted street name mast arm signs with California Manual of Uniform Traffic Control Devices (CAMUTCD) compliant street name signs. 5. Systematically replace all raised pavement markers in the quadrants sealed by street crews during yearly maintenance program. 6. Bakersfield Municipal Airport: x Complete construction of the runway and main taxiway “A” rehabilitation project. x Complete the RFI process to select a hangar developer/builder for the Southwest hangar area if advantageous to the City. x Design the rehabilitation project for the Northeast, Northwest, and Main apron and taxiway areas. 170 4051 – General Services continued SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Graffiti Removal Sites 20,150 15,550 20,000 Replacement of Metro Street Markers 66 200 250 Installation of Bike Lanes Signs and Markings N/A* 16 20 Striping of City Streets (miles) 810 770 1000 Replacement of Raised Pavement Markers 748 2000 2100 Street Light Repair Requests 2,500 2,700 3,000 *New project enacted in the current fiscal year. 171 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 5,961,737 $ 6,272,765 $ 6,368,035 $ 6,581,576 Operating 5,342,011 5,516,303 5,516,303 5,674,847 Capital 56,109 58,700 58,700 58,700 Total $ 11,359,857 $ 11,847,768 $ 11,943,038 $ 12,315,123 SOURCE OF FUNDS: General Fund $ 10,171,945 $ 11,296,686 $ 11,390,975 $ 11,740,326 State Transportation 184,366 320,172 320,172 325,250 State Gas Tax 610,799 - - - Aviation Fund 392,747 230,910 231,891 249,547 Total $ 11,359,857 $ 11,847,768 $ 11,943,038 $ 12,315,123 GENERAL SERVICES 172 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 2013-14 ACCOMPLISHMENTS 1. Resurfaced/reconstructed approximately 95 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. CDBG-Funded area: Completed the installation of curb, gutter, sidewalk repairs, and street reconstruction in the following areas: x Alta Vista to Beale Avenue, from Flower Street to Bernard Street. x Between Martin Luther King Blvd and Owens Street, from California Avenue to Virginia Avenue. 5. Cleaned approximately 874 miles of City-owned sewer lines. 6. Constructed cul-de-sacs on Myrtle, Spruce, Pine and “A” Streets at 24th Street. 7. Continued to maintain once-a-month street sweeping throughout the City for existing routes. 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. 173 4052 – Streets continued FY 2014-15 ACTION PLAN 1. Update the existing street resurface/reconstruction list and prioritize street repairs. 2. Provide training for employees on traffic control safety procedures. 3. Review and evaluate the once-a-month sweeping program. 4. Continue the retrofit of the City’s existing sewer and storm lift stations to help with growth and maintenance issues. 5. Video inspect approximately 80 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 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Residential Sweeping Cycle (days) - Existing 20 20 20 routes Lane Miles Resurfaced/Reconstructed 94 95 98 Sewer Lines Inspected (miles) 7 50 80 Sewer Maintenance Service - Emergencies 300 200 150 174 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 6,453,707 $ 7,532,344 $ 7,643,269 $ 7,691,600 Operating 8,850,974 8,755,672 8,810,672 9,282,389 Capital 27,182 17,000 42,000 17,000 Total $ 15,331,863 $ 16,305,016 $ 16,495,941 $ 16,990,989 SOURCE OF FUNDS: General Fund $ 5,065,285 $ 7,976,360 $ 8,025,242 $ 8,141,274 State Gas Tax 2,588,510 - - - Sewer Service-Plant 3 4,183,263 4,741,645 4,775,783 4,894,326 Refuse Fund 3,494,805 3,587,011 3,694,916 3,955,389 Total $ 15,331,863 $ 16,305,016 $ 16,495,941 $ 16,990,989 STREETS 175 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 2013-14 ACCOMPLISHMENTS 1. Continued to monitor 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 when those vehicles are replaced. 4. Continued expanding the City’s fleet of clean air refuse trucks and street sweepers when those vehicles are replaced. 5. Continued training for Fleet Services staff to meet federal, state, and local training requirements. 6. Purchased and installed updated microwave radio link from Police tower to Wastewater 3 tower. This will provide additional needed bandwidth for data and voice communications services to the Wastewater plant. 7. Installed all necessary radios, sirens, emergency lighting equipment in new public safety vehicles, including 47 Police vehicles. 8. Installed basic 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. 9. Purchased and installed multi-camera and surveillance system for Mill House. 176 4053 – Equipment continued FY 2014-15 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/liquefied natural gas- powered heavy-duty vehicles to continue the 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. Install all necessary radios, sirens, and emergency lighting equipment in new public safety vehicles, including 64 Police and five Fire vehicles. 6. Complete equipment installation in Urban Area Security Initiative vehicle. 7. Assist Fire with upgrades to communications equipment at Stations 4, 6, and 7. 8. Relocate City communications equipment at the County Emergency Communications Center to new building. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Perform Preventative Maintenance and Routine Repairs of All Fleet Vehicles 15,978 16,400 17,000 Broadcast/Rebroadcast City Council 730 732 730 Meetings (hours) Telephone system reliability 100% 100% 100% Voice Mail Call Volume 62,922 64,000 65,000 Monthly Averages (Calls per Month) 177 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 5,150,823 $ 5,351,554 $ 5,429,593 $ 5,536,887 Operating 14,983,127 11,320,865 11,320,865 11,325,431 Capital 9,613,867 9,988,850 10,057,730 8,352,740 Total $ 29,747,817 $ 26,661,269 $ 26,808,188 $ 25,215,058 SOURCE OF FUNDS: Equipment Fund $ 29,747,817 $ 26,661,269 $ 26,808,188 $ 25,215,058 Total $ 29,747,817 $ 26,661,269 $ 26,808,188 $ 25,215,058 EQUIPMENT 178 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 and cogeneration from gas by-product; 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 2013-14 ACCOMPLISHMENTS 1. Processed 11.3 billion gallons of wastewater at the two treatment plants. 2. Continued to meet the State Certified Lab requirements for Wastewater Treatment Plants 2 and 3. 3. Produced approximately 2.2 million kW of energy at Wastewater Treatment Plant 3 Solar Power Generation System. 4. Completed more than 313 pretreatment inspections of businesses for compliance with the Sewer Maintenance Ordinance and issued 14 written Notices of Violation, along with 29 Field Notices to restaurants regarding their required grease interceptors. 5. Provided update to Bakersfield Municipal Code Sewer User Ordinance, as required by Federal Pretreatment Program Regulations. City Council approved update on November 6, 2013. 6. Initiated a Local Limits Evaluation Study to further strengthen the Sewer Ordinance for compliance with Federal regulations. 7. Applied 6,400 tons of biosolids, in accordance with approved Biosolids Management Plan, onto City owned farmland. 179 4071– Wastewater continued FY 2014-15 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. Continue enforcement of the Revised Sewer User Ordinance that was enacted by City Council on November 6, 2013. 5. Explore other renewable energy sources for wastewater treatment plants including expansion of solar energy. Implement operational changes at the treatment plants to increase efficiency in energy use. 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 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Wastewater Treated (Million Gallons/Day) Plant No. 2 13.6 13.8 14.0 Plant No. 3 17.3 17.7 18.0 Permitted Industrial Dischargers 15.0 16.0 16.0 Parcels Served within Incorporated Area (on special assessment list) 92,182 93,273 93,600 180 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 3,368,636 $ 3,678,021 $ 3,734,184 $ 3,937,828 Operating 23,807,886 5,165,857 5,915,857 5,793,498 Capital 16,385 75,000 75,000 50,000 Total $ 27,192,907 $ 8,918,878 $ 9,725,041 $ 9,781,326 SOURCE OF FUNDS: Sewer Service-Plant 2 $ 5,937,007 $ 2,576,165 $ 2,742,355 $ 2,725,373 Sewer Service-Plant 3 21,255,900 6,342,713 6,982,686 7,055,953 Total $ 27,192,907 $ 8,918,878 $ 9,725,041 $ 9,781,326 WASTEWATER 181 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 the closed Bakersfield Landfill. FY 2013-14 ACCOMPLISHMENTS 1. Continued the Refuse Enterprise operation with no rate increase for the fifth straight year, absorbing inflation paid to private hauling contractors. 2. Completed implementation of universal curbside recycling. 3. Supported 376 cleanup and beautification events, and enlisted 4,900 volunteers in Keep Bakersfield Beautiful (KBB) activities. 4. Continued implementation of citywide curbside recycling, with delivery of approximately 70,000 new blue recycling carts. 5. Expanded elementary and junior high food waste recycling program to all high schools in the Kern High School District. 6. Received award for Food Waste Recycling Program from Kern Green Foundation for innovative school and restaurant food waste recycling program. 7. Implemented a freeway litter control program through contracts with Caltrans and the Homeless Center. 8. Initiated after-school litter education program at Bakersfield School District reaching 30 schools and approximately 3,000 students. 9. Received a national award from Keep America Beautiful and a local award from the Greater Bakersfield Chamber of Commerce for the freeway litter program. 182 4081– Solid Waste continued FY 2014-15 ACTION PLAN 1. Expand efforts to fight litter. 2. Expand the Food Waste Recycling Program to more restaurants and businesses. 3. Continue to provide assistance to the business community in response to the new State mandatory commercial recycling law. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Curbside Recycling Participants 40,000 98,440 99,000 Anti-Litter and Beautification Events 400 600 800 Volunteers 8,070 11,000 14,000 Total Homes Served 98,000 98,440 99,000 Greenwaste Processed (tons) 199,000 202,000 215,000 183 AdoptedAmendedAdopted Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 8,546,847 $ 8,947,390 $ 9,074,906 $ 9,496,857 Operating 27,087,833 28,352,337 28,352,337 29,193,199 Capital 2,667,380 3,417,000 3,428,051 - Total $ 38,302,060 $ 40,716,727 $ 40,855,294 $ 38,690,056 SOURCE OF FUNDS: Refuse Fund $ 38,302,060 $ 40,716,727 $ 40,855,294 $ 38,690,056 Total $ 38,302,060 $ 40,716,727 $ 40,855,294 $ 38,690,056 SOLID WASTE 184 Su p p o r t S t a f f Wa t e r R e s o u r c e s FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t Do m e s t i c W a t e r Op e r a t i o n s Hy d r o g r a p h i c s Ag r i c u l t u r a l Wa t e r Wa t e r R e s o u r c e s Su p e r i n t e n d e n t Wa t e r R e s o u r c e s D i r e c t o r Wa t e r R e s o u r c e s M a n a g e r O & M C o n t r a c t o r St o r m w a t e r Bu s i n e s s M a n a g e r Fire Hydrant Maintenance Sp e c i a l P r o j e c t s 18 5 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 2013-14 ACCOMPLISHMENTS 1. Completed and certified an updated Urban Water Management Plan for both wholesale and retail uses as required by the California Department of Water Resources (DWR). 2. Worked jointly with the City’s Recreation and Parks Department and Kern County Water Agency Improvement District No. 4 to receive a grant from the DWR for the Urban Bakersfield Water Use Efficiency Project. The project has an estimate total cost of $837,000 and will receive $624,000 in grant funding. The project elements include water conservation devices for residential, commercial, and municipal customers and educational opportunities for students. 3. Completed the Mill Creek Linear Park Sediment Removal and Maintenance Project. Sediment was removed from the Kern Island Canal in this area to restore capacity, operability and the attractiveness of Mill Creek Linear Park. Maintenance was also performed on the aerators, weirs and landscape areas. Approximately 2600 cubic yards of material was removed from Kern Island canal within Mill Creek Linear Park. 186 4. As part of the Department’s enhanced storm water maintenance program, over 140 drainage basins were thoroughly cleaned and bottom soil was removed to allow for percolation of storm water. 5. Successfully removed over 100 tons of sediment from the City’s Northeast Water Storage Reservoirs. Sediment was removed by hand to restore reservoirs capacity and increase efficiency to the pump station for the Northeast Treatment Plant. FY 2014-15 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 rates. 2. The last increase in water rates on the system occurred four years ago on October 1, 2010. 187 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Agricultural Water $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 Domestic Water 19,594,989 18,822,313 18,839,343 19,559,352 Total $ 24,668,372 $ 23,231,959 $ 23,274,455 $ 24,103,186 SOURCE OF FUNDS: Agricultural Water $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 Domestic Water 19,594,989 18,822,313 18,839,343 19,559,352 Total $ 24,668,372 $ 23,231,959 $ 23,274,455 $ 24,103,186 FULL TIME EMPLOYEES: Agricultural Water23.0022.0022.0024.00 Domestic Water5.006.006.004.00 Total28.00 28.00 28.00 28.00 WATER RESOURCES 188 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 2013-14 ACCOMPLISHMENTS 1. Completed rehabilitation and repairs on over 140 storm water drainage recharge basins throughout the City of Bakersfield. This work included the removal of over approximately 20,000 yards of material and debris from these basins. 2. City Water Resources Department took the lead on the Mill Creek Linear Park Sediment Removal and maintenance Project. Sediment was removed from the Kern Island Canal in this area to restore capacity, operability and the attractiveness of Mill Creek linear Park. Maintenance was also performed on the aerators, weirs and landscape areas. Approximately 2600 cubic yards of material was removed from Kern Island canal within Mill Creek Linear Park. 3. Approximately 50 concrete panels were replaced on the Kern River Canal to improve the flow of water and reduce water seepage throughout the system. 4. Purchased a Pressurized Exhaust Rodent Control (PERC) equipment for the Kern River Levee District. Rodent control was one of the unacceptable issues concerning the most recent levee inspection by the U.S. Army Corps of Engineers on August 9, 2011. The Water Resources Department has implemented a rodent control plan for the Kern River Left and Right levees. These rodents can cause the most damage. 5. Designed and installed mile post markers along the Kern River Levee. These markers designate station locations every 1,000 feet along the Kern River levees. They assist staff in locating channel features, maintenance, damages, and/or appurtenant structures during levee inspections and maintenance. 189 4511 – Agricultural Water continued FY 2014-15 ACTION PLAN 1. When 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 participate in 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. 5. Continue to improve our inspection, maintenance and training procedures for the Kern River Levee system and maintain open communication with the Army Corps of Engineers. FY 12-13 FY 13-14 FY 14-15 SERVICE LEVEL INDICATORS Actual Projected Adopted Rehabilitate Drainage Basins 140 120 110 Replace & Repair Canal & Basin Fencing (in ft.) 3025 1700 1,640 190 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,880,694 $ 1,806,171 $ 1,831,637 $ 1,723,731 Operating 3,183,917 2,595,975 2,595,975 2,802,603 Capital 8,772 7,500 7,500 17,500 Total $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 SOURCE OF FUNDS: Agricultural Water $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 Total $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 AGRICULTURAL WATER 191 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 2013-14 ACCOMPLISHMENTS 1. Completed replacements of over 240 leaking service connections on the system within the street right of way. 2. Completed and certified an updated Urban Water Management Plan for both wholesale and retail uses as required by the California Department of Water Resources. 3. Worked jointly with the City’s Recreation and Parks Department and Kern County Water Agency Improvement District No. 4 to receive a grant from the DWR for The Urban Bakersfield Water Use Efficiency Project. The project has an estimate total cost of $837,000 and will receive $624,000 in grant funding. The project elements include water conservation devices for residential, commercial, and municipal customers and educational opportunities for students. 4. Constructed new 16” diameter mainline extension along the new Mohawk Street extension from Rosedale Highway to Siena Lane. FY 2014-15 ACTION PLAN 1. Use IRWMP grant funds to initiate a residential and commercial water conservation incentive program that provides incentives for a suite of devices that promote high-efficiency technologies and best water conservation practices to improve indoor and outdoor water use efficiency in the City’s Domestic Water Service Area. 2. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act. 192 4521 – Domestic Water continued 3. 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. 4. Construct and equip two (2) water wells to increase production capacity to serve existing customers throughout the City’s domestic water system. 5. Construct 16” diameter mainline extension along Rosedale Highway from Wedding Lane to Mohawk Street. 6. Equip City Well CBK 41 with water treatment system at wellhead and get well on-line to serve existing customers. 7. Operate the City domestic water wells as efficiently as possible to minimize electrical costs and continue to receive rebates when new efficient pump motors are installed. Electrical use accounts for over 22% of Domestic Water’s annual budget. FY 12-13 FY 13-14 FY 14-15 SERVICE LEVEL INDICATORS Actual Projected Adopted New Service Connections 701 960 1020 Water Wells Constructed 2 0 2 193 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 846,491 $ 1,054,861 $ 1,071,891 $ 1,275,479 Operating 18,741,268 17,747,452 17,747,452 18,253,873 Capital 7,230 20,000 20,000 30,000 Total $ 19,594,989 $ 18,822,313 $ 18,839,343 $ 19,559,352 SOURCE OF FUNDS: Domestic Water $ 19,594,989 $ 18,822,313 $ 18,839,343 $ 19,559,352 Total $ 19,594,989 $ 18,822,313 $ 18,839,343 $ 19,559,352 DOMESTIC WATER 194 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 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t 19 5 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 2013-2014 ACCOMPLISHMENTS 1. Increased security patrols at key times, leading to arrests, an increased presence, and security for special events. 2. Became the first city in California to renew NRPA accreditation, which establishes accreditation for another five years. 3. Installed scoreboards for the softball fields at Mesa Marin Sports Complex. 4. Developed partnerships with CSUB PEAK program and local high schools for tree planting, 5k runs, and after school programming. 5. In conjunction with group homes, created adaptive programming at non- peak use times. 6. Maximized use of the Mesa Marin Sports Complex: held a national softball tournament during the 2013 summer; fully programmed Mesa Marin for softball tournaments where full capacity was met; and held other girls softball tournaments. 196 FY 2014-2015 ACTION PLAN 1. Identify funding source(s) to review and update Recreation and Parks Master Plan to include future community needs. 2. Continue working with Bakersfield Police Department to increase security at recreation centers and parks. 3. Collaborate with other City Departments to complete or begin Capital Improvement Projects including Planz Skate Park, Sports Village Phase III, and Mesa Marin Phase II. 4. Begin the integration of the Maxi-Com system to expand irrigation conservation equipment in identified parks as identified in the Water Resources grant. 5. Conduct a thorough evaluation of the McMurtrey Aquatic Center’s slide using an outside consultant to identify and complete necessary levels of rehabilitation. 6. Artificial Turf: begin design and implement phase 2 of evaluation/test program in various medians throughout the City. FY 2014-2015 SIGNIFICANT BUDGET CHANGES 1. The FY 2014-15 budget reflects Council’s continuing commitment to improve the visual appearance and livability of the City. In doing so, the Department proposes to increase the water budget by $500,000 to meet the demands of increased park and streetscape acres and increased utility costs. 2. In compliance with Prop 218 for refuse and wastewater services at City facilities, the Department proposes a $122,373 budget for internal fees related to these services. 197 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 Parks 13,776,323 13,860,083 13,979,453 15,099,850 Recreation 2,596,638 2,828,435 2,906,275 3,003,132 Total $ 17,579,748 $ 17,845,393 $ 18,062,221 $ 19,294,447 SOURCE OF FUNDS: General Fund $ 17,552,968 $ 17,815,093 $ 18,031,921 $ 19,264,147 Amtrak Operating Fund 26,780 30,300 30,300 30,300 Total $ 17,579,748 $ 17,845,393 $ 18,062,221 $ 19,294,447 FULL TIME EMPLOYEES: Administration10.009.009.009.00 Parks128.00128.00128.00128.00 Recreation11.0012.0012.0013.00 Total149.00 149.00 149.00 150.00 RECREATION AND PARKS 198 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 2013-2014 ACCOMPLISHMENTS 1. Secured agreements with American Youth Soccer Organization and Golden Empire Youth Football to collaborate events and operations of the State Farm Sports Village. 2. In collaboration with Public Works, completed construction of phase 2 of the Sister City Gardens. 3. Began operations of the Mill House at Mill Creek Linear Park. 4. Began working on expansion of State Farm Sports Village, including the main entrance off Taft Highway. 5. Secured new and refurbished existing fitness equipment at the Dr. Martin Luther King, Jr. Community Center. 6. Secured funding from “Invest from the Ground Up” for the planting of 215 trees along trails and open spaces. 7. Continued successful collaboration with Golden Empire Youth Football, American Soccer Organization, and Bakersfield South West Baseball for successful operations of State Farm Sports Village and Aera Park. 8. Completed the purchase and installation of a picnic shade at Patriots Park. 9. On target to install shade over existing concrete slab at Stiern Park, which will facilitate additional programming. 199 5041 – Administrative Services continued FY 2014-2015 ACTION PLAN 1. Pursue naming rights for Mesa Marin Sports Complex. 2. Apply for a Gold Medal from the National Recreation and Park Association and become a top four finalist. 3. Increase marketing of services through free social media opportunities. 4. Monitor the use of the new skate feature at Planz Park and the new shade shelter at Stiern Park. 6. Continue rehabilitation efforts on existing playgrounds to include inclusive playground design. 7. Work with non-profits with providing special events. 200 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,012,864 $ 956,600 $ 972,675 $ 1,010,390 Operating 193,923 200,275 203,818 181,075 Capital - - - - Total $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 SOURCE OF FUNDS: General Fund $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 Total $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 ADMINISTRATION 201 5031 – RECREATION DIVISION GOALS Provide quality recreational services for the Bakersfield community. FY 2013-2014 ACCOMPLISHMENTS 1. The Department obtained four new sponsorships this past year: $1,800 was provided by Kaiser Permanente to sponsor a Family Fun Night “Luau”; Wienerschnitzel donated $1,000 to sponsor two Silver Creek Music Fest Concerts and $250 to sponsor a Movie in the Park; Bright House Networks donated $7,500 for Movies in the Park; and $250 was donated by Tracy Peoples of Javita for Silver Creek Music Fest Concerts. 2. With the increase in pay for temporary staff, we were able to hire 87 Lifeguards which allowed us to increase the amount of swim lessons offered and provide enough coverage for all the aquatic programs. 3. Mesa Marin Sports Complex hosted the Amateur Softball Association’s (ASA) Western Nationals Girls U-18 Fast Pitch Softball Tournament July 31st through August 2nd. ASA awarded the City with the James Farrell Award of Excellence for the tournament. To attain this award, cities must do an outstanding job of hosting ASA/USA National Championship Tournaments and receive an overall rating of 95% from an ASA Representative, an Umpire-In Chief, and National Office. 4. The Dr. Martin Luther King Jr. Community Center was renovated with new ceiling and floor tiles, fresh paint throughout and replacement of carpets. The surveillance system was also upgraded with several new cameras placed on the outside of the Center. FY 2014-2015 ACTION PLAN 1. Coordinate the necessary repairs and improvements to the slides and drainage system project at the McMurtrey Aquatic Center with minimum program disruptions. 2. Expand the Learn to Swim program targeting children from low-income and underserved areas with a grant from Kaiser Permanente. 3. Coordinate ceiling tile removal from the basketball gym at the Dr. Martin Luther King Jr. Center. Install acoustic tile in order to minimize noise levels so 202 5031 – Recreation continued special events such as the Camp King Talent Show and the MLK Breakfast can still be held in the gym. 4. Expand the Silver Creek afterschool/day camp programs. 5. Heighten security at recreation programs and facilities for staff and participants. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 (Total Attendance) Actual Projected Adopted Sports Silver Creek Community Center/ Saunders Recreation Facility Martin Luther King Jr. Center Aquatics 259,369 200,000 240,000 22,174 22,000 22,000 42,240 45,000 45,000 154,069 136,000 140,000 203 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,691,813 $ 1,928,252 $ 1,985,168 $ 2,043,613 Operating 901,554 889,583 910,507 943,919 Capital 3,271 10,600 10,600 15,600 Total $ 2,596,638 $ 2,828,435 $ 2,906,275 $ 3,003,132 SOURCE OF FUNDS: General Fund $ 2,596,638 $ 2,828,435 $ 2,906,275 $ 3,003,132 Total $ 2,596,638 $ 2,828,435 $ 2,906,275 $ 3,003,132 RECREATION 204 5021 – PARKS DIVISION GOALS Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services. FY 2013-2014 ACCOMPLISHMENTS 1. Met with representatives of Tree Foundation of Kern and the Downtown Business Association and assisted them in development of a comprehensive plan intended to increase the tree inventory in Downtown Bakersfield. 2. Assisted Water Resources in preparation of a grant application, which was awarded, to fund the purchase and installation of Maxi-Com Central Control Unit equipment in 18 City parks. 3. Completed construction of phase 2 of the State Farm Sports Village. The project includes all Maxi-Com compatible irrigation components. 4. All new subdivisions provided with landscape median improvements were installed with Maxi-Com compatible equipment. 5. Completed the construction of Sister Cities Phase B and Mill House improvements that include all Maxi-Com compatible irrigation components. 6. Replaced sod at City Hall North with artificial turf to reduce water use and eliminate irrigation runoff into basement. 7. Permanent seating at the Bright House Networks Amphitheatre were reconditioned to allow more legroom and better seating positions. 8. Completed construction of the Siemon Park splash pad along with the rehabilitation of the adjacent restroom. 9. Saunders, Beale, Wilderness, and Challenger Park playgrounds were replaced with modern Americans with Disabilities Act compliant equipment. 10. Assisted Code Enforcement with the homeless encampment clean up on a bi-monthly basis. 205 5021 – Parks continued 11. Park staff members attended a week-long training session on the installation and hardware operation of the Maxi-Com system, two of which achieved certification. 12. Park staff installed several Barn Owl houses near and trees and along the Kern River Corridor in an effort to reestablish the population and help control ground squirrel populations. The houses were designed, built, and supplied by the Kern River Parkway Foundation. 13. Celebrated Arbor Day with the planting of 50 trees by volunteers at the State Farm Sports Village. FY 2014-2015 ACTION PLAN 1. Maintain, improve and enhance parks, streetscapes and facilities with the resources available. 2. Continue partnering with other City Departments, agencies, and private and nonprofit sectors to offer additional park enhancements. 3. Preserve and maintain our urban forest for future generations. 4. Retain Tree City USA status for the 17th consecutive year. 5. Build community support and a sustainable foundation for parks, streetscapes and facilities. 6. Continue to achieve Commission for Accreditation of Park and Recreation Agencies standards so that the department may stay in compliance with accreditation mandates. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Adopted Maintenance District Acreage Non-Maintenance District Acreage Facility/Park Reservations 722 756 767 443 446 450 4,762 4,673 4,800 206 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 7,683,409 $ 8,117,514 $ 8,236,884 $ 8,400,886 Operating 6,086,914 5,742,569 5,742,569 6,698,964 Capital 6,000 - - - Total $ 13,776,323 $ 13,860,083 $ 13,979,453 $ 15,099,850 SOURCE OF FUNDS: General Fund $ 13,749,543 $ 13,829,783 $ 13,949,153 $ 15,069,550 State Transportation 26,780 30,300 30,300 30,300 Total $ 13,776,323 $ 13,860,083 $ 13,979,453 $ 15,099,850 PARKS 207 Co m m u n i t y D e v e l o p m e n t FY 2 0 1 4 - 2 0 1 5 O r g a n i z a t i o n a l C h a r t Code Enforcement Pe r m i t t i n g & Pl a n C h e c k i n g Co n s t r u c t i o n In s p e c t i o n s Bu i l d i n g Di v i s i o n Pe r m i t t i n g & Z o n i n g Ad v a n c e d Pl a n n i n g Cu r r e n t Pl a n n i n g Pl a n n i n g Di v i s i o n Bu s i n e s s M a n a g e r Co m m u n i t y D e v e l o p m e n t Di r e c t o r Ec o n o m i c De v e l o p m e n t 20 8 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 2014-15 SIGNIFICANT BUDGET CHANGES 1. Restore a Building Inspector and a Community Development Technician as a result of the increased building activity. 2. Budgeted an additional $20,000 within the Building Division for a contract labor to assist with ongoing abatement of illegal encampments in the Kern River bed. 209 AdoptedAmendedAdopted ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Planning $ 7,127,921 $ 5,063,021 $ 5,160,990 $ 7,166,716 Building 4,591,384 5,223,849 5,340,322 5,492,616 Total $ 11,719,305 $ 10,286,870 $ 10,501,312 $ 12,659,332 SOURCE OF FUNDS: General Fund $ 2,948,730 $ 3,273,310 $ 3,362,104 $ 3,376,149 Development Srvcs. Fund 3,513,266 3,878,329 4,122,856 4,117,478 Community Dev. Block Grant 1,055,655 2,177,945 1,974,271 1,042,180 HOME Program 137,400 957,286 1,042,081 1,109,525 Nat'l Stabilization Program 2,223,944 - - - ARRA HUD Stimulus Fund 46,609 - - - SA-SEPA - Operating 97,448 - - - SA-SEPA - Housing 882,399 - - - SA-OTKP - Operating - - - - SA-OTKP - Housing 197,315 - - 3,000,000 SA-DTPA - Operating - - - - SA-DTPA - Housing 616,539 - - - SA-OTKP - Cal Home Prog. - - - 14,000 Total $ 11,719,305 $ 10,286,870 $ 10,501,312 $ 12,659,332 FULL TIME EMPLOYEES: Planning*26.0024.0024.0024.00 Building35.0037.0037.0039.00 Total61.00 61.00 61.00 63.00 *Includes former EDCD staff COMMUNITY DEVELOPMENT 210 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 2013-14 ACCOMPLISHMENTS Planning: 1. Secured additional grant funding from the Federal wildlife agency to continue work on the preparation of the new Bakersfield 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. Completed Phase 1 of the new Bakersfield Habitat Conservation Plan (i.e. data collection and mapping). 3. Completed and adopted a Bike Transportation Plan, which identifies specific bicycle projects that could qualify for Caltrans' funding and other grant funding programs. 4. Assisted TRIP with the review and public hearings by the Planning Commission concerning the Environmental Impact Report for the 24th Street Widening Project. 5. 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). 6. Completed one annexation encompassing 90 acres (approximately 0.14 square miles). 7. Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP). 8. Commenced the preparation of an Environmental Impact Report for the Olive Drive/SR 99 Walmart project. Economic Development: 1. Completed construction of park improvements for Phase B of Mill Creek Park-Sister Cities project in November 2013 ($432,450 grant from the State of California Housing and Community Development Department). 2. Completed construction of Mill Creek Plaza replica Mill House at 17th Street and the Kern Island Canal in August 2013. 211 6011– Planning continued 3. Completed facility improvements at the Boys and Girls Club of Bakersfield. 4. Completed the development of a small park and parking area at South Mill Creek (700 California Avenue). 5. Began marketing the Creekview Villas Townhomes (14 units), an affordable for-sale housing community. 6. Received a tax credit award and initiated construction on the Residences at Old Town Kern (50-unit affordable housing project) in conjunction with the Kern County Housing Authority, including the adaptive re-use of the historically-significant Cornet Building. 7. The 57-unit Mill Creek Courtyard Senior Residences project was awarded tax credits with commencement of construction anticipated in Spring 2014 and an estimated completion by March 2015. 8. The 56-unit Park 20th Apartments project (400 20th Street) was awarded tax credits and will be under construction Spring 2014. At least 20 units in this development will be set aside to house homeless veterans. 9. Funded and administered Emergency Solutions Grant funds for the following non-profit service providers to combat homelessness: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, Flood Bakersfield Ministries, and Alliance Against Family Violence and Sexual Assault. Funding was directed to re-housing of persons entering homelessness, street outreach to connect homeless individuals with benefits and services to exit homelessness, and emergency shelter activities. 10. Provided services to over 400 consumers and providers concerning information, training, and counseling on Fair Housing and compliance issues. 11. Funded and co-administered seven capital improvement program activities totaling over $2.5 million of CBDG funds. 12. Provided funding to the Bakersfield Police Department to staff police positions for the Mill Creek, Southeast, and Baker Street areas. FY 2014-15 ACTION PLAN Planning: 1. Continue efforts to secure funding for the next phases the new Bakersfield Regional Habitat Conservation Plan with federal wildlife grants. 2. Apply for grants to fund identified projects within the adopted Bicycle Transportation Plan to enhance and/or construct new bicycle facilities within the City. 3. Continue coordination with Kern County to update the Metropolitan Bakersfield General Plan policies. 4. Continue to provide administrative support staff for the existing MBHCP Trust Group. 212 6011– Planning continued 5. Coordinate with the Local Agency Formation Commission (LAFCo) and City Manager’s office regarding annexations as needed. 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. 8. Secure permit extensions from the Federal and State wildlife agencies to the existing MBHCP to cover the gap period between the expiration of the existing permits and approval of new permits (three-five year extension). Current permits expire August 2014. 9. Complete processing of general plan and zoning amendments, subdivision maps, conditional use permits, site plan reviews and other applications in a timely and efficient manner. Continue to provide excellent customer service by being attentive, respectful, and understanding of customer requests, and being proactive in identifying and resolving concerns or problems. 10. Continue to act in an advisory capacity to the Downtown Bakersfield Development Corporation. SERVICE LEVEL INDICATORS (by application type) FY 12-13 Actual FY 13-14 Projected FY 14-15 Adopted Concurrent (Gen Plan Amend/Zone Change) 14 8 8 Conditional Use Permits 30 30 30 General Plan Amendments 4 2 2 Home Occupations 278 300 300 Land Divisions 47 45 45 Site Plan Reviews 67 70 70 Zone Changes 3 3 3 Zoning Modifications 12 15 15 Economic Development: 1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield. 2. Complete construction of the Residences at Old Town Kern affordable housing project using various housing resources, including the rehabilitation of the Coronet building to be used as a community center. 213 6011– Planning continued 3. Continue to provide down payment assistance to low and moderate income homebuyers for Parkview Cottages and Creekview Villas Townhomes. 4. Continue working diligently with the Successor Agency to complete the remaining Proposition 1C enforceable projects and contracts from the former Bakersfield Redevelopment Agency. These include construction of 19th Street Senior Housing and parking structure, Mill Creek Courtyard Senior Residences, Creekview Villas townhomes, and the Park 20th Housing project. 5. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs. 6. Provide assistance to public services and facilities for five non-profit organizations providing emergency shelter, transitional support and senior activities. 7. Provide assistance as needed to the Bakersfield Board of Realtors for its Fair Housing Arts Contest. 8. 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. 9. Implement programs and activities identified in the FY 2014-2015 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities. SERVICE LEVEL INDICATORS FY 12-13 Actual FY 13-14 Projected FY 14-15 Adopted Home Access Grant Program 14 9 10 Fair Housing Calls 655 682 682 Fair Housing Education and Outreach 400 400 400 Downpayment Assistance Loans 5 10 8 Economic development information requests 92 100 125 Project assistance/business retention requests 3 5 7 214 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 2,359,660 $ 2,318,753 $ 2,357,738 $ 2,416,322 Operating 4,768,261 2,744,268 2,803,252 4,750,394 Capital - - - - Total $ 7,127,921 $ 5,063,021 $ 5,160,990 $ 7,166,716 SOURCE OF FUNDS: General Fund $ 1,002,963 $ 1,088,218 $ 1,103,431 $ 1,128,707 Development Srvcs. Fund 867,649 839,572 1,041,207 872,304 Comm. Dev. Block Grant 1,055,655 2,177,945 1,974,271 1,042,180 HOME Program 137,400 957,286 1,042,081 1,109,525 Nat'l Stabilization Program 2,223,944 - - - ARRA HUD Stimulus Fund 46,609 - - - SA-SEPA - Operating 97,448 - - - SA-SEPA - Housing 882,399 - - - SA-OTKP - Housing 197,315 - - 3,000,000 SA-DTPA - Housing 616,539 - - - SA-OTKP - Cal Home Prog. - - - 14,000 Total $ 7,127,921 $ 5,063,021 $ 5,160,990 $ 7,166,716 PLANNING 215 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 2013-14 ACCOMPLISHMENTS 1. Adopted the 2013 California Building Codes with local amendments in a timely manner. Provided in house training to local engineers, architects and contractors on the new codes. 2. Continued to provide step-by-step approach handouts for homeowners and contractors to become familiar with state building code regulations. 3. Developed and implemented a river bed encampment abatement policy in conjunction with the Kern County Homeless Collaborative and the Greater Bakersfield Legal Assistance group. 4. Continue updating and implementing user friendly comprehensive website illustrating and explaining major functions provided by the Building Division, including forms and informational handouts. FY 2014-15 ACTION PLAN 1. Continue to provide in house training for local architects, engineers and contractors on the new code. 2. Remodel first floor of Community Development Services building to provide more professional atmosphere along with more efficient use of personnel and space. 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. 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 FY 09FY 10FY 11FY 12FY 13 Permit History $0 $50 $100 $150 $200 $250 $300 $350 $400 $450 $500 FY 09FY 10FY 11FY 12FY 13 Permit Valuations (Valuations are in Millions $) 216 AdoptedAmendedAdopted ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 3,981,411 $ 4,488,564 $ 4,599,337 $ 4,736,246 Operating 609,973 735,285 738,985 756,370 Capital - - 2,000 - Total $ 4,591,384 $ 5,223,849 $ 5,340,322 $ 5,492,616 SOURCE OF FUNDS: General Fund $ 1,945,767 $ 2,185,092 $ 2,258,673 $ 2,247,442 Development Srvcs Fund 2,645,617 3,038,757 3,081,649 3,245,174 Total $ 4,591,384 $ 5,223,849 $ 5,340,322 $ 5,492,616 BUILDING 217 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. x 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. x Elections - This item includes funds for the planning for and execution of all City elections. x 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 and in subsequent fiscal years has experienced a reduction in the admin fee charged. x 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. x Contingency - The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year. 218 NON-DEPARTMENTAL AdoptedAmendedAdopted ActualBudgetBudgetBudget 2012-132013-142013-142014-15 Non-Departmental $ 10,322,901 $ 15,367,783 $ 12,043,390 $ 13,747,575 Total (a) (b) $ 10,322,901 $ 15,367,783 $ 12,043,390 $ 13,747,575 SOURCE OF FUNDS: General Fund $ 9,560,210 $ 14,426,308 $ 11,101,915 $ 12,604,635 Development Servcs. Fund 231,900 231,900 231,900 431,900 T.O.T. Fund 123,748 109,575 109,575 111,040 Park Development (NOR) 377,121 - - - COF Utility/Road Funds 29,922 600,000 600,000 600,000 Total (a) (b) $ 10,322,901 $ 15,367,783 $ 12,043,390 $ 13,747,575 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 2014-15 non-departmental budget include: (1) Council Contingency of $209,700 (2) City's Share of Cost for LAFCo, KEDC and KernCOG (3) Estimated Share of Elections Costs for November 2014 Election (4) Contributions to the Bakersfield Symphony and Bakersfield Music Theatre 219 Special Revenue Funds These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. x 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. x 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. x 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. x 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). x 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. x 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. x 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. x 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. 220 Special Revenue Funds continued x 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. x 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. x Transient Occupancy Tax Fund - Established in July 1998 to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and the operation and debt obligations related to Rabobank Arena complex, ice rink and the Bakersfield Convention and Visitors Bureau. 221 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1$240,467$267,427$267,427$243,890 Revenues Intergovernmental Revenue2,559,6453,436,3007,525,1623,461,778 Charges for Services99,519 Miscellaneous Revenue194,0217,000175,868175,868 Total Revenues2,853,1853,443,3007,701,0303,637,646 Expenditures Personnel 491,668495,469495,469534,663 Operating 563,9871,478,8024,190,069507,517 Total Operating 1,055,6551,974,2714,685,5381,042,180 Capital Improv. Projects 1,017,8311,070,0012,447,5962,019,415 Total Expenditures 2,073,4863,044,2727,133,1343,061,595 Transfers Transfers out (752,739)(591,433)(591,433)(586,887) Fund Balance - June 30 267,427$75,022$243,890$233,054$ 222 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 17,887$94,257$94,257$141,620$ Revenues Intergovernmental Revenue 130,0371,009,9445,615,5171,079,525 Miscellaneous Revenue 93,733 30,000 79,500 30,000 Total Revenues 223,7701,039,9445,695,0171,109,525 Expenditures Personnel 123,497124,278124,278100,911 Operating 13,903917,8035,523,3761,008,614 Total Expenditures 137,4001,042,0815,647,6541,109,525 Fund Balance - June 30 94,257$92,120$141,620$141,620$ 223 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$-$-$-$ Revenues Intergovernmental Revenue2,223,944 1,096,967 Total Revenues 2,223,944 1,096,967 Expenditures Personnel Operating2,223,9441,096,967 Capital Outlay Total Expenditures2,223,9441,096,967 Fund Balance - June 30-$-$-$-$ 224 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$-$-$-$ Revenues Intergovernmental Revenue3,243,67311,813,17119,382,8984,283,000 Total Revenues3,243,67311,813,17119,382,8984,283,000 Capital Improv. Projects3,243,67311,813,17119,382,8984,283,000 Total Expenditures3,243,67311,813,17119,382,8984,283,000 Fund Balance - June 30-$-$-$-$ 225 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1383,182$384,522$384,522$384,520$ Revenues Intergovernmental Revenue61,600,612214,417,616350,172,887110,046,416 Miscellaneous Revenue1,340 Total Revenues61,601,952214,417,616350,172,887110,046,416 Expenditures Capital Improv. Projects 61,600,612214,417,616350,172,889110,046,416 Total Expenditures 61,600,612214,417,616350,172,889110,046,416 Fund Balance - June 30 384,522$384,522$384,520$384,520$ 226 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$-$-$-$ Revenues Intergovernmental 320,642727,172727,172355,050 Miscellaneous Revenue (426)500 500 500 Total Revenues 320,216727,672727,672355,550 Expenditures Operating 211,146350,472350,472355,550 Capital Improv. Projects 109,070377,200377,200 Total Expenditures 320,216727,672727,672355,550 Fund Balance - June 30 -$-$-$-$ 227 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 19,882,353$1,448,159$5,280,903$1,729,149$ Revenues Intergovernmental Revenue7,445,5697,320,0008,460,0008,410,000 Fines & Forfeits33,90210,000100,00010,000 Miscellaneous Revenue4,01925,00025,00025,000 Total Revenues7,483,4907,355,0008,585,0008,445,000 Expenditures Operating 3,174,482 77,579 Capital Outlay 24,827 11,971 Total Operating 3,199,309 89,550 Capital Improv. Projects 8,680,0318,304,01012,047,2049,300,000 Total Expenditures 11,879,3408,304,01012,136,7549,300,000 Transfers Transfers out (205,600) Fund Balance - June 30 5,280,903$499,149$1,729,149$874,149$ 228 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1760,868$139,613$139,613$-$ Revenues Charges for Services 219,937300,000250,000250,000 Fines and Forfeits 939,6951,100,0001,100,0001,100,000 Miscellaneous Revenue 3,514 3,000 3,000 Total Revenues 1,163,1461,403,0001,353,0001,350,000 Expenditures Operating 484,401500,100492,613500,000 Total Expenditures 484,401500,100492,613500,000 Transfers Transfers out (1,300,000)(1,100,000)(1,000,000)(850,000) Fund Balance - June 30 139,613$(57,487)$-$-$ 229 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1156,329$342,825$365,505$300,098$ Revenues Intergovernmental Revenue 814,432 3,674 Licenses and permits 197,312194,000194,000195,500 Fines and Forfeits Charges for Services 880,406766,000841,500912,000 Miscellaneous Revenue (1,465)1,000 1,000 Total Revenues 1,890,685960,0001,040,1741,108,500 Expenditures Personnel 692,350836,453836,453762,506 Operating 174,657207,528230,208225,511 Capital Outlay 814,502 35,246 38,920353,000 Total Expenditures 1,681,5091,079,2271,105,5811,341,017 Fund Balance - June 30 365,505$223,598$300,098$67,581$ 230 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1480,855$500,408$519,765$-$ Revenues Intergovernmental 660,389570,016589,980573,136 Fines and Forfeits Miscellaneous Revenue (1,370)1,500 1,500 Total Revenues 659,019571,516591,480573,136 Expenditures Personnel 185,177 86,580 86,580 46,000 Operating 176,013348,936361,911381,566 Capital Outlay 258,919175,080662,754145,570 Total Expenditures 620,109610,5961,111,245573,136 Fund Balance - June 30 519,765$461,328$-$-$ 231 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 15,099,188$2,054,949$2,142,336$2,726,263$ Revenues Taxes 8,274,2408,000,0008,300,0008,465,000 Charges for Services 6,592,9956,726,6636,726,6636,163,793 Miscellaneous Revenue 1,226,2841,220,0001,220,0001,200,000 Total Revenues 16,093,51915,946,66316,246,66315,828,793 Expenditures Personnel 3,832,0934,190,0654,190,0652,585,427 Operating 3,865,8173,717,2843,804,6714,666,644 Capital Outlay 25,000 25,000 Capital Leases 3,139,5753,143,0003,143,0003,145,150 Total Expenditures 10,837,48511,075,34911,162,73610,397,221 Transfers Transfers out (8,212,886)(4,500,000)(4,500,000)(6,648,675) Fund Balance - June 30 2,142,336$2,426,263$2,726,263$1,509,160$ Capital Lease Reserve 900,000$900,000$900,000$900,000$ Unreserved 1,242,3361,526,2631,826,263609,160 Total 2,142,336$2,426,263$2,726,263$1,509,160$ Analysis of Fund Balance 232 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. x 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. x 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. 233 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 127,641,675$16,239,676$19,104,401$10,636,973$ Revenues Charges for Services 21,133,91621,695,35321,695,35323,087,373 Miscellaneous Revenue 898,903161,000302,000901,297 Total Revenues 22,032,81921,856,35321,997,35323,988,670 Expenditures Personnel 5,150,8235,429,5935,429,5935,536,887 Operating 16,013,15212,845,51013,051,57112,711,726 Capital Outlay 11,013,45411,846,30513,172,4699,974,315 Total Operating 32,177,42930,121,40831,653,63328,222,928 Capital Improv. Projects 24,800 28,000 28,000 30,000 Total Expenditures 32,202,22930,149,40831,681,63328,252,928 Tranfers Transfers in 1,647,1361,216,8521,216,8524,704,184 Transfers out (15,000) Transfers In 1,632,1361,216,8521,216,8524,704,184 Fund Balance - June 30 19,104,401$9,163,473$10,636,973$11,076,899$ 234 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 12,356,155$743,820$835,779$-$ Revenues Charges for Services 9,397,6629,848,9529,848,9529,766,438 Miscellaneous Revenue 451,559 65,000851,3651,670,447 Total Revenues 9,849,2219,913,95210,700,31711,436,885 Expenditures Personnel 2,524,1252,875,1082,875,1082,898,103 Operating 8,845,4728,514,5778,606,5368,538,782 Total Expenditures 11,369,59711,389,68511,481,64411,436,885 Transfers Transfers in Transfers out(57,536)(54,452)(54,452) Transfers in/(out)(57,536)(54,452)(54,452) Fund Balance - June 30835,779$(786,365)$-$-$ 235 Fiduciary Funds x 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. 236 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 118,186,720$14,120,447$16,456,809$13,892,457$ Revenues Taxes and Assessments 7,221,9947,154,4527,154,4526,262,772 Charges for Services 9,324 Miscellaneous Revenue 35,291 669 Total Revenues 7,266,6097,154,4527,154,4526,263,441 Expenditures Operating 108,314248,200248,200193,000 Debt Service 8,512,3937,134,2427,134,2427,241,331 Total Operating 8,620,7077,382,4427,382,4427,434,331 Capital Improv. Projects 375,813 2,336,362 Total Expenditures 8,996,5207,382,4429,718,8047,434,331 Fund Balance - June 30 16,456,809$13,892,457$13,892,457$12,721,567$ 237 Capital Improvement Program Funds x Capital Outlay Fund - To account for the cost of capital projects financed primarily by general revenues. x 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. x 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. x 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. x 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. x 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. 238 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 18,047,893$5,024,673$8,234,106$5,986,131$ Revenues Intergovernmental 620,3883,394,8524,167,973 Charges for Service 228,978 Fines & Forfeits 1,200,0001,200,000 Miscellaneous Revenue 1,257,015828,0001,665,494 Other Financing Source 660,000 Total Revenues 1,877,4035,422,8527,262,445660,000 Expenditures Capital Improv. Projects 3,839,07618,787,16223,796,05214,157,900 Total Expenditures 3,839,07618,787,16223,796,05214,157,900 Tranfers Transfers in 2,721,88614,693,49814,693,49813,117,300 Transfers out (574,000)(407,866)(407,866) Fund Balance - June 30 8,234,106$5,945,995$5,986,131$5,605,531$ Facilities Reserve $5,000,000$5,000,000$5,000,000$5,000,000 Unreserved 3,234,106945,995986,131605,531 Total $8,234,106$5,945,995$5,986,131$5,605,531 Analysis of Fund Balance 239 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 18,795,837$1,039,973$15,857,079$1,365,503$ Revenues Taxes 4,675,0004,975,0005,075,000 Intergovernmental 1,662,704 1,333,999 Charges for Service 144,350 Miscellaneous Revenue (112,640)15,000 1,000 1,000 Total Revenues 1,694,4144,690,0006,309,9995,076,000 Expenditures Operating 29,922600,000787,578600,000 Capital Improv. Projects 8,408,2504,050,44020,013,9976,107,916 Total Expenditures 8,438,1724,650,44020,801,5756,707,916 Tranfers Transfers in 13,805,000 1,000,000 Transfers out (250,000) Transfers In 13,805,000 750,000 Fund Balance - June 30 15,857,079$1,079,533$1,365,503$483,587$ 240 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$-$-$-$ Revenues Intergovernmental 25,311 Total Revenues 25,311 Expenditures Capital Improv. Projects 25,311 Total Expenditures 25,311 Fund Balance - June 30 -$-$-$-$ 241 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 16,935,655$2,813,063$5,112,642$1,713,064$ Revenues Assessments 2,122,923925,0001,792,8791,250,000 Miscellaneous Revenue (24,453)20,000 20,000 Total Revenues 2,098,470945,0001,812,8791,250,000 Expenditures Operating 377,121 112,879 Debt Service 1,137,527 Total Operating 377,121 1,250,406 Capital Improv. Projects 3,544,3622,800,0003,962,0512,242,000 Total Expenditures 3,921,4832,800,0005,212,4572,242,000 Fund Balance - June 30 5,112,642$958,063$1,713,064$721,064$ 242 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 16,845,660$10,846,552$17,640,966$8,945,576$ Revenues Intergovernmental 1,661,0001,661,000 Charges for Service 141,325100,000100,000100,000 Assessments 16,783,18612,000,00018,000,00018,000,000 Miscellaneous 1,507,020 25,0003,460,000 25,000 Total Revenues 18,431,53113,786,00023,221,00018,125,000 Expenditures Personnel 217,453228,831228,831 Operating 6,753 7,330 7,330 Total Operating 224,206236,161236,161 Capital Improv. Projects 2,153,9445,885,81515,680,2292,375,000 Total Expenditures 2,378,1506,121,97615,916,3902,375,000 Transfers Transfers out (11,000,000)(16,000,000)(16,000,000)(24,000,000) Fund Balance - June 30 17,640,966$2,510,576$8,945,576$695,576$ 243 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 126,755,152$658,969$23,801,140$1,093,816$ Revenues Charges for Service 221,456 Miscellaneous (1,258) Total Revenues 220,198 Expenditures Personnel 984,7891,052,6651,052,6651,090,171 Operating 365,445387,592387,592 73,269 Total Operating 1,350,2341,440,2571,440,2571,163,440 Capital Improv. Projects 12,823,97614,124,89637,267,06723,348,335 Total Expenditures 14,174,21015,565,15338,707,32424,511,775 Transfers Transfers In 11,000,00016,000,00016,000,00024,000,000 Fund Balance - June 30 23,801,140$1,093,816$1,093,816$582,041$ 244 Debt Service Fund x 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 $381,000 plus interest at 1.61% to 4.76% with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt. 245 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$-$-$-$ Revenues Miscellaneous 18,521 81,931 81,931 82,613 Total Revenues 18,521 81,931 81,931 82,613 Expenditures Debt Service 771,260673,364673,364958,175 Total Expenditures 771,260673,364673,364958,175 Transfers Transfers In 752,739591,433591,433875,562 Fund Balance - June 30 -$-$-$-$ 246 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 15,010,0003,109,87518,119,875 Series 2006B - Refunding COP 5,630,0001,337,5006,967,500 Community Development Block Grant Fund- HUD Section 108 Loan, 2003 ($4.1 m)2,399,000634,2353,033,235 HUD Section 108 Loan, 2003 ($0.8 m)494,000147,362641,362 HUD Section 108 Loan, 2003 ($1.0 m)643,000194,694837,694 HUD Section 108 Loan, 2009 ($1.8 m)1,141,000147,1561,288,156 PG & E Retrofit Loan 144,437 25,736170,173 Wastewater Treatment Fund: State Water Resources Loan 5,264,8841,053,0016,317,885 Sewer Revenue Bonds, 2007A 178,615,000101,721,563280,336,563 Sewer Revenue Bonds, 2012A 15,000,0007,263,19522,263,195 Domestic Water Fund- KCWA Water Rights 20,664,93714,121,32834,786,265 Successor Agency Fund: California Housing Finance Authority: The Village @ Baker Street 607,766 46,256654,022 Centennial Garden Reimb. 1997 9,600,000 9,600,000 RDA - 2006 Arena COPS Series A 15,010,0003,109,87518,119,875 RDA - 2006 Arena COPS Series B 5,630,0001,337,5006,967,500 HUD Section 108 Loan, Millcreek South 3,178,0001,295,2204,473,220 HUD Section 108 Loan, Fire Station 5 1,288,000526,8011,814,801 HUD Section 108 Loan, 2003 ($1.0 m)643,000194,694837,694 I Bank - Millcreek 8,843,3414,070,55712,913,898 RDA Loans - Reimbursement to City 3,225,080383,8253,608,905 RDA-Tax Allocation Bond Series 2009A 1,875,0001,336,3143,211,314 RDA-Tax Allocation Bond Series 2009B 1,110,000762,3361,872,336 Special Assessment Districts (23)48,665,00015,666,80464,331,804 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2014 247 PrincipalInterestFiscal ChargesTotal Transient Occupancy Tax Fund- Convention Center - Arena Projects 2,180,000965,1503,145,150 Community Development Block Grant Fund- HUD Section 108 Loans, 2003 450,000214,5005,000669,500 PG & E Retrofit Loan 30,9517,72438,675 Trip Loc 2014 A 250,000250,000 Wastewater Treatment Fund: State Water Resources Loan 752,126150,429902,555 Sewer Revenue Bonds, 2007A 4,360,0008,763,6569,65013,133,306 Sewer Revenue Bonds, 2012A 5,000,000237,58841,0005,278,588 Domestic Water Fund: KCWA Water Rights 529,179940,8311,470,010 Mainline Extenstion Reimbursement 150,000150,000 Successor Agency Fund: California Housing Finance Authority: The Village @ Baker Street 300,00027,011327,011 Centennial Garden Reimb. 1997 1,200,0001,200,000 RDA - 2006 Arena COPS Series A 1,585,000683,6503,5002,272,150 RDA - 2006 Arena COPS Series B 595,000281,5003,500880,000 HUD Section 108 Loans, Millcreek South 158,000155,060313,060 HUD Section 108 Loans, Fire Station 6 71,00069,131140,131 I Bank - Millcreek 253,355271,08826,530550,973 RDA Reimbursement to City 1,346,95433,6131,380,567 RDA 2009 Tab - Series A 65,000138,1875,150208,337 RDA 2009 Tab - Series B 40,00079,0255,150124,175 Special Assessment Districts (23)4,830,0002,396,78714,5447,241,331 Total Debt Service 23,896,56515,664,930114,02439,675,519 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES FISCAL YEAR 2014-15 248 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. x 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. x Sewer Connection Fund - Used to account for connection fees dedicated to debt service and capital projects. x 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. x Sanitary Landfill Cap (Landfill Closure) Fund - Used to account for the resources dedicated to capping a closed landfill. x 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. x 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. x 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. x 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. 249 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND AmendedRevised Adopted Actual BudgetEstimates Budget 2012-132013-142013-14 2014-15 Fund Balance - July 1 75,438,520$33,911,885$56,602,634$35,082,075$ Revenues Intergovernmental Revenue Charges for Services 30,109,26729,628,00029,861,50029,908,000 Fines & Forfeits 58,103 71,573 141,410 Miscellaneous Revenue 1,440,666839,500 878,000 814,000 Other Financing Sources 250,000 Total Revenues 31,549,93330,525,60330,811,07331,113,410 Expenditures Personnel 5,328,0756,155,1016,155,1016,406,696 Operating 26,015,0907,808,7237,881,1318,206,956 Capital Outlay 33,005 87,000 105,289 62,000 Debt Service 17,649,76718,642,58718,642,58719,314,449 Total Operating 49,025,93732,693,41132,784,10833,990,101 Capital Improv. Projects 3,750,8824,479,00027,092,5242,365,000 Total Expenditures 52,776,81937,172,41159,876,63236,355,101 Transfers Transfers in 17,500,00016,000,00016,000,00016,000,000 Transfers out (15,109,000)(8,455,000)(8,455,000)(9,338,000) Transfers 2,391,0007,545,0007,545,0006,662,000 Fund Balance - June 30 56,602,634$34,810,077$35,082,075$36,502,384$ Debt Service Reserve 16,000,000$14,000,000$14,000,000$14,000,000$ Rate Stabilization 2,000,0002,000,0002,000,000 Capital Reserve 4,200,0004,200,0004,200,0004,200,000 Unreserved 36,402,63414,610,07714,882,07516,302,384 Total 56,602,634$34,810,077$35,082,075$36,502,384$ Analysis of Fund Balance 250 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 11,323,977$5,175,634$5,175,634$2,425,634$ Revenues Taxes 133,766 50,000 50,000 Charges for Services 6,197,0675,000,0005,190,0005,140,000 Miscellaneous Revenue 20,824 5,000 10,000 10,000 Total Revenues 6,351,6575,005,0005,250,0005,200,000 Transfers Transfers Out (2,500,000)(8,000,000)(8,000,000)(7,000,000) Fund Balance - June 30 5,175,634$2,180,634$2,425,634$625,634$ 251 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 121,558,503$17,398,811$20,084,351$13,541,102$ Revenues Intergovernmental Revenue1,314,8211,702,5011,819,9511,872,640 Charges for Services39,583,18639,078,43039,351,00038,842,991 Miscellaneous Revenue273,724285,000356,500289,200 Total Revenues41,171,73141,065,93141,527,45141,004,831 Expenditures Personnel 10,295,02411,015,36011,015,36011,422,338 Operating 28,834,46130,106,79930,409,53431,223,107 Capital Outlay 2,667,3803,428,0515,380,292 Total Operating 41,796,86544,550,21046,805,18642,645,445 Capital Improv. Projects 148,018370,000810,014200,000 Total Expenditures 41,944,88344,920,21047,615,20042,845,445 Transfers Transfers out (701,000)(455,500)(455,500)(2,738,000) Fund Balance - June 30 20,084,351$13,089,032$13,541,102$8,962,488$ Cart Replacement Reserve 4,712,000$5,354,000$5,000,000$5,000,000$ Unreserved 15,372,3517,735,0328,541,1023,962,488 Total 20,084,351$13,089,032$13,541,102$8,962,488$ Analysis of Fund Balance 252 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 12,149,341$(11,051)$-$-$ Revenues Intergovernmental Revenue 756,798 Miscellaneous Revenue 1,777 Total Revenues 758,575 Expenditures Capital Improv. Projects 2,907,916 (11,051) Total Expenditures 2,907,916 (11,051) Fund Balance - June 30 -$-$-$-$ 253 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 18,111,604$5,807,778$6,474,726$5,622,666$ Revenues Charges for Services 3,626,3094,428,0004,333,0004,610,000 Miscellaneous Revenue 10,156 22,000 34,000 22,000 Total Revenues 3,636,4654,450,0004,367,0004,632,000 Expenditures Personnel 1,880,6941,831,6371,831,6371,723,731 Operating 3,183,9172,595,9752,619,1952,802,603 Capital Outlay 8,772 7,500 7,500 17,500 Total Operating 5,073,3834,435,1124,458,3324,543,834 Capital Improv. Projects 199,960100,000743,728100,000 Total Expenditures 5,273,3434,535,1125,202,0604,643,834 Transfers out (25,000)(17,000)(17,000)(35,000) Fund Balance - June 30 6,474,726$5,705,666$5,622,666$5,575,832$ 254 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 135,330,612$18,748,756$36,529,931$21,435,095$ Revenues Charges for Services 23,827,83923,864,00024,899,00024,959,000 Miscellaneous Revenue (13,363)267,000277,000267,000 Total Revenues 23,814,47624,131,00025,176,00025,226,000 Expenditures Personnel 846,4911,071,8911,071,8911,275,479 Operating 18,741,26817,747,45217,770,49618,253,873 Capital 7,230 20,000 20,000 30,000 Debt Service 1,622,5791,620,3181,620,3181,620,010 Total Operating 21,217,56820,459,66120,482,70521,179,362 Capital Improv. Projects 1,372,5892,030,00019,788,1314,100,000 Total Expenditures 22,590,15722,489,66140,270,83625,279,362 Transfers Transfers Out (25,000)(35,000) Fund Balance - June 30 36,529,931$20,390,095$21,435,095$21,346,733$ 255 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1680,339$(538,581)$567,918$439,111$ Revenues Intergovernmental Revenues 31,3741,037,0831,055,533280,000 Charges for Services 294,357284,500290,500282,500 Miscellaneous Revenue (1,832)2,500 2,000 2,000 Total Revenues 323,8991,324,0831,348,033564,500 Expenditures Personnel 81,942 74,343 74,343 76,994 Operating 310,805157,548157,548172,553 Total Operating 392,747231,891231,891249,547 Capital Improv. Projects 43,573120,0001,244,949300,000 Total Expenditures 436,320351,8911,476,840549,547 Fund Balance - June 30 567,918$433,611$439,111$454,064$ 256 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1130,847$46,245$46,245$32,679$ Revenues Charges for Services 54,420 60,400 60,400 60,500 Miscellaneous Revenue (177)100 100 100 Total Revenues 54,243 60,500 60,500 60,600 Expenditures Operating 158,845104,066104,066110,103 Total Expenditures 158,845104,066104,066110,103 Transfers Transfers In 20,000 30,000 30,000 30,000 Fund Balance - June 30 46,245$32,679$32,679$13,176$ 257 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. x 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. x Successor Agency Housing Funds – Used to account for housing funds and activities of the Housing Successor Agency. x 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. 258 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR HOUSING AGENCY FUND AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 14,931,969$(1,584,814)$3,191,427$29,803$ Revenues Taxes 120,000 1,614,2723,000,000 Miscellaneous Revenue 42,157 2,295,592 Total Revenues 162,157 1,614,2725,295,592 Expenditures Operating 1,696,253 81,5004,549,5503,050,000 Total Operating 1,696,253 4,549,5503,050,000 Capital Improv. Projects 308,1912,000,000 Total Expenditures 1,696,253 4,857,7415,050,000 Transfers In / Out (206,446) Fund Balance - June 30 3,191,427$(1,584,814)$(52,042)$275,395$ 259 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY FUNDS AmendedRevisedAdopted ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 11,134,179$(187,092)$(29,795)$-$ Revenues Taxes 3,198,7373,324,7543,477,7324,501,254 Intergovernmental Revenue 839,009 2,293,739 Charges for Services 3,139,5753,143,0003,143,0003,145,150 Miscellaneous Revenue 41,574 Total Revenues 7,218,8956,467,7548,914,4717,646,404 Expenditures Operating 97,448250,000215,886250,000 Capital Outlay Debt Service 7,617,8586,217,7546,217,7547,396,404 Total Operating 7,715,3066,467,7546,433,6407,646,404 Capital Improv. Projects 874,009 2,451,036 Total Expenditures 8,589,3156,467,7548,884,6767,646,404 Transfers Transfers In 3,801,5133,074,7543,074,7544,251,254 Transfers Out (3,595,067)(3,074,754)(3,074,754)(4,251,254) Transfers In / Out 206,446 --- Fund Balance - June 30 (29,795)$(187,092)$-$-$ 260 261 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 Thomas Roads Improvement Program (TRIP) Projects TRIP Projects comprise 82% of the total FY 2014-15 Capital Improvement Budget. The amount budgeted for TRIP Projects totals $150,802,667. This includes $110,046,416 in federal earmark funds and $40,756,251 in local funding. With one exception, local funding is comprised of gas tax revenues, utility surcharge revenue, and traffic impact fees. Water enterprise funds is the funding source for a $2,000,000 City waterline project on Rosedale Highway and will be part of the TRIP Rosedale Highway Widening Project. Discussion of the waterline project is included within the Water Improvements section of this transmittal. There are four TRIP construction projects budgeted for FY 2014-15. x Bridge Construction, Hosking at SR99 – This $21 Million project is funded entirely with local funds (gas tax revenue, utility surcharge revenue, and traffic impact fees). This project will reconstruct the existing overcrossing to a full interchange with on/off ramps to and from SR-99 at Hosking Avenue. This project will construct Hosking Avenue to its ultimate width through the interchange. x SR178 Widening Construction – $15,716,018 of federal funding and $5,641,991 of local funding is budgeted for this project in FY14/15. This project widens existing SR- 178 from Masterson Street to Miramonte Drive to four lanes with paved shoulders, and between Canteria Drive and Masterson Street to six lanes with paved shoulders. The local funding is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. x Beltway Operational Improvements – Federal funding of $83,437,689 and local funding of $10,706,344 is budgeted for this project. The local funding is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. The Beltway Operational Improvements Project is part of the original scope of work for the TRIP program. Caltrans and the City have worked collaboratively to bring this project forward and secure federal funding. Construction of elements of the Beltway Operational Improvements Project allows the City to encumber further federal dollars. The Beltway Operation Improvements Project includes the following improvements to the City’s transportation system: x Braiding of the southbound SR-99 to eastbound SR-58 connector ramp with the South H Street off-ramp to eliminate the short, non-standard weaving length between the two interchange ramps, x adding auxiliary lanes in advance of the eastbound SR-58 off-ramp to Union Avenue and in advance of the westbound SR-58 off-ramp to Chester Avenue, x realignment and widening of the Chester Avenue on-ramp to eastbound SR- 58, 262 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 x widening of the Union Avenue off-ramp from eastbound SR-58 to provide additional lanes, x widening of the Cottonwood Road off-ramp from eastbound SR-58 to provide additional lanes, x realignment and widening of the Ming Avenue on-ramps to northbound and southbound SR-99, x construction of sound walls along both sides of SR-58 between, SR-99 and Cottonwood Road, and x Construction of sound walls along northbound SR-99 between the Belle Terrace overcrossing and SR-58 x Westside Parkway Operational Improvement - $8,080,000 of federal funding and $1,043,500 of local funding is budgeted for this project in FY 2014-15. This project provides improvements now, within existing right-of-way for the Westside Parkway, which will also be needed for the future connection to SR58. Improvements include: x Additional westbound auxiliary lane between the Coffee Road on-ramp and Calloway Drive off- ramp, x Ramp improvements (turn lane additions) at the westbound Calloway on- ramp and eastbound Calloway off-ramp, and x Eastbound maintenance pullout east of Calloway Drive Hageman Flyover - The Hageman Flyover project will construct a bridge structure over SR- 99 connecting Hageman Road west of SR-99 to SR-204 east of SR-99. Federal earmarks provide 88.53% of funding with an 11.47% local match requirement for two Hageman Flyover projects (phases): x $1,954,125 of funding for right-of-way acquisition is budgeted for FY 2014-15 (additional right-of-way funding has been appropriated in prior years). x $1,223,000 of funding for utility relocation is budgeted for FY 2014-15. It should be noted construction funding for Rosedale Highway Widening Project was programmed in FY 2013-14 and is expected to be bid in the next fiscal year. Facility Improvements Funding for facility improvement projects are derived from multiple funding sources, which are noted for each project. In addition, the CIP budget includes several energy upgrade projects, which will be funded by a zero-interest on-bill financing loan administered by PG&E. Projects approved for FY 2014-15 include: x 18th and Eye Street Parking Control – This $125,000 project, funded with capital outlay funds, will install a fully automated parking control system at the 18th and Eye Street Garage location. The new system will open up more spaces to hourly parkers and improve public access to affordable downtown parking. 263 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 x Bakersfield Municipal Airport, Northeast Apron Rehabilitation - The pavement of the Northeast taxiway and apron area of the airport is in very poor condition. This $300,000 project is the first phase of the Northeast Apron Rehabilitation project. This project is 90% federally funded with general aviation funds providing the local match requirement. x Corporation Yard, Fuel Nozzle - The Liquid Natural Gas (LNG) fueling station at the Corporation Yard was originally built to serve one truck at a time since the City’s fleet had a limited number of LNG vehicles. As more LNG refuse trucks have been placed into service, a second fuel nozzle was added. With the two LNG fuel nozzles, wait time for fueling is still considerable. A third nozzle will increase the efficiency of the refuse fleet since waiting time will decrease. $200,000 is budgeted for this project with refuse enterprise funds providing the funding. x Creekview Villas - The South Mill Creek Mixed-Use Redevelopment project includes the construction of 36 affordable multi-family townhomes between “R” Street and “S” Street and 14th Street and California Avenue. Fourteen multi-family homes have been constructed to date and are being marketed to qualified buyers. FY 2014-15 the budget includes $2 Million for the construction of an additional seven units. Funding source for this $2 Million project are proceeds realized from the sale of completed units. x Fire Stations – x Fire Station No. 11, General Facility and Site Improvements - Fire Station #11 (1955) has numerous issues with antiquated systems and deferred exterior facility maintenance. This $105,000 project, funded with capital outlay funds, includes upgrades to the electrical system and general facility improvements. Electrical improvements include a new emergency generator and automatic transfer switch to replace an obsolete mobile surplus unit, and replacement of the obsolete main electrical panel and of the inadequate wiring. General facility improvements include repainting of exterior surfaces and trim that is peeling and are damaged from exposure to elements along with repair and replacement of the original concrete walkways that are damaged due to age and previous excavation work. x Police Station – o Headquarters Energy Upgrade – This $100,000 project will be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The building is 38 years old with a significant amount of original equipment and fixtures. This project will fund the evaluation, assessment, and replacement of equipment and fixtures to obtain the most energy efficient solution. This project is included within the Public Works Department’s CIP budget. o Property Room – This $750,000 project will acquire a new undetermined site for the Police Department’s Property Room. Currently, there are several property storage rooms located in multiple locations. One of the existing 264 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 locations will no longer be available as of January 2015. Funding for this project includes both acquisition of a new site and construction/renovation of a property room building. This project is to be funded with capital outlay funds. x Rabobank Arena/Convention Center Improvements – Numerous improvements totaling $880,500 are budgeted for both facilities; several of these projects are included within the Public Works Department’s CIP budget. Projects with budgets exceeding $100,000 include: o Convention Center Theatre Light Energy Upgrade – This $170,000 project would be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The theatre lighting is the original incandescent lighting installed in 1963. This project will replace the existing inefficient theatre lighting will higher efficiency lighting. o Miscellaneous Improvements – $150,000 of capital outlay funds is budgeted to fund urgent or emergency items at both facilities. Examples include a/c chiller, ice-making compressor, HVAC components, fire sprinkler, plumbing concerns, etc. o Rabobank Arena, Replace Ice Chiller – Emergency repairs made to the ice chiller in FY 13/14 are anticipated to last three to seven years. This budgeted project sets aside $250,000 of capital outlay funds each year for three years to fund replacement of the existing ice chiller. Based upon industry standards, ice chillers typically last 15 to 20 years. Because of Bakersfield’s harsh summers, this estimated useful life is even lower. The current chiller was installed in 1998. Major corrosion of parts of the chiller currently exists. Park Facility Improvements Funding for park facility improvements includes Community Development Block Grant (CDBG), Capital Outlay, and Park Improvement funds. Projects for FY 2014-15 include: x Dr. Martin Luther King Jr Center, Gym and Weight Room Rehabilitation - This $101,850 project removes the drop ceiling from the gym which is damaged and in need of rehabilitation. The project will paint the exposed rafters and beams, and install new insulation, high efficiency lighting, and sound reducing panels. Project includes repairs to weightlifting room. CDBG funds provide the funding source for this project. This project is included with the Public Works Department’s CIP budget. x McMurtrey Slide Rehabilitation - $150,000 is budgeted to rehabilitate the activity slide and stairs at the McMurtrey Aquatic Center. The water slides are showing signs of excessive wear and rust, both of which require a long-term solution. The rehabilitation project would include a new gel coating of the interior slides, new exterior epoxy colored paint, and the replacement of all the concrete steps and landings and will include a new center drainage system. Park development fees provide the funding source for this project. 265 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 x Mesa Marin Phase II – $1.9 Million of capital outlay funds is budgeted for FY 2014-15. Prior year’s budget allocated $1.8 Million to the Mesa Marin Phase II project. Therefore, total project funding will reach $3.7 Million upon approval of this additional funding. This 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. x Planz Park Restroom – This $358,000 CDBG-funded project removes and replaces the existing public restroom with a pre-fabricated restroom at Planz Park, located at the southeast corner of Planz Road and South H Street. The pre-fabricated restroom will be ADA accessible and vandal resident while providing a modernized facility for residents utilizing Planz Park, which is home to our newest skate park. x Playground Safety Resurfacing - Several City parks have playground surfacing that show excessive wear and weather damage. This $167,000 project would replace approximately 800 square feet of damaged playground surface with new rubber surfacing. Park development fees provide the funding source for this project. x Silver Creek Playground Rehabilitation – This $342,000 project will remove and replace existing playground equipment at Silver Creek Park. Much of the existing equipment is original to the park and was installed in the mid 1990’s. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. x State Farm Sports Village Phase III – Phase III will construct the stadium field, parking areas and restrooms as designed through the Sports Village Master Plan. funding sources for FY 2014-15 include $1 million of capital outlay funds and $1.25 million of park improvement fees. Prior year’s budget allocated $3.5 Million to the Sports Village Phase III project. Therefore, total project funding will reach $5.75 Million upon approval of this additional funding. x Yokuts Park Playground Rehabilitation - This $333,000 project will remove and replace existing playground equipment at Yokuts Park. Much of the existing equipment is original to the park. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. Sanitary Sewer and Storm Drain Improvements With the exception of one project, as noted below, all Capital Projects within this section are to be funded with sewer enterprise funds. 266 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 x Energy Upgrades at Plant 3 – This $250,000 project will be funded entirely by a zero- interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. Plant 3 has old equipment and outdated processes that can be upgraded to improve electrical efficiency. This project will fund the evaluation and replacement of Plant components to obtain the most energy efficient solution. x Plant 2 and Plant 3 Miscellaneous Improvements – $500,000 is requested in aggregate ($250,000 for each Plant) for this project. 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, efficient, and safe. x Reservoir Bank Repair – This $200,000 project would repair levees by moving and re- compacting dirt in order for the reservoirs to hold treated wastewater. x Sewer Lift and Storm Water Pump Stations – This multi-year project includes $1,000,000 in FY 2014-15 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. The City currently has 75 sewer and storm lift stations. x Storm Drain Improvements, Tract 5130 – This $255,000 project will construct cross gutters and install storm drain pipe to alleviate drainage issues and stagnant water within this area. Street Improvements Funding for street improvement projects are derived from multiple funding sources, which are noted for each project. Projects for FY 2014-15 include: x Golden Empire Transit Bus Stops, ADA Improvements – A $599,000 grant from the Public Transportation Modernization, Improvement, and Service Enhancement Account provides 100% of the funding for this project. ADA ramps will be installed at various bus stops to improve safety and access. x Pavement Rehabilitation - o Pavement Reconstruction of Gosford Road from White Lane to Ming Avenue - The FY 2014-15 CIP Budget includes $4,366,000 of funding to reconstruct Gosford Road from White Lane to Ming Avenue. Funding for this project includes $3,811,000 of federal funding with $555,000 of capital outlay funds providing the local match requirement. Staff will review this road segment for 267 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 potential bike lane modifications. This project ties to City Council goals for the street maintenance program. o Street Resurfacing, Streets Division - This project continues the Council’s priority goal of a street maintenance program. This $6.5 million project, funded entirely with capital outlay funds, refurbishes asphalt pavement on City streets. Staff will review each of the road segments for potential bike lane modifications. x Signal Modification – o Pedestrian countdown timer heads – Various traffic signals throughout the city will have countdown timer heads installed. The total budget for this project is $190,000 which is 90% federally funded ($171,000) with the local match requirement of 10% ($19,000) funded by Capital Outlay funds. o Signal Modification, Truxtun Avenue and Commercial Way – This $308,000 project adds a second left turn lane from Commercial Way to Truxtun Avenue and a crosswalk for pedestrian/bicycle access across Truxtun Avenue (by converting westbound Truxtun from free flow to a signalized stop). The project also includes pavement reconstruction of Commercial Way from Truxtun Avenue to Commerce Drive. The funding source for this project is capital outlay funds. o Signal Modification and Street Improvement, H Street and Hosking Avenue – $133,000 of capital outlay funding is requested for design and minor land acquisition. Construction funding will most likely be requested in FY 15/16, dependent upon available funding. The SR99 and Hosking Avenue Interchange project will significantly increase traffic volumes along Hosking Avenue. Better traffic flow along Hosking Avenue will be realized by modifying the existing traffic signal and constructing street improvements to the limits of the SR99 and Hosking Avenue Interchange Project at South H Street and Hosking Avenue. x Street Improvement East California – This $853,693 CDBG-funded project reconstructs streets within the area bounded by East California Avenue, Brundage Lane, Union Avenue, and Dr. Martin Luther King Jr. Boulevard. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. x Street Improvement Lake Street from Union to Tulare – This $651,592 CDBG- funded project reconstructs Lake Street between Union Avenue and Tulare Street. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. x Street Improvement Berkshire and Wible – This $219,000 project includes acquisition of additional right-of-way and construction of a westbound to northbound right turn lane at Berkshire Road, east of Wible Road. This project is 268 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 needed to meet traffic demands at this location. The funding source for this project is capital outlay funds. x Street Improvement on Mohawk Street from Siena Lane to Hageman Road – Improvements are currently in progress to extend Mohawk Street from Rosedale Highway to Siena Lane. The $1,440,000 budgeted for FY 2014-15 extends the Mohawk improvements to Hageman Road and includes installation of a traffic signal at the intersection of Mohawk and Hageman. The two projects on Mohawk will improve traffic circulation in the Northwest by providing an additional north/south route. Traffic Impact fees provide the funding source for this project. x Street Improvement on Brimhall Road and Calamity Drive – A total of $309,000 is requested for this project ($269,000 of traffic impact fees and $40,000 of Sewer Enterprise funds). This area of Brimhall Road at Calamity Drive was annexed into the City several years ago. The City is responsible for widening this roadway to full width. With the increase in traffic volumes, this portion of Brimhall Road should be widened to full arterial width. This project will also construct the sanitary sewer trunk that is master-planned for this location. x Street Improvement on Panama Lane from Old River Road to Gosford Road – The $165,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Old River Road to Gosford Road. Funding for right-of-way acquisition and construction is proposed for FY 15/16, contingent on available funding. Traffic Impact fees provide the funding source for this project. x Street Improvement on Panama Lane from Gosford Road to Ashe Road – The $157,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Gosford Road to Ashe Road. Construction phase is proposed for FY 15/16, contingent on available funding. Traffic Impact fees provide the funding source for this project. x Street Improvement on Hosking Avenue from Monitor Street to Union Avenue – The $267,000 requested for FY 2014-15 will fund design costs and land acquisition. Due to high traffic volume, Hosking Avenue should be widened to the ultimate width of an arterial. The construction phase is proposed for FY 2015- 16. Traffic Impact fees provide the funding source for this project. x Streetlight Upgrade Downtown – This $350,000 project will be funded predominantly by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. On-bill financing will cover $250,000 of the project’s cost with capital outlay funds providing the remainder of funding. This project replaces existing lighting with energy efficient lights in the area bounded by 30th Street on the north, V Street to the east, California Avenue to the south, and F Street to the west. 269 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 x Streetlights at South Chester – This $121,000 project, funded with capital outlay funds, installs energy efficient streetlights on South Chester Avenue from Ming Avenue to Belle Terrace for the safety of vehicular, bicycle, and pedestrian traffic. x Traffic Signals – o Signal at the Intersection of Harris Road and Mountain Vista Road - This project will install a traffic signal and traffic signal interconnect at the intersection of Harris Road and Mountain Vista Road. The total budget for this project is $340,000 (federal share of $301,000 with the $39,000 local match requirement funded by capital outlay funding). Water Improvements Significant projects for the Water Resources Department, all funded within the Domestic Water Fund, include: x City’s Waterline on Rosedale (will be part of TRIP Rosedale Highway Widening Project) – This waterline will be installed as part of the TRIP Rosedale Highway Widening Project; however, this $2 Million project will be funded by the Domestic Water Fund. A 16-inch diameter ductile iron water main pipeline will be installed along Rosedale Highway from Wedding Lane to Mohawk Street. The water main will be approximately 4,800 linear feet, and will loop the City’s domestic water system so that water can flow more efficiently to achieve adequate water pressures and required fire flow within the system. This water pipeline will also provide an additional water source for areas where wells are currently shut down due to poor groundwater quality. This project is included within the Public Works Department’s CIP budget. x Pump Station Upgrades - Upgrades to the City’s older well pumps and motors are to be completed as part of this $250,000 project. The older oil-lubricated pumps must be replaced with water-lubricated pumps. The plan includes replacing the old motors with new energy efficient motors. Three well pumps and motors will be replaced next fiscal year. x Service Connection Replacement Program – This $600,000 project includes scheduled replacement of older service connections. x 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. x Well Column Extensions – This $100,000 project is the second of three phases to retrofit well column extensions for city wells within the City’s Domestic Water System. These column extensions are necessary to lower the pump bowls in the wells to maintain a minimum of 60 feet of groundwater over the pump bowls. These retrofits are required due to declining groundwater levels. 270 Honorable Mayor and City Council FY 2014-2019 Adopted CIP - Letter of Transmittal July 1, 2014 x Wellhead Facilities Upgrade - 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 2014-2019, and the FY 2014-15 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. 271 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. 272 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 2014-2019 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program and five-year budget for the City of Bakersfield for fiscal years 2014-2019 was adopted on June 25, 2014. 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: x Enhancing the City’s transportation network; x Support of new growth and development; 273 Capital Improvement Program Overview continued x Maintenance and construction of new City facilities; and, x Implementation of these initiatives without impacting previously approved capital projects. Enhancing the City’s Transportation Network The City Council has continued its commitment to construct, maintain and reconstruct streets and roads in the FY 2014-15 CIP. Approximately $23.4 million is budgeted to address local citywide street maintenance/reconstruction issues. In addition, the Operating Budget includes $14.6 million for street materials and operating costs. Operating Budget Impact – Approximately $14.6 million has been budgeted in the City’s Operating Budget for signing, signals, street materials and operating costs associated with these projects. This is the second 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. NEW TRAFFIC SIGNALS – There is one new traffic signal project included in the FY 2014-15 CIP. The budget for a traffic signal and traffic signal interconnect at the intersection of Harris Road and Mountain Vista Road. The total budget for this project is $340,000 (federal share of $301,000 with the $39,000 local match requirement funded by capital outlay funding). Operating Budget Impact – Upon completion, the new signal will create additional operating and maintenance costs in the amount of $2,700 for FY 2014-15. Thomas Roads Improvement Program (TRIP) – TRIP is a division within the Public Works Department, has been working on the federally funded transportation projects the City is pursuing, including the final phase of the Westside Parkway and Centennial Corridor. The TRIP offices are located within City Hall North, 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, design, right-of-way or construction phases and so have no impacts themselves to the FY 2014-15 operating budget. TRIP Projects comprise 82% of the total FY 2014-15 CIP Budget. The amount budgeted for TRIP projects totals $150,802,667. This is comprised of $110,046,416 274 Capital Improvement Program Overview continued in federal earmark funds, and $40,756,251 as the local match requirement. T3K041 – HOSKING AVENUE INTERCHANGE – This project includes the demolition of an existing overpass along State Route 99 and the construction of a full interchange with on/off-ramps to and from SR-99 at Hosking Avenue. This $21 million project is funded entirely with local funds. Operating Budget Impact - Minimal, as this project improves existing CalTrans facilities. However, the ability to enter and exit State Route 99 from this point is anticipated to reduce travel times and fuel cost for City crews providing services or working on City infrastructure in the vicinity of the new interchange. TRB117 – BELTWAY OPERATIONAL IMPROVEMENTS – This project will include improvements to existing State Route 99 and 58 facilities, including constructing additional auxiliary lanes, widening of certain off-ramps and construction of sound walls. Federal funding of $83,437,689 and local funding of $10,706,344 is budgeted for this project in FY 2014-15. Operating Budget Impact - Minimal, as this project improves existing CalTrans facilities. TRSR37 – State Route 178 Widening Construction - This project widens existing SR- 178 from Masterson Street to Miramonte Drive to four lanes with paved shoulders, and between Canteria Drive and Masterson Street to six lanes with paved shoulders. The local funding is 50% of the anticipated total local funding needed. 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. T5K201 – GOSFORD ROAD RECONSTRUCTION - As part of the on-going pavement rehabilitation program, this project will reconstruct Gosford Road from White Lane to Ming Avenue. Funding for this project includes $3,811,000 of federal funding with $555,000 of capital outlay funds. T4K217 – STREET IMPROVEMENT ON MOHAWK STREET FROM SIENA LANE TO HAGEMAN ROAD - Improvements were completed in FY 2013-14 to extend 275 Capital Improvement Program Overview continued Mohawk Street from Rosedale Highway to Siena Lane. This project improves the remaining existing roadway extends the improvements to Hageman Road and includes installation of a traffic signal at the intersection of Mohawk and Hageman. Operating Budget Impact – Upon completion, the new signal will create additional operating and maintenance costs of approximately $2,700 annually. Other Impacts to Operating Budget will be minimal. There will be additional lane lines for General Services’ staff to periodically refresh. Streets crews will have additional pavement surface to maintain; however, the need for this work will be several years away. Domestic Water Infrastructure Water Improvements: x 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. x 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. x TRRH17 – ROSEDALE HIGHWAY WATERLINE - A 16-inch diameter ductile iron water main pipeline will be installed as part of the TRIP Rosedale Highway Widening Project, from Wedding Lane to Mohawk Street. The water main will be approximately 4,800 linear feet, and will loop the City’s domestic water system so that water can flow more efficiently to achieve adequate water pressures and required fire flow within the system. Operating Budget Impact – Additional operating costs for these projects will be minor. Installation or upgrading of domestic water infrastructure will not significantly change operation and maintenance costs for the domestic water system because the City’s Operation and Maintenance Contractor (California Water Service Co.) charges a monthly flat fee per connection. Upgrading existing infrastructure will ultimately reduce certain maintenance and operating costs. 276 Capital Improvement Program Overview continued Maintenance and Construction of City Facilities Investment in City facilities is a goal of the 2014-18 CIP: x P5C123 - SILVER CREEK PLAYGROUND REHAB – This project will replace the existing original playground equipment at Silver Creek Park. x P5C124 - YOKUTS PARK PLAYGROUND REHAB - This project will replace the existing original playground equipment at Yokuts Park. x P4C132 – MESA MARIN PHASE II - This project provides for construction of improvements to the land adjacent to the south of Phase I of the Mesa Marin Sports Complex. Regional sports and community park amenities will be added to complement the existing facilities. Options considered include additional softball fields or soccer fields and additional amenities such as a skate park and additional parking. x P4C131 - STATE FARM SPORTS VILLAGE PHASE III – This project will design and construct Phase III, including the stadium field, parking areas and restrooms as identified through the Sports Village Master Plan. Prior year funds have been budgeted and carried forward to supplement the additional funding approved in FY 2014-15. x P5I004 – POLICE PROPERTY ROOM – This project will construct a new property and evidence building to consolidate the various existing storage areas and eliminate the need to continue to enter into long term leases for storage purposes. The new facility will be located on City- owned property within required distance of the Kern County Courthouse. x P5H011 - FIRE ST. 11 FACILITY IMPROVEMENTS - This project will replace certain antiquated systems at the facility, including the emergency generator and transfer switch. Other improvements will include general facility improvements such as repainting of the exterior surfaces and trim that is peeling and are damaged from exposure to elements along with repair and replacement of the original concrete walkways that are damaged due to age and previous excavation work. Operating Budget Impact – 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. The property room project will eliminate the lease costs associated with existing storage needs; however the facility will now become the City’s maintenance responsibility and incur electricity, water and other utilities costs. Maintenance costs for the Mesa Marin 277 Capital Improvement Program Overview continued facility may increase due to the new facilities. The State Farm Sports Village is maintained through agreements with local youth sports organizations, thus the operating impact is projected to be minimal for Phase III expansion. No new staffing is projected due to any of the projects listed within this section. FINANCIAL SUMMARIES The following pages contain financial summaries and additional information pertaining to the adopted 2014-2019 Capital Improvement Program Five-Year Plan. Information contained in the following tables are: x Summary by Department; x Funding Summary; and, x 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: x Address major needs such as preserving public safety, making critical capital investments and targeting maintenance and repair dollars effectively; x Sustain continued economic development for continued prosperity in the City; x Serve priorities and needs identified by the community so improvements are responsive to the needs of the public; and x Maintain a balanced budget. The Adopted 2014-2019 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 278 Capital Improvement Program Overview continued 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. 279 Ag r i c u l t u r a l a n d Do m e s t i c W a t e r F u n d s 2. 3 0 % Ca p i t a l O u t l a y F u n d 7. 7 4 % CD B G 1. 1 0 % Fe d e r a l T r a n s p o r t a t i o n Fu n d 2. 3 4 % Ga s T a x F u n d 5. 0 8 % Pa r k I m p r o v e m e n t F u n d 1. 2 3 % Ut i l i t y R o a d F u n d 3. 3 4 % Ot h e r 1. 3 8 % Se w e r E n t e r p r i s e F u n d 1. 2 9 % Th o m a s R o a d s G r a n t Fu n d i n g 60 . 1 4 % 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 14.06% 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 4 - 1 5 28 0 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 SHA Successor Housing Agency Local 392 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 Road Fund Local 316 281 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 1,059 1,060 1,061 1,061 1,061 200400600800100012001400 20092010201120122013 Se w e r L i n e s End of Calendar Year Total Miles of Sewer Lines 352 361 366 395 403 50100150200250300350400450 20092010201120122013 Si g n a l s End of Calendar Year Total Traffic Signals 1,242 1,379 1,465 1,477 1,508 400 600800 1,000 1,200 1,400 1,600 20092010201120122013 St r e e t M i l e s End of Calendar Year City Street Miles 282 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 4 - 2 0 1 9 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 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 F Y 2 0 1 8 - 1 9 Total Co m m u n i t y D e v e l o p m e n t 2, 0 0 0 , 0 0 0 $ - $ - $ - $ - $ 2 , 0 0 0 , 0 0 0 $ Fi r e 14 5 , 0 0 0 - - - - 145,000 Po l i c e 75 0 , 0 0 0 - - - - 750,000 Pu b l i c W o r k s 17 2 , 0 9 0 , 2 0 2 67 , 4 3 8 , 0 7 2 38 8 , 7 3 4 , 2 0 0 2, 1 0 0 , 0 0 0 16 , 1 0 0 , 0 0 0 646,462,474 Ra b o b a n k A r e n a / C o n ve n t i o n C e n t e r 23 5 , 5 0 0 - - - - 235,500 Re c r e a t i o n a n d P a r k s 5, 5 5 4 , 2 8 0 - - - - 5 , 5 5 4 , 2 8 0 Wa t e r R e s o u r c e s 2, 2 0 0 , 0 0 0 1 , 8 0 0 , 0 0 0 1, 7 0 0 , 0 0 0 1, 7 0 0 , 0 0 0 1, 7 0 0 , 0 0 0 9,100,000 To t a l 18 2 , 9 7 4 , 9 8 2 $ 69 , 2 3 8 , 0 7 2 $ 39 0 , 4 3 4 , 2 0 0 $ 3, 8 0 0 , 0 0 0 $ 17 , 8 0 0 , 0 0 0 $ 664,247,254$ 28 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 4 - 2 0 1 9 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 4 - 15 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 F Y 2 0 1 7 - 1 8 F Y 2 0 1 8 - 1 9 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 10 0 , 0 0 0 $ 10 0 , 0 0 0 $ 10 0 , 0 0 0 $ 10 0 , 0 0 0 $ 100,000$ 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 2 , 0 1 9 , 4 1 5 - - - - 2,019,415 CO F 3 1 1 C a p i t a l O u t l a y F u n d 14 , 1 5 7 , 9 0 0 3, 4 7 4 , 2 5 3 88 1 , 0 0 0 60 0 , 0 0 0 600,000 19,713,153 DW F 4 4 1 D o m e s t i c W a t e r F u n d 4, 1 0 0 , 0 0 0 1, 7 0 0 , 0 0 0 1, 6 0 0 , 0 0 0 1, 6 0 0 , 0 0 0 1,600,000 10,600,000 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 30 , 0 0 0 - - - - 30,000 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 4, 2 8 3 , 0 0 0 1, 4 0 0 , 0 0 9 - - - 5,683,009 GA F 4 5 1 G e n e r a l A v i a t i o n F u n d 30 0 , 0 0 0 - - - - 300,000 GT F 1 5 1 G a s T a x F u n d 9, 3 0 0 , 0 0 0 5, 5 6 0 , 0 0 0 - - - 14,860,000 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, 2 4 2 , 0 0 0 - - - - 2,242,000 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 20 0 , 0 0 0 - - - - 200,000 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 2, 3 6 5 , 0 0 0 1, 8 7 5 , 0 0 0 1, 5 0 0 , 0 0 0 1, 5 0 0 , 0 0 0 15,500,000 22,740,000 SH A 3 9 2 S u c c e s s o r H o u s i n g A g e n c y 2, 0 0 0 , 0 0 0 - - - - 2,000,000 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 25 , 7 2 3 , 3 3 5 46 , 7 5 6 , 3 5 1 29 0 , 1 9 4 , 2 8 6 - - 362,673,972 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 1 1 0 , 0 4 6 , 4 1 6 7, 3 2 8 , 9 5 9 35 , 1 5 7 , 9 1 4 - - 152,533,289 UR F 3 1 6 U t i l i t y R o a d F u n d 6, 1 0 7 , 9 1 6 1, 0 4 3 , 5 0 0 61 , 0 0 1 , 0 0 0 - - 68,152,416 To t a l 18 2 , 9 7 4 , 98 2 $ 69 , 23 8 , 0 7 2 $ 39 0 , 4 3 4 , 2 0 0 $ 3, 8 0 0 , 0 0 0 $ 17,800,000$ 664,247,254$ 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 - $ -$ 28 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 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 F Y 2 0 1 8 - 1 9 T o t a l P5 C 1 2 7 A R E N A C N T R L R M H A R D W A R E 2 C O F 3 1 1 35 , 0 0 0 $ - $ - $ - $ - $ 35,000$ P5 C 1 2 8 A R E N A C N T R L R M S O F T W A R E 2 C O F 3 1 1 39 , 0 0 0 - - - - 39,000 P5 C 1 3 0 A R E N A L I G H T E F F E C T R P L C 2 C O F 3 1 1 55 , 0 0 0 - - - - 55,000 P5 C 1 2 9 A R E N A S P A C E B T W N R E F U R B 2 C O F 3 1 1 30 , 0 0 0 - - - - 30,000 P5 C 1 2 6 A R E N A V I D E O R T R R E P L 2 C O F 3 1 1 51 , 5 0 0 - - - - 51,500 P5 C 1 3 1 A R E N A W I R E L E S S C A M U P G 2 C O F 3 1 1 25 , 0 0 0 - - - - 25,000 To t a l 23 5 , 5 0 0 $ - $ - $ - $ - $ 2 3 5 , 5 0 0 $ 28 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 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 F Y 2 0 1 8 - 1 9 T o t a l LU Z 8 0 5 C R E E K V I E W V I L L A S P H I I 2 S H A 3 9 2 2 , 0 0 0 , 0 0 0 $ - $ - $ - $ - $ 2 , 0 0 0 , 0 0 0 $ To t a l 2, 0 0 0 , 0 0 0 $ - $ - $ - $ - $ 2 , 0 0 0 , 0 0 0 $ 28 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 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 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 F Y 2 0 1 8 - 1 9 T o t a l P5 H 0 0 7 F I R E S T A 7 A P P A R A T U S D O O R 6 C O F 3 1 1 40 , 0 0 0 $ - $ - $ - $ - $ 40,000$ P5 H 0 1 1 F I R E S T A 1 1 F A C I M P R V 2 C O F 3 1 1 1 0 5 , 0 0 0 - - - - 1 0 5 , 0 0 0 To t a l 14 5 , 0 0 0 $ - $ - $ - $ - $ 1 4 5 , 0 0 0 $ 28 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 PO L I 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 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 F Y 2 0 1 8 - 1 9 T o t a l P5 I 0 0 4 P D P R O P E R T Y R O O M 2 C O F 3 1 1 7 5 0 , 0 0 0 $ - $ - $ - $ - $ 7 5 0 , 0 0 0 $ To t a l 75 0 , 0 0 0 $ - $ - $ - $ - $ 7 5 0 , 0 0 0 $ 28 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 (TR I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 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 F Y 2 0 1 8 - 1 9 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 : P5 K 2 1 8 1 8 t h & E Y E P A R K I N G C O N T L 2 C O F 3 1 1 1 2 5 , 0 0 0 $ - $ - $ - $ - $ 1 2 5 , 0 0 0 $ T5 K 2 1 3 A D A I M P G E T B U S S T O P S 1 , 2 , 3 , 4 C O F 3 1 1 5 9 9 , 0 0 0 - - - - 5 9 9 , 0 0 0 P5 K 2 0 3 A I R P R T N E T A X I / A P R N R E H A B 1 G A F 4 5 1 3 0 0 , 0 0 0 - - - - 3 0 0 , 0 0 0 P5 K 2 1 3 A N I M A L C O N T R F A C - M I S C I M P 1 C O F 3 1 1 5 0 , 0 0 0 - - - - 5 0 , 0 0 0 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 T5 K 2 1 7 B I K E L A N E S C L 2 R O U T E S C L 3 V A R I O U S C O F 3 1 1 9 3 , 0 0 0 - - - - 9 3 , 0 0 0 P5 K 2 2 0 C C T H E A T E R L I T E E N E R G U P G 2 C O F 3 1 1 1 7 0 , 0 0 0 - - - - 1 7 0 , 0 0 0 P5 K 2 0 7 F E N C E @ C H S & A N N E X P K G 2 C O F 3 1 1 1 3 , 5 0 0 - - - - 1 3 , 5 0 0 P5 K 2 1 7 F U E L N O Z Z L E - C O R P Y A R D 1 R C F 4 2 1 2 0 0 , 0 0 0 - - - - 2 0 0 , 0 0 0 T5 K 2 0 9 H S I P P E D C O U N T D N T I M E R S # 3 V A R I O U S I S T E A 1 2 1 1 7 1 , 0 0 0 - - - - 1 7 1 , 0 0 0 T5 K 2 0 9 H S I P P E D C O U N T D N T I M E R S # 3 V A R I O U S C O F 3 1 1 1 9 , 0 0 0 - - - - 1 9 , 0 0 0 P5 K 2 0 0 M L K G Y M & W E I G H T R M R E H A B 1 C D B G 1 1 1 1 0 1 , 8 5 0 - - - - 1 0 1 , 8 5 0 P5 K 2 2 1 P D H Q E N E R G Y U P G R A D E 2 C O F 3 1 1 1 0 0 , 0 0 0 - - - - 1 0 0 , 0 0 0 P5 K 2 0 1 P K G L O T L T S - K E R N R V R P K W Y 3 C O F 3 1 1 3 5 , 5 0 0 - - - - 3 5 , 5 0 0 P5 K 2 1 6 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 1 5 0 , 0 0 0 1 0 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 550,000 T5 K 2 0 1 R E CO NS T G O S F R D / W H I T E / M I N G 5 I S T E A 1 2 1 3 , 8 1 1 , 0 0 0 - - - - 3 , 8 1 1 , 0 0 0 T5 K 2 0 1 R E C O N S T G O S F R D / W H I T E / M I N G 5 C O F 3 1 1 5 5 5 , 0 0 0 - - - - 555,000 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 70 , 0 0 0 - - - - 70,000 P5 K 2 1 2 R E P L O V E R H E A D D R S V A R L O C 1 , 2 E M F 5 1 1 30 , 0 0 0 - - - - 30,000 P5 K 2 1 5 R E P L C I C E C H L L R @ R A B O B N K 2 C O F 3 1 1 2 5 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 - - 7 5 0 , 0 0 0 E5 K 2 0 4 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 T5 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 6 , 5 0 0 , 0 0 0 - - - - 6 , 5 0 0 , 0 0 0 P5 K 2 2 2 R I V R W L K P R K L T S E N E R G U P G 4 C O F 3 1 1 40 , 0 0 0 - - - - 40,000 E5 K 2 0 1 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 T5 K 2 1 8 S I D E W A L K I N S T A L L M I N G A V E 7 C O F 3 1 1 89 , 1 0 0 - - - - 89,100 T5 K 2 1 6 S I G M O D & S T I M P H & H O S K 7 C O F 3 1 1 1 3 3 , 0 0 0 39 2 , 0 0 0 - - - 5 2 5 , 0 0 0 T5 K 2 0 7 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 28 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 (TR I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 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 F Y 2 0 1 8 - 1 9 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 ) : T5 K 2 1 9 S I G M O D T R U X T U N / C O M M E R C I A 2 C O F 3 1 1 3 0 8 , 0 0 0 $ - $ - $ - $ - $ 3 0 8 , 0 0 0 $ T5 K 2 0 8 S I G N E W H A R R I S / M T N V I S T A 5 I S T E A 1 2 1 3 0 1 , 0 0 0 - - - - 3 0 1 , 0 0 0 T5 K 2 0 8 S I G N E W H A R R I S / M T N V I S T A 5 C O F 3 1 1 3 9 , 0 0 0 - - - - 3 9 , 0 0 0 T5 K 2 0 2 S T I M P B E R K S H I R E W I B L E 7 C O F 3 1 1 2 1 9 , 0 0 0 - - - - 2 1 9 , 0 0 0 T5 K 2 0 3 S T I M P B R I M H A L L / C A L A M I T Y 4 T D F 3 3 1 2 6 9 , 0 0 0 - - - - 2 6 9 , 0 0 0 T5 K 2 0 3 S T I M P B R I M H A L L / C A L A M I T Y 4 S E F 4 1 2 4 0 , 0 0 0 - - - - 4 0 , 0 0 0 T5 K 2 0 5 S T I M P E A S T C A L I F O R N I A 1 C D B G 1 1 1 8 5 3 , 6 9 3 - - - - 8 5 3 , 6 9 3 T5 K 2 1 4 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 T5 K 2 0 6 S T I M P L A K E S T , U N I O N - T U L A 2 C D B G 1 1 1 6 5 1 , 5 9 2 - - - - 6 5 1 , 5 9 2 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 3 T D F 3 3 1 1 , 4 4 0 , 0 0 0 - - - - 1 , 4 4 0 , 0 0 0 T5 K 2 1 2 S T I M P P A N A M A G O S F O R D / A S H 6 T D F 3 3 1 1 5 7 , 0 0 0 9 5 3 , 0 0 0 - - - 1 , 1 1 0 , 0 0 0 T5 K 2 0 4 S T I M P P A N A M A / M T V I S T A / R V 5 T D F 3 3 1 7 7 , 0 0 0 4 6 5 , 0 0 0 - - - 5 4 2 , 0 0 0 T5 K 2 1 1 S T I M P P A N A M A O L R V R / G O S F D 5 T D F 3 3 1 1 6 5 , 0 0 0 1 , 2 6 7 , 0 0 0 - - - 1 , 4 3 2 , 0 0 0 P5 K 2 2 3 S T L I G H T : S O U T H P S T R E E T 1 C O F 3 1 1 1 2 , 3 0 0 1 2 5 , 1 0 0 - - - 1 3 7 , 4 0 0 P5 K 2 1 4 S T L T D O W N T W N E N E R G Y U P G 2 C O F 3 1 1 3 5 0 , 0 0 0 - - - 350,000 P5 K 2 1 1 S T L T W OOD P O L E T E S T / I N S P V A R I O U S C O F 3 1 1 31 , 0 0 0 31 , 0 0 0 31 , 0 0 0 - 93,000 E4 K 1 0 3 S T O R M D R A I N I M P R O V T R 5 1 3 0 3 S E F 4 1 2 2 5 5 , 0 0 0 - - - - 2 5 5 , 0 0 0 P5 K 2 0 4 S T R E E T L I T E S @ S C H E S T E R 1 CO F 3 1 1 1 2 1 , 0 0 0 - - - - 1 2 1 , 0 0 0 E5 K 2 0 3 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 P5 K 2 1 9 W W T P E N E R G Y U P G R A D E 1 & 6 S E F 4 1 2 2 5 0 , 0 0 0 - - - - 2 5 0 , 0 0 0 E5 K 2 0 2 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 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 1,250,000 E5 K 2 0 2 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 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 1,250,000 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 21 , 2 8 7 , 5 3 5 $ 5, 0 8 3 , 1 0 0 $ 2, 4 7 2 , 0 0 0 $ 1, 6 0 0 , 0 0 0 $ 1, 6 0 0 , 0 0 0 $ 32,042,635$ 29 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 (TR I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 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 F Y 2 0 1 8 - 1 9 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 : PZ K 2 0 8 A D A T R A N S I T I O N ; M I S C P R O J E V A R I O U S C O F 3 1 1 - $ 5 0 0 , 0 0 0 $ 5 0 0 , 0 0 0 $ 5 0 0 , 0 0 0 $ 5 0 0 , 0 0 0 $ 2 , 0 0 0 , 0 0 0 $ EZ K 2 1 1 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 TZ K 2 4 8 D O W N T O W N L I T E S 1 9 T H / E Y E 2 C O F 3 1 1 - 6 0 8 , 0 0 0 - - - 6 0 8 , 0 0 0 PZ K 2 0 9 E M E R G E N E R A T O R @ C H N 2 C O F 3 1 1 - 3 6 0 , 0 0 0 - - - 3 6 0 , 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 1 4 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 TZ K 2 4 2 I N T E R S C T I M P M O H A W K / T O W E R 2 I S T E A 1 2 1 - 4 2 9 , 4 5 5 - - - 4 2 9 , 4 5 5 TZ K 2 4 2 I N T E R S C T I M P M O H A W K / T O W E R 2 T D F 3 3 1 - 5 5 , 6 4 5 - - - 5 5 , 6 4 5 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 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 - 4 0 , 0 0 0 - - - 4 0 , 0 0 0 EZ K 2 1 3 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 PZ K 2 1 0 R E P L C E H V A C @ C H N 2 C O F 3 1 1 - 4 2 0 , 0 0 0 - - - 4 2 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 TZ K 2 4 0 S I G N E W S N O W/J E W E T T A 4 I S T E A 1 2 1 - 2 2 3 , 5 3 8 - - - 2 2 3 , 5 3 8 TZ K 2 4 0 S I G N E W S N O W / J E W E T T A 4 T D F 3 3 1 - 28 , 9 6 2 - - - 28,962 TZ K 2 4 1 S I G N E W S N O W / N O R R I S 4 I S T E A 1 2 1 - 2 9 8 , 1 6 9 - - - 2 9 8 , 1 6 9 TZ K 2 4 1 S I G N E W S N O W / N O R R I S 4 T D F 3 3 1 - 38 , 6 3 1 - - - 38,631 T8 K 1 2 7 S T I M P N E B R I M H L L / R E N F R O 4 T D F 3 3 1 - 5 0 9 , 0 0 0 - - - 5 0 9 , 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 TZ K 2 4 3 T R S I G I N T E R C S T O C K D A L E 4 I S T E A 1 2 1 - 4 4 8 , 8 4 7 - - - 4 4 8 , 8 4 7 TZ K 2 4 3 T R S I G I N T E R C S T O C K D A L E 4 C O F 3 1 1 - 58 , 1 5 3 - - - 58,153 EZ K 2 1 5 W W T P # 4 L A N D A C 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 1 , 6 0 3 , 4 0 0 $ 50 0 , 0 0 0 $ 50 0 , 0 0 0 $ 14 , 5 0 0 , 0 0 0 $ 27,103,400$ 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 21 , 2 8 7 , 5 3 5 $ 16 , 6 8 6 , 5 0 0 $ 2, 9 7 2 , 0 0 0 $ 2, 1 0 0 , 0 0 0 $ 16 , 1 0 0 , 0 0 0 $ 59,146,035$ 29 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 PUBL I C W ORK 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 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 F Y 2 0 1 8 - 1 9 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 B I 1 7 B E L T W A Y O P I M P - C O N S T 2 T R I P 1 2 6 8 3 , 4 3 7 , 6 8 9 $ - $ - $ - $ - $ 8 3 , 4 3 7 , 6 8 9 $ TR B I 1 7 B E L T W A Y O P I M P - C O N S T 2 T D F 3 3 5 1 0 , 7 0 6 , 3 4 4 1 0 , 7 0 6 , 3 4 4 - - - 2 1 , 4 1 2 , 6 8 8 T3 K 0 4 1 B R G C O N S T , H O S K I N G A T 9 9 7 G T F 1 5 1 9 , 3 0 0 , 0 0 0 - - - - 9 , 3 0 0 , 0 0 0 T3 K 0 4 1 B R G C O N S T , H O S K I N G A T 9 9 7 U R F 3 1 6 4 , 7 0 0 , 0 0 0 - - - - 4 , 7 0 0 , 0 0 0 T3 K 0 4 1 B R G C O N S T , H O S K I N G A T 9 9 7 T D F 3 3 5 7 , 0 0 0 , 0 0 0 - - - - 7 , 0 0 0 , 0 0 0 TR C C 3 4 H A G E M A N F L Y O V E R R O W 3 T R I P 1 2 5 1 , 7 2 9 , 9 8 7 - - - - 1 , 7 2 9 , 9 8 7 TR C C 3 4 H A G E M A N F L Y O V E R R O W 3 U R F 3 1 6 2 2 4 , 1 3 8 - - - - 2 2 4 , 1 3 8 TR C C 3 5 H A G E M A N F L Y O V E R U T I L I T I E S 3 T R I P 1 2 5 1 , 0 8 2 , 7 2 2 - - - - 1 , 0 8 2 , 7 2 2 TR C C 3 5 H A G E M A N F L Y O V E R U T I L I T I E S 3 U R F 3 1 6 1 4 0 , 2 7 8 - - - - 1 4 0 , 2 7 8 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 * 3 & 4 D W F 4 4 1 2 , 0 0 0 , 0 0 0 - - - - 2 , 0 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 R I P 1 2 2 1 5 , 7 1 6 , 0 1 8 - - - - 1 5 , 7 1 6 , 0 1 8 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 5 , 6 4 1 , 9 9 1 5 , 6 4 1 , 9 9 1 - - - 1 1 , 2 8 3 , 9 8 2 TR W P 7 7 W S P O P E R A T I O N A L I M P R M N T 2 T R I P 1 2 6 8 , 0 8 0 , 0 0 0 - - - - 8 , 0 8 0 , 0 0 0 TR W P 7 7 W S P O P E R A T I O N A L I M P R M N T 2 U R F 3 1 6 1 , 0 4 3 , 5 0 0 1 , 0 4 3 , 5 0 0 - - - 2 , 0 8 7 , 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 15 0 , 8 0 2 , 6 6 7 $ 17 , 3 9 1 , 8 3 5 $ - $ - $ - $ 1 6 8 , 1 9 4 , 5 0 2 $ Fu t u re 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 R I P 1 2 4 - $ 7 , 3 2 8 , 9 5 9 $ - $ - $ - $ 7 , 3 2 8 , 9 5 9 $ 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 5 , 4 7 1 , 0 4 1 - - - 2 5 , 4 7 1 , 0 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 R I P 1 2 5 - - 3 5 , 1 5 7 , 9 1 4 - - 3 5 , 1 5 7 , 9 1 4 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 , 0 0 1 , 0 0 0 - - 6 1 , 0 0 1 , 0 0 0 TR C C 1 7 C E N T E N N I A L C O R R - C O N S T 2 T D F 3 3 5 - - 2 2 9 , 1 2 1 , 0 8 6 - - 2 2 9 , 1 2 1 , 0 8 6 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 55 9 , 7 3 7 - - - 5 5 9 , 7 3 7 TR C C 3 7 H A G E M A N F L Y O V E R C O N S T 3 T D F 3 3 5 - - 6 0 , 4 8 2 , 2 0 0 - - 6 0 , 4 8 2 , 2 0 0 To t a l F u t u r e Y e a r P r o p o s e d P r o j e c t s - $ 3 3 , 3 5 9 , 7 3 7 $ 38 5 , 7 6 2 , 2 0 0 $ - $ - $ 4 1 9 , 1 2 1 , 9 3 7 $ 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 15 0 , 8 0 2 , 6 6 7 $ 50 , 7 5 1 , 5 7 2 $ 38 5 , 7 6 2 , 2 0 0 $ - $ - $ 5 8 7 , 3 1 6 , 4 3 9 $ * F o r C i t y ' s w a t e r l i n e o n R o s e d a l e H i g h w a y - w i l l b e p a r t o f T R I P R o s e d a l e H i g h w a y W i d e n i n g P r o j e c t 29 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 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 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 F Y 2 0 1 8 - 1 9 T o t a l P5 C 1 2 1 J E F F E R S O N P K S H A D E 2 C D B G 1 1 1 54 , 2 8 0 $ - $ - $ - $ - $ 54,280$ P5 C 1 2 2 M C M U R T R E Y S L I D E R E H A B 2 P I F 3 2 1 1 5 0 , 0 0 0 - - - - 1 5 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 C O F 3 1 1 1 , 9 0 0 , 0 0 0 - - - - 1 , 9 0 0 , 0 0 0 P5 C 1 2 0 P L A N Z P K R E S T R O O M 1 C D B G 1 1 1 3 5 8 , 0 0 0 - - - - 3 5 8 , 0 0 0 P5 C 1 2 5 P L A Y G R N D S A F E T Y S U R F A C I N G V A R I O U S P I F 3 2 1 1 6 7 , 0 0 0 - - - - 1 6 7 , 0 0 0 P5 C 1 2 3 S I L V E R C R E E K P L G R N D R E H A B 6 P I F 3 2 1 3 4 2 , 0 0 0 - - - - 3 4 2 , 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 C O F 3 1 1 1 , 0 0 0 , 0 0 0 - - - - 1 , 0 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 1 , 2 5 0 , 0 0 0 - - - - 1 , 2 5 0 , 0 0 0 P5 C 1 2 4 Y O K U T S P L G R N D R E H A B 2 P I F 3 2 1 3 3 3 , 0 0 0 - - - - 3 3 3 , 0 0 0 To t a l 5, 5 5 4 , 2 8 0 $ - $ - $ - $ - $ 5 , 5 5 4 , 2 8 0 $ 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 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 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 F Y 2 0 1 8 - 1 9 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 V A R I O U S A W F 4 3 1 60 , 0 0 0 $ 60 , 0 0 0 $ 60 , 0 0 0 $ 60 , 0 0 0 $ 60 , 0 0 0 $ 300,000$ E5 J 1 0 2 P U M P S T A T I O N U P G R A D E S 4, 6 D W F 4 4 1 2 5 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 1,250,000 P6 J 0 0 1 R O A D B A S E VA R I O U S A W F 4 3 1 40 , 0 0 0 40 , 0 0 0 40 , 0 0 0 40 , 0 0 0 40 , 0 0 0 200,000 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 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 E2 J 2 0 2 W E L L C O L U M N E X T E N S I O N S 4, 5 , 6 D W F 4 4 1 1 0 0 , 0 0 0 10 0 , 0 0 0 - - - 2 0 0 , 0 0 0 E1 J 1 0 2 :( / / + ( $ ' ¬ ) $ & , / 8 3 * 5 $ ' ( 6 4, 6 D W F 4 4 1 3 0 0 , 0 0 0 30 0 , 0 0 0 30 0 , 0 0 0 30 0 , 0 0 0 30 0 , 0 0 0 1,500,000 To t a l 2, 2 0 0 , 0 0 0 $ 1, 8 0 0 , 0 0 0 $ 1, 7 0 0 , 0 0 0 $ 1, 7 0 0 , 0 0 0 $ 1, 7 0 0 , 0 0 0 $ 9,100,000$ 29 4 Appendices The appendices section of the budget document includes the City Council Goals & Guiding Principles updated in April 2014. 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 296 City Budget Process 334 Operating Budget 336 Basis of Accounting and Budgeting 337 Investment Policy 339 Budget Amendment Process 340 LIST OF EXHIBITS City Council Ward Boundaries Map 310 Miscellaneous Statistics 311 Miscellaneous Statistics Graphs 312 Governmental Activities Tax Revenue by Source 313 Principal Property Taxpayers 314 Assessed Value of Taxable Property (Table) 315 Assessed Value of Taxable Property (Graphs) 316 Sales Tax Revenue Payers by Industry 317 Demographic and Economic Statistics 318 Property Value and Construction 319 Operating Indicators by Function 320 Capital Asset Statistics by Function 321 Personnel Complement by Division 322 Salary Schedule 324 Budget Calendar 335 295 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. CITY OF BAKERSFIELD CITY COUNCIL GOALS Adopted May 21, 2014 GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES GOAL 1.1: DEVISE A 5-YEAR STRATEGIC PLAN ADDRESSING PUBLIC SAFETY NEEDS THAT ARE NECESSARY TO ACHIEVE AN AVERAGE RESPONSE TIME WHEN CITIZENS CALL FOR SERVICE. Target Actions to Meet Goal: 1. Continue to work with and provide support to the International Association of Chiefs of Police to complete the strategic operational analysis of the Police Department. The study is anticipated to produce practical, prioritized recommendations to improve the effectiveness and productivity of police services, including improving response times, prioritization of calls for service, officer recruitment and retention and use of technology.(Target date for completion of IACP analysis: Mid-2014) GOAL 1.2: 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 additional 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. Meet recruitment and hiring goals to ensure that all vacant positions are filled. 3. Pursue and coordinate Homeland Security programs and facilitate information sharing with state and federal agencies regarding regional security concerns. 4. 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. 296 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. 5. Work with Kern County Sheriff’s Office, Bakersfield Safe Streets Partnerships (BSSP) 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. 6. Promote park safety by utilizing traditional police patrol, specialized park patrol, and video technology. 7. 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. Utilize the resources of Crime Prevention and the Schools Resource Officer Program to proactively work with neighborhoods, commercial areas and schools to make individuals and property less attractive to the criminal element. 8. 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. 9. 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. 10. Effectively use Crimeview mapping system to improve traffic safety efforts by the BPD through identifying problem areas with high collision rates, developing action plans for collision reduction and improved safety for motorists, bicyclists, and pedestrians and evaluation of results while working with City Traffic Engineering to improve overall roadway safety. 11. Proactively promote new Neighborhood Watch programs and encourage continued participation from neighborhood residents after the programs are established. GOAL 1.3: 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; conduct research on residential/commercial build-out, population statistics and funding. Implement new station development plans (Pursuant to Joint Powers Agreement with County, including funding the construction and staffing of Stations #12, #16, and #18.) 2. Reduce fire deaths, injuries, and losses through fire suppression services, education, and prevention awareness programs administered through direct contact with the community, service organizations, educational facilities, non-profit groups, the media, and other private sector entities. 3. Maintain Fire Department deployment, service, and staffing levels through strategic planning and forecasting. Maintain awareness of service trends via the standards of the National Fire Protection Association and Occupational Safety and Health 297 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. Administration, and National Institute for Occupational Safety and Health recommendations. 4. Improve and maintain Fire Department emergency response capacity through continued use of various federal and state funding streams, including AFG, MMRS, UASI, SHSGP, SAFER, and FPS. Investigate other non-traditional funding streams relative to Fire Department priorities and competitiveness. 5. Improve and maintain Fire Department disaster and major emergency response capabilities, including the Fire Department Operations Center, grant-funded communications improvement and upgrades, policy and protocol revisions, and ongoing department-wide major emergency operations planning and training. 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. 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. Complete construction of Westside Parkway Phases 6c. Phases 1, 2, 4, 6a, and 6b have been completed and opened to traffic. b. Complete construction of the State Route 178 and Morning Drive Interchange Project (complete construction mid-2015); c. Complete final design and land acquisition for construction of the State Route 178 Widening Project (begin construction late 2014). 298 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. d. Complete final design and land acquisition for the Rosedale Highway Widening Project (begin construction late 2014). e. Complete land acquisition, and final design work for the 24th Street Improvements Project (environmental completed early 2014; begin construction smid-2015). f. Complete land acquisition and final design work for the Beltway Operational Improvement Project (environmental completed early 2014; begin construction late 2014). g. Complete environmental, land acquisition and final design work for the Hageman Flyover Project (complete final environmental document and begin final design and land acquisition mid-2014). h. Complete environmental, land acquisition, and final design work for the Centennial Corridor Project (begin construction 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: AS THE CITY CONTINUES TO TRANSITION THROUGH THE TRIP CAPITAL PROJECTS, THE CITY COUNCIL HAS A STRONG DESIRE TO MAINTAIN OR EXCEED HISTORIC LEVELS OF SUPPORT FOR STREET MAINTENANCE, RESURFACING, AND ROAD CONSTRUCTION PROJECTS FOR ALL RELATED PURPOSES, INCLUDING SUPPORT OF THE BICYCLE TRANSPORTATION PLAN. Target Actions to Meet Goal: 1. Implement a long term program to maintain and improve the condition of City streets in a method that supports the Complete Streets Policy and the Bakersfield Bicycle Transportation Plan. GOAL 2.4: IMPLEMENT THE CONSTRUCTION OF THE WESTSIDE PARKWAY AS PROMPTLY AS POSSIBLE. Target Actions to Meet Goal: 1. Westside Parkway construction from Allen Road to Stockdale Highway/Heath Road, Phase 6c (Target Completion Date: November 2014). GOAL 2.5 PURSUE CONSTRUCTION FUNDING FOR THE SR 99/HOSKING ROAD INTERCHANGE 1. Complete environmental, land acquisition, and final design work for the Hosking Avenue at SR-99 Interchange Project (begin construction Fall 2014). 299 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. GOAL 2.6: 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. Pursue a “Bicycle Friendly Community” status from the League of American Bicyclists. 4. 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. Incorporate bicycle racks at City parks, as needed. A Bicycle Transportation Plan was adopted in November 2013 that will qualify for funding through Caltrans’ Bicycle Transportation Account to enhance and/or construct new bicycle facilities. 5. Pursue other available grant funding to continue bicycle transportation planning in furtherance of the adopted Bicycle Transportation Plan. 6. Seek legislative assistance to make possible the installation of multi-use trails along canal corridors, including the South H Street corridor from Taft Highway to Belle Terrace and the Friant Kern Canal corridor from the Kern River Channel to 7th Standard Road, in addition to the identification of funding sources and design and construction issues. 7. 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/AB 1484 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. 300 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. 2. Encourage the use of trees and flowers, lighting, street furniture, 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. Pursue creation of identifiable districts within the downtown - arts, education, theater, government, finance, etc. 5. Encourage quality downtown housing developments which bring families to the downtown area. 6. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives. 7. Ensure that the future freeway system provides ample and easy access to the downtown area. 8. 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. 9. 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. 10. Complete the projects listed on the Enforceable Obligation Payment Schedule related to the new State laws governing the cessation of redevelopment agency projects. 11. Work to continue the redevelopment and revitalization of downtown Bakersfield, Old Town Kern, Southeast Bakersfield, and the 34th Street corridor with the loss of community redevelopment funding. Examine new funding and financing options, available incentive programs, methods to encourage and promote mixed use and residential projects, methods to improve the public realm, such as lighting, landscaping, signage, and streetscapes. Work collaboratively with other community entities. 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. 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. 301 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. GOAL 3.3: ENCOURAGE HOUSING AND MIXED USE DEVELOPMENT PROJECTS. Target Actions to Meet Goal: 1. Promote mixed use development that includes landscaping and innovative urban design elements, urban housing, restaurants, retail and other commercial uses. 2. Complete the mixed use development on Baker and Kentucky Streets. (Target Completion Date: 2015). 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 207 residential units will be developed as follows: a. 19th Street Plaza - 67 Senior apartment units and parking structure. (Target Completion Date: 2015) b. Creekview Villas - 36 upscale townhomes. Phase 1: 14 units completed in 2012 and currently available for sale. Future phases: 22 units (Target Completion Date: will depend on Phase 1 sales and market conditions.) c. Mill Creek Courtyard - 62 units (Target Completion Date: 2015) d. 20th Street Senior Apartments - 56 units (Target Completion Date: 2015) 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. Continue using various strategies to reduce conversion of prime agricultural land for urban development. 302 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. 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. Develop and implement an economic development program, focusing on areas including industrial areas near the Bakersfield Municipal Airpark and the Highway 58 corridor in southeast Bakersfield. The program will include identification and promotion of appropriate incentives, assistance with site identification and selection, and active recruitment of investors, developers and businesses. GOAL 4.2: PROVIDE FOR AND PROTECT THE CITY’S WATER SUPPLY. Target Actions to Meet Goal: 1. Vigorously defend against any potential threats to the City’s water supply and water rights. 2. Provide for future growth and water demands by planning for water facilities in advance of development. Periodic update of Urban Water Management Plan in progress. (Target Completion Date: 2014) 3. Pursue opportunities to increase the water supply available to the City. 4. Implement expansion of Maxi-Com System in 18 City parks with grant funding received in February, 2013. 5. Participate in hearings through the State Water Resources Control Board to obtain rights to unappropriated Kern River water. 6. Actively promote water conservation to the residents of Bakersfield. 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 available funding sources, community planning efforts, and other available revitalization tools. 3. Streamline processes and provide incentives for first time homebuyers in targeted and economically challenged areas, including the Parkview Cottages and Creekview Villa projects. 303 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. 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. Examine methods to encourage and support development in the area of the Bakersfield Municipal Airport. 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. GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE GOAL 5.1: ENHANCE ECONOMIC DEVELOPMENT OPPORTUNITIES. Target Actions to Meet Goal: 1. Continue to streamline processes for establishing and/or retaining businesses. 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 and agricultural 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 areas for revitalization and economic enhancement. 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. 304 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. 7. Continue to enhance the Community Development website with updated demographic and economic information for Bakersfield. 8. Collaborate with local and regional economic development organizations to cooperatively promote local job/business creation and retention. 9 Continue to promote Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax (TOT) and Sales Tax revenues. 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 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 future community gardens, with identification of adequate financial resources and community support for long-term sustainability. 3. Continue efforts to enhance the city’s urban forest by promoting the planting, proper care and maintenance of trees throughout the city. 4. Continue efforts to keep the Kern River bed and other City-owned land free from illegal encampments that create unsightly appearances and fire and safety hazards. 5. Continue to pursue an aggressive and proactive program to control and maintain the condition and appearance of abandoned homes and buildings and abate the presence of illegal tenants from such buildings. GOAL 6.2: PROVIDE QUALITY RECREATIONAL FACILITIES AND PROGRAMS. Target Actions to Meet Goal: 1. Facilitate development and encourage corporate capital investments towards cultural and recreational facilities, including the use of grants, contributions, in-kind services and other unique or appropriate one-time funding sources which may become available, while limiting the use of General Fund revenues for such capital construction. Such facilities would include a performing and cultural arts center; community recreation buildings; aquatics facilities; and a multi-purpose stadium. 2. Continue to attain National Recreation and Park Association (NRPA) Accreditation to enhance, promote and foster community image. (Accreditation was renewed in 2013.) 3. Continue the operation of existing City swimming pools in a safe and cost effective manner. 305 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. GOAL 6.3: CONSTRUCT NEW RECREATIONAL AND CULTURAL FACILITIES. Target Actions to Meet Goal: 1. Complete design for State Farm Sports Village, Phase 3, and begin construction on the stadium fields and potential park areas. (Target Completion Date: Spring 2015). 2. Complete design for the Mesa Marin Sports Complex, Phase 2, and begin construction of 2 additional softball fields, restroom and playground. (Target Completion Date: 2015). 3. Complete and open the Planz Park Skate Park (Target Completion Date: Mid-2014.) 4. Begin design of Wilson Park Spray Park (Target Completion for Design: 2014). 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. Complete the Solid Waste phased expansion of the recycling program to include universal recycling for residential service and new options for the commercial recycling program, which began in 2013. 2. Continue outreach to restaurants to increase food waste recycling through the City’s award-winning compost facility, adding to the citywide school cafeteria program. 3. Explore ways to improve the composting facility to save water, energy, and labor. 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 and to take full advantage of any and all opportunities to reduce and eliminate unfunded liabilities. 306 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. 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. 8. To solicit sponsorships when appropriate, for special events, family recreation opportunities, and concerts. 307 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. City of Bakersfield - Guiding Principles In addition to the City Council Goals, the City of Bakersfield recognizes the following guiding principles in providing public services to the Citizens of Bakersfield: x 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. x To foster a “cut-as-you-go” policy, implementing spending offsets to cover the expenses of new programs whenever possible. x To recognize that pension costs are a large percentage of the General Fund and to therefore pursue fiscal policies which prudently govern such costs. x 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. x To attract and foster a qualified workforce by creating an environment that encourages employees to achieve and provide quality customer service. x 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. x Continue to implement cultural diversity in all aspects of the employment process. x Provide safe working conditions and train employees in sound safety practices. x Improve city government communications which promote a positive image of the City’s projects, programs and accomplishments. x Continue enhancement to the public communications process, including use of television broadcasts and other technical advancements as they become available 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. x 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. x 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. x Work with the County to provide efficient government services for metropolitan area which reduce the duplication of public services. x Research, evaluate and implement emerging technologies which would enhance the provision of City services by making them more effective and efficient. x Explore new or alternative funding mechanisms, including the pursuit of grant funding for constructing and staffing new programs and facilities. 308 City Council Goals – Adopted 05/21/14 Note: Goals without target completion dates are ongoing. x Continue to provide consistent urban services within the metropolitan area defined by the City’s General Plan. x 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. x Maintain, replace and protect the City’s infrastructure (i.e. streets, storm drains, sewer lines, canal crossings, buildings, structures and facilities, parks, etc.) x 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. x 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 31 0 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (2013) 359,221 CITY EMPLOYEES/1,000 4.16 AREA (2013) 150.01 sq. mi. MILES OF STREETS (2013) 1,508 MILES OF STORM DRAINS (2013) 263 NUMBER OF TRAFFIC SIGNALS (2013) 403 MILES OF SANITARY SEWERS (2013) 1,061 NUMBER OF PARKS AND ACREAGE (2013) 59 PARKS (568 ac.) Prepared by the City Manager’s Office 311 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 137.62 143.6 149.7 150 150 0255075100125150175 20092010201120122013Sq u a r e M i l e s End of Calendar Year City Square Miles 333,719 347,483 351,443 354,480 359,221 50,000 100,000 150,000 200,000 250,000 300,000350,000 400,000 20092010201120122013 Po p u l a t i o n End of Calendar Year Annual Population Growth 4.32 4.15 4.10 4.16 4.16 0 1 2 3 4 5 6 20092010201120122013 Em p l o y e e s End of Calendar Year City Employees per 1,000 Population 312 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 4 - 1 5 GO V E R N M E N T A L A C T I V I T I E S T A X R E V E N U E S B Y S O U R C E LA S T S I X F I S C A L Y E A R S Fi s c a l Y e a r Ge n e r a l Pr o p e r t y T a x e s Sa l e s a n d U s e Ta x e s Tr a n s i e n t O c c u p a n c y Ta x e s Bu s i n e s s Li c e n s e T a x e s Ut i l i t y Fr a n c h i s e Ta x e s In - L i e u a n d Ot h e r T a x e s Total Taxes 20 0 7 6 2 , 3 2 4 , 0 7 6 * 6 8 , 3 6 7 , 2 5 1 7 , 9 5 4 , 2 2 8 3 , 4 0 4 , 7 1 2 4 , 9 7 0 , 1 5 8 4 , 0 4 7 , 0 0 2 1 5 1 , 0 6 7 , 4 2 7 20 0 8 7 1 , 6 5 5 , 5 8 5 * 6 3 , 4 1 5 , 3 5 7 7 , 7 4 9 , 5 3 1 3, 3 3 1 , 0 6 4 4 , 9 0 4 , 7 1 7 3 , 1 9 3 , 1 6 2 1 5 4 , 2 4 9 , 4 1 6 20 0 9 7 0 , 8 6 9 , 2 8 5 * 5 6 , 6 1 5 , 4 2 8 7 , 1 4 4 , 7 1 8 3, 8 9 9 , 8 4 1 5 , 4 8 7 , 8 7 1 3 , 1 3 6 , 1 9 2 1 4 7 , 1 5 3 , 3 3 5 20 1 0 5 7 , 1 8 5 , 4 3 3 * 5 0 , 6 6 4 , 3 3 3 6 , 4 9 3 , 7 0 2 3, 17 3 , 5 1 4 9 , 2 8 8 , 6 1 4 * * 1 , 9 1 0 , 7 1 9 1 2 8 , 7 1 6 , 3 1 5 20 1 1 6 2 , 8 8 9 , 3 4 1 * 5 5 , 2 8 1 , 8 9 7 6 , 8 5 1 , 8 6 9 3, 41 5 , 3 5 1 1 0 , 0 8 3 , 7 0 5 * * 7 2 8 , 7 1 5 1 3 9 , 2 5 0 , 8 7 8 20 1 2 6 0 , 1 1 7 , 2 0 0 * 6 7 , 6 4 2 , 7 9 5 7 , 8 2 7 , 7 9 2 3, 31 2 , 4 8 5 1 0 , 8 7 5 , 0 0 0 * * 9 0 0 , 0 0 0 1 5 0 , 6 7 5 , 2 7 2 20 1 3 6 5 , 6 9 6 , 9 5 7 * 7 0 , 4 1 8 , 0 2 8 8 , 2 7 4 , 2 4 0 3, 37 2 , 9 7 2 1 0 , 7 3 3 , 7 9 8 * * 1 , 0 3 4 , 1 1 9 1 5 9 , 5 3 0 , 1 1 4 So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 3 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : * I n c l u d e s V L F T r i p l e F l i p t a x r e v e n u e . ** I n c l u d e s P G & E U t i l i t y S u r c h a r g e r e v e n u e s . 31 3 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 4 - 1 5 PR I N C I P A L P R O P E R T Y T A X P A Y E R S CU R R E N T Y E A R A N D N I N E Y E A R S A G O Ta x p a y e r As s e s s e d V a l u a t i o n 20 0 4 Ra n k % o f T o t a l AV As s e s s e d V a l u a t i o n 20 1 3 Rank% of Total AV Ne s t l e H o l d i n g s I n c 19 7 , 0 1 6 , 0 9 4 $ 1 0.91% Ba k e r s f i e l d M a l l L L C 1 1 5 , 6 2 0 , 8 8 7 $ 1 0 . 9 0 % Ch e v r o n U S A I n c . 3 5 , 4 2 9 , 6 4 7 1 0 0 . 2 8 % 1 8 4 , 0 4 7 , 2 9 5 2 0.85% Ca l i f o r n i a W a t e r S e r v i c e C o m p a n y 5 6 , 5 2 8 , 0 0 8 6 0 . 4 4 % 1 4 4 , 0 0 4 , 8 2 9 3 0.66% Do n a h u e S c h r i b e r R e a l t y G r o u p L L P 6 2 , 6 7 7 , 0 0 0 1 0 0.29% Wa l M a r t R e a l E s t a t e B S N S T r u s t 89 , 7 3 0 , 1 3 5 5 0.41% Ca s t l e & C o o k C o m m . I n c . 7 9 , 7 6 3 , 6 0 7 $ 2 0 . 6 2 % Ca s t l e & C o o k C A I n c . 7 0 , 8 0 9 , 2 9 3 $ 3 0 . 5 5 % 7 3 , 5 8 0 , 9 2 5 7 0.34% St a t e F a r m I n s u r a n c e C o m p a n y 6 3 , 4 9 0 , 0 5 0 5 0 . 4 9 % 6 9 , 3 1 9 , 9 9 7 9 0.32% Ka i s e r F o u n d a t i o n H e a l t h P l a n I n c . 4 1 , 7 3 4 , 5 3 3 9 7 2 , 6 7 4 , 4 1 4 8 0.34% Ic e C r e a m P a r t n e r s U S A 6 6 , 6 5 6 , 8 2 0 4 0 . 5 2 % Be a r M o u n t a i n L i m i t e d 5 3 , 8 0 4 , 0 4 1 7 0 . 4 2 % He a r t H o s p i t a l o f B a k e r s f i e l d 4 8 , 1 0 7 , 6 3 7 $ 8 0 . 3 7 % Va l l e y P l a z a M a l l L P 12 2 , 5 1 8 , 7 6 8 4 0.56% BL C G l e n w o o d G a r d e n s A L L P 81 , 2 8 3 , 4 6 1 $ 6 0.37% To t a l t a x a b l e a s s e s s e d v a l u e o f t e n ( 1 0 ) la r g e s t t a x p a y e r s 63 1 , 9 4 4 , 5 2 3 $ 4 . 9 1 % 1 , 0 9 6 , 8 5 2 , 9 1 8 $ 5 . 0 6 % To t a l t a x a b l e a s s e s s e d v a l u e o f o t h e r ta x p a y e r s 12 , 2 4 5 , 6 4 1 , 4 0 7 9 5 . 0 9 % 2 0 , 5 9 4 , 1 9 5 , 0 2 5 9 4 . 9 4 % Total tax a bl e a s s e s s e d v a lue o f al l t a x p a y e r s 12 , 8 7 7 , 5 8 5 , 9 3 0 $ 1 0 0 . 0 0 % 2 1 , 6 9 1 , 0 4 7 , 9 4 3 $ 1 0 0 . 0 0 % So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 3 C o mp r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t Th e t e n l a r g e s t t a x p a y e r s c o m p r i s e 5 . 0 6 % o f t h e Ci t y ' s 2 0 1 2 - 1 3 o v e r a l l t a x a b l e a s s e s s e d v a l u e o f $ 2 1 . 6 bi l l i o n . 31 4 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 4 - 1 5 AS S E S S E D V A L U E O F T A X A B L E P R O P E R T Y LA S T S I X F I S C A L Y E A R S Fi s c a l Ye a r Re s i d e n t i a l Pr o p e r t y Co m m e r c i a l Pr o p e r t y Ot h e r U n s e c u r e d Le s s : T a x Ex e m p t R e a l Pr o per t y To t a l T a x a b l e As s e s s e d Va l u e 20 0 7 1 5 , 3 7 1 , 2 9 1 3 , 1 0 4 , 1 1 0 2 , 6 5 5 , 4 0 2 6 3 1 , 4 5 2 8 1 6 , 6 8 4 2 0 , 9 4 5 , 5 7 1 20 0 8 1 8 , 3 5 3 , 0 7 0 3 , 4 0 1 , 6 2 5 3 , 1 2 2 , 0 0 4 6 5 9 , 0 4 8 8 8 1 , 6 8 3 2 4 , 6 5 4 , 0 6 4 20 0 9 1 7 , 7 0 5 , 9 3 3 3 , 7 8 5 , 0 2 2 3 , 4 9 5 , 2 3 9 7 5 1 , 7 9 0 9 5 7 , 6 7 4 2 4 , 7 8 0 , 3 1 0 20 1 0 1 5 , 5 7 7 , 3 7 2 4 , 0 3 0 , 1 9 8 3 , 3 1 1 , 1 7 1 8 7 8 , 2 1 6 1 , 0 8 0 , 9 5 7 2 2 , 7 1 6 , 0 0 0 20 1 1 1 4 , 9 5 0 , 7 4 4 4 , 0 5 3 , 1 8 4 3 , 1 3 4 , 8 2 9 8 3 4 , 1 5 8 1 , 0 6 3 , 3 0 2 2 1 , 9 0 9 , 6 1 3 20 1 2 1 4 , 5 2 1 , 6 3 6 3 , 8 3 2 , 8 8 0 3 , 2 4 5 , 6 1 9 8 5 0 , 8 9 9 1 , 1 0 4 , 0 8 1 2 1 , 3 4 6 , 9 5 3 20 1 3 1 4 , 6 9 8 , 1 3 7 3 , 9 0 4 , 8 3 2 3 , 2 6 8 , 2 2 7 9 1 2 , 3 0 0 1 , 0 9 7 , 9 2 8 2 1 , 6 8 5 , 5 6 8 So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 3 C o mp r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : A m o u n t s e x p r e s s e d i n t h o u s a n d s . Se c u r e d 31 5 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 ASSESSED VALUE OF TAXABLE PROPERTY (JUNE 30, 2013) Source: City of Bakersfield FY 2013 Comprehensive Annual Financial Report TheCityofBakersfield'sFY2013assessedvalueis$21.6billion,up1.58%overthe 2012 value of $21.3 billion and down 12.48% over the 2009 level of $24.78 billion. In2013,ResidentialSecuredPropertyaccountedfor65%($14.6billion)oftotal taxableassessedvalue.CommercialSecuredpropertyaccountedfor17%($3.90 billion)andOtherSecuredpropertywas14%($3.2billion)oftotaltaxableassessed valueintheCity.InFY2012-13,Unsecuredpropertyaccountedfor4%ofthetotal assessed value. Tax exempt real property totaled $1,097,928. 20,945,571 24,654,064 24,780,310 22,716,000 21,909,613 21,346,953 21,685,568 $19,000,000 $20,000,000 $21,000,000 $22,000,000 $23,000,000 $24,000,000 $25,000,000 $26,000,000 2007200820092010201120122013 Bi l l i o n s Fiscal Year Ending CITY OF BAKERSFIELD Assessed Value Residential Property, 14,698,137 , 65% Commercial Property, 3,904,832 , 17% Other, 3,268,227 , 14% Unsecured, 912,300 , 4% 316 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 4 - 1 5 SA L E S T A X R E V E N U E P A Y E R S B Y I N D U S T R Y ( J U N E 3 0 , 2 0 1 3 ) Ca t e g o r y Nu m b e r o f Fi l e r s Pe r c e n t o f To t a l Ta x L i a b i l i t y % of Total Liability De p a r t m e n t S t o r e s 18 2 2 . 6 1 % 8 , 9 4 7 , 0 1 4 $ 1 5 . 0 7 % Ne w C a r D e a l e r s 22 0 . 3 2 % 8 , 3 6 3 , 0 9 8 1 4 . 0 8 % Se r v i c e S t a t i o n s 88 1 . 2 6 % 5 , 3 7 5 , 7 1 6 9 . 0 5 % Ea t i n g / D r i n k i n g P l a c e s w i t h o u t A l c o h o l 39 3 5 . 6 3 % 2 , 9 6 7 , 3 8 6 5 . 0 0 % Ea t i n g / D r i n k i n g P l a c e s w i t h A l c o h o l 32 5 4 . 6 6 % 2 , 7 6 1 , 6 9 0 4 . 6 5 % Fa m i l y A p p a r e l 34 1 4 . 8 9 % 1 , 6 1 4 , 0 1 0 2 . 7 2 % He a v y I n d u s t r i a l E q u i p m e n t & M i s c M a c h i n e r y 17 9 2 . 5 7 % 3 , 2 1 4 , 1 1 3 5 . 4 1 % Gr o c e r y S t o r e s 11 5 1 . 6 5 % 1 , 7 9 6 , 2 4 2 3 . 0 3 % Eq u i p m e n t 36 0 . 5 2 % 2 , 6 5 9 , 2 2 7 4 . 4 8 % Fu l l T i m e S p e c i a l t y S t o r e s 74 6 1 0 . 6 9 % 1 , 5 0 4 , 4 5 7 2 . 5 3 % All O t h e r 4, 5 4 9 6 5 . 2 1 % 2 0 , 1 7 5 , 1 3 9 3 3 . 9 8 % 6, 9 7 6 1 0 0 . 0 0 % 5 9 , 3 7 8 , 0 9 2 $ 1 0 0 . 0 0 % So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 3 C o m p r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : Du e t o c o n f i d e n t i a l i t y i s s u e s , t h e n a m e s o f t h e t e n l a r g e s t r e v e n u e p a y e r s a r e n o t a v a i l a b l e . T h e c a t e g o r i e s p r e s e n t e d a r e i n t ended to p r o v i d e a l t e r n a t i v e i n f o r m a t i o n r e g a r d i n g t h e C i t y ' s r e v e n u e s . T h e a m o u n t s s h o w n a r e g r o s s c o l l e c t i o n s p r i o r t o r e f u n d s a n d co l l e c t i o n s o f a m o u n t s d u e f r o m p r i o r y e a r . 31 7 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 4 - 1 5 DE M O G R A P H I C A N D E C O N O M I C S T A T I S T I C S LA S T S I X F I S C A L Y E A R S Fi s c a l Ye a r En d i n g Po p u l a t i o n ( 1 ) Pe r s o n a l In c o m e ( 2 ) (m i l l i o n s ) Pe r C a p i t a Pe r s o n a l In c o m e ( 2 ) Me d i a n A g e (3 ) Ed u c a t i o n L e v e l in Y e a r s o f Fo r m a l S c h o o l i n g (3 ) ( 4 ) El e m e n t a r y Sc h o o l En r o l l m e n t ( 5 ) Estimated Unemployment Rate (%) (6) 20 0 7 3 1 1 , 3 3 2 6 , 4 3 9 2 0 , 6 8 4 2 9 . 8 7 0 . 1 % 2 7 , 4 0 3 8 . 0 % 20 0 8 3 2 2 , 0 0 8 6 , 9 0 6 2 1 , 4 4 8 3 0 . 0 7 0 . 2 % 2 7 , 0 8 5 9 . 5 % 20 0 9 3 2 7 , 6 5 0 7 , 0 8 5 2 1 , 6 2 4 3 0 . 3 7 1 . 5 % 2 7 , 2 6 3 1 4 . 7 % 20 1 0 3 3 3 , 8 4 7 7 , 0 3 4 2 1 , 0 7 1 3 0 . 8 7 8 . 1 % 2 7 , 2 6 7 1 5 . 8 % 20 1 1 3 3 8 , 9 5 2 7 , 0 0 7 2 0 , 6 7 5 2 9 . 5 7 7 . 8 % 2 7 , 5 9 0 1 5 . 3 % 20 1 2 3 5 4 , 4 8 0 7 , 6 4 0 2 1 , 5 5 3 2 9 . 5 7 8 . 1 % 21 , 4 1 1 10.5% 20 1 3 3 5 9 , 2 2 1 7 , 8 6 2 2 1 , 8 8 7 2 9 . 8 7 7 . 8 % - 8 . 4 % So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 3 C o mp r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e s : (1 ) S t a t e D e p a r t m e n t o f F i n a n c e . E s t i m a t e s a r e r e v i s e d p e r i o d i c a l l y t o i n c l u d e d a t a t h a t m a y n o t h a v e b e e n a v a i l a b l e a t th e t i m e . (2 ) U S D e p t o f C o m m e r c e B u r e a u o f E c o n o m i c A n a l y s i s . A s a v ai l a b l e , f i g u r e s a n d e s t i m a t e s s h o u l d b e u s e d f o r g e n e r a l pu r p o s e s o n l y . E s t i m a t e s a r e r e v i s e d p e r i o d i c a l l y t o i n c l u d e d a t a t h a t m a y n o t h a v e b e e n a v a i l a b l e a t t h e t i m e . I n f o r m a t i o n is f o r B a k e r s f i e l d M e t r o p o l i t a n a r e a . (3 ) U S C e n s u s B u r e a u e s t i m a t e s a s a v a i l a b l e f o r B a k e r s f i e l d M e t r o p o l i t a n a r e a . (4 ) T h i s c o l u m n s h o w s t h e p e r c e n t o f t h e C i t y p o p u l a t i o n 2 5 y e a r s a n d o l d e r w h o a r e h i g h s c h o o l g r a d u a t e s o r h i g h e r . (5 ) E d - D a t a E d u c a t i o n D a t a P a r t n e r s h i p (6 ) S t a t e o f C a l i f o r n i a E m p l o y m e n t D e v e l o p m e n t D e p a r t m e n t ( D a t a s h o w n i s f o r K e r n C o u n t y ) 31 8 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 4 - 1 5 PR O P E R T Y V A L U E A N D C O N S T R U C T I O N LA S T T E N F I S C A L Y E A R S Ot h e r C o n s t r u c t i o n No . o f U n i t s V a l u e N o . o f U n i t s V a l u e V a l u e N o . o f U n i t s V a l u e 20 0 4 13 0 $ 8 2 , 0 0 3 3, 6 7 7 $ 5 6 8 , 4 1 3 $ 6 5 , 8 7 8 3 , 8 0 7 $ 7 1 6 , 2 9 4 20 0 5 10 3 6 2 , 2 0 2 4, 2 9 1 6 7 5 , 8 0 4 1 1 5 , 3 4 8 4 , 3 9 4 8 5 3 , 3 5 4 20 0 6 76 36 , 0 0 8 5, 3 1 4 87 0 , 1 9 0 94 , 6 6 1 5, 3 9 0 1 , 0 0 0 , 8 5 9 20 0 7 15 1 6 9 , 0 0 2 3, 5 3 2 56 4 , 5 8 8 10 1 , 8 3 5 3, 6 8 3 7 3 5 , 4 2 5 20 0 8 15 3 7 8 , 5 0 6 1, 9 2 2 29 6 , 7 8 8 10 4 , 7 1 0 2, 0 7 5 4 8 0 , 0 0 4 20 0 9 95 60 , 8 4 0 1, 0 9 0 23 7 , 0 9 1 93 , 3 1 4 1, 1 8 5 3 9 1 , 2 4 5 20 1 0 83 62 , 0 8 8 1, 0 9 7 23 2 , 2 7 5 86 , 6 6 8 1, 1 8 0 3 8 1 , 0 3 1 20 1 1 40 13 , 4 2 5 84 8 19 7 , 3 8 0 98 , 0 5 7 88 8 3 0 8 , 8 6 2 20 1 2 40 41 , 4 8 2 42 2 92 , 3 1 3 81 , 9 8 4 46 2 2 1 5 , 7 7 9 20 1 3 4 9 20 , 8 0 7 1, 1 2 2 25 9 , 8 5 1 10 8 , 8 7 7 1, 1 7 1 3 8 9 , 5 3 5 So u r c e : C i t y o f B a k e r s f i e l d F Y 2 0 1 3 C o mp r e h e n s i v e A n n u a l F i n a n c i a l R e p o r t No t e : P r o p e r t y v a l u e r e p o r t e d i n t h o u s a n d s . Co m m e r c i a l C o n s t r u c t i o n R e s i d e n t i a l C o n s t r u c t i o n To t a l C o n s t r u c t i o n Fi s c a l Ye a r En d i n g 31 9 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 4 - 1 5 OP E R A T I N G I N D I C A T O R S B Y F U N C T I O N Fu n c t i o n 20 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 Po l i c e Ph y s i c a l a r r e s t s 17 , 2 7 2 . 0 0 1 8 , 5 3 1 . 0 0 1 7 , 0 2 3 . 0 0 2 2 , 0 2 8 . 0 0 2 9 , 6 2 3 . 0 0 3 2 , 1 5 8 . 0 0 Pa r k i n g v i o l a t i o n s 11 , 0 9 4 . 0 0 7 , 9 8 5 . 0 0 5 , 5 2 2 . 0 0 5 , 4 3 3 . 0 0 4 , 7 0 8 . 0 0 6 , 6 2 0 . 0 0 Tr a f f i c v i o l a t i o n s 10 , 6 8 1 . 0 0 1 1 , 3 6 5 . 0 0 1 2 , 0 1 8 . 0 0 1 0 , 0 4 3 . 0 0 9 , 1 7 2 . 0 0 1 1 , 5 2 8 . 0 0 Fi r e Nu m b e r o f c a l l s a n s w e r e d 27 , 3 9 0 . 0 0 2 8 , 6 0 5 . 0 0 2 6 , 8 8 5 . 0 0 2 7 , 3 9 2 . 0 0 2 8 , 8 7 0 . 0 0 3 1 , 1 6 4 . 0 0 In s p e c t i o n s 3, 6 1 6 . 0 0 2 , 4 4 4 . 0 0 2 , 8 9 6 . 0 0 3 , 3 5 5 . 0 0 3 , 2 7 6 . 0 0 3 , 6 6 0 . 0 0 Hi ghw a y a n d S t r e e t s St r e e t r e s u r f a c i n g ( m i l e s ) 76 . 0 0 8 4 . 0 0 4 9 . 0 0 8 3 . 0 0 1 2 8 . 7 5 1 2 7 . 2 7 Sa n i t a t i o n Re f u s e c o l l e c t e d ( t o n s / d a y ) 94 , 7 5 0 . 0 0 1 0 0 , 7 5 0 . 0 0 1 1 2 , 0 0 0 . 0 0 1 1 1 , 5 0 0 . 0 0 1 0 8 , 2 0 0 . 0 0 1 1 1 , 4 2 0 . 0 0 Re c y c l a b l e s c o l l e c t e d ( t o n s / d a y ) 35 , 3 0 0 . 0 0 3 9 , 2 0 0 . 0 0 4 2 , 0 0 0 . 0 0 4 7 , 0 0 0 . 0 0 4 8 , 2 1 5 . 0 0 5 3 , 3 5 0 . 0 0 Cu l t u r e a n d R e c r e a t i o n At h l e t i c f i e l d p e r m i t s i s s u e d 6, 9 0 2 . 0 0 6 , 8 4 9 . 0 0 6 , 2 1 9 . 0 0 5 , 6 8 5 . 0 0 1 0 , 1 5 6 . 0 0 9 , 2 9 7 . 0 0 Co m m u n i t y c e n t e r a d m i s s i o n s 30 1 , 1 9 8 . 0 0 3 2 3 , 6 6 1 . 0 0 3 7 9 , 2 8 6 . 0 0 4 4 0 , 1 0 1 . 0 0 4 7 3 , 5 3 0 . 0 0 4 7 5 , 6 1 9 . 0 0 Wa t e r Ne w c o n n e c t i o n s 2, 5 4 2 . 0 0 1 , 2 9 3 . 0 0 9 5 4 . 0 0 4 9 3 . 0 0 3 0 1 . 0 0 7 0 1 . 0 0 Wa t e r m a i n b r e a k s 35 . 0 0 1 4 . 0 0 5 . 0 0 7 . 0 0 1 0 . 0 0 1 4 . 0 0 Av e r a g e d a i l y c o n s u m p t i o n ( t g d ) 3 8 . 0 3 4 1 . 5 4 3 6 . 3 7 2 7 . 0 0 2 7 . 5 6 3 6 , 7 3 0 . 0 0 Wa s t e w a t e r Av e r a g e d a i l y s e w a g e t r e a t m e n t ( m g d ) 31 . 1 8 3 1 . 4 9 3 1 . 4 9 3 2 . 3 0 3 2 . 2 8 3 2 . 1 3 Fi s c a l Y e a r E n d i n g 32 0 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 4 - 1 5 CA P I T A L A S S E T S T A T I S T I C S B Y F U N C T I O N Fu n c t i o n 20 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 La n d Ar e a 13 9 . 9 1 1 4 3 . 4 6 1 4 4 . 4 0 1 4 9 . 7 5 14 9 . 8 0 1 5 0 . 0 1 Pu b l i c S a f e t y Po l i c e S t a t i o n s / S u b s t a t i o n s 44 4 4 4 4 Fi r e S t a t i o n s 13 1 3 1 4 1 4 1 4 1 4 Sa n i t a t i o n Co l l e c t i o n t r u c k s 56 5 7 5 7 5 7 5 3 5 5 Hi ghw a ys a n d S t r e e t s St r e e t s ( m i l e s ) 1, 2 3 6 1 , 2 4 2 1, 3 7 9 1 , 4 6 5 1, 4 7 7 1 , 5 0 8 St r e e t l i g h t s 15 , 4 7 4 1 5 , 8 0 9 1 5 , 9 2 3 1 6 , 0 9 2 1 6 , 1 6 0 1 6 , 6 0 2 Tr a f f i c S i g n a l s 32 6 3 4 3 3 5 9 3 6 6 3 9 4 4 0 2 Cu l t u r e a n d R e c r e a t i o n Pa r k s a c r e a g e 45 4 4 8 4 4 9 4 5 8 8 5 9 5 5 9 5 Pa r k s 49 5 5 5 5 5 9 5 9 5 9 Sw i m m i n g P o o l s 66 4 4 4 4 Te n n i s c o u r t s 11 1 1 1 1 1 1 1 2 1 2 Co m m u n i t y c e n t e r s 33 3 3 3 3 Wa t e r Wa t e r m a i n s ( m i l e s ) 47 8 4 9 1 4 9 3 5 0 1 5 0 2 5 0 3 Fi r e h y d r a n t s 9, 7 6 5 1 0 , 0 4 1 1 0 , 2 2 0 1 0 , 3 0 1 1 3 , 5 7 6 1 4 , 0 2 9 Se w e r s Sa n i t a r y s e w e r s ( m i l e s ) 1, 0 5 5 1 , 0 5 9 1 , 0 5 9 1 , 0 6 1 1 , 0 6 1 1 , 0 6 1 St o r m s e w e r s ( m i l e s ) 25 9 2 6 1 2 6 2 2 6 3 2 6 3 2 6 3 Ma x i m u m t r e a t m e n t c a p a c i t y 41 4 1 5 7 5 7 5 7 5 7 Fi s c a l Y e a r E n d i n g 32 1 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 4 - 1 5 PE R S O N N E L C O M P L E M E N T B Y D I V I S I O N Au t h o r i z e d A u t h o r i z e d A u t h o r i z e d A u t h o r i z e d C h a n ge Authorized FY 2 0 1 0 - 1 1 F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 * F Y 1 4 - 1 5 F Y 2 0 1 4 - 1 5 Ma yor 1. 0 0 1. 0 0 1. 0 0 1. 0 0 0 . 0 0 1 . 0 0 To t a l L e gis l a t i v e 1. 0 0 1 . 0 0 1 . 0 0 1 . 0 0 0 . 0 0 1 . 0 0 Ci t y M a n a ger 6. 0 0 6. 0 0 6. 0 0 7. 0 0 0 . 0 0 7 . 0 0 Ci t y C l e r k 7. 0 0 7. 0 0 8. 0 0 8. 0 0 0 . 0 0 8 . 0 0 Hu m a n R e s o u r c e s 9. 0 0 9. 0 0 1 0 . 0 0 1 0 . 0 0 0 . 0 0 1 0 . 0 0 Ri s k M a n a gem e n t 3. 0 0 3. 0 0 3. 0 0 3. 0 0 0 . 0 0 3 . 0 0 In f o r m a t i o n T e c h n o l o gy 30 . 0 0 3 0 . 0 0 3 0 . 0 0 3 0 . 0 0 1 . 0 0 3 1 . 0 0 To t a l E x e c u t i v e 55 . 0 0 5 5 . 0 0 5 7 . 0 0 5 8 . 0 0 1 . 0 0 5 9 . 0 0 Ad m i n i s t r a t i o n 5 . 0 0 5 . 0 0 5 . 0 0 5 . 0 0 0 . 0 0 5 . 0 0 Ac c o u n t i n g a n d R e por t i n g 14 . 0 0 1 4 . 0 0 1 5 . 0 0 1 5 . 0 0 0 . 0 0 1 5 . 0 0 Tr e a s u r y 9. 0 0 9. 0 0 9. 0 0 9. 0 0 0 . 0 0 9 . 0 0 Pu r c h a s i n g 3. 0 0 3. 0 0 3. 0 0 3. 0 0 0 . 0 0 3 . 0 0 To t a l F i n a n c i a l S e r v i c e s 31 . 0 0 3 1 . 0 0 3 2 . 0 0 3 2 . 0 0 0 . 0 0 3 2 . 0 0 Le gal C o u n s e l 10 . 0 0 1 0 . 0 0 1 0 . 0 0 1 0 . 0 0 0 . 0 0 1 0 . 0 0 To t a l C i t y A t t o r n e y 10 . 0 0 1 0 . 0 0 1 0 . 0 0 1 0 . 0 0 0 . 0 0 1 0 . 0 0 Ad m i n i s t r a t i o n 11 9 . 0 0 1 1 7 . 0 0 1 2 4 . 0 0 1 3 0 . 0 0 2 . 0 0 1 3 2 . 0 0 Oper a t i o n s 27 7 . 0 0 2 8 0 . 0 0 2 9 3 . 0 0 2 9 6 . 0 0 5 . 0 0 3 0 1 . 0 0 In v e s t i gat i o n s 84 . 0 0 8 4 . 0 0 9 0 . 0 0 9 2 . 0 0 3 . 0 0 9 5 . 0 0 An i m a l C o n t r o l 5. 0 0 5. 0 0 1 0 . 0 0 1 0 . 0 0 (1.00)9.00 To t a l P o l i c e S e r v i c e s 48 5 . 0 0 4 8 6 . 0 0 5 1 7 . 0 0 5 2 8 . 0 0 9 . 0 0 5 3 7 . 0 0 Ad m i n i s t r a t i o n 8 . 0 0 8 . 0 0 8 . 0 0 9 . 0 0 0 . 0 0 9 . 0 0 Fi r e S a f e t y 14 . 0 0 1 4 . 0 0 1 4 . 0 0 1 5 . 0 0 1 . 0 0 1 6 . 0 0 Fi r e S u pp re s s i o n 17 3 . 0 0 1 7 3 . 0 0 1 7 4 . 0 0 1 7 4 . 0 0 0 . 0 0 1 7 4 . 0 0 To t a l F i r e S e r v i c e s 19 5 . 0 0 1 9 5 . 0 0 1 9 6 . 0 0 1 9 8 . 0 0 1 . 0 0 1 9 9 . 0 0 Di v i s i o n 32 2 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 4 - 1 5 PE R S O N N E L C O M P L E M E N T B Y D I V I S I O N Au t h o r i z e d A u t h o r i z e d A u t h o r i z e d A u t h o r i z e d C h a n ge Authorized FY 2 0 1 0 - 1 1 F Y 2 0 1 1 - 1 2 F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 * F Y 1 4 - 1 5 F Y 2 0 1 4 - 1 5 Di v i s i o n Ad m i n i s t r a t i o n 9. 0 0 9. 0 0 9. 0 0 9. 0 0 0 . 0 0 9 . 0 0 TR I P 5. 0 0 5. 0 0 5. 0 0 5. 0 0 0 . 0 0 5 . 0 0 En gin e e r i n g 48 . 0 0 4 5 . 0 0 4 4 . 0 0 4 4 . 0 0 2 . 0 0 4 6 . 0 0 Ge n e r a l S e r v i c e s 68 . 0 0 6 9 . 0 0 7 1 . 0 0 7 2 . 0 0 1 . 0 0 7 3 . 0 0 St r e e t s 87 . 0 0 8 9 . 0 0 9 1 . 0 0 9 3 . 0 0 0 . 0 0 9 3 . 0 0 Equi pme n t 53 . 0 0 5 3 . 0 0 5 5 . 0 0 5 5 . 0 0 1 . 0 0 5 6 . 0 0 Wa s t e w a t e r 37 . 0 0 3 7 . 0 0 3 7 . 0 0 3 8 . 0 0 2 . 0 0 4 0 . 0 0 So l i d W a s t e 10 2 . 0 0 1 0 2 . 0 0 1 0 3 . 0 0 1 0 6 . 0 0 1 . 0 0 1 0 7 . 0 0 To t a l P u b l i c W o r k s 40 9 . 0 0 4 0 9 . 0 0 4 1 5 . 0 0 4 2 2 . 0 0 7 . 0 0 4 2 9 . 0 0 Agri c u l t u r a l W a t e r 23 . 0 0 2 3 . 0 0 2 3 . 0 0 2 3 . 0 0 0 . 0 0 2 3 . 0 0 Do m e s t i c W a t e r 5. 0 0 5. 0 0 5. 0 0 5. 0 0 0 . 0 0 5 . 0 0 To t a l W a t e r R e s o u r c e s 28 . 0 0 2 8 . 0 0 2 8 . 0 0 2 8 . 0 0 0 . 0 0 2 8 . 0 0 Ra b o b a n k A r e n a (a) 4. 0 0 4. 0 0 4. 0 0 4. 0 0 0 . 0 0 4 . 0 0 Co n v e n t i o n & V i s i t o r s B u r e a u 4. 0 0 4. 0 0 4. 0 0 4. 0 0 0 . 0 0 4 . 0 0 To t a l R a b o b a n k A r e n a / C V B 8. 0 0 8. 0 0 8. 0 0 8. 0 0 0 . 0 0 8 . 0 0 Ad m i n i s t r a t i o n 10 . 0 0 1 0 . 0 0 1 0 . 0 0 9. 0 0 0 . 0 0 9 . 0 0 Pa r k s 12 2 . 0 0 1 2 6 . 0 0 1 2 8 . 0 0 1 2 8 . 0 0 0 . 0 0 1 2 8 . 0 0 Re c r e a t i o n 11 . 0 0 1 1 . 0 0 1 1 . 0 0 1 2 . 0 0 1 . 0 0 1 3 . 0 0 To t a l R e c r e a t i o n & P a r k s 14 3 . 0 0 1 4 7 . 0 0 1 4 9 . 0 0 1 4 9 . 0 0 1 . 0 0 1 5 0 . 0 0 Pl a n n i n g 3 5 . 0 0 3 4 . 0 0 2 6 . 0 0 2 4 . 0 0 0 . 0 0 2 4 . 0 0 Bu i l d i n g 41 . 0 0 3 8 . 0 0 3 5 . 0 0 3 7 . 0 0 2 . 0 0 3 9 . 0 0 Co m m u n i t y D e v e l o p m e n t 76 . 0 0 7 2 . 0 0 6 1 . 0 0 6 1 . 0 0 2 . 0 0 6 3 . 0 0 To t a l P e r s o n n e l 1, 4 4 1 . 0 0 1 , 4 4 2 . 0 0 1 , 4 7 4 . 0 0 1 , 4 9 5 . 0 0 2 1 . 0 0 1 , 5 1 6 . 0 0 No t e s : (*) I n c l u d e s m i d yea r c h a n ges t o P o l i c e C o m ple m e n t (a ) R e m a i n i n g C i t y e m p l o y e e s t h a t d i d n o t b e c o m e e m p l o y e e s o f A E G 32 3 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Position Title GradeStep 1Step 2Step 3Step 4Step 5OT 26030ACCOUNTANT I 18023.14824.30725.52926.80128.142A 26039ACCOUNTANT I - TEMP 78023.034 A 57950ACCOUNTANT II G2329.88431.3832.95434.60136.327C 26050ACCOUNTING CLERK I 3015.82316.61217.44618.32119.233A 26059ACCOUNTING CLERK I - TEMP 73515.745 A 26060ACCOUNTING CLERK II 5517.48518.3619.28220.24221.257A 26070ACCOUNTING CLERK II - CGCC 5517.48518.3619.28220.24221.257A 26069ACCOUNTING CLERK II - TEMP 74517.399 A 57960ACCOUNTING SUPERVISOR G4535.44837.2239.08441.03943.094C 28010ADMINISTRATIVE AIDE 18023.14824.30725.52926.80128.142A 26040ADMINISTRATIVE ANALYST I 23525.63926.92128.25829.66731.158A 26049ADMINISTRATIVE ANALYST I-TEMP 78725.513 A 26110ADMINISTRATIVE ANALYST II 28527.42528.81730.27531.81433.419A 56130ADMINISTRATIVE ANALYST III G3032.13733.74435.43337.20439.063C 89320ADMINISTRATIVE ANALYST III M0432.13733.74435.43337.20439.063D 22010ADMINISTRATIVE ASSISTANT I 18023.14824.30725.52926.80128.142A 22019ADMINISTRATIVE ASSISTANT I-TEM 78023.034 A 22020ADMINISTRATIVE ASSISTANT II 21524.80926.05527.35328.71930.155A 26430ADMINISTRATIVE TECHNICIAN 21524.80926.05527.35328.71930.155A 14140AIR CONDITIONING TECH I 20023.60624.79326.03127.33728.71A 17570AIR CONDITIONING TECH II 23025.31326.57827.91129.29730.762A 59020AIRPORT SUPERVISOR G3032.13733.74435.43337.20439.063C 27200ANIMAL CONTROL OFFICER 1014.43215.15115.90716.70617.547A 27209ANIMAL CONTROL OFFICER - TEMP 86014.361 A 57180ANIMAL CONTROL SUPERVISOR G3032.13733.74435.43337.20439.063C 57130APPLICATIONS SYSTEMS SUPV G3834.28435.99637.79739.69141.676C 90539AQUATICS COORDINATOR - TEMP 97213.1313.635 A 14210AQUATICS MAINTENANCE TECH 20123.61524.80326.03227.3428.703A 90499AQUATICS SPECIALIST I - TEMP 9438.333 A 90489AQUATICS SPECIALIST II - TEMP 9519.595 A 88330ASSISTANT BUILDING DIRECTOR M3349.26851.73654.31857.03659.891D 88090ASSISTANT CITY ATTORNEY M6057.64260.52763.55566.73570.072D 57440ASSISTANT CITY CLERK G2530.2531.76433.35135.02336.774C 89120ASSISTANT CITY MANAGER M6057.64260.52763.55566.73570.072D 88070ASSISTANT FINANCE DIRECTOR M2445.10947.36349.73552.2254.829D 88120ASSISTANT FIRE CHIEF M4555.62258.41261.32764.3967.619D 88122ASSISTANT FIRE CHIEF-SUPPRESS M0339.73141.71843.80345.99748.293D 25049ASSISTANT PLANNER - TEMP 78725.513 A 88320ASSISTANT PLANNING DIRECTOR M2445.10947.36349.73552.2254.829D 88520ASSISTANT POLICE CHIEF M6662.21165.32468.59372.02375.628D 90119ASSISTANT POOL MANAGER 95410.60511.11 A 57150ASSISTANT SUPERINTENDENT G4535.44837.2239.08441.03943.094C 89330ASSISTANT TO THE CITY MANAGER M1243.2945.45647.72950.11652.623D 88250ASSOCIATE ATTORNEY M0232.21533.83235.52337.29939.168D 27069ASSOCIATE PLANNER - TEMP 79832.056 A 25040ASSOCIATE PLANNER I 23525.63926.92128.25829.66731.158A 27060ASSOCIATE PLANNER II 36032.21533.83235.52337.29939.168A 27070ASSOCIATE PLANNER-COMM DEV 36032.21533.83235.52337.29939.168A 27240ASST CODE ENFORCEMENT OFFICER 6018.78619.72620.71621.75522.842A 89900ASST DIR OF INFORMATION TECH M0639.2741.23 43.2945.46147.731D 88900ASST DIRECTOR REC & PARKS M2947.80850.19652.70755.34258.112D 88050ASST PUBLIC WORKS DIRECTOR M5456.78759.62662.6165.74369.03D 324 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 90049ASST SITE MANAGER I - TEMP 90110.1 A 90039ASST SITE MANAGER II - TEMP 95610.605 A 87890ASST TO THE PUBLIC WORKS DIR M0639.2741.2343.2945.46147.731D 27360AUDIO VISUAL SPECIALIST 15022.45823.59324.75825.99727.299A 13088AUDITORIUM MAINTAINER I TEMP-T 71011.134 A 13081AUDITORIUM MAINTAINER I-T STEP 71011.134 A 13089AUDITORIUM MAINTAINER I-TEMP 73515.745 A 13120AUDITORIUM MAINTAINER II 5017.36918.2319.13920.0921.101A 57400AUDITORIUM STAGE MANAGER G2530.2531.76433.35135.02336.774C 26470BENEFITS TECHNICIAN 28527.42528.81730.27531.81433.419A 58620BLDG INSP III - PLMBG & MECH G4034.75636.49738.32540.23842.255C 27140BLDG INSPECTOR I 21024.67925.92827.2328.61530.07A 27149BLDG INSPECTOR I - TEMP 78224.557 A 27080BLDG INSPECTOR II 26527.14528.50829.9331.4332.996A 27089BLDG INSPECTOR II - TEMP 79027.011 A 58600BLDG INSPECTOR III G4034.75636.49738.32540.23842.255C 58610BLDG INSPECTOR III - ELEC SPEC G4034.75636.49738.32540.23842.255C 57100BOX OFFICE MANAGER - CGCC G1527.3928.76230.20131.71733.297C 57090BOX OFFICE SUPERVISOR G1527.3928.76230.20131.71733.297C 89150BUILDING DIRECTOR M4853.51356.1875961.9565.048D 58609BUILDING INSPECTOR III - TEMP 61034.584 C 13060BUILDING MAINTAINER I 1014.43215.15115.90716.70617.547A 13069BUILDING MAINTAINER I - TEMP 72712.759 A 13061BUILDING MAINTAINER I T-STEP 70510.151 A 13068BUILDING MAINTAINER I TEMP-T 70510.151 A 13100BUILDING MAINTAINER II 3015.82316.61217.44618.32119.233A 27169BUILDING PERMIT TECH - TEMP 78224.557 A 27160BUILDING PERMIT TECHNICIAN 21024.67925.92827.2328.61530.07A 57880BUSINESS MANAGER G4535.44837.2239.08441.03943.094C 27520BUYER I 6018.78619.72620.71621.75522.842A 27540BUYER II 18023.14824.30725.52926.80128.142A 88500C V B MANAGER M1843.35645.52947.80750.19452.709D 13340CANAL TENDER I 5017.36918.2319.13920.0921.101A 13341CANAL TENDER I T STEP 71513.549 A 13349CANAL TENDER I TEMP 74217.283 A 13348CANAL TENDER I TEMP-T 71513.549 A 13350CANAL TENDER II 9019.53520.50821.52922.61923.743A 90069CASHIER 9009 A 26120CASHIER-RECEPTIONIST 1515.10715.86916.65717.48718.367A 26129CASHIER-RECEPTIONIST-TEMP 73013.354 A 57270CHIEF CODE ENFORCEMENT OFFICER G5237.64939.53141.51243.58845.771C 89200CITY ATTORNEY M8391.655 D 89250CITY CLERK M0942.06944.17246.38148.751.138D 89300CITY MANAGER M89123.095 D 89960CITY TREASURER M0942.06944.17246.38148.751.138D 58360CIVIL ENGINEER III G6040.68442.71944.85847.10449.456C 58369CIVIL ENGINEER III - TEMP 62040.484 C 88380CIVIL ENGINEER IV M4251.24853.80956.50459.32762.296D 90289CLASS B DRIVER - TEMP 97213.1313.635 A 90239CLERICAL AIDE/RECEPTIONIST 9009 A 26180CLERK STENO I 1515.10715.86916.65717.48718.367A 26210CLERK STENO II 3516.34917.15918.01618.9319.865A 26220CLERK TYPIST I 513.78314.47615.19415.95816.757A 325 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 26221CLERK TYPIST I - T-STEP 70010.753 A 26229CLERK TYPIST I - TEMP 72513.715 A 26228CLERK TYPIST I - TEMP T-STEP 70010.753 A 26230CLERK TYPIST II 2515.61116.39117.21918.07318.978A 26239CLERK TYPIST II - TEMP 73215.534 A 27250CODE ENFORCEMENT OFFR I 25025.92827.2328.61530.0731.573A 27259CODE ENFORCEMENT OFFR I - TEMP 78825.801 A 27260CODE ENFORCEMENT OFFR II 29528.50829.9331.4333.00534.655A 27269CODE ENFORCEMENT OFFR II - TEM 79328.368 A 57260CODE ENFORCEMENT OFFR III G4034.75636.49738.32540.23842.255C 89340COMM DEVELOPMENT COORDINATORG5539.88141.87843.97446.17248.479D 79950COMMUNICATIONS CENTER SUPV N1527.69629.08630.53732.06733.673C 89940COMMUNICATIONS COORDINATOR M0841.2343.2945.45647.72950.116D 57900COMMUNICATIONS ENGINEER G4535.44837.2239.08441.03943.094C 79970COMMUNICATIONS OPERATIONS SUPVN4535.84637.63739.51941.543.574C 27379COMMUNICATIONS TECH I - TEMP 78224.557 A 27389COMMUNICATIONS TECH II - TEMP 79529.015 A 27370COMMUNICATIONS TECHNICIAN I 21024.67925.92827.2328.61530.07A 27380COMMUNICATIONS TECHNICIAN II 30029.15930.61332.14833.7535.437A 89460COMMUNITY DEVELOPMENT DIRECTORM7162.69365.8369.12172.57976.209D 25030COMMUNITY DEVELOPMENT TECH 21024.67925.92827.2328.61530.07A 21509COMMUNITY REL SPECIALIST-TEMP 76119.625 A 21500COMMUNITY RELATIONS SPECIALIST 9219.72320.71421.7522.84523.977A 89100COMMUNITY SERVICES MANAGER M6958.53961.46664.54567.77271.162D 25200COMPUTER DRAFTING TECH I 11521.46322.52523.65624.84126.075A 25209COMPUTER DRAFTING TECH I-TEMP 77021.358 A 25240COMPUTER DRAFTING TECH II 22525.15326.40727.72929.11930.572A 25250CONSTRUCTION INSPECTOR I 21024.67925.92827.2328.61530.07A 25259CONSTRUCTION INSPECTOR I-TEMP 78224.557 A 25260CONSTRUCTION INSPECTOR II 29528.50829.9331.4333.00534.655A 88460CONSTRUCTION SUPERINTENDENT M1843.35645.52947.80750.19452.709D 88030CONVENTION CTR SUPERINTENDENT M1843.35645.52947.80750.19452.709D 99989COUNCILMEMBER 987101 A 21600CRIME ANALYST 21024.67925.92827.2328.61530.07A 51440CRIME PREVENTION SUPERVISOR G4535.44837.2239.08441.03943.094C 26170DATA ENTRY CLERK 3015.82316.61217.44618.32119.233A 26179DATA ENTRY CLERK - TEMP 73515.745 A 88240DEPUTY CITY ATTORNEY I M1541.65943.73945.92948.22950.638D 88260DEPUTY CITY ATTORNEY I M3950.26252.78155.42458.19361.107D 88080DEPUTY CITY ATTORNEY II M5456.78759.62662.6165.74369.03D 26350DEPUTY CITY CLERK 7019.21420.17621.18622.24423.348A 88280DEPUTY FIRE CHIEF M5760.21363.22966.39169.7173.197D 41040DETECTIVE P2531.23332.8134.47636.22438.053A 41049DETECTIVE - TEMP P2531.23332.8134.47636.22438.053A 25070DEVELOPMENT ASSISTANT 23525.63926.92128.25829.66731.158A 25060DEVELOPMENT ASSOCIATE 36032.21533.83235.52337.29939.168A 25069DEVELOPMENT ASSOCIATE - TEMP 79832.056 A 25020DEVELOPMENT SPECIALIST 15022.45823.59324.75825.99727.299A 88200DIR OF FIRE PREV/ENV SERVICES M1843.35645.52947.80750.19452.709D 89870DIR OF INFORMATION TECHNOLOGY M4251.24853.80956.50459.32762.296D 58200DIRECTOR OF ENVIRONMENTAL SVS G6040.68442.71944.85847.10449.456C 88040DIRECTOR OF OPERATIONS - PARKS M1843.35645.52947.80750.19452.709D 89000DIRECTOR RECREATION & PARKS M7162.69365.8369.12172.57976.209D 326 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 89360ECONOMIC DEVELOPMENT DIRECTORM7162.69365.8369.12172.57976.209D 14139ELECTRICAL ASSISTANT 87114.471 A 14130ELECTRICAL TECHNICIAN I 20524.04525.25626.50827.82829.233A 14100ELECTRICAL TECHNICIAN II 26327.0828.42229.84731.34232.905A 25120ENGINEER I 31529.88431.3832.95434.60136.327A 25129ENGINEER I - TEMP 79729.736 A 25150ENGINEER II 37534.36936.08537.89139.79141.774A 25159ENGINEER II - TEMP 79934.2 A 58300ENGINEER III - WASTEWATER G6040.68442.71944.85847.10449.456C 25180ENGINEERING AIDE I 5017.36918.2319.13920.0921.101A 25189ENGINEERING AIDE I - TEMP 74217.283 A 25210ENGINEERING AIDE II 9019.53520.50821.52922.61923.743A 25220ENGINEERING AIDE III 11521.46322.52523.65624.84126.075A 88390ENGINEERING SERVICES MANAGER M4853.51356.1875961.9565.048D 25270ENGINEERING TECHNICIAN I 26527.14528.50829.9331.4332.996A 55300ENGINEERING TECHNICIAN II G4034.75636.49738.32540.23842.255C 90359EVENT ATTENDANT 96013.533 A 57000EVENTS SUPERVISOR G1527.3928.76230.20131.71733.297C 13500FACILITY WORKER 1014.43215.15115.90716.70617.547A 13509FACILITY WORKER - TEMP 86014.361 A 13508FACILITY WORKER - TEMP T 86014.361 A 41260FEMALE INVESTIGATOR I P1027.25728.63130.07731.633.199A 41300FEMALE INVESTIGATOR II P1528.63130.07731.633.19934.882A 41150FEMALE INVESTIGATOR III P2029.92731.44433.03434.70936.466A 89350FINANCE DIRECTOR M7162.69365.8369.12172.57976.209D 26080FINANCIAL INVESTIGATOR 7019.21420.17621.18622.24423.348A 68130FIRE BATT CHIEF-DAYS F6545.60147.88250.27852.79755.432D 68132FIRE BATT CHIEF-SUPPRESS F6032.57234.20335.91337.71139.595C 88130FIRE BATTALION CHIEF - DAYS M2141.84443.93646.13948.44950.863D 88132FIRE BATTALION CHIEF-SUPPRESS M0129.88531.38432.95334.60536.332D 67180FIRE CAPTAIN - DAYS F5536.438.24240.16942.20144.34A 67182FIRE CAPTAIN - SUPPRESSION F5025.99927.32428.68830.15431.678A 89400FIRE CHIEF M7469.16172.61776.25680.06484.069D 26260FIRE DISPATCHER I 4517.67318.55419.48620.46321.484A 26269FIRE DISPATCHER I - TEMP 74017.586 A 26290FIRE DISPATCHER II 7619.61920.60721.63622.71823.853A 26299FIRE DISPATCHER II - TEMP 75619.522 A 32150FIRE ENGINEER - DAYS F3030.46332.01633.62435.3337.127A 32152FIRE ENGINEER - SUPPRESSION F1521.76122.8624.00725.23426.515A 21479FIRE INSPECTOR-TEMPORARY 13522.21123.32424.48825.71626.999A 68440FIRE MARSHAL/TRAINING OFFICER F7047.83550.22952.74255.38258.144A 88440FIRE MARSHAL/TRAINING OFFICER M3643.89346.08748.39950.82153.357D 27040FIRE PLANS EXAMINER 32530.90732.4734.11435.84837.654A 21480FIRE PREVENTION INSP/PETROLEUM 13522.21123.32424.48825.71626.999A 21470FIRE PREVENTION/ENVIRON OFFR 25025.92827.2328.61530.0731.573A 32200FIREFIGHTER - DAYS F2527.31428.70530.16131.68633.293A 32202FIREFIGHTER - SUPPRESSION F1019.71720.70821.76122.85824.007A 32260FIREFIGHTER TRAINEE - DAYS F0118.543 A 32262FIREFIGHTER TRAINEE - SUPPRESS F0515.78216.58717.42518.29719.249A 14330FLEET MECHANIC I 11021.43322.50723.62424.80926.055 A 14280FLEET MECHANIC II 24525.94427.24128.60330.02531.532A 14300FLEET MECHANIC III 26026.92128.27829.71531.21232.796A 14040FLEET SERVICE WORKER I 5017.36918.2319.13920.0921.101A 327 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 14060FLEET SERVICE WORKER I 5017.36918.2319.13920.0921.101A 14069FLEET SERVICE WORKER I - TEMP 74217.283 A 14061FLEET SERVICE WORKER I T-STEP 71513.549 A 14068FLEET SERVICE WORKER I-TEMP-T 71513.549 A 14050FLEET SERVICE WORKER II 9019.53520.50821.52922.61923.743A 14460FLEET SERVICE WORKER II 9019.53520.50821.52922.61923.743A 14049FLEET SERVICE WORKER TEMP 5017.36918.2319.13920.0921.101A 14048FLEET SERVICE WORKER TEMP-T 71513.549 A 22130FLEET SERVICES SYSTEMS ANALYST 14522.42623.5524.73125.96627.265A 88400FLEET SUPERINTENDENT M1843.35645.52947.80750.19452.709D 21510GENERAL SERVICES COORDINATOR 11521.46322.52523.65624.84126.075A 88510GENERAL SERVICES SUPT M1843.35645.52947.80750.19452.709D 25140GIS ANALYST 28027.00628.36329.7831.27232.833A 57140GIS SUPERVISOR G3232.67434.31136.02337.82639.723C 25000GIS TECHNICIAN 9720.31621.32922.3923.52124.689A 25009GIS TECHNICIAN - TEMP 88220.62 A 25230GRAPHICS TECHNICIAN 15022.45823.59324.75825.99727.299A 57200HAZARDOUS MATERIALS COORD G4535.44837.2239.08441.03943.094C 27230HAZARDOUS MATERIALS SPECIALIST 32530.90732.4734.11435.84837.654A 90809HEARING OFFICER 97818.18 A 13220HEAVY EQUIP OPERATOR - WATER 18323.40724.56625.79927.128.444A 13240HEAVY EQUIP OPR - WASTE WATER 18323.40724.56625.79927.128.444A 13230HEAVY EQUIP OPR-SW & RECYCLING 18323.40724.56625.79927.128.444A 13210HEAVY EQUIPMENT OPR - PARKS 18323.40724.56625.79927.128.444A 13200HEAVY EQUIPMENT OPR - STREETS 18323.40724.56625.79927.128.444A 25080HELP DESK SPECIALIST 8519.49920.47921.50422.58223.712A 27010HUMAN RESOURCES ANALYST I 23525.63926.92128.25829.66731.158A 27019HUMAN RESOURCES ANALYST I TEMP 78725.513 A 27000HUMAN RESOURCES ANALYST II 31529.88431.3832.95434.60136.327A 26440HUMAN RESOURCES CLERK 7019.21420.17621.18622.24423.348A 89910HUMAN RESOURCES MANAGER M4251.24853.80956.50459.32762.296D 57020HUMAN RESOURCES SUPERVISOR G4535.44837.2239.08441.03943.094C 26400HUMAN RESOURCES TECHNICIAN 21524.80926.05527.35328.71930.155A 26409HUMAN RESOURCES TECHNICIAN-TEM78524.686 A 56990HYDROGRAPHIC SUPERVISOR G4535.44837.2239.08441.03943.094C 14350INDUSTRIAL WASTE INSPECTOR 16522.99824.14825.35626.61927.956A 24350INDUSTRIAL WASTE INSPECTOR 21024.67925.92827.2328.61530.07A 14359INDUSTRIAL WASTE INSPECTOR-TEM 16522.99824.14825.35626.61927.956A 24359INDUSTRIAL WASTE INSPECTOR-TEM 78224.557 A 57160INFORMATION TECHNOLOGY SUPV G2530.2531.76433.35135.02336.774C 89930INSURANCE COORDINATOR M0639.2741.2343.2945.46147.731D 58110INTERNAL AUDITOR G4535.44837.2239.08441.03943.094C 13490LABORER 110.33710.85511.39911.9712.569A 13499LABORER - TEMP 84010.286 A 52080LAW OFFICE ADMINISTRATOR G1024.39325.61326.89528.2429.653C 26300LEGAL SEC - MUNICIPAL LAW 9520.17421.18122.24823.35324.514A 26310LEGAL SECRETARY 9520.17421.18122.24823.35324.514A 26319LEGAL SECRETARY - TEMP 76520.075 A 90449LIFEGUARD I 9059.59510.1 A 90459LIFEGUARD II 9155.515 A 13190LIGHT EQUIPMENT OPERATOR-WATER 9420.02221.02222.06623.18424.334A 13180 LIGHT EQUIPMENT OPR - PARKS 9420.02221.02222.06623.18424.334A 13170LIGHT EQUIPMENT OPR - STREETS 9420.02221.02222.06623.18424.334A 328 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 13179LIGHT EQUIPMENT OPR-STREETS-TE 76219.923 A 13580MACHINIST 24525.94427.24128.60330.02531.532A 14200MAINT CRAFTWORKER I 20123.61524.80326.03227.3428.703A 13080MAINTAINER - CGCC 3015.82316.61217.44618.32119.233A 13090MAINTAINER - CGCC 3015.82316.61217.44618.32119.233A 14220MAINTENANCE CRAFTWORKER II 22925.29826.57727.91229.33130.82A 14320MAINTENANCE MECHANIC 15022.45823.59324.75825.99727.299A 90269MAINTENANCE WORKER-EQUIPMENT 9398.141 A 90249MAINTENANCE WORKER-GENERAL 9398.141 A 90279MAINTENANCE WORKER-PARKS 9398.141 A 90259MAINTENANCE WORKER-STREETS 9398.141 A 86090MANAGEMENT ASSISTANT M0525.63926.92128.25829.66731.158D 25010MARKETING & EVENTS SPECIALIST 15022.45823.59324.75825.99727.299A 99999MAYOR 990928.735 A 26140MICROGRAPHIC TECHNICIAN 2515.61116.39117.21918.07318.978A 13270MOTOR SWEEPER OPERATOR 16022.52123.64724.83126.06327.371A 25100NETWORK SYSTEMS ANALYST 22024.88526.12727.43228.80430.247A 25130NETWORK SYSTEMS ENGINEER 29728.65230.09431.61433.21534.896A 25119NETWORK SYSTEMS TECH - TEMP 77621.936 A 25110NETWORK SYSTEMS TECHNICIAN 13022.04523.14624.31125.52326.804A 52100OFFICE ADM-PUBLIC RELATIONS G2530.2531.76433.35135.02336.774C 25089OFFICE SYSTEMS SUPP ASST-TEMP 75717.929 A 90153OFFICIAL I 97213.1313.635 A 90673OFFICIAL I (ADULT)872 A 90703OFFICIAL I (YOUTH)9519.595 A 90163OFFICIAL II 98115.15 A 90683OFFICIAL II (ADULT)87815.6 A 90713OFFICIAL II (YOUTH)86014.361 A 90693OFFICIAL III (ADULT)98115.15 A 90723OFFICIAL III (YOUTH)86617.283 A 26410PARK & LANDSCAPE DESIGNER 35031.68733.27334.93836.68438.519A 59800PARK CONSTRUCTION & FAC PLNR G5539.88141.87843.97446.17248.479C 13300PARK MAINTAINER 5017.36918.2319.13920.0921.101A 13320PARK MAINTAINER II 9019.53520.50821.52922.61923.743A 13308PARK MAINTAINER TEMP-T 71513.549 A 13301PARK MAINTAINER-T 71513.549 A 90199PARK SECURITY GUARD - TEMP 96112.027 A 13310PARK SERVICES COORDINATOR 11521.46322.52523.65624.84126.075A 24500PARK SERVICES TECHNICIAN 14522.42623.5524.73125.96627.265A 24440PARK TECHNICIAN 26527.14528.50829.9331.4332.996A 88480PARKS SUPERINTENDENT M1843.35645.52947.80750.19452.709D 24349PARTS & INVENTORY SPEC - TEMP 86917.283 A 24340PARTS & INVENTORY SPECIALIST 5017.36918.2319.13920.0921.101A 26090PAYROLL TECHNICIAN 7019.21420.17621.18622.24423.348A 88310PERMIT AND PLAN CHECK MANAGER M1843.35645.52947.80750.19452.709D 11111PLACE HOLDER F0118.543 A 27029PLAN CHECKER - TEMP 79430.755 A 27020PLAN CHECKER-ELECTRICAL SPEC 32530.90732.4734.11435.84837.654A 27030PLAN CHECKER-PLUMB & MECH SPEC 32530.90732.4734.11435.84837.654A 27050PLAN CHECKER-RESIDENTIAL SPEC 32530.90732.4734.11435.84837.654A 89450PLANNING DIRECTOR M4853.51356.1875961.9565.048D 25039PLANNING TECHNICIAN - TEMP 78123.434 A 14489PLANT MAINTENANCE WORKER-TEMP 73815.5 A 329 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 90409POLICE CADET 9009 A 88530POLICE CAPTAIN M5156.41959.23662.19765.31368.573D 89500POLICE CHIEF M8073.34477.01680.86984.91589.15D 51300POLICE CRIME LAB SUPERVISOR G3032.13733.74435.43337.20439.063C 26370POLICE DISPATCHER I 7519.23420.20321.21222.27223.385A 26379POLICE DISPATCHER I - TEMP 75519.14 A 26380POLICE DISPATCHER II 10020.46221.49122.5623.69124.878A 26389POLICE DISPATCHER II - TEMP 76720.362 A 21200POLICE LAB TECHNICIAN 24525.94427.24128.60330.02531.532A 21300POLICE LATENT PRINT EXAMINER 24525.94427.24128.60330.02531.532A 88540POLICE LIEUTENANT M3050.6853.21855.8858.67761.617D 41250POLICE OFFICER P1027.25728.63130.07731.633.199A 77360POLICE SERGEANT P5538.94140.88442.93245.08147.338C 21450POLICE SERVICE TECHNICIAN 6018.78619.72620.71621.75522.842A 21459POLICE SERVICE TECHNICIAN-TEMP 75018.693 A 41430POLICE TRAINEE P0521.76922.85423.99925.20126.462A 90139POOL MANAGER 95811.61512.12 A 90609POOL MANAGER I 9306.828 A 90619POOL MANAGER II 9337.09 A 90629POOL MANAGER III 9367.353 A 59890PRINCIPAL PLANNER G5539.88141.87843.97446.17248.479C 59899PRINCIPAL PLANNER TEMP 61539.685 C 90059PROGRAM COORDINATOR I - TEMP 90312.12 A 90079PROGRAM COORDINATOR II - TEMP 96512.625 A 90029PROGRAM LEADER I - TEMP 9459.09 A 90019PROGRAM LEADER II - TEMP 9519.595 A 25090PROGRAMMER ANALYST 29027.80629.230.65632.18933.795A 25099PROGRAMMER ANALYST - TEMP 88427.669 A 57350PROPERTY ROOM SUPERVISOR G2028.229.61331.0932.64434.275C 59710PUBLIC INFORMATION OFFICER G3032.13733.74435.43337.20439.063C 89560PUBLIC WORKS DIRECTOR M7766.51469.83973.33477.00380.849D 88060PUBLIC WORKS OPERATIONS MGR M4853.51356.1875961.9565.048D 27510PUBLIC/FIRE SAFTETY EDUC SPEC 18023.14824.30725.52926.80128.142A 59920PURCHASING OFFICER G4535.44837.2239.08441.03943.094C 26000REAL PROPERTY AGENT I 23525.63926.92128.25829.66731.158A 26010REAL PROPERTY AGENT II 36032.21533.83235.52337.29939.168A 86100REAL PROPERTY MANAGER M1041.2343.2945.45647.72950.116D 26420RECEPTIONIST 1515.10715.86916.65717.48718.367A 57910RECORDS SUPERVISOR G4535.44837.2239.08441.03943.094C 26360RECREATION COORDINATOR 6018.78619.72620.71621.75522.842A 90639RECREATION COORDINATOR I 9428.193 A 90649RECREATION COORDINATOR II 9459.09 A 90659RECREATION COORDINATOR III 9489.176 A 90669RECREATION COORDINATOR IV 95410.60511.11 A 90089RECREATION LEADER I 803 A 90109RECREATION LEADER II 9065.515 A 90129RECREATION LEADER III 9125.777 A 26020RECREATION SPECIALIST 18023.14824.30725.52926.80128.142A 88590RECREATION SUPERINTENDENT M1843.35645.52947.80750.19452.709D 27100REHABILITATION SPECIALIST 26527.14528.50829.9331.4332.996A 26390REVENUE PROGRAM AIDE 6519.06120.012122.05923.16A 57070REVENUE PROGRAM SUPERVISOR G1527.3928.76230.20131.71733.297C 86020RISK MANAGER M0841.2343.2945.45647.72950.116D 330 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 13390SANITATION WORKER I 5017.36918.2319.13920.0921.101A 13391SANITATION WORKER I - T STEP 71513.549 A 13398SANITATION WORKER I TEMP-T 71513.549 A 13420SANITATION WORKER II 9019.53520.50821.52922.61923.743A 13429SANITATION WORKER II-TEMP 76017.961 A 13439SANITATION WORKER III TEMP 77021.358 A 90143SCOREKEEPER 9009 A 90733SCOREKEEPER I 805 A 90743SCOREKEEPER II 821 A 90753SCOREKEEPER III 833 A 26450SECRETARY I 5517.48518.3619.28220.24221.257A 26459SECRETARY I - TEMP 74517.399 A 26490SECRETARY II 7019.21420.17621.18622.24423.348A 26500SECRETARY II - CGCC 7019.21420.17621.18622.24423.348A 26499SECRETARY II - TEMP 75219.119 A 27205SENIOR ANIMAL CONTROL OFFICER 4016.63817.4718.34719.26120.228A 20010SENIOR KENNEL TECHNICIANS 1014.43215.15115.90716.70617.547A 25139SENIOR OFFICE SYS ANALYST-TEMP 79225.219 A 41170SENIOR POLICE LAB TECHNICIAN P2029.92731.44433.03434.70936.466A 41270SENIOR POLICE OFFICER P1528.63130.07731.633.19934.882A 26460SENIOR POLICE RECORDS CLERK 7019.21420.17621.18622.24423.348A 27340SENIOR PROPERTY TECHNICIAN 15022.45823.59324.75825.99727.299A 56100SENIOR REAL PROPERTY AGENT G4034.75636.49738.32540.23842.255C 25160SENIOR SALES REPRESENTATIVE 23525.63926.92128.25829.66731.158A 13709SERVICE MAINTENANCE WKR-TEMP 86617.283 A 13708SERVICE MAINTENANCE WKR-TEMP T 71513.549 A 13700SERVICE MAINTENANCE WORKER 5017.36918.2319.13920.0921.101A 13701SERVICE MAINTENANCE WORKER-T 71513.549 A 13440SEWER MAINTAINER I 5017.36918.2319.13920.0921.101A 13449SEWER MAINTAINER I - TEMP 74217.283 A 13441SEWER MAINTAINER I T-STEP 71513.549 A 13448SEWER MAINTAINER I TEMP-T 71513.549 A 13460SEWER MAINTAINER II 9720.31621.32922.3923.52124.689A 13470SEWER MAINTAINER III 14022.3223.42824.625.83327.12A 90179SITE MANAGER I - TEMP 90211.11 A 90189SITE MANAGER II - TEMP 96211.615 A 89130SOLID WASTE DIRECTOR M4853.51356.1875961.9565.048D 13430SOLID WASTE EQUIPMENT OPERATOR 11521.46322.52523.65624.84126.075A 88560SOLID WASTE SUPERINTENDENT M1843.35645.52947.80750.19452.709D 57010SPECIAL EVENTS MGR - RABOBANK G5539.88141.87843.97446.17248.479C 59700SPECIAL PROJECTS MANAGER G5539.88141.87843.97446.17248.479C 13640SPRAY RIG OPR/PEST CONTROL ADV 10520.50721.53222.6123.74324.929A 57410STAGE MANAGER - CGCC G2530.2531.76433.35135.02336.774C 14440STAGE TECHNICIAN - CGCC 15022.45823.59324.75825.99727.299A 90509STAGEHAND I 96311.743 A 90519STAGEHAND II 97213.1313.635 A 90529STAGEHAND III 97513.546 A 13140STREET MAINTAINER 5017.36918.2319.13920.0921.101A 13141STREET MAINTAINER T-STEP 71513.549 A 13148STREET MAINTAINER TEMP-T 71513.549 A 13149STREET MAINTAINER-TEMP 74217.283 A 88640STREET MAINTENANCE SUPT M1843.35645.52947.80750.19452.709D 90389STUDENT HELP 9009 A 331 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 90439STUDENT INTERN 9276.513 A 59880SUPERVISING FIRE DISPATCHER G0522.96124.11125.31926.58727.92C 57110SUPERVISOR I G1527.3928.76230.20131.71733.297C 57080SUPERVISOR I - CGCC G1527.3928.76230.20131.71733.297C 57210SUPERVISOR I - RECREATION G1527.3928.76230.20131.71733.297C 57119SUPERVISOR I - TEMP 60027.255 C 57460SUPERVISOR I - TREES G1527.3928.76230.20131.71733.297C 57120SUPERVISOR II G3032.13733.74435.43337.20439.063C 57830SUPERVISOR II - RECREATION G3032.13733.74435.43337.20439.063C 57220SUPERVISOR II - RECYCLING G3032.13733.74435.43337.20439.063C 57850SUPERVISOR II - WASTEWATER G3032.13733.74435.43337.20439.063C 57710SUPERVISOR III - WASTEWATER G4535.44837.2239.08441.03943.094C 55470SUPERVISOR-SURVEY OPERATIONS G3532.9434.59136.31938.13740.042C 57840SUPV II-W W PRETREAT REV PROG G3032.13733.74435.43337.20439.063C 25280SURVEY PARTY CHIEF I 21024.67925.92827.2328.61530.07A 25300SURVEY PARTY CHIEF II 26527.14528.50829.9331.4332.996A 90099SWIM INSTRUCTOR 9398.141 A 90469SWIM INSTRUCTOR I 91810.110.353 A 90479SWIM INSTRUCTOR II 9216.04 A 90329TICKET SELLER 9306.828 A 14480TRADES ASSISTANT FIRE HYDRANT 9019.53520.50821.52922.61923.743A 14471TRADES ASSISTANT T-STEP 72014.873 A 14479TRADES MAINT WORKER - TEMP 87719.439 A 14478TRADES MAINT WORKER TEMP-T 72014.873 A 14470TRADES MAINTENANCE WORKER 9019.53520.50821.52922.61923.743A 88370TRAFFIC ENGINEER M4251.24853.80956.50459.32762.296D 25290TRAFFIC OPERATIONS TECHNICIAN 26327.0828.42229.84731.34232.905A 14080TRAFFIC PAINTER I 5017.36918.2319.13920.0921.101A 14081TRAFFIC PAINTER I T-STEP 71513.549 A 14088TRAFFIC PAINTER I TEMP-T 71513.549 A 14089TRAFFIC PAINTER I-TEMP 5017.36918.2319.13920.0921.101A 14190TRAFFIC PAINTER II 9019.53520.50821.52922.61923.743A 17190TRAFFIC PAINTER III 11521.46322.52523.65624.84126.075A 15310TRAFFIC SIGNAL TECHNICIAN 26327.0828.42229.84731.34232.905A 41060TRAINING OFFICER P2531.23332.8134.47636.22438.053A 26250TRANSCRIBING TYPIST 4016.63817.4718.34719.26120.228A 26259TRANSCRIBING TYPIST-TEMP 73716.556 A 90209TRANSPORTATION OFFICER I 9428.193 A 90219TRANSPORTATION OFFICER II 9428.193 A 90229TRANSPORTATION OFFICER III 97113.637 A 13610TREE MAINTAINER I 5017.36918.2319.13920.0921.101A 13618TREE MAINTAINER I TEMP-T 71513.549 A 13611TREE MAINTAINER I-T STEP 71513.549 A 13620TREE MAINTAINER II 9720.31621.32922.3923.52124.689A 13630TREE MAINTAINER III 11521.46322.52523.65624.84126.075A 57500URBAN FORESTER G4535.44837.2239.08441.03943.094C 88580UTILITIES MANAGER M4853.51356.1875961.9565.048D 13480UTILITY WORKER 3015.82316.61217.44618.32119.233A 13489UTILITY WORKER-TEMP 73515.745 A 14360W W TREAT PLANT LAB TECH 16522.99824.14825.35626.61927.956A 14390W W TREATMENT PLANT OPR I 6519.06120.012122.05923.16A 14420W W TREATMENT PLANT OPR II 11521.46322.52523.65624.84126.075A 14430W W TREATMENT PLANT OPR III 22925.29826.57727.91229.33130.82 A 332 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE 90349WARDROBE 9579.343 A 88690WASTEWATER MANAGER M4853.51356.1875961.9565.048D 14290WASTEWATER PLANT MECHANIC 24525.94427.24128.60330.02531.532A 88680WASTEWATER TREATMENT SUPT M1843.35645.52947.80750.19452.709D 89110WATER RESOURCES DIRECTOR M4853.51356.1875961.9565.048D 89160WATER RESOURCES MANAGER M7162.69365.8369.12172.57976.209D 88570WATER RESOURCES SUPERINTENDENT M1843.35645.52947.80750.19452.709D 57450WATER SUPERVISOR I G1527.3928.76230.20131.71733.297C 57170WATER SUPERVISOR II G3032.13733.74435.43337.20439.063C 25050WEBMASTER 22024.88526.12727.43228.80430.247A 13510WELDER I 20023.60624.79326.03127.33728.71A 13520WELDER II 24525.94427.24128.60330.02531.532A 333 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. 334 Revised 2/20/2014 FY 2014-15 Revised Budget Calendar JANUARY 17 Salary Projection Report distributed to departments 28 FY 2014-15 Budget Kickoff/Budget Instructions are Distributed FEBRUARY 3 Deadline to Submit Salary Projection File changes to Finance Department 10 Revenue Projections for All Funds Due to Finance. Internal Service Requests Are Due. MARCH 11 Deadline for all Operating and Capital Improvement budget data to be entered into HTE. User access will be limited after this date. Items due to City Manager’s Office: x Department/Division Goals and Objectives and Organizational Charts x Operating Budget Transmittal Memo x New Personnel Request Memo x CIP Request Memo 17 – 28 Department Budget Review Meetings with Budget Team APRIL 7 City Manager’s recommended budget available to departments online. 7-18 Review Of Department Budget Presentations. MAY 7 City Manager’s Budget Overview Presentation to Council and Budget Workshop. Department Budget Presentations/Council Presentations: General Government, City Attorney and Finance. 15 Proposed CIP Budget to Planning Commission 21 Department Budget Presentations/Council Presentations: Fire, Police, Water Resources and Public Works. JUNE 4 Department Budget Presentations/Council Presentations: Rabobank Arena/AEG, CVB, Recreation and Parks and Community Development. Proposed FY 2014-15 Operating and Capital Improvement Plan (CIP) Budgets and Appropriations Limit City Council Hearing. 25 City Council Adoption of FY 2014-15 Operating and Capital Improvement Program (CIP) Budgets and Appropriations Limit. 335 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 highlightsspecific 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 – abudget that focuses on what is to be purchased–overalldecisions 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. 336 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 337 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: x 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. x 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.). 338 Investment Policy The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 065-14, 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: x To assure compliance with all Federal, State and Local laws governing the investment of public funds under the control of the City Treasurer. x To maintain the principal value of financial assets and ensure ample liquidity to meet operating expenditures. x 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. 339 Budget Amendment Process I.Statement A.Generally, a budget is a financial planincluding 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 Services2.Operations (Supplies and Services) 3.Council Contingency4.Capital Outlay5.Debt Service6.Interfund Transfers II.Procedure A.City Council authorization isrequired 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 Accountto another object account. 4.Transfer appropriations from capital improvement subprograms tooperating 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 withinafund.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. 340 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 ï 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 ï An economic resource or probable future benefit obtained or controlled by a particular entity as a result of past transactions or events. 341 Glossary continued AUDIT – A review of the city’s accounts by an independent accounting firm to substantiate year-end fund balances, reserves, and cash on hand. AUTHORIZED POSITIONS – Employee positions, which are authorized in the adopted budget, to be filled during the year. - B - BALANCED BUDGET – Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues. BOND ï 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 ï 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 ï 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. 342 Glossary continued BUDGET MESSAGE – A general discussion of the proposed budget as presented in writing by the budget-making authority to the City Council, including the primary budget issues and policy changes found in the proposed budget. The City’s budget message is presented as the City Manager’s letter in the proposed and adopted budget documents. BUDGETARY BASIS – This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. - C - CDBG – Community Development Block Grant. Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation and improvements of community services. CAPITAL IMPROVEMENTS – Any significant physical acquisition, construction, replacement, or improvement to a City service delivery system. CAPITAL IMPROVEMENT PROGRAM BUDGET – A five-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and facilities. Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be expended in each year, and the proposed method of financing the projects. (For more information see the CIP section of this document.) CAPITAL OUTLAY – Expenditures used to purchase fixed assets costing more than $1,000. CARRY-OVER – Appropriated funds that remain unspent at the end of a fiscal year and are allowed to be retained in the appropriating budget and expended in subsequent fiscal years for the purpose designated. CASH FLOW ï 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. 343 Glossary continued CITY COUNCIL – The legisative (governing) body of the City. (A list of current Councilmembers and their respective wards is available on the first page of this document.) CITY MANAGER – An official appointed and employed by an elected council to direct the administration of a city government on a day-to-day basis. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) ï 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. 344 Glossary continued DEPARTMENT – A major organizational unit of the City that has management responsibility for a group of related operations. DEPRECIATION – (1) The process of accounting for expiration in the service life of a fixed asset due to deterioration, inadequacy and obsolescence. This is calculated by taking the cost of the fixed asset less any salvage value, prorated over the estimated service life of the asset. (2) The portion of depreciation charged as an expense during a particular period. This accounting transaction does not involve a cash expense or affect the cash available for operations. DISTINGUISHED BUDGET PRESENTATION AWARDS PROGRAM – A voluntary awards program administered by the Government Finance Officers Association (GFOA) to encourage governments to prepare effective budget documents. DIVISION – A sub-unit of a department that encompasses a substantial portion of the duties assigned to a department. May consist of several sections, which in turn may consist of clearly defined activities. - E - ECONOMIC DEVELOPMENT – The process of attracting new businesses by use of incentives or innovative financing methods. EFFICIENCY – Effective operation as measured by a comparison of production with cost (as in energy, time, and money), or the ratio of the useful energy delivered by a dynamic system to the energy supplied to it. EFFECTIVENESS – Producing a decided, decisive, or desired effect. EMPLOYEE (OR FRINGE) BENEFITS – Contributions made by a government to meet commitments or obligations for employees beyond base pay. The government’s share of costs for Social Security and the various pension, medical and life insurance plans are included. ENCUMBERANCE – Obligations in the form of purchase orders or contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved. Encumbrances are eliminated when paid or when an actual liability is established. 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 345 Glossary continued 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. 346 Glossary continued 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 347 Glossary continued 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 348 Glossary continued 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 349 Glossary continued 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. 350 Glossary continued PUBLIC HEARING ï 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 ï 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. 351 Glossary continued 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 351