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HomeMy WebLinkAboutFY 2014-15 City of Bakersfield Proposed BudgetCity of Bakersfield, California FY 2014-15 Proposed Budget About the Cover The FY 2014-15 budget cover features four photographs capturing various events and projects occurring within the City over the past year. Top Left: The second phase of the Sister City Gardens located at Mill Creek opened on December 4, 2014 recognizing the cities of Santiago de Queretaro, Mexico and Amritsar, India. The first phase of the Sister City Gardens opened across the street in 2012, featuring the cities of Wakayama, Japan; Bucheon, South Korea; and Cixi, China. Top Right: City in the Hills Park, the City's 59th park, opened in 2011. The 10-acre park features shaded picnic facilities, an exercise area, children’s playground, tennis, basketball, sand volleyball courts and an 18 - hole disc golf course. Other features include a perimeter walking trail, open turf areas, boulder outcroppings, and drought tolerant plants. Bottom Left: The Mill House at Mill Creek opened in 2013 just west of 17th and S Streets, featuring over 1,000 square feet available for special events and gatherings. The facility features an operational mill wheel which generates approximately 2 kilowatts of power at peak production. Bottom Right: The first segment of the Westside Parkway opened on August 2, 2013. The new east-west freeway includes three lanes in each direction with interchanges at Truxtun Avenue, Mohawk Street, Coffee Road, Calloway Drive (pictured) and Allen Road. Construction on the final segment between Allen Road and the Stockdale Highway/Heath Road intersection is currently underway, and is expected to be completed in fall 2014. Photography Credits: - Gilbert Vega THIS PAGE INTENTIONALLY LEFT BLANK CITY OF BAKERSFIELD PROPOSED BUDGET FY 2014 – 15 MAYOR Harvey L. Hall CITY COUNCILMEMBERS Willie Rivera Councilmember, Ward 1 Terry Maxwell Councilmember, Ward 2 Ken Weir Councilmember, Ward 3 Bob Smith Councilmember, Ward 4 Harold W. Hanson Councilmember, Ward 5 Jacquie Sullivan Councilmember, Ward 6 Russell Johnson Councilmember, Ward 7 Submitted by Alan Tandy City Manager CITY OF BAKERSFIELD EXECUTIVE STAFF Alan Tandy City Manager Virginia Gennaro City Attorney Art Chianello Water Resources Manager Doug Greener Fire Chief Nick Fidler Acting Public Works Director Dianne Hoover Recreation and Parks Director Doug McIsaac Community Development Director Greg Williamson Police Chief Nelson Smith Finance Director Rhonda Smiley Assistant to the City Manager Steve Teglia Assistant to the City Manager Chris Huot Assistant to the City Manager i TABLE OF CONTENTS BUDGET MESSAGE v Letter of Transmittal v Distinguished Budget Presentation Award xxxi Employee Incentive Program xxxii Organizational Chart xxxiii BUDGET SUMMARIES 1 Revenues and Appropriations – General Fund 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, 2015 17 Interfund Transfers – Summary 18 Interfund Transfers – Detail 19 REVENUES 21 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 37 City Manager 40 City Clerk 44 Human Resources 48 Risk Management 52 Information Technology 55 Table of Contents (Continued) ii FINANCIAL SERVICES 59 Administrative Services 62 Accounting and Reporting 64 Treasury 68 Purchasing 70 Successor Agency CITY ATTORNEY 71 POLICE SERVICES 77 Headquarters 81 Support Services 96 Operations 107 Investigations 118 Animal Control FIRE SERVICES 119 Administration 122 Fire Safety 125 Fire Suppression 128 PUBLIC WORKS 133 Administrative Services 142 Thomas Roads Improvement Program (TRIP) 144 Engineering 148 General Services 154 Streets 160 Equipment 163 Wastewater 166 Solid Waste 169 WATER RESOURCES 173 Agricultural Water 177 Domestic Water 180 RECREATION AND PARKS 183 Administrative Services 187 Recreation 190 Parks 193 COMMUNITY DEVELOPMENT 197 Planning 200 Building 205 Table of Contents (Continued) iii NON-DEPARTMENTAL 209 SPECIAL FUNDS 211 Special Revenue Funds 211 Internal Service Funds 226 Fiduciary Fund 229 Capital Improvement Program Funds 231 Debt Service Funds 238 Schedule of Long-Term Debt Outstanding 240 Schedule of Long-Term Debt Maturities 241 ENTERPRISE FUNDS 243 SUCCESSOR AGENCY FUNDS 253 CAPITAL IMPROVEMENT PROGRAM 257 Letter of Transmittal 257 C.I.P. Summary by Fund Chart 268 Key to Funding Codes 269 Infrastructure Graphs 270 C.I.P. Five-Year Plan Summary by Department 271 C.I.P. Five-Year Plan Funding Summary 272 C.I.P. Five-Year Plan Department Detail 273 APPENDICES 283 City Council Ward Boundaries Map 284 Miscellaneous Statistics 285 Miscellaneous Statistics Graphs 286 Personnel Complement by Division 287 Salary Schedule 289 City Budget Process 299 Budget Calendar 300 Operating Budget 301 Basis of Accounting and Budgeting 302 Investment Policy 304 Budget Amendment Process 305 GLOSSARY 307 THIS PAGE INTENTIONALLY LEFT BLANK Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 vi growth as well, with secured property tax revenue in FY 2014-15 projected to show notable increases compared to the previous few years. Permitting activity and transient occupancy tax revenues also reflect the improving economy. Building upon the previous two fiscal years, staff is proposing the continuation of modest position restoration to address various operational needs throughout the organization. Overall, staff is recommending the addition of 22 positions for FY 2014-15. This includes 11 total public safety positions – 5 sworn police positions, 5 civilian police positions and 1 civilian fire position. The remainder of the proposed positions are within various other departments where a service-related or operational need exists. The FY 2014-15 Capital Improvement (CIP) Budget is highlighted by continued funding for the various Thomas Roads Improvement Program projects, including full funding for the construction of the Hosking Interchange Project. Partial construction funding (federal and local funds) is also budgeted for the State Route 178 Widening Project, the Beltway Operational Improvement Projects and the Westside Parkway Operational Improvement Project. Other highlights of the CIP budget include additional funding for Phase II of Mesa Marin Sports Complex and Phase III of the State Farm Sports Village, street and facility lighting improvements, bike lane improvements and a continued emphasis on general street maintenance. Budget Overview and Highlights Personnel Complement: Since FY 2011-12, the Council has authorized personnel restoration that had been previously lost as a result of the recession. The result has been the net addition of 53 positions to the complement – addressing many critical areas of need, including public safety and customer service-related operations. For FY 2014-15, staff is proposing the restoration of 22 positions to further address areas of priority throughout the organization. Of the 22 positions proposed to be restored, 11 are within public safety operations and 5 are sworn police positions. The proposed new positions would bring the Police Department’s sworn complement to 394 – a new department high, superseding the current year’s complement of 389. The balance of the proposed positions within the Police Department includes 2 Police Service Technicians, 1 Clerk Typist and 2 Community Relations Specialists. One Clerk Typist is proposed to be added to the Fire Department complement. The remainder of the proposed additions includes positions where critical service or operational issues continue to exist. The proposed positions include 7 positions within the Public Works Department, 2 positions within the Community Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 vii Development Department and 1 position within the Recreation and Parks Department and Executive Department, respectively. Additionally, a vacant Animal Control Officer position is proposed to be deleted to offset the addition of a Sr. Animal Control Officer position during mid FY 2013-14. The result is a net 21 additions to the Citywide complement. Further details of the proposed position restorations are in the department summaries located later in this transmittal memo. The following table provides authorized staffing levels by department for the previous four fiscal years (including mid-year approved additions) and the proposed complement for next fiscal year: Legislative 1 1 1 1 0 1 Executive 55 55 57 58 1 59 Financial Services 31 31 32 32 0 32 City Attorney 10 10 10 10 0 10 Police Services (a)485 486517528 -1 10 537 Fire Services 195 195196198 1 199 Public Works 409 409415422 7 429 Water 28 28 28 28 0 28 Rabobank Arena/CVB 4 4 8 8 0 8 Recreation & Parks 143 147149149 1 150 Community Development 80 76 61 61 2 63 Totals 1,4411,4421,4741,495 -1 22 1,516 (a) The Police Department is proposed to add 10 positions for FY 2014-15 and delete one vacant Animal Control Officer position from its complement. Table 1. Personnel Complement History and Percent Change since FY 2010-11 Department FY 2010-11 Authorized FY 2011-12 Authorized FY 2012-13 Authorized FY 2013-14 Authorized FY 2014-15 Proposed Deletions FY 2014-15 Proposed Additions FY 2014-15 Proposed As proposed, inclusive of the changes described above, the City’s staffing complement is 1,516. It is noted the proposed complement remains 97 positions below the authorized complement of 1,613 in FY 2008-09. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 viii The following table provides Citywide authorized staffing levels since FY 2008-09 and the proposed complement for next fiscal year. Cost-of-Living Adjustment (COLA) and Labor Negotiations: • The SEIU Blue and White Collar Collective Bargaining Unit received a 2% COLA in July 2013. The group’s MOU expires as of December 31, 2014. The 2% COLA was also extended to General Supervisory and Management - those groups have traditionally received the same COLA adjustments as SIEU. For FY 2014-15, staff has included funding for a potential COLA as part of the budget, subject to further discussion with this group. • A 3.5% COLA was approved for Police Supervisory, effective July 2013. Additionally, the terms of the MOU require unit members hired prior to January 1, 2011 and who have been with the City for five or more years to contribute .5% toward their pension costs. For FY 2014-15, staff has included a projected COLA as part of the budget, inclusive of the catch- up provisions. For FY 2014-15, staff has included funding for a potential COLA as part of the budget. • The Fire Union agreed to a MOU which provided a 3.5% salary adjustment in July 2013. The MOU is in effect until June 30, 2015. Additionally, the terms of the MOU require unit members hired prior to January 1, 2011 and who have been with the City for five or more years to contribute .5% toward their pension costs. For FY 2014-15, staff has included a projected COLA as part of the budget, subject to further discussion with this group. 1613 1452 1441 1442 1474 1495 1516 1350 1400 1450 1500 1550 1600 1650 FY 08-09 Authorized FY 09-10 Authorized FY 10-11 Authorized FY 11-12 Authorized FY 12-13 Authorized FY 13-14 Authorized FY 14-15 Proposed Citywide Complement by Fiscal Year Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 ix • The Police Union agreed to a MOU in July 2013, which provided a .5% salary increase to all members and an additional adjustment to detective salary grades of 1.8%. Additionally, the terms of the MOU require unit members hired prior to January 1, 2011 and who have been with the City for five or more years to contribute .5% toward their pension costs. This MOU expires as of June 30, 2014. For FY 2014-15, staff has included a projected COLA as part of the budget, subject to further discussion with this group. Resolution of Property Tax Split Dispute: In March 2014, the City and County settled a two year dispute concerning how property tax revenues were split for annexations dating back to 2005. The settlement and new Memorandum of Understanding (MOU) provide the City with the same level of revenue it had received prior to the dispute arising. Absent a resolution, the City stood to have approximately $800,000 withheld from its property tax allocation in FY 2014-15. Under the settlement agreement and new MOU, this amount will no longer be withheld. International Association of Chiefs of Police (IACP) Operational Analysis: In January 2014, the City Council approved a contract with IACP to conduct a strategic operational analysis of the Bakersfield Police Department. The goal of the analysis is to identify actions the BPD can implement to achieve objectives more effectively, including improving response times, officer retention and expanding the use of technology within the Department. The study is currently underway, with the final report anticipated to be completed in mid-2014. As the study may propose feasible, fruitful recommendations that require additional resources, staff has reserved $1 million for this purpose. Animal Control Services: In October 2013, the City began operations of the Bakersfield Animal Care Center located at 201 S. Mt. Vernon Ave. The City partnered with the Bakersfield SPCA and the Bakersfield Homeless Center to provide services related to the daily management and staffing of the center. In addition, Public Works oversaw much needed improvements to bring the facility up to a standard that allows for the appropriate care and housing of animals taken into the facility. Included in the FY 2014-15 Proposed Budget is funding for the continuation of the partnerships with the SPCA and Homeless Center for the operation of the center. In addition, the proposed budget includes funding for a low cost spay and neuter voucher program and continuation of the neighborhood license canvasing program. The proposed CIP budget includes $50,000 for miscellaneous improvements and unanticipated capital needs at the center. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 x Water, Sewer and Refuse Rates: Staff continues to closely monitor expenditures associated with enterprise funds and through conservative budgeting efforts has been able to hold user rates unchanged for an extended period of time. For FY 2014-15, staff is not proposing any rate increases for enterprise operations; however, staff is anticipating certain enterprise operations will require a rate or fee adjustment as part of the FY 2015-16 budget cycle. The following bullet points list the rate or fee and the consecutive years without an increase: • Refuse Collection Rates – 6th straight year • Sewer Rates – 3rd straight year • Sewer Connection Fee – 4th straight year • Domestic Water Rates – 4th straight year It is noted that staff is currently proposing a change in methodology for approximately 1,700 of the City’s 4,200 commercial sewer customers. The proposed change will simplify the calculation used to determine the surcharge amounts applicable to certain commercial users and ensure each user is paying their proportional share per State law. In March 2014, the City Council approved sending a Proposition 218 notice to customers regarding the change in methodology. A public hearing on this item is scheduled for June 2014 and, if approved, would be effective beginning in FY 2014-15. Street Maintenance: In support of Council Goals for local street maintenance, resurfacing and road construction projects, the FY 2014-15 Proposed Budget includes local funding in the amount of $21,971,200 for Non-TRIP road maintenance and projects. This includes funding from the following local funding sources: • General Fund: $14,697,200 • Capital Outlay Fund: $7,274,000 This is a $666,919 increase over the current year budget for Non-TRIP road maintenance and projects which totals $21,304,281. It is also an approximately $9,614,200, or 78%, increase as compared to the historical average local Non- TRIP roads funding from FY 2008-09 to FY 2012-13. Recreational Activities and Projects: The FY 2014-15 Proposed Budget includes multiple projects which will enhance the user experience at various parks and facilities. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xi The proposed CIP budget includes an additional $1.9 million for Phase II of Mesa Marin Sports Complex and $2.25 million for Phase III of the State Farm Sports Village. These funds are in addition to the funding that the Council approved in the current year for both projects. Both of these projects are anticipated to advance through the design stages in the next fiscal year. Other proposed Recreation and Parks-related projects in the proposed budget include: • Replacement of the existing shade structure at Jefferson Park. • Rehabilitation of the McMurtrey Aquatic Center slides and stair structure. • Replacement of the existing restroom facility at Planz Park. • Replacement of damaged and worn rubber surfaces at various playgrounds throughout the City. • Upgrading the existing parking and decorative lights to high efficiency LED lights at the Park at River Walk utilizing PG&E’s on-bill financing program. • Replacement of original playground equipment at Silver Creek Park. • Replacement of original playground equipment at Yokuts Park. Other Miscellaneous Items of Note: • A contingency amount of $250,000 has been budgeted for unexpected items which may evolve going into next fiscal year. • An amount of $37,000 has been budgeted to continue the City’s support of the Bakersfield Symphony Orchestra and the Beale Park Band. • An amount of $5,000 has been budgeted to continue the City’s partnership with the Kern Economic Development Corporation. General Fund Revenue Sources: Property Tax: Secured property tax revenue is projected at 5% growth for FY 2014-15, compared to the FY 2013-14 revised secured property tax revenue estimates of 3%, as projected by Kern County. Sales and Use Tax: Sales tax revenue is projected to increase 3% in FY 2014-15, as compared to a revised 6% increase for FY 2013-14. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xii The State Budget, CalPERS, Active Employee Medical and Retiree Medical: The State Budget: In January 2014, the Governor’s Office released its proposed state spending plan for next fiscal year which projects a nearly $2.3 billion reserve by the end of FY 2014-15. Increases in personal income tax (PIT) collections - driven largely by increases in stock prices in 2013 - have improved the state’s budget condition. The positive budget outlook has also been aided by a recovering economy and increased revenues from the temporary taxes of Proposition 30. At this time, we do not anticipate any revenue “takes” from the State in the upcoming fiscal year. CalPERS: In December 2013, CalPERS provided the City with projected rates for FY 2014- 15. Each plan will see increases for the next fiscal year, ranging from 1.10% to nearly 3%, or approximately $2 million citywide. In addition, CalPERS approved new policies which will begin to impact rates in FY 2015-16. The new policies are expected to raise rates between 1.5% and 3%, per year, over a five year period. These factors have resulted in the City projecting an $11 million increase in retirement costs over the next six years. Active Employee Medical: Recent plan usage, combined with the implementation of the Affordable Care Act, resulted in significant proposed increases to healthcare premiums across most plans. Notwithstanding modifications made to the certain plans, each plan will see percentage increases of 4% to 17% for next fiscal year. The City currently pays for 80% of the premium costs for all labor groups. Retiree Medical: The City’s Annual Required Contribution for retiree healthcare attributable to the General Fund is $6,393,800. This amount is fully budgeted in the FY 2014-15 Proposed Budget. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xiii Overview of Appropriations and Resources The City’s budget is organized by groups of funds. Each fund is considered a separate accounting entity with its own assets, liabilities, equity, revenue and expenses. The major fund groups and some divisions within the funds are described below, highlighting significant changes compared to the prior year. Appropriations: The proposed total appropriations for both operating and capital expenditures for FY 2014-15 is $621,609,682. The total appropriations in FY 2014-15 for all City funds reflects a decrease of $85,435,866, or -12.1% as compared to the FY 2013- 14 Amended Budget. The total appropriated for the Operating Budget is $438,647,000, which reflects an increase of $20,347,712, or 4.9% increase, as compared to the FY 2013-14 Amended Budget. The total appropriated for the Capital Improvement Budget is $187,282,945, which reflects a decrease of $105,783,578, or -36.6%, as compared to the FY 2013-14 Amended CIP Budget. The 2013-14 Amended Budget includes the $165,000,000 appropriated for early property acquisition for the Centennial Corridor. Absent that appropriation, the FY 2014-15 CIP Budget is proposed to increase by $59,216,422 or 48.7%. The CIP section of this document contains an itemized listing of projects included in the plan. General Fund Expenditures: General Fund appropriations total $204,365,000, which reflects an increase of $6,786,235 or 3.43%, as compared to the FY 2013-14 Amended Budget. Increases in the General Fund budget are attributable to restoration of positions, equipment related to the restoration of staff, CalPERS costs and healthcare related costs. Resources: General Fund Resources: Major revenue sources for the General Fund are property tax, sales and use taxes, business license tax, utility franchise tax, licenses and permits, State motor vehicle in-lieu tax, and miscellaneous charges for services. Resources for the General Fund for FY 2013-14 totals $204,365,000 which reflects an increase of $6,786,235 or 3.52%, as compared to the FY 2013-14 Amended Budget. The General Fund revenue sources derived from taxes include: Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xiv $64,665,600 in property taxes, $76,882,400 in sales and use taxes, and $10,310,000 in other taxes. The remainder of the resources for the General Fund is comprised of $24,592,000 in other revenue sources, $27,065,000 in beginning fund balance, and $850,000 in transfers. Department Budgets Below is a summary of significant changes to each department’s budget. The percentages shown below reflect the difference of each department’s budget by comparing the FY 2013-14 Proposed Budget to the FY 2013-14 Amended Budget. Most increases in department operating budgets can generally be attributed to the restoration of personnel, additional equipment related to the personnel restoration, increased healthcare costs and increases in CalPERS rates. Police. The operating budget for the Police Department is $82,240,301, which represents a 2.14% increase, as compared to the FY 2013-14 Amended Budget. The FY 2014-15 Proposed Budget includes an additional 10 positions - 5 sworn and 5 civilian. The proposed staff additions are as follows (quantity in parenthesis): • (2) Detective • (3) Sr. Police Officer • (2) Police Service Technician • (2) Community Relations Specialist • (1) Clerk Typist The proposed budget would increase the sworn complement from 389 to 394. Additionally, the officer positions previously funded with CDBG funds will be absorbed in the Police Department’s General Fund budget beginning in FY 2014-15. Fire. The proposed operating budget for the Fire Department is $35,839,500, which is a 2.51% increase, as compared to the FY 2013-14 Amended Budget. The proposed staff additions for the Fire Department are as follows (quantity in parenthesis): • (1) Clerk Typist This position will be funded through the Certified Unified Program Agency Fund (CUPA) and does not require any General Fund monies. Public Works. The operating budget for the Public Works Department is $110,308,586, which is a 2.42% decrease, as compared to the FY 2013-14 Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xv Amended Budget. Funding for this department comes from various sources, including the General Fund, Development Services Fund, Transportation Development Fund, Equipment Management Fund, enterprise funds, and other special revenue funds. For FY 2014-15, staff has proposed the restoration of 7 positions (quantity in parenthesis): • (1) Trades Maintenance Worker • (1) Solid Waste Equipment Operator (Refuse Fund) • (1) Clerk Typist (Wastewater Fund) • (1) Parts and Inventory Specialist (Equipment Fund) • (1) Supervisor II (Wastewater Fund) • (1) Construction Inspector I • (1) Engineering Technician Recreation and Parks. The operating budget for the Recreation and Parks Department is $19,294,447, which is a 6.82% increase as compared to the FY 2013-14 Amended Budget. Included within the department’s proposed budget is the proposed addition of one position due to significant increases in recreation program activities (quantity in parenthesis): • (1) Program Coordinator Rabobank Arena, Theater and Convention Center. The City contracts with AEG to manage the Rabobank Arena, Theater and Convention Center, the San Joaquin Community Hospital Ice Sports Center and the Bright House Networks Amphitheater. As part of the management agreement, AEG guarantees the City’s net loss for the facilities will not exceed $415,718 annually. The Bakersfield Condors and the CSUB Men’s Basketball team hosted season games in the Arena. The Amphitheater Concert Series continues to increase in popularity. Convention and Visitors Bureau. The budget for the CVB is $683,921 which represents a 1.5% increase, as compared to the FY 2013-14 Amended Budget. The funding source of the CVB’s budget is Transient Occupancy Tax Funds. The CVB continues to market the City as a preferred destination for conventions, sports events, meetings and leisure travel. No new positions are proposed for this division. Community Development. The operating budget for the Community Development Department is $9,645,332, which is an 8.15% decrease as compared to the FY 2013-14 Amended Budget. Funding for the Community Development Department includes the General Fund, Development Services Fund and Housing and Urban Development (HUD) funds. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xvi In addition, for FY 2014-15, staff is proposing the restoration of two positions (quantity in parenthesis): • (1) Community Development Technician • (1) Building Inspector Successor Agency. Included in the FY 2014-15 Proposed Budget is a $3 million obligation of the former Redevelopment Agency. This obligation is a future anticipated contribution toward the development and construction of the 20th Street Veterans Housing project. This appropriation is offset by property tax revenue (formerly Redevelopment Agency tax increment) that will come to the Successor Agency based on the County tax collections and approved Oversight Board Recognized Obligation Payment Schedule (ROPS) documents. Mayor. The operating budget for the Mayor’s Office is $166,934, which is a 4% increase as compared to the FY 2013-14 Amended Budget. The Mayor’s budget reflects general increases in CalPERS and healthcare costs. City Council. The operating budget for the City Council is $290,492, which is a 3.75% increase as compared to the FY 2013-14 Amended Budget. Executive. The operating budget for the Executive Department (City Manager’s Office, Human Resources, Information Technology, City Clerk and Risk Management) is $19,706,187, which is a .03% decrease as compared to the FY 2013-14 Amended Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self- Insurance Fund. The slight decrease is related to a return to a more normal replacement schedule of IT equipment after replacing equipment which was deferred during the recession over the previous two fiscal years. The FY 2014-15 Proposed Budget includes a reorganization of certain positions within the City Manager’s Office. The reorganization is not projected to increase the City Manager’s Office budget. In addition, for FY 2014-15, staff is proposing the restoration of one position within the IT Division (quantity in parenthesis): • (1) Clerk Typist City Attorney. The operating budget for the City Attorney’s Office is $3,664,398, which is a 1.02% increase as compared to the FY 2013-14 Amended Budget. The increase is attributable to general increases in CalPERS and healthcare costs. No new positions are proposed for this department. Financial Services. The operating budget for the Finance Department is $4,088,212 which is a 1.45% decrease as compared to the FY 2013-14 Amended Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xvii Budget. The proposed budget includes the accounting for the Successor Agency administrative budget of $250,000; which was formerly located within the Economic Development operating budget. The Finance Department’s budget also includes accounting services provided to, and funded by, the Thomas Roads Improvement Program (TRIP). No new positions are proposed for this department. Enterprise Funds. Enterprise Funds account for business-like activities supported primarily by user charges, such as water and wastewater utilities, refuse, and the municipal airport. Water Resources – The operating budget for the Water Resources Department is $24,103,186 which is a 3.5% increase as compared to the FY 2013-14 Amended Budget. No new positions are proposed for this department. • Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,543,834, which is a 2.45% increase as compared to the FY 2013-14 Amended Budget. • Domestic Water Fund – The operating budget for the Domestic Water Division is $19,559,352, which is a 3.82% increase as compared to the FY 2013-14 Amended Budget. There is no proposed water rate increase for FY 2014-15. Refuse Fund – There is no proposed refuse rate increase for FY 2014-15. Additionally, the roll out of residential blue recycle carts is nearly complete. The universal curbside recycling program will assist the City in meeting landfill diversion goals. Sewer Fund – The budget reflects no residential or commercial sewer user rate increases for FY 2014-15. However, as noted previously, staff is currently proposing a change in surcharge methodology which will be applicable to approximately 1,700 of the 4,200 commercial sewer users. The sewer connection fee per single-family household is currently $4,000. There is no rate increase for FY 2014-15. These fees are paid upon application for a building permit or permit to connect an existing building to the City sewer system. Internal Service Funds. These funds account for services provided to City departments to support operations with vehicles, telecommunications equipment, computers, and liability, property and Workers’ Compensation insurance. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xviii Equipment Management Fund – The Equipment Management Fund provides for funding of vehicles, telecommunications equipment, computers, and copier equipment. Rates charged for equipment within the Equipment Management Fund are based on actual costs for depreciation, improvements, and replacement, and are billed to departments on a monthly basis. Fleet Division – The Fleet Division has budgeted for all anticipated vehicle and equipment replacement. The Fleet Division has also budgeted for all vehicles needed for positions which are proposed to be restored. Telecommunications Division – Telecommunications staff continues to provide maintenance to the existing City phone system. Additionally, Telecommunications is prepared to provide needed equipment for the positions 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 the City. Additionally, excess insurance is purchased as a member of the Authority for California Cities for Excess Liability (ACCEL). For FY 2014-15, the Risk Management Division’s budget is $9,896,885, which represents a .48% increase, as compared to the FY 2013-14 Amended Budget. The Risk Management Division has allocated $12,000 to continue a citywide analysis on improving safety in the workplace. The goal of the program is to increase preventative workplace safety measures and decrease the severity and frequency of workers’ compensation claims. Special Revenue Funds. Special Revenue Funds account for the proceeds of specific revenue sources that are restricted to expenditures for specific purposes. Examples are Community Development Block Grant (CDBG), Gas Tax, Federal Transportation Funds and the Transient Occupancy Tax Fund. HUD Entitlements – Community Development Block Grant (CDBG) and HOME Investment Partnership funds come from the Federal Government Department of Housing and Urban Development (HUD) for the elimination of slums and blight, development of affordable housing and the creation of jobs. The City’s allocation of CDBG funds and HOME Investment Partnership funds is budgeted in the amount of $3,201,247 and $1,079,525, which represents no change in the CDBG allocation and a 6.88% increase in the HOME allocation. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xix CDBG funds are budgeted for the contribution to the Bakersfield Senior Center in the amount of $85,000. Proposed capital projects utilizing CDBG funds include: street improvements in the East California Avenue area and Lake Street from Union Avenue to Tulare Street, replacing the existing shade structure at Jefferson Park, replacing the existing restroom at Planz Park and improving the existing gymnasium facility at the Dr. Martin Luther King Jr. Community Center. Additionally, the police officer positions previously funded with CDBG funds will be absorbed in the Police Department’s General Fund budget beginning in FY 2014-15. Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was established in July 1998 to account for the general revenues provided by a 12% room tax (M.C. 3.40) and the operation and debt related to the Rabobank Arena. This includes the contract with AEG for privatization of the operations of the facilities. Revenues from operation of the complex go into this fund. This fund also includes debt service payments on the Arena facility. The operational costs and revenues for the Bakersfield Ice Sports Center are included in this fund. The 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, and CVB are transferred to the City’s Capital Improvement Program budget for projects. Capital Improvement Program (CIP) The Capital Improvement Program (CIP) provides planning for the City of Bakersfield’s infrastructure over a five-year planning period. Revenue sources identified within the CIP may be from grants, taxes, user fees, bond issues, transfers from other funds, or assessments. Many of these projects are possible because staff has been successful in obtaining grants and other specialized funds that would not ordinarily be available or used for ongoing operations. Proposed CIP projects for FY 2014-15 continue to be focused on TRIP and road projects, as well as lighting upgrades at City facilities, parks improvements and local street maintenance. Project Highlights: Thomas Roads Improvement Program (TRIP) Projects TRIP Projects comprise 83% of the total FY 2014-15 Capital Improvement Budget. The amount proposed for TRIP Projects totals $155,122,930. This includes $114,366,679 in federal earmark funds and $40,756,251 in local funding. Local funding is comprised of gas tax revenues, utility surcharge revenue, and traffic Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xx impact fees. Water enterprise funds are the proposed funding source for a $2,000,000 City waterline project on Rosedale Highway which will be completed in conjunction with the TRIP Rosedale Highway Widening Project. Although the water line project will be completed as part of the widening project, it had previously been identified as a standalone project needed to loop the City’s domestic water system. Discussion of the waterline project is included within the Water Improvements section of this transmittal. Construction funding for FY 2014-15 are proposed for four TRIP projects: • Bridge Construction, Hosking at SR99 – This $21 million project is funded entirely with local funds (gas tax revenues, utility surcharge revenue, and traffic impact fees). This project will reconstruct the existing overcrossing to a full interchange with on/off ramps to and from SR99 at Hosking Avenue. This project will construct Hosking Avenue to its ultimate width through the interchange. • Beltway Operational Improvements – Federal funding of $83,437,689 and local funding of $10,706,344 is proposed for this project. The local funding proposed is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. The Beltway Operational Improvements Project is part of the original scope of work for the TRIP program. Caltrans and the City have worked collaboratively to bring this project forward and secure federal funding. Construction of elements of the Beltway Operational Improvements Project allows the City to encumber further federal dollars, which will improve the City’s transportation system. • SR178 Widening Construction – $15,716,018 of federal funding and $5,641,991 of local funding is proposed for this project in FY 2014-15. This project widens the existing SR178 Highway from Masterson Street to Miramonte Drive to four lanes with paved shoulders, and between Canteria Drive and Masterson Street to six lanes with paved shoulders. The local funding proposed is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. • Westside Parkway Operational Improvement - $8,080,000 of federal funding and $1,043,500 of local funding is proposed for this project in FY 2014-15. This project provides improvements within existing right-of-way for the Westside Parkway now, which will be needed for the future connection to SR58. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxi The Hageman Flyover project will construct a bridge structure over SR99 connecting Hageman Road west of SR99 to SR204 east of SR99. Federal earmarks provide 88.53% of funding with an 11.47% local match requirement for two Hageman Flyover projects (phases): • $1,954,125 of funding for right-of-way acquisition is proposed for FY 2014-15 (additional right-of-way funding has been appropriated in prior years). • $1,223,000 of funding for utility relocation is proposed for FY 2014-15. It should be noted construction funding for Rosedale Highway Widening Project was programmed in FY 2013-14 and is expected to be bid in the next fiscal year. Facility Improvements Funding for proposed facility improvement projects are derived from multiple funding sources, which are noted for each project. In addition, the proposed CIP budget includes several energy upgrade projects, which will be funded by a zero-interest on-bill financing loan administered by PG&E. Projects proposed for FY 2014-15 include: • 18th and Eye Street Parking Control – This $125,000 project, funded with capital outlay funds, will install a fully automated parking control system at the 18th and Eye Street Garage location. The new system will open up more spaces to hourly parkers and improve public access to affordable downtown parking. • Bakersfield Municipal Airport, Northeast Apron Rehabilitation - The pavement of the Northeast taxiway and apron area of the airport is in very poor condition. This $300,000 project is the first phase of the Northeast Apron Rehabilitation project. This project is 90% federally funded with general aviation funds providing the local match requirement. • Corporation Yard, Fuel Nozzle - The Liquid Natural Gas (LNG) fueling station at the Corporation Yard was originally built to serve one truck at a time since the City’s fleet had a limited number of LNG vehicles. As more LNG refuse trucks have been placed into service, a second fuel nozzle was added. With the two LNG fuel nozzles, wait time for fueling is still considerable. A third nozzle will increase the efficiency of the refuse fleet since waiting time will decrease. $200,000 is proposed for this project with refuse enterprise funds providing the funding. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxii • Creekview Villas Phase II - The South Mill Creek Mixed-Use Redevelopment project includes the construction of 36 affordable multi- family townhomes between “R” Street and “S” Street and 14th Street and California Avenue. 14 multi-family homes have been constructed to date and are being marketed to qualified buyers. The FY 2014-15 Proposed Budget includes $2 million for the construction of an additional seven units. Funding source for this $2 million proposed project are proceeds realized from the sale of completed units. • Fire Department: o Fire Station No. 11, General Facility and Site Improvements - Fire Station #11 (1955) has numerous issues with antiquated systems and deferred exterior facility maintenance. This $105,000 proposed project, funded with capital outlay funds, includes upgrades to the electrical system and general facility improvements. Electrical improvements include a new emergency generator and automatic transfer switch to replace an obsolete mobile surplus unit, and replacement of the obsolete main electrical panel and of the inadequate wiring. General facility improvements include repainting of exterior surfaces and trim that are peeling and damaged from exposure to elements, along with repair and replacement of the original concrete walkways that are damaged due to age and previous excavation work. • Golden Empire Transit Bus Stops, ADA Improvements – A $599,000 grant from the Public Transportation Modernization, Improvement, and Service Enhancement Account provides 100% of the funding for this project. ADA ramps will be installed at various bus stops to improve safety and access. • Police Department: o Headquarters Energy Upgrade – This $100,000 project will be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The building is 38 years old with a significant amount of original equipment and fixtures. This proposed project will fund the evaluation, assessment, and replacement of equipment and fixtures to obtain the most energy efficient solution. This project is included within the Public Works Department’s proposed CIP budget. o Property Room – This $750,000 project will acquire a new undetermined site for the Police Department’s Property Room. Currently, there are multiple property storage rooms located in multiple locations. One of the existing locations will no longer be Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxiii available in January 2015. Funding for this project includes both acquisition of a new site and construction and renovation of a building. This project is proposed to be funded with capital outlay funds. • Streetlight Upgrade Downtown – This $350,000 project will be funded predominantly by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. On-bill financing will cover $250,000 of the project’s cost with capital outlay funds providing the remainder of funding. This project replaces existing lighting with energy efficient lights in the area bounded by 30th Street on the north, V Street to the east, California Avenue to the south, and F Street to the west. • Streetlights on South Chester Ave – This $121,000 project, funded with capital outlay funds, installs energy efficient streetlights on South Chester Avenue from Ming Avenue to Belle Terrace for the safety of vehicular, bicycle, and pedestrian traffic. • Rabobank Arena/Convention Center Improvements – Numerous improvements totaling $880,500 are proposed for both facilities; several of these projects are included within the Public Works Department’s proposed CIP budget. Projects with proposed budgets exceeding $100,000 include: o Rabobank Arena, Replace Ice Chiller – Emergency repairs made to the ice chiller in FY 2013-14 are anticipated to last three to seven years. This proposed project sets aside $250,000 of capital outlay funds each year for three years to fund replacement of the existing ice chiller. Based upon industry standards, ice chillers typically last 15 to 20 years. Because of Bakersfield’s harsh summers, this estimated useful life is even lower. The current chiller was installed in 1998. Major corrosion of parts of the chiller currently exists. o Miscellaneous Improvements – $150,000 of capital outlay funds is proposed to fund urgent or emergency items at both facilities. Examples include a/c chiller, ice-making compressor, HVAC components, fire sprinkler, plumbing concerns, etc. o Convention Center Theatre Light Energy Upgrade – This $170,000 proposed project will be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The theatre lighting is the original Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxiv incandescent lighting installed in 1963. This project will replace the existing inefficient theatre lighting will higher efficiency lighting. Park Facility Improvements Funding for proposed park facility improvements includes Community Development Block Grant (CDBG), Capital Outlay, and Park Improvement funds. Projects proposed for FY 2014-15 include: • Dr. Martin Luther King Jr Center, Gym and Weight Room Rehabilitation - This $101,850 project removes the drop ceiling from the gym which is damaged and in need of rehabilitation. The project will paint the exposed rafters and beams, and install new insulation, high efficiency lighting, and sound reducing panels. This project also includes repairs to the weightlifting room. CDBG funds provide the funding source for this project. This project is included with the Public Works Department’s proposed CIP budget. • Mesa Marin Sports Complex Phase II – $1.9 Million of capital outlay funds is proposed for FY 2014-15. Prior year’s budget allocated $1.8 million to Phase II project. Therefore, total project funding will reach $3.7 million upon approval of this additional funding. This project provides for construction of improvements to the land adjacent to the south of Phase I of the Mesa Marin Sports Complex. Options being considered include additional softball fields or soccer fields and additional amenities such as a skate park and additional parking. • McMurtrey Slide Rehabilitation - $150,000 is proposed to rehabilitate the activity slide and stairs at the McMurtrey Aquatic Center. The water slides are showing signs of excessive wear and rust, both of which require a long- term solution. The rehabilitation project would include a new gel coating of the interior slides, new exterior epoxy colored paint, and the replacement of all the concrete steps and landings to include a new center drainage system. Park development fees provide the funding source for this project. • Planz Park Restroom – This $358,000 project removes and replaces the existing public restroom with a pre-fabricated restroom at Planz Park, located at the southeast corner of Planz Road and South H Street. The pre- fabricated restroom will be ADA accessible and vandal resident while providing a modernized facility for residents utilizing Planz Park, which is home to our newest skate park that expects high-usage. CDBG funds provide the funding source for this project. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxv • Playground Safety Resurfacing - Several City parks have playground surfacing that show excessive wear and weather damage. This $167,000 proposed project would replace approximately 800 square feet of damaged playground surface with new rubber surfacing. Park development fees provide the funding source for this project. • Silver Creek Playground Rehabilitation – This $342,000 project will remove and replace existing playground equipment at Silver Creek Park. Much of the existing equipment is original to the park and was installed in the mid 1990’s. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. • State Farm Sports Village Phase III – Phase III will construct the stadium field, parking areas and restrooms as designed through the Sports Village Master Plan. Proposed funding sources for FY 2014-15 include $1 million of capital outlay funds and $1.25 million of park improvement fees. Prior year’s budget allocated $3.5 Million to the Sports Village Phase III project. Therefore, total project funding will reach $5.75 million upon approval of this additional funding. • Yokuts Park Playground Rehabilitation - This $333,000 project will remove and replace existing playground equipment at Yokuts Park. Much of the existing equipment is original to the park. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. Bike Lanes • Bike Lanes and Routes – This $93,000 project will install bike lanes and bike route signs at locations throughout the City, as identified in the city's Bikeways Master Plan and in the Bikeways Transportation Plan. Staff will also be pursuing grant funding opportunities for this project. Sanitary Sewer and Storm Drain Improvements With the exception of one project, all proposed Capital Projects within this section will be funded with sewer enterprise funds. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxvi • Energy Upgrades at Plant 3 – This $250,000 project will be funded entirely by a zero-interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. Plant 3 has old equipment and outdated processes that can be upgraded to improve electrical efficiency. This project will fund the evaluation and replacement of Plant components to obtain the most energy efficient solution. • Plant 2 and Plant 3 Miscellaneous Improvements – Continuous treatment of wastewater year-round causes wastewater treatment facilities to wear down. Facilities such as clarifiers, headworks, digesters, pump stations, trickling filters, various buildings, major and minor pieces of equipment, pipes and other structures are all subject to erosion, corrosion, daily operational wear-and-tear, breakdowns and general failures. These proposed projects will make it possible to do periodic capital improvements to the wastewater treatment facilities and make the facilities functional, efficient, and safe. $250,000 is requested for each Plant. • Reservoir Bank Repair – This $200,000 proposed project would repair levees by moving and re-compacting dirt in order for the reservoirs to hold treated wastewater. • Sewer Lift and Storm Water Pump Stations – This multi-year project includes $1,000,000 in FY 2014-15 to fund major improvements to the city’s aging sewer lift and storm water pump stations. An inspection by an independent safety company noted areas of concern throughout the system. The City currently has 75 sewer and storm lift stations. • Storm Drain Improvements, Tract 5130 – This $255,000 proposed project will construct cross gutters and install storm drain pipe to alleviate drainage issues and stagnant water within this area. Street Improvements Funding for proposed street improvements includes federal, CDBG, Capital Outlay, and traffic impact fee funding. Projects proposed for FY 2014-15 include: • Pavement Rehabilitation: o Pavement Reconstruction of Gosford Road from White Lane to Ming Avenue - The FY 2014-15 proposed CIP Budget includes $4,366,000 of funding to reconstruct Gosford Road from White Lane to Ming Avenue. Funding for this project includes $3,811,000 of federal funding with $555,000 of capital outlay funds providing the local Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxvii match requirement. Staff will review this road segment for potential bike lane modifications. This project ties to City Council goals for the street maintenance program. o Street Resurfacing, Streets Division - This project continues the Council’s priority goal of a street maintenance program. This proposed $6.5 million project, funded entirely with capital outlay funds, refurbishes asphalt pavement on City streets. Staff will review each of the road segments for potential bike lane modifications. • Signal Modification: o Pedestrian countdown timer heads – Various traffic signals throughout the city will have countdown timer heads installed. The total budget for this project is $190,000 which is 90% federally funded ($171,000) with the local match requirement of 10% ($19,000) funded by Capital Outlay funds. o Signal Modification, Truxtun Avenue and Commercial Way – This $308,000 project adds a second left turn lane from Commercial Way to Truxtun Avenue and a crosswalk for pedestrian/bicycle access across Truxtun Avenue (by converting westbound Truxtun from free flow to a signalized stop). The project also includes pavement reconstruction of Commercial Way from Truxtun Avenue to Commerce Drive. Proposed funding source for this project is capital outlay funds. o Signal Modification and Street Improvement, H Street and Hosking Avenue – $133,000 of capital outlay funding is requested for design and minor land acquisition. Construction funding will most likely be requested in FY 2015-16, dependent upon available funding. The SR99 and Hosking Avenue Interchange project will significantly increase traffic volumes along Hosking Avenue. Better traffic flow along Hosking Avenue will be realized by modifying the existing traffic signal and constructing street improvements to the limits of the SR99 and Hosking Avenue Interchange Project at South H Street and Hosking Avenue. • Street Improvement East California – This $730,000 CDBG-funded project reconstructs streets within the area bounded by East California Avenue, Brundage Lane, Union Avenue, and Dr. Martin Luther King Jr. Boulevard. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxviii • Street Improvement Lake Street from Union to Tulare – This $651,592 CDBG- funded project reconstructs Lake Street between Union Avenue and Tulare Street. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. • Street Improvement Berkshire and Wible – This $219,000 project includes acquisition of additional right-of-way and construction of a westbound to northbound right turn lane at Berkshire Road, east of Wible Road. This project is needed to meet traffic demands at this location. Proposed funding source for this project is capital outlay funds. • Street Improvement on Mohawk Street from Siena Lane to Hageman Road – Improvements are currently in progress to extend Mohawk Street from Rosedale Highway to Siena Lane. The $1,440,000 proposed for FY 2014-15 extends the Mohawk improvements to Hageman Road and includes installation of a traffic signal at the intersection of Mohawk and Hageman. The two projects on Mohawk will improve traffic circulation in the Northwest by providing an additional north/south route. Traffic Impact fees provide the proposed funding source for this project. • Street Improvement on Brimhall Road and Calamity Drive – A total of $309,000 is requested for this project ($269,000 of traffic impact fees and $40,000 of Sewer Enterprise funds). This area of Brimhall Road at Calamity Drive was annexed into the City several years ago. The City is responsible for widening this roadway to full width. With the increase in traffic volumes, this portion of Brimhall Road should be widened to full arterial width. This proposed project will also construct the sanitary sewer trunk that is master- planned for this location. • Street Improvement on Panama Lane from Old River Road to Gosford Road – The $165,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Old River Road to Gosford Road. Funding for right-of-way acquisition and construction is proposed for FY 2015-16, contingent on available funding. Traffic Impact fees provide the proposed funding source for this project. • Street Improvement on Panama Lane from Gosford Road to Ashe Road – The $157,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Gosford Road to Ashe Road. Construction phase is proposed for FY 2015-16, contingent on available funding. Traffic Impact fees provide the proposed funding source for this project. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxix • Street Improvement on Hosking Avenue from Monitor Street to Union Avenue – The $267,000 requested for FY 2014-15 will fund design costs and land acquisition. Due to high traffic volume, Hosking Avenue should be widened to the ultimate width of an arterial. The construction phase is proposed for FY 2016-17. Traffic Impact fees provide the proposed funding source for this project. • Sidewalk Installation: o Ming Avenue from Hughes Lane to Anita Lane - This $89,100 project will install a segment of sidewalk and handicap ramp on the south side of Ming Avenue between Hughes and Anita lanes where no sidewalk currently exists. • Traffic Signals: o Signal at the Intersection of Harris Road and Mountain Vista Road - This project will install a traffic signal and traffic signal interconnect at the intersection of Harris Road and Mountain Vista Road. The total budget for this project is $340,000 (federal share of $301,000 with the $39,000 local match requirement funded by capital outlay funding). Water Infrastructure Improvements Notable projects for the Water Resources Department, all funded within the Domestic Water Fund, include: • City’s Waterline on Rosedale Highway – This waterline will be installed as part of the TRIP Rosedale Highway Widening Project; however, this $2 million project will be funded by the Domestic Water Fund. A 16-inch diameter ductile iron water main pipeline will be installed along Rosedale Highway from Wedding Lane to Mohawk Street. The water main will be approximately 4,800 linear feet, and will loop the City’s domestic water system so that water can flow more efficiently to achieve adequate water pressures and required fire flow within the system. This water pipeline will also provide an additional water source for areas where wells are currently shut down due to poor groundwater quality. This project is included within the Public Works Department’s proposed CIP budget. • Pump Station Upgrades - Upgrades to the City’s older well pumps and motors are proposed as part of this $250,000 project. The older oil- lubricated pumps must be replaced with water lubricated pumps. The plan includes replacing the old motors with new energy efficient motors. Three well pumps and motors will be replaced next fiscal year. Honorable Mayor and City Council FY 2014-15 Proposed Budget - Letter of Transmittal May 7, 2014 xxx Summary General improvements in the local economy and a resolution to the property tax dispute with the County of Kern have created a more positive environment in which to develop the budget than previous anticipated. The FY 2014-15 Proposed Budget continues to address Council priorities, with the proposed addition of 22 positions and an extensive capital improvement budget. A focus continues to be on public safety, through the proposed addition of 11 positions, including 5 sworn police positions and setting aside resources to implement potential recommendations that may arise from the IACP study. Many of the TRIP projects are progressing into final design, right-of-way and construction phases, with full funding for the Hosking Interchange included in the FY 2014-15 CIP budget. Overall, the Proposed FY 2014-15 Budget is another positive step forward from the depths of the recession experienced a few short years ago. Acknowledgements The FY 2014-15 Proposed Budget is a reflection of the dedicated team of department heads, budget managers, division managers and staff throughout the organization who are involved in the preparation of the City’s financial plan for the upcoming fiscal year. Thanks also go to the Budget Team for their valuable input and feedback during the process: Assistant to the City Manager Chris Huot led this year’s effort and was assisted by Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez, Assistant to the City Manager Steve Teglia, Assistant to the City Manager Rhonda Smiley, Assistant to the Public Works Director Georgina Lorenzi, and Human Resources Manager Christi Tenter. Finally, my continued appreciation to the Mayor and City Council for your leadership and direction in the budget process and throughout the year. xxxi xxxii xxxiii THIS PAGE INTENTIONALLY LEFT BLANK 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, 2015 17 Interfund Transfers – Summary 18 Interfund Transfers – Detail 19 Note: Additional information is provided in the Appendices section of this document. 1 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 RESOURCES AND APPROPRIATIONS GENERAL FUND Sources by Type Adopted 2012-13 Adopted 2013-14 Proposed 2014-15 Resources Property Tax 59,048,000$ 60,915,000$ 64,665,600$ Sales Tax 62,624,000 71,415,000 76,882,400 Other Taxes 14,175,000 9,825,000 10,310,000 Total Taxes 135,847,000$ 142,155,000$ 151,858,000$ Licenses and Permits 1,872,600$ 2,308,300$ 2,581,445$ Intergovernmental Revenue 2,708,800 2,069,732 2,337,975 Charges for Service 16,153,100 17,063,568 18,783,680 Fines and Forfeits 541,500 505,500 610,000 Miscellaneous Revenues 238,000 247,900 278,900 Total Other Revenues 21,514,000$ 22,195,000$ 24,592,000$ Beginning Balance 24,783,000 27,189,608 27,065,000 Transfers In 1,300,000 1,100,000 850,000 TOTAL RESOURCES 183,444,000$ 192,639,608$ 204,365,000$ Appropriations Police 69,631,317$ 76,477,371$ 81,167,165$ Fire 32,584,443 32,801,014 34,498,483 Total Public Safety 102,215,760$ 109,278,385$ 115,665,648$ Public Works 21,425,461$ 24,998,585$ 26,435,257$ Recreation and Parks 17,329,400 17,815,093 19,264,147 Community Development 7,081,602 7,151,639 7,493,627 General Government 11,622,234 11,972,798 12,481,302 Non-Departmental 15,430,543 14,408,208 13,048,835 Total Operations 72,889,240$ 76,346,323$ 78,723,168$ Contingencies 50,000 250,000 250,000 Transfers Out 8,289,000 6,764,900 9,726,184 TOTAL APPROPRIATIONS 183,444,000$ 192,639,608$ 204,365,000$ 2 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 GENERAL FUND BUDGET $204,365,000 Police 39.72% Fire 16.88% Public Works 12.94% Recreation & Parks 9.42% Community Development 3.67% General Government 6.11% Non- Departmental 6.50% Transfers 4.76% Where it Goes Sales Tax 37.62% Property Tax 31.64% Licenses & Permits 1.26% Intergovernmental 1.14% Charges for Services 9.19% Fines & Forfeits 0.30% Misc. and Other 5.18% Beg. Balance & Transfers 13.66% Where it Comes From 3 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Sources by Type Adopted2012-13 Adopted2013-14 Proposed2014-15 Resources Capital Project Funds 7,011,790$ 18,256,009$ 26,013,440$ Economic Stimulus 1,512,675 70,500 - Special Revenue Funds 27,938,54022,348,31523,404,191 General Operating Funds 183,444,000192,639,608204,365,000 Succesor Agency Funds*14,846,440 9,570,50814,947,658 Improvement Districts 7,441,918 7,382,442 7,434,331 Internal Service Funds 40,359,63741,359,77939,659,813 Enterprise Funds 117,446,286118,721,601121,864,392 Debt Service Funds 815,416 673,364 958,175 Total 400,816,702$ 411,022,126$ 438,647,000$ Appropriations General Government 26,364,683$ 27,686,076$ 27,916,223$ Police 71,676,07277,088,55182,240,301 Fire 33,417,83833,869,05635,839,500 Public Works 108,688,506111,446,704110,308,586 Water Resources 22,667,72023,231,95924,103,186 Rabobank/CVB & Recreation and Parks 24,404,87825,655,27526,435,478 Community Development 10,150,66210,286,87012,659,332 Non-Departmental & Transfers 103,446,343101,757,635119,144,394 Total 400,816,702$ 411,022,126$ 438,647,000$ * Formerly Redevelopment Agency Funds 4 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 OPERATING BUDGET - ALL FUNDS $438,647,000 Capital Project Funds 5.93% Special Revenue Funds 5.34% General Operating Funds 46.59% Succesor Agency Funds* 3.41% Improvement Districts 1.69% Internal Service Funds 9.04% Enterprise Funds 27.78% Debt Service Funds 0.22% Where it Comes From General Government 6.36% Police 18.75% Fire 8.17% Public Works 25.15% Water Resources 5.49% Rabobank/CVB & Recreation and Parks 6.03% Community Development 2.89% Non-Departmental & Transfers 27.16% Where it Goes 5 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 OPERATING FUND DISTRIBUTION Expenditures Actual 2012-13 Adopted 2013-14 Proposed 2014-15 All Funds Personnel $ 176,966,095 $ 180,793,019 $ 189,579,873 Operating 164,695,517 169,867,452 172,996,352 Capital 11,484,090 11,403,068 10,611,775 Fiscal Transfers 47,671,000 48,958,587 65,459,000 Total All Funds $ 400,816,702 $ 411,022,126 $ 438,647,000 General Fund Personnel $ 135,449,807 $ 145,798,356 $ 155,119,967 Operating 31,328,307 39,917,052 39,248,759 Capital 308,766 159,300 270,090 Fiscal Transfers 8,439,000 6,764,900 9,726,184 Total General Fund $ 175,525,880 $ 192,639,608 $ 204,365,000 6 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 OPERATING FUND DISTRIBUTION Personnel 43.22% Operating 39.44% Capital 2.42% Fiscal Transfers 14.92% ALL FUNDS $438,647,000 Personnel 75.90% Operating 19.21% Capital 0.13% Fiscal Transfers 4.76% GENERAL FUND $204,365,000 7 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 DEPARTMENTAL APPROPRIATIONS BY FUND Budget Summary Operating Budgets City of Bakersfield 27,630,223$ 82,240,301$ 35,839,500$ 110,308,586$ 24,103,186$ 26,435,478$ 9,645,332$ 107,496,736$ 423,699,342$ Successor Agency 286,000 3,014,000 11,647,658 14,947,658 Total Operating 27,916,223$ 82,240,301$ 35,839,500$ 110,308,586$ 24,103,186$ 26,435,478$ 12,659,332$ 119,144,394$ 438,647,000$ Capital Improvements City of Bakersfield -$ 750,000$ 145,000$ 172,077,902$ 2,200,000$ 5,789,780$ -$ -$ 180,962,682$ Successor Agency - 2,000,000 2,000,000 Total Capital Improvements -$ 750,000$ 145,000$ 172,077,902$ 2,200,000$ 5,789,780$ 2,000,000$ -$ 182,962,682$ Total Appropriations 27,916,223$ 82,990,301$ 35,984,500$ 282,386,488$ 26,303,186$ 32,225,258$ 14,659,332$ 119,144,394$ 621,609,682$ General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development 8 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 DEPARTMENTAL APPROPRIATIONS BY FUND General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development City of Bakersfield Operating Budget Agriculture Water -$ -$ -$ -$ 4,543,834$ -$ -$ 35,000$ 4,578,834$ ARRA Federal Stimulus - - - - - - - - - State Transportation - - - 325,250 - 30,300 - - 355,550 Assessment Districts 193,000 - - - - - - 7,241,331 7,434,331 Aviation - - - 249,547 - - - - 249,547 CUPA - - 1,341,017 - - - - - 1,341,017 Capital Outlay - - - - - - - - - COF Utility/Road Funds - - - - 850,000 850,000 Community Dev. Block Grant - - - - - - 1,042,180 586,887 1,629,067 Domestic Water - - - - 19,559,352 - - 1,655,010 21,214,362 Equipment Management 3,007,870 - - 25,215,058 - - - - 28,222,928 Gas Tax - - - - - - - - - General Fund 12,481,302 81,167,165 34,498,483 26,435,257 - 19,264,147 7,493,627 23,025,019 204,365,000 HOME Program - - - - - - 1,109,525 - 1,109,525 Municipal Improvement Debt - - - - - - - 958,175 958,175 Park Improvement - - - - - - - Parking Lots/Structures 110,103 - - - - - - - 110,103 Public Financing Authority - - - - - Refuse Collection - - - 42,645,445 - - - 2,738,000 45,383,445 Self Insurance 11,436,885 - - - - - - - 11,436,885 Supp. Law Enforcement - 573,136 - - - - - - 573,136 Traffic Safety - 500,000 - - - - - 850,000 1,350,000 Transient Occupancy Taxes - - - - - 7,141,031 - 9,904,865 17,045,896 Transportation Development - - - - - - 24,000,000 24,000,000 TDF TRIP Local Match 401,063 - - 762,377 - - - - 1,163,440 Wastewater Treatment Plant - - - 14,675,652 - - - 35,652,449 50,328,101 Total Operating 27,630,223$ 82,240,301$ 35,839,500$ 110,308,586$ 24,103,186$ 26,435,478$ 9,645,332$ 107,496,736$ 423,699,342$ 9 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 DEPARTMENTAL APPROPRIATIONS BY FUND General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development City of Bakersfield Capital Improvements Agriculture Water -$ -$ -$ -$ 100,000$ -$ -$ -$ 100,000$ Aviation - - - 300,000 - - - - 300,000 Captial Outlay 750,000 145,000 10,115,100 - 3,135,500 - 14,145,600 Community Dev. Block Grant - - - 1,607,135 - 412,280 - - 2,019,415 COF Utility/Road Funds - - - 6,107,916 - - - - 6,107,916 Domestic Water - - - 2,000,000 2,100,000 - - - 4,100,000 Equipment Management - - - 30,000 - - - 30,000 Federal Transportation - - - 4,283,000 - - - - 4,283,000 Gas Tax - - - 9,300,000 - - - - 9,300,000 Park Improvement - - - - - 2,242,000 - - 2,242,000 Refuse Collection - - - 200,000 - - - - 200,000 Transportation Development - - - 2,375,000 - - - - 2,375,000 TDF TRIP Local Match - - - 23,348,335 - - - - 23,348,335 TRIP - - - 110,046,416 - - - - 110,046,416 Wastewater Treatment Plant - - - 2,365,000 - - - - 2,365,000 Total Capital Improvements -$ 750,000$ 145,000$ 172,077,902$ 2,200,000$ 5,789,780$ -$ -$ 180,962,682$ Total City of Bakersfield 27,630,223$ 82,990,301$ 35,984,500$ 282,386,488$ 26,303,186$ 32,225,258$ 9,645,332$ 107,496,736$ 604,662,024$ 10 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 DEPARTMENTAL APPROPRIATIONS BY FUND General Government Police Fire Non-Departmental Includes Transfers TotalPublic Works Water Resources Rabobank/CVB & Recreation and Parks Community Development Successor Agency Operating Budget Downtown -$ -$ -$ -$ -$ -$ -$ 1,207,000$ 1,207,000$ Old Town Kern Pioneer - - - - - - 1,683,752 1,683,752 Southeast 250,000 - - - - - - 1,360,502 1,610,502 Housing Downtown 36,000 - - - - - - - 36,000 Old Town Kern Pioneer - - - - - - 3,000,000 - 3,000,000 Southeast - - - - - - - - Cal Home Program - - - - - - 14,000 - 14,000 Debt Service Downtown - - - - - - - 4,352,150 4,352,150 Old Town Kern Pioneer - - - - - - - 1,683,752 1,683,752 Southeast - - - - - - - 1,360,502 1,360,502 Total Operating 286,000$ -$ -$ -$ -$ -$ 3,014,000$ 11,647,658$ 14,947,658$ Capital Improvements Downtown -$ -$ -$ -$ -$ -$ 2,000,000$ -$ 2,000,000$ Old Town Kern Pioneer - - Southeast - - - - - - - - - Total Capital Improvements -$ -$ -$ -$ -$ -$ 2,000,000$ -$ 2,000,000$ Total SA 286,000$ -$ -$ -$ -$ -$ 5,014,000$ 11,647,658$ 16,947,658$ 11 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Department Actual2012-13 AdoptedBudget 2013-14 AmendedBudget 2013-14 ProposedBudget 2014-15 Mayor 131,011$ 158,600$ 160,507$ 166,934$ City Council 258,044 279,980 279,980 290,492 TOTAL LEGISLATIVE 389,055$ 438,580$ 440,487$ 457,426$ City Manager 868,048$ 1,008,344$ 1,024,793$ 1,079,005$ City Clerk 720,935 872,857 883,060 894,626 Human Resources 1,157,869 1,251,256 1,267,430 1,306,195 Information Technology 3,122,362 3,483,090 3,529,034 3,671,606 Risk Management - - - - TOTAL EXECUTIVE 5,869,214$ 6,615,547$ 6,704,317$ 6,951,432$ Administration 424,144$ 507,913$ 515,721$ 522,519$ Accounting and Reporting 1,268,098 1,286,312 1,306,191 1,333,980 Treasury 679,527 747,786 758,517 772,323 Purchasing 298,510 309,621 313,949 319,224 TOTAL FINANCIAL SERVICES 2,670,279$ 2,851,632$ 2,894,378$ 2,948,046$ Legal Counsel 1,913,674$ 2,067,039$ 2,087,046$ 2,124,398$ TOTAL CITY ATTORNEY 1,913,674$ 2,067,039$ 2,087,046$ 2,124,398$ Administration 16,380,570$ 16,037,191$ 17,375,573$ 17,289,370$ Operations 39,484,020 45,236,250 46,324,708 47,184,660 Investigations 12,670,581 13,492,843 13,777,814 14,682,299 Animal Control 1,507,059 1,711,087 1,856,886 2,010,836 TOTAL POLICE SERVICES 70,042,230$ 76,477,371$ 79,334,981$ 81,167,165$ Administration 1,522,365$ 1,440,851$ 1,476,748$ 1,542,406$ Safety Services 1,062,542 1,228,478 1,238,860 1,274,451 Fire Suppression 29,149,871 30,131,685 31,145,993 31,681,626 TOTAL FIRE SERVICES 31,734,778$ 32,801,014$ 33,861,601$ 34,498,483$ 12 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Department Actual2012-13 AdoptedBudget 2013-14 AmendedBudget 2013-14 ProposedBudget 2014-15 Administration 601,955$ 571,986$ 580,827$ 645,224$ Engineering 4,821,391 5,153,553 5,357,683 5,908,433 General Services 10,171,945 11,296,686 11,390,975 11,740,326 Streets 5,065,285 7,976,360 8,025,242 8,141,274 Equipment - - - - Wastewater - - - - Solid Waste - - - - TOTAL PUBLIC WORKS 20,660,576$ 24,998,585$ 25,354,727$ 26,435,257$ Administration 1,206,787$ 1,156,875$ 1,176,493$ 1,191,465$ Parks 13,749,543 13,829,783 13,949,153 15,069,550 Recreation 2,596,638 2,828,435 2,906,275 3,003,132 TOTAL RECREATION AND PARKS 17,552,968$ 17,815,093$ 18,031,921$ 19,264,147$ Planning 1,870,612$ 1,927,790$ 2,144,638$ 2,001,011$ Building 4,591,384 5,223,849 5,340,322 5,492,616 TOTAL COMMUNITY DEVELOPMENT 6,461,996$ 7,151,639$ 7,484,960$ 7,493,627$ TOTAL BY DEPARTMENT 157,294,770$ 171,216,500$ 176,194,418$ 181,339,981$ Non-Departmental 9,792,110$ 14,408,208$ 11,083,815$ 13,048,835$ Debt Service - - - - Contingencies 250,000 250,000 250,000 Transfers Out 8,439,000 6,764,900 10,050,532 9,726,184 TOTAL GENERAL FUND 175,525,880$ 192,639,608$ 197,578,765$ 204,365,000$ 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 4 - 1 5 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O p e r a t i n g C. I . P . Go v e r n m e n t a l F u n d s Ge n e r a l O p e r a t i n g 3 9 , 6 4 5 , 0 0 0 $ 1 7 6 , 5 0 0 , 0 0 0 $ 8 5 0 , 0 0 0 $ 9 , 7 2 6 , 1 8 4 $ 1 9 4 , 6 3 8 , 8 1 6 $ - $ 1 2 , 6 3 0 , 0 0 0 $ Ec o n o m i c S t i m u l u s - - - - Sp e c i a l R e v e n u e 5 , 5 2 5 , 5 4 0 1 4 6 , 7 3 7 , 5 6 6 8 , 0 8 5 , 5 6 2 1 5 , 3 1 8 , 6 2 9 1 2 5 , 6 4 8 , 8 3 1 3 , 2 1 0 , 0 8 4 De b t S e r v i c e - 8 2 , 6 1 3 8 7 5 , 5 6 2 9 5 8 , 1 7 5 - Ca p i t a l P r o j e c t 1 9 , 1 0 4 , 0 9 0 2 5 , 1 1 1 , 0 0 0 3 8 , 5 0 0 , 0 0 0 2 4 , 2 5 0 , 0 0 0 1 , 7 6 3 , 4 4 0 4 8 , 2 1 8 , 8 5 1 8 , 4 8 2 , 7 9 9 Pr o p r i e t a r y F u n d s En t e r p r i s e 7 8 , 5 7 8 , 3 6 2 1 0 7 , 8 0 1 , 3 4 1 1 6 , 0 3 0 , 0 0 0 1 9 , 1 4 6 , 0 0 0 1 0 2 , 7 1 8 , 3 9 2 7 , 0 6 5 , 0 0 0 7 3 , 4 8 0 , 3 1 1 In t e r n a l S e r v i c e 1 0 , 6 3 6 , 9 7 3 3 5 , 4 2 5 , 5 5 5 4 , 9 5 2 , 1 8 4 3 9 , 6 5 9 , 8 1 3 3 0 , 0 0 0 1 1 , 3 2 4 , 8 9 9 Fi d u c i a r y F u n d s Im p r o v e m e n t D i s t r i c t s 1 3 , 8 9 2 , 4 5 7 6 , 2 6 3 , 4 4 1 7 , 4 3 4 , 3 3 1 1 2 , 7 2 1 , 5 6 7 Su c c e s s o r A g e n c y 2 9 , 8 0 3 1 2 , 9 4 1 , 9 9 6 4 , 2 5 1 , 2 5 4 4 , 2 5 1 , 2 5 4 1 0 , 6 9 6 , 4 0 4 2 , 0 0 0 , 0 0 0 2 7 5 , 3 9 5 To t a l 16 7 , 4 1 2 , 2 2 5 $ 5 1 0 , 8 6 3 , 5 1 2 $ 65 , 4 5 9 , 0 0 0 $ 65 , 4 5 9 , 0 0 0 $ 37 3 , 1 8 8 , 0 0 0 $ 18 2 , 9 6 2 , 6 8 2 $ 12 2 , 1 2 5 , 0 5 5 $ Pr o p o s e d Ba l a n c e 6/ 3 0 / 2 0 1 5 Tr a n s f e r s Fu n d G r o u p Es t i m a t e d Ba l a n c e 7/ 1 / 2 0 1 4 Es t i m a t e d Re v e n u e s Bu d g e t A p p r o p r i a t i o n s 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 4 - 1 5 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O p e r a t i n g C. I . P . Pr o p o s e d Ba l a n c e 6/ 3 0 / 2 0 1 5 Tr a n s f e r s Fu n d G r o u p Es t i m a t e d Ba l a n c e 7/ 1 / 2 0 1 4 Es t i m a t e d Re v e n u e s Bu d g e t A p p r o p r i a t i o n s Ge n e r a l O p e r a t i n g F u n d s Ge n e r a l 2 7 , 0 6 5 , 0 0 0 $ 1 7 6 , 4 5 0 , 0 0 0 $ 8 5 0 , 0 0 0 $ 9 , 7 2 6 , 1 8 4 $ 1 9 4 , 6 3 8 , 8 1 6 $ - $ - $ Ca s h B a s i s R e s e r v e 1 2 , 5 8 0 , 0 0 0 5 0 , 0 0 0 12 , 6 3 0 , 0 0 0 Sp e c i a l R e v e n u e F u n d s Co m m u n i t y D e v e l o p m e n t 2 4 3 , 8 9 0 3 , 6 3 7 , 6 4 6 5 8 6 , 8 8 7 1 , 0 4 2 , 1 8 0 2 , 0 1 9 , 4 1 5 2 3 3 , 0 5 4 Ho m e I n v e s t m e n t P a r t n e r s h i p 1 4 1 , 6 2 0 1 , 1 0 9 , 5 2 5 1 , 1 0 9 , 5 2 5 1 4 1 , 6 2 0 Fe d e r a l T r a n s p o r t a t i o n - 4 , 2 8 3 , 0 0 0 4 , 2 8 3 , 0 0 0 - TR I P 3 8 4 , 5 2 0 1 1 0 , 0 4 6 , 4 1 6 1 1 0 , 0 4 6 , 4 1 6 3 8 4 , 5 2 0 St a t e T r a n s p o r t a t i o n - 3 5 5 , 5 5 0 3 5 5 , 5 5 0 - Ga s T a x 1 , 7 2 9 , 1 4 9 8 , 4 4 5 , 0 0 0 9 , 3 0 0 , 0 0 0 8 7 4 , 1 4 9 Tr a f f i c S a f e t y - 1 , 3 5 0 , 0 0 0 8 5 0 , 0 0 0 5 0 0 , 0 0 0 - CU P A / U A S I 3 0 0 , 0 9 8 1 , 1 0 8 , 5 0 0 1 , 3 4 1 , 0 1 7 6 7 , 5 8 1 Su p p l e m e n t a l L a w E n f o r c e m e n t - 5 7 3 , 1 3 6 5 7 3 , 1 3 6 - Tr a n s i e n t O c c u p a n c y T a x 2 , 7 2 6 , 2 6 3 1 5 , 8 2 8 , 7 9 3 6 , 6 4 8 , 6 7 5 1 0 , 3 9 7 , 2 2 1 1 , 5 0 9 , 1 6 0 De b t S e r v i c e F u n d s Mu n i c i p a l I m p r o v e m e n t D e b t - 8 2 , 6 1 3 8 7 5 , 5 6 2 9 5 8 , 1 7 5 - Ca p i t a l P r o j e c t F u n d s Ca p i t a l O u t l a y 5 , 9 8 6 , 1 3 1 6 6 0 , 0 0 0 1 3 , 5 0 0 , 0 0 0 1 4 , 1 4 5 , 6 0 0 6 , 0 0 0 , 5 3 1 Ca p i t a l O u t l a y - U t i l i t y / R o a d F u n d 1 , 3 6 5 , 5 0 3 5 , 0 7 6 , 0 0 0 1 , 0 0 0 , 0 0 0 2 5 0 , 0 0 0 6 0 0 , 0 0 0 6 , 1 0 7 , 9 1 6 4 8 3 , 5 8 7 Pa r k I m p r o v e m e n t s 1 , 7 1 3 , 0 6 4 1 , 2 5 0 , 0 0 0 2 , 2 4 2 , 0 0 0 7 2 1 , 0 6 4 Tr a n s p o r t a t i o n D e v e l o p m e n t ( T D F ) 8 , 9 4 5 , 5 7 6 1 8 , 1 2 5 , 0 0 0 2 4 , 0 0 0 , 0 0 0 - 2 , 3 7 5 , 0 0 0 69 5 , 5 7 6 TD F T R I P L o c a l M a t c h 1, 0 9 3 , 8 1 6 24 , 0 0 0 , 0 0 0 1, 1 6 3 , 4 4 0 23 , 3 4 8 , 3 3 5 58 2 , 0 4 1 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 4 - 1 5 FI N A N C I A L S U M M A R Y - A L L F U N D S In O u t O p e r a t i n g C. I . P . Pr o p o s e d Ba l a n c e 6/ 3 0 / 2 0 1 5 Tr a n s f e r s Fu n d G r o u p Es t i m a t e d Ba l a n c e 7/ 1 / 2 0 1 4 Es t i m a t e d Re v e n u e s Bu d g e t A p p r o p r i a t i o n s En t e r p r i s e F u n d s Wa s t e w a t e r T r e a t m e n t $ 3 5 , 0 8 2 , 0 7 5 $ 3 1 , 1 1 3 , 4 1 0 $ 1 6 , 0 0 0 , 0 0 0 $ 9 , 3 3 8 , 0 0 0 $ 3 3 , 9 9 0 , 1 0 1 $ 2 , 3 6 5 , 0 0 0 3 6 , 5 0 2 , 3 8 4 Se w e r C o n n e c t i o n s 2 , 4 2 5 , 6 3 4 5 , 2 0 0 , 0 0 0 7 , 0 0 0 , 0 0 0 6 2 5 , 6 3 4 Re f u s e C o l l e c t i o n 1 3 , 5 4 1 , 1 0 2 4 1 , 0 0 4 , 8 3 1 2 , 7 3 8 , 0 0 0 4 2 , 6 4 5 , 4 4 5 2 0 0 , 0 0 0 8 , 9 6 2 , 4 8 8 Ag r i c u l t u r a l W a t e r 5 , 6 2 2 , 6 6 6 4 , 6 3 2 , 0 0 0 3 5 , 0 0 0 4 , 5 4 3 , 8 3 4 1 0 0 , 0 0 0 5 , 5 7 5 , 8 3 2 Do m e s t i c W a t e r 2 1 , 4 3 5 , 0 9 5 2 5 , 2 2 6 , 0 0 0 3 5 , 0 0 0 2 1 , 1 7 9 , 3 6 2 4 , 1 0 0 , 0 0 0 2 1 , 3 4 6 , 7 3 3 Ai r p a r k 4 3 9 , 1 1 1 5 6 4 , 5 0 0 2 4 9 , 5 4 7 3 0 0 , 0 0 0 4 5 4 , 0 6 4 Of f s t r e e t P a r k i n g 3 2 , 6 7 9 6 0 , 6 0 0 3 0 , 0 0 0 1 1 0 , 1 0 3 1 3 , 1 7 6 In t e r n a l S e r v i c e F u n d s Eq u i p m e n t M a n a g e m e n t 1 0 , 6 3 6 , 9 7 3 2 3 , 9 8 8 , 6 7 0 4 , 9 5 2 , 1 8 4 2 8 , 2 2 2 , 9 2 8 3 0 , 0 0 0 1 1 , 3 2 4 , 8 9 9 Se l f - I n s u r a n c e - 1 1 , 4 3 6 , 8 8 5 1 1 , 4 3 6 , 8 8 5 - Im p r o v e m e n t D i s t r i c t F u n d s As s e s s m e n t D i s t r i c t s 1 3 , 8 9 2 , 4 5 7 6 , 2 6 3 , 4 4 1 7 , 4 3 4 , 3 3 1 1 2 , 7 2 1 , 5 6 7 Su c c e s s o r A g e n c y F u n d s Su c c e s s o r A g e n c y - $ 7 , 6 4 6 , 4 0 4 $ 4 , 2 5 1 , 2 5 4 $ 4 , 2 5 1 , 2 5 4 $ 7 , 6 4 6 , 4 0 4 $ - $ - $ Su c c e s s o r H o u s i n g A g e n c y 2 9 , 8 0 3 5 , 2 9 5 , 5 9 2 3 , 0 5 0 , 0 0 0 2 , 0 0 0 , 0 0 0 2 7 5 , 3 9 5 T o t a l 16 7 , 4 1 2 , 2 2 5 $ 5 1 0 , 8 6 3 , 5 1 2 $ 6 5 , 4 5 9 , 0 0 0 $ 6 5 , 4 5 9 , 0 0 0 $ 3 7 3 , 1 8 8 , 0 0 0 $ 1 8 2 , 9 6 2 , 6 8 2 $ 1 2 2 , 1 2 5 , 0 5 5 $ 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 4 - 1 5 ES T I M A T E D B A L A N C E S - J U N E 3 0 , 2 0 1 5 Fu n d T i t l e To t a l Un r e s e r v e d R e s e r v e d Co m m e n t Ca s h B a s i s R e s e r v e 12 , 6 3 0 , 0 0 0 $ - $ 12 , 6 3 0 , 0 0 0 $ Ca s h r e q u i r e d p r i o r t o t a x r e c e i p t s Co m m u n i t y D e v e l o p m e n t 23 3 , 0 5 4 23 3 , 0 5 4 Ho m e I n v e s t m e n t P a r t n e r s h i p 14 1 , 6 2 0 14 1 , 6 2 0 TR I P 38 4 , 5 2 0 38 4 , 5 2 0 Ga s T a x 87 4 , 1 4 9 87 4 , 1 4 9 CU P A 67 , 5 8 1 67 , 5 8 1 Tr a n s i e n t O c c u p a n c y T a x 1, 5 0 9 , 1 6 0 60 9 , 1 6 0 90 0 , 0 0 0 C a p i t a l L e a s e R e s e r v e Ca p i t a l O u t l a y 6, 0 0 0 , 5 3 1 1 , 0 0 0 , 5 3 1 5, 0 0 0 , 0 0 0 Fa c i l i t i e s R e s e r v e Ca p i t a l O u t l a y - U t i l i t y / R o a d F u n d 48 3 , 5 8 7 48 3 , 5 8 7 Pa r k I m p r o v e m e n t s 72 1 , 0 6 4 72 1 , 0 6 4 Tr a n s p o r t a t i o n D e v e l o p m e n t 69 5 , 5 7 6 69 5 , 5 7 6 TD F T R I P L o c a l M a t c h 58 2 , 0 4 1 58 2 , 0 4 1 Wa s t e w a t e r T r e a t m e n t 36 , 5 0 2 , 3 8 4 1 6 , 3 0 2 , 3 8 4 20 , 2 0 0 , 0 0 0 Ra t e S t a b i l i z a t i o n / D e b t / C a p i t a l Se w e r C o n n e c t i o n s 62 5 , 6 3 4 62 5 , 6 3 4 Re f u s e 8, 9 6 2 , 4 8 8 3 , 9 6 2 , 4 8 8 5, 0 0 0 , 0 0 0 Ca r t R e p l a c e m e n t R e s e r v e s Ag r i c u l t u r e W a t e r 5, 5 7 5 , 8 3 2 5 , 5 7 5 , 8 3 2 Do m e s t i c W a t e r 21 , 3 4 6 , 7 3 3 2 1 , 3 4 6 , 7 3 3 Ai r p a r k 45 4 , 0 6 4 45 4 , 0 6 4 Of f s t r e e t P a r k i n g 13 , 1 7 6 13 , 1 7 6 Eq u i p m e n t M a n a g e m e n t 11 , 3 2 4 , 8 9 9 ( 3 8 , 2 3 7 , 3 8 5 ) 49 , 5 6 2 , 2 8 4 Ac c u m u l a t e d D e p r e c i a t i o n @ 0 6 / 3 0 / 1 3 As s e s s m e n t D i s t r i c t s 12 , 7 2 1 , 5 6 7 6 , 4 8 3 , 7 5 1 6, 2 3 7 , 8 1 6 Re s e r v e f o r D e b t S e r v i c e Su c c e s s o r A g e n c y 27 5 , 3 9 5 - 27 5 , 3 9 5 R e s e r v e f o r D e b t S e r v i c e To t a l 12 2 , 1 2 5 , 0 5 5 $ 22 , 3 1 9 , 5 6 0 $ 99 , 8 0 5 , 4 9 5 $ 17 Fund Title Transfers InTransfers Out General 850,000$ 9,726,184$ A Development Services Facility Replacement Reserve CDBG 586,887 State Gax Tax Traffic Safety/O.T.S.850,000 Transient Occupancy Tax 6,648,675 B Municipal Debt 875,562 C Capital Outlay 13,500,000 D Capital Outlay-Utility/Road 1,000,000 250,000 Transportation Development 24,000,000 TDF TRIP Local Match 24,000,000 Sewer Plant #2 9,000,000 Sewer Plant # 3 16,000,000 E 338,000 Sewer Connections 7,000,000 Refuse 2,738,000 Agriculture Water 35,000 Domestic Water 35,000 Parking 30,000 Equipment 4,952,184 F Successor Agency: Operating 4,251,254 Debt 4,251,254 TOTAL TRANSFERS 65,459,000$ 65,459,000$ CITY of BAKERSFIELD INTERFUND TRANSFERS - SUMMARY Proposed 2014-15 18 Fund Title Transfers InTransfers Out Capital Outlay 7,000,000$ Capital Outlay-Utility/Road 1,000,000 Parking 30,000 Equipment 1,696,184 General Fund Total 9,726,184 A Capital Outlay 6,500,000 Municipal Debt 38,675 Equipment 110,000 Transient Occupancy Tax Fund 6,648,675 B Capital Outlay-Utility/Road 250,000 CDBG 586,887 Transient Occupancy Tax 38,675 Municipal Debt Total 875,562 C General 7,000,000 Transient Occupancy Tax 6,500,000 Capital Outlay Fund Total 13,500,000 D Sewer Plant #2 9,000,000 Sewer Connections 7,000,000 Sewer Plant #3 Total 16,000,000 E General 1,696,184 Transient Occupancy Tax 110,000 Sewer Plant #3 338,000 Refuse 2,738,000 Agriculture Water 35,000 Domestic Water 35,000 Equipment Fund Total 4,952,184 F CITY of BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS Proposed 2014-15 19 THIS PAGE INTENTIONALLY LEFT BLANK 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 FY 2014-15 are: 1) Secured property tax revenues are expected to increase 5% based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to increase by 3% compared to the current year revised estimate as a result of the improvement in economic activity over the past year; 3) License and Permit revenues are expected to decrease by 7.2% compared to current year revised estimates; 4) Motor Vehicle In-Lieu fees have been significantly reduced due to State legislation enacted in 2011; and 5) Transient Occupancy Tax revenues are expected to increase by about 2% compared to current year revised estimates as a result of slight improvement tourism and convention activity. • 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 • Sales Tax Revenues - The sales tax rate is generally 7.50 percent statewide. The City’s sales tax revenue is realized from the 1.0 percent local government portion of the total rate and the 0.5 percent rate (½ cent) increase approved by the voters in November 1993 for public safety. The local 1.0 percent is distributed based on “point of sale” while the ½ cent for public safety is distributed 95.0 percent to counties and 5.0 percent to cities. The 1.0 percent local sales tax revenue is distributed by the Board of Equalization. Cities receive payments on a quarterly basis, with monthly estimated "advance" payments and a subsequent "settlement" payment to cover the difference based on actual collections. The ½ cent sales tax is distributed monthly. The largest single classification contributing to sales tax revenues is the retail sales from Department Stores. Sales tax must be received into the City’s General Fund and its uses are unrestricted. • License and Permit Revenue - The California Constitution gives cities the authority to charge license and permit fees as a means of recovering the cost of regulation. The fees which make up "License and Permits" include: building permits, plumbing permits, electrical permits, mechanical permits, street and curb permits, and other use permits and licenses. The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various additional construction permits for activities such as the installation of electrical, plumbing, and sewerage facilities. The City charges a fee for issuing these permits in order to recover the costs incurred. Motor Vehicle-In-Lieu Revenues - As to the portion of the remaining VLF revenue formerly distributed to local governments, SB89, enacted in 2011, eliminated, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature’s efforts to solve the state’s chronic budget problems, the bill shifted all city VLF revenues to fund law enforcement grants that previously had been paid by a temporary state tax and – prior to that – by the state general fund. The City expects minimal VLF revenues in 2014-15 and in subsequent years unless and until there is a change in law. • 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 22 Revenues continued charges differ from license and permit fees in that the latter are designed to reimburse the City for costs related to its regulatory activities. Some of the charges for service included in this revenue source are: o Maintenance district services - Reimbursements for costs of operating and maintaining all public improvements which benefit a specific area; o Interdepartmental charges - Account for the financing of services provided by the General Fund to another City department on a cost-reimbursement basis; and, o Arena charges - Revenues received from the use of the Rabobank Arena. • Transient Occupancy Tax - The Transient Occupancy Tax is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility, unless such occupancy is for a period of thirty (30) days or more. The City of Bakersfield has a transient lodging tax rate of 12.0 percent, which was increased from 10.0 percent in the 1993-94 fiscal year. The use of revenues is unrestricted. Some cities earmark these revenues for certain business activities, business development, a Convention Bureau, etc. 23 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 * Includes VLF In-Lieu Property Tax * Includes Sales Tax In-Lieu Related to Triple Flip $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 06070809101112131415 Mi l l i o n s Fiscal Year Ending Property Tax Revenues $64,665,600 Property Tax VLF In-Lieu $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 $90,000,000 06070809101112131415 Mi l l i o n s Fiscal Year Ending Sales Tax Revenues $76,882,400 Budgeted Sales Tax 24 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 06070809101112131415 Mi l l i o n s Fiscal Year Ending Transient Occupancy Tax $8,465,000 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 06070809101112131415 Mi l l i o n s Fiscal Year Ending License and Permit Revenues $2,581,445 25 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 06070809101112131415 Mi l l i o n s Fiscal Year Ending Charges for Services $18,783,680 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 06070809101112131415 Mi l l i o n s Fiscal Year Ending Motor Vehicle-In-Lieu Revenues $180,000 26 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 GE N E R A L F U N D - R E V E N U E B Y S O U R C E Re v e n u e s A c t u a l 20 1 2 - 1 3 Am e n d e d Bu d g e t 20 1 3 - 1 4 Re v i s e d Es t i m a t e s 20 1 3 - 1 4 Pr o p o s e d Bu d g e t 20 1 4 - 1 5 Ta x e s Pr o p e r t y T a x e s Cu r r e n t y e a r s e c u r e d 3 3 , 4 8 1 , 8 5 7 $ 34 , 1 1 5 , 0 0 0 $ 34 , 4 8 6 , 2 0 0 $ 36 , 2 1 0 , 6 0 0 $ Cu r r e n t y e a r u n s e c u r e d 2, 4 6 9 , 5 5 7 2, 5 4 5 , 0 0 0 3, 1 5 0 , 0 0 0 3, 2 0 0 , 0 0 0 Pr o p e r t y t a x i n - l i e u 23 , 4 8 8 , 3 6 9 23 , 0 0 0 , 0 0 0 24 , 6 9 9 , 5 8 7 23 , 0 0 0 , 0 0 0 De l i n q u e n t a n d o t h e r t a x e s 6, 2 5 7 , 1 7 1 1, 2 5 5 , 0 0 0 2, 7 9 0 , 0 0 0 2, 2 5 5 , 0 0 0 TO T A L P R O P E R T Y T A X E S 65 , 6 9 6 , 9 5 4 $ 60 , 9 1 5 , 0 0 0 $ 65 , 1 2 5 , 7 8 7 $ 64 , 6 6 5 , 6 0 0 $ Sa l e s a n d U s e T a x : Sa l e s a n d u s e t a x 5 4 , 0 9 6 , 2 3 9 $ 53 , 4 2 8 , 5 0 0 $ 55 , 8 6 5 , 5 8 9 $ 57 , 6 6 1 , 8 0 0 $ Sa l e s t a x i n - l i e u 16 , 3 2 1 , 7 8 9 17 , 9 8 6 , 5 0 0 18 , 7 7 7 , 5 1 1 19 , 2 2 0 , 6 0 0 TO T A L S A L E S A N D U S E T A X 70 , 4 1 8 , 0 2 8 $ 71 , 4 1 5 , 0 0 0 $ 74 , 6 4 3 , 1 0 0 $ 76 , 8 8 2 , 4 0 0 $ Ot h e r T a x e s Ut i l i t y f r a n c h i s e t a x 1 0 , 7 3 3 , 7 9 8 $ 5, 7 2 5 , 0 0 0 $ 5, 7 7 5 , 0 0 0 $ 5, 9 6 0 , 0 0 0 $ Bu s i n e s s l i c e n s e t a x 3, 3 7 2 , 9 7 2 3, 4 0 0 , 0 0 0 3, 4 0 0 , 0 0 0 3, 6 0 0 , 0 0 0 Re a l p r o p e r t y t r a n s f e r t a x 92 6 , 7 0 1 70 0 , 0 0 0 72 5 , 0 0 0 75 0 , 0 0 0 TO T A L O T H E R T A X E S 15 , 0 3 3 , 4 7 1 $ 9, 8 2 5 , 0 0 0 $ 9, 9 0 0 , 0 0 0 $ 10 , 3 1 0 , 0 0 0 $ TO T A L T A X E S 15 1 , 1 4 8 , 4 5 3 $ 14 2 , 1 5 5 , 0 0 0 $ 14 9 , 6 6 8 , 8 8 7 $ 15 1 , 8 5 8 , 0 0 0 $ Li c e n s e s a n d P e r m i t s De v e l o p m e n t p e r m i t s 1 , 9 7 2 , 1 7 9 $ 1, 8 1 1 , 9 5 0 $ 1, 7 4 7 , 2 0 0 $ 2, 0 4 7 , 2 9 5 $ Al a r m p e r m i t s 22 3 , 4 5 0 20 0 , 0 0 0 24 0 , 0 0 0 20 0 , 0 0 0 Do g l i c e n s e s 24 0 , 9 8 7 29 7 , 9 3 8 32 5 , 0 0 0 30 0 , 0 0 0 Ot h e r l i c e n s e s a n d p e r m i t s 12 3 , 3 7 9 96 , 3 5 0 46 9 , 4 4 5 34 , 1 5 0 TO T A L L I C E N S E S A N D P E R M I T S 2, 5 5 9 , 9 9 5 $ 2, 4 0 6 , 2 3 8 $ 2, 7 8 1 , 6 4 5 $ 2, 5 8 1 , 4 4 5 $ 27 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 GE N E R A L F U N D - R E V E N U E B Y S O U R C E Re v e n u e s A c t u a l 20 1 2 - 1 3 Am e n d e d Bu d g e t 20 1 3 - 1 4 Re v i s e d Es t i m a t e s 20 1 3 - 1 4 Pr o p o s e d Bu d g e t 20 1 4 - 1 5 In t e r gov e r n m e n t a l St a t e m o t o r v e h i c l e i n - l i e u t a x 18 1 , 7 1 3 $ 18 0 , 0 0 0 $ 18 0 , 0 0 0 $ 18 0 , 0 0 0 $ St a t e H o m e o w n e r s s u b v e n t i o n 30 0 , 0 3 0 30 0 , 0 0 0 30 0 , 0 0 0 Gr a n t s 2, 1 5 1 , 3 8 7 3, 1 0 4 , 0 7 2 2, 6 1 4 , 3 2 6 2, 1 5 7 , 9 7 5 TO T A L I N T E R G O V E R N M E N T A L 2, 6 3 3 , 1 3 0 $ 3, 5 8 4 , 0 7 2 $ 3, 0 9 4 , 3 2 6 $ 2, 3 3 7 , 9 7 5 $ Ch a r ges f o r S e r v i c e Ma i n t e n a n c e d i s t r i c t s e r v i c e s 5 , 5 4 3 , 0 2 0 $ 5, 6 4 0 , 0 0 0 $ 5, 6 4 0 , 0 0 0 $ 5, 6 8 5 , 0 0 0 $ In t e r d e p a r t m e n t a l c h a r ges 4, 1 9 7 , 7 0 8 4, 0 0 0 , 0 0 0 4, 2 0 0 , 0 0 0 4, 2 0 0 , 0 0 0 De v e l o p m e n t f e e s 2, 6 5 7 , 2 5 4 2, 0 1 8 , 0 6 8 3, 1 1 0 , 1 4 8 3, 3 2 5 , 6 8 0 Fi r e c h a r ges 3, 8 9 1 , 7 5 9 4, 0 0 0 , 0 0 0 4, 0 0 3 , 5 0 0 4, 0 0 0 , 0 0 0 Po l i c e c h a r ges 40 3 , 4 7 3 49 4 , 0 0 0 57 3 , 0 0 0 45 4 , 0 0 0 Re c r e a t i o n f e e s 1, 0 5 0 , 3 6 5 95 7 , 2 0 0 98 4 , 8 0 0 97 8 , 0 0 0 Ot h e r c h a r ges 19 3 , 7 1 1 91 , 0 0 0 15 1 , 5 0 0 14 1 , 0 0 0 TO T A L C H A R G E S F O R S E R V I C E 17 , 9 3 7 , 2 9 0 $ 17 , 2 0 0 , 2 6 8 $ 18 , 6 6 2 , 9 4 8 $ 18 , 7 8 3 , 6 8 0 $ Fi n e s a n d F o r f e i t s Co u r t f i n e s a n d a s s e t f o r f e i t u r e s 80 3 , 1 6 2 $ 57 5 , 5 0 0 $ 67 0 , 5 0 0 $ 61 0 , 0 0 0 $ TO T A L F I N E S A N D F O R F E I T U R E S 80 3 , 1 6 2 $ 57 5 , 5 0 0 $ 67 0 , 5 0 0 $ 61 0 , 0 0 0 $ Mi s c e l l a n e o u s In t e r e s t i n c o m e 1 6 0 , 5 9 4 $ 71 , 0 0 0 $ 93 , 0 0 0 $ 71 , 0 0 0 $ Co n t r i b u t i o n s 46 , 0 1 5 2, 0 0 0 10 , 2 1 5 Bl u e C r o s s p r e m i u m r e f u n d 1, 6 1 6 , 5 9 3 Ot h e r r e i m b u r s e m e n t s 3, 6 4 5 , 8 5 9 35 0 , 4 5 5 83 9 , 7 9 3 20 1 , 0 0 0 Ot h e r r e v e n u e 43 , 6 9 3 14 , 9 0 0 16 , 9 0 0 6, 9 0 0 TO T A L M I S C E L L A N E O U S 5, 5 1 2 , 7 5 4 $ 43 8 , 3 5 5 $ 95 9 , 9 0 8 $ 27 8 , 9 0 0 $ TO T A L R E V E N U E S 18 0 , 5 9 4 , 7 8 4 $ 16 6 , 3 5 9 , 4 3 3 $ 17 5 , 8 3 8 , 2 1 4 $ 17 6 , 4 5 0 , 0 0 0 $ 28 CI T Y O F B A K E R S F I E L D FI S C A L Y E A R 2 0 1 4 - 1 5 ES T I M A T E D R E V E N U E B Y F U N D Fu n d T i t l e Ta x e s a n d As s e s s m e n t s Li c e n s e s a n d Pe r m i t s In t e r - Go v e r n m e n t a l Re v e n u e Ch a r g e s f o r Se r v i c e Fi n e s a n d Fo r f e i t s Mi s c e l l a n e o u s Re v e n u e Ot h e r F i n a n c i n g So u r c e s To t a l Ge n e r a l 1 5 1 , 8 5 8 , 0 0 0 $ 2 , 5 8 1 , 4 4 5 $ 2 , 3 3 7 , 9 7 5 $ 1 8 , 7 8 3 , 6 8 0 $ 6 1 0 , 0 0 0 $ 2 7 8 , 9 0 0 $ - $ 1 7 6 , 4 5 0 , 0 0 0 $ Ca s h B a s i s R e s e r v e 5 0 , 0 0 0 5 0 , 0 0 0 Co m m u n i t y D e v e l o p m e n t 3 , 4 6 1 , 7 7 8 1 7 5 , 8 6 8 3 , 6 3 7 , 6 4 6 Ho m e I n v e s t m e n t P a r t n e r s h i p 1 , 0 7 9 , 5 2 5 3 0 , 0 0 0 1 , 1 0 9 , 5 2 5 Fe d e r a l T r a n s p o r t a t i o n 4 , 2 8 3 , 0 0 0 4, 2 8 3 , 0 0 0 TR I P 11 0 , 0 4 6 , 4 1 6 11 0 , 0 4 6 , 4 1 6 St a t e T r a n s p o r t a t i o n 3 5 5 , 0 5 0 5 0 0 3 5 5 , 5 5 0 Ga s T a x 8, 4 1 0 , 0 0 0 1 0 , 0 0 0 2 5 , 0 0 0 8 , 4 4 5 , 0 0 0 Tr a f f i c S a f e t y 25 0 , 0 0 0 1 , 1 0 0 , 0 0 0 1 , 3 5 0 , 0 0 0 CU P A / U A S I 1 9 5 , 5 0 0 9 1 2 , 0 0 0 1 , 0 0 0 1 , 1 0 8 , 5 0 0 Su p p l e m e n t a l L a w E n f o r c e m e n t 5 7 3 , 1 3 6 57 3 , 1 3 6 Tr a n s i e n t O c c u p a n c y T a x 8 , 4 6 5 , 0 0 0 6 , 1 6 3 , 7 9 3 1 , 2 0 0 , 0 0 0 1 5 , 8 2 8 , 7 9 3 Mu n i c i p a l I m p r o v e m e n t D e b t 82 , 6 1 3 8 2 , 6 1 3 Ca p i t a l O u t l a y 66 0 , 0 0 0 6 6 0 , 0 0 0 Ca p i t a l O u t l a y - U t i l i t y / R o a d F u n d 5 , 0 7 5 , 0 0 0 1, 0 0 0 5 , 0 7 6 , 0 0 0 Pa r k I m p r o v e m e n t s 1 , 2 5 0 , 0 0 0 1, 2 5 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 1 8 , 0 0 0 , 0 0 0 1 0 0 , 0 0 0 2 5 , 0 0 0 1 8 , 1 2 5 , 0 0 0 Wa s t e w a t e r T r e a t m e n t 29 , 9 0 8 , 0 0 0 1 4 1 , 4 1 0 8 1 4 , 0 0 0 2 5 0 , 0 0 0 3 1 , 1 1 3 , 4 1 0 Se w e r C o n n e c t i o n s 5 0 , 0 0 0 5 , 1 4 0 , 0 0 0 1 0 , 0 0 0 5 , 2 0 0 , 0 0 0 Re f u s e 1, 8 7 2 , 6 4 0 3 8 , 8 4 2 , 9 9 1 2 8 9 , 2 0 0 4 1 , 0 0 4 , 8 3 1 Ag r i c u l t u r e W a t e r 4, 6 1 0 , 0 0 0 2 2 , 0 0 0 4 , 6 3 2 , 0 0 0 Do m e s t i c W a t e r 26 7 , 0 0 0 2 4 , 9 5 9 , 0 0 0 2 5 , 2 2 6 , 0 0 0 Air p a r k 28 0 , 0 0 0 2 8 2 , 5 0 0 2 , 0 0 0 5 6 4 , 5 0 0 Of f s t r e e t P a r k i n g 60 , 5 0 0 1 0 0 6 0 , 6 0 0 Eq u i p m e n t M a n a g e m e n t 23 , 0 8 7 , 3 7 3 9 0 1 , 2 9 7 2 3 , 9 8 8 , 6 7 0 Se l f I n s u r a n c e 9, 7 6 6 , 4 3 8 1 , 6 7 0 , 4 4 7 1 1 , 4 3 6 , 8 8 5 As s e s s m e n t D i s t r i c t s 6 , 2 6 2 , 7 7 2 66 9 6 , 2 6 3 , 4 4 1 Su c c e s s o r A g e n c y F u n d s : Su c c e s s o r A g e n c y 4 , 5 0 1 , 2 5 4 3 , 1 4 5 , 1 5 0 7 , 6 4 6 , 4 0 4 Su c c e s s o r H o u s i n g 3 , 0 0 0 , 0 0 0 2, 2 9 5 , 5 9 2 5 , 2 9 5 , 5 9 2 To t a l $1 9 8 , 4 6 2 , 0 2 6 $ 2 , 7 7 6 , 9 4 5 $ 1 3 2 , 6 9 9 , 5 2 0 $ 1 4 1 , 3 1 9 , 4 2 5 $ 1 , 8 6 1 , 4 1 0 $ 3 2 , 8 3 4 , 1 8 6 $ 9 1 0 , 0 0 0 $ 5 1 0 , 8 6 3 , 5 1 2 29 THIS PAGE INTENTIONALLY LEFT BLANK 30 Legislative FY 2014-2015 Organizational Chart Ward 7 Ward 6 Ward 3 Ward 5 Ward 2 Ward 4 Ward 1 City Council Support Staff Mayor Citizens of Bakersfield 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 2013-14 ACCOMPLISHMENTS 1. Continued recognition of special efforts accomplished by members of the public and organizations for the betterment of the community. 2. Appointed citizens to City boards and commissions. 3. Continued actions to recover from the impacts of the local and state economic conditions of the past five years and implemented pro-active efforts to further strengthen the financial position of the City. 32 Adopted Amended Proposed Actual BudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Mayor $ 131,011 $ 158,600 $ 160,507 $ 166,934 City Council 258,044 279,980 279,980 290,492 Total $ 389,055 $ 438,580 $ 440,487 $ 457,426 SOURCE OF FUNDS: General Fund $ 389,055 $ 438,580 $ 440,487 $ 457,426 Total $ 389,055 $ 438,580 $ 440,487 $ 457,426 FULL TIME EMPLOYEES: Mayor 1.00 1.00 1.00 1.00 City Council 0.00 0.00 0.00 0.00 Total 1.00 1.00 1.00 1.00 LEGISLATIVE 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 2013-14 ACCOMPLISHMENTS 1. Prepared and took action on issues in a timely manner at regularly scheduled and special City Council meetings. 2. Provided Council direction to staff through Council committees. 3. Adopted the City’s annual Operating and Capital Improvement Program budgets prior to June 30. 4. Served in a ceremonial capacity for City events and away from home as a City representative. 5. Appointed citizens to represent the community on various boards and commissions. 6. Served as spokespersons for City affairs with all segments of the media. 7. Strengthened the City’s position in local and state legislative arenas through representation at League of California Cities and Big 10 Cities meetings, and at other state, regional and local public hearings. 34 1011 – Mayor and 1051 – City Council continued FY 2014-15 ACTION PLAN 1. Prepare and take action on issues in a timely manner at regularly scheduled and special City Council meetings. 2. Provide Council direction to staff through Council committees. 3. Adopt the annual Operating and Capital Improvement Program budgets prior to June 30. 4. Serve in a ceremonial capacity for City events as a City representative. 5. Appoint citizens to represent the community on various boards and commissions. 6. Serve as spokespersons for City affairs with all segments of the media. 7. Meet with the County Board of Supervisors to discuss and consider proposals for joint efforts on issues of interest and concern to the residents of Bakersfield and Kern County. 8. Work toward equitable representation and resource allocations relative to the State of California. 9. Communicate with State and local government officials on equitable resource allocations on important budget and other issues such as transportation, including high speed rail. 10. Represent the City of Bakersfield on the Local Agency Formation Commission and Kern Council of Governments. SERVICE LEVEL INDICATORS FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed Approved City Budgets 1 1 1 Council Meetings Held 19 18 18 Proclamations Issued 108 100 100 35 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 109,773 $ 116,709 $ 118,616 $ 125,038 Operating 21,238 41,891 41,891 41,896 Capital Total $ 131,011 $ 158,600 $ 160,507 $ 166,934 SOURCE OF FUNDS: General Fund $ 131,011 $ 158,600 $ 160,507 $ 166,934 Total $ 131,011 $ 158,600 $ 160,507 $ 166,934 MAYOR 36 Executive FY 2014-2015 Organizational Chart City Manager Assistant City Manager Risk Management Human Resources Executive Staff Administrative Analyst III Management Assistant Assistant City Manager City Clerk Information Technology Convention & Visitors Bureau 37 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 2013-14 ACCOMPLISHMENTS 1. Staffed City Council meetings and Council committee meetings. 2. Reviewed, analyzed and made recommendations regarding existing or pending state and federal legislation. 3. Positively resolved the property split tax dispute with the County of Kern for certain completed annexations. 4. Continued to make significant progress towards the City Council goals and provided resolution to various Council and public requests. 5. Continued actions to recover from impacts of the local and state economy and to strengthen the City’s current and future financial position. 6. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2013-14 Final Budget. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. Addition of 1 Clerk Typist within the Information Technology Division FY 2014-15 ACTION PLAN The Executive Department will continue working on various development projects and overseeing major capital efforts of the City. The City Manager’s Office will coordinate efforts by departments to secure grant funding for transportation, parks, economic development, and other available areas and will also continue oversight of the Convention and Visitor’s Bureau to attracts conventions and improve the City’s profile to attract more visitors. 38 Adopted AmendedProposed ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 City Manager $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 City Clerk 720,935 872,857 883,060 894,626 Human Resources 1,157,869 1,251,256 1,267,430 1,306,195 Risk Management 10,228,175 9,845,290 9,849,685 9,896,885 Information Technology 5,483,650 6,641,310 6,687,254 6,529,476 Total $ 18,458,677 $ 19,619,057 $ 19,712,222 $ 19,706,187 SOURCE OF FUNDS: General Fund $ 5,869,214 $ 6,615,547 $ 6,704,317 $ 6,951,432 Equipment Fund 2,361,288 3,158,220 3,158,220 2,857,870 Self Insurance Fund 10,228,175 9,845,290 9,849,685 9,896,885 Total $ 18,458,677 $ 19,619,057 $ 19,712,222 $ 19,706,187 FULL TIME EMPLOYEES: City Manager 6.00 7.00 7.00 7.00 City Clerk 8.00 8.00 8.00 8.00 Human Resources 10.00 10.00 10.00 10.00 Risk Management 3.00 3.00 3.00 3.00 Information Technology 30.00 30.00 30.00 31.00 Total 57.00 58.00 58.00 59.00 EXECUTIVE 39 1331 - City Manager DIVISION GOAL Participate in intergovernmental activities to represent the City's interest and influence policy and legislation; provide public information services for the community and City staff; assist the City Council in formulating long-term community policies and strategies; and, administer and prepare all budget procedures and documents. Maintain a sound fiscal position for the City through preparation of and recommendations to the City's Operating and Capital Improvement Program budgets and continual monitoring of financial conditions throughout the year. Provide legislative and policy assistance to the City Council and staff; develop and enhance administrative policy; and, perform special assignments. FY 2013-14 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and final operating budgets for fiscal year 2013-14. 2. Coordinated efforts to ensure equitable distribution to the City of Bakersfield of road funds from state and federal revenues. As lead agency for the Thomas Roads Improvement Program (TRIP), and working with the other coordinating agencies, made progress towards the implementation of those local and regional transportation projects. 3. Staffed the following Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Planning and Development; Safe Neighborhood and Community Relations; and Joint City/Count Standing Committee to Combat Gang Violence; 4. Occupied two seats on the Oversight Board for the Successor Agency to the former Bakersfield Redevelopment Agency. 5. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses. 6. Directed the activities of the Employee Incentive Committee in the administration of the Employee Incentive Plan, which is a program to recognize City employees for excellent service in work performance. 7. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2013-14 Final Budget. 40 1331 – City Manager continued FY 2014-15 ACTION PLAN 1. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2014-15. 2. Continue actions to implement the City Council goals. 3. Continue to oversee the coordination of the local transportation projects made possible by the Thomas Roads Improvement Program (TRIP) funding, and meet and confer with the other agencies involved in those projects. 4. Develop a new property tax sharing agreement with the County of Kern for future annexations. 5. Continue to work with the Local Agency Formation Commission on processing annexations and developing polices where applicable. 6. Staff City Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Metro Bakersfield Animal Control Committee; Personnel; Planning and Development; Safe Neighborhood and Community Relations; and Joint City/Count Standing Committee to Combat Gang Violence. 7. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern. 8. Oversee and monitor City utility franchises. 9. Process applications to determine public convenience or necessity for liquor licenses. 10. Qualify the Fiscal Year 2014-15 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award. 11. Prepare General Information packets for the Mayor and City Council. 12. Review and prepare agenda materials for City Council meetings. 41 1331 – City Manager continued SERVICE LEVEL INDICATORS FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed Annexation Growth – Population (annual) 281 0 0 Annexation Growth – Square Miles (annual) .21 .141 0 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 18 18 18 Staffed Council Committee Meetings 23 24 24 42 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 829,076 $ 968,996 $ 985,445 $ 1,038,601 Operating 38,972 39,348 39,348 40,404 Capital - - - - Total $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 SOURCE OF FUNDS: General Fund $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 Total $ 868,048 $ 1,008,344 $ 1,024,793 $ 1,079,005 CITY MANAGER 43 1341 - City Clerk DIVISION GOAL To maintain a complete and accurate record of City Council proceedings; preserve official City records; conduct municipal elections; provide administrative assistance to the City Council and Oversight Board; and, provide prompt and courteous service to citizens’ requests for assistance. FY 2013-14 ACCOMPLISHMENTS 1. Certified the results of the Special Municipal Election for City Council Ward 1. 2. Conducted Teen Government Day 2013. 3. Organized the Scholastic Student Recognition Day program and held a reception with the Mayor and Councilmembers. 4. Administered the provisions of the Maddy Act, solicited applications for Council, boards, commissions and committees, and forwarded reports to Council for appointment. 5. Researched software programs and devices for the implementation of alternative agenda distribution methods. 6. Prepared Oversight Boards agendas and distributed agenda packets by the designated deadlines. 7. Responded to subpoenas and requests for public records according to the requirements of the California Public Records Act and within the legal deadline of ten (10) days. 8. Provided customer service at the lobby desk and processed 400 Recreation and Parks activity registrations and park reservations. 9. Prepared two Administrative Records regarding the Concerned Citizens of Bakersfield litigation case and the protest to the Validation Action. 10. Conducted 36 public hearings and 12 administrative hearings. 44 1341 – City Clerk continued 11. Administered the provisions of the Political Reform Act; processed 105 Fair Political Practices Commission (FPPC) campaign statement and 302 Statement of Economic Interest filings. 12. Processed and recorded 175 official documents using the Government-to-Government Portal system. FY 2014-15 ACTION PLAN 1. Conduct the November 4, 2014 General Municipal Election for Councilmembers for Wards 1, 3, 4, and 7. 2. Conduct Teen Government Day 2014. 3. Implement the electronic agenda management program and provide training for all departments, and for officials wishing to use an electronic device. 4. Organize the Scholastic Student Recognition Day program and hold reception. 5. Administer the provisions of the Maddy Act, solicit applications for Council boards, commissions and committees, and forward the reports to Council for appointment. 6. Prepare Oversight Board agendas and distribute agenda packets by the designated deadlines. 7. Respond to subpoenas and requests for public records according to the requirements of the California Public Records Act and within the legal deadline of ten (10) days. 8. Administer the provisions of the Political Reform Act and manage the 2013-14 Statements of Economic Interest and Campaign Statements. 9. Provide customer service at the lobby desk and process Recreation & Parks activity registrations and park reservations. 10. Provide prompt and courteous service to all citizen requests for assistance. 45 1341 – City Clerk continued SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Prepare and Post Council Agenda 19 18 18 Council and Mayoral Elections 3 1 1 City Ordinances Adopted 52 55 55 City Resolutions Adopted 157 160 160 Contracts & Agreements 755 765 770 Deeds & Easements 116 175 200 Outgoing U.S. Mail Processed 391,039 392,000 392,000 Recreation & Parks Customers 511 400 300 Records Requests and Subpoenas 764 780 790 46 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 524,656 $ 610,331 $ 620,534 $ 634,644 Operating 196,279 262,526 262,526 259,982 Capital - - - - Total $ 720,935 $ 872,857 $ 883,060 $ 894,626 SOURCE OF FUNDS: General Fund $ 720,935 $ 872,857 $ 883,060 $ 894,626 Total $ 720,935 $ 872,857 $ 883,060 $ 894,626 CITY CLERK 47 1351 - HUMAN RESOURCES DIVISION GOAL The Mission of Human Resources is to align human resources and key department goals to optimize talent and performance within the City of Bakersfield. This strategic collaboration aims to provide continuous development of our employees and ongoing process improvements that more effectively respond to the needs of the citizens of Bakersfield. FY 2013-14 ACCOMPLISHMENTS 1. Conducted sixty-seven (67) recruitments which required HR Staff to review and process over six thousand two hundred and fifty-one (6,251) applications (5,360 on-line and 891 paper). 2. Recruited, processed and hired thirty-eight (38) temporary employees; and processed one hundred sixty (160) terminations. 3. Developed and implemented leadership training academy; R.E.A.L Leadership. Trained over sixty (60) supervisor/managers throughout city. Implemented monthly skills training and personal development sessions. 4. Continued to coordinate labor negotiations with City bargaining units as necessary. Completed and obtained City Council approval on new resolutions/MOU’s for all units. 5. Continued to take an active role in working with City Departments to provide direct counsel and administrative support to investigate and respond to union grievances, employment complaints, Skelly Hearings, City Manager Appeal Hearings, DFEH complaints, and other related personnel issues. 6. Provided oversight of the annual Healthcare Open Enrollment process, which provides an opportunity for all City employees and eligible retirees to designate their desired health care options. Updated Open Enrollment correspondence and ensured compliance with newly mandated Affordable Care Act provisions. 48 1351 – Human Resources continued 7. Provided oversight of the Employee Incentive Team program, which included: • Processed 441 High Five Awards • Reinstated the Employee Breakfast in coordination with Public employee Recognition Week. • Coordinated and presented the 2013 Excellence in Action Award Program. This included the new team “S.T.A.R.” recognition award. • Developed and implemented an employee Bingo program and monthly “Soar to Success” campaign to improve wellness initiatives and support City goals. FY 2014-15 ACTION PLAN 1. Working collaboratively with City staff, the HR Team will focus on the following: a) Continue to review and update all City Job specifications, including ADA analysis for any physical requirements. b) Continue to review and update all current Administrative Rules & Regulations and draft new Rules and Regulations, as required. c) Continue to develop and deliver City-wide training programs, including Supervisory Development Program and other HR City-wide or group specific training. d) Continue to enhance efforts in reviewing, communicating and educating City Employees regarding benefits. e) Focus on retention strategies, including Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. f) Identify opportunities to enhance and motivate employee engagement/morale/productivity. This may include additional activities and programs under the Employee Incentive Program. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed RECRUITMENT Regular Full-Time Vacancies Filled 89 165 125 Temporary Vacancies Filled 213 200 200 Posted Recruitments 80 72 65 Applications Received 6,202 6,000 5,800 49 1351 – Human Resources continued RETENTION Turn-over Rate 8.3% 7.4% 6.0% • Total Terminations 125 110 90 o Voluntary Resignations 49 60 50 o Retirements 55 44 50 o Involuntary 14 15 15 BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 396 446 476 Retiree Benefit Changes Processed 119 112 120 Service Awards Processed 227 126 258 Number of FMLA Leaves Processed 207 190 200 Unemployment Claims (EDD) 80 72 65 50 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 889,416 $ 961,519 $ 977,693 $ 1,009,380 Operating 268,453 289,737 289,737 296,815 Capital - - - - Total $ 1,157,869 $ 1,251,256 $ 1,267,430 $ 1,306,195 SOURCE OF FUNDS: General Fund $ 1,157,869 $ 1,251,256 $ 1,267,430 $ 1,306,195 Total $ 1,157,869 $ 1,251,256 $ 1,267,430 $ 1,306,195 HUMAN RESOURCES 51 1361 - Risk Management DIVISION GOAL Protect the assets of the City from potential loss by purchasing insurance, self- insuring or transferring the risk of loss to others; promote safety and well-being for City employees by designing training and educational programs to reduce injuries; respond to all claims filed against the City and limit the amount of loss through effective claims management. FY 2013-2014 ACCOMPLISHMENTS 1. Facilitated a Safety Management Certification course through our excess insurance carrier, CSAC. With approximately 40 supervisors attending, they learned and developed skills for implementing safety programs, loss control, hazard identification, CalOSHA regulations, and accident investigation. 2. Continued to aggressively pursue recoveries from individuals who caused damage to City property, with FY 13/14 reflecting an increase in collections. 3. Conducted a Health and Wellness Fair in January 2014 to launch the City’s Soar to Success program. The Health and Wellness Fair featured 19 local vendors in the field of safety, health, and fitness. The Soar to Success program consists of regularly scheduled employee activities, training opportunities, and wellness sessions. The program is administered by The Employee Incentive Team, Risk Management and Human Resources. 4. Significantly reduced the numbers of days away from work for on-the-job injuries for our miscellaneous compliment, through the reinforcement of safety training, safety initiative programs, and through administrative practices. 5. Continued to promote the BINGO incentive program, with the help of the Employee Incentive Team and the Safety Committee. The Employee Bingo program has helped to engage employees through emphasizing the City’s safety principles and participation in community events. 52 1361 – Risk Management continued 6. Trained six staff members to be instructors for defensive driving through the Smith System Academy. This program teaches employees driving principles that will reduce the City’s exposure to vehicle accidents and injuries, in an effort to reduce maintenance and repair costs to City vehicles. 7. Initiated and conducted safety training in several Departments, which highlighted OSHA compliance standards. Worked closely with the Public Works Department to review and develop training programs that are Division specific and provide guidance to reinforce the Department’s current safety training calendars. 8. Conducted hazard inspections with a certified safety professional at several City facilities in an effort to identify concerns and correct hazards to prevent injuries or losses to the City. Specifically, met with management staff from the Animal Care Center to enhance the existing safety culture, and assist in the development of future safety programs and processes to ensure consistency of the City’s safety policies and guidelines. FY 2014-2015 ACTION PLAN 1. Continue to emphasize the safety program and health initiatives in an effort to reduce losses and injuries associated with the workers’ compensation program. 2. Continue to develop the skills and knowledge of the Risk Administrative Analyst, so he can facilitate OSHA compliance safety trainings. 3. Facilitate safety trainings for departments/divisions when requested or as new regulations or loss trends arise. 4. Utilize the Risk Accounting Clerk to distribute safety tips, on behalf of the City of Bakersfield Safety Committee. These safety tips will be sent on a frequent basis to supervisors/managers in order to continue to cultivate our City’s safety culture and reduce losses. The safety tips are a resource for supervisors/managers and are intended to supplement their departments/division’s current safety programs. 53 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 2,524,125 $ 2,870,713 $ 2,875,108 $ 2,898,103 Operating 7,704,050 6,974,577 6,974,577 6,998,782 Capital - - - - Total $ 10,228,175 $ 9,845,290 $ 9,849,685 $ 9,896,885 SOURCE OF FUNDS: Self Insurance Fund $ 10,228,175 $ 9,845,290 $ 9,849,685 $ 9,896,885 Total $ 10,228,175 $ 9,845,290 $ 9,849,685 $ 9,896,885 RISK MANAGEMENT 54 1371 - Information Technology DIVISION GOAL Aid all City Departments in the delivery of services and products by providing development, administration, installation and maintenance of information technologies; represent the City in dealings with outside agencies regarding information technology issues; and, ensure a reliable, secure, and responsive centrally managed, computing environment to meet the continuing needs of City Departments. FY 2013-14 ACCOMPLISHMENTS 1. Deployed new Enterprise Anti-Virus Software 2. Upgraded the Tivoli Backup system and installed replicated data storage to increase the City’s disaster recovery and business continuance capabilities. 3. Migrated Police MDCs from legacy Windows XP to Windows 7 operating systems, this allows us to phase out the RadioIP product which has high maintenance costs. 4. Enabled Police MDC’s to support Automatic Vehicle Locator software. 5. Installed more robust firewall between the City and County to increase security. 6. Replaced SunGard servers and created a disaster recovery and data replication system. 7. Created all new web sites for Keep Bakersfield Beautiful and the new Bakersfield Animal Care Center. 8. Upgraded and replaced Cityweb and SharePoint and tied them into web mapping services. 9. Increased Department satisfaction with IT staff. 55 1371 – Information Technology continued FY 2014-15 ACTION PLAN 1. Plan, design and begin implementation of a redundant fiber optic network path in the downtown campus area. 2. Replace old Nortel network switches to prepare for the upcoming infrastructure project. 3. Train programmers to develop SharePoint Workflow applications and work with Departments on permitting and other applications. 4. Build out the Data Center in City Hall North second floor with redundant power to continue our effort to increase disaster preparedness and business continuity. 5. Develop additional services for the City Sourced Mobile Application. 6. Continue to increase customer satisfaction with Information Technology. 7. Increase effectiveness of, or replace anti-SPAM and web content filtering systems. 8. Upgrade the 2008 Microsoft Active Directory to version 2012. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Install computers 270 300 80 Install printers 53 100 91 Install laptops and Mobile Data Computers 175 150 216 Install scanners, phones, PDAs and recorders 45 64 23 Number of help desk calls processed 7,333 8,290 8,500 56 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 2,465,225 $ 2,739,910 $ 2,785,854 $ 2,908,446 Operating 1,648,879 2,209,825 2,209,825 2,090,855 Capital 1,369,546 1,691,575 1,691,575 1,530,175 Total $ 5,483,650 $ 6,641,310 $ 6,687,254 $ 6,529,476 SOURCE OF FUNDS: General Fund $ 3,122,362 $ 3,483,090 $ 3,529,034 $ 3,671,606 Equipment Fund 2,361,288 3,158,220 3,158,220 2,857,870 Total $ 5,483,650 $ 6,641,310 $ 6,687,254 $ 6,529,476 INFORMATION TECHNOLOGY 57 THIS PAGE INTENTIONALLY LEFT BLANK 58 Financial Services FY 2014-2015 Organizational Chart Assistant Finance Director Finance Director Treasurer Treasury Supervisor Financial Investigators Accounting Clerks Purchasing Officer Accounting Clerk Buyers Property Manager Property Agents Accounting Supervisors Accountants Accounting Clerks 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 2013-14 ACCOMPLISHMENTS 1. Received GFOA Certificate of Achievement for Excellence in Financial Reporting for the 32nd consecutive year. 2. Received approximately $100,000 in rebate revenue related to electronic payment program (E-Payables) and related Purchasing Card system in conjunction with Bank of America. 3. Relocated City staff from TRIP offices to City Hall North saving rental charges. FY 2014-15 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 2014-15 SIGNIFICANT BUDGET CHANGES None 60 Adopted AmendedProposed ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 876,516 $ 1,140,615 $ 1,154,417 $ 1,116,582 Accounting 1,426,943 1,390,378 1,410,257 1,444,083 Treasury 679,527 747,786 758,517 772,323 Purchasing 366,834 464,621 468,949 469,224 Sucessor Agency - 278,000 356,500 286,000 Total $ 3,349,820 $ 4,021,400 $ 4,148,640 $ 4,088,212 SOURCE OF FUNDS: General Fund $ 2,670,279 $ 2,851,632 $ 2,894,378 $ 2,948,046 TDF TRIP Local Match 344,058 384,502 390,496 401,063 Offstreet Parking Fund 158,845 104,066 104,066 110,103 Equipment Management Fund 68,324 155,000 155,000 150,000 Assessment Districts 108,314 248,200 248,200 193,000 Successor Agency Funds - 278,000 356,500 286,000 Total $ 3,349,820 $ 4,021,400 $ 4,148,640 $ 4,088,212 FULL TIME EMPLOYEES: Administration 5.00 5.00 5.00 5.00 Accounting 15.0015.0015.00 15.00 Treasury 9.00 9.00 9.00 9.00 Purchasing 3.00 3.00 3.00 3.00 Total 32.0032.0032.00 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 2013-14 ACCOMPLISHMENTS 1. Acquired properties for the Rosedale Widening Project. 2. Acquired properties for the 178 Interchange Project. FY 2014-15 ACTION PLAN 1. Acquire/dispose of real property in a timely manner. 2. Secure bond financing for projects as directed. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Property Acquisitions 110 225 250 Property Disposals 1 3 3 62 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 726,461 $ 844,005 $ 857,807 $ 860,672 Operating 150,055 296,610 296,610 255,910 Capital - - - - Total $ 876,516 $ 1,140,615 $ 1,154,417 $ 1,116,582 SOURCE OF FUNDS: General Fund $ 424,144 $ 507,913 $ 515,721 $ 522,519 TDF TRIP Local Match 344,058 384,502 390,496 401,063 Assessment Districts 108,314 248,200 248,200 193,000 Total $ 876,516 $ 1,140,615 $ 1,154,417 $ 1,116,582 ADMINISTRATION 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 2013-14 ACCOMPLISHMENTS 1. Issued the June 30, 2013 Comprehensive Annual Financial Report (CAFR) in December 2013. 2. Processed all debt service payments when due. FY 2014-15 ACTION PLAN 1. Prepare a CAFR for the fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level. 2. Implement financial reporting software that will expedite the preparation of both the CAFR and the annual Budget book. 3. Process all required debt service payments by each due date. 4. Provide Debt Service management and other support services to the successor agency of the RDA and Oversight Board. 5. Continue to provide interdepartmental training related to Financial Services procedures and use of financial software. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Assessment District Parcels 16,834 16,653 17,004 Payroll Checks 40,438 41,740 41,800 Accounts Payable Invoices 68,747 70,550 71,000 Accounts Receivable Statements 86,944 94,801 98,361 64 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,183,017 $ 1,198,386 $ 1,218,265 $ 1,247,701 Operating 243,926 191,992 191,992 196,382 Capital - - - - Total $ 1,426,943 $ 1,390,378 $ 1,410,257 $ 1,444,083 SOURCE OF FUNDS: General Fund 1,268,098$ 1,286,312$ 1,306,191$ $ 1,333,980 Offstreet Parking Fund 158,845 104,066 104,066 110,103 Total $ 1,426,943 $ 1,390,378 $ 1,410,257 $ 1,444,083 ACCOUNTING AND REPORTING 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 2013-14 ACCOMPLISHMENTS 1. Provided training to animal control personnel in the conversion of the dog license receipting system. 2. Initiated a payment procedure that allows businesses to pay their outstanding City business taxes on line with a Visa or Mastercard. 3. Reviewed a total of 22,024 businesses through fictitious business names filed with the Kern County Clerk and issued by the State of California. Identified and contacted 2,349 businesses that did not hold City business tax certificates. FY 2014-15 ACTION PLAN 1. Reduce the number of delinquent business tax accounts through diligent collection processes. 2. Initiate a complete review of the YP Street Address Telephone Directory to identify businesses without current business tax certificates and take steps to bring them into compliance. 3. Review State Sales Tax registration records to identify resale permits that have been misallocated to either the State or County. Submit findings to the State for correction through the AB990 program. 4. Improve and update the Division’s website page. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Business Licenses 21,726 20,000 22,000 Cash Receipt Transactions 107,284 115,000 110,000 Dog Licenses 14,909 8,000 12,000 66 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 583,868 $ 639,878 $ 650,609 $ 639,320 Operating 95,659 107,908 107,908 133,003 Capital - - - - Total $ 679,527 $ 747,786 $ 758,517 $ 772,323 SOURCE OF FUNDS: General Fund $ 679,527 $ 747,786 $ 758,517 $ 772,323 Total $ 679,527 $ 747,786 $ 758,517 $ 772,323 TREASURY 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 2013-14 ACCOMPLISHMENTS 1. Processed approximately 4000 purchase orders, most of which are processed within five working days of receipt of requisition. 2. Continued the use of discounted price schedules for optimum price savings on commonly made purchases. 3. Re-bid annual contracts at non-prevailing labor rates in accordance with Council resolution exempting the prevailing wage rate requirement. 4. Eliminated the cost of printing forms by implementing paperless order processing. FY 2014-15 ACTION PLAN 1. Review the Procurement Policy and Procedures to insure full legal compliance. 2. Extend annual contracts at non-prevailing wage rates through December 2014 per Council resolution to comply with Senate Bill SB7. 3. Provide training workshops to City staff as needed to continue adherence to Purchasing policies and procedures. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Annual Contracts 35 35 32 Purchase Orders 4,202 4,000 4,000 68 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 271,143 $ 276,160 $ 280,488 $ 288,536 Operating 65,650 88,461 88,461 85,688 Capital 30,041 100,000 100,000 95,000 Total $ 366,834 $ 464,621 $ 468,949 $ 469,224 SOURCE OF FUNDS: General Fund $ 298,510 $ 309,621 $ 313,949 $ 319,224 Equipment Management Fund 68,324 155,000 155,000 150,000 Total $ 366,834 $ 464,621 $ 468,949 $ 469,224 PURCHASING 69 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ - $ - $ - $ - Operating - 278,000 356,500 286,000 Capital - - - - Total $ - $ 278,000 $ 356,500 $ 286,000 SOURCE OF FUNDS: Successor Agency Funds - 278,000 356,500 286,000 Total $ - $ 278,000 $ 356,500 $ 286,000 SUCCESSOR AGENCY 70 City Attorney FY 2014-2015 Organizational Chart City Attorney Deputy Attorneys Outside Counsel Legal Secretaries Accounting Clerk II Clerk Typist Associate Attorneys 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 2013-14 ACCOMPLISHMENTS Litigation: 1. Prevailed in the administrative hearing process and Writ of Mandate against the State of California which validated $23 million of $28 million for the Successor Agency ROPS. 2. Defense verdict in the matter of Slaughter v. The City of Bakersfield. 3. Disposition of five state litigation matters with no settlement monies being paid, including prevailing in the Writ of Mandate involving our petition at the State Water Resources Control Board, settlement of five state litigation matters of $15,000 or less, disposition of one federal litigation matter with no settlement monies being spent, three federal litigation matters under $35,000, and resolution of one wrongful death litigation matter for $75,000. 4. Closed two eminent domain matters entitled City of Bakersfield v. HCB MVB California LLC and City of Bakersfield v. Edward I. Lee (Taft Highway LLC). 5. Prevailed in defense of Cal/OSHA claim which sought $25,000 plus retrofitting refuse fleet vehicles. 6. Represented the Police Department in over 198 Pitchess cases. 7. Worked with Code Enforcement to obtain 54 abatement warrants in the 2013 calendar year. 72 1211 – City Attorney continued Municipal: 1. Drafted and finalized numerous resolutions and ordinances on issues such as the Freeway Litter Removal Program, medical marijuana, internet cafes, High Speed Rail, and miscellaneous Code updates. 2. Drafted and reviewed agreements for City Departments and Divisions such as those relating to the West Ming CFD, AEG Management, Edmonton Oilers, the SPCA, and the Bakersfield Homeless Center. 3. Obtained a Finding of Completion for the Successor Agency from DOF allowing disposal of property on a Long Range Property Management Plan, reimbursement to City on loans to former RDA and approval of a $300,000 dispute item on the ROPS. 4. Assisted in resolution of $1.3 million arbitration claim for services rendered for construction of Allen Road Bridge at Westside Parkway. 5. Advised City Departments on Proposition 218, prevailing wage, transient occupancy tax, the 24th Street cul-de-sac project, the 24th Street widening project, internet cafes, and the proposed chicken and human life ordinances, and represented Civil Service Commissions on discipline issues and appeal hearings. 6. Drafted and executed a successful plan of action to remove an abandoned airplane at the Bakersfield Municipal Airport. 7. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and coordinated several presentations concerning the proposed Human Life Ordinance, Medical Marijuana Dispensaries, Panhandling and Internet Cafes. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. Litigation matters involving the County of Kern. FY 2014-15 ACTION PLAN 1. Continue to update Council regarding issues of concern. 2. Continue to provide City Departments with legal service. 3. Continue aggressive approach with litigation matters. 73 Adopted AmendedProposed Actual BudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Legal Counsel $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 SOURCE OF FUNDS: General Fund $ 1,913,674 $ 2,067,039 $ 2,087,046 $ 2,124,398 Self-Insurance Fund 1,141,422 1,540,000 1,540,000 1,540,000 Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 FULL TIME EMPLOYEES: Legal Counsel 10.00 10.00 10.00 10.00 Total 10.00 10.00 10.00 10.00 CITY ATTORNEY 74 Adopted AmendedProposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,129,001 $ 1,200,902 $ 1,220,909 $ 1,255,010 Operating 1,925,995 2,406,137 2,406,137 2,409,388 Capital 100 - - Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 SOURCE OF FUNDS: General Fund $ 1,913,674 $ 2,067,039 $ 2,087,046 $ 2,124,398 Self-Insurance Fund 1,141,422 1,540,000 1,540,000 1,540,000 Total $ 3,055,096 $ 3,607,039 $ 3,627,046 $ 3,664,398 LEGAL COUNSEL 75 THIS PAGE INTENTIONALLY LEFT BLANK 76 Sp e c i a l Vi c t i m s U n i t MA C - Ro b b e r y H. I . D . T . A . C. C . A . T . Cr i m e S c e n e Un i t SA R An i m a l C o n t r o l Li e u t e n a n t Re c o r d s GT A - V e h Bu r g l a r y Fin a n c i a l Fa m i l y Vio l e n c e U n i t Ho m i c i d e Na r c o t i c s - V i c e PA L Te c h & D a t a Se r v i c e s Ra n g e Re s e r v e s Ser g e a n t s Pa t r o l O f f i c e r s - PS T ' S Pa t ro l O f f i c e r s - PS T ' S Po l i c e S e r v i c e s FY 2 0 1 4 - 1 5 O rg a n i z a t i o n a l C h a r t Cr i m e Pre v e n t i on Pr o p e r t y Ro o m Se r g e a n t s Tr a f f i c O f f i c e r s - SR O ' S - P S T 'S Se r g e a n t s S e r g e a n t s Se r g e a n t s Chi e f o f P o l i c e Gr a f f i t i As s i s t a n t C h i e f o f P o l i c e AL A R M C D T - S W A T Pa t r o l O f f i c e r s - PS T ' S Pa t r o l O f f i c e r s - PS T ' S Su p p o r t S e r v i c e 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 BO M B - K 9 FB I G a n g Ta s k F o rc e SE U O f f i c e r s Se r g e a n t s Pa t r o l O f f i c e r s - PS T ' S Pa t ro l O f f i c e r s - PS T ' S Pa t r o l O f f i c e r s - PS T ' S Pa t r o l O f f i c e r s - PS T ' S Se r g e a n t s Bu r g - P a w n - Wa r r a n t Gen e r a l - C o u r t Co m p 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 Li e u t e n a n t Li e u t e n a n t Li e u t e n a n t Co m C e n t e r Tr a i n i n g Tr a f f i c Li e u t e nan t Li e u t e n a n t Lie u t e n a n t Li e u t e n a n t SE U Li e u t e n a n t Li e u t e n a n t 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 2013-14 ACCOMPLISHMENTS 1. The Police Department makes Bakersfield a safer place to live through: a) A community oriented policing philosophy that connects officers with the public; b) Public education programs; and, c) Directed enforcement efforts based on crime analysis research. 2. Added police officer positions to the compliment. Continued to pursue State and Federal grants to increase police officer compliment. The Support Services Division continues to process applicants for the position of police officer. A California POST basic peace officer academy was completed with 20 Graduates and an additional 48 police trainees have recently been hired. 3. The Suspicious Activity Reporting Unit (S.A.R.) continues to work collaboratively with the Federal Bureau of Investigations, the Internal Revenue Service, and the Drug Enforcement Agency in partnership to prevent terrorism and other related criminal activity by gathering, documenting, processing, analyzing, and sharing suspicious activity information. The S.A.R. Unit has yielded over 40 federal investigations, making it the top S.A.R. investigations team in the Eastern District of California. 4. Public Works Communications staff refurbished the security system at Dr. Martin Luther King Community Center, including seven cameras, a DVR and remote controller. A camera security system was also installed at the Sister City Gardens, and the Silver Creek Community Center camera system was upgraded. 78 Police Services continued 5. Continued our collaboration with all available California Law Enforcement Agencies sharing records management information through Re-Dex/ COPLINK system. The Department works closely with numerous federal agencies and provides resources to the local terrorism task force and the suspicious activity reporting unit. 6. Worked with local law enforcement agencies, local social service agencies, non-profit and faith based organizations to address gang violence and reduce gang related crime through prevention, intervention and suppression activities. The Bakersfield Safe Streets Partnership (BSSP) continues to be a tool in our efforts to reduce gang violence. Provided regular reports to the Safe Neighborhoods and Community Relations Committee and updated the Joint City/County Strategic Plan to Combat Gang Violence. 7. Continued collaboration with Economic & Community Development to staff the Mill Creek and downtown development projects while planning for expansion of the public camera project. The Crime Prevention Unit collaborated with Recreation and Parks to continue the Park Watch program in local neighborhood parks. 8. Continued efforts to reduce Part 1 crimes by ensuring timely and accurate data, crime analysis and crime trend identification, analysis of physical evidence and utilization of all available internal and external resources to work proactively with members of the community. 79 Adopted AmendedProposed Actual Budget Budget Budget DIVISIONS:2012-132013-142013-142014-15 Administration $ 16,889,880 $ 16,037,191 $ 17,899,589 $ 17,816,506 Operations 41,579,42445,847,43046,981,88847,730,660 Investigations 12,769,47413,492,84313,777,81414,682,299 Animal Control 1,507,0591,711,0871,856,8862,010,836 Total $ 72,745,837 $ 77,088,551 $ 80,516,177 $ 82,240,301 SOURCE OF FUNDS: General Fund $ 70,042,230 $ 76,477,371 $ 79,334,981 $ 81,167,165 Supp Law Enforcement 620,109 40,580610,596573,136 Traffic Safety Fund 484,401500,100500,100500,000 ARRA Federal Stimulus Fund 1,599,097 70,500 70,500 - Total $ 72,745,837 $ 77,088,551 $ 80,516,177 $ 82,240,301 FULL TIME EMPLOYEES: Administrative Svcs.124.00 130.00 130.00 132.00 Operations 293.00 296.00 296.00 301.00 Investigations 90.00 92.00 92.00 95.00 Animal Control 10.00 8.00 10.00 9.00 Total 517.00 526.00 528.00 537.00 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; FY 2013-14 ACCOMPLISHMENTS Internal Affairs Section: 1. Investigated 75 citizen complaints. 2. Investigated eight internal affairs investigations. 3. Responded to 15 citizen inquiries. 4. Processed 219 permits to conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to 203 Pitchess Motions. 6. Provided investigative assistance on 99 claims against the City of Bakersfield. 7. Conducted 185 department audits. 8. Investigated six officer-involved shootings 9. Investigated two other critical incidents. Public Relations Section: 1. In continuing its efforts to promote the Police Department, the Public Relations section provides information to the various media outlets, not only regarding arrests and investigations of interest, but activities the Police Department is involved in throughout the year, providing the community with a better understanding of Department operations. 81 2011 – Headquarters continued 2. Chief Williamson continues to appear monthly on regular news segments for KGET, KBAK and KERN Radio. 3. Other members of the Department continue to appear monthly on the “Police Beat” television segment for KGET. 4. The Public Relations section continues its efforts to improve communication and information sharing both internally and to the public. We continue to distribute the monthly internal newsletter, “The Blue Review”, for all current and retired employees. 5. The public on-line magazine, “BPD Insider” can be found at www.bpdinsider.us. The webcast is used to profile elements of the Department and to provide crime prevention information on a variety of topics directly to the community. The BPDInsider segments also air on the Brighthouse Network as a free community service on their Bakersfield On Demand, channel 300. 6. The Public Relations section continues to meet quarterly with other City and County PIOs and representatives from the local and outlying media to promote a better understanding of respective goals and objectives and to discuss issues important to maintaining an open and positive relationship. 7. The Public Relations section continues to communicate and collaborate with other City and County Information Officers in preparation for potential events requiring a Department Operations Center or Countywide Emergency Operation Center activation to manage an event or disaster. FY 2014-15 ACTION PLAN 1. The Internal Affairs Detail will continue its Internal Department Audit System. This program is a pro-active approach to quality control measures. This will be accomplished through random selection and focused audits/inspections Department wide. The purpose and impact of this program is improved overall Department performance and a high standard of professional accountability. Each employee involved in an audit is provided feedback on results. 2. The Internal Affairs Detail will continue to be accessible to the public for any questions, concerns or formal complaints. 82 2011 – Headquarters continued 3. The Internal Affairs Detail will continue to receive, investigate, process and monitor all investigative requests from the City Attorney’s Office to ensure they are completed in a timely manner. 4. The Internal Affairs Detail will complete all personnel complaint investigations with 60 days of their reception. 5. The Internal Affairs Detail will complete all investigative services requested by the City Attorney’s Office and Risk Management within five business days. 6. The Internal Affairs Detail will continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions. 7. The Internal Affairs Detail will continue to provide training to the Operations Division concerning Officer Involved Shooting and Critical Incident investigations. 8. The Public Relations section will continue with all of the aforementioned efforts as well as seek out new opportunities to partner with the media and the community in an effort to improve public trust and awareness regarding the Department and its efforts. 9. The Public Relations section will seek out opportunities with Spanish speaking media outlets to expand and promote the Department’s influence into the Spanish language population. 10. The Public Relations section will strive to work with the media to get information disseminated in a timely manner. 11. The Public Relations section will also work with media agencies to promote text free driving and other valuable safety programs. 12. The Public Relations section will continue to research and pursue possible ways to provide accurate and unbiased information to the public in a timely manner. The PIO will analyze possible solutions to reach the public using common internet tools. 83 2011 – Headquarters continued SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Citizen Complaints 75 86 98 Internal Affairs Investigations 8 10 12 Citizens Inquiries 15 18 21 Pitchess Motions 203 230 250 Claims 99 110 120 Permits 219 230 245 Audits 185 210 220 O.I.S. Investigations 6 4 3 Critical Incident Investigations 2 3 3 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 Section. FY 2013-14 ACCOMPLISHMENTS Planning, Research and Training: 1. The Bakersfield Law Enforcement Training Academy graduated 20 Police Trainees. 2. The Planning, Research and Training Section developed a Citizen Volunteer Unit equipped with vehicles, uniforms and equipment. 3. The Planning, Research and Training Section presented a Citizen Academy and coordinated a Volunteer Service Program, Winter 2013. 4. The Planning, Research and Training Section coordinated and presented a 120 hour Public Safety Dispatcher’s Academy, Summer 2013. 5. The Planning, Research and Training Section updated and revised the Field Training Officer (FTO) program to conform to current POST mandates. 6. In collaboration with Human Resources, the Planning, Research and Training Section coordinated testing for Police Officer Trainee/Lateral/ Academy Graduate recruitments. 7. In collaboration with Human Resources, the Planning, Research and Training Section coordinated testing for Police Service Technician recruitment. 8. The Planning, Research and Training Section accomplished 213 background investigations for Police Department applicants. 9. Training staff coordinated and presented 112 POST certified training courses, including individual sessions of Advanced Officer School, with over 1,540 attendees by both our Department and outside agencies. 85 2011 – Support Services continued 10. The Planning, Research and Training Section continued facilitation of the Building Beautification Project which included: • Moving retired personnel file cabinets from the Auditorium stage area to the new locked location in the basement and moved the training supplies to the locked stage area • Reorganizing the Training Office library • Replacing signs throughout the Department 11. The Planning, Research and Training Section coordinated and implemented the following projects: • Issued personnel security identification cards • Issued retirees identification cards/concealed carry weapon (CCW) permits • Coordination of ongoing maintenance of the police buildings • Inventory of Department issued equipment 12. The Planning, Research and Training Section continued administration and management of Department vehicles and equipment. 13. The Planning, Research and Training Section continued recruiting efforts by attending numerous job fairs in the area, as well as, out of town; visited several colleges and police academies; created a recruiting poster; updated recruitment brochures and developed advertising using multi- media. 14. The Bakersfield Firearms Training Facility continued to administer quarterly qualifications for all sworn personnel, Kern High School Police personnel, and yearly qualification to retired peace officers. 15. The Bakersfield Firearms Training Facility implemented a quarterly patrol rifle qualification program. 16. The Bakersfield Firearms Training Facility presented a Rifle School, developed an advanced officer tactical course, and trained academy graduates and laterals during their mini-academy. 17. The Planning, Research and Training Section coordinated hotel reservations and class registrations for 254 out-of-town and 21 out-of- state training classes, conferences and seminars. 18. The Reserve Unit volunteered over 1,191 total hours which included patrol, assignments at local community events, range qualifications, 86 2011 – Support Services continued training, meetings, administrative work and other miscellaneous duties. 19. Bakersfield Police Activities League (BPAL) continued to meet its goal of keeping all youth programs free of charge for participating youth. 20. The Kevin Harvick Foundation agreed to sponsor BPAL for $25,000 per year for three years. 21. BPAL raised $28,000 during the Battle of the Badges event and $57,000 during the Hometown Hero event. Communications Center: 1. Increased Communications Center staffing by three Dispatcher positions. 2. Processed a total of 749,440 telephone calls in the Communications Center, which includes 248,343 total 9-1-1 calls. 3. Coordinated and managed the recertification of all Police Department personnel in the use of the National Crime Information Center (NCIC) and California Law Enforcement Telecommunications System (CLETS), as mandated by the Department of Justice. 4. Implemented a streamlined method of calling out personnel to fill unexpected staffing vacancies by utilizing texting via the City’s Outlook system, which resulted in a single message being sent to multiple employees at one time. 5. Completed updated version of the Communications Training Manual. 6. Obtained training for an additional Department of Justice certified instructor of national and state criminal databases. Records Section: 1. Processed 53,617 General Offenses, and 24,331 Arrest Bookings. 2. Handled 1,947 telephonic reports and 6,905 on-line reports from citizens. 3. Processed 1,335 court ordered sex, arson, drug and gang registrants. 4. Processed 3,025 impounded vehicle releases. 5. Processed 25,347 subpoenas for court appearance and Records personnel responded to131 subpoenas for records. 87 2011 – Support Services continued 6. Processed 56,165 report releases. 7. Provided two 8-hour CLETS certification courses for Records personnel. 8. Participated in Department of Justice onsite audit of criminal history inquiries and received DOJ commendation for 100% compliance. 9. Records personnel received the inaugural City of Bakersfield team award for Excellence in Action. 10. Updated on-line reporting system to include burglary reports. Citizens are able to immediately file their report on-line and eliminate wait periods for officer response. Improved the report request process to include property loss/theft and vandalism report availability on-line. Information Systems Project Section: 1. Assisted in development of Compstat report 2. Conducted train the trainer training for Crimeview software 3. Completed EnCase Forensic I & II training 4. Processed approximately 300 Leverage video requests 5. Completed 282 Cellebrite cellular telephone forensic examinations 6. Completed in excess of 100 computer hard drive examinations 7. Completed build of new MDT/MRE software build 8. Administrated Telestaff & Leverage Camera Systems Crime Prevention: 1. Crime Prevention staff continued to provide successful community awareness programs and events in 2013. Eight hundred eighty-five Crime Prevention Programs were conducted for approximately 36,169 local residents. 2. Crime Prevention programs and events were increased by 24.47%. 88 2011 – Support Services continued 3. Presentations: • 80 new programs presented with 1436 people attending • 71 new Neighborhood Watch groups were established in 2013 4. Crime Prevention staff continues to work with four large business networking groups comprised of 212 members. Members include Crime Prevention staff, BPD detectives, law enforcement officers from throughout the Central Valley, and retail loss prevention officers. 5. Crime Prevention allotted one afternoon a month for Child ID walk in service. A total of 330 Child ID’s were provided which was an increase of 114.3% over the previous year’s distribution. 6. One hundred fifty-three (153) child restraint systems were installed in 2013. 7. BPD Explorer Post #521 maintained an average of seventy-eight (78) young people who donated 10,629 volunteer hours to the department and the community in 2013. 8. A total of twenty (20) individuals attended the first Citizen Academy which was completed in December of 2013. 9. Large-scale community events organized by Crime Prevention Staff: • Public Safety Day In The Park – Crime Prevention personnel collaborated with Kern County Sheriff’s Office, California Highway Patrol and other local agencies to organize this event which was held in October of 2013. This event was extremely successful and will be an annual event in the years to come. • National Night Out • Safe Halloween • Family to Family Christmas Basket Food Distribution Property Room: 1. Three gun destructions were completed in March, April & June 2013 in which 784 guns were disposed. 2. 302 firearms were released to the rightful owner after passing a background check from the California Department of Justice and the Bakersfield Police Department. 3. 514 items were sent to Propertyroom.com for auction. These items generated $12,632.47 in revenue for the City of Bakersfield. 89 2011 – Support Services continued 4. In August of 2013, 890 pounds of marijuana, 1,105 marijuana plants and approximately 26 marijuana pills were disposed of accordingly at a burial site overseen by the Narcotics Division in conjunction with the Kern County Sheriff’s Department. 5. A successful relocation was executed to a new storage facility resulting in all item locations being reconfigured and itemized. 6. There are currently over 7,300 items authorized for disposal pending disposition. FY 2014-15 ACTION PLAN Planning, Research and Training: 1. Graduate 48 Police Trainees enrolled in Spring 2013 Bakersfield Law Enforcement Training Academy. 2. Present Basic Course through Bakersfield Law Enforcement Training Academy (BLETA) Fall 2014. 3. Conduct recruitment and hiring process for Police Trainee. 4. Coordinate field training for all graduates of the recent Fall 2013 Academy and Spring 2014 Academy. 5. Conduct recruitment, background, and hiring as needed to fill all Departmental vacancies. 6. Present a Public Safety Dispatcher Basic Course Summer 2014. 7. Present 24-hour Advanced Officer (AO) School for 2013-2014 training cycle per POST mandate. 8. Complete driver’s training for all BPD personnel who operate a City of Bakersfield vehicle. 9. Ensure compliance with all POST standards and provide training for all BPD personnel as needed to maintain those standards. 10. Update ID cards for all personnel. 11. Update Lexipol Policy Manual. 90 2011 – Support Services continued 12. Secure and develop a new venue for Property Room storage. 13. Develop a new Range Facility location. 14. Continue administration and management of Department vehicles and equipment. 15. Host and continue to bring out of town training courses to the Department. Communications Center: 1. Increase dispatching staff. 2. Create an administrative assignment of one employee to manage the increasing volume of requests for the reproduction of Communications records, relieving Communications Supervisors of this task. 3. Improve receipt to dispatch time of priority one calls. 4. Improve the answering time of incoming calls to the Communications Center, with emphasis on emergency lines. Records Section: 1. Maintain minimum staffing level of 15 clerks assigned to 24/7 teletype in order to comply with DOJ/NCIC requirements and allow minimum break periods. 2. Continue process of transferring permanent records to an electronic storage medium and move archived records to off-site storage until they are eligible for purging. 3. Provide continuous training to improve knowledge pertaining to Public Records Act, applicable statutes, subpoenas, customer service, records maintenance, Versadex and registration requirements. 4. Produce monthly data quality review reports including, overdue general offense reports, duplicate names, IBR errors and case management. Information Systems Project Section: 1. Begin testing of GPS (Global Positioning System) in fleet. 91 2011 – Support Services continued 2. Establish policy for GPS data use. 3. Complete roll out of GPS. 4. Begin programming of dispatch via AVL (Automated Vehicle Locator). 5. Conduct dispatcher training in AVL. 6. Conduct testing of AVL. 7. Complete AVL implementation. 8. Expansion of Leverage camera system by 15 cameras though out the downtown corridor. Crime Prevention: 1. Actively market and promote Neighborhood Watch, Business Watch, Park Watch and other Crime Prevention programs. 2. Further develop the Cyber Bullying, Sexting and Internet Safety (CSI: Interrupted) program for more specific audiences including younger primary school aged children, and one specifically targeting educators. 3. Continue to grow and promote the Child ID program. 4. Continue to work with the Special Enforcement Unit, Traffic Unit and local citizens to provide problem solving strategies and Crime Prevention education. Develop Public Service Announcements to help accomplish this goal. 5. Restart BPD’s Domestic Violence Prevention Program in both English and Spanish, targeting areas with high DV calls for service. 6. Establish close working relationship with Spanish media oulets by completing ongoing segments for television and radio. 7. Attend training to facilitate the certification of additional BPD Child Safety Seat Technicians. 8. Continue to develop and expand the Retail Crimes Partnership and the Business Watch Program. 92 2011 – Support Services continued 9. Design an informative program on Human Trafficking, complete with videos, stories, facts and statistics for both the Bakersfield Police Department and the community. 10. Expand the E-Watch Network, which currently includes: • Neighborhood Watch members • Business Watch members • Car dealerships • Banks and Credit Unions • Retail Crimes Partnership members • Pharmacies 11. Expand the Citizen Volunteer Unit from 20) volunteers to 40 volunteers. Incorporate this work force into areas of the Department where they will be best utilized. 12. Research and implement new and innovative ways to provide the community with Crime Prevention safety tips and information. Property Room: 1. Facilitate disposal work days to eliminate the pending backlog of items from adjudicated cases. 2. Complete a minimum of two firearm destruction projects to eliminate in excess of 600 firearms from storage that have been authorized for disposal. 3. Annually conduct a narcotics burn. 93 2011 – Support Services continued SERVICE LEVEL INDICATORS: Planning, Research & Training FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed Mandated training to sworn personnel/civilians (hours) 24/8 24/8 24/8 Monthly Training Bulletins 16 20 20 Basic Academy Course 2 2 2 Public Safety Dispatcher Course 1 1 1 Background Investigations 261 275 250 Records Section FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed General Offenses Entered 53,161 55,635 55,968 Arrest Bookings Entered 24,331 25,304 26,316 Vehicles Impounded 6,346 6,599 6,862 Calls Completed by Records (mail in, on-line, telephonic) 8,852 10,016 11,180 94 HEADQUARTERS AND SUPPORT SERVICES Adopted AmendedProposed Actual Budget Budget Budget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 13,076,280 $ 12,798,110 $ 13,850,093 $ 13,750,485 Operating 3,395,705 3,239,081 3,843,166 3,920,451 Capital 417,895 - 206,330 145,570 Total $ 16,889,880 $ 16,037,191 $ 17,899,589 $ 17,816,506 SOURCE OF FUNDS: General Fund $ 16,380,570 $ 16,037,191 $ 17,375,573 $ 17,289,370 Supp Law Enforcement 331,315 - 524,016 527,136 ARRA Federal Stimulus Fund 177,995 - - - Total $ 16,889,880 $ 16,037,191 $ 17,899,589 $ 17,816,506 95 2021 - Operations DIVISION GOAL Protect life and property; investigate crimes and apprehend criminal violators; provide for the safe and orderly flow of traffic; provide police canine service; provide for safe schools through crime prevention, intervention and enforcement measures; provide animal control services; provide graffiti prevention, enforcement and investigation and provide preventative patrol to the community. FY 2013-14 ACCOMPLISHMENTS Traffic Section: 1. Accomplished the goals and objectives agreed upon between the City and the California OTS AVOID the 18 DUI Campaign – Kern County Grant, awarded in October 2012, in the amount of $220.000. These goals included conducting nine DUI Driver’s License Checkpoints, 55 DUI Saturation Patrols, two multi-agency task force operations, and two (2) DUI Arrest Warrant/Probation Service operations targeting repeat DUI offenders who fail to appear in court or who violate probation. This grant expired in October 2013. 2. Accomplished the goals and objectives agreed upon between the City, the California OTS, and UC Berkeley Safe Transportation Research and Education Center Mini DUI Awareness Program Grant which was awarded in October 2012, in the amount of $60,000. The goals and objectives included conducting 6 DUI/Driver’s License checkpoints during the winter and Labor Day holidays. This grant expired in October 2013. 3. Accomplished the goals and objectives agreed upon between the City, the California OTS, and “A Life Interrupted” Program Grant which was awarded in October 2012, in the amount of $44,443 The goals and objectives included conducting 122 educational presentations impacting over 31,000 students. This grant expired in October 2013. 4. Received an AVOID 18 Grant from the California OTS in the amount of $195,000, which was awarded in June 2013, and began October 1, 2013. The goals and objectives include traffic enforcement events focused on traffic safety issues such as drunk driving, saturation patrols, task enforcements, and other unsafe behaviors threatening public safety. The 96 2021 – Operations continued BPD will be administering this grant which will involve several law enforcement agencies in Kern County. This is a one (1) year grant that will end in October 2014. 5. Received an “A Life interrupted” Grant from the California OTS in the amount of $43,942, which was awarded in June 2013 and began October 1, 2013. The goals and objectives include conducting 122 educational presentations impacting at least 10,000 students. This is a one year grant that will end in October 2014. 6. Received a Sobriety Checkpoint Grant from the California Office of Traffic Safety (OTS), and UC Berkeley Safe Transportation Research and Education Center in the amount of $130,000. The goals and objectives include conducting 13 DUI/Driver’s License checkpoints, two during the winter and two during the Labor Day holidays and nine to be conducted outside the above seasonal periods. This is a one year grant that will end in October 2014. 7. Received a STEP Grant from the California Office of Traffic Safety (OTS) which was awarded in June 2013 and began October 2013, in the amount of $215,569. The goals and objectives include conducting fifty-six (56) DUI Saturation Patrols, eleven (11) Distracted Driving enforcements, twenty-four (24) Traffic Enforcement operations, five (5) highly publicized Motorcycle Safety enforcement operations, five (5) Warrant/Probation Sweeps, two (2) Stakeout operations, collect up to 100 voluntary oral fluid samples, participate in the National Distracted Driving Awareness Month in April, and participate in the statewide Click It or Ticket mobilization period in May. This is a one (1) year grant that will end in October 2014. 8. Assigned each Traffic Officer specific school zone with responsibility for establishing a relationship with school staff and remaining responsive to school safety needs. 9. Effectively used the Crimeview mapping and data retrieval system to engage in special enforcement and routine deployment planning. The Police Department also provided Traffic Engineering with Crimeview access to improve the availability of information. 10. Staffed 11 parades and 34 special events. 11. The Traffic Division provided 14 traffic training classes to BPD and other law enforcement agencies in the areas of collision investigation and sobriety testing. 97 2021 – Operations continued 12. Continued efforts to enforce traffic laws and educate motorists about traffic safety on the more than 1100 miles of roadways within the City. 13. The Traffic Section coordinated and oversaw the Redflex camera system operation in the City of Bakersfield. The system noted 11,273 possible violations, of which 8,240 met the criteria for review by officers. Officers reviewed these cases and issued 7,285 citations for red light violations. 14. The Traffic Section’s Major Collision Investigation Team accomplished thorough and complete investigations of 24 traffic fatalities in this fiscal year. Crime Analysis: 1. The Operations Crime Analysis unit used Compstat and Crimeview for data driven deployment of resources, analysis of trends, and continued support of the Department’s goal to utilize technology to leverage resources and reduce crime to include the use of Cognos and Crimeview technologies. The unit identified and deployed resources based upon the top ten locations requiring police calls for service. Animal Control: 1. The City of Bakersfield entered into a partnership with the SPCA and the Homeless Center related to the operations of the City of Bakersfield Animal Care Center. This partnership has produced a dramatic improvement in the facility, the quality of care for animals, and the customer service to the citizens of the City. 2. The Dog License Canvassing Project continued in FY 2013-14. The canvassers surveyed a total of 5,799 homes, providing licensing and spay/neuter information and issuing 1,495 notices to comply with licensing requirements. The canvassing program was suspended in January 2014 due to calls for field service and lack of available personnel. 3. Animal Control Canvassers issued 322 citations for unlicensed dogs. 4. Animal Control held 12 low/no cost vaccination, licensing, and microchip clinics in FY 2013-14. Revenue collected during clinics totaled $88,813. 5. Animal Control handled 15,311 calls for service during FY 2013-2014. 98 2021 – Operations continued SWAT Team and Bomb Squad: 1. Responded to six SWAT Operations. 2. Completed over 480 hours of tactical training and negotiator training. 3. Conducted nine tactical/equipment demonstrations. 4. Conducted two joint training sessions with the Kern County Sheriff’s Department SWAT Team. An additional training session was conducted with the KCSD SWAT and Probation for a total of three joint training sessions. 5. The Bomb Squad responded to 46 emergency call outs. The vast majority of the Bomb Squad call outs dealt with improvised explosive devices, pipe bombs, chemical reaction bombs and military ordnance. 6. The Bomb Squad reviewed, assisted on or followed up on approximately sixty-eight (68) bomb related investigations. 7. The Bomb Squad assisted on five Bakersfield Police Department SWAT call outs, and four mutual aid call outs with the Kern County Sheriff’s Bomb Squad. 8. The Bomb Squad conducted nine public presentations/demonstrations or dignitary protective sweeps for local business including State Farm, Chevron, Kern High School District, Leadership Bakersfield and the Criminal justice academy. 9. The Police Department held a crisis response training exercise at Bakersfield College on January 2, 2014. The scenario exercise involved multiple first responders from partnering agencies including the Bakersfield Fire Department, Kern County Sheriff’s Department, Kern County Fire Department, Hall Ambulance, Kern County Mental Health, Kern County Environmental Health, Kern Medical Center, Kern County Superintendent of Schools, and the Red Cross. The training scenario tested our capabilities in response to a crisis event in our community. 10. The Bomb Squad completed approximately 1040 hours of training. 11. During this past year we have continued a close working relationship with the F.B.I., the U.S. Navy EOD at China Lake and the California State Fire Marshall’s office. 99 2021 – Operations continued Special Enforcement Unit: 1. Continued its focus on in-depth and complex gang investigations involving violence and narcotics, and the seizure of firearms illegally possessed by gang members. 2. Seized 216 illegally-possessed firearms. A total of 1,981 firearms have been seized since July of 1999. 3. Committed two officers full time to address the Graffiti problems throughout the city. SEU officers made 63 arrests, 35 juvenile, 28 adults), consisting of fifty 50 felonies, thirteen 13 misdemeanors for graffiti related charges. A total of 1,108 offenses were cleared, and $102,143.42 in restitution sought. 4. The Bakersfield Safe Streets Partnership (BSSP) continued working towards the reduction of gang violence in the community. The BSSP held five call- ins for gang members at high risk of being a suspect or a victim of violent crime. The impact of AB109 and Prison Realignment required changes in the partnership strategy. The efforts to make the partnership more effective in the next year are still on-going. 5. Continued to provide two officers to the Central Valley Violent Crimes Task Force. 6. Over 4,700 probation/parole searches were executed by the Special Enforcement Unit. SEU made over 1,600 arrests. 7. SEU continued working with Kern County’s law enforcement coalition, the Street Interdiction Team (SIT), on operations throughout Kern County, including Tehachapi, Shafter, Arvin, Delano, and Ridgecrest. The SIT coalition also has planned an ongoing AB109 operation that will focus on addressing the State realignment of prisoners. 8. SEU remained committed to assisting other details and Divisions within the Department as well as allied law enforcement agencies. In the last three years, SEU has devoted over 14,000 hours to this task, the equivalent of seven full-time positions. 9. SEU officers continued the partnership with a local University and the Boys and Girls Club in delivering Christmas gifts to “at risk” youths. 100 2021 – Operations continued 10. Provided 12 Gang Information presentations to the community. Officers made presentations to local schools, businesses, and various community organizations. 11. Continued cooperative efforts with the Kern High School Police and conducted several joint truancy sweeps within the City. FY 2014-15 ACTION PLAN Traffic Section: 1. The Traffic Section will continue targeted DUI enforcement and awareness by utilizing grant funds from the California OTS to carry out saturation patrol, DUI checkpoints, and training in traffic investigation and enforcement. 2. The Traffic Section will use STEP grant funds and crime data analysis to target behaviors that affect the numbers of traffic deaths involving pedestrians and bicyclists. 3. The Traffic Section will complete the goals and objectives agreed upon between the City and the California OTS for the Kern AVOID Grant awarded in October 2013. During this grant period the BPD and AVOID partners will conduct six DUI/driver’s license checkpoints, 29 DUI Saturation Patrols, and two Multi Task Force Operations, two Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation. Increased enforcement periods will be carried out during holiday periods where we experience an increase in motor vehicle traffic. These holiday periods are Memorial Day weekend, July 4th, Labor Day weekend, and the Christmas/New Year Holiday season. This grant will expire in October 2014. 4. The Traffic Section will complete the goals and objectives agreed upon between the City and the California Office of Traffic Safety “A Life Interrupted” Grant awarded in October 2013. During this grant period the BPD will conduct 122 “A Life Interrupted” education presentations for schools and civic groups. This grant expires in October 2014. 5. The Traffic Section will complete the goals and objectives agreed upon between the City, the California Office of Traffic Safety, and UC Berkeley for the Sobriety Checkpoint Grant awarded in October 2013. During this grant period the BPD will conduct 13 DUI/driver’s license checkpoints. Two 101 2021 – Operations continued during the winter, two during the summer and nine throughout the year. This grant will expire in October 2014. 6. The Traffic Section will complete the goals and objectives agreed upon between the City and the California Office of Traffic Safety for the STEP Grant awarded in October 2013. During this grant period the BPD will conduct 56 DUI Saturation Patrols, 11 Distracted Driving enforcements targeting drivers using hand held cell phones and texting, 24 Traffic Enforcement operations, including but not limited to, primary collision factor violations, five highly publicized Motorcycle Safety enforcement operations, five Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation, two Stakeout operations that employ police officers to observe the “worst of the worst” repeat DUI offender probationers with suspended or revoked driver licenses, collect up to 100 voluntary oral fluid samples from subjects suspected of being under the influence of drugs, participate in the National Distracted Driving Awareness Month in April, and participate in the statewide Click It or Ticket mobilization period in May. This grant expires in October 2014. 7. The Traffic Section will effectively use Crimeview mapping system to improve traffic safety efforts by Bakersfield Police. To accomplish this goal, the Traffic Section will: train all Traffic supervisors, officers, and police service technicians to use Crimeview system to identify traffic safety issues in the City of Bakersfield; establish standards to measure traffic safety enforcement efforts, to include use of accident, arrest, citation, and traffic survey reviews; and establish system for problem identification, action plan development and evaluation at the line or supervisor level. 8. The Traffic Section will prevent and intervene in persons driving under the influence (DUI), street racing, and other intentional acts that endanger public safety through the use of motor vehicles. To accomplish this goal, the Traffic Section will identify five specific areas and establishments that are the source of complaints, collisions, or other indicators of such activity and direct presence, education, and enforcement efforts accordingly; re- visit identified problem areas periodically to evaluate effectiveness of efforts; improve the effectiveness of the use of DUI checkpoints; increase public awareness of DUI checkpoints through Public Service Announcements, Crime Prevention contacts, and social media; use available DUI arrest and collision data to locate DUI checkpoints in areas with a higher level of arrests and collisions; measure public awareness through public outreach and surveys. 102 2021 – Operations continued Animal Control: 1. Animal Control will work with the newly-opened Bakersfield Animal Care Center to promote community involvement and innovative and creative ideas involving problem solving skills. 2. Animal Control will develop an effective volunteer program to help provide foster care services for animals as well as assistance with adoptions and clinics. 3. Animal Control will continue with the canvassing program. 4. Animal Control will develop a spay-neuter program designed to encourage and assist existing pet owners to spay or neuter their animals. SWAT Team and Bomb Squad: 1. The SWAT Team will conduct multiple training sessions with the Bomb Squad incorporating the use of the two available robot systems, imaging equipment and explosive breaching. 2. Conduct 500 hours of SWAT tactical training, including multiple scenario based training sessions in preparation for an Active Shooter event or immediate response situation. 3. The SWAT Team will continue to train with the Kern County Sheriff’s Department Swat Team to prepare for any large scale tactical situation to ensure both units are familiar with each team’s operational protocol. 4. The Bomb Squad will continue to maintain the certification of all of our Bomb Technicians through compliance with training standards set forth by P.O.S.T. and the F.B.I. 5. The Bomb Squad will maintain the appropriate entries into the ATF Bomb Arson Tracking System (BATS). 6. The Bomb Squad will continue to work with SWAT to advance the Department’s response to emerging threats. The Bomb Squad will also conduct joint training with the F.B.I., the Fire Department and various County agencies for the response to incidents in which a suspected chemical or biological threat associated with an explosive device is present. 103 2021 – Operations continued 7. The Bomb Squad will develop and deliver additional training to Police Department personnel on the safe and proper response to explosive related calls. 8. The Bomb Squad will work towards having one recently appointed Assistant Bomb Technician certified through the F.B.I. Hazardous Device School (HDS). 9. The Bomb squad will work towards training at least three bomb technicians in explosive breaching and all members of the bomb squad in advanced electronics and advanced demolition procedures. 10. The Bomb Squad will work towards training the bomb squad members in SWAT tactics including building entry. 11. Special Enforcement Unit (SEU) will continue to provide Gang Information presentations to the community. These presentations educate the community on gangs and their members, which raises awareness of the dangers and warning signs of gangs. 12. Special Enforcement Unit (SEU) will continue working with Kern County’s Police Department coalition, the Street Interdiction Team (SIT), on operations throughout Kern County, including an ongoing AB109 operation that will focus on addressing the State realignment of prisoners. 104 2021 – Operations continued SERVICE LEVEL INDICATORS Traffic, Patrol, Animal Control FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed Citations 17,966 18,000 18,500 “A Life Interrupted” Presentations 122 122 122 Vehicle Impounds 3,050 3,000 3,000 Animal Control Calls 16,457 19,505 21,500 Calls for Service 274,423 281,091 287,921 Traffic Enforcement (Calendar Year 2013) Citations issued 15,814 DUI arrests 940 Redflex 7,285 Non-injury collisions 2,565 Injury collisions 987 Fatal collisions 26 Vehicle impounds 3,053 DUI Checkpoints (Calendar Year 2013) Motorists screened 21,944 DUI arrests 76 Other arrests 13 Impounded vehicles 340 105 OPERATIONS Adopted AmendedProposed Actual Budget Budget Budget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 36,456,030 $ 40,264,397 $ 41,398,855 $ 42,192,275 Operating 5,093,110 5,583,033 5,583,033 5,538,385 Capital 30,284 - - - Total $ 41,579,424 $ 45,847,430 $ 46,981,888 $ 47,730,660 SOURCE OF FUNDS: General Fund $ 39,484,020 $ 45,236,250 $ 46,324,708 $ 47,184,660 Traffic Safety Fund 484,401 500,100 500,100 500,000 Supp Law Enforcement 189,901 40,580 86,580 46,000 ARRA Federal Stimulus Fund 1,421,102 70,500 70,500 - Total $ 41,579,424 $ 45,847,430 $ 46,981,888 $ 47,730,660 106 2031 – Investigations DIVISION GOAL Work cooperatively with all other Divisions and allied agencies as the Division continues to uphold a tradition of skillful and ethical criminal investigations. Investigations will be innovative in its use of available crime fighting technologies in conjunction with our staffs training, experience and expertise. FY 2013-14 ACCOMPLISHMENTS During the course of the year, detectives and staff from each detail have had success in combating and reducing crime. The division has continued to implement new ideas and methodologies to enhance the overall performance of the Division. 1. In 2013, Homicide Detectives investigated 24 homicides; 12 of which were determined to be gang related. Fifteen were cleared by arrest, including one cold case. Three were ruled justified and twelve remain open. 2. The Homicide Detectives achieved a 66.7% clearance rate approximately 4.2% higher than the national average. 3. The Homicide Unit established a Cold Case link on the BPD website featuring unsolved murders. Each unsolved case on the site has the name and contact information of the assigned investigator in the event new or additional information is developed. This site can be found on the City website and is viewable to the public. 4. A monthly Investigations Bulletin was established and is authored by unit supervisors of the Investigations Division. This document is released department-wide and serves as an information bulletin regarding detail crime trends, outstanding suspects, significant arrests made by Department personnel and other pertinent information. 5. In 2013, the Minor Assault Crimes (MAC) Robbery Detail was created. This detail is comprised of three detectives under the supervision of the Homicide Sergeant. This detail investigates reported bank robberies, street robberies, and all other robberies and minor assault crimes. MAC detectives investigated 708 reported robberies; fourteen (14) of which were bank robberies. Two-hundred seventy-two robberies were cleared by arrest, including ten bank robberies. 107 2031 – Investigations continued 6. MAC/Robbery Detail achieved a 38.4% clearance rate; approximately 10.3% higher than the national average. 7. The Critical Incident Investigation Team (CII) was formed to investigate critical incidents i.e.; officer involved shootings, in-custody deaths, and critical incidents deemed necessary by the Chief of Police. The CII Team conducted nine critical incident investigations in 2013. 8. The Crime Scene Unit responded to 235 call-outs during the year to assist in the investigations of major crime incidents including homicides, suicides, bank robberies, traffic fatalities, sexual assaults and officer-involved shootings. 9. The Crime Scene Unit received and processed a total of 4,652 requests for service, a 14.5% increase from 2012 and a 32.1% increase from 2011. 10. The addition of the Latent Print Examiner has led to the identification and arrests of several suspects involved in crimes. A total of 758 latent prints were entered into the Automated Fingerprint Identification System and received positive hits to known individuals on 147 entries. The Crime Scene Unit achieved a 59.6% increase in entries and a hit rate of 19.4%. 11. A remodel to the Evidence Processing Room was completed in 2013 greatly increasing the efficiency and layout of the area. 12. The Career Criminal Apprehension Team (CCAT) continues to primarily focus on contacting and investigating AB109 probationers in our community. In addition they work extensively with specialized details in the Investigations and Operations Division in the surveillance and apprehension of wanted parolees and probationers. 13. In 2013, the Career Criminal Apprehension Team (CCAT) made four hundred 433 open felony arrests, 167 felony warrant arrests, 102 open misdemeanor arrests and 204 misdemeanor warrant arrests. Sixty-eight were individuals released under the provisions of AB109. In addition, 330 probation and parole searches, served 13 search warrants and seized 13 firearms and other dangerous weapons 14. CCAT utilized crime analysis to disrupt part one crime trends in our community and worked with detectives on major investigations, organizing regular burglary suppression operations and taking part in three county-wide Street Interdiction Team (SIT) operations. 108 2031 – Investigations continued 15. The Child Abuse Sexual Assault Unit has continued to have an active partnership with the Jess Diamond Assessment Center. The board convenes monthly to discuss issues related to child forensic medical evaluations and forensic interviewing. The board works closely with the Kern County District Attorney’s Office, Department of Human Services, the Kern County Sexual Assault Response Team (SART), the Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and law enforcement agencies throughout Kern County. 16. The Child Abuse Sexual Assault Unit has continued to have a representative participate and interact with the Child Death Review Board of Kern County. This group reviews all cases involving child death within Kern County to ensure thorough and cooperative handling of current and future child death cases. 17. The Child Abuse Sexual Assault Unit was awarded a $147,790 grant by the State of California Emergency Management Agency (CalEma) to create a collaborative multi-agency, multi-disciplinary team to respond to the needs of children exposed to domestic violence. This team incorporated the efforts of the Bakersfield Police Department, the Kern County Department of Human Services, and the Alliance Against Family Violence and Sexual Assault. 18. The Child Abuse Sexual Assault Detail conducted a joint task force operation with the Kern County Sheriff’s Department as a result of a serial rapist who had targeted victims within both agencies’ jurisdiction. The suspect was later apprehended and indicted by the Kern County Grand Jury. The suspect was indicted on six counts of rape by force and additional crimes and is currently awaiting trial. 19. Approximately 200 analyses were conducted for the Investigations Division, Public Information Office and Command Staff by Crime Analysts. 20. Investigators identified and arrested several suspects responsible for committing daytime residential burglaries. A total of 4,605 cases were investigated a 7.8% decrease from 2012. 21. The Warrant Fugitive Detail coordinated the return of 45 warrant suspects through extradition and in-state pickups and arrested 211 warrant suspects within our jurisdiction. Reimbursements from the state totaled $10,458.27 for the out-of-state extraditions. 109 2031 – Investigations continued 22. The Warrant Fugitive Detail conducted and coordinated four department-wide warrant sweeps; Property Crimes, Domestic Violence, a DUI and Violent Crimes. 23. The Terrorism Liaison Officer Program (TLO) conducted several investigations surrounding possible terrorist threats. The TLO Program is comprised of one Sergeant and twenty two officers. They coordinated and conducted a simulated countywide training scenario for first responders including local law enforcement, fire and emergency medical personnel. 24. The Suspicious Activity Reporting (SAR) Program conducted 28 money laundering investigations, three of which resulted in asset forfeiture seizures totaling $355,536.62. 25. The JVTF made a total of 552 arrests for prostitution-related offenses and 349 vice-related arrests. 26. The JVTF received a $94,930 grant from the Department of Alcoholic Beverage Control (ABC) which increased the level of enforcement toward alcohol-related offenses including the furnishing of alcohol to minors in the Greater Bakersfield area. 27. The Narcotics Detail continues its commitment to collaborate with local, state, and federal agencies to target drug trafficking organizations and individuals operating within the Greater Bakersfield area and throughout Kern County. Part of the detail’s efforts for collaboration includes the Task Force Officer Program (TFO) comprised of BPD detectives, Kern County Probation Officers and Special Agents of the Drug Enforcement Administration (DEA). 28. The Narcotics Detail seized a total of approximately 527 pounds of marijuana, 476 pounds of methamphetamine, over (3.89) pounds of cocaine HCL, three pounds of heroin and twenty-eight and half (28.5) grams of cocaine base. The combined street value of the illicit drugs seized in 2013 totaled 25,081,942. 29. The Narcotics Detail, in conjunction with DEA seized an additional one hundred (100) pounds of cocaine HCL, 100 pounds of methamphetamine, 1100 pounds of pharmaceutical drugs, and 400 pounds of Spice (synthetic marijuana). Ninety-five felony arrests, ten misdemeanor arrests, and 21 firearms were seized. A total of $2,842,574 was seized as asset forfeiture. 110 2031 – Investigations continued 30. The Southern Tri-County High Intensity Drug Trafficking Area (STC-HIDTA) Task Force continued to make a positive impact in curtailing narcotic activity in the region. STC-HIDTA seized over 274 pounds of methamphetamine, 312 pounds of cocaine HCL, and assisted in the eradication of over 25,000 marijuana plants from both private and public lands. In addition, SCT-HIDTA seized over $635,000 in currency and 32 firearms. 31. The Auto Theft Detail is responsible for investigating auto thefts reported to our agency. The detail works regularly with the California Highway Patrol Kern County Auto Theft Task Force investigating auto thefts that occur throughout Kern County. 32. The Auto Theft Detail investigated the theft of 2,990 vehicles and the recovery of 1,981 vehicles. The auto theft clearance rate for 2013 was 16.3%, well above the national average of 11.9%. 33. The Auto Theft Detail conducted 37 major investigations during the fiscal year, including a Kern County Fair Surveillance Operation that included nightly undercover surveillance in the areas surrounding the fairgrounds. The operation focused on deterrence and detection of in-progress vehicle burglaries and grand theft auto related crimes. The operation resulted in 170 Vehicle Stops, 35 citations, 12 vehicle impounds, 25 misdemeanor arrests, seven felony arrests, five GTA warrant arrests, two burglary arrests, five GTA arrests and two stolen vehicle recoveries. 34. The Financial Crimes Detail investigated a total of893 cases; 383 identity theft cases and 510 fraud cases. 35. The Financial Crimes Detail was awarded an additional $100,000 in grant from the Kern County Real Estate Fraud Prosecution Trust Fund. 36. The Financial Crimes Detail continued its association with the local Real Estate Anti-Fraud Advisory Committee (REAAC). This is a unique collaboration of Law Enforcement Investigators, the Kern County District Attorney’s Real Estate Fraud Unit and Bakersfield local real estate professionals. REAAC’s mission is to prevent, detect and report real estate fraud as it occurs. 37. The Financial Crimes Detail attended specialized training in Investigations of Internet Crimes and Real Estate Fraud to enhance their expertise in these areas and provided real estate fraud and rental scam training to local real estate professionals and the general public. 111 2031 – Investigations continued FY 2014-15 ACTION PLAN All details and units within the Investigations Division will continue to work cooperatively with Headquarters, Operations and Support Services Divisions to develop strategies to aid in the prevention, interdiction and suppression of crimes within the City of Bakersfield. 1. Homicide Detail a. The Homicide Detail will attend advanced formal training in the areas of DNA, solving of cold cases, complex murders, and profiling of serial murder suspects. b. The Homicide Detail will continue to focus on improving community relations by attending community forums such as “Stop the Violence” and “Neighborhood Watch” meetings. 2. Minor Assault Crimes (MAC)/Robbery Unit a. The MAC/Robbery Unit will add an additional detective to the unit in an effort reduce street robberies and increase clearance rates. b. The MAC/ Robbery Unit will provide ongoing training to all financial institutions within the City of Bakersfield regarding the prevention of robberies. 3. Career Criminal Apprehension Team (CCAT) a. The CCAT Unit will continue the investigation, enforcement and monitoring of AB109 probationers to ensure compliance. This unit will continue to be proactive with specialized task operations and surveillances to assist in the apprehension of wanted suspects. 4. Special Victims Unit and Family Violence Unit a. The Child Abuse Sexual Assault Detail will be restructured into two units and renamed; the Special Victims Unit (FVU) and the Family Violence Unit (SVU). This will allow for specialized investigation in each designated area: i. The FVU will conduct criminal investigations of offenses related to relate to domestic violence, child abuse and elder abuse. 112 2031 – Investigations continued ii. The SVU will conduct criminal investigations of offenses related sexual assaults and continue to conduct sex offender compliance sweeps to ensure compliance of registrants. b. The SVU and FVU will continue to work closely with the Kern County District Attorney’s Office, Department of Human Services, Kern County Sexual Assault Response Team (SART), Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and law enforcement agencies throughout Kern County. c. The FVU will apply for an additional 30,000 in grant funding from the California Emergency Management Agency (CalEma) grant project focused on helping families with children that are exposed to domestic violence. 5. Crime Scene Unit (CSU) a. The CSU will continue to work with Kern County Sheriff’s Department and the Remote Access Network (RAN) Board in developing a plan to digitalize files of suspect fingerprint and palm cards for entry into the Kern County Archive. 6. Crime Analysis Unit a. The Crime Analysis Unit will expand its training on CompStat and crime trending and continue to collaborate effectively with the Support Services Crime and Operations Analyst to utilize relevant data obtained from COMPSTAT weekly reports to identify problem areas. 7. Warrant Fugitive Detail a. The Warrant Fugitive Detail will conduct five focused warrant sweeps to improve warrant service levels and apprehend fugitives. b. The Warrant Fugitive Detail will explore new technology methods to increase the tracking of outstanding warrants and disbursement to officers in the field. 8. Narcotics Details: a. The Narcotics Detail will continue to utilize advanced technology to identify and apprehend major narcotics traffickers in the greater Bakersfield area. The detail will continue to partner with the DEA, state and local agencies on major narcotics investigations, and other 113 2031 – Investigations continued federal and local agencies to share information and resources towards the goal of suppressing narcotics activity. b. The Narcotics Detail will reinstitute a Highway Interdiction program in order to combat interstate transportation of narcotics and illicit funds used in the distribution of narcotics. This program will include detectives from the Narcotics detail, as well as K-9 teams from the Operations Division. The targeted areas will be Highway 58, 99, Interstate 5. c. The Narcotics Detail will increase its Task Force Officers (TFO) positions with DEA to four. d. The Narcotics Detail will continue to provide pertinent in-service training to uniformed personnel. This will increase line officers level of expertise and will further our goal of impacting the sale and use of illicit narcotics in Bakersfield. i. Joint Vice Task Force (JVTF) 1. The JVTF will apply for an Alcoholic Beverage Control Gap Grant. This grant funds overtime operations to combat alcohol-related crimes including furnishing of alcoholic beverages to minors in the Greater Bakersfield and Kern County area. 2. Continue its efforts in combatting prostitution-related offenses throughout the Greater Bakersfield area. ii. The Suspicious Activity Reporting (SAR) 1. SAR will continue to conduct complex asset forfeiture investigations and strive to maintain their relationships with the various federal agencies they regularly work with. iii. Terrorism Liaison Officers (TLO) 1. Continue to conduct site threat assessments as requested and will provide in-service briefing training to uniformed operations personnel. They will continue to attend training in order to keep abreast of the most advanced investigative techniques available. 114 2031 – Investigations continued iv. The Southern Tri-County High Intensity Drug Trafficking Area (STC- HIDTA) Task Force 1. The Task Force will promote coordinated law enforcement efforts toward dismantling the methamphetamine manufacturing, smuggling and distribution and other poly- drug operations as it affects Kern, Kings and Tulare Counties. 2. The Task Force will continue to encourage full cooperation between local, state and federal law enforcement and prosecutorial agencies to pursue, disrupt and dismantle these organizations by: a. Identifying, arresting and prosecuting members of criminal organizations involved in the manufacturing, smuggling and trafficking of methamphetamine and other poly-drug operations. b. Identifying and seizing assets relating to the sale, smuggling, distribution and manufacturing of methamphetamine. c. Providing follow-up investigations on major clandestine laboratory seizures and developing evidence of links to the manufacturing, smuggling and trafficking organizations operating these labs. d. Coordinating information inquiries and submissions through the LA Clearinghouse and coordinating all investigative and enforcement activities through the Central Valley HIDTA Intelligence Center and LA Clearinghouse. e. Providing specific training pertaining to clandestine laboratory investigations and safety precautions as required by CAL/OSHA. 9. General Investigations Detail a. The General Investigations Detail will continue to utilize the crime analysis unit to monitor copper metal thefts occurring throughout the City of Bakersfield. Continue to work closely with documented recycling centers within Greater Bakersfield to ensure reporting guidelines are being met. 115 2031 – Investigations continued b. Detectives will attend advanced training tailored to address growing trend of copper wire theft. 10. Auto Theft Detail a. The Auto Theft Detectives will continue to conduct proactive directed enforcement operations to apprehend suspects in connection with auto theft and work in conjunction with allied agencies including the California Highway Patrol Kern County Auto Theft Task Force. b. The Auto Theft Detectives will utilize the License Plate Reader (LPR) system to more effectively to locate occupied and unoccupied stolen vehicles and apprehend the suspects responsible for the theft. c. Detectives will attend an advanced CHP Vehicle Theft Investigation course to expand their expertise in this area. 11. Financial Crimes Detail a. The Financial Crimes Detail will attend the REEAC (Real Estate Anti- Fraud Advisory Coalition) monthly meetings. This partnership will assist in identifying the type of frauds taking place and the ever changing tactics of the individuals perpetrating these crimes. b. Attend advanced Identity Theft Investigation courses to enhance their skills in an advanced real estate fraud investigation training in an effort to prevent and circumvent these crimes. SERVICE LEVEL INDICATORS Investigations FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed Criminal Case Filings 17,558 18,000 18,500 Major Narcotics Investigations 88 95 100 Prostitution Related Arrests 702 725 750 116 INVESTIGATIONS Adopted AmendedProposed Actual Budget Budget Budget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 11,736,671 $ 12,288,758 $ 12,573,729 $ 13,457,747 Operating 1,014,000 1,187,085 1,187,085 1,197,552 Capital 18,803 17,000 17,000 27,000 Total $ 12,769,474 $ 13,492,843 $ 13,777,814 $ 14,682,299 SOURCE OF FUNDS: General Fund $ 12,670,581 $ 13,492,843 $ 13,777,814 $ 14,682,299 Supp Law Enforcement 98,893 - - - Total $ 12,769,474 $ 13,492,843 $ 13,777,814 $ 14,682,299 117 ANIMAL CONTROL Adopted AmendedProposed Actual Budget Budget Budget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 513,715 $ 570,293 $ 609,226 $ 641,539 Operating 992,752 1,140,794 1,247,660 1,369,297 Capital 592 - - - Total $ 1,507,059 $ 1,711,087 $ 1,856,886 $ 2,010,836 SOURCE OF FUNDS: General Fund $ 1,507,059 $ 1,711,087 $ 1,856,886 $ 2,010,836 Total $ 1,507,059 $ 1,711,087 $ 1,856,886 $ 2,010,836 118 FY 2014-2015 Organizational Chart Maintenance Communications Environmental Prevention Fire Safety Services Deputy Fire Chief Administrative Services Arson Training Fire & Rescue Fire Suppression Services Deputy Fire Chief Fire Chief Fire Services EMS Personnel Testing Policy & Protocol Grant Funding 11 9 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 2013-14 ACCOMPLISHMENTS 1. Administered grant funding from Metropolitan Medical Response System (MMRS) for communications equipment (portable radios), grant funding from Assistance to Firefighters Grant (AFG) for fire training props, and grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 2. Continued to conduct analysis of build-out and population in city-wide districts designated as future BFD Fire Station locations. Fire Chief Staff conducted research on residential/commercial build-out, population statistics, and funding for Fire Station #12 and Fire Station #18 districts. 3. Continued to utilize grant funding and other alternative methods to develop and train personnel and specialized units as state-certified master mutual aid response resources including BFD Hazardous Materials Team (Type I), and BFD Urban and Regional Urban Search and Rescue Team (Type I, Heavy). 4. Continued to develop a program for certifying a Type 3 Incident Management Team, made up of BFD personnel, which specializes in oversight of more complex, large-scale urban emergency and disaster scenarios. 5. Continued to become familiar with the operational capabilities of the Fire Department Operations Center (DOC). In an effort to enhance city-wide emergency response capacity, and assist other COB departments. 6. Continued resolving Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues. Researched and presented the major systemic and structural issues associated with FS 8, and worked in cooperation with Public Works towards a cost-effective rehabilitation solution. 120 Adopted Amended Proposed Actual BudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 1,634,438 $ 1,440,851 $ 1,496,748 $ 1,542,406 Fire Safety 1,937,612 2,296,520 2,318,087 2,615,468 Fire Suppression 29,956,310 30,131,685 31,145,993 31,681,626 Total $ 33,528,360 $ 33,869,056 $ 34,960,828 $ 35,839,500 SOURCE OF FUNDS: General Fund $ 31,734,778 $ 32,801,014 $ 33,861,601 $ 34,498,483 CUPA Fund 875,070 1,068,042 1,079,227 1,341,017 MMRS Grant 112,073 - 20,000 - UASI - CAL EMA 806,439 - - - Total $ 33,528,360 $ 33,869,056 $ 34,960,828 $ 35,839,500 FULL TIME EMPLOYEES: Administration 8.00 9.00 9.00 9.00 Fire Safety 14.00 15.00 15.00 16.00 Fire Suppression 174.00 174.00 174.00174.00 Total 196.00 198.00 198.00 199.00 FIRE SERVICES 121 3011 – Fire Administration DIVISION GOAL Provide leadership and administrative support for the operation, growth, and development of the Bakersfield Fire Department; develop and administer policies and procedures as set forth by the City Council, City Manager, and the Fire Department; provide fair and applicable promotional testing; encourage employee development in all ranks; and collaborate with other City Departments. FY 2013-14 ACCOMPLISHMENTS 1. Completed Fire Engineer exam; Driver/Operator course; Captain’s Certification course; Bakersfield College Firefighter I Academy; Firefighter Recruit Academy; California State Chief Officer and Fire Officer courses; Sexual Harassment Training in the Workplace; Valuing and Managing Diversity in the Workplace courses, and others. 2. Revised, updated, and initiated various inter-agency working agreements including those with the Bureau of Land Management and Bakersfield College that increases efficiency, reduces duplication of services, provides cost savings, and promotes collaboration in training and emergency response. 3. Continued National Incident Management System (NIMS), State Emergency Management System (SEMS), and Type III Incident Management Team (IMT) training to retain mandated compliance for Fire Department employees. 4. Administered grant funding from Metropolitan Medical Response System (MMRS) for training personnel, obtaining protective equipment, and upgrading communications equipment (portable radios). 5. Administered grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle. 6. Continued to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG) in general, and other programs and alternate funding streams to achieve Council goals. 7. Obtained SHSGP funding for mobile data computers and other emergency communications equipment. 122 3011 – Administration continued FY 2014-15 ACTION PLAN 1. Continue to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals. 2. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement (JPA). 3. Continue to conduct analysis of build-out and population in city-wide districts designated as future BFD Fire Station locations. Fire Chief Staff conducting research on residential/commercial build-out, population statistics, and funding for Fire Station #12, Fire Station #16, and Fire Station #18 districts. 4. Continue to develop public education and public information programs. 5. Continue National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department and City of Bakersfield employees. 6. Complete Firefighter Recruit Academy, beginning in April FY 2014-15. 123 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,348,869 $ 1,264,463 $ 1,283,860 $ 1,336,984 Operating 227,194 176,388 212,888 205,422 Capital 58,375 - - - Total $ 1,634,438 $ 1,440,851 $ 1,496,748 $ 1,542,406 SOURCE OF FUNDS: General Fund $ 1,522,365 $ 1,440,851 $ 1,476,748 $ 1,542,406 MMRS Grant 112,073 - 20,000 - Total $ 1,634,438 $ 1,440,851 $ 1,496,748 $ 1,542,406 ADMINISTRATION 124 3021 – Fire Safety Services DIVISION GOAL Provide for a safe community through public education and fire code enforcement; provide an effective public education program to increase safety awareness in the community; support the Hazardous Materials Team with technical information and data; administer the unified programs and environmental regulations within the City; maintain a joint dispatch and communication system; provide logistical support for emergency operations; and maintain all equipment and property. FY 2013-14 ACCOMPLISHMENTS 1. Continued outreach efforts, including Public Service Announcements, to apartment owners and property managers to install Carbon Monoxide (CO) detectors in multi-family dwelling units. 2. Reduced fires occurring at restaurants through increased inspections. Restaurant fires had tripled in recent years, and that trend has been mitigated through increased oversight. 3. Amended and adopted the 2013 edition of the California Fire Code for use in the City of Bakersfield, effective on January 1, 2014, through revision of Chapter 15.65 of the Bakersfield Municipal Code. 4. Updated Emergency Communications Center ESZ response zones and run cards related to resource deployments. Provided COB input and oversight to CAD and other ECC systems upgrades. Continued with on- going upgrades to the Mobile Data devices to access haz-mat data. FY 2014-15 ACTION PLAN 1. Reduce the incidence of all fires through increased inspections, data entry, maintenance, and increased collection of related violation and approval fees if staffing permits. 2. Implement a Residential Care Facility annual inspection program in the same manner as the restaurant inspection program, to help detect any unsafe conditions that could result in fires where the very young and very old reside. 125 3021 – Fire Safety continued 3. Continue with on-going upgrades to the Mobile Data devices on-board the fire apparatus in order for them to receive wireless internet access to CERS data. 4. Continue collaboration with County Fire and move of ECC and purchase of Fire computer aided dispatch (CAD) software as required by Joint Powers Agreement. 5. Continue working on resolving Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues. 126 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,372,226 $ 1,575,070 $ 1,596,637 $ 1,565,049 Operating 483,347 649,204 614,814 623,419 Capital 82,039 72,246 106,636 427,000 Total $ 1,937,612 $ 2,296,520 $ 2,318,087 $ 2,615,468 SOURCE OF FUNDS: General Fund $ 1,062,542 $ 1,228,478 $ 1,238,860 $ 1,274,451 CUPA Fund 875,070 1,068,042 1,079,227 1,341,017 Total $ 1,937,612 $ 2,296,520 $ 2,318,087 $ 2,615,468 FIRE SAFETY 127 3031 – Fire Suppression Services DIVISION GOAL Provide the community protection of life, property and the environment through fire suppression, emergency medical life-support services, and hazardous materials mitigation. Ensure all suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner. FY 2013-14 ACCOMPLISHMENTS 1. Continued work on the Fire Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group. 2. Continued work on improving Firefighter safety and accountability on the fire-ground through the Rapid Intervention Company (RIC) Task Force planning group. 3. Continued work on State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. 4. Continued work on hazardous materials and technical rescue advanced life-support intervention through the Emergency Medical Services Task Force planning group. 5. Revised, updated, or initiated various inter-agency working agreements including those with the Bureau of Land Management and Bakersfield College that increase efficiency, reduce duplication of services, provide cost savings, and promote joint training and emergency response. 6. Continued work on the Fire Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events. 7. Participated in an Insurance Services Office (ISO) re-rating process, which will continue through FY2014-15. The Fire Department is working with the ISO to upgrade to a Class 2 Fire Department, which may result in lower commercial insurance rates in Bakersfield Fire Department served areas. 8. Successfully planned and participated in a region-wide major functional fire and law exercise regarding active shooter scenario at the Bakersfield college campus. 128 3031 – Fire Suppression Services FY 2014 -15 ACTION PLAN 1. Continue work on the Fire Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group. 2. Continue work on improving Firefighter safety and accountability on the fire-ground through Rapid Intervention Company (RIC) Task Force planning group. 3. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. 4. Continue work on hazardous materials and technical rescue advanced life-support intervention through the Emergency Medical Services Task Force planning group. 5. Continue to enhance citywide disaster response preparedness through: • Comply with National Incident Management System (NIMS) • Administration of the Assistance to Firefighters Grant (AFG) • Administration of the Bakersfield Urban Area Security Initiative (UASI) • Administration of the Metropolitan Medical Response System (MMRS) 6. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through training, response and deployment planning. 7. Continue to update inter-agency agreements, plans, and contracts. 8. Continue to update, modify, and create related Fire Department Operational Procedures and Policies. 9. Engage in the continuous professional development of our Department through a comprehensive self-assessment and evaluation process that will enable fire department leaders to examine past, current, and future service and performance levels and compare them to industry best practices. 10. Continue with Insurance Services Office (ISO) re-rating process, which will continue through FY 2014-15. The Fire Department will work with the ISO to receive an upgrading to Class 2 Fire Department, which may result in lower commercial insurance rates in Bakersfield Fire Department served areas. 129 SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Total Emergency Responses 29,940 31,437 32,031 Structure Fires and Fire Related 1,902 1,997 2,739 Emergency Medical Responses 16,737 17,575 18,448 Other 10,515 11,040 10,844 130 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 26,367,980 $ 27,252,336 $ 28,266,644 $ 28,693,181 Operating 2,715,279 2,851,349 2,849,249 2,902,255 Capital 873,051 28,000 30,100 86,190 Total $ 29,956,310 $ 30,131,685 $ 31,145,993 $ 31,681,626 SOURCE OF FUNDS: General Fund $ 29,149,871 $ 30,131,685 $ 31,145,993 $ 31,681,626 UASI - CAL EMA 806,439 - - - Total $ 29,956,310 $ 30,131,685 $ 31,145,993 $ 31,681,626 FIRE SUPPRESSION 131 THIS PAGE INTENTIONALLY LEFT BLANK 132 Public Works Director Public Works FY 2014-2015 Organizational Chart Solid Waste Solid Waste Director Wastewater Treatment Wastewater Manager General Services Streets Telecom- Communications Fleet Operations Equipment Public Works Operations Manager Traffic Engineer Construction/ Survey Subdivisions Design Engineering Administrative Assistant Asst. To Public Works Director Asst. Public Works Director Asst. to the Public Works Director Thomas Roads Imp. Program (TRIP) Solid Waste 13 3 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 2013-14 ACCOMPLISHMENTS Thomas Roads Improvement Program (TRIP – City Council Goal 2.2): 1. Development and implementation of the Thomas Road Improvement Program projects continues: • Final design and land acquisition for State Route 178 at Morning Drive Interchange was completed. Project construction was awarded in July 2013 and construction began in September 2013, with completion expected in August of 2015. • Final design for State Route 58 Gap Project was completed. Project construction was awarded in August 2013 and construction began in November 2013, with completion expected in late 2014. • Final design and land acquisition for the State Route 178 Widening Project is on-going and should be complete in summer 2014, with construction beginning late 2014. • Final design and land acquisition for the Rosedale Highway Widening Project is on-going and should be complete in the summer of 2014, with construction beginning late 2014. • Environmental Clearance for the 24th Street Improvements Project was obtained in February of 2014. Final design and land acquisition for the project began in spring of 2014, and construction will begin in 2015. • The Environmental Document for the Hageman Flyover Project was circulated to the public in January of 2014, and environmental clearance is expected to be obtained in late spring of 2014. Final design and land acquisition will begin in summer of 2014. • Environmental Clearance for the Beltway Operational improvements was completed in January of 2014. Final design and acquisition of 134 Public Works continued temporary construction easements began in early 2014, and construction should begin in late 2014. • Final design changes and land acquisition for the Hosking Road/State Route 99 Interchange project was completed in spring of 2014, and the project will begin construction in the fall of 2014. • The Environmental Document for the Centennial Corridor Project was circulated to the public in April of 2014, and environmental clearance is expected to be obtained in spring 2015. Construction is planned to begin in 2016. • Implementing new federal regulations allowed for by the recently passed MAP-21 federal highway legislation, approval by Caltrans and the Federal Highway Administration (FHWA) was obtained, federal funds were obligated, and the acquisition of properties from willing sellers (prior to approval of the environmental document) was initiated along the Centennial Corridor alignment. 2. City staff and Kern COG staff continue to actively pursue all potential funding sources that could be used to fund Metropolitan Bakersfield transportation projects. 3. Construction of the Westside Parkway continues: • Phases 2, 4, 6a, and 6b were completed and opened August 2, 2013. • Construction is underway for Phase 6c (the Stockdale/Heath Tie-In), the final two mile roadway phase of the project, with anticipated completion in late 2014. Engineering: 1. Designed, received bids, and submitted to City Council for award of contract for 26 projects. • Bike Lane Improvements: Akers Road from McKee to White Lane; various streets in the Alta Vista area and in the Belle Terrace area. • Bridge Repairs: Oak Street over BNSF Railroad. • Facility Remodel: Fire Station 8 Remodel (awarded as a design/build contract). • Landscape Improvements to Existing Median Islands: Union Avenue from Arvin-Edison Canal to Panama Lane and Hosking Avenue from Treeline Avenue to Zermatt Street. • Median Improvements: Clay Patrick Farr Way north of Rosedale Highway. • Park Improvements: Skatepark at Planz Park (awarded as a design/build contract). • Pavement Rehabilitation: Panama Lane from Monitor Street to South Union Avenue; and Truxtun Avenue from Chester Avenue to T Street. 135 Public Works continued • Sewer Improvement: Fairfax Road Lift Station. • Sewer Lift Station Improvement: Gosford Road at District Boulevard. • Sewer Main Rehabilitation: Gosford Road from McCutchen Road to Panama Lane; and Mt. Vernon Avenue from 3rd Street to Henley Street. • Street Improvements: Hosking Avenue from Wible Road to Hughes Lane; Planz Road west of Union Avenue; and Mohawk Street from Rosedale Highway to Siena Lane. • Traffic Signal Modification: White Lane at South H Street. • New Traffic Signals: Hageman at Jewetta; Hageman Road at Old Farm Road; Jewetta at Riena; Olive Drive at Old Farm Road; Oswell Street at State Route 58 Eastbound Off Ramp; and Stine Road at Woodmere Drive. 2. Provided construction management and inspection services for 40 projects having a total contract value of over $21 million, including: • Mohawk Street Improvements. • Sewer Lift Station Rehabilitation – Gosford Road and District Boulevard. • Sewer Rehabilitation – P Street Trunk Sewer. • Relocate Traffic Operations Center. • 1st Street Emergency Sewer Repairs. • Installation of bike lanes on Alta Vista Drive, Haley Street, 30th Street, 4th Street, Belle Terrace and East 21st Streets. • Installation of new traffic signal interconnect systems. • Installation of several new traffic signals and monitoring cameras. • Resurfacing and reconstruction of Panama Lane-Phase 2, Dr. Martin Luther King Jr. Boulevard, Beale Avenue, and other road projects. • Pedestrian Access improvements Columbus Street and Brundage Lane. • Animal Care Facility Building. • Parkway Improvements Stockdale Highway. • Taft Highway road widening. • Planz Park Skatepark. 3. Updated the current traffic signal priority list and added the new locations that met warrants for consideration in subsequent CIP project lists. 4. Increased the cumulative total of traffic signals connected to the Traffic Operations Center to 342. 5. Implemented new signal timing and route coordination plans at 22 intersections based on updated traffic volumes. 136 Public Works continued General Services: 1. Anti-Graffiti program: • Received 4,000 requests on the 32-Erase hotline, 850 requests from the graffiti website, 519 requests from the mobile phone application, and 500 internal requests. Removed graffiti from a total of 15,550 sites. 2. Completed improvements to several City facilities including: • Remodeled the kitchen/dining room at Fire Station No. 6 and kitchen at Fire Station No. 7. • Completed several improvements at the City of Bakersfield Animal Care Center. • Completed major heating, ventilation, and air conditioning (HVAC) improvements for several City facilities. • Repaired the Ice Plant at Rabobank Arena which included re-piping and flushing the pressurized ice chiller barrel, rebuilding the three compressors, replacing the contaminated refrigerant and setting up a temporary ice chiller to maintain the ice hockey rink during repairs. 3. Bakersfield Municipal Airport: • Reviewed business development ideas and economic opportunities at the airport and surrounding area. • Started construction of the runway and main taxiway “A” rehabilitation. • Installed a closed circuit TV camera security system at both entrances to the airport to improve airport security. Streets: 1. Resurfaced/reconstructed approximately 95 lane miles of streets. 2. Sealed approximately 390 street miles with a surface penetration sealer. 3. CDBG-Funded Area: Completed the installation of curb, gutters, sidewalk repairs and street reconstruction in the following areas: • Alta Vista to Beale Avenue, from Flower Street to Bernard Street. • Between Martin Luther King Blvd and Owens Street, from California Avenue to Virginia Avenue. 4. Cleaned approximately 874 miles of City-owned sewer lines. 5. Constructed cul-de-sacs on Myrtle, Spruce, Pine and “A” Streets, at 24th Street. 137 Public Works continued 6. Video inspected approximately 50 miles of City-owned sewer and storm line and repaired 1600 feet of damaged sewer line. 7. Responded to numerous emergency calls during and after normal working hours such as: sewer backups, debris in the roadway, plugged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies. 8. Maintained once a month street sweeping schedule, and swept 121,680 curb miles picking up 3,000 tons of debris. 9. Picked up 700 tons of leaves during the months of November, December, and January. Equipment: 1. Continued to reevaluate rental rates by extending useful lives of equipment whenever it was feasible. 2. Continued to monitor off-road equipment to remain in compliance with California Air Resources Board Regulations. 3. Installed diesel particulate filters in older trucks as part of the City’s commitment to cleaner air. 4. Purchased and installed a multi-camera and surveillance system for Mill House. 5. Purchased and installed updated microwave radio link from Police tower to Wastewater 3 tower. 6. Installed all necessary radios, sirens, emergency lighting equipment in new public safety vehicles, including 47 Police vehicles. 7. Installed basic communication equipment in Urban Area Security Initiative Command vehicle to render it operational. This vehicle will be used for emergency situations or disasters to provide multi-jurisdictional command and support. 138 Public Works continued Wastewater: 1. Provided updates to the Bakersfield Municipal Code Sewer User Ordinance, as required by Federal Pretreatment Program Regulations. City Council approved update on November 6, 2013. 2. Initiated a Local Limits Evaluation Study to further strengthen the Sewer Ordinance for compliance with Federal regulations. 3. Initiated a three-party agreement with San Joaquin Valley Air Pollution Control District and their contractor on a pilot program to test a treatment system for reducing nitrogen oxides and sulfur oxides from gas fired engines. Solid Waste: 1. Supported 376 cleanup and beautification events, and enlisted 4,900 volunteers in Keep Bakersfield Beautiful (KBB) activities. 2. Continued implementation of citywide curbside recycling, with delivery of approximately 70,000 new blue recycling carts. 3. Implemented a freeway litter control program through contracts with Caltrans and the Homeless Center. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. The FY 2014-15 budget reflects Council’s continuing commitment to the graffiti eradication program. The amount budgeted for graffiti eradication provides sufficient funding to operate the program seven days a week, year round. 2. The FY 2014-15 budget for Street Maintenance also reflects Council’s commitment to the street preventative maintenance program. The FY 2014-15 proposed operating budget for Street Maintenance totals approximately $8.0 million. The FY 2013-14 operating budget was the same amount. The FY 2014-15 proposed CIP budget for Street Maintenance includes $6.5 million of Capital Outlay funding. 3. Staff proposes no sewer user rate increases for residential and commercial customers for the upcoming fiscal year. In addition, connection fees for both residential and commercial customers are proposed to remain at 139 Public Works continued current rates. Sound fiscal practices and management have provided adequate reserve funds to sufficiently cover both operating and capital costs while still complying with the bond covenant requirements for the Wastewater Treatment Plant No. 3 Expansion Project. 4. Staff also proposed no refuse rate increases for residential and commercial customers for the fiscal year. The outside hauler contract will increase by .8%, which is set by the Consumer Price Index. The Refuse Enterprise Fund will absorb this and other inflationary costs, avoiding a refuse fee increase for the sixth straight year. 5. The FY 2014-15 proposed budget includes continuation of the nationally recognized Freeway Litter Program. Caltrans’ continued funding of freeway litter removal is included in next year’s proposed budget. 140 AdoptedAmended Proposed Actual BudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 601,955 $ 571,986 $ 580,827 $ 645,224 TRIP 1,006,176 1,038,992 1,049,761 762,377 Engineering 5,045,597 5,386,068 5,593,844 5,908,433 General Services 11,359,857 11,847,768 11,943,038 12,315,123 Streets 15,331,863 16,305,016 16,495,941 16,990,989 Equipment 29,747,817 26,661,269 26,808,188 25,215,058 Wastewater 27,192,907 8,918,878 9,725,041 9,781,326 Solid Waste 38,302,060 40,716,727 40,855,294 38,690,056 Total $ 128,588,232 $ 111,446,704 $ 113,051,934 $ 110,308,586 SOURCE OF FUNDS: General Fund $ 19,376,203 $ 23,652,030 $ 23,862,018 $ 24,639,349 Dev. Services Fund 1,284,373 1,346,555 1,492,709 1,795,908 State Transportation 184,366 320,172 320,172 325,250 State Gas Tax 3,199,309 - - - Transportation Dev. Fund 224,206 232,515 236,161 - TDF TRIP Local Match 1,006,176 1,038,992 1,049,761 762,377 Sewer Service-Plant 2 5,937,007 2,576,165 2,742,355 2,725,373 Sewer Service-Plant 3 25,439,163 11,084,358 11,758,469 11,950,279 Refuse Fund 41,796,865 44,303,738 44,550,210 42,645,445 Aviation Fund 392,747 230,910 231,891 249,547 Equipment Fund 29,747,817 26,661,269 26,808,188 25,215,058 Total $ 128,588,232 $ 111,446,704 $ 113,051,934 $ 110,308,586 FULL TIME EMPLOYEES: Administration 9.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 44.00 44.00 44.00 46.00 General Services 71.00 72.00 72.00 73.00 Streets 91.00 93.00 93.00 93.00 Equipment 55.00 55.00 55.00 56.00 Wastewater 37.00 38.00 38.00 40.00 Solid Waste 103.00 106.00 106.00 107.00 Total 415.00 422.00 422.00 429.00 PUBLIC WORKS 141 4011 - Administrative Services DIVISION GOAL Provide administrative support for the effective operation of the various Departmental Divisions; develop and administer policies and procedures; monitor Department operating and capital improvement budgets; and, administer Departmental contracts. FY 2013-14 ACCOMPLISHMENTS 1. Developed Mission, Vision and Value Statements as well as a Code of Ethics and a Strategic Plan for the Public Works Department as a part of the accreditation process with the American Public Works Association. 2. Provided administrative support for Departmental Divisions. 3. Processed and monitored CIP expenditures. 4. Submitted reimbursement claims in a timely manner to enhance cash flow. FY 2014-15 ACTION PLAN 1. Complete American Public Works Association Accreditation process. 2. Promote an environment of employee safety by managing risks for each Division: • Provide continuous safety training and follow the City’s Injury and Illness Prevention Plan (IIPP periodically updated by Risk Management to reflect changes in City operations or safety regulations). • Follow adopted or applicable standards and safety protocols. • Maintain proper documentation of employee training. • Coordinate with Risk Management to meet City-wide safety objectives. 3. Respond to City Council referrals and citizen requests promptly, efficiently, and effectively. 4. Coordinate preparation of administrative reports and supporting documentation for placement on City Council agendas. 142 AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 566,340 $ 527,793 $ 536,634 $ 556,642 Operating 35,615 44,193 44,193 88,582 Capital - - - Total $ 601,955 $ 571,986 $ 580,827 $ 645,224 SOURCE OF FUNDS: General Fund $ 601,955 $ 571,986 $ 580,827 $ 645,224 Total $ 601,955 $ 571,986 $ 580,827 $ 645,224 ADMINISTRATIVE SERVICES 143 4021 – Thomas Roads Improvement Program (TRIP) DIVISION GOAL Provide oversight for the design and construction of the various state and federally funded project elements of the Bakersfield Systems Plan and the Thomas Roads Improvement Program. FY 2013-14 ACCOMPLISHMENTS 1. Development and implementation of the Thomas Road Improvement Program projects continues: • Final design and land acquisition for State Route 178 at Morning Drive Interchange was completed. Project construction was awarded in July 2013 and construction began in September 2013 with completion expected in August of 2015. • Final design for State Route 58 Gap Project was completed. Project construction was awarded in August 2013 and construction began in November 2013 with completion expected in late 2014. • Final design and land acquisition for the State Route 178 Widening Project is on-going and should be complete in the summer of 2014, with construction beginning late 2014. • Final design and land acquisition for the Rosedale Highway Widening Project is on-going and should be complete in the summer of 2014, with construction beginning late 2014. • Environmental Clearance for the 24th Street Improvements Project was obtained in February of 2014. Final design and land acquisition for the project began in spring of 2014, and construction will begin in 2015. • The Environmental Document for Hageman Flyover Project was circulated to the public in January of 2014, and environmental clearance is expected to be obtained in late spring of 2014. Final design and land acquisition will begin in summer of 2014. • Environmental Clearance for the Beltway Operational Improvements was obtained in January of 2014. Final design and acquisition of temporary construction easements began in early 2014, and construction should begin in late 2014. • Final design changes and land acquisition for the Hosking Road/State Route 99 Interchange project was completed in spring of 2014, and the project will begin construction in the fall of 2014. • The Environmental Document for the Centennial Corridor Project was circulated to the public in April of 2014, and environmental clearance is expected to be obtained in spring of 2015. Construction is planned to begin in 2016. 144 4021- TRIP continued • Westside Parkway Phases 2, 4, 6a, and 6b, were completed and opened August 2, 2013. • Westside Parkway Phase 6c construction continued (anticipated completion in late 2014). • Implementing new federal regulations allowed for by the recently passed MAP-21 federal highway legislation, approval by Caltrans and the Federal Highway Administration (FHWA) was obtained, federal funds were obligated, and the acquisition of properties from willing sellers (prior to approval of the environmental document) was initiated along the Centennial Corridor alignment. 2. City staff and Kern COG staff continue to actively pursue all potential funding sources that could be used to fund metropolitan Bakersfield transportation projects. FY 2014-15 ACTION PLAN 1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area. 2. Implement the Thomas Roads Improvement Program including: • Complete construction of the Westside Parkway Phase 6c (completion late 2014). • Complete construction of the State Route 58 Gap Project (completion late 2014). • Continue construction of the State Route 178 and Morning Drive Interchange Project (construction completion August 2015). • Bid, award, and begin construction for the State Route 178 Widening Project. • Bid, award, and begin construction for the Rosedale Highway Widening Project. • Bid, award, and begin construction for the Beltway Operational Improvement Project. • Bid, award, and begin construction for the Hosking Road/SR 99 Interchange Project. • Complete land acquisition and final design work for the 24th Street Improvements Project (begin construction late 2015). • Continue with land acquisition and final design work for the Hageman Flyover Project. • Continue with land acquisition, obtain environmental clearance, and begin final design work for the Centennial Corridor Project (begin construction 2016). 145 4021- TRIP continued 3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes. 146 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 646,589 $ 658,838 $ 669,607 $ 700,497 Operating 359,587 380,154 380,154 61,880 Capital - - - - Total $ 1,006,176 $ 1,038,992 $ 1,049,761 $ 762,377 SOURCE OF FUNDS: TDF TRIP Local Match $ 1,006,176 $ 1,038,992 $ 1,049,761 $ 762,377 Total $ 1,006,176 $ 1,038,992 $ 1,049,761 $ 762,377 147 4031 – Engineering DIVISION GOAL Provide development, design and project management services for Capital Improvement Program (CIP) projects; ensure proposed new developments are in compliance with generally accepted engineering standards, City ordinances and other statutory regulations; provide surveying and inspection services on CIP projects and developer financed public improvements to ensure conformance to construction standards, plans, specifications and statutory regulations; and, provide for the safe and efficient movement of people and products through traffic engineering operations, design, and planning. FY 2013-14 ACCOMPLISHMENTS Design: 1. Designed, received bids, and submitted to City Council for award of contract for 26 projects including: • Bike Lane Improvements: Akers Road from McKee to White Lane; various streets in the Alta Vista area and in the Belle Terrace area. • Bridge Repairs: Oak Street over BNSF Railroad. • Facility Remodel: Fire Station 8 Remodel (awarded as a design/build contract). • Landscape Improvements to Existing Median Islands: Union Avenue from Arvin-Edison Canal to Panama Lane and Hosking from Tree line Avenue to Zermatt Street. • Median Improvement: Clay Patrick Farr Way north of Rosedale highway. • Park Improvements: Skatepark at Planz Park (awarded as a design/build contract). • Pavement Rehabilitation: Panama Lane from Monitor Street to South Union Avenue; and Truxtun Avenue from Chester Avenue to T Street. • Sewer Improvement: Fairfax Road Lift Station. • Sewer Lift Station Improvement: Gosford Road at District Boulevard. • Sewer Main Rehabilitation: Gosford Road from McCutchen Road to Panama Lane; and Mt. Vernon Avenue from 3rd Street to Henley Street. • Street Improvements: Hosking Avenue from Wible Road to Hughes Lane; Planz Road west of Union Avenue; and Mohawk Street from Rosedale Highway to Siena Lane. • Traffic Signal Modification: White Lane at South H Street. 148 4031- Engineering continued • New Traffic Signals: Hageman at Jewetta; Hageman Road at Old Farm Road; Jewetta at Riena; Olive Drive at Old Farm Road; Oswell Street at State Route 58 Eastbound Off Ramp; and Stine Road at Woodmere Drive. Subdivision Engineering: 1. Accomplishments for calendar year 2013 include: • Parcel Maps: Recorded six parcel maps dividing 278.53 acres into 19 parcels. • Tract Maps: Recorded 17 tract maps dividing 205.64 acres into 714 lots. • Improvement Plan Checks: 55 first checks, 34 second checks, 17 third checks or higher, 26 revisions, and 27 signatures. • Final Map Checks: 5 first checks, 17 second checks, 24 third checks or higher and 23 maps signed. • Minor Land Divisions: 27 • Maintenance Districts: 28 • Street Permits: 1,761 • Annexation Proceedings: three new applications processed, one completed. • Grading Plan Checks: 88 first checks, 58 second checks, 18 third checks or higher, and 57 approved. • Drainage Studies: 13 first checks, 4 second checks, 1 third check or higher, and 21approved. • Sewer Studies: 6 first checks, 7 approved. • Notices of Completion processed: 19 maps and 16 street permits. • Fees collected through the development process: Transportation Impact Fees = $18,189,023.66 Sewer Connection Fees = $5,779,004.31 Planned Sewer Area/Planned Drainage Area Fees = $511,804.49 Maintenance District Formation Fees = $57,186.55 Construction and Surveying: 1. Provided construction management and inspection services for 40 projects having a total contract value of over $21 million, including: • Mohawk Street Improvements. • Sewer Lift Station Rehabilitation – Gosford Road and District Boulevard; • Sewer Rehabilitation – P Street Trunk Sewer. • Relocate Traffic Operation Center. • 1st Street Emergency Sewer Repairs. 149 4031- Engineering continued • Installation of bike lanes on Alta Vista Drive, Haley Street, 30th Street, 4th Street, Belle Terrace and East 21st Streets. • Installation of new traffic signal interconnect systems. • Installation of several new traffic signals and monitoring cameras. • Resurfacing and reconstruction of Panama Lane-Phase 2, Dr. Martin Luther King Jr. Boulevard, Beale Avenue and other road projects. • Pedestrian Access Improvements Columbus Street and Brundage Lane. • Animal Care Facility Building. • Parkway Improvements Stockdale Highway. • Taft Highway road widening. • Planz Park Skatepark. 2. Inspected development infrastructure improvements for 38 tracts and parcel maps. 3. Provided inspection services for 1,761 street use permits. Traffic: 1. Analyzed 32 intersections for traffic control warrants and updated the current traffic signal priority list. Added the new locations that met warrants for consideration in subsequent CIP project lists. 2. Implemented the connection of seven additional traffic signals via the wire interconnect conduit network in the street for improved coordination/synchronization of traffic signals. 3. Implemented new signal timing and route coordination plans at 22 intersections based on updated traffic volumes. 4. Designed, received bids, and submitted to City Council for award of contracts including: • Pedestrian countdown timer heads at 20 intersections throughout the City of Bakersfield. • Flashing yellow beacon on Benton Street near Echo Avenue for school crosswalk for Frank West Elementary School. • Traffic signal interconnect and synchronization equipment along Chester Avenue, California Avenue, and Mohawk Street. • Relocate and Update Traffic Operations Center. 150 4031- Engineering continued FY 2014-15 ACTION PLAN Design Engineering: 1. Complete design and award all FY 2014-15 CIP projects before July 2015, including: • Pavement resurfacing/reconstruction on major roads. • One new traffic signals – Harris and Mountain Vista. • Americans with Disability Acts improvements at various bus stops. • Street improvements to widen roadway for additional lanes at eight locations. 5. Investigate new construction methods which could potentially decrease construction/maintenance costs for city streets. Subdivision Engineering: 1. Complete review of maps and improvement plans within four weeks of submittal. 2. Complete update to all sections of the Subdivision Design Manual. Construction Engineering and Surveying: 1. Respond to 70% of all permit inspection requests within 24 hours and all other inspections within 48 hours. 2. Begin working on requests for preliminary surveys within ten days of receipt. 3. Respond to construction survey requests within 48 hours. Traffic Engineering: 1. Analyze 20 or more intersections for traffic control warrants and update the current traffic signal priority list. Add new locations that meet warrants for consideration in subsequent CIP project lists. 2. Design and prepare construction documents for four federally-funded Congestion Management Air Quality (CMAQ) signal interconnect/ synchronization projects totaling over $1,000,000. Connect eight additional signals to the City’s Traffic Operations Center. 151 4031- Engineering continued 3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 20 signals annually as traffic volumes and patterns change. 4. Design and prepare construction documents for federally funded Highway Safety Improvement Program Pedestrian Countdown Timer Projects totaling $200,000. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Improvement Plans and Final Maps Checked 87% 75% 75% and Returned within Four Weeks Permit Inspections Performed within 65% 65% 70% Twenty-Four Hours of Request Intersections Analyzed for Traffic Control 30 32 20 Warrants Budgeted Signal Communications Projects Bid 75% 75% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 20 22 20 Budgeted Public Works CIP Projects Bid 75% 77% 100% During the Fiscal Year 152 AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 4,665,186 $ 4,945,767 $ 5,028,543 $ 5,276,821 Operating 377,655 440,301 565,301 631,612 Capital 2,756 - - - Total $ 5,045,597 $ 5,386,068 $ 5,593,844 $ 5,908,433 SOURCE OF FUNDS: General Fund $ 3,537,018 $ 3,806,998 $ 3,864,974 $ 4,112,525 Dev. Services Fund 1,284,373 1,346,555 1,492,709 1,795,908 Transportation Dev. Fund 224,206 232,515 236,161 - Total $ 5,045,597 $ 5,386,068 $ 5,593,844 $ 5,908,433 ENGINEERING 153 4051 - General Services DIVISION GOAL Provide excellent customer service in the maintenance of City-owned buildings and parks, including janitorial, heating/air conditioning, electrical, and remodeling; installation and maintenance of traffic signals, street lights, street signs and pavement markings; removal of graffiti from City-owned facilities and private property; and provide professional management for the operations and maintenance of the Bakersfield Municipal Airport. FY 2013-14 ACCOMPLISHMENTS 1. Anti-Graffiti program: Received 4,000 requests on the 32-Erase hotline, 850 requests from the graffiti website, 519 requests from the mobile phone application, and 500 internal requests. Removed a total of 15,550 graffiti sites. 2. Street Lights: • Responded to 2,700 street light service requests and replaced 31 street lights, including poles, for those damaged due to traffic accidents or deterioration. • Replaced over 46,000 linear feet of stolen copper wire from various street light systems. 3. Traffic Signals: • Replaced 14 traffic signal poles and related equipment due to accidents. • Replaced 12 video detection cameras. • Replaced traffic signal controller cabinets at three intersections. • Responded to 150 after-hours emergency requests for traffic signals. • Upgraded video detection computers for 18 intersections. 4. Signing, Striping, and Marking Improvements: • Provided striping, grinding and sign installation for TRIP Westside Parkway Project. • Coordinated the installation of the guard rail for the Westside Parkway Truxtun interchange and installed flashing beacons and linear delineation system. • Fabricated and installed all signage and related curb markings for 60 Golden Empire Transit bus stops. 154 4051 – General Services continued • Added additional lane lines to the following streets: Allen Road from Olive to Reina, Harris and Reliance, Miramac and Edith Lane, Millay Way and Twain Way, Allen and Stockdale and Myrtle North of 24th Street. • Modified street markings and provided signage for the construction of cul-de-sacs on Myrtle, Spruce, Pine, Cedar, and “A” Streets at 24th Street. • Painted all striping and pavement markings for roadways sealed and resurfaced by the Streets Division throughout the City. • Replaced 450 deteriorated street markers Citywide. • Fabricated and installed various construction detour and regulatory signs for Thomas Roads Improvement Projects to improve traffic flow through the construction zones and the opening of the new roadways. • Fabricated and installed signs for several facilities including Bakersfield Amtrak Station, Animal Care Center, Bakersfield Municipal Airport, Sister Cities Garden Phase B, Fire Department, State Farm Sports Village, Adopt-A-Highway Signs for Westside Parkway and various locations for Bakersfield Police Department. • Installed street markings and left turn lane for the Masterson and State Route 178 Project for TRIP. 5. Heating, Ventilation, and Air Conditioning (HVAC) Improvements: • Replaced one 30-ton AC compressor at City Hall North. • Replaced two 3-ton AC units at Fire Station 3. • Replaced one 12.5-ton AC unit at Wastewater 3. • Completed over 95% of converting the HVAC control system for the Bakersfield Police Department from pneumatic to digital control. • Repaired the Ice Plant at Rabobank Arena which included re-piping and flushing the existing pressurized ice chiller barrel, rebuilding the three compressors, replacing the contaminated refrigerant, and setting up a temporary ice chiller to maintain the ice hockey rink during repairs. 6. Rabobank and Convention Center Improvements: • Replaced the countertops and repainted the walls in the Tap Room. • Remodeled the coach’s offices and equipment manager’s office. • Installed new counters and benches and painted the walls in the Condor’s locker/training room. • Replaced the existing floor covering for the Condor’s hallway with a sealed, dyed concrete finish. 155 4051 – General Services continued 7. Remodeling Projects: • Remodeled the kitchens in Fire Station No. 6 and No. 7 with new cabinets, countertops, flooring, appliances, paint, modified walls, ceiling tiles, electrical system, lighting and modified HVAC systems. • Remodeled work areas on the third floor of City Hall North and moved TRIP and Parson’s into that area. • Installed a new counter for Convention Visitor’s Bureau lobby. • Remodeled BPD Crime Lab with modified cabinetry, stainless steel counters, paint, blinds and a new doorway. • Remodeled The Park at Riverwalk restrooms. Expanded the square footage for both men and women’s restrooms, modified the plumbing, added additional toilets and urinals, relocated entryways and added privacy walls, installed new partitions and repaired the roof. • Remodeled the restrooms at Siemon Park with modified plumbing, fixtures, paint and a new interior wall. • Oversaw the Fire Station 1 restroom remodel which included plumbing, electrical, fixtures, paint, cabinets, partitions, tile and shower. 8. Miscellaneous Improvements: • Completed improvements at the City of Bakersfield Animal Care Center. • Recoated the East parking deck and the top parking decks of the parking structure for Community Development with a new vehicular traffic coating system. • Replaced all carpet, vinyl composite tiles, vinyl flooring and ceiling tiles for the Dr. Martin Luther King Jr. Recreation Center and painted hallways, rooms and ceiling tile grids, replaced restroom fixtures and partitions and sealed and waxed all new floor tiles. • Constructed new spray park for Siemon Park and restriped the existing parking lot. • Replaced back rests for all Bright House Amphitheater seating at The Park at Riverwalk. • Assisted in the completion of Sister Cities Garden, Phase B. Staff installed the light poles and bollards, installed flag poles, assembled the Indian gazebo and seating trellis, stained the Mexican trellis and installed the metal panels, painted the block walls, and installed benches and receptacles. • Replaced 19 park security light poles at University Park and installed Light Emitting Diodes (LED) fixtures on the poles. • Installed a transformer, electrical switch gear and necessary conduit to supply power to the restroom trailers for special events at the Bright House Amphitheater at the Park at River Walk. 156 4051 – General Services continued 9. Bakersfield Municipal Airport: • Reviewed business development ideas and economic opportunities at the airport and surrounding area which coincides with City Council. • Started construction of the runway and main taxiway “A” rehabilitation project which is 90% federally funded. • Initiated a Request for Interest (RFI) process for potential hangar developers and builders for constructing hangars in the Southwest hangar area. • Installed a closed circuit TV camera security system at both entrances to the airport to improve airport safety and security (City Council Goal #1, Provide Quality Public Safety Services). • Submitted a grant to the Federal Aviation Agency (FAA) for the design of the Northeast, Northwest, and Main apron and taxiway areas. FY 2014-15 ACTION PLAN 1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program and update the Anti-Graffiti Website in support of Council Goals. 2. Re-wire two intersections and replace five traffic control cabinets. 3. Replace 500 High Pressure Sodium (HPS) street light fixtures with energy efficient LED street lights. 4. Replace 12 lighted street name mast arm signs with California Manual of Uniform Traffic Control Devices (CAMUTCD) compliant street name signs. 5. Systematically replace all raised pavement markers in the quadrants sealed by street crews during yearly maintenance program. 6. Bakersfield Municipal Airport: • Complete construction of the runway and main taxiway “A” rehabilitation project. • Complete the RFI process to select a hangar developer/builder for the Southwest hangar area if advantageous to the City. • Design the rehabilitation project for the Northeast, Northwest, and Main apron and taxiway areas. 157 4051 – General Services continued SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Graffiti Removal Sites 20,150 15,550 20,000 Replacement of Metro Street Markers 66 200 250 Installation of Bike Lanes Signs and Markings N/A* 16 20 Striping of City Streets (miles) 810 770 1000 Replacement of Raised Pavement Markers 748 2000 2100 Street Light Repair Requests 2,500 2,700 3,000 *New project enacted in the current fiscal year. 158 AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 5,961,737 $ 6,272,765 $ 6,368,035 $ 6,581,576 Operating 5,342,011 5,516,303 5,516,303 5,674,847 Capital 56,109 58,700 58,700 58,700 Total $ 11,359,857 $ 11,847,768 $ 11,943,038 $ 12,315,123 SOURCE OF FUNDS: General Fund $ 10,171,945 $ 11,296,686 $ 11,390,975 $ 11,740,326 State Transportation 184,366 320,172 320,172 325,250 State Gas Tax 610,799 - - - Aviation Fund 392,747 230,910 231,891 249,547 Total $ 11,359,857 $ 11,847,768 $ 11,943,038 $ 12,315,123 GENERAL SERVICES 159 4052 – Streets DIVISION GOAL Improve the safety and appearance of the community through the maintenance and repair of the City street system located within the public right- of-way; ensure safe and dependable performance of storm drains, sewer lines and lift pump stations; and continue the City’s commitment to an effective preventative street maintenance program. FY 2013-14 ACCOMPLISHMENTS 1. Resurfaced/reconstructed approximately 95 lane miles of streets. 2. Maintained a safe working environment for employees with consistent training sessions and safety meetings. 3. Sealed approximately 352 street miles with a surface penetration sealer. 4. CDBG-Funded area: Completed the installation of curb, gutter, sidewalk repairs, and street reconstruction in the following areas: • Alta Vista to Beale Avenue, from Flower Street to Bernard Street. • Between Martin Luther King Blvd and Owens Street, from California Avenue to Virginia Avenue. 5. Cleaned approximately 874 miles of City-owned sewer lines. 6. Constructed cul-de-sacs on Myrtle, Spruce, Pine and “A” Streets at 24th Street. 7. Continued to maintain once-a-month street sweeping throughout the City for existing routes. 8. Responded to numerous emergency calls during and after normal working hours such as: sewer backups, debris in the roadway, plugged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies. 160 4052 – Streets continued FY 2014-15 ACTION PLAN 1. Update the existing street resurface/reconstruction list and prioritize street repairs. 2. Provide training for employees on traffic control safety procedures. 3. Review and evaluate the once-a-month sweeping program. 4. Continue the retrofit of the City’s existing sewer and storm lift stations to help with growth and maintenance issues. 5. Video inspect approximately 80 miles of City sewer and storm lines annually. 6. Evaluate new technology and methods in the repair and maintenance of streets, sewers, and storm drains for efficiency and cost effectiveness. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Residential Sweeping Cycle (days) - Existing 20 20 20 routes Lane Miles Resurfaced/Reconstructed 94 95 98 Sewer Lines Inspected (miles) 7 50 80 Sewer Maintenance Service - Emergencies 300 200 150 161 AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 6,453,707 $ 7,532,344 $ 7,643,269 $ 7,691,600 Operating 8,850,974 8,755,672 8,810,672 9,282,389 Capital 27,182 17,000 42,000 17,000 Total $ 15,331,863 $ 16,305,016 $ 16,495,941 $ 16,990,989 SOURCE OF FUNDS: General Fund $ 5,065,285 $ 7,976,360 $ 8,025,242 $ 8,141,274 State Gas Tax 2,588,510 - - - Sewer Service-Plant 3 4,183,263 4,741,645 4,775,783 4,894,326 Refuse Fund 3,494,805 3,587,011 3,694,916 3,955,389 Total $ 15,331,863 $ 16,305,016 $ 16,495,941 $ 16,990,989 STREETS 162 4053 – Equipment DIVISION GOAL Provide all Departments/Divisions with the vehicular, non-vehicular, and communications equipment needed to meet their objectives within the approved budget, and continue to maintain all equipment within the City in a safe and reliable manner. FY 2013-14 ACCOMPLISHMENTS 1. Continued to monitor rental rates by extending useful lives of equipment whenever feasible for potential budgetary savings. 2. Continued to repower off-road equipment, if needed, to stay in compliance with California Air Resources Board Regulations. 3. Continued to install diesel particulate filters in older trucks as part of the City’s commitment to cleaner air when those vehicles are replaced. 4. Continued expanding the City’s fleet of clean air refuse trucks and street sweepers when those vehicles are replaced. 5. Continued training for Fleet Services staff to meet federal, state, and local training requirements. 6. Purchased and installed updated microwave radio link from Police tower to Wastewater 3 tower. This will provide additional needed bandwidth for data and voice communications services to the Wastewater plant. 7. Installed all necessary radios, sirens, emergency lighting equipment in new public safety vehicles, including 47 Police vehicles. 8. Installed basic communication equipment in Urban Area Security Initiative Command vehicle to render it operational. This vehicle will be used for emergency situations or disasters to provide multi-jurisdictional command and support. 9. Purchased and installed multi-camera and surveillance system for Mill House. 163 4053 – Equipment continued FY 2014-15 ACTION PLAN 1. Continue to monitor rental rates to ensure accurate and timely replacement of worn equipment. Maintain an appropriate fund balance within the Equipment Management Fund to meet established replacement schedules. 2. Continue to include fuel efficiency in equipment specifications whenever feasible with the goal of saving on fuel costs. 3. Continue to expand the use of compressed/liquefied natural gas- powered heavy-duty vehicles to continue the City’s commitment to cleaner air. 4. Continue to monitor and comply with California Air Resources Board revised regulations for off-road diesel emissions. 5. Install all necessary radios, sirens, and emergency lighting equipment in new public safety vehicles, including 64 Police and five Fire vehicles. 6. Complete equipment installation in Urban Area Security Initiative vehicle. 7. Assist Fire with upgrades to communications equipment at Stations 4, 6, and 7. 8. Relocate City communications equipment at the County Emergency Communications Center to new building. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Perform Preventative Maintenance and Routine Repairs of All Fleet Vehicles 15,978 16,400 17,000 Broadcast/Rebroadcast City Council 730 732 730 Meetings (hours) Telephone system reliability 100% 100% 100% Voice Mail Call Volume 62,922 64,000 65,000 Monthly Averages (Calls per Month) 164 AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 5,150,823 $ 5,351,554 $ 5,429,593 $ 5,536,887 Operating 14,983,127 11,320,865 11,320,865 11,325,431 Capital 9,613,867 9,988,850 10,057,730 8,352,740 Total $ 29,747,817 $ 26,661,269 $ 26,808,188 $ 25,215,058 SOURCE OF FUNDS: Equipment Fund $ 29,747,817 $ 26,661,269 $ 26,808,188 $ 25,215,058 Total $ 29,747,817 $ 26,661,269 $ 26,808,188 $ 25,215,058 EQUIPMENT 165 4071 – Wastewater DIVISION GOAL Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance with federal, state, and local requirements; plan for future wastewater treatment needs to meet anticipated growth; maximize use of renewable energy resources, including solar and cogeneration from gas by-product; maximize recycled uses of disinfected tertiary treated effluent for use on irrigation of Sports Village and plant water use; monitor and regulate industrial waste dischargers to protect wastewater facilities, the public, and the environment; and collection of sewer user fees for properties receiving City sewer service. FY 2013-14 ACCOMPLISHMENTS 1. Processed 11.3 billion gallons of wastewater at the two treatment plants. 2. Continued to meet the State Certified Lab requirements for Wastewater Treatment Plants 2 and 3. 3. Produced approximately 2.2 million kW of energy at Wastewater Treatment Plant 3 Solar Power Generation System. 4. Completed more than 313 pretreatment inspections of businesses for compliance with the Sewer Maintenance Ordinance and issued 14 written Notices of Violation, along with 29 Field Notices to restaurants regarding their required grease interceptors. 5. Provided update to Bakersfield Municipal Code Sewer User Ordinance, as required by Federal Pretreatment Program Regulations. City Council approved update on November 6, 2013. 6. Initiated a Local Limits Evaluation Study to further strengthen the Sewer Ordinance for compliance with Federal regulations. 7. Applied 6,400 tons of biosolids, in accordance with approved Biosolids Management Plan, onto City owned farmland. 166 4071– Wastewater continued FY 2014-15 ACTION PLAN 1. Provide continuous operation and maintenance of Wastewater Treatment Plants; perform State required analysis of wastewater to demonstrate compliance with discharge requirements; and submit results quarterly to the California Regional Water Quality Control Board (CRWQCB). 2. Provide a safe environment for employees with continuous safety training and endorsement of safe working practices. 3. Implement recommended and approved changes to Wastewater Revenue Program to support continued funding of sewer operations, capital costs, and bonded debt. 4. Continue enforcement of the Revised Sewer User Ordinance that was enacted by City Council on November 6, 2013. 5. Explore other renewable energy sources for wastewater treatment plants including expansion of solar energy. Implement operational changes at the treatment plants to increase efficiency in energy use. 6. Continue annual sampling and inspection of all permitted industries. 7. Continue mobile washer inspections and distribute Best Management Practices Information Packets during these inspections. 8. Continue restaurant inspections for proper grease and wastewater disposal. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Wastewater Treated (Million Gallons/Day) Plant No. 2 13.6 13.8 14.0 Plant No. 3 17.3 17.7 18.0 Permitted Industrial Dischargers 15.0 16.0 16.0 Parcels Served within Incorporated Area (on special assessment list) 92,182 93,273 93,600 167 AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 3,368,636 $ 3,678,021 $ 3,734,184 $ 3,937,828 Operating 23,807,886 5,165,857 5,915,857 5,793,498 Capital 16,385 75,000 75,000 50,000 Total $ 27,192,907 $ 8,918,878 $ 9,725,041 $ 9,781,326 SOURCE OF FUNDS: Sewer Service-Plant 2 $ 5,937,007 $ 2,576,165 $ 2,742,355 $ 2,725,373 Sewer Service-Plant 3 21,255,900 6,342,713 6,982,686 7,055,953 Total $ 27,192,907 $ 8,918,878 $ 9,725,041 $ 9,781,326 WASTEWATER 168 4081 - Solid Waste DIVISION GOAL Provide quality and cost effective solid waste and recycling services, keeping user fees as low as possible; support the Keep Bakersfield Beautiful Committee with special emphasis on litter prevention and abatement per City Council Goals; develop and implement waste reduction and recycling programs to comply with State mandates; and maintain environmental controls for the closed Bakersfield Landfill. FY 2013-14 ACCOMPLISHMENTS 1. Continued the Refuse Enterprise operation with no rate increase for the fifth straight year, absorbing inflation paid to private hauling contractors. 2. Completed implementation of universal curbside recycling. 3. Supported 376 cleanup and beautification events, and enlisted 4,900 volunteers in Keep Bakersfield Beautiful (KBB) activities. 4. Continued implementation of citywide curbside recycling, with delivery of approximately 70,000 new blue recycling carts. 5. Expanded elementary and junior high food waste recycling program to all high schools in the Kern High School District. 6. Received award for Food Waste Recycling Program from Kern Green Foundation for innovative school and restaurant food waste recycling program. 7. Implemented a freeway litter control program through contracts with Caltrans and the Homeless Center. 8. Initiated after-school litter education program at Bakersfield School District reaching 30 schools and approximately 3,000 students. 9. Received a national award from Keep America Beautiful and a local award from the Greater Bakersfield Chamber of Commerce for the freeway litter program. 169 4081– Solidwaste continued FY 2014-15 ACTION PLAN 1. Expand efforts to fight litter. 2. Expand the Food Waste Recycling Program to more restaurants and businesses. 3. Continue to provide assistance to the business community in response to the new State mandatory commercial recycling law. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Curbside Recycling Participants 40,000 98,440 99,000 Anti-Litter and Beautification Events 400 600 800 Volunteers 8,070 11,000 14,000 Total Homes Served 98,000 98,440 99,000 Greenwaste Processed (tons) 199,000 202,000 215,000 170 AdoptedAmended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 8,546,847 $ 8,947,390 $ 9,074,906 $ 9,496,857 Operating 27,087,833 28,352,337 28,352,337 29,193,199 Capital 2,667,380 3,417,000 3,428,051 - Total $ 38,302,060 $ 40,716,727 $ 40,855,294 $ 38,690,056 SOURCE OF FUNDS: Refuse Fund $ 38,302,060 $ 40,716,727 $ 40,855,294 $ 38,690,056 Total $ 38,302,060 $ 40,716,727 $ 40,855,294 $ 38,690,056 SOLID WASTE 171 THIS PAGE INTENTIONALLY LEFT BLANK 172 Support Staff Water Resources FY 2014-2015 Organizational Chart Domestic Water Operations Hydrographics Agricultural Water Water Resources Superintendent Water Resources Director Water Resources Manager O & M Contractor Stormwater Business Manager Fire Hydrant Maintenance Special Projects 17 3 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 various water contracts with local water agencies; to implement a storm water monitoring program as required by California Regional Water Quality Control Board; and oversee municipal farm lease agreement for City wastewater discharge. FY 2013-14 ACCOMPLISHMENTS 1. Completed and certified an updated Urban Water Management Plan for both wholesale and retail uses as required by the California Department of Water Resources (DWR). 2. Worked jointly with the City’s Recreation and Parks Department and Kern County Water Agency Improvement District No. 4 to receive a grant from the DWR for the Urban Bakersfield Water Use Efficiency Project. The project has an estimate total cost of $837,000 and will receive $624,000 in grant funding. The project elements include water conservation devices for residential, commercial, and municipal customers and educational opportunities for students. 3. Completed the Mill Creek Linear Park Sediment Removal and Maintenance Project. Sediment was removed from the Kern Island Canal in this area to restore capacity, operability and the attractiveness of Mill Creek Linear Park. Maintenance was also performed on the aerators, weirs and landscape areas. Approximately 2600 cubic yards of material was removed from Kern Island canal within Mill Creek Linear Park. 4. As part of the Department’s enhanced storm water maintenance program, over 140 drainage basins were thoroughly cleaned and bottom soil was removed to allow for percolation of storm water. 174 5. Successfully removed over 100 tons of sediment from the City’s Northeast Water Storage Reservoirs. Sediment was removed by hand to restore reservoirs capacity and increase efficiency to the pump station for the Northeast Treatment Plant. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. No increase in monthly water rates on the City’s domestic water system. Balanced the Domestic Water Division’s budget based upon existing rates. 2. The last increase in water rates on the system occurred four years ago on October 1, 2010. 175 Adopted Amended Proposed Actual BudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Agricultural Water $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 Domestic Water 19,594,989 18,822,313 18,839,343 19,559,352 Total $ 24,668,372 $ 23,231,959 $ 23,274,455 $ 24,103,186 SOURCE OF FUNDS: Agricultural Water $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 Domestic Water 19,594,989 18,822,313 18,839,343 19,559,352 Total $ 24,668,372 $ 23,231,959 $ 23,274,455 $ 24,103,186 FULL TIME EMPLOYEES: Agricultural Water 23.00 22.00 22.00 24.00 Domestic Water 5.00 6.00 6.00 4.00 Total 28.00 28.00 28.00 28.00 WATER RESOURCES 176 4511 - Agricultural Water DIVISION GOAL Provide for the proper distribution and delivery of Kern River water from the Isabella Lake Reservoir through river channel to canal head gates and agricultural districts and customers; perform scheduled and required repairs to river weirs, head gates, canals, turn-outs and facilities and maintain the Kern River Levee system; Maintain and repair drainage basins located throughout the City; and, ensure the efficient use of Kern River water, supplies, personnel and equipment in the performance of all operation and maintenance functions. FY 2013-14 ACCOMPLISHMENTS 1. Completed rehabilitation and repairs on over 140 storm water drainage recharge basins throughout the City of Bakersfield. This work included the removal of over approximately 20,000 yards of material and debris from these basins. 2. City Water Resources Department took the lead on the Mill Creek Linear Park Sediment Removal and maintenance Project. Sediment was removed from the Kern Island Canal in this area to restore capacity, operability and the attractiveness of Mill Creek linear Park. Maintenance was also performed on the aerators, weirs and landscape areas. Approximately 2600 cubic yards of material was removed from Kern Island canal within Mill Creek Linear Park. 3. Approximately 50 concrete panels were replaced on the Kern River Canal to improve the flow of water and reduce water seepage throughout the system. 4. Purchased a Pressurized Exhaust Rodent Control (PERC) equipment for the Kern River Levee District. Rodent control was one of the unacceptable issues concerning the most recent levee inspection by the U.S. Army Corps of Engineers on August 9, 2011. The Water Resources Department has implemented a rodent control plan for the Kern River Left and Right levees. These rodents can cause the most damage. 5. Designed and installed mile post markers along the Kern River Levee. These markers designate station locations every 1,000 feet along the Kern River levees. They assist staff in locating channel features, maintenance, damages, and/or appurtenant structures during levee inspections and maintenance. 177 4511 – Agricultural Water continued FY 2014-15 ACTION PLAN 1. When Kern River water is available, increase flows in the Kern River for related municipal uses and increase groundwater recharge and community pride. 2. Install road base as required on existing unpaved roads to neighborhood drainage basins and canals to provide dust control and all weather vehicle access to sites located within the City. 3. Continue to participate in the Lake Isabella Dam safety remediation project with the United States Army Corps of Engineers. 4. Obtain all required federal and state permits necessary to implement the City’s Kern River Maintenance Program. 5. Continue to improve our inspection, maintenance and training procedures for the Kern River Levee system and maintain open communication with the Army Corps of Engineers. FY 12-13 FY 13-14 FY 14-15 SERVICE LEVEL INDICATORS Actual Projected Proposed Rehabilitate Drainage Basins 140 120 110 Replace & Repair Canal & Basin Fencing (in ft.) 3025 1700 1,640 178 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,880,694 $ 1,806,171 $ 1,831,637 $ 1,723,731 Operating 3,183,917 2,595,975 2,595,975 2,802,603 Capital 8,772 7,500 7,500 17,500 Total $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 SOURCE OF FUNDS: Agricultural Water $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 Total $ 5,073,383 $ 4,409,646 $ 4,435,112 $ 4,543,834 AGRICULTURAL WATER 179 4521 - Domestic Water DIVISION GOAL Provide a safe and dependable water supply in sufficient quantities to meet customer demands for high quality drinking water at a competitive price; administer provisions of the Domestic Water Operations Agreement to ensure the highest possible level of service to the City and its customers; maintain and upgrade standards for distribution system design and modernization; provide for future growth and the increasing water supply demand; maintain and repair fire hydrants throughout the City; and, accurately bill in a timely manner to customers. FY 2013-14 ACCOMPLISHMENTS 1. Completed replacements of over 240 leaking service connections on the system within the street right of way. 2. Completed and certified an updated Urban Water Management Plan for both wholesale and retail uses as required by the California Department of Water Resources. 3. Worked jointly with the City’s Recreation and Parks Department and Kern County Water Agency Improvement District No. 4 to receive a grant from the DWR for The Urban Bakersfield Water Use Efficiency Project. The project has an estimate total cost of $837,000 and will receive $624,000 in grant funding. The project elements include water conservation devices for residential, commercial, and municipal customers and educational opportunities for students. 4. Constructed new 16” diameter mainline extension along the new Mohawk Street extension from Rosedale Highway to Siena Lane. FY 2014-15 ACTION PLAN 1. Use IRWMP grant funds to initiate a residential and commercial water conservation incentive program that provides incentives for a suite of devices that promote high-efficiency technologies and best water conservation practices to improve indoor and outdoor water use efficiency in the City’s Domestic Water Service Area. 2. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act. 180 4521 – Domestic Water continued 3. Continue to perform technical studies and analysis to determine appropriate treatment methods for domestic water wells that require treatment in order to continue to meet State and Federal water quality standards. Provide master planning to consider most economical use of surface and groundwater supplies for existing and future users. 4. Construct and equip two (2) water wells to increase production capacity to serve existing customers throughout the City’s domestic water system. 5. Construct 16” diameter mainline extension along Rosedale Highway from Wedding Lane to Mohawk Street. 6. Equip City Well CBK 41 with water treatment system at wellhead and get well on-line to serve existing customers. 7. Operate the City domestic water wells as efficiently as possible to minimize electrical costs and continue to receive rebates when new efficient pump motors are installed. Electrical use accounts for over 22% of Domestic Water’s annual budget. FY 12-13 FY 13-14 FY 14-15 SERVICE LEVEL INDICATORS Actual Projected Proposed New Service Connections 701 960 1020 Water Wells Constructed 2 0 2 181 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 846,491 $ 1,054,861 $ 1,071,891 $ 1,275,479 Operating 18,741,268 17,747,452 17,747,452 18,253,873 Capital 7,230 20,000 20,000 30,000 Total $ 19,594,989 $ 18,822,313 $ 18,839,343 $ 19,559,352 SOURCE OF FUNDS: Domestic Water $ 19,594,989 $ 18,822,313 $ 18,839,343 $ 19,559,352 Total $ 19,594,989 $ 18,822,313 $ 18,839,343 $ 19,559,352 DOMESTIC WATER 182 Director Assistant Director Recreation Division Parks Division Administrative Services Financial Support Services Craftworkers Repair & Maintenance Park/Streetscape Maintenance Urban Forestry/Trees Planning/Projects – CIP & Major Repairs Sports/Athletics Special Events, Saunders & Silver Creek Community Center MLK Community Center Aquatics Recreation and Parks FY 2014-2015 Organizational Chart 18 3 Recreation and Parks DEPARTMENT GOAL To enhance the quality of life through a variety of programs, parks and partnerships. FY 2013-2014 ACCOMPLISHMENTS 1. Increased security patrols at key times, leading to arrests, an increased presence, and security for special events. 2. Became the first city in California to renew NRPA accreditation, which establishes accreditation for another five years. 3. Installed scoreboards for the softball fields at Mesa Marin Sports Complex. 4. Developed partnerships with CSUB PEAK program and local high schools for tree planting, 5k runs, and after school programming. 5. In conjunction with group homes, created adaptive programming at non- peak use times. 6. Maximized use of the Mesa Marin Sports Complex: held a national softball tournament during the 2013 summer; fully programmed Mesa Marin for softball tournaments where full capacity was met; and held other girls softball tournaments. FY 2014-2015 ACTION PLAN 1. Identify funding source(s) to review and update Recreation and Parks Master Plan to include future community needs. 2. Continue working with Bakersfield Police Department to increase security at recreation centers and parks. 3. Collaborate with other City Departments to complete or begin Capital Improvement Projects including Planz Skate Park, Sports Village Phase III, and Mesa Marin Phase II. 4. Begin the integration of the Maxi-Com system to expand irrigation conservation equipment in identified parks as identified in the Water Resources grant. 184 5. Conduct a thorough evaluation of the McMurtrey Aquatic Center’s slide using an outside consultant to identify and complete necessary levels of rehabilitation. 6. Artificial Turf: begin design and implement phase 2 of evaluation/test program in various medians throughout the City. FY 2014-2015 SIGNIFICANT BUDGET CHANGES 1. The FY 2014-15 budget reflects Council’s continuing commitment to improve the visual appearance and livability of the City. In doing so, the Department proposes to increase the water budget by $500,000 to meet the demands of increased park and streetscape acres and increased utility costs. 2. In compliance with Prop 218 for refuse and wastewater services at City facilities, the Department proposes a $122,373 budget for internal fees related to these services. 185 Adopted Amended Proposed Actual BudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Administration $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 Parks 13,776,323 13,860,083 13,979,453 15,099,850 Recreation 2,596,638 2,828,435 2,906,275 3,003,132 Total $ 17,579,748 $ 17,845,393 $ 18,062,221 $ 19,294,447 SOURCE OF FUNDS: General Fund $ 17,552,968 $ 17,815,093 $ 18,031,921 $ 19,264,147 Amtrak Operating Fund 26,780 30,300 30,300 30,300 Total $ 17,579,748 $ 17,845,393 $ 18,062,221 $ 19,294,447 FULL TIME EMPLOYEES: Administration 10.00 9.00 9.00 9.00 Parks 128.00128.00128.00128.00 Recreation 11.00 12.00 12.00 13.00 Total 149.00 149.00 149.00 150.00 RECREATION AND PARKS 186 5041 – ADMINISTRATIVE SERVICES DIVISION GOALS Provide administrative support for the effective operation of the Recreation and Parks Divisions; promote synergy between the divisions to enhance the services provided by each; establish and implement policies and procedures; monitor operating and capital improvement program budgets; and, provide excellent customer service in accepting reservations, activity enrollments and responding to complaints and inquiries. FY 2013-2014 ACCOMPLISHMENTS 1. Secured agreements with American Youth Soccer Organization and Golden Empire Youth Football to collaborate events and operations of the State Farm Sports Village. 2. In collaboration with Public Works, completed construction of phase 2 of the Sister City Gardens. 3. Began operations of the Mill House at Mill Creek Linear Park. 4. Began working on expansion of State Farm Sports Village, including the main entrance off Taft Highway. 5. Secured new and refurbished existing fitness equipment at the Dr. Martin Luther King, Jr. Community Center. 6. Secured funding from “Invest from the Ground Up” for the planting of 215 trees along trails and open spaces. 7. Continued successful collaboration with Golden Empire Youth Football, American Soccer Organization, and Bakersfield South West Baseball for successful operations of State Farm Sports Village and Aera Park. 8. Completed the purchase and installation of a picnic shade at Patriots Park. 9. On target to install shade over existing concrete slab at Stiern Park, which will facilitate additional programming. 187 5041 – Administrative Services continued FY 2014-2015 ACTION PLAN 1. Pursue naming rights for Mesa Marin Sports Complex. 2. Apply for a Gold Medal from the National Recreation and Park Association and become a top four finalist. 3. Increase marketing of services through free social media opportunities. 4. Monitor the use of the new skate feature at Planz Park and the new shade shelter at Stiern Park. 6. Continue rehabilitation efforts on existing playgrounds to include inclusive playground design. 7. Work with non-profits with providing special events. 188 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,012,864 $ 956,600 $ 972,675 $ 1,010,390 Operating 193,923 200,275 203,818 181,075 Capital - - - - Total $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 SOURCE OF FUNDS: General Fund $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 Total $ 1,206,787 $ 1,156,875 $ 1,176,493 $ 1,191,465 ADMINISTRATION 189 5031 – RECREATION DIVISION GOALS Provide quality recreational services for the Bakersfield community. FY 2013-2014 ACCOMPLISHMENTS 1. The Department obtained four new sponsorships this past year: $1,800 was provided by Kaiser Permanente to sponsor a Family Fun Night “Luau”; Wienerschnitzel donated $1,000 to sponsor two Silver Creek Music Fest Concerts and $250 to sponsor a Movie in the Park; Bright House Networks donated $7,500 for Movies in the Park; and $250 was donated by Tracy Peoples of Javita for Silver Creek Music Fest Concerts. 2. With the increase in pay for temporary staff, we were able to hire 87 Lifeguards which allowed us to increase the amount of swim lessons offered and provide enough coverage for all the aquatic programs. 3. Mesa Marin Sports Complex hosted the Amateur Softball Association’s (ASA) Western Nationals Girls U-18 Fast Pitch Softball Tournament July 31st through August 2nd. ASA awarded the City with the James Farrell Award of Excellence for the tournament. To attain this award, cities must do an outstanding job of hosting ASA/USA National Championship Tournaments and receive an overall rating of 95% from an ASA Representative, an Umpire-In Chief, and National Office. 4. The Dr. Martin Luther King Jr. Community Center was renovated with new ceiling and floor tiles, fresh paint throughout and replacement of carpets. The surveillance system was also upgraded with several new cameras placed on the outside of the Center. FY 2014-2015 ACTION PLAN 1. Coordinate the necessary repairs and improvements to the slides and drainage system project at the McMurtrey Aquatic Center with minimum program disruptions. 2. Expand the Learn to Swim program targeting children from low-income and underserved areas with a grant from Kaiser Permanente. 3. Coordinate ceiling tile removal from the basketball gym at the Dr. Martin Luther King Jr. Center. Install acoustic tile in order to minimize noise levels so 190 5031 – Recreation continued special events such as the Camp King Talent Show and the MLK Breakfast can still be held in the gym. 4. Expand the Silver Creek afterschool/day camp programs. 5. Heighten security at recreation programs and facilities for staff and participants. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 (Total Attendance) Actual Projected Proposed Sports Silver Creek Community Center/ Saunders Recreation Facility Martin Luther King Jr. Center Aquatics 259,369 200,000 240,000 22,174 22,000 22,000 42,240 45,000 45,000 154,069 136,000 140,000 191 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 1,691,813 $ 1,928,252 $ 1,985,168 $ 2,043,613 Operating 901,554 889,583 910,507 943,919 Capital 3,271 10,600 10,600 15,600 Total $ 2,596,638 $ 2,828,435 $ 2,906,275 $ 3,003,132 SOURCE OF FUNDS: General Fund $ 2,596,638 $ 2,828,435 $ 2,906,275 $ 3,003,132 Total $ 2,596,638 $ 2,828,435 $ 2,906,275 $ 3,003,132 RECREATION 192 5021 – PARKS DIVISION GOALS Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services. FY 2013-2014 ACCOMPLISHMENTS 1. Met with representatives of Tree Foundation of Kern and the Downtown Business Association and assisted them in development of a comprehensive plan intended to increase the tree inventory in Downtown Bakersfield. 2. Assisted Water Resources in preparation of a grant application, which was awarded, to fund the purchase and installation of Maxi-Com Central Control Unit equipment in 18 City parks. 3. Completed construction of phase 2 of the State Farm Sports Village. The project includes all Maxi-Com compatible irrigation components. 4. All new subdivisions provided with landscape median improvements were installed with Maxi-Com compatible equipment. 5. Completed the construction of Sister Cities Phase B and Mill House improvements that include all Maxi-Com compatible irrigation components. 6. Replaced sod at City Hall North with artificial turf to reduce water use and eliminate irrigation runoff into basement. 7. Permanent seating at the Bright House Networks Amphitheatre were reconditioned to allow more legroom and better seating positions. 8. Completed construction of the Siemon Park splash pad along with the rehabilitation of the adjacent restroom. 9. Saunders, Beale, Wilderness, and Challenger Park playgrounds were replaced with modern Americans with Disabilities Act compliant equipment. 10. Assisted Code Enforcement with the homeless encampment clean up on a bi-monthly basis. 193 5021 – Parks continued 11. Park staff members attended a week-long training session on the installation and hardware operation of the Maxi-Com system, two of which achieved certification. 12. Park staff installed several Barn Owl houses near and trees and along the Kern River Corridor in an effort to reestablish the population and help control ground squirrel populations. The houses were designed, built, and supplied by the Kern River Parkway Foundation. 13. Celebrated Arbor Day with the planting of 50 trees by volunteers at the State Farm Sports Village. FY 2014-2015 ACTION PLAN 1. Maintain, improve and enhance parks, streetscapes and facilities with the resources available. 2. Continue partnering with other City Departments, agencies, and private and nonprofit sectors to offer additional park enhancements. 3. Preserve and maintain our urban forest for future generations. 4. Retain Tree City USA status for the 17th consecutive year. 5. Build community support and a sustainable foundation for parks, streetscapes and facilities. 6. Continue to achieve Commission for Accreditation of Park and Recreation Agencies standards so that the department may stay in compliance with accreditation mandates. SERVICE LEVEL INDICATORS FY 12-13 FY 13-14 FY 14-15 Actual Projected Proposed Maintenance District Acreage Non-Maintenance District Acreage Facility/Park Reservations 722 756 767 443 446 450 4,762 4,673 4,800 194 Adopted Amended Proposed Actual BudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 7,683,409 $ 8,117,514 $ 8,236,884 $ 8,400,886 Operating 6,086,914 5,742,569 5,742,569 6,698,964 Capital 6,000 - - - Total $ 13,776,323 $ 13,860,083 $ 13,979,453 $ 15,099,850 SOURCE OF FUNDS: General Fund $ 13,749,543 $ 13,829,783 $ 13,949,153 $ 15,069,550 State Transportation 26,780 30,300 30,300 30,300 Total $ 13,776,323 $ 13,860,083 $ 13,979,453 $ 15,099,850 PARKS 195 THIS PAGE INTENTIONALLY LEFT BLANK 196 Community Development FY 2014-2015 Organizational Chart Code Enforcement Permitting & Plan Checking Construction Inspections Building Division Permitting & Zoning Advanced Planning Current Planning Planning Division Business Manager Community Development Director Economic Development 19 7 COMMUNITY DEVELOPMENT DEPARTMENT GOAL To provide professional and technical services that support the development of a balanced community, the preservation of existing neighborhoods and the development of new neighborhoods in a timely and orderly manner; be responsive to the needs of the community; facilitate programs and projects that stimulate economic development by creating and retaining employment opportunities; provide housing programs that are affordable and inclusive; enhance and preserve historical resources; improve the safety and livability of neighborhoods by expanding economic opportunities; and, ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies. FY 2014-15 SIGNIFICANT BUDGET CHANGES 1. Restore a Building Inspector and a Community Development Technician as a result of the increased building activity. 2. Budgeted an additional $20,000 within the Building Division for a contract labor to assist with ongoing abatement of illegal encampments in the Kern River bed. 198 Adopted AmendedProposed ActualBudgetBudgetBudget DIVISIONS:2012-132013-142013-142014-15 Planning $ 7,127,921 $ 5,063,021 $ 5,160,990 $ 7,166,716 Building 4,591,384 5,223,849 5,340,322 5,492,616 Total $ 11,719,305 $ 10,286,870 $ 10,501,312 $ 12,659,332 SOURCE OF FUNDS: General Fund $ 2,948,730 $ 3,273,310 $ 3,362,104 $ 3,376,149 Development Srvcs. Fund 3,513,266 3,878,329 4,122,856 4,117,478 Community Dev. Block Grant 1,055,655 2,177,945 1,974,271 1,042,180 HOME Program 137,400 957,286 1,042,081 1,109,525 Nat'l Stabilization Program 2,223,944 - - - ARRA HUD Stimulus Fund 46,609 - - - SA-SEPA - Operating 97,448 - - - SA-SEPA - Housing 882,399 - - - SA-OTKP - Operating - - - - SA-OTKP - Housing 197,315 - - 3,000,000 SA-DTPA - Operating - - - - SA-DTPA - Housing 616,539 - - - SA-OTKP - Cal Home Prog. - - - 14,000 Total $ 11,719,305 $ 10,286,870 $ 10,501,312 $ 12,659,332 FULL TIME EMPLOYEES: Planning*26.00 24.00 24.00 24.00 Building 35.00 37.00 37.00 39.00 Total 61.00 61.00 61.00 63.00 *Includes former EDCD staff COMMUNITY DEVELOPMENT 199 6011– PLANNING DIVISION GOAL Perform processes and functions that result in timely and orderly development within the City through the implementation of the City’s General Plan; administer land use, planning, and zoning laws, and regulate land divisions, all in a manner which is equitable to individual property owners and the greater community; provide a suitable living environment by improving the safety and livability of neighborhoods; and facilitate programs and projects that stimulate economic development by creating and retaining employment opportunities. FY 2013-14 ACCOMPLISHMENTS Planning: 1. Secured additional grant funding from the Federal wildlife agency to continue work on the preparation of the new Bakersfield Habitat Conservation Plan (Phase 2). This is a multi-phased, multi-year project to create a new habitat conservation plan for the Metropolitan Bakersfield area. 2. Completed Phase 1 of the new Bakersfield Habitat Conservation Plan (i.e. data collection and mapping). 3. Completed and adopted a Bike Transportation Plan, which identifies specific bicycle projects that could qualify for Caltrans' funding and other grant funding programs. 4. Assisted TRIP with the review and public hearings by the Planning Commission concerning the Environmental Impact Report for the 24th Street Widening Project. 5. Provided professional and technical support to Kern Council of Governments related to regional land use and transportation plans, and new climate change regulations (AB 32 and SB 375). 6. Completed one annexation encompassing 90 acres (approximately 0.14 square miles). 7. Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP). 8. Commenced the preparation of an Environmental Impact Report for the Olive Drive/SR 99 Walmart project. Economic Development: 1. Completed construction of park improvements for Phase B of Mill Creek Park-Sister Cities project in November 2013 ($432,450 grant from the State of California Housing and Community Development Department). 2. Completed construction of Mill Creek Plaza replica Mill House at 17th Street and the Kern Island Canal in August 2013. 200 6011– Planning continued 3. Completed facility improvements at the Boys and Girls Club of Bakersfield. 4. Completed the development of a small park and parking area at South Mill Creek (700 California Avenue). 5. Began marketing the Creekview Villas Townhomes (14 units), an affordable for-sale housing community. 6. Received a tax credit award and initiated construction on the Residences at Old Town Kern (50-unit affordable housing project) in conjunction with the Kern County Housing Authority, including the adaptive re-use of the historically-significant Cornet Building. 7. The 57-unit Mill Creek Courtyard Senior Residences project was awarded tax credits with commencement of construction anticipated in Spring 2014 and an estimated completion by March 2015. 8. The 56-unit Park 20th Apartments project (400 20th Street) was awarded tax credits and will be under construction Spring 2014. At least 20 units in this development will be set aside to house homeless veterans. 9. Funded and administered Emergency Solutions Grant funds for the following non-profit service providers to combat homelessness: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, Flood Bakersfield Ministries, and Alliance Against Family Violence and Sexual Assault. Funding was directed to re-housing of persons entering homelessness, street outreach to connect homeless individuals with benefits and services to exit homelessness, and emergency shelter activities. 10. Provided services to over 400 consumers and providers concerning information, training, and counseling on Fair Housing and compliance issues. 11. Funded and co-administered seven capital improvement program activities totaling over $2.5 million of CBDG funds. 12. Provided funding to the Bakersfield Police Department to staff police positions for the Mill Creek, Southeast, and Baker Street areas. FY 2014-15 ACTION PLAN Planning: 1. Continue efforts to secure funding for the next phases the new Bakersfield Regional Habitat Conservation Plan with federal wildlife grants. 2. Apply for grants to fund identified projects within the adopted Bicycle Transportation Plan to enhance and/or construct new bicycle facilities within the City. 3. Continue coordination with Kern County to update the Metropolitan Bakersfield General Plan policies. 4. Continue to provide administrative support staff for the existing MBHCP Trust Group. 201 6011– Planning continued 5. Coordinate with the Local Agency Formation Commission (LAFCo) and City Manager’s office regarding annexations as needed. 6. Continue monitoring regional planning efforts through the Kern Council of Governments. 7. Monitor land use related activities associated with the high speed rail alignments and station location by the California High Speed Rail Authority. 8. Secure permit extensions from the Federal and State wildlife agencies to the existing MBHCP to cover the gap period between the expiration of the existing permits and approval of new permits (three-five year extension). Current permits expire August 2014. 9. Complete processing of general plan and zoning amendments, subdivision maps, conditional use permits, site plan reviews and other applications in a timely and efficient manner. Continue to provide excellent customer service by being attentive, respectful, and understanding of customer requests, and being proactive in identifying and resolving concerns or problems. 10. Continue to act in an advisory capacity to the Downtown Bakersfield Development Corporation. SERVICE LEVEL INDICATORS (by application type) FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed Concurrent (Gen Plan Amend/Zone Change) 14 8 8 Conditional Use Permits 30 30 30 General Plan Amendments 4 2 2 Home Occupations 278 300 300 Land Divisions 47 45 45 Site Plan Reviews 67 70 70 Zone Changes 3 3 3 Zoning Modifications 12 15 15 Economic Development: 1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield. 2. Complete construction of the Residences at Old Town Kern affordable housing project using various housing resources, including the rehabilitation of the Coronet building to be used as a community center. 202 6011– Planning continued 3. Continue to provide down payment assistance to low and moderate income homebuyers for Parkview Cottages and Creekview Villas Townhomes. 4. Continue working diligently with the Successor Agency to complete the remaining Proposition 1C enforceable projects and contracts from the former Bakersfield Redevelopment Agency. These include construction of 19th Street Senior Housing and parking structure, Mill Creek Courtyard Senior Residences, Creekview Villas townhomes, and the Park 20th Housing project. 5. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs. 6. Provide assistance to public services and facilities for five non-profit organizations providing emergency shelter, transitional support and senior activities. 7. Provide assistance as needed to the Bakersfield Board of Realtors for its Fair Housing Arts Contest. 8. Increase the overall level of Fair Housing law knowledge to all community residents by providing services, information, technical training, and counseling on fair housing related issues. 9. Implement programs and activities identified in the FY 2014-2015 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities. SERVICE LEVEL INDICATORS FY 12-13 Actual FY 13-14 Projected FY 14-15 Proposed Home Access Grant Program 14 9 10 Fair Housing Calls 655 682 682 Fair Housing Education and Outreach 400 400 400 Downpayment Assistance Loans 5 10 8 Economic development information requests 92 100 125 Project assistance/business retention requests 3 5 7 203 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 2,359,660 $ 2,318,753 $ 2,357,738 $ 2,416,322 Operating 4,768,261 2,744,268 2,803,252 4,750,394 Capital - - - - Total $ 7,127,921 $ 5,063,021 $ 5,160,990 $ 7,166,716 SOURCE OF FUNDS: General Fund $ 1,002,963 $ 1,088,218 $ 1,103,431 $ 1,128,707 Development Srvcs. Fund 867,649 839,572 1,041,207 872,304 Comm. Dev. Block Grant 1,055,655 2,177,945 1,974,271 1,042,180 HOME Program 137,400 957,286 1,042,081 1,109,525 Nat'l Stabilization Program 2,223,944 - - - ARRA HUD Stimulus Fund 46,609 - - - SA-SEPA - Operating 97,448 - - - SA-SEPA - Housing 882,399 - - - SA-OTKP - Housing 197,315 - - 3,000,000 SA-DTPA - Housing 616,539 - - - SA-OTKP - Cal Home Prog. - - - 14,000 Total $ 7,127,921 $ 5,063,021 $ 5,160,990 $ 7,166,716 PLANNING 204 6021 - BUILDING DIVISION GOAL Provide building inspection and plan check services for residential, commercial and industrial projects that promote health and safety in the construction and maintenance of buildings, structures and property through the enforcement of uniform building codes, conservation and property maintenance standards, and other local regulations and ordinances. FY 2013-14 ACCOMPLISHMENTS 1. Adopted the 2013 California Building Codes with local amendments in a timely manner. Provided in house training to local engineers, architects and contractors on the new codes. 2. Continued to provide step-by-step approach handouts for homeowners and contractors to become familiar with state building code regulations. 3. Developed and implemented a river bed encampment abatement policy in conjunction with the Kern County Homeless Collaborative and the Greater Bakersfield Legal Assistance group. 4. Continue updating and implementing user friendly comprehensive website illustrating and explaining major functions provided by the Building Division, including forms and informational handouts. FY 2014-15 ACTION PLAN 1. Continue to provide in house training for local architects, engineers and contractors on the new code. 2. Remodel first floor of Community Development Services building to provide more professional atmosphere along with more efficient use of personnel and space. 3. Continue updating and implementing a user friendly comprehensive website illustrating and explaining major functions provided by the Building Division including forms and informational handouts. 205 6021– Building continued 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 FY 09FY 10FY 11FY 12FY 13 Permit History $0 $50 $100 $150 $200 $250 $300 $350 $400 $450 $500 FY 09FY 10FY 11FY 12FY 13 Permit Valuations (Valuations are in Millions $) 206 Adopted AmendedProposed ActualBudgetBudgetBudget EXPENDITURES:2012-132013-142013-142014-15 Personnel $ 3,981,411 $ 4,488,564 $ 4,599,337 $ 4,736,246 Operating 609,973 735,285 738,985 756,370 Capital - - 2,000 - Total $ 4,591,384 $ 5,223,849 $ 5,340,322 $ 5,492,616 SOURCE OF FUNDS: General Fund $ 1,945,767 $ 2,185,092 $ 2,258,673 $ 2,247,442 Development Srvcs Fund 2,645,617 3,038,757 3,081,649 3,245,174 Total $ 4,591,384 $ 5,223,849 $ 5,340,322 $ 5,492,616 BUILDING 207 THIS PAGE INTENTIONALLY LEFT BLANK 208 Non-Departmental This section includes expenditures which cannot be attributed to a single department or division. These expenditures are for services which may impact a number of City departments and functions. • Retiree Medical Benefits - This item provides for contributions to medical insurance premiums for retired City employees with at least 10, 15, or 20 years of service credit depending on date of hire, as provided for in various labor agreements. Currently, the City provides benefits to over 300 retired employees. Additionally, due to changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account may also reflect the cost of benefits earned by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are paid. • Elections - This item includes funds for the planning for and execution of all City elections. • Property Tax Administration - Section 97 of the Revenue and Taxation Code allows the County to charge all districts in the county for their share of the County’s “Property Tax Administration Cost”. This cost commenced with the 1990-91 fiscal year as a result of state budgetary action. The cost to each district is based upon its share of the current AB8 tax dollars, plus a share of the countywide Unitary Tax Allocation. In November 2012 the California State Supreme Court ruled that Counties, including Kern County, had been incorrectly calculating the property tax administrative fees for Cities across the state. As a result of the Court’s ruling, the City of Bakersfield received a refund of approximately $3,300,000 in FY 12-13. The incremental savings in FY 13-14 is expected to be approximately $575,000. • Park Development (NOR) – This item provides for the allocation of Park Development Fees collected by the City within the NOR Recreation and Parks District towards park acquisition and development by that agency. • Contingency - The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year. 209 NON-DEPARTMENTAL Adopted AmendedProposed ActualBudgetBudgetBudget 2012-132013-142013-142014-15 Non-Departmental $ 10,322,901 $ 15,367,783 $ 12,043,390 $ 14,009,875 Total (a) (b) $ 10,322,901 $ 15,367,783 $ 12,043,390 $ 14,009,875 SOURCE OF FUNDS: General Fund $ 9,560,210 $ 14,426,308 $ 11,101,915 $ 12,866,935 Development Servcs. Fund 231,900 231,900 231,900 431,900 T.O.T. Fund 123,748 109,575 109,575 111,040 Park Development (NOR) 377,121 - - - COF Utility/Road Funds 29,922 600,000 600,000 600,000 Total Total (a) (b) $ 10,322,901 $ 15,367,783 $ 12,043,390 $ 14,009,875 FULL TIME EMPLOYEES: Non- Departmental 0.00 0.00 0.00 0.00 Total 0.00 0.00 0.00 0.00 (a) Does not include debt service or interfund transfers (b) Items of note included in the 2013-14 non-departmental budget include: (1) Council Contigency of $250,000 (2) City's Share of Cost for LAFCo, KEDC and KernCOG (3) Estimated Share of Elections Costs for November 2014 Election 210 Special Revenue Funds These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. • Community Development Block Grant Fund - Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation, and improvements of community services. • HOME Investment Partnership Program Fund - Used to account for resources provided by Federal Housing and Urban Development for a wide range of activities that buy, build and rehabilitate affordable housing opportunities for rent or home ownership for low-income citizens. • Neighborhood Stabilization Program Fund – Used to account for resources provided by the Federal Housing and Urban Development to aid in purchase of foreclosed or abandoned homes and to rehabilitate, resell, or develop these homes in order to stabilize neighborhoods and stem the decline of house values of neighboring homes. The program is authorized under Title III of the Housing and Economic Recovery Act of 2008. • Federal Transportation Fund - Used to account for resources provided by the Federal Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. These resources include four programs comprised of the Surface Transportation Program (STP), Congestion Mitigation and Air Quality (CMAQ), Transportation Enhancement Activity (TEA), and Highway Bridge Replacement and Rehabilitation (HBRR). • Thomas Roads Improvement Program (TRIP) Fund - Used to account for the resources provided by the Federal SAFETEA-LU Section 1302 National Corridor Infrastructure Improvement Program promoted by Congressman Bill Thomas. These monies will provide significant federal funding for twelve (12) specific projects identified in the federal program award, including the North Beltway, West Beltway, State Route 178 and the Centennial Corridor projects. • State (TDA) Transportation Fund - Used to account for the City's allocation of 1/4 percent of sales tax authorized by SB 325 Transportation Development Act (TDA) and State Grants for operation of an Amtrak Station. • State Gas Tax Fund - Used to account for the City's share, based upon population, of state gasoline taxes. State law requires these gasoline taxes be used to maintain streets or for major street construction. • Traffic Safety Fund - Used to account for the City's share of traffic fine resources which are transferred to the General Fund to assist in funding the cost of traffic safety and traffic control devices, and the cost of the red light enforcement program. 211 Special Revenue Funds continued • CUPA/UASI – Certified Union Program Agency (CUPA) is used to account for fire prevention activities. City businesses pay fees for one or more activities, such as hazardous materials, fuel storage tanks, fire alarms, sprinklers, etc. The Urban Area Security Initiative (UASI) is used to account for program funds directed at improving homeland security capabilities within high-risk, high density urban areas. The Bakersfield Fire Department was designated the single point of contact as per the UASI grant guidelines. • Supplemental Law Enforcement Safety Fund - Used to account for the City’s share, based upon population of the Supplemental Law Enforcement Block Grant commencing with the State’s 1996-97 fiscal year and other categorical public safety grants. • Transient Occupancy Tax Fund - Established in July 1998 to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and the operation and debt obligations related to Rabobank Arena complex, ice rink and the Bakersfield Convention and Visitors Bureau. 212 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1$240,467$267,427$267,427$243,890 Revenues Intergovernmental Revenue2,559,6453,436,3007,525,1623,461,778 Charges for Services99,519 Miscellaneous Revenue194,0217,000175,868175,868 Total Revenues2,853,1853,443,3007,701,0303,637,646 Expenditures Personnel 491,668495,469495,469534,663 Operating 563,9871,478,8024,190,069507,517 Total Operating1,055,6551,974,2714,685,5381,042,180 Capital Improv. Projects1,017,8311,070,0012,447,5962,019,415 Total Expenditures2,073,4863,044,2727,133,1343,061,595 Transfers Transfers out (752,739)(591,433)(591,433)(586,887) Fund Balance - June 30 267,427$ 75,022$ 243,890$ 233,054$ 213 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 17,887$ 94,257$ 94,257$ 141,620$ Revenues Intergovernmental Revenue 130,037 1,009,944 5,615,517 1,079,525 Miscellaneous Revenue 93,733 30,000 79,500 30,000 Total Revenues 223,770 1,039,944 5,695,017 1,109,525 Expenditures Personnel 123,497 124,278 124,278 100,911 Operating 13,903 917,803 5,523,376 1,008,614 Total Expenditures 137,400 1,042,081 5,647,654 1,109,525 Fund Balance - June 30 94,257$ 92,120$ 141,620$ 141,620$ 214 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental Revenue2,223,944 1,096,967 Total Revenues 2,223,944 1,096,967 Expenditures Personnel Operating2,223,9441,096,967 Capital Outlay Total Expenditures2,223,9441,096,967 Fund Balance - June 30 -$ -$ -$ -$ 215 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental Revenue3,243,67311,813,17119,382,8984,283,000 Total Revenues3,243,67311,813,17119,382,8984,283,000 Capital Improv. Projects3,243,67311,813,17119,382,8984,283,000 Total Expenditures3,243,67311,813,17119,382,8984,283,000 Fund Balance - June 30 -$ -$ -$ -$ 216 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1383,182$ 384,522$ 384,522$ 384,520$ Revenues Intergovernmental Revenue61,600,612214,417,616350,172,887110,046,416 Miscellaneous Revenue1,340 Total Revenues61,601,952214,417,616350,172,887110,046,416 Expenditures Capital Improv. Projects 61,600,612214,417,616350,172,889110,046,416 Total Expenditures 61,600,612214,417,616350,172,889110,046,416 Fund Balance - June 30 384,522$ 384,522$ 384,520$ 384,520$ 217 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 320,642727,172727,172355,050 Miscellaneous Revenue(426)500500500 Total Revenues320,216727,672727,672355,550 Expenditures Operating 211,146350,472350,472355,550 Capital Improv. Projects 109,070377,200377,200 Total Expenditures 320,216727,672727,672355,550 Fund Balance - June 30 -$ -$ -$ -$ 218 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 19,882,353$ 1,448,159$ 5,280,903$ 1,729,149$ Revenues Intergovernmental Revenue7,445,5697,320,0008,460,0008,410,000 Fines & Forfeits33,90210,000100,00010,000 Miscellaneous Revenue4,01925,00025,00025,000 Total Revenues7,483,4907,355,0008,585,0008,445,000 Expenditures Operating 3,174,482 77,579 Capital Outlay 24,827 11,971 Total Operating 3,199,309 89,550 Capital Improv. Projects 8,680,0318,304,01012,047,2049,300,000 Total Expenditures 11,879,3408,304,01012,136,7549,300,000 Transfers Transfers out (205,600) Fund Balance - June 30 5,280,903$ 499,149$ 1,729,149$ 874,149$ 219 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1760,868$ 139,613$ 139,613$ -$ Revenues Charges for Services 219,937300,000250,000250,000 Fines and Forfeits 939,6951,100,0001,100,0001,100,000 Miscellaneous Revenue 3,514 3,000 3,000 Total Revenues 1,163,1461,403,0001,353,0001,350,000 Expenditures Operating 484,401500,100492,613500,000 Total Expenditures 484,401500,100492,613500,000 Transfers Transfers out (1,300,000)(1,100,000)(1,000,000)(850,000) Fund Balance - June 30 139,613$ (57,487)$ -$ -$ 220 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1156,329$ 342,825$ 365,505$ 300,098$ Revenues Intergovernmental Revenue 814,432 3,674 Licenses and permits 197,312194,000194,000195,500 Fines and Forfeits Charges for Services 880,406766,000841,500912,000 Miscellaneous Revenue (1,465)1,000 1,000 Total Revenues 1,890,685 960,000 1,040,174 1,108,500 Expenditures Personnel 692,350836,453836,453762,506 Operating 174,657207,528230,208225,511 Capital Outlay814,50235,24638,920353,000 Total Expenditures1,681,509 1,079,227 1,105,581 1,341,017 Fund Balance - June 30365,505$ 223,598$ 300,098$ 67,581$ 221 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1480,855$ 500,408$ 519,765$ -$ Revenues Intergovernmental 660,389570,016589,980573,136 Fines and Forfeits Miscellaneous Revenue(1,370)1,5001,500 Total Revenues659,019571,516591,480573,136 Expenditures Personnel 185,177 86,580 86,580 46,000 Operating 176,013348,936361,911381,566 Capital Outlay 258,919175,080662,754145,570 Total Expenditures 620,109610,5961,111,245573,136 Fund Balance - June 30 519,765$ 461,328$ -$ -$ 222 CITY OF BAKERSFIELD FINANCIAL SUMMARY METROPOLITIAN MEDICAL RESPONSE SYSTEM AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 11,493$ -$ 1,493$ -$ Revenues Intergovernmental 112,073 20,000 33,970 Miscellaneous Revenue Total Revenues 112,073 20,000 33,970 Expenditures Operating 56,918 20,000 32,079 Capital Outlay 55,155 3,384 Total Operating 112,073 20,000 35,463 Total Expenditures 112,073 20,000 35,463 Fund Balance - June 30 1,493$ -$ -$ -$ 223 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 15,099,188$ 2,054,949$ 2,142,336$ 2,726,263$ Revenues Taxes 8,274,240 8,000,000 8,300,000 8,465,000 Charges for Services 6,592,995 6,726,663 6,726,663 6,163,793 Miscellaneous Revenue 1,226,284 1,220,000 1,220,000 1,200,000 Total Revenues 16,093,519 15,946,663 16,246,663 15,828,793 Expenditures Personnel 3,832,093 4,190,065 4,190,065 2,585,427 Operating 3,865,817 3,717,284 3,804,671 4,666,644 Capital Outlay 25,000 25,000 Capital Leases 3,139,575 3,143,000 3,143,000 3,145,150 Total Expenditures 10,837,485 11,075,349 11,162,736 10,397,221 Transfers Transfers out (8,212,886) (4,500,000) (4,500,000) (6,648,675) Fund Balance - June 30 2,142,336$ 2,426,263$ 2,726,263$ 1,509,160$ Capital Lease Reserve 900,000$ 900,000$ 900,000$ 900,000$ Unreserved 1,242,336 1,526,263 1,826,263 609,160 Total 2,142,336$ 2,426,263$ 2,726,263$ 1,509,160$ Analysis of Fund Balance 224 CITY OF BAKERSFIELD FINANCIAL SUMMARY ARRA FEDERAL STIMULUS FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 1,645,575 70,500 98,349 Miscellaneous Revenue 131 Total Revenues 1,645,706 70,500 98,349 Expenditures Personnel 1,540,260 Operating 7,778 70,500 98,349 Capital Outlay 97,668 Total Expenditures 1,645,706 70,500 98,349 Fund Balance - June 30 -$ -$ -$ -$ 225 Internal Service Funds These funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit on a cost-reimbursement basis. • Equipment Management Fund - Used to account for the cost of maintenance, purchase and replacement of vehicular equipment and other equipment including mowers, communications, copiers and computers used by all City departments. Such costs are billed to the departments via established rates, which are based upon actual maintenance and replacement costs. • Self-Insurance Fund - Used to account for the cost of operating a self- insurance program as follows: The City is self-insured for workers’ compensation for the first $500,000 of each accident or occurrence and is a member of California Public Entity Insurance Authority for excess coverage to protect against catastrophic losses. Funding for this program is provided by allocations from various City programs. The City is self-insured for general and auto liability for the first $1,000,000 of each accident or occurrence and is a member of the Authority for California Cities for Excess Liability (ACCEL) for excess coverage in the amount of $32,000,000. Funding for this program is provided by allocation from the various City programs. 226 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 127,641,675$ 16,239,676$ 19,104,401$ 10,636,973$ Revenues Charges for Services 21,133,91621,695,35321,695,35323,087,373 Miscellaneous Revenue 898,903161,000302,000901,297 Total Revenues22,032,81921,856,35321,997,35323,988,670 Expenditures Personnel 5,150,8235,429,5935,429,5935,536,887 Operating 16,013,15212,845,51013,051,57112,711,726 Capital Outlay 11,013,45411,846,30513,172,4699,974,315 Total Operating 32,177,42930,121,40831,653,63328,222,928 Capital Improv. Projects 24,800 28,000 28,000 30,000 Total Expenditures 32,202,22930,149,40831,681,63328,252,928 Tranfers Transfers in 1,647,136 1,216,852 1,216,852 4,952,184 Transfers out (15,000) Transfers In 1,632,136 1,216,852 1,216,852 4,952,184 Fund Balance - June 30 19,104,401$ 9,163,473$ 10,636,973$ 11,324,899$ 227 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 12,356,155$ 743,820$ 835,779$ -$ Revenues Charges for Services 9,397,6629,848,9529,848,9529,766,438 Miscellaneous Revenue 451,559 65,000851,3651,670,447 Total Revenues 9,849,2219,913,95210,700,31711,436,885 Expenditures Personnel 2,524,1252,875,1082,875,1082,898,103 Operating 8,845,4728,514,5778,606,5368,538,782 Total Expenditures 11,369,59711,389,68511,481,64411,436,885 Transfers Transfers in Transfers out(57,536) (54,452) (54,452) Transfers in/(out)(57,536) (54,452) (54,452) Fund Balance - June 30 835,779$ (786,365)$ -$ -$ 228 Fiduciary Funds • Assessment Districts Fund - To account for capital improvements and subsequent debt service as a result of the issuance of 1915 Special Assessment Bonds and collection of assessment liens to retire the maturing principal and interest. 229 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 118,186,720$ 14,120,447$ 16,456,809$ 13,892,457$ Revenues Taxes and Assessments 7,221,9947,154,4527,154,4526,262,772 Charges for Services 9,324 Miscellaneous Revenue 35,291 669 Total Revenues 7,266,6097,154,4527,154,4526,263,441 Expenditures Operating 108,314248,200248,200193,000 Debt Service 8,512,3937,134,2427,134,2427,241,331 Total Operating 8,620,7077,382,4427,382,4427,434,331 Capital Improv. Projects 375,813 2,336,362 Total Expenditures 8,996,5207,382,4429,718,8047,434,331 Fund Balance - June 30 16,456,809$ 13,892,457$ 13,892,457$ 12,721,567$ 230 Capital Improvement Program Funds • Capital Outlay Fund - To account for the cost of capital projects financed primarily by general revenues. • Recreation Facilities Fund - To account for the City's share of the State of California general obligation bonds authorized by Proposition 12 park bond issue and Proposition 13 water bond issue, which were approved by California voters in March 2000, and other major revenue sources for Park and Recreation Capital projects. • Park Improvement Fund - On November 7, 1990, the City Council adopted Ordinance No. 3327 establishing a fee for the purpose of developing, improving and/or enhancing public parks and recreation facilities serving the residential development. The fee is calculated in relationship to the number of people residing in the development and the current estimated cost of constructing a park. The fee is set by resolution on a per unit basis. • Transportation Development Fund - The adopted Metropolitan Bakersfield General Plan mandated that a Transportation Impact Fee be developed to mitigate impacts of new development on the regional circulation system. The City Council adopted the fee program on January 28, 1992 and the Kern County Board of Supervisors adopted a similar fee program on April 6, 1992. The fee is collected at the building permit stage and the amount of the fee is directly related to the individual project's traffic generation potential. A portion of these funds is allocated to serve as the Local Match for the Thomas Roads Improvement Program. 231 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 18,047,893$ 5,024,673$ 8,234,106$ 5,986,131$ Revenues Intergovernmental 620,3883,394,8524,167,973 Charges for Service228,978 Fines & Forfeits1,200,000 1,200,000 Miscellaneous Revenue1,257,015 828,000 1,665,494 Other Financing Source 660,000 Total Revenues1,877,403 5,422,852 7,262,445 660,000 Expenditures Capital Improv. Projects 3,839,076 18,787,162 23,796,052 14,145,600 Total Expenditures3,839,076 18,787,162 23,796,052 14,145,600 Tranfers Transfers in 2,721,886 14,693,498 14,693,498 13,500,000 Transfers out (574,000) (407,866) (407,866) Fund Balance - June 30 8,234,106$ 5,945,995$ 5,986,131$ 6,000,531$ Facilities Reserve $5,000,000$5,000,000$5,000,000$5,000,000 Unreserved 3,234,106945,995986,131 1,000,531 Total $8,234,106$5,945,995$5,986,131$6,000,531 Analysis of Fund Balance 232 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 18,795,837$ 1,039,973$ 15,857,079$ 1,365,503$ Revenues Taxes 4,675,0004,975,0005,075,000 Intergovernmental 1,662,704 1,333,999 Charges for Service 144,350 Miscellaneous Revenue (112,640) 15,000 1,000 1,000 Total Revenues 1,694,414 4,690,000 6,309,999 5,076,000 Expenditures Operating 29,922 600,000 787,578 600,000 Capital Improv. Projects 8,408,250 4,050,440 20,013,997 6,107,916 Total Expenditures 8,438,172 4,650,440 20,801,575 6,707,916 Tranfers Transfers in 13,805,000 1,000,000 Transfers out (250,000) Transfers In 13,805,000 750,000 Fund Balance - June 30 15,857,079$ 1,079,533$ 1,365,503$ 483,587$ 233 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$ -$ -$ -$ Revenues Intergovernmental 25,311 Total Revenues 25,311 Expenditures Capital Improv. Projects 25,311 Total Expenditures25,311 Fund Balance - June 30 -$ -$ -$ -$ 234 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 16,935,655$ 2,813,063$ 5,112,642$ 1,713,064$ Revenues Assessments 2,122,923 925,000 1,792,879 1,250,000 Miscellaneous Revenue (24,453) 20,000 20,000 Total Revenues 2,098,470 945,000 1,812,879 1,250,000 Expenditures Operating 377,121 112,879 Debt Service 1,137,527 Total Operating 377,121 1,250,406 Capital Improv. Projects 3,544,362 2,800,000 3,962,051 2,242,000 Total Expenditures 3,921,483 2,800,000 5,212,457 2,242,000 Fund Balance - June 30 5,112,642$ 958,063$ 1,713,064$ 721,064$ 235 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 16,845,660$ 10,846,552$ 17,640,966$ 8,945,576$ Revenues Intergovernmental 1,661,000 1,661,000 Charges for Service 141,325 100,000 100,000 100,000 Assessments 16,783,186 12,000,000 18,000,000 18,000,000 Miscellaneous 1,507,020 25,000 3,460,000 25,000 Total Revenues 18,431,53113,786,00023,221,00018,125,000 Expenditures Personnel 217,453228,831228,831 Operating 6,753 7,330 7,330 Total Operating 224,206236,161236,161 Capital Improv. Projects 2,153,9445,885,81515,680,2292,375,000 Total Expenditures 2,378,1506,121,97615,916,3902,375,000 Transfers Transfers out (11,000,000)(16,000,000)(16,000,000)(24,000,000) Fund Balance - June 30 17,640,966$ 2,510,576$ 8,945,576$ 695,576$ 236 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 126,755,152$ 658,969$ 23,801,140$ 1,093,816$ Revenues Charges for Service 221,456 Miscellaneous (1,258) Total Revenues 220,198 Expenditures Personnel 984,7891,052,6651,052,6651,090,171 Operating 365,445387,592387,592 73,269 Total Operating 1,350,2341,440,2571,440,2571,163,440 Capital Improv. Projects 12,823,97614,124,89637,267,06723,348,335 Total Expenditures 14,174,21015,565,15338,707,32424,511,775 Transfers Transfers In 11,000,00016,000,00016,000,00024,000,000 Fund Balance - June 30 23,801,140$ 1,093,816$ 1,093,816$ 582,041$ 237 Debt Service Fund • General Obligation Debt Service Fund - Used to accumulate monies for the payment of $4,900,000 HUD Section 108 loans. The loans were issued in August 2003 with annual principal payments ranging from $161,000 to $381,000 plus interest at 1.61% to 4.76% with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt. 238 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1-$ -$ -$ -$ Revenues Miscellaneous 18,521 81,931 81,931 82,613 Total Revenues 18,521 81,931 81,931 82,613 Expenditures Debt Service 771,260673,364673,364958,175 Total Expenditures 771,260673,364673,364958,175 Transfers Transfers In 752,739591,433591,433875,562 Fund Balance - June 30 -$ -$ -$ -$ 239 PrincipalInterest Total General Fund- Compensated Absences - Accrued- Sick Leave and Vacation - Estimate 6,100,000$ -$ 6,100,000$ Transient Occupancy Tax Fund- Convention Center - Arena Projects Series 2006A - Refunding COP 15,010,000 3,109,875 18,119,875 Series 2006B - Refunding COP 5,630,000 1,337,500 6,967,500 Community Development Block Grant Fund- HUD Section 108 Loan, 2003 ($4.1 m)2,399,000 634,235 3,033,235 HUD Section 108 Loan, 2003 ($0.8 m)494,000 147,362 641,362 HUD Section 108 Loan, 2003 ($1.0 m)643,000 194,694 837,694 HUD Section 108 Loan, 2009 ($1.8 m)1,141,000 147,156 1,288,156 PG & E Retrofit Loan 144,437 25,736 170,173 Wastewater Treatment Fund: State Water Resources Loan 5,264,884 1,053,001 6,317,885 Sewer Revenue Bonds, 2007A 178,615,000 101,721,563 280,336,563 Sewer Revenue Bonds, 2012A 15,000,000 7,263,195 22,263,195 Domestic Water Fund- KCWA Water Rights 20,664,937 14,121,328 34,786,265 Successor Agency Fund: California Housing Finance Authority: The Village @ Baker Street 607,766 46,256 654,022 Centennial Garden Reimb. 1997 9,600,000 9,600,000 RDA - 2006 Arena COPS Series A 15,010,000 3,109,875 18,119,875 RDA - 2006 Arena COPS Series B 5,630,000 1,337,500 6,967,500 HUD Section 108 Loan, Millcreek South 3,178,000 1,295,220 4,473,220 HUD Section 108 Loan, Fire Station 5 1,288,000 526,801 1,814,801 HUD Section 108 Loan, 2003 ($1.0 m)643,000 194,694 837,694 I Bank - Millcreek 8,843,341 4,070,557 12,913,898 RDA Loans - Reimbursement to City 3,225,080 383,825 3,608,905 RDA-Tax Allocation Bond Series 2009A 1,875,000 1,336,314 3,211,314 RDA-Tax Allocation Bond Series 2009B 1,110,000 762,336 1,872,336 Special Assessment Districts (23)48,665,000 15,666,804 64,331,804 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2014 240 PrincipalInterestFiscal ChargesTotal Transient Occupancy Tax Fund- Convention Center - Arena Projects 2,180,000965,1503,145,150 Community Development Block Grant Fund- HUD Section 108 Loans, 2003 450,000214,5005,000669,500 PG & E Retrofit Loan 30,9517,72438,675 Trip Loc 2014 A 250,000250,000 Wastewater Treatment Fund: State Water Resources Loan 752,126150,429 902,555 Sewer Revenue Bonds, 2007A 4,360,0008,763,6569,650 13,133,306 Sewer Revenue Bonds, 2012A 5,000,000237,58841,000 5,278,588 Domestic Water Fund: KCWA Water Rights 529,179940,8311,470,010 Mainline Extenstion Reimbursement 150,000150,000 Successor Agency Fund: California Housing Finance Authority: The Village @ Baker Street 300,00027,011327,011 Centennial Garden Reimb. 1997 1,200,0001,200,000 RDA - 2006 Arena COPS Series A 1,585,000683,6503,5002,272,150 RDA - 2006 Arena COPS Series B 595,000281,5003,500880,000 HUD Section 108 Loans, Millcreek South 158,000155,060313,060 HUD Section 108 Loans, Fire Station 6 71,00069,131140,131 I Bank - Millcreek 253,355271,08826,530550,973 RDA Reimbursement to City 1,346,95433,6131,380,567 RDA 2009 Tab - Series A 65,000138,1875,150208,337 RDA 2009 Tab - Series B 40,00079,0255,150124,175 Special Assessment Districts (23)4,830,0002,396,78714,5447,241,331 Total Debt Service 23,896,56515,664,930114,02439,675,519 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES FISCAL YEAR 2014-15 241 THIS PAGE INTENTIONALLY LEFT BLANK 242 Enterprise Funds These funds account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of net income is appropriate for accountability purposes. • Wastewater Treatment Fund - Used to account for the provision of sewer service to the residents of the City and some residents of the County. This fund also accounts for the activities related to the debt issues which provided for the Wastewater Treatment Facilities. • Sewer Connection Fund - Used to account for connection fees dedicated to debt service and capital projects. • Refuse Service Fund - Used to account for the collection and disposal of solid waste within the City. All activities necessary to provide such services are accounted for in this fund. • Sanitary Landfill Cap (Landfill Closure) Fund - Used to account for the resources dedicated to capping a closed landfill. • Agricultural Water Fund - Used to account for the provision of water service restricted primarily to agricultural purposes to users within the City and some users within the County (some Kern River water is exchanged for California State Aqueduct water for domestic water purposes.) All activities necessary to provide such service are accounted for in this fund. • Domestic Water Fund - Used to account for the provision of water service to some residents of the City and the County. All activities necessary to provide such service are accounted for in this fund. • Airpark Fund - Used to account for the acquisition and operation of the Bakersfield airpark. The majority of acquisition and improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration. • Offstreet Parking Fund - Used to account for the operations of a parking garage located on 18th Street between "H" and Eye Streets and various surface parking lots within the City. 243 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND AmendedRevised Propsed Actual BudgetEstimates Budget 2012-132013-14 2013-14 2014-15 Fund Balance - July 1 75,438,520$ 33,911,885$ 56,602,634$ 35,082,075$ Revenues Intergovernmental Revenue Charges for Services 30,109,26729,628,00029,861,50029,908,000 Fines & Forfeits 58,103 71,573 141,410 Miscellaneous Revenue 1,440,666839,500 878,000 814,000 Other Financing Sources 250,000 Total Revenues 31,549,93330,525,60330,811,07331,113,410 Expenditures Personnel 5,328,0756,155,1016,155,1016,406,696 Operating 26,015,0907,808,7237,881,1318,206,956 Capital Outlay 33,005 87,000 105,289 62,000 Debt Service 17,649,76718,642,58718,642,58719,314,449 Total Operating 49,025,93732,693,41132,784,10833,990,101 Capital Improv. Projects 3,750,8824,479,00027,092,5242,365,000 Total Expenditures 52,776,81937,172,41159,876,63236,355,101 Transfers Transfers in 17,500,00016,000,00016,000,00016,000,000 Transfers out (15,109,000)(8,455,000)(8,455,000)(9,338,000) Transfers 2,391,000 7,545,000 7,545,000 6,662,000 Fund Balance - June 30 56,602,634$ 34,810,077$ 35,082,075$ 36,502,384$ Debt Service Reserve 16,000,000$ 14,000,000$ 14,000,000$ 14,000,000$ Rate Stabilization 2,000,000 2,000,000 2,000,000 Capital Reserve 4,200,0004,200,0004,200,0004,200,000 Unreserved 36,402,63414,610,07714,882,075 16,302,384 Total 56,602,634$ 34,810,077$ 35,082,075$ 36,502,384$ Analysis of Fund Balance 244 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 11,323,977$ 5,175,634$ 5,175,634$ 2,425,634$ Revenues Taxes 133,766 50,000 50,000 Charges for Services 6,197,0675,000,0005,190,0005,140,000 Miscellaneous Revenue 20,824 5,000 10,000 10,000 Total Revenues 6,351,6575,005,0005,250,0005,200,000 Transfers Transfers Out (2,500,000)(8,000,000)(8,000,000)(7,000,000) Fund Balance - June 30 5,175,634$ 2,180,634$ 2,425,634$ 625,634$ 245 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 121,558,503$ 17,398,811$ 20,084,351$ 13,541,102$ Revenues Intergovernmental Revenue1,314,8211,702,5011,819,9511,872,640 Charges for Services39,583,18639,078,43039,351,00038,842,991 Miscellaneous Revenue273,724285,000356,500289,200 Total Revenues41,171,73141,065,93141,527,45141,004,831 Expenditures Personnel 10,295,02411,015,36011,015,36011,422,338 Operating 28,834,46130,106,79930,409,53431,223,107 Capital Outlay2,667,3803,428,0515,380,292 Total Operating41,796,86544,550,21046,805,18642,645,445 Capital Improv. Projects148,018370,000810,014200,000 Total Expenditures41,944,88344,920,21047,615,20042,845,445 Transfers Transfers out(701,000)(455,500)(455,500)(2,738,000) Fund Balance - June 3020,084,351$ 13,089,032$ 13,541,102$ 8,962,488$ Cart Replacement Reserve4,712,000$ 5,354,000$ 5,000,000$ 5,000,000$ Unreserved15,372,3517,735,0328,541,1023,962,488 Total 20,084,351$ 13,089,032$ 13,541,102$ 8,962,488$ Analysis of Fund Balance 246 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 12,149,341$ (11,051)$ -$ -$ Revenues Intergovernmental Revenue 756,798 Miscellaneous Revenue 1,777 Total Revenues 758,575 Expenditures Capital Improv. Projects 2,907,916 (11,051) Total Expenditures 2,907,916 (11,051) Fund Balance - June 30-$ -$ -$ -$ 247 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 18,111,604$ 5,807,778$ 6,474,726$ 5,622,666$ Revenues Charges for Services 3,626,3094,428,0004,333,0004,610,000 Miscellaneous Revenue 10,156 22,000 34,000 22,000 Total Revenues 3,636,4654,450,0004,367,0004,632,000 Expenditures Personnel 1,880,6941,831,6371,831,6371,723,731 Operating 3,183,9172,595,9752,619,1952,802,603 Capital Outlay 8,772 7,500 7,500 17,500 Total Operating 5,073,3834,435,1124,458,3324,543,834 Capital Improv. Projects 199,960100,000743,728100,000 Total Expenditures 5,273,3434,535,1125,202,0604,643,834 Transfers out (25,000) (17,000) (17,000) (35,000) Fund Balance - June 30 6,474,726$ 5,705,666$ 5,622,666$ 5,575,832$ 248 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 135,330,612$ 18,748,756$ 36,529,931$ 21,435,095$ Revenues Charges for Services 23,827,839 23,864,00024,899,00024,959,000 Miscellaneous Revenue (13,363)267,000277,000267,000 Total Revenues 23,814,47624,131,00025,176,00025,226,000 Expenditures Personnel 846,4911,071,8911,071,8911,275,479 Operating 18,741,26817,747,45217,770,49618,253,873 Capital7,23020,00020,00030,000 Debt Service1,622,5791,620,3181,620,3181,620,010 Total Operating21,217,56820,459,66120,482,70521,179,362 Capital Improv. Projects1,372,5892,030,00019,788,1314,100,000 Total Expenditures22,590,15722,489,66140,270,83625,279,362 Transfers Transfers Out(25,000)(35,000) Fund Balance - June 3036,529,931$ 20,390,095$ 21,435,095$ 21,346,733$ 249 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1680,339$ (538,581)$ 567,918$ 439,111$ Revenues Intergovernmental Revenues 31,3741,037,0831,055,533280,000 Charges for Services 294,357284,500290,500282,500 Miscellaneous Revenue(1,832)2,5002,0002,000 Total Revenues323,8991,324,0831,348,033564,500 Expenditures Personnel 81,942 74,343 74,343 76,994 Operating 310,805157,548157,548172,553 Total Operating 392,747231,891231,891249,547 Capital Improv. Projects 43,573120,0001,244,949300,000 Total Expenditures 436,320351,8911,476,840549,547 Fund Balance - June 30 567,918$ 433,611$ 439,111$ 454,064$ 250 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 1130,847$ 46,245$ 46,245$ 32,679$ Revenues Charges for Services 54,420 60,400 60,400 60,500 Miscellaneous Revenue (177)100 100 100 Total Revenues 54,243 60,500 60,500 60,600 Expenditures Operating 158,845104,066104,066110,103 Total Expenditures 158,845104,066104,066110,103 Transfers Transfers In20,00030,00030,00030,000 Fund Balance - June 3046,245$ 32,679$ 32,679$ 13,176$ 251 THIS PAGE INTENTIONALLY LEFT BLANK 252 Successor Agency Funds Due to the California Supreme Court ruling of December 29, 2011, the Bakersfield Redevelopment Agency was dissolved as of February 1, 2012. The City took on the designation as the Successor Agency to the Redevelopment Agency as allowed under State Assembly Bill 26 and is responsible for the Administrative close-out functions of the former Redevelopment Agency. In addition, the Successor Agency is responsible for the expeditious wind down of the outstanding obligations of the former redevelopment project areas. The City, acting as the Successor Agency, does not have the ability to enter into new contracts to provide financial assistance or start new redevelopment projects or programs. • Successor Agency Operating Funds - Used to account for the cost of various capital projects and programs within the redevelopment project areas. Financing is provided by the issuance of tax allocation bonds and tax increment revenues. • Successor Agency Housing Funds – Used to account for housing funds and activities of the Housing Successor Agency. • Successor Agency Debt Service Funds – Used to account for the payment of principal and interest on the Redevelopment Tax Allocation Bonds, Certificates of Participation, and Notes and Interagency loans. 253 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY FUNDS AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 11,134,179$ (187,092)$ (29,795)$ -$ Revenues Taxes 3,198,737 3,324,754 3,477,732 4,501,254 Intergovernmental Revenue 839,009 2,293,739 Charges for Services 3,139,575 3,143,000 3,143,000 3,145,150 Miscellaneous Revenue 41,574 Total Revenues 7,218,895 6,467,754 8,914,471 7,646,404 Expenditures Operating 97,448 250,000 215,886 250,000 Capital Outlay Debt Service 7,617,858 6,217,754 6,217,754 7,396,404 Total Operating 7,715,306 6,467,754 6,433,640 7,646,404 Capital Improv. Projects 874,009 2,451,036 Total Expenditures 8,589,315 6,467,754 8,884,676 7,646,404 Transfers Transfers In 3,801,513 3,074,754 3,074,754 4,251,254 Transfers Out (3,595,067) (3,074,754) (3,074,754) (4,251,254) Transfers In / Out 206,446 - - - Fund Balance - June 30 (29,795)$ (187,092)$ -$ -$ 254 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR HOUSING AGENCY FUND AmendedRevisedPropsed ActualBudgetEstimatesBudget 2012-132013-142013-142014-15 Fund Balance - July 14,931,969$ (1,584,814)$ 3,191,427$ 29,803$ Revenues Taxes 120,000 1,614,272 3,000,000 Miscellaneous Revenue 42,157 2,295,592 Total Revenues 162,157 1,614,2725,295,592 Expenditures Operating 1,696,253 81,500 4,549,550 3,050,000 Total Operating 1,696,253 4,549,5503,050,000 Capital Improv. Projects 308,191 2,000,000 Total Expenditures 1,696,253 4,857,7415,050,000 Transfers In / Out (206,446) Fund Balance - June 30 3,191,427$ (1,584,814)$ (52,042)$ 275,395$ 255 THIS PAGE INTENTIONALLY LEFT BLANK 256 257 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 Thomas Roads Improvement Program (TRIP) Projects TRIP Projects comprise 82% of the total FY 2014-15 Capital Improvement Budget. The amount proposed for TRIP Projects totals $150,802,667. This includes $110,046,416 in federal earmark funds and $40,756,251 in local funding. With one exception, local funding is comprised of gas tax revenues, utility surcharge revenue, and traffic impact fees. Water enterprise funds is the proposed funding source for a $2,000,000 City waterline project on Rosedale Highway and will be part of the TRIP Rosedale Highway Widening Project. Discussion of the waterline project is included within the Water Improvements section of this transmittal. There are four TRIP construction projects proposed for FY 2014-15. • Bridge Construction, Hosking at SR99 – This $21 Million project is funded entirely with local funds (gas tax revenue, utility surcharge revenue, and traffic impact fees). This project will reconstruct the existing overcrossing to a full interchange with on/off ramps to and from SR-99 at Hosking Avenue. This project will construct Hosking Avenue to its ultimate width through the interchange. • SR178 Widening Construction – $15,716,018 of federal funding and $5,641,991 of local funding is proposed for this project in FY14/15. This project widens existing SR- 178 from Masterson Street to Miramonte Drive to four lanes with paved shoulders, and between Canteria Drive and Masterson Street to six lanes with paved shoulders. . The local funding proposed is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. • Beltway Operational Improvements – Federal funding of $83,437,689 and local funding of $10,706,344 is proposed for this project. The local funding proposed is 50% of the anticipated total local funding needed. Additional local funds are included in the FY 2015-16 CIP budget. The Beltway Operational Improvements Project is part of the original scope of work for the TRIP program. Caltrans and the City have worked collaboratively to bring this project forward and secure federal funding. Construction of elements of the Beltway Operational Improvements Project allows the City to encumber further federal dollars. The Beltway Operation Improvements Project includes the following improvements to the City’s transportation system: • Braiding of the southbound SR-99 to eastbound SR-58 connector ramp with the South H Street off-ramp to eliminate the short, non-standard weaving length between the two interchange ramps, • adding auxiliary lanes in advance of the eastbound SR-58 off-ramp to Union Avenue and in advance of the westbound SR-58 off-ramp to Chester Avenue, • realignment and widening of the Chester Avenue on-ramp to eastbound SR- 58, 258 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 • widening of the Union Avenue off-ramp from eastbound SR-58 to provide additional lanes, • widening of the Cottonwood Road off-ramp from eastbound SR-58 to provide additional lanes, • realignment and widening of the Ming Avenue on-ramps to northbound and southbound SR-99, • construction of sound walls along both sides of SR-58 between, SR-99 and Cottonwood Road, and • Construction of sound walls along northbound SR-99 between the Belle Terrace overcrossing and SR-58 • Westside Parkway Operational Improvement - $8,080,000 of federal funding and $1,043,500 of local funding is proposed for this project in FY 2014-15. This project provides improvements now, within existing right-of-way for the Westside Parkway, which will also be needed for the future connection to SR58. Improvements include: • Additional westbound auxiliary lane between the Coffee Road on-ramp and Calloway Drive off- ramp, • Ramp improvements (turn lane additions) at the westbound Calloway on- ramp and eastbound Calloway off-ramp, and • Eastbound maintenance pullout east of Calloway Drive Hageman Flyover - The Hageman Flyover project will construct a bridge structure over SR- 99 connecting Hageman Road west of SR-99 to SR-204 east of SR-99. Federal earmarks provide 88.53% of funding with an 11.47% local match requirement for two Hageman Flyover projects (phases): • $1,954,125 of funding for right-of-way acquisition is proposed for FY 2014-15 (additional right-of-way funding has been appropriated in prior years). • $1,223,000 of funding for utility relocation is proposed for FY 2014-15. It should be noted construction funding for Rosedale Highway Widening Project was programmed in FY 2013-14 and is expected to be bid in the next fiscal year. Facility Improvements Funding for proposed facility improvement projects are derived from multiple funding sources, which are noted for each project. In addition, the proposed CIP budget includes several energy upgrade projects, which will be funded by a zero-interest on-bill financing loan administered by PG&E. Projects proposed for FY 2014-15 include: • 18th and Eye Street Parking Control – This $125,000 project, funded with capital outlay funds, will install a fully automated parking control system at the 18th and Eye Street Garage location. The new system will open up more spaces to hourly parkers and improve public access to affordable downtown parking. 259 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 • Bakersfield Municipal Airport, Northeast Apron Rehabilitation - The pavement of the Northeast taxiway and apron area of the airport is in very poor condition. This $300,000 project is the first phase of the Northeast Apron Rehabilitation project. This project is 90% federally funded with general aviation funds providing the local match requirement. • Corporation Yard, Fuel Nozzle - The Liquid Natural Gas (LNG) fueling station at the Corporation Yard was originally built to serve one truck at a time since the City’s fleet had a limited number of LNG vehicles. As more LNG refuse trucks have been placed into service, a second fuel nozzle was added. With the two LNG fuel nozzles, wait time for fueling is still considerable. A third nozzle will increase the efficiency of the refuse fleet since waiting time will decrease. $200,000 is proposed for this project with refuse enterprise funds providing the funding. • Creekview Villas - The South Mill Creek Mixed-Use Redevelopment project includes the construction of 36 affordable multi-family townhomes between “R” Street and “S” Street and 14th Street and California Avenue. Fourteen multi-family homes have been constructed to date and are being marketed to qualified buyers. FY 2014-15 proposed budget includes $2 Million for the construction of an additional seven units. Funding source for this $2 Million proposed project are proceeds realized from the sale of completed units. • Fire Stations – • Fire Station No. 11, General Facility and Site Improvements - Fire Station #11 (1955) has numerous issues with antiquated systems and deferred exterior facility maintenance. This $105,000 proposed project, funded with capital outlay funds, includes upgrades to the electrical system and general facility improvements. Electrical improvements include a new emergency generator and automatic transfer switch to replace an obsolete mobile surplus unit, and replacement of the obsolete main electrical panel and of the inadequate wiring. General facility improvements include repainting of exterior surfaces and trim that is peeling and are damaged from exposure to elements along with repair and replacement of the original concrete walkways that are damaged due to age and previous excavation work. • Police Station – o Headquarters Energy Upgrade – This $100,000 project will be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The building is 38 years old with a significant amount of original equipment and fixtures. This proposed project will fund the evaluation, assessment, and replacement of equipment and fixtures to obtain the most energy efficient solution. This project is included within the Public Works Department’s proposed CIP budget. o Property Room – This $750,000 project will acquire a new undetermined site for the Police Department’s Property Room. Currently, there are several property storage rooms located in multiple locations. One of the existing 260 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 locations will no longer be available as of January 2015. Funding for this project includes both acquisition of a new site and construction/renovation of a property room building. This project is proposed to be funded with capital outlay funds. • Rabobank Arena/Convention Center Improvements – Numerous improvements totaling $880,500 are proposed for both facilities; several of these projects are included within the Public Works Department’s proposed CIP budget. Projects with proposed budgets exceeding $100,000 include: o Convention Center Theatre Light Energy Upgrade – This $170,000 proposed project would be entirely funded by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. The theatre lighting is the original incandescent lighting installed in 1963. This project will replace the existing inefficient theatre lighting will higher efficiency lighting. o Miscellaneous Improvements – $150,000 of capital outlay funds is proposed to fund urgent or emergency items at both facilities. Examples include a/c chiller, ice-making compressor, HVAC components, fire sprinkler, plumbing concerns, etc. o Rabobank Arena, Replace Ice Chiller – Emergency repairs made to the ice chiller in FY 13/14 are anticipated to last three to seven years. This proposed project sets aside $250,000 of capital outlay funds each year for three years to fund replacement of the existing ice chiller. Based upon industry standards, ice chillers typically last 15 to 20 years. Because of Bakersfield’s harsh summers, this estimated useful life is even lower. The current chiller was installed in 1998. Major corrosion of parts of the chiller currently exists. Park Facility Improvements Funding for proposed park facility improvements includes Community Development Block Grant (CDBG), Capital Outlay, and Park Improvement funds. Projects proposed for FY 2014-15 include: • Dr. Martin Luther King Jr Center, Gym and Weight Room Rehabilitation - This $101,850 project removes the drop ceiling from the gym which is damaged and in need of rehabilitation. The project will paint the exposed rafters and beams, and install new insulation, high efficiency lighting, and sound reducing panels. Project includes repairs to weightlifting room. CDBG funds provide the funding source for this project. This project is included with the Public Works Department’s proposed CIP budget. • McMurtrey Slide Rehabilitation - $150,000 is proposed to rehabilitate the activity slide and stairs at the McMurtrey Aquatic Center. The water slides are showing signs of excessive wear and rust, both of which require a long-term solution. The rehabilitation project would include a new gel coating of the interior slides, new exterior epoxy colored paint, and the replacement of all the concrete steps and 261 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 landings and will include a new center drainage system. Park development fees provide the funding source for this project. • Mesa Marin Phase II – $1.9 Million of capital outlay funds is proposed for FY 2014-15. Prior year’s budget allocated $1.8 Million to the Mesa Marin Phase II project. Therefore, total project funding will reach $3.7 Million upon approval of this additional funding. This project provides for construction of improvements to the land adjacent to the south of Phase I of the Mesa Marin Sports Complex. Options considered include additional softball fields or soccer fields and additional amenities such as a skate park and additional parking. • Planz Park Restroom – This $358,000 CDBG-funded project removes and replaces the existing public restroom with a pre-fabricated restroom at Planz Park, located at the southeast corner of Planz Road and South H Street. The pre-fabricated restroom will be ADA accessible and vandal resident while providing a modernized facility for residents utilizing Planz Park, which is home to our newest skate park. • Playground Safety Resurfacing - Several City parks have playground surfacing that show excessive wear and weather damage. This $167,000 proposed project would replace approximately 800 square feet of damaged playground surface with new rubber surfacing. Park development fees provide the funding source for this project. • Silver Creek Playground Rehabilitation – This $342,000 project will remove and replace existing playground equipment at Silver Creek Park. Much of the existing equipment is original to the park and was installed in the mid 1990’s. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. • State Farm Sports Village Phase III – Phase III will construct the stadium field, parking areas and restrooms as designed through the Sports Village Master Plan. Proposed funding sources for FY 2014-15 include $1 million of capital outlay funds and $1.25 million of park improvement fees. Prior year’s budget allocated $3.5 Million to the Sports Village Phase III project. Therefore, total project funding will reach $5.75 Million upon approval of this additional funding. • Yokuts Park Playground Rehabilitation - This $333,000 project will remove and replace existing playground equipment at Yokuts Park. Much of the existing equipment is original to the park. The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility, and inclusionary play components. Park development fees provide the funding source for this project. Sanitary Sewer and Storm Drain Improvements 262 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 With the exception of one project, as noted below, all proposed Capital Projects within this section would be funded with sewer enterprise funds. • Energy Upgrades at Plant 3 – This $250,000 project will be funded entirely by a zero- interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. Plant 3 has old equipment and outdated processes that can be upgraded to improve electrical efficiency. This project will fund the evaluation and replacement of Plant components to obtain the most energy efficient solution. • Plant 2 and Plant 3 Miscellaneous Improvements – $500,000 is requested in aggregate ($250,000 for each Plant) for this proposed project. Continuous treatment of wastewater year-round causes wastewater treatment facilities to wear down. Facilities such as clarifiers, headworks, digesters, pump stations, trickling filters, various buildings, major and minor pieces of equipment, pipes and other structures are all subject to erosion, corrosion, daily operational wear-and-tear, breakdowns and general failures. These proposed projects will make it possible to do periodic capital improvements to the wastewater treatment facilities and make the facilities functional, efficient, and safe. • Reservoir Bank Repair – This $200,000 proposed project would repair levees by moving and re-compacting dirt in order for the reservoirs to hold treated wastewater. • Sewer Lift and Storm Water Pump Stations – This multi-year project includes $1,000,000 in FY 2014-15 to fund major improvements to the city’s aging sewer lift and storm water pump stations. An inspection by an independent safety company noted areas of concern throughout the system. The City currently has 75 sewer and storm lift stations. • Storm Drain Improvements, Tract 5130 – This $255,000 proposed project will construct cross gutters and install storm drain pipe to alleviate drainage issues and stagnant water within this area. Street Improvements Funding for proposed street improvement projects are derived from multiple funding sources, which are noted for each project. Projects proposed for FY 2014-15 include: • Golden Empire Transit Bus Stops, ADA Improvements – A $599,000 grant from the Public Transportation Modernization, Improvement, and Service Enhancement Account provides 100% of the funding for this project. ADA ramps will be installed at various bus stops to improve safety and access. • Pavement Rehabilitation - o Pavement Reconstruction of Gosford Road from White Lane to Ming Avenue - The FY 2014-15 proposed CIP Budget includes $4,366,000 of funding to 263 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 reconstruct Gosford Road from White Lane to Ming Avenue. Funding for this project includes $3,811,000 of federal funding with $555,000 of capital outlay funds providing the local match requirement. Staff will review this road segment for potential bike lane modifications. This project ties to City Council goals for the street maintenance program. o Street Resurfacing, Streets Division - This project continues the Council’s priority goal of a street maintenance program. This proposed $6.5 million project, funded entirely with capital outlay funds, refurbishes asphalt pavement on City streets. Staff will review each of the road segments for potential bike lane modifications. • Signal Modification – o Pedestrian countdown timer heads – Various traffic signals throughout the city will have countdown timer heads installed. The total budget for this project is $190,000 which is 90% federally funded ($171,000) with the local match requirement of 10% ($19,000) funded by Capital Outlay funds. o Signal Modification, Truxtun Avenue and Commercial Way – This $308,000 project adds a second left turn lane from Commercial Way to Truxtun Avenue and a crosswalk for pedestrian/bicycle access across Truxtun Avenue (by converting westbound Truxtun from free flow to a signalized stop). The project also includes pavement reconstruction of Commercial Way from Truxtun Avenue to Commerce Drive. Proposed funding source for this project is capital outlay funds. o Signal Modification and Street Improvement, H Street and Hosking Avenue – $133,000 of capital outlay funding is requested for design and minor land acquisition. Construction funding will most likely be requested in FY 15/16, dependent upon available funding. The SR99 and Hosking Avenue Interchange project will significantly increase traffic volumes along Hosking Avenue. Better traffic flow along Hosking Avenue will be realized by modifying the existing traffic signal and constructing street improvements to the limits of the SR99 and Hosking Avenue Interchange Project at South H Street and Hosking Avenue. • Street Improvement East California – This $853,693 CDBG-funded project reconstructs streets within the area bounded by East California Avenue, Brundage Lane, Union Avenue, and Dr. Martin Luther King Jr. Boulevard. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. • Street Improvement Lake Street from Union to Tulare – This $651,592 CDBG- funded project reconstructs Lake Street between Union Avenue and Tulare Street. The project’s primary goal is to improve safety for pedestrians and vehicles. Project includes construction of curb and gutter, catch basins, outlet structure, cross gutters, and new road pavement where needed. 264 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 • Street Improvement Berkshire and Wible – This $219,000 project includes acquisition of additional right-of-way and construction of a westbound to northbound right turn lane at Berkshire Road, east of Wible Road. This project is needed to meet traffic demands at this location. Proposed funding source for this project is capital outlay funds. • Street Improvement on Mohawk Street from Siena Lane to Hageman Road – Improvements are currently in progress to extend Mohawk Street from Rosedale Highway to Siena Lane. The $1,440,000 proposed for FY 2014-15 extends the Mohawk improvements to Hageman Road and includes installation of a traffic signal at the intersection of Mohawk and Hageman. The two projects on Mohawk will improve traffic circulation in the Northwest by providing an additional north/south route. Traffic Impact fees provide the proposed funding source for this project. • Street Improvement on Brimhall Road and Calamity Drive – A total of $309,000 is requested for this project ($269,000 of traffic impact fees and $40,000 of Sewer Enterprise funds). This area of Brimhall Road at Calamity Drive was annexed into the City several years ago. The City is responsible for widening this roadway to full width. With the increase in traffic volumes, this portion of Brimhall Road should be widened to full arterial width. This proposed project will also construct the sanitary sewer trunk that is master-planned for this location. • Street Improvement on Panama Lane from Old River Road to Gosford Road – The $165,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Old River Road to Gosford Road. Funding for right-of-way acquisition and construction is proposed for FY 15/16, contingent on available funding. Traffic Impact fees provide the proposed funding source for this project. • Street Improvement on Panama Lane from Gosford Road to Ashe Road – The $157,000 requested for FY 2014-15 will fund design costs to widen Panama Lane from Gosford Road to Ashe Road. Construction phase is proposed for FY 15/16, contingent on available funding. Traffic Impact fees provide the proposed funding source for this project. • Street Improvement on Hosking Avenue from Monitor Street to Union Avenue – The $267,000 requested for FY 2014-15 will fund design costs and land acquisition. Due to high traffic volume, Hosking Avenue should be widened to the ultimate width of an arterial. The construction phase is proposed for FY FY 2015-16. Traffic Impact fees provide the proposed funding source for this project. • Streetlight Upgrade Downtown – This $350,000 project will be funded predominantly by a zero interest on-bill financing loan through a Public Utility Commission Program administered by PG&E. On-bill financing will cover $250,000 of the project’s cost with capital outlay funds providing the remainder of funding. This project replaces existing lighting with energy efficient lights in the area bounded by 30th Street on the north, V Street to the east, California Avenue to the south, and F Street to the west. 265 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 • Streetlights at South Chester – This $121,000 project, funded with capital outlay funds, installs energy efficient streetlights on South Chester Avenue from Ming Avenue to Belle Terrace for the safety of vehicular, bicycle, and pedestrian traffic. • Traffic Signals – o Signal at the Intersection of Harris Road and Mountain Vista Road - This project will install a traffic signal and traffic signal interconnect at the intersection of Harris Road and Mountain Vista Road. The total budget for this project is $340,000 (federal share of $301,000 with the $39,000 local match requirement funded by capital outlay funding). Water Improvements Significant projects for the Water Resources Department, all funded within the Domestic Water Fund, include: • City’s Waterline on Rosedale (will be part of TRIP Rosedale Highway Widening Project) – This waterline will be installed as part of the TRIP Rosedale Highway Widening Project; however, this $2 Million project will be funded by the Domestic Water Fund. A 16-inch diameter ductile iron water main pipeline will be installed along Rosedale Highway from Wedding Lane to Mohawk Street. The water main will be approximately 4,800 linear feet, and will loop the City’s domestic water system so that water can flow more efficiently to achieve adequate water pressures and required fire flow within the system. This water pipeline will also provide an additional water source for areas where wells are currently shut down due to poor groundwater quality. This project is included within the Public Works Department’s proposed CIP budget. • Pump Station Upgrades - Upgrades to the City’s older well pumps and motors are proposed as part of this $250,000 project. The older oil-lubricated pumps must be replaced with water-lubricated pumps. The plan includes replacing the old motors with new energy efficient motors. Three well pumps and motors will be replaced next fiscal year. • Service Connection Replacement Program – This $600,000 proposed project includes scheduled replacement of older service connections. • Water Main Extensions - New water main extensions are required to loop and extend our domestic water system so water can flow more efficiently and adequate pressures are maintained. $850,000 of funding is requested for this project. • Well Column Extensions – This $100,000 project is the second of three phases to retrofit well column extensions for city wells within the City’s Domestic Water System. These column extensions are necessary to lower the pump bowls in the wells to 266 Honorable Mayor and City Council FY 2014-2019 Proposed CIP - Letter of Transmittal May 7, 2014 maintain a minimum of 60 feet of groundwater over the pump bowls. These retrofits are required due to declining groundwater levels. • Wellhead Facilities Upgrade - Several projects are required to improve water production and treatment operations at various well sites within the system. $300,000 of funding is requested for this project. Summary Staff is pleased to present the CIP budget five-year plan for 2014-2019, and the proposed FY 2014-15 CIP budget. The projects contained within these budgets represent a wide range of improvements to the City’s infrastructure that will ensure the sustainability of City facilities, enhance the aesthetics of the community, and provide safety to residents. Staff has provided Council the necessary information to facilitate long-range planning and allow flexibility to address changing priorities. Thanks to all staff involved in preparing, managing, and monitoring the City of Bakersfield’s CIP budget. 267 Agricultural and Domestic Water Funds 2.30% Capital Outlay Fund 7.73% CDBG 1.10% Federal Transportation Fund 2.34% Gas Tax Fund 5.08% Park Improvement Fund 1.23% Utility Road Fund 3.34% Other 1.38% Sewer Enterprise Fund 1.29% Thomas Roads Grant Funding 60.15% Transportation Development Fund 14.06% City of Bakersfield CIP SUMMARY BY FUND Fiscal Year 2014-15 26 8 Key to Funding Codes CODE DESCRIPTION SOURCE NUMBER AWF Agriculture Water Fund Local 431 CDBG Community Development Block Grant Federal 111 COF Capital Outlay Fund Local 311 DWF Domestic Water Fund Local 441 EMF Equipment Management Fund Local 511 FRR Facility Reserve Fund Local 311 FTF Federal Transportation Fund Federal 121 GAF General Aviation Fund Local 451 GTF Gas Tax Fund State 151 OPF Offstreet Parking Fund Local 461 PIF Park Improvement Fund Local 321 RCF Refuse Collection Fund Local 421 SEF Sewer Enterprise Funds Local 411/412 SHA Successor Housing Agency Local 392 SLESF Supplemental 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/State 122/123/124/125/126 URF Utility Road Fund Local 316 269 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 1,059 1,060 1,061 1,061 1,061 200400600800100012001400 20092010201120122013 Se w e r L i n e s End of Calendar Year Total Miles of Sewer Lines 352 361 366 395 403 50100150200250300350400450 20092010201120122013 Si g n a l s End of Calendar Year Total Traffic Signals 1,242 1,379 1,465 1,477 1,508 400 600800 1,000 1,200 1,400 1,600 20092010201120122013 St r e e t M i l e s End of Calendar Year City Street Miles 270 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2014-2019 SUMMARY BY DEPARTMENT Department FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total Community Development 2,000,000$ -$ -$ -$ -$ 2,000,000$ Fire 145,000 - - - - 145,000 Police 750,000 - - - - 750,000 Public Works 172,077,902 67,312,972 388,734,200 2,100,000 16,100,000 646,325,074 Rabobank Arena/Convention Center 235,500 - - - - 235,500 Recreation and Parks 5,554,280 - - - - 5,554,280 Water Resources 2,200,0001,800,000 1,700,000 1,700,000 1,700,000 9,100,000 Total 182,962,682$ 69,112,972$ 390,434,200$ 3,800,000$ 17,800,000$ 664,109,854$ 27 1 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2014-2019 FUNDING SUMMARY Source Fund Funding Source Description FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total AWF 431 Agricultural Water Fund 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$ CDBG 111 Community Development Block Grant 2,019,415 - - - - 2,019,415 COF 311 Capital Outlay Fund 14,145,600 3,349,153 881,000 600,000 600,000 19,575,753 DWF 441 Domestic Water Fund 4,100,000 1,700,000 1,600,000 1,600,000 1,600,000 10,600,000 EMF 511 Equipment Management Fund 30,000 - - - - 30,000 FTF 121 Federal Transportation Fund 4,283,000 1,400,009 - - - 5,683,009 GAF 451 General Aviation Fund 300,000 - - - - 300,000 GTF 151 Gas Tax Fund 9,300,000 5,560,000 - - - 14,860,000 PIF 321 Park Improvement Fund 2,242,000 - - - - 2,242,000 RCF421 Refuse Collection Fund 200,000 - - - - 200,000 SEF 411/412 Sewer Enterprise Fund 2,365,000 1,875,000 1,500,000 1,500,000 15,500,000 22,740,000 SHA 392 Successor Housing Agency 2,000,000 - - - - 2,000,000 TDF 331/335 Transportation Development Fund 25,723,335 46,756,351 290,194,286 - - 362,673,972 TRIP Various Thomas Roads Improvement Fund 110,046,416 7,328,959 35,157,914 - - 152,533,289 URF 316 Utility Road Fund 6,107,916 1,043,500 61,001,000 - - 68,152,416 Total 182,962,682$ 69,112,972$ 390,434,200$ 3,800,000$ 17,800,000$ 664,109,854$ North Bakersfield Recreation and Parks District -$ -$ 27 2 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT RABOBANK ARENA / CONVENTION CENTER Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total P5C127 ARENA CNTRL RM HARDWARE 2 COF 311 35,000$ -$ -$ -$ -$ 35,000$ P5C128 ARENA CNTRL RM SOFTWARE 2 COF 311 39,000 - - - - 39,000 P5C130 ARENA LIGHT EFFECT RPLC 2 COF 311 55,000 - - - - 55,000 P5C129 ARENA SPACE BTWN REFURB 2 COF 311 30,000 - - - - 30,000 P5C126 ARENA VIDEO RTR REPL 2 COF 311 51,500 - - - - 51,500 P5C131 ARENA WIRELESS CAM UPG 2 COF 311 25,000 - - - - 25,000 Total 235,500$ -$ -$ -$ -$ 235,500$ 27 3 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT COMMUNITY DEVELOPMENT Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total LUZ805 CREEKVIEW VILLAS PH II 2 SHA 3922,000,000$ -$ -$ -$ -$ 2,000,000$ Total 2,000,000$ -$ -$ -$ -$ 2,000,000$ 27 4 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT FIRE Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total P5H007 FIRE STA 7 APPARATUS DOOR 6 COF 311 40,000$ -$ -$ -$ -$ 40,000$ P5H011 FIRE STA 11 FAC IMPRV 2 COF 311105,000 - - - - 105,000 Total 145,000$ -$ -$ -$ -$ 145,000$ 27 5 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT POLICE DEPARTMENT Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total P5I004 PD PROPERTY ROOM 2 COF 311750,000$ -$ -$ -$ -$ 750,000$ Total 750,000$ -$ -$ -$ -$ 750,000$ 27 6 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION) Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total Current Year Proposed Projects: P5K218 18th & EYE PARKING CONTL 2 COF 311125,000$ -$ -$ -$ -$ 125,000$ T5K213 ADA IMP GET BUS STOPS 1,2,3,4 COF 311599,000 - - - - 599,000 P5K203 AIRPRT NE TAXI/APRN REHAB 1 GAF 451300,000 - - - - 300,000 P5K213 ANIMAL CONTR FAC-MISC IMP 1 COF 311 50,000 - - - - 50,000 P0K212 ARENA/ ICE CTR-COMPRSSORS 2 COF 311 75,000 - - - - 75,000 T5K217 BIKE LANES CL2 ROUTES CL3 VARIOUS COF 311 93,000 - - - - 93,000 P5K220 CC THEATER LITE ENERG UPG 2 COF 311170,000 - - - - 170,000 P5K207 FENCE @ CHS & ANNEX PKG 2 COF 311 13,500 - - - - 13,500 P5K217 FUEL NOZZLE - CORP YARD 1 RCF 421200,000 - - - - 200,000 T5K209 HSIP PED COUNTDN TIMERS#3 VARIOUS ISTEA 121171,000 - - - - 171,000 T5K209 HSIP PED COUNTDN TIMERS#3 VARIOUS COF 311 19,000 - - - - 19,000 P5K200 MLK GYM & WEIGHT RM REHAB 1 CDBG 111101,850 - - - - 101,850 P5K221 PD HQ ENERGY UPGRADE 2 COF 311100,000 - - - - 100,000 P5K201 PKG LOT LTS-KERN RVR PKWY 3 COF 311 35,500 - - - - 35,500 P5K216 RABO ARENA/CC MISC IMPROV 2 COF 311150,000 100,000 100,000 100,000 100,000 550,000 T5K201 RECONST GOSFRD/WHITE/MING 5 ISTEA 1213,811,000 - - - - 3,811,000 T5K201 RECONST GOSFRD/WHITE/MING 5 COF 311555,000 - - - - 555,000 E4K201 REPL DIGESTOR MIXER PUMP 6 SEF 412 70,000 - - - - 70,000 P5K212 REPL OVERHEAD DRS VAR LOC 1, 2 EMF 511 30,000 - - - - 30,000 P5K215 REPLC ICE CHLLR @ RABOBNK 2 COF 311250,000 250,000 250,000 - - 750,000 E5K204 RESERVOIR BANK REPAIR 6 SEF 412200,000 - - - - 200,000 T5K200 RESURFACING STREETS DIV VARIOUS COF 3116,500,000 - - - - 6,500,000 P5K222 RIVRWLK PRK LTS ENERG UPG 4 COF 311 40,000 - - - - 40,000 E5K201 SEWER LIFT & STRM PMP STA VARIOUS SEF 4121,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 T5K218 SIDEWALK INSTALL MING AVE 7 COF 311 89,100 - - - - 89,100 T5K216 SIG MOD & ST IMP H & HOSK 7 COF 311133,000 392,000 - - - 525,000 T5K207 SIG MOD MISCELLANEOUS VARIOUS COF 311 50,000 - - - - 50,000 27 7 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION) Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total Current Year Proposed Projects (Continued): T5K219 SIG MOD TRUXTUN/COMMERCIA 2 COF 311308,000$ -$ -$ -$ -$ 308,000$ T5K208 SIG NEW HARRIS/MTN VISTA 5 ISTEA 121301,000 - - - - 301,000 T5K208 SIG NEW HARRIS/MTN VISTA 5 COF 311 39,000 - - - - 39,000 T5K202 ST IMP BERKSHIRE WIBLE 7 COF 311219,000 - - - - 219,000 T5K203 ST IMP BRIMHALL/CALAMITY 4 TDF 331269,000 - - - - 269,000 T5K203 ST IMP BRIMHALL/CALAMITY 4 SEF 412 40,000 - - - - 40,000 T5K205 ST IMP EAST CALIFORNIA 1 CDBG 111853,693 - - - - 853,693 T5K214 ST IMP HOSKING/MON/UNION 1 TDF 331267,000 - 591,000 - - 858,000 T5K206 ST IMP LAKE ST,UNION-TULA 2 CDBG 111651,592 - - - - 651,592 T4K217 ST IMP MOHAWK SIENA/HAGEM 3 TDF 3311,440,000 - - - - 1,440,000 T5K212 ST IMP PANAMA GOSFORD/ASH 6 TDF 331157,000 953,000 - - - 1,110,000 T5K204 ST IMP PANAMA/MTVISTA/RV 5 TDF 331 77,000 465,000 - - - 542,000 T5K211 ST IMP PANAMA OLRVR/GOSFD 5 TDF 331165,000 1,267,000 - - - 1,432,000 P5K214 ST LT DOWNTWN ENERGY UPG 2 COF 311350,000 - - - 350,000 P5K211 STLT WOOD POLE TEST/INSP VARIOUS COF 311 31,000 31,000 31,000 - 93,000 E4K103 STORM DRAIN IMPROV TR5130 3 SEF 412255,000 - - - - 255,000 P5K204 STREET LITES @ S CHESTER 1 COF 311121,000 - - - - 121,000 E5K203 WATER PRESS & VOL BOOSTER 6 SEF 412 50,000 - - - - 50,000 P5K219 WWTP ENERGY UPGRADE 1 & 6 SEF 412250,000 - - - - 250,000 E5K202 WWTP MISC IMPROVEMENTS 1,6 SEF 411250,000 250,000 250,000 250,000 250,000 1,250,000 E5K202 WWTP MISC IMPROVEMENTS 1,6 SEF 412250,000 250,000 250,000 250,000 250,000 1,250,000 Total Current Year Proposed Projects 21,275,235$ 4,958,000$ 2,472,000$ 1,600,000$ 1,600,000$ 31,905,235$ 27 8 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION) Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total Future Year Proposed Projects: PZK208 ADA TRANSITION;MISC PROJE VARIOUS COF 311 -$ 500,000$ 500,000$ 500,000$ 500,000$ 2,000,000$ EZK211 CO-GEN GAS BLENDING TRAIN 6 SEF 412 - 175,000 - - - 175,000 TZK248 DOWNTOWN LITES 19TH/EYE 2 COF 311 - 608,000 - - - 608,000 PZK209 EMER GENERATOR @ CHN 2 COF 311 - 360,000 - - - 360,000 PZK206 EMERGENCY GENERATOR @ CHN 2 COF 311 - 300,000 - - - 300,000 EZK214 IN-LINE GRINDER CENTRIFUG 6 SEF 412 - 100,000 - - - 100,000 TZK242 INTERSCT IMP MOHAWK/TOWER 2 ISTEA 121 - 429,455 - - - 429,455 TZK242 INTERSCT IMP MOHAWK/TOWER 2 TDF 331 - 55,645 - - - 55,645 PZK205 PAINT DECORATIVE LIGHTS 2 COF 311 - 30,000 - - - 30,000 TZK228 PVMT REH BRUND MTVR OSWEL 1 GTF 151 - 3,600,000 - - - 3,600,000 TZK231 PVT RHB STKDL-RNF TO ALLE 4 GTF 151 - 1,960,000 - - - 1,960,000 P1K203 RECOAT CHN VISITOR PARKNG 2 COF 311 - 40,000 - - - 40,000 EZK213 RELOCATE CENTRATE LINE 6 SEF 412 - 100,000 - - - 100,000 PZK210 REPLCE HVAC @ CHN 2 COF 311 - 420,000 - - - 420,000 PZK204 RE-ROOF CITY HALL NORTH 2 COF 311 - 260,000 - - - 260,000 TZK240 SIG NEW SNOW/JEWETTA 4 ISTEA 121 - 223,538 - - - 223,538 TZK240 SIG NEW SNOW/JEWETTA 4 TDF 331 - 28,962 - - - 28,962 TZK241 SIG NEW SNOW/NORRIS 4 ISTEA 121 - 298,169 - - - 298,169 TZK241 SIG NEW SNOW/NORRIS 4 TDF 331 - 38,631 - - - 38,631 T8K127 ST IMP NE BRIMHLL/RENFRO 4 TDF 331 - 509,000 - - - 509,000 T7K115 STREET IMPROV STINE ROAD 6, 7 TDF 331 - 1,060,000 - - - 1,060,000 TZK243 TR SIG INTERC STOCKDALE 4 ISTEA 121 - 448,847 - - - 448,847 TZK243 TR SIG INTERC STOCKDALE 4 COF 311 - 58,153 - - - 58,153 EZK215 WWTP#4 LAND ACQUISITION UNKNOWN SEF 412 - - - - 14,000,000 14,000,000 Total Future Year Proposed Projects -$ 11,603,400$ 500,000$ 500,000$ 14,500,000$ 27,103,400$ Total Current & Future Year Proposed Projects 21,275,235$ 16,561,400$ 2,972,000$ 2,100,000$ 16,100,000$ 59,008,635$ 27 9 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS: TRIP Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total Current Year Proposed Projects: TRBI17 BELTWAY OP IMP - CONST 2 TRIP 12683,437,689$ -$ -$ -$ -$ 83,437,689$ TRBI17 BELTWAY OP IMP - CONST 2 TDF 33510,706,344 10,706,344 - - - 21,412,688 T3K041 BRG CONST, HOSKING AT 99 7 GTF 1519,300,000 - - - - 9,300,000 T3K041 BRG CONST, HOSKING AT 99 7 URF 3164,700,000 - - - - 4,700,000 T3K041 BRG CONST, HOSKING AT 99 7 TDF 3357,000,000 - - - - 7,000,000 TRCC34 HAGEMAN FLYOVER ROW 3 TRIP 1251,729,987 - - - - 1,729,987 TRCC34 HAGEMAN FLYOVER ROW 3 URF 316224,138 - - - - 224,138 TRCC35 HAGEMAN FLYOVER UTILITIES 3 TRIP 1251,082,722 - - - - 1,082,722 TRCC35 HAGEMAN FLYOVER UTILITIES 3 URF 316140,278 - - - - 140,278 TRRH17 ROSEDALE WIDENING - CONST *3 & 4 DWF 4412,000,000 - - - - 2,000,000 TRSR37 SR178 WIDENING CONST 3 TRIP 12215,716,018 - - - - 15,716,018 TRSR37 SR178 WIDENING CONST 3 TDF 3355,641,991 5,641,991 - - - 11,283,982 TRWP77 WSP OPERATIONAL IMPRMNT 2 TRIP 1268,080,000 - - - - 8,080,000 TRWP77 WSP OPERATIONAL IMPRMNT 2 URF 3161,043,500 1,043,500 - - - 2,087,000 Total Current Year Proposed Projects 150,802,667$ 17,391,835$ -$ -$ -$ 168,194,502$ Future Year Proposed Projects: TRRH37 24TH ST IMPROVE - CONST 2 TRIP 124 -$ 7,328,959$ -$ -$ -$ 7,328,959$ TRRH37 24TH ST IMPROVE - CONST 2 TDF 335 - 25,471,041 - - - 25,471,041 TRCC17 CENTENNIAL CORR - CONST 2 TRIP 125 - - 35,157,914 - - 35,157,914 TRCC17 CENTENNIAL CORR - CONST 2 URF 316 - - 61,001,000 - - 61,001,000 TRCC17 CENTENNIAL CORR - CONST 2 TDF 335 - - 229,121,086 - - 229,121,086 TRCC13 CENTENNIAL CORR-DESIGN P2 2 TDF 335 559,737 - - - 559,737 TRCC37 HAGEMAN FLYOVER CONST 3 TDF 335 - - 60,482,200 - - 60,482,200 Total Future Year Proposed Projects -$ 33,359,737$ 385,762,200$ -$ -$ 419,121,937$ Total Current & Future Year Proposed Projects 150,802,667$ 50,751,572$ 385,762,200$ -$ -$ 587,316,439$ * For City's waterline on Rosedale Highway - will be part of TRIP Rosedale Highway Widening Project 28 0 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT RECREATION AND PARKS Proj.Project Title Ward Source Fund FY 2013-14FY 2014-15FY 2015-16FY 2016-17FY 2017-18 Total P5C121 JEFFERSON PK SHADE 2 CDBG 111 54,280$ -$ -$ -$ -$ 54,280$ P5C122 MCMURTREY SLIDE REHAB 2 PIF 321150,000 - - - - 150,000 P4C132 MESA MARIN PHASE II 3 COF 3111,900,000 - - - - 1,900,000 P5C120 PLANZ PK RESTROOM 1 CDBG 111358,000 - - - - 358,000 P5C125 PLAYGRND SAFETY SURFACING VARIOUS PIF 321167,000 - - - - 167,000 P5C123 SILVER CREEK PLGRND REHAB 6 PIF 321342,000 - - - - 342,000 P4C131 SPORTS VILLAGE PHASE III 6 COF 3111,000,000 - - - - 1,000,000 P4C131 SPORTS VILLAGE PHASE III 6 PIF 3211,250,000 - - - - 1,250,000 P5C124 YOKUTS PLGRND REHAB 2 PIF 321333,000 - - - - 333,000 Total 5,554,280$ -$ -$ -$ -$ 5,554,280$ 28 1 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT WATER RESOURCES Proj.Project Title Ward Source Fund FY 2014-15FY 2015-16FY 2016-17FY 2017-18FY 2018-19 Total E6J002 CANAL/STORM DRAIN FENCING VARIOUSAWF 431 60,000$ 60,000$ 60,000$ 60,000$ 60,000$ 300,000$ E5J102 PUMP STATION UPGRADES 4,6 DWF 441250,000 250,000 250,000 250,000 250,000 1,250,000 P6J001 ROAD BASE VARIOUSAWF 431 40,000 40,000 40,000 40,000 40,000 200,000 E9J102 SERV CONNECTION REPL PROG 4,5,6 DWF 441600,000 600,000 600,000 600,000 600,000 3,000,000 E6J007 WATER MAIN EXTENSIONS 4,5,6 DWF 441850,000 450,000 450,000 450,000 450,000 2,650,000 E2J202 WELL COLUMN EXTENSIONS 4,5,6 DWF 441100,000 100,000 - - - 200,000 E1J102 WELLHEAD  FACIL UPGRADES 4,6 DWF 441300,000 300,000 300,000 300,000 300,000 1,500,000 Total 2,200,000$ 1,800,000$ 1,700,000$ 1,700,000$ 1,700,000$ 9,100,000$ 28 2 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 284 Miscellaneous Statistics 285 Miscellaneous Statistics Graphs 286 Personnel Complement by Division 287 Salary Schedule 289 City Budget Process 299 Budget Calendar 300 Operating Budget 301 Basis of Accounting and Budgeting 302 Investment Policy 304 Budget Amendment Process 305 283 ?x ?Ã ?m ?Ã A© Ag ?m Ag A} !"^$ AÑ ?ÿ ?m ?m ?Ã ?m ?x A} ?Ã KERN RIVER KERN RIVER KERN RIVERWARD3 WARD5 WARD1 WARD2 WARD4 WARD6 WARD7 PANAMA LN AS H E R D WIB L E R D ST I N E R D WHITE LN MING AVE OLIVE DR S U N I O N A V E S E D I S O N R D GO S F O R D R D STOCKDALE HWY S F A I R F A X R D OL D R I V E R R D EDISON HWY HOUGHTON RD PANAMA RD MULLER RD HAGEMAN RD E PANAMA LN NILES ST S H S T DI GIORGIO RD CO F F E E R D SNOW RD CO T T O N W O O D R D NO R D A V E CA L L O W A Y D R FA I R F A X R D BU E N A V I S T A R D BUENA VISTA BLVD E BRUNDAGE LN BRECKENRIDGERD JAM E S R D BRIMHALL RD SAN T A F E W A Y REN F R O R D MC CUTCHEN RD HERMOSA RD AL L E N R D AIR P O R T D R ROUNDMO UNTAIN RD KRATZMEYER RD S V I N E L A N D R D SUNSET BLVD CO M A N C H E D R MT V E R N O N A V E S A L L E N R D FR U I T V A L E A V E SHAFTER RD MOUNTAIN VIEW RD CALIFORNIA AVE COLUMBUS ST AD O B E R D HOSKING AVE PALADINO DR OA K S T N C H E S T E R A V E SEVENTH STANDARD RD S C H E S T E R A V E MERLEHAGGARDDR UN I O N A V E CHINA GRADE LOOP S C O M A N C H E D R MOHAWKST JE W E T T A A V E BRUNDAGE LN E CALIFORNIA AVE HE A T H R D NE W S T I N E R D ED I S O N R D PANORAMADR SU P E R I O R R D E WHITE LN S M T V E R N O N A V E RIV E R B L V D BEA L E A V E TAFT HWY SGRANITERD MANORS T ENGLE RD CASA LOMA DR S O S W E L L S T MA S T E R S O N S T GR E E L E Y R D OS W E L L S T MO R N I N G D R CH E S T E R A V E REDBANK RD E SHAFTER RD TE J O N H W Y E HOSKING AVE VIN E L A N D R D TRUXTUN AVE DR I V E R R D BEAR MOUNTAIN BLVD S R E N F R O R D AD O B E R D VIN E L A N D R D MO R N I N G D R HOSKING AVE VI N E L A N D R D HE A T H R D SHST OA K S T GR E E L E Y R D SHAFTER RD RE N F R O R D S H S T MO H A W K S T RE N F R O R D MO H A W K S T MA N O R S T S A L L E N R D SHAFTER RD BRIMHALL RD SU P E R I O R R D CHINA G RADELOOP ENGLE RD S V I N E L A N D R D S O S W E L L S T CH E S T E R A V E H S T HARRIS RD AK E R S R D Q S T REINA RD S H S T PLANZ RD WILSON RD WE G I S A V E TRUXTUN AVE F S T PIONEER DR MEACHAM RD REDBANK RD PAT T O N W A Y PACHECO RD P S TA ST VIRGINIA AVE MC KEE RD HU G H E S L N JEN K I N S R D ALL E N R D BELLE TERRACE MON I T O R S T NORRIS RD S R E A L R D AUBURN ST ROBERTS LNOLD F A R M R D STIN E R D SULLIVAN RD SAC O R D LINDSAY RD UNIVERSITY AVE MAD I S O N S T DISTRICT BLVD BAK E R S T S P S T MC C R A Y S T CO S T A J O R D HAL E Y S T CH E R R Y A V E E WILSON RD 4TH ST RUD D A V E WATTS DR FLOWER ST PALM ST SNOW RD NORIEGA RD MO U N T A I N V I S T A D R EB E R L E R D E PLANZ RD PEGASUSRD FAIRVIEW RD HAR M O N R D JEWETTAAVE ETCHART RD JOHNSON RD ALT A V I S T A D R 34TH ST ZEPHYR LN SUMNER ST CUD A D R RE A L R D PANO RAMADR BE E C H A V E PETROL RDQUI N N R D RIVERLA KESDR ZERKERRD GOL D E N S T A T E H W Y CHEVALIERRD GR E E N R D DRI V E R R D STA N D A R D S T W DAY AVE HYL T O N L N E WHITE LN EDISON HWY MEANY AVE MUNZER RD CAMINO MEDIA E PACHECO RD MO U N T A I N R I D G E D R ROMERO RD DECATUR ST BERNARDST WIL D M A N R D BRIMHALL RD VER D U G O L N HALL RD CHAMBERBLVD SU P E R I O R R D VAN H O R N R D DOWNING AVE E CURNOW RD PRO G R E S S R D MO N I C A S T QU A N T I C O A V E SIDDING RD PENSINGER RD BU C K O W E N S B L V D SPA R K S S T KN U D S E N D R BOLTHOUSE DR VIC T O R S T COLLEGE AVE SH A N N O N D R CAMPUS PARK DR KAM AVE DAY AVE E 4TH ST LA N D C O D R COBB RD GRANDLAK ES AV E PARK VIEW DR STE R L I N G R D W COLUMBUS ST W CURNOW RD BOUGHTON DR CITYHILLSDR BRECKENRIDGE RD S K I N G S T LAMB AVE PALM AVE RIVER R U N B L V D BAKER RD BR U N O S T EROBE RTSLN E BELLE TERRACE MON T C L A I R S T SLAURELGLENBLVD NSILLECTAVE REL I A N C E D R LIL Y D R MILLSDR SHALANEAVE SHALFMOONDR NHALFMOONDR RO M A N I N I R D KERRNITA RD HIGHLANDKNOLLSDR VEGAMEADOWSRD MA Y S T E FAIRVIEW RD BERKSHIRE RD OLYMPIADR N E L R I O D R BR E N T W O O D D R QU A I L C R E E K R D E BERKSHIRE RD BRAE B U R N D R SCA R L E T O A K B L V D S W A S H I N G T O N S T GRANITE FALLS DR EL P O R T A L D R E PETROL RD SH A N E S T S O I L D A L E D R LAKE M I N G R D DEER PEAK DR NORIEGA RD CHE R R Y A V E PANORAMA DR PRO G R E S S R D MC KEE RD VER D U G O L N HU G H E S L N WE G I S A V E E FAIRVIEW RD BEE C H A V E RU D D A V E BERKSHIRE RD DRI V E R R D MEACHAM RD COBB RD NORRIS RD JEN K I N S R D HAL E Y S T OLD F A R M R D PANORAMADR PIONEER DR JOHNSON RD E WILSON RD MEACHAM RD E WHITE LN VER D U G O L N JEW E T T A A V E PALM AVE BERNARD ST COLLEGE AVE RU D D A V E VE R D U G O L N BERKSHIRE RD PETROL RD BERKSHIRE RD PR O G R E S S R D HUG H E S L N EBELLETERRACE PALM AVEPALM AVE CITY OF BAKERSFIELD2013 WARDS www.bakersfieldgis.us WARDS WARD 1 - Willie Rivera WARD 2 - Terry Maxwell WARD 3 - Ken Weir WARD 4 - Bob Smith WARD 5 - Harold Hanson WARD 6 - Jacquie Sullivan WARD 7 - Russell Johnson ROADS HIGHWAY ARTERIAL 2/10/2011 0120.5 Miles Ü TAH07/01/13 Prepared by the City of Bakersfield, CA Geographical Information Service division of Management Information Services. The City of Bakersfield makes no warranty, representation, or guarantee regarding the accuracy of this map. This map is intended for display purposes only and does not replace official recorded documents.R:\User_Projects\A-GIS\BASIC_MAPS\WardMaps\2013\WardS_8x11 28 4 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (2013) 359,221 CITY EMPLOYEES/1,000 4.16 AREA (2013) 150.01 sq. mi. MILES OF STREETS (2013) 1,508 MILES OF STORM DRAINS (2013) 263 NUMBER OF TRAFFIC SIGNALS (2013) 403 MILES OF SANITARY SEWERS (2013) 1,061 NUMBER OF PARKS AND ACREAGE (2013) 59 PARKS (568 ac.) Prepared by the City Manager’s Office 285 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 137.62 143.6 149.7 150 150 0255075100125150175 20092010201120122013Sq u a r e M i l e s End of Calendar Year City Square Miles 333,719 347,483 351,443 354,480 359,221 50,000100,000150,000200,000250,000300,000350,000400,000 20092010201120122013 Po p u l a t i o n End of Calendar Year Annual Population Growth 4.32 4.15 4.10 4.16 4.16 0 12 34 5 6 20092010201120122013 Em p l o y e e s End of Calendar Year City Employees per 1,000 Population 286 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 PERSONNEL COMPLEMENT BY DIVISION AuthorizedAuthorizedAuthorizedAuthorized Change Proposed FY 2010-11FY 2011-12FY 2012-13FY 2013-14*FY 14-15FY 2014-15 Mayor 1.00 1.00 1.00 1.000.001.00Total Legislative 1.00 1.00 1.00 1.000.001.00 City Manager 6.00 6.00 6.00 7.000.007.00 City Clerk 7.00 7.00 8.00 8.000.008.00 Human Resources 9.00 9.0010.0010.000.0010.00 Risk Management 3.00 3.00 3.00 3.000.003.00 Information Technology 30.0030.0030.0030.001.0031.00Total Executive 55.0055.0057.0058.001.0059.00 Administration 5.00 5.00 5.00 5.000.005.00 Accounting and Reporting 14.0014.0015.0015.000.0015.00 Treasury 9.00 9.00 9.00 9.000.009.00 Purchasing 3.00 3.00 3.00 3.000.003.00Total Financial Services 31.0031.0032.0032.000.0032.00 Legal Counsel 10.0010.0010.0010.000.0010.00Total City Attorney 10.0010.0010.0010.000.0010.00 Administration 119.00117.00124.00130.002.00132.00 Operations 277.00280.00293.00296.005.00301.00 Investigations 84.0084.0090.0092.003.0095.00 Animal Control 5.00 5.0010.0010.00(1.00)9.00Total Police Services 485.00486.00517.00528.009.00537.00 Administration 8.00 8.00 8.00 9.000.009.00 Fire Safety 14.0014.0014.0015.001.0016.00 Fire Suppression 173.00173.00174.00174.000.00174.00 Total Fire Services 195.00195.00196.00198.001.00199.00 Division 28 7 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 PERSONNEL COMPLEMENT BY DIVISION AuthorizedAuthorizedAuthorizedAuthorized Change Proposed FY 2010-11FY 2011-12FY 2012-13FY 2013-14*FY 14-15FY 2014-15Division Administration 9.00 9.00 9.00 9.000.009.00 TRIP 5.00 5.00 5.00 5.000.005.00 Engineering 48.0045.0044.0044.002.0046.00 General Services 68.0069.0071.0072.001.0073.00 Streets 87.0089.0091.0093.000.0093.00 Equipment 53.0053.0055.0055.001.0056.00 Wastewater 37.0037.0037.0038.002.0040.00 Solid Waste 102.00102.00103.00106.001.00107.00Total Public Works 409.00409.00415.00422.007.00429.00 Agricultural Water 23.0023.0023.0023.000.0023.00 Domestic Water 5.00 5.00 5.00 5.000.005.00Total Water Resources 28.0028.0028.0028.000.0028.00 Rabobank Arena (a)4.00 4.00 4.00 4.000.004.00 Convention & Visitors Bureau 4.00 4.00 4.00 4.000.004.00 Total Rabobank Arena/CVB 8.00 8.00 8.00 8.000.008.00 Administration 10.0010.0010.00 9.000.009.00 Parks 122.00126.00128.00128.000.00128.00 Recreation 11.0011.0011.0012.001.0013.00Total Recreation & Parks 143.00147.00149.00149.001.00150.00 Planning 35.0034.0026.0024.000.0024.00 Building 41.0038.0035.0037.002.0039.00Community Development 76.0072.0061.0061.002.0063.00 Total Personnel 1,441.001,442.001,474.001,495.0021.001,516.00 Notes: (*) Includes mid year changes to Police Complement (a) Remaining City employees that did not become employees of AEG 28 8 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OT 26030 22.806023.9480 26.405027.7260 A 26039 22.8060 A 57950 29.442030.9160 34.090035.7900 C 26050 15.589016.3660 18.050018.9490 A 26059 15.5890 A 26060 17.227018.0890 19.943020.9430 A 26070 17.227018.0890 19.943020.9430 A 26069 17.2270 A 57960 34.924036.6700 40.432042.4570 C 28010 22.806023.9480 26.405027.7260 A 26040 25.260026.5230 29.229030.6970 A 26049 25.2600 A 26110 27.020028.3910 31.344032.9250 A 56130 31.662033.2450 36.654038.4860 C 89320 31.662033.2450 36.654038.4860 D 22010 22.806023.9480 26.405027.7260 A 22019 22.8060 A 22020 24.442025.6700 28.295029.7090 A 26430 24.442025.6700 28.295029.7090 A 14140 23.257024.4270 26.933028.2860 A 17570 24.939026.1850 28.864030.3070 A 59020 31.662033.2450 36.654038.4860 C 27200 14.219014.9270 16.459017.2880 A 27209 14.2190 A 57180 31.662033.2450 36.654038.4860 C 57130 33.777035.4640 39.104041.0600 C 90539 13.000013.5000 A 14210 23.266024.4360 26.936028.2790 A 90499 8.2500 A 90489 9.5000 A 88330 48.540050.9710 56.193059.0060 D 88090 56.790059.6320 65.749069.0360 D 57440 29.803031.2950 34.505036.2300 C 89120 56.790059.6320 65.749069.0360 D 88070 44.442046.6630 51.448054.0190 D 88120 54.800057.5490 63.438066.6200 D 88122 39.144041.1010 45.317047.5790 D 25049 25.2600 A 88320 44.442046.6630 51.448054.0190 D8852061.292064.3590 70.959074.5100 D 90119 10.500011.0000 A 57150 34.924036.6700 40.432042.4570 C 89330 42.650044.7840 49.375051.8450 D 88250 31.739033.3320 36.748038.5890 D 27069 31.7390 A 25040 25.260026.5230 29.229030.6970 A 27060 31.739033.3320 36.748038.5890 A 27070 31.739033.3320 36.748038.5890 A 27240 18.508019.4340 21.433022.5040 A 89900 38.690040.6210 44.789047.0260 D 88900 47.101049.4540 54.524057.2530 D 88050 55.948058.7450 64.771068.0100 D 90049 10.0000 AASST SITE MANAGER I - TEMP 901 ASST PUBLIC WORKS DIRECTOR M54 61.6850 ASST DIRECTOR REC & PARKS M29 51.9280 ASST DIR OF INFORMATION TECH M06 42.6500 ASST CODE ENFORCEMENT OFFICER 060 20.4100 ASSOCIATE PLANNER-COMM DEV 360 34.9980 ASSOCIATE PLANNER II 360 34.9980 ASSOCIATE PLANNER I 235 27.8400 ASSOCIATE PLANNER - TEMP 798 ASSISTANT SUPERINTENDENT G45 38.5060 ASSOCIATE ATTORNEY M02 34.9980 ASSISTANT TO THE CITY MANAGER M12 47.0240 ASSISTANT POLICE CHIEF M66 67.5790 ASSISTANT POOL MANAGER 954 ASSISTANT PLANNER - TEMP 787 ASSISTANT FIRE CHIEF-SUPPRESS M03 43.1560 ASSISTANT FIRE CHIEF M45 60.4210 ASSISTANT FINANCE DIRECTOR M24 49.0000 M33 ASSISTANT CITY MANAGER M60 62.6160 ASSISTANT CITY CLERK G25 32.8580 53.5150 AQUATICS SPECIALIST I - TEMP 943 ASSISTANT CITY ATTORNEY M60 62.6160 AQUATICS SPECIALIST II - TEMP 951 ASSISTANT BUILDING DIRECTOR AQUATICS COORDINATOR - TEMP 972 AQUATICS MAINTENANCE TECH 201 25.6470 APPLICATIONS SYSTEMS SUPV G38 37.2380 ANIMAL CONTROL SUPERVISOR G30 34.9090 ANIMAL CONTROL OFFICER - TEMP 860 ANIMAL CONTROL OFFICER 010 15.6720 AIRPORT SUPERVISOR G30 34.9090 AIR CONDITIONING TECH II 230 27.4980 AIR CONDITIONING TECH I 200 25.6460 ADMINISTRATIVE TECHNICIAN 215 26.9490 ADMINISTRATIVE ASSISTANT I-TEM 780 ADMINISTRATIVE ASSISTANT II 215 26.9490 ADMINISTRATIVE ASSISTANT I 180 25.1520 ADMINISTRATIVE ANALYST III M04 34.9090 ADMINISTRATIVE ANALYST III G30 34.9090 ADMINISTRATIVE ANALYST II 285 29.8280 G45 ADMINISTRATIVE ANALYST I-TEMP 787 ADMINISTRATIVE ANALYST I 235 27.8400 38.5060 ACCOUNTING CLERK II - CGCC 055 18.9970 ADMINISTRATIVE AIDE 180 25.1520 ACCOUNTING CLERK II - TEMP 745 ACCOUNTING SUPERVISOR G23 ACCOUNTING CLERK II 055 18.9970 ACCOUNTING CLERK I - TEMP 735 ACCOUNTANT I 180 25.1520 ACCOUNTING CLERK I 030 17.1880 ACCOUNTANT I - TEMP 780 ACCOUNTANT II 49.0000M24ASSISTANT PLANNING DIRECTOR Position Title Grade Step 3 32.4670 289 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 90039 10.5000 A 87890 38.690040.6210 44.789047.0260 D 27360 22.126023.2440 25.613026.8960 A 13088 11.0240 A 13081 11.0240 A 13089 15.5890 A 13120 17.112017.9610 19.793020.7890 A 57400 29.803031.2950 34.505036.2300 C 26470 27.020028.3910 31.344032.9250 A 58620 34.242035.9580 39.643041.6300 C 27140 24.314025.5450 28.192029.6260 A 27149 24.3140 A 27080 26.744028.0870 30.965032.5080 A 27089 26.7440 A 58600 34.242035.9580 39.643041.6300 C 58610 34.242035.9580 39.643041.6300 C 57100 26.985028.3370 31.248032.8050 C 57090 26.985028.3370 31.248032.8050 C 89150 52.722055.3570 61.034064.0870 D 58609 34.2420 C 13060 14.219014.9270 16.459017.2880 A 13069 12.6330 A 13061 10.0500 A 13068 10.0500 A 13100 15.589016.3660 18.050018.9490 A 27169 24.3140 A 27160 24.314025.5450 28.192029.6260 A 57880 34.924036.6700 40.432042.4570 C 27520 18.508019.4340 21.433022.5040 A 27540 22.806023.9480 26.405027.7260 A 88500 42.715044.8560 49.452051.9300 D 13340 17.112017.9610 19.793020.7890 A 13341 13.4150 A 13349 17.1120 A 13348 13.4150 A 13350 19.246020.2050 22.285023.3920 A 90069 8.0000 A 26120 14.884015.6340 17.229018.0960 A 26129 13.2220 A 57270 37.093038.9470 42.944045.0950 C 89200 91.6550 D 89250 41.447043.5190 47.980050.3820 D 89300 113.3420 D 89960 41.447043.5190 47.980050.3820 D 58360 40.083042.0880 46.408048.7250 C 58369 40.0830 C 88380 50.491053.0140 58.450061.3750 D 90289 13.000013.5000 A 90239 8.0000 A 26180 14.884015.6340 17.229018.0960 A 26210 16.107016.9050 18.650019.5710 A 26220 13.579014.2620 15.722016.5090 A 26221 10.6460 ACLERK TYPIST I - T-STEP 700 900 CLERK TYPIST I 005 14.9690 CLERK STENO II 035 17.7500 CIVIL ENGINEER IV M42 55.6690 CLERK STENO I 015 16.4110 CLASS B DRIVER - TEMP 972 CLERICAL AIDE/RECEPTIONIST CIVIL ENGINEER III - TEMP 620 CIVIL ENGINEER III G60 44.1950 CITY TREASURER M09 45.6960 CITY MANAGER M89 CITY CLERK M09 45.6960 CITY ATTORNEY M83 CASHIER-RECEPTIONIST-TEMP 730 CHIEF CODE ENFORCEMENT OFFICER G52 40.8980 CASHIER-RECEPTIONIST 015 16.4110 CASHIER 900 CANAL TENDER I TEMP-T 715 CANAL TENDER II 090 21.2110 CANAL TENDER I T STEP 715 CANAL TENDER I TEMP 742 CANAL TENDER I 050 18.8560 C V B MANAGER M18 47.1000 BUYER II 180 25.1520 BUYER I 060 20.4100 BUSINESS MANAGER G45 38.5060 BUILDING PERMIT TECHNICIAN 210 26.8280 BUILDING PERMIT TECH - TEMP 782 BUILDING MAINTAINER I TEMP-T 705 BUILDING MAINTAINER II 030 17.1880 BUILDING MAINTAINER I - TEMP 727 BUILDING MAINTAINER I T-STEP 705 BUILDING MAINTAINER I 010 15.6720 BUILDING INSPECTOR III - TEMP 610 BUILDING DIRECTOR M48 58.1280 BOX OFFICE SUPERVISOR G15 29.7550 BOX OFFICE MANAGER - CGCC G15 29.7550 BLDG INSPECTOR III - ELEC SPEC G40 37.7590 BLDG INSPECTOR II - TEMP 790 BLDG INSPECTOR III G40 37.7590 BLDG INSPECTOR II 265 29.4880 BLDG INSPECTOR I - TEMP 782 BLDG INSPECTOR I 210 26.8280 BLDG INSP III - PLMBG & MECH G40 37.7590 BENEFITS TECHNICIAN 285 29.8280 AUDITORIUM STAGE MANAGER G25 32.8580 AUDITORIUM MAINTAINER I-TEMP 735 AUDITORIUM MAINTAINER II 050 18.8560 AUDITORIUM MAINTAINER I TEMP-T 710 AUDITORIUM MAINTAINER I-T STEP 710 AUDIO VISUAL SPECIALIST 150 24.3920 ASST TO THE PUBLIC WORKS DIR M06 42.6500 ASST SITE MANAGER II - TEMP 956 290 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 26229 13.5790 A 26228 10.6460 A 26230 15.380016.1490 17.806018.6970 A 26239 15.3800 A 27250 25.545026.8280 29.626031.1060 A 27259 25.5450 A 27260 28.087029.4880 32.517034.1430 A 27269 28.0870 A 57260 34.242035.9580 39.643041.6300 C 89340 39.292041.2590 45.490047.7630 D 79950 27.287028.6560 31.593033.1750 C 89940 40.621042.6500 47.024049.3750 D 57900 34.924036.6700 40.432042.4570 C 79970 35.316037.0810 40.887042.9300 C 27379 24.3140 A 27389 28.7280 A 27370 24.314025.5450 28.192029.6260 A 27380 28.728030.1610 33.251034.9130 A 89460 61.766064.8570 71.506075.0830 D 25030 24.314025.5450 28.192029.6260 A 21509 19.4310 A 21500 19.431020.4080 22.507023.6230 A 89100 57.674060.5580 66.770070.1100 D 25200 21.146022.1920 24.474025.6900 A 25209 21.1460 A 25240 24.781026.0170 28.689030.1200 A 25250 24.314025.5450 28.192029.6260 A 25259 24.3140 A 25260 28.087029.4880 32.517034.1430 A 88460 42.715044.8560 49.452051.9300 D 88030 42.715044.8560 49.452051.9300 D 99989 100.0000 A 21600 24.314025.5450 28.192029.6260 A 51440 34.924036.6700 40.432042.4570 C 26170 15.589016.3660 18.050018.9490 A 26179 15.5890 A 88240 41.043043.0930 47.516049.8900 D 88260 49.519052.0010 57.333060.2040 D 88080 55.948058.7450 64.771068.0100 D 26350 18.930019.8780 21.915023.0030 A 88280 59.323062.2950 68.680072.1150 D 41040 30.471032.0100 35.340037.1250 A 41049 30.471032.0100 35.340037.1250 A 25070 25.260026.5230 29.229030.6970 A 25060 31.739033.3320 36.748038.5890 A 25069 31.7390 A 25020 22.126023.2440 25.613026.8960 A 88200 42.715044.8560 49.452051.9300 D 89870 50.491053.0140 58.450061.3750 D 58200 40.083042.0880 46.408048.7250 C 88040 42.715044.8560 49.452051.9300 D 89000 61.766064.8570 71.506075.0830 D 89360 61.766064.8570 71.506075.0830 D 14139 14.3280 AELECTRICAL ASSISTANT 871 ECONOMIC DEVELOPMENT DIRECTOR M71 68.0990 DIRECTOR RECREATION & PARKS M71 68.0990 DIRECTOR OF OPERATIONS - PARKS M18 47.1000 DIRECTOR OF ENVIRONMENTAL SVS G60 44.1950 DIR OF INFORMATION TECHNOLOGY M42 55.6690 DIR OF FIRE PREV/ENV SERVICES M18 47.1000 DEVELOPMENT SPECIALIST 150 24.3920 DEVELOPMENT ASSOCIATE - TEMP 798 DEVELOPMENT ASSOCIATE 360 34.9980 DEVELOPMENT ASSISTANT 235 27.8400 DETECTIVE - TEMP P25 33.6350 DETECTIVE P25 33.6350 DEPUTY FIRE CHIEF M57 65.4100 DEPUTY CITY CLERK 070 20.8730 DEPUTY CITY ATTORNEY II M54 61.6850 DEPUTY CITY ATTORNEY I M39 54.6050 DATA ENTRY CLERK - TEMP 735 DEPUTY CITY ATTORNEY I M15 45.2500 DATA ENTRY CLERK 030 17.1880 CRIME PREVENTION SUPERVISOR G45 38.5060 CRIME ANALYST 210 26.8280 COUNCILMEMBER 987 CONVENTION CTR SUPERINTENDENT M18 47.1000 CONSTRUCTION SUPERINTENDENT M18 47.1000 CONSTRUCTION INSPECTOR I-TEMP 782 CONSTRUCTION INSPECTOR II 295 30.9650 CONSTRUCTION INSPECTOR I 210 26.8280 COMPUTER DRAFTING TECH II 225 27.3190 092 COMPUTER DRAFTING TECH I-TEMP 770 COMPUTER DRAFTING TECH I 115 23.3060 21.4290 COMMUNITY DEVELOPMENT TECH 210 26.8280 COMMUNITY SERVICES MANAGER M69 63.5910 COMMUNITY REL SPECIALIST-TEMP 761 COMMUNITY RELATIONS SPECIALIST 795 COMMUNITY DEVELOPMENT DIRECTOR M71 68.0990 COMMUNICATIONS TECHNICIAN II 300 31.6730 COMMUNICATIONS OPERATIONS SUPV N45 38.9350 COMMUNICATIONS TECHNICIAN I 210 26.8280 COMMUNICATIONS TECH I - TEMP 782 COMMUNICATIONS TECH II - TEMP COMMUNICATIONS ENGINEER G45 38.5060 COMMUNICATIONS COORDINATOR M08 44.7840 COMMUNICATIONS CENTER SUPV N15 30.0860 COMM DEVELOPMENT COORDINATOR G55 43.3240 CODE ENFORCEMENT OFFR III G40 37.7590 CODE ENFORCEMENT OFFR II - TEM 793 CODE ENFORCEMENT OFFR I - TEMP 788 CODE ENFORCEMENT OFFR II 295 30.9650 CODE ENFORCEMENT OFFR I 250 28.1920 CLERK TYPIST II - TEMP 732 CLERK TYPIST I - TEMP T-STEP 700 CLERK TYPIST II 025 16.9640 CLERK TYPIST I - TEMP 725 291 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 14130 23.690024.8830 27.417028.8010 A 14100 26.680028.0020 30.879032.4190 A 25120 29.442030.9160 34.090035.7900 A 25129 29.4420 A 25150 33.861035.5520 39.203041.1570 A 25159 33.8610 A 58300 40.083042.0880 46.408048.7250 C 25180 17.112017.9610 19.793020.7890 A 25189 17.1120 A 25210 19.246020.2050 22.285023.3920 A 25220 21.146022.1920 24.474025.6900 A 88390 52.722055.3570 61.034064.0870 D 25270 26.744028.0870 30.965032.5080 A 55300 34.242035.9580 39.643041.6300 C 90359 13.3990 A 57000 26.985028.3370 31.248032.8050 C 13500 14.219014.9270 16.459017.2880 A 13509 14.2190 A 13508 14.2190 A 41260 26.592027.9330 30.829032.3890 A 41300 27.933029.3430 32.389034.0310 A 41150 29.197030.6770 33.862035.5770 A 89350 61.766064.8570 71.506075.0830 D 26080 18.930019.8780 21.915023.0030 A 68130 44.048046.2520 50.999053.5440 D 68132 31.462033.0380 36.427038.2470 C 88130 41.226043.2870 47.733050.1110 D 88132 29.443030.9200 34.094035.7950 D 67180 35.161036.9390 40.764042.8300 A 67182 25.114026.3930 29.127030.5990 A 89400 68.139071.5440 78.881082.8270 D 26260 17.412018.2800 20.161021.1660 A 26269 17.4120 A 26290 19.329020.3020 22.382023.5000 A 26299 19.3290 A 32150 29.425030.9260 34.127035.8620 A 32152 21.019022.0820 24.375025.6120 A 21479 21.883022.9790 25.336026.6000 A 68440 46.206048.5190 53.497056.1640 A 88440 43.244045.4060 50.070052.5680 D 27040 30.450031.9900 35.318037.0970 A 21480 21.883022.9790 25.336026.6000 A 21470 25.545026.8280 29.626031.1060 A 32200 26.384027.7280 30.607032.1590 A 32202 19.046020.0030 22.080023.1890 A 32260 17.9110 A 32262 15.245016.0220 17.674018.5930 A 14330 21.116022.1740 24.442025.6700 A 14280 25.561026.8380 29.581031.0660 A 14300 26.523027.8600 30.751032.3110 A 14040 17.112017.9610 19.793020.7890 A 14060 17.112017.9610 19.793020.7890 A 14069 17.1120 A 14061 13.4150 A FLEET SERVICE WORKER I - TEMP 742 FLEET SERVICE WORKER I T-STEP 715 FLEET SERVICE WORKER I 050 18.8560 FLEET SERVICE WORKER I 050 18.8560 FLEET MECHANIC III 260 29.2760 FLEET MECHANIC II 245 28.1800 FLEET MECHANIC I 110 23.2750 FIREFIGHTER TRAINEE - DAYS F01 FIREFIGHTER TRAINEE - SUPPRESS F05 16.8310 FIREFIGHTER - DAYS F25 29.1340 FIREFIGHTER - SUPPRESSION F10 21.0190 FIRE PREVENTION/ENVIRON OFFR 250 28.1920 FIRE PREVENTION INSP/PETROLEUM 135 24.1260 FIRE PLANS EXAMINER 325 33.6100 FIRE MARSHAL/TRAINING OFFICER M36 47.6840 FIRE MARSHAL/TRAINING OFFICER F70 50.9460 FIRE INSPECTOR-TEMPORARY 135 24.1260 FIRE ENGINEER - DAYS F30 32.4790 FIRE ENGINEER - SUPPRESSION F15 23.1890 FIRE DISPATCHER II 076 21.3160 FIRE DISPATCHER II - TEMP 756 FIRE DISPATCHER I - TEMP 740 FIRE DISPATCHER I 045 19.1980 FIRE CHIEF M74 75.1290 FIRE CAPTAIN - SUPPRESSION F50 27.7110 FIRE CAPTAIN - DAYS F55 38.8010 FIRE BATTALION CHIEF-SUPPRESS M01 32.4660 FIRE BATTALION CHIEF - DAYS M21 45.4570 FIRE BATT CHIEF-SUPPRESS F60 34.6900 FIRE BATT CHIEF-DAYS F65 48.5660 FINANCIAL INVESTIGATOR 070 20.8730 FINANCE DIRECTOR M71 68.0990 FEMALE INVESTIGATOR III P20 32.2280 FEMALE INVESTIGATOR II P15 30.8290 FACILITY WORKER - TEMP T 860 FEMALE INVESTIGATOR I P10 G15 29.3430 FACILITY WORKER - TEMP 860 29.7550 ENGINEERING TECHNICIAN II G40 37.7590 FACILITY WORKER 010 15.6720 EVENT ATTENDANT 960 EVENTS SUPERVISOR ENGINEERING TECHNICIAN I 265 29.4880 ENGINEERING SERVICES MANAGER M48 58.1280 ENGINEERING AIDE III 115 23.3060 ENGINEERING AIDE II 090 21.2110 ENGINEERING AIDE I - TEMP 742 ENGINEERING AIDE I 050 18.8560 ENGINEER II - TEMP 799 ENGINEER III - WASTEWATER G60 44.1950 ENGINEER II 375 37.3310 ENGINEER I - TEMP 797 ENGINEER I 315 32.4670 ELECTRICAL TECHNICIAN II 263 29.4060 ELECTRICAL TECHNICIAN I 205 26.1160 292 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 14068 13.4150 A 14050 19.246020.2050 22.285023.3920 A 14460 19.246020.2050 22.285023.3920 A 14049 17.112017.9610 19.793020.7890 A 14048 13.4150 A 22130 22.095023.2020 25.582026.8620 A 88400 42.715044.8560 49.452051.9300 D 21510 21.146022.1920 24.474025.6900 A 88510 42.715044.8560 49.452051.9300 D 25140 26.607027.9440 30.810032.3480 A 57140 32.191033.8040 37.267039.1360 C 25000 20.016021.0140 23.173024.3240 A 25009 20.4160 A 25230 22.126023.2440 25.613026.8960 A 57200 34.924036.6700 40.432042.4570 C 27230 30.450031.9900 35.318037.0970 A 90809 18.0000 A 13220 23.061024.2030 26.699028.0240 A 13240 23.061024.2030 26.699028.0240 A 13230 23.061024.2030 26.699028.0240 A 13210 23.061024.2030 26.699028.0240 A 13200 23.061024.2030 26.699028.0240 A 25080 19.211020.1760 22.248023.3620 A 27010 25.260026.5230 29.229030.6970 A 27019 25.2600 A 27000 29.442030.9160 34.090035.7900 A 26440 18.930019.8780 21.915023.0030 A 89910 50.491053.0140 58.450061.3750 D 57020 34.924036.6700 40.432042.4570 C 26400 24.442025.6700 28.295029.7090 A 26409 24.4420 A 56990 34.924036.6700 40.432042.4570 C 14350 22.658023.7910 26.226027.5430 A 24350 24.314025.5450 28.192029.6260 A 14359 22.658023.7910 26.226027.5430 A 24359 24.3140 A 57160 29.803031.2950 34.505036.2300 C 89930 38.690040.6210 44.789047.0260 D 58110 34.924036.6700 40.432042.4570 C 13490 10.184010.6950 11.793012.3830 A 13499 10.1840 A 52080 24.032025.2340 27.823029.2150 C 26300 19.876020.8680 23.008024.1520 A 26310 19.876020.8680 23.008024.1520 A 26319 19.8760 A 90449 9.500010.0000 A 90459 5.4600 A 13190 19.726020.7110 22.841023.9740 A 13180 19.726020.7110 22.841023.9740 A 13170 19.726020.7110 22.841023.9740 A 13179 19.7260 A 13580 25.561026.8380 29.581031.0660 A 14200 23.266024.4360 26.936028.2790 A 13080 15.589016.3660 18.050018.9490 AMAINTAINER - CGCC 030 17.1880 MAINT CRAFTWORKER I 201 25.6470 MACHINIST 245 28.1800 LIGHT EQUIPMENT OPR-STREETS-TE 762 LIGHT EQUIPMENT OPR - STREETS 094 21.7400 LIGHT EQUIPMENT OPR - PARKS 094 21.7400 LIFEGUARD II 915 LIGHT EQUIPMENT OPERATOR-WATER 094 21.7400 LEGAL SECRETARY - TEMP 765 LIFEGUARD I 905 LEGAL SECRETARY 095 21.9190 LEGAL SEC - MUNICIPAL LAW 095 21.9190 LAW OFFICE ADMINISTRATOR G10 26.4970 LABORER - TEMP 840 G25 LABORER 001 11.2300 INTERNAL AUDITOR G45 38.5060 32.8580 INDUSTRIAL WASTE INSPECTOR-TEM 165 24.9810 INSURANCE COORDINATOR M06 42.6500 INDUSTRIAL WASTE INSPECTOR-TEM 782 INFORMATION TECHNOLOGY SUPV INDUSTRIAL WASTE INSPECTOR 210 26.8280 INDUSTRIAL WASTE INSPECTOR 165 24.9810 HYDROGRAPHIC SUPERVISOR G45 38.5060 HUMAN RESOURCES TECHNICIAN-TEM 785 HUMAN RESOURCES TECHNICIAN 215 26.9490 HUMAN RESOURCES SUPERVISOR G45 38.5060 HUMAN RESOURCES MANAGER M42 55.6690 HUMAN RESOURCES CLERK 070 20.8730 HUMAN RESOURCES ANALYST I TEMP 787 HUMAN RESOURCES ANALYST II 315 32.4670 HUMAN RESOURCES ANALYST I 235 27.8400 HELP DESK SPECIALIST 085 21.1860 HEAVY EQUIPMENT OPR - STREETS 183 25.4180 HEAVY EQUIPMENT OPR - PARKS 183 25.4180 HEAVY EQUIP OPR-SW & RECYCLING 183 25.4180 HEAVY EQUIP OPR - WASTE WATER 183 25.4180 HEAVY EQUIP OPERATOR - WATER 183 25.4180 HEARING OFFICER 978 HAZARDOUS MATERIALS SPECIALIST 325 33.6100 HAZARDOUS MATERIALS COORD G45 38.5060 GIS TECHNICIAN - TEMP 882 GRAPHICS TECHNICIAN 150 24.3920 GIS TECHNICIAN 097 22.0590 GIS SUPERVISOR G32 35.4910 GIS ANALYST 280 29.3400 GENERAL SERVICES SUPT M18 47.1000 GENERAL SERVICES COORDINATOR 115 23.3060 FLEET SUPERINTENDENT M18 47.1000 FLEET SERVICES SYSTEMS ANALYST 145 24.3650 FLEET SERVICE WORKER TEMP-T 715 FLEET SERVICE WORKER TEMP 050 18.8560 FLEET SERVICE WORKER II 090 21.2110 FLEET SERVICE WORKER I-TEMP-T 715 FLEET SERVICE WORKER II 090 21.2110 293 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 13090 15.589016.3660 18.050018.9490 A 14220 24.924026.1840 28.897030.3640 A 14320 22.126023.2440 25.613026.8960 A 90269 8.0600 A 90249 8.0600 A 90279 8.0600 A 90259 8.0600 A 86090 25.260026.5230 29.229030.6970 D 25010 22.126023.2440 25.613026.8960 A 99999 919.5400 A 26140 15.380016.1490 17.806018.6970 A 13270 22.188023.2970 25.678026.9660 A 25100 24.517025.7410 28.378029.8000 A 25130 28.229029.6490 32.724034.3800 A 25119 21.7190 A 25110 21.719022.8040 25.146026.4080 A 52100 29.803031.2950 34.505036.2300 C 25089 17.7510 A 90153 13.000013.5000 A 90673 A 90703 9.5000 A 90163 15.0000 A 90683 15.4450 A 90713 14.2190 A 90693 15.0000 A 90723 17.1120 A 26410 31.219032.7810 36.142037.9500 A 59800 39.292041.2590 45.490047.7630 C 13300 17.112017.9610 19.793020.7890 A 13320 19.246020.2050 22.285023.3920 A 13308 13.4150 A 13301 13.4150 A 90199 11.9080 A 13310 21.146022.1920 24.474025.6900 A 24500 22.095023.2020 25.582026.8620 A 88480 42.715044.8560 49.452051.9300 D 24349 17.1120 A 24340 17.112017.9610 19.793020.7890 A 26090 18.930019.8780 21.915023.0030 A 88310 42.715044.8560 49.452051.9300 D 11111 17.9110 A 27029 30.4500 A 27020 30.450031.9900 35.318037.0970 A 27030 30.450031.9900 35.318037.0970 A 27050 30.450031.9900 35.318037.0970 A 89450 52.722055.3570 61.034064.0870 D 25039 23.2020 A 14489 15.3460 A 90409 8.0000 A 88530 55.585058.3610 64.348067.5600 D 89500 72.260075.8780 83.660087.8320 D 51300 31.662033.2450 36.654038.4860 C 26370 18.950019.9040 21.943023.0390 A 26379 18.9500 APOLICE DISPATCHER I - TEMP 755 POLICE DISPATCHER I 075 20.8980 POLICE CRIME LAB SUPERVISOR G30 34.9090 POLICE CHIEF M80 79.6740 POLICE CADET 900 POLICE CAPTAIN M51 61.2780 PLANNING TECHNICIAN - TEMP 781 PLANT MAINTENANCE WORKER-TEMP 738 PLANNING DIRECTOR M48 58.1280 PLAN CHECKER-RESIDENTIAL SPEC 325 33.6100 PLAN CHECKER-PLUMB & MECH SPEC 325 33.6100 PLAN CHECKER-ELECTRICAL SPEC 325 33.6100 PLAN CHECKER - TEMP 794 PLACE HOLDER F01 PARTS & INVENTORY SPECIALIST 050 18.8560 PERMIT AND PLAN CHECK MANAGER M18 47.1000 PAYROLL TECHNICIAN 070 20.8730 PARKS SUPERINTENDENT M18 47.1000 PARTS & INVENTORY SPEC - TEMP 869 PARK SERVICES TECHNICIAN 145 24.3650 PARK SERVICES COORDINATOR 115 23.3060 PARK MAINTAINER-T 715 PARK SECURITY GUARD - TEMP 961 PARK MAINTAINER TEMP-T 715 PARK MAINTAINER II 090 21.2110 PARK MAINTAINER 050 18.8560 PARK CONSTRUCTION & FAC PLNR G55 43.3240 OFFICIAL III (YOUTH)866 PARK & LANDSCAPE DESIGNER 350 34.4220 OFFICIAL II (YOUTH)860 OFFICIAL III (ADULT)981 OFFICIAL II 981 OFFICIAL II (ADULT)878 OFFICIAL I (ADULT)872 OFFICIAL I (YOUTH)951 OFFICE SYSTEMS SUPP ASST-TEMP 757 OFFICIAL I 972 OFFICE ADM-PUBLIC RELATIONS G25 32.8580 NETWORK SYSTEMS TECHNICIAN 130 23.9520 NETWORK SYSTEMS TECH - TEMP 776 NETWORK SYSTEMS ENGINEER 297 31.1470 NETWORK SYSTEMS ANALYST 220 27.0270 MOTOR SWEEPER OPERATOR 160 24.4640 MAYOR 990 MICROGRAPHIC TECHNICIAN 025 16.9640 MARKETING & EVENTS SPECIALIST 150 24.3920 MANAGEMENT ASSISTANT M05 27.8400 MAINTENANCE WORKER-PARKS 939 MAINTENANCE WORKER-STREETS 939 MAINTENANCE WORKER-EQUIPMENT 939 MAINTENANCE WORKER-GENERAL 939 MAINTENANCE MECHANIC 150 24.3920 MAINTENANCE CRAFTWORKER II 229 27.4990 MAINTAINER - CGCC 030 17.1880 294 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 26380 20.160021.1730 23.341024.5100 A 26389 20.1600 A 21200 25.561026.8380 29.581031.0660 A 21300 25.561026.8380 29.581031.0660 A 88540 49.931052.4310 57.810060.7060 D 41250 26.592027.9330 30.829032.3890 A 77360 37.615039.4920 43.546045.7260 C 21450 18.508019.4340 21.433022.5040 A 21459 18.5080 A 41430 21.238022.2970 24.586025.8170 A 90139 11.500012.0000 A 90609 6.7600 A 90619 7.0200 A 90629 7.2800 A 59890 39.292041.2590 45.490047.7630 C 59899 39.2920 C 26360 18.508019.4340 21.433022.5040 A 90059 12.0000 A 90079 12.5000 A 90029 9.0000 A 90019 9.5000 A 25090 27.395028.7680 31.713033.2960 A 25099 27.3950 A 57350 27.783029.1750 32.162033.7680 C 59710 31.662033.2450 36.654038.4860 C 89560 65.531068.8070 75.865079.6540 D 88060 52.722055.3570 61.034064.0870 D 27510 22.806023.9480 26.405027.7260 A 59920 34.924036.6700 40.432042.4570 C 26000 25.260026.5230 29.229030.6970 A 26010 31.739033.3320 36.748038.5890 A 86100 40.621042.6500 47.024049.3750 D 26420 14.884015.6340 17.229018.0960 A 57910 34.924036.6700 40.432042.4570 C 90639 8.1120 A 90649 9.0000 A 90659 9.0850 A 90669 10.500011.0000 A 90089 A 90109 5.4600 A 90129 5.7200 A 26020 22.806023.9480 26.405027.7260 A 88590 42.715044.8560 49.452051.9300 D 27100 26.744028.0870 30.965032.5080 A 26390 18.779019.7140 21.733022.8180 A 57070 26.985028.3370 31.248032.8050 C 86020 40.621042.6500 47.024049.3750 D 13390 17.112017.9610 19.793020.7890 A 13391 13.4150 A 13398 13.4150 A 13420 19.246020.2050 22.285023.3920 A 13429 17.7830 A 13439 21.1460 A 90143 8.0000 A 090 SANITATION WORKER III TEMP 770 SCOREKEEPER 900 21.2110 SANITATION WORKER I - T STEP 715 SANITATION WORKER II-TEMP 760 SANITATION WORKER I TEMP-T 715 SANITATION WORKER II SANITATION WORKER I 050 18.8560 RISK MANAGER M08 44.7840 REVENUE PROGRAM SUPERVISOR G15 29.7550 REVENUE PROGRAM AIDE 065 20.6900 REHABILITATION SPECIALIST 265 29.4880 RECREATION SUPERINTENDENT M18 47.1000 RECREATION LEADER III 912 RECREATION SPECIALIST 180 25.1520 RECREATION LEADER I 803 RECREATION LEADER II 906 RECREATION COORDINATOR III 948 RECREATION COORDINATOR IV 954 RECREATION COORDINATOR I 942 RECREATION COORDINATOR II 945 RECORDS SUPERVISOR G45 38.5060 RECEPTIONIST 015 16.4110 REAL PROPERTY MANAGER M10 44.7840 REAL PROPERTY AGENT II 360 34.9980 REAL PROPERTY AGENT I 235 27.8400 PURCHASING OFFICER G45 38.5060 PUBLIC/FIRE SAFTETY EDUC SPEC 180 25.1520 PUBLIC WORKS OPERATIONS MGR M48 58.1280 PUBLIC WORKS DIRECTOR M77 72.2500 PUBLIC INFORMATION OFFICER G30 34.9090 PROPERTY ROOM SUPERVISOR G20 30.6300 PROGRAMMER ANALYST - TEMP 884 PROGRAM LEADER II - TEMP 951 PROGRAMMER ANALYST 290 30.2030 060 PROGRAM COORDINATOR II - TEMP 965 PROGRAM LEADER I - TEMP 945 20.4100 PRINCIPAL PLANNER G55 43.3240 PROGRAM COORDINATOR I - TEMP 903 PRINCIPAL PLANNER TEMP 615 PROGRAM COORDINATOR - PERM POOL MANAGER II 933 POOL MANAGER III 936 POOL MANAGER 958 POOL MANAGER I 930 POLICE TRAINEE P05 23.4140 POLICE SERVICE TECHNICIAN-TEMP 750 POLICE SERVICE TECHNICIAN 060 20.4100 POLICE SERGEANT P55 41.4700 245 POLICE OFFICER P10 29.3430 POLICE LIEUTENANT M30 55.0540 28.1800 POLICE DISPATCHER II 100 22.2270 POLICE LATENT PRINT EXAMINER 245 28.1800 POLICE DISPATCHER II - TEMP 767 POLICE LAB TECHNICIAN 295 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 90733 A 90743 A 90753 A 26450 17.227018.0890 19.943020.9430 A 26459 17.2270 A 26490 18.930019.8780 21.915023.0030 A 26500 18.930019.8780 21.915023.0030 A 26499 18.9300 A 27205 16.392017.2120 18.976019.9290 A 20010 14.219014.9270 16.459017.2880 A 25139 24.9690 A 41170 29.197030.6770 33.862035.5770 A 41270 27.933029.3430 32.389034.0310 A 26460 18.930019.8780 21.915023.0030 A 27340 22.126023.2440 25.613026.8960 A 56100 34.242035.9580 39.643041.6300 C 25160 25.260026.5230 29.229030.6970 A 13709 17.1120 A 13708 13.4150 A 13700 17.112017.9610 19.793020.7890 A 13701 13.4150 A 13440 17.112017.9610 19.793020.7890 A1344917.1120 A 13441 13.4150 A 13448 13.4150 A 13460 20.016021.0140 23.173024.3240 A 13470 21.990023.0820 25.451026.7190 A 90179 11.0000 A 90189 11.5000 A 89130 52.722055.3570 61.034064.0870 D 13430 21.146022.1920 24.474025.6900 A 88560 42.715044.8560 49.452051.9300 D 57010 39.292041.2590 45.490047.7630 C 59700 39.292041.2590 45.490047.7630 C 13640 20.204021.2140 23.392024.5610 A 57410 29.803031.2950 34.505036.2300 C 14440 22.126023.2440 25.613026.8960 A 90509 11.6270 A 90519 13.000013.5000 A 90529 13.4120 A 13140 17.112017.9610 19.793020.7890 A 13141 13.4150 A 13148 13.4150 A 13149 17.1120 A 88640 42.715044.8560 49.452051.9300 D 90389 8.0000 A 90439 6.4480 A 59880 22.622023.7550 26.194027.5070 C 57110 26.985028.3370 31.248032.8050 C 57080 26.985028.3370 31.248032.8050 C 57210 26.985028.3370 31.248032.8050 C 57119 26.9850 C 57460 26.985028.3370 31.248032.8050 C 57120 31.662033.2450 36.654038.4860 CSUPERVISOR II G30 34.9090 SUPERVISOR I - TEMP 600 SUPERVISOR I - TREES G15 29.7550 SUPERVISOR I - RECREATION G15 29.7550 SUPERVISOR I - CGCC G15 29.7550 SUPERVISOR I G15 29.7550 SUPERVISING FIRE DISPATCHER G05 24.9450 STUDENT HELP 900 STUDENT INTERN 927 STREET MAINTENANCE SUPT M18 47.1000 STREET MAINTAINER TEMP-T 715 STREET MAINTAINER-TEMP 742 STREET MAINTAINER T-STEP 715 STAGEHAND III 975 STREET MAINTAINER 050 18.8560 STAGEHAND I 963 STAGEHAND II 972 STAGE TECHNICIAN - CGCC 150 24.3920 STAGE MANAGER - CGCC G25 32.8580 SPRAY RIG OPR/PEST CONTROL ADV 105 22.2760 SPECIAL PROJECTS MANAGER G55 43.3240 SPECIAL EVENTS MGR - RABOBANK G55 43.3240 SOLID WASTE SUPERINTENDENT M18 47.1000 SOLID WASTE EQUIPMENT OPERATOR 115 23.3060 SOLID WASTE DIRECTOR M48 58.1280 SITE MANAGER I - TEMP 902 SITE MANAGER II - TEMP 962 SEWER MAINTAINER III 140 24.2360 SEWER MAINTAINER II 097 22.0590 SEWER MAINTAINER I T-STEP 715 SEWER MAINTAINER I TEMP-T 715 SEWER MAINTAINER I - TEMP 742 SERVICE MAINTENANCE WORKER-T 715 SEWER MAINTAINER I 050 18.8560 SERVICE MAINTENANCE WORKER 050 18.8560 SERVICE MAINTENANCE WKR-TEMP 866 SERVICE MAINTENANCE WKR-TEMP T 715 SENIOR SALES REPRESENTATIVE 235 27.8400 SENIOR REAL PROPERTY AGENT G40 37.7590 SENIOR PROPERTY TECHNICIAN 150 24.3920 SENIOR POLICE RECORDS CLERK 070 20.8730 SENIOR POLICE OFFICER P15 30.8290 SENIOR POLICE LAB TECHNICIAN P20 32.2280 SENIOR OFFICE SYS ANALYST-TEMP 792 SENIOR KENNEL TECHNICIANS 010 15.6720 SECRETARY II - TEMP 752 SENIOR ANIMAL CONTROL OFFICER 040 18.0760 SECRETARY II - CGCC 070 20.8730 SECRETARY II 070 20.8730 SECRETARY I - TEMP 745 SCOREKEEPER III 833 SECRETARY I 055 18.9970 SCOREKEEPER I 805 SCOREKEEPER II 821 296 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 57830 31.662033.2450 36.654038.4860 C 57220 31.662033.2450 36.654038.4860 C 57850 31.662033.2450 36.654038.4860 C 57710 34.924036.6700 40.432042.4570 C 55470 32.453034.0800 37.573039.4500 C 57840 31.662033.2450 36.654038.4860 C 25280 24.314025.5450 28.192029.6260 A 25300 26.744028.0870 30.965032.5080 A 90099 8.0600 A 90469 10.000010.2500 A 90479 5.9800 A 90329 6.7600 A 14480 19.246020.2050 22.285023.3920 A 14471 14.7260 A 14479 19.2460 A 14478 14.7260 A 14470 19.246020.2050 22.285023.3920 A 88370 50.491053.0140 58.450061.3750 D 25290 26.680028.0020 30.879032.4190 A 14080 17.112017.9610 19.793020.7890 A 14081 13.4150 A 14088 13.4150 A 14089 17.112017.9610 19.793020.7890 A 14190 19.246020.2050 22.285023.3920 A 17190 21.146022.1920 24.474025.6900 A 15310 26.680028.0020 30.879032.4190 A 41060 30.471032.0100 35.340037.1250 A 26250 16.392017.2120 18.976019.9290 A 26259 16.3920 A 90209 8.1120 A 90219 8.1120 A 90229 13.5020 A 13610 17.112017.9610 19.793020.7890 A 13618 13.4150 A 13611 13.4150 A 13620 20.016021.0140 23.173024.3240 A 13630 21.146022.1920 24.474025.6900 A 57500 34.924036.6700 40.432042.4570 C 88580 52.722055.3570 61.034064.0870 D 13480 15.589016.3660 18.050018.9490 A 13489 15.5890 A 14360 22.658023.7910 26.226027.5430 A 14390 18.779019.7140 21.733022.8180 A 14420 21.146022.1920 24.474025.6900 A 14430 24.924026.1840 28.897030.3640 A 90349 9.2500 A 88690 52.722055.3570 61.034064.0870 D 14290 25.561026.8380 29.581031.0660 A 88680 42.715044.8560 49.452051.9300 D 89110 52.722055.3570 61.034064.0870 D 89160 61.766064.8570 71.506075.0830 D 88570 42.715044.8560 49.452051.9300 D 57450 26.985028.3370 31.248032.8050 C 57170 31.662033.2450 36.654038.4860 C 29.4880265SURVEY PARTY CHIEF II WATER SUPERVISOR II G30 34.9090 WATER SUPERVISOR I G15 29.7550 WATER RESOURCES SUPERINTENDENT M18 47.1000 WATER RESOURCES MANAGER M71 68.0990 WATER RESOURCES DIRECTOR M48 58.1280 WASTEWATER TREATMENT SUPT M18 47.1000 WASTEWATER PLANT MECHANIC 245 28.1800 WASTEWATER MANAGER M48 58.1280 WARDROBE 957 W W TREATMENT PLANT OPR III 229 27.4990 W W TREATMENT PLANT OPR II 115 23.3060 W W TREATMENT PLANT OPR I 065 20.6900 UTILITY WORKER-TEMP 735 W W TREAT PLANT LAB TECH 165 24.9810 UTILITY WORKER 030 17.1880 UTILITIES MANAGER M48 58.1280 715 URBAN FORESTER G45 38.5060 TREE MAINTAINER III 115 23.3060 TREE MAINTAINER I 050 18.8560 TREE MAINTAINER II 097 22.0590 TREE MAINTAINER I TEMP-T 715 TREE MAINTAINER I-T STEP TRANSPORTATION OFFICER II 942 TRANSPORTATION OFFICER III 971 TRANSCRIBING TYPIST-TEMP 737 TRANSPORTATION OFFICER I 942 TRANSCRIBING TYPIST 040 18.0760 TRAINING OFFICER P25 33.6350 TRAFFIC SIGNAL TECHNICIAN 263 29.4060 TRAFFIC PAINTER III 115 23.3060 TRAFFIC PAINTER II 090 21.2110 TRAFFIC PAINTER I-TEMP 050 18.8560 TRAFFIC PAINTER I T-STEP 715 TRAFFIC PAINTER I TEMP-T 715 TRAFFIC PAINTER I 050 18.8560 TRAFFIC OPERATIONS TECHNICIAN 263 29.4060 TRAFFIC ENGINEER M42 55.6690 TRADES MAINTENANCE WORKER 090 21.2110 TRADES MAINT WORKER - TEMP 877 TRADES MAINT WORKER TEMP-T 720 TRADES ASSISTANT T-STEP 720 TICKET SELLER 930 TRADES ASSISTANT FIRE HYDRANT 090 SWIM INSTRUCTOR 939 21.2110 SWIM INSTRUCTOR I 918 SWIM INSTRUCTOR II 921 SURVEY PARTY CHIEF I 210 26.8280 SUPV II-W W PRETREAT REV PROG G30 34.9090 SUPERVISOR-SURVEY OPERATIONS G35 35.7820 SUPERVISOR III - WASTEWATER G45 38.5060 SUPERVISOR II - WASTEWATER G30 34.9090 SUPERVISOR II - RECYCLING G30 34.9090 SUPERVISOR II - RECREATION G30 34.9090 297 CITY OF BAKERSFIELD FISCAL YEAR 2014-15 SALARY SCHEDULE Position #Step 1Step 2 Step 4Step 5 OTPosition Title Grade Step 3 25050 24.517025.7410 28.378029.8000 A 13510 23.257024.4270 26.933028.2860 A 13520 25.561026.8380 29.581031.0660 AWELDER II 245 28.1800 WEBMASTER 220 27.0270 WELDER I 200 25.6460 298 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. 299 Revised 2/20/2014 FY 2014-15 Revised Budget Calendar JANUARY 17 Salary Projection Report distributed to departments 28 FY 2014-15 Budget Kickoff/Budget Instructions are Distributed FEBRUARY 3 Deadline to Submit Salary Projection File changes to Finance Department 10 Revenue Projections for All Funds Due to Finance. Internal Service Requests Are Due. MARCH 11 Deadline for all Operating and Capital Improvement budget data to be entered into HTE. User access will be limited after this date. Items due to City Manager’s Office: • Department/Division Goals and Objectives and Organizational Charts • Operating Budget Transmittal Memo • New Personnel Request Memo • CIP Request Memo 17 – 28 Department Budget Review Meetings with Budget Team APRIL 7 City Manager’s recommended budget available to departments online. 7-18 Review Of Department Budget Presentations. MAY 7 City Manager’s Budget Overview Presentation to Council and Budget Workshop. Department Budget Presentations/Council Presentations: General Government, City Attorney and Finance. 15 Proposed CIP Budget to Planning Commission 21 Department Budget Presentations/Council Presentations: Fire, Police, Water Resources and Public Works. JUNE 4 Department Budget Presentations/Council Presentations: Rabobank Arena/AEG, CVB, Recreation and Parks and Community Development. Proposed FY 2014-15 Operating and Capital Improvement Plan (CIP) Budgets and Appropriations Limit City Council Hearing. 25 City Council Adoption of FY 2014-15 Operating and Capital Improvement Program (CIP) Budgets and Appropriations Limit. 300 Operating Budget The City of Bakersfield's Operating Budget is a planning document that mirrors the City Council's established goals and policies. By providing service delivery based on City Council Goals and Guiding Principles, City departments ensure that the activities they undertake are those that are articulated by the City Council, and are important to the community. Since the Operating Budget implements Council Goals and Policies, it is only natural that the budget document highlights specific program service objectives and action statements that demonstrate how those goals and policies will be realized. Annually, City departments develop action plans that target progress toward or successful completion of Council goals. While funding for departmental budgets is prepared using a line-item budget – a budget that focuses on what is to be purchased – overall decisions and long- range planning efforts are concentrated at the program level. This essentially means that the City Council is looking at service delivery from the perspective of providing viable, quality programs to the citizens of Bakersfield. Structure of the Operating Budget Within each department category is a hierarchy of what constitutes the Operating Budget. This hierarchy, which is detailed below, provides a basis for how programs are structured and service is delivered to the community. Goal – Represents a long-term condition or end result. It describes a vision or philosophy about major social and environmental concerns of the community. Significant Budget Changes – Represents a major departure from historical practice or treatment of a program or line item within a department’s budget. Action Plan – Qualitatively or quantitatively identifies the service to be provided. Action plans are specific in nature and directly correlate to achieving the results of the department or division goal. Service Level Indicators – Describe in specific and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Service level indicators are derived from the Action Plan. Expenditure Line Items – The smallest expenditure detail in department budgets. 301 Basis of Accounting and Budgeting All governmental fund types, Agency Funds and the Discretely Presented Component Unit are accounted for using the modified-accrual basis of accounting. Under the modified-accrual basis, revenues are recognized when they become measurable and available as net current assets. Taxpayer- assessed gross receipts and sales taxes are considered “measurable” when in the hands of intermediary collecting governments and are, therefore, recognized as revenue at that time. Property taxes are recognized as revenue in the fiscal year during which they are levied, adjusted for amounts considered to be collectible more than 60 days beyond the fiscal year-end or ultimately uncollectible. Those revenues susceptible to accrual are property taxes, franchise taxes, special assessments, licenses, interest revenue and charges for services. Sales taxes collected and held by the state at year end on behalf of the government also are recognized as revenue. Fines and permits are not susceptible to accrual because generally they are not measurable until received in cash. Expenditures are generally recognized under the modified-accrual basis of accounting when the related fund liability is incurred. An exception is interest on general long-term debt which is not accrued but is recorded when due. Proceeds from issuance of long- term debt are recognized as other financing sources when received, and repayments are recognized as expenditures when due. All proprietary fund types and Pension Trust Funds are accounted for using the accrual basis of accounting. The revenues of these funds are recognized when they are earned, and their expenses are recognized when they are incurred. Unbilled service revenues, which are not significant, are not recognized as revenues. Accounting and Budgetary Basis The modified accrual basis of accounting is used by all General, Special Revenue, Debt Service, and Capital Projects Funds. This means that revenues are recognized when they become both measurable and available. Measurable means the amount of the transaction can be determined and available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded when liabilities are incurred, except that principal and interest payments on long-term debt are recognized as expenditures when due. The accrual basis of accounting is utilized by all Enterprise and Internal Service 302 Basis of Accounting and Budgeting continued Funds. This means that revenues are recorded when earned and that expenses are recorded at the time liabilities are incurred. The City’s basis for budgeting is consistent with accounting principles generally accepted in the United States of America and with the City’s financial statements as presented in the Comprehensive Annual Financial Report (CAFR). Exceptions are as follows: • Capital expenditures within the Enterprise Funds and Internal Service Funds are recorded as assets on an accounting basis but are shown as expenditures on a budgetary basis. • Depreciation of capital assets and amortization of various deferred charges are recorded on an accounting basis only. Principal payments on long - term debt within the Enterprise Funds and Internal Service Funds are applied to the outstanding liability on an accounting basis but are shown as expenditures on a budgetary basis. Funds are appropriated for all of the City’s funds (General, Special Revenue, Enterprise, etc.). 303 Investment Policy The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 134-12, is intended to provide guidelines for the prudent investment of the City of Bakersfield’s temporary idle cash, and outline the policies for maximizing the efficiency of the City’s cash management system. It is the policy of the City to invest public funds in a manner which will provide safety of principal and at least a market rate of return while meeting the daily cash flow demands of the City. Investments will conform to all statutes governing the investment of public funds. The primary goals of the investment policy are: • To assure compliance with all Federal, State and Local laws governing the investment of public funds under the control of the City Treasurer. • To maintain the principal value of financial assets and ensure ample liquidity to meet operating expenditures. • Within the constraints of safety and liquidity, and within the parameters of this Investment Policy generate a market rate of return. The ultimate goal is to enhance the economic status of the City of Bakersfield while protecting the safety of its financial assets. 304 Budget Amendment Process I. Statement A. Generally, a budget is a financial plan including appropriations, which constitute expenditure authorizations with specific limitations as to amount, purpose and time. Administrative budgetary control is exercised within each fund for each department at the object group level. The object groups are as follows: 1. Personnel Services 2. Operations (Supplies and Services) 3. Council Contingency 4. Capital Outlay 5. Debt Service 6. Interfund Transfers II. Procedure A. City Council authorization is required in order to: 1. Increase the total appropriations of a fund. 2. Transfer appropriations from one fund to another fund. 3. Transfer appropriations from Council Contingency Object Account to another object account. 4. Transfer appropriations from capital improvement subprograms to operating subprograms. B. City Manager (or designee) authorization is required in order to: 1. Decrease the total appropriations of a fund. 2. Transfer appropriations from operating subprograms to capital improvement subprograms for funded projects within a fund. 3. Transfer appropriations from one funded capital improvement project to another funded capital improvement project within a fund. 4. Transfer appropriations from one department operating subprogram to another department operating subprogram within a fund. 5. Transfer appropriations from one operating object group to another operating object group within a fund. C. Department Head (or designee) authorization is required in order to: 1. Transfer appropriations from one operating subprogram to another operating subprogram (within a department), within the same object group and fund. 2. Transfer of appropriations from one object account to another object account within the same object group and subprogram and fund is permitted, but is discouraged. D. Appropriations carried forward from the prior year are to be used only for the purpose originally intended. Therefore, the transfer of carried forward appropriations to current budget appropriation is not permitted. 305 THIS PAGE INTENTIONALLY LEFT BLANK 306 Glossary - A - ACCOUNTING SYSTEM – The total structure of records and procedures to discover, record, classify, summarize, and report information on the financial position and the results of operations of a government or any of its funds, fund types, or organizational components. ACCRUAL BASIS OF ACCOUNTING − An accounting method that recognizes and reports a financial transaction when it occurs, rather that when cash is paid or received. ACTION PLAN – An action plan qualitatively or quantitatively identifies a service to be provided. Action plans are specific in nature and directly correlate to achieving the department goal. ACTIVITY – A specific line of work performed by one or more governmental components for accomplishing a function for which the government is responsible. ADOPTED BUDGET – A financial plan presented, reviewed and approved by the governing body for the upcoming fiscal year. ALLOCATION – (1) A portion of a lump-sum appropriation designated for specific organization units and/or special purposes, activities, or objects. (2) The designated number of full-time regular positions approved for each budget unit. ARRA – American Recovery and Reinvestment Act of 2009. Developed in response to the national economic crisis for the Federal Government to make significant investments in both the public and private sectors. ANNUAL OPERATING BUDGET – An outline of planned governmental expenditures, revenues, activities, programs and objectives for the fiscal year. A financial plan that consists of policy and funding priorities, as well as a presentation of the economic outlook for a given fiscal year. APPROPRIATION – A legal authorization and allocation granted by the Council to make expenditures of governmental resources (revenues) for specific purposes. ASSET − An economic resource or probable future benefit obtained or controlled by a particular entity as a result of past transactions or events. 307 Glossary continued AUDIT – A review of the city’s accounts by an independent accounting firm to substantiate year-end fund balances, reserves, and cash on hand. AUTHORIZED POSITIONS – Employee positions, which are authorized in the adopted budget, to be filled during the year. - B - BALANCED BUDGET – Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues. BOND − A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended period of time, similar to the manner in which a homeowner repays a mortgage. A bond differs from a note in two ways. A bond is issued for a longer period of time than a note and requires greater legal formality. Bonds are primarily used to finance capital projects. BUDGET AMENDMENT – Legal means by which an adopted expenditure authorization or limit is increased and could be authorized with a publication, a hearing, or a re-certification of the budget. BUDGET CALENDAR − A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year. BUDGET DOCUMENT – The instrument used by the budget-making authority to present a comprehensive financial program to the City Council. Once adopted by the City Council, it becomes the City’s Annual Operating Budget. The operating budget provides for direct services and support functions of the City (e.g., Police, Fire, Public Works, etc.). The capital budget (Capital Improvement Program) provides for improvements to the City’s infrastructure and facilities, and utilizes long-term financing instruments. (See also Adopted Budget, Annual Operating Budget, Balanced Budget, Capital Improvement Program Budget, Operating Budget.) BUDGET HEARING – A public meeting to allow citizens to comment on the proposed budget. BUDGET MANUAL − A booklet prepared by the budget office that includes, at a minimum, the budget calendar, the forms departments need to prepare their budget requests, and a description of the budget process. 308 Glossary continued BUDGET MESSAGE – A general discussion of the proposed budget as presented in writing by the budget-making authority to the City Council, including the primary budget issues and policy changes found in the proposed budget. The City’s budget message is presented as the City Manager’s letter in the proposed and adopted budget documents. BUDGETARY BASIS – This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. - C - CDBG – Community Development Block Grant. Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation and improvements of community services. CAPITAL IMPROVEMENTS – Any significant physical acquisition, construction, replacement, or improvement to a City service delivery system. CAPITAL IMPROVEMENT PROGRAM BUDGET – A five-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and facilities. Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be expended in each year, and the proposed method of financing the projects. (For more information see the CIP section of this document.) CAPITAL OUTLAY – Expenditures used to purchase fixed assets costing more than $1,000. CARRY-OVER – Appropriated funds that remain unspent at the end of a fiscal year and are allowed to be retained in the appropriating budget and expended in subsequent fiscal years for the purpose designated. CASH FLOW − The net cash balance at any given point. The treasurer prepares a cash budget that projects the inflow, outflow, and net balance of cash reserves on a daily, weekly, and monthly basis. CASH FUND BALANCE – The cash available for expenditure after all current obligations are paid or encumbered and all current revenues are received. The cash fund balance does not include allowances for depreciation, asset value and other non-cash accounting items. 309 Glossary continued CITY COUNCIL – The legisative (governing) body of the City. (A list of current Councilmembers and their respective wards is available on the first page of this document.) CITY MANAGER – An official appointed and employed by an elected council to direct the administration of a city government on a day-to-day basis. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) − Usually referred to by its abbreviation, this report summarizes financial data for the previous fiscal year in a standardized format. The CAFR is organized by fund and contains two basic types of information: (1) a balance sheet that compares assets with liabilities and fund balance and (2) an operating statement that compares revenues with expenditures. CONSUMER PRICE INDEX (CPI) – A statistical description of price levels provided by the UNITED STATES Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). CONTINGENCY – Funds set aside for unforeseen emergencies or unanticipated uses. CONTRACTUAL SERVICES – A cost related to a legal agreement. Examples include insurance premiums, utility costs, printing services and temporary employees (hired through a private firm). COUNCIL – MANAGER GOVERNMENT – A system of local government that combines political leadership of elected officials in the form of a governing body, with day-to-day management by a City Manager. COUNCILMEMBER – Elected official who represents the interests of the citizens of a specified ward within the City. Councilmembers serve four-year terms. (A list of current Councilmembers and their respective wards is available on the first page of this document.) - D - DEBT SERVICE – Payment of principal and interest of an obligation resulting from the issuance of bonds or notes. DEBT SERVICE REQUIREMENT – The amount of money required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and payments required for accumulating monies for future retirement of term bonds. 310 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 311 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. 312 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 313 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 314 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 315 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. 316 Glossary continued PUBLIC HEARING − An open meeting regarding proposed operating or capital budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals. - R – RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) – A document approved in draft form by the Successor Agency and submitted to the Oversight Board for final approval and forwarding to the State Controller’s Office and the State Department of Finance, which includes: 1) Obligations of the former Bakersfield Redevelopment Agency 2) A funding source for the payment of the obligations; 3) Projected dates and amounts of scheduled payments for each enforceable obligation; and 4) Is forward looking for each six-month fiscal period; A requirement of State Assembly Bill 26. Once the ROPS is approved by the Oversight Board and transmitted to the Department of Finance and State Controller’s Office, only those payments listed on the ROPS may be made by the Successor Agency from the funds specified. REFUSE FUND – Rates charged by the City cover operations and maintenance costs associated with refuse service and street sweeping. RESERVE – A portion of fund equity legally restricted for a specific purpose or not available for appropriation and subsequent spending. It is normally set aside in funds for emergencies or unforeseen expenditures not otherwise budgeted. RESOLUTION − A legislative enactment that has less legal formality than an ordinance and has a lower legal status. RESOURCES – Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. REVENUE – Money received from taxes, fees, permits, licenses, interest, inter- governmental sources, and other sources. RISK MANAGEMENT FUND – Provides a self-funded program for general liability and workers’ compensation insurance. - S - SERVICE – A specific deliverable provided to the public. It has a specific budget, as well as performance measures to determine the benefits received. A service is ultimately aligned to one of the Council’s seven goals. 317 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 318 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. 319