HomeMy WebLinkAboutFY 2017-18 City of Bakersfield Proposed BudgetCity of Bakersfield, CA
FY 2017-18 Proposed Budget
About the Cover
The FY 2017-18 cover features four photographs capturing various staff activities and
projects occurring within the City over the past year.
Top Left: Employees from the Public Works Department install a new bike lane sign within
the City. Over the past several years, the City has increased the number of bike lanes
and signage in response to City Council Goals. In FY 2016-17, the City was awarded $1.2
million to develop a bike share program and for the installation of an additional 20 miles
of bike lanes.
Top Middle: Bakersfield Fire Department firefighters engage a heavily involved
residential structure fire in central Bakersfield. The Bakersfield Fire Department staff totals
240 sworn, support, and reserve personnel operating from 14 Fire Stations located
throughout the City. The Bakersfield Fire Department responds to over 30,000 calls for
service each year and maintains an Insurance Services Office (ISO) Class 2 rating,
residing in the top 1.5 percent of Fire Departments nationwide.
Top Right: Bakersfield Police Department officers, led by the Department’s Bomb Squad
Unit, hosted over 20 blind and visually impaired children as part of the 2nd annual Easter
Egg Hunt held on April 6, 2017.The children, ages three through 13, searched for the
eggs, which were outfitted with audible beepers that assisted the children in locating
them. Officers served as guides, as well as provided tours of patrol vehicles among
other activities.
Bottom: A new fountain within the recently rehabilitated Centennial Plaza welcomed
nearly 600,000 attendees to Rabobank Arena, Convention Center and Theater in FY
2016-17. The fountain was installed as part of project to rehabilitate the plaza to provide
a better user experience. The rehabilitation included the construction of the new
fountain, replacement of broken memorial bricks and tiles, enhanced lighting and new
decorative banners.
Photography Credits:
- Bakersfield Fire Department
- Gilbert Vega
- Bakersfield Police Department, Community Relations Unit
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CITY OF BAKERSFIELD
PROPOSED BUDGET
FY 2017-18
MAYOR
Karen K. Goh
CITY COUNCILMEMBERS
Willie Rivera Councilmember, Ward 1
Andrae Gonzales Councilmember, Ward 2
Ken Weir Councilmember, Ward 3
Bob Smith Councilmember, Ward 4
Vacant Councilmember, Ward 5
Jacquie Sullivan Councilmember, Ward 6
Chris Parlier Councilmember, Ward 7
Submitted by
Alan Tandy
City Manager
CITY OF BAKERSFIELD
EXECUTIVE STAFF
Alan Tandy City Manager
Virginia Gennaro City Attorney
Art Chianello Water Resources Manager
Doug Greener Fire Chief
Dianne Hoover Recreation and Parks Director
Jacqui Kitchen Community Development Director
Lyle Martin Police Chief
Nick Fidler Public Works Director
Nelson Smith Finance Director
Steve Teglia Assistant City Manager
Chris Huot Assistant City Manager
I
TABLE OF CONTENTS
BUDGET MESSAGE.........................................................................................................................................iv
BUDGET SUMMARIES.....................................................................................................................................1
General Background.................................................................................................................................1
Exhibits
Resources 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
Resources and Appropriations - All Funds........................................................................................8
Resources - All Funds Chart.................................................................................................................9
Appropriations by Function - All Funds Chart..................................................................................9
Departmental Appropriations by Fund...........................................................................................10
General Fund - Appropriations by Department............................................................................12
Financial Summary - All Funds...........................................................................................................14
Estimated Balances - June 30, 2017.................................................................................................17
Interfund Transfers - Summary...........................................................................................................19
Interfund Transfers - Detail..................................................................................................................20
REVENUES......................................................................................................................................................21
Exhibits
Property/Sales Tax Revenues Graphs..............................................................................................23
General Fund - Revenue by Source.................................................................................................26
Estimated Revenue by Fund..............................................................................................................28
LEGISLATIVE..................................................................................................................................................29
EXECUTIVE.....................................................................................................................................................36
City Manager.............................................................................................................................................40
City Clerk.....................................................................................................................................................44
Human Resources.....................................................................................................................................47
Risk Management.....................................................................................................................................51
Information Technology...........................................................................................................................55
FINANCIAL SERVICES...................................................................................................................................59
Administrative Services.............................................................................................................................62
Accounting and Reporting.....................................................................................................................64
Treasury.......................................................................................................................................................66
Purchasing..................................................................................................................................................68
Successor Agency.....................................................................................................................................70
CITY ATTORNEY.............................................................................................................................................72
POLICE..........................................................................................................................................................77
I
Table of Contents (Continued)
Headquarters and Support Services.....................................................................................................81
Operations..................................................................................................................................................97
Investigations............................................................................................................................................106
Animal Control..........................................................................................................................................112
FIRE SERVICES..............................................................................................................................................115
Fire Administration....................................................................................................................................118
Fire Safety..................................................................................................................................................122
Fire Suppression........................................................................................................................................125
PUBLIC WORKS............................................................................................................................................129
Administrative Services............................................................................................................................132
Thomas Roads Improvement Program (TRIP).....................................................................................134
Engineering...............................................................................................................................................137
General Services......................................................................................................................................142
Streets.........................................................................................................................................................146
Equipment.................................................................................................................................................149
Wastewater...............................................................................................................................................152
Solid Water................................................................................................................................................155
WATER RESOURCES......................................................................................................................................157
Agricultural Water....................................................................................................................................161
Domestic Water........................................................................................................................................164
RECREATION AND PARKS............................................................................................................................167
Administrative Services............................................................................................................................171
Parks............................................................................................................................................................174
Recreation.................................................................................................................................................177
COMMUNITY DEVELOPMENT......................................................................................................................180
Planning.....................................................................................................................................................183
Building.......................................................................................................................................................193
NON-DEPARTMENTAL..................................................................................................................................196
SPECIAL FUNDS............................................................................................................................................198
Special Revenue Funds...........................................................................................................................198
Internal Service Funds.............................................................................................................................211
Fiduciary Funds.........................................................................................................................................214
Capital Improvement Program Funds.................................................................................................216
Capital Outlay Fund - Local TRIP ..........................................................................................................218
Major Bridge & Throughfare Districts ...................................................................................................224
Debt Service Funds..................................................................................................................................225
Schedule of Long-Term Debt Outstanding.........................................................................................227
Schedule of Long-Term Debt Maturities..............................................................................................228
ENTERPRISE FUNDS.......................................................................................................................................229
II
Table of Contents (Continued)
SUCCESSOR AGENCY.................................................................................................................................237
CAPITAL IMPROVEMENT PROGRAM..........................................................................................................240
APPENDICES.................................................................................................................................................268
City Council Goals and Guiding Principles.........................................................................................269
Operating Budget....................................................................................................................................285
Basis of Accounting.................................................................................................................................286
Investment Policy.....................................................................................................................................288
Budget Amendment Process.................................................................................................................289
Exhibits
City Council Ward Boundaries Map...............................................................................................290
Miscellaneous Statistics......................................................................................................................291
Miscellaneous Statistics Graphs.......................................................................................................292
Governmental Activities Tax Revenue by Source........................................................................293
Principal Property Taxpayers............................................................................................................294
Assessed Value of Taxable Property...............................................................................................295
Sales Tax Revenue Payers by Industry............................................................................................296
Demographic and Economic Statistics.........................................................................................297
Property Value and Construction....................................................................................................298
Operating Indicators by Function...................................................................................................299
Capital Asset Statistics by Function.................................................................................................300
Personnel Complement by Division................................................................................................301
Salary Schedule..................................................................................................................................303
GLOSSARY...................................................................................................................................................314
III
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BUDGET MESSAGE FROM
CITY MANAGER
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Alan Tandy· City Manager
May 10, 2017
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: ALAN TANDY, CITY MANAGER
SUBJECT: FISCAL YEAR 2017-18 PROPOSED BUDGET
I am pleased to submit the FY 2017-18 Proposed Budget for your review.
The FY 2017-18 Proposed Budget has been developed under very evolving
economic and legislative circumstances at the local, state and federal level. As
outlined further in this document, these circumstances may result in the need to
modify this budget proposal as the fiscal year progresses. Notwithstanding these
evolving circumstances, the Proposed Budget continues to reflect a focus on
implementation of the City Council goals and priorities.
At the local level, attention continues to be focused on the health of the oil
industry. Over the past twelve months, there have been small, incremental signs
that the industry is stabilizing at a rate that allows producers to begin to increase
production. This is good news, as local oil production and exploration drives sales
of equipment within the City, which translates to increased sales tax revenue.
Additionally, as production and exploration increases, jobs are added and
discretionary spending on items such as vehicles occurs. Sales tax receipts from
the holiday season were positive, as compared to the two prior quarters, which
came in at -10 percent. Although the recent indicators seem to suggest there
may be some stability in the local economy, we remain cautious, as it remains to
be seen if this is the start of a trend or if this current uptick is temporary. More
information on the trends within the local oil industry are summarized below. Other
local economic indicators, such as new single-family residential permits continue
to show stability year-over-year, which is reflective of the request to add a Solid
IV
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
Waste position to sustain acceptable levels of refuse collection services for these
new housing developments.
Over the past several months, activities at the state level have resulted in two
significant actions that will continue to affect the City’s budget for the
foreseeable future. In late 2016, the California Public Employees’ Retirement
System (CalPERS) Board lowered expectations of profits earned on its investment
portfolio in response to consecutive years of poor investment returns. This, in turn,
placed its members, including the City, in in the position of making up the
difference. In FY 2017-18, the City is projecting a $2.4 million increase in City-paid
CalPERS costs across all employee plans. The year-over-year increase is estimated
to jump to $6.5 million in FY 2018-19. These increases will have a substantial impact
on the General Fund and will have a contradictory affect to any new revenue
growth that may be experienced locally. Until CalPERS can align its investment
projections with reality, there will be concerns that these costs will continue to rise.
Staff continuously monitors CalPERS activities in order to revise budgetary
projections as needed.
More recently, the state legislature passed a new transportation funding package
that will allocate an average of $8 million to the City over a 10-year period. These
funds are exclusively earmarked for local street rehabilitation work. The new
revenues will be implemented in November 2017 and will begin to be remitted to
the City soon after that. This funding will supplement the $23 million in local funding
sources that is budgeted for local roads maintenance within this budget proposal.
Because of the timing of when the City will receive this new source of revenue,
staff will propose to allocate this new funding during the mid-year budget update
in January 2018.
At the federal level, the new presidential administration recently unveiled its
blueprint for the next federal budget cycle. Unfortunately, the proposal includes
the elimination of Community Development Block Grant (CDBG) and HOME
programs. The City currently receives $4.3 million annually from these sources that
provide resources to variety of different infrastructure projects and services that
benefit low and moderate-income residents of the City. A reduction or elimination
of these programs will have a substantial impact on the City’s budget. This
includes the potential elimination of funding for three police officer positions that
are budgeted for downtown patrol. The federal appropriations process is not
expected to conclude for some time, so any adjustments that are needed will
likely not occur until after the City’s budget is adopted in June.
V
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
The FY 2017-18 Capital Improvement Program (CIP) Budget is proposed at $74
million, which reflects a relatively equivalent year-over-year capital program. The
most notable increases come from the appropriation of federal earmarks
associated with the Thomas Roads Improvement Program (TRIP) projects that
remain in the design, right-of-way acquisition or construction phases. These
federal funds have been programmed in several fiscal year based on the status
of each individual project. Outside of the inclusion of the federal TRIP earmarks,
the CIP budget reflects a modest plan to make improvements to the local street
system, parks, first responder facilities, utility facilities and Rabobank Arena. Much
of the discretionary CIP funding is allocated toward local match requirements on
state or federal grants, where the City is able to leverage outside funding sources
for a variety of improvements. The remainder of the discretionary funding is
allocated toward vital projects that ensure taxpayer-funded facilities and
infrastructure meet expected standards. As it remains a top priority of the City
Council, the CIP includes non-TRIP local street funding that exceeds current year
levels. Staff continues to actively pursue grant opportunities for City
transportation, housing, parks, water resources-related infrastructure
improvements, equipment and capital projects.
Budget Overview and Highlights
Personnel Complement:
The FY 2017-18 Proposed Budget includes the addition of four positions. Each of
these positions is funded through non-General Fund sources. These positions
include:
The three Police Officer positions are funded by CDBG funds and will be assigned
to the downtown area for enhanced patrol and enforcement. The use of CDBG
funds for this specific purpose was most recently utilized in FY 2014-15. The Budget
and Finance Committee reviewed and recommended these additions as part of
the FY 2017-18 HUD Action Plan process. The public hearing to consider the FY
2017-18 HUD Action Plan is expected to be held during the May 10, 2017 City
Council meeting.
The Solid Waste Equipment Operator position will assist the Solid Waste Division in
continuing to provide exceptional service to residential customers. The new
position is needed in response to new residential development that have been
Department Quantity Position Funding Source
Police (3) Police Officer Community Development Block Grant
Public Works (1) Solid Waste
Equipment Operator
Refuse Fund
VI
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
added to City-serviced routes since the last position was added in FY 2014-15. As
of January 2017, 1,472 homes have been added since the last position was
approved. Continuing growth on City-operated routes is averaging over 50 new
homes per month. One driver and truck can service approximately 1,575 homes.
Currently, in order to service these additional homes, the division is utilizing staff
from the Green Waste Facility and utilizing overtime. The addition of this new
position will alleviate the need to pull resources from other areas within the
division.
The following table provides authorized staffing levels by department for the
previous four fiscal years and the proposed complement for next fiscal year:
Personnel Complement History since FY 2013-14
Department
FY 2013-14
Authorized
FY 2014-15
Authorized
FY 2015-16
Authorized
FY 2016-17
Authorized
Proposed
Changes FY 2017-18 Proposed
Percent Change
16-17 to 17-18
Legislative 1 1 1 1 0 1 0.0%
Executive 58 59 66 64 0 64 0.0%
Financial Services 32 32 32 32 0 32 0.0%
City Attorney 10 10 10 10 0 10 0.0%
Police Services 528 551 552 552 3 555 0.5%
Fire Services 198 199 199 199 0 199 0.0%
Public Works 422 431 423 418 1 419 0.2%
Water Resources 28 28 28 29 0 29 0.0%
Rabobank Arena/Visit Bakersfield 8 8 8 7 0 7 0.0%
Recreation & Parks 149 150 150 146 0 146 0.0%
Community Development 61 65 65 63 0 63 0.0%
Totals 1,495 1,534 1,534 1,521 4 1,525 0.3%
The following table provides Citywide authorized staffing levels since FY 2008-09
and the proposed complement for next fiscal year.
1613
1452 1441 1442 1474 1495 1534 1534 1521 1525
1350
1400
1450
1500
1550
1600
1650
Citywide Complement by Fiscal Year
VII
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
The proposed full time complement reflects a current employee per 1,000 resident
number of 4.01, as compared to 5.4 in 2000 and 4.15 in 2010.
Cost-of-Living Adjustment (COLA) and Labor Negotiations:
xThe Police group’s MOU expired as of June 30, 2016. Negotiation meetings
have been ongoing.
xThe Fire group’s MOU expired as of June 30, 2015. The group agreed to
remain status quo for the current time. Negotiation meetings have not
commenced.
xThe SEIU Blue and White Collar Collective Bargaining Unit group’s MOU
expired as of December 31, 2016. Negotiation meetings have been
ongoing.
No cost of living adjustments have factored into the development of the FY 2017-
18 proposed budget.
Factors Affecting the Local Oil Industry:
Since late 2014, the local oil industry has been significantly affected by global oil
supply issues, which drove local oil prices to under $25 per barrel in January 2016.
This resulted in a nearly 35 percent decrease – 4,500 jobs - in oil sector employment
within Kern County. Subsequently, both oil-related and discretionary retail
purchases dropped drastically, negatively affecting the City’s General Fund. This
required substantial budgetary adjustments over the last two years, including a
loss of 13 full time General Fund positions in FY 2016-17 and a reduction in
discretionary capital projects.
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Local Oil Prices
2007- Present
California Midway-Sunset First Purchase Price $/bbl
California Kern River First Purchase Price $/bbl
VIII
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
Since January 2016, there has been a modest recovery in local oil prices, which
currently sit between $45 and $50 per barrel. This increase has resulted in some
producers reactivating oil exploration operations. The recent increase in oil
activity is one of the reasons we believe the 4th quarter sales tax receipts trended
slightly positive. The health of the local oil industry is dependent on many factors,
including global supply and demand, as well as the state’s regulatory
environment. Although the recent data suggests the worst is in the immediate
past, it is too soon to suggest the local oil economy is in full recovery mode. Staff
will continue to monitor data as the fiscal year progresses.
State and Federal Legislative Actions Affecting Budgetary Outlook:
Since January 2017, there has been multiple proposals at the state and federal
level which may or will have a significant impact on the City’s budget – both in FY
2017-18 and beyond. These proposals, outlined in further detail below, will likely
require adjustments to this budget at a point in time to be determined.
Road Repair and Accountability Act of 2017 (RMRA) – In early April 2017, the state
legislature approved a transportation package that includes additional excise
taxes on vehicle fuel, as well as new and increased vehicle registration fees. This
new revenue is, in part, allocated directly to cities for the purpose of improving
the pavement conditions of local streets throughout the state. The Governor is
expected to sign this legislation in the near future. The new revenues begin to be
assessed in November 2017. Therefore, the City is expected to receive a partial
year of funding from these new sources in FY 2017-18, which is estimated to be
approximately $2.6 million. This funding will not be available until after November
2017. In addition, the legislation requires the City to produce certain budget and
reporting documents in order to receive the funding. Due to the timelines
associated with when the City will begin to receive the funding, as well as staff
needing further clarification from the State on the reporting guidelines, this
funding is not included within the FY 2017-18 Proposed Budget. Staff anticipates
bringing an item to the Council during the mid-year budget update to allocate
the RMRA funding for FY 2017-18.
Moving forward, the first full year of funding under the RMRA will be FY 2018-19.
Allocations to local streets and roads and other transportation programs will
increase substantially in FY 2018-19. The state estimates that RMRA funds available
to the City in FY 2018-19 is $6.9 million.
Federal Housing and Urban Development Entitlement Funding – In early March
2017, President Trump unveiled his 2018 proposed federal budget blueprint. The
blueprint includes a proposed $6.2 billion or 13.2 percent decrease to the
IX
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
Department of Housing and Urban Development (HUD) budget. To achieve these
reductions, the President has proposed to eliminate funding for the CDBG and
the HOME Investment Partnerships Program. Combined, the City receives
approximately $4.3 million in annual entitlements from these programs, which is
now in jeopardy to be eliminated. This funding provides resources for programs,
services and projects that directly benefit low and moderate-income residents
within the City. In addition, eight full time positions are fully or partially funded
through these entitlements to administer the programs. Over many years, the City
has utilized these funds to installed hundreds of miles of curb, gutter and sidewalk,
construct affordable housing units, improve City parks, provide fair housing
services, support services for senior citizens and partner with local non-profits
serving low and moderate-income residents.
Although the President’s blueprint is only a proposed plan, it does provide a
reference for the President’s priorities. Many steps within the federal
appropriations process will have to take place before any of these cuts are
finalized.
Currently, the $4.3 million estimated entitlement is budgeted within this proposal
as recommended by the Budget and Finance Committee. However, even a
partial reduction in CDBG and HOME funds will have a profound impact on the
City’s budget as it is proposed today. Staff will be closely monitoring the federal
budget process as the President’s plan is considered and reviewed by Congress.
Staff anticipates further adjustments will be necessary once the federal process
concludes.
Community Oriented Policing Services (COPS) – Similar to the proposed
reductions to HUD programs, the President has proposed to eliminate all future
COPS grant funding. This grant program has enabled the City to hire additional
police officers it otherwise would not be able to fund. The City has been a
recipient of this grant three times totaling $7 million since 2003. Although this
funding is not allocated to the City on an annual basis, it has been strategically
utilized to further expand the City’s sworn complement. Elimination of this funding
source will not require any adjustment to the proposed budget, but may limit the
ability to increase the sworn complement in the future.
Local Street Maintenance and Projects:
In support of Council Goals for local street maintenance, resurfacing and road
construction projects, the FY 2017-18 Proposed Budget includes local funding in
the amount of $23.9 million for Non-TRIP related road maintenance and projects.
X
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
This includes funding from the following local funding sources:
xGeneral Fund: $14,453,739
xCapital Outlay Fund: $2,526,602
xGas Tax Fund: $4,185,024
xTransportation Development Fund: $2,795,700
The Gas Tax Fund amount for non-TRIP related road maintenance and projects
does not include additional anticipated local funding to be provided to the City
as part of the Road Repair and Accountability Act of 2017. These funds will be
appropriated as part of a mid-year budget action due to the new revenues not
materializes until after November 2017.
In addition, $1.48 million in CDBG funds are budgeted to continue curb, gutter
and other street improvement projects in eligible project areas. These areas
include:
xUnion Avenue/Brundage Lane (Ward 1)
xOleander (Ward 2)
xLa France/El Toro (Ward 1)
xOld Town Kern (Ward 2)
Recreational Activities and Projects:
The FY 2017-18 Proposed Budget continues to allocate funding toward recreation
and parks projects to meet the demand for these facilities.
The proposed CIP budget includes an additional $335,000 in Park Improvement
Funds for Phase II of Mesa Marin Sports Complex and $1.35 million in Park
Improvement Funds for Phase IV of the State Farm Sports Village.
In addition to the large sports complex projects, the FY 2017-18 CIP includes
funding for the following notable Recreation and Parks projects:
xInstallation of shade structures, picnic area and accessibility improvements
at Lowell and Stiern Parks (CDBG funds)
xInstallation of shade structures and accessibility improvements at Jastro
Park (Park Improvement Funds)
Master Fee Schedule Update:
Earlier this year, the Finance Department and City Manager’s Office staff met with
all City departments to initiate a comprehensive update of the master fee
XI
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
schedule. Over the past several years, some fees have been increased by a small
percentage, but have not kept pace with actual costs to process and execute
certain permitting and licensing activities. In these cases, the General Fund is
absorbing or subsidizing the costs to provide these services. This update cycle will
focus on moving toward full cost recovery for fees for services, as allowed by State
law. The FY 2017-18 proposed budget was developed with the assumption fees
will be adjusted to closer reflect full cost recovery. A public hearing will be held in
the near future for the City Council to consider the new fees.
Minimum Wage Increase:
From January 1, 2017, to January 1, 2022, the minimum wage within California will
increase annually for employers employing 26 or more employees, including the
City. These changes in state law will result in the minimum wage to be increased
to $15 per hour by 2022. Each year, staff will be reviewing position classifications
to ensure compliance with the law and to alleviate any compaction issues that
arise due to the mandatory increases. This change is expected to have an
approximately $55,000 increase to the organization in calendar year 2017.
Sewer, Refuse and Domestic Water Rates:
Refuse, sewer and domestic water services operate independently of the City’s
General Fund and costs to provide those services continue to increase
incrementally. The application of user rates across all customer groups to provide
the respective service is governed by Proposition 218, which requires the user rates
reflect a proportionate share of costs to providing the service. The proposed rate
increases for FY 2017-18 are essential to fund operational and capital costs and
to ensure sufficient reserves to meet long-term needs. The new rates, if adopted,
will go into effect on July 1, 2017. For most customers, these user rates are
collected as part of the annual property tax collection process.
The following is a summary of the proposed changes to rates:
xRefuse Rates – Under staff’s proposal, the residential refuse rates are
proposed to increase by 2 percent from $195.72 to $200 per year (rounded
to the nearest dollar). The proposed rate increase will cover all residential
hauling fees by the City. The residential fee includes the following services:
tan trash container, green waste container, blue recycling container, bulky
item collection, curbside motor oil collection, a free Green waste drop off,
and street sweeping. Additionally,Commercial refuse rates are proposed
to increase by 2 percent for all customer classes, with the exception of the
Organic Composting Gate Fee. This rate increase is necessary to cover all
the anticipated expenses in the next fiscal year. Proposition 218 notices
XII
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
have been mailed to affected users and a public hearing before the City
Council has been set for June 7, 2017.
xSewer Rates - Staff proposes no change to the user rate for residential sewer
rates. The residential rate for FY 2017-18 is $215. Additionally, commercial
base rates collected on the property tax roll will not experience any
increase. Some commercial users will experience increased costs resulting
from the continuation of the phase-in (year four of five) of the change in
sewage characteristics previously approved by the City Council in June
2014. This change redistributed costs to treat wastewater from a volume
basis to a strength basis. The increases apply to commercial users that
exceed baseline water usage in the prior calendar year. Proposition 218
notices have been mailed to affected users and a public hearing before
the City Council has been set for June 7, 2017. The new commercial
surcharge rates, if adopted, will go into effect on July 1, 2017.
Sewer connection fees are currently being evaluated to determine if the
one-time fee to buy into the City’s treatment system needs to be increased.
This evaluation is ongoing and if it is determined an increase is necessary,
staff will distribute the proper notices and bring forth an item to the City
Council for consideration. The connection fee applies only to new
developments or individual property owners wishing to connect to the
City’s treatment system.
xDomestic Water Rates – Staff is proposing no rate increase for domestic
water users at this time. However, the State Water Resources Control Board
(SWRCB) is expected to adopt drinking water standards, or a maximum
contaminant level for Trichloropropane (TCP) later this year. If this occurs, it
will impose a multi-million dollar capital cost on the City and result in
increased annual operating costs. To meet the proposed standards, the
City will be responsible for installing and maintaining treatment filters on City
wells, as well as annual testing and reporting requirements. Simultaneously,
the City is engaged in litigation with the parties responsible for the TCP
contamination. It is possible, but not certain, that some of the treatment
costs will be recovered from this action. Should the SWRCB implement the
new regulations as expected, a rate increase will be necessary. The exact
amount of such an increase will become clearer as the SWRCB plan is
finalized and the litigation moves forward. Initial information indicates the
increase will likely be considered significant in comparison to past rate
changes.
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Other Miscellaneous Items of Note:
xCity Council contingency amount of $25,000 has been budgeted for
unexpected items that may evolve going into next fiscal year.
xAn amount of $37,000 has been budgeted to continue the City’s support
of the Bakersfield Symphony Orchestra and the Beale Park Band.
The State Budget, CalPERS, Active Employee Medical and Retiree Medical:
The State Budget:
The Governor’s FY 2017-18 State Budget proposal was unveiled on January 10th.
The Governor’s proposal notes the past four state budgets have significantly
expanded state government spending. However, state revenues, which had
surged during several years of the economic recovery, are now beginning to lag
expectations. Across the board, each of the state’s “big three” revenues - the
income, sales, and corporation taxes - are showing weakness. As a result, the
Governor has proposed a series of reductions to various areas of the state budget
to bring the overall budget back into balance for FY 2017-18. At this time, staff is
not aware of any plans to take funds from local governments to balance the
budget, but staff will be closely monitoring the next state budget update due in
mid-May for further adjustments that may be necessary.
Further detailed discussion regarding new state transportation funding is outlined
earlier in this document.
Pension and Retiree Medical Costs:
In early 2013, CalPERS approved new policies that began to impact rates the City
pays in FY 2015-16. The new policies were to increase employer-paid rates by
about $2 million per year until 2021. However, more recently, CalPERS has revised
its investment projections and made changes to the employer rate structure,
which affects how much the City must contribute to CalPERS. In FY 2017-18, the
City has been notified CalPERS rate changes will result in an estimated $2.4 million
increase. In FY 2018-19, CalPERS is projecting the City’s pension contribution will
increase by $6.5 million. These unanticipated cost increases create significant
challenges in addressing other needs within the organization. The increases are
reflected in the increases in costs within most departments. Staff has budgeted
$500,000 as a partial set aside for future anticipated increases.
The following table provides citywide CalPERS actuals for the past three fiscal
years, as well as projections for the current and next six fiscal years. The projections
include two estimates, based on two projected annual CalPERS discount rates
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May 10, 2017
(i.e. the projected return on CalPERS investments):
Employee Healthcare:
Once again, this year healthcare premiums across most plans have increased.
The aggregated increase for active healthcare plans is approximately $281,000
for FY 2017-18. The City currently pays for 80 percent of the monthly premium costs
for all labor groups. The increases are reflected within each department’s
respective budget.
Retiree Medical:
The City provides post-employment retiree medical benefits to eligible retired
employees. The City utilizes an actuary to determine the City's Annual Required
Contributions (ARC) to an Irrevocable Trust Fund to pre-fund the future
anticipated costs of these benefits. Full time City employees hired after February
22, 2006 are not eligible to participate in the retiree health subsidy program.
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May 10, 2017
The City’s ARC for retiree healthcare attributable to the General Fund is
calculated to be $5,786,700 for FY 2017-18. This amount is fully budgeted within
this proposal.
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 2017-18 is $494,350,000. The total appropriations in FY 2017-18 for all City
funds reflects an increase of $32,852,960 or 7.12 percent as compared to the FY
2016-17 Adopted Budget. The increase is generally attributable to increases in
federal transportation funding being appropriated within the Capital
Improvement Program, as well as increases to CalPERS employer paid rates.
The total appropriated for the operating budget is $419,817,854, which reflects a
decrease of $12,398,654, or 3.04 percent increase, as compared to the FY 2016-
17 Adopted Budget. The increase is generally attributable to increases to CalPERS
employer paid rates
The total appropriated for the CIP Budget is $74,532,146 which reflects an increase
of $20,454,306, or 37.8 percent, as compared to the FY 2016-17 Adopted CIP
Budget. The increase is generally a result of the timing in which certain federal
earmark funds are budgeted for TRIP projects. For TRIP projects that have federal
earmark funding remaining, the federal funding is budgeted as the projects reach
certain phases or milestones. In FY 2017-18, this funding proposed to be
appropriated totals $17.5 million, whereas no federal earmark funding was
allocated in the FY 2016-17 CIP budget. In addition, the City will receive $8.7
million in non-TRIP related federal transportation funds in FY 2017-18, as compared
to $6.2 million in FY 2016-17. These two items account for the majority of the overall
increase to the CIP budget.
General Fund Expenditures:
General Fund appropriations total $201,435,000, which reflects an increase of
$5,460,000 or 2.79 percent as compared to the FY 2016-17 Adopted Budget. The
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May 10, 2017
increase is chiefly due to increases in CalPERS employer paid costs and the City’s
healthcare 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.
Property Tax:
Secured property tax revenue is projected at 5 percent growth for FY 2017-18,
compared to the FY 2016-17 revised secured property tax revenue estimates of 5
percent, as projected by Kern County.
Sales and Use Tax:
Sales tax revenue is projected to show no growth in FY 2017-18, as compared to
a revised -10 percent decrease for FY 2016-17.
Resources for the General Fund total $201,435,000, which reflects an increase of
$5,460,000 or 2.79 percent as compared to the FY 2016-17 Adopted Budget. The
General Fund revenue sources derived from taxes include: $77,483,500 in property
taxes, $63,708,100 in sales and use taxes, and $11,150,000 in other taxes. The
remainder of the resources for the General Fund is comprised of $29,303,400 in
other revenue sources, $19,200,000 in beginning fund balance, and $550,000 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 2017-18 Proposed Budget to the FY 2016-17 Adopted
Budget.
Police:
The operating budget for the Police Department is $89,017,942, which represents
a .62 percent increase, as compared to the FY 2016-17 Adopted Budget. Three
CDBG-funded police officer positions are proposed to be added in FY 2017-18. If
approved, the Department’s sworn complement will increase to 407 positions,
which will be a new record high for the Department. The Department budget
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does includes $40,000 allocated within the Animal Control Division budget to
continue the successful low cost spay and neuter voucher program.
Fire:
The proposed operating budget for the Fire Department is $38,933,944, which is a
3.28 percent increase, as compared to the FY 2016-17 Adopted Budget. Increases
to the Department’s budget generally coincide with increases associated with
CalPERS employer paid rates. No staffing changes are proposed for the
Department.
Public Works:
The operating budget for the Public Works Department is $114,889,282, which is a
4.26 percent increase, as compared to the FY 2016-17 Adopted Budget. Funding
for this department comes from various sources, including the General Fund,
Development Services Fund, Transportation Development Fund, Equipment
Management Fund, enterprise funds, and other special revenue funds. The most
significant increases to the Department’s operating budget include the increases
associated with CalPERS employer paid rates, the addition of one Solid Waste
Equipment Operator position within the refuse fund and overall operating
increases within the refuse fund.
Recreation and Parks:
The operating budget for the Recreation and Parks Department is $19,063,077,
which is a 2.75 percent increase as compared to the FY 2016-17 Adopted Budget.
The most significant increase to the Department’s operating budget include the
increases associated with CalPERS employer paid rates. No staffing changes are
proposed for the Department.
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 hosted regular season games in the
Arena during the franchise’s inaugural season in the American Hockey League.
In addition, the Arena will continue to host the CIF Boys State Wrestling
Championships through 2020. The Amphitheater Concert Series continues to
increase in popularity and the 4th of July celebration continues to be popular
among residents.
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FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
Visit Bakersfield:
The budget for the Visit Bakersfield is $714,375, which represents a 3.70 percent
increase, as compared to the FY 2016-17 Adopted Budget. Visit Bakersfield is
entirely funded from Transient Occupancy Tax revenues. The most significant
increase to the Department’s operating budget include the increases associated
with CalPERS employer paid rates. No staffing changes are proposed for Visit
Bakersfield. The Visit Bakersfield Board of Directors approved the proposed
budget during its April 19, 2017 meeting.
Community Development:
The operating budget for the Community Development Department is
$10,499,977, which is a 1.65 percent increase as compared to the FY 2016-17
Adopted Budget. Funding for the Community Development Department includes
the General Fund, Development Services Fund and Housing and Urban
Development (HUD) funds. The most significant increase to the Department’s
operating budget include the increases associated with CalPERS employer paid
rates. No staffing changes are proposed for the Department. Staff will continue
to monitor the federal budget process, as preliminary documents show the
President’s intention to eliminate CDBG and HOME funding. These funding sources
fully or partially fund five existing positions within the Department.
Mayor’s Office:
The operating budget for the Mayor’s Office is $165,906, which is a -2.04 percent
decrease as compared to the FY 2016-17 Adopted Budget. The decrease in the
Mayor’s Office budget is generally due to changes elective medical coverage
by staff. Most other line items remain consistent with the current year’s
appropriations.
City Council:
The operating budget for the City Council is $253,265, which is a -5.14 percent
decrease as compared to the FY 2016-17 Adopted Budget. The decrease is
generally due to changes elective medical coverage by staff. Most other line
items remain consistent with the current year’s appropriations.
Executive:
The operating budget for the Executive Department (City Manager’s Office,
Human Resources, Technology Services, City Clerk and Risk Management) is
$21,717,488, which is a 4.39 percent increase as compared to the FY 2016-17
Adopted Budget. Funding for this department comes from various sources,
including the General Fund, Equipment Management Fund, and Self-Insurance
Fund. The most significant increase to the Department’s operating budget
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May 10, 2017
include the increases associated with CalPERS employer paid rates and increases
in technology usage. No staffing changes are proposed for the Department.
The equipment fund reflects an increase of 18.87 percent due partially to the
addition of new software systems implemented over the past year including
pavement management system, SCADA system for the Streets Division, animal
care center management system, new time card software and video
management system licensing. The bulk of the increase is due to equipment
replacement needs, specifically within the Police Department.
There are no significant changes within the self-insurance fund.
City Attorney:
The operating budget for the City Attorney’s Office is $3,654,426, which is a 3.05
percent increase as compared to the FY 2016-17 Adopted Budget. The most
significant increase to the Department’s operating budget include the increases
associated with CalPERS employer paid rates and increases to tort legal services
funded within the self-insurance fund due to an increase in legal services per the
amended agreement with outside counsel. No staffing changes are proposed for
the Department.
Financial Services:
The operating budget for the Finance Department is $3,696,000, which is a -8.40
decrease as compared to the FY 2016-17 Adopted Budget. The Finance
Department’s budget also includes accounting services provided to, and funded
by, the Thomas Roads Improvement Program (TRIP), Off Street Parking Fund,
Equipment Management Fund, Refuse Fund, Wastewater Fund and Assessment
District Funds. The General Fund budget reflects a slight increase compared to
the FY 2016-17 Adopted Budget because of a combination of a rise in salaries
and benefits and operating costs. The Equipment Fund decrease from the prior
year is a reduction in the number of planned copier replacements based upon
an evaluation of anticipated needs for the next fiscal year. The Assessment District
Funds decrease is a combined result of some districts closing from the natural
course of business and the consolidation refinancing of 12 districts, which was
completed about three years ago.
Selected Fund Summaries
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.
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Water Resources – The operating budget for the Water Resources Department is
$25,024,456, which is a -1.39 percent decrease as compared to the FY 2016-17
Adopted Budget. No staffing changes are proposed for the Department.
xAgricultural Water Fund – The operating budget for the Agricultural Water
Division is $4,079,341, which is a -12.22 percent decrease as compared to
the FY 2016-17 Adopted Budget. The decrease is due to reductions in both
salary and benefits related items and various operating line item reductions
that will be realized during the next fiscal year.
xDomestic Water Fund – The operating budget for the Domestic Water
Division is $20,945,115, which is a 1.04 percent increase as compared to the
FY 2016-17 Adopted Budget. Increases in the City’s operation and
maintenance agreement with California Water Service Company, treated
water costs and salary and benefits account for the notable increases
within this fund.
Refuse Fund – The operating budget for the Refuse Fund is $48,093,422, which is a
5.38 percent increase as compared to the FY 2016-17 Adopted Budget. Several
factors have resulted in the approximately $2.4 million increase. The City’s
agreement with private haulers will increase by 2.1 percent or $422,000. Internal
fleet rates will increase due to a change where rates now account for full cost
recovery of future replacement costs of refuse vehicles. Increases are also due to
rising costs associated with CalPERS employer paid rates, increases in new and
replacement residential carts and commercial bins, and increase in electricity
costs for the Green Waste Facility.
The budget for the Solid Waste Division includes a proposal to increase residential
refuse rates by 2 percent from $195.72 to $200 per year (rounded to the nearest
dollar). The proposed rate increase will cover all residential hauling fees by the
City. The residential fee includes tan trash container, green waste container, blue
recycling container, bulky item collection, curbside motor oil collection, a free
green waste drop off and street sweeping.
Sewer Fund – Operating funds budgeted within the Sewer Fund for FY 2017-18
total $15,476,752, which represents a 3 percent increase compared to the FY
2016-17 Adopted Budget. As part of the sewer budget, staff is not proposing a
rate increase for residential sewer rates (currently $215 annually). Some
commercial users will experience increased costs resulting from the continuation
of the phase-in (year four of five) of the change in sewage characteristics
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May 10, 2017
previously approved by the City Council in June 2014. This change redistributed
costs to treat wastewater from a volume basis to a strength basis. Sewer
connection fees are currently being evaluated to determine if the one-time fee
to buy into the City’s treatment system needs to be increased. 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.
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 approximately $7.5
million in vehicle and equipment replacement. Determination of
equipment identified for replacement is developed through an extensive
analysis by the Fleet Division, in consultation with the individual departments
and the Budget Team. The budget includes the replacement of 38 police
vehicles and three fire vehicles, including two light engines.
Technology Services Division – The TS Division is responsible for the
acquisition, replacement, maintenance and operations of the City’s entire
communications infrastructure, including computers, phones, cell phones,
radios and other network-based equipment. The IT Division has budgeted
approximately $1.3 million to replace network and computer equipment in
FY 2017-18. The largest component of replacement equipment include 102
workstations and 100 mobile data computers for the Police Department.
The 102 Police workstations comprise 55 percent of all the workstations
scheduled to be replaced citywide in FY 2017-18. Of the 100 mobile data
computers proposed for replacement, 87 were deferred from FY 2016-17.
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 that reflects
changes in the workers’ compensation program due to adverse loss
development, as well as increasing industry loss trends and related court
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May 10, 2017
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 2017-18, the Risk Management Division’s budget is $10,390,836, which
represents a 2.21 percent increase, as compared to the FY 2016-17 Adopted
Budget. The Risk Management Division continues to allocate $12,000 to for
citywide programs to improve safety in the workplace.
The Risk Management Division also coordinates the recently established wellness
committee. The City was awarded the 2015 Cities for Workforce Health grant by
the League of California Cities. The City was one of five agencies selected for this
grant. The grant provided the City an opportunity to conduct an evaluation of
the City’s existing wellness program and subsequently identify recommendations
to improve employee health. Through the assistance of consultants, the City is
working to establish a sustainable wellness program. This process will continue in
2017.
Special Revenue Funds:
Special Revenue Funds account for the proceeds of specific revenue sources that
are restricted to expenditures for specific purposes. Examples are CDBG, Gas Tax,
Federal Transportation Funds and the Transient Occupancy Tax Fund.
Housing and Urban Development Entitlements – 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
entitlement of CDBG funds and HOME Investment Partnership funds is budgeted
in the amount of $3,253,214 and $1,081,081 respectively, which reflects no
change when compared to the FY 2016-17 entitlements.
CDBG funds are budgeted for the following infrastructure and facilities projects
for FY 2017-18:
xHome Access Rehabilitation
xUnion-Brundage Area Drainage Improvements
xBaker St/Old Town Kern, Gutter and Sidewalks
xLa France/El Toro Area Curb, Gutter and Sidewalks
xOleander Area Curb, Gutter and Sidewalks
xStiern Park Playground Shade Structure
xLowell Park ADA Improvements and Shade Structure
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FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
In addition to the aforementioned projects, CDBG contributions are proposed to
the following organizations and programs:
xFair Housing Program Services - $100,000
xBakersfield Senior Center - $85,000
xBakersfield Police Department - $302,982
As outlined previously within this document, the CDBG and HOME programs may
be subject to budget cuts or elimination by the federal government. Staff will
continue to monitor the federal budget appropriations process to determine,
what, if any adjustments may be necessary as the fiscal year progresses.
Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was
established in July 1998 to account for the general revenues provided by a 12
percent room tax and the operation and debt related to the Rabobank Arena.
This includes the contract with AEG for management 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 Visit Bakersfield 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 Visit Bakersfield 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. Proposed CIP projects for FY 2017-18 continue
to be focused on TRIP and road projects. Limited discretionary capital funding is
proposed to be allocated to local street maintenance (non-TRIP), parks and
critical facilities-related projects.
The following is intended to provide a summary of the major projects proposed
within the FY 2017-18 CIP. Further information on all proposed capital projects is
located within the Capital Improvement Program section of the Proposed Budget
Document.
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Thomas Roads Improvement Program
Centennial Corridor – $36.6 million is budgeted within various funds for the
construction phases of the Centennial Corridor project. Funding is included for the
necessary cash flow as called for under the long-term financing plan for the
project. In addition, funds are proposed to be allocated for various construction
activities of the mainline connection, including sound walls and local streets.
Funding sources for this project include federal earmark funds, Transportation
Development Funds, Sewer Enterprise Funds, Gas Tax Funds and Utility Surcharge
Funds.
Truxtun Avenue Operational Improvement Project – This project will make
operational improvements along Truxtun Avenue, from Empire Drive to Elm
Street. This includes the widening of Truxtun Avenue from four to six lanes. Initial
funding for the construction of this project was previously programmed in FY
2016-17. Additional $2,655,900 of Federal CMAQ funds are proposed to be
programmed in FY 2017-18 for construction of the project.
Brighton Park Sound Wall – This proposed project will construct a wall of varying
height on top of a dirt berm to be located just east of Allen Road between the
Westside Parkway and the recharge basins south of the freeway. This $986,000
project is proposed to be funded by County Local TRIP funds.
Community Development Block Grant
CDBG projects totaling $1.75 million are proposed for FY 2017-18.
Right-of-way within four CDBG-eligible areas are proposed to be improved
during FY 2017-18. The primary goal of these projects is to improve both drainage
and pedestrian accessibility by installing sidewalk, curb and gutter, handicap
ramps, and cross-gutters where needed. The four project sites include Brundage
Lane, within the Union Avenue, 4th Street and Kern Island Canal areas, California
Avenue, Verde Street, Chester Avenue and ‘A’ Streets areas, Flower Street,
Kentucky Street, Beale Avenue, and Virginia Street area and the South ‘H’ Street,
El Toro Drive, Belle Terrace, and Ming Avenue areas.
In addition, two CDBG parks projects will provide for shade structures and
accessibility improvements at Stiern and Lowell Parks.
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May 10, 2017
Intermodal Surface Transportation Efficiency Act Fund
Pavement Rehabilitation (Regional Surface Transportation Program) – As part of
the ongoing federal pavement rehabilitation program, staff has proposed
several projects will rehabilitate pavement along local road segments. The
amounts budgeted for these projects are funded primarily by federal funds and
require a local match. Proposed project highlights include:
‘A’ Street from Brundage Lane to California Avenue – This $1.5 million project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
this project is comprised of $1,287,328 in federal funding, with Capital Outlay
funds providing a $272,672 local match.
Auburn Street from Oswell Street to Fairfax Road – This $938,000 project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
this project is comprised of $773,273 in federal funding, with Capital Outlay funds
providing a $164,727 local match.
White Lane from Union Avenue to Cottonwood Road – This $1,052,000 project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
this project is comprised of $866,976 in federal funding, with Gas Tax funds
providing an $185,024 local match.
The above-mentioned pavement rehabilitation projects will also include
improvements to the curb return access ramps to meet current ADA standards.
Additionally, staff will review all road segments for potential bike lane
modifications.
Manor Street Bridge Rehabilitation – This project was previously funded in FY 2009-
10 based on preliminary estimates for the scope of work. After various studies,
project analysis, and oversight from Cal Trans, a more accurate construction
estimate, nearing $9 million, has been developed. Currently, $5 million is
budgeted for this project. The remaining $4,030,000 consists of $3,567,759 in
federal funding, with Capital Outlay funds providing a $462,241 local match.
Pedestrian Countdown Timers, Northwest and Southwest – Two pedestrian
countdown timers are proposed for FY 2017-18. Each of these projects will install
pedestrian countdown timers at various signalized intersections located
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May 10, 2017
throughout Northwest and Southwest Bakersfield. A total of $335,600 is proposed
for these projects. Funding for these projects includes $302,040 of federal funds,
with $33,560 of Capital Outlay funds providing the local match.
Capital Outlay Fund
Police Firing Range Remodel - This project will upgrade the Bakersfield Police
Department firing range located at Truxtun Avenue just west of Oak Street with
modernized infrastructure and facilities. Staff is currently working toward finalizing
design of the facility. The funding for this project will come from seized asset trust
and Capital Outlay Funds.
Local match requirement for federal projects - local match requirements for $1.4
million are budgeted for federally funded projects previously summarized within
the ISTEA section of this transmittal.
Resurfacing Various Streets – This $1 million proposed project will continue the
City Council priority goal to fund street rehabilitation and resurfacing. Funds will
be used to repave and resurface asphalt pavement on city streets. City staff will
perform construction. An additional $4 million is budgeted within the Gas Tax
Fund for this project.
Ice Chiller Replacement at Rabobank Arena – This project will replace the ice
chiller at the Rabobank Arena. Replacement of the ice chiller at the Arena is
critical to ensure that ice-related events such as Condors games and Disney on
Ice are not affected. Emergency repairs completed in FY 2013-14 were
estimated to last five to seven years; however, since the repairs were made, the
chiller has had two major leaks and several minor leaks. Additionally, the existing
system utilizes R22 refrigerant, which will be phased out by the Environmental
Protection Agency in 2020. As a result, the cost of R22 is anticipated to triple in
the next few years and will be difficult to acquire. If still available, the cost to
replenish R22 refrigerant for the entire system will exceed $100,000 in the next
three years. Due to high demand, there is currently a three- year waiting list to
have the chiller system replaced. Because of the critical nature of this project,
staff proposes to budget $1 million for the project.
Arena Video Board Replacement – This $700,000 project will replace the four
existing video boards on the center-hung scoreboard in Rabobank Arena. The
video boards are over 10 years old, no longer meet modern technology
standards and replacement parts have become more difficult to obtain. In
addition, there have been an increase in the number of issues that occur with
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May 10, 2017
the pixels within the video boards. This results in dark squares appearing on the
board where it would otherwise contain graphics, resulting in a poor customer
experience.
Fire Station No. 2 Bathroom and Locker Room Facilities Rehabilitation – This
$140,000 project will modernize the existing bathroom at Fire Station No. 2 as well
as revamp the locker room area. Constructed in 1906, the facility is the oldest
active Fire Station operated by the City. The previous remodel of the bathroom
facilities occurred in 1985.
ADA Transition Plan – This multi-phase project is consistent with the City’s ADA
Transition Plan, and will fund priority ADA improvements as identified throughout
the fiscal year. A total of $25,000 in funding for ADA improvements is proposed
for FY 2017-18.
Median Improvements on California Avenue from Oak Street to ‘G’ Street – With
California Avenue scheduled for reconstruction in the current fiscal year, this
project presents the opportunity to rehabilitate the green asphalt surface of the
California Avenue median island and enhance the aesthetics of the corridor.
$284,000 is proposed for FY 2017-18.
Community Development Building Rehabilitation – This $25,000 project provides
the final funding needed to complete the rehabilitation of the Community
Development building located at 1715 Chester Ave. Previous year capital
funding allowed for the remodel of the first floor lobby and permit counter areas.
The project will allow for the completion of the first floor conference room and
auxiliary spaces. This room will be utilized by staff for meetings, hearings and other
gatherings. Currently, the conference room space within the building is limited
to other floors not immediately accessible by the public.
Re-Epoxy Kennel ‘E’ – City of Bakersfield Animal Care Facility – The concrete for
the kennels in Kennel ‘E’ at the CBACC is lifting and crackling, making it difficult
to sanitize the area. This project consists of coating the kennel floor and walls with
an antimicrobial epoxy, which reduces the animals’ exposure to disease, meets
the Target Zero audit recommendation, and allows staff to easily sanitize the
kennels daily. Kennel ‘E’ was not epoxied during the facility upgrade project in
2013. Proposed funding for this project totals $38,000.
Park Improvement Fund
Park development projects continue to focus on the two regional sports
XXVIII
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
complexes.
Sports Village Phase IV - $1.3 million is budgeted for the continuation of the build
out of the Bakersfield Sports Village. Phase IV will include will include four
regulation football fields, two parking lots and extension of Play Fair Drive.
Mesa Marin Sports Complex Phase II – An additional $335,000 is proposed to
continue the expansion of the regional park in northeast Bakersfield. Phase II is
currently under construction and will include a new wet playground, as well as
additional picnic areas and walking paths. The additional funding will be utilized
for future amenities to be identified.
Transportation Development Fund
Street Improvements on Stine Road – This $1.1 million, multi-year project will widen
Stine Road between Ryzona Drive and Hosking Avenue/McCutchen Road,
improving the overall flow of vehicle and pedestrian traffic. This road widening
will also improve the flow of traffic to Ridgeview High School. Funds for design
and right-of-way have been budgeted in previous years. Staff is currently working
with PG&E regarding rule 20A – undergrounding of utilities within the project area.
Street Improvements on College Avenue West of Fairfax Road – This $618,000
project will fund widening of the roadway on College Avenue and construction
of street improvements. Street improvements will alleviate flooding and erosion
of soil occurring during rain events on the north side of College Avenue, adjacent
to East Niles Water District, and will facilitate a safe walk-path for pedestrians. In
accordance with a previous agreement with the City, East Niles Water District
has relocated its water tank facilities to accommodate future street widening
done by the City.
Sewer Funds (Plants Nos. 2 And 3)
The CIP projects proposed for the Wastewater Division continue to focus on
preventative maintenance for the complex treatment plants’ infrastructure with
a focus on preventative maintenance.
Wastewater Treatment Plant No. 2
Trickling Filter Pump Station Rehabilitation – The trickling pump station has a total
of four recirculation pumps and four transfer pumps that have been in service
since 1999 and are in need of extensive maintenance. Work has already begun
XXIX
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
on two recirculation pumps. $240,000 of funding is requested for FY 2017-18 to
rehabilitate two transfer pumps and two recirculation pumps during FY 2017-18.
The remaining two transfer pumps are proposed to be rehabilitated during FY
2018-19.
Wastewater Treatment Plant No. 3
Replace Digester Mixer Pump – Additional funding of $460,000 is requested to
replace obsolete mixing pumps. The current budget includes $402,700 of funding
for this project. Existing pumps are fifteen years old and replacement parts are
no longer available. Current cost estimates exceed available funding because
pump drawings indicate that intake and discharge locations for new pumps are
not compatible with the existing pumps. In order to install new pumps, piping
needs to be extensively reconfigured, a new equipment pedestal built, and
electrical modifications will also need to be made.
Primary Clarifier Rehabilitation – Rehabilitation of clarifiers 1-4 was completed in
FY 2015-16. This $500,000 proposed project will rehabilitate primary clarifiers 6 and
8. Rehabilitation of the clarifiers includes: repairing, replacing, and recoating
concrete and metal surfaces; rebuilding the clarifier drives; replacing skimmer
arms; and regrading the launder channels. Rehabilitation of primary clarifiers 5
and 7 will be proposed in FY 2018-19.
Sanitary Sewer and Storm Improvements
Storm Lift Station at Tevis Ranch Sump – The Tevis Ranch sump is interconnected
to four sumps within the same area, most of which do not percolate well. Through
an agreement with Kern Delta, the City will install a pump station and outlet
structure (outlet structure completed in FY 2016-17) to drain storm runoff form the
Tevis Ranch sump into the Buena Vista Canal. Design of this lift station has been
completed. The $535,000 of proposed funding is for project construction.
Storm Lift Station Rehabilitation at the Police Pistol Range – This proposed project
will provide the storm drain lift station at the Police pistol range with new
submersible pumps, discharge pipes, outlet structure, and updates to lighting
and safety walkway. Retrofitting this aging lift station will improve performance
and eliminate costly maintenance issues. This project was selected to receive
funding through the California Office of Emergency Services for back-up
generators; however, the actual lift station rehabilitation is not eligible for grant
funding. Therefore, staff proposes to fund this project through sewer enterprise
funds. This storm lift station is critical to downtown drainage. Proposed funding for
XXX
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
FY 2017-18 of $106,000 will fund design of the project. The Five-Year CIP Plan
includes $770,000 of proposed funding for FY 2018-19.
Storm Lift Station on Talisman Drive – This proposed project will install a pump
station at the sump on Kristina Court, south of Talisman Drive. Currently, the sump
has poor percolation, causing lack of proper storm water drainage, causing
storm water to back-up into the street and flood the area. Remedies, repairs,
and maintenance to this sump require excessive staff time; for this reason, staff
proposes to convert the sump into a detention basin with a pump station that
will direct the storm water to a sump with better percolation. Installation of the
pump station will properly drain the sump and alleviate flooding. Proposed
funding for FY 2017-18 of $105,000 will fund design of the project. The construction
phase includes $871,000 of proposed funding for FY 2018-19.
Refuse Collection Fund
Two projects, totaling $350,000, are proposed for FY 2017-18 within the Refuse
Collection Fund. Projects are as follows:
Compost Screening System – Compost made from green waste has been
screened and sold to farmers at the Green Waste Facility since 1995. State
regulations from 2015 require higher compost screening standards to be phased
in by 2018. The current screen system must be expanded to meet the new
standard. This $300,000 proposed project will economically repurpose an existing
screen machine and add new pre-screen and post- screen machinery to
expand the system. Under the County Green Waste Agreement, Kern County will
provide funding for approximately 55% of the project.
Green Waste Facility Pavement Resurfacing – The pavement at the main public
unloading zone at the Green Waste Facility is deteriorating after 20 years of use.
Resurfacing the pavement at this time will eliminate the need for a complete
reconstruction in the future. Kern County, through the County Green Waste
Agreement, will provide about 55 percent of this project’s proposed budget of
$50,000.
Agricultural and Domestic Water Funds
Water Resources Building Expansion - The Water Resources Department's building
at 1000 Buena Vista Rd was constructed in 1991. As part of the original architect's
design, the vacant quadrant between the two buildings allows for design and
construction of a future facility. Additional space is needed due to incremental
XXXI
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
increases in staffing levels since the facility opened. The $700,000 project provides
for a new building approximately 2,348 square and the reconstruction of the
existing Spanish clay roof tiles, and would provide ADA upgrades to the existing
buildings.
Parking Garage Fund
Automation Improvements to Parking Garage – Currently, the Eye Street
entrance to the parking garage can only be accessed by long-term users.
Improvements to both the gate and ticketing mechanisms are required to allow
daily users the ability to enter the parking garage from the Eye Street entrance.
Proposed funding for this project totals $43,500 in FY 2017-18.
Equipment Management Fund
Backup Generator, Beach Park and Pistol Range – The City Manager’s Office
submitted a grant application with the California Office of Emergency Services
for two backup generators for these two storm drain lift stations. The $415,000
requested for FY 2017-18 includes $311,500 of grant funding with the remaining
$103,500 local match requirement funded by the Sewer Enterprise Fund. These
two lift stations are critical to downtown drainage issues during storm events.
Bikeway/Pedestrian Fund (TDA Article 3)
Bakersfield College Area Bike Lane/Routes – This $107,450 project will provide
much needed bike lanes/routes adjacent to Bakersfield College. Installation of
new bike lanes will benefit seven schools surrounding the Bakersfield College
Campus. This project is 100 percent funded through a competitive TDA grant
that is administered by Kern COG.
Summary
The FY 2017-18 Proposed Budget reflects the continued commitment to address
City Council Goals while simultaneously balancing the ever-changing economic
landscape at the local, state and federal levels. The proposed budget is
essentially a hold-the-line budget that allows departments to maintain existing
staffing and programs. Departments have done their best to prepare a budget
within our current financial constraints that can provide needed services to the
public. Staff will continue to be challenged to maintain service levels to meet
community growth, public demands and expectations. Pending state and
XXXII
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
federal budget actions will likely affect the budget after it is adopted and will
likely require further adjustments.
Acknowledgements
The development of the budget takes a great amount of staff time and effort,
and must be completed within a defined period. I appreciate the contribution
made by all department heads, division managers, business managers and
budget managers.
Thanks go to the Budget Team for their valuable input and feedback during the
process. Assistant City Manager Chris Huot led this year’s effort and was assisted
by Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez,
Accounting Supervisor Randy McKeegan, Assistant City Manager Steve Teglia,
Management Assistant Caleb Blaschke, Assistant Police Chief Greg Terry, Assistant
Public Works Director Ted Wright, and Human Resources Manager Lisa
McGranahan.
Finally, my continued appreciation to the Mayor and City Council for your
leadership and direction in the budget process and throughout the year.
XXXIII
About the Award
The Government Finance Officers Association has awarded its prestigious
Distinguished Budget Presentation Award to the City for its Fiscal Year 2016-17
Adopted Budget Document.
The award recognizes the City for preparing its budget document in a manner
consistent with the guidelines established by the National Advisory Council on
State and Local Budgeting and the GFOA’s best practices on budgeting. This is
the 17th consecutive year the City has received the award.
Documents submitted to the GFOA's Budget Awards Program are reviewed by
selected members of the GFOA professional staff and by outside reviewers with
experience in public-sector budgeting. Each budget document is evaluated
separately by three reviewers and ranked on 27 specific criteria.
City staff will prepare and submit the FY 2017-18 Adopted Budget Document to
Government Finance Officers Association for this award upon adoption of the
budget in June.
XXXIV
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
XXXV
Honorable Mayor and City Council
FY 2017-18 Proposed Budget - Letter of Transmittal
May 10, 2017
XXXVI
THIS PAGE INTENTIONALLY LEFT BLANK
BUDGET SUMMARIES
Budget Summaries
LIST OF EXHIBITS
Resources and Appropriations – General Fund..........................................2
General Fund Budget Chart..........................................................................3
Resources and Appropriations – Operating Budget – All Funds..............4
Operating Budget – All Funds Charts...........................................................5
Operating Fund Distribution...........................................................................6
Operating Fund Distribution Charts.............................................................. 7
Resources and Appropriations – All Funds...................................................8
Resources – All Funds Chart...........................................................................9
Appropriations – All Funds Chart...................................................................9
Departmental Appropriations by Fund......................................................10
General Fund – Appropriations by Department.......................................12
Financial Summary – All Funds.....................................................................14
Estimated Balances – June 30, 2017...........................................................17
Interfund Transfers – Summary.....................................................................19
Interfund Transfers – Detail............................................................................20
Note: Additional information is provided in the Appendices section of this document
1
RESOURCES AND APPROPRIATIONS
GENERAL FUND
Sources by Type Adopted
2015-16
Adopted
2016-17
Proposed
2017-18
Resources
Property Tax $ 68,946,500 $ 73,826,200 $ 77,483,500
Sales Tax 72,413,000 66,848,000 63,708,100
Other Taxes 10,675,000 10,650,000 11,150,000
Total Taxes $ 152,034,500 $ 151,324,200 $ 152,341,600
Licenses and Permits $ 3,246,240 $ 2,754,365 $ 3,181,560
Intergovernmental Revenue 1,307,116 1,619,775 1,507,190
Charges for Service 20,980,955 21,192,690 22,758,095
Fines and Forfiets 845,000 2,117,000 796,000
Miscellaneous Revenues 1,156,489 916,970 1,100,555
Total Other Revenues $ 27,535,800 $ 28,600,800 $ 29,343,400
Beginning Balance 19,650,000 15,500,000 19,200,000
Transfers In 952,918 550,000 550,000
TOTAL RESOURCES $ 200,173,218 $ 195,975,000 $ 201,435,000
Appropriations
Police $ 87,246,327 $ 87,101,763 $ 87,681,092
Fire 36,311,034 36,421,378 37,531,526
Total Public Safety $ 123,557,361 $ 123,523,141 $ 125,212,618
Public Works $ 26,956,664 $ 26,125,561 $ 26,401,419
Recreation and Parks 18,991,657 18,522,464 19,030,677
Community Development 7,731,166 7,628,301 7,530,437
General Government 13,282,493 13,108,849 13,343,826
Non-Departmental 9,543,000 6,995,807 9,845,146
Total Operations $ 76,504,980 $ 72,380,982 $ 76,151,505
Contingencies 50,000 25,000 25,000
Transfers Out 60,877 45,877 45,877
TOTAL APPROPRIATIONS $ 200,173,218 $ 195,975,000 $ 201,435,000
Note: Additional information is provided in the Appendices section of this document
2
CITY OF BAKERSFIELD
GENERAL FUND BUDGET
$201,435,000
* Percentages may not equal 100% due to rounding.
3
CITY OF BAKERSFIELD
RESOURCES AND APPROPRIATIONS
OPERATING BUDGET - ALL FUNDS
Sources by Type
Actual
2015-16
Adopted
2016-17
Proposed
2017-18
Resources
Capital Project Funds $ 15,419,118 $ 13,563,415 $ 13,835,840
Economic Stimulus ---
Special Revenue Funds 24,147,410 24,617,515 25,342,969
General Operating Funds 200,173,218 195,975,000 201,435,000
Successor Agency Funds*11,921,868 10,421,894 10,274,816
Improvement Districts 7,442,319 5,750,650 5,703,073
Internal Service Funds 36,882,636 36,754,535 38,930,882
Enterprise Funds 121,440,058 119,683,145 123,650,218
Debt Service Funds 742,742 653,046 645,056
Total $ 418,169,369 $ 407,419,200 $ 419,817,854
Appropriations
General Government $ 28,913,137 $ 28,821,367 $ 29,487,085
Police 88,643,393 88,461,335 89,017,942
Fire 37,560,332 37,697,202 38,933,944
Public Works 109,958,196 110,187,933 114,889,282
Water Resources 25,467,809 25,376,290 25,024,456
Recreation and Parks 26,295,608 26,682,040 27,323,170
Community Development 10,076,699 10,329,060 10,499,977
Non-Departmental & Transfers 91,254,195 79,863,973 84,641,998
Total $ 418,169,369 $ 407,419,200 $ 419,817,854
* Formerly Redevelopment Agency Funds
4
CITY OF BAKERSFIELD
OPERATING BUDGET - ALL FUNDS
$419,817,854
* Percentages may not equal 100% due to rounding.
5
CITY OF BAKERSFIELD
OPERATING FUND DISTRIBUTION
Expenditures
Adopted
2015-16
Adopted
2016-17
Proposed
2017-18
All Funds
Personnel $ 191,903,147 $ 193,336,835 $ 200,755,742
Operating 175,777,629 172,551,105 172,533,143
Capital 9,415,627 8,509,065 10,033,969
Fiscal Transfers 41,072,966 33,022,195 36,495,000
Total All Funds $ 418,169,369 $ 407,419,200 $ 419,817,854
General Fund
Personnel $ 157,853,515 $ 158,572,430 $ 163,254,430
Operating 41,945,726 37,165,143 37,904,228
Capital 313,100 191,550 230,465
Fiscal Transfers 60,877 45,877 45,877
Total General Fund $ 200,173,218 $ 195,975,000 $ 201,435,000
6
CITY OF BAKERSFIELD
OPERATING FUND DISTRIBUTION
$419,817,854
* Percentages may not equal 100% due to rounding.
7
CITY OF BAKERSFIELD
RESOURCES AND APPROPRIATIONS
ALL FUNDS
Revenues and Resources by Type
Actual
2015-16
Adopted
2016-17
Proposed
2017-18
Taxes and Assessments $ 193,933,154 $ 189,587,080 $ 190,732,231
Licenses and Permits 3,457,240 2,976,790 3,505,900
Inter-Governmental & Enterprise 95,597,595 25,413,097 45,574,350
Charges for Service 173,388,442 170,436,639 178,294,520
Fines and Forfeits 1,975,000 3,242,000 2,411,000
Miscellaneous Revenue 6,296,956 5,238,436 4,783,403
Other Financing Sources 448,000 --
TOTAL REVENUES $ 475,096,387 $ 396,894,042 $ 425,301,404
Fund Balance 46,428,370 31,580,803 32,553,596
Transfers In 64,828,300 33,022,195 36,495,000
TOTAL RESOURCES $ 586,353,057 $ 461,497,040 $ 494,350,000
Appropriations by Function
Actual
2015-16
Adopted
2016-17
Proposed
2017-18
Police $ 88,643,393 $ 88,461,335 $ 89,017,942
Fire 37,560,332 37,697,202 39,073,944
TOTAL PUBLIC SAFETY $ 126,203,725 $ 126,158,537 $ 128,091,886
Public Works $ 256,827,021 $ 161,004,691 $ 184,405,718
Water Resources 27,517,809 26,376,290 27,014,456
Rabobank/Recreation and Parks/CVB 30,146,608 28,943,122 30,161,380
Community Development 10,076,699 10,329,060 10,524,977
General Government 28,913,137 28,821,367 29,509,585
Non-Departmental 79,617,327 69,727,079 74,442,182
Successor Agency*11,636,868 10,136,894 10,199,816
TOTAL APPROPRIATIONS $ 570,939,194 $ 461,497,040 $ 494,350,000
* Formerly Redevelopment Agency Funds
8
CITY OF BAKERSFIELD
RESOURCES - ALL FUNDS
$494,350,000
APPROPRIATIONS - ALL FUNDS
$494,350,000
9
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2
,
4
6
8
-
32
,
4
0
0
-
-554,868
Su
p
p
.
L
a
w
E
n
f
o
r
c
e
m
e
n
t
-
58
3
,
8
5
0
-
-
-
-
-
-583,850
Tr
a
f
f
i
c
S
a
f
e
t
y
-
75
3
,
0
0
0
-
-
-
-
-
550,000 1,303,000
Tr
a
n
s
i
e
n
t
O
c
c
u
p
a
n
c
y
T
a
x
e
s
-
-
-
-
-
8,
2
6
0
,
0
9
3
-
9,768,876 18,028,969
Tr
a
n
s
p
o
r
a
t
i
o
n
D
e
v
e
l
o
p
m
e
n
t
-
-
-
-
-
-
-
11,500,000 11,500,000
TD
F
T
R
I
P
L
o
c
a
l
M
a
t
c
h
29
1
,
5
0
0
-
-
79
4
,
3
4
0
-
-
-
-1,085,840
Wa
s
t
e
w
a
t
e
r
T
r
e
a
t
m
e
n
t
P
l
a
n
t
17
,
0
0
0
-
-
15
,
4
5
9
,
7
5
2
-
-
-
25,438,303 40,915,055
Su
c
c
e
s
s
o
r
A
g
e
n
c
y
40
,
0
0
0
-
-
-
-
-
-
10,199,816 10,239,816
Su
c
c
e
s
s
o
r
H
o
u
s
i
n
g
A
g
e
n
c
y
35
,
0
0
0
-
-
-
-
-
-
-35,000
To
t
a
l
O
p
e
r
a
t
i
n
g
$
2
9
,
4
8
7
,
0
8
5
$
8
9
,
0
1
7
,
9
4
2
$
3
8
,
9
3
3
,
9
4
4
$
1
1
4
,
8
8
9
,
2
8
2
$
2
5
,
0
2
4
,
4
5
6
$
2
7
,
3
2
3
,
1
7
0
$
1
0
,
4
9
9
,
9
7
7
$
8
4
,
6
4
1
,
9
9
8
$
4
1
9
,
8
1
7
,
8
5
4
10
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
DE
P
A
R
T
M
E
N
T
A
L
A
P
P
R
O
P
R
I
A
T
I
O
N
S
B
Y
F
U
N
D
Ge
n
e
r
a
l
Go
v
e
r
n
m
e
n
t
Po
l
i
c
e
Fir
e
Pu
b
l
i
c
W
o
r
k
s
Wa
t
e
r
Re
s
o
u
r
c
e
s
Ra
b
o
b
a
n
k
/
C
V
B
&
R
e
c
r
e
a
t
i
o
n
an
d
P
a
r
k
s
Co
m
m
u
n
i
t
y
De
v
e
l
o
p
m
e
n
t
Non-Departmental
In
c
l
u
d
e
s
T
r
a
n
s
f
e
r
s
Total
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
Ag
r
i
c
u
l
t
u
r
e
W
a
t
e
r
-
-
-
-
64
0
,
0
0
0
-
-
-640,000
Ai
r
p
a
r
k
-
-
-
35
5
,
0
0
0
-
-
-
-355,000
As
s
e
s
s
m
e
n
t
D
i
s
t
r
i
c
t
s
-
-
-
-
-
52
,
0
0
0
-
-52,000
Ca
p
i
t
a
l
O
u
t
l
a
y
-
-
14
0
,
0
0
0
5,
8
1
5
,
1
6
2
-
70
0
,
0
0
0
25
,
0
0
0
-6,680,162
Ca
p
i
t
a
l
O
u
t
l
a
y
-
L
o
c
a
l
T
R
I
P
-
-
-
1,
0
2
1
,
3
3
3
-
-
-
-1,021,333
Co
m
m
u
n
i
t
y
D
e
v
.
B
l
o
c
k
G
r
a
n
t
-
-
-
1,
4
8
4
,
4
8
0
-
27
1
,
2
1
0
-
-1,755,690
CO
F
U
t
i
l
i
t
y
/
R
o
a
d
F
u
n
d
s
-
-
-
5,
5
0
0
,
0
0
0
-
-
-
-5,500,000
Do
m
e
s
t
i
c
W
a
t
e
r
-
-
-
-
1,
3
5
0
,
0
0
0
-
-
-1,350,000
Eq
u
i
p
m
e
n
t
M
a
n
a
g
e
m
e
n
t
-
-
-
45
0
,
0
0
0
-
-
-
-450,000
Fe
d
e
r
a
l
T
r
a
n
s
p
o
r
t
a
t
i
o
n
-
-
-
8,
7
3
7
,
5
0
5
-
-
-
-8,737,505
Ga
s
T
a
x
-
-
-
7,
2
8
5
,
0
2
4
-
-
-
-7,285,024
Pa
r
k
I
m
p
r
o
v
e
m
e
n
t
-
-
-
-
-
1,
8
1
5
,
0
0
0
-
-1,815,000
Pa
r
k
i
n
g
L
o
t
s
/
S
t
r
u
c
t
u
r
e
22
,
5
0
0
-
-
45
,
5
0
0
-
-
-
-68,000
Re
f
u
s
e
C
o
l
l
e
c
t
i
o
n
-
-
-
35
0
,
0
0
0
-
-
-
-350,000
St
a
t
e
T
r
a
n
s
p
o
r
t
a
t
i
o
n
-
-
-
-
-
-
-
--
Tr
a
n
s
p
o
r
t
a
t
i
o
n
D
e
v
e
l
o
p
m
e
n
t
-
-
-
2,
7
9
5
,
7
0
0
-
-
-
-2,795,700
TD
F
T
R
I
P
L
o
c
a
l
M
a
t
c
h
-
-
-
11
,
6
0
0
,
0
0
0
-
-
-
-11,600,000
TR
I
P
-
-
-
17
,
5
2
9
,
7
3
2
-
-
-
-17,529,732
Wa
s
t
e
w
a
t
e
r
T
r
e
a
t
m
e
n
t
P
l
a
n
t
-
-
-
6,
5
4
7
,
0
0
0
-
-
-
-6,547,000
Su
c
c
e
s
s
o
r
A
g
e
n
c
y
-
-
-
-
-
-
-
--
To
t
a
l
C
a
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
s
$
2
2
,
5
0
0
$-
$
1
4
0
,
0
0
0
$
6
9
,
5
1
6
,
4
3
6
$
1
,
9
9
0
,
0
0
0
$
2
,
8
3
8
,
2
1
0
$
2
5
,
0
0
0
$-$
7
4
,
5
3
2
,
1
4
6
To
t
a
l
C
i
t
y
o
f
B
a
k
e
r
s
f
i
e
l
d
$
2
9
,
5
0
9
,
5
8
5
$
8
9
,
0
1
7
,
9
4
2
$
3
9
,
0
7
3
,
9
4
4
$
1
8
4
,
4
0
5
,
7
1
8
$
2
7
,
0
1
4
,
4
5
6
$
3
0
,
1
6
1
,
3
8
0
$
1
0
,
5
2
4
,
9
7
7
$
8
4
,
6
4
1
,
9
9
8
$
4
9
4
,
3
5
0
,
0
0
0
11
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
GE
N
E
R
A
L
F
U
N
D
-
A
P
P
R
O
P
R
I
A
T
I
O
N
S
B
Y
D
E
P
A
R
T
M
E
N
T
De
p
a
r
t
m
e
n
t
Ac
t
u
a
l
20
1
5
-
1
6
Ad
o
p
t
e
d
B
u
d
g
e
t
20
1
6
-
1
7
Am
e
n
d
e
d
Bu
d
g
e
t
20
1
6
-
1
7
Proposed 2017-18
Ma
y
o
r
$
1
4
9
,
9
9
8
$
1
6
9
,
3
6
3
$
1
6
9
,
3
6
3
$
1
6
5
,
9
0
6
Ci
t
y
C
o
u
n
c
i
l
27
8
,
4
8
1
26
6
,
9
9
3
26
6
,
9
9
3
253,265
TO
T
A
L
L
E
G
I
S
L
A
T
I
V
E
$
4
2
8
,
4
7
9
$
4
3
6
,
3
5
6
$
4
3
6
,
3
5
6
$
4
1
9
,
1
7
1
Ci
t
y
M
a
n
a
g
e
r
$
1
,
1
0
9
,
3
3
3
$
1
,
0
7
3
,
6
2
6
$
1
,
0
7
3
,
6
2
6
$
1
,
1
1
9
,
3
1
4
Ci
t
y
C
l
e
r
k
75
5
,
5
2
3
86
6
,
6
0
2
86
6
,
6
0
2
832,960
Hu
m
a
n
R
e
s
o
u
r
c
e
s
1,
2
0
8
,
9
2
0
1,
3
2
1
,
3
1
8
1,
3
2
1
,
3
1
8
1,285,606
In
f
o
r
m
a
t
i
o
n
T
e
c
h
n
o
l
o
g
y
4,
2
1
5
,
1
4
9
4,
5
6
7
,
2
3
0
4,
5
6
7
,
2
3
0
4,749,849
Ri
s
k
M
a
n
a
g
e
m
e
n
t
-
-
-
-
TO
T
A
L
E
X
E
C
U
T
I
V
E
$
7
,
2
8
8
,
9
2
5
$
7
,
8
2
8
,
7
7
6
$
7
,
8
2
8
,
7
7
6
$
7
,
9
8
7
,
7
2
9
Fi
n
a
n
c
e
A
d
m
i
n
i
s
t
r
a
t
i
o
n
$
5
1
7
,
2
1
1
$
5
2
3
,
2
0
0
$
5
2
3
,
2
0
0
$
5
3
6
,
5
5
0
Ac
c
o
u
n
t
i
n
g
1,
2
5
5
,
0
4
9
1,
2
1
2
,
9
0
0
1,
2
1
2
,
9
0
0
1,238,549
Tr
e
a
s
u
r
y
82
4
,
1
1
7
85
7
,
1
5
0
85
7
,
1
5
0
866,196
Pu
r
c
h
a
s
i
n
g
31
4
,
4
7
3
31
9
,
2
5
0
31
9
,
2
5
0
326,205
TO
T
A
L
F
I
N
A
N
C
I
A
L
S
E
R
V
I
C
E
S
$
2
,
9
1
0
,
8
5
0
$
2
,
9
1
2
,
5
0
0
$
2
,
9
1
2
,
5
0
0
$
2
,
9
6
7
,
5
0
0
Ci
t
y
A
t
t
o
r
n
e
y
$
1
,
5
8
2
,
3
7
5
$
1
,
9
3
1
,
2
1
7
$
1
,
9
3
1
,
2
1
7
$
1
,
9
6
9
,
4
2
6
TO
T
A
L
C
I
T
Y
A
T
T
O
R
N
E
Y
$
1
,
5
8
2
,
3
7
5
$
1
,
9
3
1
,
2
1
7
$
1
,
9
3
1
,
2
1
7
$
1
,
9
6
9
,
4
2
6
Po
l
i
c
e
A
d
m
i
n
i
s
t
r
a
t
i
o
n
$
1
3
,
4
9
2
,
4
3
8
$
1
2
,
6
9
2
,
2
2
1
$
1
4
,
2
2
2
,
9
7
7
$
1
3
,
0
9
1
,
7
3
7
Po
l
i
c
e
O
p
e
r
a
t
i
o
n
s
53
,
1
1
0
,
1
0
1
56
,
3
4
7
,
2
8
2
56
,
0
8
8
,
1
0
7
56,505,512
Po
l
i
c
e
I
n
v
e
s
t
i
g
a
t
i
o
n
s
15
,
6
0
9
,
0
2
5
15
,
9
4
3
,
1
6
2
15
,
9
4
9
,
6
6
2
15,951,674
An
i
m
a
l
C
o
n
t
r
o
l
2,
0
1
7
,
0
4
5
2,
1
1
9
,
0
9
8
2,
1
2
4
,
7
2
7
2,132,169
TO
T
A
L
P
O
L
I
C
E
S
E
R
V
I
C
E
S
$
8
4
,
2
2
8
,
6
0
9
$
8
7
,
1
0
1
,
7
6
3
$
8
8
,
3
8
5
,
4
7
3
$
8
7
,
6
8
1
,
0
9
2
12
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
GE
N
E
R
A
L
F
U
N
D
-
A
P
P
R
O
P
R
I
A
T
I
O
N
S
B
Y
D
E
P
A
R
T
M
E
N
T
De
p
a
r
t
m
e
n
t
Ac
t
u
a
l
20
1
5
-
1
6
Ad
o
p
t
e
d
B
u
d
g
e
t
20
1
6
-
1
7
Am
e
n
d
e
d
Bu
d
g
e
t
20
1
6
-
1
7
Proposed 2017-18
Fi
r
e
A
d
m
i
n
i
s
t
r
a
t
i
o
n
$
1
,
5
8
1
,
8
4
4
$
1
,
5
0
2
,
2
1
7
$
1
,
5
0
2
,
2
1
7
$
1
,
4
3
6
,
7
5
0
Fi
r
e
S
a
f
e
t
y
1,
3
1
0
,
3
5
9
1,
2
9
8
,
5
8
8
1,
2
9
8
,
5
8
8
1,316,738
Fi
r
e
S
u
p
p
r
e
s
s
i
o
n
32
,
8
5
9
,
6
3
7
33
,
6
2
0
,
5
7
3
33
,
6
2
0
,
5
7
3
34,778,038
TO
T
A
L
F
I
R
E
S
E
R
V
I
C
E
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18
CITY OF BAKERSFIELD
INTERFUND TRANSFERS - SUMMARY
Proposed 2017-18
Fund Title Transfers In Transfers Out
General $ 550,000 $ 45,877
Community Development -500,324
Home Investment Partnership --
State Gas Tax --
Traffic Safety/O.T.S -550,000
Transient Occupancy Tax -6,547,980
Municipal Improvement Debt 561,676 -
Capital Outlay 6,300,000 -
Transportation Development -11,500,000
TDF TRIP Local Match 11,500,000 -
Wastewater Treatment 12,000,000 6,132,310
Sewer Connections -6,000,000
Refuse Collection -1,145,072
Agricultural Water -278,614
Domestic Water -261,115
Equipment 2,049,616 -
Successor Agency:
Operating -3,533,708
Debt 3,533,708 -
TOTAL TRANSFERS $ 36,495,000 $ 36,495,000
19
CITY OF BAKERSFIELD
INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS
Proposed 2017-18
Fund Title Transfers In Transfers Out
Municipal Debt -15,475
Capital Outlay 6,300,000
Equipment -232,505
Transient Occupancy Tax Fund 6,547,980
General $ 45,877 $-
Community Development 500,324 -
Municipal Debt --
Transient Occupancy Tax $ 15,475 -
Municipal Debt Fund 561,676 -
Sewer Plant #2 6,000,000 -
Sewer Connection 6,000,000 -
Transient Occupancy Tax --
Sewer Plant #3 Total 12,000,000 -
Sewer Plant #2 -
Sewer Connections -
Sewer Plant #3 Total -
Transient Occupancy Tax 232,505 -
Sewer Plant #2 109,448 -
Sewer Plant #3 22,862 -
Refuse 1,145,072 -
Agriculture Water 278,614 -
Domestic Water 261,115 -
Equipment Fund Total $ 2,049,616 -
20
REVENUES
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 2017-18 are:
1) Secured property tax revenues are expected to increase 5 percent based on Kern County
assessed valuation projections;
2) Sales tax revenues are expected to show no growth compared to the current year revised
estimate of no growth;
3) License and Permit revenues are expected to slightly increase as compared to current year
revised estimates; and
4) Transient Occupancy Tax revenues are expected to remain unchanged when compared to
current year revised estimates.
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 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.
Sales Tax Revenues - The sales tax rate is generally 7.25 percent statewide. The City’s sales tax revenue is
realized from the 1 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 percent is distributed based on “point of sale” while the ½ cent for public safety is distributed
95 percent to counties and 5 percent to cities. The 1 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
21
costs incurred.
Motor Vehicle-In-Lieu Revenues - As to the portion of the remaining VLF revenue formerly distributed to
local governments, SB89 of 2011 eliminates, effective July 1, 2011, Vehicle License Fee (VLF) revenue
allocated under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature’s
efforts to solve the state’s chronic budget problems, the bill shifted all city VLF revenues to fund law
enforcement grants that previously had been paid by a temporary state tax and – prior to that – by the
state general fund. The City expects minimal VLF revenues in 2017-18 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 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:
!Maintenance district services - Reimbursements for costs of operating and maintaining all public
improvements which benefit a specific area;
!Interdepartmental charges - Account for the financing of services provided by the General Fund to
another City department on a cost-reimbursement basis; and,
!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 percent, which was increased from
10 percent in the 1993-94 fiscal year. The use of revenues is unrestricted
22
City of Bakersfield
Property Tax Revenues
$77,483,500
Sales Tax Revenue
$63,708,100
23
Transient Occupancy Tax
$9,000,000
License and Permit Revenues
$3,181,560
24
Motor Vehicle - In - Lieu Revenues
$170,000
Charges for Services
$22,758,095
25
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
GE
N
E
R
A
L
F
U
N
D
-
R
E
V
E
N
U
E
B
Y
S
O
U
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C
E
Re
v
e
n
u
e
s
Ac
t
u
a
l
20
1
5
-
1
6
Am
e
n
d
e
d
B
u
d
g
e
t
20
1
6
-
1
7
Re
v
i
s
e
d
E
s
t
i
m
a
t
e
s
20
1
6
-
1
7
Proposed 2017-18
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
$
4
0
,
3
3
2
,
4
8
2
$
4
0
,
8
4
6
,
2
0
0
$
4
2
,
1
7
4
,
8
0
0
$
4
3
,
4
7
3
,
5
0
0
Cu
r
r
e
n
t
y
e
a
r
u
n
s
e
c
u
r
e
d
4,
1
3
3
,
8
4
4
3,
8
0
0
,
0
0
0
4,
1
1
8
,
0
0
0
4,000,000
Pr
o
p
e
r
t
y
t
a
x
i
n
-
l
i
e
u
28
,
1
5
2
,
1
3
5
28
,
9
9
5
,
0
0
0
29
,
6
9
7
,
7
0
0
30,000,000
De
l
i
n
q
u
e
n
t
a
n
d
o
t
h
e
r
t
a
x
e
s
30
0
,
2
6
0
18
5
,
0
0
0
(2
1
,
8
0
0
)
10,000
TO
T
A
L
P
R
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P
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Y
T
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X
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S
$
7
2
,
9
1
8
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7
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1
$
7
3
,
8
2
6
,
2
0
0
$
7
5
,
9
6
8
,
7
0
0
$
7
7
,
4
8
3
,
5
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
8
,
7
3
4
,
0
6
5
$
6
6
,
8
4
8
,
0
0
0
$
6
3
,
7
0
8
,
1
0
0
$
6
3
,
7
0
8
,
1
0
0
Sa
l
e
s
t
a
x
i
n
-
l
i
e
u
12
,
0
5
2
,
7
2
7
-
--
TO
T
A
L
S
A
L
E
S
A
N
D
U
S
E
T
A
X
$
7
0
,
7
8
6
,
7
9
2
$
6
6
,
8
4
8
,
0
0
0
$
6
3
,
7
0
8
,
1
0
0
$
6
3
,
7
0
8
,
1
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
$
6
,
1
1
7
,
6
9
4
$
6
,
1
5
0
,
0
0
0
$
6
,
1
8
2
,
9
6
0
$
6
,
1
5
0
,
0
0
0
Bu
s
i
n
e
s
s
l
i
c
e
n
s
e
t
a
x
3,
9
0
4
,
5
6
9
3,
6
0
0
,
0
0
0
4,
0
0
0
,
0
0
0
4,100,000
Re
a
l
p
r
o
p
e
r
t
y
t
r
a
n
s
f
e
r
t
a
x
1,
1
7
6
,
7
1
3
90
0
,
0
0
0
90
0
,
0
0
0
900,000
TO
T
A
L
O
T
H
E
R
T
A
X
E
S
$
1
1
,
1
9
8
,
9
7
6
$
1
0
,
6
5
0
,
0
0
0
$
1
1
,
0
8
2
,
9
6
0
$
1
1
,
1
5
0
,
0
0
0
TO
T
A
L
T
A
X
E
S
$
1
5
4
,
9
0
4
,
4
8
9
$
1
5
1
,
3
2
4
,
2
0
0
$
1
5
0
,
7
5
9
,
7
6
0
$
1
5
2
,
3
4
1
,
6
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
$
2
,
2
7
9
,
0
8
0
$
2
,
1
4
7
,
6
4
0
$
2
,
4
2
4
,
1
0
0
$
2
,
4
8
3
,
9
8
0
Ala
r
m
p
e
r
m
i
t
s
33
7
,
3
5
7
29
0
,
0
0
0
36
4
,
9
0
0
402,950
Do
g
l
i
c
e
n
s
e
s
21
1
,
3
0
4
22
0
,
0
0
0
20
0
,
0
0
0
200,000
Ot
h
e
r
l
i
c
e
n
s
e
s
a
n
d
p
e
r
m
i
t
s
15
1
,
9
8
4
96
,
7
2
5
93
,
2
2
5
94,630
TO
T
A
L
L
I
C
E
N
S
E
S
A
N
D
P
E
R
M
I
T
S
$
2
,
9
7
9
,
7
2
5
$
2
,
7
5
4
,
3
6
5
$
3
,
0
8
2
,
2
2
5
$
3
,
1
8
1
,
5
6
0
26
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
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
Ac
t
u
a
l
20
1
5
-
1
6
Am
e
n
d
e
d
B
u
d
g
e
t
20
1
6
-
1
7
Re
v
i
s
e
d
E
s
t
i
m
a
t
e
s
20
1
6
-
1
7
Proposed 2017-18
In
t
e
r
g
o
v
e
r
n
m
e
n
t
a
l
St
a
t
e
m
o
t
o
r
v
e
h
i
c
l
e
i
n
-
l
i
e
u
t
a
x
$
1
4
9
,
0
8
9
$
1
5
0
,
0
0
0
$
1
7
0
,
0
0
0
$
1
7
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
36
4
,
7
8
8
35
0
,
0
0
0
38
0
,
8
0
0
375,000
Gr
a
n
t
s
3,
2
3
9
,
2
7
6
2,
4
6
8
,
2
4
1
3,
0
2
1
,
3
7
1
962,190
TO
T
A
L
I
N
T
E
R
G
O
V
E
R
N
M
E
N
T
A
L
$
3
,
7
5
3
,
1
5
3
$
2
,
9
6
8
,
2
4
1
$
3
,
5
7
2
,
1
7
1
$
1
,
5
0
7
,
1
9
0
Ch
a
r
g
e
s
f
o
r
S
e
r
v
i
c
e
Ma
i
n
t
e
n
a
n
c
e
d
i
s
t
r
i
c
t
s
e
r
v
i
c
e
s
$
6
,
3
2
7
,
3
7
8
$
6
,
0
0
0
,
0
0
0
$
6
,
3
5
0
,
0
0
0
$
6
,
4
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
g
e
s
3,
7
8
7
,
1
5
9
3,
7
6
5
,
0
0
0
3,
7
6
5
,
0
0
0
4,155,000
De
v
e
l
o
p
m
e
n
t
f
e
e
s
4,
5
7
1
,
7
5
2
4,
4
5
1
,
4
4
0
4,
2
2
5
,
1
1
2
4,627,855
Fi
r
e
c
h
a
r
g
e
s
5,
1
2
3
,
4
3
5
5,
2
0
0
,
0
0
0
5,
5
1
4
,
5
0
0
5,800,000
Po
l
i
c
e
c
h
a
r
g
e
s
87
2
,
9
4
6
71
8
,
5
0
0
74
1
,
7
7
0
716,040
Re
c
r
e
a
t
i
o
n
f
e
e
s
99
6
,
3
9
2
89
4
,
2
5
0
81
0
,
4
5
0
807,200
Ot
h
e
r
c
h
a
r
g
e
s
17
9
,
8
9
3
16
3
,
5
0
0
17
3
,
6
0
0
167,000
TO
T
A
L
C
H
A
R
G
E
S
F
O
R
S
E
R
V
I
C
E
$
2
1
,
8
5
8
,
9
5
5
$
2
1
,
1
9
2
,
6
9
0
$
2
1
,
5
8
0
,
4
3
2
$
2
2
,
7
5
8
,
0
9
5
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
s
t
f
o
r
f
e
i
t
u
r
e
s
$
1
,
2
3
0
,
4
6
6
$
2
,
1
1
7
,
0
0
0
$
2
,
3
5
6
,
9
3
5
$
7
9
6
,
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
$
1
,
2
3
0
,
4
6
6
$
2
,
1
1
7
,
0
0
0
$
2
,
3
5
6
,
9
3
5
$
7
9
6
,
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
,
5
8
3
,
8
6
6
$
1
0
2
,
5
0
0
$
1
5
8
,
4
0
0
$
1
0
2
,
5
0
0
Co
n
t
r
i
b
u
t
i
o
n
s
35
,
9
2
8
78
,
6
6
9
14
9
,
2
7
6
35,000
Bl
u
e
C
r
o
s
s
p
r
e
m
i
u
m
r
e
f
u
n
d
62
,
7
3
5
-
--
Ot
h
e
r
r
e
i
m
b
u
r
s
e
m
e
n
t
s
47
7
,
9
9
0
-
18
5
,
7
5
0
-
Ot
h
e
r
r
e
v
e
n
u
e
s
1,
6
0
1
,
6
3
3
81
4
,
4
7
0
1,
4
6
1
,
7
2
6
963,055
TO
T
A
L
M
I
S
C
E
L
L
A
N
E
O
U
S
$
3
,
7
6
2
,
1
5
2
$
9
9
5
,
6
3
9
$
1
,
9
5
5
,
1
5
2
$
1
,
1
0
0
,
5
5
5
TO
T
A
L
R
E
V
E
N
U
E
S
$
1
8
8
,
4
8
8
,
9
4
0
$
1
8
1
,
3
5
2
,
1
3
5
$
1
8
3
,
3
0
6
,
6
7
5
$
1
8
1
,
6
8
5
,
0
0
0
27
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
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
Fi
n
a
n
c
i
n
g
So
u
r
c
e
s
Total
Ge
n
e
r
a
l
$
1
5
2
,
3
4
1
,
6
0
0
$
3
,
1
8
1
,
5
6
0
$
1
,
5
0
7
,
1
9
0
$
2
2
,
7
5
8
,
0
9
5
$
7
9
6
,
0
0
0
$
1
,
1
0
0
,
5
5
5
$-
$
1
8
1
,
6
8
5
,
0
0
0
Ca
s
h
B
a
s
i
s
R
e
s
e
r
v
e
-
-
-
-
-
10
0
,
0
0
0
-100,000
Co
m
m
u
n
i
t
y
D
e
v
e
l
o
p
m
e
n
t
-
-
3,
9
2
5
,
6
4
8
-
-
17
5
,
8
6
8
-4,101,516
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
8
7
,
0
8
1
-
-
30
,
0
0
0
-1,117,081
Fe
d
e
r
a
l
T
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28
LEGISLATIVE
L e g i s l a t i v e W a r d 7
W a r d 6
W a r d 3
W a r d 5
W a r d 2
W a r d 4
W a r d 1
C i t y C o u n c i l
S u p p o r t S t a f f
M a y o r
C i t i z e n s o f B a k e r s f i e l d
29
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 2016-17 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 to make the necessary budgetary actions to mitigate the
negative impacts of the downturn in the local oil economy.
30
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 2016-17 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 represented City at
conferences and meetings.
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.
31
1011 – Mayor and 1051 – City Council continued
FY 2017-18 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.Work toward equitable representation and resource allocations relative to
the State of California.
8.Communicate with state and local government officials on equitable
resource allocations on important budget and other issues such as
transportation and including high-speed rail.
9.Represent the City of Bakersfield on the Local Agency Formation
Commission and Kern Council of Governments.
SERVICE LEVEL INDICATORS FY 15-16
Actual
FY 16-17
Projected
FY 17-18
Proposed
Approved City Budgets 1 1 1
Council Meetings Held 18 18 18
Proclamations Issued 108 100 100
32
LEGISLATIVE
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Mayor $ 149,998 $ 169,363 $ 169,363 $ 165,906
City Council 278,481 266,993 266,993 253,265
Total $ 428,479 $ 436,356 $ 436,356 $ 419,171
SOURCE OF FUNDS:
General Fund $ 428,479 $ 436,356 $ 436,356 $ 419,171
Total $ 428,479 $ 436,356 $ 436,356 $ 419,171
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
33
MAYOR
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 131,827 $ 135,380 $ 135,380 $ 137,256
Operating 18,171 33,983 33,983 28,650
Capital ----
Total $ 149,998 $ 169,363 $ 169,363 $ 165,906
SOURCE OF FUNDS:
General Fund $ 149,998 $ 169,363 $ 169,363 $ 165,906
Total $ 149,998 $ 169,363 $ 169,363 $ 165,906
34
CITY COUNCIL
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 154,531 $ 156,497 $ 156,497 $ 140,000
Operating 123,950 110,496 110,496 113,265
Capital ----
Total $ 278,481 $ 266,993 $ 266,993 $ 253,265
SOURCE OF FUNDS:
General Fund $ 278,481 $ 266,993 $ 266,993 $ 253,265
Total $ 278,481 $ 266,993 $ 266,993 $ 253,265
35
THIS PAGE INTENTIONALLY LEFT BLANK
EXECUTIVE
E x e c u t i v e
C i t y
M a n a g e r
A s s i s t a n t
C i t y
M a n a g e r
R i s k
M a n a g e m e n t
H u m a n
R e s o u r c e s
E x e c u t i v e
S t a f f
A d m i n i s t r a t i v e
A n a l y s t I I I
M a n a g e m e n t
A s s i s t a n t
A s s i s t a n t C i t y
M a n a g e r C i t y C l e r k
I n f o r m a t i o n
T e c h n o l o g y
C o n v e n t i o n &
V i s i t o r s B u r e a u
36
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 2016-17 ACCOMPLISHMENTS
1. Human Resources collaborated with both Technology Services and
Finance departments to continue the implementation of the new
timekeeping system for payroll (City Council Goal 7.2).
2. Human Resources completed nearly 80 recruitments in support of varying
City departments and divisions.
3. The City Clerk’s Office conducted the November 8, 2016 Runoff Election
for the Office of Mayor, and the General Municipal Election for
Councilmembers for Wards 2, 5 and 6.
4. The City Clerk’s Office implemented NovusAgenda Public Portal for the
Planning Commission meetings in support of the City Council’s Guiding
Principle to continue enhancement of the public communications
process and reduce paper usage (City Council Goal 7.1).
5. The Risk Management Division partnered with the Human Resources
Division to conduct a Health and Wellness Fair for City employees in
November 2016, which featured approximately 50 local vendors (City
Council Goal 7.1).
6. Technology Services replaced expensive and older direct connect phone
circuits at City Fire stations with newer technology at a much lower
operating cost (City Council Goals 1.3, 7.1).
37
1331 – City Manager continued
7. Technology Services worked in cooperation with Kern County Information
Technology Services (ITS) department and Federal Engineering, a
consultant hired by Kern County to research and assist in the design and
bidding process for a new possibly shared trunked radio/microwave
system (City Council Goals 1.2, 1.3, 7.1).
8. The City Manager’s Office coordinated efforts related to high-speed rail
and the implementation of the State Groundwater Management Act via
staffing the Kern River Groundwater Sustainability Agency (City Council
Goals 4.1, 4.2, 6.1).
9. The City Manager’s Office led two grant application efforts that resulted in
the City being awarded $1.2 million to establish a bike share program and
$311,000 for two generators at storm water pump stations (City Council
Goals 2.5, 7.1)
10.Received the Government Finance Officers Association Distinguished
Budget Presentation Award for the Fiscal Year 2015-16 Final Budget (City
Council Goal 7.1).
FY 2017-18 SIGNIFICANT BUDGET CHANGES
1. The Technology Services Division will be replacing over 100 mobile data
computers and 102 workstations for Bakersfield Police Department staff,
which consists of equipment that was deferred due to budgetary
constraints during FY 2016-17. This equipment purchase and associated
cost is essential to continue to provide the necessary technology to the
Bakersfield Police Department for daily operations. Funds have been
collected within the Equipment Management Fund for these purchases.
FY 2017-18 ACTION PLAN
The Executive Department will continue to work on a variety of significant
projects which affect the majority of the organization. Some of the major
projects Executive staff will oversee in FY 2017-18 include the ongoing
assessment of the local economy and the budgetary implications of pending
state and federal actions, implementation of the Sustainable Groundwater
Management Act, discussion with High Speed Rail regarding alternative
alignments through the City, coordination of the remaining TRIP projects, issues,
employee safety and recognition programs, radio network evaluation, island
annexations and continuing to implement projects resulting from the ADA
Transition Plan update.
38
EXECUTIVE
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
City Manager $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314
City Clerk 755,523 866,602 866,602 832,960
Human Resources 1,208,920 1,321,318 1,321,318 1,285,606
Risk Management 13,674,748 10,166,040 10,203,558 10,390,836
Information Technology 6,613,506 7,376,208 7,419,208 8,088,772
Total $ 23,362,030 $ 20,803,794 $ 20,884,312 $ 21,717,488
SOURCE OF FUNDS:
General Fund $ 7,288,925 $ 7,828,776 $ 7,828,776 $ 7,987,729
Equuipment Management 2,398,357 2,808,978 2,851,978 3,338,923
Self Insurance 13,674,748 10,166,040 10,203,558 10,390,836
Total $ 23,362,030 $ 20,803,794 $ 20,884,312 $ 21,717,488
FULL TIME EMPLOYEES:
City Manager 7.00 7.00 7.00 7.00
City Clerk 8.00 7.00 7.00 7.00
Human Resources 10.00 10.00 10.00 10.00
Risk Management 3.00 3.00 3.00 3.00
Information Technology 38.00 37.00 37.00 37.00
Total 66.00 64.00 64.00 64.00
39
1331 – City Manager continued
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 2016-17 ACCOMPLISHMENTS
1. Prepared and distributed the proposed and final operating budgets for
fiscal year 2017-18 (City Council Goal 7.1).
2. Received the Government Finance Officers Association Distinguished
Budget Presentation Award for the Fiscal Year 2016-17 Final Budget (City
Council Goal 7.1).
3. 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 toward the implementation of those
local and regional transportation projects (City Council Goal 2.2).
4. 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.
5. Occupied two seats on the Oversight Board for the Successor Agency to
the former Bakersfield Redevelopment Agency.
6. As the local governing body designee, processed applications to
determine public convenience or necessity for liquor licenses (City Council
Goal 4.1).
40
1331 – City Manager continued
7. 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.
8. Led City efforts to work with the High Speed Rail Authority (City Council
Goal 6.1).
9. Led efforts to apply for and received grant funding for a variety of
programs and services that align with City Council Goals, including
additional bicycling facilities and storm water pump station generators (City
Council Goals 2.5, 7.1)
10. Led City efforts to implement requirements under the Sustainable
Groundwater Management Act (City Council Goal 4.2)
11. Coordinated efforts between the State Water Resources Control Board and
the City as it relates to the enactment of Senate Bill 88 (City Council Goal
4.2)
12. Continued to work with local school districts to ensure new education
facilities include the necessary public right-of-way infrastructure
improvements to allow for safe student, staff and visitor access to these sites
(City Council Goal 4.1, 6.1).
FY 2017-18 ACTION PLAN
1. Continue to monitor local economy and recommend adjustments to the
City’s budget as deemed necessary (City Council Goal 7.1).
2. Continue delivering the remaining Thomas Road Improvements Program
projects, including the Centennial Corridor Project and 24th Street Widening
Project (City Council Goal 2.2).
3. Continue actions to implement the City Council goals.
4. Continue to implement findings from Americans with Disabilities Act (ADA)
Transition and Self Evaluation Plans (City Council Goal 6.1).
5. Work with labor groups on new contracts (City Council Goal 7.1)
6. Continue to monitor the state and federal budget processes for any
legislative action that may affect program or services provided by the City
(City Council Goal 7.1).
41
1331 – City Manager continued
7. Continue coordinating efforts related to high-speed rail and groundwater
sustainability issues (City Council Goals 4.1, 4.2, 6.1).
8. Review, analyze, and coordinate efforts to seek support for legislation
beneficial to Bakersfield on issues of federal, state and local concern (City
Council Goal 7.1).
9. Oversee and monitor City utility franchises (City Council Goal 7.1).
10. Prepare and distribute the proposed and final operating budgets for Fiscal
Year 2017-18 (City Council Goal 7.1).
11. Qualify the Fiscal Year 2017-18 Final Budget for the Government Finance
Officers Association Distinguished Budget Presentation Award (City Council
Goal 7.1).
12. Prepare General Information packets for the Mayor and City Council
13. Review and prepare agenda materials for City Council meetings
14. 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.
15. Continue to work with the Local Agency Formation Commission on
processing annexations and developing polices where applicable (City
Council Goal 4.1).
16. Process applications to determine public convenience or necessity for
liquor licenses (City Council Goal 5.1).
SERVICE LEVEL INDICATORS FY 15-16
Actual
FY 16-17
Projected
FY 17-18
Proposed
Annexation Growth – Population (annual) 2 12 1960
Annexation Growth – Square Miles (annual) 1.6 0.096 1.22
General Information Memoranda 52 52 52
Agenda Highlights Memoranda 18 18 18
Staffed Council Committee Meetings 24 24 24
42
CITY MANAGER
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 1,082,049 $ 1,044,838 $ 1,044,838 $ 1,085,405
Operating 27,284 28,788 28,788 33,909
Capital ----
Total $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314
SOURCE OF FUNDS:
General Fund $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314
Total $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314
43
1341
1341 ² City Clerk continued
FY 2017
CITY CLERK
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 572,499 $ 622,371 $ 622,371 $ 585,375
Operating 183,024 244,231 244,231 247,585
Capital ----
Total $ 755,523 $ 866,602 $ 866,602 $ 832,960
SOURCE OF FUNDS:
General Fund $ 755,523 $ 866,602 $ 866,602 $ 832,960
Total $ 755,523 $ 866,602 $ 866,602 $ 832,960
46
1351
1351
1351
HUMAN RESOURCES
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 964,472 $ 1,017,963 $ 1,017,963 $ 1,007,070
Operating 244,448 303,355 303,355 278,536
Capital ----
Total $ 1,208,920 $ 1,321,318 $ 1,321,318 $ 1,285,606
SOURCE OF FUNDS:
General Fund $ 1,208,920 $ 1,321,318 $ 1,321,318 $ 1,285,606
Total $ 1,208,920 $ 1,321,318 $ 1,321,318 $ 1,285,606
50
1361
1361 ² Risk Management continued
deviance examines complacency in regards to safety related situations.
Over 70 supervisors/managers attended this training which was intended
to bring awareness to complacency in the workplace and its resulting
consequences (City Council Goal 7.1).
6.&RQWLQXHGWRSURPRWHDQGHQKDQFHWKH&LW\·VVDIHW\FXOWXUHE\
participating in an employee safety awareness program in June, known as
National Safety Month (City Council Goal 7.1).
7. Risk Management was tasked with assisting General Services with finding a
cost effective way to provide certification through the International
Municipal Signal Association (IMSA) for WKH&LW\·VVHUYLFHPDLQWHQDQFH
workers and traffic signal technicians for work zone traffic safety (City
Council Goals 7.1).
8. Continue to maintain and offer incentives for employees utilizing alternate
forms of transportation to and from work through the Employer Trip
Reduction Implementation Plan (eTRIP) (City Council Goal 7.1).
9. Continued to aggressively pursue recoveries from individuals who caused
damage to City property (City Council Goal 7.1).
FY 2017
1361 ² Risk Management continued
4. Explore cost savings programs with ZRUNHUV·FRPSHQVDWLRQWKLUGSDUW\
administrator and excess insurance carrier. Identify claims where
RSSRUWXQLWLHVH[LVWWRPLQLPL]HORQJWHUPGHEWRI&LW\·VZRUNHUV·
compensation program (City Council Goal 7.1).
5. Risk Management is working closely with the Wellness Committee to sustain
a Wellness Program (City Council Guiding Principles and City Council Goal
7.1).
53
RISK MANAGEMENT
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 2,852,304 $ 2,803,964 $ 2,803,964 $ 2,826,211
Operating 10,822,444 7,362,076 7,399,594 7,564,625
Capital ----
Total $ 13,674,748 $ 10,166,040 $ 10,203,558 $ 10,390,836
SOURCE OF FUNDS:
Self Insurance $ 13,674,748 $ 10,166,040 $ 10,203,558 $ 10,390,836
Total $ 13,674,748 $ 10,166,040 $ 10,203,558 $ 10,390,836
54
1371 ² Technology Services
DIVISION GOAL
Aid all City Departments in the delivery of services and products by providing
development, administration, installation and maintenance of information
technologies
1371 ² Technology Services Continued
Electronic Patient Care Records (ePCR) systems to meet a state reporting
mandate (City Council Goal 1.3).
9. Worked in cooperation with Kern County Information Technology Services
(ITS) department and Federal Engineering, a consultant hired by Kern
County to research and assist in the design and bidding process for a new
possibly shared trunked radio / microwave system (City Council Goals 1.2,
1.3, 7.1).
10. Transition fire stations from expensive analog leased data lines to high
speed wireless links to provide quicker access to data and systems and
reduce ongoing costs (City Council Goals 1.3, 7.1).
11. Added a secondary internet connection to provide bandwidth and
greater resiliency / redundancy to the systems that rely on these
connections, specifically Police MDC units and citizen access to city
websites and services (City Council Goals 1.2, 6.1).
12. Worked with departments on upgrading and bringing surveillance
cameras that needed replacement into the video management systems
(VMS), to promote and implement a funded replacement schedule and
higher video retention with a centralized access system (City Council
Goals 1.2, 7.1).
FY 2017
1371 ² Technology Services Continued
6. Work with Kern County ITS for the use of space and utilities to house and
collocate some City technology systems to provide better resiliency and
redundancy of critical City systems. (City Council Goals 1.2, 1.3, 7).
57
INFORMATION TECHNOLOGY
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 3,377,250 $ 3,663,735 $ 3,663,735 $ 3,810,083
Operating 2,419,880 2,757,358 2,757,358 2,953,160
Capital 816,376 955,115 998,115 1,325,529
Total $ 6,613,506 $ 7,376,208 $ 7,419,208 $ 8,088,772
SOURCE OF FUNDS:
General Fund $ 4,215,149 $ 4,567,230 $ 4,567,230 $ 4,749,849
Equuipment Management 2,398,357 2,808,978 2,851,978 3,338,923
Total $ 6,613,506 $ 7,376,208 $ 7,419,208 $ 8,088,772
58
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FINANCIAL SERVICES
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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.
60
FINANCIAL SERVICES
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Finance Administration $ 1,053,184 $ 1,021,967 $ 1,021,967 $ 877,550
Accounting 1,446,108 1,406,633 1,406,633 1,451,049
Treasury 824,117 857,150 857,150 866,196
Purchasing 378,858 464,250 464,250 426,205
Sucessor Agency 54,031 285,000 285,000 75,000
Total $ 3,756,298 $ 4,035,000 $ 4,035,000 $ 3,696,000
SOURCE OF FUNDS:
General Fund 2,910,850 2,912,500 2,912,500 2,967,500
TDF TRIP Local Match 401,366 407,767 407,767 291,500
Sewer Service-Plant 3 -16,434 16,434 17,000
Refuse Fund -49,299 49,299 51,000
Offstreet Parking 191,059 128,000 128,000 144,500
Equipment Management Fund 64,385 145,000 145,000 100,000
Assessment Districts 28,728 91,000 91,000 49,500
Successor Agency 54,031 285,000 285,000 75,000
"COF-Local TRIP"105,879 ---
Total $ 3,756,298 $ 4,035,000 $ 4,035,000 $ 3,696,000
FULL TIME EMPLOYEES:
Administration 5.00 5.00 5.00 5.00
Accounting 15.00 15.00 15.00 15.00
Treasury 9.00 9.00 9.00 9.00
Purchasing 3.00 3.00 3.00 3.00
Total 32.00 32.00 32.00 32.00
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 2016-17 ACCOMPLISHMENTS
1. Acquired a total of 150 residential and commercial properties necessary
for the designated transportation corridors of the current Thomas Roads
Improvement Projects (City Council Goal 2.2).
2. Acquired 18 residential and commercial properties for City (non-TRIP)
transportation projects, utility services, and Parks throughout the City. In
addition, the Finance department sold two surplus properties (City Council
Goals 2.3, 6.3, 7.1).
3. The City has over $58 million on deposit in an irrevocable trust to fund the
long-term Retiree Medical program. As of the last actuarial date the total
long term liability for this Post Employment Benefit (OPEB) was
approximately $130 million; thus the City is near a 43% funded status,
which is well above the norm when compared to the vast majority of
cities across California and the nation (City Council Goal 7.1).
FY 2017-18 ACTION PLAN
1. Acquire commercial and residential properties necessary to complete
Thomas Roads Improvement Projects planned for the upcoming year (City
Council Goal 2.2).
62
ADMINISTRATION
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 878,929 $ 886,240 $ 886,240 $ 781,099
Operating 68,376 135,727 135,727 96,451
Capital ----
Total $ 947,305 $ 1,021,967 $ 1,021,967 $ 877,550
SOURCE OF FUNDS:
General Fund $ 517,211 $ 523,200 $ 523,200 $ 536,550
TDF TRIP Local Match 401,366 407,767 407,767 291,500
Assessment Districts 28,728 91,000 91,000 49,500
COF - Local TRIP 105,879 ---
Total $ 1,053,184 $ 1,021,967 $ 1,021,967 $ 877,550
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 2016-17 ACCOMPLISHMENTS
1. Received over $120,000 in rebate revenue related to electronic payment
program (E-Payables) and associated Purchasing Card system in
conjunction with Bank of America (City Council Goal 7.1).
2. Received GFOA Certificate of Achievement for Excellence in Financial
Reporting for the 35th consecutive year (City Council Goal 7.1).
FY 2017-18 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 (City Council Goal 7.1).
64
ACCOUNTING AND REPORTING
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 1,175,986 $ 1,212,455 $ 1,212,455 $ 1,237,170
Operating 270,122 194,178 194,178 213,879
Capital ----
Total $ 1,446,108 $ 1,406,633 $ 1,406,633 $ 1,451,049
SOURCE OF FUNDS:
General Fund $ 1,255,049 $ 1,212,900 $ 1,212,900 $ 1,238,549
Sewer Service-Plant 3 -16,434 16,434 17,000
Refuse Fund -49,299 49,299 51,000
Offstreet Parking 191,059 128,000 128,000 144,500
Total $ 1,446,108 $ 1,406,633 $ 1,406,633 $ 1,451,049
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 2016-17 ACCOMPLISHMENTS
1. Utilized the new City website to post new business listings in a PDF format
on the first of each month for the public’s viewing. This resulted in a
savings of paper and printer resources and a reduction in staff time (City
Council Goal 7.1).
2. The Food Vending Vehicle Permit was modified, streamlined and
simplified to create two separate permits for private property and public
right-of-way. This simplification better serves the business owners by
offering a permit for a longer period of time and one that better fits their
needs. This modified process reduced staff processing time and
paperwork requirements (City Council Goal 7.1).
3. Worked with the City of Bakersfield Animal Care Center (CBACC) and
Technology Services (TS) to implement the new pet software, Chameleon.
The efficiency of the new software has resulted in faster processing of dog
licenses (City Council Goal 7.1).
4. The business tax delinquency rate was reduced and a record number of
businesses were licensed resulting in increased revenues (City Council
Goal 7.1).
FY 2017-18 ACTION PLAN
1. Treasury will further expand its customer service by offering multiple
payment methods through the implementation of an online program for
residents to renew their dog licenses (City Council Goal 7.1).
2. Treasury will begin discussions on the process of implementing
convenience fees on all credit card transactions. This will improve the
financial impact of doing business and allow us to offer various methods
of revenue collection (City Council Goal 7.1).
66
TREASURY
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 711,904 $ 741,537 $ 741,537 $ 730,387
Operating 112,213 115,613 115,613 135,809
Capital ----
Total $ 824,117 $ 857,150 $ 857,150 $ 866,196
SOURCE OF FUNDS:
General Fund $ 824,117 $ 857,150 $ 857,150 $ 866,196
Total $ 824,117 $ 857,150 $ 857,150 $ 866,196
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 2016-17 ACCOMPLISHMENTS
1. Provided potential vendors free use of the online bidding registry and the
ability to download bid documents. This free service encourages vendor
participation and is both open and transparent (City Council Goal 7.1).
2. Solicited bids utilizing the Council approved local vendor preference
policy whenever possible (City Council Goal 7.1).
3. Issued Annual Contracts to streamline operation and maintain sources for
products and services at favorable prices (City Council Goal 7.1).
4. Promoted the recently adopted addition to the City Municipal Code
which allows “piggyback” purchases from cooperative contracts entered
into by other governmental agencies when in the best interest of the City
(City Council Goal 7.1).
FY 2017-18 ACTION PLAN
Review Procurement Policy and Procedures to insure full legal compliance (City
Council Goal 7.1).
68
PURCHASING
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 298,676 $ 302,825 $ 302,825 $ 310,820
Operating 52,446 66,425 66,425 60,385
Capital 27,736 95,000 95,000 55,000
Total $ 378,858 $ 464,250 $ 464,250 $ 426,205
SOURCE OF FUNDS:
General Fund $ 314,473 $ 319,250 $ 319,250 $ 326,205
Equipment Management Fund 64,385 145,000 145,000 100,000
Total $ 378,858 $ 464,250 $ 464,250 $ 426,205
69
1997
SUCCESSOR AGENCY
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $-$-$-$-
Operating 54,031 285,000 285,000 75,000
Capital ----
Total $ 54,031 $ 285,000 $ 285,000 $ 75,000
SOURCE OF FUNDS:
Successor Agency 54,031 285,000 285,000 75,000
Total $ 54,031 $ 285,000 $ 285,000 $ 75,000
71
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CITY ATTORNEY
C i t y A t t o r n e y
C i t y A t t o r n e y
D e p u t y A t t o r n e y s
O u t s i d e C o u n s e l
L e g a l S e c r e t a r i e s
A c c o u n t i n g C l e r k I I
C l e r k T y p i s t
A s s o c i a t e A t t o r n e y s
72
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
1211 ±City Attorney continued
Municipal:
1.Drafted and finalized ordinances on subjects including food vending
vehicles, youth commission, senior refuse rebate, and coordinated routine
municipal code clean
CITY ATTORNEY
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
City Attorney $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426
Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426
SOURCE OF FUNDS:
General Fund $ 1,582,375 $ 1,931,217 $ 1,931,217 $ 1,969,426
Self Insurance 1,540,135 1,615,000 1,615,000 1,685,000
Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426
FULL TIME EMPLOYEES:
Legal Council 10.00 10.00 10.00 10.00
Total 10.00 10.00 10.00 10.00
75
LEGAL COUNCIL
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 1,290,473 $ 1,332,970 $ 1,332,970 $ 1,372,930
Operating 1,832,037 2,213,247 2,213,247 2,281,496
Capital ----
Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426
SOURCE OF FUNDS:
General Fund $ 1,582,375 $ 1,931,217 $ 1,931,217 $ 1,969,426
Self Insurance 1,540,135 1,615,000 1,615,000 1,685,000
Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426
76
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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: Community
Oriented Policing, Crime Prevention, Patrol, Traffic Enforcement, Criminal
Investigations, Vice and Narcotics Enforcement and Community Relations.
FY 2016-17 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 real time crime analysis
research (City Council Goals 1.1, 1.2).
2. Every employee of the Bakersfield Police Department attended Police
Community Relations Training presented by 21st Century Research &
Evaluation, Inc and scheduled de-escalation training for all sworn
personnel (City Council Goals 1.1, 1.2).
3. Continued to pursue State and Federal grants to increase police officer
compliment. The Department has secured two grants to increase
community partnerships and reduce violent crime. The grants were
obtained through the Board of State Community Corrections and JAG
Byrne (City Council Goals 1.1, 1.2).
4. Foot Beat Unit changed to the Street Impact Team and works with Public
Works, businesses and the public to address reoccurring and/or quality of
life issues, by coordinating services for homeless with Kern County Mental
Health (Council Goals 1.1, 1.2).
5. The Department’s School Resource Officer program staffed with 2 officers
serving 79 schools & 8 districts. They mentor students and parents on
attendance and address school traffic safety enforcement (City Council
Goals 1.1, 1.2).
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6. Crime Analysis Unit starts community outreach through the If I Were a Thief
Program and Auto Club Events in an effort to expand the Community
Policing Model (City Council Goal 1.1).
7. 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)
and the Cops, Clergy and Community (CCC) programs continue to be
tools to reduce gang violence. Provided regular reports to the Safe
Neighborhoods and Community Relations Committee (City Council Goal
1.2).
8. Continued efforts to reduce Part 1 crimes by ensuring timely and accurate
data, through the expanded training of crime analysts to assist in 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 (City Council Goals 1.1, 1.2).
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POLICE SERVICES
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Police Administration $ 13,647,314 $ 13,206,423 $ 14,918,545 $ 13,609,642
Police Operations 54,195,821 57,192,652 56,921,477 57,324,457
Police Investigations 15,609,025 15,943,162 15,949,662 15,951,674
Animal Control 2,017,045 2,119,098 2,124,727 2,132,169
Total $ 85,469,205 $ 88,461,335 $ 89,914,411 $ 89,017,942
SOURCE OF FUNDS:
General Fund $ 84,228,609 $ 87,101,763 $ 88,385,473 $ 87,681,092
Supp Law Enforcement 599,116 577,572 746,938 583,850
Traffic Safety Fund 641,480 782,000 782,000 753,000
Total $ 85,469,205 $ 88,461,335 $ 89,914,411 $ 89,017,942
FULL TIME EMPLOYEES:
Administrative Svcs.132.00 132.00 132.00 132.00
Operations 314.00 314.00 314.00 317.00
Investigations 97.00 97.00 97.00 97.00
Animal Control 9.00 9.00 9.00 9.00
Total 552.00 552.00 552.00 555.00
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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 2016-17 ACCOMPLISHMENTS
Internal Affairs Section:
1. Investigated 55 citizen complaints (City Council Goal 1.2).
2. Conducted 25 internal affairs investigations (City Council Goal 1.2).
3. Responded to 26 citizen inquiries (City Council Goal 1.2).
4. Processed 240 permits to conduct business within the City of Bakersfield
(City Council Goal 1.2).
5. Provided assistance to the City Attorney’s Office in response to 194
Pitchess Motions (City Council Goal 1.2).
6. Provided investigative assistance on 90 claims against the City of
Bakersfield (City Council Goal 1.2).
7. Investigated four officer-involved shootings and four critical incidents (City
Council Goal 1.2).
8. Reviewed 848 officer use of force reports (City Council Goal 1.2).
9. Provided training in litigation cases to all patrol shifts (City Council Goal
1.2).
10. Provided training to all patrol shifts (City council Goal 1.2).
11. Continued to work closely with the City Attorney’s Office and other law
offices contracted by the City regarding high liability legal matters and
personnel issues (City Council Goal 1.2).
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FY 2017-18 ACTION PLAN
1. Identify the most common types of citizen complaints and inquiries from
the public, and then provide training to all Bakersfield Police Department
personnel in an effort to identify and reduce those complaints (City
Council Goals 1.1, 1.2).
2. Provide training to all new officers in the mini-academy and all newly
promoted sergeants during supervisory school (City Council Goals 1.1,
1.2).
3. Compile all use of force statistics and provide them to the Department of
Justice pursuant to federal requirements (City Council Goal 1.1, 1.2).
4. Continue to be accessible to the public for any questions, concerns or
formal complaints (City Council Goals 1.1, 1.2).
5. Recieve, investigate, process and monitor all investigative requests from
the City Attorney’s Office to ensure they are completed in a timely
manner (City Council Goals 1.1, 1.2).
6. Complete all personnel complaint investigations within 90 days of their
acceptance (City Council Goal 1.1).
7. Complete all investigative services requested by the City Attorney’s Office
and Risk Management within five business days (City Council Goal 1.1).
8. Continue to provide assistance to the City Attorney’s Office in response to
Pitchess Motions (City Council Goal 1.1).
9. Continue to provide training to the Operations Division and Investigations
Division regarding Officer Involved Shooting and Critical Incident
investigations (City Council Goals 1.1, 1.2).
10. Continue to utilize the early intervention warning system available in Blue
Team and seek to develop a procedure for responding to threshold alert
warnings regarding the use of force by officers (City Council Goal 1.1).
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SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18
Actual Projected Proposed
Citizen Complaints 70 55 60
Internal Affairs Investigations 21 25 25
Citizens Inquiries 12 26 15
Pitchess Motions 131 194 175
Claims 87 90 100
Permits 237 240 245
Audits 70 0 50
O.I.S. Investigations 10 4 3
Critical Incident Investigations 1 4 2
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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, Property Room and Training Section.
Planning Research and Training
FY 2016-17 ACCOMPLISHMENTS
1. The Bakersfield Law Enforcement Training Academy graduated 18 police
officers October 14, 2016 (City Council Goal 1.2).
2. Provided training, covering Workplace Violence/Active Shooter, to a
variety of different public entities, such as: churches, AT&T, schools,
medical facilities and businesses (City Council Goal 1.2.).
3. In collaboration with Human Resources, coordinated testing for Police
Officer Trainee / Lateral / Academy Graduate recruitments (City Council
Goal 1.2).
4. Accomplished 86 background investigations to date for Police
Department applicants (City Council Goal 1.2).
5. In collaboration with Human Resources, coordinated and administered the
entry level testing (Pellet B) six times.
6. Training staff coordinated and presented 156 POST certified training
courses, including individual sessions of AO School, with over 3,385
attendees by both our Department and outside agencies, totaling 942
hours of training to date (City Council Goal 1.2).
7. The Planning, Research and Training Section continued administration and
management of all Department vehicles and equipment (City Council
Goal 1.1).
8. Continued recruiting efforts by attending numerous job fairs in the area, as
well as, out of town; visited several colleges, military installations, Kern High
School District’s Regional Occupational Center Criminal Justice Academy,
police academies; created a recruiting poster; updated recruitment
brochures and developed advertising using multi-media (City Council
Goal 1.1, 1.2).
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9. The BPD Firearms Training Facility continued to administer quarterly
qualifications for all sworn personnel, Bakersfield Police Reserve Unit, Kern
High School Police personnel, and yearly qualification to retired peace
officers (City Council Goal 1.2).
10. The BPD Firearms Training Facility trained academy graduates and laterals
during their mini-academy (City Council Goal 1.2).
11. The BPD Firearms Training Facility provided active shooter training to the
local U.S. Immigration and Customs Enforcement (ICE) agents (City
Council Goal 1.2).
12. The BPD Firearms Training Facility provided range demonstrations and
tours for Leadership Bakersfield, Youth Leadership Bakersfield and media
(City Council Goal 1.1).
13. The BPD Firearms Training Facility coordinated with Force Options Staff to
provide training to sworn officers using the Force Option Simulator (City
Council Goal 1.1).
14. The Reserve Unit volunteered over 853 total hours which included patrol,
assignments at local community events, festivals and parades, range
qualifications, training, meetings, administrative work and other
miscellaneous duties (City Council Goal 1.1).
15. BPAL continued to meet its goal of keeping all youth programs free of
charge for participating youth by hosting numerous Communitywide
fundraising events. (City Council Goal 1.2).
Communications Center:
1. Processed 762,997 total telephone calls, including 9-1-1 calls totaling
254,369 in 2016. Overall call volume decreased in 2016 by 1.19% over last
year’s total of 772,213. 9-1-1 call volume also decreased by 2.30% over last
year’s volume of 260,345 (City Council Goals 1.1, 1.2).
2. Answered 89% of all 9-1-1 calls in 20 seconds or less (City Council Goals
1.1, 1.2).
3. The Communications Center processed 301,630 incidents in the Computer
Aided Dispatch (CAD) system in 2016. The total number of priority one
calls, (those deemed to be an emergency call), was 23,467 (City Council
Goals 1.1, 1.2).
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4. The average hold time for a priority one call prior to dispatch continued to
improve in 2016. The average time for 2016 was 00:00:42 (City Council
Goals 1.1, 1.2).
Information Systems Project Section:
1. Continued to work closely with the TS Division to sustain systems utilized by
the Police Department (City Council Goals 1.1, 1.2).
2. Oversaw the continuing research for new Radio Communications Platform
for the Police Department as part of a City-wide search for a replacement
for all Radio Communications platforms (City Council Goals 1.1, 1.2).
3. Continued to support the Mobile Data Computer/Mobile Report Entry
(MDC/MRE) software for use by field units (City Council Goals 1.1, 1.2).
4. Worked with Versaterm (Records Management Vendor) on enabling we
access to our Records Management System (City Council Goals 1.1, 1.2).
5. Worked with the Fleet Services Division to complete the installation of
external antennas to the Operations Fleet of 275 Police Interceptors to
support GPS tracking of fleet to decrease response times (City Council
Goals 1.1, 1.2).
6. Administered Telestaff timekeeping/payroll system & Leverage Camera
system (City Council Goals 1.1, 1.2).
7. Provided ongoing training for Police Department staff on data systems
including: ARETIS, Accurint, Coplink, Cogent, CalPhoto, CJIS, Crimeview,
and Telestaff (City Council Goals 1.1, 1.2).
8. Oversaw the Technology Sustainment Committee consisting of
Department employees representing all police divisions and the City TS
Department (City Council Goals 1.1, 1.2).
9. Oversaw the Versaterm Sustainment Committee to develop staff expertise
with regard to the Records Management System (City Council Goals 1.1,
1.2).
10. Oversaw creation of new Police Department website as part of citywide
move to Civica as new website developer (City Council Goals 1.1, 1.2).
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Community Relations Unit:
1. Continued to provide successful community awareness programs and
events. A total of 950 programs were conducted for approximately
71,000 community members (City Council Goals 1.1, 1.2).
2. Three more Community Liaison Police Officer (CLO) positions were added
to the unit, bringing the total number of CLO positions to four. A full
complement of six Community Relations Specialists has been maintained
(City Council Goal 1.1).
3. Neighborhood Watch – 40 new Neighborhood Watch groups, with 800
people, were established (City Council Goals 1.1, 1.2).
4. Crime Free Multi-Housing – Two eight (8) hour trainings were held during
this time frame (City Council Goals 1.1, 1.2).
5. Retail Crimes Partnership – This networking group has a membership of 60.
Members include Community Relations staff, BPD detectives, law
enforcement officers from throughout the Central Valley, and retail loss
prevention officers. This group meets monthly for training and
collaboration (City Council Goals 1.1, 1.2).
6. Children’s Programs – 250 different children’s programs were conducted
to over 22,000 in attendance. These programs include McGruff the
Puppet, Safe Escape, 9-1-1 Simulator, Bullying and Internet Safety (City
Council Goals 1.1, 1.2).
7. Community Relations has allotted one afternoon a month for Child ID
walk-in service. A total of 700 Child IDs were provided during various
events in the City (City Council Goals 1.1, 1.2).
8. 240 child restraint systems were installed (City Council Goals 1.1, 1.2).
9. Law Enforcement Explorers – BPD Explorer Post #521 maintained an
average of 65 young people who donated over 11,000 volunteer hours to
the Department and the community (City Council Goals 1.1, 1.2).
10. Citizen Volunteer Unit – A total of 33 individuals make up the Bakersfield
Citizen Volunteer Unit. A total of 3,500 hours have been donated (City
Council Goals 1.1, 1.2).
11. Social Media – Facebook and Twitter continue to be a great public
relations tool for the Bakersfield Police Department. The BPD Facebook
page has over 37,100 likes, Twitter has over 2,500 followers and the Next
Door Application has the ability to now reach over 28,000 citizens (City
Council Goals 1.1, 1.2).
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12. Social Development Programs – The girl’s social development program, A
Road to Success, continues at the Police Activities League. There are
currently ten young women participating in this program. The goal of this
program to assist young women in becoming leaders with strong
communications skills, positive attitudes, and a willingness to succeed by
establishing positive relationships through mentorship. A Boy’s Social
Development Program is also being started following the same structure
and topics (City Council Goals 1.1, 1.2).
13. Large-scale community events organized by the Community Relations
Unit:
x National Night Out/Bakersfield Police Department’s 100 Year
Celebration
x Safe Halloween
x Family to Family Christmas Basket Food Distribution (increased from 450
baskets to 500)(City Council Goals 1.1, 1.2)
14. Community Relations staff members continue to work with the following
groups:
x 34th Street Partnership
x Adolescent Issues Committee
x Bakersfield Chamber of Commerce
x Bakersfield Homeless Shelter
x Bakersfield Safe Streets Partnership
x Bike Bakersfield
x Community Action Partnership of Kern
x Domestic Violence Advisory Council (DVAC)
x Downtown Business Association
x Downtown Business Development Corporation
x East Bakersfield Collaborative
x Greenfield Healthy Enriched Lives Produce Success (H.E.L.P.S.)
x Group Home Coalition
x Kern Coalition Against Human Trafficking
x Kern County Network for Children
x Kern County Safe Surrender Coalition
x Kern Senior Network
x Old Town Kern
x South East Neighborhood Partnership
x Voluntary Organizations Active in Disaster (VOAD)
(City Council Goals 1.1, 1.2)
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Records Section:
1. Processed 55,325 General Offense reports, and 28,438 Arrest Bookings
(City Council Goals 1.1, 1.2).
2. Handled 10,282 on-line reports from citizens (City Council Goals 1.1, 1.2).
3. Processed 1,071 court ordered sex, arson, drug and gang registrants (City
Council Goals 1.1, 1.2).
4. Processed 2,505 impounded vehicle releases (City Council Goal 1.2).
5. Processed 26,838 subpoenas for court appearance and Records
personnel responded to 413 subpoenas for records (City Council Goal
1.2).
6. Processed 53,812 report releases, 4,991 Public Record Act requests, 4,657
telephone requests for information (City Council Goal 1.2).
7. Provided two 8 hour CLETS certification courses for Records personnel
(City Council Goals 1.1, 1.2).
Property Room:
1. 267 firearms were released to the rightful owner or designated
representative after passing a background check from the California
Department of Justice and the Bakersfield Police Department (City
Council Goal 1.2)
2. 105 items were sent to Propertyroom.com for auction. These items
generated $4,654.18 in revenue for the City of Bakersfield (City Council
Goal 1.2)
3. To date there are over 7,071 items of narcotics awaiting disposal in 2016
(City Council Goal 1.2)
4. There are currently over 7,558 items authorized for disposal pending
disposition handled by property personnel (City Council Goal 1.2)
FY 2017-18 ACTION PLAN
Planning Research and Training
1. Secure and develop a new venue (Bakersfield College) to present the
Bakersfield Law Enforcement Training Academy (BLETA) (City Council Goal
1.2).
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2. Graduate 25 police trainees in upcoming Spring/Summer 2017 Bakersfield
Law Enforcement Training Academy (City Council Goals 1.2).
3. Present Basic Course through Bakersfield Law Enforcement Training
Academy (BLETA) and graduate enough police officers to fill Bakersfield
Police Department’s complement (City Council Goal 1.2).
4. Assist Human Resources with recruitment, testing and hiring process for
lateral police officers and police trainees (City Council Goal 1.2).
5. The Planning, Research and Training Section will coordinate and present
a course covering ‘Law Enforcement Active Diffusion Strategies Plus
Tactical Options’ to sworn personnel.
6. Coordinate all phases of field training for all 2017/2018 academy
graduates (City Council Goal 1.2)
7. In collaboration with HR, conduct recruitment, testing, hiring an backgrounds,
as needed, to fill all other departmental vacancies (City Council Goal 1.2)
8. Present a Public Safety Dispatcher Basic Course Spring/Summer 2017 (City
Council Goal 1.2).
9. Complete the current two year training cycle of Advanced Officer (AO)
School for 2017-2018 training cycle per POST mandate with nearly 100%
compliance (City Council Goal 1.2).
10. Plan and present 24-40 hours of Advanced Officer (AO) School for the
January 2019- December 2020 training cycle per POST mandate (City Council
Goal 1.2).
11. Ensure compliance with all POST standards and provide training for all BPD
personnel as needed to maintain those standards (City Council Goal 1.2).
12. Complete Lexipol Policy updates, keep policy updates current and
implement employee user accounts for acknowledgement of new
policies (City Council Goal 1.2).
13. Retrofit Range Facility location (City Council Goal 1.2).
14. Continue administration and management of all Bakersfield Police
Department division vehicles (City Council Goal 1.2).
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15. Continue to collaborate with other local and State agencies to host and
bring training courses to the Bakersfield Police Department to provide
personnel the highest level of interoperability (City Council Goal 1.2).
Communications Center:
1. Achieve the National Emergency Number Association’s standard of
answering 95% of all 9-1-1 calls in 20 seconds or less (City Council Goals
1.1, 1.2).
2. Complete the Communications Center Standard Operating Procedures
Manual, which will serve to enhance our existing Communications Training
Manual and is nearing completion (City Council Goals 1.1, 1.2).
3. With the implementation of the successful Liaison Officer program, and
additional staffing needed to handle increased call volume, the existing
Communications Center work area is insufficient. Plans have begun to
expand and remodel the Communication Center. The project, to be
primarily funded by Customer Premise Equipment monies from the State of
California, is scheduled for the 2016-2017 fiscal year cycle (City Council
Goals 1.1, 1.2).
Records Section:
1. Maintain minimum staffing levels of 15 clerks assigned to 24/7 teletype to
ensure Records transactions are completed within specified time frames
as mandated by the Department of Justice, California Superior Court and
in accordance with laws relating to public records and vehicles (City
Council Goal 1.2).
2. Maintain current staffing to ensure all felony arrests reports are transcribed
within 48 hours and available by arraignment deadline, and timely
completion of on-line reports submitted by citizens (City Council Goal 1.2).
3. Provide continuous training to improve the effectiveness of the Records
Section operations and enhance knowledge pertaining to Public Records
Act, applicable statutes, subpoenas, customer service, records
maintenance, Versadex and registration requirements (City Council Goals
1.1, 1.2).
4. Produce monthly data quality reports including, overdue General Offense
reports, duplicate names, IBR Errors and case management (City Council
Goals 1.1, 1.2).
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5. Enhance on-line services including filing reports, requests for records,
vehicle releases (City Council Goals 1.1, 1.2).
Information Systems Project Section:
1. Continue to work closely with the Technology Service Division to sustain
systems utilized by the Police Department (City Council Goals 1.1, 1.2).
2. Continue to work with City TS to research for new radio communications
platform for the Police Department as part of a City-wide search for a
replacement for all radio communications platforms (City Council Goals
1.1, 1.2).
3. Provide ongoing training for Police Department staff on data systems
including: ARETIS, Accurint, Coplink, Cogent, CalPhoto, CJIS, Crimeview,
and Telestaff (City Council Goals 1.1, 1.2).
4. Continue the Technology Sustainment Committee consisting of
Department employees representing all police divisions and the
Technology Service Division (City Council Goals 1.1, 1.2).
5. Continue the Versaterm Sustainment Committee to develop staff
expertise with regard to the Records Management System (City Council
Goals 1.1, 1.2).
Community Relations Unit
1. Community Liaison Officers assigned to the Community Relations Unit will
continue to attend community meetings, collaborative meetings, CRU
presentations, Health and Safety Fairs, school functions and
Neighborhood Watch meetings. They will also work directly with
Community Relations Specialists to target hot spots located in individual
zones in order to reduce calls for service. Their main focus will be
Community Oriented Policing (City Council Goals 1.1, 1.2).
2. Continue to develop the Juvenile Program addressing drugs, gangs, and
education (City Council Goals 1.1, 1.2).
3. Actively market and promote Neighborhood Watch, Business Watch, Park
Watch, Hotel/Motel Watch and other CRU programs (City Council Goals
1.1, 1.2).
4. Continue utilizing the Bakersfield Police Department’s Citizen Volunteers in
patrolling the city parks and monitoring currently established surveillance
systems (City Council Goals 1.1, 1.2).
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5. Community Relations Specialists and Community Liaison Officers will
continue to utilize CrimeView weekly and Compstat monthly reports to
locate problem areas in their respective zones (City Council Goals 1.1,
1.2).
6. Continue with the girls’ and boys’ social development programs, held
weekly at the Bakersfield Police Activities League. The goal of these
programs is to assist young women and men in becoming leaders with
strong communications skills, positive attitudes, and a willingness to
succeed by establishing positive relationships through mentorship. By
building a positive relationship with youth of our community, the hope is to
deter them from becoming involved in criminal behavior (City Council
Goal 1.1).
7. Continue with social media efforts of marketing the services, values and
accomplishments of the Bakersfield Police Department to the community.
Revitalize our YouTube channel for posting longer videos and reaching a
different audience. Post and update on the City of Bakersfield’s newly
revamped webpage (City Council Goal 1.1).
8. Continue to build the Bakersfield Police Department’s Explorer Program by
mentoring and teaching current explorers on law enforcement practices
to strengthen our future candidate pool (City Council Goal 1.1).
9. Continue to recruit potential explorers and host an explorer academy to
grow our current explorer compliment (City Council Goal 1.1).
10. Become more involved with schools and Bakersfield Safe Streets
Partnerships to reduce gang related crime through prevention,
intervention and suppression activities (City Council Goals 1.1, 1.2).
11. Continue working with the Bakersfield Safe Street Partnership by
participating in the Peace Walks and Gang Call-ins (City Council Goals
1.1, 1.2).
12. Keep in contact with Neighborhood Watch and Business Watch members
in their respective zones at least monthly by sending out e-tips, surveys,
crime alerts or announcements of large-scale community events via email
or by a personal phone call (City Council Goals 1.1, 1.2).
13. The eight hour Crime Free Multi-Housing training will be held quarterly.
Community Relations staff will target apartments that are identified in their
assigned zones in the Compstat reports. The goal is to reduce calls for
service to these locations (City Council Goal 1.1).
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14. The Crime Free Program will expand with the beginning of Crime Free
Hotel/Motel and Crime Free Mini-Storage. These two programs, part of
the International Crime Free Association programs, are designed to
educate owners and employees and reduce crime in these businesses.
The goal of Crime Free Programs is to make these businesses and
properties less attractive to the criminal element (City Council Goals 1.1,
1.2).
15. Actively promote and present the Child Sexual Abuse Prevention program
geared towards any adult that interacts with children including parents,
teachers, care givers, administrators, counselors and employees of all
school districts. This program provides adults with tools needed to learn
how to establish a safety plan with the child, recognize warning signs and
how to report suspected child abuse (City Council Goals1.1, 1.2).
16. Continue working with the following organizations to build and foster
relationships in order to address quality of life issues and reduce crime.
(City Council Goals 1.1, 1.2).
x 34th Street Partnership
x Adolescent Issues Committee
x Bakersfield Chamber of Commerce
x Bakersfield Homeless Shelter
x Bakersfield Safe Streets Partnership
x Bike Bakersfield
x Community Action Partnership of Kern
x Domestic Violence Advisory Council (DVAC)
x Downtown Business Association
x Downtown Business Development Corporation
x East Bakersfield Collaborative
x Greenfield Healthy Enriched Lives Produce Success (H.E.L.P.S.)
x Group Home Coalition
x Kern Coalition Against Human Trafficking
x Kern County Network for Children
x Kern County Safe Surrender Coalition
x Kern Senior Network
x Old Town Kern
x South East Neighborhood Partnership
x Voluntary Organizations Active in Disaster (VOAD)
(City Council Goals 1.1, 1.2)
Property Room:
1. Facilitate disposal work days to eliminate the pending backlog of items of
adjudicated cases (City Council Goal 1.2).
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2. Coordinate semiannual firearm destructions at minimum utilizing an in-
house shredding machine to eliminate in excess of 300 firearms from
storage that have been authorized for disposal (City Council Goal 1.2).
3. A narcotics disposal project is in progress and expected to be finalized in
2017/2018 (City Council Goal 1.2).
SERVICE LEVEL INDICATORS:
Planning, Research & Training FY 15-16
Actual
FY 16-17
Projected
FY 17-18
Proposed
Mandated training to sworn
personnel/civilians (hours)24/8 40/8 40/8
Monthly Training Bulletins 29 25 25
Present Basic Academy Course 0 1 2
Public Safety Dispatcher Course 1 1 1
Background Investigations 274 125 275
Records Section
FY 14-15
Actual
FY 15-16
Projected
FY 17-18
Proposed
General Offenses Entered 55,325 56.431 57,559
Arrest Bookings Entered 28,438 29,006 29,586
Vehicles Impounded 2,505 2,555 2,606
Calls Completed by Records
(mail in, on-line, telephonic)8,135 8,297 8,462
Court Ordered Registrations
Processed 1,071 1,092 1,113
Reports Released 53,812 54,888 55,985
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HEADQUARTERS AND SUPPORT SERVICES
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 10,193,757 $ 9,891,461 $ 10,592,243 $ 10,150,506
Operating 3,376,064 3,314,962 3,950,418 3,459,136
Capital 77,493 -375,884 -
Total $ 13,647,314 $ 13,206,423 $ 14,918,545 $ 13,609,642
SOURCE OF FUNDS:
General Fund $ 13,492,438 $ 12,692,221 $ 14,222,977 $ 13,091,737
Supp Law Enforcement 154,876 514,202 695,568 517,905
Total $ 13,647,314 $ 13,206,423 $ 14,918,545 $ 13,609,642
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2021 - Operations
DIVISION GOAL
To protect life and property; reduce response times to calls for service to
effectively investigate crimes and apprehend criminal violators; provide
improved community engagement through a community policing model;
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 2016-17 ACCOMPLISHMENTS
Operations Section:
1. Implemented the Communications Center Liaison Unit pursuant to the
IACP recommendations. A sworn officer is available 24 hours a day in the
communications center to provide a resource to citizens who contact the
Department, but may not require a physical police response (City Council
Goals 1.1, 1.2).
2. Implemented the Telephone Reporting Unit pursuant to the IACP
recommendations. This unit is staffed with Police Service Technicians who
complete police reports as they are received into the communications
center (City Council Goals 1.1, 1.2).
Traffic Section:
1. Accomplished the goals and objectives agreed upon between the City
and California OTS STEP Grant which was awarded in June 2015 in the
amount of $450,00. The goals and objectives conducted included 16
DUI/DL checkpoints, 105 DUI Saturation Patrols, 39 traffic enforcement
operations, 30 distracted driving enforcements, 31 motorcycle
enforcements, 6 night time click-it-or-ticket enforcements, 33 bicycle and
pedestrian safety enforcements, and 12 traffic safety presentations. This
grant expired in September 2016 (City Council Goal 1.2).
2. Accomplished the goals and objectives agreed upon between the City
and California OTS Bicycle/Pedestrian Safety and Education Grant which
was awarded in June 2015 from California OTS in the amount of $62,355.
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The goals and objectives included conducting 21 bicycle and pedestrian
enforcements, 21 traffic safety presentations conducted, 16 bicycle
rodeos conducted, and 90 bicycle helmets fitted and distributed. This
grant expired in September 2016 (City Council Goal 1.2).
3. Accomplished the goals and objectives agreed upon between the City,
California OTS, and “A Life Interrupted” Program Grant which was
awarded in October 2015, in the amount of $24,133. The goals and
objectives included conducting 45 educational presentations impacting
over 31,152 citizens. This grant expired in September 2016 (City Council
Goal 1.2).
4. Received a STEP Grant from California OTS in the amount of $415,000,
which was awarded in June 2016, and began October 1, 2016. The goals
and objectives include traffic enforcement events focused on traffic
safety issues such as drunk driving, saturation patrols, task enforcements,
and other unsafe behaviors threatening public safety. The BPD will be
administering this grant. This is a one year grant that will end in September
2017 (City Council Goal 1.2).
5. Received a Bicycle/Pedestrian Safety Grant from California Office of
Traffic Safety (OTS), in the amount of $28,300, which began October 2016.
The goals and objectives include education and enforcement towards
Bicycle and Pedestrian safety. This is a one year grant that will end in
September 2017 (City Council Goal 1.2).
6. Assigned each Traffic Officer a specific school zone with responsibility for
enforcement (City Council Goals 1.1, 1.2).
7. Effectively used the Crimeview mapping and data retrieval system to
engage in special enforcement and routine deployment planning (City
Council Goals 1.1, 1.2).
8. Staffed nine parades, 48 special events, and five filming events. (City
Council Goal 1.2).
9. The Traffic Division provided eight traffic training classes to BPD and other
law enforcement agencies in the areas of collision investigation and
sobriety testing (City Council Goals 1.1, 1.2).
10. Continued efforts to enforce traffic laws and educate motorists about
traffic safety on the more than 1100 miles of roadways within the City (City
Council Goal 1.2).
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11. The Traffic Section coordinated and oversaw the Redflex camera system
operation in the City of Bakersfield. The system noted 22,831 possible
violations, of which 14,367 met the criteria for review by officers. Officers
reviewed these cases and issued 14,367 citations for red light violations
(City Council Goals 1.1, 1.2).
12. The Traffic Section’s Major Collision Investigation Team accomplished
thorough and complete investigations of 41 traffic fatal collisions resulting
in 42 fatalities (City Council Goals 1.1, 1.2).
SWAT Team:
1. The SWAT Team responded to three barricaded subject calls, conducted
four dignitary protection operations, and assisted the KCSD (Kern County
Sheriff Department) SWAT team on an additional fifteen tactical
operations (City Council Goal 1.2).
2. The SWAT Team conducted fifteen community presentations (City Council
Goal 1.2).
3. The SWAT team conducted monthly tactical training and met last year’s
action plan goals by conducting joint training with the Bomb Squad,
participating in joint training on active shooter training protocols and
trauma care with BCFD (Bakersfield City Fire Department), and
conducting joint training on interoperability with the KCSD (City Council
Goal 1.2).
4. The SWAT Team sent an officer to the International School of Tactical
Medicine to enable improved medical aid to citizens, officers or suspects
who may need medical care during a tactical incident where it’s unsafe
for traditional first responders to provide medical aid (City Council Goal
1.2).
Bomb Squad:
1. The Bomb Squad responded to 29 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 (City Council
Goal 1.2).
2. The Bomb Squad sent one person to Hazardous Device School filling one
of two vacancies (City Council Goal 1.2).
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3. The Bomb Squad conducted 10 public presentations/demonstrations and
eight dignitary protective sweeps, for local businesses and dignitary’s (City
Council Goal 1.2).
Special Enforcement Unit:
1. SEU provided gang information and updates as requested in order to
educate the community about warning signs of gang activity and the
dangers to criminal street gangs. SEU hosted bi-weekly multi-agency
meetings to provide information and foster cooperation among law
enforcement agencies to address gun and gang violence (City Council
Goals 1.1, 1.2).
2. SEU participated in local-area Street Interdiction Team efforts to assist
local allied law enforcement agencies in street crime interdiction efforts.
SEU officers gained expertise in criminal street gangs based in other cities
that are active in Bakersfield or maintain rivalries with Bakersfield gangs
(City Council Goals 1.1, 1.2).
3. SEU maintained officers assigned to graffiti investigation and suppression
and an officer assigned to the Valley Violent Crimes Task Force (City
Council Goals 1.1, 1.2).
4. SEU engaged in a three-prong approach to gang violence, using:
a.Community Engagement to encourage local residents to work
together and with police to address community issues that create
and encourage gang activity (City Council Goals 1.1, 1.2).
b.Organized Intervention to identify gang members most at risk for
gang violence and bring them into contact with community
members and service providers through Ceasefire “call-ins” (City
Council Goals 1.1, 1.2).
c.Data-Driven Suppression to identify areas most affected by gun
violence and focus gang patrol and enforcement in those areas
(City Council Goals 1.1, 1.2).
5. SEU and the Bakersfield Safe Streets Partnership presented three Ceasefire
“call-ins” and four community outreach events at locations known for
gang activity and violence.
6. SEU worked with the Crime Analysis Unit to identify areas most affected by
gun violence, including “micro-locations” known for repeat violence.
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FY 2017-18 ACTION PLAN
Patrol Section:
1. Analyze the productivity of the communications center liaison officer
position to increase customer service to the public (City Council Goals 1.1,
1.2).
2. Analyze the productivity of the telephone reporting unit and ensure a
timely response to public service requests (City Council Goals 1.1, 1.2).
3. Continue to deploy field officers into the six zones based on calls for
service. Utilizing crime data for directed enforcement, to deter crime and
to reduce response times (City Council Goals 1.1, 1.3).
Traffic Section:
1. Continue targeted DUI enforcement and awareness by utilizing grant
funds from California OTS and use Crimeview and Comstat mapping and
statistical data systems to improve traffic safety efforts by Bakersfield
Police (City Council Goal 1.2).
2. Use grant funds and crime data analysis to target behaviors that affect
the numbers of traffic deaths involving pedestrians and bicyclists (City
Council Goal 1.2).
3. The Traffic Section will complete the grant goals and objectives agreed
upon between the City and California Office of Traffic Safety. During this
grant period the BPD will conduct DUI/driver’s license checkpoints, DUI
Saturation Patrols, Distracted Driving enforcements targeting drivers using
hand held cell phones and texting, Traffic Enforcement operations,
including, but not limited to, primary collision factor violations, Motorcycle
Safety enforcement operations, night-time (2100-0259) Click it or Ticket
enforcement operations, Traffic Safety educational presentations for
community members, bicycle and pedestrian enforcement operations in
identified areas of high bicycle and pedestrian traffic, participate in the
National Distracted Driving Awareness Month in April, and participate in
the statewide Click It or Ticket mobilization period in May. 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 2016
(City Council Goal 1.2).
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4. The Traffic Section will work to 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 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 (City Council
Goals 1.1, 1.2).
SWAT Team:
1. The SWAT Team will continue to integrate the BPD Bomb Squad and K9
Unit into its operations as a means of being better prepared and well
equipped to handle a broad range of tactical needs (City Council Goal
1.2).
2. The SWAT Team will continue to provide “Active Shooter” training to a
variety of organizations to better prepare the community for these types
of events (City Council Goals 1.1, 1.2).
Bomb Squad:
1. The Bomb Squad will integrate and train with the SWAT Team. It will
continue its specialized training in advanced electronics, breaching and
scenarios (City Council Goal 1.2).
2. The Bomb Squad will 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. and send one assistant bomb technician to
Hazardous Device School (City Council Goal 1.2).
Special Enforcement Unit:
1. SEU will continue to provide gang information and updates as requested
in order to educate the community about warning signs of gang activity
and the dangers to criminal street gangs. SEU will host bi-weekly multi-
agency meetings to provide information and foster cooperation among
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law enforcement agencies to address gun and gang violence (City
Council Goals 1.1, 1.2).
2. SEU will participate in local-area Street Interdiction Team efforts to assist
local allied law enforcement agencies in street crime interdiction efforts
(City Council Goals 1.1, 1.2).
3. SEU will maintain officers assigned to graffiti investigation and suppression
and an officer assigned to the Valley Violent Crimes Task Force (City
Council Goals 1.1, 1.2).
4. SEU will continue its three-prong approach to gang violence, using:
a.Community Engagement to encourage local residents to work
together and with police to address community issues that create
and encourage gang activity (City Council Goals 1.1, 1.2).
b.Organized Intervention to identify gang members most at risk for
gang violence and bring them into contact with community
members and service providers through Ceasefire “call-ins” (City
Council Goals 1.1, 1.2).
c.Utilized Data-Driven Suppression to identify areas most affected by
gun violence and focus gang patrol and enforcement in those
areas (City Council Goals 1.1, 1.2).
5. SEU and the Bakersfield Safe Streets Partnership will present Ceasefire
“call-ins” in response to patterns of gun violence by local gangs (City
Council Goals 1.1, 1.2).
6. SEU and the Bakersfield Safe Streets Partnership will provide community
outreach events at locations that experience gun and gang violence in
order to foster community participation and cooperation (City Council
Goals 1.1, 1.2).
7. SEU will identify and pursue technology that will assist in effective law
enforcement response to gun and gang violence (City Council Goals 1.1,
1.2).
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SERVICE LEVEL INDICATORS
Traffic, Patrol, Animal Control
FY 15-
Actual
FY 16-
ProjectHG
FY 17-18
Proposed
Citations 29,947 31,000 32,000
“A Life Interrupted” Presentations 65 22 8
Vehicle Impounds 3,182 3,200 3,300
Calls for Service 307,955 310,220 315,400
Traffic Enforcement (Calendar Year 2016)
Citations issued 30,849
DUI arrests 1008
DUI – Drug arrests 126
Redflex 14,367
Non-injury collision 4,043
Injury collisions 1,877
Fatal collisions 41
Vehicle impounds 2,878
DUI Checkpoints (Calendar Year 2016)
Motorists screened 17,702
DUI arrests 27
DUID 5
Drug arrests 1
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OPERATIONS
EXPENDITURES
Actual
2015-16
Amended
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 48,942,067 $ 51,007,250 $ 50,995,250 $ 51,156,296
Operating 5,227,834 6,159,402 5,891,587 6,142,161
Capital 25,920 26,000 34,640 26,000
Total $ 54,195,821 $ 57,192,652 $ 56,921,477 $ 57,324,457
SOURCE OF FUNDS:
General Fund $ 53,110,101 $ 56,347,282 $ 56,088,107 $ 56,505,512
Traffic Safety Fund 641,480 782,000 782,000 753,000
Supp Law Enforcement 444,240 63,370 51,370 65,945
Total $ 54,195,821 $ 57,192,652 $ 56,921,477 $ 57,324,457
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2031 – Investigations
The Division will continue to collaborate with all other Divisions and allied
agencies to conduct complete and thorough investigations, to be innovative
and employ data and intelligence driven practices to proactively investigate,
solve and reduce crime. The Division will continue to employ preventative
methods to deter and reduce criminal activity and provide educational
awareness to the community.
FY 2016-17 ACCOMPLISHMENTS
1. During the course of the year, detectives and staff from each detail have
had success in combating and reducing crime. The Division has continued
to implement new ideas and methodologies to enhance the overall
performance of the Division.
2. In 2016, Homicide Detectives investigated 32 homicides; 15 of which were
determined to be gang related; 14 were cleared resulting in a 44%
clearance rate (City Council Goal 1.2).
3. The Homicide Detail presented an in-house Basic Homicide Investigation
course (City Council Goal 1.2).
4. Homicide detectives attended zone community forums and
“Neighborhood Watch” meetings to improve community trust and open
lines of communication between the detail and the community (City
Council Goals 1.1, 1.2).
5. The Homicide Detail conducted an extensive review of all cold case
homicides dating back to 2002 and identified 39 cases containing
evidence suitable for testing utilizing current DNA technology (City
Council Goal 1.2).
6. The Computer Forensic Unit analyzed 23 computers and 332 cellular
telephones. This constitutes an increase of 15% in the number of
computers analyzed and a 25% increase in the number of cellular
telephones analyzed over the prior year (City Council Goal 1.2).
7. The Crime Scene Unit (CSU) received and processed over 5,300 service
requests. CSU responded to 203 callouts 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
(City Council Goal 1.2).
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8. The Special Victims Unit (SVU) continued to foster beneficial partnerships
with the Kern County District Attorney’s Office, the Child Death Review
Board of Kern County, the Alliance Against Family Violence, Kern Coalition
Against Human Trafficking, Domestic Violence Advisory Council and many
other allied community and law enforcement agencies throughout Kern
County (City Council Goal 1.2).
9. The SVU has advanced its partnership with the Kern County District
Attorney’s Office, Kern Coalition Against Human Trafficking, Department
of Human Services, Kern County – Commercially Sexually Exploited
Children (CSEC) Program, meeting regularly with a mutually focused goal
of impacting human trafficking (City Council Goal 1.2).
10. The Bakersfield Police Department worked in cooperation with
Assemblywoman Shannon Grove in the development and support of
Assembly Bill 2221, which passed on September 26, 2016. This bill requires
that a minor who is a victim of the human trafficking be provided with
assistance from the local county Victim Witness Assistance Center, if the
minor so desires that assistance (City Council Goal 1.2).
10. The Crime Analysis Unit (CAU) conducted over 1,200 analyses for the
Investigation Division, Public Information Office, and Command Staff
aimed at transparency and crime reduction.
11. CAU developed and led the “If I Were a Thief” program, providing 31
events since July of 2016 reaching over 2,000 individuals. CAU personnel
have also assisted the Auto Theft Detail with the “Auto Club” theft
deterrent program; ten events have been held since October of 2016
(City Council Goal 1.1, 1.2).
12. The Burglary Detail identified seven serial burglary crews. Several suspects
tied to these crews were arrested and 44 criminal cases were cleared.
Burglaries decreased City-wide by 3.4% (City Council Goal 1.2).
13. The Financial Detail received a grant from the Kern County Real Estate
Fraud Trust Committee in the amount of $150,000. Radio advertisements
were used to help educate the community on real estate fraud (City
Council Goal 1.2).
14. Officers assigned to the Warrant Fugitive Detail arrested 159 felony
warrant and 243 misdemeanor warrant suspects in 2016. Five focused
warrant sweeps were conducted resulting in 189 felony and misdemeanor
arrests (City Council Goal 1.2).
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15. The Warrant Fugitive Detail coordinated the return of 50 warrant suspects
through extradition and in-state pickups (City Council Goal 1.2).
16. The Auto Theft Detail investigated the theft of 3,046 vehicles with a
clearance rate of 15% (City Council Goal 1.2).
17. The Auto Theft Detail partnered with local merchants and the National
Insurance Crime Bureau to obtain private funding for the purchase of 550
auto-theft prevention devices known as, “The Club”. The Auto Theft Detail
held public events at which the registered owners of the most targeted
vehicles were gifted a device (City Council Goal 1.1, 1.2).
18. The Narcotics Detail made large seizures of marijuana,
methamphetamine, cocaine hydrochloride, heroin, and marijuana
butane hash oil. The combined street value of all the illicit drugs seized in
2016 totaled approximately $4,080,271.50 (City Council Goal 1.2).
19. The Vice Detail received a $99,700 grant from the Department of Alcohol
Beverage Control (ABC). The money from the grant provided personnel
the opportunity to increase the level of enforcement toward alcohol-
related offenses, including the furnishing of alcohol to minors in the
Greater Bakersfield area (City Council Goal 1.2).
20. The Vice Detail conducted 21 prostitution suppression operations resulting
in 92 misdemeanor arrests. In collaboration with the Department of
Alcohol Beverage Control, the Vice Detail conducted 22 operations for
various alcohol-related crimes resulting in 28 misdemeanor arrests (City
Council Goal 1.1, 1.2).
FY 2017-18 ACTION PLAN
1. Robbery / Homicide / Computer Forensic Unit (CFU):
a. The detail will continue to focus on reducing violent crime and
improving the level of service to members of the community and
victims. This will be accomplished through immediate follow up and
establishing contacts in zones that see an increase in violent crimes
(City Council Goal 1.2).
b. The detail will implement a rotational schedule to accommodate a
cold case follow up project in order to dedicate time for detectives
to complete needed follow up on cold cases (City Council Goal
1.2).
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c. Continue to analyze a variety of electronic devices in order to assist
with on-going investigations. The unit will provide training to other
department personnel as needed (City Council Goal 1.2).
2. Crime Scene Unit (CSU):
a. Seek out additional training to enhance their knowledge and
effectiveness in Forensic and Latent Print processing (City Council
Goal 1.2).
3. Special Victims Unit (SVU):
a. Work closely with and cultivate capable partnerships with the Kern
County District Attorney’s Office, Department of Human Services,
Kern County Sexual Assault Response Team, Domestic Violence
Advisory Council, Alliance Against Family Violence and Sexual
Assault and law enforcement agencies throughout Kern County
(City Council Goal 1.2).
b. Collaborate with community partners, local schools and community
organizations in an effort to educate the public regarding domestic
violence, sexual assault and Commercially Sexually Exploited
Children (CSEC) (City Council Goal 1.2).
4. Crime Analysis Unit (CAU):
a. CAU will continue to provide and assist with the described
educational programs and evaluate their effectiveness annually
(City Council Goal 1.2).
5. Burglary and Financial Detail:
a. Work closely with the Operations Division, Special Enforcement Unit,
and Crime Analysis Unit. The detail will begin working with the Kern
County District Attorney’s Office to develop strategies focused at
keeping serial burglary offenders incarcerated (City Council Goal
1.2).
b. Work closely with the United States Postal Inspectors office to curb
fraud cases that originate from mail thefts (City Council Goal 1.2).
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6. Auto Theft and Warrant Fugitive Detail:
a. The Auto Theft Detail will continue to conduct proactive directed
enforcement operations to apprehend suspects in connection with
auto theft (City Council Goal 1.2).
b. Utilize the License Plate Reader (LPR) system to effectively locate
occupied and unoccupied stolen vehicles and apprehend
suspect(s) responsible for the theft (City Council Goal 1.2).
7. Narcotics / SAR Detail:
a. Utilize technology to identify and apprehend major narcotics
traffickers in the greater Bakersfield area (City Council Goal 1.2).
b. Monitor and work closely with the City Attorney’s Office to take
appropriate enforcement against Medical Marijuana Collectives in
Bakersfield when warranted (City Council Goal 1.2).
c. Continue to work closely with the United States Attorney’s Office
and United States Treasury Department to conducting investigations
involving suspicious financial transactions (City Council Goal 1.2).
8. VICE Detail:
a. Apply for an Alcohol Beverage Control 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 (City Council Goal 1.2).
b. Continue efforts in combatting prostitution-related offenses
throughout the Greater Bakersfield area with a continued
concentration on human trafficking investigations (City Council
Goal 1.2).
9. General Detail:
a. The General Detail is collaborating with our Community Relations
Unit (CRU) to improve the quality of our Retail Crimes Partnership.
The General Detail will work closely with CRU and these local
businesses to establish better communication and focus our
resources toward the serial shoplift offenders who are generating
the highest volume of complaints.
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INVESTIGATIONS
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 14,611,430 $ 14,875,859 $ 14,875,859 $ 14,926,563
Operating 982,949 1,052,303 1,058,803 1,010,111
Capital 14,646 15,000 15,000 15,000
Total $ 15,609,025 $ 15,943,162 $ 15,949,662 $ 15,951,674
SOURCE OF FUNDS:
General Fund $ 15,609,025 $ 15,943,162 $ 15,949,662 $ 15,951,674
Total $ 15,609,025 $ 15,943,162 $ 15,949,662 $ 15,951,674
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2041 - Animal Control
DIVISION GOAL
Protect the health and safety of our residents, and to protect animals and
promote their humane treatment. The Animal Control Division will make every
effort to promote pet adoptions of healthy, nonaggressive animals by the
general public and approved animal rescue organizations. The Animal Control
Division will reduce the number of homeless pets by ensuring that all dogs and
cats are spayed or neutered prior to adoption. We will collaborate with allied
agencies to promote responsible pet ownership. The Animal Control Division
provides safe and humane shelter and adoption operations through a
partnership with the Bakersfield S.P.C.A.
FY 2016-17 ACCOMPLISHMENTS
1. The partnership between the City of Bakersfield, SPCA and the Homeless
Center has continued to evolve as it is related to the operations of the
City of Bakersfield Animal Care Center (CBACC). 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 (City Council
Goal 1.2).
2. The Animal Control unit handled 14,184 calls for service during 2015/2016.
Animal Control Officers issued 269 citations for unlicensed dogs and dogs
running loose (City Council Goal 1.2).
3. Animal Control Officers impounded a total of 4,226 stray, injured/sick or
aggressive animals during 2015/2016; 2,964 were entered into the shelter
system, 313 were returned to their owners in the field due to having
identification or microchip (City Council Goal 1.2).
4. The Animal Control Division held 12 clinics in 2015/2016. The monthly clinics
were held at various city parks and vaccination, licensing, and microchip
services were provided at a reduced cost to the citizens of Bakersfield.
Revenue collected during clinics totaled $44,999.00. CBACC has
collected 57,276.00 during weekly vaccine clinics in 2015/2016 (City
Council Goal 1.2).
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FY 2017 – 18 ACTION PLAN
1. Work with CBACC to promote community education, involvement and
innovative and creative ideas involving problem solving skills (City Council
Goal 1.2).
2. Continue to develop an effective volunteer program to help provide
foster care services for animals as well as assistance with adoptions and
clinics (City Council Goal 1.2).
3. Continue to utilize temporary staff to canvass neighborhoods and monitor
the dog parks to support public education, availability or resources,
licensing and the weekly and monthly clinics (City Council Goal 1.2).
4. Continue to utilize the spay-neuter voucher program to encourage and
assist existing pet owners to spay or neuter their animals (City Council Goal
1.2).
SERVICE LEVEL INDICATORS
Animal Control FY 15-16
Actual
FY 16-17
Projected
FY 17-18
Proposed
Animal Control Calls 18,387 20,609 22,000
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CITY OF BAKERSFIELD
Animal Control
EXPENDITURES
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Personnel $ 601,658 $ 623,227 $ 623,227 $ 751,726
Operating 1,415,387 1,495,871 1,495,871 1,380,443
Capital --5,629 -
Total $ 2,017,045 $ 2,119,098 $ 2,124,727 $ 2,132,169
SOURCE OF FUNDS
General Fund $ 2,017,045 $ 2,119,098 $ 2,124,727 $ 2,132,169
Total $ 2,017,045 $ 2,119,098 $ 2,124,727 $ 2,132,169
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FIRE SERVICES
F i r e S e r v i c e s
115
Fire Services
DEPARTMENT GOAL
Protect life, property, and the environment from harm through education and
prevention, emergency response, planning and training, interagency
collaboration, and community alliance.
FY 2016-17 ACCOMPLISHMENTS
1. Administered grant funding from the State Homeland Security Grant
Program (SHSGP) for specialized equipment including computer hardware
and software to meet Kern County Emergency Medical Services medical
response reporting mandates (City Council Goal 1.3)
2. Continued to monitor build-out and population in City-wide districts
designated as future BFD Fire Station locations. Fire Chief Staff maintained
awareness of residential/commercial build-out, population statistics, and
funding for Fire Station #12, Fire Station #16, and Fire Station #18 districts
(City Council Goal 1.3)
3. Continued to maintain personnel and specialized units as state-certified
master mutual aid response resources including Cal-OES Fire Engine 299,
Cal-OES Medium Rescue Trailer 13, BFD Hazardous Materials Team 15
(Type 1), BFD Urban Search and Rescue Team 1 (Type 1, Heavy), and
Regional USAR Task Force 11 (RTF 11) (City Council Goal 1.4).
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 (City Council Goal 1.4).
5. Continued Fire Department-wide training in the operational capabilities of
the Fire Department Operations Center (DOC), in an effort to enhance
city-wide emergency response capacity, and assist other City
departments (City Council Goal 1.3).
6. Continued resolving Fire Department-wide deferred maintenance and
infrastructure repair and rehabilitation issues. Continued work on the
major, ongoing project for systemic and structural issues associated with
FS 8 in cooperation with Public Works for a cost-effective total
rehabilitation solution (City Council Goal 1.3).
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FIRE SERVICES
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Fire Administration $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750
Fire Safety 2,515,452 2,574,412 2,594,412 2,719,156
Fire Suppression 32,859,637 33,620,573 33,620,573 34,778,038
Total $ 36,956,933 $ 37,697,202 $ 37,717,202 $ 38,933,944
SOURCE OF FUNDS:
General Fund $ 35,751,840 $ 36,421,378 $ 36,421,378 $ 37,531,526
CUPA Fund 1,205,093 1,275,824 1,295,824 1,402,418
Total $ 36,956,933 $ 37,697,202 $ 37,717,202 $ 38,933,944
FULL TIME EMPLOYEES
Administration 9.00 9.00 9.00 9.00
Fire Safety 16.00 16.00 16.00 16.00
Fire Suppression 174.00 174.00 174.00 174.00
Total 199.00 199.00 199.00 199.00
117
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 2016-17 ACCOMPLISHMENTS
1. Completed Fire Engineer exam; Fire Captain exam; Bakersfield College
Firefighter I Academy; Firefighter Recruit Academy 2016-1; California State
Chief Officer and Fire Officer courses; and others (City Council Goal 1.3).
2. Continued to revise, update and initiate various inter-agency working
agreements including those with the Bureau of Land Management and
Bakersfield College that increase efficiency, reduces duplication of
services, provides cost savings, and promotes collaboration in training and
emergency response (City Council Goal 1.4).
3. Continued National Incident Management System (NIMS), State
Emergency Management System (SEMS), Type 3 Incident Management
Team (IMT) training to retain mandated compliance for Fire Department
employees, and provided NIMS training to Public Works employees in an
effort to assist them with accreditation (City Council Goal 1.4).
4. Administered grant funding from State Homeland Security Grant (SHSGP)
for computer hardware and software to meet Kern County Emergency
Medical Services medical response reporting mandates (City Council
Goal 1.3).
5. Continued to administer and pursue State Homeland Security Grant
(SHSGP), Assistance to Firefighters Grant (AFG), and other alternative
funding (City Council Goal 1.3).
1. Continued update of Fire Department protocols, including Rules and
Regulations, Department Policies, Recruit Firefighter Manuals, Probationary
Firefighter Manuals, and other foundational, guiding operational and
administrative Fire Department documents (City Council Goal 1.3).
118
2. Maintained Fire Department social media sites and processes, including
Facebook and Twitter sites (City Council Goal 1.3).
3. Continued the longer-term strategic planning process for the Fire
Department, following the Center for Public Safety Excellence (CPSE)
guidelines (City Council Goal 1.3).
4. Continued to respond to and assist communities with the mitigation of
disaster-level wildland fire emergencies throughout the region and state
via the California State Master Mutual Aid System.
5. Maintained personnel and specialized units as state-certified master
mutual aid response resources including Cal-OES Fire Engine 299, Cal-OES
Medium Rescue Trailer 13, BFD Hazardous Materials Team 15 (Type 1), BFD
Urban Search and Rescue Team 1 (Type 1, Heavy), and Regional USAR
Task Force 11 (RTF 11) (City Council Goal 1.4).
FY 2017-18 ACTION PLAN
1. Continue to administer and pursue alternative funding sources (City
Council Goal 1.3).
2. Continue to address fire protection in developing areas of the City, with
regard to the Joint Powers Agreement (JPA) (City Council Goal 1.3).
3. Continue to monitor build-out and population in city-wide districts
designated as future BFD Fire Station locations. Fire Chief Staff will
continue to monitor residential/commercial build-out, population statistics,
and funding for Fire Station #12, Fire Station #16, Fire Station #18, and Fire
Station #20 districts (City Council Goal 1.3).
4. Continue to develop public education and public information programs
(City Council Goal 1.3).
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 (City
Council Goal 1.4).
6. Continue to develop Fire Department social media sites and processes,
including Facebook and Twitter sites, maintain the Fire Department
website, and work to increase community outreach for safety information
and public education (City Council Goal 1.3).
119
7. Continue update of Fire Department protocols and other guiding
operational and administrative Fire Department documents, forms, and
manuals (City Council Goal 1.3).
8. Continue the longer-term strategic planning process for the Fire
Department, following the Center for Public Safety Excellence (CPSE)
guidelines (City Council Goal 1.3).
9. Continue to respond to and assist communities with the mitigation of
disaster-level wildland fire emergencies throughout the region and state
via the California State Master Mutual Aid System (City Council Goal 1.4).
10. Maintain personnel and specialized units as state-certified master mutual
aid response resources including BFD Hazardous Materials Team (Type 1),
BFD Urban and Regional Urban Search and Rescue Team (Type 1, Heavy),
and Regional USAR Task Force 11 (RTF 11) (City Council Goal 1.4).
120
ADMINISTRATION
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 1,397,011 $ 1,332,067 $ 1,332,067 $ 1,266,514
Operating 184,833 170,150 170,150 170,236
Capital ----
Total $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750
SOURCE OF FUNDS:
General Fund $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750
Total $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750
121
3021 – Fire Safety Services
DIVISION GOAL
Provide public fire safety 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 2016-17 ACCOMPLISHMENTS
1. Adopted the 2016 California Fire Code, clarifying code language to
maintain adequate fire apparatus access into new and security gated
developments (City Council Goal 1.3).
2. Completed 649 oil well inspections in the City of Bakersfield, a 20%
increase due to over 100 additional Kern River area oil wells found to be
within the City limits (City Council Goal 1.3).
3. Improved hazardous materials record management in Laser-Fiche,
allowing State agencies to remotely access the archived documents for
CUPA auditing purposes (City Council Goal 1.3).
4. Provided input and oversight to CAD and other ECC systems upgrades.
Continued on-going upgrades to the Mobile Data devices to access
hazardous materials data. Completed physical move into jointly funded
and operated Emergency Communications Center (ECC) facility (City
Council Goal 1.3).
5. Continued work on Fire Department-wide deferred maintenance and
infrastructure repair and rehabilitation issues including kitchen and
restroom rehabilitations, fire apparatus bay safety repairs and updates,
and Fire Station electrical, plumbing and concrete repairs.
6. Continued work on the major, ongoing project for systemic and structural
issues associated with FS 8 in cooperation with Public Works for a cost-
effective rehabilitation solution (City Council Goal 1.3).
122
FY 2017-18 ACTION PLAN
1. Reduce the incidence of all fires through increased inspections, data
entry, maintenance, and increased collection of related violation and
approval fees (City Council Goal 1.3).
2. Complete the remaining action items from the current CUPA audit,
obtaining the State’s designation of “meets or exceeds” CUPA
performance standards (City Council Goal 1.3).
3. Continue procedures to ensure required data is entered into the
California Environmental Reporting System (CERS) in order to meet
California Environmental Protection Agency (Cal/EPA) performance
standards per recent CUPA audit (City Council Goal 1.3).
4. Conduct annual inspections of the approximately 650 oil wells within the
City limits to insure compliance with fire safety and applicable State
regulations (City Council Goal 1.3)
5. Continue working to resolve Fire Department-wide deferred maintenance
and infrastructure repair and rehabilitation issues (City Council Goal 1.3)
123
FIRE SAFETY
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 1,585,341 $ 1,715,555 $ 1,730,555 $ 1,842,891
Operating 742,910 750,357 755,357 751,765
Capital 187,201 108,500 108,500 124,500
Total $ 2,515,452 $ 2,574,412 $ 2,594,412 $ 2,719,156
SOURCE OF FUNDS:
General Fund $ 1,310,359 $ 1,298,588 $ 1,298,588 $ 1,316,738
CUPA Fund 1,205,093 1,275,824 1,295,824 1,402,418
Total $ 2,515,452 $ 2,574,412 $ 2,594,412 $ 2,719,156
124
3031 – Fire Suppression Services
DIVISION GOAL
Provide protection of life, property and the environment through fire
suppression, emergency medical life-support services, and hazardous materials
mitigation. Insure all suppression personnel are properly trained, equipped, and
prepared to respond in the appropriate manner.
FY 2016-17 ACCOMPLISHMENTS
1. Continued work on improving Firefighter safety and accountability on the
fire ground through the Rapid Intervention Company (RIC) Task Force
planning group (City Council Goal 1.3).
2. Continued work on State Master Mutual Aid response system
preparedness through the Mutual Aid Task Force planning group (City
Council Goal 1.4).
3. Continued work on hazardous materials and technical rescue advanced
life-support protocols through the Emergency Medical Services Task Force
planning group (City Council Goal 1.3)
4. 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 (City
Council Goal 1.3).
5. Worked with the Legislative and Litigation Committee on enhancing and
modifying the City of Bakersfield’s fireworks enforcement related rules,
regulations, and processes including modified use dates and
administrative citations (City Council Goal 1.3).
6. Began the longer-term strategic planning process for the Fire Department,
following the Center for Public Safety Excellence (CPSE) guidelines (City
Council Goal 1.3).
125
FY 2017-18 ACTION PLAN
1. Continue work on the Fire Department’s major emergency response
preparedness through the Department Operating Plan (DOP) Task Force
planning group (City Council Goal 1.3).
2. Continue work on improving Firefighter safety and accountability on the
fire-ground through Rapid Intervention Company (RIC) Task Force
planning group (City Council Goal 1.3).
3. Continue work on the State Master Mutual Aid response system
preparedness through the Mutual Aid Task Force planning group (City
Council Goal 1.4).
4. Continue work on hazardous materials and technical rescue advanced
life-support intervention through the Emergency Medical Services Task
Force planning group (City Council Goal 1.3).
6. Continue to collaborate with mutual aid and automatic aid agencies on
operational issues through training, response and deployment planning
(City Council Goal 1.3).
7. Continue to update inter-agency agreements, plans, and contracts (City
Council Goal 1.3).
8. Continue to update, modify, and create related Fire Department
Operational Procedures and Policies (City Council Goal 1.3)
7. Continue to engage in the continuous professional development of the
Fire 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 (City Council Goal 1.3).
8. Continue with the longer-term strategic planning process for the Fire
Department, following the Center for Public Safety Excellence (CPSE)
guidelines (City Council Goal 1.3).
126
SERVICE LEVEL INDICATORS FY15-16 FY16-17 FY17-18
$FWXDO 3URMHFWHG 3URSRVHG
Fires 1,608 1,753 1,806
Explosions / Ruptures 503 544 560
Rescue / Medical 21,372 21,699 22,350
Hazardous Condition 695 666 686
Service / Public Assist 1,794 1,789 1,843
Fire Alarms / Other 9,775 10,226 10,533
Total Responses 35,747 36,677 37,778
127
FIRE SUPPRESSION
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 29,824,487 $ 30,655,309 $ 30,655,309 $ 31,721,527
Operating 2,891,806 2,930,114 2,930,114 3,000,396
Capital 143,344 35,150 35,150 56,115
Total $ 32,859,637 $ 33,620,573 $ 33,620,573 $ 34,778,038
SOURCE OF FUNDS:
General Fund $ 32,859,637 $ 33,620,573 $ 33,620,573 $ 34,778,038
Total $ 32,859,637 $ 33,620,573 $ 33,620,573 $ 34,778,038
128
PUBLIC WORKS
P u b l i c W o r k s D i r e c t o r
P u b l i c W o r k s
S o l i d W a s t eSolid W a s t e D i r e c t o r
W a s t e w a t e r
T r e a t m e n t
W a s t e w a t e r
M a n a g e r
G e n e r a l
S e r v i c e s
S t r e e t s
F l e e t
O p e r a t i o n
P u b l i c W o r k s
O p e r a t i o n s M a n a g e r
T r a f f i c
E n g i n e e r
C o n s t r u c t i o n /
S u r v e y
S u b d i v i s i o n s
D e s i g n
E n g i n e e r i n g
A d m i n i s t r a t i v e A s s i s t a n t
A s s t . T o P u b l i c W o r k s D i r e c t o r
A s s t . P u b l i c W o r k s D i r e c t o r
A s s t . t o t h e P u b l i c W o r k s D i r e c t o r
T h o m a s R o a d s
I m p . P r o g r a m
(T R I P )
S o l i d W a s t e
129
Public Works
DEPARTMENT GOAL
To provide for quality infrastructure design, construction, operation, and maintenance of: traffic control systems, streets, street lighting, 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
City-wide equipment and fleet; and, to ensure that public inquiries are handled in a
timely and professional manner by providing exceptional customer service
Department-wide.
130
PUBLIC WORKS
DIVISIONS:
Actual Budget
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Public Works Administration $ 592,278 $ 514,020 $ 514,020 $ 520,445
TRIP 676,471 755,648 755,648 794,340
Engineering 5,579,178 5,642,851 5,642,851 5,650,616
General Services 12,334,594 12,658,414 12,658,414 12,879,533
Streets 17,172,425 17,286,138 17,461,138 17,669,446
Equipment 27,960,832 22,483,517 22,322,617 23,416,123
Wastewater 28,744,422 9,996,572 9,996,572 10,245,650
Solid Waste 40,775,017 41,314,773 41,864,773 43,713,129
Total $ 133,835,217 $ 110,651,933 $ 111,216,033 $ 114,889,282
SOURCE OF FUNDS:
General Fund $ 24,117,757 $ 24,258,748 $ 24,258,748 $ 24,494,797
Development Services Fund 1,867,340 1,866,813 1,866,813 1,906,622
State Transportation 272,835 436,310 436,310 522,468
Transportation Dev. Fund 1,665 ---
TDF TRIP Local Match 676,471 755,648 755,648 794,340
Sewer Service-Plant 2 6,082,627 2,906,756 2,906,756 3,006,250
Sewer Service-Plant 3 27,456,553 12,102,544 12,102,544 12,453,502
Refuse Fund 44,966,304 45,586,631 46,311,631 48,042,422
Aviation Fund 432,833 254,966 254,966 252,758
Equipment Fund 27,960,832 22,483,517 22,322,617 23,416,123
Total $ 133,835,217 $ 110,651,933 $ 111,216,033 $ 114,889,282
FULL TIME EMPLOYEES:
Administration 9.00 9.00 9.00 9.00
TRIP 5.00 5.00 5.00 5.00
Engineering 48.00 45.00 45.00 45.00
General Services 73.00 72.00 72.00 72.00
Streets 93.00 92.00 92.00 92.00
Equipment 48.00 48.00 48.00 48.00
Wastewater 40.00 40.00 40.00 40.00
Solid Waste 107.00 107.00 107.00 108.00
Total 423.00 418.00 418.00 419.00
131
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 2016-17 ACCOMPLISHMENTS
1. Provided administrative support for Departmental Divisions.
2. Processed and monitored CIP expenditures.
3. Submitted reimbursement claims in a timely manner to enhance cash flow.
FY 2017-18 ACTION PLAN
1. Respond to City Council referrals and citizen requests promptly, efficiently and
effectively.
132
ADMINISTRATIVE SERVICES
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 552,179 $ 467,268 $ 467,268 $ 484,488
Operating 40,099 46,752 46,752 35,957
Capital ----
Total $ 592,278 $ 514,020 $ 514,020 $ 520,445
SOURCE OF FUNDS:
General Fund 592,278 514,020 514,020 520,445
Total $ 592,278 $ 514,020 $ 514,020 $ 520,445
133
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 2016-17 ACCOMPLISHMENTS
1. Development and implementation of the Thomas Road Improvement Program
projects continues: (City Council Goal 2.2)
x Construction of the Rosedale Highway Widening project was completed and
opened to the public in December of 2016.
x Construction of the Southbound SR-99 at Rosedale Highway (SR-58) Auxiliary
Lane Improvements Project is near completion. The project is expected to be
complete and open to the public by March of 2017.
x Construction of the Beltway Operational Improvements Project is currently underway; the contractor is scheduled to complete the project in early 2018.
x Construction of the State Route 178 Widening Project is near completion. The
project is expected to be complete and open to the public by April of 2017.
x Final Design for the 24th Street Improvements Project is at the 65% level and is
expected to be completed in September of 2017 with advertising for
construction bids occurring immediately thereafter. All 20 full parcel
acquisitions have been acquired. Bid packages for the relocation of 5
homes and moving the Speak Easy House are complete and advertising for
sale.
x Final Design is continuing for the Hageman Flyover Project, and is expected
to be complete by late 2017. Acquisition of the required properties will begin
when Final Design is 95% complete.
x Bids have been received for the Kern River Bridge Improvements Project,
which is the first phase of the Centennial Corridor Project. Award of the
construction contract is anticipated in March of 2017, followed by
construction activities in summer 2017 depending upon rates of flow in the
river. Final Design continues for the other phases of the Centennial Corridor
Project.
x Acquisitions of full and partial parcels for the necessary right-of-way for the
Centennial Corridor Project will continue. Over 180 structures have been
demolished to clear the new alignment of the Centennial Corridor.
x Final Design is continuing for the Truxtun Avenue Widening Project. Acquisition
of necessary right-of-way is on-going, and construction is anticipated to
begin in the summer of 2017.
2. City and Kern COG staff continued to pursue all potential funding sources that
can be used to fund metropolitan Bakersfield transportation projects (City
Council Goal 2.3).
134
FY 2017-18 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 (City
Council Goal 2.3).
2. Continue Implementation of the Thomas Roads Improvement Program including:
(City Council Goal 2.3).
x Complete construction for the Beltway Operational Improvement Project by
early 2018.
x Complete land acquisition and final design work for the 24th Street
Improvements Project and begin construction in fall 2017.
x Continue with land acquisition and final design work for the Hageman Flyover
Project.
x Continue with land acquisition and final design work, and continue with
property demolition for the Centennial Corridor Project.
x Continue Final Design for the Truxtun Avenue Widening Project and continue
right-of-way acquisitions. Construction to begin in the summer of 2017.
x Finalize design of local streets, soundwalls and sewer improvements in the
West Park area of the Centennial Corridor. Advertise for construction of
improvements in summer 2017.
3. Pursue the prudent acquisition of needed properties on designated
transportation corridors from willing sellers with available funds designated for
transportation purposes (City Council Goal 2.2).
135
THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)
EXPENDITURES
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 626,240 $ 650,853 $ 650,853 $ 695,126
Operating 50,231 104,795 104,795 99,214
Capital ----
Total $ 676,471 $ 755,648 $ 755,648 $ 794,340
SOURCE OF FUNDS:
TDF TRIP Local Match 676,471 755,648 755,648 794,340
Total $ 676,471 $ 755,648 $ 755,648 $ 794,340
136
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 2016-17 ACCOMPLISHMENTS
Design:
Designed, received bids, and submitted 36 projects to City Council for award of
contracts including:
x Storm Improvements at Tevis Ranch (City Council Guiding Principles).
x Storm Lift Station Rehabilitation: Chester Avenue at 32nd Street (City
Council Guiding Principles).
x Sewer Lift Station Improvements: White Lane at Monitor Street (City
Council Guiding Principles).
x Sewer Lift Station Rehabilitation: White Lane at Buena Vista Road; 24th
Street at Oak Street; Alfred Harrell Highway at Lake Ming Road; and
Brandon Park (City Council Guiding Principles).
x Pavement Rehabilitation on California Avenue from Oak Street to H Street;
P Street from Brundage Lane to California Avenue; and Gosford Road
from Pacheco Road to White Lane (City Council Goal 2.1).
x Park Security Lighting Improvements: Dr. Martin Luther King, Jr. Park (City
Council Guiding Principles).
x Sports Village Phase 3a (Principle Soccer Field) and Sports Village Phase 2
(Sports Field Lighting) Park Improvements (City Council Goal 6.2).
x Mesa Marin Phase 2 (RE-BID) Park Improvements (City Council Goal 6.2).
x Street Improvements: North of Brundage Lane and West of Union Avenue
Phases 6 & 7(City Council Goal 2.6).
x Street Improvements/Widening: Hosking Avenue from Monitor Street to
Union Avenue; Panama Lane from Gosford Road to Ashe Road; Hosking
Avenue east of South H Street; Hageman Road from Jewetta Avenue to
Sovereign Drive; and Ming Avenue at Baldwin Street (City Council Guiding
Principles).
x Demolition of Improvements: Along 24th Street: Various Phases (City
Council Guiding Principles).
x Sump Modifications: Mt. Vernon Avenue at Quantico Street; and Panama
Lane west of Union Avenue (City Council Guiding Principles).
x Amtrak Parking Lot Improvements (City Council Goal 4.1).
x 18th Street/Eye Street Parking Garage Sign (City Council Goal 3.1).
137
4031- Engineering continued
Subdivision Engineering:
1. Accomplishments for calendar year 2016 include (City Council Goal 4.1):
x Parcel Maps: Recorded five parcel maps dividing 187.24 acres into19 parcels.
x Tract Maps: Recorded 28 tract maps dividing 424.99 acres into 1236 lots.
x Annexation Proceedings: Five new applications processed (seven were
completed).
x Fees collected through the development process:
Transportation Impact Fees = $16,088,080.90.
Sewer Connection Fees = $5,233,691.66.
Planned Sewer Area/Planned Drainage Area Fees = $921,185.32.
Maintenance District Formation Fees = $30,894.00.
Construction and Surveying:
1. Provided construction management and inspection services for 37 projects having a total contract value of over $41 million, including:
x Reconstruction of Gosford Road (City Council Goals 2.1, 2.3).
x Reconstruction of Ashe Road
x Reconstruction of Brundage Lane
x Reconstruction of Wilson Road
x State Farm Sports Village Phase 3, (5 contracts)
x Rehabilitation of several sewer lift station
x Rosedale Highway Widening Project (City Council Goal 2.2).
x Remodel of Fire Station No. 8 (City Council Goal 1.3).
x Installation of new traffic signal interconnect systems (City Council Goal 2.3).
2. Inspected development infrastructure improvements for 56 tracts and parcel
maps (City Council Goal 4.1).
3. Provided inspection services for 1,363 (calendar year 2016) street use permits
(City Council Goals 2.3, 4.1, 7.1).
Traffic:
1. Analyzed 34 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 (City Council Goal 2.1).
2. Implemented the connection of 10 additional traffic signals to the wired
interconnect conduit network installed within City streets for improved
coordination/synchronization of traffic signals (City Council Goal 2.1).
3. Implemented new signal timing and route coordination plans at 17 intersections
based on updated traffic volumes (City Council Goal 2.1).
138
4031- Engineering continued
4. Designed, received bids, and submitted to City Council for award of contracts
including:
x Pedestrian countdown timer heads at 112 intersections throughout the City
(City Council Goal 2.6).
x Install sidewalk and handicap ramp improvements near Frank West School (City Council Goal 2.6).
FY 2017-18 ACTION PLAN
Design Engineering:
1. Complete design and award all FY 2017-18 CIP projects before July 2018,
including:
• Pavement Rehabilitation on Truxtun Avenue from T Street to Beale Avenue;
Auburn Street from Oswell Street to Fairfax Road; A Street from Brundage
Lane to California Avenue; Hughes Lane from Wilson Road to Ming Avenue;
and White Lane from Union Avenue to Cottonwood Road (City Council Goal
2.1).
• Two new traffic signals: Panama Lane at Mountain Ridge Drive; and Hosking
Avenue at Hughes Lane (City Council Guiding Principles).
• Pedestrian Accessibility Improvements within Tract 1396 Phases 1a and 5
(Brundage Lane and Union Avenue) (City Council Goal 2.6).
• Street Improvements to widen roadways (City Council Guiding Principles).
• Bike Lane Improvements around Bakersfield College (City Council Goal 2.6).
x Bridge Preventative Maintenance Program (BPMP) (City Council Guiding
Principles).
2. Investigate new construction methods which could potentially decrease
construction/maintenance costs for City streets (City Council Guiding Principles).
3. Evaluate pavement priority list using new Pavement Management System (PMS)
to include projects into federally funded transportation programs (City Council
Guiding Principles).
4. Provide project management assistance for various CIP projects including
projects for other City Departments (City Council Guiding Principles).
Subdivision Engineering:
1. Complete revisions to City Standards to reflect Complete Streets policies (City
Council Goal 2.6).
Construction Engineering and Surveying:
1. Respond to 80% of all permit inspection requests within 24 hours and all other
inspections within 48 hours (City Council Goals 2.3, 4.1, 7.1).
139
4031- Engineering continued
2. Begin working on requests for preliminary surveys within ten days of receipt (City
Council Goal 2.3).
3. Respond to construction survey requests within 48 hours (City Council Goal 2.3).
4. Dedicate one construction inspector position exclusively to permit inspection to
help decrease response times and eliminate backlog of permits needing final
inspection (City Council Goals 2.3, 4.1, 7.1).
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 (City Council Goal 2.1).
2. Design and prepare construction documents for one federally-funded
Congestion Management Air Quality signal interconnect/synchronization project
and two pedestrian count down timer projects funded by Highway Safety
Improvement Projects (HSIP) grant (City Council Goal 2.6).
3. Continue the annual Traffic Signal Coordination Program. Collect traffic data
and re-coordinate 20 signals annually as traffic volumes and patterns change
(City Council Goal 2.1).
SERVICE LEVEL INDICATORS FY15-16 FY 16-17 FY 17-18
Actual Projected Proposed
Permit Inspections Performed within 70% 65% 80%
Twenty-Four Hours of Request
Intersections Analyzed for Traffic Control 34 25 25
Warrants
Signals Analyzed and Re-Coordinated/Timed 17 20 20
Budgeted Public Works CIP Projects Bid 26 32 100%
During the Fiscal Year
140
ENGINEERING
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 5,093,141 $ 5,168,348 $ 5,168,348 $ 5,169,641
Operating 462,765 474,503 484,503 480,975
Capital 23,272 ---
Total $ 5,579,178 $ 5,642,851 $ 5,652,851 $ 5,650,616
SOURCE OF FUNDS:
General Fund $ 3,710,173 $ 3,776,038 $ 3,776,038 $ 3,743,994
Development Services Fund 1,867,340 1,866,813 1,866,813 1,906,622
Transportation Dev. Fund 1,665 ---
Total $ 5,579,178 $ 5,642,851 $ 5,642,851 $ 5,650,616
141
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 2016-17 ACCOMPLISHMENTS
1. Anti-Graffiti program: Received 2,830 requests on the 32-Erase hotline, 2,020
requests from the mobile phone application, and 626 internal requests.
Removed a total of 9,800 graffiti sites (City Council Goal 1.2).
x Replaced an older model graffiti paint match truck with a new and improved
truck for the graffiti removal fleet which provides for quicker and better paint
matching (City Council Goal 1.2).
2. Street Lights:
x Responded to 2,900 street light service requests and replaced 25 street lights,
including poles, for those damaged due to traffic accidents or deterioration
(City Council Guiding Principles).
x Replaced over 22,000 linear feet of copper wire stolen from various street light
systems (City Council Guiding Principles). With replacement, staff includes
measures to deter future thefts from reoccurring.
x Over sixty street light fixtures in the Old Town Kern area were converted to
light-emitting diode (LED) fixtures and eight additional street light poles were
installed to improve lighting in the area and save electricity (City Council
Goal 3.1).
3. Traffic Signals:
x Replaced 16 traffic signal poles and related equipment due to accidents
(City Council Guiding Principles).
x Replaced traffic signal controller cabinets at eight intersections (City Council
Guiding Principles).
4. Signing, Striping, and Marking Improvements:
x Installed 6 Adopt-A-Highway signs (City Council Goal 6).
x Painted all striping and pavement markings for roadways sealed and
resurfaced by the Streets Division throughout the City (City Council Goal 2.1).
x Performed maintenance of bike lane markings (City Council Goal 2.5).
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4051 – General Services continued
5. Rabobank and Convention Center Improvements:
x Upgraded the following areas in Rabobank Arena with the installation of LED
fixtures, new floor covering and/or painted walls: dressing room A, visitor
locker rooms, the catering room, multi-purpose room and chiller room (City
Council Goal 3.1 and City Council Guiding Principles).
x Completed the conversion of the “old” media room at Rabobank arena into
a dressing room for “high profile” performers; also added restroom/shower,
LED fixtures and new floor coverings (City Council Goal 3.1 and City Council
Guiding Principles).
x Outside contractors installed a fall protection system and safety gates for roof
access ladders at the Convention Center (City Council Guiding Principles).
6. Remodeling Projects:
x Improved the Martin Luther King, Jr. Recreation Center gym which included
the following: Installation of LED lights, removal of the existing dropped
ceiling, installation of sound insulation and sound boards to improve the acoustics of the area and the gym floor was replaced. Grants were used to
fund the project (City Council Goal 6.2).
x All fluorescent fixtures in the Bakersfield Police Department’s headquarters at
Truxtun Avenue and Eye Street were converted to LED fixtures through PG&E’s
On-Bill Financing Program to improve energy efficiency and cost savings (City
Council Guiding Principles).
7. Bakersfield Municipal Airport:
x Partnered with the San Joaquin Valley Air Pollution Control District on a dust
control project to install wood chips on all Airport open areas which was 100%
funded by the Air District (City Council Goals 4.4, 6.1).
FY 2017-18 ACTION PLAN
1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program, and promote
reporting graffiti on the City’s mobile app (City Council Goals 1.2 and 6.1).
2. Convert all the existing fluorescent fixtures at the 18th and Eye Parking Garage to
LED fixtures to improve lighting and energy efficiency for the downtown facility
(City Council Goal 3.1).
3. Repaint 400 bike lane markings (City Council Goal 2.1).
4. Systematically replace all raised pavement markers in the quadrant sealed by
street crews during yearly maintenance program (City Council Goal 2.1).
143
4051 – General Services continued
5. Bakersfield Municipal Airport:
x Bid and start construction of the Northeast Hangar Apron and Northwest
Hangar Apron, Sec B. Pavement reconstruction project (City Council Goals
(3.1, 4.4).
SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY17-18
Actual Projected Proposed
Graffiti Removal Sites 13,000 9,800 11,000
Replacement of Metro Street Markers 80 115 120
Striping of City Streets (miles) 750 850 900
Replacement of Raised Pavement Markers 5,300 4,000 4,500
Street Light Repair Requests 2,200 2,900 2,900
144
GENERAL SERVICES
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 6,433,048 $ 6,705,780 $ 6,705,780 $ 6,818,390
Operating 5,856,877 5,910,634 5,910,634 6,019,143
Capital 44,669 42,000 42,000 42,000
Total $ 12,334,594 $ 12,658,414 $ 12,658,414 $ 12,879,533
SOURCE OF FUNDS:
General Fund $ 11,628,926 $ 11,967,138 $ 11,967,138 $ 12,104,307
State Transportation 272,835 436,310 436,310 522,468
Aviation Fund 432,833 254,966 254,966 252,758
Total $ 12,334,594 $ 12,658,414 $ 12,658,414 $ 12,879,533
145
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 2016-17 ACCOMPLISHMENTS
1. Resurfaced/reconstructed approximately 70 lane miles of streets (City Council
Goals 2.1, 2.3).
2. Implemented a new updated Pavement Management System (City Council
Goals 2.1, 2.3, 7.1).
3. Video inspected approximately 55.27 miles of City-owned sewer and storm line,
and repaired 700 feet of damaged sewer line (City Council Goals 4.2, 7.1) (City
Council Guiding Principles).
4. Maintained a safe working environment for employees with consistent training
sessions and safety meetings (City Council Guiding Principles).
5. Sealed approximately 115 street miles with a surface penetration sealer (City
Council Goals 2.1, 2.3).
6. CDBG-Funded areas: (City Council Goals 2.1, 2.3, 4.4)
Completed the installation of handicap ramp, curb, gutter, and sidewalk repairs,
and street reconstruction in the following areas:
x Between California Avenue and Verde Street, from Chester Avenue to A
Street.
x Between SR-58 and Ming Avenue, from South “H” Street to El Toro Drive.
x Between Chester Avenue and Union Avenue, from California Avenue to
4th Street.
x Between Wilson Road and Ming Avenue, from Wible Road to Benton
Street.
7. Maintained Supervisory Control and Data Acquisition (SCADA System) on all City
sewer and storm lift stations (City Council Goals 4.2, 7.1) (City Council Guiding
Principles).
8. Cleaned approximately 980 miles of City-owned sewer lines (City Council Goal
4.2) (Guiding Principles).
146
4052 – Streets continued
9. Constructed sewer storm drain and sidewalks for Phase 2 of Mesa Marin (City
Council Goal 6.2).
10. Picked up 209 tons of leaves during the months of November, December, and
January (City Council Goal 6.3).
11. Maintained once-a-month street sweeping schedule, and swept 68,802 curb
miles picking up 1,995 tons of debris (City Council Goal 6.3).
12. Responded to numerous emergency calls during and after normal working hours
such as: sewer backups, debris in the roadway, clogged storm drains, oil spills,
vehicle accidents, potholes, cave-ins, and storm emergencies (City Council
Goal 4.2) (City Council Guiding Principles).
FY 2017-18 ACTION PLAN
1. Update the existing street resurface/reconstruction list and prioritize street repairs
(City Council Goals 2.1, 2.3).
2. Provide training for employees on traffic control safety procedures (Guiding
Principles).
3. Review and evaluate the once-a-month sweeping program (City Council Goal
6.3)(City Council Guiding Principles).
4. Continue the retrofit of the City’s existing sewer and storm lift stations to help with
growth and maintenance issues (City Council Goal 4.2) (City Council Guiding
Principles).
5. Video inspect approximately 80 miles of City sewer and storm lines annually (City
Council Goal 4.2, 7.1) (City Council Guiding Principles).
6. Evaluate new technology and methods in the repair and maintenance of
streets, sewers and storm drains for efficiency and cost effectiveness (City
Council Goal 7.1).
SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18
(City Council Guiding Principles) Actual Projected Proposed
Residential Sweeping Cycle (days) - Existing 20 20 20
Routes
Lane Miles Resurfaced/Reconstructed 79 70 120
Sewer Lines Inspected (miles) 41 60 80
Sewer Maintenance Service - Emergencies 135 125 100
147
STREETS
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 7,306,857 $ 7,862,450 $ 7,862,450 $ 8,232,085
Operating 9,860,633 9,406,688 9,581,688 9,420,361
Capital 4,935 17,000 17,000 17,000
Total $ 17,172,425 $ 17,286,138 $ 17,461,138 $ 17,669,446
SOURCE OF FUNDS:
General Fund $ 8,186,380 $ 8,001,552 $ 8,001,552 $ 8,126,051
Sewer Service-Plant 3 4,794,758 5,012,728 5,012,728 5,214,102
Refuse Fund 4,191,287 4,271,858 4,446,858 4,329,293
Total $ 17,172,425 $ 17,286,138 $ 17,461,138 $ 17,669,446
148
4053 – Equipment
DIVISION GOAL
Provide all Departments/Divisions with the vehicular and non-vehicular 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 2016-17 ACCOMPLISHMENTS
1.Continued to monitor rental rates and fund balance within the Equipment
Management Fund to ensure accurate and timely replacement of equipment
(City Council Goal 7.1).
2.Continued to monitor current fuel efficiency market trends in order to include
within equipment specifications the best possible options whenever feasible with
the goal of saving on fuel costs (City Council Goal 7.1).
3.Continued to work with Risk Management to ensure Fleet Services operations
remain in compliance with federal, state and local requirements including OSHA,
and follow best safety practices for all activities (City Council Guiding Principles).
4.Continued to support the City’s commitment to lower emissions by replacing
aged equipment with low emission options (City Council Guiding Principles).
FY 2017-18 ACTION PLAN
1.Continue to monitor rental rates and fund balance within the Equipment
Management Fund to ensure accurate and timely replacement of equipment
(City Council Goal 7.1).
2.Continue to monitor current fuel efficiency market trends in order to include
within equipment specifications the best possible options whenever feasible with
the goal of saving on fuel costs (City Council Goal 7.1).
3.Continue to work with Risk Management to ensure Fleet Services operations
remain in compliance with federal, state and local requirements including OSHA,
and follow best safety practices for all activities (City Council Guiding Principles).
4.Continue to review market trends in order to replace vehicles in the City’s fleet
with alternative fuel type equipment when feasible (City Council Guiding
Principles).
149
4053 – Equipment continued
5.Continue to support the City’s commitment to lower emissions by replacing aged
equipment with low emission options when feasible (City Council Guiding
Principles).
SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY17-18
Actual Projected Proposed
Perform Preventative Maintenance and
Routine Repairs of All Fleet Vehicles 15,783 15,500 16,000
150
EQUIPMENT
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 4,713,549 $ 4,922,566 $ 4,922,566 $ 5,271,450
Operating 15,067,796 10,405,951 10,155,601 10,405,948
Capital 8,179,487 7,155,000 7,244,450 7,738,725
Total $ 27,960,832 $ 22,483,517 $ 22,322,617 $ 23,416,123
SOURCE OF FUNDS:
Equipment Fund $ 27,960,832 $ 22,483,517 $ 22,322,617 $ 23,416,123
Total $ 27,960,832 $ 22,483,517 $ 22,322,617 $ 23,416,123
151
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 2016-17 ACCOMPLISHMENTS
1. Processed 10.5 billion gallons of wastewater at the two treatment plants
including 190 million gallons of tertiary treated water (City Council Goal 4.2).
2. Produced approximately 2.0 million kW of energy with the Solar Power
Generation System at Wastewater Plant 3 (City Council Goal 7.1).
3. Replaced four variable frequency drive units for Wastewater Treatment Plant
2’s raw influent pumps to ensure minimal electricity is used (City Council Goal
7.1).
4. Completed rehabilitation of three sludge dewatering centrifuges at Wastewater
Treatment Plant No. 3 to ensure Biosolids are properly disposed (City Council
Goal 7.1).
5. Continue to work with City staff and outside consultants to explore possible
tertiary treatment expansion at Wastewater Treatment Plant No. 3 (City Council
Goal 7.1).
FY 2017-18 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 (City Council Goal 4.2).
2.Implement recommended and approved changes to the 2014 Wastewater
Update to the Revenue Program to support continued funding of sewer
operations, capital costs and bonded debt (City Council Goal 7.1).
152
4071– Wastewater continued
3.Continue to complete projects in the Sewer Enterprise Capital Improvement
Program to ensure treatment plant operations function as efficiently as possible
(City Council Goal 7.1).
4.Implement improved maintenance software to better track maintenance
expenditures, as well as better forecast significant repairs and replacement of
wastewater treatment equipment (City Council Goal 7.1).
5.Explore pre-design parameters to expand tertiary treatment capacity at
Wastewater Treatment Plant No. 3 (City Council Goal 4.2).
SERVICE LEVEL INDICATORS FY15-16 FY 16-17 FY 17-18
Actual Projected Proposed
Wastewater Treated (Million Gallons/Day)
Plant No. 2 12.17 12.15 12.13
Plant No. 3 16.52 16.61 16.70
Permitted Industrial Dischargers 17.0 18.0 19.0
Parcels Served within Incorporated Area
(on special assessment list) 95,427 96,175 97,400
153
WASTEWATER
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 3,803,924 $ 4,003,931 $ 4,003,931 $ 4,213,520
Operating 24,902,629 5,942,641 5,942,641 5,971,130
Capital 37,869 50,000 50,000 61,000
Total $ 28,744,422 $ 9,996,572 $ 9,996,572 $ 10,245,650
SOURCE OF FUNDS:
Sewer Service-Plant 2 $ 6,082,627 $ 2,906,756 $ 2,906,756 $ 3,006,250
Sewer Service-Plant 3 22,661,795 7,089,816 7,089,816 7,239,400
Total $ 28,744,422 $ 9,996,572 $ 9,996,572 $ 10,245,650
154
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 develop more efficient and energy saving systems at the green waste facility.
FY 2016-17 ACCOMPLISHMENTS
1.Continues to provide exceptional service while still maintaining the lowest
residential refuse fee amongst 36 surveyed agencies (City Council Goal 7.1).
2.Supported 511 cleanup and beautification events, and enlisted 8,787 volunteers
in Keep Bakersfield Beautiful (KBB)activities (City Council Goals 1.2, 6.1).
3.Expanded the Food Waste Recycling Program to more than 100 restaurants and
businesses (City Council Goal 6.3).
4.Provided outreach and assistance to roughly 2,000 businesses in response to the
new State mandatory commercial recycling law (City Council Goal 6.3).
FY 2017-18 ACTION PLAN
1. Expand efforts to fight litter (City Council Goal 6.1).
2. Continue to expand the Food Waste Recycling Program to more restaurants and
businesses (City Council Goal 6.3).
3. Continue to assist the business community in response to the new State
mandatory commercial recycling law (City Council Goal 6.3).
SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18
Actual Projected Proposed
Anti-Litter and Beautification Events 470 511 600
Volunteers 8,150 8,787 9,000
Total Homes Served 104,000 105,200 106,200
Greenwaste Processed (tons) 210,000 212,000 215,000
155
SOLID WASTE
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 9,488,072 $ 9,655,282 $ 9,655,282 $ 10,173,739
Operating 30,720,001 31,232,291 31,782,291 33,013,390
Capital 566,944 427,200 427,200 526,000
Total $ 40,775,017 $ 41,314,773 $ 41,864,773 $ 43,713,129
SOURCE OF FUNDS:
Refuse Fund $ 40,775,017 $ 41,314,773 $ 41,864,773 $ 43,713,129
Total $ 40,775,017 $ 41,314,773 $ 41,864,773 $ 43,713,129
156
WATER RESOURCES
Wa
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157
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;
to operate the domestic water system and 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 fire hydrants; to administer
various water contracts with local water agencies; and to implement a storm
water monitoring program as required by California Regional Water Quality
Control Board.
FY 2016-17 ACCOMPLISHMENTS
1. Water Conservation Efforts: continued use of City Sourced mobile app
where residents notify the department of water use violations on public
and private areas; continued rebate program providing residents with low
flow and high efficiency water systems; and delivered media and
educational outreach to the public through partners (City Council Goal
4.2).
2. Cleaned over 130 drainage basins. Basins that historically do not drain
were also pumped prior to the rainy season to allow for adequate
capacity during rain events.
3. Completed wellhead treatment, upgrades, rehabilitation, and column
extensions on several existing domestic water wells in the City’s domestic
water service area to ensure a safe and dependable water supply to
residents during the continued multi-year drought (City Council Goal 4.2).
4. Purchased a domestic water well within the City’s domestic water service
area to provide a high quality, dependable water supply to the City’s
existing and new customers (City Council Goal 4.2).
5. Administered the City of Bakersfield/County of Kern joint Storm Water
Management Plan (SWMP), as required by the State Water Resources
Control Board, in the City/County joint NDPES MS4 (National Pollution
Discharge Elimination System Municipal Separate Storm Sewer System)
Permit. Water Resources worked collaboratively with multiple City and
County divisions/departments to administer the SWMP to assist the
City/County with compliance of the Federal Clean Water Act.
158
6. Administered an annual contract with a contractor to perform
approximately 110 service line replacements and other maintenance
activities on the City’s domestic water system.
7. Continued to work with the United State Bureau of Reclamation (USBR) to
process the application for the proposed six-mile multi-use path along the
Friant-Kern Canal from the Kern River Channel to Seventh Standard Road
(City Council Goal 2.5).
8. Prepared the 2015 Urban Water Management Plan Update for the City’s
retail domestic water system and wholesale system (City Council Goal
4.2).
9. Sought negotiations and settlement of issues whenever possible through
constant communication with other entities (City Council Goal 4.2).
159
WATER RESOURCES
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Agricultural Water $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341
Domestic Water 23,907,827 20,729,312 20,766,637 20,945,115
Total $ 28,306,994 $ 25,376,290 $ 25,425,990 $ 25,024,456
SOURCE OF FUNDS:
Agricultural Water $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341
Domestic Water 23,907,827 20,729,312 20,766,637 20,945,115
Total $ 28,306,994 $ 25,376,290 $ 25,425,990 $ 25,024,456
FULL TIME EMPLOYEES:
Agricultural Water 23.00 23.00 24.00 24.00
Domestic Water 5.00 5.00 5.00 5.00
Total 28.00 28.00 29.00 29.00
160
4511 - Agricultural Water
DIVISION GOAL
Provide for the proper and orderly distribution and delivery of Kern River water
from the Isabella Lake Reservoir through the river channel and through canal
head gates for delivery to agricultural districts, treatment plants, and other
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 2016-17 ACCOMPLISHMENTS
1. Replaced approximately 101 concrete panels along the Kern River Canal
to improve the flow of water and reduce water seepage throughout the
system.
2. Implemented a rodent control plan for the North and South Levees of the
Kern River. Rodents cause significant damage to the levees if not
controlled. City crews implemented a rodent hole grouting program
along the South Levee from Yokuts Park to Stockdale Hwy, using 33,000
pounds of grouting material.
3. Nine weir structures were sandblasted and painted as part of routine
maintenance operations within the City’s Carrier and Kern River Canal
system.
4. Staff has continued to work in the 2800 Acre Recharge Facility. City
completed removal of sand in 2800 Acre basins 1, 8, 9, 10, and 11. This
allows City crews to operate these facilities and control water flows in the
Kern River more efficiently.
FY 2017-18 ACTION PLAN
1. When Kern River water is available, increase flows in the Kern River for
related municipal uses and increase groundwater recharge (City Council
Goal 4.2).
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
161
4511 – Agricultural Water continued
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.
6. Continue to move sand from the 2800 Acres, basins 2-7.
FY 15-16 FY 16-17 FY 17-18
SERVICE LEVEL INDICATORS Actual Projected Proposed
Rehabilitate Drainage Basins 140 130 120
162
AGRICULTURAL WATER
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 1,641,660 $ 1,955,585 $ 1,967,960 $ 1,736,107
Operating 2,752,161 2,683,893 2,683,893 2,335,734
Capital 5,346 7,500 7,500 7,500
Total $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341
SOURCE OF FUNDS:
Agricultural Water $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341
Total $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341
163
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 and maintenance
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 demand
within the City’s domestic water system; maintain and repair fire hydrants
throughout the City; and provide for excellent customer service.
FY 2016-17 ACCOMPLISHMENTS
1. Performed hydraulic water model update for the City’s domestic water
system and forecast capital needs within the domestic water system.
2. Equipped a new domestic water well (CBK 54) to increase production
capacity to serve existing and new customers throughout the City’s
domestic water system (City Council Goal 4.2).
3. Equipped five existing domestic water wells with wellhead treatment to
continue service to existing customers throughout the City’s domestic
water system (City Council Goal 4.2).
4. Continued working with developers and engineers to master plan where
future domestic water well sites will be located within planned
communities (City Council Goal 4.1).
5. Continued performing 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 (City Council Goal 4.2).
FY 2017-18 ACTION PLAN
1. Equip existing wells with wellhead treatment and make other required
water system improvements to comply with the State’s new maximum
contaminant level (MCL) for “TCP”. TCP is a groundwater contaminant
that has been detected in some City wells, and monitoring is proposed to
start beginning in January 2018. The new MCL is expected to be adopted
by the State in spring June 2017 (City Council Goal 4.2).
164
4521 – Domestic Water continued
2. Continue implementation of a residential and commercial water
conservation incentive program that provides incentives for 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 (City Council Goal 4.2).
3. Continue implementation of security measures for the City’s Domestic
Water System pursuant to the Homeland Security Act.
4. 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 (City
Council Goal 4.2).
5. 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. Work with Cal Water and PG&E to test
well efficiencies.
FY 15-16 FY 16-17 FY 17-18
SERVICE LEVEL INDICATORS Actual Projected Proposed
New Service Connections 945 865 900
Water Wells Constructed 0 1 0
165
DOMESTIC WATER
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 1,381,291 $ 1,164,681 $ 1,200,206 $ 1,509,056
Operating 22,459,360 19,497,631 19,499,431 19,369,059
Capital 67,176 67,000 67,000 67,000
Total $ 23,907,827 $ 20,729,312 $ 20,766,637 $ 20,945,115
SOURCE OF FUNDS:
Domestic Water $ 23,907,827 $ 20,729,312 $ 20,766,637 $ 20,945,115
Total $ 23,907,827 $ 20,729,312 $ 20,766,637 $ 20,945,115
166
RECREATION AND PARKS
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Recreation and Parks
DEPARTMENT GOAL
Enhance the quality of life through a variety of programs, parks and partnerships.
FY 2016-17 ACCOMPLISHMENTS
1. Utilized outside security forces to provide needed security measures to
protect park assets and increase the safety of park users. Park security
contract began in early 2016. Security is provided at MLK Center, Mesa
Marin softball leagues, and random parks at night (City Council Goal 7.1).
2. Met state mandated water reductions compared to our base line water
usage from 2013 (City Council Goal 4.2).
3. Worked closely with Public Works on the following projects:
a. Bakersfield Sports Village, Phase III
b. Mesa Marin Sports Complex, Phase II
c. Bright House Networks Amphitheatre renovations (Council Goal 6.2)
4. Continued the partnership with California State University, Bakersfield (CSUB)
to update the 2007 Recreation and Parks Master Plan. CSUB has agreed to
conduct research to collect data for a revised Master Plan (Council Goal
4.1).
5. Worked with Public Works Department to implement new landscaping
standards (Division Seven Standards). The new standards include revised
building standards, drought regulations, and best practices (City Council
Goals 6.1and 7.1).
6. Followed federal guidelines by replacing the Material Safety Data Sheets
(MSDS) with the modern Safety Data Sheets (SDS) program. Worked with
Risk Management for job hazard analysis (JHA) to implement best practices
(City Council Goal 7.1).
7. Responded quickly to public concerns through complaints received via the
City Sourced App. To date, staff responded to over 268 public concerns
since July 1, 2016 (City Council Goal 6.1).
8. Encouraged improvements to the downtown area by collaborating with
the Downtown Business Association to complete the lighting project on
Chester Avenue and Centennial Fountain (City Council Goal 3.1).
168
9. Department staff developed and incorporated new Recreation and Parks
web page on City’s Internet site (City Council Goal 6.1)
10. Installed wood chips from composting operations in various medians, road
right of ways, municipal buildings and parking lots (City Council Goal 6.3).
FY 2017-2018 ACTION PLAN
1. Continue to work closely with Public Works Department to complete the
following projects:
a. Bakersfield Sports Village, Phase III
b. Mesa Marin Sports Complex, Phase II (City Council Goal 6.2)
2. Complete CDBG funded projects at the following locations: (City Council
Goal 6.2)
a. Beale Park (Ward 2)
b. Wilson Park (Ward 7)
c. Stiern Park (Ward 7)
d. Dr. Martin Luther King Jr. Recreation Center (Ward 2)
e. Lowell Park (Ward 1)
3. Achieve Tree City USA designation for the 20
th year (City Council Goals 3.1,
6.1).
4. Maintain Agency Accreditation through the National Recreation & Park
Association for the 9th consecutive year (City Council Guiding Principles
and City Council Goal 7.1).
5. Promote the connectivity of new and existing trails within the city to the
existing Kern River Parkway (City Council Goal 2.5).
6. Expand and promote the park webpage to disseminate information and
provide users the ability to find information more easily (City Council Goal
6.1).
7. Support the Keep Bakersfield Beautiful effort to improve the north bound
Highway 99 entry point signage landscape improvements. Work with
Bakersfield Homeless Center Crews for Westside Parkway weed abatement
(City Council Goal 6.1).
169
RECREATION AND PARKS
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Recreation and Parks Administration $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899
Parks 14,193,669 14,663,832 14,705,832 15,108,287
Recreation 2,898,843 2,836,341 2,886,341 2,869,891
Total $ 18,145,521 $ 18,552,464 $ 18,644,464 $ 19,063,077
SOURCE OF FUNDS:
General Fund $ 18,129,852 $ 18,522,464 $ 18,614,464 $ 19,030,677
Amtrak Operating Fund 15,669 30,000 30,000 32,400
Total $ 18,145,521 $ 18,552,464 $ 18,644,464 $ 19,063,077
FULL TIME EMPLOYEES:
Administration 9.00 8.00 8.00 8.00
Parks 128.00 125.00 125.00 125.00
Recreation 13.00 13.00 13.00 13.00
Total 150.00 146.00 146.00 146.00
170
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 2016-2017 ACCOMPLISHMENTS
1. Provided grant administrative functions for the installation of phase I and II
of Maxicom II System in 59 parks and 18 streetscapes (City Council Goals
4.2, 7.1).
2. Provided project management and administrative functions for the
installation of the new gym floor at Dr. Martin Luther King Jr. Recreation
Center (City Council Goals 6.2, 7.1).
3. Partnered with California State University, Bakersfield (CSUB) to collect real-
time data on park usage and gather input from the public. CSUB has
agreed to develop surveys, do in-person interviews, and post surveys on
City’s Social Media (City Council Goals 4.1, 7.1).
4. Developed a plan to incorporate water efficiency measures in landscape
maintenance districts. This plan includes updating or replacing current
irrigation controllers to Smart Irrigation System Controllers. This plan reduces
greenhouse gases, water usage, and energy usage (City Council Goals 4.1,
4.4, 7.1).
5. Applied for and received grants to assist in the funding of new playground
equipment at Garden and Wayside Parks (City Council Goals 4.1.5, 6.2.1,
7.1).
6. Naming rights for the amphitheater at the Park at Riverwalk was renewed
by Brighthouse Networks at an increased amount for five years (City
Council Goal 7.1).
7. Monitored waterslide construction at McMurtrey Aquatic Center. Project to
be complete in spring of 2017 (City Council Goals 3.2, 6.2, 7.1).
171
8. Applied for four state grants to assist with funding streetscape and median
improvements, Bakersfield Sports Village construction, ADA access
improvements, Jefferson Basketball court improvements, and replace dead
trees throughout the City (City Council Goals 3.1, 4.2, 4.4, 6.1.2, 6.2, 7.1).
FY 2017-2018 ACTION PLAN
1. Complete the waterslide at McMurtrey Aquatic Center and pass state
inspection (City Council Goals 3.2, 6.2, 7.1).
2. Secure new naming rights at Bakersfield Sports Village (City Council Goal
6.2).
3. Implement water efficiency plan in landscape maintenance districts (City
Council Goals 4.1, 4.2, 4.4, and 7.1)
4. Monitor and apply for state grants to assist with capital improvement, tree
planting and water efficiency projects (City Council Goals 3.1, 4.1, 4.4, 6.1).
5. Perform strategic and long range planning functions for recreation facilities,
open space and city park acquisition, design and development (City
Council Goal 6.2).
6. Perform strategic and long range planning functions for recreation facilities,
open space and city park acquisition, design and development (City
Council Goal 2.5, 3.2, 6.2,).
172
ADMINISTRATION
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 937,528 $ 935,572 $ 935,572 $ 967,142
Operating 115,481 116,719 116,719 117,757
Capital ----
Total $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899
SOURCE OF FUNDS:
General Fund $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899
Total $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899
173
5021 – PARKS
DIVISION GOALS
Develop operational management principles and practices that will lead to long-
term organizational sustainability while maintaining levels of services.
FY 2016-2017 ACCOMPLISHMENTS
1. Installed additional year-round tree lighting on sections of Chester Avenue
median island and Centennial Fountain in cooperation with the Downtown
Business Association (City Council Goal 3.1).
2. Worked with Castle and Cooke, Bolthouse Farms and Woodbridge Pacific
Group in the implementation of the West Ming Master Planned Community.
(City Council Goal 4.1).
3. Completed construction improvements for pedestrian and bicycle access
to the Kern River Parkway from Commercial Way south of Truxtun Avenue
(City Council Goal 2.5).
4. Continued Phase II & III design and construction effort at Bakersfield Sports
Village. All irrigated landscape improvements will utilize tertiary treated
water (City Council Goals 4.2, 6.2).
5. Phase II Mesa Marin Sports Complex design rough grading and
underground utility were initiated with City staff and annual contracts (City
Council Goal 6.2).
6. All 59 city parks and 18 streetscape received Maxicom Central Computer
Control irrigation upgrades (City Council Goals 4.1, 4.2, 6.2, 7.1).
7. Park staff is applying wood chips, supplied from the City wood waste
facility, in unimproved median areas and other vacant City lands to control
weed growth and improve appearance (City Council Goal 6.3).
8. Used the City Sourced App created in response to severe drought watering
restrictions. Park staff utilized the cell phone app system to streamline
reporting and repair of irrigation related issues City-wide (City Council Goal
4.2)
9. Monitored and maintained artificial turf in medians throughout the City
(City Council Goal 4.2).
174
12. Expanding digital communication between staff and private security
contractor in parks to promote a safe environment for users, reduce
vandalism and control after-hours access (City Council Goal 1.2).
FY 2017-2018 ACTION PLAN
1. Promote and improve practices to insure safe environments for participants
and staff through private security, cooperation with the Police Department
and instituting a safety culture (City Council Goal 1.2).
2. Partner with other City departments, agencies, private and nonprofit
sectors to offer clean, safe, and sustainable facilities (City Council Goal 7.1).
3. Enhance the overall operation of the Mesa Marin Sports Complex and
Bakersfield Sports Village with the overall intent of providing a wider variety
of athletic opportunities for participants and attracting more regional
events (City Council Goal 6.2).
4. Sustain water conservation efforts through compliance with State and local
drought restrictions and improvements to irrigation monitoring equipment
and practices (City Council Goals 4.2, 4.4).
5. Perform strategic and long range planning functions for recreation facilities,
open space and city park acquisition, design and development (City
Council Goals 2.5, 3.2, 6.2.).
6. As growth occurs, focus on aligning organizational capabilities with the
appropriate human resources (City Council Goal 7.1).
SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18
Actual Projected Proposed
Maintenance District Acreage
Non-Maintenance District Acreage
Facility/Park Reservations
800 807 810
446 446 446
3,987 4,400 4,620
175
PARKS
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 8,410,681 $ 8,689,642 $ 8,689,642 $ 9,128,707
Operating 5,762,265 5,974,190 5,974,190 5,979,580
Capital 20,723 -42,000 -
Total $ 14,193,669 $ 14,663,832 $ 14,705,832 $ 15,108,287
SOURCE OF FUNDS:
General Fund $ 14,178,000 $ 14,633,832 $ 14,675,832 $ 15,075,887
Amtrak Operating Fund 15,669 30,000 30,000 32,400
Total $ 14,193,669 $ 14,663,832 $ 14,705,832 $ 15,108,287
176
5031 – RECREATION
DIVISION GOALS
Provide quality recreational services for the Bakersfield community.
FY 2016-2017 ACCOMPLISHMENTS
1. Staff applied and maintained the following grant funded programs that
augmented the general fund this past year: Aquatic received the First 5
Kern Make A Splash Grant, Kaiser Permanente Operation Splash Grant, USA
Swimming Grant and California Kids’ Plates Program Child Safety
Equipment Distribution Grant and the Walmart NRPA After School Grant
and Arts Council Grant (City Council Goal 7.1).
2. Staff worked closely with the contractor to complete the installation of two
new slides at the McMurtrey Aquatic Center (City Council Goal 6.1).
3. Utilized “When to Work”, a web based staff scheduling program used in
Aquatics to schedule employees at multiple pool locations and the City
website posting the status of the softball games (City Council Goal 7.1).
4. Staff worked with BPD to reduce gang related crimes by providing
prevention programs at the Silver Creek and MLK Day Camps and Movies in
the Park (City Council Goal 1.1).
FY 2017-2018 ACTION PLAN
1. Work with BPD to upgrade the video coverage at the MLK Center and Park
to improve security (City Council Goal 1.2).
2. Preserve general fund revenues by maintaining grant funded programs and
collaborating with community partners (City Council Goal 7.1).
3. Work with BPD and other community groups to continue to combat gang
violence through prevention, intervention, and suppression activities (City
Council Goal 1.2).
4. Offer a variety of recreation programs that meet the needs of our diverse
population (City Council Goal 1.2).
177
SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18
(Total Attendance) Actual Projected Proposed
Sports
Silver Creek Community Center/
Saunders Recreation Facility
Martin Luther King Jr. Center
Aquatics
276,494 250,000 250,000
23,454 22,000 22,000
54,000 59,000 60,000
190,107 145,000 140,000
178
RECREATION
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 2,022,308 $ 1,942,347 $ 1,981,897 $ 1,982,264
Operating 843,359 878,394 888,844 872,027
Capital 33,176 15,600 15,600 15,600
Total $ 2,898,843 $ 2,836,341 $ 2,886,341 $ 2,869,891
SOURCE OF FUNDS:
General Fund 2,898,843 2,836,341 2,886,341 2,869,891
Total $ 2,898,843 $ 2,836,341 $ 2,886,341 $ 2,869,891
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C o m m u n i t y D e v e l o p m e n t
C o d e E n f o r c e m e n t
P e r m i t t i n g &
P l a n C h e c k i n g
C o n s t r u c t i o n
I n s p e c t i o n s
B u i l d i n g
D i v i s i o n
P e r m i t t i n g
& Z o n i n g
A d v a n c e d
P l a n n i n g
C u r r e n t
P l a n n i n g
P l a n n i n g
D i v i s i o n
B u s i n e s s M a n a g e r
C o m m u n i t y D e v e l o p m e n t
D i r e c t o r
E c o n o m i c
D e v e l o p m e n t
180
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 2017-18 SIGNIFICANT BUDGET CHANGES
1. One Code Enforcement Officer and one Associate Planner position remain frozen.
181
COMMUNITY DEVELOPMENT
DIVISIONS:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Planning $ 6,844,071 $ 4,667,310 $ 5,061,181 $ 4,946,717
Building 5,373,827 5,661,750 5,713,175 5,553,260
Total $ 12,217,898 $ 10,329,060 $ 10,774,356 $ 10,499,977
SOURCE OF FUNDS:
General Fund $ 3,187,944 $ 3,306,731 $ 3,358,156 $ 3,375,262
Development Srvcs. Fund 4,093,050 4,321,570 4,321,570 4,155,175
Community Dev. Block Grant 1,102,270 1,589,477 1,859,393 1,852,459
HOME Program 2,208,759 1,111,282 1,235,237 1,117,081
ARRA HUD Stimulus Fund 120,850 ---
Successor Agency-Housing 1,505,025 ---
Total $ 12,217,898 $ 10,329,060 $ 10,774,356 $ 10,499,977
FULL TIME EMPLOYEES
Planning*24.00 23.00 23.00 23.00
Building 41.00 40.00 40.00 40.00
Total 65.00 63.00 63.00 63.00
* Includes former EDCD staff
182
6011– PLANNING
DIVISION GOAL
To perform processes and functions that result in timely and orderly development and which
encourage thoughtful growth throughout the City. Provide professional expertise and relevant
Planning services to ensure that the City continues to evolve as a community where people
want to live, work and recreate; all through implementation of the City’s General Plan;
administration of current land use, planning, and zoning laws; conducting appropriate
environmental review, and effective regulation of land divisions. Provide these services with
excellent customer service practices and in a manner which is equitable to individual property
owners and the greater community; promotes a high quality of life by improving the safety and
livability of neighborhoods; and facilitates programs and projects that stimulate economic
development by creating and retaining diverse housing and employment opportunities.
FY 2016-17 ACCOMPLISHMENTS
Planning:
1. Implemented full transition of the Planning Commission hearings to the Novus electronic
agenda management system (City Council Goal 4.1).
2. Continued to work closely with the California High Speed Rail Authority (HSR) to provide
technical support and advise their study of the new Locally Generated Alternative (LGA)
alignment and facilitate the Authority’s completion of their Supplemental Environmental
Impact Report (SEIR); via participation in Technical Working Group (TWG), meetings with
resident stakeholders impacted by LGA, attendance and coordination of Public
Workshops, discussions with impacted stakeholders regarding potential re-location of
impacted businesses (City Council Goals 3.1, 3.2, 4.1, 4.4).
3. Launched “Making Downtown Bakersfield,” which is an extensive public outreach and
technical effort to create a Downtown Vision Plan. This effort is made possible due to a
granted provided by the California High Speed Rail Authority to facilitate the completion
of a HSR Station Area Planning process. Milestones completed during the FY include:
preparation of a Work Plan/Scope, establishment of Work Plant Team and Stakeholders
Group, preparation of Existing Conditions Reports and Case Studies, preparation of
Economic Analysis, 11 public Vision Workshops, first large-scale public meeting,
preparation of draft Vision Alternatives and subsequent Phased Development Strategy,
and initial drafts of Vision Plan Implementation Strategies (City Council Goals 3.1, 3.3, 4.1,
4.3, 4.4, 5.1, 6.1).
4. Completed land use entitlements for the “Bakersfield Commons Project” to facilitate a
new Master-Planned “Lifestyle Center.” This was a comprehensive effort to update
zoning, approved PCD and PUD plans, prepare a new Tract Map, and prepare an
Addendum EIR to ensure adequate CEQA analysis and mitigation (City Council Goals
4.1, 5.1).
5. Collaborated and provided assistance to new owners of the “East Hills Mall” to facilitate
revitalization and rehabilitation of the long underutilized shopping Center and bring increased amenities to the residents of East Bakersfield (City Council Goals 3.1, 3.3, 4.1,
4.3, 4.4, 5.1, 6.1).
183
6011– Planning continued
6. Collaborated and provided assistance to new owners of the “Comanche & Hwy 178”
site to facilitate much-needed commercial development and bring increased amenities
to the residents of East Bakersfield (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).
7. Prepared a comprehensive White Paper regarding the Metropolitan Bakersfield General
Plan Update (MBGP) explaining the historical background and necessary steps to launch
a comprehensive update to the MBGP; which was last fully updated in 2002. Received confirmation from Kern County that new plan will be a separate document; therefore,
initiated research efforts regarding necessary components of plan that require continued
coordination with Kern County (City Council Goal 4.1).
8. Implemented goals as noted in the updated General Plan Housing Element (City Council
Goals 3.3, 4.1, 4.3).
9. Worked with owners of the recently approved Hosking/SR 99 Commercial Shopping
Center (Gateway) project to facilitate new commercial development in the City (City
Council Goals 2.4, 4.1).
10. Completed Site Plan Review to facilitate development at the northeast corner of
Stockdale Highway and Gosford Road to allow development of a long-vacant infill
parcel with a new hotel, retail, restaurant and office uses (City Council Goals 4.1, 5.1).
11. Worked with the developer of the “Artisan Square Project” to facilitate the aggressive
construction schedule for new commercial shopping center at a vacant infill parcel at
the northwest corner of Brimhall Road and Allen Road (City Council Goals 4.1, 5.1).
12. Worked closely with other City Departments to establish a new “Food Truck Ordinance”
to facilitate a new type of development in the City (City Council Goals 4.1, 5.1).
13. Established relationship with the new Director of LAFCO to explain the recently updated
Sphere of Influence (SOI) and associated comprehensive update to the Municipal
Source Review (MSR), and discuss on-going annexation concepts such as AB 743
(Expedited Annexations) and SB 244 (Disadvantaged Unincorporated Communities
policies) (City Council Goal 4.1).
14. Re-initiated processing of annexation requests and scheduled items for hearing that had
been on hold (City Council Goal 4.1).
15. Implemented a newly created CEQA notification process to help ensure that all City
Departments have an opportunity to provide comments on-going projects throughout
the City, and ensure appropriate impact fees are collected from all types of
development; including schools and educational facilities (City Council Goals 2.1, 4.1).
16. Began establishing standardized operational conditions and administrative policies for
new land use types coming to the City of Bakersfield; such as alcohol in movie theaters,
additional home-within-a-home residential units, alcohol service in restaurants and bar
areas in association with a cabaret permit, etc. (City Council Goal 4.1).
17. Continued the preparation of an Environmental Impact Report for the Olive Drive/SR 99
Walmart project (City Council Goal 4.1).
184
6011– Planning continued
18. Worked with City Public Works Department to fully define the legal limits of the future
West Beltway and Westside Parkway Interchange, in order to ensure adequate right-of-
way preservation prior to development (City Council Goal 4.1).
19. Worked with the California Department of Fish and Wildlife and the U.S. Fish and Wildlife
Service to continue implementation of the Metropolitan Bakersfield Habitat Conservation Plan (MBHCP)(City Council Goal 4.1).
20. Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Plan
Trust Group (MBHCP) (City Council Goal 4.1).
21. Worked to re-stablish previously allotted grant funding from the Federal wildlife agency
to continue work on the preparation of the new Bakersfield Habitat Conservation Plan
(BHCP). This is a multi-phased, multi-year project to create a new habitat conservation
plan for Metropolitan Bakersfield (City Council Goal 4.1). Utilized USFWS FY 2014 HCP
Planning Grant to launch first stage of BHCP Phase 3 (i.e. CEQA/NEPA analysis).
22. Assisted the City Manager’s Office with review of plans for Bike Path Improvements along
the Friant-Kern Canal; north of Kern River and South of Seventh Standard Road (City
Council Goal 2.6).
23. 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) (City Council Goal 4.1).
24. Ensured that the “Making Downtown Bakersfield” Vision Planning process includes
activities consistent with Council goals; including: Make Bakersfield a “Bicycle Friendly
Community” status from the League of American Bicyclists by including
recommendations for bike route improvements Downtown such as increased bike lanes,
a protected bike line on 21st Street connecting the bike trail at Beach Park to Union
Avenue, as well as a bike and pedestrian trail under the High-Speed Rail viaduct from the
Kern River to the top of Mill Creek Linear Park.
25. Issued site plan review/building permits for the development of a 44-unit multi-family
market rate housing project on a site bounded by 17th & 18th Streets, “N” & “O” Streets
and began processing permits for new multi-family housing project in the Downtown
area at 18th Street and B Street near Westchester (City Council Goals 3.1, 3.2, 4.3, 4.4).
26. Processed site plan review/building permits for a new (1) multi-family housing project at
the southeast corner of 18th Street and O Street; and (2) restaurant at the southwest
corner of 18th Street and K Street. Approved conditional use permits for (1) expansion of
a restaurant near the southeast corner of 18th Street and O Street; and (2) conversion of
a church into a women and children shelter at northeast corner of 20th Street and O
Street (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
185
6011– Planning continued
Economic Development and Housing:
1. Initiated construction of the 3
rd Building of the Creekview Villas Townhomes (7 new units);
thereby fulfilling the City’s Proposition 1C obligation. Also developing preliminary plan for
construction of remaining 2 Buildings (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
2. Prepared a comprehensive Marketing Package to facilitate development of the City-owned “South Mill Creek Entertainment Area” property located at P and Q Street, north
of California Avenue (City Council Goals 3.1, 3.2, 4.4, 5.1).
3. Provided extensive technical assistance to the Downtown Bakersfield PBID Stakeholders
Group in beginning the process to form a new Property Based Improvement District
(PBID) for the downtown area (City Council Goals 3.1, 4.4).
4. Expanded Economic Opportunity Areas (EOAs) to a total of seven: Bakersfield Airpark,
Highway 58/Mt. Vernon, 34th Street Corridor, Downtown, East Hills, Baker Street Corridor
and Southeast Bakersfield (City Council Goals 3.1, 4.1, 4.4, 5.1).
5.Completed construction and began leasing of the 63-unit Mill Creek Village Apartments
and 100-space parking structure (formerly 19th Street Senior Housing) (City Council Goals
3.1, 3.2, 3.3, 4.3, 4.4).
6. Prepared an “Incentive Letter” to provide to developers interested in locating new
businesses downtown which lists the available incentives and expresses a City interest in
seeing new development downtown. Offered items include: Pre-application review
assistance, expeditious permit processing, parking reductions, reduced traffic impact
fees, proximity to downtown business district, and access to downtown interest groups,
potential grants/loans for job creation, and more (City Council Goals 3.1, 3.2, 4.4, 5.1).
7. Completed an RFQ and selection of a consultant to apply for the EPA Community-Wide
Assessment Grants for Petroleum ($200,000) and Hazardous Substances to study and
identify opportunities for infill and redevelopment of potential brownfields within the City
(City Council Goals 3.1, 3.2, 4.4, 5.1).
8. Completed construction and facilitated leasing of 62 units of senior housing at Mill Creek
Village and Parking Structure (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
9. Facilitated administration and leasing on 56-unit Park 20
th Apartment project (400 20
th
Street), including 25 units for homeless veterans (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
10. Funded and administered the 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 (City Council Goal 4.3).
11. Completed contract with Kern County Public Health Department for the administration
of the Housing of People with Aids (HOPWA) program. (City Council Goal 4.3).
186
6011– Planning continued
12. Provided services to over 895 consumers and providers concerning information, training,
and counseling on Fair Housing and compliance issues and procured a Fair Housing
Service Provider to increase and enhance Fair Housing service via contract with Greater
Bakersfield Legal Assistance (GBLA) to administer Fair Housing Program (City Council
Goal 4.3).
13. Assisted in the construction of 167 affordable rental housing units for extremely low, low and moderate income households; including 25 units for homeless veterans and 62 units
were for seniors (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
14. Community Development: Assisted 25 disabled households through the home
accessibility grant program.
15. Provided financial assistance and co-administered eight capital improvement program
activities totaling over $2 million of CBDG funds (City Council Goals 2.1, 3.1, 4.4).
16. Provided financial assistance, co-administered and completed community center
improvements at Dr. Martin Luther King Jr. Community Center (City Council Goal 6.2).
17. Continued rehabilitation of Green Gardens Apartments, preserving 99 units of permanent
supportive housing for persons transitioning from homelessness (City Council Goals 3.3,
4.3)
18. Implemented refinance of two Section 108 HUD loans originally issued in 2003, saving the
City approximately $350,000 over the final 10 years of repayment (City Council Goal 7.1).
19. Installed fourteen historic plaques through grant funds, for installation on specific
qualified downtown buildings (City Council Goal 4.4).
FY 2017-18 ACTION PLAN
Planning:
1. Begin initial stages of preparing a comprehensive update to the Metropolitan
Bakersfield General Plan; which was last fully updated in 2002 (City Council Goal 4.1).
2. Continue to provide technical assistance, land use advisement, and comments to the
High Speed Rail Authority (HSR) regarding their study of the new Locally Generated
Alternative (LGA) alignment and to assist in the Authority’s stated goal to release the
Supplemental Environmental Impact Report (SEIR) in Spring 2017 (City Council Goal 3.1,
3.2, 4.1, 4.4).
3. Complete the final stages of the “Making Downtown Bakersfield Vision Plan” in
accordance with the Milestones established in the Grant Agreement (City Council
Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).
4. Transition to Site Plan Review stage of the “Bakersfield Commons Project” to facilitate
construction of the approved “lifestyle center” with new residential, commercial,
recreational, hospital and warehousing uses (City Council Goals 4.1, 5.2).
187
6011– Planning continued
5. Complete land use entitlements for the “East Hills Mall” to facilitate revitalization and
rehabilitation of the long underutilized shopping Center and bring increased amenities
to the residents of East Bakersfield (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).
6. Review existing zone ordinance provisions for “Floor Area Ratio” limitations and
analyze/identify potential updates (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).
7. Continue efforts to secure funding and work on plan components for the next phases
for the new Bakersfield Regional Habitat Conservation Plan with federal wildlife grants
(City Council Goal 4.1).
8. Continue the preparation of an Environmental Impact Report for the Olive Drive/SR 99
Walmart project (City Council Goal 4.1).
9. Continue to provide administrative support staff for the existing MBHCP Trust Group
(City Council Goal 4.1).
10. In accordance with the City of Bakersfield CEQA Implementation Procedures, continue
to act at the CEQA Coordinator for City Departments; and continue to provide CEQA
opinions and assistance as needed (City Council Goal 4.1).
11. Assist the City Manager’s Office with review of plans for Bike Path Improvements along
the Friant-Kern Canal; north of Kern River and South of Seventh Standard Road (City
Council Goal 2.6).
12. Coordinate with LAFCO and the City Manager’s office regarding processing of
annexations (City Council Goal 4.1).
13. Work with LAFCO and Kern County to annex “Island” and “Infill” areas such as the
Dennen island area, to provide benefits to the residents (City Council Goal 4.1).
14. Continue monitoring regional planning efforts through the Kern Council of
Governments (City Council Goal 4.1).
15. Complete processing of general plan amendments, zone changes, subdivision maps,
conditional use permits, site plan reviews and other applications in a timely and
efficient manner. (City Council Goal 4.1).
16. Implement the Novus electronic agenda management system for Board of Zoning
Adjustment (BZA) meetings (City Council Goal 4.1).
17. Continue to act in an advisory capacity to the Downtown Bakersfield Development
Corporation (City Council Goals 3.1, 4.4).
18. Review all requested General Plan Amendments to ensure that they were consistent
with the policies of the General Plan, Planning Commission and City Council; and also
to promote orderly development.
19. Conduct appropriate level of environmental review pursuant to the requirements of the
California Environmental Quality Act (CEQA); including appropriate analysis for
Greenhouse Gas emissions and compliance with recent environmental legislation.
188
6011– Planning continued
SERVICE LEVEL INDICATORS
(by application type)
FY 15-16
Actual
FY 16-17
Projected
FY 17-18
Proposed
Concurrent (Gen Plan Amend/Zone Change) 11 3 8
Conditional Use Permits 23 35 35
General Plan Amendments 1 1 1
Home Occupations 305 210 225
Land Divisions 30 10 20
Site Plan Reviews 73 88 85
Zone Changes 4 5 5
Zoning Modifications 14 5 15
Annexations 0 0 5
Economic Development:
1. Continue to market and facilitate efforts to develop the City-owned South Mill Creek
property located at P and Q Street, north of California Avenue (City Council Goals 3.1,
3.2, 4.4, 5.1).
2. Pursue funding opportunities to protect, improve, and diversify the economy of
Bakersfield (City Council Goal 5.1).
3. Meet with private developers and conduct outreach to demonstrate the willingness of
the City to work with developers to design new commercial centers that incorporate
“place-making” concepts such as amenities and open space (City Council Goal 3.1).
4. Distribute the new “Downton Incentive Letter” to developers interested in locating new
businesses Downtown. Offered items include: Pre-application review assistance,
expeditious permit processing, parking reductions, reduced traffic impact fees, proximity
to downtown business district, and access to downtown interest groups, potential
grants/loans for job creation, and more (City Council Goals 3.1, 3.2, 4.4, 5.1).
5. Pursue Implementation of the EPA Brownfields Grant, which is a Community-wide
Assessment Grants for Petroleum ($200,000) and Hazardous Substances to study and
identify opportunities for infill and redevelopment of potential brownfields within the City
(City Council Goals 3.1, 3.2, 4.4, 5.1).
6. Work with project proponents on various commercial centers to incorporate unique
amenities that provide the public with desirable development (City Council Goal 3.1).
7. Provide assistance and technical support to the to the Downtown PBID Stakeholders
group to establish a Property-based business Improvement District (PBID) (City Council
Goal 3.1).
189
6011– Planning continued
8. Work with Keep Bakersfield Beautiful to highlight the Basque community in the Old Town
Kern area by focusing on streetscapes, additional lighting, planting trees and flowers,
and painting murals (City Council Goal 3.1).
9. Create specific implementation policies for the Economic Opportunity Area (EOA Plan)
(City Council Goals 3.1, 4.1, 4.4, 5.1).
10. Establish Implementation Strategies to building upon the existing conditions report,
prepared for the Downtown Bakersfield Vision Plan, which identified vacant and
underutilized parcels in the downtown core as potential sites for development. The
existing conditions report identified current growth trends would add 920,000 square feet
(sf) of Office, 4,130 residential units, 412,479 sf of retail and 1,141 hotel rooms downtown
by 2030 (City Council Goals 3.1, 4.1, 4.4, 5.1).
11. Participate and play a coordinating role in the County-City Workforce Development
Project (City Council Goal 5.1).
12. Complete rehabilitation of the 99-unit Green Gardens Apartments permanent supportive
CHDO housing project using various housing resources (City Council Goals 3.3, 4.3).
13. Complete construction of the Mill Creek Village (formerly 19
th Street Senior Housing)
development, providing 63 affordable housing units and 100 space parking structure as
part of the Mill Creek Development (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
14. Initiate construction on the second phase of the Creekview Villas Townhome
development in South Mill Creek (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
15. Continue working diligently with the Successor Agency to complete the remaining
Proposition 1C enforceable projects and contracts in support of the Mill Creek project
(City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).
16. Prepare the annual funding application process for federal entitlements of the CDBG,
HOME Investment Partnership and ESG programs (City Council Goals 2.1, 2.3, 4.3, 4.4).
17. Provide assistance to public services and facilities for seven non-profit organizations
providing emergency shelter and transitional support, provision of food for low-income
residences, providing fair housing education, outreach and services, and senior activities
(City Council Goal 4.3).
18. Provide $2 million in CDBG financial assistance and co-administer nine capital
improvement program activities (City Council Goals 2.1, 3.1, 4.4).
19. Assist 10 disabled households through the home accessibility grant program (City Council
Goal 3.3, 4.3).
20. 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 (City Council Goal 4.3).
21. Implement the Economic Opportunity Area Plan to promote economic growth within
specific geographic areas throughout Bakersfield (City Council Goals 3.1, 4.1, 4.4, 5.1).
190
6011– Planning continued
22. Implement programs and activities identified in the FY 2014-2015 HUD Action Plan,
including CDBG-funded CIP projects, housing activities, and public facilities (City Council
Goals 2.1, 3.1, 3.2, 4.3, 4.4, 6.2).
23. Continue to assist the Downtown Bakersfield Development Corporation in forming a new
Business Improvement District for the downtown area (City Council Goals 3.1, 4.4).
24. Continue to provide staff support to the Historic Preservation Commission and continue
development of the Mills Act Ordinance (City Council Goal 4.4).
25. Begin to implement a Mills Act program for the City based on State law that provides a
reduction in property tax for qualified historic properties that elect to enter into a
requisite contract with the City (City Council Goal 4.4).
SERVICE LEVEL INDICATORS FY 15-16
Actual
FY 16-17
Projected
FY 17-18
3URSRVed
Home Access Grant Program 15 15 17
Fair Housing Education, Outreach and Counseling 430 450 600
Down payment Assistance Loans 20 20 4
Economic development information requests1 125 125 125
Project assistance/business retention requests2 00 0
191
PLANNING
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 2,330,494 $ 2,314,691 $ 2,314,691 $ 2,288,899
Operating 6,094,471 2,352,619 2,746,490 2,657,818
Capital ----
Total $ 8,424,965 $ 4,667,310 $ 5,061,181 $ 4,946,717
SOURCE OF FUNDS:
General Fund $ 1,042,651 $ 1,134,153 $ 1,134,153 $ 1,236,212
Development Services Fund 864,516 832,398 832,398 740,965
Comm. Dev. Block Grant 1,102,270 1,589,477 1,859,393 1,852,459
HOME Program 2,208,759 1,111,282 1,235,237 1,117,081
ARRA HUD Stimulus Fund 120,850 ---
Successor Agency-Housing 1,505,025 ---
Total $ 6,844,071 $ 4,667,310 $ 5,061,181 $ 4,946,717
192
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 2016-17 ACCOMPLISHMENTS
1. Adopted the 2016 California Building Codes and provided training to the Building
Industry to ensure a smooth transition (City Council Goal 5.1).
2. Continued the implementation of the river bed encampment abatement policy
in conjunction with the Kern County Homeless Collaborative and the Greater
Bakersfield Legal Assistance group (City Council Goal 6.1).
3. Updated the Code Enforcement webpage to include clear information
regarding our administrative process and contact information for the public to
utilize for questions or concerns. (City Council Goal 5.1).
FY 2017-18 ACTION PLAN
1. Continue to provide guidance to developers and architects for bicycle parking
related to commercial construction projects. Ensure our preferred bicycle racks
are used on private projects (City Council Goal 2.5).
2. Continue to develop a small scale proactive Code Enforcement program to include CDBG components for small repair and demolition. The Program will be
specific to areas within the City’s Low-Mod Area (City Council Goals 4.4, 6.1).
3. Complete the remodel of the first floor of the Community Development Services
Building to provide a more professional atmosphere along with a more efficient
use of personnel (City Council Goals 4.1, 7.1).
4. Continue updating and implementing a user friendly comprehensive website
illustrating and explaining major functions provided by the Building Division
including forms and informational handouts (City Council Goal 5.1).
5. Explore electronic plan submittal and plan checking software to provide a more
convenient and efficient permitting process for the development community
193
6021– Building continued
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY16/17
Permit History
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY16/17
Va
l
u
a
t
i
o
n
s
i
n
M
i
l
l
i
o
n
s
Permit Valuations
(Valuations are in Millions $)
194
BUILDING
EXPENDITURES:
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Personnel $ 4,842,147 $ 4,882,274 $ 4,929,210 $ 4,777,353
Operating 529,890 779,476 783,965 775,907
Capital 1,790 ---
Total $ 5,373,827 $ 5,661,750 $ 5,713,175 $ 5,553,260
SOURCE OF FUNDS:
General Fund $ 2,145,293 $ 2,172,578 $ 2,224,003 $ 2,139,050
Development Services Fund 3,228,534 3,489,172 3,489,172 3,414,210
Total $ 5,373,827 $ 5,661,750 $ 5,713,175 $ 5,553,260
195
NON-DEPARTMENTAL
Non
NON-DEPARTMENTAL
Actual
2015-16
Adopted
Budget
2016-17
Amended
Budget
2016-17
Proposed
2017-18
Non-Departmental $ 6,971,996 $ 9,100,560 $ 8,450,560 $ 11,008,642
Total $ 6,971,996 $ 9,100,560 $ 8,450,560 $ 11,008,642
SOURCE OF FUNDS:
General Fund $ 6,307,107 $ 6,699,125 $ 6,699,125 $ 9,514,690
Development Services Fund 284,697 321,682 321,682 355,456
T.O.T. Fund 95,943 79,753 79,753 88,496
Park Development (NOR)4,065 ---
COF - Local Trip 169,168 --1,050,000
TDF TRIP Local Match 31,371 ---
COF Utility/Road Funds 79,645 2,000,000 1,350,000 -
Total (a) (b)$ 6,971,996 $ 9,100,560 $ 8,450,560 $ 11,008,642
(a) Does not include debt service or interfund transfers
(b) Items of note included in the 2017-18 non-departmental budget include:
1) Council Contigency of $25,000
1) City's Share of Cost for LAFCO
1) City Contribution to Bakersfield Symphony Orchestra and Beale Park Band
197
SPECIAL FUNDS
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.
198
Special Revnue Funds Continued
!CUPA/UASI – Certified Union Program Agency (CUPA) is used to account for fire
prevention activities. City businesses pay fees for one or more activities, such as
hazardous materials, fuel storage tanks, fire alarms, sprinklers, etc. The Urban Area
Security Initiative (UASI) is used to account for program funds directed at
improving homeland security capabilities within high-risk, high density urban areas.
The Bakersfield Fire Department was designated the single point of contact as per
the UASI grant guidelines.
!Supplemental Law Enforcement Safety Fund - Used to account for the City’s share,
based upon population of the Supplemental Law Enforcement Block Grant
commencing with the State’s 1996-97 fiscal year and other categorical public
safety grants.
!Transient Occupancy Tax Fund – Used to account for the general revenues
provided by a 12 percent room tax (M.C. 3.40) and the operation and debt
obligations related to Rabobank Arena complex, ice rink and the Bakersfield
Convention and Visitors Bureau.
199
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 172,315 $ 272,679 $ 272,679 $ 545,150
Revenues
Intergovernmental Revenue 3,046,088 4,450,590 5,928,190 3,925,648
Miscellaneous Revenue 177,897 168,868 168,868 175,868
Total Revenues 3,223,985 4,619,458 6,097,058 4,101,516
Expenditures
Personnel 522,858 544,798 544,798 501,884
Operating 579,412 1,314,595 1,627,685 1,350,575
Total Operating 1,102,270 1,859,393 2,172,483 1,852,459
Capital Improv. Projects 1,551,240 1,994,724 3,159,234 1,755,690
Total Expenditures 2,653,510 3,854,117 5,331,717 3,608,149
Transfers
Transfers Out (470,111)(492,870)(492,870)(500,324)
Fund Balance - June 30 $ 272,679 $ 545,150 $ 545,150 $ 538,193
200
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
HOME INVESTMENT PARTNERSHIP PROGRAM FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 183,664 $ 26,678 $ 26,678 $ 164,154
Revenues
Intergovernmental Revenue 2,150,301 1,342,713 4,524,348 1,087,081
Miscellaneous Revenue 63,727 30,000 30,000 30,000
Total Revenues 2,214,028 1,372,713 4,554,348 1,117,081
Expenditures
Personnel 77,232 88,343 88,343 94,839
Operating 1,971,527 1,146,894 3,366,166 1,022,242
Total Operating 2,048,759 1,235,237 3,454,509 1,117,081
Capital Improv. Projects 322,255 -962,363 -
Total Expenditures 2,371,014 1,235,237 4,416,872 1,117,081
Fund Balance - June 30 $ 26,678 $ 164,154 $ 164,154 $ 164,154
201
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
NEIGHBORHOOD STABILIZATION PROGRAM
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 172,920 $ 277,715 $ 277,715 $ 277,715
Revenues
Miscellaneous Revenue 104,795 ---
Total Revenues 264,795 -141,352 -
Expenditure
Personnel ----
Operating 160,000 -141,352 -
Total Expenditures 160,000 -141,352 -
Fund Balance - June 30 $ 277,715 $ 277,715 $ 277,715 $ 277,715
202
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
FEDERAL TRANSPORTATION FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $1$-$-$-
Revenues
Intergovernmental Revenue 4,354,918 8,685,053 21,575,319 8,737,505
Total Revenues 4,354,918 8,685,053 21,575,319 8,737,505
Expenditures
Capital Improv. Projects 4,354,919 8,685,053 21,575,319 8,737,505
Total Expenditures 4,354,919 8,685,053 21,575,319 8,737,505
Fund Balance - June 30 $-$-$-$-
203
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
THOMAS ROADS IMPROVEMENT PROGRAM(TRIP)
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 242,939 $ 242,941 $ 242,941 $ 242,941
Revenues
Intergovernmental Revenue 105,148,551 -265,878,520 17,286,791
Expenditures
Capital Improv. Projects 105,148,549 -265,878,520 17,529,732
Total Expenditures 105,148,549 -265,878,520 17,529,732
Fund Balance - June 30 $ 242,941 $ 242,941 $ 242,941 $-
204
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
STATE TRANSPORTATION FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ (2)$-$-$-
Revenues
Intergovernmental Revenue 728,719 1,286,140 3,416,204 553,868
Charges for Services 171,915 500,000 828,085 -
Miscellaneous Revenue 2,113 1,000 1,000 1,000
Total Revenues 902,747 1,787,140 4,245,289 554,868
Expenditures
Operating 288,504 476,310 476,310 554,868
Capital Improv. Projects 614,241 1,310,830 3,768,979 -
Total Expenditures 902,745 1,787,140 4,245,289 554,868
Fund Balance - June 30 $-$-$-$-
205
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
GAS TAX FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 11,214,125 $ (925,540)$ 13,795,177 $ (217,043)
Revenues
Intergovernmental Revenue 7,402,208 7,210,000 7,185,000 7,450,000
Total Revenues 7,581,346 7,275,000 7,298,450 7,515,000
Expenditures
Capital Improv. Projects 5,000,294 6,589,953 21,310,670 7,285,024
Total Expenditures 5,000,294 6,589,953 21,310,670 7,285,024
Transfers
Fund Balance - June 30 $ 13,795,177 $ (240,493)$ (217,043)$ 12,933
206
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
TRAFFIC SAFETY FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 56,875 $ 218,604 $ 218,604 $ 470,604
Revenues
Charges for Services 185,144 250,000 180,000 190,000
Fines and Forfeits 1,214,954 1,100,000 1,400,000 1,200,000
Miscellaneous Revenue 3,111 2,500 4,000 2,500
Total Revenues 1,403,209 1,352,500 1,584,000 1,392,500
Expenditures
Operating 641,480 782,000 782,000 753,000
Total Expenditures 641,480 782,000 782,000 753,000
Transfers
Transfers Out (600,000)(550,000)(550,000)(550,000)
Fund Balance - June 30 $ 218,604 $ 239,104 $ 470,604 $ 560,104
207
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
CUPA/UASI FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 496,593 $ 384,775 $ 560,724 $ 406,951
Revenues
Intergovernmental Revenue 11,915 ---
Licenses and Permits 237,147 222,425 241,500 324,340
Charges for Services 1,015,176 1,000,720 1,072,500 1,053,500
Miscellaneous Revenue 4,986 3,000 4,000 5,300
Total Revenues 1,269,224 1,226,145 1,318,000 1,383,140
Expenditures
Personnel 771,373 884,139 884,139 973,937
Operating 304,762 395,185 564,423 411,981
Capital Outlay 128,958 16,500 23,211 16,500
Total Expenditures 1,205,093 1,295,824 1,471,773 1,402,418
Transfers In 20,000 ---
Fund Balance - June 30 $ 560,724 $ 315,096 $ 406,951 $ 387,673
208
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 659,041 $ 848,650 $ 848,650 $ 815,401
Revenues
Intergovernmental Revenue 781,379 577,572 746,938 583,850
Miscellaneous Revenue 7,346 4,000 5,000 4,000
Total Revenues 788,725 581,572 751,938 587,850
Expenditures
Personnel 444,240 51,370 51,370 65,945
Operating 113,864 389,590 393,185 517,905
Capital Outlay 41,012 305,978 340,632 -
Total Expenditures 599,116 746,938 785,187 583,850
Fund Balance - June 30 $ 848,650 $ 683,284 $ 815,401 $ 819,401
209
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
TRANSIENT OCCUPANCY TAX
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 3,103,925 $ 2,318,780 $ 2,437,177 $ 1,619,600
Revenues
Taxes and Assessments 9,450,710 8,550,000 9,000,000 9,000,000
Intergovernmental Revenue 7,500 ---
Charges for Services 7,211,624 7,025,000 7,025,000 7,130,000
Miscellaneous Revenue 1,621,649 1,229,975 1,229,975 1,220,000
Total Revenues 18,291,483 16,804,975 17,254,975 17,350,000
Expenditures
Personnel 5,379,718 2,979,454 2,979,454 4,244,354
Operating 3,412,436 5,244,850 5,363,247 4,104,235
Capital Leases 3,141,150 3,131,900 3,131,900 3,132,400
Total Expenditures 11,933,304 11,356,204 11,474,601 11,480,989
Transfers
Transfers Out (7,024,927)(6,597,951)(6,597,951)(6,547,980)
Fund Balance - June 30 $ 2,437,177 $ 1,169,600 $ 1,619,600 $ 940,631
Analysis of Fund Balance
Capital Lease Reserve $ 900,000 $ 900,000 $ 900,000 $ 900,000
Unreserved 1,537,177 269,600 719,600 40,631
Total $ 2,437,177 $ 1,169,600 $ 1,619,600 $ 940,631
210
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.
211
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
EQUIPMENT MANAGEMENT FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 32,477,386 $ 21,967,742 $ 27,423,021 $ 20,169,504
Revenues
Intergovernmental Revenue 21,428 --311,250
Charges for Services 22,321,901 23,319,757 23,325,257 23,899,868
Fines and Forfeits 550,000 ---
Miscellaneous Revenue 718,582 260,000 335,000 150,000
Total Revenues 23,611,911 23,579,757 23,660,257 24,361,118
Expenditures
Personnel 4,713,549 4,922,566 4,922,566 5,271,450
Operating 16,699,919 12,063,264 12,112,128 12,470,092
Capital Outlay 9,010,800 8,333,765 13,649,485 9,113,504
Total Operating 30,424,268 25,319,595 30,684,179 26,855,046
Capital Improv. Projects 24,305 335,000 425,695 450,000
Total Expenditures 30,448,573 25,654,595 31,109,874 27,305,046
Transfers
Transfers In 1,782,297 196,100 196,100 2,049,616
Fund Balance - June 30 $ 27,423,021 $ 20,089,004 $ 20,169,504 $ 19,275,192
212
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SELF INSURANCE FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 5,301,411 $ 810,060 $ 1,315,924 $ (623,883)
Revenues
Charges for Services 10,466,044 9,810,980 9,860,980 9,840,257
Miscellaneous Revenue 1,084,757 1,197,518 719,735 585,000
Total Revenues 11,550,801 11,008,498 10,580,715 10,425,257
Expenditures
Personnel 2,852,304 2,803,964 2,803,964 2,826,211
Operating 12,363,221 9,014,594 9,520,458 9,249,625
Total Expenditures 15,215,525 11,818,558 12,324,422 12,075,836
Transfers
Transfers Out (320,763)(196,100)(196,100)-
Fund Balance - June 30 $ 1,315,924 $ (196,100)$ (623,883)$ (2,274,462)
213
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.
214
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
ASSESSMENT DISTRICTS FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 13,209,711 $ 10,533,805 $ 10,818,805 $ 10,608,538
Revenues
Taxes and Assessments 5,588,006 5,825,383 5,825,383 5,691,923
Charges for Services 20,200 ---
Miscellaneous Revenue 123,467 ---
Other Financing Sources 13,279,999 ---
Total Revenues 19,011,672 5,825,383 5,825,383 5,691,923
Expenditures
Operating 28,798 91,000 91,000 49,500
Debt Service 21,347,970 5,659,650 5,659,650 5,653,573
Total Operating 21,376,768 5,750,650 5,750,650 5,703,073
Capital Improv. Projects 25,810 -285,000 52,000
Total Expenditures 21,402,578 5,750,650 6,035,650 5,755,073
Fund Balance - June 30 $ 10,818,805 $ 10,608,538 $ 10,608,538 $ 10,545,388
215
Capital Improvement Program Funds
!Capital Outlay Fund - To account for the cost of capital projects financed primarily
by general revenues.
!Capital Outlay – Utility/Road Fund – To account for the 1 percent local utility
surcharge for gas and electricity and the additional 0.5 percent revenue per the
City’s franchise agreement with Pacific Gas and Electric. The City Council
specifically earmarked these revenues for roads programs. On May 1, 2013, the
City Council adopted Ordinance No. 4726 which established the Roads Program
Utility Franchise Fee and Surcharge Fund. The ordinance requires specific utility
surcharge revenues accrue directly into the fund.
!Recreation Facilities Fund - To account for the City's share of the State of general
obligation bonds authorized by Proposition 12 park bond issue and Proposition 13
water bond issue, which were approved by voters in March 2000, and other major
revenue sources for Park and Recreation Capital projects.
!Park Improvement Fund - On November 7, 1990, the City Council adopted
Ordinance No. 3327 establishing a fee for the purpose of developing, improving
and/or enhancing public parks and recreation facilities serving the residential
development. The fee is calculated in relationship to the number of people
residing in the development and the current estimated cost of constructing a
park. The fee is set by resolution on a per unit basis.
!Transportation Development Fund - The adopted Metropolitan Bakersfield General
Plan mandated that a Transportation Impact Fee be developed to mitigate
impacts of new development on the regional circulation system. The City Council
adopted the fee program on January 28, 1992 and the Kern County Board of
Supervisors adopted a similar fee program on April 6, 1992. The fee is collected at
the building permit stage and the amount of the fee is directly related to the
individual project's traffic generation potential. A portion of these funds is
allocated to serve as the Local Match for the Thomas Roads Improvement
Program.
!TDF TRIP Local Match Fund – To account for the Traffic Impact Fees which are used
to meet local match requirements for Federal resources specific to Thomas Roads
Improvement Program.
216
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
CAPITAL OUTLAY FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 15,027,237 $ 4,234,586 $ 8,620,796 $ 3,950,255
Revenues
Intergovernmental Revenue 146,759 709,766 994,247 -
Charges for Services ----
Fines and Forfeits 54,365 -113,869 400,000
Miscellaneous Revenue 836,177 60,000 802,326 35,000
Other Financing Sources -(70,885)165,985 -
Total Revenues 1,037,301 698,881 2,076,427 435,000
Expenditures
Capital Improv. Projects 12,250,753 7,560,212 13,313,968 6,680,162
Total Expenditures 12,250,753 7,560,212 13,313,968 6,680,162
Transfers
Transfers In 7,320,000 6,567,000 6,567,000 6,300,000
Transfers Out (2,512,989)---
Transfers In/(Out)4,807,011 6,567,000 6,567,000 6,300,000
Fund Balance - June 30 $ 8,620,796 $ 3,940,255 $ 3,950,255 $ 4,005,093
Analysis of Fund Balance
Facilities Reserve $ 3,777,195 $ 3,247,195 $ 3,247,195 $ 3,247,195
Unreserved 4,843,601 693,060 703,060 757,898
Total $ 8,620,796 $ 3,940,255 $ 3,950,255 $ 4,005,093
217
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
CAPITAL OUTLAY FUND - LOCAL TRIP
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $-$ 12,849,468 $ 43,412,977 $ 3,127,982
Revenues
Intergovernmental Revenue 155,481 ---
Charges for Services 876,955 ---
Miscellaneous Revenue 7,211 32,500 11,500 3,000
Total Revenues 1,039,647 32,500 11,500 3,000
Expenditures
Operating 169,168 -482,708 1,050,000
Total Operating 169,168 -482,708 1,050,000
Capital Improv. Projects 10,491,409 9,732,986 39,813,787 1,021,333
Total Expenditures 10,660,577 9,732,986 40,296,495 2,071,333
Transfers
June 30 Fund Balance $ 43,412,977 $ 3,148,982 $ 3,127,982 $ 1,059,649
218
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
CAPITAL OUTLAY - UTILITY/ROAD FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 2,487,858 $ 718,018 $ 6,213,159 $ 373,018
Revenues
Taxes and Assessments 5,564,794 5,500,000 5,500,000 5,550,000
Intergovernmental Revenue (12,449)---
Fines and Forfeits ----
Miscellaneous Revenue (16,605)5,000 5,000 1,000
Total Revenues 5,535,740 5,505,000 5,505,000 5,551,000
Expenditures
Operating 79,645 1,350,000 1,400,354 -
Total Operating 79,645 1,350,000 1,400,354 -
Capital Improv. Projects $ 1,730,794 $ 4,500,000 $ 9,944,787 $ 5,500,000
Total Expenditures 1,810,439 5,850,000 11,345,141 5,500,000
Fund Balance - June 30 $ 6,213,159 $ 373,018 $ 373,018 $ 424,018
219
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
RECREATION FACILITIES FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $-$ (63,504)$ (63,504)$-
Revenues
Intergovernmental Revenue 964,172 -84,398 -
Total Revenues 964,172 -84,398 -
Expenditures
Capital Improv. Projects 1,027,676 -84,398 -
Total Expenditures 1,027,676 -84,398 -
Fund Balance - June 30 $ (63,504)$ (63,504)$ (63,504)$-
220
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
PARK IMPROVEMENT FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 8,608,674 $ 1,501,921 $ 9,347,117 $ 756,921
Revenues
Taxes and Assessments 2,055,551 1,585,000 1,725,000 1,525,000
Miscellaneous Revenue 88,065 40,000 50,000 50,000
Total Revenues 2,143,616 1,625,000 1,775,000 1,575,000
Expenditures
Operating 4,065 ---
Debt Service -400,000 1,038,875 200,000
Capital Improv. Projects 1,401,108 2,120,000 9,326,321 1,815,000
Total Expenditures 1,405,173 2,520,000 10,365,196 2,015,000
Fund Balance - June 30 $ 9,347,117 $ 606,921 $ 756,921 $ 316,921
221
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
TRANSPORTATION DEVELOPMENT FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 5,685,325 $ 921,097 $ 7,255,080 $ 3,242,659
Revenues
Taxes and Assessments 15,742,779 13,000,000 15,000,000 13,000,000
Intergovernmental Revenue ----
Charges for Services ----
Miscellaneous Revenue 89,421 (91,438)3,206,438 40,000
Total Revenues 15,832,200 12,908,562 18,206,438 13,040,000
Capital Improv. Projects 735,780 2,602,000 12,218,859 2,795,700
Total Expenditures 737,445 2,602,000 12,218,859 2,795,700
Transfers
Transfers Out (13,525,000)(10,000,000)(10,000,000)(11,500,000)
Fund Balance - June 30 $ 7,255,080 $ 1,227,659 $ 3,242,659 $ 1,986,959
222
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
TDF TRIP LOCAL MATCH FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 44,545,144 $ 1,842,722 $ 38,450,045 $ 1,879,307
Revenues
Charges for Services 77,435 ---
Miscellaneous Revenue 350,275 100,000 200,000 100,000
Total Revenues 427,710 100,000 200,000 100,000
Expenditures
Personnel 1,019,614 1,047,302 1,047,302 974,670
Operating 89,594 116,113 173,652 111,170
Total Operating 1,109,208 1,163,415 1,220,954 1,085,840
Capital Improv. Projects 18,938,601 9,000,000 45,549,784 11,600,000
Total Expenditures 20,047,809 10,163,415 46,770,738 12,685,840
Transfers
Transfers In 13,525,000 10,000,000 10,000,000 11,500,000
Fund Balance - June 30 $ 38,450,045 $ 1,779,307 $ 1,879,307 $ 793,467
223
CITY OF BAKERSFIELD
MAJOR BRIDGE & THOROUGHFARE DISTRICTS
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17 Proposed2017-18
Fund Balance-July 1 $-$ 59,322 $ 59,322 $ 69,522
Revenues
Fines and Forfeits 23,409 10,000 10,000 -
Miscellaneous Revenue 461 200 200 200
Total Revenues 23,870 10,200 10,200 200
June 30 Fund Balance $ 59,322 $ 69,522 $ 69,522 $ 69,722
224
Debt Service Funds
!General Obligation Debt Service Fund - Used to accumulate monies for the
payment of $4,900,000 HUD Section 108 loans. The loans were issued in August
2003 with annual principal payments ranging from $161,000 to $381,000 plus
interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August
2023. Community Development Block Grant Funds are used to service this debt.
225
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
MUNICIPAL IMPROVEMENT DEBT SERVICE FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ (4)$-$-$-
Revenues
Miscellaneous Revenue 83,087 83,348 83,348 83,380
Total Revenues 83,087 83,348 83,348 83,380
Expenditures
Debt Service 630,026 653,046 653,046 645,056
Total Expenditures 630,026 653,046 653,046 645,056
Transfers
Transfers In 546,943 569,698 569,698 561,676
Fund Balance - June 30 $-$-$-$-
226
CITY OF BAKERSFIELD
SCHEDULE OF LONG-TERM DEBT OUTSTANDING
June 30, 2018
Principal Interest Total
General Fund:
Compensated Absences - Accrued -
Sick Leave and Vacation - Estimate 4,800,000 -4,800,000
Transient Occupancy Tax Fund:
Convention Center - Arena Projects
Series 2006A - Refunding COP 10,020,000 1,300,675 11,320,675
Series 2006B - Refunding COP 3,765,000 583,500 4,348,500
Community Development Block Grant Fund:
HUD Section 108 Loan, 2003 ($4.1 m)1,711,000 115,066 1,826,066
HUD Section 108 Loan, 2003 ($0.8 m)370,000 31,863 401,863
HUD Section 108 Loan, 2003($1.0 m)487,000 101,653 588,653
HUD Section 108 Loan, 2009 ($1.8 m)712,000 61,236 773,236
PG&E Retrofit Loan 15,475 -15,475
PG&E Retrofit Loan #2 129,992 -129,992
Wastewater Treatment Fund:
State Water Resources Loan 3,008,506 601,714 3,610,220
Sewer Revenue Bonds, 2007A 5,975,000 4,053,063 10,028,063
Sewer Bonds, 2012A ---
Sewer Bonds, 2015 A 145,500,000 70,578,250 216,078,250
Domestic Water Fund:
KVWA Water Rights 18,730,477 9,141,478 27,871,955
Successor Agency Fund:
Centennial Garden Reimb. 1997 6,000,000 -6,000,000
RDA - 2006 Arena COPS Series A 10,020,000 1,300,675 11,320,675
RDA - 2006 Arena COPS Series B 3,765,000 583,500 4,348,500
HUD Section 108 Loan, Millcreek South 2,682,000 851,172 3,533,172
HUD Section 108 Loan, Fire Station 5 1,065,000 330,651 1,395,651
HUD Section 108 Loan, 2003 ($1.0 m)487,000 101,653 588,653
I Bank - Millcreek 8,059,392 3,204,262 11,263,654
RDA Loans - Reimbursement to City 2,299,078 7,371 2,306,449
RDA-Tax Allocation Bond Series 2009A 1,665,000 937,314 2,602,314
RDA-Tax Allocation Bond Series 2009B 985,000 534,142 1,519,142
Special Assessment Districts (19)34,620,000 7,677,002 42,297,002
227
CITY OF BAKERSFIELD
SCHEDULE OF LONG-TERM DEBT MATURITIES
Principal Interest
Fiscal
Charges Total
Transient Occupancy Tax Fund-
Convention Center - Arena Projects 2,510,000 622,400 3,132,400
Community Development Block Grant Fund-
HUD Selection 108 Loans, 2003 499,000 84,704 583,704
PG & E Retrofit Loan 61,352 61,352
Trip Loc 2014 A
Park Improvement Fund:
Developer Reimbursement $ 200,000 $-$-$ 200,000
Wastewater Treatment Fund:
State Water Resources Loan 752,126 150,429 902,555
Sewer Revenue Bonds, 2007A 5,975,000 139,438 7,000 6,121,438
Sewer Revenue Bonds, 2015 A 5,000,000 7,275,000 7,000 12,282,000
Domestic Water Fund-
KCWA Water Rights 415,185 970,041 1,385,226
Mainline Extension Reimbursement 150,000 150,000
Successor Agency Fund:
Centennial Garden Reimb. 1997 1,200,000 1,200,000
RDA-2006 Arena COPS Series A 1,830,000 434,150 4,000 2,268,150
RDA - 2006 Arena COPS Series B 680,000 188,250 4,000 872,250
HUD Selection 108 Loans, Millcreek South 182,000 132,745 314,745
HUD Section 108 Loans, Fire Station 6 81,000 57,432 138,432
I Bank- Millcreek 277,736 246,328 24,178 548,242
RDA Reimbursement to City 968,092 29,541 997,633
RDA 2009 Tab - Series A 80,000 121,875 5,000 206,875
RDA 2009 Tab - Series B 45,000 69,781 5,000 119,781
Special Assessment Districts (19)4,010,000 1,631,573 12,000 5,653,573
Total Debt Service 24,916,491 12,153,687 68,178 37,138,356
228
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ENTERPRISE FUNDS
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 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 between "H" and Eye Streets and various surface parking lots within
the City.
229
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
WASTEWATER TREATMENT FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 64,508,289 $ 42,360,829 $ 52,154,799 $ 40,412,616
Revenues
Charges for Services 31,983,576 31,938,850 32,048,880 32,114,463
Fines and Forfeits 121,240 -4,250 -
Miscellaneous Revenue 1,554,936 402,250 904,401 459,500
Total Revenues 33,659,752 32,341,100 32,957,531 32,573,963
Expenditures
Personnel 6,073,572 6,538,012 6,538,012 6,950,163
Operating 27,429,320 8,425,722 8,433,719 8,453,589
Capital Outlay 37,869 62,000 62,000 73,000
Debt Service 15,639,696 19,618,370 19,618,370 19,305,993
Total Operating 49,180,457 34,644,104 34,652,101 34,782,745
Capital Improv. Projects 2,832,785 6,261,640 16,047,613 6,547,000
Total Expenditures 52,013,242 40,905,744 50,699,714 41,329,745
Transfers
Transfers In 13,000,000 12,000,000 12,000,000 12,000,000
Transfers Out (7,000,000)(6,000,000)(6,000,000)(6,132,310)
Transfers In/(Out)6,000,000 6,000,000 6,000,000 5,867,690
Fund Balance - June 30 $ 52,154,799 $ 39,796,185 $ 40,412,616 $ 37,524,524
Analysis of Fund Balance
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 4,200,000 4,200,000 4,200,000 4,200,000
Unreserved 31,954,799 19,596,185 20,212,616 17,324,524
Total $ 52,154,799 $ 39,796,185 $ 40,412,616 $ 37,524,524
230
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SEWER CONNECTION FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 5,377,227 $ 4,829,032 $ 4,829,032 $ 3,574,032
Revenues
Taxes and Assessments 69,501 50,000 70,000 50,000
Charges for Services 5,328,987 3,650,000 4,650,000 3,653,600
Miscellaneous Revenue 53,317 20,000 25,000 25,000
Total Revenues 5,451,805 3,720,000 4,745,000 3,728,600
Transfers
Transfers Out (6,000,000)(6,000,000)(6,000,000)(6,000,000)
Fund Balance - June 30 $ 4,829,032 $ 2,549,032 $ 3,574,032 $ 1,302,632
231
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
REFUSE SERVICE FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 14,274,660 $ 13,586,656 $ 14,246,570 $ 14,729,320
Revenues
Intergovernmental Revenue 3,108,138 3,767,000 3,616,309 3,851,167
Charges for Services 42,720,930 42,708,842 43,377,794 44,995,927
Miscellaneous Revenue 653,013 487,000 513,800 260,300
Total Revenues 46,482,081 46,962,842 47,507,903 49,107,394
Expenditures
Personnel 11,339,285 11,707,057 11,707,057 12,269,888
Operating 33,060,075 34,226,673 34,235,265 35,297,534
Capital Outlay 566,944 427,200 627,831 526,000
Total Operating 44,966,304 46,360,930 46,570,153 48,093,422
Capital Improv. Projects 274,621 -455,000 350,000
Total Expenditures 45,240,925 46,360,930 47,025,153 48,443,422
Transfers
Transfers Out (1,269,246)--(1,145,072)
Fund Balance - June 30 $ 14,246,570 $ 14,188,568 $ 14,729,320 $ 14,248,220
Analysis of Fund Balance
Cart Replacement Reserve $ 4,712,000 $ 5,354,000 $ 5,354,000 $ 5,354,000
Unreserved 9,534,570 8,834,568 9,375,320 8,894,220
Total $ 14,246,570 $ 14,188,568 $ 14,729,320 $ 14,248,220
232
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
AGRICULTURAL WATER FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 6,264,401 $ 4,060,036 $ 4,702,057 $ 4,879,384
Revenues
Charges for Services 2,767,873 3,749,000 5,453,701 5,231,529
Miscellaneous Revenue 139,966 25,000 25,000 25,000
Total Revenues 2,907,839 3,774,000 5,478,701 5,256,529
Expenditures
Personnel 1,647,107 1,967,960 1,967,960 1,736,107
Operating 2,752,161 2,683,893 2,717,567 2,335,734
Capital Outlay 5,346 7,500 7,500 7,500
Total Operating 4,404,614 4,659,353 4,693,027 4,079,341
Capital Improv. Projects 16,411 -608,347 640,000
Total Expenditures 4,421,025 4,659,353 5,301,374 4,719,341
Transfers
Transfers Out (49,158)--(278,614)
Fund Balance - June 30 $ 4,702,057 $ 3,174,683 $ 4,879,384 $ 5,137,958
233
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
DOMESTIC WATER FUNDS
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 47,518,372 $ 23,566,857 $ 40,073,348 $ 23,843,461
Revenues
Intergovernmental Revenue 56,513 -23,938 -
Charges for Services 21,808,449 22,222,700 23,209,319 23,826,681
Miscellaneous Revenue 449,152 247,000 453,839 272,000
Total Revenues 22,314,114 22,469,700 23,687,096 24,098,681
Expenditures
Personnel 1,381,295 1,200,206 1,200,206 1,509,056
Operating 22,459,360 19,499,431 19,633,045 19,369,059
Capital Outlay 67,176 67,000 83,252 67,000
Debt Service 1,621,306 1,643,855 1,643,855 1,535,226
Total Operating 25,529,137 22,410,492 22,560,358 22,480,341
Capital Improv. Projects 4,180,843 1,000,000 17,356,625 1,350,000
Total Expenditures 29,709,980 23,410,492 39,916,983 23,830,341
Transfers
Transfers Out (49,158)--(261,115)
Fund Balance - June 30 $ 40,073,348 $ 22,626,065 $ 23,843,461 $ 23,850,686
234
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
AIRPARK FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 758,057 $ 528,802 $ 617,570 $ 382,436
Revenues
Intergovernmental Revenue 230,678 1,545,600 1,752,292 280,000
Charges for Services 326,724 321,700 319,700 319,700
Miscellaneous Revenue 6,553 2,300 3,300 2,300
Total Revenues 563,955 1,869,600 2,075,292 602,000
Expenditures
Personnel 79,925 80,134 80,134 82,808
Operating 352,908 174,832 176,471 169,950
Total Operating 432,833 254,966 256,605 252,758
Capital Improv. Projects 271,609 1,759,400 2,053,821 355,000
Total Expenditures 704,442 2,014,366 2,310,426 607,758
Fund Balance - June 30 $ 617,570 $ 384,036 $ 382,436 $ 376,678
235
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
OFFSTREET PARKING FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 164,114 $ 124,588 $ 126,683 $ 110,838
Revenues
Charges for Services 134,404 134,500 148,500 148,500
Miscellaneous Revenue 4,224 2,500 3,500 2,500
Total Revenues 138,628 137,000 152,000 151,000
Expenditures
Operating 191,059 128,000 128,000 144,500
Capital Improv. Projects -32,750 32,750 68,000
Total Expenditures 191,059 160,750 160,750 212,500
Transfers
Transfers In 15,000 ---
Fund Balance - June 30 $ 126,683 $ 100,838 $ 117,933 $ 49,338
236
68&&(6625$*(1&< FUNDS
SUCCESSOR AGENCY FUND
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.
237
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SUCCESSOR AGENCY FUNDS
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 356,129 $ 357,921 $ 357,921 $ 357,921
Revenues
Taxes and Assessments 2,997,682 3,752,497 3,752,497 3,573,708
Intergovernmental Revenue --1,970,083 -
Charges for Services 3,141,150 3,131,900 3,131,900 3,132,400
Miscellaneous Revenue 1,793 ---
Total Revenues 6,140,625 6,884,397 8,854,480 6,706,108
Expenditures
Operating 43,380 250,000 250,000 40,000
Capital Outlay ----
Debt Service 6,095,453 6,634,397 6,634,397 6,666,108
Total Operating 6,138,833 6,884,397 6,884,397 6,706,108
Capital Improv. Projects --1,970,083 -
Total Expenditures 6,138,833 6,884,397 8,854,480 6,706,108
Transfers In 2,954,303 3,502,497 3,502,497 3,533,708
Transfers Out (2,954,303)(3,502,497)(3,502,497)(3,533,708)
Transfers In/(Out)----
Fund Balance - June 30 $ 357,921 $ 357,921 $ 357,921 $ 357,921
238
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SUCCESSOR HOUSING AGENCY FUND
Actual
2015-16
Amended
Budget
2016-17
Revised
Estimates
2016-17
Proposed
2017-18
Fund Balance-July 1 $ 3,709,501 $ 673,346 $ 5,745,432 $ 829,492
Revenues
Taxes and Assessments 1,424,064 -761,146 -
Miscellaneous Revenue 2,127,972 ---
Total Revenues 3,552,036 -761,146 -
Expenditures
Operating 1,515,676 35,000 2,801,905 35,000
Total Operating 1,515,676 35,000 2,801,905 35,000
Capital Improv. Projects 429 570,000 2,875,181 -
Total Expenditures 1,516,105 605,000 5,677,086 35,000
Fund Balance - June 30 $ 5,745,432 $ 68,346 $ 829,492 $ 794,492
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CAPITAL IMPROVEMENTS
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Alan Tandy· City Manager
May 10, 2017
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: ALAN TANDY, CITY MANAGER
SUBJECT: FISCAL YEAR 2017-2022 CAPITAL IMPROVEMENT PROGRAM SUMMARY
Submitted for your information is the proposed Capital Improvement Program
(CIP) Budget five-year plan for the period of 2017-2022, which totals $419,650,884.
The CIP facilitates long-range capital planning for projects that will service the
City of Bakersfield’s infrastructure over a considerable period. The proposed CIP
budget for FY 2017-18 totals $74,532,146 as summarized below:
Department FY 2017-2018
Arena $ 700,000
Community Development 25,000
Finance Department 22,500
Fire Department 140,000
Public Works 69,516,436
Water Resources 1,990,000
Recreation and Parks 2,138,210
Total $ 74,532,146
An itemized listing of proposed projects, as well as projects included in the five-
year plan, is included for your review. This listing identifies the funding source and
240
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
proposed budget for each project included in the five-year plan. Funding may
come from various sources, including, but not limited to: grants, taxes, user fees,
bond issues, transfers from other funds, or assessments. Many of the proposed
capital 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. The five-year CIP Plan provides the City Council with
information that allows the flexibility to address changing priorities as the
community grows.
This memorandum places emphases on proposed projects with a budget of
$100,000 or greater organized by Department.
Arena
Arena Video Board Replacement – This $700,000 project will replace the four
existing video boards on the center-hung scoreboard in Rabobank Arena. The
video boards are over 10 years old, no longer meet modern technology
standards and replacement parts have become more difficult to obtain. In
addition, there have been an increase in the number of issues that occur with
the pixels within the video boards. This results in dark squares appearing on the
board where it would otherwise contain graphics, resulting in a poor customer
experience. This project will replace the existing boards with high-definition ready
panels.
Community Development
Community Development Building Rehabilitation – This $25,000 project provides
the final funding needed to complete the rehabilitation of the Community
Development building located at 1715 Chester Ave. Previous year capital
funding allowed for the remodel of the first floor lobby and permit counter areas.
The project will allow for the completion of the first floor conference room and
auxiliary spaces. These areas will be utilized by staff for meetings, hearings and
other gatherings. Currently, the conference room space within the building is
limited to other floors not immediately accessible by the public.
Finance Department
Parking Garage Camera Upgrade – This $22,500 project will install new security
cameras within the 18th and Eye Street Parking Garage facility.
241
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
Fire Department
Fire Station No. 2 Bathroom and Locker Room Facilities Rehabilitation – This
$140,000 project will modernize the existing bathroom at Fire Station No. 2 as well
as revamp the locker room area. Constructed in 1906, the facility is the oldest
active Fire Station operated by the City. The previous remodel of the bathroom
facilities occurred in 1985.
Public Works
Thomas Roads Improvement Program
Centennial Corridor – $36.6 million is budgeted within various funds for the
construction phases of the Centennial Corridor project. Funding is included for the
necessary cash flow as called for under the long-term financing plan for the
project. In addition, funds are proposed to be allocated for various construction
activities of the mainline connection, including sound walls and local streets.
Funding sources for this project include federal earmark funds, Transportation
Development Funds, Sewer Enterprise Funds, Gas Tax Funds and Utility Surcharge
Funds.
Truxtun Avenue Operational Improvement Project – This project will make
operational improvements along Truxtun Avenue, from Empire Drive to Elm Street.
This includes the widening of Truxtun Avenue from four to six lanes. Initial funding
for the construction of this project was previously programmed in FY 2016-17.
Additional $2,655,900 of Federal CMAQ funds are proposed to be programmed
in FY 2017-18 for construction of the project.
Brighton Park Sound Wall – This proposed project will construct a wall of varying
height on top of a dirt berm to be located just east of Allen Road between the
Westside Parkway and the recharge basins south of the freeway. This $986,000
project is proposed to be funded by County Local TRIP funds.
Community Development Block Grant
CDBG projects with the Public Works Department totaling $1,484,480 are
proposed for FY 2017-18.
Brundage, Union, 4th Street, and Kern Island Canal Area – The Public Works
Department analyzed this project’s location and subsequently prepared a master
plan for drainage and pedestrian accessibility improvements in FY 13/14. This
$612,251 project, which reflects the final year of this multi-year project, installs
242
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
sidewalk, curb and gutter, handicap ramps, cross-gutters, and drainage
improvements at those locations defined in the Master Plan.
California, Verde, Chester, and ‘A’ Streets Area – This $300,000 project installs
sidewalk, curb and gutter, handicap ramps, and cross-gutters, where needed,
within the area bound by California, Verde, Chester, and “A” Streets to improve
drainage and pedestrian access.
Flower, Kentucky, Beale, and Virginia Area – This $300,000 project installs sidewalk,
curb and gutter, handicap ramps, and cross-gutters within the area bound by
Flower, Kentucky, Beale, and Virginia Streets to improve drainage.
South ‘H’ Street, El Toro, Belle Terrace, and Ming Avenue Area – This $272,229
project installs sidewalk, curb and gutter, handicap ramps, and cross-gutters,
where needed, within the area bound by South ‘H’ Street, El Toro, Belle Terrace,
and Ming Avenue.
Intermodal Surface Transportation Efficiency Act Fund (ISTEA)
A total of $8,737,505 is requested within the ISTEA Fund for FY 2017-18. While
amounts budgeted within the ISTEA Fund are reimbursable with federal, the
proposed projects also require a local match.
Pavement Rehabilitation (Regional Surface Transportation Program) – As part of
the ongoing federal pavement rehabilitation program, the proposed projects will
rehabilitate pavement along the following road segments:
‘A’ Street from Brundage Lane to California Avenue – This $1,560,000 project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
this project is comprised of $1,287,328 in federal funding, with Capital Outlay funds
providing a $272,672 local match.
Auburn Street from Oswell Street to Fairfax Road – This $938,000 project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
this project is comprised of $773,273 in federal funding, with Capital Outlay funds
providing a $164,727 local match.
Hughes Lane from Wilson Road to Ming Avenue – This $881,000 project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
243
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
this project is comprised of $725,983 in federal funding, with Capital Outlay funds
providing a $155,017 local match.
Truxtun Avenue from ‘T’ Street to Beale Avenue – This $820,000 project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
this project is comprised of $673,438 in federal funding, with Capital Outlay funds
providing a $146,562 local match.
White Lane from Union Avenue to Cottonwood Road – This $1,052,000 project will
rehabilitate the pavement along this road segment and improve the overall
rideability of the road for both passenger and commercial vehicles. Funding for
this project is comprised of $866,976 in federal funding, with Gas Tax funds
providing an $185,024 local match.
The above-mentioned pavement rehabilitation projects will also include
improvements to the curb return access ramps to meet current ADA standards.
Additionally, staff will review all road segments for potential bike lane
modifications.
New Traffic Signal – The FY 2017-18 proposed budget includes the installation of
one predominantly federally funded traffic signal. The signal installation will
provide right-of- way control for the safe, orderly flow of public traffic. This project
will also install traffic signal interconnect, linking the signal to the Traffic Operations
Center. The signal project is as follows:
McKee Road at Stine Road – This $293,000 project consists of $221,300 in federal
funding, with Transportation Development funds providing the $71,700 local
match.
Bridge Preventative Maintenance Program – This project will provide funds for
maintenance and rehabilitation for bridges on Buck Owens Boulevard at the
Calloway Canal, and on Monitor Street at the Arvin-Edison Canal. The City has
developed a five- year bridge preventative maintenance program in
accordance with State regulations. This $237,200 project consists of $209,993 in
federal funding, with Capital Outlay funds providing a $27,207 local match.
Bridge Preventative Maintenance Program Pre-Engineering – As part of the City’s
five- year Bridge Preventative Maintenance Program, Cal Trans has allocated
federal funding for preliminary engineering for all bridge rehabilitation projects
included in the five-year CIP plan. Funding for this $123,951 project is comprised
of $109,415 in federal funding, with Capital Outlay funds providing a $14,176 local
244
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
match.
Manor Street Bridge Rehabilitation – This project was previously funded in FY 2009-
10 based on preliminary estimates for the scope of work. After various studies,
project analysis, and oversight from Cal Trans, a more accurate construction
estimate, nearing $9 million, has been developed. Currently, $5 million is
budgeted for this project. The remaining $4,030,000 consists of $3,567,759 in
federal funding, with Capital Outlay funds providing a $462,241 local match.
Pedestrian Countdown Timers, Northwest and Southwest – Two pedestrian
countdown timers are proposed for FY 2017-18. Each of these projects will install
pedestrian countdown timers at various signalized intersections located
throughout Northwest and Southwest Bakersfield. A total of $335,600 is proposed
for these projects. Funding for these projects includes $302,040 of federal funds,
with $33,560 of Capital Outlay funds providing the local match.
Gas Tax Fund
Resurfacing Various Streets – This $4 million proposed project will continue the City
Council priority goal to fund street rehabilitation and resurfacing. Funds will be
used to repave and resurface asphalt pavement on city streets. Construction will
be performed by City staff. An additional $1 million is budgeted within the Gas
Tax Fund for this project.
Capital Outlay Fund
Police Firing Range Remodel - This $1.2 million project will upgrade the Bakersfield
Police Department firing range located at Truxtun Avenue just west of Oak Street
with modernized infrastructure and facilities. Staff is currently working toward
finalizing design of the facility. The funding for this project will come from seized
asset trust funds and Capital Outlay Funds.
Resurfacing Various Streets – This $1 million proposed project will continue the City
Council priority goal to fund street rehabilitation and resurfacing. Funds will be
used to repave and resurface asphalt pavement on city streets. Construction will
be performed by City staff. An additional $4 million is budgeted within the Gas
Tax Fund for this project.
Ice Chiller Replacement at Rabobank Arena – This project will replace the ice
chiller at the Rabobank Arena. Replacement of the ice chiller at the Arena is
critical to ensure that ice-related events such as Condors games and Disney on
Ice are not affected. Emergency repairs completed in FY 2013-14 were
245
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
estimated to last five to seven years; however, since the repairs were made, the
chiller has had two major leaks and several minor leaks. Additionally, the existing
system utilizes R22 refrigerant, which will be phased out by the Environmental
Protection Agency in 2020. As a result, the cost of R22 is anticipated to triple in
the next few years and will be difficult to acquire. If still available, the cost to
replenish R22 refrigerant for the entire system will exceed $100,000 in the next
three years. Due to high demand, there is currently a three- year waiting list to
have the chiller system replaced. Because of the critical nature of this project,
staff proposes to budget $1 million for the project.
Upgrade Rabobank Arena HVAC System – $180,000 is requested to upgrade the
Rabobank Arena’s entire HVAC control system. Replacement parts for the existing
system are obsolete, as they are no longer manufactured; repairs are currently
made with used parts – if available. If system components fail and replacement
parts are not readily available, automated control of the unit would be lost. A
system failure could result in losing temperature and air balance control of
multiple suites and/or to the entire building, resulting in complete shutdown of the
system. Loss of automated control would affect scheduled events and will lead
to HVAC equipment damage.
Streetlight Wood Pole Testing/Inspection – During the recent storms, staff noted
an increase in wood street light pole issues. This multi-year project provides
funding for the inspection, testing, treatment, and, if necessary, reinforcement of
approximately 2,300 decayed wooden streetlight poles within City limits.
Replacements for wooden streetlight poles will need to be budgeted separately.
A total of $31,000 in funding is proposed for FY 2017-18.
Replace Traffic Control Cabinets – This multi-year project will replace 40 traffic
signal cabinets at various intersections throughout the city. Existing cabinets are
over 30 years old; as a result, the cabinets’ steel exterior is deteriorating, and
replacement parts are no longer readily available. The FY 2017-18 proposed
budget of $60,000 will replace ten cabinets. The five-year CIP Plan proposes
$60,000 annually for the subsequent three years.
City of Bakersfield Animal Care Facility Miscellaneous Improvements – This $30,000
proposed project will facilitate the need to perform unforeseen, miscellaneous
improvements to the City’s Animal Control Center that may arise throughout the
course of the year. $30,000 is proposed for FY 2017-18.
ADA Transition Plan – This multi-phase project is consistent with the City’s ADA
Transition Plan, and will fund priority ADA improvements. A total of $25,000 in
funding for ADA improvements is proposed for FY 2017-18.
246
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
Median Improvements on California Avenue from Oak Street to ‘G’ Street – With
California Avenue scheduled for reconstruction, this project presents the
opportunity to rehabilitate the green asphalt surface of the California Avenue
median island and enhance the aesthetics of the corridor. $284,000 is proposed
for FY 2017-18.
Rabobank Arena Miscellaneous Improvements – This project will fund emergency
fixed plant or facility items–such as A/C chiller, ice-making compressor, HVAC fan
or motor, fire sprinkler, plumbing leak, etc. that may have a catastrophic failure
during the fiscal year. $100,000 is proposed for FY 2017-18.
Re-Epoxy Kennel ‘E’ – City of Bakersfield Animal Care Facility – The concrete for
the kennels in Kennel ‘E’ at the CBACC is lifting and crackling, making it difficult
to sanitize the area. This project consists of coating the kennel floor and walls with
an antimicrobial epoxy, which reduces the animals’ exposure to disease, meets
the Target Zero audit recommendation, and allows staff to easily sanitize the
kennels daily. Kennel ‘E’ was not epoxied during the facility upgrade project in
2013. Proposed funding for this project totals $38,000.
City Facilities Miscellaneous Improvements – This project will fund emergency fixed
plant or facility items (such as plumbing, roof damage, A/C chiller, compressor,
and HVAC motor improvements) that may have a catastrophic failure during
the fiscal year. $25,000 is proposed for FY 2017-18.
Parking Garage Elevator Upgrade - This $136,000 project will upgrade the elevator
at the 18th and Eye Street parking garage to the current industry standards. The
existing elevator is over 30 years old. Due to its age, it requires continual
maintenance and parts are not readily available.
Westside Police Substation Parking Lot Expansion – This $250,000 project will
expand the existing parking lot at the west side police department substation to
allow for additional employee and visitor parking. Additional parking is necessary
due to increased staffing at the station.
Autoscope Traffic Signal Cameras – This $180,000 project will replace the
remaining vehicle detection systems at 40 signalized intersections with an
updated system. The existing 2020 autoscope camera computers and vehicle
detection cameras will no longer have parts, service, or software support from the
manufacturer, which may result in traffic signal detection failures without
replacement. This is the last phase needed to complete the upgrades at all
intersections.
247
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
Transportation Development Fund (TDF)
The FY 2017-18 proposed budget includes $2,795,700 of Transportation
Development funds for various CIP projects. Proposed projects, in priority order,
are as follows:
Local match requirement for federal project - $71,700 provides for the local
match requirement for the predominantly federally funded new traffic signal at
McKee Road and Stine Road, which was previously summarized within the ISTEA
section of this transmittal.
Street Improvements on Stine Road – This $1,105,000 multi-year project will widen
Stine Road between Ryzona Drive and Hosking Avenue/McCutchen Road,
improving the overall flow of vehicle and pedestrian traffic. This road widening will
also improve the flow of traffic to Ridgeview High School. Funds for design and
right-of-way have been budgeted in previous years. Staff is currently working with
PG&E regarding rule 20A.
Street Improvements on College Avenue West of Fairfax Road – This $618,000
project will fund widening of the roadway on College Avenue and construction
of street improvements. Street improvements will alleviate flooding and erosion of
soil occurring during rain events on the north side of College Avenue, adjacent to
East Niles Water District, and will also facilitate a safe walk-path for pedestrians. In
accordance with a previous agreement with the City, East Niles Water District has
relocated their water tank facilities to accommodate future street widening done
by the City.
Westside Parkway West Beltway Right-of-Way – Funding for this $413,000 project
will cover the costs of acquiring right-of-way that has been reserved by a
developer; this includes costs for legal documentation and the actual purchase
of the real property. It is necessary to construct the full interchange at the
intersection of the Westside Parkway and the West Beltway in accordance with
the specific plan line adopted for the interchange by the City Council.
New Traffic Signal on Panama Lane at Mountain Ridge Drive/Golden Gate Drive
– This $292,000 proposed project will install a new traffic signal on Panama Lane
at Mountain Ridge Drive and Golden Gate Drive, as established by Federal and
State requirements. The signal installation will provide right-of-way control for the
safe and orderly flow of public traffic, and will also provide interconnect along
Panama Lane.
New Traffic Signal on Hosking Avenue and Hughes Lane – This $296,000 proposed
248
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
project will install a new traffic signal at the intersection of Hosking Avenue and
Hughes Lane, as established by Federal and State requirements. The signal
installation will provide right-of- way control for the safe and orderly flow of public
traffic, and will also provide interconnect on Hosking Avenue.
Sewer Funds (Plants Nos. 2 And 3)
Wastewater staff has made significant progress in reducing the CIP backlog. The
CIP projects proposed for the Wastewater Division continue to focus on
preventative maintenance for the complex treatment plants’ infrastructure. With
a focus on preventative maintenance, the probability of more costly repairs is
mitigated. The proposed FY 2017-18 CIP budget totals $3,047,000 as summarized
below. Proposed projects, in priority order, are as follows:
Both Treatment Plants
Wastewater Treatment Plants Miscellaneous Improvements – This project
allocates $275,000 to each treatment plant for unanticipated improvements
(for a total of $550,000). 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, unforeseen, capital improvements and repairs to the wastewater treatment facilities, prevent interruptions of treatment, and ensure that the facilities are functional, efficient, and safe.
Wastewater Treatment Plant No. 2
Trickling Filter Pump Station Rehabilitation – The trickling pump station has a total
of four recirculation pumps and four transfer pumps that have been in service
since 1999 and are in need of extensive maintenance. Work has already begun
on two recirculation pumps. $240,000 of funding is requested for FY 2017-18 to
rehabilitate two transfer pumps and two recirculation pumps during FY 2017-18.
The remaining two transfer pumps are proposed to be rehabilitated during FY
2018-19.
Variable Frequency Drives (VFDs) for Influent Pumps – The trickling filter
recirculation station has four recirculation pumps and four transfer pumps that are
controlled by Variable Frequency Drives (VFDs), which minimize the amount of
electricity used to power the pumps. At 20 years old, each VFD is approaching
the end of its useful life and requires replacement, as replacement parts are now
249
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
obsolete. $100,000 of funding proposed for FY 2017-18 will replace two of eight
VFDs for this multi-year project.
Wastewater Treatment Plant No. 3
Replace Digester Mixer Pump – Additional funding of $460,000 is requested to
replace obsolete mixing pumps. The current budget includes $402,700 of funding
for this project. Existing pumps are fifteen years old and replacement parts are
no longer available. Current cost estimates exceed available funding because
pump drawings indicate that intake and discharge locations for new pumps are
not compatible with the existing pumps. In order to install new pumps, piping
needs to be extensively reconfigured, a new equipment pedestal built, and
electrical modifications will also need to be made.
Primary Clarifier Rehabilitation – Rehabilitation of clarifiers 1-4 was completed in
FY 2015-16. This $500,000 proposed project will rehabilitate primary clarifiers 6 and
8. Rehabilitation of the clarifiers includes: repairing, replacing, and recoating
concrete and metal surfaces; rebuilding the clarifier drives; replacing skimmer
arms; and regrading the launder channels. Rehabilitation of primary clarifiers 5
and 7 will be proposed in FY 2018-19.
Cloth Media Filter Replacement – This $120,000 proposed project will replace the
cloth media filter for the tertiary treatment system. The filter cloth membrane
typically has a life span of five to six years. The current filter has been online for
eight years and is showing signs of deterioration.
Aeration Basin Rehabilitation – This multi-year proposed project will provide
rehabilitation to six aeration basins over a period of six years. Project includes grit
removal and diffuser replacement. $100,000 is proposed for 2017-18 to
rehabilitate one of the six aeration basins.
Return Activated Sludge (RAS) Pump – $40,000 is requested to rehabilitate RAS
pump No.4. There are five RAS pumps that are critical to the activated sludge
process. Over time, each pump needs to be pulled, inspected, and necessary
repairs made to ensure proper operation. The five-year CIP Plan also includes
$40,000 of proposed funding for FY 2018-19.
Sanitary Sewer and Storm Improvements
Storm Lift Station at Tevis Ranch Sump – The Tevis Ranch sump is interconnected
to four sumps within the same area, most of which do not percolate well. Through
an agreement with Kern Delta, the City will install a pump station and outlet
250
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
structure (outlet structure completed in FY 2016-17) to drain storm runoff form the
Tevis Ranch sump into the Buena Vista Canal. Design of this lift station has been
completed. The $535,000 of proposed funding is for project construction.
Sewer Lift Station Rehabilitation at the SE Corner of Hosking Avenue and Akers
Road – This proposed project will provide minor rehabilitation to the lift station at
the southeast corner of Hosking Avenue and Akers Road to prolong the life
of the lift station. This $191,000 rehabilitation project includes lining the wet well,
replacing a section of discharge pipe that is corroded, installing safety platforms,
and installing a perimeter fence.
Storm Lift Station Rehabilitation at the Police Pistol Range – This proposed project
will provide the storm drain lift station at the Police pistol range with new
submersible pumps, discharge pipes, outlet structure, and updates to lighting and
safety walkway. Retrofitting this aging lift station will improve performance and
eliminate costly maintenance issues. This project was selected to receive funding
through CalOES for back-up generators; however, the actual lift station
rehabilitation is not eligible for grant funding. Therefore, staff proposes to fund this
project through sewer enterprise funds. This storm lift station is critical to downtown
drainage. Proposed funding for FY 2017-18 of $106,000 will fund design of the
project. The Five-Year CIP Plan includes $770,000 of proposed funding for FY 2018-
19.
Storm Lift Station on Talisman Drive – This proposed project will install a pump
station at the sump on Kristina Court, south of Talisman Drive. Currently, the sump
has poor percolation, causing lack of proper stormwater drainage, causing
stormwater to back-up into the street and flood the area. Remedies, repairs, and
maintenance to this sump require excessive staff time; for this reason, staff
proposes to convert the sump into a detention basin with a pump station that will
direct the stormwater to a sump with better percolation. Installation of the pump
station will properly drain the sump and alleviate flooding. Proposed funding for
FY 2017-18 of $105,000 will fund design of the project. The construction phase
includes $871,000 of proposed funding for FY 2018-19.
Refuse Collection Fund
Two projects, totaling $350,000, are proposed for FY 2017-18 within the Refuse
Collection Fund. Projects are as follows:
Compost Screening System – Compost made from green waste has been
screened and sold to farmers at the Green Waste Facility since 1995. State
regulations from 2015 require higher compost screening standards to be phased
251
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
in by 2018. The current screen system must be expanded to meet the new
standard. This $300,000 proposed project will economically repurpose an existing
screen machine and add new pre-screen and post- screen machinery to expand
the system. Under the County Green Waste Agreement, Kern County will provide
funding for approximately 55% of the project.
Green Waste Facility Pavement Resurfacing – The pavement at the main public
unloading zone at the Green Waste Facility is deteriorating after 20 years.
Resurfacing the pavement at this time will eliminate the need for a complete
reconstruction in the future. Kern County, through the County Green Waste
Agreement, will provide about 55% of this project’s proposed budget of $50,000.
Aviation Fund
Three projects within the Aviation Fund are proposed for FY 2017-18, totaling
$355,000.
Airport Hangar Doors Rehabilitation – This $30,000 project will fund the repair or
replacement of hangar doors, as needed. Most of the hangar doors at the Airport
are at least 35 years old, and many do not open properly. This on-going multi-year
project will fund the rehabilitation of four hangar doors each year.
Airport Layout Plan (ALP) Update/AIGS – This $300,000 proposed project will
update the Airport Layout Plan, which was last updated in 2008, and will also
prepare an airport geographic information survey (AGIS) for the municipal airport.
Airport Miscellaneous Repairs – This $25,000 project will fund unforeseen hangar
and facility repairs at the Airport.
Equipment Management Fund
Backup Generator, Beach Park and Pistol Range – The City Manager’s Office
submitted a grant application with the California Office of Emergency Services
for two backup generators for these two storm drain lift stations. The $415,000
requested for FY 2017-18 includes $311,500 of grant funding with the remaining
$103,500 local match requirement funded by the Sewer Enterprise Fund. These
two lift stations are critical to downtown drainage issues during storm events.
Parking Garage Fund
Automation Improvements to Parking Garage – Currently, the Eye Street
entrance to the parking garage can only be accessed by long-term users.
252
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
Improvements to both the gate and ticketing mechanisms are required to allow
daily users the ability to enter the parking garage from the Eye Street entrance.
Proposed funding for this project totals $45,500 in FY 2017-18.
Bikeway/Pedestrian Fund (TDA Article 3)
Transportation Development Act (TDA) Article 3 funds provide 100% of the funding
for one bike lane improvement project proposed for FY 2017-18.
Bakersfield College Area Bike Lane/Routes – This $107,450 project will provide
much needed bike lanes/routes adjacent to Bakersfield College. Installation of
new bike lanes will benefit seven schools surrounding the Bakersfield College
Campus. This project is funded through a competitive TDA grant that is
administered by Kern COG.
Water Resources Department
Both Water Funds
Water Resources Building Expansion - The Water Resources Department's building
at 1000 Buena Vista Rd was constructed in 1991. As part of the original architect's
design, the vacant quadrant between the two buildings allows for design and
construction of a future facility. Additional space is needed due to incremental
increases in staffing levels since the facility opened. The $700,000 project provides
for a new building approximately 2,348 square and the reconstruction of the
existing Spanish clay roof tiles, and would provide ADA upgrades to the existing
buildings.
Domestic Water Fund
Service Connection Replacement Program - $600,000 is budgeted in FY 2017-18
for continued replacement of domestic water service connections. By replacing
service connections when the second water leak occurs, it reduces the ongoing
costs of removing and replacing sidewalks, pavement or other infrastructure in
the same area over the long term. Over the past few years, the system has
averaged approximately 160 service connection replacements per year on the
system.
Wellhead Facilities Upgrade - Several projects are required to improve water
production and treatment operations at various well sites within the system. This
$400,000 project will provide for continued installation of granular activated
treatment and arsenic treatment systems throughout the City’s system.
253
Honorable Mayor and City Council
FY 2017-18 Proposed CIP Budget - Letter of Transmittal
May 10, 2017
Agricultural Water Fund
Concrete Panel Replacement – This $250,000 project will replace broken or
damaged concrete canal panels in the Carrier and Kern River Canals.
Recreation and Parks Department
Park development projects continue to focus on the two regional sports
complexes.
Sports Village Phase IV - $1.3 million is budgeted for the continuation of the build
out of the Bakersfield Sports Village. Phase IV will include will include four
regulation football fields, two parking lots and extension of Play Fair Drive.
Mesa Marin Sports Complex Phase II – An additional $335,000 is proposed to
continue the expansion of the regional park in northeast Bakersfield. Phase II is
currently under construction and will include a new wet playground, as well as
additional picnic areas and walking paths. The additional funding will be utilized
for future amenities to be identified.
Jastro Park Shade and Accessibility Upgrades – This $180,000 project will install
shade structure over the existing picnic area and will provide ADA improvements
throughout the park site.
Lowell and Stiern Parks Shade and Accessibility Improvements – Two CDBG parks
projects totaling $271,000 will provide for shade structures and accessibility
improvements at Stiern and Lowell Parks.
Summary
Staff is pleased to present the CIP budget five-year plan for 2017-2022, and the
proposed FY 2017-18 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.
Thank you to Department Heads, Business Managers, Budget Managers and
support staff members that make the development of this plan possible. Thanks
also to the staff members who work each day to implement and monitor the
progression of these important projects. Finally, thank you to the City Council for
your leadership and vision in reviewing and setting direction for the CIP.
254
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255
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256
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1
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e
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r
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8,
7
3
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5
0
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5
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2
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1
4
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14,525,772
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2
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1
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6
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h
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17,529,732
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2
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r
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30,200
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a
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d
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14,785,024
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a
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d
6,
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1
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6
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14,463,595
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35
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3
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35,333
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)
98
6
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986,000
31
5
T
h
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m
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s
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s
(
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o
c
a
l
)
-
33
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33,001,000
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t
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5,
5
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11,000,000
32
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1,815,000
33
1
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7
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7,331,700
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)
11
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18,600,000
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1
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s
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t
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16
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7
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169,940,637
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e
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e
r
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t
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r
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l
a
n
t
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o
.
2
1,
1
1
5
,
0
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0
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2
5
0
,
0
0
0
87
5
,
0
0
0
87
5
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0
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0
775,000
5,890,000
41
2
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e
w
e
r
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t
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r
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r
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o
.
3
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4
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3
3
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0
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87
5
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5
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14,875,000
25,388,000
42
1
R
e
f
u
s
e
F
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n
d
35
0
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0
27
0
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-
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620,000
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1
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64
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640,000
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0
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0
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1,000,000
5,350,000
45
1
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r
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v
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35
5
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0
58
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0
55
5
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0
18
5
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0
55,000
1,730,000
46
1
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a
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e
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d
68
,
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68,000
51
1
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q
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i
p
m
e
n
t
M
a
n
a
g
e
m
e
n
t
F
u
n
d
45
0
,
0
0
0
35
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0
0
0
35
,
0
0
0
-
-
520,000
63
3
W
e
s
t
M
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g
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e
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l
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d
52
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0
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52,000
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A
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n
k
n
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1
0
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1
0
3
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0
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0
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4
0
9
,
0
0
0
62
,
0
3
1
,
2
0
1
50,000
73,593,201
74
,
5
3
2
,
1
4
6
$
82
,
8
2
6
,
6
0
0
$
17
8
,
2
9
9
,
9
3
7
$
66
,
6
5
7
,
2
0
1
$
17,335,000 $ 419,650,884 $
To
t
a
l
257
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
AR
E
N
A
Pr
o
j
e
c
t
#
Pr
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
FY
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
F
Y
2
0
2
1
-
2
0
2
2
Total
P8
C
2
3
5
A
R
E
N
A
V
I
D
E
O
B
O
A
R
D
R
P
L
C
M
N
T
2
CO
F
31
1
70
0
,
0
0
0
$
-
$
-
$
-
$
-
$
700,000 $
70
0
,
0
0
0
$
-
$
-
$
-
$
-
$
7
0
0
,
0
0
0
$
To
t
a
l
258
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
CO
M
M
U
N
I
T
Y
D
E
V
E
L
O
P
M
E
N
T
Pr
o
j
e
c
t
#
Pr
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
FY
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
F
Y
2
0
2
1
-
2
0
2
2
Total
P3
D
0
0
3
D
E
V
S
E
R
V
B
L
D
R
E
M
O
D
E
L
2
CO
F
31
1
25
,
0
0
0
$
-
$
-
$
-
$
-
$
25,000 $
25
,
0
0
0
$
-
$
-
$
-
$
-
$
25,000 $
To
t
a
l
259
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
FI
N
A
N
C
E
Pr
o
j
e
c
t
#
Pr
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
FY
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
F
Y
2
0
2
1
-
2
0
2
2
Total
P8
G
0
0
2
1
8
T
H
&
E
Y
E
S
E
C
C
A
M
E
R
A
S
2
PG
46
1
22
,
5
0
0
$
-
$
-
$
-
$
-
$
22,500 $
22
,
5
0
0
$
-
$
-
$
-
$
-
$
22,500 $
To
t
a
l
260
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
FI
R
E
Pr
o
j
e
c
t
#
Pr
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
F
Y
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
FY
2
0
2
1
-
2
0
2
2
Total
P8
H
0
2
3
F
S
2
R
E
S
T
R
M
&
L
O
C
K
E
R
R
M
2
CO
F
31
1
14
0
,
0
0
0
$
-
$
-
$
-
$
-
$
140,000 $
PZ
H
1
0
2
F
S
2
A
P
P
/
E
Q
S
T
O
R
A
G
E
B
L
D
G
5
2
CO
F
31
1
-
30
0
,
0
0
0
-
-
-
300,000
PZ
H
1
0
3
F
S
1
,
1
0
,
1
3
P
A
I
N
T
I
N
T
E
R
I
O
R
2
,
3
,
6
CO
F
31
1
-
-
18
0
,
0
0
0
-
-
180,000
PZ
H
1
0
4
F
S
7
,
9
,
1
1
,
1
3
P
A
I
N
T
A
P
P
B
A
Y
2
,
5
,
6
CO
F
31
1
-
-
-
20
0
,
0
0
0
-
200,000
PZ
H
1
0
5
F
S
5
P
R
O
P
/
E
Q
S
T
O
R
A
G
E
B
L
D
G
1
CO
F
31
1
-
25
0
,
0
0
0
-
-
-
250,000
PZ
H
1
0
7
F
S
7
C
A
P
T
A
I
N
O
F
F
I
C
E
R
E
H
A
B
6
CO
F
31
1
-
15
0
,
0
0
0
-
-
-
150,000
PZ
H
1
1
3
F
S
9
R
E
P
L
A
C
E
P
R
K
G
A
S
P
H
A
L
T
5
CO
F
31
1
-
-
17
5
,
0
0
0
-
-
175,000
PZ
H
1
1
4
F
S
2
,
4
,
6
,
7
R
O
O
F
R
E
P
A
I
R
S
2
,
1
,
6
CO
F
31
1
-
-
20
0
,
0
0
0
-
-
200,000
PZ
H
1
1
5
F
S
3
R
E
P
L
A
C
E
A
S
P
H
A
L
T
P
R
K
G
1
CO
F
31
1
-
-
-
10
0
,
0
0
0
-
100,000
PZ
H
1
1
6
F
S
2
,
3
,
4
,
6
P
A
I
N
T
A
P
P
B
A
Y
S
1
,
2
CO
F
31
1
-
-
-
20
0
,
0
0
0
-
200,000
PZ
H
1
1
7
F
S
9
R
E
S
T
R
O
O
M
R
E
H
A
B
5
CO
F
31
1
-
-
-
-
160,000
160,000
PZ
H
1
1
8
F
S
1
K
I
T
C
H
E
N
R
E
H
A
B
2
CO
F
31
1
-
-
-
-
115,000
115,000
PZ
H
1
1
9
F
S
4
,
6
,
7
,
1
1
C
O
O
L
N
G
A
P
P
B
A
Y
2
,
1
,
6
CO
F
31
1
-
-
-
-
100,000
100,000
PZ
H
1
2
0
F
S
1
R
E
P
L
A
C
E
P
A
R
K
G
A
S
P
H
A
L
T
2
CO
F
31
1
-
-
25
0
,
0
0
0
-
-
250,000
14
0
,
0
0
0
$
70
0
,
0
0
0
$
80
5
,
0
0
0
$
50
0
,
0
0
0
$
375,000
$
2,520,000 $
To
t
a
l
261
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
PU
B
L
I
C
W
O
R
K
S
Pr
o
j
e
c
t
#
P
r
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
F
Y
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
F
Y
2
0
2
1
-
2
0
2
2
Total
E4
K
2
0
1
R
E
P
L
D
I
G
E
S
T
E
R
M
I
X
E
R
P
U
M
P
6
SE
F
41
2
46
0
,
0
0
0
$
-
$
-
$
-
$
-
$
460,000 $
E6
K
2
0
2
R
E
H
A
B
T
R
I
C
K
L
I
N
G
P
U
M
P
S
T
A
T
1
SE
F
41
1
24
0
,
0
0
0
12
0
,
0
0
0
-
-
-
360,000
E8
K
2
0
1
P
R
I
M
A
R
Y
C
L
A
R
I
F
I
E
R
R
E
H
A
B
6
SE
F
41
2
50
0
,
0
0
0
50
0
,
0
0
0
-
-
-
1,000,000
41
1
27
5
,
0
0
0
27
5
,
0
0
0
27
5
,
0
0
0
27
5
,
0
0
0
275,000
1,375,000
41
2
27
5
,
0
0
0
27
5
,
0
0
0
27
5
,
0
0
0
27
5
,
0
0
0
275,000
1,375,000
E8
K
2
0
3
A
E
R
A
T
I
O
N
B
A
S
I
N
R
E
H
A
B
6
SE
F
41
2
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
100,000
500,000
E8
K
2
0
4
C
L
O
T
H
M
E
D
I
A
F
I
L
T
E
R
R
E
P
L
A
C
6
SE
F
41
2
12
0
,
0
0
0
-
-
-
-
120,000
E8
K
2
0
5
R
E
T
U
R
N
A
C
T
S
L
U
D
G
P
U
M
P
R
A
S
6
SE
F
41
2
40
,
0
0
0
40
,
0
0
0
-
-
-
80,000
E8
K
2
0
6
R
E
P
L
2
V
F
D
'
S
A
T
R
E
C
I
R
C
S
T
1
SE
F
41
1
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
-
400,000
E8
K
2
0
7
ST
O
R
M
L
I
F
T
-
T
E
V
I
S
R
A
N
C
H
5
SE
F
41
2
53
5
,
0
0
0
-
-
-
-
535,000
E8
K
2
0
8
S
T
M
L
F
T
R
H
B
P
I
S
T
O
L
R
A
N
G
E
2
SE
F
41
2
10
6
,
0
0
0
77
0
,
0
0
0
-
-
-
876,000
E8
K
2
0
9
S
T
O
R
M
L
I
F
T
-
T
A
L
I
S
M
A
N
D
R
7
SE
F
41
2
10
5
,
0
0
0
87
1
,
0
0
0
-
-
-
976,000
E8
K
2
1
0
S
W
R
L
F
T
R
H
B
H
O
S
K
I
N
G
/
A
K
E
R
S
7
SE
F
41
2
19
1
,
0
0
0
-
-
-
-
191,000
E8
K
2
1
1
B
A
C
K
U
P
G
E
N
2
L
O
C
A
T
I
O
N
S
2
EM
F
51
1
41
5
,
0
0
0
-
-
-
-
415,000
41
1
50
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
500,000
2,500,000
41
2
50
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
500,000
2,500,000
EZ
K
2
1
6
C
O
G
E
N
G
A
S
B
L
E
N
D
I
N
G
T
R
A
I
N
6
SE
F
41
2
-
17
5
,
0
0
0
-
-
-
175,000
EZ
K
2
1
7
W
W
T
P
#
4
L
A
N
D
A
Q
U
I
S
I
T
I
O
N
U
N
K
SE
F
41
2
-
-
-
-
14,000,000
14,000,000
EZ
K
2
1
8
SL
U
D
G
E
D
E
W
A
T
E
R
I
N
G
C
O
N
V
E
Y
O
6
SE
F
41
2
-
10
0
,
0
0
0
-
-
-
100,000
EZ
K
2
1
9
S
E
W
E
R
L
I
F
T
S
T
A
M
O
D
B
A
I
L
E
Y
3
SE
F
41
1
-
1,
2
5
5
,
0
0
0
-
-
-
1,255,000
P1
K
2
0
3
R
E
C
O
A
T
C
H
N
V
I
S
I
T
O
R
P
A
R
K
N
G
2
CO
F
31
1
-
40
,
0
0
0
-
-
-
40,000
P3
K
0
1
8
R
E
-
R
O
O
F
C
H
S
A
N
N
E
X
F
R
R
2
CO
F
31
1
-
-
17
6
,
0
0
0
-
-
176,000
P4
K
2
0
3
C
H
N
E
L
E
V
A
T
O
R
R
E
H
A
B
2
CO
F
31
1
-
-
36
0
,
0
0
0
-
-
360,000
P4
K
2
1
7
P
D
F
I
R
I
N
G
R
A
N
G
E
F
A
C
I
L
I
T
Y
2
CO
F
31
1
1,
2
0
0
,
0
0
0
-
-
-
-
1,200,000
P5
K
2
0
7
F
E
N
C
E
@
C
H
S
&
A
N
N
E
X
P
K
G
2
CO
F
31
1
-
13
,
5
0
0
-
-
-
13,500
P5
K
2
1
1
S
T
L
T
W
O
O
D
P
O
L
E
T
E
S
T
/
I
N
S
P
V
A
R
I
O
U
S
CO
F
31
1
31
,
0
0
0
31
,
0
0
0
31
,
0
0
0
-
-
93,000
P5
K
2
1
5
R
E
P
L
I
C
E
C
H
L
L
R
@
R
A
B
O
F
R
R
2
CO
F
31
1
1,
0
0
0
,
0
0
0
-
-
-
-
1,000,000
P6
K
2
0
2
A
I
R
P
O
R
T
M
I
S
C
.
R
E
P
A
I
R
S
1
GA
F
45
1
25
,
0
0
0
25
,
0
0
0
25
,
0
0
0
25
,
0
0
0
25,000
125,000
P6
K
2
0
3
A
I
R
P
O
R
T
H
A
N
G
A
R
D
O
O
R
R
E
H
A
B
1
GA
F
45
1
30
,
0
0
0
30
,
0
0
0
30
,
0
0
0
30
,
0
0
0
30,000
150,000
P6
K
2
0
6
R
E
P
L
C
A
U
T
O
S
C
O
P
E
&
V
E
H
C
A
M
V
A
R
I
O
U
S
CO
F
31
1
18
0
,
0
0
0
-
-
-
-
180,000
P6
K
2
2
0
C
B
A
C
C
-
M
I
S
C
I
M
P
F
R
R
1
CO
F
31
1
30
,
0
0
0
30
,
0
0
0
30
,
0
0
0
30
,
0
0
0
30,000
150,000
P6
K
2
2
2
A
R
E
N
A
/
C
C
M
I
S
C
I
M
P
R
O
V
F
R
R
2
CO
F
31
1
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
100,000
500,000
P7
K
2
0
1
R
E
P
L
O
V
R
H
D
D
R
S
F
L
E
E
T
F
A
C
I
V
A
R
I
O
U
S
EM
F
51
1
35
,
0
0
0
35
,
0
0
0
35
,
0
0
0
-
-
105,000
P8
K
2
0
0
A
U
T
O
M
A
T
I
O
N
I
M
P
T
O
P
R
K
G
R
G
2
PG
46
1
45
,
5
0
0
-
-
-
-
45,500
P8
K
2
0
1
U
P
G
R
A
D
E
R
A
B
O
B
N
K
H
V
A
C
S
Y
S
2
CO
F
31
1
18
0
,
0
0
0
-
-
-
-
180,000
WW
T
P
M
I
S
C
I
M
P
R
O
V
E
M
E
N
T
S
1
,
6
SE
F
SE
W
E
R
L
I
F
T
&
S
T
R
M
P
M
P
S
T
A
V
A
R
SE
F
E8
K
2
0
2
E8
K
2
1
2
262
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
PU
B
L
I
C
W
O
R
K
S
Pr
o
j
e
c
t
#
P
r
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
F
Y
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
F
Y
2
0
2
1
-
2
0
2
2
Total
P8
K
2
0
3
R
E
P
L
C
E
T
R
A
F
C
N
T
R
L
C
A
B
I
N
T
S
V
A
R
I
O
U
S
CO
F
31
1
60
,
0
0
0
6
0
,
0
0
0
6
0
,
0
0
0
6
0
,
0
0
0
-
240,000
P8
K
2
0
9
C
I
T
Y
F
A
C
.
M
I
S
C
.
I
M
P
R
V
M
N
T
S
V
A
R
I
O
U
S
CO
F
31
1
25
,
0
0
0
2
5
,
0
0
0
2
5
,
0
0
0
2
5
,
0
0
0
2
5
,
0
0
0
125,000
P8
K
2
1
1
R
E
-
E
P
O
X
Y
K
E
N
N
E
L
E
-
C
B
A
C
C
1
CO
F
31
1
38
,
0
0
0
-
-
-
-
38,000
P8
K
2
1
2
A
I
R
P
O
R
T
A
L
P
U
P
D
A
T
E
/
A
I
G
S
1
GA
F
45
1
30
0
,
0
0
0
-
-
-
-
300,000
P8
K
2
1
3
G
R
E
E
N
W
A
S
T
E
R
E
S
U
R
F
P
A
V
E
M
T
1
RC
F
42
1
50
,
0
0
0
50
,
0
0
0
-
-
-
100,000
P8
K
2
1
4
C
O
M
P
O
S
T
S
C
R
E
E
N
I
N
G
S
Y
S
E
X
P
1
RC
F
42
1
30
0
,
0
0
0
-
-
-
-
300,000
P8
K
2
1
5
W
E
S
T
S
I
D
E
P
D
P
A
R
K
I
N
G
L
T
E
X
5
CO
F
31
1
25
0
,
0
0
0
-
-
-
-
250,000
P8
K
2
1
6
U
P
G
R
A
D
1
8
T
H
S
T
G
A
R
E
L
E
V
2
CO
F
31
1
13
6
,
0
0
0
-
-
-
-
136,000
PZ
K
2
0
0
C
O
M
P
O
S
T
A
U
T
O
M
A
T
I
O
N
P
R
O
J
1
RC
F
42
1
-
22
0
,
0
0
0
-
-
-
220,000
PZ
K
2
0
4
R
E
-
R
O
O
F
C
I
T
Y
H
A
L
L
N
O
R
T
H
2
CO
F
31
1
-
26
0
,
0
0
0
-
-
-
260,000
PZ
K
2
0
9
E
M
E
R
G
E
N
E
R
A
T
O
R
@
C
H
N
2
CO
F
31
1
-
36
0
,
0
0
0
-
-
-
360,000
PZ
K
2
1
0
R
E
P
L
A
C
E
H
V
A
C
@
C
H
N
2
CO
F
31
1
-
42
0
,
0
0
0
-
-
-
420,000
PZ
K
2
1
1
A
R
P
R
T
M
A
I
N
A
P
R
N
P
V
M
T
R
E
H
B
1
GA
F
45
1
-
-
50
0
,
0
0
0
-
-
500,000
PZ
K
2
1
3
A
I
R
P
R
T
R
N
W
Y
1
6
P
A
P
I
&
P
M
S
1
GA
F
45
1
-
-
-
13
0
,
0
0
0
-
130,000
PZ
K
2
1
4
A
I
R
P
R
T
N
W
T
X
L
R
E
H
A
B
P
H
2
1
GA
F
45
1
-
52
5
,
0
0
0
-
-
-
525,000
PZ
K
2
1
7
R
E
P
L
H
V
A
C
C
R
P
Y
D
B
L
D
G
A
2
CO
F
31
1
-
17
0
,
0
0
0
-
-
-
170,000
PZ
K
2
2
1
B
K
S
F
L
D
E
A
S
T
M
O
N
U
M
E
N
T
S
I
G
N
C
O
U
N
T
Y
CO
F
31
1
-
13
7
,
0
0
0
-
-
-
137,000
PZ
K
2
2
2
R
E
R
O
O
F
C
O
N
V
E
N
T
I
O
N
C
E
N
T
E
R
2
CO
F
31
1
-
68
5
,
0
0
0
39
0
,
0
0
0
58
0
,
0
0
0
-
1,655,000
CO
F
31
1
46
2
,
2
4
1
-
-
-
-
462,241
IS
T
E
A
12
1
3,
5
6
7
,
7
5
9
-
-
-
-
3,567,759
T5
K
2
0
4
S
T
I
M
P
P
A
N
A
M
A
/
M
T
V
I
S
T
A
/
O
R
5
TD
F
33
1
-
46
5
,
0
0
0
-
-
-
465,000
T5
K
2
1
1
S
T
I
M
P
P
A
N
A
M
A
O
L
R
V
R
/
G
O
S
F
D
5
TD
F
33
1
-
1,
2
6
7
,
0
0
0
-
-
-
1,267,000
T6
K
2
0
1
A
D
A
T
R
S
T
N
M
I
S
C
P
R
O
J
F
R
R
V
A
R
I
O
U
S
CO
F
31
1
25
,
0
0
0
50
,
0
0
0
50
,
0
0
0
50
,
0
0
0
50,000
225,000
T7
K
1
1
5
S
T
R
E
E
T
I
M
P
R
O
V
S
T
I
N
E
R
O
A
D
6
,
7
TD
F
33
1
1,
1
0
5
,
0
0
0
-
-
-
-
1,105,000
T7
K
2
0
5
S
T
I
M
P
R
O
V
C
O
L
L
E
G
E
A
V
E
3
TD
F
33
1
61
8
,
0
0
0
-
-
-
-
618,000
T7
K
2
2
6
ST
I
M
P
R
P
A
N
A
M
A
A
T
G
R
A
D
E
X
5
TD
F
33
1
-
1,
1
0
0
,
0
0
0
-
-
-
1,100,000
GT
F
15
1
4,
0
0
0
,
0
0
0
-
-
-
-
4,000,000
CO
F
31
1
1,
0
0
0
,
0
0
0
-
-
-
-
1,000,000
CO
F
31
1
12
,
4
4
0
-
-
-
-
12,440
IS
T
E
A
12
1
11
1
,
9
6
0
-
-
-
-
111,960
IS
T
E
A
12
1
19
0
,
0
8
0
-
-
-
-
190,080
CO
F
31
1
21
,
1
2
0
-
-
-
-
21,120
CO
F
31
1
27
2
,
6
7
2
-
-
-
-
272,672
IS
T
E
A
12
1
1,
2
8
7
,
3
2
8
-
-
-
-
1,287,328
IS
T
E
A
12
1
86
6
,
9
7
6
-
-
-
-
866,976
GT
F
15
1
18
5
,
0
2
4
-
-
-
-
185,024
T8
K
2
0
5
S
I
G
N
E
W
-
P
A
N
A
M
A
/
M
T
R
I
D
G
E
6
TD
F
33
1
29
2
,
0
0
0
-
-
-
-
292,000
T8
K
2
0
6
S
I
G
N
E
W
-
H
O
S
K
I
N
G
/
H
U
G
H
E
S
7
TD
F
33
1
29
6
,
0
0
0
-
-
-
-
296,000
BR
D
G
R
E
T
R
O
M
A
N
O
R
/
K
E
R
N
R
V
R
3
RE
S
U
R
F
A
C
I
N
G
S
T
R
E
E
T
S
D
I
V
V
A
R
I
O
U
S
PE
D
C
O
U
N
T
O
W
N
T
I
M
E
R
N
W
3
,
4
T8
K
2
0
2
P
E
D
C
O
U
N
T
D
O
W
N
T
I
M
E
R
S
W
5
,
6
T8
K
2
0
4
P
A
V
E
M
E
N
T
R
E
H
A
B
W
H
I
T
E
L
A
N
E
1
T0
K
2
0
9
T8
K
2
0
0
T8
K
2
0
1
T8
K
2
0
3
P
A
V
E
M
E
N
T
R
E
H
A
B
"
A
"
S
T
R
E
E
T
2
263
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
PU
B
L
I
C
W
O
R
K
S
Pr
o
j
e
c
t
#
P
r
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
F
Y
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
F
Y
2
0
2
1
-
2
0
2
2
Total
TD
F
33
1
71
,
7
0
0
-
-
-
-
71,700
IS
T
E
A
12
1
22
1
,
3
0
0
-
-
-
-
221,300
CO
F
31
1
15
5
,
0
1
7
-
-
-
-
155,017
IS
T
E
A
12
1
72
5
,
9
8
3
-
-
-
-
725,983
T8
K
2
0
9
M
E
D
I
A
N
I
M
P
C
A
L
I
F
_
O
A
K
T
O
G
2
CO
F
31
1
28
4
,
0
0
0
-
-
-
-
284,000
CO
F
31
1
16
4
,
7
2
7
-
-
-
-
164,727
IS
T
E
A
12
1
77
3
,
2
7
3
-
-
-
-
773,273
CO
F
31
1
14
6
,
5
6
2
-
-
-
-
146,562
IS
T
E
A
12
1
67
3
,
4
3
8
-
-
-
-
673,438
T8
K
2
1
4
B
I
K
E
P
A
T
H
L
I
G
H
T
S
T
C
K
D
L
&
A
L
N
4
TD
A
14
2
-
30
,
2
0
0
-
-
-
30,200
T8
K
2
1
5
W
S
P
W
E
S
T
B
E
L
T
W
A
Y
R
O
W
4
TD
F
33
1
41
3
,
0
0
0
-
-
-
-
413,000
CO
F
31
1
27
,
2
0
7
-
-
-
-
27,207
IS
T
E
A
12
1
20
9
,
9
9
3
-
-
-
-
209,993
CO
F
31
1
14
,
1
7
6
-
-
-
-
14,176
IS
T
E
A
12
1
10
9
,
4
1
5
-
-
-
-
109,415
T8
K
2
1
8
S
T
I
M
P
B
R
U
N
D
A
G
/
U
N
I
O
N
1
B
&
5
1
CD
B
G
11
1
61
2
,
2
5
1
-
-
-
-
612,251
T8
K
2
1
9
S
T
I
M
P
C
A
L
I
F
,
V
E
R
D
E
-
C
H
E
S
T
2
CD
B
G
11
1
30
0
,
0
0
0
-
-
-
-
300,000
T8
K
2
2
0
S
T
I
M
P
S
O
'
H
'
T
O
E
L
T
O
R
O
1
CD
B
G
11
1
27
2
,
2
2
9
-
-
-
-
272,229
T8
K
2
2
1
ST
I
M
P
F
L
O
W
E
R
T
O
K
E
N
T
U
C
K
Y
2
CD
B
G
11
1
30
0
,
0
0
0
-
-
-
-
300,000
TZ
K
2
0
2
T
R
U
X
T
U
N
A
V
E
C
U
R
B
&
G
U
T
T
E
R
2
UN
K
96
9
-
-
23
2
,
0
0
0
-
-
232,000
TZ
K
2
0
3
S
I
G
N
E
W
-
M
I
N
G
/
G
R
A
N
D
I
S
L
A
N
D
4
,
5
UN
K
96
9
-
29
3
,
0
0
0
-
-
-
293,000
TZ
K
2
0
6
S
T
I
M
P
O
A
K
/
C
A
L
I
F
R
T
T
U
R
N
2
UN
K
96
9
-
-
27
5
,
0
0
0
-
-
275,000
TZ
K
2
0
7
S
T
I
M
P
T
R
U
X
T
U
N
@
H
S
T
R
T
L
2
UN
K
96
9
-
20
1
,
0
0
0
-
-
-
201,000
TZ
K
2
0
8
H
S
T
R
T
T
U
R
N
L
N
-
C
A
L
A
V
E
2
UN
K
96
9
-
11
3
,
0
0
0
35
6
,
0
0
0
-
-
469,000
CO
F
31
1
-
41
2
,
9
2
0
-
-
-
412,920
IS
T
E
A
12
1
-
3,
1
8
7
,
0
8
0
-
-
-
3,187,080
IS
T
E
A
12
1
-
1,
7
3
5
,
1
8
8
-
-
-
1,735,188
CO
F
31
1
-
22
4
,
8
1
2
-
-
-
224,812
TZ
K
2
1
9
S
T
I
M
P
R
O
V
P
A
N
A
M
A
L
N
1
UN
K
96
9
-
56
7
,
0
0
0
29
6
,
0
0
0
-
-
863,000
TZ
K
2
2
0
S
T
I
M
P
R
O
V
P
L
A
N
Z
R
D
:
E
/
C
O
T
1
UN
K
96
9
-
15
6
,
0
0
0
-
-
-
156,000
TZ
K
2
5
1
S
T
I
M
P
W
I
B
L
E
,
H
O
S
K
-
B
E
R
K
S
H
7
TD
F
33
1
-
38
3
,
0
0
0
1,
3
2
1
,
0
0
0
-
-
1,704,000
TZ
K
2
5
3
S
I
G
M
O
D
M
I
S
C
E
L
L
A
N
E
O
U
S
V
A
R
I
O
U
S
UN
K
96
9
-
50
,
0
0
0
50
,
0
0
0
50
,
0
0
0
50,000
200,000
TZ
K
2
5
5
B
R
I
D
G
E
D
E
C
K
I
M
P
R
V
A
R
I
O
U
S
2
,
4
,
5
UN
K
96
9
-
-
20
0
,
0
0
0
1,
0
7
1
,
0
0
0
-
1,271,000
TZ
K
2
5
6
S
T
I
M
P
B
U
C
K
O
W
E
N
S
3
UN
K
96
9
-
-
-
42
8
,
0
0
0
-
428,000
IS
T
E
A
12
1
-
32
7
,
4
7
2
-
-
-
327,472
CO
F
31
1
-
42
,
4
2
8
-
-
-
42,428
IS
T
E
A
12
1
-
-
23
2
,
2
1
4
-
-
232,214
CO
F
31
1
-
-
30
,
0
8
6
-
-
30,086
IS
T
E
A
12
1
-
-
-
30
6
,
3
1
3
-
306,313
CO
F
31
1
-
-
-
39
,
6
8
7
-
39,687
28
,
2
6
5
,
3
7
1
$
19
,
4
0
2
,
6
0
0
$
6,
5
5
4
,
3
0
0
$
4,
6
7
5
,
0
0
0
$
15,960,000
$
74,857,271 $
TZ
K
2
1
5
P
A
V
E
R
E
H
A
B
S
T
O
C
K
D
A
L
E
H
W
Y
4
TZ
K
2
6
0
B
R
I
D
G
E
P
R
E
V
M
A
I
N
T
2
0
2
0
/
2
1
2
,
5
TZ
K
2
5
8
B
R
I
D
G
E
P
R
E
V
M
A
I
N
T
2
0
1
8
/
1
9
2
,
4
TZ
K
2
5
9
B
R
I
D
G
E
P
R
E
V
M
A
I
N
T
2
0
1
9
/
2
0
2
,
4
T8
K
2
1
7
B
R
I
D
G
E
P
R
E
V
M
A
I
N
T
P
R
E
E
N
G
V
A
R
I
O
U
S
TZ
K
2
1
4
P
A
V
E
R
E
H
A
B
B
R
U
N
D
A
G
E
(
4
)
1
T8
K
2
0
8
P
A
V
E
M
E
N
T
R
E
H
A
B
H
U
G
H
E
S
L
N
7
T8
K
2
1
6
B
R
I
D
G
E
P
R
E
V
M
A
I
N
T
2
0
1
7
/
1
8
3
,
4
SI
G
N
E
W
-
M
C
K
E
E
A
N
D
S
T
I
N
E
6
,
7
To
t
a
l
T8
K
2
0
7
T8
K
2
1
0
P
A
V
E
M
E
N
T
R
E
H
A
B
A
U
B
U
R
N
S
T
3
T8
K
2
1
1
P
A
V
E
M
E
N
T
R
E
H
A
B
T
R
U
X
T
U
N
A
V
2
264
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
CA
P
I
T
A
L
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
F
I
V
E
-
Y
E
A
R
P
L
A
N
PR
O
J
E
C
T
S
U
M
M
A
R
Y
B
Y
D
E
P
A
R
T
M
E
N
T
TH
O
M
A
S
R
O
A
D
S
I
M
P
R
O
V
E
M
E
N
T
P
R
O
G
R
A
M
(
T
R
I
P
)
Pr
o
j
e
c
t
#
Pr
o
j
e
c
t
T
i
t
l
e
Wa
r
d
S
o
u
r
c
e
F
u
n
d
#
FY
2
0
1
7
-
2
0
1
8
F
Y
2
0
1
8
-
2
0
1
9
F
Y
2
0
1
9
-
2
0
2
0
F
Y
2
0
2
0
-
2
0
2
1
F
Y
2
0
2
1
-
2
0
2
2
Total
BP
S
W
1
0
B
R
I
G
H
T
O
N
P
A
R
K
S
O
U
N
D
W
A
L
L
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98
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-
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-
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986,000 $
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W
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5
5
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1
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-
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-
-
1,552,183
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F
41
2
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5
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6
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3
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2,642,023
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L
31
5
-
33
,
0
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33,001,000
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10,600,000
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4
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0
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12,432,251
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11,000,000
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-
16
9
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9
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6
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7
-
-
169,940,637
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14
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14,630,891
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1,273,543
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3
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1,223,000
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96
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-
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60
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0
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60,482,201
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35,333
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F
33
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700,000
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2,655,900
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J
1
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250,000
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0
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-
2
0
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F
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2
0
1
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-
2
0
1
9
F
Y
2
0
1
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2
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2
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32
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$
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$
-
$
335,000 $
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G
11
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13
2
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0
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0
-
-
-
-
132,000
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C
2
3
2
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G
11
1
13
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1
0
-
-
-
-
139,210
P8
C
2
3
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PI
F
32
1
18
0
,
0
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0
-
-
-
-
180,000
PI
F
32
1
1,
3
0
0
,
0
0
0
-
-
-
-
1,300,000
WM
63
3
52
,
0
0
0
-
-
-
-
52,000
2,
1
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8
,
2
1
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-
$
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2,138,210 $
To
t
a
l
P8
C
2
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6
267
APPENDICES
Appendices
This section provides supplemental information to assist the reader in understanding how
the budget book is developed and the various policies that govern the City's annual
plan for the use of its resources. This section includes the City Council Goals and Guiding
Principles, which was adopted by the City Council in April 2016. This document is the
basis of the development of department goals and objectives. This document also
provides direction as it relates to the prioritization of available resources.
This section also includes the City’s financial policies, including the investment policy,
the budget amendment process, basis of accounting and budgeting, and the budget
calendar. The schedules in this section offer demographic and economic indicators to
help the reader understand the environment and how the information in the City’s
budget relates to the services the City provides and the activities it performs.
268
Page 1
CITY OF BAKERSFIELD
PROPOSED CITY COUNCIL GOALS
2017-2018
MAYOR
Karen K. Goh
CITY COUNCILMEMBERS
Willie Rivera Councilmember, Ward 1
Andrae Gonzales Councilmember, Ward 2
Ken Weir Councilmember, Ward 3
Bob Smith Councilmember, Ward 4
Vacant Councilmember, Ward 5
Jacquie Sullivan Councilmember, Ward 6
Chris Parlier Councilmember, Ward 7
Submitted By:
Alan Tandy
City Manager
269
Page 2
Initiative1.1: Continue to evaluate, address and implement the
recommendations from international association of chiefs of
police to reduce priority response times.
Target Actions:
1.Continue to work to implement the highest priority recommendations provided by
the IACP to reduce response times, improve officer recruitment and retention and
improve overall customer service to the public.
Initiative 1.2: Provide consistent police services that support and enhance
proactive law enforcement including City-wide efforts to reduce
gang violence, illegal drug use, domestic violence and child
abuse.
Target Actions:
1.Plan for and develop funding mechanisms for additional staffing when possible.
ContinueeffortstoincreasePolicepatrolandprogresstowardsagoalof1.3officers
per 1,000 population. Pursue State and Federal grants to increase police officer
compliment.
2.Work with County and other Law Enforcement agencies to evaluate and upgrade its
public Safety infrastructure in a manner which provides the highest level of
interoperability for the future.
3.Work with Kern County Sheriff’s Office,Bakersfield Safe Streets Partnerships (BSSP) and
other agencies involved in the Safe Neighborhoods and Community Relations
Committee and the Schools Resource Officer Program to reduce gang relatedcrime through prevention,intervention and suppression activities.
4.Promote park safety by utilizing traditional police patrol, police citizen volunteer
patrols, specialized park patrol, and video technology.
5.Reduce Part 1 and quality of life crimes through directed policing practices and
strategies that utilize crime analysis to identify crime trends and heavy calls for service
locations. Utilize the resources of the Community Relations Unit and the Schools
Resource Officer Program to proactively work with neighborhoods, commercial areas
and schools to make individuals and property less attractive to the criminal element.
6.Continue to work closely with the Kern County Department of Human Services ChildProtective Services in a partnership to effectively investigate allegations involving
child victims of physical abuse, sexual abuse, and neglect.
7.Continue strategies to address the impact to the City due to the realignment of
the California Department of Corrections. Work closely with all agencies involved in
the local Community Corrections Partnership to effectively and efficiently minimize
crime as a result of the realignment and the impacts of Proposition47.
GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES
270
Page 3
8.Effectively use Crimeview mapping system to improve traffic safety efforts through
identifying problem areas with high collision rates, developing action plans for
collision reduction and improved safety for motorists, bicyclists, and pedestrians
and evaluation of results while working with City Traffic Engineering to improve overall
roadwaysafety.
9.Proactively promote new Neighborhood Watch and Business Watch programs and
encourage continued participation from neighborhood residents and businesses
after the programs are established.
Initiative 1.3: Provide consistent fire and related emergency services
throughoutBakersfield.
Target Actions:
1.Determine fire service needs and future station locations based on planned growth
within the Metropolitan General Plan; conduct research on residential/commercial
build-out, population statistics and funding. Implement new station development
plans (Pursuant to Joint Powers Agreement with County, including funding the
construction and staffingof Stations #12,#16,and #18.)
2.Reduce fire deaths, injuries, and losses through fire suppression services, education,
and prevention awareness programs administered through direct contact with the
community, service organizations, educational facilities, non-profit groups, the
media, and other private sector entities.
3.Maintain Fire Department deployment, service, and staffing levels through strategic
planning and forecasting. Maintain awareness of service trends via the standards of
the National Fire Protection Association and Occupational Safety and Health
Administration, and National Institute for Occupational Safety and Health
recommendations.
4.Improve and maintain Fire Department emergency response capacity through
continued use of various federal and state funding streams, including AFG, MMRS,
UASI,SHSGP,SAFER,and FPS. Investigate other non-traditional funding streams
relativeto Fire Department priorities and competitiveness.
5.Improve and maintain Fire Department disaster and major emergency response
capabilities, including the Fire Department Operations Center, grant-funded
communications improvement and upgrades, policy and protocol revisions, and
ongoing department-wide major emergency operations planning and training.
271
Page 4
Initiative: Maintain Contracted Fire reimbursable commitment to California State
Master Mutual Aid Agreement to assist with disasters an major emergencies in
Bakersfield, Kern County, and the State.
Target Actions to Meet Goal:
1. Continue to respond and assist with the mitigation of disaster-level wildland fire and
major emergencies throughout the county, region and state via the California State Master Mutual Aid System.
2. Maintain personnel and specialized units as state-certified master mutual aid response
resources.
3. Continue to revise, update and initiate various inter-agency working agreements
including those with the California Office of Emergency Services (Cal-OES), Bureau of
Land Management and United State Forest Service (USFS) that allow for statewide
collaboration in training and emergency response.
Initiative 2.1: Maintain and improve the quality of existing surface streets and
arterials by continuing to enhance the road resurfacing program,
including increasing funding for street maintenance.
Target Actions:
1.Implement a long term program for the rehabilitation/reconstruction of surface and
arterial streets using recurring state and federal funds. Pursue additional funding
opportunities through Kern COG to increase street repair and maintenance.
Initiative 2.2: Implement the Thomas Roads Improvement Program (TRIP) projects
as promptly as possible.
Target Actions:
1.Work with the County, Caltrans and other governmental entities to cooperatively
plan for and fund multi-jurisdictionaltransportationfacilities in the metropolitan area.
2.Implement the Thomas Roads Improvement Program including:
a.Complete land acquisition, and final design work for the 24
th Street
Improvements Project (environmental completed early 2016; begin
constructionlate 2017).
b.Complete construction of the BeltwayOperationalImprovementProject
(construction complete 2017).
GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK
272
Page 5
c.Complete final design work for the Hageman Flyover Project and begin land
acquisition late 2015.
d.Complete environmental, land acquisition, and final design work for the
Centennial Corridor Project (anticipate to begin construction of the initial
phase in early 2017).
h. Complete construction work, permits, and property acquisitions for the
Truxtun Avenue and Oak Street Intersection Operational Improvements and
Widening Project (anticipated completion late 2017)
i. Complete construction of the first phase of the Cenetennial Corridor,
KernRiver Bridge’s project by fall 2019.
3.Pursue the acquisition of needed properties on designated transportation corridors
from willing sellers with available funds designated for transportation purposes.
4.Work contractually and cooperatively with Cal Trans to ensure that when TRIP projects
are completed and ownership is given to Cal Trans, the standard of maintenance
care provided is such that it is a source of community pride.
Initiative 2.3: As the City continues to transition through the TRIP capital
projects, the City Council has a strong desire to maintain or
exceed historic levels of support for street maintenance,
resurfacing, and road construction projects for all related purposes,
including support of the Bicycle Transportation Plan.
Target Actions:
1.Implement a long term program to maintain and improve the condition of City
streets in a method that supports the Complete Streets Policy and the Bakersfield
Bicycle Transportation Plan.
Initiative 2.5: Maintain and construct trails for cycling, walking, jogging and
equestrian uses.
Target Actions:
1. Recognize the link between land use and transportation through adoption and
implementation of General Plan policies including development and
transportation standards which promote a balanced transportation system of
pedestrian, bicycle, transit, and motor vehicles. Explore alternative development
concepts which promote pedestrian and transit oriented communities.
2. Continue to expand and develop trails and bikeways by promoting the
connectivity of new and existing trails within the city to the existing Kern River Parkway.
273
Page 6
3. Seek legislative assistance to make possible the installation of multi-use trails along
canal corridors, including the South H Street corridor from Taft Highway to Belle
Terrace and the Friant Kern Canal corridor from the Kern River Channel to 7th
Standard Road, in addition to the identification of funding sources and design and
construction issues.
4. Pursue a “Bicycle Friendly Community” status from the League of American Bicyclists.
5. Work with local bicycle organizations to identify new bicycle facilities.
Encourage installation of bicycle parking areas in the downtown and in private
developments. Plan for inclusion of wider bicycle lanes on new and existing streets
as the locations may allow. Incorporate bicycle racks at City parks, as needed.
A Bicycle Transportation Plan was adopted in November 2013 that will qualify for
funding through Caltrans’ Bicycle Transportation Account to enhance and/or
construct new bicyclefacilities.
6. Pursue other available grant funding to continue bicycle transportation planning in
furtherance of the adopted Bicycle Transportation Plan.
7. Retrofit existing neighborhoods to be more pedestrian friendly and provide
for pedestrian friendly thoroughfares in new developments.
8. Revise City Standards to reflect Complete Streets policies.
Initiative 3:1 Encourage improvements to the downtown and former southeast
redevelopmentarea.
Target Actions:
1.Utilize resources and partnerships to increase the population in the Downtown area
to 10,000 residents by 2030. An increased residential population will help foster an
economically prosperous and diverse Downtown, provide local businesses with a
consistent and reliable source of customers, and encourage efficient use of public
services.
2.Launch a Property-Based Business Improvement District (PBID)
3.Pursue creation of identifiable districts within the downtown - arts, education, theater,
government, finance, etc.
4.Encourage the use of trees and flowers, lighting, street furniture, canopies, public art,
signage, flags
5.Adopt a Downtown Walkability Plan
GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED
USE DEVELOPMENT PROJECTS
274
Page 7
6.Adopt a Series of Zoning Updates that Incentivize Downtown Redevelopment
7.Activate Downtown Economic Opportunity Area and Explore Additional Tools
8.Encourage commercial development that includes plazas, pocket parks and water
features.
9.Use surface material that enriches the paving options on our streets, sidewalks, and
curbing.
10.Expand the downtown street light design and streetscape design, and incorporate
benches, refuse containers, tables and chairs and explore the use of LED and solar
lighting.
11.Participate in outreach efforts with local interest groups to facilitate a unified
approach to Downtown Redevelopment. Encourage quality downtown housing
developments which bring families to the downtown area.
12.Pursue property acquisition in the downtown from willing sellers for projects that fulfill
stateddowntownplanningobjectives.
13.Ensure that the future freeway system provides ample and easy access to the
downtownarea.
14.Encourage mixed use development south of the Mill Creek project along the
California Avenue corridor and surrounding area to further expand revitalization and
build on the improvements made in the South Mill Creek area.
15.Complete the projects listed on the Enforceable Obligation Payment Schedule
related to the new State laws governing the cessation of redevelopment agency
projects.
16.Work to continue the redevelopment and revitalization of downtown Bakersfield, Old
Town Kern, Southeast Bakersfield, and the 34
th Street corridor with the loss of
community redevelopment funding. Examine new funding and financing options,
available incentive programs, methods to encourage and promote mixed use and
residential projects, methods to improve the public realm, such as lighting,
landscaping, signage, and streetscapes. Work collaboratively with other community
entities.
17.Prepare and adopt a Station Area Plan (SAP) for the downtown area, focusing on
the relationship to the planned High-Speed Rail Station on Golden State Avenue and
“F” Street, as well as establishing planning, design, and economic development
goals, policies, and proposals for the entire downtown. SAP will address planning,
urban design, architectural standards, streetscapes, districting, bicycle and other
multi-modal transportation and transit facilities, economic development,
infrastructure planning, housing, parking, signage, way-finding, lighting, and open
space.
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Initiative 3.2: Pursue development of the Mill Creek Project.
Target Actions:
1.Develop concepts for projects which contain the following elements: entertainment,
trees, landscaping, water features, canopies, family activities, pedestrian-friendlydesign, safety, attractiveness. Minimize the negative aspects of railroad.
2.Continue to build on the success of the Convention Center Hotel, Centennial Plaza,
Rabobank Arena, Amtrak Station, McMurtrey Aquatic Center, and Ice Sports Center
by promoting mixed use development that supports entertainment venues,
restaurants, commercial and retail businesses and housing. Identify underutilized and
blighted properties in the downtown core area as potential sites for improvement.
Initiative 3.3: Encourage housing and mixed use development projects.
Target Actions:
1.Implement an Iconic and Catalytic Housing and Mixed Use Development Project
2.Adopt an Overlay Zone to Support Development along the Wall Street alley area from D Street to the Mill Creek Linear Park.
3.Promote mixed use development that includes landscaping and innovative urban
design elements, urban housing, restaurants, retail and other commercial uses.
4.Implement affordable housing development in the suitable areas throughout the city,
including older urban areas.
5.Promote in-fill projects for vacant, abandoned, or blighted areas throughout the city.
6.Complete future phases of Creekview Villas - 22 units (Target Completion Date: will
depend on Phase 1 sales and market conditions.
7.Use Vision Plan as a Platform for a Future Downtown Land Use Plan
Initiative 4.1: Provide for the logical planned growth and development of the
City.
Target Actions:
1.Ensure that updates or revisions to the Metropolitan Bakersfield General Plan include
planning for infrastructure and delivery of public services, as well as compliance with
climate change legislation, other environmental laws, and sustainable growth
principles.
GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT
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2.Facilitate annexations where staff is sensitive to the areas and where support starts
with the neighbors. Provide information to explain financial incentives or other
benefits of annexation, including water and sewer service, which encourage urban
areas in the County to be annexed into the City.
3.Work with major corporations/homebuilders and land owners to create master
planned communities which provide cohesive design and transportation elements,including the use of development agreements to facilitate necessary infrastructure
improvementsand services.
4.Continue using various strategies to reduce conversion of prime agricultural land for
urbandevelopment.
5.Plan for development of City facilities such as fire stations, police stations, parks, and
water facilities such as wells and pumps, etc., with other governmental agencies and
organizations and locate such facilities in a manner which will provide economies of
scale, reduce costs, and maximize the public benefit of City facilities and other
related public facilities.
6.Develop and implement an economic development program, focusing on areas
including industrial areas near the Bakersfield Municipal Airpark and the Highway 58
corridor in southeast Bakersfield. The program will include identification and
promotion of appropriate incentives, assistance with site identification and selection,
and active recruitment of investors, developers and businesses.
7.Plan and encourage quality “infill” development projects that offer additional urban
living options for the residents of Bakersfield. Use a variety of tools to help achieve this goal such as: Support for projects that use and enhance existing infrastructure;
Promotion and facilitation of processes for remediation of urban sites to relieve
pressure to develop at the urban fringe; Identification of open lands that are suitable
for infill development; Encouragement of public and private collaborations that result
in desirable neighborhoods via the use of interconnected green space, use of multi-
modal transportation concepts, mixed-use development and other innovative
concepts.
Initiative 4.2: Provide for and protect the City’s water supply.
Target Actions:
1.Vigorously defend against any potential threats to the City’s water supply and water
rights.
2.Provide for future growth and water demands by planning for water facilities inadvance of development. Continue to provide a safe and reliable water supply to
the City’s residents.
3.Participate in hearings through the State Water Resources Control Board to obtain
rights to unappropriated Kern River water.
4.Actively promote waterconservation tothe residents of Bakersfield.
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5.Explore opportunities to reduce the City’s water consumption by looking at the
feasibility of placing artificial turf in medians as well as a combination of drought
tolerant surfaces and materials.
6.Identify potential opportunities to expand the use of tertiary treated water.
Initiative 4.3: Encourage the development of affordable housing.
Target Actions:
1.Support affordable housing for seniors and low/moderate income residents.
2.Encourage and support redevelopment project areas to promote development in
the older urban areas of Bakersfield through use of available funding sources,
community planning efforts,and other available revitalization tools.
3.Streamline processes and provide incentives for first time homebuyers in targeted
and economically challenged areas, including the Parkview Cottages and
Creekview Villa projects.
Initiative 4.4: Promote the redevelopment of older areas within the City.
Target Actions:
1.Encourage and support redevelopment and neighborhood improvements in
Southeast Bakersfield. Examine methods to encourage and support development in
the area of the Bakersfield Municipal Airport.
2.Develop policies for specific incentives for residential in-fill in blighted areas.
Encourage and promote in-fill projects and redevelopment in the older areas within
the city.
3.Collaborate with business stakeholders and the arts community to create a
downtown arts district with enhanced signage, infrastructure and event areas.
4.Continue program to improve existing median islands with landscaping and reduce
water use by using decorative rock features in accordance with City standards
throughout the city.
5.Continue code enforcement efforts to help maintain neighborhoods and improve
visual standards.
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Initiative 5.1: Enhanceeconomic developmentopportunities.
Target Actions:
1.Recognize that a proactive economic development promotion arm is needed in the
City Community Development Department to facilitate increased investment and
revitalization throughout the Community; which will require additional staffing and
organizational priority.
2.Promote further development at the Bakersfield Auto Mall by leveraging public-private
partnerships, forming an Economic Opportunity Area and increasing the aesthetics
through public artwork and landscape improvements.
3.Leverage Publically-Owned parcels for Economic Development.
4.Continue to streamline processes for establishing and/or retaining businesses.
5.Encourage business retention and expansion through programs which collaborate
with local organizations such as trade unions, vocational training centers, schools and
universities to provide technical assistance, employee training resources and other
businessassistance.
6.Attract industries which are best suited to the advantages of our location, which
include availability of energy and agricultural production, access to majortransportation corridors, and geographic diversity for film locations and recreationalactivities.
7.Focus on improvements and opportunities within the Southeast and Old Town Kern
areas for revitalization and economic enhancement.
8.Promote Bakersfield development site opportunities through collaboration with local
and national commercial and industrial brokers and site selectors.
9.Implement job creation strategies identified in the Old Town Kern and Southeast
Economic development plans which address high unemployment area needs by
attracting targeted industries that provide higher paying jobs which can support
families.
10.Continue to enhance the Community Development website with updated
demographic and economic information for Bakersfield.
11.Collaborate with local and regional economic development organizations to
cooperatively promote local job/business creation and retention.
12.Continue to promote Bakersfield as a convention and visitor destination to increase
Transient Occupancy Tax (TOT) and Sales Tax revenues.
GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE
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13.Explore using the 18th and Eye parking garage as a location to reach large numbers
of visitors and residents to promote increased spending locally.
14.Promote economic development by engaging and encouraging new business,
enabling existing business retention and expansion, and providing other incentives
and opportunities.
Initiative 6.1: Improve the visual appearance and livability of the City.
Target Actions:
1.Continue the campaign against littering (Keep Bakersfield Beautiful) and graffiti.
Encourage public participation in such volunteer efforts.
2.Create landscaped gateways, freeways and arterial roads. Improve freeway and
entry point landscape standards.Promote and encourage future community
gardens, with identification of adequate financial resources and community support
for long-term sustainability.
3.Continue to pursue an aggressive and proactive program to control and maintain
the condition and appearance of abandoned homes and buildings and abate the
presence of illegal tenants from such buildings.
4.Complete a new website for the City that allows Departments the ability to better
disseminate information and the user the ability to more easily find information.
Initiative 6.2: Provide quality recreational facilities and programs.
Target Actions:
1.Facilitate development and encourage corporate capital investments towards
cultural and recreational facilities, including the use of grants, contributions, in-kind
services and other unique or appropriate one-time funding sources which may
become available, while limiting the use of General Fund revenues for such capital
construction. Such facilities would include a performing and cultural arts center;
communityrecreation buildings;aquatics facilities;and a multi-purposestadium.
2.Complete design for Bakersfield Sports Village, Phase 3, and begin construction on
the stadium fields and potential park areas. (Target Completion Date: Spring 2018).
3.Complete design for the Mesa Marin Sports Complex, Phase 2, and begin
construction of 2 additional softball fields, restroom and playground. (Target
Completion Date:2018).
4.BegindesignofWilsonParkSprayPark(TargetCompletionforDesign: 2014).
GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE
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Initiative 6.3 : To be proactive in the reduction of solid waste within the City
through the promotion and implementation of recycling programs and other
waste management strategies that are efficient, cost effective, consistent with
council goals, and meet applicable state requirements, if any.
Target Actions:
1.For compliance with California Assembly Bill 341, provide outreach and education to
roughly 2,000 businesses who are subject to the state’s Mandatory Commercial
Recycling requirements, and provide commercial recycling services to those
businesses who choose to comply.
2.For compliance with California Assembly Bill 1826, provide outreach and education to
roughly 500 businesses who are subject to the state’s Commercial Organic Recycling
requirements, and provide commercial food waste recycling services to those
businesses who choose to comply.
3.For compliance with a new State Water Resources Control Board rule for compost
facilities, develop a new technical plan and associated capital improvements
required to manage water at the compost facility.
4.In response to the closure of the biomass power plant in Delano, expand composting
operations about 50% in order to manage massive quantities of wood chips that used
to be sold for biomass fuel.
Initiative 7.1: Provide for the prudent use of fiscal resources.
Target Actions:
1.Maintain constant awareness that unless pension cost increases under CalPers are
brought under control that effectively, most other goals of the City will be difficult, if
not impossible, to achieve.
2.To incorporate best practices from the private sector as an element of conducting
business.
3.To prudently govern all areas of discretionary spending, including personnel, benefit
and pension costs, so that funds to provide services can be balanced with the need
to attract and retain qualitypersonnel.
4.To conservatively govern the financial operations of the City, so that long-term
liabilities are controlled as best as practicable for the benefit of the tax payer and to
take full advantage of any and all opportunities to reduce and eliminate unfunded
liabilities.
GOAL #7: FISCAL SOLVENCY
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5.To budget conservatively by using one-time revenues for capital rather than
operating costs,with streets being ofparticular importance.
6.To preserve General Fund revenues for core services of the City, such as public
safety,streets, parks, and quality of life issues.
7.To respect the history of the City by keeping tax rates, fees and assessments as low as
possible while still providing quality services.
8.Pursue technology that will cut costs, preserve staff time, and allow the City to utilize
resources more efficiently while maintaining quality service levels.
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In addition to the City Council Goals, the City of Bakersfield recognizes the following guiding
principles in providing public services to the Citizens of Bakersfield:
•To maintain responsible fiscal policies which insure fiscal solvency, promote the pursuit of
grants and private donations, maintain the lowest possible fee structure for all services
and streamline government operations to be more responsive and cost effective.
•To foster a “cut-as-you-go” policy, implementing spending offsets to cover the expenses
of new programs whenever possible.
•To recognize that pension costs are a large percentage of the General Fund and to
therefore pursue fiscal policies which prudently govern such costs.
•To encourage utilization of local vendors wherever possible and continue an investment
policy that provides opportunities for City funds to be invested locally if all other
conditions such as rate of return are the same.
•To attract and foster a qualified workforce by creating an environment that encourages
employees to achieve and provide quality customer service.
•To maintain positive and effective labor and employee relations through enhanced
employee reward and recognition programs, involving all staff in implementing the goals
and objectives of the City.
•Continue toimplement cultural diversity in all aspects of the employment process.
•Provide safe working conditions and train employees in sound safety practices.
•Maintain a comprehensive employee wellness program through review of best practices
from public and private entities
•Improve city government communications which promote a positive image of the City’sprojects,programs and accomplishments.
•Continue enhancement to the public communications process, including use of
television broadcasts and other technical advancements as they become available for
meetings and to provide public information; enhancement of the city’s WEB site; use of
press releases regarding city activities; use of surveys to obtain customer service and
other citizen feedback information; and distribution of city-wide publications.
•Provide more positive council interaction with the public through improved response to
citizen complaints and inquiries through use of constituent tracking software and
availabletechnology.
•Improve internal Council relations by promoting common goals, respecting individual
positions on issues, reducing the level of “political” decision-making, and conducting
annual team building and goal setting sessions.
City of Bakersfield - Guiding Principles
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•Work with the County to provide efficient government services for metropolitan area
whichreducetheduplicationofpublicservices.
•Research, evaluate and implement emerging technologies which would enhance the
provision of City services by making them more effective and efficient.
•Explore new or alternative funding mechanisms, including the pursuit of grant funding for
constructing and staffingnew programs and facilities.
•Continue to provide consistent urban services within the metropolitan area defined by
the City’s General Plan.
•Adhere to City Statement of Water Resources Policy in preserving the quality and
quantity of City‘s Kern River water supplies and water rights of the water resources
available to the City.
•Maintain, replace and protect the City’s infrastructure (i.e. streets, storm drains, sewer
lines,canal crossings, buildings,structuresand facilities,parks, etc.)
•Pro-actively pursue intergovernmental legislation at the county, state and federal levels
by monitoring, taking a position and actively pursuing pending legislation; expanding
annual lobbying efforts with state and federal representatives; inviting legislators to
Council workshops or other activities; holding joint City Council/County Board ofSupervisor meetings to discuss various issues.
•Continue to partner with school districts on recreation and education programs to
reduce youth violence, drugs and crime.
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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.
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Basis of Accounting and Budgeting
All governmental fund types, Agency Funds and the Discretely Presented
Component Unit are accounted for using the modified-accrual basis of
accounting. Under the modified-accrual basis, revenues are recognized when
they become measurable and available as net current assets. Taxpayer-
assessed gross receipts and sales taxes are considered “measurable” when in
the hands of intermediary collecting governments and are, therefore,
recognized as revenue at that time. Property taxes are recognized as revenue
in the fiscal year during which they are levied, adjusted for amounts considered
to be collectible more than 60 days beyond the fiscal year-end or ultimately
uncollectible.
Those revenues susceptible to accrual are property taxes, franchise taxes,
special assessments, licenses, interest revenue and charges for services. Sales
taxes collected and held by the state at year end on behalf of the government
also are recognized as revenue. Fines and permits are not susceptible to
accrual because generally they are not measurable until received in cash.
Expenditures are generally recognized under the modified-accrual basis of
accounting when the related fund liability is incurred. An exception is interest on
general long-term debt which is not accrued but is recorded when due.
Proceeds from issuance of long- term debt are recognized as other financing
sources when received, and repayments are recognized as expenditures when
due.
All proprietary fund types and Pension Trust Funds are accounted for using the
accrual basis of accounting. The revenues of these funds are recognized when
they are earned, and their expenses are recognized when they are incurred.
Unbilled service revenues, which are not significant, are not recognized as
revenues.
Budgets and Budgetary Accounting
The procedures established by the City Council in adopting the budgetary data
reflected in the financial statements are as follows:
1. Prior to June 1, the City Manager submits to the City Council a proposed
operating budget for the fiscal year commencing the following July 1. The
operating budget includes proposed expenditures and the means of
financing them.
2. Public hearings are conducted to obtain taxpayer comments.
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Basis of Accounting and Budgeting continued
3. Prior to July 1, the budget is legally enacted through passage of a
resolution.
4. Budgets are adopted for all governmental fund types and are prepared on
a basis consistent with generally accepted accounting principles.
5. The City Manager is authorized to transfer budgeted amounts between
departments within any fund and approve reductions of budgeted
amounts. Since expenditures may not exceed budgeted appropriations at
the fund level, any revisions that alter the total appropriations of any fund
are to be approved by the City Council. Projects budgeted within the fiscal
year but not yet completed can be reappropriated the following fiscal year
with City Manager approval. All other unencumbered appropriations lapse
at year-end. Encumbered amounts are reappropriated in the ensuing fiscal
year budget.
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Investment Policy
The Investment Policy of the City of Bakersfield as adopted by Policy Resolution
No. 1 -1, is intended to provide guidelines for the prudent investment of the
City of Bakersfield’s temporary idle cash, and outline the policies for maximizing
the efficiency of the City’s cash management system.
It is the policy of the City to invest public funds in a manner which will provide
safety of principal and at least a market rate of return while meeting the daily
cash flow demands of the City. Investments will conform to all statutes
governing the investment of public funds.
The primary goals of the investment policy are:
x To assure compliance with all Federal, State and Local laws governing the
investment of public funds under the control of the City Treasurer.
x To maintain the principal value of financial assets and ensure ample
liquidity to meet operating expenditures.
x Within the constraints of safety and liquidity, and within the parameters of
this Investment Policy generate a market rate of return.
The ultimate goal is to enhance the economic status of the City of Bakersfield
while protecting the safety of its financial assets.
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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 Services2. Operations (Supplies and Services)3. Council Contingency4. Capital Outlay5. Debt Service6. 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.
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290
CITY OF BAKERSFIELD
MISCELLANEOUS STATISTICS
DATE OF INCORPORATION 1898
CHARTER ADOPTED 1915
FORM OF GOVERNMENT COUNCIL-MANAGER
POPULATION (2015) 379,110
CITY EMPLOYEES/1,000 (2016) 4.00
AREA (2016) 150.53 sq. mi.
MILES OF STREETS (2015) 1,441
NUMBER OF TRAFFIC SIGNALS (2015) 419
MILES OF SANITARY SEWERS (2015) 1,072
NUMBER OF PARKS AND ACREAGE (2015) 59 PARKS (769 ac.)
Prepared by the City Manager’s Office
291
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
149.89 150 150.13 150.27 150.53
0255075100125150175
2012 2013 2014 2015 2016
Sq
u
a
r
e
M
i
l
e
s
End of Calendar Year
City Square Miles
354,480 360,633 367,315 369,505 379,110
50,000
100,000
150,000
200,000250,000300,000
350,000
400,000
2012 2013 2014 2015 2016
Po
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u
l
a
t
i
o
n
End of Calendar Year
Annual Population Growth
4.16 4.15 4.18 4.15 4.01
0
1
2
3
4
5
6
2012 2013 2014 2015 2016
Em
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End of Calendar Year
City Employees per 1,000 Population
292
CITY OF BAKERSFIELD
FISCAL YEAR 2017-2018
Governmental Activities Tax Revenues by Source
Last Six Fiscal Years
Fiscal
Year
General
Property
Taxes
Sales and
Use Taxes
Transient
Occupancey
Taxes
Business
License
Taxes
Utility
Franchise
Taxes
In-Lieu and
Other Taxes Total Taxes
2010 $57,185,433 *$ 50,664,333 $ 6,493,702 $ 3,173,514 $ 9,288,614 **$ 1,910,719 $ 128,716,315
2011 62,889,341 *55,281,897 6,851,869 3,415,351 10,083,705 **728,715 139,250,878
2012 60,117,200 *54,246,000 7,822,792 3,200,000 10,371,830 **900,000 136,657,822
2013 65,696,957 *70,418,028 8,274,240 3,372,972 10,733,798 **1,034,119 159,530,114
2014 66,614,853 *72,442,178 8,826,003 3,607,558 10,890,359 **988,423 163,369,374
2015 71,382,809 *70,366,255 9,487,984 3,730,720 11,901,681 **1,177,810 168,047,259
2016 74,342,784 *70,786,793 9,450,710 3,904,569 11,682,488 **1,176,713 171,344,057
Source: City of Bakersfield FY 2016 Comprehensive Annual Financial Report
note:
* Includes VLG Triple Flip tax revenue.
** Includes PG & E Utility Surcharge revenues
293
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294
CITY OF BAKERSFIELD
FISCAL YEAR 2017-2018
ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE PROPERTY
LAST SIX FISCAL YEARS
Secured Less:Total Taxable
Fiscal
Year
Residential
Property
Commercial
Property Other Unsecured
Tax Exempt
Real Property
Assessed
Value
2010 $15,577,372 $ 4,030,198 $ 3,311,171 $ 878,216 $ 1,080,957 $22,716,000
2011 14,950,744 4,053,184 3,134,829 834,158 1,063,302 21,909,613
2012 14,521,636 3,832,880 3,245,619 850,899 1,104,081 21,346,953
2013 14,698,137 3,904,832 3,268,227 912,300 1,097,928 21,685,568
2014 15,592,995 4,010,392 3,575,805 791,531 1,186,061 22,784,662
2015 17,297,625 4,111,192 3,607,361 819,306 1,230,972 24,604,512
2016 18,495,838 4,238,653 3,749,127 835,424 1,321,877 25,997,165
Source: City of Bakersfield FY 2016 Comprehensive Annual Financial Report.
Note: Amounts expressed in thousands
295
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
7
-
2
0
1
8
SA
L
E
S
T
A
X
R
E
V
E
N
U
E
P
A
Y
E
R
S
B
Y
I
N
D
U
S
T
R
Y
(
J
U
N
E
3
0
,
2
0
1
6
)
Ca
t
e
g
o
r
y
Nu
m
b
e
r
o
f
Fi
l
e
r
s
Pe
r
c
e
n
t
a
g
e
of
T
o
t
a
l
Tax Liability PaidPercent of Total $
De
p
a
r
t
m
e
n
t
S
t
o
r
e
s
54
%
0.
7
2
8,761,953 %14.45
Ne
w
C
a
r
D
e
a
l
e
r
s
22
%
0.
2
9
9,331,208 %15.39
Se
r
v
i
c
e
S
t
a
t
i
o
n
s
10
1
%
1.
3
5
4,435,560 %7.31
He
a
v
y
I
n
d
u
s
t
r
i
a
l
E
q
u
i
p
m
e
n
t
&
M
i
s
c
.
M
a
c
h
i
n
e
r
y
19
5
%
2.
6
0
2,275,283 %3.75
Ea
t
i
n
g
/
D
r
i
n
k
i
n
g
P
l
a
c
e
s
w
i
t
h
o
u
t
A
l
c
o
h
o
l
40
7
%
5.
4
3
3,517,548 %5.80
Ea
t
i
n
g
/
D
r
i
n
k
i
n
g
P
l
a
c
e
s
w
/
G
e
n
e
r
a
l
o
n
-
s
a
l
e
L
i
c
35
7
%
4.
7
6
3,418,772 %5.64
Bu
i
l
d
i
n
g
M
a
t
e
r
i
a
l
s
18
%
0.
2
4
2,446,955 %4.04
Gr
o
c
e
r
y
S
t
o
r
e
s
w
/
G
e
n
e
r
a
l
L
i
q
u
i
r
L
i
c
2
1
10
0
%
1.
3
3
1,914,493 %3.16
Fa
m
i
l
y
A
p
p
a
r
e
l
39
0
%
5.
2
0
1,940,872 %3.20
Fu
l
l
T
i
m
e
S
p
e
c
i
a
l
t
y
S
t
o
r
e
s
82
7
%
11
.
0
3
1,786,994 %2.95
Al
l
O
t
h
e
r
50
2
9
%
67
.
0
5
20,810,453 %34.31
To
t
a
l
75
0
0
%
10
0
.
0
0
60,640,091 %100.00
So
u
r
c
e
:
C
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f
B
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Y
2
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C
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A
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R
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No
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a
r
296
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
DE
M
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G
R
A
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LA
S
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A
R
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Fi
s
c
a
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Y
e
a
r
Po
p
u
l
a
t
i
o
n
(
1
)
Pe
r
s
o
n
a
l
(
2
)
(m
i
l
l
i
o
n
s
)
Pe
r
C
a
p
i
t
a
Pe
r
s
o
n
a
l
In
c
o
m
e
(
2
)
Me
d
i
a
n
Ag
e
(
3
)
Ed
u
c
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t
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in
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f
Fo
r
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i
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g
(
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)
(4
)
El
e
m
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n
t
a
r
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Sc
h
o
o
l
En
r
o
l
m
e
n
t
(
5
)
Estimated Unemployment Rate (%) (6)
20
1
1
33
8
,
9
5
2
7,
0
0
7
20
,
6
7
5
29
.
5
77
.
8
$
2
7
,
5
9
0
%15.3
20
1
2
35
4
,
4
8
0
7,
6
4
0
21
,
5
5
3
29
.
5
78
.
1
$
2
1
,
4
1
1
%10.5
20
1
3
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9
,
2
2
1
7,
8
6
2
21
,
8
8
7
29
.
8
77
.
8
23
,
4
2
2
%8.4
20
1
4
36
7
,
3
1
5
8,
0
7
4
21
,
9
8
0
30
.
0
78
.
2
24
,
0
1
2
%7.9
20
1
5
36
5
,
5
0
4
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2
2
8
22
,
5
1
2
30
.
1
78
.
5
24
,
2
3
2
%9.3
20
1
6
37
9
,
1
1
0
8,
5
3
2
22
,
5
0
5
30
.
2
79
.
7
$-
%9.1
So
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r
c
e
:
C
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y
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f
B
a
k
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s
f
i
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l
d
F
Y
2
0
1
6
Co
m
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A
n
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e
p
o
r
t
No
t
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s
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t
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c
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2
5
y
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s
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d
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1)
E
d
-
D
a
t
a
E
d
u
c
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t
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o
n
D
a
t
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e
r
s
h
i
p
1)
S
t
a
t
e
o
f
C
a
l
i
f
o
r
n
i
a
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m
p
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m
e
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t
D
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p
m
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D
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p
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m
e
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t
(
D
a
t
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s
h
o
w
n
i
s
f
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r
K
e
r
n
C
o
u
n
t
y
)
297
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
PR
O
P
E
R
T
Y
V
A
L
U
E
A
N
D
C
O
N
S
T
R
U
C
T
I
O
N
LA
S
T
T
E
N
F
I
S
C
A
L
Y
E
A
R
S
Co
m
m
e
r
c
i
a
l
Co
n
s
t
r
u
c
t
i
o
n
Re
s
i
d
e
n
t
i
a
l
Co
n
s
t
r
u
c
t
i
o
n
Ot
h
e
r
Co
n
s
t
r
u
c
t
i
o
n
Total
Co
n
s
t
r
u
c
t
i
o
n
No
.
o
f
Un
i
t
s
Va
l
u
e
No
.
o
f
Un
i
t
s
Va
l
u
e
Va
l
u
e
No
.
o
f
Un
i
t
s
Value
20
0
8
15
3
78
,
5
0
6
1,
9
2
2
29
6
,
7
8
8
-
2,
0
7
5
480,004
20
0
9
95
60
,
8
4
0
1,
0
9
0
23
7
,
0
9
1
-
1,
1
8
5
391,245
20
1
0
83
62
,
0
8
8
1,
0
9
7
23
2
,
2
7
5
-
1,
1
8
0
381,031
20
1
1
40
13
,
4
2
5
84
8
19
7
,
3
8
0
-
88
8
308,862
20
1
2
40
41
,
4
8
2
42
2
92
,
3
1
3
-
46
2
215,779
20
1
3
49
20
,
8
0
7
1,
1
2
2
25
9
,
8
5
1
-
1,
1
7
1
389,535
20
1
4
69
15
,
7
1
0
1,
3
3
6
31
2
,
5
6
9
-
1,
4
0
5
485,303
20
1
5
89
56
,
3
2
0
1,
4
3
5
38
9
,
7
1
5
-
1,
5
2
4
649,757
20
1
6
70
49
,
8
0
6
1,
3
9
1
38
4
,
8
1
9
37
7
,
5
1
0
1,
4
6
1
812,135
So
u
r
c
e
:
C
i
t
y
o
f
B
a
k
e
r
s
f
i
e
l
d
F
Y
2
0
1
6
Co
m
p
r
e
h
e
n
s
i
v
e
A
n
n
u
a
l
F
i
n
a
n
c
i
a
l
R
e
p
o
r
t
No
t
e
:
P
r
o
p
e
r
t
y
V
a
l
u
e
r
e
p
o
r
t
e
d
i
n
t
h
o
u
s
a
n
d
s
298
CI
T
Y
O
F
B
A
K
E
R
S
F
I
E
L
D
OP
E
R
A
T
I
N
G
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N
D
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C
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B
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F
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C
T
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Fi
s
c
a
l
Y
e
a
r
E
n
d
i
n
g
Fu
n
c
t
i
o
n
20
1
2
20
1
3
20
1
4
20
1
5
20
1
6
20
1
6
Po
l
i
c
e
Ph
y
s
i
c
a
l
a
r
r
e
s
t
s
17
,
0
2
3
.
0
0
29
,
6
2
3
.
0
0
32
,
1
5
8
.
0
0
37
,
2
4
6
.
0
0
24
,
2
5
4
.
0
0
19
,
9
6
5
.
0
0
Pa
r
k
i
n
g
v
i
o
l
a
t
i
o
n
s
5,
4
3
3
.
0
0
5,
4
3
3
.
0
0
6,
6
2
0
.
0
0
10
,
4
9
9
.
0
0
6,
1
8
3
.
0
0
4,
0
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3
.
0
0
Tr
a
f
f
i
c
v
i
o
l
a
t
i
o
n
s
10
,
0
4
3
.
0
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9,
1
7
2
.
0
0
11
,
5
2
8
.
0
0
15
,
0
6
5
.
0
0
24
,
1
5
4
.
0
0
26
,
9
3
4
.
0
0
Fi
r
e
Nu
m
b
e
r
o
f
c
a
l
l
s
a
n
s
w
e
r
e
d
27
,
3
9
2
.
0
0
28
,
8
7
0
.
0
0
31
,
1
6
4
.
0
0
32
,
8
9
8
.
0
0
35
,
1
1
7
.
0
0
35
,
7
4
7
.
0
0
In
s
p
e
c
t
i
o
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300
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
PERSONNEL COMPLEMENT BY DIVISION
Division AuthorizedFY 13-14 AuthorizedFY 14-15 AuthorizedFY 15-16 AuthorizedFY 16-17 ChangeFY 17-18
Proposed
FY 17-18
Mayor 1.00 1.00 1.00 1.00 0.00 1.00
Total Legislative 1.00 1.00 1.00 1.00 0.00 1.00
City Manager 7.00 7.00 7.00 7.00 0.00 7.00
City Clerk 8.00 8.00 8.00 7.00 0.00 7.00
Human Resources 10.00 10.00 10.00 10.00 0.00 10.00
Risk Management 3.00 3.00 3.00 3.00 0.00 3.00
Information Technology 30.00 31.00 38.00 37.00 0.00 37.00
Total Executive 58.00 59.00 66.00 64.00 0.00 64.00
Legal Council 10.00 10.00 10.00 10.00 0.00 10.00
Total City Attorney 10.00 10.00 10.00 10.00 0.00 10.00
Administration 5.00 5.00 5.00 5.00 0.00 5.00
Accounting and Reporting 15.00 15.00 15.00 15.00 0.00 15.00
Treasury 9.00 9.00 9.00 9.00 0.00 9.00
Purchasing 3.00 3.00 3.00 3.00 0.00 3.00
Total Financial Services 32.00 32.00 32.00 32.00 0.00 32.00
Administration 130.00 132.00 132.00 132.00 0.00 132.00
Operations 296.00 314.00 314.00 314.00 3.00 317.00
Investigations 92.00 96.00 97.00 97.00 0.00 97.00
Animal Control 10.00 9.00 9.00 9.00 0.00 9.00
Total Police Services 528.00 551.00 552.00 552.00 3.00 555.00
Administration 9.00 9.00 9.00 9.00 0.00 9.00
Fire Safety 15.00 16.00 16.00 16.00 0.00 16.00
Fire Suppression 174.00 174.00 174.00 174.00 0.00 174.00
Total Fire Services 198.00 199.00 199.00 199.00 0.00 199.00
301
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
PERSONNEL COMPLEMENT BY DIVISION
Division AuthorizedFY 13-14 AuthorizedFY 14-15 AuthorizedFY 15-16 AuthorizedFY 16-17 ChangeFY 17-18
Proposed
FY 17-18
Administration 9.00 9.00 9.00 9.00 0.00 9.00
TRIP 5.00 5.00 5.00 5.00 0.00 5.00
Engineering 44.00 44.00 48.00 45.00 0.00 45.00
General Services 72.00 73.00 73.00 72.00 0.00 72.00
Streets 93.00 93.00 93.00 92.00 0.00 92.00
Equipment 55.00 56.00 48.00 48.00 0.00 48.00
Wastewater 38.00 40.00 40.00 40.00 0.00 40.00
Solid Waste 106.00 107.00 107.00 107.00 1.00 108.00
Total Public Works 422.00 427.00 423.00 418.00 1.00 419.00
Agricultural Water 23.00 23.00 23.00 24.00 0.00 24.00
Domestic Water 5.00 5.00 5.00 5.00 0.00 5.00
Total Water Resources 28.00 28.00 28.00 29.00 0.00 29.00
Rabobank Arena (a)4.00 4.00 4.00 3.00 0.00 3.00
Convention & Visitors Bureau (b)4.00 4.00 4.00 4.00 0.00 4.00
Total Rabobank Area/CVB 8.00 8.00 8.00 7.00 0.00 7.00
Administration 9.00 9.00 9.00 8.00 0.00 8.00
Parks 128.00 128.00 128.00 125.00 0.00 125.00
Recreation 12.00 13.00 13.00 13.00 0.00 13.00
Total Recreation & Parks 149.00 150.00 150.00 146.00 0.00 146.00
Planning 24.00 24.00 24.00 23.00 0.00 23.00
Building 37.00 41.00 41.00 40.00 0.00 40.00
Total Community Development 61.00 65.00 65.00 63.00 0.00 63.00
Total Personnel 1,495.00 1,530.00 1,534.00 1,521.00 4.00 1,525.00
Notes:
(a) Remaining City employees that did not become employees of AEG.
(b) CVB employees (all City employees) are now summarized with Rabobank Arena City Employees.
302
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
13060 BUILDING MAINTAINER I 010 14.43$ 15.15$ 15.91$ 16.71$ 17.55$
13061 BUILDING MAINTAINER I T-STEP 705 10.15$ -$ -$ -$ -$
13068 BUILDING MAINTAINER I TEMP-T 705 10.15$ -$ -$ -$ -$
13069 BUILDING MAINTAINER I - TEMP 727 12.76$ -$ -$ -$ -$
13080 MAINTAINER - CGCC 030 15.82$ 16.61$ 17.45$ 18.32$ 19.23$
13081 AUDITORIUM MAINTAINER I-T STEP 710 11.13$ -$ -$ -$ -$
13088 AUDITORIUM MAINTAINER I TEMP-T 710 11.13$ -$ -$ -$ -$
13089 AUDITORIUM MAINTAINER I-TEMP 735 15.75$ -$ -$ -$ -$
13090 MAINTAINER - CGCC 030 15.82$ 16.61$ 17.45$ 18.32$ 19.23$
13100 BUILDING MAINTAINER II 030 15.82$ 16.61$ 17.45$ 18.32$ 19.23$
13120 AUDITORIUM MAINTAINER II 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13140 STREET MAINTAINER 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13141 STREET MAINTAINER T-STEP 715 13.55$ -$ -$ -$ -$
13148 STREET MAINTAINER TEMP-T 715 13.55$ -$ -$ -$ -$
13149 STREET MAINTAINER-TEMP 742 17.28$ -$ -$ -$ -$
13170 LIGHT EQUIPMENT OPR - STREETS 094 20.02$ 21.02$ 22.07$ 23.18$ 24.33$
13179 LT EQUIPMENT OPR-STREETS-TEMP 762 19.92$ -$ -$ -$ -$
13180 LIGHT EQUIPMENT OPR - PARKS 094 20.02$ 21.02$ 22.07$ 23.18$ 24.33$
13190 LIGHT EQUIPMENT OPERATOR-WATER 094 20.02$ 21.02$ 22.07$ 23.18$ 24.33$
13200 HEAVY EQUIPMENT OPR - STREETS 183 23.41$ 24.57$ 25.80$ 27.10$ 28.44$
13210 HEAVY EQUIPMENT OPR - PARKS 183 23.41$ 24.57$ 25.80$ 27.10$ 28.44$
13220 HEAVY EQUIP OPERATOR - WATER 183 23.41$ 24.57$ 25.80$ 27.10$ 28.44$
13230 HEAVY EQUIP OPR-SW & RECYCLING 183 23.41$ 24.57$ 25.80$ 27.10$ 28.44$
13240 HEAVY EQUIP OPR - WASTE WATER 183 23.41$ 24.57$ 25.80$ 27.10$ 28.44$
13270 MOTOR SWEEPER OPERATOR 160 22.52$ 23.65$ 24.83$ 26.06$ 27.37$
13300 PARK MAINTAINER 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13301 PARK MAINTAINER-T STEP 715 13.55$ -$ -$ -$ -$
13308 PARK MAINTAINER TEMP-T 715 13.55$ -$ -$ -$ -$
13310 PARK SERVICES COORDINATOR 229 25.30$ 26.58$ 27.91$ 29.33$ 30.82$
13320 PARK MAINTAINER II 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
13340 CANAL TENDER I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13341 CANAL TENDER I T STEP 715 13.55$ -$ -$ -$ -$
13348 CANAL TENDER I TEMP-T 715 13.55$ -$ -$ -$ -$
13349 CANAL TENDER I TEMP 742 17.28$ -$ -$ -$ -$
13350 CANAL TENDER II 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
13390 SANITATION WORKER I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13391 SANITATION WORKER I - T STEP 715 13.55$ -$ -$ -$ -$
13398 SANITATION WORKER I TEMP-T 715 13.55$ -$ -$ -$ -$
13420 SANITATION WORKER II 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
13429 SANITATION WORKER II-TEMP 760 17.96$ -$ -$ -$ -$
13430 SOLID WASTE EQUIPMENT OPERATOR 115 21.46$ 22.53$ 23.66$ 24.84$ 26.08$
13439 SANITATION WORKER III TEMP 770 21.36$ -$ -$ -$ -$
13440 SEWER MAINTAINER I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13441 SEWER MAINTAINER I T-STEP 715 13.55$ -$ -$ -$ -$
13448 SEWER MAINTAINER I TEMP-T 715 13.55$ -$ -$ -$ -$
13449 SEWER MAINTAINER I - TEMP 742 17.28$ -$ -$ -$ -$
13460 SEWER MAINTAINER II 097 20.32$ 21.33$ 22.39$ 23.52$ 24.69$
13470 SEWER MAINTAINER III 140 22.32$ 23.43$ 24.60$ 25.83$ 27.12$
13480 UTILITY WORKER 030 15.82$ 16.61$ 17.45$ 18.32$ 19.23$
13489 UTILITY WORKER-TEMP 735 15.75$ -$ -$ -$ -$
13490 LABORER 001 10.50$ 11.03$ 11.58$ 12.16$ 12.77$
13499 LABORER - TEMP 840 10.50$ -$ -$ -$ -$
13500 FACILITY WORKER 010 14.43$ 15.15$ 15.91$ 16.71$ 17.55$
13508 FACILITY WORKER - TEMP T 860 14.36$ -$ -$ -$ -$
13509 FACILITY WORKER - TEMP 860 14.36$ -$ -$ -$ -$
303
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
13510 WELDER I 200 23.61$ 24.79$ 26.03$ 27.34$ 28.71$
13520 WELDER II 245 25.94$ 27.24$ 28.60$ 30.03$ 31.53$
13580 MACHINIST 245 25.94$ 27.24$ 28.60$ 30.03$ 31.53$
13610 TREE MAINTAINER I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13611 TREE MAINTAINER I-T STEP 715 13.55$ -$ -$ -$ -$
13618 TREE MAINTAINER I TEMP-T 715 13.55$ -$ -$ -$ -$
13620 TREE MAINTAINER II 097 20.32$ 21.33$ 22.39$ 23.52$ 24.69$
13630 TREE MAINTAINER III 115 21.46$ 22.53$ 23.66$ 24.84$ 26.08$
13640 SPRAY RIG OPR/PEST CONTROL ADV 105 20.51$ 21.53$ 22.61$ 23.74$ 24.93$
13700 SERVICE MAINTENANCE WORKER 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
13701 SERVICE MAINTENANCE WORKER-T 715 13.55$ -$ -$ -$ -$
13708 SERVICE MAINTENANCE WKR-TEMP T 715 13.55$ -$ -$ -$ -$
13709 SERVICE MAINTENANCE WKR-TEMP 866 17.28$ -$ -$ -$ -$
14040 FLEET SERVICE WORKER I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
14048 FLEET SERVICE WORKER TEMP-T 715 13.55$ -$ -$ -$ -$
14049 FLEET SERVICE WORKER TEMP 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
14050 FLEET SERVICE WORKER II 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
14060 FLEET SERVICE WORKER I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
14061 FLEET SERVICE WORKER I T-STEP 715 13.55$ -$ -$ -$ -$
14068 FLEET SERVICE WORKER I-TEMP-T 715 13.55$ -$ -$ -$ -$
14069 FLEET SERVICE WORKER I - TEMP 742 17.28$ -$ -$ -$ -$
14080 TRAFFIC PAINTER I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
14081 TRAFFIC PAINTER I T-STEP 715 13.55$ -$ -$ -$ -$
14088 TRAFFIC PAINTER I TEMP-T 715 13.55$ -$ -$ -$ -$
14089 TRAFFIC PAINTER I-TEMP 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
14100 ELECTRICAL TECHNICIAN II 263 27.08$ 28.42$ 29.85$ 31.34$ 32.91$
14130 ELECTRICAL TECHNICIAN I 205 24.05$ 25.26$ 26.51$ 27.83$ 29.23$
14139 ELECTRICAL ASSISTANT - TEMP 871 14.47$ -$ -$ -$ -$
14140 AIR CONDITIONING TECH I 200 23.61$ 24.79$ 26.03$ 27.34$ 28.71$
14190 TRAFFIC PAINTER II 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
14200 MAINT CRAFTWORKER I 201 23.62$ 24.80$ 26.03$ 27.34$ 28.70$
14210 AQUATICS MAINTENANCE TECH 201 23.62$ 24.80$ 26.03$ 27.34$ 28.70$
14220 MAINTENANCE CRAFTWORKER II 229 25.30$ 26.58$ 27.91$ 29.33$ 30.82$
14280 FLEET MECHANIC II 245 25.94$ 27.24$ 28.60$ 30.03$ 31.53$
14290 WASTEWATER PLANT MECHANIC 245 25.94$ 27.24$ 28.60$ 30.03$ 31.53$
14300 FLEET MECHANIC III 260 26.92$ 28.28$ 29.72$ 31.21$ 32.80$
14320 MAINTENANCE MECHANIC 150 22.46$ 23.59$ 24.76$ 26.00$ 27.30$
14330 FLEET MECHANIC I 110 21.43$ 22.51$ 23.62$ 24.81$ 26.06$
14350 INDUSTRIAL WASTE INSPECTOR 165 23.00$ 24.15$ 25.36$ 26.62$ 27.96$
14359 INDUSTRIAL WASTE INSPCTR -TEMP 165 23.00$ 24.15$ 25.36$ 26.62$ 27.96$
14360 W W TREAT PLANT LAB TECH 165 23.00$ 24.15$ 25.36$ 26.62$ 27.96$
14390 W W TREATMENT PLANT OPR I 065 19.06$ 20.01$ 21.00$ 22.06$ 23.16$
14420 W W TREATMENT PLANT OPR II 115 21.46$ 22.53$ 23.66$ 24.84$ 26.08$
14430 W W TREATMENT PLANT OPR III 229 25.30$ 26.58$ 27.91$ 29.33$ 30.82$
14440 STAGE TECHNICIAN - CGCC 150 22.46$ 23.59$ 24.76$ 26.00$ 27.30$
14450 SENIOR WW TREATMENT PLANT OPR 265 27.15$ 28.51$ 29.93$ 31.43$ 33.00$
14460 FLEET SERVICE WORKER II 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
14470 TRADES MAINTENANCE WORKER 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
14471 TRADES ASSISTANT T-STEP 720 14.87$ -$ -$ -$ -$
14478 TRADES MAINT WORKER TEMP-T 720 14.87$ -$ -$ -$ -$
14479 TRADES MAINT WORKER - TEMP 877 19.44$ -$ -$ -$ -$
14480 TRADES ASSISTANT FIRE HYDRANT 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
14489 PLANT MAINTENANCE WORKER-TEMP 738 15.50$ -$ -$ -$ -$
15310 TRAFFIC SIGNAL TECHNICIAN 263 27.08$ 28.42$ 29.85$ 31.34$ 32.91$
17190 TRAFFIC PAINTER III 115 21.46$ 22.53$ 23.66$ 24.84$ 26.08$
304
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
17570 AIR CONDITIONING TECH II 230 25.31$ 26.58$ 27.91$ 29.30$ 30.76$
20010 SENIOR KENNEL TECHNICIANS 010 14.43$ 15.15$ 15.91$ 16.71$ 17.55$
21200 POLICE LAB TECHNICIAN 245 25.94$ 27.24$ 28.60$ 30.03$ 31.53$
21300 POLICE LATENT PRINT EXAMINER 245 25.94$ 27.24$ 28.60$ 30.03$ 31.53$
21400 POLICE COMPUTER FORENSIC EXAMI 245 25.94$ 27.24$ 28.60$ 30.03$ 31.53$
21450 POLICE SERVICE TECHNICIAN 060 18.79$ 19.73$ 20.72$ 21.76$ 22.84$
21459 POLICE SERVICE TECHNICIAN-TEMP 750 18.69$ -$ -$ -$ -$
21470 FIRE PREVENTION/ENVIRON OFFR 250 25.93$ 27.23$ 28.62$ 30.07$ 31.57$
21479 FIRE INSPECTOR - TEMP 135 22.21$ 23.32$ 24.49$ 25.72$ 27.00$
21480 FIRE PREVENTION INSP/PETROLEUM 135 22.21$ 23.32$ 24.49$ 25.72$ 27.00$
21500 COMMUNITY RELATIONS SPECIALIST 092 19.72$ 20.71$ 21.75$ 22.85$ 23.98$
21509 COMMUNITY REL SPECIALIST-TEMP 761 19.63$ -$ -$ -$ -$
21510 GENERAL SERVICES COORDINATOR 115 21.46$ 22.53$ 23.66$ 24.84$ 26.08$
21600 CRIME ANALYST 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
22010 ADMINISTRATIVE ASSISTANT I 180 23.15$ 24.31$ 25.53$ 26.80$ 28.14$
22019 ADMINISTRATIVE ASSISTANT I-TEM 780 23.03$ -$ -$ -$ -$
22020 ADMINISTRATIVE ASSISTANT II 215 24.81$ 26.06$ 27.35$ 28.72$ 30.16$
22130 FLEET SERVICES SYSTEMS ANALYST 145 22.43$ 23.55$ 24.73$ 25.97$ 27.27$
24340 PARTS & INVENTORY SPECIALIST 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
24349 PARTS & INVENTORY SPEC - TEMP 869 17.28$ -$ -$ -$ -$
24350 INDUSTRIAL WASTE INSPECTOR 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
24359 INDUSTRIAL WASTE INSPCTR-TEMP 782 24.56$ -$ -$ -$ -$
24440 PARK TECHNICIAN 265 27.15$ 28.51$ 29.93$ 31.43$ 33.00$
24500 PARK SERVICES TECHNICIAN 145 22.43$ 23.55$ 24.73$ 25.97$ 27.27$
25000 GIS TECHNICIAN 097 20.32$ 21.33$ 22.39$ 23.52$ 24.69$
25009 GIS TECHNICIAN - TEMP 882 20.62$ -$ -$ -$ -$
25010 MARKETING & EVENTS SPECIALIST 235 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
25020 DEVELOPMENT SPECIALIST 150 22.46$ 23.59$ 24.76$ 26.00$ 27.30$
25030 COMMUNITY DEVELOPMENT TECH 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
25039 PLANNING TECHNICIAN - TEMP 781 23.43$ -$ -$ -$ -$
25040 ASSOCIATE PLANNER I 235 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
25049 ASSISTANT PLANNER - TEMP 787 25.51$ -$ -$ -$ -$
25050 WEBMASTER 220 24.89$ 26.13$ 27.43$ 28.80$ 30.25$
25060 DEVELOPMENT ASSOCIATE 360 32.22$ 33.83$ 35.52$ 37.30$ 39.17$
25069 DEVELOPMENT ASSOCIATE - TEMP 798 32.06$ -$ -$ -$ -$
25070 DEVELOPMENT ASSISTANT 235 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
25080 HELP DESK SPECIALIST 085 19.50$ 20.48$ 21.50$ 22.58$ 23.71$
25089 OFFICE SYSTEMS SUPP ASST-TEMP 757 17.93$ -$ -$ -$ -$
25090 PROGRAMMER ANALYST 290 27.81$ 29.20$ 30.66$ 32.19$ 33.80$
25099 PROGRAMMER ANALYST - TEMP 884 27.67$ -$ -$ -$ -$
25100 NETWORK SYSTEMS ANALYST 220 24.89$ 26.13$ 27.43$ 28.80$ 30.25$
25110 NETWORK SYSTEMS TECHNICIAN 130 22.05$ 23.15$ 24.31$ 25.52$ 26.80$
25119 NETWORK SYSTEMS TECH - TEMP 776 21.94$ -$ -$ -$ -$
25120 ENGINEER I 315 29.88$ 31.38$ 32.95$ 34.60$ 36.33$
25129 ENGINEER I - TEMP 797 29.74$ -$ -$ -$ -$
25130 NETWORK SYSTEMS ENGINEER 297 28.65$ 30.09$ 31.61$ 33.22$ 34.90$
25139 SENIOR OFFICE SYS ANALYST-TEMP 792 25.22$ -$ -$ -$ -$
25140 GIS ANALYST 280 27.01$ 28.36$ 29.78$ 31.27$ 32.83$
25150 ENGINEER II 375 34.37$ 36.09$ 37.89$ 39.79$ 41.77$
25159 ENGINEER II - TEMP 799 34.20$ -$ -$ -$ -$
25160 SENIOR SALES REPRESENTATIVE 235 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
25180 ENGINEERING AIDE I 050 17.37$ 18.23$ 19.14$ 20.09$ 21.10$
25189 ENGINEERING AIDE I - TEMP 742 17.28$ -$ -$ -$ -$
25200 COMPUTER DRAFTING TECH I 115 21.46$ 22.53$ 23.66$ 24.84$ 26.08$
25209 COMPUTER DRAFTING TECH I-TEMP 770 21.36$ -$ -$ -$ -$
305
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
25210 ENGINEERING AIDE II 090 19.54$ 20.51$ 21.53$ 22.62$ 23.74$
25220 ENGINEERING AIDE III 115 21.46$ 22.53$ 23.66$ 24.84$ 26.08$
25230 GRAPHICS TECHNICIAN 150 22.46$ 23.59$ 24.76$ 26.00$ 27.30$
25240 COMPUTER DRAFTING TECH II 225 25.15$ 26.41$ 27.73$ 29.12$ 30.57$
25250 CONSTRUCTION INSPECTOR I 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
25259 CONSTRUCTION INSPECTOR I-TEMP 782 24.56$ -$ -$ -$ -$
25260 CONSTRUCTION INSPECTOR II 295 28.51$ 29.93$ 31.43$ 33.01$ 34.66$
25270 ENGINEERING TECHNICIAN I 265 27.15$ 28.51$ 29.93$ 31.43$ 33.00$
25280 SURVEY PARTY CHIEF I 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
25290 TRAFFIC OPERATIONS TECHNICIAN 263 27.08$ 28.42$ 29.85$ 31.34$ 32.91$
25300 SURVEY PARTY CHIEF II 265 27.15$ 28.51$ 29.93$ 31.43$ 33.00$
26000 REAL PROPERTY AGENT I 235 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
26010 REAL PROPERTY AGENT II 360 32.22$ 33.83$ 35.52$ 37.30$ 39.17$
26020 RECREATION SPECIALIST 180 23.15$ 24.31$ 25.53$ 26.80$ 28.14$
26030 ACCOUNTANT I 180 23.15$ 24.31$ 25.53$ 26.80$ 28.14$
26039 ACCOUNTANT I - TEMP 780 23.03$ -$ -$ -$ -$
26040 ADMINISTRATIVE ANALYST I 235 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
26049 ADMINISTRATIVE ANALYST I-TEMP 787 25.51$ -$ -$ -$ -$
26050 ACCOUNTING CLERK I 030 15.82$ 16.61$ 17.45$ 18.32$ 19.23$
26059 ACCOUNTING CLERK I - TEMP 735 15.75$ -$ -$ -$ -$
26060 ACCOUNTING CLERK II 055 17.49$ 18.36$ 19.28$ 20.24$ 21.26$
26069 ACCOUNTING CLERK II - TEMP 745 17.40$ -$ -$ -$ -$
26070 ACCOUNTING CLERK II - CGCC 055 17.49$ 18.36$ 19.28$ 20.24$ 21.26$
26080 FINANCIAL INVESTIGATOR 070 19.21$ 20.18$ 21.19$ 22.24$ 23.35$
26090 PAYROLL TECHNICIAN 070 19.21$ 20.18$ 21.19$ 22.24$ 23.35$
26100 FINANCIAL INVESTIGATOR II 180 23.15$ 24.31$ 25.53$ 26.80$ 28.14$
26110 ADMINISTRATIVE ANALYST II 285 27.43$ 28.82$ 30.28$ 31.81$ 33.42$
26120 CASHIER-RECEPTIONIST 015 15.11$ 15.87$ 16.66$ 17.49$ 18.37$
26129 CASHIER-RECEPTIONIST-TEMP 730 13.35$ -$ -$ -$ -$
26140 MICROGRAPHIC TECHNICIAN 025 15.61$ 16.39$ 17.22$ 18.07$ 18.98$
26170 DATA ENTRY CLERK 030 15.82$ 16.61$ 17.45$ 18.32$ 19.23$
26179 DATA ENTRY CLERK - TEMP 735 15.75$ -$ -$ -$ -$
26180 CLERK STENO I 015 15.11$ 15.87$ 16.66$ 17.49$ 18.37$
26210 CLERK STENO II 035 16.35$ 17.16$ 18.02$ 18.93$ 19.87$
26220 CLERK TYPIST I 005 13.78$ 14.48$ 15.19$ 15.96$ 16.76$
26221 CLERK TYPIST I - T-STEP 700 10.75$ -$ -$ -$ -$
26228 CLERK TYPIST I - TEMP T-STEP 700 10.75$ -$ -$ -$ -$
26229 CLERK TYPIST I - TEMP 725 13.72$ -$ -$ -$ -$
26230 CLERK TYPIST II 025 15.61$ 16.39$ 17.22$ 18.07$ 18.98$
26239 CLERK TYPIST II - TEMP 732 15.53$ -$ -$ -$ -$
26250 TRANSCRIBING TYPIST 040 16.64$ 17.47$ 18.35$ 19.26$ 20.23$
26259 TRANSCRIBING TYPIST-TEMP 737 16.56$ -$ -$ -$ -$
26260 FIRE DISPATCHER I 045 17.67$ 18.55$ 19.49$ 20.46$ 21.48$
26269 FIRE DISPATCHER I - TEMP 740 17.59$ -$ -$ -$ -$
26290 FIRE DISPATCHER II 076 19.62$ 20.61$ 21.64$ 22.72$ 23.85$
26299 FIRE DISPATCHER II - TEMP 756 19.52$ -$ -$ -$ -$
26300 LEGAL SEC - MUNICIPAL LAW 095 20.17$ 21.18$ 22.25$ 23.35$ 24.51$
26310 LEGAL SECRETARY 095 20.17$ 21.18$ 22.25$ 23.35$ 24.51$
26319 LEGAL SECRETARY - TEMP 765 20.08$ -$ -$ -$ -$
26350 DEPUTY CITY CLERK 070 19.21$ 20.18$ 21.19$ 22.24$ 23.35$
26360 RECREATION COORDINATOR 060 18.79$ 19.73$ 20.72$ 21.76$ 22.84$
26370 POLICE DISPATCHER I 075 19.23$ 20.20$ 21.21$ 22.27$ 23.39$
26379 POLICE DISPATCHER I - TEMP 755 19.14$ -$ -$ -$ -$
26380 POLICE DISPATCHER II 100 20.46$ 21.49$ 22.56$ 23.69$ 24.88$
26389 POLICE DISPATCHER II - TEMP 767 20.36$ -$ -$ -$ -$
306
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
26390 REVENUE PROGRAM AIDE 065 19.06$ 20.01$ 21.00$ 22.06$ 23.16$
26400 HUMAN RESOURCES TECHNICIAN 215 24.81$ 26.06$ 27.35$ 28.72$ 30.16$
26409 HUMAN RESOURCES TECH - TEMP 785 24.69$ -$ -$ -$ -$
26410 PARK & LANDSCAPE DESIGNER 350 31.69$ 33.27$ 34.94$ 36.68$ 38.52$
26420 RECEPTIONIST 015 15.11$ 15.87$ 16.66$ 17.49$ 18.37$
26430 ADMINISTRATIVE TECHNICIAN 215 24.81$ 26.06$ 27.35$ 28.72$ 30.16$
26440 HUMAN RESOURCES CLERK 070 19.21$ 20.18$ 21.19$ 22.24$ 23.35$
26450 SECRETARY I 055 17.49$ 18.36$ 19.28$ 20.24$ 21.26$
26459 SECRETARY I - TEMP 745 17.40$ -$ -$ -$ -$
26460 SENIOR POLICE RECORDS CLERK 070 19.21$ 20.18$ 21.19$ 22.24$ 23.35$
26470 BENEFITS TECHNICIAN 285 27.43$ 28.82$ 30.28$ 31.81$ 33.42$
26490 SECRETARY II 070 19.21$ 20.18$ 21.19$ 22.24$ 23.35$
26499 SECRETARY II - TEMP 752 19.12$ -$ -$ -$ -$
26500 SECRETARY II - CGCC 070 19.21$ 20.18$ 21.19$ 22.24$ 23.35$
27000 HUMAN RESOURCES ANALYST II 315 29.88$ 31.38$ 32.95$ 34.60$ 36.33$
27010 HUMAN RESOURCES ANALYST I 235 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
27019 HUMAN RESOURCES ANALYST I TEMP 787 25.51$ -$ -$ -$ -$
27020 PLAN CHECKER-ELECTRICAL SPEC 325 30.91$ 32.47$ 34.11$ 35.85$ 37.65$
27029 PLAN CHECKER - TEMP 794 30.76$ -$ -$ -$ -$
27030 PLAN CHECKER-PLUMB & MECH SPEC 325 30.91$ 32.47$ 34.11$ 35.85$ 37.65$
27040 FIRE PLANS EXAMINER 325 30.91$ 32.47$ 34.11$ 35.85$ 37.65$
27050 PLAN CHECKER-RESIDENTIAL SPEC 325 30.91$ 32.47$ 34.11$ 35.85$ 37.65$
27060 ASSOCIATE PLANNER II 360 32.22$ 33.83$ 35.52$ 37.30$ 39.17$
27069 ASSOCIATE PLANNER - TEMP 798 32.06$ -$ -$ -$ -$
27070 ASSOCIATE PLANNER-COMM DEV 360 32.22$ 33.83$ 35.52$ 37.30$ 39.17$
27080 BLDG INSPECTOR II 265 27.15$ 28.51$ 29.93$ 31.43$ 33.00$
27089 BLDG INSPECTOR II - TEMP 790 27.01$ -$ -$ -$ -$
27100 REHABILITATION SPECIALIST 265 27.15$ 28.51$ 29.93$ 31.43$ 33.00$
27140 BLDG INSPECTOR I 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
27149 BLDG INSPECTOR I - TEMP 782 24.56$ -$ -$ -$ -$
27160 BUILDING PERMIT TECHNICIAN 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
27169 BUILDING PERMIT TECH - TEMP 782 24.56$ -$ -$ -$ -$
27200 ANIMAL CONTROL OFFICER 010 14.43$ 15.15$ 15.91$ 16.71$ 17.55$
27205 SENIOR ANIMAL CONTROL OFFICER 040 16.64$ 17.47$ 18.35$ 19.26$ 20.23$
27209 ANIMAL CONTROL OFFICER - TEMP 860 14.36$ -$ -$ -$ -$
27230 HAZARDOUS MATERIALS SPECIALIST 325 30.91$ 32.47$ 34.11$ 35.85$ 37.65$
27240 ASST CODE ENFORCEMENT OFFICER 060 18.79$ 19.73$ 20.72$ 21.76$ 22.84$
27250 CODE ENFORCEMENT OFFR I 250 25.93$ 27.23$ 28.62$ 30.07$ 31.57$
27259 CODE ENFORCEMENT OFFR I - TEMP 788 25.80$ -$ -$ -$ -$
27260 CODE ENFORCEMENT OFFR II 295 28.51$ 29.93$ 31.43$ 33.01$ 34.66$
27269 CODE ENFORCEMENT OFFR II-TEMP 793 28.37$ -$ -$ -$ -$
27340 SENIOR PROPERTY TECHNICIAN 150 22.46$ 23.59$ 24.76$ 26.00$ 27.30$
27360 AUDIO VISUAL SPECIALIST 150 22.46$ 23.59$ 24.76$ 26.00$ 27.30$
27370 COMMUNICATIONS TECHNICIAN I 210 24.68$ 25.93$ 27.23$ 28.62$ 30.07$
27379 COMMUNICATIONS TECH I - TEMP 782 24.56$ -$ -$ -$ -$
27380 COMMUNICATIONS TECHNICIAN II 300 29.16$ 30.61$ 32.15$ 33.75$ 35.44$
27389 COMMUNICATIONS TECH II - TEMP 795 29.02$ -$ -$ -$ -$
27510 PUBLIC/FIRE SAFTETY EDUC SPEC 180 23.15$ 24.31$ 25.53$ 26.80$ 28.14$
27520 BUYER I 060 18.79$ 19.73$ 20.72$ 21.76$ 22.84$
27540 BUYER II 180 23.15$ 24.31$ 25.53$ 26.80$ 28.14$
28010 ADMINISTRATIVE AIDE 180 23.15$ 24.31$ 25.53$ 26.80$ 28.14$
32150 FIRE ENGINEER - DAYS F30 31.38$ 32.98$ 34.63$ 36.39$ 38.24$
32152 FIRE ENGINEER - SUPPRESSION F15 22.41$ 23.55$ 24.73$ 25.99$ 27.31$
32200 FIREFIGHTER - DAYS F25 28.13$ 29.57$ 31.07$ 32.64$ 34.29$
32202 FIREFIGHTER - SUPPRESSION F10 20.31$ 21.33$ 22.41$ 23.54$ 24.73$
307
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
32260 FIREFIGHTER TRAINEE - DAYS F01 19.10$ -$ -$ -$ -$
32262 FIREFIGHTER TRAINEE - SUPPRESS F05 16.26$ 17.09$ 17.95$ 18.85$ 19.83$
41040 DETECTIVE P25 32.82$ 34.48$ 36.23$ 38.07$ 39.99$
41049 DETECTIVE - TEMP P25 32.82$ 34.48$ 36.23$ 38.07$ 39.99$
41060 TRAINING OFFICER P25 32.82$ 34.48$ 36.23$ 38.07$ 39.99$
41150 FEMALE INVESTIGATOR III P20 31.14$ 32.72$ 34.37$ 36.11$ 37.94$
41170 SENIOR POLICE LAB TECHNICIAN P20 31.14$ 32.72$ 34.37$ 36.11$ 37.94$
41250 POLICE OFFICER P10 28.36$ 29.79$ 31.29$ 32.88$ 34.54$
41260 FEMALE INVESTIGATOR I P10 28.36$ 29.79$ 31.29$ 32.88$ 34.54$
41270 SENIOR POLICE OFFICER P15 29.79$ 31.29$ 32.88$ 34.54$ 36.29$
41300 FEMALE INVESTIGATOR II P15 29.79$ 31.29$ 32.88$ 34.54$ 36.29$
41430 POLICE TRAINEE P05 22.65$ 23.78$ 24.97$ 26.22$ 27.53$
51300 POLICE CRIME LAB SUPERVISOR G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
51440 POLICE COMMUNITY RELATIONS SPV G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
52080 LAW OFFICE ADMINISTRATOR G10 24.39$ 25.61$ 26.90$ 28.24$ 29.65$
52100 OFFICE ADM-PUBLIC RELATIONS G25 30.25$ 31.76$ 33.35$ 35.02$ 36.77$
55300 ENGINEERING TECHNICIAN II G40 34.76$ 36.50$ 38.33$ 40.24$ 42.26$
55470 SUPERVISOR-SURVEY OPERATIONS G35 32.94$ 34.59$ 36.32$ 38.14$ 40.04$
56100 SENIOR REAL PROPERTY AGENT G40 34.76$ 36.50$ 38.33$ 40.24$ 42.26$
56130 ADMINISTRATIVE ANALYST III G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
56990 HYDROGRAPHIC SUPERVISOR G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57000 EVENTS SUPERVISOR G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57010 SPECIAL EVENTS MGR - RABOBANK G55 39.88$ 41.88$ 43.97$ 46.17$ 48.48$
57020 HUMAN RESOURCES SUPERVISOR G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57070 REVENUE PROGRAM SUPERVISOR G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57080 SUPERVISOR I - CGCC G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57090 BOX OFFICE SUPERVISOR G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57100 BOX OFFICE MANAGER - CGCC G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57110 SUPERVISOR I G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57119 SUPERVISOR I - TEMP 600 27.26$ -$ -$ -$ -$
57120 SUPERVISOR II G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
57130 APPLICATIONS SYSTEMS SUPV G38 34.28$ 36.00$ 37.80$ 39.69$ 41.68$
57140 GIS SUPERVISOR G32 32.67$ 34.31$ 36.02$ 37.83$ 39.72$
57150 ASSISTANT SUPERINTENDENT G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57160 INFORMATION TECHNOLOGY SUPV G25 30.25$ 31.76$ 33.35$ 35.02$ 36.77$
57170 WATER SUPERVISOR II G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
57180 ANIMAL CONTROL SUPERVISOR G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
57200 HAZARDOUS MATERIALS COORD G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57210 SUPERVISOR I - RECREATION G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57220 SUPERVISOR II - RECYCLING G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
57260 CODE ENFORCEMENT OFFR III G40 34.76$ 36.50$ 38.33$ 40.24$ 42.26$
57270 CHIEF CODE ENFORCEMENT OFFICER G52 37.65$ 39.53$ 41.51$ 43.59$ 45.77$
57350 PROPERTY ROOM SUPERVISOR G20 28.20$ 29.61$ 31.09$ 32.64$ 34.28$
57400 AUDITORIUM STAGE MANAGER G25 30.25$ 31.76$ 33.35$ 35.02$ 36.77$
57410 STAGE MANAGER - CGCC G25 30.25$ 31.76$ 33.35$ 35.02$ 36.77$
57440 ASSISTANT CITY CLERK G25 30.25$ 31.76$ 33.35$ 35.02$ 36.77$
57450 WATER SUPERVISOR I G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57460 SUPERVISOR I - TREES G15 27.39$ 28.76$ 30.20$ 31.72$ 33.30$
57500 URBAN FORESTER G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57710 SUPERVISOR III - WASTEWATER G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57830 SUPERVISOR II - RECREATION G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
57840 SUPV II-W W PRETREAT REV PROG G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
57850 SUPERVISOR II - WASTEWATER G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
57880 BUSINESS MANAGER G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57900 COMMUNICATIONS ENGINEER G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
308
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
57910 RECORDS SUPERVISOR G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
57950 ACCOUNTANT II G23 29.88$ 31.38$ 32.95$ 34.60$ 36.33$
57960 ACCOUNTING SUPERVISOR G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
58110 INTERNAL AUDITOR G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
58200 DIRECTOR OF ENVIRONMENTAL SVS G60 40.68$ 42.72$ 44.86$ 47.10$ 49.46$
58300 ENGINEER III - WASTEWATER G60 40.68$ 42.72$ 44.86$ 47.10$ 49.46$
58360 CIVIL ENGINEER III G60 40.68$ 42.72$ 44.86$ 47.10$ 49.46$
58369 CIVIL ENGINEER III - TEMP 620 40.48$ -$ -$ -$ -$
58600 BLDG INSPECTOR III G40 34.76$ 36.50$ 38.33$ 40.24$ 42.26$
58609 BUILDING INSPECTOR III - TEMP 610 34.58$ -$ -$ -$ -$
58610 BLDG INSPECTOR III - ELEC SPEC G40 34.76$ 36.50$ 38.33$ 40.24$ 42.26$
58620 BLDG INSP III - PLMBG & MECH G40 34.76$ 36.50$ 38.33$ 40.24$ 42.26$
59020 AIRPORT SUPERVISOR G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
59700 SPECIAL PROJECTS MANAGER G55 39.88$ 41.88$ 43.97$ 46.17$ 48.48$
59710 PUBLIC INFORMATION OFFICER G30 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
59800 PARK CONSTRUCTION & FAC PLNR G55 39.88$ 41.88$ 43.97$ 46.17$ 48.48$
59880 SUPERVISING FIRE DISPATCHER G05 22.96$ 24.11$ 25.32$ 26.59$ 27.92$
59890 PRINCIPAL PLANNER G55 39.88$ 41.88$ 43.97$ 46.17$ 48.48$
59899 PRINCIPAL PLANNER - TEMP 615 39.69$ -$ -$ -$ -$
59920 PURCHASING OFFICER G45 35.45$ 37.22$ 39.08$ 41.04$ 43.09$
59950 COMMUNICATIONS CENTER SUPV N15 27.70$ 29.09$ 30.54$ 32.07$ 33.67$
59970 COMMUNICATIONS OPERATIONS SUPV N45 35.85$ 37.64$ 39.52$ 41.50$ 43.57$
67180 FIRE CAPTAIN - DAYS F55 37.49$ 39.39$ 41.37$ 43.47$ 45.67$
67182 FIRE CAPTAIN - SUPPRESSION F50 26.78$ 28.14$ 29.55$ 31.06$ 32.63$
68130 FIRE BATT CHIEF-DAYS F65 46.97$ 49.32$ 51.79$ 54.38$ 57.10$
68132 FIRE BATT CHIEF-SUPPRESS F60 33.55$ 35.23$ 36.99$ 38.84$ 40.78$
68440 FIRE MARSHAL/TRAINING OFFICER F70 49.27$ 51.74$ 54.32$ 57.04$ 59.89$
77360 POLICE SERGEANT P55 40.11$ 42.11$ 44.22$ 46.43$ 48.76$
79950 COMMUNICATIONS CENTER SUPV N15 27.70$ 29.09$ 30.54$ 32.07$ 33.67$
79970 COMMUNICATIONS OPERATIONS SUPV N45 35.85$ 37.64$ 39.52$ 41.50$ 43.57$
86020 RISK MANAGER M08 41.23$ 43.29$ 45.46$ 47.73$ 50.12$
86090 MANAGEMENT ASSISTANT M05 25.64$ 26.92$ 28.26$ 29.67$ 31.16$
86100 REAL PROPERTY MANAGER M10 41.23$ 43.29$ 45.46$ 47.73$ 50.12$
87890 ASST TO THE PUBLIC WORKS DIR M06 39.27$ 41.23$ 43.29$ 45.46$ 47.73$
88030 CONVENTION CTR SUPERINTENDENT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88040 DIRECTOR OF OPERATIONS - PARKS M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88050 ASST PUBLIC WORKS DIRECTOR M54 56.79$ 59.63$ 62.61$ 65.74$ 69.03$
88060 PUBLIC WORKS OPERATIONS MGR M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
88070 ASSISTANT FINANCE DIRECTOR M24 45.11$ 47.36$ 49.74$ 52.22$ 54.83$
88080 DEPUTY CITY ATTORNEY II M54 56.79$ 59.63$ 62.61$ 65.74$ 69.03$
88090 ASSISTANT CITY ATTORNEY M60 57.64$ 60.53$ 63.56$ 66.74$ 70.07$
88120 ASSISTANT FIRE CHIEF M45 55.62$ 58.41$ 61.33$ 64.39$ 67.62$
88122 ASSISTANT FIRE CHIEF-SUPPRESS M03 39.73$ 41.72$ 43.80$ 46.00$ 48.29$
88130 FIRE BATTALION CHIEF - DAYS M21 41.84$ 43.94$ 46.14$ 48.45$ 50.86$
88132 FIRE BATTALION CHIEF-SUPPRESS M01 29.89$ 31.38$ 32.95$ 34.61$ 36.33$
88200 DIR OF FIRE PREV/ENV SERVICES M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88240 DEPUTY CITY ATTORNEY I M15 41.66$ 43.74$ 45.93$ 48.23$ 50.64$
88250 ASSOCIATE ATTORNEY M02 32.22$ 33.83$ 35.52$ 37.30$ 39.17$
88260 DEPUTY CITY ATTORNEY I M39 50.26$ 52.78$ 55.42$ 58.19$ 61.11$
88280 DEPUTY FIRE CHIEF M57 60.21$ 63.23$ 66.39$ 69.71$ 73.20$
88310 PERMIT AND PLAN CHECK MANAGER M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88320 ASSISTANT PLANNING DIRECTOR M24 45.11$ 47.36$ 49.74$ 52.22$ 54.83$
88330 ASSISTANT BUILDING DIRECTOR M33 49.27$ 51.74$ 54.32$ 57.04$ 59.89$
88370 TRAFFIC ENGINEER M42 51.25$ 53.81$ 56.50$ 59.33$ 62.30$
88380 CIVIL ENGINEER IV M42 51.25$ 53.81$ 56.50$ 59.33$ 62.30$
309
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
88390 ENGINEERING SERVICES MANAGER M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
88400 FLEET SUPERINTENDENT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88440 FIRE MARSHAL/TRAINING OFFICER M36 43.89$ 46.09$ 48.40$ 50.82$ 53.36$
88460 CONSTRUCTION SUPERINTENDENT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88480 PARKS SUPERINTENDENT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88500 C V B MANAGER M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88510 GENERAL SERVICES SUPT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88520 ASSISTANT POLICE CHIEF M66 62.21$ 65.32$ 68.59$ 72.02$ 75.63$
88530 POLICE CAPTAIN M51 56.42$ 59.24$ 62.20$ 65.31$ 68.57$
88540 POLICE LIEUTENANT M30 50.68$ 53.22$ 55.88$ 58.68$ 61.62$
88560 SOLID WASTE SUPERINTENDENT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88570 WATER RESOURCES SUPERINTENDENT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88580 UTILITIES MANAGER M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
88590 RECREATION SUPERINTENDENT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88640 STREET MAINTENANCE SUPT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88680 WASTEWATER TREATMENT SUPT M18 43.36$ 45.53$ 47.81$ 50.19$ 52.71$
88690 WASTEWATER MANAGER M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
88900 ASST DIRECTOR REC & PARKS M29 47.81$ 50.20$ 52.71$ 55.34$ 58.11$
89000 DIRECTOR RECREATION & PARKS M71 62.69$ 65.83$ 69.12$ 72.58$ 76.21$
89100 COMMUNITY SERVICES MANAGER M69 58.54$ 61.47$ 64.55$ 67.77$ 71.16$
89110 WATER RESOURCES DIRECTOR M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
89120 ASSISTANT CITY MANAGER M60 57.64$ 60.53$ 63.56$ 66.74$ 70.07$
89130 SOLID WASTE DIRECTOR M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
89150 BUILDING DIRECTOR M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
89160 WATER RESOURCES MANAGER M71 62.69$ 65.83$ 69.12$ 72.58$ 76.21$
89200 CITY ATTORNEY M83 93.03$ -$ -$ -$ -$
89250 CITY CLERK M09 42.07$ 44.17$ 46.38$ 48.70$ 51.14$
89300 CITY MANAGER M89 123.10$ -$ -$ -$ -$
89320 ADMINISTRATIVE ANALYST III M04 32.14$ 33.74$ 35.43$ 37.20$ 39.06$
89330 ASSISTANT TO THE CITY MANAGER M12 43.29$ 45.46$ 47.73$ 50.12$ 52.62$
89340 COMM DEVELOPMENT COORDINATOR G55 39.88$ 41.88$ 43.97$ 46.17$ 48.48$
89350 FINANCE DIRECTOR M71 62.69$ 65.83$ 69.12$ 72.58$ 76.21$
89360 ECONOMIC DEVELOPMENT DIRECTOR M71 62.69$ 65.83$ 69.12$ 72.58$ 76.21$
89400 FIRE CHIEF M74 69.16$ 72.62$ 76.26$ 80.06$ 84.07$
89450 PLANNING DIRECTOR M48 53.51$ 56.19$ 59.00$ 61.95$ 65.05$
89460 COMMUNITY DEVELOPMENT DIR M71 62.69$ 65.83$ 69.12$ 72.58$ 76.21$
89500 POLICE CHIEF M80 73.34$ 77.02$ 80.87$ 84.92$ 89.15$
89560 PUBLIC WORKS DIRECTOR M77 66.51$ 69.84$ 73.33$ 77.00$ 80.85$
89870 DIR OF TECHNOLOGY SERVICES M42 51.25$ 53.81$ 56.50$ 59.33$ 62.30$
89900 ASST DIR OF TECH SERVICES M06 39.27$ 41.23$ 43.29$ 45.46$ 47.73$
89910 HUMAN RESOURCES MANAGER M42 51.25$ 53.81$ 56.50$ 59.33$ 62.30$
89930 INSURANCE COORDINATOR M06 39.27$ 41.23$ 43.29$ 45.46$ 47.73$
89940 COMMUNICATIONS COORDINATOR M08 41.23$ 43.29$ 45.46$ 47.73$ 50.12$
89960 CITY TREASURER M09 42.07$ 44.17$ 46.38$ 48.70$ 51.14$
90019 PROGRAM LEADER II - TEMP 951 10.75$ -$ -$ -$ -$
90029 PROGRAM LEADER I - TEMP 945 10.50$ -$ -$ -$ -$
90039 ASST SITE MANAGER II - TEMP 956 11.00$ -$ -$ -$ -$
310
CITY OF BAKERSFIELD
FISCAL YEAR 2017-18
SALARY SCHEDULE
Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5
90049 ASST SITE MANAGER I - TEMP 901 10.65$ -$ -$ -$ -$
90059 PROGRAM COORDINATOR I - TEMP 903 12.12$ -$ -$ -$ -$
90069 CASHIER - TEMP 900 9.00$ -$ -$ -$ -$
90079 PROGRAM COORDINATOR II - TEMP 965 12.63$ -$ -$ -$ -$
90099 SWIM INSTRUCTOR - TEMP 939 8.14$ -$ -$ -$ -$
90109 RECREATION LEADER II - TEMP 906 5.52$ -$ -$ -$ -$
90119 ASSISTANT POOL MANAGER - TEMP 954 11.00$ 11.50$ -$ -$ -$
90129 RECREATION LEADER III - TEMP 912 5.78$ -$ -$ -$ -$
90139 POOL MANAGER - TEMP 958 11.62$ 12.12$ -$ -$ -$
90143 SCOREKEEPER - TEMP 900 9.00$ -$ -$ -$ -$
90153 OFFICIAL I - TEMP 972 13.13$ 13.64$ -$ -$ -$
90163 OFFICIAL II - TEMP 981 15.15$ -$ -$ -$ -$
90179 SITE MANAGER I - TEMP 902 11.65$ -$ -$ -$ -$
90189 SITE MANAGER II - TEMP 962 11.95$ -$ -$ -$ -$
90199 PARK SECURITY GUARD - TEMP 961 12.03$ -$ -$ -$ -$
90209 TRANSPORTATION OFFICER I-TEMP 942 36.00$ -$ -$ -$ -$
90219 TRANSPORTATION OFFICER II-TEMP 944 19.00$ -$ -$ -$ -$
90229 TRANSPORTATION OFFCR III-TEMP 971 20.00$ -$ -$ -$ -$
90239 CLERICAL AIDE/RECEPTIONIST-TEM 900 9.00$ -$ -$ -$ -$
90249 MAINTENANCE WORKER-GEN-TEMP 939 8.14$ -$ -$ -$ -$
90259 MAINTENANCE WRKR-STREETS-TEMP 939 8.14$ -$ -$ -$ -$
90269 MAINTENANCE WORKER-EQUIP-TEMP 939 8.14$ -$ -$ -$ -$
90279 MAINTENANCE WORKER-PARKS-TEMP 939 8.14$ -$ -$ -$ -$
90289 CLASS B DRIVER - TEMP 972 13.13$ 13.64$ -$ -$ -$
90329 TICKET SELLER - TEMP 930 6.83$ -$ -$ -$ -$
90349 WARDROBE - TEMP 957 9.34$ -$ -$ -$ -$
90359 EVENT ATTENDANT - TEMP 960 13.53$ -$ -$ -$ -$
90389 STUDENT HELP - TEMP 900 9.00$ -$ -$ -$ -$
90409 POLICE CADET - TEMP 900 9.00$ -$ -$ -$ -$
90439 STUDENT INTERN - TEMP 927 6.51$ -$ -$ -$ -$
90449 LIFEGUARD I - TEMP 905 10.50$ 11.00$ -$ -$ -$
90459 LIFEGUARD II - TEMP 915 5.52$ -$ -$ -$ -$
90469 SWIM INSTRUCTOR I - TEMP 918 10.75$ 11.25$ -$ -$ -$
90479 SWIM INSTRUCTOR II - TEMP 921 6.04$ -$ -$ -$ -$
90489 AQUATICS SPECIALIST II - TEMP 951 10.75$ -$ -$ -$ -$
90499 AQUATICS SPECIALIST I - TEMP 943 8.33$ -$ -$ -$ -$
90509 STAGEHAND I - TEMP 963 11.74$ -$ -$ -$ -$
90519 STAGEHAND II - TEMP 972 13.13$ 13.64$ -$ -$ -$
90529 STAGEHAND III - TEMP 975 13.55$ -$ -$ -$ -$
90539 AQUATICS COORDINATOR - TEMP 972 13.13$ 13.64$ -$ -$ -$
90609 POOL MANAGER I - TEMP 930 6.83$ -$ -$ -$ -$
90619 POOL MANAGER II - TEMP 933 7.09$ -$ -$ -$ -$
90629 POOL MANAGER III - TEMP 936 7.35$ -$ -$ -$ -$
90639 RECREATION COORDINATOR I-TEMP 942 36.00$ -$ -$ -$ -$
90649 RECREATION COORDINATOR II-TEMP 945 10.50$ -$ -$ -$ -$
90659 RECREATION COORD III - TEMP 948 9.18$ -$ -$ -$ -$
90669 RECREATION COORDINATOR IV-TEMP 954 11.00$ 11.50$ -$ -$ -$
90683 OFFICIAL II (ADULT) 878 15.60$ -$ -$ -$ -$
90693 OFFICIAL III (ADULT) 981 15.15$ -$ -$ -$ -$
90703 OFFICIAL I (YOUTH) 951 10.75$ -$ -$ -$ -$
90713 OFFICIAL II (YOUTH) 860 14.36$ -$ -$ -$ -$
90723 OFFICIAL III (YOUTH) 866 17.28$ -$ -$ -$ -$
90809 HEARING OFFICER - TEMP 978 18.18$ -$ -$ -$ -$
99989 COUNCILMEMBER 987 101.00$ -$ -$ -$ -$
99999 MAYOR 990 919.54$ -$ -$ -$ -$
311
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.
312
FY2017Ǧ18BudgetCalendar
JANUARY
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FEBRUARY
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MARCH
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xȀ
x
x
x
ͳ͵ȂͳǢʹǦ͵ͳ
APRIL
ͳǦʹͺ
MAY
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ͳͷ
ȂͳʹǤǤǢ
ǣ
ǡǡ
ǡǡ ǡ
ͳͷǦʹ
ͳͺ
JUNE
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ȂͳʹǤǤǢ
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313
GLOSSARY
Glossary
Glossary continued
AUDIT ² $UHYLHZRIWKHFLW\·VDFFRXQWVE\DQLQGHSHQGHQWDFFRXQWLQJILUPWR
substantiate year
Glossary continued
BUDGET MESSAGE ² A general discussion of the proposed budget as presented
in writing by the budget
Glossary continued
CITY COUNCIL ² 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 ² An official appointed and employed by an elected council to
direct the administration of a city government on a day
Glossary continued
DEPARTMENT ² A major organizational unit of the City that has management
responsibility for a group of related operations.
DEPRECIATION ² (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 ² A voluntary awards
program administered by the Government Finance Officers Association (GFOA)
to encourage governments to prepare effective budget documents.
DIVISION ² A sub
Glossary continued
the Recognized Obligation Payment Schedule when approved by the Oversight
Board
Glossary continued
FINES AND PENALTIES ² Revenue derived primarily from Municipal Court fines,
forfeits, and penalties.
FISCAL POLICY ² $JRYHUQPHQW·VSROLFLes with respect to revenues, spending
and debt management as these relate to government services, programs and
capital investment. Fiscal policy provides an agreed
Glossary continued
WKH&LW\·V7UDQVSRUWDWLRQ1HWZRUN &RQWLnue Positive Downtown
Development
Glossary continued
reimbursement basis. ,QWHUQDOVHUYLFHIXQGVEHORQJWRWKH´SURSULHWDU\μJURXSRf
funds. The City of Bakersfield uses internal service funds for the central
administration of insurance and equipment replacement.
Glossary continued
OPERATING REVENUES ² Funds that the government receives as income to pay
for ongoing operation. It includes such items as taxes, fees from specific
services, interest earnings, and grant revenues. Operating revenues are used to
pay for day
Glossary continued
PUBLIC HEARING ï An open meeting regarding proposed operating or capital
budget allocations, which provide citizens with an opportunity to voice their
views on the merits of the proposals.
Glossary continued
SERVICE LEVEL INDICATORS ² 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 ² A significant budget change represents a
major departure from historical practice or treatment of a program or line item
ZLWKLQDGHSDUWPHQW·VEXGJHW
SPECIAL ASSESSMENTS ² Compulsory charges levied by a government to finance
current or permanent public services to a particular group of persons or
properties.
SPECIAL REVENUE FUND ² 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) ² A plan, adopted by Kern Local Agency Formation
Commission (LAFCo), for the probable physical boundaries and service area of
the City.
SUCCESSOR AGENCY ² 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.
Glossary continued
caused by a development project. The fees are paid when a building permit for
the development project is obtained, and are based upon the amount of traffic
the development will generate.
TRUST FUND ² Used when the City is custodian of money to be reserved and
spent for a special purpose.