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FY 2021-22 ADOPTED BUDGET BOOK
),6&$/<($5 $'237('%8'*(7 'MX]SJ &EOIVWJMIPH About the Cover Clockwise from top left x Sergio Garcia from Wastewater Division x Julio Sepulveda, Recreation and Parks x %DNHUVILHOG6\PSKRQ\2UFKHVWUD·V%HDOH3DUN%DQGUHKHDUVLQJIRUWKH July 4th concert at Mechanics Bank Theatre and Convention Center x City crews install a new bubbler irrigation system on California Avenue x Bakersfield Firefighter Hissong at Bakersfield Fire Station 1 x Bakersfield Police recruits running along the Kern River Parkway Multi Use Path CITY OF BAKERSFIELD ADOPTED BUDGET FY 2021-22 MAYOR Karen K. Goh CITY COUNCILMEMBERS Eric Arias Councilmember, Ward 1 Andrae Gonzales Councilmember, Ward 2 Ken Weir Councilmember, Ward 3 Bob Smith Councilmember, Ward 4 Bruce Freeman Councilmember, Ward 5 Patty Gray Councilmember, Ward 6 Chris Parlier Councilmember, Ward 7 Submitted by Christian Clegg City Manager CITY OF BAKERSFIELD EXECUTIVE STAFF Christian Clegg City Manager Virginia Gennaro City Attorney Art Chianello Water Resources Manager Anthony Galagaza Fire Chief Darin Budak Acting Recreation and Parks Director Christopher Boyle Development Services Director Greg Terry Police Chief Nick Fidler Public Works Director Randy McKeegan Finance Director Gregory Pronovost Technology Services Director Christi Tenter Human Resources Manager Chris Huot Assistant City Manager Jacqui Kitchen Assistant City Manager Acting Economic and Community Development Director TABLE OF CONTENTS BUDGET MESSAGE................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................iv BUDGET SUMMARIES....................................................................................................................................26 Exhibits Resources and Appropriations - General Fund................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................27 General Fund Budget Charts................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................28 Resources and Appropriations - Operating Budget - All Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................29 Operating Budget - All Funds Charts................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................30 Operating Fund Distribution................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................31 Operating Fund Distribution Charts................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................32 Resources and Appropriations - All Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................33 Resources - All Funds Chart................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................34 Departmental Appropriations by Fund................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................35 General Fund - Appropriations by Department................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................37 Financial Summary - All Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................39 Estimated Balances - June 30, 2021................................................................................................42 Interfund Transfers - Summary................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................44 Public Safety and Vital Services Measure - Introduction................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................45 Public Safety and Vital Services Measure - Fund Distribution................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................58 REVENUES................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................64 Exhibits Property/Sales Tax Revenues Graphs................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................66 General Fund - Revenue by Source................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................69 Estimated Revenue by Fund................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................71 LEGISLATIVE................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................72 CITY ATTORNEY............................................................................................................................................79 EXECUTIVE....................................................................................................................................................84 City Manager................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................89 City Clerk................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................94 Risk Management................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................97 HUMAN RESOURCES................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................101 TECHNOLOGY SERVICES................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................106 Administrative Service................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................110 Professional Service................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................112 Technical Service................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................115 FINANCIAL SERVICES..................................................................................................................................118 Administrative Services ...............................................................................................................................................................................121 Accounting and Reporting................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................123 Treasury................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................125 Purchasing................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................127 I Table of Contents (Continued) Successor Agency................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................129 POLICE.........................................................................................................................................................131 Administration................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................134 Field Services................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................139 Investigations................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................143 Special Operations Support Services................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................154 FIRE SERVICES..............................................................................................................................................158 Fire Administration................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................161 Fire Safety................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................164 Fire Suppression................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................166 PUBLIC WORKS............................................................................................................................................170 Administrative Services................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................173 Thomas Roads Improvement Program (TRIP)................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................175 Engineering................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................178 General Services................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................185 Streets................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................190 Equipment................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................193 Wastewater................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................195 Solid Water................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................198 WATER RESOURCES.....................................................................................................................................201 Agricultural Water................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................204 Domestic Water................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................208 RECREATION AND PARKS...........................................................................................................................212 Administrative Services................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................216 Parks................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................218 Recreation................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................221 DEVELOPMENT SERVICES................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................224 Planning................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................227 Building................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................233 ECONOMIC & COMMUNITY DEVELOPMENT................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................238 Community Development................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................246 Economic Development................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................250 NON-DEPARTMENTAL.................................................................................................................................251 SPECIAL FUNDS................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................255 CARES/ARPA COVID Relief................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................255 SB1 Fund................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................263 Internal Service Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................268 Fiduciary Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................271 II Table of Contents (Continued) Capital Improvement Program Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................273 Capital Outlay Fund - Local TRIP ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................275 Major Bridge & Throughfare Districts ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................281 Debt Service Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................282 Schedule of Long-Term Debt Outstanding................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................284 Schedule of Long-Term Debt Maturities................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................285 ENTERPRISE FUNDS......................................................................................................................................286 SUCCESSOR AGENCY................................................................................................................................295 CAPITAL IMPROVEMENT PROGRAM..........................................................................................................273 APPENDICES................................................................................................................................................325 City Council Goals and Guiding Principles................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................326 Operating Budget................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................355 Basis of Accounting................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................356 Investment Policy................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................358 Budget Amendment Process................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................359 Exhibits City Council Ward Boundaries Map................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................360 Miscellaneous Statistics................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................361 Miscellaneous Statistics Graphs................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................362 Governmental Activities Tax Revenue by Source................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................363 Principal Property Taxpayers................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................364 Assessed Value of Taxable Property................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................365 Sales Tax Revenue Payers by Industry................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................366 Demographic and Economic Statistics................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................368 Property Value and Construction................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................369 Operating Indicators by Function................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................370 Capital Asset Statistics by Function................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................371 Personnel Complement by Division................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................372 Salary Schedule................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................374 GLOSSARY...................................................................................................................................................392 III 'MX]1EREKIVƅW&YHKIX1IWWEKI To the Honorable Mayor and City Council: I am pleased to submit to you a balanced adopted budget for Fiscal Year 2021-22. The City of Bakersfield budget continues to reflect the goals of the City Council and priorities of the community, allocating finite resources to support staffing, services, programs and projects that improve the quality of life for residents and visitors of our community. This budget continues to make significant investments that benefit every corner of our great City, while remaining consistent with the 'MX]ƅWJMWGEPP]GSRWIVZEXMZIETTVSEGLXSQEREKMRKXE\TE]IV resources. The past year and a half has been both challenging and rewarding. I am proud of how our entire community responded to the various public health regulations and economic pressures that were placed on us. Internally, our team quickly assessed the fiscal and operational impacts of COVID- 19, keeping services open to the public and important projects moving forward. Despite the unforeseen circumstances, the pandemic provided an opportunity to strengthen partnerships with regional governments, non-profits, business and academic sectors. In just over four months of 2020, the City and these partners were able to infuse $33.5 million of federal stimulus funding into various programs and projects that assisted in mitigating the impacts of COVID-19. Moreover, we continued to invest extensive resources to strengthen public safety services, address homelessness, improve our local parks system and transform our economic development strategies. Although FY 21 was GLEPPIRKMRKMRQER][E]WXLIGSQQYRMX]ƅWoutlook remains bright as we move into FY 22. The FY 22 budget prioritizes appropriations with available revenues, while maintaining good stewardship to the taxpayer. The local economic outlook remains stable, with general revenues forecasted to grow incrementally and the infusion of funding from the American Rescue Plan providing ample opportunity to tackle major priorities. Major initiatives included within the FY 22 budget include the addition of 28 new sworn police officer positions, more resources to address homelessness, a significant ongoing investment to construct affordable housing, a bolstering of our economic development toolbox and an extensive investment in local neighborhood parks, bicycle, pedestrian and greenspace projects. Thanks goes to our budget team and City staff for continuing the tradition of preparing budgets that balance fiscally conservative decision making with creative solutions to address our GSQQYRMX]ƅWQSWXTressing needs. Thanks also goes to the Mayor and City Council for their continued leadership and guidance during my first 12 months with the City. I look forward to our collective efforts in making Bakersfield the Sound of Something Better! In Partnership, Christian T. Clegg City Manager Christian Clegg, City Manager IV Fiscal Year 2021-22 Budget Summary General Fiscal Overview The fiscal outlook for FY 22 is generally positive and growth- oriented, as major revenues have continued to show modest recovery following the public health regulations that forced the closure of many businesses initially in the first quarter of 2020. General fund revenues are predominately derived from property tax and sales and use tax (including the Public Safety and Vital Services Measure LIVIEJXIVƈ47:71IEWYVIƉ). These revenue sources are anticipated to show growth over the next 12 months. Other major revenues sources, such as transient occupancy tax, have been slightly slower to recover, but are showing much improved levels compared to the first two quarters of 2020. However, as the number of vaccinated individuals increase and public health restrictions are relaxed, we anticipate hotel occupancy to fully rebound by early 2022. Additionally, the American Rescue Plan Act will provide the City with $94.5 million in direct funding. This one-time infusion of funding will allow the City to continue to recover ongoing direct costs associated with COVID-19 mitigation activities, support local businesses, invest in community infrastructure and address community needs within Qualified Census Tracts. Development activity continues to occur at a steady pace. According to the California Association of Realtors, the median home price in Kern County has risen by 14 percent from 12 months ago. Commercial construction, multi-family project and home renovation project permitting remain steady as well. Although the general economic outlook remains relatively positive, the economy has been in general growth mode for the past decade. There will be a slow down at some point in the near future. The City Council has made great strides in bolstering general reserves to be prepared for JYXYVIIGSRSQMGG]GPIW%GGSVHMRKP]XLMWFYHKIXVIJPIGXWXLI'MX]ƅWLMWXSVMGEPJMWGEPGSRWIVZEXMZI approach to budgeting. Outside of the PSVS Measure, the operating budget for most departments are increasing slightly due to general employee costs, City-paid CalPERS costs and internal service cost increases (insurance, fleet and technology services-related costs). Most other discretionary operating expenses have been held as close to flat as possible compared to current year adopted budgets. Major Initiative Highlights The following is a summary of major initiatives included within the FY 22 budget in support of the City Council Goals. Quality Public Safety Services x Continued investment in police staffing and related resources to improve response times, provide proactive patrols, increase capacity to prevent and disrupt serial offenses and improve constituent responses Find City budget information at: BakersfieldCity.us/180/city budget V x Increase in general fund (including PSVS Measure) funding for police department of $13.4 million or 11.2 percent as compared to FY 21 adopted budget x Approximately 45 percent of all general fund resources are allocated to the Bakersfield Police Department x Addition of 28 new sworn police positions o 9 police officers, 8 senior police officers, 6 detectives and 5 sergeants o Increases authorized sworn complement to 507, which is 100 sworn positions greater than two budget cycles ago x Addition of 17 new civilian police positions o Will result in additional sworn staff and police service technicians moving back into the field x Augmented budget to increase the use of temporary annuitants to assist with recruitment and background activities that are currently being undertaken by full-time sworn staff x New police academies are planned and funded for July 2021 and January 2022 x Awarding of a contract to implement a new digital public safety radio system in collaboration with the County of Kern x Continuation of police recruitment and retention program enhancements, including recently increased new recruitment and lateral incentives x Funding set-aside of $300,000 to develop TEVXRIVWLMT[MXL(MWXVMGX%XXSVRI]ƅW3JJMGIXS better address quality of life types of crime x Continued support of the Class II ISO-rated Bakersfield Fire Department through facility enhancement projects and specialized equipment acquisitions totaling $755,000 across all funds x Expansion of private security services in strategic partnership with the police department Address Homelessness x Continued operational PSVS Measure funding of $3.1 million for the 150-person capacity Brundage Lane Navigation Center; with additional PSVS Measure funding being used for activities such as: animal care, utilities, janitorial services, and food costs x Additional allocation of $5 million of PSVS Measure funds and approximately $1 million in HOME funds toward affordable housing construction projects x One additional Supervisor II position within the Code Enforcement Division assigned to supervising and training existing members of the Rapid Response Teams x Continued PSVS Measure funding of three Code Enforcement Rapid Response Teams x Additional Rapid Response Team to focus on the Kern River Parkway and adjacent greenspaces x Additional $100,000 for outreach services in Kern River Parkway and adjacent greenspaces x Flexible funding of $450,000 for homeless-related program enhancements and/or pilot programs x Continued support of the Bakersfield Homeless Center, Mission at Kern County, Flood Ministries and Alliance Against Family Violence and Sexual Assault shelter through the use of federal Emergency Shelter Grants VI x Expansion of human waste cleanup services in additional areas of the City through the use of PSVS Measure funding Maintain Fiscal Solvency x %HHMXMSRSJEFYHKIXHMVIGXSVTSWMXMSR[MXLMRXLI'MX]1EREKIVƅW3JJMGIXSTVSZMHIongoing budgetary oversight and fiscal support to all City departments x %HHMXMSREPMRZIWXQIRXSJXSGSRXMRYIXLI'MX]ƅs internal process review and best practice implementation efforts x Anticipate issuance of a request for proposal for a new enterprise resource planning system x 'SRXMRYEXMSRSJXLI'MX]ƅWSRKSMRKVMWOEWWIWWQIRXERHTVSGIWWVIZMI[TVSNIGX Enhance Quality of Life and Public Amenities x Over $6 million allocated across multiple funding sources to Recreation and Parks improvement projects and facility enhancements in all wards of the City x Addition of 6 positions within the Recreation and Parks Department to supplement existing Rapid Response Teams and to add one mow team to enhance landscape maintenance efforts within streetscapes x Additional Parks Rapid Response Team to focus on the Kern River Parkway and adjacent greenspaces x Addition of 6 positions within the Code Enforcement Division to address non-homeless related code activities such as nuisance property abatement x One Assistant to the City Manager position to focus on community engagement and inclusion efforts of the City x Security and facility enhancement projects at Mechanics Bank Arena and Convention Center totaling $224,000 x 'SRXMRYIHMRZIWXQIRXMRERMQEPGEVIXLVSYKLXLI'MX]ƅWPS[GSWXWTE]ERHRIYXIVZSYGLIV program x Continued general fund contributions to the Bakersfield Museum of Art and Bakersfield Symphony to support programming efforts throughout the year Strengthen and Diversify our Economic Base x Four additional planner positions to support business assistance, workforce development, urban revitalization and new business growth efforts (two of the four positions are budgeted for six months) x Two planner positions within the Development Services Department to support ongoing planning efforts, with emphasis on the General Plan update x Addition of three positions within the Building Division to support increased demands for construction inspections and plan checks x $1.77 million in PSVS Measure funding to implement elements of the soon to be completed economic development strategic plan x $500,000 in PSVS Measure funding for innovation lab and workforce development programs x $1 million in PSVS Measure funding for business assistance tools VII x Continued funding of $700,000 in PSVS Measure funds for Economic Opportunity Area program x Additional allocation of $3 million of PSVS Measure funding for community revitalization projects Enhance Infrastructure x One additional civil engineer III position to support PSVS Measure-funded capital project delivery x One new operational lead and equipment operator within the Streets Division to support local street, sidewalk and right of way improvements x Operating and capital funding for local streets and right-of-way improvements across all funding sources totaling nearly $60 million (excludes landscaping, dedicated multi-use path and non-right-of-way infrastructure projects) x $16.1 million in federal, state and local funding to construct three multi-use paths: o Friant-Kern Canal Multi-Use Path o Health Road Multi-Use Path o Hageman Road Multi-Use Path x $8.1 million to support sewer system infrastructure maintenance and enhancement projects x Over $700,000 in targeted capital projects within the solid waste enterprise x QMPPMSRMRGETMXEPTVSNIGXWIRWYVMRKXLIZMEFMPMX]SJXLI'MX]ƅWVMZIVEKVMGYPXYVIERH domestic water infrastructure Promote Community Pride, Image and Excellent Customer Service x Over $3.7 million in PSVS Measure funded projects to beautify major freeway corridors through hardscape, landscape and signage improvements x Continued PSVS Measure funding for the Clean City Teams and Pop-Up Drop Off Events as part of the Clean City Initiative x Additional $300,000 for expansion of Clean City Initiative, including enforcement and outreach activities x Addition of one graffiti removal staff member and equipment to focus on graffiti removal within the Kern River Parkway and adjacent greenspaces x %HHMXMSRSJSRI%WWMWXERXXSXLI'MX]1EREKIVXSSZIVWIIXLI'MX]ƅWTIVJSVQERGIERH innovation initiatives x Continued funding at prior year levels for destination marketing services at Visit Bakersfield x Allocation of $100,000 in PSVS Measure funding for ongoing staff development programs Invest in Urban Renewal and Downtown Development x Continued PSVS Measure funding for the downtown ambassador litter removal teams and the waste removal program x Continued PSVS Measure funding for the downtown private security and waste clean up teams VIII x Additional allocation of $1.2 million of PSVS Measure funding for urban redevelopment projects in the downtown core and east Bakersfield x New allocation of $100,000 in funding of the downtown Economic Opportunity Area American Rescue Plan The American Rescue Plan Act of 2021 (ARPA) is a $1.9 trillion coronavirus rescue package intended to infuse funding across a variety of different sectors and programs to assist the country in recovering from the economic and other impacts of the COVID-19 pandemic. The legislation includes $65.1 billion in direct relief for cities, towns and villages throughout the country. Bakersfield is expected to receive up to $94.5 million from this legislation. The legislation calls for the disbursement of the funds in two installments over the next 12 months. The broad spending categories included within the legislation for cities include: x To respond to the pandemic or its negative economic impacts, including assistance to households, small businesses, and nonprofits, or aid to impacted industries such as tourism, travel, and hospitality; x For premium pay to eligible workers performing essential work; x For the provision of government services to the extent of the reduction in revenue due to the pandemic (relative to revenues collected in the most recent full fiscal year prior to the emergency); x To make necessary investments in water, sewer, or broadband infrastructure. Staff is awaiting final guidance from the Department of Treasury detailing its interpretation and implementation of eligible uses. Upon receipt of the guidance, staff will be providing additional information to the City Council regarding potential uses and implementation plan. Staff has preliminarily included $7 million of ARPA funds within general fund revenues within the adopted budget. Staffing and Labor Overview The FY 22 Adopted Budget includes the addition of 97 positions across the organization. The TSWMXMSRWEVIGVMXMGEPMRMQTPIQIRXEXMSRSJXLI'MX]'SYRGMPƅWKSEPWEHHVIWWMRKXLIWXIEH]MRGVIEWI in demand for services, implementing the priorities of the Bakersfield Public Safety and Vital Services Measure and supporting the core systems of the City. In total, 9 positions are budgeted within the general fund. A summary of the authorized new full-time positions by department Ɓ all funds: Department # of New Positions Police Department (28 sworn/17 civilian) 45 Public Works Department 9 Technology Services 1 Recreation and Parks Department 10 IX Development Services Department 19 Economic & Community Development Department 5 Water Resources Department 2 Human Resources Department 2 'MX]1EREKIVƅW3JJMGI 4 Total FY 22 Authorized New Full Time Positions 97 A detailed breakdown of authorized positions by department and funding source are as follows: Department/Division Quantity Position Title Funding Source City Manager's Office 1 Assistant to the City Manager Ɓ Performance & Innovation PSVS 1 Budget Director PSVS 1 Communications Coordinator General Fund 1 Assistant to the City Manager Ɓ Community Engagement General Fund City Manager's Office Total 4 Technology Services Administration 1 Account Clerk I General Fund Technology Services Total 1 Human Resources Recruitment 1 HR Analyst II PSVS 1 Accountant I General Fund Human Resources Total 2 Economic & Community Development Business Assistance & Workforce Development 1 Planner II PSVS Developer/New Business Growth & Marketing 1 Planner I PSVS Developer/New Business Growth & Marketing 1 Planner II* PSVS TCC & Urban Revitalization 1 Planner II* PSVS Homeless Services Unit Associate Planner I Grant-funded Community Development 1 Housing Principal Planner Grant-Funded: SB 2 - PLHA , HOME Economic & Community Development Total 5 Development Services X Code Enforcement 1 Code Enforcement Manager PSVS Code Enforcement 1 Supervisor II - Clean Up Crew PSVS Code Enforcement 6 Code Enforcement Officer I/II PSVS Code Enforcement 2 Assistant Code Officer PSVS Code Enforcement 2 Light Equipment Operator PSVS Code Enforcement 2 Service Maintenance Worker PSVS Planning 1 Associate Planner II PSVS Planning 1 Associate Planner I PSVS Building 2 Building Inspector, I/II Development Services Fund Building 1 Plumbing and Mechanical Plan Checker Development Services Fund Development Services Total 19 Recreation & Parks Rapid Response Team 2 Facility Worker PSVS Rapid Response Team 1 Light Equipment Operator PSVS Rapid Response Team 5 Service Maintenance Worker PSVS Landscaping 1 Service Maintenance Worker General Fund Landscaping 1 Facility Worker General Fund Recreation & Parks Total 10 Water Resources Domestic Water 1 Engineer II Domestic Water Fund Agricultural Water 1 Service Maintenance Worker Agricultural Water Fund Water Resources Total 2 Public Works Design 1 Civil Engineer III PSVS General Services 2 Maintenance Craftworker I PSVS Streets 1 Operations Lead General Fund Streets 1 Equipment Operator General Fund Solid Waste - Commercial (1), Residential (1) 2 Equipment Operator Refuse Fund Fleet 1 Technology Systems Analyst Equipment Fund Subdivisions 1 GIS Technician General Fund/Dev Fund Public Works Total 9 Police 9 Police Officer PSVS Sworn 8 Senior Police Officer PSVS 6 Detective PSVS 5 Police Sergeant PSVS Sworn Total 28 XI 1 Accountant I PSVS 1 Accounting Clerk I/II PSVS Civilian 1 Digital Forensic Examiner I/II PSVS 1 Comm. Center Supervisor PSVS 4 Clerk Typist I/II PSVS 1 Lab Tech PSVS 3 Police Property & Equipment Specialist PSVS 2 Administrative Analyst PSVS 3 Sr Records Clerk PSVS Civilian Total 17 Police Total 45 8LIJSPPS[MRKXEFPITVSZMHIWEWYQQEV]SJXLI'MX]ƅWEYXLSVM^IHJYPPXMQIGSQTPIQIRXEGVSWWEPP funds since 2008-09, including the authorized complement for next fiscal year. The following table provides authorized staffing levels by department for the two previous fiscal years, the current fiscal year and the authorized complement for next fiscal year. This table reflects the establishment of the Economic and Community Development Department, Technology Services Department and Human Resources Department within the current year. The RIXGLERKIWVIWYPXMRE TIVGIRXMRGVIEWIMRXLI'MX]ƅWauthorized full-time staffing complement for next fiscal year. 1613 1452 1441 1442 1474 1495 1534 1534 1521 1527 1539 1685 1790 1887 0200400600800100012001400160018002000 XII Department FY 2018-19 Authorized FY 2019-20 Authorized FY 2020-21 Authorized Net Changes FY 2021-22 Authorized Legislative 1 1 1 0 1 Executive 17 20 26 4 30 Financial Services 32 31 32 0 32 Technology Services 37 48 57 1 58 Human Resources 12 13 13 2 15 City Attorney 9 10 10 0 10 Police Services 558 628 672 45 717 Fire Services 200 211 223 0 223 Public Works 426 443 456 9 465 Water Resources 29 30 30 2 32 Economic & Community Development/Arena/Visit Bakersfield 12 20 23 5 28 Recreation & Parks 148 163 169 10 179 Development Services 58 67 78 19 97 Total 1,539 1,685 1,790 97 1,887 Inclusive of these changes, the employee count per 1,000 residents is 4.77 in FY 22, as depicted in the following table. Fiscal Impact of New Positions Across all funds, the estimated salary and benefit costs of the authorized new positions for FY 22 is $8.86 million. The following table provides a detailed breakdown of funding for the new positions by fund. These figures do not include the one-time costs associated with vehicles, computers and other items necessary for onboarding and to perform daily job duties. These one- time costs are accounted for within the respective department operating budgets. 6.2 5.4 4.15 3.94 4.74 0 1 2 3 4 5 6 7 1990 2000 2010 2018 2022 Employees per 1000 Residents XIII Labor Overview Approximately 80 percent of full-time City employees are represented by one of three labor units and governed by three Civil Service Boards. All management and supervisory employees are not represented by a recognized employee organization. All labor unions have active multi-year labor agreements (MOU) that include cost of living adjustments and other benefit provisions that are budgeted for within the FY 22 Adopted Budget. All labor groups and the management and supervisory employees are scheduled to receive a 1.5 percent cost of living adjustment effective the first pay period within FY 22. The specific term of the labor agreements varies by the group; however, all of the agreement terms expire in 2022. Fund Amount Public Safety/Vital Services $8,148,274 General Fund $776,171 Development Services Fund $314,312 Refuse Collection Fund $153,868 Domestic Water Fund $115,171 River & Agriculture Water $64,585 Equipment Management Fund $99,682 Sewer Enterprise Fund $13,207 Federal HOME Program Fund $52,668 Unit Representation Employees in Unit (approx.) Civil Service MOU or Resolution Blue and White Collar SEIU, Local 521 952 Miscellaneous MOU Ɓ expires 12/31/22 Police Unit Bakersfield Police Officer Association (BPOA) 398 Police MOU Ɓ expires 6/30/22 Fire Unit Bakersfield Fire Labor Organization (BFLO) 111 Fire MOU Ɓ expires 6/30/22 Fire Supervisory Unit Bakersfield Fire Labor Organization (BFLO) 70 Fire MOU Ɓ expires 6/30/22 Supervisory (Misc. and Sworn) None 161 Miscellaneous Resolution Management (Misc. and Sworn None 82 Miscellaneous Resolution Executive None 2 None Contract XIV Resources and Appropriations Overview The following provides summary information regarding several major discretionary revenue WSYVGIWXLEXJYRHXLI'MX]ƅWKIRIVEPSTIVEXMSRWMRGPYHMRKpolice, fire, streets, parks, administration and development-related activities. Property Tax All owners of real property must pay property taxes unless exempted by state law. Property taxes in California are governed by state law and are subject to Proposition 13. 8LI'MX]ƅWTVSTIVX]XE\VIZIRYIWEVITVIHSQMREXIP]HIVMZIHJVSQXE\IWSRWIGYVIHTVSTIVX][MXLMR XLI'MX]%WQEPPIVWLEVISJXLI'MX]ƅWTVSTIVX]XE\VIZIRYIWMWKIRIVEXIHJVSQYRWIGYVIHTVSTIVX] taxes. "Secured" property refers to any property that cannot be moved like homes or land. Proposition 13 limits the tax rate to 1% of a property's current assessed value, plus any voter-approved bonds and assessments. ƈUnsecuredƉTVSTIVX] is an ad-valorem (value based) property tax that is the liability of the person or entity assessed for the tax. Because the tax is not secured by real property (such as land) the tax is called "unsecured." Unsecured property taxes are a lien against the individual not against real property. Some typical items assessed and collected on the unsecured roll are: x Boats and jet skis x Airplanes For FY 21, the total gross assessed valuation of taxable properties within the City is $32.7 billion. Based on current year estimates to date, staff is projecting a four percent increase in secured property tax revenues in FY 22, as compared to current year revised estimates. Secured property tax revenues are projected at $48.8 million for FY 22. Sales and Use Tax (Bradley-Burns) Bradley-Burns Sales Tax aGGSYRXWJSVXLI'MX]ƅWSRITIVGIRXWLEVISJXLITIVGIRXWXEXI[MHI sales tax, which is distributed to local agencies to support local government general funds. Due to the unknown impacts of the economic shutdowns in response to COVID-19, staff initially projected sales and use tax declines for the current fiscal year. The original estimate of $69.6 million was based on comprehensive input and analysis from economic consultants and City staff. Currently, staff anticipates sales and use tax to exceed original budget estimates based on the most current data available. Based on this new data, staff is projecting FY 22 sales and use tax revenues to be $78.2 million, reflecting modest growth of approximately 2.6 percent over FY 21 revised estimates. Sales and Use Tax (Public Safety and Vital Services Measure) On November 6, 2018, voters within the City of Bakersfield approved Measure N, known as Bakersfield Public Safety & Vital City Services Measure. The PSVS Measure is a locally controlled one-cent sales tax applied to applicable transactions for retailers conducting business within the XV incorporated city limits of Bakersfield. The PSVS Measure became effective April 1, 2019 within the City of Bakersfield. FY 21 PSVS revenues were initially budgeted with a net reduction of 4 percent when compared to FY 20 due to the projected impacts of COVID-19 regulations on activities that generate sales and use tax. Similar to Bradley-Burns revenue, PSVS revenues are projected to come in higher than expected in FY 21. Based on the most recent data, staff is projecting revenue increase of 1.4 percent to $77.9 million for FY 22, as compared to current year revised estimates. Transient Occupancy Tax 9RJSVXYREXIP]HYIXSXLIVIWXVMGXMSRWEGVSWWXLIXVEZIPWIGXSVXLI'MX]ƅWXVERWMIRXSGGYTERG]XE\ (TOT) revenues were budgeted at a 12 percent decrease when compared to FY 20. Current year trending shows that FY 21 TOT revenue is performing slightly above budget projections. In evaluating weekly hotel occupancy data and in recognition of statewide COVID-19 restrictions being recently lifted, there is anticipation that travel activities may begin to resume in FY 22. Based on this analysis, staff is projecting $8.5 million in TOT revenues in FY 22. This reflects a 7.5 percent increase over current year revised estimates. TOT funds provide a dedicated funding source for general fund capital improvement projects as well as supporting the operations of Visit Bakersfield and the Mechanics Bank Arena. Development Related Revenues The development data for calendar year 2020 shows the number of single-family residential building permits issued increased by 3.2 percent over the prior 12 months. Multi-family housing permits and residential improvement type project permitting also saw significant increases over the course of the past year. Commercial development activity remains relatively steady, with several large commercial developments scheduled to be under development within the next several years. Solar-related permitting activities for calendar year 2020 continue to remain steady as federal tax credits will begin to taper off over the next several years. The FY 21 development- related revenue have been revised upward based on year-to-date revenue data. However, staff anticipates slightly lower revenues next fiscal year based on more recent trending and internal forecasting. Development-related revenues are projected at $7.76 million for FY 22, as compared to a revised estimate of $8.4 million Appropriations Overview The FY 22 appropriations as adopted across all operating and capital budgets for the City totals $683,220,057, which reflects a $52,922,057 increase or 8.39 percent over the FY 21 adopted budget. This increase is generally due to several key factors: 1) general cost increases across all departments for ongoing personnel and general operating costs 2) costs for new authorized position and related equipment purchases 3) increased program costs for insurance, vehicles and computers 4) increased capital improvement budget based on projected available resources and 5) increases in PSVS Measure-related operating and capital investments. The all-funds adopted operating budget (ongoing costs, including transfers to other funds) for FY 22 is $582,872,699, which reflects an increase of $39,708,703 or 7.3 percent as compared to the FY 21 operating budget. XVI The all-funds adopted capital improvement budget for FY 22 is $100,347,358. This reflects a $13.2 million increase or 15 percent greater than the FY 21 adopted capital improvement budget. Each year the capital improvement budget may fluctuate in most cases due to timing associated with the budgeting of state or federal grants or other non-local funding sources. The general fund operating budget (ongoing costs, including PSVS Measure funds and transfers to other funds) totals $311,038,000, which reflects an increase of $18.4 million or 6.2 percent as compared to the FY 21 adopted general fund budget. General operating increases reflect new authorized positions ($8.2 million), general ongoing personnel salary increases and increases to certain employer-paid benefits, include CalPERS. CalPERS 8LI'MX]ƅW'EP4)67TE]QIRXW[MPPGSRXMRYIXSMRGVIEWIMRFY 22. Current payroll projections estimate the employer-paid amount is $63.7 million for next fiscal year, which is inclusive of the related costs for authorized new positions. Contributions to CalPERS are typically separated into two areas: the normal cost and the unfunded liability. The normal cost represents the costs of the benefits being earned in the current period. The unfunded liability is the unfunded cost of benefits earned in previous periods. An unfunded liability can result from lower than anticipated investment returns, retroactive benefit modifications and/or changes in actuarial policies or results. Since 2013, most new hires come in under a reduced pension tier pursuant to the Public )QTPS]IIWƅ4IRWMSR6IJSVQ%GXSJ[LMGL[MPPXEOIWIZIVEP]IEVWXSLEZIQIERMRKJYPMQTact on the rates paid by the City. 8LI'MX]ƅWJull withdrawal from CalPERS and establishment of an alternative retirement plan for new hires is not a feasible option. If the City were to entertain this option, CalPERS will require an immediate payment to sEXMWJ]XLI'MX]ƅWGYVVIRXERHJYXYVI obligations, which would total nearly $1 billion. However, as part of the FY 19 PSVS Measure allocations, staff proposed a mechanism whereby the City could reduce pension payments and save taxpayers $8.7 million over seven years by changing the methodology in which the City pays part of its retirement cost obligations. In past years, the City did not have the cash reserves on hand to pay the annual unfunded liability component of its payment to CalPERS at the beginning of the fiscal year. Therefore, the City utilized a payment option whereby the City paid this cost on a monthly basis, which incurred an interest charge of 7 percent. This payment must be remitted annually regardless of which payment option the City selects. However, with this one-XMQIMRJYWMSRSJQMPPMSRXSXLI'MX]ƅWVIWIVZIWXLI'MX]GERRS[WIPIGX the lump sum payment option, therefore eliminating the interest charges, resulting in annual, ongoing savings of approximately $1.1 million. This payment method has been in place since 2019. The total unfunded accrued liability required contribution is $35.1 million for FY 22. General Reserves In 2019, the City Council approved Resolution No. 091-19, which established a multi-year plan to increase general reserves and facilities reserves to adequate funding levels. The target for the XVII general reserve fund is 60 days of general fund appropriations or approximately 16.67 percent of the general fund. Prior to the establishment of this plan, the City did not have a dedicated rainy- day fund. Based on allocations made to the general reserve to date and expected allocations for the current fiscal year, the City is expected to exceed the 60-day general reserve level for the current year. As the general fund grows, staff will continue to monitor and recommend additional allocations to the reserve as funding is available. For FY 22, no additional allocation to the general reserve or facility reserve is included as part of the adopted budget. However, staff anticipates recommending the use of one-time FY 21-year end fund balance to allocate to the general reserves as part of the FY 22 mid-year budget process. The following chart provides the actual and expected level of funds within the general reserve and facility reserve (in millions): Equipment Replacement 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. Vehicles The Fleet Division of the Public Works Department is responsible for the procurement, maintenance and replacement of most vehicles and related powered-equipment (lawnmowers, generators, portable electronic signs, etc.) for all City departments. As an internal service division, the Fleet Division charges using departments for the deployed vehicles and is responsible for replacing the vehicles/equipment at regular intervals, based on a multi-faceted evaluation process and fiscal circumstances. The charges levied to using departments are generally comprised of a fractional replacement cost based on life expectancy of the vehicle, which includes future replacement cost projections and actual operations/maintenance costs. The JYRHWGSPPIGXIHERHI\TIRHIHEVIEGGSYRXIHJSV[MXLMREWITEVEXIHMWXMRGXJYRH[MXLMRXLI'MX]ƅW accounting structure. The Fleet Division is expected to replace 139 vehicles/equipment for a total approximate cost of $12.99 million in FY 22. Determination of equipment identified for replacement is developed through an extensive analysis by the Fleet Division, in consultation with the individual $26.4 $34.2 $46.2 $3.6 $4.6 $6.6 0 10 20 30 40 50 FY 19 Actual FY 20 Actual FY 21 Expected General Reserves Facility Reserves XVIII departments and the Budget Team. The budget includes the replacement of 52 police vehicles and 12 pieces of fire equipment, including one pumper truck. The replacement list also includes the replacement of several vehicles across the organization that have exceeded normal life span and have experienced increased maintenance costs. This figure does not include any additional equipment acquisitions necessary for new position requests. Computer and Radio Equipment The Technology Services Department procures, manages, maintains and replacements most technology equipment utilized by all City departments. As an internal service department, Technology Services charges using departments for the deployed technology and is responsible for replacing the equipment at regular intervals, based on industry best practices and actual experience. The charges levied to using departments are generally comprised of a fractional replacement cost based on life expectancy of the equipment, software/licensing costs and general maintenance overhead costs. The funds collected and expended are accounted for within EWITEVEXIHMWXMRGXJYRH[MXLMRXLI'MX]ƅWEGGSYRXMRKWXVYGXYVI The Technology Services Division has budgeted approximately $1.36 million to replace network and computer equipment in FY 22. The largest single component of replacement equipment includes 85 mobile data computers and vehicle mounting equipment for the Police Department. This figure does not include any additional equipment acquisitions necessary for new position requests. Capital Improvement Program Summary 8LI'MX]ƅWGETMXEPMQTVSZIQIRXTVSKVEQVIJPIGXWthe strategic investment of available resources in community infrastructure and other-related capital needs of the City for the upcoming five years. The capital improvement program is developed through consideration of City Council Goals, PSVS Measure priorities, staff analysis, regulatory requirements and external stakeholder input. Although the program is a five-year plan, the City Council will consider allocating funding for projects contained within the FY 22 plan year. Estimated project costs contained within future years of the plan are (FY 23-26) are for planning purposes and may be updated as needs of the community, regulatory climate or other unforeseen issues evolve. The five-year CIP across all funding sources totals $269.8 million. The FY 22 adopted capital improvement budget totals $100.3 million. Additional detail on specific projects within the CIP for FY 22 are contained within the capital improvement section of this document. Select highlights of the CIP include: Street and Right of Way Improvements x $60 million in local right of way and infrastructure projects o $8.7 million in general street repair and resurfacing funds o $6.1 million to rehabilitate California Avenue in Wards 1 and 2 o $1.55 million to rehabilitate Wible Road in Ward 7 o $4.5 million to rehabilitate White Lane in Ward 5 o $1.2 million to rehabilitate Union Avenue in Ward 2 XIX o $5 million in funding to continue to acquire the necessary right of way to construct the Hageman Flyover o $6 million in construction funding set-aside for the Hageman Flyover o $700,000 in street improvements within Wards 1 and 2 to address some of the oldest street and right of way infrastructure within the City o $1 million in PSVS Measure funds to fund additional street light installations based on a soon to be completed street light study o $250,000 in a smart city street light pilot program to outfit existing street lights with additional technology to provide for remote monitoring and operations o QMPPMSRMRZIWXQIRXMRXLIWIGSRHTLEWISJXLI'MX]ƅWEHETXMZIXVEJJMGWMKREP program Recreation and Parks x $6 million in local parks projects o $1 million in two park reinvention projects o $1.7 million in park playground rehabilitation projects Patriots Park Windermere Quailwood River Oaks Solera Gardens o Facilities needs assessments for the Martin Luther King Jr and Silver Creek Community Centers o Improvements at Jastro and Jefferson Parks totaling $725,000 Public Safety x $755,000 in fire station facility and equipment enhancements x $250,000 in additional funding for mobile security cameras Economic Development x $3 million in community revitalization funding x $1.2 million in urban redevelopment funding x $5 million in affordable housing funds Miscellaneous x $750,000 in targeted investment in upgrading security and access across several City facilities x $274,000 in deferred maintenance and facility enhancement projects the Mechanics Bank Arena x $500,000 to expand facilities at the Animal Care Center campus to provide enhanced animal care x $220,700 to remodel and upgrade the Development Services building to accommodate for growth within the department XX Refuse, Sewer and Domestic Water The City operates three distinct utilities Ɓ refuse, sewer and domestic water service. These services operate as enterprises, a self-supporting government fund that provides services to the public for a fee. Each of these enterprises are accounted for separately and operate MRHITIRHIRXP]SJXLI'MX]ƅWgeneral fund. Fees collected for these services fully support the cost of each of the operations. All fees support operational and capital costs and ensure sufficient reserves are available to meet long-term needs. In many cases, mandatory regulations from outside federal, state and local agencies impact fees charged to users of these services. 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. Any new rates, if adopted, will go into effect on July 1, 2021. For most customers, refuse and sewer user rates are collected as part of the annual property tax collection process. Customers within the domestic water service area are billed monthly through thI'MX]ƅW operation and maintenance agreement with California Water Service. The following provides a summary of authorized rate adjustments applicable for next fiscal year: Refuse Rates The City Council approved a 5 percent increase to residential and commercial refuse and recycling rates for FY 22. Annual refuse rates for a single-family dwelling will increase from $223 to $234.The increase is necessary to fund operating and capital improvement budgets. The City has experienced significant declines in recycling revenues and significant expenditure increases for disposing refuse and recyclables. In the past, the revenue City received from recycling helped offset refuse costs to all customers. In addition, refuse rate increases are required to fund increased state-imposed VIKYPEXMSRWERH'MX]ƅWGSRXVEGXYEPSFPMKEXMSRW[MXLLEYPMRKGSRXVEGXSVW Outside hauling contractors pick up approximately 50 percent SJ'MX]ƅWVIJYWI4IVXLILEYPMRK EKVIIQIRXXLILEYPMRKGSRXVEGXSVƅWGSQTIRWEXMSRMWXSFIEHNYWXIHERRually by the consumer price index (CPI). The CPI increased by .9 % in 2020. The city did not increase refuse rates from FY 10 to FY 15 while increasing payments to haulers. The City of Bakersfield is dedicated to keeping its refuse rates as low as possible while also complying with State mandates. The City charges residents no more than the cost of providing solid waste, recycling and green waste services as required by Proposition 218 and only increases rates when operating costs rise. Additionally, in September 2016, then Governor Jerry Brown signed Senate Bill 1383, which requires organic waste in landfills to be reduced 50 percent from 2014 levels by 2020 and 75 percent by 2025. It also requires that by 2025 at least 20 percent of edible food currently sent to landfills be recovered for human consumption. The law directs CalRecycle to adopt regulations HIWMKRIHXSEGLMIZIXLIWIXEVKIXWVIHYGIQIXLERIIQMWWMSRWERHWYTTSVXXLIWXEXIƅWGPMQEXI change goals. City staff have been working to develop implementation plans to comply with SB 1383. This work includes assessing XLI'MX]ƅW capacity for organics processing and edible food recovery, along XXI with determining projected costs for required outreach and education, collection services, enforcement and organic waste infrastructure and processing costs. Outside of normal cost increases within the refuse operations, compliance with SB 1383 is anticipated to require refuse rates to be increased over the next several years. As staff refines implementation elements, more information will be provided to the City Council and the refuse customers on the fiscal and operational impacts of the legislation. Sewer Rates As a result of conservative fiscal practices, no increases to residential and commercial sewer flat rate fees were necessary for FY 22. The projected revenues within the Sewer Enterprise Fund are sufficient to cover costs for the operation and maintenance of the two wastewater treatment plants, the sewer collection system, and debt service requirements. The current residential sewer rate of $215 per single-family dwelling has been in effect and has not been increased since FY 17. In addition, there will be no increases to commercial sewer surcharge rates for FY 22. The last commercial sewer surcharge rate increase was in FY 19. The sewer connection fee is scheduled to increase from $4,800 to $5,000 in FY 22 per Resolution 076- 17. After July 1, 2021 when the new fee becomes effective, the resolution will have increased the connection fee over a 5-year period from $4,000 to $5,000. The sewer connection fee is separate from the user rate and is a one-XMQIJIIGLEVKIHJSVRI[GSRRIGXMSRWMRXSXLI'MX]ƅWWI[IVW]WXIQ Domestic Water Rates The Water Resources Department STIVEXIWXLI'MX]ƅWHSQIWXMG[EXIVW]WXIQ providing a reliable, high-quality potable water supply to over 48,000 metered-connections within the City. Throughout the year, staff carefully reviews all opportunities to reduce costs and increase efficiencies. As such, staff has continued to hold water rates to some of the lowest among other water purveyors in the metropolitan area. Based on several factors which attribute to increased costs, including electricity needs, removal of the groundwater contaminant 123-TCP, system repair and maintenance, and additional capital improvement projects, it has been determined that a 4 percent rate increase for FY 22 was necessary to help meet those costs. Rates within City limits for the Bakersfield Domestic Water System will increase from $1.09 to $1.13 per 100 cubic feet per month. A readiness-to-serve charge (which is uniform for all customers and not based on usage) will increase from $11.46 to 8LIWIX[SGLEVKIWQEOIYTIEGLGYWXSQIVƅW monthly bill. 8LMWVITVIWIRXWERMRGVIEWIJVSQ XSJSVXLIEZIVEKI&EOIVWJMIPHVIWMHIRXƅW monthly water bill. Inclusive of these changes, tLI'MX]ƅW[EXIVVEXIW[MPPWXMPPVIQEMRXLIPS[IWXMRXLI metropolitan area. Since 2010, domestic water rates have only been increased twice, in FY 17 and FY 18. Miscellaneous Items of Interest Council Contingency Each year, the budget contains a set-aside within the general fund that is retained for the use of the City Council based on unknown needs or issues that arise throughout the fiscal year. The XXII amount budgeted within the contingency fluctuates each year based fiscal circumstances of a given year. In FY 22 the City Council contingency is set at $200,000. The use of this funding is subject to approval by the City Council, with limited exception which include Sister City expenditures. Changes between the Proposed and Adopted budget In conversation with the City Council through the Budget process, the following changes were made. The Addition of the Kern River Parkway Plan - $1.94 million has been allocated to bolster efforts in cleaning, maintaining and revitalizing the Kern River Parkway including additional personnel for the Code Enforcement Rapid Response Team, the Recreation and Parks Rapid Response Team, the Graffiti Team, the Clean City Initiative Teams, and additional outreach services. The allocation was met through reducing expenditures through PSVS for the Westside Parkway and State Route 58 landscaping proposed projects. Mechanics Bank Convention Center Lobby Remodel - $50,000 has been allocated per request by the Ward 2 Councilmember, Andrae Gonzales, with support from the full Council. The Convention Center is a valuable asset that has seen recent investments in upgrading meeting rooms, lobby restrooms, and event technology. The main lobby, being the first impression to this impressive space, will be evaluated not only for design, but also potential safety and accessibility enhancements. Conversion of four additional Police sedan vehicles to motorcycles Ɓ no monetary impact. Other technical changes that reflect in the all funds amount from the proposed to adopted budget include reallocating $70,000 from a capital to operating expense for real property maintenance costs, more accurately reflecting the nature of the expenditure, the removal of a CIP project for a Transfer Station Design project pending further project development, and removal of $110,000 of salary and benefit costs inadvertently entered into the fleet division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·VILUVW([FHOOHQFHLQ$FWLRQ$ZDUGVYLGHR7KHYLGHRLV DYDLODEOHWRYLHZRQWKH&LW\·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rganizational ChartCity AttorneyCity CouncilOutside Legal CounselMayorHuman ResourcesFinancePublic WorksPoliceRecreation & ParksFireDevelopment ServicesWater ResourcesAssistant City Manager City ClerkRisk ManagementTechnology ServicesBoard & CommissionsAssistant City Manager Econ & Comm DevelopmentCity ManagerCitizens of Bakersfield25 Budget Summaries LIST OF EXHIBITS Resources and Appropriations – General Fund................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................27 General Fund Budget Chart................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................28 Resources and Appropriations – Operating Budget – All Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................29 Operating Budget – All Funds Charts................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................30 Operating Fund Distribution................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................31 Operating Fund Distribution Charts................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................32 Resources and Appropriations – All Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................33 Resources – All Funds Chart................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................34 Appropriations – All Funds Chart................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................34 Departmental Appropriations by Fund................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................35 General Fund – Appropriations by Department................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................37 Financial Summary – All Funds................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................39 Estimated Balances – June 30, 2022................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................42 Interfund Transfers – Summary................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................44 Note: Additional information is provided in the Appendices section of this document 26 RESOURCES AND APPROPRIATIONS GENERAL FUND Sources by Type Adopted 2019-20 Adopted 2020-21 Adopted 2021-22 Resources Property Tax $86,082,800 $88,137,000 $94,416,300 Sales Tax 76,674,000 70,870,000 79,479,000 PSVS Sales Tax Revenue 61,850,000 69,620,000 77,977,000 Other Taxes 10,420,000 10,600,000 10,350,000 Total Taxes $235,026,800 $239,227,000 $262,222,300 Licenses and Permits $2,867,405 $2,772,230 $3,280,500 Intergovernmental Revenue 2,261,300 4,970,500 2,422,427 Charges for Service 24,218,556 24,357,126 27,699,350 Fines and Forfeits 760,000 655,000 660,000 Miscellaneous Revenues 1,390,939 1,483,144 1,153,423 Total Other Revenues $31,498,200 $34,238,000 $35,215,700 Beginning Balance 19,750,000 18,030,000 11,500,000 Transfers In 1,200,000 1,200,000 2,100,000 TOTAL RESOURCES $287,475,000 $292,695,000 $311,038,000 Appropriations Police $108,009,886 $118,629,802 $132,009,368 Fire 43,257,951 48,123,557 50,548,757 Total Public Safety $151,267,837 $166,753,359 $182,558,125 Public Works $24,816,429 $26,582,971 $30,223,437 Recreation and Parks 23,114,837 24,812,350 27,052,114 Development Services 13,171,219 10,045,772 13,343,518 Economic and Community Development -7,255,516 10,258,451 General Government 16,250,680 18,465,763 20,161,443 Non-Departmental 14,272,436 15,347,321 2,728,237 Total Operations $91,625,601 $102,509,693 $103,767,200 Contingencies 250,000 50,000 3,200,000 Transfers Out 44,331,562 23,381,948 21,512,675 TOTAL APPROPRIATIONS $287,475,000 $292,695,000 $311,038,000 Note: Additional information is provided in the Appendices section of this document 27 CITY OF BAKERSFIELD GENERAL FUND BUDGET $311,038,000 * Percentages may not equal 100% due to rounding. 28 CITY OF BAKERSFIELD RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Sources by Type Actual 2019-20 Adopted 2020-21 Adopted 2021-22 Resources Capital Project Funds $12,151,453 $14,028,166 $12,552,716 Special Revenue Funds 33,154,602 31,043,096 42,813,959 General Operating Funds 287,475,000 292,695,000 311,038,000 Successor Agency Funds*9,453,456 8,429,279 8,429,994 Improvement Districts 5,284,953 4,806,388 4,623,140 Internal Service Funds 46,462,904 56,727,698 56,669,500 Enterprise Funds 125,019,897 134,110,856 145,520,514 Debt Service Funds 1,410,401 1,323,513 1,324,876 --- Total $520,412,666 $543,163,996 $582,972,699 Appropriations General Government $34,608,356 $39,799,081 $44,687,970 Police 109,350,815 119,972,664 133,358,995 Fire 44,742,706 49,692,162 52,111,251 Public Works 130,449,806 143,897,033 149,283,520 Water Resources 28,475,291 29,935,560 32,739,155 Recreation and Parks 34,190,281 36,100,689 27,131,008 Development Services 16,871,470 10,045,772 14,417,396 Economic & Community Development -10,699,446 22,235,864 Non-Departmental & Transfers 121,723,941 103,021,589 107,007,540 Total $520,412,666 $543,163,996 $582,972,699 * Formerly Redevelopment Agency Funds 29 CITY OF BAKERSFIELD OPERATING BUDGET - ALL FUNDS $582,972,699 * Percentages may not equal 100% due to rounding. 30 CITY OF BAKERSFIELD OPERATING FUND DISTRIBUTION Expenditures Adopted 2019-20 Adopted 2020-21 Adopted 2021-22 All Funds Personnel $233,380,510 $250,533,223 $265,551,887 Operating 194,090,669 213,290,078 229,337,538 Capital 18,046,763 21,976,890 18,806,602 Fiscal Transfers 74,894,724 57,363,805 69,276,672 Total All Funds $520,412,666 $543,163,996 $582,972,699 General Fund Personnel $189,474,750 $203,918,127 $218,953,709 Operating 49,915,993 64,619,135 68,647,627 Capital 3,752,695 775,790 1,923,989 Fiscal Transfers 44,331,562 23,381,948 21,512,675 Total General Fund $287,475,000 $292,695,000 $311,038,000 31 CITY OF BAKERSFIELD OPERATING FUND DISTRIBUTION $582,972,699 * Percentages may not equal 100% due to rounding. 32 CITY OF BAKERSFIELD RESOURCES AND APPROPRIATIONS ALL FUNDS Revenues and Resources by Type Actual 2019-20 Adopted 2020-21 Adopted 2021-22 Taxes and Assessments $271,907,242 $274,356,827 $300,741,325 Licenses and Permits 3,197,805 3,097,880 3,596,500 Intergovernmental & Enterprise 29,115,720 34,958,812 47,406,117 Charges for Service 201,793,767 206,031,723 219,340,252 Fines and Forfeits 2,110,000 2,215,000 2,260,000 Miscellaneous Revenue 8,090,084 7,469,866 7,038,495 TOTAL REVENUES $516,214,618 $528,130,108 $580,382,689 Fund Balance 28,880,658 43,999,087 33,560,696 Transfers In 74,894,724 58,168,805 69,276,672 TOTAL RESOURCES $619,990,000 $630,298,000 $683,220,057 Appropriations by Function Actual 2019-20 Adopted 2020-21 Adopted 2021-22 Police $121,565,565 $120,146,064 $133,608,995 Fire 46,033,806 51,025,162 52,866,251 TOTAL PUBLIC SAFETY $167,599,371 $171,171,226 $186,475,246 Public Works $196,543,007 $200,911,252 $225,594,476 Water Resources 31,150,291 36,435,560 39,239,155 Recreation and Parks 40,928,564 47,939,074 33,137,710 Development Services 26,340,470 10,045,772 14,638,096 Economic & Community Development -20,399,446 31,659,864 General Government 35,704,356 39,949,081 45,467,970 Non-Departmental 112,355,485 95,102,310 98,662,546 Successor Agency*9,368,456 8,344,279 8,344,994 TOTAL APPROPRIATIONS $619,990,000 $630,298,000 $683,220,057 * Formerly Redevelopment Agency Funds 33 CITY OF BAKERSFIELD RESOURCES - ALL FUNDS $683,220,057 APPROPRIATIONS - ALL FUNDS $683,220,057 34 CITY OF BAKERSFIELD DEPARTMENTAL APPROPRIATIONS BY FUND General Government Police Fire Public Works Water Resources Recreation and Parks Development Services Economic & Community Development Non- Departmental Includes Transfers Total Agricultural Water $-$-$-$-$4,942,395 $-$-$-$524,500 $5,466,895 Airpark ---346,600 -----346,600 Assessment Districts 31,500 -------4,591,640 4,623,140 Capital Outlay-Local TRIP 70,000 --------70,000 Capital Outlay-Utility/Road ---------- CARES/ARPA COVID-19 Relief --------10,600,000 10,600,000 Community Dev. Block Grant -------2,185,244 517,811 2,703,055 CUPA --1,612,228 -----18,000 1,630,228 Domestic Water ----27,796,760 ---1,536,115 29,332,875 Domestic Water Connections --------500,000 500,000 Equipment Management 5,038,988 --32,786,585 -----37,825,573 Gas Tax ---3,884,915 ----38,500 3,923,415 General Fund 20,161,443 132,009,368 50,499,023 30,223,437 -27,101,848 13,343,518 10,258,451 27,440,912 311,038,000 Home Investment Partnership -------1,579,446 -1,579,446 Municipal Improvment Debt --------1,324,876 1,324,876 Parking Lots/Structures 237,729 --------237,729 Refuse Collection 41,495 --62,931,265 ----1,965,201 64,937,961 Self Insurance 18,843,927 --------18,843,927 Sewer Connections --------7,000,000 7,000,000 State Transportation ---493,686 -29,160 ---522,846 Supp. Law Enforcement -596,627 -------596,627 Traffic Safety -753,000 ------1,100,000 1,853,000 Transient Occupancy Taxes ------1,073,878 8,212,723 10,118,741 19,405,342 Transporation Development ---23,631 ----11,500,000 11,523,631 TDF TRIP Local Match 163,925 --795,160 -----959,085 Wastewater Treatment Plant 13,963 --17,798,241 ----19,886,250 37,698,454 Successor Agency 50,000 -------8,344,994 8,394,994 Successor Housing Agency 35,000 --------35,000 Total Operating $44,687,970 $133,358,995 $52,111,251 $149,283,520 $32,739,155 $27,131,008 $14,417,396 $22,235,864 $107,007,540 $582,972,699 35 CITY OF BAKERSFIELD DEPARTMENTAL APPROPRIATIONS BY FUND General Government Police Fire Public Works Water Resources Recreation and Parks Development Services Economic & Community Development Non- Departmental Includes Transfers Total Capital Improvement Agriculture Water ----900,000 ----900,000 Airpark ---955,000 -----955,000 Assessment Districts ---------- Capital Outlay 780,000 250,000 755,000 10,173,227 -5,428,750 220,700 9,424,000 -27,031,677 Capital Outlay-Local TRIP ---------- Community Dev. Block Grant ---2,032,554 -400,000 ---2,432,554 COF Utility/Road Funds ---5,603,765 -----5,603,765 Domestic Water ----5,600,000 ----5,600,000 Equipment Management ---840,000 -----840,000 Federal Transportation ---22,084,015 -----22,084,015 Gas Tax ---4,465,000 -----4,465,000 Park Improvement ---------- SB 1 Funds ---7,400,000 -----7,400,000 Recreation Facility Fund -----177,952 ---177,952 Refuse Collection ---615,000 -----615,000 State Transportation ---76,500 -----76,500 Transportation Development ---2,852,000 -----2,852,000 TDF TRIP Local Match ---11,000,000 -----11,000,000 TRIP / PBC ---13,895 -----13,895 Wastewater Treatment Plant ---8,200,000 -----8,200,000 Successor Agency ---------- Total Capital Improvements $780,000 $250,000 $755,000 $76,310,956 $6,500,000 $6,006,702 $220,700 $9,424,000 $-$100,247,358 Total City of Bakersfield $45,467,970 $133,608,995 $52,866,251 $225,594,476 $39,239,155 $33,137,710 $14,638,096 $31,659,864 $107,007,540 $683,220,057 36 CITY OF BAKERSFIELD GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Department Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Mayor $134,305 $156,862 $156,862 $155,869 City Council 280,472 302,174 302,174 306,388 TOTAL LEGISLATIVE $414,777 $459,036 $459,036 $462,257 City Manager $1,386,294 $1,610,368 $1,690,568 $2,716,024 City Clerk 767,161 880,788 881,036 915,347 Human Resources 1,529,892 2,316,583 2,319,600 2,488,454 Technology Services 5,472,663 7,636,567 7,638,728 7,824,931 TOTAL EXECUTIVE $9,156,010 $12,444,306 $12,529,932 $13,944,756 Finance Administration $444,521 $479,017 $484,950 $508,100 Accounting 1,176,432 1,403,915 1,426,293 1,446,029 Treasury 979,458 1,056,393 1,056,393 1,078,987 Purchasing 323,134 340,390 340,390 347,172 TOTAL FINANCIAL SERVICES $2,923,545 $3,279,715 $3,308,026 $3,380,288 City Attorney $2,052,012 $2,282,706 $2,282,706 $2,374,142 TOTAL CITY ATTORNEY $2,052,012 $2,282,706 $2,282,706 $2,374,142 Police Administration $17,597,138 $22,090,237 $24,081,102 $6,715,854 Field Services 65,972,331 72,095,121 72,400,886 72,203,480 Police Investigations 19,168,116 21,609,201 21,636,747 22,998,478 Special Operations 2,389,134 2,835,243 2,839,766 8,855,747 Training and Logistics ---6,163,051 Support Services ---15,072,758 TOTAL POLICE SERVICES $105,126,719 $118,629,802 $120,958,501 $132,009,368 37 CITY OF BAKERSFIELD GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Department Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Fire Administration $1,953,318 $2,119,979 $2,123,241 $2,302,503 Fire Safety 1,363,103 1,439,943 1,455,483 1,468,770 Fire Suppression 39,984,706 44,563,635 52,819,836 46,777,484 TOTAL FIRE SERVICES $43,301,127 $48,123,557 $56,398,560 $50,548,757 Public Works Administration $514,580 $655,039 $656,763 $635,209 Engineering 6,149,420 6,962,877 7,344,616 7,663,619 General Services 10,027,473 10,953,007 11,103,645 11,315,409 Streets 7,144,806 8,012,048 8,199,449 8,469,190 Equipment --117,000 - Solid Waste --786,000 2,140,010 TOTAL PUBLIC WORKS $23,836,279 $26,582,971 $28,207,473 $30,223,437 Recreation and Parks Administration $1,184,289 $1,291,874 $1,294,963 $1,327,391 Parks 18,252,970 19,998,128 20,442,369 22,070,502 Recreation 2,761,118 3,522,348 3,537,146 3,654,221 TOTAL RECREATION AND PARKS $22,198,377 $24,812,350 $25,274,478 $27,052,114 Planning $1,758,712 $2,166,574 $2,167,114 $2,649,100 Building 6,533,895 7,879,198 8,471,584 10,694,418 TOTAL DEVELOPMENT SERVICES 8,292,607 10,045,772 10,638,698 13,343,518 Community Development 141,768 393,712 393,712 418,705 Economic Development 2,619,982 6,861,804 8,721,653 9,839,746 TOTAL ECONOMIC & COMMUNITY DEVELOPMENT 2,761,750 7,255,516 9,115,365 10,258,451 TOTAL BY DEPARTMENT $220,063,203 $253,915,731 $269,172,775 $283,597,088 Non-Departmental $8,285,675 $15,347,321 $15,476,564 $2,728,237 Contingencies 4,869 50,000 50,000 3,200,000 Transfer out 2,916,995 739,898 2,739,898 21,512,675 TOTAL GENERAL FUND $231,270,742 $270,052,950 $287,439,237 $311,038,000 38 CITY OF BAKERSFIELD FINANCIAL SUMMARY - ALL FUNDS Estimated Balance Estimated Revenues Transfers Budget Appropriations Adopted Fund Group 7/1/2021 In Out Operating C.I.P.6/30/2022 Governmental Funds General Operating $49,436,145 $297,748,000 $3,100,000 $21,512,675 $289,525,325 $-$39,246,145 Special Revenue 7,654,138 69,806,598 7,500,000 17,166,372 25,647,587 29,071,964 13,074,813 Debt Service -84,106 1,240,770 -1,324,876 -- Capital Project 25,097,655 24,636,600 34,621,677 11,500,000 1,052,716 46,487,442 25,315,774 Proprietary Funds Enterprise 122,456,185 137,363,638 13,700,000 16,492,000 129,028,514 16,270,000 112,229,309 Internal Service (7,985,661)52,165,998 6,508,600 -56,669,500 840,000 (6,820,563) Fiduciary Funds Improvement Districts 9,200,734 3,670,400 --4,623,140 -8,247,994 Successor Agency 2,206,283 5,846,349 2,605,625 2,605,625 5,824,369 -2,228,263 Total $208,065,479 $591,321,689 $69,276,672 $69,276,672 $513,696,027 $92,669,406 $193,521,735 39 CITY OF BAKERSFIELD FINANCIAL SUMMARY - ALL FUNDS Estimated Balance Estimated Revenues Transfers Budget Appropriations Adopted Fund Group 7/1/2021 In Out Operating C.I.P.6/30/2022 General Operating Funds General $11,500,000 $297,438,000 $2,100,000 $21,512,675 $289,525,325 $-$- Cash Basis 37,936,145 310,000 1,000,000 ---39,246,145 Special Revenue Funds CARES Act/ARPA COVID Relief -10,660,000 -8,600,000 2,000,000 -60,000 Community Development 1,433,482 5,111,066 -517,811 2,185,244 2,432,554 1,408,939 Home Investment Partnership 241,306 1,505,955 --1,579,446 -167,815 Neighborhood Stabilization 142,434 -----142,434 Federal Transportation -22,084,015 ---22,084,015 - TRIP 242,941 13,895 ---13,895 242,941 State Transportation (2,900)603,000 --522,846 76,500 754 Gas Tax 1,468,781 8,640,000 -38,500 3,884,915 4,465,000 1,720,366 SB 1 Funds 4,113 7,534,113 ---7,400,000 138,226 Traffic Safety 328,821 1,533,000 -1,100,000 753,000 -8,821 CUPA/UASI 537,382 1,520,035 -18,000 1,612,228 -427,189 Supplemental Law Enforcement 1,098,731 608,627 --596,627 -1,110,731 Transient Occupancy Tax 2,163,160 17,527,005 7,500,000 6,892,061 12,513,281 -7,784,823 Debt Service Funds Municipal Improvement Debt -84,106 1,240,770 -1,324,876 -- Capital Project Funds Capital Outlay 8,693,557 220,000 23,121,677 --27,031,677 5,003,557 Capital Outlay-Local TRIP 477,158 74,000 --70,000 -481,158 Capital Outlay-Utility/Road Fund 450,282 5,630,000 ---5,603,765 476,517 40 CITY OF BAKERSFIELD FINANCIAL SUMMARY - ALL FUNDS Estimated Balance Estimated Revenues Transfers Budget Appropriations Adopted Fund Group 7/1/2021 In Out Operating C.I.P.6/30/2022 Park Improvements 2,630,221 1,582,000 ----4,212,221 Transportation Development (TDF)11,499,999 16,650,000 -11,500,000 23,631 2,852,000 13,774,368 TDF TRIP Local Match 459,633 275,000 11,500,000 -959,085 11,000,000 275,548 Major Bridge & Thoroughfare 886,805 205,600 ----1,092,405 Enterprise Funds Wastewater Treatment $42,233,055 $34,317,562 $13,000,000 $6,787,000 $30,911,454 $8,200,000 $43,652,163 Sewer Connections 7,565,668 7,095,000 -7,000,000 --7,660,668 Refuse Collection 13,292,009 61,384,253 -1,642,000 63,295,961 615,000 9,123,301 Agricultural Water 11,080,829 3,194,000 -524,500 4,942,395 900,000 7,907,934 Domestic Water 47,669,607 30,168,123 500,000 38,500 29,294,375 5,600,000 43,404,855 Domestic Water Connections 814,173 1,320,000 -500,000 --1,634,173 Airpark 697,078 1,119,500 --346,600 955,000 514,978 Offstreet Parking (82,061)85,200 200,000 -237,729 -(34,590) Internal Service Funds Equipment Management 22,848,709 34,632,891 6,508,600 -37,825,573 840,000 25,324,627 Self-Insurance (30,834,370)17,533,107 --18,843,927 -(32,145,190) Improvement District Funds Assessment Districts 9,200,734 3,670,400 --4,623,140 -8,247,994 Successor Agency Funds Successor Agency $420,388 $5,829,349 $2,605,625 $2,605,625 $5,789,369 $-$460,368 Successor Housing Agency 1,785,895 17,000 --35,000 -1,767,895 Total $208,883,765 $600,405,802 $69,276,672 $60,676,672 $513,696,027 $100,069,406 $203,924,134 41 CITY OF BAKERSFIELD FISCAL YEAR 2021-22 ESTIMATED BALANCES - JUNE 30, 2022 Fund Title Total Unreserved Reserved Comment Cash Basis Reserve $39,246,145 $-$39,246,145 Rainy Day Reserve Community Development 1,408,939 1,408,939 - Home Investment Partnership 167,815 167,815 - Neighborhood Stabilization 142,434 -- TRIP 242,941 242,941 - State Transportation 754 -- Gas Tax 1,681,866 1,681,866 - CUPA/UASI 427,189 427,189 - Traffic Safety 8,821 8,821 - Supplemental Law Enforcement 1,110,731 1,110,731 - Transient Occupancy Tax 7,784,823 -7,784,823 Capital Lease Reserve Capital Outlay 5,003,557 1,992,312 3,011,245 Facilities Reserve Capital Outlay-Local Trip 481,158 -- Capital Outlay - Utility/Road Fund 476,517 476,517 - Park Improvement 4,212,221 4,212,221 - Transportation Development 13,774,368 13,774,368 - TDF TRIP Local Match 275,548 275,548 - Major Bridge & Thoroughfare 1,092,405 -- Wastewater Treatment 43,652,163 28,152,163 15,500,000 Rate Stabilization/Debt/Capital Sewer Connections 7,660,668 7,660,668 - Refuse 9,123,301 3,623,301 5,500,000 Cart Replacement Reserves Agriculture Water 7,907,934 7,907,934 - Domestic Water 43,404,855 43,404,855 - Domestic Water Connections 1,634,173 1,634,173 - 42 CITY OF BAKERSFIELD FISCAL YEAR 2021-22 ESTIMATED BALANCES - JUNE 30, 2022 Fund Title Total Unreserved Reserved Comment Airpark 514,978 514,978 - Offstreet Parking (34,590)(34,590)- Equipment Management 25,324,627 110,441 25,214,186 Self Insurance (32,145,190)(32,145,190)- Assessment Districts 8,247,994 231,535 8,016,459 Reserve for Debt Service Successor Agency 460,368 -460,368 Reserve for Debt Service Successor Agency Housing 1,767,895 1,767,895 - Total $195,057,408 $88,607,431 $104,733,226 43 INTERFUND TRANSFERS - SUMMARY Adopted 2021-22 Fund Title Transfers In Transfers Out General $2,100,000 $21,512,675 Cash Reserve 1,000,000 - CARES -8,600,000 Community Development -517,811 Traffic Safety/O.T.S -1,100,000 Transient Occupancy Tax 7,500,000 6,892,061 Municipal Improvement Debt 1,240,770 - Capital Outlay 23,121,677 - Transportation Development -11,500,000 TDF TRIP Local Match 11,500,000 - Wastewater Treatment 13,000,000 6,787,000 Sewer Connections -7,000,000 Refuse Collection -1,642,000 Agricultural Water -524,500 Domestic Water 500,000 38,500 Domestic Water Connections -500,000 Parking 200,000 - Equipment 6,508,600 - Successor Agency: Operating 2,605,625 2,605,625 TOTAL TRANSFERS $69,276,672 $69,276,672 44 Bakersfield Public Safety and Vital Services Measure On November 6, 2018, voters within the City of Bakersfield passed the Bakersfield Public Safety and Vital Services Measure (PSVS Measure). The PSVS Measure is a locally controlled one-cent sales tax measure that provides funding annually to the City of Bakersfield to address top community priorities. The PSVS Measure increases the sales tax rate from 7.25 to 8.25 percent within the incorporated city limits of Bakersfield. The City will receive 2 percent of the 8.25 percent rate. In response to feedback received during over 30 community meetings and a survey of nearly 1,000 residents, the 13 priorities included in the PSVS Measure documents are: 1.Increasing police staffing to improve police response times, reduce crime, and increase neighborhood police patrols. 2.Improving rapid response to assaults and robberies. 3.Maintaining/improving rapid response to gang violence. 4.Investigating and proactively preventing property crimes, burglaries and vehicle thefts. 5.Keeping public areas safe and clean 6.Strengthening the capacity of the Special Enforcement Unit. 7.Expanding the School Resource Officer Program. 8.Maintaining a fully staffed and equipped class II rated fire department. 9.Reducing homelessness through partnerships with service providers to increase outreach, sheltering and construction of affordable housing. 10.Addressing the fiscal stability of the City of Bakersfield 11.Creating jobs through economic development, business retention/attraction and workforce development 12.Enhancing amenities throughout the community to improve the quality of life and attract visitors. 13.Enhancing neighborhoods through additional code enforcement and improved park maintenance. These 13 priorities guide all investments for enhanced City services, programs and projects funded by the PSVS Measure. Implementation The California Department of Tax and Fee Administration (CDTFA) administers, collects and distributes transaction use taxes for all applicable jurisdictions within the state. The CDTFA implemented the PSVS Measure, which became effective April 1, 2019. The state distributes the revenues to the City on a quarterly basis and charges a fee for this service. %HFDXVHRIWKHLPSOHPHQWDWLRQGDWHDQGWKHVWDWH·VGLVWULEXWLRQPHWKRGWKHILUVW allocation of revenue from the PSVS Measure was received in June 2019 and accounted for one quarter of revenue being recognized in FY 19. Subsequently, the first full fiscal year of revenue from the PSVS Measure was programed within FY 20 and is now programmed each year. 45 Oversight and Transparency Requirements In keeping wLWKWKH&LW\·VILVFDOO\-conservative, award-winning budget approach, the Measure requires: x Establishment of a nine-PHPEHUFLWL]HQV·RYHUVLJKWFRPPLWWHH x Publishing of an annual report x Annual financial audits x Distinct accounting procedures to track the expenditures of PSVS Measure revenues These requirements ensure the proceeds of any revenue generated by PSVS Measure are expended in a manner consistent with the priorities of the community. Comprehensive information on all PSVS Measure related items iVDYDLODEOHRQWKH&LW\·V website at: https://bit.ly/3u1Mw9S. Citizens Oversight Committee The PSVS Measure requires the establishment of a Citizens Oversight Committee to act in an advisory capacity to review the expenditure of revenues generated by the tax imposed by the PSVS Measure. 7KH&RPPLWWHH·VSULPDU\REMHFWLYHLVWRSURYLGH independent verification that the revenues collected pursuant to the PSVS Measure are expended in such a manner that is consistent with the priorities described within the PSVS Measure. The Committee shall exist in this capacity for the duration of PSVS Measure. The Committee was established by the City Council in February 2019. x The City shall produce an annual report to demonstrate how the funds subject to the PSVS Measure are being expended. The report shall provide a comprehensive review of the funds received, budgeted and expended in relation to the tax that is subject to the PSVS Measure. The report shall be provided to the Committee for review upon completion. x The City shall ensure that annual independent audits are conducted to account for the tax revenues received and expenditures made in relation to the tax that is subject to this ordinance, and to ensure consistency with spending priorities. Such audits will be provided to the Committee for review upon completion. x Hold public meetings, in compliance with the Brown Act and applicable conflict of interest rules, to receive public comments, review presentations from City staff and discuss spending priorities associated with the PSVS Measure. x The Committee will be provided presentations by City staff in advance of the City annual budget process to allow for comprehensive review and comment. x The Committee may prepare recommendations on funding priorities for the PSVS Measure and present such recommendations to the City Council in advance of RUGXULQJWKH&LW\·VDQQXDOEXGJHWSURFHVV 46 Accounting Chapter 3.38.090 (A) of the Bakersfield Municipal Code requires the tax revenues received and expenditures made in relation to the PSVS Measure are accounted for GLVWLQFWO\IURPDOORWKHUUHYHQXHVDQGH[SHQGLWXUHVZLWKLQ&LW\·VDFFRXQWLQJV\VWHP,Q compliance with this requirement, the Finance Department has established three fund number designations to track the revenue, expenditures and designations of the PSVS Measure, based on the type of expenditure or designation. The fund number designations are consistent with how the City currently accounts for all other types of funds and complies with accepted government accounting practices. The fund number designations are as follows: x Public Safety and Vital Services Operating Fund: Fund 14 This fund will track ongoing, day to day expenditures of the PSVS Measure, including items such as salaries of PSVS Measure -funded positions, economic development program costs and homelessness-related expenditures. x Public Safety and Vital Services Capital Outlay Fund: Fund 312 This fund will track PSVS Measure -funded projects that are considered a significant physical acquisition, construction, replacement, or improvement to a City service delivery system, including allocations for PSVS Measure -funded vehicles, park improvements and police facility upgrades. x Public Safety and Vital Services Cash Reserve Fund: Fund 19 This fund accounts for all non-appropriated PSVS Measure funds, including items such as one-time set a side of cash for purposes of modifying the City's retirement payment strategy to save taxpayers $8.7 million over seven years. These fund numbers will be referenced within the City's budget document and within the City's Open Budget online budget tool platform. This will allow staff and the public the ability to track all revenue, expenditures and designations associated specifically with the PSVS Measure. This conforms to the requirements set forth by the voters within the PSVS Measure. Because the PSVS Measure is a sales tax, it is still considered a General Fund revenue and will be summarized as such throughout this budget document. 47 FY 2021 22 Measure Revenue Update The FY 22 measure fiscal outlook is remarkably different than this same time last year. Around this same time last year, staff had to significantly alter measure revenue projections when the state and national governments took drastic measures, including restricting business activities within the City, to reduce the spread of COVID 19. Although the City saw some measure revenue declines in the first quarter of 2020, the subsequent three most recent quarters of 2020 reflect notable measure revenue gains as compared to the same quarters in 2019. Preliminary data for the fourth quarter of 2020 was received by the City in April 2021. This quarter covers October, November and December of 2020, which accounts for the holiday shopping season. Cash receipts for the quarter totaled $22.02 million, which exceed the same quarter in the prior (pre pandemic) year by nearly six percent. For the quarter, general consumer goods, auto/transportation, business/industry and building and construction industry sectors are showing moderate to strong growth when compared to the same quarter in the previous year. Online sales have resulted in significant measure revenue, as the City receives the additional one percent based on the taxable purchase price and point of delivery. As anticipated, restaurants and hotels, as well as fuel and service stations have shown declines as compared to pre pandemic period. Simultaneously, the state has allowed some businesses to defer sales and use tax payments as a means to assist in mitigating the economic impacts of COVID 19. The deferment of payments has impacted measure revenue received by the City over the course of the past four quarters, however general growth in economic activity has offset any significant impacts these deferments may have otherwise had on budget projections for the current year. In the fourth quarter of 2020 alone, it is estimated that $1.2 million in sales and use tax owed to the City was deferred by businesses. Notwithstanding the deferrals, as discussed during the mid year budget update with the City Council, staff is still anticipating revenue for the current fiscal year to exceed original projections by $4 million. For FY 22 starting July 1, 2021, staff is estimating total measure revenues to be $77.9 million or approximately 4.1 percent greater than the revised year end estimates for the current fiscal year. The projections are developed through significant internal staff analysis and ĚŝƐĐƵƐƐŝŽŶƐǁŝƚŚƚŚĞŝƚLJ͛ƐƐĂůĞƐƚĂdžĐŽŶƐƵůƚĂŶƚ͘ Although revenue projections for the current fiscal year is trending more positive direction than originally anticipated, the City remains cautious that the current pace of economic growth may not be sustainable. Therefore, staff has determined only modest growth should be estimated at this time. If new or changed factors warranted additional review in the coming months, staff will provide the City Council with further information. $18.6 $20.8 $15.3 $19.6 $21.6 $22.0 0 5 10 15 20 25 3Q 2019 4Q 2019 1Q 2020 2Q 2020 3Q 2020 4Q 2020 Measure Revenue by Quarter (in millions) $17.1 $74.5 $74.8 $77.9 0 10 20 30 40 50 60 70 80 90 FY 18 19 Actual FY 19 20 Actual FY 20 21 Projected FY 21 22 Projected Measure Revenue (in millions) 48 FY 2021 22 Measure Implementation Program Highlights A summary of adopted elements for FY 22 is below. These proposals are intended to be in additional the positions, programs and projects added in prior fiscal years. The dollar figures represent the new funding requested by each department in addition to funding proposed to maintain staffing, services and ongoing programs funded by the measure that were established in prior fiscal years. x Bakersfield Police Department $10.55 million o Addition of 28 sworn positions and necessary equipment/vehicles to continue to enhance call response, increase proactive patrol and enhancement community engage o Continues to move toward the hiring of 100 additional sworn officer positions Addition of 17 non-sworn professional staff to support ongoing operations and increases for demands for services in the area of: Finance and accounting Crime lab Property room Records Communication center o The additional civilian positions will allow several sworn and civilian staff to return to public-facing, service-oriented roles x Bakersfield Fire Department $420,000 o No new staffing proposals o Equipment purchases: Thermo Fisher Gemini Plymovent System (3 Stations) Public Works Department $8.57 million One civil engineer position to provide project management and consultant management for measure funded projects One maintenance craftworker position within the General Services Division to provide facility maintenance and address space needs for measure-related facility issues One maintenance craftworker I dedicated to Kern River Parkway graffiti abatement Clean City Initiative: One additional Clean City Team for litter abatement along the Kern River Parkway Minor additional staffing-related costs (overtime and temporary staffing) to support citywide pop-up bulky item drop off events Capital Projects: Chester Avenue ² 4th Street to Brundage Lane Complete Streets Project: will leverage state grant funds to make significant bicycle and pedestrian improvements within the area Chester Avenue ² State Route 58 to Truxtun Avenue Corridor enhancements (design funding only) Additional funding for street light installations based on street light study needs assessment Westside Parkway Beatification (Phase I) Mill Creek Bollard Improvements State Route 99 corridor beautification enhancements at Hosking Avenue Interchange 49 State Route 99 corridor beautification enhancements ² updated monument signage Recreation and Parks Department $5.57 Augmentation of successful rapid response teams to continue to enhance streetscape, parks maintenance and dedicated team for Kern River Parkway eight total positions and necessary vehicles/equipment Facility Enhancements Facilities Needs Assessments for MLK and Silver Creek Community Centers Jastro Park Improvements McMurtrey Concrete Pool Deck Replacement City Splash Pad New Surface Coating Campus Park North Fitness Equipment Replacement Park Trash Enclosures Phase 2 San Miguel Parking Lot Improvements Campus Park South Tennis Court Rehabilitation Neighborhood Park Re-Invention (2 Parks) Playground Rehabilitation Projects Quailwood (Ward 2 Solera Garden (Ward 3) River Oaks (Ward 4) Windermere (Ward 5) Patriots (Ward 6) x Economic and Community Development Department $7.11 million o Two planner positions to enhance business assistance and workforce development, as well as developer/new business growth and marketing functions o Adjustments to the Brundage Lane Navigation Center operating agreement to reflect actual operational costs o Additional resources to fund more outreach services associated with unsheltered homeless populations o New or expanded funding for various economic and community development activities: Cultural resources survey Business assistance program expansion Economic development strategic plan/B3K implementation New business marketing funding Community revitalization Workforce development x Development Services Department $2.58 million o Supplement non-rapid response team Code Enforcement staffing to address non- encampment issues, affecting quality of life issues throughout neighborhoods across the City, such as nuisance properties, illegal uses o Would add eight total positions and necessary equipment/vehicles o There has been no significant expansion of non-rapid response team staffing since 2018 o Two additional planning positions to provide support for the citywide strategic initiatives of the General Plan Update and Annexation Strategy o Capital Projects: 50 Space modifications and facility improvements to the Development Services Department building to accommodate expanded Code Enforcement and Planning staff x Human Resources Department $198,266 o One Human Resources Analyst II position to focus predominately on the ongoing recruitment efforts for the Bakersfield Police Department o Allocation of less than $85,000 to provide funding for ancillary costs associated with measure-related recruitments and training resources for police recruits &LW\0DQDJHU·V2IILFH6WUDWHJLF,QLWLDWLYHV $2,000,000 Addition of Budget Director and Performance/Innovation Officer Clean City Initiative supplemental funding Private Security and Biohazard Clean Up Expansion Public Safety Partnership Internal Auditing Employee Development Fund 51 Fiscal Year 2021 22 Authorized Staffing Summary Department # of Positions Police Department 45 Recreation and Parks Department 8 Development Services Department 16 Public Works Department 3 Economic Development Department* 4 Human Resources Department 1 &LW\0DQDJHU·V2IILFH 2 Total FY 2021 22 New Positions 79 *Two positions to funded for six months The annual cost for the positions outlined above is $7.2 million. The total estimated cost for all prior year positions and FY 22 positions funded partially or entirely by the PSVS measure is $36.1 million. This represents approximately 46 percent of all FY 22 PSVS measure appropriations. 52 Fiscal Year 2021 22 Staffing Proposal Detail Department Position Title # of Positions Police Department Sworn Police Officer 9 Senior Police Officer 8 Detective 6 Sergeant 5 Sworn Subtotal 28 Police Department Civilian Accountant I 1 Accounting Clerk I/II 1 Digital Forensic Examiner I/II 1 Communications Center Supervisor 1 Clerk Typist I/II 4 Lab Technician 1 Police Property and Equipment Specialist 1 Administrative Analyst 2 Sr. Records Clerk 3 Professional Staff Subtotal 17 Recreation & Parks Department Light Equipment Operator 1 Service Maintenance Worker 5 Facility Worker 2 Subtotal 8 Development Services Department Code Enforcement Manager 1 Supervisor II ² Clean Up Crew 1 Code Enforcement Officer I/II 6 Light Equipment Operator 2 Service Maintenance Worker 2 Assistant Code Officer 2 Associate Planner II 1 Associate Planner I 1 Subtotal 16 Economic Development Department Planner I 2 Planner II 2 Subtotal 4 Public Works Department Civil Engineer III 1 Maintenance Craftworker 2 Subtotal 3 Human Resources Department Human Resources Analyst II 1 Subtotal 1 &LW\0DQDJHU·V2IILFH Assistant to the City Manager 1 Budget Director 1 Subtotal 2 Total FY 2021 22 New Positions 79 53 Fiscal Year 2021 22 Citizens Oversight Committee Recommendation Summary The table below is a summary of the staff recommended proposals, the dollar amounts for each proposal and a summary of the Citizens Oversight Committee recommendations that correspond to the proposals. Out of the $36 million in new staffing, programs and projects proposed by staff, the Committee recommended (unanimously or by majority vote) $25.8 million or 75 percent of the proposals made by City staff. All of the proposals listed below are included within the FY 22 Adopted budget. FY 2021 22 Staff Proposed Allocation Amount Committee Recommendation Public Safety ² Police Department New Positions: 28 sworn 17 non-sworn New Equipment: Patrol Vehicles: 30 Motorcycles: 4 PST Trucks: 1 $ 10.55 million Unanimously Recommended Committee Member Louie abstained Committee Member Keller absent Committee Member comments related to Public Safety ² Police Department: Committee member Prince disagreed with the fact that the total salary and benefit costs for the entire FY 22 measure allocations exceed 40 percent of total expected appropriations. Public Safety ² Fire Department New Positions: No new positions Capital Projects: Thermo Fisher Gemini Plymovent System (3 Stations) $420,000 Unanimously Recommended Committee Member Keller absent Committee Member comments related to Public Safety ² Fire Department: No Committee Member comments Homelessness/Economic Development New Positions: Four planner positions (Planner I (x2) and Planner II (x2) Activities: Cultural resources survey Business assistance program expansion Economic development strategic plan/B3K implementation New business marketing funding Community revitalization Workforce development $7,015,447 Majority Recommended Committee Member Hibbard voting no Committee Members Holt and Perez- Andreesen abstaining Committee Member Keller absent Committee Member comments related to Homelessness and Economic Development: 54 FY 2021 22 Staff Proposed Allocation Amount Committee Recommendation Committee member Prince reiterated that salaries and benefits for the overall measure appropriations should not exceed 40 percent Committee member Hibbard cautioned the City Council moving forward with economic development plans that are developed by planners. Committee member Hibbard commented that planners like to talk about things that are conceptual not the practical application of investing money into the community. Committee member Hibbard commented that he did not see the nexus between the proposed $7 million investment in this area and taking care of the capital/investors into the community. City 0DQDJHU·V2IILFH/Organization Initiatives New Positions: Budget Director and Assistant to the City Manager (Performance/Innovation Officer focus) Activities: Clean City Initiative supplemental funding Private Security and Biohazard Clean Up Expansion Public Safety Partnership Internal Auditing Employee Development Fund $2,000,000 Unanimously Recommended Committee Member Keller absent &RPPLWWHH0HPEHUFRPPHQWVUHODWHGWR&LW\0DQDJHU·V2IILFH6WUDWHJLF,QLWLDWLYHV No Committee Member comments Recreation and Parks New Positions: 1 Light Equipment Operator and 3 Service Maintenance Workers to augment Rapid Response Teams New Equipment: 1.5 Ton Utility Dump Body Trucks, 7RQ3LFNXS7UXFN2QH·;·+\GUDXOLF'XPS 7UDLOHU2QH·;·+\GUDXOLF'XPS7UDLOHUDQG misc equipment Capital Projects: Facility Enhancements Facilities Needs Assessments for MLK and Silver Creek Community Centers Jastro Park Improvements McMurtrey Concrete Pool Deck Replacement City Splash Pad New Surface Coating Campus Park North Fitness Equipment Replacement Park Trash Enclosures Phase 2 San Miguel Parking Lot Improvements Campus Park South Tennis Court Rehabilitation $5,222,844 Unanimously Recommended Committee Member Keller absent 55 FY 2021 22 Staff Proposed Allocation Amount Committee Recommendation Neighborhood Park Re-Invention (2 Parks) Playground Rehabilitation Projects Quailwood Solera Garden River Oaks Windermere Patriots Committee Member comments related to Recreation and Parks: Chairperson Sanders recommended the City install signage at park project sites to inform the users that the project was funded by the PSVS Measure [Staff note: this concept has been in development and will be standard policy within the next several months] Committee member Perez-Andreesen requested the City Council consider allocating up to $5 million from FY 21 year-end fund balance to make additional investments in City parks. Public Works Department New Positions: 1 civil engineer III and 1 maintenance craftworker minor staffing related costs to support pop-up, bulky item drop off events Capital Projects: x Chester Avenue ² 4th Street to Brundage Lane Complete Streets Project: will leverage state grant funds to make significant bicycle and pedestrian improvements within the area x Chester Avenue ² State Route 58 to Truxtun Avenue Corridor enhancements (design funding only) x Additional funding for street light installations based on street light study needs assessment x Westside Parkway Beatification (Phase I) x Mill Creek Bollard Improvements x State Route 99 corridor beautification enhancements at Hosking Avenue Interchange x State Route 99 corridor beautification enhancements ² updated monument signage $8,242,075 Not Recommended Committee Member comments related to the Public Works: 56 FY 2021 22 Staff Proposed Allocation Amount Committee Recommendation Committee member Hibbard commented the proposal had an emphasis on freeways and although there is a nexus to entrances and beautification, the general public does not see this as a priority of the measure. The public is interested in improving multi-use paths and park conditions. Committee member Tobias indicated he supported many aspects of the proposal, but so much emphasis was placed on freeways and the City is letting the State off the hook. He noted the State hammers the CIty on things and it would be nice if they took care of their own property. Committee member Rowland agreed with the prior comments. He indicated he would like to see Chester Avenue improvements, Mill Creek bollards project and other pedestrian infrastructure, but no nearly $6 million in funding for hardscapes on freeways. He indicated he did not think it was a public priority right now, but understood the goal, but indicated now is not the time. Committee member Perez-Andreesen indicated she did agree with some of the projects, but cannot support landscaping projects. She reemphasized the need for residents to have access to safe parks and cannot imagine mothers that live by Martin Luther King Jr Park and East Bakersfield that do not have that luxury. Chairperson Sanders encouraged the City Council to look at line items within this proposal and come up with prioritization of the projects. Also encouraged the B3K group to evaluate what the economic development benefits have Staff Note: After these comments and Committee Recommendation, the City Council reduced the amount of funds allocated to freeway beautification projects and reallocated approximately $1.94 million of these funds to additional resources to address community priorities along the Kern River Parkway Multi-Use Path. Development Services New Positions: Code Enforcement Manager, Supervisor II ² Clean Up Crew, Code Enforcement Officer I/II (x4), Assistant Code Officer (x2) Associate Planner II, Associate Planner I Equipment: One (1) ½ Ton Crew Cab Pickup, Two ¼ Ton Ext. Cab Pickups, 4 Mid-Size Sedans $1,361,452 Unanimously Recommended Committee Member Keller absent Committee Member comments related to Development Services: No Committee Member comments Human Resources New Positions: Human Resources Analyst II Activities: Recruitment and training investments $198,266 Unanimously Recommended Committee Member Keller absent Committee Member comments related to Human Resources: No Committee Member comments 57 CITY OF BAKERSFIELD Public Safety and Vital Services Measure - Fund Distribution Expenditures Adopted 2019-20 Adopted 2020-21 Adopted 2021-22 Public Safety and Vital Services Measure Personnel $12,680,014 $24,773,957 $36,177,163 Operating 4,361,317 21,727,003 19,721,921 Operating Capital 3,307,920 476,990 1,535,139 Fiscal Transfers to CIP 41,500,749 22,642,050 20,542,777 Total Public Safety and Vital Services Measure $61,850,000 $69,620,000 $77,977,000 58 CITY OF BAKERSFIELD Public Safety and Vital Services Measure - Fund Distribution $77,977,000 59 CITY OF BAKERSFIELD Public Safety and Vital Services Measure - Fund Distribution Department Adopted 2019-20 Adopted 2020-21 Amended Budget 2020-21 Adopted 2021-22 City Manager $-$76,700 $76,700 $684,372 Human Resources 300,633 889,664 890,509 868,346 Technology Services 590,416 2,072,514 2,072,514 2,070,191 TOTAL EXECUTIVE $891,049 $3,038,878 $3,039,723 $3,622,909 Accounting -65,876 65,876 67,288 TOTAL FINANCIAL SERVICES -65,876 65,876 67,288 City Attorney 300,000 --- TOTAL CITY ATTORNEY 300,000 --- Police Administration 1,717,842 5,136,205 5,181,205 1,580,974 Field Services 4,157,043 8,689,228 8,824,228 15,061,920 Police Investigations 1,040,810 2,554,769 2,554,769 3,799,611 Special Operations 80,007 245,560 245,560 250,969 Training and Logistics ---1,980,886 Support Services ---4,999,161 TOTAL POLICE SERVICES 6,995,702 16,625,762 16,805,762 27,673,521 Fire Administration 291,940 329,115 329,115 358,787 Fire Safety 139,107 209,869 209,869 181,766 Fire Suppression 1,856,765 4,479,920 4,479,920 5,150,475 TOTAL FIRE SERVICES 2,287,812 5,018,904 5,018,904 5,691,028 Public Works Administration -37,822 37,822 81,159 Engineering -33,906 33,906 142,307 General Services 445,707 649,608 651,066 827,550 Streets 176,448 372,000 372,000 - Equipment --117,000 - Solid Waste --786,000 2,140,010 TOTAL PUBLIC WORKS 622,155 1,093,336 1,997,794 3,191,026 60 CITY OF BAKERSFIELD Operating Fund Distribution Department Adopted 2019-20 Adopted 2020-21 Amended Budget 2020-21 Adopted 2021-22 Parks 614,316 1,251,431 1,551,431 2,261,865 TOTAL RECREATION AND PARKS 614,316 1,251,431 1,551,431 2,261,865 Planning 8,684 185,309 185,309 392,111 Building 1,093,772 1,751,598 2,324,358 4,061,179 TOTAL DEVELOPMENT SERVICES 1,102,456 1,936,907 2,509,667 4,453,290 Community Development 141,768 393,712 393,712 418,705 Economic Development 1,497,152 6,717,326 5,301,566 9,612,282 TOTAL ECONOMIC & COMMUNITY DEVELOPMENT 1,638,920 7,111,038 5,695,278 10,030,987 TOTAL BY DEPARTMENT 14,452,410 36,142,132 36,684,435 56,991,914 Non-Departmental -10,835,818 10,835,818 442,309 Transfers out 46,379,749 22,642,050 47,501,530 20,542,777 Total $60,832,159 $69,620,000 $95,021,783 $77,977,000 61 CITY OF BAKERSFIELD APPROPRIATIONS Public Safety and Vital Services Measure - Operating Distribution Sources by Type Adopted 2019-20 Adopted 2020-21 Adopted 2021-22 Appropriations General Government $1,411,638 $3,038,878 $3,622,909 Police 8,751,600 16,625,762 27,673,521 Fire 2,153,275 5,018,904 5,691,028 Public Works 447,997 1,093,336 3,191,026 Recreation and Parks 738,454 1,251,431 2,261,865 Development Services 5,265,472 1,936,907 4,453,290 Economic & Community Development -7,111,038 10,030,987 Non-Departmental 1,280,815 10,835,818 442,309 Total $20,049,251 $46,912,074 $57,366,935 62 CITY OF BAKERSFIELD Public Safety and Vital Services Measure - Operating Distribution $57,366,935.00 63 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 ten 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 2021-22 are: 1)Secured property tax revenues are expected to increase 4 percent based on Kern County assessed valuation projections; 2)Sales tax revenues are expected to show a 4 percent increase compared to the current year revised estimate of 5 percent growth; 3)License and Permit revenues are expected to show no growth as compared to current year revised estimates; and 4)Transient Occupancy Tax revenues are expected to show a 7 percent increase 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 receives a 1 percent local government portion of the total statewide rate and the 0.5 percent rate increase approved by the voters in November 1993 for public safety. In addition to the statewide rate, Revenue and Taxation Code Section 7261 authorizes cities and towns in California to impose one or more district taxes. District taxes collected shall be transmitted to the districts. On November 6, 2018, voters within the City of Bakersfield passed the Bakersfield Public Safety and Vital Services Measure. The Measure is a locally controlled one-cent sales tax measure provides revenue annually to the City of Bakersfield to address top community priorities. The Measure increases the sales tax rate from 7.25 to 8.25 percent within the incorporated city limits of Bakersfield as of April 1, 2019. The City will receive 2 percent of the 8.25 percent rate. The 2 percent is distributed based on point of sale or being engaged in business within the City, while the ½ cent for public safety is distributed 95 percent to counties and 5 percent to cities. The 2 percent local sales tax revenue is distributed by the California Department of Tax and Fee Administration. Cities receive payments on a quarterly basis, with monthly estimated advance payments and a subsequent settlement payment to cover the difference based on actual 64 collections. The ½ cent sales tax is distributed monthly. The largest single classification contributing to sales tax revenues is the retail sales from vehicle sales. Sales tax must be received into the City’s General Fund and its uses are unrestricted. License and Permit Revenue - The California Constitution gives cities the authority to charge license and permit fees as a means of recovering the cost of regulation. The fees which make up "License and Permits" include: building permits, plumbing permits, electrical permits, mechanical permits, street and curb permits, and other use permits and licenses. The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various additional construction permits for activities such as the installation of electrical, plumbing, and sewerage facilities. The City charges a fee for issuing these permits in order to recover the costs incurred. Motor Vehicle-In-Lieu Revenues - As to the portion of the remaining VLF revenue formerly distributed to local governments, SB89 of 2011 eliminates, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature’s efforts to solve the state’s chronic budget problems, the bill shifted all city VLF revenues to fund law enforcement grants that previously had been paid by a temporary state tax and – prior to that – by the state general fund. The City expects minimal VLF revenues in 2021-22 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. 65 City of Bakersfield Property Tax Revenues $94,416,300 Sales Tax Revenue $157,499,000 66 Transient Occupancy Tax $8,500,000 License and Permit Revenues $3,280,500 67 Motor Vehicle - In - Lieu Revenues $290,000 Charges for Services $27,699,350 68 CITY OF BAKERSFIELD GENERAL FUND - REVENUE BY SOURCE Revenues Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Taxes Property Taxes Current year secured $47,048,533 $49,068,094 $50,183,094 $52,629,300 Current year unsecured 4,012,417 4,100,000 4,425,000 4,400,000 Property tax in-lieu 33,751,365 34,471,000 35,371,000 36,786,000 Delinquent and other taxes 746,461 507,500 467,500 601,000 TOTAL PROPERTY TAXES $85,558,776 $88,146,594 $90,446,594 $94,416,300 Sales and Use Tax Sales and use tax $73,793,176 $70,950,000 $77,565,000 $79,479,000 PSVS Sales Tax Revenue 74,900,567 71,091,000 76,920,000 78,020,000 TOTAL SALES AND USE TAX $148,693,743 $142,041,000 $154,485,000 $157,499,000 Other Taxes Utility franchise tax $5,951,390 $5,200,000 $5,500,000 $5,150,000 Business license tax 3,900,858 4,000,000 3,900,000 3,800,000 Real property transfer tax 1,341,620 1,400,000 1,400,000 1,400,000 TOTAL OTHER TAXES $11,193,868 $10,600,000 $10,800,000 $10,350,000 TOTAL TAXES $245,446,387 $240,787,594 $255,731,594 $262,265,300 Licenses and Permits Development permits $2,526,411 $2,192,500 $3,140,000 $2,708,000 Alarm permits 343,857 315,000 315,000 315,000 Dog licenses 154,705 161,000 150,000 150,000 Other licenses and permits 114,013 103,730 100,022 107,500 TOTAL LICENSES AND PERMITS $3,138,986 $2,772,230 $3,705,022 $3,280,500 69 CITY OF BAKERSFIELD GENERAL FUND - REVENUE BY SOURCE Revenues Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Intergovernmental State motor vehicle in-lieu tax $308,043 $320,000 $288,000 $290,000 State Homeowners subvention 364,806 360,000 300,000 300,000 Grants 6,111,499 10,347,080 8,797,708 1,832,427 TOTAL INTERGOVERNMENTAL $6,784,348 $11,027,080 $9,385,708 $2,422,427 Charges for Service Maintenance district services $6,089,591 $7,130,000 $7,130,000 $7,235,000 Interdepartmental charges 11,658,556 11,500,000 18,335,000 6,500,000 Development fees 5,087,401 4,667,663 5,516,963 5,159,300 Fire charges 6,503,888 6,800,000 7,000,000 7,360,000 Police charges 933,455 796,300 588,900 608,900 Recreation fees 411,702 661,800 366,241 565,300 Other charges 184,704 173,500 221,250 270,850 TOTAL CHARGES FOR SERVICE $30,869,297 $31,729,263 $39,158,354 $27,699,350 Fines and Forfeits Court fines and asset forfeitures $823,557 $655,000 $695,000 $660,000 TOTAL FINES AND FORFEITURES $823,557 $655,000 $695,000 $660,000 Miscellaneous Interest income $205,794 $105,000 $55,000 $55,000 Contributions 34,815 55,000 50,000 30,000 Other reimbursements 156,775 120,000 120,000 120,000 Other revenues 2,510,082 1,223,144 1,874,644 948,423 TOTAL MISCELLANEOUS $2,907,466 $1,503,144 $2,099,644 $1,153,423 TOTAL REVENUES $289,970,041 $288,474,311 $310,775,322 $297,481,000 70 CITY OF BAKERSFIELD ESTIMATED REVENUE BY FUND Fund Title Taxes and Assessments Licenses and Permits Inter- Governmental Revenue Charges for Service Fines and Forfeits Miscellaneous Revenue Other Financing Sources Total General $262,265,300 $3,280,500 $2,422,427 $27,699,350 $660,000 $1,153,423 $-$297,481,000 Cash Basis Reserve -----110,000 -110,000 Community Development --4,941,198 --169,868 -5,111,066 Home Investment Partnership --1,505,955 ----1,505,955 Federal Transportation --22,084,015 ----22,084,015 TRIP --13,895 ----13,895 State Transportation --602,000 --1,000 -603,000 Gas Tax --8,550,000 -50,000 40,000 -8,640,000 Traffic Safety ---175,000 1,350,000 8,000 -1,533,000 CUPA/UASI -316,000 -1,199,035 -5,000 -1,520,035 Supplemental Law Enforcement --596,627 --12,000 -608,627 Transient Occupancy Tax 8,500,000 --7,179,508 -1,847,497 -17,527,005 Municipal Improvement Debt -----84,106 -84,106 Capital Outlay -----220,000 -220,000 Capital Outlay-Local TRIP -----14,000 -14,000 Capital Outlay-Utility/Road Fund 5,550,000 ----80,000 -5,630,000 Park Improvement 1,532,000 ----50,000 -1,582,000 Transportation Development 16,500,000 ----150,000 -16,650,000 TDF TRIP Local Match -----225,000 -225,000 Major Bridge & Thoroughfare ----200,000 5,600 -205,600 Wastewater treatment ---33,471,361 -846,201 -34,317,562 Sewer Connections 40,000 --7,000,000 -55,000 -7,095,000 Refuse --5,870,000 55,058,253 -456,000 -61,384,253 Agriculture Water ---3,074,000 -120,000 -3,194,000 Domestic Water ---29,743,123 -425,000 -30,168,123 Airpark --820,000 291,700 -7,800 -1,119,500 Offstreet Parking ---84,200 -1,000 -85,200 Equipment Management ---34,177,891 -455,000 -34,632,891 Self Insurance ---17,053,107 -480,000 -17,533,107 Assessment Districts 3,658,400 ------3,658,400 Successor Agency Funds: Successor Agency 2,695,625 --3,133,724 ---5,829,349 Successor Housing -----17,000 -17,000 Total $300,741,325 $3,596,500 $47,406,117 $219,340,252 $2,260,000 $7,038,495 $-$580,382,689 71 )7 .(&- )3&81$3&81#3&81"3&8143&813&81%3&81 -5*0,B (0??*8--&++&5*8 - C),.*+ &E)8.+ )(172 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 2020 21 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. 73 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 2020 21 ACCOMPLISHMENTS 1.Prepared and acted 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 &LW\·V 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 &LW\·V position in local and state legislative arenas through representation at League of California Cities and Big City Mayors Cities meetings, and at other state, regional and local public hearings. 74 FY 22 ACTION PLAN 1.Prepare and act on issues in a timely manner at regularly scheduled and special City Council meetings. 2.Provide direction on the implementation of the PSVS Measure. 3.Continue to represent the City with the Big City Mayors and League of California Cities groups. 4.Provide Council direction to staff through Council committees. 5.Adopt the annual Operating and Capital Improvement Program budgets prior to June 30. 6.Serve in a ceremonial capacity for City events as a City representative. 7.Appoint citizens to represent the community on various boards and commissions. 8.Serve as spokespersons for City affairs with all segments of the media. 9.Work toward equitable representation and resource allocations relative to the State of California. 10.Communicate with state and local government officials on equitable resource allocations on important budget and other issues such as homelessness, transportation and high speed rail. 11.Represent the City of Bakersfield on the Local Agency Formation Commission and Kern Council of Governments. SERVICE LEVEL INDICATORS FY 18 19 Actual FY 19 20 Projected FY 20 21 Proposed Approved City Budgets 1 1 1 Council Meetings Held 19 20 20 Proclamations Issued 108 100 100 75 LEGISLATIVE DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Mayor $134,305 $156,862 $156,862 $155,869 City Council 280,472 302,174 302,174 306,388 Total $414,777 $459,036 $459,036 $462,257 SOURCE OF FUNDS: General Fund $414,777 $459,036 $459,036 $462,257 Total $414,777 $459,036 $459,036 $462,257 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 76 MAYOR EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $115,986 $128,553 $128,553 $126,536 Operating 18,319 28,309 28,309 29,333 Capital ---- Total $134,305 $156,862 $156,862 $155,869 SOURCE OF FUNDS: General Fund $134,305 $156,862 $156,862 $155,869 Total $134,305 $156,862 $156,862 $155,869 77 CITY COUNCIL EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $149,698 $153,453 $153,453 $152,387 Operating 130,774 148,721 148,721 154,001 Capital ---- Total $280,472 $302,174 $302,174 $306,388 SOURCE OF FUNDS: General Fund $280,472 $302,174 $302,174 $306,388 Total $280,472 $302,174 $302,174 $306,388 78 City AttorneyCity AttorneyDeputy AttorneysOutside CounselAdministrative AssistantLegal SecretariesAssociate Attorneys79 1211 CITY ATTORNEY DEPARTMENT GOAL To represent, support and provide legal advice to the Mayor and City Council, department heads and staff members of the various City departments to aggressively defend its client in litigation to initiate litigation at the direction of the City Council to render timely legal advice to City boards, commissions and committees to research and provide information on legal issues to prepare legal documents, including ordinances, resolutions and contracts and, to review and prepare amendments to the City Charter and Bakersfield Municipal Code to maintain consistency with current state and federal laws. FY 2020 21 ACCOMPLISHMENTS Litigation: 1.Disposed of one federal litigation matter with no settlement money paid. 2.Disposed of thirteen state litigation matters, two with a defense verdict and nine with no settlement monies being paid. 3.Using in house counsel monitored class action lawsuit filed by Attorney *HQHUDO·V2IILFHFRQFHUQLQJZLUHOHVVVHUYLFHcollected $174,559 in settlement monies. 4.Using in house counsel, won judgment awarding $23,431 in past due Transient Occupancy Taxes (TOT). 5.Represented the Police Department in over 28 Pitchess cases and responded to 26 requests related to SB 1421. Municipal: 1.Drafted, amended and finalized ordinances on subjects including procedure for reasonable accommodation, urban hens, gambling and coordinated routine municipal code clean ups. (Council Goals 1.6, 5.1). 2.Drafted, amended and finalized resolutions on several subjects including Funding for Airport Improvement Project, Emergency Procurement for Brundage Lane Navigation Center, Eastside Canal Crossings and Council Policy and Procedures. (Council Goals 2.1, 6.5, 7.1). 80 3.Drafted and reviewed agreements for City departments and divisions such as those relating to Memorandum of Understanding with Kern County for CARES Act Funding, Memorandum of Understanding between Fresno County Sheriff and Bakersfield Police regarding joint Internet Crimes Against Children Task Force, CARES Act Rental & Mortgage Assistance Program and Greyhound tenant lease at Amtrak station. (Council Goals 1.3, 4.1). 4.Coordinated fireworks administrative citation process which resulted in the collection of $20,300 in administrative fines and prevailing in all three appeals. (Council Goals 1.6) 5.Coordinated with outside counsel in providing legal guidance to assist staff with the refunding of 2005 bonds by forming Reassessment District No. 2020 1 to allow current and future development to continue within the district known as City in the Hills. (Council Goals 5.1) 6.Represented City in Cal Osha and various Municipal Code appeal hearings as well as Miscellaneous and Police Civil Service Commissions hearings. 7.Presented public presentations for City Departments and City Council Workshops and Council Committees. (Council Goals 1.6). FY 2021 22 SIGNIFICANT BUDGET CHANGES 1.Increase of $250,000 in legal services per Agreement No. 2020 011 executed in fiscal year 2019/2020. FY 2021 22 ACTION PLAN 1.Continue to update Council regarding issues of concern. 2.Continue to provide City Departments with legal service. 3.Continue aggressive approach with litigation matters. 81 CITY ATTORNEY DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 City Attorney $4,344,195 $4,132,706 $4,132,706 $4,474,142 Total $4,344,195 $4,132,706 $4,132,706 $4,474,142 SOURCE OF FUNDS: General Fund $1,752,012 $2,282,706 $2,282,706 $2,374,142 PSVS Sales Tax Revenue 300,000 --- Self Insurance 2,292,183 1,850,000 1,850,000 2,100,000 Total $4,344,195 $4,132,706 $4,132,706 $4,474,142 FULL TIME EMPLOYEES: Legal Counsel 9.00 10.00 10.00 10.00 Total 9.00 10.00 10.00 10.00 82 LEGAL COUNSEL EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,323,665 $1,587,887 $1,587,887 $1,675,320 Operating 3,020,530 2,544,819 2,544,819 2,798,822 Capital ---- Total $4,344,195 $4,132,706 $4,132,706 $4,474,142 SOURCE OF FUNDS: General Fund $1,752,012 $2,282,706 $2,282,706 $2,374,142 PSVS Sales Tax Revenue 300,000 --- Self Insurance 2,292,183 1,850,000 1,850,000 2,100,000 Total $4,344,195 $4,132,706 $4,132,706 $4,474,142 83 84 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 2020-21 ACCOMPLISHMENTS 1.The City Manager’s Office continues to implement, monitor, and report the Bakersfield Public Safety and Vital Services Measure and its community priorities. (City Council Goals 1.2,1.3,3.1,4.1,4.3,4.4,5.1,6.1, 6.2,7.1). 2.In partnership with the Technology Services Department, launched the new City website, trained employees on the new website content management platform, and revised vital web pages for enhanced clarity and usability. (City Council Goal 7). 3.In partnership with the Public Works Department, implemented the Clean City Initiative, which was added as Action Item 4.6 under the City Council goal #4 “Enhance Quality of Life and Public Amenities.” This initiative aims to combat the growing issue of illegal dumping and litter Citywide.(City Council Goals 4, 7). 4.Awarded and initiated a Citywide Risk Assessment process. (City Council Goal 3). 5.The City Manager’s Office successfully updated and established employee training on Title II of the Americans with Disabilities Act and Title VI of the Civil Rights Act. This important training and ongoing support demonstrates the City’s commitment to best practices when serving the community.(City Council Goal 7.1.2). 6.Risk Management developed a COVID-19 Prevention Plan used as a supplement to the City’s Injury and Illness Prevention Plan. The COVID-19 Prevention Plan was created in accordance with compliance measures provided by Cal/OSHA. The plan establishes procedures and information to assist employees in preventing the spread of the virus (City Council Goal 1.5). 7.During the Covid-19 pandemic, Risk Management and Human Resources collaborated to create a virtual supervisor/management training series through zoom, entitled “Better Together.” The training series is utilized to educate supervisors/management with regard to the regulations and mandates of the ever-evolving COVID-19 pandemic. Each training session included a training 85 topic, followed by a forum for supervisors/management to ask questions to the Human Resources Director and Risk Manager regarding leave benefits, COVID-19 compliance mandates, and much more. It was viewed as an effective and efficient training tool, and future sessions will include other topics to assist supervisors/management with regard to daily tasks such as managing work related injuries, City policies and procedures, etc (City Council Goal 1.5). 8.The City Manager’s Office continued to lead the annexation effort,which resulted in the progressing several island annexations toward finalization in an effort to improve local government services (City Council Goal 4.1.2). 86 FY 2021-22 GOALS 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 2020-21 include the implementation of the PSVS Measure, including the hiring of staff,equipping of new vehicles and the initiation of several significant capital projects,implementation of the Sustainable Groundwater Management Act,discussion with High Speed Rail regarding alternative alignments through the City,coordination of the remaining TRIP projects,employee safety and recognition programs,island annexations and continuing to implement projects resulting from the ADA Transition Plan update. 87 EXECUTIVE DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 City Manager $1,386,294 $1,610,368 $1,690,568 $2,716,024 City Clerk 767,161 880,788 881,036 915,347 Risk Management 22,466,587 14,107,133 14,136,118 16,743,927 Total $24,620,042 $16,598,289 $16,707,722 $20,375,298 SOURCE OF FUNDS: General Fund $2,153,455 $2,414,456 $2,494,904 $2,946,999 PSVS Sales Tax Revenue -76,700 76,700 684,372 Self Insurance 22,466,587 14,107,133 14,136,118 16,743,927 Total $24,620,042 $16,598,289 $16,707,722 $20,375,298 FULL TIME EMPLOYEES: City Manager 9.00 14.00 14.00 18.00 City Clerk 7.00 7.00 7.00 7.00 Risk Management 4.00 5.00 5.00 5.00 Total 20.00 26.00 26.00 30.00 88 1331 City Manager DIVISION GOAL Participate in intergovernmental activities to represent the City's interest and influence policy and legislation provide public information services for the community and City staff assist the City Council in formulating long term community policies and strategies and, administer and prepare all budget procedures and documents. Maintain a sound fiscal position for the City through preparation of and recommendations to the City's Operating and Capital Improvement Program budgets and continual monitoring of financial conditions throughout the year. Provide legislative and policy assistance to the City Council and staff develop and enhance administrative policy and, perform special assignments. FY 2020 21 ACCOMPLISHMENTS 1.Successfully led efforts to implement the Bakersfield Public Safety and Vital Services Measure (City Council Goals 1.2, 1.3, 3.1, 4.1, 4.3, 4.4, 5.1, 6.1, 6.2, 7.1). 2.In partnership with the Technology Services Department, launched the new City website, trained employees on the new website content management platform, and revised vital web pages for enhanced clarity and usability. (City Council Goal 7). 3.In partnership with the Public Works Department, implemented the Clean City Initiative, which was added as Action Item 4.6 under the City Council goal #4 ´(QKDQFH4XDOLW\RI/LIHDQG3XEOLF$PHQLWLHVµ7KLVLQLWLDWLYHDLPVWRFRPEDWWKH growing issue of illegal dumping and litter Citywide. (City Council Goals 4, 7). 4.Awarded and initiated a Citywide Risk Assessment process. (City Council Goal 3). 5.Updated and established digital employee training on Title II of the Americans with Disabilities Act and Title VI of the Civil Rights Act. This important training and ongoing support demonstrate tKH&LW\·VFRPPLWPHQWWREHVWSUDFWLFHVZKHQVHUYLQJWKH community. (City Council Goal 7.1.2). 6.Worked with a local vendor to develop and online City Council Goals dashboard to provide a user friendly online way for the public to follow progress on the CLW\·VILVFDO year goals and activities. (City Council Goal 7). 7.Continued to lead the annexation effort, which resulted in the progressing several island annexations toward finalization in an effort to improve local government services (City Council Goal 4.1.2). 8.Prepared and distributed the proposed and final operating budgets for fiscal year 2020 21 (City Council Goal 7.1). 89 9.Staffed the following Council Committees: PSVS Citizens Oversight Committee Budget and Finance Community Services Legislative and Litigation Planning and Development Safe Neighborhoods and Personnel. 10.As the local governing body designee, processed applications to determine public convenience or necessity for liquor licenses (City Council Goal 4.1). 90 1331 &LW\0DQDJHU·V Office Continued 11.5HYLYHGWKH&LW\·V&RXQFLO5HIHUUDO0DQDJHPHQW6\VWHP &506 DV\VWHPWKDW was developed by internal technology services staff which tracks Councilmember referrals and allows staff to report regularly on referral progress. (City Council Goal 7). 12.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. 13.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 urban greening projects (City Council Goals 2.5, 7.1) FY 2021 22 GOALS 1.Continue to provide guidance and leadership, in partnership with the County of Kern and community organizations, in response to the Coronavirus COVID 19 pandemic including administering intergovernmental aid and promoting public health education as recommended by the Center for Disease Control and Prevention (CDC). 2.Continue to provide guidance and leadership related to the implementation of the PSVS Measure (City Council Goals 1.2, 1.3, 3.1, 4.1, 4.3, 4.4, 5.1, 6.1, 6.2, 7.1). 3.Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern, including the adoption of an official City Legislative platform, which will allow the City to SURDFWLYHO\DGYRFDWHDWWKH6WDWHOHYHOLQWKH&LW\·VLQWHUHVWV (City Council Goal 7.1). 4.Continue delivering the remaining Thomas Road Improvements Program projects, including the Centennial Corridor Project. (City Council Goal 2.2). 5.Work to obtain grant funding for pedestrian and bicycle infrastructure improvements (City Council Goal 2.5, 7.1). 6.Continue actions to implement the City Council goals. 7.Continue to support the labor negotiation process with City bargaining units by participating on the City negotiation team as well as participating in joint Labor Management discussions. 8.Oversee and monitor City utility franchises (City Council Goal 7.1). 9.Prepare and distribute the proposed and final operating budgets for Fiscal Year 2022 23 (City Council Goal 7.1). 91 1331 &LW\0DQDJHU·V Office Continued 10.Qualify the Fiscal Year 2021 22 Adopted Budget for the Government Finance Officers Association Distinguished Budget Presentation Award (City Council Goal 7.1). 11.Prepare General Information packets for the Mayor and City Council. 12.Review and prepare agenda materials for City Council meetings. 13.Staff City Council Committees: PSVS Citizens Oversight Committee 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. 14.Process applications to determine public convenience or necessity for liquor licenses (City Council Goal 5.1). SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed General Information Memoranda 52 52 52 Agenda Highlights Memoranda 18 18 18 Staffed Council Committee Meetings 17 24 24 92 CITY MANAGER EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,340,817 $1,558,786 $1,631,986 $2,634,411 Operating 45,477 51,582 51,782 81,613 Capital --6,800 - Total $1,386,294 $1,610,368 $1,690,568 $2,716,024 SOURCE OF FUNDS: General Fund $1,386,294 $1,533,668 $1,613,868 $2,031,652 PSVS Sales Tax Revenue $-$76,700 $76,700 $684,372 Total $1,386,294 $1,610,368 $1,690,568 $2,716,024 93 1341 CITY CLERK DIVISION GOAL To maintain a complete and accurate record of City Council proceedings preserve official City records conduct municipal elections provide administrative assistance to the City Council, Bakersfield Foundation, Kern River Groundwater Sustainability Agency, Public Safety/Vital City Services Measure Citizens Oversight Committee and Youth Commission and provide residents and other stakeholders excellent customer service. 7KH&LW\&OHUN·V2IILFHJRDOVDUHLQGLUHFWDOLJQPHQWwith City Council Goal 7: Promote Community Pride, Image and Excellent Customer Service. FY 2020 21 ACCOMPLISHMENTS 1.Conducted the November 3, 2020 Primary Election for City Council Members for Wards 2, 5 and 6 and the Special Election for City Council Member for Ward 1. 2.Prepared Resolution & Administrative Report certifying the election calling the November 3, 2020 General Municipal Election for City Council Wards 2, 5, and 6 and the Special Election for City Council Member for Ward 1. 3.Conducted the swearing in ceremony for Councilmembers for wards 1, 2, 5, and 6 on December 16, 2020 and Mayor on January 05, 2021. 4.Completed the implementation of new technologies for DocuSign in order to promote efficiency and allow the City to continue working safely throughout the COVID 19 pandemic. 5.Implemented and set up the digital sign in the ClHUN·V2IILFHZLQGRZWRensure compliance with public notice statutes. 6.Preparation of the new Records Request Manual. 7.Preparation of the new Agenda Manual. 8.Continued processing and applying postage to all City mail in house including additional package services through the United States Postal Service at a reduced rate. FY 2021 22 GOALS 1. Continue processing and routing public records requests throughout the city. Alignment with the Council Goal 7, Promote Community Pride, Image and Excellent Customer Service with emphasis on Image and Excellent Customer Service. 94 2.Separate the City Records Requests from the Bakersfield Police Department Records Requests. Alignment with the Council Goal 7, Promote Community Pride, Image and Excellent Customer Service with emphasis on Image and Excellent Customer Service. 3.Prepare and train departments regarding Records Requests on an annual basis to ensure new staff are familiar with the process. Alignment with the Council Goal 7, Promote Community Pride, Image and Excellent Customer Service with emphasis all areas. 4.Prepare and train departments regarding Agenda/Administrative report process to enforce correct and uniform Agenda items. Alignment with the Council Goal 7, Promote Community Pride, Image and Excellent Customer Service with emphasis all areas. 5.Coordinate the Scholastic Student Recognition Day.Alignment with the Council Goal 7, Promote Community Pride, Image and Excellent Customer Service with emphasis all areas. 6.Coordinate the 66th Annual Teen Government Day.Alignment with the Council Goal 7, Promote Community Pride, Image and Excellent Customer Service with emphasis all areas. 7.Continue serving and providing excellent customer service to the public and city staff. Alignment with the Council Goal 7, Promote Community Pride, Image and Excellent Customer Service with emphasis on Image and excellent Customer Service. 8.Prepare election calendar and materials for election scheduled for Tuesday, November 08, 2022 for wards 1, 3, 4 and 7. SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed Prepare and Post Council Agenda 32 30 30 Council and Mayoral Elections 1 1 0 Documents Processed 2,197 2300 2400 Outgoing U.S. Mail Processed 218,888 226,000 240,000 Records Requests and Subpoenas 5,679 14,900 5,000 95 CITY CLERK EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $539,418 $606,061 $606,061 $628,478 Operating 227,743 274,727 274,975 286,869 Total $767,161 $880,788 $881,036 $915,347 SOURCE OF FUNDS: General Fund $767,161 $880,788 $881,036 $915,347 Total $767,161 $880,788 $881,036 $915,347 96 1361 RISK MANAGEMENT DIVISION GOAL Protect the assets of the City from potential loss by purchasing insurance, self insuring or transferring the risk to others when appropriate promote safety and well being for City employees by designing training and educational programs to reduce injuries respond to all claims filed against the City and limit the amount of loss through effective claims management (City Council Goals 1.5, 3.1, 3.4). FY 2020 2021 ACCOMPLISHMENTS 1.Risk Management and Human Resources collaborated with the Bakersfield Police Department on their wellness program and initiatives, specifically addressing behavior health and resources to first responders. Training sessions are held twice a month to allow BPD staff to learn about behavioral health topics that include PTSD, moral injury, and struggles that first responders face with relationships. Training sessions include guest speakers who specialize in law enforcement/first responders and who share resources to support resilience and sustainability. (City Council Goal 3.1). 2.Risk Management continues to monitor the safety footwear reimbursement program which includes Lehigh Custom Outfitters. Lehigh Custom Outfitters provides a secure online portal that allows employees to order safety footwear applicable to their department/division requirements, without an out of pocket expense, up to the union negotiated annual allowance. Lehigh Custom Outfitters hosted an ordering event in February 2021 at the CLW\·V&RUS<DUG offering customized sizing and the ability to purchase safety footwear through the online portal (City Council Goal 3.1). 3.Risk Management developed a COVID 19 Prevention Plan used as a supplement to WKH&LW\·V,QMXU\DQG,OOQHVV3UHYHQWLRQ3ODQ7KH&29,' 19 Prevention Plan was created in accordance with compliance measures provided by Cal/OSHA. The plan establishes procedures and information to assist employees in preventing the spread of the virus (City Council Goal 1.5). 4.During the Covid 19 pandemic, Risk Management and Human Resources collaborated to create a virtual supervisor/management training series through ]RRPHQWLWOHG´%HWWHU7RJHWKHUµ7KHWUDLQLQJVHULHVis utilized to educate supervisors/management with regard to the regulations and mandates of the ever evolving COVID 19 pandemic. Each training session included a training topic, followed by a forum for supervisors/management to ask questions to the Human Resources Director and Risk Manager regarding leave benefits, COVID 19 compliance mandates, and much more. It was viewed as an effective and efficient training tool, and future sessions will include other topics to assist supervisors/management with regard to daily tasks such as managing work related injuries, City policies and procedures, etc (City Council Goal 1.5). 97 5.Continued to manage the online safety training resource site, TargetSolutions, which is available to all staff and provides over 1,200 online safety courses and certifications focused at public entity employees. This service is provided without a fee through our excess insurance carrier, PRISM. It was key to launching training during the COVID 19 pandemic, when in person safety training was not allowed. The system allows supervisors and managers to assign and track safety training courses for their staff, which will improve and enhance the safety program for the City, with an anticipated reduction of losses while promoting a greater awareness for safety in the workplace. TargetSolutions also offers a wide variety of professional development courses including, but not limited to, customer service, leadership essentials, project management, and Excel training (City Council Goal 3.1). 6.Risk Management provided several Cal/OSHA regulatory safety training opportunities for staff, including asbestos awareness, Smith System Defensive Driver Training, mold remediation, heat illness, forklift train the trainer certification, valley fever training with respiratory protection and hearing conservation. The hearing program involved training and testing over 500 City employees per Cal\OSHA Title 8, section 5097 (City Council Goal 3.1). 7.Continued to SURPRWHDQGHQKDQFHWKH&LW\·VVDIHW\FXOWXUHE\SDUWLFLSDWLQJ in an employee safety awareness program in June, known as National Safety Month. Risk Management disseminated safety resources weekly with prize drawings for those that participated in crosswords at the end of each week. Topics covered were Heat Illness, Fatigue, Personal Protective Equipment, and Workplace Driving Risks (City Council Goal 3.1). 8.Continued to maintain and offer incentives for employees utilizing alternate forms of transportation to and from work through the Employer Trip Reduction Implementation Plan (eTRIP). This program encourages employees to reduce single occupancy vehicle trips, thus reducing pollutant emissions associated with commuting to work (City Council Goal 3.1). 9.Continued to aggressively pursue recoveries from individuals who caused damage to City property resulting in an estimated total collection of $100,000 for the 20/21 FY (City Council Goals 3.1). 98 FY 2021 2022 ACTION PLAN 1.As the City continues to look at enhancing reserves, the Risk Management Division ZLOOZRUNZLWKWKH&LW\0DQDJHU·V2IILFHDQG)LQDQFH'HSDUWPHQWWRFORVHO\ examine the Self Insurance Fund, in an effort to improve funding strategies. An actuarial analysis is being prepared to guide this effort and look at historic data to aid in the improvement of funding principles for long term sustainability and growth of the fund (City Council Goal 3.4). 2.Continue to emphasize health and wellness initiatives in an effort to reduce losses DQGLQMXULHVDVVRFLDWHGZLWKWKHZRUNHUV·FRPSHQVDWLRQSURJUDP7KHZRUNHUV· compensation program continues to expand in volume due to employee claim frequency and medical costs. As an organization, we need to continue to promote wellness initiatives that include fitness and mental health wellness. This will assist with employee sustainability, especially in police officer and firefighter classifications, where public entities tend to struggle with recruitment (City Council Goal 3.1). 3.(GXFDWHGHSDUWPHQWVUHJDUGLQJWKHLUZRUNHUV·FRPSHQVDWLRQORVVHVE\PHHWLQJ with department management and providing a historical analysis of claims activity in an effort to assist in determining appropriate mitigation efforts. Facilitate training with supervisors/managers so employees injured on the job can see the City as a UHVRXUFHLQVWHDGRIOLWLJDWLQJZRUNHUV·FRPSHQVDWLRQFODLPVZKLFKWHQGVWRHVFDODWH claim costs (City Council Goal 3.1). 4.The Risk Management Safety Officer will continue to provide safety training opportunities to staff, highlighting OSHA compliance standards. Work closely with Departments/Divisions to review and develop training programs that are task specific and provide guidance to reinforce and enhance the City safety culture (City Council Goal 1.5). 5.As regulatory agencies such as CalOSHA, OSH Standards Board and Federal OSHA continues to update standards such as Title 8, Section 3205 COVID 19 Prevention, Title 8, $UWLFOH6HFWLRQV)LUHILJKWHUV·SHUVRQDOSURWHFWLYHFORWKLQJDQG equipment (CalOSHA) and 29 CFR 1910.1200 Hazard Communication Standard for 2021 Risk Management will ensure that the proper steps are taken to maintain compliance by updating existing programs in place, coordinate and provide training as it relates to those updates. (City Council Goal 3.1). 6.([SORUHFRVWVDYLQJVSURJUDPVZLWKZRUNHUV·FRPSHQVDWLRQWKLUGSDUW\DGPLQLVWUDWRU and excess insurance carrier. Identify claims where opportunities exist to minimize long term GHEWRI&LW\·VZRUNHUV·FRPSHQVDWLRQSURJUDP &LW\&RXQFLO*RDO3.1). 7.Continue to work with the Police and Fire Departments to enhance their critical incident programs, with a focus of providing wellness opportunities that mitigate OLDELOLW\DQGZRUNHUV·FRPSHQVDWLRQFODLPV (City Council Goal 3.1). 99 RISK MANAGEMENT EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $4,609,208 $3,496,671 $3,496,671 $4,596,584 Operating 17,857,379 10,610,462 10,639,447 12,147,343 Capital ---- Total $22,466,587 $14,107,133 $14,136,118 $16,743,927 SOURCE OF FUNDS: Self Insurance $22,466,587 $14,107,133 $14,136,118 $16,743,927 Total $22,466,587 $14,107,133 $14,136,118 $16,743,927 100 1411 HUMAN RESOURCES DEPARTMENT GOAL Align Human Resources processes with key goals and objectives in order to optimize talent, performance, and productivity within the City using data supported strategies. This strategic collaboration aims to inspire innovation, provide continuous development of our employees, foster an environment of inclusion and proactive communication, and promote ongoing process improvements to deliver effective services to the citizens of Bakersfield. FY 2020 21 ACCOMPLISHMENTS 1.Hired and introduced two hundred and twenty three (223) full time and part time positions to City headcount, including sixty eight (68) Police Trainee positions (a final academy for the fiscal year is in process). Filled eight nine percent (89%) of Phase II PSVS positions by mid year 20 21. 2.Maintained full time headcount at an average of ninety two percent (92%), completing one hundred and twenty five (125) recruitments and receiving six thousand and sixty (6,060) applications. 3.Facilitated all employee needs related to COVID 19 pandemic. Duties included tracking leave, pay and benefits for impacted staff, communication with regulatory agencies, interpreting and sharing applicable legal and health related updates, transition to a remote workforce, employee engagement strategies and updates to policy or operating procedures. 4.Continued to resource innovative solutions for job applicant engagement by developing and introducing unit benefit summary tables posted and linked to all job descriptions. This additional tool provides effective resources for interested parties when assessing job opportunities. 5.Facilitated monthly online training sessions for skill development and wellness via OptumHealth, the Employee Assistance Program (EAP) vendor. 6.Developed and implemented new Administrative Rules & Regulations ² Dress Code and Alternative Work Assignments. 101 7.Enrolled and met compliance guidelines by January 2021 for new Department of Transportation (D.O.T.) Clearing House. This is a new on line system to ensure accuracy and consistency amongst licensed commercial drivers. 8.During the Covid 19 pandemic, Risk Management and Human Resources collaborated to create a virtual supervisor/management training series through ]RRPHQWLWOHG´%HWWHU7RJHWKHUµ7KHWUDLQLQJVHULHVLVXWLOL]HGWRHGXFDWH supervisors/management with regard to the regulations and mandates of the ever evolving COVID 19 pandemic. Each training session included a training topic, followed by a forum for supervisors/management to ask questions to the Human Resources Director and Risk Manager regarding leave benefits, COVID 19 compliance mandates, and general items. 9.Risk Management and Human Resources collaborated with the Bakersfield Police Department on their wellness program and initiatives, specifically addressing behavior health and resources to first responders. Training sessions are held twice a month to allow BPD staff to learn about behavioral health topics that include PTSD, moral injury, and struggles that first responders face with relationships. Training sessions include guest speakers who specialize in law enforcement/first responders and who share resources to support resilience and sustainability. 10.Facilitated successful labor negotiation re opener sessions with SEIU and maintained open communication with all units. 11.Processed approximately two hundred and fourteen (214) leave of absence requests in compliance with the Family Medical Leave Act (FMLA), California Family Rights Act (CFRA), and internal leave administration policies. An additional four hundred (400+) leave of absence scenarios were assessed related to COVID 19. 12.'HYHORSHG´$SSOLFDQW(QJDJHPHQW7HDPµ $(7 LQSDUWQHUVKLSZLWKWKH%DNHUVILHOG Police Department to assess and make recommendations on recruitment and retention efforts. Assisted with vendor selection for development of new BPD recruitment website. 13.Supported departments and divisions in their execution of handling union grievances, employment concerns, Skelly hearings, legal actions and other personnel matters. Facilitated meet and confer sessions and join labor management sessions for process discussions and further collaboration. 102 14.Provided supervisory and management training on labor relations topics. Facilitated a series of seventeen (17) training sources on administrative process and procedures for newly appointed management staff. 15.Completed the ´ILUVW HYHUµDXWRPDWHGannual Healthcare Open Enrollment process via eFORMS. This process eliminated all manual entry by downloading forms to spreadsheets. Staff created launch materials, designed online forms, performed site testing and created system workflow to deliver a user friendly experience. Successful launch with approximately one hundred (100) employees submitting changes using the automated form system. 16.Supported classification and compensation initiatives to support attraction and retention efforts. Updating or creating twelve (12) job specifications to ensure modern and accurate job descriptions in support of operational goals. 17.Continued to monitor and share updates on changes in the legal environment with respect to employee management and the handling of all employee related concerns. 18.Launched NEOGov eForms module and began implementation of Onboard module. These systems provide automation to manual process and create easy access of primary forms and workflows citywide. 19. Developed an on line open enrollment fair in lieu of the traditional in person option. 20.Supported all Civil Service Commissions, Police, Fire and Miscellaneous, in monthly recruitment activities. Orientated new members to the Miscellaneous Board. 21.Continued to identify cross training and development opportunities for HR staff. 22.Completed mid cycle assessment of approved EEO plans for City wide and Police departments. FY 2021 22 ACTION PLAN 1.Continue to focus on Police Innovation strategies to streamline and increase effectiveness of Police recruitment efforts. 2.Roll out Civil Treatment training and reintroduce supervisory (i.e., REAL Leadership) training programs. 103 3.Implement HR Module in Naviline, NEOGov Perform and Onboard to automate and streamlined leave tracking, performance evaluations and new hire orientation processes. These systems will help reduce data entry redundancy, provide consistent tools citywide and create process efficiencies. 4.Continue to support the labor negotiation process with City bargaining units by participating on the City negotiation team as well as participating in joint Labor Management discussions. 5.Identify and engage workforce in wellness initiatives. 6.Provide education and templates to departments and divisions in their execution of handling union grievances, employment concerns, Skelly hearings, DFEH complaints, legal actions and other personnel matters. 7.Continue to remain appraised of changes in the legal environment with respect to employee management and the handling of all employee related concerns. 8.Track and analyze HR metrics fro process improvement and innovation. 9.Continue to asses, define and implement programs in support of diversity, inclusion and employee engagement. 10.Monitor public and private industry classification and compensation trends to ensure a modern and competitive position for the City of Bakersfield in attraction and retention efforts. 11.Continue to recruit and promote top talent for all City department and divisions. 12.Enhance recruitment efforts by the use of social media and public networking. 13.Continue to identify cross training and development opportunities for HR staff as part of succession planning. 14.Transition Civil Service agendas to Novus. 104 HUMAN RESOURCES EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,170,701 $1,426,432 $1,426,432 $1,629,169 Operating 356,805 885,651 888,668 856,885 Capital 2,386 4,500 17,473 2,400 ---- Total $1,529,892 $2,316,583 $2,332,573 $2,488,454 SOURCE OF FUNDS: General Fund $1,229,259 $1,426,919 $1,429,091 $1,620,108 Capital Outlay Fund $-$-$12,973 $- PSVS Sales Tax Revenue 300,633 889,664 890,509 868,346 Total $1,529,892 $2,316,583 $2,332,573 $2,488,454 Full Time Employees 105 Technology Services DirectorBusiness ManagementOfficeAssistantDirectorProfessional Services DivisionDataManagementGeographic Information ServicesData AnalysisMedia ServicesProject ManagementSecurityManagementPhysicalSecurityCyberSecurityTechnical Services DivisionInfrastructureSystemsNetwork AdministrationCommunicationsSystemsCitySystemsDesktopSupportSystems AdminstrationPublic SafetySystemsDesktopSupportSystems Adminstration106 TECHNOLOGY SERVICES DEPARTMENT GOAL Defined by our core values, the Technology Services Department is dedicated to enhancing efficiencies through research, education, and driving strategic digital transformation within the organization. This approach provides the tools our departments need to make informed decisions. When data drives decisions, the whole community benefits. FY 2020 2021 ACCOMPLISHMENTS 1.Developed Technology Services Department Strategic Plan for implementation during 2021 2023, focusing on use of data in decision making. (Council Goals 3.2) 2.Developed Technology Services Department divisional structure for better organization and distribution of staffing. and associated finance account codes to facilitate more detailed budgeting and expense tracking. (Council Goals 3.4) 3.Implemented two new groups: Security Services Group, dedicated staff comprised of a supervisor (Security Manager) and two (2) analysts, focusing on physical and cybersecurity and managing existing technology. Also, the Public Safety Systems Group, dedicated staff comprised of a supervisor (Public Safety Liaison ² PSL), two (2) analysts, five (5) technicians to focus on our Police and Fire 'HSDUWPHQW·VWHFKQRORJ\QHHGVDQGOHDUQLQJWKHLUEXVLQHVVSUDFWLFHV (Council Goals 1.3d) 4.In partnership with the County of Kern, brought the Regional Radio System project to the milestone of releasing the request for proposal (RFP). An estimated $78M SURMHFWZLWKWKH&LW\·VDOORFDWLRQH[SHFWHGWREH0 &RXQFLO*RDOV1.2a) 5.Implemented inaugural CIO Business Vision survey of City departmental leadership to assess the effectiveness of services provided by Technology Services and set a baseline of satisfaction. (Council Goals 3.2) FY 2021 2022 ACTION PLAN 1.Continue to work with divisions on internal core process improvements utilizing industry best practices. (Council Goals 3.2) 2.Continue implementation and documentation of Technology Services internal governance practices and policies. (Council Goals 3.2) 3.Improve outreach and collaboration with City departments on utilizing technology solutions for business process improvement. (Council Goals 3.4) 107 4.Continue partnering with Financial Service Department leading the research and future implementation of a new Enterprise Resource Planning (ERP) system. (Council Goals 3.2) 5.'HYHORSDQLQWHUQDOWHDPWRIRFXVRQLQQRYDWLRQDQGLPSOHPHQWDWLRQRI´6PDUW &LWLHVµLQLWLDWLYHV (Council Goals 3.2) 108 TECHNOLOGY SERVICES Divisions Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Administrative Services $8,882,750 $12,204,752 $12,512,017 $900,079 Professional Services ---3,202,978 Technical Services ---8,660,862 Total $8,882,750 $12,204,752 $12,512,017 $12,763,919 SOURCE OF FUNDS: General Fund $4,882,247 $5,564,053 $5,566,214 $5,754,740 PSVS Sales Tax Revenue 590,416 2,072,514 2,072,514 2,070,191 Equipment Fund 3,410,087 4,568,185 4,873,289 4,938,988 Total $8,882,750 $12,204,752 $12,512,017 $12,763,919 Full Time Employees 109 1711 ² ADMINISTRATIVE SERVICES DIVISION GOALS Provide administrative support for the effective operation of the Technology Services Divisions establish policies and procedures to support effective and secure technology within the organization monitor operating and capital improvement budgets provide excellent customer service through professionalism and industry best practices FY 2020 2021 ACCOMPLISHMENTS 1.Created finance account codes to facilitate more detailed budgeting and expense tracking for the newly formed divisions (Council Goals 3.2) 2.Recruited for seventeen (17) vacant positions to reach 7HFKQRORJ\6HUYLFHV· authorized compliment of 57. (Council Goals 4.1.5 and 7.1) 3.In partnership with Development Services, assisted with the development and integration of the E Permitting and On line Application System. (Council Goals 5.1a) 4.Deployed uniform employee ID badging and access cards for City staff. (Council Goals 7.1) 5.Continued partnerships with Waste Water and Water Resources to develop and implement a Computer Maintenance Management Software (CMMS). (Council Goals 3.4d) FY 2021 2022 ACTION PLAN 1.Develop information dashboards to provide departments access to technology related asset information and project status (Council Goals 3.4) 2.Continue to monitor and apply industry best practices to provide effective technology solutions and enhancements for City services. (Council Goals 3.4) 3.Partner with Human Resources to develop an internship program within Technology Services. (Council Goals 7.2) SERVICE LEVEL INDICATORS FY 19 20 Actual FY 20 21 Projected FY 21 22 Proposed Agreements Processed 25 34 45 Purchase Orders Processed 307 300 320 Public Records Requests Processed 21 48 60 CITY OF BAKERSFIELD Administrative Service Expenditures: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $4,450,372 $6,498,883 $6,498,883 $777,982 Operating 3,270,088 3,475,214 3,502,379 118,597 Capital 1,162,290 2,230,655 2,510,755 3,500 Total $8,882,750 $12,204,752 $12,512,017 $900,079 Source of Funds General Fund 4,882,247 5,564,053 5,566,214 814,079 PSVS Sales Tax Revenue 590,416 2,072,514 2,072,514 - Equipment Fund 3,410,087 4,568,185 4,873,289 86,000 Total $8,882,750 $12,204,752 $12,512,017 $900,079 111 1721 ² PROFESSIONAL SERVICE DIVISION GOALS Provide professional support for the efficient operation of the City of Bakersfield Technology Services Department in the areas of GIS, Media Services, Data Management, Project Management and Security. Promote proficiency in customer service by establishing project management processes and procedures. Support data driven decisions through data integrity, access, reporting, and partnerships while providing tools for public outreach. Design and implement secure network policies, procedures, and technology. FY 2020 2021 ACCOMPLISHMENTS 1.Release of a new public website: The redesigned website was launched on February 25, 2021. The city received very positive feedback from staff on the ease of maintenance and the public for the attractive design and ease of use. (Council Goal 7.2C) 2.Maintained city GIS data used by all departments: Calculated Fire Fund as outlined in the Joint Powers Agreement with the County of Kern and the Economic 2SSRUWXQLW\$UHDV SURYLGHGPDSSLQJVXSSRUWIRU)LUH·V&36($FFUHGLWDWLRQ provided GIS data to staff and consultants for various initiatives including the Downtown Sewer Study, ADA Compliance, and Streetlight Banner Inventory. (Council Goals 1.4, 5.3, 6.2, 7.2, 8.2 ) 3.Provided media support to promote a positive image of the City: Worked with Police Department Training Unit to produce the Academy Preparation Video for potential cadets Provided video and photography support to promote the Kentucky Urban Greening Project (Council Goals 1.1b and 6.5a) 4.&RQWLQXHWRVXSSRUWWKH&LW\·VGDWDLQWHJULW\DQGSURYLGHVWDIIDFFHVVWRFULWLFDO crime, economic, and financial data through reports. (Council Goals 1.3 and 3.2) FY 2021 2022 ACTION PLAN 1.Invest in research to enhance data driven decisions through reporting and analytics capabilities (Council Goals 1.3, 1.4, 3.2, 5, 8) 2.Partner with departments to expand GIS and Data Analysis capabilities to provide staff training and outreach, executive dashboards, and enhanced access to data. (Council Goals 1.3, 1.4, 3.2, 5, 7.1, 8) 3.Formalize Technology Services Change Management procedures to increase project tracking and efficiency (Council Goals 1.3, 3.4) 4.Standardize technology standards and operating procedures to increase the &LW\·VVHFXULW\SRVWXUH (Council Goals3.2) 5.Implement security training for City staff to reduce security risks related to phishing and other technology based attacks. (Council Goals 3.2 and 7.1) SERVICE LEVEL INDICATORS FY 19 20 Actual FY 20 21 Projected FY 21 22 Proposed Databases Managed 186 195 195 Reports / Dashboards Created & Managed 72 80 100 Videos Produced 101 120 140 Active Projects Managed 55 60 Security Classes Provided 12 24 CITY OF BAKERSFIELD Professional Service Expenditures: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $-$-$-$2,211,273 Operating ---719,355 Capital ---272,350 Total $-$-$-$3,202,978 Source of Funds General Fund ---1,437,146 PSVS Sales Tax Revenue ---1,107,072 Equipment Fund ---658,760 Total $-$-$-$3,202,978 114 1731 ² TECHNICAL SERVICE DIVISION GOALS Provide technical support for City staff to ensure the function of the systems. Project management to increase efficiencies and reduce redundancies. Implement procedures to effectively meet the City technology needs. Maintain critical communication systems for Public Safety use. FY 2020 2021 ACCOMPLISHMENTS 1.Implemented BCARES application to provide COVID 19 relief funding to local businesses (Council Goals 5.1, 5.4) 2.Provides networking expertise and support during construction of the Brundage Lane Navigation Center (Council Goals 2.1) 3.Completed body worn camera network and dock installation project to enhance public safety (Council Goals 1.2 and 1.3) 4.Deployed emergency operation equipment for civil unrest including, cameras, computers, radios, base stations, and monitors (Council Goals 1.2 and 1.5) 5.Deployed tablets and HOTS software for Rapid Response teams (Council Goals 2.3a) 6.Worked with Recreation & Parks to deploy Proof of Concept for a mobile video camera systems to increase park security (Council Goals 4.4) FY 2021 2022 ACTION PLAN 1.Implement a License Plate Recognition camera system in focused areas in the city. (Council Goals 1.3) 2.Develop an Emergency Response Plan for deployment of staff and technology to assist public safety during an event. (Council Goals 1.5) 3.Replace aging AS400 servers to maintain operations of the current ERP. (Council Goals 3.2) 4.Upgrade the current Public Safety Microwave network to support network connectivity for public safety sites. (Council Goals 1.2a and 1.5) 5.Deploy Office 365 throughout the organization to promote collaboration and efficiencies in business processes (Council Goals 1.5, 3.2 and 7.1) SERVICE LEVEL INDICATORS FY 19 20 Actual FY 20 21 Projected FY 21 22 Proposed Service Tickets Processed 11580 13062 13324 Tickets Time to First Response (Avg Hours) 6 5 4 Tickets Time to Close 11 5 4 Devices/Equipment Replaced/Deployed 571 947 607 CITY OF BAKERSFIELD Technical Service Expenditures: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $-$-$-$3,572,303 Operating ---3,716,246 Capital ---1,372,313 Total $-$-$-$8,660,862 Source of Funds General Fund ---3,503,515 PSVS Sales Tax Revenue ---963,119 Equipment Fund ---4,194,228 Total $-$-$-$8,660,862 117 Financial ServicesAssistant Finance DirectorFinance DirectorTreasurerTreasury SupervisorFinancial InvestigatorsAccounting ClerksPurchasing OfficerAccounting ClerkBuyerReal Property SupervisorProperty AgentAccounting SupervisorsAccountantsAccounting Clerks118 Financial Services DEPARTMENT GOAL To efficiently and effectively maintain the fiscal integrity of the City of Bakersfield in support of the goals of both the City Council and all City Departments. This mission is founded and driven by a commitment to provide the best service possible from our four divisions of Accounting & Finance, Treasury, Purchasing, and Property Management as stewards of taxpayer’s funds (City Council Goal 3). 119 FINANCIAL SERVICES DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Finance Administration $639,564 $802,687 $808,620 $773,525 Accounting 1,520,138 1,701,420 1,723,798 1,739,216 Treasury 979,458 1,056,393 1,056,393 1,078,987 Purchasing 355,221 440,390 440,390 447,172 Sucessor Agency 19,197 85,000 85,000 85,000 Total $3,513,578 $4,085,890 $4,114,201 $4,123,900 SOURCE OF FUNDS: General Fund 2,923,545 3,213,839 3,242,150 3,313,000 TDF TRIP Local Match 147,115 185,870 185,870 163,925 COF - Local Trip ---70,000 PSVS Sales Tax Revenue -65,876 65,876 67,288 Sewer Service-Plant 3 15,999 18,266 18,266 13,963 Refuse Fund 47,995 54,407 54,407 41,495 Offstreet Parking 279,712 224,832 224,832 237,729 Equipment Management Fund 32,087 100,000 100,000 100,000 Assessment Districts 47,928 137,800 137,800 31,500 Successor Agency 19,197 85,000 85,000 85,000 Total $3,513,578 $4,085,890 $4,114,201 $4,123,900 FULL TIME EMPLOYEES: Administration 5.00 4.00 4.00 4.00 Accounting 15.00 16.00 16.00 16.00 Treasury 8.00 9.00 9.00 9.00 Purchasing 3.00 3.00 3.00 3.00 Total 31.00 32.00 32.00 32.00 120 1991 Administration DIVISION GOAL Provide for effective PDQDJHPHQWRIWKH&LW\·VILVFDOUHVRXUFHVWKURXJKOHDGHUVKLSDQG 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 (City Council Goal 3). FY 2020 21 ACCOMPLISHMENTS 1. Provided Right of Way support services as necessary for the designated transportation corridors currently under construction for Thomas Roads Improvement Projects (City Council Goal 6.1). 2. The City has established an irrevocable trust to fund the long term Retiree Medical program. As of the last actuarial report from 2020 there is over $79 million deposited in that fund and the total long term liability for this Post Employment Benefit (OPEB) was approximately $116 million thus the City is near a 68% funded status, which is well above the norm when compared to the majority of cities across California and the nation (City Council Goal 3). 3. Disbursed $6 million in small business grants to 938 local businesses affected by the COVID 19 pandemic through CARES funding received by the City (City Council Goal 5.4a). FY 2021 22 ACTION PLAN 1. Acquire and maintained commercial and residential properties necessary to complete Thomas Roads Improvement Projects planned for the upcoming year, continue to provide support services for the projects under construction and assist in the transfer of the completed projects to Caltrans (City Council Goal 6.1). 2. Acquire commercial and residential properties necessary to complete City (non TRIP) transportation projects, utility services, and Parks throughout the City for projects planned for the upcoming year (City Council Goal 4.3, 6.2, 6.3) 3. Continue to fund and track trust account for long term Retiree Medical Program improving the funding status of the liability and improve the overall standing of the City by reducing unfunded liabilities (City Council Goal 3). 4. (VWDEOLVKD6HFWLRQ3HQVLRQ7UXVW)XQGDQGIXQGLQJVWUDWHJ\IRUWKH&LW\·VRQJRLQJ pension liability (City Council Goal 3.1c) 121 ADMINISTRATION EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $549,760 $583,220 $583,220 $570,077 Operating 89,804 219,467 225,400 203,448 Capital ---- Total $639,564 $802,687 $808,620 $773,525 SOURCE OF FUNDS: General Fund $444,521 $479,017 $484,950 $508,100 COF - Local Trip ---70,000 TDF TRIP Local Match 147,115 185,870 185,870 163,925 Assessment Districts 47,928 137,800 137,800 31,500 Total $639,564 $802,687 $808,620 $773,525 122 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 each year by the established payment deadlines. Process payments of bi weekly payroll and weekly vendor invoices for services & supplies as scheduled. Complete monthly accounts receivable billings for City services and utility charges. (City Council Goal 3). FY 2020 21 ACCOMPLISHMENTS 1. Received over $90,000 in rebate revenue related to electronic payment program (E Payables) and associated Purchasing Card system (City Council Goal 3.2). 2. Received GFOA Certificate of Achievement for Excellence in Financial Reporting for the 39th consecutive year (City Council Goal 3). 3. Refinanced the City in the Hills Assessment District bond to removed delinquent parcels from the district allowing for the owners to payoff the remaining balance. This will allow vacant parcels to be able to move forward with development including two future school sites for Bakersfield City Schools. While the City has no obligations to repay Assessment District debt, the refinancing removed the bond from foreclosure and is back in good standing. 4. Initiated a pilot program for P cDUG·VWRVWUHDPOLQHVPDOOSXUFKDVHVE\GHSDUWPHQWV that will eventually replace the current EMMA program which is dated and inefficient (City Council Goal 3.2). FY 2021 22 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 3). 2. Conclude Phase 1 with GFOA to modernizing our ERP by finalizing the mapping of our current processes and systems which has been delayed due to COVID. Initiated a Phase II contract which will begin the preparation of an RFP based on the needs identified by the initial phase (City Council Goal 3.2). 3. Complete the roll out of the P card program citywide and retire the EMMA program which has been delayed due to COVID (City Council Goal 3.2). 123 ACCOUNTING AND REPORTING EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,115,459 $1,323,802 $1,323,802 $1,350,559 Operating 404,679 377,618 399,996 388,657 Capital ---- Total $1,520,138 $1,701,420 $1,723,798 $1,739,216 SOURCE OF FUNDS: General Fund $1,176,432 $1,338,039 $1,360,417 $1,378,741 PSVS Sales Tax Revenue -65,876 65,876 67,288 Sewer Service-Plant 3 15,999 18,266 18,266 13,963 Refuse Fund 47,995 54,407 54,407 41,495 Offstreet Parking 279,712 224,832 224,832 237,729 Total $1,520,138 $1,701,420 $1,723,798 $1,739,216 124 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 (City Council Goal 7.1). FY 2020 21 ACCOMPLISHMENTS 1.BXVLQHVV7D[DQG+RWHO7D[UDWHVKDYHQRWEHHQUDLVHGVLQFHWKHHDUO\ ·V7KH stability of these rates is in accordance with the historical goal of the City to keep tax rates, fees, and assessments as low as possible while still providing quality services (City Council Goal 7.1). 2.&RQWLQXHGUHYLHZLQJWKH&LW\·VDFFRXQWVUHFHLYDEOHVTXDUWHUO\WRLQFUHDVH collection success and streamline the annual process to allow for increased efficiencies and reduced staff time (City Council Goal 7.1). 3.Performed analytics on compliance data from unlicensed business letters based on letter type. This leads to the elimination of the number of letters sent to unlicensed business owners. This reduced staff time, and costs spent on paper and mailings (City Council Goal 7.1). 4.Maintained business continuity during the COVID 19 pandemic and statewide closure by continuing to process customer payments, new business applications, and citywide business transactions with very limited staffing (City Council Goal 3). FY 2021 22 ACTION PLAN 1.The division will focus on continuing education and position specific seminars and training in an effort to enhance knowledge, experience and a greater understanding of the business environment for the newer staff members (City Council Goal 7.1). 2.Treasury will continue striving for a paperless environment. The division will increase LWVHIIRUWVLQVFDQQLQJDOO%XVLQHVV7D[&HUWLILFDWHGDWDLQWRWKH&LW\·VLaserfiche program. Additional opportunities to issue electronic correspondence and store items electronically will also be explored. Treasury will also explore the possibility of applying/paying for a new business tax certificate online (City Council Goal 3.2). 3.The division plans to perform a thorough review of the business classification codes currently utilized in order to update and provide more accurate data for business trends, revenue collections and industry specific statistical analysis (City Council Goal 3.2). 125 TREASURY EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $804,783 $872,145 $872,145 $881,651 Operating 174,675 184,248 184,248 197,336 Capital ---- Total $979,458 $1,056,393 $1,056,393 $1,078,987 SOURCE OF FUNDS: General Fund $979,458 $1,056,393 $1,056,393 $1,078,987 Total $979,458 $1,056,393 $1,056,393 $1,078,987 126 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 (City Council Goal 3). FY 2020 21 ACCOMPLISHMENTS 1.Purchasing continues to provide 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 3.2). 2.Purchasing solicits bids utilizing the Council approved local vendor preference policy whenever possible (City Council Goal 3). 3.Purchasing follows the policy of issuing Annual Contracts to streamline operation and maintain sources for products and services at favorable prices (City Council Goal 3.2). 4. Purchasing continues to adhere to Procurement Policy and Procedures to insure full legal compliance (City Council Goal 3). FY 2021 22 ACTION PLAN 1.Purchasing staff will continue to explore the use of cooperative procurement FRQWUDFWVZKHQLQWKH&LW\·VHFRQRPLFDGYDQWDJHWRSURFXUHVXSSOLHV equipment and materials at the lowest possible cost for the quality needed. (City Council Goal 3.1). 127 PURCHASING EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $307,698 $320,903 $320,903 $317,395 Operating 47,523 64,487 64,487 74,777 Capital -55,000 55,000 55,000 Total $355,221 $440,390 $440,390 $447,172 SOURCE OF FUNDS: General Fund $323,134 $340,390 $340,390 $347,172 Equipment Management Fund 32,087 100,000 100,000 100,000 Total $355,221 $440,390 $440,390 $447,172 128 ! "#$ ! % #& ' # "# ! "# $ " # ( " ! ) ! "#&* "# + $ $ ! , &' # "# ! # $ ! $ ! , & ' " ! "# ! $ % - . # /012& 129 SUCCESSOR AGENCY EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $-$-$-$- Operating 19,197 85,000 85,000 85,000 Capital ---- Total $19,197 $85,000 $85,000 $85,000 SOURCE OF FUNDS: Successor Agency 19,197 85,000 85,000 85,000 Total $19,197 $85,000 $85,000 $85,000 130 >ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚWarrantsUAVOESHonor GuardProperty CrimesBomb SquadSpecial Victims UnitCDTK-9 UnitTechnologyDTACCrime Scene UnitCrime AnalysisReservesSROAnimal ControlSWAT / CNTProperty RoomTask ForcesPatrolTrafficSEUIMPACTRecordsWellnessTrainingAcademyCrimes Against PersonsŽŵŵĂŶĚĞƌtĂƚĐŚ>ŝĞƵƚĞŶĂŶƚ>ŝĞƵƚĞŶĂŶƚComm CenterĂƉƚĂŝŶĂƉƚĂŝŶĂƉƚĂŝŶĂƉƚĂŝŶĂƉƚĂŝŶ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐdƌĂŝŶŝŶŐΘ>ŽŐŝƐƚŝĐƐ/ŶǀĞƐƚŝŐĂƚŝŽŶƐ&ŝĞůĚ^ĞƌǀŝĐĞƐ^ƉĞĐŝĂůKƉĞƌĂƚŝŽŶƐZĞůĂƚŝŽŶƐhŶŝƚW/KASSISTANT CHIEF OF POLICEASSISTANT CHIEF OF POLICEŽŵŵƵŶŝƚLJYƵĂůŝƚLJƐƐƵƌĂŶĐĞŚŝĞĨΖƐĚũƵƚĂŶƚ/ŶƚĞƌŶĂůĨĨĂŝƌƐWŽůŝĐĞ^ĞƌǀŝĐĞƐ:dd&CHIEF OF POLICEƵƐŝŶĞƐƐKĨĨŝĐĞ131 POLICE DEPARTMENT DEPARTMENT GOAL To partner with the community and provide professional public safety and effective law enforcement services to the City of Bakersfield. To protect the lives and secure the property of the citizens of Bakersfield through the application of 21st Century Policing principles and practices with Compassion, Accountability, and Professionalism. FY 2020 21 ACCOMPLISHMENTS Due to the Covid 19 global pandemic this past year there were significant decreases and, in some cases, complete stoppage of activity in many areas of the Police 'HSDUWPHQW·VDFWLRQVSODQV 1.The Police Department established a Covid 19 team as a mitigation measure to ensure we were able to maintain essential services and staffing levels. Fortunately, we did not suffer significant staffing losses that many public safety agencies did due to the excellent work of the Covid 19 team with support from COB Human Resources and Risk Management. (City Council Goals 1). 2. The Police 'HSDUWPHQWFUHDWHGWKHSRVLWLRQRI&KLHI·s Adjutant to further our community policing efforts. This position holds the rank of Lieutenant and reports GLUHFWO\WRWKH&KLHIRI3ROLFH7KHUHVSRQVLELOLWLHVRIWKH&KLHI·V$GMXWDQWLVWR engage in problem solving and community partnership development. (City Council Goal 1.2, 1.3, 1.6) (PSVS). 3. The Bakersfield Law Enforcement Training Academy graduated fifteen (15) police officers in June 2020. An additional fourteen (14) officers graduated in December 2020. Thirty (30) are currently in the police academy and will graduate in June of 2021. Recruitment and testing is on going for trainees for a July 2021 academy. (City Council Goals 1.1, 1.2, 1.3) (PSVS). 4. The Police Department expanded the ShotSpotter gunshot detection technology to effectively respond to investigate and apprehend those who commit gun violence. Members of the department will also continue to educate the community on ShotSpotter, paying special attention to the residents in the area of concern to reduce gun violence (City Council Goal 1.2, 1.3, 1.6) (PSVS). 5. Homicide detectives investigated 45 homicides. Detectives cleared 28 of the homicide cases for a 65% clearance rate. Sixteen (16) of the 2020 homicides were gang related. Cold Case detectives cleared two (2) ´FROGFDVHµKRPLFLGHVIURP 1995 and 1997. (City Council Goal 1). 132 POLICE SERVICES DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Police Administration $18,120,473 $22,680,099 $25,005,573 $7,312,481 Field Services 66,787,889 72,848,121 73,153,886 72,956,480 Police Investigations 19,168,116 21,609,201 21,636,747 22,998,478 Special Operations 2,389,134 2,835,243 2,839,766 8,855,747 Training and Logistics ---6,163,051 Support Services ---15,072,758 Total $106,465,612 $119,972,664 $122,635,972 $133,358,995 SOURCE OF FUNDS: General Fund $98,131,017 $102,004,040 $104,152,739 $104,335,847 PSVS Sales Tax Revenue 6,995,702 16,625,762 16,805,762 27,673,521 Supp Law Enforcement 591,210 589,862 924,471 596,627 Traffic Safety Fund 747,681 753,000 753,000 753,000 Total $106,465,612 $119,972,664 $122,635,972 $133,358,995 FULL TIME EMPLOYEES: Administration 153.00 33.00 33.00 35.00 Field Services*--372.00 395.00 Investigations 97.00 113.00 113.00 124.00 Special Operations 359.00 37.00 37.00 37.00 Animal Control**11.00 --- Training and Logistics*-19.00 19.00 19.00 Support Services*-98.00 98.00 107.00 Total 620.00 300.00 672.00 717.00 133 2011 ² ADMINISTRATIVE SERVICES DIVISION GOAL Provide direct assistance and support to the Chief of Police investigation of personnel complaints investigate Government Code claims for damages against the Police Department provide investigative assistance to the CLW\$WWRUQH\·V2IILFH PDQDJHPHQW of the accountability and oversight systems disseminate information to the media and relate information developed through public inquiries. FY 2020 21 ACCOMPLISHMENTS Internal Affairs Detail 1. ,QWHUQDO$IIDLUVFRQWLQXHGWRZRUNFORVHO\ZLWKWKH&LW\$WWRUQH\·V2IILFH and other law offices contracted by the City regarding high liability legal matters and personnel issues (City Council Goal 1). Quality Assurance Unit (QAU) 1. The QAU created, implemented, and started tracking data from a variety of inspections GHVLJQHGWRLPSURYHWKH'HSDUWPHQW·VSURFHVVHVGHFUHDVHOLDELOLWLHV and inform policies and procedures. (City Council Goal 1). 2. The QAU reviewed and updated relevant Department policies to exceed industry standards along with developing a distribution system to improve Department wide training and accountability for policy changes and updates. (City Council Goal 1). 3. The QAU conducted proactive internal audits to ensure Department policies and standards are being followed (City Council Goal 1). 4. The QAU developed the position of a part time Wellness Coordinator to better address employee wellness needs. (City Council Goal 1). Public Information Office 1. The Public Information Office created a social media team made up of personnel from various divisions throughout the department increase community engagement, transparency, and trust. (City Council Goals 1.3, 1.6) 2. 7KH3XEOLF,QIRUPDWLRQ2IILFHFUHDWHG´&RPPXQLW\'HEULHILQJµYLGHRVRQFULWLFDO and high profile incidents to provide timely and detailed information to our community to increase trust and transparency. (City Council Goal 1.6). 134 Community Relations Unit: 1. The Community Relations Unit continued to provide successful community awareness programs and events including neighborhood watch, business watch, and child safety education classes. However, due to Covid 19 restrictions many presentations and programs were cancelled (City Council Goal 1). 2. Volunteers the Bakersfield Police Department has two volunteer groups comprised of 70 members. Due to Covid 19 restrictions many events and activities were canceled. However, between both the Citizen Volunteer Unit and the Bakersfield Police Explorer Post, a total of 1,047 volunteer hours were worked this year (City Council Goals 1 & 7). 3. Social Media Platforms ² Due to social restrictions, the Bakersfield Police Department heavily relied upon all social media platforms for communications on resources, incidents, outreach, and safety education. Facebook and Twitter continued to be a great public relations tool for the Police Department. All main platforms have increased in followers and likes with the BPD Facebook page now having over 62,000 followers, Twitter now has over 9,00 followers, Instagram now has over 21,000 followers and the Next Door Application has the ability to reach almost 86,000 citizens (City Council Goals 1, 4, & 7). 4. Social Development Programs ² 7KH%R\·VDQG*LUOV·6RFLDO'HYHORSPHQW3URJUDP ´$5RDGWR6XFFHVVµFRQWLQXHGDWWKH3ROLFH$FWLYLWLHV/HDJXH Due to Covid 19 restrictions, many of the outreach occurred over Instagram. The goal of these programs is to assist youth in becoming leaders with strong communications skills, positive attitudes, and a willingness to succeed by establishing positive relationships through mentorship (City Council Goal 1.1, 1.6). 5. The WKLUGDQQXDO´+DOODZHHQµHYHQWZDVKHOGLQ2FWREHU KRZHYHUGXHWR&RYLG restrictions the event was held as a drive through event at Beach Park. This further demonstrated the Police 'HSDUWPHQW·VRQJRLQJHIIRUWRIEHLQJDFRPPXQLW\ focused agency (City Council Goals 1, 7). FY 2021 22 ACTION PLAN Internal Affairs Detail: 1. The Internal Affairs Detail will continue to be accessible to all members of the public for any questions, concerns or formal complaints (City Council Goal 1). 2. The Internal Affairs Detail will continue to identify the most common types of citizen complaints and provide briefing training on how to reduce them. (City Council Goal 1). 3. The Internal Affairs Detail will facilitate critical incident debriefs (IA, Quality Assurance, and Training and Logistics) to ensure best practices and continued professionalism (City Council Goal 1). 135 4. The Internal Affairs Detail will conduct provide customer service and professionalism training to all new officers in the mini academy and all newly promoted sergeants and senior officers during supervisory school (City Council Goal 1). Quality Assurance Unit 1. The QAU will continue to conduct audits and inspections designed to improve the 'HSDUWPHQW·VSURFHVVHVGHFUHDVHOLDELOLWLHVDGYLVHEHVWSUDFWLFHVDQGLQIRUP policies and procedures. (City Council Goal 1). 2. The QAU will continue to manage Department projects and aid in compliance and implementation duties, such as the RIPA and Body worn camera program. (City Council Goal 1). 3. 7KH4$8ZLOOFRQWLQXHWRH[SDQGWKH'HSDUWPHQW·VHDUO\LQWHUYHQWLRQV\VWHPDQG internal capturing mechanisms related to employee performance. This function is designed to inform management about employee performance to improve officer and manager performance. (City Council Goal 1). Public Information Office 1. The Public Information Office will continue to strengthen community trust through the efficient and transparent release of information on incidents, crimes, disasters, and crime prevention tips (City Council Goal 1.3, 1.6). 2. The Public Information Office will continue to develop and employ communications strategies to help build a positive and productive relationship with our media and community. (City Council Goal 1.3, 1.6). Community Relations Unit 1. The Community Relations Unit will continue to focus on meaningful community engagement. This will be done by using current safety programs, developing new RQHVWKDWPHHWVSHFLILFQHHGVDQGFRQGXFWLQJFRPPXQLW\VXUYH\·VLQRUGHUWR receive feedback from our community (City Council Goals 1, 7). 2. The Community Relations Unit will seek to grow the complement of Bakersfield Police Citizen Volunteers and the Explorer Post. These volunteers provide services such as park patrol, directing traffic at special events, and the monitoring of public safety camera systems (City Council Goals 1, 7). 3.&RQWLQXHZLWKWKHJLUOV·DQGER\V·VRFLDOGHYHORSPHQWSURJUDPVKHOGZHHNO\DW the Bakersfield Police Activities League. The goal of these programs is to assist youth in becoming leaders with strong communications skills, positive attitudes, and a willingness to succeed by establishing positive relationships through mentorship (City Council Goals 1, 7). 136 Administrative Services Public Safety and Vital City Services Measure FY 2021 22 Action Plan 1. The Quality Assurance Unit (QAU) will recruit an analyst to ensure the timely input, retrieval, analyzing and dissemination of data to identify trends that impact service levels, outcomes, and public confidence. 2. The Quality Assurance Unit (QAU) will utilize temporary retired annuitants to assist in the development and implementation of quality control measures and perform audits and inspections. This will provide support for important Department operations without the long term fiscal impact. 137 ADMINISTRATIVE SERVICES EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $13,052,086 $15,468,637 $15,709,368 $5,180,060 Operating 4,567,660 6,649,732 8,462,275 2,056,421 Capital 500,725 561,730 833,930 76,000 Total $18,120,471 $22,680,099 $25,005,573 $7,312,481 SOURCE OF FUNDS: General Fund $15,879,296 $16,954,032 $18,899,897 $5,134,880 Supp Law Enforcement 523,333 589,862 924,471 596,627 PSVS Sales Tax Revenue 1,717,842 5,136,205 5,181,205 1,580,974 Total $18,120,473 $22,680,099 $25,005,573 $7,312,481 138 2021 ² FIELD SERVICES 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 FY 2020 21 ACCOMPLISHMENTS Patrol: 1. The Police Department expanded the ShotSpotter Program to reduce gun violence in the City of Bakersfield. The expansion will support efforts to reduce gun violence, enhance investigative abilities, and increase community trust. (City Council Goals 1.3) (PSVS). 2. The Police Department utilized modified emergency patrol staffing schedules, due to Covid 19, to continue providing essential services to our community. Traffic Unit: 1.Received a STEP Grant from California OTS in the amount of $400,000 for traffic enforcement events focused on traffic safety issues such as alcohol and drug impaired driving, saturation patrols, task force enforcements, and unsafe behaviors threatening public safety. (City Council Goals 1, 3, 4). 2.Received a Bicycle/Pedestrian Safety Grant from California Office of Traffic Safety (OTS), in the amount of $32,000 for education and enforcement towards Bicycle and Pedestrian safety (City Council Goals 1, 2, 4, 7, and 8). 3.7KH7UDIILF8QLW·V0DMRU&ROOLVLRQ,QYHVWLgation Team (MCIT) investigated 32 fatal traffic collisions. There were fifteen (15) fatal pedestrian collisions which was the same number in the previous year (City Council Goals 1 and 7). 139 SERVICE LEVEL INDICATORS FY 2020 21 Traffic Citations 13,090 DUI arrests 653 DUI ² drug arrests 140 Parking Citations 14,213 Redflex violations 16,586 Non injury collisions 3,568 Injury collisions 1,895 Fatal collisions 32 Vehicle impounds 4,892 FY 2020 21 ACTION PLAN Patrol: 1. The Police Department will expand its community policing strategies to include problem solving and community engagement to meet the needs and expectations of our community. 2. The Police Department will continue its use of ShotSpotter to effectively respond to investigate and apprehend those who commit gun violence. Members of the Department will also continue to educate the community on ShotSpotter, paying special attention to the residents in the area of concern to reduce gun violence (City Council Goal 1, 4, and 7). Traffic Unit: 1.Traffic enforcement is a critical component in promoting overall traffic safety in our community. We will use grant funds and crime data analysis to target behaviors that affect the number of traffic deaths involving pedestrians and bicyclists. BPD Traffic will review data and trends affecting traffic safety continuously throughout the upcoming year to direct enforcement in those areas where trends are identified, with an expectation of decreasing collisions involving pedestrians and bicyclist annually (City Council Goal 1, and 7). 140 Field Services Public Safety and Vital City Services Measure FY2020 21 Action Plan 1. The Police Department Motorcycle Patrol program will be increased to enhance the effectiveness of enforcement through education and a reduction in the number and seriousness of traffic collisions in the city (Council Goals 1, 2, 4, & 7). 2. The Police Department Field Operations will improve span of control, to ensure efficient and effective management of resources and reduce liability with the addition of Police Sergeants and Senior Police Officers. The Field Operations Division is the largest division within the Police Department (City Council Goals 1, 1.2, 1.3, 4, & 7). 141 FIELD SERVICES EXPENDITURES Actual 2019-20 Amended Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $58,521,568 $64,654,682 $64,654,682 $64,841,599 Operating 8,225,602 8,153,239 8,459,004 8,114,881 Capital 40,719 40,200 40,200 - Total $66,787,889 $72,848,121 $73,153,886 $72,956,480 SOURCE OF FUNDS: General Fund $61,815,288 $63,405,893 $63,576,658 $57,141,560 Traffic Safety Fund 747,681 753,000 753,000 753,000 Supp Law Enforcement 67,877 --- PSVS Sales Tax Revenue 4,157,043 8,689,228 8,824,228 15,061,920 Total $66,787,889 $72,848,121 $73,153,886 $72,956,480 142 2031 ² INVESTIGATIONS DIVISION GOAL The Division will continue to work collaboratively with the Bakersfield community, other Divisions and allied agencies to conduct complete and thorough investigations, to be innovative and employ data driven practices, to proactively investigate, solve, and reduce crime (City Council Goals 1.1, 1.2, 1.3). FY 2020 21 ACCOMPLISHMENTS During the course of the year, detectives and staff from each detail have had success in combating and reducing crime. The Division has continued to implement new ideas and methodologies to enhance performance. 1. Homicide detectives investigated 45 homicides. Detectives cleared 28 of the homicide cases for a 65% clearance rate. Sixteen (16) of the 2020 homicides ZHUHJDQJUHODWHG&ROG&DVHGHWHFWLYHVFOHDUHGWZR ´FROGFDVHµ homicides from 1995 and 1997. (City Council Goal 1). 2. Homicide detectives investigated seven (7) officer involved shootings and responded to 94 call outs (City Council Goals 1, 1.3). 3. The Digital Forensics Unit (DFU) conducted 512 forensic analyses on computers, cell phones, and other devices. DFU had 71 call out/shift extensions (City Council Goals 1, 1.3). 4. The Crime Scene Unit (CSU) received and processed 3, 473 service requests. CSU responded to 263 call outs during the year to assist in the investigations of major crime incidents including homicides, suicides, bank robberies, traffic fatalities, sexual assaults and officer LQYROYHGVKRRWLQJV&68·V Latent Print Examiners examined 734 cases involving latent fingerprints and identified suspects in 284 cases. CSU adjusted work schedules to provide expanded service hours and enhanced assistance to patrol officers (City Council Goal 1.2). 5. The Crime Scene Unit was approved in 2020 to receive two new Crime Scene Response vehicles. These vehicles will afford CSU personnel the ability to stand up and work in the cargo area of the vehicle (City Council Goals 1) (PSVS). 6. The Special Victims Unit (SVU) continued to have an active partnership with the Jess Diamond Assessment Center, the Child Death Review Board of Kern County, the Alliance Against Family Violence, Kern County Family Justice Center and many other allied community and law enforcement agencies throughout Kern County (City Council Goal 1). 143 7. SVU responded to 65 callouts and investigated 381 sexual assaults and crimes against children (City Council Goal 1). 8. The Organized Crime/Vice Unit (OCV) continued its partnership with the Department of Homeland Security Investigations to impact human trafficking and crimes involving commercially sexually exploited children and adults (City Council Goals 1, 1.3). 9. The OCV Unit investigated and successfully closed 16 illegal gaming internet casinos and destroyed over 118 gambling machines seized from these establishments. The OCV Unit successfully investigated and closed 17 illegal marijuana dispensaries within the greater Bakersfield area (City Council Goals 1, 1.3). 10. The Auto Theft Detail continued to work with allied agencies including the California Highway Patrol, Kern County Auto Theft Task Force to conduct pro active operations. This unit made 276 arrests and recovered 1078 stolen vehicles. This unit conducted 11 probation/ parole searches and 8 business inspections (City Council Goals 1, 1.3). 11. The Burglary Investigations Detail investigated 3,133 reported burglaries and cleared 297 of these offenses with an identified suspect and/or arrest. 12. The Financial Crimes Detail was awarded $100,000.00 from the Real Estate Fraud Prosecution Trust Fund for training, investigation and educating the public on real estate fraud (City Council Goals 1, 1.3). 13. The Narcotics Detail continues its commitment to collaborate with local, state and federal agencies to target drug trafficking organizations and individuals operating within the Greater Bakersfield area and throughout Kern County. Collaboration efforts include participation of four BPD Detectives in the Task Force Officer (TFO) program with Special Agents of the Drug Enforcement Administration (DEA) (City Council Goals 1, 1.3). 14. 6,'HVWDEOLVKHGDSDUWQHUVKLSZLWKWKH860DUVKDO·V6HUYLFHUHODWHGWRWKe apprehension of violent fugitives. This partnership resulted in invaluable assistance in over 53 investigations and apprehensions (City Council Goal 1). 15. 255 items of property were sent to Propertyroom.com for auction. These items generated $3,360.15 in revenue for the City of Bakersfield (City Council Goal 1). FY 2021 22 ACTION PLAN 1.The Homicide Detail will seek to increase clearance rates and public trust through detective development and training, improved case management 144 processes, increased use of technology, and the public sharing of information on active and unsolved cases (City Council Goals 1, 1.3). 2.The Special Victims Unit (SVU) will continue to work closely with the Kern County 'LVWULFW$WWRUQH\·V2IILFH'HSDUWPHQWRI+XPDQ6HUYLFHVKern County Sexual Assault Response Team (SART), Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence, Kern County Family Justice Center and law enforcement agencies throughout Kern County (City Council Goals 1, 1.3). 3.The Crime Analysis Unit (CAU) will focus on increasing the use of intelligence led data practices to identify crime trends city wide (City Council Goals 1, 1.2, 1.3). 4.The Financial Crimes Detail will continue to work with REEAC (Real Estate Anti Fraud Advisory Coalition) and attend quarterly meetings. This partnership will assist in identifying the types of fraud taking place and the ever changing tactics of the individuals perpetrating real estate related crimes (City Council Goals 1, 1.3). 5.The Narcotics Detail will continue to utilize advanced technology to identify and apprehend major narcotics traffickers in the greater Bakersfield area. The detail will continue to partner with the DEA, state and local agencies on major narcotics investigations, and other federal and local agencies to share information and resources towards the goal of suppressing narcotics activity (City Council Goals 1, 1.3). 6.The Organized Crime/Vice Unit (OCV) Unit will apply for an Alcoholic Beverage Control Gap Grant. This grant funds overtime operations to combat alcohol related crimes including furnishing of alcoholic beverages to minors in the Greater Bakersfield and Kern County area (City Council Goals 1, 1.3). 7.The OCV Unit will collaborate with the Department of Human Services, Homeland Security Investigations and other community partners to combat human trafficking (City Council Goal 1). 8.The Suspicious Activity Reporting Unit (SAR) will continue to work closely with WKH8QLWHG6WDWHV$WWRUQH\·V2IILFHDQG8QLWHG6WDWHV7UHDVXU\'HSDUWPHQWWR conduct investigations involving suspicious financial transactions, (City Council Goal 1). 9.The Property Room will facilitate disposal workdays to eliminate the pending backlog of items of adjudicated cases (City Council Goal 1). 10.The Property Room will coordinate semiannual firearm destructions at minimum utilizing an in house shredding machine to eliminate in excess of 840 firearms from storage that are authorized for disposal (City Council Goal 1). 145 Investigations Division Public Safety and Vital Services Measure FY2021 22 Action Plan 1.The Burglary Detail will increase staffing to enable surveillance and special operations, increase clearance rates, recover stolen property and reduce serial property crimes. The Burglary Detail will continue to work closely and collaborate with Community Relations and local businesses to provide awareness and alerts via social media and public assistance events (City Council Goals 1, 1.3). 2.The Crime Scene Unit will increase staffing to allow for increased field processing of commercial/residential burglary scenes, providing higher quality evidence seizure and increasing the likelihood of arrests and increased clearance rates (City Council Goals 1.1, 1.2, 1.3). 3.The Digital Forensic Unit will increase staffing to more efficiently process digital evidence, reduce backlogs and wait times for detectives investigating violent crime. Additionally, this increased civilian staffing will allow for sworn personnel to transfer back to patrol (City Council Goals 1.1, 1.2, 1.3). 146 INVESTIGATIONS EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $17,888,882 $20,083,893 $20,083,893 $21,548,291 Operating 1,265,618 1,520,308 1,547,854 1,445,187 Capital 13,616 5,000 5,000 5,000 Total $19,168,116 $21,609,201 $21,636,747 $22,998,478 SOURCE OF FUNDS: General Fund $18,127,306 $19,054,432 $19,081,978 $19,198,867 PSVS Sales Tax Revenue 1,040,810 2,554,769 2,554,769 3,799,611 Total $19,168,116 $21,609,201 $21,636,747 $22,998,478 147 2041 ² SPECIAL OPERATIONS Division Goal To protect life and property reduce quality of life related calls for service by thoroughly evaluating and, as appropriate, referring community members to proper service providers. Reduce crimes and apprehend criminal violators provide improved community engagement through a community policing model provide support for specialized enforcement and operations, 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 2020 21 ACCOMPLISHMENTS Special Operations Division: 1. The Special Enforcement Unit maintained officers assigned to graffiti investigation DQGVXSSUHVVLRQ7KHVHRIILFHUVFRRUGLQDWHZLWKWKH&LW\·V ERASE program and seek reimbursement through t the Kern County Probation Department in all instances where an offender can be identified, and a cost assigned to cleanup and repair (City Council Goal 1, 4, 7, and 8). 2. The Impact Unit continued to work in collaboration with the Kern County 6KHULII·V'HSDUWPHQW.HUQ&RXQW\%HKDYLRUDO+HDOWK&ULVHV,QWHUYHQWLRQ7HDPWKH Kern County Behavioral Health and Recovery Services, Flood Ministries, the City of %DNHUVILHOG5DSLG5HVSRQVHWHDPWKH&LW\RI%DNHUVILHOG·VQDYLJDWLRQFHQWHUWKH Kern County Homeless Subcommittee, the Mission of Kern County, the Homeless Shelter, and multiple service providers to provide emergency housing, mental health services, and referrals for medical and health issues. These referrals stem from proactive outreach all over our community (City Council Goals 1 & 2). (PSVS). 3. The Impact Unit continued to work in collaboration with the Kern County 6KHULII·V'HSDUWPHQWDQGWKH.HUQ&RXQW\%HKDYLRUDO+HDOWKDQG5HFRYHU\ Services to focus toward decreasing the use of 911 by individuals identified as needless high utilizers. This effort reduces 911 calls for service and avoids over taxing emergency medical service providers throughout the greater metropolitan area of Bakersfield (City Council Goal 1). 4. Animal Control ² Field Services increased its complement by three Animal Control Officers (City Council Goal 1) (PSVS). 148 FY 2021 22 Action Plan 1. The Special Enforcement Unit will coordinate with community partners to implement a gun and gang violence reduction strategy as part of the grant funded California Violence Intervention and Prevention (CalVIP) program. 2. The Impact Team will collaborate with community stakeholders, state, county, and local agencies in strategies, which seek to alleviate homeless quality of life issues, reduce recidivism of unsheltered individuals, and ensure the provision of services and assistance as appropriate (City Council Goal 1 & 2). 3. Animal Control will work on improving response times and taking a more proactive approach to community engagement through education and participation in community events, traditionally staffed by police department personnel (City Council Goal 1 & 7). 149 CITY OF BAKERSFIELD Special Operations EXPENDITURES Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Personnel $765,828 $949,943 $949,943 $6,610,976 Operating 1,623,306 1,885,300 1,889,823 2,222,971 Capital ---21,800 Total $2,389,134 $2,835,243 $2,839,766 $8,855,747 SOURCE OF FUNDS General Fund $2,309,127 $2,589,683 $2,594,206 $8,604,778 PSVS Sales Tax Revenue $80,007 $245,560 $245,560 $250,969 Total $2,389,134 $2,835,243 $2,839,766 $8,855,747 150 2051 ² TRAINING AND LOGISTICS DIVISION DIVISION GOAL Provide administrative, logistic, and police academy training services to support the effective operation of the Department. FY 2020 21 ACCOMPLISHMENTS Planning Research and Training 1.The Planning, Research, and Training Section (PRT) coordinated the necessary improvements of the Firearms Training Facility at 3419 Truxtun Avenue. These enhancements included new overhead baffling structures designed to increase safety during live fire exercises and advanced officer training. Upon completion, the Firearms Training Facility is scheduled to reopen in June of 2021 (City Council Goals 1, 1.1, 1.2) (PSVS). 2.The Planning, Research, and Training Section (PRT) coordinated 500 pre employment background investigations in 2020 for the Police Department, and the City of Bakersfield Technology and General Services departments. (City Council Goals 1 1.1, 1.2) (PSVS). 3. The Planning, Research, and Training Section (PRT) facilitated the Space Needs Assessment and Staffing Study, conducted by Dewberry Architects, and Matrix Consulting Group, which provided a comprehensive review of our short and long term facility and staffing needs. The final report is expected to be delivered in May of 2021 (City Council Goals 1, 1.1, 1.2, 1.3) (PSVS). Police Academy 1.The Bakersfield Law Enforcement Training Academy graduated 14 police officers in December 2020. An additional 30 officers are expected to graduate in June 2021. (City Council Goals 1.1, 1.2, 1.3) (PSVS). FY 2021 22 Action Plan 1. In collaboration with COB Human Resources, conduct recruitment, testing, hiring and backgrounds, as needed, to fill all of the departmental vacancies. (City Council Goals 1.1, 1.2, 1.3) 2. Present a Public Safety Dispatcher Basic Course. (City Council Goal 1.2). 3. Collaborate with other local and state agencies to host and provide training to Department personnel to ensure the highest level of effectiveness while reducing training costs. (City Council Goals 1.2, 1.3). Training and Logistics Division Public Safety and Vital Services Measure FY2021 22 Action Plan 1. Training and Logisitics will utilize temporary retired annuitants as the Police Academy Director and Coordinator. This will allow for current sworn managers to provide better oversight and management of Department resources and training programs. Annuitants will provide support for Department operations without the long term fiscal impact. CITY OF BAKERSFIELD Training and Logistics Expenditures: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $-$-$-$3,936,020 Operating ---2,227,031 Total $-$-$-$6,163,051 Source of Funds General Fund ---4,182,165 PSVS Sales Tax Revenue ---1,980,886 Total $-$-$-$6,163,051 153 2061 SUPPORT SERVICES DIVISION DIVISION GOAL Provide administrative services to support the effective operation of the Department, including Police Records, Communications Center, and Technology Development. FY 2020 21 Accomplishments Communication Center 1.The Communications Center processed 702,849 total telephone calls, including 9 1 1 calls totaling 266,196 in 2020. The Communications Center also received 6,293 messages via the Text to 911 system which provides an alternate option for contacting emergency services. (City Council Goals 1, 1.2). 2.The Communications Center processed 240,161 incidents in the Computer Aided Dispatch (CAD) system. The total number of incidents categorized as emergencies was 25,978 (City Council Goal 1). 3.In 2020, the Communications Center maintained an average of 74.97% of all 911 calls answered within 15 seconds or less which is a decreasHRYHU ·V percentage of 80.33%. (City Council Goal 1). 4.The Communications Center fielded 735 activations of the ShotSpotter program, entering calls for service for police response. (City Council Goal 1) (PSVS). 5.The Communications Data Reproduction Clerk and the Communications Manager handled over 2,091 requests, which include audio for court, requests for internal investigations, subpoena (both civil and criminal) requests, in house video, and public record requests (City Council Goal 1). Technology Development Section: 1. With the implementation of the Body Worn Camera (BWC) Program, the Technology Development Unit (TDU) continued the administrative management of the software and hardware of over 900 Body Worn Cameras. (City Council Goal 1) (PSVS). 2. TDU issued Apex Mobile to BPD personnel. Apex Mobile will provide and support two mobile device applications to the PD. One application is specific for internal use for PD personnel while the other is a publicly available application for our community members. Both applications are customizable to our agency and designed to improve various workflows, information sharing, and connectivity with our community members. (City Council Goal 1 & 7). 3. TDU coordinated the purchase of a 21 ALPR Flock Safety camera system to monitor, investigate, and solve crime using its advance crime solving technology. These cameras will be placed throughout the City of Bakersfield. (City Council Goal 1&7). Records Detail 1. Processed 48,587 General Offense reports, and 12,349 Arrest Bookings. (City Council Goal 1). 2. Processed 12,085 on line reports from citizens. (City Council Goal 1). 3. Processed 2,228 court ordered sex, arson, drug and gang registrants. (City Council Goal 1). 4. Processed 5,639 impounded vehicle releases. (City Council Goal 1). 5. Processed 18,619 subpoenas for court appearance and 110 subpoenas for record (City Council Goal 1). 6. Processed 13,830 records requests (City Council Goal 1). 7. Received 73,828 incoming calls for assistance and made 106,753 outgoing calls for a total of 180,581 calls handled to assist citizens, officers and other agencies. This is in addition to 3,400 lobby contacts with the public. (City Council Goal 1). FY 2020 21 ACTION PLAN Communications Center 1. Continue working to meet the CalOES 9 1 1 answer time of 95% of all 9 1 1 calls be answered within 15 seconds or less. (City Council Goal 1). 2. Achieve improved retention in both Dispatch and Communications Specialist through the changes made in training methods. (City Council Goal 1). 3. Work with CalOES for the implementation of new technology to route 9 1 1 calls and the accuracy improvement projects to improve location information provided by cellular phone calls. (City Council Goal 1). Records Detail 1. Increase staffing level to ensure Records transactions are completed within specified periods 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. Continue to expand online service delivery options to the public including filing reports, requests for records, vehicle releases, and payments (City Council Goal 1). 3. In an effort to increase transparency, continue to develop online availability of information mandated for public release by the California Government Code 6254(f) and Senate Bill No. 978 (City Council Goal 1). 4. Conduct regular data quality control checks/reports to include areas such as: RIPA reporting, Master Name Index Duplicates, Outstanding Reports, Un routed reports, etc. (City Council Goal 1). Technology Development Section: 1. The Technology Development Section will be tasked the responsibility to be the department administrators for the California DOJ Racial and Identity Profiling Advisory (RIPA) system. Personnel provide training, updates and troubleshoot software and password issues BPD personnel encounter. (City Council Goal 1). 2. The Technology Development Section will continue working on the implementation of vMobile. This system will provide personnel, with a smartphone, immediate access to vital CAD/RMS information while in the field. This will enhance operations and keep personnel safe as they respond to calls for service by staying LQFRQWDFWZLWKGLVSDWFKZKLOHDZD\IURPWKHLU0'&·V &LW\&RXQFLOJRDOV Support Services Division Public Safety and Vital City Services Measure FY2021 22 Action Plan 1. The Communications Center will recruit an additional Communications Center Supervisor to liaison between dispatchers and field personnel. This additional position will allow consistent and stable supervision across all shifts and enable better use of resources. (City Council Goals 1,1.2, 1.3). 2. Increase staffing levels to ensure Records transactions are completed within specified periods 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). 3. Establish a Public Records Request Unit within the Records division. This unit will ensure the timely release of the over 13,000 public records requests that the department receives yearly. Requestors/the public will receive requested records in a timely manner, increasing overall public satisfaction and customer service. The addition of this unit will ensure that the department is able to remain in compliance with current laws and statutes governing public releases under the California Public Records Act. (City Council Goal 1, 3 & 7). CITY OF BAKERSFIELD Support Services Expenditures: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $-$-$-$9,485,679 Operating ---4,326,940 Capital ---1,260,139 Total $-$-$-$15,072,758 Source of Funds General Fund ---10,073,597 PSVS Sales Tax Revenue ---4,999,161 Total $-$-$-$15,072,758 157 Fire Services CHIEF OF DEPARTMENT FIRE CHIEF ANTHONY GALAGAZA OPERATIONS DEPUTY FIRE CHIEF TREVER MARTINUSEN SPECIALIZED SERVICES DEPUTY FIRE CHIEF BILL BALLARD SUPPORT SERVICES DEPUTY FIRE CHIEF JOHN FRANDO BATTALION 1 & 2 Battalion Chief (6) TRAINING DIVISION Battalion Chief (1) Fire Captain (3) Fire Captain (57) Fire Engineer (66) Firefighter (57) Fire Captain (3) Secretary II (1) ARSON DIVISION Battalion Chief (1) MEMBER SERVICES Labor Personnel OSHA Policy Protocols Task Forces PERSONNEL SERVICES Human Resources SPECIAL RESPONSE TEAM ASSIGNMENT EMERGENCY COMM. CTR SUPERVISING DISPATCHER (2) FIRE PREVENTION DIVISION DIRECTOR (1) USAR Regional Task Force 11 Fire Department Operations Center DOC Hazardous Materials Team Type 1 COMMUNITY SERVICES BATTALION CHIEF (1) FIRE SUPPORT STAFF BUSINESS MANAGER (1) Secretary II (1) Account Clerk (3) Fire Dispatcher 1 (5) Fire Dispatcher II (3) Haz Mat Spec. (1) Plans Examiners (1) Fire Prevention Inspector (4) Clerk Typist 1 (1) GRANTS ACCREDITATION/ CONTRACTS DATA MANAGEMENT RMS ESO Quality Assurance FLEET CPSE ISO JPA 158 FIRE SERVICES OVERARCHING GOAL Quality Public Safety Services DEPARTMENT GOAL To protect, engage, and inspire a safe community while delivering legendary customer service. FY 2020 21 ACHIEVEMENTS 1.Secured grant funding from the State Homeland Security Grant Program (SHSGP) and Cal Water Grant for specialized equipment such as hazmat monitoring equipment, patient care software, reporting systems tablets, and Urban Search and Rescue equipment. (Council Goal 1.5a) 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, Fire Station #17, and Fire Station #18 districts. (Council Goal 1.4b) 3.Utilized grant funding and other alternative methods to develop and train personnel and specialized units as state certified master mutual aid response resources including BFD Type 1 Hazardous Materials Team, BFD Type 1 Urban Search and Rescue Team (RTF) 11, and Type 2 River and Flood Rescue Team. (Council Goal 1.5b) 4.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 COB departments prepare for complex, large scale urban emergency and disaster scenarios. (Council Goal 1.5a) 5.Continue resolving Fire Department wide deferred maintenance and infrastructure repair and rehabilitation issues. (Council Goal 6.2). 6.Completed the community risk assessment and standard of cover, strategic plan and self assessment manual, following the Center for Public Safety Excellence (CPSE) guidelines. (Council Goal 1.4a) 159 FIRE SERVICES DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Fire Administration $1,953,318 $2,119,979 $2,123,241 $2,302,503 Fire Safety 2,855,104 3,008,548 3,034,419 3,080,998 Fire Suppression 39,984,706 44,563,635 52,819,836 46,777,484 Total $44,793,128 $49,692,162 $57,977,496 $52,160,985 SOURCE OF FUNDS: General Fund $41,013,315 $43,104,653 $51,379,656 $44,857,729 PSVS Sales Tax Revenues 2,287,812 5,018,904 5,018,904 5,691,028 CUPA Fund 1,492,001 1,568,605 1,578,936 1,612,228 Total $44,793,128 $49,692,162 $57,977,496 $52,160,985 FULL TIME EMPLOYEES Administration 10.00 10.00 10.00 10.00 Fire Safety 18.00 18.00 18.00 18.00 Fire Suppression 182.00 195.00 195.00 195.00 Total 210.00 223.00 223.00 223.00 160 3011 ² 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 of Bakersfield departments. FY 2020 21 ACHIEVEMENTS 1.Completed Fire Battalion Chief exam: Fire Captain exam 2 Fire Engineer exam Bakersfield College Firefighter I Academy California State Chief Officer and Fire Officer courses and others. (Council Goal 1.5b) 2.Continued to revise, update and initiate various inter agency working agreements including those with the Kern County Fire Department, 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. (Council Goal 1.4) 3.Administered grant funding from State Homeland Security Grant (SHSGP) for hazmat monitoring equipment and Cal Water Grant for Urban Search and Rescue equipment. (Council Goal 1.5a) 4.Continued to administer and pursue State Homeland Security Grant (SHSGP), Assistance to Firefighters Grant (AFG), and other alternative funding in general, to achieve Council Goals. (Council Goal 1.5a) 5.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. (Council Goal 1.5b) 6.Maintained Fire Department social media sites and processes, including Facebook, Instagram, and Twitter sites. (Council Goal 1.6b) 7. Completed development of the BFD Strategic Plan and Self Assessment Manual following the Center for Public Safety Excellence (CPSE) model. (Council Goal 1.5b) 161 FY 2021 22 OBJECTIVE 1.Continue to administer and pursue State Homeland Security Grant (SHSGP), Assistance to Firefighters Grant (AFG), and other funding in general, to achieve Council Goals. (Council Goal 1.5a) 2.Continue to address and update fire protection in developing areas of the City, with regard to the Joint Powers Agreement (JPA). (Council Goal 1.5b) 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 #17 and Fire Station #18. (Council Goal 1.5b) 4.Continue National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department and City of Bakersfield employees. (Council Goal 1.5b) 5.Continue to develop Fire Department social media sites and processes, including Facebook, Instagram, and Twitter sites, maintain Fire Department website, and work to increase community outreach for safety information and public education. (Council Goal 1.6b) 6.Continue update of Fire Department protocols and other guiding operational and administrative Fire Department documents, forms, and manuals. (Council Goal 1.5b) 7.Implement programs to address the five overarching goals identified in the development of the strategic plan following the Center for Public Safety Excellence (CPSE) model and complete PEER review for national accreditation. (Council Goal 1.5b) 162 ADMINISTRATION EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,667,081 $1,825,674 $1,825,674 $1,948,775 Operating 286,237 294,305 297,567 353,728 Capital ---- Total $1,953,318 $2,119,979 $2,123,241 $2,302,503 SOURCE OF FUNDS: General Fund $1,661,378 $1,790,864 $1,794,126 $1,943,716 PSVS Sales Tax Revenue 291,940 329,115 329,115 358,787 Total $1,953,318 $2,119,979 $2,123,241 $2,302,503 163 3021 ² 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 2020 21 ACHIEVEMENTS 1.Provided annual Haz Mat inspection refresher training to all Company Officers and achieved an 88% Return to Compliance (RTC) of outstanding violations. (Council Goal 1.5) 2.Amended and adopted the 2019 California Fire Code for the use in the City of Bakersfield, through update of Chapter 15.65 of the Bakersfield Municipal Code. (Council Goal 1.5) 3.92% of businesses handling hazardous materials were inspected last year. Bakersfield leads the State in cumulative percentage of Haz Mat inspections. (Council Goal 1.5) 4. Fire Prevention personnel located 669 buildings with fire sprinkler systems that had not been identified previously. (Council Goal 1.5) FY 2021 22 OBJECTIVE 1.Reduce the incidence of all fires through increased inspections, data entry, records maintenance, and enforcing compliance with fire safety requirements. (Council Goal 1.5b) 2.Implement electronic plan review, in coordination with the Building Division, utilizing the Avolve software purchased by Community Services Department. (Council Goal 1.5) 3.Conduct annual inspections of the approximately 650 oil wells within the City limits to insure compliance with fire safety and applicable State regulations. (Council Goal 1.5) 4.Support Hazmat Team with the re certification process as a Type 1 Team in the State of California. (Council Goal 1.5) 164 FIRE SAFETY EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,883,242 $2,036,990 $2,046,990 $2,107,785 Operating 887,346 919,058 920,199 883,713 Capital 84,516 52,500 67,230 89,500 Total $2,855,104 $3,008,548 $3,034,419 $3,080,998 SOURCE OF FUNDS: General Fund $1,223,996 $1,230,074 $1,245,614 $1,287,004 PSVS Sales Tax Revenue 139,107 209,869 209,869 181,766 CUPA Fund 1,492,001 1,568,605 1,578,936 1,612,228 Total $2,855,104 $3,008,548 $3,034,419 $3,080,998 165 3031 ² 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 2020 21 ACHIEVEMENTS 1.&RQWLQXHGZRUNRQWKH)LUH'HSDUWPHQW·VPDMRUemergency response preparedness through the Department Operating Plan (DOP) Task Force planning group. (Council Goal 1.5b) 2.Continued work on improving Firefighter safety and accountability on the fire ground through the Rapid Intervention Company (RIC) Task Force planning group. (Council Goal 1.5b) 3.Continued work on State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. (Target Council Goal 1.5b) 4.Continued work on hazardous materials, technical rescue and advanced life support protocols through the respective Task Forces planning group. (Council Goal 1.5b) 5.Revised, updated, or initiated various inter agency working agreements with the Kern County Fire Department, Bureau of Land Management and Bakersfield College that increase efficiency, reduce duplication of services, provide cost savings, and promote joint training and emergency response. (Council Goal 1.5b) 6.Continued work on the Fire Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events. (Council Goal 1.5b) 7.Worked with the Legislative and Litigation Committee on enhancing and PRGLI\LQJWKH&LW\RI%DNHUVILHOG·VILUHZRUNVHQIRUFHPHQWUHODWHGUXOHVUHJXODWLRQV and processes including modified use dates and administrative citations. (Council Goal 1.6a) 8.Continue the longer term strategic planning process for the Fire Department, following the Center for Public Safety Excellence (CPSE) guidelines. (Council Goal 1.4b) 166 FY 2021 22 OBJECTIVE 1. Continue work on the Fire 'HSDUWPHQW·VPDMRUHPHUJHQF\UHVSRQVHSUHSDUHGQHVV through the Department Operating Plan (DOP) Task Force planning group. (Council Goal 1.5b) 2. Continue work on improving Firefighter safety and accountability on the fire ground through Rapid Intervention Company (RIC) Task Force planning group. (Council Goal 1.5b) 3. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through training, response and deployment planning. (Council Goal 1.5b) 4. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. (Council Goal 1.5b) 5. Continue work on hazardous materials, technical rescue, and advanced life support intervention through the respective Task Force planning groups. (Council Goal 1.5b) 6. Continue to enhance citywide disaster response preparedness through compliance with National Incident Management System (NIMS) and administration of the State Homeland Security Grant Program (SHSGP). (Council Goal 1.5b) 7. Continue to update inter agency agreements (JPA), plans, and contracts. (Council Goal 1.5b) 8. Continue to update, modify, and create related Fire Department Operational Procedures and Policies. (Council Goal 1.5b) 9. Continue to engage in the continuous professional development of the Fire Department through a comprehensive self assessment and evaluation process utilizing the departments Standards of Cover document developed in conjunction with the Center for Public Safety Excellence. This process enables an in depth analysis of past, current, and future service performance levels and compares them to industry best practices. (Council Goal 1.4b) 10. Implement strategic plan following the Bakersfield Fire Department Strategic Plan. (Council Goal 1.4b) 167 SERVICE LEVEL INDICATORS 2019 2020 2021 Actual Actual Projected Fires 2,687 3,449 4.427 Explosions / Ruptures 466 2,076 1,271 Rescue / Medical 25,673 25,902 26,133 Hazardous Condition 672 525 599 Service / Public Assist 2,340 2,566 2,813 Fire Alarms / Good Intent 11,611 12,192 12,802 Total Responses 43,562 46,779 50,233 % change (+7%) (7.4) (7.3) 168 FIRE SUPPRESSION EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $36,009,254 $40,582,558 $48,369,501 $42,662,527 Operating 3,840,118 3,836,822 4,286,080 4,034,757 Capital 135,334 144,255 164,255 80,200 Total $39,984,706 $44,563,635 $52,819,836 $46,777,484 SOURCE OF FUNDS: General Fund $38,127,941 $40,083,715 $48,339,916 $41,627,009 PSVS Sales Tax Revenue 1,856,765 4,479,920 4,479,920 5,150,475 Total $39,984,706 $44,563,635 $52,819,836 $46,777,484 169 Public Works DirectorPublic WorksSolidWasteSolid WasteDirectorWastewaterTreatmentWastewaterManagerGeneralServicesStreetsFleetPublic WorksOperations ManagerTraffic Engineering Construction/SurveySubdivisionsDesignEngineeringAdministrationAssistant Public Works DirectorSolidWasteAssistant Public Works DirectorThomas Roads Imp. Program (TRIP)MunicipalAirport170 Public Works DEPARTMENT GOAL To provide 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. 171 PUBLIC WORKS DIVISIONS: Actual Budget 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Public Works Administration $514,580 $655,039 $656,763 $635,209 TRIP 829,904 825,496 825,496 795,160 Engineering 6,598,338 6,979,677 7,361,416 7,687,250 General Services 13,253,460 14,304,427 14,485,065 14,730,610 Streets 19,063,463 20,469,072 20,722,635 21,771,862 Equipment 37,395,296 36,102,380 37,151,567 32,786,585 Wastewater 31,172,720 11,532,257 12,051,468 11,877,230 Solid Waste 51,414,029 53,028,685 54,701,488 58,999,614 Total $160,241,790 $143,897,033 $147,955,898 $149,283,520 SOURCE OF FUNDS: General Fund $21,104,116 $23,433,336 $23,780,082 $24,682,783 PSVS Sales Tax Revenue 622,155 1,093,336 1,997,794 3,191,026 Development Services Fund 2,110,008 2,056,299 2,429,597 2,349,628 State Transportation 447,754 543,505 543,505 493,686 State Gas Tax 3,494,734 3,775,174 3,790,174 3,884,915 Transportation Dev. Fund 448,918 16,800 16,800 23,631 TDF TRIP Local Match 766,294 825,496 825,496 795,160 COF - Local TRIP 63,610 --- Sewer Service-Plant 2 6,427,726 3,452,721 3,967,930 3,526,246 Sewer Service-Plant 3 30,436,006 13,935,450 13,940,614 14,271,995 Refuse Fund 56,393,294 58,319,795 59,256,598 62,931,265 Aviation Fund 531,879 342,741 372,741 346,600 Equipment Fund 37,395,296 36,102,380 37,034,567 32,786,585 Total $160,241,790 $143,897,033 $147,955,898 $149,283,520 FULL TIME EMPLOYEES: Administration 9.00 11.00 11.00 11.00 TRIP 5.00 5.00 5.00 5.00 Engineering 49.00 49.00 49.00 51.00 General Services 80.00 81.00 81.00 82.00 Streets 93.00 95.00 95.00 97.00 Equipment 56.00 59.00 59.00 60.00 Wastewater 41.00 43.00 43.00 43.00 Solid Waste 111.00 113.00 113.00 116.00 Total 444.00 456.00 456.00 465.00 172 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 2020 21 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 2021 22 ACTION PLAN 1.Respond to City Council referrals and citizen requests promptly, efficiently and effectively. 173 ADMINISTRATIVE SERVICES EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $483,846 $612,564 $612,564 $589,479 Operating 30,734 42,475 44,199 45,730 Capital ---- Total $514,580 $655,039 $656,763 $635,209 SOURCE OF FUNDS: PSVS Sales Tax Revenue -37,822 37,822 81,159 General Fund 514,580 617,217 618,941 554,050 Total $514,580 $655,039 $656,763 $635,209 174 4021 ² 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 2020 21 ACCOMPLISHMENTS 1.Development and implementation of the Thomas Road Improvement Program Projects continues: (City Council Goal 6.1) x Construction of the Beltway Operational Improvements Project completed in spring of 2020. City staff continues to coordinate with the contractor and Caltrans for the final acceptance of the project. x The Kern River Bridge Improvements Project, which is the first phase of the Centennial Corridor Project completed in spring of 2020. Final closeout of the project is ongoing. x The Belle Terrace Project, which is the second phase of the Centennial Corridor project awarded in August of 2018. This project is substantially complete. The Belle Terrace Bridge expected to open to traffic by end of March 2021. x The Stockdale Highway / Enos Lane Roundabout project awarded in November 2019 with the project starting construction in July 2019. The project is substantially complete. There are minor punch list items the Contractor is working on currently. x The Bakersfield Freeway Connector, which is the third phase of the Centennial Corridor project awarded in November of 2018. This project is currently under construction and expected to complete in the fall of 2021. x The Centennial Corridor Mainline project awarded in May 2019 with construction starting in July 2019. The anticipated completion is summer 2022. x The 24th Street Improvements Project awarded in September of 2018. This project is substantially complete. The Contractor is working on minor punch list items towards the notice of completion. x The Westside Parkway route transfer to the state highway system officially approved in February of this year. The first phase of this transfer includes the portion from Coffee Road Interchange to the west end of the Westside Parkway at Heath Road. The rest of the route to be transferred once the Centennial Corridor is completed. x The Rosedale Widening Phase 2 project (Calloway Drive to Verdugo Lane) anticipated to be advertised in early April 2021 with the Council award date in May 2021. 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 6.1). 175 FY 2021 22 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 6.1). 2.Continue Implementation of the Thomas Roads Improvement Program including: (City Council Goal 6.1.) x Continue with the construction activities for the various phases of the Centennial Corridor Project. x Complete construction activities for the Stockdale Highway and Enos Lane (SR 43)Roundabout Project by the spring of 2021. x Complete construction of the 24th Street Improvements Project by spring of 2021. x Transfer the rest of the Westside Parkway over to the state highway system with the completion of the Centennial Corridor. x Begin construction on the Rosedale Widening Phase 2 project in summer of 2021. 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 6.1). 176 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) EXPENDITURES Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $693,107 $736,479 $736,479 $714,120 Operating 73,187 89,017 89,017 81,040 Capital 63,610 --- Total $829,904 $825,496 $825,496 $795,160 SOURCE OF FUNDS: TDF TRIP Local Match 766,294 825,496 825,496 795,160 COF - Local TRIP 63,610 --- Total $829,904 $825,496 $825,496 $795,160 177 4031 ² ENGINEERING DIVISION GOAL Provide development, design and project management services for Capital Improvement Program (CIP) project. Ensure proposed new developments 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 and provide agency support for annexation, street and other vacations, and minor land divisions. FY 2020 21 ACCOMPLISHMENTS Design: Designed, received bids, and submitted 38 projects to City Council for award of contracts including: x Storm Lift Station Rehabilitation 24th Street at Oak Street (City Council Goal 6.2). x Sewer Rehabilitation (Emergency On Call Repairs) at Various Locations (City Council Goal 6.2). x Sewer Reconstruction & Emergency Repairs at Brundage Lane and Chester Avenue (City Council Goal 6.2). x Sewer Rehabilitation (CIPP Liner) near 23rd Street/24th Street between Oak Street and H Street and Alta Vista Street between Kentucky Street and Bernard Street (City Council Goal 6.2). x Sewer Cleaning along Buena Vista Road and McCutchen Road (City Council Goal 6.2). x Downtown Master Storm Drain Study Phase II (City Council Goal 6.2a). x Street Light Study (City Council Goal 6.4b). x Street Lighting Improvement along Oleander Avenue from Brundage Lane to California Avenue (City Council Goal 6.4b). x Downtown Corridor Enhancement (City Council Goal 8.2). x Downtown Solar Feasibility Study for City Facilities (City Council Goal 8.0). x Pavement Management System Update (City Council Goal 6.2c). x Pavement Rehabilitation (SB1) Truxtun Avenue from Elm Street to Chester Avenue and Wilson Road from South H Street to South P Street (City Council Goal 6.2c). Pavement Rehabilitation (RSTP) on New Stine Road from Ming Avenue to Stockdale Highway and South H. Street from Panama Lane to Pacheco Road (City Council Goal 6.2c). x Pavement Rehabilitation along Mt. Vernon Avenue from E. Planz Road to 178 Belle Terrace Avenue and E. Planz Road from Washington Street to Mt. Vernon Avenue (City Council Goal 6.2c). x Pavement Rehabilitation Taxiway Bakersfield Municipal Airport (City Council Goal 6.2c). x Multi Use Path along Pacheco Road from Stine Road to Wible Road (City Council Goal 6.5c). x Greenscape improvements along Kentucky Street from Beale Avenue to just east of Williams Street (City Council Goal 6.5a). x Median improvements at Niles Street and Brown Street and E. 19th Street and Truxtun Avenue (City Council Goal 4.2). x Sidewalk improvements along Brundage Lane from Oak Street to Pine Street and H Street to Chester Avenue and L Street from Truxtun Avenue to 23rd Street (City Council Goal 6.5). x Pedestrian improvements at 1702 18th Street (City Council Goal 6.5). x Street improvements/widening: Hageman Road from Jewetta Avenue to Sovereign Drive Hosking Avenue from Stine Road to Akers Road and Calloway Drive from Lake Superior Drive to Norris Road (City Council Goal 6.2). x Traffic signal installation at Ming Avenue and Grand Island Drive McKee Road and Wible Road McKee Road and Ashe Road and Hosking Avenue and Hughes Lane (City Council Goal 6.3a). x Bridge deck improvements on Allen Road over Kern River (City Council Goal 6.2). x Construction of administrative building at the Greenwaste Facility on Mt. Vernon Avenue (City Council Goal 8.0). x Fleet Garage/Police Garage Remodel (City Council Goal 8.0). x Convention Center concrete flooring rehabilitation (City Council Goal 8.0). x Mesa Marin Sports Complex Phase 3 and Kaiser Permanente Sports Village Phase 4 (City Council Goals 4.1a 4.1b). x Bakersfield Police Department Shooting Range and Baffling system retrofit (City Council Goal 1.1). x Bakersfield Police Department Explosive Ordinance Device (EOD) Relocation (City Council Goal 1.1). Subdivision Engineering: 1.Accomplishments for F/Y 20/21 (City Council Goal 5.1): x Approved Plans: 25 Street Plans ² 15 Originals, 10 approved revisions 12 Sewer plans 2 wall plans 6 landscape plans 36 grading plans. x Permit Applications Submitted: 1,399 Street 38 Encroachment 1,085 Transportation (approved) 95 Wireless (approved). x Annexation completed (2): 690 Union No.16 670 Mohawk No. 2 x Annexations in process (7): Annexation #705 exhibits complete (on hold in Planning for pre zoning approval) Annexation #703, Landco No. 4 (Landco Dr. south of Hageman Rd.) Annexation #680, Harris No. 5 (county island @ Harris Rd. and Akers Rd.) Annexation #691, Cottonwood No. 5 (between SR 58/Feliz Dr. & Cottonwood Rd./Washington St.) Annexation #700, South Union 179 Ave. No. 17 (NW corner of S. Union Ave. & Astor Ave. Parcel 2 of PM 10019) Annexation #702, Panama Ln. No. 24 (school site @ SW corner Panama Ln. & Cottonwood Rd.), proposed for April 2021 LAFCO agenda Annexation #704 Panama Ln. No. 25 (High school site NE corner Panama Ln. & Cottonwood Dr.), proposed for April 2021 LAFCO agenda. x Minor Land Divisions: 17 Parcel Mergers, 11Lot Line Adjustments, 4 Parcel Map Waivers. x Fees collected through the development process: Transportation Impact Fees = $15,549,693.97 Sewer Connection Fees = $7,068,845.09 Planned Sewer Area/Planned Drainage Area Fees = $4,070,711.83 Maintenance District Formation Fees = $25,519.00 Major Bridge and Thoroughfare Area Fees = $176,256.61 Construction and Surveying: 1.Provided construction management and inspection services for 30 projects havinga total contract value of over $30 million, including: x Reconstruction of (5) streets at various locations (City Council Goal 6.2). x Reconstruction of the Convention Center floor (City Council Goal 6.2). x Sidewalk Improvements at various locations (City Council Goal 6.4 & 6.5). x Wastewater Treatment Plant #3 Rehabilitation of Clarifiers 5 & 7 (City Council Goal 6.2) x Wastewater Treatment Plant #3 Polymer Feed System Replacement (City Council Goal 6.2). x Installation of (1) Traffic signal and (4) Traffic signal interconnect projects at various locations (City Council Goal 6.4). x Median Modification and dual left turn lane installation at Ming Ave. and Stine Rd. (City Council Goal 6.2). x Rehabilitation of (2) storm drain lift stations (City Council Goal 6.2). x Installation of an electronic message board for the Bakersfield Visitors Center (City Council Goal 7.2, 8.2). x Generator Installation at the Technology Services communications tower (City Council Goal 6.2). x Installation of CIPP liner at various locations (Council Goal 6.2). x Landscaping improvements for WWTP #3 on Gosford and McCutchen Road (City Council Goal 4.2, 6.2). x Generator installation at the Bakersfield Police Department (City Council Goal 6.2). x Shooting Range Restoration at the Bakersfield Police Department (City Council Goal 6.2). x Greenscape and Lighting on Kentucky Street (City Council Goal 4.2. 6.2, 6.4 & 6.5). x Manor Street Bridge over Kern River (City Council Goad 6.2). x Sewer cleaning on McCutchen Road between Buena Vista Rd. and Gosford Rd. (City Council Goal 6.2). x Street light improvements Oleander (City Council Goal 6.2, 6.4). 180 2.Inspected development infrastructure improvements for 68 tracts and parcel maps (City Council Goal 5.1). 3.Provided inspection services for 2,864 (calendar year 2020) street use permits (City Council Goal 5.1). Cal Water self inspection program began March 2019. Traffic Engineering: 1.Analyzed 18 intersections for State traffic control warrants. Added the new locations that met warrants for consideration in subsequent CIP project lists and for CMAQ funding (City Council Goal 6.3a). 2.Bid and awarded six federal funded Congestion Management Air Quality signal interconnect/synchronization projects. CMAQ funds received $2,207,133 (City Council Goal 6.3a). 3.Implemented new signal timing and route coordination plans at 20 intersections based on updated traffic volumes and the installation of 6 traffic monitoring cameras (City Council Goal 6.3a). 4.Received ATP grant funding for a bike lane and pedestrian improvement project on Chester Avenue (City Council Goal 6.3b) 5.Bid project for bike route signs on Brundage Lane using TDA funds (City Council Goal 6.3c) 6.Bid and awarded city Bike Share Program project funded by Active Transportation Program (ATP) grant (City Council Goal 6.4a). 7.Accomplishments for calendar year 2020 include (City Council Goal 6.2): x Review of 200 site plans and 146 improvement plan checks. x Responded to 117 Citizen inquires and 248 City Source.x Review of 970 traffic control plans, conducted 253 radar/speed profiles, 37 signing/striping work plans, and 115 special event permits. FY 2021 22 ACTION PLAN Design Engineering: 1.Complete design and award all FY 2021 2022 CIP projects before June 30, 2022, including: Pavement Rehabilitation on California Avenue from Union Avenue to Washington Street (RSTP) Pavement Rehabilitation on White Lane from Gosford Road to Old River Road (SB 1) and Pavement Rehabilitation on Union Avenue from Belle Terrace Avenue to State Route 58 (City Council Goal 6.2b). 181 6HZHUrehabilitations (Lift stations and sewer line infrastructure) (City Council Goal 6.2). Storm rehabilitations (Lift stations and storm drain infrastructure (City Council Goal 6.2). x Traffic signal installations at various locations (City Council Goal 6.3a). x Street improvements to widen roadways (City Council Goal 6.2). Bike lane improvements/pedestrian improvements (City Council Goal 6.4). Facility improvements related to Public Safety and Vital Services Measure (City Council Goal 1.0). 2.Investigate new construction methods, which could potentially decrease construction/maintenance costs for City streets (City Council Goal 6.2). 3.Evaluate pavement priority list using newly updated (2021) Pavement Management System to include projects into both the federally funded (RSTP) and state funded (SB 1) transportation programs (City Council Goal 6.2d). 4.Provide project management assistance for various CIP projects including projects for other City Departments (City Council Goal 6.2). Subdivision Engineering: 1.Complete the General, Drainage, Grading, and Landscaping revisions to City Standards to provide updated standards for the development community. (City Council Goal 5.1). 2.Provide great customer service to the land development community. Construction Engineering and Surveying: 1.Respond to 70% of all permit inspection requests within 24 hours and all other inspections within 48 hours (City Council Goal 5.1). 2.Begin working on requests for preliminary surveys within ten days of receipt (City Council Goal 6.1). 3.Respond to construction survey requests within 48 hours (City Council Goal 6.1). 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 Goal 5.1). Traffic Engineering: 1.Analyze 15 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 6.3a). 182 2.Complete design and award all FY 21 22 CIP projects before June 30, 2022 including: two federally funded Congestion Management Air Quality (CMAQ) adaptive signal coordination projects, manage Bike Share Program project funded by Active Transportation Program (ATP) grant, and install bike lane improvements on A Street funded by Transportation Development Act (City Council Goal 6.3a, 6.3b, 6.3c). 3.Continue to update Traffic Signal Coordination Program and install new timing software/hardware. Collect traffic data and re coordinate 20 signals as traffic volumes and pattern changes (City Council Goal 6.3a). 4.Complete design and award CMAQ funded Stockdale Ranch Multi Use Path (City Council Goal 6.3a). SERVICE LEVEL INDICATORS FY19 20 FY 20 21 FY 21 22 Actual Projected Proposed Construction Permit Inspections Performed 3409 3500 3500 Intersections Analyzed for Traffic Control 20 18 15 Warrants Signals Analyzed and Re Coordinated/Timed 18 20 20 Budgeted Public Works CIP Projects Bid 19 22 100% During the Fiscal Year 183 ENGINEERING EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $5,428,332 $6,308,280 $6,308,280 $6,725,619 Operating 1,170,006 671,397 1,053,136 958,131 Capital ---3,500 Total $6,598,338 $6,979,677 $7,361,416 $7,687,250 SOURCE OF FUNDS: General Fund $4,039,412 $4,872,672 $4,881,113 $5,171,684 PSVS Sales Tax Revenue -33,906 33,906 142,307 Development Services Fund 2,110,008 2,056,299 2,429,597 2,349,628 Transportation Dev. Fund 448,918 16,800 16,800 23,631 Total $6,598,338 $6,979,677 $7,361,416 $7,687,250 184 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 2020 21 ACCOMPLISHMENTS 1.Anti Graffiti program: Received 1,600 requests on the 32 Erase hotline, 6,220 requests from the mobile phone application (City Sourced), and 850 internal requests. Removed a total 7,000 graffiti sites (City Council Goal #4). 2.Street Lights: x Responded to 1,300 street light service requests and replaced 8 street lights, including poles damaged due to traffic accidents or deterioration (City Council Goal #6 Enhance). x Replaced over 18,000 linear feet of copper wire stolen from various street light systems (City Council Goal #6 Enhance Infrastructure). With replacement, staff includes measures to deter future thefts from reoccurring. 3.Traffic Signals: x Replaced 28 traffic signal poles and related equipment due to accidents (City Council Goal #6 Enhance Infrastructure). x Replaced traffic signal controller cabinets at 16 (sixteen) intersections (City Council Goal #6 Enhance Infrastructure). x Responded to 198 emergency call outs for traffic signal and street light problems (City Council Goal #6 Enhance Infrastructure). 4.Signing, Striping, and Marking Improvements: x Painted all striping and pavement markings for roadways sealed and resurfaced by the Streets Division throughout the City (City Council Goal 6 Enhance Infrastructure). x Performed maintenance of bike lane markings (City Council Goal 6 Enhance Infrastructure). x Installed Caltrans standard traffic control signs, guide signs, traffic markings, guardrails, etc. along the Westside Parkway. (City Council Goal #6 Enhance Infrastructure). 185 5.Mechanics Bank Arena Improvements: x The Mechanics Bank concourse was painted. Painted areas included interior walls, restrooms, snack bar exteriors, etc. (City Council Goal #8 Invest in Urban Renewal and Downtown Development). x Upgraded meeting rooms for the Convention Center, work included new carpet, wall and window coverings, LED fixtures and painted walls (City Council Goal #8 Invest in Urban Renewal and Downtown Development). x Repaired the orchestra pit lift in the Convention Center. The valves, hydraulic lift, motors and pumps were upgraded and refurbished (City Council Goal #8 Invest in Urban Renewal and Downtown Development). 6.Remodeling Projects: x Converted the Calcot facility to the Brundage Lane Navigation Center (BLNC). The facility remodeled to house and rehabilitate homeless clientele. New switchgear, transformer and electrical panels installed. Dorms, offices, restrooms built. New doors and jambs installed. Existing plumbing modified and new plumbing installed. New HVAC units and ducting installed. New floor covering installed. The facility was re roofed. Monoliths built on the west side of the building. Fire sprinkler system and fire panel modified. LED light fixtures installed. The existing concrete floor was polished and sealed throughout the facility (City Council Goal #2 Address Homelessness). x Kitchen was built in the BLNC that included the following: New electrical panel, LED fixtures, new walls with FRP, paint and/or stainless steel, a walk in freezer, HVAC units, reinforcement of the roofs for the HVAC units, ducting, appliances, counters, break room, supervisor office, storage room, roll up doors for windows, polished concrete, plumbing, fire sprinklers, dropped down ceiling and new doors and jambs. (City Council Goals #2 Address Homelessness). x Assisted the Bakersfield Police Department·V6KRRWLQJ5DQJH3URMHFWE\UH locating the designated double doors and assisting in the demolition of buildings and infrastructure (City Council Goals #1 Provide Quality Public Safety Services). x Built a COVID 19 overflow room and restroom at Brundage Lane Navigation Center. The following work was completed: Modified existing fire sprinkler system, walls and ceilings painted, new HVAC unit installed, roof reinforced for HVAC unit, concrete floor polished and sealed, existing roll up door removed and framed in with double doors, new doors and jambs, LED fixtures, electrical outlets, shower, bathroom fixtures, plumbing and ducting installed (City Council Goal #2 Address Homelessness). 186 7.Bakersfield Municipal Airport: x Completed update of the Airport Layout Plan including an Aeronautical Geographic Information System survey, required by the FAA ion in order to qualify for FAA Federal and State Aeronautics Grant Funds for future Airport projects. This project will be 90% funded by the FAA (City Council Goal 6.2). x New full time Craft Worker position at the Airport remodeled the Airport Bathrooms and brought them into compliance with ADA (City Council Goals 6.2. Airport Hangar security was improved by modifying Hangar doors and locking mechanisms. Began regular servicing and replacing hangar doors as needed, many of which are over 50 years old. (City Council Goals 6.2) FY 2021 22 ACTION PLAN 1.&RQWLQXHWRLPSURYHWKH&LW\RI%DNHUVILHOG·V$QWL Graffiti Program and promote UHSRUWLQJJUDIILWLRQWKH&LW\·VPRELOHDSS &LW\&RXQFLO*RDOs #4 Enhance Quality of Life and Public Amenities). 2.Convert existing light fixtures to LED fixtures at the following: Tevis Park, Patriots Park, Municipal Airport, SilveU&UHHN3DUN6LHPRQ3DUN7UDGHZLQGV3DUN6HDVRQ·V Park, Pin Oak Park and Saunders Park (City Council Goal #4 Enhance Quality of Life and Public Amenities). 3.Repaint 400 bike lane markings throughout the City of Bakersfield (City Council Goal #6 Enhance Infrastructure). 4.Convert approximately 60 cobra street light fixtures and all wall packs in City underpasses to LED fixtures. (City Council Goal 6 Enhance Infrastructure). 5.Bakersfield Municipal Airport: x Bid and complete the construction of the Northwest Apron Pavement Area Rehabilitation, Sections A and C project (City Council Goals 6.2). Improve condition of airport facilities by updating hangars, facilities and improving airport security. (City Council Goals 6.2). 187 SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed Graffiti Removal Sites 8,100 9,000 10,000 Replacement of Metro Street Markers 163 298 200 Striping of City Streets (miles) 760 750 750 Street Light Repair Requests 1,700 1,300 1,200 188 GENERAL SERVICES EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $7,412,198 $8,208,879 $8,208,879 $8,467,340 Operating 5,789,809 6,053,548 6,234,186 6,221,270 Capital 51,453 42,000 42,000 42,000 ---- Total $13,253,460 $14,304,427 $14,485,065 $14,730,610 SOURCE OF FUNDS: General Fund $9,581,766 $10,303,399 $10,452,579 $10,487,859 PSVS Sales Tax Revenue 445,707 649,608 651,066 827,550 State Transportation 447,754 543,505 543,505 493,686 State Gas Tax 2,246,354 2,465,174 2,465,174 2,574,915 Aviation Fund 531,879 342,741 372,741 346,600 Total $13,253,460 $14,304,427 $14,485,065 $14,730,610 189 4052 ² STREETS DIVISION GOAL Utilize all resources to improve safety and appearance of community through maintenance and repair of City street system located within the public right of way utilize all resources to be proactive rather than reactive when maintaining streets ensure safe and dependable performance of storm drains, sewer lines and lift pump stations FRQWLQXHWKH&LW\·VFRPPLWPHQWWRDQHIIHFWLYHSUHYHQWDWLYHVWUHHWPDLQWHQDQFH program. FY 2020 21 ACCOMPLISHMENTS 1.Implemented City Alley Program, paving approximately 12,000 tons of asphalt resulting in more than 11 miles of paved alleys (City Council Goal 6.2). 2.Maintained a safe working environment for employees with consistent training sessions and safety meetings (City Council Goal 7.1). 3.Maintained the street sweeping cycle of 20 days, while adding new routes that DFFRPPRGDWHWKH&LW\·VJURZWK &LW\&RXQFLO*RDO 4.CDBG Funded areas (City Council Goals 6.2, 8.2): Completed multiple installations of handicap ramps, curb, gutter, and sidewalk repairs, and street reconstruction in the following areas: x Area between Union Avenue to railroad tracks east of Madison, and from Brundage Lane to East Belle Terrace. x Area between East California Avenue to Brundage Lane, from the asphalt to Branch Railroad to Union Avenue. x Area between Flower Street to Kentucky Street, and from Beale Avenue to Virginia Street. x Area between South H Street to Chester Avenue and Wilson Road to Planz Road. 5.Maintained Supervisory Control and Data Acquisition System (SCADA) on all City sewer and storm lift stations (City Council Goal 6.2). 6.Cleaned approximately 700 miles of City owned sewer lines (City Council Goal 6.2). 7.22nd Street Area Rehabilitation Project, creating safe pedestrian pathways and improving the roadway and drainage system (City Council Goal 6.2, 8.1). 190 FY 2021 22 ACTION PLAN 1.Update the existing street resurface/reconstruction list and prioritize street repairs using Street Saver Program (City Council Goal 6.2). 2.Review and evaluate the once a month street sweeping program (City Council Goal 6.2). 3.&RQWLQXHWKHUHWURILWRIWKH&LW\·VH[LVWLQJVHZHUDQGVWRUPOLIWVWDWLRQVWRKHOSZLWK growth and maintenance issues (City Council Goal 6.2). 4.Video inspect approximately 90 miles of City sewer and storm drain lines (City Council Goal 6.2). 5.Evaluate new technology and methods in the repair and maintenance of streets, sewers and storm drains for efficiency and cost effectiveness (City Council Goal 6.2). 6.Partner with internal division within the City to develop new processes in pavement preservation through new maintenance applications (City Council Goal 6.2). SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 (City Council Guiding Principles) Actual Projected Proposed Residential Sweeping Cycle (days) ² Existing 20 20 20 Routes Lane Miles Resurfaced/Reconstructed 85 100 120 Sewer Lines Inspected (miles) 80 90 90 Maintenance Service Emergencies 145 120 100 191 STREETS EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $8,332,822 $9,126,468 $9,126,468 $9,334,483 Operating 10,726,613 11,325,604 11,579,167 12,420,379 Capital 4,028 17,000 17,000 17,000 ---- Total $19,063,463 $20,469,072 $20,722,635 $21,771,862 SOURCE OF FUNDS: General Fund $6,968,358 $7,640,048 $7,827,449 $8,469,190 PSVS Sales Tax Revenue 176,448 372,000 372,000 - State Gas Tax 1,248,380 1,310,000 1,325,000 1,310,000 Sewer Service-Plant 3 5,691,012 5,855,914 5,857,076 5,921,011 Refuse Fund 4,979,265 5,291,110 5,341,110 6,071,661 Total $19,063,463 $20,469,072 $20,722,635 $21,771,862 192 4053 ² 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 2020 21 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 3.1). 2.Continued to purchase approved equipment replacements to assist Departments/Divisions with their operational objectives (City Council Goal 7.1). 3.Continued to perform preventative maintenance and routine repairs of City equipment to ensure continuity of City services and operations (City Council Goal 7.1). 4.&RQWLQXHGWRVXSSRUWWKH&LW\·VFRPPLWPHQWWRORZHUHPLVVLRQVby replacing aged equipment with low emission options (City Council Guiding Principles). FY 2021 22 ACTION PLAN 1.Continue to monitor rental rates and fund balance within the Equipment Management Fund to ensure accurate and timely replacement of equipment, while increasing the fund reserve (City Council Goal 3.1). 2.Continue to purchase approved equipment and retire aged equipment for efficiency (City Council Goal 7.1). 3.Continue to monitor current fuel efficiency market trends to include within equipment specifications the best possible options whenever feasible with the goal of saving on fuel costs (City Council Goal 3.1). 4.&RQWLQXHWRVXSSRUWWKH&LW\·VFRPPLWPHQWWRORZHUHPLVVLRQVE\H[SORULQJ alternative fuel options when feasible, which will increase the quality of life (City Council Goal 4). SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed Perform Preventative Maintenance and Routine Repairs of All Fleet Vehicles 15,348 14,266 16,000 193 EQUIPMENT EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $5,366,391 $6,644,249 $6,644,249 $6,847,811 Operating 19,259,380 11,806,481 11,161,048 12,084,274 Capital 12,769,525 17,651,650 19,346,270 13,854,500 Total $37,395,296 $36,102,380 $37,151,567 $32,786,585 SOURCE OF FUNDS: Equipment Fund $37,395,296 $36,102,380 $37,034,567 $32,786,585 PSVS Sales Tax Revenue --117,000 - Total $37,395,296 $36,102,380 $37,151,567 $32,786,585 194 4071 ² 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 explore opportunities to expand the use of recycled wastewater maintain plant infrastructure by completing major capital improvement projects monitor and regulate industrial waste dischargers to protect wastewater facilities, public, and environment collect sewer user fees from properties receiving City sewer service. FY 2020 21 ACCOMPLISHMENTS 1.Generated 217 million gallons of tertiary treated water and recycled 4,471 tons of bio VROLGVRQWR3ODQW·V)DUP &LW\&RXQFLO*RDO 2.Wastewater Treatment Plant 2: Completed the design and began construction on a two year project to replace the digester mixing pumps and sludge recirculation pumps replaced the grit classifier and began rehabilitating the SODQW·VLQIOXHQWSXPSV (City Council Goal 6.2). 3.Wastewater Treatment Plant 3: Completed landscape and irrigation improvements along McCutchen and Gosford Rd and completed a multi year project that rehabilitated primary clarifiers #5 ² 8. (City Council Goal 6.2). 4.Pretreatment completed a City ZLGHGHQWDODPDOJDPVXUYH\DVUHTXLUHGE\(3$·V dental amalgam rule. The survey and implementation of the new rule ensures mercury containing amalgam wastes do noWHQWHUWKH&LW\·VVHZHUV\VWHP (City Council Goal 6.2). 5.Transitioned the maintenance and operation of City owned farm fields to a new farming firm to ensure continued and sustainable dLVSRVDORIWKH&LW\·VELR solids (City Council Goal 6.2). 6.Completed a review and update of the Wastewater Revenue Program to ensure each sewer user is paying their fair and equal share for sewer service (City Council Goal 6.2). 195 FY 2021 2022 ACTION PLAN 1.Provide continuous operation and maintenance of Wastewater Treatment Plants to ensure secondary and tertiary effluent is properly recycled for farm use, percolation use, and irrigation use at Plant 3 and Sports Village (City Council Goal 6.2). 2.Continue to rollout the implementation of computer maintenance management software to enhance preventive maintenance and asset management (City Council Goal 6.2). 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 6.2). 4.3HUIRUPDIHDVLELOLW\VWXG\IRUWKHH[SDQVLRQRI3ODQW·s tertiary treatment facilities (City Council Goal 6.2). SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed Wastewater Treated (Million Gallons/Day) Plant 2 11.6 11.6 11.6 Plant 3 17.6 17.6 17.6 Permitted Industrial Dischargers 21 21 20 Parcels Served within Incorporated Area (on special assessment list) 100,089 119,033 120,033 196 WASTEWATER EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $4,531,053 $4,908,705 $4,908,705 $4,922,504 Operating 26,622,878 6,572,052 7,091,263 6,904,726 Capital 18,789 51,500 51,500 50,000 Total $31,172,720 $11,532,257 $12,051,468 $11,877,230 SOURCE OF FUNDS: Sewer Service-Plant 2 $6,427,726 $3,452,721 $3,967,930 $3,526,246 Sewer Service-Plant 3 24,744,994 8,079,536 8,083,538 8,350,984 Total $31,172,720 $11,532,257 $12,051,468 $11,877,230 197 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 and Clean City Initiative (CCI) with special emphasis on litter and illegal dumping prevention and abatement per City Council Goals. Continue to develop and implement cost saving strategies Like BARC and the transfer station at Mount Vernon. Develop waste reduction and recycling programs to comply with State mandates, and develop new market strategies while remaining focused on more efficient and energy saving systems at the green waste facility. FY 2020 21 ACCOMPLISHMENTS 1.Continued to provide exceptional service while still maintaining the lowest residential refuse fee amongst 36 surveyed agencies. Adjusted to COVID related changes to service needs while experiencing personnel shortages. Implemented a Transfer Station and conducted a successful recycling pilot program to create cost savings within Solid Waste (City Council Goal 7.1). 2.Supported 106 cleanup and beautification events, and enlisted more than 1,215 volunteers in Keep Bakersfield Beautiful (KBB) activities (City Council Goals 2.3, 4.2, 7.2). 3.Building upon the successful Freeway Litter Program with its three crews from the Bakersfield Homeless Center, cleanup frequency increased on Westside Parkway in preparation of a partial maintenance transfer of the parkway to the State. Implemented a sponsored crew to clean up the Kern River Parkway weekly (City Council Goals 2.3, 2.4, 7.2). 4.Provided outreach and assistance to roughly 2,000 businesses in response to the new State mandatory commercial recycling law, and enlisted the services of HF&H Consulting to help in planning for Senate Bill 1383 compliance (City Council Goal 7.1, 7.2). FY 2021 22 ACTION PLAN 1.Expand efforts to fight litter by continuing to support and expand Keep Bakersfield Beautiful Efforts, continuing to improve CCI team effectiveness and provide ongoing Bulky Item Popup events. Increase education campaign for youth and adults (City Council Goal 2.3). 2.Continue to expand the Food Waste Recycling Program to more restaurants and businesses (City Council Goals 6.3, 7.2). 198 3.Continue to assist the business community in response to the new State mandatory commercial recycling law by increasing education and outreach (City Council Goal 7.1). SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed Anti Litter and Beautification Events 222 175 312 Volunteers 3,962 2,000 5,000 Total Homes Served 107,800 108,600 109,800 Number of Bulky Item Removals 4,596 5,596 7,000 Number of Illegal Dump Cleanups 7,908 8,500 8,900 CCI Teams Items Collected 19,588 25,000 199 SOLID WASTE EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $10,835,382 $11,374,654 $11,426,654 $11,831,342 Operating 39,899,257 40,724,331 42,295,134 46,032,972 Capital 679,390 929,700 979,700 1,135,300 ---- Total $51,414,029 $53,028,685 $54,701,488 $58,999,614 SOURCE OF FUNDS: Refuse Fund $51,414,029 $53,028,685 $53,915,488 $56,859,604 PSVS Sales Tax Revenue $-$-$786,000 $2,140,010 Total $51,414,029 $53,028,685 $54,701,488 $58,999,614 200 6XSSRUW6WDIIWater Resources'RPHVWLF:DWHU2SHUDWLRQV+\GURJUDSKLFV5LYHUDQG$J:DWHU:DWHU5HVRXUFHV6XSHULQWHQGHQW:DWHU5HVRXUFHV'LUHFWRU:DWHU5HVRXUFHV0DQDJHU 2 0&RQWUDFWRU6WRUPZDWHU %XVLQHVV0DQDJHU)LUH+\GUDQW0DLQWHQDQFH6SHFLDO3URMHFWV &LYLO(QJLQHHU,,, :DWHU5HVRXUFHV3ODQQHU 201 Water Resources DEPARTMENT GOAL 7RPDQDJHWKH&LW\·VZDWHUVXSSO\DQGZDWHUULJKWVfor the benefit of present and future residents of Bakersfield to ensure the orderly regulation and distribution of Kern River water, including the preservation and augmentation of the underground water supply WRLPSOHPHQWWKH&LW\RI%DNHUVILHOG·V:DWHU5HVRXUFHV policy as adopted by the Water Board to implement the Conjunctive Use Program as defined in the groundwater sustainability plan to operate the domestic water system and provide high quality water service and promote water conservation to manage the Kern River Levee District for flood control to implement the Kern River Channel Maintenance program on an ongoing basis to provide maintenance of storm water basins to provide maintenance of fire hydrants to administer various water contracts with local water agencies to implement a storm water management program as required by California Regional Water Quality Control Board and support the activities of the Kern River Groundwater Sustainability Agency. 202 WATER RESOURCES DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 River and Agricultural Water $4,934,210 $4,702,273 $4,703,267 $4,942,395 Domestic Water 29,600,577 25,233,287 26,960,183 27,796,760 Total $34,534,787 $29,935,560 $31,663,450 $32,739,155 SOURCE OF FUNDS: River & Agricultural Water $4,934,210 $4,702,273 $4,703,267 $4,942,395 Domestic Water 29,600,577 25,233,287 26,960,183 27,796,760 Total $34,534,787 $29,935,560 $31,663,450 $32,739,155 FULL TIME EMPLOYEES: River and Agricultural Water 24.00 24.00 25.00 25.00 Domestic Water 5.00 5.00 5.00 5.00 Total 29.00 29.00 30.00 30.00 203 4511 ² RIVER AND 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 maintain daily records on Kern River and Lake Isabella Dam operations and create and distribute an annual report perform scheduled and required repairs to river weirs, head gates, canals, turn outs facilities, Kern River channel, 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 2020 21 ACCOMPLISHMENTS 1.Completed rehabilitation and repairs on over 144 storm water drainage basins throughout the City of Bakersfield. Perimeter fencing was completely replaced at six sumps. (City Council Goal 6, Enhance Infrastructure) 2.Replaced approximately 161 concrete panels along the Kern River Canal to improve the flow of water and reduce water seepage throughout the system. (City Council Goal 6, Enhance Infrastructure) 3.Continued 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 approximately 30,000 pounds of grouting material. (City Council Goal 6, Enhance Infrastructure) 4.Fabricated and installed headgates at various canals and replaced approximately three miles of fence along canal located within &LW\·V 2800 Acres. Performed maintenance and repairs at weirs in canal through Mill Creek. (City Council Goal 6, Enhance Infrastructure) 5.Staff has continued to work in the 2800 Acre Recharge Facility. City completed removal of over 26,200 cubic yards of sand in 2800 Acre Basins 3, 4, 8, and 9. This allows City crews to operate these facilities and control water flows in the Kern River more efficiently. (City Council Goal 6, Enhance Infrastructure) 6.River clean up near SR 204 removed rock crest weir, regraded excessive non native vegetation and trees. (City Council Goal 2.3b) 204 7.Maintenance for Truxtun Lakes and Park at Riverwalk Lakes sprayed weed pre emergent on the banks at Truxtun Lakes. Tuned up floating ´6RODU Bees Water Oxygenator 0HFKDQLVPVµ to reduce algae growth in both Truxtun Lakes and Part at Riverwalk. (City Council Goal 4.1c) 8.Replaced 16,000 feet of old fencing, (26 years old), along the Kern River Canal, west of Allen Road. CIP fencing project. (City Council Goal 6, Enhance Infrastructure) 9.Diversion of over 354,000 acre feet through the Kern River and City owned properties. (City Council Goal 4, Enhance Quality of Life and Public Amenities) 10.Completion of the Annual Hydrographic Report (City Council Goal 4.5) FY 2021 22 ACTION PLAN 1.Continue implementation of the 6WDWH·V Sustainable Groundwater Management Act (SGMA) law by managing the &LW\·V Kern River water rights to help provide a clean, reliable, and sustainable source of ground water for the residents of Bakersfield and increase groundwater recharge for conjunctive use purposes. (City Council Goal 4.5b) 2.Continue to install road base as required in neighborhood drainage basins and on canal banks to provide dust control and all weather vehicle access at sites located within the City. (City Council Goal 6, Enhance Infrastructure) 3.Continue to be an active partner in the Isabella Lake Dam Safety Modification Project with the United States Army Corps of Engineers. (City Council Goal 4.5) 4.Continue to implement the &LW\·V Kern River Channel Maintenance Program. (City Council Goal 4.5) 5.Replace approximately 125 concrete panels along the Kern River in the City owned Carrier and River Canal. (City Council Goal 6, Enhance Infrastructure) 6.Continue to remove sand from the 2800 Acres Recharge Facility basins. This allows City crews to operate these facilities and control water flows in the Kern River more efficiently. Continue to clean and maintain the &LW\·V Recharge Basins on a daily basis. (City Council Goal 6, Enhance 205 Infrastructure) 7.Continued 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 approximately 30,000 pounds of grouting material. (City Council Goal 6, Enhance Infrastructure) 8.Complete the Kern River SCADA Project and begin monitoring water flows and diversions within the Kern River and related canals in real time. (City Council Goal 4.5) 9.Complete the Annual Hydrographic Report. (City Council Goal 4.5) SERVICE LEVEL INDICATORS Rehabilitate Drainage Basins 138 144 145 FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed 206 RIVER AND AGRICULTURAL WATER EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,929,274 $2,051,851 $2,051,851 $2,067,026 Operating 2,967,002 2,603,222 2,604,216 2,840,369 Capital 37,934 47,200 47,200 35,000 Total $4,934,210 $4,702,273 $4,703,267 $4,942,395 SOURCE OF FUNDS: River & Agricultural Water $4,934,210 $4,702,273 $4,703,267 $4,942,395 Total $4,934,210 $4,702,273 $4,703,267 $4,942,395 207 4521 DOMESTIC WATER DIVISION GOAL Provide a safe, dependable, and high quality drinking water supply at a competitive price to meet customer demands 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 update design standards and specifications for water distribution system provide for future growth and the increasing water demand within the &LW\·V domestic water system maintain and repair fire hydrants throughout the City and provide for excellent customer service. FY 2020 21 ACCOMPLISHMENTS 1.Continued implementation of a residential water conservation incentive program that provides rebates for high efficiency washing machines, toilets, and smart irrigation controllers. Home conservation kits and water efficient sprinkler nozzles are offered at no cost to city residents. (City Council Goal 4.5a) 2.Started implementation of hardware and software Security Control and Data Acquisition (SCADA) systems for remote monitoring of the &LW\·V Domestic Water System to provide for greater security and efficient operations. (City Council Goal 6, Enhance Infrastructure) 3.Continued 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. Provided master planning to consider most economical use of surface and groundwater supplies for existing and future users. (City Council Goal 6, Enhance Infrastructure) 4.Reviewed and approved 26 new water line construction plans. These plans included 451 new service connections which provide potable water for residential, and commercial use, along with landscaping and fire suppression. (City Council Goal 8.4, Sustainable Growth and Development) 5.Performed repairs and maintenance on fire hydrants, to ensure the hydrants are fully operational in case of an emergency. Also performed inspections and approvals for 60 new dedicated fire water service lines which provide water to building fire sprinkler suppression systems. (City 208 Council Goal 6, Enhance Infrastructure) 6.Continued working with developers and engineers to master plan where future domestic water well sites will be located within planned communities. (City Council Goal 6.2j) 7.Rehabilitated 4 water wells by performing deep cleaning of the well and installed new efficient pumps and motors. (City Council Goal 6, Enhance Infrastructure) 8.Completed several CIP projects, including, constructing new water well CBK 58, installing arsenic treatment at CBK 53, and installing a new emergency backup generator at CBK 8. (City Council Goal 6, Enhance Infrastructure) 9.Performed filtration media change out of granular activated carbon (GAC) for the treatment of TCP at multiple well sites. (City Council Goal 4.5) FY 2021 22 ACTION PLAN 1.Continue to equip existing wells and possible new wells if required with wellhead treatment and make other required water system improvements to comply with the 6WDWH·V drinking water standards. (City Council Goal 4.5) 2.Continued implementation of a residential water conservation incentive program that provides rebates for high efficiency washing machines, toilets, and smart irrigation controllers. Home conservation kits and water efficient sprinkler nozzles are offered at no cost to city residents. (City Council Goal 4.5a) 3.Continue to perform technical studies and analysis to determine appropriate treatment methods for domestic water wells that require treatment in order to continue to meet State and Federal water quality standards. Provide master planning to consider most economical use of surface and groundwater supplies for existing and future users. (City Council Goal 4.5) 4.Operate the City domestic water wells as efficiently as possible to minimize electrical costs and continue to receive rebates when new efficient pump motors are installed. Electrical use accounts for approximately 19% of Domestic :DWHU·V annual budget. Work with Cal Water and PG&E to test well efficiencies. (City Council Goal 6, Enhance Infrastructure) 209 5.Complete several CIP projects, including, construction of new water well CBK 65 to serve the new Stockdale River Ranch Development, construct a pump building over existing water well Olcese 3, and install and upgrade SCADA equipment at all water wells. (City Council Goal 6, Enhance Infrastructure) 6.Prepare and adopt the 2020 Urban Water Management Plan and related Water Shortage Contingency plans as required by the State. (City Council Goal 4.5) SERVICE LEVEL INDICATORS New Service Connections 739 886 900 Water Wells Constructed 0 1 1 Fire Hydrant Maintenance 450 450 500 FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed 210 DOMESTIC WATER EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,539,963 $1,628,610 $1,628,610 $1,788,569 Operating 28,026,191 23,543,177 25,270,073 25,863,691 Capital 34,423 61,500 61,500 144,500 Total $29,600,577 $25,233,287 $26,960,183 $27,796,760 SOURCE OF FUNDS: Domestic Water $29,600,577 $25,233,287 $26,960,183 $27,796,760 Total $29,600,577 $25,233,287 $26,960,183 $27,796,760 211 Director Assistant Director Recreation Division Parks Division Administrative Services Financial Support Services Craftworkers Repair & Maintenance Park/Streetscape Maintenance Urban Forestry/Trees Planning/Projects CIP & Major Repairs Sports/Adaptive Special Events, Saunders & Silver Creek Community Center MLK Community Center Aquatics Measure N Rapid Response Team Recreation and Parks 212 RECREATION AND PARKS DEPARTMENT GOAL Enhance the quality of life through a variety of programs, parks and partnerships. FY 2020 2021 ACCOMPLISHMENTS 1.Completed the installation of the KPSV Fitness Equipment Station Area.(Council Goal 4.1) 2.Completed the CDBG funded project for the swimming pool LED sports lighting project at the McMurtrey Aquatics Center. (Council Goal 4.1) 3.Completed the rehabilitation of two park playgrounds: Seasons Park and Tevis Park. (Council Goal 4.3) 4.New trash enclosures were fabricated and installed at Jefferson Park. 5.Improvements to the Silver Creek Pool Facility were completed which included the following items: (Council Goals 4.1 & 4.4) x Concrete deck repairs x New outdoor shower station x Pool boiler replacement 6.New filtration system was installed at the McMurtrey Aquatics Center. (Council Goal 4.1) FY 2021 2022 ACTION PLAN 1.Implement Measure N: (Council Goals 2.3 and 4.1) a.Work with Fleet to purchase equipment. b.Work with Technology Services on program to track staff and equipment costs. c.Hire and train staff. d.Work with Community Services on coordinating homeless camp cleanup throughout public property. 2.Work with consultants for facilities needs assessments at Martin Luther King Jr. Community Center and the Silver Creek Park Community Center facilities. (Council Goal 4.1) 3.Break ground for construction on the Prop 68 Grant funded Linnell Brahma Park. (Council Goal 4.3) 213 4.Finish CDBG funded projects Beale Park restrooms and Jefferson Park ADA improvements projects. (Council Goals 4.1 & 4.3) 5.Implement a timely program to finish various PSVS funded projects throughout WKH&LW\·VSDUNV\VWHP (Council Goals 4.1 & 4.3) FY 2021 2022 SIGNIFICANT BUDGET CHANGES: 1.The cost of water is a significant budgetary item for the Department. A closer ORRNDWWKH'HSDUWPHQW·VRSHUDWLRQVLQGLFDWHVDQLQFUHDVHRI318,000 or 10.0% for the water accounts. The City has replanted 3,500 trees and approximately 32,000 small plants and ground cover throughout the City in the FY 2019/20. With the increased number of plants and increase in acreage maintained combine for the need to increase this item by 10.0%. (Council Goals 4.1, 4.3, & 4.4) 2.Fleet rates are provided by the Fleet Division. The rates are based on actual cost for equipment and actual historical cost to maintain vehicles, resulting in an increase of 6.7% for $104,551 from the previous year. 3.The PSVS operating budget had a significant increase primarily due to the Council Approved annual contract for $300,000 for citywide weed abatement program. (Council Goal 4.2) 214 RECREATION AND PARKS DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Recreation and Parks Administration $1,184,289 $1,291,874 $1,294,963 $1,327,391 Parks 18,268,619 20,030,528 20,474,769 22,099,662 Recreation 2,761,678 3,522,348 3,537,146 3,654,221 Total $22,214,586 $24,844,750 $25,306,878 $27,081,274 SOURCE OF FUNDS: General Fund $21,584,061 $23,560,919 $23,723,047 $24,790,249 PSVS Sales Tax Revenue 614,316 1,251,431 1,551,431 2,261,865 Bike & Ped Pathway Fund 560 --- Amtrak Operating Fund 15,649 32,400 32,400 29,160 Total $22,214,586 $24,844,750 $25,306,878 $27,081,274 FULL TIME EMPLOYEES: Administration 8.00 8.00 8.00 8.00 Parks 141.00 147.00 147.00 157.00 Recreation 14.00 14.00 14.00 14.00 Total 163.00 169.00 169.00 179.00 215 5041 ² 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 2020 2021 ACCOMPLISHMENTS 1.Received grant funding from the State of California Per Capita Grant for the floor replacement at Saunders Park Pavilion. (Council Goal 4.1) 2.Worked with the neighboring community surrounding the Linnell ²Brahma Park site to develop a design with amenities the community recommended. (Council Goals 4.1 & 4.3) 3.Worked with the Kern County Health Department in partially opening the McMurtrey Aquatics facility to the public in the limited capacity. (Council Goals 4.1 & 4.4) 4.Modified existing park operations for continuous maintenance to local parks, streetscapes, and medians while maintaining safety of the employees during the LQLWLDO´VKXWGRZQµUHVXOWLQJIURPWKH&RYLG 19 Pandemic. 5.Officially opened Bridal Creek Park, making the total parks with the City at 61 parks. (Council Goal 4.3) FY 2021 2022 ACTION PLAN 1.Continue to monitor and apply for state grants to assist with capital improvement, tree planting, and water efficiency projects. (Council Goals 4.1) 2.Perform strategic and long range planning functions for recreation facilities, open space and city park acquisition, design and development. (Council Goals 4.1, 4.2, 4.3 & 4.4)) 3.Add recreation programming to meet the needs of the community by offering family events, senior programs and neighborhood park programs. (Council Goal 4.1) 216 ADMINISTRATION EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,071,480 $1,102,511 $1,102,511 $1,133,928 Operating 112,809 159,363 162,452 163,463 Capital -30,000 30,000 30,000 Total $1,184,289 $1,291,874 $1,294,963 $1,327,391 SOURCE OF FUNDS: General Fund $1,184,289 $1,291,874 $1,294,963 $1,327,391 Total $1,184,289 $1,291,874 $1,294,963 $1,327,391 217 5021 ² PARKS DIVISION GOALS Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services. FY 2020 2021 ACCOMPLISHMENTS 1.Incorporated best practices from the private sector by using outside security forces and continue to work with BPD to provide needed security measures to protect park assets and increase the safety of park users. (Council Goal 1.2) 2.Completed Basketball and pickle ball courts located at Mesa Marin Sport Complex. (Council Goal 4.1) 3.The department is continuing to update the Maxicom system (central control irrigation system) and update parks and streetscapes into the system. (Council Goal 4.2.5, 4.2.6 ) 4.Completed sidewalk improvements at The Park at River Walk. (Council Goal 4.1) 5.The department purchased a mobile security camera for use in city parks. (Council Goal 4.4b) 6.Completed playground improvements at Season Park and Tevis Park (Council Goal 4.1c) 7.Recruited, trained and implemented the Parks Rapid Response Team funded through Public Safety and Vital Services Measure. (Council Goal 2.3) FY 2021 2022 ACTION PLAN 1.Promote and improve practices to insure safe environments for participants and staff through (Council Goal 1.2): x Outside Security x Implement use of mobile camera at park locations x Evaluate park access and develop a plan to address access issues. 2.Work with consultant firm to start design work for Beach Skate Park lighting. (Council Goal 4.1) 3.Work with design firm to complete construction documents for park located at Linnell Way and Brahma St. (Council Goals 4.3b) 218 4.Sustain water conservation efforts through compliance with State and local drought restrictions and improvements to irrigation monitoring equipment and practices. (Council Goals 4.2.) 5.Complete the The Park at Riverwalk amphitheater painting and restroom building renovations (Council Goal 4.1) 6.Continue to work with Public Works to complete the retrofitting of parks safety lighting to LED. (Council Goals 4.3 7.To prudently govern all areas of discretionary spending, including personnel, benefit and pension costs, so that funds to provide services can be balanced with the need to attract and retain quality personnel (Council Goals 7.1) SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 Actual Projected Proposed Maintenance District Acreage Non Maintenance District Acreage Facility/Park Reservations 810 844 854 446 446 446 *1,153 *250 *2,500 *Lower due to COVID 19 219 PARKS EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $9,789,415 $11,700,635 $11,700,635 $12,669,147 Operating 8,470,668 8,326,393 8,770,634 9,430,515 Capital 8,536 3,500 3,500 - Total $18,268,619 $20,030,528 $20,474,769 $22,099,662 SOURCE OF FUNDS: General Fund $17,638,654 $18,746,697 $18,890,938 $19,808,637 PSVS Sales Tax Revenue 614,316 1,251,431 1,551,431 2,261,865 Amtrak Operating Fund 15,649 32,400 32,400 29,160 Total $18,268,619 $20,030,528 $20,474,769 $22,099,662 220 5031 ² RECREATION DIVISION GOALS Provide quality recreational services for the Bakersfield community. FY 2020 2021 ACCOMPLISHMENTS 1.&UHDWHGQHZRQOLQHYLUWXDOSURJUDPPLQJVXFKDV´5HFWKH+RXVHµWRUHDFKRXWWR the community during the height of the pandemic. (Council Goal 4.3) 2.Provided a meal distribution program for neighboring community kids around the Martin Luther King Jr. Community Center when the COVID 19 Pandemic closed the center. (Council Goal 4.1) 3.Opened the McMurtrey Aquatics Center for limited use by the community while following all health department guidelines and protocols for COVID 19 prevention. (Council Goal 4.1) 4.Worked with a contracted security company and Technology Services to complete the update of the security system at McMurtrey Aquatic Center. (Council Goal 4.4) 5.Completed the design work for the four additional softball fields at the Mesa Marin Sports Complex. (Council Goal 4.1b) 6.Provided water safety education at free grant funded CPR courses and through the Recreation and Parks website and social media page. (Council Goal 1.6) FY 2021 2022 ACTION PLAN 1.Assess Silver Creek and Martin Luther King Jr. Community Centers to determine future improvements to meet community needs. (Council Goal 4.3) 2.Work with Technology Services to update and enhance the security camera system at Martin Luther King Jr. Community Center. (Council Goal 4.4) 3.Continue adding amenities such as additional softball fields at Mesa Marin Sports Complex. (Council Goal 4.1b) 4.Provide drowning prevention and water safety education virtually and at aquatic programs. Expand online water safety and drowning prevention activities and enhance social media presence. (Council Goal 1.6) 221 SERVICE LEVEL INDICATORS FY 19 20 FY 20 21 FY 21 22 (Total Attendance) Actual Projected Proposed Sports Silver Creek Community Center/ Saunders Recreation Facility Martin Luther King Jr. Center Aquatics 219,527 *3,000 *75,000 22,000 *5,000 *15,000 14,312 8,000 *17,000 78,770 30,698 40,000 *Lower due to closure from COVID 19 222 RECREATION EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,774,692 $2,361,050 $2,361,050 $2,397,150 Operating 981,788 1,142,698 1,157,496 1,238,471 Capital 5,198 18,600 18,600 18,600 Total $2,761,678 $3,522,348 $3,537,146 $3,654,221 SOURCE OF FUNDS: General Fund 2,761,118 3,522,348 3,537,146 3,654,221 Bike & Ped Pathway Fund 560 --- Total $2,761,678 $3,522,348 $3,537,146 $3,654,221 223 Development ServicesAssistant Building DirectorCurrent PlanningPermit PlanningPlanning DirectorAdvance PlanningBuilding DirectorDevelopment Services DirectorPermitsInspectionsRapid Response TeamCode Enforcement224 DEVELOPMENT SERVICES DEPARTMENT GOAL The goal of the Development Services Department is to provide exceptional professional and technical services that support the development of a well planned community, both now and into the future, while providing exemplary customer service to our clients, from application to occupancy. The department strives to ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies. The department provides meaningful support in the preservation of existing neighborhoods and the development of new sustainable neighborhoods, creating vibrant and safe places for our residents to call home. The department is instrumental in supporting the continued economic vitality of the community, preserving and expanding upon the commercial and industrial base, positioning the City as a regional leader in commerce, employment, education and quality of life. FY 2021 22 SIGNIFICANT BUDGET CHANGES Changes related to Measure N: Proposed Operations and Services are outlined in the March 08, 2021 memo. 225 DEVELOPMENT SERVICES DIVISIONS: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Planning $1,758,712 $2,166,574 $2,167,114 $2,649,100 Building 6,533,895 7,879,198 8,471,584 10,694,418 Total $8,292,607 $10,045,772 $10,638,698 $13,343,518 SOURCE OF FUNDS: General Fund $2,934,960 $3,369,280 $3,380,441 $3,693,554 PSVS Sales Tax Revenue 1,102,456 1,936,907 2,509,667 4,453,290 Development Srvcs. Fund 4,255,191 4,739,585 4,748,590 5,196,674 Total $8,292,607 $10,045,772 $10,638,698 $13,343,518 FULL TIME EMPLOYEES Planning*18.00 19.00 19.00 21.00 Building 49.00 59.00 59.00 76.00 Total 67.00 78.00 78.00 97.00 * Includes former EDCD staff 226 2 6011² PLANNING DIVISION GOAL The Planning Division performs processes and functions that result in timely and orderly development, which encourages thoughtful growth throughout the City. The division provides professional expertise and relevant planning services to ensure that the City continues to evolve as a community where people want to live, work and play through LPSOHPHQWDWLRQRIWKH&LW\·V*HQHUDO3ODQ and the administration of current land use, planning, and zoning laws. The division is responsible for conducting appropriate environmental review and the effective regulation of land divisions. The division provides excellent customer service 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 2020 21 ACCOMPLISHMENTS Planning: 1.Continued research efforts for a comprehensive update to the Metropolitan Bakersfield General Plan Update (MBGP), which was last fully updated in 2002. Presented the General Plan Strategy and Options Report to Committee, Planning Commission, and City Council. (City Council Goals 8.4a) 2.Prepared and released an RFP (Request For Proposal) for the preparation of a comprehensive General Plan update. (City Council Goals 8.4a) 3.Prepared and released RFP for new Climate Action Plan. (City Council Goals 8.4a) 4.Prepared RFP for Municipal Services Review/Sphere of Influence update, which was last fully updated in 2014. (City Council Goals 8.4) 5.Prepared RFP for General Plan Housing Element update, which was last fully updated in 2015. (City Council Goals 8.4a) 6.Selected consultants for the completion of the General Plan Update, Municipal Services Review, Climate Action Plan and Housing Element Update in the Spring of 2021. 7.Implemented goals as noted in the updated General Plan Housing Element, bringing required housing definitions and a reasonable accommodation ordinance to the City Council for approval. (City Council Goals 8.4a) 8.Processed land use permits to facilitate the conversion of existing hotels into affordable housing, including 88 units at 1622 Union Avenue, 27 units at 2027 19th Street, and 32 units at 1301 Chester Avenue. (City Council Goals 8.3) 227 3 9.Processed land use permits, including design review, to facilitate 66.12 acres of single family residential development in the Old River Ranch Master Planned Development area, located west of Old River Road between Berkshire Road and McCutchen Road. (City Council Goals 8.3) 10.Processed land use permits, including design review, to facilitate development at the northeast corner of Old River Road and Panama Lane to allow development of 118,755 square feet of commercial uses including retail, fitness, and restaurants, as well as 116 multifamily units with pedestrian access to the north. (City Council Goals 8.3) 11.Maintained standard processing times for land use permits and exemplary customer service throughout the COVID 19 pandemic while observing public health and safety requirements, allowing development to continue throughout the City. (City Council Goals 5.1) 12.Established relationship with the new Director of LAFCO to explain the recently updated Sphere of Influence (SOI) and associated comprehensive update to the Municipal Service Review (MSR), and discuss on going annexation concepts such as AB 743 (Expedited Annexations) and SB 244 (Disadvantaged Unincorporated Communities policies). (City Council Goals 8.4) 13.Re initiated processing of annexation requests and scheduled items for hearing that had been on hold. (City Council Goals 8.4) 14.Implemented WKH´California Environmental Quality Act (CEQA) notification processµ to ensure that all City Departments have an opportunity to provide comments on 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 5.1, 8.4) 15.Completed the update of the CEQA Policies and Procedures Manual and prepared document for review and adoption by the City Council. (City Council Goals 5.1, 8.4) 16.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 Goals 5.1, 6.1, 6.2) 17.Worked with the California Department of Fish and Wildlife (CDFW) and the U.S. Fish and Wildlife Service (USFWS) to continue implementation of the Metropolitan Bakersfield Habitat Conservation Plan (MBHCP). (City Council Goals 8.4c) 18.Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Conservation Plan Trust Group (MBHCP). (City Council Goals 8.4c) 19.Re established previously allotted grant funding from the Federal Wildlife agency to continue work on the new Bakersfield Habitat Conservation Plan (BHCP). This is a multi 228 4 phased, multi year project to create a new HCP for Metropolitan Bakersfield. Initiated formal review of the Incidental Take Permit (ITP) application with the California Department of Fish and Wildlife. Preparing the submittal of a fifth draft of the ITP to CDFW/USFWS for review and approval, with CEQA/NEPA to follow. (City Council Goals 8.4c) 20.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 Goals 6.2, 8.1, 8.4) 21.Updated Zoning Ordinance with Retail Design Standards requirements, provisions for downtown parking requirements, conditional use permit processing, DQG'LUHFWRU·V review and approval procedures. (City Council Goals 5.1, 8.2) 22.Processed a zone change for 1.38 acres located at the northeast corner of Baker and Kentucky Streets, owned by the City of Bakersfield Redevelopment Successor Agency. The zone change facilitates partnerships with local housing agencies to develop about 85 affordable housing units, along with a community service center and retail at the street level. (City Council Goals 8.1, 8.3) 23.Continued to collaborate with the owners/developers of the Bakersfield Commons, including work focused on the status of mineral rights and methodologies to protect mineral rights, necessary toward moving forward with surface development of the medical facility. (City Council Goals 8.3b) 24.Completed an update to the Mill Creek Master Plan to provide development options on vacant land located at the northeast corner of P/Q and California Ave. Executed the Letter of Intent (LOI) for the purchase of the property and continue toward finalizing the pending Purchase and Sale Agreement (PSA) with ME Development Company, LLC. (City Council Goals 8.2e) 25.Successfully applied for and was awarded a $750,000 Local Early Action Planning grant through the State of California Department of Housing and Community Development. (City Council Goals 8.2e) 26.Initiated the application for the McAllister Ranch groundwater recharge facility Environmental Impact Report and continue to manage that environmental process. FY 2021 22 ACTION PLAN Planning: 1.Begin initial research stages of preparing a comprehensive update to the Metropolitan Bakersfield General Plan which was last fully updated in 2002. Manage efforts of selected consultant in initial visioning efforts. (City Council Goals 8.4a) 2.Begin initial research stages of preparing a Climate Action Plan. (City Council Goals 8.4a) 229 5 3.Begin initial research stages of preparing Municipal Services Review/Sphere of Influence update, which was last fully updated in 2014. (City Council Goals 8.4a) 4.Begin initial research stages of preparing an updated General Plan Housing Element, which was last fully updated in 2015. (City Council Goals 8.4a) 5.Transition to an online permitting and plan review process for land use permits, including staff training and outreach to the development community. (City Council Goals 5.1a, 5.1b) 6.Review existing zoning ordinance provisions and analyze/identify potential updates of the ordinance for short term rentals, shipping containers, etc. as directed by the City Council. (City Council Goals 5.1, 8.1, 8.2) 7.Continue efforts to secure funding and work on plan components for the next phases of the new Bakersfield Regional Habitat Conservation Plan (BHCP) with federal wildlife grants. (City Council Goals 8.4c) 8.Continue to provide administrative support staff for the existing MBHCP Trust Group. (City Council Goals 8.4c) 9.In accordance with the City of Bakersfield CEQA Implementation Procedures, continue to act as the CEQA Coordinator for City Departments and continue to provide CEQA opinions and assistance as needed. (City Council Goals 5.1, 8.4) 10.Assist WKH&LW\0DQDJHU·V2IILFHZLWKUHYLHZRISODQVIRU%LNH3DWK,PSURYHPHQWVDORQJ the Friant Kern Canal north of Kern River and South of Seventh Standard Road. (City Council Goals 6.4, 6.5b) 11.Coordinate with LAFCO and the &LW\0DQDJHU·VRIILFHUHJDUGLQJSURFessing of annexations. (City Council Goal 8.4) 12.Work with LAFCO and Kern County to annex ´,VODQGµDQG´,QILOOµDUHDVVXFKDV the Dennen and Harris island areas. (City Council Goals 8.4) 13.Continue monitoring regional planning efforts through the Kern Council of Governments. (City Council Goals 6.2, 8.1, 8.4) 14.Continue processing general plan amendments, zone changes, subdivision maps, conditional use permits, zoning modifications, site plan reviews and other applications in a timely and efficient manner. Continue to provide exceptional customer service by being attentive, respectful, and understanding of customer requests, and being proactive in identifying and resolving concerns. (City Council Goals 5.1) 15.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 promoting orderly development. (City Council Goals 5.1) 230 6 16.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. (City Council Goals 5.1, 8.4) 17.Processed the following ministerial and discretionary land use entitlement: SERVICE LEVEL INDICATORS ² Planning Division (by application type) FY 19 20 Actual FY 20 21 Projected FY 21 22 Proposed Concurrent (Gen Plan Amend/Zone Change) 8 7 8 Conditional Use Permits 29 22 20 General Plan Amendments 0 0 1 Home Occupations 108 220 175 Land Divisions 47 45 40 Site Plan Reviews 88 100 105 Zone Changes 7 4 4 Zoning Modifications 9 7 7 Annexations 0 8 8 231 PLANNING EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $1,483,746 $1,906,723 $1,906,723 $2,127,313 Operating 274,286 259,851 260,391 509,787 Capital 680 --12,000 Total $1,758,712 $2,166,574 $2,167,114 $2,649,100 SOURCE OF FUNDS: General Fund $1,031,422 $1,117,244 $1,117,784 $1,355,912 PSVS Sales Tax Revenue 8,684 185,309 185,309 392,111 Development Services Fund 718,606 864,021 864,021 901,077 Total $1,758,712 $2,166,574 $2,167,114 $2,649,100 232 7 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. Provide for the fair and equitable enforcement of the codes of the City, encouraging compliance in order to enhance the health, safety and welfare of all residents of Bakersfield. FY 2020 21 ACCOMPLISHMENTS 1.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 Goals 2.2, 2.3b, 2.4) 2.Implemented phase two of Code Enforcement Rapid Response Team (RRT) to quickly and efficiently respond to homeless encampments and trash sites, provide outreach with Flood Ministries to homeless clients and referral to the Brundage Lane Navigation Center. (City Council Goals 2.2, 2.3b, 2.4) 3.Developed and implemented Homeless Outreach Tracking System (HOTS) software to allow Code Enforcement Officers (RRT team) to track information relating to homeless individuals, their location, costs associated with cleanups and other relevant information. The application also allows officers to generate summary reports. (City Council Goals 2.2, 2.3a, 2.4) 4.Provided significant technical support and permitting assistance in the design, construction and occupancy of the Brundage Lane Navigation Center. (City Council Goal 2.1a) 5.Processed a projected total of 13,520 building permits during Fiscal Year 20/21, a 3.3% increase in total permits. 6.Processed a projected total of 1,654 new single family residential permits, a 30% increase over the FY 19/20 total of 1,267. 7.Processed a significantly greater number of multifamily residential building permits. To date, in Fiscal Year 20/21, the Building Division has processed 126 duplex residential permits and 24 apartment structures of five or more units. This continues a trend of very strong multifamily residential development in the community. 8.Completed a projected total of 42,751 building permits inspections during Fiscal Year 20/21, a 3.4% increase in total permits. 233 8 9.Initiated development of Avolve ProjectDox for electronic plan check software to be in place by July 1, 2021. (City Council Goals 5.1a) 10.The Code Enforcement Section·s total response to calls for service increased from a total of 9,346 in 2019, to 11,682 calls for service in 2020, an increase of 25%. (City Council Goals 2.3a) 11.The Rapid Response Team (RRT) responded to 4,375 of the total Code Enforcement call volume, or 12 calls per day, during 2020. This was a 205% increase over 2019, where the RRT reported 1,434 calls. The RRT cleaned up 1,293 sites, removing 3,749 cubic yards of trash and debris. (City Council Goals 2.3a) 12.The RRT made 1,047 contacts with the homeless population during calendar year 2020, collaborating with Flood Ministries and other stakeholders in the development of a referral program to the Brundage Lane Navigation Center. (City Council Goals 2.1a and 2.3a) 13.The Code Enforcement Section addressed 114 individual Council Referrals during Fiscal Year 20/21 as of this date. Of those referrals, 74 have been closed and an additional 8 are recommended for closure. (City Council Goal 2.3a) FY 2021 22 ACTION PLAN 1.Implement electronic plan submittal and plan checking software to provide a more convenient and efficient permitting process for the development community. (City Council Goals 5.1a, 5.1b) 2.Continue to develop a small scale proactive Code Enforcement program to include Community Development Block Grant (CDBG) components for small repair and GHPROLWLRQ7KH3URJUDPZLOOEHVSHFLILFWRDUHDVZLWKLQWKH&LW\·V/RZ Moderate Income Area. (City Council Goals 8.1) 3.Continue updating and implementing a user friendly comprehensive website illustrating and explaining major functions provided by the Building Division including forms and informational handouts. (City Council Goals 5.1) 4.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 Goals 6.5) 5.Add additional Code Enforcement employees to improve response time for Rapid Response Team when addressing homeless encampment campsites and trash complaints. (City Council Goals 2.2, 2.3, 2.4) 6.Capitalize on the proposed addition of staff to maximize efficiencies and improve upon service delivery to the citi]HQVRI%DNHUVILHOGHQKDQFLQJWKH´VRXQGRI VRPHWKLQJEHWWHUµ 234 9 12,587 11,816 11,934 13,082 13,530 10,500 11,000 11,500 12,000 12,500 13,000 13,500 14,000 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21* *Projection of Current FY Permit History $742,647,468 $709,978,314 $720,032,716 $781,545,798 $930,536,340 100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 600,000,000 700,000,000 800,000,000 900,000,000 1,000,000,000 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21*Valuations in Millions *Projection of Current FY Permit Valuations 235 BUILDING EXPENDITURES: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $5,530,171 $6,481,805 $6,689,805 $8,534,519 Operating 933,719 1,373,393 1,727,779 1,953,899 Capital 70,005 24,000 54,000 206,000 Total $6,533,895 $7,879,198 $8,471,584 $10,694,418 SOURCE OF FUNDS: General Fund $1,903,538 $2,252,036 $2,262,657 $2,337,642 PSVS Sales Tax Revenue 1,093,772 1,751,598 2,324,358 4,061,179 Development Services Fund 3,536,585 3,875,564 3,884,569 4,295,597 Total $6,533,895 $7,879,198 $8,471,584 $10,694,418 236 ECONOMIC & COMMUNITY DEVELOPMENT DEPARTMENT GOAL To help ensure a sound economic base for the community and help increase the quality of life for residents within the City of Bakersfield by facilitating programs that stimulate economic development by creating and retaining employment opportunities implementing programs that reduce the impacts of homelessness providing housing programs that are affordable and inclusive enhancing and preserving historical resources improving the safety and livability of neighborhoods by expanding economic opportunities. FY 2021 22 SIGNIFICANT BUDGET CHANGES Changes related to Measure N: Proposed Operations and Services are outlined in the March 8, 2021 memo. 237 Economic & Community DevelopmentEconomic DevelopmentCommunity DevelopmentEconomic & Community Development DirectorHomeless ServicesConvention & Visitors BureauMechanicsBankArena238 CITY OF BAKERSFIELD Economic & Community Development Divisions Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Economic Development $2,619,982 $6,861,804 $8,721,653 $19,126,347 Community Development 4,958,226 8,993,953 26,529,386 4,183,395 Total $7,578,208 $15,855,757 $35,251,039 $23,309,742 Source of Funds General Fund 1,122,830 144,478 3,420,087 227,464 PSVS Sales Tax 1,497,152 6,905,892 5,695,278 10,030,987 HOME Program 1,799,078 1,951,107 2,064,744 1,579,446 Transient Occupancy Tax ---9,286,601 Comm. Dev. Block Grant 3,159,148 6,854,280 12,451,533 2,185,244 Nat'l Stabilization Program --198,099 - CARES/ARPA COVID Relief --11,421,298 - Total $7,578,208 $15,855,757 $35,251,039 $23,309,742 FULL TIME EMPLOYEES Economic Development ---20 Community Development ---6 Total ---26 239 6570 COMMUNITY DEVELOPMENT 1.Completed the Consolidated Plan and associated documents. The Consolidated Plan is a five year plan required by United States Department of Housing and Urban Development (HUD) that outlines how the City intends to meet identified local housing and community development (HCD) needs. (City Council Goals 8.1, 8.2, 8.3, 8.4) 2.Provided services to over 129 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 5.2) 3.Provided financial assistance and co administered six capital improvement activities under the CBDG program. (City Council Goals 4.1, 6.2) 4.Funded the provision of senior services at the Bakersfield Senior Center which provides supportive services to low income seniors including welfare and recreational needs, health, and nutrition education. (City Council Goal 5.0) 5.Rehabilitated nine residential properties with accessibility improvements through the Home Access Program. (City Council Goal 8.3) 6.Provided Financial Assistance to Flood Ministries to provide a dedicated Homeless Outreach Team to accompany City of %DNHUVILHOG·V Rapid Response Team and help transport clients to the Brundage Lane Navigation Center. (City Council Goals 2.3, 2.4, 2.5) 7.Funded a new City wide Down Payment Assistance Program to assist eligible low income families to purchase a single family home for owner occupancy. (City Council Goal 8.1, 8.3) 8.Assisted Golden Empire Affordable Housing Inc., II to develop CitySide Apartments to provide an additional eight units of affordable housing in central Bakersfield. (City Council Goal 8.3) 9.Assisted the Housing Authority of the County of Kern (HACK) to develop an 81 unit affordable housing complex in East Bakersfield. (City Council Goal 8.3) 240 HOMELESS SERVICES 1.Assisted with the completion of the Brundage Lane Navigation Center (BLNC) and selection of service provider at the center adding 150 new beds for those experiencing homelessness in the City. Currently, 111 people reside at the shelter, and 21 people have been placed into housing. (City Council Goal 2.1, 2.4) 2.Successfully submitted the State Homeless Housing Assistance Program (HHAP) 2020 application for $1,543,803 to assist in addressing homelessness in the City of Bakersfield. This application was a collaborative effort between the City, County and Regional Homeless Collaborative. Activities are almost all obligated to contractors under the following categories: Case Management to open up the use of 180 Permanent Supportive Housing Vouchers, Administrative assistance for the Homeless Management Information System, Landlord Incentives and, a flexible removing barriers fund to help participants with small items that are barriers to secure housing. (City Council Goal 2.1, 2.4) 3.Successfully applied for, secured, and obligated $3,265,737 in HHAP 2019 funds. This application is the second round of collaborative applications with the City, County and Continuum of Care (CoC) from the State. Uses include: Shelter Operations for the 40 bed expansions at BHC and Mission Shelters, Case Management, Rental Assistance, Coordinated Entry System Support, and Rapid Rehousing rental assistance for those experiencing homelessness. (City Council Goal 2.1, 2.4) 4.Successfully completed 40 bed expansion at the Mission at Kern County. (City Council Goal 2.1) 5.Successfully completed 30 bed expansion at the Bakersfield Homeless Center (BHC), and near completion on a secondary expansion project that will add 40 additional beds for a total of 70 new beds at BHC. (City Council Goal 2.1, 2.4) 6.Began work on the rehab of an existing building to expand and house the BHC Jobs Program. This project will connect individuals at BHC with job training and experience further diversifying economic development opportunities in the City of Bakersfield. (City Council Goal 2.1, 2.4) 7.Secured and obligated $4,590,711 in CARES Emergency Solutions Grant (ESG) Funds to address the impacts of COVID 19 within the homeless serving community in the City of Bakersfield. Funded activities include homeless prevention rental assistance, rapid rehousing rental assistance to help those currently homeless secure housing, youth specific rental assistance, administrative assistance to help alleviate impacts to the Coordinated Entry System, Operations Assistance for local Homeless Shelters, and PPE and related safety items. (City Council Goal 2.1, 2.2, 2.4) 8.Secured and obligated $537,128 in California Emergency Homeless Funds to 241 assist with implementation of quarantine trailers at the Kern County Fairgrounds, and $200,000 in operational assistance for the BHC. (City Council Goal 2.4) 9.Secured $91,916 in Housing Opportunities for People with AIDS/HIV (HOPWA) that will help with COVID 19 related Rental Assistance(City Council Goal 2.4, 8.3) 10.Contracted with HACK to administer $3,280,146 in CARES funds to be used to alleviate the impacts of COVID 19 through rental and mortgage assistance. (City Council Goal 2.4, 8.3) 11.Contracted with the State of California and HACK to receive and administer $25,042,765 in federal and State Emergency Rent and Utility Assistance Program (ERAP) Guidelines funds to be used to alleviate the impacts of COVID 19 through rental and mortgage assistance. (City Council Goal 2.4, 8.3) 12.Implemented a Referral Network created through a partnership between Bakersfield Police Department (BPD), Rapid Response Teams (RRT), and Flood Ministries to strategize approaches to Homeless Outreach connected to BLNC. (City Council Goal 2.2, 2.3, 2.4) 13.Funded and administered ESG funds for 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 2.2, 2.4) 14.Developed and staffed new Homeless Services unit. (City Council Goal 5.2) 15.Built strong relationships with the Bakersfield Kern Regional Homeless Collaborative staff and local homeless service providers through long term goals for reducing homelessness, and coordinated investment planning. (City Council Goal 2.4) FY 2021 22 ACTION PLAN 1.Work with the Affordable Housing Coalition of Kern County to address affordable housing needs in Bakersfield and Kern County and develop a plan to procure State funds to address those needs. (City Council Goal 8.3) 2.After approval of Annual Action Plan, award projects under the CDBG, HOME Investment Partnership and ESG programs. (City Council Goals 2.4, 4.1, 6.2) 3.Provide $2 million in CDBG financial assistance and co administer five Curb, Gutter and Sidewalk Improvement in eligible neighborhoods. (City Council Goals 6.2, 8.1) 242 4.Fund and assist McMurtrey Aquatic Center shade structure additions and Jefferson Park sidewalk ADA improvements and an energy efficient LED lighting upgrade to the recently renovated basketball courts. (City Council Goal 4.1) 5.Fund the BLNC art and murals project and Bakersfield Senior Center building demolition. (City Council Goals 4.1, 8.1) 6.Provide a land lease on a current City owned lot to MLK Community Initiative group for the MLK Community Garden project. (City Council Goals 4.1, 8.1) 7.Fund and assist ten disabled households through the HOME accessibility grant program. (City Council Goal 8.1) 8.Support the work of affordable housing providers to develop affordable housing for low income households continue to evaluate affordable housing proposals for Federal funding to develop/preserve affordable housing. (City Council Goal 8.3) 9.Assist Pacific Southwest Community Development/Chelsea to develop Sagewood Apartments to provide an additional 72 units of affordable housing in southwest Bakersfield. (City Council Goal 8.3) 10.Assist Cesar Chavez Foundation and HACK to develop Renaissance at Baker to provide an additional 84 units of affordable housing and commercial space. (City Council Goal 8.3) 243 11.Assist Ventura County Community Development Corporation to continue City wide down payment assistance program assisting more low and moderate income households to achieve homeownership. (City Council Goal 8.1, 8.3) 12.Provide funding and support fair housing activities b GBLA. (City Council Goal 5.2) 13.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 5.3a) HOMELESS SERVICES 1.Continue to work with BLNC to reach 150 bed capacity, to connect participants to housing opportunities, and build strong relationships in the community. (City Council Goal 2.1, 2.4) 2.Award and implement CARES Rental Assistance Programs in partnership with HACK. (City Council Goal 2.4, 8.3) 3.Select and award 2020 State HHAP for local homeless service providers. (City Council Goal 2.1, 2.4) 4.Manage and support nine projects with local homeless service providers through the State HHAP Program. (City Council Goal 2.1, 2.4) 5.Complete 40 bed expansion at the BHC. (City Council Goal 2.1, 2.4) 6.Complete rehab of the facility for the expansion of the BHC Jobs Program. (City Council Goal 2.1, 2.4) 7.Manage and support ten projects under the CARES ESG program. (City Council Goal 2.2, 2.3, 2.4) 8.Continue to implement and strengthen the BLNC Referral Network created through a partnership between BPD, RRT, and Flood Ministries. Grant year 2 award to Flood Ministries for the program. (City Council Goal 2.2, 2.3, 2.4) 9.Enter into contract and/or manage ten ESGs for local non profit service providers. (City Council Goal 2.2, 2.4) 244 10.Complete staff compliment and train staff for the new Homeless Services Unit. (City Council Goal 5.2) 11.Continue to build strong relationships with the Bakersfield Kern Regional Homeless Collaborative Staff, and local homeless service providers through long term goals for reducing homelessness, and coordinated investment planning. (City Council Goal 2.4) 12.Continue to procure the services of County of Kern Health Department to administer the HOPWA program for persons in Kern County living with HIV/AIDS. (City Council Goal 2.2, 2.4) SERVICE LEVEL INDICATORS Economic Development FY 19 20 Actual FY 20 21 Projected FY 21 22 Proposed Home Access Grant Program 9 7 10 Fair Housing Education, Outreach, and Counseling 129 200 200 Down payment Assistance Loans 1 5 10 Businesses assisted with EOA grants 0 6 10 Capacity at BLNC 111 150 150 Homeless Service Contracts Awarded 33 19 17 New Shelter Beds 180 230 40 245 CITY OF BAKERSFIELD Community Development Expenditures: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $607,885 $829,199 $1,355,234 $1,073,852 Operating 4,350,341 8,164,754 25,174,152 3,108,543 Capital ---1,000 Total $4,958,226 $8,993,953 $26,529,386 $4,183,395 Source of Funds HOME Program 1,799,078 1,951,107 2,064,744 1,579,446 Comm. Dev. Block Grant 3,159,148 6,854,280 12,451,533 2,185,244 Nat'l Stabilization Program --198,099 - PSVS Sales Tax Revenue -188,566 393,712 418,705 CARES/ARPA COVID Relief --11,421,298 - Total $4,958,226 $8,993,953 $26,529,386 $4,183,395 246 6580 ECONOMIC DEVELOPMENT FY 2020 21 ACCOMPLISHMENTS 1.With the passage of Measure N, the City created a new Economic & Community Development Department (ECD) with new staff hires and programing developed based on Measure N priorities and City Council goals for economic development and addressing homelessness. (City Council Goals 5.2) 2.Kicked off the development of the &LW\·V Market Analysis and Economic Development Strategy to set goals, priorities and action items for enhanced economic development services and programs throughout the City. Also, in partnership with the County of Kern, Chamber and Kern Community Foundation, the City joined the B3K Prosperity project, a public private collaborative effort to develop a roadmap and investment plan for economic growth and inclusion in Kern County. (City Council Goals 5.2, 5.4, 5.4c, 5.4e) 3.To assist with the impacts of the COVID 19 pandemic, started implementation of small business financial and technical assistance programs with Community Development Block Grant Cares Act Funds. (City Council Goals 5.4a) 4.Implemented the PickBakersfield.us ´RQOLQH property matching WRROµ for businesses and developers looking for property to expand their business or locate their next commercial or industrial project. The online tool also identifies market data, incentives, labor force, consumer spending, businesses, talent and zoning information. (City Council Goals 5.1, 5.2) 5.Completed implementation of the Bakersfield Brownfields Site Reuse & Revitalization Program with Community wide Assessment Grants from the U.S. Environmental Protection Agency for Petroleum and Hazardous Substances ($300,000) to identify opportunities for infill and initiate redevelopment of potential brownfields within the City with focused site assessments with environmental testing. Applied for another round of Economic Opportunity Area (EOA) funding to continue the program. (City Council Goals 8.1, 8.2, 8.3, 8.4) 6.Continued implementation of the Economic Opportunity Area (EOA) program. Assisted 6 businesses and awarded $255,614 in grant funds. (City Council Goals 5.3) 7.Continued the &LW\·V Transformative Climate Communities (TCC) effort to complete planning and community engagement tasks as part of the TCC planning grant awarded to the City. The &LW\·V goals for TCC funds is to support revitalization efforts in its downtown and historic neighborhoods for their transformation into livable, sustainable, and thriving communities. (City Council Goals 8.1, 8.2b) 8.Initiated the development of an Affordable Housing Strategy and related 247 supporting programs including an Affordable Housing Trust Fund and Accessory Dwelling Unit (ADU) incentive program, that will help with increasing affordable housing within the City of Bakersfield. The project is funded by the SB 2 Planning Grant. (City Council Goals 5.1, 8.3a, 8.3c) 9.Implemented a second round of PSVS affordable housing funding ($7.3 million) to provide gap financing for the construction of new affordable housing. (City Council Goals 8.3) 10.In 2020/21, the City received its first round of Permanent Local Housing Allocation funds from the State of California to assist in meeting Regional Housing Allocation needs and supporting activities. (City Council Goa l8.3a) 11.Continued implementation of Marketing Package to facilitate development of the City owned ´6RXWK Mill Creek Entertainment $UHDµ property located at P and Q Street, north of California Avenue. (City Council Goals 8.1, 8.2, 8.3) 12.Continued to serve as advisory board member to the Downtown Bakersfield Development Corporation to help address downtown community concerns and provide updates on City projects. (City Council Goals 8.1, 8.2, 8.3, 8.4) 13.As needed, distributed an ´,QFHQWLYH /HWWHUµ 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 8.1, 8.2, 8.3) FY 2021 22 ACTION PLAN 1.Complete development of the Market Analysis and Economic Development Strategy and start implementation of the strategies and action items. (City Council Goals 5.2b) 2.Continue to support the B3K regional properity intiative, a public private collaborative effort to develop a roadmap and investment plan for economic growth and inclusion in Kern County. (City Council Goals 5.2b) 3.Develop marketing materials and plans for areas of the community that demonstrate opportunity for growth, revitalization and development. (City Council Goal 8.1, 8.3) 4.Complete the Transformative Climate Communities (TCC) planning grant and pre application activities. (City Council Goals 8.1, 8.2b) 5.Complete an Affordable Housing Strategy and related supporting programs 248 including an Affordable Housing Trust Fund and Accessory Dwelling Unit (ADU) incentive program, that will help with increasing affordable housing within the City of Bakersfield. The project is funded by the SB 2 Planning Grant. (City Council Goals 5.1, 8.3a, 8.3c) 6.Implement the next round of PSVS affordable housing funding to provide gap financing for the construction of new affordable housing. (City Council Goals 8.3) 7.Implement a PSVS Urban Revitalization project to enhance development opportunities in the City. (City Council Goals 5.3, 8.1, 8.2) 8.Provide economic development opportunities to create and/or preserve jobs and support small businesses. (City Council Goal 8.1, 8.3, 8.4) 9.Pursue funding opportunities to protect, improve, and diversify the economy of Bakersfield. (City Council Goal 8.1, 8.3) 10.Continue implementation of the EOA Incentive Program to promote economic growth and encourage redevelopment.(City Council Goals 5.3a). 11.Initiate Implementation Strategies to build 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 space, 4,130 residential units, 412,479 sf of retail, and 1,141 hotel rooms downtown by 2030.(City Council Goals 5.3, 8.1, 8.2) 12.Continue to act in an advisory capacity to the Downtown Bakersfield Development Corporation. (City Council Goals 8.1, 8.2) 13.Continue the implementation of CARES Act funds to address business and community impacts from the COVID 19 pandemic. (City Council Goals 5.4) 14.Continue to provide staff support to the Historic Preservation Commission and continue development of the Mills Act Ordinance. (City Council Goals 8.1) 15.Continue development of 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 Goals 8.1) 249 CITY OF BAKERSFIELD Economic Development Expenditures: Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Personnel $245,703 $842,298 $842,298 $6,178,607 Operating 2,338,610 6,004,506 7,864,355 12,566,332 Capital 35,669 15,000 15,000 381,408 Total $2,619,982 $6,861,804 $8,721,653 $19,126,347 Source of Funds General Fund 1,122,830 144,478 3,420,087 227,464 PSVS Sales Tax Revenue 1,497,152 6,717,326 5,301,566 9,612,282 Transient Occupancy Tax ---9,286,601 Total $2,619,982 $6,861,804 $8,721,653 $19,126,347 250 Non Departmental This section includes expenditures which cannot be attributed to a single department or division. These expenditures are for services which may impact a number of City departments and functions. x Retiree Medical Benefits This item provides for contributions to medical insurance premiums for retired City employees with at least 10, 15, or 20 years of service credit depending on date of hire, as provided for in various labor agreements. Currently, the City provides benefits to over 300 retired employees. Additionally, due to changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account may also reflect the cost of benefits earned by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are paid. x Elections This item includes funds for the planning for and execution of all City elections. x Property Tax Administration Section 97 of the Revenue and Taxation Code allows the County to charge all districts in the county for their share of the County s Property Tax Administration Cost . This cost commenced with the 1990 91 fiscal year as a result of state budgetary action. The cost to each district is based upon its share of the current AB8 tax dollars, plus a share of the countywide Unitary Tax Allocation. In November 2012 the California State Supreme Court ruled that Counties, including Kern County, had been incorrectly calculating the property tax administrative fees for Cities across the state. As a result of the Court s ruling, the City of Bakersfield realizes a reduced annual administrative fee based on the clarified methodology. x Park Development (NOR) This item provides for the allocation of Park Development Fees collected by the City within the NOR Recreation and Parks District towards park acquisition and development by that agency. x Contingency The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year. 251 NON-DEPARTMENTAL Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Non-Departmental $16,139,175 $15,483,557 $51,423,166 $16,621,193 Debt Service $34,926,377 $24,436,275 $37,140,974 $23,970,306 Transfer out $75,618,798 $55,182,478 $83,198,014 $58,071,047 Total $16,139,175 $15,483,557 $51,423,166 $16,621,193 SOURCE OF FUNDS: General Fund $8,063,843 $4,329,968 $4,459,211 $5,341,165 Non-Dept PSVS -10,835,818 10,835,818 442,309 Development Services Fund 226,701 231,535 231,535 144,763 Sewer Service-Plant 2 --3,000,000 - T.O.T. Fund 81,578 86,236 86,236 92,956 COF Utility/Road Funds 75,007 --- CARES 7,692,039 -32,810,366 10,600,000 Total (a) (b)$16,139,168 $15,483,557 $51,423,166 $16,621,193 #Does not include debt service or interfund transfers (b) Items of note included in the 2019-20 non-departmental budget include: #Council Contigency of $25,000 #City's Share of Cost for LAFCO #City Contribution to Bakersfield Symphony Orchestra and Beale Park Band 252 Special Revenue Funds These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. CARES/ARPA: Federal funding received from March 27, 2020 Coronavirus Aid, Relief, and Economic Security Act, also known as CARES Act and the March 11, 2021 American Rescue Plan Act of 2021, also known as ARPA. 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. Senate Bill 1 (SB 1) - The Road Repair and Accountability Act of 2017 was signed into law by the Governor in order to address the significant multi-modal transportation funding shortfalls statewide. SB 1 established the newly created "Road Maintenance and Rehabilitation Account" (RMRA). SB 1 will be funded by increased in per gallon fuel excise taxes, diesel fuel sales taxes, and vehicle registration fees. The direct allocation funds can only be used to make improvements to existing roadways. 253 Special Revnue Funds Continued 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. 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. 254 CITY OF BAKERSFIELD FINANCIAL SUMMARY CARES/ARPA Fund Actual 2019-20 Adopted Budget 2020-21 Amended Budget 2020-21 Adopted 2021-22 Fund Balance-July 1 $-$-$-$- Revenues Intergovernmental Revenue --37,231,664 10,630,000 Miscellaneous Revenue ---30,000 Total Revenues --37,231,664 10,660,000 Expenditures Operating 7,692,039 -42,231,664 2,000,000 Capital Outlay --2,000,000 - Total Operating 7,692,039 -44,231,664 2,000,000 Total Expenditures (7,692,039)-(44,231,664)(2,000,000) Transfers Transfers Out ---(8,600,000) Transfers In/(Out)---(8,600,000) Fund Balance - June 30 $(7,692,039)$-$(7,000,000)$60,000 255 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $207,744 $598,338 $598,338 $1,433,482 Revenues Intergovernmental Revenue 4,063,072 18,055,116 22,079,213 4,941,198 Charges for Services 4,741 --- Miscellaneous Revenue 177,630 170,868 170,868 169,868 Total Revenues 4,245,443 18,225,984 22,250,081 5,111,066 Expenditures Personnel 374,395 842,744 842,744 518,481 Operating 1,376,234 11,608,789 12,739,788 1,666,763 Total Operating 1,750,629 12,451,533 13,582,532 2,185,244 Capital Improv. Projects 1,963,301 1,890,735 4,783,834 2,432,554 Total Expenditures 3,713,930 14,342,268 18,366,366 4,617,798 Transfers Transfers In 371,871 --- Transfers Out (512,790)(516,500)(516,500)(517,811) Transfers In/(Out)140,919 516,500 516,500 517,811 Fund Balance - June 30 $598,338 $3,965,554 $3,965,553 $1,408,939 256 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $301,271 $164,898 $164,898 $241,306 Revenues Intergovernmental Revenue 2,827,742 2,007,152 3,968,290 1,505,955 Miscellaneous Revenue 40,938 -134,400 - Total Revenues 2,868,680 2,007,152 4,102,690 1,505,955 Expenditures Personnel 105,723 120,575 120,575 140,500 Operating 2,899,330 1,944,169 3,905,307 1,437,946 Capital Outlay ---1,000 Total Operating 3,005,053 2,064,744 4,025,882 1,579,446 Total Expenditures 3,005,053 2,064,744 4,025,882 1,579,446 Fund Balance - June 30 $164,898 $107,306 $241,706 $167,815 257 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $109,090 $142,434 $142,434 $142,434 Revenues Miscellaneous Revenue 33,344 --- Total Revenues 33,344 --- Expenditure Personnel ---- Operating -198,099 198,099 - Total Expenditures -198,099 198,099 - Fund Balance - June 30 $142,434 $(55,665)$(55,665)$142,434 258 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Revenues Intergovernmental Revenue $7,549,105 $10,192,347 $26,733,395 $22,084,015 Total Revenues 7,549,105 10,192,347 26,733,395 22,084,015 Expenditures Capital Improv. Projects 7,549,105 10,169,718 26,733,395 22,084,015 Total Expenditures 7,549,105 10,169,718 26,733,395 22,084,015 Fund Balance - June 30 $-$22,629 $-$- 259 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM(TRIP) / PBC Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $242,943 $242,941 $242,941 $242,941 Revenues Intergovernmental Revenue 86,426,270 749,196 167,090,909 13,895 Expenditures Capital Improv. Projects 86,426,272 749,196 167,090,909 13,895 Total Expenditures 86,426,272 749,196 167,090,909 13,895 Fund Balance - June 30 $242,941 $242,941 $242,941 $242,941 260 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $-$-$-$(2,900) Revenues Intergovernmental Revenue 633,015 785,119 1,506,067 602,000 Charges for Services 74,940 -392,822 - Miscellaneous Revenue 4,103 3,000 100 1,000 Total Revenues 712,058 788,119 1,898,989 603,000 Expenditures Operating 463,963 575,905 585,679 522,846 Capital Improv. Projects 248,095 212,214 1,316,210 76,500 Total Expenditures 712,058 788,119 1,901,889 599,346 Fund Balance - June 30 $-$-$(2,900)$754 261 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $7,813,445 $1,606,930 $4,761,804 $1,468,781 Revenues Intergovernmental Revenue 8,395,887 7,950,000 7,690,000 8,550,000 Fines and Forfeits 43,671 50,000 50,000 50,000 Miscellaneous Revenue 104,663 150,000 37,000 40,000 Total Revenues 8,544,221 8,150,000 7,777,000 8,640,000 Expenditures Personnel 1,472,484 1,613,401 1,613,401 1,655,554 Operating 2,022,250 2,176,773 2,379,010 2,229,361 Total Operating 3,494,734 3,790,174 3,992,411 3,884,915 Capital Improv. Projects 8,101,128 4,124,975 7,077,612 4,465,000 Total Expenditures 11,595,862 7,915,149 11,070,023 8,349,915 Transfers Transfers Out ---(38,500) Fund Balance - June 30 $4,761,804 $1,841,781 $1,468,781 $1,681,866 262 CITY OF BAKERSFIELD FINANCIAL SUMMARY SB1 FUND Actual Amended Budget Revised Budget Adopted 2019-20 2020-21 2020-21 2021-22 Fund Balance-July 1 $-$677,113 $677,113 $4,113 Revenues Intergovernmental Revenue 5,954,294 6,700,000 9,682,091 7,500,000 Miscellaneous Revenue 11,354 30,000 27,000 30,000 Total Revenues 5,965,648 --7,534,113 Expenditures Capital Improv. Projects 6,377,382 7,400,000 10,382,091 7,400,000 Total Expenditures 6,377,382 --- Fund Balance - June 30 $(411,734)$-$-$- 263 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $1,108,586 $748,821 $748,821 $328,821 Revenues Charges for Services 198,099 175,000 175,000 175,000 Fines and Forfeits 1,359,480 1,350,000 1,350,000 1,350,000 Miscellaneous Revenue 30,337 16,000 8,000 8,000 Total Revenues 1,587,916 1,541,000 1,533,000 1,533,000 Expenditures Operating 747,681 753,000 753,000 753,000 Total Expenditures 747,681 753,000 753,000 753,000 Transfers Transfers Out (1,200,000)(1,200,000)(1,200,000)(1,100,000) Fund Balance - June 30 $748,821 $336,821 $328,821 $8,821 264 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $564,195 $579,874 $623,821 $537,382 Revenues Intergovernmental Revenue 5,822 --- Licenses and Permits 315,086 325,650 315,467 316,000 Charges for Services 1,219,356 1,214,180 1,215,577 1,199,035 Miscellaneous Revenue 11,363 7,500 5,400 5,000 Total Revenues 1,551,627 1,547,330 1,536,444 1,520,035 Expenditures Personnel 1,055,516 1,101,317 1,101,317 1,122,917 Operating 421,242 461,119 505,066 472,811 Capital Outlay 15,243 16,500 16,500 16,500 Total Expenditures 1,492,001 1,578,936 1,622,883 1,612,228 Transfers Out ---18,000 Fund Balance - June 30 $623,821 $548,268 $537,382 $427,189 265 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $1,296,069 $876,413 $1,613,573 $1,098,731 Revenues Intergovernmental Revenue 880,718 924,471 1,134,789 596,627 Miscellaneous Revenue 27,996 15,000 12,000 12,000 Total Revenues 908,714 939,471 1,146,789 608,627 Expenditures Personnel 67,877 -192,776 - Operating 475,854 539,746 644,944 596,627 Capital Outlay 47,479 384,725 823,911 - Total Expenditures 591,210 924,471 1,661,631 596,627 Fund Balance - June 30 $1,613,573 $891,413 $1,098,731 $1,110,731 266 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $(245,717)$999,739 $1,333,260 $2,163,160 Revenues Taxes and Assessments 8,913,147 7,850,000 7,900,000 8,500,000 Charges for Services 7,149,064 9,786,000 9,806,000 7,179,508 Miscellaneous Revenue 1,856,130 1,230,000 1,227,500 1,847,497 Total Revenues 17,918,341 18,866,000 18,933,500 17,527,005 Expenditures Personnel 5,780,016 6,694,524 6,694,524 4,970,405 Operating 3,281,869 4,669,435 4,992,950 4,409,152 Capital Outlay 8,163 -10,006 - Capital Leases 3,134,525 3,131,625 3,131,625 3,133,724 Total Expenditures 12,204,573 14,495,584 14,829,105 12,513,281 Transfers Transfers In 10,000 --7,500,000 Transfers Out (4,144,791)(4,274,495)(4,274,495)(6,892,061) Transfers In/(Out)(4,134,791)(4,274,495)(4,274,495)607,939 Fund Balance - June 30 $1,333,260 $1,095,660 $1,163,160 $7,784,823 Analysis of Fund Balance Capital Lease Reserve $900,000 $900,000 $900,000 $900,000 Unreserved 433,260 195,660 263,160 6,884,823 Total $1,333,260 $1,095,660 $1,163,160 $7,784,823 267 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. 268 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $44,785,030 $23,849,271 $37,469,570 $22,848,709 Revenues Intergovernmental Revenue 188,261 -29,000 - Charges for Services 29,255,493 31,756,692 31,756,692 34,177,891 Miscellaneous Revenue 1,562,835 400,000 1,030,030 455,000 Total Revenues 31,006,589 32,156,692 32,815,722 34,632,891 Expenditures Personnel 5,366,391 6,644,249 6,644,249 6,847,811 Operating 21,579,134 13,634,892 13,749,994 15,439,449 Capital Outlay 13,891,945 23,228,715 35,895,404 15,538,313 Total Operating 40,837,470 43,507,856 56,289,647 37,825,573 Capital Improv. Projects 176,885 200,870 1,039,378 840,000 Total Expenditures 41,014,355 43,708,726 57,329,025 38,665,573 Transfers Transfers In 2,692,306 8,322,991 8,322,991 6,508,600 Fund Balance - June 30 $37,469,570 $20,620,228 $21,279,258 $25,324,627 269 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $(20,258,734)$(30,493,250)$(30,354,368)$(30,834,370) Revenues Charges for Services 13,532,091 14,949,601 14,978,601 17,053,107 Miscellaneous Revenue 1,314,642 795,000 682,000 480,000 Total Revenues 14,846,733 15,744,601 15,660,601 17,533,107 Expenditures Personnel 4,609,208 3,496,671 3,496,671 4,596,584 Operating 20,149,562 12,489,447 12,628,329 14,247,343 Total Expenditures 24,758,770 15,986,118 16,125,000 18,843,927 Transfers Transfers Out (183,597)(69,572)(69,572)- Fund Balance - June 30 $(30,354,368)$(30,804,339)$(30,888,339)$(32,145,190) 270 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. 271 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $10,336,973 $9,523,469 $9,813,469 $9,200,734 Revenues Taxes and Assessments 4,564,219 4,583,500 4,583,500 3,658,400 Charges for Services (144,431)--- Miscellaneous Revenue 200,478 12,000 12,000 12,000 Other Financing Sources 92,163 12,816,905 12,816,905 - Total Revenues 4,712,429 17,412,405 17,412,405 3,670,400 Expenditures Operating 47,928 137,800 137,800 31,500 Debt Service 5,188,005 17,270,232 17,270,232 4,591,640 Total Operating 5,235,933 17,408,032 17,408,032 4,623,140 Capital Improv. Projects --290,000 - Total Expenditures 5,235,933 17,408,032 17,698,032 4,623,140 Fund Balance - June 30 $9,813,469 $9,527,842 $9,527,842 $8,247,994 272 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. Major Bridge and Thoroughfare Districts - Accounts for fees assessed and collected pursuant to Section 66484 of the California Government Code for the purpose of defraying the actual or estimated costs of constructing bridge crossings or major thoroughfares identified in the transportation of flood control provisions of the circulation element of the Metropolitan Bakersfield 2010 General Plan. Money in the fund shall be expended solely for the construction of reimbursement for construction of the improvement serving the area to be benefited and from which the fees comprising the fund were collected, or to reimburse the City for the cost of constructing the improvement. When applicable, fees are paid prior to filing and final tract or parcel map or issuance of a building permit. 273 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $14,856,138 $9,211,177 $41,490,349 $8,693,557 Revenues Intergovernmental Revenue 102,129 -1,096,095 - Charges for Services --13,000 - Fines and Forfeits --12,440 - Miscellaneous Revenue 103,219 90,000 978,509 220,000 Total Revenues 205,348 90,000 2,100,044 220,000 Expenditures Capital Improv. Projects 18,367,911 38,074,285 71,946,543 27,031,677 Capital Outlay -12,973 226,302 - Total Expenditures 18,367,911 38,087,258 72,172,845 27,031,677 Transfers Transfers In 44,796,774 36,336,064 36,336,064 23,121,677 Transfers Out -(352,684)(352,684)- Transfers In/(Out)44,796,774 35,983,380 35,983,380 23,121,677 Fund Balance - June 30 $41,490,349 $7,197,299 $7,400,928 $5,003,557 Analysis of Fund Balance Facilities Reserve $3,280,138 $3,011,245 $3,011,245 $3,011,245 Unreserved 38,210,211 4,186,054 4,389,683 1,992,312 Total $41,490,349 $7,197,299 $7,400,928 $5,003,557 Full Time Employees 274 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND - LOCAL TRIP Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $-$(188,031)$12,596,564 $477,158 Revenues Charges for Services 115,979 -60,000 60,000 Miscellaneous Revenue 37,994 20,000 13,500 14,000 Total Revenues 153,973 20,000 73,500 74,000 Expenditures Operating --1,128,439 70,000 Capital Outlay 63,610 -50,000 - Total Operating 63,610 -1,178,439 70,000 Capital Improv. Projects 13,819,885 (651,689)11,004,467 - Total Expenditures 13,883,495 (651,689)12,182,906 70,000 Transfers June 30 Fund Balance $12,596,564 $483,658 $487,158 $481,158 275 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $16,142,165 $544,482 $18,070,400 $450,282 Revenues Taxes and Assessments 5,713,815 5,500,000 5,500,000 5,550,000 Fines and Forfeits ---- Miscellaneous Revenue 163,121 30,000 90,000 80,000 Total Revenues 5,876,936 5,530,000 5,590,000 5,630,000 Expenditures Operating 75,007 -1,422,964 - Total Operating 75,007 -1,422,964 - Capital Improv. Projects $3,873,694 $5,684,200 $21,787,154 $5,603,765 Total Expenditures 3,948,701 5,684,200 23,210,118 5,603,765 Fund Balance - June 30 $18,070,400 $390,282 $450,282 $476,517 276 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $-$-$-$- Revenues Intergovernmental Revenue -6,012,385 6,012,385 177,952 Total Revenues -6,012,385 6,012,385 177,952 Expenditures Capital Improv. Projects -6,012,385 6,012,385 177,952 Total Expenditures -6,012,385 6,012,385 177,952 Fund Balance - June 30 $-$-$-$- 277 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $4,805,694 $3,495,151 $5,591,620 $2,630,221 Revenues Taxes and Assessments 2,811,003 1,440,000 1,440,000 1,532,000 Miscellaneous Revenue 98,607 50,000 50,000 50,000 Total Revenues 2,909,610 1,490,000 1,490,000 1,582,000 Expenditures Debt Service 1,753,280 89,930 787,201 - Total Operating 1,753,280 89,930 787,201 - Capital Improv. Projects 370,404 2,751,550 4,150,748 - Total Expenditures 2,123,684 2,841,480 4,937,949 - Fund Balance - June 30 $5,591,620 $2,143,671 $2,143,671 $4,212,221 278 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $13,185,391 $5,023,499 $15,114,885 $11,499,999 Revenues Taxes and Assessments 15,589,277 13,000,000 20,000,000 16,500,000 Intergovernmental Revenue ---- Charges for Services ---- Miscellaneous Revenue 368,817 175,000 162,000 150,000 Total Revenues 15,958,094 13,175,000 20,162,000 16,650,000 Total Operating 448,918 16,800 16,800 23,631 Capital Improv. Projects 3,979,682 668,700 10,760,086 2,852,000 Total Expenditures 4,428,600 685,500 10,776,886 2,875,631 Transfers Transfers Out (9,600,000)(13,000,000)(13,000,000)(11,500,000) Fund Balance - June 30 $15,114,885 $4,512,999 $11,499,999 $13,774,368 279 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $38,024,306 $(196,001)$35,561,817 $459,633 Revenues Charges for Services 146,805 40,000 40,000 50,000 Miscellaneous Revenue 562,427 350,000 227,000 225,000 Total Revenues 709,232 390,000 267,000 275,000 Expenditures Personnel 832,034 881,451 881,451 818,732 Operating 81,375 129,915 136,650 140,353 Total Operating 913,409 1,011,366 1,018,101 959,085 Capital Improv. Projects 11,858,312 11,600,000 47,351,083 11,000,000 Total Expenditures 12,771,721 12,611,366 48,369,184 11,959,085 Transfers Transfers In 9,600,000 13,000,000 13,000,000 11,500,000 Fund Balance - June 30 $35,561,817 $582,633 $459,633 $275,548 280 CITY OF BAKERSFIELD MAJOR BRIDGE & THOROUGHFARE DISTRICTS Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $-$741,805 $741,805 $886,805 Revenues Fines and Forfeits 194,720 140,000 140,000 200,000 Miscellaneous Revenue 11,894 6,000 5,000 5,600 Total Revenues 206,614 146,000 145,000 205,600 June 30 Fund Balance $741,805 $887,805 $886,805 $1,092,405 281 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. 282 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $-$-$-$- Revenues Miscellaneous Revenue 83,736 84,054 84,054 84,106 Total Revenues 83,736 84,054 84,054 84,106 Expenditures Debt Service 1,353,204 1,323,513 1,323,513 1,324,876 Total Expenditures 1,353,204 1,323,513 1,323,513 1,324,876 Transfers Transfers In 1,269,468 1,239,459 1,239,459 1,240,770 Fund Balance - June 30 $-$-$-$- 283 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2022 Principal Interest Total General Fund: Compensated Absences - Accrued - Sick Leave and Vacation - Estimate 4,500,000 -4,500,000 Transient Occupancy Tax Fund: Convention Center - Arena Projects Series 2006A - Refunding COP 8,190,000 866,525 9,056,525 Series 2006B - Refunding COP 3,085,000 395,250 3,480,250 Community Development Block Grant Fund: HUD Section 108 Loan, 2003 ($4.1 m)1,459,000 84,374 1,543,374 HUD Section 108 Loan, 2003 ($0.8 m)324,000 24,619 348,619 HUD Section 108 Loan, 2003($1.0 m)429,000 76,273 505,273 HUD Section 108 Loan, 2009 ($1.8 m)569,000 39,848 608,848 PG&E Downtown Retrofit Loan 84,115 -84,115 PG&E Theater Retrofit Loan 31,210 -31,210 PG&E Police HQ Retrofit Loan 116,920 -116,920 PG&E Streetlight Retrofit Loan 4,258,074 -4,258,074 Wastewater Treatment Fund: State Water Resources Loan 2,256,380 451,285 2,707,665 Sewer Bonds, 2015 A 145,500,000 63,303,250 208,803,250 Domestic Water Fund: KCWA Water Rights 18,315,293 8,173,437 26,488,730 Successor Agency Fund: Centennial Garden Reimb. 1997 4,800,000 -4,800,000 RDA - 2006 Arena COPS Series A 8,190,000 866,525 9,056,525 RDA - 2006 Arena COPS Series B 3,085,000 395,250 3,480,250 HUD Section 108 Loan, Millcreek South 2,500,000 718,427 3,218,427 HUD Section 108 Loan, Fire Station 5 984,000 273,219 1,257,219 HUD Section 108 Loan, 2003 ($1.0 m)429,000 76,273 505,273 I Bank - Millcreek 7,781,656 2,957,934 10,739,590 RDA Loans - Reimbursement to City 1,388,986 3,210 1,392,196 RDA-Tax Allocation Bond Series 2009A 1,585,000 815,439 2,400,439 RDA-Tax Allocation Bond Series 2009B 940,000 464,361 1,404,361 Special Assessment Districts (19)30,630,000 6,050,830 36,680,830 284 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES Principal Interest Fiscal Charges Total Transient Occupancy Tax Fund- Convention Center - Arena Projects 3,000,000 133,724 3,133,724 Community Development Block Grant Fund- HUD Selection 108 Loans, 2003 573,000 28,917 601,917 PG & E Retrofit Loan 722,959 722,959 Trip Loc 2014 A Park Improvement Fund: Wastewater Treatment Fund: Sewer Revenue Bonds, 2015 A 7,670,000 4,897,000 6,000 12,573,000 Domestic Water Fund- KCWA Water Rights 678,991 668,624 1,347,615 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 2,170,000 92,244 2,262,244 RDA - 2006 Arena COPS Series B 830,000 41,500 871,500 HUD Selection 108 Loans, Millcreek South 226,000 93,617 319,617 HUD Section 108 Loans, Fire Station 6 102,000 37,569 139,569 I Bank- Millcreek 313,932 209,570 20,687 544,189 RDA Reimbursement to City 73,000 11,106 84,106 RDA 2009 Tab - Series A 105,000 94,312 199,312 RDA 2009 Tab - Series B 65,000 53,832 118,832 Special Assessment Districts (19)3,285,000 522,956 6,000 3,813,956 Total Debt Service 21,164,882 6,884,971 32,687 28,082,540 285 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. Domestic Water Connection Fund - Accounts for fees paid for any new connection to the City's domestic drinking water system. The fee is set by resolution by the City Council annually and compensates the City for the expense incurred in furnishing source, storage, and water distribution facilities, and related capital project expenses, including, but not limited to, costs of acquisition and financing and necessary costs of operation, maintenance, replacement, improvement and extension of the water system. Thr required fee must be paid at the first occurence of either the issuance of a building permit or the recordation of a final map. 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. 286 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $82,150,000 $46,061,368 $60,131,340 $42,233,055 Revenues Charges for Services 34,309,005 33,708,875 34,041,875 33,471,361 Fines and Forfeits 19,875 20,000 20,000 - Miscellaneous Revenue 1,573,077 832,125 602,325 846,201 Total Revenues 35,901,957 34,561,000 34,664,200 34,317,562 Expenditures Personnel 7,329,860 7,874,168 7,874,168 7,727,654 Operating 29,623,377 13,379,444 13,396,424 10,548,800 Capital Outlay 18,789 63,500 63,500 62,000 Debt Service 21,900,380 13,423,430 13,423,430 12,573,000 Total Operating 58,872,406 34,740,542 34,757,522 30,911,454 Capital Improv. Projects 6,840,303 9,669,315 23,722,307 8,200,000 Total Expenditures 65,712,709 44,409,857 58,479,829 39,111,454 Transfers Transfers In 8,000,000 6,000,000 6,000,000 13,000,000 Transfers Out (207,908)(645,331)(645,331)(6,787,000) Transfers In/(Out)7,792,092 5,354,669 5,354,669 6,213,000 Fund Balance - June 30 $60,131,340 $41,567,180 $41,670,380 $43,652,163 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 39,931,340 21,367,180 21,470,380 23,452,163 Total $60,131,340 $41,567,180 $41,670,380 $43,652,163 287 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $5,784,040 $4,408,668 $4,408,668 $7,565,668 Revenues Taxes and Assessments 73,068 60,000 40,000 40,000 Charges for Services 6,383,200 5,161,000 9,061,000 7,000,000 Miscellaneous Revenue 168,360 75,000 56,000 55,000 Total Revenues 6,624,628 5,296,000 9,157,000 7,095,000 Transfers Transfers Out (8,000,000)(6,000,000)(6,000,000)(7,000,000) Fund Balance - June 30 $4,408,668 $3,704,668 $7,565,668 $7,660,668 288 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $20,191,181 $17,907,976 $19,653,459 $13,292,009 Revenues Intergovernmental Revenue 6,318,171 4,720,000 4,610,600 5,870,000 Charges for Services 50,328,615 50,341,840 53,114,409 55,058,253 Miscellaneous Revenue 770,212 450,000 429,464 456,000 Total Revenues 57,416,998 55,511,840 58,154,473 61,384,253 Expenditures Personnel 13,136,027 13,889,843 13,889,843 14,163,353 Operating 42,435,807 44,504,587 44,209,475 48,047,308 Capital Outlay 679,390 929,700 929,700 1,085,300 Total Operating 56,251,224 59,324,130 59,029,018 63,295,961 Capital Improv. Projects 171,675 4,059,414 5,764,009 615,000 Total Expenditures 56,422,899 63,383,544 64,793,027 63,910,961 Transfers Transfers Out (1,531,821)(2,736,021)(2,736,021)(1,642,000) Fund Balance - June 30 $19,653,459 $7,300,251 $10,278,884 $9,123,301 Analysis of Fund Balance Cart Replacement Reserve $4,712,000 $5,354,000 $5,354,000 $5,354,000 Unreserved 14,941,459 1,946,251 4,924,884 3,769,301 Total $19,653,459 $7,300,251 $10,278,884 $9,123,301 289 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $15,408,976 $14,436,279 $16,809,715 $11,080,829 Revenues Charges for Services 7,203,989 2,583,300 3,141,800 3,074,000 Miscellaneous Revenue 307,085 150,000 118,000 120,000 Total Revenues 7,511,074 2,733,300 3,259,800 3,194,000 Expenditures Personnel 1,929,274 2,051,851 2,051,851 2,067,026 Operating 2,965,929 2,603,703 2,628,343 2,840,369 Capital Outlay 39,007 47,713 76,160 35,000 Total Operating 4,934,210 4,703,267 4,756,354 4,942,395 Capital Improv. Projects 991,487 1,175,000 3,495,349 900,000 Total Expenditures 5,925,697 5,878,267 8,251,703 5,842,395 Transfers Transfers Out (184,638)(736,983)(736,983)(524,500) Fund Balance - June 30 $16,809,715 $10,554,329 $11,080,829 $7,907,934 290 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUNDS Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $56,983,516 $47,937,518 $52,742,437 $47,669,607 Revenues Charges for Services 28,590,713 28,931,184 28,881,184 29,743,123 Miscellaneous Revenue 1,167,682 725,000 432,158 425,000 Total Revenues 29,758,395 29,656,184 29,313,342 30,168,123 Expenditures Personnel 1,539,963 1,628,610 1,628,610 1,788,569 Operating 28,026,191 25,270,073 26,573,904 25,863,691 Capital Outlay 34,423 61,500 61,500 144,500 Debt Service 1,499,391 1,498,817 1,498,817 1,497,615 Total Operating 31,099,968 28,459,000 29,762,831 29,294,375 Capital Improv. Projects 2,914,868 5,698,453 9,199,541 5,600,000 Total Expenditures 34,014,836 34,157,453 38,962,372 34,894,375 Transfers Transfers In 200,000 3,000,000 3,000,000 500,000 Transfers Out (184,638)--(38,500) Transfers In/(Out)15,362 3,000,000 3,000,000 461,500 Fund Balance - June 30 $52,742,437 $46,436,249 $46,093,407 $43,404,855 291 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER CONNECTIONS Actual Amended Budget Revised Budget Adopted 2019-20 2020-21 2020-21 2020-21 Fund Balance-July 1 $-$2,494,173 $2,494,173 $814,173 Revenues Charges for Services 947,482 1,300,000 1,300,000 1,300,000 Miscellaneous Revenue 37,649 20,000 20,000 20,000 Total Revenues -1,320,000 1,320,000 1,320,000 Transfers Transfers Out 200,000 3,000,000 3,000,000 500,000 Fund Balance - June 30 $-$814,173 $814,173 $1,634,173 292 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $1,157,171 $662,819 $941,031 $697,078 Revenues Intergovernmental Revenue 117,334 197,500 912,363 820,000 Charges for Services 301,476 306,800 297,700 291,700 Miscellaneous Revenue 17,407 10,300 6,800 7,800 Total Revenues 436,217 514,600 1,216,863 1,119,500 Expenditures Personnel 141,657 154,179 154,179 157,035 Operating 390,222 218,562 229,662 189,565 Total Operating 531,879 372,741 383,841 346,600 Capital Improv. Projects 120,478 95,000 1,076,975 955,000 Total Expenditures 652,357 467,741 1,460,816 1,301,600 Fund Balance - June 30 $941,031 $709,678 $697,078 $514,978 293 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $211,587 $16,571 $133,684 $(82,061) Revenues Charges for Services 153,884 163,500 80,200 84,200 Miscellaneous Revenue 2,925 2,000 1,000 1,000 Total Revenues 156,809 165,500 81,200 85,200 Expenditures Operating 279,712 224,832 341,945 237,729 Total Expenditures 279,712 224,832 341,945 237,729 Transfers Transfers In 45,000 45,000 45,000 200,000 Fund Balance - June 30 $133,684 $2,239 $(82,061)$(34,590) 294 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. 295 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY FUNDS Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $368,603 $380,388 $380,388 $420,388 Revenues Taxes and Assessments 3,136,153 2,696,327 2,696,327 2,695,625 Charges for Services 3,134,525 3,131,625 3,131,625 3,133,724 Miscellaneous Revenue 11,793 --- Total Revenues 6,282,471 5,827,952 5,827,952 5,829,349 Expenditures Operating 19,197 50,000 50,000 50,000 Capital Outlay ---- Debt Service 6,251,489 5,737,952 5,737,952 5,739,369 Total Operating 6,270,686 5,787,952 5,787,952 5,789,369 Total Expenditures 6,270,686 5,787,952 5,787,952 5,789,369 Transfers In 3,116,964 2,606,327 2,606,327 2,605,625 Transfers Out (3,116,964)(2,606,327)(2,606,327)(2,605,625) Transfers In/(Out)---- Fund Balance - June 30 $380,388 $420,388 $420,388 $460,368 296 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR HOUSING AGENCY FUND Actual 2019-20 Amended Budget 2020-21 Revised Estimates 2020-21 Adopted 2021-22 Fund Balance-July 1 $2,168,614 $1,802,895 $2,523,121 $1,785,895 Revenues Miscellaneous Revenue 361,242 23,000 18,000 17,000 Total Revenues 361,242 23,000 18,000 17,000 Expenditures Operating -35,000 543,746 35,000 Total Operating -35,000 543,746 35,000 Capital Improv. Projects 6,735 -211,480 - Total Expenditures 6,735 35,000 755,226 35,000 Fund Balance - June 30 $2,523,121 $1,790,895 $1,785,895 $1,767,895 297 July 1, 2021 To: Honorable Mayor and City Council Members From: Christian Clegg, City Manager Subject: Fiscal Year 2022-2026 Capital Improvement Program Summary The 'MX]ƅWGETMXEPMQTVSZIQIRXTVSKVEQ reflects long-range capital planning efforts for projects that are expected to service the City of Bakersfield's infrastructure over a considerable period of time. A capital project is usually considered a one-time expenditure, but may be funded over several year. The five-year CIP across all funding sources totals $269.9 million. The FY 22 adopted capital improvement budget totals $100.3 million and is broken down by department as outlined below: Department FY 22 Capital Budget Public Works (Including TRIP) $76,410,956 Economic/Community Development 9,200,000 Water Resources 6,500,000 Recreation and Parks 6,006,702 Technology Services 780,000 Fire Department 755,000 Police Department 250,000 Arena 224,000 Development Services 220,700 Total $100,347,358 Although the program is a five-year plan, the City Council approves funding for projects contained within the FY 22 plan year as part of the budget adoption process. Estimated project costs 298 contained within future years of the plan are (FY 23-26) are for planning purposes and may be updated as needs of the community, regulatory climate or other unforeseen issues evolve. Generally, a project is considered capital if it has a life or construction span of three years or more; and/or monetary value of $20,000 or more x Construction or purchase of new facilities (bridge, street, building) x Expansion of existing facilities x Purchase, improvement and development of land x Operating equipment and machinery for new/expanded facilities x Planning and engineering costs related to a specific improvement x Consultant studies An itemized listing of projects, as well as projects included in the five-year plan, is included in this section. This listing identifies the funding source and adopted 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 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 FY 22 capital projects with a budget of $100,000 or greater organized by department and by fund for the Public Works Department. Technology Services Department All the following projects are funded through the capital outlay fund. Building Alarm Upgrades Phase II Ɓ This $85,000 project will continue the replacement and QSHIVRM^EXMSRSJXLIFYMPHMRKEPEVQWW]WXIQWMRTPEGIEXQER]SJXLI'MX]ƅWFYMPHMRKWERH facilities. The existing building alarms range between 10 to 20 years in age and are subject to increasing failures. The existing systems are an extension of the alarm notification system for the public safety radio system and had been implemented and deployed in an adhoc nature over the years. This project will continue the work started in FY 20 to implement modern, monitored alarm systems at City Hall North, City Hall South, Public Works Annex, Mill House, Lowell Park maintenance facility, Jefferson Park, Silver Creek pool, Martin Luther King, Jr Pool, Downtown Fleet facility, Jastro Park, Wayside Park, and Sumner Park storage facility. These new systems will notify the police as well as a 24-hour monitored alarm center. Building Access Control Phase II Ɓ This $90,000 project will continue the installation of RFID access control and electronic door actuation for several City buildings and facilities. The access control allows for RFID badge access to non-public offices and building entrances. This system provides for ongoing and time-based access to authorized doors. The project will add access control functionality to select doors at the Mechanics Bank Arena, City Hall South, and Visit Bakersfield, providing for increased building security and auditing of access. In the coming fiscal years access control expansion will include Public Works Annex, Development Services, and the 'MX]ƅW'orporation Yard. These facilities will require construction related expenses in addition to the access control related costs. 299 Building Security Cameras Phase IV Ɓ This $125,000 project will continue to add security cameras and server storage to City buildMRKWERHJEGMPMXMIW8LIWIGYVMX]GEQIVEWEVITEVXSJXLI'MX]ƅW centralized video management system with camera view/playback access and one-year retention capacity. Phase IV includes additional cameras at City Hall South Annex, City Hall North, Development Services, and Corporation Yard. The project includes the cameras, storage, licensing, and installation. Additional phases of this project will be assessed and requested annually. Mass Employee Emergency Notification System Phase I Ɓ This $125,000 project will begin the process to identify and install the first phase of an emergency notification system for the employees of specified City buildings and facilities. The first phase will add the central control system and components necessary for a centrally administered mass alerting and panic button system in one or two downtown City buildings. Funds to install the notification and alerting W]WXIQJSVEHHMXMSREPFYMPHMRKW[MPPFIVIUYIWXIHMRJYXYVI]IEVƅWGETMXEPTVSKVEQW Building Security Enhancements for CHS Ɓ This $125,000 project will reconfigure the building physical access to enhance the general building security. Areas for security enhancements have been identified through a joint Risk Management and Police Department security assessment survey. Included in this project are additions of walls with doors to restrict the public access to authorized staff work areas, replacement of older style glass doors with electronically actuated doors, and intercoms for public request for information or service. This project builds on the sister Building Access Control Phase II project to enhance the staff safety and security for City Hall South. Solar Canopy Security Camera Phase I Ɓ This $200,000 project will begin the security camera installations onto the solar canopy projects currently planned for City Hall South, Police (ITEVXQIRX,IEHUYEVXIVW'SVTSVEXMSR=EVHERH:EPPI]'LMPHVIRƅW-GI7TSVXW'IRXIV1G1YVXV] Aquatic Facility parking lots. The project includes conduit, cabling, equipment, licensing, and MRWXEPPEXMSRWGSWXWXSEHHWIGYVMX]GEQIVEWXSXLI'MX]ƅWZMHISQEREKIQIRXW]WXIQ%WXLI conduit and wiring needs to be installed while the solar canopies are being installed the first phase of the project will focus on the conduit and cabling needs of the solar canopy project locations. The second phase will focus on the camera and installation needs of each location. Mechanics Bank Arena All of the following projects are funded through the capital outlay fund. HVAC Upgrade Ɓ This project will provide supplemental funding to a prior year capital project allocation to upgrade HVAC components within the Arena concourse and adjacent office spaces. The current HVAC system requires both the concourse and office space to be cooled or heated simultaneously. The existing infrastructure does not allow for separate heating and cooling of these two spaces. This project is intended to separate these systems to provide independent heating and cooling functions to each area. This is intended to result in significant savings to the Arena operations by eliminating the need to operate a large HVAC system when the need is within a smaller office area. Prior year measure funding has been allocated toward this project, however, based on additional staff analysis, additional funding is necessary to complete the desired scope of work. Therefore, an additional $100,000 is allocated for this project. 300 Arena Security Cameras Ɓ This project provides an additional $50,000 in funding to continue to enhance security infrastructure at the Mechanics Bank Arena, Convention Center, Theater and the :EPPI]'LMPHVIRƅW-GI'IRXIV8LMWTVSNIGX[MPPVITPEGIERHEHHRI[GEQIVEWXSXLIWIJEGMPMXMIW providing security staff will additional resources to address safety concerns during events and when the facilities are closed to the public. This is a continuation of prior year investments in facility security. Arena Production Upgrades Ɓ 7IZIVEPTMIGIWSJXLI%VIREƅWTVSHYGXMSRIUYMTQIRXEVIXS years old and do not meet modern production standards. In FY 21, one piece of production equipment ceased operating and could not be immediately repaired. The City Council approved an emergency purchase for this part to ensure production needs could continue to be met for events held through the end of the current fiscal year. This $60,000 project proactively replaces the remainder of the related production equipment to bring the equipment up to modern standards and reduce the likelihood of unforeseen failures in the near future. Police Department Mobile Security Camera Pilot Program Ɓ The Bakersfield Police Department, in collaboration with other City departments are evaluating technologies to implement a pilot mobile security program to enhance security and safety throughout the City. This project will allow staff to procure additional mobile camera units to deploy strategically in public spaces and other areas needing additional surveillance to deter undesired activities. Fire Department Ballistic Vest Replacement - In 2016, the Bakersfield Fire Department instituted its tactical response/active shooter operational procedures in light of several tragic incidents involving active shooters. BFD trained its members in tactical response, active shooter, command and control, and tactical emergency casualty care, which utilize tactical response rescue teams to enter into the warm zone of an active shooter incident under force protection provided by law enforcement to triage, treat and extract casualties associated with an active shooter incident. Firefighters entering the warm zone of an active shooter incident must be equipped with tactical response personal protective equipment, including a ballistic vest, ballistic helmet, ballistic shield, and eye protection. In 2016, the BFD received a grant to institute this new program and purchased ballistic vests to provide this needed higher level of service to the citizens of Bakersfield. Industry standard recommends ballistic vests be replaced every five years. This $80,000 project will replace 95 vests and is funded through the capital outlay fund. Mobile Data Computers - In 2012 the BFD secured a grant through the State Homeland Security Grant Program for the purchase of 30 MDCs for installation in most emergency response apparatus, including fire engines, fire trucks, arson units and command vehicles. MDCs are a key component in providing intelligence to first responders, allowing them access to critical 9-1-1 call information, global positioning, fire hydrant locations, apparatus-to-dispatch and apparatus-to- apparatus communication. Additionally, MDCs provide firefighters the ability to retrieve pre-fire plans while on scene of an incident, allowing them to make better decisions based on pre- determined strategic planning on selected buildings, ultimately leading to better outcomes. Three 301 years ago, the BFD was again successful in securing a grant to replace nearly half of the 30 MDCs, leaving 16 still in need of replacement. This project replaces the 16 units at a cost of $78,000. This project is funded by capital outlay funds. Patient Care Reporting Tablet Upgrade - In 2017 the Bakersfield Fire Department was successful in securing a grant to purchase 27 Microsoft Surface Tablets in an effort to meet legislation and multiple data initiatives which mandated upgrades to electronic patient care reporting. The PIKMWPEXMSRVIUYMVIWXLEXTEXMIRXVIGSVHWQEOIMRJSVQEXMSREZEMPEFPIMRWXERXP] EXTEXMIRXƅW bedside) and securely to authorized users. Health information must be created and managed by authorized providers in a digital format capable of being shared with other providers across more than one health care organization. The BFD is authorized as part of the Kern EMS system and serves as a medical care provider within its jurisdiction. As an authorized care provider, the BFD is mandated to comply with the revisions to the EMS system. Currently, the Technology Services Department manages the replacement timeline and associated rental costs, as well as the purchase of replacement units. Due to the experienced use and longevity of the current units, it has been recommended the current units be replaced with a more ruggedized mode. The Technology Services Department has collected $36,000 from the BFD in rent since 2017 but the cost to replace 27 plus add one more is $68,000, a difference of approximately $32,000. This funding provides the necessary funding to secure the more rugged units at a cost of $32,000. This projected is funded through the capital outlay fund. Fire Stations #1: Paint Ɓ Interior Living Areas - Fire Station #1 has interior paint and wall related finish issues. Without attention, the facilities will begin to portray a negative image as neighborhood government infrastructure. Fire Department personnel have painted the interiors of multiple Fire Stations during the last several budget cycles, and have done exterior paint work as well, but this project requires larger-scale, professional focus and repairs. The estimated cost for this work is $65,000 and is funded by capital outlay funds. Fire Stations #7, #9, #11, #13: Paint Ɓ Apparatus Bays - Fire Stations #7 (1966), #9 (1985), #11 (1955), and #13 (1989) have apparatus bay paint-related finish issues. Due to soot, carbon, and other build-up from apparatus exhaust and general grime, this larger scope project requires professional attention and applications. Significant cleaning and preparation of the apparatus bays is necessary which will allow for greater durability and ease of maintenance to avoid unhealthful and unsightly surface build-up in the future. The estimated cost for this work is $80,000 and is to be funded by capital outlay funds. Thermo Fisher Gemini - On January 11, 2011 Cal OES conducted a thorough inspection of the Bakersfield Fire (ITEVXQIRXƅW &*( ,E^EVHSYW1EXIVMEPW Response Team. The BFD requested this inspection as part of the state typing process. In order for the department to be listed as an available state resource for master mutual aid, the department needed to demonstrate possession of all IUYMTQIRXPMWXIHSRXLIWXEXIƅWWXERHEVHIUYMTQIRXPMWX 7)0 8LIHITEVXQIRX successfully passed the inspection and has become part of an exclusive group of Haz Mat Teams throughout the State of California that are called upon to serve in a time of need. Hazmat 15 (HM15) is the only Type 1 Hazmat Team in Kern County. There are five Type 1 Teams in Region 5 and 37 in the State of California. HM15 is a local, regional, and state asset that is categorized based on capability, staffing and credentialing of hazmat team members. The HITEVXQIRXƅW 302 involvement in this important program allows us to better network with the many cooperating agencies throughout the state. The department is scheduled to undergo a typing re-inspection in March of 2022. In order to meet the SEL, the department must possess, layout, and display all necessary items for the inspection. In anticipation SJRI\X]IEVƅWX]TMRKMRWTIGXMSRXLIXIEQLEW identified and established a list of needed equipment. Some equipment purchased for the initial inspection in 2011 has become obsolete and no longer supported by the manufacturer. The BFD will initiate a replacement monitor for the current outdated Hazmat ID monitor. The replacement monitor, Thermo Fisher Gemini costs $140,000 to acquire. This is a Spectroscopy Elemental Isotope Analysis unit that identifies a broad range of unknown chemicals. This project will purchase of this piece of equipment using Public Safety and Vital Services funding. Plymovent System Ɓ 15 years ago the Bakersfield Fire Department secured an Assistance to Firefighter Grant to install a vehicle exhaust removal system and reduce the harmful effects of diesel exhaust exposure to its employees in all but three BFD fire stations. This undertaking followed Cal OS,%ƅW,E^EVH%PIVXTYFPMGEXMSRSRHMIWIPI\LEYWX'EP37,%WIXWERHIRJSVGIW limits for exposure to chemicals in the workplace. Currently, there has been no Permissible )\TSWYVI0MQMXW 4)0 IWXEFPMWLIHJSVHMIWIPI\LEYWX,S[IZIVXLIVIEVI4)0ƅWIWXEFPMWLed for some components of diesel exhaust, such as carbon monoxide, polycyclic aromatic hydrocarbons, nitrogen oxides, sulfur oxides, nickel and arsenic. It is estimated that 70 percent of the cancer risk that the average Californian faces from breathing toxic air contaminants stems from diesel exhaust particles. The current BFD Plymovent system has served its purpose and has reduced firefighter cancer rates. Due to the new system utilizing a magnetic flange, better versatility is achieved when adapting to various sizes of exhaust pipes. The current system requires a specifically sized boot to properly adapt. The new system is designed with multiple magnetic adapters that fit inside of each other to quickly change sizes without tools. The BFD requires three additional Plymovent systems to outfit the remaining BFD fire stations in order to provide all BFD fire station personnel with this level of protection at a cost of $280,000. This project will purchase the equipment using Public Safety and Vital Services funding. Public Works Public Safety and Vital Services Measure Westside Parkway Landscaping (Phase 1) - Project provides drought tolerant landscaping and irrigation features on the Westside Parkway Freeway from the Coffee Road Interchange to the Truxtun Avenue interchange. Landscaping will consist of aesthetic features including stamped concrete and other hardscape elements along the freeway mainline, interchange, and ramps that will considerably reduce the maintenance efforts. This $1,660,176 allocation provides funding for the first phase of landscaping the Westside Parkway. Future phases will landscape the entire Westside Parkway. State Route (SR) 58 Corridor Enhancement - This $1,310,176 project will provide low maintenance landscape and hardscape improvements at select interchanges or other points as determined along SR 58 east of SR 99. Improvements and locations to be determined in coordination with Caltrans. 303 Street Light Study Improvements - This multi-year project installs street lighting in areas identified and prioritized from the FY 21 study to improve safety in the public right of way. Pedestrian, and bicycle activity, along with accident and crime data was considered in developing the street light study. This $1,000,000 funding will supplement the $1,000,000 in funding appropriated in FY 21. SR 99 at Hosking Avenue Interchange Landscaping - A 2014 directive issued by Caltrans during the drought eliminated the majority of the originally designed landscaping and irrigation elements of the Hosking Avenue Interchange Project. In partnership with Caltrans, this $750,000 project will improve the landscaping along the interchange with drought tolerant plants and maintenance friendly hardscape features. This project in conjunction with the entry monuments project below [MPPMQTVSZIXLIZMWMXSVƅWJMrst impression when entering Bakersfield on northbound SR 99. Pedestrian and Bike Improvements, Chester Avenue between 4th Street and Brundage Lane - Between 2013 and 2018, there were 22 bicyclist and pedestrian collisions and 50 motor vehicle only collisions resulting in five fatalities or severe injuries within this half-mile commercial segment. The improvements will increase pedestrian visibility and provide added safety for pedestrians and bicyclists along this corridor by constructing center medians, continental crosswalks, and bike lanes with additional pavement markings. Staff is leveraging state and/or federal funds to improve pedestrian and bicycle facilities as recommended from the recently completed Bike and Pedestrian Safety Study. PSVS funding of $580,575 will supplement the $210,000 California Active Transportation Program (ATP) Funds awarded to construct this project. Total project cost is $790,575. Corridor and Streetscape Enhancements Ɓ (Design Chester Avenue) - Chester Avenue and H Street are key entry points into Downtown from SR 58. The IBI Group completed a Downtown Corridor Master Plan Project that established Bakersfield residents want to see a downtown that is vibrant, walkable, connected, safe and desirable. The Corridor and Streetscape Enhancement Projects will provide complete street elements and enhance the streetscape of Chester Avenue and H 7XVIIXJVSQ76 XS8VY\XYR%ZIRYIFYMPHSRXLIƈ1EOMRK(S[RXS[R&EOIVWJMIPH4PERƉIJJSVXW and address the history and traditions of Bakersfield. Design of the Chester Avenue segment will be completed with this $350,000 project. Construction of Chester Avenue and the design of H Street are planned for FY 23. H Street construction is planned for FY 24. Bollard Replacement at Mill Creek Park - The existing lighted decorative bollards at Mill Creek Park are often vandalized resulting in unsightly conditions and expensive repairs. New, sturdier vandal resistant bollards will be installed around the park. This $133,000 project should reduce the high annual repair costs associated with vandalism and normal wear and tear of the current bollards. Replace Entry Monuments, Snow Road and Hosking Avenue - Concrete precast monument signs with rock pilasters greet visitors and residents entering Bakersfield at the southern and northern city limits along SR 99. Both signs are structurally sound and visually appealing, yet they do not reflect the City's new logo and branding effort. These signs shape a visitor's "first impression" of Bakersfield and updating these signs with the new logo represents a keystone project to the city's branding effort. Total project cost is $115,000 for both signs. Thomas Roads Improvement Program 304 The Thomas Roads Improvement Program is continuing with the construction of the final projects currently funded under the program. The necessary funding to complete the remaining projects have been budgeted in previous fiscal years. Due to project savings and the receipt of several state and federal grants, there will be no borrowing necessary to complete the program. Local Transportation Development Funds (TDF) will provide funding for the Hageman project listed below. Hageman Flyover Project - Project will construct a bridge over SR 99 connecting Hageman Road West of SR 99 to Golden State Avenue (SR 204), east of SR 99. $6,000,000 is approved for the construction phase and $5,000,000 for the right-of-way phase of the project. Local TDF funds provide funding for this project. Street Cul-de-sac Walls - Project will construct six to seven-foot-tall decorative landscape walls at five cul-de-sacs on the south side of 24th Street. Locations include A Street, Cedar Street, Pine Street, Spruce Street and Myrtle Street. Capital Outlay Funds of $475,000 provide funding for this project. Community Development Block Grant The Public Works Department will oversee $2,032,554 in Community Development Block Grant (CDBG) projects for FY 22. The following projects will install sidewalk, curb and gutter, handicap ramps, and cross- gutters, where needed, to improve drainage and pedestrian access. These projects will also place pavement to tie-in to the new gutters and repair deteriorated roadways where needed. x Madison Area - This $382,510 project area is Madison Street to Cottonwood Road (and Hale Street) between Casa Loma Street and Brook Street. x Oleander Area Ɓ This $382,510 project area is from H Street to A Street and California Avenue to Palm Street. x Union & East Truxtun - This $382,510 project area is from East Truxtun Avenue to East California Avenue, bounded by Union Avenue and Baker Street. x Benton Area Ɓ This $382,510 project area is from Ming Avenue to Wilson Road and South H Street to Hughes Lane. Brundage Lane and Union Avenue Master Plan Phase 8 - This $502,514 project completes the final phase, constructing curb, gutter, sidewalk, access ramps, and other pedestrian accessibility improvements in the area of the northwest corner of Brundage Lane and Union Avenue. Federal and State Road Fund A total of $22,084,015 is approved within the Federal and State Road Fund for FY 22. While amounts budgeted within this fund are reimbursable, the projects also require a local match. Multiuse Path Along the Friant Kern Canal Ɓ The project will provide a separate path to be shared by bike riders and pedestrians. The path supports multiple recreation and transportation opportunities, such as walking, bicycling, inline skating, and mobility for people in wheel chairs. When utilized the project will reduce overall vehicular use in the area resulting in a reduction of emissions and particulate matter. This $8,410,000 project is funded with $7,670,140 Federal 305 Congestion Mitigation and Air Quality (CMAQ) Program Funds and $739,860 Utility Surcharge Funds. Multiuse Path Along Hageman Flyover - Project will provide a separate path to be shared by bike riders and pedestrians. The path supports multiple recreation and transportation opportunities, such as walking, bicycling, inline skating, and mobility for people in wheel chairs. When utilized the project will reduce overall vehicular use in the area resulting in a reduction of emissions and particulate matter. Federal CMAQ Program funds provide $5,247,755 and Utility Surcharge Funds provide $703,905 local match for this $5,951,660 project. Pavement Rehabilitation: California Avenue - The existing pavement on California Avenue between Union Avenue and Washington Street is in disrepair. As part of the on-going Federal Pavement Rehabilitation Program, this project will improve the overall rideability of the road for both passenger cars and commercial vehicles. This $6,114,000 project is federally funded through the Regional Surface Transportation Program (RSTP). Federal funds will provide $5,114,000 and $1,000,000 of Senate Bill 1 (SB 1) funds will cover the remaining project costs. Multiuse Path along Heath Road - Project will provide a separate path to be shared by bike riders and pedestrians. The path supports multiple recreation and transportation opportunities, such as walking, bicycling, inline skating, and mobility for people in wheel chairs. When utilized the project will reduce overall vehicular use in the area resulting in a reduction of emissions and particulate matter. The $1,970,600 project is federally funded through the federal CMAQ Program. CMAQ funds provide $1,770,600 of project funding with $200,000 of Utility Surcharge Funds providing the local match requirements. Signal Coordination Part 2 - This new fiber optic communication system will enable transportation professionals to actively manage traffic flow and promote mobility through real time traffic data collection and management tools. New software and signal controller units will allow for optimal WMKREPXMQMRKEGVSWWXLI'MX]ƅWEVXIVMEPRIX[SVOF]EHNYWXMRKG]GPIPIRKXLWThase splits, and offsets based on prevailing traffic. This $1,514,420 project is federally funded with CMAQ Program funds providing $1,239,420 and Gas Tax Funds providing the local match of $275,000. Pedestrian Flashing Beacons Ɓ This $276,100 federally funded project will install flashing yellow beacons near existing crosswalks at Old Farm Road near Cherry Valley Avenue and Mountain Vista Drive near Mount Snow Lane. Flashing yellow beacons will enhance visibility and slow down vehicular traffic. Federal Highway Safety Improvement Program (HSIP) funding of $246,100 will fund this project with local Gas Tax Funds providing the $30,000 local match requirement. New Traffic Signals Ɓ This $616,000 federally funded project will install traffic signals at the intersection of Beale Avenue and Monterey Street and Beale Avenue and Niles Street. Federal HSIP funds of $586,000 provide project funding with $30,000 in Gas Tax Funds providing the local match requirement. Gas Tax Fund The FY 22 CIP authorizes the use of $4,465,000 of Gas Tax funds for capital improvement projects. As previously noted, Gas Tax funds will a provide $335,000 local match for federally funded projects. Other projects funded with Gas Tax Funds are listed below: 306 Streets Division Resurfacing Project - Gas Tax Funds provide $4,000,000 for this $8,700,000 Streets Division Resurfacing project along with $3,500,000 in Utility Surcharge Funds, and $1,200,000 in Capital Outlay Funds. This project is used to repave and resurface asphalt pavement and; repair or install concrete for medians, sidewalks, access ramps, curbs and gutters on City streets with City forces and annual contractors. Replace Guard Rail in Various Locations Ɓ The number of damaged guardrails and energy absorption devices have increased consistently the past several years. This multi-year project provides $130,000 to replace damaged guardrails and energy absorption devices along City of Bakersfield Streets based on priority. Several guardrails and energy absorption devices require certified training to install the replacement, which City staff does not have. Senate Bill 1 Fund The FY 22 CIP authorizes $7,400,000 in SB 1 funding. $1,000,000 of SB 1 funds is approved for the local match of a federally funded project. The following projects will rehabilitate pavement along the following road segments and improve the overall rideability of these roads for both passenger and commercial vehicles. These pavement rehabilitation projects also include improvements to curb return access ramps to meet current Americans with Disabilities Act (ADA) standards. Additionally, staff will review all road segments for potential bike lane modifications. Pavement Rehabilitation White Lane -This $4,500,000 project will rehabilitate the pavement on White Lane between Gosford Road and Old River Road, which is in disrepair. Design and construction costs will be funded through the SB 1 program. Pavement Rehabilitation Union Avenue - This $1,250,000 project will rehabilitate the pavement on Union Avenue between SR 58 and Belle Terrace. SB 1 funds will provide both the design and construction costs. Pavement Rehabilitation Panorama Drive - Pavement section repairs will be made as needed with this $325,000 project, along with a complete overlay of the entire streets on Panorama Drive between Fairfax Road and Morning Drive. Outside contractors will provide material, trucking, and asphalt grinding. Public Works Streets Division staff will perform the paving operations. Pavement Rehabilitation Hallisey Street - Pavement section repairs will be made as needed with this $325,000 project, along with a complete overlay of the various sections of Hallisey Street between Hahn Avenue and Marilyn Place. This project will be completed by utilizing various annual contracts including material suppliers, trucking, and asphalt grinding contractors. Public Works Streets Division will perform the paving operations. Transportation Development Fund (TDF) The FY 22 CIP authorizes $2,852,000 in Transportation Development funds for CIP projects as identified below. Street Improvements Wible Road - The completion of the SR 99/ Hosking Avenue interchange increased the volume of traffic in this area. The west side of Wible Road between Hosking Avenue 307 and Medallion Rose Avenue was recently widened. This project will widen the east side of the road between Hosking Avenue to Berkshire Road. Design was funded in FY 21, right-of-way in FY 22 and construction will be funded in FY 23. The FY 22 $1,550,000 request is for acquiring the right-of-way necessary for the widening. Street Improvements: Panama Lane - Westbound Panama Lane, west of Union Avenue has only one westbound travel lane that is partially improved causing traffic bottlenecks for westbound traffic. In addition, a temporary sump on a residential site prevents proper street drainage runoff. Full width street improvements will relieve traffic congestion and deliver storm water runoff to an existing permanent sump. This project is phased over three years with preliminary design funded in FY 20, right-of-way and design in FY 22, and construction in FY 24. The FY 22 $778,000 request is for acquiring the right-of-way necessary for the widening. Wible Road and Mckee Road Street Improvements - Due to the recent construction of an elementary school along McKee, just east of Wible Road, this area has experienced significant growth and increased traffic volume. This project will construct additional roadway improvements and increase the number of travel lanes, which will alleviate the traffic congestion. This is a multi-year project with $524,000 budgeted for design and right-of-way funded in FY 22 and construction in FY 23. Utility Surcharge Funds 4YVWYERXXSXLI'MX]ƅWJVERGLMWIEKVIIQIRXW[MXL4+ )ERH7SYXLIVR'EPMJSVRMEKEWESRITIVGIRX surcharge is applied to applicable monthly charges. The City Council has designated the funds specifically for roads projects. For FY 21 $5,603,765 is budgeted for projects. Utility Surcharge funds provides local match for three federally funded multi use projects totaling $1,643,765. In addition, $3,500,000 of Utility Surcharge funds provide funds for the Streets Resurfacing project New Traffic Signal Harris Road and Young Street - The intersection of Harris Road and Young Street now meets traffic signal warrants due to recent development in this area. This intersection will become a fully signalized intersection with this $320,000 project. Bridge Improvements: Beale Overcrossing at Kentucky Street - The abutments of the 63-year-old Beale Avenue Bridge overcrossing has developed some concrete cracking due to age and use. $100,000 in Utility Surcharge funds will be allocated towards a study to identify any needs or deficiencies in the bridge. City staff will coordinate with Caltrans Structures Division to assist to staff structure the study. Funding for construction of improvements will be requested in future years once the study is completed. Capital Outlay Fund Resurfacing Various Streets Ɓ Capital Outlay funds provide $1,2MRJYRHMRKJSV7XVIIXƅW Resurfacing Various Streets project. Miscellaneous Street Improvements Ward 1 and 2 - This $700,000 project is intended to identify streets in Wards 1 and 2 that need repairs and maintenance to bring up to existing city standards. Projects may include asphalt, sidewalk, curb, gutter, or other necessary right of way improvement 308 projects, which will be identified in collaboration between the respective council member and City staff. Funding will be split evenly between the two wards. Restore Roof Corporation Yard Building D - Building D in the Corp Yard has its original metal roof that is over 40 years old. When it rains, the roof leaks over the shop area where vehicles are being repaired. The roof is rusting and deteriorating so it is difficult to walk on the roof. This $590,000 project will restore the roof by addressing the rusting areas and then coating the roof with several layers of a roofing system and sealing/replacing existing flashing. City of Bakersfield Animal Care Center (CBACC) Shelter Expansion - The CBACC on Mount Vernon Avenue is overcrowded and the need for shelter space is growing. This project will construct a new building on the existing site to be used for specific needs of cats. This $500,000 budget will provide a building and basic interior space in order for CBACC to accomplish their mission regarding cats. ADA Sidewalk, Curb and Gutter Improvements - Project will install sidewalk, curb and gutter, handicap ramps, and cross gutters where needed to meet ADA standards within the public right of way. $250,000 is approved for this project, which is GSRWMWXIRX[MXLXLI'MX]ƅW%(%8VERWMXMSR Plan. 18th and Eye Parking Structure Security Improvements Ɓ Over the past two budget cycles, the City has invested in various improvements to the City-owned parking garage located at 18th and Eye Streets. The objective of these improvements is to improve customer experience, reduce vandalism incidents and increase usage of the facility. This $225,000 project continues to provide funding to further enhance the safety and operations of the facility. This project will install vehicle and pedestrian gates to limit access to the top floors of the facility to deter loitering and other undesired activities. These gates can be opened for special events or if occupancy of the garage continues to increase. As part of this project, additional security cameras and card access points will be installed to provide enhanced real-time monitoring. Smart City Street Light Pilot Program - Technology is now available for cities to be able to install sensors or devices to monitor and control street lighting allowing street light owners to be alerted to wire theft and to control light intensity. Staff will select various streetlights to evaluate with this $250,000 pilot project. Upgrade Corporation Yard Building B Restrooms Ɓ Project will update the original restrooms in the Corporation Yard Building B. The restrooms are used by staff from the Parks Department, Bakersfield Police Department, Code Enforcement, and Public Works Solid Waste, General Services and Streets Division. The $101,000 project will update the floor covering and partitions; add an ADA stall and additional urinals; replace the hot water heater; and add new LED fixtures to the restroom. Miscellaneous Emergency Facility Repairs - This $100,000 project will fund unanticipated urgent or emergency fixed plant or facility items that may have a catastrophic failure during the fiscal year such as plumbing, roof damage, A/C chiller, compressor, HVAC motor, lift station, etc. Mechanics Bank Arena and Convention Center Miscellaneous Improvements - This $100,000 project will fund urgent or emergency fixed plant or facility items that may have a catastrophic failure during the fiscal year. 309 Mechanics Bank Arena HVAC System Ɓ Project adds $100,000 to the $50,000 budgeted in fiscal year 2020/ 21 to provide a separate HVAC System for team offices located inside the theatre. Currently the heating and air conditioning is provided throYKLXLIFYMPHMRKƅWGIRXVEPW]WXIQ requiring a large portion of the theatre to be heated and cooled when only the offices require it. City of Bakersfield Animal Care Center - Miscellaneous Improvements Project provides $75,000 to address miscellaneous and unforeseen improvements to the animal care facility. Sewer Funds A total of $8,200,000 is approved for CIP projects funded with Sewer Enterprise Funds in FY 22. Projects over $100,000 are summarized under two sections Ɓ treatment plants and sewer storm drain improvements. Section 1 Ɓ Treatment Plants 2 and 3 The CIP projects budgeted for the Wastewater Division focus on rehabilitating equipment and structures that are critical to the treatment process and have a direct impact on the effluent quality. Approved projects are as follows: WWTP 3 Rehabilitate Primary Clarifiers 1 through 4 - This multi-year project will rehabilitate primary clarifiers one through four. Rehabilitation includes repairing, replacing, and recoating concrete and metal surfaces and replacing skimmer arms. Funds budgeted in FY 21 will provide for design services for rehabilitation of clarifiers one through four. The construction phase of clarifiers three and four is scheduled for FY 22 with $1,300,000 budgeted for this phase. Construction of clarifiers one and two are scheduled for FY 23. WWTP 3 Programmable Logic Control (PLC) Upgrade - The PLC systems that control equipment operation and integrate with the SCADA system throughout WWTP 3 are outdated, no longer supported, and replacement parts are no longer manufactured. This project will upgrade and replace both hardware and software throughout WWTP 3 in a multi-year project. $750,000 is budgeted for work in FY 22. The PLC systems in the headworks building and the aeration blower building will be upgraded in FY 22 and the remaining PLC systems will be upgraded in FY 23. WWTP Miscellaneous Improvements - Continuous treatment of wastewater year-round causes wastewater treatment facilities to wear down. Facilities such as clarifiers, headworks, digesters, pump stations, trickling filters, various buildings, major and minor pieces of equipment, pipes and other structures are all subject to erosion, corrosion, daily operational wear-and-tear, breakdowns and general failures. This $600,000 allocates $300,000 to Plant 2 and Plant 3 for unanticipated improvements and will make it possible to make 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. WWTP 3 Dissolved Air Flotation Thickening (DAF) Rehabilitation - Project will rehabilitate the two dissolved air flotation thickening (DAF) units at WWTP 3 including concrete repair, sludge rake replacement, drive rebuild, and replacement of the associated polymer blending units. The preparation of project bid documents and the rehabilitation of one DAF is programmed for FY 22 for $500,000, and the second DAF replacement of the polymer blending units is programmed for FY 23. 310 HVAC Units Replacement at WWTP 3 - This $450,000 project will replace multiple air conditioning units at WWTP 3. City staff has identified units servicing the aeration blower building, dewatering building, digester building, and the maintenance building as beyond repair and in need of replacement. Temperature control in these buildings is critical since the equipment housed in them is susceptible to malfunction in high heat. WWTP 3 Maintenance Building Repair and Remodel - $425,000 of sewer enterprise funds is approved to repair and remodel the existing maintenance building at WWTP 3. The building serves as office space, including lunchroom and locker room JSV;;84ƅWQEMRXIRERGIWXEJJ8LI building needs new plumbing, ceiling tiles, flooring, and facility repairs. Aeration Basin Rehab - This multi-year project will provide rehabilitation of six aeration basins at WWTP 3 over a period of six years; with four basins remaining. Two will be taken out of service and rehabilitated each year for the next two years. Rehabilitation includes grit removal and diffuser replacement. $400,000 is authorized for FY 22. Chemical Dosing System Rehabilitation at WWTP 3 - This $350,000 project will rehabilitate WWTP ƅWGLPSVMRIERHJIVVMGHSWMRKW]WXIQW&SXLW]WXIQWEVII\TSWIHXSLMKLP]GSVVSWMZIGLIQMGEPW and are in continuous use, resulting in extensive degradation. The rehab will replace all above ground components including pipes, valves, chemical pumps, chlorine mixer, ferric tanks, and emergency wash station at the ferric site. Solids Train Upgrade - W;84ƅWWSPMHWXVEMRMWEQEMRGSQTSRIRXSJXLI[EWXI[EXIVXVIEXQIRX process. Solids removed from the wastewater are digested and dewatered to produce biosolids, which can be safely repurposed. This upgrade will replace and rehabilitate critical mechanical components, which are now obsolete and/or can no longer be maintained cost effectively. Specific components include two sludge transfer pumps, two centrifuge feed pumps, one centrifuge, and two collection conveyor augers. This project and its funds were initially established in FY 2018/19. Additional funds of $250,000 are authorized for the purchase of two additional centrifuge feed pumps, the installation of conveyor lines, and the rehabilitation of the centrate tank drain line and mixing system. Rehabilitation/Replacement of Influent Pumps - WWTP 2 and 3 have four and five influent pumps respectively that pushes raw wastewater into the treatment plant systems. $240,000 is authorized to replace the pumps at Plant 3, which have been in continuous use since their installation in 2010 and need a substantial rebuild in order to continue operating properly. Trickling Pump Station Rehabilitation Wastewater Treatment Plant WWTP 2 - The trickling pump station has a total of four recirculation pumps and four transfer pumps that have been in service since 1999 and need extensive maintenance. This multi-year project rehabilitates all of these pumps. Work has already begun on three of the recirculation pumps. An additional $120,000 is approved to complete the project in FY 22. Replace Primary Sludge Pumps at WWTP 3 - This is a two-year project to replace a total of seven primary sludge pumps at WWTP 3. Three pumps are working and four pumps are non-operational. Primary sludge pumps are used to pump sludge from primary clarifiers into digesters. The existing pumps have all exceeded their useful life and maintenance costs are increasing each year beyond normal wear and tear. New pumps that best fit the needs of WWTP 3 will be selected 311 and installed. Additionally, on year two of this project, $120,000 is approved to complete the project to purchase and install the corresponding primary clarifier valves. Replace Variable Frequency Dives Influent Pumps WWTP 3 - The headworks has five influent pumps that are controlled by variable frequency drives (VFD). VFDs minimize the amount of electricity used to power the pumps. The VFDs have exceeded their useful life and are no longer supported by their manufacturer. This multi-year project initially budgeted in FY 2020/ 21 will replace two VFDs each fiscal year and one VFD year three. $110,000 is approved for the 2nd phase of the project. WWTP 3 Tertiary Expansion - This project will explore and determine the feasibility of expanding ;;84ƅWXIVXMEV]GETEGMX]FI]SRHMXWGYVVIRXQMPPMSRKEPPSRWTIVHE]GETEGMX]HIXIVQMRIXLI most beneficial and cost-effective use of the increased tertiary production and provide for the design and construction of the expanded treatment facility. The $100,000 feasibility study will begin in FY 22, the rest of the project timeline will be scheduled to ensure the project is fully funded and construction is completed before the end of 2026. Section 2 Ɓ Sanitary Sewer and Storm Improvements The CIP projects budgeted for sewer and storm improvements focus on rehabilitating the infrastructure necessary to deliver influent to the two treatment plants and storm lift station improvements needed to mitigate potential flooding. Approved projects are as follows: Sewer Rehabilitation: Brundage and Union - The sewer lines that service the northwest neighborhood of Union Avenue and Brundage Lane, known as the Carnation Tract, have significant deterioration. The $750,000 sewer line rehabilitation project using cured-in-place-pipe (CIPP) liner will prevent the sewer line from collapse and will extend its usability. Using this method of rehabilitation will extend the service life of the sewer by 50 years thus eliminating the more expensive option of remove and replace, which also causes disruption to the orderly flow of traffic. Sewer Rehabilitation: Downtown Manholes Phase 1 - The degradation of sewer manholes occurs naturally over time, and the sewer manholes in the Downtown Bakersfield Area are some of the oldest in the city. A majority of the existing manhole structures in the Downtown Area appear to be structurally sound and in good condition. However, a full survey of the remaining 457 manhole structures that were not surveyed during the Downton Master Sewer Study is required to assess the extent and type of improvements required for each manhole. Phase 1 budgets $500,000 for improvements to manholes that require immediate rehabilitation; a study and determination for all downtown manholes; and to develop a planned sewer area (PSA) for future developments in the downtown area. Sewer Repairs at Various Locations - The Streets Division performs video inspection of existing sewer lines and determines ones in need of immediate repairs when discovered. This multi-year project allocates $500,000 each year for emergency sewer repairs as they occur throughout the year. Storm Drain Improvement: V Street Detention Basin - To alleviate flooding in the area of V Street and Truxtun Avenue, the existing storm drain system along V Street between the BNSF Railroad and 20th Street must be upgraded. Additionally, a detention basin is required to reduce peak storm 312 drain flows from the V Street system, which discharges to the Kern Island Canal. Replacing the existing system will increase the hydraulic capacity of the system, preventing frequent flooding at the south end of V Street. The construction of the detention basin will prevent peak storm discharges to the Kern Island Canal from flooding upstream areas. Design of the entire project and the permitting process with BNSF will be in FY 22 for $200,000. Phase 1 construction including detention basin facility construction, bore and jack storm drainpipe under BNSF tracks, and replacement of manholes will take place FY 23. Phase 2 construction includes replacing and installing storm drain between Truxtun Avenue and 20th Street will take place FY 24. Miscellaneous Storm Drain Improvements - This multi-year project provides funds each year for MQTVSZIQIRXWXSXLI'MX]ƅWEKMRKHVEMREKe and storm drain infrastructure. Projects include replace cracked and displaced cross gutters, remove storm siphons, and repair and replace damaged and deteriorated storm drain and catch basins. $200,000 is approved for FY 22. Refuse Collection Fund Seven projects totaling $715,000 are budgeted for FY 22 within the Refuse Collection Fund. Pursuant to the County Greenwaste Agreement, Kern County will provide funding for approximately 60 percent of the cost for three of the seven projects. Projects highlights include: Compost Automation Project - The first of two phases of the compost automation process were implemented with a $150,000 Rose Foundation grant and $710,000 in routine fleet replacement funds. Phase 1 established the conveyor and water systems to replace diesel equipment moving raw material to the first step in the compost process. This multi-year project with funding over four years will implement the electric equipment to move compost along to the final step in composting; and reduce the use of diesel equipment. $250,000 is approved for this phase of the project. Kern County will cover about 60% of the cost under the Green Waste Agreement. Gas Extraction Wells Head - Wellheads are used to extract gases from the landfill keeping gases from migrating to nearby homes and surrounding properties. The existing 67 wellheads are over 30 years old and failing; and need to be updated to keep gases from migrating and to stay in compliance with state and local regulatory agencies. The project will be completed over a two- year period. $125,000 is approved for the first year of the project. Transfer Station Design - To improve refuse collection cost efficiency, loads of refuse that were being driven to the landfill are being consolidated into larger loads at a temporary transfer station. The Greenwaste Facility has an old loading dock that was made obsolete by the conveyorized compost process. Due to the COVID-19 pandemic, this loading dock was approved by the local enforcement agency and repurposed into a temporary transfer station by enclosing it with litter fencing and adding concrete bunker blocks to contain loads of refuse until a more permanent structure can be designed and constructed. An allocation of $100,000 for the design phase is the next step in establishing a permanent transfer station. Greenwaste Facility Grading and Drainage Improvement - Per a State Water Board order adopted in 2015, the Green Waste Facility must construct certain grading and drainage improvements, during a period of up to 6 years beginning August 2016. $100,000 is budgeted for this project. Kern County will cover about 60% of the cost under the Green Waste Agreement. 313 Aviation Fund Airport Northwest Taxiway Rehabilitation - This $500,000 project is the second phase of the Northwest Taxiway and Apron Rehabilitation Project for the municipal airport. Project will be 90% federally funded. Airport, Runway, and Taxiway Medium Intensity Runway Lights and Precision Approach Path indicator - The runway pavement and lighting system is aging and in need of rehabilitation or replacement. Project improvements were identified as being necessary as part of a pavement WXYH]TIVJSVQIHF]'EPXVERW(ITEVXQIRXSJ%IVSREYXMGWXLIGMX]ƅWEMVTSVXGSRWYPXERts, and the FAA. Project rehabilitates and updates XLI1YRMGMTEP%MVTSVXVYR[E]8E\M[E]ƈ%Ɖ pavement, updates the medium intensity runway lights (MIRL), and installs a precision approach path indicator (PAPI) for runway 16. Efficient LED runway lighting systems will also decrease energy usage resulting in operating cost savings. Installation of PAPI system on runway 16 will increase pilot safety. Federal funding will provide 90% of this $400,000 project. The design phase is planned for early summer 2022 and the construction phase in FY 24. Equipment Management Fund Equipment Lift System - Fleet operates 16 equipment lifts at the Corporation Yard garage. The lift systems assist fleet staff make necessary equipment repairs and increase efficiency. Equipment Funds of $150,000 are approved for repairs or replacements of lifts as needed. Miscellaneous Fuel Station Improvements - Fleet operates 16 fueling and service locations across the City, which need regular repair and maintenance due to the age of the equipment. This project will provide $100,000 for unanticipated urgent repairs or improvements to fueling and service locations. Water Resources Department Wellhead Facilities Upgrade - It is anticipated that several wells may need treatment in the coming fiscal year. This is due to ever changing State water quality regulations. It is impossible to know exactly when the State will impose new regulations, but based on recent activity from the State we foresee new regulations being implemented soon. This $1,600,000 in domestic water funds will allow the Department to begin and complete treatment design and begin construction at Water Well CBK-25 for the treatment of Perfluorooctanesulfonic acid. These funds will also go toward upgrading existing treatment facilities as needed. Water Main Extension - &]PSSTMRKXLI'MX]ƅWHSQIWXMG[EXIVW]WXIQQYPXMTPIWSYVGIWSJ[EXIV are available for parcels and adequate pressures are achieved. A minor portion of funds for this project will be reserved to reimburse developers for over-sizing water mains for the benefit of the City. This $500,000 in domestic water funds will provide resources for this work. Pump Station Upgrades - The City, along with Cal Water, desires to equip all its City water well sites with a supervisory control and data acquisition control system (SCADA). SCADA serves a very important role in security, maintenance, and conservation. SCADA will allow for well sites to be controlled and monitored remotely, such as pump start/stop, intrusion detection, ground water levels, chlorine residual levels, water pressures, power and generator status, and others. Also, [MXLGSRXMRYIHXLVIEXSJ4747ƅWERHSXLIVXLVIEts to the electrical grid, it is vital that the City equip 314 the majority of its well sites with backup generators. Of the current 55 running wells in operation, 21 are equipped with backup generators. The City desires to equip 10 additional well sites with backup generators in the next five years. Along with each generator, the City desires to install a Variable Frequency Drive (VFD). VFDs allow for the pump and motor to operate at different speeds, thus reducing startup power and allowing for more efficient use of the generators. VFDs can also reduce pump flows for low demand periods, which helps with maintaining constant system pressures. This $2,000,000 project is funded by domestic water funds. Service Connection Replacement Program - %WXLI'MX]ƅWHSQIWXMG[EXIVW]WXIQGSRXMRYIWXSEKI staff has encountered increasing number of leaking water service connections. By making replacements when the second water leak occurs, it reduces the ongoing costs of removing and replacing sidewalks, pavement or other infrastructure in the same areas over the long term. Over the past few years, the City has averaged approximately 160 to 200 service connection replacements per year on the system. Staff expects this trend to continue and increase as the service lines continue to age. The leaking service connections are due to failing plastic pipe. This pipe is replaced with copper pipe which has a very long service life. In addition, all new construction is required to install only copper service lines. This project provides $1,000,000 in domestic water funds to replace applicable connections throughout the year. Stockdale River Ranch Domestic Water Storage Tank - Currently, the City has identified one future storage tank site located in the Stockdale River Ranch development. Per the Water Study for Stockdale River Ranch dated August 21, 2015, the storage tank capacity is required to be minimum of 300,000 gallons. This water tank is needed to ensure system pressure as the development builds out for fire flow requirements. This $250,000 in domestic water funding is for the design of Phase I of the project. Domestic Water Interface Upgrade - The Domestic Water Interface Site consists of a 10-million- gallon storage tank, control building, backup generators, and an array of 13 booster pumps. The interface tank is fed from 5 wells located in the 2,800 Acres Recharge Facility and the tank boosts water to a large portion of southwest Bakersfield. The site has been improved and upgraded upon since its inception in XLIIEVP] ƅW[MXLXLIPEWXQENSVYTKVEHISGGYVVMRKMRXLIQMHƅW This upgrade project will bring the site to its ultimate design by completing the booster pump array with the installation of 5 additional pumps. The project will also upgrade the aging electrical equipment and construction a new building to store and operate the treatment chemicals. The money is only budgeted for the design phase of the project. This project is funded by the domestic water fund at $250,000 for FY 22. Canal Storm Drain Fencing - 8LMWJIRGMRKTVSNIGXMWTEVXSJXLI'MX]ƅWSRKSMRKTVSKVEQXSYTKVEHI and restore fencing along canals and drainage basins throughout the incorporated areas. This program began in FY 96. Major progress has been made throughout the City. However, additional funding in the amount of $400,000 is approved to add fencing along canals and drainage basin and replace missing or damaged fencing as needed. Concrete Panel Replacement - This project is required to replace broken concrete canal panels in the carrier and Kern River canals on an ongoing schedule. This $400,000 project is funded by the river and agriculture water fund. Bellevue Weir Sand Ejector - The City of Bakersfield Water Resources Department operates all diversion structures off the Kern River. Just upstream of the Bellevue Weir, located near The Park 315 at Riverwalk, are several diversion structures that deliver water to several agencies/districts and facilities. These diversion structures are all fed from the same diversion channel stemming from the Kern River. This channel has an aggressive sanding issue. During moderate to heavy flows the channel collects upstream Kern River sediment and sand. The sediment and sand are subsequently deposited in the diversion structures. This causes continual maintenance and flow capacity issues. The Department desires to construct the Bellevue Sand Ejector which will collect the majority of sand entering the diversion channel and dispose of it downs stream of the Bellevue Weir. The structure will reduce maintenance time and ultimately save the Department money. This initial phase is budgeted within the domestic water fund at $100,000 for design. Construction funding will be budgeted in a future fiscal year. Economic and Community Development Urban Redevelopment Ɓ This project provides additional funding of $1,200,000 to acquire or otherwise assist in the rehabilitation of underutilized buildings within urban core of the City. There is no specific project for this funding at this time. Economic Development staff will evaluate and bring proposed projects to the City Council for approval once a project is identified. This project is funded through the Public Safety and Vital Services Measure. Affordable Housing - This project provides an additional $5,000,000 million to construct a long- term housing unit with support services for homeless transitioning from emergency shelter to a more permanent housing situation. This is intended to deliver an immediate response to the homeless crisis. Economic Development staff will issue a request for proposals to solicit eligible projects for this funding. This project is funded through the Public Safety and Vital Services Measure. Community Revitalization Ɓ This project provides a $3,000,000 allocation to fund significant investment in projects that will stimulate further public and private investment in areas of the City with need. Outcomes of this funding are intended to result in community transformation leading to improvement in quality of life, educational opportunities, job creation, access to basic services and enhancement in neighborhood infrastructure. Economic Development staff will evaluate and bring proposed projects to the City Council for approval once a project is identified. This project is funded through the Public Safety and Vital Services Measure. Development Services Development Services Office Space Update Ɓ Based on recent and projected staffing additions, it is necessary to complete two remodels to the Development Services Building. The reconfiguration provides sufficient space for FY 21 mid-year additions, authorized FY 22 additions, and for future growth. One phase will create space for the Code Enforcement Section on the third floor and a second to reconfigure the current Code Enforcement Division area to accommodate the Building Inspection unit. The reconfiguration on the third floor will include creating a vestibule at the elevator and a public counter. By enclosing around the third-floor elevator, the public will be able to go directly to the Code Enforcement counter, providing direct customer service to the public, as opposed to the current process wherein Code Enforcement customers must comingle with Building and Planning counter customers. This also solves a safety issue of a person able to access the elevator directly after business hours. While completing this remodel, the structure will be configured with RFID locks on exterior doors and new video surveillance cameras to enhance security. This is a necessary improvement to the 316 structure, now and into the future. The anticipated remodel cost is approximately $133,700 and is to be funded from the capital outlay fund. Recreation and Parks Department In FY 22, over $6 million budget for a variety of projects that will provide for a variety of significant improvements at City parks and community centers. Saunders Pavilion Floor Replacement Ɓ The Saunders Park and Pavilion is located at 3300 Palm Street. This $177,952 project will replace the floor at the Saunders Park Pavilion. The current floor system was installed in 2008 and was donated to the City from another sports facility. The facility has year-round sports activities, i.e. roller hockey, soccer, and basketball. The existing floor is designed for indoor use only and due to consistent exposure from outdoor elements, the floor has experienced rapid deterioration causing sections to buckle and pull away from the perimeter walls leaving open gaps and causing undesirable playing conditions. A new floor system specifically designed for outdoor use is necessary to maintain a safe and stable surfacing with the ability to withstand year-round use. The Recreation and Parks Department will implement the project and maintain the improvements once complete. Funding for this project is through the State of California Proposition 68 Per Capita grant and requires no matching funds. Jefferson Park ADA and Basketball Court Light Improvements - Jefferson Park facility is located at 801 Bernard Street. This $250,000 project will complete the addition of sidewalk ADA improvements along the southern portion of the park and upgrade existing sports lighting to the recently renovated basketball courts. The Recreation and Parks Department will implement the project and maintain the improvements once complete. Funding for this project comes from Community Development Block Grant Funds and Park Improvement Funds. McMurtrey Aquatic Center Pool Shade Structures Ɓ The McMurtrey Aquatic Center is located 1325 57XVIIX8LMWMQTVSZIQIRX[MPPEHHX[SPEVKIWLEHIWXVYGXYVIWXSXLIJEGMPMX]ƅW swimming pool deck area. The large open area needs additional shade protection from the extreme heat. McMurtrey Aquatic Center is a heavily used, centrally located public facility used year-round including contractual obligations with the Kern High School District. Funding for this project comes from Community Development Block Grant Funds. Parks Facility Expansion Project Ɓ The City owns a vacant facility located at 2020 R Street that was formerly known as the Bakersfield Community House. This approved $350,000 project consists of modifying the existing facility to house Recreation Division staff and serve as a satellite location for a Park Division field operation crew. Modifications include office space, HVAC upgrade, restroom, and exterior parking and security. Capital Outlay Funds provide the funding source for this project. Park ADA Improvements Phase 1 Ɓ This $250,000 project is located at various parks throughout the City. A recent ADA evaluation identified multiple issues at various parks that will require ADA improvements. This project will make improvements such as sidewalk repair, and/or replacement, restroom modifications to meet current ADA standards and park site improvements. Capital Outlay Funds provide the funding source for this project. Maxicom Communication System Upgrade Ɓ This $100,000 project covers all 61 parks within the City. Initially installed in 2015, the existing 3G cellular modems provide the means of 317 GSQQYRMGEXMSRJSVXLI'MX]ƅW1E\MGSQGSRXVSPPIHMVVMKEXMSRW]WXIQW8LIGIPPYPEVQSHIQWWIRH ERHVIGIMZIGSQQYRMGEXMSRXVERWQMWWMSRWJVSQEGIRXVEPGSRXVSPPSGEXMSRSYXXSIEGLSJXLI'MX]ƅW 61 park sites. Various cellular carriers are in the process of phasing out the 3G cellular band in favor of the 4G and 5G bands, resulting in the current modems being obsolete. Capital Outlay Funds provide the funding source for this project. Mesa Marin Dog Park Shade Canopy Ɓ This project is located at 10315 Highway 178. This $50,000 project will install a shade canopy at the dog park facility. The widely used amenity currently provides two separate bench seating locations where the community has requested shade accommodations be provided in these areas to deliver temporary shelter from exposure from the often-extreme sunny conditions. Capital Outlay Funds provide the funding source for this project. Recreation and Parks Admin Office Carpet Replacement Ɓ This project is located at City Hall North, 3rd Floor. This $30,000 project will replace all office and common area carpet at the Recreation and Parks Administrative office. The carpet at the Administrative office is over 15 years old and is need of replacement. During non-pandemic times, the department has regular visitors from the public for programing and reservations. New carpet will provide a more pleasing environment for the public. Capital Outlay Funds provide the funding source for this project. Facility Needs Assessments for MLK & Silver Creek Community Centers Ɓ The project is located at 1000 S. Owens St. and 7011 Harris Road. This $500,000 project is to attain a consultant who through community outreach, will gather information from each of the two locations and develop a facility needs assessment. Each of the facility locations provide unique services to their respective areas of the community. Over the years, Staff was unable to program several activities due to the lack of accommodations and the GSRWXVEMRXWSJXLIJEGMPMX]ƅWPE]SYX8LIVIWYPXWSJXLI assessment will MHIRXMJ]XLIGSQQYRMX]ƅWRIIHWJSVX]TIWSJWIVZMGIWVIUYIWXIHERHTVSZMHI comprehensive information on designs and associated capital improvements cost needed to update these facilities. Jastro Park Improvements Project Ɓ This project is located at 2900 Truxtun Avenue. This $475,000 project consists of basketball court rehabilitation and amphitheater repairs and improvement. Dedicated to the City In 1927 by the Jastro family, the oYXHSSVEQTLMXLIEXIVƅWTVSNIGXwill provide necessary repairs and improvements to the existing park amenities. The project will perform the much-needed repairs and accessibility improvements while maintaining the structural aesthetics of the original design. McMurtrey Aquatics Center Concrete Pool Deck Replacement Ɓ This project is located at 1325 Q. St. This $150,000 project consists of replacement of the existing concrete deck. Built in 2004, the year-round use facility has experienced wear and tear on the original concrete decking WYVVSYRHMRKXLIJEGMPMX]ƅWGSQTetition and activity pools. Overtime, the chemically treated water has eroded the finish of the concrete. This resulted in a very rough, uneven finish with cracks and patches throughout that has become an overall safety concern. Staff performed temporary patches to areas of rough surface to smooth it out in hopes of extending life of the concrete. The temporary patches are no longer feasible and replacement is necessary at this time. This project will demolish the rough areas and replace with new concrete. City Park Splash Pad Surface Coating Project Phase 1 Ɓ This project is located at the following locations: 3300 Redlands, 2900 Truxtun Avenue, 1000 S. Owens St and 5709 Mountain Vista Dr. Phase 1 of this $120,000 project will be at the Siemon, Jastro, MLK, and Greystone parks splash 318 TEHW8LI'MX]ƅWZEVMSYWWTPEWLTEHJEGMPMXMIWEVIEZIV]TSTYPEVEQIRMX][MXLXLIWYVVSYRHMRK community during the summer season. With any aquatic feature, there is always a concern with slip & falls among the public users. The installation of a rubberized non-skid surface coating will allow for decrease in possible slip-fall injuries while providing a more attractive, highly durable, and impact-resistant element to the facilities. Campus Park North Fitness Equipment Renovations Ɓ This project is located at 3700 Park View Dr. This $100,000 project will replace the fitness stations at the park. Original to the park construction in 1986. The existing fitness equipment was constructed of wood and metal products. Over the years, several of the fitness stations were removed due to natural deterioration from exposure to the elements. Modernized equipment meeting current standards will be installed to address the communities rising health fitness needs. Park Trash Enclosures Project Phase 2 Ɓ The project is located at the following parks: Lowell, Wayside, Beach, Quailwood, Saunders, Yokuts, Patriots and Grissom Parks. This $275,000 project will construct trash enclosures at each listed park. Recently there has been an increase of illegal HYQTMRK[MXLMRWIZIVEPSJ'MX]ƅWGSQQYRMX]TEVOW8LIEHHMXMSRSJXLIWIInclosures will provide the ability to control the issue while providing a good aesthetic value within these community parks. The trash enclosures will be constructed of concrete masonry units and will be appreciated by the surrounding community. San Miguel Grove Parking Lot Improvements Ɓ The project is located off Manor Street and Denise Avenue. This $50,000 project consists of the addition of a metal guard posts and railing improvements at the location. The current parking lot condition at this location lacks proper perimeter traffic control measures to adequately secure vehicles within the area. The addition of a perimeter metal guardrail system will prevent ongoing problematic issues with vehicles trespassing beyond the parking lot areas. Campus Park South Tennis Court Rehabilitation Ɓ The project is located at 8800 District Blvd. This $225,000 proposal consists of rehabilitating two existing tennis courts into two permanent pickleball courts and one tennis court. The Campus Park Tennis Courts are very popular with the surrounding community and appreciated. The asphalt court surfacing has progressively deteriorated over the years, developing several open cracks upon the surface areas and in need of replacement including fence repairs. The courts were resurfaced approximately 10-12 years ago. This project consists of removing the existing asphalt surface and replacing with new VIMRJSVGIHGSRGVIXIQEXIVMEPWRI[LEVH[EVIEGV]PMGGSYVXGSPSVWYVJEGMRKERHƉTPE]PMRIW Patriot Park Playground Rehabilitation Project Ɓ The project is located at 1600 New Stine Road. This $373,750 consists of removal and replacement of the existing playground equipment at the park. The existing playground equipment is 25 years old and is past its useful life. It has little play value as compared to modern playground equipment. The new playground will include rubberized surfacing, ADA accessibility, and inclusionary play. Windermere Park Playground Rehabilitation Ɓ The project was is located at 3101 Bromley Way. This $345,000 project consists of removal and replacement of existing playground equipment. The existing playground equipment is 19 years old and is past its useful life. It has little play value as compared to modern playground equipment. The new playground will include rubberized surfacing, ADA accessibility, and inclusionary play. 319 Quailwood Park Playground Rehabilitation Ɓ The project is located at 7400 Quailwood Drive. This $345,000 project consists of removal and replacement of existing playground equipment. The existing playground equipment is 16 years old and is past its useful life. It has little play value as compared to modern playground equipment. The new playground will include rubberized surfacing, ADA accessibility, and inclusionary play. River Oaks Park Playground Rehabilitation Ɓ The project located at 12608 Monterey Beach Drive. This $345,000 project consists of removal and replacement of existing playground equipment. The existing playground equipment is 16 years old and is past its useful life. It has little play value as compared to modern playground equipment. The new playground will include rubberized surfacing, ADA accessibility, and inclusionary play. Solera Gardens Park Playground Rehabilitation Ɓ The project is located at 6010 Miramonte Drive. This $345,000 project consists of removal and replacement of existing playground equipment. The existing playground equipment is 16 years old and is past its useful life. It has little play value as compared to modern playground equipment. The new playground will include rubberized surfacing, ADA accessibility, and inclusionary play. Neighborhood Park Re-Invention Ɓ The project is for two undetermined neighborhood park sites within the City. This $1,000,000 project will evaluate two existing neighborhood parks and make enhancements based on community feedback within the surrounding neighborhood. The project will add or upgrade amenities that are more in line with the recommendations of the residents. 320 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS Project #Project Title Ward Source Fund #FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Total 411 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$ 412 250,000 250,000 250,000 250,000 250,000 1,250,000 E0K221 CENTRIFUGE REHAB PLT3 6 SEF 412 80,000 80,000 ---160,000 E1K302 REPL VFD INFLUENT PUMPS 1-7 SEF 412 110,000 60,000 ---170,000 E1K303 REHAB/REPL INFLUENT PUMPS 1-7 SEF 412 240,000 120,000 ---360,000 E1K304 PRIMARY CLARIF 1-4 REHAB 1-7 SEF 412 1,300,000 1,300,000 ---2,600,000 E1K308 REPLACE FLARE 1-7 SEF 412 75,000 ---1,300,000 1,375,000 E1K309 REPL PRIMARY SLUDGE PUMPS 1-7 SEF 412 120,000 ----120,000 E2K300 CHEM DOSING SYSTEM REHAB 1-7 SEF 412 350,000 ----350,000 E2K301 DAF REHAB 1-7 SEF 412 500,000 450,000 ---950,000 E2K302 HVAC UNITS REPLACEMENT 1-7 SEF 412 450,000 ----450,000 E2K303 PLC UPGRADE 1-7 SEF 412 750,000 750,000 ---1,500,000 E2K304 MAINT BLDG REPAIR & REMOD 1-7 SEF 412 425,000 ----425,000 411 30,000 ----30,000 412 30,000 ----30,000 E2K306 SWR REHAB-DOWNTWN MH PH 1 2 SEF 411 500,000 500,000 500,000 --1,500,000 E2K307 STMIMP-V ST DETENTION BSN 2 SEF 411 200,000 700,000 500,000 --1,400,000 E2K308 SWR RHB BRNDG AND UNION 1 SEF 411 750,000 ----750,000 E2K309 FENCERPLC-UNION AVE CANAL 2 COF 311 67,300 ----67,300 E2K310 MISC STORM DRAIN IMPRV VARIOUS SEF 412 200,000 200,000 200,000 200,000 200,000 1,000,000 E2K311 GAS EXTRACT WELL HEADS WARD 3 RCF 421 125,000 125,000 ---250,000 E2K312 TERTIARY EXPANSION WWTP 3 1-7 SEF 412 100,000 2,000,000 2,000,000 2,000,000 2,000,000 8,100,000 E6K202 REHAB TRICKLING PUMP STAT 1 SEF 411 120,000 ----120,000 E8K203 AERATION BASIN REHAB 6 SEF 412 400,000 ----400,000 E8K205 RETURN ACT SLUDG PUMP RAS 6 SEF 412 70,000 ----70,000 411 300,000 300,000 300,000 300,000 300,000 1,500,000 412 300,000 300,000 300,000 300,000 300,000 1,500,000 E9K202 SOLIDS TRAIN UPGRADE 6 SEF 412 250,000 ----250,000 E9K204 REHAB GRIT CLASSIFIERS 6 SEF 412 50,000 ----50,000 411 -250,000 250,000 250,000 250,000 1,000,000 412 -250,000 250,000 250,000 250,000 1,000,000 EZK201 SEWER LIFT REHAB-BANK ST 2 SEF 412 ---1,228,000 -1,228,000 EZK225 SWRLFTRHB-SANDRA/MEREDITH 1 SEF 411 --1,166,000 -1,166,000 EZK226 SWRLFTRHB-MING/GRND LAKES 4 SEF 412 --1,132,000 -1,132,000 EZK227 SWRLFTRHB-EUCALYPTUS 3 SEF 411 --1,193,000 -1,193,000 EZK228 SWRLFTRHB-TAFT HWY/S H ST 7 SEF 412 --1,228,000 -1,228,000 1-7 SEF 1,6 SEF VARIOUS SEF PORTALOGIC SYSTEM UPGRADE SEFVARIOUS E9K201 WWTP MISC IMPROVEMENTS E9K210 SEWER LIFT & STRM PMP STA E2K305 E0K215 SEWER REPAIRS VAR LOC 321 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS Project #Project Title Ward Source Fund #FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Total EZK300 REHAB EFFLUENT PUMP STAT 1-7 SEF 412 -60,000 500,000 --560,000 EZK301 DEMO OLD HEADWORKS BLDG 1-7 SEF 412 -250,000 ---250,000 EZK302 SWR LFT REHAB:VARIOUS LOC 2 SEF 411 -450,000 ---450,000 P0K203 STREET LGHT STUDY IMPRVMT VARIOUS MEASN 312 1,000,000 ----1,000,000 P1K300 CORP YD BLDG A UPDATE 2 RCF 421 30,000 ----30,000 P1K303 MISC FUEL STAT IMPR VARIOUS EMF 511 100,000 100,000 100,000 100,000 100,000 500,000 ISTEA 121 1,770,600 ----1,770,600 URF 316 200,000 ----200,000 ISTEA 121 5,247,755 ----5,247,755 URF 316 703,905 ----703,905 P1K310 MISC EMRGNCY FCLTY RPRS VARIOUS COF 311 100,000 -100,000 100,000 100,000 400,000 P2K222 AIRPORT R/W T/W MIRL PAPI 1 GAF 451 400,000 ----400,000 P2K223 UPGRD BLDG B RESTROOMS 2 COF 311 101,000 ----101,000 P2K224 CONV CNTR REAR PRMT DOORS 2 COF 311 33,500 ----33,500 P2K225 UPGRD RSTRM MAYORS OFFICE 2 COF 311 39,000 ----39,000 P2K226 ROOF RESTOR BLDG D 2 EMF 511 590,000 ----590,000 P2K227 CONV CTR LOBBY IMPROVEMEN 2 COF 311 50,000 ----50,000 P2K300 BOLLARD REPLACE MILLCRKPK 2 MEASN 312 133,000 ----133,000 P2K301 REPL MONUMENT SNOW/HOSKNG 3 AND 7 MEASN 312 115,000 ----115,000 URF 316 739,860 ----739,860 ISTEA 121 7,670,140 ----7,670,140 P2K303 TRANSFER STATION DESIGN WARD 1 RCF 421 100,000 ----100,000 P2K304 CBACC SHELTER EXPANSION 1 COF 311 500,000 ----500,000 P2K305 SMRT CITY ST LT PILOT PR VARIOUS COF 311 250,000 ----250,000 P2K306 ST LIGHT IMP SOUTHWEST VAROUS COF 311 50,000 ----50,000 TDA 145 76,500 ----76,500 COF 311 8,500 ----8,500 P2K308 PARKING GARAGE SEC UPGRDS 2 COF 311 225,000 ----225,000 P6K202 AIRPORT MISC. REPAIRS 1 GAF 451 25,000 25,000 25,000 25,000 25,000 125,000 P6K203 AIRPORT HANGAR DOOR REHAB 1 GAF 451 30,000 30,000 30,000 30,000 30,000 150,000 P6K220 CBACC-MISC IMP 1 COF 311 75,000 75,000 75,000 75,000 75,000 375,000 P6K222 ARENA/CC MISC IMPROV 2 COF 311 100,000 100,000 100,000 100,000 100,000 500,000 P8K213 GREENWASTE PAVEMT REPAIR 1 RCF 421 50,000 50,000 ---100,000 P9K200 COMPOST AUTOMATION PROJ 1 RCF 421 250,000 ----250,000 P9K201 AIRPRT NW TXL REHAB A/C 1 GAF 451 500,000 ----500,000 P9K220 GRADING AND DRAINAGE IMPR 1 RCF 421 100,000 ----100,000 PZK221 BKSFLD EAST MONUMENT SIGN COUNTY UNK 969 -137,000 ---137,000 PZK303 CHS-ANNEX-BREAK-ROOM 2 COF 311 -65,000 ---65,000 Q1K300 ASP TEMPERATURE PROBES 1 RCF 421 60,000 ----60,000 Q2K301 EQUIPMENT LIFT SYSTEM VARIOUS EMF 511 150,000 ----150,000 T0K244 ST IMP-PANAMA: W OF UNION 1 TDF 331 778,000 -994,000 --1,772,000 T0K263 WARD 1/2 STREETS MISC 1,2 COF 311 700,000 700,000 700,000 700,000 700,000 3,500,000 T1K300 ST IMP WIBLE HSKNG BRKSHR 7 TDF 331 1,550,000 1,830,000 ---3,380,000 5 3 P1K305 MULTI USE PATH HEATH P2K307 AMTRAK SECURITY ENHNCMTS 2 P1K307 MULTI USE PATH HAGEMAN P2K302 MULTIUSE PATH FRIANT KERN 2,3,4 322 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS Project #Project Title Ward Source Fund #FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Total COF 311 1,200,000 1,000,000 1,000,000 1,000,000 1,000,000 5,200,000 GTF 151 4,000,000 2,750,000 2,750,000 2,750,000 2,750,000 15,000,000 URF 316 3,500,000 4,000,000 4,000,000 4,000,000 4,000,000 19,500,000 TDF 331 -810,000 ---810,000 URF 316 -640,000 ---640,000 T1K313 RPLC GUARD RAILS VAR LOC VARIOUS GTF 151 130,000 130,000 130,000 130,000 130,000 650,000 T2K300 ADA CURB/GUTTER/SIDEWALK VARIOUS COF 311 250,000 250,000 250,000 250,000 250,000 1,250,000 T2K302 PVMT RHB UNON-SR58-BELLE 2 SB1 152 1,250,000 ----1,250,000 T2K303 PVMT RHB WHITE-GSFD TO OR 5 SB1 152 4,500,000 ----4,500,000 T2K304 ST IMP CORR:H ST &CHESTER 1 AND 2 MEASN 312 350,000 3,400,000 2,300,000 --6,050,000 T2K305 TRF SIG NEW: HARRIS-YOUNG 5 URF 316 320,000 ----320,000 T2K306 ST IMP WIBLE-MCKEE 7 TDF 331 524,000 520,000 ---1,044,000 T2K307 BRDG IMPR-BEALE UPRR 2 URF 316 100,000 ----100,000 ISTEA 121 1,239,420 ----1,239,420 GTF 151 275,000 ----275,000 ISTEA 121 5,114,000 ----5,114,000 SB1 152 1,000,000 ----1,000,000 T2K310 PVMTRHB - PANORAMA DR 3 SB1 152 325,000 ----325,000 T2K311 PVMTRHB-HALLISEY ST ET AL 6 SB1 152 325,000 ----325,000 MEASN 312 580,575 ----580,575 ISTEA 121 210,000 ----210,000 T2K313 PHASE 8 BRNDGE UNION MP 1 CDBG 111 502,514 ----502,514 T2K314 C&G: MADISON AREA 1 CDBG 111 382,510 ----382,510 T2K315 C&G: OLEANDER AREA 2 CDBG 111 382,510 ----382,510 T2K316 C&G: UNION & EAST TRUXTUN 2 CDBG 111 382,510 ----382,510 T2K317 C&G: BENTON AREA 7 CDBG 111 382,510 ----382,510 T2K318 WESTSDE PKWY LNDSCPE P1 2 AND 3 MEASN 312 1,660,176 ----1,660,176 T2K319 SR99 HSKNG INTER LNDSCPNG 7 MEASN 312 750,000 ----750,000 T2K320 SR58 CORRIDOR ENHANCEMENT VARIOUS MEASN 312 1,310,176 ----1,310,176 ISTEA 121 246,100 ----246,100 GTF 151 30,000 ----30,000 ISTEA 121 586,000 ----586,000 GTF 151 30,000 ----30,000 T5K204 ST IMP PANAMA/MTVISTA/OR 5 TDF 331 -200,000 ---200,000 T5K211 ST IMP PANAMA OLRVR/GOSFD 5 TDF 331 -150,000 550,000 --700,000 T6K201 ADA TRSTN MISC PROJ VAR COF 311 50,000 50,000 50,000 50,000 50,000 250,000 T7K226 ST IMPR PANAMA AT-GRADE X 5 TDF 331 -1,540,000 ---1,540,000 T9K207 SIG MOD MISCELLANEOUS VAR URF 316 40,000 60,000 60,000 60,000 60,000 280,000 TRRH40 24TH ST CUL DE SAC WALLS 2 COF 311 475,000 ----475,000 TZK202 TRUXTUN AVE CURB & GUTTER 2 UNK 969 --232,000 --232,000 1 AND 2 4,5 2,5,6T2K308SIG COORD PT 2 T2K309 PVMT RHB CALIFORNIA AVE T2K321 PED FLASHING BEACONS T1K307 RESURFACING STREETS DIV VARIOUS T1K309 ST IMP ATGRAD XING BRKSHR 5 T2K312 ST IMP CHESTER AVE 1 AND 2 T2K322 TR SIG INSTALL BEALE AVE 2 323 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS Project #Project Title Ward Source Fund #FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Total TZK205 PVMT REHAB-STOCKDALE HWY 4 SB1 152 -2,450,000 ---2,450,000 TZK206 ST IMP OAK /CALIF RT TURN 2 UNK 969 --275,000 --275,000 TZK207 ST IMP TRUXTUN @ H ST RTL 2 UNK 969 -201,000 ---201,000 TZK256 ST IMP BUCK OWENS 3 UNK 969 ---428,000 -428,000 TZK303 PVMNTRHB CHSTR-UNI TO PLZ 1 SB1 152 -1,620,000 ---1,620,000 TZK304 PVMTRHB MCKEE-STINE/WIBLE 7 SB1 152 -1,600,000 ---1,600,000 SB1 152 -1,750,000 ---1,750,000 SEF 411 -100,000 ---100,000 65,397,061$ 34,978,000$ 21,380,000$ 17,186,000$ 14,470,000$ 153,411,061$ Total TZK305 PVMTRHB HALEY-UNIV TO PAN 3 324 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 2017. 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. 325 City of Bakersfield 2020 21 City Council Goals Mayor Karen K. Goh City Councilmembers Eric Arias Ward 1 Andrae Gonzales Ward 2 Ken Weir Ward 3 Bob Smith Ward 4 Bruce Freeman Ward 5 Patty Gray Ward 6 Chris Parlier Ward 7 Submitted by: Christian Clegg, City Manager 326 The City Council Goals are vital management tool that provide direction to City staff on Council priorities. The Council Goals document outlines eight Council-developed overarching goals with each goal accompanied by a staff-developed workplan of action items and activities. This workplan format tracks the progress of City activities on a quarterly basis and helps capture the City’s accomplishments over the term of one fiscal year. The City Council receives quarterly updated on City Council goals during the reports section of their Council meetings as well as during the annual budget proposal and workshop sessions. All proposed department activities must reference a City Council goal. Project- based and time-bound projects are tracked in the annual workplan, which is developed by Departments through the budget process. The City Council Goals are housed on the City Council webpage https://www.bakersfieldcity.us/458/City-Council 327 Contents2020 21 City Council Overarching Goals ...................................................................................................................................................................................... 3 1. Provide Quality Public Safety Services ................................................................................................................................................................................... 4 2. Address Homelessness ................................................................................................................................................................................................................... 8 3. Maintain Fiscal Solvency ............................................................................................................................................................................................................ 11 4. Enhance Quality of Life and Public Amenities ................................................................................................................................................................... 14 5. Strengthen and Diversify our Economic Base .................................................................................................................................................................... 17 6. Enhance Infrastructure .............................................................................................................................................................................................................. 20 7. Promote Community Pride and Foster a Culture of Customer Service ....................................................................................................................... 24 8. Invest in Urban Revitalization and Downtown Development ......................................................................................................................................... 26 Quarter 1 ² July, August, Sept 2020 Quarter 2 ² October, November, December 2020 Quarter 3 ² January, February, March 2021 Quarter 4 ² April, May, June 2021328 2020 21 City Council Overarching Goals 1 Quality Public Safety Services Provide consistent public safety and emergency services that support and enhance proactive law enforcement, improve police and fire response times, and reduce crime with emphasis on reducing gang violence, domestic violence, child abuse, assault, vehicle theft and property crime. 2 Address Homelessness Increase shelter capacity and identify targeted funding for services for homeless persons, providers for greater outreach, and more counseling to achieve a meaningful reduction in homelessness. 3 Maintain Fiscal Solvency Plan for stable and consistent fiscal solvency through prudent management of general fund reserves, facility replacement reserves, pension obligations, and evaluation for cost and operational efficiencies. 4 Enhance Quality of Life and Public Amenities Improve and enhance the condition of public amenities, parks, and streetscapes to bolster the quality of life for our community and leave a positive impression for visitors. 5 Strengthen and Diversify our Economic Base Streamline development processes and targeted investments and incentives in strategic areas throughout the City to increase economic activity and job creation. 6 Enhance Infrastructure Replace deteriorated streets, enhance infrastructure for pedestrian and bicycle safety, and meet the current schedule for FRQVWUXFWLRQRIDOOSKDVHVRIWKH7KRPDV5RDGV,PSURYHPHQW3URJUDPWRLPSURYHWKH&LW\·VWUDQVSRUWDWLRQQHWZRUNIRUDOOusers. 7 Promote Community Pride, Image, and Excellent Customer Service Provide superior customer service that empowers constituents to engage meaningfully with Councilmembers and staff and demonstrates the commitment and pride that employees and residents take in our community and its successes. 8 Invest in Urban Renewal and Downtown Development Revitalize established areas of the city such as Downtown Bakersfield, historic areas, and areas that are ineligible for federal funding for projects such as the installation of curb, gutter, sidewalks, and related infrastructure. 329 1. Provide Quality Public Safety ServicesProvide consistent public safety and emergency services that support and enhance proactive lawenforcement, improve police and fire response times, and reduce crime with emphasis on reducing gangviolence, domestic violence, child abuse, assault, vehicle theft and property crime.Action ItemsDepartment Activities Dept. Justification Impact Timeline Measures 1.1 Hire 100 additional police officers and enhance support staff. 1.1a ² Conduct Police Academies 1.1b Progressive Recruitment Efforts PD HR The City of Bakersfield has seen an unfavorable rise in part 1 crime, including gang violence, domestic violence, assault, vehicle theft, and burglary and property crime. The Bakersfield Police Department aims for the benchmark of 1.3 sworn officers per 1,000 in population. Hiring additional officers will increase the numbers of officers on patrol, allowing the department to reduce response times to priority one calls and ShotSpotter activations, engage in proactive crime prevention strategies, further suppress and intervene in gang activity, and increase high visibility patrols in public areas. 1.1a Ongoing 1.1b Ongoing # Recruitment Activities: Increased # of recruits Recruit retention % Applicable to all: Complement Numbers As of 8/31 the Police Department had 561 filled positons and 65 vacant. Overall the Police Department has 587 filled positions and 85 vacancies as of 9/17. 1.2 Improve response times to all priority calls 1.2a Implementation of the Regional Radio Network 1.2b ² Police and Fire Dispatcher Recruitment PD Fire TS HR Per recommendation by the International Associations of Chiefs of Police, the Bakersfield Police Department has worked diligently to reduce Priority 1 response times to under six minutes. With the addition of sworn and professional personnel the Police department aims to reduce the citywide average response time to 5:30, answer 95% of all 911 calls within 15 seconds or less 1.2a ² Q2 1.2b ² Ongoing Project timeline Response times report: Dispatch answer response times: # staff vacancies: 5 # of response to non emergency calls 330 Capacity must be built in order to reduce response times to all calls. per National Emergency Number Association (NENA) Standard, and dedicate staff to respond to online and telephone police reports. 1.3 Utilize Data Driven Crime Reduction Strategies to Reduce Part 1 Crime 1.3a ² Recruit for detectives to bolster the Violent Criminal Apprehension Team (VCAT), Special Enforcement Unit (SEU), and FBI Violent Crime Taskforce 1.3b ² Expand the ShotSpotter Program 1.3c Expand gun violence intervention program through CALVIP grant 1.3d Recruit for Public Safety Liaison position 1.3e Implement Mobile Data Management to secure mobile systems PD TS CMO Modern policing practices involve using data to follow trends and efficiently deploy resources. Consistent data driven strategizing aims to reduce part 1 crime across the city and provide staff with the tools to thoroughly investigate, thereby increasing the quality of life for all residents. 1.3a ² Q2 1.3b ² Q1 1.3c Q2 1.3d ² Q1 1.3e Q1 1.3a ² # positions filled 1.3b ² # of ShotSpotter activations Map of ShotSpotter boundaries/activations # of weapons recovered #/type of arrests from ShotSpotter Activation 331 1.4 Maintain High Quality Fire Department Certifications 1.4a Obtain Center for Public Safety Excellence Accreditation Fire CMO The City aims to not only maintain public safety standards, but also continually seeks improvement in order to deliver efficient and effective services. ´0DQ\LQVXUHUV use Public Protection Classification (PPC) ratings as a measure of the risk of fire losses in a community, an important item to consider when determining premiums for property insurance1µ 1.4b Q3 1.4a ² ISO grade report/feedback 1.5 Maintain Effective Emergency Preparedness and Risk Management 1.5a Continue Threat and Hazard Identification and Risk Assessment for Metro Area Participation in Kern Hazard Mitigation Plan update 1.5b Improve Interdepartmental Readiness Through Risk and Safety Training 1.5c ² Recruitment of Risk Management Safety Officer Fire Risk The City of Bakersfield must stay prepared for emergency and disaster events such as wildfires, flood, earthquakes and subsequent recovery efforts. Additional training and public outreach will aid departments in identifying risk reduction opportunities, improve inter departmental readiness through training, and improve response capabilities and disaster preparedness for all City of Bakersfield Departments. 1.5a ² Q3 1.5b ² Ongoing 1.5c ² Q2 1.5a ² Hazard Matrix Tracking of FEMA review timeline 1.5b ² #/topic/topic of staff training 1.6 Improve Public Education Efforts 1.6a ² Community Relations Unit Outreach Activities 1.6b Create Chief Adjutant position to manage Police Department PD Fire HR CMO TS Education plays an invaluable role in threat prevention and preparedness. It is important to promote a safe community through Improved public awareness can reduce fire, fire loss, and prevent injuries. Enhanced knowledge of situational 1.6a ² Ongoing 1.6b ² TBD 1.6c ² Q2 1.6a ² # outreach events/participants 1.6b ² Appointment completed 1 (Gibson, 2018) 332 regarding Public Safety community engagement and trust building priorities under direction of the Police Chief 1.6c Develop online availability of information mandated for public release outreach and awareness. awareness can empower residents and businessowners to protect their assets. 1.6d ² TBD 333 2. Address HomelessnessIncrease shelter capacity and identify targeted funding for services for homeless persons, providers forgreater outreach, and more counseling to achieve a meaningful reduction in homelessness.Action Items Department Activities Dept. Justification Impact Timeline Measures 2.1 Increase Shelter Capacity 2.1a ² Begin operations at the Bakersfield Homeless Navigation Center 2.1b Permanent/Transitional Housing development 2.1c Facilitate completion of two 40 bed expansion projects DS CMO Local shelters do not have the capacity to meet the need for overnight housing. The 2019 Point in Time (PIT) count showed a 50% increase in homeless. Persons who camp throughout the City illegally must have viable options to relocate. Increased shelter capacity will give those experiencing homelessness more options to be sheltered, as well as access to services and support. 2.1a ² Q2 2.1b ² Ongoing Q1 2021/22 Q2 2022/23 Ongoing 2.1c ² Q4 Q4 Q2 2.1a ² Bed Capacity ² 150 initial beds in first phase. Construction timeline ² completing construction work by late October. 2.1b ² 189 units, with 131 units either under construction or funded. 2.1c ² Expansion bed capacity BHC ² up to 70 bed expansion. The Mission ² up to 40 bed expansion. Actual numbers may be slightly lower because of social distancing requirements. 334 2.2 Increase Outreach Services 2.2a Increase support and range for Impact Officers (+15%) 2.2b ² Allow opportunities for City staff to participate in the 2021 PIT count 2.2c Develop a collaborative partnership to proactively address chronic homeless encampment locations PD DS ECD CMO It takes repeated positive interactions with a person experiencing homelessness in order to build trust and open someone up to receiving services. Additionally, those who would benefit from mental health support require ongoing support in addition to housing. By supporting additional outreach services, persons experiencing homelessness will have access to more opportunities to improve their situations and start the path to supportive and permanent housing solutions. 2.2a ² Q2 2.2b ² Q2 2.2c ² Q2 2.2a ² Impact Officers Report and calls for service. 2.2b ² +10 PIT Count Volunteers 2.2c ² # of encampments addressed 2.3 Rapid Response Team 2.3a ² Implement an internal project management system dedicated to Rapid Response Activities Parks DS TS The rise in unauthorized campsites and illegal waste dumping throughout the City has posed a health and safety hazard for residents, business owners, and visitors. 6WDIILQJSULRUWR)<·was frequently redirected from regular duties to respond to such situations, which has delayed services in other areas. Using the Bakersfield Graffiti team model, the 7 day a week Rapid Response team aims to, where legally possible, make contact within 48 hours, abate and clear unauthorized encampments, immediately relocate persons, and educate homeowners and businessowners. 2.3c ² Ongoing/Q4 As of September 2020, the Code Enforcement RRT has responded to: Calls for Service ² 4207 Clean up sites 971 Cubic yards of trash ² 3628 Contacts with Individuals/Offers of services ² 1520 2.4 Engage Actively with the Homeless Collaborative and Fund 2.4a ² Continue advocacy for State funding to address homelessness 2.4b ² Allocate Housing and Urban Development Funding to provide for solutions such as the creation of affordable DS ECD CMO The rise in number of persons experiencing homelessness is a nationwide issue that has hit California cities particularly hard. The local Homeless Collaborative will be updating and 7KH&LW\·VUROHLQWKHHomeless Collaborative will serve to increase capacity and enhance services offered by strategically allocating funding 2.4a ² Ongoing 2.4b ² Ongoing 2.4a ² $ of state funding 2.4b² HUD funding recipients progress reporting CDBG 335 Homelessness Solutions housing, shelter capacity building, and support services through the Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), the HOME Investments Partnership Program (HOME) enhancing their administrative structure, of which the City will take an active role. across the various stakeholders involved in homelessness solutions. The City, along with local partners, aims to make a meaningful reduction in homelessness by connecting more people to services and opening opportunity to develop more affordable housing. ESG HOME Number of persons employed with homeless clean up crews . Maintain Fiscal Solvency 336 3. Maintain Fiscal SolvencyPlan for stable and consistent fiscal solvency through prudent management of general fund reserves, facility replacement reserves, pension obligations, and evaluation for cost and operational efficiencies. Action Items Department Activities Dept. Justification Impact Timeline Measures 3.1 Fund the &LW\·V&DVKBasis and Facilities Reserves to sustainable levels 3.1a ² Increase the General Fund Reserves to $54 million to reach the recommended level of two months of General Fund reserves by FY 2024 25 3.1b ² Increase the Facilities Replacement Reserve to $10 million by FY 2024 25 3.1c Establish and fund a Section 115 Pension Trust Fund 3.1d Update Council Reserve Policy to diversify reserve categories for anticipated future issues 3.1e ² Maintain Equipment Management Fund Balance Finance CMO Planning for economic uncertainties is crucial to long term stability for local jurisdictions to buffer from budget shortfalls which can lead to an undesirable decline in levels of services and personnel cuts. Substantiating the &LW\·V)LQDQFLDOReserves is a crucial tenet of conservative fiscal planning and will help protect the City from economic uncertainties. 3.1a ² Ongoing FY 2025 3.1b ² Ongoing FY 2025 3.1c ² Q3 3.1d ² Q3 3.1e Ongoing 3.1a ² General Fund Reserves Balance 3.1b ² Facilities Replacement Reserve Balance 3.1c ² Pension Trust Fund Balance 3.1 ² Policy adoption 3.1e ² Equipment Management Fund Balance equipment rental rates Applicable to all: Budget Proposals from FYs 2020 2025 3.2 Modernize and Enhance Financial Systems and Processes 3.2a Initiate study by outside consultants to examine current financial systems strengths and weaknesses 3.2b Review all financial related procedures and processes and correlate to industry best practices Finance CMO Financial related processes and procedures need updating to improve customer service and the current Enterprise Resource Planning (ERP) program does not meet all A review of the &LW\·VLQWHUQDOfinance systems aims to improve and expedite customer interaction, improve relations with vendors and local business, and 3.2a ² Q1 3.2b ² Ongoing 3.2c ² Q2 3.2d ² Q3 3.2a ² Completed consultant report Request for Proposal Developed Selection of new ERP software 3.2b ² 337 such as those set by the Government Finance Officers Association (GFOA) 3.2c Develop a long term financial forecasting tool 3.2d Conduct a comprehensive Risk Assessment the needs of the 21st Century municipality expedite department financial associated tasks. Updated internal procedures manual for both the Online Payment and Purchase Card programs 3.2c ² Tool complete 3.2d ² Risk Assessment Final Report 3.3 Legislative Advocacy 3.3a Develop State and Federal Legislative Programs 3.3b Acquire Legislative Advocacy services 3.3c Develop grant monitoring function to coordinate citywide grant funding opportunities CMO 3.3a ² Q2 3.3b ² Q2 3.3c ² Q3 3.3a ² Program adoption 3.3b ² Contract award 3.3c ² Monitoring process developed Grant $ received 3.4 Efficiencies Initiative 3.4a Efficiency Study 3.4b Analysis of customer/vendor service interfaces to increase paperless transactions 3.4c Conduct analysis of claims history 3.4d Complete the implementation of the new computer maintenance management software to enhance preventive CMO Risk Finance PW 3.4a ² Q3 Q4 3.4b ² Q3 3.4c ² Q3 3.4d ² Q3 3.4e ² Ongoing 3.4f ² Q3 3.4g ongoing 3.4a ² Study Final Report $ efficiencies achieved 3.4b ² # of paper transactions eliminated # of staff hours saved 3.4e ² # of staff hours saved 3.4g ² Energy efficiency $ savings 338 maintenance and asset management 3.4f ² Monitor fuel efficiency market trends 3.4g ² Energy Efficiency Projects 339 4. Enhance Quality of Life and Public AmenitiesImprove and enhance the condition of public amenities, parks, and streetscapes to bolster the quality of life for our community and leave a positive impression for visitors.Action Items Department Activities Dept. Justification Impact Quarter Start Measures 4.1 Improve and Enhance City Parks and Amenities 4.1a Kaiser Permanent Sports Village Design phase 4 4.1b Tarina Homes @ Mesa Marin Design Phase 3 R&P The health demographics of Kern County indicate high obesity rates among children and adults. Additionally, heart disease and diabetes rates are higher than average in this area. Reducing these health indicators will benefit the community. With the addition of softball fields, soccer and youth football, many more regional, state and national events will be hosted in Bakersfield. Currently, large tournaments must use several locations for their games. By expanding field space, tournament directors will book events in Bakersfield. 4.1c ² Q2 4.1b ² Q2 4.1a ²Design complete 4.1b ² Park will include solar array system to offset energy costs. Solar will be completed as a separate project through ForeFront. Applicable to all: Project timelines Project Amenities i.e. sidewalk sq. ft., amenities, ramps 4.2 Streetscapes 4.2a ² Annual tree planting program 4.2b ² Downtown wayfinding and streetscape studies R&P PW CMO The City underwent a long term drought that led to a massive loss of trees that staff have been working to replace ever since. Additional work still needs to be done to replace landscaping and enhance Planting trees and maintaining streetscapes will lead to cleaner roads and will beautify and improve aesthetics while providing clean air benefits. 4.2a ² Q3 4.2b ² Q1 4.2a ² Planting Schedule and reporting 4.2b ² Chester Ave, H, Street and Downtown streetscape report 340 landscaping throughout the City. 4.3 Neighborhood Parks 4.3a Beale Park Improvements 4.3b Linnell Brahma Park Development 4.3c Seasons Park playground rehabilitation 4.3d Tevis Park playground rehabilitation R&P Neighborhood parks are important amenities that promote outdoor activity, recreation, and pride in the community. Beale Park restroom replacement will enhance visitor experience at the park. Residents in each area anticipate high use of the parks with local families. 4.3a ² Q3 4.3b ² Ongoing 4.3c ² Q2 4.3d Q4 Applicable to all: Project Timeline Completion 4.4 Park Safety 4.4a ² Parks security camera project R&P TS Vandalism, broken parks equipment, and illegal waste dumping takes a disproportionate amount of staff time and resources to address. Protecting the &LW\·VSDUNVDQGgreen spaces is crucial to ensuring we preserve family friendly opportunities for recreation. 4.4b ² Postponed 4.4b ² Security camera completion 4.5 Protect the Kern River and WKH&LW\·VWater Supply 4.5a ² Conservation education 4.5b ² Sustainable Groundwater Management Act (SGMA) Implementation and Compliance WR It is important that the City manage the Kern River supply sustainably to provide a firm, reliable, and high quality water supply for the residents of Bakersfield now and into the future by planning and building for growth in the domestic water system, preserving and augmenting the underground water supply, increasing instream flows in the Protecting the &LW\·VZDWHUVXSSO\and ensuring the City has the benefit of the Kern River amenity can lead to cleaner banks and more efficient water usage. 4.5a ² Ongoing 4.5b ² Ongoing 4.5a Conservation education materials and outreach 4.5b ² Regulatory and legal findings related to SGMA 341 Kern River Channel, and effective flood control management by maintenance in the kern river channel and levees. 4.6 Clean City Initiative 4.6a Deploy cleanup work crews 4.6b Create city employee Eyes & Ears program 4.6c Foster additional public private partnerships DS P&R PW CMO 4.6a ² Q2 4.6b ² Q3 4.6c ² Q3 Q4 4.6a ² # of cleanups conducted # tons of debris removed Response times to mobile app requests 4.6b ² # of issues reported by City staff 4.6c ² # of new partnerships $ of investments from new partnerships 342 5. Strengthen and Diversify our Economic BaseStreamline development processes and targeted investments and incentives in strategic areas throughout the City to increase economic activity and job creation. Action Items Department Activities Dept. Justification Impact Quarter Start Measures 5.1 Promote Business Friendly Development and Permitting Processes 5.1a ² Implementation of an Online Permitting Process 5.1b ² Staff training on the permitting process 5.1c Market and promote WKH&LW\·VVWUHDPOLQHGpermitting process to promote development post COVID 19 5.1d Leverage SB2 planning grant and other development incentive programs 5.1e Treasury community outreach session on how to do business in the City 5.1f Complete the General, Drainage, Grading, and Landscaping revisions to City Standards 5.1g ² Update the Site Plan Review ordinance for the Planning Division to align with Streamlining process. DS ECD Finance PW The City of Bakersfield prides itself on being business friendly and has received feedback from the development community on ways to improve the permitting process. With a streamlined permitting process, the City aims to increase the number of permits granted, while cutting down on wait time, and ensuring staff is communicating and trained on all aspects of the process with both internal departments and applicants. 5.1a ² Q2 Q3 5.1b ² Q4 5.1c ² Q2 Q3 5.1d ² Q2 Q3 5.1e ² Postponed 5.1f ² Q1 5.1g ² Q3 5.1a ² Planning Division 2020 Data CUP ² 18 PCD ² 3 SPR ² 64 TTM ² 4 TPM ² 2 EOT ² 9 GPA ² 3 ZC ² 5 Number of plan reviews completed in FY 20 and 21 Calendar Year 2020 ² 8902 permits issued to date. Average time for permit process completion for FY 20 and 21 Staff will begin assembling data on time from submittal to issuance as the system goes live. 5.1b ² Scheduled Q4 2020. 343 5.2 Create the Economic and Community Development Department 5.2a Create and staff the Economic and Community Development Department 5.2b Develop a Citywide Market Analysis and Economic Development Strategy 5.2c Recruit a dedicated economic development grant writer ECD Enhanced economic development initiatives help create a healthy economy with public investment and encourage private investment in land, labor, capital and entrepreneurship. Actions by the City can have a positive effect on local business activity, employment, income distribution patterns, and fiscal solvency. The City aims to enhance knowledge of local economic conditions, challenges and opportunities, ,PSURYHWKH&LW\·Voffering of economic development services to attract new business and employers, and increase property values and encourage private investment by rehabilitating under utilized parcels. 5.2a ² Q1 Q2 5.2b ² Q3 5.2c ² Q1 Applicable to all: Reported tax revenue, including sales tax and transient occupancy tax (TOT) Report number of building permits per FY 20 and 21 Calendar year to date building permits. 2019 ² 8656. 2020 ² 8902. Total Permits 2019 ² 12,984 Total Permits 2018 ² 11,588 Report job numbers from FY 20 and 21 5.3 Implement Economic Opportunity Area (EOA) Plan 5.3a Allocating up to $700,000 to fund and begin implementation of the EOA Plan to provide assistance such as grants and small business loans to encourage investment in our City ECD The elimination of Redevelopment Agencies by the State severely OLPLWHGWKH&LW\·Vability to redevelopment underutilize properties for the benefit of the larger community. The implementation of the EOA aims to increase the assessed values of local industrial and commercial properties and bolster economic development 5.3a ² Ongoing Q1 5.3a ² Applicable to all: Report of number Businesses Assisted Amount of Public investment Amount of private investment Reported tax revenue, including sales tax and property tax 344 5.4 Economic Recovery Plan 5.4a Small Business Assistance Program 5.4b Housing Assistance Program 5.4c Create Economic Development Incentive Tools 5.4d Back to Work Program in partnership with Clean City Initiative and Infrastructure projects 5.4e Workforce Development projects with local partners CMO Finance ECD 5.4a ² Q1 Q2 5.4b ² Q2 5.4c ² Q3 Q4 5.4d ² Q2 5.4e ² Q3 Q4 5.4a ² # of businesses assisted through program 5.4b ² # of participants assisted through program 5.4c ² Business Assistance outcomes achieved through incentive tools 5.4d ² Jobs created by Clean City contracts 5.4e ² Number of participants in the CARES apprenticeship program 345 6. Enhance Infrastructure Replace deteriorated streets, enhance infrastructure for pedestrian and bicycle safety, and meet the current VFKHGXOHIRUFRQVWUXFWLRQRIDOOSKDVHVRIWKH7KRPDV5RDGV,PSURYHPHQW3URJUDPWRLPSURYHWKH&LW\·Vtransportation network for all users. Action Items Department Activities Dept. Justification Impact Quarter Start Measures 6.1 Completion of the Thomas Roads Improvement Program (TRIP) 6.1a The 24th Street Improvement Project 6.1b Belle Terrace Operational Improvements 6.1c Stockdale & Enos 6.1d Bakersfield Freeway Connector PW TRIP projects have been identified as necessary to relieve the stress on outdated infrastructure, caused by years of rapid growth in population, inter regional travel, and freight movement.2 The projects will facilitate regional mobility, economic growth and development, as well as reduce travel time through major transportation corridors.2 6.1 ² Ongoing Monthly TRIP Reports Project Completion Timelines 6.2 Retrofit, maintain, and enhance, the City's infrastructure 6.2a Complete the Downtown Sewer Study 6.2b ² Maintain roads through SB 1, Regional Surface Transportation Program (RSTP), CDBG, and Transportation Development Act (TDA) Opportunities 6.2c ² Enhance the aesthetics of medians on arterial roads such as Truxtun Avenue and Ming Avenue PW Much of the City's infrastructure is old and aging and was constructed under old standards. The existing infrastructure, including roads, buildings, sewer lines, sidewalks, and bridges, needs repair and consistent maintenance. Understanding the conditions of our infrastructure will help improve deficiencies in the network, including rehabilitation, repair, and resurfacing to improve driving experience, safety, and have less wear & tear on vehicles. 6.2a ² Q1 6.2b ² Q1 6.2b ²1. ² Q1 2. ² Q1 3. ² Q1 4. ² Q2 5. ² Q3 6.2c ² TBD 6.2d ² 2 6.2e ² Des. Eng. ² 1 6.2e ² Construction 6.2a ² Sewer study report with recommendations. Storm study report with recommended CIP Projects. 6.2b ² FY 20/21 RSTP projects are under design. 6.2b ² CDBG Projects 6.2d ² Updated Pavement 2 www.bakersfieldfreeways.us 346 6.2d Update the Pavement Management System 6.2e Lighting Improvement Project 6.2f Street Improvements to widen roadways 6.2g Evaluate pavement priority list using new Pavement Management System (PMS) to include projects into federally funded transportation programs 6.2h ² Sewer Collection Corrosion Control Pilot Study 6.2i ² Update to Sewer Enterprise Revenue Program 1.² Q1 2.² Q3 3.² Q3 6.2f ² 1 6.2f Construction 6.2g 1 6.2h ²Q2 6.2i ² Q2 Condition Index (PCI) 6.2e ² 6.2f ² continue to design improvements and construct. 6.2g ²Prepare priority list based on Pavement Management System updated findings. 6.3 Improve Pedestrian transit related Health 6.3a ² Congestion Mitigation and Air Quality Improvement (CMAQ) opportunities to implement signal coordination and intelligent transportation systems 6.3b ² Active Transportation Program (ATP) opportunities to install additional bike lanes, bike trails, and sidewalks 6.3c ² Highway Safety Program (HSIP) PW Transportation infrastructure has residual impacts to health and safety that are complex to address. The geographic nature of the central valley makes Bakersfield more susceptible to air pollution, which can be exacerbated by excess traffic. Strategic infrastructure can reduce idling & stop times and additional bicycle network infrastructure can encourage less vehicles on the road resulting in cleaner air and less opportunities for accidents. These projects can reduce air emissions, improve 6.3a ² Q1 6.3b ² Q2 6.3c ² Q2 6.3a ² Construction in early 2021 6.3b ² Under review by Caltrans 6.3d ² Applications due 10/19 Applicable to all: Grant Application Status Reports Implementation of Grant Projects 347 opportunities to install additional pedestrian signals safety features, and encourage active transportation. 6.4 Improve Bicycle and Pedestrian Safety 6.4a Street Light Study 6.4b ² 3URJUHVVWKH&LW\·VAmericans with Disabilities Act (ADA) transition plan with further upgrades to the public right of way and City facilities PW CMO Bicycle and pedestrian related traffic accidents and near misses can discourage users from active transportation. The City strives to earn the title of a Bicycle Friendly Community by the League of American bicyclists by improving conditions and education for all road users. By collecting meaningful data on bicycle and pedestrian safety and exploring additional ways to improve network conditions, the City aims to reduce the number of bicycle and pedestrian related accidents. 6.4a ² Q1 6.4b ² Ongoing 6.4a ² Streetlight study report with recommendations. 6.4b ² Additional ADA Training Annual ADA Report Applicable to all: Traffic Incident Data collection 6.5 Improve Bicycle and Pedestrian Infrastructure 6.5a Kentucky Street Urban Greening Project 6.5b ² Friant Kern Canal Bike Path 6.5c ² Pacheco Rd Bike Path 6.5d Rudd Road Bike Path CMO PW In partnership with education and data collection, the physical infrastructure of the transportation network should support all users. The City has previously adopted a Bicycle Transportation Plan, and strives to meet complete The enhancement and expansion of the Kern River Multipurpose Path encourages biking and walking and pedestrian accessibility. By building confidence in active transportation, the City aims to lay the groundwork for wider bicycle and 6.5a ² Q2 6.5b ² FY 22 6.5c ² Q1 Design to be completed in Dec. 2020 6.5d ² Q1 Applicable to all: Grant Application Status Reports Implementation of Grant Projects 348 streets best practices. pedestrian options Citywide. 349 7. Promote Community Pride and Foster a Culture of Customer ServiceProvide superior customer service that empowers constituents to engage meaningfully with Councilmembers and staff and demonstrates the commitment and pride that employees and residents take in our community and its successes. Action Items Department Activities Dept. Justification Impact Quarter Start Measures 7.1 Professional Development of Employees 7.1a ² Customer Service Training Opportunities 7.1b Employee Development Fund 7.1c Employee participation in state and national associations All The City of Bakersfield has always prided itself on excellent customer service. To continue in this tradition, additional opportunities for professional development demonstrate to our employees the value the City places in their service. Excellent customer service will lead to greater confidence in our services and enhanced partnerships within our community. 7.1a ² Ongoing 7.1b ² Q3 Q4 7.1c ² Q1 Ongoing 7.1a ² Customer satisfaction surveys 7.1b ² # of employees participating in wellness and training program 7.1c ² All training monies were removed from budget as a result of coronavirus pandemic financial impacts. Applicable to all: Training Reports, including attendance and ratings. Not Available. 350 7.2 Market Bakersfield 7.2a ² Bakersfield Marketing efforts through Visit Bakersfield 7.2b Gateway image and aesthetic improvements 7.2c Update City website PW CMO CVB TS The City and our region have blossomed over the years while maintaining a ´VPDOOWRZQµIHHO<HWWKHUHLV´PRUHWRH[SORUHµabout Bakersfield offers The Sound of Something Better for both visitors and residents alike. The City aims to highlight the amenities, businesses, attractions and opportunities our community has to offer. 7.2a ² Complete 7.2c ² Q2 7.2a ² Visit Bakersfield Marketing campaigns Delivery of new visitor guides Delivery of new VisitBakersfield.com website 7.2c ² Website launch web traffic data trends 351 8. Invest in Urban Revitalization and Downtown DevelopmentRevitalize established areas of the city such as Downtown Bakersfield, historic areas, and areas that are ineligible for federal funding for projects such as the installation of curb, gutter, sidewalks, and related infrastructure. Action Items Department Activities Dept. Justification Impact Quarter Start Measures 8.1 Urban Revitalization 8.1a The reinstated Economic Development Department will oversee the investment of $1.2 million for redevelopment and urban renewal, including the aforementioned EOA zones 8.1b $700K has been allocated in the Capital Improvement Program (CIP) budget for infrastructure improvements to Wards 1 and 2 8.1c Develop low income home rehabilitation program ECD PW Older parts of the City will benefit from modern infrastructure upgrades and updates, such as Old Town Kern, 34th Street, and other underutilized parcels throughout the City. Some of these parcels do not qualify for CDBG funding and require dedicated investment. Urban revitalization can attract private investment, preserve historic character, and boost the livability of older areas of town. 8.1a ² Q2 8.1b ² Ongoing 8.1c ² Q3 Q4 8.1a ² Report on parcels acquired through ED Department 8.1b ² Report on Wards 1 and 2 infrastructure project progress 352 8.2 Downtown Bakersfield Development 8.2a ² Downtown Banner program 8.2b ² Transformative Climate Communities (TCC) Planning Grant 8.2c ² Downtown Parking Study Phase III 8.2d Continue implementation of Making Downtown Bakersfield Vision Plan 8.2e General Plan Downtown Element PW CMO DS ECD The City has a strong blueprint to work from in the Making Downtown Bakersfield Vision Plan. In partnership with local organizations, the Downtown area can be developed even further for customer convenience and modern approaches to marketing. The City aims to instill even more pride in the downtown area, create opportunities for job creation, promote attractions, and increase the number of residents downtown to 10,000 by 2030. 8.2a ² Q2 8.2b ² Q2 Q4 8.2c ² Q3 8.2d ² Q2 8.2e ² Q2 8.2a ² Banner Program Launch and Progress 8.2c ² Parking study recommendation implementation. 8.2d ² PSA scheduled to 10/21 CC 8.2e ² Grant preparation in advance of submittal. Grant would fund MRS, CAP, HE update, and Optional GP Element work. 8.3 Housing and Mixed Use Development 8.3a SB 2 Planning Grant 8.3b ² Development of the Bakersfield Commons 8.3c Conduct analysis for creating an Affordable Housing Trust Fund DS ECD Though Bakersfield remains one of the more affordable cities in California, with a growing population and volatile local industries, the need for affordable housing is greater than ever. Expanding opportunity in housing capacity aims to create affordable, quality housing, increase homeownership. 8.3a ² Q2 8.3b ² Ongoing 8.3c ² Q2/3 8.3a ² Grant approved. RFPs pending. 8.3b ² Waiting on applicant. 8.3c ² Grant approved. RFPs pending. Applicable to all: 2020 Calendar YTD 847 new SFR 12 new Duplex Structures 39 new Multifamily 5 units or more. 353 8.4 Sustainable Growth and Development 8.4a ² Bakersfield General Plan update 8.4b ² Bakersfield Consolidated Plan 8.4c ² Bakersfield Habitat Conservation Plan (BHCP) DS The time has come to update key planning documents for the City of Bakersfield. These documents help set the foundation for sustainable development and land use. Refreshing the &LW\·VSODQQLQJdocuments promotes functional and long range economic growth. 8.4a ² Q3 8.4b ² Q1 8.4c ² Q4 8.4a ² Completed RFP for General Plan Analysis options. RFP for GPU/EIR/ Climate Action Plan in Q1 2021. Will begin RFP for LAFCO required MSR in Q1 2021. $750,000 LEAP Grant will be submitted in Q4 2020. 8.4b ² Q3 2020 8.4c ² A 4th draft ITP submittal will be delivered to CDFW in Q4 2020. HCP currently under review with USFWS. 354 ?)8&- ,7 017)- ) * / 1 /M:2 , , 2 , * M , 2 6 *2 , * * ,' 2 *2 * 1 * * 2 *6 :2 , , 2 ' * , , , 2/2 , B A , 2 A 6 * *2 2 2 , 2 , A / 2 / , 6 /,/ 2 , 2 2 , 9 , G , / A 2 G ,9 ,2 ,// 2 , 6) * * 1, */ 2 2 / 2 , % *2 , / 1 /6 -80B-08)*+->)?)8&- ,7 017)- 2 , * * /A :2 , , 6) *A A2 / A2 , *6 G 2 ,9 65 2 2 * B / *6 ,/ , ,G 2 B 2 / 2 / 2 , A 2 F, 6 ' G N * % * / 2 6 2 2/ * , / 2 , 6 3 5 G . 2/ 2 , ?A 2 @82 A , / 6 / ' 6 782 35 G ) 82 2 , 6 ;; 355 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. 356 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. 357 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. 358 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 subprogramstooperating 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 capitalimprovement subprograms for funded projects within a fund.3.Transfer appropriations from one funded capital improvementproject to another funded capital improvement project within afund.4.Transfer appropriations from one department operatingsubprogram 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 toanother operating subprogram (within a department), within thesame object group and fund.2.Transfer of appropriations from one object account to anotherobject account within the same object group and subprogramand 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. 359 KERN RIVERKERN RIVERKERN RIVERW A R D 3W A R D 5W A R D 1W A R D 2W A R D 4W A R D 6W A R D 7PANAMA LNWIBLE RDMING AVESTINE RDWHITE LNOLIVE DRS UNION AVES EDISON RDGOSFORD RDSTOCKDALE HWYS FAIRFAX RDOLD RIVER RDEDISON HWYHOUGHTON RDPANAMA RDASHE RDMULLER RDHAGEMAN RDE PANAMA LNNILES STS H STDI GIORGIO RDCOFFEE RDSNOW RDCOTTONWOOD RDNORD AVECALLOWAY DRFAIRFAX RDBUENA VISTA RDHEATH RDBUENA VISTA BLVDE BRUNDAGE LNBRECKENRIDGERDJA MES R DBRIMHALL RDSA NTA FE WAY RENFRO RDMC CUTCHEN RDHERMOSA RDALLEN RDAIRPORT DRROUNDMOUNTAINRDOSWELL STKRATZMEYER RDS VINELAND RDSUNSET BLVDCOMANCHE DRMT VERNON AVES ALLEN RDFRUITVALE AVEMOHAWKSTSHAFTER RDMOUNTAIN VIEW RDCALIFORNIA AVECOLUMBUS STOAK STMORNING DRADOBE RDHOSKING AVEPALADINO DRN CHESTER AVESEVENTH STANDARD RDS CHESTER AVE MERLEHAGGARDDRUNION AVECHINA GRADE LOOPS COMANCHE DRJEWETTA AVEBRUNDAGE LNE CALIFORNIA AVENEW STINE RDEDISON RDPANORAMADRSUPERIOR RDE WHITE LNS MT VERNON AVERIVER BLVDBEALE AVETAFT HWYSGRANITERDMANOR S T ENGLE RDCASA LOMA DRS OSWELL STMASTERSON STGREELEY RDCHESTER AVE REDBANK RDE SHAFTER RDTEJON HWYE HOSKING AVEWEIDENBACH STVINELAND RDTRUXTUN AVEDRIVER RDS RENFRO RDVINELAND RD S H STSHAFTER RDASHE RDADOBE RDSHAFTER RDVINELAND RDBRIMHALL RDCHINAGRADELOOPS ALLEN RDRENFRORDMANOR STCHESTER AVEMOHAWK STS VINELAND RDSUPERIOR RDOAK STHOSKING AVEENGLE RDS OSWELL ST£¤5£¤99£¤58£¤178£¤58£¤5£¤99H STAKERS RDHARRIS RDQ STS H STPLANZ RDWILSON RDWEGIS AVETRUXTUN AVEF STREDBANK RDMC KEE RDPIO NEER DRMEACHAM RDBERNARD STPATTON WAYPACHECO RDP STA STVIRGINIA AVEJENKINS RDALLEN RDREINA RDBELLE TERRACENORRIS RDMONITOR STAUBURN STS REAL RDROBERTS LNOLD FARM RDSTINE RDSULLIVAN RDSA CO RD LINDSAY RDUNI VERSI TY AVEMADISON STDISTRICT BLVDBAKER STS P STMC CRAY STCOSTAJO RDHALEY STCHERRY AVEE WILSON RD4TH STRUDD AVEWATTS DRFLOWER STPALM STSNOW RDNORIEGA RDBERKSHIRE RDMOUNTAIN VISTA DREBERLE RDE PLANZ RDP EGA SUS RD HARMON RDJEWETTAAVEETCHART RDJOHNSON RDALTA VISTA DR34TH STZEPHYR LNSUMNER STCUDA DRREAL RDPANORAMADRBEECH AVEMOUNTAIN RIDGE DRPETROL RDQUINN RDRIVERLAKES DR ZERKERRDGOLD EN STA TE HWY CHEVALIERRDGREEN RDDRIVER RDSTANDARD STW DAY AVEHYLTON LNE WHITE LNEDISON HWYMEANY AVEMUNZER RDMONICA STCAMINO MEDIAE PACHECO RDROMERO RDDECATUR STWILDMAN RDWASHINGTON STBRIMHALL RDVERDUGO LNHALL RDCHAMBERBLVDSUPERIOR RDVAN HORN RDDOWNING AVEE CURNOW RDPROGRESS RDQUANTICO AVESIDDING RDPENSINGER RDSPARKS STKNUDSENDR BUCK OWENS BLVDVICTOR STCO LL EGE AVESHANNON DRCAMPUS PARK DRKAM AVEDAY AVEE 4TH STLANDCO DRCOBB RDGRANDLAKESAVEPARK VIEW DRSTERLING RDW COLUMBUS STW CURNOW RDBOUGHTON DRCITYHILLSDRBRECKENRIDGE RDQUAIL CREEK RDS KING STE BELLE TERRACELAMB AVEPALM AVERIVER RUN BLVDBAKER RDBRUNO STEROBERTSLNMONTCLAIRSTSLAURELGLENBLVDNSILLECTAVECHASEAVERELIANCE DRHUGHES LNLILY DRMI LL S D RSHAL ANEAVESHALFMOONDR ROMANINI RDKERRNITA RDHIGHLANDKNOLLSDRVEGA ME ADOWSRDMAY STE FAIRVIEW RDOLYM PIADRN EL RIO DRBRENTWOOD DRE BERKSHIRE RDBRAE BURN DRST ATER DGR ANITE FAL L S D REL PORTAL DRE PETROL RDS OILDALE DRLAKE MING RDRIDGE OAK DRDEER PEAK DRWHITE OAK DRPALM AVEBEECH AVESTERLING RDE WILSON RDMEACHAM RDS KING STJENKINS RDHALEY STCHERRY AVECO LL EGE AVEBERKSHIRE RDPAN ORAMADRJEWETTA AVEEBELLETERRACEVERDUGO LNRUDD AVEHUGHES LNJOHNSON RDREINA RDPANORAMADRNORIEGA R DPIONEER DRVERDUGO LNMEACHAM RDPETROL RDMC KEE RDVERDUGO LNCOBB RDBERKSHIRE RDPROGRESS RDE FAIRVIEW RDHUGHES LNE WHITE LNNORIEGA RDWEGIS AVEPROGRESS RDRUDD AVEPALM AVENORRIS RDREDBANK RDPALM AVEOLD FARM RDBIKEPATHBIKEPATHBIKEPA THBIKE;PATHse, IGN , Ka d as te r NL , O rd n an ce Su rvey, Es ri J ap an, METI, Esri C hin a (H on g Ko ng ), sw iss to po , M a p myIn dia, © O p en Str eet Ma p co ntri bu tors , a nd t he G IS Use r Co m mun itywww.bakersfieldcity.us/gisWARDSWARD;1;-;(ULFD$ULDVWARD;2;-;Andrae;GonzalesWARD;3;-;Ken;WeirWARD;4;-;Bob;SmithWARD;5;-;Bruce;FreemanWARD;6;-;3DWW\*UD\WARD;7;-;Chris;Parlier0 1 20.5MilesÜ01/01/2018Prepared by the City of Bakersfield, CA Geographic InformationServices group of the Technology Services Division.The City of Bakersfield makes no warranty, representation, or guaranteeregarding the accuracy of this map. This map is intended for displaypurposes only and does not replace official recorded documents.R:\User_Projects\A-GIS\BASIC_MAPS\WardMaps\2017\WardS_8x1120;COUNCIL;WARDSCity;of;Bakersfield360 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL MANAGER POPULATION (2020) 392,756 CITY EMPLOYEES/1,000 (2020) 4.64 AREA (2020) 151.15 sq. mi. MILES OF STREETS (2020) 1,517 NUMBER OF TRAFFIC SIGNALS (2020) 433 MILES OF SANITARY SEWERS (2020) 1,090 NUMBER OF PARKS AND ACREAGE (2020) 61 PARKS (828 ac.) Prepared by the City ManagHU·V Office 361 CITY OF BAKERSFIELD 150.53 151.09 151.09 151.14 151.15 0255075100125150175 2016 2017 2018 2019 2020Square MilesAs of January 1 City Square Miles 379,110 383,512 386,839 389,211 392,756 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 2016 2017 2018 2019 2020Population As of January 1 Annual Population Growth 4.05 3.97 3.94 4.32 4.64 0.00 1.00 2.00 3.00 4.00 5.00 6.00 2016 2017 2018 2019 2020Employees As of January 1 City Employees per 1,000 Population Data from FY 20 Comprehensive Annual Financial Report 362 CITY OF BAKERSFIELD FISCAL YEAR 2021-2022 Governmental Activities Tax Revenues by Source Last Seven 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 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 2017 77,680,416 *65,348,909 9,577,898 3,875,410 11,063,877 **1,212,122 168,758,632 2018 79,774,412 72,322,068 9,570,855 3,826,518 11,425,899 0 1,308,842 178,228,594 2019 83,543,561 94,622,228 9,943,109 4,043,883 10,951,275 1,524,996 204,629,052 2020 85,558,776 148,259,133 8,913,147 3,900,858 11,665,204 0 1,341,620 259,638,738 Source: City of Bakersfield FY 2020 Comprehensive Annual Financial Report note: * Includes VLG Triple Flip tax revenue. ** Includes PG & E Utility Surcharge revenues 363 CITY OF BAKERSFIELD FISCAL YEAR 2021-2022 PRINCIPAL PROPERTY TAXPAYERS CURRENT YEAR AND NINE YEARS AGO Taxpayer Assessed Valuation2011 Rank % of TotalAV Assessed Valuation2020 Rank % of Total AV Nestle Dreyers Ice Cream Company 216,731,466 1 %1.03 171,750,465 2 %0.56 Chevron USA Inc.158,526,708 2 %0.75 183,557,635 1 %0.60 Valley Plaza Mall LP 145,229,294 3 %0.69 138,320,469 3 %0.46 California Water Service Company 93,738,674 4 %0.45 121,200,978 4 %0.40 DS Properties 18 76,401,790 5 %0.36 92,452,057 7 %0.30 Walmart Stores Inc/Sam's %0.31 101,369,330 5 %0.33 Bright House Networks LLC 20,580 7 %--%- State Farm Insurance Company 57,700,000 8 %0.27 %- Kaiser 54,788,318 9 %0.26 65,659,045 8 %0.22 Castle & Cook CA Inc.56,971,981 10 %0.27 108,346,334 6 %0.36 Bolthouse Land Company LLC -%-66,238,758 9 %0.22 BLC Glenwood Gardens -%-53,012,975 10 %0.17 Total taxable assessed value of ten (10) largest taxpayers 925,198,614 %4.39 1,101,908,046 %3.62 Total taxable assessed value of other taxpayers 20,922,946,960 %95.76 28,067,500,465 %96.28 Total taxable assessed value of all taxpayers 21,848,145,574 %100.15 29,169,408,511 %99.90 Source: City of Bakersfield FY 2020 Comprehensive Annual Financial Report The ten largest taxpayers comprise 4.23% of the City's 2019-20 overall taxable assessed value of $26.626 billion. 364 CITY OF BAKERSFIELD FISCAL YEAR 2021-2022 ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE PROPERTY LAST SEVEN FISCAL YEARS Secured Less:Total Taxable Fiscal Year Residential Property Commercial Property Other Unsecured Tax Exempt Real Property Assessed Value 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 2017 19,571,365 4,497,923 3,971,042 801,607 1,414,164 27,427,773 2018 20,569,686 4,650,981 4,085,221 767,598 1,451,354 28,622,132 2019 21,611,991 4,826,400 4,206,028 769,171 1,492,778 29,920,812 2020 22,729,432 4,968,389 4,339,072 794,111 1,577,783 31,253,221 Source: City of Bakersfield FY 2017 Comprehensive Annual Financial Report. Note: Amounts expressed in thousands 365 CITY OF BAKERSFIELD FISCAL YEAR 2021-2022 SALES TAX REVENUE PAYERS BY INDUSTRY(JUNE 30, 2020) Category Number of Filers Percentage of Total Tax Liability Paid Percent of Total $ Retail Trade Apparel Stores 691 %7.92 2,237,268 %3.84 Auto Dealers and Supplies 493 %5.65 8,246,511 %14.16 Building Materials 130 %1.49 4,240,592 %7.28 Drug Stores 64 %0.73 591,749 %1.02 Eating and Drinking Places 870 %9.98 5,025,325 %8.63 Food Stores 174 %2.00 1,528,055 %8.63 Furniture and Appliances 593 %6.80 2,272,952 %3.90 General Merchandise 201 %2.31 367,199 %0.63 Other Retail Stores 1676 %19.22 3,261,059 %5.60 Packaged Liquor 27 %0.31 367,199 %0.63 Service Stations 106 %1.22 5,062,390 %8.69 Total Retail Group 5,025 %57.63 41,292,705 %70.89 Non-Store & Part Time Retailers 1217 %13.95 82,996 %0.14 Business, Service & Repair Group 1574 %18.05 1,512,221 %2.60 Manufacture & Wholesale Group Contractors & Material 183 %201.00 475,676 %0.82 Drugs & Chemical 44 %0.50 216,372 %0.37 Food/Farm Products & Equipment 58 %0.67 137,945 %0.24 Source: City of Bakersfield FY 2017 Comprehensive Annual Financial Report Note: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are inteded to provide alternative information regarding the City's revenues. The amounts shown are gross collections prior to refunds and collects of amounts due from prior year 366 CITY OF BAKERSFIELD FISCAL YEAR 2021-2022 SALES TAX REVENUE PAYERS BY INDUSTRY(JUNE 30, 2017) Category Number of Filers Percentage of Total Tax Liability Paid Percent of Total $ Furniture & Textiles 66 %0.76 21,646 %0.04 Heavy Industrial Equipment 120 %1.38 1,517,141 %2.60 Industrial Equipment 216 %2.47 440,370 %0.76 All Other Equipment 213 %2.44 4,660,096 %8.00 Total Manufacturing & Wholesale Group 900 %10.32 7,469,246 %12.83 State Adjustments & Transfer 4 %0.05 (2,175)%- Total Sales All Outlets 8720 %100.00 50,354,993 %86.46 County Pool %-7,868,349 %13.51 State Pool %-20,074 %0.03 Total 8720 %100.00 58,243,416 %100.00 Source: City of Bakersfield FY 2017 Comprehensive Annual Financial Report Note: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are inteded to provide alternative information regarding the City's revenues. The amounts shown are gross collections prior to refunds and collects of amounts due from prior year 367 CITY OF BAKERSFIELD DEMOGRAPHIC AND ECONOMIC STATISTICS LAST SIX FISCAL YEARS Fiscal Year Population (1) Personal (2) (millions) Per Capita Personal Income (2) Median Age (3) Education Level in Years of Formal Schooling (3) (4) Elementary School Enrollment (5) Estimated Unemployment Rate (%) (6) 2015 365,504 8,228 22,512 30.1 78.5 $24,232 %9.3 2016 279,110 8,532 22,505 30.2 79.7 $24,267 %9.1 2017 383,512 8,713 22,718 30.4 79.6 24,299 %7.8 2018 386,839 8,965 23,175 30.4 79.6 24,375 %7.8 2019 389,211 9,333 23,980 30.5 80.0 26,491 %5.5 2020 392,756 9,890 25,180 30.7 80.4 $26,590 %5.3 Source: City of Bakersfield FY 2020 Comprehensive Annual Financial Report Notes: #State Department of Finance. Estimates are revised periodically to include data that may not have been available at the time. #US Dept of Commerce Bureau of Economic Analysis. As available, figures and estimates should be uesd for general purposes only. Estimates are revised periodically to include data that may not have been available at the time. Information is for Bakersfield Metropolitan area. #Us Census Bureau estimates as available for Bakersfield Metropolitan area. #This column shows the percent of the city population 25 years and older who are high school graduates or higher. #Ed-Data Education Data Partnership #State of California Employment Development Department (Data shown is for Kern County) 368 CITY OF BAKERSFIELD PROPERTY VALUE AND CONSTRUCTION LAST TEN FISCAL YEARS Commercial Construction Residential Construction Other Construction Total Construction No. of Units Value No. of Units Value Value No. of Units Value 2012 40 41,482 422 92,313 -462 215,779 2013 49 20,807 1,122 259,851 -1,171 389,535 2014 69 15,710 1,336 312,569 -1,405 485,303 2015 89 56,320 1,435 389,715 -1,524 649,757 2016 70 49,806 1,391 384,819 -1,461 812,135 2017 115 63,714 1,387 370,956 -1,502 773,229 2018 59 61,034 1,132 332,652 -1,191 706,002 2019 93 83,187 1,089 321,454 -1,182 682,720 2020 111 48,155 1,421 400,718 321,560 1,532 770,433 Source: City of Bakersfield FY 2017 Comprehensive Annual Financial Report Note: Property Value reported in thousands 369 CITY OF BAKERSFIELD OPERATING INDICATORS BY FUNCTION Fiscal Year Ending Function 2016 2017 2018 2019 2020 2020 Police Physical arrests 22,028.00 19,965.00 13,008.00 9,502.00 9,895.00 8,569.00 Parking violations 5,433.00 5,433.00 3,843.00 2,238.00 10,438.00 14,207.00 Traffic violations 24,154.00 26,934.00 24,190.00 16,548.00 24,739.00 21,879.00 Fire Number of calls answered 35,117.00 35,747.00 38,823.00 40,945.00 42,027.00 44,560.00 Inspections 4,978.00 5,684.00 6,859.00 5,649.00 8,712.00 8,330.00 Highway and Streets Street resurfacing (miles)119.00 79.00 70.00 75.00 115.00 90.00 Sanitation Refuse collected (tons/day)102,500.00 102,800.00 103,100.00 102,200.00 175,081.00 177,885.00 Recyclables collected (tons/day)42,000.00 79,100.00 79,500.00 82,700.00 87,680.00 89,786.00 Culture and Recreation Athletic field permits issued 9,046.00 8,054.00 7,788.00 8,224.00 7,046.00 4,589.00 Community center admissions 527,617.00 553,831.00 518,432.00 534,959.00 542,580.00 431,568.00 Water New connections 1,033.00 945.00 968.00 500.00 755.00 714.00 Water main breaks 5.00 4.00 4.00 3.00 2.00 3.00 Average daily consumption(fgd)34,973.00 29,812.00 33,378.00 36,128.00 35,588.00 40,173.00 Wastewater Average daily sewage treatment(mgd)29.90 28.70 29.00 29.60 28.90 29.10 370 CITY OF BAKERSFIELD Capital Asset Statistics by Function Fiscal Year Ending 2016 2017 2018 2019 2020 Land Area 150.97 151.10 151.10 151.14 151.15 Public safety Police Stations/Substations 3 3 3 3 3 Fire Stations 14 14 14 14 14 Sanitation Collection Trucks 57 57 57 67 74 Highways and Streets Streets (miles)1,553 1,596 1,505 1,506 1,517 Street lights 16,781 17,042 18,632 18,635 18,639 Traffic signals 420 426 428 431 433 Culture and Recreation Parks acreage 769 776 810 810 828 Parks 59 59 59 59 61 Swimming pools 4 4 4 4 4 Community centers 3 3 3 3 3 Water Water mains (miles)525 535 589 592 608 Fire hydrants 525 535 589 592 11,697 Sewers Sanitary sewers (miles)1,076 1,077 1,077 1,086 1,090 Storm sewers (miles)269 270 270 274 276 Maximum daily treatment capacity 57 57 57 57 57 371 CITY OF BAKERSFIELD FISCAL YEAR 2021-22 PERSONNEL COMPLEMENT BY DIVISION Division AuthorizedFY 17-18 AuthorizedFY 18-19 AuthorizedFY 19-20 AuthorizedFY 20-21 ChangeFY 21-22 Adopted FY 21-22 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 9.00 14.00 4.00 18.00 City Clerk 7.00 7.00 7.00 7.00 0.00 7.00 Human Resources 10.00 12.00 13.00 13.00 2.00 15.00 Risk Management 3.00 3.00 4.00 5.00 0.00 5.00 Technology Services 37.00 37.00 48.00 57.00 1.00 58.00 Total Executive 64.00 66.00 81.00 96.00 7.00 103.00 Legal Counsel 10.00 9.00 9.00 10.00 0.00 10.00 Total City Attorney 10.00 9.00 9.00 10.00 0.00 10.00 Administration 5.00 5.00 5.00 4.00 0.00 4.00 Accounting and Reporting 15.00 15.00 15.00 16.00 0.00 16.00 Treasury 9.00 9.00 8.00 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 31.00 32.00 0.00 32.00 Administration 132.00 132.00 153.00 33.00 2.00 35.00 Field Services*0.00 0.00 0.00 372.00 23.00 395.00 Investigations 97.00 97.00 103.00 113.00 11.00 124.00 Operations 317.00 320.00 359.00 37.00 0.00 37.00 Animal Control**9.00 9.00 11.00 0.00 0.00 0.00 Training and Logistics*0.00 0.00 0.00 19.00 0.00 19.00 Support Services*0.00 0.00 0.00 98.00 9.00 107.00 Total Police Services 555.00 558.00 626.00 672.00 45.00 717.00 Administration 9.00 9.00 10.00 10.00 0.00 10.00 Fire Safety 16.00 17.00 18.00 18.00 0.00 18.00 Fire Suppression 174.00 174.00 182.00 195.00 0.00 195.00 Total Fire Services 199.00 200.00 210.00 223.00 0.00 223.00 372 CITY OF BAKERSFIELD FISCAL YEAR 2021-22 PERSONNEL COMPLEMENT BY DIVISION Division AuthorizedFY 17-18 AuthorizedFY 18-19 AuthorizedFY 19-20 AuthorizedFY 20-21 ChangeFY 21-22 Adopted FY 21-22 Administration 9.00 9.00 9.00 11.00 0.00 11.00 TRIP 5.00 5.00 5.00 5.00 0.00 5.00 Engineering 45.00 47.00 49.00 49.00 2.00 51.00 General Services 72.00 72.00 80.00 81.00 1.00 82.00 Streets 92.00 93.00 93.00 95.00 2.00 97.00 Equipment 48.00 50.00 56.00 59.00 1.00 60.00 Wastewater 40.00 40.00 41.00 43.00 0.00 43.00 Solid Waste 108.00 109.00 111.00 113.00 3.00 116.00 Total Public Works 419.00 425.00 444.00 456.00 9.00 465.00 River & Agricultural Water 24.00 24.00 25.00 25.00 1.00 26.00 Domestic Water 5.00 5.00 5.00 5.00 1.00 6.00 Total Water Resources 29.00 29.00 30.00 30.00 2.00 32.00 Mechanics Bank Arena (a)3.00 3.00 3.00 2.00 0.00 2.00 Arena 7.00 8.00 3.00 2.00 0.00 7.00 Administration 8.00 8.00 8.00 8.00 0.00 8.00 Parks 127.00 127.00 141.00 147.00 10.00 157.00 Recreation 13.00 13.00 14.00 14.00 0.00 14.00 Total Recreation & Parks 148.00 148.00 163.00 169.00 10.00 179.00 Planning 23.00 23.00 18.00 19.00 2.00 21.00 Building 40.00 40.00 49.00 59.00 17.00 76.00 Total Development Services 63.00 63.00 67.00 78.00 19.00 97.00 Economic Development 0.00 0.00 14.00 16.00 4.00 20.00 Community Development 0.00 0.00 6.00 5.00 1.00 6.00 Total Economic & Community Development 0.00 0.00 20.00 21.00 5.00 26.00 Total Personnel 1,527.00 1,539.00 1,685.00 1,790.00 97.00 1,887.00 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. 373 Position# Position TitleGrade Step 1 Step 2 Step 3 Step 4Step5StatusOTHours Monthly Monthly Monthly Monthly Monthly26030 ACCOUNTANT I 180 24.32 25.538 26.821 28.158 29.567A2080 $4,215.47 $4,426.59 $4,648.97 $4,880.72 $5,124.9526039 ACCOUNTANT I TEMP 780 24.2A$0.00 $0.00 $0.00 $0.00 $0.0057950 ACCOUNTANT II G23 30.631 32.165 33.778 35.466 37.235OC2080 $5,309.37 $5,575.27 $5,854.85 $6,147.44 $6,454.0726050 ACCOUNTING CLERK I 030 16.625 17.453 18.329 19.249 20.207A2080 $2,881.67 $3,025.19 $3,177.03 $3,336.49 $3,502.5526059 ACCOUNTING CLERK I TEMP 735 16.543A$0.00 $0.00 $0.00 $0.00 $0.0026060 ACCOUNTING CLERK II 055 18.37 19.29 20.258 21.267 22.333A2080 $3,184.13 $3,343.60 $3,511.39 $3,686.28 $3,871.0526069 ACCOUNTING CLERK II TEMP 745 18.28A$0.00 $0.00 $0.00 $0.00 $0.0057960 ACCOUNTING SUPERVISOR G45 37.242 39.105 41.063 43.117 45.275C2080 $6,455.28 $6,778.20 $7,117.59 $7,473.61 $7,847.6726040 ADMINISTRATIVE ANALYST I 235 26.937 28.284 29.689 31.169 32.735A2080 $4,669.08 $4,902.56 $5,146.09 $5,402.63 $5,674.0726049 ADMINISTRATIVE ANALYST I TEMP 787 26.805A$0.00 $0.00 $0.00 $0.00 $0.0026110 ADMINISTRATIVE ANALYST II 285 28.814 30.275 31.808 33.424 35.111A2080 $4,994.43 $5,247.67 $5,513.39 $5,793.49 $6,085.9189320 ADMINISTRATIVE ANALYST III M04 33.764 35.453 37.227 39.087 41.041OD2080 $5,852.43 $6,145.19 $6,452.68 $6,775.08 $7,113.7722010 ADMINISTRATIVE ASSISTANT I 180 24.32 25.538 26.821 28.158 29.567A2080 $4,215.47 $4,426.59 $4,648.97 $4,880.72 $5,124.9522019 ADMINISTRATIVE ASSISTANT I TEM780 24.2A$0.00 $0.00 $0.00 $0.00 $0.0022020 ADMINISTRATIVE ASSISTANT II 215 26.065 27.374 28.738 30.173 31.682A2080 $4,517.93 $4,744.83 $4,981.25 $5,229.99 $5,491.5514140 AIR CONDITIONING TECH I 200 24.801 26.048 27.349 28.721 30.164A2080 $4,298.84 $4,514.99 $4,740.49 $4,978.31 $5,228.4317570 AIR CONDITIONING TECH II 230 26.595 27.924 29.324 30.78 32.319A2080 $4,609.80 $4,840.16 $5,082.83 $5,335.20 $5,601.9627200 ANIMAL CONTROL OFFICER 060 19.737 20.725 21.765 22.857 23.998A2080 $3,421.08 $3,592.33 $3,772.60 $3,961.88 $4,159.6527209 ANIMAL CONTROL OFFICER TEMP737 17.394A$0.00 $0.00 $0.00 $0.00 $0.00City Of BakersfieldSalary Schedule by TitleEffective: Mar 15, 2021Approved: Mar 17, 2021374 57180 ANIMAL CONTROL SUPERVISOR G30 33.764 35.453 37.227 39.087 41.041OC2080 $5,852.43 $6,145.19 $6,452.68 $6,775.08 $7,113.7790539 AQUATICS COORDINATOR TEMP 972 1717.5OA$0.00 $0.00 $0.00 $0.00 $0.0014210 AQUATICS MAINTENANCE TECH 201 24.81 26.059 27.35 28.725 30.157A2080 $4,300.40 $4,516.89 $4,740.67 $4,979.00 $5,227.2188330 ASSISTANT BUILDING DIRECTOR M33 51.763 54.355 57.068 59.924 62.923D2080 $8,972.25 $9,421.53 $9,891.79 $10,386.83 $10,906.6588090 ASSISTANT CITY ATTORNEY M71 65.867 69.163 72.62 76.254 80.067OD2080 $11,416.95 $11,988.25 $12,587.47 $13,217.36 $13,878.2857440 ASSISTANT CITY CLERK G25 31.781 33.372 35.04 36.796 38.635OC2080 $5,508.71 $5,784.48 $6,073.60 $6,377.97 $6,696.7389120 ASSISTANT CITY MANAGER M71 65.867 69.163 72.62 76.254 80.067D2080 $11,416.95 $11,988.25 $12,587.47 $13,217.36 $13,878.2888070 ASSISTANT FINANCE DIRECTOR M24 47.393 49.761 52.253 54.864 57.605D2080 $8,214.79 $8,625.24 $9,057.19 $9,509.76 $9,984.8725049 ASSISTANT PLANNER TEMP 787 26.805A$0.00 $0.00 $0.00 $0.00 $0.0088520 ASSISTANT POLICE CHIEF M66 65.998 69.3 72.769 76.408 80.232D2080 $11,439.65 $12,012.00 $12,613.29 $13,244.05 $13,906.8890119 ASSISTANT POOL MANAGER TEMP 954 15.5 15.75A$0.00 $0.00 $0.00 $0.00 $0.0089140 ASSISTANT SOLID WASTE DIRECTORM33 51.763 54.355 57.068 59.924 62.923D2080 $8,972.25 $9,421.53 $9,891.79 $10,386.83 $10,906.6557150 ASSISTANT SUPERINTENDENT G45 37.242 39.105 41.063 43.117 45.275C2080 $6,455.28 $6,778.20 $7,117.59 $7,473.61 $7,847.6789330 ASSISTANT TO THE CITY MANAGER M12 45.481 47.757 50.145 52.653 55.288D2080 $7,883.37 $8,277.88 $8,691.80 $9,126.52 $9,583.2588250 ASSOCIATE ATTORNEY M02 33.846 35.545 37.321 39.188 41.151D2080 $5,866.64 $6,161.13 $6,468.97 $6,792.59 $7,132.8427069 ASSOCIATE PLANNER TEMP 798 33.678A$0.00 $0.00 $0.00 $0.00 $0.0025040 ASSOCIATE PLANNER I 235 26.937 28.284 29.689 31.169 32.735A2080 $4,669.08 $4,902.56 $5,146.09 $5,402.63 $5,674.0727060 ASSOCIATE PLANNER II 360 33.846 35.545 37.321 39.188 41.151A2080 $5,866.64 $6,161.13 $6,468.97 $6,792.59 $7,132.8489900 ASST DIR OF TECH SERVICES M24 47.393 49.761 52.253 54.864 57.605D2080 $8,214.79 $8,625.24 $9,057.19 $9,509.76 $9,984.8788900 ASST DIRECTOR REC & PARKS M29 56.222 59.032 61.987 65.087 68.341D2080 $9,745.15 $10,232.21 $10,744.41 $11,281.75 $11,845.7788050 ASST PUBLIC WORKS DIRECTOR M54 59.662 62.645 65.779 69.072 72.525OD2080 $10,341.41 $10,858.47 $11,401.69 $11,972.48 $12,571.0090049 ASST SITE MANAGER I TEMP 901 14.35OA$0.00 $0.00 $0.00 $0.00 $0.0090039 ASST SITE MANAGER II TEMP 956 14.7OA$0.00 $0.00 $0.00 $0.00 $0.00 375 87890ASST TO THE PUBLIC WORKS DIR M0641.25843.31845.48147.76350.147 D2080$7,151.39$7,508.45$7,883.37$8,278.92$8,692.1514370ASST WASTEWATER LAB TECHNICIAN02516.40117.22118.09118.98819.939 A2080$2,842.84$2,984.97$3,135.77$3,291.25$3,456.0926470BENEFITS TECHNICIAN 28528.81430.27531.80833.42435.111 A2080$4,994.43$5,247.67$5,513.39$5,793.49$6,085.9158620BLDG INSP III PLMBG & MECH G4036.51638.34440.26542.27544.394 C2080$6,329.44$6,646.29$6,979.27$7,327.67$7,694.9627140BLDG INSPECTOR I 21025.92827.2428.60930.06331.593OA2080$4,494.19$4,721.60$4,958.89$5,210.92$5,476.1227149BLDG INSPECTOR I TEMP 78225.8 A $0.00$0.00$0.00$0.00$0.0027080BLDG INSPECTOR II 26528.5229.95231.44533.02134.667 A2080$4,943.47$5,191.68$5,450.47$5,723.64$6,008.9527089BLDG INSPECTOR II TEMP 79028.378 A $0.00$0.00$0.00$0.00$0.0058600BLDG INSPECTOR III G4036.51638.34440.26542.27544.394 C2080$6,329.44$6,646.29$6,979.27$7,327.67$7,694.9658610BLDG INSPECTOR III ELEC SPECG4036.51638.34440.26542.27544.394 C2080$6,329.44$6,646.29$6,979.27$7,327.67$7,694.9689150BUILDING DIRECTOR M4856.22259.03261.98765.08768.341 D2080$9,745.15$10,232.21$10,744.41$11,281.75$11,845.7758609BUILDING INSPECTOR III TEMP 61036.335 C $0.00$0.00$0.00$0.00$0.0013100BUILDING MAINTAINER II 03016.62517.45318.32919.24920.207 A2080$2,881.67$3,025.19$3,177.03$3,336.49$3,502.5527169BUILDING PERMIT TECH TEMP 78225.8 A $0.00$0.00$0.00$0.00$0.0057880BUSINESS MANAGER G4537.24239.10541.06343.11745.275 C2080$6,455.28$6,778.20$7,117.59$7,473.61$7,847.6757889BUSINESS MANAGER TEMP 97943.11745.275 C $0.00$0.00$0.00$0.00$0.0027520BUYER I 06019.73720.72521.76522.85723.998 A2080$3,421.08$3,592.33$3,772.60$3,961.88$4,159.6527540BUYER II 18024.3225.53826.82128.15829.567 A2080$4,215.47$4,426.59$4,648.97$4,880.72$5,124.9588500C V B MANAGER M2447.39349.76152.25354.86457.605 D2080$8,214.79$8,625.24$9,057.19$9,509.76$9,984.8713350CANAL TENDER II 09020.52421.54722.61923.76524.945 A2080$3,557.49$3,734.81$3,920.63$4,119.27$4,323.8089200CITY ATTORNEY M8397.74 D2080$16,941.60$0.00$0.00$0.00$0.0089250CITY CLERK M2447.39349.76152.25354.86457.605 D2080$8,214.79$8,625.24$9,057.19$9,509.76$9,984.8789300CITY MANAGER M89115.385 D2080$20,000.07$0.00$0.00$0.00$0.00376 89960CITY TREASURER M0944.19946.40848.7351.16653.727 D2080$7,661.16$8,044.05$8,446.53$8,868.77$9,312.6858360CIVIL ENGINEER III G6044.88147.12549.48651.96354.558 C2080$7,779.37$8,168.33$8,577.57$9,006.92$9,456.7258369CIVIL ENGINEER III TEMP 62042.533 C $0.00$0.00$0.00$0.00$0.0088380CIVIL ENGINEER IV M4856.22259.03261.98765.08768.341 D2080$9,745.15$10,232.21$10,744.41$11,281.75$11,845.7726220CLERK TYPIST I 00514.48115.20915.96316.76617.605 A2080$2,510.04$2,636.23$2,766.92$2,906.11$3,051.5326221CLERK TYPIST I T STEP 70014 A $0.00$0.00$0.00$0.00$0.0026229CLERK TYPIST I TEMP 72514.41 A $0.00$0.00$0.00$0.00$0.0026228CLERK TYPIST I TEMP T STEP 70014 A $0.00$0.00$0.00$0.00$0.0026230CLERK TYPIST II 02516.40117.22118.09118.98819.939 A2080$2,842.84$2,984.97$3,135.77$3,291.25$3,456.0926239CLERK TYPIST II TEMP 73216.32 A $0.00$0.00$0.00$0.00$0.0027250CODE ENFORCEMENT OFFR I 25027.2428.60930.06331.59333.171 A2080$4,721.60$4,958.89$5,210.92$5,476.12$5,749.6427259CODE ENFORCEMENT OFFR I TEMP78827.107 OA $0.00$0.00$0.00$0.00$0.0027260CODE ENFORCEMENT OFFR II 29529.95231.44533.02134.67636.409 A2080$5,191.68$5,450.47$5,723.64$6,010.51$6,310.8927269CODE ENFORCEMENT OFFR II TEMP 79329.804 A $0.00$0.00$0.00$0.00$0.0057260CODE ENFORCEMENT OFFR III G4036.51638.34440.26542.27544.394 C2080$6,329.44$6,646.29$6,979.27$7,327.67$7,694.9689340COMM DEVELOPMENT PRINCIPAL G5541.943.99846.248.50950.933 D2080$7,262.67$7,626.32$8,008.00$8,408.23$8,828.3959950COMMUNICATIONS CENTER SUPV N1529.09830.55832.08333.69135.378 C2080$5,043.65$5,296.72$5,561.05$5,839.77$6,132.1957900COMMUNICATIONS ENGINEER G4537.24239.10541.06343.11745.275 C2080$6,455.28$6,778.20$7,117.59$7,473.61$7,847.6759970COMMUNICATIONS OPERATIONS SUPVN4537.66139.54341.5243.60245.78 C2080$6,527.91$6,854.12$7,196.80$7,557.68$7,935.2026385COMMUNICATIONS SPECIALIST 05518.3719.2920.25821.26722.333 A2080$3,184.13$3,343.60$3,511.39$3,686.28$3,871.0521509COMMUNITY REL SPECIALIST TEMP 76120.619 OA $0.00$0.00$0.00$0.00$0.0021500COMMUNITY RELATIONS SPECIALIST09220.72121.76322.85124.00125.19 A2080$3,591.64$3,772.25$3,960.84$4,160.17$4,366.2725200COMPUTER DRAFTING TECH I 11522.5523.66524.85326.09927.395OA2080$3,908.67$4,101.93$4,307.85$4,523.83$4,748.47377 25209COMPUTER DRAFTING TECH I TEMP 77022.439 A $0.00$0.00$0.00$0.00$0.0025240COMPUTER DRAFTING TECH II 22526.42727.74429.13330.59332.119 A2080$4,580.68$4,808.96$5,049.72$5,302.79$5,567.2925250CONSTRUCTION INSPECTOR I 21025.92827.2428.60930.06331.593 A2080$4,494.19$4,721.60$4,958.89$5,210.92$5,476.1225259CONSTRUCTION INSPECTOR I TEMP 78225.8 OA $0.00$0.00$0.00$0.00$0.0025260CONSTRUCTION INSPECTOR II 29529.95231.44533.02134.67636.409 A2080$5,191.68$5,450.47$5,723.64$6,010.51$6,310.8988460CONSTRUCTION SUPERINTENDENT M1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8599989COUNCILMEMBER 987100 A $0.00$0.00$0.00$0.00$0.0021600CRIME ANALYST 21025.92827.2428.60930.06331.593 A2080$4,494.19$4,721.60$4,958.89$5,210.92$5,476.1226179DATA ENTRY CLERK TEMP 73516.543 A $0.00$0.00$0.00$0.00$0.0088260DEPUTY CITY ATTORNEY I M3952.80755.45458.2361.13964.201 D2080$9,153.21$9,612.03$10,093.20$10,597.43$11,128.1788080DEPUTY CITY ATTORNEY II M5459.66262.64565.77969.07272.525 D2080$10,341.41$10,858.47$11,401.69$11,972.48$12,571.0026350DEPUTY CITY CLERK 07020.18621.19722.25923.3724.53 A2080$3,498.91$3,674.15$3,858.23$4,050.80$4,251.8788280DEPUTY FIRE CHIEF M5763.87867.07870.43373.95477.653 D2080$11,072.19$11,626.85$12,208.39$12,818.69$13,459.8541040DETECTIVE P2535.60337.39939.341.29243.376 A2080$6,171.19$6,482.49$6,812.00$7,157.28$7,518.5141049DETECTIVE TEMP P2535.60337.39939.341.29243.376 A $0.00$0.00$0.00$0.00$0.0025069DEVELOPMENT ASSOCIATE TEMP 79833.678 A $0.00$0.00$0.00$0.00$0.0089460DEVELOPMENT SERVICES DIRECTOR M7165.86769.16372.6276.25480.067 D2080$11,416.95$11,988.25$12,587.47$13,217.36$13,878.2825030DEVELOPMENT SERVICES TECH 21025.92827.2428.60930.06331.593 A2080$4,494.19$4,721.60$4,958.89$5,210.92$5,476.1288200DIR OF FIRE PREV/ENV SERVICES M1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8589870DIR OF TECHNOLOGY SERVICES M5459.66262.64565.77969.07272.525 D2080$10,341.41$10,858.47$11,401.69$11,972.48$12,571.0089000DIRECTOR RECREATION & PARKS M7165.86769.16372.6276.25480.067 D2080$11,416.95$11,988.25$12,587.47$13,217.36$13,878.2825065ECONOMIC DEV PLANNER I 23526.93728.28429.68931.16932.735 A2080$4,669.08$4,902.56$5,146.09$5,402.63$5,674.0725055ECONOMIC DEV PLANNER II 36033.84635.54537.32139.18841.151 A2080$5,866.64$6,161.13$6,468.97$6,792.59$7,132.84378 59895 ECONOMIC DEV PRINCIPAL PLANNERG55 41.9 43.998 46.2 48.509 50.933C2080 $7,262.67 $7,626.32 $8,008.00 $8,408.23 $8,828.3925025 ECONOMIC DEV SPECIALIST 150 23.596 24.788 26.011 27.313 28.682A2080 $4,089.97 $4,296.59 $4,508.57 $4,734.25 $4,971.5588100 ECONOMIC DEVELOPMENT DIRECTOR M71 65.867 69.163 72.62 76.254 80.067D2080 $11,416.95 $11,988.25 $12,587.47 $13,217.36 $13,878.2814139 ELECTRICAL ASSISTANT TEMP 871 15.204OA$0.00 $0.00 $0.00 $0.00 $0.0014130 ELECTRICAL TECHNICIAN I 205 25.262 26.534 27.85 29.237 30.713A2080 $4,378.75 $4,599.23 $4,827.33 $5,067.75 $5,323.5914100 ELECTRICAL TECHNICIAN II 263 28.451 29.861 31.358 32.929 34.571A2080 $4,931.51 $5,175.91 $5,435.39 $5,707.69 $5,992.3125120 ENGINEER I 315 31.397 32.969 34.623 36.353 38.166A2080 $5,442.15 $5,714.63 $6,001.32 $6,301.19 $6,615.4425129 ENGINEER I TEMP 797 31.241A$0.00 $0.00 $0.00 $0.00 $0.0025150 ENGINEER II 375 36.109 37.912 39.809 41.806 43.889A2080 $6,258.89 $6,571.41 $6,900.23 $7,246.37 $7,607.4325159 ENGINEER II TEMP 799 35.931OA$0.00 $0.00 $0.00 $0.00 $0.0058300 ENGINEER III WASTEWATER G60 44.881 47.125 49.486 51.963 54.558C2080 $7,779.37 $8,168.33 $8,577.57 $9,006.92 $9,456.7225180 ENGINEERING AIDE I 050 18.248 19.153 20.109 21.107 22.17A2080 $3,162.99 $3,319.85 $3,485.56 $3,658.55 $3,842.8025189 ENGINEERING AIDE I TEMP 742 18.158A$0.00 $0.00 $0.00 $0.00 $0.0025210 ENGINEERING AIDE II 090 20.524 21.547 22.619 23.765 24.945A2080 $3,557.49 $3,734.81 $3,920.63 $4,119.27 $4,323.8025270 ENGINEERING TECHNICIAN I 265 28.52 29.952 31.445 33.021 34.667A2080 $4,943.47 $5,191.68 $5,450.47 $5,723.64 $6,008.9591060 EXTRA HELP MISC. I 860 15.088A2080 $2,615.25 $0.00 $0.00 $0.00 $0.0091065 EXTRA HELP MISC. II 740 18.477A2080 $3,202.68 $0.00 $0.00 $0.00 $0.0091000 EXTRA HELP PD I 978 24.164A2080 $4,188.43 $0.00 $0.00 $0.00 $0.0091010 EXTRA HELP PD II 600 28.634A2080 $4,963.23 $0.00 $0.00 $0.00 $0.0091020 EXTRA HELP PD III 796 33.368A2080 $5,783.79 $0.00 $0.00 $0.00 $0.0091050 EXTRA HELP TRAINING I 795 38.348A2080 $6,646.99 $0.00 $0.00 $0.00 $0.0091055 EXTRA HELP TRAINING II 800 44.1A2080 $7,644.00 $0.00 $0.00 $0.00 $0.0013500 FACILITY WORKER 010 15.163 15.918 16.713 17.552 18.436A2080 $2,628.25 $2,759.12 $2,896.92 $3,042.35 $3,195.57 379 13509FACILITY WORKER TEMP 86015.088 A $0.00$0.00$0.00$0.00$0.0013508FACILITY WORKER TEMP T 86015.088 A $0.00$0.00$0.00$0.00$0.0089350FINANCE DIRECTOR M7165.86769.16372.6276.25480.067 D2080$11,416.95$11,988.25$12,587.47$13,217.36$13,878.2826080FINANCIAL INVESTIGATOR 07020.18621.19722.25923.3724.53 A2080$3,498.91$3,674.15$3,858.23$4,050.80$4,251.8726100FINANCIAL INVESTIGATOR II 18024.3225.53826.82128.15829.567 A2080$4,215.47$4,426.59$4,648.97$4,880.72$5,124.9568130FIRE BATT CHIEF DAYS F6548.62551.05753.61256.29861.767OD2080$8,428.33$8,849.88$9,292.75$9,758.32$10,706.2868132FIRE BATT CHIEF SUPPRESS F6034.73136.47138.29440.21144.121 C2912$8,428.06$8,850.30$9,292.68$9,757.87$10,706.7067180FIRE CAPTAIN DAYS F5538.81440.77842.8334549.408 A2080$6,727.76$7,068.19$7,424.39$7,800.00$8,564.0567182FIRE CAPTAIN SUPPRESSION F5027.72329.13630.59132.15435.298 A2912$6,727.45$7,070.34$7,423.42$7,802.70$8,565.6589400FIRE CHIEF M7473.37277.03880.89884.93889.186 D2080$12,717.81$13,353.25$14,022.32$14,722.59$15,458.9126260FIRE DISPATCHER I 04518.56819.49420.47221.49922.572 A2080$3,218.45$3,378.96$3,548.48$3,726.49$3,912.4826269FIRE DISPATCHER I TEMP 74018.477 A $0.00$0.00$0.00$0.00$0.0026290FIRE DISPATCHER II 07620.61321.6522.73123.86825.06 A2080$3,572.92$3,752.67$3,940.04$4,137.12$4,343.7326299FIRE DISPATCHER II TEMP 75620.51 A $0.00$0.00$0.00$0.00$0.0032150FIRE ENGINEER DAYS F3032.48534.12535.83637.66941.363OA2080$5,630.73$5,915.00$6,211.57$6,529.29$7,169.5932152FIRE ENGINEER SUPPRESSION F1523.20424.37625.59826.90729.546 A2912$5,630.84$5,915.24$6,211.78$6,529.43$7,169.8368440FIRE MARSHAL/TRAINING OFFICER F7051.00753.55956.23959.05464.789 A2080$8,841.21$9,283.56$9,748.09$10,236.03$11,230.0927040FIRE PLANS EXAMINER 32532.47234.11435.84137.66339.56 A2080$5,628.48$5,913.09$6,212.44$6,528.25$6,857.0721470FIRE PREVENTION/ENVIRON OFFR 25027.2428.60930.06331.59333.171 A2080$4,721.60$4,958.89$5,210.92$5,476.12$5,749.6432202FIREFIGHTER SUPPRESSION F1021.02522.08123.20424.37326.75 A2912$5,102.07$5,358.32$5,630.84$5,914.51$6,491.3332260FIREFIGHTER TRAINEE DAYS F0120.066 A2080$3,478.11$0.00$0.00$0.00$0.0014330FLEET MECHANIC I 11022.51823.64724.8226.06527.374 A2080$3,903.12$4,098.81$4,302.13$4,517.93$4,744.8314435FLEET MECHANIC I TEMP 77322.518 OA2080$3,903.12$0.00$0.00$0.00$0.00380 14280FLEET MECHANIC II 24527.25828.6230.05131.54533.128 A2080$4,724.72$4,960.80$5,208.84$5,467.80$5,742.1914285FLEET MECHANIC II TEMP 78927.258 A2080$4,724.72$0.00$0.00$0.00$0.0014300FLEET MECHANIC III 26028.28429.7131.2232.79234.456 A2080$4,902.56$5,149.73$5,411.47$5,683.95$5,972.3714060FLEET SERVICE WORKER I 05018.24819.15320.10921.10722.17OA2080$3,162.99$3,319.85$3,485.56$3,658.55$3,842.8014069FLEET SERVICE WORKER I TEMP 74218.158 OA $0.00$0.00$0.00$0.00$0.0014061FLEET SERVICE WORKER I T STEP 71514.235 OA $0.00$0.00$0.00$0.00$0.0014068FLEET SERVICE WORKER I TEMP T 71514.235 OA $0.00$0.00$0.00$0.00$0.0014460FLEET SERVICE WORKER II 09020.52421.54722.61923.76524.945OA2080$3,557.49$3,734.81$3,920.63$4,119.27$4,323.8088400FLEET SUPERINTENDENT M1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8588510GENERAL SERVICES SUPT M1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8525140GIS ANALYST 28028.37329.79931.28832.85534.495 A2080$4,917.99$5,165.16$5,423.25$5,694.87$5,979.1325000GIS TECHNICIAN 09721.34522.40923.52424.71225.939OA2080$3,699.80$3,884.23$4,077.49$4,283.41$4,496.0925015GUEST SERVICES REPRESENTATIVE 07020.18621.19722.25923.3724.53 A2080$3,498.91$3,674.15$3,858.23$4,050.80$4,251.8727230HAZARDOUS MATERIALS SPECIALIST32532.47234.11435.84137.66339.56 A2080$5,628.48$5,913.09$6,212.44$6,528.25$6,857.0790809HEARING OFFICER TEMP 97824.164 A $0.00$0.00$0.00$0.00$0.0013220HEAVY EQUIP OPERATOR WATER 18324.59225.8127.10528.47329.884 A2080$4,262.61$4,473.73$4,698.20$4,935.32$5,179.8913240HEAVY EQUIP OPR WASTE WATER 18324.59225.8127.10528.47329.884 A2080$4,262.61$4,473.73$4,698.20$4,935.32$5,179.8913230HEAVY EQUIP OPR SW & RECYCLING18324.59225.8127.10528.47329.884 A2080$4,262.61$4,473.73$4,698.20$4,935.32$5,179.8913210HEAVY EQUIPMENT OPR PARKS 18324.59225.8127.10528.47329.884 A2080$4,262.61$4,473.73$4,698.20$4,935.32$5,179.8959900HOMELESS SERVICES PRINCIPAL G5541.943.99846.248.50950.933OC2080$7,262.67$7,626.32$8,008.00$8,408.23$8,828.3927010HUMAN RESOURCES ANALYST I 23526.93728.28429.68931.16932.735 A2080$4,669.08$4,902.56$5,146.09$5,402.63$5,674.0727019HUMAN RESOURCES ANALYST I TEMP78726.805 A $0.00$0.00$0.00$0.00$0.0027000HUMAN RESOURCES ANALYST II 31531.39732.96934.62336.35338.166 A2080$5,442.15$5,714.63$6,001.32$6,301.19$6,615.44381 26440HUMAN RESOURCES CLERK 07020.18621.19722.25923.3724.53 A2080$3,498.91$3,674.15$3,858.23$4,050.80$4,251.8789910HUMAN RESOURCES DIRECTOR M5459.66262.64565.77969.07272.525 D2080$10,341.41$10,858.47$11,401.69$11,972.48$12,571.0057020HUMAN RESOURCES SUPERVISOR G4537.24239.10541.06343.11745.275 C2080$6,455.28$6,778.20$7,117.59$7,473.61$7,847.6726409HUMAN RESOURCES TECH TEMP 78525.936 A $0.00$0.00$0.00$0.00$0.0056990HYDROGRAPHIC SUPERVISOR G4537.24239.10541.06343.11745.275 C2080$6,455.28$6,778.20$7,117.59$7,473.61$7,847.6724359INDUSTRIAL WASTE INSPCTR TEMP 78225.8 A $0.00$0.00$0.00$0.00$0.0024350INDUSTRIAL WASTE INSPECTOR 21025.92827.2428.60930.06331.593 A2080$4,494.19$4,721.60$4,958.89$5,210.92$5,476.1213499LABORER TEMP 84014 A $0.00$0.00$0.00$0.00$0.0026310LEGAL SECRETARY 09521.19522.25423.37424.53525.755 A2080$3,673.80$3,857.36$4,051.49$4,252.73$4,464.2026319LEGAL SECRETARY TEMP 76521.091 A $0.00$0.00$0.00$0.00$0.0090449LIFEGUARD I TEMP 90514.514.75 OA $0.00$0.00$0.00$0.00$0.0013160LIGHT EQUIPMENT OPERATOR 09421.03622.08723.18424.35825.566 A2080$3,646.24$3,828.41$4,018.56$4,222.05$4,431.4414200MAINT CRAFTWORKER I 20124.8126.05927.3528.72530.157 A2080$4,300.40$4,516.89$4,740.67$4,979.00$5,227.2114220MAINTENANCE CRAFTWORKER II 22926.57927.92229.32530.81632.381 A2080$4,607.03$4,839.81$5,083.00$5,341.44$5,612.7186090MANAGEMENT ASSISTANT M0526.93728.28429.68931.16932.735OD2080$4,669.08$4,902.56$5,146.09$5,402.63$5,674.0725010MARKETING & EVENTS SPECIALIST 23526.93728.28429.68931.16932.735 A2080$4,669.08$4,902.56$5,146.09$5,402.63$5,674.0799999MAYOR 990919.54 A $0.00$0.00$0.00$0.00$0.0013270MOTOR SWEEPER OPERATOR 16023.66124.84426.08827.38328.756 A2080$4,101.24$4,306.29$4,521.92$4,746.39$4,984.3726070OPERATIONS SUPPORT SPECIALIST 05518.3719.2920.25821.26722.333OA2080$3,184.13$3,343.60$3,511.39$3,686.28$3,871.0526410PARK & LANDSCAPE DESIGNER 35033.29134.95836.70738.54140.469 A2080$5,770.44$6,059.39$6,362.55$6,680.44$7,014.6359800PARK CONSTRUCTION & FAC PLNR G5541.943.99846.248.50950.933 C2080$7,262.67$7,626.32$8,008.00$8,408.23$8,828.3913310PARK SERVICES COORDINATOR 22926.57927.92229.32530.81632.381 A2080$4,607.03$4,839.81$5,083.00$5,341.44$5,612.7121460PARKING ENFORCEMENT TECHNICIAN04518.56819.49420.47221.49922.572 A2080$3,218.45$3,378.96$3,548.48$3,726.49$3,912.48382 21469PARKING ENFORCMENT TECH TEMP73717.394 OA $0.00$0.00$0.00$0.00$0.0088480PARKS SUPERINTENDENT M1845.55147.83450.22752.73555.378OD2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8524349PARTS & INVENTORY SPEC TEMP 86918.158 A $0.00$0.00$0.00$0.00$0.0024340PARTS & INVENTORY SPECIALIST 05018.24819.15320.10921.10722.17 A2080$3,162.99$3,319.85$3,485.56$3,658.55$3,842.8026090PAYROLL TECHNICIAN 07020.18621.19722.25923.3724.53OA2080$3,498.91$3,674.15$3,858.23$4,050.80$4,251.8727029PLAN CHECKER TEMP 79432.312 A $0.00$0.00$0.00$0.00$0.0027020PLAN CHECKER ELECTRICAL SPEC 32532.47234.11435.84137.66339.56 A2080$5,628.48$5,913.09$6,212.44$6,528.25$6,857.0727050PLAN CHECKER RESIDENTIAL SPEC 32532.47234.11435.84137.66339.56 A2080$5,628.48$5,913.09$6,212.44$6,528.25$6,857.0789450PLANNING DIRECTOR M4856.22259.03261.98765.08768.341 D2080$9,745.15$10,232.21$10,744.41$11,281.75$11,845.7725039PLANNING TECHNICIAN TEMP 78124.02 OA $0.00$0.00$0.00$0.00$0.0088530POLICE CAPTAIN M5159.85462.84265.98369.28972.747 D2080$10,374.69$10,892.61$11,437.05$12,010.09$12,609.4889500POLICE CHIEF M8077.80981.70585.79290.08494.577 D2080$13,486.89$14,162.20$14,870.61$15,614.56$16,393.3551440POLICE COMMUNITY RELATIONS SPVG4537.24239.10541.06343.11745.275 C2080$6,455.28$6,778.20$7,117.59$7,473.61$7,847.6751300POLICE CRIME LAB SUPERVISOR G3033.76435.45337.22739.08741.041 C2080$5,852.43$6,145.19$6,452.68$6,775.08$7,113.7721400POLICE DIG FORENSICS EXAM I 24527.25828.6230.05131.54533.128 A2080$4,724.72$4,960.80$5,208.84$5,467.80$5,742.1921420POLICE DIG FORENSICS EXAM II 31032.1633.76835.45637.22939.091 A2080$5,574.40$5,853.12$6,145.71$6,453.03$6,775.7726370POLICE DISPATCHER I 07520.20821.22622.28623.424.569 A2080$3,502.72$3,679.17$3,862.91$4,056.00$4,258.6326379POLICE DISPATCHER I TEMP 75520.11 A $0.00$0.00$0.00$0.00$0.0026380POLICE DISPATCHER II 10021.49822.57923.70224.8926.138 A2080$3,726.32$3,913.69$4,108.35$4,314.27$4,530.5926389POLICE DISPATCHER II TEMP 76721.393 A $0.00$0.00$0.00$0.00$0.0021200POLICE LAB TECHNICIAN 24527.25828.6230.05131.54533.128 A2080$4,724.72$4,960.80$5,208.84$5,467.80$5,742.1921300POLICE LATENT PRINT EXAMINER 24527.25828.6230.05131.54533.128OA2080$4,724.72$4,960.80$5,208.84$5,467.80$5,742.1988540POLICE LIEUTENANT M3053.76556.45859.28262.24965.368 D2080$9,319.27$9,786.05$10,275.55$10,789.83$11,330.45383 41250 POLICE OFFICER P10 30.012 31.525 33.118 34.795 36.555A2080 $5,202.08 $5,464.33 $5,740.45 $6,031.13 $6,336.2027350 POLICE PROPERTY & EQUIPMENT SP092 20.721 21.763 22.851 24.001 25.19A2080 $3,591.64 $3,772.25 $3,960.84 $4,160.17 $4,366.2726225 POLICE REPORT SPECIALIST 005 14.481 15.209 15.963 16.766 17.605A2080 $2,510.04 $2,636.23 $2,766.92 $2,906.11 $3,051.5377360 POLICE SERGEANT P55 42.551 44.675 46.912 49.26 51.727C2080 $7,375.51 $7,743.67 $8,131.41 $8,538.40 $8,966.0121450 POLICE SERVICE TECHNICIAN 060 19.737 20.725 21.765 22.857 23.998A2080 $3,421.08 $3,592.33 $3,772.60 $3,961.88 $4,159.6521459 POLICE SERVICE TECHNICIAN TEMP750 19.639A$0.00 $0.00 $0.00 $0.00 $0.0041430 POLICE TRAINEE P05 23.969 25.164 26.425 27.748 29.137OA2080 $4,154.63 $4,361.76 $4,580.33 $4,809.65 $5,050.4190139 POOL MANAGER TEMP 958 1616.25A$0.00 $0.00 $0.00 $0.00 $0.0059890 PRINCIPAL PLANNER G55 41.9 43.998 46.2 48.509 50.933C2080 $7,262.67 $7,626.32 $8,008.00 $8,408.23 $8,828.3959899 PRINCIPAL PLANNER TEMP 615 41.694C$0.00 $0.00 $0.00 $0.00 $0.0090059 PROGRAM COORDINATOR I TEMP 903 16A$0.00 $0.00 $0.00 $0.00 $0.0090079 PROGRAM COORDINATOR II TEMP 965 16.5OA$0.00 $0.00 $0.00 $0.00 $0.0090029 PROGRAM LEADER I TEMP 945 14A$0.00 $0.00 $0.00 $0.00 $0.0090019 PROGRAM LEADER II TEMP 951 14.25OA$0.00 $0.00 $0.00 $0.00 $0.0057350 PROPERTY ROOM SUPERVISOR G20 29.628 31.112 32.664 34.297 36.01C2080 $5,135.52 $5,392.75 $5,661.76 $5,944.81 $6,241.7389310 PUBLIC INFORMATION OFFICER M04 33.764 35.453 37.227 39.087 41.041D2080 $5,852.43 $6,145.19 $6,452.68 $6,775.08 $7,113.7789560 PUBLIC WORKS DIRECTOR M77 69.881 73.375 77.046 80.901 84.942D2080 $12,112.71 $12,718.33 $13,354.64 $14,022.84 $14,723.2888060 PUBLIC WORKS OPERATIONS MGR M48 56.222 59.032 61.987 65.087 68.341D2080 $9,745.15 $10,232.21 $10,744.41 $11,281.75 $11,845.7759920 PURCHASING OFFICER G45 37.242 39.105 41.063 43.117 45.275C2080 $6,455.28 $6,778.20 $7,117.59 $7,473.61 $7,847.6726000 REAL PROPERTY AGENT I 235 26.937 28.284 29.689 31.169 32.735A2080 $4,669.08 $4,902.56 $5,146.09 $5,402.63 $5,674.0726010 REAL PROPERTY AGENT II 360 33.846 35.545 37.321 39.188 41.151A2080 $5,866.64 $6,161.13 $6,468.97 $6,792.59 $7,132.8456000 REAL PROPERTY SUPERVISOR G45 37.242 39.105 41.063 43.117 45.275C2080 $6,455.28 $6,778.20 $7,117.59 $7,473.61 $7,847.6757910 RECORDS SUPERVISOR G45 37.242 39.105 41.063 43.117 45.275C2080 $6,455.28 $6,778.20 $7,117.59 $7,473.61 $7,847.67 384 26360RECREATION COORDINATOR 06019.73720.72521.76522.85723.998 A2080$3,421.08$3,592.33$3,772.60$3,961.88$4,159.6526020RECREATION SPECIALIST 18024.3225.53826.82128.15829.567 A2080$4,215.47$4,426.59$4,648.97$4,880.72$5,124.9557070REVENUE PROGRAM SUPERVISOR G1528.77730.21831.7333.32334.982OC2080$4,988.01$5,237.79$5,499.87$5,775.99$6,063.5557800RISK MANAGEMENT SAFETY OFFICERG4537.24239.10541.06343.11745.275 C2080$6,455.28$6,778.20$7,117.59$7,473.61$7,847.6786020RISK MANAGER M2447.39349.76152.25354.86457.605 D2080$8,214.79$8,625.24$9,057.19$9,509.76$9,984.8726450SECRETARY I 05518.3719.2920.25821.26722.333 A2080$3,184.13$3,343.60$3,511.39$3,686.28$3,871.0526459SECRETARY I TEMP 74518.28 A $0.00$0.00$0.00$0.00$0.0026490SECRETARY II 07020.18621.19722.25923.3724.53 A2080$3,498.91$3,674.15$3,858.23$4,050.80$4,251.8726499SECRETARY II TEMP 75220.087 A $0.00$0.00$0.00$0.00$0.0027205SENIOR ANIMAL CONTROL OFFICER 04022.05523.15824.31625.53226.808 A2080$3,822.87$4,014.05$4,214.77$4,425.55$4,646.7226315SENIOR LEGAL SECRETARY 18024.3225.53826.82128.15829.567 A2080$4,215.47$4,426.59$4,648.97$4,880.72$5,124.9541270SENIOR POLICE OFFICER P1532.31333.94635.66437.46839.368 A2080$5,600.92$5,883.97$6,181.76$6,494.45$6,823.7926460SENIOR POLICE RECORDS CLERK 07020.18621.19722.25923.3724.53 A2080$3,498.91$3,674.15$3,858.23$4,050.80$4,251.8725160SENIOR SALES REPRESENTATIVE 23526.93728.28429.68931.16932.735OA2080$4,669.08$4,902.56$5,146.09$5,402.63$5,674.0714450SENIOR WW TREATMENT PLANT OPR 26528.5229.95231.44533.02134.667 A2080$4,943.47$5,191.68$5,450.47$5,723.64$6,008.9513709SERVICE MAINTENANCE WKR TEMP 86618.158 A $0.00$0.00$0.00$0.00$0.0013708SERVICE MAINTENANCE WKR TEMP T71514.235 A $0.00$0.00$0.00$0.00$0.0013700SERVICE MAINTENANCE WORKER 05018.24819.15320.10921.10722.17 A2080$3,162.99$3,319.85$3,485.56$3,658.55$3,842.8013701SERVICE MAINTENANCE WORKER T 71514.235 A $0.00$0.00$0.00$0.00$0.0013460SEWER MAINTAINER II 09721.34522.40923.52424.71225.939 A2080$3,699.80$3,884.23$4,077.49$4,283.41$4,496.0913470SEWER MAINTAINER III 14023.4524.61425.84527.14128.493 A2080$4,064.67$4,266.43$4,479.80$4,704.44$4,938.7990179SITE MANAGER I TEMP 90215 OA $0.00$0.00$0.00$0.00$0.0090189SITE MANAGER II TEMP 96215.35 OA $0.00$0.00$0.00$0.00$0.00385 89130SOLID WASTE DIRECTOR M4856.22259.03261.98765.08768.341 D2080$9,745.15$10,232.21$10,744.41$11,281.75$11,845.7713430SOLID WASTE EQUIPMENT OPERATOR11522.5523.66524.85326.09927.395 A2080$3,908.67$4,101.93$4,307.85$4,523.83$4,748.4788560SOLID WASTE SUPERINTENDENT M1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8557010SPECIAL EVENTS MGR RABOBANK G5541.943.99846.248.50950.933 C2080$7,262.67$7,626.32$8,008.00$8,408.23$8,828.3988640STREET MAINTENANCE SUPT M1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8513179STREETS EQUIPMENT OP TEMP 76220.932 A $0.00$0.00$0.00$0.00$0.0013170STREETS EQUIPMENT OPERATOR 12022.61423.74424.93126.17927.486 A2080$3,919.76$4,115.63$4,321.37$4,537.69$4,764.2413710STREETS MAINTENANCE WORKER 05619.61720.59721.62822.70923.844 A2080$3,400.28$3,570.15$3,748.85$3,936.23$4,132.9613200STREETS OPERATIONS LEAD 22926.57927.92229.32530.81632.381 A2080$4,607.03$4,839.81$5,083.00$5,341.44$5,612.7159880SUPERVISING FIRE DISPATCHER G0524.12325.33226.60127.93329.333 C2080$4,181.32$4,390.88$4,610.84$4,841.72$5,084.3957110SUPERVISOR I G1528.77730.21831.7333.32334.982 C2080$4,988.01$5,237.79$5,499.87$5,775.99$6,063.5557080SUPERVISOR I CGCC G1528.77730.21831.7333.32334.982 C2080$4,988.01$5,237.79$5,499.87$5,775.99$6,063.5557119SUPERVISOR I TEMP 60028.634 C $0.00$0.00$0.00$0.00$0.0057120SUPERVISOR II G3033.76435.45337.22739.08741.041 C2080$5,852.43$6,145.19$6,452.68$6,775.08$7,113.7757830SUPERVISOR II RECREATION G3033.76435.45337.22739.08741.041 C2080$5,852.43$6,145.19$6,452.68$6,775.08$7,113.7725280SURVEY PARTY CHIEF I 21025.92827.2428.60930.06331.593 A2080$4,494.19$4,721.60$4,958.89$5,210.92$5,476.1225300SURVEY PARTY CHIEF II 26528.5229.95231.44533.02134.667 A2080$4,943.47$5,191.68$5,450.47$5,723.64$6,008.9590469SWIM INSTRUCTOR I TEMP 91814.7515 OA $0.00$0.00$0.00$0.00$0.0025101TECH SYS ANALYST I 30030.63532.16333.77635.45937.231 A2080$5,310.07$5,574.92$5,854.51$6,146.23$6,453.3725102TECH SYS ANALYST II 35033.29134.95836.70738.54140.469OA2080$5,770.44$6,059.39$6,362.55$6,680.44$7,014.6325131TECH SYS ENG I 36535.28937.05438.90640.85142.894OA2080$6,116.76$6,422.69$6,743.71$7,080.84$7,434.9625132TECH SYS ENG II 37039.52441.543.57545.75348.041 A2080$6,850.83$7,193.33$7,553.00$7,930.52$8,327.1157161TECH SYS SUPERVISOR G3241.49943.57545.75348.04150.442OC2080$7,193.16$7,553.00$7,930.52$8,327.11$8,743.28386 25111 TECH SYS TECH I 150 23.596 24.788 26.011 27.313 28.682A2080 $4,089.97 $4,296.59 $4,508.57 $4,734.25 $4,971.5525112 TECH SYS TECH II 235 26.937 28.284 29.689 31.169 32.735OA2080 $4,669.08 $4,902.56 $5,146.09 $5,402.63 $5,674.0714479 TRADES MAINT WORKER TEMP 877 20.423A$0.00 $0.00 $0.00 $0.00 $0.0014478 TRADES MAINT WORKER TEMP T 720 15.626OA$0.00 $0.00 $0.00 $0.00 $0.0014470 TRADES MAINTENANCE WORKER 090 20.524 21.547 22.619 23.765 24.945A2080 $3,557.49 $3,734.81 $3,920.63 $4,119.27 $4,323.8088370 TRAFFIC ENGINEER M48 56.222 59.032 61.987 65.087 68.341D2080 $9,745.15 $10,232.21 $10,744.41 $11,281.75 $11,845.7725290 TRAFFIC OPERATIONS TECHNICIAN 263 28.451 29.861 31.358 32.929 34.571A2080 $4,931.51 $5,175.91 $5,435.39 $5,707.69 $5,992.3114190 TRAFFIC PAINTER II 090 20.524 21.547 22.619 23.765 24.945A2080 $3,557.49 $3,734.81 $3,920.63 $4,119.27 $4,323.8017190 TRAFFIC PAINTER III 115 22.55 23.665 24.853 26.099 27.395A2080 $3,908.67 $4,101.93 $4,307.85 $4,523.83 $4,748.4715310 TRAFFIC SIGNAL TECHNICIAN 263 28.451 29.861 31.358 32.929 34.571A2080 $4,931.51 $5,175.91 $5,435.39 $5,707.69 $5,992.3141060 TRAINING OFFICER P25 35.603 37.399 39.3 41.292 43.376A2080 $6,171.19 $6,482.49 $6,812.00 $7,157.28 $7,518.5126250 TRANSCRIBING TYPIST 036 17.48 18.355 19.276 20.237 21.252A2080 $3,029.87 $3,181.53 $3,341.17 $3,507.75 $3,683.6826259 TRANSCRIBING TYPIST TEMP 737 17.394A$0.00 $0.00 $0.00 $0.00 $0.0090229 TRANSPORTATION OFFCR III TEMP 971 20.5OA$0.00 $0.00 $0.00 $0.00 $0.0090209 TRANSPORTATION OFFICER I TEMP 942 18.45OA$0.00 $0.00 $0.00 $0.00 $0.0090219 TRANSPORTATION OFFICER II TEMP944 19.475OA$0.00 $0.00 $0.00 $0.00 $0.0013620 TREE MAINTAINER II 097 21.345 22.409 23.524 24.712 25.939A2080 $3,699.80 $3,884.23 $4,077.49 $4,283.41 $4,496.0914360 W W TREAT PLANT LAB TECH 165 24.162 25.371 26.64 27.967 29.371A2080 $4,188.08 $4,397.64 $4,617.60 $4,847.61 $5,090.9714390 W W TREATMENT PLANT OPR I 065 20.027 21.023 22.063 23.176 24.333A2080 $3,471.35 $3,643.99 $3,824.25 $4,017.17 $4,217.7214420 W W TREATMENT PLANT OPR II 115 22.55 23.665 24.853 26.099 27.395A2080 $3,908.67 $4,101.93 $4,307.85 $4,523.83 $4,748.4714430 W W TREATMENT PLANT OPR III 229 26.579 27.922 29.325 30.816 32.381OA2080 $4,607.03 $4,839.81 $5,083.00 $5,341.44 $5,612.7188690 WASTEWATER MANAGER M48 56.222 59.032 61.987 65.087 68.341D2080 $9,745.15 $10,232.21 $10,744.41 $11,281.75 $11,845.7714290 WASTEWATER PLANT MECHANIC 245 27.258 28.62 30.051 31.545 33.128A387 2080$4,724.72$4,960.80$5,208.84$5,467.80$5,742.1988680WASTEWATER TREATMENT SUPT M1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8589110WATER RESOURCES DIRECTOR M4856.22259.03261.98765.08768.341 D2080$9,745.15$10,232.21$10,744.41$11,281.75$11,845.7789160WATER RESOURCES MANAGER M7165.86769.16372.6276.25480.067 D2080$11,416.95$11,988.25$12,587.47$13,217.36$13,878.2859160WATER RESOURCES PLANNER G5541.943.99846.248.50950.933 C2080$7,262.67$7,626.32$8,008.00$8,408.23$8,828.3988570WATER RESOURCES SUPERINTENDENTM1845.55147.83450.22752.73555.378 D2080$7,895.51$8,291.23$8,706.01$9,140.73$9,598.8514500WW ELEC & INSTRUM TECH I 20525.26226.53427.8529.23730.713 A2080$4,378.75$4,599.23$4,827.33$5,067.75$5,323.5914510WW ELEC & INSTRUM TECH II 26328.45129.86131.35832.92934.571 A2080$4,931.51$5,175.91$5,435.39$5,707.69$5,992.31Mar 18, 20213:20:28 PM388 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. 389 FY 2021 22 Budget Calendar JANUARY 22 Salary Projection Distributed to Departments 22 Budget Kickoff Ȃ Virtual Session HTE Access opens for Budget Managers and Authorized staff FEBRUARY 19 Salary Projections due to Finance by 5 p.m. Revenue Projections for all funds due to Finance by 5 p.m. MARCH 8 Updated Phase III ǯ ͷǤǤ 22 All Operating and Capital Improvement budget data to be entered into HTE by 5 p.m. User access will be limited after this date. ǯ ǣ x Department/Division Goals and Objectives and Organizational Charts x Operating Budget Transmittal Memo x New Personnel Request Memo x CIP Request Memo 23ǥǤ Department Budget Review Meetings with Budget Team APRIL ǥ2 Department Budget Review Meetings with Budget Team 6 17 Review of Department Budget Presentations TBD Department PSVS Phase III Presentations to PSVS Oversight Committee MAY 5 ǯresentation to Council 10 Budget Workshop Ȃ 12 p.m.; City Council Chambers Department Budget Presentations: General Government, Technology Services, Human Resources, AEG, City Attorney, Finance, Police and Fire* 11 21 Review of Department Budget Presentations JUNE 2 Public Hearing regarding Proposed Budget 3 Proposed CIP Budget to Planning Commission 390 7 Budget Workshop Ȃ 12 p.m.; City Council Chambers Department Budget Presentations: Water Resources, Public Works, Development Services, Economic and Community Development, Visit Bakersfield and Recreation and Parks* 16 City Council Adoption of FY 2021 22 Operating and Capital Improvement Program (CIP) Budgets and Appropriations Limit. *Subject to change Public Participation Members of the public are welcome to provide feedback on the City¶s budget at any time during the year.Feedback can be taken in a number of ways including messages sent to the City Council inbox city_council@bakersfieldcity.us for Councilmember consideration, messages by phone to the City Clerk¶s Office 661-326-3767. The City¶s budget calendar denotes the time of year when Council will consider funding allocations for the following fiscal year. There is both a general public comment section at all City Council meetings and a Public hearing portion of the Council agenda for comments either supporting or opposing a recommended action. Comments can be made at City Council meetings in person by filling out a speaker card and submitting it to the City Clerk prior to the start of the meeting. Comments pertaining to an agenda item sent via e-mail or phone message will also be included in the public record for the meeting and for Councilmember review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