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FY 2012-2013 City of Bakersfield Proposed Budget
About the Cover The FY 2012-13 Proposed Budget cover features three photographs capturing distinctive and significant moments in City of Bakersfield history. The horizontal photograph located at the top of the cover provides a unique and beautiful perspective of Mohawk Extension at dusk – with the Kern River meandering in foreground and the distinct lights of the Alon Refinery in the background. The north-south connector was the first phase of the Westside Parkway to open on June 30, 2011. The road provides a new, vital connection between Rosedale Highway in the north and Truxtun Extension in the south. The bottom left photograph offers a glimpse into the first days of freeway concrete paving within the City of Bakersfield in nearly 40 years. The paving machine is laying a 25-foot wide, six-inch thick slab of concrete freeway base in preparation for a 10- to 13-inch-thick concrete roadway to be poured on top in the near future. Initially, the paving is forming Phase II of the Westside Parkway – ultimately taking travelers from Truxtun Extension in the east to Allen Road. Future anticipated state funding will construct the freeway through Heath Road. The overall plan is for the Westside Parkway to link into the Centennial Corridor project in the east – connecting Highway 58 with Interstate 5 in the west. The bottom right photo shows crews hard at work grading Phase II of the Westside Parkway in preparation for paving. The crews must ensure the dirt is at the precise elevation throughout the freeway corridor prior to paving operations. The dirt hauled from this area is used for other sections of Westside Parkway construction. Photography Credits: - Gilbert Vega THIS PAGE INTENTIONALLY LEFT BLANK CITY OF BAKERSFIELD PROPOSED BUDGET FY 2012 – 13 MAYOR Harvey L. Hall CITY COUNCILMEMBERS Rudy Salas Councilmember, Ward 1 Susan M. Benham Councilmember, Ward 2 Ken Weir Councilmember, Ward 3 David R. Couch Councilmember, Ward 4 Harold W. Hanson Councilmember, Ward 5 Jacquie Sullivan Councilmember, Ward 6 Russell Johnson Councilmember, Ward 7 Submitted by Alan Tandy City Manager CITY OF BAKERSFIELD EXECUTIVE STAFF Alan Tandy City Manager Virginia Gennaro City Attorney Doug Greener Fire Chief Dianne Hoover Recreation and Parks Director Donna Kunz Economic Development Director Greg Williamson Police Chief Raul Rojas Public Works Director Nelson Smith Finance Director Jim Eggert Planning Director Phil Burns Building Director Rhonda Smiley Assistant to the City Manager Steve Teglia Assistant to the City Manager Chris Huot Administrative Analyst III TABLE OF CONTENTS BUDGET MESSAGE Letter of Transmittal .................................................................................... v Distinguished Budget Presentation Award ......................................... xxvi Employee Incentive Program ............................................................... xxix Organizational Chart ............................................................................... xxx BUDGET SUMMARIES……………………………………………………..1 Revenues and Appropriations – General Fund…………………………2 General Fund Budget Charts……………………………………………….3 Resources and Appropriations Operating Budget – All Funds……….4 Operating Budget – All Funds Charts……………………………………...5 Operating Fund Distribution…………………………………………………6 Operating Fund Distribution Charts………………………………………..7 Departmental Appropriations by Fund……………………………………8 General Fund – Appropriations by Department……………………….12 Financial Summary – All Funds…………………………………………….14 Estimated Balances – June 30, 2013……………………………………...18 Interfund Transfers – Summary……………………………………………..19 Interfund Transfers – Detail………………………………………………….20 REVENUES ............................................................................................ 21 Exhibits Property/Sales Tax Revenues Graphs ................................................. 24 Transient Occupancy Tax/License and Permit Revenues Graphs . 25 Motor Vehicle-In-Lieu Revenues/Charges for Services Graphs ...... 26 General Fund – Revenue by Source ................................................... 27 Estimated Revenue by Fund ................................................................ 29 LEGISLATIVE ........................................................................................ 31 Legislative ................................................................................................... 32 Mayor & City Council ............................................................................... 34 EXECUTIVE ........................................................................................... 39 City Manager ............................................................................................ 42 City Clerk .................................................................................................... 45 Human Resources ..................................................................................... 49 Risk Management ..................................................................................... 54 Information Technology ........................................................................... 56 FINANCIAL SERVICES ......................................................................... 59 Administrative Services ............................................................................ 62 Accounting and Reporting ..................................................................... 64 Treasury ....................................................................................................... 66 Purchasing ................................................................................................. 68 CITY ATTORNEY ................................................................................... 71 POLICE SERVICES ............................................................................... 77 Headquarters ............................................................................................. 81 Support Services ........................................................................................ 85 Operations ................................................................................................. 97 Investigations ........................................................................................... 107 FIRE SERVICES ................................................................................... 117 Administration .......................................................................................... 120 Fire Safety ................................................................................................. 123 Fire Suppression ....................................................................................... 125 PUBLIC WORKS ................................................................................. 129 Administrative Services .......................................................................... 138 Thomas Roads Improvement Program (TRIP) ..................................... 140 Engineering .............................................................................................. 143 General Services ..................................................................................... 148 Streets ....................................................................................................... 153 Equipment ................................................................................................ 156 Wastewater .............................................................................................. 160 Solid Waste ............................................................................................... 164 WATER RESOURCES .......................................................................... 167 Agricultural Water ................................................................................... 171 Domestic Water ...................................................................................... 174 RECREATION AND PARKS ................................................................ 177 Administrative Services .......................................................................... 181 Parks .......................................................................................................... 184 Recreation ............................................................................................... 187 DEVELOPMENT SERVICES ................................................................. 191 Planning .................................................................................................... 194 Building ..................................................................................................... 197 ECONOMIC/COMMUNITY DEVELOPMENT .................................... 199 Community Development ..................................................................... 204 Economic Development ....................................................................... 207 NON-DEPARTMENTAL ...................................................................... 211 ECONOMIC STIMULUS ..................................................................... 213 SPECIAL FUNDS Special Revenue Funds .......................................................................... 219 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 ......................................................... 259 CAPITAL IMPROVEMENT PROGRAM Letter of Transmittal ................................................................................ 271 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 ...................................................................................... 297 City Council Ward Boundaries Map .................................................... 298 Miscellaneous Statistics .......................................................................... 299 Miscellaneous Statistics Graphs ............................................................ 300 Personnel Complement by Division ..................................................... 301 Salary Schedule ...................................................................................... 303 City Budget Process ................................................................................ 314 Budget Calendar .................................................................................... 315 Operating Budget ................................................................................... 316 Basis of Accounting and Budgeting .................................................... 317 Investment Policy .................................................................................... 319 Budget Amendment Process ................................................................ 320 GLOSSARY ......................................................................................... 321 THIS PAGE INTENTIONALLY LEFT BLANK Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 vi meeting operational demands. Unfortunately, this is not a complete restoration to pre-recession levels; however it is a significant step in the right direction. Detailed information related to the restoration of individual positions is included throughout this document. Unfortunately, as you are aware, the bill which eliminated redevelopment agencies was upheld by the California Supreme Court. Staff is continuously working to address the requirements of Assembly Bill 26 – you will notice many changes due to the dissolution of redevelopment within the budget book. The Economic Development Department remains intact within the budget book, but will be integrated into the Development Services Department during the fiscal year. Additionally, there were significant staffing reductions in EDCD due to the dissolution of redevelopment which is reflected in the staffing complement summaries throughout the budget book. A significant concern continues to be the unknowns at the State level. Not surprisingly, the Legislative Analyst’s Office recently estimated the State will head into the budgeting process with a $13 billion deficit. Although this is less than the deficit it faced last year, the State has already significantly cut programs and services – and certain revenues it was dependent on are not materializing. The fear is, once again, the State will look to cities and counties to make up a substantial portion of the deficit. The FY 2012-13 proposed budget affords an opportunity for a solid capital improvement program – highlighted by TRIP program funding, which comprises 83 percent of the total FY 12/13 CIP budget. Staff expects Phase II of the Westside Parkway to be completed in FY 2012-13, as well as the Morning Drive Interchange Project, State Route 58 Gap Closure Project, and Phase 6C of the Westside Parkway entering the construction phase. Outside of the TRIP program, many of the remaining capital projects are directly related to deferred maintenance issues and improving staff and user experiences at various City facilities. Budget Overview and Highlights Personnel Compliment: A key component of the proposed budget is starting to restore positions lost during the recession. Throughout the FY 2012-13 budget process, staff identified 38 positions to restore or add to the complement throughout the organization. Unfortunately, you will notice the dissolution of redevelopment resulted in reductions in staff within EDCD, thus the year over year staffing complement is adjusted accordingly. Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 vii Staff identified positions for restoration or addition which fit into three general categories: 1) Positions restored which are critical to performing basic City operations; 2) Positions within departments and divisions where succession lines need to be reestablished, or 3) Positions added that relate to expanded City services. This includes 15 restored Police and 2 restored Fire positions. As proposed, the City’s staff complement is 1,467. It is noted the proposed complement remains 146 positions below the FY 2008-09 Adopted Budget authorized level. Table 1. Personnel Compliment History and Percent Change since FY 2008-09 Department FY 2008-09 Authorized FY 2009-10 Authorized FY 2010-11 Authorized FY 2011-12 Authorized Net Change FY 12-13 FY 2012-13 Proposed Percent Change 11-12 to 12-13 Legislative1111010.0% Executive 695855552573.6% Financial Services353231311323.2% City Attorney1311101011110.0% Police Services 517471485486155013.1% Fire Services21020019519521971.0% Public Works 454409409409114202.7% Water 27262828 0 28 0.0% Rabobank Arena/CVB (a)4 4 4 4 4 8 100.0% Recreation & Parks 170151143147 4151 2.7% Development Services 91696157 (2)55 -3.5% ED/CD (a)22201919(13)6 -68.4% Totals 1,6131,4521,4411,442251,467 1.7% Note: Further detailed discussion of personnel restoration is located within individual department overviews within this document. (a) Economic and Community Development was reduced by seven positions during the current fiscal year and its complement was reduced by an additional two positions during the budget process due to the elimination of redevelopment. The Convention and Visitors Bureau staff is now summarized with the Rabobank Arena City employees, but remains seperate for operational purposes. Organizational Changes: The dissolution of redevelopment by the State has required staff to analyze and review department goals and objectives as it relates to staffing levels and operational efficiencies. Some changes due to the dissolution of redevelopment have occurred and are reflected within the budget document. Most notably, the Convention and Visitors Bureau is now reporting to the City Manager’s Office, which is reflected within the budget document. After substantial analysis, significant changes to the City’s organizational structure are planned during FY 2012-13. These changes include eliminating the Economic and Community Development Department and merging the remainder of the Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 viii EDCD staff within the Development Services Department. Staff anticipates this transition will be complete by the end of the 2012 calendar year and the change will be reflected in the FY 2013-14 budget document. The merger has made it necessary to update and perform minor rehabilitation to office space within the Development Services building. For this project, $75,000 in Capital Outlay Funds has been identified in FY 2012-13 CIP budget. Additionally, the Development Services department head position has been revised to a new job specification of Community Development Director, and will be filled in preparation for the expanded oversight and responsibilities inherent with expanding an existing department to include new functions. Cost-of-Living Adjustment (COLA) and Labor Negotiations: The current agreement with SEIU, which runs through December 2012, includes a scheduled two percent COLA to be received in July 2012. This item is reflected in the proposed budget for applicable employees. Other positive labor-related events took place in FY 2011-12. The City was able to negotiate a short term agreement with Fire, provide Management and Supervisory with a 2 percent COLA, and extend a 3 percent COLA to the Police Sergeants. For budgetary purposes, staff is anticipating an additional 2 percent COLA will be extended to the Management and Supervisory group, and a 3 percent COLA to the Fire group and the Police Sergeants. These items have been projected within the proposed budget for FY 2012-13 and are reflected in each applicable department budget for the next fiscal year. However, these COLAs will not become effective until formal action is taken by the City Council. Due to the status of several legal actions filed against the City, the budget reflects a zero percent COLA for the employees in the Police union, pending future discussions. As economic conditions begin to stabilize, we again express our appreciation to the SEIU, Fire, and Management and Supervisory groups for their cooperation during the past several years. We are slowly recovering from the economic crisis. However, the effects continue to impact City services and programs. The understanding of the majority of our employees has assisted in our recovery from the economic severity of the past few years. We are in far better circumstances than many other cities around the state that continue to experience work force reductions and other hardships. Blue Cart Recycling Program: Solid Waste staff will begin rollout and implementation of the citywide blue cart recycling programing in January 2013. The program will promote additional refuse Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 ix diversion without increasing the basic level residential user fee. The ability for the City to initially provide this service without additional costs to the user is due to a combination of favorable economic results within the refuse enterprise fund. FY 2012-13 will be the first of three years needed to roll out the program. Street Resurfacing/Reconstruction: For FY 2012-13, $19,744,479 for resurfacing and reconstruction of City streets is budgeted. This represents an operating budget of $7,822,711, along with $806,000 in CDBG funds, $3,965,057 in federal funds and $ $7,150,711 in Gas Tax Funds. Capital Projects and Equipment: A notable increase in equipment replacement is included in the proposed budget. This is due to a combination of factors: 1) all additional equipment needed for the personnel restoration is included and 2) moving back toward a more regular restoration of previously deferred equipment (e.g., vehicles and computers) for current staff. Many of these items have been previously deferred for two or more years beyond their useful life. Departments were once again asked to identify vehicles which could be eliminated or downsized upon replacement (i.e., full size pickup to mid-size pickup) and were instructed to closely inventory and eliminate unneeded equipment, phones, and computer equipment. Additionally, capital improvement projects focus heavily on TRIP and other road projects. Much of the CIP budget increase is due to TRIP projects moving into the final design and construction phases and represents Federal dollars and corresponding local match amounts. Recreational and Cultural Activities: In FY 2012-13, $301,580 in CDBG funds is budgeted for streetscape improvements in the downtown Arts Alive District. Additionally, staff anticipates construction to begin on Phase II of the State Farm Sports Village. The funding for the construction was appropriated within the current fiscal year, so no additional funding will appear within the FY 2012-13 CIP budget. Recreation and Parks staff has recently seen a record number of teams registered for softball leagues, and staff anticipates this level of participation will continue during the next fiscal year. There are multiple CIP projects outlined in detail later in this document related to improvements at Rabobank Arena, Convention Center and Theater, as well as various parks and the Martin Luther King, Jr. Community Center. Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 x General Fund Revenue Sources: Property Tax: Property tax revenue is projected to remain flat at zero percent (0%) growth for FY 2012-13, compared to the FY 2011-12 revised property tax revenue estimate of -5 percent, as projected by Kern County. Sales and Use Tax (Excluding Sales Tax In-Lieu): Sales tax revenue is projected to increase 4 percent in FY 2012-13, as compared to a revised 10 percent increase for FY 2011-12. Although we predict some positive trending to continue into the new fiscal year, it remains unknown if sales tax figures will exceed the same quarter of the previous year. Staff may revise this projection based upon the latest sales tax figures we will receive in June. The State Budget and Pension Costs: The State Budget: The latest report from Sacramento pegged the State’s deficit at approximately $13 billion, if the Legislature takes no action between now and its budgeting period. Many of the revenue streams the State relied on to balance its current year budget have not materialized, and the likelihood of the deficit increasing by budget time is almost a certainty. At this time, the Governor’s Proposed Budget does not include extracting revenue from local jurisdictions. However, if previous actions are a predictor of future events, it may very well happen again. Unfortunately, we may be forced to take reactive, mitigating actions pending any State takes. Pension and Retiree Medical Costs: Due to historic losses in investments during 2008-09, CalPERS instituted a three year modification to rate increases to mitigate for the losses. The current fiscal year marks the first year in which the increase was instituted. The latest update from CalPERS shows continued increases through 2014-15. However, the forecasted increases for the next two next fiscal years (FY 2012-13 and 2013-14) are below the substantial increases CalPERS warned us about last year. In a separate, but related action, staff received notice CalPERS has lowered its discount rate, which represents the fund’s assumed rate of return, to 7.50 percent from 7.75 percent. Continuing the prudent action the Council took last year, staff has set aside $2,700,000 to mitigate for the impact of future rate increases in FY 2013-14 and the impact due to reduction of the discount rate. Additionally, the City continues to experience a rise in annual costs for retiree medical contributions. Council began the process of ‘catching up’ on funding the Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xi retiree medical during last year’s budget process. The budget includes $8,336,500 out of the General Fund for this line item. Overview of Appropriations and Resources The City’s budget is organized by groups of funds. Each fund is considered a separate accounting entity with its own assets, liabilities, equity, revenue and expenses. The major fund groups and some divisions within the funds are described below, highlighting significant changes compared to the prior year. Appropriations: The total appropriated for both operating and capital expenditures for FY 2012-13 is $536,474,000. The total appropriations in FY 2012-13 for all City funds reflects an increase of $98,075,000, or 23 percent, as compared to the FY 2011-12 Adopted Budget. The total appropriated for the Operating Budget is $401,375,702, which reflects an increase of $20,691,684, or 5.43 percent, as compared to the FY 2011-12 Adopted Budget. The total appropriated for the Capital Improvement Budget is $135,098,298, which reflects an increase of $77,383,316, or 134 percent, as compared to the FY 2011-12 Adopted Budget. The CIP section of this document contains an itemized listing of projects included in the plan. General Fund Expenditures: General Fund appropriations total $184,052,000, which reflects an increase of $7,620,500 or 4.2 percent, as compared to the FY 2011-12 Adopted Budget. Increases in the general fund budget are attributable to restoration of positions, equipment related to the restoration of positions, various budgeted COLAs for most labor groups, PERS costs, previously deferred equipment and vehicle replacement, and increased insurance costs. Resources: General Fund Resources: Major revenue sources for the General Fund are property tax, sales and use taxes, business license tax, utility franchise tax, licenses and permits, State motor vehicle in-lieu tax, and miscellaneous charges for services. Resources for the General Fund for FY 2012-13 total $184,052,000 which reflects an increase of $7,620,500, or 4.3 percent, as compared to the FY 2011-12 Adopted Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xii Budget. The General Fund revenue sources derived from taxes include: $59,048,000 in property taxes, $ 63,232,000 in sales and use taxes, and $ 14,175,000 in other taxes. The remainder of the resources for the General Fund is comprised of $21,514,000 in other revenue sources, $24,783,000 in beginning fund balance, and $1,300,000 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 2012-13 Proposed Budget to the FY 2011-12 Adopted Budget. Most increases in department operating budgets can generally be attributed to the restoration of key personnel, additional equipment related to the personnel restoration, a return to more normal equipment replacement schedules, projected increases related to various labor group COLAs, and a slight increase in PERS costs. Police. The operating budget for the Police Department is $71,571,214, which is a 3.05 percent increase, as compared to the FY 2011-12 Adopted Budget. The personnel complement reflects the restoration of 15 positions. The restored positions include 5 sworn positions and 10 civilian positions. The civilian restorations are critically needed to provide direct support to the sworn complement. Since FY 2007-08, the civilian complement has been reduced by 15 percent, resulting in a shift of more administrative work to sworn officers. The addition of the 10 civilian positions will help reduce the administrative burden on the sworn complement. Due to the ongoing litigation by the Police Union, the Police operating budget does not reflect any wage increases for this group. Additionally, the Police Department has submitted an application for federal grant funding that, if awarded, would partially fund up to 11 additional sworn positions for three years. The status of this grant will likely not be known until late August or September, at which time staff may request appropriation of asset forfeiture funds to cover the balance of costs for the sworn positions. Fire. The operating budget for the Fire Department is $33,523,024, which is a 6.1 percent increase, as compared to the FY 2011-12 Adopted Budget. The budget includes the restoration of a Fire Captain and Accounting Clerk position. The two additional positions represent restoration of staffing that is critical to City services and operations. Public Works. The operating budget for the Public Works Department is $109,240,096, which is an 11 percent increase as compared to the FY 2011-12 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Development Services Fund, Gas Tax Fund, Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xiii Transportation Development Fund, Equipment Management Fund, enterprise funds, and other special revenue funds. For FY 2012-13, staff has proposed the restoration or addition of 12 positions and the deletion of one vacant position, for a net increase of 11 positions. These positions are critical to maintaining current City operations and services. One additional position is related to the implementation of the citywide blue cart recycling program. Additionally, the equipment fund for Fleet and Telecommunications increased due to the restoration of personnel and a more normal equipment replacement schedule than we have experienced in the past few years. Resurfacing Funds for Public Works Streets Division – The FY 2012-13 operating budget includes $7,822,711 for street resurfacing and reconstruction which is comprised of funds budgeted in the amounts of $5,322,711 in the General Fund and $ 2,500,000 in the Gas Tax Fund. The CIP budget for street resurfacing/reconstruction is $11,921,768, which includes $806,000 in CDBG funds, $3,965,057 in federal funds, and $ $7,150,711 in Gas Tax Funds. The combined operating and CIP budgets for street resurfacing/reconstruction projects total $19,744,479. Recreation and Parks. The operating budget for the Recreation and Parks Department is $ 17,457,084, which is a 5.6 percent increase as compared to the FY 2011-12 Adopted Budget. For FY 2012-13, four positions were restored within the department. The positions include: two laborers and two service maintenance workers. The positions are critical to the Parks division, as maintenance of three new parks will soon become the responsibility of the City. Additionally, with these positions, Parks staff will begin to address deferred maintenance items, such as overgrown areas and reestablishing bare areas. Rabobank Arena, Theater and Convention Center. SMG manages the Rabobank Arena, Theater and Convention Center, the Ice Sports Center and the Bright House Networks Amphitheater. The Bakersfield Condors and the CSUB Men’s Basketball team hosted season games in the Arena. Additionally, Arena staff has seen an increase in the number of shows and events at the facility over the past year and are optimistic the trend will continue in FY 2012-13. Convention and Visitors Bureau. The budget for the CVB is $648,425, which represents a 4.1 percent increase as compared to the FY 2011-12 Adopted Budget. The funding source of the CVB’s budget is Transient Occupancy Tax Funds. Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xiv Due to the pending merger of Economic and Community Development, the CVB is now reporting to the City Manager’s Office. Development Services. The operating budget for the Development Services Department is $7,085,067, which is a 2.2 percent increase as compared to the FY 2011-12 Adopted Budget. In preparation for the absorption of the remaining EDCD staff, full funding has been allocated for the department head position. This position will ultimately oversee planning, building and community development operations and staff. Overall, the staffing complement is projected to decrease by two positions for next fiscal year – a result of adding one position and deleting three vacant positions. Economic and Community Development. No General Funds are used to support EDCD services. The official staffing complement for the department has been reduced by seven positions during the current fiscal year and an additional two positions were deleted for next fiscal year. Additionally, the Convention and Visitors Bureau is now directly reporting to the City Manager’s Office. Redevelopment. Due to the dissolution of the Bakersfield Redevelopment Agency by the State, there is no new funding. The City, as the Successor Agency to the Redevelopment Agency, must now submit a draft Recognized Obligation Payment Schedule (ROPS), to the Oversight Board every six months going forward. The ROPS includes obligations of the former Bakersfield Redevelopment Agency, a funding source for the payment of the obligations and projected dates and amounts of scheduled payments for each enforceable obligation. The City, as the Successor Agency, is responsible for the accounting and management of all outstanding and ongoing obligations of the former redevelopment agency. The budget document now contains a tab labeled ‘Successor Agency Funds’ which account for fund balances, revenues, expenditures and transfers of fund related to the former redevelopment areas. Mayor. The operating budget for the Mayor’s Office is $152,645 which is an 18.3 percent increase as compared to the FY 2011-12 Adopted Budget. The increase is due to salary and benefit increases and an increase to the reimbursable expenses account for Mayoral activities. City Council. The operating budget for the City Council is $278,443, which is a 2.66 percent increase as compared to the FY 2011-12 Adopted Budget. Executive. The operating budget for the Executive Department (City Manager’s Office, Human Resources, Information Technology, City Clerk and Risk Management) is $19,071,133, which is an 8.9 percent increase as compared to the FY 2011-12 Adopted Budget. Funding for this department comes from various Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xv sources, including the General Fund, Equipment Management Fund, and Self- Insurance Fund. The increase is generally attributable to the restoration of two positions: Assistant City Clerk and Human Resources Analyst, as well as additional IT equipment related to the citywide personnel restoration (budgeted entirely in the IT equipment management fund), projected increases related to various labor group COLAs and a slight increase in PERS costs. The restoration of the two positions will increase the Executive Department staffing complement from 55 to 57 positions. City Attorney. The operating budget for the City Attorney’s Office is $3,387,410, which is a 6.5 percent increase as compared to the FY 2011-12 Adopted Budget. During the current fiscal year, City Council approved the addition of one Deputy City Attorney to the complement. The result of this action was the vacation of an Associate Attorney position. Staff determined the Associate position would be restored back to department in FY 2012-13 due to increasing workload demands. Financial Services. The operating budget for the Finance Department is $3,618,000, which is a 9.8 percent increase as compared to the FY 2011-12 Adopted Budget. The FY 2012-13 proposed budget includes the restoration of one accountant position due to increasing workload related to the Thomas Roads Improvement Program (TRIP). The Finance Department’s budget includes accounting services provided to, and funded by, the Thomas Roads Improvement Program (TRIP). Enterprise Funds. Enterprise Funds account for business-like activities supported primarily by user charges, such as water and wastewater utilities, refuse, and the municipal airport. Water Resources – The operating budget for the Water Resources Department is $22,677,346 which is a 4.2 percent increase as compared to the FY 2011-12 Adopted Budget. Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,548,464, which is a 3.31 percent decrease as compared to the FY 2010-11 Adopted Budget. Domestic Water Fund – The operating budget for the Domestic Water Division is $18,127,882, which is a 6.2 percent increase as compared to the FY 2011-12 Adopted Budget. There is no proposed water rate increase for FY 2012-13. Refuse Fund – There is no refuse rate increase for FY 2012-13. Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xvi Sewer Fund – The budget reflects no residential or commercial sewer user rate increases for FY 2012-13. The sewer connection fee per single-family household is currently $4,000. There is no rate increase for FY 2012-13. These fees, which are paid upon application for a building permit or permit to connect an existing building to the City sewer system, will be applied toward the debt service payments for the Wastewater Treatment Plant No. 3 Expansion Project. Internal Service Funds. These funds account for services provided to City departments to support operations with vehicles, telecommunications equipment, computers, and liability, property and Workers’ Compensation insurance. Equipment Management Fund – The Equipment Management Fund provides for funding of vehicles, telecommunications equipment, computers, and copier equipment. Rates charged for equipment within the Equipment Management Fund are based on actual costs for depreciation, improvements, and replacement, and are billed to departments on a monthly basis. Fleet Division – The Fleet Division has, in the past three budget years, revised and lowered departmental vehicle rates based on extended vehicle and equipment life. Although this practice continues where prudent, there is a return to a more normal vehicle replacement in FY 2012-13. The Fleet Division has also budgeted for all vehicles needed for positions which are proposed to being restored. Furthermore, Fleet has identified 12 pickup trucks which run on natural gas and may need to be replaced due to cylinder certification expirations. Fleet staff is currently researching options to continue to keep the vehicles in service, but they have been included for contingency purposes. Telecommunications Division – Due to the deferral of the purchase of the replacement phone system to an unknown date in the future, the Telecommunications Division of Public Works continues to strive at keeping the current phone system operational. Additionally, Telecommunications staff will provide needed equipment for the positions proposed 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 Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xvii the City. Additionally, excess insurance is purchased as a member of the Authority for California Cities for Excess Liability (ACCEL). For FY 2012-13 the Risk Management Division’s budget is $9,378,680, which represents a 5.44 percent increase, as compared to the FY 2011-12 adopted budget. Risk Management will mitigate substantial increases to workers compensation and liability rates through the use of fund assets to stabilize rates. Additionally, the Risk Management division has allocated $12,000 to begin 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. 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 $3,270,548 and $1,026,992, respectively, which is a -13.5 decrease for CDBG, and nearly a -39 percent decrease in HOME funds compared to FY the 2011-12 Adopted Budget. Emergency Solution Grant funds are budgeted in the amount of $262,778 – a 78 percent increase over the FY 2011-12 Adopted Budget. These funds will primarily be spent on contributions to agencies for eligible activities (Homeless shelters, etc.). Of the CDBG funds, $1,107,580 is budgeted for various CIP projects in HUD eligible areas. Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was established in July 1998 to account for the general revenues provided by a 12.0 percent room tax (M.C. 3.40) and the operation and debt related to the Rabobank Arena. This includes the contract with SMG for privatization of the operations of the facilities. Revenues from operation of the complex go into this fund. This fund also includes debt service payments on the Arena facility. The operational costs and revenues for the Bakersfield Ice Sports Center are included in this fund. The proposed 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, CVB, etc. are transferred to the City’s Capital Improvement Program budget for street resurfacing/reconstruction purposes. Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xviii Contributions. CDBG funds are budgeted for the Bakersfield Senior Center in the amount of $85,000. Capital Improvement Program (CIP) The Capital Improvement Program (CIP) provides planning for the City of Bakersfield’s infrastructure over a five-year planning period. Revenue sources identified within the CIP may be from grants, taxes, user fees, bond issues, transfers from other funds, or assessments. Many of these projects are possible because staff has been successful in obtaining grants and other specialized funds that would not ordinarily be available or used for ongoing operations. Proposed CIP projects for FY 2012-13 continue to be focused on TRIP and road projects. Project Highlights: Thomas Roads Improvement Program (TRIP) Projects: TRIP Projects comprise 83 percent of the total FY 12/13 Capital Improvement Budget. The amount proposed for TRIP Projects totals $112,381,000. This is comprised of $93,919,138 in federal earmark funds, and $18,461,862 as the local match requirement. Funding for the local match requirement consists of traffic impact fee revenue, PG&E surcharge revenue, and gas tax revenues. Three TRIP projects are proposed for construction in FY 12/13: Morning Drive/SR-178 Interchange Project. This project is currently in the final design phase and is budgeted for $34,668,349 in federal funds and $4,491,651 in non-federal match funds. It is expected to go to bid in late 2012 or early 2013, and construction should start in the spring of 2013. SR-58 Gap Closure Project. This project has $22,208,000 in federal funds and $5,552,000 in non-federal match funds proposed for FY 12/13. It will add an additional eastbound and westbound lane (for a total of 6 lanes) to the inside (median area) of SR-58 between SR-99 and the Cottonwood Road overcrossing, a distance of about 3 miles. This project is needed now to relieve congestion along this segment of SR-58. It is actually a part of the larger Centennial Corridor SR-58 connector project and will be required for any of the alternatives currently under consideration. However, because it is being constructed within existing freeway right-of-way, it is being environmentally cleared through a simpler and faster process than the larger Centennial Corridor project, allowing the construction to begin quickly. Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xix Westside Parkway Project – Phase C. The majority of funding for this project is from the California Transportation Commission, and it is being administered with the TRIP projects. It will be a 4 to 8 lane freeway extending from Truxtun Avenue, just west of SR-99, to Stockdale Highway at Heath Road (a distance of over 8 miles). Phase 6C consists of the last two miles of freeway, from the Allen Road interchange (currently under construction), then west 2 miles to the terminus of the freeway at Stockdale Highway. This project has $26,000,000 in state STIP funds and $650,000 in traffic impact fee funds proposed for FY 12/13. Along with these three new construction projects, $6,337,500 is also proposed for the various phases of the Westside Parkway that are currently under construction. These funds will be used to pay for potential contract change orders and consultant contract amendments, some minor utility relocations, in-house labor, and other miscellaneous costs required to complete the projects. A combination of federal TRIP earmark funds and non-federal match funds are also being budgeted to begin the final design phase and the acquisition of right- of-way for the following projects: SR 178 Widening Project: $2,400,000 - Design $3,905,000 – Right-of-Way 24th Street Improvements Project: $780,000 - to be added to funds already budgeted in FY 11/12 for Design and Right-of-Way Rosedale Highway Widening Project: $4,322,500 - Right-of-Way only; final design was budgeted in FY 11/12 Hageman Flyover Project: $1,066,000 – to continue environmental clearance, preliminary engineering, and Right-of-Way Reconstruction of Various Streets: The budget includes a Pavement Rehabilitation Project at various locations that directly ties to Council goals for the street maintenance program with funding from the following sources: federal transportation funds in the amount of $3,965,057 and gas tax revenue, as the source of the local match, in the amount of $850,711. These projects will rehabilitate pavement on: Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xx Panama Lane from South H Street to Monitor Street Beale Avenue from Monterey Street to Pearl Street Dr. Martin Luther King Jr. Boulevard from State Route 58 to Potomac Resurfacing Funds for Public Works Streets Division: The CIP budget includes $6.3 Million in gas tax revenue for the Streets Division to continue street resurfacing/reconstruction work. This project also ties to Council goals for the street maintenance program. Street Improvements: Significant street improvements proposed for FY 2012/13 include: Street Improvement on Hosking Avenue from Wible to Hughes – This segment of Hosking Avenue needs roadway widening improvements to alleviate traffic congestion. Right-of-way acquisition for this project was completed in prior years. This is a multi-year project, with $429,000 proposed for FY 12/13 for design and construction costs. Miscellaneous Right-of-Way – This $200,000 project provides funding to acquire right- of-way for projects included on the Metropolitan Bakersfield Transportation Impact Fee Facilities list. Community Development Block Grant Fund (CDBG): CDBG funding is budgeted for three Public Works projects, as follows: Arts Alive Streetscape – This $301,580 project extends the downtown streetscape theme into the 19th Street and 20th Street Arts’ District. Curb, Gutter, & Sidewalk at Alta Vista and at East California – The proposed budget for each of these projects is $403,000. The goal for this project is to install and repair curb, gutter, and sidewalk prior to reconstruction and paving streets in these areas. The Alta Vista project encompasses Flower Street to Bernard Street and Baker Street to Alta Vista. The East California project encompasses California Avenue to Brundage Lane and MLK Boulevard to Union Avenue Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xxi Facility Improvements: Facility Improvements, funded with Capital Outlay funds, include: Various Fire Stations, Exterior Paint – This $110,400 proposed project will repaint the exterior of various fire stations which currently require attention to alleviate further damage from deteriorating protective finishes. Rabobank Arena / Convention Center Improvements – Major improvements include $297,000 to replace extremely worn out Arena chairs and $150,000 to replace the Arena sub-floor. The sub-floor is laid down over the ice for non-hockey events. In the past, each piece has been individually replaced when needed, thus creating an uneven floor. Lastly, $100,000 is proposed for the replacement of tables that are in very bad shape. Street Lights within Tract 2548 – There are several residential streets and intersections within this tract (south of Stockdale Highway and east of Stockdale Country Club) that do not have streetlights. This area was annexed into the City in 1981. This $225,000 project will install streetlights on El Rio Drive, Mesa Verde Drive, Starmount Lane, Vista Verde Way, Jamaica Way and the eastern portion of Kroll Way. Street lighting within this area will improve driving conditions at night. Four facility improvement projects are proposed to be funded with Facility Replacement Reserve funds. Projects with a proposed budget equal to or greater than $100,000 include: Boiler Replacement at the Police Department Headquarters - This $100,000 project will replace the aging hot water heating boiler, reduce natural gas consumption and bring the building into compliance with changes to the San Joaquin Valley Air Pollution Control District. The current system has begun to leak because of deterioration and corrosion of various components. In addition, the current boiler system is very inefficient because of the age of the system, which is compounded by the developing leaks. Roof Replacement for the City Hall Annex Building - The roof on this building is over 31 years old. Numerous patches and repairs have been done in recent years to extend the useful life of the roof. However, these sporadic repairs are no longer effective. During the 2010 major storm, interior damage to the building was evident. This $176,000 project will re-roof the building to prevent future leaks and water damage to the building’s interior. Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xxii Sewer Projects: Capital Projects funded by Sewer Enterprise funds include: Plant 2 and Plant 3 Miscellaneous Improvements – Continuous treatment of wastewater year-round will cause wastewater treatment facilities to wear down. Facilities such as clarifiers, headworks, digestors, 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 proposed projects will make it possible to do periodic capital improvements to the wastewater treatment facilities and make the facilities functional and safe. $250,000 is requested for Plant 2 and $100,000 is requested for Plant 3. Sewer Lift Station at District and Gosford – This lift station was constructed in the early 1980’s. The sewer gases have caused many components of the lift station to fail. The sewer gas odors from the open design of the station are a problem to adjacent residences and businesses. This project will refurbish or reconstruct the lift station to deal with both of these problems. This project is estimated at $2M. The FY 11/12 budget included $516,000. Therefore, additional funds of $1,484,000 are required to complete this project. Sewer Lift Stations at Hageman and Jewetta and at Olive and Callaway – These sewer lift stations have maintenance problems because of the configuration of the wet well and the sitting of the pumps. Solids accumulate and the pumps become clogged and fail. The sewer maintenance crews must service this lift station repeatedly to keep the pumps running properly. $255,000 is proposed for each project to resolve the maintenance problems associated with these lift stations. Sewer Rehabilitation on Brundage Lane, from A Street to Chester Avenue and on Ming Avenue from Castro Lane to South Chester Avenue – In 2008, a consultant was retained to analyze the Southeast Bakersfield sewers and identify projects in need of rehabilitation. These two sections were identified as in need of rehabilitation. $129,000 of funding is requested for the Brundage Lane project and $222,000 of funding is requested for the Ming Avenue project. Wastewater Treatment Plant No. 3 Clarifiers 1 to 4 – Primary clarifiers 1 to 4 at Plant 3 require renovation. These clarifiers were not part of the Plant 3 Expansion Project. Hydrogen sulfide erosion causes deterioration of these clarifiers. Renovation work includes repair and replacement of concrete and Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xxiii steel structures and application of a coating to prevent future corrosion. $170,000 is requested for this project. Solid Waste Projects: Significant Capital Improvement Projects budgeted with Refuse Collection funds include: Mt. Vernon Recycling Center Paved Area Phase 4 – This $100,000 project will pave the dirt surface of the wood and greenwaste recycling work area. The paving will reduce dust generated by facility users and heavy equipment as required by Air District regulations. Per Agreement No. 08-087 with Kern County, 30% of the $100,000 proposed budget will be funded by the County. Traffic Signal Coordination: Capital Improvement Projects for traffic signal coordination include Signal Modification, Signal Synchronization / Communication at various locations, and Traffic Signal Interconnect. These projects expand the City’s signal communication network by improving signal timing. Improved signal timing improves air quality by reducing traffic congestion and traffic emissions. The Federal Congestion Management Air Quality (CMAQ) funds 88.53 percent of each project’s costs, with the local match requirement of 11.47 percent funded by the Gas Tax Fund. Specific Traffic Signal Coordination projects include: Signal Modification at H Street and White Lane – This project expands the number of left turn lanes on H Street. Proposed budget for this project is $175,000 (federal share of $154,927 and Gas Tax share of $20,073). Signal Synchronization on Ming Avenue from Scarlet Oak Boulevard to Wible Road – This project expands the City’s signal communication network by adding fiber optics and video from the intersections to the TOC. Synchronization improves signal timing, which reduces traffic congestion and emissions. The proposed budget for this project is $454,000 (federal share of $401,926 and Gas Tax share of $52,074). Traffic Signal Interconnect on Hageman Road from Coffee Road to Verdugo Lane and on Hageman Road from Verdugo Lane to Old Farm Road - Total budget of $152,200 (federal share of $134,743 and Gas Tax share of $17,457) is proposed for Hageman from Coffee to Verdugo. Total budget of $187,700 (federal share of $166,171 and Gas Tax share of $21,529) is proposed for Hageman from Verdugo to Old Farm. Traffic Signal Interconnect at Various Downtown Locations – Total budget of $269,600 (federal share of $238,678 and Gas Tax share of $30,922). Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xxiv Traffic Signals: There are two new traffic signal projects included in the FY 12/13 CIP. The proposed budget for the new traffic signal at the intersection of Highway 58 at Oswell Street is $250,000 (federal share of $221,325 with the local match requirement of $28,675 funded by traffic impact fees). The proposed budget for the new traffic signal at the intersection of Stine Road and Woodmere Drive is $209,00 (federal share of $185,028 with the local match requirement of $23,972 funded by gas tax revenue). Water Resources Projects: Significant projects for the Water Resources Department, all funded within the Domestic Water Fund, include: Kern River Channel & 2800 Acre Facility Improvements ($150,000) - Studies are needed and updated permits are required by several regulating agencies so that routine maintenance activities can continue in the river channel and the City’s 2800 Acre Recharge Facility. Wellhead Facilities Upgrade ($720,000) - Several projects are required to improve water production and treatment operations at various well sites within the system. Service Connection Replacement Program ($495,000) - Project includes scheduled replacement of older service connections. Water Main Extensions ($450,000) - New water main extensions are required to loop our domestic water system so water can flow more efficiently. Summary The FY 2012-13 proposed budget reflects guarded optimism moving into next fiscal year. Sales tax figures continue to trend positively; nevertheless the double digit year-over-year increases we have experienced are likely finished. Reflecting the slight recovery in the economy, staff was able to include the restoration of critical positions lost during the recession within the proposed budget. The reinstatement of these positions will greatly improve the efficiency and response of many City operations. Unfortunately, property tax figures are not projected to show any increase in the coming fiscal year, and coupled with continually low development fees, it is an indication that the economic recovery will be a slow process. Once again, we must keep a watchful eye on Sacramento as the State continues its budget process and be ready to react and adapt to any potential threats to local funds. As the fiscal year progresses, multiple TRIP projects will be moving into design and Honorable Mayor and City Council FY 2012-13 Proposed Budget - Letter of Transmittal May 9, 2012 xxv construction phase thus, our CIP budget is noticeably larger than in previous recent years. Much of the CIP budget is related to TRIP funding – approximately 83 percent – which the majority of is Federal funding, along with applicable local match funds. If works stays on schedule, we expect Phase 2 of the Westside Parkway to open during the FY 2012-13 fiscal year! Additionally, staff anticipates the Morning Drive Interchange Project, State Route 58 Gap Closure Project, and Phase 6C of the Westside Parkway will all enter the construction phase during the 2012-13 fiscal year. After multiple fiscal years of strained service levels due to staffing and budget cuts, we are pleased to submit to you a proposed budget with numerous positives. The FY 2012-13 proposed budget represents a step forward in a return to more customary levels of staffing and service, while keeping a close eye on the health of the economy at the local, state and national levels. Acknowledgements The FY 2012-13 proposed budget document is the culmination of numerous employees’ hard work over the past several months. My thanks go to the department heads and their business managers, division managers and staff for working diligently to complete their respective budgets. Thanks also go to the Budget Team for their valuable input and feedback during the process: Administrative Analyst Chris Huot led this year’s effort and was assisted by Assistant to the City Manager Steve Teglia, Assistant to the City Manager Rhonda Smiley, Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez, Assistant Public Works Director Brad Underwood, and Human Resources Manager Christi Tenter. Finally, to the Mayor and City Council, thank you for your dedicated leadership during the budget process and throughout the year. xxvi xxvii xxviii xxix “HIGH FIVES” The High Five award is for immediate recognition of City employees for their quality of work, high levels of productivity, notable customer service, or an old- fashioned “Thank You.” Approximately 332 High Five awards were distributed in 2011 WELL DONE! The City of Bakersfield is fortunate to employ individuals who think outside the box. If employees see something that needs to be achieved or improved, they are encouraged to submit a Bright Idea. There were 5 Bright Ideas submitted by employees in 2011. THANKS FOR CONTRIBUTING! This award is given to employees of the City of Bakersfield that exemplify the traits of excellent customer service, leadership by example, willingness to solve problems, and consistently high performance. Pictured are the winners of the prestigious award for 2011 GOOD JOB! “EXCELLENCE IN ACTION 2011” “BRIGHT IDEAS” Front row from left: Carlos Arceo (Public Works), Tera Loveless (Finance), Ginger Rubin (HR), Cherie Stephen (Police), Connie Walls–Extra Mile Recipient (Finance), Bill Ballard (Fire), Mike Vradenburg (Water). Back row from left: Patty Beard (Development Services), John Wilburn (Public Works), Ernie Medina (Fire), Misty Glasco (EDCD), Dennis Park (Police), David Cebreros (Recreation & Parks), Julio Sepulveda (Recreation & Parks). xxx Budget Summaries LIST OF EXHIBITS Revenues and Appropriations – General Fund ................................... 2 General Fund Budget Charts ................................................................. 3 Resources and Appropriations Operating Budget – All Funds……...4 Operating Budget – All Funds Charts .................................................... 5 Operating Fund Distribution………………………………………………..6 Operating Fund Distribution Charts………………………………………7 Departmental Appropriations by Fund ................................................ 8 General Fund – Appropriations by Department ............................... 12 Financial Summary – All Funds ............................................................. 14 Estimated Balances – June 30, 2013 ................................................... 18 Interfund Transfers – Summary .............................................................. 19 Interfund Transfers – Detail .................................................................... 20 Note: Additional information is provided in the Appendices section of this document. 1 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 RESOURCES AND APPROPRIATIONS GENERAL FUND Sources by Type Adopted 2010-11 Adopted 2011-12 Proposed 2012-13 Resources Property Tax 59,507,000$60,117,200$59,048,000$ Sales Tax 45,030,000 54,246,000 63,232,000 Other Taxes 14,325,000 14,975,000 14,175,000 Total Taxes 118,862,000$129,338,200$136,455,000$ Licenses and Permits 2,016,945$1,984,650$1,872,600$ Intergovernmental Revenue 2,224,600 3,109,350 2,708,800 Charges for Service 15,295,935 15,810,500 16,153,100 Fines and Forfeits 700,800 576,800 541,500 Miscellaneous Revenues 326,984 237,000 238,000 Total Other Revenues 20,565,264$21,718,300$21,514,000$ Beginning Balance 15,765,000 23,875,000 24,783,000 Transfers In 1,422,000 1,500,000 1,300,000 TOTAL RESOURCES 156,614,264$176,431,500$184,052,000$ Appropriations Police 63,613,676$67,368,119$69,526,459$ Fire 29,636,132 30,764,044 32,689,629 Total Public Safety 93,249,808$98,132,163$102,216,088$ Public Works 18,414,538$18,877,795$21,693,292$ Recreation and Parks 15,672,953 16,493,712 17,426,784 Development Services 7,137,096 6,929,229 7,085,067 General Government 10,814,810 10,880,351 11,755,558 Non-Departmental 5,965,059 18,245,250 15,901,211 Total Operations 58,004,456$71,426,337$73,861,912$ Contingencies 10,000 17,000 50,000 Transfers Out 5,350,000 6,856,000 7,924,000 TOTAL APPROPRIATIONS 156,614,264$176,431,500$184,052,000$ 2 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 GENERAL FUND BUDGET $184,052,000 Police 37.84%Fire 17.76% Public Works 10.71% Recreation & Parks 9.47%Development Services 3.85% General Government 6.89% Non- Departmental 8.67% Transfers 4.81% Where it goes ... Sales Tax 34.36%Property Tax 32.08% Licenses & Permits 1.02% Inter- governmental 1.47% Charges for Services 8.78% Fines & Forfeits 0.29% Misc. and Other 7.83% Beg. Balance & Transfers 14.17% Where it comes from... 3 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Sources by Type Adopted2010-11 Adopted2011-12 Proposed2012-13 Resources Capital Project Funds 15,623,613$6,533,084$7,156,602$ Economic Stimulus 1,437,120 1,561,543 1,512,675 Special Revenue Funds 23,926,90625,752,87327,727,480 General Operating Funds 156,614,264176,431,500184,052,000 Succesor Agency Funds*18,486,19017,429,89514,846,440 Improvement Districts 7,725,874 9,637,174 7,441,918 Internal Service Funds 34,436,71334,932,10740,450,232 Enterprise Funds 100,053,329107,732,020117,513,888 Debt Service Funds 788,372 673,822 674,467 Total 359,092,381$380,684,018$401,375,702$ Appropriations General Government 23,835,446$24,381,432$26,507,631$ Police 65,562,27669,450,24271,571,214 Fire 30,467,26831,566,92933,523,024 Public Works 94,091,45898,412,729109,240,096 Water Resources 21,608,94421,757,76122,677,346 Rabobank/CVB & Recreation and Parks 22,389,68322,845,34524,502,262 ED/CD & Development Services 13,498,13012,052,47110,165,820 Non-Departmental & Transfers 87,639,176100,217,109103,188,309 Total 359,092,381$380,684,018$401,375,702$ * Formerly Redevelopment Agency Funds 4 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 OPERATING BUDGET - ALL FUNDS $401,375,702 Capital Project Funds 1.78% Economic Stimulus 0.38% Special Revenue Funds 6.19% General Operating Funds46.57%Successor Agency Funds 3.70% Improvement Districts 1.85% Internal Service Funds 10.08% Enterprise Funds29.28% Debt Service Funds0.17% Where it comes from... General Government6.60% Police17.83% Fire 8.35% Public Works27.22% Water Resources5.65% Rabobank/CVB & Recreation and Parks6.10% ED/CD & Development Services 2.53% Non-Departmental & Transfers25.72% Where it goes... 5 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 OPERATING FUND DISTRIBUTION Expenditures Adopted 2010-11 Adopted 2011-12 Proposed 2012-13 All Funds Personnel $ 154,913,091 $ 174,256,653 $ 178,356,876 Operating 150,426,463 154,172,795 164,370,736 Capital 7,728,370 9,205,118 11,564,090 Fiscal Transfers 46,024,457 43,049,452 47,084,000 Total All Funds $ 359,092,381 $ 380,684,018 $ 401,375,702 General Fund Personnel $ 119,911,658 $ 138,549,652 $ 142,068,228 Operating 31,231,406 30,856,773 33,870,797 Capital 121,200 169,075 188,975 Fiscal Transfers 5,350,000 6,856,000 7,924,000 Total General Fund $ 156,614,264 $ 176,431,500 $ 184,052,000 6 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 OPERATING FUND DISTRIBUTION Personnel 44.93% Operating 40.91% Capital 2.43% Fiscal Transfers 11.73% ALL FUNDS $401,375,702 Personnel 77.19% Operating18.40% Capital0.10% Fiscal Transfers 4.31% GENERAL FUND $184,052,000 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 2 - 1 3 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 Cit y o f B a k e r s f i e l d 26 , 5 0 7 , 6 3 1 $ 71 , 5 7 1 , 2 1 4 $ 33 , 5 2 3 , 0 2 4 $ 10 9 , 2 4 0 , 0 9 6 $ 22 , 6 7 7 , 3 4 6 $ 24 , 5 0 2 , 2 6 2 $ 9, 9 1 5 , 8 2 0 $ 88 , 5 9 1 , 8 6 9 $ 38 6 , 5 2 9 , 2 6 2 $ Su c c e s s o r A g e n c y - 25 0 , 0 0 0 1 4 , 5 9 6 , 4 4 0 1 4 , 8 4 6 , 4 4 0 T o t a l O p e r a t i n g 26 , 5 0 7 , 6 3 1 $ 71 , 5 7 1 , 2 1 4 $ 33 , 5 2 3 , 0 2 4 $ 10 9 , 2 4 0 , 0 9 6 $ 22 , 6 7 7 , 3 4 6 $ 24 , 5 0 2 , 2 6 2 $ 10 , 1 6 5 , 8 2 0 $ 10 3 , 1 8 8 , 3 0 9 $ 40 1 , 3 7 5 , 7 0 2 $ Ca p i t a l I m p r o v e m e n t s Cit y o f B a k e r s f i e l d -$- $ 27 5 , 4 0 0 $ 13 1 , 9 3 3 , 9 9 8 $ 1, 9 6 0 , 0 0 0 $ 85 3 , 9 0 0 $ 75 , 0 0 0$- $ 13 5 , 0 9 8 , 2 9 8 $ Su c c e s s o r A g e n c y - - T o t a l C a p i t a l I m p r o v e m e n t s -$- $ 27 5 , 4 0 0 $ 13 1 , 9 3 3 , 9 9 8 $ 1, 9 6 0 , 0 0 0 $ 85 3 , 9 0 0 $ 75 , 0 0 0$- $ 13 5 , 0 9 8 , 2 9 8 $ T o t a l A p p r o p r i a t i o n s 26 , 5 0 7 , 6 3 1 $ 71 , 5 7 1 , 2 1 4 $ 33 , 7 9 8 , 4 2 4 $ 24 1 , 1 7 4 , 0 9 4 $ 24 , 6 3 7 , 3 4 6 $ 25 , 3 5 6 , 1 6 2 $ 10 , 2 4 0 , 8 2 0 $ 10 3 , 1 8 8 , 3 0 9 $ 53 6 , 4 7 4 , 0 0 0 $ Ge n e r a l Go v e r n m e n t Po l i c e Fi r e No n - De p a r t m e n t a l In c l u d e s T r a n s f e r s To t a l 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 ED / C D a n d De v e l o p m e n t Se r v i c e s 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 2 - 1 3 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e F i r e No n - De p a r t m e n t a l In c l u d e s T r a n s f e r s To t a l 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 ED / C D a n d De v e l o p m e n t Se r v i c e s Ci t y o f B a k e r s f i e l d Op e r a t i n g B u d g e t Ag r i c u l t u r e W a t e r -$-$-$- $ 4, 5 4 9 , 4 6 4$-$- $ 25 , 0 0 0 $ 4, 5 7 4 , 4 6 4 $ AR R A F e d e r a l S t i m u l u s - 1 , 5 1 2 , 6 7 5 - - - - - - 1 , 5 1 2 , 6 7 5 St a t e T r a n s p o r t a t i o n - - - 3 2 0 , 0 6 6 - 30 , 3 0 0 - - 35 0 , 3 6 6 As s e s s m e n t D i s t r i c t s 23 5 , 4 2 7 - - - - - - 7 , 2 0 6 , 4 9 1 7 , 4 4 1 , 9 1 8 Av i a t i o n - - - 2 3 3 , 7 5 4 - - - - 23 3 , 7 5 4 CU P A - - 8 3 3 , 3 9 5 - - - - - 83 3 , 3 9 5 Ca p i t a l O u t l a y - - - - - - - 36 5 , 0 0 0 36 5 , 0 0 0 CO F U t i l i t y / R o a d F u n d s 14 0 , 0 0 0 - - - - 14 0 , 0 0 0 Co m m u n i t y D e v . B l o c k G r a n t - - - - - - 1 , 7 7 0 , 6 2 0 59 3 , 4 2 3 2 , 3 6 4 , 0 4 3 Do m e s t i c W a t e r - - - - 1 8 , 1 2 7 , 8 8 2 - - 1 , 6 4 8 , 1 9 5 1 9 , 7 7 6 , 0 7 7 Eq u i p m e n t M a n a g e m e n t 3, 2 6 7 , 3 9 3 - - 2 6 , 4 0 4 , 1 5 9 - - - - 2 9 , 6 7 1 , 5 5 2 Ga s T a x - - - 3 , 1 0 6 , 2 4 6 - - - 20 5 , 6 0 0 3 , 3 1 1 , 8 4 6 Ge n e r a l F u n d 11 , 7 5 5 , 5 5 8 6 9 , 5 2 6 , 4 5 9 3 2 , 6 8 9 , 6 2 9 2 1 , 6 9 3 , 2 9 2 - 17 , 4 2 6 , 7 8 4 7 , 0 8 5 , 0 6 7 2 3 , 8 7 5 , 2 1 1 1 8 4 , 0 5 2 , 0 0 0 HO M E P r o g r a m - - - - - - 1 , 0 6 0 , 1 3 3 - 1 , 0 6 0 , 1 3 3 Mu n i c i p a l I m p r o v e m e n t D e b t - - - - - - - 67 4 , 4 6 7 67 4 , 4 6 7 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 99 , 8 4 0 - - - - - - - 99 , 8 4 0 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 , 7 6 0 , 0 8 5 - - - 70 1 , 0 0 0 4 3 , 4 6 1 , 0 8 5 Se l f I n s u r a n c e 10 , 7 7 8 , 6 8 0 - - - - - - - 1 0 , 7 7 8 , 6 8 0 Su p p . L a w E n f o r c e m e n t - 4 0 , 5 8 0 - - - - - - 40 , 5 8 0 Tr a f f i c S a f e t y - 4 9 1 , 5 0 0 - - - - - 1 , 3 0 0 , 0 0 0 1 , 7 9 1 , 5 0 0 Tr a n s i e n t O c c u p a n c y T a x e s - - - - - 7, 0 4 5 , 1 7 8 - 1 0 , 9 3 0 , 4 3 9 1 7 , 9 7 5 , 6 1 7 Tr a n s p o r t a t i o n D e v e l o p m e n t - - - 2 3 8 , 4 4 1 - - - 5 , 0 0 0 , 0 0 0 5 , 2 3 8 , 4 4 1 TD F T R I P L o c a l M a t c h 37 0 , 7 3 3 - - 1 , 0 4 2 , 4 2 8 - - - - 1 , 4 1 3 , 1 6 1 Wa s t e w a t e r T r e a t m e n t P l a n t - - - 1 3 , 3 0 1 , 6 2 5 - - - 3 6 , 0 6 7 , 0 4 3 4 9 , 3 6 8 , 6 6 8 T o t a l O p e r a t i n g 26 , 5 0 7 , 6 3 1 $ 71 , 5 7 1 , 2 1 4 $ 33 , 5 2 3 , 0 2 4 $ 10 9 , 2 4 0 , 0 9 6 $ 22 , 6 7 7 , 3 4 6 $ 24 , 5 0 2 , 2 6 2 $ 9, 9 1 5 , 8 2 0 $ 88 , 5 9 1 , 8 6 9 $ 38 6 , 5 2 9 , 2 6 2 $ 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 2 - 1 3 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e F i r e No n - De p a r t m e n t a l In c l u d e s T r a n s f e r s To t a l 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 ED / C D a n d De v e l o p m e n t Se r v i c e s Ci t y o f B a k e r s f i e l d Ca p i t a l I m p r o v e m e n t s Ag r i c u l t u r e W a t e r -$-$-$- $ 10 0 , 0 0 0$-$-$- $ 10 0 , 0 0 0 $ Av i a t i o n - - - 9 0 0 , 1 5 0 - - - - 90 0 , 1 5 0 Ca p t i a l O u t l a y - - 2 7 5 , 4 0 0 6 1 9 , 1 0 0 - 73 8 , 9 0 0 75 , 0 0 0 - 1 , 7 0 8 , 4 0 0 Co m m u n i t y D e v . B l o c k G r a n t - - - 1 , 1 0 7 , 5 8 0 - - - - 1 , 1 0 7 , 5 8 0 CO F U t i l i t y / R o a d F u n d s - - - 1 3 , 41 1 , 8 6 2 - - - - 1 3 , 4 1 1 , 8 6 2 Do m e s t i c W a t e r - - - - 1 , 8 6 0 , 0 0 0 - - - 1 , 8 6 0 , 0 0 0 Fe d e r a l T r a n s p o r t a t i o n - - - 5 , 5 5 1 , 9 5 9 - - - - 5 , 5 5 1 , 9 5 9 Ga s T a x - - - 8 , 9 8 6 , 5 3 4 - - - - 8 , 9 8 6 , 5 3 4 Pa r k I m p r o v e m e n t - - - - - 11 5 , 0 0 0 - - 11 5 , 0 0 0 Re f u s e C o l l e c t i o n - - - 1 0 0 , 0 0 0 - - - - 10 0 , 0 0 0 Tr a n s p o r t a t i o n D e v e l o p m e n t - - - 6 5 7 , 6 7 5 - - - - 65 7 , 6 7 5 TD F T R I P L o c a l M a t c h - - - 3 , 6 5 0 , 0 0 0 - - - - 3 , 6 5 0 , 0 0 0 TR I P - - - 9 3 , 9 1 9 , 1 3 8 - - - - 9 3 , 9 1 9 , 1 3 8 Wa s t e w a t e r T r e a t m e n t P l a n t - - - 3 , 0 3 0 , 0 0 0 - - - - 3 , 0 3 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 -$- $ 27 5 , 4 0 0 $ 13 1 , 9 3 3 , 9 9 8 $ 1, 9 6 0 , 0 0 0 $ 85 3 , 9 0 0 $ 75 , 0 0 0$- $ 13 5 , 0 9 8 , 2 9 8 $ T o t a l C i t y o f B a k e r s f i e l d 26 , 5 0 7 , 6 3 1 $ 71 , 5 7 1 , 2 1 4 $ 33 , 7 9 8 , 4 2 4 $ 24 1 , 1 7 4 , 0 9 4 $ 24 , 6 3 7 , 3 4 6 $ 25 , 3 5 6 , 1 6 2 $ 9, 9 9 0 , 8 2 0 $ 88 , 5 9 1 , 8 6 9 $ 52 1 , 6 2 7 , 5 6 0 $ 10 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 2 - 1 3 DE P A R T M E N T A L A P P R O P R I A T I O N S B Y F U N D Ge n e r a l Go v e r n m e n t Po l i c e F i r e No n - De p a r t m e n t a l In c l u d e s T r a n s f e r s To t a l 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 ED / C D a n d De v e l o p m e n t Se r v i c e s 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 , 7 0 0 , 0 0 0 $ 1 , 7 0 0 , 0 0 0 $ Ol d T o w n K e r n P i o n e e r - - 1 , 0 0 2 , 5 4 6 1 , 0 0 2 , 5 4 6 So u t h e a s t - 25 0 , 0 0 0 1 , 9 9 6 , 3 7 5 2 , 2 4 6 , 3 7 5 Ho u s i n g Do w n t o w n - - 2 0 6 , 2 1 1 2 0 6 , 2 1 1 Ol d T o w n K e r n P i o n e e r - - 35 0 , 0 0 0 35 0 , 0 0 0 So u t h e a s t - - 46 9 , 8 0 0 46 9 , 8 0 0 De b t S e r v i c e Do w n t o w n - - 5 , 0 5 2 , 7 8 7 5 , 0 5 2 , 7 8 7 Ol d T o w n K e r n P i o n e e r - - 1 , 3 5 2 , 5 4 6 1 , 3 5 2 , 5 4 6 So u t h e a s t - - 2 , 4 6 6 , 1 7 5 2 , 4 6 6 , 1 7 5 T o t a l O p e r a t i n g -$-$-$-$-$- $ 25 0 , 0 0 0 $ 14 , 5 9 6 , 4 4 0 $ 14 , 8 4 6 , 4 4 0 $ Ca p i t a l I m p r o v e m e n t s Do w n t o w n -$-$-$-$-$-$-$-$- $ Ol d T o w n K e r n P i o n e e r - - So u t h e a s t - - T o t a l C a p i t a l I m p r o v e m e n t s -$-$-$-$-$-$-$-$- $ T o t a l S A -$-$-$-$-$- $ 25 0 , 0 0 0 $ 14 , 5 9 6 , 4 4 0 $ 14 , 8 4 6 , 4 4 0 $ 11 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 2 - 1 3 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 0 - 1 1 Ad o p t e d Bu d g e t 20 1 1 - 1 2 Am e n d e d Bu d g e t 20 1 1 - 1 2 Pr o p o s e d Bu d g e t 20 1 2 - 1 3 Ma yor 11 6 , 8 3 0 $ 12 8 , 9 1 7 $ 12 8 , 9 1 7 $ 15 2 , 6 4 5 $ Ci t y C o u n c i l 27 9 , 6 1 5 2 7 1 , 2 1 6 2 7 1 , 2 1 6 2 7 8 , 4 4 3 T O T A L L E G I S L A T I V E 39 6 , 4 4 5 $ 40 0 , 1 3 3 $ 40 0 , 1 3 3 $ 43 1 , 0 8 8 $ Ci t y M a n a ger 79 1 , 0 6 7 $ 86 2 , 8 3 8 $ 86 8 , 4 3 2 $ 90 0 , 9 5 2 $ Ci t y C l e r k 67 9 , 6 9 8 7 5 3 , 0 5 4 7 5 4 , 1 2 5 8 5 4 , 8 8 4 Hu m a n R e s o u r c e s 1, 0 0 4 , 2 7 0 1 , 0 9 8 , 9 7 5 1 , 1 0 1 , 3 7 9 1 , 2 5 0 , 2 2 3 In f o r m a t i o n T e c h n o l o gy 3 , 1 1 3 , 4 5 5 3 , 3 3 8 , 4 2 1 3 , 3 4 3 , 7 7 0 3 , 4 9 9 , 0 0 1 Ri s k M a n a gem e n t - - - - T O T A L E X E C U T I V E 5, 5 8 8 , 4 9 0 $ 6, 0 5 3 , 2 8 8 $ 6, 0 6 7 , 7 0 6 $ 6, 5 0 5 , 0 6 0 $ Ad m i n i s t r a t i o n 44 2 , 2 0 7 $ 45 0 , 2 9 6 $ 46 1 , 9 9 8 $ 50 3 , 8 1 0 $ Ac c o u n t i n g a n d R e por t i n g 1, 1 3 0 , 4 3 2 1 , 2 1 2 , 4 1 2 1 , 2 1 6 , 6 6 3 1 , 2 8 5 , 1 8 5 Tr e a s u r y 63 0 , 2 6 8 6 9 3 , 1 2 2 6 9 5 , 2 9 8 7 3 3 , 9 0 5 Pu r c h a s i n g 26 5 , 7 2 0 2 9 0 , 8 4 9 2 9 1 , 8 4 4 3 0 9 , 1 0 0 T O T A L F I N A N C I A L S E R V I C E S 2, 4 6 8 , 6 2 7 $ 2, 6 4 6 , 6 7 9 $ 2, 6 6 5 , 8 0 3 $ 2, 8 3 2 , 0 0 0 $ Le gal C o u n s e l 1, 2 4 6 , 7 3 8 $ 1, 7 8 0 , 2 5 1 $ 1, 8 1 7 , 4 0 9 $ 1, 9 8 7 , 4 1 0 $ T O T A L C I T Y A T T O R N E Y 1, 2 4 6 , 7 3 8 $ 1, 7 8 0 , 2 5 1 $ 1, 8 1 7 , 4 0 9 $ 1, 9 8 7 , 4 1 0 $ Ad m i n i s t r a t i o n 15 , 6 4 2 , 7 9 2 $ 15 , 5 5 3 , 5 7 2 $ 16 , 8 0 4 , 6 8 7 $ 15 , 7 2 4 , 5 8 6 $ Oper a t i o n s 35 , 3 8 3 , 3 0 4 4 0 , 2 4 8 , 6 1 6 4 0 , 3 0 4 , 3 0 5 4 1 , 1 7 5 , 6 5 3 In v e s t i gat i o n s 11 , 5 2 2 , 7 5 7 1 1 , 5 6 5 , 9 3 1 1 1 , 5 7 4 , 5 8 3 1 2 , 6 2 6 , 2 2 0 T O T A L P O L I C E S E R V I C E S 62 , 5 4 8 , 8 5 3 $ 67 , 3 6 8 , 1 1 9 $ 68 , 6 8 3 , 5 7 5 $ 69 , 5 2 6 , 4 5 9 $ Ad m i n i s t r a t i o n 1, 3 7 6 , 7 7 3 $ 1, 3 6 4 , 5 2 9 $ 1, 3 7 4 , 6 4 7 $ 1, 5 5 6 , 8 6 2 $ Sa f e t y S e r v i c e s 1, 0 6 0 , 0 7 0 1 , 0 8 2 , 2 0 4 1 , 0 8 3 , 6 0 1 1 , 2 1 7 , 4 2 9 Fi r e S u pp re s s i o n 27 , 0 1 3 , 1 7 3 2 8 , 3 1 7 , 3 1 1 2 8 , 6 5 0 , 9 8 3 2 9 , 9 1 5 , 3 3 8 T O T A L F I R E S E R V I C E S 29 , 4 5 0 , 0 1 6 $ 30 , 7 6 4 , 0 4 4 $ 31 , 1 0 9 , 2 3 1 $ 32 , 6 8 9 , 6 2 9 $ 12 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 2 - 1 3 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 0 - 1 1 Ad o p t e d Bu d g e t 20 1 1 - 1 2 Am e n d e d Bu d g e t 20 1 1 - 1 2 Pr o p o s e d Bu d g e t 20 1 2 - 1 3 Ad m i n i s t r a t i o n 55 1 , 3 4 0 $ 55 6 , 8 1 6 $ 55 9 , 0 9 7 $ 57 3 , 4 8 6 $ En gin e e r i n g 4, 9 1 8 , 6 7 6 4 , 9 4 9 , 8 8 9 4 , 9 6 2 , 5 1 9 5 , 2 8 9 , 7 0 3 Ge n e r a l S e r v i c e s 7 , 8 4 6 , 3 0 3 8 , 2 9 2 , 9 1 5 8 , 2 9 6 , 7 2 7 1 0 , 5 0 7 , 3 9 2 St r e e t s 4 , 8 6 5 , 2 8 4 5 , 0 7 8 , 1 7 5 5 , 0 8 0 , 2 1 5 5 , 3 2 2 , 7 1 1 Equi pment -- - - Wa s t e w a t e r - - - - So l i d W a s t e - - - - T O T A L P U B L I C W O R K S 18 , 1 8 1 , 6 0 3 $ 18 , 8 7 7 , 7 9 5 $ 18 , 8 9 8 , 5 5 8 $ 21 , 6 9 3 , 2 9 2 $ Ad m i n i s t r a t i o n 1, 0 7 7 , 3 8 3 $ 1, 0 9 2 , 5 9 4 $ 1, 0 9 4 , 0 5 5 $ 1, 2 4 1 , 2 2 0 $ Pa r k s 11 , 9 0 2 , 8 5 9 1 2 , 7 4 9 , 4 7 1 1 2 , 7 5 6 , 7 0 4 1 3 , 4 5 4 , 6 6 9 Re c r e a t i o n 2, 4 7 9 , 4 2 8 2 , 6 5 1 , 6 4 7 2 , 7 1 3 , 7 4 5 2 , 7 3 0 , 8 9 5 T O T A L R E C R E A T I O N A N D P A R K S 15 , 4 5 9 , 6 7 0 $ 16 , 4 9 3 , 7 1 2 $ 16 , 5 6 4 , 5 0 4 $ 17 , 4 2 6 , 7 8 4 $ Pl a n n i n g 1, 8 0 0 , 5 1 9 $ 1, 9 0 8 , 5 1 8 $ 1, 9 1 3 , 5 4 0 $ 2, 0 6 8 , 1 9 9 $ Bu i l d i n g 4, 6 8 6 , 0 5 7 5 , 0 2 0 , 7 1 1 5 , 0 3 9 , 7 9 3 5 , 0 1 6 , 8 6 8 T O T A L D E V E L O P M E N T S E R V I C E S 6, 4 8 6 , 5 7 6 $ 6, 9 2 9 , 2 2 9 $ 6, 9 5 3 , 3 3 3 $ 7, 0 8 5 , 0 6 7 $ Co m m u n i t y D e v e l o pme n t - $ - $ - $ - $ Ec o n o m i c D e v e l o pment -- - - T O T A L E C O N O M I C / C O M M U N I T Y D E V . - $ - $ - $ - $ TO T A L B Y D E P A R T M E N T 14 1 , 8 2 7 , 0 1 8 $ 15 1 , 3 1 3 , 2 5 0 $ 15 3 , 1 6 0 , 2 5 2 $ 16 0 , 1 7 6 , 7 8 9 $ No n - D e par t m e n t a l 5, 3 4 5 , 1 9 4 $ 18 , 2 4 5 , 2 5 0 $ 21 , 5 7 7 , 2 5 0 $ 15 , 9 0 1 , 2 1 1 $ Debt S ervice -- - - Co n t i n gen c i e s 17 , 0 0 0 10 , 0 0 0 50 , 0 0 0 Tr a n s f e r s O u t 4, 4 9 3 , 0 2 4 6 , 8 5 6 , 0 0 0 6 , 8 6 9 , 2 0 0 7 , 9 2 4 , 0 0 0 TO T A L G E N E R A L F U N D 15 1 , 6 6 5 , 2 3 6 $ 17 6 , 4 3 1 , 5 0 0 $ 18 1 , 6 1 6 , 7 0 2 $ 18 4 , 0 5 2 , 0 0 0 $ 13 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 2 - 1 3 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Go v e r n m e n t a l F u n d s Ge n e r a l O p e r a t i n g 37 , 2 8 3 , 0 0 0 $ 15 8 , 0 6 9 , 0 0 0 $ 1, 3 0 0 , 0 0 0 $ 7, 9 2 4 , 0 0 0 $ 17 6 , 1 2 8 , 0 0 0 $ - $ 1 2 , 6 0 0 , 0 0 0 $ Ec o n o m i c S t i m u l u s - 1 , 5 1 2 , 6 7 5 1, 5 1 2 , 6 7 5 - Sp e c i a l R e v e n u e 10 , 2 2 6 , 6 0 7 13 0 , 3 0 9 , 6 4 6 9, 7 6 9 , 0 6 8 17 , 9 5 8 , 4 1 2 10 9 , 5 6 5 , 2 1 1 3, 2 4 3 , 5 6 2 De b t S e r v i c e - 81 , 0 4 4 59 3 , 4 2 3 67 4 , 4 6 7 - Ca p i t a l P r o j e c t 6, 9 1 4 , 1 0 5 6, 6 5 6 , 0 0 0 20 , 4 7 5 , 0 4 5 5, 3 6 5 , 0 0 0 1, 7 9 1 , 6 0 2 19 , 5 4 2 , 9 3 7 7, 3 4 5 , 6 1 1 Pr o p r i e t a r y F u n d s En t e r p r i s e 66 , 8 4 7 , 6 7 9 10 2 , 2 4 8 , 8 3 5 17 , 5 2 0 , 0 0 0 18 , 3 0 1 , 0 0 0 99 , 2 1 2 , 8 8 8 5, 9 9 0 , 1 5 0 63 , 1 1 2 , 4 7 6 In t e r n a l S e r v i c e 18 , 2 0 4 , 8 2 6 31 , 4 2 8 , 4 2 6 1, 4 7 0 , 6 0 0 40 , 4 5 0 , 2 3 2 10 , 6 5 3 , 6 2 0 Fi d u c i a r y F u n d s Im p r o v e m e n t D i s t r i c t s 15 , 7 3 0 , 7 5 1 7, 5 3 4 , 8 9 8 7, 4 4 1 , 9 1 8 15 , 8 2 3 , 7 3 1 Su c c e s s o r A g e n c y 33 3 , 0 0 0 9, 1 2 1 , 5 0 8 5, 7 2 4 , 9 3 2 5, 7 2 4 , 9 3 2 9, 1 2 1 , 5 0 8 33 3 , 0 0 0 To t a l 15 5 , 5 3 9 , 9 6 8 $ 44 6 , 9 6 2 , 0 3 2 $ 47 , 0 8 4 , 0 0 0 $ 47 , 0 8 4 , 0 0 0 $ 35 4 , 2 9 1 , 7 0 2 $ 13 5 , 0 9 8 , 2 9 8 $ 11 3 , 1 1 2 , 0 0 0 $Pr o p o s e d Ba l a n c e 6/ 3 0 / 2 0 1 3 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 2 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 14 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 2 - 1 3 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Pr o p o s e d Ba l a n c e 6/ 3 0 / 2 0 1 3 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 2 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 24 , 7 8 3 , 0 0 0 $ 15 7 , 9 6 9 , 0 0 0 $ 1, 3 0 0 , 0 0 0 $ 7, 9 2 4 , 0 0 0 $ 17 6 , 1 2 8 , 0 0 0 $ - $ - $ Ca s h B a s i s R e s e r v e 12 , 5 0 0 , 0 0 0 10 0 , 0 0 0 12 , 6 0 0 , 0 0 0 Ec o n o m i c S t i m u l u s F u n d s AR R A F e d e r a l S t i m u l u s P r o g r a m - 1 , 5 1 2 , 6 7 5 1, 5 1 2 , 6 7 5 - 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 24 9 , 3 1 2 3, 4 4 6 , 4 1 6 59 3 , 4 2 3 1, 7 7 0 , 6 2 0 1, 1 0 7 , 5 8 0 22 4 , 1 0 5 Ho m e I n v e s t m e n t P a r t n e r s h i p 42 , 1 8 1 1, 0 5 6 , 9 9 2 1, 0 6 0 , 1 3 3 39 , 0 4 0 Fe d e r a l T r a n s p o r t a t i o n - 5 , 5 5 1 , 9 5 9 5, 5 5 1 , 9 5 9 - TR I P - 9 3 , 9 1 9 , 1 3 8 93 , 9 1 9 , 1 3 8 - St a t e T r a n s p o r t a t i o n - 3 5 0 , 3 6 6 35 0 , 3 6 6 - Ga s T a x 5, 1 5 7 , 6 9 8 8, 2 7 0 , 0 0 0 20 5 , 6 0 0 3, 1 0 6 , 2 4 6 8, 9 8 6 , 5 3 4 1, 1 2 9 , 3 1 8 Tr a f f i c S a f e t y 59 2 , 1 1 6 1, 4 0 7 , 0 0 0 1, 3 0 0 , 0 0 0 49 1 , 5 0 0 20 7 , 6 1 6 CU P A / U A S I 6, 2 9 0 83 2 , 3 0 0 83 3 , 3 9 5 5, 1 9 5 Su p p l e m e n t a l L a w E n f o r c e m e n t 24 5 , 0 7 8 30 2 , 5 0 0 40 , 5 8 0 50 6 , 9 9 8 Tr a n s i e n t O c c u p a n c y T a x 3, 9 3 3 , 9 3 2 15 , 1 7 2 , 9 7 5 7, 6 7 0 , 0 4 5 10 , 3 0 5 , 5 7 2 1, 1 3 1 , 2 9 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 - 81 , 0 4 4 59 3 , 4 2 3 67 4 , 4 6 7 - Ca p i t a l P r o j e c t F u n d s Ca p i t a l O u t l a y 4, 9 1 3 , 5 9 6 15 , 0 0 0 1, 6 7 0 , 0 4 5 36 5 , 0 0 0 1, 7 0 8 , 4 0 0 4, 5 2 5 , 2 4 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 - 50 , 0 0 0 13 , 8 0 5 , 0 0 0 14 0 , 0 0 0 13 , 4 1 1 , 8 6 2 30 3 , 1 3 8 Pa r k I m p r o v e m e n t s 1, 4 9 9 , 2 5 1 39 5 , 0 0 0 11 5 , 0 0 0 1, 7 7 9 , 2 5 1 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 ) 3 3 5 , 9 8 3 6, 1 4 6 , 0 0 0 5, 0 0 0 , 0 0 0 23 8 , 4 4 1 65 7 , 6 7 5 58 5 , 8 6 7 TD F T R I P L o c a l M a t c h 16 5 , 2 7 5 50 , 0 0 0 5, 0 0 0 , 0 0 0 1, 4 1 3 , 1 6 1 3, 6 5 0 , 0 0 0 15 2 , 1 1 4 To t a l 54 , 4 2 3 , 7 1 2 $ 29 6 , 6 2 8 , 3 6 5 $ 22 , 3 6 8 , 4 6 8 $ 23 , 0 5 8 , 0 6 8 $ 19 8 , 0 6 5 , 1 5 6 $ 12 9 , 1 0 8 , 1 4 8 $ 23 , 1 8 9 , 1 7 3 $ 15 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 2 - 1 3 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Pr o p o s e d Ba l a n c e 6/ 3 0 / 2 0 1 3 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 2 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 $2 9 , 4 2 9 , 1 8 5 $ 3 0 , 4 5 6 , 0 0 0 $ 1 7 , 5 0 0 , 0 0 0 $ 1 5 , 0 5 0 , 0 0 0 $ 3 1 , 8 1 8 , 6 6 8 $ 3 , 0 3 0 , 0 0 0 2 7 , 4 8 6 , 5 1 7 Se w e r C o n n e c t i o n s 80 0 , 7 5 7 2, 2 0 0 , 4 0 0 2, 5 0 0 , 0 0 0 50 1 , 1 5 7 Re f u s e C o l l e c t i o n 17 , 5 0 6 , 9 8 8 40 , 2 7 5 , 2 0 0 70 1 , 0 0 0 42 , 7 6 0 , 0 8 5 10 0 , 0 0 0 14 , 2 2 1 , 1 0 3 La n d f i l l C l o s u r e 1, 4 0 1 , 3 6 8 10 , 0 0 0 1, 4 1 1 , 3 6 8 Ag r i c u l t u r a l W a t e r 5, 3 2 1 , 1 0 9 4, 6 7 0 , 0 0 0 25 , 0 0 0 4, 5 4 9 , 4 6 4 10 0 , 0 0 0 5, 3 1 6 , 6 4 5 Do m e s t i c W a t e r 12 , 1 6 5 , 2 0 7 23 , 5 1 0 , 0 0 0 25 , 0 0 0 19 , 7 5 1 , 0 7 7 1, 8 6 0 , 0 0 0 14 , 0 3 9 , 1 3 0 Air p a r k 20 1 , 2 0 7 1, 0 6 7 , 1 3 5 23 3 , 7 5 4 90 0 , 1 5 0 13 4 , 4 3 8 Of f s t r e e t P a r k i n g 21 , 8 5 8 60 , 1 0 0 20 , 0 0 0 99 , 8 4 0 2, 1 1 8 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 17 , 0 1 9 , 6 5 9 21 , 8 3 4 , 6 9 3 1, 4 7 0 , 6 0 0 29 , 6 7 1 , 5 5 2 10 , 6 5 3 , 4 0 0 Se l f - I n s u r a n c e 1, 1 8 5 , 1 6 7 9, 5 9 3 , 7 3 3 10 , 7 7 8 , 6 8 0 22 0 Im p r o v e m e n t D i s t r i c t F u n d s As s e s s m e n t D i s t r i c t s 15 , 7 3 0 , 7 5 1 7, 5 3 4 , 8 9 8 7, 4 4 1 , 9 1 8 15 , 8 2 3 , 7 3 1 T o t a l 10 0 , 7 8 3 , 2 5 6 $ 14 1 , 2 1 2 , 1 5 9 $ 18 , 9 9 0 , 6 0 0 $ 18 , 3 0 1 , 0 0 0 $ 14 7 , 1 0 5 , 0 3 8 $ 5, 9 9 0 , 1 5 0 $ 89 , 5 8 9 , 8 2 7 $ 16 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 2 - 1 3 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O per a t i n g C. I . P . Pr o p o s e d Ba l a n c e 6/ 3 0 / 2 0 1 3 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 2 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 Su c c e s s o r A g e n c y F u n d s Op e r a t i n g Do w n t o w n - $ 1 , 7 0 0 , 0 0 0 $ - $ 1 , 7 0 0 , 0 0 0 $ - $ - $ Ol d T o w n K e r n - P i o n e e r 20 9 , 0 0 0 1, 0 0 2 , 5 4 6 1, 0 0 2 , 5 4 6 20 9 , 0 0 0 So u t h e a s t 12 4 , 0 0 0 2, 2 4 6 , 3 7 5 1, 9 9 6 , 3 7 5 25 0 , 0 0 0 12 4 , 0 0 0 Ho u s i n g Do w n t o w n - 2 0 6 , 2 1 1 20 6 , 2 1 1 - Ol d T o w n K e r n - P i o n e e r - 3 5 0 , 0 0 0 35 0 , 0 0 0 - So u t h e a s t - 4 6 9 , 8 0 0 46 9 , 8 0 0 - De b t S e r v i c e Do w n t o w n - 3 , 1 4 6 , 5 7 6 1, 9 0 6 , 2 1 1 5, 0 5 2 , 7 8 7 - Ol d T o w n K e r n - P i o n e e r - 1, 3 5 2 , 5 4 6 1, 3 5 2 , 5 4 6 - So u t h e a s t - 2, 4 6 6 , 1 7 5 2, 4 6 6 , 1 7 5 - T o t a l 33 3 , 0 0 0 $ 9, 1 2 1 , 5 0 8 $ 5, 7 2 4 , 9 3 2 $ 5, 7 2 4 , 9 3 2 $ 9, 1 2 1 , 5 0 8 $ - $ 3 3 3 , 0 0 0 $ 17 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 2 - 1 3 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 3 Fu n d T i t l e To t a l Un r e s e r v e d R e s e r v e d Co m m e n t Ca s h B a s i s R e s e r v e 12 , 6 0 0 , 0 0 0 $ - $ 12 , 6 0 0 , 0 0 0 $ Ca s h r e qui r e d pri o r t o T a x T u r n o v e r Co m m u n i t y D e v e l o p m e n t 22 4 , 1 0 5 2 2 4 , 1 0 5 Ho m e I n v e s t m e n t P a r t n e r s h i p 39 , 0 4 0 3 9 , 0 4 0 Ga s T a x 1, 1 2 9 , 3 1 8 1 , 1 2 9 , 3 1 8 Tr a f f i c S a f e t y 20 7 , 6 1 6 2 0 7 , 6 1 6 CU P A 5, 1 9 5 5 , 1 9 5 Su p p l e m e n t a l L a w E n f o r c e m e n t 50 6 , 9 9 8 5 0 6 , 9 9 8 Tr a n s i e n t O c c u p a n c y T a x 1, 1 3 1 , 2 9 0 2 3 1 , 2 9 0 9 0 0 , 0 0 0 C a pit a l L e a s e Ca p i t a l O u t l a y 4, 5 2 5 , 2 4 1 7 1 , 8 7 1 4 , 4 5 3 , 3 7 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 30 3 , 1 3 8 3 0 3 , 1 3 8 Pa r k I m p r o v e m e n t s 1, 7 7 9 , 2 5 1 1 , 7 7 9 , 2 5 1 Tr a n s p o r t a t i o n D e v e l o p m e n t 58 5 , 8 6 7 5 8 5 , 8 6 7 TD F T R I P L o c a l M a t c h 15 2 , 1 1 4 1 5 2 , 1 1 4 Wa s t e w a t e r T r e a t m e n t 27 , 4 8 6 , 5 1 7 9 , 4 8 6 , 5 1 7 1 8 , 0 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 pit a l Se w e r C o n n e c t i o n s 50 1 , 1 5 7 5 0 1 , 1 5 7 Re f u s e 14 , 2 2 1 , 1 0 3 8 , 8 6 7 , 1 0 3 5 , 3 5 4 , 0 0 0 C a r t R e pla c e m e n t R e s e r v e s La n d f i l l C l o s u r e 1, 4 1 1 , 3 6 8 - 1 , 4 1 1 , 3 6 8 L a n d f i l l C a p R e s e r v e Ag r i c u l t u r e W a t e r 5, 3 1 6 , 6 4 5 5 , 3 1 6 , 6 4 5 Do m e s t i c W a t e r 14 , 0 3 9 , 1 3 0 1 4 , 0 3 9 , 1 3 0 Ai r p a r k 13 4 , 4 3 8 1 3 4 , 4 3 8 Of f s t r e e t P a r k i n g 2, 1 1 8 2 , 1 1 8 Eq u i p m e n t M a n a g e m e n t 10 , 6 5 3 , 4 0 0 ( 3 6 , 0 0 7 , 6 1 0 ) 4 6 , 6 6 1 , 0 1 0 A c c u m u l a t e d D e pre c i a t i o n @ 0 6 / 3 0 / 1 1 Se l f I n s u r a n c e 22 0 2 2 0 As s e s s m e n t D i s t r i c t s 15 , 8 2 3 , 7 3 1 8 , 2 3 2 , 8 7 0 7 , 5 9 0 , 8 6 1 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 O p e r a t i n g : Ol d T o w n K e r n - P i o n e e r 20 9 , 0 0 0 - 2 0 9 , 0 0 0 R e s e r v e f o r D e b t S e r v i c e So u t h e a s t 12 4 , 0 0 0 - 1 2 4 , 0 0 0 R e s e r v e f o r D e b t S e r v i c e To t a l 11 3 , 1 1 2 , 0 0 0 $ 1 5 , 8 0 8 , 3 9 1 $ 9 7 , 3 0 3 , 6 0 9 $ 18 Fund Title Transfers InTransfers Out General 1,300,000$ 7,924,000$ A Development Services Facility Replacement Reserve 365,000 State Gax Tax 205,600 Traffic Safety/O.T.S.1,300,000 Transient Occupancy Tax 7,670,045 B Capital Outlay 1,670,045 C Capital Outlay-Utility/Road 13,805,000 D Agriculture Water 25,000 Domestic Water 25,000 Sewer Plant #2 15,000,000 Sewer Plant # 3 17,500,000 E 50,000 Sewer Connections 2,500,000 Refuse 701,000 Parking 20,000 Equipment 1,470,600 F Self Insurance CDBG 593,423 Municipal Debt 593,423 Transportation Development 5,000,000 TDF TRIP Local Match 5,000,000 Successor Agency: Operating 4,698,921 Housing 1,026,011 Debt 5,724,932 TOTAL TRANSFERS 47,084,000$ 47,084,000$ CITY of BAKERSFIELD INTERFUND TRANSFERS - SUMMARY Proposed 2012-13 19 Fund Title Transfers InTransfers Out Capital Outlay 365,000$ Capital Outlay-Utility/Road 7,075,000 Parking 20,000 Equipment 464,000 General Fund Total 7,924,000 A Capital Outlay 940,045 Capital Outlay-Utility/Road 6,730,000 Transient Occupancy Tax Fund 7,670,045 B General 365,000 Facility Replacement Reserve 365,000 Transient Occupancy Tax 940,045 Capital Outlay Fund Total 1,670,045 C General 7,075,000 Transient Occupancy Tax 6,730,000 Capital Outlay-Utility/Road 13,805,000 D Sewer Plant #2 15,000,000 Sewer Connections 2,500,000 Sewer Plant #3 Total 17,500,000 E General 464,000 State Gas Tax 205,600 Sewer Plant #3 50,000 Refuse 701,000 Agriculture Water 25,000 Domestic Water 25,000 Equipment Fund Total 1,470,600 F CITY of BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS Proposed 2012-13 20 Revenues The following are the primary revenue sources of the General Fund and Transient Occupancy Tax Fund. The graphs contained in this section reflect the following: actual data for the first eight years, a projection based on the latest information available during preparation of the budget for the current year, and a projection for the next year based on the assumptions as outlined below. Projected Revenue Assumptions: Projected revenue assumptions are based on a combination of historic trend data and current economic circumstances, including proposed State budget information and other external factors. The key assumptions in the General Fund and Transient Occupancy Tax revenue forecast for fiscal year 2011-12 are: 1) Property tax revenues are expected to remain flat (0%) based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to increase by 4.0 percent compared to the current year revised estimate as a result of the slight improvement in economic activity over the past year; 3) License and Permit revenues are expected to remain fairly flat as a result of continued stagnant local construction activity; and, 4) Motor Vehicle In-Lieu fees are also expected to remain flat as this revenue is now linked to general property taxes. 5) Transient Occupancy Tax revenues are expected to increase by about 3.0 percent compared to current year revised estimates as a result of slight improvement tourism and convention activity; 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 governments and the proportion of these costs which had been funded by the property tax. The use of property tax revenues is unrestricted. 21 Revenues continued x Sales Tax Revenues - The sales tax rate is generally 7.25 percent statewide. The City’s sales tax revenue is realized from the 1.0 percent local government portion of the total rate and the 0.5 percent rate (½ cent) increase approved by the voters in November 1993 for public safety. The local 1.0 percent is distributed based on “point of sale” while the ½ cent for public safety is distributed 95.0 percent to counties and 5.0 percent to cities. The 1.0 percent local sales tax revenue is distributed by the Board of Equalization. Cities receive payments on a quarterly basis, with monthly estimated "advance" payments and a subsequent "settlement" payment to cover the difference based on actual collections. The ½ cent sales tax is distributed monthly. The largest single classification contributing to sales tax revenues is the retail sales from Department Stores. Sales tax must be received into the City’s General Fund and its uses are unrestricted. 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. x Motor Vehicle-In-Lieu Revenues - The Vehicle License Fee (VLF) is a special license fee equivalent to 2.0 percent of the market value of motor vehicles and is imposed annually by the state in-lieu of local property taxes. Originally motor vehicles were counted in the local property tax assessment, but for ease of administration and conformity, the State now collects these fees through the in-lieu tax. In 1998, the State began a series of reductions to the VLF which have ultimately resulted in a 67.5 percent reduction in the fee. These tax reductions would have resulted in significant local government losses. Instead, the legislature has replaced the reduced VLF revenues with property tax allocations on a dollar-for-dollar basis. Thus, this VLF in-lieu property tax revenue has provided cities and counties the same amount of revenue as under prior law. Revenues derived from the motor vehicle license fee are apportioned monthly and distributed near the 10th of each month. Section 11005(a) specifies that 81.25 percent of the Base VLF revenues are to be divided equally between cities and counties and apportioned on the basis of population. The use of revenues received from the motor vehicle in- lieu tax is unrestricted. It is included in the General Fund to help support general government services. 22 Revenues continued 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 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. 23 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 * 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 04050607080910111213 Mi l l i o n s Fiscal Year Ending Property Tax Revenues $59,048,000 Property Tax VLF In-Lieu $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 04050607080910111213 Mi l l i o n s Fiscal Year Ending Sales Tax Revenues $63,232,000 Budgeted Sales Tax 24 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 $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 04050607080910111213 Mi l l i o n s Fiscal Year Ending Transient Occupancy Tax $7,575,000 $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 04050607080910111213 Mi l l i o n s Fiscal Year Ending License and Permit Revenues $1,872,600 25 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 * 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 04050607080910111213 Mi l l i o n s Fiscal Year Ending Charges for Services $16,153,100 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 04050607080910111213 Mi l l i o n s Fiscal Year Ending Motor Vehicle-In-Lieu Revenues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e g i s l a t i v e FY 2 0 1 2 - 2 0 1 3 O r g a n i z a t i o n a l C h a r t Wa r d 7 Wa r d 6 Wa r d 3 Wa r d 5 Wa r d 2 Wa r d 4 Wa r d 1 Ci t y C o u n c i l Su p p o r t S t a f f Ma y o r Ci t i z e n s o f B a k e r s f i e l d 31 Legislative DEPARTMENT GOAL To serve as the legislative and policy making body of the City; enact ordinances, resolutions and orders necessary for governing the affairs of the City; and promote the economic, cultural and governmental well being of the City of Bakersfield. FY 2011-12 ACCOMPLISHMENTS 1. Adopted the updated City Council Goals in May 2011. 2. Continued recognition of special efforts accomplished by members of the public and organizations for the betterment of the community. 3. Appointed citizens to City boards and commissions. 4. 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. 32 AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 Mayor $ 116,830 $ 128,917 $ 128,917 $ 152,645 City Council 279,615 271,216 271,216 278,443 Total $ 396,445 $ 400,133 $ 400,133 $ 431,088 SOURCE OF FUNDS: General Fund $ 396,445 $ 400,133 $ 400,133 $ 431,088 Total $ 396,445 $ 400,133 $ 400,133 $ 431,088 FULL TIME EMPLOYEES: Mayor1.001.001.001.00 City Council0.000.000.000.00 Total1.001.001.001.00 LEGISLATIVE 33 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 2011-12 ACCOMPLISHMENTS 1. Prepared and took action on issues in a timely manner at regularly scheduled and special City Council meetings. 2. Provided Council direction to staff through Council committees. 3. Adopted the City’s annual Operating and Capital Improvement Program budgets prior to June 30. 4. Served in a ceremonial capacity for City events and away from home as a City representative. 5. Appointed citizens to represent the community on various boards and commissions. 6. Served as spokespersons for City affairs with all segments of the media. 7. Strengthened the City’s position in local and state legislative arenas through representation at League of California Cities and Big 10 Cities meetings, and at other state, regional and local public hearings. FY 2012-13 ACTION PLAN 1. Prepare and take action on issues in a timely manner at regularly scheduled and special City Council meetings. 34 1011 – Mayor and 1051 – City Council continued 2. Provide Council direction to staff through Council committees. 3. Adopt the annual Operating and Capital Improvement Program budgets prior to June 30. 4. Serve in a ceremonial capacity for City events as a City representative. 5. Appoint citizens to represent the community on various boards and commissions. 6. Serve as spokespersons for City affairs with all segments of the media. 7. Meet with the County Board of Supervisors to discuss and consider proposals for joint efforts on issues of interest and concern to the residents of Bakersfield and Kern County. 8. Work toward equitable representation and resource allocations relative to the State of California. 9. Communicate with State and local government officials on equitable resource allocations on important budget and other issues such as transportation, including high speed rail. 10. Represent the City of Bakersfield on the Local Agency Formation Commission and Kern Council of Governments. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Approved City budgets (Operating, Capital 1 1 1 Improvement Program and Bakersfield Redevelopment Agency) by June 30 Council Meetings held 19 18 18 Proclamations Issued 108 100 100 35 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 99,258 $ 102,260 $ 102,260 $ 111,237 Operating 17,572 26,657 26,657 41,408 Capital Total $ 116,830 $ 128,917 $ 128,917 $ 152,645 SOURCE OF FUNDS: General Fund $ 116,830 $ 128,917 $ 128,917 $ 152,645 Total $ 116,830 $ 128,917 $ 128,917 $ 152,645 MAYOR 36 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 147,442 $ 144,476 $ 144,476 $ 150,904 Operating 132,173 126,740 126,740 127,539 Capital Total $ 279,615 $ 271,216 $ 271,216 $ 278,443 SOURCE OF FUNDS: General Fund $ 279,615 $ 271,216 $ 271,216 $ 278,443 Total $ 279,615 $ 271,216 $ 271,216 $ 278,443 CITY COUNCIL 37 THIS PAGE INTENTIONALLY LEFT BLANK 38 Ex e c u t i v e FY 2 0 1 2 - 2 0 1 3 O r g a n i z a t i o n a l C h a r t Ci t y M a n a g e r Ri s k Ma n a g e m e n t Ex e c u t i v e S t a f f As s i s t a n t t o t h e Ci t y M a n a g e r As s i s t a n t t o t h e Ci t y M a n a g e r Ad m i n i s t r a t i v e An a l y s t I I I Ci t y C l e r k In f o r m a t i o n Te c h n o l o g y Hu m a n Re s o u r c e s 39 Executive DEPARTMENT GOAL To provide professional leadership in the management of the City and execution of City Council policies; to provide effective municipal services through the coordination and direction of all City activities, finances and personnel; to act as liaison between the City and other governmental agencies, citizens, business and community groups and the media; and to provide administrative support to the City Council and City departments in matters relating to maintenance of City Council records, elections and personnel. FY 2011-12 ACCOMPLISHMENTS 1. Staffed City Council meetings and Council committee meetings. 2. Reviewed, analyzed and made recommendations regarding existing or pending state and federal legislation. 3. Continued to make significant progress towards the City Council goals and provided resolution to various Council and public requests. 4. Continued actions to recover from impacts of the local and state economy and to strengthen the City’s current and future financial position. 5. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2011-12 Final Budget. FY 2012-13 ACTION PLAN The Executive Department will continue working on various development projects and overseeing major capital efforts of the City. Annexation of islands and other annexations requested by property owners will be overseen by the City Manager’s Office. The City Manager’s Office will coordinate efforts by departments to secure grant funding for transportation, parks, economic development, and other available areas and will also assume oversight of the Convention and Visitors’ Bureau to attracts conventions and improve the City’s profile to attract more visitors. 40 AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 City Manager $ 791,067 $ 862,838 $ 868,432 $ 900,952 City Clerk 679,698 753,054 754,125 854,884 Human Resources 1,004,270 1,098,975 1,101,379 1,250,223 Risk Management 10,394,505 8,894,486 8,996,486 9,378,680 Information Technology 4,714,421 5,898,196 5,948,985 6,686,394 Total $ 17,583,961 $ 17,507,549 $ 17,669,407 $ 19,071,133 SOURCE OF FUNDS: General Fund $ 5,588,490 $ 6,053,288 $ 6,067,706 $ 6,505,060 Equipment Fund 1,600,966 2,559,775 2,605,215 3,187,393 Self Insurance Fund 10,394,505 8,894,486 8,996,486 9,378,680 Total $ 17,583,961 $ 17,507,549 $ 17,669,407 $ 19,071,133 FULL TIME EMPLOYEES: City Manager6.006.006.006.00 City Clerk7.007.007.008.00 Human Resources9.009.009.0010.00 Risk Management3.003.003.003.00 Information Technology30.0030.0030.0030.00 Total55.0055.0055.0057.00 EXECUTIVE 41 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 2011-12 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and final operating budgets for fiscal year 2011-12. 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; Personnel; Planning and Development; Safe Neighborhood and Community Relations; Joint City/Count Standing Committee to Combat Gang Violence; and the Housing Incentive Task Force. 4. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses. 5. Directed the activities of the Employee Incentive Committee in the administration of the Employee Incentive Plan, which is a program to recognize City employees for excellent service in work performance. 6. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2011-12 Final Budget. 42 1331 – City Manager continued FY 2012-13 ACTION PLAN 1. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2012-13. 2. Continue actions to implement the City Council goals. 3. Continue to oversee the coordination of the local transportation projects made possible by the Thomas Roads Improvement Program (TRIP) funding, and meet and confer with the other agencies involved in those projects. 4. Continue to work with the Local Agency Formation Commission on processing annexations. 5. Staff City Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Personnel; Planning and Development; and Safe Neighborhoods and Community Relations; and, the Joint City/Count Standing Committee to Combat Gang Violence. 6. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern. 7. Oversee and monitor City utility franchises. 8. As the local governing body, process applications to determine public convenience or necessity for liquor licenses. 9. Qualify the Fiscal Year 2012-13 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award. 10. Prepare General Information packets for the Mayor and City Council. 11. Review and prepare agenda materials for City Council meetings. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Annexation Growth – Population (annual) 15 290 6 Annexation Growth – Square Miles (annual) 5.27 .24 1.58 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 19 18 18 Staffed Council Committee Meetings 19 24 24 43 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 749,509 $ 815,898 $ 821,492 $ 855,662 Operating 41,558 46,940 46,940 45,290 Capital - - - - Total $ 791,067 $ 862,838 $ 868,432 $ 900,952 SOURCE OF FUNDS: General Fund $ 791,067 $ 862,838 $ 868,432 $ 900,952 Total $ 791,067 $ 862,838 $ 868,432 $ 900,952 CITY MANAGER 44 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, provide prompt and courteous service to citizens’ requests for assistance. FY 2011-12 ACCOMPLISHMENTS 1. Conducted June 6, 2012 Primary Municipal Election for the Office of Mayor. 2. Conducted Teen Government Day 2011. 3. Conducted twenty-nine (29) public hearings and twelve (12) administrative hearings. 4. Established a government-to-government portal with the Hall of Records for the electronic recording of City documents. 5. Through the City’s webpage, made documents available to the public, including minutes, resolutions, ordinances, and agenda materials within twenty-four hours of execution. 6. Administered the provisions of the Maddy Act and monitored term expirations of twenty-one (21) Council boards, commissions and committees. 7. Maintained quarterly updates of the Municipal Code on-line, providing up- to-date information to citizens and City departments of adopted ordinances. 8. Administered the provisions of the Political Reform Act; processed 83 Fair Political Practices Commission (FPPC) campaign statement filings and 253 Statement of Economic Interest filings. 9. Processed 581 requests for records and 122 subpoenas for records and appearances. 10. Administered the provisions of State mandated ethics training (AB 1234). 45 1341 – City Clerk continued 11. Processed 1,750 Recreation & Parks activity registrations and park reservations. 12. Organized Scholastic Student Recognition Day program and reception. FY 2012-13 ACTION PLAN 1. Conduct General Municipal Election for Ward 2, 5 & 6 Councilmembers. 2. Conduct Teen Government Day 2012. 3. Organize Scholastic Student Recognition Day program and hold reception. 4. Administer the provisions of the Maddy Act, solicit applications for Council boards, commissions and committees, and forward reports to Council for appointment. 5. Research and place in Laserfiche pre-1950 Resolutions of Intentions adopted by the City Council for City projects. 6. Prepare Council agenda and distribute agenda packets by 5:00 p.m. on the Friday prior to a Council meeting. 7. Respond to subpoenas and requests for public records according to the requirements of the California Public Records Act and within the legal deadline of ten (10) days. 8. Administer the provisions of the Political Reform Act and manage the 2012-13 Statements of Economic Interest and Campaign Statements. 10. Provide customer service at City Hall North lobby desk and process Recreation & Parks activity registrations and park reservations. 11. Provide prompt and courteous service to all citizen requests for assistance. 46 1341 – City Clerk continued SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Prepare and Post Council Agenda 19 18 18 Council and Mayoral Elections 0 1 1 City Ordinances Adopted 25 25 27 City Resolutions Adopted 147 139 139 Contracts & Agreements 826 802 802 Deeds 149 90 90 Outgoing U.S. Mail Processed 292,413 298,000 298,000 Recreation & Parks Customers 1,999 1,750 1,750 47 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 460,351 $ 488,912 $ 489,983 $ 592,638 Operating 219,347 264,142 264,142 262,246 Capital - - - - Total $ 679,698 $ 753,054 $ 754,125 $ 854,884 SOURCE OF FUNDS: General Fund $ 679,698 $ 753,054 $ 754,125 $ 854,884 Total $ 679,698 $ 753,054 $ 754,125 $ 854,884 CITY CLERK 48 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 2011-12 ACCOMPLISHMENTS 1. Conducted thirty-nine (39) recruitments which required HR Staff to review and process over three thousand thirty-five (3,035) applications (1,926 on- line and 1,109 paper). 2. Supported departments and divisions in filling a total of seventy-six (76) full- time vacancies. 3. Recruited, processed and hired twenty-five (25) temporary employees; and processed one hundred eighteen (118) terminations. 4. Proctored nine (9) pre-employment exams consisting of eight hundred ninety-seven (897) applicants and conducted three (3) days of physical agility testing. 5. Revised, processed and received City Council and/or Civil Service Board approval for the following job specifications: Firefighter, Firefighter Trainee, Crime Prevention Supervisor, Animal Control Officer and Police Service Technician 6. Evaluated, processed and received Civil Service Board approval for eight (8) employee reclassifications. 7. Reviewed and processed thirty-six (36) FLEX positions that had been previously on hold. 8. Presented Diversity and Harassment Training for the Firefighter Trainees Recreation & Parks Department and Streets Divisions. Also conducted teambuilding exercises and valuing differences training for employees assigned to the Waste Water Treatment Plant #3. 49 1351 – Human Resources continued 9. Partnered with Risk Management to complete approximately thirty-one (31) Interactive Process Meetings to more effectively manage leaves of absence. 10. Continued to coordinate labor negotiations with City bargaining units as necessary. Completed and obtained City Council approval on new resolutions for Fire and Management/Supervisory groups (December 19, 2011) which included the return of the Police Supervisory (Sergeants) group. 11. Administered and monitored mandatory AB1825 training; Sexual Harassment Training for supervisors and managers. 12. Reinstated and participated in five (5) Payroll meetings to establish best practices and ensure regulatory compliance. 13. Processed fifty-eight (58) Nepotism requests. 14. Reviewed and processed seven (7) Catastrophic Leave requests. 15. Coordinated and administered the DOT (Department of Transportation) Program for all non-safety Commercial Drivers. This includes scheduling and monitoring medical re-certifications and monthly random drug screens/breath-alcohol testing. 16. Drafted and served as primary administrator for Request for Proposal (RFP) for City Psychological Services and participated in City Physician selection process. 17. Evaluated and restricted pre-employment medical exam protocol for Miscellaneous employees, resulting in a cost savings of approximately $200 per applicant. 18. 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. Participated in five (5) Skelly Hearings and provided counsel on response documents. Presented one (1) appeal to the City Manager’s Office. Participated and aided in the resolve of: 5 grievances, 1 moonlighting appeal; 10 harassment/discrimination claims. 50 1351 – Human Resources continued 19. 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 created communications on the departure of a physician network under the Anthem HMO plan. 20. Provided oversight of the Employee Incentive Team program, which included: x Processed 183 High Five Awards x Received and responded to 2 Bright Ideas x Coordinated and presented the 2011 Excellence in Action Award Program. This included process awards for 1 Extra Mile winner, 13 Excellence in Action winners, and 10 Honorable Mention winners. This also included coordinating the winners’ reception. x Coordinated the City-wide Blood Drive x Coordinated city-wide United Way Pledge Drive meetings for City employees 21. Processed two hundred thirty-eight (238) Employee Service Awards. 22. Processed pre-employment and re-certification Live Scans (fingerprinting) for several departments. 23. Monitored quarterly unemployment insurance claim costs. Responded to eighty (80) claims and have participated in three (3) Appeal Hearings. FY 2012-13 ACTION PLAN 1. Working collaboratively with City staff, the HR Team will focus on the following: a) Continue to review and update all City Job specifications, including ADA analysis for any physical requirements. b) Review and update all current Administrative Rules & Regulations and draft new Rules and Regulations, as required. c) Continue to develop and deliver City-wide training programs, including Supervisory Development Program and other HR City-wide or group specific training. d) Review and update all Civil Service Rules and Regulations, along with a comprehensive analysis to ensure alignment with other documents, such as the Memorandums of Understanding, Municipal Code, Charter and Administrative Rules & Regulations. 51 1351 – Human Resources continued e) Continue to enhance efforts in reviewing, communicating and educating City Employees regarding benefits. f) Develop and implement audit processes to identify best “people practices” (i.e., payroll, time off, disciplinary standards, etc.) to ensure compliance with established rules and practices. g) Focus on retention strategies, including Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. h) Identify opportunities to enhance and motivate employee engagement/morale/productivity. Assess current employee evaluation process to ensure better communication and provide recognition in a timely manner. This may include additional activities and programs under the Employee Incentive Program. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed RECRUITMENT Regular Full-Time Vacancies Filled 55 90 95 Temporary Vacancies Filled 165 200 200 Regular Full-Time Positions Posted 55 48 50 Regular Full-Time Applications Received 3497 3500 3800 x Online 2729 2000 2600 x Hardcopy 768 1300 1200 RETENTION Turn-over Rate 7.0% 5.2% 5.3% x Total Terminations 99 68 78 o Voluntary Resignations 23 28 25 o Retirements 60 34 38 o Involuntary 16 7 15 BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 361 600 550 Retiree Benefit Changes Processed 96 280 50 Service Awards Processed 293 356 254 Number of FMLA Leaves Processed 227 220 220 52 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 702,185 $ 827,848 $ 830,252 $ 966,158 Operating 302,085 271,127 271,127 284,065 Capital - - - - Total $ 1,004,270 $ 1,098,975 $ 1,101,379 $ 1,250,223 SOURCE OF FUNDS: General Fund $ 1,004,270 $ 1,098,975 $ 1,101,379 $ 1,250,223 Total $ 1,004,270 $ 1,098,975 $ 1,101,379 $ 1,250,223 HUMAN RESOURCES 53 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 2011-2012 ACCOMPLISHMENTS 1. Participated in the resolution of several major lawsuits and claims against the City, working with the City Attorney’s Office, outside counsel and adjusters. 2. Re-certified the Medical Provider Network with the State of California, which is designed to control medical costs in workers’ compensation by significantly increasing the number of doctors that participate in the network. 3. Recovered over $144,000 from individuals who caused damage to City property. 4. Successfully implemented succession plan with the selection of the Risk Management Administrative Analyst to fill the vacated Risk Manager position, due to retirement. 7. Initiated and conducted training in several departments, which highlighted OSHA compliance standards. FY 2012-2013 ACTION PLAN 1. With the support and analysis of outside safety professionals, identify the needs of the City’s safety program in an effort to reduce costs for the workers’ compensation program. 2. Identify and manage new exposures to loss, such as Cyber Liability. 3. Train the new Administrative Analyst for the Risk Management Division. 54 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 2,185,063 $ 2,504,580 $ 2,504,580 $ 2,779,937 Operating 8,209,442 6,389,906 6,491,906 6,598,743 Capital - - - - Total $ 10,394,505 $ 8,894,486 $ 8,996,486 $ 9,378,680 SOURCE OF FUNDS: Self Insurance Fund $ 10,394,505 $ 8,894,486 $ 8,996,486 $ 9,378,680 Total $ 10,394,505 $ 8,894,486 $ 8,996,486 $ 9,378,680 RISK MANAGEMENT 55 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 2011-12 ACCOMPLISHMENTS 1. Published City iPhone and Android Application. 2. Reorganized power and cable management in Data Center. 3. Implemented Theft Recovery System for City laptops. 4. Upgraded equipment in the Emergency Operations Center, Bakersfield Fire Department DOC and Public Works DOC. 5. Upgraded the City’s Storage Area Network for faster access and better disaster recovery. 6. Integrated over 12 cities into the Bakersfield Police Department’s CopLink system. 7. Reduced power consumption in the Data Center by over 10%. 8. Completed yearlong GIS data cleanup project resulting in the finalization of the Community Maps Project. 9. Converted all web mapping sites to ArcGIS Server therefore retiring all ArcIMS sites. 10. Implemented Help Desk Self-Service Portal for IT customers. 56 1371 – Information Technology continued FY 2012-13 ACTION PLAN 1. Develop GIS applications for Disaster and Recovery. 2. Upgrade Tape Library to handle added storage requirements while reducing number and cost of tapes. 3. Upgrade Police Department’s CAD/RMS (Versaterm). 4. Upgrade City’s iSeries server (Sungard). 5. Working with Telecommunications, increase microwave bandwidth to Water, Waste Water 3, West Side Sub-Station/Firestation and Narcotics. 6. Increase Customer satisfaction with Information Technology. 7. Replace 25% - 30% of computer equipment in City. 8. Improve Information Technology response and problem resolution by setting up a Network Operations Center and emergency procedures. 9. Complete plans and design of Data Center upgrade/move. SERVICE LEVEL INDICATORS FY 10-11 Actual FY 11-12 Projected FY 12-13 Proposed Install computers 31 204 256 Install printers 47 104 58 Install laptops and Mobile Data Computers 0 131 147 Install scanners, phones, PDAs and recorders 52 30 4 Number of help desk calls processed 5,368 7,333 7,000 57 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 2,595,037 $ 2,622,364 $ 2,627,713 $ 2,775,850 Operating 1,522,269 2,056,848 2,056,848 2,182,969 Capital 597,115 1,218,984 1,264,424 1,727,575 Total $ 4,714,421 $ 5,898,196 $ 5,948,985 $ 6,686,394 SOURCE OF FUNDS: General Fund $ 3,113,455 $ 3,338,421 $ 3,343,770 $ 3,499,001 Equipment Fund 1,600,966 2,559,775 2,605,215 3,187,393 Total $ 4,714,421 $ 5,898,196 $ 5,948,985 $ 6,686,394 INFORMATION TECHNOLOGY 58 Fi n a n c i a l S e r v i c e s FY 2 0 1 2 - 2 0 1 3 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 Pr o p e r t y A g e n t s Ac c o u n t i n g Su p e r v i s o r s Ac c o u n t a n t s Ac c o u n t i n g Cl e r k s 59 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 2011-12 ACCOMPLISHMENTS 1. Received GFOA Certificate of Achievement for Excellence in Financial Reporting. 2. Refinanced Wastewater variable rate debt with partial bond call, saving the City approximately $1 million annually. 3. Processed approximately 4,000 purchase orders. FY 2012-13 ACTION PLAN 1. Prepare Comprehensive Annual Financial Report for fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level. 2. Acquire/Dispose of real property in a timely manner. FY 2012-13 SIGNIFICANT BUDGET CHANGES None 60 AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 Administration $ 908,572 $ 963,576 $ 976,315 $ 1,109,970 Accounting 1,220,638 1,265,952 1,290,203 1,385,025 Treasury 630,268 693,122 695,298 733,905 Purchasing 317,640 370,849 371,844 389,100 Total $ 3,077,118 $ 3,293,499 $ 3,333,660 $ 3,618,000 SOURCE OF FUNDS: General Fund $ 2,468,627 $ 2,646,679 $ 2,665,803 $ 2,832,000 TDF TRIP Local Match 243,917 268,080 269,117 370,733 Offstreet Parking Fund 90,206 53,540 73,540 99,840 Equipment Management Fund 51,920 80,000 80,000 80,000 Assessment Districts 222,448 245,200 245,200 235,427 Total $ 3,077,118 $ 3,293,499 $ 3,333,660 $ 3,618,000 FULL TIME EMPLOYEES: Administration5.005.005.005.00 Accounting14.0014.0014.0015.00 Treasury9.009.009.009.00 Purchasing 3.00 3.00 3.00 3.00 Total 31.0031.0031.00 32.00 FINANCIAL SERVICES 61 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 2011-12 ACCOMPLISHMENTS 1. Acquired properties for the Westside Parkway Project. 2. Acquired properties for Hosking/99 Interchange Project. 3. Refinanced Wastewater variable rate debt with partial bond call, saving the City approximately $1 million annually. FY 2012-13 ACTION PLAN 1. Acquire/Dispose of real property in a timely manner. 2. Secure bond financing for projects as directed. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Property Acquisitions 100 125 150 Property Disposals 2 2 4 62 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 639,849 $ 669,352 $ 682,091 $ 835,489 Operating 266,715 294,224 294,224 274,481 Capital 2,008 - - - Total $ 908,572 $ 963,576 $ 976,315 $ 1,109,970 SOURCE OF FUNDS: General Fund $ 442,207 $ 450,296 $ 461,998 $ 503,810 TDF TRIP Local Match 243,917 268,080 269,117 370,733 Assessment Districts 222,448 245,200 245,200 235,427 Total $ 908,572 $ 963,576 $ 976,315 $ 1,109,970 ADMINISTRATION 63 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 2011-12 ACCOMPLISHMENTS 1. Issued the June 30, 2011 Comprehensive Annual Financial Report (CAFR) in December 2011. 2. Processed all debt service payments when due. FY 2012-13 ACTION PLAN 1. Prepare a Comprehensive Annual Financial Report for the fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level. 2. Process all required debt service payments by each due date. 3. Provide Debt Service management and other support services to the successor agency of the RDA and Oversight Board. 4. Continue to provide interdepartmental training related to Financial Services procedures and use of financial software. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Assessment District Parcels 16,825 16,825 16,960 Payroll Checks 39,902 39,902 40,000 Accounts Payable Invoices 64,850 69,085 69,000 Accounts Receivable Statements 89,576 92,101 94,864 64 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 1,086,026 $ 1,118,411 $ 1,122,662 $ 1,189,739 Operating 134,612 147,541 167,541 195,286 Capital - - - - Total $ 1,220,638 $ 1,265,952 $ 1,290,203 $ 1,385,025 SOURCE OF FUNDS: General Fund1,130,432$1,212,412$1,216,663$1,285,185$ Offstreet Parking Fund90,20653,54073,54099,840 Total $ 1,220,638 $ 1,265,952 $ 1,290,203 $ 1,385,025 ACCOUNTING AND REPORTING 65 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 2011-12 ACCOMPLISHMENTS 1. Treasury began conducting audits of gross receipts by businesses on their annual Business Tax Certificate renewals. The initial sample population was generated by comparing gross receipts reported for two consecutive years, focusing first on large variances of 20% or more. Gross receipts were verified for the current year plus three years prior. The verification of gross receipts resulted in additional revenues for the City. The City expects to generate additional tax revenue in the coming years by continuing this audit process. 2. Assisted Police Department in outsourcing alarm permit processing and false alarm collections. FY 2012-13 ACTION PLAN 1. Receipt all payments by the end of each day. 2. Provide an investment policy to the City Council by December 31st. 3. Issue Business License tax certificates within seven (7) days of payment. 4. Issue permits within Municipal Code time limits not to exceed thirty (30) days. 5. Issue dog licenses within seven (7) days of receipt of payment of license fee and required information regarding vaccinations. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Business Licenses 38,408 23,000 25,000 Cash Receipt Transactions 127,200 111,000 115,000 Dog Licenses 10,278 10,300 10,300 66 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 548,799 $ 604,939 $ 607,115 $ 642,121 Operating 81,469 88,183 88,183 91,784 Capital - - - - Total $ 630,268 $ 693,122 $ 695,298 $ 733,905 SOURCE OF FUNDS: General Fund $ 630,268 $ 693,122 $ 695,298 $ 733,905 Total $ 630,268 $ 693,122 $ 695,298 $ 733,905 TREASURY 67 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 2011-12 ACCOMPLISHMENTS 1. Created City surplus area on Cityweb Intranet site to advertise surplus items available for use by other City departments. 2. Processed approximately 4,000 purchase orders, of which ninety percent (90%) were processed within three (3) working days of receipt of requisition. 3. Cooperated with Accounting Division to train City staff in associated accounting procedures related to the City’s Purchasing card program. FY 2012-13 ACTION PLAN 1. Review and update purchasing Intranet and Internet Sites quarterly. 2. Review Procurement Policy and Procedures to insure full legal compliance. 3. Continue to improve/revise annual contract bidding and processing procedures. 4. Provide training workshops to City staff to continue adherence to Purchasing policies and procedures. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Annual Contracts 37 33 33 Purchase Orders 4,044 4,000 4,000 68 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 243,420 $ 254,870 $ 255,865 $ 275,706 Operating 63,260 90,979 90,979 88,394 Capital 10,960 25,000 25,000 25,000 Total $ 317,640 $ 370,849 $ 371,844 $ 389,100 SOURCE OF FUNDS: General Fund $ 265,720 $ 290,849 $ 291,844 $ 309,100 Equipment Management Fund 51,920 80,000 80,000 80,000 Total $ 317,640 $ 370,849 $ 371,844 $ 389,100 PURCHASING 69 THIS PAGE INTENTIONALLY LEFT BLANK 70 Ci t y A t t o r n e y FY 2 0 1 2 - 2 0 1 3 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 71 City Attorney DEPARTMENT GOAL To represent, support and provide legal advice to the Mayor and City Council, department heads and staff members of the various City departments; to aggressively defend 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 2011-12 ACCOMPLISHMENTS Litigation: 1. Disposition of twelve (12) state litigation matters with no settlement monies being paid, including two (2) denials of petitions for writ of mandates. Settlement of one (1) state litigation matter of $25,000 or less. Disposition of four (4) federal litigation matters with no settlement monies being spent. A breakdown on the types of cases and their results is available upon request. 2. Closed two (2) eminent domain matters entitled Leach v. Bakersfield Redevelopment Agency, et al and Wanamaker v. City of Bakersfield, et al. Closed one (1) CEQA lawsuit entitled Sierra Club v. City of Bakersfield (Stockdale Ranch). 3. Successfully took over the handling of assessment district matters from outside counsel in December 2011. Since then, $132,000 of delinquent assessment districts has been collected. 4. Represented the Police Department in over 171 Pitchess cases, various motions to quash, and subpoenas. 5. Worked with Code Enforcement to obtain twenty-five (25) abatement warrants in the 2011 calendar year. 72 1211 – City Attorney continued Municipal: 1. Drafted and finalized numerous ordinances, including the ordinance to implement an Alternative Development Program and others that addressed bus zones, alarm systems, the fire code, sign development standards and electronic signs. 2. Drafted and reviewed numerous agreements for City departments and divisions including City of Bakersfield-City of Shafter Interconnect agreements, Friendship House Sports Field, Pistol Range Use, Tarmac Use, and Sports Village naming rights agreement. 3. Aided the Redevelopment Agency through the dissolution process and establishment of the City as the successor agency for current redevelopment and housing projects. 4. Advised City departments and represented Civil Service Commissions on major discipline issues and appeal hearings. 5. Coordinated responses to requests for public records. 6. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and coordinated several webinar presentations regarding Economic and Development in the Post- Redevelopment era, Ralph M. Brown and Public Records Acts and Pitchess Motions Fundamentals. FY 2012-13 SIGNIFICANT BUDGET CHANGES 1. Discontinued the Community Prosecution program. FY 2012-13 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. 73 AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 Legal Counsel $ 2,444,659 $ 3,180,251 $ 3,217,409 $ 3,387,410 Total $ 2,444,659 $ 3,180,251 $ 3,217,409 $ 3,387,410 SOURCE OF FUNDS: General Fund $ 1,246,738 $ 1,780,251 $ 1,817,409 $ 1,987,410 Self-Insurance Fund 1,197,921 1,400,000 1,400,000 1,400,000 Total $ 2,444,659 $ 3,180,251 $ 3,217,409 $ 3,387,410 FULL TIME EMPLOYEES: Legal Counsel10.0010.0010.0011.00 Total10.0010.0010.0011.00 CITY ATTORNEY 74 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 1,003,322 $ 1,069,394 $ 1,077,999 $ 1,270,475 Operating 1,441,337 2,110,857 2,139,410 2,116,935 Capital - - - Total $ 2,444,659 $ 3,180,251 $ 3,217,409 $ 3,387,410 SOURCE OF FUNDS: General Fund $ 1,246,738 $ 1,780,251 $ 1,817,409 $ 1,987,410 Self-Insurance Fund 1,197,921 1,400,000 1,400,000 1,400,000 Total $ 2,444,659 $ 3,180,251 $ 3,217,409 $ 3,387,410 LEGAL COUNSEL 75 THIS PAGE INTENTIONALLY LEFT BLANK 76 Cr i m e S c e n e Un i t Li e u t e n a n t Na r c o t i c s - Vi c e Lie u t e n a n t C. A . P . Ch i l d A b u s e - Se x u a l A s s a u l t Lie u t e n a n t Se r g e a n t s Pa t r o l O f f i c e r s - PS T ' S Lie u t e n a n t Tr a i n i n g PA L In f o . Sy s t e m s Ra n g e Pr o p e r t y Ro o m Re c o r d s C. C . A . T . Fi n / A u t o / Wa r r a n t Bu r g Pa w n / / C C Re s e r v e s M. A . C . / Ge n e r a l H. I . D . T . A Pa t r o l O f f i c e r s - PS T ' S BO M B CD T Pa t r o l O f f i c e r s - PS T ' S SW A T Se r g e a n t s Se r g e a n t s Lie u t e n a n t Se r g e a n t s S e r g e a n t s S e r g e a n t s Pa t r o l O f f i c e r s - PS T ' S Li e u t e n a n t An i m a l Co n t r o l Gr a f f i t i FB I G a n g Ta s k F o r c e Po l i c e S e r v i c e s FY 2 0 1 2 - 1 3 O r g a n i z a t i o n a l C h a r t Tr a f f i c O f f i c e r s - PS T ' S Co m C e n t e r Cr i m e Pr e v e n t i o n Tr a f f i c Li e u t e n a n t Se r g e a n t s Li e u t e n a n t L i e u t e n a n t DP U Li e u t e n a n t Pa t r o l O f f i c e r s - PS T ' S Ch i e f o f P o l i c e DP U O f f i c e r s As s i s t a n t C h i e f o f P o l i c e K- 9 AL A R M We s t Ca p t a i n Ea s t Ca p t a i n Pu b l i c I n f o r m a t i o n Of f i c e r 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 Su p p o r t S e r v i ce s Ca p t a i n In v e s t i g a t i o n s Ca p t a i n 77 Police Department 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 2011-12 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 for the first time in four years. A Basic Police Academy was held in an effort to fill all open police officer positions. Worked extensively with the City Manager’s Office and City Council to develop and implement a plan to fund and replace all ARRA grant funded positions as the grant funding expires over the course of the next two years. 3. Entered into agreements with all available California Law Enforcement Agencies to share records management information through Re-Dex or the COPLINK system. The department works closely with numerous federal agencies and provides resources to the local terrorism task force and the suspicious activity reporting unit. 4. The Directed Policing Unit continues to dedicate officers to Graffiti Enforcement. In conjunction with Public Works and City IT, two new technologies including Tagger software and a Smartphone graffiti application were purchased to assist with graffiti crime investigations. 5. Worked with local law enforcement agencies, local social service agencies, non- profit and faith based organizations to address gang violence and reduce gang related crime through prevention, intervention 78 Police Services continued and suppression activities. The Safe Streets Partnership continues to be an effective tool in reducing gang violence. Provided regular reports to the Safe Neighborhoods and Community Relations Committee and updated the Joint City/County Strategic Plan to Combat Gang Violence. 6. Continued collaboration with Economic & Community Development to staff the Mill Creek and downtown development projects while planning for expansion of the public camera project. The Crime Prevention Unit collaborated with Recreation and Parks to initiate a Park Watch program in local neighborhood parks. 7. Continued efforts to reduce Part 1 crimes by ensuring timely and accurate data, crime analysis and crime trend identification, analysis of physical evidence and utilization of all available internal and external resources to work proactively with members of the community. The overall crime rate fell for the sixth consecutive year. 8. Worked closely with the Kern County Department of Human Services Child Protective Services (CPS) to assist in the investigation of crimes against children. Continued relationship with the Jess Diamond Child Assessment Committee, the Kern County Child Death Review Board and the Alliance against Family Violence. 9. Completed the Communications Center remodel using State funds to remodel work stations, upgrade the telephone system, and create additional office space. 79 AdoptedAmendedProposed Actual Budget Budget Budget DIVISIONS:2010-112011-122011-122012-13 Administration $ 16,019,178 $ 15,683,887 $ 16,935,002 $ 15,846,890 Operations 37,543,80142,200,42442,631,09543,098,104 Investigations 11,534,38911,565,93111,574,58312,626,220 Total $ 65,097,368 $ 69,450,242 $ 71,140,680 $ 71,571,214 SOURCE OF FUNDS: General Fund $ 62,548,853 $ 67,368,119 $ 68,683,575 $ 69,526,459 Supp Law Enforcement 350,39940,580415,56240,580 Traffic Safety Fund 630,389480,000480,000491,500 ARRA Federal Stimulus Fund 1,567,7271,561,5431,561,5431,512,675 Total $ 65,097,368 $ 69,450,242 $ 71,140,680 $ 71,571,214 FULL TIME EMPLOYEES: Administrative Svcs.124.00122.00122.00128.00 Operations277.00280.00280.00286.00 Investigations84.0084.0084.0087.00 Total485.00486.00486.00501.00 POLICE SERVICES 80 2011 - Headquarters DIVISION GOAL Provide direct assistance and support to the Chief of Police; investigation of personnel complaints; investigate Government Code claims for damages against the Police Department; provide investigative assistance to the City Attorney’s Office; disseminate information to the media and relate information developed through public inquiries; continue to follow implemented recommendations outlined in the United States Department of Justice letter regarding the investigation of the Bakersfield Police Department, dated 4/12/04. FY 2011-12 ACCOMPLISHMENTS Internal Affairs Section: 1. Investigated 103 citizen complaints. 2. Investigated twenty-four (24) internal affairs investigations. 3. Responded to twelve (12) citizen inquiries. 4. Processed 205 permits to conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to 152 Pitchess Motions. 6. Provided investigative assistance on eighty-two (82) claims against the City of Bakersfield. 7. Conducted two (2) officer-involved shooting investigations. 8. Conducted two (2) critical incident investigations. Public Relations Section: 1. In continuing its efforts to promote the police department, the Public Relations section provides information to the various media outlets, not only regarding arrests and investigations of interest, but activities the Police Department is involved in throughout the year, providing the community with a better understanding of department operations. 81 2011 – Headquarters continued 2. Produced a set of very impactful and popular public service announcements through local television media regarding the choices youth make and how those choices impact their future. The project was a Bakersfield Safe Streets Partnership effort. 3. Participated in the 2011 community wide read based on the book, “The Other Wes Moore” a story about choices and resources. As one of the many events associated with the read, the department organized and promoted a panel discussion, “Local Stories of success, failure and redemption” at Bakersfield College for community members and Bakersfield College students. The event was a success and the involvement with the community and other organizations opened the door for future projects. 4. Began a partnership with Houchin Blood Bank, and other local law enforcement, Fire and EMS to establish the annual “Boots and Badges” blood drive competition between the agencies. 5. The Chief of Police began submitting a regular article to the local newspaper, which is published the first Monday of the month. The intention is to cover topics of interest in a factual, unbiased manner which will provide clarification and additional information on department related topics already in the news or information with regard to law enforcement and/or the department. He also continues to appear monthly on regular news segments of the local media. 6. Other staff continues to appear bi-weekly on local media to discuss a variety of Department related topics. 7. Continue to provide wanted persons information to local media outlets to provide information to the public on persons wanted for crimes so that citizens may hopefully assist in the apprehension of outstanding suspects. This is a successful tool the Investigations Division regularly utilizes. 8. Facilitate a segment for local television media called “Man Hunt Monday”, profiling serious offenders wanted by local law enforcement. 9. Continue efforts to improve communication and information sharing both internally and to the public and distribute the monthly internal newsletter, “The Blue Review”, for all current and retired employees. 10. 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 82 2011 – Headquarters continued topics directly to the community. The BPDInsider segments also air on local cable television as a free community service. 11. Continue to utilize the “In the News” webpage which was developed to keep police department employees abreast of the information being shared by and affecting the department. All of the local media segments are posted, in addition to positive or controversial news related to department activities. The “In the News” web page can be found at http://www.bakersfieldcity.us/police/safe_neighborhood_videos/index.html 12. Continue to meet regularly with other City and County PIOs and representatives from the local and outlining media to promote a better understanding of respective goals and objectives and to discuss issues important to maintaining an open and positive relationship. 13. Continue 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 2012-13 ACTION PLAN 1. Receive, investigate, and process all personnel complaints, and strive to complete them as mandated. 2. Receive, investigate, process and monitor all investigative requests from the City Attorney’s Office to ensure they are completed in a timely manner. 3. Complete all personnel complaint investigations within sixty (60) days of their reception. 4. Complete all investigative services requested by the City Attorney’s Office and Risk Management within five business days. 5. Continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions. 6. Provide training to Operations Division concerning officer involved shooting and critical incident investigations. 7. The Public Relations section will continue with the all of the aforementioned efforts as well as seek out new opportunities to partner 83 2011 – Headquarters continued with the media and the community in an effort to improve public trust and awareness regarding the department and its efforts. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Citizen Complaints 98 103 108 Internal Affairs Investigations 21 24 24 Citizens Inquiries 11 12 12 Pitchess Motions 148 152 162 Claims 82 82 79 Permits 201 205 208 Audits 1 1 1 O.I.S. Investigations 8 2 4 Critical Incident Investigations 3 2 2 84 2011 - Support Services DIVISION GOAL Provide administrative, logistic, and training services to support the effective operation of the Department; including Communications, Records Management, Crime Prevention, Crime Analysis, and Training. FY 2011-12 ACCOMPLISHMENTS Planning, Research and Training: 1. Coordinated and presented a POST certified Basic Police Officer Academy offered to trainees of the Bakersfield Police Department at the Kern Regional Training Center. 2. Brought eighty-nine (89) instructors into POST compliance with either attendance of an Academy Instructor Certification Course or update of previous certification. 3. Coordinated Livescan, TB testing and payroll for Academy Instructors. 4. In collaboration with HR, coordinated testing for Police Officer Trainee/ Lateral/Academy Graduate recruitments. 5. Accomplished eighty-three (83) background investigations for Police Department applicants. 6. Created and presented a POST certified EVOC Course for the Basic Police Officer Academy. 7. Coordinated and facilitated an Emergency Vehicle Operations Course for the Basic Academy and employees of the Bakersfield Police Department. 8. Training staff coordinated and presented eleven (11) POST certified training courses for over 178 officers and civilian employees. 9. Continued facilitation of the Building Beautification Project which included: x Coordinated Records Section remodel x Reorganized armory and moved most commonly requested equipment replacement items to Training Office library x Reorganized Training Office library making it more efficient 85 2011 – Support Services continued x Added portrait studio to Training Office library x Completion of auditorium remodel x Replaced signs throughout the department x Updated Briefing Room audio-visual equipment x Updated West Substation Community Room audio-visual equipment 10. Coordinated and implemented the following projects: x Updated training, materials and manuals x Continued to issue all personnel security ID’s & Retiree ID/CCW Permits x Coordinated ongoing maintenance of the Police Buildings x Conducted inventory of Department issued equipment 11. Continued administration and management of Operations Division vehicles: x Coordinated testing and evaluation of Ford, Chevrolet and Dodge PPVs x Coordinated testing and evaluation of police motorcycles 12. Coordinated and facilitated three (3) Community Forums for citizens. 13. Continued recruiting efforts by attending several job fairs in the area, as well as out of town; visited several police academies; and developed advertising using multi-media. 14. Coordinated hotel reservations and class registrations for 124 out of town training classes, conferences and seminars (including six (6) out of state courses). 15. 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. 16. The Bakersfield Firearms Training Facility presented a Rifle School, developed an advanced officer tactical course, and trained academy grads and laterals during their mini-academy. 17. The Reserve Unit volunteered over 3,000 total hours which included patrol, assignments at local community events, range qualifications, training, meetings, administrative work and other miscellaneous duties. 18. The Reserve Unit conducted backgrounds and appointed four (4) new Reserve Police Officers. 19. BPAL continued to meet its goal of keeping all youth programs free of charge for participating youth. 86 2011 – Support Services continued Communications Center: 1. Completed the remodel of the Communications Center, which included structural changes, new workstations, a new telephone system and a new audio recording system. 2. Processed a total of 740,369 telephone calls in the Communications Center, which includes 221,465 total 9-1-1 calls. 3. Processed 269,038 incidents in the Computer-Aided Dispatch System, which includes 71,731 that were officer initiated. 4. Provided POST mandated Academy Instructor training to two of our instructors. Records Section: 1. Processed 49,081 new General Offenses, 24,802 Arrest Bookings and 42,092 teletype transactions in the National Crime Information Center (NCIC) database. 2. Handled 1,467 telephonic reports and 4,967 on-line reports from citizens and appeared on live television and radio to provide information about on-line report services. 3. Processed 1,590 court ordered sex, arson, drug and gang registrants. 4. Processed 4,514 impound vehicle releases and appeared on live television and radio to address questions related to impounded vehicle procedures. 5. Processed 25,047 subpoenas for court appearance and Records personnel responded to seventy-two (72) subpoenas for records. 6. Processed 39,009 report releases including, 4,850 on-line requests for traffic reports, 5,581 requests for incident reports from involved parties, and 8,899 requests for reports from other law enforcement agencies. Information Systems Project Section: 1. Examined sixty-five (65) cell phones and thirty-four (34) computer hard drives. 2. Finalized the train-the-trainer training for the Coplink system. 87 2011 – Support Services continued 3. Completed MOU’s with LASD, Orange County, Sacramento, South and West Bay San Francisco, along with San Bernardino. 4. Implemented an additional twenty-five (25) Blue Check fingerprint devices in conjunction with the Kern County RAN Board. 5. Fully implemented and conducted daily support for the TeleStaff system, the Police Department’s electronic scheduling and payroll system. Crime Analysis: 1. Provided a variety of requests for data or case specific information which allowed better allocation of manpower. 2. A Weekly Crime Trend Report (including maps), reflecting the most significant crimes occurring citywide was generated. This report was distributed to all divisions within the Police Department, the local newspaper, and BPD’s online website available for public viewing. 3. Continue to provide the following statistical reports: x 228 Daily Crime Reports – Administrative and Public versions were generated in 2011 x Weekly Reports -156 x Monthly Compstat Statistical Analysis Reports - 12 x Part 1 Crime Report – Case Clearance Totals - 2 x Total specialized reports requests completed - 999 4. Crime Analysis Unit request totals: x Administration 118 x Support Services 82 x Operations 120 x Investigations 131 Police department in-house request total 451 x Outside agency requests 35 x Public requests 66 x Patrol briefings attended 101 Crime Prevention: 1. Continued to provide a variety of safety awareness programs in 2011. Five hundred eighty-one (581) Crime Prevention programs were conducted and included approximately 43,161 local residents. 88 2011 – Support Services continued 2. Neighborhood Watch: x Fifty-six (56) new programs presented with 886 attendees. x Sixty-five (65) new Neighborhood Watch groups established. 3. Business C.S.I. Interrupted: The Cyber-bullying, Student Bullying and Internet Dangers. The Interrupted program was created and then implemented in March of 2011. There have been a total of forty (40) presentations to over 3,733 middle school through high school aged children and adults. 4. Retail Crimes Partnership: This networking collaborative continues to train and grow with 209 members. Members meet on a monthly basis and include Crime Prevention staff, BPD Detectives, Law Enforcement officers from throughout the Central Valley, and retail loss prevention officers. 5. Park Watch: The Park Watch program was implemented in April 2011, with a total of eleven (11) programs presented to 297 attendees. 6. Law Enforcement Explorers: BPD Explorer Post maintained an average of sixty-three (63) young people who donated 14,068 volunteer hours in 2011. 7. Child Identification Program: Crime Prevention was able to purchase a new Child ID System with equipment and a new program was implemented. Funds were provided by a $5,000 grant from Target which allowed 810 children to be provided with identification cards. 8. One hundred seventy-two (172) child restraint systems were installed. 9. Crime Prevention Staff Awards/Special Recognition - Community Relations Specialist Sandy Morris received the Citizenship Award from Bakersfield Chapter of American Society of Safety Engineers. 10. Large-scale community events organized by Crime Prevention Staff: x National Night Out x Safe Halloween – Crime Prevention Trick or Treat Station – Theme for 2011 “The Nightmare Before Christmas” x Christmas For Seniors x Family to Family Christmas Basket Food Distribution Property Room: 1. Two (2) gun destructions were completed in January and March 2011 in which 378 guns were disposed. 89 2011 – Support Services continued 2. 316 firearms were released to the rightful owner after passing a background check from the California Department of Justice and the Bakersfield Police Department. 3. 1,081 items were sent to Propertyroom.com for auction. These items generated $25,495.69 in revenue for the City of Bakersfield. 4. In March of 2011, 1,170 pounds of miscellaneous narcotics were disposed of accordingly at a burn facility overseen by the Narcotics Division. 5. To date there are an additional 339 items of narcotics awaiting disposal in 2012. 6. The Property Room project which was created and has been ongoing since August 2010, has allowed much needed space for incoming property and evidence. Since the implementation of this project, the amount of items stored in the property room has been decreased by approximately forty-one percent (41%). Officers from each shift participated under the direction of a Sergeant from the Investigations Division temporarily assigned to oversee the disposal of backlogged property dating back to 2002. Since August 2010, over 70,000 items have been disposed, released to owners, converted to department use and sent to auction. 7. There are currently over 8,800 items authorized for disposal which will be handled by property personnel and officers assigned to the disposal project. FY 2012-13 ACTION PLAN Planning, Research and Training: 1. Graduate Academy class 11-01 2. Complete hiring process for eight (8) lateral/academy graduates. 3. Coordinate field training for all graduates of Academy 11-01 and laterals. 4. Conduct recruitment, background, and hiring as needed to fill vacancies. 5. Establish a Building Committee to actively improve the working environment for all personnel. 90 2011 – Support Services continued 6. Complete Emergency Vehicle Operations Course (EVOC) training for all Bakersfield Police officers. 7. Complete driver’s training for all police personnel who operate a City of Bakersfield vehicle. 8. Offer driver’s training to other City of Bakersfield departments as space is available. 9. Ensure compliance with all POST standards and provide training for police department personnel as needed to maintain those standards. 10. Complete updated photographs and ID cards for all personnel. 11. Complete all policy updates in a timely manner. 12. Review and establish uniform requirements and policy for all sworn and non-sworn positions. 13. Develop EVOC facility to include an obstacle course. 14. Develop plans for a Simunition shoot house at the EVOC facility. 15. Select and place into service a replacement for the Ford Crown Victoria. Communications Center: 1. Develop supervisory personnel, in keeping with the Communications Manager Succession Plan. 2. Increase dispatching staff. 3. Implement the use of “Hit Confirmation” messaging via the Computer- Aided Dispatch system, which will reduce the need for long-distance telephone calls to allied agencies. 4. Provide training in the use of the Telestaff system by all Police Dispatchers. 5. Continue providing POST mandated Academy Instructor training to our remaining academy instructors. 91 2011 – Support Services continued Records Section: 1. Maintain minimum staffing level of thirteen (13) to comply with DOJ/NCIC requirements and allow minimum break periods. 2. Transfer all permanent retention records to an electronic storage medium (possibly laser fiche) to facilitate quick/easy access to files and track/update data. 3. Upgrade technical equipment for data entry, including dual monitors and additional scanning stations. 4. Improve customer service in lobby by upgrading the service windows and seating. 5. Continue to automate subpoena tracking process to improve efficiency and effectiveness. 6. Provide continuous training to improve knowledge pertaining to Public Records Act, applicable statutes, subpoenas, customer service, records maintenance, Versadex and registration requirements. Information Systems Project Section: 1. Complete COPLINK system MOU’s with other law enforcement agencies in California. 2. Continue to outfit each newly hired officer with a Blue Check Fingerprint device. At the end of 2011 the Police Department had 230 devices in use. 3. Implement the mapping/crime analysis software “Crime View”. 4. Assist the Communication Center with their CAD update for Versadex. 5. Provide detailed user training throughout our department for the use of COPLINK. 6. Update the RMS for Versadex. Crime Prevention: 1. Actively market and promote Neighborhood Watch, Business Watch, Park Watch and other crime prevention programs. 92 2011 – Support Services continued 2. Design and implement an informative program to create awareness with regards to human trafficking and its indicators to allow intervention and prevention. 3. Further develop the CSI: Interrupted program for more specific audiences including younger primary school aged children, and one specifically targeting educators. 4. Continue to grow and promote the Child ID program. 5. Continue to work with the Directed Policing Unit and local citizens to provide problem solving strategies and crime prevention education. 6. Continue to make personal follow-up contact with victims of residential and business burglaries. 7. Crime Prevention staff member will attend Child Passenger Safety Instructor Certification Course which will help to facilitate the certification of additional BPD Child Safety Seat Technicians. 8. Create and implement a VOSP (Vehicle Occupant Safety Program) for first time offenders as an alternative education program to promote and influence child passenger safety. 9. Continue to develop, organize and market, two (2) regional Neighborhood Watch Community Meetings. These meetings are designed to continue to strengthen relationships and streamline communication with existing Neighborhood Watch Groups. 10. Continue to develop and expand the Retail Crimes Partnership and the Business Watch Program. 11. Re-establish the Crime Free Multi Housing Program x Organize two (2) Crime Free Multi-housing; eight (8) hour training presentations. 12. 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 93 2011 – Support Services continued 13. Recruit potential citizen volunteers x Implement a citizen’s “academy” - each volunteer will be required to attend prior to their appointment. 14. Update Crime Prevention Webpage Property Room: 1. Complete a minimum of two (2) firearm destruction projects to eliminate over 1,000 firearms from storage that have been authorized for disposal. 2. Conduct a narcotics burn biannually at minimum. 3. Continue the Property Room project to eliminate items from adjudicated cases that have been stored past the mandated legal statutes. 4. Improve safety of warehouse environment. 5. Condense storage boxes to maximize current storage space. 6. Provide additional firearms to the Kern County District Attorney Crime Lab for NIBIN testing for crime gun comparison. 7. Implement a minimum staffing level of six (6) clerks in the Property section. This will allow staff to complete daily tasks as well as quarterly inventories and audits to ensure all items are accounted for. 8. Provide training and networking within the Californian Association for Property and Evidence (CAPE) and international Association for Property and Evidence (IAPE). These organizations provide updates pertaining to firearms from the Department of Justice and California legal mandates as well as, providing ideas regarding procedures in the Property Room. Terrorism Liaison 1. Provide operational assistance to the Kern Joint Terrorism Task Force as needed. 2. Conduct a threat assessment of any reported activity and forward to the FBI Joint Terrorism Task Force (JTTF), if any nexus to possible terrorism activity is determined. 94 2011 – Support Services continued 3. Represent the BPD at regular meetings of the Bakersfield Urban Area Security Initiative working group and Kern Threat Working Group. 4. Continue to participate in the Kern County Critical Infrastructure Protection Committee (KCCIPC) to identify critical infrastructure in the county and to conduct vulnerability assessments on those identified sites. 5. Partner with our Crime Prevention Unit to offer training to local businesses at least twice in Terrorism Awareness and mail handling. 6. Support the FBI’s Tripwire program through community outreach and communication. 7. Respond to leads generated through the Homeland Security Unit page on the Department’s website. 8. Monitor incoming intelligence from the Sacramento Regional Threat Assessment Center and disseminate appropriately. SERVICE LEVEL INDICATORS Planning, Research & Training FY 10-11 Actual FY 11-12 Projected FY 12-13 Proposed Mandated training to sworn personnel/civilians (hours) 24/8 24/8 24/8 Monthly Training Bulletins 13 14* 25 Basic Academy Course 0 1 1 Public Safety Dispatcher Course 1 1 1 Background Investigations 83 115* 125 *FYTD Records Section FY 10-11 Actual FY 11-12 Projected FY 12-13 Proposed General Offenses Entered 49,081 49,491 53,443 Arrest Bookings Entered 24,802 26,728 28,595 Vehicles Impounded 7,897 7,964 8,027 Calls Completed by Records (mail in, on-line, telephonic) 6,434 6,884 7,297 95 HEADQUARTERS AND SUPPORT SERVICES AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 11,961,839 $ 12,066,520 $ 12,913,643 $ 12,353,008 Operating 3,553,338 3,617,367 3,781,355 3,430,012 Capital 504,001 - 240,004 63,870 Total $ 16,019,178 $ 15,683,887 $ 16,935,002 $ 15,846,890 SOURCE OF FUNDS: General Fund $ 15,642,792 $ 15,553,572 $ 16,804,687 $ 15,724,586 Supp Law Enforcement 240,332 - - - ARRA Federal Stimulus Fund 136,054 130,315 130,315 122,304 Total $ 16,019,178 $ 15,683,887 $ 16,935,002 $ 15,846,890 96 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 2011-12 ACCOMPLISHMENTS Traffic Section: 1. Accomplished the goals and objectives agreed upon between the City and the California Office of Traffic Safety (OTS) Selective Traffic Enforcement Grant (STEP), which was awarded in October 2010, in the amount of $489,445. These goals included conducting twenty-four (24) DUI Driver’s License Checkpoints, fifty-five (55) DUI Saturation Patrols, five (5) Motorcycle Safety Enforcements, six (6) Special Enforcement operations targeting red light running, six (6) Special Enforcement operations targeting at or near intersections, six (6) Special Enforcement operations targeting excessive speed, twenty-six (26) DUI Arrest Warrant Service operations, three (3) Court Sting operations targeting individuals who are unlicensed drivers or have a suspended driver’s license and drive from court, and 122 “A Life Interrupted” education presentations for schools and civic groups. This grant expired in October 2011. 2. Accomplished the goals and objectives agreed upon between the City and the California OTS AVOID the 18 DUI Campaign – Kern County Grant, which was awarded in October 2010, in the amount of $345,492. These goals included conducting six (6) DUI Driver’s License Checkpoints, sixty- nine (69) DUI Saturation Patrols, three (3) multi-agency task force operations, two (2) DUI Arrest Warrant/Probation Service operations targeting repeat DUI offenders who fail to appear in court or who violate probation, and two (2) Court Sting operations targeting unlicensed DUI offenders who fail to obey court orders not to drive or who violate probation. This grant expired in October 2011. 3. Accomplished the goals and objectives agreed upon between the City, the California OTS, and UC Berkeley Safe Transportation Research and Education Center Mini DUI Awareness Program Grant in the amount of 97 2021 – Operations continued $57,462. The goals and objectives included conducting six (6) DUI/Driver’s License checkpoints during the winter and Labor Day holidays which resulted in eighteen (18) DUI arrests. 4. Accomplished the goals and objectives agreed upon between the City and the California OTS, and UC Berkeley Safe Transportation Research and Education Center New Generation “Click it or Ticket” Grant in the amount of $13,520. The goals and objectives included were to conduct enforcements in November 2010 and May/June 2011, which resulted in 604 seatbelt/child safety seat violations. 5. Joined forces with the California Highway Patrol to assist the CHP Bakersfield area office in combating DUIs and persons driving without a valid license or operating a motor vehicle/motorcycle with a suspended or revoked license. The agreement was to provide personnel and vehicles for DUI traffic enforcement support activities on identified problematic roadways. Received $30,000 to help in the costs of this DUI enforcement effort. The primary focus was on conducting DUI roving enforcements and DUI driver’s license checkpoints which resulted in ninety-six (96) DUI arrests, 188 Standardized Field Sobriety tests, and seventy-nine (79) vehicles impounded. 6. Received a STEP Grant from the California OTS in the amount of $514,677, which was awarded in June 2011 and began October 1, 2011. The goals and objectives include traffic enforcement events focused on traffic safety issues such as drunk driving, aggressive drivers, at or near intersection violations, and other unsafe behaviors threatening public safety. This is a one (1) year grant that will end in October 2012. 7. Received an AVOID 18 Grant from the California OTS in the amount of $253,000, which was awarded in June 2011, and began October 1, 2011. The goals and objectives include traffic enforcement events focused on traffic safety issues such as drunk driving, saturation patrols, task enforcements, and other unsafe behaviors threatening public safety. The BPD will be administering this grant which will involve several law enforcement agencies in Kern County. This is a one (1) year grant that will end in October 2012. 8. Received an “A Life interrupted” Grant from the California OTS in the amount of $47,419.58, which was awarded in June 2011 and began October 1, 2011. The goals and objectives include conducting 122 educational presentations impacting at least 10,000 students. This is a one (1) year grant that will end in October 2012. 98 2021 – Operations continued 9. Received a Mini DUI Awareness Program Grant from the California Office of Traffic Safety (OTS), and UC Berkeley Safe Transportation Research and Education Center in the amount of $84,255.50. The goals and objectives include conducting eight (8) DUI/Driver’s License checkpoints, two (2) during the winter and two (2) during the Labor Day holidays and four (4) to be conducted outside the above seasonal periods. This is a one (1) year grant that will end in October 2012. 10. Conducted multiple pedestrian safety enforcement events outside the grant, especially around schools throughout the city in an effort to reduce the risk of injury or death to children in and around the schools. 11. Continued implementation of the Crossroads Electronic Citation system. Traffic officers used handheld computers to write, issue, and process traffic citations. 12. Continued working with Crime Analysis to create a weekly and monthly Traffic Collision Mapping system. This system allows Traffic Section personnel to see where traffic collisions occur and DUI arrests made and to adjust enforcement efforts accordingly. 13. Staffed seventeen (17) parades and thirty-four (34) special events. 14. Awarded 1st place in the 2010 California Law Enforcement Challenge for our traffic safety education and enforcement efforts as well as a special Technology award for the Traffic Section’s use in utilizing new technology. 15. Continued efforts to enforce traffic laws and educate motorists about traffic safety on the more than 1100 miles of roadways within the city. SWAT Team and Bomb Squad: 1. Responded to five (5) SWAT Operations. 2. Completed over 1030 hours of tactical training and negotiator training. 3. Conducted ten (10) tactical/equipment demonstrations. 4. Participated in one (1) SWAT Competition. 5. Conducted one joint training session with the Kern County Sheriff’s Department SWAT Team. 99 2021 – Operations continued 6. Reviewed, assisted on or followed up on approximately one hundred eight (108) bomb related investigations. The squad also responded to twenty-two (22) emergency call outs, including two (2) call outs to assist the Bakersfield Police Department SWAT, and two (2) call outs to assist the Kern County Sheriff’s Office Bomb Squad; conducted nine (9) public presentations/demonstrations or dignitary protective sweeps and assisted other agencies with explosive related duties on eight (8) occasions. The Bomb Squad completed approximately forty (40) hours of internal training. 7. The vast majority of the Bomb Squad call outs dealt with improvised explosive devices, pipe bombs and military ordinance. During this past year we have continued a close working relationship with the U.S. Navy EOD unit 3 at China Lake NWS and have trained jointly with them, including post blast and render safe duties. 8. The Bomb Squad has an authorized compliment of eight (8) Bomb Technicians. There are currently six (6) certified technicians. All certified Bomb Technicians must attend the Hazardous Devices School conducted jointly by the F.B.I. and the U.S. Army at the Redstone Arsenal in Huntsville, Alabama. The process by which a member of the Bakersfield Police Department can attend this training takes approximately two (2) years to complete. 9. Completed the testing phases for the position of Bomb Technician and established a list of qualified individuals. Directed Policing Unit (DPU: 1. Continued to focus on in-depth investigations of crime trends, gang conspiracies and the seizure of firearms illegally possessed by gang members. 2. Seized (112) illegally-possessed firearms in 2011. A total of 1,639 firearms have been seized since July of 1999. 3. Committed two (2) officers full time to address the Graffiti problems throughout the city. Their efforts have resulted in (140) graffiti cases being cleared since September. DPU officers made sixty-seven (67) arrests, (40 juvenile, 27 adults), consisting of twenty-six (26) felonies, thirty (30) misdemeanors and eleven (11) infractions for graffiti related charges. x Actual Graffiti Removal Sites in 2011: 20,864 100 2021 – Operations continued Requests made: x 7,529 requests on the 32-Erase Hotline; x 700 requests from the graffiti website; x 167 requests from the Mobile App. 4. All DPU officers were trained on the use of the TAGRS system. 5. The Bakersfield Safe Streets Partnership (BSSP) continued working towards the reduction of gang violence in the community. The BSSP held twelve (12) call-ins for gang members at high risk of being a suspect or a victim of violent crime. Two-hundred and fifty-five (255) letters were sent out to gang members inviting them to a call-in. Sixty-six percent (66%) of those that received a letter attended a call-in. 6. Continued to provide three (3) officers to local federal task forces. One officer is assigned to the Joint Terrorism Task Force (JTTF). Two (2) officers are assigned to the Violent Crimes Task Force (VCTF). DPU Violent Crimes Task Force (VCTF) officers concluded a month’s long investigation into narcotics and firearms trafficking by East Side Crip gang members. This operation targeted this gang specifically and intended on disrupting the local narcotics trade. The operation culminated with a multi-agency operation where officers were tasked with serving over twenty-five (25) Federal Indictment warrants and twenty-two (22) were successfully served. 7. Gang-related shootings were down by thirty-three percent (33%) in 2011. There were fifty-seven (57) shootings in 2010 and thirty-eight (38) shootings in 2011. 8. Gang related homicides were also down by thirty-three percent (33%). In 2011, eight (8) homicides were determined to be gang related; there were twelve (12) gang related homicides in 2010. 9. In 2011, eighty-six (86) search warrants and over 6,200 probation/parole searches were executed by the Directed Policing Unit. DPU made over 1,500 arrests in 2010. 10. DPU continued working with Kern County’s police department coalition, the Street Impact Team, on operations throughout Kern County, including Tehachapi, Shafter, Arvin, and Delano. The SIT coalition also has planned an ongoing AB109 operation that will focus on addressing the State realignment of prisoners. 101 2021 – Operations continued 11. The Unit remained committed to assisting other details and divisions within the Department as well as allied law enforcement agencies. In the last three years, DPU has devoted over 20,000 hours to this task, the equivalent of three (3) full-time positions. 12. DPU officers saw there was a lack of after school activities for “at-risk” youths who live in an apartment complex that has been plagued by gang and drug activity. DPU officers partnered with the Boys and Girls Club and a local elementary school and were able to arrange for fourteen (14) youths from the apartment complex to be transported to the Boys and Girls Club daily in order to participate in the programs offered. All this was done with no charge to the families of the “at-risk” youths. The program has since doubled in size to twenty-eight (28) youths. Since DPU has been working in this apartment complex the quality of life has greatly improved for the residents. 13. Provided twelve (12) Gang Information presentations to the community. These presentations educate the community on gangs and their members, which raises awareness of the dangers and warning signs of gangs. Officers made presentations to local schools, Realty Management Services, State Farm and various other organizations. 14. Officers utilized the department’s crime analysis personnel to better identify the problem areas through the use of computer generated crime mapping. Utilizing this system in conjunction with crime analysts, DPU officers conducted two (2) daytime operations focusing on daytime residential burglaries. During this operation DPU officers discovered one (1) daytime burglary in progress and arrested the suspect responsible. 15. Continued cooperative efforts with the Kern High School Police and conducted several joint truancy sweeps within the city. Animal Control: 1. The 9th Annual, National “Responsible Dog Ownership Day” was held in October 2011. This event was created to educate the public regarding responsible dog ownership. Several animal service-related organizations were on hand to provide information and awareness to all Bakersfield residents about the proper care of pets. The Animal Control Unit participated by providing educational and informational items and also issued city licenses to residents having their dogs vaccinated against rabies. 102 2021 – Operations continued 2. On July 1, 2011, the Dog License Canvassing Project began for the third time. This was a six month program, which concluded on December 22, 2011. Two (2) temporary Animal Control Officers were recruited to canvass city neighborhoods for unlicensed dogs. The canvassers initially surveyed a total of 7,737 homes. During the follow up portion of the program, 2,275 homes were re-visited and 501 citations were issued for residents failing to properly license their dogs. 3. Revenue generated for City dog licensing during 2011 was $158,592.00. 4. Revenue collected during the low cost rabies vaccination clinics totaled $42,437.00. 5. Participated in fifteen (15) Rabies Vaccination Clinics (in conjunction with KCAC), providing rabies vaccinations at a reduced fee when accompanied with the purchase of a license. 6. 19,156 calls for service regarding animal related complaints were entered during the calendar year of 2011. 16,858 calls were handled by three field officers, an average of 468 calls per officer and/or office staff per month. 7. 4,317 live animals were impounded by officers and 3,522 animals were accepted by the County Shelter per the current contract. FY 2012-13 ACTION PLAN 1. The Traffic Section will continue targeted DUI enforcement and awareness by utilizing grant funds from the California OTS. We will also focus enforcement efforts on reducing the number of intersection collisions caused by red light violators. 2. The Traffic Section will complete the goals and objectives agreed upon between the City and the California OTS when we were awarded a STEP Grant in October 2011. During this grant period we will conduct a total of twenty-four (24) DUI Driver’s License Checkpoints, fifty-five (55) DUI Saturation Patrols, five (5) Motorcycle Safety Enforcements, twenty-six (26) DUI Arrest Warrant Service Operations, three (3) DUI Court Sting Operations targeting individuals who have suspended driver’s licenses and drive from court, four (4) Stakeouts targeted towards observing the “worst of the worst” repeat DUI probationers, six (6) Red Light Running Violations, six (6) At or Near Intersection Enforcements, six (6) Exhibition of Speed Enforcements, and present 122 “A Life Interrupted” educational 103 2021 – Operations continued presentations for schools and civic groups. This grant will expire in October 2012. 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 2011. During this grant period the BPD and AVOID partners will conduct six (6) DUI/driver’s license checkpoints, sixty-nine (69) DUI Saturation Patrols, three (3) Multi Task Force Operations, two (2) Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation, and two (2) DUI Court Sting Operations targeting individuals who are unlicensed drivers and individuals with suspended driver’s licenses that drive from court. A major component in these enforcement events is to bring about public awareness to the dangers of drunk driving on our local roadways. Increased enforcement periods will be carried out during holiday periods where we experience an increase in motor vehicle traffic. These holiday periods are Memorial Day weekend, July 4th, Labor Day weekend, and the Christmas/New Year Holiday season. This grant will expire in October 2012. 4. The Bomb Squad shall continue to maintain the certification of all of our Bomb Technicians through the accomplishment of minimum standards of training each month. We will also seek to fulfill the requirement of attendance at advanced training on the regional or international level. 5. The Bomb Squad will continue to work with SWAT to advance our department’s response to emerging threats. The Bomb Squad will also conduct joint training with the F.B.I., the Fire Department and various county agencies for the response to incidents in which a suspected chemical or biological threat associated with an explosive device is present. 6. The Bomb Squad will develop and deliver additional training to Police Department personnel on the safe and proper response to explosive related calls. This will include the Crime Scene Unit for the collection of evidence, the Investigation Division on the follow up of criminal explosive related investigations and the Operations Division on the patrol officers’ response to explosive related calls. 7. The Bomb Squad will continue with a joint training paradigm with the Bomb Appraisal Officer program in the Transportation Security Administration at the airport. This will also foster a stronger working relationship with the Kern County Sheriff Bomb Squad. 104 2021 – Operations continued 8. The Bomb Squad will develop and implement a Standard Operating Procedure Manual for the squad and its equipment. 9. In 2010, the Bomb Squad took delivery of the Police Department’s first explosive storage magazine. Continue to work on the legal placement of this magazine and the fulfillment of our responsibilities to the Bureau of Alcohol, Tobacco, Firearms and Explosives will be accomplished. This has been in process since approximately 2007. 10. Bring the Bomb Squad up to its compliment of eight (8) Bomb Technicians by filling the two (2) open positions. SERVICE LEVEL INDICATORS Traffic, Patrol, Animal Control FY 10-11 Actual FY 11-12 Projected FY 12-13 Proposed Citations 24,168 25,000 23,500 “A Life Interrupted” Presentations 122 122 122 Vehicle Impounds 8,714 8,000 6,000 Animal Control Calls 19,201 19,505 21,500 Calls for Service 276,796 282,332 279,650 Traffic Enforcement (2011) Citations issued 23,216 (Total citation number received by the Traffic Court) DUI arrests 1,093 Redflex 5,594 (Total Redflex citations received by the Traffic Court) Non-injury collisions 2,415 Injury collisions 763 Fatal collisions 23 Vehicle impounds 7,171 DUI Checkpoints (2011) Motorists screened 39,581 DUI arrests 147 Other arrests 36 Citations 1,396 Impounded vehicles 1,357 105 OPERATIONS AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 32,183,569 $ 37,054,841 $ 37,171,792 $ 37,910,063 Operating 5,345,901 5,145,583 5,207,731 5,188,041 Capital 14,331 - 251,572 - Total $ 37,543,801 $ 42,200,424 $ 42,631,095 $ 43,098,104 SOURCE OF FUNDS: General Fund $ 35,383,304 $ 40,248,616 $ 40,304,305 $ 41,175,653 Traffic Safety Fund 630,389 480,000 480,000 491,500 Supp Law Enforcement 98,435 40,580 415,562 40,580 ARRA Federal Stimulus Fund 1,431,673 1,431,228 1,431,228 1,390,371 Total $ 37,543,801 $ 42,200,424 $ 42,631,095 $ 43,098,104 106 2031 – Investigations DIVISION GOAL Work cooperatively with all other divisions and allied agencies as we continue to uphold a tradition of skillful and ethical criminal investigations. We will be innovative in our use of available crime fighting technologies in conjunction with staff training, experience and expertise. FY 2011-12 ACCOMPLISHMENTS 1. During the course of the year, detectives and staff from each detail have had success in combating and reducing crime. The division has continued to implement new ideas and methodologies to enhance the overall performance of the Division. 2. The Burglary and Auto Theft Details conducted several follow up investigations that involved various areas of the city in which a high number of offenses were occurring. Subsequent directed enforcement efforts have proven successful in identifying and apprehending offenders. 1,373 Stolen Vehicles were recovered. 3. The Child Abuse Sexual Assault/Domestic Violence Detail has continued to have an active board member with the Jess Diamond Child Assessment Center. The board convenes monthly to discuss issues related to child forensic medical evaluations and forensic interviewing. The board works closely with the Kern County District Attorney’s Office, Department of Human Services, the Kern County Sexual Assault Team (SART), the Department of Human Services, the Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and law enforcement agencies throughout Kern County. 4. The Child Abuse Sexual Assault/Domestic Violence Detail has continued to have a representative participate and interact with the Child Death Review Board of Kern County. This group reviews all cases involving child death within Kern County to ensure the thorough and cooperative handling of current and future child death cases. 5. The Child Abuse Sexual Assault Detail has developed professional working relationships with local allied agencies and community victim advocate groups to improve victim services. Detectives have participated in numerous public speaking engagements to educate the public on issues 107 2031 – Investigations continued related to sexual assault and victim awareness. These venues included Cal State University Bakersfield, citizen forums, professional groups and advanced officer training. 6. In 2011, Homicide Detectives investigated (21) homicides; eight (8) of which were determined to be gang related. Ten (10) were cleared by arrest, including two (2) cold cases. Four (4) were ruled justified and seven (7) remain open. Reportable homicides decreased by over 48% as compared to 2010. 7. The Homicide Detectives achieved a 77.8% clearance rate approximately 17% higher than the national average. 8. Robbery Detectives investigated a business robbery which resulted in the identification and arrest of three suspects. Follow-up investigation revealed these suspects were responsible for multiple business robberies throughout Kern and Tulare Counties. The suspects were subsequently charged with seven (7) armed robberies which were committed in Bakersfield, Delano and Visalia. The suspects were also determined to be gang members and are awaiting trial. 9. The Minor Assault Crimes Detail (M.A.C.) was created. The goal of this new detail is to more efficiently handle the investigation of minor assault, and common street robberies. The detail is currently staffed by two (2) detectives. 10. An Investigative Sergeant position was added to oversee the Minor Assault Crimes Detail. 11. The Warrant Fugitive Detail coordinated the return of 119 felony warrant suspects to our jurisdiction. A combination of extradition and state pickups were completed. Reimbursements from bond companies totaled $8,206 dollars and state reimbursements totaled $71,679 dollars. 12. The Suspicious Activity Reporting (SAR) Program was reassigned under the supervision of the Investigations Division. This unit makes every effort to accurately and appropriately gather record and analyze information, of a criminal or non-criminal nature, that could indicate activity or intentions related to either foreign or domestic terrorism. 13. The Vice/Narcotics Detail continued to work as a team with two (2) Bakersfield Police Detectives and one (1) Kern County Sheriff’s detective assigned to vice related investigations in Greater Bakersfield Area and the 108 2031 – Investigations continued County of Kern. Detectives from both the Vice and Narcotics Details assisted each other when needed to accomplish ongoing investigations. 14. The Vice/Narcotics Detail conducted investigations into prostitution related offenses in the Greater Bakersfield area and the County of Kern. The detail made 271 arrests for prostitution related offenses. A total of 153 were made for vice related offenses. 15. Investigations conducted by the Vice/Narcotics Detail during 2011 included cases involving individuals and organizations distributing methamphetamine, heroin, cocaine, PCP, marijuana, synthetic drugs, and the diversion of pharmaceutical drugs. These are the most common type of drugs found in our area. 16. The Vice/Narcotics Detail continues its commitment to collaborate with local, state, and federal agencies to target drug trafficking organizations and individuals operating within the greater Bakersfield area and throughout Kern County. Part of the department’s efforts for collaboration included the formation of the Drug Enforcement Agency Task Force with BPD detectives and Special Agents of the Detailed States Drug Enforcement Agency (DEA). 17. The Vice/Narcotics Detail conducted several highway interdiction operations that led to the seizure of narcotics and forfeiture of currency from the sales of narcotics. 18. Southern Tri-County High Intensity Drug Trafficking Administration Task Force (STC- H.I.D.T.A.) had a record breaking year. The seizures from 2011 exceeded all narcotics seizures and arrests in the eleven year history of the detail. This exceeded the combined efforts of six (6) other H.I.D.T.A. Details combined statewide. 19. The Vice/Narcotics Detail received a $ 50,000.00 grant from the Department of Alcoholic Beverage Control. This grant increased the level of enforcement activity and allowed detectives to continue to conduct Minor Decoy Operations in the Greater Bakersfield Area. As a result of these operations numerous suspects were arrested for either supplying or selling alcohol or tobacco to minors. 20. The Vice/Narcotics Detail seized a total of approximately 4,715 lbs. of marijuana, 210 lbs. of methamphetamine, 6.78 lbs. of Cocaine HCL, 240 grams of Heroin, and 520.13 grams of Cocaine Base. In addition to the more well-known illicit drugs the Narcotics Detail, in conjunction with the United States Drug Enforcement Agency, seized approximately 1,309 lbs. 109 2031 – Investigations continued of synthetic/hallucinogenic drugs Spice, Bath Salts, Salvia, and Mushrooms. The combined street value of all illicit drugs seized in 2011 totaled $26,704,667.60. 21. In addition to the seized drugs, the Vice/Narcotics detectives made (132) felony arrests, (22) misdemeanor arrests, and seized (69) firearms. 22. The Crime Scene Unit received and processed 3,498 requests for service which included 861 requests for crime scene photographs. 23. The Crime Scene Unit entered 895 latent prints into the Automated Fingerprint Identification System and received positive hits to known individuals on 342 entries. The hit ratio for AFIS is twenty-eight percent (28%), which is a ten percent (10%) increase from last year. 24. The Crime Scene Unit responded to 142 crime scene call outs to assist in the investigation of homicides, suspicious deaths, officer involved shootings, sexual assaults, bank robberies, traffic collisions, and critical incidents. 25. The Crime Scene Unit began an office restructure project to create a larger evidence processing room and increase efficiency. 26. The Crime Scene Unit received a Cyanoacrylate Fuming Chamber, purchased by the Kern County RAN Board, for processing fingerprint evidence. 27. The Crime Scene Unit hosted a 40 hr. P.O.S.T. Certified Training course on Advanced Crime Scene Reconstruction attended by law enforcement professionals across the state. 28. Promotion of Crime Scene Unit Supervisor and Technician. 29. Crime Scene Unit Technician Jeff Cecil received certification from the International Association for Identification as a Latent Print Expert. There are a total of 700 certified latent Print Experts with this certification worldwide and currently the police department employs two (2). FY 2012-13 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. 110 2031 – Investigations continued 1. The Investigations Division will continue to work closely with the Support Services Crime Analyst Detail to further utilize data obtained from COMPSTAT weekly reports, which employs geographic information systems, to map crime and identify problems. These statistics are analyzed by supervisors of the Investigations Division to identify crimes and trends and devise strategies and tactics to solve problems, reduce crime, and ultimately improve quality of life of our community. 2. The Investigation Division will continue to develop and implement specific plans of actions utilizing current crime and public safety trends. These plans will be implemented as needed to reduce crime and fear in our community. 3. The Investigations Division will continue to conduct on-going professional staff training to diversify each detective’s knowledge and skill set to provide opportunities to work in different specialized details. Crimes Against Persons Detail 1. Cold cases will be prioritized and placed in an electronic searchable format. The existing evidence will be analyzed to determine which cases will benefit from advances in the analysis of criminal evidence. 2. Will continue to meet with members in the community and citizens to establish stronger partnerships to improve community relations and reduce violent crimes. General Crimes Detail 1. The M.A.C. (Minor Assault Crimes) Detail will seek to increase the detective complement to facilitate a greater impact, proactively, to predictable crime suppression and prevention. It will also allow the resources to more aggressively investigate those crimes with limited information. 2. The M.A.C. Detail will begin to more efficiently utilize crime analysis as a means of determining where to place resources. We will also partner with Crime Prevention to create a stronger connection with the community by helping them decrease their potential for victimization. Child Abuse and Sexual Assault Detail 1. The Child Abuse Sexual Assault Detail will continue to collaborate and partner with community organizations to provide departmental and 111 2031 – Investigations continued public education training related to prevention and enforcement of laws related to domestic violence, elder abuse, sexual assault and child abuse. 2. The Child Abuse and Sexual Assault Detail will continue to conduct Sex Offender compliance sweeps and continue to register, monitor and enforce sex offender registrant to ensure compliance. 3. The Child Abuse and Sexual Assault Detail will continue to conduct focused enforcement sweeps related to domestic violence warrants. Narcotics/Vice Detail 1. The Narcotics/Vice Detail will continue to utilize advanced technology to identify and apprehend major narcotics traffickers in the greater Bakersfield area. The Detail will continue to partner with drug enforcement and will continue to work closely with the U.S. Drug Enforcement Administration (DEA), state and local agencies on major narcotics investigations, and other federal and local agencies to share information and resources towards the goal of suppressing narcotics activity. 2. The Narcotics/Vice Detail will continue a Highway Interdiction program in order to combat interstate transportation of narcotics and illicit funds used in the distribution of narcotics. This program will include detectives from the Vice/Narcotics detail, as well as K-9 teams from the Operations Division. The targeted areas will be Hwy 58, Hwy 99, and Interstate 5. 3. The Narcotics/Vice Detail will continue to utilize eight (8) Task Force Officers (TFO) positions offered by the Drug Enforcement Administration to conduct high level narcotics investigations. These positions will provide additional overtime funds as well as federal training and travel to conduct investigations. 4. The Narcotics/Vice Detail will further its long standing partnership with the Kern County Sheriff’s Office to collectively address vice activity in the Bakersfield and Kern County area. 5. The Narcotics/Vice Detail will implement monthly training sessions on safe entry techniques. This training will be conducted with the participation of other agencies in our area to increase officer safety and provide continuity of search warrant entry techniques. 6. The Narcotics/Vice Detail will continue to provide pertinent in-service training to uniformed personnel. This will increase line officers’ level of 112 2031 – Investigations continued expertise and will further our goal of impacting the sale and use of illicit narcotics in Bakersfield. 7. The S.T.C-H.I.D.T.A. (Southern Tri-County- High Intensity Drug Trafficking Administration) will promote coordinated law enforcement towards dismantling the methamphetamine manufacturing, smuggling and distribution organizations and other poly-drug operations as it affects Kern, Kings and Tulare Counties. The Task Force will encourage the full cooperation between local, state and federal law enforcement and prosecutorial agencies to pursue, disrupt and dismantle these organizations by: x Identifying, arresting and prosecuting members of criminal organizations involved in the manufacturing, smuggling and trafficking of methamphetamine and other poly-drug operations. x Identifying and seizing assets relating to the sale, smuggling, distribution and manufacturing of methamphetamine. x Providing follow-up investigations on major clandestine laboratory seizures and developing evidence of links to the manufacturing, smuggling and trafficking organizations operating these labs. x 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. x Providing all specific training pertaining to clandestine laboratory investigations and all safety precautions as required by CAL/OSHA. Crime Scene Unit (C.S.U.) 1. The C.S.U. will continue to work with Kern County Sheriff’s Department and RAN Board in developing a plan to digitalize files of suspects fingerprint and palm cards for entry into the Kern County Archive. 2. The C.S.U. will implement two (2) additional DIMS kiosks within the department for download of audio and photograph files. 3. The C.S.U. plan to hire an additional Lab Technician, bringing the unit to full complement. 113 2031 – Investigations continued 4. The C.S.U. will continue training new Lab Technicians in latent print identification and in crime scene investigation. 5. The C.S.U. remodeled the evidence processing room to facilitate a more efficient processing area. Burglary Detail 1. The Burglary Detail took a more active approach in working with the Crime Prevention Detail. Burglary Detectives have attended Neighborhood Watch Meetings along with Crime Prevention to partner with the community. This has allowed residents to meet the detective assigned to their area and feel more comfortable contacting the Police Department with vital information to assist in the identification and apprehension of offenders. Financial Crimes/Auto Theft Detail 1. Meet regularly with the local postal inspector to identify crime trends and suspects involved in the theft of personal mail and the subsequent use of personal information for theft. 2. Obtain computer hardware and software capable of obtaining gleaned personal information from illegal card readers that are placed in ATM and fueling station machines by theft suspects. This will assist detectives in identifying both victims and suspects of these types of prevalent crimes. 3. Send two (2) detectives to real estate fraud training schools to enhance and augment their expertise in participating in the real estate fraud partnership we share with the Kern County District Attorney’s office. 4. Attend monthly retail crimes meetings held at the police department. These meetings assist us in identifying offenders and identifying trends in retail theft in Bakersfield. 5. Utilize crime analysis to identify the levels of successful prosecution of financial crimes and utilize that information to implement a successful course of action to ensure the most efficient use of resources. 6. The Auto Theft Detectives recovered 1,373 reported stolen vehicles. We will continue to work closely with allied agencies and the Kern County Auto Theft Task Force to improve the interdiction and investigation of auto thefts. 114 2031 – Investigations continued Warrant Fugitive Detail 1. Conduct at least four (4) focused warrant sweeps to improve warrant service levels and apprehend fugitives. 2. Explore new technology methods to increase the tracking of outstanding warrants and disbursement to officers in the field. SERVICE LEVEL INDICATORS Investigations FY 10-11 Actual FY 11-12 Projected FY 12-13 Proposed Criminal Case Filings 15,211 15,500 15,900 Major Narcotics Investigations 60 65 71 Prostitution Related Arrests 271 305 351 115 INVESTIGATIONS AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 10,440,550 $ 10,514,624 $ 10,533,776 $ 11,442,789 Operating 1,083,675 1,041,307 1,030,807 1,153,431 Capital 10,164 10,000 10,000 30,000 Total $ 11,534,389 $ 11,565,931 $ 11,574,583 $ 12,626,220 SOURCE OF FUNDS: General Fund $ 11,522,757 $ 11,565,931 $ 11,574,583 $ 12,626,220 Supp Law Enforcement 11,632 - - - Total $ 11,534,389 $ 11,565,931 $ 11,574,583 $ 12,626,220 116 FY 2 0 1 2 - 2 0 1 3 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 117 Fire Services 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 2011-12 ACCOMPLISHMENTS 1. Obtained grant funding from Metropolitan Medical Response System (MMRS) for communications equipment (portable radios), grant funding from Assistance to Firefighters Grant (AFG) for fire training props, and grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 2. Continued to conduct analysis of build-out and population in city-wide districts designated as future BFD Fire Station locations. Fire Chief Staff conducting research on residential/commercial build-out, population statistics, and funding for Fire Station #12 and Fire Station #18 districts. 3. Continued to utilize grant funding and other alternative methods to develop and train personnel and specialized units as state-certified master mutual aid response resources including BFD Hazardous Materials Team (Type I), and BFD Urban and Regional Urban Search and Rescue Team (Type I, Heavy). 4. Continued to develop a program for certifying a Type 3 Incident Management Team, made up of BFD personnel, which specializes in oversight of more complex, large-scale urban emergency and disaster scenarios. 5. Continued to fine-tune the operational capabilities of the Fire Department Operations Center (DOC). In an effort to enhance city-wide emergency response capacity, and assist other COB departments, the Fire Department also provided operational perspective and funding to purchase necessary hardware for the Public Works DOC and City of Bakersfield EOC facilities. 118 AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 Administration $ 1,524,147 $ 1,364,529 $ 1,476,340 $ 1,556,862 Fire Safety 1,801,096 1,885,089 1,971,980 2,050,824 Fire Suppression 27,013,173 28,317,311 28,650,983 29,915,338 Total $ 30,338,416 $ 31,566,929 $ 32,099,303 $ 33,523,024 SOURCE OF FUNDS: General Fund $ 29,450,016 $ 30,764,044 $ 31,109,231 $ 32,689,629 Cupa Fund $ 741,026 802,885 888,379 833,395 UASI - Cal EMA - - - - MMRS Grant 147,374 - 101,693 - Total $ 30,338,416 $ 31,566,929 $ 32,099,303 $ 33,523,024 FULL TIME EMPLOYEES: Administration8.008.008.009.00 Fire Safety14.0014.0014.0014.00 Fire Suppression173.00173.00173.00174.00 Total 195.00 195.00 195.00197.00 FIRE SERVICES 119 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 2011-12 ACCOMPLISHMENTS 1. Completed Fire Captain and Fire Engineer exams; Driver/Operator course; Captain’s Certification course; Bakersfield College Firefighter I Academy; Firefighter Recruit Academy; California State Chief Officer and Fire Officer courses; Hazardous Materials Technician, Hazardous Materials WMD courses; Wildland Firefighting; Confined Space Rescue; Sexual Harassment Training in the Workplace; Valuing and Managing Diversity in the Workplace courses. 2. Continued National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department employees. 3. Obtained grant funding from Metropolitan Medical Response System (MMRS) for upgrading communications equipment (portable radios). 4. Obtained grant funding from Assistance to Firefighters Grant (AFG) for live fire training props. 5. Obtained grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 6. Continued to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals. FY 2012-13 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. 120 2. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement (JPA). 3. Continue to develop public education and public information programs. 4. Continue National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department and City of Bakersfield employees. 5. Complete Firefighter Recruit Academy, beginning in September, FY2012- 13. 121 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 1,226,551 $ 1,162,654 $ 1,171,272 $ 1,343,080 Operating 191,480 201,875 250,893 213,782 Capital 106,116 - 54,175 - Total $ 1,524,147 $ 1,364,529 $ 1,476,340 $ 1,556,862 SOURCE OF FUNDS: General Fund $ 1,376,773 $ 1,364,529 $ 1,374,647 $ 1,556,862 MMRS Grant 147,374 - 101,693 - Total $ 1,524,147 $ 1,364,529 $ 1,476,340 $ 1,556,862 ADMINISTRATION 122 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 2011-12 ACCOMPLISHMENTS 1. Distributed public education materials intended for owners and tenants of multi-family occupancies to increase public awareness of new smoke and carbon monoxide alarm requirements. 2. Implemented local use of the California Electronic Reporting System (CERS) by obtaining a non-competitive $70,000 grant set aside for the City of Bakersfield, as CUPA, through Cal/EPA. 3. Implemented the Aboveground Petroleum Storage Tank Act program, effective November 10, 2011, pursuant to regulations promulgated by the United States Environmental Protection Agency (USEPA). FY 2012-13 ACTION PLAN 1. Continue outreach efforts to apartment owners and property managers to install Carbon Monoxide (CO) detectors in multi-family dwelling units by the January 1, 2013 deadline, and enforce the CO detector requirement thereafter. 2. Become completely California Electronic Reporting System (CERS) compliant by the Cal/EPA regulatory deadline of January 1, 2013, utilizing the remaining CERS grant funds. This will require significant data input via the state CERS system. 3. Satisfactorily pass the Cal/EPA Triennial CUPA Evaluation tentatively scheduled for the spring of 2013. 123 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 1,229,214 $ 1,348,061 $ 1,364,458 $ 1,404,485 Operating 550,578 499,028 551,012 599,339 Capital 21,304 38,000 56,510 47,000 Total $ 1,801,096 $ 1,885,089 $ 1,971,980 $ 2,050,824 SOURCE OF FUNDS: General Fund $ 1,060,070 $ 1,082,204 $ 1,083,601 $ 1,217,429 Cupa Fund 741,026 802,885 888,379 833,395 Total $ 1,801,096 $ 1,885,089 $ 1,971,980 $ 2,050,824 FIRE SAFETY 124 3031 – Fire Suppression Services DIVISION GOAL Provide the community protection of life, property and the environment through fire suppression, emergency medical life-support services, and hazardous materials mitigation through rapid emergency response. Ensure all Suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner. FY 2011-12 ACCOMPLISHMENTS 1. Continued work on the Fire Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group. 2. Continued work on improving Firefighter safety and accountability on the fire-ground through the Rapid Intervention Company (RIC) Task Force planning group. 3. Continued work on State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. 4. Continued work on hazardous materials and technical rescue advanced life-support intervention through the Emergency Medical Services Task Force planning group. 5. Continued work on Self-Contained Breathing Apparatus (SCBA) compliance through the SCBA Task Force planning group. 6. Continued updating, modifying, and creating related Fire Department Operational Procedures and Policies. 7. Continued work on the Fire Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events or significant incidents. FY 2012-13 ACTION PLAN 1. Continue work on the Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group. 125 3031 – Fire Suppression Services continued 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 Continue with National Incident Management System (NIMS) compliance 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. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Total Emergency Responses 26,681 28,256 29,668 Structure Fires and Fire Related 1,506 1,739 1,825 Emergency Medical Responses 15,016 15,708 16,493 Other 10,159 9,964 10,462 126 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 24,302,877 $ 25,409,881 $ 25,743,553 $ 27,058,304 Operating 2,659,637 2,829,555 2,767,619 2,801,359 Capital 50,659 77,875 139,811 55,675 Total $ 27,013,173 $ 28,317,311 $ 28,650,983 $ 29,915,338 SOURCE OF FUNDS: General Fund $ 27,013,173 $ 28,317,311 $ 28,650,983 $ 29,915,338 UASI - Cal EMA - - - - Total $ 27,013,173 $ 28,317,311 $ 28,650,983 $ 29,915,338 FIRE SUPPRESSION 127 THIS PAGE INTENTIONALLY LEFT BLANK 128 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 2 - 2 0 1 3 O r g a n i z a t i o n a l C h a r t So l i d Wa s t e So l i d W a s t e Di r e c t o r Wa s t e w a t e r Tr e a t m e n t Wa s t e w a t e r Ma n a g e r Ge n e r a l Se r v i c e s St r e e t s Te l e c o m - Co m m u n i c a t i o n s Fl e e t Op e r a t i o n s Eq u i p m e n t Pu b l i c W o r k s Op e r a t i o n s M a n a g e r Tr a f f i c En g i n e e r Co n s t r u c t i o n / Su r v e y Su b d i v i s i o n s De s i g n En g i n e e r i n g 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 ) So l i d Wa s t e 129 Public Works 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 2011-12 ACCOMPLISHMENTS Thomas Roads Improvement Program (TRIP): 1. Completed construction of Phase 1 (Mohawk Street) of the Westside Parkway. 2. Continued construction of Phase 2 of the Westside Parkway. The bridges at Calloway Drive, Jewetta Avenue, and Coffee Road, have been completed. Paving of the mainline will begin in early 2012, and the project is expected to be completed in late 2012. 3. Began construction of Phase 4 of the Westside Parkway, the Truxtun Tie-In. Completion of the project is expected in late 2012. 4. Completed construction of Phase 6a of the Westside Parkway (Utility relocation in preparation for Phase 6b, the Westside Parkway/Allen Road Interchange). Construction of this phase began in mid-2011. 5. Awarded a contract for the construction of the Allen Road Bridge and Interchange, Phase 6b, in November of 2011. Construction began in early 2012 and the project is expected to be completed in late 2012. 6. Began the final design and land acquisition for the State Route 178/ Morning Drive Interchange Project. Construction is expected to begin in late 2012. 7. Released the draft environmental documents for public review and received comments, and are now preparing the final environmental document for the Rosedale Highway Widening Project. Final design work will begin in mid-2012 with construction beginning in late 2013. 130 Public Works continued 8. Released the draft environmental documents for public review and received comments, and are now preparing the final environmental document for the State Route 178 Widening Project. Final design work will begin in mid-2012 with construction in late 2013. 9. Released the draft environmental documents for public review and received comments, and are now preparing the final environmental document for the 24th Street improvements Project. Final design work will begin in late 2012 with construction beginning in early 2014. 10. Prepared and submitted to Caltrans the draft environmental document for the Hageman Flyover Project prior to it being released for public review and comments. Final design work for the project will begin in early 2013 with construction beginning in late 2014 dependent upon funding. 11. Prepared and submitted to Caltrans the draft environmental document for the Centennial Corridor Project prior to it being released for public review and comments. Final design work for the project will begin in mid- 2013 with construction beginning in early 2016. 12. Provided justification and information to the California Transportation Commission (CTC) which successfully resulted in the programming of $26 million for the Westside Parkway Phase 6 Project remaining in the State Transportation Improvement Program (STIP) for the 2012-13 fiscal year. Many projects statewide in the STIP were delayed and pushed out to future fiscal years due to less than originally anticipated STIP funding, but funding for the Phase 6 Project was maintained. Phase 6 is the last roadway phase of the project and will build the freeway from Allen Road west to Stockdale Highway at Heath Road. Engineering: 1. Designed and prepared construction documents for 30 CIP projects. Awarded 26 construction contracts totaling over $25 million, including: x Pavement resurfacing/reconstruction on major roads; x Six new traffic signals; x Sports Village Phase 2; x Sanitary Landfill Cap; and x Taft Highway Widening from Gosford Road to Ashe Road. Assisted other departments in hiring consultants for major projects: x Utility Rate Study for Wastewater Management; and x New Habitat Conservation Plan for Planning Department. 131 Public Works continued 2. Provided construction management and inspection services for 59 projects having a total contract value of over $38 million, including: x Wastewater Treatment Plant No. 2 odor control and grease receiving station; x City in the Hills Park; x Resurfacing and reconstruction of Ming Avenue, Stine Road, Pacheco Road, and other road projects; x Installation of several new traffic signals and monitoring cameras; x Installation of new traffic signal interconnect systems; x Streetscape Improvements on “Q” Street; x Gosford Road and McCutchen Road Street Improvement Projects; x CBK-53 and CBK-55 Block Pump House Project; x Bakersfield Sanitary Landfill Final Closure; x Sister Cities Gardens; and x Rabobank Arena Boiler and Soffit Light Projects. 3. Updated the current traffic signal priority list and added the new locations that met warrants for consideration in subsequent CIP project lists. 4. Increased the cumulative total of traffic signals connected to the Traffic Operations Center to 315. 5. Implemented new signal timing and route coordination plans at 21 intersections based on updated traffic volumes. General Services: 1. Anti-Graffiti program: x Received 6,600 requests on the 32-Erase hotline, 1,200 requests from the graffiti website, 1,500 requests from the mobile phone application, and 450 internal requests. Removed graffiti from a total of 21,000 sites. 2. Completed improvements to several City facilities including: x Remodeled the Bakersfield Police Department’s Records Division, Department Operations Center and Break Room; x Completed several major heating, ventilation, and air conditioning (HVAC) improvements for several City facilities, including replacing the boilers for the Rabobank Arena and Theater, replacing two air conditioners for Wastewater Treatment Plant No. 3, replacing the HVAC for Building A at the Corporation Yard, and replacing the water cooling tower for City Hall South; x Re-roofed portions of City Hall South, Amtrak Station, and Rabobank Theater; and, x Resurfaced the visitor parking area and walkway at City Hall North. 3. Bakersfield Municipal Airport: 132 Public Works continued x Completed construction of Phase 2 of the landscaping project to improve the exterior appearance of the Airport; x Repaved portions of the hangar access road and paved unfinished areas between hangar rows A, B, and D; x Painted the trim and supports of a portion of the shadeport and T- hangars; and, x Retained a consultant for site planning, design and development of the Municipal Airport. Streets: 1. Resurfaced/reconstructed approximately 86 lane miles of streets. 2. Sealed approximately 325 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 Brundage Lane to 4th Street, from Chester Avenue to “P” Street; x Between Robinson Street and Beale Avenue, from Flower Street to Niles Street; and x Between Brundage Lane and Belle Terrace, from Union Avenue to S. Chester Avenue. 4. Cleaned approximately 1,290 miles of City-owned sewer lines. 5. Constructed a temporary parking lot at the new Sports Village complex. 6. Video inspected approximately 15 miles of City-owned sewer and storm 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. Equipment: 1. Continued to reevaluate rental rates by extending useful lives of equipment whenever feasible. Consequently, departments experience budgetary savings. 2. Replaced or repowered 20% off-road equipment in compliance with California Air Resources Board Regulations. 133 Public Works continued 3. Installed diesel particulate filters in older trucks as part of the City’s commitment to cleaner air. By December 2012, all older trucks will be equipped with these filters. 4. Installed the last three channels of City radio infrastructure to meet the Federal Communications Commission’s mandated narrowbanding requirements. 5. Installed communications equipment on towers for Phases 1 and 2 of the Police Surveillance Project. 6. Replaced six cameras at Dr. Martin Luther King Jr. Community Center and at the Parking Garage. Wastewater: 1. One mega-watt photovoltaic (solar) and digester gas cogeneration systems placed into operation. Preliminary data indicates these systems will provide the City with a 54% savings on electrical costs at Plant No. 3. 2. Received PG&E California Solar Initiative Rebate for Wastewater Treatment Plant No. 3 Photovoltaic (Solar) Project. Projecting the receipt of approximately $2.7 million from PG&E over a five-year period based on the amount of power produced by the system. 3. Received five awards for Wastewater Treatment Plant No. 3 Expansion Project. Solid Waste: 1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 9,000 homes are now part of the curbside recycling program. 2. Through a combination of cost saving efforts and cooperation with the contract haulers, created an opportunity for universal curbside recycling to be implemented without a refuse fee increase for the first few years of the program. 3. Consolidated commercial refuse collection routes in response to decreased volumes of refuse because of economic conditions. 4. Implemented a school food waste composting program citywide, saving thousands of dollars per month for school districts. 134 Public Works continued 5. Implemented commercial recycling at about 75 “Big Box” stores and service centers, and passing on savings to those customers. 6. Successfully worked with state regulators to reduce construction costs for the Bakersfield Landfill Closure Project, and obtained favorable bids at a savings of about $1,000,000. 135 Public Works continued FY 2012-13 SIGNIFICANT BUDGET CHANGES 1. The FY 2012-13 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 2012-13 budget for Street Maintenance also reflects Council’s commitment to the street preventative maintenance program. The FY 2012-13 operating budget for Streets Maintenance totals approximately $7.8 million. The FY 2011-12 operating budget was approximately $7.6 million. Both the General Fund and the Gas Tax Fund make up the funding sources for Street Maintenance. The FY 2012-13 CIP budget for Street Maintenance includes $6.3 million of Gas Tax Funds. 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 proposed to remain at current rates. Sound fiscal practices and management have provided adequate reserve funds to sufficiently cover both operating and capital costs while still complying with the bond covenant requirements for the Wastewater Treatment Plant No. 3 Expansion Project. Staff will also propose a partial bond call of the variable rate debt of $5 Million issued for the Expansion Project. Sound financial practices and lower than customary CIP budget provided sufficient funding for this partial bond call. 4. As to the Refuse Enterprise Fund, the outside hauler contract will increase by 2.1%, 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 fourth year in a row. However, the largest change for the Department is the introduction of a universal curbside recycling program. This program was approved by the City Council on March 21, 2012. 136 Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS:2010-11 2011-12 2011-12 2012-13 Administration $ 551,340 $ 556,816 $ 559,097 $ 573,486 TRIP 886,541 1,009,775 1,013,391 1,182,428 Engineering 5,200,441 5,205,118 5,217,748 5,528,144 General Services 10,317,124 10,963,893 10,967,705 11,667,458 Streets 13,304,792 15,633,443 15,638,400 16,140,674 Equipment 27,647,938 21,997,846 22,928,835 26,404,159 Wastewater 27,566,194 8,545,490 8,550,374 8,586,768 Solid Waste 32,962,103 34,500,348 34,513,102 39,156,979 Total $ 118,436,473 $ 98,412,729 $ 99,388,652 $ 109,240,096 SOURCE OF FUNDS: General Fund $ 16,971,388 $ 17,623,973 $ 17,640,377 $ 20,244,238 Dev. Services Fund 1,210,215 1,253,822 1,258,181 1,449,054 State Transportation 211,254 250,271 250,271 320,066 State Gas Tax 2,406,645 4,702,769 4,702,769 3,106,246 Bike/Pedestrian Pathway 14,000 - - - Transportation Dev. Fund 267,765 255,229 255,229 238,441 COF Utility/Road Funds - - - 140,000 TDF TRIP Local Match 886,541 1,009,775 1,013,391 1,042,428 Sewer Service-Plant 2 5,369,948 2,416,646 2,418,493 2,456,041 Sewer Service-Plant 3 26,934,738 10,503,665 10,508,324 10,845,584 Refuse Fund 36,178,576 38,180,795 38,194,844 42,760,085 Aviation Fund 337,465 217,938 217,938 233,754 Equipment Fund 27,647,938 21,997,846 22,928,835 26,404,159 Total $ 118,436,473 $ 98,412,729 $ 99,388,652 $ 109,240,096 FULL TIME EMPLOYEES: Administration 9.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 48.00 45.00 45.00 45.00 General Services 68.00 69.00 69.00 71.00 Streets 87.00 89.00 89.00 93.00 Equipment 53.00 53.00 53.00 57.00 Wastewater 37.00 37.00 37.00 37.00 Solid Waste 102.00 102.00 102.00 103.00 Total 409.00 409.00 409.00 420.00 PUBLIC WORKS 137 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 2011-12 ACCOMPLISHMENTS 1. Provided administrative support for departmental divisions. 2. Processed and monitored CIP expenditures. 3. Submitted reimbursement claims in a timely manner to enhance cash flow. FY 2012-13 ACTION PLAN 1. Respond to City Council referrals and citizen requests promptly, efficiently, and effectively. 2. Coordinate preparation of administrative reports and supporting documentation for placement on City Council agendas. 138 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 512,204 $ 507,345 $ 509,626 $ 530,094 Operating 39,136 49,471 49,471 43,392 Capital - - - Total $ 551,340 $ 556,816 $ 559,097 $ 573,486 SOURCE OF FUNDS: General Fund $ 551,340 $ 556,816 $ 559,097 $ 573,486 Total $ 551,340 $ 556,816 $ 559,097 $ 573,486 ADMINISTRATIVE SERVICES 139 4021 – Thomas Roads Improvement Program (TRIP) DIVISION GOAL Provide oversight for the design and construction of the various federally funded project elements of the Bakersfield Systems Plan and the Thomas Roads Improvement Program. FY 2011-12 ACCOMPLISHMENTS 1. Began the preparation of the 2012-13 Thomas Roads Improvement Program (TRIP) Financial Plan update for submittal to the Federal Highway Administration (FHWA) for approval. 2. Continued construction of Phase 2 of the Westside Parkway. The bridges at Calloway Drive, Jewetta Avenue, and Coffee Road, have been completed. Paving of the mainline will begin in early 2012, and the project is expected to be completed in late 2012. 3. Began construction of Phase 4 of the Westside Parkway, the Truxtun Tie-In. Completion of the project is expected in late 2012. 4. Completed construction of Phase 6a of the Westside Parkway (Utility relocation in preparation for Phase 6b, the Westside Parkway/Allen Road Interchange). Construction of this phase began in mid-2011. 5. Awarded a contract for the construction of the Allen Road Bridge and Interchange, Phase 6b, in November of 2011. Construction began in early 2012 and the project is expected to be completed in late 2012. 6. Selected a design consultant for final design (PS&E) of the Morning Drive at State Route 178 Interchange Project and began land acquisition for the project, with construction expected to begin in late 2012 . 7. Circulated the environmental document for public review and comment on the following projects: x Rosedale Highway Widening; x SR-178 Widening; x 24th Street Improvements; and x Hageman Flyover. 140 4021- TRIP continued FY 2012-13 ACTION PLAN 1. Work with the County, Caltrans, the Kern Council of Governments, and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area. 2. Continue construction of Phases 2, 4, and 6b of the Westside Parkway Project. 3. Advertise, receive bids, and award contract for construction of Phase 6c of the Westside Parkway Project if funding is available. 4. Complete preparation of the 2013-14 TRIP Financial Plan update and submit the plan to the Federal Highway Administration (FHWA) for approval. 5. Obtain final approval of preliminary engineering and environmental documents for the following projects: x Rosedale Highway Widening; x State Route 178 Widening; x 24th Street Improvements; x Hageman Flyover; and x Centennial Corridor. 6. Advertise request for proposals (RFP), review submittals, interview consultant teams, and award construction management contracts to oversee construction of the following projects: x SR-178/Morning Drive Interchange x SR-58 Gap Closure 7. Advertise request for proposals (RFP), review submittals, interview design teams, and award design consultant contracts for final design of the following projects: x Rosedale Highway Widening; x SR-178 Widening; x 24th Street Improvements; and x Hageman Flyover. 141 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 529,468 $ 626,520 $ 630,136 $ 667,451 Operating 357,073 383,255 380,755 514,977 Capital - - 2,500 - Total $ 886,541 $ 1,009,775 $ 1,013,391 $ 1,182,428 SOURCE OF FUNDS: TDF TRIP Local Match $ 886,541 $ 1,009,775 $ 1,013,391 $ 1,042,428 COF Utility/Road Funds - - - 140,000 Total $ 886,541 $ 1,009,775 $ 1,013,391 $ 1,182,428 142 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 2011-12 ACCOMPLISHMENTS Design: 1. Designed and prepared construction documents for 30 CIP projects. Awarded 26 construction contracts totaling over $25 million, including: x Pavement resurfacing/reconstruction on major roads; x Six new traffic signals; x Sports Village Phase 2; x Sanitary Landfill Cap; x Taft Highway Widening from Gosford Road to Ashe Road. 2. Assisted other departments in hiring consultants for major projects: x Utility Rate Study for Wastewater Management x New Habitat Conservation Plan for Planning Department Subdivision Engineering: 1. All data shown for calendar year 2011: x Parcel Maps: Recorded 1 parcel map dividing 29.2 acres into 68 parcels. x Tract Maps: Recorded 2 tract maps dividing 20.0 acres into 55 lots. x Improvement Plan Checks: 14 first checks, 7 second checks, 5 third checks or higher, 13 revisions, and 19 signatures. x Final Map Checks: 3 first checks, 5 second checks, 4 third checks or higher, and 2 maps signed. x Minor Land Divisions: 23 x Maintenance Districts: 25 x Street Permits: 1,418 x Annexation Proceedings: 6 new applications processed, 8 completed. 143 4031- Engineering continued x Grading Plan Checks: 41 first checks, 32 second checks, 18 third checks or higher, and 42 approved. x Drainage Studies: 14 first checks, 2 second checks, 1 third checks or higher, and 14 approved. x Notices of Completion were processed on 42 maps. x Bond Calls: 37 Bonds were called x Fees collected through Site Plan Review (Commercial/Industrial): Transportation Impact Fees = $5,890,436 Sewer Connection Fees = $2,049,282 Planned Sewer Area/Planed Drainage Area Fees = $77,816 Maintenance District Formation Fees = $25, 539 Construction and Surveying: 1. Provided construction management and inspection services for 59 projects having a total contract value of $38 million, including: x Wastewater Treatment Plant No. 2 Odor Control and Grease Receiving Station; x City in the Hills Park; x Resurfacing and reconstruction of Ming Avenue, Stine Road, Pacheco Road, and other road projects; x Installation of several new traffic signals and monitoring cameras; x Installation of new traffic signal interconnect systems; x Streetscape Improvements on “Q” Street; x Gosford Road and McCutchen Road Street Improvement Projects; x CBK-53 and CBK-55 Block Pump House Project; x Bakersfield Sanitary Landfill Final Closure; x Sister Cities Gardens; and, x Rabobank Arena Boiler and Soffit Light Projects. 2. Inspected development infrastructure improvements for 36 tracts and parcel maps. 3. Provided inspection services for 1,418 Street Use Permits. Traffic: 1. Analyzed 47 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 14 additional traffic signals via the wire interconnect conduit network in the street for improved coordination/synchronization of traffic signals. 144 4031- Engineering continued 3. Implemented new signal timing and route coordination plans at 21 intersections based on updated traffic volumes. FY 2012-13 ACTION PLAN Design Engineering: 1. Complete design and award all FY 2012-13 CIP projects before July 2013, including: x Pavement resurfacing/reconstruction on major roads; x Three new traffic signals; x Two sewer rehabilitation projects; and x Three sewer lift station rehabilitation projects. 2. Investigate new construction methods which could potentially decrease construction/maintenance costs for city streets. 3. Implement Pavement Management System. Subdivision Engineering: 1. Complete review of maps and improvement plans within four weeks of submittal. 2. Complete update to all sections of the Subdivision Design Manual. Construction Engineering and Surveying: 1. Respond to 90% 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. 145 4031- Engineering continued 2. Design and prepare construction documents for four federally-funded Congestion Management Air Quality (CMAQ) signal interconnect/ synchronization projects totaling over $914,000. Connect 11 additional signals to the City’s Traffic Operations Center. 3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 20 signals annually as traffic volumes and patterns change. 4. Award contract for relocation and upgrade of Traffic Operations Center. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Improvement Plans and Final Maps Checked 64% 65% 75% and Returned within Four Weeks Permit Inspections Performed within 50% 60% 60% Twenty-Four Hours of Request Intersections Analyzed for Traffic Control 28 20 23 Warrants Budgeted Signal Communications Projects Bid 100% 100% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 18 20 16 Budgeted Public Works CIP Projects Bid 75% 75% 100% During the Fiscal Year 146 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 4,760,610 $ 4,783,472 $ 4,796,102 $ 5,089,626 Operating 439,831 421,646 418,646 438,518 Capital - - 3,000 - Total $ 5,200,441 $ 5,205,118 $ 5,217,748 $ 5,528,144 SOURCE OF FUNDS: General Fund $ 3,708,461 $ 3,696,067 $ 3,704,338 $ 3,840,649 Dev. Services Fund 1,210,215 1,253,822 1,258,181 1,449,054 Bike/Pedestrian Pathway 14,000 - - - Transportation Dev. Fund 267,765 255,229 255,229 238,441 Total $ 5,200,441 $ 5,205,118 $ 5,217,748 $ 5,528,144 ENGINEERING 147 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 2011-12 ACCOMPLISHMENTS 1. Anti-Graffiti program: Received 6,600 requests on the 32-Erase hotline, 1,200 requests from the graffiti website, 1,500 requests from the mobile phone application, and 450 internal requests. Removed a total of 21,000 graffiti sites. 2. Street Lights: x Responded to 1,980 street light service requests and replaced 38 street lights, including poles, for those damaged due to traffic accidents or deterioration. x Replaced over 20,000 linear feet of stolen copper wire from various street light and park lighting systems; and x Converted 48 High Pressure Sodium (HPS) street light fixtures with high efficiency Light Emitting Diode (LED) fixtures. 3. Traffic Signals: x Replaced ten traffic signal poles and related equipment due to accidents; x Replaced 16 video detection cameras; x Modified the traffic signal at Allen Road and Brimhall Road in preparation for the widening of Allen Road and the Westside Parkway Interchange; x Replaced traffic signal controller cabinets at two intersections; and x Responded to 149 after-hours emergency requests for traffic signals. 4. Signing, Striping, and Marking Improvements: x Installed additional lanes on “L” Street from 24th Street to 23rd Street, South Fairfax Road at Redbank Road, Old Farm Road at Olive Drive, and Hosking Avenue at Akers Road; x Fabricated and installed new street marker signs and mast arm signs for the conversion of Main Plaza Drive to Clay Patrick Farr Way; x Repainted all pavement markings adjacent to the Kern County Fairgrounds; 148 4051 – General Services continued x Replaced metal beam guardrails on Panorama Drive westbound to Manor Street northbound and Buck Owens Blvd at Airport Drive due to collisions. x Replaced 789 deteriorated street markers in the Silver Creek and Coral Keys neighborhoods; 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; and x Fabricated and installed all signs for the 2012 AmGen Tour. 5. Heating, Ventilation, and Air Conditioning (HVAC) Improvements: x Replaced a 35-ton air conditioning compressor on City Hall North; x Supervised and inspected the replacement of 8-ton and 18-ton air conditioners at Wastewater Treatment Plant No. 3 and the upgrade to the HVAC control system at Wastewater Treatment Plant No. 2; x Supervised and inspected the replacement of the water cooling tower for City Hall South; and x Completed preseason maintenance and filter replacements on all HVAC equipment for City facilities. 6. Rabobank and Convention Center Improvements: x Assembled and installed additional Hall of Fame cabinets in Rabobank Arena; x Supervised and inspected the replacement of two boilers and installation of an additional boiler at the Rabobank Arena, and the replacement of one boiler at the Convention Center; x Supervised and inspected the replacement of a 750 KVA electrical transformer and 12 KV air switch at the Convention Center; x Supervised and inspected the replacement of the Portico and Promenade lighting on the Convention Center and the lighting retrofit for the Rabobank Arena and parking lots; and x Remodeled Suite 24 at Rabobank Arena and performed routine maintenance to several other suites. 7. Remodeling Projects: x Remodeled the Bakersfield Police Department’s Records Division, Department Operations Center and break room with new paint, modified walls, ceiling tiles, electrical system, lighting and HVAC systems. x Remodeled various offices in City Hall South for the relocation of Information Technology, Animal Control and Custodial staff; and 149 4051 – General Services continued x Remodeled various offices and rooms at the Corporation Yard for additional storage/work space for Streets, General Services, and Recreation/Parks. 8. Miscellaneous Improvements: x Recoated the surfacing on the visitor parking area and walkways for City Hall North; x Refurbished, customized and installed utility boxes for new Fire Department Command Vehicles; and x Re-roofed portions of City Hall South, Amtrak Station, and Bakersfield Convention Center. 9. Bakersfield Municipal Airport: x Completed construction of the landscaping project to improve the exterior appearance of the airport; x Upgraded electrical systems for the new San Joaquin Valley Air Pollution Control District air quality monitoring station within the Airport; x Repaved portions of the hangar access road and paved unfinished areas between Hangars A, B, and D; x Replaced the runway beacon to meet current standards; and, x Obtained a consultant for future site planning, design, and development of the Municipal Airport, including environmental services. FY 2012-13 ACTION PLAN 1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program and update the Anti-Graffiti Website. 2. Re-wire one intersection and replace video detection cameras at 20 intersections. 3. Oversee the replacement of stage and house lighting dimmer panels for the Bakersfield Convention Center. 4. Upgrade mast arm street name signs at 25 intersections to include block numbers and directional arrows as recommended by the FY 2007-08 Kern County Grand Jury. 5. Systematically replace all raised pavement markers in the quadrants sealed by street crews during yearly maintenance program. 150 4051 – General Services continued 6. Upgrade and replace the street name signs with metro-size signs on the Stockdale Highway, Wilson Road, and White Lane corridors to meet MUTCD specifications. 7. Bakersfield Municipal Airport: x Construct the access road to the southwest hangar developer project, project is 90% federally funded; x Begin construction of the first row of hangars for the southwest hangar expansion project with Kern Charter and their developer; and x Continue painting the trim and support columns of the shadeports and hangars. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Graffiti Removal Sites 20,864 21,000 21,500 Replacement of Metro Street Markers 349 220 250 Striping of City Streets (miles) 583* 985 1000 Replacement of Raised Pavement Markers 16,750 N/A** 10,000 Street Light Repair Requests 1,916 1,980 2,100 *Striper vehicle was out of service for a 3-month period for repair due to a major accident. **Raised Pavement Marker Truck was decommissioned for FY11-12 due to safety concerns. This program will be reinstated in FY12-13 with the purchase of new equipment designed for this type of operation. 151 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 5,209,495 $ 5,736,240 $ 5,740,052 $ 6,200,886 Operating 5,053,248 5,178,053 5,170,027 5,397,372 Capital 54,381 49,600 57,626 69,200 Total $ 10,317,124 $ 10,963,893 $ 10,967,705 $ 11,667,458 SOURCE OF FUNDS: General Fund $ 7,846,303 $ 8,292,915 $ 8,296,727 $ 10,507,392 State Transportation 211,254 250,271 250,271 320,066 State Gas Tax 1,922,102 2,202,769 2,202,769 606,246 Aviation Fund 337,465 217,938 217,938 233,754 Total $ 10,317,124 $ 10,963,893 $ 10,967,705 $ 11,667,458 GENERAL SERVICES 152 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 2011-12 ACCOMPLISHMENTS 1. Resurfaced/reconstructed approximately 86 lane miles of streets. 2. Maintained a safe working environment for employees with consistent training sessions and safety meetings. 3. Sealed approximately 325 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 Brundage Lane to 4th Street, from Chester Avenue to “P” Street; x Between Robinson Street and Beale Avenue, from Flower Street to Niles Street; and x Between Brundage Lane and Belle Terrace, from Union Avenue to S. Chester Avenue. 5. Cleaned approximately 1,290 miles of City-owned sewer lines. 6. Continued to maintain once-a-month street sweeping throughout the City. 7. Constructed a temporary parking lot at the new Sports Village complex. 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. 153 4052 – Streets continued FY 2012-13 ACTION PLAN 1. Update the existing street resurface/reconstruction list and prioritize street repairs. 2. Provide training for employees on traffic control safety procedures. 3. Review and evaluate the once-a-month sweeping program. 4. Retrofit five of the City’s existing sewer and storm lift stations to help with growth and maintenance issues. 5. Video inspect approximately 50 miles of City sewer and storm lines annually. 6. Evaluate new technology and methods in the repair and maintenance of streets, sewers, and storm drains for efficiency and cost effectiveness. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Residential Sweeping Cycle (days) 20 20 20 Lane Miles Resurfaced/Reconstructed 46 86 90 Sewer Lines Inspected (miles) 5 15 50 Sewer Maintenance Service - Emergency 291 300 200 154 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 6,157,036 $ 6,825,157 $ 6,830,114 $ 7,490,909 Operating 7,147,756 8,766,286 8,765,059 8,632,765 Capital - 42,000 43,227 17,000 Total $ 13,304,792 $ 15,633,443 $ 15,638,400 $ 16,140,674 SOURCE OF FUNDS: General Fund $ 4,865,284 $ 5,078,175 $ 5,080,215 $ 5,322,711 State Gas Tax 484,543 2,500,000 2,500,000 2,500,000 Sewer Service-Plant 3 4,738,492 4,374,821 4,376,443 4,714,857 Refuse Fund 3,216,473 3,680,447 3,681,742 3,603,106 Total $ 13,304,792 $ 15,633,443 $ 15,638,400 $ 16,140,674 STREETS 155 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 2011-12 ACCOMPLISHMENTS 1. Continued to reevaluate rental rates by extending useful lives of equipment whenever feasible. Consequently, departments experienced 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 needed, as part of the City’s commitment to cleaner air. 4. Continued expanding the City’s fleet of clean air refuse trucks and street sweepers. 5. Created Automated Attendant feature in voice mail for Streets, Graffiti, Animal Control, and Human Resources to streamline call handling. 6. Replaced 179 mobile radios in Public Works with new narrowband- capable Motorola CDM units. 7. Installed the last three channels of City radio infrastructure to meet the Federal Communications Commission’s mandated narrowband requirements. 8. Relocated the repeater and added four receiving sites to improve Solid Waste’s radio coverage. 9. Completed communications site alarm monitoring equipment installation. 10. Installed communications equipment on towers for Phases 1 and 2 of the Police Surveillance Project. 156 4053 – Equipment continued 11. Continued to work with Police, Fire and county to determine the specific equipment needed for the Urban Area Security Initiative (UASI) vehicle. 12. Replaced six cameras at Dr. Martin Luther King Jr. Community Center and at the Parking Garage. 13. Replaced two tape decks in City Council Chambers. FY 2012-13 ACTION PLAN 1. Continue to monitor rental rates to ensure accurate and timely replacement of worn equipment. Maintain an appropriate fund balance within the Equipment Management Fund to meet established replacement schedules. 2. Include fuel efficiency in equipment specifications whenever feasible with the goal of saving on fuel costs. 3. Expand the use of compressed/liquified natural gas-powered heavy-duty vehicles to continue City’s commitment to cleaner air. 4. Continue to monitor and comply with California Air Resources Board revised regulations for off-road diesel emissions. 5. Complete narrowbanding project to meet Federal Communications Commission (FCC) December 2012 mandate. 6. Install broadband microwave radio link from Police Building to Waste Water Plant No. 3 in order to meet City’s increased bandwidth needs. 7. Migrate Bitek telephone Call Detail Reporting (CDR) system to off-site servers. The present system utilizes an old server with obsolete software in IT's data center. 157 4053 – Equipment continued SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Perform Preventative Maintenance and Routine Repairs of All Vehicles within 16,144 15,000 15,500 the Fleet Broadcast/Rebroadcast City Council 737 730 740 Meetings (hours) Telephone system reliability 100% 100% 100% 158 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 4,614,833 $ 5,011,254 $ 5,019,043 $ 5,603,746 Operating 15,571,510 9,768,092 10,413,092 11,182,243 Capital 7,461,595 7,218,500 7,496,700 9,618,170 Total $ 27,647,938 $ 21,997,846 $ 22,928,835 $ 26,404,159 SOURCE OF FUNDS: Equipment Fund $ 27,647,938 $ 21,997,846 $ 22,928,835 $ 26,404,159 Total $ 27,647,938 $ 21,997,846 $ 22,928,835 $ 26,404,159 EQUIPMENT 159 4071 – Wastewater DIVISION GOAL Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance with federal, state, and local requirements; plan for future wastewater treatment needs to meet anticipated growth; maximize use of renewable energy resources, including solar; maximize recycled uses of disinfected tertiary treated effluent for use on irrigation of Sports Village and plant water use; monitor and regulate industrial waste dischargers to protect wastewater facilities, the public, and the environment; and, collection of sewer user fees for properties receiving City sewer service. FY 2011-12 ACCOMPLISHMENTS 1. Completed Phase 2 of the Groundwater Monitor Well Installation Project required by State Regional Water Quality Control Board to monitor nitrogen in ground water and avoid costly expansion requirements. 2. Construction completed on the Odor Control and Septage Receiving Station Project at Wastewater Treatment Plant No. 2. Septage hauler receiving station at Plant No. 2 is now automated and able to accept septage and grease discharge without a full time attendant. 3. One mega-watt photovoltaic (solar) and digester gas cogeneration systems placed into operation. Preliminary data indicates these systems will provide the City with a 54% savings on electrical costs at Plant No. 3. 4. Received PG&E California Solar Initiative Rebates for Wastewater Treatment Plant No. 3 Photovoltaic (Solar) Project. Projecting the receipt of approximately $2.7 million from PG&E over a five-year period based on the amount of power produced by the system. 5. Continued 2005 Pre-treatment Streamlining Process Project as required by the Environmental Protection Agency. 6. Completed review of Wastewater Revenue Program to support continued funding of sewer operations, capital costs and bonded debt. 160 4071– Wastewater continued 7. Wastewater Operators obtained higher State Certifications, increasing their capability to operate more complex wastewater treatment plant equipment and processes. FY 2012-13 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. Conduct a septage and grease hauler workshop to educate customers within their industry of best practices, rules and regulations. 5. Explore other renewable energy sources for wastewater treatment plants including expansion of solar energy. 6. Continue annual sampling and inspection of all permitted industries. 7. Continue mobile washer inspections and distribute Best Management Practices Information Packets during these inspections. 8. Continue restaurant inspections for proper grease and wastewater disposal. 161 4071– Wastewater continued SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Wastewater Treated (Million Gallons/Day) Plant No. 2 13.6 14.0 14.2 Plant No. 3 17.7 18.0 18.2 Permitted Industrial Dischargers 18.0 15.0 15.0 Parcels Served within Incorporated Area (on special assessment list) 90,838 91,580 92,000 162 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 3,190,184 $ 3,542,586 $ 3,547,470 $ 3,575,952 Operating 24,296,429 4,914,304 4,890,354 4,942,816 Capital 79,581 88,600 112,550 68,000 Total $ 27,566,194 $ 8,545,490 $ 8,550,374 $ 8,586,768 SOURCE OF FUNDS: Sewer Service-Plant 2 $ 5,369,948 $ 2,416,646 $ 2,418,493 $ 2,456,041 Sewer Service-Plant 3 22,196,246 6,128,844 6,131,881 6,130,727 Total $ 27,566,194 $ 8,545,490 $ 8,550,374 $ 8,586,768 WASTEWATER 163 4081 - Solid Waste DIVISION GOAL Provide quality and cost effective solid waste and recycling services through a balanced combination of services by contract and municipal forces; develop and implement waste reduction and recycling programs to comply with State mandates; and, establish and maintain environmental controls for closure of the former Bakersfield Landfill. FY 2011-12 ACCOMPLISHMENTS 1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 9,000 homes are now part of the curbside recycling program. 2. Through a combination of cost saving efforts and cooperation with the contract haulers, created an opportunity for universal curbside recycling to be implemented without a refuse fee increase for the first few years of the program. 3. Consolidated commercial refuse collection routes in response to decreased volumes of refuse as a result of economic conditions. 4. Implemented a school food waste composting program citywide, saving thousands of dollars per month for school districts. 5. Implemented commercial recycling of about 75 “Big Box” stores and services centers, and passing on savings to those customers. 6. Successfully worked with state regulators to reduce construction costs for the Bakersfield Landfill Closure Project, and obtained favorable bids at a cost savings of about $1,000,000. FY 2012-13 ACTION PLAN 1. Begin phasing in universal curbside recycling. 2. Complete construction of the Bakersfield Landfill Cap Project. 3. Expand the School Cafeteria Recycling Program to high schools. 164 4081– Solidwaste continued 4. Provide assistance to the business community in response to the new State mandatory commercial recycling law. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Total Homes Served 96,440 97,440 98,440 Curbside Recycling Participants 9,105 10, 100 32,480 Greenwaste Recycling (# vehicles admitted) 202,515 204,000 206,000 Greenwaste Processed (tons) 189,500 195,000 201,000 165 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 7,569,730 $ 8,245,881 $ 8,255,035 $ 8,714,872 Operating 25,041,069 25,930,467 25,934,067 27,885,107 Capital 351,304 324,000 324,000 2,557,000 Total $ 32,962,103 $ 34,500,348 $ 34,513,102 $ 39,156,979 SOURCE OF FUNDS: Refuse Fund $ 32,962,103 $ 34,500,348 $ 34,513,102 $ 39,156,979 Total $ 32,962,103 $ 34,500,348 $ 34,513,102 $ 39,156,979 SOLID WASTE 166 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 2 - 2 0 1 3 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 F i r e H y d r a n t Ma i n t e n a n c e 167 Water Resources DEPARTMENT GOAL To supply and conserve water for the benefit of present and future citizens of Bakersfield; to ensure the orderly regulation and distribution of Kern River water, including the preservation and augmentation of the underground water supply; operation of domestic water system to provide high quality water service; to 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 water sale contracts to 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 2011-12 ACCOMPLISHMENTS 1. Completed Draft Environmental Impact Report for the Kern River Flow and Municipal Water Program (KRFMWP) to provide increased flows of water down the Kern River Channel. The plan was made available for public review and comment in spring 2012. 2. As part of the department’s enhanced storm water maintenance program, over 120 drainage basins were thoroughly cleaned and bottom soil was removed to allow for percolation of storm water. 3. Completed the total rehabilitation of the Kern River Canal Head Gates located near Coffee and Truxtun Avenue. These head gates were originally installed in 1962. 4. Submitted the final Kern River Levee recertification report for review by Federal Emergency Management Agency for final approval. 5. Completed the Annual Land Management Report for the Wastewater Treatment Plant No. 2 Municipal Farm in accordance with the California Regional Water Quality Control Board Order. 168 FY 2012-13 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. As of 2012, the City of Bakersfield’s primary annual obligation to sell Kern River Water to several irrigation districts has expired under the terms of a 35 year old contract. 3. Planned capital improvement projects for the Domestic Water Division have decreased by approximately $2,000,000. This reduction in capital projects is due to slow growth in the domestic water system. 169 AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 Agricultural Water $ 4,367,845 $ 4,704,206 $ 4,743,962 $ 4,549,464 Domestic Water 19,304,753 17,053,555 17,056,441 18,127,882 Total $ 23,672,598 $ 21,757,761 $ 21,800,403 $ 22,677,346 SOURCE OF FUNDS: Agricultural Water $ 4,367,845 $ 4,704,206 $ 4,743,962 $ 4,549,464 Domestic Water 19,304,753 17,053,555 17,056,441 18,127,882 Total $ 23,672,598 $ 21,757,761 $ 21,800,403 $ 22,677,346 FULL TIME EMPLOYEES: Agricultural Water23.0023.0023.0023.00 Domestic Water5.005.005.005.00 Total28.0028.0028.0028.00 WATER RESOURCES 170 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 2011-12 ACCOMPLISHMENTS 1. Completed rehabilitation and repairs on over 120 storm water drainage recharge basins throughout the City of Bakersfield. This work included the removal of over 23,000 yards of material and debris from these basins. 2. Rehabilitated two steel head gates at the head of the River Canal near Coffee Road and Truxtun Extension. City staff painted and installed the rehabilitated gates and other components at the River Canal weir structure. 3. Completed the Annual Land Management Report for the Wastewater Treatment Plant No. 2 Municipal Farm in accordance with the California Regional Water Quality Control Board Order. 4. Raised a one-mile section of the south Kern River Levee west of Allen Road at the Ming Avenue intersection to meet freeboard requirements for Federal Emergency Management Agency (FEMA) levee re- certification. 5. Replaced 86 concrete canal panels at the River Canal near the City’s 2800 Acre Recharge Facility. FY 2012-13 ACTION PLAN 1. If Kern River water is available, increase flows in the Kern River for related municipal uses and increase groundwater recharge. 171 4511 – Agricultural Water continued 2. Install road base as required on existing unpaved roads to neighborhood drainage basins and canals to provide dust control and all weather vehicle access to sites located within the City. 3. Continue to monitor the Lake Isabella Dam safety remediation project with the United States Army Corps of Engineers. 4. Install four river control structures across the river channel to reduce scouring and degrading of the river bed between the 24th Street Bridge and Coffee Road. FY 10-11 FY 11-12 FY 12-13 SERVICE LEVEL INDICATORS Actual Projected Proposed Rehabilitate Drainage Basins 101 124 110 Replace & Repair Canal & Basin Fencing (in ft.) 1,827 1,588 1,680 172 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 1,846,691 $ 2,038,843 $ 2,043,599 $ 2,026,048 Operating 2,521,154 2,640,563 2,670,663 2,512,416 Capital - 24,800 29,700 11,000 Total $ 4,367,845 $ 4,704,206 $ 4,743,962 $ 4,549,464 SOURCE OF FUNDS: Agricultural Water $ 4,367,845 $ 4,704,206 $ 4,743,962 $ 4,549,464 Total $ 4,367,845 $ 4,704,206 $ 4,743,962 $ 4,549,464 AGRICULTURAL WATER 173 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 2011-12 ACCOMPLISHMENTS 1. Replaced granular activated carbon media in water treatment vessels at two domestic water wells sites. Media change outs are required to maintain high water quality at these wells. 2. Completed replacements of over 240 leaking service connections on the system within the street right of way. 3. Completed and certified updated Urban Water Management Plan for both wholesale and retail uses as required by the California Department of Water Resources. 4. Completed Draft Environmental Impact Report for the Kern River Flow and Municipal Water Program (KRFMWP) to provide for increased flows of water down the Kern River Channel. The plan was made available for review and public comment in spring 2012. 5. Equipped two domestic water wells to increase production capacity to serve existing customers throughout City’s domestic water system. FY 2012-13 ACTION PLAN 1. Adopt Final Environmental Impact Report for the Kern River Flow and Municipal Water Program (KRFMWP). 2. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act. 174 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. FY 10-11 FY 11-12 FY 12-13 SERVICE LEVEL INDICATORS Actual Projected Proposed New Service Connections 493 460 480 Water Wells Constructed 4 2 2 175 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 682,892 $ 745,826 $ 748,712 $ 856,086 Operating 18,578,421 16,287,729 16,287,729 17,251,796 Capital 43,440 20,000 20,000 20,000 Total $ 19,304,753 $ 17,053,555 $ 17,056,441 $ 18,127,882 SOURCE OF FUNDS: Domestic Water $ 19,304,753 $ 17,053,555 $ 17,056,441 $ 18,127,882 Total $ 19,304,753 $ 17,053,555 $ 17,056,441 $ 18,127,882 DOMESTIC WATER 176 Di r e c t o r As s i s t a n t D i r e c t o r Re c r e a t i o n D i v i s i o n Pa r k s D i v i s i o n Ad m i n i s t r a t i v e Se r v i c e s Fi n a n c i a l S u p p o r t Se r v i c e s Cr a f t w o r k e r s Re p a i r & Ma i n t e n a n c e Pa r k / S t r e e t s c a p e Ma i n t e n a n c e Ur b a n Fo r e s t r y / T r e e s Pl a n n i n g / P r o j e c t s Sp o r t s / A t h l e t i c s Sa u n d e r s & S i l v e r C r e e k Co m m u n i t y C e n t e r ML K C o m m u n i t y Ce n t e r Aq u a t i c s Re c r e a t i o n a n d P a r k s FY 2 0 1 2 - 2 0 1 3 O r g a n i z a t i o n a l C h a r t 177 Recreation and Parks DEPARTMENT GOAL To enhance the quality of life through a variety of programs, parks and partnerships. FY 2011-2012 ACCOMPLISHMENTS 1. Five new parks opened during the Summer and Fall of 2011; Mesa Marin Sports Complex, Greystone Park, Uplands of the Kern River Parkway, and State Farm® Sports Village and City in the Hills Park. 2. Successfully negotiated a Sports Village $500,000 naming rights agreement for five (5) years with State Farm®. 3. Use of reclaimed water from Waste Water Treatment Plant III for the State Farm® Sports Village playing fields. 4. Negotiated maintenance agreements for Phase II of the State Farm® Sports Village with AYSO Region 73 and Golden Youth Football. 5. Worked with other City departments to add a new bicycle/pedestrian connection at Mohawk and Truxtun to the Kern River Trail. 6. The City was awarded the Tree City USA designation from the Arbor Day Foundation for the fifteenth consecutive year. 7. Eighteen (18) Central California regional softball tournaments were attracted to the Mesa Marin Sports Complex: 9 ASA and 7 USSSA slow-pitch tournaments, 1 NSA 18-and-under fast-pitch tournament, KHSD All Area All Star Game and All Area High School Girls Tournament, and 1 ASA Girls 16- and-under national “B” qualifier championship. 8. Opened the City’s first 100% ADA accessible playground for children of all abilities. 9. Won the National Recreation and Park Association Excellence in Aquatics for the “Make-A-Splash” program. 10. Won the California Park and Recreation Society Program award for the Build-A-Bike program. 11. Completed and processed the application for NRPA Gold Medal. 178 12. Collaborated with City in the Hills HOA to redesign and complete the layout and use of topography to be aligned with native plants for the City in the Hills capital park project. 13. Collaborated with Downtown Business District for five (5) successful Third Thursdays at Central Park at Mill Creek. FY 2012-2013 ACTION PLAN 1. Implement and monitor the Department’s revised budget structure for the Recreation Division. 2. Resurface gym floor at the Dr. Martin Luther King, Jr. Center. 3. Complete tennis court resurfacing at selected courts throughout the City. 4. Partner with Public Works to bid and construct unimproved medians. 5. Continue to identify and maintain safety concerns related to overgrown trees on both private and public properties while working with Public Works. 6. Aggressively pursue any local, state, and federal grants for the Department. Target: $100,000. 7. Install scoreboards at Mesa Marin; hopefully through naming rights donations. FY 2012-2013 SIGNIFICANT BUDGET CHANGES 1. Movies in the Park series will continue during the summer of 2012, made possible through a $7,500 sponsorship from San Joaquin Community Hospital. 2. The annual contract for tree maintenance will continue to be heavily used. The Department anticipates increasing this contract by $100,000 to provide sufficient funding to mitigate the City’s overgrown trees. 3. The opening of the Mesa Marin Sports Complex has increased the number of Softball registrations and Tournaments at record-breaking levels. As such, the Department will increase funding by $5,000 for additional umpires, field equipment, and temporary staff. In the first six months of operations, Mesa Marin revenues nearly broke even with expenses. It is estimated that this cost-recovery trend will continue. 179 Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS:2010-11 2011-12 2011-12 2012-13 Administration $ 1,077,383 $ 1,092,594 $ 1,094,055 $ 1,241,220 Parks 11,926,135 12,779,771 12,787,004 13,484,969 Recreation 2,479,428 2,651,647 2,713,745 2,730,895 Total $ 15,482,946 $ 16,524,012 $ 16,594,804 $ 17,457,084 SOURCE OF FUNDS: General Fund $ 15,459,670 $ 16,493,712 $ 16,564,504 $ 17,426,784 Amtrak Operating Fund 23,276 30,300 30,300 30,300 Total $ 15,482,946 $ 16,524,012 $ 16,594,804 $ 17,457,084 FULL TIME EMPLOYEES: Administration 10.00 10.00 10.00 10.00 Parks 122.00 126.00 126.00 130.00 Recreation 11.00 11.00 11.00 11.00 Total 143.00 147.00 147.00 151.00 RECREATION AND PARKS 180 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 2011-2012 ACCOMPLISHMENTS 1. Partnered with Community Action Partnership of Kern for the improvement of the Friendship House playing fields which serves the south east part of the City. 2. Updated and enhanced department website and brochure to be more user-friendly for customers. 3. Monitored maintenance agreements at Mesa Marin Sports Complex and State Farm® Sports Village. Selected a successful contractor for the Mesa Marin concession stand. 4. Worked with Solid Waste to complete a compost study on the streetscape at Coffee Road and Norris. The study was conducted to determine which type of compost was best for turf which would be sold to the public. 5. Worked with Solid Waste Department, Keep Bakersfield Beautiful and other interested groups to promote “Litter: It’s Beneath Us.” Attended various meetings and public outreach events to promote program. FY 2012-2013 ACTION PLAN 1. Continue searching for possible naming rights for Mesa Marin Sports Complex. 2. Accomplish Re-Accreditation filing through CAPRA. 3. Monitor and coordinate the construction of Phase II of the State Farm® Sports Village with Public Works. 181 5041- Administrative Services continued 4. Continue to work toward obtaining sponsorships, partnerships and naming rights with community organizations, groups, and businesses. 5. Begin offering programs for returning veterans. 6. Complete Tennis Court Resurfacing capital projects. 7. Open new Sister City Gardens at Central Park at Mill Creek. 182 Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES:2010-11 2011-12 2011-12 2012-13 Personnel $ 981,231 $ 953,192 $ 967,853 $ 1,037,177 Operating 96,152 139,402 126,202 204,043 Capital - - - - Total $ 1,077,383 $ 1,092,594 $ 1,094,055 $ 1,241,220 SOURCE OF FUNDS: General Fund $ 1,077,383 $ 1,092,594 $ 1,094,055 $ 1,241,220 Total $ 1,077,383 $ 1,092,594 $ 1,094,055 $ 1,241,220 ADMINISTRATION 183 5021 – PARKS DIVISION GOALS Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services. FY 2011-2012 ACCOMPLISHMENTS 1. The Parks’ New Employment Orientation training was updated and presented to the entire staff to update them on the rules and regulations, policies and procedures and safety protocol for the department. 2. Developed and managed the maintenance contract for Mesa Marin Sports Complex and State Farm Sports Village. Parks staff ensured fields were maintained in a safe and playable condition for all programs and rentals. 3. Continued water conservation efforts by connecting 4 additional parks to the Maxi Com irrigation control system. 4. Continued staff training and development program by certifying 2 additional staff in back flow inspection. 5. Parks Staff coordinated several volunteer groups to plant trees within the City. Volunteers planted 132 donated trees. The trees and volunteer hours have a value of approximately $16,184. 6. In July of 2011, Parks staff completed major repair and maintenance work on the pump and computer board for the water fountain surface at Centennial Plaza. 7. Parks and the Water Department collaborated on addressing community concerns about the clearing sumps of trees and plants at Campus Park South, Campus Park North and Pin Oak Park to increase water holding capacity. 8. The Water Department coordinated with Parks staff to address the eroding shoreline of the east lake at The Park at River Walk. Continued to monitor the algae growth in the two lakes. 9. Opened Park’s first complete American Disabilities Act compliant playground at Central Park at Mill Creek. The playground is paved for 100% wheel chair accessibility. 184 5021 – Parks continued 10. Reconfigured the infield and modified both the irrigation and the turf for the softball fields at Mesa Marin Sports Complex, Beach Park, Martin Luther King Park and Wayside Park in compliance with the Amateur Softball Association’s new requirement of 70 feet base distance. 11. Collaborated with various divisions of the Public Works Department to provide safety pruning of both private and public trees. 12. Attended several Park Watch public meetings in conjunction with the Bakersfield Police Department. FY 2012-2013 ACTION PLAN 1. In a joint project with Risk Management, update and train appropriate staff on blood-borne pathogens. 2. Continue staff training and development program by certifying additional staff in playground inspections and the irrigation and central control system (Maxi Com) for Parks. 3. Continue water conservation efforts by connecting all new parks and streetscapes to the Maxi Com irrigation control system. 4. Work with Keep Bakersfield Beautiful’s Anti-Graffiti Sub-Committee in keeping City parks and streetscapes graffiti free. Attend meetings and work with other agencies or groups to reduce vandalism in the parks. 5. Research and implement new opportunities to increase volunteers to participate in tree planting, litter removal, graffiti removal, etc. and increase community projects in City Parks. 6. Address the over usage of the soccer fields at Beach and Yokuts park that is resulting in poor turf for sporting / rental events. Research, investigate and create a maintenance plan to reestablish the turf while maintaining usage of the fields. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Adopted Maintenance District Acreage Non-Maintenance District Acreage Facility/Park Reservations 709 715 722 443 443 443 4,809 5,217 5,500 185 Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES:2010-11 2011-12 2011-12 2012-13 Personnel $ 6,845,484 $ 7,513,344 $ 7,520,577 $ 8,030,149 Operating 5,073,658 5,266,427 5,266,427 5,454,820 Capital 6,993 - - - Total $ 11,926,135 $ 12,779,771 $ 12,787,004 $ 13,484,969 SOURCE OF FUNDS: General Fund $ 11,902,859 $ 12,749,471 $ 12,756,704 $ 13,454,669 State Transportation 23,276 30,300 30,300 30,300 Total $ 11,926,135 $ 12,779,771 $ 12,787,004 $ 13,484,969 PARKS 186 5031 – RECREATION DIVISION GOALS Provide quality recreational services for the Bakersfield community. FY 2011-2012 ACCOMPLISHMENTS 1. Utilizing the First Five Kern Grant, 631 swim lessons were provided to prevent accidental drowning. 2. Health and nutrition education programs were held at the Dr. Martin Luther King Jr. Community Center twice a week throughout the year. The programs include a farmers market, a children’s gardening program and a children’s healthy cooking class. Funded partially through a grant with Wal- Mart through NRPA, this is a successful and meaningful program. 3. The department exceeded the action plan to apply for two new grants. Grants include USA Swimming ($4,972) for discounted swim lessons and Jim Burke Ford Foundation ($500) for the Community Garden at the Dr. Martin Luther King Jr. Community Center. Additionally, the department applied for funding from Kaiser Permanente 2012 Community Grants to provide a healthy eating program. 4. Partnerships were significantly increased during the fiscal year. New partnerships include: One Book, One Bakersfield; Flood Ministries; Bakersfield Art Museum; Kern County Probation Department; Bakersfield City School District; Kern County Child Support Services; Jim Burke Ford Dream Builders; Today Cleaners; Downtown Business Association; American Red Cross; and Academia. 5. The Department received a national award from NRPA for the “Make-A- Splash” program. 6. The Department received a state award from CPRS for the “Build-A-Bike” program. FY 2012-2013 ACTION PLAN 1. Apply for two new grants for recreation programs and services. 2. Obtain a minimum of ten (10) softball tournaments for Mesa Marin Sports Complex. 187 5031 – Recreation continued 3. Implement a pilot program to provide a Before School program at the Silver Creek Community Center. 4. Utilize First Five Kern Grant and USA Swimming Grant to provide 400 swim lessons to prevent accidental drowning for the third year of the grant- funded program. 5. Begin programming for Uplands of the Kern River Parkway. SERVICE LEVEL INDICATORS FY 10-11 FY 11-12 FY 12-13 Actual Projected Proposed Sports (total attendance) Silver Creek Community Center (avg daily attendance) Martin Luther King Jr. Center (avg daily attendance) Summer Aquatics (avg daily attendance) 212,671 140,000 160,000 130 110 100 150 142 145 143,645 100,000 105,000 188 Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES:2010-11 2011-12 2011-12 2012-13 Personnel $ 1,559,920 $ 1,700,725 $ 1,731,225 $ 1,850,121 Operating 917,562 940,322 971,920 870,174 Capital 1,946 10,600 10,600 10,600 Total $ 2,479,428 $ 2,651,647 $ 2,713,745 $ 2,730,895 SOURCE OF FUNDS: General Fund $ 2,479,428 $ 2,651,647 $ 2,713,745 $ 2,730,895 Total $ 2,479,428 $ 2,651,647 $ 2,713,745 $ 2,730,895 RECREATION 189 THIS PAGE INTENTIONALLY LEFT BLANK 190 De v e l o p m e n t S e r v i c e s FY 2 0 1 2 - 2 0 1 3 O r g a n i z a t i o n a l C h a r t Co d e En f o r c e m e n t Pe r m i t t i n g & Pl a n C h e c k i n g Co n s t r u c t i o n In s p e c t i o n s Bu i l d i n g Di v i s i o n Pe r m i t t i n g & Z o n i n g Ad v a n c e d Pl a n n i n g Cu r r e n t Pl a n n i n g Pl a n n i n g Di v i s i o n Bu s i n e s s M a n a g e r Co m m u n i t y S e r v i c e s D i r e c t o r 191 DEVELOPMENT SERVICES DEPARTMENT GOAL To provide professional and technical services that support the development of a balanced community, the preservation of existing neighborhoods and the development of new neighborhoods in a timely and orderly manner; be responsive to the needs of the community; and, ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies. FY 2012-13 SIGNIFICANT BUDGET CHANGES 1. The adopted budget reflects an increase of $144,025 (+2.0%) than the previous year as a result of the salary settlement increases and fully funding the Development Services Director position. 2. Eliminate a total of three (3) positions due to retirements and/or resignations, (all in Building). 3. Fill the vacant department head position. 4. Merge the Planning Technician and Building Permit Technician positions into a single Technician I/II position to improve the department’s flexibility in providing public counter services between the two divisions. 5. Delete the vacant Code Enforcement Officer III supervisory position (due to retirement) and replace with a Code Enforcement Office I/II position. 192 AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 Planning $ 1,800,519 $ 1,908,518 $ 1,913,540 $ 2,068,199 Building 4,686,057 5,020,711 5,039,793 5,016,868 Total $ 6,486,576 $ 6,929,229 $ 6,953,333 $ 7,085,067 SOURCE OF FUNDS: General Fund $ 3,379,193 $ 3,698,678 $ 3,714,109 $ 3,953,770 Development Srvcs. Fund 3,107,383 3,230,551 3,239,224 3,131,297 Total $ 6,486,576 $ 6,929,229 $ 6,953,333 $ 7,085,067 FULL TIME EMPLOYEES: Planning20.0019.0019.0020.00 Building41.0038.0038.0035.00 Total61.0057.0057.0055.00 DEVELOPMENT SERVICES 193 6011– PLANNING DIVISION GOAL Perform those processes and functions which result in timely and orderly development within the City through the implementation of the City’s General Plan and Specific Plans; administering land use, planning and zoning laws; and regulating land divisions, all in a manner which is equitable to individual property owners and the public at large. FY 2011-12 ACCOMPLISHMENTS 1. Secured grant funding to begin work on the new Bakersfield Regional Habitat Conservation Plan (Phase 1) that includes baseline work and information gathering for the plan. This will be a multi-phased project to create a new habitat plan for the Metropolitan Bakersfield area. 2. Secured grant funding through a clean air fund created by the Sierra Club and administered by the Rose Foundation for communities and the environment to prepare Bike Transportation Plan, which will identify specific bicycle projects that could qualify for Caltrans' funds. 3. Provided professional and technical support to Kern Council of Governments related to regional land use and transportation plans, and new climate change regulations. 4. Completed five (5) annexations encompassing 960 acres (approximately 1.5 square miles). This included the master planned developments of Stockdale Ranch (Stockdale Highway/Heath Road), and the Saco Ranch Commercial/Industrial Center (7th Standard Road/Coffee Road). 5. Implemented changes regarding project analysis of greenhouse gas emissions as required by legislative changes to the California Environmental Quality Act (CEQA). 6. Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP). FY 2012-13 ACTION PLAN 1. Continue coordination with Kern County to update the Metropolitan Bakersfield General Plan policies. This includes preparation of draft climate action measures and beginning work on the environmental impact report. 2. Continue efforts to secure funding for the next phases the new Bakersfield Regional Habitat Conservation Plan with federal wildlife grants. 194 6011 – Planning continued 3. Complete preparation of a Bicycle Transportation Plan that will qualify for funding through Caltrans’ Bicycle Transportation Account to enhance and/or construct new bicycle facilities in the City. 4. Continue to provide administrative support staff for the existing MBHCP Trust Group. 5. Coordinate with the Local Agency Formation Commission (LAFCo) and City Manager’s office regarding island and other annexations. 6. Assist the Water Department in the preparation of the Kern River Plan and Municipal Water Program EIR. 7. Continue monitoring regional planning efforts through the Kern Council of Governments. 8. Monitor land use related activities associated with the high speed rail alignments and station location by the California High Speed Rail Authority. 9. Complete processing of general plan and zoning amendments, annexation, and sphere of influence amendments (includes update of the municipal services review) for the Panorama Vista Preserve, a natural open space area located along both sides of the Kern River north of the Panorama Bluffs. FY 10-11 FY 11-12 FY 12-13 SERVICE LEVEL INDICATORS Actual Projected Proposed (by application type) Concurrent (Gen Plan Amend/Zone Change) 2 4 4 Conditional Use Permits 26 20 30 General Plan Amendments 3 3 2 Home Occupations 433 350 400 Land Divisions 33 30 30 Site Plan Reviews 43 40 30 Zone Changes 2 3 2 Zone Modifications 6 6 8 195 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 927,485 $ 1,001,698 $ 1,004,237 $ 1,121,005 Operating 873,034 906,820 909,303 947,194 Capital - - - - Total $ 1,800,519 $ 1,908,518 $ 1,913,540 $ 2,068,199 SOURCE OF FUNDS: General Fund $ 1,520,081 $ 1,666,455 $ 1,671,477 $ 1,854,270 Development Srvcs. Fund 280,438 242,063 242,063 213,929 Total $ 1,800,519 $ 1,908,518 $ 1,913,540 $ 2,068,199 PLANNING 196 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 2011-12 ACCOMPLISHMENTS 1. Continued to provide step-by-step approach handouts for homeowners and contractors to become familiar with new state code regulations. 2. Developed and implemented a web link for the public to provide the status of current Code Enforcement cases. 3. Began updating and implementing user friendly comprehensive website illustrating and explaining major functions provided by the Building Division, including forms and informational handouts. FY 2012-13 ACTION PLAN 1. Continue to provide in-house weekly training program for the enforcement of Building codes, disabled access codes, Green Building Codes and Bakersfield Municipal Code. 2. Continue to offer pre-design plan check review as well as pre-construction conference for architects, engineers, contractors, and developers in order to assist and facilitate major construction projects. 3. Continue updating and implementing a user friendly comprehensive website illustrating and explaining major functions provided by the Building Division including forms and informational handouts. 4. Enhance web link for the Public to provide the status of current Code Enforcement cases 197 AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 4,120,507 $ 4,339,509 $ 4,353,267 $ 4,295,688 Operating 565,550 681,202 686,526 721,180 Capital - - - - Total $ 4,686,057 $ 5,020,711 $ 5,039,793 $ 5,016,868 SOURCE OF FUNDS: General Fund $ 1,859,112 $ 2,032,223 $ 2,042,632 $ 2,099,500 Development Srvcs Fund 2,826,945 2,988,488 2,997,161 2,917,368 Total $ 4,686,057 $ 5,020,711 $ 5,039,793 $ 5,016,868 BUILDING 198 Ec o n o m i c & C o m m u n i t y D e v e l o p m e n t FY 2 0 1 2 - 1 3 O r g a n i z a t i o n a l C h a r t Ec o n o m i c D e v e l o p m e n t D i r e c t o r Re d e v e l o p m e n t Su c c e s s o r Re d e v e l o p m e n t Ag e n c y Ho u s i n g S u c c e s s o r Ag e n c y Co m m u n i t y D e v e l o p m e n t Co m m u n i t y De v e l o p m e n t Bl o c k G r a n t Em e r g e n c y S h e l t e r Gr a n t HO M E I n v e s t m e n t Pa r t n e r s h i p Su b j e c t t o c h a n g e m i d f i s c a l y e a r 2 0 1 2 - 1 3 d u e t o p e n d i n g d e p a r t m e n t r e o r g a n i z a t i o n 199 Economic and Community Development DEPARTMENT GOAL Facilitate programs and projects to stimulate Economic and Community Development. Foster the local economy by creating and retaining employment opportunities, eliminating slum and blight and providing housing programs which benefit very low-, low- and moderate-income citizens; enhance and preserve historical resources; improve the safety and livability of neighborhoods by expanding economic opportunities. FY 2011-12 ACCOMPLISHMENTS 1. The City of Bakersfield received a $432,450 grant from the State of California Housing and Community Development Department to be used towards construction of park improvements planned for Phase 2 of the Mill Creek Park-Sister Cities project. 2. The Bakersfield Redevelopment Agency received a $10.8 million State of California Infill Infrastructure grant in FY 2010/11 to provide funding to assist with the costs of construction, rehabilitation, demolition, and other infrastructure improvements in the Mill Creek Area. The interior streets in South Mill Creek Village supporting three new residential projects were completed. The Q Street Streetscape is substantially complete. Work began in January 2012 on Phase 1 of the Mill Creek Sister City Gardens leaving only the 17th/18th Street Mill Creek Plaza and 19th Street Parking structure projects to be constructed. These infrastructure improvements support higher-density affordable and mixed-income housing in locations designated as infill within the Mill Creek Qualifying Infill Area. 3. Clinica Sierra Vista completed construction of a new dental center located on property along East California provided by the Bakersfield Redevelopment Agency. The clinic serves the surrounding low income neighborhoods and homeless clients. 4. Phase one, consisting of 14 units of the planned 36 Creekview Villas Townhomes project located in the South Mill Creek Village was completed. A $1.4 million dollar grant was received from the State of California Housing and Community Development Department to provide downpayment assistance up to $40,000 to first time homebuyers. 5. Baker Street Village Phase 1, under development by the Housing Authority of the County of Kern was completed. The Housing Authority received a federal grant to build the project, which includes twenty-four (24) three- 200 bedroom townhomes with subterranean garages, and thirteen (13) one- bedroom loft style units at 1,130 square feet each above approximately 10,000 square feet of community and commercial space fronting Baker Street. The residential component of the project was 100% preleased within two hours after announcing the call for applications. 6. In 2010/11, the City Council approved the Substantial Action Plan Amendment for round three of the Neighborhood Stabilization Program (NSP3), appropriated as part of the Wall Street Reform and Consumer Protection Act of 2010 (Dodd-Frank Act). The City anticipated receiving $3.3M of NSP3 funds to spend in three designated “NSP3 focused areas of greatest need.” The City anticipates receiving NSP3 funding from the U.S. Department of Housing and Urban Development (HUD) in April 2011. A second amendment was completed in February 2012 to reallocate the funds for use in providing construction assistance to the redevelopment senior housing and family townhomes projects along Mill Creek that have been stalled due to the dissolution of Redevelopment in California. 7. The Bakersfield Redevelopment Agency approved the OPA in 2010 for construction of 19th Street Senior Plaza which includes sixty-seven (67) units of affordable senior rental housing and a 155 space parking garage. The project site adjacent to the Mill Creek Linear Park between 18th and 19th Streets has been cleared and graded. The developer has received a preliminary approval for a $4.2 million dollar construction and development loan for the project. The project is expected to be under construction by summer 2012. 8. Efforts to spend the Homelessness Prevention and Rapid Rehousing Program funds have been successful. The program’s services are provided under a contract with Bethany Services. More than 95% of the funds have been spent. The program is expected to be completed by year end of 2012. Total funds received were $1.37 million. 9. The 70 unit family apartment project known as Cityplace and located in the South Mill Creek Village was completed in Spring 2011. The project was constructed on land acquired by the Redevelopment Agency and funded with HOME program funds and 9% federal tax credits. The project is Silver Leed Certified and is a national model for affordable housing development. 201 FY 2012-13 SIGNIFICANT BUDGET CHANGES 1. The most significant impact to the EDCD budget is the elimination of the Redevelopment Agency and its activities, effective February 1, 2012. A Successor Agency, consisting of the City Council, has been formed and is responsible for the unwinding and settling of the Bakersfield Redevelopment Agency debts and contracts. With approximately $117,200 million of bonds, notes and contracts in place at the time of the dissolution action, the Successor Agency will be responsible for ensuring payment and compliance with these agreements, some lasting over the next 20 years. In addition to halting any new planned redevelopment efforts, other federal programs and, especially, affordable housing will be severely impacted from the loss of redevelopment dollars that were previously used to provide necessary match funding and funding for staff for long term monitoring and compliance reporting on projects. 202 ECONOMIC & COMMUNITY DEVELOPMENT AdoptedAmendedProposed ActualBudgetBudgetBudget DIVISIONS:2010-112011-122011-122012-13 Community Development $ 8,122,813 $ 3,651,000 $ 3,067,356 $ 2,830,753 Economic Development 5,741,761 849,923 849,923 250,000 Total $ 13,864,574 $ 4,500,923 $ 3,917,279 $ 3,080,753 SOURCE OF FUNDS: General Fund $ - $ - $ - $ - Community Dev. Block Grant 1,654,103 1,925,216 1,540,528 1,770,620 HOME Program 3,265,096 1,725,784 1,526,828 1,060,133 B.E.G.I.N. - - - - Nat'l Stabilization Program 2,395,495 - - - ARRA HUD Stimulus Fund 808,119 - - - Capital Outlay Fund - - - - SA-SEPA - Operating 511,635 110,698 110,698 250,000 SA-SEPA - Housing 3,363,284 218,736 218,736 - SA-OTKP - Operating 315,882 209,190 209,190 - SA-OTKP - Housing 517,978 64,352 64,352 - SA-DTPA - Operating 243,105 54,512 54,512 - SA-DTPA - Housing 243,497 192,435 192,435 - SA-OTKP - Cal Home Prog. 546,380 - - - Total $ 13,864,574 $ 4,500,923 $ 3,917,279 $ 3,080,753 FULL TIME EMPLOYEES: Community Development 9.00 9.00 3.00 3.00 Economic Development 6.00 6.00 4.00 3.00 Convention & Visitors Bureau * 4.00 4.00 4.00 0.00 Total 19.00 19.00 11.00 6.00 * CVB staff now combined with Rabobank Arena for summary purposes beginning FY 2012-13 203 6570 – Community Development DIVISION GOAL To provide a suitable living environment by improving the safety and livability of neighborhoods by expanding economic opportunities and assisting low- and moderate-income residents to obtain decent, affordable and fair housing, as well as eliminating slum and blight. FY2011-12 ACCOMPLISHMENTS: 1. Funded and administered Emergency Shelter Grant (ESG) funds for non-profit service providers: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, and Alliance Against Family Violence and Sexual Assault. 2. Provided services to 220 consumers and providers concerning information, training, and counseling on fair housing and compliance issues. 3. Funded and co-administered three (3) Capital Improvement Program activities totaling close to $1.3 million. 4. Golden Empire Affordable Housing, Inc., II (GEAHI-II) completed the development of a new 24 unit permanent supportive housing complex designated for chronically homeless individuals. The housing will consist of 24 - 412 sq. ft. one-bedroom units. 5. The City of Bakersfield entered into an agreement for $2,181,630 in HOME Investment Partnership and Community Housing Development Organization funds with Columbus Haven, L.P. in 2010/11. Columbus Haven is a non-profit developer under the Housing Authority of the County of Kern. The project located at 500 West Columbus consists of the development of a 56 unit affordable multi-family complex with a mixed-use approach that will serve both families and emancipated foster youth. The project, when completed, will feature: 20 one-bedroom units serving emancipated foster youth earning 30% of Average Median Income (AMI); 16 two-bedroom homes and 20 three-bedroom homes for families earning 50% to 60% of (AMI). Columbus Haven received an allocation of 9% tax credits and began construction in April 2012. FY 2012-13 ACTION PLAN 1. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs. 204 6570 – Community Development continued 2. Assistance to public services and facilities for twenty-four (24) non-profit organizations providing emergency shelter, transitional support and senior and/or youth activities. 3. Provide assistance, as needed, to the Bakersfield Board of Realtors for its Fair Housing Arts Contest. 4. Increase the overall level of fair housing law knowledge to all community residents by providing service, information, technical training, and counseling on fair housing related issues. 5. Provide financial assistance to multi-family projects located in the Mill Creek former Redevelopment areas with HOME Investment Partnership monies. 6. Implement programs and activities identified in the FY 2012-123 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities. 7. Implement the development of a small park and parking area on a vacant Redevelopment Agency owned parcel located at 700 California. The park will offer green space to the housing developments at South Mill Creek and the 1.5 mile Mill Creek Linear Park. The park will offer shade trees, lighting, tables, trash containers, and parking. FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Proposed Home Access Grant Program 14 20 15 Fair Housing Calls 655 682 682 Fair Housing Education and Outreach 464 489 457 Downpayment Assistance Programs (includes: 57 8 4 Parkview Cottages, NSP and Creekview Villas) 205 COMMUNITY DEVELOPMENT AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 654,049 $ 846,269 $ 759,662 $ 673,876 Operating 5,442,673 2,572,572 2,015,056 2,156,877 Capital 2,026,091 232,159 292,638 - Total $ 8,122,813 $ 3,651,000 $ 3,067,356 $ 2,830,753 SOURCE OF FUNDS: Comm. Dev. Block Grant $ 1,654,103 $ 1,925,216 $ 1,540,528 $ 1,770,620 HOME Program 3,265,096 1,725,784 1,526,828 1,060,133 B.E.G.I.N. - - - - Nat'l Stabilization Program 2,395,495 - - - ARRA HUD Stimulus Fund 808,119 - - - Capital Outlay Fund - - - - Total $ 8,122,813 $ 3,651,000 $ 3,067,356 $ 2,830,753 206 6580 – Economic Development DIVISION GOAL EDCD staff will work diligently with the new Successor Agency to conclude the former Bakersfield Redevelopment Agency activities and carry out the existing enforceable projects and contracts. After a hiatus for nearly 4 months beginning in late 2011 waiting for the California Supreme Court to hear and make determinations concerning the lawsuits against the State of California proposals to eliminate Redevelopment Agencies or force a “voluntary payment” to remain active, the court rendered a decision that allowed the State to dissolve all Redevelopment Agencies effective February 1, 2012. Staff spent the second half of 2011/12 trying to understand and comply with the vagueness of much of the directions laid out in the legislation. While many follow up bills are being proposed in the legislature, none are expected to pass that will reinstate redevelopment as a significant economic and redevelopment tool. Despite this devastating blow, EDCD continues to implement several residential and commercial projects that were under development contract before the dissolution went into effect. These activities are expected to carry through much of 2012/13 and then significantly drop off as they reach completion. While disappointing, Bakersfield Redevelopment achieved significant progress over the past 10 years, with strides in urban affordable housing, downtown revitalization, creation of exciting new neighborhoods, and construction of public improvements in distressed areas, while creating thousands of interim construction jobs and many permanent jobs within the community. FY 2011-12 ACCOMPLISHMENTS 1. Demolished two (2) Redevelopment Agency owned properties for future pocket park and parking for South Mill Creek. The park is designed and began construction using CDBG funds in spring 2012. 2. The Parkview Cottages consists of 74 single-family housing units, ranging from 1,280 to 1,820 square feet. Each unit consists of two stories and a two/three car garage. A total of 46 units have been constructed and sold as affordable to eligible homebuyers. In June, 2010, staff negotiated an amendment to the disposition agreement requiring the developer/builder to construct two speculative homes at a time and continue to build out the development as the houses sell. Under the revision, four homes are complete and being marketed. Down payment assistance for this phase of the project will be provided in an amount not to exceed $35,000. Activity is expected to increase as the economy shows improvement. 3. In February and March 2009, the City Council and Bakersfield Redevelopment Agency approved a Disposition and Development Agreement with Southwest Consulting and the Meo Group for the construction of 36 upscale townhomes 207 6580 – Economic Development continued and 57 mid-rise apartments. The Meo Group assumed complete responsibility for the project and construction on the first fourteen (14) units of the Creekview Villas townhomes began in May 2010. A Creekview Villas “hard hat”ceremony was held on July 15, 2010. Construction completion for Phase I of the Creekview Villas was achieved in winter 2011. Commercial construction financing for spec built townhomes remains non-existent. Construction for Phase II of the Creekview Villas is estimated to begin as soon as the sale of the first (14) units has been achieved to allow sales proceeds to be reused for additional phases. 4. In September 2008, the City Council and Bakersfield Redevelopment Agency approved a Disposition and Development Agreement (DDA) with Chelsea Investment Corporation for the construction of 70 mid-rise garden style affordable rental apartments. In June 2010, Chelsea Investment Corporation was successful in applying for and securing nine percent federal tax credits. Escrow closed in October 2010, and construction began on November 15, 2010. The project was completed in fall 2011. 5. On May 10, 2010 the Bakersfield Redevelopment Agency entered into a Disposition and Development Agreement (DDA) with Clinica Sierra Vista to donate the property located at 1125 East California Avenue including installation of curb and gutter, handicap access ramp, installation of a right turn lane and alley improvements for the Clinica’s development of a 3,865 sq. ft. dental clinic on site. Construction of the dental clinic and street improvements were completed in fall 2011. FY 2012-13 ACTION PLAN 1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield. 2. Continue the implementation of the Baker Street Village mixed-use project in the Old Town Kern Pioneer Redevelopment Project Area using other housing resources. 3. Implement the development for the 19th Street Plaza project in Old Town Kern- Pioneer Redevelopment Project Area adjacent to the Mill Creek Linear Park. 4. Implementation of Prop IC projects including continued construction on the South Mill Creek Streets project in the Southeast Redevelopment Project Area, and the development of the 19th Street Parking Structure, Q Street Streetscape and Sister City Gardens Projects in the Old Town Kern Redevelopment Project Area. 208 6580 – Economic Development continued FY10-11 FY 11-12 FY12-13 SERVICE LEVEL INDICATORS Actual Projected Proposed Respond to requests for economic development information 87 100 125 Team Bakersfield project assistance provided 5 9 10 Downpayment Assistance (includes Parkview 2 4 14 Creekview Villas) 209 ECONOMIC DEVELOPMENT AdoptedAmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2010-112011-122011-122012-13 Personnel $ 754,830 $ 686,260 $ 686,260 $ - Operating 4,986,925 163,663 163,663 250,000 Capital 6 - - - Total $ 5,741,761 $ 849,923 $ 849,923 $ 250,000 SOURCE OF FUNDS: General Fund $ - $ - $ - $ - Community Dev. Block Grant - - - - SA-SEPA - Operating 511,635 110,698 110,698 250,000 SA-SEPA - Housing 3,363,284 218,736 218,736 - SA-OTKP - Operating 315,882 209,190 209,190 - SA-OTKP - Housing 517,978 64,352 64,352 - SA-DTPA - Operating 243,105 54,512 54,512 - SA-DTPA - Housing 243,497 192,435 192,435 - SA-OTKP - Cal Home Prog. 546,380 - - - Total $ 5,741,761 $ 849,923 $ 849,923 $ 250,000 210 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 recent changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account may also reflect the cost of benefits earned by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are paid 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. 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. 211 NON-DEPARTMENTAL AdoptedAmendedProposed ActualBudgetBudgetBudget 2010-112011-122011-122012-13 Non-Departmental $ 11,016,388 $ 18,507,750 $ 22,297,711 $ 16,065,029 Total (a) (b) $ 11,016,388 $ 18,507,750 $ 22,297,711 $ 16,065,029 SOURCE OF FUNDS: General Fund $ 5,345,194 $ 17,921,350 $ 21,246,350 $ 15,633,211 Development Servcs. Fund - 340,900 340,900 318,000 T.O.T. Fund - 108,000 108,000 113,818 Park Development (NOR) 4,020,272 - 464,961 - Redevelopment 700,922 137,500 137,500 - Equipment Management 950,000 - - - Self-Insurance Fund - - - - Total Total (a) (b) $ 11,016,388 $ 18,507,750 $ 22,297,711 $ 16,065,029 FULL TIME EMPLOYEES: Non- Departmental0.000.000.000.00 Total0.000.000.000.00 (a) Does not include debt service or interfund transfers (b) Items of note included in the 2012-13 non-departmental budget include: (1) $2,700,000 set aside for future anticpated PERS increases in FY 2013/14 (2) Council Contigency of $50,000 (3) Election cost estimates of $152,320 212 American Recovery and Reinvestment Act of 2009 (Federal Economic Stimulus Program) On February 17, 2009, President Barack Obama signed into law the American Recovery and Reinvestment Act (ARRA) of 2009. The ARRA was developed as a response to the national economic crisis, the likes of which has not been seen since the Great Depression. The ARRA has a stated goal of creating or saving more than 3.5 million jobs over the next two years. This goal is to be accomplished through significant nationwide investments in both the public and private sectors. This will include substantial investment in areas such as public infrastructure development, public safety and the development of renewable energy programs, to name just a few. ARRA funds will be distributed throughout the nation in two primary ways, through formula grants provided directly to various jurisdictions and through a competitive process where agencies compete nationwide for program funding. While the City has already been notified that it will receive funding through several formula based programs, it will take advantage of every opportunity to go after competitive funding where appropriate. In an effort to provide clear transparency and accountability with regards to ARRA resources, the City has set up separate funds in the budget designated specifically for ARRA revenues. Below is a summary of the various ARRA funded programs the City has received. Community Development Block Grant (CDBG) – ARRA provided $1.0 billion nationwide to support CDBG programs in entitlement communities. These funds are distributed on a formula basis and provide funding for activities that benefit low- and moderate-income individuals by addressing community development needs. Homelessness Prevention – ARRA provided $1.5 billion nationwide for homelessness prevention and rapid re-housing activities. These funds are distributed on a formula basis and must be used for short-term or medium-term rental assistance, housing relocations and stabilization services. Highway Infrastructure – ARRA provided $27.5 billion nationwide for highway infrastructure funding. These funds are distributed on a formula basis and may be used for any project eligible under the surface transportation program. Byrne JAG (Formula) – ARRA provided $2 billion nationwide for the Edward Byrne Memorial Justice Assistance Grant Program. These funds are distributed on a formula basis and allow local governments to support a broad range of activities to prevent and control crime and to improve the criminal justice system. 213 American Recovery and Reinvestment Act of 2009 continued Byrne JAG (Competitive) – ARRA provided $225 million nationwide in additional Edward Byrne Memorial Justice Assistance Grants to be awarded on a competitive basis. COPS (Community Oriented Policing Services) – ARRA provided $1 billion nationwide to hire and train community policing professionals, acquire and deploy cutting-edge crime-fighting technologies, and develop and test innovative policing strategies. These funds cover the actual costs of an officer for three (3) years. Energy Efficiency and Conservation Block Grant – ARRA provided $3.2 billion nationwide for the Energy Efficiency and Conservation Block Grant Program. These funds are distributed both by formula and on a competitive basis and are designed to support a wide range of energy efficiency projects. These projects are to focus on implementing strategies to reduce energy use and improve energy efficiency among other goals. 214 CITY OF BAKERSFIELD ARRA FUNDING SUMMARY BY DEPARTMENT Project Fund Source Homeless Prevention Prog.184 Homelessness Prevention Vehicular Equipment 183 Byrne JAG Directed Policing 183 Byrne JAG Administrative Services 183 Byrne JAG Training 183 Byrne JAG Crime Analyst 183Byrne JAG Competitive Community Relations Spc.183Byrne JAG CompetitiveGrant Trainin 183Byrne JAG Competitive 17 Police Officers 183COPS Grant Opertating Sub Total: EOK214 183 Energy Block Grant TOK222 183 Highway Infrastructure TOK223 183 Highway Infrastructure TOK224 183 Highway Infrastructure TOK225 183 Highway Infrastructure TOK226 183 Highway Infrastructure TOK227 183 CDBG CIP Sub Total: ARRA TOTAL: Police Department $7,580,957 $5,062,124 $315,709 $5,062,124 70,000 70,773 Amount $3,040,700WWTP #3 Solar Project $1,372,351 $830,773 Operating Budget $1,372,351 $420,000 270,000 Public Works Capital Improvements Budget Economic Development $163,941 147,044 4,724 2,432,000 $3,040,700 PVMT REHAB - Phase 4 4,400,000 (Phase 3: Hughes Lane from White Lane to Planz Road; Wilson Road from White Lane to Planz Road; and Wible Road from Pacheco Road to White Lane) $1,772,000PVMT REHAB - Phase 1 PVMT REHAB - Phase 2 (Phase 2: Ashe Road from White Lane to Ming Ave) PVMT REHAB - Phase 3 1,850,000 (Phase 1: Mt. Vernon Ave from SR178 to University Ave) $897,462 $23,619,119 $16,038,162 $12,100,000 (Phase 4: Ming Ave from Gosford Road to New Stine Road) (Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road, (the northbound lanes only)) PVMT REHAB - Phase 5 1,646,000 PVMT REHAB - CDBG $897,462 215 ARRA Project Status Update Operating Budget Economic Development: Homelessness Prevention – The City of Bakersfield has contracted with Bethany Services/Bakersfield Homeless Center to provide both the Homeless Prevention and Rapid Rehousing components of this program. Bethany has established both programs, set up working relationships with numerous community organizations for referrals to the program services, and has served approximately 90 households and more than 2400 individuals since the program began. The City of Bakersfield is far ahead of the spending requirements of the program and expects all funds to be spent prior to the end of FY 2011-12. All HPRP funds must be spent by August 18, 2012. Police Department: Byrne JAG (Formula) – The Police Department has utilized these funds to purchase 10 police vehicles, provide support for the Police Activities League Safe Haven Program, provide POST mandatory and high priority training, and to support the efforts of the departments Directed Policing unit. Byrne JAG (Competitive) – The Police Department has utilized these funds to hire 1 Community Relations Specialist and 1 Crime Analyst. COPS (Community Oriented Policing Services) – The Police Department has received grant funding to cover the actual costs for 17 Police Officer positions for a three-year period. All 17 positions have been filled. Additionally, the transfer of the 17 officers to the General Fund will be complete by the end of FY 2013-14. Capital Improvements Budget All ARRA-funded CIP projects have been completed. 216 CITY OF BAKERSFIELD FINANCIAL SUMMARY ARRA FEDERAL STIMULUS FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 8,063,6361,561,5431,792,7911,512,675 Total Revenues 8,063,6361,561,5431,792,7911,512,675 Expenditures Personnel 1,539,8641,561,5431,585,7751,454,805 Operating 811,781 207,016 Capital Outlay 24,201 57,870 Total Operating 2,375,8461,561,5431,792,7911,512,675 Capital Improv. Projects 5,687,790 Total Expenditures 8,063,6361,561,5431,792,7911,512,675 Fund Balance - June 30 -$ -$ -$ -$ 217 THIS PAGE INTENTIONALLY LEFT BLANK 218 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. 219 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 and ice rink. Activities include funding for the Greater Bakersfield Convention and Visitors Bureau. 220 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1$221,160$249,311$249,311$249,312 Revenues Intergovernmental Revenue3,631,8713,181,7486,476,6763,270,548 Charges for Services726 Miscellaneous Revenue190,019175,868175,868175,868 Other Financing Sources Total Revenues3,822,6163,357,6166,652,5443,446,416 Expenditures Personnel 537,083581,749581,749529,403 Operating 1,074,478666,1411,640,9801,241,217 Capital Outlay 42,542292,638343,029 Total Operating 1,654,1031,540,5282,565,7581,770,620 Capital Improv. Projects 1,474,4421,224,2223,493,9191,107,580 Total Expenditures 3,128,5452,764,7506,059,6772,878,200 Transfers Transfers out (665,920)(592,866)(592,866)(593,423) Fund Balance - June 30 $249,311$249,311$249,312$224,105 221 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 (56,670)$ 42,180$ 42,180$ 42,181$ Revenues Intergovernmental Revenue3,793,849 1,496,828 5,759,102 1,026,992 Miscellaneous Revenue72,358 30,000 30,000 30,000 Total Revenues3,866,207 1,526,828 5,789,102 1,056,992 Expenditures Personnel 116,966 177,913 177,913 144,473 Operating 3,148,130 1,348,915 4,239,861 915,660 Total Operating 3,265,096 1,526,828 4,417,774 1,060,133 Capital Improv. Projects 502,261 1,371,327 Total Expenditures 3,767,357 1,526,828 5,789,101 1,060,133 Fund Balance - June 30 42,180$ 42,180$ 42,181$ 39,040$ 222 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ -$ -$ -$ Revenues Intergovernmental Revenue2,395,496 3,357,130 Total Revenues 2,395,496 3,357,130 Expenditures Personnel Operating411,9473,320,927 Capital Outlay1,983,54936,203 Total Expenditures2,395,4963,357,130 Fund Balance - June 30 -$ -$ -$ -$ 223 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ -$ -$ -$ Revenues Intergovernmental Revenue5,927,6515,045,7569,847,9815,551,959 Miscellaneous Revenue Total Revenues5,927,6515,045,7569,847,9815,551,959 Capital Improv. Projects5,927,6515,045,7569,847,9815,551,959 Total Expenditures5,927,6515,045,7569,847,9815,551,959 Fund Balance - June 30 -$ -$ -$ -$ 224 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 297,517$ 376,929$ 376,929$ -$ Revenues Intergovernmental Revenue49,369,96021,734,115156,832,73993,919,138 Total Revenues49,369,96021,734,115156,832,73993,919,138 Expenditures Capital Improv. Projects 49,290,54821,734,115157,209,66893,919,138 Total Expenditures 49,290,54821,734,115157,209,66893,919,138 Transfers Transfers in Fund Balance - June 30 376,929$ 376,929$ -$ -$ 225 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ (39,500)$ -$ -$ Revenues Intergovernmental 303,980319,571325,051349,866 Miscellaneous Revenue 1,566 500 500 500 Total Revenues 305,546320,071325,551350,366 Expenditures Operating 248,530280,571280,571350,366 Capital Improv. Projects 57,016 44,980 Total Expenditures 305,546280,571325,551350,366 Fund Balance - June 30 -$ -$ -$ -$ 226 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 7,054,555$ 4,477,948$ 9,382,762$ 5,157,698$ Revenues Intergovernmental Revenue8,489,8325,728,0008,068,7808,210,000 Charges for Services Fines & Forfeits11,18345,00010,000 Miscellaneous Revenue219,53950,00051,49050,000 Total Revenues8,720,5545,778,0008,165,2708,270,000 Expenditures Personnel 1,163,8801,301,9751,301,975 Operating 1,204,4203,370,7944,892,8803,068,746 Capital Outlay 38,345 30,000 30,000 37,500 Total Operating 2,406,6454,702,7696,224,8553,106,246 Capital Improv. Projects 3,985,7022,782,7526,165,4798,986,534 Total Expenditures 6,392,3477,485,52112,390,33412,092,780 Transfers Transfers out (205,600) Fund Balance - June 30 9,382,762$ 2,770,427$ 5,157,698$ 1,129,318$ 227 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 1,194,964$ 1,162,116$ 1,162,116$ 592,116$ Revenues Charges for Services 396,805300,000300,000300,000 Fines and Forfeits 1,384,7071,100,0001,100,0001,100,000 Miscellaneous Revenue 16,029 10,000 10,000 7,000 Total Revenues 1,797,5411,410,0001,410,0001,407,000 Expenditures Operating 630,389480,000480,000491,500 Total Expenditures 630,389480,000480,000491,500 Transfers Transfers out (1,200,000)(1,500,000)(1,500,000)(1,300,000) Fund Balance - June 30 1,162,116$ 592,116$ 592,116$ 207,616$ 228 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ 26,875$ 26,875$ 6,290$ Revenues Intergovernmental Revenue 7,274 70,494882,430 Licenses and permits 168,527181,000186,000186,000 Charges for Services 592,100636,885661,300646,300 Total Revenues 767,901 888,379 1,729,730 832,300 Expenditures Personnel 566,023654,404654,404668,704 Operating 175,003215,465265,465164,691 Capital Outlay 18,510830,446 Total Expenditures 741,026 888,379 1,750,315 833,395 Fund Balance - June 30 26,875$ 26,875$ 6,290$ 5,195$ 229 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 486,694$ 628,864$ 476,133$ 245,078$ Revenues Intergovernmental 332,377374,982300,000300,000 Fines and Forfeits Miscellaneous Revenue 7,461 5,000 5,000 2,500 Total Revenues 339,838379,982305,000302,500 Expenditures Personnel 84,104101,842101,842 40,580 Operating 123,489 69,120111,734 Capital Outlay 142,806244,600322,479 Total Expenditures 350,399415,562536,055 40,580 Fund Balance - June 30 476,133$ 593,284$ 245,078$ 506,998$ 230 CITY OF BAKERSFIELD FINANCIAL SUMMARY METROPOLITIAN MEDICAL RESPONSE SYSTEM AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 7,431$ 7,431$ 7,431$ -$ Revenues Intergovernmental 147,374101,693197,361 Miscellaneous Revenue (7,431) Total Revenues 147,374101,693189,930 Expenditures Operating 41,258 47,518113,326 Capital Outlay 106,116 54,175 84,035 Total Operating 147,374101,693197,361 Total Expenditures 147,374101,693197,361 Fund Balance - June 30 7,431$ 7,431$ -$ -$ 231 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 1,582,980$ 3,155,365$ 3,249,927$ 3,933,932$ Revenues Taxes 6,851,869 6,450,000 7,350,000 7,575,000 Charges for Services 5,873,222 5,410,209 5,410,209 5,877,475 Miscellaneous Revenue 1,231,894 1,724,321 1,724,321 1,720,500 Total Revenues 13,956,985 13,584,530 14,484,530 15,172,975 Expenditures Personnel 3,724,086 3,464,351 3,464,351 3,889,959 Operating 3,412,856 3,591,062 3,685,624 3,269,037 Capital Outlay 746 Capital Leases 3,152,350 3,150,550 3,150,550 3,146,576 Total Expenditures 10,290,038 10,205,963 10,300,525 10,305,572 Transfers Transfers out (2,000,000) (3,500,000) (3,500,000) (7,670,045) Fund Balance - June 30 3,249,927$ 3,033,932$ 3,933,932$ 1,131,290$ Capital Lease Reserve 900,000$ 900,000$ 900,000$ 900,000$ Unreserved 2,349,927 2,133,932 3,033,932 231,290 Total 3,249,927$ 3,033,932$ 3,933,932$ 1,131,290$ 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 $32,000,000. Funding for this program is provided by allocation from the various City programs. 233 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 128,011,929$ 20,741,608$ 21,304,977$ 17,019,659$ Revenues Intergovernmental Revenue 201,809 Charges for Services 20,417,01220,696,80020,696,80021,012,200 Miscellaneous Revenue 926,791918,500918,500822,493 Total Revenues 21,545,61221,615,30021,615,30021,834,693 Expenditures Personnel 4,614,8335,019,0435,019,0435,603,746 Operating 17,569,29711,811,88312,038,52612,700,061 Capital Outlay 8,066,6948,783,1249,119,84911,367,745 Total Operating 30,250,82425,614,05026,177,41829,671,552 Capital Improv. Projects 26,400 26,400 Total Expenditures 30,250,82425,640,45026,203,81829,671,552 Tranfers Transfers in 1,998,260 303,200 303,200 1,470,600 Transfers In 1,998,260 303,200 303,200 1,470,600 Fund Balance - June 30 21,304,977$ 17,019,658$ 17,019,659$ 10,653,400$ 234 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 13,940,509$ 1,579,167$ 1,686,166$ 1,185,167$ Revenues Charges for Services 8,013,2958,520,4858,520,4859,136,733 Miscellaneous Revenue 1,324,788557,000682,000457,000 Total Revenues 9,338,0839,077,4859,202,4859,593,733 Expenditures Personnel 2,185,0632,504,5802,504,5802,779,937 Operating 9,407,3637,891,9067,998,9047,998,743 Total Expenditures 11,592,42610,396,48610,503,48410,778,680 Transfers Transfers in800,000 800,000 Transfers out(1,222,000) Transfers in/(out)(1,222,000) 800,000 800,000 - Fund Balance - June 30 1,686,166$ 1,060,166$ 1,185,167$ 220$ 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 AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 121,012,216$ 17,174,304$ 19,970,311$ 15,730,751$ Revenues Taxes and Assessments 7,556,9017,765,5318,167,6317,534,898 Charges for Services 4,040 Miscellaneous Revenue 84,257 25,990 Total Revenues 7,645,1987,765,5318,193,6217,534,898 Expenditures Operating 222,448245,200245,200235,427 Debt Service 7,437,4149,391,9749,391,9747,206,491 Total Operating 7,659,8629,637,1749,637,1747,441,918 Capital Improv. Projects 1,027,241 2,796,007 Total Expenditures 8,687,1039,637,17412,433,1817,441,918 Tranfers Transfers in 10,656 Transfers out (10,656) Transfers In - Fund Balance - June 30 19,970,311$ 15,302,661$ 15,730,751$ 15,823,731$ 237 Capital Improvement Program Funds x Capital Outlay Fund - To account for the cost of capital projects financed primarily by general revenues. 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. 238 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 14,199,909$ 7,230,951$ 9,168,225$ 4,913,596$ Revenues Intergovernmental 11,230709,638994,881 Charges for Service Fines & Forfeits Miscellaneous Revenue 46,713 1,903,038 1,873,038 15,000 Total Revenues 57,943 2,612,676 2,867,919 15,000 Expenditures Capital Improv. Projects 8,089,627 8,937,022 11,072,548 1,708,400 Total Expenditures 8,089,627 8,937,022 11,072,548 1,708,400 Tranfers Transfers in 3,000,000 4,025,000 4,025,000 1,670,045 Transfers out (75,000) (75,000) (365,000) Fund Balance - June 30 9,168,225$ 4,856,605$ 4,913,596$ 4,525,241$ Facilities Reserve $5,000,000$4,818,370$4,818,370$4,453,370 Unreserved 4,168,225 38,235 95,226 71,871 Total $9,168,225$4,856,605$4,913,596$4,525,241 Analysis of Fund Balance 239 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 7,414,002$ -$ 10,084,412$ -$ Revenues Intergovernmental 2,489,7453,060,500 Charges for Service 138,004 Miscellaneous Revenue 92,554 50,000 50,000 50,000 Total Revenues 230,558 2,539,745 3,110,500 50,000 Expenditures Operating 140,000 Total Operating 140,000 Capital Improv. Projects2,053,172 7,889,745 18,544,912 13,411,862 Total Expenditures2,053,172 7,889,745 18,544,912 13,551,862 Tranfers Transfers in 4,493,024 5,350,000 5,350,000 13,805,000 Fund Balance - June 30 10,084,412$ -$ -$ 303,138$ 240 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ -$ -$ -$ Revenues Intergovernmental 1,496,970 2,603 Total Revenues 1,496,970 2,603 Expenditures Capital Improv. Projects 1,496,970 2,603 Total Expenditures 1,496,970 2,603 Fund Balance - June 30 -$ -$ -$ -$ 241 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 110,740,255$ 3,343,752$ 6,828,613$ 1,499,251$ Revenues Assessments 4,775,503 984,961 1,339,024 365,000 Miscellaneous Revenue 77,976 100,000 40,000 30,000 Total Revenues 4,853,479 1,084,961 1,379,024 395,000 Expenditures Operating 4,020,272 464,961 919,024 Debt Service 1,137,527 Total Operating 4,020,272 464,961 2,056,551 Capital Improv. Projects 4,744,849 2,304,500 4,651,835 115,000 Total Expenditures 8,765,121 2,769,461 6,708,386 115,000 Fund Balance - June 30 6,828,613$ 1,659,252$ 1,499,251$ 1,779,251$ 242 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 12,407,175$ 4,121,624$ 12,393,504$ 335,983$ Revenues Intergovernmental Charges for Service160,952 100,000 100,000 Assessments6,897,147 6,500,000 6,522,500 6,021,000 Miscellaneous1,247,439 3,391,180 3,416,180 25,000 Total Revenues8,305,5389,891,18010,038,6806,146,000 Expenditures Personnel 255,261228,815228,815227,119 Operating 12,504 26,414 26,414 11,322 Total Operating 267,765255,229255,229238,441 Capital Improv. Projects 3,051,4448,569,09116,840,972657,675 Total Expenditures 3,319,2098,824,32017,096,201896,116 Transfers Transfers out (14,000,000)(5,000,000)(5,000,000)(5,000,000) Fund Balance - June 30 12,393,504$ 188,484$ 335,983$ 585,867$ 243 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 21,865,963$ 4,458,126$ 25,320,714$ 165,275$ Revenues Charges for Service 100,192 Miscellaneous 950,000 10,000 70,000 50,000 Total Revenues 1,050,192 10,000 70,000 50,000 Expenditures Personnel 767,012887,265887,2651,033,039 Operating 363,446392,743392,743380,122 Capital Outlay 2,500 2,500 Total Operating 1,130,4581,282,5081,282,5081,413,161 Capital Improv. Projects 10,464,9838,080,34228,942,9313,650,000 Total Expenditures 11,595,4419,362,85030,225,4395,063,161 Transfers Transfers In 14,000,0005,000,0005,000,0005,000,000 Fund Balance - June 30 25,320,714$ 105,276$ 165,275$ 152,114$ 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 $381,000 plus interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt. 245 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ -$ -$ -$ Revenues Miscellaneous 79,655 80,956 80,956 81,044 Total Revenues 79,655 80,956 80,956 81,044 Expenditures Debt Service 745,575673,822673,822674,467 Total Expenditures 745,575673,822673,822674,467 Transfers Transfers In 665,920592,866592,866593,423 Fund Balance - June 30 -$ -$ -$ -$ 246 PrincipalInterest Total General Fund- Compensated Absences - Accrued- Sick Leave and Vacation - Estimate 5,800,000$ -$ 5,800,000$ Transient Occupancy Tax Fund- Convention Center - Arena Projects Series 2006A - Refunding COP 17,980,000 4,678,875 22,658,875 Series 2006B - Refunding COP 6,730,000 1,981,076 8,711,076 Community Development Block Grant Fund- HUD Section 108 Loans, 2003 ($4.1 m)2,806,000 911,585 3,717,585 HUD Section 108 Loans, 2003 ($0.8 m)568,000 204,395 772,395 HUD Section 108 Loans, 2003 ($1.0 m)732,000 268,669 1,000,669 HUD Section 108 Loans, 2009 ($1.8 m)1,427,000 216,629 1,643,629 Wastewater Treatment Fund: State Water Resources Loan 6,769,136 1,353,859 8,122,995 Sewer Revenue Bonds, 2007A 184,720,000 119,736,694 304,456,694 Sewer Revenue Bonds, 2007B 25,000,000 7,988,195 32,988,195 Domestic Water Fund- KCWA Water Rights 21,664,942 16,064,836 37,729,778 Successor Agency Fund: Property Tax Abatement Contracts: Specialty Trim and Awning 2,633 2,633 California Housing Finance Authority: Downtown Park Cottages Loan, 2002 200,226 5,985 206,211 Citywalk Project 277,429 11,169 288,598 The Village @ Baker Street 607,766 46,256 654,022 Creek View Village 1,097,822 32,935 1,130,757 Centennial Garden Reimb. 1997 17,000,000 17,000,000 RDA - 2006 Arena COPS Series A 17,980,000 4,678,875 22,658,875 RDA - 2006 Arena COPS Series B 6,730,000 1,981,076 8,711,076 HUD Section 108 Loans, Millcreek South 3,474,000 1,623,711 5,097,711 HUD Section 108 Loans, Fire Station 5 1,420,000 675,372 2,095,372 I Bank - Millcreek 9,558,473 4,559,244 14,117,717 RDA Reimbursement to City 3,124,633 355,772 3,480,405 RDA-Tax Allocation Bond Series 2009A 1,990,000 1,626,375 3,616,375 RDA-Tax Allocation Bond Series 2009B 1,180,000 928,361 2,108,361 Special Assessment Districts (23)55,440,000 20,176,061 75,616,061 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2012 247 PrincipalInterestFiscal ChargesTotal Transient Occupancy Tax Fund- Convention Center - Arena Projects 1,985,0001,154,5767,0003,146,576 Community Development Block Grant Fund- HUD Section 108 Loans, 2003 421,000246,467 7,000674,467 Wastewater Treatment Fund: State Water Resources Loan 752,126150,429 902,555 Sewer Revenue Bonds, 2007A 2,845,0009,077,338 9,650 11,931,988 Sewer Revenue Bonds, 2012A 5,000,000670,000 12,500 5,682,500 Domestic Water Fund: KCWA Water Rights 490,747982,448 1,473,195 Mainline Extenstion Reimbursement 150,000 150,000 Successor Agency Fund: Property Tax Abatement Contracts: Specialty Trim and Awning 1,500 1,500 California Housing Finance Authority: Downtown Park Cottages Loan, 2002 200,226 5,985 206,211 Citywalk Project 277,42911,169 288,598 The Village @ Baker Street 145,27218,233 163,505 Creek View Village 1,097,82232,935 1,130,757 Centennial Garden Reimb. 1997 1,700,000 1,700,000 RDA - 2006 Arena COPS Series A 1,450,000820,750 3,5002,274,250 RDA - 2006 Arena COPS Series B 535,000333,826 3,500872,326 HUD Section 108 Loans, Millcreek South 145,000167,140 312,140 HUD Section 108 Loans, Fire Station 6 65,00075,949 140,949 I Bank - Millcreek 238,303286,375 27,982552,660 RDA Reimbursement to City 727,878172,966 900,844 RDA 2009 Tab - Series A 55,000147,187 3,150205,337 RDA 2009 Tab - Series B 35,00084,281 3,150122,431 Special Assessment Districts (23)3,960,0003,227,551 18,9407,206,491 Total Debt Service 22,277,30317,665,605 96,37240,039,280 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES FISCAL YEAR 2012-13 248 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 Proposed Actual BudgetEstimates Budget 2010-112011-12 2011-12 2012-13 Fund Balance - July 1 97,414,481$ 46,392,153$ 77,767,703$ 29,429,185$ Revenues Intergovernmental Revenue 345,813 12,000 Charges for Services 29,349,06329,335,95029,487,00029,500,000 Fines & Forfeits 79,048 79,048 Miscellaneous Revenue 2,331,9511,403,500 887,500 956,000 Other Financing Sources 331,063 Total Revenues 32,357,89030,818,49830,465,54830,456,000 Expenditures Personnel 5,038,9265,524,2475,524,2475,982,036 Operating 27,186,1797,261,7937,329,6837,239,589 Capital Outlay 79,581140,777 140,777 80,000 Debt Service 14,701,90133,923,64933,923,64918,517,043 Total Operating 47,006,58746,850,46646,918,35631,818,668 Capital Improv. Projects 11,675,5814,578,04835,885,7103,030,000 Total Expenditures 58,682,16851,428,51482,804,06634,848,668 Transfers Transfers in 13,000,00018,000,00017,000,00017,500,000 Transfers out (6,322,500)(13,097,500)(13,000,000)(15,050,000) Transfers in 6,677,5004,902,5004,000,0002,450,000 Fund Balance - June 30 77,767,703$ 30,684,637$ 29,429,185$ 27,486,517$ Debt Service Reserve 16,000,000$ 16,000,000$ 10,000,000$ 10,000,000$ Rate Stabilization 2,000,000 Capital Reserve 6,000,0006,000,0006,000,0006,000,000 Unreserved 55,767,7038,684,63713,429,185 9,486,517 Total 77,767,703$ 30,684,637$ 29,429,185$ 27,486,517$ Analysis of Fund Balance 250 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 4,083,818$ 1,435,957$ 1,435,957$ 800,757$ Revenues Taxes 96,993 50,000 90,000 50,000 Charges for Services 3,992,6634,252,8003,262,8002,140,400 Miscellaneous Revenue 37,483 40,000 12,000 10,000 Total Revenues 4,127,1394,342,8003,364,8002,200,400 Transfers Transfers Out (6,775,000)(5,000,000)(4,000,000)(2,500,000) Fund Balance - June 30 1,435,957$ 778,757$ 800,757$ 501,157$ 251 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 115,644,045$ 16,477,513$ 17,359,920$ 17,506,988$ Revenues Intergovernmental Revenue1,915,3941,513,6001,561,1401,532,000 Charges for Services37,938,07936,065,00037,894,45038,454,200 Miscellaneous Revenue482,251334,000337,160289,000 Total Revenues40,335,72437,912,60039,792,75040,275,200 Expenditures Personnel 9,360,15210,181,43610,181,43610,676,349 Operating 26,467,12027,684,40827,715,93729,526,736 Capital Outlay 351,304329,000378,0002,557,000 Total Operating 36,178,57638,194,84438,275,37342,760,085 Capital Improv. Projects 540,513527,0001,341,309100,000 Total Expenditures 36,719,08938,721,84439,616,68242,860,085 Transfers Transfers out(1,900,760)(29,000)(29,000)(701,000) Fund Balance - June 3017,359,920$ 15,639,269$ 17,506,988$ 14,221,103$ Cart Replacement Reserve4,712,000$ 5,354,000$ 5,354,000$ 5,354,000$ Unreserved12,647,92010,285,26912,152,9888,867,103 Total 17,359,920$ 15,639,269$ 17,506,988$ 14,221,103$ Analysis of Fund Balance 252 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 14,926,779$ 1,376,368$ 4,008,890$ 1,401,368$ Revenues Intergovernmental Revenue 2,209,710 Miscellaneous Revenue 46,813 25,000 25,000 10,000 Total Revenues 46,813 25,0002,234,710 10,000 Expenditures Capital Improv. Projects 964,702 4,842,232 Total Expenditures 964,702 4,842,232 Fund Balance - June 30 4,008,890$ 1,401,368$ 1,401,368$ 1,411,368$ 253 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 16,284,054$ 7,230,071$ 8,531,566$ 5,321,109$ Revenues Intergovernmental 188,123 Charges for Services 6,885,4775,230,0003,315,0004,618,000 Miscellaneous Revenue 159,300 40,000 50,000 52,000 Total Revenues 7,232,9005,270,0003,365,0004,670,000 Expenditures Personnel 1,846,6912,043,5992,043,5992,026,048 Operating 2,521,1542,670,6633,184,0872,512,416 Capital Outlay 29,700 29,700 11,000 Total Operating 4,367,8454,743,9625,257,3864,549,464 Capital Improv. Projects 617,543505,0001,293,071100,000 Total Expenditures 4,985,3885,248,9626,550,4574,649,464 Tranfers Transfers out (25,000) (25,000) (25,000) Fund Balance - June 30 8,531,566$ 7,226,109$ 5,321,109$ 5,316,645$ 254 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 129,534,150$ 11,894,074$ 27,639,584$ 12,165,207$ Revenues Charges for Services 21,910,284 22,951,20022,937,20023,138,200 Miscellaneous Revenue 634,626369,800364,400371,800 Total Revenues 22,544,91023,321,00023,301,60023,510,000 Expenditures Personnel 682,892748,712748,712856,086 Operating 18,578,42116,287,72916,519,61917,251,796 Capital 43,440 20,000 20,000 20,000 Debt Service 2,360,0791,624,0261,624,0261,623,195 Total Operating 21,664,83218,680,46718,912,35719,751,077 Capital Improv. Projects 2,774,6444,350,00019,863,6201,860,000 Total Expenditures 24,439,47623,030,46738,775,97721,611,077 Transfers Transfers Out (25,000) Fund Balance - June 3027,639,584$ 12,184,607$ 12,165,207$ 14,039,130$ 255 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1676,040$ 167,170$ 447,261$ 201,207$ Revenues Intergovernmental Revenues839,962 29,475584,621784,135 Charges for Services 253,868247,500279,500279,500 Miscellaneous Revenue 3,510 3,500 3,500 3,500 Total Revenues 1,097,340280,475867,6211,067,135 Expenditures Personnel 72,339 69,722 69,722 79,271 Operating 265,126148,216149,923154,483 Total Operating 337,465217,938219,645233,754 Capital Improv. Projects 988,654 60,500894,030900,150 Total Expenditures 1,326,119278,4381,113,6751,133,904 Fund Balance - June 30 447,261$ 169,207$ 201,207$ 134,438$ 256 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 142,191$ 15,198$ 15,198$ 21,858$ Revenues Charges for Services 63,120 68,000 60,000 60,000 Miscellaneous Revenue 93 200 200 100 Total Revenues 63,213 68,200 60,200 60,100 Expenditures Personnel 59,665 Operating 30,541 73,540 73,540 99,840 Total Expenditures 90,206 73,540 73,540 99,840 Transfers Transfers In20,00020,00020,000 Fund Balance - June 3015,198$ 29,858$ 21,858$ 2,118$ 257 THIS PAGE INTENTIONALLY LEFT BLANK 258 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 the mandatory twenty percent (20%) of Tax Increment Revenue set aside for low- and moderate-income housing. 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. 259 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY OPERATING FUND SOUTHEAST PROJECT AREA AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 12,693,639$ 336,684$ 1,477,239$ 124,000$ Revenues Taxes 3,053,6602,911,0002,233,6562,246,375 Intergovernmental Revenue 60,395 54,500226,347 Charges for Services 4,200 Miscellaneous Revenue 11,233 20,000 20,000 Total Revenues 3,129,4882,985,5002,480,0032,246,375 Expenditures Personnel 328,821 53,815 53,815 Operating 486,693116,883180,514250,000 Capital Outlay 6 171,847 Debt Service 325,744 Total Operating 815,520170,698731,920250,000 Capital Improv. Projects 1,165,887 751,179 Total Expenditures 1,981,407170,6981,483,099250,000 Transfers Transfers Out (2,364,481)(2,732,143)(2,350,143)(1,996,375) Fund Balance - June 30 1,477,239$ 419,343$ 124,000$ 124,000$ 260 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY OPERATING FUND OLD TOWN KERN-PIONEER AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 13,228,384$ 174,993$ 2,097,302$ 209,000$ Revenues Taxes 1,921,3601,988,0001,555,0961,002,546 Intergovernmental Revenue 12,911 12,800 12,800 Miscellaneous Revenue 99,796 6,000 6,000 Other Financing Sources Total Revenues 2,034,0672,006,8001,573,8961,002,546 Expenditures Personnel 179,651170,384170,384 Operating 374,929 80,306144,972 Debt Service 898,851 Total Operating 554,580250,6901,214,207 Capital Improv. Projects 1,127,041 958,791 Total Expenditures 1,681,621250,6902,172,998 Transfers Transfers Out (1,483,528)(1,482,200)(1,289,200)(1,002,546) Fund Balance - June 30 2,097,302$ 448,903$ 209,000$ 209,000$ 261 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY OPERATING FUND DOWNTOWN PROJECT AREA AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1766,733$ 327,416$ 756,649$ -$ Revenues Taxes 2,739,1962,300,0001,766,7961,700,000 Intergovernmental Revenue 315 300 300 Miscellaneous Revenue 13,414 10,000 10,000 Total Revenues 2,752,9252,310,3001,777,0961,700,000 Expenditures Personnel 202,867 838 838 Operating 198,577 89,674 89,753 Total Operating 401,444 90,512 90,591 Capital Improv. Projects 125,612 429,154 Total Expenditures 527,056 90,512519,745 Transfers Transfers Out(2,235,953)(2,301,250)(2,014,000)(1,700,000) Fund Balance - June 30756,649$ 245,954$ -$ -$ 262 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY HOUSING FUND SOUTHEAST PROJECT AREA AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 5,868,582$ 25,310$ 2,327,715$ -$ Revenues Taxes 469,800 Miscellaneous77,57950,00050,000 Other Financing Sources950,000 Total Revenues1,027,57950,00050,000469,800 Expenditures Personnel 218,736218,736 Operating 3,363,284 2,036,479 Total Operating 3,363,284218,7362,255,215 Capital Improv. Projects 1,113,077 Total Expenditures 4,476,361218,7362,255,215 Transfers Transfers In 778,000735,000353,000 Transfers Out (870,085)(475,500)(475,500)(469,800) Transfers In / Out (92,085)259,500(122,500)(469,800) Fund Balance - June 30 2,327,715$ 116,074$ -$ -$ 263 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY HOUSING FUND OLD TOWN KERN-PIONEER AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 2,958,863$ 50,467$ 2,603,054$ -$ Revenues Taxes 350,000 Intergovernmental Revenues546,38053,620 Miscellaneous28,16920,00020,000 Total Revenues574,54920,00073,620350,000 Expenditures Personnel 43,491 64,352 64,352 Operating 1,020,867 2,549,322 Total Expenditures 1,064,358 64,3522,613,674 Transfers Transfers In 484,000480,000287,000 Transfers Out (350,000)(350,000)(350,000)(350,000) Transfers In / Out 134,000130,000 (63,000)(350,000) Fund Balance - June 30 2,603,054$ 136,115$ -$ -$ 264 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY HOUSING FUND DOWNTOWN PROJECT AREA AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 783,921$ 288,918$ 1,375,918$ -$ Revenues Taxes 206,211 Miscellaneous Revenue 9,494 10,000 10,000 Total Revenues 9,494 10,000 10,000206,211 Expenditures Personnel 178,135178,135 Operating 243,497 14,3001,301,290 Total Expenditures 243,497192,4351,479,425 0 Transfers Transfers In 826,000586,250299,000 Transfers Out (205,493)(205,493)(206,211) Transfers In / Out 826,000380,757 93,507(206,211) Fund Balance - June 30 1,375,918$ 487,240$ -$ -$ 265 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY DEBT SERVICE FUND DOWNTOWN PROJECT AREA AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 (109)$ 8,519$ -$ -$ Revenues Charges for Services 3,152,350 3,150,550 3,150,550 3,146,576 Miscellaneous Revenue 109 Total Revenues 3,152,459 3,150,550 3,150,550 3,146,576 Expenditures Operating Debt Service4,562,303 5,071,043 5,071,043 5,052,787 Total Expenditures4,562,303 5,071,043 5,071,043 5,052,787 Transfers Transfers In 1,409,953 1,920,493 1,920,493 1,906,211 Fund Balance - June 30 -$ 8,519$ -$ -$ 266 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY DEBT SERVICE FUND OLD TOWN KERN-PIONEER AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ -$ -$ -$ Expenditures Debt Service 1,349,528 1,352,200 1,352,200 1,352,546 Total Expenditures 1,349,5281,352,2001,352,2001,352,546 Transfers Transfers In 1,349,5281,352,2001,352,2001,352,546 Fund Balance - June 30 -$ -$ -$ -$ 267 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY DEBT SERVICE FUND SOUTHEAST PROJECT AREA AmendedRevisedProposed Actual BudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1 -$ -$ -$ -$ Expenditures Debt Service 2,456,5662,472,6432,472,6432,466,175 Total Expenditures 2,456,5662,472,6432,472,6432,466,175 Transfers Transfers In 2,456,5662,472,6432,472,6432,466,175 Fund Balance - June 30 -$ -$ -$ -$ 268 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY MILL CREEK I-BANK LOAN / PROP 1C GRANT / MILL CREEK OLD TOWN KERN-PIONEER AmendedRevisedProposed ActualBudgetEstimatesBudget 2010-112011-122011-122012-13 Fund Balance - July 1(2)$ -$ -$ -$ Revenues Intergovernmental Revenue1,141,762 9,759,439 Miscellaneous Revenue (85,258) Other Financing Sources 146,445 Total Revenues 1,202,949 09,759,439 Expenditures Capital Improv. Projects 1,202,947 9,759,439 Total Expenditures 1,202,947 09,759,439 Fund Balance - June 30 -$ -$ -$ -$ 269 THIS PAGE INTENTIONALLY LEFT BLANK 270 271 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 2 Capital Improvement Program Budget Highlights This memorandum highlights Capital Improvement Projects with a project budget of $100,000 or greater. Individual Capital Improvement Program Project Worksheets provide additional information for all Capital Improvement Projects. Thomas Roads Improvement Program (TRIP) Projects: TRIP Projects comprise 83 percent of the total FY 12/13 Capital Improvement Budget. The amount proposed for TRIP Projects totals $112,381,000. This is comprised of $93,919,138 in federal earmark funds, and $18,461,862 as the local match requirement. Funding for the local match requirement consists of traffic impact fee revenue, PG&E surcharge revenue, and gas tax revenues. Three TRIP projects are proposed for construction in FY 12/13: xMorning Drive/SR-178 Interchange Project. This project is currently in the final design phase and is budgeted for $34,668,349 in federal funds and $4,491,651 in non-federal match funds. It is expected to go to bid in late 2012 or early 2013, and construction should start in the spring of 2013. xSR-58 Gap Closure Project. This project has $22,208,000 in federal funds and $5,552,000 in non-federal match funds proposed for FY 12/13. It will add an additional eastbound and westbound lane (for a total of 6 lanes) to the inside (median area) of SR-58 between SR-99 and the Cottonwood Road overcrossing, a distance of about 3 miles. This project is needed now to relieve congestion along this segment of SR-58. It is actually a part of the larger Centennial Corridor SR-58 connector project and will be required for any of the alternatives currently under consideration. However, because it is being constructed within existing freeway right-of-way, it is being environmentally cleared through a simpler and faster process than the larger Centennial Corridor project, allowing the construction to begin quickly. xWestside Parkway Project – Phase C. The majority of funding for this project is from the California Transportation Commission, and it is being administered with the TRIP projects. It will be a 4 to 8 lane freeway extending from Truxtun Avenue, just west of SR-99, to Stockdale Highway at Heath Road (a distance of over 8 miles). Phase 6C consists of the last two miles of freeway, from the Allen Road interchange (currently under construction), then west 2 miles to the terminus of the freeway at Stockdale Highway. This project has $26,000,000 in state STIP funds and $650,000 in traffic impact fee funds proposed for FY 12/13. 272 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 3 Along with these three new construction projects, $6,337,500 is also proposed for the various phases of the Westside Parkway that are currently under construction. These funds will be used to pay for potential contract change orders and consultant contract amendments, some minor utility relocations, in-house labor, and other miscellaneous costs required to complete the projects. A combination of federal TRIP earmark funds and non-federal match funds are also being budgeted to begin the final design phase and the acquisition of right- of-way for the following projects: SR 178 Widening Project: x$2,400,000 - Design x$3,905,000 – Right-of-Way 24th Street Improvements Project: x$780,000 - to be added to funds already budgeted in FY 11/12 for Design and Right-of-Way Rosedale Highway Widening Project: x$4,322,500 - Right-of-Way only; final design was budgeted in FY 11/12 Hageman Flyover Project: x$1,066,000 – to continue environmental clearance, preliminary engineering, and Right-of-Way Bakersfield Municipal Airport Projects: Proposed FY 12/13 projects for the Bakersfield Municipal Airport include: xAirport Hangar Taxilane Road – This $301,000 project provides approximately 1,200 feet of taxilane access for the Airport Southwest hangars. 90% of this project is federally funded. xAirport Runway 16-34 Rehabilitation – This $559,150 project provides for the design, engineering, and construction of runway 16-34 and taxiway rehabilitation. 90% of this project is federally funded. 273 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 4 Community Development Block Grant Fund (CDBG): CDBG funding is budgeted for three Public Works projects, as follows: xArts Alive Streetscape – This $301,580 project extends the downtown streetscape theme into the 19th Street and 20th Street Arts’ District. xCurb, Gutter, & Sidewalk at Alta Vista and at East California – The proposed budget for each of these projects is $403,000. The goal for this project is to install and repair curb, gutter, and sidewalk prior to reconstruction and paving streets in these areas. The Alta Vista project encompasses Flower Street to Bernard Street and Baker Street to Alta Vista. The East California project encompasses California Avenue to Brundage Lane and MLK Boulevard to Union Avenue. Facility Improvements: Facility Improvements, funded with Capital Outlay funds, include: xVarious Fire Stations, Exterior Paint – This $110,400 proposed project will repaint the exterior of various fire stations which currently require attention to alleviate further damage from deteriorating protective finishes. xRabobank Arena / Convention Center Improvements – Major improvements include $297,000 to replace extremely worn out Arena chairs and $150,000 to replace the Arena sub-floor. The sub-floor is laid down over the ice for non-hockey events. In the past, each piece has been individually replaced when needed, thus creating an uneven floor. Lastly, $100,000 is proposed for the replacement of tables that are in very bad shape. xStreet Lights within Tract 2548 – There are several residential streets and intersections within this tract (south of Stockdale Highway and east of Stockdale Country Club) that do not have streetlights. This area was annexed into the City in 1981. This $225,000 project will install streetlights on El Rio Drive, Mesa Verde Drive, Starmount Lane, Vista Verde Way, Jamaica Way and the eastern portion of Kroll Way. Street lighting within this area will improve driving conditions at night. Four facility improvement projects are proposed to be funded with Facility Replacement Reserve funds. Projects with a proposed budget equal to or greater than $100,000 include: 274 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 5 xBoiler Replacement at the Police Department Headquarters - This $100,000 project will replace the aging hot water heating boiler, reduce natural gas consumption and bring the building into compliance with changes to the San Joaquin Valley Air Pollution Control District. The current system has begun to leak because of deterioration and corrosion of various components. In addition, the current boiler system is very inefficient because of the age of the system, which is compounded by the developing leaks. xRoof Replacement for the City Hall Annex Building - The roof on this building is over 31 years old. Numerous patches and repairs have been done in recent years to extend the useful life of the roof. However, these sporadic repairs are no longer effective. During the 2010 major storm, interior damage to the building was evident. This $176,000 project will re-roof the building to prevent future leaks and water damage to the building’s interior. Reconstruction of Various Streets: The budget includes a Pavement Rehabilitation Project at various locations that directly ties to Council goals for the street maintenance program with funding from the following sources: federal transportation funds in the amount of $3,965,057 and gas tax revenue, as the source of the local match, in the amount of $850,711. These projects will rehabilitate pavement on: xPanama Lane from South H Street to Monitor Street xBeale Avenue from Monterey Street to Pearl Street xDr. Martin Luther King Jr. Boulevard from State Route 58 to Potomac Resurfacing Funds for Public Works Streets Division: The CIP budget includes $6.3 Million in gas tax revenue for the Streets Division to continue street resurfacing/reconstruction work. This project also ties to Council goals for the street maintenance program. Sewer Projects: Capital Projects funded by Sewer Enterprise funds include: xPlant 2 and Plant 3 Miscellaneous Improvements – Continuous treatment of wastewater year-round will cause wastewater treatment facilities to wear down. Facilities such as clarifiers, headworks, digestors, pump stations, trickling filters, various buildings, major and minor pieces of equipment, pipes 275 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 6 and other structures are all subject to erosion, corrosion, daily operational wear-and-tear, breakdowns and general failures. These proposed projects will make it possible to do periodic capital improvements to the wastewater treatment facilities and make the facilities functional and safe. $250,000 is requested for Plant 2 and $100,000 is requested for Plant 3. xSewer Lift Station at District and Gosford – This lift station was constructed in the early 1980’s. The sewer gases have caused many components of the lift station to fail. The sewer gas odors from the open design of the station are a problem to adjacent residences and businesses. This project will refurbish or reconstruct the lift station to deal with both of these problems. This project is estimated at $2M. The FY 11/12 budget included $516,000. Therefore, additional funds of $1,484,000 are required to complete this project. xSewer Lift Stations at Hageman and Jewetta and at Olive and Callaway – These sewer lift stations have maintenance problems because of the configuration of the wet well and the sitting of the pumps. Solids accumulate and the pumps become clogged and fail. The sewer maintenance crews must service this lift station repeatedly to keep the pumps running properly. $255,000 is proposed for each project to resolve the maintenance problems associated with these lift stations. xSewer Rehabilitation on Brundage Lane, from A Street to Chester Avenue and on Ming Avenue from Castro Lane to South Chester Avenue – In 2008, a consultant was retained to analyze the Southeast Bakersfield sewers and identify projects in need of rehabilitation. These two sections were identified as in need of rehabilitation. $129,000 of funding is requested for the Brundage Lane project and $222,000 of funding is requested for the Ming Avenue project. xWastewater Treatment Plant No. 3 Clarifiers 1 to 4 – Primary clarifiers 1 to 4 at Plant 3 require renovation. These clarifiers were not part of the Plant 3 Expansion Project. Hydrogen sulfide erosion causes deterioration of these clarifiers. Renovation work includes repair and replacement of concrete and steel structures and application of a coating to prevent future corrosion. $170,000 is requested for this project. 276 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 7 Solid Waste Projects: Significant Capital Improvement Projects budgeted with Refuse Collection funds include: xMt. Vernon Recycling Center Paved Area Phase 4 – This $100,000 project will pave the dirt surface of the wood and greenwaste recycling work area. The paving will reduce dust generated by facility users and heavy equipment as required by Air District regulations. Per Agreement No. 08-087 with Kern County, 30% of the $100,000 proposed budget will be funded by the County. Street Improvements: Significant street improvements proposed for FY 2012/13 include: xStreet Improvement on Hosking Avenue from Wible to Hughes – This segment of Hosking Avenue needs roadway widening improvements to alleviate traffic congestion. Right-of-way acquisition for this project was completed in prior years. This is a multi-year project, with $429,000 proposed for FY 12/13 for design and construction costs. xMiscellaneous Right-of-Way – This $200,000 project provides funding to acquire right-of-way for projects included on the Metropolitan Bakersfield Transportation Impact Fee Facilities list. Traffic Signal Coordination: Capital Improvement Projects for traffic signal coordination include Signal Modification, Signal Synchronization / Communication at various locations, and Traffic Signal Interconnect. These projects expand the City’s signal communication network by improving signal timing. Improved signal timing improves air quality by reducing traffic congestion and traffic emissions. The Federal Congestion Management Air Quality (CMAQ) funds 88.53 percent of each project’s costs, with the local match requirement of 11.47 percent funded by the Gas Tax Fund. Specific Traffic Signal Coordination projects include: xSignal Modification at H Street and White Lane – This project expands the number of left turn lanes on H Street. Proposed budget for this project is $175,000 (federal share of $154,927 and Gas Tax share of $20,073). xSignal Synchronization on Ming Avenue from Scarlet Oak Boulevard to Wible Road – This project expands the City’s signal communication network by adding fiber optics and video from the intersections to the TOC. 277 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 8 Synchronization improves signal timing, which reduces traffic congestion and emissions. The proposed budget for this project is $454,000 (federal share of $401,926 and Gas Tax share of $52,074). xTraffic Signal Interconnect on Hageman Road from Coffee Road to Verdugo Lane and on Hageman Road from Verdugo Lane to Old Farm Road - Total budget of $152,200 (federal share of $134,743 and Gas Tax share of $17,457) is proposed for Hageman from Coffee to Verdugo. Total budget of $187,700 (federal share of $166,171 and Gas Tax share of $21,529) is proposed for Hageman from Verdugo to Old Farm. xTraffic Signal Interconnect at Various Downtown Locations – Total budget of $269,600 (federal share of $238,678 and Gas Tax share of $30,922). Traffic Signals: There are two new traffic signal projects included in the FY 12/13 CIP. The proposed budget for the new traffic signal at the intersection of Highway 58 at Oswell Street is $250,000 (federal share of $221,325 with the local match requirement of $28,675 funded by traffic impact fees). The proposed budget for the new traffic signal at the intersection of Stine Road and Woodmere Drive is $209,00 (federal share of $185,028 with the local match requirement of $23,972 funded by gas tax revenue). Water Resources Projects: Significant projects for the Water Resources Department, all funded within the Domestic Water Fund, include: xKern River Channel & 2800 Acre Facility Improvements ($150,000) - Studies are needed and updated permits are required by several regulating agencies so that routine maintenance activities can continue in the river channel and the City’s 2800 Acre Recharge Facility. xWellhead Facilities Upgrade ($720,000) - Several projects are required to improve water production and treatment operations at various well sites within the system. xService Connection Replacement Program ($495,000) - Project includes scheduled replacement of older service connections. xWater Main Extensions ($450,000) - New water main extensions are required to loop our domestic water system so water can flow more efficiently. 278 Honorable Mayor and City Council FY 2012-2017 Proposed CIP - Letter of Transmittal May 9, 2012 Page 9 Other Capital Improvement Projects: Significant Capital Improvement Projects outside the above-referenced categories include: xPavement Management System - The FY 11/12 adopted CIP budget included $200,000 of gas tax revenue to replace the 15 year old current pavement management system which is now outdated because of new technology. Additional funding of $160,000 is needed for this project. Summary Staff is pleased to present the Capital Improvement Program budget five-year plan for 2012-2017, and the proposed FY 2012-13 Capital Improvement Program budget. The projects contained within these budgets represent a wide range of improvements to our infrastructure that will ensure the sustainability of our City facilities, enhance the aesthetics of our community, and provide safety to our residents. Staff has provided Council the necessary information to facilitate long- range planning and allow flexibility to address changing priorities. Thanks to all staff involved in preparation, managing, and monitoring of the City of Bakersfield’s Capital Improvement Program. 279 $J U L F X O W X U D O D Q G ' R P H V W L F :D W H U ) X Q G V &D S L W D O 2 X W O D \ ) X Q G )H G H U D O 7U D Q V S R U W D W L R Q ) X Q G *D V 7 D [ ) X Q G 8W L O L W \ 5 R D G ) X Q G 2W K H U 6H Z H U ( Q W H U S U L V H ) X Q G 7K R P D V 5 R D G V * U D Q W )X Q G L Q J 7U D Q V S R U W D W L R Q 'H Y H O R S P H Q W ) X Q G Ci t y o f B a k e r s f i e l d C. I . 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 2 - 1 3 280 Key to Funding Codes CODE DESCRIPTION SOURCE NUMBER AWF Agriculture Water Fund Local 431 CDBGCommunity Development Block Grant Federal 111 COF Capital Outlay Fund Local 311 DWF Domestic Water Fund Local 441 EMF Equipment Management Fund Local 511 FRR Facility Reserve Fund Local 311 FTF Federal Transportation Fund Federal 121 GAF General Aviation Fund Local 451 GTF Gas Tax Fund State 151 OPF Offstreet Parking Fund Local 461 PIF Park Improvement Fund Local 321 RCF Refuse Collection Fund Local 421 SEF Sewer Enterprise Funds Local 411/412 SLESFSupplemental Law Enforcement Safety Fund State 181 TDA Transportation Development Act State 142/145 TDF Transportation Development Fund Local 331/335 TRIP Thomas Roads Improvement Program Federal/State122/123/124/125/126 URF Utility Roads Fund Local 316 281 1,055 1,057 1,059 1,059 1,061 200400600800100012001400 20072008200920102011 Se w e r L i n e s End of Calendar Year Total Miles of Sewer Lines 325 337 310 359 366 50100150200250300350400 20072008200920102011 Si g n a l s End of Calendar Year Total Traffic Signals 1,236 1,240 1,243 1379 1,465 300 500 700 900 1,100 1,300 1,500 20072008200920102011 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 2 - 2 0 1 7 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 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 To t a l De v e l o p m e n t S e r v i c e s 75 , 0 0 0 $ - $ - $ - $ - $ 75 , 0 0 0 $ Fi r e 27 5 , 4 0 0 27 5 , 4 0 0 Pu b l i c W o r k s 13 1 , 9 3 3 , 9 9 8 15 5 , 0 7 5 , 0 1 6 99 , 5 7 4 , 4 0 0 51 0 , 3 6 1 , 0 0 0 4, 6 1 7 , 0 0 0 90 1 , 5 6 1 , 4 1 4 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 64 9 , 9 0 0 64 9 , 9 0 0 Re c r e a t i o n a n d P a r k s 20 4 , 0 0 0 20 4 , 0 0 0 Wa t e r R e s o u r c e s 1, 9 6 0 , 0 0 0 1 , 0 9 0 , 0 0 0 1 , 1 1 0 , 0 0 0 1 , 0 4 5 , 0 0 0 1 , 0 4 5 , 0 0 0 6 , 2 5 0 , 0 0 0 To t a l 13 5 , 0 9 8 , 2 9 8 $ 15 6 , 1 6 5 , 0 1 6 $ 10 0 , 6 8 4 , 4 0 0 $ 51 1 , 4 0 6 , 0 0 0 $ 5, 6 6 2 , 0 0 0 $ 90 9 , 0 1 5 , 7 1 4 $ 283 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 2 - 2 0 1 7 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 2 - 13 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l AW F 4 3 1 A g r i c u l t u r a l W a t e r F u n d 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 1 2 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 5 2 0 , 0 0 0 $ CD B G 1 1 1 C o m m u n i t y D e v e l o p m e n t B l o c k G r a n t 1 , 1 0 7 , 5 8 0 1, 1 0 7 , 5 8 0 CO F 3 1 1 C a p i t a l O u t l a y F u n d 1 , 3 4 3 , 4 0 0 1, 2 1 0 , 0 0 0 2 4 0 , 0 0 0 1 2 5 , 0 0 0 1 2 5 , 0 0 0 3 , 0 4 3 , 4 0 0 DW F 4 4 1 D o m e s t i c W a t e r F u n d 1 , 8 6 0 , 0 0 0 99 0 , 0 0 0 9 9 0 , 0 0 0 9 4 5 , 0 0 0 9 4 5 , 0 0 0 5 , 7 3 0 , 0 0 0 FR R 3 1 1 F a c i l i t y R e s e r v e F u n d 3 6 5 , 0 0 0 36 5 , 0 0 0 FT F 1 2 1 F e d e r a l T r a n s p o r t a t i o n F u n d 5 , 5 5 1 , 9 5 9 5, 6 7 3 , 3 1 1 3 , 4 5 3 , 5 5 5 3 , 4 5 3 , 5 5 5 3 , 4 5 3 , 5 5 5 2 1 , 5 8 5 , 9 3 5 GA F 4 5 1 G e n e r a l A v i a t i o n F u n d 9 0 0 , 1 5 0 90 0 , 1 5 0 GT F 1 5 1 G a s T a x F u n d 8 , 9 8 6 , 5 3 4 5 , 1 9 8 , 2 2 4 5 , 3 7 8 , 4 4 5 2 , 4 0 7 , 4 4 5 4 4 7 , 4 4 5 2 2 , 4 1 8 , 0 9 3 PI F 3 2 1 P a r k I m p r o v e m e n t F u n d 1 1 5 , 0 0 0 11 5 , 0 0 0 RC F 4 2 1 R e f u s e C o l l e c t i o n F u n d 1 0 0 , 0 0 0 10 0 , 0 0 0 SE F 4 1 1 / 4 1 2 S e w e r E n t e r p r i s e Fu n d 3, 0 3 0 , 0 0 0 6 8 4 , 0 0 0 3, 7 1 4 , 0 0 0 TD F 3 3 1 / 3 3 5 T r a n s p o r t a t i o n D e v e l o p m e n t F u n d 4, 3 0 7 ,6 7 5 5 2 , 1 0 8 , 8 2 2 1 5 , 3 7 5 , 0 8 6 2 2 6 , 62 3 , 9 6 5 5 9 1 , 0 0 0 2 9 9 , 0 0 6 , 5 4 8 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 93 , 91 9 , 1 3 8 9 0 , 2 0 0 , 6 5 9 7 5 , 1 2 7 , 3 1 4 21 6 , 2 5 0 , 0 3 5 47 5 , 4 9 7 , 1 4 6 UR F 3 1 6 U t i l i t y R o a d F u n d 13 , 4 1 1 , 8 6 2 61 , 5 0 1 , 0 0 0 74 , 9 1 2 , 8 6 2 To t a l 13 5 , 0 9 8 , 2 9 8 $ 15 6 , 1 6 5 , 0 1 6 $ 10 0 , 6 8 4 , 4 0 0 $ 51 1 , 4 0 6 , 0 0 0 $ 5, 6 6 2 , 0 0 0 $ 90 9 , 0 1 5 , 7 1 4 $ 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 - $ - $ 284 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 DE V E L O P M E N T S E R V I 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 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l P3 D 0 0 3 D E V S E R V B L D F L 2 & 3 R E M O D 2 C O F 3 1 1 7 5 , 0 0 0 $ - $ - $ - $ - $ 7 5 , 0 0 0 $ To t a l 75 , 0 0 0 $ - $ - $ - $ - $ 7 5 , 0 0 0 $ 285 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 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l P3 H 1 0 1 F I R E S T N E X T E R I O R P A I N T 2, 3 , 4 , 6 C O F 3 1 1 11 0 , 4 0 0 $ - $ - $ - $ - $ 1 1 0 , 4 0 0 $ P3 H 1 0 2 F I R E S T 2 K I T C H E N R H B 2 C O F 3 1 1 90 , 0 0 0 - - - - 90 , 0 0 0 P3 H 1 0 3 S T . 8 A N A L Y S I S 3 C O F 3 1 1 75 , 0 0 0 - - - - 75 , 0 0 0 To t a l 27 5 , 4 0 0 $ - $ - $ - $ - $ 2 7 5 , 4 0 0 $ 286 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S ( T R I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 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 : P3 K 0 1 2 A I R P O R T H N G R T A X I L N R O A D 1 G A F 4 5 1 3 0 1 , 0 0 0 $ - $ - $ - $ - $ 3 0 1 , 0 0 0 $ P3 K 0 1 3 A I R P O R T R N W Y 1 6 - 3 4 R E H A B 1 G A F 4 5 1 5 5 9 , 1 5 0 - - - - 5 5 9 , 1 5 0 P2 K 2 0 7 A I R P O R T - P N T S H A D P R T / H N G R S 1 G A F 4 5 1 4 0 , 0 0 0 - - - - 40 , 0 0 0 T3 K 2 2 2 A L T A V I S T A C U R B / G U T / S I D E W 2 C D B G 1 1 1 4 0 3 , 0 0 0 - - - - 4 0 3 , 0 0 0 T3 K 2 2 6 B I K E L A N E S A L T A V I S T A VA R I O U S GT F 1 5 1 6, 8 8 2 - - - - 6, 8 8 2 T3 K 2 2 6 B I K E L A N E S A L T A V I S T A VA R I O U S IS T E A 1 2 1 5 3 , 1 1 8 - - - - 5 3 , 1 1 8 T3 K 2 2 5 B I K E L A N E S B E L L E T E R R A C E VA R I O U S GT F 1 5 1 4, 0 1 4 - - - - 4, 0 1 4 T3 K 2 2 5 B I K E L A N E S B E L L E T E R R A C E VA R I O U S IS T E A 1 2 1 3 0 , 9 8 6 - - - - 3 0 , 9 8 6 Q3 K 2 0 1 B I T E K S E R V E R H O S T I N G VA R I O U S CO F 3 1 1 3 3 , 1 0 0 - - - - 3 3 , 1 0 0 T3 K 2 2 1 E C A L I F C U R B / G U T / S I D E W A L K 1 C D B G 1 1 1 4 0 3 , 0 0 0 - - - - 4 0 3 , 0 0 0 T2 K 2 1 4 M E D I A N C L A Y P A T R I C K F A R R 4 G T F 1 5 1 4 8 , 9 0 0 - - - - 4 8 , 9 0 0 T3 K 2 2 9 M I S C R O W VA R I O U S TD F 3 3 1 2 0 0 , 0 0 0 - - - - 2 0 0 , 0 0 0 P2 K 2 0 2 M T V E R N O N P A V E D A R E A # 3 1 R C F 4 2 1 1 0 0 , 0 0 0 - - - - 1 0 0 , 0 0 0 Q2 K 2 0 3 P A V E M E N T M A N A G E M N T S Y S T E M N / A G T F 1 5 1 1 6 0 , 0 0 0 - - - - 1 6 0 , 0 0 0 T3 K 2 0 2 P V M T R E H A B F Y 1 2 - 1 3 R S T P 1 , 2 , 7 G T F 1 5 1 8 5 0 , 7 1 1 - - - - 8 5 0 , 7 1 1 T3 K 2 0 2 P V M T R E H A B F Y 1 2 - 1 3 R S T P 1 , 2 , 7 I S T E A 1 2 1 3 , 9 6 5 , 0 5 7 - - - - 3 , 9 6 5 , 0 5 7 T3 K 2 1 1 R E P L F A I L E D / D A M A G E S T L T S VA R I O U S CO F 3 1 1 2 5 , 0 0 0 2 5 , 0 0 0 2 5 , 0 0 0 2 5 , 0 0 0 2 5 , 0 0 0 1 2 5 , 0 0 0 P3 K 0 1 5 R E P L C E B O I L E R @ P D H Q F R R 2 F R R 3 1 1 1 0 0 , 0 0 0 - - - - 1 0 0 , 0 0 0 P3 K 0 1 8 R E - R O O F C H S A N N E X F R R 2 F R R 3 1 1 1 7 6 , 0 0 0 - - - - 1 7 6 , 0 0 0 T3 K 2 2 0 R E S U R F A C I N G S T R E E T S D I V VA R I O U S GT F 1 5 1 6 , 3 0 0 , 0 0 0 - - - - 6 , 3 0 0 , 0 0 0 E8 K 1 0 9 S E W R L I F T S T A D I S T R C T / G O S 6 S E F 4 1 2 1 , 4 8 4 , 0 0 0 - - - - 1 , 4 8 4 , 0 0 0 E3 K 2 0 8 S E W R L I F T S T A H A G E M A N / J E W 4 S E F 4 1 2 2 5 5 , 0 0 0 - - - - 2 5 5 , 0 0 0 E3 K 2 0 7 S E W R L I F T S T A O L I V E / C A L L O 3 S E F 4 1 2 2 5 5 , 0 0 0 - - - - 2 5 5 , 0 0 0 T3 K 2 2 7 S I G M O D H S T / W H I T E L N 7 G T F 1 5 1 2 0 , 0 7 3 - - - - 20 , 0 7 3 T3 K 2 2 7 S I G M O D H S T / W H I T E L N 7 I S T E A 1 2 1 1 5 4 , 9 2 7 - - - - 1 5 4 , 9 2 7 T3 K 2 2 4 S I G M O D M I S C E L L A N E O U S VA R I O U S GT F 1 5 1 5 0 , 0 0 0 - - - - 5 0 , 0 0 0 287 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S ( T R I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 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 ) : T3 K 2 1 5 S I G N E W H W Y 5 8 / O S W E L L 1 I S T E A 1 2 1 2 2 1 , 3 2 5 $ - $ - $ - $ - $ 2 2 1 , 3 2 5 $ T3 K 2 1 5 S I G N E W H W Y 5 8 / O S W E L L 1 T D F 3 3 1 2 8 , 6 7 5 - - - - 2 8 , 6 7 5 T3 K 2 1 6 S I G N E W S T I N E / W O O D M E R E 6 , 7 G T F 1 5 1 2 3 , 9 7 2 - - - - 2 3 , 9 7 2 T3 K 2 1 6 S I G N E W S T I N E / W O O D M E R E 6 , 7 I S T E A 1 2 1 1 8 5 , 0 2 8 - - - - 1 8 5 , 0 2 8 T3 K 2 2 8 S I G N A L S Y N C H / C O M M M I N G 5 G T F 1 5 1 5 2 , 0 7 4 - - - - 5 2 , 0 7 4 T3 K 2 2 8 S I G N A L S Y N C H / C O M M M I N G 5 I S T E A 1 2 1 4 0 1 , 9 2 6 - - - - 4 0 1 , 9 2 6 T3 K 2 0 4 S T I M P H O S K I N G W I B L E H U G H 7 T D F 3 3 1 4 2 9 , 0 0 0 8 0 0 , 0 0 0 - - - 1 , 2 2 9 , 0 0 0 T1 K 2 3 0 S T L I G H T S - T R A C T 2 5 4 8 5 C O F 3 1 1 2 2 5 , 0 0 0 - - - - 2 2 5 , 0 0 0 P3 K 0 1 6 S T L T P U R C H A S E N W A N N E X 4 C O F 3 1 1 6 0 , 0 0 0 - - - - 6 0 , 0 0 0 T3 K 2 1 3 S T R E E T S C A P E : A R T S A L I V E 2 C D B G 1 1 1 3 0 1 , 5 8 0 - - - - 3 0 1 , 5 8 0 E3 K 2 0 6 S W R R H B B R U N D A G E , A T O C H E 1 , 2 S E F 4 1 1 1 2 9 , 0 0 0 - - - - 1 2 9 , 0 0 0 E3 K 2 0 5 S W R R H B M I N G , C A S T R T O C H S 1 , 7 S E F 4 1 1 2 2 2 , 0 0 0 - - - - 2 2 2 , 0 0 0 T3 K 2 1 7 T R S I G I N T E R C D O W N T O W N 2 G T F 1 5 1 3 0 , 9 2 2 - - - - 30 , 9 2 2 T3 K 217 T R S I G I N T E R C D O W N T O W N 2 I S T E A 1 2 1 23 8 , 6 7 8 - - - - 2 3 8 , 6 7 8 T3 K 2 1 9 T R S I G I N T E R C H A G E M A N ( 1 ) 3 , 4 G T F 1 5 1 17 , 4 5 7 - - - - 17 , 4 5 7 T3 K 2 1 9 T R S I G I N T E R C H A G E M A N ( 1 ) 3 , 4 I S T E A 1 2 1 13 4 , 7 4 3 - - - - 1 3 4 , 7 4 3 T3 K 2 2 3 T R S I G I N T E R C H A G E M A N ( 2 ) 4 G T F 1 5 1 21 , 5 2 9 - - - - 21 , 5 2 9 T3 K 2 2 3 T R S I G I N T E R C H A G E M A N ( 2 ) 4 I S T E A 1 2 1 16 6 , 1 7 1 - - - - 1 6 6 , 1 7 1 Q3 K 2 0 2 W W T P # 3 M W R A D I O U P G R A D E VA R I O U S SE F 4 1 2 7 5 , 0 0 0 - - - - 7 5 , 0 0 0 E3 K 2 0 3 W W T P 2 M I S C I M P R O V E M E N T S 1 S E F 4 1 1 2 5 0 , 0 0 0 - - - - 2 5 0 , 0 0 0 E3 K 2 0 2 W W T P 3 G R O U N D I N G B A N K 6 S E F 4 1 2 9 0 , 0 0 0 - - - - 9 0 , 0 0 0 E3 K 2 0 4 W W T P 3 M I S C I M P R O V E M E N T S 6 S E F 4 1 2 1 0 0 , 0 0 0 - - - - 1 0 0 , 0 0 0 E3 K 2 0 1 W W T P 3 P R I M C L A R I F I E R 1 - 4 6 S E F 4 1 2 1 7 0 , 0 0 0 - - - - 1 7 0 , 0 0 0 To t a l C u r r e n t Y e a r P r o p o s e d P r o j e c t s 19 , 5 5 2 , 9 9 8 $ 8 2 5 , 0 0 0 $ 2 5 , 0 0 0 $ 2 5 , 0 0 0 $ 2 5 , 0 0 0 $ 2 0 , 4 5 2 , 9 9 8 $ 288 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S ( T R I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 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 : P0 K 2 1 2 A R E N A / I C E C T R - C O M P R S S O R S 2 C O F 3 1 1 - $ - $ 75 , 0 0 0 $ - $ - $ 75 , 0 0 0 $ PZ K 1 0 8 A U T O H V A C C N T R L S Y S 2 C O F 3 1 1 - 3 3 5 , 0 0 0 - - - 3 3 5 , 0 0 0 PZ K 2 0 3 C H N E L E V A T O R R E H A B 2 C O F 3 1 1 - 1 4 0 , 0 0 0 - - - 1 4 0 , 0 0 0 TZ K 5 0 1 P A V E M E N T R E H A B R S T P CI T Y W I D E GT F 1 5 1 - - 4 4 7 , 4 4 5 44 7 , 4 4 5 44 7 , 4 4 5 1, 3 4 2 , 3 3 5 TZ K 5 0 1 P A V E M E N T R E H A B R S T P CI T Y W I D E IS T E A 1 2 1 - - 3 , 4 5 3 , 5 5 5 3, 4 5 3 , 5 5 5 3, 4 5 3 , 5 5 5 10 , 3 6 0 , 6 6 5 TZ K 2 3 0 P A V E M T R E H A B O N W H I T E L N 5 G T F 1 5 1 - - 4 , 5 3 0 , 0 0 0 - - 4 , 5 3 0 , 0 0 0 TZ K 2 2 8 P V M T R E H B R U N D M T V M 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 2 9 P V M T R E H A B F Y 1 3 - 1 4 R S T P 1 , 2 G T F 1 5 1 - 7 2 7 , 0 5 7 - - - 7 2 7 , 0 5 7 TZ K 2 2 9 P V M T R E H A B F Y 1 3 - 1 4 R S T P 1 , 2 I S T E A 1 2 1 - 3 , 3 5 7 , 9 4 3 - - - 3 , 3 5 7 , 9 4 3 TZ K 2 3 1 P V M T R H B S T K D L - R N F R 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 P0 K 2 1 1 R A B O A R E N A / C C M I S C I M P R O V 2 C O F 3 1 1 - 1 0 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 40 0 , 0 0 0 P1 K 2 0 3 R E C O A T C H N V I S I T O R P A R K N G 2 C O F 3 1 1 - - 40 , 0 0 0 - - 40 , 0 0 0 PZ K 2 0 1 R E P L C E H V A C A T C H N 2 C O F 3 1 1 - 3 5 0 , 0 0 0 - - - 3 5 0 , 0 0 0 PZ K 2 0 4 R E - R O O F C I T Y H A L L N O R T H 2 C O F 3 1 1 - 2 6 0 , 0 0 0 - - - 2 6 0 , 0 0 0 TZ K 2 2 6 S H O U L D E R P A V I N G C O T T O N W O O 1 G T F 1 5 1 - 29 , 5 9 3 - - - 29 , 5 9 3 TZ K 2 2 6 S H O U L D E R P A V I N G C O T T O N W O O 1 I S T E A 1 2 1 - 2 2 8 , 4 0 7 - - - 2 2 8 , 4 0 7 TZ K 2 2 7 S H O U L D E R W I D E N I N G M O R N I N G 3 G T F 1 5 1 - 28 , 5 4 9 - - - 28 , 5 4 9 TZ K 2 2 7 S H O U L D E R W I D E N I N G M O R N I N G 3 I S T E A 1 2 1 - 2 2 0 , 3 5 1 - - - 2 2 0 , 3 5 1 TZ K 2 3 3 S I G M O D & S T I M P H & H O S K 7 G T F 1 5 1 - 5 9 6 , 0 0 0 - - - 5 9 6 , 0 0 0 TZ K 2 1 9 S I G N E W B V / H A R R I S 5 I S T E A 1 2 1 - 5 7 7 , 6 5 8 - - - 5 7 7 , 6 5 8 TZ K 2 1 9 S I G N E W B V / H A R R I S 5 T D F 3 3 1 - 74 , 8 4 2 - - - 74 , 8 4 2 TZ K 2 2 0 S I G N E W J E W E T T A / R E I N A 4 I S T E A 1 2 1 - 1 8 5 , 0 2 7 - - - 1 8 5 , 0 2 7 TZ K 2 2 0 S I G N E W J E W E T T A / R E I N A 4 T D F 3 3 1 - 23 , 9 7 3 - - - 23 , 9 7 3 TZ K 2 2 3 S I G N A L S Y N C H / C O M M H S T 7 G T F 1 5 1 - 52 , 5 0 4 - - - 52 , 5 0 4 TZ K 2 2 3 S I G N A L S Y N C H / C O M M H S T 7 I S T E A 1 2 1 - 4 0 5 , 2 4 6 - - - 4 0 5 , 2 4 6 289 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S ( T R I P P R O J E C T S R E P O R T E D U N D E R S E P A R A T E S E C T I O N ) Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l Fu t u r e Y e a r P r o p o s e d P r o j e c t s ( C o n t i n u e d ) : TZ K 2 2 5 S I G N A L S Y N C H / C O M M S T I N E 6 G T F 1 5 1 - $ 19 , 3 1 6 $ - $ - $ - $ 19 , 3 1 6 $ TZ K 2 2 5 S I G N A L S Y N C H / C O M M S T I N E 6 I S T E A 1 2 1 - 1 4 9 , 0 8 4 - - - 1 4 9 , 0 8 4 TZ K 2 2 4 S I G N A L S Y N C H / C O M M W H I T E 6 , 7 G T F 1 5 1 - 23 , 2 8 4 - - - 23 , 2 8 4 TZ K 2 2 4 S I G N A L S Y N C H / C O M M W H I T E 6 , 7 I S T E A 1 2 1 - 1 7 9 , 7 1 6 - - - 1 7 9 , 7 1 6 TZ K 2 3 4 S T I M P B E D F O R D G R E E N 3 G T F 1 5 1 - - 4 0 1 , 0 0 0 - - 4 0 1 , 0 0 0 TZ K 2 1 5 S T I M P B E R K S H I R E E S T I N E 7 G T F 1 5 1 - 74 , 0 0 0 - - - 74 , 0 0 0 TZ K 2 3 2 S T I M P H O S K I N G / M O N / U N I O N 1 T D F 3 3 1 - - 2 6 7 , 0 0 0 - 5 9 1 , 0 0 0 85 8 , 0 0 0 TZ K 2 1 8 S T I M P R O L D R I V E R R D 5 T D F 3 3 1 - 5 7 7 , 0 0 0 - - - 5 7 7 , 0 0 0 T7 K 1 1 5 S T I M P R O V S T I N E 6, 7 T D F 3 3 1 - - - 1 , 0 6 0 , 0 0 0 - 1 , 0 6 0 , 0 0 0 EZ K 2 0 1 S W R R H B C A L I F , P T O U N I O N 1 , 2 S E F 4 1 1 - 6 8 4 , 0 0 0 - - - 6 8 4 , 0 0 0 TZ K 2 2 2 T R S I G I N T E R C C A L L O W A Y 4 G T F 1 5 1 - 11 , 9 8 6 - - - 11 , 9 8 6 TZ K 2 2 2 T R S I G I N T E R C C A L L O W A Y 4 I S T E A 1 2 1 - 92 , 5 1 4 - - - 92 , 5 1 4 TZ K 2 2 1 T R S I G I N T E R C J E W E T T A 4 G T F 1 5 1 - 35 , 9 3 5 - - - 35 , 9 3 5 TZ K 2 2 1 T R S I G I N T E R C J E W E T T A 4 I S T E A 1 2 1 - 2 7 7 , 3 6 5 - - - 2 7 7 , 3 6 5 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 3 , 4 1 6 , 3 5 0 $ 9, 3 1 4 , 0 0 0 $ 7, 0 2 1 , 0 0 0 $ 4, 5 9 2 , 0 0 0 $ 34 , 3 4 3 , 35 0 $ To t a l C u r r e n t & F u t u r e Y e a r P r o p o s e d P r o j e c t s 19 , 5 5 2 , 9 9 8 $ 14 , 2 4 1 , 3 5 0 $ 9, 3 3 9 , 0 0 0 $ 7, 0 4 6 , 0 0 0 $ 4, 6 1 7 , 0 0 0 $ 54 , 7 9 6 , 3 4 8 $ 290 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S : T R I P Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l Cu r r e n t Y e a r P r o p o s e d P r o j e c t s : TR R H 3 2 2 4 T H S T I M P R O V E - D E S I G N 2 T D F 3 3 5 5 7 , 3 5 0 $ - $ - $ - $ - $ 5 7 , 3 5 0 $ TR R H 3 2 2 4 T H S T I M P R O V E - D E S I G N 2 T R I P 1 2 4 4 4 2 , 6 5 0 - - - - 4 4 2 , 6 5 0 TR R H 3 4 2 4 T H S T I M P R O V E - R O W 2 T D F 3 3 5 3 2 , 1 1 6 - - - - 32 , 1 1 6 TR R H 3 4 2 4 T H S T I M P R O V E - R O W 2 T R I P 1 2 4 2 4 7 , 8 8 4 - - - - 2 4 7 , 8 8 4 TR C C 3 4 H A G E M A N F L Y O V E R R O W 2, 4 T D F 3 3 5 5, 7 3 5 25 8 , 3 7 3 10 7 , 7 4 9 - - 3 7 1 , 8 5 7 TR C C 3 4 H A G E M A N F L Y O V E R R O W 2, 4 T R I P 1 2 5 4 4 , 2 6 5 1, 9 9 4 , 2 2 7 83 1 , 6 5 1 - - 2 , 8 7 0 , 1 4 3 TR C C 3 0 H A G E M A N F L Y O V E R - E N V I R O 2 , 4 T D F 3 3 5 1 1 6 , 5 3 5 - - - - 1 1 6 , 5 3 5 TR C C 3 0 H A G E M A N F L Y O V E R - E N V I R O 2 , 4 T R I P 1 2 5 8 9 9 , 4 6 5 - - - - 8 9 9 , 4 6 5 TR S R 1 7 M O R N I N G D R / S R - 1 7 8 C O N S T 3 T R I P 1 2 2 3 4 , 6 1 0 , 8 0 4 19 3 , 8 8 1 10 7 , 1 2 1 - - 3 4 , 9 1 1 , 8 0 6 TR S R 1 7 M O R N I N G D R / S R - 1 7 8 C O N S T 3 U R F 3 1 6 4 , 4 8 4 , 1 9 6 - - - - 4 , 4 8 4 , 1 9 6 TR S R 1 7 M O R N I N G D R / S R - 1 7 8 C O N S T 3 T D F 3 3 5 - 25 , 1 1 9 13 , 8 7 9 - - 38 , 9 9 8 TR S R 1 2 M O R N I N G D R / S R - 1 7 8 D E S I G N 3 T D F 3 3 5 1, 7 2 0 - - - - 1, 7 2 0 TR S R 1 2 M O R N I N G D R / S R - 1 7 8 D E S I G N 3 T R I P 1 2 2 1 3 , 2 8 0 - - - - 13 , 2 8 0 TR S R 1 4 M O R N I N G D R / S R - 1 7 8 R O W 3 T D F 3 3 5 5, 7 3 5 - - - - 5, 7 3 5 TR S R 1 4 M O R N I N G D R / S R - 1 7 8 R O W 3 T R I P 1 2 2 4 4 , 2 6 5 - - - - 44 , 2 6 5 TR R H 1 4 R O S E D A L E W I D E N I N G R O W 4 T D F 3 3 5 4 9 5 , 7 9 1 11 , 4 7 0 - - - 5 0 7 , 2 6 1 TR R H 1 4 R O S E D A L E W I D E N I N G R O W 4 T R I P 1 2 4 3 , 8 2 6 , 7 0 9 88 , 5 3 0 - - - 3 , 9 1 5 , 2 3 9 TR S R 3 2 S R 1 7 8 W I D E N I N G - D E S I G N 3 T D F 3 3 5 2 7 5 , 2 8 0 - - - - 2 7 5 , 2 8 0 TR S R 3 2 S R 1 7 8 W I D E N I N G - D E S I G N 3 T R I P 1 2 2 2 , 1 2 4 , 7 2 0 - - - - 2 , 1 2 4 , 7 2 0 TR S R34 S R 1 7 8 W I D E N I N G R O W 3 T D F 3 3 5 1 7 2 , 2 3 8 47 3 , 1 3 8 - - - 6 4 5 , 3 7 6 TR S R 3 4 S R 1 7 8 W I D E N I N G R O W 3 T R I P 1 2 2 3 , 4 5 7 , 0 9 6 3, 6 5 1 , 8 6 2 - - - 7 , 1 0 8 , 9 5 8 TR S R 3 4 S R 1 7 8 W I D E N I N G R O W 3 U R F 3 1 6 2 7 5 , 6 6 6 - - - - 2 7 5 , 6 6 6 TR C B 1 7 S R - 5 8 G A P C L O S U R E - C O N S T 1 T R I P 1 2 5 2 2 , 2 0 8 , 0 0 0 17 5 , 2 0 0 96 , 8 0 0 - - 2 2 , 4 8 0 , 0 0 0 TR C B 1 7 S R - 5 8 G A P C L O S U R E - C O N S T 1 U R F 3 1 6 5 , 5 5 2 , 0 0 0 - - - - 5 , 5 5 2 , 0 0 0 TR C B 1 7 S R - 5 8 G A P C L O S U R E - C O N S T 1 T D F 3 3 5 - 43 , 8 0 0 24 , 2 0 0 - - 68 , 0 0 0 291 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S : T R I P Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 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 ) : T9 W P 2 0 W E S T P K W Y M O H A W K - C O F F E E 2 G T F 1 5 1 1 , 4 0 0 , 0 0 0 $ - $ - $ - $ - $ 1 , 4 0 0 , 0 0 0 $ T9 W P 2 0 W E S T P K W Y M O H A W K - C O F F E E 2 T D F 3 3 5 3 1 2 , 5 0 0 - - - - 3 1 2 , 5 0 0 T9 W P 2 0 W E S T P K W Y M O H A W K - C O F F E E 2 U R F 3 1 6 3 , 1 0 0 , 0 0 0 - - - - 3 , 1 0 0 , 0 0 0 T9 W P 4 0 W E S T P K W Y T R U X - M O H A W K 2 T D F 3 3 5 4 6 2 , 5 0 0 - - - - 4 6 2 , 5 0 0 T9 W P 6 C W S P A L L E N R D T O S T O C K D A L E 4 T D F 3 3 5 6 5 0 , 0 0 0 - - - - 6 5 0 , 0 0 0 T9 W P 6 C W S P A L L E N R D T O S T O C K D A L E 4 T R I P 1 2 3 2 6 , 0 0 0 , 0 0 0 - - - - 2 6 , 0 0 0 , 0 0 0 T9 W P 6 B W S P I N T E R C H A N G E @ A L L E N R 4 T D F 3 3 5 1 , 0 6 2 , 5 0 0 - - - - 1 , 0 6 2 , 5 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 11 2 , 3 8 1 , 0 0 0 $ 6 , 9 1 5 , 6 0 0 $ 1 , 1 8 1 , 4 0 0 $ - $ - $ 1 2 0 , 4 7 8 , 0 0 0 $ Fu t u r e Y e a r P r o p o s e d P r o j e c t s : 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 - $ 1 3 , 1 2 3 , 8 4 9 $ 2 4 2 , 0 0 0 $ 1 5 3 , 0 0 0 $ - $ 1 3 , 5 1 8 , 8 4 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 R I P 1 2 4 - 1 1 , 0 7 4 , 1 5 1 - - - 1 1 , 0 7 4 , 1 5 1 TR C C 1 7 C E N T E N N I A L C O R R - C O N S T 2 T D F 3 3 5 - - - 2 1 4 , 1 2 1 , 2 6 0 - 2 1 4 , 1 2 1 , 2 6 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 R I P 1 2 5 - - - 1 6 6 , 1 0 1 , 7 4 0 - 1 6 6 , 1 0 1 , 7 4 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 U R F 3 1 6 - - - 6 1 , 5 0 1 , 0 0 0 - 6 1 , 5 0 1 , 0 0 0 TR C C 1 2 C E N T E N N I A L C O R R - D E S I G N 2 T D F 3 3 5 - 2 , 4 0 8 , 7 0 0 6 5 , 3 7 9 - - 2 , 4 7 4 , 0 7 9 TR C C 1 2 C E N T E N N I A L C O R R - D E S I G N 2 T R I P 1 2 5 - 18 , 5 9 1 , 3 0 0 50 4 , 6 2 1 - - 1 9 , 0 9 5 , 92 1 TRC C 1 4 C E N T E N N I A L C O R R - R O W 2 T D F 3 3 5 - 6 , 4 0 1 , 0 1 0 14 , 5 2 0 , 0 0 0 11 , 2 5 1 , 7 0 5 - 3 2 , 1 7 2 , 7 1 5 TR C C 1 4 C E N T E N N I A L C O R R - R O W 2 T R I P 1 2 5 - 1 3 , 9 6 5 , 8 4 0 31 , 6 8 0 , 0 0 0 22 , 1 0 4 , 0 0 0 - 6 7 , 7 4 9 , 8 4 0 TR C C 1 4 C E N T E N N I A L C O R R - R O W 2 T R I P 1 2 6 - 1 8 , 4 2 7 , 1 5 0 41 , 8 0 0 , 0 0 0 28 , 0 4 4 , 2 9 5 - 8 8 , 2 7 1 , 4 4 5 TR C C 3 2 H A G E M A N F L Y O V E R D E S I G N 2 , 4 T D F 3 3 5 - 7 0 1 , 8 4 9 - - - 7 0 1 , 8 4 9 TR C C 3 2 H A G E M A N F L Y O V E R D E S I G N 2 , 4 T R I P 1 2 5 - 5 , 4 1 7 , 1 5 1 - - - 5 , 4 1 7 , 1 5 1 TR R H 1 7 R O S E D A L E W I D E N I N G - C O N S T 4 T D F 3 3 5 - 9 9 7 , 7 7 5 13 , 8 7 9 - - 1 , 0 1 1 , 6 5 4 TR R H 1 7 R O S E D A L E W I D E N I N G - C O N S T 4 T R I P 1 2 4 - 7 , 7 0 1 , 2 2 5 10 7 , 1 2 1 - - 7 , 8 0 8 , 3 4 6 292 CI T Y O F B A K E R S F I E L D CA P I T A L I M P R O V E M E N T P R O G R A M F I V E - Y E A R P L A N PR O J E C T S U M M A R Y B Y D E P A R T M E N T PU B L I C W O R K S : T R I P Pr o j . Pr o j e c t T i t l e Wa r d S o u r c e F u n d F Y 2 0 1 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l Fu t u r e Y e a r P r o p o s e d P r o j e c t s ( C o n t i n u e d ) : TR 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 - $ 2 5 , 5 9 2 , 7 3 9 $ 12 1 , 0 0 0 $ 38 , 0 0 0 $ - $ 2 5 , 7 5 1 , 7 3 9 $ 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 - 4 , 3 2 6 , 2 6 1 - - - 4 , 3 2 6 , 2 6 1 TR C C 4 7 S R - 9 9 A U X I L L I A R Y L A N E 2 T D F 3 3 5 - 5 9 5 , 1 8 5 - - - 5 9 5 , 1 8 5 TR C C 4 7 S R - 9 9 A U X I L L I A R Y L A N E 2 T R I P 1 2 5 - 4 , 5 9 3 , 8 8 1 - - - 4 , 5 9 3 , 8 8 1 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 3 3 , 9 1 8 , 0 6 6 $ 8 9 , 0 5 4 , 0 0 0 $ 5 0 3 , 3 1 5 , 0 0 0 $ - $ 7 2 6 , 2 8 7 , 0 6 6 $ 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 11 2 , 3 8 1 , 0 0 0 $ 14 0 , 8 3 3 , 6 6 6 $ 90 , 2 3 5 , 4 0 0 $ 50 3 , 3 1 5 , 0 0 0 $ - $ 8 4 6 , 7 6 5 , 0 6 6 $ 293 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 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l P3 C 1 1 6 A R E N A / C C C H A I R S R E P L A C E 2 C O F 3 1 1 2 9 7 , 0 0 0 $ - $ - $ - $ - $ 2 9 7 , 0 0 0 $ P3 C 1 1 7 A R E N A S U B F L O O R R E P L C 2 C O F 3 1 1 1 5 0 , 0 0 0 - - - - 1 5 0 , 0 0 0 P3 C 1 1 8 A R E N A D S R M F L R R P L C E 2 C O F 3 1 1 5 0 , 0 0 0 - - - - 5 0 , 0 0 0 P3 C 1 1 9 A R E N A / C C T A B L E R E P L A C E 2 C O F 3 1 1 1 0 0 , 0 0 0 - - - - 1 0 0 , 0 0 0 P3 C 1 2 0 A R E N A / C C S E C U R I T Y G A T E S 2 C O F 3 1 1 2 0 , 0 0 0 - - - - 2 0 , 0 0 0 P3 C 1 2 1 A R E N A / C C T A B L E S K I R T I N G 2 C O F 3 1 1 1 2 , 0 0 0 - - - - 1 2 , 0 0 0 P3 C 1 2 2 T R A D E S H O W D R A P E R E P L A C E 2 C O F 3 1 1 8 , 2 0 0 - - - - 8 , 2 0 0 P3 C 1 2 3 H A R D S U R F A C E C L E A N E R 2 C O F 3 1 1 8 , 0 0 0 - - - - 8 , 0 0 0 P3 C 1 2 4 A R E N A / C C V A C U U M R E P L A C E 2 C O F 3 1 1 4 , 7 0 0 - - - - 4 , 7 0 0 To t a l 64 9 , 9 0 0 $ - $ - $ - $ - $ 6 4 9 , 9 0 0 $ 294 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 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l P3 C 1 2 5 M L K T E N N I S C O U R T R E H A B 1 P I F 3 2 1 2 5 , 0 0 0 $ - $ - $ - $ - $ 25 , 0 0 0 $ P3 C 1 2 6 M L K C E N T E R T I L E R E P L . F R R 1 F R R 3 1 1 8 0 , 0 0 0 - - - - 80 , 0 0 0 P3 C 1 2 7 M L K C T R B A T H R O O M R E H B F R R 1 F R R 3 1 1 9, 0 0 0 - - - - 9, 0 0 0 P3 C 1 2 8 W A Y S I D E T E N N I S C T S R E H A B 1 P I F 3 2 1 2 0 , 0 0 0 - - - - 20 , 0 0 0 P3 C 1 2 9 P A T R I O T S P A R K S H A D E S T R . 6 P I F 3 2 1 7 0 , 0 0 0 - - - - 70 , 0 0 0 To t a l 20 4 , 0 0 0 $ - $ - $ - $ - $ 20 4 , 0 0 0 $ 295 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 2 - 1 3 F Y 2 0 1 3 - 1 4 F Y 2 0 1 4 - 1 5 F Y 2 0 1 5 - 1 6 F Y 2 0 1 6 - 1 7 T o t a l E1 J 1 0 2 W E L L H E A D F A C I L U P G R A D E S 4 , 6 D W F 4 4 1 7 2 0 , 0 0 0 $ - $ - $ - $ - $ 7 2 0 , 0 0 0 $ E2 J 2 0 4 S H O W E R E Y E W A S H S T A T I O N S 4 , 5 , 6 D W F 4 4 1 4 5 , 0 0 0 4 5 , 0 0 0 4 5 , 0 0 0 - - 1 3 5 , 0 0 0 E2 J 3 0 1 K R C H A N N E L & 2 8 0 0 A C I M P 4 , 6 D W F 4 4 1 1 5 0 , 0 0 0 - - - - 1 5 0 , 0 0 0 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 CI T Y W I D E AW F 4 3 1 6 0 , 0 0 0 6 0 , 0 0 0 6 0 , 0 0 0 6 0 , 0 0 0 6 0 , 0 0 0 3 0 0 , 0 0 0 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 4 5 0 , 0 0 0 4 5 0 , 0 0 0 4 5 0 , 0 0 0 4 5 0 , 0 0 0 4 5 0 , 0 0 0 2 , 2 5 0 , 0 0 0 E9 J 1 0 2 S E R V C O N N E C T I O N R E P L P R O G 4 , 5 , 6 D W F 4 4 1 4 9 5 , 0 0 0 4 9 5 , 0 0 0 4 9 5 , 0 0 0 4 9 5 , 0 0 0 4 9 5 , 0 0 0 2 , 4 7 5 , 0 0 0 P6 J 0 0 1 R O A D B A S E CI T Y W I D E AW F 4 3 1 4 0 , 0 0 0 4 0 , 0 0 0 6 0 , 0 0 0 4 0 , 0 0 0 4 0 , 0 0 0 2 2 0 , 0 0 0 To t a l 1, 9 6 0 , 0 0 0 $ 1 , 0 9 0 , 0 0 0 $ 1 , 1 1 0 , 0 0 0 $ 1 , 0 4 5 , 0 0 0 $ 1 , 0 4 5 , 0 0 0 $ 6 , 2 5 0 , 0 0 0 $ 296 Appendices This section 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 Ward Boundaries Map .................................................... 298 Miscellaneous Statistics .......................................................................... 299 Miscellaneous Statistics Graphs ............................................................ 300 Personnel Complement by Division ..................................................... 301 Salary Schedule ...................................................................................... 303 City Budget Process ................................................................................ 314 Budget Calendar .................................................................................... 315 Operating Budget ................................................................................... 316 Basis of Accounting and Budgeting .................................................... 317 Investment Policy .................................................................................... 319 Budget Amendment Process ................................................................ 320 297 ?m ?Ã A© Ag ?m Ag A} !"^$ AÑ ?ÿ ?m ?m ?Ã ?m ?x A} KE R N R I V E R KE R N R I V E R KE R N R I V E R PAN AM A LN ASHE RD WIBLE RD STINE RD WH I T E L N MIN G AV E OL I V E D R S UNION AVE S EDISON RD GOSFORD RD ST O CKD A LE H WY S FAIRFAX RD OLD RIVER RD EDISO N HWY HOUG H T O N RD PA NA MA R D MULL E R R D HAG EMA N R D E PA N A MA LN NILE S ST S H ST DI GIO R G IO RD COFFEE RD SNO W RD COTTONWOOD RD NORD AVE CALLOWAY DR FAIRFAX RD HEATH RD BUEN A VISTA BLV DE B RU N D A GE LN BRECK ENRIDGE RD RENFRO RD BR I M HAL L RD ALLEN RD SANTA F E W A Y HERM O S A RD AIRPORT DR KR A T Z MEYER R D S VINELAND RD SU NSE T BLV D COMANCHE DR MT VERNON AVE BUENA VISTA RD MC C U T C H E N R D S ALLEN RD FRUITVALE AVE SHA F T ER RD MO U N T AIN VIEW R D CALIF O RN IA A V E CO L U M B U S S T OAK ST ADOBE RD HO SKI NG AV E PA L ADI N O DR SEV E N T H S T A N D A R D R D N CHESTER AVE S CHEST E R AVE MER L E H A G G A R D D R UNION AVE CH IN A GR AD E LO OP RANCHERIA RD S COMANCHE DR MOHAWK ST JEWETTA AVE BRU N D A G E LN E CA LIFORNI A A V E NEW STINE RD EDISON RD PANORAMA DR SUPERIOR RD E W HIT E LN S MT VERNON AVE RIVER BLVD BEALE AVE TA F T H WY MANOR ST ENGLE R D CA S A L O M A D R MASTERSON ST S OSWELL ST MON TER E Y ST GREELEY RD OSWELL ST R OUND MOUNTAIN RD MORNING DR CHESTER AVE RE DB A NK R D E SHA F TE R R D TEJON HWY E HOS KIN G AVE VINELAND RD TRU X T U N AVE E TRUXTUN AVE W N ILES S T BEA R MO U NTA I N BL VD S RENFRO RD ADOBE RD CHESTER AVE HOS KIN G A V E VINELAND RD EN G L E RD RENFRO RD SEV E N T H S T A N D A R D R D MOHAWK ST OAK ST S VINELAND RD S H ST MOHAWK ST BUENA VISTA RD SUPERIOR RD MANOR ST GREELEY RD SH A F T ER RD MORNING DR SHA FTE R R D BRI MHAL L R D S OSWELL ST CHINA G RADE LOOP S ALLEN RD VINELAND RD H ST HARRI S RD AKERS RD REINA RD S H ST PLA N Z RD WILSON R D WEGIS AVE TRUX TUN AVE F ST PIO N E E R D R P ST MEA C H AM RD BE R N A R D S T RED BAN K RD PATTON WAY A ST VIR GINIA A V E MC KEE RD HUGHES LN JENKINS RD BE L L E TERRACE NO R R I S R D MONITOR ST ALLEN RD S REAL RD AUB U R N S T SUL L IVAN R D RO B ER TS LN OLD FARM RD Q ST STINE R D LIND S AY RD UN I V E R S I T Y A V E MADISON ST DIS T R I C T B LV D BAKER ST S P ST MC CRAY ST COSTAJO RD HALEY ST SN O W R D E WIL SO N RD 4TH ST RUDD AVE WATT S D R FLO W E R S T PAL M S T NOR I EG A RD MOUNTAIN VISTA DR EBERLE RD E PLA N Z RD PEGASUS RD FAIR V IEW RD HARMON RD JEWETTA AVE ETC H A R T R D JOHN SON R D ALTA VISTA DR 34TH S T ZE P HYR LN SUM N E R ST CUDA DR REAL RD PANORAMA DR RIVERLAKES DR ZERKER RD CHEVALIER RD GREEN RD DRIVER RD STANDARD ST W D A Y A V E HYLTON LN E WH ITE LN BEECH AVE EDISON HWY ME A N Y AVE GOLDEN STATE HWY MUNZER R D CAMINO MED I A BARLOW RD E PACHE C O RD MOUNTAIN RIDGE DR SACO RD ROM E R O R D SIDDING R D DEC A T U R ST WILDMAN RD BRIM H A L L RD VERDUGO LN PA CHE CO R D HALL RD CHAMBER BLVD SUPERIOR RD VAN HORN RD DOW NING AVE E CU R N O W RD MIRAMONTE DR PROGRESS RD MONICA ST QUANTICO AVE PE N S I N G E R RD SPARKS ST KNUDSEN DR BUCK OWENS BLVD VICTOR ST COL L E G E A V E LANDCO DR SHANNON DR KA M AVE DAY A V E CHERRY AVE E 4TH S T CO BB RD GRAND LAKES AVE PARK VIEW DR STERLING RD E TR U X T U N A V E W C O LU MB U S ST W C U R N O W R D BOU G H T O N D R CITY HILLS DR BRE C K E N RIDG E RD S KING ST LAM B AV E PALM A V E RIVE R R UN BL V D BAK E R R D BRUNO ST E ROBERTS LN E BEL LE TERR ACE MONTCLAIR ST S LAURELGLE N BLVD N SILLECT AVE RELIANCE DR LILY DR MILL S D R SHALANE AVE S HALF MOO N DR N HALF MOON DR E M C KEE RD MORNING DR WINDERMERE ST ROMANINI RD KER R NITA RD VEGA MEADOWS RD MAY ST E F AIRVIEW RD BERK SHI RE RD OLYMPIA DR N EL RIO DR BRENTWOOD DR QUAIL CREEK RD E BER KSHIR E R D 21S T ST CAMPU S PA RK DR BRAE BURN DR STATE RD S WASHINGTON ST GRA N I T E F A L L S D R EL PORTAL DR S OILDALE DR LAKE MING RD BR I T TA N R D RID G E O AK D R DEE R P E A K D R WHITE O AK D R EASTON DR PAN O RAM A DR MEACHA M RD E BELLE TER RACE E W I L SON RD PIONE ER DR PAL M AVE HALEY ST PAC H EC O R D NOR I E G A R D E FA IRVIEW RD MC K EE R D RUDD AVE OLD FARM RD JEWETTA AVE PROGRESS RD HUGHES LN COBB R D NOR IE GA RD NOR R IS RD HUGHES LN VERDUGO LN NO R IEGA R D PANORAMA DR VERDUGO LN STERLING RD JENKINS RD MEA C HAM R D HUGHES LN JO HNS ON R D WEGIS AVE VERDUGO LN RUDD AVE BERKSHIR E R D WINDERMERE ST COL L E G E A V E DRIVER RD BER K S H I R E R D E WHITE LN PROGRESS RD PALM AVE Q ST S KING ST PAL M A V E CI T Y O F B A K E R S F I E L D 20 1 2 W A R D S ww w . b a k e r s f i e l d g i s . u s WA R D S WA R D 1 - R u d y S a l a s , J r . WA R D 2 - S u e B e n h a m WA R D 3 - K e n W e i r WA R D 4 - D a v i d C o u c h WA R D 5 - H a r o l d H a n s o n WA R D 6 - J a c q u i e S u l l i v a n WA R D 7 - R u s s e l l J o h n s o n RO A D S HIG H W A Y AR T E R I A L 2/1 0 / 2 0 1 1 01 2 0. 5 M i l e s Ü TA H 02 / 0 1 / 1 2 Pr e p a r e d b y t h e C i t y o f B a k e r s f i e l d , C A G e o g r a p h i c a l I n f o r m a t i o n S e r v i c e div i s i o n o f M a n a g e m e n t I n f o r m a t i o n S e r v i c e s . 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 2 \ W a r d S _ 8 x 1 1 298 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (2011)351,443 CITY EMPLOYEES/1,000 4.10 AREA (2011) 149.75sq. mi. MILES OF STREETS (2011)1,465 MILES OF STORM DRAINS (2011) 263 NUMBER OF TRAFFIC SIGNALS (2011) 366 MILES OF SANITARY SEWERS (2011) 1,061 NUMBER OF PARKS AND ACREAGE(2011)59PARKS (568ac.) Prepared by the City Manager’s Office 299 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 131.02 136.38 137.62 143.6 149.7 0255075100125150175 20072008200920102011Sq u a r e M i l e s End of Calendar Year City Square Miles 323,213 328,692 333,719 347,483 351,443 50,000100,000150,000200,000250,000300,000350,000400,000 20072008200920102011 Po p u l a t i o n End of Calendar Year Annual Population Growth 4.99 4.44 4.32 4.15 4.10 0 12 34 5 6 20072008200920102011 Em p l o y e e s End of Calendar Year City Employees per 1,000 Population 300 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 2 - 1 3 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 geP r o pos e d FY 2 0 0 8 - 0 9 F Y 2 0 0 9 - 1 0 F Y 2 0 1 0 - 1 1 F Y 2 0 1 1 - 1 2 F Y 1 2 - 1 3 F Y 1 2 - 1 3 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 8. 0 0 8. 0 0 6. 0 0 6. 0 0 0 . 0 0 6. 0 0 Ci t y C l e r k 7. 0 0 6. 0 0 7. 0 0 7. 0 0 1 . 0 0 8. 0 0 Hu m a n R e s o u r c e s 13 . 0 0 1 0 . 0 0 9. 0 0 9. 0 0 1 . 0 0 1 0 . 0 0 Ri s k M a n a gem e n t 4. 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 37 . 0 0 3 1 . 0 0 3 0 . 0 0 3 0 . 0 0 0 . 0 0 3 0 . 0 0 To t a l E x e c u t i v e 69 . 0 0 5 8 . 0 0 5 5 . 0 0 5 5 . 0 0 2 . 0 0 5 7 . 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 16 . 0 0 1 5 . 0 0 1 4 . 0 0 1 4 . 0 0 1 . 0 0 1 5 . 0 0 Tr e a s u r y 10 . 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 4. 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 35 . 0 0 3 2 . 0 0 3 1 . 0 0 3 1 . 0 0 1 . 0 0 3 2 . 0 0 Le gal C o u n s e l 13 . 0 0 1 1 . 0 0 1 0 . 0 0 1 0 . 0 0 1 . 0 0 1 1 . 0 0 To t a l C i t y A t t o r n e y 13 . 0 0 1 1 . 0 0 1 0 . 0 0 1 0 . 0 0 1 . 0 0 1 1 . 0 0 Ad m i n i s t r a t i o n 13 7 . 0 0 1 2 2 . 0 0 1 2 4 . 0 0 1 2 2 . 0 0 0 . 0 0 1 2 2 . 0 0 Oper a t i o n s 29 5 . 0 0 2 6 1 . 0 0 2 7 7 . 0 0 2 8 0 . 0 0 1 3 . 0 0 2 9 3 . 0 0 In v e s t i gat i o n s 85 . 0 0 8 8 . 0 0 8 4 . 0 0 8 4 . 0 0 2 . 0 0 8 6 . 0 0 To t a l P o l i c e S e r v i c e s 51 7 . 0 0 4 7 1 . 0 0 4 8 5 . 0 0 4 8 6 . 0 0 1 5 . 0 0 5 0 1 . 0 0 Ad m i n i s t r a t i o n 10 . 0 0 8. 0 0 8. 0 0 8. 0 0 1 . 0 0 9. 0 0 Fi r e S a f e t y 20 . 0 0 1 4 . 0 0 1 4 . 0 0 1 4 . 0 0 0 . 0 0 1 4 . 0 0 Fi r e S u pp re s s i o n 18 0 . 0 0 1 7 8 . 0 0 1 7 3 . 0 0 1 7 3 . 0 0 1 . 0 0 1 7 4 . 0 0 To t a l F i r e S e r v i c e s 21 0 . 0 0 2 0 0 . 0 0 1 9 5 . 0 0 1 9 5 . 0 0 2 . 0 0 1 9 7 . 0 0 Di v i s i o n 301 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 2 - 1 3 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 geP r o pos e d FY 2 0 0 8 - 0 9 F Y 2 0 0 9 - 1 0 F Y 2 0 1 0 - 1 1 F Y 2 0 1 1 - 1 2 F Y 1 2 - 1 3 F Y 1 2 - 1 3 Di v i s i o n Ad m i n i s t r a t i o n 10 . 0 0 1 0 . 0 0 9. 0 0 9. 0 0 0 . 0 0 9. 0 0 TR I P 7. 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 61 . 0 0 5 0 . 0 0 4 8 . 0 0 4 5 . 0 0 0 . 0 0 4 5 . 0 0 Ge n e r a l S e r v i c e s 75 . 0 0 6 8 . 0 0 6 8 . 0 0 6 9 . 0 0 2 . 0 0 7 1 . 0 0 St r e e t s 98 . 0 0 8 7 . 0 0 8 7 . 0 0 8 9 . 0 0 4 . 0 0 9 3 . 0 0 Equi pme n t 61 . 0 0 5 6 . 0 0 5 3 . 0 0 5 3 . 0 0 4 . 0 0 5 7 . 0 0 Wa s t e w a t e r 32 . 0 0 3 1 . 0 0 3 7 . 0 0 3 7 . 0 0 0 . 0 0 3 7 . 0 0 So l i d W a s t e 11 0 . 0 0 1 0 2 . 0 0 1 0 2 . 0 0 1 0 2 . 0 0 1 . 0 0 1 0 3 . 0 0 To t a l P u b l i c W o r k s 45 4 . 0 0 4 0 9 . 0 0 4 0 9 . 0 0 4 0 9 . 0 0 1 1 . 0 0 4 2 0 . 0 0 Agri c u l t u r a l W a t e r 23 . 0 0 2 2 . 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 4. 0 0 4. 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 27 . 0 0 2 6 . 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 (b) 5. 0 0 5. 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 9. 0 0 9. 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 12 . 0 0 1 1 . 0 0 1 0 . 0 0 1 0 . 0 0 0 . 0 0 1 0 . 0 0 Pa r k s 14 4 . 0 0 1 2 7 . 0 0 1 2 2 . 0 0 1 2 6 . 0 0 4 . 0 0 1 3 0 . 0 0 Re c r e a t i o n 14 . 0 0 1 3 . 0 0 1 1 . 0 0 1 1 . 0 0 0 . 0 0 1 1 . 0 0 To t a l R e c r e a t i o n & P a r k s 17 0 . 0 0 1 5 1 . 0 0 1 4 3 . 0 0 1 4 7 . 0 0 4 . 0 0 1 5 1 . 0 0 Pl a n n i n g 2 9 . 0 0 2 3 . 0 0 2 0 . 0 0 1 9 . 0 0 1 . 0 0 2 0 . 0 0 Bu i l d i n g 62 . 0 0 4 6 . 0 0 4 1 . 0 0 3 8 . 0 0 (3. 0 0 ) 35 . 0 0 To t a l D e v e l o p m e n t S e r v i c e s 91 . 0 0 6 9 . 0 0 6 1 . 0 0 5 7 . 0 0 (2. 0 0 ) 55 . 0 0 Co m m u n i t y D e v e l o pme n t 9. 0 0 9. 0 0 9. 0 0 9. 0 0 (5. 0 0 ) 4. 0 0 Ec o n o m i c D e v e l o pme n t 8. 0 0 6. 0 0 6. 0 0 6. 0 0 (4. 0 0 ) 2. 0 0 To t a l E D / C D (c) 17 . 0 0 1 5 . 0 0 1 5 . 0 0 1 5 . 0 0 (9. 0 0 ) 6. 0 0 To t a l P e r s o n n e l 1, 6 1 3 . 0 0 1 , 4 5 2 . 0 0 1 , 4 4 1 . 0 0 1 , 4 4 2 . 0 0 2 5 . 0 0 1 , 4 6 7 . 0 0 No t e s : (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 S M G . (b) C V B e m plo yee s (al l C i t y s t a f f ) a r e n o w s u m m a r i z e d w i t h R a b o b a n k A r e n a C i t y e m plo yee s (c ) C V B h i s t o r i c a l s t a f f i n g c o m p l e m e n t s a r e n o w d e t a i l e d a n d s u m m a r i z e d w i t h R a b o b a n k A r e n a C i t y e m p l o y e e s 302 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 26030ACCOUNTANT I 18021.92$ 23.02$ 24.18$ 25.38$ 26.65$ A 26039ACCOUNTANT I - TEMP 78021.92$ -$ -$ -$ -$ A 57950ACCOUNTANT II G2328.30$ 29.72$ 31.21$ 32.77$ 34.40$ C 26050ACCOUNTING CLERK I 3014.98$ 15.73$ 16.52$ 17.35$ 18.21$ A 26059ACCOUNTING CLERK I - TEMP 73514.98$ -$ -$ -$ -$ A 26060ACCOUNTING CLERK II 5516.56$ 17.39$ 18.26$ 19.17$ 20.13$ A 26070ACCOUNTING CLERK II - CGCC 5516.56$ 17.39$ 18.26$ 19.17$ 20.13$ A 26069ACCOUNTING CLERK II - TEMP 74516.56$ -$ -$ -$ -$ A 57960ACCOUNTING SUPERVISOR G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 28010ADMINISTRATIVE AIDE 18021.92$ 23.02$ 24.18$ 25.38$ 26.65$ A 26040ADMINISTRATIVE ANALYST I 23524.28$ 25.49$ 26.76$ 28.09$ 29.51$ A 26049ADMINISTRATIVE ANALYST I-TEMP 78724.28$ -$ -$ -$ -$ A 26110ADMINISTRATIVE ANALYST II 28525.97$ 27.29$ 28.67$ 30.13$ 31.65$ A 56130ADMINISTRATIVE ANALYST III G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 89320ADMINISTRATIVE ANALYST III M0430.43$ 31.95$ 33.55$ 35.23$ 36.99$ D 22010ADMINISTRATIVE ASSISTANT I 18021.92$ 23.02$ 24.18$ 25.38$ 26.65$ A 22019ADMINISTRATIVE ASSISTANT I-TEMP 78021.92$ -$ -$ -$ -$ A 22020ADMINISTRATIVE ASSISTANT II 21523.49$ 24.67$ 25.90$ 27.20$ 28.56$ A 26430ADMINISTRATIVE TECHNICIAN 21523.49$ 24.67$ 25.90$ 27.20$ 28.56$ A 14140AIR CONDITIONING TECH I 20022.35$ 23.48$ 24.65$ 25.89$ 27.19$ A 17570AIR CONDITIONING TECH II 23023.97$ 25.17$ 26.43$ 27.74$ 29.13$ A 59020AIRPORT SUPERVISOR G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 27200ANIMAL CONTROL OFFICER 1013.67$ 14.35$ 15.06$ 15.82$ 16.62$ A 27209ANIMAL CONTROL OFFICER - TEMP 86013.67$ -$ -$ -$ -$ A 57180ANIMAL CONTROL SUPERVISOR G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 57130APPLICATIONS SYSTEMS SUPV G3832.47$ 34.09$ 35.79$ 37.59$ 39.47$ C 90539AQUATICS COORDINATOR - TEMP 97212.50$ -$ -$ -$ -$ A 14210AQUATICS MAINTENANCE TECH 20122.36$ 23.49$ 24.65$ 25.89$ 27.18$ A 90499AQUATICS SPECIALIST I - TEMP 9438.25$ -$ -$ -$-$ A 90489AQUATICS SPECIALIST II - TEMP 9519.00$ -$ -$ -$ -$ A 88330ASSISTANT BUILDING DIRECTOR M3346.66$ 48.99$ 51.44$ 54.01$ 56.72$ D 88090ASSISTANT CITY ATTORNEY M6054.58$ 57.32$ 60.18$ 63.20$ 66.36$ D 57440ASSISTANT CITY CLERK G2528.65$ 30.08$ 31.58$ 33.17$ 34.82$ C 89120 ASSISTANT CITY MANAGER M6054.58$ 57.32$ 60.18$ 63.20$ 66.36$ D 88070ASSISTANT FINANCE DIRECTOR M2442.72$ 44.85$ 47.10$ 49.45$ 51.92$ D 88120ASSISTANT FIRE CHIEF M4552.67$ 55.32$ 58.07$ 60.97$ 64.03$ D 88122ASSISTANT FIRE CHIEF-SUPPRESS M0337.62$ 39.51$ 41.48$ 43.56$ 45.73$ D 25040ASSISTANT PLANNER 23524.28$ 25.49$ 26.76$ 28.09$ 29.51$ A 25049ASSISTANT PLANNER - TEMP 78724.28$ -$ -$ -$ -$ A 88320ASSISTANT PLANNING DIRECTOR M2442.72$ 44.85$ 47.10$ 49.45$ 51.92$ D 88520ASSISTANT POLICE CHIEF M6658.91$ 61.86$ 64.96$ 68.20$ 71.62$ D 90119ASSISTANT POOL MANAGER 9549.50$ -$ -$ -$ -$ A 57150ASSISTANT SUPERINTENDENT G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 89330ASSISTANT TO THE CITY MANAGER M1240.99$ 43.05$ 45.20$ 47.46$ 49.83$ D 303 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 88250ASSOCIATE ATTORNEY M0230.51$ 32.04$ 33.64$ 35.32$ 37.09$ D 27060ASSOCIATE PLANNER 36030.51$ 32.04$ 33.64$ 35.32$ 37.09$ A 27069ASSOCIATE PLANNER - TEMP 79830.51$ -$ -$ -$ -$ A 27070ASSOCIATE PLANNER-COMM DEV 36030.51$ 32.04$ 33.64$ 35.32$ 37.09$ A 27240ASST CODE ENFORCEMENT OFFICER 6017.79$ 18.68$ 19.62$ 20.60$ 21.63$ A 89900ASST DIR OF INFORMATION TECH M0637.19$ 39.04$ 40.99$ 43.05$ 45.20$ D 88900ASST DIRECTOR REC & PARKS M2945.27$ 47.53$ 49.91$ 52.41$ 55.03$ D 89340ASST ECONOMIC DEVELOPMENT DIR M2543.09$ 45.24$ 47.51$ 49.89$ 52.38$ D 88050ASST PUBLIC WORKS DIRECTOR M5453.78$ 56.46$ 59.29$ 62.26$ 65.37$ D 90049ASST SITE MANAGER I - TEMP 9549.50$ -$ -$ -$ -$ A 90039ASST SITE MANAGER II - TEMP 95610.00$ -$ -$ -$ -$ A 87890ASST TO THE PUBLIC WORKS DIR M0637.19$ 39.04$ 40.99$ 43.05$ 45.20$ D 27360AUDIO VISUAL SPECIALIST 15021.27$ 22.34$ 23.45$ 24.62$ 25.85$ A 13088AUDITORIUM MAINTAINER I TEMP-T 71010.60$ -$ -$ -$ -$ A 13081AUDITORIUM MAINTAINER I-T STEP 71010.60$ -$ -$ -$ -$ A 13089AUDITORIUM MAINTAINER I-TEMP 73514.98$ -$ -$ -$ -$ A 13120AUDITORIUM MAINTAINER II 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 57400AUDITORIUM STAGE MANAGER G2528.65$ 30.08$ 31.58$ 33.17$ 34.82$ C 26470 BENEFITS TECHNICIAN 28525.97$ 27.29$ 28.67$ 30.13$ 31.65$ A 58620BLDG INSP III - PLMBG & MECH G4032.91$ 34.56$ 36.29$ 38.10$ 40.01$ C 27140BLDG INSPECTOR I 21023.37$ 24.55$ 25.79$ 27.10$ 28.48$ A 27149BLDG INSPECTOR I - TEMP 78223.37$ -$ -$ -$ -$ A 27080BLDG INSPECTOR II 26525.71$ 27.00$ 28.34$ 29.76$ 31.25$ A 27089BLDG INSPECTOR II - TEMP 79025.71$ -$ -$ -$ -$ A 58600BLDG INSPECTOR III G4032.91$ 34.56$ 36.29$ 38.10$ 40.01$ C 58610BLDG INSPECTOR III - ELEC SPEC G4032.91$ 34.56$ 36.29$ 38.10$ 40.01$ C 57100BOX OFFICE MANAGER - CGCC G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 57090BOX OFFICE SUPERVISOR G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 89150BUILDING DIRECTOR M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 58609BUILDING INSPECTOR III - TEMP 61032.91$ -$ -$ -$ -$ C 13060BUILDING MAINTAINER I 1013.67$ 14.35$ 15.06$ 15.82$ 16.62$ A 13069BUILDING MAINTAINER I - TEMP 72712.14$ -$ -$ -$ -$ A 13061BUILDING MAINTAINER I T-STEP 7059.66$ -$ -$ -$ -$ A 13068BUILDING MAINTAINER I TEMP-T 705 9.66$ -$ -$ -$ -$ A 13100BUILDING MAINTAINER II 3014.98$ 15.73$ 16.52$ 17.35$ 18.21$ A 27169BUILDING PERMIT TECH - TEMP 78223.37$ -$ -$ -$ -$ A 27160BUILDING PERMIT TECHNICIAN 21023.37$ 24.55$ 25.79$ 27.10$ 28.48$ A 57880BUSINESS MANAGER G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 27520BUYER I 6017.79$ 18.68$ 19.62$ 20.60$ 21.63$ A 27540BUYER II 18021.92$ 23.02$ 24.18$ 25.38$ 26.65$ A 88500C V B MANAGER M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 13340CANAL TENDER I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 13341CANAL TENDER I T STEP 71512.89$ -$ -$ -$ -$ A 13349CANAL TENDER I TEMP 74216.78$ -$ -$ -$ -$ A 13348CANAL TENDER I TEMP-T 71512.89$ -$ -$ -$ -$ A 304 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 13350CANAL TENDER II 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 90069CASHIER 9008.00$ -$ -$ -$ -$ A 26120CASHIER-RECEPTIONIST 1514.31$ 15.03$ 15.77$ 16.56$ 17.39$ A 26129CASHIER-RECEPTIONIST-TEMP 73012.71$ -$ -$ -$ -$ A 57270CHIEF CODE ENFORCEMENT OFFICER G5235.65$ 37.43$ 39.31$ 41.28$ 43.34$ C 89200CITY ATTORNEY M8388.10$ -$ -$ -$ -$ D 89250CITY CLERK M0939.84$ 41.83$ 43.92$ 46.12$ 48.43$ D 89300CITY MANAGER M89108.94$ -$ -$ -$ -$ D 89960CITY TREASURER M0939.84$ 41.83$ 43.92$ 46.12$ 48.43$ D 58360CIVIL ENGINEER III G6038.53$ 40.45$ 42.48$ 44.61$ 46.83$ C 58369CIVIL ENGINEER III - TEMP 62038.53$ -$ -$ -$ -$ C 88380CIVIL ENGINEER IV M4248.53$ 50.96$ 53.51$ 56.18$ 58.99$ D 90289CLASS B DRIVER - TEMP 97212.50$ -$ -$ -$ -$ A 90239CLERICAL AIDE/RECEPTIONIST 9008.00$ -$ -$ -$ -$ A 26180CLERK STENO I 1514.31$ 15.03$ 15.77$ 16.56$ 17.39$ A 26210CLERK STENO II 3515.48$ 16.25$ 17.06$ 17.93$ 18.81$ A 26220CLERK TYPIST I 513.05$ 13.71$ 14.39$ 15.11$ 15.87$ A 26221CLERK TYPIST I - T-STEP 70010.23$ -$ -$ -$ -$ A 26229 CLERK TYPIST I - TEMP 72513.05$ -$ -$ -$ -$ A 26228CLERK TYPIST I - TEMP T-STEP 70010.23$ -$ -$ -$ -$ A 26230CLERK TYPIST II 2514.78$ 15.52$ 16.31$ 17.12$ 17.97$ A 26239CLERK TYPIST II - TEMP 73214.78$ -$ -$ -$ -$ A 27250CODE ENFORCEMENT OFFR I 25024.55$ 25.79$ 27.10$ 28.48$ 29.90$ A 27259CODE ENFORCEMENT OFFR I - TEMP 78824.55$ -$ -$ -$ -$ A 27260CODE ENFORCEMENT OFFR II 29527.00$ 28.34$ 29.76$ 31.25$ 32.82$ A 27269CODE ENFORCEMENT OFFR II - TEM 79327.00$ -$ -$ -$ -$ A 57260CODE ENFORCEMENT OFFR III G4032.91$ 34.56$ 36.29$ 38.10$ 40.01$ C 79950COMMUNICATIONS CENTER SUPV N1526.23$ 27.54$ 28.92$ 30.37$ 31.89$ C 89940COMMUNICATIONS COORDINATOR M0839.04$ 40.99$ 43.05$ 45.20$ 47.46$ D 57900COMMUNICATIONS ENGINEER G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 79970COMMUNICATIONS OPERATIONS SUPVN4533.94$ 35.64$ 37.42$ 39.30$ 41.26$ C 27379COMMUNICATIONS TECH I - TEMP 78223.37$ -$ -$ -$ -$ A 27389COMMUNICATIONS TECH II - TEMP 79527.61$ -$ -$ -$ -$ A 27370COMMUNICATIONS TECHNICIAN I 21023.37$ 24.55$ 25.79$ 27.10$ 28.48$ A 27380 COMMUNICATIONS TECHNICIAN II 30027.61$ 28.99$ 30.44$ 31.96$ 33.56$ A 89460COMMUNITY DEVELOPMENT DIRECTORM7159.37$ 62.34$ 65.46$ 68.73$ 72.17$ D 21509COMMUNITY REL SPECIALIST-TEMP 76118.68$ -$ -$ -$ -$ A 21500COMMUNITY RELATIONS SPECIALIST 9218.68$ 19.62$ 20.60$ 21.63$ 22.71$ A 89100COMMUNITY SERVICES MANAGER M6955.43$ 58.21$ 61.12$ 64.18$ 67.39$ D 25200COMPUTER DRAFTING TECH I 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 25209COMPUTER DRAFTING TECH I-TEMP 77020.32$ -$ -$ -$ -$ A 25240COMPUTER DRAFTING TECH II 22523.82$ 25.01$ 26.26$ 27.57$ 28.95$ A 25250CONSTRUCTION INSPECTOR I 21023.37$ 24.55$ 25.79$ 27.10$ 28.48$ A 25259CONSTRUCTION INSPECTOR I-TEMP 78223.37$ -$ -$ -$ -$ A 25260CONSTRUCTION INSPECTOR II 29527.00$ 28.34$ 29.76$ 31.25$ 32.82$ A 305 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 88460CONSTRUCTION SUPERINTENDENT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 88030CONVENTION CTR SUPERINTENDENT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 99989COUNCILMEMBER 987100.00$ -$ -$ -$ -$ A 21600CRIME ANALYST 21023.37$ 24.55$ 25.79$ 27.10$ 28.48$ A 51440CRIME PREVENTION SUPERVISOR G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 26170DATA ENTRY CLERK 3014.98$ 15.73$ 16.52$ 17.35$ 18.21$ A 26179DATA ENTRY CLERK - TEMP 73514.98$ -$ -$ -$ -$ A 88240DEPUTY CITY ATTORNEY I M1539.45$ 41.42$ 43.49$ 45.67$ 47.95$ D 88260DEPUTY CITY ATTORNEY I M3947.60$ 49.98$ 52.48$ 55.11$ 57.87$ D 88080DEPUTY CITY ATTORNEY II M5453.78$ 56.46$ 59.29$ 62.26$ 65.37$ D 26350DEPUTY CITY CLERK 7018.20$ 19.11$ 20.06$ 21.06$ 22.11$ A 88280DEPUTY FIRE CHIEF M5757.02$ 59.88$ 62.87$ 66.01$ 69.32$ D 41040DETECTIVE P2527.26$ 28.63$ 30.09$ 31.61$ 33.21$ A 41049DETECTIVE - TEMP P2527.26$ 28.63$ 30.09$ 31.61$ 33.21$ A 25070DEVELOPMENT ASSISTANT 23524.28$ 25.49$ 26.76$ 28.09$ 29.51$ A 25060DEVELOPMENT ASSOCIATE 36030.51$ 32.04$ 33.64$ 35.32$ 37.09$ A 25069DEVELOPMENT ASSOCIATE - TEMP 79830.51$ -$ -$ -$ -$ A 25020DEVELOPMENT SPECIALIST 15021.27$ 22.34$ 23.45$ 24.62$ 25.85$ A 88200DIR OF FIRE PREV/ENV SERVICES M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 89870DIR OF INFORMATION TECHNOLOGY M4248.53$ 50.96$ 53.51$ 56.18$ 58.99$ D 58200DIRECTOR OF ENVIRONMENTAL SVS G6038.53$ 40.45$ 42.48$ 44.61$ 46.83$ C 88040DIRECTOR OF OPERATIONS - PARKS M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 89000DIRECTOR RECREATION & PARKS M7159.37$ 62.34$ 65.46$ 68.73$ 72.17$ D 89360ECONOMIC DEVELOPMENT DIRECTOR M7159.37$ 62.34$ 65.46$ 68.73$ 72.17$ D 14139ELECTRICAL ASSISTANT 87113.77$ -$ -$ -$ -$ A 14130ELECTRICAL TECHNICIAN I 20522.77$ 23.92$ 25.10$ 26.35$ 27.68$ A 14100ELECTRICAL TECHNICIAN II 26325.64$ 26.92$ 28.26$ 29.68$ 31.16$ A 25120ENGINEER I 31528.30$ 29.72$ 31.21$ 32.77$ 34.40$ A 25129ENGINEER I - TEMP 79728.30$ -$ -$ -$ -$ A 25150ENGINEER II 37532.55$ 34.17$ 35.88$ 37.68$ 39.56$ A 25159ENGINEER II - TEMP 79932.55$ -$ -$ -$ -$A 58300ENGINEER III - WASTEWATER G6038.53$ 40.45$ 42.48$ 44.61$ 46.83$ C 25180ENGINEERING AIDE I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 25189 ENGINEERING AIDE I - TEMP 74216.78$ -$ -$ -$ -$ A 25210ENGINEERING AIDE II 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 25220ENGINEERING AIDE III 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 88390ENGINEERING SERVICES MANAGER M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 25270ENGINEERING TECHNICIAN I 26525.71$ 27.00$ 28.34$ 29.76$ 31.25$ A 55300ENGINEERING TECHNICIAN II G4032.91$ 34.56$ 36.29$ 38.10$ 40.01$ C 90359EVENT ATTENDANT 96013.40$ -$ -$ -$ -$ A 57000EVENTS SUPERVISOR G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 13500FACILITY WORKER 1013.67$ 14.35$ 15.06$ 15.82$ 16.62$ A 13509FACILITY WORKER - TEMP 86013.67$ -$ -$ -$ -$ A 13508FACILITY WORKER - TEMP T 86013.67$ -$ -$ -$ -$ A 41260FEMALE INVESTIGATOR I P1024.21$ 25.44$ 26.72$ 28.07$ 29.49$ A 306 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 41300FEMALE INVESTIGATOR II P1525.44$ 26.72$ 28.07$ 29.49$ 30.99$ A 41150FEMALE INVESTIGATOR III P2025.94$ 27.26$ 28.63$ 30.09$ 31.61$ A 89350FINANCE DIRECTOR M7159.37$ 62.34$ 65.46$ 68.73$ 72.17$ D 26080FINANCIAL INVESTIGATOR 7018.20$ 19.11$ 20.06$ 21.06$ 22.11$ A 68130FIRE BATT CHIEF-DAYS F6540.12$ 42.12$ 44.23$ 46.45$ 48.76$ D 68132FIRE BATT CHIEF-SUPPRESS F6028.65$ 30.09$ 31.59$ 33.18$ 34.83$ C 88130FIRE BATTALION CHIEF - DAYS M2139.63$ 41.61$ 43.69$ 45.88$ 48.17$ D 88132FIRE BATTALION CHIEF-SUPPRESS M0128.30$ 29.72$ 31.21$ 32.77$ 34.41$ D 67180FIRE CAPTAIN - DAYS F5532.98$ 34.65$ 36.40$ 38.24$ 40.18$ A 67182FIRE CAPTAIN - SUPPRESSION F5023.56$ 24.76$ 25.99$ 27.32$ 28.70$ A 89400FIRE CHIEF M7465.49$ 68.77$ 72.21$ 75.82$ 79.61$ D 26260FIRE DISPATCHER I 4516.41$ 17.23$ 18.09$ 19.00$ 19.95$ A 26269FIRE DISPATCHER I - TEMP 74016.41$ -$ -$ -$ -$ A 26290FIRE DISPATCHER II 7518.21$ 19.13$ 20.09$ 21.09$ 22.14$ A 26299FIRE DISPATCHER II - TEMP 75518.21$ -$ -$ -$ -$ A 32150FIRE ENGINEER - DAYS F3027.60$ 29.01$ 30.47$ 32.01$ 33.64$ A 32152FIRE ENGINEER - SUPPRESSION F1519.72$ 20.71$ 21.75$ 22.87$ 24.03$ A 21479FIRE INSPECTOR-TEMPORARY 13521.03$ 22.09$ 23.19$ 24.35$ 25.57$ A 68440FIRE MARSHAL/TRAINING OFFICER F7042.08$ 44.19$ 46.40$ 48.72$ 51.15$ A 88440FIRE MARSHAL/TRAINING OFFICER M3641.57$ 43.64$ 45.83$ 48.13$ 50.53$ D 27040FIRE PLANS EXAMINER 32529.27$ 30.75$ 32.31$ 33.95$ 35.66$ A 21480FIRE PREVENTION INSP/PETROLEUM 13521.03$ 22.09$ 23.19$ 24.35$ 25.57$ A 21470FIRE PREVENTION/ENVIRON OFFR 25024.55$ 25.79$ 27.10$ 28.48$ 29.90$ A 32200FIREFIGHTER - DAYS F2524.75$ 26.01$ 27.33$ 28.71$ 30.17$ A 32202FIREFIGHTER - SUPPRESSION F1017.87$ 18.76$ 19.72$ 20.71$ 21.75$ A 32260FIREFIGHTER TRAINEE - DAYS F0116.80$ -$ -$ -$ -$ A 32262FIREFIGHTER TRAINEE - SUPPRESS F0514.30$ 15.03$ 15.79$ 16.58$ 17.44$ A 14330FLEET MECHANIC I 11020.30$ 21.31$ 22.37$ 23.49$ 24.67$ A 14280FLEET MECHANIC II 24524.57$ 25.80$ 27.09$ 28.43$ 29.86$ A 14300FLEET MECHANIC III 26025.49$ 26.78$ 28.14$ 29.56$ 31.06$ A 14040FLEET SERVICE WORKER I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 14060FLEET SERVICE WORKER I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 14069FLEET SERVICE WORKER I - TEMP 74216.78$ -$ -$ -$ -$ A 14061FLEET SERVICE WORKER I T-STEP 71512.89$ -$ -$ -$ -$ A 14068FLEET SERVICE WORKER I-TEMP-T 71512.89$ -$ -$ -$ -$ A 14050FLEET SERVICE WORKER II 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 14460FLEET SERVICE WORKER II 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 14049FLEET SERVICE WORKER TEMP 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 14048FLEET SERVICE WORKER TEMP-T 71512.89$ -$ -$ -$ -$ A 22130FLEET SERVICES SYSTEMS ANALYST 14521.24$ 22.30$ 23.42$ 24.59$ 25.82$ A 88400FLEET SUPERINTENDENT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 21510GENERAL SERVICES COORDINATOR 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 88510GENERAL SERVICES SUPT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 25140GIS ANALYST 28025.57$ 26.86$ 28.20$ 29.61$ 31.09$ A 57140GIS SUPERVISOR G3230.94$ 32.49$ 34.11$ 35.82$ 37.62$ C 307 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 25000GIS TECHNICIAN 9719.24$ 20.20$ 21.20$ 22.27$ 23.38$ A 25009GIS TECHNICIAN - TEMP 88219.24$ -$ -$ -$ -$ A 25230GRAPHICS TECHNICIAN 15021.27$ 22.34$ 23.45$ 24.62$ 25.85$ A 57200HAZARDOUS MATERIALS COORD G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 27230HAZARDOUS MATERIALS SPECIALIST 32529.27$ 30.75$ 32.31$ 33.95$ 35.66$ A 90809HEARING OFFICER 97818.00$ -$ -$ -$ -$ A 13220HEAVY EQUIP OPERATOR - WATER 18322.17$ 23.26$ 24.43$ 25.66$ 26.94$ A 13240HEAVY EQUIP OPR - WASTE WATER 18322.17$ 23.26$ 24.43$ 25.66$ 26.94$ A 13230HEAVY EQUIP OPR-SW & RECYCLING 18322.17$ 23.26$ 24.43$ 25.66$ 26.94$ A 13210HEAVY EQUIPMENT OPR - PARKS 18322.17$ 23.26$ 24.43$ 25.66$ 26.94$ A 13200HEAVY EQUIPMENT OPR - STREETS 18322.17$ 23.26$ 24.43$ 25.66$ 26.94$ A 25080HELP DESK SPECIALIST 8518.47$ 19.39$ 20.37$ 21.38$ 22.46$ A 27010HUMAN RESOURCES ANALYST I 23524.28$ 25.49$ 26.76$ 28.09$ 29.51$ A 27019HUMAN RESOURCES ANALYST I TEMP 78724.28$ -$ -$ -$ -$ A 27000HUMAN RESOURCES ANALYST II 31528.30$ 29.72$ 31.21$ 32.77$ 34.40$ A 26440HUMAN RESOURCES CLERK 7018.20$ 19.11$ 20.06$ 21.06$ 22.11$ A 89910HUMAN RESOURCES MANAGER M4248.53$ 50.96$ 53.51$ 56.18$ 58.99$ D 57020HUMAN RESOURCES SUPERVISOR G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 26400HUMAN RESOURCES TECHNICIAN 21523.49$ 24.67$ 25.90$ 27.20$ 28.56$ A 26409HUMAN RESOURCES TECHNICIAN-TEM 78523.49$ -$ -$ -$ -$ A 56990HYDROGRAPHIC SUPERVISOR G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 14350INDUSTRIAL WASTE INSPECTOR 16521.78$ 22.87$ 24.01$ 25.21$ 26.47$ A 24350INDUSTRIAL WASTE INSPECTOR 21023.37$ 24.55$ 25.79$ 27.10$ 28.48$ A 14359INDUSTRIAL WASTE INSPECTOR-TEM 16521.78$ 22.87$ 24.01$ 25.21$ 26.47$ A 24359INDUSTRIAL WASTE INSPECTOR-TEM 78223.37$ -$ -$ -$ -$ A 89930INSURANCE COORDINATOR M0637.19$ 39.04$ 40.99$ 43.05$ 45.20$ D 58110INTERNAL AUDITOR G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 13490LABORER 1 9.79$ 10.28$ 10.79$ 11.34$ 11.90$ A 13499LABORER - TEMP 8409.79$ -$ -$ -$ -$ A 52080LAW OFFICE ADMINISTRATOR G1023.10$ 24.25$ 25.47$ 26.74$ 28.08$ C 26300LEGAL SEC - MUNICIPAL LAW 9519.10$ 20.06$ 21.07$ 22.12$ 23.21$ A 26310LEGAL SECRETARY 9519.10$ 20.06$ 21.07$ 22.12$ 23.21$ A 26319LEGAL SECRETARY - TEMP 76519.10$ -$ -$ -$ -$ A 90449LIFEGUARD I 9055.36$ -$ -$ -$ -$ A 90459LIFEGUARD II 9155.46$ -$ -$ -$ -$ A 13190LIGHT EQUIPMENT OPERATOR-WATER 9418.96$ 19.91$ 20.90$ 21.95$ 23.04$ A 13180LIGHT EQUIPMENT OPR - PARKS 9418.96$ 19.91$ 20.90$ 21.95$ 23.04$ A 13170LIGHT EQUIPMENT OPR - STREETS 9418.96$ 19.91$ 20.90$ 21.95$ 23.04$ A 13179LIGHT EQUIPMENT OPR-STREETS-TE 76218.96$ -$ -$ -$ -$ A 13580MACHINIST 24524.57$ 25.80$ 27.09$ 28.43$ 29.86$ A 14200MAINT CRAFTWORKER I 20122.36$ 23.49$ 24.65$ 25.89$ 27.18$ A 13080MAINTAINER - CGCC 3014.98$ 15.73$ 16.52$ 17.35$ 18.21$ A 13090MAINTAINER - CGCC 3014.98$ 15.73$ 16.52$ 17.35$ 18.21$ A 14220MAINTENANCE CRAFTWORKER II 22923.96$ 25.17$ 26.43$ 27.77$ 29.19$ A 14320MAINTENANCE MECHANIC 15021.27$ 22.34$ 23.45$ 24.62$ 25.85$ A 308 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 90269MAINTENANCE WORKER-EQUIPMENT 9398.06$ -$ -$ -$ -$ A 90249MAINTENANCE WORKER-GENERAL 9398.06$ -$ -$ -$ -$ A 90279MAINTENANCE WORKER-PARKS 9398.06$ -$ -$ -$ -$ A 90259MAINTENANCE WORKER-STREETS 9398.06$ -$ -$ -$ -$ A 86090MANAGEMENT ASSISTANT M0524.28$ 25.49$ 26.76$ 28.09$ 29.51$ D 25010MARKETING & EVENTS SPECIALIST 15021.27$ 22.34$ 23.45$ 24.62$ 25.85$ A 99999MAYOR 990919.54$ -$ -$ -$ -$ A 26140MICROGRAPHIC TECHNICIAN 2514.78$ 15.52$ 16.31$ 17.12$ 17.97$ A 13270MOTOR SWEEPER OPERATOR 16021.33$ 22.39$ 23.51$ 24.68$ 25.92$ A 25100NETWORK SYSTEMS ANALYST 22023.57$ 24.74$ 25.98$ 27.28$ 28.64$ A 25130NETWORK SYSTEMS ENGINEER 29727.13$ 28.50$ 29.94$ 31.45$ 33.05$ A 25119NETWORK SYSTEMS TECH - TEMP 77620.88$ -$ -$ -$ -$ A 25110NETWORK SYSTEMS TECHNICIAN 13020.88$ 21.92$ 23.02$ 24.17$ 25.38$ A 52100OFFICE ADM-PUBLIC RELATIONS G2528.65$ 30.08$ 31.58$ 33.17$ 34.82$ C 25089OFFICE SYSTEMS SUPP ASST-TEMP 75717.06$ -$ -$ -$ -$ A 90153OFFICIAL I 97212.50$ -$ -$ -$ -$ A 90673OFFICIAL I (ADULT) 872 -$ -$ -$ -$ -$ A 90703OFFICIAL I (YOUTH) 9519.00$ -$ -$ -$ -$ A 90163OFFICIAL II 98115.00$ -$ -$ -$ -$ A 90683OFFICIAL II (ADULT) 87815.14$ -$ -$ -$ -$ A 90713OFFICIAL II (YOUTH) 86013.67$ -$ -$ -$ -$ A 90693OFFICIAL III (ADULT) 98115.00$ -$ -$ -$ -$ A 90723OFFICIAL III (YOUTH) 86616.45$ -$ -$ -$ -$ A 26410PARK & LANDSCAPE DESIGNER 35030.01$ 31.51$ 33.09$ 34.74$ 36.48$ A 59800PARK CONSTRUCTION & FAC PLNR G5537.77$ 39.66$ 41.64$ 43.72$ 45.91$ C 13300PARK MAINTAINER 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 13320PARK MAINTAINER II 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 13308PARK MAINTAINER TEMP-T 71512.89$ -$ -$ -$ -$ A 13301PARK MAINTAINER-T 71512.89$ -$ -$ -$ -$ A 90199PARK SECURITY GUARD - TEMP 96111.91$ -$ -$ -$ -$ A 13310PARK SERVICES COORDINATOR 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 24500PARK SERVICES TECHNICIAN 14521.24$ 22.30$ 23.42$ 24.59$ 25.82$ A 24440PARK TECHNICIAN 26525.71$ 27.00$ 28.34$ 29.76$ 31.25$ A 88480 PARKS SUPERINTENDENT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 24349PARTS & INVENTORY SPEC - TEMP 86916.45$ -$ -$ -$ -$ A 24340PARTS & INVENTORY SPECIALIST 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 88310PERMIT AND PLAN CHECK MANAGER M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 11111PLACE HOLDER F0116.80$ -$ -$ -$ -$ A 27029PLAN CHECKER - TEMP 79429.27$ -$ -$ -$ -$ A 27020PLAN CHECKER-ELECTRICAL SPEC 32529.27$ 30.75$ 32.31$ 33.95$ 35.66$ A 27030PLAN CHECKER-PLUMB & MECH SPEC 32529.27$ 30.75$ 32.31$ 33.95$ 35.66$ A 27050PLAN CHECKER-RESIDENTIAL SPEC 32529.27$ 30.75$ 32.31$ 33.95$ 35.66$ A 89450PLANNING DIRECTOR M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 25030PLANNING TECHNICIAN 18522.30$ 23.41$ 24.58$ 25.81$ 27.11$ A 25039PLANNING TECHNICIAN - TEMP 78122.30$ -$ -$ -$ -$ A 309 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 14489PLANT MAINTENANCE WORKER-TEMP 73814.75$ -$ -$ -$ -$ A 90409POLICE CADET 9008.00$ -$ -$ -$ -$ A 88530POLICE CAPTAIN M5153.43$ 56.10$ 58.90$ 61.85$ 64.94$ D 89500POLICE CHIEF M8069.45$ 72.93$ 76.58$ 80.41$ 84.42$ D 51300POLICE CRIME LAB SUPERVISOR G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 26370POLICE DISPATCHER I 7518.21$ 19.13$ 20.09$ 21.09$ 22.14$ A 26379POLICE DISPATCHER I - TEMP 75518.21$ -$ -$ -$ -$ A 26380POLICE DISPATCHER II 10019.38$ 20.35$ 21.36$ 22.43$ 23.56$ A 26389POLICE DISPATCHER II - TEMP 76719.38$ -$ -$ -$ -$ A 21200POLICE LAB TECHNICIAN 24524.57$ 25.80$ 27.09$ 28.43$ 29.86$ A 88540POLICE LIEUTENANT M3047.99$ 50.40$ 52.92$ 55.57$ 58.35$ D 41250POLICE OFFICER P1024.21$ 25.44$ 26.72$ 28.07$ 29.49$ A 77360POLICE SERGEANT P5535.28$ 37.05$ 38.90$ 40.85$ 42.89$ C 21450POLICE SERVICE TECHNICIAN 6017.79$ 18.68$ 19.62$ 20.60$ 21.63$ A 21459POLICE SERVICE TECHNICIAN-TEMP 75017.79$ -$ -$ -$ -$ A 41430POLICE TRAINEE P0519.34$ 20.30$ 21.32$ 22.39$ 23.51$ A 90139POOL MANAGER 95811.00$ -$ -$ -$ -$ A 90609POOL MANAGER I 9306.76$ -$ -$ -$ -$ A 90619POOL MANAGER II 9337.02$ -$ -$ -$ -$ A 90629POOL MANAGER III 9367.28$ -$ -$ -$ -$ A 59890PRINCIPAL PLANNER G5537.77$ 39.66$ 41.64$ 43.72$ 45.91$ C 59899PRINCIPAL PLANNER TEMP 61537.77$ -$ -$ -$ -$ C 26360PROGRAM COORDINATOR - PERM 6017.79$ 18.68$ 19.62$ 20.60$ 21.63$ A 90059PROGRAM COORDINATOR I - TEMP 95811.00$ -$ -$ -$ -$ A 90079PROGRAM COORDINATOR II - TEMP 96511.50$ -$ -$ -$ -$ A 90029PROGRAM LEADER I - TEMP 9458.50$ -$ -$ -$ -$ A 90019PROGRAM LEADER II - TEMP 9519.00$ -$ -$ -$ -$ A 25090PROGRAMMER ANALYST 29026.33$ 27.65$ 29.03$ 30.48$ 32.00$ A 25099PROGRAMMER ANALYST - TEMP 88426.33$ -$ -$ -$ -$ A 57350PROPERTY ROOM SUPERVISOR G2026.70$ 28.04$ 29.44$ 30.91$ 32.46$ C 59710PUBLIC INFORMATION OFFICER G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 89560PUBLIC WORKS DIRECTOR M7762.99$ 66.14$ 69.44$ 72.92$ 76.56$ D 88060PUBLIC WORKS OPERATIONS MGR M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 27510 PUBLIC/FIRE SAFTETY EDUC SPEC 18021.92$ 23.02$ 24.18$ 25.38$ 26.65$ A 59920 PURCHASING OFFICER G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 26000REAL PROPERTY AGENT I 10019.38$ 20.35$ 21.36$ 22.43$ 23.56$ A 26010REAL PROPERTY AGENT II 36030.51$ 32.04$ 33.64$ 35.32$ 37.09$ A 86100REAL PROPERTY MANAGER M1039.04$ 40.99$ 43.05$ 45.20$ 47.46$ D 26420RECEPTIONIST 1514.31$ 15.03$ 15.77$ 16.56$ 17.39$ A 57910RECORDS SUPERVISOR G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 90639RECREATION COORDINATOR I 9428.11$ -$ -$ -$ -$ A 90649RECREATION COORDINATOR II 9458.50$ -$ -$ -$ -$ A 90659RECREATION COORDINATOR III 9489.09$ -$ -$ -$ -$ A 90669RECREATION COORDINATOR IV 9549.50$ -$ -$ -$ -$ A 90089RECREATION LEADER I 803 -$ -$ -$ -$ -$ A 310 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 90109RECREATION LEADER II 9065.46$ -$ -$ -$ -$ A 90129RECREATION LEADER III 9125.72$ -$ -$ -$ -$ A 26020RECREATION SPECIALIST 18021.92$ 23.02$ 24.18$ 25.38$ 26.65$ A 88590RECREATION SUPERINTENDENT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 27100REHABILITATION SPECIALIST 26525.71$ 27.00$ 28.34$ 29.76$ 31.25$ A 26390REVENUE PROGRAM AIDE 6518.05$ 18.95$ 19.89$ 20.89$ 21.93$ A 86020RISK MANAGER M0839.04$ 40.99$ 43.05$ 45.20$ 47.46$ D 13390SANITATION WORKER I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 13391SANITATION WORKER I - T STEP 71512.89$ -$ -$ -$ -$ A 13398SANITATION WORKER I TEMP-T 71512.89$ -$ -$ -$ -$ A 13420SANITATION WORKER II 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 13429SANITATION WORKER II-TEMP 76017.09$ -$ -$ -$ -$ A 13439SANITATION WORKER III TEMP 77020.32$ -$ -$ -$ -$ A 90143SCOREKEEPER 9008.00$ -$ -$ -$ -$ A 90733SCOREKEEPER I 805 -$ -$ -$ -$ -$ A 90743SCOREKEEPER II 821 -$ -$ -$ -$ -$ A 90753SCOREKEEPER III 833 -$ -$ -$ -$ -$ A 26450SECRETARY I 5516.56$ 17.39$ 18.26$ 19.17$ 20.13$ A 26459SECRETARY I - TEMP 74516.56$ -$ -$ -$ -$ A 26490SECRETARY II 7018.20$ 19.11$ 20.06$ 21.06$ 22.11$ A 26500SECRETARY II - CGCC 7018.20$ 19.11$ 20.06$ 21.06$ 22.11$ A 26499SECRETARY II - TEMP 75218.20$ -$ -$ -$ -$ A 25139SENIOR OFFICE SYS ANALYST-TEMP 79224.00$ -$ -$ -$ -$ A 41170SENIOR POLICE LAB TECHNICIAN P2025.94$ 27.26$ 28.63$ 30.09$ 31.61$ A 41270SENIOR POLICE OFFICER P1525.44$ 26.72$ 28.07$ 29.49$ 30.99$ A 26460SENIOR POLICE RECORDS CLERK 7018.20$ 19.11$ 20.06$ 21.06$ 22.11$ A 27340SENIOR PROPERTY TECHNICIAN 15021.27$ 22.34$ 23.45$ 24.62$ 25.85$ A 56100SENIOR REAL PROPERTY AGENT G4032.91$ 34.56$ 36.29$ 38.10$ 40.01$ C 25160SENIOR SALES REPRESENTATIVE 23524.28$ 25.49$ 26.76$ 28.09$ 29.51$ A 13709SERVICE MAINTENANCE WKR-TEMP 86616.45$ -$ -$ -$ -$ A 13708SERVICE MAINTENANCE WKR-TEMP T 71512.89$ -$ -$ -$ -$A 13700SERVICE MAINTENANCE WORKER 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 13701SERVICE MAINTENANCE WORKER-T 71512.89$ -$ -$ -$ -$ A 13440SEWER MAINTAINER I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 13449 SEWER MAINTAINER I - TEMP 74216.78$ -$ -$ -$ -$ A 13441SEWER MAINTAINER I T-STEP 71512.89$ -$ -$ -$ -$ A 13448SEWER MAINTAINER I TEMP-T 71512.89$ -$ -$ -$ -$ A 13460SEWER MAINTAINER II 9719.24$ 20.20$ 21.20$ 22.27$ 23.38$ A 13470SEWER MAINTAINER III 14021.14$ 22.19$ 23.30$ 24.46$ 25.68$ A 90179SITE MANAGER I - TEMP 95610.00$ -$ -$ -$ -$ A 90189SITE MANAGER II - TEMP 96210.50$ -$ -$ -$ -$ A 89130SOLID WASTE DIRECTOR M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 13430SOLID WASTE EQUIPMENT OPERATOR 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 88560SOLID WASTE SUPERINTENDENT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 57010SPECIAL EVENTS MGR - RABOBANK G5537.77$ 39.66$ 41.64$ 43.72$ 45.91$ C 311 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 59700SPECIAL PROJECTS MANAGER G5537.77$ 39.66$ 41.64$ 43.72$ 45.91$ C 13640SPRAY RIG OPR/PEST CONTROL ADV 10519.42$ 20.39$ 21.41$ 22.48$ 23.61$ A 57410STAGE MANAGER - CGCC G2528.65$ 30.08$ 31.58$ 33.17$ 34.82$ C 14440STAGE TECHNICIAN - CGCC 15021.27$ 22.34$ 23.45$ 24.62$ 25.85$ A 90509STAGEHAND I 96311.63$ -$ -$ -$ -$ A 90519STAGEHAND II 97212.50$ -$ -$ -$ -$ A 90529STAGEHAND III 97513.41$ -$ -$ -$ -$ A 13140STREET MAINTAINER 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 13141STREET MAINTAINER T-STEP 71512.89$ -$ -$ -$ -$ A 13148STREET MAINTAINER TEMP-T 71512.89$ -$ -$ -$ -$ A 13149STREET MAINTAINER-TEMP 74216.78$ -$ -$ -$ -$ A 88640STREET MAINTENANCE SUPT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 90389STUDENT HELP 9008.00$ -$ -$ -$ -$ A 90439STUDENT INTERN 9276.45$ -$ -$ -$ -$ A 59880SUPERVISING FIRE DISPATCHER G0521.74$ 22.83$ 23.98$ 25.18$ 26.44$ C 57110SUPERVISOR I G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 57080SUPERVISOR I - CGCC G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 57210SUPERVISOR I - RECREATION G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 57119SUPERVISOR I - TEMP 60025.94$ -$ -$ -$ -$ C 57460SUPERVISOR I - TREES G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 57120SUPERVISOR II G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 57830SUPERVISOR II - RECREATION G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 57220SUPERVISOR II - RECYCLING G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 57850SUPERVISOR II - WASTEWATER G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 57710SUPERVISOR III - WASTEWATER G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 55470SUPERVISOR-SURVEY OPERATIONS G3531.19$ 32.76$ 34.39$ 36.11$ 37.92$ C 57840SUPV II-W W PRETREAT REV PROG G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 25280SURVEY PARTY CHIEF I 21023.37$ 24.55$ 25.79$ 27.10$ 28.48$ A 25300SURVEY PARTY CHIEF II 26525.71$ 27.00$ 28.34$ 29.76$ 31.25$ A 90099SWIM INSTRUCTOR 9398.06$ -$ -$ -$ -$ A 90469SWIM INSTRUCTOR I 9185.67$ -$ -$ -$ -$A 90479SWIM INSTRUCTOR II 9215.98$ -$ -$ -$ -$ A 57160TECHNOLOGY SERVICES SUPERVISOR G2528.65$ 30.08$ 31.58$ 33.17$ 34.82$ C 90329 TICKET SELLER 9306.76$ -$ -$ -$ -$ A 312 CITY OF BAKERSFIELD FISCAL YEAR 2012-13 SALARY SCHEDULE #POSITION TITLE GRADE STEP (HOURLY RATE)OT STEP 1STEP 2STEP 3STEP 4STEP 5 14480TRADES ASSISTANT FIRE HYDRANT 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 14471TRADES ASSISTANT T-STEP 72014.15$ -$ -$ -$ -$ A 14479TRADES MAINT WORKER - TEMP 87718.50$ -$ -$ -$ -$ A 14478TRADES MAINT WORKER TEMP-T 72014.15$ -$ -$ -$ -$ A 14470TRADES MAINTENANCE WORKER 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 88370TRAFFIC ENGINEER M4248.53$ 50.96$ 53.51$ 56.18$ 58.99$ D 25290TRAFFIC OPERATIONS TECHNICIAN 26325.64$ 26.92$ 28.26$ 29.68$ 31.16$ A 14080TRAFFIC PAINTER I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 14081TRAFFIC PAINTER I T-STEP 71512.89$ -$ -$ -$ -$ A 14088TRAFFIC PAINTER I TEMP-T 71512.89$ -$ -$ -$ -$ A 14089TRAFFIC PAINTER I-TEMP 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 14190TRAFFIC PAINTER II 9018.50$ 19.42$ 20.39$ 21.42$ 22.48$ A 17190TRAFFIC PAINTER III 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 15310TRAFFIC SIGNAL TECHNICIAN 26325.64$ 26.92$ 28.26$ 29.68$ 31.16$ A 41060TRAINING OFFICER P2527.26$ 28.63$ 30.09$ 31.61$ 33.21$ A 26250TRANSCRIBING TYPIST 4015.76$ 16.54$ 17.37$ 18.24$ 19.16$ A 26259TRANSCRIBING TYPIST-TEMP 73715.76$ -$ -$ -$ -$ A 90209TRANSPORTATION OFFICER I 9428.11$ -$ -$ -$ -$ A 90219TRANSPORTATION OFFICER II 9428.11$ -$ -$ -$ -$ A 90229TRANSPORTATION OFFICER III 97113.50$ -$ -$ -$ -$ A 13610TREE MAINTAINER I 5016.45$ 17.26$ 18.12$ 19.02$ 19.98$ A 13618TREE MAINTAINER I TEMP-T 71512.89$ -$ -$ -$ -$ A 13611TREE MAINTAINER I-T STEP 71512.89$ -$ -$ -$ -$ A 13620TREE MAINTAINER II 9719.24$ 20.20$ 21.20$ 22.27$ 23.38$ A 13630TREE MAINTAINER III 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 57500URBAN FORESTER G4533.57$ 35.25$ 37.01$ 38.86$ 40.81$ C 88580UTILITIES MANAGER M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 13480UTILITY WORKER 3014.98$ 15.73$ 16.52$ 17.35$ 18.21$ A 13489UTILITY WORKER-TEMP 73514.98$ -$ -$ -$ -$ A 14360W W TREAT PLANT LAB TECH 16521.78$ 22.87$ 24.01$ 25.21$ 26.47$ A 14390W W TREATMENT PLANT OPR I 6518.05$ 18.95$ 19.89$ 20.89$ 21.93$ A 14420W W TREATMENT PLANT OPR II 11520.32$ 21.33$ 22.40$ 23.52$ 24.69$ A 14430W W TREATMENT PLANT OPR III 22923.96$ 25.17$ 26.43$ 27.77$ 29.19$ A 90349WARDROBE 9579.25$ -$ -$ -$ -$ A 88690WASTEWATER MANAGER M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 14290WASTEWATER PLANT MECHANIC 24524.57$ 25.80$ 27.09$ 28.43$ 29.86$ A 88680WASTEWATER TREATMENT SUPT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 89110WATER RESOURCES DIRECTOR M4850.67$ 53.21$ 55.87$ 58.66$ 61.60$ D 89160WATER RESOURCES MANAGER M7159.37$ 62.34$ 65.46$ 68.73$ 72.17$ D 88570WATER RESOURCES SUPERINTENDENT M1841.06$ 43.11$ 45.27$ 47.53$ 49.91$ D 57450WATER SUPERVISOR I G1525.94$ 27.24$ 28.60$ 30.03$ 31.53$ C 57170WATER SUPERVISOR II G3030.43$ 31.95$ 33.55$ 35.23$ 36.99$ C 25050WEBMASTER 22023.57$ 24.74$ 25.98$ 27.28$ 28.64$ A 13510WELDER I 20022.35$ 23.48$ 24.65$ 25.89$ 27.19$ A 13520WELDER II 24524.57$ 25.80$ 27.09$ 28.43$ 29.86$ A 313 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. 314 FY 2012-13 Budget Calendar JANUARY 25 FEBRUARY FY 2012-13 Budget Instructions and Salary Projection Report distributed to departments 3 Salary Projection File changes are to be entered in HTE. 10 Revenue projections for all funds are due to Finance. Internal Service Requests are due. MARCH 5 Goals and Objectives and Organizational Charts due. Operating Budgets (with transmittal) due to City Manager’s Office. Department’s CIP Budget due to City Manager’s Office, including transmittal memo with Department Head signature. 12 – 23 Budget review meetings to be scheduled by the City Manager’s Office. APRIL 6 City Manager’s recommended budget available to departments online. 9 First review of department budget presentations. 16 Final review of department presentations. MAY 9 17 City Manager’s Budget Overview Presentation to Council and Budget Workshop. Department Budget Presentations/Council Presentations: General Government, and Finance. Proposed CIP Budget to Planning Commission 23 Department Budget Presentations/Council Presentations: Fire, Development Services, Police and Public Works. JUNE 6 Department Budget Presentations/Council Presentations: City Attorney, Water Resources, EDCD, SMG/Rabobank, CVB, Recreation and Parks Proposed FY 2012-13 Operating and Capital Improvement Plan (CIP) Budgets and Appropriations Limit City Council Hearing. 27 City Council Adoption of FY 2012-13 Operating and Capital Improvement Program (CIP) Budgets and Appropriations Limit. 315 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. 316 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 theybecome 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. Propertytaxes 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 typesand 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 recognizedas revenues. Budgets and Budgetary Accounting The procedures established by the City Council in adopting the budgetary data reflected in the financial statements are as follows: 1.Prior to June 1, the City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them. 2.Public hearings are conducted to obtain taxpayer comments. 317 Basis of Accounting and Budgeting continued 3.Prior to July 1, the budget is legally enacted through passage of a resolution. 4.Budgets are adopted for all governmental fund types and are prepared on a basis consistent with generally accepted accounting principles. 5.The City Manager is authorized to transfer budgeted amounts between departments within any fund and approve reductions of budgeted amounts. Since expenditures may not exceed budgeted appropriations at the fund level, any revisions that alter the total appropriations of any fund are to be approved by the City Council. Projects budgeted within the fiscal year but not yet completed can be reappropriated the following fiscal year with City Manager approval. All other unencumbered appropriations lapse at year-end. Encumbered amounts are reappropriated in the ensuing fiscal year budget. 318 Investment Policy The Investment Policyof the City of Bakersfieldas adopted by Policy Resolution No. 213-03, is intended to provide guidelines for the prudent investment of the City of Bakersfield’s temporary idle cash, and outline the policies for maximizing the efficiency of the City’s cash management system. It is the policy of the City to invest public funds in a manner which will provide safety of principal and at least a market rate of return while meeting the daily cash flow demands of the City.Investments will conform to all statutes governing the investment of public funds. The primary goals of the investment policy are: x To assure compliance with all Federal, State and Local laws governing the investment of public funds under the control ofthe 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 rateof return. The ultimate goal is to enhance the economic status of the City of Bakersfield while protecting the safety of its financial assets. 319 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. 320 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. 321 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. 322 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. 323 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. 324 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 325 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. 326 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 327 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 328 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 329 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. 330 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. 331 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 332 Glossary continued the development project is obtained, and are based upon the amount of traffic the development will generate. TRUST FUND – Used when the City is custodian of money to be reserved and spent for a special purpose. - U - UNENCUMBERED BALANCE – The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. UNRESERVED FUND BALANCE – The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation. USER CHARGES/FEES – These represent payment for services which would not be provided to the individual if the charge were not paid. 333